HomeMy WebLinkAboutAgenda Report - September 18, 2019 G-01AGENDA ITEM G-l
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CoulvcIr CopTMUNI CATION
AGENDA TITLE:
MEETING DATE: September 18,2019
PREPARED BY: Community Development Director
IM
Public Hearing to Consider Adopting a Resolution Approving the 2018-19
Community Development Block Grant (CDBG) Consolidated Annual Performance
and Evaluation Report (CAPER)
RECOMMENDED ACTION Public hearing to consider adopting a resolution approving the
2018-19 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 of
the Community Development Block Grant (CDBG) program.
The 2018-19 CAPER (Exhibit A) describes the programs and activities accomplished during that program
year, in which the City received $636,515 in federal CDBG funds. ln the fifth year of implementing its
five-year Consolidated Plan, the City has made progress towards reaching each of its goals. Goals were
met through the program outcomes and by conducting program planning for future projects and activities.
The strategic plan identified two priority areas and 10 main goals. The two priorities are 1) building a
healthy community and 2) expanding economic development activities. This past year the activities
resulted in meeting seven of the established goals; including: 1) preserving existing affordable housing;
2) expanding financial opportunities; 3) building capacity and leadership in marginalized communities; 4)
improving access to social services through the propagation of public service programs; as well as,
improving access to social services through fostering fair housing opportunities; 5) improving
accessibility to public facilities; 6) constructing/ upgrading public facilities; and 7) addressing slum, blight,
and nuisance conditions.
The public review and comment period for the CAPER document began September 4,2019 and will end
September 18,2019.
Staff recommends the City Council provide an opportunity for public comment and consider adopting a
resolution approving the 2018-19 CAPER.
FISCAL IMPACT The CAPER documents are being completed as an administrative activity
that is funded through the CDBG administrative allocation from HUD.
FUNDING AVAILABLE: Not applicable
n Schwabauer
Community Development Director
APPROVED
ity Manager
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Draft – September 2019
2018
Community Development Department
Neighborhood Services Division
CDBG Consolidated Annual
Performance and Evaluation
Report
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Table of Contents
CR-05 - Goals and Outcomes ........................................................................................................................ 3
CR-10 - Racial and Ethnic Composition of Families Assisted ...................................................................... 14
CR-15 - Resources and Investments 91.520(a) ........................................................................................... 16
CR-20 - Affordable Housing 91.520(b) ........................................................................................................ 19
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) .................................... 21
CR-30 - Public Housing 91.220(h); 91.320(j) ............................................................................................... 26
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ........................................................................................ 28
CR-40 - Monitoring 91.220 and 91.230 ....................................................................................................... 34
CR-45 - CDBG 91.520(c) .............................................................................................................................. 37
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CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
91.520(a)
The 2018-2019 program year was the City of Lodi’s fifth year implementing its 2014-2018 Community
Development Block Grant (CDBG) Consolidated Plan. During this program year, CDBG-funded projects
and programs were executed within the city with the intention of achieving the goals outlined in the
Strategic Plan section of the Consolidated Plan. These projects and programs were carried out by City
staff, contractors, and subrecipients of CDBG funds.
This year’s activities resulted in addressing seven of the ten goals outlined in the Strategic Plan section
of the 2014-2018 Consolidated Plan, including: Goal #2 preserving existing affordable housing; Goal #4
expanding financial opportunities; Goal #5 building capacity in marginalized communities; Goal #6
improving access to social services; Goal #7 improving accessibility to public facilities; Goal #8
constructing/upgrading public facilities; and Goal #9 addressing slum, blight, and nuisance conditions.
While the City’s efforts during the 2018-19 program year did not target Strategic Plan goals 1, 3, or 10
(Goal #1 producing new affordable housing , Goal #3 rehabilitating existing affordable housing , or Goal
#10 securing additional outside funding); the City has worked on these goals during other Consolidated
Plan years.
The City’s 2014-2018 Consolidated Plan identifies two priorities: 1) building a healthy community and 2)
expanding economic development activities. The following section explains this year’s priority activities
and goals during the 2018-2019 program year:
Priority 1: Building a healthy community
Goal Name and Projects:
Goal#2 - Preserving existing affordable housing
Lodi House Enrichment Center Re-Roofing
Lodi House successfully completed a reroofing project to its shelter facility in the 2018-19 program year.
Lodi House houses five families at a time that are in need of emergency and supportive shelter. This roof
maintenance helps to improve the condition of these living facilities and subsequently improves the
residents’ quality of life.
Goal #4- Expanding financial opportunities
The Ready to Work project provided job training for homeless or those recently exiting the criminal
justice system. This project provided employment, job training, employment skills training, resume-
building, shelter, and other wraparound services to homeless or individuals on probation. The project
was able to provide services for 13 individuals, including 1,120 nights of shelter. All project participants
with a length of stay longer than 30 days (85% of participants) increased their household income and
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their ability to attain sustainable employment and financial opportunities. Ready to Work estimated that
25 Lodi residents would be served ; however, this program was only in its beginning years, and it ended
up serving more County and Stockton residents than anticipated
Goal #5- Building capacity and leadership in marginalized communities
The City continues to build capacity and leadership in its lower-income neighborhoods through the
ABCD (Asset Based Community Development): Love Your Block program and Lodi Improvement
Committee. These activities improve the City’s relationship with residents, which in turn increase public
input and involvement in program outreach and project planning for the City’s CDBG program.
During the 2018-19 program year, the City partnered with the Lodi Chamber of Commerce to facilitate
cycle three of the ABCD: Love Your Block program cohorts. This program creates opportunities for
residents to learn how to lead their own mini community-improvement projects from the initial
planning, through implementation, and finally to evaluation phase after the project is completed.
Residents attended a series of workshops and received one-on-one project mentoring where they were
encouraged to use their talents to implement the activities. They learned to write grants, identify
community assets, build a network of resources, create marketing material, manage their projects, and
review their project impacts. At the end of the program, residents surveyed had successfully learned
more about their neighbors, and started to build a network of resources within their local community,
while also being able to identify both their personal skills and the skills of their neighbors. Block by
block, this program has a ripple effect that slowly builds a safer and healthier community.
Secondly, the City continued to increase the Lodi Improvement Committee’s involvement in the CDBG
application selection process and community engagement. The Lodi Improvement Committee is made
up of seven members who are commissioned with the purpose of maintaining and improving the quality
of life and appearance of Lodi for all residents. The LIC increased its membership from five to seven in
order to increase its efforts and impact. Beginning in the 2017-18 program year, and continuing on for
the 2018-19 program year, the committee helped score CDBG subrecipient applications. By having the
committee review and score project applications in a public setting, it creates a transparent process that
encourages both residents and agencies to attend and comment, which also allows them to have a
direct impact on the use of CDBG funds. Public attendance improved at these meetings initially and has
now plateaued; however, staff and the committee will seek new ways to increase community input,
such as changing the meeting location to be within the Heritage District, a CDBG target area.
Additionally, the committee supported staff efforts to gather community input for the new Consolidated
Plan. Committee members provided feedback and helped distribute the survey. Member also assisted
with consultations of key stakeholders. Due to the City’s participation in ABCD and the Lodi
Improvement Committee increased participation in CDBG process, the City has seen an increase in
public participation and input during the Annual Action Plan and Consolidated Plan outreach process,
such as stakeholder input and survey responses.
Goal #6- Improving access to social services
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The City of Lodi allocated CDBG funds to multiple social service agencies in order to reach different
target populations and address the primary goals outlined in the Strategic Plan. Social service providers
that were allocated CDBG funds in the 2018-19 program year include Second Harvest Food Bank of San
Joaquin and Stanislaus Counties Inc., Community Partnership for Families of San Joaquin (CPFSJ), LOEL
Senior Center, and the Emergency Food Bank’s Mobile Farmers Market.
Goal#6- Improving Access to Social Services - Fostering fair housing opportunities and quality housing
to residents of all income levels
San Joaquin Fair Housing (SJFH) and California Rural Legal Assistance (CRLA) fair housing projects:
One of the City’s Consolidated Plan goals is to preserve existing affordable housing, including improving
the condition of the City’s existing housing stock that benefits low-income residents. SJFH provided
housing counseling services, outreach, and seminars, maintained the housing discrimination and
tenant/landlord law hotline, undertook complaint investigations, and conducted outreach and
education through public forums.
SJFH provided fair housing assistance, including education, counseling, and mediation services to the
residents of San Joaquin County. SJFH assisted 489 Lodi households in the 2018-2019 program year and
hosted four resident fairs in Stockton, Tracy, and Thornton. The program goals are to ensure fair
housing, and to teach and advocate tenant and landlord rights and responsibilities regarding providing
and maintaining adequate and safe housing. SJFH helped mediate conflicts between tenants and
landlords and provided educational opportunities. By educating both tenants and landlords, the
program works to assist in the process of mitigating housing discrimination in Lodi and promoting fair
housing opportunities regardless of a person’s disability, religion, race/ethnicity, color, country of origin
or ancestry, age, sex, gender identification/expression, familial status, source of income, marital status,
or sexual orientation.
