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MODESTO CITY COUNCIL
www.modestogov.com
AGENDA
City of Modesto
CITY COUNCIL MEETING
Chambers, Basement Level
Tenth Street Place, 1010 10th Street
Modesto, California
Tuesday, September 09, 2025 at 5:30 PM
Roll Call - Councilmembers Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
* Public Comment will only be in-person. Members of the public who wish to address the Council, by providing public comment, during the meeting must do so in-person in the Council Chambers.
As an alternative, members of the public may also provide written public comment submitted via email as indicated in the Submitting Comments by Email instructions on this agenda. Zoom will still be available for viewing and Wordly translation.
*Members of the public will be allowed to provide public comment through Zoom if a Councilmember is participating remotely pursuant to the provisions of Assembly Bill 2449. *Effective March 1, 2023, if a technical issue arises with Zoom or the phone dial-in option, the Council meeting will continue unless the meeting is being held pursuant to the provisions of Assembly Bill 2449. Alternative viewing options are listed below, and the meeting is physically open to the public.
“Wordly” can translate into 25+ different languages! To access written translation during the meeting, please scan the QR Code or click this link https://attend.wordly.ai/join/RJDY-6364.
"Wordly" puede traducir a más de 25 idiomas diferentes! Para acceder a la traducción durante la reunión, por favor escanee el código QR o haga clic en el enlace https://attend.wordly.ai/join/RJDY-6364.
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You may observe a livestream of the meeting at http://media.modestogov.com. You may also view or listen to the meeting as indicated below.
THE MEETING CAN BE VIEWED BY ZOOM VIDEO
CONFERENCING OR TELEPHONE
Joining the City Council meeting via Zoom
The City of Modesto is now offering the ability to view Council meetings via telephonic conferencing via “Zoom” video conferencing computer technology. The meeting may be accessed through the use of Zoom using the following options:
Enter the following link into an Internet Browser
https://us02web.zoom.us/j/95895497651,
Enter the following link into an Internet Browser https://zoom.us/ and using the Webinar ID: 958 9549 7651
Passcode: 84326
To use Zoom, please visit: https://zoom.us/ and either sign-up for a free Zoom account or continue as a guest. Once you have downloaded the app onto your mobile device, joined from your web browser, or downloaded the Zoom software on your computer you will be ready for the upcoming Council meeting.
Joining the City Council meeting via Telephone
If you don’t have a smart phone or computer to access the meeting via Zoom, you can listen by phone, by calling 1-877-853-5257 (Toll Free) or 1-888-475-4499 (Toll Free) and enter the Webinar ID: 958 9549 7651 Passcode: 84326
SUBMITTING COMMENTS BY E-MAIL
Written comments may be submitted via email to: [email protected] (include Agenda Item Number in the subject line). All comments will be shared with the Councilmembers and placed in the record but will not be read aloud during the meeting. Written comments must be received two hours before the meeting.
This Agenda is on file in the City Clerk’s Office, Sixth Floor, 10th Street Place, Posting Board at entry of 10th Street Place, and is available on the City’s Web site at www.modestogov.com.
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the Clerk’s office during normal business hours. Such documents are also available online, subject to staff’s ability to post the documents before the meeting, at the following website https://www.modestogov.com/council-meetings In accordance with the requirements of Title II of the Americans with Disabilities Act (“ADA”) of 1990, the Fair Employment & Housing Act (“FEHA”), the Rehabilitation Act of 1973 (as amended), Government Code section 11135 and other applicable codes, the City of Modesto (“City”) will not discriminate against individuals on the basis of disability in the City’s services, programs, or activities. For more information, please visit the City of Modesto website at https://www.modestogov.com/865/Americans-with-Disabilities-Act-ADA - 2 -
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In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk (209) 577-5396. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
Pledge of Allegiance to the Flag
Invocation: Jeremy Brown, Doctors Medical Center
City Clerk’s Announcements
Declaration of Conflicts of Interest
Reports from Closed Session
ACKNOWLEDGEMENTS AND PRESENTATIONS
1. Proclamation declaring September 15th - October 15th as National Hispanic Heritage Month. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected]
2. Proclamation recognizing California's 175th Anniversary of Statehood. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected]
PUBLIC COMMENT PERIOD
Three-minute time limit per speaker.
Only interested persons in the audience may present these matters. Under State law, Councilmembers may respond to matters being presented under this item only as follows:
a. Briefly respond to statements made or questions raised. b. Ask a question for clarification.
c. Provide a reference to staff or other resources for factual information. d. Request staff to report back at a subsequent meeting. e. Finally, a Councilmember or the Council itself may take action to direct staff to place a matter of business on a future agenda.
CONSENT ITEMS – ROLL CALL VOTE REQUIRED
Information concerning the consent items listed below has been forwarded to each Councilmember prior to this meeting for study. Unless some member of the audience or Councilmember has a question concerning an item and asks that it be withdrawn from the consent list, the Council approves the items at one time. The action taken by the Council in approving consent items is set forth in the explanation of this individual item. - 3 -
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CONSENT
An item may be removed from consent and discussed at the request of an audience member or Council member.
Consent
3. Consider approving the minutes for the August 26, 2025 Council Meeting. (Funding Source: Not Applicable)
Staff Recommendation:
Motion approving the minutes for the August 26, 2025 Council Meeting.
CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] Consent
4. Consider appointing a voting delegate to the 2025 League of California Cities Annual Conference to be held in Long Beach, CA on October 8-10, 2025. (Funding Source:
Not Applicable)
Staff Recommendation:
Motion approving Councilmember Williams as a voting delegate and Mayor Zwahlen as the alternate voting delegate for the 2025 League of California Cities Annual Conference to be held in Long Beach, CA on October 8-10, 2025.
CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] Consent
5. Consider approving the response to the Findings and Recommendations of the 2024- 2025 Stanislaus County Civil Grand Jury Consolidated Report- Case #25-23GJ . (Funding Source: Not Applicable)
Staff Recommendation:
Resolution approving the response to the Findings and Recommendations of the 2024-2025 Stanislaus County Civil Grand Jury Report- Case #25-25GJ.
CITY MANAGER; Scotty Douglass, 209-577-9149, [email protected] Consent
6. Consider accepting the Accounts Receivable Internal Controls Review Report. (Funding Source: General Fund)
Staff Recommendation:
Motion accepting the Accounts Receivable Internal Controls Review Report.
CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent
7. Consider accepting the Capital Improvement Program Assessment Report. (Funding Source: General Fund)
Staff Recommendation:
Motion accepting the Capital Improvement Program Assessment Report.
CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] - 4 -
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Consent
8. Consider accepting the Permitting Efficiency Study Update Report. (Funding Source:
General Fund)
Staff Recommendation:
Motion accepting the Permitting Efficiency Study Update Report.
CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent
9. Consider approving the recommended budget adjustments to Fiscal Year 2024-25 and Fiscal Year 2025-26 Annual Operating and Capital Improvement Program Budgets and amending the Fiscal Year 2025-26 Position Allocation. (Funding Source: Various Funds)
Staff Recommendation:
Resolution amending Fiscal Year 2024-25 and Fiscal Year 2025-26 Annual Operating and Capital Improvement Project Fund Budgets and authorizing the City Manager, to take the necessary steps to implement the provisions of this Resolution.
Resolution amending the Position Allocation for Fiscal Year 2025-26 as adopted in the operating budget.
BUDGET; Kaceey Culbertson, 209-571-5855, [email protected] Consent
10. Consider adopting Notice of Exemption EA/C&Ed NO. 2025-15, which affirms that the proposed project is exempt from the California Environmental Quality Act (CEQA) and accepting the California Department of Transportation (Caltrans) Sustainable Transportation Planning Fiscal Year 2025-26 Grant in the amount of $450,000 for the development of the Downtown Modesto Multimodal Transportation Network and Land Use Compatibility Plan. (Funding Source: Grant Funds and In-Kind Match) Staff Recommendation:
Resolution certifying and adopting notice of exemption EA/C&ED 2025-15, which affirms that the proposed project is exempt from the California Environmental Quality Act (CEQA) Pursuant to Section 15061(b)(3) of the CEQA Guidelines and, accepting the Department of Transportation (Caltrans) Sustainable Transportation Planning Grant for the Fiscal Year 2025-26, in the amount of $450,000 for the development of the Downtown Modesto Multimodal Transportation Network and Land Use Compatibility Plan, and authorizing the City Manager, or designee, to execute all Grant Agreements and documents related thereto.
Resolution amending the Fiscal Year 2025-2026 multi-year project budget to establish a project in the amount of $508,500 for the Department of Transportation (Caltrans) Sustainable Transportation Planning Grant and authorizing the City Manager, or his designee, to take the necessary steps to implement the provisions in this Resolution.
CED; Vanessa Castro, 209-577-5282, [email protected] - 5 -
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Consent
11. Consider accepting the Upgrade Traffic Signals 2019 Project as complete, releasing securities, releasing payments totaling $1,688,191 to St. Francis Electric, LLC., of San Leandro, CA, and authorizing the City Clerk to file a Notice of Completion. (Funding Source: Congestion Mitigation and Air Quality)
Staff Recommendation:
Resolution accepting Upgrade Traffic Signals 2019 Project as complete, releasing securities, releasing payments totaling $1,688,191 to St. Francis Electric, LLC., of San Leandro, CA, and authorizing the City Clerk to file a Notice of Completion.
ENGINEERING SERVICES; Pete Kambel, 209-577-5444, [email protected] Consent
12. Consider approving the Subdivision Improvement Agreements (SIAs) and Final Maps for The Founders Point II Woodglen Villages 4A, 4B, and 6, which together comprise approximately 20.1 acres consisting of 138 residential lots, five (5) landscape lots, and public road right-of-way dedications of approximately 5.1 acres all located at the southwest corner of Bangs Avenue and Tully Road APNs # 046-007-048 and 046-007- 049. (Funding Source: Developer Fees)
Staff Recommendation:
Resolution approving the Final Maps for Founders Point II Woodglen Villages 4A, 4B, and 6, approving the Subdivision Improvement Agreements and authorizing the City Manager, or his designee, to execute the Subdivision Improvement Agreements with FOR California Development LLC, a Delaware Limited Liability Company and authorize the City Clerk to certify the Final Maps and record with the Stanislaus County Recorder’s Office.
ENGINEERING SERVICES; Jaspreet Mangat, 209-577-5253,
[email protected]
Consent
13. Consider delegating the responsibility for investment transactions to the Director of Finance and accepting the Annual Investment Report for Fiscal Year 2024-2025. (Funding Source: Various Funds)
Staff Recommendation:
Resolution delegating the responsibility for investment transactions to the Director of Finance and accepting the Annual Investment Report for Fiscal Year 2024-2025.
FINANCE DEPARTMENT; Calogero Maniscalco, 209-577-5219,
[email protected]
Consent
14. Consider approving the purchase for one Fleet Replacement and one Fleet Addition for Fleet Vehicles which includes one 2025 Ford F-350 Truck and one Digger Derrick Truck in a total amount not to exceed $653,670. (Funding Source: Measure H and Fleet Replacement Fund)
Staff Recommendation:
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Resolution approving the Competitive Bidding Process from Sourcewell to Rush Enterprises dba Rush Truck Centers of New Braunfels, TX under the authorized dealer, Rush Medium-Duty Truck Centers of California Inc. dba Rush Truck Centers, Ceres, CA for the purchase of one 2025 Ford F-350 Truck for an amount not to exceed $83,987; and authorizing the Director of Finance, or her designee, to issue the Purchase Order; and authorizing the Director of Finance or her designee to execute any Change Orders not to exceed 15% of the total purchase price.
Resolution approving the Competitive Bidding Process from Sourcewell to Terex Utilities, Inc., Watertown, SD for the purchase of one Digger Derrick Truck for an amount not to exceed $449,553 plus $40,098 in taxes and fees to be paid directly to the state; and authorizing the Director of Finance, or her designee, to issue the Purchase Order; and authorizing the Director of Finance or her designee to execute any Change Orders not to exceed 15% of the total purchase price.
FINANCE DEPARTMENT; Dianne Love, 209-571-5164, [email protected] Consent
15. Consider approving the Emergency Purchases, for an amount not to exceed $155,990, to cover all costs incurred by the urgent and significant water and mold damage repairs to Fire Station 11. (Funding Source: General Fund)
Staff Recommendation:
Resolution approving the Emergency Purchases, for an amount not to exceed $155,990, to cover all costs incurred by the urgent and significant water and mold damage repairs to Fire Station 11.
FIRE DEPARTMENT; Kevin Wise, 209-572-9590, [email protected] Consent
16. Consider approving the Third Amendment with West Coast Door and Gate, Ceres, CA for On-call Commercial Roll-up Door Maintenance and Repair Services increasing the Agreement amount by $160,000 and extending the term of the Agreement to June 2, 2026. (Funding Source: General Fund)
Staff Recommendation:
Resolution approving the Third Amendment with West Coast Door and Gate, Ceres, CA for On-call Commercial Roll-up Door Maintenance and Repair Services increasing the Agreement amount by $160,000 to a new total amount of $446,000 and extending the term of the Agreement from December 2, 2025 to June 2, 2026, and authorizing the City Manager, or his designee, to execute the Amendment.
FIRE DEPARTMENT; Kevin Wise, 209-572-9590, [email protected] Consent
17. Consider approving the First Amendment to the Agreement with Moss Adams, LLP Stockton, CA, for City Auditor and City Auditing Services to amend the original agreement to include the compensation language “per each Fiscal Year Audit Plan.” (Funding Source: General Fund)
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Staff Recommendation:
Resolution approving a First Amendment to the Agreement with Moss Adams LLP Stockton, CA for City Auditor and City Auditing services to amend the original agreement to include the compensation language “per each Fiscal Year Audit Plan”; and authorizing the City Manager, or his designee to execute the Amendment.
HUMAN RESOURCES; Christina Alger, 209-571-5126, [email protected] Consent
18. Consider approving the Agreements with Telcion Communication Group, Turlock, CA for the Criminal Justice Information Services (CJIS) system implementation project for a total amount not to exceed $167,592. (Funding Source: Department of Justice Grant) Staff Recommendation:
Resolution approving the Agreements with Telcion Communication Group, Turlock, CA for the Criminal Justice Information Services (CJIS) system implementation project for a total amount not to exceed $167,592; and authorizing the City Manager, or his designee to execute the Agreements.
IT; Dameon Booker, 209-571-5229, [email protected] Consent
19. Consider approving Secondary Agreements with Law Enforcement Psychological Services, Inc., Los Gatos, CA and CORE Psychological Corporation, Gold River, CA, for Pre-Employment Psychological Services for a total combined amount not to exceed $40,000 over three years. (Funding Source: General Fund) Staff Recommendation:
Resolution approving the Secondary Agreements with Law Enforcement Psychological Services, Inc., Los Gatos, CA and CORE Psychological Corporation, Gold River, CA, for Pre-Employment Psychological Services for a total combined amount not to exceed $40,000 over three years, and authorizing the Director of Finance to adjust agreement totals between vendors based on contractor’s availability and department’s needs, ensuring the combined total amount does not change and authorizing the City Manager, or his designee, to execute the Agreements.
POLICE DEPARTMENT; Jessica Nicholson, 209-572-9500,
[email protected]
Consent
20. Consider approving the Agreement for On-Call Electrical Services to Advanced Lighting Services, Inc., Dublin, CA for a total amount not to exceed $1,334,456 over five years. (Funding Source: Building Maintenance Fund) Staff Recommendation:
Resolution approving the Award of Bid and Agreement for On-Call Electrical Services to Advanced Lighting Services, Inc., Dublin, CA for a two-year Agreement with three one-year extension options, for an estimated annual amount of $267,114 and a total amount not to exceed $1,335,566 over five years; and authorizing the City Manager, or his designee, to execute the - 8 -
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Agreement.
PUBLIC WORKS; Gabe daSilva, 209-652-2579, [email protected] Consent
21. Consider approving a Prequalified Local Consultant List for Civil Engineering Services for a period of five years. (Funding Source: Various Capital/Non-Capital Projects)
Staff Recommendation:
Resolution approving a Prequalified Local Consultant List for Civil Engineering Services for a period of five years.
UTILITIES; Edgar Vargas, 209-577-5424, [email protected]
COUNCIL COMMENTS & REPORTS
CITY MANAGER COMMENTS & REPORTS
MATTERS TOO LATE FOR THE AGENDA
These may be presented by members of the City Council and staff upon determination by a majority vote that an emergency exists, as defined by State law, or by a 2/3 vote that (1) there is a need to take immediate action, and (2) that the need for action came to the City’s attention after the agenda was posted.
ADJOURNMENT
Posted pursuant to Government Code Section 54954.2 on the bulletin board at Tenth Street Place on
at by
date time signature
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MODESTO CITY COUNCIL
www.modestogov.com
MINUTES
City of Modesto
CITY COUNCIL MEETING
Chambers, Basement Level
Tenth Street Place, 1010 10th Street
Modesto, California
Tuesday, August 26, 2025 at 5:30 PM
Special City Council – Closed Session Meeting 4:15 p.m.
Roll Call - Present: Councilmembers Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
Absent: None
Regular City Council Meeting 5:30 p.m.
Roll Call- Present: Councilmembers Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
Absent: None
Pledge of Allegiance to the Flag
Invocation: Marvin Jacobo, City Ministry Network
City Clerk’s Announcements: None
Declaration of Conflicts of Interest: None
Reports from Closed Session: No reportable action
ACKNOWLEDGEMENTS AND PRESENTATIONS
1. Proclamation declaring September 7th-13th as National Suicide Prevention Week. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] #3..
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ACTION: Mayor Zwahlen presented Proclamation declaring September 7th-13th as National Suicide Prevention Week.
PUBLIC COMMENT PERIOD
Barry Jackson, a retired Beyer High School counselor and longtime Modesto resident, started an annual student–police basketball game to build positive connections. The event, now in its 10th year, is open to all students and has involved many officers. He invited city representatives to attend and recognized the support of Lieutenant Felton Payne and Chief Gillespie.
Elaine Wong, Doctor and Chief Resident at Valley Consortium for Medical Education, raised concerns about doctor overwork, reduced staffing, and limited patient access at Golden Valley Health Centers. She noted difficulties in filling residency positions and retaining doctors in Modesto and asked for support in securing a fair contract to improve conditions and patient care.
Tom Myers, a Modesto resident and member of the Urban Forest group and Stanislaus Audubon Society, thanked the city for funding tree maintenance and planting initiatives.
He highlighted the Tuolumne River Regional Park, a 500-acre area with significant natural resources, and noted that a master plan update is underway. Myers emphasized the park’s recreational potential and encouraged efforts to make it more accessible and welcoming to the community.
Harlan Diven, a Modesto resident, spoke about the June 14th protest arrests at 10th Street Plaza. While the charges were dropped, the arrests remain on individuals’ records, and they called for the City Council to launch an independent investigation since the Community Police Review Board cannot.
Anne Marie requested that the City Council repeal the mask ordinance, citing legal concerns raised by the ACLU and the Modesto Bee. She stated that only the Council has the authority to act and also requested expanded oversight authority for the Community Police Review Board.
Steve asked the Council to place the repeal of the mask ordinance on a future agenda. He cited the Brown Act and Modesto Bee statements indicating the Council has the authority to act without waiting for the Community Police Review Board. Frank Padron, a resident on Rouse Avenue, raised concerns about a sewer, sidewalk, and curb project. He stated that residents were required to sign up without being fully informed of funding issues, have since received little communication or notice of meetings, and still have unanswered questions about the project’s status and impact. Nora Garcia-Ruan asked the Council to place the repeal of Modesto Municipal Code 4-
23.02 on the agenda and to address police actions from June 14th. She noted that the #3..
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Community Police Review Board has not made a recommendation and stated that constituents want the Council to take direct action.
Jennifer Cullison expressed support for repealing the anti-masking ordinance, citing risks of profiling and arrest for vulnerable populations. She urged the Council to place the issue on the agenda to protect freedom of speech.
Bianca addressed the Council regarding the mask ordinance, noting that the Council has the authority to address it directly rather than wait for committee recommendations. She also highlighted a lack of community outreach and education about the Community Police Review Board and urged Council Members to engage with constituents. Celia Garcia-Perez urged the Council to repeal Modesto Municipal Code 4-23.02, section 13, and to authorize a special investigation into local law enforcement actions on June 14th. She emphasized aligning City actions with constitutional rights and human rights. A Modesto resident requested that the Council place the anti-mask ordinance, Municipal Code 4-23.02, subsection 13, on the agenda for amendment or repeal. They cited constitutional concerns, potential discriminatory enforcement, and urged the Council to act to avoid legal challenges.
A Modesto resident criticized the delay in addressing the anti-mask ordinance, noting that arrests under it were dropped and multiple organizations have highlighted its issues. They emphasized that the ordinance was unnecessary and urged the Council to act more promptly.
Jerry Thompson from the California Lowrider Alliance announced a new collaboration with Modesto High School and Modesto Junior College. Beginning in September, students will convert a police car into a lowrider as part of a shop class project, earning both high school and college credits while gaining technical and trade skills.
CONSENT ITEMS – ROLL CALL VOTE REQUIRED
ACTION CONSENT ITEMS: 2, 4-6, 8-14 (Escutia-Braaton/Bavaro; 7/0)
CONSENT
Consent
2. Consider approving the minutes for the August 12, 2025 Council Meeting. (Funding Source: Not Applicable)
Motion approving the minutes for the August 12, 2025 Council Meeting.
CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Motion approving the minutes for the August 12, 2025 Council Meeting.
#3..
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Removed from Consent
Consent
3. Consider accepting the Landmark Preservation Commission Annual Report for Fiscal Year 2024 - 2025. (Funding Source: Not Applicable)
Resolution accepting the Landmark Preservation Commission Annual Report for Fiscal Year 2024 - 2025.
CED; Radha Hayagreev, 209-577-5302, [email protected] ACTION: (Ricci/Bavaro; 7/0) Resolution 2025-302 accepting the Landmark Preservation Commission Annual Report for Fiscal Year 2024 - 2025.
Consent
4. Consider approving an Agreement for Engineering Design Services for the Tivoli Dual Use Basin and Park with Westwood Professional Services, Inc., Plano, TX, for a total amount not to exceed $446,674. (Funding Source: Water Fund Loan and Community Facilities District Bonds)
Resolution approving the Award of Proposal and Agreement for Engineering Design Services for the Tivoli Dual Use Basin and Park to Westwood Professional Services, Inc., Plano, TX, for a total amount not to exceed $446,674 and authorizing the City Manager or his designee to execute the Agreement.
Resolution approving the issuance of an interfund loan in an amount not to exceed $446,674 from the Water Fund 4100 to the Tivoli CFD Fund 3255 for the purchase of Engineering Design Services for the Tivoli Dual Use Basin to include an interest rate on the loan equal to the actual rate of return earned by the City’s investment portfolio during the 12-month period immediately preceding the payment date and authorizing the City Manager or his designee to carry out the necessary budget adjustments to implement the interfund loan.
CED; Edgar Garcia, 209-577-5211, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-303 approving the Award of Proposal and Agreement for Engineering Design Services for the Tivoli Dual Use Basin and Park to Westwood Professional Services, Inc., Plano, TX, for a total amount not to exceed $446,674 and authorizing the City Manager or his designee to execute the Agreement.
ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-304 approving the issuance of an interfund loan in an amount not to exceed $446,674 from the Water Fund 4100 to the Tivoli CFD Fund 3255 for the purchase of Engineering Design Services for the Tivoli Dual Use Basin to include an interest rate on the loan equal to the actual rate of return earned by the City’s investment portfolio during the 12-month period immediately preceding the payment date and authorizing the City Manager or his designee to carry out the necessary budget adjustments to implement the interfund loan.
Consent
#3..
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5. Consider approving the First Amendment for the Engineering Design Agreement with Westwood Professional Services, Inc. for the design of the Downtown Revitalization Project increasing the Agreement amount by $191,017 to a new total amount not to exceed $385,332. (Funding Source: California Department of Transportation Clean California Grant)
Resolution approving the First Amendment with Westwood Professional Services Inc., Plano, TX, for the design of the Downtown Revitalization Project increasing the Agreement amount by $191,017, to a new total amount not to exceed $385,332 and authorizing the City Manager or his designee to execute the Amendment.
CED; Eric Bonander, 209-577-5255, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-305 approving the First Amendment with Westwood Professional Services Inc., Plano, TX, for the design of the Downtown Revitalization Project increasing the Agreement amount by $191,017, to a new total amount not to exceed $385,332 and authorizing the City Manager or his designee to execute the Amendment.
Consent
6. Consider approving an Amended and Restated Memorandum of Agreement for the Preliminary Engineering including Final Design Phase of the 7th Street Bridge Project with Stanislaus County. (Funding Source: Streets Capital Facility Fees and Water Fund)
Resolution approving an Amended and Restated Memorandum of Agreement for the Preliminary Engineering including Final Design Phase of the 7th Street Bridge Project with Stanislaus County and authorizing the City Manager, or his designee to execute the Amended and Restated Memorandum of Agreement.
ENGINEERING SERVICES; Toby Wells, 209-571-5542, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-306 approving an Amended and Restated Memorandum of Agreement for the Preliminary Engineering including Final Design Phase of the 7th Street Bridge Project with Stanislaus County and authorizing the City Manager, or his designee to execute the Amended and Restated Memorandum of Agreement.
Removed from Consent
Consent
7. Consider accepting the 2023 Playground Replacement Phase 1 Project as complete, releasing securities, releasing payments totaling $698,525 to Sierra Play Partners, of Ripon, CA, and authorizing the City Clerk to file a Notice of Completion. (Funding Source: Measure H)
Resolution accepting 2023 Playground Replacement Phase 1 Project, releasing securities, releasing payments totaling $698,525 to Sierra Play Partners, of Ripon, CA, and authorizing the City Clerk to file a Notice of Completion.
ENGINEERING SERVICES; Pete Kambel, 209-577-5444, [email protected] #3..
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ACTION: (Wright/Alvarez; 7/0) Resolution 2025-307 accepting 2023 Playground Replacement Phase 1 Project, releasing securities, releasing payments totaling $698,525 to Sierra Play Partners, of Ripon, CA, and authorizing the City Clerk to file a Notice of Completion.
