HomeMy WebLinkAboutAgenda Report - September 27, 2022 B-01 SM_[.N CITY OF
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CALIFORNIA
AGENDA ITEM B-01
COUNCIL COMMUNICATION
AGENDA TITLE: Public Hearing to Consider Adopting a Resolution of the Lodi City Council Approving the
2021-22 Community Development Block Grant (CDBG) Consolidated Annual
Performance and Evaluation Report (CAPER)
MEETING DATE: September 27, 2022
PREPARED BY: Community Development Director
RECOMMENDED ACTION: Public hearing to consider adopting a resolution of the Lodi City Council
approving the 2020-21 Community Development Block Grant (CDBG)
Consolidated Annual Performance and Evaluation Report (CAPER) and
Amendment No. 2 to the Citizen Participation Plan).
BACKGROUND INFORMATION: A public hearing is required as part of the federal requirements under the
U.S. Department of Housing and Urban Development (HUD) for the
Community Development Block Grant (CDBG) program.
The 2021-22 CAPER (Exhibit A) describes the programs and activities accomplished during the City's 2021-22
program year, which is from July 1, 2021, to June 30, 2022. The City received $668,918 in CDBG entitlement
program year funds. In May 2021, the City adopted its 2021-22 Annual Action Plan (AAP). The AAP identifies
the project and programs selected to implement strategic plan goals during the 2021-22 program year. In the
2021-22 program year, the third year of implementing its five-year 2019-2023 Consolidated Plan, the City
made progress toward reaching seven of the eleven goals listed in the Consolidated Plan. Goals were met
through the program outcomes and by conducting program planning for future projects and activities.
The strategic plan section of the five-year Consolidated Plan identified eleven goals for addressing community
needs and priorities, including the recently added COVID-19 related goal. This past year's activities resulted in
addressing eight of the established goals, which are listed below:
Goal 1: Promote Safer Neighborhoods
Goal 3: Infrastructure and Facility Improvements
Goal 4: Increase and Maintain Supply of Affordable Supply
Goal 6: Support Public Service Programs for Priority Populations
Goal 7: Affirmatively Further Fair Housing
Goal 9: Support Programs and Projects that Reduce and Prevent Homelessness
Goal 11: COVID-19 Preparation, Prevention, and Response
The City intends to address the other three strategic plan goals—Goal #2 (Improve Community Parks and
Green Space in CDBG Target Area), Goal #5 (Build Capacity in CDBG Target Area), Goal #8 (Improve
2021-22 CAPER
September 27, 2022 Shirtsleeve Special City Council Meeting
Page 2 of 2
Housing Affordability), and Goal #10 (Create and Promote Housing for Homeless Populatlons)—in future
program years.
The public review and comment period for the draft CAPER began September 10, 2022, and ended on
September 25, 2022, at 5:00 p.m. Staff will gather any public comments received during the review and
comment period as well as during the public hearing and add to the CAPER prior to submission to HUD.
Staff recommends City Council consider adopting a resolution approving the 2021-22 CAPER and authorizing
the submission to HUD.
FISCAL IMPACT: Not applicable.
FUNDING AVAILABLE: The CAPER documents are being completed as an administrative activity
that is funded through the CDBG administrative allocation from HUD and
already included in the Community Development Department 2022-23
approved budget.
John. Della Monica, Jr.
Com unity Development Direct r
Attachments:
Exhibit A: 2021-22 CAPER
w&a
-I
2021M
CDBG
Consolidated Annual
Performance and Evaluation
Report
Community Development Department
Neighborhood Services Division
Table of Contents
CR -05 - Goals and Outcomes........................................................................................................................2
CR -10 - Racial and Ethnic Composition of Families Assisted......................................................................13
CR -15 - Resources and Investments 91.520(a)..........................................................................................15
CR -20 - Affordable Housing 91.520(b)........................................................................................................17
CR -25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ....................................20
CR -30 - Public Housing 91.220(h); 91.320(J)...............................................................................................24
CR -35 - Other Actions 91.220(J) -(k); 91.320(i)-(J)........................................................................................
25
CR -40 - Monitoring 91.220 and 91.230.......................................................................................................30
CR -45 - CDBG 91.520(c)..............................................................................................................................33
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CR -05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a)
The 2021-22 program year constitutes the City of Lodi's third year implementing the 2019-23 Community Development Block Grant (CDBG) Consolidated
Plan, as amended on December 22, 2020. During this program year, CDBG-funded projects and programs were executed within the City with the
intention of achieving the goals outlined in the Strategic Plan section of the Consolidated Plan and addressing the impacts of the COVID-19 pandemic.
These projects and programs were carried out by City staff, contractors, and subrecipients of CDBG funds.
This year's activities resulted in addressing nine of the eleven goals outlined in the Strategic Plan section of the 2019-23 Consolidated Plan, as follows:
• Goal #1: Promote Safer Neighborhoods
• Goal #3: Infrastructure and Facility Improvements
• Goal #4: Increase and Maintain Supply of Affordable Housing
• Goal #6: Support Public Service Programs for Priority Populations
• Goal #7: Affirmatively Further Fair Housing
• Goal #10: Create and Promote Housing for Homeless Populations
• Goal #11: COVID-19 Preparation, Prevention, and Response
While the City's efforts during the 2021-22 program year did not target Goal #2, Goal #5, Goal #8, or Goal #9, the City intends to address these goals in
future program years during the 2019-23 Consolidated Plan program period.
The following summarizes the City's 2021-22 CDBG-funded activities and how they aligned with the priority needs and goals in the 2019-23 Consolidated
Plan.
Priority Need — Safer Neighborhoods and More Resident Pride
Graffiti Abatement
The City of Lodi's Graffiti Abatement program has helped reduce blight by cleaning up tagged properties in the low- and moderate -income CDBG target
areas. Within the last four program years, over 99 percent of abatements were completed the same day they were reported, which benefits not only
the property but prevents secondary tags. The program runs year-round and has helped preserve neighborhood property values and maintain housing
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stock in the City. The Graffiti Abatement program removed 1,536 instances of graffiti in the CDBG target area throughout the program year, benefitting
the approximately 20,000 individuals living in the CDBG target area.
Priority Need — Improvements to Infrastructure and Facilities Access
Steam Table Replacement
The Salvation Army serves persons experiencing homelessness through the Hope Harbor Shelter and Lodi Corps Facility, the latter which stores food
donations. CDBG funds were 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.
Refrigerator and Freezer Replacement
Lodi House purchased a commercial refrigerator and freezer to support the facility's five -day -a -week structured nutrition program.
Alley Improvements Project
The City of Lodi's Alley Improvements Project has continued despite delays from the COVID-19 pandemic. Construction has begun on Central Avenue,
between Walnut Street and Oak Street to lay a 12" diameter storm drain line.
Priority Need — Services for Priority Populations
Meals on Wheels
The LOEL Senior Center served 128 seniors, thus exceeding its initial goal of 100 unduplicated seniors; all 128 recipients reported having a disability. This
meal program provides a hot nutritious meal five days a week to homebound seniors. As the meals are brought to each door, the recipient receives daily
nutrition, socialization, and a welfare checkup to make sure they are not in need of some urgent or serious assistance. In some instances, in 2020, the
meal delivery person aided the senior in a medical emergency.
Food Assistance Program
The Second Harvest Food Bank served a total of 2,456 unduplicated individuals and their family members, falling short of its goal of 3,500 persons.
Additionally, many families visited the food bank and its nonprofit partners repeatedly throughout the year. About 99 percent of participants in the
program were identified as "extremely low income," indicating an annual income of less than 30 percent of area median income (AMI). This food
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distribution is accomplished through a three-part program, which provides 1) food to low-income families; 2) groceries to youth who participate in the
Boys and Girls Club; and 3) supplemental groceries for seniors at the LOEL Senior Center.
Priority Need — Services for Children/Youth
Family Resource Center and Youth Program
The Community Partnership for Families of San Joaquin (CPFSJ) provided services through the Family Resource Center and Youth Program. These
services were aimed at addressing youth financial self-sufficiency, employment, gang involvement, academic struggles, mental health issues, substance
abuse issues, and more. During the program year, the organization exceeded the number of projected individuals (176) served by providing 310
unduplicated individuals with intake assessments and mentoring activities and events. CPFSJ was able to exceed its goal by 80 percent due to its
partnership and colocation with Lodi Adopt -A -Family, which allowed CPFSJ to assess and offer services to many more families.
Priority Need — Improvements to Housing Conditions
Residential Repair Program
The City of Lodi provided grants to seven single-family homeowners who needed financial assistance to make minor interior and exterior repairs.