CRLA conducts fair housing testing and recommends actions to prevent discrimination. During the 2018-
2019 program year, CRLA provided fair housing testing services for the City to ensure quality,
systematic, and complete review of how residents may be experiencing discrimination in their housing
choice. CRLA conducted six audit-based tests at six different rental sites. Locations were selected based
on local knowledge and industry-focused methodologies that use U.S. Census data to locate the areas
with the highest priority need. Sites were tested for discrimination based on national origin, gender,
disability status, and familial status. CRLA has historically seen that roughly 75% of fair housing claims
stem from disability discrimination, so during the 2018-19 program year, it added tests which
encompassed finding discrimination issues involving persons with disabilities. With one exception, the
results were all negative, meaning that there were not any instances of unfair treatment for all tested
classes. Unfair treatment to a disabled applicant was indicated in one test.
CRLA also conducted three on-site surveys in which residents were asked a series of questions about
their housing characteristics and circumstances. The first housing complex survey results did not
indicate national origin or race discrimination. Brochures on general fair housing rights and CRLA’s
services were requested by a majority of the surveyed tenants. The second housing complex survey did
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not indicate any discrimination. The third housing complex survey did not indicate any discrimination
based on disability. CRLA found possible unfair treatment to a family with children at one site. CRLA
conducted outreach focused on familial status discrimination at this housing complex. The City plans to
continue working with CRLA to provide more resources and education for residents, as well as additional
surveying.
Goal #7- Improving accessibility to public facilities
During the 2018-19 program year, the City of Lodi made progress toward its Consolidated Plan goal to
improve accessibility within the city through the Minor Home Modifications project by DRAIL. DRAIL
conducts home improvements that address Americans with Disability Act (ADA)-compliant
improvements for both aging and disabled residents who were in need of wheelchair accessibility. The
DRAIL ADA Minor Home Modifications project made ADA-related home improvements to one low- to
moderate-income disabled household.
Goal #8- Constructing/upgrading public facilities
The Alley Drainage Improvement project consisted of improvements to three existing alleys in the
CDBG target area which had experienced flooding, water damage, and weathering to the alley’s
infrastructure. This project improved alleyways that suffered from damaged pavement and poor
drainage by removing existing pavement, installing proper drainage systems, and repaving each
alleyway. This project benefitted approximately 6,065 people, based on an estimate of low-moderate
income individuals in those census tracts.
The Blakely Park Swim Complex- North Pool Improvements project consisted of improvements to an
existing public pool complex located at Blakely Park, home of the local Boys and Girls Club. The work
consisted of improvements both inside and outside of the pool. The completed project provides local
residents with a new and improved area to swim in the hot summer months. This project benefitted
approximately 13,710 people based on estimates of population of low-moderate income persons in the
CDBG target area census tracts.
The Blakely Park Pool Shade Structure is an additional project that improved the Blakely Park Swim
Complex by adding a shade structure to the pool area. This project benefitted approximately 13,710
people based on estimates of the population of low-moderate income in the CDBG target area census
tracts. Both aforementioned projects help to make this facility more functional and beneficial to the
public.
Goal #9- Addressing slum, blight, and nuisance conditions
The City's Graffiti Abatement program has helped reduce blight by cleaning up tagged properties in
targeted low-income areas. The City's program cleans up these sites within a day or two, or within the
same day in some instances, which benefits not only the property but prevents secondary tags. The
program runs year-round and has helped preserve neighborhood property values and maintain housing
stock in the city. This program benefitted approximately 16,000 individuals in the CDBG target area by
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removing 1,510 instances of graffiti in the 2018-19 program year.
5) Improving access to social services-
Second Harvest Food Bank exceeded its goal to serve 1,700 persons and instead served a total of 3,561
unduplicated individuals and their family members with food through Second Harvest’s program.
Additionally, many families visited the food bank and its nonprofit partners repeatedly throughout the
year. Second Harvest provided 3,561 people with 119,702 pounds of supplemental food in the City of
Lodi. This food distribution is accomplished through a three-part program, which provides 1) food to
low-income families; 2) groceries to youth who participate in Boys and Girls Club; and 3) supplemental
groceries for seniors at the Lodi Community Center.
In 2018-19, CPFSJ exceeded its goals to serve 80 persons. In total, 198 persons received at least one of
the services offered by CPFSJ, which include screening, case management, and group counseling, along
with peer-to-peer youth groups that engaged in positive social activities for the entire family and Lodi
community. Youth received one-on-one services and mentoring and participated in assessment
screening, case management, referrals for additional services, group counseling sessions, youth
mentoring activities, and positive social events. Additionally, CPFSJ’s Family Resource Center provided
service integration to youth participants with limited English language skills and work experience.
Through the program, the youth participants began working at the Lodi Family Resource Center as youth
support staff.
The LOEL Senior Center exceeded its goal of serving 75 seniors, and instead provided 14,310 meals to
105 homebound seniors, all of whom reported as being disabled in some way. This meal program
provides a hot nutritious meal five days a week to homebound seniors. The senior receives daily
nutrition, socialization, and a welfare check-up to make sure the senior is well enough to answer the
door.
The Emergency Food Bank’s Mobile Farmers Market provided a food distribution resource to low-
income residents who might not otherwise have access to fresh foods. This project exceeded the
program goals of reaching 1,200 people and delivered a mobile farmers market at various sites in Lodi
where fresh fruit and vegetables, nutrition education, cooking demonstrations, and recipes were
delivered and benefitted a total of 2,406 people.
Priority 2: Expanding economic development activities
During 2013, the City was undergoing its Consolidated Plan process. At the time, the City and nation was
still reeling from the economic crisis of 2008, so the City dedicated one of its priorities to creating
economic development opportunities. The City made efforts to meet this goal by developing a
relationship with San Joaquin Delta, a local business development center; however, the program
experienced difficulties in staff capacity to implement the projects and priorities that they had in place,
and the projects that were set to be completed were reallocated. Alternatively, the City looked at
investing some of its own resources into addressing this goal. As such, the City hired a full-time business
development manager in 2016. With this new position, and because expanding economic development
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activities became less of a priority as the economy improved, the City’s CDBG funds were then allocated
to address other Consolidated Plan goals.
The City continues to invest its own resources in expanding economic development activities and to look
for alternative funding sources. For the 2018-19 cycle, the City conducted outreach for a new five-year
Consolidated Plan and assessed community needs and priorities in the areas of community assets and
economic characteristics. New Consolidated Plan goals were formed; however, the primary goals of the
2019-23 Consolidated Plan have shifted and are not as intensely focused on economic development as
the previous Consolidated Plan’s goals were. The new goals are instead focused on the development of
a safe and healthy community, which will still help establish a foundation for more successful economic
development integration in the future.
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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)
Project/
Activity
Agency/
Operator Goal Estimated
Funding Indicator Unit of
Measure
Goal 5
yr Plan
Act. 5
yr Plan
%
Comp.
Goal
2018 Act. 2018
%
Co
mp
.
Planning and
Administration
s
City Staff and
Contractors
Efficient
Administration
and Oversight
$107,189
Successfully
administered the
CDBG program
according to
HUD regulations
Efficient
Administ
ration
NA NA 100
%
Address Blight and Nuisance - Persons Benefited (Project Complete) 90,000 93,990 104% 18,000 16,235 90
%
Graffiti
Abatement
City Staff and
Contractors
Address Blight
and Nuisance $30,310
Public facility or
infrastructure
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 18,000 16,235 90
%
Public Services - Persons Assisted (Project Complete) 5,000 20,866 417% 4,608 7,811 169
%
Family
Resource
Center and
Youth Program
Community
Partnership for
Families
Access to
Social Services $27,932
Public Services
other than
Low/Mod
Housing Benefit
Persons
Assisted 80 198 248
%
Food
Assistance
Program
Second Harvest
Food Bank
Access to
Social Services $6,062
Public Services
other than
Low/Mod
Housing Benefit
Persons
Assisted 1,700 3,561 209
%
Meals on
Wheels
LOEL Senior
Center
Access to
Social Services $6,567
Public Services
other than
Low/Mod
Persons
Assisted 75 105 140
%
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Housing Benefit
Mobile Farmers
Market
Emergency Food
Bank
Access to
Social Services $7,072
Public Services
other than
Low/Mod
Housing Benefit
Persons
Assisted 1,200 2,406 201
%
Client Work
Crews
Ready to Work
Expand
Financial
Opportunities
$11,068
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 25 13 52
%
San Joaquin
Fair Housing
(SJFH)
San Joaquin Fair
Housing (SJFH)
Preserve
Existing
Affordable
Housing
$12,559
Public service
activities for
Low/Moderate
Income Housing
Benefit
Persons
Assisted 1,528 1,528 100
%
Fair Housing
Testing
Program
California Rural
Legal Assistance
(CRLA)
Preserve
Existing
Affordable
Housing
$7,002
Public service
activities for
Low/Moderate
Income Housing
Benefit
Persons
Assisted NA NA 100
%
Public Infrastructure - Improved Access (Projects Complete) 6 5 83% 5 1 20
%
Grace and
Mercy ADA
Improvements
Phase IV
CANCELED
Grace and
Mercy
Charitable
Foundation
Public Facility-
Public
Improvements
Project
Canceled
Public Facility or
Infrastructure
Activities for
Low/Moderate
Income Housing
Benefit
Infrastru
cture
Project
0
Project
Canceled
0
ADA Minor
Home
Modifications DRAIL
Improve
Accessibility $6,062
Public Facility or
Infrastructure
Activities for
Low/Moderate
Income Housing
Benefit
Infrastru
cture
Project
5 1
20
%
Preserve Existing Affordable Housing (Projects Complete) 4 11 275% 5 5 100
%
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Lodi House
Enrichment
Center ReRoof Lodi House
Public Facility –
Homeless
Housing
$38,582
Low-Mod
Limited Clientele
Benefit
Househol
ds
Assisted
(Public
Facility)
5 5 100
%
Construct or Upgrade Public Facilities (Projects Completed) 4 7 175% 3 3 100
%
Alley
Improvement
Project
City Staff and
Contractors
Construct or
Upgrade Public
Facilities
$300,577
Public facility or
infrastructure
activities other
than
Low/Moderate
Income Housing
Benefit
Public
Facilities
project
and
Public
Improve
ments
1 1 100
%
Blakely Park
Pool Shade
Structure
City Staff and
Contractors
Construct or
Upgrade Public
Facilities
$57,000
Public facility or
infrastructure
activities other
than
Low/Moderate
Income Housing
Benefit
Public
Facilities
project
and
Public
Improve
ments
1 1 100
%
The Blakely
Park Swim
Complex-
North Pool
Improvements
City Staff and
Contractors
Construct or
Upgrade Public
Facilities
Appx.