Consent
8. Consider approving the 2025 Guidance Manual for Development Stormwater Quality Control Measures. (Funding Source: Stormwater Fund)
Resolution approving the 2025 Guidance Manual for Development Stormwater Quality Control Measures.
ENGINEERING SERVICES; Jaspreet Mangat, 209-577-5253,
[email protected]
ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-308 approving the 2025 Guidance Manual for Development Stormwater Quality Control Measures.
Consent
9. Consider accepting the PPA 17 East Unit Subdivision Public Improvements located at the northeast corner of Floyd Ave and Oakdale Rd and authorizing the City Clerk to file a Notice of Completion with the Stanislaus County Recorder’s office and releasing securities upon expiration of statutory periods. (Funding Source: Developer Funded) Resolution accepting the Public Improvements of the PPA-17 East Unit Subdivision located at the northeast corner of Floyd Ave and Oakdale Rd, authorizing the City Clerk to file a Notice of Completion with the Stanislaus County Recorder’s office, and releasing securities.
ENGINEERING SERVICES; Jaspreet Mangat, 209-571-5253,
[email protected]
ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-309 accepting the Public Improvements of the PPA-17 East Unit Subdivision located at the northeast corner of Floyd Ave and Oakdale Rd, authorizing the City Clerk to file a Notice of Completion with the Stanislaus County Recorder’s office, and releasing securities.
Consent
10. Consider accepting an Informational Report for the June 2025 Accounts Payable Payment Register and Void Report. (Funding Source: Not Applicable) Motion accepting an Informational Report for the June 2025 Accounts Payable Payment Register and Void Report.
FINANCE DEPARTMENT; Maria Garnica, 209-577-5249,
[email protected]
ACTION: (Escutia-Braaton/Bavaro; 7/0) Motion accepting an Informational Report for the June 2025 Accounts Payable Payment Register and Void Report.
Consent
11. Consider approving an Agreement with Telemedicine Group, DE LLC, Sacramento, #3..
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8/26/2025 5:30:00 PM
California, for Comprehensive Heart Health Assessments for First Responders for a total not to exceed $112,820. (Funding Source: Byrne Justice Assistant Grant Funds) Resolution approving an Agreement with Telemedicine Group, DE LLC, Sacramento, California, for Comprehensive Heart Health Assessments for First Responders for a total amount not to exceed $112,820; and authorizing the City Manager, or his designee, to execute the Agreement.
POLICE DEPARTMENT; Chris Adams, 209-572-9500, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-310 approving an Agreement with Telemedicine Group, DE LLC, Sacramento, California, for Comprehensive Heart Health Assessments for First Responders for a total amount not to exceed $112,820; and authorizing the City Manager, or his designee, to execute the Agreement.
Consent
12. Consider approving the Agreement for Tire Technician Services for Fleet Services to McCoy Truck Tire Service Center, Modesto, CA for a total amount not to exceed $614,361 over five years. (Funding Source: Fleet Management Fund) Resolution approving the Award of Bid and Agreement for Tire Technician Services for Public Works Fleet Services to McCoy Truck Tire Service Center, Modesto, CA for a two-year Agreement with three one-year extension options, for annual estimated annual cost of $123,000 and a total amount not to exceed $614,361 over five years and authorizing the City Manager, or his designee, to execute the Agreement.
PUBLIC WORKS; Patrick Crowley, 209-342-2274, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-311 approving the Award of Bid and Agreement for Tire Technician Services for Public Works Fleet Services to McCoy Truck Tire Service Center, Modesto, CA for a two-year Agreement with three one-year extension options, for annual estimated annual cost of $123,000 and a total amount not to exceed $614,361 over five years and authorizing the City Manager, or his designee, to execute the Agreement.
Consent
13. Consider approving Agreements for the purchase of Equipment and Vehicle Parts and Repair Services with Altec Industries, Inc., Dixon, CA; Keyes Truck Center, Keyes, CA; and Bonander Truck and Trailer, Turlock, CA for a total combined amount not to exceed $1,010,000 over five years. (Funding Source: Fleet Fund, Outside Service Agreements)
Resolution approving Agreements for the purchase of Equipment and Vehicle Parts and Repair Services with Altec Industries, Inc., Dixon, CA; Keyes Truck Center, Keyes, CA; and Bonander Truck and Trailer, Turlock, CA for a twoyear Agreement with three one-year extension options for an annual combined estimated amount of $202,000 and a total combined amount not to exceed $1,010,000 over five years, and authorizing the City Manager, or his designee to execute the Agreements.
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8/26/2025 5:30:00 PM
PUBLIC WORKS; Patrick Crowley, 209-342-2274, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-312 approving Agreements for the purchase of Equipment and Vehicle Parts and Repair Services with Altec Industries, Inc., Dixon, CA; Keyes Truck Center, Keyes, CA; and Bonander Truck and Trailer, Turlock, CA for a two-year Agreement with three one-year extension options for an annual combined estimated amount of $202,000 and a total combined amount not to exceed $1,010,000 over five years, and authorizing the City Manager, or his designee to execute the Agreements.
Consent
14. Consider approving the Plans and Specifications for the Sisk Road Signal Coordination, CML 5059(264) Project, accepting the Bid and Awarding a Construction Contract to Bear Electrical Solutions, LLC of Alviso, CA in the amount of $731,713, authorizing $73,171 for contingency, for a total payment amount not to exceed $804,884. (Funding Source: Congestion Mitigation and Air Quality and Measure L Funds)
Resolution approving the Plans and Specifications for the Sisk Road Signal Coordination, CML 5059(264) Project, accepting the Bid and Awarding a Construction Contract to Bear Electrical Solutions, LLC of Alviso, CA in the amount of $731,713, and a ten percent contingency amount of $73,171, for a total amount not to exceed $804,884, and authorizing the City Manager, or his designee, to execute the Agreement.
PUBLIC WORKS; Max Navarro, 209-571-5116, [email protected] ACTION: (Escutia-Braaton/Bavaro; 7/0) Resolution 2025-313 approving the Plans and Specifications for the Sisk Road Signal Coordination, CML 5059(264) Project, accepting the Bid and Awarding a Construction Contract to Bear Electrical Solutions, LLC of Alviso, CA in the amount of $731,713, and a ten percent contingency amount of $73,171, for a total amount not to exceed $804,884, and authorizing the City Manager, or his designee, to execute the Agreement.
COUNCIL COMMENTS & REPORTS
Councilmember Wright provided an update on homeless services, noting that in July the Downtown Streets Teams removed 8,100 pounds of trash and secured housing for two individuals. He highlighted new programs, including a safe sleeping site for men at Gospel Mission, rapid rehousing support for 19 individuals, and the planned reconstruction of the El Capitan Motel into 49 permanent supportive housing units, with priority for veterans.
Councilmember Williams shared a message, wishing his wife Nancy a happy anniversary and expressing gratitude for their life together.
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8/26/2025 5:30:00 PM
Councilmember Ricci emphasized the need for Animal Services to explore new strategies to expand services within the existing budget while increasing revenue. He expressed interest in seeing innovative approaches implemented to address these challenges. Vice-Mayor Bavaro informed the Council that some farming investors are operating wells in deficit and may seek assistance from Modesto’s water supply. He emphasized the need to protect City ratepayers and water quality while planning for the city’s longterm water needs. Mayor Zwahlen reported on recent City activities, including decorating a Grace Gardens bridge housing unit, meeting with international students through the Sister Cities initiative, attending a Modesto street-naming history presentation, and participating in a Stanislaus County biomass roundtable. She also noted visits from the Modesto Police Department’s canine unit and interactions with students at Modesto Junior College.
CITY MANAGER COMMENTS & REPORTS
None.
MATTERS TOO LATE FOR THE AGENDA
None.
ADJOURNMENT
This meeting adjourned at 6:51 p.m.
Attest: ____________________________
Diane Nayares-Perez, City Clerk
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
September 9, 2025
Date: August 22, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Diane Nayares-Perez, City Clerk
SUBJECT: Appointing a voting delegate to the 2025 League of California Cities Annual Conference
CONTACT: Diane Nayares-Perez, CMC, City Clerk, [email protected], 209-577-5396
DESCRIPTION:
Consider appointing a voting delegate to the 2025 League of California Cities Annual Conference to be held in Long Beach, CA on October 8-10, 2025. (Funding Source: General Fund) STRATEGIC PLAN ELEMENT:
This action supports the City’s Strategic Commitment 2025-2026, “Build Community trust in City Government through Responsive, Transparent and Efficient Service Delivery. Goal I. Promote Trust and Engagement between the Community and the City by enhancing responsiveness, communicating broadly about City opportunities and challenges, and increasing public participation in municipal affairs.”
BACKGROUND:
The League of California Cities1 (League) is an association of California city officials who work together to enhance their knowledge and skills, exchange information, and combine resources so they may influence policy decisions that affect cities. Founded in 1898, the League is a member organization that represents California’s incorporated cities. The League strives to protect the authority and autonomy of city government and help California’s cities effectively serve their residents. The League has eight standing policy committees which make recommendations to the Board of Directors on legislation, new policy guidelines, and key issues impacting cities. The committees are composed of elected and appointed city officials throughout the State of California.
DISCUSSION:
Each year the League holds an annual conference. This year’s annual conference is scheduled for October 8-10, 2025 in Long Beach, California. An important part of the annual conference is 1 League of California Cities - https://www.calcities.org/ #4..
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City Council, September 9, 2025
Appointing a voting delegate to the 2025 League of California Cities Annual Conference
the General Assembly Meeting which is where the membership considers and takes action on resolutions that establish League policy. The General Assembly Meeting is scheduled for Friday, October 10, 2025. To vote at the General Assembly Meeting, the City Council must, by formal Council action designate a voting delegate. In the event the designated voting delegate is unable to serve in that capacity, Council may appoint up to two alternate voting delegates. The voting delegate and alternates must be registered to attend the conference. At least one must be present.
The Mayor has recommended Councilmember Williams serve as the voting delegate with Mayor Zwahlen as the alternate voting delegate.
FISCAL IMPACT:
There is no direct cost in designating a Delegate and Alternates; however, the Delegate and Alternates must be registered to participate. This year the conference will be held in Long Beach at a cost of $725 per attendee, plus associated travel and lodging expenses. Participation in this event has been budgeted for and there are sufficient funds in the budget for this purpose.
Additionally, all lodging and travel expenses will be authorized under the City of Modesto Municipal Code 2-4.405 and travel policy.
COMMITTEE RECOMMENDATION:
This item did not go to Committee as it is not required.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Motion approving Councilmember Williams as a voting delegate and Mayor Zwahlen as the alternate voting delegate for the 2025 League of California Cities Annual Conference to be held in Long Beach, CA on October 8-10, 2025.
Approved by:
Diane Nayares-Perez, CMC, City Clerk
Joseph P. Lopez, City Manager
Attachments:
1. 2025 Voting Delegate Packet
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1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org
DATE: Wednesday, July 16, 2025
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Oct. 8-10, 2025 Long Beach Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.
Taking place on Oct. 10, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.
To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.
Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.
Following council action, please submit your city’s delegates through the online submission portal by Wed., Sept. 24. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.
Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre-conference communications with voting delegates.
Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.
Council Action Advised by September 24, 2025
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For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.
Please view Cal Cities’ event and meeting policy in advance of the conference.
Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.
Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.
The voting delegate desk, located in the conference registration area of the Long Beach Convention Center in Long Beach, will be open at the following times: Wednesday, Oct. 8, 8:00 a.m.-6:00 p.m. and Thursday, Oct. 9, 7:30 a.m.-4:00 p.m. On Friday, Oct. 10, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.
The voting procedures that will be used at the conference are attached to this memo.
Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.
Once again, thank you for submitting your voting delegate and alternates by Wednesday, Sept. 24. If you have questions, please contact Zach Seals at [email protected].
Attachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly #4..
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1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines
1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.
2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.
3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.
4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.
5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.
6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.
7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.
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Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.
How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities’ advocacy to promote local decision-making, and lobby against statewide policies that erode local control.
The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how resolutions and the General Assembly work.
The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.
Petitioned Resolutions
The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.
Recommendations are forwarded
to the Resolutions Committee.
Who’s who
The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.
Voting delegates
are appointed by each
member city; every city
has one voting delegate.
The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.
Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.
Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.
During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.
Cal Cities policy
development is a memberinformed process,
grounded in the voices and
experiences of city officials
throughout the state.
For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions
Committee considers
all resolutions. General
Resolutions approved1 by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.
General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.2
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f). #4..
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
September 9, 2025
Date: September 2, 2025
TO: Mayor and Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Scotty Douglass, Deputy City Manager
SUBJECT: Response to Findings and Recommendations of the Stanislaus County Civil Grand Jury Report Dated June 25, 2025
CONTACT: Scotty Douglass, Deputy City Manager, 209-577-9149, [email protected]
DESCRIPTION:
Consider approving the response to the Findings and Recommendations of the 2024-2025 Stanislaus County Civil Grand Jury Consolidated Report- Case #25-23GJ (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:
These items support the City of Modesto’s 2025-2026 Strategic Plans’ Goal A: Improve community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues.
BACKGROUND:
On June 25, 2025, the City received reports from the Stanislaus County Civil Grand Jury (SCCGJ), Case Number 25-23GJ, titled, “Community Assisted Emergency Dispatch in Stanislaus County: Fraught with Divisive Controversy Resulting in Public Safety Vulnerability, It is not what you want; it is how you go about getting it.”
The SCCGJ conducted an examination of the replacement of the Computer Aided Dispatch (CAD) system utilized by Stanislaus Regional 911 (SR911) who currently provides emergency dispatch services to two (2) member agencies participating in the Consolidated Emergency Dispatch Agency Joint Powers Authority, the City of Modesto and the County of Stanislaus. Specifically, emergency dispatch services are provided to the Modesto Police and Fire Departments, the Stanislaus County Sheriff’s Office, and several Fire Districts and Volunteer Fire Departments.
According to the SCCGJ report, the “replacement and implementation of an obsolete Computer Assisted Dispatch (CAD) system in Stanislaus County has consumed an inordinate amount of costly staff time and government resources. Factions with strongly held polarized positions have developed with the Sheriff’s Office being the outlier among the multiple stakeholders.” #5..
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City Council, September 9, 2025
Response to Findings and Recommendations of the Stanislaus County Civil Grand Jury Report Dated June 25, 2025
The report also details conflict “centered around the choice of product and provider, implementation details, as well as decision making power and control”. Further, the SCCGJ report summarized the following:
“The situation has deteriorated to the point of threatened lawsuits involving what are normally aligned, cooperative governmental departments. Due to the ongoing conflicts, decision making related to solutions going forward were postponed and delayed. This resulted in the currently outdated and unsupported system continuing to be utilized pending replacement which has resulted in vulnerabilities within the community related to emergency response. Recent directives issued by County leadership have moved forward the purchase and implementation of an updated CAD system while the Sheriff’s Office insists on continuing its pursuit of an alternative dispatch system which combines a records management and jail management plan.” DISCUSSION:
California Penal Code 933(c)1 identifies the respondent(s), and both the deadline by which responses shall be made to the Civil Grand Jury Final Report recommendations, and the required content of those responses. In accordance with this statute, the Presiding Judge of the Stanislaus County Superior Court directed that all public agencies are required to respond to the findings and recommendations pertaining to the operations of their respective agency within 90 days.
Accordingly, the responses are due by September 23, 2025.
The City has reviewed and responded to respective findings and recommendations as noted in the attached response letter to the SCCGJ. While the City has varying responses to each of the findings and recommendations ranging from agreement to partial disagreement, it is noted that the City is not in a position to respond to some recommendations regarding implementation, because the recommendation(s) pertain solely to the Sheriff’s Office and the County of Stanislaus.
Most importantly, the City remains vigilant in implementing the new CAD system to ensure the continuity in public safety services to the City of Modesto residents, businesses and visitors and is committed to partnering and coordinating with our neighboring jurisdictions to provide a high level of service and response.
The complete responses to SCCGJ report 25-23GJ are shown in the attachment of this agenda report.
FISCAL IMPACT:
There is no fiscal impact associated with the acceptance of this response.
COMMITTEE RECOMMENDATION
Due to response mandates as noted within California Penal Code Section 933(c), this item was not reviewed by a Council committee and is presented directly to Council for consideration of approval.
1 California Penal Code Section 933(c)-
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?sectionNum=933.&lawCode =PEN
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City Council, September 9, 2025
Response to Findings and Recommendations of the Stanislaus County Civil Grand Jury Report Dated June 25, 2025
RECOMMENDED COUNCIL ACTION:
Staff Recommendation:
Resolution approving the response to the Findings and Recommendations of the 2024-2025 Stanislaus County Civil Grand Jury Report- Case #25-25GJ.
Approved by:
Scotty Douglass, Deputy City Manager
Joseph P. Lopez, City Manager
Attachments:
1. RESO Grand Jury Report Response - Computer Aided Emergency Dispatch in Stanislaus County 2024-2025
2. Grand Jury Report Response - Computer Aided Emergency Dispatch in Stanislaus County 2024-2025 – Case 25GJ
3. 06-25-2025 Grand Jury Report – Computer Assisted Emergency Dispatch in Stanislaus County - Case 25GJ
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09/09/2025/CMO/SDouglass/Item _ 1 2025-___
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-___
RESOLUTION APPROVING THE RESPONSE TO THE FINDINGS AND
RECOMMENDATIONS OF THE 2024-2025 STANISLAUS COUNTY CIVIL GRAND JURY REPORT- CASE #25-25GJ
WHEREAS, on June 25, 2025, the City received reports from the Stanislaus County Civil Grand Jury (SCCGJ), Case Number 25-23GJ, titled, “Community Assisted Emergency Dispatch in Stanislaus County: Fraught with Divisive Controversy Resulting in Public Safety Vulnerability, It is not what you want; it is how you go about getting it.;” and
WHEREAS, the SCCGJ conducted an examination of the replacement of the Computer Aided Dispatch (CAD) system utilized by Stanislaus Regional 911 (SR911) who currently provides emergency dispatch services to two (2) member agencies participating in the Consolidated Emergency Dispatch Agency Joint Powers Authority, the City of Modesto and the County of Stanislaus; and
WHEREAS, according to the SCCGJ report, the “replacement and implementation of an obsolete Computer Assisted Dispatch (CAD) system in Stanislaus County has consumed an inordinate amount of costly staff time and government resources. Factions with strongly held polarized positions have developed with the Sheriff’s Office being the outlier among the multiple stakeholders;” and WHEREAS, the report also details conflict “centered around the choice of product and provider, implementation details, as well as decision making power and control;” and WHEREAS, the SCCGJ report summarized the following:
“The situation has deteriorated to the point of threatened lawsuits involving what are normally aligned, cooperative governmental #5..
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09/09/2025/CMO/SDouglass/Item _ 2 2025-___
departments. Due to the ongoing conflicts, decision making related to solutions going forward were postponed and delayed. This resulted in the currently outdated and unsupported system continuing to be utilized pending replacement which has resulted in vulnerabilities within the community related to emergency response. Recent directives issued by County leadership have moved forward the purchase and implementation of an updated CAD system while the Sheriff’s Office insists on continuing its pursuit of an alternative dispatch system which combines a records management and jail management plan.”
WHEREAS, on June 16, 2022, the City received reports from the Stanislaus County Civil Grand Jury, Case Number 22-05GJ, titled, “Homelessness: The Elusive Definition of “Success” and Case Number 22-07GJ, titled, “The Future of Urban Water Supply and Demand;” and
WHEREAS, the City has reviewed and responded to respective findings and recommendations as noted in the attached response letter to the SCCGJ; and WHEREAS, while the City has varying responses to each of the findings and recommendations ranging from agreement to partial disagreement, it is noted that the City is not in a position to respond to some recommendations regarding implementation, because the recommendation(s) pertain solely to the Sheriff’s Office and the County of Stanislaus; and
WHEREAS, the City remains vigilant in implementing the new CAD system to ensure the continuity in public safety services to the City of Modesto residents, businesses and visitors and is committed to partnering and coordinating with our neighboring #5..
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09/09/2025/CMO/SDouglass/Item _ 3 2025-___
jurisdictions to provide a high level of service and response.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves the responses to the Findings and Recommendations of the 2024- 2025 Stanislaus County Civil Grand Jury Report- Case #25-25GJ.
BE IT FURTHER RESOLVED that the City Manager is authorized and directed to forward the approved responses to the Presiding Judge of the Superior Court of Stanislaus County.
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09/09/2025/CMO/SDouglass/Item _ 4 2025-___
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 9th day of September, 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
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1 Honorable Sonny Sandhu
Presiding Judge
Superior Court of California, County of Stanislaus
P.O. Box 3488
Modesto, California 95353
Dear Judge Sandhu,
The City of Modesto appreciates the opportunity to respond to the findings and recommendations of the Civil Grand Jury’s final report Computer Aided Emergency Dispatch in Stanislaus County: Fraught with Divisive Controversy Resulting in Public Safety Vulnerability, It is not what you want; it is how you go about getting it, Case #25-23GJ. The City Council reviewed and approved the responses below at their September 9, 2025, meeting.
Civil Grandy Jury Findings and Recommendations:
Finding 1: The 1999 SR911 JPA is outdated and lacks adequate content, detail, definitions, and policy necessitating major revisions with input from City of Modesto, Stanislaus County, SR911, plus stakeholders in the law enforcement, fire, and medical first responder community.
Response: The Modesto City Council disagrees with this finding.
The Council acknowledges that the 1999 Joint Powers Agreement between the City of Modesto and the County of Stanislaus (“JPA”) has terms that could be further updated; however, amendments are not legally necessary. There have been amendments made in efforts to update the JPA to provide better structure, participation, and oversight by the JPA members. On June 4, 2024, the Council adopted Resolution 2024-174 amending the JPA, modifying the governing body structure of the Commission, updating quorum and action requirements, and providing for agency member liaisons to assist the Dispatch Director. The changes to the JPA were developed in close collaboration between the City and County executive teams.
Finding 2: The Board of Supervisor’s letter to Sheriff Jeff Dirkse dated March 11, 2025, is a detailed description of the history and chronology of the emergency dispatch issues in Stanislaus County and is highly consistent with the findings of this investigation. The letter reiterates the steps necessary for the consideration of any future proposal for an alternative dispatch system including response time analysis, the inclusion of subject matter experts and stakeholders’ input, fiscal analysis, and review by County Counsel and County Purchasing Agent.
Response: The Modesto City Council agrees with this finding.
However, it is important to note that the City Council did not request this letter, nor did City Staff prepare or verify all details of the letter. To the best of the Council’s knowledge, the letter reiterates the steps necessary for the consideration of any future proposal for an alternative dispatch system, including response time analysis, the inclusion of subject matter experts and stakeholders’ input, fiscal analysis, and review by County Counsel and County Purchasing Agent.
Finding 3: The Stanislaus County Sheriff’s Office is the outlier among all of the other stakeholders in the emergency dispatch controversy. Political tactics, threats of litigation, personal attacks, refusal to #5..
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2 work with key operatives, and the appearance of intimidation by the Sheriff’s Office faction in this dispute has damaged both personal and working relationships with interrelated government agencies and personnel.
Response: The Modesto City Council partially disagrees with this finding.
It has been the City’s experience that the Stanislaus County Sheriff’s Office is the only Stakeholder that has not agreed to participate in the new Central Square Computer Aided Dispatch System (“CAD”). This has resulted in the Sheriff’s Office being the outlier in this process. However, it is difficult for the City Council to respond to the rest of Finding 3 since the Council does not interact with the Sheriff’s Office on a day-to-day basis, and the Sheriff’s Office is not a City Office. The City Council has read the newspaper articles and seen interactions; however, it cannot fully agree to the findings without more firsthand knowledge.
Finding 4: Stanislaus County-based oversight of the Sheriff’s Office is inadequate given the potential impact its policies and the actions taken could have on the communities it serves. Opportunities exist to improve accountability, transparency, understanding, tolerance, and trust between all parties. The Stanislaus County Board of Supervisors has the option under Government Code §25303.7 to establish a Sheriff’s Oversight Board consisting of citizens appointed by the Board of Supervisors and/or an Office of Inspector General to assist in overseeing the Sheriff’s Office to enhance the Sheriff’s Office accountability and transparency.
Response: The Modesto City Council partially disagrees with this finding.
The Council agrees that community oversight of law enforcement is valuable. In 2021, the Council established a Community Police Review Board for this purpose. The Council agrees that there are always opportunities to improve accountability, transparency, understanding, tolerance, and trust.
However, it is difficult for the City Council to respond, agree, or disagree to the rest of Finding 4 since the Council does not interact with the Sheriff’s Office on a day-to-day basis and the Sheriff’s Office is not a City Office.
Recommendation 1a: The SR911 CEDAC in a leadership role should assemble a multidisciplinary task force from the City of Modesto, Stanislaus County, and include members of the emergency response community in Stanislaus County to comprehensively update the SR911 JPA. This revision task force should be formed by October 31, 2025, with a target completion date for the JPA revisions of April 30, 2026.
Response: The recommendation will not be implemented because it is not warranted at this time. There is no current deadline for an amendment to the SR911 JPA. City and County executive teams and legal counsel have met regarding the SR911 JPA for more than 18 months. The working group collaborated on the recent amendments to the SR911 JPA and have continued to discuss potential amendments of the JPA. The working group has also collaborated on the implementation of the Central Square Computer Aided Dispatch System. There is no deadline for any revisions to the JPA due to the current discussions involving the Sheriff’s issues with using the new CAD system. A continued discussion regarding the role of the JPA and who it dispatches for is needed in order to prepare any amendments.
Further analysis is needed to develop the scope of potential amendments and timeline if desired. #5..
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3 Recommendation 1b: The JPA revision task force should make necessary revisions, including but not limited to detailed policy for the role and authority of the SR911 Director by April 30, 2026.
Response: The recommendation will not be implemented because it is not warranted. Further analysis is needed regarding the role of the JPA and what entities it will assist. Discussions regarding desired amendments to the JPA and role and the authority of the SR911 Director will be included as part of those discussions and analysis.
Recommendation 1c: The JPA revision task force, with assistance from the City of Modesto and Stanislaus County legal and purchasing departments, should develop their own comprehensive, detailed RFP process for future use when making major purchases by April 30, 2026.