Contractors have been selected and repairs are scheduled to be completed within the calendar year. Repairs will include exterior paint, window
replacement, concrete pathway replacement, installation of smoke alarms and carbon monoxide detectors, HVAC replacement, termite remediation,
and lead abatement. The City intended to assist 10 households; however, six of the participating homes required significant lead abatement, which
increased costs and resulted in only seven homes being assisted.
Priority Need — Support Fair Housing Services
Fair Housing Services
Fair housing is the right to choose housing free from unlawful discrimination. SJFH provided fair housing assistance, including education, counseling, and
mediation services, to the residents of San Joaquin County. SJFH assisted 1,197 Lodi residents in the program year. The program goals are to assist in the
event of potential fair housing violations, and to teach and advocate tenant and landlord rights and responsibilities regarding providing and maintaining
adequate and safe housing. SJFH helped mediate conflicts between tenants and landlords and provided educational opportunities, including outreach
at an LIC meeting. By educating both tenants and landlords, the program worked to mitigate housing discrimination in Lodi and to promote fair housing
choice regardless of a person's disability, religion, race/ethnicity, color, country of origin or ancestry, age, sex, gender identification/expression, familial
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status, source of income, marital status, or sexual orientation. SJFH was able to exceed its goal due to the increased demand for services caused by the
COVID-19 pandemic and with the additional assistance of CDBG-CV funding.
Priority Need — COVID-19 Preparation, Prevention, and Response
Small Business Assistance (Urgent Need)
The City of Lodi provided 18 small businesses with emergency grant funding to assist with business losses they incurred due to COVID-19 public health
order shutdowns. These funds were used to pay commercial rent or mortgage, utilities, and for supplies to prevent the spread of COVID-19. In total,
approximately $155,000 was distributed to businesses in need of assistance.
Small Business Assistance (LMI)
The City of Lodi provided six small businesses that serve low- and moderate -income (LMI) households in Lodi with emergency grant funding to assist
with business losses incurred as a result of the COVID-19 public health order shutdowns. These funds were used to pay commercial rent or mortgage,
utilities, and for supplies to prevent the spread of COVID-19. In total, approximately $55,000 was distributed to businesses in need of assistance.
Rental Assistance
The Central Valley Low Income Housing Corp. (CVLIHC) provided rental assistance to nine persons from January 1, 2021, to June 30, 2021, who were
unable to pay all or part of their monthly rent. This was only 12 percent of CVLIHC's goal of providing rental assistance to 100 persons. CVLIHC noted
that it has not received many qualifying applications for the program and as such has not been able to serve the projected number of people. This activity
has been extended to September 30, 2021, and CVLIHC and the City of Lodi are working to make the program known to Lodi residents in need of
assistance.
The Salvation Army provided rental assistance from January 1, 2021, to June 30, 2021, to 149 persons who were unable to pay all or part of their monthly
rent. This is 248 percent of its goal of serving 60 persons. This program has also been extended to September 30, 2021, to allow for the continued
expenditure of rental assistance funds. This program performed better than CVLIHC's program, due to the established presence of The Salvation Army
in the City of Lodi. The Salvation Army exceeded its goal due to establishing a conservative estimate of the number of people it could serve at the
beginning of the program year. There are many variables in the rental assistance process that may change the number of people ultimately served,
including household size, monthly rental price, and the number of months that households are assisted.
Food Insecurity
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To address the increased number of households needing food during the COVID-19 pandemic, The Salvation Army utilized CDBG-CV dollars to fund the
delivery costs of their weekly food box program. Ultimately, The Salvation Army provided 10,553 food boxes to 1,068 Lodi residents from January 1,
2021, to June 30, 2021. The program exceeded its goals and CDBG-CV funds allowed the program to meet the increased needs of the community.
Overnight Shelter
The Salvation Army utilized $5,250 in CDBG-CV grant funds to offset the cost of lost Emergency Food and Shelter Program (EFSP) grant funding due to
the temporary closure of its overnight shelter beds and public meal service. On January 7, 2021, The Salvation Army was forced to suspend overnight
shelter beds for 18 individuals and cease public meal service to approximately 100 clients for a period of two weeks due to five key staff members from
the shelter needing to be quarantined due to COVID-19 concerns. The inability to provide 252 bed nights (18 clients x 14 nights) and 1,400 hot meals
(100 clients average per night/100 meals per night x 14 nights) caused the shelter to be ineligible for $5,250 worth of EFSP grant per diem funds that are
applied to the overall shelter budget. These CDBG-CV funds were used toward the current operational expenses to continue to serve overnight clients
and public dinners. Through this assistance, The Salvation Army was able to exceed its goal (60) and served 263 individuals with food and/or emergency
shelter assistance.
Fair Housing Services
Through the CDBG-CV grant, SJFH was able to hire additional staff to provide program assistance. Due to increased demand for services caused by the
COVID-19 pandemic, SJFH was able to hire a part-time receptionist to provide clerical and call support to the Housing Counselor staff. The Housing
Counselors have seen an increase in calls and inquiries, particularly with tenants inquiring about their rights and responsibilities during the COVID-19
pandemic. SJFH was able to serve 320 Lodi residents between January 1 and June 30, 2021. Having the additional office assistance helped staff members
deal with the increase in intakes.
Homeless Youth Outreach
The Women's Center — Youth and Family Services (WCYFS) provided street outreach, gateway services, and emergency shelter to youth experiencing
homelessness. WCYFS used the funding to connect vulnerable youth in the community to resources in the community. While these services are always
vital, the COVID-19 pandemic exacerbated the need for safe and secure housing, due to public health concerns that come with housing instability. WCYFS
focused on providing basic needs to the youth experiencing homelessness, which included housing, personal hygiene, and personal protective equipment
61 Pao_
(PPE). Staff members were able to reach 21 out of the projected goal of 25 youth. Although slightly lower than anticipated, WCYFS still deems this
program a success, considering the limitations on the kind of physical outreach they could conduct during the COVID-19 pandemic.
During every outreach event, the outreach team provided bagged lunches, hygiene packs, first aid kits, PPE, sunscreen, fanny packs, and/or self-care
kits. The outreach team discussed agency services and other community resources with youth as well as connecting them to service providers as
appropriate. Some outreach locations included, but were not limited to, Turner Road, Victor Road, The Salvation Army, and other areas in Lodi.
Distance Learning Center
The Lodi Boys and Girls Club Distance Learning Center exceeded its goal of assisting an additional 48 youth and was able to provide 207 youth with new
access to its services. Those who participated in the program were able to access computers and the internet while being supervised and assisted by
staff. The Distance Learning Center provided access to virtual learning in a safe, supervised environment, which was particularly beneficial to those
households with working adults at home who could not take time off work or were unable to work from home. The grant of $27,000 allowed the Lodi
Boys and Girls Club to respond to the increase in need from COVID-19. Through the CDBG-CV funds, the Lodi Boys and Girls Club was able to purchase 6
new Chromebooks and add two additional full-time staff members to assist the youth who come to the center.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if
applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
Project/ Agency/
Unit of
2022
2022
%
Activity ..
..
Planning and City Staff and All $115.783
N/A N/A
NA
NA
N/A
Administration Contractors
Promote Safer Neighborhoods
20,000
0
0
Public facility or infrastructure
Promote Safer
$30,000
activities other than
Persons
20,000
0
0
City Staff and
Neighborhoods
Low/Moderate Income
Assisted
Graffiti Abatement
Contractors
Housing Benefit
Increase and Maintain Supply of Affordable Housing
10
7
70%
Increase and
Homeowner housing
Households
Residential Repair
City Staff and
Maintain Supply of
$135,000
10
7
70%
rehabilitated
Assisted
Program
Contractors
Affordable Housing
Infrastructure and Facility Improvements
41,450
27,492
66%
7 1 .
Project/
Agency/
ic
Unit of
2022
2022
%
Activity
Operator
Plan Goal
Indicator
..
