HomeMy WebLinkAboutAgenda Report - May 5, 2021 G-02 PHAGENDA ITEM
G• 2
L; CITY OF LODI
�t
COUNCIL COMMUNICATION
TM
AGENDA TITLE: Public Hearing to Consider Adopting a Resolution Approving the final 2021-2022
Annual Action Plan for the Community Development Block Grant (CDBG) Program
MEETING DATE: May 5, 2021
PREPARED BY: Community Development Department
RECOMMENDED ACTION: Adopt a resolution approving the final 2021-2022 Annual Action Plan
for the Community Development Block Grant (CDBG) program.
BACKGROUND INFORMATION: A public hearing is required as part of the federal requirements under
the US Department of Housing and Urban Development (HUD) for the
Community Development Block Grant (CDBG) program.
Overview
The City of Lodi (City) receives an annual allocation of funds from HUD under the CDBG program. In the
2021-2022 program year, the City will receive $659,204 in CDBG entitlement funds from HUD.
The primary purpose of this program is to improve the quality of life for low- and moderate -income persons,
households, and neighborhoods by supporting public services, public facilities, crime prevention, access for
disabled persons, affordable housing, and economic development. The City adopts a five-year Consolidated
Plan, as required by HUD, which lays out how the City plans to use the funds through strategies and goals
that improve quality of life in Lodi and address community needs.
Each year the City prepares an Annual Action Plan that identifies the services and projects to fund that will
meet these Consolidated Plan goals. As part of this planning process, the City gathers public comment on
the community needs and recommended activities to meet those needs.
This final 2021-2022 Annual Action Plan covers the third program year of the five-year 2019-2023
Consolidated Plan cycle. However, public service providers now have the option to enter into two year
agreements for both 2021-22 and 2022-23 Program Years.
Annual Action Plan
HUD guidelines limit public services activities to 15 percent of the total grant amount and administrative
activities to 20 percent of the total grant amount.
Based on the $659,204 allocation, the distribution of funds will be as follows:
Administration $131,841 (20% Cap) — Includes fair housing activities
Public Service $98,880 (15% Cap)
Capital Proiects $428,483
TOTAL $659,204
APPROVED: J
Stephen 56er, City Manager
PH for 2021-22 AAP Final
May 5, 2021
Page 2 of 3
CDBG Funding Recommendations
The final Annual Action Plan contains recommended funding allocations, which outline how the City will
allocate funds to projects for the 2021-2022 program year. Funding recommendations are grouped into the
following categories: Program Administration, City Capital projects, CBO Capital projects, City Service
programs, and CBO Service programs.
Selected projects and allocation amounts were determined through an application process in January and
February 2021. Applications that were received for the 2021-2022 program year were reviewed and scored
by the Lodi Improvement Committee and CDBG program staff. Funding recommendations were made to
City Council on April 21, 2021. Council reviewed and discussed the proposed recommendations and
recommended the following allocations:
Program Administration
• CDBG Program Administration $113,841
■ San Joaquin Fair Housing $18,000
City Capital Projects
• Public Works - Alley Improvements $413,147 (2 Projects)
CBO Capital Projects
• Salvation Army - Replacement of Hope Harbor Shelter steam table, used for serving meals $5,436
• Lodi House - Purchase a commercial size refrigerator and freezer to store perishable foods and
beverages for homeless recipients- $9,900
City Service Programs
Graffiti Abatement $30,000
CBO Service Programs
• LOEL Foundation - Meals on Wheels Program $10,000
• Second Harvest Food Bank - Food Assistance Program $10,000
• Women's Center - Homeless Youth Outreach & Engagement $10,000
• Community Partnership for Families - Family Resource Center and Youth Program $25,000
• Salvation Army - Hope Harbor Operations $13,880
City Council policy states that 60 percent of awarded CDBG funds will be allocated to City -sponsored
projects, and that the remaining 40 percent will go toward community-based organizations (CBO). The table
below shows that 81 percent of funds were awarded to City sponsored projects and 19 percent were
awarded to CBOs. This is because two of the four CBO applications received low scores and were not
awarded funds by the Lodi Improvement Committee because the proposed capital improvement projects
were either inconsistent with Consolidated Plan five-year goals or a lower priority compared to other goals
such as affordable housing and homelessness. Staff originally intended to use CDBG funds for these
affordable housing and/or homeless type projects; however, additional state/federal funds became available
to support these activities, so CDBG funds were redirected to the proposed Alley Improvement project.
CBO Projects Ci nsored Projects
San Joaquin Fair Housing $18,000 Alley Improvements $413,147
Salvation Army Steam Table $5,436 Graffiti Abatement $30,000
Lodi House Refrigerator $9.900
LOEL Foundation $10,000
Second Harvest Food Bank $10,000
Women's Center $10,000
Community Partnership for Families $25,000
PH for 2021-22 AAP Final
May 5, 2021
Page 3 of 3
CBO Projects City -Sponsored Projects
Salvation Army Hope Harbor $13,880
Total $102,216 Total
$443,147
% of CDBG Grant (after 19% % of CDBG Grant (after
administration) administration)t
81%
Community Engagement
The process of developing the 2021-2022 Annual Action Plan has involved various instances of community
outreach and public involvement. Outreach included a workshop which focused on prioritizing funding and
community needs; consultations with local organizations and stakeholders; Lodi Improvement Committee
meetings that encouraged citizen participation and public comment; a 30 -day public review period for the
draft Annual Action Plan documents; and public hearings to allow for public feedback after the release of the
2021-2022 Annual Action Plan. On April 21, 2021, City Council approved of the draft 2021-2021 Annual
Action Plan with the project allocations outlined above.
Next Steps
Upon City Council approval of the final 2021-2022 Annual Action Plan, City staff will submit to HUD for
approval. The plan is due to HUD by May 15, 2021.
FISCAL IMPACT: CDBG funds are federal funds. Capital improvements allow for maintenance costs to
be reduced. Administration costs are paid via a 20 percent set-aside of the grant funds
or as activity delivery which comes out of the project funds.
FUNDING AVAILABLE: $659,204 — 2021-2022 Community Development Block Grant Allocation.
Andrew Keys
Andrew Keys
Deputy City Manager/Internal Services Director
�f
Johq R. Della Monica, Jr.
Co munity Development Direct r
Attachments
Exhibit A: Final 2021-2022 Annual Action Plan
Final 2021-22 Annual Action Plan
Community Development Block Grant Program
CITY OF LODI
COMMUNITY DEVELOPMENT DEPARTMENT
NEIGHBORHOOD SERVICES DIVISION
Final — May 5, 2021
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
1
Executive Summary
AP -05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Lodi's (City) mission is to enhance the quality of life for all Lodi residents. Through the
implementation of the Community Development Block Grant (CDBG) program, the City has been able to
further uphold and actualize this mission. The overall goal of the CDBG program is to develop viable
urban communities by providing decent and affordable housing, providing suitable living environments,
and expanding economic opportunities. This goal is realized by directing funds that are received from
the US Department of Housing and Urban Development (HUD) to programs, policies, and goals that
primarily serve extremely low-, very low-, low-, and moderate -income persons.
To effectively direct and allocate the CDBG funds received by HUD in the most useful and efficient ways
possible, the City is required to create the five-year Consolidated Plan and subsequent Annual Action
Plan for submission to HUD. This document, the 2021-22 Annual Action Plan, serves as:
1. A planning document for the City of Lodi that is created through a community -oriented
participatory process.
2. An application for federal funds under HUD's CDBG formula grants programs.
3. A strategy to be followed in carrying out HUD programs.
4. An outline of specific projects, programs, and expectations to be undertaken during the 2021-22
CDBG program year.
Annual Action Plan Time Frame
The 2021-22 Annual Action Plan covers the time frame from July 1, 2021, to June 30, 2022, which is the
length of one complete CDBG program year. All projects and programs funded during this period will be
expected to complete their projects by June 30, 2022.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It
may also contain any essential items from the housing and homeless needs assessment the housing market
analysis or the strategic plan.
The goal of the 2021-22 Annual Action Plan is to provide a one-year plan that outlines the City's strategy
to implement its five-year strategic plan goals, as they are represented in the City's 2019-23
Consolidated Plan. The plan further identifies the activities and funding allocations for the 2021-22
program year, as well as the activities, projects, and accomplishments that are proposed to be
supported by the City's annual CDBG allocation. The CDBG program works to support affordable
housing, social services, and community development initiatives in the City, and lays out data -driven,
community-based investment decisions to facilitate the most sustainable and comprehensive future for
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
the City's housing, community, environmental, infrastructural, and economic progression. Through data
collection, outreach, and analysis presented in this plan, a clear outline of the 2021-22 CDBG program
year is formed.
This plan lays out specific projects that will be supported during the 2021-22 program year; details on
these projects and the needs and goals that they support can be found in section AP -35. The following is
a general list of projects and programs to be supported in the 2020-21 program year:
• Family supportive services
• Youth programs and gang prevention
• Meal and emergency food services for seniors and low-income individuals
• Homeless services and prevention
• Alley improvements in low-income neighborhoods
• Fair housing services
• Capital improvements for homeless and at -risk homeless individuals
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
The 2020-21 Consolidated Annual Performance Evaluation Report (CAPER) is still in progress; it will be
available for review in September 2021. To date, the service providers have reported meeting outcomes
and progressing in their goals. At the time of this plan's drafting, the 2019-20 CAPER is still being
reviewed by HUD and will be approved and determined adequate at a later date. A version of the 2019-
20 CAPER that was approved by City Council is available on the City's website at the following link:
https://www.lodi.gov/DocumentCenter/View/2800/2018-19-CDBG-Draft-CAPER-for-Public-Review-PDF.
The City has successfully completed monitoring according to its desk -monitoring and on-site monitoring
policies. In 2019-20, the City updated its monitoring policy based on HUD recommendations. As for 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.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
The City of Lodi offered several opportunities for participation and comment through the Annual Action
Plan and Consolidated Plan amendment processes. Because these processes sought the same outcome,
which was to gather input from the community on community needs and strategies to address those
needs, citizen participation processes for both were combined into one collaborative effort. A summary
of the opportunities for public participation and comment follows:
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
• From October 2020 to November 2020, staff conducted consultations with local stakeholders and
service providers to gain feedback on various community needs.
• On November 18, 2020, staff held a community outreach meeting with 2020-21 program year
CDBG subrecipients to receive feedback on community needs.
• On November 20, 2020, staff posted a legal notice at City Hall, on the City website, and in the Lodi
News Sentinel newspaper to notify the public of the upcoming release of funding availability for
the CDBG program and to invite public comment.
• On December 8, 2020, staff held a workshop with the Lodi Improvement Committee and
interested CDBG applicants to review application scoring criteria and receive feedback on
community needs.
• On December 16, 2020, staff released a Notice of Funding Availability (NOFA) to the public for the
2021-22 CDBG application period.
• On January 12, 2021, staff facilitated CDBG applicant presentations for the 2021-22 CDBG
program year at a regularly scheduled Lodi Improvement Committee meeting.
• On March 9, 2021, at a regularly scheduled Lodi Improvement Committee meeting, staff
facilitated a Lodi Improvement Committee meeting to vote and provide recommendations on
applicant scores for the 2021-22 CDBG program year, and offered an opportunity for public
comment and applicant comment periods.
• On March 23, 2021, staff released the draft 2021-22 Annual Action Plan document for a 30 -day
public review period by posting the plan on the City website and making it available for review at
City Hall.
• On April 6, 2021, staff released the draft 2021-22 Annual Action Plan document for a revised 30 -
day public review period by posting the plan on the City website and making it available for review
at City Hall.
• On April 21, 2021, staff attended a public hearing for approval of the draft 2021-22 Annual Action
Plan by City Council.
• On May 5, 2021, staff attended a public hearing for the approval of the final 2021-22 Annual
Action Plan.
S. Summary of public comments
Please see the summary of public comments contained in Sections AP -10 Table 2 and AP -12 Table 4
below. Public comments will be included once the final public hearing has concluded.
6. Summary of comments or views not accepted and the reasons for not accepting them
Annual Action Plan 4
OMB Control No: 2506-0117 (exp. 06/30/2018)
All comments were accepted.
7. Summary
This 2021-22 CDBG Annual Action Plan is a conglomeration of community participatory feedback, area -
focused demographic data collection and analysis, community stakeholder involvement, consideration
of citywide goals and policies, and City staff coordination and communication with community entities
and resources. The plan used each element to accurately design the most effective strategic approaches
to the allocation of CDBG funds for the program year.
In the 2021-22 time frame, CDBG funds will focus on promoting safer neighborhoods, completing
infrastructure and facility improvements, building capacity in low-income neighborhoods, supporting
public services programs that benefit priority populations, affirmatively furthering fair housing, and
supporting programs and projects that reduce and prevent homelessness.
Lodi's City Council will review and approve the draft version of the 2021-22 Annual Action Plan on April
15, 2021. City Council will then review and approve the final Annual Action Plan on May 5, 2021, after a
30 -day public comment period has concluded (April 6, 2021 to May 5, 2021).
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
PR -05 Lead & Responsible Agencies — 91.200(b)
Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
program and funding source.
Agency Role
Name
Department/Agency
CDBG Administrator
I City of Lodi
Community Development Department
Table 1— Responsible Agencies
Narrative (optional)
The Community Development Department — Neighborhood Services Division is responsible for overseeing the administration of the City's CDBG
funding, including the preparation of the Consolidated Plan, the Annual Action Plans, and CAPERS. The CDBG Program Specialist — Consultant
operates the day-to-day administration of the CDBG program, and the City Manager and Neighborhood Services Manager oversee these
operations.
Consolidated Plan Public Contact Information
City of Lodi
221 West Pine Street
P.O. Box 3006
Lodi CA, 95241-1910
Tel: (209) 269-4519
E: jrhyne@lodi.gov
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP -10 Consultation — 91.100, 91.200(b), 91.215(1)
Introduction
In preparing the Annual Action Plan, the City consulted and gathered information from a variety of
agencies, including city departments and service programs, local and regional community-based
organizations, and the Housing Authority of the County of San Joaquin (HACSJ).
The goal of the consultation process was to gather data to help determine any updates in the priority
needs of Lodi residents, as well as opportunities for coordination to improve availability of and access to
services, housing, and quality of life within the community.