$430,000
Public facility or
infrastructure
activities other
than
Low/Moderate
Income Housing
Benefit
Public
Facilities
project
and
Public
Improve
ments
1 1 100
%
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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’s 2014-18 Consolidated Plan identifies two encompassing priorities and ten main goals that
align with these priorities. The two priorities are 1) building a healthy community and 2) expanding
economic development activities. This year’s activities resulted in meeting many of those ten goals. A
list of each goal and the activity that supported each goal is outlined below:
Goal #2- Preserving Existing Affordable Housing
Lodi House successfully completed a reroofing project to its shelter facility in the 2018-
19 program year. Lodi House houses five families at a time that are in need of
emergency and supportive shelter. This roof maintenance helps to improve the
condition of these living facilities and subsequently improves the residents’ quality of
life.
The Housing Rehabilitation program, which was slated to start in the 2016 -17 program
year, has experienced delays but marketing of the project has started and projects are
anticipated to be completed during winter of 2019-20. . In the 2018-19 program year,
the program was not completed due to a lack of staff capacity to complete the project.
It is expected to assist 15-20 low-income households in the city with housing repairs.
Goal #4- Expanding financial opportunities
Ready to Work provided job training for homeless individuals or those recently exiting
the criminal justice system. This project provided employment, job training,
employment skills training, resume-building, shelter, and other wraparound services to
homeless or individuals on probation. The project was able to provide services for 13
individuals, including 1,120 nights of shelter. All project participants with a length of stay
longer than 30 days (85% of participants) increased their household income and their
ability to attain sustainable employment and financial opportunities.
Goal #5- Building capacity and leadership in marginalized communities
The City continues to prioritize building capacity and leadership through its ABCD: Love
Your Block program. Because of the ABCD approach, the City has seen continued
participating by residents, especially Spanish-speaking and those from lower-income
neighborhoods, who attend and provide feedback at the various outreach meetings
(i.e., Lodi Improvement Committee, City Council, and community held meetings).
Completed ABCD projects in 2018-19 include:
o Water Safety Day with free swimming lessons for local residents;
o Little Free Library that provides free lending library for children’s books
o Arts and Culture event to celebrate cultural heritage through food, dance, and
art
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o Family Bicycle Cruise Night to provide bike safety
o English Course for Spanish Speakers
o Dream It, Be It that provides a career/college day for high school girls
The Lodi Improvement Committee continues to be involved in the CDBG application
process and community engagement to increase transparency and public access to the
decision making process. The committee reviewed and scored applications, hosted
outreach meetings, as well as promoted the Consolidated Plan survey and conducted
stakeholder interviews.
Goal #6- Improving access to social services
Second Harvest Food Bank provides residents with access to food resources and often
partners with nonprofits to supplement their services with additional nutrition
education and food. It exceeded its goal by increasing the number of Lodi agencies
served and increasing the amount of food provide to each agency.
The Community Partnership for Families program exceeded its goals as well. Youth
workshops are offered with an open invitation for youth to bring friends, which resulted
in a much larger number of youth than anticipated. These programs run screenings that
identify different needs that youth participants may have, along with the needs of that
individual’s family. Then, the individual and their family are connected with additional
services; this prioritizes an approach that focuses on the family’s role in the success of
the youth’s development. Youth participants are encouraged to develop a plan to take
ownership of their family’s circumstances and to develop their own plan as to how these
circumstances could change. With their goals and the support of the agency staff, youth
and family members work toward getting the assistance they need.
LOEL Senior Center program exceeded its goal of providing health-food classes and
healthy food alternatives to senior residents.
The Emergency Food Bank’s Mobile Farmers Market program also exceeded its goals
and successfully implemented its culinary programs and food distribution services
throughout multiple locations in the city. These educational cooking and nutrition
tutorials teach families, individuals, and the community about healthy, sustainable, and
economical ways to make food. Additionally, the distribution of healthy foods serves as
a financial break for families and individuals that may not be able to afford a regular
meal. This program works to feed low-income community members, while also
educating them on healthy and cost-effective methods of food consumption.
Goal #6- Improving access to social services – Fostering fair housing opportunities and quality housing to
residents of all income levels
SJFH exceeded its goal and served 478 households for a total of 1,528 individuals being
assisted with fair housing-related issues. The association also participated in two
outreach events and collaborated on a landlord training.
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CRLA completed six fair housing test and three on-site resident surveys. It partnered
with the SJFH to bring the fair housing training and other best practice to landlords in
Lodi.
Goal #7- Improving accessibility to public facilities
The City’s Blakely Park Swim Complex- North Pool improvement project and Blakely Park
Pool Shade Structure project were successfully completed during the 2018-19 program
year. This project gives local residents a place to exercise, gather for community events,
and cool off during the hot summer months.
The 2017 and 2018 Grace and Mercy ADA improvements projects, which were both
scheduled for completion in the 2018-19 program year, were then canceled due to the
subrecipient not being able to complete the project’s parameters within the funding
time frame. After cancellation, projects funds were reallocated to the various existing
projects, and the City paid back HUD for project expenditures.
The 2017 Public Service Counter Improvements project experienced delays and rather
than be delayed further, the funds will be reallocated to existing capital projects that are
anticipated to have change orders that would add additional costs.
Goal #8- Constructing or upgrading public facilities
The City’s Alley Improvement- Phase 7 project was completed in the 2018-19 program
year. This project repaved and repaired a total of three different alleyways in the CDBG
target area. These repairs addressed drainage issues and dilapidation of local
infrastructure, allowing for a more appealing aesthetic in the neighborhoods and safer
alleyways to commute through.
Goal #9- Addressing slum, blight and nuisance conditions
Lodi’s Graffiti Abatement program cleaned up graffiti throughout the city, particularly
focusing on areas within the CDBG target area, and helped to prevent future
occurrences of vandalism. This year’s program met its goal by removing graffiti
throughout the city that promoted gang activity, profanity, desecration of public and
private facilities, and language that promoted racism and intolerance toward different
groups of people.
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 5,342
Black or African American 399
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Asian 227
American Indian or American Native 39
Native Hawaiian or Other Pacific Islander 22
American Indian or American Native and White 23
Asian and White 39
Black or African American and White 25
American Indian or American Native and
Black/African American 3
Other Multi-Racial 1,692
Total 7,811
Hispanic 2,542
Not Hispanic 5,269
Table 1 – Table of assistance to racial and ethnic populations by source of funds
Narrative
CDBG
Actual
CDBG
Actual
% of
total
2016
ACS
Data
2016
% of Total
White 5,342
68.4% 43,762 68.5%
Black or African
American 399
5.1% 669 1.0%
Asian 227
2.9% 5,809 9.1%
American Indian
or American
Native 39
0.5% 237 0.4%
Native Hawaiian
or Other Pacific
Islander 22
0.3% 260 0.4%
More than One
Race 90
1.2% 5,571 8.7%
Other 1,692
21.7% 7,534 11.9%
Total 7,811
100%
63,842
100%
Hispanic 2,542
32.5% 22,899 36%
Not Hispanic 5,269
67.5% 40,943 64%
Lodi’s CDBG programs serve residents of many races and ethnicities within Lodi. The table above is a
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comparison of the percentage served under Lodi’s 2018-19 CDBG public service programs versus the
2016 American Community Survey (ACS) statistics, which provides demographic data for the entire City
of Lodi. Projects that benefit a public area are not required to collect specific race/ethnicity data and are
not included here in the table.
In 2017-18 program year, Hispanic individuals represented 14 percent of those served by CDBG-funded
public services in the City of Lodi, compared to this year’s 32.5 percent; this shows a significant increase
in the number of Hispanics receiving services in the 2018-19 program year and better represents the
percent of Hispanics in the community, and the CDBG target population. Demographic data from the
2016 ACS shows that 36 percent of the City’s residents are Hispanic, whereas 64 percent of the
population is not Hispanic, and is receiving approximately 67.5 percent of services. In contrast to the
2017-18 program year, the distribution of services among Hispanic and Non-Hispanic populations in the
2018-19 program year has aligned much closer to the City-wide demographic distribution. The addition
of Emergency Food Bank services which served a large number of Hispanic residents has been a large
contributing factor to the increase in service distribution.