Infrastructure and
Public facility or infrastructure
Facility
$413 147
activities other than
Persons
7,450
0
0%
Alley Improvements
City Staff and
Low/Moderate Income
Assisted
Project
Contractors
Improvements
Housing Benefit
Infrastructure and
The Salvation
Facility
$5,436
Hot Meals Provided
Persons
34,000
27,492
81%
Steam Table
Army
Improvements
Assisted
Support Public Service Programs for Priority
Populations
3,776
2,893
77%
Support Public
Service Programs
$10,000
Public Services other than
Persons
100
120
°
120/
LOEL Senior
for Priority
Low/Mod Housing Benefit
Assisted
Meals on Wheels
Center
Populations
Support Public
Service Programs
$10,000
Public Services other than
Persons
3,500
2456
72%
Second Harvest Food
Second
for Priority
Low/Mod Housing Benefit
Assisted
Bank
Harvest
Populations
Support Public
Community
Service Programs
$25,000
Public Services other than
Persons
176
317
°
180%
Family Resource Center
Partnership
for Priority
Low/Mod Housing Benefit
Assisted
& Youth Programs
for Families
Populations
Affirmatively Further Fair Housing
843
1,197
142%
San Joaquin
Affirmatively
Public service activities for
San Joaquin Fair
Fair Housing
Furthering Fair
$18,000
Low/Moderate Income
Persons
843
1,197
142%
Housing (SJFH)
(SJFH)
Housing
Housing Benefit
Assisted
COVID-19 Preparation, Prevention, and Response
1,469
2,069
71%
COVID-19
Preparation,
$159,282
N/A
N/A
NA
NA
N/A
Planning and
City Staff and
Prevention, and
Administration - CV
Contractors
Response
COVID-19
Small Business
Preparation,
$191,138
Businesses
15
18
120%
Assistance — Urgent
City Staff and
Prevention, and
Assisted
Need
Contractors
Response
Businesses Assisted
al
Project/
Agency/
ic
Unit of
2022
2022
%
Activity
Operator
Plan Goal
Indicator
..
COVID-19
Small Business
Preparation,
$75,000
Businesses
6
6
°
100%
Assistance — LMI
City Staff and
Prevention, and
Assisted
Benefit
Contractors
Response
Businesses Assisted
COVID-19
Preparation,
$165,000
Persons
60
263
438%
The Salvation
Prevention, and
Assisted
Rental Assistance
Army
Response
Homelessness Prevention
COVID-19
Persons
Central Valley
Preparation,
$128,812
Assisted
100
12
12%
Low Income
Prevention, and
Rental Assistance
Housing Corp.
Response
Homelessness Prevention
COVID-19
Persons
Preparation,
$16,500
Assisted
600
1,068
178%
The Salvation
Prevention, and
Public Services other than
Food Insecurity
Army
Response
Low/Mod Housing Benefit
COVID-19
Persons
Preparation,
$5,250
Assisted
115
154
134%
The Salvation
Prevention, and
Homeless Person Overnight
Overnight Shelter
Army
Response
Shelter
COVID-19
Persons
Preparation,
$8'200
Assisted
500
320
64%
San Joaquin
Prevention, and
Public Services other than
Fair Housing Services
Fair Housing
Response
Low/Mod Housing Benefit
COVID-19
Persons
Preparation,
$8,000
Assisted
25
21
84%
Homeless Youth and
Women's
Prevention, and
public Services other than
Outreach
Center
Response
Low/Mod Housing Benefit
COVID-19
Persons
Preparation,
$27,000
Assisted
48
207
°
431/°
Distance Learning
Lodi Boys &
Prevention, and
public Services other than
Center
Girls Club
Response
Low/Mod Housing Benefit
01
Assess how the jurisdiction's use of funds, particularly CDBG, addresses the priorities and
specific objectives identified in the plan, giving special attention to the highest priority
activities identified.
The City's 2019-23 Consolidated Plan identifies twelve priorities and eleven main goals that align with
these priorities. As discussed above, this year's program activities resulted in meeting nine of the eleven
main goals, which work to support the priority needs identified. To demonstrate, a list of each goal and
the activity that supported each goal is outlined below:
• Goal #1: Promote Safer Neighborhoods
• Goal #3: Infrastructure and Facility Improvements
• Goal #4: Increase and Maintain Supply of Affordable Housing
• Goal #6: Support Public Service Programs for Priority Populations
• Goal #7: Affirmatively Further Fair Housing
• Goal #10: Create and Promote Housing for Homeless Populations
• Goal #11: COVID-19 Preparation, Prevention, and Response
Goal #1: Promote Safer Neighborhoods
• Lodi's Graffiti Abatement program cleaned up graffiti throughout the City, particularly focusing
on areas within the CDBG target area, and helped to prevent future occurrences of vandalism.
This year's program met its goal by removing graffiti throughout the City that promoted gang
activity, profanity, desecration of public and private facilities, and language that promoted racism
and intolerance toward different groups of people.
Goal #3: Infrastructure and Facility Improvements
• The Salvation Army Steam Table project supported The Salvation Army's ability to serve persons
experiencing homelessness and persons at risk of becoming homeless. The Lodi Corps Facility
provides meals to approximately 4,701 individuals annually. CDBG funds were 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 previous unit had been running every day,
year round, for more than 13 years and needed replacing.
Goal #4: Increase and Maintain Supply of Affordable Housing
• The City of Lodi is providing financial assistance through a grant to homeowners that need to
make minor interior and exterior repairs but are unable to afford them. The Residential Repair
program keeps families in their homes through safety improvements.
Goal #6: Support Public Service Programs for Priority Populations
• The LOEL Senior Center Meals on Wheels program exceeded its goal of providing 100 seniors with
health -food classes and healthy food alternatives by serving a total of 128 individuals. Senior
populations were in particularly high need during the pandemic due to increased isolation
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imposed by the public health order shutdowns; therefore, the increase in the number served is
welcomed by the City.
• The Second Harvest Food Bank provides residents with access to food resources and often
partners with nonprofits to supplement its services with additional nutrition education and food.
It exceeded its goal by increasing the number of Lodi agencies served and increasing the amount
of food provided to each agency.
• CPFSJ Lodi Family Resource Center and Youth Program's youth workshops are offered with an
open invitation for youth to bring friends, which resulted in a much larger number of youth than
anticipated, without increasing many program costs. These programs screen for and identify
different needs for youth participants, along with the needs of that individual's family. The
individual and their family are then connected with additional services; this prioritizes an
approach that focuses on the family's role in the success of the youth's development. Youth
participants are encouraged to develop a plan to take ownership of their family's circumstances
and to develop their own plan as to how these circumstances could change. With their customized
goals and the support of the agency staff, youth and family members work toward getting the
assistance they need.
Goal #7: Affirmatively Further Fair Housing
• SJFH provided social services through fair housing mediation and counseling. SJFH also offers fair
housing information on its website at http://www.sjfairhousing.com/.
11
Goal #10: Create and Promote Housing for Homeless Populations
• The City of Lodi is coordinating the acquisition and installation of four permanent supportive
housing "tiny home" units for homeless individuals and/or families at 301 East Lodi Avenue. This
adds four affordable housing units to the City's existing stock. Site improvements and installation
are scheduled to be completed within the calendar year.
Goal #11: COVID-19 Preparation, Prevention, and Response
• Businesses in Lodi were experiencing extreme losses due to California Executive Order N-33-20
and subsequent public health order shutdowns. The City's Small Business Assistance program was
able to assist 24 impacted businesses by paying up to six months of commercial rent or mortgage,
utilities, supplies to prevent the spread COVID-19 among employees and customers, and costs
associated with complying with public health orders.
• The Salvation Army provided emergency rental assistance to 263 persons who were unable to
make their monthly rent payments as a consequence of COVID-19. This allowed households to
stay in their home to observe social distancing protocol during the stay-at-home order. CVLIHC
provided emergency rental assistance to nine persons who were also unable to pay rent due to
COVID-19.
• The Salvation Army Overnight Shelter program provided 154 individuals with services. Individuals
were able to receive emergency overnight housing via the Hope Harbor Shelter. Hot meals were
also provided via Hope Harbor Shelter. The Hope Harbor Shelter was able to sustain operations
despite COVID-19 spacing and occupancy precautions.
• The Salvation Army Food Insecurity program served 1,068 individuals. The program provided
weekly food boxes to families. Throughout the two quarters of operation of the program, 10,553
boxes were provided to Lodi residents.
• The Lodi Boys and Girls Club Distance Learning Center program exceeded its goal of assisting an
additional 48 youth and was able to provide 207 youth with new access to their services. Those
who participated in the program were able to access computers and the internet while being
supervised and assisted by staff. The Distance Learning Center provided access to virtual learning
in a safe, supervised environment, which was particularly beneficial to those households with
working adults at home who could not take time off work or were unable to work from home.
• WCYFS provided street outreach, gateway services, and emergency shelter to youth experiencing
homelessness. WCYFS used the funding to connect vulnerable youth in the community to
resources in the community. While these services are always vital, the COVID-19 pandemic
exacerbated the need for safe and secure housing, due to public health concerns that come with
housing instability. WCYFS focused on providing basic needs to the youth experiencing
homelessness, which included housing, personal hygiene, and safety concerns.