Response: The recommendation will not be implemented because it is not warranted. Both the City and the County have established regulations related to procurement. Until further discussions are held regarding the SR911 JPA, including, but not limited to, what entities it provides dispatching services for and the JPA’s roles and responsibilities, it is not possible to prepare a stand-alone “RFP process” for the JPA. Further analysis is needed to determine whether this recommendation is desired/needed; however, at this time, no plans exist to implement it.
Recommendation 1d: The JPA revision task force and the Sheriff’s Office should address and develop written policy concerning the responsibility for maintaining compliance with CLETS regulations including designating responsibility for performing recurring required audits of security of the CLETS information by April 30, 2026.
Response: This recommendation will not be implemented because it is not within the legal authority of the Modesto City Council to audit, maintain, or oversee CLETS compliance. Under CLETS regulations and applicable law, the law enforcement agency that maintains the direct connection to the California Department of Justice is responsible for ensuring compliance with CLETS requirements.
Recommendation 2a: It is recommended that both the Sheriff’s Office and County Officials strictly adhere to the requirements included in the letter of March 11, 2025, going forward in order to prevent any further misunderstandings or miscommunications that have resulted in delays in the past.
Response: The City is not in a position to respond to whether this recommendation has been or will be implemented. The recommendation deals with the Sheriff’s Office and the County. It is the City’s desire that all parties work together to implement what is best for the public safety of our community.
Recommendation 2b: It is recommended that the Sheriff’s Office adhere to usual and customary practices requested by county officials for providing information in advance of public meetings so that information can be reviewed by officials and the public prior to meetings.
Response: The City agrees that it is necessary for all parties to adhere to usual and customary practices to improve public meetings and provide the public with necessary information. However, the City is not in a position to respond to whether this recommendation has been or will be implemented. The recommendation deals with the Sheriff’s Office and the County. It is the City’s desire that all parties work together to implement what is best for the public safety of our community. #5..
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4 Recommendation 3a: Stanislaus County, City of Modesto, and the Sheriff’s Office officials should utilize independent outside intervention in the form of professional mediators and/or subject matter experts to process interpersonal damages in working relationships of key figures and to provide unbiased information related to product efficacy. The use of outside professional mediators and subject matter experts should commence by October 31, 2025.
Response: The recommendation will not be implemented because it is not warranted. Subject matter experts have been involved throughout the process of the Central Square CAD implementation. The Sheriff’s Office has been invited to participate in the process. The City of Modesto is committed to working collaboratively with all parties, including the Sheriff’s Office, to ensure the continuity of public safety services for the residents SR911 serves.
Recommendation 3b: The Sheriff’s Office needs to take a lead role in reconciliation with the other stakeholders and acknowledge that it is only one county department among many with competing interests and must function in a more cooperative, collaborative manner.
Response: The City agrees that cooperation and maintaining good working relationships are necessary among all stakeholders involved in SR911. However, the City is not in a position to respond to whether this recommendation has been or will be implemented since it is directed towards the Sheriff’s Office. It is the City’s desire that all parties work together to implement what is best for the public safety of our community.
Recommendation 4: The Stanislaus County Board of Supervisors should initiate action to create a Stanislaus County Sheriff’s Oversight Commission and/or an Office of Inspector General pursuant to Government Code §25303.7. This can be accomplished by either an action by the Board of Supervisors or through a vote of county residents. This recommendation should be accomplished by December 31, 2025.
Response: The City is not in a position to respond to whether this recommendation has been or will be implemented. The City is not aware of an Oversight Commission and/or an Office of Inspector General being created. The recommendation deals with the Sheriff’s Office and the County. It is the City’s desire that all parties work together to implement what is best for the public safety of our community. #5..
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
September 9, 2025
Date: August 12, 2025
TO: Mayor and City Council
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Accounts Receivable Internal Controls Review Report CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:
Consider accepting the Accounts Receivable Internal Controls Review Report. (Funding Source:
General Fund)
STRATEGIC PLAN ELEMENT:
The recommended action supports the following 2025-2026 City of Modesto Strategic Plan Initiatives: Goal J: Build a high-performance organization.
BACKGROUND:
City Council approved the Accounts Receivable Internal Controls Review as part of the FY24-25 Internal Audit work plan.
DISCUSSION:
The review assessed internal controls related to the City’s accounts receivable (AR) framework, focused on assessing select key controls related to utility billing and miscellaneous AR within the Finance Department along with assessing AR interactions between the Finance Department, Police Department (PD), Fire Department (FD), Human Resources (HR), Public Works, Airport, and Building Safety. The review identified opportunities for improvement in controls, policies, procedures, and systems within the City, particularly during the implementation of the new AR system. Areas of focus for the study included evaluating the adequacy of existing internal controls, identifying potential areas for improvement, and evaluating for compliance with select established policies and procedures. Seven (7) recommendations were identified.
Priority recommendations include instituting formal approval processes for including final notices, balancing reports, and journal entries, raising concerns about accountability and the potential for fraudulent activity; improving documentation and recordkeeping for areas including supervisor approvals captured only in email strings and discrepancies in billing systems without a clear audit trail; and establishing formal review protocols, implementing electronic approval workflows, and ensuring that all review actions are documented to strengthen internal controls and improve compliance.
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City Council, September 9, 2025
Acceptance of the Accounts Receivable Internal Controls Review Report
This assessment was completed under Generally Accepted Government Auditing Standards (GAGAS).
FISCAL IMPACT:
This review was budgeted at $35,000 fees and was delivered within budget. This audit amount was funded as part of the General Fund budget.
COMMITTEE RECOMMENDATION:
This item was considered by the Audit Committee on July 30, 2025. The Audit Committee moved to forward to the City Council for acceptance.
RECOMMENDED COUNCIL ACTION:
Motion accepting the Accounts Receivable Internal Controls Review Report.
Approved by:
Colleen Rozillis, City Auditor
Attachments:
1. City of Modesto Accounts Receivable Internal Controls Review Report, dated 7/7/2025 #6..
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Proprietary & Confidential
FINAL REPORT
ACCOUNTS RECEIVABLE INTERNAL CONTROLS REVIEW
July 7, 2025
Baker Tilly Advisory Group, LP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206)302-6500
As of June 3, 2025, Moss Adams LLP has merged with Baker Tilly.
This report is intended for the internal use of the City of Modesto, and may not be provided to, used, or relied upon by any third parties.
#6..
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Accounts Receivable Internal Controls Review
FOR INTERNAL USE OF CITY OF MODESTO ONLY
Table of Contents
I. Executive Summary 1
A. Introduction 1
B. Summary of Results 1
II. Background, Scope, and Methodology 2
A. Background 2
B. Scope and Methodology 2
C. Statement of Compliance with Generally Accepted Government Auditing Standards (GAGAS) 3
III. Accounts Receivable Internal Controls Review 4
Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms. #6..
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Accounts Receivable Internal Controls Review | 1
FOR INTERNAL USE OF CITY OF MODESTO ONLY
I. Executive Summary
A. Introduction
As part of the fiscal year 2025 internal audit program, the Modesto City Auditor, Moss Adams LLP (Moss Adams), conducted a review of the City of Modesto’s (the City) accounts receivable (AR) internal controls framework. The review took place between March 2025 and June 2025 and focused on assessing select key controls related to utility billing and miscellaneous AR within the Finance Department along with assessing AR interactions between the Finance Department, Police Department (PD), Fire Department (FD), Human Resources (HR), Public Works, Airport, and Building Safety.
B. Summary of Results
Some examples of commendable activities, based on the review performed, include the following:
Staff Willingness to Learn: The City has demonstrated a strong commitment to professional development, with staff actively engaging in training opportunities to enhance their skills and knowledge in AR processes.
Implementation of a New AR System: The City is in the process of implementing a new AR system that is better aligned with its operational needs and it is expected to improve efficiency and accuracy in billing and collections.
Daily Cash Reconciliation: The City has a process designed to reconcile daily cash receipts to the deposit amounts, ensuring accuracy in financial reporting and maintaining the integrity of its cash management processes.
Thorough Review of End of Day Reports: Staff have a practice to review the End of Day Report, which is posted to the general ledger, prior to uploading it into Oracle. This practice enhances the accuracy of financial data and supports effective financial oversight.
There were opportunities to strengthen controls, policies, procedures, and systems within the City, particularly during the implementation of the new AR system. We recommend the City address the following over the next 12 to 18 months:
Lack of Formal Approval Processes: Several instances were identified where documentation lacked a structured approval process, including final notices, balancing reports, and journal entries, raising concerns about accountability and the potential for fraudulent activity. Insufficient Documentation and Recordkeeping: In multiple cases, documentation was either not saved or inadequately recorded, such as supervisor approvals captured only in email strings and discrepancies in billing systems without a clear audit trail. Need for Enhanced Review Procedures: We recommend the City establish formal review protocols, implement electronic approval workflows, and ensure that all review actions are documented to strengthen internal controls and improve compliance. #6..
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Accounts Receivable Internal Controls Review | 2
FOR INTERNAL USE OF CITY OF MODESTO ONLY
II. Background, Scope, and Methodology
A. Background
As part of the City’s fiscal year 2025 internal audit program, Moss Adams was engaged to conduct a comprehensive review of AR function internal controls. The purpose of this review was to evaluate the adequacy of existing internal controls, identify potential areas for improvement, and evaluate for compliance with select established policies and procedures.
The City maintains a centralized AR function, which is integrated with its financial management system, NaviLine. Currently, the City utilizes an aging AR system that has been in operation for 25 to 30 years; however, they are in the process of implementing a new system expected to go live by the beginning of October 2025. In light of this transition, the City sought a comprehensive review of current controls prior to the new system’s implementation to establish a baseline and obtain recommendations for improvement. This transition is critical for enhancing the efficiency and effectiveness of the AR processes, which include billing and cashiering functions.
The Finance Department is responsible for processing all AR transactions within the City’s financial management system. This includes the oversight of billing, collections, and related reconciliations. The Finance Department works closely with other City departments, such as Utilities, to ensure accurate processing and reporting of receivables.
B. Scope and Methodology
The scope of the internal controls review included the following AR functions:
Invoicing
Payment Processing
Collections
Reconciliation
Documentation
Cross-Departmental Collaboration
For the AR function, we conducted a review of identified key controls within the AR function, which included:
Identifying control objectives in specific areas and controls that would satisfy each control objective Reviewing policies and procedures
Examining relevant documentation in support of select key controls Performing control walkthroughs to observe the design of key controls and understand workflow processes
Obtaining an understanding of the characteristics of each relevant control activity (e.g., who performs it; how often it is designed to operate; whether it is designed to mitigate fraud; whether it is a manual or automated control; and whether it is a preventive, detective, or corrective control) #6..
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Accounts Receivable Internal Controls Review | 3
FOR INTERNAL USE OF CITY OF MODESTO ONLY
Assessing whether the controls in place would prevent or detect errors Verifying controls by obtaining relevant documentation and comparing it to the specified control Providing recommendations on key controls that need to be implemented or changed The work performed included interviews with Finance Department management and staff about utility billing and miscellaneous AR, HR management and staff, and PD and FD employees who oversee AR in their respective department.
In support of the internal controls review, the matrix provided in Section III provides results by including the following:
Control objective
Control issue
Recommendation
Likelihood of occurrence
Impact of occurrence
Likelihood of occurrence is defined as the probability of a negative event occurring. Impact of occurrence is defined as the level of significance if a negative event occurs. Risk levels of low, moderate, or high were used to rate the likelihood of occurrence and impact of occurrence for each finding.
Beyond those controls that have been noted within this report as an issue, additional controls were reviewed without exception. Key controls with exception conditions are reported in this document.
C. Statement of Compliance with Generally Accepted Government Auditing Standards (GAGAS)
We conducted this internal controls review in accordance with Generally Accepted Government Auditing Standards (GAGAS). Those standards require that we plan and perform the internal controls review to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our objectives. We believe the evidence obtained provides a reasonable basis for our findings and conclusions based on our objectives. The internal controls review, control objectives, control issues, recommendations, and conclusions on the likelihood and impact of occurrence are included in this report.
This internal controls review did not constitute an audit of financial statements in accordance with GAGAS. Moss Adams was not engaged to, and did not, render an opinion on the City’s internal controls or over financial management systems.
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Accounts Receivable Internal Controls Review | 4
FOR INTERNAL USE OF CITY OF MODESTO ONLY
III. Accounts Receivable Internal Controls Review
NO.
CONTROL
OBJECTIVE CONTROL ISSUE RECOMMENDATION
LIKELIHOOD OF
OCCURRENCE
IMPACT OF
OCCURRENCE
Miscellaneous Accounts Receivable
1 The approval process
for monthly reconciliations between Oracle and NaviLine is welldocumented.
During our review of the approvals of the monthly financial reconciliations report, which reconciles NaviLine with Oracle, provided by the City, we identified that for 66% of the selected reports, approval consisted solely of a name and date typed into the Excel file. This method of approval lacks sufficient verification measures, prompting a need to ensure approvals are made only by authorized users to maintain integrity. Additionally, for one of the selections, the monthly reconciliation between Oracle and NaviLine did not include any evidence of review and approval by the Senior Financial Analyst, further highlighting deficiencies in the approval process.
We recommend the City implement a more robust approval process that requires documented and verifiable evidence of review, such as electronic signatures or approval workflows within the financial system. This should include clear identification of the approver’s identity and authorization level to mitigate the risk of fraudulent activity. Furthermore, it is essential to ensure that all reconciliations are formally reviewed and approved by designated personnel, with appropriate documentation retained for audit purposes. Regular training on these procedures should also be conducted to reinforce compliance and enhance the overall integrity of the financial reporting process.
High Low
2 The review and
approval process for daily report extracts from NaviLine to be imported into Oracle via Journal Entry is secure and verifiable.
Report extracts from NaviLine should be reviewed for accuracy by comparing the extract balance to the system balance prior to the import to Oracle to ensure accurate data transfer. During our review of the daily report extracts from NaviLine provided by the City, we The City should establish a more secure and verifiable approval process for financial documentation. This process should require the use of electronic signatures or an approval workflow within the financial system to ensure that approvals are traceable and verifiable.
High Low
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Accounts Receivable Internal Controls Review | 5
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NO.
CONTROL
OBJECTIVE CONTROL ISSUE RECOMMENDATION
LIKELIHOOD OF
OCCURRENCE
IMPACT OF
OCCURRENCE
noted that the reports sampled lacked evidence of formal approval for the data. The approval included was merely a name and date typed into the Excel file, which does not provide adequate assurance of authenticity and underscores the importance of safeguarding approval processes to prevent unauthorized access and ensure integrity.
Additionally, it is crucial to maintain a clear record of the approver’s identity and their authorization level. Implementing these measures will enhance the integrity of the approval process and reduce the risk of unauthorized or fraudulent activity in the future. Regular training should also be provided to staff to ensure compliance with these enhanced procedures. 3 All customer account
adjustments in the financial system follow the appropriate approval thresholds and are reviewed and approved by the Senior Financial Analyst via the monthly “Adjustment Report.” Prior to this project, formal procedures were in place to manage the review and approval process for customer account adjustments. However, documentation evidencing these reviews and approvals—such as emails confirming the process—was not consistently saved or retained. In an email from the Director of Finance dated April 18, 2025, it was acknowledged that while the procedures existed, the lack of retained documentation made it difficult to verify compliance.
We recommend the City enhance the documentation and retention practices related to the existing review and approval procedures for the Adjustment Report to ensure compliance and accountability. The Director of Finance indicated that corrective measures would be implemented immediately to strengthen documentation practices. Specifically, the Financial Analyst will be responsible for pulling and reviewing the adjustment report monthly, and the Senior Financial Analyst will provide final approval, with all approvals to be included alongside other monthly documentation associated with this position. Additionally, this should include reinforcing the importance of saving and organizing evidence—such as emails or approval records—that demonstrate the Financial Analyst’s monthly review and the Senior Financial Analyst’s final approval. Additionally, implementing a centralized tracking system to document and store High High
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Accounts Receivable Internal Controls Review | 6
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NO.
CONTROL
OBJECTIVE CONTROL ISSUE RECOMMENDATION
LIKELIHOOD OF
OCCURRENCE
IMPACT OF
OCCURRENCE
monthly review and approval activities will help ensure all approvals are consistently recorded and readily accessible for audit purposes. Regular training should be conducted to reinforce staff awareness of these documentation requirements and adherence to established procedures, thereby strengthening the overall effectiveness of the internal control framework. 4 Open Charge Reports
for outstanding grants are reviewed and approved prior to distribution.
Per discussion with the Director of Finance, it was noted that there is currently no formal approval process in place for the Open Charge Reports. These reports are distributed to Analysts to ensure that any outstanding grants are being followed up on and the emails related to this process are saved as part of the updated documentation. However, the absence of a structured approval mechanism emphasizes the need to improve accountability and enhance the effectiveness of the follow-up process.
We recommend the City implement a formal approval process for Open Charge Reports to enhance accountability and ensure that outstanding grants are appropriately monitored. This process should include identifying designated personnel responsible for reviewing and approving the reports before they are disseminated to Analysts. Additionally, a standardized documentation procedure should be established to retain records of approvals, including timestamps and signatures, to provide a clear audit trail. Regular training should be conducted to ensure that all staff understand the importance of this process and adhere to the established procedures, thereby improving the overall effectiveness of the internal control framework.
High Moderate
5 Direct supervisor
approvals of account adjustments are welldocumented, and documentation is Direct supervisor approval is required for account adjustments at the time the adjustment occurs. During discussions with the Director of Finance, it was noted We recommend the City establish a more robust documentation process for supervisor approvals to ensure that all approvals are properly recorded and retained. This process should include the Moderate Low
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Accounts Receivable Internal Controls Review | 7
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NO.
CONTROL
OBJECTIVE CONTROL ISSUE RECOMMENDATION
LIKELIHOOD OF
OCCURRENCE
IMPACT OF
OCCURRENCE
retained and searchable.
that the AR Division permitted supervisor approvals to be documented solely through email correspondence during the audit period, with the supervisor included as a courtesy copy on the email. The specific email that contained the approval for the sampled adjustment could not be located, as it was not saved in their files. The department had hoped that the email would still be searchable in Outlook, but this was not the case. requirement to save all relevant approval emails in a designated folder or system to create a reliable audit trail. Additionally, the City should consider implementing an electronic approval workflow that captures approvals within a secure system, reducing the reliance on email and enhancing accountability. Regular training should also be provided to staff to emphasize the importance of maintaining proper documentation and adherence to established procedures, thereby strengthening the overall internal control framework.
Utility Billing Receivable
6 Past due balances are
reviewed monthly, and a documented review and approval of final notices is performed.
During our review of the final notice reports provided by the City for utility final notices issued in June 2024, August 2024, and January 2025, we noted that while the documentation was submitted, there was no evidence to indicate that these reports underwent a documented review and approval process. Per discussion with the utility billing team, regular reviews are conducted; however, due to system limitations, they are unable to document which specific reports are reviewed. This lack of documented review and approval highlights an opportunity to strengthen internal The City should consider expanding current procedures to require documentation of the review and approval process through the billing system and via monthly spot-checks for final notices to enhance the internal control framework and ensure the integrity of the documentation process. This protocol should include the documentation of the designated personnel responsible for reviewing the content and accuracy of the notices prior to issuance. Additionally, the City should implement a tracking system to document the review of specific reports, including date stamps and signatures of the approving parties. Regular training sessions should also be conducted to reinforce the importance of compliance with this protocol, thereby High Moderate
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Accounts Receivable Internal Controls Review | 8
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NO.
CONTROL
OBJECTIVE CONTROL ISSUE RECOMMENDATION
LIKELIHOOD OF
OCCURRENCE
IMPACT OF
OCCURRENCE
controls and enhance the reliability of the process.
improving accountability and reducing the risk of oversight in future documentation. 7 Billing exceptions are
reviewed and approved.
It was noted that discrepancies and exceptions flagged by the billing system from customer accounts are reviewed by the Senior Account Clerk or Account Technician. However, according to discussions with the Director of Finance, the current billing system does not capture or display the actions taken by the employee during the review and approval of these exceptions. This lack of documentation highlights the importance of enhancing accountability and strengthening the effectiveness of the review process.
As the City implements the new accounts receivable system, which includes an audit log capturing all employee actions such as the review of billing exceptions, we recommend leveraging this functionality to maintain detailed records of the review process, such as timestamps, reviewer identities, and decisions made. This system capability supports strong accountability and control over billing exceptions. Furthermore, we suggest maintaining regular training and communication with staff to ensure consistent use of the system’s audit features and reinforce the importance of thorough documentation. Although it was noted that the current process has been reviewed and approved by external financial auditors, ongoing attention to these controls will help sustain the integrity and effectiveness of the billing system.
High Moderate
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
September 9, 2025
Date: August 12, 2025
TO: Mayor and City Council
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Capital Improvement Program Assessment Report CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:
Consider accepting the Capital Improvement Program Assessment Report. (Funding Source:
General Fund)
STRATEGIC PLAN ELEMENT:
The recommended action supports the following 2025-2026 City of Modesto Strategic Plan Initiatives: Goal J: Build a high-performance organization.
BACKGROUND:
City Council approved Capital Improvement Program Assessment Report as part of the FY24-25 Internal Audit work plan.
DISCUSSION:
The assessment reviewed the City’s Capital Improvement Program (CIP) and identified opportunities for improvement in the effectiveness of capital project identification, budgeting, planning, execution, and closeout. Areas of focus for the study include assessing the current state of the City’s CIP and identifying best practices and opportunities to improve the effectiveness of the City’s capital planning and management activities. Six (6) recommendations were identified.
Key opportunities for improvement include sometimes inconsistent, decentralized processes for estimating and reporting project budgets, capital planning and project prioritization, and policies and procedures; modernizing and centralizing technology; and making additions to the CIP book.
In addition, the City has struggled to hire an adequate number of qualified civil engineers due to an overall shortage of prospects in the current labor market. Priority recommendations include (1) developing comprehensive cost estimates for the full project lifecycle and (2) improving project prioritization practices by adopting prioritization criteria, maintaining a prioritized unfunded project list, and reestablishing the CIP Task Force.
This assessment was completed under the consultancy standards of the American Institute of Certified Public Accountants (AICPA).
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City Council, September 9, 2025
Acceptance of the Capital Improvement Program Assessment Report
FISCAL IMPACT:
This assessment was budgeted at $35,000 fees and was delivered within budget. This audit amount was funded as part of the General Fund budget.
COMMITTEE RECOMMENDATION:
This item was considered by the Audit Committee on July 30, 2025. The Audit Committee moved to forward to the City Council for acceptance.
RECOMMENDED COUNCIL ACTION:
Motion accepting the Capital Improvement Program Assessment Report.
Approved by:
Colleen Rozillis, City Auditor
Attachments:
1. City of Modesto Capital Improvement Program Assessment Report, dated 7/3/25 #7..
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As of June 3, 2025, Moss Adams LLP has merged with Baker Tilly.
Proprietary & Confidential
FINAL REPORT
CAPITAL IMPROVEMENT PROGRAM ASSESSMENT
July 3, 2025
Baker Tilly Advisory Group, LP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
As of June 3, 2025, Moss Adams LLP has merged with Baker Tilly.
This report is intended for the internal use of the City of Modesto, and may not be provided to, used, or relied upon by any third parties.
#7..
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Capital Improvement Program Assessment Report
FOR INTERNAL USE OF THE CITY OF MODESTO ONLY
Table of Contents
I. Executive Summary 1
A. Background and Scope 1
B. Methodology and Objectives 1
C. Commendations 2
D. Summary of Observations and Recommendations 2
II. Observations and Recommendations 4
A. High Priority 4
B. Medium-High Priority 6
C. Medium Priority 7
D. Low Priority 12
Appendix A: Capital Planning Policy Best Practices 14
Appendix B: CIP Book Best Practice Comparison 18
Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms. #7..
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Capital Improvement Program Assessment Report | 1
FOR INTERNAL USE OF THE CITY OF MODESTO ONLY
I. Executive Summary
A. Background and Scope
The City of Modesto (the City) engaged its internal auditor, Baker Tilly Advisory Group, LP (Baker Tilly), to conduct an assessment of the City’s Capital Improvement Program (CIP) as part of the FY24–25 Internal Audit Program. The goal of this project is to assess the current state of the City’s CIP and identify best practices and opportunities to improve the effectiveness of the City’s capital planning and management activities. Our assessment included project identification, budgeting, planning, execution, and closeout.
This assessment was conducted from December 2024 through March 2025. Our analysis was informed by interviews with City leadership and staff, review of data and documents provided by the City, and comparison of current processes to industry best practices.
Specifically, in this engagement, we completed the following:
• Conducted interviews and walkthroughs with staff across the City engaged in capital planning and execution
• Reviewed capital program, planning, and budgeting documentation, including policies and procedures, the CIP book, and public communications
• Evaluates the efficiency and effectiveness of the City’s policies and procedures managing capital assets, including new infrastructure and deferred maintenance, long-term planning, and responsiveness to resident and community requests
• Reviewed staffing levels and structure, skills, capacity, and efficiency as well as intra- and interdepartmental collaboration and coordination • Leveraged best practices and benchmarked relevant information from peer cities • Identified opportunities for improvement in planning and delivery, organization, operations, process efficiency, and customer service
B. Methodology and Objectives
The overall goal of this assessment was to help the City understand the current state of its capital planning and management activities, identifying challenges and opportunities for improvement. The assessment consisted of four major phases:
1. Project initiation and management: This phase concentrated on comprehensive planning and project management. It included selecting employees to interview, identifying documents to review, and providing project status reports.
2. Fieldwork: This phase included interviews, document review, and best practice research. We worked with leadership from the Public Works, Utilities, Engineering Services, and Finance departments to obtain the most up-to-date information and insights. ○ Interviews: We conducted interviews with 10 members of City leadership and staff involved in capital projects and capital planning throughout Public Works, Finance, and Utilities to understand strengths, weaknesses, and opportunities for improvement. #7..
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○ Document review: We reviewed the current CIP plans and policies, project tracking collateral, and other documentation related to capital program processes. ○ Best practice research and peer comparison: We compared the City’s capital plan and processes to industry best practices and to cities with comparable capital budgets.
3. Analysis: In the assessment phase, we evaluated the results of our fieldwork to develop actionable recommendations.
4. Reporting: We concluded the project by reviewing draft observations and recommendations with Public Works and Finance leadership to validate facts and confirm the practicality of our recommendations.
