5. COMPENSATION FOR SERVICES
A. Fees are due and payable in the amount and in accordance with the above referenced scope of services. Invoicing shall be on a monthly schedule and reflect that portion of the scope of services of which consultant has completed.All payments shall be due at receipt of the invoice unless otherwise specified in this agreement.
B. Should for any reason the due and payable portion of the above referenced scope of services fee schedule become delinquent, the Owner/Client agrees to pay a monthly late payment charge which will be the lesser of 1.5% per month or a monthly charge equal to the maximum legal amount which will be applied to any unpaid balance due commencing thirty (30) days after the date of original invoice.
6. STANDARD PROVISIONS OF AGREEMENT
Client has read and understands all the standard provisions of the agreement set forth and included herewith and agrees all standard provisions of agreement are a part of this agreement and are binding on Client. In witness whereof, the parties hereto have accepted, made, and executed this Agreement upon the terms, conditions, and provisions above stated.The agreement may be withdrawn by Associated Engineering Group, Inc. if not accepted within 30 days from the date of authorized signature below. CONSULTANT: (Authorization) OWNER/CLIENT: (Acceptance of Agreement) ASSOCIATED ENGINEERING GROUP, INC. HDR Inc.
_________________________Date: __________ _________________________Date: _________ Jim Freitas President
DocuSign Envelope ID: E1966A06-AAED-4385-BD61-42B3C3C5A31C #24..
- 813 -
DocuSign Envelope ID: E1966A06-AAED-4385-BD61-42B3C3C5A31C #24..
- 814 -
Bid Waiver Approval Form HDR Amendment
Final Audit Report 2024-02-15
Created: 2024-02-13
By: Juana Lynch ([email protected])
Status: Signed
Transaction ID: CBJCHBCAABAAPJ1a-wvucf6TvBnzqDfCuwVF1gMbLrW5 "Bid Waiver Approval Form HDR Amendment" History
Document created by Juana Lynch ([email protected]) 2024-02-13 - 9:16:31 PM GMT
Document emailed to [email protected] for signature
2024-02-13 - 9:17:55 PM GMT
Email viewed by [email protected]
2024-02-14 - 11:59:00 PM GMT
Signer [email protected] entered name at signing as Dianne Love 2024-02-14 - 11:59:59 PM GMT
Document e-signed by Dianne Love ([email protected]) Signature Date: 2024-02-15 - 0:00:01 AM GMT - Time Source: server Document emailed to DeAnna Christensen ([email protected]) for signature 2024-02-15 - 0:00:02 AM GMT
Email viewed by DeAnna Christensen ([email protected]) 2024-02-15 - 0:04:36 AM GMT
Document e-signed by DeAnna Christensen ([email protected]) Signature Date: 2024-02-15 - 0:12:05 AM GMT - Time Source: server Agreement completed. 2024-02-15 - 0:12:05 AM GMT
DocuSign Envelope ID: E1966A06-AAED-4385-BD61-42B3C3C5A31C #24..
- 815 -
hdrinc.com
2365 Iron Point Road, Suite 300, Folsom, CA 95630-8709
(916) 817-4700
March 4, 2025
Rosene Nguyen
Public Works | Integrated Waste Program Manager
City of Modesto
209.577.5453
[email protected]
Subject: Proposal for Design of a new Transformer to serve the City’s Compost Facility Dear Rosene,
HDR Engineering, Inc. (HDR) is pleased to present this proposal to support the City of Modesto (City) in updating their Compost facility with the design of a new electrical transformer to provide power to the City’s Compost Facility (Facility) located at 7001 Jennings Road. These improvements are a part of the next steps the Facility needs to serve the City’s current and future needs. HDR has prepared this proposal based on our experience performing previous work on the Facility and similar projects. HDR has recently completed the Compost Facility Feasibility Study (Study) for the City, which included a list of recommendations to improve and expand the operations at the Facility. The Study included an analysis of the Facility’s electrification capacity and identified the need to increase power supply to the Facility to provide additional processing capabilities to process additional feedstock. This proposal is one of the next steps for improving the Facility.
Scope of Services
The following tasks have been identified to fulfill the above objectives:
Task 1 – Project Management
Task 1.1 Project Management
Project Management includes project oversight, execution, office administration, invoicing, coordinating work of the design team, and coordinating and reporting on the progress of the Project to the City. We will monitor project progress, assign labor resources, review work products, respond to City requests and concerns, and maintain communications with City staff regarding the work schedule and budget.
Monthly invoices will include progress reports, and each report will summarize the work accomplished during the billing period, the work forecast anticipated for the following month, and a summary of the spent and remaining amounts. Preparation of Critical Path Scheduling for the duration of the Project prior to construction will be performed under this task. Scheduling will be performed using Microsoft Project. The HDR Team will schedule a Project kick-off meeting and technical review meetings to facilitate dialogue between project team members and to review submittals at subsequent phases of the work.
Facilitate a bi-weekly virtual meeting during the first six months of the Project to keep the City staff appraised of the Project’s progress
Schedule a pre-design meeting with City staff to discuss and investigate options and available alternatives for facility settings, equipment, and construction logistics #24..
- 816 -
2 Assumptions for Task 1:
HDR will facilitate a virtual bi-weekly status meeting to report on the progress of the Project. These meetings may change over the duration of the project to less frequent meetings such as monthly
It is assumed that the City will identify and provide its core team members to the Project Management team for attendance at regular Project update meetings, review submittals, and provide responses to the design team
Deliverables for Task 1:
Monthly Progress Reports
Meeting Agendas and Meetings Minutes
Microsoft Project-based Critical Path Schedule will be transmitted electronically to a PDF format monthly for the estimated eight months of the project duration Task 2 – Estimate Future Power Requirements
HDR will prepare an estimate of the future power requirements of the Facility. The purpose of this task is to identify the future power requirements to bracket the range of power expected to be needed at the Facility. The future power requirements are envisioned to include the new electrified materials screening, grinding, blending infrastructure, future aeriated static pile aeration system, administrative offices, electrified on-site equipment, storm drainage pumping system and related features as identified in the previously prepared Study. HDR will transmit a draft of the Estimated Future Power Requirements Technical Memo for the City’s consideration.
HDR will schedule and facilitate a virtual meeting to discuss the draft TM and its contents.
Following the city’s review and input, HDR will finalize the Estimated Future Power TM.
Assumptions for Task 2:
This is conceptual level planning exercise and will rely on conceptual level estimates of the likely range of power demands
No design services are included in this task
The City will participate in review of the draft TM and offer input/comments using a consolidated response to HDR
Deliverables for Task 2:
Draft Estimated Future Power Requirements TM
Meeting Agendas and Meetings Minutes
Final TM
Task 3 – Prepare Transformer Preliminary Design
Following completion and the City’s acceptance of the Future Power Requirements, HDR will prepare the Transformer Preliminary Design. The purpose of this task is to convert the list of future power requirements into a preliminary design to reach consensus of the scope of the transformer project design and subsequent construction.
HDR will prepare a single Preliminary Design sheet showing the location and features at a conceptual level for discussion and city’s input and concurrence. HDR will transmit a draft of the Preliminary Design for the City’s review and consideration. HDR will schedule and facilitate a virtual meeting to discuss the draft Preliminary Design TM and its contents. Following the city’s review and input, HDR will finalize the Estimated Future Power TM. #24..
- 817 -
3 Assumptions for Task 3:
This is planning level exercise and is intended to communicate the general features envisioned to be developed
The City will participate in review of the draft Preliminary design documents and offer input/comments using a consolidated response to HDR
Deliverables for Task 3:
Draft Preliminary Design
Meeting Agendas and Meetings Minutes
Final Preliminary Design
Task 4 – Prepare Transformer Construction Documents
Following completion and the City’s acceptance of the Future Power Requirements and subsequent Preliminary Design, HDR will prepare the Transformer Construction Documents.
The purpose of this task is to develop the construction documents which will be used to procure the purchase and installation of the new transformer for the Facility.
The design documents will include:
One line diagram showing power from utility distribution, down to utility transformer and onto a main/meter switchboard.
Utility transformer requirements for site install.
Switchboard requirements for install.
Conduits and conductors information for construction bid documents. Specifications for contractor provided equipment.
HDR will prepare the Transformer Construction Documents which will include the following:
DESIGN SHEETS
Cover sheet legends and symbols
Civil Site and Grading Plan
Horizontal Control Plan
Civil Site Utility Plan
Electrical Site Plan
Electrical Single Line Diagram
Details
TECHNICAL SPECIFICATIONS
Technical specifications
Bid Form
Measurement and Payment
HDR will facilitate a Request for Proposals (RFP) to select a contractor to perform the proposed surface improvements at the Facility. HDR will assist as needed in the RFP process for up to fifty (50) hours by key HDR staff. Specifically, HDR will participate in a limited basis during the contractor RFP process to prepare a summary description of the scope and to answer questions from the contractors related to the design plans.
#24..
- 818 -
4 This scope assumes one (1) round of comments from the City during one (1) comment period.
The design documents will be prepared to be provided as part of the bid package for the RFP process to select a contractor.
Assumptions for Task 4:
This task relies on the completion of the Transformer Preliminary Design documents in task 3 above
The City will participate in review of the draft TM and offer input/comments using a consolidated response to HDR
Deliverables for Task 4:
Draft Transformer Design Documents
Meeting Agendas and Meetings Minutes
Final Transformer Design Documents
Task 5 – Provide Bidding Support Assistance
HDR will provide bidding support during the bidding phase. HDR anticipates responding to Requests for Information and related topics up to 8 hours of senior Engineer time.
Assumptions for Task 5:
HDR will assist the City who will issue the Request for Bidding HDR will respond to Requests for Information for up to 8 hours of Senior Engineering time Deliverables for Task 5:
Responses to Request for Information
Task 6 – Provide Engineering Services During Construction (not included in this proposal)
HDR is able to provide third-party oversight for the proposed construction activities, as they related to the construction SWPPP, however these services are not included in this proposal at this time.
Project Schedule
HDR anticipates that the preparation of these services as follows: preparation of the estimate of future Power demands (Task 2) within three weeks of receiving the Notice to Proceed (NTP).
The Transformer Preliminary Design (Task 3) will be performed within one (1) month of receiving the city’s acceptance of the Future Power Requirements. After the results of the Transformer Preliminary Design is accepted by the city, HDR anticipates approximately two (2) months to prepare the Transformer Construction Documents (Task 4).
Fee Estimate
HDR will furnish labor, equipment, and materials to assist the City of Modesto on a time and materials basis not to exceed $94,658 (see Table 1 below).
Staff rates will be consistent with the current contract terms. HDR will only expend efforts under these tasks as authorized by the City. Charlie O’Neill will be the Project Manager for this work. #24..
- 819 -
5 The project team will be supported on an as-needed basis by other technical resources within HDR. The 2025 activities described herein can commence immediately upon NTP from the City.
Work is assumed to occur in the calendar year 2025 and should work go into 2026, escalation will be applied to rates on January 1st. The values below include the expectation that 25% of the work occurs in 2026.
Table 1. Cost estimate per tasks identified
Task Description Cost Estimate
Task 1 – Project Management 10,064
Task 2 – Estimate of Future Power Requirements 16,013
Task 3 – Preliminary Transformer Design 20,559
Task 4 – Transformer Construction Documents 43,616
Task 5 – Bidding Support 4,406
Grand Total 94,658
This proposal is valid for one hundred twenty (120) workdays from the date of submission.
Thereafter, it may be subject to change.
Exclusions
The scope of work and budget associated with this proposal assume the following:
Meetings with the City and vendors will be conducted virtually The City will obtain the necessary local approvals for construction of the proposed surface improvements, such as, but not limited to permits
The City will prepare the boiler plate (City’s administrative components/RFP) for a contractor to perform the Transformer improvements proposed at the Facility and coordinate the selection of the contractor
HDR will participate in a limited basis during the contractor RFP process to prepare a summary description of the scope and to answer questions from the contractors related to the design plans
Construction Quality Assurance (CQA) services are not included in this proposal This proposal does not include major revisions to the construction grading plans postreview by the applicable permitting agencies HDR has qualified staff and is available to provide a separate proposal for these services excluded above. HDR is excited about another opportunity to work with the City of Modesto. In the meantime, please feel free to contact us should you have questions.
Sincerely,
HDR Engineering, Inc.
Charlie O’Neill Holly Kennedy, PE
Project Manager Senior Vice President
#24..
- 820 -
City of Modesto 2025 Rate Sheet
Employee Type Min Max
Project Manager $226.00 $265.00
Tech and QC $399.00 $425.00
Engineer/Planner VI $357.00 $378.00
Engineer/Planner V $314.00 $336.00
Engineer/Planner IV $275.00 $293.00
Engineer/Planner III $234.00 $256.00
Engineer/Planner II $191.00 $213.00
Engineer/Planner I $145.00 $169.00
CAD $130.00 $165.00
Project Accountant $120.00 $155.00
Project Coordinator $125.00 $165.00
*On average, an annual escalation of 5% will be applied on January 1st. *Subconsultant invoices will be billed with a 5% markup. *Expenses will be billed at cost.
"Exhibit B" #24..
- 821 -
#24..
- 822 -
#24..
- 823 -
#24..
- 824 -
#24..
- 825 -
#24..
- 826 -
#24..
- 827 -
#24..
- 828 -
#24..
- 829 -
#24..
- 830 -
#24..
- 831 -
#24..
- 832 -
#24..
- 833 -
#24..
- 834 -
#24..
- 835 -
#24..
- 836 -
#24..
- 837 -
#24..
- 838 -
#24..
- 839 -
#24..
- 840 -
#24..
- 841 -
#24..
- 842 -
#24..
- 843 -
#24..
- 844 -
#24..
- 845 -
#24..
- 846 -
#24..
- 847 -
#24..
- 848 -
#24..
- 849 -
#24..
- 850 -
#24..
- 851 -
#24..
- 852 -
#24..
- 853 -
#24..
- 854 -
#24..
- 855 -
#24..
- 856 -
#24..
- 857 -
California Levine Act Disclosure
California Government Code Section 84308, also known as the "Levine Act", prohibits City “officers” from participating in any action related to a license, permit, or other entitlement for use (a “proceeding”) if such member accepts, solicits, or directs political contributions from a party to the proceeding or their agent totaling more than $500 while the proceeding is pending before the agency, and for twelve (12) months following the date a decision concerning the proceeding has been made. The Levine Act also requires disclosure of such contribution by a party to the proceeding.
Section 84308(a)(4) of the Levine Act defines an "officer" as follows: “Officer” means any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elective office in an agency. The term “officer” is further defined 2 Cal. Code Regs. Section 18438.1, which states:
An officer of an agency includes only those persons who make, participate in making, or in any way attempt to use their official position to influence a decision in the license, permit, or entitlement for use proceeding, or who exercise authority or budgetary control over the agency of officers who may do so, and:
(1) Serve in an elected position, including an official appointed to an elected position due to an interim vacancy or an election otherwise canceled because the official was the sole candidate for the position; (2) Serve as a member of a board or commission;
(3) Serve as the chief executive of a state agency, or county, city or district of any kind; or (4)Have decision making authority with respect to the proceeding involving a license, permit, or other entitlement for use and is also a candidate for elected office or has been a candidate for elective office in the 12 months prior to the proceeding.
A list of Modesto City Council Board Members can be found online at: Modesto City Council https://modestogov.com/706/Council-Members (modestogov.com). The party making this certification is responsible for determining whether a recipient of a political contribution is a City officer prior to answering the following questions:
1. Have you, your company, or any agent on behalf of you or your company, made any political contributions of more than $500 to any City officer, in the twelve (12) months preceding the date of the submission of your proposals or the anticipated date of any Council action related to this contract?
___ YES If yes, please identify the Councilmember(s):
_X__ NO
2. Do you, or your company, or any agent on behalf of you or your company, anticipate or plan to make any political contribution of more than $500 to any City officer in the twelve (12) months following any Council action related to this contract?
___ YES If yes, please identify the Councilmember(s):
_X__ NO
#24..
- 858 -
Answering YES to either of the questions above does not preclude the City of Modesto from awarding a contract to your firm or taking any subsequent action related to the contract. It may, however, preclude the identified City officer from participating in any actions related to such contract.
HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
_________________ _____________________________
Date Signature of authorized individual
_____________________________
Company/Applicant Name
HDR Engineering, Inc. /Holly Kennedy, PE
4/11/2025
#24..
- 859 -
CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
June 24, 2025
Date: June 4, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: William Wong, Director of Utilities
SUBJECT: Confirming Detachment of Non-contiguous City of Modesto Property CONTACT: Jeff Daniels, Wastewater Division Manager, [email protected], 209-577- 6255
DESCRIPTION:
Consider confirming the detachment of a non-contiguous City property deeded to Reclamation District 2091. (Funding Source: Sewer Operations Fund)
STRATEGIC PLAN ELEMENT:
The recommended action supports the 2025-2026 City of Modesto Strategic Plan Initiatives, Goal D: Provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance, and sustainability efforts.
BACKGROUND:
Reclamation District (RD) 2091 is comprised of 26 landowners, representing approximately 7,015 acres. The City of Modesto owns approximately 4,500 of the associated acres, or 64% of RD 2091, as part of the City’s Regional Water Recycling Facility-Jennings Campus. This district is governed by the RD 2091 Board of Trustees, which is comprised of three (3) landowner members, including a representative of the City of Modesto.
The City of Modesto annexed non-contiguous acreage known as the Jennings Road No. 2 Change of Organization, approved by the Stanislaus Local Agency Formation Commission Resolution 2010-18, effective January 10, 2011. The City is the sole property owner of land adjacent to the entire stretch of the RD 2091 levee system.
Beginning in August 2022 through December 2023, seepage berms were constructed to accommodate changing river levels without eroding the levee system in high-risk areas to mitigate the damage to the levee. The project required an extension of the levee toe and associated easement on public land owned by the City of Modesto.
Working with the State Department of Water Resources (DWR), the City determined it was in the best interest to protect its assets from future flood risk and grant approximately 19.63 acres from the adjacent City of Modesto property to RD 2091. This area includes an easement, approximately 15 feet wide, to accommodate a required access road at the base of the berm.
The easement was necessary for routine access to the levee for continued inspections and maintenance requirements.
#25..
- 860 -
City Council, June 24, 2025
Confirming Detachment of Non-contiguous City Property
To meet “in kind” contribution to the repair of the levee system, the City granted a portion of the parcels listed below to RD 2091. In doing so, the (DWR) contributed a monetary match to RD 2091 to offset repair costs. The land contribution for this Project involved all real property that was required to physically construct the seepage berms as well as property utilized to extend the right-of-way easement.
On December 12, 2023, by Resolution No. 2023-565, Council approved the grant of easement rights to the Sacramento and San Joaquin Drainage District.
On December 12, 2023, by Resolution No. 2023-566, Council approved a land grant to Reclamation District 2091.
DISCUSSION:
The City granted approximately 19.63 acres to RD 2091, including Assessor Parcel Numbers:
002-001-011, 022-004-025, 058-001-020, 058-001-020, 058-001-020, 058-001-020.
Pursuant to Government Code section 56742(e), non-contiguous territory annexed pursuant to section 56742 but no longer owned by a city shall cease to be part of that city. Government Code section 56742(g) requires the City of Modesto to adopt a resolution confirming the detachment of the non-contiguous property.
The detachment of territory from the City is a mandatory requirement of Government Code section 56742 and as a result, such action is exempt from the requirements of the California Environmental Quality Act (“CEQA”) because such action is ministerial pursuant to section 15268(a) of the CEQA Guidelines (14 California Code of Regulations 15258).
FISCAL IMPACT:
Fiscal impacts were recognized in Resolution 2023-566 to meet “in kind” contributions to the repair of the levee system to RD 2091.
The City of Modesto will also need to provide a check made out to the State Board of Equalization with an estimated $1,850 filing fee to be paid out of the Sewer Operations Fund.
COMMITTEE RECOMMENDATION:
This item was presented to the Economic Development Committee on June 2, 2025, and was recommended to forward to Council for approval.
RECOMMENDED COUNCIL ACTION:
Staff Recommendation:
Resolution confirming detachment of non-contiguous City of Modesto properties deeded to Reclamation District 2091, reverting the property back to unincorporated status within the County of Stanislaus and authorizing the City Manager, or his designee, to execute any and all necessary documents required for City detachment.
Approved by:
William Wong, Director of Utilities
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Grant Deed to RD 2091
#25..
- 861 -
1 2025--
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-
RESOLUTION CONFIRMING DETACHMENT OF NON-CONTIGUOUS CITY OF MODESTO PROPERTIES DEEDED TO RECLAMATION DISTRICT 2091,
REVERTING THE PROPERTY BACK TO UNINCORPORATED STATUS
WITHIN THE COUNTY OF STANISLAUS AND AUTHORIZING THE CITY
MANAGER, OR HIS DESIGNEE, TO EXECUTE ANY AND ALL NECESSARY
DOCUMENTS REQUIRED FOR CITY DETACHMENT
WHEREAS, the City of Modesto annexed non-contiguous acreage known as the Jennings Road No. 2 Change of Organization, approved by the Stanislaus Local Agency Formation Commission Resolution 2010-18, effective January 10, 2011; and WHEREAS, the City subsequently granted approximately 19.63 acres to Reclamation District 2091, including Assessor Parcel Numbers: 002-001-011, 022-004- 025, 058-001-020, 058-001-020, 058-001-020, 058-001-020 (collectively, the “Property”); and
WHEREAS, pursuant to Government Code section 56742(e), non-contiguous territory annexed pursuant to section 56742 but no longer owned by a city shall cease to be part of that city; and
WHEREAS, Government Code section 56742(g) requires the City of Modesto to adopt a resolution confirming the detachment of the non-contiguous property; and WHEREAS, the detachment of territory from the City is a mandatory requirement of Government Code section 56742 and as a result, such action is exempt from the requirements of the California Environmental Quality Act (“CEQA”) because such action is ministerial pursuant to section 15268(a) of the CEQA Guidelines (14 California Code of Regulations 15258).
#25..
- 862 -
2 2025--
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby authorizes and confirms the detachment of non-contiguous City of Modesto properties deeded to Reclamation District 2091, reverting the property back to unincorporated status within the County of Stanislaus.
BE IT FURTHER RESOLVED that the City Manager, or his designee, is hereby authorized to execute any and all necessary documents required for City detachment in a form approved by the City Attorney.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the ___ day of ___, 2025, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: ____ _________________________
DIANE NAYARES-PEREZ, CMC, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: _
JOSE M. SANCHEZ, City Attorney
#25..
- 863 -
#25..
- 864 -
#25..
- 865 -
#25..
- 866 -
#25..
- 867 -
#25..
- 868 -
#25..
- 869 -
#25..
- 870 -
#25..
- 871 -
#25..
- 872 -
#25..
- 873 -
#25..
- 874 -
#25..
- 875 -
#25..
- 876 -
CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
June 24, 2025
Date: June 2, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: William Wong, Director of Utilities
Kevin Wise, Fire Chief
SUBJECT: Architectural Services Agreement with RED INC Architects Fire Station 1 Rehabilitation and Tenant Improvements
CONTACT: Cristian Ciotau, Engineering Division Manager
[email protected], 209-571-5175
DESCRIPTION:
Consider approving an Architectural Services Agreement with RED INC Architects, of Modesto, CA, for the Fire Station 1 Rehabilitation and Tenant Improvements Project in the amount of $429,490, plus $42,949 in additional services, if needed, for an Agreement total not to exceed $472,439. (Funding Source: America Rescue Plan Act Grants Fund) STRATEGIC PLAN ELEMENT:
The recommended action supports the 2025-2026 City of Modesto Strategic Plan Initiatives, Goal D: Provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance, and sustainability efforts.
BACKGROUND:
Fire Station 1, located at 610 11th Street was originally constructed in 1939 and is currently the City’s busiest, serving the Downtown, La Loma, Graceada and College neighborhoods housing both an Engine and Truck Company along with Brush 1.
Due to the age of the building, it needs various interior and exterior improvements; In September of 2024 an On-Call Architectural Services Task Order was issued to RED INC Architects to prepare a Rehabilitation and Tenant Improvement Study to summarize what a potential renovation would entail along with the associated cost estimates.
Along with addressing the needs and preserving the look of the historical art deco building, this Project will also provide Modesto Fire Department personnel with the necessary amenities to carry out their daily tasks for many years to come.
#26..
- 877 -
City Council, June 24, 2025
Architectural Services Agreement with RED INC Architects Fire Station 1 Rehabilitation and Tenant Improvements
DISCUSSION:
In accordance with Administrative Directive 3.1, Selection Procedures for Professional Consultants who Provide Architectural and Engineering Services for Capital Projects, a Request for Proposals (RFP) to provide Architectural Services was initiated on February 18, 2025, through OpenGov.
On March 25, 2025, Staff received and distributed five (5) proposals to a Selection Committee consisting of Utilities and Engineering Services Department Staff. The proposals were evaluated, and the top two firms were invited to interview. Following the interviews, Staff selected RED INC Architects, of Modesto, CA to provide Architectural Services for the Fire Station 1 Rehabilitation and Tenant Improvement Project.
Once the selection ranking had been finalized, RED INC Architects’ sealed cost proposal was opened and assessed to be reasonable for delivering the proposed services.
The scope of services to be provided under this Agreement include:
Schematic Design
Design Development
Construction Documents
Bidding Services
Engineering Support During Construction
In accordance with Modesto Municipal Code 8-3.204(a) “Exceptions to Formal Bidding Requirements”, Agreements for Professional Services are exempt from the bidding requirements of Modesto Municipal Code 8-3.203 if competitive quotations or proposals have been sought informally from at least three (3) qualified entities. However, Staff proceeded with the RFP process pursuant to Administrative Directive 3.1 and five (5) proposals were received as part of this solicitation.
Staff recommends approval of an Architectural Services Agreement with RED INC Architects, of Modesto, CA for the Fire Station 1 Rehabilitation and Tenant Improvements Project.
FISCAL IMPACT:
Expenses associated with the Design and Bidding Phases of this Project are housed in the following Non-Capital Project:
101401 ARPA of 2021 Standard Allowance
Fire Station 1 Deferred Maintenance
#26..
- 878 -
City Council, June 24, 2025
Architectural Services Agreement with RED INC Architects Fire Station 1 Rehabilitation and Tenant Improvements
ANTICIPATED PROJECT EXPENDITURES:
Construction $6,500,000
Construction Contingency $520,000
Construction Administration – City Staff $300,000
Architectural Services Agreement $429,490
10% Additional Services, if Needed $42,949
Engineering/Design/Administration – City Staff $100,000 $7,892,439
Staff is actively pursuing State and Federal grant opportunities to offset the costs of the Construction Phase of this Project, with any unallocated funding planned to be covered through revenue generated by Measure H.
COMMITTEE RECOMMENDATION:
This item was considered by the Economic Development Committee at the meeting held on June 2, 2025, where it was recommended that it be forwarded to Council.
CEQA/NEPA REQUIREMENTS:
Environmental review has been provided through a Categorical Exemption under CEQA Section 15301 (Existing Facilities) Class 1, (a).
RECOMMENDED COUNCIL ACTION:
Staff Recommendation:
Resolution approving an Architectural Services Agreement with RED INC Architects, of Modesto, CA for the Fire Station 1 Rehabilitation and Tenant Improvements Project in the amount of $429,490, plus $42,949 in additional services, if needed, for an Agreement total not to exceed $472,439, and authorizing the City Manager, or his designee, to execute the Agreement.
Approved by:
William Wong, Director of Utilities
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. RED INC Architects – Agreement & Exhibits A-C
3. RED INC Architects – Feasibility Study
#26..
- 879 -
06/24/2025/Utilities/CCiotau/Item X 1 2025-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-XX
RESOLUTION APPROVING AN ARCHITECTURAL SERVICES AGREEMENT
WITH RED INC ARCHITECTS, OF MODESTO, CA FOR THE FIRE STATION 1 REHABILITATION AND TENANT IMPROVEMENTS PROJECT IN THE AMOUNT OF $429,490, PLUS $42,949 IN ADDITIONAL SERVICES, IF NEEDED, FOR AN AGREEMENT TOTAL NOT TO EXCEED $472,439, AND
AUTHORIZING THE CITY MANAGER, OR HIS DESIGNEE, TO EXECUTE
THE AGREEMENT
WHEREAS, Fire Station 1, located at 610 11th Street was originally constructed in 1939 and is currently the City’s busiest, serving the Downtown, La Loma, Graceada and College neighborhoods housing both an Engine and Truck Company along with Brush 1; and
WHEREAS, due to the age of the building, it needs various interior and exterior improvements; and
WHEREAS, in September of 2024 an On-Call Architectural Services Task Order was issued to RED INC Architects to prepare a Rehabilitation and Tenant Improvement Study to summarize what a potential renovation would entail along with the associated cost estimates; and
WHEREAS, along with addressing the needs and preserving the look of the historical art deco building, this Project will also provide Modesto Fire Department personnel with the necessary amenities to carry out their daily tasks for many years to come; and
WHEREAS, in accordance with Administrative Directive 3.1, Selection Procedures for Professional Consultants who Provide Architectural and Engineering Services for Capital Projects, a Request for Proposals (RFP) to provide Architectural Services was initiated on February 18, 2025, through OpenGov; and #26..
- 880 -
06/24/2025/Utilities/CCiotau/Item X 2 2025-XX
WHEREAS, on March 25, 2025, Staff received and distributed five (5) proposals to a Selection Committee consisting of Utilities and Engineering Services Department Staff; and
WHEREAS, the proposals were evaluated, and the top two firms were invited to interview; and
WHEREAS, following the interviews, Staff selected RED INC Architects, of Modesto, CA to provide Architectural Services for the Fire Station 1 Rehabilitation and Tenant Improvement Project.
NOW, THEREFORE BE IT RESOLVED by the Council of the City of Modesto that it hereby approves an Architectural Services Agreement with RED INC Architects, of Modesto, CA for the Fire Station 1 Rehabilitation and Tenant Improvements Project in the amount of $429,490, plus $42,949 in additional services, if needed, for an Agreement total not to exceed $472,439.
BE IT FURTHER RESOLVED that the City Manager, or his designee, is hereby authorized to execute the Agreement, in a form approved by the City Attorney. #26..
- 881 -
06/24/2025/Utilities/CCiotau/Item X 3 2025-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of June 2025, by Councilmember _______________, who moved its adoption, which motion being duly seconded by Councilmember _______________, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
#26..
- 882 -
-1-
ARCHITECTURAL SERVICES AGREEMENT
FIRE STATION 1 REHABILITATION AND TENANT IMPROVEMENTS
THIS AGREEMENT, made and entered into in the City of Modesto, State of California, this day of , 2025, (“Effective Date”) by and between the CITY OF MODESTO, a municipal corporation of the State of California, hereinafter referred to as "CITY", and RED INC Architects, a California corporation, hereinafter referred to as "CONSULTANT".
This Agreement is made with regard to the following recitals:
A. The CITY has determined that Architectural Services are required for the Fire Station 1 Rehabilitation and Tenant Improvements Project.
B. CONSULTANT represents that it is qualified, willing and able to provide the services to prepare said documents.
NOW, THEREFORE, in consideration of this agreement, and the mutual promises, covenants, and stipulations hereinafter contained, the parties agree as follows:
1. SCOPE OF SERVICES.
CONSULTANT shall undertake and complete the preparation of the scope of work as set forth and described in the documents attached hereto and referred to as Exhibit "A" or "project". The CONSULTANT shall perform the services as described in Exhibit "A" in a manner compatible with the standards of its profession and shall produce a fully complete project that is acceptable to CITY.
2. TERM OF AGREEMENT.
This Agreement is effective as of the date first written above and will continue in effect until CITY’s acceptance of and payment for all services authorized by CITY #26..
- 883 -
-2-
and performed by CONSULTANT, unless terminated earlier in accordance with the provisions of the termination clause in this Agreement.
CONSULTANT shall undertake and complete the preparation of the scope of work as set forth and described in the documents commonly referred to as “project” attached hereto as Exhibit "A" and made a part hereof. CITY hereby gives CONSULTANT notice to proceed with the preparation of the project in the manner described in Exhibit "A", as of the Effective Date of this agreement. CONSULTANT shall diligently proceed with the preparation of the project and agrees to complete said preparation within the time period set forth in Exhibit "A".
3. COMPENSATION.
CONSULTANT agrees to accept a sum not to exceed FOUR HUNDRED TWENTY-NINE THOUSAND FOUR HUNDRED NINETY AND 00/100 DOLLARS ($429,490) (maximum compensation) as full remuneration for performing all services and furnishing all staffing and materials for CITY in accordance with Exhibit "A" attached hereto and for performance by CONSULTANT of all of its duties and obligations under this Agreement, except that additional services may be compensated as described below.
The Compensation shall be paid pursuant in the manner and at the times set forth below:
CITY shall pay CONSULTANT on a time and materials basis for CONSULTANT’s actual costs for all work called for in Exhibit “A” to this Agreement. All work to be performed under this Agreement shall be billed at the hourly rates set forth in Exhibit “B” attached hereto, CONSULTANT shall submit monthly invoices to City which include detailed tasks, hours worked, and billable rates for all work completed, and detailed receipts for #26..
- 884 -
-3-
any out-of-pocket costs paid by CONSULTANT in connection with work performed on this project.
Additional services may be authorized by the City Manager in an amount up to, but not to exceed 10% of the agreed maximum compensation, or FORTY-TWO THOUSAND NINE HUNDRED FORTY-NINE AND 00/100 DOLLARS ($42,949). In the event that additional services are deemed necessary, the CONSULTANT shall provide a written request to the City Manager indicating the reason for additional work, scope and cost of such work. The City Manager shall provide a written response to the request, either approving or denying the additional expenditure. If additional services are requested and approved, they will be billed at the hourly rates set forth in Exhibit “B” and may not exceed the amount requested and approved in writing by the City Manager. In that event, the new total compensation shall not exceed FOUR HUNDRED SEVENTY-TWO THOUSAND FOUR HUNDRED THIRTYNINE AND 00/100 DOLLARS ($472,439). If additional services in excess of this amount are deemed necessary by City Staff, an amendment to this Agreement will be required and must be approved by the City Council prior to commencing the work, as provided in Paragraph 9 of this agreement.
4. OBLIGATIONS OF CONSULTANT.
Throughout the term of this Agreement, CONSULTANT shall possess, or secure all licenses, permits, qualifications and approvals legally required to conduct business.
CONSULTANT warrants that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities and other resources necessary to provide the CITY with the services contemplated by this Agreement. CONSULTANT further warrants that it will follow the best current, generally accepted and professional practices to make findings, render #26..
- 885 -
-4-
opinions, prepare factual presentations, and provide professional advice and recommendations regarding this project.
5. PERFORMANCE BY KEY EMPLOYEE.
CONSULTANT has represented to CITY that Barrett Lipomi, Principal Architect, will be the person primarily responsible for the performance of the services referred to in this Agreement. CITY has entered into this Agreement in reliance on that representation by CONSULTANT. CONSULTANT therefore agrees that ten percent (10%) or more of the time to be devoted to the project that is the subject of this Agreement will be that of the above-named person.
6. OWNERSHIP OF DOCUMENTS/TITLE TO DATA.
Ownership of Documents
All reports, drawings, designs, graphics, working papers and other incidental work or materials furnished hereunder shall become and remain the property of the CITY, and may be used by CITY as it may require without any additional cost to CITY. No reports shall be used by the CONSULTANT for purposes other than this contract without the express prior written consent of CITY.
Title to Data
If, as a part of the agreement, CONSULTANT is required to produce data such as, but not limited to, drawings, plans, specifications, calculations, models, flow diagrams, visual aids and other related materials, the originals of all such data generated under this agreement will be delivered to CITY upon the completion or termination of services under the Agreement.
#26..
- 886 -
-5-
All materials, documents, data or information obtained from the CITY data files or any CITY medium furnished to CONSULTANT in the performance of this Agreement will at all times remain the property of the CITY. Such data or information may not be used or copied for direct or indirect use by CONSULTANT after termination of this Agreement without written consent of the CITY.
7. NEWS AND INFORMATION RELEASE.
CONSULTANT agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from CITY through the City Manager.
8. CONFLICT OF INTEREST.
CONSULTANT warrants that it presently has no interest and shall not acquire any interest, direct or indirect, which would create a “conflict of interest”, as that term is defined in the Political Reform Act (Gov. Code § 81000 et seq), for the CONSULTANT in the performance of this AGREEMENT. CONSULTANT warrants that, in performance of this AGREEMENT, CONSULTANT shall not employ any person having any such interest.
CONSULTANT understands that, if this AGREEMENT is made in violation of Government Code § 1090 et seq., the entire AGREEMENT is void and CONSULTANT will not be entitled to any compensation for services performed. CONSULTANT agrees to file a Statement of Economic Interests with the City Clerk at the start and end of this AGREEMENT if so, required at the option of CITY.
#26..
- 887 -
-6-
9. AMENDMENTS.
Both parties to this Agreement understand that it may become desirable or necessary during the execution of this Agreement, for CITY or CONSULTANT to modify the scope of services provided for under this Agreement. Any material extension or change in the scope of work shall be discussed with CITY and the change and cost shall be memorialized in a written amendment to the original contract prior to the performance of the additional work.
Until a change order is so executed, CITY will not be responsible to pay any charges CONSULTANT may incur in performing such additional services, and CONSULTANT shall not be required to perform any such additional services.
10. INDEPENDENT CONTRACTOR.
All acts of CONSULTANT, its agents, officers, and employees and all others acting on behalf of CONSULTANT relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers, or employees of CITY.
CONSULTANT, by virtue of this Agreement, has no authority to bind or incur any obligation on behalf of City. CONSULTANT has no authority or responsibility to exercise any rights or power vested in the CITY. No agent, officer, or employee of the CITY is to be considered an employee of CONSULTANT. It is understood by both CONSULTANT and CITY that this Agreement shall not under any circumstances be construed or considered to create an employeremployee relationship or a joint venture.
CONSULTANT, its agents, officers and employees are and, at all times during the terms of this Agreement, shall represent and conduct themselves as independent contractors and not as employees of CITY.
#26..
- 888 -
-7-
CONSULTANT shall determine the method, details and means of performing the work and services to be provided by CONSULTANT under this Agreement.
CONSULTANT shall be responsible to CITY only for the requirements and results specified in this Agreement, and, except as expressly provided in this Agreement, shall not be subjected to CITY's control with respect to the physical action or activities of the CONSULTANT in fulfillment of this Agreement. CONSULTANT has control over the manner and means of performing the services under this Agreement. CONSULTANT is permitted to provide services to others during the same period service is provided to City under this Agreement. If necessary, CONSULTANT has the responsibility for employing other persons or firms to assist CONSULTANT in fulfilling the terms and obligations under this Agreement.
If in the performance of this Agreement any third persons are employed by CONSULTANT, such persons shall be entirely and exclusively under the direction, supervision, and control of Consultant. All terms of employment including hours, wages, working conditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by the CONSULTANT.
It is understood and agreed that as an independent contractor and not an employee of CITY neither the CONSULTANT or CONSULTANT 's assigned personnel shall have any entitlement as a CITY employee, right to act on behalf of the CITY in any capacity whatsoever as an agent, or to bind the CITY to any obligation whatsoever.
It is further understood and agreed that CONSULTANT must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of CONSULTANT's personnel.
#26..
- 889 -
-8-
As an independent contractor, CONSULTANT hereby indemnifies and holds CITY harmless from any and all claims that may be made against CITY based upon any contention by any third party that an employer-employee relationship exists by reason of this Agreement.
11. ASSIGNMENT.
Neither this Agreement nor any portion thereof shall be subcontracted or assigned without the express prior written consent of the CITY in each and every instance.
12. PATENT/COPYRIGHT MATERIALS.
Unless otherwise expressly provided in the Agreement, CONSULTANT shall be solely responsible for obtaining the right to use any patented or copyrighted materials in the performance of this Agreement. CONSULTANT shall furnish a warranty of such right to use to CITY at the request of CITY.
13. NOTICES.
Notice required by this Agreement shall be given in writing and shall be deemed given and effective upon receipt provided that such are delivered in accordance with the provisions of this Section. Notices shall be delivered either by: (a) personal delivery (including delivery by an overnight courier service which obtains confirmation of receipt); or (b) by facsimile, provided that such transmission is followed by delivery by an overnight courier service which obtains confirmation of receipt; or (c) postage prepaid, return receipt requested, certified mail; or (d) by electronic transmission subject to reasonable proof that the notice was both transmitted and received. Each such notice shall be sent to the parties at the address respectively set forth below or to such other address as a party may designate by written notice given in accordance with the provisions of this Section:
#26..
- 890 -
-9-
FOR CONSULTANT: Name: RED INC Architects
Address: 1217 J Street
Modesto, CA 95354
Attention: Barrett Lipomi, Principal Architect
Phone: (209) 522-8900
E-mail: [email protected]
FOR CITY: Name: City of Modesto
Address: 1010 10th Street, Suite 4600
Modesto, CA 95354
Attention: Cristian Ciotau, Engineering Division Manager Phone: (209) 571-5175
E-mail: [email protected]
14. INSURANCE REQUIREMENTS.
During the term of this Agreement, CONSULTANT shall maintain in full force and effect at its own cost and expense the insurance coverage as set forth in Exhibit C, attached hereto and incorporated herein, and shall otherwise comply with the other provisions of Exhibit C. CONSULTANT is responsible for uploading updated insurance documentation to the City’s “PINS Advantage” program.
15. TERMINATION OF AGREEMENT.
Termination by CITY for Default of CONSULTANT
Should CONSULTANT default in the performance of this Agreement or materially breach any of its provisions, at its option, CITY may terminate this Agreement by giving written notification to CONSULTANT. The termination date shall be the effective date of the notice. For the purposes of this section, material breach of this Agreement shall include, but not be limited to, any of the following: failure to perform required services or duties, willful destruction of CITY's property by CONSULTANT, dishonesty or theft. #26..
- 891 -
-10-
Termination by City for Convenience
The CITY may also terminate the CONSULTANT 's performance under the Agreement, either in whole or in part, at its own discretion, or when conditions encountered during the Work make it impossible or impracticable to proceed, or when the CITY is prevented from proceeding with the Agreement by act of God, by law, or by official action of a public authority, or upon a determination by the CITY that such termination is in the best interest and convenience of the CITY, or whenever the CITY is prohibited from completing the Work for any reason. The CITY shall provide no less than ten (10) calendar days written notice of its intent to terminate the Agreement for convenience, and shall endeavor to provide the CONSULTANT with consultation with the CITY prior to termination.
Post-Termination Procedure
Upon receipt of a written notice of termination pursuant to either of the foregoing paragraphs, the CONSULTANT shall:
a. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subconsultants and agents are notified of such termination and act as specified in the notice of termination;
b. Terminate all orders and Subconsultants except as necessary to complete any portion of the Work that is not terminated; c. If directed in writing by the CITY to do so, assign all right, title and interest in subcontracts and materials in progress to CITY, in which case the CITY will have the right at its discretion to settle, or pay any or all claims arising out of the termination #26..
- 892 -
-11-
of such subconsultants, but in no event shall recovery by any CONSULTANT or subconsultant include lost profits for portions of the Work not completed or undertaken, including materials not delivered;
d. Deliver or otherwise make available to the CITY all data, drawings, specifications, reports, estimates, summaries and such other information and material as may have been accumulated by the CONSULTANT in performing the Work whether completed or in process;
e. Settle outstanding liabilities and claims, subject to the approval of CITY;
f. Complete performance of such part of the Work as has not been terminated;
g. Take such other actions as may be necessary, or as may be directed by the CITY for the protection and preservation of the Work and/or property related to the Work;
h. If CITY so requests, and at CITY's cost, CONSULTANT shall provide sufficient oral or written status reports to make CITY reasonably aware of the status of CONSULTANT 's work on the project.
i. The CONSULTANT understands and agrees that CITY may, in CITY's sole discretion, refuse to pay CONSULTANT for that portion of CONSULTANT's services which were performed by #26..
- 893 -
-12-
CONSULTANT on the project prior to the termination date and which remain unacceptable and/or not useful to CITY as of the termination date.
CITY will pay CONSULTANT an amount based on the percentage of satisfactory work completed in accordance with the notice of termination. The final payment to the CONSULTANT after termination for convenience shall be limited to amounts due and owing under the Agreement at time of termination, including the following:
a. The cost of settling and paying valid claims arising out of the termination of the Work such as subconsultant agreements or contracts for materials;
b. The Agreement price allocable to the portion of the Work properly performed or goods supplied to the work site by the CONSULTANT as of the date of termination, as determined in accordance with the notice of termination, reduced by any sums previously paid to the CONSULTANT.
Authorization to Terminate Agreement
Termination of the Agreement may be invoked by the City Manager, or his/her designee, subject to the right of the CONSULTANT to appeal the City Manager, or his/her designee’s, decision to the City Council. The CONSULTANT shall appeal by notifying the City Clerk in writing within ten (10) calendar days of receipt of written notification from City of termination of the Agreement. In the event that termination of this Agreement is upheld by the City Council, any cessation of payment of delay claims, extended claims, Eichleay claims, or #26..
- 894 -
-13-
any other claims for delay shall be retroactive to the date of termination selected by the City Manager, or his/her designee.
16. CERTIFIED PAYROLL REQUIREMENT.
If CONSULTANT is performing “public works” as defined in Labor Code section 1720(a), CONSULTANT shall pay all workers, and shall ensure its subcontractors pay all of their workers, engaged in performing the services described in Exhibit “A” not less than the general prevailing rate of per diem wages for work of a similar character in the locality in which the services described in Exhibit “A” are to be performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work as provided in the California Labor Code.
In accordance with California Labor Code Section 1773.2, the City has obtained the general prevailing wages in the locality in which the services described in Exhibit A are to be performed for each craft or type of work needed to be as published by the State of California Department of Industrial Relations, Division of Labor Statistics and Research, a copy of which is on file in the CITY’s Purchasing Department and shall be made available on request. CONSULTANT must comply with all applicable laws and regulations that apply to wages earned in performance of the services described in Exhibit “A”, including those set forth in Labor Code section 1770 et. seq.
17. INDEMNITY.
If CONSULTANT is Design Professional performing design professional services, as defined in California Civil Code section 2782.8, CONSULTANT agrees to indemnify, defend, and hold harmless the CITY, its agents, officers, officials, employees and volunteers, from and against any and all claims, demands, costs, or liability that arise out of, or pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT and its employees, officials, officers, or agents in the performance of services under this Agreement, #26..
- 895 -
-14-
but this indemnity does not apply to liability for damages arising from the sole negligence, or willful misconduct of the CITY. The CITY agrees that in no event shall the cost to defend charged to the CONSULTANT exceed that CONSULTANT’s proportionate percentage of fault.
However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, the CONSULTANT shall meet and confer with other parties regarding unpaid defense costs. This duty to indemnify shall not be waived or modified by contractual Agreement or acts of the parties.
If CONSULTANT is not a Design Professional performing Design Professional Services, the CONSULTANT shall hold the CITY, its agents, officers, employees, and volunteers harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of CONSULTANT, or its agents, officers, officials, employees, or volunteers relating to or during the performance of its obligations under this Agreement, except for claims arising from the sole negligence of the CITY.
CONSULTANT's obligation to defend, indemnify, and hold the CITY, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this Agreement for CONSULTANT to procure and maintain a policy of insurance.
In the event that CONSULTANT or any employee, agent, or subcontractor of CONSULTANT providing services under this Agreement is determined by a court of competent #26..
- 896 -
-15-
jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of CITY, CONSULTANT shall indemnify, defend, and hold harmless CITY for the payment of any employee and/or employer contributions for PERS benefits on behalf of CONSULTANT or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of CITY.
18. DISPUTE RESOLUTION.
Venue for all claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.
19. ATTORNEY’S FEES.
If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.
19. ENTIRE AGREEMENT.
This Agreement and its exhibits contain the entire understanding between CONSULTANT and CITY. Additional or new terms contained in this Agreement which vary from CONSULTANT's proposal are controlling and are deemed accepted by CONSULTANT by shipment of any article or other commencement of performance hereunder. All previous #26..
- 897 -
-16-
proposals, offers and communications relative to this Agreement, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this Agreement. No future waiver of or exception to any of the terms, conditions, and provisions of this Agreement shall be considered valid unless specifically agreed to in writing by all the parties.
20. PARTIAL INVALIDITY.
If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.
21. WAIVER.
The waiver by any party to this Agreement of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.
22. AUDIT.
The CITY's duly authorized representative shall have access at all reasonable times to all reports, contract records, contract documents, contract files, and personnel necessary to audit and verify CONSULTANT's charges to City under this Agreement.
CONSULTANT agrees to retain reports, records, documents, and files related to charges under this Agreement for a period of four (4) years following the date of final payment for CONSULTANT services. CITY's representative shall have the right to reproduce any of the aforesaid documents.
23. GOVERNING LAW.
This Agreement shall be governed according to the laws of the State of California.
#26..
- 898 -
-17-
24. HEADINGS NOT CONTROLLING.
Headings used in the Agreement are for reference purposes only and shall not be considered in construing this Agreement.
25. COMPLIANCE WITH LAWS.
CONSULTANT shall insure compliance with all safety and hourly requirements for employees, in accordance with federal, state, and county safety and health regulations and laws. CONSULTANT shall fully comply with all applicable federal, state, and local laws, ordinances, regulations and permits.
26. CITY BUSINESS LICENSE.
Consultant will have a City of Modesto business license.
IN WITNESS WHEREOF, the City of Modesto, a municipal corporation, has authorized the execution of this Agreement by its City Manager and attestation by its City Clerk under authority of Resolution No. 2025- , adopted by the Council of the City of Modesto on the day of _____ , 2025, and RED INC Architects has caused this agreement to be duly executed as of the Effective Date.
(Signatures on next page)
#26..
- 899 -
City of Modesto ñ RFP for Fire Station 1 Rehabilitation and Tenant Improvements 1217 J. Street Modesto, CA 95354 209.522.8900 redincarchitects.com
SCOPE OF DESIGN SERVICES - PROJECT UNDERSTANDING
The following is a summary of our understanding of the project scope of services and considerations for potential issues. This project provides unique opportunities and challenges in restoring and upgrading a historic building. Our team is experienced in these challenges and recently worked together to rehabilitate the City of Modestoís Downtown Transit Center.
The overall project scope of work is well outlined in the RFP, and having completed the initial study on this building, our team is uniquely qualified and has a solid understanding of the scope and challenges for this project. Therefore, we will not repeat those here and will rather highlight a few key considerations and challenges.
1. Program ñ Working with the City of Modesto Fire Department to gain a complete understanding of their operational and functional needs at the station. Though interactive meetings and design discussions with key members of the department we will develop a final space program including adjacencies. This program will inform our design layout for the interior. By modeling the improvements in 3D (Revit), we can use this as a design tool to better illustrate the design to the fire department and City of Modesto.
2. Existing conditions ñ As with all remodels and especially historic buildings, careful attention must be given to the existing conditions of the building and any prior alterations that have occurred.
Our team will spend time onsite in the early phases of design to ensure we capture a clear understanding of all existing conditions of the building. As not everything can be uncovered prior to construction, we will endeavor to capture as much as possible in our documents. When unforeseen conditions come up during construction, our local team can be onsite quickly to help remedy in a timely manner with the contractor.
3. Infrastructure ñ This project will require our engineering team to conduct a thorough analysis of the existing systems and infrastructure. This will help determine what can remain and what components will need to be replaced. Our experience in past projects of similar nature will help to advise the City and Fire Department on these decisions.
4. Structure ñ A clear understanding of the existing structural system is required to develop an efficient solution to retrofit for seismic anchorage. Our engineerís will continue their onsite analysis and work to develop cost effective and minimally invasive retrofit solutions. Special consideration is also give to the constructability of these details and solutions.
5. Phasing of Work ñ As the intent is to have the engine bays operational for as long as possible during construction, careful consideration must be given to the phasing of the work and project.
This must also be captured in the bid documents so that the contractor can account for this in their bid. Our team is very experienced in remodels and designing projects in critical environments that must remain operational during construction. A phasing plan will be developed with input from the City of Modesto and Modesto Fire Department.
EXHIBIT A
#26..
- 900 -
City of Modesto ñ RFP for Fire Station 1 Rehabilitation and Tenant Improvements 1217 J. Street Modesto, CA 95354 209.522.8900 redincarchitects.com
SCOPE OF DESIGN SERVICES - PROJECT APPROACH
Our approach to the Modesto Fire Station 1 Rehabilitation and Tenant Improvements project will start by working with the City of Modesto to ensure we have established clear goals and objectives. Next, we will create a work plan outlining the execution of the project. We will ensure that all our team members understand the project goals, budget and schedule and that they use these as guiding principles in designing this project. This work plan outlines the key phases of the project, from schematic design through the completion of construction documents and the construction of the project. The development of the work plan is done collaboratively, working with you, as well as the entire design Team. During this step of the design process, key issues, goals, objectives, and critical success factors are identified for the project, as well as for each phase of the project delivery process.
Our comprehensive Work Plan covers the following key phases:
• Schematic Design
• Design Development
• Construction Documents
• Bidding
• Construction Administration
SCHEMATIC DESIGN
The Design portion of the project consists of three phases, each phase corresponding to a submittal to our client for review and approval. The objective of the Schematic Design Phase is the translation of the program and site development plan into a building design, as well as meeting the goals, operational objectives and budget requirements established.
Our Team then prepares all necessary Schematic Design Documents including, but not limited to, the following:
• Site Plan based on site information from the Client, indicating the location of improvements including, concrete apron, parking areas, and location of exterior utilities and service lines. • Floor plans showing all rooms and areas, entrances, exits, circulation corridors, as well as major mechanical and electrical areas.
• Building elevations showing the exterior improvements. • Preliminary general descriptions of systems, the general type and scope of construction, and the equipment required therein.
Once this review of the package is complete, it is submitted to the client for review and approval prior to executing the following phases.
EXHIBIT A
#26..
- 901 -
City of Modesto ñ RFP for Fire Station 1 Rehabilitation and Tenant Improvements 1217 J. Street Modesto, CA 95354 209.522.8900 redincarchitects.com
DESIGN DEVELOPMENT
A well-developed schematic design that has the full support of the City of Modesto and City of Modesto Fire Department representatives is the foundation of the work in the Design Development phase. Design Development of the approved schematic design documents will include identification, selection and sizing of all major building systems and components. The process is again achieved by a collaborative effort from all members of the project team. During this phase there will also be environmental (asbestos/lead) testing of the building, and a report developed and presented to the City of Modesto.
Once the package is complete, it is then submitted to the Client for review and approval prior to the next phase. This submittal would represent the 35% construction drawings submittal identified in the RFP.
CONSTRUCTION DOCUMENTS
The Construction Documents phase of the project builds on the decisions made during the Design Development phase. A coordinated set of drawings and specifications is then prepared and submitted to all approving agencies. These drawings will include all design and engineering disciplines, as well as any reports, applications and/or additional forms.
Client submittals for this phase include:
70% Construction Drawings, Specifications and Engineerís Estimate. 90% Construction Drawings, Specifications and Engineerís Estimate.
Final Construction Drawings, Specifications and Engineerís Estimate.
Note: The final submittal includes PDF and appropriate CAD files of drawings, PDF and Word format for specifications.
BIDDING
The architecture and engineering team will assist the City of Modesto during the bidding process in developing the bid line items. Additionally, the team will answer RFIís and issuing addendums.
CONSTRUCTION ADMINISTRATION
Our experience has proven that having key project personnel that are involved during the design and construction documents phases provide construction support and ensures consistency. Maintaining this continuity is what solidifies that design and performance goals are achieved. During the Construction Administration phase, the A/E Team will assist in the following:
• Respond to all RFIís, memorandums, and all other inquiries from the field. • Prepare designs bulletins for any changes needed.
• Review and approve all submittals, shop drawings and substitution requests. • Attend on-site and virtual construction and team meetings. • Review and comment on all requests for revisions or changes.
EXHIBIT A
#26..