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CR -10 - Racial and Ethnic Composition of Families Assisted
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
Table 1—Table of assistance to racial and ethnic populations by source of funds
Narrative
Lodi's CDBG-funded activities serve residents of many races and ethnicities within Lodi. The table below
compares the percentage served under Lodi's 2021-22 CDBG public service programs versus the total City
population according to the 2019 5 -year American Community Survey (ACS). Projects that benefit a public
area are not required to collect specific race/ethnicity data and are not included here in the table. CDBG
funds potentially underserved White, Asian, Native Hawaiian/Pacific Islander, Hispanic, and persons
identifying as more than one race. Of this group, persons of more than one race were the most
underserved, as only 0.2 percent of those served were Hispanic (18 percent for CDBG-CV funded
programs), compared to making up 17.2 percent of the City's population. The City will work with its
subrecipients to identify potential cultural, language, or other barriers to access for Hispanic residents.
Black or African American and persons identifying as another race were potentially overrepresented. The
City of Lodi continually aims to equitably serve its residents and will continue to work with subrecipients
to reach underserved populations.
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CDBG
White
4,697
Black or African American
236
Asian
175
American Indian or American Native
61
Native Hawaiian or Other Pacific Islander
21
American Indian or American Native and White
4
Asian and White
7
Black or African American and White
5
Other Multi -Racial
3,220
Total
8,426
Hispanic
2,350
Table 1—Table of assistance to racial and ethnic populations by source of funds
Narrative
Lodi's CDBG-funded activities serve residents of many races and ethnicities within Lodi. The table below
compares the percentage served under Lodi's 2021-22 CDBG public service programs versus the total City
population according to the 2019 5 -year American Community Survey (ACS). Projects that benefit a public
area are not required to collect specific race/ethnicity data and are not included here in the table. CDBG
funds potentially underserved White, Asian, Native Hawaiian/Pacific Islander, Hispanic, and persons
identifying as more than one race. Of this group, persons of more than one race were the most
underserved, as only 0.2 percent of those served were Hispanic (18 percent for CDBG-CV funded
programs), compared to making up 17.2 percent of the City's population. The City will work with its
subrecipients to identify potential cultural, language, or other barriers to access for Hispanic residents.
Black or African American and persons identifying as another race were potentially overrepresented. The
City of Lodi continually aims to equitably serve its residents and will continue to work with subrecipients
to reach underserved populations.
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14
2019 ACS
2021 CDBG % of total
Race/Ethnicity
served
of Total Lodi
Population
White
55.7%
62.1%
Black or African American
2.8%
1.8%
Asian
2.1%
9.7%
American Indian or American
0.7%
0.5%
Native
Native Hawaiian or Other
0.2%
0.4%
Pacific Islander
More than One Race
0.2%
17.2%
Other
38.2%
8.4%
Total
100%
10%
Hispanic
27.9%
37.8%
14
CR -15 - Resources and Investments 91.52O(a)
Identifv the resources made available
Source of Funds
2021-2022 Funds
Resources Made
Available
Amount Expended
During Program Year
CDBG
$668,918
$668,918
$326,452.31
CDBG-CV
$796,408
$796,408
$579,922.14
Table 2 — Resources Made Available
Narrative
During the 2021-22 program year, $326,452.31 in CDBG funds was expended across all projects. For the
CDBG-CV program, approximately $579,922.14 has been expended as of June 30, 2022.
Please refer to the appendix for a detailed financial summary report for the 2021-22 CDBG program year.
Identify the geographic distribution and location of investments
Target Area
Planned
Percentage of
Allocation
Actual
Percentage of
Allocation
Narrative Description
81 percent of CDBG funding was allocated to
activities in the CDBG target area, including the
CDBG Target
Graffiti Abatement program and the Alley
Area
60%
81%
Improvements project.
19 percent of CDBG funding was allocated to
Citywide
citywide activities, including the social services
Activity
40%
19%
projects.
Table 3 — Identify the geographic distribution and location of investments
Narrative
While Lodi has used a needs -based strategy to select projects and activities, the greatest need has
historically been identified to be within the low-income CDBG target area. When possible, specific
attention will be focused on one census tract (45.02) in the target area that was identified as a
Racially/Ethnically Concentrated Area of Poverty (R/ECAP). During the 2021-22 program year, the Alley
Improvements project was located in census tract 45.02 for Central Avenue, between Walnut Street and
Oak Street to lay a 12" diameter storm drain line.
The social services projects serve at least 70 percent low- to moderate -income persons. Most social
service organizations offer their services citywide. Due to Lodi's concentrated low -moderate income area,
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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.
For CDBG-CV activities, all activities were citywide as they were available to all low- and moderate -
income residents regardless of location.
Leveraging
Explain how federal funds leveraged additional resources (private, state, and local funds),
including a description of how matching requirements were satisfied, as well as how any
publicly owned land or property located within the jurisdiction that were used to address the
needs identified in the plan.
Federal funds require additional regulation, labor compliance standards, and administration that may not
work efficiently to fund new capital improvement projects. For new construction and large-scale
rehabilitation of affordable housing, the City is looking to pursue funding that is compatible with other
grant resources to maximize the potential of a project and ensure financial feasibility. Therefore, the City
focuses CDBG funding either on projects that are already required to comply with federal reporting
requirements or on projects where there is no other viable funding source, and the project can be funded
entirely with CDBG funding.
With respect to public service projects funded with CDBG funds, many of Lodi's social service subrecipients
have additional resources to support their CDBG-funded programs. These additional resources include
not only other grant funds, but in-kind volunteers and donations. To best leverage the City's available
resources, the City will continue to look for opportunities to layer private and non-federal resources with
federal resources and to require that CDBG subrecipients demonstrate sufficient committed non-CDBG
funding, so that projects and services will have the best results for the community and the low- and very
low-income residents they are intended to serve. Additionally, SJFH is primarily funded with CDBG funding
from all of the other jurisdictions in San Joaquin County.
The construction project that used CDBG funds during the 2021-22 program year was the Alley
Improvements project and being funded solely using 2021-22 CDBG funds and did not leverage funds from
other sources.
Though the CDBG program does not have a matching requirement, the City of Lodi considers match funds
as a factor in determining recommended actions while evaluating the subrecipient applications and
project proposals submitted to the City for CDBG funding.
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CR -20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the
number and types of families served, the number of extremely low-income, low-income,
moderate -income, and middle-income persons served.
Table 4- Number of Households
One -Year Goal
Actual
Number of homeless households to be
0
0
provided affordable housing units
Number of non -homeless households
6
282
to be provided affordable housing
units
10
7
Number of special -needs households
4
0
to be provided affordable housing
0
0
units
Total
10
282
Table 4- Number of Households
Table 5 - Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
During the 2021-22 program year, the City implemented the Residential Repair Program, which was
initially funded in the 2016-17 program year. The City was able to begin the repair process for seven low-
income households, which is expected to be complete by the end of the calendar year. The City was
originally expecting to fund the repair of 10 homes but was unable to procure a sufficient number of
applications from residents and/or residents who did apply were not qualified. Additionally, the cost of
lead abatement and rising lumber prices have reduced the number of homes that can be repaired.
The CDBG-CV program has assisted 275 persons with its Rental Assistance program through CVLIHC and
The Salvation Army. These programs have provided rental assistance for households at risk of
homelessness.
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One -Year Goal
Actual
Number of households supported
0
275
through rental assistance
Number of households supported
0
0
through the production of new units
Number of households supported
10
7
through the rehab of existing units
Number of households supported
0
0
through the acquisition of existing
units
Total
10
282
Table 5 - Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
During the 2021-22 program year, the City implemented the Residential Repair Program, which was
initially funded in the 2016-17 program year. The City was able to begin the repair process for seven low-
income households, which is expected to be complete by the end of the calendar year. The City was
originally expecting to fund the repair of 10 homes but was unable to procure a sufficient number of
applications from residents and/or residents who did apply were not qualified. Additionally, the cost of
lead abatement and rising lumber prices have reduced the number of homes that can be repaired.
The CDBG-CV program has assisted 275 persons with its Rental Assistance program through CVLIHC and
The Salvation Army. These programs have provided rental assistance for households at risk of
homelessness.
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Discuss how these outcomes will impact future annual action plans.
The City plans to address housing needs, but without significant additional resources, the City will
continue to focus CDBG dollars where they will provide the most benefit for low- and moderate -income
households through better access to economic opportunities, services, and public infrastructure.
