Modesto City Council
June 23, 2026

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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, June 23, 2026 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 California Government Code section 54953.8.3.
*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 Senate Bill 707, California Government Code section 54953.8.3. 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

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Joining the City Council meeting via Zoom
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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
City Clerk’s Announcements
Declaration of Conflicts of Interest
Reports from Closed Session

ACKNOWLEDGEMENTS AND PRESENTATIONS

1. Proclamation declaring June 2026 as Disability Rights Month. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected]

2. Proclamation declaring July 2026 as National Parks and Recreation Month. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected]

3. Proclamation declaring July 4, 2026 as America's 250th Birthday. (Funding Source:

Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-571-5169, [email protected]

MISCELLANEOUS
Legislation, Appointments, Other

4. Consider approving the appointment of Kevin Cosgrove, for appointment to fill the Creekside Golf Club representative seat on the City of Modesto Golf Courses Advisory Committee for a four‑year term ending December 31, 2029. (Funding Source: Not Applicable)
Staff Recommendation:
• Resolution approving the appointment of Kevin Cosgrove, for appointment to the Golf Courses Advisory Committee to fill the Creekside Golf Club representative seat for a term ending December 31, 2029.

PRN; Juana Lynch, 209-577-5278, [email protected]
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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.

CONSENT
An item may be removed from consent and discussed at the request of an audience member or Council member.

Consent

5. Consider approving the Minutes for the June 9, 2026 Council Meeting. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion approving the Minutes for the June 9, 2026 Council Meeting.

CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] Consent

6. Consider Final Adoption of Ordinance 3815-C.S. amending Section 3-2.1401.1 of Article 14 of Chapter 2 of Title 3 of the Modesto Municipal Code relating to Speed Limits. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion approving Final Adoption of Ordinance 3815-C.S. amending Section 3-

2.1401.1 of Article 14 of Chapter 2 of Title 3 of the Modesto Municipal Code relating to Speed Limits.

CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] Consent

7. Consider accepting the Cash Handling Internal Controls Testing Report dated March 26, 2026. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion to accept the Cashing Handling Internal Controls Testing Report. - 4 -
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CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent

8. Consider accepting the Homelessness Performance Audit Report dated April 3, 2026. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion to accept the Homelessness Performance Audit Report.

CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent

9. Consider accepting the Fiscal Year (FY) 2026-27 Internal Audit Work Plan. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion to accept the FY 2026-27 Internal Audit Work Plan.

CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent

10. Consider referring the Appeal of the Entertainment Commission Decision regarding the Business Entertainment Permit for the Vault Nightclub to a Hearing Examiner pursuant to Modesto Municipal Code Section 4-1.418. (Funding Source: Not Applicable)
Staff Recommendation:
• Resolution referring the Appeal of the Entertainment Commission Decision regarding the Business Entertainment Permit for the Vault Nightclub to a Hearing Examiner pursuant to Modesto Municipal Code Section 4-1.418 and authorizing the City Manager to appoint the hearing examiner.

CED; Jessica Hill, 209-577-5321, [email protected]
Consent

11. Consider approving an Agreement with The Salvation Army to provide operating support for the Access Center Emergency Shelter in an amount not to exceed $486,000. (Funding Source: Permanent Local Housing Allocation)
Staff Recommendation:
• Resolution approving an Agreement with The Salvation Army to provide operating support for Access Center Emergency Shelter in an amount not to exceed $486,000, and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution amending the fiscal year 2025-2026 annual operating and noncapital project fund budgets to establish a project for The Salvation Army Permanent Local Housing Allocation (PLHA) funding in the amount of $486,000 and budgeting the applicable revenue, expenditures, and transfer.

CED; Meggan Clifford, 209-577-5311, [email protected] Consent

12. Consider approving the purchase of four (4) Fleet Additions and three (3) Fleet Replacements in a total amount not to exceed $2,553,227. (Funding Source: Various - 5 -
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Funds)
Staff Recommendation:
• Resolution approving the Competitive Bidding Process from Sourcewell to Mobark, LLC under the authorized dealer, Pape Machinery, French Camp, CA for the purchase of one (1) Trailer Grinder for an amount not to exceed $1,384,656; 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 Deere and Company under the authorized dealer, Belkorg AG, Stockton, CA for the purchase of two (2) John Deere Tractors for an amount not to exceed $798,843; 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 through State of Minnesota to Rush Truck Centers, Ceres, CA for the purchase of one (1) Ford Transit 350 Van for an amount not to exceed $104,870; 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 Rush Truck Centers, Ceres, CA for the purchase of three (3) Ford F-150 Trucks for an amount not to exceed $264,858; 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

13. Consider accepting an Informational Report for the April 2026 Accounts Payable Payment Register and Void Report. (Funding Source: Not Applicable) Staff Recommendation:
• Motion accepting an Informational Report for the April 2026 Accounts Payable Payment Register and Void Report.

FINANCE DEPARTMENT; Maria Garnica, 209-577-5249,
[email protected]
Consent

14. Consider approving the Community/Special Event and Program Grants for grant funding of $4,700 for events and programs planned in the second half of Fiscal Year 2025-2026. (Funding Source: General Fund)
Staff Recommendation:
• Resolution approving the Community/Special Event and Program Grants for grant funding of $4,700 for events and programs planned in the second half of Fiscal Year 2025-2026.

PRN; Jeremy Rogers, 209-577-5347, [email protected] - 6 -
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Consent

15. Consider approving the Agreement for On-Call Mechanical and Refrigeration Services to Champion Industrial Contractors, Inc., Modesto, CA for a total amount not to exceed $2,109,797 over five (5) years. (Funding Source: Various Funds) Staff Recommendation:
• Resolution approving the Award of Bid and Agreement for On-Call Mechanical and Refrigeration Services to Champion Industrial Contractors, Inc., Modesto, CA for a two (2) year Agreement with three (3) one-year extension options, for an estimated annual amount of $421,960, and a total amount not to exceed $2,109,797 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.

PUBLIC WORKS; Gabe DaSilva, 209-652-2579, [email protected] Consent

16. Consider approving an Engineering Services Agreement with HDR Engineering, Inc., of Sacramento, CA for an Agreement total not to exceed $546,500 for the Flood Risk Reduction Feasibility Study Scoping Project. (Funding Source: Wastewater Fund) Staff Recommendation:
• Resolution approving an Engineering Services Agreement with HDR Engineering, Inc., of Sacramento, CA, for the Flood Risk Reduction Feasibility Study Scoping Project for a total Agreement amount not to exceed $546,500 and authorizing the City Manager, or his designee, to execute the Agreement.

UTILITIES; Tim Barahona, 209-577-5485, [email protected]

COUNCIL COMMENTS & REPORTS

CITY MANAGER COMMENTS & REPORTS

HEARINGS
Published in the Modesto Bee on June 10, 2026

17. Hearing to consider approving Fiscal Year 2026-27 Diagram and Annual Assessment and ordering the Levy and Collection of Charges within Landscape Maintenance Assessment District No. 1 for Dry Creek Meadows Subdivisions Nos. 1-6. (Funding Source: Landscape Maintenance District No. 1)
Staff Recommendation:
• Resolution ordering the levy and collection of such charges as shown within the Engineer’s Annual Report within Landscape Maintenance Assessment District No. 1 for Dry Creek Meadows Subdivisions Nos. 1-6 for Fiscal Year 2026-27.

CED; Edgar Garcia, 209-577-5211, [email protected] Published in the Modesto Bee on June 10, 2026

18. Hearing to consider approving Fiscal Year 2026-27 Diagram and Annual Assessment and ordering the Levy and Collection of Charges within Landscape Maintenance Assessment District No. 2 for Dry Creek Meadows Subdivisions Nos. 7-10, - 7 -
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Creekwood Meadows Subdivision and Yosemite Meadows Subdivisions Units 1 and 2. (Funding Source: Landscape Maintenance District No. 2)
Staff Recommendation:
• Resolution ordering the levy and collection of such charges as shown within the Engineer’s Annual Report within Landscape Maintenance Assessment District No. 2 for Dry Creek Meadows Subdivisions Nos. 7-10, Creekwood Meadows Subdivision and Yosemite Meadows Subdivisions Units 1 and 2 for Fiscal Year 2026-27.

CED; Edgar Garcia, 209-577-5211, [email protected] Published in the Modesto Bee on June 10, 2026

19. Hearing to consider approving Fiscal Year 2026-27 Diagram and Annual Assessment and ordering the Levy and Collection of Charges within Shackelford Landscape and Lighting District. (Funding Source: Shackelford Landscape and Lighting District) Staff Recommendation:
• Resolution ordering the levy and collection of such charges as shown within the Engineer’s Annual Report within the Shackelford Landscape and Lighting District for Fiscal Year 2026-27.

CED; Edgar Garcia, 209-577-5211, [email protected] Published in the Modesto Bee on May 24, 2026 and May 31, 2026.

20. Hearing to consider adopting the Draft 2025 Joint Urban Water Management Plan and Water Shortage Contingency Plan Update. (Funding Source: Water Fund) Staff Recommendation:
• Resolution adopting the Draft 2025 Joint Urban Water Management Plan and instructing staff to submit the Final 2025 Joint Urban Water Management Plan to the Department of Water Resources by July 1, 2026.
• Resolution adopting the 2025 Water Shortage Contingency Plan and instructing staff to submit the 2025 Water Shortage Contingency Plan as part of the Final 2025 Joint Urban Water Management Plan to the Department of Water Resources by July 1, 2026.

UTILITIES; Miguel Alvarez, 209-577-5348, [email protected]

NEW BUSINESS

21. Consider adopting Meeting Technology Disruption and Public Participation and Public Outreach Council Policies to comply with Government Code § 54953.4, effective July 1, 2026. (Funding Source: Not Applicable)
Staff Recommendation:
• Resolution adopting a City Council Meeting Technology Disruption Policy to comply with Government Code § 54953.4, effective July 1, 2026. • Resolution adopting a City Council Public Participation and Public Outreach Policy to comply with Government Code § 54953.4, effective July 1, 2026.