As a consequence of the pandemic, consultant staff interviewed stakeholders to gather their input on
the impacts of COVID-19. The results of their feedback were incorporated into the priority needs and
goals identified in the sections below.
Provide a concise summary of the jurisdiction's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(1))
The City coordinates with several service providers and organizations that specialize in public and
assisted housing sectors, as well as various other special needs services on a local and regional scale.
The City's public housing agency is HACSJ, which operates on behalf of the whole County. Staff has been
coordinating with HACSJ on the construction of tiny homes through Continuum of Care (CoQ Homeless
Emergency Aid Program (HEAP) funds. Coordination efforts between the City and HACSJ will need
continual support to create new opportunities for affordable housing in the City, and to ensure that the
properties managed by HACSJ in Lodi are being used to most efficiently assist low-income individuals
and families, and families at risk of homelessness in Lodi.
Communication with San Joaquin County governmental agencies, such as Public Health Services of San
Joaquin, helped in the coordination of the Consolidated Plan's Needs Assessment discussion regarding
people living with HIV/AIDS in Lodi and San Joaquin County, as well as with information regarding
mental health service provisions to Lodi residents. In addition, one of Lodi's appointed representatives
sits on the local board for the Emergency Food and Shelter Program, which includes representatives
from all emergency shelter providers, as well as County mental health professionals. The representative
provides periodic updates to City staff on the board's activities.
Consultations were held with various local service providers that specialize in services for at -risk youth,
persons with disabilities, seniors, mental health services, and low-income residents. These agencies
were selected because of their prominence as distinguished professionals in their fields and their
abilities to offer insightful information for the City's Annual Action Plan and Consolidated Plan
amendment.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
7
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
Building on years of coordination, both during this and previous Consolidated Plan cycles, the City
continues to support the San Joaquin CoC with various efforts to end homelessness in the County. Main
goals, as identified by the chair of the CoC, are aimed at prioritizing efforts that actively move homeless
households into permanent housing, provide actual shelter for the unsheltered homeless, and prevent
households from ending up on the streets or in shelters in the first place.
The San Joaquin CoC is a group of stakeholders and lead organizations in San Joaquin County that
receive and distribute funding for supportive homeless and housing services, with several agencies and
organizations receiving funding locally within Lodi. Members of the Lodi Committee on Homelessness
participate in CoC meetings and volunteer to assist in its homeless prevention and assistance
programs/projects. Additionally, these members assisted the CoC and County Board of Supervisors in
creating a new homeless services coordinator position.
Recently, one of the City's most significant actions toward addressing homelessness and supportive
housing was securing over $1,250,000 in HEAP funds from the San Joaquin CoC. This was accomplished
through the coordination of City staff, City consultants, HACSJ, and members of the Lodi Committee on
Homelessness through an application process to the CoC.
The City has funded and assisted in the propagation of multiple programs and projects that provide
supportive services to homeless individuals, as well as funding programs that support those at risk of
being homeless. One of the City's most prominent resources in assessing and coordinating the needs of
homeless populations is the Lodi Committee on Homelessness, a community-based group made up of
local stakeholders and representatives of private and public institutions. The Committee on
Homelessness works closely with the community to organize local public meetings to address public
comments, discuss homeless issues, and find viable programs and solutions to problems facing
individuals who are homeless and at risk of becoming homeless, and coordinates with the CoC to align
the City of Lodi with current countywide goals and standards that address homelessness. The City will
continue to work with the Committee on Homelessness to reach the goals outlined by the CoC, as well
as addressing the priority needs of the City's homeless population.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
Although the City does not have a large enough population to receive Emergency Solutions Grant (ESG)
funds directly, the San Joaquin County Neighborhood Preservation Division administers several federal
grant programs that provide direct assistance to homeless and low-income individuals and families
throughout San Joaquin County. This includes several supportive housing programs and a Shelter Plus
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
M
Care program. The Shelter Plus Care program provides rental assistance to homeless individuals with
disabilities. Supportive housing programs provide rental assistance and supportive services to families
and individuals to assist them in making successful transitions from homelessness to independent living.
Funds for these programs are received through HUD's CoC Homeless Assistance Grant Application
process.
Additionally, members of the Lodi Improvement Committee, as well as members of the Lodi Committee
on Homelessness, participated in the development of the CoC's 2019 Point -in -Time count. This report
gives accurate and relevant data on homeless characteristics, supportive housing services, and statistics
that help shape the direction of future development of the County's services and its ability to address
the needs of homeless populations. The coordination of these two committees with the CoC is an
essential component of the City's ability to communicate with the CoC to better understand the
prioritization of supportive housing needs within the community, based upon the knowledge and data
gathered by the committees.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction's consultations with housing, social service agencies and other
entities
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
D
1
Agency/Group/Organization
Community Partnerships for Families — San Joaquin (CPFSJ)
Agency/Group/Organization Type
Services — Children
What section of the Plan was addressed by
Housing Needs
Consultation?
Homeless Needs — Families with Children
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization
Staff consulted with CPFSJ regarding the impacts of COVID-19 on families and
was consulted. What are the anticipated outcomes of
youth. A representative of CPSFJ identified that the pandemic has affected
the consultation or areas for improved coordination?
family stability, food insecurity, childcare, and nutrition and that more support
in these areas is needed. The City will continue to coordinate with CPFSJ on
information regarding families and youth.
2
Agency/Group/Organization
San Joaquin County Human Services Agency (SJCHS)
Agency/Group/Organization Type
Services — Elderly Persons
Services — Persons with Disabilities
Services — Health
Other Government - Local
What section of the Plan was addressed by
Non -Homeless Special Needs
Consultation?
Briefly describe how the Agency/Group/Organization
Staff consulted with SJCHS regarding the needs of seniors during the COVID-19
was consulted. What are the anticipated outcomes of
pandemic. The agency operated the County's Meals on Wheels program. A
the consultation or areas for improved coordination?
representative of the agency identified that seniors have been isolated during
the pandemic and that increased socialization is needed. The City of Lodi will
continue to coordinate with the agency regarding information on elderly
persons.
3
Agency/Group/Organization
LOEL Foundation
Agency/Group/Organization Type
Housing
Services — Elderly Persons
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
10
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
11
Services — Persons with Disabilities
Services — Health
Foundation
Neighborhood Organization
What section of the Plan was addressed by
Housing Need Assessment
Consultation?
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization
Staff consulted with the LOEL Foundation regarding senior needs in the
was consulted. What are the anticipated outcomes of
community during the COVID-19 pandemic. LOEL provides meals, activities, and
the consultation or areas for improved coordination?
other resources to the senior population. A representative from LOEL stated
that seniors have been isolated during the pandemic and that the foundation's
Meals on Wheels waiting list has increased. The City will continue to coordinate
with LOEL on information regarding seniors and disabled individuals.
4
Agency/Group/Organization
Central Valley Low Income Housing Corporation (CVLIHC)
Agency/Group/Organization Type
Housing
Services — Housing
Services — Homeless
What section of the Plan was addressed by
Housing Needs Assessment
Consultation?
Homeless Needs — Families with Children
Homelessness Strategy
Briefly describe how the Agency/Group/Organization
Staff consulted with CVLIHC regarding housing needs during the COVID-19
was consulted. What are the anticipated outcomes of
pandemic. CVLIHC provides housing to homeless individuals and operates
the consultation or areas for improved coordination?
several subsidy programs. A representative of CVLIHC identified that
households are at greater risk of homelessness due to the pandemic and that
more rent support is needed. The City will continue to coordinate with CVLIHC
on information regarding housing and homelessness.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
11
5
Agency/Group/Organization
The Salvation Army
Agency/Group/Organization Type
Housing
Services — Housing
Services — Children
Services — Elderly Persons
Services — Persons with Disabilities
Services — Persons with HIV/AIDS
Services — Victims of Domestic Violence
Services — Homeless
Services — Health
Services — Education
Services — Employment
Services — Victims
Neighborhood Organization
What section of the Plan was addressed by
Public Housing Needs
Consultation?
Homeless Needs—Chronically homeless
Homeless Needs — Families with children
Homeless Needs —Veterans
Homeless Needs — Unaccompanied youth
Homelessness Strategy
Non -Homeless Special Needs
Anti -poverty Strategy
Briefly describe how the Agency/Group/Organization
Staff consulted with the Lodi Salvation Army about the increased needs of
was consulted. What are the anticipated outcomes of
homeless individuals during the COVID-19 pandemic. Salvation Army provides
the consultation or areas for improved coordination?
overnight shelter to homeless and low-income individuals, as well as public
services for individuals and families in need of assistance. Representatives from
Salvation Army identified that they have seen a marked increase in clients due
to the economic downturn and that more financial assistance such as rent,
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
12
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
13
utility, and food assistance is needed. The City will continue to coordinate with
Salvation Army on information regarding public services, homelessness, and
low-income populations.
6
Agency/Group/Organization
San Joaquin Fair Housing Association (SJFH)
Agency/Group/Organization Type
Services — Housing
Service — Fair Housing
What section of the Plan was addressed by
Housing Need Assessment
Consultation?
Market Analysis
Briefly describe how the Agency/Group/Organization
Staff consulted with SJFH regarding increased fair housing needs during the
was consulted. What are the anticipated outcomes of
COVID-19 pandemic. SJFH stated that many households are unable to pay rent
the consultation or areas for improved coordination?
and are afraid of eviction and that more rental and food assistance is needed.
The City will continue to coordinate with SJFH on characteristics regarding fair
housing.
7
Agency/Group/Organization
Lodi Improvement Committee
Agency/Group/Organization Type
Services — Housing
Services — Children
Services — Elderly Persons
Services — Persons with Disabilities
Services — Homeless
Services — Health
Services — Education
Services — Employment
Services — Fair Housing
What section of the Plan was addressed by
Non -Housing Special Needs
Consultation?
Anti -Poverty Strategy
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
13
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
14
Briefly describe how the Agency/Group/Organization
The Lodi Improvement Committee identified that many businesses have laid off
was consulted. What are the anticipated outcomes of
employees or shut down during the COVID-19 pandemic. Additionally, many
the consultation or areas for improved coordination?
families are struggling with money, education, and childcare. They identified
that financial assistance to families is crucially needed. The Lodi Improvement
Committee serves as a great source of information for the City regarding
housing and community development needs.
8
Agency/Group/Organization
Lodi House
Agency/Group/Organization Type
Housing
Services — Homeless
What section of the Plan was addressed by
Housing Need Assessment
Consultation?
Homeless Needs — Families with Children
Briefly describe how the Agency/Group/Organization
Staff consulted with Lodi House regarding increased needs of homeless women
was consulted. What are the anticipated outcomes of
and children during the COVID-19 pandemic. Lodi House provides shelter to
the consultation or areas for improved coordination?
homeless women and children. A representative of Lodi House identified that
many of its clients have lost their jobs and are in need of food. The City will
continue to coordinate with Lodi House on information regarding homeless
women and children.
9
Agency/Group/Organization
California Rural Legal Assistance (CRLA)
Agency/Group/Organization Type
Service — Fair Housing
What section of the Plan was addressed by
Housing Need Assessment
Consultation?
Homeless — Families with children
Briefly describe how the Agency/Group/Organization
Staff consulted with the CRLA regarding housing and fair housing issues during
was consulted. What are the anticipated outcomes of
the COVID-19 pandemic. CRLA provides legal assistance to low-income
the consultation or areas for improved coordination?
Californians. A representative of CRLA identified that COVID-19 has impacted
many areas of a low-income household, including education, work, and
childcare. CRLA identified that rental assistance, income replacement, and
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
14
Table 2 — Agencies, groups, organizations who participated
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
15
education assistance are needed in the community. The City will continue to
coordinate with CRLA on characteristics regarding fair housing in the City.
10
Agency/Group/Organization
Committee on Homelessness
Agency/Group/Organization Type
Neighborhood Organization
What section of the Plan was addressed by
Homeless Needs — Families with children
Consultation?
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization
A representative from the Committee on Homelessness provided a brief
was consulted. What are the anticipated outcomes of
consultation regarding COVID-19 impacts and identified that the pandemic has
the consultation or areas for improved coordination?
significantly decreased funding for nonprofit service providers that provide
essential services. Neighborhood Services Division staff will continue to
encourage periodic updates from the Committee for increased coordination
and sharing of information.
11
Agency/Group/Organization
Ready to Work
Agency/Group/Organization Type
Services — Employment
Services — Homeless
What section of the Plan was addressed by
Homeless Needs —Chronically Homeless
Consultation?
Briefly describe how the Agency/Group/Organization
Staff consulted with Ready to Work regarding the impacts on homeless
was consulted. What are the anticipated outcomes of
individuals during the COVID-19 pandemic. Ready to Work provides
the consultation or areas for improved coordination?
employment opportunities to homeless individuals. A representative of Ready
to Work identified that enrollment in this program has slowed due to distancing
protocols; contracts with businesses have also slowed; and PPE and testing are
still needed. The City will continue to coordinate with Ready to Work on
information regarding homeless employment services.
Table 2 — Agencies, groups, organizations who participated
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
15
Identify any Agency Types not consulted and provide rationale for not consulting
The City consulted a variety of agencies serving Lodi residents and the region. No agency types were specifically left out of the consultation
process.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan
Lead Organization
How do the goals of your Strategic Plan
overlap with the goals of each plan?
Continuum of Care
San Joaquin County
Both address issues pertaining to
homelessness and special needs housing.
2016 Analysis of Impediments to Fair Housing
City of Lodi
Both address issues pertaining to access to
Choice
housing.
American's with Disability [sic] Act (ADA) Self-
City of Lodi
Both address issues pertaining to persons
Evaluation and Transition Plan
with disabilities accessing public facilities.
2015-2023 Housing Element
City of Lodi
Both include the goal of fostering affordable
housing.
Table 3 — Other local / regional / federal planning efforts
Narrative (optional)
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
16
AP -12 Participation — 91.105, 91.200(c)
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal -setting
Outreach is essential to the City's ability to create an accurate and effective plan, and to allocate resources appropriately. First, the City reached
out to practitioners, agencies, leaders, organizations, and companies who may have the specialized knowledge, experience, resources, and
capacity to discuss needs, opportunities, solutions, investments, and how community improvements can be made. Second, the City encouraged
all Lodi residents to weigh in on community needs and opportunities for improvements through various opportunities described below (e.g.,
Lodi Improvement Committee community needs workshop, 30 -day public review period, and City Council public meetings).