Include the number of extremely low-income, low-income, and moderate -income persons
served by each activity where information on income by family size is required to determine
the eligibility of the activity.
Number of Persons
Served
CDBG Actual
% of Actual
Extremely Low-income
3,130
93%
Low-income
169
5%
Moderate
38
1.1
Above Moderate -income
22
0.7%
Total
3,359
100%
Table 6 — Number of Persons Served by Income
Narrative Information
As per HUD requirements, Lodi tries to focus CDBG funding toward low- and moderate -income
households and neighborhoods. A total of 3,359 persons were served by CDBG-funded public service and
fair housing programs. Of those, 3,130 individuals, or 93 percent, were extremely low income, or earned
less than 30 percent of the AMI for San Joaquin County; 169 individuals, or 5 percent, were low income
or earned less than 50 percent of AMI; 38 individuals, or 1.1 percent, reported having a moderate income,
meaning that they earned less than 80 percent of AMI; and 22 individuals, or 0.7 percent, were over the
low/moderate-income level. The City used an area benefit to determine population demographics for the
public infrastructure projects that were intended to benefit low-income neighborhoods. The Graffiti
Abatement program served neighborhoods that were approximately 73 percent low/moderate-income,
and the Alley Improvements project served neighborhoods with approximately 76 percent low/moderate-
income individuals. The City is continually looking for new resources to construct new affordable,
transitional, and/or permanent supportive housing units. Moreover, 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.
The City continued to fund fair housing programs in the 2021-22 program year through SJFH. These
programs assist individuals facing housing discrimination and landlord disputes to find solutions to these
issues in a comprehensive and professional manner. SJFH operates a renter's helpline that provides
counselors and legal advice for individuals who are potentially being unfairly discriminated against in
terms of their housing choice.
Additionally, the City works with its homeless committee to find more strategies to address the needs of
persons experiencing homelessness. The City created a Homeless Liaison Officer position in the local
�3
police department in 2017. The officer conducts street outreach and connects individuals with resources
and local social service providers. In collaboration with the Lodi Committee on Homelessness (LCOH)
volunteers, the officer has reported success in helping individuals access resources and in some cases
housing.
19
CR -25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e);
91.520(c)
Evaluate the jurisdiction's progress in meeting its specific objectives for reducing and ending
homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City created two new staff positions in 2020: Community Development Director and Neighborhood
Services Manager. These new staff positions have given the City additional capacity to participate in the
many homeless housing/services efforts across the City and as described below.
The City has continued to be a participant in the LCOH, which comprises City staff from a cross section of
departments (including police), City Council members, San Joaquin County agencies, local residents,
business owners, and representatives from local and regional social services organizations (including
CDBG subrecipients), faith -based organizations, philanthropic organizations, health organizations, and
housing agencies. Led by the resident volunteers and supported by the LIC, this task force has built
consensus and support to explore several short- and long-range solutions to reduce homelessness and
mitigate its effect on the community. This culminated in the creation of a Report on Homelessness in Lodi,
which was presented to the Lodi City Council in September 2015. The City Council adopted that report
and its long- and short-term strategies. On November 4, 2020, the City Council adopted the San Joaquin
Community Response to Homelessness: 2020 San Joaquin Strategic Plan ("Strategic Plan"), a strategic plan
developed by the CoC that provide a road map to address homelessness based on local needs and
strategies. The City has remained actively involved in the monthly committee and subcommittee meetings
and has consolidated the other homelessness outreach efforts into these meetings.
Lodi has previously been involved with the CoC in the planning and execution of the countywide point -in -
time homeless count, which typically takes place in January every other year. However, due to the COVID-
19 pandemic, the 2021 point -in -time (PIT) count was canceled and rescheduled to 2022. On January 26,
2022 the City of Lodi PIT count was completed and resulted in a 50% increase from 2019 for a total of 208
unsheltered in the Lodi Community. It was noted by the CoC the City of Lodi by far had the most accurate
PIT count within San Joaquin County
The City values its relationships with homeless service providers and reaches out to those providers for
input on needs. Many of these service providers also attend City Council meetings to provide feedback on
the homeless population.
In 2017, a Homeless Liaison Officer position was created in the Lodi Police Department. The officer works
directly with the local unsheltered homeless to offer assistance, connect them with available services, and
find placement in shelters and more permanent housing.
The City supported the Board of Supervisors in its creation of a lead position at the County level during
the 2018-19 program year. The County now has a program administrator for homeless services. This
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position is directed to bring about 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.
The LIC, a City board and commission with members appointed by the City Council, continues to serve as
a forum for discussing, gathering information, and promoting actions regarding homeless issues, among
other resident -driven topics in the City. Due to the COVID-19 pandemic, the committee was unable to
participate in a homeless point -in -time count scheduled for January 2022 however, it was able to engage
the community regarding the Harmony Homes project, assist in City advocacy and education on homeless
issues and solutions, and provide support to the LCOH.
Addressing the emergency shelter and transitional housing needs of homeless persons
Residents of emergency shelters and transitional housing often need additional services, such as
rehabilitation programs, case management, medical evaluations, and living environments that allow for
stability in the time it takes to get permanent, supportive housing. Additionally, these facilities are often
in need of repairs due to steady and intensive use. The City has been adamant in recognizing the need for
both more transitional housing and for providing additional resources for the preexisting facilities, both
of which have been voiced by service providers in prior years.
For the 2021-22 program year, the City funded capital improvements for The Salvation Army. A walk-in
refrigerator was repaired at the Lodi Corps facility, which is used to store nutritious meals that are then
distributed to individuals in need. Additionally, The Salvation Army Hope Harbor Shelter's steam table was
replaced. These projects helped The Salvation Army's everyday provision of services and has helped
provide a better quality of life to the individuals that request services.
The City Council adopted the Strategic Plan on November 4, 2020. The Strategic Plan includes goals and
strategies developed from community feedback, which includes increasing access and reducing barriers
to homeless crisis response services.
The City has made great strides toward meeting the goals identified in the Strategic Plan by securing
multiple revenue sources to help establish an Access Center low -barrier emergency shelter in Lodi. The
City Council accepted the Permanent Local Housing Allocation (PLHA) grant on April 7, 2021. The PLHA
grant is a five-year allocation from the State of California to be used for the provision of permanent local
housing. Funding for years two through five have been allocated toward the City's Access Center project,
which will provide robust services and a low -barrier emergency shelter to persons experiencing
homelessness. In addition to the PLHA, the City Council has allocated to the project $5.5 million of
American Rescue Plan Act funds and the San Joaquin County Board of Supervisors has allocated $2.8
million of capital outlay funds.
The City also applied for numerous grant funds, most of which were available to address COVID-19
concerns for persons experiencing homelessness. In a previous program year, the City applied for and
received HEAP funds for the development of four permanent supportive housing units, which are slated
to be completed later this calendar year. The City also received Local Early Action Planning funds for
predevelopment support of the City's Access Center Project and Regional Early Action Planning funds to
support affordable housing feasibility studies. The City applied for and received SB 89 funds for temporary
outdoor restrooms and hand -washing stations. On behalf of the LOEL Senior Center, the City applied for
211 Page
and received CARES Acts funds for a senior meals -on -wheels program. Lastly, the City applied for and
received Great Plates funds that pay for local restaurants to prepare meals for lower income families. The
City applied for and did not receive Homeless Housing, Assistance, and Prevention Program (HHAP) round
1 funds and Emergency Solution Grant — COVID-19 (ESG-CV) funds.
The CDBG-CV program funded The Salvation Army's food and overnight shelter programs as well as the
Women's Center Homeless Youth and Outreach program. The programs provide needed services to
persons experiencing homelessness whose conditions have been exacerbated by the COVID-19 pandemic.
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 uses several strategies to assist chronically homeless individuals. The following activities have
occurred or are in process.
• With the use of CDBG funds, The Salvation Army Hope Harbor Shelter was able to replace its
steam table and additional resources to individuals seeking overnight shelter
• The LCOH collaborates with the Homeless Liaison Officer, a position in the Lodi Police Department
that connects persons experiencing homelessness, on an individual basis, with needed programs,
resources, and shelter. One member of the committee sits on the Emergency Food and Shelter
Board, and another sits on the CoC board. Additionally, the City's Neighborhood Services Manager
sits on the CoC Strategic Planning Committee. Committee members frequently participate in CoC
board activities to address homelessness (such as point -in -time counts).
• The City continued to support the Second Harvest Food Bank, which provides food to many local
Lodi service providers that then distribute this food to persons experiencing homelessness and
persons and families at risk of homelessness. Healthy food contributes to better health, which in
turn can reduce associated medical costs and financial stress, which can be a factor in
homelessness.