CITY ATTORNEY; Jose Sanchez, 209-577-5284, [email protected] - 8 -
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22. Consider approving an Ordinance amending the Modesto Municipal Code section related to the “Office of the City Clerk and City Auditor” to create separate sections for the Office of the City Clerk and the Office of the City Auditor. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion introducing and waiving the first reading of an Ordinance repealing Title 2, “Administration,” Chapter 3, “Administrative Departments,” Article 3, “Office of the City Clerk and Auditor,” of the Modesto Municipal Code; adding Title 2, “Administration,” Chapter 3, “Administrative Departments,” Article 3, “Office of the City Clerk,” to the Modesto Municipal Code to clarify that the Office of the City Clerk is a standalone position; and adding Title 2, “Administration,” Chapter 3, “Administrative Departments,” Article 20, “City Auditor,” to the Modesto Municipal Code to clarify that the Office of the City Auditor is a standalone position, consistent with the Modesto City Charter.

CITY AUDITOR; Colleen Rozillas, 206-302-6795, [email protected]

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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6/23/2026

CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
Date: June 4, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jeremy Rogers, Director of Parks, Recreation & Neighborhoods SUBJECT: Appointment to the Golf Courses Advisory Committee CONTACT: Juana Lynch, Administrative Analyst I, [email protected], 209-577-5278
DESCRIPTION:

Consider approving the appointment of Kevin Cosgrove, for appointment to fill the Creekside Golf Club representative seat on the City of Modesto Golf Courses Advisory Committee for a four‑year term ending December 31, 2029. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:

This item is consistent with the following 2025-2026 Strategic Plan Areas of Focus:

Governance and Service Delivery and Economic Vitality.

BACKGROUND:

The Golf Courses Advisory Committee (GCAC) serves as an advisory body for and among organized golf clubs and the City of Modesto. It is composed of eleven members:
six at‑large representatives (including one youth member) and one representative from each of the following clubs: SIRS Golf Club, Dryden Park Women’s Club, Creekside Golf Club, Muni‑Niners Club, and the Modesto Golf Club.

Under Article III of the GCAC Bylaws, each organized golf club recommends one member to represent its club on the Committee, while the remaining at‑large members are appointed by the City Council. All members must reside within the City of Modesto and may not hold any paid office, employment, or contractor status with the City. #4..
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City Council, June 23, 2026
Appointment to the Golf Courses Advisory Committee

A vacancy currently exists for the Creekside Golf Club representative seat. In accordance with the Bylaws, the Creekside Golf Club board identified and recommended applicant Kevin Cosgrove for consideration. The Appointments Committee’s role is to forward the club’s recommended representative to the City Council for final appointment.

DISCUSSION:

Currently, there are two (2) vacancies on the Committee of which one (1) is being applied for:

Organization Status Applications
Received
Creekside Golf Club Vacant 1
Dryden Women’s Golf Club Filled --
Muni Niners Vacant --
Member-At-Large Filled --
Youth Member-At-Large Filled --
The Creekside Golf Club requested that applicant Kevin Cosgrove apply for the position, in accordance with the Bylaws requiring organized golf clubs to recommend their representative to the Committee. .

One (1) application was received for the Creekside Golf Club vacancy. Applicant Kevin Cosgrove is a lifelong Modesto resident, a retired professional with 35 years of management experience, an active golfer, and a former board member of the Creekside Golf Club. He was asked by the club’s board to apply for the representative seat. Mr.

Cosgrove meets all membership requirements outlined in Article III of the GCAC Bylaws, including residency within the City limits and the prohibition against holding paid City office, employment, or contractor status.

Because this is a club‑designated seat, the role of the Appointments Committee is not to select among candidates, but to forward the Creekside Golf Club’s recommended representative to the City Council for final appointment, in accordance with Council policy and the GCAC Bylaws.

FISCAL IMPACT:

There is no fiscal impact related to this action.

COMMITTEE RECOMMENDATION:

This was presented to Appointments Committee on June 3, 2026, and was recommended to forward to Council for approval.

CEQA/NEPA REQUIREMENTS:

This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review. #4..
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City Council, June 23, 2026
Appointment to the Golf Courses Advisory Committee

RECOMMENDED COUNCIL ACTION:

Staff Recommendations:

Resolution approving the appointment of Kevin Cosgrove, for appointment to the Golf Courses Advisory Committee to fill the Creekside Golf Club representative seat for a term ending December 31, 2029.

Approved by:

Jeremy Rogers, Director of Parks, Recreation
& Neighborhoods
Joseph P. Lopez, City Manager
Attachments:

1. Resolution

2. Matrix

3. Application

4. Bylaws
#4..
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06/23/26/PRN/JLynch/Item XX 1 2026-XXX

MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XXX

RESOLUTION APPROVING THE APPOINTMENT OF KEVIN COSGROVE,

FOR APPOINTMENT TO THE GOLF COURSES ADVISORY COMMITTEE TO

FILL THE CREEKSIDE GOLF CLUB REPRESENTATIVE SEAT FOR A TERM ENDING DECEMBER 31, 2029
WHEREAS, the Golf Courses Advisory Committee (GCAC) serves as an advisory body for and among organized golf clubs and the City of Modesto and is composed of eleven members: six at‑large representatives (including one youth member) and one representative from each of the following clubs: SIRS Golf Club, Dryden Park Women’s Club, Creekside Golf Club, Muni‑Niners Club, and the Modesto Golf Club; and
WHEREAS, under Article III of the GCAC Bylaws, each organized golf club recommends one member to represent its club on the Committee, while the remaining at‑large members are appointed by the City Council; and WHEREAS, a vacancy currently exists for the Creekside Golf Club representative seat, and in accordance with the Bylaws, the Creekside Golf Club board identified and recommended applicant Kevin Cosgrove for consideration; and WHEREAS, because this is a club‑designated seat, the role of the Appointments Committee is not to select among candidates, but to forward the Creekside Golf Club’s recommended representative to the City Council for final appointment, in accordance with Council policy and the GCAC Bylaws.

NOW, THEREFORE BE IT RESOLVED, by the Council of the City of Modesto that it hereby appoints Kevin Cosgrove to the Golf Courses Advisory Committee to fill the Creekside Golf Club representative seat for a term ending December 31, 2029. #4..
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06/23/2026/PRN/JLynch/Item XX 2 2026-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 23rd day of June, 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
#4..
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Candidate KEVIN COSGROVE
Apply To Golf Course Advisory Committee
Occupation Retired
Employer N/A
Education AA
What Vacancy are you interested in? Creekside Golf Club Are you currently serving on this board? No
Have you ever served on this board? No
Have you previously served or are you currently
serving on a Board, Committee, or Commission for
the City of Modesto
No
Are you a Modesto resident? Yes
List relevant employment, training, and experience,
certificates of training, licenses, and professional
registration.

I worked in food and beverage processing management for 35 years. Me employers were S&W Foods, Delicato Vineyard, Stanislas Foods and Treenuts.

Explain how you learned about the Board or
Commission you are applying for I was asked by the board of the Creekside Golf Club to participate Describe your involvement in community activities
and civic organizations. (Do not list partisan political parties.)
I have previously been a board member for the Creekside Golf Club.

What is it about this position that interests you?
One of my hobbies is golf. I am a lifelong Modesto resident and would like to help
improve the experience at both Modesto courses.

What qualities, experience, and expertise would you
bring to it?
I play at both Modesto courses.

I have experience with project management in my work experience. #4..
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Boards, Commissions and Committees Application
03/19/2026 11:19 PM (PDT)
Advisory Boards and Commissions Application
City of Modesto
Title II Compliance
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.

Which Board, Committee or
Commission are you expressing
interest in?
Golf Courses Advisory Committee
The Golf Courses Advisory Committee (GCAC) is charged with promoting the game of golf in the Modesto area. The GCAC shall operate as an advisory body for and among organized golf clubs and the general golfing public of the City of Modesto golf Courses; act as a liaison between the general golfing public, golf clubs, and the City’s Parks, Recreation and Neighborhoods Department; and shall encourage, promote, and maintain a high standard of sportsmanship among golfers.

Membership Requirements:

The GCAC is comprised of 11 members. All members must reside within the City limits, not hold any paid office, employment, or contractor with the City.
5 members shall represent organized golf clubs: Muni Niners, SIRS, Modesto Golf Club, Dryden Women’s Club, and Creekside Golf Club. The membership of each organized golf club shall recommend one member to represent their respective clubs.
4 members at large
1 youth (age 16-25 years) member at large
Read full ByLaws, membership requirements and view current members and vacancies.

What vacancy are you interested
in?
Creekside
Are you currently serving on this
board?
No
Have you ever served on this
board?
No
Have you previously served or are
you currently serving on a Board,
Committee or Commission for the
City Modesto?
No
Submission ID: 9a607ce0-5a80-4baf-93d4-9347d1c6171f Page 1/6 #4..
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Applicant Information & Background
First Name Kevin
Last Name Cosgrove
Phone Number
Email Address
Occupation Retired
Your Address
City Modesto
State California
Zip 95350
Education AA
Document Uploads
You may upload a cover letter and resume to outline your educational, work and community service experiences.

Submission ID: 9a607ce0-5a80-4baf-93d4-9347d1c6171f Page 2/6 #4..
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Applicant Demographics
City of Modesto invites all applicants to voluntarily self-identify their gender, race/ethnicity, veteran status and disability. Submission of this information is voluntary and refusal to provide will not affect the application process. The information will be kept confidential and will only be used in accordance with the provisions of applicable laws, executive orders and regulations, including those that require the information to be summarized and reported to the federal government for civil rights enforcement.

Gender
Ethnicity
Are you currently, or have you
ever, served in the Armed
Forces?
Do you consider yourself
disabled?
Submission ID: 9a607ce0-5a80-4baf-93d4-9347d1c6171f Page 3/6 #4..
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Qualifications
List relevant employment,
training, and experience,
certificates of training, licenses,
and professional registration.

I worked in food and beverage processing management for 35 years. Me employers were S&W Foods, Delicato Vineyard, Stanislas Foods and Treenuts.