CR-15 - Resources and Investments 91.520(a) CR-15 - Resources and
Investments 91.520(a)
Identify the resources made available
Source of Funds 2018-19 Funds Resources Made
Available
Estimated Amount
Expended During
Program Year
CDBG $636,515 1,800,000 $1,047,982
Table 2 – Resources Made Available
Narrative
During the 2018-19 program year, an estimated $1,047,982 was expended across all projects from
multiple funding years.
Identify the geographic distribution and location of investments
Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
CDBG Target Area 69% 82% All projects completed
City-Wide Activity 31% 18% All projects completed
Table 3 – Identify the geographic distribution and location of investments
Narrative
While Lodi has used a needs-based strategy for selection of projects and activities, the greatest need has
historically been identified to be within the low-income CDBG target area. Additional attention has been
focused on one census tract within the target area (45.02) that was recently identified as a Race/Ethnic
Concentrated Area of Poverty (R/ECAP). Previous year projects have been allocated to the R/ECAP. For
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the 2018-19 program year, Lodi completed not only 2018 projects, but projects that covered multiple
years. The table above (Table 3) applies to projects completed in the 2018-19 program year, including
projects that carried over from previous program years.
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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.
Federal funds require additional regulation, labor compliance standards, and administration that can
add a significant cost burden to a new capital improvement project. For new construction and large-
scale rehabilitation of affordable housing, the City prefers to pursue funding that does not significantly
increase the building cost, unless there are sufficient federal funds to benefit the project’s bottom line.
The CDBG allocation to the City does not add sufficient value to offset the increased costs for most of
the City's affordable housing development efforts. Therefore, the City focuses CDBG funding either on
projects that are already burdened with the federal reporting requirements or on projects where there
is no other viable funding source and the project can be funded entirely with CDBG funding.
With respect to public service projects funded with CDBG funds, many of Lodi’s social service
subrecipients have additional resources to support their CDBG-funded programs. These additional
resources include not only other grant funds, but in-kind volunteers and donations. To best leverage
the City’s available resources, the City will continue to look for opportunities to layer private and non-
federal resources with federal resources and to require that CDBG subrecipients demonstrate sufficient
committed non-CDBG funding, so that projects and services will have the best results for the
community and the low - and very low-income residents they are intended to serve. Additionally, SJFH
receives CDBG funding from all of the other jurisdictions in San Joaquin County.
The construction projects completed during the 2018-19 program year that used CDBG funds were the
Blakely Park North Pool Improvements, Alley Drainage Improvements, and Blakely Park Pool Shade
Structure installation. One of these projects, Blakely Park North Pool Improvements, used Public Works
funds and Electric Utility District funds in conjunction with CDBG funds to leverage the completion of the
project.
Though the CDBG program does not have a matching requirement, the City of Lodi considers match
funds as a factor in determining recommended actions while evaluating the subrecipient applications
and project proposals submitted to the City for CDBG funding.
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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 persons served.
One-Year Goal Actual
Number of homeless households to be
provided affordable housing units
0 0
Number of non-homeless households to
be provided affordable housing units
0 0
Number of special-needs households to
be provided affordable housing units
0 0
Total 0 0
Table 4- 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 the rehab of existing units
0 0
Number of households supported
through the acquisition of existing units
0 0
Total 0 0
Table 5 - Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
Lodi’s Strategic Plan outlines the City’s plans to assist in the development of affordable housing through
various affordable housing programs and actions. The City allocated 2016-17 CDBG program funds to a
Housing Rehabilitation program which has continuously been delayed due to changes in staff that would
be in charge of administering the program. This program was scheduled to be completed, once again, in
the 2018-19 program year; however, after continued changes in staffing, the Housing Rehabilitation
program is now planned to begin during 2019-20 program year.
The City continuously works to streamline project management, and part of that process includes
identifying projects that are not ready for funding or not a good fit for CDBG. In the 2017-18 program
year, the City was undergoing a capital improvement project to improve ADA access to Lodi’s City
Hall/Carnegie Forum; however, the project ran into some complications due to a decline in staff across
many departments, including staff working on capital improvement projects. Due to other funding
obligations, staff time and resources were directed toward other projects, which resulted in the City
Hall/Carnegie Forum project being delayed for implementation until another program year. Because of
this delay, the City decided to reallocate funds to existing projects that are scheduled to complete
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construction sooner. This would further help the City meet its expenditure deadlines with HUD. The City
Hall/Carnegie Forum funds were passed onto the 2018-19 alley improvements project through a
substantial amendment, which was completed in the 2018-19 program year.
Additionally, two other projects were canceled and had their funds transferred to alternative projects.
The Grace and Mercy project, a project meant to improve ADA access at a local transitional shelter in
the city, was canceled due to the subrecipient not being able to perform the project objectives within
the funding time frame. This project was scheduled to be completed within the 2018-19 program year
but instead its funds were transferred to the Lodi House Enrichment Center’s reroofing project, which
was carried over from 2017-18 projects. The reroofing project was completed in the 2018-19 program
year.
The One-Eighty Teen Center Improvements project, which was meant to be completed in the 2017-18
program year, ran into complications outside of the City’s control. The subrecipient decided to use
private funds for the rehabilitation of its facility instead of CDBG funds, because private funds had fewer
reporting and monitoring requirements. The CDBG funds were subsequently transferred to the Blakely
Swim Complex improvements project through a substantial amendment, and this project was
completed in the 2018-19 program year.
Discuss how these outcomes will impact future annual action plans.
The City plans to address housing needs, but without significant additional resources, the City will
continue to focus CDBG dollars where they will do the most good for low- and moderate-income
households through better access to economic opportunities, services, and public infrastructure.
In the 2018-19 program year, the City took actions to mitigate the negative effects of problems faced
when administering the CDBG program, as mentioned in the paragraphs above. The substantial
amendments and reallocations of funds from canceled or problematic projects allowed projects that had
appropriate timing to move forward, while carefully determining that others were not ready to be
administered.
With prior CDBG program year funds, the City allocated approximately $135,000 for a modest housing
rehabilitation program, which is anticipated to be completed during the 2019-20 program year.
Additionally, with the success of capital improvement projects at places such as Blakely Park and local
emergency shelter facilities, the City will continue to fund projects that work to improve public facilities.
In the 2019-20 program year, the City plans to fund the construction of a new bathroom facility at
Blakely Park, and fund the repairs to Salvation Army’s two facilities in Lodi: Hope Harbor Shelter and the
Lodi Corps facility.
Moreover, the City will continue to support resident leadership through the ABCD: Love Your Block mini-
grant program, which has a ripple effect when residents become neighborhood leaders and conduct
mini-improvements projects that help improve health and safety of their community.
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Include the number of extremely low-income, low-income, and moderate-income persons
served by each activity where information on income by family size is required to determine
the eligibility of the activity.
Number of Persons Served CDBG Actual
Extremely Low-income 6,203
Low-income 868
Moderate 472
Above Moderate-income 268
Total 7,811
Table 6 – Number of Persons Served
Narrative Information
As per HUD requirements, Lodi tries to focus CDBG funding toward low- and moderate-income
households and neighborhoods. A total of 6,283 persons were served by CDBG funded public service
and fair housing programs. Of those, 5,856, or 93.2 percent were extremely low-income, or earned less
than 30 percent of the HUD Adjusted Median Family Income (HAMFI) for San Joaquin County; 262 of
those individuals or 4.2 percent were low-income, or earned less than 50 percent of HAMFI. Less than
one percent of those served were over the low-moderate income level. The City used area benefit for
the public infrastructure projects that were intended to benefit low-income neighborhoods. For
example, the Graffiti Abatement program served neighborhoods that were approximately 67 percent
low-income and the Blakely Swim Complex and Shade Structure served neighborhoods with
approximately 68 percent low-income individuals.
Summarize the city’s efforts to address “worst case needs” and progress in meeting the needs of
persons with disabilities? Worst-case housing needs are defined as low-income renter households
who pay more than half of their income for rent, live in seriously substandard housing, which includes
homeless people, or have been involuntarily displaced. The needs of persons with disability do not
include beds in nursing homes or other service-centered facilities.
The City does not have sufficient funds to construct new affordable housing units. In such a climate, the
City looks for alternative ways to support affordable housing, such as helping preserve existing
affordable housing through rehabilitation projects and renter’s assistance programs, and creating
transitional housing units for individuals in emergency or transitional circumstances.
In the 2018-19 program year, the City successfully secured $2,500,000 in Homeless Emergency Aid
Program (HEAP) funds from the Continuum of Care (CoC). These funds will be used to create five
supportive housing units, in a location not yet determined within the City’s boundaries. These housing
units will provide approximately nine individuals with supportive housing each year and will work as a
stabilizer for individuals that are in emergency housing situations. With a place to stay, individuals will
be able to find stability that allows them to attain a job and eventually improve their financial standing
in society.