- 902 -
City of Modesto Fire Station 1 Design Schedule
Exported on March 21, 2025 12:35:44 PM PDT Page 1 of
1 EXHIBIT A #26..
- 903 -
City of Modesto - Fire Station 1 Rehabilitation and Tenant Improvements Level of Effort
SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION DOCUMENTS BIDDING CONSTRUCTION ADMINISTRATION RED Inc Architects Hrs Hrs Hrs Hrs Hrs Total Hours
Principal Architect 29 22 72 16 60 199Sr. Project Manager 22 32 78 30 100 262Project Manager 18 0 54
0 0 72
Job Captain 39 50 187
0 20 296
Project Drafter 112 151 468 10 20 761
Total 220 255 859 56 200 1590
Percent of Total Cost 14% 16% 54% 4% 12% 100%
All task items will be performed in our downtown Modesto office.
All consulting engineers are located in Modesto with the exception of our structural engineer whose office is located in Turlock.
EXHIBIT A #26..
- 904 -
CONTRACT FEE BREAKDOWN
Project Name: CITY OF MODESTO FIRE STATION 1
Schematic Design
Design
Development
Construction
Documents Bidding
Construction
Administration Total Fees
14% 16% 54% 4% 12% 100%
Discipline Company Fee Fee Fee Fee Fee
Architecture RED INC Architects $ 26,949 $ 30,798 $ 103,945 $ 7,700 $ 23,099 $ 192,490 2E+05 Structural Axiom Engineering $ 11,480 $ 13,120 $ 44,280 $ 3,280 $ 9,840 $ 82,000 82000 Mechanical Nexus Engineering $ 5,320 $ 6,080 $ 20,520 $ 1,520 $ 4,560 $ 38,000 38000 Electrical Pezzoni Engineering $ 5,600 $ 6,400 $ 21,600 $ 1,600 $ 4,800 $ 40,000 40000 Civil Associated Engineering $ 7,630 $ 8,720 $ 29,430 $ 2,180 $ 6,540 $ 54,500 54500 Cost Estimating Pat Seefeldt Consulting $ 5,000 $ 15,000 $ 20,000 Haz Mat Testing Bovee Environmental $ 2,500 $ 2,500
FEES $ 56,979 $ 72,618 $ 234,775 $ 16,280 $ 48,839 $ 429,490
EXHIBIT B
#26..
- 905 -
Exhibit A
2025 HOURLY FEE SCHEDULE
The following fees are presently in effect for professional services available from our firm:
ARCHITECTURAL SERVICES
Principal Architect $205.00 Per Hour
Senior Project Manager $155.00 Per Hour
Project Manager $140.00 Per Hour
Job Captain $125.00 Per Hour
Project Designer $115.00 Per Hour
Project Draftsman $105.00 Per Hour
Project Administrator $95.00 Per Hour
OTHER
Reimbursables Direct Cost + 10%
Auto Travel IRS Rate at Time of Service
Auto Rentals, Ride Share Direct Cost: mid-size sedan.
Air Travel Direct Cost: business class
Lodging Direct Cost: three-star hotel minimum
Employee Per Diem Eight (8) hour day at Employee Bill Rate, or portion thereof
Incidentals and Meals Direct Cost
(Parking Fees, Tolls, etc)
EXHIBIT B
#26..
- 906 -
EXHIBIT C – Insurance Requirement for Professional Services Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Consultant his agents, representatives, employees or subconsultants.
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
1. 1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: ISO Form Number CA 00 01 covering any auto (Code 1), or if Contractor has no owned autos, hired, (Code 8) and non-owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.
3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.
(Not required if consultant provides written verification, it has no employees)
4. Professional Liability (Errors and Omissions) Insurance appropriates to the Consultant’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate.
If the consultant maintains broader coverage and/or higher limits than the minimums shown above, the City of Modesto requires and shall be entitled to the broader coverage and/or the higher limits maintained by the consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Modesto.
Umbrella or Excess Coverage
The Consultant may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required, including, but not limited to, primary and non-contributory, additional insured, Self-Insured Retentions (SIRs), indemnity, and defense requirements. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance. No insurance policies maintained by the Additional Insureds, whether primary or excess, and which also apply #26..
- 907 -
to a loss covered hereunder, shall be called upon to contribute to a loss until the Consultant’s primary and excess liability policies are exhausted.
The insurance policies are to contain, or be endorsed to contain, the following provisions:
Additional Insured Status
The City of Modesto, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance with coverage equal to ISO form CG 2010. If Completed Operations endorsement is required, a separate endorsement equal to ISO form CG 2037 is required.
Primary Coverage
The Additional Insured coverage under the Consultant’s policy shall be “primary and noncontributory” and will not seek contribution from the City’s insurance or self-insurance and shall be at least as broad as CG 20 01 04 13. The City of Modesto does not accept endorsements limiting the Consultant’s insurance coverage to the sole negligence of the Named Insured.
Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City of Modesto.
Waiver of Subrogation
Consultant hereby grants to City of Modesto a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City of Modesto by virtue of the payment of any loss under such insurance. Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Modesto has received a waiver of subrogation endorsement from the insurer.
Self-Insured Retentions
All Self-insured retentions must be disclosed to Risk Management for approval and shall not reduce the limits of liability. The City of Modesto may require the Consultant to purchase coverage with a lower retention or provide proof of the ability to pay losses and related investigations, claim administration, and defense expenses within the retention. Any and all deductibles and SIRs shall be the sole responsibility of consultant or subconsultant who procured such insurance and shall not apply to the Indemnified Additional Insured Parties.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City of Modesto.
Claims Made Policies (applicable to Professional Liability only) If any of the required policies provide claims-made coverage:
#26..
- 908 -
1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.
2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
If coverage is canceled or non-renewed and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
Verification of Coverage
Consultant shall furnish the City of Modesto with original certificates and amendatory endorsements or copies of the applicable policy language affecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements are to be received and approved by the City of Modesto Risk Services before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The City of Modesto reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. City reserves the right to obtain a full certified copy of any insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of right to exercise later.
Subconsultants
Consultants shall require and verify that all subconsultants, or other parties hired for this work, purchase and maintain coverage for indemnity and insurance requirements as least as broad as specified in this agreement to the extent they apply to the scope of the subconsultant’s work with the same certificate of insurance requirements and naming as additional insureds all parties to this contract.
Special Risks or Circumstances
City of Modesto reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
Certificate Holder Address
Proper address for mailing certificates, endorsements and notices shall be:
City of Modesto
Attn: Risk Management
1010 10th Street
Modesto, CA 95354
#26..
- 909 -
CITY OF MODESTO FIRE STATION 1
REHABILITATION AND TENANT IMPROVEMENT STUDY
#26..
- 910 -
City of Modesto Fire Station 1 – Rehabilitation and Tenant Improvement Study 1217 J. Street Modesto CA 95354 209.522.8900 www.redincarchitects.com PROJECT SCOPE:
The following is a study and cost estimate for the rehabilitation and tenant improvements in the existing City of Modesto Fire Station. The scope of work includes structural and seismic retrofitting, interior improvements, roof replacement and exterior painting. The anticipated scope of work is further defined in the enclosed cost estimate and documents.
PROJECT LOCATION:
610 11th Street, Modesto, CA
TEAM:
Architect: RED INC ARCHITECTS
Structural Engineer: AXIOM ENGINEERING
Mechanical Engineer: NEXUS ENGINEERING
Electrical Engineer: PEZZONI ENGINEERING
Cost Estimator: PAT SEEFELDT CONSULTING
TABLE OF CONTENTS:
SECTION 1 – COST ESTIMATE SUMMARY
SECTION 2 – COST ESTIMATE DETAIL
SECTION 3 – MECHANICAL AND PLUMBING NARRATIVE
SECTION 4 – ELECTRICAL NARRATIVE
SECTION 5- EXHIBITS: STRUCTURAL IMPROVEMENTS
SECTION 6 – EXHIBITS: ARCHITECTURAL IMPROVEMENTS
#26..
- 911 -
SECTION 1
COST ESTIMATE SUMMARY
#26..
- 912 -
Pat Seefeldt Consulting
2640 Fern Meadows Ave.
Manteca, CA 95336
Project Summary Report
The following report will summarize the description of the scope of work for this project with various phases and a total cost for each phase of work. A detailed line-item cost estimate is included in this presentation. A 20% cost escalation has been added to the final cost of the project.
Site Work and Hazardous Waste
• Hazardous waste inspection and remediation
• Trash enclosure
• Water service
o 2” domestic water
o 6” fire main
• Striping of Apparatus bays
DIVISION TOTAL $109,020.00
Concrete
• Concrete demolition and pour back
• New basement footings to reinforce the existing floor that will allow the fire trucks to drive thru the station
• Footings for new seismic brace frames at the West wall of the station DIVISION TOTAL $36,466.00
Masonry
• Infill existing window openings to allow for new window sizes DIVISION TOTAL $15,000.00
Metals/Structural Steel
• Construct new hose rack for existing hose tower with remote lift • Secure existing ladders with safety cages and security doors • Structural Steel
o Basement ceiling reinforcement to support new equipment o Column corner guards in apparatus bays
o Seismic brace frames at West wall
o Required field welding
DIVISION TOTAL $119,850.00
Carpentry
• General carpentry throughout the project
• Seismic Upgrades
o Carbon fiber wrap for column reinforcement
o Carpentry and equipment to upgrade the second floor and roof. • Dry rot repair allowance
• Casework
#26..
- 913 -
2 o Reception Desk
o Sleeping quarters
▪ Small desk and closet
o Restroom sink
o Dining room casework
o Book shelves
o Plastic laminate surfaces
DIVISION TOTAL $963,423.00
Thermal and Moisture Protection
• Exterior walls – R-21 insulation
• Interior sound walls- R-11
• Roof insulation at underside of roof sheathing-R-38
• New single ply roofing. TPO or PVC
• Sheet metal flashing where required to insure a water tight installation • Miscellaneous Ice and Water shield
DIVISION TOTAL $195,687.00
Doors and Windows
• All interior doors will be 16ga. hollow metal doors with 18ga. door frames • All required hardware
• Key pad door locks on four (4) exterior entry doors
• Overhead doors with windows and openers
• New dual pane windows
DIVISION TOTAL $221,060.00
Finishes
• Solid surface countertops at water locations
• FRP wall surfacing in Kitchen area
• Stainless backsplash at cooking area
• All interior walls will be light gage metal studs with 5/8” drywall • Drywall ceilings
o Apparatus bay to have 2-5/8” layers of drywall to achieve a 2hr fire rating. o Drywall ceilings
▪ Kitchen
▪ Restrooms
• Clean and apply epoxy flooring to Apparatus bays
• Suspended acoustical ceiling
o Day Room
o Dining
o Sleeping quarters and hallways
Finishes (cont’)
• Finish flooring allowance of $9.50 per sq ft
• Vinyl wall base
• Strip loose materials from exterior of building patch and paint with elastomeric paint • Paint interior
DIVISION TOTAL $592,256.00
#26..
- 914 -
3 Specialties
• Two (2) visual display boards for lectures and display • Three (3) Fire extinguishers with cabinets
• Two (2) Wall mounted TV’s
• Fifteen (15) individual lockers
• Wall and corner guards
• Bathroom accessories
• Knox Box
DIVISION TOTAL $22,365.00
Architectural Equipment
• New commercial grade kitchen equipment
• Commercial grade cooking and dishwasher hoods
• Vehicle wash equipment
• Laundry-Extractor Washer/Drying Rack
DIVISION TOTAL $297,900.00
Furnishings
• Throw rugs and matts
DIVISION TOTAL $3,850.00
Sports flooring
• Rubber sports floor in workout area
DIVISION TOTAL $6,353.00
Conveying Systems
• Electric remote-control lift for drying hose tower
DIVISION TOTAL $2,600.00
Mechanical
• New main water and waste lines for new plumbing fixtures • New plumbing fixtures as required
o Shower enclosures
o Wash stations
o Drinking fountain
o Water closets
• New gas lines to new HVAC units
• Provide a total of 56 tons of HVAC
• Vehicle exhaust system
• Restroom venting
• Contamination room exhaust and filters
• Fire sprinklers
DIVISION TOTAL $771,008.00
Electrical
• Rough Electrical
• New underground conduit for future main service
• Infrastructure for new EV services
• Main Switchboard connections
• Interior and exterior lighting
• Fire alarm
#26..
- 915 -
4 • Security alarm
• Emergency generator
• Infrastructure for alerting system
• Disconnects for HVAC units
• Lighting control equipment
DIVISION TOTAL $1,040,500.00
Final Cleaning
• Final cleaning upon completion
DIVISION TOTAL $33,000.00
General Contractor
General conditions
DIVISION TOTAL $510,000.00
Liability insurance, profit and overhead, and cost escalation is included in the final cost of the project.
PROJECT TOTAL $6,952,401.00
Option #1- New Site Work
• Remove all existing concrete and asphalt and replace with new • Remove and replace street curb and gutter
• See breakdown for details
Option #1 TOTAL $948,699.00
Option #2- New EV systems
• New main switchboard
• Five (5) small vehicle charging stations
• New emergency generator
DIVISION TOTAL $2,639,340.00
#26..
- 916 -
SECTION 2
COST ESTIMATE DETAIL
#26..
- 917 -
Project: Modesto Fire Station #1
Location: Modesto, CA
Architect: RED Architects
Code Description Quantity Units Unit Cost Totals
DIVISION 20: SITEWORK
20003 Hazmat Inspection 1 ls 3,500.00 3,500
20003 Hazardous Material Removal Allowance 1 ls 38,000.00 38,000 20009 Dumpsters & Recycling Fees 15 ls 1,150.00 17,250
20037 Trash Enclosure 1 sf 18,500.00 18,500
20055 2" Water Main 60 lf 42.00 2,520
20055 2" RFP Backflow Device 1 lf 3,200.00 3,200
20055 Underground Fire (Hot Tap) 1 ea 2,200.00 2,200
20055 6" Fire Service 60 lf 65.00 3,900
20055 Fire Hydrants 1 ea 5,800.00 5,800
20056 6" Backflow Device 1 ea 8,200.00 8,200
20061 Apparatus Bay Stripes 500 lf 3.50 1,750
20070 Dust Control 1 ea 4,200.00 4,200
DIVISION 20 TOTAL 109,020
Code Description Quantity Units Unit Cost Totals
DIVISION 30: CONCRETE
30010 Footing Excavation 72 hr 95.00 6,840
30011 Equipment 1 ls 3,200.00 3,200
30011 Concrete Floor Cutting Above Basement 204 lf 8.00 1,632 30012 Shoring Material 1 ls 450.00 450
30013 Basement Ceiling Shoring 32 hr 105.00 3,360
30014 Concrete Footing Pour Back 16 cy 325.00 5,200
30015 Strip Shoring 8 hr 105.00 840
30016 Dowles 192 ea 22.00 4,224
30030 Brace Frame Footing 2 ea 3,200.00 6,400
30035 Dry Pack at Basement 24 ea 180.00 4,320
DIVISION 30 TOTAL 36,466
Code Description Quantity Units Unit Cost Totals
DIVISION 40: MASONRY
40020 Unit Masonry Infill 200 sf 75.00 15,000
DIVISION 40 TOTAL 15,000
#26..
- 918 -
Code Description Quantity Units Unit Cost Totals
DIVISION 50: METALS
50009 Tower Hose Rack 1 ls 2,500.00 2,500
50009 Metal Ladder Cages 50 lf 150.00 7,500
50009 Later Security Door 2 ea 1,750.00 3,500
50009 Hose Rack Remote Lift 1 ea 2,600.00 2,600
50010 Structural Metal 5 Ton 8,500.00 42,500
50010 Steel Columns 12 ea 1,650.00 19,800
50010 Brace Frames 3 Ton 9,500.00 23,750
50012 Column Corner Guards Main Floor 18 ea 80.00 1,440 50012 Red Head Anchors 32 ea 105.00 3,360
50010 Erection Equipment 1 ea 6,500.00 6,500
50050 Field Welding 40 hr 160.00 6,400
DIVISION 50 TOTAL 119,850
Code Description Quantity Units Unit Cost Totals
DIVISION 60: CARPENTRY
60009 General Carpentry 1,080 hr 105.00 113,400
60009 Seismic Upgrades
60010 Fiber Wrap Columns 4,920 sf 50.00 246,000
60010 Rough Carpentry 2,434 hr 105.00 255,570
60010 Demolition Carpentry Labor 288 hr 105.00 30,240
60011 Rough Hardware 1 ls 6,110.00 6,110
60012 Framing & Sheathing Material 1 ls 56,668.00 56,668 60010 Misc Framing Material 1 sf 3,500.00 3,500
60010 Dry Rot Repair 1 ls 85,000.00 85,000
60012 Equipment 1 ls 22,500.00 22,500
60013 Continous Clean Up 400 hr 95.00 38,000
60013 Scaffolding 1 ls 5,500.00 5,500
60020 Finish Carpentry 360 hr 105.00 37,800
60021 Trim Material 1 ls 6,200.00 6,200
60023 Casework Reception 8 lf 470.00 3,760
60023 Casework Bunks & Restroom Lowers 107 lf 325.00 34,775 60023 Casework Dining 22 lf 510.00 11,220
60024 Book Shelves 24 ls 220.00 5,280
60027 Plastic Laminate 76 lf 25.00 1,900
DIVISION 60 TOTAL 963,423
Code Description Quantity Units Unit Cost Totals
DIVISION 70: THERMAL & MOISTURE PROTECTION
70021 Exterior Building Insulation- R-21 3,210 sf 2.10 6,741 70021 Roof Insulation- R-38 9,570 sf 3.20 30,624
70021 Installation Scaffolding 1 ls 3,200.00 3,200
70021 Sound Insulation- R 11 4,320 sf 1.35 5,832
70048 TPO/PVC Roofing 150 squares 725.00 108,750
70050 Walk Pads 45 ea 250.00 11,250
70060 Sheet Metal Flashing 390 lf 21.00 8,190
70086 Misc Waterproofing 1 ls 12,600.00 12,600
70090 Caulking and Sealants 1 ls 8,500.00 8,500
DIVISION 70 TOTAL 195,687
Code Description Quantity Units Unit Cost Totals
DIVISION 80: DOORS & WINDOWS
80010 Hollow Metal Doors, Frames 35 ea 1,500.00 52,500
80012 Keypad Exterior Door Locks 4 ea 1,450.00 5,800
80036 Overhead Doors w/ Windows 5 ea 29,200.00 146,000
80037 Openers 5 ea 2,200.00 11,000
80052 Aluminum Windows 128 sf 45.00 5,760
DIVISION 80 TOTAL 221,060
#26..
- 919 -
Code Description Quantity Units Unit Cost Totals
DIVISION 90: FINISHES
90012 Solid Surface Countertop 28 lf 280.00 7,840
90018 FRP Paneling 2,840 sf 7.75 22,010
90019 Stainless Back Wall at Cooking 160 sf 32.00 5,120 90025 Metal Stud Framing/ Drywall 9,420 sf 8.75 82,425
90025 Ceiling at Ground Floor (2-5/8) 6,100 sf 10.75 65,575 90025 2nd Floor Ceilings 672 sf 10.25 6,888
90026 Misc Drywall 1 ls 9,800.00 9,800
90027 Drywall Prep Coat 10,092 sf 0.65 6,560
90028 Apparatus Bay Floor Cleaning 6,500 sf 2.50 16,250 90028 Epoxy Floor Coating 6,500 sf 12.50 81,250
90054 Suspended Acoustical Ceiling 5,416 sf 6.50 35,204 90056 Finish Flooring Allowance 7,140 sf 9.50 67,830
90060 Vinyl Base 1,884 lf 4.25 8,007
90080 Strip, Clean & Patch Exterior Walls 326 hr 105.00 34,230 90090 Painting Interior 9,295 sf 4.20 39,039
90090 Paint Doors 32 ea 180.00 5,760
90091 Equipment 1 ls 6,500.00 6,500
90091 Painting Exterior- Elastomeric 13,426 sf 6.85 91,968 DIVISION 90 TOTAL 592,256
Code Description Quantity Units Unit Cost Totals
DIVISION 100: SPECIALTIES
100010 Visual Display Boards 2 ea 1,150.00 2,300
100032 Fire Extinguishers & Cabinets 3 ea 420.00 1,260
100040 TV's 2 ls 3,500.00 7,000
100050 Lockers 15 ea 425.00 6,375
100032 Wall Corner Guards 4 ea 60.00 240
100080 Bathroom Accessories 5 ea 950.00 4,750
100091 Knox Box 1 ea 440.00 440
DIVISION 100 TOTAL 22,365
Code Description Quantity Units Unit Cost Totals
DIVISION 11: ARCHITECTURAL EQUIPMENT
110015 Commercial Kitchen Equipment 1 ls 250,000.00 250,000 110040 Commercial Hood/ Ansul 8 lf 1,300.00 10,400
110040 Dishwasher Hood 1 ls 4,500.00 4,500
110055 Vehicle Wash Equipment 1 ls 8,500.00 8,500
110063 Laundry-Extractor Washer/Drying Rack 1 ls 24,500.00 24,500 DIVISION 110 TOTAL 297,900
#26..
- 920 -
Code Description Quantity Units Unit Cost Totals
DIVISION 120: FURNISHINGS
120067 Rugs & Mats 11 ea 350.00 3,850
DIVISION 120 TOTAL 3,850
Code Description Quantity Units Unit Cost Totals
DIVISION 130: SPECIAL CONSTRUCTION
130087 Sports Floors (Rubber) 770 sf 8.25 6,353
DIVISION 130 TOTAL 6,353
Code Description Quantity Units Unit Cost Totals
DIVISION 140: CONVEYING SYSTEMS
140010 Electric Remote Hose Tower Lift 1 ea 2,600.00 2,600 DIVISION 140 TOTAL 2,600
Code Description Quantity Units Unit Cost Totals
DIVISION 150: MECHANICAL
150010 Plumbing Fixtures 15 ea 4,500.00 67,500
150010 Floor Drains 2 ea 1,650.00 3,300
150010 Rough Plumbing Main Lines 1 ls 15,000.00 15,000
150010 Shower Enclosures 5 ea 3,500.00 17,500
150010 Drinking Fountains 1 ea 3,400.00 3,400
150010 Hose Bibs 2 ea 1,850.00 3,700
150010 HVAC Gas and Condensate 6 ea 3,960.00 23,760
150012 Hot Water Heater & Systems 1 ea 3,400.00 3,400
150029 Roof Drains & Downspouts 12 ea 2,980.00 35,760
150030 HVAC 56 Ton 6,700.00 375,200
150032 Vehicle Exhaust System 1 ea 102,000.00 102,000
150032 Restroom Exhaust Venting 5 ea 1,700.00 8,500
150032 Decontamation Room Exhaust & Filter 1 ea 8,500.00 8,500 150055 Fire Sprinklers Living Area 6,500 sf 7.25 47,125 150056 Fire Sprinklers Apperatus Bay 8,570 sf 6.25 53,563 150057 Fire Riser 1 ea 2,800.00 2,800
DIVISION 150 TOTAL 771,008
Code Description Quantity Units Unit Cost Totals EV
DIVISION 160: ELECTRICAL
160001 Rough Electrical Apparatus Bay 8,500 sf 36.00 306,000 160001 Rough Electrical Living 6,500 ls 42.00 273,000
20084 Main Switch Board Connections 1 ea 65,000.00 65,000 105,000 160015 Motor Control Systems 1 ls 6,800.00 6,800
160015 Future EV Infrastructure 1 ls 55,000.00 55,000
160015 Five (5) EV Charging Stations 100,000
160024 Exhaust Equipment 1 ls 5,600.00 5,600
160050 Exterior Light Fixtures 8 ls 1,850.00 14,800
160071 Fire Alarm 1 ls 12,000.00 12,000
160072 Securtiy Alarm 1 ls 10,500.00 10,500
160075 Emergency Generator 1 ls 250,000.00 250,000 1,500,000 160077 Infra-Structure for Alerting System 1 ls 4,500.00 4,500 160087 HVAC Units 6 ea 2,250.00 13,500
160089 Electric Heaters 8 ea 2,450.00 19,600
160093 Light Control Equipment 1 ls 4,200.00 4,200
DIVISION 160 TOTAL 1,040,500 1,705,000
#26..
- 921 -
Code Description Quantity Units Unit Cost Totals
DIVISION 17: MISC.
170002 Final Cleaning 15,000 sf 2.20 33,000
DIVISION 170 TOTAL 33,000
Code Description Quantity Units Unit Cost Totals
DIVISION 02: DESIGN DEVELOPMENT
General Conditions 12 Mo 42,500.00 510,000
DIVISION 02 TOTAL 510,000
Code Description Quantity Units Unit Cost Totals New EV SUBTOTAL DIVISIONS 4,940,337 1,705,000.0
170003 GENERAL LIABILITY INSURANCE 158,091 54,560.0
SUBTOTAL 5,098,428 1,759,560.0
170006 PROFIT & OVERHEAD 695,240 439,890.0
PROJECT TOTAL 5,793,668 2,199,450.0
COST EXCALLATION CONTINGENCY @ 20% 1,158,734 439,890.0
PROJECT TOTAL W/ CONTINGNECY 6,952,401 2,639,340
#26..
- 922 -
SECTION 3
MECHANICAL AND PLUMBING NARRATIVE
#26..
- 923 -
01 / Narratives
Mechanical Narrative
None of the mechanical systems on the second floor or the basement is worth trying to rehabilitate. We can provide proper heating and cooling on each of those floors with a properly zoned VRF system. This will require a system with an overall capacity of approximately 25-30 tons and will be split into 18 zones.
Since this is a heat pump system, no gas will be necessary for the space heating of those floors. The condenser to serve this system could be located on the roof or the ground outside. The restrooms would be served by new exhaust fans.
The kitchen will have a Class 1 hood which will need to be coupled with a new makeup air system (both heating and evaporative cooling).
The apparatus bay would be ventilated with exhaust fans and heated by gas-fired infrared heaters.
There is a vehicle exhaust system that currently serves the apparatus bay and we would recommend that it be replaced with a new system that is capable of handling each of the planned vehicle’s locations.
Plumbing Narrative
Given the condition of the roof, I would assume all the roof drains will be replaced in conjunction with the roof replacement. Also plan to replace all of the piping that serves as rainwater leaders – both drains and overflows.
The domestic plumbing systems are extremely old and have been added to and modified many times over the years. Given the extent of the remodel, plan to completely replace all of the domestic water and sewer lines. We may find that some of the drains could be salvaged but to be safe at this point I would just assume replacement.
Domestic hot water would be provided by a natural gas fired storage water heater with a hot water recirculation system and pump. To accommodate the showers for the living quarters and the kitchen, assume a 250,000 btuh storage water heater.
#26..
- 924 -
SECTION 4
ELECTRICAL NARRATIVE
#26..
- 925 -
Pezzoni Engineering, Inc.
Memo
To: Barrett Lipomi, RED Architects
From: Kevin Pezzoni, PE
Date: October 28, 2024
Re: City of Modesto Fire Station #1 Assessment
As requested, we have investigated the existing location at City of Modesto Fire Station #1 for a potential renovation of the original facility.
Base Scope
The existing station is served by an existing 800A, 120/208V, 3 phase, 4 wire Square-D main switchboard with antiquated ASCO automatic transfer switch and 37.5kVA diesel generator.
The distribution throughout the facility consists of numerous loadcenters. Given the age of various electrical components and lack of infrastructure there is nothing of value with the potential exception of the main switchboard. If the scope of work was just limited to interior improvements with addition of just mechanical and elevator, we could potentially make the service work. Potential improvements to the electrical system would require new panelboards throughout, new isolation bypass transfer switch (800A or 2x400A), and potentially a 250kW diesel generator (Tier 4) to support the entire building. However, with the talk of vehicle electrification and other exterior improvements, we see a new electrical service and more robust emergency power system being required.
Vehicle Electrification
This scope of work needs further detailed discussion, but there has been talk of the fleet transitioning to electrical fire trucks such as Pierce Volterra platform https://www.piercemfg.com/electric-fire-trucks/pierce-volterra. In reviewing that the station is a 5 bay design, and all bays could be electric as well as the light vehicles (SUV, puckup, etc). The EV chargers necessary to support these vehicles with 90kWh to 200kWh battery packs in will require 480V direct current fast chargers (DCFCs) such as #26..
- 926 -
https://chargepoint.ent.box.com/v/EXPP-PowerLink2000-DS-EN-US which the station could have 2 or 3 of these units. If we figure the Station requires ~600kW in vehicle charging infrastructure plus the building needs, I will initially suggest a new 1,600A, 277/480V, 3 phase, 4 wire MID service with (2x) isolation bypass transfer switches (1 to support the building and another for the EV chargers) and no less than a 750kW Tier 4 diesel generator to support the entire station.
Again, this is an initial solution that needs further vetting by City staff with a potential EV fire truck vendor and the number of calls this station receives per day. Regardless of how this evolves, I would anticipate a 480V service regardless, and standby generator to charge the entire fleet in quick fashion during a natural disaster event. It is important to note that this infrastructure be considered in the scenario of Station #1 modernization or entirely new fire station in downtown Modesto.
#26..
- 927 -
SECTION 5
EXHIBIT - STRUCTURAL IMPROVEMENTS
#26..
- 928 -
BASEMENT SCALE: 1/4" = 1'-0" 1ST FLOOR 2ND FLOOR ROOF HIGH ROOF SCALE 1 20 4" = 1'-0" BASEMENT PLAN SCALE NOT USED NOT USED 2 - SCALE 1 COLUMN SCHEDULE NONE C5.6 SFX.X C5.6 SFX.X SCALE NOT USED NOT USED 4 - SCALE NOT USED NOT USED 3 - C5.6 SFX.X C5.6 (2) C5.6 SFX.X SFX.X 20 S3.1 OPENING INFILL ELEVATION 20 S3.1 OPENING INFILL ELEVATION 20 S3.1 OPENING INFILL ELEVATION 20 S3.1 OPENING INFILL ELEVATION (2) C5.6 SFX.X (2) C5.6 SFX.X 20 S2.1 SIM 20 S2.2 (2) C5.6 SFX.X 4S3.1 TYP C5.6 SFX.X C6.6 SFX.X (E) 6" CONC SLAB-ON-GRADE C6.6 SFX.X C6.6 SFX.X 20 S2.1 (2) C5.6 SFX.X (2) C5.6 SFX.X C5.6 SFX.X 20 S2.1 SIM COLUMN SCHEDULE MARK SIZE / SHAPE - - C5.6 HSS5x5x6 - - C6.6 HSS6x6x6 - - - - - - FOOTNOTES: 1. - 2. - 3. - 3'-0"
FOOTING
EXTENSION
TYP OF (3)
DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S1.0 BASEMENT PLAN #26..
- 929 -
BASEMENT SCALE: 1/4" = 1'-0" 1ST FLOOR 2ND FLOOR ROOF HIGH ROOF SCALE 1 20 4" = 1'-0" FOUNDATION PLAN SCALE 2 NONE FOOTING SCHEDULE SCALE 1 COLUMN SCHEDULE NONE SCALE 4 NONE TITLE SCALE 3 NONE TITLE (E) COL- (E) COL - (E) COL (E) COL (E) COL (E) COL (E) COL (E) COL (E) COL- (E) COL - (E) COL - (E) COL - (E) COL - (E) COL- (E) COL - (E) COL - (E) COL- (E) COL- (E) COL - (E) COL - (E) COL (E) COL(E) COL
(E) COL(E) COL(E) COL 20 S2.3 BRACED FRAME ELEVATION 20 S2.3 BRACED FRAME ELEVATION W18x65 W18x65 W18x65 W18x65 W18x65 W18x65 COL COL COL COL COL COL C6.X - C6.X- C6.X - C6.X- COL
COL COLCOL
COLCOL 20 S2.1 SIM 20 S2.1 20 S2.2 CONC GRADE BEAM FOUNDATION (E) 6" CONC SLAB-ON-GRADE (E) 6" CONC SLAB-ON-GRADE (E) COL- (E) COL - 3S3.1 TYP 3S3.1 TYP 4S3.1 TYP 4S3.1 TYP W18x65 W18x65 W18x65 COL COL COL COL COL COL 7S3.1 TYP 3S3.1 TYP 20 S2.1 SIM 7S3.1 TYP 7S3.1 TYP COL COL COL THIS FLOOR (OVER THE BASEMENT) WAS DESIGNED / UPGRADED TO SUPPORT A MAXIMUM AXLE LOAD OF 25,000 lbs (12,500 lbs WHEEL LOAD) DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S1.1 FOUNDATION PLAN #26..
- 930 -
BASEMENT SCALE: 1/4" = 1'-0" 1ST FLOOR 2ND FLOOR ROOF HIGH ROOF SCALE 1 20 4" = 1'-0" 2ND FLOOR FRAMING PLAN SCALE 2 NONE TITLE SCALE 1 NONE TITLE SCALE 4 DIAPHRAGM SCHEMATIC NONE SCALE 3 NONE TITLE - (E) COL (E) GIRDER (E) GIRDER (E) GIRDER (E) GIRDER
(E) GIRDER
(E) GIRDER
(E) GIRDER
(E) GIRDER (E) GIRDER (E) GIRDER(E) GIRDER (E) GIRDER (E) GIRDER(E) GIRDER (E) GIRDER (E) GIRDER (E) GIRDER
(E) GIRDER
(E) GIRDER
(E) GIRDER
(E) GIRDER
(E) GIRDER
(E) GIRDER (E) GIRDER
(E) GIRDER
(E) GIRDER
(E) 2x12 JOISTS @ 16" O.C.
TYP ALL BAYS, U.N.O. - (E) COL - (E) COL - (E) COL - (E) COL - (E) COL - (E) COL - (E) COL - (E) COL 7S3.1 TYP 7S3.1 OPP TYP 10 S3.1 TYP 10 S3.1 TYP 7S3.1 SIMTYP 7S3.1 OPP SIMTYP 10 S3.1 TYP 10 S3.1 TYP (E) GIRDER (E) 1x SHEAHTING TO REMAIN 3 4" CDX PLYWOOD SHEATHING O/ (E) 1x SHEATHING 7S3.1 TYP (E) 2x10 JOISTS @ 16" O.C. - (E) COL 7S3.1 OPP TYP 20 S2.1 20 S2.1 DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S1.2 2ND FLOOR FRAMING PLAN #26..
- 931 -
BASEMENT SCALE: 1/4" = 1'-0" 1ST FLOOR 2ND FLOOR ROOF HIGH ROOF SCALE 1 20 8" = 1'-0" ROOF ROOF FRAMING PLAN SCALE
2 NONE TITLE SCALE
1 NONE TITLE SCALE
4 DIAPHRAGM SCHEMATIC NONE SCALE
3 NONE TITLE (E) TRUSS (E) TRUSS (E) TRUSS
(E) TRUSS
(E) 2x8 JOISTS @ 24" O.C.
TYP EACH BAY, U.N.O.
(E) 2x10 JOISTS @ 16" O.C.
5S3.1 SIMTYP
5S3.1 OPP SIMTYP
5S3.1 TYP
5S3.1 OPP TYP
9S3.1 TYP
5S3.1 OPP TYP
5S3.1 TYP
9S3.1 TYP (E) 1x SHEAHTING TO REMAIN
5 8" CDX PLYWOOD SHEATHING O/ (E) 1x SHEATHING
34" CDX PLYWOOD SHEATHING W/ 10d @ 4:6:12
O/ (E) SHEATHING
(E) 1x SHEAHTING TO REMAIN
9S3.1 TYP
5S3.1 TYP
XSX.X TYP 20 S2.1 20 S2.1
DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S1.3 ROOF FRAMING PLAN#26..
- 932 -
BASEMENT SCALE: 1/4" = 1'-0" 1ST FLOOR 2ND FLOOR ROOF HIGH ROOF SCALE 1 20 HIGH ROOF ROOF FRAMING PLAN 4" = 1'-0" SCALE
2 NONE TITLE SCALE
1 NONE TITLE SCALE
4 DIAPHRAGM SCHEMATIC NONE SCALE
3 NONE TITLE
5S3.1 SIMTYP
5S3.1 OPP SIMTYP
9S3.1 TYP
5 8" CDX PLYWOOD SHEATHING O/ (E) SHEATHING
(E) 1x SHEAHTING TO REMAIN (E) 2x6 JOISTS @ 24" O.C. 20 S2.1 DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S1.4 HIGH ROOF FRAMING PLAN #26..
- 933 -
SCALE 3 20 8" = 1'-0" BUILDING SECTION S2
1 W18 W18 W18
HSS5x5 COL
HSS5x5 COL
HSS5x5 COL
HSS5x5 COL
HSS5x5 COL
HSS5x5 COL SPREAD FOOTING SPREAD FOOTING SPREAD FOOTING SPREAD FOOTING NEW PLYWOOD SHEATHING O/ (E) 1x SHEATHING NEW PLYWOOD SHEATHING O/ (E) 1x SHEATHING NEW FRAMING (JOISTS AND LEDGER) AND EXTEND SHEATHING TO BUILDING EDGES, TYP BOTH SIDES REMOVE AND REPLACE CRICKET FRAMING, TYP BOTH SIDES WALL TIES @ 48" O.C. BLOCK AND STRAP 8'-0" INTO DIAPHRAGM AND PROVIDE HOLDOWN WALL ANCHOR, TYP BOTH SIDES WALL TIES @ 48" O.C. BLOCK AND STRAP 8'-0" INTO DIAPHRAGM AND PROVIDE HOLDOWN WALL ANCHOR, TYP BOTH SIDES CONC INFILL AT WINDOW, SEE DTL 20/S3.1, TYP BOTH SIDES HSS6x6 COL
HSS6x6 COL
HSS6x6 COL SPREAD FOOTING SPREAD FOOTING SPREAD FOOTING DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S2.1 BUILDING SECTION #26..
- 934 -
SCALE 3 20 8" = 1'-0" BUILDING SECTION S2
2 NEW PLYWOOD SHEATHING O/ (E) 1x SHEATHING NEW PLYWOOD SHEATHING O/ (E) 1x SHEATHING REMOVE AND REPLACE CRICKET FRAMING, TYP BOTH SIDES NEW FRAMING (LEDGER AND BLOCKING) AND EXTEND SHEATHING TO BUILDING EDGES, TYP BOTH SIDES WALL TIES @ 48" O.C., HOLDOWN WALL ANCHOR ATTACHED TO JOISTS SPREAD FOOTING SPREAD FOOTING HSS5x5 COL HSS5x5 COL W18 W18 NEW PLYWOOD SHEATHING O/ (E) 1x SHEATHING NEW PLYWOOD SHEATHING O/ (E) 1x SHEATHING WALL TIES @ 48" O.C., HOLDOWN WALL ANCHOR ATTACHED TO JOISTS WALL TIES @ 48" O.C., HOLDOWN WALL ANCHOR ATTACHED TO JOISTS WALL TIES @ 48" O.C., HOLDOWN WALL ANCHOR ATTACHED TO JOISTS WALL TIES @ 48" O.C., HOLDOWN WALL ANCHOR ATTACHED TO JOISTS SPREAD FOOTING HSS5x5 COL W18 HSS6x6 COL SPREAD FOOTING
DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S2.2 BUILDING SECTION #26..
- 935 -
SCALE
3 20 8" = 1'-0" BRACED FRAME INTERIOR ELEVATION S2
3 W12 W12
PIPE BRACE
HSS COL
HSS COL
HSS COL
HSS COL
PIPE BRACE CONC GRADE BEAM FOUNDATION CONC PEDESTAL CONC PEDESTAL ANGLE ANGLE DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S2.3 BUILDING SECTION #26..
- 936 -
(E) COLUMN VARIES ENEN EN (E) ROOF JOIST, TYP
ROOF SHEATHING O/
(E) 1x SHEATHING
4x BLOCK, TYP ROOF JOIST HOLD-DOWN @ 48" O.C.
W/ EPOXY ANCHOR 2x LEDGER W/ SCREW ANCHORS @ 48" O.C. 12" PLYWOOD 2x6 @ 24" O.C. (E) 6" CONC WALL ENEN EN (E) ROOF JOIST ROOF SHEATHING O/ (2) 1x SHEATHING 2x LEDGER W/ SCREW ANCHORS @ 48" O.C. 12" PLYWOOD SHEATHING 2x6 JOIST @ 24" O.C. 2x SLEEPER 4x8 BLOCKING HOLDOWN @ 48" O.C. W/ EPOXY ANCHOR 4x SHAPED BLOCKING W/ SCREW ANCHOR EACH BLOCK SLOPED U HANGER HOLDOWN @ 48" O.C.
W/ EPOXY ANCHOR ROOF SHEATHING O/ (E) 1x SHEATHING
(E) FLOOR JOIST EN 4x BLOCK, TYP
(E) FLOOR JOIST, TYP
(E) 6" CONC PARAPET WALL(E) CONC WALL (E) 6" CONC WALL
6" (E) 6" CONC SLAB
(E) CONC JOIST
WEDGE ANCHOR,TYP OF (4) STIFFENER W18 BEAM (E) 6" CONC SLAB (E) CONC GIRDER 34" CHAMFER, TYP ALL CORNERS VERT REINFORCING, TYP CLOSED TIES @ 6" O.C. FULL HEIGHT CONCRETE "COLUMN WRAP" L6x6 BRACE, TYP BOTH SIDES OF BEAM WEB W/ WEDGE ANCHORS (E) INTO CONC GIRDER 4x LEDGER W/ SCREW ANCHOR @ 48" O.C. CONT STRAP CONT STRAP HSS COLUMN, TYP CAP PLATE W/ (4) BOLTS BEAM, TYP 6" TYP ALL SIDES HOLDOWN @ 48" O.C. W/ EPOXY ANCHOR FLOOR SHEATHING O/ (E) 1x SHEATHING SCALE NOT USED NOT USED 18 - SCALE NOT USED NOT USED 17 - SCALE 20 CONCRETE WALL INFILL NONE SCALE NOT USED NOT USED 14 - SCALE NOT USED NOT USED 13 - SCALE 6 WALL TIE AT FLOOR BLOCKING 1" = 1'-0" SCALE 5 WALL TIE AT ROOF BLOCKING 1" = 1'-0" SCALE 8 COLUMN REINFORCING (ALTERNATE) NONE SCALE 7 1" = 1'-0" FLOOR SLAB BEAM SCALE 4 COLUMN REINFORCING NONE SCALE 3 1" = 1'-0" FLOOR SLAB BEAM AT COLUMNS SCALE 10 WALL TIE AT FLOOR JOIST 1" = 1'-0" SCALE 9 WALL TIE AT ROOF JOIST 1" = 1'-0" FOR ALTERNATE COLUMN REINFORCING, SEE DTL 8- STIFFENER, TYP GROUT / DRY PACK EN 8'-0" MIN EXTEND 4x8 STRAP AND BLOCKING 8'-0" MIN INTO DIAPHRAGM (ALONG CURVE) (E) COLUMN VARIES FRP ("FIBER-WRAP") AROUND COLUMN NOTE: THIS DETAIL MAY BE USED IN LIEU OF DTL 4/- TO "CONFINE" THE EXISTING CONCRETE COLUMN. AN FRP VENDOR / CONTRACTOR SHALL BE ENGAGED TO PROVIDE A DESIGN FOR THE FRP (2) LAYERS OF ROOF SHEATHING BELOW CRICKET FRAMING(E) LEDGER 4x ROOF JOIST 2x SLEEPER (2) LAYERS OF ROOF SHEATHING BELOW CRICKET FRAMING 5" EMB
TYP 5" EMB TYP 6" CONCRETE WALL INFILL (E) 6" CONCRETE WALL #5x30" DOWELS @ 12" O.C.
INSTALLED W/ EPOXY, TYP AROUND PERIMETER OF WINDOW OPENING REINFORCE WITH #5 BARS @ 12" O.C. BOTH WAYS SCALE NOT USED NOT USED 12 - SCALE NOT USED NOT USED 11 - DRAFT A X I O M S T R U C T U R A L D E S I G N , I N C 1 6 7 S T H O R S T R E E T A N D R E W ( 2 0 9 ) 6 0 4 - 2 8 9 8 T U R L O C K , C A 9 5 3 8 0 M I C H A E L ( 2 0 9 ) 4 8 4 - 8 6 4 0 W W W . A X I O M S D . C O M 24162
CITY OF MODESTO
FIRE STATION NO. 1
600 11TH STREET
MODESTO, CA 95354 S3.1 DETAILS #26..
- 937 -
SECTION 6
EXHIBIT - ARCHITECTURAL IMPROVEMENTS
#26..
- 938 -
610 11TH ST
MODESTO, CA 95354
APN: 106029010
G STREETF STREET
11TH STREET
12TH STREET
BLK. 81
(E) BUILDING
NOT IN SCOPE
(E) BUILDING
NOT IN SCOPE
(E) BUILDING
NOT IN SCOPE
(E) BUILDING
NOT IN SCOPE
(E) BUILDING
NOT IN SCOPE
ALLEY ALLEY
PROPERTY LINE
140'
212.5'
212.5'
140'
37.5'
37.5'
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
N
1 3/64" = 1'-0"
SITE PLAN
#26..
- 939 -
65'-0"
75'-0"
5'-7 1/2"
5'-6"
A7
1 23'-0"
90'-8"
1'-6" 1'-6"
13'-0" 16'-0" 16'-0" 15'-3" 29'-9"
1'-6" 1'-6" 1'-6"
11'-6" 10'-2" 21'-8" 10'-2" 11'-6"
5'-0" 10'-2"
75'-0"
1'-4" 2'-8" 1'-4" 1'-4" 2'-8" 1'-4"
5'-4" 12'-4" 5'-4"
4" 1'-0" 2'-8" 1'-4" 22'-8" 1'-4" 2'-8" 1'-4" 11'-0" 1'-0" 12'-0" 1'-4" 2'-8" 1'-4" 2'-4" 20'-4" 1'-4" 2'-8" 1'-0" 4" 45'-4" 45'-4"
3'-7" 4"
1'-6" 1'-6" 1'-6" 1'-6"
A7
2 DRY ROOM
TOILET
GAS CHAMBER
HOSE TOWER
OFFICE
APPARATUS ROOM
TOILET
APPARATUS ROOM
SHOP AREA
A8 2 1 A8
BRASS POLE
DN
UP
DEMO FLOORING AND BASE AND
REPLACE. PAINT WALLS THROUGHOUT
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
1 1/4" = 1'-0"
1ST LEVEL FLOOR PLAN - EXISTING
N
#26..
- 940 -
DEMO INTERIOR OF BUILDING
INCLUDING WALLS, DOORS,
CEILINGS FINISHES AND UTILITIES
THROUGHT 2ND FLOOR
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
1 1/4" = 1'-0"
2ND FLOOR PLAN - DEMO
N
#26..
- 941 -
109 SF
BUNK ROOM
109 SF
BUNK ROOM
109 SF
BUNK ROOM
109 SF
BUNK ROOM
109 SF
BUNK ROOM
109 SF
BUNK ROOM
109 SF
BUNK ROOM
109 SF
BUNK ROOM
115 SF
BUNK ROOM
60 SF
TOILET/ SHOWER
60 SF
TOILET/ SHOWER
60 SF
TOILET/ SHOWER
111 SF
CAPTAIN BUNK
84 SF
TOILET/ SHOWER
111 SF
CAPTAIN BUNK
84 SF
TOILET/ SHOWER
111 SF
CAPTAIN BUNK
1553 SF
DAY ROOM
316 SF
KITCHEN
346 SF
DINING
237 SF
OFFICE AREA
71 SF
OFFICE
71 SF
OFFICE
71 SF
OFFICE
CORRIDOR
LOBBY
CORRIDOR
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
N
1 1/4" = 1'-0"
2ND LEVEL FLOOR PLAN - PROPOSED
N
#26..
- 942 -
GYM GYM
I.T.
FURNACE ROOM MED SUPPLIES STORAGE
STORAGE
DN
DN
DEMO FLOORING AND BASE AND
REPLACE. PAINT WALLS THROUGHOUT
ATTIC
STORAGE
UP
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
1 1/4" = 1'-0"
BASEMENT FLOOR PLAN - EXISTING
2 1/4" = 1'-0"
ATTIC FLOOR PLAN - EXISTING
N
N
#26..
- 943 -
1ST FLOOR
0"
2ND FLOOR
14'-0"
ATTIC
24'-10"
ROOF
32'-0"
ROOF 2
38'-0"
TOWER
60'-0"
REMOVE AND REPLACE
SINGLE PLY ROOFING
ASSEMBLY - TYPICAL
THROUGHOUT BUILDING
REPAINT ALL TRIM
DEMO EXISTING WALL COATING.
PREP AND RE-PAINT CONCRETE
WALLS WITH ELASTOMERIC
PAINT - TYPICAL AT PERIMETER
OF BUILDING.
1ST FLOOR
0"
2ND FLOOR
14'-0"
ATTIC
24'-10"
ROOF
32'-0"
ROOF 2
38'-0"
TOWER
60'-0"
DEMO EXISTING WALL COATING.
PREP AND RE-PAINT CONCRETE
WALLS WITH ELASTOMERIC
PAINT - TYPICAL AT PERIMETER
OF BUILDING.
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
1 3/16" = 1'-0"
ELEVATION - SOUTH
2 3/16" = 1'-0"
ELEVATION - NORTH
#26..
- 944 -
1ST FLOOR
0"
2ND FLOOR
14'-0"
ATTIC
24'-10"
ROOF
32'-0"
ROOF 2
38'-0"
TOWER
60'-0"
REMOVE AND REPLACE
SINGLE PLY ROOFING
ASSEMBLY - TYPICAL
THROUGHOUT BUILDING
DEMO EXISTING WALL COATING.
PREP AND RE-PAINT CONCRETE
WALLS WITH ELASTOMERIC
PAINT - TYPICAL AT PERIMETER
OF BUILDING.
REPAINT ALL TRIM
1ST FLOOR
0"
2ND FLOOR
14'-0"
ATTIC
24'-10"
ROOF
32'-0"
ROOF 2
38'-0"
TOWER
60'-0"
DEMO EXISTING WALL COATING.
PREP AND RE-PAINT CONCRETE
WALLS WITH ELASTOMERIC
PAINT - TYPICAL AT PERIMETER
OF BUILDING. REMOVE AND REPLACE
SINGLE PLY ROOFING
ASSEMBLY - TYPICAL
THROUGHOUT BUILDING
REPAINT ALL TRIM
© COPYRIGHT: RED INC. ARCHITECTS
CITY OF MODESTO FIRE STATION 1
610 11TH STREET
MODESTO, CA 95354
1 3/16" = 1'-0"
ELEVATION - EAST
2 3/16" = 1'-0"
ELEVATION - WEST
#26..
- 945 -
CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
June 24, 2025
Date: May 15, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 1
CONTACT: Edgar Garcia, Community Development Manager
[email protected], 209-577-5211
DESCRIPTION:
Hearing to consider approving Fiscal Year 2025-26 Diagram and Annual Assessment and ordering the Levy and Collection of Charges within Landscape Maintenance Assessment District No. 1 for Dry Creek Meadows Subdivisions Nos. 1-6. (Funding Source: Landscape Maintenance District No. 1)
STRATEGIC PLAN ELEMENT:
The recommended action supports the City of Modesto’s 2025-2026 Strategic Plan, Goal D to provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance, and sustainability efforts.
BACKGROUND:
Landscape Maintenance Assessment District No. 1 (LMAD No.1) was formed on December 13, 1988 by Resolution No. 88-936, in accordance with California Streets and Highways Code Sections 22500 through 226791, to fund landscape maintenance in the public right-of way within street medians and areas adjacent to the concrete block walls in Dry Creek Subdivisions Nos. 1 through 6. LMAD No. 1 is located east of North McClure Road and southwest of Modesto Irrigation District Lateral No. 2 and Claus Road. A boundary map is provided as Attachment 2.
Section 226202 et. Seq. of the Act require the legislative body (the Council) to take the following actions prior to August 10th of each year:
1 Landscape and Lighting Act of 1972
2 Section 22620 et. seq. of the Landscape and Lighting Act of 1972 #27..
- 946 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 1
1. Adopt a resolution which generally describes any proposed new improvements or any substantial changes in existing improvements and orders the preparation and filing of the Annual Engineer’s Report. This action was taken by Council on February 25, 2025 by Resolution 2025-61.
2. Adopt a resolution approving the Engineer’s Annual Report as submitted or as modified by the City Council. This action was taken by Council on May 06, 2025 by Resolution 2025-137.
3. Adopt a resolution of intention to levy and collect assessments within LMAD No. 1 for the fiscal year. This action was taken by Council on May 06, 2025 by Resolution 2025-137.
4. Conduct a public hearing.
5. Adopt a resolution confirming the diagram and assessment as originally proposed or as changed by the legislative body.
DISCUSSION:
When LMAD No. 1 was formed, no annual escalator was adopted. Annual assessments in LMAD No. 1 have remained the same since 1988. No new improvements or substantial changes to the existing improvements are being proposed.
The City Clerk gave notice regarding the public hearing by publishing the appropriate notice in the Modesto Bee on June 13, 2025. All interested people will be afforded an opportunity to be heard during the public hearing. Should there be any protests, whether written or oral, the Council may choose to continue the hearing to a later date, may change any part of the Engineer’s Annual Report to address the concerns of the property owner(s), or may adopt the assessment as proposed.
FISCAL IMPACT:
In Fiscal Year 2024-25, $19,474 (749 parcels at $26.00 per parcel) was levied within LMAD No. 1 while its projected expenses are $23,602.
The projected expenses for Fiscal Year 2025-26 are $23,922, while its projected revenue is $19,474. The expenses include contracted maintenance expenses, utility service charges, and City staff time associated with administration and maintenance of LMAD No. 1. All expenses and revenue are allocated through Fund 6480 Landscape Maintenance Assessment District No.
1. It is the expectation that all expenses for LMAD No. 1 will be paid by the assessments levied on properties within LMAD No. 1. Costs in excess of the tax levy will be paid from the fund balance. At such time as the fund balance is depleted, service levels will need to be adjusted to maintain the service level within budget unless the property owners approve a Proposition 218 vote to increase the tax levy amount to a level sufficient to maintain or increase service levels.
All single-family residential parcels are levied at a flat rate of $26 per parcel. Each year the annual assessment uses a standard formula to calculate its fees: the annual assessments levied are calculated by multiplying the total number of parcels by the flat rate. Each parcel receives equal benefits from the District.
#27..
- 947 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 1
Additionally, the Stanislaus County Auditor-Controller’s Office, Property Taxes and Assessments Division, collects a $0.20 fee per assessment and per parcel. This fee is assessed directly from Stanislaus County and is in addition to the annual assessment being levied for LMAD No. 1.
COMMITTEE RECOMMENDATION:
This item is the approval of the annual levy as directed by the City Council through the approval of the Resolution of Intention on May 6, 2025.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution ordering the levy and collection of such charges as shown within the Engineer’s Annual Report within the City of Modesto Landscape Maintenance Assessment District No. 1 for the Dry Creek Meadows Subdivisions Nos. 1-6 for Fiscal Year 2025-26.
Approved by:
Jessica Hill, Director of Community
and Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. LMAD No. 1 Boundary Map
3. LMAD No. 1 2025-26 Engineer’s Annual Report
#27..
- 948 -
6/24/2025/CEDD/EGarcia/Item # 1 2025-xxx
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-XX
RESOLUTION ORDERING THE LEVY AND COLLECTION OF SUCH
CHARGES AS SHOWN WITHIN THE ENGINEER’S ANNUAL REPORT
WITHIN THE CITY OF MODESTO LANDSCAPE MAINTENANCE
ASSESSMENT DISTRICT NO. 1 FOR THE DRY CREEK MEADOWS
SUBDIVISIONS NOS. 1-6 FOR FISCAL YEAR 2025-26
WHEREAS, on May 06, 2025, by Resolution No. 2025-137, Council declared its intent to levy charges or assessment for the purpose of administering the maintenance of landscaping in the public right-of-way within the street medians and adjacent to the access control walls in Dry Creek Meadows Subdivisions Nos. 1-6 under the provisions of the California Streets and Highways Code Sections 22500 through 22679, more commonly known as the Landscape and Lighting Act of 1972; and WHEREAS, the charges against the real property are not levied with regard to property values but rather by the allocated cost shown within the Engineer’s Annual Report; and
WHEREAS, the amount of the assessment for Fiscal Year 2025-26 will not increase over the amount imposed for Fiscal Year 2024-25, it will remain at $19,474; and WHEREAS, the assessment will be $26.00 per parcel for Fiscal Year 2025-26; WHEREAS, a public hearing was held on June 24, 2025; and WHEREAS, the City of Modesto has determined and certifies that the charges are either exempt from or in compliance with all the provisions of Proposition 218, which was passed by the voters in November 1996. The City of Modesto has further determined the charges are in compliance with all the laws pertaining to the levy of such charges.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto #27..