Explain how you learned about
the board or commission you are
applying for
I was asked by the board of the Creekside Golf Club to participate Describe your involvement in
community activities and civic
organizations. (Do not list partisan
political parties.)
I have previously been a board member for the Creekside Golf Club.

What is it about this position that
interests you?
One of my hobbies is golf. I am a lifelong Modesto resident and would like to help improve the experience at both Modesto courses.

What qualities, experience, and
expertise would you bring to the
Board, Commission or
Committee?
I play at both Modesto courses.

I have experience with project management in my work experience.

Submission ID: 9a607ce0-5a80-4baf-93d4-9347d1c6171f Page 4/6 #4..
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Questionnaire
How did you learn about the
board for which you are applying?
Other (Please specify)
Other (Please Specify) I was asked to participate by the board of the Creekside Golf Club.

Submission ID: 9a607ce0-5a80-4baf-93d4-9347d1c6171f Page 5/6 #4..
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Signature Agreement
Signature
Date Applied 03/19/2026
Application Disclosure
Members of the City Advisory Groups must disclose financial interests, including investments, businesses, and rental properties. Members are required to file Statements of Economic Interest when they assume office, annually, and upon leaving office.

Please confirm that you acknowledge the above responsibilities and understand that your application is a public document and may be disclosed.

Confirmation Required Yes, I confirm and acknowledge the above responsibilities and understand that my application is a public document and may be disclosed upon request.

Thank you for providing this information. After clicking ‘Submit’ you will receive a Submission ID number that can be retained for future reference.

You will be updated by our staff as your submission is processed.

Have a great day!
Submission ID: 9a607ce0-5a80-4baf-93d4-9347d1c6171f Page 6/6 #4..
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Amended by City Council Resolution No. 2022-023
January 11, 2022

CITY OF MODESTO GOLF COURSES COMMITTEE

CONSTITUTION AND BYLAWS
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE I

DEFINITIONS
Section 1 There is created a Committee to be known and designated as the City of Modesto Golf Courses Committee.

Section 2 As used in these Bylaws, unless a different meaning clearly appears from the context:

A. "Member" shall mean a member of the Modesto Golf Courses Committee.

B. "Modesto Golf Courses Committee" and "Committee" shall mean the City of Modesto Golf Courses Committee.

C. "Modesto golf courses" shall mean Dryden Park Golf Course and Creekside Golf Course.

D. "Regular meeting" shall mean the bi-monthly Committee meetings.

Section 3 The fiscal year shall coincide with the City's fiscal year, July 1 to June 30. #4..
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE II

OBJECTIVES
Section 1 The Committee shall be responsible for promotion of the game of golf in the Modesto area.

Section 2 The Committee shall operate as an advisory body for and among organized golf clubs and the general golfing public of the City of Modesto golf courses.

Section 3 The Committee shall act as liaison between the general golfing public, golf clubs, and the City of Modesto Parks, Recreation and Neighborhoods Department, and A. Shall receive and consider all proposals for innovations or material changes in established procedures or the modification of the golf courses.

B. Endorse participation in golf through the Player Development Programs and Tournament activities with a special emphasis on Junior, Senior and Disabled golf.

Section 4 The Committee shall encourage, promote and maintain a high standard of sportsmanship among golfers.

Section 5 The Committee shall consider the annual budget for the Golf Enterprise Fund during the process of its preparation and make recommendations to the Director of Parks, Recreation and Neighborhoods concerning the annual budget of the Golf Enterprise Fund, including the fees and rates to be charged for the use of golf course facilities.

Section 6 The Committee shall perform such other duties relating to the Modesto Golf Courses as may be assigned by the Director of Parks, Recreation and Neighborhoods.

Section 7 Nothing in this article shall be deemed to invest the Committee with any supervisory powers over the actions and duties of City employees, or of any Lessee of the City, engaged in work relating to the construction, improvement, repair, maintenance or operations of the Modesto golf courses.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE III

MEMBERSHIP
Section 1 The City of Modesto Golf Courses Committee shall consist of eleven (11) Members.

Section 2 The Members of the Committee shall reside within the city limits of the City of Modesto at the time of appointment and must maintain residence within the City at all times during their service on the Committee.

Section 3 None of the members shall hold any paid office or employment or shall be currently a contractor with the City of Modesto.

Section 4 Five (5) members of the Committee shall represent organized golf clubs at the municipal golf courses, one from each of the following clubs: Muni Niners; SIRS; Modesto Golf Club; Dryden Park Women's Club; and Creekside Golf Club. Five(5) members shall be appointed at large One (1) youth member, between 16 and 25 years of age, shall be appointed at large.

Section 5 The membership of each organized golf club shall recommend one member to represent their respective clubs, with the remaining six (6) at-large members to be approved by a majority vote of the City Council.

Section 6 The Director of Parks, Recreation and Neighborhoods, or his/her designee, will serve as staff to the Committee and represent the City of Modesto, within the limits dictated by fiscal constraints.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE IV

TERMS OF OFFICE
Section 1 The term of office shall be effective as of the first of January.

Section 2 The terms of office shall be as follows:

A. Four (4) years for each Member of the Committee. Members may be re-appointed after their initial term, but in no event shall any person who has served two (2) consecutive terms on the Committee be eligible for re-appointment to the Committee.

Committee members are eligible for reappointment to the Committee after a two- (2) year absence from the Committee has transpired.

B. One (1) year for each youth member appointed at large. Youth members may be reappointed after their initial term, but in no event shall any youth member who has served two (2) consecutive terms on the Committee be eligible for reappointment to the Committee.

Section 3 Serving any portion of an unexpired term shall not be counted as service of one term.

Members not eligible for reappointment may continue to serve until their successors are appointed and meet all of the qualifications outlined in Article III Membership of these bylaws. No member shall serve more than a maximum of eight (8) consecutive years.

Section 4 The terms of office for the inaugural Committee will be two (2) years for five (5) members of the Committee, and four (4) years for the remaining six (6) members. Each member's term of office shall terminate on December 31 of their respective year.

Section 5 The Members of the Committee shall receive no compensation for the performance of their official duties.

Section 6 Appointments to fill vacancies on the Committee shall be handled in the same manner as original appointments. When a vacancy occurs during a term, the appointment to fill such vacancy shall be for the unexpired portion of the term.

Section 7 Members of the Committee may be removed by a majority vote of the City Council after a recommendation by the Director of Parks, Recreation and Neighborhoods and a majority vote of the Committee. Examples of reasons for removal of a Committee Member from the Committee are:

A. Incompetence, malfeasance, misfeasance, neglect of duty, or conviction of a crime involving moral turpitude.

B. Refusal to resign from the Committee when no longer a resident of the City of Modesto.

C. Automatic removal from the Committee will be required when a member is absent from three (3) meetings within a twelve- (12) month period without official permission expressed in the official minutes.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE V

ATTENDANCE AT MEETINGS
Section 1 It shall be the responsibility of each Member to know the dates and times of all regular meetings of the Committee. If a Member knows he or she will not be able to attend a regularly scheduled meeting, it shall be his or her responsibility to notify the Committee Chair or Staff Liaison at least forty-eight hours (48 hours) before the meeting, in order for the absence to be recorded as an excused absence.

Section 2 The Recording Secretary will document when any Committee Member is late arriving for a meeting or when a Committee Member leaves a meeting before adjournment. The minutes of each meeting will list those Members in attendance, those who are excused and those who are unexcused.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE VI

OFFICERS AND THEIR DUTIES
Section 1 Officers shall consist of Chair and Vice-chair, elected by a majority vote of the Members of the Committee. Officers shall serve a one- (1) year term commencing on January 1. The election shall be held at the January meeting, or the first meeting of the year.

Section 2 All officers shall exercise all privileges of membership, including the making of motions, seconding and debate.

Section 3 The Chair may serve consecutive terms. The Vice-Chair may serve consecutive terms.

Section 4 The Chair shall preside at all meetings and appoint all sub-committees of the Committee and shall ensure that the bylaws, rules and regulations as adopted by the Committee are properly enforced. The Chair shall be an ex-officio member of all sub-committees.

Section 5 The Vice-Chair shall assist the Chair in his/her duties and in the absence of the Chair shall perform all duties usually performed by the Chair.

Section 6 The Parks, Recreation and Neighborhoods Department shall provide a staff member to serve as Recroding Secretary. He/she shall keep a record of the minutes of all meetings, reports of sub-committees and such other duties as are usually performed by a secretary.

He/she shall supply the Members of the Committee and any sub-committees and the Director of Parks, Recreation and Neighborhoods and his/her designee(s) with copies of all records taken within three (3) weeks after a meeting takes place. He/she shall also assist in publicity releases concerning Committee activities.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE VII

MEETINGS
Section 1 Regular meetings of the Committee shall be held at such times and places as from time to time may be designated by a majority vote of the Committee.

Section 2 In the event that a regular meeting falls on a holiday, the meeting shall be scheduled by a vote of the Committee. Special meetings shall be called by the Chair as necessary.

Section 3 Notices of all meetings, including an agenda, shall be given to all members of the Committee, to the City Clerk, to the City Manager, to the Director of Parks, Recreation and Neighborhoods and to all others as provided by law. All such notices shall be furnished to the Committee in writing at least seventy-two hours (72 hours) prior to the time of such meeting.

Section 4 All meeting agendas will be posted at Tenth Street Place and will be available at the following public facilities: Tenth Street Place, the Main Branch of the Stanislaus County Free Library and at City of Modesto golf courses.

Section 5 All meetings shall comply with the requirements of the Ralph M. Brown Act.

Section 6 A quorum is necessary for the Committee to transact any business. A quorum shall be defined as a simple majority of active Committee members.

Section 7 All meetings of the Committee, or its standing or special sub-committees, shall be open to the public and shall be held at a public facility which is accessible in accordance with the regulations of the Americans with Disabilities Act.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE VIII

ORDER OF PROCEEDINGS
Section 1 Sturgis' Standard Code of Parliamentary Procedure shall be the guide for parliamentary procedures in the conduct of Committee meetings.