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In addition to this effort, the City continued to fund two fair housing programs in the 2018-19 program
year—San Joaquin Fair Housing (SJFH) and California Rural Legal Assistance (CRLA). These programs
assist individuals facing housing discrimination and landlord disputes to find solutions to these issues in
a comprehensive and professional manner. The SJFH program operates a renter’s helpline that provides
counselors and legal advice for individuals who are suspected of being unfairly discriminated against in
terms of their housing choice. Concurrently, but through a separate entity, CRLA administers rental unit
housing testing and surveys that work to identify and scout for any instances of housing discrimination
in the city.
The City continues to look for projects which would support affordable housing for low-income Lodi
residents, some of whom may be homeless, at risk of homelessness, and/or disabled. Currently, the City
is in the process of preparing the Housing Rehabilitation program to be administered and available for
applications during the 2019-20 program year. This program will provide 15-20 low-income households
with housing reparations and critical maintenance in order to improve their quality of life and the
affordability of their homes.
In relation to public service-funded projects, during 2018-19, the City continued to award CDBG funds to
Second Harvest Food Bank, which provides groceries and fresh produce to low-income persons,
including homeless, senior, and disabled individuals. The City awarded funds to LOEL Senior Center to
serve meals to homebound seniors, most of whom are disabled and low-income.
Additionally, the City works with its homeless committee to find more strategies to address needs of
homeless individuals. The City appointed a police officer in early 2017 as Homeless Liaison Officer. The
officer conducts street outreach and connects individuals with resources and local social service
providers. The officer has reported success in helping individuals get housing and resources they need to
be healthier.
Lastly, the City received $1,250,000 in Homeless Emergency Aid Program (HEAP) grant funds from the
San Joaquin Continuum of Care (SJCoC) for its proposed tiny-home permanent supportive housing
project. City’s proposed project will create approximately five units of permanent supportive housing for
homeless individuals and families or those at risk of homelessness.
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 persons (especially unsheltered persons) and assessing their
individual needs
The City has continued to be a participant in the Committee on Homelessness, made up of key City staff,
representatives from the Salvation Army, local faith-based organizations, and the Lodi Community
Foundation, a local philanthropic organization. Led by the Lodi Community Foundation, this task force
has built consensus and support to explore several short- and long- range solutions to reduce
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homelessness and mitigate its effect on the community. This culminated in the creation of a “Report on
Homelessness in Lodi” which was presented to the Lodi City Council in September 2015. The City Council
adopted that report and its long- and short- term strategies. The City has remained actively involved in
the monthly Committee and subcommittee meetings and has consolidated the other homeless outreach
efforts into these meetings.
Lodi has also played a large role in the involvement with the CoC in the planning and execution of the
countywide point-in-time homeless count that took place in January 2017, as well as the point-in-time
count that took place in 2019. Additionally, the City remains involved with the County Emergency Food
and Shelter Program Board.
The City values its relationships with homeless service providers and reaches out to those providers for
input on needs. Many of these service providers also attend City Council meetings to provide feedback
on the homeless population.
In 2017, a Homeless Liaison Officer position was created in the Lodi Police Department. The officer
works directly with the local unsheltered homeless to offer assistance, connect them with available
services, and find placement in shelters and more permanent housing.
The City supported the Board of Supervisors in its creation of a lead position at the County level during
the 2018–2019 program year. The County now has a program administrator for homeless services; this
position is aimed at bringing about new homeless and affordable housing resources to the county, as
well as increasing coordination among local jurisdictions. Additionally, this position helps coordinate the
point-in-time counts for the County.
Additionally, the Lodi Improvement Committee, a City board and commission with members appointed
by the City Council, continues to serve as a forum for discussing, gathering information, and promoting
actions regarding homeless issues, among other resident-driven topics in the city. The Committee had
the goal of support the 2019 Homeless Point-In-Time Count. Homeless providers stated that the count
accuracy in 2019 improved since 2017. City staff continues to provide support to help this group meet its
goals.
Addressing the emergency shelter and transitional housing needs of homeless persons
Residents of emergency shelters and transitional housing often need access to additional basic human
needs, such as rehabilitation programs, case management, medical evaluations, and living environments
that allow for stability in the time it takes to get permanent, supportive housing. Additionally, these
facilities are frequented by many people that need their services, and subsequently the facilities are
often in need of repairs. The City has been adamant in recognizing the need for more transitional
housing and the need for providing additional resources for the preexisting facilities; both of which have
been voiced by service providers in prior years.
In terms of providing capital improvements to preexisting facilities in Lodi, the Lodi House HVAC
replacement project was completed in the 2018-19 program year. This project provided a new HVAC
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unit and duct-work replacement for the Lodi House shelter, which serves homeless individuals in Lodi.
For the 2019-20 program year, the City has agreed to fund a capital improvement project for the
Salvation Army; the project was approved in April 2019. This project will repair a walk-in refrigerator at
its Lodi Corps facility, which is used to store meals that are given out to individuals in need of a
nutritious meal; concurrently, the Salvation Army Hope Harbor shelter will be receiving replacements of
eight HVAC units. These projects will help in the Salvation Army’s everyday provision of services and will
help provide a better quality of life to the individuals that request services.
The City submitted a HEAP application during the 2018-19 program year, in which $1,250,000 funding
was secured to be put toward constructing permanent supportive housing units. The total estimated
cost of the project is $1,800,000. The Lodi Tiny House project will create approximately five units of
permanent supportive housing for homeless individuals and families or those at risk of homelessness.
This supportive housing will help homeless individuals/families move from emergency shelters, motel
voucher and transitional housing programs, or off the streets into long-term, affordable housing where
they can continue their progress toward stable and independent living. The project also helps those
facing a housing crisis and at risk of becoming homeless, such as people experiencing job loss or
domestic violence. The project will receive tenant referrals from local organizations including Salvation
Army, Lodi House, and Women’s Center, although more agencies may be added. HEAP funds will be
used to purchase property, develop the site, and purchase and install manufactured tiny homes. One of
the projects outlined in the 2019-20 Annual Action Plan is the allocation of funds to be put toward the
initial purchasing of land for the development to occur. It should be noted that as of the creation of this
CAPER, a location has not been determined for the Lodi Tiny House project.
The City supported basic human needs by continuously providing funds to Second Harvest Food Bank,
which provides bulk food goods to local shelters. The City also continued to support the LOEL Senior
Center by providing food and nutrition for seniors who might otherwise not have the funds.
Additionally, the City supports the Emergency Food Bank. These three programs provide food to
extremely low- and very low-income residents across the city. Providing this food can help residents free
up funds for other necessities, such as health and housing.
The City also supports Ready to Work, which assists those who may be chronically homeless because
they are unable to receive general assistance (welfare) due to a record of criminal conduct. This program
provides these individuals with employment and an income when they would otherwise not qualify for
assistance or pass a background check for an available work position.
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
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The City uses several strategies to assist chronically homeless individuals. The following activities have
occurred or are in the process.
The City looks for ways to partner with local service provider Grace and Mercy Charitable
Foundation to expand their services to provide a day drop-in center where homeless individuals
can access training and services. While the recent ADA improvements project did not move
forward as planned, the City will continue to look for future opportunities to support the
foundation.
The Committee on Homeless coordinates with the Homeless Liaison Officer, a position in the
Lodi Police Department that connects homeless people, on an individual basis, with needed
programs, resources, and shelter. In the last program year, over 130 homeless individuals have
been assisted. Lastly, one member of the committee sits on the Emergency Food and Shelter
Board and members frequently participate in CoC board activities to address homelessness
(such as point-in-time counts).
During the 2018-19 program year, the City funded Ready to Work’s program to assist those who
may be chronically homeless because they are unable to receive general assistance (welfare)
due to a record of criminal conduct. This program provides these individuals with employment,
job training, resume building, housing, and employment when they would otherwise not qualify
for assistance or pass a background check for a job.
The City and Lodi Improvement Committee worked with local hotel/motel owners to create
affordable housing opportunities. The Committee also took an active role in planning and
participating in the Homeless Point-In-Time Count, applying for HEAP funds, and otherwise
supporting the Committee on Homelessness’ efforts. The Committee also supports ABCD
projects, which include a project that is a one-day one stop services fair for homeless, which is
schedule for fall of 2019.
The City supported Second Harvest Food Bank and Emergency Food Bank, which provide food to
many local Lodi service providers that then distribute this food to homeless and at-risk homeless
individuals and families. Healthy food contributes to better health, which in turn can reduce
associated medical costs and financial stress, which can be a factor in homelessness.
Similarly, the City supports the LOEL Senior Center, which provides food to extremely low- and
very low-income senior residents.
The City has continued to support the CoC’s efforts to create additional beds for chronically
homeless persons through two primary strategies: (1) having the CoC apply for additional new
Shelter Plus Care funding that will target chronically homeless individuals, and (2) increasing the
number of beds for chronically homeless individuals by modifying existing Shelter Plus Care
programs that do not specifically target chronically homeless persons. This second strategy
would be achieved by prioritizing chronically homeless persons when filling vacancies in non-
targeted Shelter Plus Care programs as they occur.
The City collaborated with San Joaquin County to create a new lead position for better
coordination of homeless resources and services across the county.