C. Commendations
We want to extend our heartfelt gratitude to all City employees who participated in this assessment.
Throughout our work, we noted:
• Excellent collaboration between departments and colleagues • A culture that looks for best practices and opportunities for improvement • High employee morale and a positive workplace culture It was evident from all employees with whom we spoke that there is a passion for the City, along with a genuine dedication to its progress and future. The insights and contributions from these dedicated employees undoubtedly elevated this report, and we again share our thanks.
D. Summary of Observations and Recommendations
Observations and recommendations were grouped into four areas: (1) high priority, (2) medium-high priority, (3) medium priority, and (4) low priority. A summary is listed below, and observations and recommendations are further detailed in in Section II of this report.
OBSERVATIONS AND RECOMMENDATIONS
High Priority
1. The City does not currently have a uniform methodology across its departments for estimating and reporting project budgets which could lead to a reliance on initial costs rather than comprehensive project cost estimates. This creates an increased risk of inadequate funding for projects, as full estimated costs may not be consistently reported during the project design phase, leading to potential risks of financial shortfalls later in the construction phase, as well as reduced transparency within the CIP book’s reporting.
To ensure accurate budgeting and long-term planning, the City should develop comprehensive cost estimates for upcoming projects, such as implementing Government Finance Officers Association (GFOA) and other industry best practices, that encompass the full scope of expenses, rather than just initial costs, and ensure that the costs for the full project lifecycle are included in the CIP book reporting.
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OBSERVATIONS AND RECOMMENDATIONS
Medium-High Priority
2. The City’s capital planning and project prioritization efforts are oftentimes conducted on a decentralized and somewhat subjective basis, which creates risks that capital project prioritization and funding are not transparent or consistently aligned with specific City priorities.
A. The City should adopt prioritization criteria that appropriately weigh critical maintenance needs and support clear communication.
B. The City should maintain an Unfunded Project list in priority order to identify critical project needs if alternative funding sources become available.
C. The City should consider reestablishing the CIP Task Force.
Medium Priority
3. The City has some documented policies and procedures guiding capital planning and project management, but they are outdated and there are key gaps. This makes it difficult to ensure continuity of operations in an environment with personnel turnover.
The City should establish a comprehensive and up-to-date set of capital planning policies and procedures informed by best practices, including project management resources that provide standardized templates, checklists, and forms.
4. The City’s CIP processes lack modern technology solutions deliberately designed for capital projects and is largely decentralized between different systems and departments, which makes it difficult to track and report on project status on a standardized basis.
A. The City should establish a formalized project-tracking methodology.
B. The City should develop regular reporting on key financial and project data to keep all stakeholders up-to-date.
When possible, the City should invest in a modern project management system and the resources necessary to support its design, implementation, and maintenance regarding capital projects.
5. Despite significant recruiting efforts, the City has struggled to hire an adequate number of qualified civil engineers due to an overall shortage in the labor market, which has resulted in the engineers that are currently on staff being responsible for larger than usual project loads, and has limited the number of new projects that the City is able to take on at a time.
The City should review their current recruiting practices and update them where necessary in order to broaden their reach and attract a greater number of applicants. Additionally, the City should pursue innovations to streamline engineering processes and reduce overall workload.
Low Priority
6. The CIP book aligns with a number of industry best practices, but there are opportunities to improve public transparency, process descriptions, and financial and project data.
The City should update the CIP book with best practice elements, including expanding on the planning and prioritization process descriptions, adding more detail to financial and project data, and providing a holistic narrative about the City’s capital activities. #7..
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II. Observations and Recommendations
Based on the input gathered from interviews and document review, as well as comparisons to best practices, we prepared a comprehensive set of observations and recommendations.
A. High Priority
PROJECT PLANNING AND BUDGET REPORTING
1. Observation The City does not currently have a uniform methodology across its departments for estimating and reporting project budgets which could lead to a reliance on initial costs rather than comprehensive project cost estimates. This creates an increased risk of inadequate funding for projects, as full estimated costs may not be consistently reported during the project design phase, leading to potential risks of financial shortfalls later in the construction phase, as well as reduced transparency within the CIP book’s reporting.
Recommendation To ensure accurate budgeting and long-term planning, the City should develop comprehensive cost estimates for upcoming projects, such as implementing Government Finance Officers Association (GFOA) and other industry best practices, that encompass the full scope of expenses, rather than just initial costs, and ensure that the costs for the full project lifecycle are included in the CIP book reporting.
Current Conditions
The City does not currently have a uniform methodology across the departments for estimating and reporting project budgets, which could lead to a reliance on initial costs rather than comprehensive project cost estimates. While it was noted that individual departments followed defined internal processes for budgeting, and to ensure that adequate funding was available for their projects, often times the full lifecycle costs were reported for projects, as defined by GFOA and other industry best practices for CIP book reporting. As a best practice, the GFOA recommends that the full extent of the capital project/asset and the associated life cycle costs be determined when developing the multiyear capital plan with a focus on including a clear estimate of all major components that will be necessary to complete the project, and accounting for all ongoing life cycle costs of the project, as they will impact future operating budgets (please see Appendix B for additional detail).
Inquiry into the City’s capital planning and project budgeting processes showed that there was not a uniform methodology across City departments for developing project budgets. In some cases, initial project budgets were submitted for approval and planning purposes, rather than a comprehensive estimate for the full project. In these cases, once a project enters the construction phase, budgets are updated based on the actual costs of the construction contracts for the main project scope.
Additionally, to create efficiency, multiple projects from a single location are often packaged together after acceptance of an initial project in the location. While this practice can help to mitigate construction disturbances in neighborhoods and communities, on the project budget and planning side, it can also create an unclear delineation between the original and expanded scopes of work. #7..
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When the full estimated cost is not accounted for in the project budgets or long-term plans at project initiation, it does not provide an adequate level of transparency into project lifecycle budgets.
Recommendations
When developing budgets and conducting long-term planning, it is essential that the City creates and utilizes estimates for the total costs of its upcoming projects that take into account the full scope and project lifecycle rather than just the initial expected cost. To ensure that all project budgeting is conducted uniformly across the City and accounts for the full expected cost of the upcoming projects, the City should incorporate the following best practices into their project planning, budgeting, and CIP book reporting processes:
• Establish clear project scope: Clearly outline the project’s objectives and create a comprehensive list of requirements, including specifications, deliverables, and constraints, to ensure all stakeholders have a shared understanding of the project. • Ensure clear estimates in CIP book reporting: Ensure that CIP book reporting on project budgets contains a clear estimate of all lifecycle costs for upcoming projects in the next three to five years, as recommended by the GFOA and industry best practices (please see Appendix B for additional detail).
• Utilize historical data: Analyze cost data from similar past projects to inform current estimates and maintain a database of historical costs for various project types, which will facilitate more accurate future estimating efforts.
• Incorporate comprehensive cost components: Include all direct costs such as labor, materials, equipment, and subcontractor expenses while also accounting for indirect costs like overhead and administrative expenses.
• Engage stakeholders early: Involve project managers, engineers, and financial analysts in the estimating process to leverage their expertise, and gather input from community stakeholders and departments impacted by the project to ensure all perspectives are considered. • Conduct risk assessment: Assess potential risks that could impact project costs, such as regulatory changes or market fluctuations, and include contingency allowances in the budget to account for unforeseen events or changes in scope.
• Regularly review and update estimates: Continuously monitor and update cost estimates throughout the project lifecycle to reflect changes in scope or market conditions, implement a formal change management process to evaluate conditions, and ensure reviews of cost estimates and revisions are completed and documented when project changes occur. • Document assumptions and methodologies: Clearly document the assumptions, methodologies, and sources used in the estimating process to provide transparency and ensure that estimates are reviewed and approved by relevant stakeholders before finalizing budgets. • Implement technology solutions: Utilize specialized cost estimating software to enhance accuracy and efficiency and leverage data analytics to analyze costs and identify trends that can improve the estimating process.
• Train staff on best practices: Provide training and resources for staff involved in cost estimating to keep them updated on best practices and ensure uniformity across City departments.
By following these best practices, the City’s capital planning program can enhance the accuracy and reliability of project cost estimates, leading to better budgeting, resource allocation, and project execution.
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B. Medium-High Priority
PROJECT PRIORITIZATION
2. Observation The City’s capital planning and project prioritization efforts are oftentimes conducted on a decentralized and somewhat subjective basis, which creates risks that capital project prioritization and funding are not transparent or consistently aligned with specific City priorities.
Recommendation A. The City should adopt prioritization criteria that appropriately weigh critical maintenance needs and support clear communication.
B. The City should maintain an Unfunded Project list in priority order to identify critical project needs if alternative funding sources become available.
C. The City should consider reestablishing the CIP Task Force.
Current Conditions
Currently, the City’s capital planning and project prioritization efforts are oftentimes conducted on a decentralized and somewhat subjective basis, which creates risks that capital project prioritization and funding are not transparent or consistently aligned with specific City priorities. Our interviews revealed that the methodology for determining how capital projects were prioritized varied between departments, with many processes relying on subjective judgment and lacking documented criteria or decision-making procedures.
Interviewees for the various City departments involved in capital planning noted that projects are typically discussed in annual meetings between departments and prioritized on an ad hoc basis, often in response to the availability of funding sources, such as specific grants. Furthermore, there is no centralized City committee overseeing prioritization; instead, it is assessed individually by each department. There is also no specific guide, decision tree, or Responsible, Accountable, Consulted, and Informed (RACI) matrix equivalent to assist in the prioritization process, which further contributes to inconsistencies and a lack of transparency. To mitigate these risks, it is essential that the project prioritization methodology is well-documented and consistent across departments, ensuring that all capital improvement projects are prioritized in an objective, transparent manner that aligns with the City’s long-term strategic goals.
Recommendations
The City should fully document their prioritization criteria and decision-making workflow for evaluating potential capital projects. Ideally, the City’s prioritization criteria would ensure that the City is making the most of its funding and personnel resources, as well as incorporate sufficient specificity to aid in understandable and transparent project prioritization. The GFOA recommends that governments first prioritize capital requests based on health and safety considerations, service, and asset preservation.
While the City does approach prioritization this way, there are opportunities for the City to more clearly communicate how a project scores according to these criteria and weigh critical maintenance needs more heavily.
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Examples of prioritization processes and criteria from other cities that prioritize essential work include the following:
• Departments throughout the City of San Diego first identify their capital needs over the next five fiscal years that would allow them to meet their established service levels, operational goals, and overall core missions. Departments categorize their projects and needs as either priority (e.g., projects that address life, safety, and/or legal mandated needs that could potentially impact the core operation of an impacted facility or asset, or that are mayoral or council priorities) or discretionary (e.g., projects that would allow the City of San Diego to meet and exceed its services to the community and enhance the overall quality of life). Projects are then prioritized by a Review Advisory Committee that includes membership from nine different departments across the City of San Diego.
• To qualify for the City of Pasadena’s CIP, a project is required to either address a particular safety issue, an existing maintenance effort that is no longer satisfactory to keep a facility in good repair, or an existing facility that is no longer adequate to meet demand. Projects submitted that meet one of these requirements are reviewed by the Finance and Management Services Division for completeness, then put into one of 14 broad categories (e.g., street lighting, parking, etc.).
Projects are then returned to proposing departments for classification as high, medium, or low priority; preliminary cost estimates; and recommendation of a funding plan.
The City should also consider maintaining an Unfunded Project list in a priority order, as the City of Oakland does, to track projects that they would like to complete but do not currently have the funding for. This will enable the City to quickly identify the most critical unfunded projects should alternative funding sources become available.
We understand that the City previously maintained a CIP Task Force which is currently inactive.
While our cursory search of the City’s website revealed this information, we are not familiar with the intricacies of the task force’s previous role or its effectiveness. However, the City may want to consider reactivating the task force as a means to establish prioritization criteria and maintain an Unfunded Project list.
C. Medium Priority
POLICIES AND PROCEDURES
3. Observation The City has some documented policies and procedures guiding capital planning and project management, but they are outdated and there are key gaps. This makes it difficult to ensure continuity of operations in an environment with personnel turnover.
Recommendation The City should establish a comprehensive and up-to-date set of capital planning policies and procedures informed by best practices, including project management resources that provide standardized templates, checklists, and forms. #7..
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Current Conditions
The City’s policies and procedures related to the CIP are currently decentralized and fragmented between departments and lack comprehensive guidelines necessary for effective capital planning and asset management. Key deficiencies include the absence of dedicated sections addressing stakeholder departmental needs, insufficient prioritization frameworks for capital requests, and a lack of detailed policies regarding capital asset management practices.
Additionally, the existing CIP does not adequately incorporate long-term financing considerations, nor does it provide a structured approach to evaluating and monitoring capital projects. There is limited transparency in how decisions are made, and the policies do not effectively engage public and external stakeholders in the planning process.
In our review, it was noted that due to differences in how capital improvement projects are funded, there may be some differences in how each department approaches their capital planning policies and procedures. For instance, it was noted that the Utilities department utilizes the adopted utility master plans in order to assist department staff with the development of its capital improvement projects. However, for the City as a whole, the current state and lack of standardization and documentation of policies and procedures regarding capital planning reflects a need for significant improvement to ensure that the City’s capital planning efforts are aligned with its strategic objectives, operational priorities, and community needs. Without these enhancements, the City risks inefficiencies in resource allocation, potential misalignment of projects with organizational goals, and challenges in maintaining and managing its capital assets effectively.
This situation underscores the importance of developing a cohesive and comprehensive set of policies and procedures that can guide the City in making informed decisions, fostering collaboration among departments, and ensuring accountability in capital planning and management.
Recommendations
The City should establish a streamlined and up-to-date set of capital planning policies and procedures informed by best practices. Ideally, the City would maintain the following policies and procedures related to the capital program:
• Capital Planning Policy
• Capital Request and Project Prioritization Policy (high priority) • Financial Planning Policy
• Financial Impact and Cost Estimation Policy
• Capital Asset Management and Deferred Maintenance Policy (high priority) • Project Monitoring and Reporting Policy
• Project Management Procedures
As the City develops these resources, it can consider storing and maintaining standardized templates, checklists, and forms in the same location. A list of capital planning policy best practices can be found in Appendix A.
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PROJECT REPORTING AND TRACKING
4. Observation The City’s CIP processes lack modern technology solutions deliberately designed for capital projects and is largely decentralized between different systems and departments, which makes it difficult to track and report on project status on a standardized basis.
Recommendation A. The City should establish a formalized project-tracking methodology.
B. The City should develop regular reporting on key financial and project data to keep all stakeholders up-to-date.
C. When possible, the City should invest in a modern project management system and the resources necessary to support its design, implementation, and maintenance regarding capital projects.
Current Conditions
The City is not currently using a modern technology solution specifically designed for capital projects.
As a result, project data outlining status and execution is largely decentralized across various systems and departments. For instance, instead of leveraging the existing Microsoft Access database, many project managers are tracking projects using Excel spreadsheets, which operate independently of a centralized system. This preference arises from perceptions among some City staff that the database is outdated and difficult to navigate. The lack of transparency complicates department management’s ability to track project status independently, hold teams accountable for timely and effective execution, and report to City Council on project progress.
While it was noted that the Utilities department had a system in place for monitoring the financial status of projects—utilizing bi-weekly reporting through the COM Project Status Inquiry—there did not appear to be a centralized or standard process for the City as a whole. Without accurate, transparent, and regular reporting, City leaders lack proper insight into capital project advancement. However, staff have indicated that scaling up reporting could overwhelm their current workload, potentially leading to more frequent project status check-ins than desired.
Recommendations
The GFOA recommends that jurisdictions 1) plan and design systems to collect, store, and analyze project data and to report results, and 2) regularly monitor capital projects’ financial and project activity information.0F
1 To achieve this, the City should implement the following recommendations.
The City should establish a formalized project-tracking methodology.
The appropriate technological solutions for project accounting, scheduling, and reporting may take the form of spreadsheets, customized databases, ERP systems, or project management software.
Often, more than one solution is used. Regardless of the specific tracking and reporting format, the City can begin by establishing standard practices for tracking capital projects. Whether staff are 1 https://www.gfoa.org/materials/capital-project-monitoring-and-reporting #7..
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tracking projects in Excel or in an ERP system, all projects should be tracked in a systematic and uniform way.
In the short term, this could be accomplished by assigning a staff member to work with project managers to maintain and regularly update a centralized spreadsheet that captures project status, progress toward key milestones, the budget expended, and any changes to the budget or project.
The City should develop regular reporting on key financial and project data to keep all stakeholders up-to-date.
Though reviving the end-of-year status update on in-progress projects will be an improvement to the City’s reporting environment, it is best practice to provide ongoing holistic project-level performance reporting on a regular basis. The GFOA recommends that regular performance reporting include the following project information presented in a straightforward and clear manner:
• A comparison of actual results to the project plan, including:
○ Percent of project completed, including budget, forecast, commitment, and expenditure information
○ Percent of project budget expended
○ Progress on key project milestones
○ Contract status information, including time remaining and percentage used ○ Revenue and expenditure activity
○ Cash flow and investment maturities
○ Funding commitments
○ Available appropriation
○ Comparison of results in relation to established performance measures • Reporting of changes to project scope, budget appropriations, costs, schedule, or funding • A regularly reported snapshot of key schedule, cost estimate, and available funding information to establish baseline data for performance measures and report components When possible, the City should invest in a modern project management system and the resources necessary to support its design, implementation, and maintenance to support capital projects.
Comprehensive project-tracking and reporting capabilities are essential to effective capital project operations. The City’s capital program is large and complex as well as requires a modern solution to manage projects, track progress, allocate resources, and facilitate communication. While a project management solution requires resource investment and time to implement and learn, the risk of continuing to operate without a modern solution likely outweighs the risk of investing in such a system. The implementation of a project management solution will require collaboration with the City’s Information Services Department (ISD) equivalent, in addition to sufficient staffing within both the City’s operational departments and ISD equivalent to manage the technology investment effectively, provide expertise to users, and oversee training. #7..
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STAFFING
5. Observation Despite significant recruiting efforts, the City has struggled to hire an adequate number of qualified civil engineers due to an overall shortage in the labor market, which has resulted in the engineers that are currently on staff being responsible for larger than usual project loads, and has limited the number of new projects that the City is able to take on at a time.
Recommendation The City should review their current recruiting practices and update them where necessary in order to broaden their reach and attract a greater number of applicants. Additionally, the City should pursue innovations to streamline engineering processes and reduce overall workload.
Current Conditions
The City has struggled to hire an adequate number of qualified civil engineers due to an overall shortage of prospects in the current labor market. Interviews conducted reveal this is consistent across various departments that require engineering roles to carry out capital projects, including both Utilities (wastewater design, water design, and water resources) and Engineering Services (land development, construction administration, surveying, transportation, and parks planning and development). This inability to locate and hire qualified candidates has created an increased burden and a large workload for the civil engineers currently employed by the City. Team members from every group we met with reported that while other roles had adequate staffing levels, they had been unable to adequately staff their engineering roles for several years. This has resulted in the engineers on staff being responsible for larger than usual project loads, limiting the number of new projects the City can undertake at any given time. Engineers in these departments are crucial for tasks such as designing infrastructure, conducting feasibility studies, ensuring regulatory compliance, and overseeing construction activities.
In an effort to fully staff these positions, the departments have worked in conjunction with human resources on a number of initiatives in order to attract new talent to the City. These initiatives have included conducting a detailed and benchmarked compensation study, increasing the pay range for all licensed engineers, conducting a mailing campaign that reached out to 2,000 licensed engineers throughout California, and advertising job openings through a wide range of services and professional organizations. While these vacancies have been difficult to fill, team members noted that the City has utilized outside consultants when available and has been actively working to attract new talent to address these gaps in the engineering teams.
Recommendations
The City should review their current recruiting practices and update them where necessary in order to broaden their reach and attract a greater number of applicants. When reviewing and updating their current recruiting practices for civil engineering positions, the City should consider the following:
• Consider offering signing bonuses: The City should consider offering signing bonuses or other incentives such as relocation bonuses in order to attract qualified candidates. • Continue to recruit through established channels: The City should continue working to recruit qualified engineers through established channels to ensure they are reaching the greatest number of qualified candidates.
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If the City continues to struggle to hire and maintain an adequate number of licensed and experienced civil engineers, they should consider the following options to reduce the workload for their current engineering staff:
• Reduce administrative workload: The City should reduce the engineering team’s administrative workload by delegating administrative tasks to support teams to allow the current City engineers to focus on critical project tasks.
• Outsource non-core tasks: The City should consider outsourcing certain tasks or projects to outside firms and consultants to reduce the workload of current City engineers. • Utilize software tools: The City should invest in project management and engineering software that can streamline or automate workflows, allowing engineers to focus on higher-value tasks.
D. Low Priority
CIP BOOK BEST PRACTICES
6. Observation The CIP book aligns with a number of industry best practices, but there are opportunities to improve public transparency, process descriptions, and financial and project data.
Recommendation The City should update the CIP book with best practice elements, including expanding on the planning and prioritization process descriptions, adding more detail to financial and project data, and providing a holistic narrative about the City’s capital activities.
Observation
The City develops a five-year CIP budget that is communicated in a CIP book. The CIP book is a public document that contains information crucial to City operations. It is intended to link the City’s comprehensive fiscal plans and the physical development of capital projects, and inform the public of the capital improvement projects that the City plans to begin in the next two years. Due to the plan’s importance, it is crucial that the City ensures that the plan and the CIP planning process are aligned with industry best practices. The current CIP book adheres to several best practices, including the following:
• Accessibility: Programs should be written in plain language, avoid jargon, and include a welcome message.
• Timeline: Programs should document at least three to five years of upcoming projects. • Definition of terms: Readers are aware of what constitutes a capital project and what constitutes a significant capital maintenance project.
• Planning and prioritization process: Programs should include a description of the budget process.
• Capital maintenance: Programs should include significant capital maintenance projects.
A full comparison of the City’s CIP book to best practices can be found in Appendix B. #7..
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Recommendations
There is an opportunity to align the CIP book with best practices in the following areas:
Planning and prioritization
The City should enhance the CIP by developing a comprehensive framework that outlines the planning and prioritization process for capital projects. This framework should include:
• A specific section detailing how each stakeholder department will fulfill its operational and financial requirements, providing a consistent approach across all project types to ensure alignment with the City’s strategic objectives and operational priorities • A comprehensive description of the CIP review committee, including its membership composition and the responsibilities of both the committee and its members, to enhance transparency and clarify the governance structure overseeing the CIP
• A detailed explanation of the role of the public and other external stakeholders in the capital improvement process, outlining the expected level and type of public participation to ensure consistency with community expectations and previous engagement efforts • A clear articulation of the decision-making process within the capital planning framework, including a structured approach for prioritizing project needs and allocating limited resources, thereby ensuring transparency and alignment with the City’s strategic objectives By implementing this framework, the City will create a more effective and transparent capital planning process that fosters collaboration among stakeholders and enhances the overall management of capital projects.
Financial planning and project data
The City should enhance the CIP by incorporating comprehensive financial and project data that includes:
• A detailed inventory of unfunded capital improvement projects, along with their overall estimated costs, presented in an appendix to provide a clear understanding of the City’s capital needs and facilitate future planning and resource allocation
• Adjusted cost projections for inflation for all projects scheduled beyond the first year, ensuring more accurate budgeting and financial planning that reflects the true costs of future capital improvements
• All required project information for each funded project, with a specific focus on providing clear estimates of lifecycle costs, including land acquisition, design, construction, contingency, and post-construction costs, as well as anticipated ongoing impacts on the City’s operating budget By implementing this financial and project data, the City will improve transparency, enhance decisionmaking regarding resource allocation, and ensure the sustainability of capital projects throughout their lifecycles.
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Appendix A: Capital Planning Policy Best Practices
The following table details the elements that should be covered in key capital planning policies.
POLICY
CATEGORY POLICY BEST PRACTICE ELEMENTS
Capital project
monitoring and
reporting
Project Monitoring and
Reporting Policy
Policies related to project status and activity monitoring should include a minimum requirement that regular reports will:
● Provide a comparison of actual results to the project plan, including:
○ Percent of project completed
○ Percent of project budget expended
○ Progress on key project milestones
○ Contract status information, including time remaining and percentage used ○ Revenue and expenditure activity
○ Cash flow and investment maturities
○ Funding commitments
○ Available appropriation
● Compare results in relation to established performance measures ● Highlight significant changes to project scope, costs, schedule, or funding An annual snapshot of a project’s key schedule, cost estimate, and available funding information should be taken to establish baseline data for performance measures and report components.