Section 2 The order of proceedings of all meetings shall be as follows, subject to majority vote of the Members present:

A. Call to Order
B. Approval of Minutes
C. Written Communications
D. Old Business
E. New Business
F. Oral Communications
G. Matters Too Late for the Agenda
H. Adjournment
Section 3 Members of the public shall not speak unless recognized by the Chair and shall state their names and addresses before making any statement, which shall become a part of the public record. The Chair may remove any person who refuses to follow these rules or the decision of the Chair.
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Amended by City Council Resolution No. 2022-023
January 11, 2022

ARTICLE IX

AMENDMENTS
Section 1 The Constitution and Bylaws may be recommended for amendment at a regularly scheduled meeting of the Committee. A written notice containing the proposed changes shall be provided to each member at least sixty (60) days prior to the meeting. When all other conditions are met, an amendment requires a simple majority vote of the active members of the Committee.

Section 2 The Constitution and Bylaws and any future amendments shall be subject to the final approval of the City Council and shall not and are not intended to go beyond any of the powers and duties given to the Committee by the City Council. #4..
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6/9/2026 5:30:00 PM

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, June 09, 2026 at 5:30 PM
Special City Council – Closed Session Meeting 4:15 p.m.

Roll Call: Present: Councilmembers and Agency Members Alvarez, Bavaro, Escutia-Braaton, Ricci (arrived at 4:20 p.m.), Williams, Wright, Mayor Zwahlen

Absent: None
Declaration of Conflicts of Interest: Item 2 - Councilmember Williams recused himself on the Closed Session item that pertains to the Conference with Real Property Negotiations.

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: Pastor Latricia Beasley-Day, Victory in Praise Church City Clerk’s Announcements:

Declaration of Conflicts of Interest: Item 24 - Councilmember Williams recused due to property related conflict.
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6/9/2026 5:30:00 PM
Reports from Closed Session: Mayor Zwahlen reported regarding the annual performance evaluation of City Manager Joe Lopez. The City Council unanimously concluded that the City Manager continues to perform at an exceptionally high standard, and the Council looks forward to continued success with the City Manager as we look to the future.

ACKNOWLEDGEMENTS AND PRESENTATIONS

1. Proclamation declaring June 19, 2026 as Juneteenth. (Funding Source: Not Applicable) CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] ACTION: Mayor Zwahlen presented a proclamation declaring June 19, 2026 as Juneteenth.

PUBLIC COMMENT PERIOD
• Kathy Hall-Boyer, speaking on behalf of the ShadowChase Running Club, urged the Modesto City Council to strengthen enforcement of bicycle, motorcycle, and local traffic laws related to e-bikes and other electric mobility devices. Citing recent fatal collisions, she recommended restricting e-bikes, e-scooters, and similar devices from sidewalks and shared-use trails, establishing and enforcing trail speed limits, and expanding public safety education programs, especially for youth, while highlighting Santa Cruz as a model for successful bicycle safety outreach. • Steve expressed concern for what he described as a pattern of Police misconduct, lack of accountability, and political targeting by law enforcement in Modesto and Stanislaus County. Referencing the death of Shane Harlan and other recent fatalities, he stated that officials have failed to address systemic issues within policing and challenged City leaders to prioritize public accountability over maintaining the status quo. He expressed concern that inadequate oversight of law enforcement could put community members at risk, citing his own experience of feeling politically targeted by the Modesto Police Department.
• B. Gamez expressed concerns about a recent fatal high-speed police pursuit in a residential neighborhood, stating that such chases are dangerous and unnecessary given the availability of surveillance technology and other law enforcement resources.

Referring to a previous local fatality that she attributed to police misconduct, she called for greater transparency regarding the recent incident, including the release of information about the officers involved and an independent investigation. Gamez also raised concerns about the death of Shane Harlan, advocating for transparency, access to body camera footage, and an independent review of the case, while encouraging community members to attend a public meeting where officials overseeing the sheriff’s department would be present.
• Harlan Divan spoke about the death of Shane Harlan while in custody, arguing that the restraint device known as a WRAP played a central role in the incident. She described allegations that Shane Harlan was restrained, placed face down, lost consciousness, and #5..
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6/9/2026 5:30:00 PM
later died after being kept in the device. She contended that the death was preventable and expressed concern about the continued use of the WRAP restraint system in Stanislaus County, citing reports of other individuals being held in similar conditions.

While acknowledging that the matter falls under the Sheriff’s department rather than the City, she urged officials and the public to examine the use of such restraints and prioritize detainee safety.
• Emerson Drake raised concerns about several City issues, including the effectiveness of residential street sweeping schedules, which he argued leave many streets only partially cleaned because residents are not required to move parked vehicles. He also criticized what he viewed as a lack of transparency in the City’s consent calendar process, noting that information about committee review of agenda items is no longer routinely provided. Drake further questioned City policies related to water rates and infrastructure costs, arguing that Modesto residents should not bear expenses he believes primarily benefit neighboring communities. He also expressed concern about the City's budget deficit and criticized elected officials for what he perceived as selective engagement with community groups, characterizing the behavior as unfair and exclusionary.

CONSENT ITEMS – ROLL CALL VOTE REQUIRED
ACTION CONSENT ITEMS: 2-11, 13-20 (Wright/Williams; 7/0)

CONSENT
Consent

2. Consider approving the Minutes for the June 2, 2026 Council Meeting. (Funding Source: Not Applicable)
• Motion approving the Minutes for the June 2, 2026 Council Meeting.

CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] ACTION: (Wright/Williams; 7/0) Motion approving the Minutes for the June 2, 2026 Council Meeting.

Consent

3. Consider calling for the holding of a Municipal Election to be held on November 3, 2026, requesting the Stanislaus County Board of Supervisors to Consolidate the City of Modesto Municipal Election to be held on November 3, 2026, requesting the services of the Registrar of Voters, Elections Division of the County of Stanislaus to conduct the Election on behalf of the City of Modesto and Modesto City Schools; and adopting regulations for candidates for elective office pertaining to candidates statements submitted to the voters at an Election to be held on Tuesday, November 3, 2026 (Funding Source: General Fund, Election Fund)
• Resolution of the City of Modesto calling for the holding of a Municipal Election to be held on November 3, 2026, requesting from the Stanislaus County Board of Supervisors to Consolidate the City of Modesto General Municipal Election to be held on November 3, 2026, requesting the services of #5..
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6/9/2026 5:30:00 PM
the Registrar of Voters, Elections Division of the County of Stanislaus to Conduct the Election on behalf of the City of Modesto and Modesto City Schools.
• Resolution adopting Regulations for Candidates for Elective Office Pertaining to Candidates Statements Submitted to the Voters at an Election to be held on Tuesday, November 3, 2026.

CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-193 of the City of Modesto calling for the holding of a Municipal Election to be held on November 3, 2026, requesting from the Stanislaus County Board of Supervisors to Consolidate the City of Modesto General Municipal Election to be held on November 3, 2026, requesting the services of the Registrar of Voters, Elections Division of the County of Stanislaus to Conduct the Election on behalf of the City of Modesto and Modesto City Schools.

ACTION: (Wright/Williams; 7/0) Resolution 2026-194 adopting Regulations for Candidates for Elective Office Pertaining to Candidates Statements Submitted to the Voters at an Election to be held on Tuesday, November 3, 2026.

Consent

4. Consider confirming the detachment of a non-contiguous City property located at Grimes Ave, Modesto, CA (APN 017-012-012), reverting the property back to unincorporated status within the County of Stanislaus and authorizing application to the Stanislaus Local Agency Formation Commission to annex the territory back to the Woodland Fire Protection District. (Funding Source: Water Fund) • Resolution confirming the detachment of non-contiguous City property located at Grimes Ave, Modesto, CA (APN 017-012-012), reverting the property back to unincorporated status within the County of Stanislaus and authorizing application to the Stanislaus Local Agency Formation Commission to annex the territory back to the Woodland Fire Protection District and authorizing the City Manager, or his designee, to execute any and all necessary documents required for City detachment and application for annexation to the Woodland Fire Protection District.

CITY MANAGER; Scotty Douglass, 209-571-5571, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-195 confirming the detachment of non-contiguous City property located at Grimes Ave, Modesto, CA (APN 017-012- 012), reverting the property back to unincorporated status within the County of Stanislaus and authorizing application to the Stanislaus Local Agency Formation Commission to annex the territory back to the Woodland Fire Protection District and authorizing the City Manager, or his designee, to execute any and all necessary documents required for City detachment and application for annexation to the Woodland Fire Protection District.

Consent

5. Consider an Ordinance amending Municipal Code Section 3-2.1401.1 of Article 14 of #5..
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6/9/2026 5:30:00 PM
Chapter 2 of Title 3 to determine and designate speed limit changes. (Funding Source:

Police Department Fund – 1600)
• Motion introducing and waiving the first reading of an Ordinance amending Section 3-2.1401.1 of Article 14 of Chapter 2 of Title 3 of the Modesto Municipal Code relating to speed limits.

ENGINEERING SERVICES; Michael Sacuskie, 209-571-5552,
[email protected]
ACTION: (Wright/Williams; 7/0) Motion introducing and waiving the first reading of Ordinance 3815-C.S. amending Section 3-2.1401.1 of Article 14 of Chapter 2 of Title 3 of the Modesto Municipal Code relating to speed limits.

Consent

6. Consider approving the Plans and Specifications for the 2025 Restroom Replacement Project at Sherwood Park and Tuolumne River Regional Park (TRRP), Area B, accepting the Bid and Awarding a Construction Contract to Taylor Backhoe Services, Inc. dba TBS Contractors of Merced, CA, in the amount not to exceed $607,866. (Funding Source: Measure H and TRRP CIP Fund)
• Resolution approving the Plans and Specifications for the 2025 Restroom Replacement Project, accepting the Bid and Awarding a Construction Contract to Taylor Backhoe Service, Inc. dba TBS Contractors of Merced, CA, in the amount of $547,910, authorizing $59,956, for contingency (if needed), for a total payment amount not to exceed $607,866, and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution amending the Fiscal Year 2025-26 Capital Improvement Program budget to fund Project #101603 (24-25 Deferred Maint - Measure H), Project #101478 (TRRP B Improvements), Project #101602 (24/25 Preventative Maintenance – Measure H), and #101605 (Def. Maint – Realloc to Meas H), in an amount not to exceed $250,059, in transfers, revenue, and to budget expenditures to fund the project, and authorizing the City Manager, or his designee, to implement the provisions of this resolution.

ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-196 approving the Plans and Specifications for the 2025 Restroom Replacement Project, accepting the Bid and Awarding a Construction Contract to Taylor Backhoe Service, Inc. dba TBS Contractors of Merced, CA, in the amount of $547,910, authorizing $59,956, for contingency (if needed), for a total payment amount not to exceed $607,866, and authorizing the City Manager, or his designee, to execute the Agreement.

ACTION: (Wright/Williams; 7/0) Resolution 2026-197 amending the Fiscal Year 2025-26 Capital Improvement Program budget to fund Project #101603 (24-25 Deferred Maint - Measure H), Project #101478 (TRRP B Improvements), Project #101602 (24/25 Preventative Maintenance – Measure H), and #101605 (Def. Maint – Realloc to Meas H), in an amount not to exceed $250,059, in transfers, revenue, and to budget expenditures to fund the project, and authorizing the City Manager, or his #5..
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6/9/2026 5:30:00 PM
designee, to implement the provisions of this resolution.

Consent

7. Consider approving the Plans and Specifications for the Park Turf Reduction, Phase 3 Project, accepting the Bid and Awarding a Construction Contract to Superb Engineering, Inc., of Banning, CA, in the amount not to exceed $1,176,130. (Funding Source: Urban Community Drought Relief Grant Program)
• Resolution approving the Plans and Specifications for the Park Turf Reduction, Phase 3 Project, accepting the Bid and Awarding a Construction Contract to Superb Engineering Inc., of Banning, CA, in the amount of $1,050,116, authorizing $126,014, for contingency (if needed), for a total payment amount not to exceed $1,176,130, and authorizing the City Manager, or his designee, to execute the Agreement.

ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-198 approving the Plans and Specifications for the Park Turf Reduction, Phase 3 Project, accepting the Bid and Awarding a Construction Contract to Superb Engineering Inc., of Banning, CA, in the amount of $1,050,116, authorizing $126,014, for contingency (if needed), for a total payment amount not to exceed $1,176,130, and authorizing the City Manager, or his designee, to execute the Agreement.

Consent

8. Consider accepting The Awesome Spot Playground, Phase 1A Project as complete, releasing securities, releasing payments totaling $812,308 to Westside Landscape & Concrete, Inc. of Newman CA, and authorizing the City Clerk to file a Notice of Completion. (Funding Source: Various Funds)
• Resolution accepting The Awesome Spot Playground, Phase 1A Project as complete, releasing securities, releasing payments totaling $812,308 to Westside Landscape & Concrete, Inc. of Newman CA, and authorizing the City Clerk to file a Notice of Completion.

ENGINEERING SERVICES; Peter Kambel, 209-577-5444, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-198 accepting The Awesome Spot Playground, Phase 1A Project as complete, releasing securities, releasing payments totaling $812,308 to Westside Landscape & Concrete, Inc. of Newman CA, and authorizing the City Clerk to file a Notice of Completion.

Consent

9. Consider accepting Rebid Plant Structural Improvements Project as complete, releasing securities, releasing payments totaling $2,705,519 to Caliber Contracting Services Inc., of Fresno, CA, and authorizing the City Clerk to file a Notice of Completion. (Funding Source: Wastewater Fund)
• Resolution accepting Rebid Plant Structural Improvements Project as complete, releasing securities, releasing payments totaling $2,705,519 to Caliber Contracting Services Inc., of Fresno, CA, and authorizing the City Clerk to file #5..
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6/9/2026 5:30:00 PM
a Notice of Completion.

ENGINEERING SERVICES; Peter Kambel, 209-577-5444, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-200 accepting Rebid Plant Structural Improvements Project as complete, releasing securities, releasing payments totaling $2,705,519 to Caliber Contracting Services Inc., of Fresno, CA, and authorizing the City Clerk to file a Notice of Completion.

Consent

10. Consider accepting the Monthly Investment Report for March 2026. (Funding Source:

Various Funds)
• Motion accepting the Monthly Investment Report for March 2026.

FINANCE DEPARTMENT; Calogero Maniscalco, 209-577-5219,
[email protected]
ACTION: (Wright/Williams; 7/0) Motion accepting the Monthly Investment Report for March 2026.

Consent

11. Consider approving an Agreement with T2, Systems, Inc., Indianapolis, IN for Parking Citation Processing and Collections for a total amount not to exceed $122,775 over five (5) years, consider the reclassifying of one (1) Parking Adjudication Program Coordinator to one (1) Account Technician II, eliminating one (1) Senior Account Clerk, reallocating one (1) Parking Enforcement Officer from the Public Works Department to the Police Department. (Funding Source: General Fund) • Resolution approving an Agreement with T2, Systems, Inc., Indianapolis, IN, for Parking Citation Processing and Collections for a total amount not to exceed $122,775 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution amending the Position Allocation for Fiscal Year 2026-27 as adopted in the operating budget by reclassifying one (1) Parking Adjudication Program Coordinator to one (1) Account Technician II, eliminating one (1) Senior Account Clerk, reallocating one (1) Parking Enforcement Officer from the Parking Enforcement Division of the Public Works Department to the Parking Enforcement Division of the Police Department, and eliminating the Parking Enforcement Division of the Public Works Department. • Resolution amending the Fiscal Year 2026-27 Annual Operating General Fund budget in the amount of $154,025 and authorizing the City Manager, to take the necessary steps to implement the provisions of this resolution.

FINANCE DEPARTMENT; Jeni Martin, 209-571-5892, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-201 approving an Agreement with T2, Systems, Inc., Indianapolis, IN, for Parking Citation Processing and Collections for a total amount not to exceed $122,775 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement. #5..
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ACTION: (Wright/Williams; 7/0) Resolution 2026-202 amending the Position Allocation for Fiscal Year 2026-27 as adopted in the operating budget by reclassifying one (1) Parking Adjudication Program Coordinator to one (1) Account Technician II, eliminating one (1) Senior Account Clerk, reallocating one (1) Parking Enforcement Officer from the Parking Enforcement Division of the Public Works Department to the Parking Enforcement Division of the Police Department, and eliminating the Parking Enforcement Division of the Public Works Department.

ACTION: (Wright/Williams; 7/0) Resolution 2026-203 amending the Fiscal Year 2026-27 Annual Operating General Fund budget in the amount of $154,025 and authorizing the City Manager, to take the necessary steps to implement the provisions of this resolution.

Removed from Consent

12. Consider approving an Amended and Restated Agreement to provide fire administrative services between the City of Modesto and the City of Turlock, for a five-year term. (Funding Source: General Fund)
• Resolution approving an Amended and Restated Agreement to provide fire administrative services between the City of Modesto and the City of Turlock, for a five-year term, and authorizing the City Manager, or his designee, to execute the Agreement.

FIRE DEPARTMENT; Shanon Evans, 209-572-9590, [email protected] ACTION: (Bavaro/Alvarez; 7/0) Resolution 2026-204 approving an Amended and Restated Agreement to provide fire administrative services between the City of Modesto and the City of Turlock, for a five-year term, and authorizing the City Manager, or his designee, to execute the Agreement.

Consent

13. Consider approving an Amended and Restated Agreement to provide fire protection services between the City of Modesto and the City of Ceres for a five-year term. (Funding Source: General Fund)
• Resolution approving an Amended and Restated Agreement to provide fire protection services between the City of Modesto and the City of Ceres for a five-year term, and authorizing the City Manager, or his Designee, to execute the Agreement.

FIRE DEPARTMENT; Shanon Evans, 209-572-9590, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-205 approving an Amended and Restated Agreement to provide fire protection services between the City of Modesto and the City of Ceres for a five-year term, and authorizing the City Manager, or his Designee, to execute the Agreement.

Consent

14. Consider approving the submission of grant application and accepting, if awarded, the Federal Emergency Management Agency (FEMA) Assistance to Firefighters Grant #5..
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(AFG) to purchase self-contained breathing apparatus units for fire personnel for an amount up to $2,910,000 with up to $291,000 of local match requirement. (Funding Source: Fire Department Unrestricted Non-Capital Project) • Resolution approving the submission of grant application and accepting, if awarded, the Federal Emergency Management Agency (FEMA) Assistance to Firefighters Grant (AFG) to purchase self-contained breathing apparatus units for fire personnel for an amount up to $2,910,000 with up to $291,000 of local match requirement, and authorizing the City Manager, or his designee, to execute and submit all documents which may be necessary for the completion of the grant application and acceptance.

FIRE DEPARTMENT; Shanon Evans, 209-572-9590, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-206 approving the submission of grant application and accepting, if awarded, the Federal Emergency Management Agency (FEMA) Assistance to Firefighters Grant (AFG) to purchase self-contained breathing apparatus units for fire personnel for an amount up to $2,910,000 with up to $291,000 of local match requirement, and authorizing the City Manager, or his designee, to execute and submit all documents which may be necessary for the completion of the grant application and acceptance.

Consent

15. Consider approving a First Amendment with Municipal Resource Group (MRG), LLC, Elk Grove, CA for assistance conducting Charter Officer Evaluations to increase the amount by $150,448. (Funding Source: Various Funds)
• Resolution approving a First Amendment with Municipal Resource Group (MRG), LLC, Elk Grove, CA for conducting Charter Officer Evaluations to increase the amount by $150,448 for a total amount not to exceed $249,648 and authorizing the City Manager or his designee to execute the Amendment.

HUMAN RESOURCES; Christina Alger, 209-571-5126, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-207 approving a First Amendment with Municipal Resource Group (MRG), LLC, Elk Grove, CA for conducting Charter Officer Evaluations to increase the amount by $150,448 for a total amount not to exceed $249,648 and authorizing the City Manager or his designee to execute the Amendment.