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
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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
To assist families in avoiding homelessness, the City has supported the Community Partnership for
Families youth program which promotes the mental, emotional, social, and educational well-being of
Lodi’s youth. This in turn helps them to make positive choices about their future, including efforts at
schools and with career opportunities. Some youth come from families that have experienced multi-
generational poverty, and this program contributes to ending that cycle by providing opportunities for
educational mentoring, interpersonal communication, skill training, and mapping goals for the
individual’s future, including their family’s future. The Community Partnership program takes a holistic
look at family health as part of its programming and to help improve core factors facing at-risk youth in
the city.
The City also supports Second Harvest Food Bank, which helps families teetering on the edge of
homeless. Additionally, some of Lodi’s seniors are on fixed incomes and face medical care expenses,
often frequently. To assist these residents in meeting everyday living costs, the City assisted LOEL Senior
Center with its Meals on Wheels Program. This program serves both hot and cold meals that are tailored
to the nutritional and dietary needs of the elderly residents. Meals are delivered directly to seniors, who
in turn receive a daily check-in to see if they have any additional needs.
The City supported the Ready to Work program, which employed, housed, trained, and provided
additional case management support to homeless individuals and parolees, so that they can have an
income for themselves and their families, develop job skills, learn how to apply for a job, transition back
into society, and attempt independence for their own lives.
The City continued to work with and provide resource for the Lodi Gang Reduction, Intervention and
Prevention (GRIP) program. The GRIP program offers many local services that form a support network
for Lodi’s at-risk youth. The program leans on Stockton services to provide safe housing for runaway and
homeless youth. The GRIP program refers homeless teens to a safe house (teen shelter) that provides
housing and transportation services. These services help to steer at-risk youth away from homelessness,
while also working to mend family difficulties that may contribute to a higher risk of homelessness.
Lastly, foster care programs in San Joaquin County are overseen by the Human Services Agency. In
California, state law requires public foster care programs to provide an independent living program and
that a transition plan be formulated for all youth preparing for emancipation. The City has continued to
work with the Human Services Agency and the CoC members to assist youth exiting the foster care
system. The City contributed in identifying best practices for keeping youth exiting foster care from
becoming homelessness.
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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of the County of San Joaquin (HACSJ) continued to be the public housing agency
serving the City of Lodi. HACSJ is independent of the City of Lodi, and the City retains no control over its
funding or implementation of programs.
Actions taken to encourage public housing residents to become more involved in
management and participate in homeownership
HACSJ encouraged public housing residents to participate in policy, procedure, and program
implementation and development through its Resident Advisory Board. HACSJ also distributed
newsletters to all residents, which contains relevant news, information on training and em ployment
opportunities, and other community resources available to public housing residents. Public housing
residents also participate in the development of the HACSJ five-year and annual plans. The Resident
Services Division distributes a survey to prioritize residents’ needs and schedule short- and long-term
improvements.
Actions taken to provide assistance to troubled PHAs
HACSJ is designated as a “High Performer.”
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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 2018-19 program year, the City funded the following programs and projects to address the need
for actions against affordable housing barriers:
San Joaquin Fair Housing Services
California Rural Legal Assistance
DRAIL Minor Home Modifications
Housing Rehabilitation and Emergency Repair Program
A detailed summary of actions taken to address barriers to affordable housing, as outlined by the
Analysis of Impediments to Fair Housing Choice, can be found below in section 91.520(a).
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
In 2018–19, the City supported the following programs to address underserved needs:
San Joaquin Fair Housing’s housing counseling services, outreach, and seminars.
California Rural Legal Assistance’s fair housing testing and recommended actions to prevent
discrimination.
Emergency Food Bank’s mobile farmers market, which serves extremely low- and very low-
income persons.
Second Harvest Food Bank’s services to needy seniors, youth, and families.
Community Partnership for Families, which predominantly serves at-risk youth populations and
their families that are at risk of gang influence and activities. Many of CPFSJ efforts help to serve
Hispanic youth and their families
LOEL Senior Center’s Meals on Wheels Programs for seniors.
Ready to Work’s program to provide employment, housing, job training, and stability to
homeless persons and parolees.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)
In 2018-2019, the City offered the following programs to reduce lead-based paint hazards:
The City continued to provide lead-based paint testing as a component of its housing repair and
rehabilitation programs when required by HUD regulations. Given the age and condition of
Lodi’s housing stock, lead-based paint testing is needed in a significant number of homes.
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Lodi had lead-based paint hazards flyers and information at City Hall for those seeking more
information or for those who might be affected.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)
In 2018-2019, the City of Lodi’s goals included reducing poverty, which included targets such as
preserving affordable housing, expanding housing and services for the homeless, creating new local
jobs, and providing social services. The City plans to fund specific activities that address each of these
goals during the Consolidated Plan time frame.
Specifically, the following nonprofits provided these instances of service to Lodi residents:
Second Harvest: 17,177 meals provided
LOEL Senior Center: 14,310 total meals provided
Community Partnership for Families: 198 individuals served, not including household total
San Joaquin Fair Housing: 537 individuals served
Ready to Work Program: 481 bed- nights of shelter provided, 873 hours of paid work
Emergency Food Bank: 2,406 individuals served
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
The City’s CDBG-funded programs are administered by the City’s Community Development Department,
Neighborhood Services Division. This division works collaboratively with the other
departments/subdivisions, such as Planning, Code Enforcement, and Public Works. Also, City staff is the
liaison to the Lodi Improvement Committee and stays updated on Lodi’s Committee on Homelessness
and the County Emergency Food and Shelter Program Board. Participation in these committees helps
the City’s CDBG program stay current and aware of the most pressing community needs, as well as
allowing networking and problem-solving with local and regional social service providers, some of which
bring in additional resources to the City.
A significant gap in access to social services for Lodi residents is due to a lack of social services in the city.
Many services are located outside of Lodi, usually in Stockton. The City’s GrapeLine bus system connects
to San Joaquin Regional Transit, which goes to Stockton. Residents, however, are often deterred by the
cost, number of transfers, and length of trips. Since 2014, the City has encouraged and pursued
opportunities for out-of-town service providers to have satellite facilities/offices in Lodi.
In 2015, City updated its Housing Element, which discusses issues such as multi-family and affordable
housing, reviews existing HUD-funded housing programs, and evaluates their effectiveness.
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.320(j)
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The City continues to participate in regional coordination of services through the Lodi Committee on
Homelessness and other networking opportunities.
Identify actions taken to overcome the effects of any impediments identified in the
jurisdictions analysis of impediments to fair housing choice. 91.520(a)
During the 2018-19 program year, the City funded the SJFH association, which offers phone and in-
person fair housing counseling. SJFH’s staff provides resources, information, and advocacy to Lodi
residents who have experienced discrimination in housing and landlord tenant issues. The association
hosted two free landlord and tenant training workshops in Lodi, one in November 2018 and the other in
June 2019. The purpose of these workshops was to increase awareness in regard to equal housing
opportunity and right-to-housing issues for both tenants and landlords.
The City procured services with CRLA to provide systematic and thorough discrimination testing at six
sites in Lodi, as well as to conduct resident surveys at three sites. As a result of the tests and survey,
CRLA found one instance of unfair treatment based on disability. CRLA also found possible unfair
treatment to a family with children at one site.
CRLA made the following recommendations:
Continue using tests and surveys to investigate barriers to housing choice;
Consider surveys at homeless or temporary housing shelters to investigate potential instances of
housing discrimination and impediments to housing choice;
Consider conducting fair housing outreach at local community events in Lodi;
Continue identification of, and testing at, new developments;
Continue conducting outreach to any sites testing positive for discriminatory conduct and
surrounding areas to ensure diverse community groups are given an opportunity to participate
in the development process; and
Consider using any test or survey results indicating discrimination to inform education
opportunities for housing consumers, housing providers, housing developers, community- based
organizations, and City staff.
The City has continued utilizing tests, surveys, and outreach.
Additionally, the City will take actions as recommended from the recently completed and approved
Analysis of Impediments. Actions taken during 2018-19 plan year to overcome the identified
impediments are as follows:
1. Lack of sufficient subsidized and unsubsidized affordable housing supply, particularly for low-income
special needs households.
Action: The City administered the DRAIL Minor Home Modification project during the 2018-19
program year, and has funds to administer the residential rehabilitation and improvement
grant. These projects allow qualified low-income individuals to make accessibility improvements
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to their homes. Additionally, the Housing Rehabilitation project is set to be completed during
the 2019-20 program year.
2. Lack of available rental housing subsidy for lower-income households.
Action: The City continues to support HACSJ in its administration of the Housing Choice Voucher
rental assistance program, which will include distribution of program information at the
Community Development public counter; distribution of program information to rental property
owners as part of the City’s code enforcement activities; consultations with representatives of
HACSJ to discuss actions the City can take to encourage greater participation in the Voucher
Program by rental property owners; and the City will be updating its new CDBG website to
include a link to HACSJ’s . The HACSJ website can be found here: https://www.hacsjonline.org.
3. Different origination and denial rates based on neighborhood.
Action: The City of Lodi has continued to track fair housing complaints and cases lodged in the
city to ensure that lenders are not violating fair housing law with discriminatory lending
practices. Action: During 2018-19, the City increased outreach to residents about their fair
housing rights and how to seek assistance. This was largely done through the specified fair
housing programs that are carried out by CRLA and SJFH.