- 949 -
6/24/2025/CEDD/EGarcia/Item # 2 2025-xxx
that is hereby orders the levy and collection of such charges as shown within the Engineer’s Annual Report within the City of Modesto Landscape Maintenance Assessment District No. 1 for Dry Creek Meadows Subdivisions Nos. 1-6 for Fiscal Year 2025-26.
BE IT FURTHER RESOLVED that a certified copy of this resolution and attached documentation shall be delivered to the Auditor-Controller of the County of Stanislaus for placement of such charges on the 2025-26 County Tax Roll.
BE IT FURTHER RESOLVED that the diagram of said assessment district, which is attached hereto, and amount of levy thereon is hereby confirmed. #27..
- 950 -
6/24/2025/CEDD/EGarcia/Item # 3 2025-xxx
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of June, 2025, by Councilmember _____, who moved its adoption, which motion being duly seconded by Councilmember ______, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: _____________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ______________________________
JOSE M. SANCHEZ, City Attorney
#27..
- 951 -
6/24/2025/CEDD/EGarcia/Item # 4 2025-xxx
#27..
- 952 -
CLAUS RD
N MC CLURE RD
MECHALYS WY
MID LATERAL NO 2
079001001
068024003
079015001
079015002
033047025
009001014
068023009
009001017 009001018 009001025
068023008
014037060
009001024
068018010
079009062
009001024
079002073
079002080
079009031
079002076
079007022
079002052
033092002
079017035
079016043
079004024
079006009
033091088
079005002
009001021
079008048
079002030
079007023
079009030
079005007
079018025
079005036
079005032
079007046
079005009
079007048
079002039
079017043
079009036
079006049
079002082
079017044
079002051
079017037 079017038
079005004
079008047
079019013
079005030
079002040
079009061
079019047
079002020 079005011
079002072
079007041
079017036
079005003
079002061
079007017
079005010
079002079
079007047
079017039
079005031 079002031
079002029
079002050
079017042 079017045
079003046
079008045
079007040
079005037
079016044
079004048
079014007
079002038
079003027
079009003
079005005
079002060
079010027
079002048
079013052
033092080
079009004
079004030
033091079 033092092
079005008
079005021
079013006
079008062 079008029
079003032
079003007
079012053
079016002
079012007 079011001
079007021
079003006
079009029
079017034
079010009
079006025
079016042
079018032
079003028
079009005
079002028
079007057
079010036
079007052
079003001
079014033
079014053
079011027
079009049 079009016 079009017 079009048
079007024
079007020
079005017
079010034
079016051
079002078
079003033
079017040
079008049
079010028
079011047
079005025
079016001
079010035
079007050
079002070
079002049
079007039
079008032
079017029
079009006
079017054
079019008
079010026
079017006 079017007
079008001 079008028
079005028 079016026
033091085
079004025
079008058
079003047
079004069
079008034 079008035 079008036 079008037 079008040 079008038 079008039 079007001
079009060
079002011
079011021
079009011
079018011
079008053 079008052 079008054 079008055 079008056 079008057 079009010
079016004
079016003
079008033 079002025
079019028
079005016
079013026 079016020
079017013 079003017
079006037
079003016 079002010 079017017 079018047
079007032
079014027
079008015
079006038
079002034
079008014
079002035
079012033
079003055
079012027 079013032
079003056
079009012
079009056
079008059
079012006
079019001
079010001
079006001
079017041
079008051
079002053
079006008
079011019
079009013
079011018
079019046
079017046
079005038
079009055 079009054
079010054
079009053
079019012
079004049
079009009
079014052
079014051
079003043
079003044
079003045
079003041
079002001
079009044
079009025
079008041
079003042
079009043 079009042 079009039 079009040 079009041
079009007
079009020 079009052
079008061
079008060
079008050
079008042
079008044
079008043
079008030
079008031
079007053
079005020
079005019
079005018
079009023
079009057
079009045
079009058
079009021
079011017
079011020
079009024
079002019
079011030
079011029
079002071
079009038
079009022
079014008
079011028
079002041
079002044
079002042
079014010
079002043
079011031
079014009
079011032
079002074
079003011
079009008
079005024
079007011
079007018
079016041
079003005
079007013
079007028
079007026
079002037 079002032
079014050
079005012
079009037
079009027 079009026 079009028
079009015 079002033 079002036
079009014
079009018
079009051 079009046 079009019
079009047 079009050
079003004
079009059
079005022
079005023
079003003
079007051
079003002
079019045
079007010
079007016
079010007
079016046
079008011
079010008
079007009
079007008
079010005
079003013
079003012
079013011
079010006
079016047
079007004
079007007
079007014
079007006
079007015
079007005
079007003
079007025
079003010
079013049
079002024
079003008
079010021
079003009
079012024
079013051
079012025
079013048
079012023
079010023
079007027
079008046
079012022
079010011
079012021
079007019
079013050
079013007
079007012 079010010
079012040
079013012
079008002 079008027
079008013 079008016
079008008
079008010 079008019
079008009
079008026
079008024
079008006 079008023
079008021
079008004
079008003
079008005
079008007
079008018 079009033
079008022
079008020
079008025
079008012 079008017
079009034
079007036
079007038
079007034
079007033
079007035
079007037
079014011
079012039
079007002
079016049
079010018
079010017
079010016
079010014
079003031
079012035
079012016
079013008
079010004
079016050
079011011
079013009
079010020
079010022
079012036
079013047
079012047
079013010
079012037
079011004
079011046
079012011
079012026
079010015
079010013
079010012
079003022 079003026 079003025
079014035
079012046
079014016
079003024
079012038
079003036
079005001
079019022
079003020
079011040
079011041
079011039
079011042
079011002
079011043
079011037
079011044
079013021
079013022
079013020
079011038
079009035
079013023
079013019
079012050
079010019
079012051
079013024
079013018
079013017
079003039
079003018 079003015
079012049
079019007
079019006
079003021
079012052
079003037
079003038
079011003
079003023
079011012
079012034
079002058
079011007
079011008
079011010
079011006
079019010
079011009
079014024
079016045
079003051
079017011
079006010
079011036
079016011
079013036
079019025
079019026
079019027
079013042
079019024
079012014
079012008
079019017
079013041
079003035
079019016
079019021
079019018
079013034
079019019
079012009
079012012
079012010
079019015
079013040
079019020
079018030
079018029
079013035
079019014
079013039
079014015
079013038
079013037
079012013
079011045
079012048
079012045
079017025
079014026
079003052
079003034
079012015
079019030
079019029
079016025
079016024
079014019
079014020
079014021
079014018
079014022
079013025
079002056
079014023
079018041
079004026
079019009
079002023
079010041
079003049
079011005
079003054
079003048
079010044
079016048
079011013
079017053
079019023
079017051
079017052
079017050
079013033
079002063
079014045
079014037
079016038
079016031
079014038
079014044
079014043
079014039
079014042
079014040
079014041
079012020
079002067
079018006
079002015
079018009
079017009
079018007
079002006
079002013
079017012
079002008
079017010
079002002
079002003 079002018
079018005
079002017
079002012
079018010
079002016
079017027
079021010
079017005
079017003
079017018
079017023
079018008
079002007 079002014
079018003
079018002
079017028
079002004
079004038
079017004
079017002
079017008
079004046
079018004
079017001
079002005
079017020
079017021
079002009
079004034
079021001
079018001
079004047
079003019 079003014
079003053
079019005
079002065
079016012
079016013
079016010
079016014
079010052
079010051
079010050
079018037
079018036
079016007
079018035
079016017
079010047
079010046
079018034
079016006
079010045
079018040
079016018
079018033
079016016
079010048
079016008
079020001
079018039
079002066
079010053
079016028
079002022
079016029
079016040
079012041
079016039
079016030
079002064
079016032
079016037
079016033
079016036
079016034
079016035
079018028
079018038
079016009
079016015
079003050
079017033
079002068
079010049
079004041
079014036
079004042
079004022
079013046
079016019
079006029
079014046
079016027
079014017
079004045
079002054
079018016
079007029
079014034
079017049
079010043
079002057
079016005
079010042
079014025
079016023
079017032
079002062
079019044
079017019
079017022
079017024
079004036
079004031
079004040
079004037
079004033
079004035
079004039
079006034
079004032
079006036
079006032
079006035
079006033
079006027
079006028
079006043
079006041
079006039
079006042
079006040
079007043
079018020
079009032
079011035
079011014
079004044
079007056
079019011
079002055
079003029
079011033
079011016
079011022
079011024
079011026
079011025
079006011
079004011
079011023
079006030
079006031
079002059
079006006
079013043
079018018 079018019 079018024
079018023 079018021 079018022
079017031
079013016
079004043
079004056
079011015
079011034
079010037
079013013
079017026
079005014
079005015
079005013
079018042
079010025
079010038
079005034
079004054
079017030
079007055
079004001
079006045
079006044
079010003
079019043
079007054
079014049
079014012
079005035
079018017
079006007
079004055
079007044
079012030
079014003
079013004
079012004
079014001
079013005
079012003
079014005
079014004
079013001
079013002
079013003
079014006
079012032
079012002
079012001
079014002
079013030
079014029
079013031
079012005
079014031
079018026
079013027
079013029
079014028
079013028
079016021
079014030
079010024
079012031
079018012
079017016
079014032
079016022
079018046
079007030
079010039
079017048
079018014
079017014
079018027
079014048
079007031
079013015
079018045
079017015
079017047
079018044
079012042
079018043
079012043
079019004
079010002
079013014
079019003
079018013
079013045
079019002
079018015
079010031
079013044
079014013
079006004
079004018
079006021
079006016
079006012
079006002
079012044
079004016
079004015
079010029
079010030
079004005
079004068
079006014
079012029
079006023
079006022
079006018
079006019
079010033
079012028
079006024
079004003
079004010
079004004
079004051
079004002
079004052
079004061
079004060
079004059
079006026
079006003
079006017
079010032
079006013
079004013
079004050
079004012
079004062
079004065
079004006
079004009
079004020
079005039
079004063
079004058
079004007
079004064
079004019
079004029
079004067
079004066
079006048
079006015
079006020
079005042
079005041
079004014
079006047
079004008
079004017
079004027
079005043
079005040
079004028
079005026
079005027
079012018
079012019
079004021
079003030
079002069
079014014
079014047
079004057
079006046
079004053
079012017
079006005
079007042
079010040
068023007
033090073
033090074
033090075
033090076
033090077
033090078
033090079
033090080
033091084
033091083
079021002 079021009
033092087
079005006
079007049
079002021
033092086
033092085
079005029
079004023
079007045
079005033
033090072
033091087
033091086
033092094
033092093
033091082
033091081
033091080
079019042
033091089
079019041 079021011 079021016
079019040 079021017 079019031
079021018
079021015
079021013079021014
079021019079021020 079019039
079019037 079019033
079021021
079021023 079018031 079020016 079019036
CLAUS RD
WADDELL WY
N MC CLURE RD
CREEKWOOD DR
CODINGTON WYARDIA AVE
WICHITA WY
REDFIELD AVE
DRY CREEK DR
MECHALYS WY
GATESVILLE AVE
ELLENBORO AVE
DILLINGHAM AVE
MILBANK DR
LOUISBURG AVE
WILKESBORO AVE
CREEDMOOR AVE
LAURENBURG AVE
BERESFORD DR
SHARPSBURG DR
BALFOUR LN
ASHEBORO LN
HIGHMORE LN
EFFINGHAM LN
LARNED LN
ANSONVILLE LN
CARRBORO LN
MELBOURNE DR
SALINA DR
PARKSTON CT SPINDALE DR
LEAVENWORTH WY
WILMONT LN
BATTLEBORO CT
CHADBURN CT
GARST RD
EDENTON WY
SCHUYLER WY
PARSONS CT
GOODLAND CT
SUNBURY CT
MID LATERAL NO 2
Assessment District Diagram
Landscape Maintenance Assessment District No. 1
(Dry Creek Meadows Subdivisions No. 1 - 6)
®
250 0 250 125
Feet Date: 1/6/2025
Document Path: G:\Projects\Maintenance\Aprx\LandscapeMaintenanceNo1\LandscapeMaintenanceNo1.aprx #27..
- 953 -
#27..
- 954 -
#27..
- 955 -
#27..
- 956 -
#27..
- 957 -
#27..
- 958 -
#27..
- 959 -
#27..
- 960 -
#27..
- 961 -
#27..
- 962 -
#27..
- 963 -
#27..
- 964 -
#27..
- 965 -
#27..
- 966 -
#27..
- 967 -
#27..
- 968 -
#27..
- 969 -
#27..
- 970 -
#27..
- 971 -
#27..
- 972 -
#27..
- 973 -
#27..
- 974 -
#27..
- 975 -
#27..
- 976 -
CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
June 24, 2025
Date: April 15, 2024
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 2
CONTACT: Edgar Garcia, Community Development Manager
[email protected], 209-577-5211
DESCRIPTION:
Hearing to consider approving Fiscal Year 2025-26 Diagram and Annual Assessment and ordering the Levy and Collection of Charges within Landscape Maintenance Assessment District No. 2 for Dry Creek Meadows Subdivisions Nos. 7-10, Creekwood Meadows Subdivision and Yosemite Meadows Subdivisions Units 1 and 2. (Funding Source: Landscape Maintenance District No. 2)
STRATEGIC PLAN ELEMENT:
The recommended action supports the City of Modesto’s 2025-2026 Strategic Plan, Goal D to provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance, and sustainability efforts.
BACKGROUND:
On April 4, 1989, the Landscape Maintenance Assessment District No. 2 (LMAD No. 2) by Resolution No. 89-460, was formed in accordance with California Streets and Highways Code Sections 22500 through 22679, more commonly known as the Landscape and Lighting Act of 19751 (the Act). LMAD No. 2 provides funding for the landscape maintenance in the public rightof way within street medians and areas adjacent to the concrete block walls in Dry Creek Meadows Subdivisions Nos. 7-10, Creekwood Meadows Subdivision, and Yosemite Meadows Units 1 and 2. LMAD No. 2 is located east of North McClure Road, south of Mechalys Way, west of Yosemite Meadows Drive, and north of Yosemite Boulevard. A boundary map is provided as Attachment 2.
1 Landscape and Lighting Act of 1972
#28..
- 977 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 2
Section 226202 et. Seq of the Act requires the legislative bod (the Council) to take the following actions prior to August 10th of each year:
1. Adopt a resolution which generally describes any proposed new improvements or any substantial changes in existing improvements and orders the preparation and filing of the Annual Engineer’s Report. This action was taken by Council on February 25, 2025 by Resolution 2025-62
2. Adopt a resolution approving the Engineer’s Annual Report as submitted or as modified by the City Council. This action was taken by Council on May 06, 2025 by Resolution 2025-138
3. Adopt a resolution of intention to levy and collect assessments within LMAD No. 1 for the fiscal year. This action was taken by Council on May 06, 2025 by Resolution 2025-138
4. Conduct a public hearing.
5. Adopt a resolution confirming the diagram and assessment as originally proposed or as changed by the legislative body.
DISCUSSION:
In June 2000, staff successfully completed a Proposition 218 ballot measure which increased the annual assessment and added an annual inflator based on the Building Cost Index (BCI).
On June 6, 2000, by Resolution No. 200-276, Council ordered the hearing scheduled for July 25, 2000. Ballots were then mailed to all LMAD No. 2 property owners asking them to approve an increase in the Fiscal Year 2000-01 assessment and an increase based on the BCI. On July 25, 2000, the Council oversaw the counting of the ballots; the results of the election were as follows: 127.34 in favor and 98.1 opposed. The Council then ordered the levy and collections of charges within LMAD No. 2 by Resolution 2000-394.
Annual assessments in LMAD No. 2 have risen incrementally since 2001 pursuant to the annual adjustment. The inflator was applied when the LMAD No. 2 had a negative reserve balance, except for Fiscal Year 2014-15 when no increase was applied. The annual assessment is adjusted according to the BCI for the San Francisco Bay Area as reported in the Engineering News Record for the second week of February. The annual adjustment for Fiscal Year 2025-26 is -1.13072%. Due to the negative percent change in the BCI from the previous year, the proposed assessment for LMAD No. 2 for Fiscal Year 2025-26 results in an unchanged assessment of $34,202.90 ($254.92 per acre for commercial properties and $50.16 for each residential property).
The City Clerk gave notice of tonight’s public hearing by publishing the appropriate notice in the Modesto Bee on June 13, 2025. All interested people will be afforded an opportunity to be heard during the public hearing. Should there be any protests, whether written or oral, the Council may 2 Section 22620 et. seq. of the Landscape and Lighting Act of 1972 #28..
- 978 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 2
choose to continue the hearing to a later date, may change any part of the Engineer’s Annual Report to address the concerns of the property owner(s), or may adopt the assessment as proposed.
FISCAL IMPACT:
In Fiscal Year 2024-25, the total assessment levied was $34,202.90, and its projected expenses were $26,169.
The projected expenses for Fiscal Year 2025-26 are $26,342, while the projected revenue is $34,202.90. The expenses include contracted maintenance expenses, utility service charges, and City staff time associated with administration and maintenance of LMAD No. 2. All revenues and expenses are allocated in Fund 6490 Landscape Maintenance Assessment District No. 2.
Any surplus funds serve as a reserve to carry out continued services during the time between the assessment and when the levy is received and to ensure that any delinquent parcels are offset to maintain the continuity of service in the event that there is an above-average delinquency rate.
Each year the annual assessment uses a standard formula to calculate its fees: apply the BCI Inflator to the previous year’s assessment, if applicable, divide the current calendar year BCI by the previous calendar year BCI to obtain your increase percentage, multiply the previous year assessment by the percentage increase, if applicable to determine your assessment amount, and divide by the number of benefitting parcels in the district.
The Stanislaus County Auditor-Controller’s Office, Property Taxes and Assessments Division, collects a $0.20 fee per assessment and per parcel. This fee is directly assessed from Stanislaus County and is assessed in addition to the annual assessment being levied for LMAD No. 2.
COMMITTEE RECOMMENDATION:
This item is the approval of the annual levy as directed by the City Council through the approval of the Resolution of Intention on May 6, 2025.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution ordering the levy and collection of such charges as shown within the Engineer’s Annual Report within the City of Modesto Landscape Maintenance Assessment District No. 2 for Dry Creek Meadows Subdivisions Nos. 7-10, Creekwood Meadows Subdivision, and Yosemite Meadows Subdivision Units 1 and 2 for Fiscal Year 2025-26. #28..
- 979 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Landscape Maintenance Assessment District No. 2
Approved by:
Jessica Hill, Director of Community
and Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. LMAD No. 2 Boundary Map
3. LMAD No. 2 2025-26 Engineer’s Annual Report
#28..
- 980 -
6/24/2025/CEDD/EGarcia/Item # 1 2025-xxx
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-XX
RESOLUTION ORDERING THE LEVY AND COLLECTION OF SUCH
CHARGES AS SHOWN WITHIN THE ENGINEER’S ANNUAL REPORT
WITHIN THE CITY OF MODESTO LANDSCAPE MAINTENANCE
ASSESSMENT DISTRICT NO. 2 FOR DRY CREEK MEADOWS SUBDIVISIONS NOS. 7-10, CREEKWOOD MEADOWS SUBDIVISION, AND YOSEMITE
MEADOWS SUBDIVISION UNITS 1 AND 2 FOR FISCAL YEAR 2025-26 WHEREAS, on May 06, 2025, by Resolution No. 2025-138, Council declared its intent to levy charges or assessment for the purpose of administering the maintenance of landscaping in the public right-of-way within the street medians and adjacent to the access control walls in Dry Creek Meadows Subdivisions Nos. 7-10, Creekwood Meadows Subdivision, and Yosemite Meadows Subdivision Units 1 and 2 under the provisions of the California Streets and Highways Code Sections 22500 through 22679, more commonly known as the Landscape and Lighting Act of 1972; and WHEREAS, the charges against the real property are not levied with regard to property values but rather by the allocated cost shown within the Engineer’s Annual Report; and
WHEREAS, the annual assessment is to adjust annually according to the BCI for the San Francisco Bay Area as reported in the Engineering News Record the second week of February; and
WHEREAS, the increase in the annual assessment is less than or equal to the annual inflator previously approved by the property owners within the District; and WHEREAS, the annual adjustment for Fiscal Year 2025-26 is -1.13072%; and #28..
- 981 -
6/24/2025/CEDD/EGarcia/Item # 2 2025-xxx
WHEREAS, the inflationary adjustment is applied when the district has minimal or negative fund reserves to offset the total cost estimates for the upcoming fiscal year; and
WHEREAS, due to the decrease in BCI, the annual assessment will remain flat for the upcoming fiscal year; and
WHEREAS, the annual assessment for Fiscal Year 2025-26 is $34,202.90, while its projected expenses are $26,342; and
WHEREAS, the levy for Fiscal Year 2024-25 was $34,202.90 and the projected expenses are $26,169; and
WHEREAS, the annual assessment per acre for Fiscal Year 2025-26 will be $254.92 per acre with residential properties assessed $50.16 per unit with all other property being assessed based on actual acreage; and
WHEREAS, any additional revenue stays within the LMAD No. 2 Fund balance and will cover any unanticipated expense that occur for LMAD No. 2; and WHEREAS, a public hearing was held on June 24, 2025; and WHEREAS, the City of Modesto has determined and certifies that the charges are either exempt from or in compliance with all the provisions of Proposition 218, which was passed by the voters in November 1996; and
WHEREAS, City of Modesto has further determined the charges are in compliance with all the laws pertaining to the levy of such charges.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby orders the levy and collection of such charges as shown within the Engineer’s Annual Report within the City of Modesto Landscape Maintenance #28..
- 982 -
6/24/2025/CEDD/EGarcia/Item # 3 2025-xxx
Assessment District No. 2 for Dry Creek Meadows Subdivisions Nos. 7-10, Creekwood Meadows Subdivision, and Yosemite Meadows Subdivision Units 1 and 2 for Fiscal Year 2025-26.
BE IT FURTHER RESOLVED that a certified copy of this resolution and attached documentation shall be delivered to the Auditor-Controller of the County of Stanislaus for placement of such charges on the 2025-26 County Tax Roll, and in each subsequent fiscal year in which the charges may validly be levied.
BE IT FURTHER RESOLVED that the diagram of said assessment district, which is attached hereto, and amount of levy thereon is hereby confirmed. #28..
- 983 -
6/24/2025/CEDD/EGarcia/Item # 4 2025-xxx
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of June, 2025, by Councilmember _____, who moved its adoption, which motion being duly seconded by Councilmember ______, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: _____________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ______________________________
JOSE M. SANCHEZ, City Attorney
#28..
- 984 -
6/24/2025/CEDD/EGarcia/Item # 5 2025-xxx
#28..
- 985 -
YOSEMITE BLV
N MC CLURE RD
MECHALYS WY
YOSEMITE MEADOWS DR CLAUS RD
079026013
079015001
009018067 036014003
036014006
036014002
079015002
036014001
079025020
079026008
079025011
079026014
036013021
079025003
009001025
079025019 079025017
079026005
079025018 079025005
079027097
009002005 009002001
033089030
079020035
079026011
079020036
079026012
079026010
079020006
033090001 033089029
079017035
079022025
079016043
079023067
079027018
079024013
079024025
079020024
079020031
079028060
079026006
079023075
079018025
079024049
079027044
079028062
009002004
079020032
079026007
079028041
079023069
079017043 079017044
079028061
079027019
079017037 079017038
079020023
079020033
079028009
079027063
079020026
079019013 079019047
079020012
079027017
079027088
079017036
079020030
079027086
079017039
079027020
079021026
079017042 079017045
079027096
079027030
079020007
009001024
079016044
079020034
079028070
079024050
079014007
079027050
079027062
079026009
079027077
079020017
079023039
079028037
079019033
079028081
079020027
079013052
079021032
079020011
079013006
079023073
079016002
079027051
079020005
033089002
079017034
079028056
079028079
079018032
079028055
079022024
079016042
079020010
079027043
079014033
079014053
079023068
079028059
079024012
079024026
033091088
079028024
079028025
079016051
079023029
079023060
079024014
079017040
079024024
079020021
079024027
079016001
079028040
079028008
079020016
079017029
079028010
079017054
079022046
079020022
079019008
079017006
079022004 079022005
079017007
079020018
079016026 079011027
079028080
079028054
079018011
079027029
079021011
079020028
079023049
079024032
079027001
079022023
079016004
079016003
033090072
079027045
079028068
079023070
079019028 079013026 079016020
079021047
079017013 079023019 079023018 079017017 079018047 079022009 079014027
079024041 079022043
079012033
079023044
079023001
079012027 079013032
079024042 079023043 079023059
079020015
079020014
033091079
079019001 079017041
079020029
079023071
079019046
079017046
079020037
079027021
079019012
079014052
079014051
079020025
079020009
079024046
079027087
079014008
079023030
079014010
079024003
079014009
079027049
079016041
079027076
079023055
079020020
079014050
079023020
079023022
079023058
079023057 079023021
079023056
079028065
079019045
079016046
079013011
079016047
079024004
079023031
079013049
079023023
079023036
079024031
079027016
079024030
079023034
079012024
079013051
079012025
079013048
079012023
079012022
079012021
079013050
079013007
079012040
079013012
079024016
079024018
079024020
079024022
079014011
079012039
079023033
079023032
079016049
079023028
079012035
079013008
079023027
079024001
079016050
079013009
079027047
079012036
079013047
079023035
079027046
079013010
079021031
079023025 079023026
079012037
079012026
079020019
079023024
079023011
079014035
079012046
079014016
079024023079024002
079012038
079019022
079013021
079013022
079021016
079013020
079021018
079013023
079013019
079021019
079020003
079013024
079021020
079013018
079021021
079021022
079021023
079021024
079021025
079013017
079021017
079020002
079024015
079024017
079024019
079024021
079020001
079019007
079019006
079020004
079023061
079023062
079024029
079023065
079023064
079023066
079023063
079012034
079019010
079014024
079016045
079017011
079022037
079021030
079022017
079016011
079013036
079019025
079019026
079019027
079013042
079019024
079019017
079013041
079019016
079019021
079019018
079013034
079021027
079019019
079019015
079013040
079019020
079018030
079018029
079013035
079019014
079021028
079021029
079013039
079014015
079024028
079013038
079013037
079018031
079022022 079022018 079022021
079022019
079022020
079027048
079023003
079012045
079024006
079023007 079023012
079024009
079023004
079017025
079023015
079023016
079023008
079024045
079014026
079022016
079019032
079019031
079019030
079019029
079016025
079021041
079016024
079014019
079014020
079014021
079014018
079014022
079013025
079014023
079018041
079021033
079021035
079021034
079021036
079021037 079021038
033091085
079021039 079021040
079022015
079019009
079024010
079027085 079027089
079027082 079027092
079027083
079027081
079027080
079027079
079027093
079027094
079027095
079027084 079027090
079027091
079027015
079016048
079022033 079022034 079022032 079022035 079022031
079022030
079017053
079019023
079017051
079017052
079017050
079013033
079014045
079022029
079014037
079016038
079016031
079014038
079014044
079014043
079014039
079014042
079014040
079014041
079028042
079012020
079018006
079018009
079017009
079018007
079021005
079017012
079017010
079021009
079022002
079018005
079021008
079022003
079021006
079022008
079021002
079018010
079022006
079017027
079021010
079017005
079021003
079017003
079017018
079017023
079018003 079018008
079018002
079017028
079021004 079021007
079022007
079017004
079017002
079017008
079018004
079017001
079022001
079017020
079017021
079021001
079018001
079024036
079024034
079011028
079019005
079022014
079028049
079028050
079016012
079016013
079016010
079016014
079018037
079018036
079028051
079016007
079018035
079016017
079018034
079016006
079018040
079022036
079024011
079027022
079016018
079018033
079016016
079016008
079018039
079016028
079024005
079016029
079016040
079012041
079016039
079016030
079016032
079016037
079016033
079016036
079016034
079016035
079018028
079018038
079016009
079016015
079017033
079027025
079027028
079027024
079027026
079027027
079014036
079028047
079028048
079028003
079013046
079016019
079024044
079028001
079023040
079014046
079019042
079016027
079014017
009002004
079028052
079027052
079018016
079027053
079027054
079027055
079027056
079027057
079014034
079017049
079028053
079028002
079016005
079014025
079028046
079027011
079019039
079012047
079028011
079016023
079019036
079017032
079019041
079019043
079019044
079021042
079017019
079017022
079017024
079019038
079027007
079018020
079019035
079027059
079019011
079027042
079027058
079022011
079011026
079011025
079028043
079027066
079013043
079018018 079018019 079018024
079018023
079019040
079018021
079018022
079019037
079019034
079028006
079017031
079028078
079013016
079027031
079028005
079028007
079023002
079013013
079023009
079023005 079023014
079024007
079023010
079023006
079023017
079024008
079023013
079017026
079024039
079023047
079022038 079018042
079027064
079017030
079027003
079027004
079027005
079027008
079027009
079027010
079027012
079027013
079027014
079027078
079027074
079028058
079028057
079027002
079014049
079014012
079027060
079018017
079028076
079028066
079028023
079028022
079028021
079028020
079028019
079028018
079028044
079028045
079011029
079027023
079027067
079028004
079027073
079027072
079027071
079027070
079027069
079027068
079020008
079028035
079028033
079028032
079028067
079028036
079028034
079012030
079014003
079013004
079014001
079013005
079014005
079014004
079013001
079013002
079013003
079014006
079012032
079014002
079013030
079028073
079014029
079013031
079014031
079018026
079013027
079013029
079014028
079013028
079016021
079014030
079021046
079012031
079028074
079018012
079017016
079028071
079016022
079028075
079014032
079018046 079021012
079028072
079017048
079021044 079018014
079017014
079018027
079014048
079021014
079013015
079017015
079018045 079021045
079022040
079017047
079022010
079021043
079022012 079018044
079012042
079022041
079018043
079012043
079019004
079013014
079019003
079022042
079018013
079013045
079021013
079019002
079018015 079022039 079022013
079013044
079021015
079014013
079012044
079012029
079012028
079028012
079028013
079028014
079028015
079028016
079028017
079022045
079027040
079027038
079027036
079024033
079027035
079027033
079024043
079027041
079027037
079024035
079027039
079027034
079024040
079024037
079023046
079023042
079023041
079023045
079012019
079027032
079028077
079012018
079028026
079028027
079028028
079028029
079028030
079028031
079027075
079022026
079014014
079014047
079027006
079027065
079027061
079024038
079023048
009001024
079012001 079011024
009001021
079020013
033089026
033089027
079011030
033088011
033088010
033088009
033088008
033088007
033088006
033088005
079012048 079012017
079011031
033090073
033090074
033090075
033091087
033090076
033091086
033090077
079012049
033090078
033090079
033090080
033091084
033091083
033091082
033091081
033091080
033091089
079012016
079012050
009002002
009002003
079009062 079012053 079012051 079011032
036013019
079012052
033092087
079028069
009001018
079025015
CLAUS RD
YOSEMITE BLV
N MC CLURE RD
CREEKWOOD DR
JARENA DR
MELBOURNE DR
WADDELL WY
JULENE DR
CODINGTON WY MECHALYS WY GELF LN
SENTINEL DR
DOTHAN DR
GATESVILLE AVE
LOUISBURG AVE
WILKESBORO AVE
ANSONVILLE LN
LAURENBURG AVE
TROON PL
EFFINGHAM LN
ASHEBORO LN
WILMINGTON WY
YOSEMITE MEADOWS DR
GARNER RD
BAYBORO DR
S MC CLURE RD
ANASTASIA DR
EL PORTAL PL
WESTFALL LN
ELLENBORO AVE
ARDIA AVE
ANNISTON CT
HALLSBORO CT
RECTOR LN
SCHUYLER WY
VANCEBORO CT HIGH POINT CT
MACON CT
SENTINEL CT
SUNBURY CT
Assessment District Diagram
Landscape Maintenance Assessment District No. 2
(Dry Creek Meadows Subdivisions No. 7 - 10)
(Creekwood Meadows Subdivision)
(Yosemite Meadows Units No. 1 & 2)
®
250 0 250 125
Feet Date: 1/6/2025
Document Path: G:\Projects\Maintenance\Aprx\LandscapeMaintenanceNo2\LandscapeMaintenanceNo2\LandscapeMaintenanceNo2.aprx #28..
- 986 -
#28..
- 987 -
#28..
- 988 -
#28..
- 989 -
#28..
- 990 -
#28..
- 991 -
#28..
- 992 -
#28..
- 993 -
#28..
- 994 -
#28..
- 995 -
#28..
- 996 -
#28..
- 997 -
#28..
- 998 -
#28..
- 999 -
#28..
- 1000 -
#28..
- 1001 -
#28..
- 1002 -
#28..
- 1003 -
#28..
- 1004 -
#28..
- 1005 -
#28..
- 1006 -
#28..
- 1007 -
#28..
- 1008 -
#28..
- 1009 -
#28..
- 1010 -
CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
June 24, 2025
Date: May 15, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: Fiscal Year 2025-26 Annual Assessment for Shackelford Landscape and Lighting District
CONTACT: Edgar Garcia, Community Development Manager
[email protected], 209-577-5211
DESCRIPTION:
Hearing to consider approving Fiscal Year 2025-26 Diagram and Annual Assessment and ordering the Levy and Collection of Charges within Shackelford Landscape and Lighting District. (Funding: Shackelford Landscape and Lighting District)
STRATEGIC PLAN ELEMENT:
The recommended action supports the City of Modesto’s 2025-2026 Strategic Plan, Goal D to provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance and sustainability efforts.
BACKGROUND:
The Shackelford Landscape and Lighting District (Shackelford LLD) was formed by Stanislaus County on June 29,1999 in accordance with the Streets and Highways Code Sections 22500 through 22679, more commonly knowns as the Landscape and Lighting Act of 19721 (the Act).
Shackelford LLD provides funding for the maintenance and service of seventy-seven (77) 200- watt high-pressure sodium streetlights located within its boundaries. On April 24, 2012, by Resolution No. 2012-142, Council approved the jurisdictional transfer of Shackelford LLD from Stanislaus County to the City. The City assumed full responsibility of Shackelford LLD on July 1, 2012. The Shackelford LLD uses a formula to calculate the annual assessment each year. A copy of the boundary map is provided as Attachment 2.
Section 226202 et. seq. of the Act requires the legislative body (the City Council) to take the following actions prior to August 10th of each year:
1 Landscape and Lighting Act of 1972
2 Section 22620 et. seq. of the Landscape and Lighting Act of 1972 #29..
- 1011 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Shackelford Landscape and Lighting District
1. Adopt a resolution which generally describes any proposed new improvements or any substantial changes in existing improvements and orders the preparation and filing of the Annual Engineer’s Report. This action was taken by Council on February 25, 2025 by Resolution 2025-63
2. Adopt a resolution approving the Engineer’s Annual Report as submitted or as modified by the City Council. This action was taken by Council on May 06, 2025 by Resolution 2025-139
3. Adopt a resolution of intention to levy and collect assessments within LMAD No. 1 for the fiscal year. This action was taken by Council on May 06, 2025 by Resolution 2025-139
4. Conduct a public hearing.
5. Adopt a resolution confirming the diagram and assessment as originally proposed or as changed by the legislative body.
DISCUSSION:
All costs for Shackleford LLD are paid by the assessments levied on each property within the assessment area.
Expenses include maintenance of and utility bills for seventy-seven (77) streetlights as well as City staff time. It is expected that all expenses for Shackelford LLD will be paid by the assessments levied on properties within Shackelford LLD.
Each year the annual assessment uses a standard formula to calculate its fees: estimated operation and maintenance costs for the current year minus the fund balance from the previous year and estimated property tax revenue for current year plus number of benefitting parcels in the district. For Fiscal Year 2025-26 there will be a decrease in the annual assessment from Fiscal Year 2024-25. There is no current annual escalation factor for the Shackelford LLD, the assessment is calculated based on the standard formula.
The City Clerk gave notice of tonight’s public hearing by publishing the appropriate notice in the Modesto Bee on June 13,2025. All interested people will be afforded an opportunity to be heard during the public hearing. Should there be any protests, whether written or oral, the Council may choose to continue the hearing to a later date, may change any part of the Engineer’s Annual Report to address the concerns of the property owner(s), or may adopt the assessment as proposed.
FISCAL IMPACT:
In Fiscal Year 2024-25, the total assessment levied was $31,153.95 while its projected expenses were $23,860. Any surplus funds are used to carry out continued services during the time between the assessment and when levy funds are received. These funds also serve as reserves to ensure that any delinquent parcels are offset so services are not paused at any time due to lack of funds. Any unused reserve funds remain in the fund for service delivery balance.
Expenses include maintenance of and utility bills for seventy-seven streetlights as well as City staff time. Each year levies are based on the current fiscal year expenses including the #29..
- 1012 -
City Council, June 24, 2025
Fiscal Year 2025-26 Annual Assessment for Shackelford Landscape and Lighting District
estimated expenses for the remaining fiscal year, adding $1.50 Administration Charge to the per parcel assessment amount and multiplying the per assessment amount to arrive at the total assessment amount.
The Stanislaus County Auditor-Controller’s Office, Property Taxes and Assessments Division, collects a $0.20 fee per assessment and per parcel. This fee is directly assessed from Stanislaus County and is assessed in addition to the annual assessment being levied for the Shackelford LLD.
The projected expenses for Fiscal Year 2025-26 are $27,970. The proposed total annual assessment for Fiscal Year 2025-26 is $17,792.20. The excess expenses will come from the fund balance. This assessment has decreased from Fiscal Year 2024-25 (487 parcels at $63.44 per parcel to 487 parcels at $36.53 per parcel) which was $31,153.95.
COMMITTEE RECOMMENDATION:
This item is the approval of the annual levy as directed by the City Council through the approval of the Resolution of Intention on May 6, 2025.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution ordering the levy and collection of such charges as shown within the Engineer’s Annual Report within the City of Modesto Shackelford Landscape and Lighting District for Fiscal Year 2025-26.
Approved by:
Jessica Hill, Director of Community
and Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Shackelford LLD Boundary Map
3. Shackelford LLD 2025-26 Engineer’s Annual Report
#29..
- 1013 -
6/24/2025/CEDD/EGarcia/Item # 1 2025-xxx
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-XX
RESOLUTION ORDERING THE LEVY AND COLLECTION OF SUCH
CHARGES AS SHOWN WITHIN THE ENGINEER’S ANNUAL REPORT
WITHIN THE CITY OF MODESTO SHACKELFORD LANDSCAPE AND
LIGHTING DISTRICT FOR FISCAL YEAR 2025-26
WHEREAS, on May 06, 2025, by Resolution No. 2025-139, Council declared its intent to levy charges or assessment for the purpose of administering the maintenance of seventy-seven 200-watt high pressure sodium streetlights in the Shackelford Landscape and Lighting District under the provisions of California Streets and Highways Code Sections 22500 through 22679, more commonly known as Landscape and Lighting Act of 1972; and
WHEREAS, each year the annual assessment uses a standard formula to calculate its fees: estimated operation and maintenance costs for the current year minus the fund balance from the previous year and estimated property tax revenue for current year plus number of benefitting parcels in the district and $1.50 parcel administrative charge; and WHEREAS, the annual assessment for Fiscal Year 2024-25 is $31,153.95, the levy will decrease to $17,792.20 in Fiscal Year 2025-26, based on the previously mentioned standard formula with variances in projected expenditures covered by the current fund balance; and
WHEREAS, the annual assessment will be $36.53 per parcel for Fiscal Year 2025-26; and
WHEREAS a public hearing was held on June 24, 2025.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto #29..
- 1014 -
6/24/2025/CEDD/EGarcia/Item # 2 2025-xxx
that is hereby orders the levy and collection of such charges as shown within the Engineer’s Annual Report within the City of Modesto Shackelford Landscape and Lighting District for Fiscal Year 2025-26.
BE IT FURTHER RESOLVED that a certified copy of this resolution and attached documentation shall be delivered to the Auditor-Controller of the County of Stanislaus for placement of such charges on the 2025-26 County Tax Roll.
BE IT FURTHER RESOLVED that the diagram of said assessment district, which is attached hereto, and amount of levy thereon is hereby confirmed. #29..
- 1015 -
6/24/2025/CEDD/EGarcia/Item # 3 2025-xxx
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of June, 2025, by Councilmember _____, who moved its adoption, which motion being duly seconded by Councilmember ______, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: _____________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ______________________________
JOSE M. SANCHEZ, City Attorney
#29..
- 1016 -
6/24/2025/CEDD/EGarcia/Item # 4 2025-xxx
#29..
- 1017 -
MAIN ST
PECOS AVE
RIO GRANDE AVE
CROWS LANDING RD
SCHOOL AVE
BOWIE AVE
CROWS LANDING RD
038030045
038039027
038018005
038019034
038019038
038019012
038019018
038018004
038025019
038039002
038032033
038028051
086010050
086010006
086010012
086009007
086009010
038032003
038026047
038032002
038022007
038019013
038039029
086010014
038032039
086009009
038030048
038032040
086010024
038031047
086010018
086009012
086010027
086010026
086010025
086010023
086009001
086010005
086010007
086010013
038035064
038031003
038029034
038029035
086009029
086009008
086009015
086009044
038030003
038031068
038037028
038037075
038031001
086010020
086010010
086010002
086010019
086009026 086010030
086009028
086010001
038037091
086010031
038019008
086010053
038033008
038036027
038035063
086010022
038031002
038033009
038033012
038029076
086009002
086009013
086009014
038028028
038037057
038037090
086009006
086010009
038028027
038036038
038035044
038033011
038035058
038038019
038035015 038035016
038035062
038035049
038035017 038035043
086010015
038029074
038029075
038031042 038031048
086010011
086010032 086009023 038030043 038030044
038018003
038029036
038029024
038029023
038031005
038037011
038035054
038038001
038038005
038038003
038038004
038031021
038038006
038035053
038028022
038038002
038029054
038031051
038029055
038038042
038038007
038031067
038035052
038031022
038037071
038030011
038038041
038035030
038030006
038030007
038030010
038030050
038030013
038030046
038031069
038030047
038030015
038038039
038030016
038038008
038030049
038030017
038030018
038030019
038035051
038035057
038035055
038038038
038037064
038038009
086010021
038038037
038031045
038031046
038035050
038031014
038031015
038031016
038031017
038031018
038031019
038031020
038036041
038031013
038028011
038031012
038028013
038036033
038031008
038031009
038031010
038028004
038028021
038031007
038038036
038031004
038028042
038035011
038038010
038028005
038028006
038028007
038028008
038028009
038028010
038028012
038028015
038028016
038028017
038028018
038028019
038028020
038038035
038037044
038037043
038037042
038037004
038037041
038037005
038037040
038037006
038037039
038037007
038037038
038037008
038037037
038037009
038037036
038037035
038028048
038028040
038028039
038028038
038028037
038028036
038028035
038028034
038028033
038028032
038028031
038028053
038037034
038028052
038037012
038037033
038037013
038037032
038037014
038037089
038037015
038037029
038037016
038031057 038031032
038037017
038031031 038031058
038037018
038031059 038031030
038037063
038031029 038031060
038037062
038037061
038031061 038031028
038037060
038037059
038031062 038031027
038037058
038036004 038036013
038031063 038031026
038037072
038037073
038037074
038037054
038036003
038031025 038031064
038037053
038036014
038037076
038037052
038037077
038031056
038031065 038031024
038037078
038037051
038036002
038037079
038037050
038036015
038037080
038031023 038031066
038037049
038037081
038037082
038037048
038036001
038037083
038037047
038037084
038036016
038037085
038031041 038031049
038037086
038037087
038031050 038031040
038031038
038035018
038031053 038031037
038035012 038035019
038035020
038031036 038031054
038035010 038035021
038035009 038035022
038035008 038035023
038035007 038035024
038035006 038035025
038035047
038035005 038035026
038036020
038035004 038035027
038035003 038035028
038036029
038035002 038035029
038036019 038036030
038035046
038036018 038036031
038036017 038036032
038035045
038035037
038035032
038035035
038035042
038035039
038035041
038035040
038035038
038035033
038035034
038035036
038029044 038029066
038028014
038038034
038031035
038028029
038031055
038038011
038031070
038038033
038035056
056011028
086010008
086009024
038031039
038037019
038036005 038036012
038030005
038036021 038036028
038038032
038029026
038028023
038028024
038028025
038038031
038028026
038029017
038029016
038029015
038029014
038038030 038038012
086009011
038028001
038031006
038036036
038036037
086009031
086009022
086009021
038037010
038031052
038038013
038023033
038028002
038035059
038023034
038038029
038038014
038028003
038037069
038038020
038037068
038037067
038037066
038037065
038037024
038037023
038037022
038037021
038037020
038029013
086009017
038038028
038030033 038030034
086009025
038036006
038036007
038036008
038036009
038036010
038036043
038036042
038036022
038036023
038036024
038036025
038036026
086009016
086010016
086009018
038023026
038030051
038029012
038038015
038032012
038032022
038032010 038032020
038038027
038030052
038038021
038038016
038029038
038029039
038029040
038029041
038029042
038029043
038030023
038029065
038029064
038030024
038029068
038029067
038029063
038029062
038029061
038030025
038029069
038029060
038029047
038029050
038029051
038029070
038029046
038029048
038029049
038029052
038029071
038029059
038030026
038029072
038029058
038029057
038030032
038030031
038030030
038030029
038030028
038030027
038030035
038030036
038030037
038030038
038030039
038030040
038030041
038030042
038029045
038030022
038038026
038029011
038029037 038029073
086009005
038029001
038029002
038029003
038029004
038029005
038029006
038029007
038029008
038029009
038029010
038029033
038029030
038029029
038029028
038029027
038038017
038029025
038038025
038029022
038029021
038029020
038029019
038023009
038029053 038029056
038032004
038038024
038035048
086009027
038038018
038029018
038024017
038033007
038037088
086009019
038033006
038032032
086009043
038032031
038037092
038037093
038032034
038030001
038037001
038033005
038033004
038030002
038018006
038032011 038032021
038033003
038032027
038032037
086009020
086010017
038032028
038032007
038032008
038032006
038032014 038032018 038032024
038032015
038032016
038032009 038032013038032019 038032023
038031033
038025012
038030021
038036039
038037045038037046
056011025
038023003
038038023
038022003
056011026
038036040
038036035
038038022
056011027
038036034
038030004
038031034
038022002
038032036
038022015
038023004
086009030
038022001
038019017
038025015
TID LATERAL NO 1
HWY 99
MAIN ST
E HATCH RD
ALAMO AVE
S 7TH ST
PECOS AVE
CROWS LANDING RD
EL PASO AVE
SANTA FE AVE
BOULDER AVE
RIO GRANDE AVE
BOWIE AVE
PUEBLO AVE
SCHOOL AVE
BAROZZI AVE
ZEFF RD
BROADWAY AVE
S 9TH ST
JIM WY
N HWY 99 (ON RAMP)
CROCKETT AVE
N HWY 99 (OFF RAMP)
JANOPAUL AVE
RITA CT
LITA CT
HWY 99
Assessment District Diagram
Shackelford Landscape and Lighting District
®
250 0 250 125
Feet
Date: 1/6/2025
Document Path: G:\Projects\Maintenance\Aprx\LandscapeMaintenanceShackelford\ShackelfordMaintenance.aprx #29..
- 1018 -
#29..
- 1019 -
#29..
- 1020 -
#29..
- 1021 -
#29..
- 1022 -
#29..
- 1023 -
#29..
- 1024 -
#29..
- 1025 -
#29..
- 1026 -
#29..
- 1027 -
#29..
- 1028 -
#29..
- 1029 -
#29..
- 1030 -
#29..
- 1031 -
#29..
- 1032 -
#29..
- 1033 -
#29..
- 1034 -
#29..
- 1035 -
#29..
- 1036 -
CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
June 24, 2025
Date: May 14, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: 2025-2030 Consolidated Plan, Program Year 2025-2026 Annual Action Plan, Citizen Participation Plan
CONTACT: Edgar Garcia, Community Development Manager
[email protected], (209) 571-5101
DESCRIPTION:
Hearing to consider approving the 2025-2030 Consolidated Plan, accepting HUD program funds awarded through the Program Year 2025-2026 Annual Action Plan and approving the Citizens Participation Plan as required by the U.S. Department of Housing and Urban Development Department (HUD). (Funding Source: Community Development Block Grant, HOME Investment Partnerships, and Emergency Solutions Grant Funds)
STRATEGIC PLAN ELEMENT:
This item supports the City of Modesto’s 2025-2026 Strategic Plan Quality of Life Goal C:
Develop a Homelessness and Housing Plan.
BACKGROUND:
The City of Modesto is an entitlement grantee under the U.S. Department of Housing and Urban Development (HUD) Office of Community Planning and Development (CPD) which allocates the following program funds to the City of Modesto through a formula-based allocation: Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG).
HUD requires entitlement grantees adopt a comprehensive, long‐term plan known as the Five‐Year Consolidated Plan for the use of HUD funds allocated to the City. The Consolidated Plan analyzes the City’s housing and community development needs, with a priority focus on low and moderate-income individuals, households, and neighborhoods, and describes five-year strategies for meeting those needs. HUD funds must be used to revitalize low-income neighborhoods and to assist disadvantaged populations by providing adequate public facilities and services, generating affordable housing opportunities, and implementing effective strategies to reduce homelessness.
#30..
- 1037 -
City Council, June 24, 2025
2025-2030 Consolidated Plan, Fiscal Year 2025-2026 Annual Action Plan, Citizen Participation Plan
As part of the consolidated planning process, HUD requires entitlement grantees to adopt an Annual Action Plan (AAP) for every fiscal year within the five-year Consolidated Plan period.
This document describes how funds will be used in a particular fiscal year to address the needs and priorities established through the Consolidated Plan. As designated by HUD, the first fiscal year’s Annual Action Plan is developed as part of the five-year Consolidated Plan document; every fiscal year thereafter, the Annual Action Plan is developed as a stand-alone document.
Under HUD’s Code of Federal Regulations for the Consolidated Plan (24 CFR Part 91 Sec.91.105), the City must adopt a Citizen Participation Plan that sets forth the City’s policies and procedures for citizen participation in the planning, execution, and evaluation of the Consolidated Plan, Annual Action Plan, and Consolidated Annual Performance Evaluation Report (CAPER). The Citizen Participation Plan (CPP) is to establish the standards to promote citizen participation in the development of the above-mentioned plans and related documents.
Grantees report the results of their citizen participation and consultation efforts in their five-year Consolidated Plans and Annual Action Plans. HUD encourages entitlement grantees to update its CPP every five years in alignment with the Consolidated Plan update.
The City coordinates efforts to provide a balanced approach to community needs using our available resources and qualifies as a CDBG entitlement community based and is awarded from HUD based on the entitlement formula utilizes population information, poverty, and overcrowded housing data to establish funding allocations.
DISCUSSION:
The City must prepare and submit a new Consolidated Plan for the next five fiscal years which by regulation is typically due to HUD 45 days prior to the beginning of the fiscal year (May 17, 2025). With the delay of the Federal Budget, HUD issued Notice 25-02 that allows Modesto to submit the Consolidated Plan 60-days after the receipt of the award which the City received on May 14, 2025. This means that the City must return this document for HUD approval no later than July 13, 2025.
On April 13, 2024, by Resolution No. 2024-281, the City partnered with LeSar Development Consultants to assist with the preparation of the Consolidated Plan by analyzing key data requirements, seeking local stakeholder feedback, and analyzing the City’s outreach to the community which helped provide the recommended priorities for the community. The City conducted a robust citizen participation marketing process consisting of multiple posts on social media, newspaper publications, notification on the Stanislaus County Continuum of Care (CoC) and other local special interest group list servs, distribution of marketing materials to targeted neighborhood groups, online surveys, and in-person presentations and announcements to active neighborhood collaborative groups.
In addition, the City held seven (7) public community meetings, with at least one (1) meeting being in each Council district. Each community meeting was held at a public space and Spanish translation was made available. These meetings consisted of a Consolidated Plan overview and community feedback regarding needs, priorities within the community, that may be addressed through HUD-funded programs.
The City facilitated several stakeholder meetings gathering input from the Continuum of Care (CoC) as well as the Stanislaus Homeless Alliance (SHA). These meetings consisted of a #30..
- 1038 -
City Council, June 24, 2025
2025-2030 Consolidated Plan, Fiscal Year 2025-2026 Annual Action Plan, Citizen Participation Plan
Consolidated Plan overview and then also set aside time to discuss needs in the service delivery system, potential gaps, and strategies to address the goal of ending homelessness.
Targeted outreach was conducted to organizations that are involved in housing, service delivery, organizations addressing special needs, infrastructure, and public works. This targeted outreach resulted in email and phone communication gathering input on needs and priorities within the respective organization.
Lastly, a community survey was made available, asking for input on priorities within the community. The survey was designed specifically for Consolidated Plan input and reflects the needs of the community from the citizens’ perspective. A total of 545 responses were received from the public.
The following is a list of the community meetings that were held:
Date Time Council
District
Location Address
February 26th, 2025 5:00 PM District 2 West Modesto King Kennedy Center
601 South Martin
Luther King Drive
Modesto, Ca 95351
February 27, 2025 5:30 PM District 1 Stanislaus Regional Housing Authority
1612 Sisk Road,
Modesto, 95350
February 28, 2025 2:00 PM District 4 Modesto Gospel
Mission
1400 Yosemite Blvd.
Modesto 95354
March 3, 2025 3:00 PM District 2 Airport Neighborhood
Collaborative
801 Empire Ave
Modesto, 95358
March 5, 2025 5:00 PM District 6 James C. Enochs
High School – Library
Main Floor
3201 Sylvan Ave
Modesto, CA 95355
March 6, 2025 5:00 PM District 3 Archway Commons 1101 Carver Rd Modesto, 95350
March 7, 2025 3:00 PM District 5 Veterans Center 3500 Coffee Rd, Suite 114/115
Modesto, 95355
May 8, 2025 1:00 PM Citywide Citizen Housing and
Community
Development
Committee
1010 10th Street
Suite 2001
Modesto, 95354
May 15, 2025 2:30 PM Citywide Stanislaus
Community System
of Care (CoC)
Harvest Hall Rooms
A, B & C at the Ag
Center
3800 Cornucopia
Way, Modesto, 95358
June 11, 2025 5:30 PM Citywide Stanislaus Homeless
Alliance
1010 10th Street
Basement Council
Chambers Modesto
95354
June 4, 2025 12:15 PM District 2 West Modesto West Modesto King #30..
- 1039 -
City Council, June 24, 2025
2025-2030 Consolidated Plan, Fiscal Year 2025-2026 Annual Action Plan, Citizen Participation Plan
Collaborative Kennedy Center
601 South Martin
Luther King Drive
Modesto 95351
June 6, 2025 12:15 PM District 2 West Modesto
Collaborative
West Modesto King
Kennedy Center
601 South Martin
Luther King Drive
Modesto 95351
The Consolidated Plan’s Needs Assessment, Market Analysis, and the Community Engagement process served to inform the prioritization of projects outlined in the 2025-2026 Annual Action Plan as well as the goals and priority needs that will guide the City’s use of HUD funds over the next five (5) years. According to the proposed Consolidated Plan, the primary areas that the City should address with HUD funds are:
Increase Supply of Affordable Housing
Addressing and Preventing homelessness
Enhance Infrastructure and Public Facilities
Working toward ending homelessness
Increase access to Jobs, Education, and Other Services It is important to note that the Consolidated Plan complements the City’s Vision, Mission, Goals and Strategies document known as the City’s 2025 Strategic Plan adopted by the City Council on June 3, 2025.
Program Year 2025-2026 Annual Action Plan
The Program Year (PY) 2025-2026 Annual Action Plan (AAP) represents the first year of the City’s 2025-2030 Consolidated Plan. The PY 2025-2026 AAP identifies the expected resources to be available, and projects to be undertaken, to address community priority needs as identified in the 2025-2030 Consolidated Plan. Full document included in Attachment 3.
Program Allocations
The following is a breakdown of HUD Program Year 2025-2026 grant allocations:
CDBG: $ 1,898,921
ESG: $ 157,694
HOME: $ 800,216
TOTAL $ 2,856,831
Community Development Block Grant (CDBG)
CDBG funds support a range of eligible projects to benefit low- and moderate-income individuals, families, and neighborhoods. CDBG eligible project categories include, but are not limited to public services, affordable housing, acquisition of real property, construction and improvements of public facilities, special economic development activities, and program administration in support of the implementation the eligible activities and Annual Action Plan development process.