Please refer to the table below and the Executive Summary section for a list of citizen participation and consultation processes that were
completed in preparation of this Annual Action Plan.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
17
Citizen Participation Outreach
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
M.
Sort Order
Mode of Outreach
Target of Outreach
Summary of
Summary of
Summary of
URL (If
response/attendance
comments received
comments
applicable)
not accepted
and reasons
1
Public Meeting
Non-targeted/broad
On November 18,
Subrecipients are
All
https://www.l
community
2020, a Quarterly
continuing to meet
comments
odi.gov/agend
Subrecipient Meeting
the community's
accepted.
acenter
was held.
needs during the
COVID-19 pandemic
through adjustments.
Community has more
need than during
normal times.
Non-targeted/broad
On December 8, 2020,
All
https://www.l
community
a Community Needs
Potential applicants
comments
odi.gov/183/C
Workshop was held.
shared the impacts
accepted
ommunity-
2
Legal Notice
Non-English Speaking
On December 16,
incurred by their
Development-
- Spanish
2020, the 2021-22
organization due to
Block-Grant-
CDBG NOFA was
COVID-19.
Progra
released.
Non-targeted/broad
On March 9, 2021, a
All
https://www.l
community
Lodi Improvement
No comments
comments
odi.gov/agend
3
Public Meeting
Committee Meeting
received.
accepted
acenter
Non-English Speaking
was held.
- Spanish
Non-targeted/broad
Beginning April 6,
All
https://www.l
community
2021, the draft Annual
comments
odi.gov/183/C
Public Review of
Action Plan 2021-22
accepted
ommunity-
4
Draft Annual
was made available for
comments
Development -
Action Plan
public review for a
re
re ceived.
Block-Grant-
revised 30 -day public
Progra
comment period.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
19
Sort Order
Mode of Outreach
Target of Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
Minorities
All
https://www.l
comments
odi.gov/agend
Non-English Speaking
On April 21, 2021, the
accepted
acenter
- Specify other
City Council conducted
language: Spanish
the first public hearing
No comments
5
Public Hearing
for the review of the
received.
Non-targeted/broad
draft Annual Action
community
Plan.
CDBG Target Area -
Heritage District
Minorities
All
https://www.l
comments
odi.gov/agend
Non-English Speaking
There were two
accepted
acenter
- Specify other
On May S, 2021, the
comments from the
language: Spanish
City Council conducted
public to consider
6
Public Hearing
a public hearing for the
using alternative
Non-targeted/broad
review of the draft
funding sources for
community
Annual Action Plan.
the graffiti abatement
program.
CDBG Target Area -
Heritage District
Table 4 — Citizen Participation Outreach
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
20
Expected Resources
AP -15 Expected Resources — 91.220(c)(1,2)
Introduction
The City of Lodi is a CDBG entitlement community that anticipates an average allocation of approximately $630,000 per year for planning
purposes. For the 2021-22 CDBG program year, the City will receive $659,204, which is a slightly higher allocation than last year. Allocation of
funds and assignment of priorities for funding are based on the national goals set forth by HUD regulations and on the local goals for housing
and community development, as outlined in the CDBG Consolidated Plan. Local goals, consistent with HUD regulations, focus on building up and
improving the City's lower-income neighborhoods.
Anticipated Resources
Program
Source
of
Uses of Funds
Expected
Amount
Available Year
1
Expected
Amount
Narrative Description
Annual
Program
Prior Year
Total:
Funds
Allocation: $
Income: $
Resources:
$
Available
$
Remainder of
ConPlan
CDBG
Public-
Admin and
$659,204
$0
$0
$659,204
$1,220,000
The City of Lodi is a
Federal
Planning
CDBG entitlement
Acquisition
community that
Housing
anticipates an
Public
allocation of
Improvements
$659,204 for the
Public Services
2021-22 program
year.
Table 5 - Expected Resources — Priority Table
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
21
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The CDBG program does not have a matching requirement. However, in evaluating the subrecipient applications and project proposals
submitted to the City for CDBG funding each year, match funds are considered as a factor in determining recommended actions.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
The City's Public Works Department is continuing to complete alley improvements in the CDBG target area and CDBG funds will fund facility
improvements for the Lodi House shelter and Salvation Army's Lodi facility. Salvation Army will replace the steam table used to serve meals and
Lodi House will replace a commercial -size refrigerator and freezer to store perishable foods and beverages.
Discussion
No additional narrative necessary.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
22
Annual Goals and Objectives
AP -20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs
Addressed
Funding
Goal Outcome Indicator
1
Promote Safer
2019
2023
Non -Housing
CDBG Target
Safer
CDBG:
Public Facility or Infrastructure
Neighborhoods
Community
Area
Neighborhoods
$39,900
Activities other than Low/Moderate
Development
and More
Income Housing Benefit: Project 21.04
Non-
RCAP/ECAP
Resident Pride
will serve 45 persons
Homeless
Special Needs
More Local
Public Service Activities other than
Homeless
Leaders
Low/Moderate Income Housing
Benefit: Project 21.05 will serve
Services for
approximately 20,000 persons
Homeless/At-
Risk Homeless
Individuals
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
23
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs
Addressed
Funding
Goal Outcome Indicator
2
Infrastructure
2019
2023
Non -Housing
CDBG Target
Safer
CDBG:
Public Facility or Infrastructure
and Facility
Community
Area
Neighborhoods
$418,583
Activities other than Low/Moderate
Improvements
Development
and More
Income Housing Benefit: Project 21.02
Other: Capital
RCAP/ECAP
Resident Pride
will serve 2,000 persons and project
Improvements
21.03 will serve 500 persons
Improvements
to Community
Parks and
Green Spaces
Improvements
to
Infrastructure
Access
3
Support Public
2019
2023
Non -Housing
CDBG Target
Services for
CDBG:
Public service activities other than
Service
Community
Area
Children/Youth
$45,000
Low/Moderate Income Housing
Programs for
Development
Benefit: Project 21.08 will serve 640
Priority
RCAP/ECAP
Services for
persons, project 21.09 will serve 96
Populations
Non-
Priority
persons, and project 21.10 will serve
Homeless
Citywide
Populations
3,500 persons
Special Needs
Services for
Homeless/At-
Risk Homeless
Individuals
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
24
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs
Addressed
Funding
Goal Outcome Indicator
4
Affirmatively
2019
2023
Non-
CDBG Target
Services for
CDBG:
Public service activities for
Further Fair
Homeless
Area
Children and
$18,000
Low/Moderate Income Housing
Housing
Special Needs
Youth
Benefit:
RCAP/ECAP
Project 21.016 will serve 814 persons
Other:
Services for
Homeless
Citywide
Priority
Prevention
Populations
Services for
Homeless/At-
Risk Homeless
Individuals
Fair Housing
Services
5
Support
2019
2023
Affordable
CDBG Target
Services for
CDBG:
Public service activities other than
Programs and
Housing
Area
Homeless/At-
$23,880
Low/Moderate Income Housing
Projects that
Risk Homeless
Benefit: Project 21.06 will serve 50
Reduce and
Homeless
RCAP/ECAP
Individuals
persons and project 21.07 will serve
Prevent
500 persons
Homelessness
Other:
Citywide
Create Housing
Homeless
for Homeless
Prevention
and At -Risk
Homeless
Table 6 — Goals Summary
Goal Descriptions
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
25
I
Goal Name
Promote Safer Neighborhoods
Goal Description
The City will support projects and/or programs that support the development of safer neighborhoods.
The City will:
— Evaluate streetlights in high -crime neighborhoods for maintenance and lighting
Create up to 5 neighborhood watch groups
Allocate up to $100,000 to the graffiti abatement program
2
Goal Name
Infrastructure and Facility Improvements
Goal Description
The City will improve spaces within low-income areas of the City by implementing facility and public
infrastructure improvements.
The City will:
Fund up to 2-3 ADA improvement construction projects (including to 2-3 Gap Closure Sidewalk
projects)
— Fund up to 2-3 projects that support the improvement of alleyways and facilities in low-income
neighborhoods
3
Goal Name
Support Public Service Programs for Priority Populations
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
26
Goal Description
The City will fund activities that provide access to affordable services needed by priority populations.
The City will allocate up to $278,000 in funds for:
— after-school programs
childcare
gang prevention
— homework help for youth
— meal and emergency food services
mental health for children/youth
mental health for parents, disabled, seniors
general supportive services
Goal Name
Affirmatively Further Fair Housing
Goal Description
The City will fund activities that focus on affirmatively furthering fair housing.
The City will allocate up to $100,800 to:
— Fair Housing Discrimination Testing
Fair Housing Help Hotline
Fair Housing Counseling and Education
— Fair Housing Legal Assistance
Goal Name
Support Programs and Projects that Reduce and Prevent Homelessness
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
27
Goal Description The City will fund activities that provide resources and assistance to homeless and at -risk homeless
populations.
The City will provide up to $150,000 in CDBG funds to:
Tenant -based rental assistance
Mental health services / employment services
Table 7 — Goal Descriptions
Estimate the number of extremely low-income, low-income, and moderate -income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.215(b)
The City does not anticipate receiving HOME funds during this plan period. The City will make efforts to collaborate with local agencies and social
service providers to create new or rehabilitate existing affordable housing units. Based on these efforts, the City estimates that 20 households
will be assisted through rehabilitation and the creation of new supportive housing units over a five-year period.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
NN
Projects
AP -35 Projects — 91.220(d)
Introduction
The City will receive $659,204 in 2021-22 CDBG funds from HUD. This allocation allows for $98,880.60 in
public services funding (15% cap), $131,840.80 in planning and administration (20% cap), and
approximately $428,483 in capital project funding. When funding projects through CDBG, HUD
guidelines limit the amount of money that the City can provide to certain categories of projects; HUD
classifies most projects as public service, administration, or capital funding. Under these guidelines, the
City may allocate up to 15 percent of the grant to public services, up to 20 percent for planning and
administration, and the remainder for capital funding, which includes housing, public facilities,
infrastructure, parks, and other miscellaneous improvement projects.
The City has a policy that 60 percent of CDBG award funds will be allocated to City -sponsored projects
and that the remaining 40 percent will go toward community-based organizations. The City -sponsored
and awarded projects for 2021-22 are:
• 20.02 Lodi Public Works - Alley Improvements
• 20.05 Lodi Public Works - Graffiti Abatement
The City received 11 applications from community-based organizations, requesting approximately
$350,000 for various community-based activities and $18,000 in planning and administration (e.g., fair
housing) related projects. The amount requested in social service activities exceeded the $98,880
available under the public services cap. To delegate funds appropriately, each application was scored by
the Lodi Improvement Committee and City staff according to set scoring criteria. Criteria included
organizational capacity to successfully complete projects in a timely manner, fiscal responsibility and
viability to complete the project, past project performance, CDBG funding eligibility, and how
thoroughly the project would address community needs identified through public outreach and in the
2019-23 Consolidated Plan. Eight of the eleven community-based public service projects will be
awarded funding. Social service -type projects received partial funding because requests exceeded the
estimated amount of available funds. All public service activities identified below are expected to be
completed no later than June 30, 2022. Attachment A shows a list of the community-based
organizations that applied, how much funding was requested, and how the proposed projects were
scored.
At the time of this draft, the final allocations for proposed 2021-22 CDBG activities have not yet been
approved by City Council. On April 21, 2021, staff will present City Council with recommendations from
staff and the Lodi Improvement Committee for possible 2021-22 CDBG funding amounts, at which point
staff will receive Council feedback on the final allocation amounts. City Council and the public will then
have one final opportunity to review and approve the final allocations on May 5, 2021.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
29
Lodi Improvement Committee Recommendation with No CDBG Funds for Graffiti Abatement Program:
On March 9, 2021, the Lodi Improvement Committee recommended activities and funding allocations
for consideration by the City Council. Table 9 below contains draft recommendations from the Lodi
Improvement Committee which the Council may consider, modify, and approve, as desired. Note: the
Committee's recommendation allocates no CDBG funds ($0) to the City's graffiti abatement program.
While the Committee recommends removing the graffiti abatement program as a CDBG-funded project,
the Committee does not want to see the program go away but instead fund it with other permanent City
funds. The Committee stated that the graffiti abatement program is important for reducing youth gang
activity and maintaining the appearance and condition of the Heritage District. As such, the Committee
would like to see the program become a permanent City -funded program, while leaving more CDBG
funds available for newer or short-term priority projects.
Alternative Staff Recommendation with CDBG Funds for Graffiti Abatement Program:
In addition to the Lodi Improvement Committee's recommendation, City staff proposes an alternative
funding recommendation that includes funding for the City's graffiti abatement program. The graffiti
abatement program was initially started with CDBG funds; however, over the last few years, it has
gradually received fewer CDBG funds while receiving more from the City's general fund. Removing CDBG
support for this program entirely would be problematic. Without CDBG funding, the City would have to
find another source of funds or eliminate the program. The only available City funding is from the
general fund, which is significantly stressed already. As such, City staff recommends that LOEL, Second
Harvest Food Bank, and the Women's Center all receive $10,000, while CPFSJ receives $25,000, the
Salvation Army receives $13,880, and the graffiti abatement program receives $30,000. In both
scenarios, Ready to Work would not receive funding.
Projects
#
Project Name
1
Planning and Administration
2
Planning and Administration — Fair Housing SJFH
3
Alley Improvements
4
Salvation Army - Steam Table
5
Lodi House - Refrigerator & Freezer
6
Graffiti Abatement
7
Women's Center - Youth and Family Services
8
Salvation Army Hope Harbor Operations
9
CPFSJ's Family Resource Center and Youth Program
10
LOEL Center Meals on Wheels
11
Second Harvest Food Bank
Table 8 - Project Information
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
30
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City set multiple threshold criteria in place to ensure each project met not only the qualifications and
criteria necessary to be considered for CDBG funding, but also that each project was an appropriate fit for
the City's priority needs. A community needs meeting, as well as a mandatory NOFA workshop, was held
in December 2020 to gather input on priority needs and notify the community of available CDBG funding.
Applications were scored by City staff and Lodi Improvement Committee members in March 2021.
Applicant considerations and threshold criteria:
First, the project must be eligible for CDBG funding, be cost-effective in its outlined project goals and
implementation, and fit within CDBG objectives, including meeting one of the national objectives (i.e.,
benefiting low- and moderate -income persons, preventing or eliminating slums or blight, or addressing
certain urgent community needs).