Consent

16. Consider approving an Agreement with San Diego Police Equipment Co. Inc., San Diego, CA, for Federal Brand Ammunition for a total amount not to exceed $1,250,000 over five (5) years. (Funding Source: General Fund)
• Resolution approving the Sole Source Agreement with San Diego Police Equipment, Co. Inc, San Diego, CA, for Federal Brand Ammunition for a one (1) year Agreement with four (4) one-year extension options, for an estimated annual amount $250,000, and a total amount not to exceed $1,250,000 over five (5) years and authorizing the Director of Finance, or her designee to execute the Agreement.
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POLICE DEPARTMENT; Jessica Nicholson, 209-572-9500,
[email protected]
ACTION: (Wright/Williams; 7/0) Resolution 2026-208 approving the Sole Source Agreement with San Diego Police Equipment, Co. Inc, San Diego, CA, for Federal Brand Ammunition for a one (1) year Agreement with four (4) one-year extension options, for an estimated annual amount $250,000, and a total amount not to exceed $1,250,000 over five (5) years and authorizing the Director of Finance, or her designee to execute the Agreement.

Consent

17. Consider approving a Third Amendment to the Agreement with Research Triangle Institute (RTI International), Charlotte, NC, for Grant Evaluation, Research and Reporting Consultant Services, increasing the Agreement amount by $21,088 through the duration of the Agreement and extending the term of the Agreement from June 12, 2027, to June 1, 2028. (Funding Source: Police Grants)
• Resolution approving a Third Amendment to the Agreement with Research Triangle Institute (RTI) International, Charlotte, NC, for Grant Evaluation, Research, and Reporting Consultant Services, increasing the Agreement amount by $21,088, a new total amount not to exceed $429,927 through the term of the Agreement and extending the term of the agreement from June 12, 2027, to June 1, 2028; and authorizing the City Manager, or his designee, to execute the Amendment.

POLICE DEPARTMENT; Bob Meredith, 209-572-9500, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-209 approving a Third Amendment to the Agreement with Research Triangle Institute (RTI) International, Charlotte, NC, for Grant Evaluation, Research, and Reporting Consultant Services, increasing the Agreement amount by $21,088, a new total amount not to exceed $429,927 through the term of the Agreement and extending the term of the agreement from June 12, 2027, to June 1, 2028; and authorizing the City Manager, or his designee, to execute the Amendment.

Consent

18. Consider approving the adoption of policy documents governing operations and hangar leasing at the Modesto City-County Airport. (Funding Source: Not Applicable) • Resolution approving the adoption of policy documents governing operations and hangar leasing at the Modesto City-County Airport which include Airport Minimum Standards, T-Hangar Use Policy, and Airport Leasing Policy.

PUBLIC WORKS; Marisol Navarro, 209-577-5319, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-210 approving the adoption of policy documents governing operations and hangar leasing at the Modesto City-County Airport which include Airport Minimum Standards, T-Hangar Use Policy, and Airport Leasing Policy.
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Consent

19. Consider approving adjustments to various airport rates and fees for specific activities and services at the Modesto City-County Airport, effective July 1, 2026, rescinding Resolution No. 2025-206. (Funding Source: Airport Operating Revenue) • Resolution approving adjustments to various Airport rates and fees for specific activities and services at the Modesto City-County Airport (Airport), effective July 1, 2026, and rescinding Resolution No. 2025-206.

PUBLIC WORKS; Marisol Navarro, 209-577-5319, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-211 approving adjustments to various Airport rates and fees for specific activities and services at the Modesto CityCounty Airport (Airport), effective July 1, 2026, and rescinding Resolution No. 2025- 206.

Consent

20. Consider approving the Second Amendment to the Agreement with HF&H Consultants, LLC., Walnut Creek, CA., for the Solid Waste Haulers Audit and Performance Review increasing the Agreement amount by $106,936 through the duration of the Agreement. (Funding Source: Solid Waste Fund) • Resolution approving a Second Amendment to the Agreement with HF&H Consultants, LLC., Walnut Creek, CA., for the Solid Waste Haulers Audit and Performance Review, increasing the Agreement amount by $106,936, to a new total amount not to exceed $356,791 through the term of the Agreement, and authorizing the City Manager, or his designee, to execute the Amendment.

PUBLIC WORKS; John Chavez, 209-577-5453, [email protected] ACTION: (Wright/Williams; 7/0) Resolution 2026-212 approving a Second Amendment to the Agreement with HF&H Consultants, LLC., Walnut Creek, CA., for the Solid Waste Haulers Audit and Performance Review, increasing the Agreement amount by $106,936, to a new total amount not to exceed $356,791 through the term of the Agreement, and authorizing the City Manager, or his designee, to execute the Amendment.

COUNCIL COMMENTS & REPORTS
• Vice-Mayor Williams provided updates on several community events and initiatives in Modesto. He highlighted the success of the Awesome Spot Park fundraiser and encouraged residents to follow the project's progress. He also noted the City's Rec Fest event, which showcased recreational opportunities along the Tuolumne River.

Williams informed the public about the upcoming Graffiti Summer activities, including Park and Shine, the McHenry Avenue Cruise, and the weekend car show at Modesto Junior College, while advising residents about related street closures. He additionally promoted upcoming Juneteenth celebrations and the second annual Women's Veterans Gala, recognizing community engagement and honoring local veterans. Vice-Mayor Williams also added that he had visited the Sherwood Forest neighborhood following a recent tragic incident to express support and condolences to affected residents. He #5..
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emphasized that the event was not related to the Modesto Police Department and was instead a California Highway Patrol matter. Williams stated that he wanted residents to know that City leaders care about the community and extended sympathy and prayers to the families impacted by the tragedy.
• Councilmember Escutia-Bratton reported from a National Association of Regional Councils conference, where she participated in discussions with regional leaders and professionals from across the country on topics including transportation, economic development, housing, and regional collaboration. She emphasized the value of sharing best practices and learning from other communities, noting that she had the opportunity to highlight Modesto’s successes while gathering ideas and resources that could benefit the City and region. She also expressed her enthusiasm for returning to Modesto to take part in upcoming Juneteenth and Graffiti Summer events. • Councilmember Ricci advocated for creating an Entertainment Zone in downtown Modesto to support more special events, festivals, and community gatherings as part of efforts to enhance the City's vibrancy. He also highlighted an upcoming City partnership with Valley First Credit Union to provide information on accessory dwelling units (ADUs), financing options, and opportunities to expand housing availability. Additionally, Ricci addressed homelessness concerns in Beard Brook Park, stating that Modesto now has expanded shelter and bridge housing options and encouraging service providers to utilize those resources rather than concentrating services in residential neighborhood parks.
• Mayor Zwahlen reported attending several community events in Modesto, including a graduation ceremony for a vocational training program at the Art Institute focused on manufacturing and automation careers, which highlighted job opportunities for graduates. She also attended a large Modesto Garden Club luncheon and praised the organization’s contributions to City beautification. Additional activities included participation in a youth podcast interview, involvement in Graffiti Summer kickoff events featuring classic cars, and attendance at a Modesto Police Clergy Council meeting focused on community-police relations and local issues.

CITY MANAGER COMMENTS & REPORTS
None.

HEARINGS
Published in the Bee on May 24, 2026

21. Hearing to approve an amendment to the Permanent Local Housing Allocation (PLHA) Five-Year Plan, and Acceptance of PLHA Year Five Allocation in the amount of $637,206. (Funding Source: Permanent Local Housing Allocation Funds) • Resolution approving an amendment to the Permanent Local Housing Allocation (PLHA) Five-Year Plan, and Acceptance of the PLHA Year-Five Allocation in the amount of $637,206, and authorizing the City Manager, or his #5..
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designee, to negotiate and execute any program agreements required for implementation and acceptance of the PLHA program.
• Resolution amending the Fiscal Year 2025-2026 Annual Operating and NonCapital Project Fund Budgets to establish a project and applicable revenue, expenditures, and transfers in the amount of $637,206 to appropriate the YearFive Permanent Local Housing Allocation (PLHA) grant funds. • Resolution authorizing the application and amending the PLHA Plan for the Permanent Local Housing Allocation Program.

CED; Edgar Garcia, 209-571-5101, [email protected] ACTION: (Wright/Ricci; 7/0) Resolution 2026-213 approving an amendment to the Permanent Local Housing Allocation (PLHA) Five-Year Plan, and Acceptance of the PLHA Year-Five Allocation in the amount of $637,206, and authorizing the City Manager, or his designee, to negotiate and execute any program agreements required for implementation and acceptance of the PLHA program.

ACTION: (Wright/Ricci; 7/0) Resolution 2026-214 amending the Fiscal Year 2025- 2026 Annual Operating and Non-Capital Project Fund Budgets to establish a project and applicable revenue, expenditures, and transfers in the amount of $637,206 to appropriate the Year-Five Permanent Local Housing Allocation (PLHA) grant funds.

ACTION: (Wright/Ricci; 7/0) Resolution 2026-215 authorizing the application and amending the PLHA Plan for the Permanent Local Housing Allocation Program.

Published in the Modesto Bee on May 29, 2026.

22. Hearing to consider approving Restated Service Agreements for Solid Waste Collection Services with Bertolotti Modesto Disposal, Inc. and Gilton Solid Waste Management, Inc. to become effective July 1, 2026; the Solid Waste Rate Adjustment to the Maximum Rate Schedule for City Solid Waste Collection Services provided by Solid Waste Haulers to become effective July 1, 2026, and rescinding Resolution No. 2024-290 and Resolution No. 2024-291; and the update to the Schedule of Cash Security Deposits and Fees for Self-Haul Residents and Businesses, rescinding Resolution No. 2024-292. (Funding Source: Various Funds) • Resolution approving a Restated Service Agreement for Solid Waste Collection Service with Bertolotti Modesto Disposal, Inc., to become effective July 1, 2026, and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution approving a Restated Service Agreement for Solid Waste Collection Service with Gilton Solid Waste Management, Inc., to become effective July 1, 2026, and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution approving the Rate Adjustment to the Maximum Rate Schedule for City Solid Waste Collection Services provided by the Solid Waste Haulers for an increase of $4.58 per month for Residential Services, an increase of $6.01 per cubic yard for Commercial Services, and an increase of $23.13 per pull for Industrial Services, to become effective July 1, 2026, with billing changes #5..
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implemented at the new rate upon the next billing cycle, and rescinding Resolution No. 2024-290 and Resolution No. 2024-291.
• Resolution approving the update to the Schedule of Cash Security Deposits and Fees for Self-Haul Residents and Businesses to become effective July 1, 2026, rescinding Resolution No. 2024-292.