• Similarly, the City supports the LOEL Center and The 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.
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Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: likely to become homeless after
being discharged from publicly funded institutions and systems of care (such as health care
facilities, mental health facilities, foster care and other youth facilities, and corrections
programs and institutions); and, receiving assistance from public or private agencies that
address housing, health, social services, employment, education, or youth needs
To assist families in avoiding homelessness, the City has supported the CPFSJ youth program, which
promotes the mental, emotional, social, and educational well-being of Lodi's youth. This in turn helps
them to make positive choices about their future, including efforts at schools and with career
opportunities. Some youth come from families that have experienced multi -generational poverty, and this
program contributes to ending that cycle through opportunities for educational mentoring, interpersonal
communication, skill training, and mapping goals for the individual's future, including their family's future.
The CPFSJ program takes a holistic look at family health as part of its programming and to help improve
core factors facing at -risk youth in the City.
The City also supports the Second Harvest Food Bank, which helps families teetering on the edge of
homelessness. Additionally, some of Lodi's seniors are on fixed incomes and face medical care expenses,
often frequently. To assist these residents in meeting everyday living costs, the City assisted LOEL Senior
Center with its Meals on Wheels Program. This program serves both hot and cold meals that are tailored
to the nutritional and dietary needs of the elderly residents. Meals are delivered directly to seniors, who
in turn receive a daily check-in to see if they have any additional needs.
The City continues to have a strong relationship with The Salvation Army Lodi Corps. Their programs in
Lodi offer financial assistance for low-income families, food boxes, culinary arts training, job skills, and
Hope Harbor Shelter, which provides overnight care for men, women, and families with children,
transitional living, and a cold -weather shelter. The Salvation Army offers homeless services, support, and
resources such as case management, hot meals offered 365 days a year, showers, clothing exchange, and
"pre-program" supportive services to prepare individuals for one of their six-month rehabilitation
programs.
The City supported basic human needs by providing funds to the Second Harvest Food Bank, which
provides bulk food goods to local shelters. The City also continued to support the LOEL Senior Center,
which provides food and nutrition for seniors who might otherwise not have the funds. Both programs
provide food to extremely low- and very low-income residents across the City. Providing this food can
help residents free up funds for other necessities, such as health and housing.
The CDBG-CV program also addressed the impacts of COVID-19 by funding two rental assistance
programs. These included programs from The Salvation Army and CVLIHC, which helped families remain
in housing and avoid becoming homeless.
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CR -30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of the County of San Joaquin (HACSJ) continued to be the public housing agency
serving the City of Lodi. HACSJ is independent of the City of Lodi, and the City retains no control over its
funding or implementation of programs.
Actions taken to encourage public housing residents to become more involved in
management and participate in homeownership
HACSJ encouraged public housing residents to participate in policy, procedure, and program
implementation and development through its Resident Advisory Board. HACSJ also distributed
newsletters to all residents, which contains relevant news, information on training and employment
opportunities, and other community resources available to public housing residents. Public housing
residents also participate in the development of the HACSJ five-year and annual plans. The Resident
Services Division distributes a survey to prioritize residents' needs and schedule short- and long-term
improvements.
Actions taken to provide assistance to troubled PHIAs
HACSJ is designated as a "High Performer."
24 1
CR -35 - Other Actions 91.220(j) -(k); 91.320(i) -(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment. 91.220 (j); 91.320 (i)
In the 2021-22 program year, the City funded SJFH to address the need for actions against affordable
housing barriers. A detailed summary of actions taken to address barriers to affordable housing, as
outlined by the Analysis of Impediments to Fair Housing Choice, can be found below in section 91.520(a).
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
In the 2021-22 CDBG program year, the City supported the following programs to address underserved
needs:
• SJFH's housing counseling services, outreach, and seminars.
• Second Harvest Food Bank's services to disabled, elderly, youth, and persons experiencing
homelessness and their families.
• CPFSJ's services, which predominantly serves at -risk youth populations and their families that are
at risk of gang influence and activities. Many of the partnership's efforts help to serve Hispanic
youth and their families.
• LOEL Senior Center's Meals on Wheels Program for elderly, many of which are disabled and have
little ability to have social interaction or access to nutrition on their own. .
• The Salvation Army and Central Valley Low Income Housing Corp. have been providing rental
assistance to households at risk of eviction with CDBG-CV funds.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)
In 2021-22, the City offered the following programs to reduce lead-based paint hazards:
• The City will provide lead-based paint testing as a component of its residential repair and
rehabilitation program 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.
• The City has begun repairs on seven homes through the Residential Repair Program. The project
is required to abate any lead-based paint hazards on site.
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Actions taken to reduce the number of poverty -level families. 91.220(k); 91.320(j)
The City strives to ensure the CDBG program serves as many poverty -level families as possible. In the
2021-22 program year the City used CDBG funds to fund projects to provide various social services to low-
income families and youth. The City plans to continue to fund activities that closely relate to the 2019-23
Consolidated Plan's Strategic Plan goals, which are largely focused on reducing poverty and supporting
low-income areas with various community development activities.
In the 2021-22 program year, the following nonprofits provided these instances of service to Lodi
residents:
• Second Harvest Food Bank: Served 2,456 participants, 99 percent were low-income.
• LOEL Senior Center: Provided 128 homebound seniors nutritious meals five days a week. This
program largely helps to assist disabled elderly, many of whom are in need of financial and
medical assistance.
• CPFSJ: Provided 529 youth through their support and counseling program. The benefit from their
program also goes on to benefit the household of the recipient.
• SJFH: Served 1,197 households with housing -related services; their program is a great resource
for low-income families that are facing various rental housing issues.
• The Lodi Boys & Girls Club operated a distance learning center when schools were utilizing virtual
learning to allow parents to continue working.
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
The City's CDBG-funded programs are administered by the City's Community Development Department,
Neighborhood Services Division. This division works collaboratively with other departments/subdivisions,
such as Planning, Code Enforcement, Economic Development, and Public Works. In addition, City staff is
the liaison to the LIC and stays updated on LCOH, CoC Shelter Committee, CoC Strategic Planning
Committee, and the County Emergency Food and Shelter Program Board. Participation in these
committees helps the City's CDBG program stay current and aware of the most pressing community
needs, as well as allowing networking and problem -solving with local and regional social service providers,
some of which bring in additional resources to the City.
A significant gap in access to social services for Lodi residents is due to a lack of social services in the City.
Many services are located outside of Lodi, usually in Stockton. The City's GrapeLine bus system connects
to San Joaquin Regional Transit, which goes to Stockton. Residents, however, are often deterred by the
cost, number of transfers, and length of trips. Since 2014, the City has encouraged and pursued
opportunities for out-of-town service providers to have satellite facilities/offices in Lodi.
In 2015, the City updated its Housing Element, which discusses issues such as multi -family and affordable
housing, reviewed existing HUD -funded housing programs, and evaluated their effectiveness.
26
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.320(j)
The City continues to participate in regional coordination of services through the LCOH, LIC, and other
networking opportunities.
Identify actions taken to overcome the effects of any impediments identified in the
jurisdictions analysis of impediments to fair housing choice. 91.520(a)
SJFH remained open during the COVID-19 pandemic. SJFH was able to answer questions from tenants and
landlords about housing issues impacted by COVID-19, including the moratorium on evictions and general
questions about rights and responsibilities from both tenants and landlords. SJFH shared documents for
tenants to give to landlords regarding a tenant's loss or reduced income due to the pandemic and advised
landlords on how they could work with their tenants during this pandemic. SJFH implemented additional
public information on its website, as well as an informational table outside of its office, which worked to
provide community members with resources.
Overall, SJFH was able to mediate and counsel 1,197 families in Lodi during the 2021-22 fiscal year.
Additionally, the City took action as recommended from the completed and approved 2016 Analysis of
Impediments. Actions taken during 2021-22 plan year to overcome the identified impediments are as
follows:
1. Lack of sufficient subsidized and unsubsidized affordable housing supply, particularly for low-income
special needs households:
• Action: The City accepted applications and executed agreements with seven households for the
Residential Repair Program project during the 2020-21 program year. Repairs will be completed
by the end of the calendar year.
2. Lack of available rental housing subsidy for lower-income households.
• Action: The City continues to support HACSJ in its administration of the Housing Choice Voucher
rental assistance program, which may include distribution of program information at the
Community Development public counter; distribution of program information to rental property
owners as part of the City's code enforcement activities; consultations with representatives of
HACSJ to discuss actions the City can take to encourage greater participation in the voucher
program by rental property owners.