Second, the project must address one of the community priorities set out in the Consolidated Plan; this
includes the project's ability to benefit the target beneficiaries identified in the Strategic Plan. The 2019-
23 Consolidated Plan's priorities were created with community input during its drafting in 2019, as well
as during the outreach that was conducted for the Consolidated Plan's amendment in 2020. Each year,
during the Annual Action Plan drafting process, City goals are reassessed to ensure that they continue to
reflect changing community needs and priorities.
Third, the project must have the ability to be completed in a timely manner and be able to be well
managed by the organization. Assessment of timeliness and management capabilities were based on the
applicant's past track records with grant management, and their proven ability to handle the extensive
program management criteria involved with the administration of CDBG funds. Additionally, for the
projects proposed by community-based organizations, the City considered the applicants' scores using an
application questionnaire and scoring tool (see Attachment B).
The requests from applicants for CDBG funding far exceeded the funds available under the City's annual
allocation. Due to this abundance in fund requests, not all proposed projects were recommended for
funding by the Lodi Improvement Committee and staff. City staff and the committee assigned funding
recommendations based on the applications that ranked with the highest average scores, the applicant's
ability to implement the project with reduced funding, the overall necessity and transparency of the
organization and their associated projects, and most importantly the project's importance in relation to
the community development goals outlined in the five-year Consolidated Plan.
Obstacles
Resources offered by government programs and projects are often able to keep families financially
stable, and for many, these programs are essential to their well-being and continued livelihood. CDBG
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
31
funds are important for bringing added resources to individuals with low to moderate incomes,
providing needed safety -net programs, and initiating and maintaining long-term anti -poverty projects.
According to the 2015 Public Policy Institute of California report, 8.2 percent of Californians (3.1 million
people) are estimated to be kept out of poverty due to the combined contributions from CalFresh (i.e.,
food stamps), CalWORKs (i.e., cash assistance to families with children), federal Earned Income Tax
Credit and Child Tax Credit, Supplemental Security Income, federal housing subsidies, Supplemental
Nutrition Program for Women, Infants and Children, and free or low-cost school meals. CDBG funds
often complement these services by filling in service areas such as mental health, employment training
and development, fair housing and affordable housing, and any additional programs that are identified
within a community's priority needs to assist low-income or marginalized demographics.
The primary obstacle facing the City of Lodi is the lack in resources—particularly funding—that are
necessary to address the spectrum of needs identified in the community. That is why the City makes
great efforts to stay connected with local nonprofits and social service agencies, regularly examines
funding sources and other resources for opportunities to build community capacity, and looks for gaps
in needed essential services, while also looking for opportunities to implement long-term anti -poverty
solutions.
A second obstacle to meeting underserved needs is that many available services are not immediately
accessible, but rather located in Stockton, 15 miles away. The City of Lodi works closely with the regional
transit agencies to improve access, and there are several daily public transportation linkages between
Lodi and downtown Stockton. The City has also encouraged nonprofit agencies to operate satellite and
mobile offices in Lodi. The City provided CDBG funding to one local service provider, the Community
Partnership for Families of San Joaquin, to assist with its move to a vacant office space in a City building,
where the organization operates its Family Resource Center.
A third obstacle is the number of nonprofits that need assistance with program management and fiscal
policies. New nonprofits continue to form in Lodi and throughout the region, and most have few, yet
passionate, staff members and volunteers devoted to a variety of issues. Unfortunately, most new
nonprofits do not have the capacity to meet the financial and reporting requirements of CDBG and other
grant programs, and they may need basic technical assistance securing tax-exempt status, setting up
bookkeeping systems, and applying for grants.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
32
AP -38 Project Summary
Project Summary Information
1
Project Name
21.01A Planning and Administration
Target Area
CDBG Target Area
RCAP/ECAP 45.02
Citywide Activity
Goals Supported
Promote Safer Neighborhoods
Infrastructure and Facility Improvements
Build Capacity in CDBG Target Area
Support Public Service Programs for Priority Populations
Affirmatively Further Fair Housing
Support Programs and Projects that Reduce and Prevent Homelessness
COVID-19 Preparation, Prevention, and Response
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
33
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
34
Needs Addressed
Safer Neighborhoods and More Resident Pride
Improvements to Community Parks and Green Spaces
Improvements to Infrastructure and Facility Access
Fewer Barriers to Affordable Housing
Improve Housing Conditions
Housing for Homeless and At -Risk Homeless
Services for Children and Youth
Services for Priority Populations
Services for Homeless/At-Risk Homeless Individuals
Support Fair Housing Services
More Local Leaders
COVID-19 Preparation, Prevention, and Response
Funding
CDBG: $113,841
Description
General administration of the CDBG and CDBG-CV program, including all planning and
reporting activities
Target Date
6/30/2022
Estimate the number and type of families that will
Planning and administration does not provide a direct benefit.
benefit from the proposed activities
Location Description
City Hall, 221 West Pine Street, Lodi, CA, 95240
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
34
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
35
Planned Activities
Planning and administration is intended to provide funding for general staff
administration of CDBG program and activities, including tracking activities in the
Integrated Disbursement and Information System (IDIS), reporting, public outreach,
program setup, reporting, planning, collaboration with local entities on meeting priority
community needs, and subrecipient training and monitoring. This includes capacity and
leadership building in the community and working to bring in additional resources
through the ABCD: Love Your Block Program.
2
Project Name
21.01B Planning and Administration — San Joaquin Fair Housing: Fair Housing Services
Target Area
Citywide
Goals Supported
Affirmatively Further Fair Housing
Needs Addressed
Services for Children and Youth
Services for Priority Populations
Services for Homeless/At-Risk Homeless Individuals
Support Fair Housing Services
Funding
CDBG: $18,000
Description
Under planning and administration, funding will be provided for San Joaquin Fair Housing
(SJFH) to conduct fair housing testing, maintain the housing discrimination and
tenant/landlord law hotline, investigate complaints, and complete outreach and
education through public forums.
Target Date
6/30/2022
Estimate the number and type of families that will
This project will assist approximately 814 unduplicated households.
benefit from the proposed activities
Location Description
Various
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
35
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
36
Planned Activities
SJFH will provide the following services: fair housing counseling, fair housing testing,
housing discrimination and tenant/landlord law hotline, complaint investigation, and
outreach and education at community events.
3
Project Name
21.02 Lodi Public Works - Alley Improvements
Target Area
CDBG Target Area
RCAP/ECAP 45.02
Goals Supported
Infrastructure and Facility Improvements
Needs Addressed
Safer Neighborhoods
Improvements to Infrastructure and Facility Access
Funding
CDBG: $413,147 (includes activity delivery)
Description
Improve alleyways that suffer from damaged pavement and poor drainage by removing
existing pavement, installing drainage systems, and repaving each alleyway.
Target Date
6/30/2022
Estimate the number and type of families that will
This project will benefit approximately 2,000 individuals living in census tract 45.02.
benefit from the proposed activities
Location Description
Within CDBG Target Area
Planned Activities
Removal and replacement of existing alley surfacing and installation of storm drainage.
The location of the alley improvements will be in District 4 in Lodi, CA.
4
Project Name
21.03 Salvation Army - Steam Table Replacement
Target Area
CDBG Target Area
Goals Supported
Infrastructure and Facility Improvements
Needs Addressed
Services for Homeless/At-Risk Homeless Individuals
Improvements to Infrastructure and Facility Access
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
36
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
37
Funding
CDBG: $5,436 (includes activity delivery)
Description
CDBG funds will be utilized for replacement of the Hope Harbor Shelter steam table,
used for serving meals at the shelter 365 days a year. The steam table ensures the
shelter can keep food safety temperatures at appropriate health department levels. The
facility's current unit has been running every day, year round, for more than 13 years and
is in need of replacement.
Target Date
6/30/2022
Estimate the number and type of families that will
This project will serve approximately 500 individuals. Of these, 250 individuals will self -
benefit from the proposed activities
identify as "Lodi residents" and 250 will identify as "non-residents." All individuals will be
provided bed nights.
Location Description
525 West Lockeford Street & 622 North Sacramento Street— Lodi, CA
Planned Activities
CDBG funds will be utilized for replacement of the Hope Harbor Shelter steam table,
used for serving meals at the shelter 365 days a year.
5
Project Name
21.04 Lodi House - Refrigerator & Freezer Replacement
Target Area
CDBG Target Area
RCAP/ECAP 45.02
Goals Supported
Promote Safer Neighborhoods
Needs Addressed
Services for Children/Youth
Services for Priority Populations
Services for Homeless and At -Risk Homeless Individuals
Funding
CDBG: $9,900 (includes activity delivery)
Description
This project will purchase a commercial refrigerator and freezer to support the facility's
five -day -a -week structured nutrition program.
Target Date
6/30/2022
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
37
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
0]
Estimate the number and type of families that will
Lodi House's Nutrition Program for Unsheltered Women and Children anticipates
benefit from the proposed activities
assisting approximately 45 low-income individuals; approximately 25 of these individuals
will be residents of Lodi.
Location Description
801 S. Washington Street, Lodi CA
Planned Activities
Purchase of a commercial size refrigerator and freezer to store perishable foods and
beverages that are used throughout the year to feed the unsheltered women and
children who are living at Lodi House. This is an expansion of Lodi House's prior five day a
week structured nutrition program.
6
Project Name
20.05 Lodi Public Works - Graffiti Abatement
Target Area
CDBG Target Area
RCAP/ECAP 45.02
Goals Supported
Promote Safer Neighborhoods
Needs Addressed
Safer Neighborhoods and More Resident Pride
Improvements to Community Parks and Green Spaces
Improvements to Infrastructure and Facility Access
Funding
$30,000
Description
This project will remove graffiti from public and private properties.
Target Date
6/30/2022
Estimate the number and type of families that will
This project will benefit the residents within the target area — approximately 20,000
benefit from the proposed activities
individuals.
Location Description
Various
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
0]
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
39
Planned Activities
This project will remove graffiti from public/private and residential and nonresidential
surfaces in the target area.
7
Project Name
21.06 Women's Center - Youth and Family Services (WCYFS)
Target Area
Citywide
Goals Supported
Support Projects that Reduce/ Prevent Homelessness
Needs Addressed
Services for Children/Youth
Services for Priority Populations
Services for Homeless and At -Risk Homeless Individuals
Funding
CDBG: $10,000
Description
This project aims to provide homeless youth outreach and engagement, which includes
street outreach, gateway services, emergency shelter, and homeless prevention efforts.
By focusing on safety, security, and sustainability for young people, the provider can
reduce youth homelessness and the negative implications associated with homeless
youth.
Target Date
6/30/2022
Estimate the number and type of families that will
WCYFS anticipates serving approximately 50 homeless and at -risk youth and young
benefit from the proposed activities
adults (under the age of 25) in Lodi annually, with 50 percent of these youth engaging
regularly. Overall, the entire program is projected to serve 475 youth throughout the
entire county, but Lodi CDBG funding will be used for street outreach in Lodi.
Location Description
620 N. San Joaquin Street, Stockton, CA 95202
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
39
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
40
Planned Activities
CDBG funds will be used to support street outreach. WCYFS will engage young adults
who are experiencing homelessness or at risk of experiencing homelessness. WCYFS's
outreach team will 1) provide street -based services to run -away, homeless and street
youth, who have been subjected to, or are at risk of being subjected to, violence, sexual
abuse, prostitution, sexual exploitations, and severe forms of trafficking, and 2) build
relationships between street workers and runaway homeless and street youth. In
addition to offering food, clothing, hygiene and survival supplies, WCYFS will assess the
immediate needs of these young people and provide resources and referrals to medical
clinics, emergency shelters and housing programs, education, and counseling or case
management services.
8
Project Name
21.07 Salvation Army - Hope Harbor Operations
Target Area
CDBG Target Area
Goals Supported
Support Programs and Projects that Reduce and Prevent Homelessness
Needs Addressed
Services for Homeless/At-Risk Homeless Individuals
Improvements to Infrastructure and Facility Access
Funding
CDBG: $13,880
Description
This project will administer the necessary everyday functions of running the Hope Harbor
Shelter services to individuals experiencing homelessness.
Target Date
6/30/2022
Estimate the number and type of families that will
Approximately 500 "residents" will be served. Of these 250 individuals will self -identify
benefit from the proposed activities
as "Lodi residents" and 250 will identify as "non-residents." All individuals will be
provided bed nights.
Location Description
Project is located at 622 North Sacramento Street, Lodi, CA, and is open 24 hours a day.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
40
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
41
Planned Activities
CDBG funds will be utilized for assistance in covering the shelter facility direct activity
costs such as staff salaries, utilities, laundry and housekeeping supplies, drug testing
panels, janitorial supplies, and property upkeep costs that directly affect its ability to
provide emergency shelter to those in need.
9
Project Name
21.08 Community Partnership for Families - Family Resource Center and Youth Program
Target Area
Citywide
Goals Supported
Support Public Service Programs for Priority Populations
Needs Addressed
Safer Neighborhoods and More Resident Pride
Services for Children/Youth
Services for Priority Populations
More Local Leaders
Funding
CDBG: $25,000
Description
This project will provide gang prevention and wraparound services for Lodi's at -risk
youth and their families.
Target Date
6/30/2022
Estimate the number and type of families that will
Resident individuals (including family members) in target low-income areas served
benefit from the proposed activities
through the Lodi FRC programs and events: 600
Youth served through individualized case management/JDP programming and/or group
work: 30
Community Outreach Events/Activities: 10
Location Description
100 E. Pine St., Lodi, CA 95240
Planned Activities
This project will include assessments, case management, group counseling, and a
curriculum program for Lodi's at -risk youth and their family members.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
41
10
project Name
21.09 LOEL Center - Meals on Wheels
Target Area
Citywide
Goals Supported
Support Public Service Programs for Priority Populations
Needs Addressed
Services for Priority Populations
Funding
CDBG: $10,000
Description
This project will provide hot meals to seniors.
Target Date
6/30/2022
Estimate the number and type of families that will
benefit from the proposed activities
This project will benefit approximately 96 individuals.
Location Description
105 S. Washington Street, Lodi, CA 95240
Planned Activities
This project will provide home delivery of hot meals to lower-income seniors.