CIP planning Capital Request and
Project Prioritization
Policy
Capital request prioritization policies should help evaluate capital requests so they can be prioritized based on the following:
● Health and safety: Priority should be given to high-risk safety issues that require a capital project to correct
● Asset preservation: Capital assets that require renewal or replacement based on the capital asset lifecycle
● Service/asset expansion: Infrastructure improvements needed to support the government’s policies, plans, and studies
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POLICY
CATEGORY POLICY BEST PRACTICE ELEMENTS
These policies should include:
● Guidance for when the initial prioritization process may be impacted by legal requirements and/or mandates
● Procedures for coordination with related entities
● Procedures for allowing submitting agencies to provide an initial prioritization ● Guidance for collecting and incorporating input and participation from major stakeholders and the general public
● Policies for considering the impact on operating budgets resulting from capital projects ● A practice of applying analytical techniques for evaluating potential projects (e.g., net present value, payback period, cost-benefit analysis, lifecycle costing, and cash flow modeling) ● Details for a rating system that will facilitate decision-making ● Procedures for ensuring CIP projects align with and support the City’s Master Plan Financial Impact and
Cost Estimation Policy
Policies to ensure that the full extent of capital projects/assets and the associated lifecycle costs are considered when developing a multi-year capital plan should include:
● Procedures for defining the scope and timing of a planned project in the early stages of the planning process
● Guidance for identifying and using the most appropriate approaches when estimating project costs and potential revenues
● Procedures for procuring outside assistance if internal resources are not sufficient to estimate a capital project’s costs, revenues, and/or lifecycle costs
● A practice of adjusting cost projections based on anticipated inflation for projects programmed beyond the first year of the plan
● Guidance for providing a clear estimate of all major components required to implement a project, including acquisition needs, design, construction, contingency, and post-contingency costs ● Guidance for quantifying the ongoing lifecycle costs associated with each project and identifying funding sources for those costs
Capital asset
management
and deferred
maintenance
Capital Asset
Management Policy
Policies related to capital asset management practices should include:
● A requirement for a complete inventory and periodic measurement of the physical condition and existence of all capital assets
● A requirement to establish condition and functional performance standards to be maintained for each type of capital asset
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POLICY
CATEGORY POLICY BEST PRACTICE ELEMENTS
● A requirement to evaluate existing capital assets to determine if they still provide the most appropriate method to deliver services
● Consideration of developing financial policies that identify and dedicate fees or other revenue sources to help maintain the expected service levels of capital assets ● A requirement to allocate sufficient funds in the multi-year capital plan and annual operations budget for condition assessment determination and reporting, preventative maintenance, repair, renewal, and replacement of capital assets to continue providing services that contribute to public health, safety, and quality of life
● A requirement to monitor and communicate progress toward stated goals and the overall condition of capital assets, with appropriate controls to ensure the validity and accuracy of this information ● A requirement to provide, at least once every three years, a “plain language” report on capital assets to elected officials that is also made available to the general public Capital project
monitoring and
reporting
Project Monitoring and
Reporting Policy
Policies related to project status and activity monitoring should include a minimum requirement that regular reports will:
● Provide a comparison of actual results to the project plan, including:
○ Percent of project completed
○ Percent of project budget expended
○ Progress on key project milestones
○ Contract status information, including time remaining and percentage used ○ Revenue and expenditure activity
○ Cash flow and investment maturities
○ Funding commitments
○ Available appropriation
● Compare results in relation to established performance measures ● Highlight significant changes to project scope, costs, schedule, or funding An annual snapshot of a project’s key schedule, cost estimate, and available funding information should be taken to establish baseline data for performance measures and report components. #7..
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POLICY
CATEGORY POLICY BEST PRACTICE ELEMENTS
Project
management
Project Management
Procedures
Project Management Procedures include tactical guidance on the following topics:
● Contract administration and management
● Bid and procurement management
● Change order and scope management and controls application ● Expenditure management controls
● Design and construction budget management controls
● Project close-out controls
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Appendix B: CIP Book Best Practice Comparison
The following table compares the City’s CIP book with best practices.
POLICY
CATEGORY SOURCE BEST PRACTICE
THE CITY’S CURRENT
CONDITION RECOMMENDATION
Accessibility Industry best
practice, GFOA
Program books should be written
in plain language (avoiding jargon
when possible) and include a
welcome message and/or guide to
describe how to read and use the
report. This is done to make the
document more accessible to
members of the public.
The CIP book is aligned with best
practices.
Timeline GFOA Program books should document
at least three to five years of
upcoming projects. While only the
current year will be approved and
funded, this long-term planning
provides transparency for City
leadership and enables more
strategic decision-making.
The CIP book does contain
information on upcoming projects;
however, the available budget
reporting does not adequately
reflect the full project lifecycle
costs.
Definitions of
terms
GFOA Program books should include a
clear definition of what constitutes
a capital project and significant
capital maintenance project.
The CIP book is aligned with best
practices.
Planning and
prioritization
process
description
GFOA Program books should include a
description of how an organization
will approach capital planning,
including how stakeholder
departments will collaborate to
prepare a plan that best meets the
operational and financial needs of
the organization.
The City’s CIP book does not
include a section that outlines how
stakeholder departments will meet
operational and financial needs of
the organization. Instead, in the
sections for specific issues such
as Public Safety, it provides a
couple of pages describing the
issues, how they’ve been solved,
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POLICY
CATEGORY SOURCE BEST PRACTICE
THE CITY’S CURRENT
CONDITION RECOMMENDATION
and future projects. This isn’t
consistent across every project
type.
AD 7.14 CIP Policy does a good
job of explaining how different
groups plan, manage, and
coordinate capital planning.
GFOA The process should include a
description of the program’s review
committee, identification of
committee members, and a
description of the committee’s and
its members’ responsibilities.
There is mention made on Page 7
(page 10/389) of the CIP Task
Force and the City of Modesto
Planning Commission, but no
further explanation of who this
team is made up of.
GFOA The process should include a
description of the role of the public
and other external stakeholders in
the process. The level and type of
public participation should be
consistent with community
expectations and past
experiences.
The CIP includes information
about the external agencies who
are involved in the process, but
does not mention the role of the
public.
GFOA The program should note how
decisions will be made in the
capital planning process, including
a structured process for prioritizing
needs and allocating limited
resources.
The CIP book mentions that
proposed projects are reviewed by
the City of Modesto Planning
Commission for General Plan
Conformity before being forwarded
to the City Council for review.
Additional documents provided
state the same (i.e., lack of detail
and depth).
Industry Best
Practice
Program books should include a
description of the budget process.
The CIP book is aligned with best
practices.
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POLICY
CATEGORY SOURCE BEST PRACTICE
THE CITY’S CURRENT
CONDITION RECOMMENDATION
Capital
maintenance
GFOA CIP books should include
significant capital maintenance
projects.
The CIP book is aligned with best
practices.
Financial and
project data
Industry best
practice
CIP books should include a
description of the funding sources
used to support CIP projects.
Each project has a small mention
of where the fund is coming from,
but uses general blanket terms
such as “Capital Fund” and
“Capital Grants.” It is unclear if the
funding is through grants, private
borrowing, or City revenues.
The Policy section in the AD 7.14
CIP Policy document outlines
where funding will be received and
some of the criteria needed to
pursue each funding opportunity.
Industry best
practice
Program books should include a
summary report of total dollar
amount (for both sources and
uses) of the capital program for the
current budget year. Funded
projects can be presented in a
variety of ways, including by
funding source, project by
department, and project by project
category.
The CIP book meets some of the
requirements, choosing to break
out projects by project category,
but does not provide a summary
report of the total dollar amount of
the capital program for the current
budget year.
Industry best
practice
Program books should include a
description of unfunded capital
improvement projects, including
overall estimated costs. Many
cities include a full inventory of all
unfunded projects in an appendix.
There is no list of unfunded
projects in the CIP book. All
projects in the CIP book seem to
have some kind of funding; even
projects that are in the design
phase have some kind of funding
behind them.
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POLICY
CATEGORY SOURCE BEST PRACTICE
THE CITY’S CURRENT
CONDITION RECOMMENDATION
Industry best
practice
For projects programmed beyond
the first year of the plan, cost
projections should be adjusted for
inflation.
CIP book does not meet this
requirement.
Industry best
practice
For each funded project, program
books should include project
information, including at a
minimum:
● Project title
● Category
● Short project description
● Project status
● Funding source
● Clear estimate of lifecycle
costs (including land
acquisition needs, design,
construction, contingency, and
post-construction costs)
● Estimated anticipated ongoing
impacts (operations and
maintenance costs) to the
City’s operating budget
(including costs to operate,
maintain, administer, and
renew or replace the capital
asset)
Although some of this information
(e.g., description, title, and
category) is included, the CIP book
does not contain estimates of
anticipated ongoing operations
and maintenance costs or lifecycle
costs. It was noted in our review
that for some projects, the
reported budgets were not
reflective of the full project
lifecycle.
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
September 9, 2025
Date: August 8, 2025
TO: Mayor and City Council
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Permitting Efficiency Study Update Report CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:
Consider accepting the Permitting Efficiency Study Update Report. (Funding Source: General Fund)
STRATEGIC PLAN ELEMENT:
The recommended action supports the following 2025-2026 City of Modesto Strategic Plan Initiatives: Goal J: Build a high-performance organization.
BACKGROUND:
City Council approved the Permitting Efficiency Study Update as part of the FY24-25 Internal Audit work plan.
DISCUSSION:
The study provides updates on the 2018 Permitting Efficiency Study and identifies additional opportunities for improvement in the permitting and development review process led by the Community and Economic Development Department. Areas of focus for the study include the development review process, permitting processes, and customer service and communications.
Of ten (10) recommendations in the 2018 study, eight (8) are complete. Six (6) additional recommendations were identified.
Key opportunities for improvement include staffing and workloads, the permitting fee structure, performance measures, and process streamlining. Priority recommendations include: hire for critical positions that will alleviate the most significant workload pressures as resources allow; conduct a fee study and establish clear cost recovery goals for development and permitting activities; develop additional performance measures related to customer experience and timeliness; take steps to manage plan review timelines across departments; take steps to enhance the clarity of comments in the plan review process; make improvements to systems to enhance the customer experience; and continue to enhance policy and procedure documentation.
This assessment was completed under the consultancy standards of the American Institute of Certified Public Accountants (AICPA).
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City Council, September 9, 2025
Acceptance of the Permitting Efficiency Study Update Report
FISCAL IMPACT:
This study was budgeted at $40,000 fees and was delivered within budget. This audit amount was funded as part of the General Fund budget.
COMMITTEE RECOMMENDATION:
This item was considered by the Audit Committee on July 30, 2025. The Audit Committee moved to forward to the City Council for acceptance.
RECOMMENDED COUNCIL ACTION:
Motion accepting the Permitting Efficiency Study Update report.
Approved by:
Colleen Rozillis, City Auditor
Attachments:
1. City of Modesto Permitting Efficiency Study Update Report, dated 7/9/2025 #8..
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.
CITY AUDITOR’S OFFICE
FINAL REPORT
PERMITTING EFFICIENCY STUDY UPDATE
July 8, 2025
Baker Tilly Advisory Group, LP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
As of June 3, 2025, Moss Adams LLP has merged with Baker Tilly.
This report is intended for the internal use of the City of Modesto, and may not be provided to, used, or relied upon by any third parties.
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Table of Contents
Executive Summary 1
A. Introduction 1
B. Summary of Observations and Recommendations 2
Introduction 5
A. Background 5
B. Scope 6
C. Approach 6
2018 Permitting Study Updates 8
Observations and Recommendations 12
A. Operations 12
B. Processes and Systems 19
C. Tactical Solutions 24
Appendix A: Survey Results 30
Appendix B: Policy and Procedure Gap Analysis 43
Appendix C: Workload Trend Analysis 46
Appendix D: Peer Staffing Comparison 62
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EXECUTIVE SUMMARY
The City of Modesto’s (the City’s) Community & Economic Development (CED) Department ensures that new development in the city achieves a balance between the economic, social, environmental, and quality of life goals for the City. Permitting and development review processes involve many key divisions within the City and rely on coordination for timely turnaround of permit applications. The City engaged its internal auditor, Moss Adams LLP (Moss Adams), to conduct a follow-up review of the Permitting Efficiency Study conducted in 2018. The prior study evaluated opportunities for improvement in the permitting and development review processes, including entitlement and construction permits.
The 2018 Permitting Efficiency Study identified 10 observations and recommendations. Overall, the City has made progress in many areas identified in the 2018 report. We observed that eight prior observations have been resolved and two are ongoing, but their risk has been diminished through the City’s continued efforts. Below is a summary of the status of the observations from the previous review and detailed observations are discussed in Section IV. 2018 STUDY PROGRESS REPORT
Observation Recommendation Status
1 Decentralized Plan Check and
Permitting Processes
Define and create an organized and
centralized location of resources
relevant to the varied permitting
activities.
Resolved
2 Reliance on Sole Source
Employees Close to Retirement
Proactively strategize ways to
incorporate succession planning for
key positions involved in permitting
activities to ensure operational
continuity and prevent the loss of
institutional knowledge.
Resolved
3 Early Stages of Outcome
Performance Measuring and
Reporting
Review and identify more meaningful
performance metrics related to
permitting activity and identify
opportunities for sharing with City
leadership and customers alike.
Ongoing
4 Significant CED Department
Leadership Turnover
Support departmental stability by
ensuring positions are filled timely,
staff are provided sufficient training
and support, and dedicate resources
to developing managers through
coaching and training.
Resolved
5 Building Permit Plan Check
Slowdowns from Incomplete
Applications
CED should develop a comprehensive
checklist of all the items that must be
included in pre-submittal and plan
check.
Resolved
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2018 STUDY PROGRESS REPORT
Observation Recommendation Status
6 Inconsistent and Outdated
Policy and Procedure
Documentation
Strengthen policies and procedures,
cross-training, and workforce planning;
prioritize the documentation of policies
and procedures related to the various
permitting processes, updating
outdated policies and documenting
previously uncaptured processes, and
identifying key personnel.
Ongoing
7 Heavy Reliance on Manual
Processes and Paper
The selection and implementation of a
new Permitting System provides an
opportunity to strengthen internal data
and processes.
Resolved
8 Negative Impacts to Customer
Service at Development
Services Center
Reevaluate how the Development
Services Center reception counter is
staffed, and provide training on
customer service expectations and
permitting activity processes.
Resolved
9 Lack Capacity for
Environmental and Stormwater
Related Permitting Activities
Prioritize appropriately resourcing and
staffing the positions required to safely
and efficiently conduct the
environmental and stormwater
requirements for permitting activities.
Resolved
10 No Formal Customer Feedback
Mechanism in Place
Develop a simple yet meaningful
process to solicit, collect, and analyze
customer feedback on the different
permitting process activities in order to
facilitate ongoing continuous
improvement efforts.
Resolved
This follow-up study was conducted between February and May 2025 using a four-phased approach consisting of project planning and management, fact-finding, analysis, and reporting.
Observations and recommendations were grouped into three categories as defined below: 1) Operations, 2) Processes and Systems, and 3) Tactical Solutions, and are summarized below.
Observations and recommendations for all three categories are provided in Section IV of this report.
OBSERVATIONS AND RECOMMENDATIONS
Operations
1. Observation
Due to growth in permitting activities, workloads for staff involved in the permitting and building inspection processes have increased, although capacity to manage the workload is low, likely due to low staffing levels. #8..
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OBSERVATIONS AND RECOMMENDATIONS
Recommendation
As resources allow, prioritize hiring for critical positions that will alleviate the most significant workload pressures, including Building Inspectors (particularly staff dedicated to code enforcement) and Development Services Technicians (in both Building and Planning).
Review workloads throughout outside departments involved in the plan review process after implementing process improvements recommended in Plan Review Timelines.
Review workloads at the Reception Counter after implementing system upgrades recommended in Automated Phone and Messaging Systems.
2. Observation
The City’s current fee structure may not adequately cover the cost of all phases of development review and permitting activities, which could result in the subsidization of these activities.
Recommendation The City should prioritize conducting a fee study and establish clear cost recovery goals for development and permitting activities.
Processes and Systems
3. Observation The CED Department has established performance measures related to permitting activities, although these metrics are largely volume-based.
Recommendation
To enhance customer service delivery, the CED Department should develop additional performance measures related to customer experience and timeliness.
4. Observation
Plan review timelines may be difficult for some departments to meet due to limited staff capacity, variation in project complexity, and a lack of consistent procedures across departments for timely review of plans.
Recommendation
To help manage the plan review timelines across departments and address the limited staff capacity, the City should:
Consider implementing differentiated timelines based on project complexity and type
Implement a standardized procedure for staff to perform an initial completeness check upon receiving an application and before initial review is started
5. Observation
Comments made by reviewing departments during plan review may not be easily identified, which can cause delays in the review process for both applicants and City staff.
Recommendation
To enhance the clarity of comments, CED should incorporate utilization of the markup summary feature in eTRAKiT as a standard procedure during the plan review process and ensure that all plan reviewing departments consistently use the feature.
Tactical Solutions
6. Observation
Although eTRAKiT has significantly streamlined and modernized the permitting and plan review process, there are some challenges related to the system’s governance and capabilities that are causing issues for staff. In addition, the lack of automated phone and messaging systems is impeding efficiency in some areas.
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OBSERVATIONS AND RECOMMENDATIONS
Recommendation
To improve the customer experience, limit staff confusion, and reduce plan review time, the CED Department should implement a nested question feature to guide applicants to the correct application forms for their project.
To streamline the document review process for staff and applicants, CED should develop and enforce standardized naming conventions for all documents uploaded to the eTRAKiT system.
Consider offering expanded eTRAKiT trainings to staff and customers. #8..
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INTRODUCTION
The objective of the City’s CED Department is to ensure that new development in the city achieves a balance between the economic, social, environmental, and quality of life goals for the City. For the purposes of this study, permitting and development refers to the various types of permitting and developing activity occurring within the City, which encompasses entitlement and construction permitting processes. The Planning Division is the owner of the entitlement process, while the Building Division generally coordinates construction permits. The key divisions that connect to the various types of permitting and development activities include:
• Planning: The Planning Division provides services related to land use within City limits, including processing all zoning and land use applications and working with the development community to facilitate the review of new projects.
• Building Safety: The Building Division provides a variety of services at the request of property owners and developers seeking to build or modify a structure, including reviewing building plans, issuing building permits, and inspecting construction to ensure compliance with all plumbing, mechanical, electrical, and structural codes.
• Land Development Engineering: The Land Development Engineering Division is responsible for maintaining and upholding the City of Modesto Standard Design Specifications; reviewing improvement plans and maps, including all new subdivisions; reviewing stormwater requirements during building plan reviews; processing various easement dedications; issuing encroachment permits for any work performed in the City’s right-of-way such as street curbs, gutters, sidewalks, and driveways; water and sewer connection permits; and transportation permits. ○ Parks Planning: The Parks Planning Division within the Engineering Department checks construction drawings for compliance with landscape and irrigation plans • Fire: The Fire Department provides services aimed at reducing the loss of life, health, property, and environmental quality through reviews and inspections of site plans, fire-system tests and inspections, and water flow tests.
The Development Services Center, in the City-County Administrative Building, includes staff representing the City’s various departments such as Building Safety, Land Development & Engineering, and Planning. Fire relocated to a separate building approximately two years ago. Types of requests, permits, licenses, and services provided by the Development Services Center include:
• Planning-related actions including land use and entitlement applications (e.g., subdivisions, use permits, zoning changes)
• Construction-related applications (building permits, building plan reviews) for development and construction projects
• Standard Design Specification reviews and permits, such as easement dedications, encroachment permits, water and sewer connection permits, and transportation permits • Processing over-the-counter applications for miscellaneous permits and licenses #8..
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The FY24-25 Internal Audit work plan included a follow-up review of the Permitting Efficiency Study conducted by Moss Adams in 2018. The prior study evaluated opportunities for improvement in the permitting and development review processes, including entitlement and construction permits. The purpose of this assessment is to both provide an update on progress toward the issues identified in 2018 and determine any additional opportunities for improvement related to the development review process, permitting processes, and customer service and communications.
This study was completed under the consultancy standards of the American Institute of Certified Public Accountants (AICPA).
This study was conducted between February and May 2025 and consisted of four major phases as detailed in the table below.
PROJECT PHASES
Phase Description Period
1 Start-Up and
Management
Project initiation consisted of collaborative project
planning with the City and project management
tasks, including developing our scope of work and
final work plan.
February 2025
2 Fact-Finding and
Data Collection
In the second phase we conducted our fieldwork,
including documentation review, interviews, and
customer surveys.
● Document Review: We reviewed documents
including performance data, policies and
procedures, planning documents, and customer
feedback.
● Interviews: We conducted interviews with 21
members of staff and management in key
divisions connected to one or more of the
permitting processes, including Engineering, Fire,
Public Works, Parks, and Utilities. We also met
with four developers who frequently work with the
City.
● Customer Survey: We distributed a survey to
permit applicants who submitted encroachment,
building, or planning-related permit applications to
the City within the past three years asking for
feedback on their experiences with the City
including customer service, processing times, and
communication. Of the 6,597 permit applicants
that the survey was distributed to, 294 submitted
complete responses—a 4.5% response rate. Our
analysis excluded blank and non-applicable
responses. Full survey results are included in
Appendix A.
February to March
2025
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PROJECT PHASES
Phase Description Period
3 Analysis
Based on the information gained during our fieldwork
phase, we performed a gap analysis of current
conditions and identified opportunities for
improvement. Leveraging best practice information
and our own experience from working with similar
municipalities, we developed practical
recommendations. As part of this phase, we also
performed a gap analysis of CED policies and
procedures compared to best practices, analyzed
workload and staffing trends, and gathered public
information from peer jurisdictions related to staffing and permitting practices.
April to May 2025
4 Reporting Results
We communicate the results of our analysis with
observations and recommendations presented first in
a draft report that is reviewed with management to
confirm the practicality and relevance of
recommendations before finalizing the report.
June 2025
(anticipated
presentation to
Audit Committee
July 2025)
It is important to note the areas of strength and existing good practices that can be leveraged for further improvement within the City. The Moss Adams team would like to note the following commendations.
Interdepartmental Coordination: Staff reported that collaboration between departments involved in permitting has improved, which has contributed to a more streamlined plan review process. The implementation of a project manager role to oversee and guide departments through the process has helped mitigate previous delays during plan review.
Commitment to Continuous Improvement: As evidenced by the progress made on the issues that were noted in the 2018 report, the CED Department is committed to constantly improving the permitting and plan review process, both for developers and staff.
Application Time for Decisions Made: Since 2021, the Planning Division has continuously decreased the amount of time necessary from when an application is received to issue a decision. On average, decisions were made 47 days after an application was received in 2021 and the division has reduced that to an average of 12 days as of 2024.
We would like to commend the CED Department staff and management for their willingness to assist us in this assessment process. These commendations, coupled with our observations and recommendations, provide an overview of areas of strengths and opportunities to improve operations and reduce risk at the City.
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2018 PERMITTING STUDY UPDATES
Based on our review of documentation and data provided by the City, as well as information obtained through interviews, we evaluated the City’s progress in implementing the recommendations identified in the 2018 Permitting Study.
1. 2018 Observation Decentralized Plan Check and Permitting Processes 2018
Recommendation
Define and create an organized and centralized location of resources relevant to the varied permitting activities.
Status Resolved
The City implemented the eTRAKiT system, which allows users to manage information related to permits, inspections, and plan review and provides a centralized location where all documentation related to a project is uploaded. Staff report that eTRAKiT has significantly streamlined the permitting process and made plan review processes smoother across departments. The CED Department also developed eTRAKiT guidance documents and videos that are made available to customers online through the Building Safety and Planning Division webpages, making resources more accessible to permit applicants.
Planning recently began accepting applications online via eTRAKiT as well. Additionally, staff members in the Building Safety Division are responsible for overseeing the plan review process and coordinating inter-departmental work, which has significantly improved process flow.
2. 2018 Observation Reliance on Sole Source Employees Close to Retirement 2018
Recommendation
Proactively strategize ways to incorporate succession planning for key positions involved in permitting activities to ensure operational continuity and prevent the loss of institutional knowledge.
Status Resolved
All potential employee retirements identified in the 2018 study have occurred; therefore, the City is not currently reliant on their institutional knowledge. Prior to their departure, the City developed several guidance documents to capture this knowledge. For example, a process flow for the development review process is in place to provide a roadmap for project managers to ensure all steps occur during plan review. There are five CED employees eligible for retirement in the next five years, four of which are eligible in 2025 and one in 2030. However, the Department has developed several checklists for permitting and inspections, as well as documentation of key permitting processes related to eTRAKiT, rental housing, and vacant properties and administrative, Board of Building Appeals, and accounting procedures to mitigate reliance on sole contributors. #8..
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3. 2018 Observation Early Stages of Outcome Performance Measuring and Reporting 2018
Recommendation
Review and identify more meaningful performance metrics related to permitting activity and identify opportunities for sharing with City leadership and customers alike.
Status Ongoing
Performance standards for plan review were established by all reviewing divisions, including Building Safety, Planning, Fire, Landscaping, Land Development & Engineering, Storm Water, Solid Waste, and Environmental Compliance, and are reported on quarterly. Plan review timeframes are established for first reviews and resubmittals for project types including New Commercial Buildings and Sites, New Apartments and Multifamily, Commercial Remodels, New Single-Family Dwellings, and Residential Remodels. Departments also track and report other volume-based and customer service metrics, and staff noted that eTRAKiT has helped improve the ease of tracking. However, as will be noted in Performance Measures, there are opportunities to continue developing meaningful performances measures that help the City understand the level of customer service provided to applicants.
4. 2018 Observation Significant CED Department Leadership Turnover 2018
Recommendation
Support departmental stability by ensuring positions are filled timely, staff are provided sufficient training and support, and dedicate resources to developing managers through coaching and training.
Status Resolved
The 2018 study noted that there was considerable turnover within the CED Department, particularly with the Department Director and the Building Official, which was a filled with a part-time consultant.
Since that time, leadership has stabilized, with positions filled since the last Permitting Study was conducted. The Planning Manager position recently turned over; however, there is ample leadership support to fill the role quickly. Additionally, CED leadership track trainings that staff attend. Staff reported that managers provide mentoring and training to more junior staff, which contributes to longterm career development and succession planning.
5. 2018 Observation Building Permit Plan Check Slowdowns from Incomplete Applications 2018
Recommendation
CED should develop a comprehensive checklist of all the items that must be included in pre-submittal and plan check.
Status Resolved
Building Safety developed checklists for project submittals into eTRAKiT to educate permit applicants on documents needed prior to submitting. These checklists cover various projects such as New Multifamily, New Commercial, New Single Family Dwellings, Residential Remodels, and Accessory Dwelling Units (ADUs).
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6. 2018 Observation Inconsistent and Outdated Policy and Procedure Documentation 2018
Recommendation
Strengthen policies and procedures, cross-training, and workforce planning; prioritize the documentation of policies and procedures related to the various permitting processes, updating outdated policies, and documenting previously uncaptured processes, and identifying key personnel.
Status Ongoing
Policies and procedures related to administrative functions, accounting, some building safety permitting and inspections activities, the board of building appeals, the rental housing safety program, and vacant property registrations are documented and dated to support operational continuity.
Staff reported issues with completing updates to policies and procedures due to high workloads, and as a result there are outstanding additional policies and procedures related to online applications, a zoning code update, and signage that need to be updated and/or documented. This is further discussed in Policies and Procedures. We consider this finding ongoing due to the nature of policies and procedures and the continuous process of updates and revisions to remain current.
7. 2018 Observation Heavy Reliance on Manual Processes and Paper 2018
Recommendation
The selection and implementation of a new Permitting System provides an opportunity to strengthen internal data and processes.