#30..
- 1040 -
City Council, June 24, 2025
2025-2030 Consolidated Plan, Fiscal Year 2025-2026 Annual Action Plan, Citizen Participation Plan
CDBG funds must be allocated to eligible activities within the allowable project categories to support the goals and objectives identified within the Consolidated Plan to address community needs. The following CDBG project categories have been proposed in the AAP:
CDBG Project Categories
Program Planning and Administration: Program funds will pay for eligible planning and administration expenses incurred in the development and implementation of funded projects.
Housing Rehabilitation Administration Activity Delivery: Activity delivery costs for the delivery and implementation of the City’s Housing Rehabilitation Program. Economic Development: Eligible economic development activities including but not limited to small business loans for job creation/retention and/or microenterprise assistance.
Public Facilities: Support public facilities projects in low/moderate income neighborhoods including the following projects:
o Martin Luther King Jr. Splash Pad – Design and Development funding to match for the renovations to the Martin Luther King Jr. Park. Affordable Housing – Acquisition, Rehabilitation: Acquisition and/or rehabilitation of properties for conversion into affordable housing units. Projects may include:
o Acquisition and Rehabilitation of new affordable housing units Housing Rehabilitation: Provide assistance to eligible homeowners for health and safety related home repairs.
Public Services: Support local non-profit service providers by providing CDBG grants for the delivery of essential public services to low/moderate income individuals and families.
Revolving Loan Fund Activities
Affordable Housing – Owner Occupied Housing Rehabilitation. This program assists lowincome owner-occupied households with health and safety repairs in the form of loans and grants.
Public Services
Up to fifteen percent (15%) of the overall CDBG allocation may be used to fund CDBG public service grants awarded to eligible organizations that serve low- and moderateincome residents. For program year 2025-2026, the City is estimated to award $280,000 for public service activities including the City’s activity delivery costs, to eligible non-profit organizations. These are awarded through a competitive application process and will be awarded when we receive the allocation from HUD. #30..
- 1041 -
City Council, June 24, 2025
2025-2030 Consolidated Plan, Fiscal Year 2025-2026 Annual Action Plan, Citizen Participation Plan
Emergency Solutions Grant (ESG)
ESG projects can support essential services to homeless individuals and families through street outreach, rapid re-housing assistance, homeless prevention, homeless management information system support, and operation of emergency shelters. The City competitively awards ESG grants to eligible organizations that aid individuals and families experiencing homelessness and those at risk of experiencing homelessness. For program year 2025-2026, the City was awarded $157,694, and the program expenditures include ESG eligible activities and the City’s activity delivery costs.
HOME Investment Partnerships Program (HOME)
The HOME program supports projects that purchase, construct, and/or rehabilitate affordable housing to low-income individuals. The HOME program provides funding for the following types of projects:
Program Planning and Administration
7
th Street Village – Development of a 79-unit rental housing mixed-use building in Downtown.
Jenny’s Place – 710 N 9th Street – 53 Permanent Supportive Housing Units Other Potential Projects could include:
o Affordable Housing – Rehabilitation and Construction
o City Owned Properties
o Community Housing Development Organization Set-Aside
o Community Housing Development Organization Set Operating Support Citizen Participation Plan
The Citizen Participation Plan outlines the outreach and participation by low- and moderateincome persons, particularly those living in blighted areas, in areas where HUD funds are proposed to be used and by residents of predominantly low- and moderate-income neighborhoods. The City encourages participation in all stages of the Consolidated Planning process by all residents, including minorities and non-English speaking persons, as well as persons with mobility, visual, or hearing impairments, and residents of assisted housing developments and recipients of tenant-based assistance. City staff recommends a change to Section 6.3.1 which provides clarity to the requirement of the City to conduct a public hearing when plan changes meet the definition of a substantial amendment Section 6.3.1 defines a “substantial change” to an Annual Action Plan is defined as any new project not previously identified in the Annual Action Plan with an appropriation exceeding 25% of the total anticipated resources outlined in the approved Annual Action Plan.
In compliance with HUD’s Citizen Participation requirements, the City has updated its Citizen Participation Plan and is included for public review as Attachment 4. The draft documents are posted for a 30-day public comment period in the Modesto Bee and the documents are available on the City’s website1 and community notifications are sent through the Community Development, Community System of Care, and Stanislaus Homeless Alliance e-mail listservs. 1 Housing & Urban Development | Modesto, CA
#30..
- 1042 -
City Council, June 24, 2025
2025-2030 Consolidated Plan, Fiscal Year 2025-2026 Annual Action Plan, Citizen Participation Plan
FISCAL IMPACT:
The U.S. Department of Housing and Urban Development Department HUD requires all recipients that receive entitlement funding to prepare and submit a 5-Year Consolidated Plan, and an Annual Action Plan. Failure to comply could jeopardize the funds the City receives each year from the Community Development Block Grant program, the Home Investment Partnerships program, and the Emergency Solutions Grant program. In Program Year 2025- 2026, the City will receive $2,856,831 from the three federal programs. There is no impact to the General Fund.
COMMITTEE RECOMMENDATION:
This item was presented to the Citizen’s Housing and Community Development Committee on May 8, 2025, and was recommended to forward to City Council for approval.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution approving the 2025-2030 Consolidated Plan, accepting HUD program funds awarded through the Program Year 2025-2026 Annual Action Plan as required by the U.S.
Department of Housing and Urban Development Department (HUD) and authorizing the City Manager, or his designee, to negotiate and execute any related program agreements, contracts, or other documentation required for implementation of the 2025-2030 Consolidated Plan and Program Year 2025-2026 Annual Action Plan and authorization to submit applicable documentation and provide technical alterations, as required by HUD, incorporate comments received prior to the close of the public comment period, and to make the necessary steps to implement the provision of this Resolution.
Resolution amending the Section 1 Policy – Citizen Participation Plan for HUD Programs of the Housing and Urban Development Policies and Procedures Manual as required by the U.S.
Department of Housing and Urban Development Department (HUD).
Approved by:
Jessica Hill, Director of Community and
Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution – Consolidated Plan/AAP
2. Resolution – Citizen Participation Plan
3. Draft 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan
4. Draft Citizen Participation Plan
#30..
- 1043 -
06/24/2025/CED/EGarcia/Item X 1 2025-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-
RESOLUTION APPROVING THE 2025-2030 CONSOLIDATED PLAN,
ACCEPTING HUD PROGRAM FUNDS AWARDED THROUGH THE
PROGRAM YEAR 2025-2026 ANNUAL ACTION PLAN AS REQUIRED BY THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
DEPARTMENT (HUD) AND AUTHORIZING THE CITY MANAGER, OR HIS
DESIGNEE, TO NEGOTIATE AND EXECUTE ANY RELATED PROGRAM
AGREEMENTS, CONTRACTS OR OTHER DOCUMENTATION REQUIRED
FOR THE IMPLEMENTATION OF THE 2025-2030 CONSOLIDATED PLAN AND PROGRAM YEAR 2025-2026 ANNUAL ACTION PLAN AND
AUTHORIZATION TO SUBMIT APPLICABLE DOCUMENTATION AND
PROVIDE TECHNICAL ALTERATIONS, AS REQUIRED BY HUD,
INCORPORATE COMMENTS RECEIVED PRIOR TO THE CLOSE OF
PUBLIC COMMENT PERIOD, AND TO MAKE THE NECESSARY STEPS TO
IMPLEMENT THE PROVISION OF THIS RESOLUTION
WHEREAS, the City of Modesto is an entitlement grantee under the U.S.
Department of Housing and Urban Development (HUD) Office of Community Planning and Development (CPD) which allocates the following program funds to the City of Modesto through a formula based allocation: Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG); and
WHEREAS, as an entitlement community, HUD requires entitlement grantees adopt a comprehensive, long‐term plan known as the Five‐Year Consolidated Plan for the use of HUD funds allocated to the City; and
WHEREAS, the Consolidated Plan, analyzes the City’s housing and community development needs, with a priority focus on low and moderate-income individuals, households, and neighborhoods, and describes five-year strategies for meeting those needs; and
#30..
- 1044 -
06/24/2025/CED/EGarcia/Item X 2 2025-XX
WHEREAS, HUD funds must be used to revitalize low-income neighborhoods and to assist disadvantaged populations by providing adequate public facilities and services, generating affordable housing opportunities, and implementing effective strategies to reduce homelessness; and
WHEREAS, as part of the consolidated planning process, HUD requires entitlement grantees to adopt an Annual Action Plan (AAP) for every fiscal year within the five-year Consolidated Plan period; and
WHEREAS, this document describes the how funds will be used in a particular fiscal year to address the needs and priorities established through the Consolidated Plan and as designated by HUD, the first fiscal year’s Annual Action Plan is developed as part of the five-year Consolidated Plan document; every fiscal year thereafter, the Annual Action Plan is developed as a stand-alone document; and WHEREAS, the City coordinates efforts to provide a balanced approach to community needs using our available resources and qualifies as a CDBG entitlement community based and is awarded from HUD based on the entitlement formula utilizes population information, poverty, and overcrowded housing data to establish funding allocations; and
WHEREAS, the City conducted a robust citizen participation marketing process consisting of multiple posts on social media, newspaper publications, notification on the Stanislaus County Continuum of Care (CoC) and other local special interest group list servs, distribution of marketing materials to targeted neighborhood groups, online surveys, and in person presentations and announcements to active neighborhood collaborative groups; and
#30..
- 1045 -
06/24/2025/CED/EGarcia/Item X 3 2025-XX
WHEREAS, on April 13, 2024, by Resolution No. 2024-281, the City partnered with LeSar Development Consultants to assist with the preparation of the Consolidated Plan by analyzing key data requirements, seek local stakeholder feedback, and analyze the City’s outreach to the community this helped provide the recommended priorities for the community; and
WHEREAS, the City held seven (7) public community meetings, with at least one (1) meeting being in each Council district and held in a public space where Spanish translation was made available; and
WHEREAS, the meetings consisted of a Consolidated Plan overview and community feedback regarding needs, priorities within the community, that may be addressed through HUD-funded programs; and
WHEREAS, the City facilitated several stakeholder meetings gathering input from the Continuum of Care (CoC) as well as the Stanislaus Homeless Alliance (SHA); and
WHEREAS, these meetings consisted of a Consolidated Plan overview and then also set aside time to discuss needs in the service delivery system, potential gaps, and strategies to address the goal of ending homelessness; and WHEREAS, targeted outreach was conducted to organizations that are involved in housing, service delivery, organizations addressing special needs, infrastructure, and public works; and
WHEREAS, this targeted outreach resulted in email and phone communication gathering input on needs and priorities within the respective organization; and #30..
- 1046 -
06/24/2025/CED/EGarcia/Item X 4 2025-XX
WHEREAS, a community survey was made available, asking for input on priorities within the community, the survey was designed specifically for Consolidated Plan input and reflects the needs of the community from the citizens’ perspective and a total of approximately 545 responses were received from the public; and WHEREAS, the Consolidated Plan’s Needs Assessment, Market Analysis, and the community engagement process served to inform the prioritization of projects outlined in the 2025-2026 Annual Action Plan as well as the goals and priority needs that will guide the City’s use of HUD funds over the next five (5) years; and WHEREAS, according to the proposed Consolidated Plan, the primary areas that the City will address with HUD funds are the increase supply of affordable housing, addressing and preventing homelessness, enhancing infrastructure and public facilities, working toward ending homelessness, and increase access to jobs, education, and other services; and
WHEREAS, it is important to note that the Consolidated Plan complements the City’s Vision, Mission, Goals and Strategies document known as the City’s 2025-2026 Strategic Plan adopted by City Council on June 3, 2025; and WHEREAS, the Program Year (PY) 2025-2026 Annual Action Plan (AAP) represents the first year of the City’s 2025-2030 Consolidated Plan and identifies the expected resources to be available and projects to be undertaken, to address the community priority needs as identified in the 2025-2030 Consolidated Plan; and WHEREAS, the PY 2025-2026 allocations are $1,898,921 in Community Development Block Grant (CDBG), $157,694 in Emergency Solutions Grant (ESG), and $800,216 in HOME investment partnership (HOME) funds; and #30..
- 1047 -
06/24/2025/CED/EGarcia/Item X 5 2025-XX
WHEREAS, CDBG funds support a range of eligible activities to benefit low and moderate-income individuals, families, and neighborhoods; these eligible activities include, but are not limited to public services, affordable housing, housing rehabilitation, property acquisition, acquisition or rehabilitation of public facilities, special economic development activities, and program administration in support of the implementation eligible activities; and
WHEREAS, CDBG funds must be allocated to eligible activities to support the goals and objectives identified within the Consolidated Plan to address community needs; and
WHEREAS, the CDBG projects proposed in the AAP are Program Planning and Administration, Housing Rehabilitation Administration Activity Delivery, Economic Development, Public Facilities, Affordable Housing – Acquisition, Rehabilitation, homelessness, Public Services, Affordable Housing – Owner Occupied Rehab; and WHEREAS, up to 15% of the City’s CDBG annual allocation may be used for public service activities; and
WHEREAS, ESG funds supports essential services to homeless individuals and families through street outreach and engagement, rapid re-housing assistance, homeless prevention, and provision of vital services in emergency shelters and the City competitively awards ESG grants to eligible organizations that aid individuals and families experiencing homelessness and those at risk of experiencing homelessness; and WHEREAS, HOME funds supports projects that purchase, construct, and/or rehabilitate affordable housing for rent or homeownership to low-income individuals; and #30..
- 1048 -
06/24/2025/CED/EGarcia/Item X 6 2025-XX
WHEREAS, CDBG, ESG, and HOME funds must be allocated to eligible activities to support the goals and objectives identified within the Consolidated Plan to address community needs; and
WHEREAS, the draft documents are posted for a 30-day public comment period in the Modesto Bee and the documents are available on the City’s website and community notifications are sent through the Community Development, Community System of Care, and Stanislaus Homeless Alliance e-mail listservs.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves the 2025-2030 Consolidated Plan and accepts HUD program funds awarded through the Program Year 2025-2026 Annual Action Plan as required by the U.S. Department of Housing and Urban Development Department (HUD).
BE IT FURTHER RESOLVED, the City Manager, or his designee, to negotiate and execute any related program agreements, contracts, or other documentation required for implementation of the 2025-2030 Consolidated Plan and Program Year 2025-2026 Annual Action Plan and authorizes the submission of applicable documentation and technical alterations, as required by HUD, incorporate comments received prior to the close of the public comment period, and to take the necessary steps to implement the provisions of this resolution.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of June, 2025 by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers: ?
#30..
- 1049 -
06/24/2025/CED/EGarcia/Item X 7 2025-XX
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST: ____________________________
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
#30..
- 1050 -
06/24/2025/CED/EGarcia/Item X 1 2025-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-
RESOLUTION AMENDING SECTION 1 POLICY – CITIZEN PARTICIPATION
PLAN FOR HUD PROGRAMS OF THE HOUSING AND URBAN
DEVELOPMENT POLICIES AND PROCEDURES MANUAL AS REQUIRED BY THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
DEPARTMENT (HUD)
WHEREAS, the City is an entitlement grantee under the U.S. Department of Housing and Urban Development (HUD) Office of Community Planning and Development (CPD) which allocates the following program funds to the City through a formula based allocation Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG); and WHEREAS, on October 2016, by Resolution No. 2016-425, Council adopted Housing & Urban Development Policies & Procedures Manual (HUD Manual); this document consolidated all HUD-related Policies & Procedures into one document; and WHEREAS, the HUD Manual was updated on September 8, 2020, and Amended on June 1, 2021, through Resolution No. 2021-195; and subsequently amended on November 14, 2023; and
WHEREAS, under HUD’s Code of Federal Regulations for the Consolidated Plan (24 CFR Part 91 Sec.91.105), the City must adopt a Citizen Participation Plan that sets forth the City’s policies and procedures for citizen participation in the planning, execution, and evaluation of the Consolidated Plan, Annual Action Plan, and Consolidated Annual Performance Evaluation Report (CAPER); and WHEREAS, the Citizen Participation Plan (CPP) is to establish the standards to promote citizen participation in the development of the above-mentioned plans and #30..
- 1051 -
06/24/2025/CED/EGarcia/Item X 2 2025-XX
related documents; grantees report the results of their citizen participation and consultation efforts in their five-year Consolidated Plans and Annual Action Plans; and WHEREAS, HUD encourages entitlement grantees to update its CPP every five years in alignment with the Consolidated Plan update; and WHEREAS, the Citizen Participation Plan outlines the outreach and participation by low- and moderate-income persons, particularly those living in blighted areas, in areas where HUD funds are proposed to be used and by residents of predominantly low- and moderate-income neighborhoods and encourages participation in all stages of the Consolidated Planning process by all residents, including minorities and non-English speaking persons, as well as persons with mobility, visual, or hearing impairments, and residents of assisted housing developments and recipients of tenant-based assistance; and WHEREAS, in compliance with the HUD’s Citizen Participation Plan requirements, The City has updated its Citizen Participation Plan and is included for public review; and
WHEREAS, City staff recommends a change to Section 6.3.1 which provides clarity to requirement of the City to conduct a public hearing when plan changes meet the definition of a substantial amendment Section 6.3.1 defines a “substantial change” to an Annual Action Plan is defined as any new project not previously identified in the Annual Action Plan with an appropriation exceeding 25% of the total anticipated resources outlined in the approved Annual Action Plan; and
WHEREAS, draft documents will be published in the Modesto Bee for public review and are posted for a 30-day public comment period in the Modesto Bee and made available on the City’s website and community notifications are sent through the #30..
- 1052 -
06/24/2025/CED/EGarcia/Item X 3 2025-XX
Community Development, Community System of Care, and Stanislaus Homeless Alliance e-mail listservs.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby amending to the Section 1 Policy – “Citizen Participation Plan” of the Housing and Urban Development Policies and Procedures manual as required by the U.S.
Department of Housing and Urban Development Department (HUD).
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of June, 2025 by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST: ____________________________
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
#30..
- 1053 -
Consolidated Plan
Fiscal Years 2025-2030
AND
Annual Action Plan
Fiscal Year 2025-2026
Prepared by:
Community and Economic Development Department
LeSar Development Consultants
#30..
- 1054 -
Modesto 2025–2030 Consolidated Plan
Contents
Executive Summary....................................................................................................................................... 1 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)......................................................................... 1 The Process................................................................................................................................................... 7 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)............................................................................. 7 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I).............................. 9 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) .................................................14 Needs Assessment......................................................................................................................................15 NA-05 Overview......................................................................................................................................15 NA-10 Housing Needs Assessment - 24 CFR 91.205...............................................................................17 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)............................30 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)..................................33 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) .....................................................35 NA-35 Public Housing – 91.205(b) ..........................................................................................................36 NA-40 Homeless Needs Assessment – 91.205(c)....................................................................................43 NA-50 Non-Housing Community Development Needs – 91.215 (f) .......................................................50 Housing Market Analysis.............................................................................................................................53 MA-05 Overview .....................................................................................................................................53 MA-50 Needs and Market Analysis Discussion.......................................................................................92 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2).......................................................................................................................95 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)...........................................................................96 Strategic Plan ..............................................................................................................................................99 SP-05 Overview.......................................................................................................................................99 SP-10 Geographic Priorities – 91.215 (a)(1)............................................................................................99 SP-25 Priority Needs - 91.215(a)(2).......................................................................................................100 #30..
- 1055 -
Modesto 2025–2030 Consolidated Plan
SP-30 Influence of Market Conditions – 91.215 (b)..............................................................................107 SP-55 Barriers to affordable housing – 91.215(h).................................................................................127 SP-60 Homelessness Strategy – 91.215(d)............................................................................................131 SP-65 Lead based paint Hazards – 91.215(i).........................................................................................137 SP-70 Anti-Poverty Strategy – 91.215(j) ...............................................................................................139 SP-80 Monitoring – 91.230 ...................................................................................................................141 Annual Action Plan....................................................................................................................................142 AP-15 Expected Resources – 91.220(c)(1,2) .........................................................................................142 AP-35 Projects – 91.220(d) ...................................................................................................................150 AP-50 Geographic Distribution – 91.220(f)...........................................................................................157 AP-55 Affordable Housing – 91.220(g) ................................................................................................. 157 Discussion..............................................................................................................................................158 AP-60 Public Housing – 91.220(h).......................................................................................................159 AP-75 Barriers to affordable housing – 91.220(j) .................................................................................172 AP-85 Other Actions – 91.220(k) ..........................................................................................................175 APPENDIX A:..............................................................................................................................................187 PUBLIC ENGAGEMENT MEETING SUMMARIES & SURVEY RESULTS.........................................................187 Appendix B – Low to Moderate Income Population and Regional Housing Needs Allocation Sites........227 Appendix C – Overpayment by Renters and Owners ...............................................................................228 Appendix C – Overpayment by Renters and Owners ...............................................................................229 Appendix D – Racial/Ethnic Concentrated Areas of Poverty ....................................................................230 Appendix E – Site Inventory and California Tax Credit Allocation Committee Composite Score By Tract ..................................................................................................................................................................231 Appendix F – City of Modesto Land Use Diagram.....................................................................................232 Appendix G – Households with Overcrowding .........................................................................................233 Appendix H – Households with Substandard Housing..............................................................................234 Appendix I – Households with Severe Cost Burden..................................................................................235 Appendix J – Racial and Ethnic Majority ...................................................................................................236 #30..
- 1056 -
Modesto 2025–2030 Consolidated Plan
Appendix K – Tax Credit Allocation Committee Score..............................................................................237 Appendix L – Broadband Coverage (2021) ...............................................................................................238 Appendix M – Social Vulnerability Index ..................................................................................................239 Appendix N – Flood Hazard Map (2014)...................................................................................................240 #30..
- 1057 -
Modesto 2025–2030 Consolidated Plan 1
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Modesto is an “entitlement grantee” under the U.S. Department of Housing and Urban Development (HUD) Office of Community Planning and Development (CPD) programs. HUD requires entitlement grantees adopt a comprehensive, long‐term plan for the use of its HUD funds known as the Five‐Year “Consolidated Plan” (Consolidated Plan) which analyzes the City’s housing and community development needs, with a priority focus on low‐ and moderate‐ income individuals, households, and neighborhoods, and describes long‐term strategies for meeting those needs.
The Consolidated Plan is required by HUD for continued participation in HUD’s CPD programs including Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) funds. The overall goal of these CPD programs is to develop viable urban communities by promoting integrated approaches that provide decent housing, suitable living environments, and expanding economic opportunities for low- and moderate-income persons.
The Consolidated Plan serves as:
• A planning document, built through a participatory process, for the City of Modesto (City); • An application for federal funds under HUD's grants programs; • A strategy to implement HUD's programs; and,
• A method to allocate funds to specific projects and activities for the first fiscal year of the Consolidated Plan.
This Consolidated Plan will cover fiscal years 2025 to 2030. It is important to note that in the case of Modesto, the fiscal year begins July 1st and ends on June 30th. Therefore, this Consolidated Plan will be in effect from July 1, 2025, to June 30, 2030, cover five (5) full fiscal years. Within this document, when referencing the length of projects, goals, or funding, these refer to fiscal years.
The City includes allocations and strategies in this Consolidated Plan with the information available during the development of this document. However, if HUD’s direction shifts from what is outlined in this Plan, an amendment to this Consolidated Plan and/or Action Plan may need to be conducted.
The City of Modesto’s Strategic Plan (2020-2025) was adopted by City Council on August 14, 2019, and includes ten (10) goals within three (3) target areas. The target areas are Quality of life, Economic Vitality, and Governance and Service delivery. The strategies outlined in this Consolidated Plan and Annual Action Plan align with the strategies and goals articulated in the City’s Strategic Plan. For full view of the City’s Strategic Plan document, please see: https://modestogov.com/ArchiveCenter/ViewFile/Item/3100. City council is actively developing the strategic plan priorities for the future of Modesto.
The City has identified several areas where funds will be focused. Not all areas highlighted here will receive the same level of funding. The Needs Assessment, Market Analysis, and the community engagement #30..
- 1058 -
Modesto 2025–2030 Consolidated Plan 2
process served to inform the prioritization of projects outlined in the 2025 Annual Action Plan as well as the goals and priority needs that will guide the City’s use of HUD funds over the next five (5) years.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview The greatest housing and community development needs in Modesto identified through the Consolidated Plan research include:
• Affordable rental and ownership housing for the 29,065 Modesto households that earn less than 80% AMI, especially for those households at 30% to 50% cost burden. • Mobility units in the public housing stock.
• Shelter and supportive housing programs for households without children, who make up 85% of the unsheltered homeless population in Modesto.
• Services and affordable housing for Modesto residents aged 65 or older. • Supportive housing options for Modesto residents experiencing ambulatory difficulty and independent living difficulty, as well as cognitive difficulty. • Childcare centers, medical/dental centers, and food banks. • Improved recreational facilities.
• Improvements to roads, sidewalks, parks, trails, and bus stops to improve the usability and accessibility of public spaces.
The five-year goals established to address housing and community development needs in Modesto are:
• Increase Supply of Affordable Housing
• Address and Prevent Homelessness
• Enhance Infrastructure and Public Facilities
• Increase Access to Jobs, Education, and Other Services • Administration for CDBG, ESG, and HOME programs
The objectives and outcomes outlined in this Consolidated Plan reflect the priorities identified through the needs assessment and align with the city’s duty to Affirmatively Further Fair Housing (AFFH) as outlined in the City’s Housing Element 2023-2031. By addressing the critical housing and community development described above, the plan promotes equitable access to housing opportunities, reduces disparities in housing choice, and fosters inclusive neighborhoods free from discrimination. These efforts support the city's commitment to ensuring fair housing for all residents are integral to creating a more equitable and sustainable community.
3. Evaluation of past performance
The Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and the HOME Investment Partnership (HOME) provided operating funds for many local programs, that invested in identified Strategic Plan and Annual Action Plan to carry out programs and activities. The City continues to take an active role in the production and development of affordable housing, addressing the social and #30..
- 1059 -
Modesto 2025–2030 Consolidated Plan 3
economic needs of low- and moderate-income individuals, and the special needs populations within the City.
Housing programs funded through the CDBG, ESG and HOME Programs assisted in stabilizing neighborhoods by providing affordable housing rehabilitation and enforcing City building codes that are designed to assure the community’s housing stock is safe and sanitary. CDBG and ESG funded public service programs strive to alleviate gaps in human service needs throughout the City by offering various programs such as emergency rental assistance and homeless case management. In light of continuing decreases in funds and increased construction costs, staff and subrecipients continue to explore creative strategies to provide decent affordable housing, create economic development opportunities, and ensure suitable living environments.
Onsite monitoring of CDBG, ESG, and HOME funded projects is conducted in accordance with the funding regulations.
The City is proud to highlight the following projects it took part on via partnerships with local service providers (note: these projects have been completed or are currently under development):
Affordable Housing Development Related Projects:
Vine Street King Kennedy Veteran Cottages & Helen White Court: The City of Modesto, Stanislaus Regional Housing Authority, and Stanislaus Behavioral Health and Recovery Services (BHRS) have collaborated on the development of two affordable housing complexes located on Vine Street. The City awarded the Housing Authority $3,226,604 in CDBG and Permanent Local Housing Allocations funds (PLHA) to construct the housing complexes as well as street infrastructure and road improvements. The King Kennedy Cottages consists of twenty-three (23) 580 square foot one-bedroom detached units that serves permanent supportive housing complex serving for Behavioral Health and veterans’ clients with income restrictions for designated units at or below 30% of the area median income (AMI). Additionally, the Helen White Court complex consist of twelve (12) units available to low-income seniors. The complex will serve those with income restrictions for designated units at or below 120% of the area median income (AMI).
Homeowner Rehabilitation Program: A total of $1,539,202 was distributed in loans and grants through the City's Homeowner Rehabilitation Program in Fiscal Years 2020/2021 - 2024/2025. A total of fifty-one (51) eligible households were served through this program. The City assisted eligible households with health and safety repairs including, but not limited to installation of energy efficient windows, energy efficient HVAC systems, re-roof, ADA bathroom improvements, electrical repairs, and ADA ramps.
Addressing and Preventing Homelessness Related Projects:
Camp2Home: Modesto implemented the “Camp2Home” program in 2019 which is designed to assist individuals experiencing homelessness by creating a path to self-sufficiency through outreach, shelter, job training, permanent employment, and permanent housing. To date through the Camp2Home initiative’s Street Outreach team has made 11,421 contacts and provided 9,877 services including case management, #30..
- 1060 -
Modesto 2025–2030 Consolidated Plan 4
health services and met 6,900 basic needs for individuals experiencing homelessness. As the frontline effort, Street Outreach is geared towards connection to shelter. Once an individual is sheltered, they are further engaged in connections to job training programs which to date has served 365 individuals and has helped individuals connect to 118 jobs since program inception. Through the Camp2Home initiative 172 individuals have also reached the goal of permanent housing.
Enhance Infrastructure and Public Facilities Related Projects:
Ralston Towers: The City completed a renovation of Ralston Tower Park. This park is a cornerstone of a busy intersection, a visual landmark for all residents of Modesto. After engaging the public and surrounding neighborhoods, it was determined that renovating the park to include active lifestyles, inclusion, accessibility, and safety was needed. Ralston Tower Park is located directly adjacent to the Ralston Tower senior living facility and within a safe traveling distance for other senior community apartments, presenting a prime and safe opportunity for promoting active lifestyle for seniors as well as open to all members of the public. As the senior facility residents have also shared that their visitors take advantage of the park, this renovation ensures that it is inclusive and accessible to the families, friends, and the senior facility residents. Amenities include a walking path, seating that includes benches along the walking path with consideration for group activity spaces, senior exercise equipment, and park security.
Public Services to Low Income Households (Includes Fair Housing Services) Projects:
Every year, the City provides funding opportunities (via a competitive grant application process) to local non-profits for new or expanded services to eligible populations. With the CDBG funding, the City funded 41 nonprofits (some duplicated over the 5 years) totaling $1,209,577 awarded funds. Those agencies served approximately 6,538 individuals with supportive services. With the ESG funding we funded 23 nonprofits (some duplicated over the 5 years) totaling $2,599,634 awarded funds. Those agencies served approximately 7,200 individuals with supportive services.
Fair Housing services are available to Project Sentinel to serve residents of the City of Modesto opened a total of 104 fair housing investigation cases that comprised of 469 unduplicated individuals served during the program year. Complaint cases investigated included cases related to disability discrimination, race/national origin, family composition, and sex discrimination. Project Sentinel also served individuals with fair housing and tenant/landlord mediation services, one-on-one counseling and group workshops for housing providers, consumers, and social service agencies to educate them about fair housing laws.
Community and Economic Development Projects:
The Downtown Streets Team Job Training program provides homeless and those at-risk of homelessness with volunteer opportunities for beautification projects and litter abatement around the community. In exchange for volunteer efforts, the Downtown Streets Team participants receive weekly stipend cards that cover groceries, transportation, and other basic needs. These community beautification and cleanup projects help challenge common negative perceptions of homelessness. #30..
- 1061 -
Modesto 2025–2030 Consolidated Plan 5
4. Summary of citizen participation process and consultation process The City offered a variety of engagement methods for both stakeholders and the public to participate in the Consolidated Plan process. The City also took special consideration to include low- and moderateincome communities; hosting community meetings in low- and moderate-income census tracts. The City takes an active role in gathering public feedback and input into the Consolidated Plan. The details of the engagement process are outlined in the next section and are highlighted below:
• Stakeholders focus group meetings
• Community survey
• Public community meetings
The purpose of the stakeholder focus group meetings was to get initial feedback on issues and/or needs that the stakeholders would like to be considered in this plan. The four themes of the organized stakeholder focus groups were: 1. Affordable housing and enhancing infrastructure; 2. Community/public services; 3. Economic development and digital divide; and 4 Addressing/preventing homelessness. In addition to the stakeholder meeting the City also disseminated community surveys in English and Spanish, and other languages (as needed) through City channels. The survey link was placed on the City website and shared with faith-based groups, service providers, nonprofits, the Community System of Care (CSOC), and stakeholders throughout the City.
Public community meetings were held to present information from the stakeholder focus group meetings, the community survey, other stakeholder input provided during the process of the consolidated plan development, as well as the key takeaways from the housing and marketing analysis of the consolidated plan effort. At each meeting, Spanish translation was made available and email/phone follow-up conversations were offered to anyone who had additional input after the meeting had ended.
Summary of public comments
Please see Appendix A – Public Comments
5. Summary of comments or views not accepted and the reasons for not accepting them All comments made at public and stakeholder meetings were accepted and integrated where possible into the Consolidated Plan process. No comments or input were left out of the Appendix A – Public Comments.
6. Summary
The City makes every effort to coordinate and align this Consolidated Plan with the existing strategic plans of other organizations that share the mission of fulfilling public needs, especially serving those low- and moderate-income households. This Consolidated Plan will outline the needs of communities and will culminate in the Strategic Plan where those needs are met with goals and strategies to address the needs identified in this Consolidated Plan. The City conducted a robust outreach effort to ensure any individual #30..
- 1062 -
Modesto 2025–2030 Consolidated Plan 6
or organization that wished to voice their individual needs, the needs of their community, or the needs of a population they serve were included.
Space below intentionally left blank.
#30..
- 1063 -
Modesto 2025–2030 Consolidated Plan 7
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency Modesto Community & Economic
Development Department
CDBG Administrator MODESTO Community & Economic
Development Department
HOME Administrator MODESTO Community & Economic
Development Department
ESG Administrator MODESTO Community & Economic
Development Department
Narrative
The City is the lead agency responsible for preparation of the Consolidated Plan and for administration of each grant program and its associated funding source(s). Primary oversight of the City’s HUD entitlement grant programs comes from the Citizens’ Housing and Community Development Committee (CH&CDC). This committee is appointed by the City Council and is comprised of representatives from the City Council, Planning Commission, Housing Rehabilitation Loan Committee, Human Relations Commission and/or and several citizens-at-large. Generally, the citizens-at-large represent low-income and racial minority groups. The CH&CDC makes funding recommendations to the City Council regarding HUD CDBG, HOME, ESG, other local, State and Federal funded programs related to housing and community development.
The CH&CDC meets approximately once a month. These are meetings that are publicly noticed, are open to the public and are generally held at Tenth Street Place, 1010 Tenth Street, Modesto, California. Public comments are both encouraged and welcomed.
To avoid a perceived conflict of interest, any CH&CDC member who is also a member of a board of directors or is employed by an agency that applies for or receives CDBG, ESG, HOME, or other HUD funding is ineligible to vote on funding decisions involving their respective agencies.
Consolidated Plan Public Contact Information
The following are various ways in which an interested party can contact the City of Modesto CEDD staff with comments regarding the City’s Consolidated Plan:
Telephone: (209) 577-5211
#30..
- 1064 -
Modesto 2025–2030 Consolidated Plan 8
Hearing Impaired: Dial 711, and ask for 209-577-5211
Email: [email protected]
In person: 1010 Tenth Street, Suite 3100, Modesto, California Mail: City of Modesto, Community Development Division, P.O. Box 642. Modesto, California 95353 Space below intentionally left blank.
#30..
- 1065 -
Modesto 2025–2030 Consolidated Plan 9
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) Introduction
The City follows the Citizen Participation Plan the City Council has approved as the guide for engaging with citizens and consultation with respective entities. The City of Modesto encourages citizen participation in the Consolidated Plan process and views itself as an active partner in the process directly engaging with the public and facilitating engagement opportunities for citizens and stakeholders. The City continuously reviews and improves delivery systems, including feedback loops. This section will outline the efforts made by the City to include public and stakeholder input into the Consolidated Plan process.
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(I)).
The City is an active member of several committees and working groups that represent organizations in housing and social services. For example, the City is a voting member of the board for Stanislaus Community System of Care (CSOC) which is the local Stanislaus County Continuum of Care (CoC) meetings (note: the CSOC and CoC may be referenced interchangeably throughout this document). The CoC is comprised of service providers from multiple sectors including but not limited to housing providers, private and governmental health, mental health, youth services, senior services, and lived experience.
These meetings are held monthly and work to address potential issues and gaps in the service delivery system and create a transparent and collaborative service delivery system for the entire County.
The City also regularly meets and participates on the board of the Stanislaus Homeless Alliance (SHA), which is the name of the collaborative entity formed to align homelessness services, planning, and funding among the local governments and stakeholders in Stanislaus County. The Stanislaus Homeless Alliance consists of community leaders working to end homelessness. SHA promotes the alignment and coordination of homeless services funding in Stanislaus County. The group also coordinates the development of a shared performance measurement system to assess effectiveness, quality, efficiency, access, and availability of homeless services throughout Stanislaus County.
The City also has both inter/intradepartmental coordination through regular meetings and discussions.
For example, the Community Development Division (CDD) regularly meets with sub-recipients and partners of HUD-funded programs. Similarly, the City works closely with the Stanislaus Regional Housing Authority (Stan Regional) as well as the Stanislaus County Affordable Housing Corporation (STANCO).
These working relationships are evident through consistent productive partnerships on projects and regular communication to address needs and shifting trends.
The City works closely with the Stanislaus County Department of Behavioral Health and Recovery Services (BHRS) in the system delivery of housing services. The BHRS Housing Support Services Program provides an array of support services for individuals facing barriers that include low income, severe mental illness, substance abuse, and other disabling conditions. The program offers a combination of affordable housing and support services designed to help individuals and families use housing as a platform for wellness and recovery following a period of homelessness, hospitalization, or incarceration. The goal of Housing Support Services is to assist individuals in obtaining employment, independent living skills, recovery and #30..
- 1066 -
Modesto 2025–2030 Consolidated Plan 10
increased self-sufficiency. In addition, BHRS provides Employment Support Services to individuals with psychiatric disabilities who are working towards Employment and Housing goals. The program provides an opportunity for individuals with severe mental health disabilities to work in the community. Often times, BHRS and City HUD funding resources are leveraged together when partnering with local affordable housing developers.
The City also coordinates with the Stanislaus County Community Services Agency (CSA) which is responsible for the administration of multiple housing and homeless programs associated with the administration of the General Assistance, CalWORKs, Welfare to Work, Child Welfare, and Adult Services programs. The housing and homeless programs include the Housing Assistance Program (HAP), the Housing Support Program (HSP), the Housing Disability Advocacy Program (HDAP), and Homeless Housing, Assistance, and Prevention Program. As with BHRS, The City partners with housing developers, CSA, as well as BHRS, in the delivery of services and/or affordable housing projects to serve the target populations.
Through the Stanislaus Homeless/Blight Work group, the City regularly meets with community partners including the County Sheriff’s Highway Patrol Department, City Police Department, Probation Department, Fire Department, Homeless Outreach providers, City/County Public Works Departments, and supportive service providers to strategize blight abatement and service coordination throughout the community with a focus on unsheltered homelessness.
Hospital Council includes Northern & Central California partners with Stanislaus County as well as the City of Modesto in monthly meetings. This collaborative partnership has a shared goal of streamlining hospital discharges to emergency shelters that are ready and equipped to handle the level of care needed for an individual client. This cooperation is to alleviate individuals experiencing homelessness from being discharged to the street.
The City participates on the local Board of the Federal Emergency Management Agency’s (FEMA’s) Emergency Food and Shelter Program (EFSP) which provides supplemental grants to local government and nonprofit organizations to support and expand existing programs that aid individuals and families who are, or are at risk of, experiencing hunger and/or homelessness.
California Advancing and Innovating Medi-Cal (CalAIM) is a long-term commitment to transform MediCal, making the program more equitable, coordinated, and person-centered to help people maximize their health and life trajectory. CalAIM puts people’s needs at the center of care, addressing social drivers of health, and transforming services for communities that have been historically under resourced.
Identify any Agency Types not consulted and provide rationale for not consulting.
The City sought wide input from agencies and organizations serving the community in any capacity. No agency or organization was specifically left out of the consultation process. #30..
- 1067 -
Modesto 2025–2030 Consolidated Plan 11
Describe other local/regional/state/federal planning efforts considered when preparing the Plan Other local / regional / federal planning efforts
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
General Plan City of Modesto The plan outlines community growth strategies and the need to include housing and services among those
strategies
Housing
Element
City of Modesto Goals of the City’s Housing Element of the General Plan were considered when preparing the Annual Action Plan.
The goals of the Annual Action Plan address some of the housing needs identified in the Housing Element.
https://www.modestogov.com/2099/Housing-Element
Continuum of
Care
Consolidated
Application
Stanislaus County The goals of the CoC’s annual submissions to HUD are similar in that they address the coordination, needs and goals of housing service providers and participating
jurisdictions.
Stanislaus 2021
Regional
Strategic Plan to
Address
Homelessness
Stanislaus Community System of
Care (CoC)
The City’s Strategic Plan addresses homelessness via
various funded projects/activities including ESG, CDBG, or HOME funds.
Strategic Plan City of Modesto The City of Modesto’s Strategic Plan includes efforts on how to address homelessness and affordable housing.
Public Housing
Agency (PHA)
Plan
Stanislaus Regional Housing
Authority
Both include the need to increase affordable housing
stock and integrate quality services
Permanent
Local Housing
Allocation Plan
City of Modesto Plan includes a five-year funding strategy in conjunction with our Consolidated Plan to increase permanent
affordable housing to the City of Modesto as part of the State of California’s Building Homes and Jobs Act (SB2, 2017)
Action Plan for
Preventing and
Ending
Homelessness
in California
State of California – Homeless
Coordinating and Finance Council
This Action Plan orients the State’s efforts to drive
purposeful, meaningful, and measurable progress toward
preventing and ending homelessness in California,
motivated by a vision of a future in which homelessness in California
Broadband
Infrastructure
Deployment
Public Utilities Commission Order Instituting Rulemaking Regarding Broadband Infrastructure Deployment and to Support Service
Providers in the State of California. Broadband
Deployment, Affordability, and Digital Equity Programs
(ca.gov)
#30..
- 1068 -
Modesto 2025–2030 Consolidated Plan 12
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
2022-2027 Local
Hazard
Mitigation Plan
Stanislaus County – Office of
Emergency Services
The Stanislaus County Office of Emergency Services
developed the 2022-2027 Multi-Jurisdictional Hazard
Mitigation Plan update to make the County, and its 10
participating jurisdictions, and its residents less
vulnerable and more resilient to future hazard events.
Modesto
Housing Plan
City of Modesto The Modesto Housing Plan outlines a strategic approach to expanding housing choices by
addressing barriers to development and promoting
diverse, attainable housing options. The plan
emphasizes the need to meet shifting household
demands, support walkable neighborhoods, and
ensure housing affordability and equity for all
residents. Serving as a guiding document, it will
shape long-term planning efforts, inform the City's
General Plan and Housing Element, and support
increased housing production across all income
levels.
Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) Narrative (optional):
In addition to those organizations and plans listed above, the City regularly coordinates with other public institutions in an effort to increase service delivery systems. The City’s coordination with these public institutions helps to better understand the needs of the communities in which they serve. The City continues to partner with the State of California as the State rolls out different funding sources that can assist in addressing local housing and homelessness needs. The City will align these, and any other resources made available by the State with HUD funds to maximize the impact on local needs. #30..
- 1069 -
Modesto 2025–2030 Consolidated Plan 14
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) Summary of citizen participation process/Efforts made to broaden citizen participation.
Summarize citizen participation process and how it impacted goal setting.
The City conducted a robust citizen participation process consisting of social media posts, newspaper publications, notification on CoC and other local special interest group list servs, distribution of marketing materials to neighborhood groups, a community survey, and virtual and in person presentations and meetings with stakeholders.
The purpose of the stakeholder focus group meetings was to get initial feedback on issues and/or needs that the stakeholders would like to be considered in this plan. The four themes of the organized stakeholder focus groups were: 1. Affordable housing and enhancing infrastructure; 2. Community/public services; 3. Economic development and digital divide; and 4 Addressing/preventing homelessness. In addition to the stakeholder meeting the City also disseminated community surveys in English and Spanish, and other languages (as needed) through City channels. The survey link was placed on the City website and shared with faith-based groups, service providers, nonprofits, the Community System of Care (CSOC), and stakeholders throughout the City.
Public community meetings were held to present information from the stakeholder focus group meetings, the community survey, other stakeholder input provided during the process of the consolidated plan development, as well as the key takeaways from the housing and marketing analysis of the consolidated plan effort. At each meeting, Spanish translation was made available and email/phone follow-up conversations were offered to anyone who had additional input after the meeting had ended.
The City also held public community meetings to present information from the stakeholder focus group meetings, the community survey, and other stakeholder input provided during the consolidated plan development process. Attendees were also informed of key takeaways from the housing and marketing analysis of the consolidated plan. At each meeting, Spanish translation was made available and email/phone follow-up conversations were offered to anyone who had additional input after the meeting concluded. These meetings ultimately allowed for conversation about needs, priorities within the community, and any changes or shifts that are happening that may be addressed through HUD-funded programs.
A summary of all meetings as well as the community survey are included in Appendix A – Public Engagement Meeting Summaries & Survey Results.
#30..
- 1070 -
Modesto 2025–2030 Consolidated Plan 15
Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment examines needs related to affordable housing, special needs housing, community development and homelessness for the City of Modesto. The Needs Assessment identifies those needs with the highest priorities which form the basis for the Strategic Plan section and the programs and projects to be administered. Below are highlights from each section within the Needs Assessment. Please see each section for further detail.
NA-10- Housing Needs Assessment
• The household characteristics that are most closely linked to housing instability and increased risk of homelessness are cost burden and household income. Those households that are both lowincome and cost burdened are the most vulnerable because these households have the least capacity for saving income towards addressing emergency situations that may arise. • 29,065 Modesto households earn less than 80% AMI (inclusive of renter and owner-occupied households). The most common housing problem experienced by households that earn less than 80% AMI, is cost burden, both at 30% and at 50% cost burden. Of these households earning less than 80% AMI, 73% experience cost burden (spend 30-50% of their income on housing) and 28% experience Severe cost burden (spend 50% or more of their income on housing. • Low- and moderate-income households altogether experience cost burden in significant shares, but it is higher among renters than owners. 80% of renters below 80% AMI are cost burdened, and 45% are severely cost burdened. On the other hand, 62% of owners below 80% AMI are costburdened and 25% are severely cost-burdened.
NA-15-30 - Disproportionately Greater Need
• Considering housing problems and severe housing problems, Black/African American, American Indian/Alaska Native, and Pacific Islander households experience a disproportionate greater need as compared to other race and ethnic groups in Modesto. A disproportionate greater need is defined as a group that experiences a housing problem at a rate of greater than ten percentage points.
• Among cost-burdened and severely cost-burdened households, White and Hispanic households experience a disproportionate higher rate of cost burden, a disproportionate rate of cost burden is defined as any need for a certain race/ethnicity that is more than ten (10) percentage points above the demonstrated need for the total households within the jurisdiction at a particulate income level.
#30..
- 1071 -
Modesto 2025–2030 Consolidated Plan 16
NA-35 - Public Housing
• There are a total of 630 public housing units and 4,639 vouchers, serving approximately 4,566 Modesto residents. These residents include many elderly and disabled residents of Modesto.
Compared to the overall population of Modesto, public housing residents are disproportionately White.
• Mobility units are the greatest need for tenants and applicants in need of accessible units, including modifications such as no carpet, walk-in showers, raised toilets, and grab bars.
NA-40 - Homeless Needs Assessment
• The 2024 PIT Count reported 736 unsheltered and 886 sheltered persons experiencing homelessness.
• Unsheltered family homelessness is low. Of the 174 persons in households with adults and children, two were unsheltered.
• Households without children make up 85% of the unsheltered homeless population in Modesto.
NA-45 - Non-Homeless Special Needs Assessment
• About 14% of the population in Modesto is aged 65 or older. This ratio is expected to increase over the lifecycle of the Consolidated Plan
• Multiple organizations that attended the Consolidated Plan outreach process reported that elderly Modesto residents are especially in need of affordable housing and homelessness prevention programs.
• About 8% of Modesto’s residents experience ambulatory difficulty and independent living difficulty. Cognitive difficulty is also widespread, at 6%.
NA-50 - Non-Housing Community Development Needs
• Through survey and public consultations, the following non-housing needs were identified (not an exhaustive list).
o Homeless facilities and service centers
o Substance abuse services
o Park and community programming for youth and seniors
o Childcare support
o Public facilities
o Workforce development
o Transportation improvements and services
o Housing discrimination education
#30..
- 1072 -
Modesto 2025–2030 Consolidated Plan 17
NA-10 Housing Needs Assessment - 24 CFR 91.205
Summary of Housing Needs
The data throughout this document is generated from the United States Census Bureau and the Department of Housing and Urban Development (HUD). The Comprehensive Housing Affordability Strategy (CHAS) dataset is a custom tabulation developed by the Census Bureau, derived from American Community Survey (ACS) data. The CHAS data used in this document - the 2016-2020 five-year estimate - - are determined for each jurisdiction that receives HUD funding. This document utilizes 2016-2020 data throughout which will make for clearer comparisons and make for a consistent narrative across all sections of the Consolidated Plan. Because CHAS data is derived from ACS data, Census definitions dictate the definitions of the variables discussed in these tables:
• Small Family Household: A household with two-four members • Large Family Household: A household with five or more members • Elderly: Ages 62-74
• Frail Elderly or Extra Elderly: Ages 75+
• Household: All people living in a housing unit. Members of a household can be related or unrelated.
• Family: Related individuals living in the same household • Nonfamily: Unrelated individuals living in the same household The term Area Median Income (AMI) and HUD Area Median Family Income (HAMFI) are interchangeable when the terms are being used to explain CHAS data derived from ACS data. Throughout this document data tables compare populations based on income ranges. These income ranges are categorized based on AMI and are used by HUD to determine eligibility to certain programs.
HUD defines the following income brackets as low to moderate income. • Extremely Low Income = <30% AMI
• Very Low Income = 30%-50% AMI
• Low Income = 50%-80% AMI
• Moderate income = 80%-120% AMI
HUD entitlement programs, CDBG, ESG, and HOME, operate under federally established income limits. Of the programs Modesto receives HUD funds for, each program targets household income as a percentage of the area AMI at slightly different ranges. The tables throughout this section utilize the 30%, 50%, 80%, and 100% AMI categories.
• CDBG -> 0%-80% AMI
• HOME -> 0%-60% AMI
• ESG -> 0%-30% AMI
#30..
- 1073 -
Modesto 2025–2030 Consolidated Plan 18
As depicted on the table below, as of 2020, Modesto had a population of just under 220,000. This is an increase of 7% from 2013. Considering the change in median household income, Modesto household wages have increased 40%.
General Demographic Changes
Demographics Base Year: 2013 Most Recent Year: 2020 % Change Population 202,629 218,614 7%
Households 68,897 72,418 5%
Median Income $47,060 $77,899 40%
Source: 2013 Census (Base Year), 2016-2020 ACS (Most Recent Year) The table below identifies the percentage of households in Modesto within each income bracket. The HUD Area Median Family Income (HAMFI) is a calculation of median income completed by HUD.
Throughout this document Area Median Income (AMI) and HAMFI may be considered interchangeable.
While there are significant numbers of households at each AMI bracket, the low income (50%-80%) and moderate income (80%-100%) brackets reflect the highest numbers. Appendix B shows the low to moderate income populations in the Modesto area.
Total Households By HAMFI
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 7,535 7,970 13,560 7,095 34,935
Small Family Households 2,199 2,650 6,170 2,830 17,475
Large Family Households 810 1,190 1,950 1,025 4,755
Household contains at least one person 62-
74 years of age 2,040 1,920 3,305 1,940 8,395
Household contains at least one-person age
75 or older 1,160 1,425 1,815 965 2,625
Households with one or more children 6
years old or younger 1,400 1,639 3,073 1,769 4,305
Source: 2016-2020 CHAS
#30..
- 1074 -
Modesto 2025–2030 Consolidated Plan 19
Housing Needs Summary Tables
The following tables identify housing needs by both income bracket and by renter/owner status. The severe housing problems listed in the tables are identified as follows:
• Units lacking complete plumbing or kitchen facilities; • Overcrowding relates to households with 1.01 to 1.5 persons, not including bathrooms, porches, foyers, halls, or half-rooms.
• Severe overcrowding is defined as 1.51 persons per room, not including bathrooms, porches, foyers, halls, or half-rooms.
• Housing cost burden of more than 30 percent of the household income (for renters, housing costs include rent paid by the tenant plus utilities and for owners, housing costs include mortgage payments, taxes, insurance, and utilities); a cost burden over 50% is considered severely-cost burdened. Note: The United States Department of Housing and Urban Development (“HUD”) defines an "affordable dwelling" as one where a household pays no more than 30 percent of its income on housing.
The table below outlines the number of renter-households and owner-households that experience the housing problems described above. Among renters and owners, cost burden and severe cost burden is the greatest housing problem experienced, particularly for AMIs at or below 80%. Relatively few households lack (plumbing or kitchen) facilities and/or overcrowding.
Households that Experience One Severe Housing Problem
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities
65 165 110 35 375 25 10 35 0 70
#30..
- 1075 -
Modesto 2025–2030 Consolidated Plan 20
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing)
225 75 370 55 725 50 15 180 30 275
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems)
370 460 860 150 1,840 40 95 135 210 480
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems)
3,380 2,965 825 15 7,185 1,305 1,105 1,085 170 3,665
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems)
320 1,265 3,485 1,140 6,210 345 669 2,255 1,075 4,344
Zero/negative
Income (and
none of the
above
problems)
355 0 0 0 355 210 0 0 0 210
Source: 2016-2020 CHAS
#30..
- 1076 -
Modesto 2025–2030 Consolidated Plan 21
The table below outlines the number of renter-households and owner-households that experience more than one of the housing problems described above. Among renters and owners, households that experience one or more of the housing problems are highest amongst those households at or below 80% AMI and increasingly so for those at or below 50% AMI. Households that Experience More Than One Severe Housing Problem
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems
4,045 3,665 2,165 255 10,130 1,420 1,220 1,435 410 4,485 Having none of four
housing problems 1,190 1,605 5,115 2,980 10,890 880 1,470 4,850 3,455 10,655 Household has
negative income, but
none of the other
housing problems
0 0 0 0 0 0 0 0 0 0
Source: 2016-2020 CHAS
The two tables below highlight cost burden for both renter and owner households (at 30% and 50% cost burden). Each table identifies the following household subtypes:
• Small Family Household: A household with two-four members • Large Family Household: A household with five or more members • Elderly: Ages 62-74
• Other: Non-family households, most typically single-person households The cost burden for all renter household subtypes within the three AMI brackets in the table below are roughly evenly split, with small family households representing the largest subtypes. Within owner occupied households, small family and elderly household subtypes represent the largest number of cost burdened households. In general, owner-occupied households at 50%-80% AMI represent roughly half of the owner-occupied households with the balance below 50% AMI. #30..
- 1077 -
Modesto 2025–2030 Consolidated Plan 22
Cost Burden Less Than 30%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Family 1,495 1,880 2,405 5,780 314 455 1,480 2,249 Large Family 630 780 730 2,140 100 320 289 709
Elderly 1,170 1,025 950 3,145 1,065 889 1,474 3,428
Other 985 1,230 895 3,110 225 170 190 585
Total need by
income
4,280 4,915 4,980 14,175 1,704 1,834 3,433 6,971
Source: 2016-2020 CHAS
Appendix C shows the distribution of renters and owners experiencing 30% cost burden in Modesto.
Small family, ‘other’, and the elderly households represent the largest number of renter household subtypes as reflected in the table below; large family households represent the smallest percentage of households that are cost burdened. Roughly half of the overall renter households below 80% AMI fall within the 50%-80% AMI bracket, with the balance living in households at lower AMIs. Within owner occupied households, the elderly represent more than half of the homeowners that are cost burdened. A larger share of the owner-occupied households includes AMIs below 50% which indicates that homeowners that have lower household incomes have a higher cost burden.
Cost Burden Less Than 50%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Family 0 0 1,090 1,090 284 330 0 614
Large Family 0 0 480 480 90 125 40 255
Elderly 980 695 230 1,905 775 545 420 1,740
Other 0 910 960 1,870 205 0 0 205
Total need by
income
980 1,605 2,760 5,345 1,354 1,000 460 2,814
Source: 2016-2020 CHAS
The tables below highlight overcrowding among both renter and owner households. Although not a problem as common as cost burden, this issue is still indicative of a housing supply that does not offer #30..