11
project Name
21.10 Second Harvest Food Bank — Food Assistance Program
Target Area
Citywide
Goals Supported
Support Public Service Programs for Priority Populations
Needs Addressed
Services for Children/Youth
Services for Priority Populations
Services for Homeless/At-Risk Homeless Individuals
Funding
CDBG: $10,000
Description
This project will provide healthy food to low-income families.
Target Date
6/30/2022
Estimate the number and type of families that will
benefit from the proposed activities
This project will benefit approximately 3,500 individuals.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
42
Table 9 - Project Summaries
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
43
Location Description
Various
Planned Activities
This project will provide food supplies for local nonprofit agencies to distribute, a senior
brown bag program, and a food -4 -thought program that gives healthy food to school -
aged children.
Table 9 - Project Summaries
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
43
AP -50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
While Lodi has used a needs -based strategy for the selection of projects and activities in multiple areas
of the City, the greatest need has historically been identified within the City's low-income CDBG target
area. This area consists of census tracts in which more than 50 percent of the population is low to
moderate income. The area primarily covers what is known as Lodi's east side or Heritage District. To
illustrate the CDBG target area to the public, the City has created a map representing this area for the
2019-23 Consolidated Plan (Attachment Q.
When possible, specific attention will be focused on one census tract (45.02) within the target area,
which was identified as a Racially Concentrated Area of Poverty (RCAP) and an Ethnically Concentrated
Area of Poverty (ECAP). While projects have targeted this RCAP/ECAP area in previous years, none of
this year's proposed projects target this specific census tract.
This year's proposed social service projects aim to serve at least 70 percent low- to moderate -income
persons. Most social service organizations offer their services citywide. Due to Lodi's concentrated low -
and moderate -income area, it is believed that the majority of recipients reside in the CDBG target area;
however, for purposes of this calculation, the projects are considered citywide activities and are not
included in the CDBG target area below.
Geographic Distribution
Target Area
Percentage of Funds
CDBG Target Area
%63
Citywide
%37
Table 5 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Areas of concentrated poverty generally have less private investment from financial institutions and less
capital investment for beautification and construction initiatives. This generally results in the need for
more assistance with projects that are intended to improve capital features in low-income areas. The
capital improvement project that will take place in the CDBG target area is intended to mitigate the lack
of investment for improvements to low-income areas by funding repairs to alleyways and helping to
beautify a neighborhood that otherwise might not be able to be repaired.
As mentioned earlier, the citywide activities often benefit those individuals living in the City's identified
CDBG target areas. There are often fewer basic services and retail outlets in areas of concentrated
poverty, such as grocery stores, shopping centers, and commonly needed resources. With less
competition, businesses like convenience marts and check cashing companies are able to charge more
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
44
for goods and services, and low-income people end up paying more for basic necessities. Funding
activities that assist low-income individuals helps to offset the cost burden that many might face in
these neighborhoods.
Discussion
No additional discussion.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
45
Affordable Housing
AP -55 Affordable Housing — 91.220(g)
Introduction
The City has prioritized supporting projects and programs that address affordable housing in the 2019-
23 Consolidated Plan. This prioritization is an effort to capture HUD's initiative for implementing
affordable housing programs, while also providing realistic and crucial support to individuals and
families who struggle to maintain housing due to various cost burdens and financial disadvantages.
In addition, the City has made multiple efforts to implement strategic actions to address the need for
affordable housing in the City. Actions have included applying for alternative grants, such as California's
Permanent Local Housing Allocation (PLHA), HEAP, HOME or Section 108, to bring in additional funds
that could cover a wider array of costs than CDBG funds alone.
Low-income Lodi residents often face overcrowding, overpayment, and dilapidated living conditions.
New affordable housing choices would benefit these residents by giving them alternatives to degraded
and financially draining living conditions. The City's annual CDBG allocation is an insufficient amount to
facilitate long-term and effective new affordable housing development. Other programs, such as HOME,
Section 108, and HEAP, are specifically targeted toward financing affordable housing projects; however,
no viable projects in Lodi have been able to meet either HOME or Section 108 program requirements to
date. Consequently, the City's only options for supportive housing funding come from CDBG and HEAP
grant funds.
Within the parameters of the CDBG program, the City's strategy is to help maintain the affordability of
housing for low-income homeowners, renters, individuals experiencing homelessness, and those at risk
of homelessness. The City plans to use non-CDBG funds in the 2021-22 program year to further this
goal.
Financial stability is enhanced for low-income individuals through the provision of these services, which
cover the cost of food, clothing, and other necessities that would otherwise be spent on housing costs.
Fair housing testing and tenant -landlord mediation offer solutions to discriminatory practices in housing
that may otherwise exploit low- to moderate -income tenants, allowing representation and legal services
in cases where discrimination may be present. In addition, projects such as the creation of supportive
housing units help promote financial stability for individuals who are homeless and at risk of being
homeless by offering consistent shelter, which gives the individual a better chance of being able to focus
on efforts such as employment and self-sufficiency.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
46
One Year Goals for the Number of Households to be Supported
Homeless
5
Non -Homeless
10
Special -Needs
0
Total
15
Table 6 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance
0
The Production of New Units
5
Rehab of Existing Units
10
Acquisition of Existing Units
0
Total
15
Table 7 - One Year Goals for Affordable Housing by Support Type
Discussion
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.
Additionally, 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.
During the 2021-22 program year, the City expects to finish rehabilitating 10 single-family homes and
support the construction of 5 new units of housing for homeless individuals.
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 -
improvement projects that help improve health and safety of their community.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
47
AP -60 Public Housing — 91.220(h)
Introduction
HACSJ continues to be the public housing agency serving the City of Lodi. HACSJ is independent of the City
of Lodi, and the City retains no control over its funding or implementation of programs.
In addition to the programs that HACSJ provides in the City of Lodi, the City has secured approximately
$1,250,000 in HEAP funds from the San Joaquin CoC, with which approximately five permanent
supportive housing units for low-income individuals will be constructed. Once built, this project will be
managed by the SJFH.
Actions planned during the next year to address the needs to public housing
Please refer to the HACSJ website (http://www.hacs*.org/—hacs*747/resources/agency-plans/ ) for
information on how HACSJ plans to address public housing needs.
As for the HEAP grant -funded project, the project will provide supportive housing to homeless
individuals and families, moving them from emergency shelters, the streets, or transitional housing
programs. The project is expected to be completed in 2021.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
HACSJ encourages public housing residents to participate in policy, procedure, and program
implementation and development through its Resident Advisory Board. HACSJ also distributes a
newsletter to all residents, which contains relevant news, information on training and employment
opportunities, and other community resources available to public housing residents. Public housing
residents also participate in the development of HACSJ's five-year and annual plans. The Resident
Services Division distributes a survey to prioritize resident needs and schedule short- and long-term
improvements.
Additionally, individuals living in the permanent supportive housing that is being created with HEAP
grant funds will have the opportunity to continue their progress toward stable and independent living.
The project also assists those facing a housing crisis and those who are at risk of becoming homeless,
such as people experiencing job loss or domestic violence.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
HACSJ is designated as a "High Performer."
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
M
Discussion
A wealth of information on HACSJ and its programs, housing resources, budgets, and financial planning
and reporting is available at www.HACSJ.org.
For more information on the Supportive Housing Project and the HEAP grant, please visit
https://www.hud.gov/hudprograms/supportive-housing and
https://www.bcsh.ca.gov/hcfc/aid program.html.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
49
AP -65 Homeless and Other Special Needs Activities — 91.220(i)
Introduction
According to the most recent Point -in -Time Count and survey of homeless persons performed by San
Joaquin County in 2019, Lodi has approximately 139 unsheltered homeless persons, which makes up
approximately 9 percent of the countywide total of 1,558 unsheltered individuals. In the 2017 Point -in -
Time Count, it was reported that approximately 88 unsheltered homeless individuals resided in Lodi. The
increase in Lodi's unsheltered homeless population creates an urgent need that should be addressed.
Goals to assist homeless and special needs populations for the 2021-22 program year include supporting
five homeless, six non -homeless, and four special needs households. Goals for the year also include the
production of five new housing units, specifically for households that are currently homeless, and the
rehabilitation of ten existing units for low-income homeowners.
Projects and programs that address the issue of homelessness in the City were identified as the highest
priorities by the community during the outreach conducted for this Annual Action Plan, as well as for the
2019-23 Consolidated Plan. Specifically, outreach indicated that the biggest needs for homeless
individuals include transitional, supportive, and permanent housing units as well as support for mental
health service programs and programs to prevent homelessness.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including reaching out to homeless persons (especially unsheltered persons) and assessing
their individual needs
In the 2021-22 program year, the City plans to support multiple projects and programs that work
toward assisting homeless populations. The City is collaborating with the CoC to address the increase in
homelessness by creating liaisons and committees that specifically address homelessness and funding a
wide variety of programs that support social services that work to mitigate financial instability.
The City continues to support the San Joaquin CoC with various efforts to end homelessness in the
County. The CoC is prioritizing outcomes that actively move homeless households into permanent
housing, provide actual shelter for the unsheltered homeless, and prevent households from ending up
on the streets or in shelters in the first place.
The City works with the Lodi Committee on Homelessness to assess and coordinate the needs of the
homeless population. A community-based group made up of stakeholders and private and public
institutions, the Committee on Homelessness works in coordination with the CoC to align the City of
Lodi with countywide goals that address homelessness. Members of the Lodi Committee on
Homelessness participate in CoC meetings and assist in its homeless prevention and assistance
programs. Additionally, these members assisted the CoC and County Board of Supervisors in creating a
new homeless services coordinator position. In 2018, the County hired a program administrator for
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
50
homeless services; this position aims to bring new homeless and affordable housing resources to the
county, as well as increasing coordination among local jurisdictions. The City will continue to work with
the Committee on Homelessness to reach the goals outlined by the CoC and address the priority needs
of the City's homeless population.
As described in AP -55 Affordable Housing, during the 2021-22 program year, the City expects to
construct five new units of housing for homeless individuals. Service projects the City plans to support
include Second Harvest Food Bank's food program, Ready to Work's Employment and Support Effort
program (numbers show that in past years, approximately 45 percent of the men who exited this
program were able to obtain housing), Salvation Army's Facility Repairs, and SJFH's Fair Housing
services. All of the community-based organization projects and programs in the 2021-22 program year
are intended to reduce financial burdens placed on low-income individuals to help prevent various cost
burdens that are faced by these populations, as prioritized by the development of services and actions
that help mitigate further homelessness within AP -35 Projects.
Additionally, the City has begun researching other grant sources to bring in more funds that would assist
in addressing the needs of persons experiencing homelessness in the City.
The City will continue the following:
• The City will remain involved in the County Emergency Food and Shelter Program Board, as well
as the Lodi Committee on Homelessness, which is coordinated through the Lodi Community
Foundation and includes key City staff as well as representatives from local faith -based and
community-based organizations and the general public.
• The City created a Homeless Liaison Officer position in the Lodi Police Department. The Homeless
Liaison Officer works directly with the local unsheltered homeless population to offer assistance,
connect them with available services, and find placement in shelters and more permanent
housing.
• The City supported the Board of Supervisors in its creation of a lead position at the County level
and the County now has a Program Administrator for homeless services. This position is intended
to bring new homeless and affordable housing resources to the County, increase coordination
among local jurisdictions, and help coordinate the Point -in -Time counts for the County.
• Through the Lodi Committee on Homelessness, the City continues to work with local service
providers to expand the reach and resources that they offer. This committee serves as a
community resource for local stakeholders and community members to come together once a
month with the primary purpose of discussing homeless characteristics and plan for future
initiatives to combat homelessness.
• The City will support the following: the Women's Center, which provides street outreach, gateway
services, and emergency shelter and homeless prevention; CPFSJ, host to family and youth
services, provider of case management, and employment and training services; the Salvation
Army's shelter facility; and Ready to Work, a service provider of work and training for those at risk
Annual Action Plan 51
OMB Control No: 2506-0117 (exp. 06/30/2018)
of homelessness. The City will work with local hotel/motel owners to create additional housing
and space to accommodate supportive service delivery.
• The City will support the construction of five new units of housing for homeless individuals and
the rehabilitation of 10 units for low-income homeowners to keep them in their homes.
• SJFH will be supported by the City to educate individuals and families on their housing rights and
homeless prevention.
The City worked with the CoC in the planning, execution, and reporting of the 2019 countywide Point -in -
Time Count. The information in this report helps shape the future development of County programs that
are directed toward new and viable homeless social services and housing priorities.
The City values its relationships with homeless service providers and reaches out to those providers for
input on needs surrounding homeless services and priorities, as well as community efforts to address
homelessness. Many of the homeless service providers also attend City Council meetings to offer their
feedback on the homeless population.
Additionally, the City is collaborating with the CoC, local service providers, and faith -based organizations
to better coordinate the variety of activities and services that are targeted to the homeless community.
This coordinated effort required some groups to relinquish or modify current programs to make Lodi's
overall approach more effective. For example, several churches have organized their daily breakfast and
lunch programs for the homeless so that they rotate and use the Salvation Army's facility instead of
using various parks and sites.
Addressing the emergency shelter and transitional housing needs of homeless persons
In the 2020-21 program year, the City provided CDBG funds to support the Salvation Army's Hope
Harbor Shelter facility's program operations. The City also funded the Salvation Army's HVAC and
Refrigerator Repair project in the 2020-21 program year. This project focused on repairing the Hope
Harbor Shelter's HVAC systems to allow for a more suitable environment for beneficiaries and replacing
the shelter's refrigerator, which supplies large quantities of food to those in need of emergency food
services. The City will continue to support the Salvation Army by providing funds to support internal
operations systems at the Hope Harbor Shelter and the replacement of Hope Harbor Shelter steam
table, used for serving meals. Additionally, the City will support Lodi House in purchasing a commercial -
size refrigerator and freezer to store perishable foods and beverages for homeless recipients. The City
will support services for homeless prevention outreach, services for families and youths in need, and
funding for Salvation Army's shelter administrative costs.
As of December 2019, the Homeless Liaison Officer position, created to serve as a coordinator between
homeless populations and the social services, has helped homeless persons reconnect with family and
friends, obtain shelter and health services, and align with housing programs that set them up for future
permanent housing.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
52
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City will use several strategies to assist chronically homeless persons. The following actions are
planned:
• Utilizing HEAP grants obtained by the City to begin a project focused on supplying permanent
supportive housing to chronically sheltered and unsheltered individuals. This project involves the
construction of tiny homes for homeless individuals who qualify to provide a supportive
environment to end the cycle of chronic homelessness and need for transitional housing. The City
will be researching additional funding sources to cover the total costs of the projects and to look
for funding opportunities to replicate the project in other locations.