PUBLIC WORKS; John Chavez, 209-577-54753, [email protected] ACTION: (Bavaro/Alvarez; 7/0) Resolution 2026-216 approving a Restated Service Agreement for Solid Waste Collection Service with Bertolotti Modesto Disposal, Inc., to become effective July 1, 2026, and authorizing the City Manager, or his designee, to execute the Agreement.

ACTION: (Ricci/Wright; 7/0) Resolution 2026-217 approving a Restated Service Agreement for Solid Waste Collection Service with Gilton Solid Waste Management, Inc., to become effective July 1, 2026, and authorizing the City Manager, or his designee, to execute the Agreement.

ACTION: (Wright/Williams; 7/0) Resolution 2026-218 approving the Rate Adjustment to the Maximum Rate Schedule for City Solid Waste Collection Services provided by the Solid Waste Haulers for an increase of $4.58 per month for Residential Services, an increase of $6.01 per cubic yard for Commercial Services, and an increase of $23.13 per pull for Industrial Services, to become effective July 1, 2026, with billing changes implemented at the new rate upon the next billing cycle, and rescinding Resolution No. 2024-290 and Resolution No. 2024-291.

ACTION: (Alvarez/Escutia-Braaton; 7/0) Resolution 2026-219 approving the update to the Schedule of Cash Security Deposits and Fees for Self-Haul Residents and Businesses to become effective July 1, 2026, rescinding Resolution No. 2024-292.

NEW BUSINESS
Recessed: 7:16 p.m.

Resumed: 7:26 p.m.

23. Consider approving one of the three recommended names for the park located at 615 Sierra Drive, following completion of public input and Culture Commission review. (Funding Source: Not Applicable)
• Resolution approving the renaming of the César E. Chávez Park located at 615 Sierra Drive to: _______________________
PRN; Jessica Flores, 209-961-5231, [email protected] ACTION: (Alvarez/Williams; 7/0) Resolution 2026-220 approving the renaming of the César E. Chávez Park located at 615 Sierra Drive to 4th Street Park.

24. Consider providing direction regarding the potential extension of the Letter of Intent with the United Soccer League, LLC, and the construction of a downtown soccer stadium, and ancillary development. (Funding Source: Not Applicable) #5..
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• Motion providing direction regarding the potential extension of the Letter of Intent (LOI) with the United Soccer League (USL), LLC, and the construction of a downtown soccer stadium, and ancillary development.

BUDGET; Stephan Christensen, 209-577-5390, [email protected] ACTION: (Wright/Alvarez; 6/0; Williams Recused) Motion not to extend the Letter of Intent (LOI) with the United Soccer League (USL), LLC, and the construction of a downtown soccer stadium, and ancillary development.

MATTERS TOO LATE FOR THE AGENDA
None.

ADJOURNMENT
This meeting adjourned at 8:20 p.m.

Attest: ____________________________
Diane Nayares-Perez, City Clerk
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- 1 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
ORDINANCE NO. 3815-C.S.

ORDINANCE AMENDING SECTION 3-2.1401.1 OF
ARTICLE 14 OF CHAPTER 2 OF TITLE 3 OF THE

MODESTO MUNICIPAL CODE RELATING TO SPEED
LIMITS
The Council of the City of Modesto does ordain as follows:

SECTION 1. AMENDMENT OF CODE. Section3-2.1401.1 of the Modesto Municipal Code is amended to read as follows:
3-2.1401.1. CHANGE IN SPEED LIMITS SET BY STATE LAW: FOR

PURPOSE OF ENFORCEMENT USING RADAR OR OTHER
ELECTRONIC DEVICE.

By authority of, and upon the basis of engineering and traffic surveys conducted pursuant to Vehicle Code and the Traffic Manual of the Department of Transportation, it is determined that the prima facie speed limits which follow would facilitate the orderly movement of vehicular traffic and would be reasonable and safe.

NAME OF STREET OR DECLARED PRIMA DATE

PORTION AFFECTED FACIE SPEED LIMIT SURVEYED
BANGS AVENUE, between Dale
Road and McHenry Avenue 45 miles per hour August 21, 2025 BELHARBOUR DRIVE, between
Roselle Avenue and Floyd Avenue 25 miles per hour August 27, 2025 BEYER PARK DRIVE, between
Inspiration Drive and Sylvan
Meadows Drive 25 miles per hour August 20, 2025
BLUE BIRD DRIVE, between
Pelandale Avenue and Vintage Drive 25 miles per hour August 14, 2025 BLUE GUM AVENUE, between
Morse Road and Carpenter Road
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- 2 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
*ES14 40 miles per hour December 27, 2019
BODEM STREET, between
Lucern Avenue and Scenic Drive 25 miles per hour August 19, 2025 BOWEN AVENUE, between
Geneva Drive and McHenry Avenue 25 miles per hour August 20, 2025 BRIDGEWOOD WAY, between
Palmwood Drive and Oakdale Road 25 miles per hour August 21, 2025 BRIGGSMORE AVENUE, between
Claus Road and Santa Fe Railroad
Tracks 50 miles per hour August 27, 2025
BRIGGSMORE AVENUE, between
Coffee Road and Oakdale Road 50 miles per hour September 18, 2024

BRIGGSMORE AVENUE,
between McHenry Avenue and
Coffee Road 45 miles per hour September 18, 2024

BRIGGSMORE AVENUE,
Between Oakdale Road and
Claus Road 50 miles per hour September 18, 2024
BRIGGSMORE AVENUE, between
Prescott Road and Tully Road 45 miles per hour September 18, 2024 BRIGGSMORE AVENUE, between
Tully Road and McHenry Avenue 45 miles per hour September 18, 2024 BRIGHTON AVENUE, between
Coffee Road and Scenic Drive 25 miles per hour August 26, 2025 BURNEY STREET, between
Downey Avenue and G Street 25 miles per hour August 19, 2025 CALIFORNIA AVENUE, between
Carpenter Road and Martin
Luther King Drive 30 miles per hour August 19, 2025
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- 48 -
- 3 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
CAPISTRANO DRIVE, between
Pamplona Way to End 25 miles per hour August 19, 2025
CARPENTER ROAD, between Blue
Gum Avenue and Woodland
Avenue *ES14 40 miles per hour December 27, 2019
CARPENTER ROAD, between
Woodland Avenue and Maze
Boulevard 40 miles per hour September 18, 2024
CARPENTER ROAD, between Maze
Boulevard and Paradise Road *ES14 50 miles per hour December 20, 2019 CARVER ROAD, between Bangs
Avenue and Standiford Avenue 30 miles per hour August 20, 2025 CARVER ROAD, between Standiford
Avenue and Briggsmore Avenue 30 miles per hour August 20, 2025 CARVER ROAD, between
Briggsmore Avenue and
9 th Street 30 miles per hour August 21, 2025
CELESTE DRIVE, between Coffee
Road and Oakdale Road 30 miles per hour August 27, 2025 CHEYENNE WAY, between Marsala
Way and Carver Road 25 miles per hour August 21, 2025
CLARATINA AVENUE, between
McHenry Avenue and Oakdale Road
*ES14 50 miles per hour August 6, 2018
CLAUS ROAD, between Sylvan
Avenue and Briggsmore Avenue 50 miles per hour August 27, 2025 CLAUS ROAD, between Briggsmore
Avenue and Scenic Drive *ES14 45 miles per hour December 19, 2019 CLAUS ROAD, between Scenic Drive
and Yosemite Boulevard 45 miles per hour September 18, 2024 #6..
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- 4 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
COFFEE ROAD, between Claratina
Avenue and Sylvan Avenue 35 miles per hour August 20, 2025 COFFEE ROAD, between Sylvan
Avenue and Briggsmore Avenue
*ES14 35 miles per hour December 20, 2019
COFFEE ROAD, between Briggsmore
Avenue and Scenic Drive *ES14 35 miles per hour December 20, 2019 COLLEGE AVENUE, between Bowen
Avenue and Briggsmore Avenue
*ES14 35 miles per hour September 29, 2015
COLLEGE AVENUE, between
Briggsmore Avenue and Needham
Street 30 miles per hour August 27, 2025
CONANT AVENUE, between
Veneman Avenue and Sisk Road 25 miles per hour August 20, 2025 CREEKWOOD DRIVE, between
Claus Road and Yosemite
Boulevard *ES14 30 miles per hour December 27, 2019
CROWS LANDING ROAD, between
7th Street and Hatch Road 35 miles per hour August 14, 2025 CROWS LANDING ROAD, between
Hatch Road and Whitmore Avenue 35 miles per hour December 20, 2019 *ES14
DALE ROAD, between Bangs
Avenue and Kiernan Avenue*ES10 40 miles per hour December 20, 2011 DALE ROAD, between Bangs
Avenue and Snyder Avenue*ES10 35 miles per hour February 1, 2012 DALE ROAD, between Pelandale
Avenue and Standiford Avenue 40 miles per hour August 14, 2025 DERMOND ROAD, between Belharbour
Drive and Merle Avenue 25 miles per hour August 27, 2025 #6..
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- 5 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
EASTRIDGE DRIVE, between
Orangeburg Avenue and Scenic
Drive *ES14 30 miles per hour December 29, 2019
EL VISTA AVENUE, between Scenic
Drive and Yosemite Boulevard 40 miles per hour September 18, 2024 ENCINA AVENUE, between N Santa
Rosa Avenue and N Riverside Drive 25 miles per hour August 20, 2025 EMERALD AVENUE, between Maze
Boulevard and California Avenue 35 miles per hour December 20, 2019 *ES14
EVERGREEN AVENUE, between
Orangeburg Avenue and
Carver Road 30 miles per hour August 21, 2025
FINE AVENUE, between
Esta Avenue and Merle Avenue 30 miles per hour August 27, 2025 FLOYD AVENUE, between McHenry
Avenue and Oakdale Road 25 miles per hour August 21, 2025 FLOYD AVENUE, between Oakdale
Road and Roselle Avenue 35 miles per hour September 18, 2024 FLOYD AVENUE, between Roselle
Avenue and Claus Road 40 miles per hour September 18, 2024 G STREET, between 9th Street and
Burney Street *ES14 25 miles per hour August 7, 2018
G STREET, between 1st Street and
9 th Street 25 miles per hour August 13, 2025
E. GLENN AVENUE, between Crows
Landing Road and Reliance Street 25 miles per hour August 19, 2025 GRANGER AVENUE, between Tully
Road and McHenry Avenue 35 miles per hour December 27, 2019 #6..
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- 6 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
*ES14
GRANGER AVENUE, between
McHenry Avenue and
Sunrise Avenue 35 miles per hour December 27, 2019
*ES14
H STREET, between 1st Street
And 9th street 25 miles per hour August 21, 2025
H STREET, between 9th Street
and Burney Street *ES14 25 miles per hour August 26, 2025 HASHEM DRIVE, between Sylvan
Avenue and Oakdale Road 30 miles per hour August 27, 2025 HATCH ROAD, between Carpenter
Road and Dallas Street 45 miles per hour August 20, 2025 HILLGLENN AVENUE, between
La Force Drive and Roselle Avenue 25 miles per hour August 28, 2025 JEFFERSON STREET, between
Linden Street and Paradise Road 25 miles per hour August 13, 2025 KANSAS AVENUE, between Morse
Road and Rosemore Avenue *ES10 40 miles per hour March 30, 2015 KANSAS AVENUE, between
Rosemore Avenue and Carpenter
Road *ES14 35 miles per hour December 20, 2019
KANSAS AVENUE, between
Carpenter Road and
Emerald Avenue *ES14 35 miles per hour December 20, 2019 KANSAS AVENUE, between Emerald
Avenue and Franklin Street*ES10 30 miles per hour December 20, 2011 KODIAK DRIVE, between La Force
Drive and Fine Avenue 25 miles per hour August 27, 2025 LA LOMA AVENUE, between Burney
Street and Yosemite Boulevard 30 miles per hour September 18, 2024 #6..
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- 7 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
LAKEWOOD AVENUE, between
Briggsmore Avenue and
Scenic Drive *ES14 40 miles per hour December 20, 2019
LILLIAN DRIVE, between
E Orangeburg Avenue and
Scenic Drive 25 miles per hour August 26, 2025
LINCOLN AVENUE, between Dry
Creek and Yosemite Boulevard 35 miles per hour August 20, 2025 LINCOLN OAK DRIVE, between
Kodiak Drive and Merle Avenue 25 miles per hour August 27, 2025 LITT ROAD, between City Limit
and Kodiak Drive 30 miles per hour August 27, 2025
MABLE AVENUE, between Coffee
Road and Oakdale Road 30 miles per hour August 20, 2025 MAID MARIANE LANE, between
Sharon Avenue and Merle Avenue 25 miles per hour August 28, 2025 MANOR OAK DRIVE, between
Oakdale Road and Lincoln Oak Drive 25 miles per hour August 28, 2025