- 1078 -
Modesto 2025–2030 Consolidated Plan 23
affordable units large enough for those households that may require more space.
Crowding
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households
555 465 1,010 190 2,220 90 50 170 155 465
Multiple, unrelated
family households 30 85 210 20 345 0 55 140 85 280
Other, non-family
households 15 4 15 0 34 0 0 0 0 0
Total need by income 600 554 1,235 210 2,599 90 105 310 240 745 Source: 2016-2020 CHAS
Please note that the subsequent table, from IDIS/HUD referring to crowding/households with children, is blank and no local information was available to provide additional context.
Crowding – With Children
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present
This data cannot be provided because it was not collected at the local level in 2016-2020 CHAS nor the 2016-2020 ACS data sets #30..
- 1079 -
Modesto 2025–2030 Consolidated Plan 24
Describe the number and type of single person households in need of housing assistance.
Based on the 2015-2019 CHAS data approximately 52% of all households are at or below the HUD HAMFI limits, which covers those individuals that are classified as low- and moderate-income households. These rates can be applied to the single-person households identified above in order to estimate the number of single-person households that are in need of housing assistance.
According to the 2020 American Community Survey (ACS) there are about 16,136 single-person households in Modesto, it can be estimated that 52% or approximately 8,390 are low- and/or moderateincome households. This means approximately 7,600 single-person households, are experience at least one housing problem and are in need of housing assistance. With these estimates, it can be concluded that 5,095 single-person households are in need of housing assistance. This means 7,600 single family household individuals could be in need of eligible housing assistance.
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
Through data provided by the Modesto Police Department, during 2024, 42 felony domestic violence cases were identified as having involved someone experiencing homelessness. Of those 42 cases, 11 cases (26%) had documented as having at least one child as part of the report. These households experiencing homelessness and fleeing a domestic violence situation need a variety of housing and supportive services to regain stability. This is especially true of those households’ experiencing homelessness, fleeing domestic violence, and with children. This number does not include those households that were not already experiencing homelessness. The number and type of families living with a disability are discussed in detail in the section below, NA-45. There is no dataset available that estimates the number of individuals experiencing dating violence, sexual assault, and stalking and also in need of housing assistance.
What are the most common housing problems?
There are 34,935 households in Modesto with household incomes at or below 100% AMI. The tables above outline that overwhelmingly the most common housing problem experienced by households at or below 100% AMI in Modesto is cost burden, both at 30% and at 50% cost burden. Of these households, 61% experience cost burden of less than 30% and 23% experience a cost burden of less than 50%. While overcrowding is a housing problem experienced by a smaller number of households in Modesto, it is often seen in housing markets that are tight where lower income households may be put into positions where they rent a unit that is affordable but does not adequately fit their household needs.
Are any populations/household types more affected than others by these problems? In Modesto low- and moderate-income households experience cost burden in significant shares, but it is higher among renters than owners and among lower income than moderate and higher income. #30..
- 1080 -
Modesto 2025–2030 Consolidated Plan 25
In the City, 29,065 households earn less than 80% AMI (inclusive of renter and owner-occupied households). In terms of renter households, 18% are cost burdened at 50% and 30% have at least one housing problem. In terms of owner-occupied households, approximately 10% are cost burdened at 50% and 15% have at least one housing problem.
Small family, ‘other’, and the elderly households represent the largest number of renter household that are cost burdened. Within owner occupied households, the elderly represent more than half of the homeowners that are cost burdened. Among renters and owners, households that experience one or more of the housing problems are highest amongst those households at or below 80% AMI and increasingly so for those at or below 50% AMI.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance.
There are 7,970 households that earn less than 50% AMI, of which approximately 21% have one or more children 6 years old or younger; and there are 7,535 households that earn less than 30% AMI, of which approximately 19% have one or more children 6 years old or younger.
The fewer financial resources a household has, the greater their risk of homelessness. Throughout the City, those households earning less than 50% AMI are more likely to be in unstable work situations more prone to intermittent work schedules or part-time wages without benefits. A household with little financial resources is a medical emergency or a layoff at work away from being unsheltered or unstably housed. These households, both with working members and those households on disability or fixed income with total financial resources that do not allow them to save money towards future economic development opportunities or the funding of emergencies are at the greatest risk of becoming homeless.
The success of those receiving assistance for housing placement comes from the dedication of case management. During case management, which can last from six months to a year depending on the program, teaches recipients life skills including but not limited to budgeting, basic household maintenance, and personal grooming. Along with teaching and reinforcing these skills, it is most beneficial to get families engaged in a support system that fosters the skills for long-term success. As households are nearing the end of their RRH assistance, they are encouraged through learned behaviors over the course of their case management to stay engaged with the system to ensure wrap-around services are being utilized its maximum potential.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
The Stanislaus County System of Care (SCSOC) uses HMIS to collect and track data on housing and services to persons experiencing homelessness and at-risk of homelessness. The SCSOC utilize HUD’s official #30..
- 1081 -
Modesto 2025–2030 Consolidated Plan 26
definition of at-risk for homelessness released in January 2012. There are three categories to the definition: 1. Individuals and Families 2. Unaccompanied Children and Youth 3. Families with Children and Youth. For a complete list of defining characteristics for each category please see the following link:
https://files.hudexchange.info/resources/documents/AtRiskofHomelessnessDefinition_Criteria.pdf Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness:
The household characteristics that are most closely linked to housing instability and increased risk of homelessness are cost burden and household income. Those households that are both low-income and cost burdened are the most vulnerable because these households have the least capacity for saving income towards addressing emergency situations that may arise.
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)ii Introduction
According to HUD, disproportionate need refers to any need for a certain race/ethnicity that is more than ten (10) percentage points above the demonstrated need for the total households within the jurisdiction at a particular income level. The tables and analyses below identify the share of households by race/ethnicity and income level experiencing one or more of the four housing problems outlined by HUD guidelines. When the ten-percentage point threshold is reached, that number is highlighted in yellow. The four housing problems are:
1. Lacks complete kitchen facilities
2. Lacks complete plumbing facilities
3. More than one person per room
4. Cost burden greater than 30%
Disproportionate need for each race/ethnicity is determined by calculating the share of the total number of households with one or more housing problems from each race/ethnicity and comparing that figure to the share of all Modesto households at that income level that experience the problem. (Share of Race/Ethnicity = # of households for that race/ethnicity with one or more housing problem / total # of households for that race/ethnicity). The “Share” column identifies what percentage of the population in that row is experiencing a housing problem. A group experiencing housing problems ten percentage points above Jurisdiction as a whole is considered to be experiencing a disproportionate need.
Among those Modesto households earning 0-30% AMI, Black/African American, American Indian/Alaska Native, and Pacific Islander households experience a disproportionate need. #30..
- 1082 -
Modesto 2025–2030 Consolidated Plan 27
Disproportionally Greater Need 0 - 30% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none
of the four
housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Share
Jurisdiction as a whole 6,575 755 565 83%
White 3,110 505 345 79%
Black / African American 465 0 15 97%
Asian 525 10 80 85%
American Indian, Alaska Native 125 10 0 93%
Pacific Islander 45 0 0 100%
Hispanic 2,205 170 120 88%
Source: 2016-2020 CHAS
Among those Modesto households earning 0-30% AMI, there are no race or ethnicity groups that experience a disproportionate need.
Disproportionate Greater Need 30%-50% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Share
Jurisdiction as a whole 6,995 1,355 0 84%
White 3,550 870 0 80%
Black / African American 405 100 0 80%
Asian 390 45 0 90%
American Indian, Alaska Native 20 14 0 59%
Pacific Islander 0 0 0 0%
Hispanic 2,415 290 0 89%
Source: 2016-2020 CHAS
Among those Modesto households earning 50-80% AMI, American Indian/Alaska Native and Pacific Islander households experience a disproportionate need. #30..
- 1083 -
Modesto 2025–2030 Consolidated Plan 28
Disproportionate Greater Need 50%-80% of Area Median Income Housing Problems Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Share
Jurisdiction as a whole 8,365 3,340 0 71%
White 3,855 1,655 0 70%
Black / African American 469 140 0 77%
Asian 550 145 0 79%
American Indian, Alaska Native 8 0 0 100%
Pacific Islander 135 8 0 94%
Hispanic 3,190 1,355 0 70%
Source: 2016-2020 CHAS
Among those Modesto households earning 80-100% AMI, Black/African American and Pacific Islander households experience a disproportionate need.
Disproportionate Greater Need 80%-100% of Area Median Income Housing Problems Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Share
Jurisdiction as a whole 3,065 3,640 0 46%
White 1,585 1,870 0 46%
Black / African American 70 50 0 58%
Asian 185 150 0 55%
American Indian, Alaska Native 0 35 0 0%
Pacific Islander 25 20 0 56%
Hispanic 1,124 1,380 0 45%
Source: 2016-2020 CHASDiscussion
Those race or ethnicity groups experiencing a disproportionate rate of housing problems are as follows:
0-30% AMI Range
• Black / African American
• Pacific Islander
• American Indian/Alaska Native
30%-50% AMI Range
#30..
- 1084 -
Modesto 2025–2030 Consolidated Plan 29
• None
50%-80% AMI Range
• American Indian/Alaska Native
• Pacific Islander
80%-100% AMI Range
• Black / African American
• Pacific Islander
Space below intentionally left blank.
#30..
- 1085 -
Modesto 2025–2030 Consolidated Plan 30
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Introduction
Note that the tables below identify severe housing problems, as opposed to the tables above that identified non-severe housing problems. Severe housing problems differ from non-severe in two instances. Those differences are underlined below:
The four severe housing problems are:
1. Lacks complete kitchen facilities
2. Lacks complete plumbing facilities
3. More than 1.5 persons per room
4. Cost Burden greater than 50%
According to HUD, disproportionate need refers to any need for a certain race/ethnicity that is more than ten (10) percentage points above the demonstrated need for the total households within the jurisdiction at a particular income level. The tables and analyses below identify the share of households by race/ethnicity and income level experiencing one or more of the four housing problems outlined by HUD guidelines. When the ten-percentage point threshold is reached, that number is highlighted in yellow.
Disproportionate need for each race/ethnicity is determined by calculating the share of the total number of households with one or more housing problems from each race/ethnicity and comparing that figure to the share of all Modesto households at that income level that experience the problem. (Share of Race/Ethnicity = “# of households for that race/ethnicity with one or more housing problem / total # of households for that race/ethnicity). The “Share” column identifies what percentage of the population in that row is experiencing a housing problem. A group experiencing housing problems ten percentage points above Jurisdiction as a whole is considered to be experiencing a disproportionate need.
Among those Modesto households earning 0-30% AMI, Black/African American, American Indian/Alaska Native, and Pacific Islander households experience a disproportionate need.
Disproportionally Greater Need 0%-30% of Area Median Income Severe Housing Problems Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Share
Jurisdiction as a whole 5,800 1,525 565 74%
White 2,760 860 345 70%
Black / African American 425 40 15 89%
Asian 385 145 80 63%
American Indian, Alaska Native 120 20 0 86%
Pacific Islander 45 0 0 100%
Hispanic 1,975 395 120 79%
#30..
- 1086 -
Modesto 2025–2030 Consolidated Plan 31
Source: 2016-2020 CHAS
Among those Modesto households earning 30%-50% AMI, there are no race or ethnicity groups that experience a disproportionate need.
Disproportionally Greater Need 30%-50% of Area Median Income Severe Housing Problems Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Share
Jurisdiction as a whole 4,860 3,495 0 58%
White 2,460 1,965 0 56%
Black / African American 255 250 0 50%
Asian 250 190 0 57%
American Indian, Alaska
Native 20 14 0
59%
Pacific Islander 0 0 0 0%
Hispanic 1,700 1,005 0 63%
Source: 2016-2020 CHAS
Among those Modesto households earning 50-80% AMI, Black/African American, Asian, and American Indian/Alaska Native households experience a disproportionate need.
Disproportionally Greater Need 50%-80% of Area Median Income Severe Housing Problems* Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Share
Jurisdiction as a whole 3,160 8,550 0 27%
White 1,315 4,195 0 24%
Black / African American 225 384 0 37%
Asian 255 435 0 37%
American Indian, Alaska
Native 8 0 0
100%
Pacific Islander 40 109 0 27%
Hispanic 1,230 3,310 0 27%
Source: 2016-2020 CHAS
#30..
- 1087 -
Modesto 2025–2030 Consolidated Plan 32
Among those Modesto households earning 80%-100% AMI, Pacific Islander households experience a disproportionate need.
Disproportionally Greater Need 80%-100% of Area Median Income Severe Housing Problems* Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but
none of the
other housing
problems
Share
Jurisdiction as a whole 830 5,875 0 12%
White 285 3,165 0 8%
Black / African American 10 110 0 8%
Asian 45 290 0 13%
American Indian, Alaska
Native 0 35 0
0%
Pacific Islander 25 20 0 56%
Hispanic 415 2,089 0 17%
Source: 2016-2020 CHAS
Discussion
Those race or ethnicity groups experiencing a disproportionate rate of severe housing problems are as follows:
0-30% AMI Range
• Black/African American
• American Indian/Alaska Native
• Pacific Islander
30%-50% AMI Range
• None
50%-80% AMI Range
• Black/African American
• Asian
• American Indian/Alaska Native
80%-100% AMI Range
• Pacific Islander
Space below intentionally left blank
#30..
- 1088 -
Modesto 2025–2030 Consolidated Plan 33
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
According to HUD, disproportionate need refers to any need for a certain race/ethnicity that is more than ten (10) percentage points above the demonstrated need for the total households within the jurisdiction at a particular income level. The table and analysis below include no cost burden (less than 30 percent), cost burden (30-50 percent), severe cost burden (more than 50 percent), and no/negative income. When the ten-percentage point threshold is reached, that number is highlighted in yellow.
Greater Need - Housing Cost Burdens
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 43,205 14,755 12,750 650
White 26,380 7,555 6,385 420
Black / African
American 1,135 679 895 15
Asian 2,785 884 835 80
American Indian, Alaska
Native 235 35 134 0
Pacific Islander 215 180 100 0
Hispanic 11,280 5,085 4,080 130
Source: 2016-2020 CHAS
Discussion:
According to CHAS data, a disproportionate housing cost burden is defined as any racial or ethnic group that exceeds the jurisdiction-wide rate that is more than ten (10) or more percentage points. In the City of Modesto, 14,755 households or approximately 21% of all households are moderately cost burdened, meaning they pay between 30% and 50% of their income toward housing costs. Any group with a cost burden rate of 31% or higher is therefore considered to have a disproportionate need.
Of the 14,755 moderately cost burdened households, White households represent approximately 51% (7,555 households), and Hispanic households represent 34% (5,085 households). The remaining cost burdened households include Asian households at 6% (884 households), Black/African American households at 5% (679 households), Pacific Islander households at 1% (180 households), and American Indian or Alaska Native households at less than 1% (35 households). Based on the threshold for disproportionate need, White and Hispanic households are experiencing a disproportionately high rate of moderate cost burden in the City of Modesto. This data highlights the need to target housing assistance #30..
- 1089 -
Modesto 2025–2030 Consolidated Plan 34
and affordability strategies toward these populations as part of the City's ongoing efforts to ensure equitable access to safe and affordable housing.
In the City of Modesto, approximately 18% of all households (12,750 households) are considered severely cost burdened, meaning they spend more than 50% of their income on housing. A disproportionate need is identified when a racial or ethnic group’s rate of severe cost burden exceeds the jurisdiction-wide average by ten percentage points or more—in this case, 28% or higher.
Of the 12,750 households experiencing severe cost burden, White households represent 50% (6,385 households), and Hispanic households account for 32% (4,080 households). Other groups affected include Black/African American households at 7% (895 households), Asian households at 7% (835 households), American Indian or Alaska Native households at 1% (134 households), and Pacific Islander households at 1% (100 households).
Based on this distribution and in relation to the total population share of each group, both White and Hispanic households are disproportionately impacted by severe housing cost burdens. These disparities underscore the need for targeted policies and investments to increase housing affordability and stability for these groups within Modesto’s housing strategy.
Space below intentionally left blank.
#30..
- 1090 -
Modesto 2025–2030 Consolidated Plan 35
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?
There are several instances where racial or ethnic groups experience disproportionate housing needs in Modesto. All of those instances are highlighted above in sections NA-15 through NA-25 in the discussion part of each section.
If they have needs not identified above, what are those needs? No other needs are identified. Special needs populations are addressed in section NA-40 of this Consolidated Plan.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? Racial/Ethnic Concentrated Areas of Poverty (R/ECAP) census tracts are defined as census tracts where more than half the population is non-White and 40% or more of the population is in poverty OR where the poverty rate is greater than three times the average poverty rate in the area. According to 2020 Census data, there are 8 Racial/Ethnic Concentrated Areas of Poverty (R/ECAP) census tracts within Stanislaus County (as shown on Appendix D) of which 5 are partially located within the City of Modesto as well.
#30..
- 1091 -
Modesto 2025–2030 Consolidated Plan 36
NA-35 Public Housing – 91.205(b)
Introduction
Public housing residents in Modesto are served by the Stanislaus Regional Housing Authority (“Stan Regional”), a nonprofit public corporation committed to addressing the unmet housing needs of residents in Alpine, Amador, Calaveras, Inyo, Mariposa, Mono, Stanislaus, and Tuolumne Counties. The Housing Authority is responsible for public housing units and Vouchers, including Project-based, Tenant-based, and Special Purpose Vouchers. Project-based vouchers are a form of housing assistance tied to specific rental units, where tenants pay 30% of their monthly income towards rent and the voucher covers the rest. Tenant-based vouchers also cover the rest of the cost of rent after tenants pay 30% of their monthly income towards it but are tied to the individual tenant instead of a unit. Special purpose vouchers are targeted programs designed to meet the needs of specific populations, including veterans, child welfare involved families, and people with disabilities. The needs of public housing residents, including both residents of public housing units and people served by voucher programs, are detailed in this section.
Approximately 4,566 of Modesto’s residents are public housing residents; most of these residents are served by voucher programs, most significantly the tenant-based voucher program, which helps house 3,832 households.
Public housing units also serve hundreds of residents who are not assisted by voucher programs. The allocation of public housing units and vouchers are an important fair housing issue because these units and subsidies create fair housing choice for Modesto residents who are lower income or who have been historically discriminated against in homeownership and rental markets. In addition to describing the overall size and scope of public housing in Modesto, this section examines the distribution of public housing resources by the legally protected categories that the Affirmatively Furthering Fair Housing mandate requires that Modesto proactively create fair housing choice for. Because of the available data, this section mostly focuses on the distribution of public housing assets by resident race, ethnicity, and disability status. The tables include an analysis of public housing program types, characteristics of residents by program type, race of residents, and ethnicity of residents. It also includes a discussion of the Section 504 Needs Assessment, which describes the needs of public housing tenants and applicants on the waiting list for accessible units.
#30..
- 1092 -
Modesto 2025–2030 Consolidated Plan 37
Public Housing by Program Type
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 630 4639 343 3,812 227 178 79 * Includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Source: PIC (PIH Information Center)
Characteristics of Public Housing Residents by Program Type Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 17,079 20,537 17,503 20,868 19,844 20,024 Average length of stay 0 0 10 7 4 7 4 5
Average Household size 0 0 3 2 2 2 1 3
# Homeless at admission 0 0 11 585 112 109 186 178
# of Elderly Program Participants
(>62) 0 0 205 2233 117 1939 162 15
# of Disabled Families 0 0 199 2320 144 2076 74 26
#30..
- 1093 -
Modesto 2025–2030 Consolidated Plan 38
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of Families requesting
accessibility features 0 0 n/a n/a n/a n/a n/a n/a
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 546 3803 310 3080 192 160 61
Black/African American 0 0 32 585 27 497 33 11 17
Asian 0 0 41 165 1 156 1 6 1
American Indian/Alaska
Native 0 0 7 45 2 42 0 1 0
Pacific Islander 0 0 2 31 1 29 1 0 0
Other 0 0 2 10 2 8 0 0 0
#30..
- 1094 -
Modesto 2025–2030 Consolidated Plan 39
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition PIC (PIH Information Center)
#30..
- 1095 -
Modesto 2025–2030 Consolidated Plan 40
Ethnicity of Residents
Program Type
Ethnicity Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 420 1,234 123 991 32 61 27
Not Hispanic 0 0 210 3405 220 2821 195 117 52
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
#30..
- 1096 -
Modesto 2025–2030 Consolidated Plan 41
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
According to the Housing Authority, mobility units are the greatest need for tenants and applicants in need of accessible units. The most commonly requested modifications are:
• Single story
• No carpet
• Walk in showers
• Raised toilets
• Grab bars
Fair housing principles suggest that Modesto proactively advance fair housing choice for residents with disabilities. Residents with disabilities often face barriers connecting to housing that meets their needs, limiting fair housing choice. Because of the high number of families with disabilities who are served by public housing, ensuring the needs identified in the assessment are addressed is a good way to advance fair housing choice in Modesto.
What are the number and type of families on the waiting lists for public housing and section 8 tenantbased rental assistance? Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of residents of public housing and Housing Choice voucher holders?
The Housing Authority reported the following number of households on each program’s waiting list:
• Public Housing Waiting List: 11,095 households
• Section 8 Waiting List: 12,300 households
The Housing Authority does not have specific information as to the type of families or demographics.
The Housing Authority has identified affordable housing as the most immediate need of all residents.
Currently, a disproportionately low number of public housing voucher recipients and residents are Hispanic and non-white. Public housing resources are an important means for Modesto to advance fair housing choice and balanced neighborhoods, because they create affordable and stable housing for recipients. To advance fair housing principles, the City can work to connect more eligible residents of all races and ethnicities to the Public Housing Waiting List and Section 8 Waiting List.
Discussion & Comparison to Population at Large
Public housing residents include significant numbers of elderly program participants, persons with disabilities, and families requesting accessibility features. Compared to the population at large, these residents have a more substantial need for accessibility upgrades, especially mobility units with modifications such as walk-in showers, raised toilets, and grab bars. The high numbers of persons with disabilities, elderly program participants, and families requesting accessibility features present Modesto #30..
- 1097 -
Modesto 2025–2030 Consolidated Plan 42
with an opportunity to affirmatively further fair housing by providing affordable housing to persons with disabilities, a protected class.
Compared to the population at large, a disproportionately high percentage of public housing residents are white, with a corresponding low percentage of non-white and Hispanic residents. This indicates that Modesto has the opportunity to affirmatively further fair housing by improving outreach to non-white and Hispanic Modesto residents who are currently not served by public housing resources at the rate that would be expected based on the population at-large.
Space below intentionally left blank.
#30..
- 1098 -
Modesto 2025–2030 Consolidated Plan 43
NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
The City will continue to partner with local service providers and agencies with the goal of reducing and ending homelessness via street outreach, homeless prevention, and rapid rehousing. In addition, the City will work with the Stanislaus Community System of Care (SCSOC) on addressing the emergency shelter and transitional housing needs of homeless persons as well as continuing to find creative approaches to addressing homelessness and special needs populations.
The Strategic Plan to address homelessness in Modesto is a county-wide effort led by the SCSOC. As of 2017, the Stanislaus County Housing and Support Services Collaborative (which acted as the Continuum of Care) and the Homelessness Action Council merged efforts in order to eliminate duplication of work and to coordinate available resources. The SCSOC is staffed by a 25-member Council representing all major sectors of the County including government (City, County), service providers, public, homelessness advocates, and three reserved spots for individuals with lived experience. The SCSOC meets monthly and continually works to coordinate services and improve the homelessness service system. The SCSOC has been utilizing a Homeless Management Information System (HMIS) since 2012. As of 2021, the SCSOC is coordinating its efforts using the 2021 Regional Strategic Plan to Address Homelessness, a guiding document to coordinate services and organize around common principles that is available here:
https://csocstan.com/blog/plan-to-end-homelessness-in-stanislaus-county/ The plan outlines eight core goals.
• Goal 1: Increase availability of permanent housing for people experiencing homelessness. • Goal 2: Increase access to and availability of mental health, substance abuse treatment, and other supportive services to increase housing stability and well-being in the community. • Goal 3: Achieve equity in governance, outreach, provision of services, program participation, and outcomes while improving outreach, care, and culturally attuned services to vulnerable and historically underserved subpopulations.
• Goal 4: Increase coordination of services, access, and information to build capacity across the homeless system of care.
• Goal 5: Increase pathways to essential community services that support self-sufficiency. • Goal 6: Increase participation of people with lived experience of homelessness in decision-making and feedback processes across the homeless system of care. • Goal 7: Strategically support homelessness prevention, diversion, and rapid resolution. • Goal 8: Improve the coordination of homeless programs to further public health and safety in support of community standards and increased access to services for people experiencing homelessness.
Implementation of these goals will help to advance fair in Modesto. Prevention, diversion, and rapid resolution (Goal 7) programs have potential to mitigate the effects of historic discrimination and #30..
- 1099 -
Modesto 2025–2030 Consolidated Plan 44
segregation, which persist today in disproportionately high rates of homelessness for non-white residents of Modesto, outlined in this section.
The following tables show the results of the 2024 Point-in-Time (PIT) Count, which counted persons experiencing homelessness in all of Stanislaus County. The SCSOC provided data specific to Modesto, reported below.
Homeless Needs Assessment
Estimate the # of persons experiencing homelessness on a given night Population Unsheltered Sheltered
Persons in Households with
Adult(s) and Child(ren)
2 172
Persons in Households with Only
Adults
56 10
Chronically Homeless Households
with Adult(s) and Children
0 1
Chronically Homeless 197 227
Veterans 29 34
Persons with HIV 6 6
Total 736 886
Source: 2024 PIT Count
Nature and Extent of Homelessness
Race or Ethnicity Unsheltered Sheltered
White 263 501
Black or African American 55 156
Asian 15 29
American Indian, Alaska Native 33 54
Middle Eastern or North African 1 4
Other Race 14 26
Hispanic 108 271
Source: 2024 PIT Count
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each #30..
- 1100 -
Modesto 2025–2030 Consolidated Plan 45
homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
The PIT count does identify the number of persons entering homelessness in a year for each category. As for those exiting homelessness each year, the CoC system performance measures identify the number and location of exit from homelessness each year. The chart below highlights those individuals as well as those individuals that exit homelessness and return to homelessness. The data is from 2023 and includes the full CoC, not just Modesto.
Exits and Returns from Homelessness
Total #Persons
Exited
Return to
homelessness in less
than 6 months
Return to
homelessness in 12
months (includes 6-
month cohort)
Return to
homelessness in 24
months (includes
12-month cohort)
Exit from Street
Outreach
22 2 3 10
Exit from Emergency
Shelter
275 20 41 74
Exit from Transitional
Housing
83 4 7 10
Exit from Safe Haven 0 0 0 0
Exit from Permanent
Housing
111 2 4 8
Total Returns to
Homelessness
491 28 55 102
Source: 2024 HUD System Performance Measures
A total of 491 people were excited from programs serving persons experiencing homelessness in the CoC, with about 21% returning to homelessness within two years. Within the service system, exits from permanent housing have the lowest rate of returns to homelessness.
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
Based on the 2024 PIT Count, in Modesto there were 174 persons in households with adults and children.
Of those persons, two were unsheltered. There was only one chronically homeless household in Modesto, and the persons in it were sheltered. Of the 63 veterans experiencing homelessness in Modesto, only one was in a household with adults and children.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
It is important to note that not at all individuals counted in the 2024 PIT count identified their race or ethnicity, so the tables below do not all add up to all those individuals counted in the 2019 PIT Count.
Within Modesto, the following tables show the proportion of those counted in the 2024 PIT Count by race #30..
- 1101 -
Modesto 2025–2030 Consolidated Plan 46
and ethnicity. All races and ethnicities of Modesto residents experience homelessness, but the greatest number of people experiencing homelessness are White, followed by Hispanic.
Nature and Extent of Homelessness by Racial and Ethnic Group Race or Ethnicity Unsheltered Sheltered
White 263 501
Black or African American 55 156
Asian 15 29
American Indian, Alaska Native 33 54
Middle Eastern or North African 1 4
Other Race 14 26
Hispanic 108 271
Source: 2024 PIT Count
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
In Modesto, 45% of those counted in the 2024 PIT were counted as unsheltered. Households without children make up a larger proportion of the unsheltered homeless population, with 85% of households without children unsheltered. On the other hand, only 1% of family households are unsheltered.
Unsheltered homelessness was discussed in public outreach events, where attendees voiced that there is an unmet need for shelter among Modesto’s homeless residents.
Discussion: Homelessness in Modesto has increased since the development of the last Consolidated Plan in 2019. The 2019 PIT Count reflected 1,400 homeless individuals in Modesto, while the 2024 PIT count identified 1,622 homeless individuals. However, the rate of unsheltered homelessness has decreased. While in the 2019 PIT Count 58% of homeless individuals were unsheltered, only 48% of individuals in the 2024 PIT Count were. As indicated in the PIT Count and by stakeholder feedback, there is an unmet need for shelter in Modesto’s unsheltered homeless population. Households without children are especially in need of shelter, as they compose the majority of the unsheltered homeless population.
#30..
- 1102 -
Modesto 2025–2030 Consolidated Plan 47
NA-45 Non-Homeless Special Needs Assessment - 91.205
Introduction:
There are a variety of subpopulations of households that are not homeless but still may require specialized supports to maintain an independent living situation. The subpopulations covered in this section are persons with disabilities, elderly, youth, persons with HIV/AIDS, victims of domestic violence, persons with alcohol or other drug addiction, and farmworkers. The facilities and services available to these subpopulations are discussed in greater detail in the Market Analysis (MA-35) section of this Consolidated Plan.
Describe the characteristics of special needs populations in your community:
Persons with Disabilities: The table below outlines the number of individuals with the associated disability type.
Disability by Type
Disability Type # of Persons % of Total Population
Hearing Difficulty 9,533 4.5%
Vision Difficulty 6,124 2.9%
Cognitive Difficulty 11,799 6%
Ambulatory Difficulty 15,870 8.1%
Self-Care Difficulty 6,907 3.5%
Independent Living Difficulty 13,380 8.5%
Source: 2020 ACS
Independent living difficulty, ambulatory difficulty, and cognitive difficulty are the three most widespread forms of disability in Modesto.
Elderly
According to the 2020 American Community Survey (ACS), about 13.8% of the population in Modesto are over the age of 65. When considering special needs for the elderly, several key elements are at play:
• This age group is more likely to be on a fixed income, with fewer opportunities to increase income • The elderly population is often more susceptible to injury and illness • Those over the age of 65 are more likely to need services associated with a disability, particularly a physical disability that then limits the types of housing available #30..
- 1103 -
Modesto 2025–2030 Consolidated Plan 48
Retirement homes do offer an alternative type of housing that may deliver on the needed services; however, these homes are often not affordable, and many elderly individuals prefer to “age in place.” A complicating factor to those elderly individuals that desire to age in place is their ability to upkeep their home to a condition that is both suitable in general and then suitable for any special need they may have.
Home repair programs, social programming, and transportation are critical to this demographic.
Multiple organizations that attended the Consolidated Plan public outreach sessions reported that elderly Modesto residents are experiencing high rates of housing need and are being priced out of the Modesto housing market. Organizations suggested affordable apartments for elderly residents, as well as homelessness prevention programs.
What are the housing and supportive service needs of these populations and how are these needs determined?
With all of the special need populations, needs are mostly determined by local agencies, government and non-government alike. Some examples of these agencies are Disability Resource Agency for Independent Living (DRAIL), the County Area Agency on Aging, the County Aging and Veteran Services Agency, Catholic Charities, Society of Disabilities, Stanislaus County Affordable Housing Corporation, Behavioral Health, Modesto Independent Living Center, among others. The local agencies best understand the populations they serve, and their needs are discussed in regularly scheduled meetings. Some of the needs regularly brought up in meetings are as follows:
• More affordable housing units for those earning less than 50% - 120% AMI • More flexible criteria for rentals
• Supportive services focused on self-sufficiency
• Affordable units near transit/work opportunities to make for reasonable commutes • Units that can accommodate varying family sizes; namely studios or units built for a single occupant, and also families that are greater than five
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
California was the first state in the nation to allow pharmacies to dispense HIV prevention drugs without a doctor’s prescription through passage of S.B 159. This law allows California residents to obtain both the pre-exposure and post-exposure prescriptions at a pharmacist’s discretion. Stanislaus County has seen an uptick in the number of residents living with HIV; going from 815 active cases in 2018 to 924 cases in 2022 (California HIV Surveillance Report – 2022).
#30..
- 1104 -
Modesto 2025–2030 Consolidated Plan 49
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii))
The City is not planning to use HOME funds for tenant-based rental assistance (TBRA).
Discussion:
Several kinds of special needs other than homelessness are present in Modesto. Some Modesto residents have disabilities, with more than 5% of the population experiencing ambulatory difficulty, cognitive difficulty, or independent living difficulty. This population likely overlaps with the population aged 65 or older, another group that experiences high housing need in Modesto. In addition, estimates show that there are 924 active cases of HIV/AIDS in the City. The needs of these populations are presently addressed by a mix of government and nonprofit agencies. These agencies indicate that their clients’ needs can be better addressed by expanding fair housing education, investing in affordable housing, and investing in public facilities such as senior and recreational centers. In addition, interventions specific to seniors were requested by Modesto residents, including services focused on seniors and affordable apartments reserved for seniors at risk of displacement.
Space below intentionally left blank.
#30..
- 1105 -
Modesto 2025–2030 Consolidated Plan 50
NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
The need for public facilities has increased as the City has continued to grow; and the need for certain kinds of facilities has grown as well. Below is summary of Modesto’s need for public facilities. • Homeless Facilities (i.e. shelters)
o Both stakeholder focus groups meetings, public workshops, and survey responses indicated a need for permanent supportive housing and shelter for people experiencing homelessness. Residents also called for prevention and outreach programs. • Affordable Housing
o There is a special need to provide affordable housing to seniors, who are especially vulnerable to high housing costs given their fixed income. This need was mentioned frequently in outreach meetings.
o Residents also described a general need for more affordable housing in Modesto, especially for families with lower income levels and individuals with disabilities. o There is a need for preventative measures to reduce displacement caused by high housing costs.
• Parks/Recreational Facilities
o Residents expressed a desire for improved recreational facilities, especially parks and trails.
o There is a desire for additional programming in recreational centers for youth and seniors.
Specifically, after-school programming for youth and social activities for seniors. • Childcare Center/Facilities
o Residents indicated childcare centers are important public facilities and rank highly as a public facility need.
• Miscellaneous/Facilities
o There is a need for medical/dental centers, and food banks.
How were these needs determined?
These needs were highlighted in the City-wide survey, stakeholder focus group meetings, as well as community/public meetings that focused on community needs on both housing and non-housing issues.
Also, local plans and regional strategic plans support the needs listed above. Finally, as with all community needs, local organizations (government and non-government) that work directly with the community are consulted regularly to discuss changing or developing needs within the community.
Describe the jurisdiction’s need for Public Improvements:
Similar to public facilities’ needs, public improvement needs have increased as the City and continues to grow. Below is a summary of Modesto’s need for public improvements. • Residents expressed a strong desire for improvements to roads, sidewalks, parks, trails, and bus stops to improve the usability, beauty, and accessibility of public spaces. Streetlight installation, speed bumps, shelters, and seating at bus stops were specifically requested as well. #30..
- 1106 -
Modesto 2025–2030 Consolidated Plan 51
How were these needs determined?
These needs were highlighted in the City-wide survey as well as community/public meetings that focused on community needs on both housing and non-housing issues. Also, local plans and regional strategic plans support the needs listed above. As with all community needs, local organizations (government and non-government) that work directly with the community are consulted regularly to discuss changing or developing needs within the community.
Describe the jurisdiction’s need for Public Services:
The Continuum of Care (CoC) for the County continues to develop efficiencies and build relationships across organizations to limit service gaps in the system of care. The needs outweigh the available resources in the City; however, some of the highest-level needs are:
• Homelessness prevention services
o The number of individuals experiencing homelessness in Modesto and Stanislaus County has grown over the past several years. There are many factors contributing to this: tight housing market, changes in laws/regulations, limited shelter beds, among others. o In several consultations, homelessness prevention was identified as an important part of providing supportive services and having clients engage in such services. This is because, from the view of several service providers, many of the most difficult individuals to engage with include those identified in the PIT Count.
o Providing services such as homeless shelters, prevention and outreach programs, and supportive housing all were key takeaways from the community outreach. • Substance abuse services
o Community input indicates that there is a connection between the increase in homelessness throughout the region and substance-abuse. Therefore, the availability of substance abuse recovery services will support the initiatives working to end homelessness in the City.
• Workforce development
o This need was identified as being targeted specifically to those individuals' experiencing homelessness, however it is understood that this need encompasses those experiencing homelessness and also those that are at-risk of becoming homeless due to economic circumstances. It is expected that the City will continue to grow, increasing pressure on the housing market; therefore, it will be imperative that those that work in the City are able to afford homes within the City. Workforce development has the potential to assist those households earning less than 80% AMI to increase their financial circumstances. #30..
- 1107 -
Modesto 2025–2030 Consolidated Plan 52
o Economic development emerged as a critical need, with strong support for the redevelopment and revitalization of abandoned properties and increased financial assistance for community organizations.
• Transportation Access and Equity
o Respondents recommended expanded subsidized travel programs, expanded public transportation coverage, and promotion of existing resources such as local transit apps. • Housing Discrimination Education
o Outreach indicated a need for greater awareness of housing discrimination, with survey respondents reporting that they would not know how to report housing discrimination if they experienced or witnessed it. This highlights a need for greater outreach and education on fair housing rights and reporting processes.
How were these needs determined?
Public service needs were identified through outreach to agencies and stakeholders providing services within the City as well as the City-wide community survey. #30..
- 1108 -
Modesto 2025–2030 Consolidated Plan 53
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The purpose of the Market Analysis is to provide a clear picture of the environment in which Modesto must administer their programs over the course of the Consolidated Plan. The data used throughout the Housing Market Analysis is derived from the 2016-2020 American Community Survey (ACS) and other important documents from the Stanislaus County and the City of Modesto. The following gives a brief overview of the Market Analysis results, with more detailed information included in each corresponding section.
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
• As of 2020, according to the City of Modesto’s 2023-31 Housing Element, Housing Stock Characteristics, Modesto has 73,906 housing units, 78.9% of which are single-family homes (detached and attached).
• Overall, since the prior Consolidated Plan period (2020-25), there was a slight decrease in the total housing stock in the City. There was no major loss of units or demolition without replacement and the decrease is within the margin of error in the census data. • Rental homes have a varying range of sizes; 18% are one-bedrooms or studios, 36% are 2-bedroom homes, and 41% of rental homes have 3 or more bedrooms. • Of all owner-occupied homes, 86% are homes with 3 or more bedrooms.
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) • The cost of housing for purchase and renting has increased since 2009. • As of 2020, home values went up by 63% ($300,700)
• As of 2020, the medium rent increased by 26% ($1,051) MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) • 50% of all renter-occupied housing units have at least one housing condition (cost burden, overcrowding, or substandard condition). • 29% of owner-occupied housing units have a housing condition in Modesto • Considering the age of the housing stock in Modesto, 53% of owner-occupied housing was built before 1980, while 61% of renter-occupied housing was built before 1980.
MA-25 Public and Assisted Housing – 91.210(b)
• The City of Modesto has 647 public housing units.
• Most of the units are in good condition, although they are aging. The bulk of the City’s public housing stock was built in the 1950s.
• The greatest restoration needs are plumbing, electrical, and exterior painting.
MA-30 Homeless Facilities and Services – 91.210(c)
#30..
- 1109 -
Modesto 2025–2030 Consolidated Plan 54
• There are a number of organizations within the Continuum of Care (CoC) that operate beds at varying level of services. The following is a summary of those currently in operation in the City of Modesto:
o Emergency Shelter beds -> 313
o Transitional Shelter beds -> 32
o Permanent Supportive Housing units -> 231
• There are a total of 345 beds combining emergency shelter and transitional shelter, and 231 permanent supportive housing units.
• There are some beds within each category that prioritize those that are chronically homeless, veterans, or unaccompanied youth.
MA-35 Special Needs Facilities and Services – 91.210(d) • Primary needs for those special-needs populations are accommodations for mobility such as wheelchairs, grab bars, and adequately wide hallways and entry ways. • There is a need for additional incentive to have those receiving services for substance abuse disorders to remain stably housed in housing circumstances that allow maximum support and wrap-around services as needed.
• The consultation with the CoC identified several types of services that are in need throughout the County:
o Those individuals with mental health and/or addiction issues need supportive services at each step of their process across the spectrum of housing options. o Successes were identified in households exiting transitional housing into permanent housing when connected with employment opportunity/trainings. #30..
- 1110 -
Modesto 2025–2030 Consolidated Plan 55
MA-40 Barriers to Affordable Housing – 91.210(e)
• Several factors contribute to barriers in developing affordable housing within the City of Modesto.
These include zoning change fees, development impact fees, land dedication requirements, school district fees, and site improvement costs. The City’s fee structure includes costs related to building permits, capital facilities, sewer and water connections, and infrastructure improvements, which can increase overall development costs and act as constraints for affordable housing projects. • To address these challenges, the City of Modesto regularly evaluates policies and collaborates with relevant departments and stakeholders to mitigate barriers where possible. This includes offering fee waivers or reductions for affordable housing developments, capital facilities fee exemptions for low-income housing, and pursuing permit streamlining efforts to reduce development timelines and costs.
MA-45 Non-Housing Community Development Assets – 91.215 (f) • Modesto, and the larger Stanislaus County, expects the economy to continue to grow and unemployment rates to continue trending downward. The industries with the largest employment in Modesto are:
o Education and Health Care Services
o Retail Trade
o Arts, Entertainment, Accommodations
o Construction
o Professional, Scientific, Management Services
o Transportation and Warehousing
• The unemployment rate has fallen from the prior Consolidated Plan period which reported the unemployment rate at 13.6% in 2016. Updated data show that the unemployment rate is 8.48%.
The unemployment rate for certain age groups differs:
o Ages 16 - 24 -> 19.29%
o Ages 25-65 -> 5.57%
• More highly educated Modesto residents fare better economically, with higher wages and lower unemployment. Expanded education and technical training could be used to both meet Modesto’s business needs and expand access to more highly paying jobs. • New infrastructure investment and planning initiatives such as Modesto’s Downtown Master Plan and the City of Modesto Comprehensive Economic Development Strategy will likely bring additional investment and jobs to Modesto.
MA-50 Needs and Market Analysis Discussion
• Modesto has several racially or ethnically concentrated areas of poverty. • These R/ECAP tracts have a lower TCAC Economic Score, indicating a lower adult education rate, a lower employment rate, a higher poverty rate, and lower home value. The TCAC Economic Score #30..
- 1111 -
Modesto 2025–2030 Consolidated Plan 56
is a metric used to identify areas in California with economic characteristics that may lead to positive outcomes for lower-income families.
• As housing costs continue to rise in the region and incomes do not keep pace with cost increases, housing options will be further limited, with impacts on residents of low-income and racially concentrated neighborhoods.
• Existing assets include community centers, places of worship, schools, libraries, and parks.
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2)
• Throughout the City of Modesto, there are between 4 and 12 broadband internet providers providing services. There is no need to introduce additional broadband providers in Modesto. • Despite the Citywide availability of multiple broadband providers, only 88.2% of Modesto households have a broadband Internet subscription.
• In order to meet this unmet need and increase access to Wi-Fi, the City has opened free public Wi-Fi access in the immediate areas surrounding the downtown Tenth Street Place building.
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
• Modesto faces heightened risks from including drought and water scarcity, extreme heat, flooding, severe weather events, and wildfires.
• Low- to-moderate income residents are thought to be more apt to be impacted and are especially vulnerable because of housing location, building quality, limited resources for adaptation, and heat vulnerability.
• The Stanislaus County 2022 Multi-Jurisdictional Hazard Mitigation Plan aims to help address some of these risks.
#30..
- 1112 -
Modesto 2025–2030 Consolidated Plan 57
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
This section utilizes the 2016 to 2020 American Community Survey data. Of the current units, single unit detached properties make up the large majority of Modesto’s housing stock. Multi-family units of five or more units make up about 13% of the housing market in the City, which is typical in moderately dense cities. Single unit attached homes are those homes that may share an outside wall, commonly referred to as a “townhouse” or “rowhouse.” Meanwhile, manufactured housing, such as mobile homes and RVs, make up about 3% of total stock; such housing is often found in more economically and environmentally vulnerable areas.
The table below indicates the number of housing units located in each building type. For example, there are 5,670 housing units located in buildings where there are between 2-4 units in the building.
All Residential Properties by Number of Units
Property Type Number %
1-unit detached structure 53,060 72%
1-unit, attached structure 3,475 5%
2-4 units 5,670 8%
5-19 units 4,255 6%
20 or more units 5,540 7%
Mobile Home, boat, RV, van, etc 1,890 3%
Total 73,890 100%
Source: 2016-2020 ACS
In terms of renter households, 22% are in units that have one bedroom or less and 77% are in homes that have two bedrooms or more. In terms of owner households, 86% of owner households have three bedrooms or more, with only 14% of all owner households having two bedrooms or less.
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 180 0% 1,385 4%
1 bedroom 355 1% 5,700 18%
2 bedrooms 5,130 13% 11,365 36%
3 or more bedrooms 33,955 86% 13,035 41%
Total 39,620 100% 31,485 99%
Source: 2016-2020 ACS
#30..
- 1113 -
Modesto 2025–2030 Consolidated Plan 58
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
Since 2019, 659 units have received assistance through federal, state or local programs serving all populations 80% AMI or below with 341 units complete and 318 units expected to be complete within the next 18 months and according to the Modesto’s 6th Cycle Housing Element 2,092 active housing units in Modesto that are still under government assistances agreements.
Family Homeless, Single
household
Single
Household
Youth Grand Total
Household
AMI level
30% or
Below
80% or
Below
30% or Below 80% or
Below
30% or
Below
Completed 10 78 223 30 341
In Construction 114 54 150 318
Grand Total 10 192 277 150 30 659
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
As noted in the City of Modesto 6th Cycle Housing Element, there are 188 units from five affordable housing projects that are at risk of converting to market rate units by 2031. These projects are at risk due to factors such as the expiration of the affordability covenant and/or purchase of property after expiration to a for-profit owner after the covenant expiration date. There are actions that can be taken to provide extended affordability.
Does the availability of housing units meet the needs of the population? Based on data within the Needs Assessment section, the community survey results, and feedback from public community meetings, the availability of affordable housing units does not currently meet the needs of the population. Currently, 29,065 households in the city earn less than 80% AMI with only 2,092 documented as available housing unitsfor households earning less than 80% AMI, leaving nearly all lowerincome households housing cost burdened by the Federal definition. Approximately 77% of low- and moderate-income households experience at least one severe housing problem (including cost burdens, substandard conditions and overcrowding). The higher percentage of low- and moderate-income households experiencing severe housing problems translates across both homeowners and renters, but disproportionately affects lower-income, non-white households.
Describe the need for specific types of housing:
The housing currently available in the city contrasted against the current need, points to a primary need for affordable housing serving households earning 80% AMI or less. Based on the 2023-31 Housing Element, there is a wide array of housing needs that cut across various household compositions and #30..
- 1114 -
Modesto 2025–2030 Consolidated Plan 59
demographics. As indicated in the 2023-2031 City of Modesto Housing Element, the following highlights several of the primary housing needs:
• The 2023-31 City of Modesto Housing Element indicates a total of 11,248 housing units needed to meet projected population growth, 4,750 of which are needed for households earning less than or equal to 80% AMI.
• Over half of the City’s households have an income less than 100% of HUD Area Median Family Income (HAMFI), suggesting a greater need for housing that serves lower-income households. • The City’s population age distribution between 2010-20 shows an increased senior population (53.1% increase among ages 65-74), indicating a need for more senior housing. The need for senior housing was also expressed in public engagement meetings. • Similarly, an increase in younger family households (19.6% increase in ages 25-34), indicates a need for more single-family and homeownership units. The need for more homeownership opportunities, particularly within low-income communities, was expressed in public engagement meetings.
• An increase in the number of affordable rental units, particularly for special needs populations, including people experiencing homelessness, and extremely low-income households (ie. those earning less than or equal to 30% AMI) was generally expressed in public engagement meetings.
Discussion
A combination of economic and demographic factors has contributed to the need for increasing the number of housing units in the city, both homeownership and rental, and particularly those that serve lower-income households. Some of those factors include:
• Overall population growth in the city which projects a demand for 11,248 new housing units between 2023-31.
• Over half of the City’s households are moderate- to low-income, earning less than 100% of HAMFI. • Changing demographics, including an increase in the number of seniors who are more likely to be on fixed-incomes, and an increase in the number of larger renter households (three- and fiveperson households). • A disproportionate share of lower-income, non-white households experience one or more severe housing problems.
• Point in Time counts between 2019 and 2024 indicated a 16% increase in homelessness over the same time period.
• An 18% increase in the median rental price between the 10-year low in 2015 to the current median price in 2024.
• The City’s 2023-31 Housing Element projects a potential loss of 188 affordable housing units by 2031.
#30..
- 1115 -
Modesto 2025–2030 Consolidated Plan 60
Affirmatively Furthering Fair Housing legislation requires a jurisdiction in its Housing Element to analyze barriers to housing and identify goals to address the impacts of systemic issues such as segregation, housing cost burden, and unequal educational and employment opportunities. The Needs Assessment and Market Analysis sections of this Plan, which are informed by information contained in Modesto’s 6thCycle Housing Element, indicate significant barriers and challenges to securing housing that disproportionately affect lower-income, non-white households. To ensure the City’s fair housing goals are met, the provision of new housing must be considered in the context of meeting AFFH requirements, including where housing units are sited in proximity to job opportunities and resources such as schools, grocery stores, and other neighborhood amenities. The City may simultaneously achieve its goal of increasing the number of housing units while meeting AFFH requirements, by concentrating development activity in areas best-suited for maximizing density in an efficient manner and locating housing that serves all ranges of income levels in amenity-rich neighborhoods. #30..
- 1116 -
Modesto 2025–2030 Consolidated Plan 61
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
The cost of purchasing and renting homes in Modesto has continued to rise since 2009. According to ACS data through 2020, the medium home values went up by 63% and the median rent went up by 26%. This continued upward trend is supported by the Zillow Home Value Index which shows that between 2015 and 2022 Modesto home values rose from just over $200,000 to over $450,000. Between 2021 and 2022, home values increased by 5.5 percent.
Cost of Housing
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value $184,600 $300,700 63%
Median Contract Rent $834 $1,051 26%
Source: 2000 Census; 2016 – 2020 ACS
The table below highlights the ranges of rent typically being paid in Modesto as of 2020. The table shows that most renters in Modesto are paying above $1,000 in rent each month. Given that the table’s data is from 2020, and the rents have risen since then, it can be assumed that a greater percentage of Modesto renters are paying more than what the table may show. It is also important to note that the fair market rent (FMR) for a 2-bedroom unit is $1380 according to the HUD fiscal year 2023 Fair Market Rent Documentation system.
Gross Rent Paid
Rent Paid Number %
Less than $500 2,245 7.1%
$500-999 12,350 39.2%
$1,000-1,499 13,490 42.8%
$1,500-1,999 2,855 9.1%
$2,000 or more 550 1.8%
Total 31,490 100.0%
Source: 2016-2020 ACS
The table below is a calculation made by HUD to determine the number of units deemed affordable for each income bracket. Affordability in this instance means that a household is not paying more than 30% of monthly gross incomes towards housing costs including utilities. The table shows that the majority of housing units are available to those who make at least 80% of AMI. The table also identifies the number of units that are affordable to each income bracket. Understandably, those with the lowest income have the fewest housing options that are affordable. There is a total of 17,410 households in Modesto earning 50% AMI or less and a total of 4,350 units available to households earning 50% AMI or less, as indicated in the table below.
#30..
- 1117 -
Modesto 2025–2030 Consolidated Plan 62
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 740 No Data
50% HAMFI 2,610 1,000
80% HAMFI 13,530 3,510
100% HAMFI No Data 7,495
Total 16,880 12,005
Source: 2016-2020 CHAS
The Fair Market Rent and HOME rents outlined below are HUD calculations that work to inform payment standards for the Housing Choice Voucher program among other HUD programs. The Fair Market Rent (FMR) is the basis for determining the maximum monthly subsidy for a family receiving housing assistance through a HUD program. It is important to note that about 60% of those households renting in Modesto are in units that are two-bedrooms or less. The FMR rate and the High and Low HOME rents seemingly are operating at a value that is slightly less than what a unit rents for in Modesto.
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,039 $1,072 $1,365 $1,929 $2,258
High HOME Rent $722 $791 $952 $1,091 $1,198
Low HOME Rent $567 $608 $730 $842 $940
Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? According to data included in the Needs Assessment section of this Plan, there is not sufficient affordable housing for households earning less than 80% AMI. The need for affordable housing available to lowerincome households is revealed in the number of households experiencing one or more severe housing problems, such as overcrowding, housing cost burden and substandard living conditions.
ACS data indicates that the majority of housing is available to individuals above 80% AMI, with the need for additional housing affordable to households earning 80% AMI and below cutting across both rental and homeownership. For renters, 3,350 out of 16,880 rental units were affordable to those 50% AMI or below; only 1,000 out of 12,005 housing units were affordable to homeowners under 50% AMI or below.
Of those 30% AMI and below, no housing units were affordable for ownership.
Additionally, 2023-31 City of Modesto Housing Element projects a need for 11,248 additional housing units to meet projected population growth, 4,750 of which should serve households up to 80% AMI. As outlined in the 2023-31 City of Modesto Housing Element, the need for new housing units by income bracket is as follows:
#30..
- 1118 -
Modesto 2025–2030 Consolidated Plan 63
Housing Need by Income Bracket
Income Category Units Needed
Extremely Low 1,403
Very Low 1,404
Low 1,943
Moderate 1,981
Above Moderate 4,517
Source: City of Modesto 2023-2031 Housing Element
How is affordability of housing likely to change considering changes to home values and/or rents? The City has seen a steady increase to its median home value between 2015 and 2022. In 2022 the median home value was $435,591. Since a household can typically qualify to purchase a home that is 2.5 to 3.0 times the annual income of that household, Modesto’s median income of $62,182 implies the median sales price should be no greater than $186,546. The difference between the median home value and what is considered affordable to a homeowner indicates an inability for most of the City’s population to be able to afford the cost of owning a home without experiencing a housing cost burden.
Similarly, the City has experienced a steady increase in the median rental price of a home between 2015 and 2020. There was an 18% increase to the 10-year low of $1,105 per month in 2015 compared to the current median monthly rent of $1,304 in 2020. Using Modesto’s median income of $62,182 and assuming a housing cost of no greater than 30% of household income, implies the median rental price should be no greater than $1,555 per month. This indicates that affordability of rental housing in Modesto is more easily achievable than homeownership.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
The HOME and FMR rental rates are slightly below the median rental rates according to Zillow data. Zillow aggregates all rental types, so the 2009 may skew a bit higher than what rental rates for one- and twobedroom units. According to rentcafe.com the average rent in Modesto is $1,678.
Rental Rates
Unit Type Rental Cost
One-Bedroom FMR (2025) $1,209
Two-Bedroom FMR (2025) $1,566
#30..
- 1119 -
Modesto 2025–2030 Consolidated Plan 64
Three-Bedroom FMR (2025) $2,194
Zillow Average 2024 (All unit sizes) $2,009
Rentcafe.com (all unit sizes) $1,678
Source: HUD FMR; Zillow Housing Data; Rentcafe.com
The rental rates table highlights the differences that exist between the fair market rent (FMR) and the current rate in Modesto. The market is difficult for both renters and owners at this point in time. That being the case, homebuyers that are unable to obtain financing or are unable to find an affordable unit to purchase are relegated to the rental market. The rental market then gets increasingly tight for those renters. A rental market that is becoming increasingly unaffordable for those earning less than 80% AMI is a reason the City prioritizes limited resources for affordable rental housing.