Action: The City of Lodi continues to support home purchase programs targeted to
low/moderate-income households, such as down payment assistance and homeownership
mortgage counseling, as long as funding is available. The City may elect to pursue additional
funding for down payment assistance at a future time if funding becomes available. The City
started a First-Time Homebuyer program; however, due to housing market conditions and
funding restrictions, the City reallocated funds to help improve Lodi House shelter.
4. Lack of information on the nature and basis of housing discrimination and the resources available to
seek assistance.
Action: The City of Lodi has continued to monitor the incidence of housing discrimination
complaints and report trends annually in conjunction with the CAPER. During the 2018-19
program year, SJFH reported mediation for multiple fair housing cases. Additionally, the City has
updated formal policies and procedures for persons with disabilities to request reasonable
accommodations to local planning and development standards. Information on the
accommodations that a resident can request has been made available online and an ADA
compliance officer has been identified as well. Information can be found here:
http://www.lodi.gov/675/Website-Accessibility.
Action: The City of Lodi has continued to include a review of prior year performance regarding
affirmatively furthering fair housing in the annual planning for the use of CDBG funds. The City
will identify funding support that addresses the removal of impediments or advancing specific
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fair housing goals. During 2018-19, the City procured services from CRLA to provide housing
discrimination testing and surveys at multiple sites throughout the city.
Action: The City has continued to work with local agencies to improve the collection and
reporting of information on discrimination, particularly based on religion, race and ethnicity,
age, gender, marital status, presence/absence of children, and household size. These agencies
include the apartment associations as well as the SJFH and other nonprofit groups that regularly
come into contact with groups at risk of housing discrimination.
Action: The City required that CRLA gather information and report on the types of discrimination
that it finds through various methods in their specified activities listed for the 2018-19 program
year. That included: research, tenant interviews, and first-hand testing.
Action: The City conducted fair housing testing to identify the presence of discrimination.
Testing included at least five properties each time. As mentioned above, City procured services
from CRLA to provide housing discrimination testing at six sites and to conduct three resident
surveys.
Action: The City has continued to work with the SJFH to improve outreach to residents at risk of
discrimination, including marketing, educational efforts, and partnerships with other agencies
(schools, utilities, etc.) in the dispersal of fair housing informational materials. During the 2018-
19 program year, the City supported the SJFH project to provide training to landlords in Lodi on
fair housing practices, among other best housing discrimination mitigation practices. The
organization provided one training and attended two resource fairs in Lodi.
5. Concentration of lower-income households and minority households in less desirable neighborhoods.
Action: The City encourages a mixture of household incomes in new developments. As part of
the Annual Action Plan, the City has continued to track changes in geographic concentrations for
lower-income and minority households. Through CDBG funding, the City continues to support
projects that target the geographic concentrations of lower-income and minority households.
These concentrations continue to be located on the eastern sides of the community.
Additionally, the development of the 80-unit affordable senior housing project has made a huge
step toward the creation and distribution of affordable housing for low-income and minority
households. City staff has worked with the developer/management company to ensure that
there is the appropriate marketing of the project to Lodi’s current low-income and minority
communities.
6. Fair housing education.
Action: The City has continued to display fair housing flyers to educate people about fair housing
. During the 2018-19 program year, SJFH conducted outreach on fair housing, including
attendance at community events.
Action: The City published information about available housing services and programs in the city
online. Once a year, the City publishes information in Spanish to inform all persons with limited
English language proficiency about the availability of housing services and programs in the city.
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The City also has bilingual staff available daily during business hours to assist. During 2018-19,
the City posted marketing material in both Spanish and English for fair housing services.
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CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan that will be used to ensure long-term compliance with requirements of the
programs involved, including minority business outreach and the comprehensive planning
requirements
As of the 2018-19 program year, the City’s CDBG program is run by two CDBG program specialists, both
of whom carry out the responsibilities associated with the CDBG program. The program specialists
oversee reporting requirements, monitor the budget, conduct procurement activities, enforce labor
compliance standards, and attend to other tasks. They are available to offer assistance and answer
questions of subrecipients and are in contact with each subrecipient, at least quarterly, regarding
quarterly reports or other matters. The program specialists have a combined seven years of experience
and are contractors that are part of a team of experienced professionals to draw upon for expertise and
assistance, as needed. The program specialists and team have over 11 years of experience in
comprehensive implementation of the Consolidated Plan, Housing Element, Analysis of Impediments to
Fair Housing, and other planning documents.
The City has developed a monitoring system to ensure that the activities carried out in furtherance of
the Consolidated Plan are done so in a timely manner in accordance with the federal monitoring
requirements of 24 CFR 570.501(V) and 24 CFR 85.40 and all other applicable laws, regulations, policies,
and sound management and accounting practices. The objectives of monitoring are to:
Determine if a subrecipient is carrying out its community development program, and its
individual activities, as described in the application for CDBG assistance and the Subrecipient
Agreement.
Determine if a subrecipient is carrying out its activities in a timely manner, in accordance with
the schedule included in the Agreement.
Determine if a subrecipient is charging costs to the project that are eligible under applicable
laws and CDBG regulations, and reasonable in light of the services or products delivered.
Determine if a subrecipient is conducting its activities with adequate control over program and
financial performance, and in a way that minimizes opportunities for waste, mismanagement,
fraud, and abuse.
Assess if the subrecipient has a continuing capacity to carry out the approved project, as well as
future grants for which it may apply.
Identify potential problem areas and assist the subrecipient in complying with applicable laws
and regulations.
Assist subrecipients in resolving compliance problems through discussion, negotiation, and the
provision of technical assistance and training.
Provide adequate follow-up measures to ensure that performance and compliance deficiencies
are corrected by subrecipients, and not repeated.
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Comply with the federal monitoring requirements of 24 CFR 570.501(b) and with 24 CFR 84.51
and 85.40, as applicable.
Determine if any conflicts of interest exist in the operation of the CDBG program, per 24 CFR
570.611.
Ensure that required records are maintained to demonstrate compliance with applicable
regulations.
The City has continued to track and report on its progress toward meeting its housing and community
development goals throughout the 2018-19 program year. Pertinent information has been incorporated
into this CAPER.
During the 2017-18 program year, the City updated its monitoring procedures with the following
improvements, per HUD’s recommendation. The policy lays out staff goals for both desk monitoring and
on-site monitoring practices. When desk monitoring, the City reviews each subrecipient’s grant
performance and financial documentation on a quarterly basis, at minimum. Subrecipients are selected
for more in-depth on-site monitoring based on certain criteria, which are listed in the table below. When
the City conducts its on-site desk monitoring, staff follows up with the subrecipients as needed to
resolve any outstanding items. More specifically, the City’s policy was revised to state that 25 percent of
subrecipients will be formally monitored (on-site) each program year, and that the following criteria will
be used to select them.
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Criteria Rating Selection
The amount of the
applicable award
0
Less than $2,500
1
Less than $10,000
2
More than $10,000
Completeness and
accuracy of quarterly
reports and invoices
0
Complete
1
Incomplete but timely
to fix
2
Incomplete and long
delay in fixing
Administrative capacity
with emphasis on staff
turnover
0
Adequate
1
Minimal gaps in
capacity
2
Significant gaps in
capacity
Length of time as CDBG
subrecipient
0
Less than 1 year
1
At least 1 year
2
2 or more years
Outcome of any previous
monitoring visit
0
No findings
1
Findings resolved
within 60 days
2
Findings not resolved
within 60 days
Other factor _________. 0 1 2
For reasons stated in the
“formal monitoring”
section On-site monitoring On-site monitoring On-site monitoring
Total Score:
Citizen Participation Plan 91.105(d); 91.115(d)
Description of the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
The City provided a draft of this CAPER to the public for comment 15 days prior to the City Council public
hearing on September 18, 2019. The City posted and published a notice regarding the City Council
hearing on the draft CAPER.
Three elements of the effective transparency that the City strives to accomplish as a public agency, is in
the written documents that are prepared that identify how staff went about soliciting public comment
for use of the funding, what the City has proposed to do with our grant funding, and finally what the City
has accomplished with the use of those funds.
The City received XX public comments.
-------
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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 as a result of its
experiences.
The 2018-19 program year is the last year of implementing the 2014-18 Five-Year Consolidated Plan.
During the process of drafting the new 2019-2023 Consolidated Plan, City staff, local stakeholders,
members of the public, the Lodi Improvement Committee, and the Lodi City Council created a new set of
goals and priority needs that will help to guide the next five years of CDBG program funding.
Based on community feedback, an analysis of local, regional, and statewide data, and an assessment of
local services, public facilities, and other community assets, a list of priority needs was developed. Those
priority needs are as follows:
Safe neighborhoods
Park improvements
Public facilities
Public infrastructure
Affordable housing
Children
Youth
Seniors
Persons with disabilities
Single-parent families
Homelessness
The following goals represent the new goals of the 2019-2023 CDBG Consolidated Plan, in which each
goal was created to address each priority need. These goals are outlined by the Strategic Plan section of
the 2019-23 Consolidated Plan:
Develop Safe and Healthy Neighborhoods
Improve Public Spaces
Address Dilapidated Conditions
Improve Access
Improve Housing Access and Affordability
Build Capacity
Support Programs for Priority Populations
The City of Lodi used a needs-based approach and a place-based approach to develop its strategies for
selecting priority activities over the course of the next five-year planning period. The needs-based
approach sought to find and examine where deficiencies or gaps existed and then directed grant
38 | P a g e
resources toward filling those gaps. The place-based approach focused on prioritizing particular
geographies or physical locations in the city. Additionally, the City used an assets-based strategy. While
CDBG’s regulations and methodology principally rely on a needs-based approach, the City recognizes
and values the assets-based approach as an effective way to make lasting improvements in the
community and a method that better engages and empowers community members who may have been
unengaged in previous processes or passive beneficiaries of such activities. Through the City’s recent
involvement with the Asset-Based Community Development (ABCD) program (called ABCD: Love Your
Block), the City will look for opportunities to grow existing assets and involve residents in the creation
and design of priority activities, in partnership with the City and other community stakeholders and
resources.