Status Resolved
Plan reviews are now conducted electronically through the eTRAKiT system, which automates the process flow and allows users to identify each step of the process as reviews are completed, making the permitting process more seamless.
8. 2018 Observation Negative Impacts to Customer Service at Development Services Center 2018
Recommendation
Reevaluate how the Development Services Center reception counter is staffed and provide training on customer service expectations and permitting activity processes.
Status Resolved
The Development Services Center reception counter is staffed with full-time employees. Regular temporary staff who are aware of the City’s processes are also used as needed to supplement when staff resources are low. The City also provides regular trainings to Development Services Center staff. However, as will be discussed in Staffing and Workload, staff shared that the workload at the Development Services Center is high.
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9. 2018 Observation Lack Capacity for Environmental and Stormwater Related Permitting Activities
2018
Recommendation
Prioritize appropriately resourcing and staffing the positions required to safely and efficiently conduct the environmental and stormwater requirements for permitting activities.
Status Resolved
Leadership and staff reported that environmental and stormwater activities are adequately supported.
Key Performance Indicators (KPIs) for 2024 also show that these plan checks are occurring timely and are continually tracked and monitored.
10. 2018 Observation No Formal Customer Feedback Mechanism in Place 2018
Recommendation
Develop a simple yet meaningful process to solicit, collect, and analyze customer feedback on the different permitting process activities to facilitate ongoing continuous improvement efforts.
Status Resolved
Customer feedback surveys are automatically sent to customers through eTRAKiT after most building permits are issued and building inspections passed, which helps CED gather regular customer feedback. Additionally, developer round tables are conducted quarterly to mitigate potential issues during the plan review process and gather feedback to inform ongoing process improvements. #8..
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OBSERVATIONS AND RECOMMENDATIONS
Based on the input gathered from interviews, document review, staff survey, and comparisons to best practices, we prepared the following set of observations and recommendations.
1. Observation
Due to growth in permitting activities, workloads for staff involved in the permitting and building inspection processes have increased, although capacity to manage the workload is low, likely due to low staffing levels.
Recommendation
As resources allow, prioritize hiring for critical positions that will alleviate the most significant workload pressures, including Building Inspectors (particularly staff dedicated to code enforcement) and Development Services Technicians (in both Building and Planning).
Review workloads throughout outside departments involved in the plan review process after implementing process improvements recommended in Plan Review Timelines.
Review workloads at the Reception Counter after implementing system upgrades recommended in Automated Phone and Messaging Systems.
Observation
Challenges with workloads was the most common topic raised during interviews with staff from both Planning and Building Safety. Although workload (a measure of work volume per number of staff assigned to the work) has decreased in some areas since 2022, particularly areas related to commercial applicants and permits, workload has increased in the following areas (further detailed in the narrative below for each team and also included in Appendix C):
• Overall number of customers per staff in Building
• Number of ADU applications per staff
• Number of ADU permits issued per staff
• Number of building inspections completed per staff
• Number of final building inspections completed per staff • Total application volume per staff
• Number of external customer service hours spent per staff • Number of internal customer service hours spent per staff We used publicly available staffing data to compare the City’s staffing in these areas to the cities of Stockton, Manteca, Riverbank, Turlock, and Merced. Because workload data, including the number of permits issued, inspections completed, and applications received was not available, comparisons are based on the population and square mileage of each city. The table below shows that by every metric based on population and square mileage, the City’s Building, Planning, and Inspections staff cover more constituents and square miles per person than staff at peer cities do on average. Though this is #8..
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not a formal peer benchmarking analysis, this suggests that the City may be understaffed compared to peers. Full peer comparison data is included in Appendix D.
RATIO MODESTO PEER AVERAGE DIFFERENCE
Building Staff
Population per Building Staff 15,757 8,889 + 6,867
Sq Mi per Building Staff 3.08 1.82 + 1.25
Planning Staff
Population per Planning Staff 20,054 14,136 + 5,917
Sq Mi per Planning Staff 3.91 2.95 + 0.97
Inspectors
Population per Inspector 44,118 25,011 + 19,107
Sq Mi per Inspector 8.61 5.42 + 3.19
Building and Planning Staff
Population per Total Staff 8,824 5,232 + 3,592
Sq Mi per Total Staff 1.72 1.10 + 0.62
In the sections below, we focus on specific staffing needs within each Division.
Building Safety Division
Building Inspectors
The City may be understaffed to complete the number of building inspections requested, especially when staff are on vacation or taking sick leave. This is in part because inspectors are now responsible for completing code enforcement cases that in the past were handled by a Neighborhood Preservation Unit that was relocated to the Police Department. Staff reported that this increased workload could be due to new processes for follow up for building cases. Historically, there was no process for addressing these cases, which caused priorities to shift, and since establishing the process, inspectors’ workloads have increased.
ALL INSPECTIONS COMPLETED PER STAFF
Totals 2022 2023 2024
Total Building Safety Inspectors 5 5 5
Total Inspections Completed 17,672 17,418 18,831
Inspections Completed Per Building Inspector 3,534 3,484 3,766 In general, the number of building inspections completed slightly decreased from 2022 to 2023, but in 2024 inspections increased by 8% from 17,418 to 18,831. Because of this, the number of inspections #8..
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completed per inspector also increased to 3,766 in 2024. Despite the increased workload, the number of building inspector positions, including Building Inspector I, Building Inspector II, and Senior Building Inspectors allocated to the CED Department has remained the same since 2022 (See Appendix D).
Building code enforcement cases are one aspect of an inspector’s workload, but staff shared that building inspectors must often postpone other scheduled inspections to prioritize these complaint cases, typically related to building without a permit. Workloads for inspectors are already high with staff reporting between 13 to 17 inspections conducted daily, but this number increases when other staff request time off, and the number of inspections can increase to as many as 20 inspections in a day.
Staff suggested an additional position solely dedicated to addressing code enforcement cases to help mitigate day-to-day challenges with managing the workload. Building Safety relies on contract inspectors at times to supplement staff when the workload is high. With development within the City increasing, according to staff, the number of inspections needed will only continue to increase, but the lack of staffing resources has contributed to challenges in quality control on reports. According to staff, the Division historically had additional employees to review entries for typos, misspellings, and data completeness, but these corrections can be missed at current staffing levels. More staff can help complete projects faster, reduce bottlenecks, and improve service quality, leading to higher output and better use of resources, which can increase revenue or reduce costs.
Development Services Center Reception Counter
The Development Services Center, in City Hall, includes staff representing the City’s various departments, including Building, Land Development & Engineering, and Planning. The role of the Receptionist at the Development Services Center includes (but is not limited to):
• Serving as the front-line customer service
• Determining if customers need to see County or City staff • Identifying which department or division staff are the most appropriate for the customer request • Accurately handling (or appropriately escalating) customer questions According to staff, the workload at the reception counter of the Development Services Center is extremely high, and staff estimate that at least two additional personnel are needed to manage the volume of phone, email, and in-person interactions sufficiently. Between balancing phone calls, reviewing voicemails, and fielding department-specific issues, it is difficult to manage the workload.
Specifically, reception staff note that most calls are related to the Building Safety Division and require extended amounts of time to address. For example, scheduling inspections and fielding questions related to eTRAKiT user support can take several minutes to fully complete. Additionally, reception staff are required to review voicemails and manually record the messages, sometimes 30 to 40 messages on a given day, which is difficult to balance with incoming phone calls and in-person requests. In the past there was a system in place that automatically transcribed emails and allowed staff to attach the messages to cases in the permitting system. However, that system was discontinued, and staff must now listen and annotate each voicemail to receive the message.
Development Services Center
Workload for Development Services Technicians is very high, in part because these positions provide backup to the front counter as needed. Staff reported low administrative staffing levels and high #8..
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turnover, causing staff to assume both administrative and technician-related tasks. Some accountingrelated tasks, such as opening and closing the cash drawer, are completed at the Development Services counter and only staff who work the counter know how to complete these procedures.
Therefore, it is difficult for staff to take time off because other staff are not trained to complete these duties.
An Administrative Service Technician role to supplement the two existing Development Services Technicians could be a helpful addition by offering flexible assistance, especially related to accounting procedures, according to staff. A minimum of three technicians would allow better worklife balance and assist the City with providing quicker, more personalized support, improving customer retention and attracting new customers.
The City appears to allocate a similar number of positions for technicians as other peer cities. In general, the number of customers served by the City’s Building Safety Division has increased significantly within the last three years, with one FTE added. Based on the total number of staff positions allocated to the department for the last three years, the number of customers per staff has more than doubled since 2022, while staffing has remained approximately the same.
CUSTOMER COUNT PER STAFF
Totals 2022 2023 2024
Total Building Safety Staff 13 13.5 14
Total Customer Count 1,587 2,932 4,100
Customer Count Per Staff 122 217 293
Recently staff have started splitting time at the Development Services counter, with one person on the counter in the morning and switching off in the afternoon, but only when there are no additional demands on time including internal meetings or staff leaving early. Additionally, staff noted that there are constant pulls to and from the counter to assist with clerical, administrative, and permitting tasks.
These constant pulls make upholding CED’s commitment to customer service challenging because technicians lack the time to complete more thorough research into inquiries and also lack the time to invest in ongoing career development through trainings, which could assist with completing plan checks and answering code-related questions that technicians must typically interrupt other staff to get resolved. In some cases, technicians are unable to complete requests on the spot and must follow up via email with customers at a later time.
Planning Division
Staffing in the Planning Division may have some gaps, most notably at the front counter. According to staff, there is not enough coverage to sufficiently support the front counter and other Planning staff are often pulled to assist counter staff, which impacts their ability to manage workloads.
Many customers visit the Development Services Center for plan check questions and counter staff often call other Planning staff to the counter to answer technical questions that technicians are not able to address. Because of this, plan check deadlines are sometimes missed. In general, staff noted that the workload is manageable but is stretched past capacity when requests for assistance from the counter are made. As indicated in Appendix D, Planning was allocated one technician for fiscal year #8..
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2025, which aligns with staffing levels the City of Turlock but appears to be on the lower side of staffing levels compared to the other peer cities, especially when some workload indicators appear to be increasing for Planners noted below.
BUILDING PLAN CHECK REFERRED TO PLANNING PER STAFF
Totals 2022 2023 2024
Total Planners* 5 6 6
Total Building Plan Checks Referred to Planning 56 490 716 Building Plan Checks Referred to Planning Per
Planner 11 82 119
*Position numbers include all Planner-related titles including Assistant/Associate/Senior/Principal Planner.
In the past three years, building plan checks referred to Planning have continuously increased.
Between 2022 to 2024, the number of plan checks referred to Planning per Planner increased by 981%, highlighting the substantial increase in demand in the last few years. Although an additional Planner was allocated to Planning in 2023, plan checks have continued to increase but staffing levels remain the same.
Workload Challenges
Additionally, Planning is receiving an influx of different activities and there are bandwidth challenges to ensure the division continues to meet community expectations, according to staff. The number of complex applications has increased in the past few years, including large projects that have several entitlements that the division was not experiencing a few years ago. Adequate staffing enables scaling operations to meet demand without sacrificing quality, supporting sustainable growth.
Planning staff also reported there is little bandwidth for operational activities including completing updates to the zoning code and continuing to document policies and procedures. Staff noted that the zoning code needs a comprehensive overhaul because it is outdated. Sections of the code are edited at times, such as those related to liquor licensing, but this leads to less cohesion in the code over time. Since implementing eTRAKiT, many processes are outdated or obsolete, but staff do not have capacity to update procedures accordingly. Beginning this year, Planning began accepting applications online and the procedures for conducting these processes are not fully documented because staff lack the capacity to develop videos and other online procedures.
Other Departments
Staff capacity for plan review in Public Works – Traffic Engineering, Solid Waste, and Fire is currently limited due to understaffing and vacancies. According to staff, the lack of staff capacity contributes to potential delays on projects during plan review, staff having to work overtime to meet deadlines, or bringing in outside consultants or retired annuitants to complete plan reviews.
Public Works – Traffic Engineering: Engineers in Public Works assist with development review throughout construction in several areas including (but not limited to):
• Traffic signals
• Pedestrian beacons
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• Traffic signal control
• Warning signs along roadways
• Street lighting
Traffic Engineers reported significant challenges with turnaround time for completing development reviews due to high demand, which often causes reviews to be completed late, typically several days past due. Current vacancies in the division contribute to a lack of support during plan review and require staff to fill multiple roles. This can cause delays on projects, especially those that require traffic control plans because work cannot be completed without engineer approval.
Solid Waste: Solid Waste staff review permit applications for requirements related to trash enclosures. According to staff, an additional person to assist with plan checks would help manage the workload. Staff reported meeting deadlines but often working extra hours to accomplish this due to a current vacancy within the division.
Fire: Fire plan review is conducted for engineered systems, such as fire alarms and fire sprinkler systems. Staff reported continued use of retired annuitants, which was also identified during the previous 2018 Permitting Study, although the department was approved for a plan reviewer position this year and the department utilizes contractors for deferred submittals. Relying on retired annuitants is not ideal because the workload can vary at times from little to nothing, followed by bursts of activity with unexpected due dates. Since these positions are part-time, have a limited number of hours and the workload is high, managing the time commitment and prioritizing plans can be challenging and some work can fall back on Fire staff.
Recommendation
Based on the workload trend analysis (see Appendix C), the City should prioritize hiring for critical positions that will alleviate the most significant workload pressures as resources allow. These positions could include additional Building Inspectors, Planners, administrative support staff, or dedicated code enforcement personnel in the Building Safety and Planning Divisions. Adequate staffing will enhance the City’s ability to meet development review and permitting timelines, improving overall service delivery to customers. Specifically, the City should consider hiring additional personnel in the following areas, as resources allow:
Building Inspectors
• Consider adding two additional Building Inspectors until the City is able to complete the number of building inspections requested in the timeframe promised on a regular basis. • Consider adding an additional position dedicated to addressing code enforcement cases.
Development Services Center Reception Counter
• The City should also consider employing an automated voicemail system that automatically transcribes voicemails to reduce staff time spent listening to voicemail messages. • Much of the workload at the reception counter is due to general customer service inquiries, often related to inspections. The City should review workloads at the reception counter after implementing the system upgrades recommended in Automated Phone and Messaging Systems.
If workloads are still high, consider adding an additional front-line customer service role. #8..
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Planners
• Consider adding an additional Planner due to the significant workload increase and the complexity of applications and to assist Development Services Technicians with responding to technical questions.
Development Services Center
• Building: Consider adding an additional Development Services Technician to balance workloads and provide backup for key functions.
• Planning: Consider adding an additional Development Services Technician to balance workloads and provide backup for key functions.
Other Departments
• Take the steps recommended in Plan Review Timelines to manage expectations and realize expedited plan review processes.
• If challenges persist, work with departmental staff to determine additional staffing needs to ensure the plan review process stays within the defined timelines.
2. Observation
The City’s current fee structure may not adequately cover the cost of all phases of development review and permitting activities, which could result in the subsidization of these activities.
Recommendation The City should prioritize conducting a fee study and establish clear cost recovery goals for development and permitting activities.
Observation
Development review and permitting fees are intended to help cover the costs associated with providing plan checks, inspections, and permitting administration, including both direct and indirect costs. Article 7 section 9-1.701 of Modesto’s city code requires that the building official determines the value of permit and plan check fees based on the value of all construction work, including furnished work, other permanent work, and equipment. Fees are then approved and adopted by the City Council in the form of a resolution.
However, the current fees may not cover the cost of all permitting and plan review activities across the City. The City currently charges a flat fee at the start of the process for permit applications. Staff throughout the City, and particularly in Planning and Fire, shared the concern that this flat fee does not sufficiently cover the cost of staff time spent in multiple rounds of plan review. For example, Fire fees are assigned a value at the beginning of the plan review process, which may be based on square footage and there are also fees for inspections. However, in some cases, there are multiple cycles of review. Fees may be charged for incomplete or altered plans but only if the building permit has already been issued and the applicant wants to change it. New fees are not assigned for these additional reviews or charged for resubmittals. As a result, the City may not be receiving adequate funds to cover the full costs of labor, including what is charged to third-party reviewers. In addition, none of the currently charged fees are used to cover the cost of Solid Waste’s involvement in plan review, which is the only department without a fee associated with that service. Therefore, the City may be subsidizing permitting and plan review activities for permit applicants. #8..
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It is important that the City is deliberate when choosing how to balance the need for cost recovery (and ensuring that permitting activities are sufficiently funded and staffed) against the need to keep costs reasonable for customers. However, charging low rates can lead to insufficient funding and staffing of permitting activities, which ultimately has a negative impact on customer service.
The City last conducted a fee study in 2018 and since then, according to staff, costs associated with the development review and permitting process have increased. The City is preparing to conduct another fee study in the next year and a half. Cities typically conduct fees studies every three to five years to reflect changing costs and circumstances.
Recommendation
The City should prioritize conducting a fee study to assess the direct and indirect costs associated with permitting. Ideally, the City would establish clear cost recovery goals for both development and permitting activities. If the cost recovery goal is not 100%, the City should ensure that adequate funding is provided to the impacted departments or divisions to back-fill the difference. In this way, the City can ensure that the fee structure fully supports the needs of both the departments and the customers. Appropriate fees with adequate cost recovery will also enable the City to cover the cost of additional staffing as discussed in the Staffing and Workload section.
Additionally, to provide ongoing funding for development and permitting services, many community development organizations attempt to balance fee revenues with the costs associated with these activities. A separate fund accounting method could be used to keep revenues and expenditures segregated from the City’s General Fund.
3. Observation The CED Department has established performance measures related to permitting activities, although these metrics are largely volume-based.
Recommendation
To enhance customer service delivery, the CED Department should develop additional performance measures related to customer experience and timeliness.
Observation
Like many cities, Modesto’s permitting process is a combined effort of several major departments and divisions. Key performance metrics for plan reviews for all reviewing divisions have been established since the 2018 Permitting Study that apply to:
• Building Safety
• Fire
• Planning
• Landscaping
• Land Development & Engineering
• Storm Water
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• Solid Waste
• Environmental Compliance
Established metrics include targets for the duration of time to complete first checks during plan review and the duration of time to complete resubmittals for five project types, as shown below.
PROJECT TYPE FIRST REVIEW RESUBMITTALS
New Commercial Buildings and Sites 30 Calendar Days 15 Calendar Days New Apartments and Multifamily 30 Calendar Days 15 Calendar Days Commercial Remodels 21 Calendar Days 14 Calendar Days
New Single Family Dwellings 21 Calendar Days 7 Calendar Days Residential Remodels 14 Calendar Days 7 Calendar Days
Additionally, some divisions established additional performance measures that help measure workload. Other volume-based metrics tracked by Building Safety include:
• Number of Applications (Residential Units, New Commercial, Commercial Additions and Improvements, and Accessory Dwelling Units [ADUs])
• Number of Permits Issued (Residential Units, New Commercial, Commercial Additions and Improvements, and ADUs)
• Number of Permits Express
• Valuation of Permits Issued
• Permit Plan Review Time
• Number of Inspections Completed
• Number of Final Inspections Completed
The Planning Division also tracks other volume-based metrics related to the number of applications, the time from receiving an application to decision, the time spent on development applications, and how many building plan checks are referred to Planning.
Additionally, customer surveys are automatically sent through the eTRAKiT system when most building inspections are completed and building permits are issued. Surveys are structured around overall customer experience and allow customers to provide additional feedback to Buildings on suggestions for improvement. It is unclear, however, how these surveys are used to measure overall customer satisfaction and whether CED has an established target for overall satisfaction.
While these metrics are important for assessing workload indicators, CED could strengthen performance measurement by implementing other customer experience and timeliness metrics.
Understanding which activities lead to successful outcomes allows for more strategic allocation of resources, ensuring that efforts are directed toward the most effective initiatives. Outcome-based performance measures are essential for permitting and development activities as they promote accountability, improve service delivery, inform decision-making, and foster a culture of continuous improvement and innovation.
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Recommendation
By measuring customer experiences and timeliness, the CED Department can make targeted improvements that enhance service delivery. These metrics could include:
PERFORMANCE MEASURE DEFINITION
Customer Service
Customer Satisfaction Score ● Gauge customer satisfaction through surveys focused on ease of use, transparency, and overall experience by establishing a percentage goal for overall satisfaction
Permit Application
Submission Time
● Track customers' average time to submit a complete permit application using eTRAKiT
● Track the percentage of incomplete applications and the percentage of applications requiring second and third rounds of reviews
Approval Time for Permits ● Measure the average time from permit application submission to approval
● Track the percentage of approved permits within timelines consistent with established goals
Timeliness
Customer Support Response
Time
● Establish a goal for the average response time to customer inquiries
● Measure the average response time of customer support for inquiries related to the permitting process
Issue Resolution Time ● Establish a goal for the average issue resolution time to customer inquiries
● Measure the average time to resolve issues
4. Observation
Plan review timelines may be difficult for some departments to meet due to limited staff capacity, variation in project complexity, and a lack of consistent procedures across departments for timely review of plans.
Recommendation
To help manage the plan review timelines across departments and address the limited staff capacity, the City should:
Consider implementing differentiated timelines based on project complexity and type
Implement a standardized procedure for staff to perform an initial completeness check upon receiving an application and before initial review is started
Staff reported that the two-week turnaround for plan reviews is difficult to meet for some departments, particularly teams where there are a limited number of staff available to complete this work. If a plan review is submitted to a department when key staff are out of the office, it can create tight turnarounds and lead to late submissions. Additionally, some plan reviews are much more time intensive than others. Some staff shared the hope that a collaborative effort be made to establish #8..
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more achievable expectations for different types of reviews. Currently, all reviewing departments adhere to plan review timelines for five common project types (see Performance Measures).
Established plan review timelines do not account for the increase in complex projects Planning has experienced in the last few years. Staff stated that many customers are submitting applications for larger, more complex projects including subdivisions and projects with numerous entitlements.
Pinpointing exact timelines is difficult since Planning projects vary and can be anything from a staff level approval to a project that requires annexation. Staff stressed the need for different timelines for different entitlement paths. However, applicants appear to be satisfied with the plan review process, with 45% of survey respondents rating the ease of submitting plans for review as very easy and the turnaround time for initial plan review as very timely.
Plan Review: How would you rate the ease of submitting plans for review? Plan Review: How would you rate the turnaround time for initial plan review? Departments and individual staff members currently take somewhat different approaches to plan review, where some staff are in the practice of checking to ensure an application is complete immediately upon receiving it and others may not have time to open the application until late in the review period. If it is discovered that an application is incomplete in the final days of the review period, that extends the review timeline. However, if that issue is identified early, the application can be immediately returned to the applicant for proper completion. Planning provides estimated timelines to customers that are based on best case scenarios. When these timelines are not feasible, it can create confusion and frustration for applicants.
Additionally, some staff shared that they do not receive reminders from eTRAKiT beyond the initial notification that a plan is ready for review, and that additional reminders directly from the system throughout the two-week review period would be helpful to proactively keep the review process on track. However, eTRAKiT functionality lacks the ability to send additional reminders automatically.
Staff reported working with the eTRAKiT consultant to implement this change; however, it requires 45% 29% 14% 5% 7%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult 45% 19% 20% 9% 8%
Very timely Somewhat timely As expected (neither expeditious nor delayed) Somewhat delayed Very delayed #8..
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more work on the user’s end to implement automatic reminders, defeating the purpose of streamlining the process.
Recommendation
The City should consider implementing differentiated plan review timelines based on project complexity and type. For example, longer review periods for more complex projects and shorter timelines for simpler applications. Additionally, establishing realistic and achievable review timelines for different types of projects should consider staffing levels, workload, and historical data on review times.
The CED Department should consider implementing a standardized procedure to perform an initial completeness check upon receiving an application, potentially through the use of AI. This should include a checklist of required documents and information to ensure that applications are complete before the formal review period begins. Standardizing the initial review process and establishing clear expectations will lead to more consistent practices across departments, minimizing confusion and delays, and improve communication with applicants by setting realistic expectations. This could enhance customer satisfaction and trust in the permitting process overall.
5. Observation
Comments made by reviewing departments during plan review may not be easily identified, which can cause delays in the review process for both applicants and City staff.
Recommendation
To enhance the clarity of comments, CED should incorporate utilization of the markup summary feature in eTRAKiT as a standard procedure during the plan review process and ensure that all plan reviewing departments consistently use the feature.
Observation
The City returns plan reviews to customers with comments added in Bluebeam, a construction software that supports PDF markup. Both City staff and interviewed developers suggested that it would be helpful if the City began to provide a separate document that listed all the City’s feedback in one place, noted the location of the necessary update in the related documentation, and referenced the related City code. This would significantly speed up customers’ ability to make changes. It would also streamline additional rounds of review when updated applications are returned to the City because departments would be able to quickly see which updates they need to review and where they are located.
Some staff reported eTRAKiT’s capability to provide a markup summary that shows the customer where all the comments are and reported using this feature on projects, although this may not be consistently used across the Department. The summary allows the user to see where the comments are and what section of code they apply to.
Recommendation
Encouraging the utilization of eTRAKiT’s markup summary feature among all plan reviewing departments could improve staff and customer experience and prevent further delays during the plan #8..
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review process. To enhance the clarity of comments, CED should incorporate use of this feature as a standard procedure during the plan review process and ensure that all plan reviewing departments consistently use the markup summary feature to document:
• Comment Description: A clear description of each comment or required change. • Document Location: A reference to the specific page or section of the submitted documents where the comment is located and the change needed.
• Related City Code: A citation of the relevant City code or regulation that the comment pertains to.
The markup summary feature in eTRAKiT should be highlighted during training sessions, emphasizing its benefits in providing a comprehensive overview of comments.
6. Observation
Although eTRAKiT has significantly streamlined and modernized the permitting and plan review process, there are some challenges related to the system’s governance and capabilities that are causing issues for staff.
Recommendation
To improve the customer experience, limit staff confusion, and reduce plan review time, the CED Department should implement a nested question feature to guide applicants to the correct application forms for their project.
To streamline the document review process for staff and applicants, CED should develop and enforce standardized naming conventions for all documents uploaded to the eTRAKiT system.
Consider offering expanded eTRAKiT trainings to staff and customers.