Discussion
Data in this section indicates the market for homeownership opportunities is generally inaccessible to lower-income households due to the disparity between the City’s median home value and the projected home price affordable to median and below income earners. Those residents that cannot afford to purchase a home, the majority of which are lower-income households, are therefore relegated to the rental housing market which is relatively affordable in terms of median monthly rent as compared to median household income. However, the current availability of rental units affordable to households earning less than median income cannot meet the commensurate demand, which results in the majority of lower-income households experiencing a disproportionate share of severe housing problems, including housing cost burden.
#30..
- 1120 -
Modesto 2025–2030 Consolidated Plan 65
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
An assessment of the condition of housing in Modesto is necessary in determining how well the City is meeting its population’s housing needs, which impacts a broader determination of how successful the City has been in meeting Affirmatively Further Fair Housing goals. The quality of housing stock in Modesto is a component in identifying disproportionate housing needs, a condition in which there are significant disparities in how certain members of the population experience a category of housing need in relation to others.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
According to HUD, substandard housing conditions within the City of Modesto include the following:
• Violation of State building and housing codes;
• Lack of adequate plumbing, kitchen, or heating facilities; and • Overcrowding conditions (defined as being occupied by more than one person per room, including living and dining rooms but excluding bathrooms and kitchen).
A housing unit is considered to be in “Standard Condition” if the unit:
• Is structurally sound and provides adequate shelter from the weather elements and a securable interior environment
• Has operable indoor plumbing (a minimum of one of each: wash basin, water closet, bathing facilities, kitchen sink)
• Has an adequate, safe electrical system
• Has a sanitary food preparation facility
• Has no presence of environmental health concerns such as mold and lead • Meets and or exceeds HUD Housing Quality Standards (HQS).
A housing unit is considered to be in “substandard condition but suitable for rehabilitation” if the housing unit:
• Does not meet one or more of the conditions required for a dwelling to be in “standard condition” and the cost to bring the dwelling into compliance does not exceed 75 percent of the value of the house and property.
• Has been declared unfit or unsafe for occupancy by a government agency and the cost to bring the dwelling into compliance does not exceed 75 percent of the value of the house and property.
The table below highlights both owner-occupied and renter-occupied households and their rate of experiencing housing conditions. The table shows that renter households are more likely to experience a #30..
- 1121 -
Modesto 2025–2030 Consolidated Plan 66
housing condition as defined above. While 56% of renter-occupied homes in Modesto have a housing condition, 30% of owner-occupied units experience such housing conditions.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 11,665 29% 15,780 50%
With two selected Conditions 290 1% 2,040 6%
With three selected Conditions 0 0% 70 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 27,660 70% 13,595 43%
Total 39,615 100% 31,485 99%
Source: 2016-2020 ACS
The age of residential properties is a metric that can be used to predict how many housing conditions may exist across the City’s housing stock, with older units more likely to have conditions requiring rehabilitation or even replacement. Renter-occupied homes have more housing conditions to report and are more likely to be built before 1979: 61% of renter-occupied homes are built prior to 1979 and 53% of owner-occupied homes are built before 1979.
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 5,480 14% 2,324 7%
1980-1999 13,045 33% 9,860 31%
1950-1979 17,725 45% 15,755 50%
Before 1950 3,355 8% 3,535 11%
Total 39,605 100% 31,474 99%
Source: 2016-2020 ACS
Considering the age of housing stock in Modesto, lead-based paint is a primary risk when looking at homes built before 1979. Lead-based paint was banned in 1978. Examining the tables above and below provides a sense of the number of homes in Modesto where lead-based paint may be present.
The table below identifies that renter-occupied homes are slightly more likely to have risk of lead-based paint present. Of the nearly 41,000 homes in Modesto built before 1980, 61% are renter-occupied homes, whereas of all owner-occupied homes, 53% are built before 1980. Of all those homes built before 1980 with children present, 9% are renter-occupied homes.
#30..
- 1122 -
Modesto 2025–2030 Consolidated Plan 67
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 21,080 53% 19,290 61% Housing Units built before 1980 with children present 6,154 16% 2,894 9% Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Data on housing units’ suitability for rehabilitation is currently not available, but unit age can be used as a proxy for rehabilitation need, as can insights from the Rental Housing Safety Program outlined below.
Need for Owner and Rental Rehabilitation
61% of renter-occupied units and 53% of owner-occupied units are built before 1980. Although not all of these older units require rehabilitation, it is likely these older units have higher need for rehabilitation. In addition, areas with older housing stock correspond with areas of higher concentrations of low- and moderate-income households. Those low- and moderate-income owner households are more likely to defer maintenance due to financial constraints. Those landlords renting to low- and moderate-income households are more likely to defer maintenance because the cost of repairs may affect the owner’s return on investment. Another important note to consider is that renter-occupied housing is often less likely to be rehabilitated in a tight housing market. In a tight housing market, landlords are able to consistently fill vacancies, which minimizes incentives for a renter-occupied rehabilitation.
This information is of particular importance where there are concentrations of households earning less than 80% AMI. As the Needs Assessment points out, these households experience housing problems at higher rates, meaning they are more vulnerable to substandard housing because their options are more limited than other households throughout the City. There is a need for landlords to be reminded of code requirements and upkeep standards, especially in those neighborhoods where households are most likely to be low-income.
In 2019, the City of Modesto adopted a Rental Housing Safety program to safeguard rental housing. The program requires annual self-inspections of rental housing units. Annual self-inspections encourage preventative maintenance and allow landlords and property managers a better chance of awareness of poor conditions. The awareness provides opportunities for preventative maintenance which protects rental housing stock and the value of adjacent properties. Code Enforcement continues to follow up on complaints filed by renters and also conducts proactive inspections of up to 10% of rental units. A proactive approach reduces the need for tenants to request help from City officials and eliminates the fear of retribution from landlords.
Modesto’s Rental Housing Safety Program which addresses substandard housing conditions began conducting inspections in 2023. Since then, 1,279 Audits have been conducted and 196 were received as Complaints. Of the 1,279 Audits, 793 (62%) had violations. Of the 196 Complaint cases, 149 (76%) had violations. Overall, 677 units have been brought into compliance since 2023. Some of the most common #30..
- 1123 -
Modesto 2025–2030 Consolidated Plan 68
violations are water heating facilities, electrical installations, lack of insect screens, and H&S CODE 17926.1 (maintenance of carbon monoxide devices).
Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with Lead Based Paint Hazards
According to the tables above, the American Community Survey (ACS) and the Comprehensive Housing Affordability Strategy (CHAS) data estimate that 21,080 owner-occupied units and 19,290 renter-occupied units were built before 1980. Knowing that approximately 41% of all households in the City are considered low- moderate-income, this percentage can be applied to all housing units across the City to estimate the number of low- moderate-income households that are living in units built before 1980, thus at greater risk of being exposed to lead-based paint hazards.
Assuming 41% of owner-occupied and renter-occupied housing units in the city are low and/or moderateincome households, the following can be determined:
• An estimated 8,643 owner-occupied households in the city are both low and/or moderateincome and also live in a housing unit built before 1980 • An estimated 7,909 renter-occupied households in the city are both low and/or moderateincome and also live in a housing unit built before 1980 Discussion
The condition of Modesto’s housing stock is an indicator of how well the City is meeting its Affirmatively Furthering Fair Housing goals. Defined standards of housing condition – “standard” and “substandard” – are used to determine if housing units need to be rehabilitated or replaced, and observed and reported conditions provide markers for which segments of the population are living with greater housing needs.
According to the data, 56% of renter households are living with at least one reported housing condition, while 30% of owner-occupied housing units report one or more housing conditions. Housing conditions can also be inferred through the age of the housing stock. For example, housing built before 1980 is more likely to contain lead-based paint, a primary health risk and indicator of substandard conditions. Renter households are disproportionately more likely to have led-based paint present in their homes, as 61% of the total housing units in the city built before 1980 are occupied by renters, compared to 53% of the total housing units occupied by owners. Older housing stock also has higher need of rehabilitation or replacement, indicating another need disproportionately concentrated among renters and LMI households.
Housing units in low- and moderate-income neighborhoods are more likely to experience a higher number of reported housing conditions and thereby experience more severe housing needs. Similarly, rental units are more likely to experience a higher number of reported housing conditions and therefore experience more severe housing needs.
#30..
- 1124 -
Modesto 2025–2030 Consolidated Plan 69
MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Public housing residents in Modesto are served by the Stanislaus Regional Housing Authority (Stan Regional), a nonprofit dedicated to meeting the housing needs of residents across Alpine, Amador, Calaveras, Inyo, Mariposa, Mono, Stanislaus, and Tuolumne Counties. The Housing Authority manages public housing units and administers various Voucher programs, including Project-Based, Tenant-Based, and Special Purpose Vouchers. Additionally, the Housing Authority manages hundreds of public housing units that serve residents who do not participate in voucher programs.
Totals Number of Units
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available 0 0 630 4,639 343 3812 227 178 79
# of
accessible
units N/A N/A 40 N/A N/A N/A N/A N/A N/A
Describe the supply of public housing developments:
There are 630 public housing units, most of which are scattered throughout the City. Of these public housing units, most of the structures were developed in the 1950’s.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
There are a total of 630 public housing units controlled by Stan Regional. Based on the most recent HUD REAC inspection scores, the condition of these public housing units is generally good (ie. scores in the 80- 89 range). Most of the public housing units were built in the 1950’s and conditions include normal wear and tear, or only slight defects which are normally corrected during the course of regular maintenance and inspections.
Public Housing Developments
#30..
- 1125 -
Modesto 2025–2030 Consolidated Plan 70
Oakdale PH = 26
Turlock PH = 30
Modesto PH, scattered sites = 432
Ceres PH, scattered sites = 48
Newman PH = 16
Patterson PH = 30
Westley PH = 20
Hughson PH, scattered sites = 45
Source: Stanislaus Regional Housing Authority
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
According to Stan Regional, mobility and accessibility retrofits are some of the most significant needs in public housing units. Commonly requested modifications to units include carpeting, walk-in showers, raised toilet fixtures, and grab bars. Residents of public housing units report the need for plumbing, electrical and painting upgrades.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
Public housing was established to provide decent and safe rental housing for eligible, low-income families, elderly residents, persons with disabilities, and other populations requiring special assistance including migrant farmworkers. Stan Regional maintains a list of subsidized public housing properties in Modesto and throughout all eight counties served by Stan Regional.
Stan Regional currently administers a supportive housing program that includes persons exiting transitional housing to help people prepare for independent living and permanent supportive housing for people with long-term or chronic service needs, in an effort to maintain transitional and supportive housing for people who have been homeless or are at risk of homelessness.
The Family Self-Sufficiency Program is a five-year voluntary program designed to help families achieve self-sufficiency by providing case management and referrals to supportive social services not limited to:
• Child Care/Transportation/Budgeting/Counseling
• Education (H.S. diploma, GED, Community College and Four-Year institutions) • Job Search and Work Skills/Legal Services
• Parenting Skills/Health/Food & Nutrition
• Career Guidance Counseling
#30..
- 1126 -
Modesto 2025–2030 Consolidated Plan 71
• Communication Skills/Stress Management
• Drug & Alcohol Counseling
• Stress Management/Self-Esteem/Motivation
• Homeownership
The Family Self-Sufficiency program works in conjunction with the Program Coordinating Committee to create an effective delivery system of supportive services to provide critical tools to help families on their path to self-sufficiency. This committee has been established to create an established partnership and linking services with the intention of assisting residents by offering up to date possible resources, moving along the housing continuum, available in the county.
Discussion:
Stan Regional in its role to address the unmet housing needs of its residents and communities, maintains an array of services including rental subsidies in the form of tenant- and project-based Section 8 vouchers, “conventional” public housing units for low-income residents and populations with special needs, and programs meant to improve the living conditions of low- and moderate-income households.
Stan Regional maintains a portfolio of 630 public housing units across Modesto, the majority of which meet HUD REAC housing condition scores of “good,” though some units fall below that category and many residents report maintenance needs including plumbing, electrical and painting upgrades. Mobility improvements for residents with physical needs is also a commonly reported condition across public housing units.
Stan Regional currently implements programs to help assist individuals and families experiencing homelessness transition from interim housing to permanent housing and provides a delivery system of supportive services to help households achieve self-sufficiency. Stan Regional in its role to address the unmet housing needs of its residents and communities, maintains an array of services including rental subsidies in the form of tenant- and project-based Section 8 vouchers, “conventional” public housing units for low-income residents and populations with special needs, and programs meant to improve the living conditions of low- and moderate-income households.
#30..
- 1127 -
Modesto 2025–2030 Consolidated Plan 72
MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Per the Stanislaus County 2024 Affordable Housing Needs Report, in 2023, 16,239 low-income renter households in Stanislaus County did not have access to an affordable home. Additionally, as of 2023, the County only had 1,217 beds available in interim and permanent units for homeless households. The data show that there is a large need for housing for affordable housing and housing for homeless households.
The homeless facilities and services are coordinated through the Continuum of Care in the County, the Stanislaus Community System of Care (SCSOC). The agencies that are part of the SCSOC provide several types of housing and services including:
• Emergency shelter for families, adult individuals, and youth • Rapid Re-Housing (RRH) for families and adult individuals • Transitional housing for families and adult individuals • Permanent Supportive Housing (PSH) for adult individuals The table below provides an overview of how these different types of housing and services are focused on different kinds of homeless households. The greatest number of beds are Permanent Supportive Housing, with the bulk of these focused on households with only adults. Modesto is currently adding more facilities and housing targeted to homeless households, including the 42-unit Dignity Village bridge housing project, which received its Certificate of Occupancy in April 2025. The Jenny’s Place project, formerly known as Traveler’s Motel, is a 53-unit permanent supportive housing project for youth and other individuals experiencing homelessness. This project is expected to be complete in Summer 2025.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and Child(ren)
228 78 223 2
Households with Only
Adults
840 150 155 507 16
Chronically Homeless
Households
n/a n/a 685
Veterans 0 0 271 0
Unaccompanied Youth 8 0 0 38
Source: 2024 Continuum of Care Housing Inventory Count
#30..
- 1128 -
Modesto 2025–2030 Consolidated Plan 73
Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.
Below is a list of services used to complement services targeted to persons experiencing homelessness. • Behavioral Health and Recovery Services (BHRS) administers Stanislaus County’s behavioral health and recovery services. (Inpatient, PSH Supportive Service, Street Outreach, Telecare, ACCESS Team)
• CalPRIDE: An LGBTQ+ advocacy group offering support services, education, and communitybuilding activities. They provide referrals for LGBTQ+ inclusive housing, mental health support, and crisis resources.
• Central Valley Opportunity Center (CVOC) is a nonprofit employment training and service provider serving the counties of Stanislaus, Merced, and Madera. • Community Services Agency (CSA) - administers the STANWORKS programs, which include CalWORKs, Welfare-to-Work, Medi-Cal, CalFresh, General Assistance, Cash Assistance for Immigrants (CAPI), SSI Advocacy, Refugee Cash Assistance (RCA), and the Trafficking and Crime Victims Assistance Program (TCVAP), all designed to provide financial support, employment services, and access to essential resources while promoting self-sufficiency, protecting vulnerable populations, preserving families, and maintaining program integrity through innovative and effective strategies.
• Disability Resource Agency for Independent Living (DRAIL) - a nonprofit corporation that provides support to persons with disabilities. Providing emergency preparedness, independent living skills, and peer counseling.
• Downtown Streets Team: a program that is designed to provide homeless individuals skills and attributes that are necessary to move toward employment, housing, and overall, a better quality of living.
• Employment Development Department (EDD) - State agency that provides services to Individuals in Californian under Unemployment Insurance, State Disability Insurance, workforce investment, and Labor Market Information programs.
• Food Initiative of Greater Stanislaus - serves Stanislaus County healthy food through their Mobile Food Pantry, Food Coalition and Homebound Delivery Programs, they also offer Job Corps, administered by The U.S. Department of Labor, is a no-cost education and vocational training program for persons between the ages of 16 and 24 who qualify as low income. • Golden Valley Health Center (Corner of Hope Homeless Outreach Program) provides free health services including dental, vision, general medical and mental health services. • Health Services Agency (HSA) in partnership with local hospitals and physician groups supplements and promotes a health delivery system that ensures that Stanislaus County residents have access to quality health care.
• Job Corps administered by The U.S. Department of Labor, is a no-cost education and vocational training program for persons between the ages of 16 and 24 who qualify as low income. #30..
- 1129 -
Modesto 2025–2030 Consolidated Plan 74
• National Alliance on Mental Illness (NAMI) provides employment assistance, by providing informational resources, detailing vocational programs available to persons with a mental illness, legal protections, and health coverage options.
• Senior Advocacy Network: Provides advocacy, housing navigation, and support services to older adults experiencing homelessness or housing instability, connecting them to aging services, benefits, and housing resources.
• Stanislaus County Department of Aging & Veterans Services helps Seniors and Veterans obtain services and benefits from the U.S. Department of Veterans Affairs, Department of Defense, and State and local agencies. These services help individuals to live secure, healthy, and independent lives.
• Stanislaus County Workforce Development: Providing Workforce Innovation and Opportunity Act services to the residents of Stanislaus County. Examples of these services such as Job search assistance, Resume development, Career counseling, Job search assistance, Occupational skills training, and Job placement assistance
• TeleCare Corporation manages one of Stanislaus County's Regional Service Teams, providing outpatient and intensive community support mental health services to an estimated 350 to 400 adults living in eastern Modesto.
• The Salvation Army Modesto Corps provides comprehensive support services to individuals experiencing homelessness or hardships in Stanislaus County. Services include temporary shelter, emergency shelter, daily nutritious meals, access to shower and hygiene facilities, and case management support. The organization serves a diverse population, including adults, young adults, teens, and seniors, with a focus on promoting stability, restoring dignity, and connecting individuals to additional community resources aimed at long-term self-sufficiency and housing stability.
• Turning Point: Has several programs for individuals with complex needs including, the Housing Assessment Team, enhanced care management (ECM), community support services, behavioral health services team, and their Garden Gate Respite.
• United Samaritans Foundation operates four mobile food service trucks from their facilities in Turlock, Hughson, and Modesto, delivering nutritious lunches to nine Stanislaus communities five days per week.
• Valley Mountain Regional Center provides a variety of resources to children and adults with developmental disabilities in Stanislaus, San Joaquin, Amador, Calaveras, and Tuolumne counties. • Youth Navigation Center provides a comprehensive system of care for youth ages 13-24 experiencing homelessness, including outreach, navigation, drop-in services, shelter, transitional housing and housing services.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery #30..
- 1130 -
Modesto 2025–2030 Consolidated Plan 75
Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
Below is a list of services and facilities that meet the need of homeless persons, along with descriptions of how these facilities and services specifically address needs. • Bennett Place contains 18 units that are reserved for persons who have a serious mental illness (SMI) or serious emotional disturbance (SED) and are homeless or at risk for homelessness. • Catholic Charities administers direct social services and advocacy through a variety of programs for the most vulnerable and underrepresented citizens of Stanislaus County. • Center for Human Services provides shelter services to Modesto youth ages 13-24 years old.
Hutton House is an emergency shelter for runaway, homeless, and youth in crisis who are ages 13-17. Low Barrier Youth Shelter/Youth Access Center is a one stop service hub providing a continuum of services for young people (13-24 years old) who are experiencing crisis, housing instability, and/or homelessness. Pathways is a transitional living and support services program that focuses on youth who have “aged out” of the foster care placement system. • Children’s Crisis Center of Stanislaus County (CCC) provides 24-hour emergency shelter and childcare services to abused, neglected and high-risk children from birth to 17 years of age. The shelters that CCC provide are Cricket, Guardian, Marsha’s, Sawyer, and Verda’s House. • Community Housing and Shelter Services (CHSS) provides emergency shelter services, counseling services, rental assistance, and permanent supportive housing to families with children. • Community Impact of Central Valley (CICV) provides services to individuals with HIV/AIDS through the Housing Opportunities for Persons with AIDS Program (HOPWA). • Family Promise of Greater Modesto provides shelter at church sites and case management support for finding permanent affordable housing.
• Haven Health Alternatives to Violent Environments provides shelter services and outreach to homeless women and children in the South Stanislaus County area and within the City. Services include those for victims of domestic violence.
• Helen White Court 12-units serving seniors with incomes below 120% AMI • Homeless Prevention and Rapid Re-Housing Program (HPRP) provides rental assistance in conjunction with intensive case management.
• King Kennedy Cottages is a 23-unit permanent supportive housing, serving Veterans and Behavioral Health Clients and administers 222 Shelter Plus Care Certificates and HUD-VASH vouchers which help provide permanent supportive housing to homeless veterans. • Meadow Glen is a 32-unit permanent rental supportive housing serving very low-income foster youth aged out of foster care.
• Miller Pointe is a 15-unit permanent rental housing project serving very low-income households. • Modesto Gospel Mission (MGM) The overnight shelter program provides 150 beds for men and women and children for emergency shelter every night. Individuals are provided with a safe place to sleep overnight as well as showers, meals, and chapel services during their stay, and case #30..
- 1131 -
Modesto 2025–2030 Consolidated Plan 76
management services are provided. MGM also provides the New Life Program Residential; an onsite program for up to 41 unaccompanied adult men and women who need specialized help to return to societal living.
• The Salvation Army Modesto Corps provides The Berberian Emergency Shelter, servicing to individuals looking to escape extreme weather and individuals looking for a safe place to sleep.
This shelter provides meals, a bed and a shower to those in need. The Low Barrier Shelter allows individuals to bring their pets, partners, and possessions with the Access Center offering mental health, employment, social security assistance and referrals to partner programs. • Stanislaus County Affordable Housing Corporation (STANCO) operates eight properties for permanent affordable housing and conducts outreach to place people in supportive housing.
STANCO also operates 33 transitional beds for homeless families with children and 37 beds for unaccompanied adult homeless males and females.
o STANCO Transitional Housing
California – 36 beds and 4 units
Garden Gate – 3 beds and 1 unit
Ricardo – 3 beds and 1 unit
Locust – 3 beds and 1 unit
Garvey – 13 beds
REST House - 5 beds
o STANCO Permanent Supportive Housing
24 beds
• Stanislaus Regional Housing Authority (Stan Regional) administers 222 Shelter Plus Care Certificates and HUD-VASH vouchers which help provide permanent supportive housing to homeless veterans.
• Turning Point Community Programs provides integrated, cost-effective mental health services, employment and housing for adults, children and their families that promote recovery, independence and self-sufficiency.
• Turning Point Respite Center at Garden Gate provides a safe home-like environment for up to 12 homeless mentally ill persons nightly.
Space below intentionally left blank.
#30..
- 1132 -
Modesto 2025–2030 Consolidated Plan 77
MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Services made available to those populations with specific needs are an important component of keeping households stably housed, minimizing risks of homelessness or becoming precariously housed. The services throughout the City are increasingly delivered with efficiency and coordination as the Stanislaus Community System of Care (the County Continuum of Care) improves its systems and communication across service providers. The chart below shows the range of special populations within the City of Modesto. Special Populations Within the City of Modesto Persons Experiencing
Homelessness
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Persons with a Disability
People with disabilities may have diverse housing needs depending on the type and severity of their disability. Housing affordability is a significant challenge for this population, especially for individuals whose disabilities affect their ability to earn income. Additionally, housing considerations may require modifications such as wider doorways, ramps instead of stairs, and elevators for multi-story units which limit access and type of housing that people with disabilities can obtain. Ensuring accessibility both within the home and in traveling to and from the residence is critical for meeting these needs.
Persons Experiencing Homelessness
The 2024 Point-in-Time Count (PITC) identified 1,622 homeless individuals in Modesto, of this total, nearly half (736 individuals) were unsheltered, while the remaining 886 individuals were in Emergency Shelter, Transitional Housing, or Permanent Supportive Housing. In 2023, there were only 1,217 beds available for individuals’ experiencing homelessness in the County. This data highlights a significant need for additional housing to support those experiencing homelessness in the County.
The City of Modesto and Stanislaus County offer a range of housing and services to persons experiencing homelessness. Modesto’s most recent Housing Element indicates that there are fourteen facilities with 931 total beds being offered as emergency or transitional housing in the City of Modesto. The City and the County have partnered with local agencies to produce Bridge Housing sleeting cabins to increase shelter capacity options in an environment that can best meet the needs for future sustainability in permanent housing solutions. The County offers additional facilities to supplement those efforts from the City. In public outreach events, attendees noted that there is an unmet need for quality shelter for homeless Modesto residents.
Household Age 65+
#30..
- 1133 -
Modesto 2025–2030 Consolidated Plan 78
Individuals aged 65 and older are defined as elderly by the US Census Bureau. This population's housing needs primarily focus on affordability, accessibility, and proximity to essential resources. Affordable housing is crucial, as many elderly individuals may have limited or fixed incomes, restricting their ability to allocate funds for housing. Housing must also be designed with accessibility in mind, incorporating features like handrails, ramps, and lower countertops to support mobility. Furthermore, location is vital, as elderly residents often require convenient access to medical facilities, grocery stores, community centers, and activities. Public outreach events affirmed that elderly Modesto residents are experiencing high need for affordable housing.
Persons with HIV/AIDS and their families
Housing for persons living with HIV/AIDS should be located nearby medical and other important amenities. Those persons with HIV/AIDS need ongoing medical care and thus need access to affordable housing options within reasonable distance to location of care. From this need, stems the necessity for rental assistance, security deposit assistance, mortgage assistance, payment for utilizes, and food provisions. The Community Impact of Central Valley (CCIV) provide services to individuals with HIV/AIDS through the HOPWA program. The HIV Program, HOPWA – Housing Opportunities for Persons With HIV/AIDS, addresses specific housing and supportive needs to low-income persons living with HIV/AIDS and their families in Stanislaus County. Services provided by the program include Supportive Services, case management, food and hygiene assistance, and housing programs.
Persons with Alcohol or other drug addictions
The Stanislaus County Behavioral Health and Recovery Services (BHRS) offers over thirty years of experience in the delivery of community mental health and substance abuse services. Services offered at Stanislaus Recovery Center (SRC) include adult assessments, residential, withdrawal management (social model), intensive outpatient treatment for substance use and co-occurring disorders. SRC is an intricate part of the continuum of care in Stanislaus County's Behavioral Health & Recovery Services. The City will continue to partner with BHRS wherever the opportunity arises. Attendees of public outreach events voiced a need for expanded behavioral and mental health services, especially in conjunction with homelessness services.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing.
Modesto has several supportive housing developments with services embedded that can provide appropriate housing to persons returning from mental and physical health institutions. Those developments include Dignity Village, Kestrel Ridge, King Kenndey Cottages, Bennett Place, Center for Human Services Pathway and Youth Permanent Housing programs..
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e) #30..
- 1134 -
Modesto 2025–2030 Consolidated Plan 79
Residential care facilities provide supportive housing for persons with disabilities. The types of facilities available in the City include:
• Group Homes: Facilities of any capacity and provide 24-hour non-medical care and supervision to children in a structured environment. Group homes provide social, psychological, and behavioral programs for troubled youths.
• Adult Residential Facilities: Facilities of any capacity that provide 24-hour nonmedical care for adults ages 18 through 59, who are unable to provide for their own daily needs. Adults may be physically handicapped, developmentally disabled, and/or mentally disabled. • Residential Care Facilities for the Elderly: Facilities that provide care, supervision and assistance with activities of daily living, such as bathing and grooming. They may also provide incidental medical services under special care plans. These facilities are regulated by the State Department of Social Services (DSS).
• Permanent Supportive Housing (PSH): These are multi-family buildings where service providers and housing providers work together to provide permanent housing, case management and health care services to the most vulnerable populations within the community. These programs are regulated by Stanislaus County Behavior Health and Recovery Services (BHRS).
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with
91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
The “91.215(e)” above references how a jurisdiction plans to prioritize housing and supportive services to persons who are not homeless but may require supportive housing such as elderly, persons with disabilities, and public housing residents.
#30..
- 1135 -
Modesto 2025–2030 Consolidated Plan 80
The City will continue to develop supportive and non-supportive affordable housing when possible, leveraging all available federal, state, and local resources. The city partners with all affordable housing developers to assist with permitting as well as bridge relationships and resources that may not include our entitlement funding. This is evidenced by the partnerships with Stan Regional for the development of the Senior housing units known has Helen White Court completed this year funding with local and state resources and 1612 Sisk supported with state resources that will house individuals with disabilities and individuals earning up to 120% AMI. In addition to the homeless supportive housing solutions under development like 1530 Owens the City is finalizing the underwriting for the development of 79-units of non-homeless affordable housing in partnership with Visionary Home Builders. Locally the City supports several rapid rehousing, homeless prevention, hotel voucher, and capacity building programs that allows for CalAIM reimbursements to support housing sustainability. #30..
- 1136 -
Modesto 2025–2030 Consolidated Plan 81
MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The City of Modesto regularly analyzes City building codes, market constraints, and housing/non-housing development policies, be it through the Consolidated Plan process, the Analysis of Impediments update, or the Housing Element update. The City acknowledges that outdated building codes and land use policies inhibit the development of housing for all income levels and the City understands the importance of regularly analyzing how local policies and ordinances impact the housing market for those households earning less than 80% of the area median income.
There are a number of codified policies in Modesto that may contribute to the current lack of affordable housing.
Development Processes:
Processes for review and approval of residential development can affect the pace and timing of construction.
Single Family Zoning:
Single-family zoning remains a limiting factor in promoting affordable, higher-density development.
Multifamily units are permitted by-right in R-2 and R-3 zones, while the R-1 zone—the primary single-family designation—does not allow multifamily housing by right. This restriction reduces land availability for cost-effective housing types such as duplexes or apartments in many residential areas.
Development Fees:
Should a development or housing unit be proposed for a site where it is not consistent with the General Plan and/or should a project be proposed for a site it is not currently permitted by zoning, a fee of up to $7,495 is required depending on the zoning change needed.
These costs could potentially stifle the development of housing in areas where it may otherwise be reasonable. Given a low supply of housing affordable to low- and/or moderate-income households, these costs may inhibit housing choice for those households.
Impact Fee, Land Dedications, Site Improvements:
The costs to integrate necessary infrastructure (streets, sidewalks, storm drains, etc.) are borne by the developer, but are ultimately passed on to the consumer. These costs contribute to pricing out lowand/or moderate-income households for affordability reasons.
The City may provide fee waivers in some cases and/or fee deferrals in others allowing construction to move forward with less up-front costs.
School District Fees:
According to the most recent fee schedule, school district fees in Modesto for residential development range from $1.92 to $2.87 per square foot. These may add significant costs to larger developments, contributing to the pricing out of low- and/or moderate-income households. #30..
- 1137 -
Modesto 2025–2030 Consolidated Plan 82
Parking Requirements:
Parking ordinances can increase the cost of development of housing as ordinances dictate the amount of parking required per unit of housing. The Housing element lists this cost of structured parking to be between $36,000 to $38,000 per housing unit.
The enclosed appendices (Appendix E - Site Inventory of California Tax Credit Allocation Committee Composite Score by Tract and Appendix F – City of Modesto Land Use Diagram) the site inventory for residential development from Modesto’s most recent housing element and the zoning of Modesto, including residential and mixed-use zoning.
Space below intentionally left blank.
#30..
- 1138 -
Modesto 2025–2030 Consolidated Plan 83
MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
Modesto has industry centered in education, healthcare, manufacturing, and arts and entertainment.
These industries are also expected to grow over the next decade, indicating that many of the businesses in these sectors will continue to expand and bring in additional job opportunities to the region. The unemployment rate has fallen steadily since recovery from the housing crisis in 2010. Although wage growth has not kept pace with housing costs, as unemployment shrinks and businesses expand and compete for labor, the region is hopeful that wages will increase as unemployment decreases.
Economic Development Market Analysis
The three largest business sectors in Modesto by share of jobs are (1) Education and Health Care Services, (2) Arts, Entertainment, and Accommodations, and (3) Retail Trade. Put together, these sectors represent more than 50% of the jobs in Modesto. Other large sectors include Manufacturing and Services. These sectors contain the bulk of employment opportunities for Modesto residents.
Business Activity
Business by Sector Number of
Workers
Number
of Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas
Extraction 3,368 673 5 1 -4
Arts, Entertainment,
Accommodations 8,804 9,947 12 15 3
Construction 5,338 2,645 7 4 -3
Education and Health Care Services 13,663 19,958 19 29 11 Finance, Insurance, and Real Estate 2,569 2,495 4 4 0
Information 825 484 1 1 0
Manufacturing 9,160 7,185 13 11 -2
Other Services 2,409 2,290 3 3 0
Professional, Scientific,
Management Services 4,622 4,718 6 7 1
Public Administration 0 0 0 0 0
Retail Trade 9,255 9,850 13 14 2
Transportation and Warehousing 4,101 684 6 1 -5
Wholesale Trade 3,485 2,230 5 3 -2
Total 67,599 63,159 -- -- --
Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Labor Force
Modesto has a total civilian labor force of almost 100,00. Of this labor force, 8.48% are unemployed. The #30..
- 1139 -
Modesto 2025–2030 Consolidated Plan 84
rate of unemployment is higher for ages 16-24, at 19.29%, than it is for ages 25-65, which has an unemployment rate of 5.57%.
Total Population in the Civilian Labor
Force 99,700
Civilian Employed Population 16
years and over 91,265
Unemployment Rate 8.48
Unemployment Rate for Ages 16-24 19.29
Unemployment Rate for Ages 25-65 5.57
Source: 2016-2020 ACS
Occupations by Sector
The table below identifies the largest occupation sectors in Modesto. Those top sectors outlined below include management, business, sales, and office occupations. The sales and office sector employs many people in Modesto, with more than 20,000 residents employed. The management, business, and financial sector employs a high number of residents as well, at over 15,000.
Occupations by Sector Number of People
Management, business and financial 17,280
Farming, fisheries and forestry occupations 4,040
Service 10,540
Sales and office 21,220
Construction, extraction, maintenance and
repair 9,765
Production, transportation and material
moving 6,040
Source: 2016-2020 ACS
The table below highlights the commute times experienced by those working in Modesto. An estimated 66% of all persons working in Modesto take less than 30 minutes to commute to and from work each day.
Travel Time
Travel Time Number Percentage
< 30 Minutes 54,694 66%
30-59 Minutes 18,349 22%
60 or More Minutes 10,360 12%
Total 83,403 100%
Source: onthemap.ces.census.gov
Education:
#30..
- 1140 -
Modesto 2025–2030 Consolidated Plan 85
The table below shows the population in Modesto that are in the labor force. The table breaks down the parts of the labor force by educational attainment. The table shows that the rate of unemployment decreases as education increases. The unemployment rate is 14% for residents with less than a high school diploma, 9% for those with a high school diploma, 7% for those with some college or an Associate degree, and 3% for those with a Bachelor’s degree or higher. This does not necessarily indicate that more education is always the solution for unemployment, rather a quality match of training and skills to the available jobs is important to consider.
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 8,565 1,350 7,145
High school graduate (includes
equivalency) 21,490 2,050 9,400
Some college or Associate degree 27,885 2,125 8,715
Bachelor degree or higher 17,375 590 2,995
Source: 2016-2020 ACS
The table below shows Modesto residents by age and educational attainment. Of those aged 25 to 65, 84% of the population has a high school diploma or higher. 28% have an Associate degree or higher, and 19% have a Bachelor’s degree or higher.
Space below intentionally left blank.
#30..
- 1141 -
Modesto 2025–2030 Consolidated Plan 86
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 350 995 1,435 4,840 3,530
9th to 12th grade, no diploma 1,795 2,350 2,525 4,915 2,765 High school graduate, GED, or
alternative 7,210 10,935 7,680 14,390 8,070
Some college, no degree 7,380 9,830 6,570 12,780 7,045
Associate's degree 1,115 2,765 2,070 4,740 2,365
Bachelor's degree 710 4,950 3,740 6,030 4,040
Graduate or professional degree 20 1,315 1,839 3,085 1,860 Source: 2016-2020 ACS
The table below outlines the median earnings by workers in Modesto when considering their education levels. As is true in most cities, the greater an individual’s education, the greater their earning power. This is also true in Modesto where those with bachelor’s degree earn about 23% more than those with a high school diploma, and graduate or professional degree earn 72.5% more than a bachelor’s degree.
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 44,974
High school graduate (includes equivalency) 72,448
Some college or Associate's degree 83,196
Bachelor's degree 94,017
Graduate or professional degree 263,132
Source: 2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The biggest employment sectors in Modesto include education, healthcare, manufacturing, and arts/entertainment.
#30..
- 1142 -
Modesto 2025–2030 Consolidated Plan 87
Describe the workforce and infrastructure needs of the business community:
The following Economic Development Focus and Priorities were identified by the City of Modesto in the Stanislaus County Comprehensive Economic Development Strategy 2022-2027:
Grow and Develop the Workforce to Strengthen Core and Growth Clusters:
• Work with Stanislaus County Office of Education, Stanislaus Foundation and Education and Training partners to raise workforce readiness and skills • Explore ways to add capacity in tech skills training and Entrepreneur support and development with public and private partners
Strengthen Infrastructure for Core and Growth Clusters:
• Explore ways to increase the amount of industrial land available for purchase • Ensure critical infrastructure is in place and that plans anticipate industry growth and demand trends
o Water and Wastewater
o Electrical capacity for high-demand industry and consumers o Rail and Road transport
o Air transport services
• Acquire competitive city-wide High-Speed Networking and Internet Services o 20 Gbps Fiber Optic Network to attract and retain business and support SmartCities Support Economic Recovery, Resilience and Opportunity for All:
• Support manufacturing and export
o Recruit companies in sectors that complement and/or advance Modesto's core clusters • Improve network and internet availability and reliability with redundant/resilient fiber optic network
• Upgrade City disaster planning considering the impact of COVID-19 including but not limited to o Healthcare services surge and on-demand capacity
o Resilience in public transportation
o Hardened and redundant emergency operation capabilities • Support Job - keep sustainable jobs in USA
o Support public and private workforce development initiatives to increase skilled labor supply in specific competencies and roles identified by anchor businesses o Support entrepreneur and venture incubation in partnership with Opportunity Stanislaus Modesto Junior College, California State University Stanislaus, UC Merced and private training and co-working programs
• Support higher quality of life developments
o Implement a new downtown master plan emphasizing infill, densification, affordable housing, mixed-use and transit-centered development
o Continue development of master plan for Tuolumne River Regional Park o Establish a Cannabis Equity Program that includes an outreach strategy to individuals and communities that may have been disproportionately harmed by cannabis prohibition. #30..
- 1143 -
Modesto 2025–2030 Consolidated Plan 88
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.
The City of Modesto is in the processing of updating their General Plan and in 2020 approved an update to the downtown Master Plan. Part of this effort will include a focus on mixed-use and residential infill and a focus on rail service improvements. Investment in the downtown area could influence where residents live and work and where future investment for infrastructure is planned.
The Downtown Master Plan outlines several significant public and private sector investments that are expected to impact economic growth, business development, and job opportunities in Modesto. The city is leveraging its designation as an Opportunity Zone to attract private investment through tax incentives.
This designation is expected to spur commercial, residential, and office developments, further enhancing the economic vibrancy of downtown. Another transformative initiative is the planned transit-oriented development at the Transit Center, which aims to integrate residential, office, and retail spaces, contingent upon the arrival of ACE train service to Modesto.
These economic developments necessitate investments in workforce development, business support, and infrastructure enhancements. Expanding housing availability downtown is a key priority, as increasing the residential base will support local businesses by creating a more consistent consumer pool.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Despite better skill/education within Modesto’s current workforce than the surrounding County, more workforce training will be needed to align the City with local and regional models for economic growth, particularly in business, healthcare and education. Modesto currently has a smaller percentage of college graduates than the California average and Stanislaus County has a higher unemployment rate (1.5X) the national average. The County is facing a skills gap issue that has been increasing since the COVID-19 pandemic. The Stanislaus County Comprehensive Economic Development Strategy notes that “The communities of Stanislaus will need to continue to diversify and strive to better prepare and develop the workforce with the skills and technology awareness to make our locations attractive to new clusters and expanded, non-agricultural employment sectors.” The Economic Development Strategy’s educational priorities of “Developing specialized education including higher education, career technical education, and workforce development” and “Supporting the development of college level program infrastructure” will help both local economic growth and wage potential within Modesto.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
#30..
- 1144 -
Modesto 2025–2030 Consolidated Plan 89
There are several organizations supporting workforce training initiatives to meet the demand for skilled and educated workforce in the City of Modesto and the County of Stanislaus. Several local colleges offer programs for degrees or job training in high demand job fields. Some of these include:
• Modesto Junior College (MJC)
The college provides 82 Associate Degree Programs and 54 Certificate Programs. Their popular academic programs include nursing, business administration, social and behavioral sciences, child development, administration of justice, athletic training/sports medicine, medical assisting, art and natural sciences.
• California State University, Stanislaus (CSUS)
The University provides over 189 majors, minors, concentrations and teaching credentials as well as 23 Master Degree Programs, 6 graduate certificate programs, and Executive MBA program and a doctoral degree program in educational leadership. Popular majors include business administration, nursing, psychology, biological sciences, criminal justice, education, social work, and public administration.
• University of California, Merced (UCM)
Popular areas of study at this University include Science, Technology, Engineering and Mathematics (STEM), with more than twenty undergraduate and graduate degree programs.
Other organizations help both companies with identifying their needs for workforce and employees with getting skills needed to find in-demand jobs. These include:
• Stanislaus County Workforce Development
The Stanislaus County Workforce Development offers sector strategies and resources to help both the workforce and companies to get the skillsets and training needed. • VOLT Institute
The Volt Institute offers training and certifications for high demand manufacturing jobs and leadership. These programs are offered as a joint initiative through Stanislaus County’s Economic Development Agency, Opportunity Stanislaus(OS) and the Stanislaus County Office of Education (SCOE).
• Modesto City Schools
Modesto City Schools contributes to workforce preparation and development by offering a variety of specialized academics and programs of instruction at each of its high schools which includes career technology programs, an award-winning robotics program, and its School to Career Program and Regional occupational Program.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
#30..
- 1145 -
Modesto 2025–2030 Consolidated Plan 90
Yes, the City of Modesto was a development partner for the Stanislaus County Comprehensive Economic Development Strategy 2023-2028.The Comprehensive Economic Development Strategy (CEDS) 2023 for Stanislaus County outlines multiple economic development initiatives that may be coordinated with the Consolidated Plan. These initiatives focus on workforce development, infrastructure enhancements, business attraction, and resilience-building efforts. Key projects include:
• Enhancing Workforce Readiness: Collaboration with the Stanislaus County Office of Education, Stanislaus Foundation, and training partners to improve workforce skills and readiness. • Tech Skills and Entrepreneurial Development: Expanding training in technology skills and entrepreneurship through public and private partnerships. • Industrial Land Expansion: Exploring ways to increase the availability of industrial land for purchase.
• Critical Infrastructure Development: Ensuring sufficient infrastructure to support economic growth, including water and wastewater systems, electrical capacity, transportation, and highspeed internet access. • Downtown Development: Implementing the Downtown Master Plan to promote business attraction, including multi-sports venues, courthouse redevelopment, and improved connectivity to key areas.
• Stanislaus 2030 Regional Economic Development Strategy: Supporting initiatives such as:
o Manufacturing Talent-to-Industry Exchange ($250,000 ARPA funding) o Childcare Expansion ($200,000 ARPA funding)
o Small Business Support System ($250,000 ARPA funding). • Entrepreneur and Venture Development: Supporting small business initiatives, particularly for underserved communities and women-owned businesses.
• Higher Quality of Life Initiatives: Implementing a downtown master plan focusing on infill development, affordable housing, and transit-oriented projects.
Discussion
Modesto's economy is anchored by key industries such as education, healthcare, manufacturing, and arts and entertainment, which collectively provide over half of the city's jobs. These sectors are poised for growth over the next decade, with businesses expanding and creating additional employment opportunities. While unemployment has declined since the 2010 housing crisis, wage growth has not kept pace with rising housing costs, highlighting the need for continued workforce development and economic investment.
To address these challenges, Modesto is investing in workforce development and infrastructure improvements to enhance economic resilience and expand job opportunities. Initiatives such as the Stanislaus County Comprehensive Economic Development Strategy (CEDS) and the Downtown Master Plan prioritize workforce readiness, entrepreneurship support, and industrial land expansion.
Educational institutions like Modesto Junior College and California State University, Stanislaus, along with organizations like the VOLT Institute, are integral to strengthening technical skills and professional #30..
- 1146 -
Modesto 2025–2030 Consolidated Plan 91
training. Additionally, infrastructure enhancements—including high-speed internet, expanded transit options, and industrial land development—will facilitate business growth and improve economic mobility.
These efforts, coordinated with the city's Consolidated Plan, aim to create a more inclusive and competitive local economy by fostering job creation, increasing wages, and supporting business expansion in Modesto.
Space below intentionally left blank.
#30..
- 1147 -
Modesto 2025–2030 Consolidated Plan 92
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Portions of north and south Modesto have an elevated concentration of both households with substandard housing and households with overcrowding. “Concentration” is indicated by a higher percentage of the population experiencing the given housing problem, indicated in the enclosed heat maps (Appendix G – Households with Overcrowding; Appendix H – Households with Substandard Housing; Appendix I – Households with Severe Cost Burden). Areas of south Modesto also have households with multiple housing problems concentrated. In south Modesto, in addition to the overlap of substandard housing and overcrowding, some areas have elevated concentrations of both overcrowding and severe cost burden.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") The areas where the racial, ethnic minorities, or low-income families are concentrated are called R/ECAP areas. HUD defines R/ECAP as areas where the percentage of the population that is non-White is over 50 percent and the percentage of households with incomes below the poverty line is over 40 percent.
Additionally, a neighborhood can be a R/ECAP if it has a poverty rate that exceeds 40 percent or is three or more times the average tract poverty rate for the metropolitan/micropolitan area, whichever threshold is lower.
Appendix D – Racial/Ethnic Concentrated Area of Poverty shows that several portions of the more Southern parts of Modesto qualify as R/ECAPs. These portions can be broken down into six census tracts south of SR-132: CT 24.01, CT 24.02, CT 22, CT 17, CT 16.04, and CT 21. The two southeastern R/ECAPS depicted in Appendix D, CT 26.02 and CT 30.02, are not within Modesto’s boundaries. Per the R/ECAP definition, the 6 R/ECAP tracts in Modesto have a non-White population percentage of over 50 percent and a percentage of households with incomes below the poverty line of over 40 percent. These R/ECAPS deserve special attention when allocating resources.
Outside of formally defined R/ECAP areas, Appendix J – Racial and Ethnic Majority shows that within the City of Modesto, the most Central and Northern parts of the City are predominantly white while the Southern and Western parts are non-white, Hispanic or Latino population). According to the Modesto Housing Element, the areas with less non-white population have a larger low-to-moderate income population and less positive TCAC scores. This data indicates that the racial areas are lower in income and lower in resources than the predominately white areas.
TCAC scores are assigned by the California Tax Credit Allocation Committee (TCAC), which administers federal and state Low-Income Housing Tax Credits (LIHTC) to encourage the development of affordable rental housing in California. TCAC scores are used to evaluate and rank affordable housing projects based on criteria such as affordability levels, proximity to amenities, and readiness to proceed, with higher #30..
- 1148 -
Modesto 2025–2030 Consolidated Plan 93
scores increasing a project's chances of receiving tax credits. These scores play a crucial role in determining which projects get funded, ultimately shaping the availability and distribution of affordable housing across a region. Areas with low TCAC Economic Scores broadly overlap with R/ECAPs in South Modesto. This indicates that people, disproportionately non-white residents of Modesto who reside in R/ECAPs are also experiencing the effects of low Economic Opportunity as indicated by TCAC Economic Scores.
What are the characteristics of the market in these areas/neighborhoods? As shown on Appendix K – Tax Credit Allocation Committee Score, many tracts in south Modesto and one in northwest Modesto have a lower TCAC Economic Score. This indicates a lower adult education rate, a lower employment rate, a higher poverty rate, and lower home value. Many residents in these areas with extremely low-income likely have issues meeting basic needs and rely on supports to acquire food, childcare, and/or transportation. Additionally, those persons with a disability and seniors have compounded issues often with fewer financial resources and additional health care costs.
The Needs Assessment found that there are not enough homes affordable to those low- and moderateincome households. As housing costs continue to rise in the region and incomes do not keep pace with those cost increases, this will further limit housing options and opportunities for those low- and moderateincome households.
Are there any community assets in these areas/neighborhoods? Every neighborhood in Modesto has assets that community members look to as adding value. These assets are community centers, places of worship, schools, libraries, and parks. Public assets are dispersed throughout the City and the City continues to invest in both development of new community assets as well as the improvement of existing assets.
Assets include the Community Center located in Marshall Park. This Facility was constructed in 2005 and is currently under repayment through the City’s Section 108 loan. The City often funds improvement projects that expands community enrichment programs like the kitchens at the Senior Center and Airport Neighborhood Community Centers.
Are there other strategic opportunities in any of these areas? The City of Modesto is implementing several programs to address strategic place-based improvements in the lower-opportunity areas, such as downtown and Southern Modesto. In the Downtown area, the City is:
• Investing $10 million to upgrade infrastructure in the County Islands such as curb gutters, sidewalks, streetlighting, sewer, water, and storm drains. • Collaborating with Stanislaus County to address any property tax issues as money becomes available to annex “island” properties to Modesto.
• Through the Capital Improvement Plan, working with the County to fund sewer connections. #30..
- 1149 -
Modesto 2025–2030 Consolidated Plan 94
• Developing the Southwest Modesto Plan, which will serve as a blueprint for future development, with guidance on land use, economic development, transportation, infrastructure, and other issues for the Southwest Modesto Plan Area.
Space below intentionally left blank.
#30..
- 1150 -
Modesto 2025–2030 Consolidated Plan 95
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderateincome households and neighborhoods.
The internet is becoming increasingly integrated into the economy, education, and social life. As such, new technologies require faster speeds to take advantage of all the tools the internet offers. Low- and moderate-income households are more likely to be without broadband than are households with more income as broadband may be viewed as a luxury when considering the choices of medical care, transportation costs, and education. As carriers in the region begin to roll out 5G wireless capabilities, these services will augment existing wired services. As 5G services are further developed, the availability of direct Wi-Fi services will become available as an alternative to current wired offerings. It is assumed that wired broadband will continue to dominate the market, however 5G options will begin to become available at a fairly rapid pace.
Fixed Broadband Deployment Map
As shown on Appendix L – Broadband Coverage, all portions of Modesto have access to one or more broadband provider. However, according to 2020 ACS 5-year estimates, only 88.2% of households in Modesto have a broadband Internet subscription. This indicates a need for expanded broadband Internet access.
In order to meet this need and increase local accessibility to free WIFI, the city has opened Free public WIFI access to the to the immediate areas surrounding the downtown Tenth Street Place building. These areas are open to the public and allow anyone, including homeless and low-income households without access to WIFI, if they have a WIFI accessible device, to access key online services.
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
The entire area of the City of Modesto is served by multiple broadband internet service providers including Comcast, AT&T, ViaSat, Unwired Broadband, and several other providers. The open market allows residents to choose the service that works for them. This also creates competition amongst providers to provide service at the best price point. There is not a need for increased competition by having more than one broadband Internet service provider serve the jurisdiction. #30..
- 1151 -
Modesto 2025–2030 Consolidated Plan 96
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Based on the Stanislaus County 2022 Multi-Jurisdictional Hazard Mitigation Plan, Modesto faces heightened risks from climate change, particularly in areas such as:
• Drought and Water Scarcity: Increased temperatures and reduced precipitation patterns strain water resources, affecting agriculture and urban water supplies. This can lead to the following impacts:
o Agricultural Losses: Droughts strain water supplies critical for Stanislaus County’s agriculture, which is a central economic driver. Reduced water availability impacts crops and livestock, leading to financial losses.
o Drinking Water Shortages: Prolonged drought reduces groundwater and reservoir levels, challenging the provision of clean drinking water.
o Ecosystem Degradation: Decreased water availability affects local ecosystems, such as the health of river systems, and limits recreational opportunities tied to water bodies like the Tuolumne River.
• Extreme Heat: Prolonged and intense heatwaves can impact public health, particularly vulnerable populations, and increase the risk of wildfires. This can lead to the following impacts:
o Public Health Risks: Increased occurrences of heatwaves disproportionately affect vulnerable populations, such as older adults, children, and those in low-income households. Heat stress, dehydration, and heatstroke incidents are expected to rise. o Energy Demand and Infrastructure Stress: Higher temperatures increase energy demand for cooling, straining electrical grids and raising the risk of blackouts. o Urban Heat Islands: Built environments in cities like Modesto exacerbate heat conditions, creating localized hot spots.
• Flooding: Changing precipitation patterns and the potential for more severe storms increase flood risks, particularly in low-lying areas near rivers such as the Tuolumne River and Dry Creek, as well as reservoirs. This can lead to the following impacts:
o Property and Infrastructure Damage: Intense storms and overflowing rivers, such as the San Joaquin and Tuolumne, threaten homes, businesses, and roads, particularly in floodplains.
o Displacement: Flooding forces evacuations and temporary relocation of residents, particularly in low-income communities.
o Public Health Threats: Standing floodwaters can spread disease and contaminate water supplies, increasing health risks post-disaster.
• Severe Weather Events: More frequent and intense storms can lead to damaging winds, hail, and lightning, impacting infrastructure and community safety. This can lead to the following impacts:
o Wind and Storm Damage: High winds and thunderstorms can damage roofs, uproot trees, and disrupt power lines.
#30..
- 1152 -
Modesto 2025–2030 Consolidated Plan 97
o Hail and Lightning: Crops and vehicles are at risk from hail, while lightning can spark wildfires and damage electrical infrastructure.
o Transportation and Emergency Services Disruption: Severe weather events can block roads and hinder emergency response, leaving communities temporarily isolated. • Wildfires: Hotter and drier conditions heighten the risk of wildfires, particularly in areas with significant vegetation on the urban fringe of Modesto and outlying areas beyond the city limits.
This can lead to the following impacts:
o Property Destruction: While wildfire risk is relatively low within the City of Modesto due to its distance from the wildland-urban interface, surrounding areas with dense vegetation face significant risks. Homes and businesses in these high-risk zones are particularly vulnerable.
o Air Quality Degradation: Even with Modesto’s lower direct wildfire risk, the city is still impacted by smoke and poor air quality from regional wildfires, affecting respiratory health across the community.
o Economic Disruption: Regional wildfires can disrupt agriculture, tourism, and other local industries. Additionally, Modesto residents and businesses may face increased insurance premiums due to broader county-level wildfire risks.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
Based on the Stanislaus County 2022 Multi-Jurisdictional Hazard Mitigation Plan, low- and moderateincome households in Modesto are particularly vulnerable to these risks due to several factors:
• Housing Location: Affordable housing is often situated in areas more susceptible to flooding, such as floodplains or near aging stormwater systems, increasing exposure to flood damage. • Building Quality: Lower-income housing may lack the structural resilience or modern features to withstand extreme heat, wildfires, or severe weather events. • Limited Resources for Adaptation: Residents may have less financial capacity to invest in air conditioning, home retrofitting, or insurance to mitigate disaster impacts. • Heat Vulnerability: Populations in older, non-air-conditioned buildings or mobile homes are particularly at risk during extreme heat events, exacerbated by urban heat islands in Modesto.
As shown on Appendix M – Social Vulnerability Index, low- and moderate-income households are shown to be at greater vulnerability to natural disasters, according to the Social Vulnerability Index (SVI). This index shows that Census tracts around Modesto rank in the top quartile of social vulnerability statewide, as shown in Appendix M. A higher SVI score indicates that a community faces greater challenges in responding to and recovering from disasters, health crises, and other socio-economic stressors due to factors like poverty, lack of access to transportation, crowded housing, and limited healthcare. Areas with higher SVI scores should be prioritized for resources and interventions to improve resilience and reduce disparities, consistent with fair housing principles.
#30..
- 1153 -
Modesto 2025–2030 Consolidated Plan 98
Low- and moderate-income households are particularly vulnerable to the hazards of flooding, extreme heat, and drought and water scarcity.
• Data show that flood risk is significant in lower-income communities due to housing located in flood-prone areas. The challenges are compounded by inadequate insurance coverage and limited resources to rebuild or relocate after flooding. Appendix N – Flood Hazard Map shows flood zones in Modesto, which overlap with concentrations of low-income residents in river floodplains.
• Extreme heat can impact outdoor workers (critical in Stanislaus County’s agriculture sector) and individuals in poorly ventilated housing, who tend to be lower-income households. In addition, older adults, children, and those with pre-existing health conditions face greater exposure risks, especially in areas lacking access to cooling centers.