• The City supports the Salvation Army in its provision of services. With the use of CDBG funds, the
Salvation Army Hope Harbor Shelter will be able to upgrade lighting systems, replace its steam
table for serving meals, and fund administrative purposes to allow for the smooth operation of
the shelter.
• The City will continue to support Second Harvest Food Bank, which provides food to many local
Lodi service providers that then pass this food along to individuals and families who are homeless
or at risk of homelessness. Healthy food contributes to better health and can reduce financial
stress due to medical costs, which can be a factor in homelessness.
• Similarly, the City supports the LOEL Center and Salvation Army, which provide food to extremely
low- and very low-income residents across the City. Food provision can help some residents save
funds to use on other necessities such as health and housing.
• The City will support the Women's Center by providing funding for street outreach, gateway
services, emergency shelter, and homeless prevention efforts.
• Lodi House will be supported by the City in the purchase of a commercial -size refrigerator and
freezer to store perishable food and beverages for homeless recipients.
• The City will continue to support the CoC's efforts to push for unified policies and strategies to
address homelessness in San Joaquin County. Recent actions undertaken by the CoC have
revolved around the allocation of funding sources for the following: (1) permanent supportive
housing, such as rental assistance or funds for construction of new units; (2) rapid rehousing
rental assistance for families with children; (3) low -barrier shelters that accept individuals
regardless of sobriety, age, gender, etc.; (4) homelessness prevention such as rental and utility
assistance to supply financial support for other needed activities; (5) and the propagation of
outreach and the provision of resources. Additionally, the CoC continues to promote strategies
Annual Action Plan 53
OMB Control No: 2506-0117 (exp. 06/30/2018)
and policies that local jurisdictions will adopt as part of a unified local effort to address
homelessness.
• The City is working with the Committee on Homelessness on a newly established construction
trades training program that would serve a portion of Lodi's homeless population—those with a
desire to obtain the skills necessary to seek gainful employment.
• The City, Police Department, and Committee on Homelessness created the Homeless Liaison
Officer position based on research that one-on-one assistance to homeless individuals where they
live would be helpful to getting them the resources they need. This position was created in 2017;
since that time, several volunteer police officers have joined efforts to assist the liaison officer
with his outreach and duties.
The City will support CPFSJ's Family Resource Center to provide family and youth comprehensive
services.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The City supports CPFSJ's youth programs, which promote the mental, emotional, social, and
educational well-being of Lodi's youth. In turn, these programs help young people make positive choices
about their future, including efforts at school and with career opportunities. Some of the program's
participants come from families that have experienced multigenerational poverty, and this program
contributes to ending that cycle by introducing resources that create more opportunity for the
participant.
The City is supporting the Ready to Work program, which employs, houses, trains, and provides
additional case management support to homeless and parolees so that they can have an income for
themselves and their families, develop job skills, learn how to adequately apply for and obtain a job,
transition back into society, and attempt independence from the system.
The City's LodiGRIP program assists youth who are at risk of or are associated with local gangs. Every
other month, LodiGRIP's youth attend an event at a nearby correctional facility where current inmate
mentors tell the youth about their own experiences with gangs and warn the youths about the negative
consequences of gang activity. Many participants in this program have chosen either not to enter gangs
or to separate themselves from gang involvement as a result of this program. The inmates benefit from
the program as well by feeling like they have made a difference for the participants and are able to
contribute to the community in a positive way.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
54
The City supports Second Harvest Food Bank, which gives food to families teetering on the edge of
homelessness. Additionally, some of Lodi's seniors are on limited incomes and face medical care
expenses. To assist these residents in avoiding becoming homeless due to cost burdens associated with
aging, the City provides CDBG funding to the LOEL Center to support the center's Meals on Wheels
Program. The program delivers hot and cold meals that are also tailored to the particular nutritional and
dietary needs of elderly residents. Meals are delivered directly to seniors, who are also screened for
various other needs.
The City's Committee on Homelessness is collaborating with partner organizations to establish a
construction trades training program that would be targeted to assist the homeless, at -risk youth, the
unemployed, those working in low-paying jobs, and any person seeking to obtain the skills necessary to
seek gainful employment.
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
formulate transition plans for all youth preparing for emancipation. The City will continue to work with
the Human Services Agency and the CoC members to assist youth exiting the foster care system.
Discussion
The City does not administer the Housing Opportunities for Persons with AIDS (HOPWA) program, but
there is coordination and contact with the San Joaquin AIDS Foundation and the CoC; these entities
administer those funds for the County in coordination with one another.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
55
AP -75 Barriers to affordable housing — 91.220(j)
Introduction:
Lodi's updated Housing Element (2015-23) and its Analysis of Impediments to Fair Housing both
thoroughly explore barriers to affordable housing, which are further discussed below.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment.
All communities work to make policies that promote a desirable place to live. Development reviews and
zoning codes are applied to new housing projects of varying sizes to ensure quality over time. The City of
Lodi's review process is dependent on the entitlement being requested. Atypical housing development
can require tentative and final map approval, a lengthy environmental review, public input, Planning
Commission (public hearings), and possibly City Council review. This process can often take between six
and twelve months. If they are single-family or multifamily developments, they can be required to go
through a Site Plan and Architecture Approval Committee process before approval. The development
process can be less strict for single -site, smaller developments of multifamily or single-family
development, which may only require building permits and planning check for consistency.
The City's 2015-23 Housing Element analyzes barriers to affordable housing. Relevant summaries are
below; please see the Housing Element for a full analysis.
General Plan Designations and Permitted Densities
The Land Use Element was updated as part of the comprehensive General Plan update in 2010. The
element sets forth the City's development policies. Medium- and high-density residential and mixed-use
designations all allow multifamily housing by right. The range of districts that permit residential
development and the densities they offer (2-35 units per acre) allow for a variety of housing types and
therefore do not serve as a constraint to housing development.
Smart Growth and Transit -Oriented Development
Both the General Plan, adopted in April 2010, and the Transit -Oriented Design Guidelines for Downtown
prioritize locations for high-density development.
Zoning Standards and Permitted Housing Types
The existing Development Code regulates the type, location, density, and scale of residential
development and exists to protect and promote the health, safety, and general welfare of residents. The
development standards in the City's Development Code are consistent with other cities of Lodi's size
and character and present no barriers.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
56
Development Standards
The City's development standards do not impose a constraint to achieving maximum residential
densities and are reasonably related to neighborhood quality goals and protecting the health and safety
of residents. Development standards include yards and setbacks, building coverage, lot size and lot area
per dwelling unit, building height, parking standards, and design guidelines.
Growth Management Allocation
Overall, the Growth Management Allocation Ordinance does not present a substantial constraint to
development during the 2015-23 planning period. There are more than enough available allocations to
meet housing demand.
The City's 2016 Analysis of Impediments to Fair Housing Choice discusses barriers to access adequate
and affordable housing. Relevant summaries are below; please see the Analysis of Impediments for a full
analysis.
1. Impediment: Lack of sufficient subsidized and unsubsidized affordable housing supply,
particularly for low-income special needs households and persons with disabilities.
2. Impediment: Lack of affordable units suitable for large families, resulting in a concentration of
Hispanic households in adjoining low-income census tracts, and disproportionately impacting
Hispanic households and households with large families.
3. Impediment: Lack of available rental housing subsidy for lower-income households.
4. Impediment: Lack of new or recently built multifamily units, resulting in insufficient suitable
housing stock for large families, single -parent households with additional need for housing
support, and persons with disabilities with accessibility needs, and disproportionately impacting
Hispanic family households, single -parent families, and persons with disabilities.
5. Impediment: Different origination and denial rates based on neighborhood.
6. Impediment: Lack of knowledge about the requirements of mortgage lenders and the mortgage
lending/home purchase process, particularly among lower-income and minority households.
7. Impediment: Lack of information on the nature and basis of housing discrimination and the
resources available to seek assistance.
8. Impediment: Concentration of lower-income households and minority households in less
desirable neighborhoods.
9. Impediment: Growth Management Allocation Ordinance.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
57
Discussion:
As outlined in the City's updated Housing Element (2015-23), the City intends to implement the
following programs to promote adequate housing in Lodi:
• Provide a range of housing types and densities for all economic segments of the community
while emphasizing high quality development, homeownership opportunities, and the efficient
use of land.
• Encourage the maintenance, improvement, and rehabilitation of existing housing stock and
residential neighborhoods, particularly in the Eastside area.
• Ensure the provision of adequate public facilities and services to support existing and future
residential development.
• Promote equal opportunity to secure safe, sanitary, and affordable housing for all members of
the community regardless of race, sex, or other discriminatory factors.
• Encourage residential energy efficiency and reduce residential energy use.
The following actions to address barriers are included in the Analysis of Impediments:
• 1.1 Action: The City of Lodi will continue to pursue available and appropriate state and federal
funding sources to support efforts to construct housing meeting the needs of lower-income
households. Timeline: ongoing
• 1.2 Action: The City of Lodi will continue to offer regulatory relief and incentives, such as
expediting the development review process and reducing development impact fees for the
development of affordable housing. Timeline: ongoing
• 1.3 Action: The City of Lodi will continue to ensure the availability of adequate sites for the
development of affordable housing. Timeline: ongoing
• 1.4 Action: The City of Lodi will continue to allow by right secondary residential units and
residential group homes with less than six occupants in residentially zoned areas. Timeline:
ongoing
• 1.5 Action: The City will review each development application and assess the feasibility to
partner with nonprofit developers to preserve and increase total rental housing units. Timeline:
as development applications are received
• 1.6 Action: The City will partner with the Housing Authority to ensure that special needs
populations, including single -parent female -headed households with children, persons with
disabilities, large families, and seniors, have access to affordable housing options wherever and
whenever available. Timeline: ongoing
• 1.7 Action: The City will track progress made in providing additional access to affordable housing
by both the Housing Authority and through any new or rehabilitated affordable housing projects
to ensure that special needs populations have the opportunity for improved housing choice.
Timeline: annually
• 1.8 Action: The City will continue to work with landlords and property managers to improve
conditions of existing affordable (subsidized and unsubsidized) housing stock through
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
M
enforcement of the Building Code and the Health and Safety Code, and through timely response
to complaints of poor housing quality or significant deferred maintenance. Timeline: ongoing
• 1.9 Action: The City will study the feasibility of a residential rehabilitation and improvement
grant program for low-income, which will allow low-income homeowners with disabilities and
landlords to make accessibility improvement to their homes. Timeline: Study program feasibility
within one year of adoption. If financial resources are available, develop grant program within
three years of adoption.
• 2.1 Action: The City will review all submittals for new affordable housing projects, both
multifamily and affordable for -sale projects, to identify whether the projects are proposed for
neighborhoods that have a high concentration of Hispanic population and will suggest
alternative sites for any affordable projects located in those areas. Timeline: as development
applications are received
• 2.2 Action: The City will encourage developers, nonprofits, and the Housing Authority to pursue
new and rehabilitated affordable housing options, including housing for large families in non -
minority concentrated areas. This encouragement may include predevelopment financial
assistance, streamlined development processes, property acquisition assistance, or other
regulatory relief. Timeline: ongoing
• 2.3 Action: The City will require that any affordable housing options located in non -minority
concentrated areas of the city be marketed to Hispanic households as well as to other special
needs households. This marketing will include materials printed in both Spanish and English,
public outreach efforts targeted at both Spanish and English speakers including targeted
outreach in minority concentrated neighborhoods, and an evaluation of rental practices to
ensure that no discriminatory marketing or application processes are inhibiting qualifying
Hispanic households from alternative housing options. Timeline: ongoing
• 3.1 Action: The City will continue to support the San Joaquin County Housing Authority 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, annual meetings with representatives of the Housing Authority to discuss actions the
City can take to encourage greater participation in the Voucher Program by rental property
owners, and creation and maintenance of a link to the Housing Authority's website on the City's
website. Timeline: ongoing
• 3.2 Action: The City will look into other ways to support the Housing Authority in preserving and
maintaining affordable units, including potentially providing some funding to help the Housing
Authority maintain and add subsidized units in Lodi. For instance, such maintenance could
include weatherproofing or providing health and safety upgrades to units owned and subsidized
by the Housing Authority. Timeline: currently under way and to be continued annually
• 3.3 Action: The City will evaluate the possibility for pursuing HOME Housing Partnerships
funding or other state and federal funding, either individually or in partnership with the Housing
Authority, to increase the availability and quality of affordable housing units. Timeline: Annually
Annual Action Plan 59
OMB Control No: 2506-0117 (exp. 06/30/2018)
• 3.4 Action: The City will consider partnering with nonprofit developers, where possible, to
pursue grants and other housing subsidies to construct new or rehabilitate existing units that
will be made affordable to low- and moderate -income households. Timeline: ongoing
• 3.5 Action: The City will consider programs, incentives, and enforcement options in addressing
privately owned substandard rental housing units to encourage reinvestment in the existing
rental housing stock so that more existing units may meet HUD's standards and be eligible for
Housing Choice Vouchers. Timeline: annually
• 4.1 Action: The City will review the available underutilized and vacant land inventory and
consider the viability of rezoning underutilized and vacant properties to make them eligible for
multifamily development projects. Timeline: ongoing
• 4.2 Action: The City will consider programs, incentives, and partnering with for-profit and
nonprofit developers to facilitate the planning and predevelopment of new market -rate and
affordable multifamily housing wherever possible, including underutilized and vacant infill sites.
Timeline: ongoing
• 5.1 Action: The City of Lodi will periodically monitor Home Mortgage Disclosure Act (HMDA)
data and report significant trends in mortgage lending by race, ethnicity, and neighborhood.
Timeline: Monitor HMDA on an annual basis and report significant trends to the Planning
Commission and City Council.
• 5.2 Action: The City of Lodi will track fair housing complaints and cases lodged in the city to
ensure that lenders are not violating fair housing law with discriminatory lending practices.