• The City has been in discussions with HACSJ regarding rehabilitation of an existing complex
through support of HOME grant funds. The City has also been talking with various local and
regional homeless shelter providers regarding the purchase of existing structures for conversion
to affordable units for lower income households, especially households experiencing
homelessness.
3. Different origination and denial rates based on neighborhood.
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• Action: The City of Lodi has continued to track fair housing complaints and cases lodged in the
City to ensure that lenders are not violating fair housing law with discriminatory lending practices.
• Action: During the program year, the City continued outreach to residents about their fair housing
rights and how to seek assistance. This was largely done through the specified fair housing
programs that are carried out by SJFH.
• Action: The City of Lodi continues to support home purchase programs targeted to low/moderate-
income households, such as down payment assistance and homeownership mortgage counseling,
as long as funding is available. The City may elect to pursue additional funding for down payment
assistance at a future time if funding becomes available. The City has identified supporting first-
time home buyers as a priority in upcoming CDBG program years.
4. Lack of information on the nature and basis of housing discrimination and the resources available to
seek assistance.
• Action: The City of Lodi has continued to monitor the incidence of housing discrimination
complaints and report trends annually in conjunction with the CAPER. Additionally, the City has
updated formal policies and procedures for persons with disabilities to request reasonable
accommodations to local planning and development standards. Information on the
accommodations that a resident can request has been made available online and an ADA
compliance officer has been identified as well. Information can be found here:
http://www.lodi.gov/665/Americans-with-Disabilities.
• Action: The City of Lodi has continued to include a review of prior year performance regarding
affirmatively furthering fair housing in the annual planning for the use of CDBG funds. The City
will identify funding support that addresses the removal of impediments or advancing specific fair
housing goals.
• Action: The City has continued to work with local agencies to improve the collection and reporting
of information on discrimination, particularly based on religion, race and ethnicity, age, gender,
marital status, presence/absence of children, and household size. These agencies include the
apartment associations as well as SJFH and other nonprofit groups that regularly come into
contact with groups at risk of housing discrimination.
• Action: The City has continued to work with SJFH to improve outreach to residents at risk of
discrimination, using marketing, educational efforts, and partnerships with other agencies
(schools, utilities, etc.) to disperse fair housing informational materials.
5. Concentration of lower-income households and minority households in less desirable neighborhoods.
• Action: The City encourages a mixture of household incomes in new developments. As part of the
Annual Action Plan, the City has continued to track changes in geographic concentrations for
lower-income and minority households. Additionally, the City has been working with the San
Joaquin Council of Governments on understanding what factors are driving displacement risk
within local communities. Through CDBG funding, the City continues to support projects that
target the geographic concentrations of lower-income and minority households. These
concentrations continue to be located on the eastern sides of the City.
281 Page
6. Fair housing education:
• Action: The City published information online in Spanish and English about available housing
services and programs in the City, specifically the Residential Repair Program, Harmony Homes
project, Access Center project, CDBG program activities, rental assistance, and LIC meetings. The
City also posted flyers in the resource area of City Hall regarding fair housing services and
information on lead hazards in the home; this information was also provided in English and
Spanish. The City has also created an online page for fair housing services information at
http://www.lodi.gov/182/Rental-Foreclosure-Assistance. The City publishes information in
Spanish to inform persons fluent in Spanish but 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.
291 Page
CR -40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan that will be used to ensure long-term compliance with requirements of the
programs involved, including minority business outreach and the comprehensive planning
requirements
The City's CDBG program is currently run by one CDBG program specialists with oversight by the
Neighborhood Services Manager, who carries out the responsibilities associated with the CDBG program.
The program specialist oversees reporting requirements, monitor the budget, conduct procurement
activities, enforce labor compliance standards, and attend to other tasks. He is available to offer assistance
and answer questions from subrecipients and are in contact with each subrecipient, at least quarterly,
regarding quarterly reports or other matters. The program specialist is a contractor that is part of a team
of experienced professionals that the City draws upon for expertise and assistance, as needed. The
program specialist has over 3 years of experience in comprehensive implementation of the Consolidated
Plan, Housing Element, Analysis of Impediments to Fair Housing, and other planning documents.
The City has developed a monitoring system to ensure that the activities carried out in furtherance of the
Consolidated Plan are done so in a timely manner in accordance with the federal monitoring requirements
of 24 CFR 570.501(V) and 24 CFR 85.40 and all other applicable laws, regulations, policies, and sound
management and accounting practices. The objectives of monitoring are to:
• Determine if a subrecipient is carrying out its community development program, and its individual
activities, as described in the application for CDBG assistance and the Subrecipient Agreement.
• Determine if a subrecipient is carrying out its activities in a timely manner, in accordance with the
schedule included in the Agreement.
• Determine if a subrecipient is charging costs to the project that are eligible under applicable laws
and CDBG regulations, and reasonable in light of the services or products delivered.
• Determine if a subrecipient is conducting its activities with adequate control over program and
financial performance, and in a way that minimizes opportunities for waste, mismanagement,
fraud, and abuse.
• Assess if the subrecipient has a continuing capacity to carry out the approved project, as well as
future grants for which it may apply.
• Identify potential problem areas and assist the subrecipient in complying with applicable laws and
regulations.
• Assist subrecipients in resolving compliance problems through discussion, negotiation, and the
provision of technical assistance and training.
• Provide adequate follow-up measures to ensure that performance and compliance deficiencies
are corrected by subrecipients, and not repeated.
• Comply with the federal monitoring requirements of 24 CFR 570.501(b) and with 24 CFR 84.51
and 85.40, as applicable.
• Determine if any conflicts of interest exist in the operation of the CDBG program, per 24 CFR
570.611.
301 Page
• Ensure that required records are maintained to demonstrate compliance with applicable
regulations.
The City has continued to track and report on its progress toward meeting its housing and community
development goals throughout the 2021-22 program year. Pertinent information has been incorporated
into this CAPER.
In recent years, the City has updated its monitoring procedures with the following improvements, per
HUD's recommendation. The policy lays out staff goals for both desk monitoring and on-site monitoring
practices. When desk monitoring, the City reviews each subrecipient's grant performance and financial
documentation on a quarterly basis, at minimum. Subrecipients are selected for more in-depth on-site
monitoring based on certain criteria, which are listed in the table below. When the City conducts its on-
site desk monitoring, staff follows up with the subrecipients as needed to resolve any outstanding items.
More specifically, the City's policy was revised to state that 25 percent of subrecipients will be formally
monitored (on-site) each program year, and that the following criteria will be used to select them.
Criteria
Rating
Selection
The amount of the
0
1
2
applicable award
Less than $2,500
$2,500 to $10,000
More than $10,000
Completeness and
0
1
2
accuracy of quarterly
Incomplete but timely
Incomplete and long
reports and invoices
Complete
to fix
delay in fixing
Administrative capacity
0
1
2
with emphasis on staff
Minimal gaps in
Significant gaps in
turnover
Adequate
capacity
capacity
Length of time as CDBG
0
1
2
subrecipient
Less than 1 year
At least 1 year
2 or more years
0
1
2
Outcome of any previous
monitoring visit
Findings resolved
Findings not resolved
No findings
within 60 days
within 60 days
Another factor
0
1
2
For reasons stated in the
"formal monitoring"
section
On-site monitoring
On-site monitoring
On-site monitoring
Total Score:
The City did not perform on-site monitoring for any subrecipients during the 2021-22 program year. Desk
monitoring was completed during the program year.
311 Page
Citizen Participation Plan 91.105(d); 91.115(d)
Description of the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
The City provided a draft of this CAPER to the public for comment 15 days prior to the City Council public
hearing on September 21, 2022. The City posted and published a notice regarding the City Council hearing
on the draft CAPER.
As a public agency, the City strives to accomplish effective transparency through three methods, which
are identified in the written documents: how staff solicits public comment for use of the funding, what
the City has proposed to do with the grant funding, and what the City has accomplished with the use of
those funds.
This CAPER was made available to the public for 15 days starting September 6, 2022 and ending
September 21, 2022. [There were no public comments received regarding this CAPER.]
The 2021-22 CAPER was reviewed and approved by City Council on September 21, 2022. Upon approval,
the CAPER was submitted to HUD. Please refer to the appendix at the end of this document to view the
presentation for this CAPER's approval, as well as a resolution by City Council to approve of the 2021-22
CAPER.