• Low-income households are disproportionately affected by water cost increases during droughts, as well as reduced availability for basic needs.
Space below intentionally left blank.
#30..
- 1154 -
Modesto 2025–2030 Consolidated Plan 99
Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan section of the Consolidated Plan is meant to clearly outline the City’s priority needs, goals, and strategies for resource allocation of funds it receives on an annual basis from the Housing and Urban Development Department (HUD). Those HUD funds are The Community Development Block Grant (CDBG), The HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) programs. These three (3) sources of funding, in conjunction with other state and local leveraged resources will fund projects and activities that work to achieve the goals outlined in this section of the Consolidated Plan. The goals and priority needs identified in this Consolidated Plan are informed by a community engagement process that the City carried out over a period of several months. The process involved the following ways of gathering feedback and input from the community and stakeholders:
• Stakeholder survey (online and in-person)
• Resident Survey (online and in-person)
• Consultations and interviews from stakeholder organizations • Public workshops and meetings, held by council district • Direct feedback from City staff
• Stanislaus Community System of Care (CoC)
• City Strategic Plan
• City Housing Element
This Strategic Plan is informed through the ways outlined above and in conjunction with the Needs Assessment and the Market Analysis sections.
SP-10 Geographic Priorities – 91.215 (a)(1)
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
HUD allows for the designation of priority areas that may be a primary focus of revitalization efforts. For the purpose of the Consolidated Plan, priority areas are loosely defined and are not strict and do not require any specific allocation of resources, matching, or partnerships. At this time, the City’s geographic based priority areas include the entirety of the City’s boundary. The City funds program activities Citywide in accordance with the priority needs listed in this section. #30..
- 1155 -
Modesto 2025–2030 Consolidated Plan 100
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
The following priority needs have been established based upon data from the Needs Assessment, Market Analysis, and community engagement efforts. survey results. It is the City’s intention to identify priority needs in a way that will allow the City to develop projects should new partnership opportunities or funding streams not identified within this plan arise during the lifecycle of this Consolidated Plan. Projects and activities will be funded at the City’s discretion among all priorities as deemed necessary based on local needs determined on an annual basis or during the program year.
Priority Need Name Increase Affordable Housing
Priority Level High
Population • Income Level:
Extremely Low
Low
Moderate
• Family Types:
Large Families
Families with Children
Elderly
Public Housing Residents
• Homeless:
Chronic Homelessness
Individuals
Families with children
Mentally Ill
Chronic Substance abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
• Non-Homeless Special Needs:
Elderly
Frail Elderly
Persons with Mental/Physical/Developmental Disabilities Persons with Alcohol or other Addictions
#30..
- 1156 -
Modesto 2025–2030 Consolidated Plan 101
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic Areas
Affected
City-wide
Associated Goals Improve Quality and Increase Affordable Housing Description Use HOME funds to leverage funding for the construction of new affordable rental housing units through partnerships with the State, the housing authority and housing aligned organizations; utilize in conjunction with other strategies/funding sources such as land banking, revolving loan funds, housing set-aside funds etc.
Use CDBG funds for acquisition of property for affordable housing, owner occupied rehabilitation including disability access/improvements and development of farmworker housing, and similar projects.
Basis for Relative
Priority
Based on the Needs Assessment, Market Analysis, and survey results, the high housing cost burden and low vacancy rates create a great demand for affordable housing for all households in the City, especially those earning below 80% of the area median income and those households that have special needs. Low- and moderate-income households experience cost burden in significant shares, but it is higher among renters than owners and among lower income than moderate incomes.
Priority Need Name Address and Prevent Homelessness
Priority Level High
Population • Income Level:
Extremely Low
Low
• Family Types:
Large Families
Families with Children
Elderly
Public Housing Residents
• Homeless:
Rural
Chronic Homelessness
Individuals
Families with children
#30..
- 1157 -
Modesto 2025–2030 Consolidated Plan 102
Mentally Ill
Chronic Substance abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
• Non-Homeless Special Needs:
Elderly
Frail Elderly
Persons with Mental/Physical/Developmental Disabilities Persons with Alcohol or other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic Areas
Affected
City-wide
Associated Goals Address and prevent homelessness
Description Addressing the individuals and families that are experiencing homelessness and preventing others from becoming homeless was among the top needs identified during the public meetings and surveys that were completed. There is a need to provide services to those experiencing homelessness and temporary shelter situations so the homeless individuals and families may regain housing stability.
The City of Modesto utilizes Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG) funds to address and prevent homelessness by supporting emergency shelters, providing essential services, and funding programs aimed at housing stability for low-income individuals and families Basis for Relative
Priority
Data from the Needs Assessment and Market Analysis and public outreach indicate that addressing and preventing homelessness in Modesto and throughout the region is a top priority. As housing costs continue to rise while wages for lowerincome earners fail to keep pace, more families are increasingly at risk of homelessness.
Priority Need Name Enhance Infrastructure and Public Facilities Priority Level High
Population • Income Level:
Extremely Low
Low
#30..
- 1158 -
Modesto 2025–2030 Consolidated Plan 103
Moderate
• Family Types:
Large Families
Families with Children
Elderly
Public Housing Residents
• Homeless:
Chronic Homelessness
Individuals
Families with children
Mentally Ill
Chronic Substance abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
• Non-Homeless Special Needs:
Elderly
Frail Elderly
Persons with Mental/Physical/Developmental Disabilities Persons with Alcohol or other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic Areas
Affected
City-wide
Associated Goals Enhance infrastructure and public facilities Description Addressing this need will work to improve public facilities and/or the physical structures throughout the City in CDBG program eligible areas. Improved infrastructure allows for further development of housing and community assets, increasing community outcomes and parlaying into additional affordable housing.
Basis for Relative
Priority
Through public meetings, survey results, and consultations, the need for improvements to streets, curbs, sidewalks, was identified as well as the need for additional facilities to support those who are homeless.
Priority Need Name Public Services
#30..
- 1159 -
Modesto 2025–2030 Consolidated Plan 104
Priority Level High
Population • Income Level:
Extremely Low
Low
Moderate
• Family Types:
Large Families
Families with Children
Elderly
Public Housing Residents
• Homeless:
Chronic Homelessness
Individuals
Families with children
Mentally Ill
Chronic Substance abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
• Non-Homeless Special Needs:
Elderly
Frail Elderly
Persons with Mental/Physical/Developmental Disabilities Persons with Alcohol or other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-Housing Community Development
Geographic Areas
Affected
City-wide
Associated Goals Increase access to job, education, and other services Description Housing and general cost of living expenses continue to increase. Lower income households may need support services to obtain and maintain standard affordable housing. Providing support services including but not limited to childcare, afterschool programs for youth, recreational activities for seniors and supportive services #30..
- 1160 -
Modesto 2025–2030 Consolidated Plan 105
for at-risk populations will assist lower income households obtain and maintain standard affordable housing.
The City of Modesto utilizes Community Development Block Grant (CDBG) funds to support public services such as job training, youth programs, services for senior citizens, and neighborhood improvement initiatives for low- and moderate-income residents.
Emergency Solutions Grant (ESG) funds are used to provide essential services for homeless individuals and families, including street outreach, emergency shelter operations, rapid re-housing, and homelessness prevention activities.
Basis for Relative
Priority
Based on feedback during the community engagement and community survey, the need for social and supportive services remains a critical area of need throughout the City of Modesto. The City will plan to reach the public services cap using CDBG funds given the need justified through community feedback and the data analysis conducted in the Needs Assessment section of this Consolidated Plan.
Priority Need Name Community and Economic Development
Priority Level High
Population • Income Level:
Extremely Low
Low
Moderate
• Family Types:
Large Families
Families with Children
Elderly
Public Housing Residents
• Homeless:
Chronic Homelessness
Individuals
Families with children
Mentally Ill
Chronic Substance abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
• Non-Homeless Special Needs:
#30..
- 1161 -
Modesto 2025–2030 Consolidated Plan 106
Space below intentionally left blank.
Elderly
Frail Elderly
Persons with Mental/Physical/Developmental Disabilities Persons with Alcohol or other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-Housing Community Development
Geographic Areas
Affected
City-wide
Associated Goals Increase access to jobs, educations, and other services.
Enhance infrastructure, and other services
Description In an effort to stimulate the economy, the City plans to achieve its economic goals through various programs, including grants, rebates, and loans that support job creation and retention. With the rising cost of living, there is a growing need to help lower-income households increase their earnings. Providing job training and educational opportunities can empower low- and moderate-income households to improve their financial stability. The City will also continue seeking new partnerships with businesses, developers, and service providers to advance community and economic development.
Basis for Relative
Priority
Based on the Needs Assessment and community engagement process there is a need to increase the number of jobs paying a living wage and there is a need to match existing job openings with trained individuals.
#30..
- 1162 -
Modesto 2025–2030 Consolidated Plan 107
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
The following table describes market conditions that may influence the City’s investment of funds in affordable housing types as outlined below:
Affordable Housing
Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
• The City is not planning to use HOME funds for TBRA
New Unit
Production
• Community outreach, Stakeholder feedback, surveys, and data from the Needs Assessment and Market Analysis sections indicate a greater need for housing units affordable to low- and moderate-income households • Increases in development costs, including land, construction materials and labor; and availability of public capital subsidies at the city, county, state, and Federal levels will affect the ability to produce new units Rehabilitation • Community outreach, stakeholder feedback, surveys, and data from the Needs Assessment and Market Analysis sections indicate a greater need for housing units affordable to low- and moderate-income households • Declining vacancy rates suggest a tight housing market which affects the availability and cost of acquiring housing for rehabilitation • Limited availability of public capital subsidies for acquisition, rehabilitation and conversion of market rate rental housing to deed-restricted affordable housing will affect the ability of developers to perform rehabilitation to existing units
• Increases in constructions costs, including materials and labor, will affect the ability to rehabilitation units
Acquisition,
including
preservation
• Data in the Market Analysis section indicates there are 188 units in five affordable housing projects at risk of converting to market rate by 2031 • Limited availability of public capital subsidies for acquisition, rehabilitation and preservation of affordability covenants will affect developers’ ability to acquire and preserve existing affordable units
• Increases in constructions costs, including materials and labor, will affect the ability to acquire and preserve units
#30..
- 1163 -
Modesto 2025–2030 Consolidated Plan 108
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
There are several potential funding sources to implement the strategies contained in the 2025 - 2030 Consolidated Plan. These sources include, but are not limited to:
• Funds covered under the Consolidated Plan: CDBG, HOME, and ESG • Funds provided under various programs of the California Department of Housing and Community Development and the California Housing Finance Agency • State and federal tax credits and mortgage credit certificates • Tax exempt bond proceeds;
• Sources leveraged by local partners when contributing HUD Funds to projects Anticipated Resources
Program Eligible Use
Annual
Allocation
Program
Income
Prior Year
Resources
Total
Amount
remaining in
Con Plan
Program
Description
CDBG –
Public
Federal
Acquisition,
Admin and
Planning,
Economic
Development,
Housing, Public
Improvements,
Public Services
$1,898,921 $250,000 $4,964,995.39 $7,113,916.39 $7,500,000 Expected Uses: Program
Administration
; Public
Services;
Housing
Programs; Fair
Housing
Enforcement;
Public Facility
Improvements
Homeless
Services
HOME –
Public
Federal
Acquisition,
Multifamily
rental new
construction,
Multifamily
rental rehab,
New
Construction
$800,215.37 $130,000 $5,841,616.45 $6,771,831.82 $3,500,000 Expected Uses: Rental
Housing;
Rehabilitation
Rental
Housing; New
Construction
#30..
- 1164 -
Modesto 2025–2030 Consolidated Plan 109
ESG –
Public
Federal
Shelter, HMIS,
Outreach, Rapid
Rehousing,
Homeless
Prevention.
$157,694 $ 0 $ 15,000 $172,694 $750,000 Expected
Uses:
Homeless
Services;
Homeless
Prevention;
Rapid ReHousing
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Leveraging HUD resources allows the City to use local, state and other funds to combine with federal resources to maximize reach and impact of the City’s HUD funded programs. Through the vetting of project applications for HUD funding, the City emphasizes the importance of leveraging to potential applicants. In Program Year 2019, the City developed a new project scoring system that places higher weight and rewards project applicants with higher levels of leveraged funds. Upon project award, the City verifies that leverage funds pledged in the project application have been awarded/committed to the respective applicant/project.
Entitlement Funds:
The following are the HUD matching requirements for the ESG and HOME programs:
• ESG Match Requirements:
For the ESG program, the City requires that ESG sub-recipients provide a dollar-for-dollar match for ESG funds received. Typically, the City is able to generate significantly more match than the amount required through its allocation of CDBG funds for ESG activities and primarily through the cash and non-cash contributions provided by ESG sub-recipients as a result of the generosity of their donors, supporters, and other funders.
Cash contributions mean cash expended for allowable ESG costs, while noncash contributions mean the value (using a method reasonably calculated to establish fair market value) of any real property, equipment, goods, and services contributed to an ESG activity, provided that if these had to be paid with ESG funds, the costs would have been allowable.
Specific sources of cash contributions include: private individual donors, CDBG funds, local fundraising cash, state funds, local funds, foundation grants, and in-kind contributions (value of in-kind contributions must be reasonable and the method used to establish value must be provided).
#30..
- 1165 -
Modesto 2025–2030 Consolidated Plan 110
• HOME Match Requirements:
The 25% HOME match requirements are met through the contributions or layers of funds that the developers provide for each HOME -assisted project. The match includes private financing, waiver or deferral of development fees approved by the City Council, Tax Credit Allocations, and any other eligible source. The City also has accumulated a match surplus from previous years. The City intends to satisfy this requirement by allocating sufficient funds from the Affordable Housing Fund for this purpose.
Interdepartmental Leveraging
In the past, HUD funds have been used with resources from other City departments in the implementation of projects related to public facilities, infrastructure improvements, and park improvement projects.
Through these projects, HUD funds have been used in combination with local funds such as the City’s Water Fund and resources related to parks projects. In addition, the City encourages the construction of Affordable Housing development projects within the City; these projects are residential projects with the Area Median Income (AMI) under 80%. The City also provides Capital Facility Fee (CFF) deferral, credit, and exemption of CFF fees. On August 13, 2024 the City Council approved an updated Capital Facilities Fees Policies and Procedures by Resolution #2024-278 to broaden the scope of housing exemptions from 50% to 80% of the Area Median Income effectively expanding the reach of the program and allowing for more Capital Facilities Fees Exemptions on these projects.
State Housing and Community Development Sources
In addition to federal resources, the State of California provides funding for affordable housing development, homebuyer programs, transit-oriented development, special needs housing, and infrastructure. Most projects that the City supports are through partnerships with local organizations who leverage significant amounts of resources. The following is a list of sources that, through such partnerships, the City has either directly or indirectly accessed in the past or seeks to access in the future:
• Low-Income Housing Tax Credit Program: administers both federal and State programs that encourage private investment in affordable housing.
• Permanent Local Housing Allocation (PLHA) Program:
• Affordable Housing and Sustainable Communities (AHSC) Program: funding for Green House Gas reducing-transit oriented affordable housing development and transportation-related infrastructure.
• Behavioral Health Services Act (BHSA): State funds administered at the county level to serve lowincome behavioral health services clients with housing intervention • Housing Related Parks Program: Competitive funding for Parks that support affordable housing projects.
• SB 2 – The Building Homes and Jobs Act: provides a “permanent source” of funding for affordable housing by imposing a $75 fee on each recorded document up to a maximum of $225 per transaction per parcel, estimated to generate $200 to $300 million annually, statewide. The legislation requires that for moneys collected on and after January 1, 2018 until December 31, #30..
- 1166 -
Modesto 2025–2030 Consolidated Plan 111
2018, that 50% of the funds go to local governments, and for money’s collected after January 1, 2019, that 70% be provided to local governments.
• Homeless Housing, Assistance, and Prevention Program (HHAP): HHAP is a block grant program designed to provide jurisdictions with one-time grant funds to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan One of the challenges in building new affordable homes is acquiring land suitable for housing. In 2019, the State of California took several actions to make state and local public lands available for affordable housing development including:
• An executive order to make excess state land available for affordable housing • Connecting affordable housing developers to local surplus land and strengthening enforcement of the Surplus Lands Act
• Requiring cities and counties to inventory and report surplus and excess local public lands to include in a statewide inventory
During this Consolidated Plan period, the City will work to identify City owned properties to meet this requirement with the intent to continue to add to the City’s affordable housing stock. The intent is to transfer eligible properties to non-profit organizations to utilize the properties for low-income households or rehabilitate the units and sell them to a low-income household. #30..
- 1167 -
Modesto 2025–2030 Consolidated Plan 112
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions The table below reflects the institutional structure through which Modesto anticipates carrying out its consolidated plan.
Responsible Entity Responsible Entity Type Role Geographic Area Served Community and
Economic Development
Department
Government • Affordable housing
Rental
• Homelessness
• Non-homeless
special needs
Community
Development
Economic
Development
Neighborhood
improvements
Public facilities
Public services
Planning
City-wide
City of Modesto Parks,
Recreation and
Neighborhood
Government • Non-homeless
special needs
Economic
Development
Neighborhood
improvements
Community
Development
Public facilities
Public services
Planning
City-wide
Stanislaus Regional
Housing Authority
PHA • Affordable housing
Rental
Ownership
Public Housing
• Homelessness
• Non-homeless
special needs
Community
Development
City-wide
#30..
- 1168 -
Modesto 2025–2030 Consolidated Plan 113
Economic
Development
Neighborhood
improvements
Public facilities
Public services
• Planning
Stanislaus County Government • Public Housing
• Homelessness
• Non-homeless
special needs
Community
Development
Economic
Development
• Planning
City-wide
Public Works Department Government • Non-homeless
special needs
Community
Development
Economic
Development
Neighborhood
improvements
Public facilities
• Planning
City-wide
Police and Fire
Departments
Government • Planning City-wide
Modesto City Schools Public institution • Homelessness
• Non-homeless
special needs
Community
Development
Neighborhood
improvements
Public facilities
Public services
• Planning
City-wide
California Association for
the Physically
Handicapped
Non-profit organizations • Non-homeless
special needs
Community
Development
• Public facilities
City-wide
#30..
- 1169 -
Modesto 2025–2030 Consolidated Plan 114
Center for Human
Services
Non-profit organizations • Homelessness
• Non-homeless
special needs
Community
Development
Public services
City-wide
Central Valley
Opportunity Center
Non-profit organizations • Non-homeless
special needs
Community
Development
Public services
City-wide
The Children's Crisis
Center
Non-profit organizations • Non-homeless
special needs
Community
Development
Public services
City-wide
Community Housing and
Shelter Services
Non-profit organizations • Non-homeless
special needs
Community
Development
Public services
City-wide
Court Appointed Special
Advocates
Non-Profit organizations • Non-homeless
special needs
• Homelessness
City-wide
Digital Nest Non-profit organization • Non-homeless
special needs
City-wide
The Disability Resource
Agency for Independent
Living (DRAIL)
Non-profit organizations • Non-homeless
special needs
• Homelessness
• Public services
City-wide
Doctor's Medical Center
Foundation & Stanislaus
Community Assist.
Non-profit organizations • Public services City-wide
Golden Valley Health
Centers Homeless Health
Project
Non-profit organizations • Public services City-wide
Haven Women's Center Non-profit organizations • Non-homeless special needs
• Public services
City-wide
Healthy Aging
Association
Non-profit organizations • Non-homeless
special needs
• Public services
City-wide
#30..
- 1170 -
Modesto 2025–2030 Consolidated Plan 115
Interfaith Ministries Community/Faith-based
organization
• Homelessness
• Public services
City-wide
Modesto Gospel Union Community/Faith-based
organization
• Homelessness
• Public services
City-wide
Modesto Love Center
Ministries
Community/Faith-based
organization
• Homelessness
• Public services
City-wide
Parent Resource Center Non-profit organizations • Public services City-wide Project Sentinel Non-profit organizations • Fair Housing • Public services
City-wide
The Salvation Army
(Emergency)
Community/Faith-based
organization
• Homelessness
• Public services
City-wide
Second Harvest Food
Bank
Non-profit organizations • Homelessness
• Public services
City-wide
Self-Help Enterprises Non-profit organizations • Affordable rental housing
City-wide
Community Impact
Central Valley (CICV)
Non-profit organizations • Public services City-wide
Stanislaus County
Affordable Housing
Corporation (STANCO)
Non-profit organizations • Affordable rental
housing
City-wide
Telecare Non-profit organizations • Public services City-wide Turning Point Non-profit organization • Homelessness
• Public Services
City-Wide
United Way Philanthropic
organization
• Planning
• Public services
City-wide
United Samaritan
Foundation
Philanthropic
organization
• Planning
• Public services
City-wide
Youth For Christ Non-Profit organization • Non-homeless special needs
Community
Development
Public services
Assess of Strengths and Gaps in the Institutional Delivery System The comprehensive nature of the delivery system in the City is one of its strengths. The delivery system includes public agencies, private firms, and non-profit organizations that have involvement in housing, providing services, homelessness, and community development issues. Each type of organization involved contributes its own knowledge and trust with the community in which they serve, which ensures a more comprehensive approach to solving housing and community development problems. #30..
- 1171 -
Modesto 2025–2030 Consolidated Plan 116
The Stanislaus Community System of Care has steadily improved communication and coordination since the development of the last Consolidated Plan. The group is led by a 25-member council representing all major sectors of the community, government, non-profit, service and housing agencies, and healthcare.
There are regularly scheduled meetings where all groups gather and discuss potential gaps in the system, ways to further coordinate to create system efficiencies, and methods of sharing resources in a way that best serves the community. This intentional increased coordination at the local and County level have so far proven to be a key strength in the delivery of services. It has further allowed for local needs to bubble up to a place with wider knowledge and resources while the issues maintain local context and conditions.
Working alongside the CoC is the Stanislaus Homelessness Alliance (SHA). The SHA is comprised of elected officials and non-government community leaders with the appropriate level of authority necessary to implement homelessness strategies and initiatives within the community. The SHA meets monthly and documents all meeting activities within the Stanislaus County CoC website at: https://csocstan.com/getinvolved/sha/ There is always room for improvement. The comprehensive nature of the delivery system creates places where interests and resources from the different entities involved will not always align. Coordination among the various agencies can sometimes be difficult, even among agencies within the same organization. Because the system involves government agencies, and both nonprofit and for-profit agencies, there is room for a difference of opinion in how to address certain issues that may arise. These issues will continue to be resolved through open and clear communication and the implementation and evolution of the established Coordinated Entry System for housing and homeless services.
Availability of services targeted to homeless persons and persons with HIV and mainstream services Homelessness Prevention Services Available in the
Community
Targeted to Homeless Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X
Education X x X
Employment and Employment
Training
X X
Healthcare X X x
#30..
- 1172 -
Modesto 2025–2030 Consolidated Plan 117
HIV/AIDS X X X
Life Skills X X
Mental Health Counseling X X X
Transportation X X x
*Blank cells indicate the service is not targeted to that particular population #30..
- 1173 -
Modesto 2025–2030 Consolidated Plan 118
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The City funds and is an active partner in the service delivery system. The City has several different services to respond to the needs of the homeless, including shelter and preventative services. Such services include those directed at the social and health needs of homeless families and individuals. These wrap-around services are targeted to the general homeless population as well as to specific populations such as youth, foster youth, veterans, chronically homeless and families with children.
The Safe Parking program was a six-month pilot program in partnership with Salvation Army to provide a location for safe overnight parking to people living in their vehicle. This program offered a temporary, overnight, safe location to park for individuals and families living in a vehicle, while providing access to services that will transition them into more stable housing. The Access Center Emergency Shelter (ACES)(ACES)at 330 9th Street which opened on December 2, 2019. The Access Center is a low barrier shelter that allows persons to be sheltered with less restrictions as those imposed by traditional homeless shelters.
The City’s Camp2Home program provides a path to self-sufficiency for people trying to rebuild their lives outside of homelessness through five different initiatives. The initiatives are as follows, Outreach, Shelter, Job Training, Permanent Employment, and Permanent Housing. In partnership with Modesto’s Community Health and Assistance Team (CHAT), ACES, and the Downtown Streets Team individuals are able to follow this path to self-sufficiency.
Center for Human Services provides a 24-bed facility Emergency Shelter for young adults, ages 18 to 24 years of age. They also have the Hutton house a 24/7 temporary emergency shelter with overnight and drop-in services for runaway, homeless and youth in crisis, ages 13-17 years old.
The City will continue to partner with the respective entities for the continued operation of the Access Center which is now an integral part of the area’s service delivery system. Even with such a comprehensive approach, certain populations remain hard to house. Such as those chronically homeless persons who are severely mentally ill and those afflicted by chronic substance abuse disorders. The City of Modesto will continue to work with its partners to assist chronically homeless individuals within the housing continuum.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above While there are programs that are targeted to meet the needs of special needs homeless such as persons with HIV/AIDS, veterans, youth, aging-out foster youth, women and children, and the mentally ill, there are gaps in case management and housing opportunities for single individuals, couples, and homeless individuals with pets. In recent years, there have been several significant local efforts at closing gaps in #30..
- 1174 -
Modesto 2025–2030 Consolidated Plan 119
the delivery of services to avoid the duplication of services and to provide services in the most effective and efficient manner. The following are key examples of the strengths in the current service delivery system:
1. Coordinated Entry: One of the most significant steps at closing the gaps of the service delivery system which has been recently implemented is the Coordinated Entry System. Coordinated Entry is a consistent, community wide intake and placement process through which people experiencing homelessness are efficiently connected to available housing services within the community. With Coordinated Entry, homeless individuals and families complete standard triage assessment survey that identifies the best type of services for that household. Participating programs accept referrals from the system, reducing the need for people to traverse the county seeking assistance at every provider separately. The process helps prioritize housing and homeless assistance based on vulnerability and severity of service needs to ensure that people who need assistance the most can receive it in a timely manner. The process also provides information about service needs and gaps to help plan assistance and identify needed resources in our community.
2. CARE: Another significant strength in the delivery system is the Community Assessment, Response, and Engagement (CARE) Multidisciplinary personnel strategy. The CARE team is a joint strategy from the City of Modesto as well as Stanislaus County. The CARE team is made up of staff that are capable of engaging individuals and households in crisis, distressed in the moment for any number of reasons relating to mental or physical health. This CARE team conducts regular outreach and engagement with what are most often the “hard to reach” individuals and households. The CARE team activity is tracked in detail through the CoC and its reporting.
3. Access Center: The City of Modesto and Stanislaus County partnered with the Salvation Army to construct a 182 bed, low barrier emergency shelter at 330 S. 9th Street, Modesto. The Salvation Army is the operator of the 182 bed Access Center Emergency Shelter. The shelter is intentionally low barrier (showers, drug and alcohol testing are not required to enter) to eliminate reasons that individuals may choose not to enter emergency shelter and begin a path to self-sufficiency. ACES was designed and constructed to allow homeless individuals to enter with pets, partners and possessions, the three most important impediments to entering shelter. When MOES closed in December 2019, over 500 homeless individuals previously camping at the site were eligible to transition to the new low barrier emergency shelter.
Downtown Streets Team (DST): DST employs a volunteer Structured Daily Activity (SDA) model in which those experiencing or at risk of homelessness volunteer on beatification projects within Modesto and Stanislaus County. Incentives for volunteering include, but are not limited to, intensive case management, employment navigation, service connection, and a non-cash basic needs stipend. The DST model is designed to help Team Members (clients) activate skills and attributes that are necessary to move toward #30..
- 1175 -
Modesto 2025–2030 Consolidated Plan 120
employment, housing, and overall, a better quality of living, but which are, through the experience of homelessness, often suppressed. These include things like maintaining a schedule, teamwork, accountability, self-confidence and more. Through the SDA model, Team Members rebuild all of these as well as regain a sense of pride in and stewardship of their community. In addition, Team Members gain valuable experience that they can list at the top of their resume to overcome long experience gaps. SDA projects are generally beautification projects, which includes basic tasks such as litter cleanup in the community. Thus, the model inherently provides a public service and a public benefit in the communities the program serves.
The City works in close coordination with service providers and utilizes case management expertise of a household’s individual circumstance to best navigate a family’s next steps along the housing spectrum.
For those special needs populations, local service providers work closely with the City and other organizations within the CoC to ensure an assessment of needs is completed and then matched with the right level of services and interventions.
Treatment for substance abuse disorder is available in the community, but there are limited opportunities for persons who are actively using substances to be housed other than an overnight emergency shelter.
Overnight shelter for those who are severely mentally ill is also limited. Services and supportive housing (transitional and permanent) are available but those with the most severe mental illness often do not have housing that is coupled with the level of care they require. These populations are often housed temporarily through short-term confinement or institutionalization as the result of arrest by law enforcement but struggle to find suitable permanent housing placements.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The primary mechanism behind the institutions that are delivering services and housing throughout the community is the CoC. The CoC has continued to evolve its partnerships and strengthen its communication and coordination among partners. An investment into the CoC will yield the most results with the goal of strengthening the service delivery system. There will rarely be enough funding to adequately meet the needs of the community, however as the communities within the County continue to invest resources into the CoC, this will be the primary strategy in overcoming any gaps in the service delivery system that may be identified.
Through the CoC’s consistent collaboration with all the all the programs that address homeless and affordable housing issues within the region. This sets the tone of the collaborative efforts. Through these collaborative efforts the region pulls together to unify system delivery. Evidence of these practices through the provider engagement with coordinated entry, with this provider coordination is the ongoing case conference meetings that ensure housing first and housing readiness is efficiently being rolled out.
The providers are unifying case management practices with a robust look at essential supportive services to ensure that the all the needs of the recipient are addressed. #30..
- 1176 -
Modesto 2025–2030 Consolidated Plan 121
The Stanislaus Homeless Alliance (SHA) is an entity that operates in close conjunction with the CoC. The SHA works to offer clear strategies and a unified approach to homelessness within the County. The function of the SHA is to leverage and support existing partnerships within the CoC, working to mitigate the opportunity for gaps to form within the service delivery structure. Addressing the shortfall of available resources to meet the need, the City will utilize state funding where possible to fill gaps and further leverage private funding when possible.
The Citizens’ Housing and Community Development Committee is a committee appointed by the City of Modesto City Council. This committee makes funding recommendations to the City Council regarding HUD funding, and this committee is comprised of representatives from a wide range of government agencies as well as several citizens at-large. These at-large citizens are often represented by low-income and racial minority groups. This committee meets once a month and discusses needs, issues, and strategies on how to utilize available funding to best support the community. This committee, being comprised of members of the public and governmental organizations is well suited to identify service delivery gaps and coordinate strategies to and effective solutions to address those gaps in the service delivery system.
Space below intentionally left blank.
#30..
- 1177 -
Modesto 2025–2030 Consolidated Plan 122
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
The following table outlines the goals, funding, and what the funding aims to achieve. The Goal Outcome Indicator in the far-right column indicates the type of activity the funding will be used for and the desired quantity. These are the five-year goals being pursued in program years 2025 through 2030; not every goal will receive the exact same amount of funding each year as the amount of funds given from HUD will fluctuate.
Goal Name
Start
Year
End
Year Category Geographic Area
Priority
Needs
Addressed
Funding
Goal
Outcome
Indicator
Improve
Quality and
Increase
Affordable
Housing
2025 2030 Affordable
Housing
City-Wide Affordable
Housing
CDBG: $8,930,607
HOME: $2,800,000
194
Households
Housing
Units
Address and
Prevent
Homelessness
2025 2030 Homeless City-Wide Addressing
and
Preventing
Homelessness
CDBG: $434,000
ESG: $693,750
3,105
Persons
assisted
30 Households
assisted
Increase
Access to Jobs,
Education,
and Other
Services
2025 2030 Non-Housing
Community
Development
City-Wide Community
and Economic
Development
CDBG:
$990,000
1,755
Persons
Assisted
Enhance
Infrastructure
and Public
Facilities
2025 2030 Non-Housing
Community
Development
City-Wide Community
and Economic
Development
CDBG: $4,552 N/A
Administration
for CDBG, ESG,
and HOME
Programs
2025 2030 Administration City-Wide N/A CDBG: $2,986,757 HOME: $700,000
ESG: $56,250
NA
#30..
- 1178 -
Modesto 2025–2030 Consolidated Plan 123
Goal Name Increase Supply of Affordable Housing
Goal Description Through the Needs Assessment, the Market Analysis, public meetings, consultations with stakeholders, and survey results, the lack of affordable housing in the City consistently stood to be the number one issue. The activities tied to this goal will work to preserve and expand the supply of affordable housing.
Goal Name Addressing and Prevent Homelessness
Goal Description Homelessness has become an issue for the region as a whole. The activities tied to this goal will support getting individuals and families out of homelessness as well as preventing individuals and families from becoming homeless. The City is engaged in both supporting those agencies that provide services to those that are homeless as well as providing support in housing options across the spectrum: emergency shelters, transitional shelters, rapid re-housing, and permanent supportive housing.
Goal Name Increase Access to Jobs, Education, and Other Services Goal Description It is often most difficult for those with less education and currently lower wages to increase their economic prosperity. The activities tied to this goal will work to increase residents’ job readiness through skill training, promotion of business, educational opportunities, and other strategies that may serve low-income populations in their attempts to seek economic opportunities.
Goal Name Enhance Infrastructure and Public Facilities
Goal Description The investment in publicly owned facilities and infrastructure improves the community and neighborhoods in which they serve. This investment directly impacts housing development and economic growth of communities. The activities tied to this goal will help to improve parks, streets, sidewalks, lighting, ADA accessibility, among other infrastructure and/or facilities that serve residents.
Administration Administration for CDBG, ESG, and HOME programs Goal Description Funding for the administration of the CDBG, ESG, and HOME programs. #30..
- 1179 -
Modesto 2025–2030 Consolidated Plan 124
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 91.315(b)(2) The City estimates, based on prospective projects, approximately 300 housing units may be developed during the next five years to provide low and very low-income units to households. The City estimates 194 of these 300 units will be developed with either CDBG or HOME funding. Additionally, the City expects that 79% of these units will serve very low-income households at or below 30% of the area median income.
The City estimates the remaining units to be available to households that are between 60% to 80% of the area median income.
#30..
- 1180 -
Modesto 2025–2030 Consolidated Plan 125
SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Stanislaus Regional Housing Authority is not under a Section 504 Voluntary Compliance Agreement.
Activities to Increase Resident Involvements
Stanislaus Regional Housing Authority (Stan Regional) provides homeownership resources to participants in the Public Housing and Housing Choice Voucher Programs. The Family Self-Sufficiency (FSS) Program has established partnerships with a variety of community resources to refer participants for services including pre- and post-secondary education, health care, childcare, employment development, supported employment, and small business development including micro-loans. The FSS Program also encourages families to participate in financial wellness programs including financial literacy and credit repair with an emphasis on long-term financial stability for the purposes of homeownership. Supportive services are provided through the Stanislaus County Community Services Agency, the Stanislaus County Department of Mental Health, and the Stanislaus County Integrated Services Agency.
Stan Regional previously implemented a services and communication “quality control” system that provides the Housing Authority with immediate customer feedback and identifies areas that may need improvement. The Housing Authority has also implemented a resident education program with regularly scheduled meetings and written communications on agency policy, rules, and leases. In addition, Stan Regional partners with local agencies in hosting informational and educational events at its community centers. Efforts to improve communications with residents and program participants include on site resident training/informational meetings, regular newsletters and flyers, and partnering with 2nd Harvest Food Bank and the Salvation Army Brown Bag program for commodities delivery to residents.
Stan Regional has implemented a “curbside” appearance program. The focus of the program is the exterior of buildings, parking areas, playgrounds and other areas of the complexes. To date this program has completed the replacement of roofs, a portion of windows, and HVAC systems at all Public Housing Units, and is currently completing exterior painting of all public housing units. Rodent and insect issues are addressed as residents report a problem and/or at Annual Inspection. In an effort to better educate residents concerning these issues, information is regularly provided through the Stan Regional newsletter.
In addition, Stan Regional has an online reporting portal for maintenance and pest control requests. These actions have assisted Stan Regional in creating an atmosphere which emphasizes customer satisfaction and communication.
Further, the SRHA has a Resident Advisory Board (RAB) which represents the residents assisted by the SRHA. The RAB assists in the development of the SRHA five-year Plan. Resident involvement will continue to be supported in an effort to enhance the service delivery by taking into account input from those with lived experience.
#30..
- 1181 -
Modesto 2025–2030 Consolidated Plan 126
These actions have assisted the Housing Authority in creating an atmosphere which emphasizes customer satisfaction and communication.
Is the public housing agency designated as troubled under 24 CFR part 902? Not Applicable. Stan Regional is not a troubled Public Housing Authority.
Plan to remove the ‘troubled’ designation
N/A
Space below intentionally left blank.
#30..
- 1182 -
Modesto 2025–2030 Consolidated Plan 127
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Modesto faces several regulatory and cost-related barriers that limit the development of affordable housing. These include delays in the development process, restrictive zoning ordinances, high development and impact fees, infrastructure costs, and additional expenses such as school district fees and parking requirements. These barriers collectively raise the cost of building new housing, particularly for low- and moderate-income households, and reduce the financial feasibility of affordable housing projects.
Development Processes:
Although the City has made significant efforts to streamline its planning and permitting processes—such as assigning a single project planner and enabling electronic submissions—various external factors still impact the timeline. These include financing delays, site-specific planning complexities, and the availability of construction materials and labor. Even with procedural reforms, development can still take between 6 months to over 2 years depending on the project scope.
Single Family Zoning:
Single-family zoning remains a limiting factor in promoting affordable, higher-density development.
Multifamily units are permitted by-right in R-2 and R-3 zones, while the R-1 zone—the primary singlefamily designation—does not allow multifamily housing by right. This restriction reduces land availability for cost-effective housing types such as duplexes or apartments in many residential areas.
Development Fees:
Should a development or housing unit be proposed for a site where it is not consistent with the General Plan and/or should a project be proposed for a site it is not currently permitted by zoning, a fee of up to $7,495 is required depending on the zoning change needed.
The City imposes several development fees that vary by project type. For example, total impact fees for single-family homes can exceed $30,000 per unit, while multifamily housing incurs fees of about $23,000 per unit. These fees include building permits, capital facility charges, sewer, and water connections. Such costs are ultimately passed on to the consumer, creating affordability challenges.
Impact Fee, Land Dedications, Site Improvements:
The costs to integrate necessary infrastructure (streets, sidewalks, storm drains, etc.) are borne by the developer, but are ultimately passed on to the consumer. These costs contribute to pricing out lowand/or moderate-income households for affordability reasons.
The City may provide fee waivers in some cases and/or fee deferrals in others allowing construction to move forward with less up-front costs.
#30..
- 1183 -
Modesto 2025–2030 Consolidated Plan 128
School District Fees:
The Modesto City School District charges development fees of $4.79 per square foot for residential construction. While these are outside of the City's control and have not historically deterred development, they still contribute to the overall cost burden of housing projects.
Parking Requirements:
City has updated its code to include Density Bonus Standards that can allow for reduced parking standards for affordable housing developments; however, structured parking remains expensive, estimated between $36,000 to $38,000 per unit. These requirements can significantly increase the cost of housing development, especially in multifamily and high-density project.
Accessory Dwelling Units (ADU):
Accessory Dwelling Units are recognized as an important tool for increasing affordable housing options in existing neighborhoods. Modesto has updated its local ordinance to align with state law, allowing ADUs and Junior ADUs (JADUs) on lots with existing or proposed residential structures, and allowing two of any type of ADU, which is more permissive than State law, which allows at minimum an ADU and a JADU.
However, barriers remain, including regulatory inconsistencies, lack of public awareness, and financing challenges for homeowners wishing to build ADUs. Despite these issues, ADUs offer significant potential to provide lower-cost rental units or housing for extended families if further supported through outreach, pre-approved designs, and financial incentives.
Modesto faces multiple barriers to affordable housing, including restrictive zoning laws, high development and impact fees, costly parking requirements, and infrastructure expenses. While efforts have been made to streamline processes and promote ADU development, challenges such as regulatory constraints, limited public awareness, and financing difficulties continue to hinder the creation of affordable housing options for low- and moderate-income residents.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City has worked to eliminate internal barriers to the development of affordable housing through the following continuing efforts:
• Providing funding for land acquisition, secondary financing, and infrastructure costs • Assisting qualified households to purchase homes utilizing the Homebuyer Assistance Program • Exemption or deferral of Capital Facilities Fees for projects providing low-income housing • Using the adopted streamlining process for environmental review; HEROS • Continuing to work with non-profit housing agencies in the provision of supportive services and programs
• Using streamlined application review and permit processing #30..
- 1184 -
Modesto 2025–2030 Consolidated Plan 129
To mitigate the negative effects of public policies that serve as barriers to affordable housing, the City of Modesto has policies in its impact fee program for affordable housing. The current Capital Facility Fees (CFF) Policies and Procedures provide, with respect to very low- and low-income housing exemptions, the total number of housing exemptions granted are not to exceed two percent (2%) of the cumulative total CFF program housing units. The CFF Policies and Procedures also allow a Community Housing and Development Organization (CHDO) to submit an application and request CFF be waived on new affordable units for households earning 80%) or less of the Area Median Income.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City has worked to eliminate internal barriers to the development of affordable housing through the following continuing efforts:
• Providing funding for land acquisition, secondary financing, and infrastructure costs • Assisting qualified households to purchase homes utilizing the Homebuyer Assistance Program • Exemption or deferral of Capital Facilities Fees for projects providing low-income housing • Using the adopted streamlining process for environmental review; HEROS • Continuing to work with non-profit housing agencies in the provision of supportive services and programs
• Using streamlined application review and permit processing To mitigate the negative effects of public policies that serve as barriers to affordable housing, the City of Modesto has policies in its impact fee program for affordable housing. The current Capital Facility Fees (CFF) Policies and Procedures provide, with respect to very low- and low-income housing exemptions, the total number of housing exemptions granted are not to exceed two percent (2%) of the cumulative total CFF program housing units. The CFF Policies and Procedures also allow a Community Housing and Development Organization (CHDO) to submit an application and request CFF be waived on new affordable units for households earning 80%) or less of the Area Median Income.
In 2023, the City adopted its 2023-2031 Housing Element. In it, the City described how it has worked to remove barriers to affordable housing by rezoning about 700 acres to allow for more residential density, revising R-1, R-2, and R-3 zones to allow for greater density, publicizing the residential sites inventory, developing a Housing Trust Fund, and adopting a set of preapproved ADU plans, among other steps.
All of the goals from the City’s 2023-2031 Housing Element are relevant to the Consolidated Plan, and several goals explicitly aimed at removing barriers to the development of housing within the City.
Goal 2 Number 2 of the 2023-2301 Housing Element is: “Provide a broad range of housing opportunities to meet the needs of all income levels, with emphasis on providing housing that mees the special need of the community. This goal aims to expand affordable and special needs housing options for all income levels, with a focus on supporting vulnerable and underserved community groups. Goal Number 3 is “Reduce or remove governmental constraints to the development, improvement, and maintenance of housing where feasible and legally permissible. This goal aims to ease government regulations to #30..
- 1185 -
Modesto 2025–2030 Consolidated Plan 130
encourage housing development while maintaining community quality and complying with state and federal laws.
The City has also helped with the development of the Regional Analysis of Impediments to Fair Housing Choice (AI) for Stanislaus County. The AI analyzes public policies, strategies, and housing market practices that could potentially create barriers to affordable housing for households within the City. The AI identifies actions to be taken in order to alleviate any barriers identified. #30..
- 1186 -
Modesto 2025–2030 Consolidated Plan 131
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City participates in Continuum-wide planning to move individuals and families from homelessness to permanent housing and independent living through a network of housing linked to supportive services.
The local Continuum of Care (CoC), Stanislaus Community System of Care’s 2021 Plan to Address Homelessness in Stanislaus County [https://csocstan.com/wp-content/uploads/2022/01/10.5.21_FINAL_ HOMEBASE-Edits_Stanislaus-2021-Regional-Plan-to-Address-1.pdf] contains eight core strategies to address homelessness, each of those strategies aligns with the goals and efforts of this Consolidated Plan.
Along with this adopted plan, the CoC has strategized through working groups and the Stanislaus Homeless Alliance (SHA). All ESG sub-recipients that carry out emergency shelter activities have a street outreach component to its service provision. Additionally, these ESG sub-recipients also participate in the local Continuum of Care’s point-in-time count, which affords them an opportunity to reach out to unsheltered persons.
The CoC will continue the implementation of the Coordinated Entry System (CES) and match those individuals’ experiencing homelessness to the services that best suit their needs including connecting homeless to housing opportunities. The CoC formed a CES Task Force that will continue to meet regularly to assist with the continued evolution and implementation of the CES and address any issues that arise.
The CoC will provide continued training for participating service providers and continue developing any necessary tools to effectively manage the system. This matching of appropriate needs is the most effective use of resources and minimizes bottlenecks in the service delivery system.
The CoC has several programs that focus on outreach and individuals and family engagement. The Access Center, located in Modesto, and has a team that goes out into the communities weekly to connect those experiencing homelessness with services and benefits. The following are examples of local project efforts aimed at reaching out to homeless persons and assessing their needs which will be part of the City’s Strategy. The City will continue to partner and be part of these efforts of reaching out to homeless individuals.
Center for Human Services – Street Outreach Since Program Year 2018-19, the City of Modesto has provided ESG funds to Center for Human Services to conduct street outreach for homeless youth. The program’s objective is to become familiar with youth hangouts and become a consistent presence among the youth with the end goal of engaging homeless youth and connecting them to services including but not limited to shelter to access shelter, housing, and/or support services. The City will continue to partner with Center for Human Services in order to continue reaching out to youth with the goal to engage them early enough to interrupt their homelessness cycle.
Community Assessment, Response, and Engagement (CARE) Multidisciplinary (MDT) personnel strategy:
The CARE Team mission is to facilitate the expedited identification, assessment, and linkage of homeless individuals to housing and supportive services within Stanislaus County subject to the provisions of the Welfare and Institutions Code (WIC) section 18999.8. This WIC Code section was added effective January #30..
- 1187 -
Modesto 2025–2030 Consolidated Plan 132
1, 2018, to authorize California counties to establish multidisciplinary personnel teams to address homelessness within the county. Every CARE Team member is tasked with conducting outreach and engagement. The strength of the CARE Team comes from the ability to leverage experience and expertise from multiple disciplines when assisting a CARE client. During the initial and on-going client contacts, rapport is developed, and client issues are identified and prioritized. When issues are general, CARE Team members will link the client to a resource; whereas when the need is more specific, the relevant team member provides specialized care. For example, when the CARE Team identifies a CARE client who has agreed to take a mental health assessment, the CARE Team clinician will respond to the location to provide brief counseling, and schedule and conduct the mental health assessment. The need for this type of service was identified during the CARE planning process, and by implementing this, the CARE program is utilizing an innovative approach to meet the needs of the CARE population.
Community Health and Assistance Team (CHAT) is a program designed to use trained outreach specialists to respond to qualifying 911 calls, for mental health crises and similar non-criminal, non-violent incidents.
C.H.A.T. provides alternatives to traditional police responses and continues to evolve in order to meet the needs of the community. They engage with unsheltered individuals and provide immediate support, intervention, and connections to mainstream social services, shelters, and housing programs.
Addressing the emergency and transitional housing needs of homeless persons The City of Modesto is where most services (including shelter and transitional housing) are located within Stanislaus County. The City of Modesto funds shelter activities to the maximum extent possible with CDBG Public Services and ESG funds. Other strategies designed to address homelessness, such as financial assistance and supportive housing are carried out through other City funding sources to build affordable housing designed to serve youth experiencing homelessness and other extremely low-income/homeless populations.
All individuals and families receiving services through the CoC are receiving care that is individualized.
Meaning whether the individual/family is in an emergency shelter or a transitional shelter the most effective support the CoC can offer is that which directly meets the needs of the individual/family as opposed to a “one-sized-fits-all” type of support. The service providers and stakeholders involved in the CoC meet monthly to discuss issues and concerns that arise, this discussion may also include a look forward to needs and gaps experienced by a specific sub-population. These monthly meetings are an effective place to coordinate the support and care for those individuals and families that are in an emergency shelter or a transitional shelter.
The City will partner with shelter providers in Modesto such as The Salvation Army to provide emergency shelter and low barrier shelter services to homeless persons. The Access Center Emergency Shelter provides low-barrier (showers, drug and alcohol testing are not required to enter) to eliminate reasons that individuals may choose not to enter emergency shelter and begin a path to self-sufficiency. ACES #30..
- 1188 -
Modesto 2025–2030 Consolidated Plan 133
allows homeless individuals to enter with pets, partners, and their possessions, which are typically the three main impediments to entering into a homeless shelter. #30..
- 1189 -
Modesto 2025–2030 Consolidated Plan 134
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 CoC continues to improve system processes and address gaps in the service delivery that can be shored up to ensure that specific vulnerable sub-populations do not fall through the cracks. As the CoC partnerships grow and each entity becomes more understanding of their role as well as the roles of other agencies, the system will yield more effective results for those individuals and families that are experiencing homelessness. The Coordinated Entry System (CES) is an effective tool in minimizing the number of days someone experiences homelessness.
The delivery of wrap-around services is critical to the long-term success of those individuals and families that have experienced homelessness but are now housed. Through the CoC, there are housing supports made available, offering financial assistance, security deposits, legal services, credit repair, utility payments, counseling, among others. It is understood by the CoC and its partners that the end goal is not to simply find housing, but to maintain stable housing.
Families and children experiencing homelessness are prioritized as reflected by CDBG and ESG allocations to sub-recipients that serve these subpopulations (CSA Partnership, Center for Human Services, Children’s Crisis Center, Haven Women’s Center, and Family Promise).
The City of Modesto’s Homelessness Prevention and Rapid Re-Housing (HPRP) activities include the allocation of ESG funds for chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth so they may receive security deposit assistance. Another subpopulation that is targeted with ESG HP/RP financial assistance are families with dependent children.
The City of Modesto, its ESG subrecipients, the CSOC and other partners have been especially strategic in creating opportunities that will stably house, either in the short term or long term, and promote the selfsufficiency of these subpopulations of persons experiencing homelessness. ESG subrecipients have also had to find strategic ways to assist clients find housing and keep their housing.
Youth Navigation Center: The Center for Human Services provides a wide range of services that strengthen and support youth and families. The Youth Navigation Center in Modesto is a one stop service hub providing a continuum of services for young people (13-24 years old) who are experiencing crisis, housing instability, and/or homelessness. The Youth Navigation Center creates a clear pathway for youth/young.
Most importantly, this Center establishes a coordinated system of care for this vulnerable population and serves youth within Stanislaus County. This Center provides the following services:
#30..
- 1190 -
Modesto 2025–2030 Consolidated Plan 135
• Street outreach and engagement services
• Homeless prevention & diversion services
• Coordinated entry and assessment • Crisis/Drop-in and Shelter for 13-17-year-old persons (8 beds) • Hutton House: Crisis/Drop-in and Low-Barrier Shelter for 18-24-year-old persons (24 beds) • Pathways Program: Transitional Housing for 18-24-year-old persons (15 beds) • Access to housing services including permanent housing slots designed for youth with diverse circumstances
• On-site education and employment services
Downtown Streets Team: Another key effort led in the City Modesto aimed at reducing the number of people living in poverty and provide housing opportunities to homeless individuals is the Downtown Streets Team (DST). Downtown Streets Team employs a volunteer Structured Daily Activity (SDA) model in which those experiencing or at risk of homelessness volunteer on beatification projects within Modesto and Stanislaus County. Incentives for volunteering include, but are not limited to, intensive case management, employment navigation, service connection, and a non-cash basic needs stipend. The DST model is designed to help “Team Members” (clients) activate skills and attributes that are necessary to move toward employment, housing, and overall, a better quality of living, but which are, through the experience of homelessness, often suppressed. These include things like maintaining a schedule, teamwork, accountability, self-confidence and more. Through the SDA model, Team Members rebuild all these as well as regain a sense of pride in and stewardship of their community. In addition, Team Members gain valuable experience that they can list at the top of their resume to overcome long experience gaps.
SDA projects are generally beautification projects, which includes basic tasks such as litter cleanup in the community. Thus, the model inherently provides a public service and a public benefit in the communities DST serves in.
Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs The Plan to Address Homelessness in Stanislaus County identifies discharge planning as a key part of the strategy in addressing homelessness throughout the County moving forward. Acknowledging that further collaboration among public institutions and other system of care providers needs to occur so that no individual or family is discharged into homelessness, the CoC continues to work on these issues through awareness campaigns and coordinated efforts to align services and resources among CoC partners. The City helps lead in the coordination of Continuum-wide services. Furthermore, homelessness prevention assistance, while scarce, is provided through an ESG sub-recipient (Community Housing and Shelter Services). Again, foster care youth and those exiting the foster care system will be served through the City partnership with the Stanislaus Regional Housing Authority. The City of Modesto will continue #30..
- 1191 -
Modesto 2025–2030 Consolidated Plan 136
collaborative efforts with the local CoC to improve services to the homeless and those at risk of becoming homeless.
The City of Modesto will continue collaborative efforts with the local Continuum to improve services to the homeless and those at risk of becoming homeless. The following are key highlights of the work that has been conducted and will continue to be implemented in our community to assist individuals and families avoid becoming homeless:
Homeless Prevention and Rapid Rehousing: The City will continue to partner with local service providers by providing ESG funds used to assist with homeless prevention assistance to persons or families at risk of losing their housing. ESG funds will also be provided to rapidly rehouse persons who are homeless.
Assistance will be provided with intensive case management services to reduce the risk of persons falling back into the cycle of homelessness.
Space below intentionally left blank.
#30..
- 1192 -
Modesto 2025–2030 Consolidated Plan 137
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The Market Analysis section of this Consolidated Plan estimates that 8,643 owner-occupied low-income households and 7,909 renter-occupied low-income households are living in units built before 1980.
Because lead-based building materials was banned in 1978, this is the best available estimate of the number of households that may have lead-based materials to abate.
The City of Modesto has adopted policies which will continue to be implemented in its housing programs.
The City’s lead-based paint policy complies with HUD requirements relating to lead-based paint hazards.
In alignment with HUD’s requirements, lead-based paint remediation actions will depend on the level of subsidy provided on a project-by-project basis.
City staff provides the HUD approved “Protect Your Family from Lead in Your Home” pamphlet to homeowners when lead-based paint is found or presumed to be present. Homeowner Rehabilitation Program Policies & Procedures adhere to 24 CFR 35.100 Subpart J 35.930(b), 24 CFR 35.100 subpart J
35.930(c), and 24 CFR 35.100 subpart J 35.930(d). Contractors who are working in homes where leadbased paint is found or presumed to be present provides to the homeowners EPA pamphlet “The LeadSafe Certified Guide to Renovate Right” prior to construction activities.
Housing rehabilitation projects will be subject to federal regulations for Lead-Based Paint and contractors must be certified in safe work practices when completing the rehabilitation work. Costs related to leadbased paint inspections, clearance and abatement will be included in the City’s housing rehabilitation loan program which is paid from entitlement funds.
Housing Inspection Procedures for RRH/HP Assistance
The standards for housing unit inspections under the Homelessness Prevention and Rapid Re-Housing Program (HPRP) are referred to as the Housing Habitability Standards. These standards apply only when a program participant is receiving financial assistance and moving into a new or different housing unit.
Inspections must be conducted upon initial occupancy and must be repeated annually for the duration of HPRP assistance.
These habitability standards differ from the Housing Quality Standards (HQS) used in other HUD programs.
Since HQS requirements are more stringent, grantees have the option to use either standard. However, unlike HQS inspections, habitability inspections under HPRP do not require a certified inspector. Program staff may conduct these inspections using a standardized habitability inspection form to document compliance.
In alignment with the City's Rapid Re-Housing and Homelessness Prevention efforts, special attention must be given to housing built before 1978, as these units may contain lead-based paint. Lead found in #30..
- 1193 -
Modesto 2025–2030 Consolidated Plan 138
paint, dust, or paint chips can pose significant health risks if not properly managed, especially to young children and pregnant women. Prior to leasing a pre-1978 housing unit, lessors are required to disclose any known presence of lead-based paint or lead-based paint hazards. In addition, lessees must be provided with a federally approved pamphlet on lead poisoning prevention to ensure they are fully informed of potential risks.