Timeline: ongoing
• 5.3 Action: The City of Lodi will support home purchase programs targeted to low/mod
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. Timeline: Beginning July 2016 and
reviewed annually
• 6.1 Action: The City will offer and support pre -purchase counseling and homebuyer education
programs. Timeline: ongoing
• 6.2 Action: The City will offer fair housing information to residents, free of charge, to help
ensure that both homebuyers and sellers are aware of fair housing law and antidiscrimination
requirements. Timeline: ongoing
• 6.3 Action: The City will study the potential benefit to offer and to support home purchase
programs targeted to lower-income (low and very low), large family, and minority households.
Timeline: Study program feasibility within one-year of adoption. If financial resources are
available develop home purchase program within three years of adoption.
• 7.1 Action: The City of Lodi will monitor the incidence of housing discrimination complaints and
report trends annually in conjunction with the CAPER. Timeline: Monitoring will be ongoing with
annual reports in conjunction with the CAPER.
• 7.2 Action: The City of Lodi will include a review of prior year performance regarding
affirmatively furthering fair housing in the annual planning for the use of CDBG funds. The City
Annual Action Plan 60
OMB Control No: 2506-0117 (exp. 06/30/2018)
will identify funding support that addresses the removal of impediments or advancing specific
fair housing goals. Timeline: Annually
• 7.3 Action: The City will 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 San Joaquin Fair Housing Association and other nonprofit
groups that regularly come in contact with groups at risk of housing discrimination. Timeline:
Ongoing
• 7.4 Action: The City will conduct fair housing testing at least once every two years to identify the
presence of discrimination. Testing will include at least five properties each time. In a five-year
period, at least two types of discrimination (e.g., race, disability) will be tested. The City will
consider partnering with neighboring jurisdictions to conduct regional testing and will submit a
joint Request for Proposals to agencies that have the capacity and experience to complete
testing. If a joint effort is infeasible, the City will consider other ways to ensure that
discrimination testing is occurring, either by contracting individually or by participating in
capacity building with the San Joaquin Fair Housing Association to ensure that there are no
discriminatory marketing practices in the city. Timeline: Conduct fair housing testing at least
once every two years following adoption.
• 7.5 Action: The City will continue to work with the San Joaquin Fair Housing Association 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. Timeline: Ongoing
• 8.1 Action: The City encourages a mixture of household incomes in new developments. As part
of the Annual Action Plan, the City will track changes in geographic concentrations for lower-
income and minority households. Timeline: Annually
• 9.1 Action: The City will update the Growth Management Allocation Ordinance to exempt
housing units affordable to very low- or low-income households with long-term affordability
restrictions from the allocation. Timeline: Revise Growth Management Allocation Ordinance
within a year of adoption of the Draft Housing Element.
• Additional Action: The City will use mailings to educate people about fair housing and work with
the Housing Authority to encourage a diverse applicant pool and good marketing in preparation
for when units/vouchers are available.
• Additional Action: The City will publish online the availability of housing services and programs
in the city. Once a year, the City will publish information in Spanish to inform all persons with
limited English language proficiency about the availability of housing services and programs in
the city. The City also has bilingual staff available daily during business hours to assist. Timeline:
Updates to online and bilingual information will be conduction once a year. Bilingual staff
available daily during business hours on an ongoing basis.
The City is currently working on its annual performance review for its Housing Element. A new report
was completed in 2020.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
61
AP -85 Other Actions — 91.220(k)
Introduction:
While there are several constraints to meeting the needs of low-income residents, the primary obstacle
is a lack of funding to fully address all needs. Another obstacle to meeting underserved needs is that
many available services are not immediately accessible, but rather located in Stockton, 15 miles away.
The City of Lodi works closely with the regional transit agencies to improve access, and there are several
daily public transportation linkages between Lodi and downtown Stockton. The City has also encouraged
nonprofit agencies to operate satellite offices in Lodi. For example, CPFSJ, a CDBG award recipient and
family resources nonprofit, recently opened a Lodi branch.
Actions planned to address obstacles to meeting underserved needs
In the 2021-22 program year, the City will support the following programs to address underserved
needs:
• San Joaquin Fair Housing's housing counseling services, outreach, and seminars.
• Second Harvest Food Bank's services to needy seniors, youth, and families.
• Community Partnership for Families, which serves predominantly Hispanic youth at risk of gang
influence and activities, and their families.
• LOEL Center's Meals on Wheels Programs for seniors.
• Salvation Army's steam table repairs.
• Lodi House's refrigerator and freezer replacement.
• Women's Center's homeless youth outreach
Actions planned to foster and maintain affordable housing
The City is offering one program to foster and maintain affordable housing for the 2021-22 program
year: the allocation of CDBG funds to assist in repairs and administration of the Salvation Army Hope
Harbor Shelter and Lodi Corp facilities. Along with this project, the City will continue to fund San Joaquin
Fair Housing's (SJFH) tenant/landlord law hotline, housing complaint investigations, tenant surveys, and
fair housing outreach and education through public forums.
The City expects to rehabilitate 10 single-family homes, keeping homes habitable. The City also plans to
construct five new units of housing for homeless individuals by the end of the five-year Consolidated
Plan period. With stable housing, individuals and families experiencing homelessness and poverty can
better focus on obtaining employment opportunities.
Additionally, SJFH will continue to be supported by the City to educate individuals and families on their
housing rights and homeless prevention; services are provided to the community free of charge. SJFH
ensures equal access to safe affordable housing and works to prevent housing discrimination. Services
include education on tenant/landlord rights and responsibilities, mediation in housing disputes, training
for tenant screening, rental agreements, proper notices and compliance with landlord/tenant laws,
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
62
training for tenants including how to locate rentals, proper notices to landlords, rental unit repairs, and
tenant obligations.
Actions planned to reduce lead-based paint hazards
The City will offer the following programs to reduce lead-based paint hazards:
• The City will continue 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.
• Lodi has lead-based paint hazards flyers and information at City Hall for those seeking more
information or for those who might be affected.
Actions planned to reduce the number of poverty -level families
Several City goals align with the goal of reducing poverty, including creating new 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.
The City is working to implement multiple projects to reduce the number of families at the poverty level:
• The City will coordinate with various public service providers to allocate CDBG funds that aim to
support priority populations. In the 2021-22 program year, the City will support the following
public service providers:
o LOEL Center
o Community Partnership for Families
o Second Harvest Food Bank
• The City is addressing homelessness and supportive housing by securing over $1,250,000 in HEAP
funds from the San Joaquin CoC, a project accomplished through coordination of City staff, HACSJ,
and members of the Lodi Committee on Homelessness through an application process to the CoC.
• The City expects to rehabilitate 10 single-family homes for low-income homeowners and
construct 5 new units of housing for homeless individuals. With stable housing, individuals and
families experiencing homelessness and poverty can better focus on obtaining employment
opportunities.
• As a response to the COVID-19 pandemic, the City is making a portion of CDBG-CV HUD funds
available to support a Small Business Assistance (SBA) program. The program aims to assist small
businesses with:
o Payment of lease/rent/mortgage and/or utilities (up to four months, including future
payments and in arrears).
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
63
o Costs associated with complying with public health orders (e.g., moving operations
outside) for businesses and nonprofits.
o Supplies and materials to help prevent the spread of COVID-19 (e.g., sanitizer, masks,
plexiglass).
Actions planned to develop institutional structure
In 2021-22, the City will continue to support and assist the service providers, as listed in AP -38, and to
assess changes in needs on an ongoing annual basis.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City will continue to participate in regional coordination of services through the Emergency Food
and Shelter Program Board and other networking opportunities.
Discussion:
No additional narrative.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
64
Program Specific Requirements
AP -90 Program Specific Requirements — 91.220(1)(1,2,4)
Introduction:
The City anticipates receiving no program income, surplus funds, returned funds, or float -funded income
in the next program year. While the City has worked to find projects that meet Section 108 funding, no
projects or funds are anticipated this year.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before 0
the start of the next program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be 0
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the 0
planned use has not been included in a prior statement or plan.
5. The amount of income from float -funded activities 0
Total Program Income 0
Other CDBG Requirements
1. The amount of urgent need activities
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit — A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action
Plan. 70.00%
Discussion:
The City calculates its benefit to low- and moderate -income persons on an annual, one-year basis.
Annual Action Plan
OMB Control No: 2506-0117 (exp. 06/30/2018)
65
RESOLUTION NO. 2021-130
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE
FINAL 2021-2022 ANNUAL ACTION PLAN FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
WHEREAS, the Department of Housing and Urban Development (HUD) has determined
that the City of Lodi, California, is a Community Development Block Grant (CDBG) entitlement
community; and
WHEREAS, the City of Lodi, California, has created an Annual Action Plan which is
required by HUD in order for local jurisdictions to receive federal housing and community
development funds under the CDBG Program; and
WHEREAS, the City of Lodi, California, will receive a federal CDBG allocation for Fiscal
Year 2021-2022 in the amount of $659,204; and
WHEREAS, the final Annual Action Plan provides a one-year outline of the recommended
projects, activities, and programs to be funded and completed in the 2021-2022 program year;
and
WHEREAS, the notice of funding availability for CDBG funds was properly advertised and
noticed in the paper, City Hall, and on the City's website, along with notice of an application
workshop and community needs workshop, which were held on December 8, 2020, at a regularly
scheduled Lodi Improvement Committee meeting; and
WHEREAS, the draft 2021-2022 Annual Action Plan was noticed and made available to
the public for review and comment beginning April 6, 2021, and was made available for a minimum
of 30 days; and
WHEREAS, the City of Lodi held, with proper notification, a public hearing at a City Council
meeting on April 21, 2021 to receive comments from the public regarding the projected use of
CDBG funds for the 2021-2022 program year, to provide the public with adequate information
concerning the amount of funds available for community development activities, the range of
eligible activities, and other important requirements; and
WHEREAS, the City of Lodi, California, has received public input regarding the proposed
use of CDBG funds; and
WHEREAS, on May 5, 2021, the City Council held, with proper notification, a public
hearing to review and approve a final 2021-2022 Annual Action Plan; and
WHEREAS, included within the draft Annual Action Plan document, City staff provided
recommendations for allocations for activities to be funded in the 2021-2022 program year; and
WHEREAS, City Council has recommended the following allocations for projects to be
completed in the 2021-2022 program year:
Program Administration
CDBG Program Administration ($113,841)
San Joaquin Fair Housing ($18,000)
City Capital Projects
Public Works - Alley Improvements ($413,147) (2 Projects)
CBO Capital Projects
Salvation Army — Replacement of Hope Harbor Shelter steam table, used for
serving meals ($5,436)
Lodi House — Purchase of a commercial -size refrigerator and freezer to store
perishable foods and beverages for homeless recipients ($9,900)
City Service Programs
Graffiti Abatement ($30,000)
CBO Service Programs
LOEL Foundation - Meals on Wheels Program ($10,000)
Second Harvest Food Bank - Food Assistance Program ($10,000)
Women's Center - Homeless Youth Outreach & Engagement ($10,000)
Community Partnership for Families - Family/Youth Resource Center ($25,000)
Salvation Army - Hope Harbor Operations ($13,880)
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Lodi does
hereby approve the final 2021-2022 Annual Action Plan which includes the recommended federal
allocations of CDBG funds for Fiscal Year 2021-2022 in the amount of $659,204, as indicated
above.
Dated: May 5, 2021
I hereby certify that Resolution No. 2021-130 was passed and adopted by the City
Council of the City of Lodi in a regular meeting held May 5, 2021, by the following vote:
AYES: COUNCIL MEMBERS — Chandler, Hothi, Khan, Kuehne, and
Mayor Nakanishi
NOES: COUNCIL MEMBERS — None
ABSENT: COUNCIL MEMBERS — None
ABSTAIN: COUNCIL MEMBERS — None
J NNIFE USMIR
,` City Clerk
2021-130
CAj
Memorandum
To: Chief Sierra Brucia
From: Lieutenant Eric VerSteeg
Date: May 4, 2021
Re: Graffiti Abatement
ITEM G-2
Lodi Police Department
Sierra Brucia
Chief of Police
This memorandum is in response to a question posed by the City Manager. He seeks to determine
whether the Broken Windows Theory is still valid. This was the result of a discussion with City
Council, and an attempt to determine whether the City should maintain funding for the Graffiti
Abatement program.
Research into this topic showed two types of graffiti. While illegal, some artists use graffiti as a
medium for creative expression. The other type of graffiti is typically ugly, destructive, negative, or
serves as a form of communication for gang members. The latter is the focus of this memorandum.
In brief, the Broken Windows Theory states that serious crime has roots in disorder. If that disorder
was addressed, it would serve to reduce crime. Crimes of disorder would typically include graffiti,
vandalism, litter, and other lower levels of crime. The theory had a major impact in the 1990s,
particularly in New York City. Implementation of the program found significant success, and the
concept soon spread throughout the country.
Nearly 30 years later, researchers at Northeastern University conducted a meta-analysis of 300
studies and concluded that graffiti and abandoned buildings do matter, but not in the way that the
Broken Windows Theory believed2. Another concern with the theory is how it has affected modern
policing. It has led to feelings of over -policing in low-income and diversified communities3. One of
the founders of the theory later expressed concern about the theory. He did not believe in the "stop
and frisk" tactics that it led to, and felt that the theory must be carefully implemented to be done
correctly, to ensure that "the police do not become the agents of neighborhood bigotry"4.
Though there may be cracks in the Broken Windows Theory, the specific crime of gang graffiti
should still be considered.
On the LAPD's websites, they express concern about the "inherent violence" in gang graffiti. It
identifies the entire neighborhood as associating with that gang and increases the likelihood of
violence against an innocent citizen. Gang graffiti is a form of communication with their members
and represents challenges to their enemies. It can indicate future criminal activity or crimes that
have already been committed. The cumulative effect also causes graffiti to spread into previously
unaffected neighborhoods6. The Department of Justice recommends addressing gang graffiti when
addressing gang problems'. The National Neighborhood Watch program suggests that the
government work with crime prevention to curb gang activities, in part through graffiti eradication$.
The City of Lodi is not immune to gang graffiti. A recent incident illustrates this, with "tagging" that
occurred in several parts of the Eastside community in April of 2021:
w
In 2020, LPD documented 37 incidents of "tagging" or graffiti. Not all incidents were gang -related,
but many appeared to be.