Observation
The eTRAKiT system has allowed the CED Department to streamline the permitting process and transition away from manual processes. Many staff emphasized that eTRAKiT is a significant improvement over the previous permitting system, Tidemark, and shared that the automated features of the system and the ability to measure performance more easily have helped the City improve the overall experience for permit applicants. Interviewed developers and surveyed permit applicants largely agreed with this sentiment.
How would you rate the following elements of the City’s permitting process, based on your overall experience with these services?
Navigating eTRAKiT
33% 30% 22% 10% 6%
Excellent Good Average Poor Terrible
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In general, 53% of survey respondents rated the overall experience navigating eTRAKiT as either excellent or good, indicating that the system is working well for some external stakeholders. However, others noted that there are some difficulties in navigating the eTRAKiT system, stating that it may not be user-friendly and could benefit from improvements. As the City adjusts to using eTRAKiT, some issues related to the system’s functionality and customizability to support the City’s permitting process have surfaced.
Application Selection
eTRAKiT may not support or is not currently set up to display nested questions, where a customer selects the type of project they are working on and is directed to the appropriate list of permit application questions. Instead, customers are shown a full list of the types of permits that are available through the City. As many customers do not know what type of permit they are looking for, staff shared that customers often choose the wrong permit type. This requires staff time to confirm the correct type of application with the customer and update the application in the system. In addition, projects cannot be easily changed or deleted, which results in an accumulation of expired projects in the system.
Naming Conventions
Interviewed staff shared that there are no naming conventions in place to guide applicants on how to label uploaded files. As a result, it is sometimes unclear which documents to review, and staff must open every document to ensure they have not missed anything related to their department.
Interviewed developers noted that it is common in other jurisdictions to have required naming conventions for documents uploaded to permitting systems.
Naming convention procedures appear to already exist for certain commonly received documents, including Cycle 1 & 2 Plans, Summary Markup, and ADA Declaration Worksheets. CED staff noted that developing additional naming conventions for documents during plan review are tweaks to the system that could be easily applied to help improve the customer experience. Other department staff noted that documents that are labeled for the cycle (i.e., CY1) and the name of the plan could be helpful during review, especially because some plans can be significantly long, and this naming convention could help them locate the appropriate documents quicker.
Technical Support
Staff spend a significant amount of time assisting customers with eTRAKiT navigation. Although there is a consultant who can manage significant issues, customer phone calls about eTRAKiT questions usually fall to staff primarily in Planning and the Development Services Center. During implementation of the system, staff stated that each department or division identified a subject matter expert (SME), who became the designated eTRAKiT implementer for their department, referred to as eTRAKiT administrators. However, some departments still struggle with navigating eTRAKiT.
Staff from outside of the CED Department stated that there is a lack of internal eTRAKiT support when issues arise. For example, one department does not receive eTRAKiT’s automated emails that notify staff when plans are ready for review and has not been able to receive technical support to address this issue. Many staff noted that additional internal capacity, such as a dedicated eTRAKiT expert, could help to alleviate the customer service workload, manage applications in the system, and provide additional project support as needed.
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Recommendation
To improve the customer experience, limit staff confusion, and reduce plan review time, the CED Department should work with the eTRAKiT vendor or the IT Department to implement a nested question feature that tailors the application process based on the type of project selected by the customer. This will help guide customers to the appropriate permit application questions, reducing the likelihood of selecting the wrong permit type. It will also minimize the time staff spend confirming the correct application type with customers, leading to a more efficient process.
CED should also develop and enforce standardized naming conventions for all documents uploaded to the eTRAKiT system. This should include clear guidelines for staff and applicants on how to label their files based on document type and purpose. Establishing naming conventions will streamline the document review process for staff, making it easier to identify and locate necessary documents without having to open each file, which will enhance efficiency and improve the overall customer experience.
Although most survey respondents reported an excellent or good experience navigating eTRAKiT, there may be some difficulty for staff and customers when troubleshooting the application, since there can be little capacity for dedicated support to address issues with the system. Implementing regular training sessions for staff on eTRAKiT features and best practices for assisting customers could diminish user error and help to identify where functionality issues could be improved. The CED Department should consider offering training resources or workshops for customers and staff to help them navigate the system effectively. Training will empower staff to provide better support to customers and reduce the volume of inquiries. Educating customers on how to use the system will also decrease confusion and improve the overall user experience.
7. Observation Although eTRAKiT has helped streamline the plan review process, there is some customer confusion around scheduling inspections.
Recommendation
To limit confusion during inspections scheduling, CED should implement time-of-day indicators in eTRAKiT and define these timeframes for customers.
To promote more efficient customer assistance, the CED Department should develop a quick reference guide for staff on common scheduling issues and how to resolve them.
Consider reinstating an IVR system for inspection scheduling.
Consider implementing a text message service to send automated inspection reminders to customers.
Observation
Similar to other cities such as Stockton and Manteca, Modesto building inspections are currently completed the next day for customers that schedule before 3:00 PM the prior day. Staff reported that the timeframe for the inspection is displayed as TBD in eTRAKiT, whereas other cities indicate AM or PM to provide an estimate of the time of day a customer can expect an inspection to be completed.
The cities of Manteca and Merced display AM and PM windows on the online platforms used for inspections scheduling, and Manteca also defines AM and PM timeframes on its website. Inspections #8..
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scheduled in the AM are typically conducted between 8AM and 12PM and those in the PM are conducted between 1PM and 4PM.
After customers submit an inspection request in the eTRAKiT system, the City directs customers by email to call Development Services Center reception to obtain information on the inspection time.
Staff who work at the Development Services Center reception counter shared that most phone calls they receive are related to inspections, including customers calling to schedule inspections who do not want to schedule them online, checking what time inspections will occur, or asking who the assigned inspector will be. Counter staff will then spend a significant amount of time addressing these questions or working to schedule inspections. The City’s Senior Building Inspector also triages a significant number of inspection-related calls.
Prior to eTRAKiT, staff shared there was an automated phone system in place with interactive voice response (IVR) functionality that customers could use to schedule inspections, which was significantly easier than the current approach. The City of Merced still utilizes an IVR system as well; however, all peer cities offer direct phone calls as options for scheduling inspections. Additionally, some survey respondents noted difficulties in coordinating inspections and communications between different departments, leading to delays and confusion. CED staff shared that prior to implementing eTRAKiT and discontinuing the inspections scheduling automated call system, they rarely received inspectionrelated calls from customers.
Staff suggested implementing a text message service that allowed the Department to notify customers of the date and time of an inspection and the contact information for their inspector. This would assist Building Safety with delivering better customer service and ease the workload at the Development Services Center reception.
Recommendation
To ease some customer confusion while scheduling building inspections, CED should indicate in eTRAKiT the time of day (AM or PM) an inspection is anticipated to be performed. The timeframes for each time-of-day indicator should also be defined for customers to increase transparency.
Additionally, developing a quick reference guide for staff that outlines common issues customers face when scheduling inspections and how to resolve them can promote more efficient assistance.
To reduce workloads related to customer calls, the City should also consider reinstating an IVR system for inspection scheduling and implementing a text message service to send automated inspection reminders to customers.
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8. Observation
The Building and Planning Divisions have documented many procedures related to the permitting and development review processes, but additional improvements to policies and procedures could further enhance transparency and improve service delivery.
Recommendation
The CED Department has made significant strides in policy and procedure documentation since the previous 2018 Permitting Study. To further enhance policy and procedure documentation, the Department should update policies and procedures based on priority level as identified in the gap analysis.
Observation
Well-developed and properly maintained policies and procedures can increase collaboration, reduce staff tension, and ultimately improve the consistency of customer service. Policies and procedures help employees understand expectations and perform processes consistently across locations and time. Additionally, policies and procedures support operational continuity when employees leave the City. Without well-documented, current, and accessible policies and procedures, employees may inadvertently complete tasks incorrectly and in a way that violates the City’s expectations for service or cost-effectiveness. Well-developed policies and procedures reduce the City’s operating risk and increase employee accountability.
Through both interviews and our review of the available documents, it appears that some policies and procedures may need updates, and documenting other processes that do not have associated policies and procedures could further assist with guiding permitting activities. Staff reported the need to update and/or document policies related to online applications, a zoning code update, and signage.
Since the 2018 study, CED has made significant progress in developing and maintaining policies and procedures pertaining to areas such as permit application submission, plan review procedures, inspection scheduling and protocols, conditions of approval, and internal accounting. In alignment with best practices, many of the documents we reviewed included a purpose, updated revision dates, and noted responsible parties in the procedure.
However, in addition to the policies mentioned above, best practices for policies and procedures related to permitting note the importance of also documenting other additional aspects of the permitting process, including but not limited to:
• Pre-application meetings
• Interdepartmental coordination
• Inspection reporting
• Permit approval process
• Permit expiration and renewal
• Staff training programs
• Communication protocols
• Review and update of policies
Some gaps exist in these areas for the CED Department. Although some of these are activities are conducted in practice, the policies and procedures to help guide implementation are not fully #8..
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documented. We identified areas that CED should consider updating in the Department’s policies and procedures (See Appendix B for a comprehensive table of recommended updates).
Recommendation
CED should update policies and procedures related to online applications and signage and conduct a zoning code update. Additional policies and procedures identified in best practices should also be updated and should be based on indicated priority levels in the gap analysis (see Appendix B). By prioritizing high-impact areas, the City can improve efficiency, reduce delays, and enhance overall service delivery in the permitting process. Once these foundational elements are solidified, attention can shift to medium and low-priority areas to ensure a comprehensive and effective permitting system. Areas of high priority include policies and procedures for:
• Permit Application Process: Clear guidelines for application submission, eligibility criteria, and pre-application meetings are essential for ensuring that applicants understand the requirements and can submit complete applications. Improving this area can significantly reduce delays and confusion in the permitting process.
• Review Process: The efficiency and effectiveness of the review process directly impact the speed in which permits are issued. Establishing clear procedures for plan reviews, interdepartmental coordination, and public notification is crucial for maintaining timelines and ensuring that all necessary evaluations are conducted.
• Inspections Procedures: Inspections are a critical component of the permitting process that ensures compliance with safety and building codes. Well-defined scheduling, protocols, and reporting procedures are essential to avoid delays and ensure that inspections are thorough and consistent.
Once policies and procedures are updated, they should be available in a centralized location, such as an intranet, for employees to easily access and reference.
It is important to note that although policies and procedures are critical for consistency and effectiveness, they must be formalized, training must be provided, and personnel must be held accountable for adhering to them. As policies and procedures evolve over time, training should be revised and redelivered to ensure consistency across the Department. Departments should also receive communication on any policy or procedure change that impacts their workflow. #8..
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APPENDIX A: SURVEY RESULTS
A customer service survey was distributed to 6,597 permit applicants within the past three years on April 9, 2025. The survey was open for one week and garnered 457 total responses with 294 overall complete responses, an overall 15% response rate, and 4.5% fully completed response rate.
We analyzed complete responses and excluded responses left blank, or non-applicable. Survey results are also used throughout the report.
Please select which of the following best represents your role:
In your most recent permitting experience with the City of Modesto, what kind of permit did you apply for?
51% 1%
1%
30% 2% 14%
Property Owner Property Owner & Contractor Property Owner & Other Contractor Contractor & Other Other 13% 45% 27% 3% 9%
Commercial Building Tenant Other Residential Remodel
New Commercial/Multifamily Building Residential Remodel, Other #8..
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On average, how often have you interacted with the City of Modesto related to permitting (applying for permits, plan reviews, inspections, etc.) in the past year? 9% 17% 8% 23% 43%
Weekly Monthly Quarterly Once or twice a year Once or twice in the past three years #8..
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Permitting Ratings – Overall Experience: How would you rate the following elements of the City’s permitting process, based on your overall experience with these services?
48%
42%
38%
32%
43%
43%
59%
52%
41%
33%
29%
32%
29%
29%
30%
31%
25%
27%
31%
30%
13%
16%
21%
24%
14%
14%
11%
13%
14%
22%
5%
6%
8%
9%
7%
6%
3%
6%
6%
10%
5%
4%
4%
6%
5%
6%
2%
3%
7%
6%
Overall permitting activity processing/turnaround time.
Clarity of roles and responsibilities during the process Frequency of communication from the City
Availability of relevant information on the website.
Staff response time
Consistency in inspection feedback.
Professionalism and courtesy of administrative and counter staff.
Staff knowledge and helpfulness in handling your permit application and questions.
Consistency in plan check comments.
Navigating eTRAKiT.
Excellent Good Average Poor Terrible
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Permitting Ratings – Review Groups: During the permitting process, many City departments are often involved in plan review and inspections. How would you rate your experience with each of the following review groups? 39%
45%
42%
40%
38%
42%
38%
38%
34%
31%
32%
34%
30%
30%
14%
15%
18%
19%
16%
17%
23%
5%
2%
4%
3%
8%
6%
4%
4%
4%
4%
6%
5%
5%
5%
Planning
Building
Engineering
Fire
Public Works
Utilities
Parks
Excellent Good Average Poor Terrible
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Permitting Ratings – Customer Service: How would you rate the City’s customer service pertaining to each permitting activity below? 44%
42%
40%
39%
38%
39%
36%
32%
37%
35%
34%
35%
35%
32%
35%
33%
28%
31%
36%
36%
14%
14%
16%
20%
16%
16%
21%
17%
16%
15%
4%
4%
4%
5%
5%
7%
4%
10%
4%
5%
4%
5%
5%
4%
6%
6%
11%
9%
7%
9%
Building Code
Building Plan Review
Conditional Use Permit
Fire Sprinkler Plan Review
Grease Interceptor
Master Plan Review
Rezone
Stormwater Review
Variance
Zoning/Planning
Excellent Good Average Poor Terrible
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Permitting Ratings – Processing Time: How would you rate the City’s overall processing time for each permitting activity below? 41%
41%
41%
36%
37%
38%
40%
35%
40%
33%
31%
31%
28%
32%
26%
28%
21%
29%
22%
30%
20%
17%
19%
20%
21%
18%
22%
16%
24%
20%
3%
5%
4%
5%
5%
8%
6%
13%
4%
7%
5%
5%
8%
7%
11%
9%
10%
6%
10%
10%
Building Code
Building Plan Review
Conditional Use Permit
Fire Sprinkler Plan Review
Grease Inceptor
Master Plan Review
Rezone
Stormwater Review
Variance
Zoning/Planning
Excellent Good Average Poor Terrible
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Comparison to Other Cities: In your experience, how does Modesto’s permitting process compare to other cities?
Plan Review: How would you rate the ease of submitting plans for review? Plan Review: How would you rate the turnaround time for initial plan review? 58% 32% 10%
Better About the same Worse
45% 29% 14% 5% 7%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult 45% 19% 20% 9% 8%
Very timely Somewhat timely As expected (neither expeditious nor delayed) Somewhat delayed Very delayed #8..
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Plan Review: How would you rate the turnaround time for subsequent plan correction submissions? Plan Review: How would you rate the responsiveness of plan reviewers? Plan Review: If an inspection correction notice was issued for your project, were the correction comments clear and concise?
39% 26% 19% 10% 7%
Very timely Somewhat timely As expected (neither expeditious nor delayed) Somewhat delayed Very delayed 47% 29% 14% 4% 6%
Very responsive Usually responsive Sometimes responsive Hardly responsive Not responsive 39% 19% 2% 8% 33%
Always Sometimes Never I'm not sure I have never been issued a correction notice for plan review #8..
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Inspections: Are inspections generally performed in the time that you would expect? Inspections: Are Building inspections performed promptly as scheduled? Inspections: Are Fire inspections performed promptly as scheduled? 62% 15% 2% 20%
Always Sometimes Never I'm not sure
78% 19% 3%
Always Sometimes Never
71% 26% 3%
Always Sometimes Never
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Inspections: Are Landscaping inspections performed promptly as scheduled? Inspections: Are Utilities inspections performed promptly as scheduled? Inspections: Are Engineering inspections performed promptly as scheduled? 71% 25% 4%
Always Sometimes Never
76% 21% 3%
Always Sometimes Never
68% 28% 4%
Always Sometimes Never
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Inspections: How would you rate the availability of building inspectors when you need to get information from them?
Inspections – Ease of Scheduling: How would you rate the ease of scheduling a Building inspection?
Inspections – Ease of Scheduling: How would you rate the ease of scheduling a Fire inspection? Inspections – Ease of Scheduling: How would you rate the ease of scheduling a Landscaping inspection?
44% 33% 11% 9% 3%
Very available Usually available Sometimes available Hardly available Never available 61% 25% 9% 2%
3%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult 45% 22% 24% 5%
4%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult #8..
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Inspections – Ease of Scheduling: How would you rate the ease of scheduling a Utilities inspection?
Inspections – Ease of Scheduling: How would you rate the ease of scheduling an Engineering inspection?
Inspections: If an inspection correction notice was issued for your project, were the correction comments clear and concise?
55% 14% 18% 6%
6%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult 52% 24% 12% 4%
7%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult 48% 23% 19% 4%
5%
Very easy Somewhat easy Neither easy nor difficult Somewhat difficult Very difficult #8..
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86% 14%
Yes No
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APPENDIX B: POLICY AND PROCEDURE GAP ANALYSIS
The table below compares the CED Department’s policies and procedures to general best practices for policies and procedures related to permitting processes.
CATEGORY BEST PRACTICE
POLICY AREA BEST PRACTICE DETAIL MODESTO CURRENT CONDITION RECOMMENDATION PRIORITY LEVEL PRIORITY DETAIL Permit Application
Process
Application Submission Detailed instructions on how to submit a permit application, including required
forms, documentation, and fees.
CED has external plan submittal
documentation and procedures for
various project types in eTRAKiT. Some
include required forms, documentation,
and estimated fees (ADU).
Consider reviewing and updating P&Ps with
revision dates past one year to ensure
procedures are current. If no revisions are
needed, add a "last updated" date instead.
Consider updating submittal documentation to
include eTRAKiT instructions for each permit
type. Not all submittal documentation includes
these instructions (Res Electrical, New
Multifamily, New Commercial, etc.)
High This is the starting point for all permitting
activities. Clear guidelines for
application submission, eligibility criteria,
and pre-application meetings are
essential for ensuring that applicants
understand the requirements and can
submit complete applications. Improving
this area can reduce delays and
confusion in the permitting process.
Pre-Application Meetings Guidelines for optional pre-application meetings to discuss project scope and
requirements with applicants.
CED conducts roundtables with
developers, but these procedures aren’t
documented.
Develop a policy for optional pre-application
meetings including methods for documenting
discussion points and retention of meeting
notes.
Eligibility Criteria Clear criteria outlining what types of projects require permits and what may
be exempt.
CED does not have a written policy that
outlines criteria for what types of
projects require permits and what may
be exempt.
Develop a policy that outlines criteria for
common types of projects that require permits
and what may be exempt.
Review Process Plan Review Procedures Step-by-step procedures for how submitted plans are reviewed,
including timelines for each stage of
the review.
Plan Review Process is included in plan
submittal documentation for certain
types of projects such as New
Commercial.
Consider adding the plan review process to
each applicable project type in the submittal
documentation
High The efficiency and effectiveness of the
review process directly impacts the
speed at which permits are issued.
Establishing clear procedures for plan
reviews, interdepartmental coordination,
and public notification is crucial for
maintaining timelines and ensuring that
all necessary evaluations are
conducted.
Interdepartmental
Coordination
Procedures for coordinating reviews
among different departments (e.g.,
Planning, Fire, Public Works) to
ensure comprehensive evaluations.
Interdepartmental review is triggered
through eTRAKiT as reviews are
completed. CED doesn’t have a written
procedure for review coordination but
has performance measures for plan
review timelines.
Consider a written procedure for
interdepartmental coordination during plan
review that outlines the process including presubmittal/intake, assessment/review, submission, and final notification.
Inspection Procedures Scheduling Inspections Guidelines for how and when inspections should be scheduled,
including required notifications to
applicants.
Inspections are scheduled by customers
in eTRAKiT. Modesto has procedures
for scheduling an inspection in eTRAKiT
for customers.
Review the procedure and add either an
updated or last revision date.
Consider updating the procedure to include
when an inspection can/should be scheduled
and next steps after an inspection request is
submitted in eTRAKiT including expected
response times.
High Inspections are a critical component of
the permitting process that ensure
compliance with safety and building
codes. Well-defined scheduling,
protocols, and reporting procedures are
essential to avoid delays and ensure
that inspections are thorough and
consistent.
Inspection Protocols Detailed procedures for conducting inspections, including checklists for
inspectors to ensure consistency.
Modesto has inspection checklists for
various activities.
Review the inspection checklists and make
any necessary updates and update the last
revision date or add a “last updated" date
instead.
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CATEGORY BEST PRACTICE
POLICY AREA BEST PRACTICE DETAIL MODESTO CURRENT CONDITION RECOMMENDATION PRIORITY LEVEL PRIORITY DETAIL Inspection Reporting Policies for documenting inspection results and communicating them to the
applicant, including timelines for
follow-up actions.
Modesto does not have a written policy
for documenting inspection reports.
Develop a policy and procedures for
documenting inspection results and
communicating them to the applicant,
including timelines for follow-up actions.
Permit Issuance Approval Process Clear criteria and procedures for issuing permits once all requirements
have been met.
CED doesn't have a policy for the
approval process for issuing permits.
CED has a brochure that provides a
brief overview of the plan review
process and there is a process flowchart
for the plan review process in eTRAKiT.
Develop a policy with clear criteria and
procedures for issuing permits once all
requirements have been met.
Medium While important, the issuance of permits
is contingent upon the successful
completion of the application, review,
and inspection processes. Streamlining
this area is necessary but can be
effectively addressed once the
preceding processes are solidified.
Conditions of Approval Guidelines for any conditions that may be attached to permits, including
compliance with specific codes or
regulations.
CED includes conditions of approval
with project submittal checklists.
Review Planning and Building Safety plan
submittal documents for updates and update
the last revision date or add a “last updated"
date instead.
Permit Expiration and
Renewal
Policies regarding the duration of
permits, renewal processes, and what
happens if a permit expires.
There is an Expiring Issued Permits
Report Policy, but it doesn't detail the
duration of permits, how applicants can
renew them, or the process when a
permit expires. It provides procedures
for staff to identify permits that should
be expired and has some details about
what happens if a permit expires.
Develop a policy that details the duration of
permits and procedures for the renewal
process.
Fees and Payments Fee Schedule A transparent fee schedule for various types of permits, including any
additional fees for expedited
processing.
A fee schedule is not included in the
internal policies and procedures but is
included on some external plan
submittal documentation for customers.
Add a link to the current fee schedule to each
plan submittal document for better
transparency.
Add a link to the current fee schedule to
internal policies and procedures for staff
accessibility.
Medium A transparent fee schedule and clear
payment procedures are important for
financial planning and customer
satisfaction. However, they can be
adjusted and communicated alongside
other process improvements, making
this a medium priority.
Payment Procedures Clear instructions on how payments
can be made, including accepted
methods and deadlines.
Payment procedures for customers are
included in some project plan submittal
documentation and note that fees can
be paid via e-check, credit, or debit
card.
Consider adding payment instructions in the
narrative of the procedures and detailing
payment methods accepted for each plan
submittal document to improve clarity for
customers.
Appeals Appeal Process Procedures for applicants to appeal decisions made by the Building and
Planning Divisions, including timelines
and required documentation.
CED doesn’t have a written policy for
how applicants can appeal decisions.
There is an internal policy related to the
Board of Building Appeals and meeting
guidelines.
Develop a procedure for how applicants can
appeal decisions made by the Building and
Planning Divisions, including timelines and
required documentation.
Medium While the ability to appeal decisions and
request variances is important for
fairness and flexibility, it typically comes
into play after initial permitting
processes. Addressing this area is
necessary but can follow the
establishment of more foundational
processes.
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CATEGORY BEST PRACTICE
POLICY AREA BEST PRACTICE DETAIL MODESTO CURRENT CONDITION RECOMMENDATION PRIORITY LEVEL PRIORITY DETAIL Record Keeping and
Documentation
Documentation
Standards
Policies for maintaining records of all
permit applications, approvals,
inspections, and communications with
applicants.
There is a Records Retention Policy for
the Building Safety Division for retaining
and storing various records.
Consider updating the policy to include
guidelines for how staff should communicate
with applicants, including response times for
inquiries and updates on application status.
Low While maintaining accurate records is
essential for compliance and
accountability, the immediate impact on
the permitting process is less direct than
the other areas. Improvements in this
area can be implemented gradually as
other processes are enhanced.
Data Management Procedures for managing and storing
electronic and physical documents
related to the permitting process.
There is a Records Retention Policy for
the Building Safety Division for retaining
and storing various records.
Consider updating the policy to include record
retention for communications with applicants
including via email,
Training and Staff
Development
Staff Training Programs Policies for ongoing training of staff involved in the permitting process to
ensure they are knowledgeable about
current codes, regulations, and best
practices.
CED doesn't have a written policy for
ongoing training of staff.
Consider developing a policy for ongoing
training of staff, including training
requirements, frequency, topics, and
procedures for completing training.
Low Ongoing training is important for longterm effectiveness and staff performance, but immediate changes to
policies and procedures can often be
implemented without extensive training.
Prioritizing foundational processes first
will allow for more targeted training
efforts later.
Performance Evaluation Procedures for evaluating staff
performance related to the permitting
process, including customer service
metrics.
CED doesn't have a written policy for
tracking and reporting performance
metrics, although metrics exist.
Develop a policy and procedures for tracking
performance measures, including maintaining
data, and frequency of reporting.
Customer Service and
Communication
Communication
Protocols
Guidelines for how staff should
communicate with applicants,
including response times for inquiries
and updates on application status.
CED doesn't have a policy for
communicating with applicants.
Develop a policy for communicating with
applicants that includes response times for
inquiries and updates on application status.
Low While effective communication and
customer service are vital for
stakeholder satisfaction, many
improvements can be made through the
implementation of clearer processes
and guidelines. Once the core
processes are established, enhancing
communication can be more effectively
addressed.
Customer Feedback Procedures for collecting and
addressing feedback from applicants
regarding the permitting process.
Customer surveys are sent
automatically to customers after a
permit is issued and a building
inspection is completed. There is no
written policy about how customer
feedback through the permitting process
is collected and addressed.
Consider developing a policy for managing
customer survey feedback including where it
will be housed, who will review it, how it will
be used, whether follow-up is needed, and
expected timelines for responses.