321 Page
CR -45 - CDBG 91.52O(c)
Specify the nature of, and reasons for, any changes in the jurisdiction's program objectives
and indications of how the jurisdiction would change its programs as a result of its
experiences.
The 2021-22 program year was the third year of implementing the City of Lodi's 2019-23 five-year
Consolidated Plan. This Consolidated Plan set forth the priority needs and goals for the CDBG program
over a five-year period, which spans from July 1, 2019, to June 30, 2023.
The 2021-22 Annual Action Plan was adopted by the City on May 5, 2021.
Due to the COVID-19 pandemic and subsequent release of CDBG-CV funding from the CARES Act, the
City amended its 2019-23 Consolidated Plan to address new priority needs. The Consolidated Plan
amendment included the COVID-19 Preparation, Prevention, and Response goal (Goal #11) and the
Annual Action Plan amendment identified programs to meet this goal, including:
• Emergency Rental Assistance
• Basic Needs Assistance
Beginning in 2018, the City has used an assets -based strategy, instead of needs -based. While CDBG
regulations and methodology principally rely on a needs -based approach, the City recognizes and values
the assets -based approach as an effective way to make lasting improvements in the community and a
method that better engages and empowers community members who may have been unengaged in
previous processes or passive beneficiaries of such activities. Through the City's involvement with the
ABCD: Love Your Block program, the City will look for opportunities to grow existing assets and involve
residents in the creation and design of priority activities, in partnership with the City and other community
stakeholders and resources.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)
grants?
No; however, the City of Lodi, through its Economic Development Department, received a $300,000
brownfield assessment grant from the U.S. Environmental Protection Agency (EPA). This grant, awarded
in 2020, has a three-year term and will be used to contribute to the successful revitalization and reuse of
'brownfield' sites (vacant, blighted, or otherwise underutilized properties). The grant provides funding for
environmental site assessments, regulated building materials surveys (asbestos and lead paint), site
cleanup and reuse planning, and related activities at publicly and privately owned sites. Use of grant
funding will build on success -stories achieved by the City during its previous (fiscal year 2015) EPA
brownfields assessment grant and continue to drive revitalization and beneficial reuse of underutilized
brownfield sites. Although funding is available for priority projects throughout the City, specific target
areas include downtown Lodi, the Union Pacific Railroad (UPRR) rail corridor that bisects the City north to
south, and the federally designated Opportunity Zone. These target areas consist of approximately 230
acres bounded by the UPRR rail corridor to the west, Lodi Avenue to the north, Central Avenue to the
331 Page
east, and Kettleman Lane to the south. An overarching goal is to leverage grant funding to develop a
sustainable brownfields revitalization program to continue supporting site redevelopment projects that
benefit all citizens of Lodi.
During the 2020-21 program year, the assessment grant funded the development of the new Lodi
brownfields website, which allows Lodi property owners to nominate their parcels for assessment funds
(https://Iodibrownfields.com/). There are several potential projects in the pipeline for the 2022-23
program year that the City is hoping will come to fruition and will be reported in a future CAPER.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
N/A
341 Page
RESOLUTION NO. 2022-227
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE 2021-22
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) CONSOLIDATED
ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) AND
AUTHORIZING THE SUBMISSION TO THE U.S. DEPARTMENT OF HOUSING
AND URBAN DEVELOPMENT
WHEREAS, the U.S. Department of Housing and Urban Development (HUD) has
determined that the City of Lodi, California, may receive an annual allocation of Community
Development Block Grant (CDBG) funds as an entitlement community; and
WHEREAS, the 2021-22 CAPER describes the programs and activities accomplished
during that program year, in which the City received $668,918 in federal CDBG entitlement
funds; and
WHEREAS, the 2021-22 Annual Action Plan was adopted by the City Council on
May 5, 2021, and approved by HUD in July 2021; and
WHEREAS, the City of Lodi has held, with proper notification and at the completion of
the mandated public comment period (September 10, 2022 to September 25, 2022), a public
hearing at the City Council special meeting of September 27, 2022, to receive comments on the
CAPER; and
WHEREAS, staff will incorporate any public comments received and finalize the CAPER
document prior to submission to HUD.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve
the 2021-22 CDBG Consolidated Annual Performance and Evaluation Report and authorize the
submission to HUD.
Dated: September 27, 2022
I hereby certify that Resolution No. 2022-227 was passed and adopted by the City
Council of the City of Lodi in a special meeting held September 27, 2022, by the following vote:
AYES: COUNCIL MEMBERS — Hothi, Kuehne, Nakanishi, and Mayor Chandler
NOES: COUNCIL MEMBERS — None
ABSENT: COUNCIL MEMBERS — Khan
ABSTAIN: COUNCIL MEMBERS — None
Olivia Nashed
City Clerk
2022-227
SUBJECT:
2021-22 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)-
NOTICE OF 15 -DAY PUBLIC REVIEW AND COMMENT PERIOD AND PUBLIC
HEARING FOR 2021-22 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION
REPORT
PUBLISH (DATES): September 10, 2022
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: September 7, 2022 ORDERED BY: Austin Knudsen
TITLE: CDBG Program Specialist
DF
• 6
U
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4(IF09VO
DECLARATION OF POSTING
NOTICE OF PUBLIC HEARING TO CONSIDER RESOLUTION
APPROVING 2021-22 COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) CONSOLIDATED ANNUAL PERFORMANCE AND
EVALUATION REPORT
On Thursday, September 22, 2022, in the City of Lodi, San Joaquin County, California,
a copy of a Notice of Public Hearing to consider adopting a resolution approving
2021-22 Community Development Block Grant (CDBG) Consolidated Annual
Performance and Evaluation Report (attached hereto, marked 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 September 22, 2022, at Lodi, California.
PAMELA M. FARRIS
ASSISTANT CITY CLERK
ORDERED BY:
OLIVIA NASHED
CITY CLERK
KAYLEEUCLAYTON
ADMINISTRATIVE CLER
\\cvcfilv01\administration$\Administration\CLERK\Agenda\City Council\Public
Hearings\AFFADAVITS\DECPOST2.DOC
LEGAL NOTICE
2021-22 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
NOTICE OF 15 -DAY PUBLIC REVIEW AND COMMENT PERIOD AND PUBLIC
HEARING FOR 2021-22 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION
REPORT
NOTICE IS HEREBY GIVEN that on Tuesday, September 27, 2022 at 7:00 a.m., or as soon
thereafter as the matter may be heard, the City Council of the City of Lodi will hold a Public
Hearing, at the City of Lodi Carnegie Forum, located at 305 West Pine Street, Lodi, CA, to
consider adopting a resolution approving the 2021-22 Consolidated Annual Performance
Evaluation Report (CAPER). The public may also attend virtually via Zoom. To access this virtual
meetings login details, as well as the meeting agenda, please visit the following web address:
https://www.lodi..og v/AgendaCenter/Search/?term=&CIDs=5,&startDate=&endDate=&dateRanae=&date
Selector--
The
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The Community Development Block Grant (CDBG) is a federal grant program administered by
the U.S. Department of Housing and Urban Development (HUD). The grant program provides
communities with funds for public facility improvements, social services, economic
development, affordable housing, fair housing, and other neighborhood improvements.
The 2021-2022 CAPER describes the projects and activities undergone during the 2021-22
CDBG program year, in which the City received $668,918 in Federal CDBG funds. The
community is invited to review and comment on the 2021-22 CAPER, which reports on the
expenditures and accomplishments of the projects undergone in the 2021-22 CDBG program
year.
The 2021-22 CAPER is available for public review and comment for 15 days starting
September 10, 2022 and ending September 25, 2022.
These documents will be available at the City's Community Development website for public
review at http://www.lodi.gov/183/Community-Development-Block-Grant-Progra
Comments can be sent to NeighborhoodServicesnlodi.gov.
The release of this notice is part of the City's obligation to fulfill citizen participation
requirements. Federal regulations require localities to provide the public with reasonable access
to all CDBG documents.
The purpose of the public hearing will be to give citizens an opportunity to make their comments
known regarding the 2021-22 CAPER. If you are unable to attend the public hearings, you may
direct written comments to the following address:
Community Development Department
ATTN: Jennifer Rhyne
City of Lodi, PO Box 3006,
Lodi, CA 95241
Or you may telephone (209) 269-4519 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 Hall is closed every other Friday. Please contact the following program staff if
you have any questions:
Austin Knudsen
CDBG Program Specialist
austin. knudsen&mbakerintl. com
(916) 231-2231
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 does 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: Jennifer Rhyne (209) 269-4519.
Persons with hearing impairment, please use the California Relay Service (CRS) 7-1-1.