How are the actions listed above related to the extent of lead poisoning and 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 the City’s housing stock, there are a significant number of homes where lead-based paint testing is needed.
How are the actions listed above integrated into housing policies and procedures? The City's housing program guidelines include specific policies related to testing and abatement. When lead-based paint is present or presumed to be present, lead-safe work practices are required. In addition, all of the City's loan agreements for new projects prohibit the use of any lead-based paint.
Space below intentionally left blank.
#30..
- 1194 -
Modesto 2025–2030 Consolidated Plan 139
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The City of Modesto has developed a robust and multifaceted strategy to reduce the number of families living at or below the poverty level, as detailed in its 2023–2031 Housing Element. Central to this strategy is the alignment of housing initiatives with anti-poverty goals through the development of affordable housing, expanded supportive services, and targeted outreach to vulnerable populations. One of the most significant programs contributing to this effort is Camp2Home, a comprehensive homelessness response initiative that addresses poverty on five critical fronts: engagement, shelter, job training, employment, and permanent housing. This program reflects a strategic partnership between the city and organizations such as the Stanislaus Community System of Care (CSOC), leveraging over $35 million in allocated funding to support transitional shelters, street outreach, case management, and permanent supportive housing.
In addition to homelessness prevention, Modesto actively supports extremely low-income and special needs populations through coordinated programs like the Homeowner Repair Assistance Program, which provides grants and loans to low- and moderate-income homeowners to eliminate critical health and safety hazards. The city also partners with non-profits such as STANCO and Stanislaus Regional Housing Authority to develop ADA-accessible housing for individuals with disabilities and mental health needs.
Furthermore, significant investments have been made in infrastructure to enhance community access, including the construction of over 330 ADA ramps and improvements to public spaces to support elderly and disabled populations.
To promote economic mobility, Modesto collaborates with the Downtown Streets Team to provide job training and employment services to those at risk of homelessness, aiming to transition individuals from temporary support to long-term independence. The city also ensures alignment between federal resources (such as CDBG, HOME, and ESG funds) and local housing policies through the Consolidated Plan.
Overall, Modesto's anti-poverty strategy is deeply integrated into its housing policy framework, combining affordable housing production, service delivery, and equitable community development to address the root causes of poverty across the city.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City of Modesto’s poverty reduction goals are closely aligned with its affordable housing strategy as outlined in the Modesto Housing Plan (2022). The plan identifies the creation of diverse, accessible, and attainable housing as a fundamental tool to address poverty-related challenges. Recognizing that housing affordability is a core barrier for families living at or near the poverty level, the City’s approach emphasizes removing regulatory and economic obstacles to developing a broader spectrum of housing types— including duplexes, fourplexes, cottage courts, and accessory dwelling units (ADUs)—especially in walkable, transit-friendly neighborhoods. These housing types are known as "Missing Middle Housing," and are essential for offering more affordable options that suit the needs of lower-income households. #30..
- 1195 -
Modesto 2025–2030 Consolidated Plan 140
The Housing Plan proposes zoning reforms and entitlement streamlining to enable the development of these more affordable and context-sensitive housing options, particularly in underutilized areas. By focusing on financial feasibility and regulatory flexibility, the City is working to ensure that modest-income families can live closer to jobs, schools, transit, and essential services—thus reducing transportation burdens and improving access to economic opportunity. Additionally, the Plan supports housing for special populations, including seniors, multigenerational families, and single individuals, all of whom are disproportionately impacted by poverty.
Furthermore, the Housing Plan incorporates an equity-centered lens by acknowledging the diverse demographics of Modesto. The City anticipates continued population growth and aims to plan proactively by increasing housing availability and affordability across all income levels. This coordination between poverty alleviation efforts and housing policy ensures that investments in housing serve as both a social and economic strategy to uplift vulnerable populations and promote long-term community resilience.
Space below intentionally left blank.
#30..
- 1196 -
Modesto 2025–2030 Consolidated Plan 141
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.
For all HUD funded projects, the City has implemented a subrecipient capacity risk analysis criteria that is assessed at the time of application, as part of the application technical review. If the organization does not meet the organizational capacity standards, the project is not considered for funding.
Organizations that meet the capacity requirements, are then assessed for to determine the extent of monitoring. Program/project monitoring ranges from frequent desk audits (i.e., monthly review of project files – performance reports, invoices and supporting documentation, ensuring timely expenditure, tracking progress toward Consolidated Plan/Annual Action Plan goals, etc.) for all HUD funded activities to more extensive and less frequent (at least once every program year) on-site audits for “high-risk” if certain risk factors are identified during project implementation.
In accordance with 24 CFR, Section 92.252, HOME-assisted rental units are monitored and inspected for income certifications, housing quality standards, and other affordability criteria. There are different levels of monitoring that staff follow, beginning at project predevelopment and continuing through the period of affordability. Staff reviews each draw request. Staff meets with the developers to provide technical assistance if needed and make periodic site visits to follow up on project progress. In addition, staff are constantly monitoring to see if the projects are meeting the standards established in the initial agreement, if costs are on target, and to check on quality of construction. The City is developed a standardized monitoring plan for each HUD program that meets each program’s requirements. This monitoring plan is used as a tool to establish monitoring schedules as well as specific documentation to collect/review depending on the project type.
#30..
- 1197 -
Modesto 2025–2030 Consolidated Plan 142
Annual Action Plan
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
During Program Year 2025-2026, the City of Modesto has been allocated $1,898,921 in Community Development Block Grant (CDBG) program funds, $800,215.37 in HOME Investment Partnership (HOME) program funds, and $157,694 in Emergency Solution Grant (ESG) program funds. In terms of program income, City staff anticipate receiving $250,000 in CDBG, $130,000 in HOME, and nothing in ESG. The City has $530,021.73 in prior year resources and will convert $4,434,973.66 in Neighborhood Stabilization Program (NSP) program income for loan repayments to CDBG Plan document. Prior year resources for HOME is $5,841,616.45 and ESG is $15,000. All funding outlined here is programmed in this Consolidated Plan and Annual Action Plan document.
There are several potential funding sources to implement the strategies contained in the 2025 – 2030 Consolidated Plan. The funding from HUD is clearly outlined in this plan, and there are other funds that assist implementation for strategies outlined in this plan as well. The funds that may contribute to addressing the needs and goals outlined in this Consolidated Plan are:
• Funds covered under the Consolidated Plan: CDBG, HOME, and ESG • Funds provided under various programs of the California Department of Housing and Community Development and the California Housing Finance Agency
• Permanent Local Housing Allocation (PLHA)
• State and federal tax credits and mortgage credit certificates • Tax exempt bond proceeds;
• The City's General Fund
• Private industry sources such as the Federal Home Loan Bank Board’s Affordable Housing Program Sources leveraged by local partners when contributing HUD Funds to these projects including but not limited to Federal Home Loan Bank Affordable Housing Program. #30..
- 1198 -
Modesto 2025–2030 Consolidated Plan 143
Anticipated Resources
Program Eligible Use
Annual
Allocation
Program
Income
Prior Year
Resources
Total
Amount
remaining in
Con Plan
Program
Description
CDBG –
Public
Federal
Acquisition,
Admin and
Planning,
Economic
Development,
Housing, Public
Improvements,
Public Services
$1,898,921 $250,000 $4,964,995.39 $7,113,916.39 $7,500,000 Expected Uses: Program
Administration
; Public
Services;
Housing
Programs; Fair
Housing
Enforcement;
Public Facility
Improvements
Homeless
Services
HOME –
Public
Federal
Acquisition,
Multifamily
rental new
construction,
Multifamily
rental rehab,
New
Construction
$800,215.37 $130,000 $5,841,616.45 $6,771,831.82 $3,500,000 Expected Uses: Rental
Housing;
Rehabilitation
Rental
Housing; New
Construction
ESG –
Public
Federal
Shelter, HMIS,
Outreach, Rapid
Rehousing,
Homeless
Prevention.
$157,694 $ 0 $ 15,000 $172,694 $750,000 Expected
Uses:
Homeless
Services;
Homeless
Prevention;
Rapid ReHousing
Leveraging HUD resources allows the City to use local, state and other funds to combine with federal resources to maximize reach and impact of the City’s HUD funded programs. Through the vetting of project applications for HUD funding, the City emphasizes the importance of leveraging to potential applicants. In Program Year 2019, the City developed a new project scoring system that places higher weight and rewards project applicants with higher levels of leveraged funds. Upon project award, the City #30..
- 1199 -
Modesto 2025–2030 Consolidated Plan 144
verifies that leverage funds pledged in the project application have been awarded/committed to the respective applicant/project.
Entitlement Funds:
The following are the HUD matching requirements for the ESG and HOME programs:
• ESG Match Requirements:
For the ESG program, the City requires that ESG sub-recipients provide a dollar-for-dollar match for ESG funds received. Typically, the City is able to generate significantly more match than the amount required through its allocation of CDBG funds for ESG activities and primarily through the cash and non-cash contributions provided by ESG sub-recipients as a result of the generosity of their donors, supporters, and other funders.
Cash contributions mean cash expended for allowable ESG costs, while noncash contributions mean the value (using a method reasonably calculated to establish fair market value) of any real property, equipment, goods, and services contributed to an ESG activity, provided that if these had to be paid with ESG funds, the costs would have been allowable.
Specific sources of cash contributions include: private individual donors, CDBG funds, local fundraising cash, state funds, local funds, foundation grants, and in-kind contributions (value of in-kind contributions must be reasonable and the method used to establish value must be provided).
• HOME Match Requirements:
The 25% HOME match requirements are met through the contributions or layers of funds that the developers provide for each HOME -assisted project. The match includes private financing, waiver or deferral of development fees approved by the City Council, Tax Credit Allocations, and any other eligible source. The City also has accumulated a match surplus from previous years. The City intends to satisfy this requirement by allocating sufficient funds from the Affordable Housing Fund for this purpose.
Interdepartmental Leveraging
In the past, HUD funds have been used with resources from other City departments in the implementation of projects related to public facilities, infrastructure improvements, and park improvement projects.
Through these projects, HUD funds have been used in combination with local funds such as the City’s Water Fund and resources related to parks projects. In addition, the City encourages the construction of Affordable Housing development projects within the City; these projects are residential projects with the Area Median Income (AMI) under 80%. The City also provides Capital Facility Fee (CFF) deferral, credit, #30..
- 1200 -
Modesto 2025–2030 Consolidated Plan 145
and exemption of CFF fees. On August 13, 2024 the City Council approved an updated Capital Facilities Fees Policies and Procedures by Resolution #2024-278 to broaden the scope of housing exemptions from Very-Low and Low-Income Affordable Housing, which broadened the reach of Capital Facilities Fees Exemptions on these projects.
State Housing and Community Development Sources
In addition to federal resources, the State of California provides funding for affordable housing development, homebuyer programs, transit-oriented development, special needs housing, and infrastructure. Most projects that the City supports are through partnerships with local organizations who leverage significant amounts of resources. The following is a list of sources that, through such partnerships, the City has either directly or indirectly accessed in the past or seeks to access in the future:
• Low-Income Housing Tax Credit Program: administers both federal and State programs that encourage private investment in affordable housing.
• Permanent Local Housing Allocation (PLHA) Program:
• Affordable Housing and Sustainable Communities (AHSC) Program: funding for Green House Gas reducing-transit oriented affordable housing development and transportation-related infrastructure.
• Behavioral Health Services Act (BHSA): State funds administered at the county level to serve lowincome behavioral health services clients with housing intervention • Housing Related Parks Program: Competitive funding for Parks that support affordable housing projects.
• SB 2 – The Building Homes and Jobs Act: provides a “permanent source” of funding for affordable housing by imposing a $75 fee on each recorded document up to a maximum of $225 per transaction per parcel, estimated to generate $200 to $300 million annually, statewide. The legislation requires that for moneys collected on and after January 1, 2018 until December 31, 2018, that 50% of the funds go to local governments, and for money’s collected after January 1, 2019, that 70% be provided to local governments.
• Homeless Housing, Assistance, and Prevention Program (HHAP): HHAP is a block grant program designed to provide jurisdictions with one-time grant funds to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan One of the challenges in building new affordable homes is acquiring land suitable for housing. In 2019, the State of California took several actions to make state and local public lands available for affordable housing development including:
• An executive order to make excess state land available for affordable housing • Connecting affordable housing developers to local surplus land and strengthening enforcement of the Surplus Lands Act
#30..
- 1201 -
Modesto 2025–2030 Consolidated Plan 146
• Requiring cities and counties to inventory and report surplus and excess local public lands to include in a statewide inventory
During this Consolidated Plan period, the City will work to identify City owned properties to meet this requirement with the intent to continue to add to the City’s affordable housing stock. The intent is to transfer eligible properties to non-profit organizations to utilize the properties for low-income households or rehabilitate the units and sell them to a low-income household.
Space below intentionally left blank.
#30..
- 1202 -
Modesto 2025–2030 Consolidated Plan 147
AP-20 Annual Goals and Objectives
The following table outlines the goals, funding, and what the funding aims to achieve. The Goal Outcome Indicator in the far-right column indicates the type of activity the funding will be used for and the desired quantity. These are the five-year goals being pursued in program years 2025 through 2030; not every goal will receive the exact same amount of funding each year as the amount of funds given from HUD will fluctuate.
Goal Name Start
Year
End Year Category Geographic
Area
Priority
Needs
Addressed
Funding Goal Outcome
Indicator
Improve
Quality and
Increase
Affordable
Housing
2025 2026 Affordable
Housing
City-Wide Affordable
Housing
CDBG: $8,915,607
HOME: $2,800,000
20 Households
Housing Units
Addressing
and Prevent
Homelessness
2025 2026 Homeless City-Wide Addressing
and
Preventing
Homelessness
CDBG: $43,400
ESG: $145,886
616 Persons
assisted
11 Households
assisted
Access to Jobs,
Education,
and Other
Services
2025 2026 Non-Housing
Community
Development
City-Wide Community
and Economic
Development
CDBG: $198,000 351
Persons
Assisted
Enhance
Infrastructure
and Public
Facilities
2025 2026 Non-Housing
Community
Development
City-Wide Community
and Economic
Development
CDBG: $4,552 N/A
Administration 2025 2026 Administration City-Wide N/A CDBG: $1,786,758 HOME: $126,748
ESG: $11,827
NA
#30..
- 1203 -
Modesto 2025–2030 Consolidated Plan 148
Goal Name Increase Supply of Affordable Housing
Goal
Description
Through the Needs Assessment, the Market Analysis, public meetings, consultations with stakeholders, and survey results, the lack of affordable housing in the City consistently stood to be the number one issue. The activities tied to this goal will work to preserve and expand the supply of affordable housing.
Goal Name Addressing and Prevent Homelessness
Goal
Description
Homelessness has become an issue for the region as a whole. The activities tied to this goal will support getting individuals and families out of homelessness as well as preventing individuals and families from becoming homeless. The City is engaged in both supporting those agencies that provide services to those that are homeless as well as providing support in housing options across the spectrum: emergency shelters, transitional shelters, rapid re-housing, and permanent supportive housing.
Goal Name Increase Access to Jobs, Education, and Other Services Goal
Description
It is often most difficult for those with less education and currently lower wages to increase their economic prosperity. The activities tied to this goal will work to increase residents’ job readiness through skill training, promotion of business, educational opportunities, and other strategies that may serve low-income populations in their attempts to seek economic opportunities.
Goal Name Enhance Infrastructure and Public Facilities
Goal
Description
The investment in publicly owned facilities and infrastructure improves the community and neighborhoods in which they serve. This investment directly impacts housing development and economic growth of communities. The activities tied to this goal will help to improve parks, streets, sidewalks, lighting, ADA accessibility, among other infrastructure and/or facilities that serve residents.
Administration Administration for CDBG, ESG, and HOME programs Goal
Description
Funding for the administration of the CDBG, ESG, and HOME programs.
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 91.315(b)(2) #30..
- 1204 -
Modesto 2025–2030 Consolidated Plan 149
The City estimates, based on prospective projects, approximately 300 housing units may be developed during the next five years to provide low and very low-income units to households. The City estimates 194 of these 300 units will be developed with either CDBG or HOME funding. There are several projects in the pipeline that are scheduled to break ground during the 2025-2026 program year. Additionally, the City expects that 79% of these units will serve very low-income households at or below 30% of the area median income. The City estimates the remaining units to be available to households that are between 60% to 80% of the area median income.
#30..
- 1205 -
Modesto 2025–2030 Consolidated Plan 150
AP-35 Projects – 91.220(d)
Introduction
The projects to be undertaken in the 2025 program year (July 1, 2025 to June 30, 2026) are summarized below. The City will utilize funds available to address the goals outlined in this Consolidated Plan. The specific projects will target affordable housing opportunities through acquisition, rehabilitation and construction of housing. In addition, the City will provide public services including homelessness services and economic development activities. The City will also provide enhancements to public facilities and infrastructure.
Projects
Project # Project Name
1 Program Planning & Administration
2 Housing Rehabilitation Administration Activity Delivery (14h) 3 CDBG Entitlement - Economic Development
4 Public Facilities
5 Affordable Housing - Acquisition, Rehabilitation, Homelessness 6 Public Services
7 HESG - Entitlement 2025
8 Affordable Housing - Owner Occupied Rehabilitation
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The priority needs described in the Strategic Plan are:
• Affordable housing
• Addressing and preventing homelessness
• Enhance infrastructure and public facilities
• Public services
• Community and economic development
The funding allocation priorities remain closely connected to these identified needs. Those projects that demonstrate potential to create further progress in addressing these needs will be prioritized. In the funding of all projects, and in providing assistance to specific beneficiaries, the City will ensure:
#30..
- 1206 -
Modesto 2025–2030 Consolidated Plan 151
• Documentation of the low- and moderate-income status of individuals/households, or • The area where a project benefit will be realized has a population where at least 51% of the residents are low-and moderate-income, or a slum and blight project meet the criteria for such projects.
The availability of funding from both federal and State sources is a key determinant of the City’s ability to address identified needs. Budget problems at both the Federal and State levels make funding for housing programs uncertain. In an effort to help make the most of limited resources, the City has formed partnerships with a variety of governmental, non-profit, and service agencies to combine resources to implement programs related to housing and community development needs.
The primary obstacle in addressing underserved needs is the limited financial resources made available to address the needs. Prioritization of funding and associated needs requires that some needs expressed by communities may not be addressed in a given program year. Other obstacles in addressing needs are:
• Limited services to support the diverse population
• High and increasing cost of land throughout the County present obstacles by further limiting the quantity of projects the City can take on given finite financial resources to acquire land that is becoming increasingly expensive
• Increasing rental rates across the City presents an obstacle in that fewer households may be able to be supported given the funding allocated. The money spent on rental assistance may not go as far given increasing rental costs.
• Coordination gaps between service providers and agencies providing housing • Prevailing wage requirements increase construction costs for housing, thus increasing the cost of affordable housing development, potentially limiting the number of affordable housing developments in the City
• Resident perceptions of various services may hinder them from accepting assistance • Education and dissemination of information to low- and moderate-income residents is a potential obstacle. Although the City has excellent relationships with neighborhood associations and organizations within the different districts in the City, there remains an obstacle of reaching the right people to ensure adequate knowledge of programs available to them. #30..
- 1207 -
Modesto 2025–2030 Consolidated Plan 152
AP-38 Project Summary Information
Project Name Program Planning and Administration
Target Area City-wide
Goals Supported Administration
Needs Addressed NA
Funding CDBG: $1,316,778.93
HOME: $126,747.32
Description This project will fund administrative expenses related to the planning and administration of CDBG, HOME, and ESG activities including but not limited to development of HUD plans, contract development, project monitoring, and enforcement of federal regulations.
Matrix Code: 21A - General Program Administration
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
NA
Location Description 1010 10th Street, Modesto CA 95354 Planned Activities Program Administration
Project Name Housing Rehabilitation Administration Activity Delivery (14H) Target Area City-wide
Goals Supported Improve Quality and Increase Affordable Housing Needs Addressed Affordable Housing
Funding CDBG: $469,978,.93
Description Activity delivery costs related to carrying out housing rehabilitation activities (rental and owner occupied). Examples include appraisal, architectural, engineering, and other professional services; preparation of work specifications and work write-ups; loan processing; survey, site and utility plans; application processing; and other fees.
Matrix Code: 14H Rehabilitation Administration
Regulatory Citation: 570.202(b)(9)
National Objective: N/A
Target Date 6/30/2026
#30..
- 1208 -
Modesto 2025–2030 Consolidated Plan 153
Estimate the number
and type of families
that will benefit from
the proposed activities
The City will facilitate housing rehabilitation projects for20eligible households per year at or below 80% of the Area Median Income.
Location Description City-wide
Planned Activities Housing Rehabilitation Program
Project Name Economic Development
Target Area City-wide
Goals Supported Access to Jobs, Education, and Other Economic Development Services Needs Addressed Community and Economic Development
Funding CDBG: $0.00
Description Partnerships with businesses, developers and service providers to address community and economic development goals including but not limited to the creation and retention of full-time equivalent jobs through grant and loan programs.
Matrix Code: 18A - Direct Financial Assistance to For-Profit Businesses Regulatory Citation: 570.203(b)
National Objective: 570.208(4)
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
CDBG: Assist 0 small businesses; Retain minimum of 8 LMI jobs. One FTE created/retained for every $0.00
For Future implementation if requested during the year under the Amount needed for an Annual Action Plan Amendment
Location Description Citywide
Planned Activities Economic Development Assistance
Project Name Public Facilities
Target Area Citywide/Low Income Census Tracts.
Goals Supported Enhance Infrastructure and Public Facilities Needs Addressed Enhance Infrastructure and Public Facilities Funding CDBG:
#30..
- 1209 -
Modesto 2025–2030 Consolidated Plan 154
Description Improve the physical structures throughout the City in CDBG program eligible areas including but not limited to construction or rehabilitation of public facilities and/or improving infrastructure conditions in LMA neighborhoods.
Matrix Code: 03A – 04
Regulatory Citation: 570.201(c)
National Objective: 570.208(a)(1)
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Activity in predesign and will serve approximately 520 individuals from LMA neighborhoods.
Location Description LMA neighborhoods within Modesto
Planned Activities Community Centers, park improvements, homeless facilities, and/or other eligible public facilities.
Project Name Affordable Housing – Acquisition, Rehabilitation, Homelessness Target Area Citywide
Goals Supported Improve Quality and Increase Affordable Housing Needs Addressed Affordable Housing
Funding CDBG $4,587,806.74
HOME $6,645,084.50
Description Use CDBG funds for acquisition and/or rehabilitation of property for affordable housing, disability access/improvements, first time homebuyers, lead based paint services, energy efficiency improvements and similar projects.
Use HOME funds to leverage funding for the construction and/or rehabilitation of new affordable rental housing units through partnerships with the State, the housing authority, and using tools such as land banking, the revolving loan fund, and housing set-aside funds.
Matrix Code: 01-02; 11-19E
Regulatory Citation: 570201(a) or (c)
National Objective: 570.208(a)(3)
Target Date 6/30/2026
#30..
- 1210 -
Modesto 2025–2030 Consolidated Plan 155
Estimate the number
and type of families
that will benefit from
the proposed activities
Assist 79 households below 80% AMI through the following activities:
Seventh Street Village (79) or future projects identified in the City’s Affordable Housing Notice of Funding Availability
Location Description Citywide
Planned Activities Acquisition, Rehabilitation, Construction of affordable housing units Project Name Public Services
Target Area Citywide
Goals Supported Access to Jobs, Education, and Other Economic Development Services Needs Addressed Public Services
Funding CDBG – 284,800
Description Partner with local public service providers to provide essential public services to Modesto residents.
Matrix Code: 03T – 05Z
Regulatory Citation: 570201(e)
National Objective: 570.208(a)(2)
Target Date 06/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Assist over 351 persons and/or households below 80% of AMI through public service activities
Location Description City-wide
Planned Activities General Public Service Activities
Project Name HESG Entitlement 2025
Target Area City-wide
Goals Supported Addressing and Preventing Homelessness/Administration Needs Addressed Addressing and Preventing Homelessness/Administration Funding HESG
Description General Administration and Partner with local non-profits to provide essential services and outreach to individuals and households at risk for homelessness.
Target Date 06/30/2026
#30..
- 1211 -
Modesto 2025–2030 Consolidated Plan 156
Estimate the number
and type of families
that will benefit from
the proposed activities
Assist over 627 individuals or families at risk for homelessness Location Description City-wide
Planned Activities Administration, Street Outreach, HMIS, Rapid Re-housing, and Homeless Prevention.
Project Name Affordable Housing – Owner Occupied Rehabilitation Target Area Citywide
Goals Supported Improve the Condition and Increase Supply of Affordable Housing Needs Addressed Affordable Housing
Funding CDBG
Description Provide direct financial assistance eligible households through the Homeowner Rehabilitation Program to address health and safety repairs.
Matrix Code: 14A
Regulatory Citation: 570.202(a)(1)
National Objective: 570.208(a)(3) LMH
Target Date 06/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Assist 20 households at or below 80% of the AMI
Location Description Citywide
Planned Activities Housing Rehabilitation
#30..
- 1212 -
Modesto 2025–2030 Consolidated Plan 157
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
HUD allows for the designation of priority areas that may be a primary focus of revitalization efforts. For the purpose of the Consolidated Plan, priority areas are loosely defined and are not strict and do not require any specific allocation of resources, matching, or partnerships. At this time, the City’s geographic based priority areas includes the entirety of the City’s boundary. The City funds program activities Citywide in accordance with the priority needs listed in this section.
Rationale for the priorities for allocating investments geographically The City funds program activities City-wide in accordance with the priority needs listed in this section. The geographic distribution of funding is predicated somewhat on the nature of the activity to be funded. It is the City’s intent to fund activities in the areas most directly affected by the needs of low-income residents and those with other special needs. Where possible, the City of Modesto will distribute funds throughout the low- and moderate-income block groups located throughout the six city council districts.
Discussion
No additional discussion
AP-55 Affordable Housing – 91.220(g)
Introduction
The City understands the importance of approaching affordable housing from multiple angles: both preserving and maintaining existing affordable housing stock as well as continually looking for opportunities to develop new affordable housing. The City offers affordable housing programs to support and assist households in obtaining or maintaining their home. The City utilizes contracts on affordable housing units to ensure units remain affordable for a certain extended period of time. Whenever possible, the City uses HUD resources to partner with local affordable housing developers and/or other public agencies to build affordable housing projects. This Action Plan identifies any such projects to be planned or carried out this Program Year.
One Year Goals for the Number of Households to be Supported Homeless 23
Non-Homeless 20
Special-Needs 0
Total 43
#30..
- 1213 -
Modesto 2025–2030 Consolidated Plan 158
One Year Goals for the Number of Households Supported Through Rental Assistance 23
The Production of New Units 0
Rehab of Existing Units 20
Acquisition of Existing Units 0
Total 43
Discussion
• Rental Assistance (23 households; 23 homeless/0non-homeless): Community Housing and Shelter Services and Turning Point community Partners will assist a minimum of 23 households with City ESG and CDBG funds for homeless prevention and rapid rehousing assistance. • Production of new Units (0 households): There are several projects in the pipeline that are anticipated to start construction this program year.
• Rehab of Existing Units (20 households): The City will seek to assist 20 households via the City’s owner-occupied housing rehabilitation program.
• Acquisition of Existing Units: The City will work with local partners and look for opportunities to acquire additional properties to provide affordable housing opportunities. There are several projects in the pipeline that are anticipated to start construction this program year.
Space below intentionally left blank.
#30..
- 1214 -
Modesto 2025–2030 Consolidated Plan 159
AP-60 Public Housing – 91.220(h)
Introduction
In Modesto, public housing needs, housing choice vouchers, and other specific HUD funds and services are addressed by the Housing Authority of the County of Stanislaus (Stan Regional), which also serves Alpine, Amador, Calaveras, Inyo, Mariposa, Mono, Stanislaus, and Tuolumne Counties.
Public housing sites can range from large apartment buildings to single-family houses. Housing Choice Vouchers (HCV, also often called the “Section 8” program) are a portable rent subsidy that can be used to pay for a portion of rent in private rental housing units. Project-Based Section 8 vouchers are private rental units in which the current occupant receives subsidized rent through the housing authority. Housing Authorities are subject to the same state and federal fair housing laws as other housing providers and cannot discriminate on the basis of state or federally protected classes. Housing Authorities must also follow any local fair housing ordinances and may have additional tenant protections added by HUD.
Actions planned during the next year to address the needs to public housing Collectively, the housing authorities in Stanislaus County provide access to 4,566 subsidized housing units including 636 public housing units, 10 project-based Section 8 units, and 3,832 housing choice vouchers, though these totals vary at any given time. Though there are technically two housing authorities, the Stan Regional administers the programs of both the Stan Regional and Riverbank housing authorities.
The Stan Regional has been designated as a “high performing” public housing authority by HUD since 2008. This designation is given to public housing authorities (PHAs) that score above a 90 out of 100 points.
PHA projects are assessed based on a physical inspection (40 points), financial condition (25 points), management system (25 points), and timely use of capital funds (10 points). The total PHA score is then created out of the average score for all projects weighted by the number of units.
Like many public housing authorities across the country, the housing authorities in Stanislaus County lack an adequate supply of funding for units and/or vouchers to meet the affordable housing needs within their service areas. This is reflected by long or closed waiting lists for potential units. In Stanislaus County, the Public Housing Waiting List counts 11,095 households and the Section 8 Waiting List counts 12,300..
Waiting lists for housing choice vouchers are only open occasionally and, even then, sometimes only for select applicants.
PHAs complete both an annual plan and a 5-year plan to help prioritize projects, development, funding, and programs. For 2024-2029, the Stan Regional listed the following goals and objectives (among others) that help affirmatively further fair housing and increase housing choice:
1. Depending on the availability of federal and state funding, increase the inventory of affordable rental housing within the jurisdiction of the Housing Authority of the County of Stanislaus for extremely low to moderate income households.
#30..
- 1215 -
Modesto 2025–2030 Consolidated Plan 160
Objectives:
• Housing Choice Voucher Program – Continue to expand upon existing marketing and outreach efforts to attract new landlord participants to the Housing Choice Voucher Program. • Development – Leverage private or other public funds to create additional housing opportunities. • Development – Subject to the availability of funding, develop or acquire 500 affordable housing units over the next five years.
2. Conserve and upgrade the Affordable Housing Inventory in Stanislaus County.
Objectives:
• Public Housing – Implement Asset-Based Community Development (ABCD) initiatives to engage and unite residents, associations and institutions from within each community for more sustainable communities and economic development.
• Administration – Partner with county and/or city in efforts to improve housing stock and create stable, viable neighborhoods.
3. Increase assisted housing choices.
Objectives:
• Housing Choice Voucher Program – Provide voucher mobility counseling at initial family briefings and during annual reexaminations.
• Housing Choice Voucher Program – Continue to maintain the 2‐tiered Benefit Payment Standard (BPS) to ensure families have the ability to locate affordable housing in less poverty concentrated neighborhoods.
• Housing Choice Voucher Program ‐ Continue to seek funding for the Individual Development & Empowerment Accounts (IDEA) and Workforce Initiative Subsidy for Homeownership (WISH) programs for graduating Family Self‐Sufficiency (FSS) Program Participants. #30..
- 1216 -
Modesto 2025–2030 Consolidated Plan 161
The City will continue to leverage opportunities and funding to address needs outlined in the City’s Consolidated Plan and remain cognizant of goal and objective overlaps with the Stan Regional.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Stanislaus Regional Housing Authority (Stan Regional) provides homeownership resources to participants in the Public Housing and Housing Choice Voucher Programs. The Family Self-Sufficiency (FSS) Program has established partnerships with a variety of community resources to refer participants for services including pre- and post-secondary education, health care, childcare, employment development, supported employment, and small business development including micro-loans. The FSS Program also encourages families to participate in financial wellness programs including financial literacy and credit repair with an emphasis on long-term financial stability for the purposes of homeownership. Supportive services are provided through the Stanislaus County Community Services Agency, the Stanislaus County Department of Mental Health, and the Stanislaus County Integrated Services Agency.
Stan Regional previously implemented a services and communication “quality control” system that provides the Housing Authority with immediate customer feedback and identifies areas that may need improvement. The Housing Authority has also implemented a resident education program with regularly scheduled meetings and written communications on agency policy, rules, and leases. In addition, Stan Regional partners with local agencies in hosting informational and educational events at its community centers. Efforts to improve communications with residents and program participants include on site resident training/informational meetings, regular newsletters and flyers, and partnering with 2nd Harvest Food Bank and the Salvation Army Brown Bag program for commodities delivery to residents.
Stan Regional has implemented a “curbside” appearance program. The focus of the program is the exterior of buildings, parking areas, playgrounds and other areas of the complexes. To date this program has completed the replacement of roofs, a portion of windows, and HVAC systems at all Public Housing Units, and is currently completing exterior painting of all public housing units. Rodent and insect issues are addressed as residents report a problem and/or at Annual Inspection. In an effort to better educate residents concerning these issues, information is regularly provided through the Stan Regional newsletter. In addition, Stan Regional has an online reporting portal for maintenance and pest control requests. These actions have assisted Stan Regional in creating an atmosphere which emphasizes customer satisfaction and communication.
Further, the SRHA has a Resident Advisory Board (RAB) which represents the residents assisted by the SRHA. The RAB assists in the development of the SRHA five-year Plan. Resident involvement will continue to be supported in an effort to enhance the service delivery by taking into account input from those with lived experience.
#30..
- 1217 -
Modesto 2025–2030 Consolidated Plan 162
These actions have assisted the Housing Authority in creating an atmosphere which emphasizes customer satisfaction and communication.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.
Not Applicable. Stan Regional is a high Performer, not a troubled Public Housing Authority. #30..
- 1218 -
Modesto 2025–2030 Consolidated Plan 163
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of Modesto participates in the County-wide Continuum of Care (CoC) to develop and implement regional goals and strategies to address and end homelessness. The CoC released its2021 Regional Strategic Plan to Address Homelessness in September 2021. A primary function and goal of the CoC is to increase housing stability and decrease incidents of homelessness in Stanislaus County by targeting services and funds to populations most in need, meeting both the immediate and long-term needs of households experiencing homelessness and avoiding the duplication of services by coordinating with service providers and the CoC.
Along with this adopted plan, in recent years the CoC has been strategized through working groups and with the introduction of the Stanislaus Homeless Alliance (SHA). This revamping of the CoC includes a partnership with HomeBase resulting in a more efficient CoC application and NOFA process with aims to increase CoC funding.
In the coming year, the City will continue to partner with local service providers and agencies with the goal of reducing and ending homelessness via street outreach, homeless prevention, and rapid rehousing.
In addition, the City will work with the CoC on addressing the emergency shelter and transitional housing needs of homeless persons as well as continuing to find creative approaches to addressing homelessness and special needs populations.
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 The City of Modesto has actively participated in CSOC's planning process to move individuals and families from homelessness to permanent housing and independent living through a network of housing linked to supportive services. The primary strategy document is the annual CSOC Application. Additionally, the City will continue to work with the CoC in the implementation of the continuum-wide Coordinated Entry System (CES) to match the right services to the households given their individual circumstance, this includes taking into consideration special needs in both housing and supportive services. The CoC formed a CES Task Force that will continue to meet regularly to assist with the continued evolution and implementation of the CES and address any issues that arise. The CoC will provide continued training for participating service providers and continue developing any necessary tools to effectively manage the system. This matching of appropriate needs is the most effective use of resources and minimizes bottlenecks in the service delivery system.
In the coming year, the City will continue to partner with organizations such as Center for Human Services (CHS) which conducts street outreach to unsheltered homeless youth. CHS’ goal, through street outreach, is to engage with homeless youth and connect them to resources including housing at CHS’ Hutton House, a runaway and homeless youth shelter (ages 13-17), or Pathways, a transitional living place for older youth #30..
- 1219 -
Modesto 2025–2030 Consolidated Plan 164
(ages 18-21). In 2019, the City provided CDBG grant and loan funds to CHS to acquire a property that will be used to establish a Youth Navigation Center. This Youth Navigation Center will enhance current outreach efforts and services for the youth population with everything being available at one location.
Community Assessment, Response, and Engagement (CARE) Multidisciplinary (MDT) personnel strategy:
The CARE team is a joint strategy from the City of Modesto as well as Stanislaus County. The CARE team is made up of staff that are capable of engaging individuals and households in crisis, distressed in the moment for any number of reasons relating to mental or physical health. The CARE team conducts regular outreach and engagement with what are most often the “hard to reach” individuals and households. The CARE team activity is tracked in detail through the CoC and its reporting. The City will continue to be a partner in the CARE team program in efforts to increase outreach and engagement to homeless households and individuals.
The Downtown Streets Team (DST) is aimed at reducing the number of people living in poverty and provide housing opportunities to homeless individuals. DTS employs a volunteer Structured Daily Activity (SDA) model in which those experiencing or at risk of homelessness volunteer on beatification projects within Modesto and Stanislaus County. Incentives for volunteering include, but are not limited to, intensive case management, employment navigation, service connection, and a non-cash basic needs stipend.
The DST model is designed to help “Team Members” (clients) activate skills and attributes that are necessary to move toward employment, housing, and overall a better quality of living, but which are, through the experience of homelessness, often suppressed. These include things like maintaining a schedule, teamwork, accountability, self-confidence and more. Through the SDA model, Team Members rebuild all of these as well as regain a sense of pride in and stewardship of their community. In addition, Team Members gain valuable experience that they can list at the top of their resume to overcome long experience gaps.
SDA projects are generally beautification projects, which includes basic tasks such as litter cleanup in the community. Thus, the model inherently provides a public service and a public benefit in the communities DST serves in.
Finally, the City of Modesto is actively involved in the Annual Point-In-Time (PIT) Count conducted throughout the CoC which includes all of Stanislaus County. The PIT Count includes staff and volunteers going out into the community and physically counting individuals experiencing homelessness as well as outreach efforts linking those individuals to services available within the community. Outreach efforts particularly seek to identify the numbers and needs of those individuals and households experiencing #30..
- 1220 -
Modesto 2025–2030 Consolidated Plan 165
unsheltered homelessness.
Addressing the emergency shelter and transitional housing needs of homeless persons Given Modesto is the county seat of Stanislaus County and the largest City within, Modesto is also the central point for many of the CoC’s related supportive services. The City funds shelter activities to the maximum extent possible through CDBG Public Services and ESG funds.
The City partners with shelter providers in Modesto such as The Salvation Army to provide emergency shelter and low barrier shelter services to homeless persons. The newly formed Access Center Emergency Shelter will provide low-barrier (drug and alcohol testing are not required to enter) to reduce barriers for individuals choosing to enter an emergency shelter. ACES is designed to allow homeless individuals to enter with pets, partners, and possessions, which are often-cited impediments individuals have when entering a homeless shelter.
With respect to transitional housing, the City will partner with local service providers to provide funding whenever possible for the operation of transitional living facilities and emergency shelters such as:
Center for Human Services – Pathways Program: Pathways is a 16-bed transitional living program that addresses the need for shelter and support services for homeless youth 18 to 21 years of age. Shelter is provided up to 21 months. The Pathways Program provides basic life skills, interpersonal and jobs skills training, assistance with obtaining medial insurance and assistance related to advancing educational opportunities.
Stanislaus County Affordable Housing Corporation (STANCO): STANCO operates transitional housing facilities that provide housing opportunities for homeless persons with mental disabilities. The City of Modesto provided funding for STANCO in 2019 for transitional housing of five (5) beds. The City will continue to look for partnership opportunities with STANCO and other providers to meet emergency and transitional shelter needs of residents.
Hutton House is an emergency shelter for runaway, homeless, and youth in crisis who are ages 13-17.
Pathways is a transitional living and support services program that focuses on youth who have “aged out” of the foster care placement system.
Children’s Crisis Center of Stanislaus County (CCC) provides child care and shelter services to abused, neglected, and at-risk children in the community.
Cricket, Guardian, Marsha’s, Sawyer, and Verda’s Houses provides shelter for children who may be involved in a family crisis or a conflict situation.
#30..
- 1221 -
Modesto 2025–2030 Consolidated Plan 166
Homeless Prevention and Rapid Re-Housing Program (HPRP) provides rental assistance in conjunction with intensive case management.
Community Housing and Shelter Services (CHSS) provides opportunities to households with and without children to obtain and maintain permanent housing.
Community Impact of Central Valley (CICV) provides services to individuals with HIV/AIDS through the Housing Opportunities for Persons with AIDS Program (HOPWA).
Family Promise of Greater Modesto provides shelter at church sites and case management support for finding permanent affordable housing.
Haven Women’s Center of Stanislaus County provides shelter services and outreach to homeless women and children in the South Stanislaus County area and within the City. Services include those for victims of domestic violence.
Housing Authority of the County of Stanislaus administers 222 Shelter Plus Care Certificates and HUDVASH vouchers which help provide permanent supportive housing to homeless veterans.
Miller Pointe is a 15-unit permanent rental housing project serving very low-income households.
Meadow Glen is a 32-unit permanent rental supportive housing serving very low-income foster youth aged out of foster care.
The Modesto Men’s Gospel Mission and Women’s Mission provides a limited stay of seven nights on the floor, and three nights out, and also serves two meals a day.
Mission Emergency Shelter provides beds for temporary shelter to house up to 100 unaccompanied adult men and women and up to 90 women and children for a maximum stay of fourteen days.
New Life Program Residential is an on-site program, operated by the Modesto Gospel Mission, for up to 41 unaccompanied adult men and women who need specialized help to return to societal living. This program is operated by the Modesto Gospel Mission.
The Salvation Army Modesto Corps provides an array of services to the homeless.
The Berberian Emergency Shelter provides 164 cold weather beds to unaccompanied homeless adult men and women and up to 30 year-round beds to homeless persons with special medical needs.
The Berberian Transitional Living Facility provides 20 beds for homeless male and female veterans and 20 beds for unaccompanied homeless males and females for up to 24 months.
Stanislaus County Affordable Housing Corporation (STANCO) operates eight properties for permanent affordable housing and conducts outreach to place people in supportive housing. STANCO also operates #30..
- 1222 -
Modesto 2025–2030 Consolidated Plan 167
33 transitional beds for homeless families with children and 37 beds for unaccompanied adult homeless males and females.
o STANCO Transitional Housing
o California – 36 beds and 4 units
o Garden Gate – 3 beds and 1 unit
o Ricardo – 3 beds and 1 unit
o Locust – 3 beds and 1 unit
o Garvey – 13 beds
o REST House - 5 beds
o STANCO Permanent Supportive Housing
o 24 beds
Bennett Place contains 18 units that are reserved for persons who have a serious mental illness (SMI) or serious emotional disturbance (SED) and are homeless or at risk for homelessness.
Turning Point Community Programs provides integrated, cost-effective mental health services, employment and housing for adults, children and their families that promote recovery, independence and self-sufficiency.
Turning Point Respite Center at Garden Gate provides a safe home-like environment for up to 12 homeless mentally ill persons nightly.
Salvation Army Veteran Emergency Shelter: provides shelter services to homeless individuals who are U.S. Veterans.
Catholic Charities provides a variety of programs and services with a new office location as of 2019 in Modesto. Catholic Charities provides transportation services, housing and case management services, low-cost healthcare, and childcare as well as immigration and legal services.
There is a total of 511 emergency shelter beds in Modesto and 223 within Stanislaus County (not in Modesto) for a total of 734 emergency shelter beds within the County. Additionally, there are 301 emergency shelter beds pending. The emergency shelter beds available in Modesto are from the following organizations:
Modesto Emergency Shelter Beds
Agency Number of Beds
Center for Human Services 7
Community Housing and Shelter Services (CHSS) 155
Family Promise 14
Haven Women’s Shelter 8
Modesto Gospel Mission 181
Salvation Army 140
Turning Point 3
TOTAL 511
#30..
- 1223 -
Modesto 2025–2030 Consolidated Plan 168
Source: Stanislaus Homelessness Alliance Affordable Housing Presentation 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 CoC continues to improve system processes and address gaps in the service delivery system to ensure that specific vulnerable sub-populations do not fall through the cracks. As the CoC partnerships grow and each entity becomes more understanding of their role as well as the roles of other agencies, the system will yield more effective results for those individuals and families that are experiencing homelessness. The Coordinated Entry System (CES) is an effective tool in minimizing the number of days someone experiences homelessness. As stated in the Coordinated Entry System Policies and Procedures Manual, the CoC works to assess households for the individual needs and make matches to available housing interventions. The case conferencing teams meet weekly to work through the households that have completed assessments. Each household experiencing homelessness or chronic homelessness is offered a standard assessment tool to ensure fairness and equitable access to available services and housing options across the continuum.
The delivery of wrap-around services is critical to the long-term success of those individuals and families that have experienced homelessness but are now housed. Through the CoC, there are housing supports made available, offering financial assistance, security deposits, legal services, credit repair, utility payments, counseling, among others. It is understood by the CoC and its partners that the end goal is not to simply find housing, but to maintain stable housing.
The City of Modesto’s Homelessness Prevention and Rapid Re-Housing (HPRP) activities include the allocation of ESG funds for all household types including but not limited to chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth so they may receive security deposit assistance. Another subpopulation that is targeted with ESG HP/RP financial assistance are families with dependent children.
The City of Modesto, its ESG subrecipients, the CoC, and other partners have been especially strategic in creating opportunities that will stably house and promote the self-sufficiency of these subpopulations of persons experiencing homelessness. ESG subrecipients have also had to find strategic ways to assist clients find housing and keep their housing. The following are recent strategies that have been implemented locally in which the City will continue to be a partner in as its strategy at helping homeless individuals transition from homelessness to housing:
Empire Migrant Center:
#30..
- 1224 -
Modesto 2025–2030 Consolidated Plan 169
Supported by the FOP movement, the Stanislaus County Community Services Agency’s (CSA) partners with the Housing Authority to house homeless families during the cold-weather months in vacant family units at the Empire Migrant Center. The Empire Migrant Center located at 5132 South Avenue is used as a coldweather shelter for homeless families. The Empire Migrant center consists of 90 single family dwelling units used for farmworker housing during project from April to October each year. This project allowed CSA to use 21 of the 90 units to place homeless families in these units during the months of November through March. This project will be a multi-year partnership allowing CSA to place homeless families each winter in housing and provide case management services with a goal to permanently house homeless households.
Youth Navigation Center:
The Center for Human Services provides a wide range of services that strengthen and support youth and families. One of the biggest projects currently being developed is a Youth Navigation Center. The Youth Navigation Center will be located in Modesto and will be a one stop service hub providing a continuum of services for young people (13-24 years old) who are experiencing crisis, housing instability, and/or homelessness. The Youth Navigation Center will create a space where existing services, currently at different sites, will be relocated and new services developed, creating a clear pathway for youth/young adults. Most importantly, this Center will establish a coordinated system of care for this vulnerable population and will serve youth within Stanislaus County. Once completed, this project will provide the following services:
• Street outreach and engagement services
• Homeless prevention & diversion services
• Coordinated entry and assessment
• Crisis/Drop-in and Shelter for 13-17-year-old individuals (8 beds) • Hutton House: Crisis/Drop-in and Low-Barrier Shelter for 18-24-year-old individuals (24 beds) • Pathways Program: Transitional Housing for 18-24-year-old individuals (15 beds) • Access to housing services including permanent housing slots designed for youth with diverse circumstances
• On-site education and employment services
Downtown Streets Team:
Another key effort led in Modesto aimed at reducing the number of people living in poverty and provide housing opportunities to homeless individuals is the Downtown Streets Team (DST). Downtown Streets Team employs a volunteer Structured Daily Activity (SDA) model in which those experiencing or at risk of homelessness volunteer on beautification projects within Modesto and Stanislaus County. Incentives for volunteering include, but are not limited to, intensive case management, employment navigation, service connection, and a non-cash basic needs stipend.
The DST model is designed to help “Team Members” (clients) activate skills and attributes that are necessary to move toward employment, housing, and overall a better quality of living, but which are, #30..
- 1225 -
Modesto 2025–2030 Consolidated Plan 170
through the experience of homelessness, often suppressed. These include things like maintaining a schedule, teamwork, accountability, self-confidence and more. Through the SDA model, Team Members rebuild all of these as well as regain a sense of pride in and stewardship of their community. In addition, Team Members gain valuable experience that they can list at the top of their resume to overcome long experience gaps.
SDA projects are generally beautification projects, which includes basic tasks such as litter cleanup in the community. Thus, the model inherently provides a public service and a public benefit in the communities DST serves in.
Helping low-income individuals and families avoid becoming homeless, especially extremely lowincome 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 Plan to Address Homelessness in Stanislaus County identifies discharge planning as a key part of the strategy in addressing homelessness throughout the County moving forward. Acknowledging that further collaboration among public institutions and other system of care providers needs to occur so that no individual or family is discharged into homelessness, the CoC continues to work on these issues through awareness campaigns and coordinated efforts to align services and resources among CoC partners. The City helps lead in the coordination of Continuum-wide services. Furthermore, homelessness prevention assistance, while scarce, is provided through an ESG sub-recipient (Community Housing and Shelter Services). Again, foster care youth and those exiting the foster care system will be served through the City partnership with the Housing Authority.
The City of Modesto will continue collaborative efforts with the CoC to improve services to the homeless and those at risk of becoming homeless. The following are key highlights of the work that has been conducted and will continue to be implemented in our community to assist individuals and families avoid becoming homeless:
Homeless Discharge Coordination:
The City of Modesto is actively engaged in homeless discharge coordination from health care facilities.
Since April 2019, the Hospital Council of Northern California has coordinated monthly meetings with representatives from local hospitals, homeless shelters, public agencies, and stakeholder groups to plan for the discharge of homeless individuals from health care facilities to comply with SB 1152. The objective has been to create a community standard of care and greater connection and cooperation between discharging and receiving providers of services for the homeless.
Homeless Prevention and Rapid Rehousing:
#30..
- 1226 -
Modesto 2025–2030 Consolidated Plan 171
The City will continue to partner with local service providers by providing ESG funds used to assist with homeless prevention assistance to persons or families at risk of losing their housing. ESG funds will also be provided to rapidly rehouse persons who are homeless. Assistance will be provided with intensive case management services to reduce the risk of persons falling back into the cycle of homelessness.
Foster care/youth facilities
One of the biggest youth service providers in Stanislaus County is the Center for Human Services (CHS).
The City has an ongoing partnership with CHS in the planning and programing of services for youth terming out of foster care to prevent homelessness among this population. A prime example is the recent partnership with CHS on the first Youth Navigation Center to be located in Modesto which will provide a one-stop-shop service hub for youth experiencing or in danger of homelessness.
Corrections/Law Enforcement:
As part of the Coordinated Entry efforts, the City works with law enforcement agencies such as Modesto Police Department and Stanislaus County Sheriff and Probation Departments in discharge planning to #30..
- 1227 -
Modesto 2025–2030 Consolidated Plan 172
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
There are a number of policies in Modesto that may contribute to the current lack of affordable housing.
Modesto faces several regulatory and cost-related barriers that limit the development of affordable housing. These include delays in the development process, restrictive zoning ordinances, high development and impact fees, infrastructure costs, and additional expenses such as school district fees and parking requirements. These barriers collectively raise the cost of building new housing, particularly for low- and moderate-income households, and reduce the financial feasibility of affordable housing projects.
Development Processes:
Although the City has made significant efforts to streamline its planning and permitting processes—such as assigning a single project planner and enabling electronic submissions—various external factors still impact the timeline. These include financing delays, site-specific planning complexities, and the availability of construction materials and labor. Even with procedural reforms, development can still take between 6 months to over 2 years depending on the project scope Single Family Zoning:
Single-family zoning remains a limiting factor in promoting affordable, higher-density development.
Multifamily units are only permitted in R-2 and R-3 zones, while the R-1 zone—the primary single-family designation—does not allow multifamily housing by right. This restriction reduces land availability for cost-effective housing types such as duplexes or apartments in many residential areas.
Development Fees:
Should a development or housing unit be proposed for a site where it is not consistent with the General Plan and/or should a project be proposed for a site it is not currently permitted by zoning, a fee of up to $7,495 is required depending on the zoning change needed.
The City imposes several development fees that vary by project type. For example, total impact fees for single-family homes can exceed $30,000 per unit, while multifamily housing incurs fees of about $23,000 per unit. These fees include building permits, capital facility charges, sewer, and water connections. Such costs are ultimately passed on to the consumer, creating affordability challenges.
Impact Fee, Land Dedications, Site Improvements:
The costs to integrate necessary infrastructure (streets, sidewalks, storm drains, etc.) are borne by the developer, but are ultimately passed on to the consumer. These costs contribute to pricing out lowand/or moderate-income households for affordability reasons.
Infrastructure impact fees, especially in designated Community Facilities Districts (CFDs), can be #30..
- 1228 -
Modesto 2025–2030 Consolidated Plan 173
substantial. In the Tivoli Specific Plan, for instance, fees for medium-high density development reach up to $24,284 per unit. While some fee waivers have been granted for affordable housing developments, these fees still pose a considerable barrier to widespread affordability School District Fees:
The Modesto City School District charges development fees of $4.79 per square foot for residential construction. While these are outside of the City's control and have not historically deterred development, they still contribute to the overall cost burden of housing projects.
Parking Requirements:
Although recent code updates allow for reduced parking standards and administrative approval for exceptions, structured parking remains expensive, estimated between $36,000 to $38,000 per unit. These requirements can significantly increase the cost of housing development, especially in multifamily and high-density project.
Accessory Dwelling Units (ADU):
Accessory Dwelling Units are recognized as an important tool for increasing affordable housing options in existing neighborhoods. Modesto has updated its local ordinance to align with state law, allowing ADUs and Junior ADUs (JADUs) on lots with existing or proposed residential structures. However, barriers remain, including regulatory inconsistencies, lack of public awareness, and financing challenges for homeowners wishing to build ADUs. Despite these issues, ADUs offer significant potential to provide lower-cost rental units or housing for extended families if further supported through outreach, preapproved designs, and financial incentives.
Modesto faces multiple barriers to affordable housing, including restrictive zoning laws, high development and impact fees, costly parking requirements, and infrastructure expenses. While efforts have been made to streamline processes and promote ADU development, challenges such as regulatory constraints, limited public awareness, and financing difficulties continue to hinder the creation of affordable housing options for low- and moderate-income residents.
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 The City has worked to eliminate internal barriers to the development of affordable housing through the following continuing efforts:
• Providing funding for land acquisition, secondary financing, and infrastructure costs • Assisting qualified households to purchase homes utilizing the Homebuyer Assistance Program • Exemption or deferral of Capital Facilities Fees for projects providing low-income housing • Using the adopted streamlining process for environmental review; HEROS #30..
- 1229 -
Modesto 2025–2030 Consolidated Plan 174
• Continuing to work with non-profit housing agencies in the provision of supportive services and programs
• Using streamlined application review and permit processing To mitigate the negative effects of public policies that serve as barriers to affordable housing, the City of Modesto has policies in its impact fee program for affordable housing. The current Capital Facility Fees (CFF) Policies and Procedures provide, with respect to very low- and low-income housing exemptions, the total number of housing exemptions granted are not to exceed two percent (2%) of the cumulative total CFF program housing units. The CFF Policies and Procedures also allow a Community Housing and Development Organization (CHDO) to submit an application and request CFF be waived on new affordable units for households earning sixty (60%) or less of the Area Median Income.
In 2023, the City adopted its 2023-2031 Housing Element. In it, the City described how it has worked to remove barriers to affordable housing by rezoning about 700 acres to allow for more residential density, revising R-1, R-2, and R-3 zones to allow for greater density, publicizing the residential sites inventory, developing a Housing Trust Fund, and adopting a set of preapproved ADU plans, among other steps.
All of the goals from the City’s 2023-2031 Housing Element are relevant to the Consolidated Plan, and several goals explicitly aimed at removing barriers to the development of housing within the City.
Goal 2 Number 2 of the 2023-2301 Housing Element is: “Provide a broad range of housing opportunities to meet the needs of all income levels, with emphasis on providing housing that mees the special need of the community. This goal aims to expand affordable and special needs housing options for all income levels, with a focus on supporting vulnerable and underserved community groups. Goal Number 3 is “Reduce or remove governmental constraints to the development, improvement, and maintenance of housing where feasible and legally permissible. This goal aims to ease government regulations to encourage housing development while maintaining community quality and complying with state and federal laws.