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
RESOLUTION NO. 2019-202
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE 2018-19
coMMUNTTY DEVELOPMENT BLOCK GRANT (CDBG) CONSOLIDATED
ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER)
WHEREAS, the Department of Housing and Urban Development (HUD) has determined
that the City of Lodi, California, is entitled to Community Development Block Grant (CDBG) as
an entitlement community; and
WHEREAS, the 2018-19 CAPER describes the programs and activities accomplished
during that program year, in which the City received $636,515 in federal CDBG funds; and
WHEREAS, the 2018-19 Annual Action Plan was adopted by the City Council on
May 2,2018, and approved by the U.S. Department of Housing and Urban Development (HUD)
in August 2018; and
WHEREAS, the City of Lodi has held, with proper notification and at the completion of
the mandated public comment period, a public hearing at the City Council meeting of
September 18,2019, to receive comments on the draft CAPER.
NOW, THEREFORE, BE lT RESOLVED that the Lodi City Council does hereby approve
the final 2018-19 CAPER that is to be submitted to HUD by September 30, 2019.
Dated: September 18, 2019
I hereby certify that Resolution No. 2019-202 was passed and adopted by the City
Council of the City of Lodi in a regular meeting held September 18, 2019, by the following vote:
AYES: COUNCIL MEMBERS - Johnson, Kuehne, Nakanishi, and Mayor Chandler
NOES: COUNCIL MEMBERS - None
ABSENT: COUNCIL MEMBERS - Mounce
ABSTAIN: COUNCIL MEMBERS - None
NNIFE toLo
ity Clerk
2019-202
CDBG Public Hearing
2018-19 Consolidated Annual
Performance and Evaluation
Report (CAPER)
Presented by
Neighborhood Services Division
September 2019
Original 2018-19 CDBG Allocations
2018/19 Allocation Amount $636,515
Program Administration $127,303
City Program Administration $107,189
San Joaquin Fair Housing $13,112
CRLA $7,002
City Projects
Alley Improvement Project $300,577
Blakely Swim Complex – Shade Structure $95,982
Public Service Programs
Graffiti Abatement $30,310
Grace & Mercy Foundation - Phase 4 ADA $11,114 (canceled)
DRAIL $6,062
EFB - Mobile Farmer's Market $7,072
LOEL Foundation - Meals on Wheels Program $6,567
Second Harvest Food Bank $6,062
Ready-To -Work $17,176
Community Partnership for Families $28,290
CDBG 2018-19 Re-allocated funds
Annual Action Plan Amendment 1:
Canceled/Completed projects (left-over funds
Project Name Approximate Balance to
Transfer
First-Time Homebuyer
(canceled)
$ 125,000
Lawrence Avenue Accessibility
Parking (completed)
$ 14,000
Alley Improvements Phase VI
(completed)
$ 53,000
Grace & Mercy ADA
Improvements (canceled)
$ 26,000
One-Eighty Teen Center
Improvements (canceled)
$ 71,000
TOTAL re -allocation amount: $ 289,000
CDBG 2018-19 Re-allocated funds
Annual Action Plan Amendment 1:
Re -allocated to:
Project Name Approximate Balance to Use
Lodi House HVAC Replacement
$ 1,500
Lodi House Enrichment Center
Reroof
$ 26,000
Blakely Park Swim Complex $ 261,500
TOTAL re -allocated: $ 289,000
CDBG 2018-19 Re-allocated funds
Annual Action Plan Amendment 2:
Canceled/Completed projects (left-over funds)
Project Name Approximate Balance to
Transfer
Blakely Shade Structure
(construction complete)
$ 40,000
City Hall/ Carnegie Forum
(canceled)
$ 52,860
TOTAL re -allocation amount: $ 92,860
CDBG 2018-19 Re-allocated funds
Annual Action Plan Amendment 2:
Re -allocated to:
Uses of Re-allocation:
Project Name Approximate Balance to Use
Alley Improvement Project
Phase VII
$ 52,860
Blakely Park Swim Complex $ 40,000
TOTAL reallocated: $ 92,860
2019-19 Public Service Projects:
Expenditures
Allocation Amount Spent
Public Services: 15% Cap
(City) Graffiti
Abatement
$ 30,310 $ 30,310
Community Partnership
for Families
$ 28,290 $ 27,932
Second Harvest Food
Bank
$ 6,062 $ 6,062
LOEL Center $ 6,567 $ 6,567
Emergency Food Bank:
Mobile Farmers Market
$ 7,072 $ 7,072
Ready to Work $ 17,176 $ 11,068
Plan/ Admin Fair Housing: 20% Cap
Fair Housing - SJFH $ 13,112 $ 12,559
Fair Housing – CRLA $ 7,002 $ 7,002
Total:
Difference:
$ 115,591
(-$7,019)
$108,572
City of Lodi – Graffiti Cleanup
Graffiti Abatement Program
Implemented by the Public Works Department,
cleaned 1,510 graffiti sites.
Approximately 80 less than last year; however,
funded at $2,000 less than last year
Community Partnership for
Families
Served 198 youth and
families in the City of
Lodi
Youth received one-on-
one services and
mentoring. Additionally,
CPFSJ’s Family Resource
Center provided service
integration to youth
participants with limited
English language skills
and work experience.
Second Harvest Food Bank
Provided direct food
assistance to 3,561
persons this year totaling
approximately 119,702
pounds of food.
This included groceries
to youth who participate
in Boys and Girls Club;
supplemental groceries
for seniors at the Lodi
Community Center; and
fresh food to low-income
families.
Emergency Food Bank:
Mobile Farmers Market
The Mobile Farmers Market
distributed food at various sites in
Lodi to those who might not
otherwise have access to fresh
foods.
Fresh fruit and vegetables, nutrition
education, cooking demonstrations,
and recipes were delivered and
benefitted a total of 2,406 people.
LOEL Center:
Meals on Wheels
The LOEL Senior Center’s
Meals on Wheels Program
provided hot and
nutritious tailored meals
to 105 homebound
seniors five days a week
this year.
In total this year 14,310
meals were provided.
Ready to Work
This project provided
employment, job and
employment skills
training, resume-building,
shelter, and other services
for homeless or those
recently exiting the
criminal justice system.
Services were provided to
13 individuals, including
1,120 nights of shelter.
San Joaquin Fair Housing
SJ Fair Housing offered education, counseling, and
mediation services to 489 households in SJ County to
reduce the load on local code enforcement agencies
and eliminate housing discrimination.
Outreach and education were also provided at two
resident fairs hosted by SJ Fair Housing in Thornton and
Tracy.
Two free Landlord & Tenant training workshops were
also held in the City of Lodi.
California Rural Legal
Assistance
CRLA conducted fair housing testing at six rental
sites and three on-site surveys.
Selected sites were tested for discrimination based
on the following protected classes: sex, national
origin, disability, and familial status.
Recommended continued testing, surveys, and
outreach to residents regarding their rights.
2018-19 Capital Improvement
Projects: Expenditures
*Approximate Allocation Amount Spent
2018-19 Capital Improvement Projects
Alley Improvements
Phase VII
$ 300,577 $ 300,577
Blakely Park Pool
Shade Structure
$ 57,000
$ 55,175
ADA Minor Home
Modifications
$ 6,062
$ 5,059
Total $ 363,639 $ 360,811
Prior Year Capital Improvement Projects Completed in 18-19
Lodi House Re-Roof
(2017)
$45,000 $ 41,381
Blakely Swim Complex
Improvements (2017)
$444,000 $ 433,000 (approx.)
2018-19 Capital
Improvement Projects
Blakely Park Pool Shade Structure
Improved the Blakely Park Swim Complex by
adding a shade structure to the pool area.
Alley Drainage Improvements Project
Improved three existing alleys which suffered
from damaged pavement and poor drainage.
These areas previously experienced flooding,
water damage, and weathering to the alleys.
DRAIL ADA Minor Home Modifications
This project made ADA accessibility home
improvements for one low-income resident in
Lodi.
Prior Year Capital Improvement
Projects Completed
Lodi House Enrichment Center Re-Roofing
Lodi House shelter facility helped improve
the living conditions of families staying at
the shelter.
Houses five families at a time that are in
need of emergency and supportive shelter.
Blakely Park Swim Complex ‒ North Pool
Improvements
Improvements to an existing public pool
complex at Blakely Park; located in the
CDBG target area.
2018-19 CAPER Approval Process
Public Review & Comment
Mandatory 15-day Review Period
No Public Comments to date
Public Hearing
Requested Action
To adopt the Resolution…
Approving the 2018/19 Consolidated
Annual Performance and Evaluation
Report.