Other community models exist that can take the place of a graffiti abatement program. These can
include "adopt a wall" or groups of volunteers that check their neighborhoods for graffiti. The
benefit, however, of a formal graffiti abatement program is the quick and reliable response that
helps prevent additional graffiti. Graffiti eradication that depends upon the property owner may be
delayed significantly, particularly for rentals or abandoned properties.
The part of Broken Windows Theory that works? Fixing broken windows. In this case, removing
vandalism.
In 2008, Dutch researchers conducted a study9 which showed evidence that in areas with graffiti
and litter, more thefts and littering occurred than in areas without graffiti and litter. In this study, they
found that thefts increased by 27% in an area in which graffiti and litter were present. They also
discovered that in areas with graffiti, people were twice as likely to litter than in areas without graffiti.
In 2009, the city of Paramount struggled with thousands of instances of tagging'0. Utilizing a web -
based tracking system, they eventually began identifying the taggers, associating them with their
vandalism, and aggressively prosecuting them. Between 2015 and 2018, the city had reduced
graffiti by 68%. There was also a 93% 10 -year decrease in gang -related crimes and a 63% yearly
decrease in gang -related crimes.
A 2015 study" in Vancouver showed a strong correlation between graffiti and violence.
In cities such as Portland, Oregon, and Seattle, Washington, "city governments have placed
increasing responsibility for cleaning up graffiti on private property onto property owners"12.
According to Portland's website, there has been a 394% increase in graffiti in the last year. As a
result, they have reallocated $150,000 in contracts for graffiti abatement.
A common-sense approach to tackling gang crime includes addressing graffiti. This was the
approach taken by East Palo Alto in 200813 and Fairfax Virginia in the same year 14. Continued
intemet searches for similar programs yielded consistent results.
In sum, there are questions about the validity of the Broken Windows Theory as a whole, however,
proactive graffiti reduction provides a tangible benefit to the community. Graffiti abatement is an
effective tool in reducing gang crime, particularly when coupled with other tactics such as
aggressive enforcement, prosecution, and youth intervention.
1. https://www.britannica_cam/topic/broken-windows-theory
2. https://www.annualreviews.org/doi/abs/'I Q 1 146/annurev-cdminol-01 1518-
024638?journa(Code=cri mi nol
3. https://news.northeastern.edu/2019/05/15/northeastern-Liniversity-researchers-find-little-
evidence-for-broken-windows-thea -sa -nei hborhood-disorder-doesnt-cause-
cri me/#:—: text=Now%2C%20Northeastern°/420resea rchers%20say%20they, a°/`201owe r°/o2 Q
opinion%20of%20their
4. https://www.npr.o[g/2016/11 /Q1 /500104506/broken-windows-policinq-and-the-origins-of-
stop-and-frisk-and-haw-it-went-wrong
5. https://www.lapdonline.orq/la gangs/content basic view/23471
6. https://www.in.,qovliifc/€iles/Community Graffiti Information Bulletin.pdf
7. htti2s://www.ojp.gov/pdffiles/156059.Of
8. https://www.nnw.org/publication/deterring-pangs-your-neighborhood-turf
9. https:/Iwww.livescience.comf7599-graffiti-triggers-crime-litterigghtml
10. https://www. police1.com/police-products/intelligence-led-policing/articles/how-one-
com mun ity-red a ced-crime-L€s inq-g rafFti-analysis-icJtpotfkZsOiSb51
ll.https://www.researchgate.netfl)ublication/275210172 The Pen or the Sword A Situated _
Spatial Analysis of Graffiti and Violent Injury in Vancouver British Columbia
12. tittps://v ww.researchgate.net/publication/324708268 Geographies of Graffiti Abatement
Zero Tolerance in Portland San Francisco and Seattle
13. litti)s://ojidp.omp.gov/funding/awards/2008-il-fx-0038
14. https://oildp.oip.gov/fending/awards/2008-II-fx-0530
3
CDBG Final Annual Action Plan
Program year 2021-2022
al
Building Better Neighborhoods
Presented by
Community Development
Neighborhood Services Division
May 5, 2021
CDBG Purpose
11000
Building Better Neighborhoods
The purpose of the Community Development Block
Grant (CDBG) program is to revitalize low- and
moderate -income neighborhoods, to expand affordable
housing and economic opportunities and to improve
community facilities and services.
CDBG objectives include:
Assisting low to moderate income residents
Preventing slum and blight
Providing decent housing
Ensuring suitable living environments 1
Supporting community development
activities
Supporting public services
Final 2021-2022 Annual Action Plan
Each year the City is required to prepare an Annua
Action Plan which is then submitted to the Departure
of Housing and Urban Development (HUD) to receive
CDBG entitlement funds.
►The Annual Action plan provides:
Detailed descriptions of the program
year's budget.
► Projects that will be funded through
CDBG funds for that year.
Description of community development
and housing -related updates and plans
for the program year.
Annual Action Plan Process
1Q03v
Building Better Neighborhoods
The Final Annual Action Plan contains recommendations for
CDBG-funded activities to meet the needs identified in the fiv
year Consolidated Plan. Activities are selected through the
following process:
City staff gathers public comment on community
needs and recommended activities to meet those
needs.
CBO Applications for funds are
Lodi Improvement Committee
City -sponsored applications.
scored by staff and the
(LIC). Staff reviews
Activities that further the City's five-year
Consolidated Plan goals and meet priority comr
needs are given the highest priority for funding
,r Recommendations are presented to Council for
approval.
► April 21, 2021 Council Approved the Draft 2
2022 AAP
► May 5, 2021 Final 2021-2022 AAP presented
Council
Community Engagement
►2021-2022 Annual Action Plan Community Engagement
efforts included the following:
A public notice released on November 25 that included
notice of:
Community Needs/NOFA Workshop - December 8
NOFA release - December 16
A public notice released on February 23 that included
notice of:
Lodi Improvement Committee Application Scoring Meeting -
March 9
A public notice released on April 6 that included notice of:
30 -Day Public Review Period -April 6 to May 5
Public Hearing - April 21
Public Hearing - May 5
The public was able to comment on the Annual Action Plan
during the public review period and are able to comment at
both public hearings
2021-2022 CDBG Budget
I CI Q 0
Building Better Neighborhoods
►HUD has notified the City that it will be receiving
$659,204 in 2021-2022 entitlement CDBG funds.
The program year will begin on July 1, 2021.
• 15% Cap on Public Service Activities
• 20% Cap on Planning and Administration
Administration $131,841 (20% Cap)
Public Service $98,880 (15% Cap)
Capital Projects $428,483
TOTAL $659,204
00081
2021-2022 Final Funding Building Better Neighborhoods
Recommendations
► PROGRAM ADMINISTRATION
City Program Administration ($113,841)
San Joaquin Fair Housing ($18,000)
► CITY CAPITAL PROJECTS
- Public Works - Alley Improvements ($413,147)
► C6O CAPITAL PROJECTS
Salvation Army - Hope Harbor Shelter steam table for
serving meals ($5,436)
Lodi House - Purchase a commercial refrigerator and
freezer for food for homeless recipients ($9,900)
0000
Building Better Neighborhoods
2021-2022 Final Funding
Recommendations (Cont'd)
► CITY SERVICE PROGRAMS
• Graffiti Abatement ($30,000)
► CBO SERVICI PROGRAMS
LOEL Foundation - Meals on Wheels Program ($10,000)
Second Harvest Food Bank - Food Assistance Program ($10,000)
Women's Center - Homeless Outreach Et Engagement ($101000)
Community Partnership for Families - Family Resource Center
Et Youth Program ($25,000)
Salvation Army - Hope Harbor Operations $13,880
Recommended Action
r�
0-4000
Building Better Neighborhoods
�19
Adopt a resolution approving the final 2021-2022
Annual Action Plan for the Community
Development Block Grant (CDBG) program.
Upcoming Timeline:
Submit to HUD by May 15, 2021
Program Year Begins: July 1, 2021
Questions or Comments?
1
SUBJECT:
NOTICE OF THE REVISED 30 -DAY REVIEW PERIOD OF THE DRAFT 2021-22 ANNUAL
ACTION PLAN AND TWO PUBLIC HEARINGS: 1) FORTHE APPROVAL OF THE
DRAFT 2021-22 ANNUAL ACTION PLAN AND 2) FOR THE APPROVAL OF THE FINAL
2021-22 ANNUAL ACTION PLAN FOR TIIE COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM
PUBLISH (DATES): April 6, 2021
ACCT#: 20104930
TEAR SHEETS WANTED: 1 EXTRA (ONLY)
DELIVER TO: Community Development Dept.
AFFIDAVIT & BILL TO: Community Development - CDBG
City of Lodi
221 W. Pine Street
Lodi, CA 95241
DATE: April 6, 2021 ORDERED BY: Patrice Clemons
TITLE: CDBG Program Specialist
DECLARATION OF POSTING
NOTICE OF PUBLIC HEARING TO CONSIDER ADOPTING RESOLUTION
APPROVING DRAFT 2021-22 ANNUAL ACTION PLAN AND PUBLIC HEARING TO
CONSIDER ADOPTING RESOLUTION APPROVING FINAL 2021-22 ANNUAL
ACTION PLAN FOR COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
PROGRAM
On Thursday, April 8, 2021, in the City of Lodi, San Joaquin County, California, a Notice
of Public Hearing to consider adopting resolution approving Draft 2021-22 Annual Action
Plan and Public Hearing to consider adopting resolution approving Final 2021-22 Annual
Action Plan for Community Development Block Grant (CDBG) Program (attached and
marked as Exhibit A) was posted at the following locations:
Lodi City Clerk's Office
Lodi City Hall Lobby
Lodi Carnegie Forum
WorkNet Office
I declare under penalty of perjury that the foregoing is true and correct.
Executed on April 8, 2021, at Lodi, California.
6;ANIFE USMIR
CIL22�
TY CL K
ORDERED BY:
JENNIFER CUSMIR
CITY CLERK
KAYLEE CLAYTON
ADMINISTRATIVE CLERK
N:\Administration\CLERK\Public Henri ngs\AFFADAVI'rS\D ECPOSTCDD.DOC
LEGAL NOTICE
NOTICE OF THE REVISED 30 -DAY PUBLIC REVIEW PERIOD OF THE DRAFT 2021-22
ANNUAL ACTION PLAN AND TWO PUBLIC HEARINGS: 1) FOR THE APPROVAL OF THE
DRAFT 2021-22 ANNUAL ACTION PLAN AND 2) FOR THE APPROVAL OF THE FINAL
2021-22 ANNUAL ACTION PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT
PROGRAM
NOTICE IS IIEREI3Y GIVEN that a revised 30 -day public review and comment period for the 2021-22
draft Annual Action Plan for the Community Development 13lock Grant (CD13G) program will commence
on April 6, 2021 and will continue until May 5, 2021.
The program provides funding for activities that benefit low-income persons, eliminate slung or blight,
and/or serve an urgent need. Eligible activities include property acquisition, public improvements,
housing rehabilitation, economic development, and public services.
The City has developed an Annual Action Plan that describes how the City will utilise program funds for
eligible activities during the 2021-22 program year. The plan can be amended as needed to reallocate
funds to housing and community development activities. The 2021-22 Annual Action Plan will be made
available to the public for at least 30 days before adoption by the City Council. The docllnlent will be
released on April 6, 2021, for public review and comment and will be made available electronically on
the City's Co111111t11lity Development website: 11ttp://www_ .lodi.gov/183/Community-Development-Block-
Grant-Progra.
NOTICE IS HEREBY GIVEN that an initial public hearing will be held on Wednesday, April 21,
2021, at 7:00 p.m.. or as soon thereafter as the natter may be heard at a regularly held Lodi City
Council meeting to consider the approval of the CDI3G draft 2021-22 Annual Action Plan (Plan), as well
as to allow for public comment on the Plan.
NOTICE IS I-IEREI3Y GIVEN that a second public hearing will be held on Wednesday, May 5, 2021,
at 7:00 p.m.. or as soon thereafter as the platter may be heard at a regularly held Lodi City Council
meeting to consider the approval of the CDBG final 2021-22 Annual Action Plan, as well as to allow for
public comment op the Plan.
Effective immediately and while social distancing measares ru•e imposed, all meetings of the Lodi City
Council will be held virtually. All Council Members will appear telephonically or via Zoom. To access
this virlual meeting's login details, as well as the meeling agenda, please visit the following Web address:
iittps://www,lodi.gov/A goy/AgendaCenterlSearelll7terin=&Cl s=5 &start Date=&e lid Date=&date- anae=&date/AgendaCenterlSearelll?term=&Cl s=5 &start Date=&e lidDate=&date- anae=&date
Selector=
The City will receive $659,204 in CDBG funds for the 2021-22 program year. The CDBG program is
funded by the U.S. Department of I -lousing and Urban Development (I-IIJD). The program provides
funding for activities that benefit low-income persons, eliminate slung or blight, and/or serve an urgent
need. Eligible activities include property acquisition, public inlprovenlents, housing rehabilitation,
economic development, and public services.
The purpose of these public hearings will be to present the 2021-22 Annual Action flan to City Council
far their appMval, as well as to give citizens an opportunity to make their comments known regarding
community needs, goals, and potential activities to be funded under the COBG program. If you are unable
to attend the public hearings, you may direct written comments to the following address:
Community Development Department
ATTN: Patrice Clemons
City of Lodi, PO Box 3006,
Lodi, CA 95241
Or you may telephone (209)269-4529 or email councilcomments@lodi.gov. In addition, information is
available for review on the City's website and by e-mail request. The City of Lodi has closed its public
counters and adjusted service levels due to the COVID-19 pandemic. Additionally, City 1 -fall is closed
every other Friday. Please contact the following program staff if you have any questions:
Patrice Clemons
CDBG Program Specialist
pclemons@Indi.gOV
(209)269-4529
Notice of Non -Discrimination on the Basis of Disability and Reasonable Accommodation
The City promotes fair housing and makes all its programs available to low- and moderate -income
families regardless of age, race, color, religion, sex, national origin, sexual preference, marital status or
handicap.
The City of Lodi docs not discriminate in admission or access to, or treatment or employment in, its
federally assisted programs and activities on the basis of disability. Reasonable accommodations will be
made available to the disabled, upon request. Translators/translation services are also available upon
request. Any questions, concerns, or requests related to these notices should be directed to the following
person: Patrice Clemons, (209) 269-4529.
Persons with hearing impairment, please use the California Relay Service (CRS) 7-1-1.