Continuous Improvement Review and Update
Policies
Procedures for regularly reviewing and
updating policies and procedures to
reflect changes in regulations,
technology, and community needs.
CED does not have a policy regarding
the frequency of updating policies and
procedures.
Develop a policy that establishes regularity for
updating policies and policies including
changes to regulations, technology, or other
events.
Low Establishing a framework for continuous
improvement is important for long-term
success, but it is a lower priority
compared to immediate operational
needs. Once foundational policies and
procedures are in place, a focus on
continuous improvement can be
integrated into regular operations.
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APPENDIX C: WORKLOAD TREND ANALYSIS
We analyzed provided workload data to determine staffing ratios to workload performed by Building Safety and Planning staff.
NUMBER OF CUSTOMERS PER STAFF
Totals 2022 2023 2024
Total Building Safety Staff 13 13.5 14
Total Customer Count 1,587 2,932 4,100
Customers Per Staff 122 217 293
2558
1587
2932
4100
0 500
1000
1500
2000
2500
3000
3500
4000
4500
2021 2022 2023 2024
Customer Count
Year
Building Safety Division Customer Count
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NUMBER OF RESIDENTIAL UNIT APPLICATIONS PER STAFF
Totals 2022 2023 2024
Total Building Safety Plans Examiners 2 2 2
Total Residential Applications 266 70 110
Number of Residential Applications Per Staff 133 35 55
337
266
70 110
0 50
100
150
200
250
300
350
2021 2022 2023 2024
Number of Applications
Year
Number of Residential Unit Applications
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Permitting Efficiency Study Update Report | 48
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
NUMBER OF NEW COMMERCIAL APPLICATIONS PER STAFF
Totals 2022 2023 2024
Total Building Safety Plans Examiners 2 2 2
Total New Commercial Applications 23 21 21
Number of New Commercial Applications Per Staff 11.5 10.5 10.5 18 23
21 21
0 5
10 15
20 25
2021 2022 2023 2024
Number of Applications
Year
New Commercial Applications
238
178
152
133
0 50
100
150
200
250
2021 2022 2023 2024
Number of Applications
Year
Commercial Additions and Improvements Applications
#8..
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Permitting Efficiency Study Update Report | 49
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
NUMBER OF COMMERCIAL ADDITIONS & IMPROVEMENTS APPLICATIONS PER STAFF Totals 2022 2023 2024
Total Building Safety Plans Examiners 2 2 2
Total Commercial Additions & Improvements Applications 178 152 133 Number of Commercial Additions & Improvements Applications Per Staff 89 76 66.5
NUMBER OF ADU APPLICATIONS PER STAFF
Totals 2022 2023 2024
Total Building Safety Plans Examiners 2 2 2
Total ADU Applications 98 114 128
Number of ADU Applications Per Staff 49 57 64
98 114
128
0 20
40 60
80 100
120
140
2022 2023 2024
Number of Applications
Year
ADU Applications
#8..
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Permitting Efficiency Study Update Report | 50
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
NUMBER OF RESIDENTIAL UNIT PERMITS ISSUED PER STAFF
Totals 2022 2023 2024
Total Building Safety Staff 13 13.5 14
Total Permits Issued- Residential 241 120 69
Residential Permits Issued Per Staff 18.5 8.9 4.9
223
241
120
69 0
50 100
150
200
250
300
2021 2022 2023 2024
Number of Permits Issued
Year
Permits Issued-Residential Units
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Permitting Efficiency Study Update Report | 51
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
NUMBER OF NEW COMMERCIAL PERMITS ISSUED PER STAFF
Totals 2022 2023 2024
Total Building Safety Staff 13 13.5 14
Total Permits Issued-New Commercial 13 13 15
New Commercial Permits Issued Per Staff 1 1 1.1
18 13 13
15 0
2 4
6 8
10 12
14 16
18 20
2021 2022 2023 2024
Number of Permits Issued
Year
Permits Issued-New Commercial
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Permitting Efficiency Study Update Report | 52
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
NUMBER OF COMMERCIAL ADDS & IMPROVEMENTS PERMITS ISSUED PER STAFF Totals 2022 2023 2024
Total Building Safety Staff 13 13.5 14
Total Permits Issued – Commercial Adds & Improvements 167 148 112 Commercial Adds & Improvements Permits Issued Per Staff 12.8 11 8 124
167
148
112
0 20
40 60
80 100
120
140
160
180
2021 2022 2023 2024
Number of Permits Issued
Year
Permits Issued-Commerical Additions and Improvements
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Permitting Efficiency Study Update Report | 53
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
NUMBER OF ADU APPLICATION PERMITS ISSUED PER STAFF
Totals 2022 2023 2024
Total Building Safety Staff 13 13.5 14
Total Permits Issued – ADU Application 67 97 102
ADU Application Permits Issued Per Staff 5.2 7.2 7.3
67 97
102
0 20
40 60
80 100
120
2022 2023 2024
Number of Permits Issued
Year
Permits Issed-ADU Applications
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Permitting Efficiency Study Update Report | 54
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
ALL INSPECTIONS COMPLETED PER STAFF
Totals 2022 2023 2024
Total Building Safety Inspectors 5 5 5
Total Inspections Completed 17,672 17,418 18,831
Inspections Completed Per Building Inspector 3,534 3,484 3,766 20987
17672 17418
18831
0 5000
10000
15000
20000
25000
2021 2022 2023 2024
All Inspections Completed
Year
All Inspections Completed (BLD Only)
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Permitting Efficiency Study Update Report | 55
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
ALL INSPECTIONS COMPLETED PER STAFF
Totals 2022 2023 2024
Total Building Safety Inspectors 5 5 5
Total Inspections Completed 5,789 5,884 6,161
Inspections Completed Per Building Inspector 1,158 1,177 1,232 5553
5789
5884
6161
5200
5300
5400
5500
5600
5700
5800
5900
6000
6100
6200
6300
2021 2022 2023 2024
Final Inspections Completed
Year
Final Inspections Completed
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Permitting Efficiency Study Update Report | 56
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
APPLICATION VOLUME PER STAFF
Totals 2022 2023 2024
Total Planners 5 6 6
Total Application Volume 158 235 233
Application Volume Per Staff 32 39 39
104
158
235 233
0 50
100
150
200
250
2021 2022 2023 2024
Application Volume
Year
Total Application Volume
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Permitting Efficiency Study Update Report | 57
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
EXTERNAL CUSTOMER SERVICE PER STAFF
Totals 2022 2023 2024
Total Planning Staff 8 9 11
Total Hours 3,386 2,710 3,406
External Customer Service Per Staff 423 301 310
2941
3386
2710
3406
0 500
1000
1500
2000
2500
3000
3500
2021 2022 2023 2024
Number of Hours
Year
External Customer Service
#8..
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Permitting Efficiency Study Update Report | 58
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
INTERNAL CUSTOMER SERVICE HOURS PER STAFF
Totals 2022 2023 2024
Total Planning Staff 8 9 11
Total Hours 1,007 1,325 1,443
Internal Customer Service Hours Per Staff 126 147 131
1179
1007
1325
1443
0 200
400
600
800
1000
1200
1400
1600
2021 2022 2023 2024
Number of Hours
Year
Internal Customer Service
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Permitting Efficiency Study Update Report | 59
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
TIME FROM APP RECEIVED TO DECISION (AVERAGE DAYS) PER STAFF Totals 2022 2023 2024
Total Planners 5 6 6
Total Time (Average Days) 21 20 12
Average Days from App Received to Decision Per Staff 4 3 2 47 21 20
12 0
5 10
15 20
25 30
35 40
45 50
2021 2022 2023 2024
Average Number of Days
Year
Time from Application Rec'd to Decision
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Permitting Efficiency Study Update Report | 60
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
TIME SPENT ON DEVELOPMENT APPS (HOURS) PER STAFF
Totals 2022 2023 2024
Total Planning Staff 5 6 6
Total Time (Hours) 3,997 3,463 3,735
Time Spent on Development Apps Per Staff 799 577 623
4080
3997
3463
3735
3100
3200
3300
3400
3500
3600
3700
3800
3900
4000
4100
4200
2021 2022 2023 2024
Number of Hours Spent
Year
Time Spent on Development Applications
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Permitting Efficiency Study Update Report | 61
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
BUILDING PLAN CHECK REFERRED TO PLANNING PER STAFF
Totals 2022 2023 2024
Total Planning Staff 5 6 6
Total Building Plan Checks Referred to Planning 56 490 716 Building Plan Check Referred to Planning Per Staff 11 82 119 728
56 490
716
0 100
200
300
400
500
600
700
800
2021 2022 2023 2024
Number of Checks Referred
Year
Building Plan Checks Referred to Planning
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Permitting Efficiency Study Update Report | 62
FOR THE INTERNAL USE OF THE CITY OF MODESTO ONLY
APPENDIX D: PEER STAFFING COMPARISON
PEER STAFFING COMPARISON
Position Modesto Stockton Manteca Riverbank Turlock Merced Total Building
Staff (FY2024) 14 25
20 3 11 13
Total Planning
Staff (FY2024) 11 13 3 5.5 9.85
Inspectors
(FY2025) 5 10 3 2 3 4
2024 Population
(census.gov) 220,592 324,975 94,292 25,625 72,888 96,073 Square Miles 43.05 64.8 21.41 4.1 16.88 23.25
Staffing Ratios
Pop per Building
Staff 15,757 12,999 N/A 8,542 6,626 7,390
Sq Mi per
Building Staff 3.08 2.59 N/A 1.37 1.53 1.79
Pop per Planning
Staff 20,054 24,998 N/A 8,542 13,252 9,754
Sq Mi per
Planning Staff 3.91 4.98 N/A 1.37 3.07 2.36
Pop per
Inspector 44,118 32,498 31,431 12,813 24,296 24,018
Sq Mi per
Inspector 8.61 6.48 7.14 2.05 5.63 5.81
Pop per Total
Staff 8,824 8,552 4,715 4,271 4,417 4,205
Sq Mi per Total
Staff 1.72 1.71 1.07 0.68 1.02 1.02
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
September 9, 2025
Date: August 20, 2025
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Stephan Christensen, Office of Performance Management and Budget Director SUBJECT: Monthly Budget Adjustment Report – August 2025 CONTACT: Kaceey Culbertson, Budget Manager, [email protected], 209-571-5855
DESCRIPTION:
Consider approving the recommended budget adjustments to Fiscal Year 2024-25 and Fiscal Year 2025-26 Annual Operating and Capital Improvement Program Budgets and amending the Fiscal Year 2025-26 Position Allocation. (Funding Source: Various Funds) STRATEGIC PLAN ELEMENT:
This item supports the City of Modesto 2025-2026 Strategic Plan focus on Governance and Service Delivery under Goal H: Achieve Long-Term Financial Sustainability.
BACKGROUND:
Each month, City staff presents a variety of budget adjustments requiring the approval of the City Council. These changes are submitted to the Finance Committee for review prior to submission to Council and include an explanation and justification for each transaction.
This report includes a number of adjustments that have been identified by monitoring department budgets. Due to the number of adjustments, they have been included as an attachment to this report (Exhibit A). As in past reports, adjustments are separated by fund and department as appropriate. The adjustments are reflected in a more summarized version and supporting documentation is available for review upon request.
Also included in this report as an attachment (Exhibit B) is a summary of the budget adjustments approved by the City Manager and/or the Office of Performance Management and Budget Director consistent with the authority levels that were approved by Council with the passing of the Fiscal Year 2024-25 Operating Budget via Resolution No. 2024-191 and Fiscal Year 2025-26 Operating Budget via Resolution No. 2025-187. #9..
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City Council, September 9, 2025
Monthly Budget Adjustment Report – August 2025
DISCUSSION:
The monthly budget adjustments attached as Exhibit A in this item include adjustments across various departments. These adjustments are explained in further detail within Exhibit A.
Additionally, the Fiscal Year 2025-26 position allocation is being amended to add (1 FTE) Management Analyst to the Office of Performance Management and Budget – Project Management division. Funding for this position has already been allocated and approved as part of the adopted FY 2025-26 budget in the Project Management Division in the Office of Performance Management and Budget. This action will amend position allocation to allow for the position to be created.
FISCAL IMPACT:
The fiscal impact of each item is noted in the attachments to this report. The adjustments are for Fiscal Year 2024-25 and Fiscal Year 2025-26. The additional Management Analyst position will be covered by Fiscal Year 2025-26 current operating budget for the Project Management Division. There is no additional funding needed for this position as it was already approved as part of the adopted budget for Fiscal Year 2025-26.
COMMITTEE RECOMMENDATION:
This item was presented to the Finance Committee on August 25, 2025, and the Committee recommended forwarding the item to Council for approval. It must be noted that since the recommendation of the Finance Committee the following additions have been made for the reasons noted below.
Under the Community and Economic Development section, two new items were added to adjust Project 101638 – Redevelopment Project and Fund 1130. The language added to Exhibit A is as follows:
A budget adjustment in the amount of $117,000 is necessary to adjust the funding in Project 101638 – Redevelopment Project which is directly tied to the SEER World Contact approved by Resolution 2024-449. There were later discussions that concluded with the Airport agreeing to pay for its portion of the SEER World contract which includes consulting services related to the Commercial Airport Feasibility Study in the amount of $117,000. As part of the adjustment, the transfer from County Aircraft Tax Fund (4330) to the project will be established as well and $117,000 will return to the General Fund unassigned fund balance.
A budget adjustment is needed to increase the budget in Fund 1130 – Community Development Block Grants (CDBG) in the Housing and Urban Development (HUD) Program by $91,611 for Administration in FY2025. The increase is primarily due to higher Indirect Cost Rate Proposal (ICRP) adjustments and to provide support for potential and new programs such as Encampment Resolution Funding (ERF), Camp2Home, and Homekey (HK). These programs focus on creating low-income housing and supporting individuals experiencing homelessness in our community. The adjustment will be fully funded by Federal CDBG funds and will have no impact on the General Fund.
Under the Finance Department section, two new items were added to adjust Fund 1390 – American Rescue Grants Fund, General Fund – 0100, Fund 4130 – Water 2008 Water #9..
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City Council, September 9, 2025
Monthly Budget Adjustment Report – August 2025
Refunding Revenue COP 2008 Series A Bond Fund, and Fund 4100 – Water Fund. The language added to Exhibit A is as follows:
A budget adjustment in the amount of $207,300 in the Water 2008 Water Refunding Revenue COP 2008 Series A Bond Fund (4130) is necessary to fund the increase in the annual debt service. Additionally, the transfer from the Water Fund (4100) to the Water 2008 Water Refunding Revenue COP 2008 Series A Bond Fund (4130) is being increased by the same amount. The increase for the transfer will come from Water Fund reserves. The increase in cost is due to the variable rate debt for third and fourth quarter which was higher than previously expected.
A budget adjustment in the amount of $585,912 is necessary to establish a transfer out from Fund 1390 (American Rescue Grants Fund (ARPA)) to Fund 0100 (General Fund) to account for the cumulative interest earnings in Fund 1390. The ARPA guidelines state that the interest earned on funds does not need to be kept within the fund or solely spent on ARPA eligible projects. Therefore, the interest earned will be transferred to the General Fund for use there on an annual basis.
Under the Police Department section, two new items were added to adjust Fund 1600 –Traffic Safety Fund and Fund 0100 - General Fund for Asset Forfeiture. The language added to Exhibit A is as follows:
A budget adjustment in an amount not to exceed $150,000 is necessary to increase Discretionary Expenses in the Traffic Safety Fund (1600). The fund is currently over budget due to higher-than-expected repair and equipment needs. The increase in budget will be coming from the Fund Reserves.
A budget adjustment in the amount of $205,700 is needed in the General Fund (0100) Asset Forfeiture Cost Center 19465 to account for increased costs related to Public Safety Equipment. Additionally, a budget adjustment in the like amount to increase in revenue account 46507 – Seized Forfeitures which is reconciled on a yearly basis with Asset Forfeiture Trust Funds. The Asset Forfeiture Trust balance is made up of funds received from Stanislaus County adjudications related to seized assets during Police operations.
Under the Human Resources section, a new item was added to adjust the transfer out from Fund 5510 – Employee Benefits Fund. The language added to Exhibit A is as follows:
A budget adjustment is necessary in the amount of $175,552 to increase the transfer out from Fund 5510 – Employee Benefits Fund to Fund 0100 – General Fund. The increase in the transfer amount is related to the actual payroll expenses accounting for the Unfunded Accrued Liability (UAL) shift payment as part of the Modesto City Fire Fighters Association (MCFFA) Memorandum of Understanding (MOU). The MOU language include a contribute from the employees for the annual UAL payment.
Under the Public Works section, a new item was added to adjust the transfer out from Fund 1730 – Gas Tax Fund, Fund 1740 – Garbage Franchise Fees – Streets, and Fund 1760 – Senate Bill (SB1) Road Maintenance Rehabilitation Account (RMRA). #9..
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City Council, September 9, 2025
Monthly Budget Adjustment Report – August 2025
A budget adjustment in the amount of $1,900,000 is necessary to reallocate the transfer out from Fund 1730 – Gas Tax Fund to Fund 1740 – Garbage Franchise Fees – Streets and Fund 1760 – Senate Bill (SB1) Road Maintenance Rehabilitation Account (RMRA).
The adjustment will also move the budgeted transfer in from Fund 1730 to Surface Transportation Fund (1700) to Fund 1740 and Fund 1760 by the same amount. The adjustment is being made as there are additional funds available in Fund 1740 for Streets Maintenance and the newly created Fund 1760 houses SB1 Funds and more expenses in the fiscal year came from this source of funding instead of Gas Tax.
Under the Utilities section, a new item was added to adjust Project 100851 – Pike Park Neighborhood S & R. The language added to Exhibit A is as follows:
A budget adjustment is necessary in the amount of $250,000 to increase the discretionary expenses in Project 100851 – Pike Park Neighborhood S & R in Water Fund – CIP Projects (4180). The increase in budget will cover remaining change orders on the project and will come from Water Fund reserves.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution amending Fiscal Year 2024-25 and Fiscal Year 2025-26 Annual Operating and Capital Improvement Project Fund Budgets and authorizing the City Manager, to take the necessary steps to implement the provisions of this Resolution.
Resolution amending the Position Allocation for Fiscal Year 2025-26 as adopted in the operating budget.
Approved by:
Stephan Christensen, Office of Performance
Management and Budget Director
Joseph P. Lopez, City Manager
Attachments:
1. Resolutions (2)
2. Exhibit A – Budget Adjustments Requiring Council Approval
3. Exhibit B - Staff Approved Budget Adjustments
#9..
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09/09/2025/OPMB/SChristensen/Item X 1 2025-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-
RESOLUTION AMENDING THE FISCAL YEAR 2024-25 AND FISCAL
YEAR 2025-26 ANNUAL OPERATING AND CAPITAL IMPROVEMENT
FUND BUDGETS AND AUTHORIZING THE CITY MANAGER, TO
TAKE THE NECESSARY STEPS TO IMPLEMENT THE PROVISIONS
OF THIS RESOLUTION
WHEREAS, a financial analysis has been completed and it has been determined that a budget adjustment is required to the Annual and Capital Improvement Budgets of the City of Modesto for Fiscal Year 2024-25 and Fiscal Year 2025-26.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves amending the Fiscal Year 2024-25 and Fiscal Year 2025-26 Annual Operating and Capital Improvement budget as shown in Exhibit A, which is attached hereto and incorporated by reference herein.
BE IT FURTHER RESOLVED that the City Manager, or his designee, is hereby authorized to take the necessary steps to implement the provisions of this resolution. #9..
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09/09/2025/OPMB/SChristensen/Item X 2 2025-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 9th day of September 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 votes:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
________________________________
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: _____________________________________
JOSE M. SANCHEZ, City Attorney
#9..
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09/09/2025/OPMB/SChristensen/Item X 1 2025-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2025-XX
RESOLUTION AMENDING THE POSITION ALLOCATION FOR FISCAL
YEAR 2025-26 AS ADOPTED IN THE OPERATING BUDGET
WHEREAS, a Position Allocation for the City of Modesto was adopted by Modesto City Council Resolution pursuant on June 03, 2025, as part of the Annual Budget of the City of Modesto for Fiscal Year 2025-26, and WHEREAS, classification studies are conducted to ensure that a classification system is equitable and consistent within an organization and that positions are correctly classified, and
WHEREAS, per Personnel Administrative Order 2.2-87-12, a classification study may be conducted in response to a reclassification request, to develop/revise a classification specification, or to assist in a reorganization, and WHEREAS, classification studies were conducted by Human Resources to determine appropriate classifications, and
WHEREAS, position changes will be effective the pay period in which September 9, 2025 falls, unless otherwise noted.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves amending the Position Allocation and the Fiscal Year 2025-26 Operating Budget for Office of Performance Management and Budget department as follows:
1. Allocate one (1) Management Analyst II in the Project Management Division (11220) of the Office of Performance Management and Budget Department. #9..
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09/09/2025/OPMB/SChristensen/Item X 2 2025-XX
The foregoing resolution was adopted at a regular meeting of the Council of the City of Modesto held on the 9th day of September 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: ?
(SEAL)
APPROVED AS TO FORM:
ATTEST:
DIANE NAYARES-PEREZ, City Clerk
By:
JOSE M. SANCHEZ, City Attorney
#9..
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City Council, September 9, 2025
Monthly Budget Adjustment Report
EXHIBIT A
FISCAL YEAR 2024-25
COMMUNITY AND ECONOMIC DEVELOPMENT
A budget adjustment in the amount of $117,000 is necessary to adjust the funding in Project 101638 – Redevelopment Project which is directly tied to the SEER World Contact approved by Resolution 2024-449. There were later discussions that concluded with the Airport agreeing to pay for its portion of the SEER World contract which includes consulting services related to the Commercial Airport Feasibility Study in the amount of $117,000. As part of the adjustment, the transfer from County Aircraft Tax Fund (4330) to the project will be established as well and $117,000 will return to the General Fund unassigned fund balance.
A budget adjustment is needed to increase the budget in Fund 1130 – Community Development Block Grants (CDBG) in the Housing and Urban Development (HUD) Program by $91,611 for Administration in FY2025. The increase is primarily due to higher Indirect Cost Rate Proposal (ICRP) adjustments and to provide support for potential and new programs such as Encampment Resolution Funding (ERF), Camp2Home, and Homekey (HK). These programs focus on creating low-income housing and supporting individuals experiencing homelessness in our community. The adjustment will be fully funded by Federal CDBG funds and will have no impact on the General Fund.
ENGINEERING SERVICES DEPARTMENT
A budget adjustment is necessary in the amount of $150,000 to reallocate savings from Project 100859 – Courthouse Project to Project 101683 – Stadium & Courthouse Environmental Assessment. The new project will track expenses related to the environmental assessment for both the Courthouse and Stadium activities. The savings from Project 100859 are from the General Fund transfer in. As part of the adjustment, a transfer will be established to Project 101683 and the project discretionary expenditure budget will be established.
HUMAN RESEROUCES
A budget adjustment is necessary in the amount of $175,552 to increase the transfer out from Fund 5510 – Employee Benefits Fund to Fund 0100 – General Fund. The increase in the transfer amount is related to the actual payroll expenses accounting for the Unfunded Accrued Liability (UAL) shift payment as part of the Modesto City Fire Fighters Association (MCFFA) Memorandum of Understanding (MOU). The MOU language include a contribute from the employees for the annual UAL payment.
FINANCE
A budget adjustment in the amount of $234,778 in the Public Financing Authority 98 & 07 Bonds Fund (2150) is necessary to fund the increase in the annual debt service.
Additionally, the transfer from the General Fund (0100) to the Public Financing Authority 98 & 07 Bonds Fund (2150) is being increased by the same amount. The increase for #9..
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City Council, September 9, 2025
Monthly Budget Adjustment Report
the transfer will come from General Fund carryover reserves. The increase in cost is due to the variable rate debt for third and fourth quarter which was higher than previously expected.
A budget adjustment in the amount of $207,300 in the Water 2008 Water Refunding Revenue COP 2008 Series A Bond Fund (4130) is necessary to fund the increase in the annual debt service. Additionally, the transfer from the Water Fund (4100) to the Water 2008 Water Refunding Revenue COP 2008 Series A Bond Fund (4130) is being increased by the same amount. The increase for the transfer will come from Water Fund reserves. The increase in cost is due to the variable rate debt for third and fourth quarter which was higher than previously expected.
A budget adjustment in the amount of $585,912 is necessary to establish a transfer out from Fund 1390 (American Rescue Grants Fund (ARPA)) to Fund 0100 (General Fund) to account for the cumulative interest earnings in Fund 1390. The ARPA guidelines state that the interest earned on funds does not need to be kept within the fund or solely spent on ARPA eligible projects. Therefore, the interest earned will be transferred to the General Fund for use there on an annual basis.
MEASURE H
A budget adjustment is necessary in the amount of $20,459 to increase the Fiscal Year 2024-25 Measure H Spending Plan for the Downtown Streets Team. The adjustment will increase the total allocation from $350,000 to $370,459 to account for actual activity for program expenses in the fiscal year. There are salary savings currently in the cost center that can be moved to account for this adjustment.
MEASURE L – ENGINEERING SERVICES DEPARTMENT
A budget adjustment is necessary to recognize actual revenue received in the Measure L Fund (1410) for the fiscal year FY 2024-25. The additional revenue to recognize is in an amount up to $3,000,000 for the Local Streets & Roads (14625), Traffic Management (14626), and Bike & Pedestrian (14627) cost centers.
POLICE DEPARTMENT
A budget adjustment in an amount not to exceed $150,000 is necessary to increase Discretionary Expenses in the Traffic Safety Fund (1600). The fund is currently over budget due to higher-than-expected repair and equipment needs. The increase in budget will be coming from the Fund Reserves.
A budget adjustment in the amount of $205,700 is needed in the General Fund (0100) Asset Forfeiture Cost Center 19465 to account for increased costs related to Public Safety Equipment. Additionally, a budget adjustment in the like amount to increase in revenue account 46507 – Seized Forfeitures which is reconciled on a yearly basis with Asset Forfeiture Trust Funds. The Asset Forfeiture Trust balance is made up of funds received from Stanislaus County adjudications related to seized assets during Police operations.
#9..
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City Council, September 9, 2025
Monthly Budget Adjustment Report