MARTIN LUTHER KING DRIVE,
between Maze Boulevard and
Paradise Road 25 miles per hour August 20, 2025

MARTIN LUTHER KING DRIVE,
Between Maze Boulevard and
Elm Avenue 25 miles per hour August 13, 2025
MCCLURE ROAD, between Dry
Creek Drive and Yosemite Ave 25 miles per hour August 20, 2025 MERLE AVENUE, between Oakdale
Road and Roselle Avenue 30 miles per hour August 28, 2025 MERLE AVENUE, between Roselle
Avenue and Claus Road *ES14 35 miles per hour December 20, 2019 #6..
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- 8 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
MILLBROOK AVENUE, between
Sylvan Avenue and Floyd Avenue 25 miles per hour August 27, 2025 MILLER AVENUE, between La Loma
Avenue and El Vista Avenue *ES14 35 miles per hour December 27, 2019 MITCHELL ROAD, between Finch
Road and the southerly City limits 50 miles per hour December 29, 2011 *ES10
MORRIS AVENUE, between McHenry
Avenue and Coffee Road 30 miles per hour August 21, 2025 MORSE ROAD, between Blue Gum
Avenue and Kansas Avenue 40 miles per hour August 20, 2025 MT. VERNON DRIVE, between
Prescott Road and College Avenue 30 miles per hour August 20, 2025 NEECE DRIVE, between Tuolumne
Boulevard and Rouse Avenue 30 miles per hour August 19, 2025 NEEDHAM STREET, between College
Avenue and L Street 35 miles per hour August 20, 2025
NORWEGIAN AVENUE, between
McHenry Avenue and Coffee Road 35 miles per hour December 20, 2019 *ES14
OAKDALE ROAD, between
Mable Road and 45 miles per hour January 8, 2020
Sylvan Avenue *ES14
OAKDALE ROAD, between Sylvan
Avenue and Briggsmore Avenue 45 miles per hour August 28, 2025 OAKDALE ROAD, between
Briggsmore Avenue and
Scenic Drive 40 miles per hour September 18, 2024
ORANGEBURG AVENUE, between
Briggsmore Avenue and
Martin Avenue 35 miles per hour September 18, 2024
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- 9 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
ORANGEBURG AVENUE, between
Martin Avenue and McHenry
Avenue 35 miles per hour September 18, 2024
ORANGEBURG AVENUE, between
McHenry Avenue and Coffee Road 40 miles per hour September 18, 2024 ORANGEBURG AVENUE, between
Coffee Road and Oakdale Road 35 miles per hour September 18, 2024 ORANGEBURG AVENUE, between
Oakdale Road and Lakewood
Avenue 35 miles per hour September 18, 2024
ORANGEBURG AVENUE, between
Lakewood Avenue and Held Drive 35 miles per hour August 27, 2025 PALMWOOD DRIVE, between
Sylvan Meadows Drive and
Sylvan Avenue 25 miles per hour August 21, 2025
PARADISE ROAD, between
Carpenter Road and Martin
Luther King Drive 30 miles per hour August 14, 2025
PARADISE ROAD, between
Martin Luther King Drive and
First Street 30 miles per hour August 14, 2025
PARKER ROAD, between
Santa Fe and Church Street *ES14 50 miles per hour December 19, 2019 PELANDALE AVENUE, between
Sisk Road and Dale Road 50 miles per hour September 18, 2024 PELANDALE AVENUE, between
Dale Road and McHenry Avenue 55 miles per hour August 20, 2025 PENNY LANE, between Capistrano
Drive and McClure Road 25 miles per hour August 20, 2025 #6..
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- 10 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
PLAZA PARKWAY, between
Sisk Road to Prescott Road 30 miles per hour August 28, 2025 POUST ROAD, between
Blue Gum Avenue and
Woodland Avenue 25 miles per hour August 28, 2025
PRESCOTT ROAD, between Bangs
Avenue and Standiford Avenue 40 miles per hour August 21, 2025 PRESCOTT ROAD, between
Standiford Avenue and
Rumble Road 40 miles per hour September 17, 2024
PRESCOTT ROAD, between Rumble
Road and Briggsmore Avenue 35 miles per hour September 18, 2024 RIVERSIDE DRIVE, between
Edgebrook Drive and Yosemite
Boulevard 25 miles per hour August 20, 2025
ROSE AVENUE, between Floyd
Avenue and Briggsmore Avenue 30 miles per hour August 27, 2025 ROSE AVENUE, between
Briggsmore Avenue and
Scenic Drive 30 miles per hour August 26, 2025
ROSEBURG AVENUE, between
Carver Road and McHenry Avenue 30 miles per hour August 27, 2025 ROSEBURG AVENUE, between
McHenry Avenue and
Sunrise Avenue *ES14 30 miles per hour December 27, 2019 ROSELLE AVENUE, between Sylvan
Avenue and Floyd Avenue *ES14 45 miles per hour December 27, 2019 ROSELLE AVENUE, between Floyd
Avenue and Briggsmore Avenue 45 miles per hour December 27, 2019 *ES14
#6..
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- 11 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
ROSEMORE AVENUE, between
Blue Gum Avenue and
Kansas Avenue 30 miles per hour August 27, 2025
ROUSE AVENUE, between
Colorado Avenue and
Neece Drive *ES14 30 miles per hour December 20, 2019
RUMBLE ROAD, between Sisk
Road and Conant Avenue *ES14 30 miles per hour August 7, 2018 RUMBLE ROAD, between Conant
Avenue and Tully Road *ES14 30 miles per hour December 27, 2019 RUMBLE ROAD, between Tully
Road and McHenry Avenue 30 miles per hour December 27, 2019 *ES14
RUMBLE ROAD, between McHenry
Avenue and Hashem Drive 25 miles per hour August 28, 2025 SANTA CRUZ AVENUE, between
Yosemite Boulevard and
Legion Park Drive *ES14 30 miles per hour December 27, 2019 SCENIC DRIVE, between Burney
Street and Coffee Road 30 miles per hour September 18, 2024 SCENIC DRIVE, between Coffee
Road and Oakdale Road 40 miles per hour September 18, 2024 SCENIC DRIVE, between Oakdale
Road and Lakewood Avenue *ES14 40 miles per hour December 20, 2019 SCENIC DRIVE, between Lakewood
Avenue and Lillian Drive 40 miles per hour September 18, 2024 SCENIC DRIVE, between Lillian
Drive and Claus Road 40 miles per hour September 18, 2024 SHARON AVENUE, between Millbrook
Avenue and Fine Avenue 25 miles per hour August 28, 2025 #6..
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- 12 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
SIERRA DRIVE, between G Street
and 7th Street *ES14 30 miles per hour December 27, 2019 SISK ROAD, between Pelandale
Avenue and Standiford Avenue 40 miles per hour August 14, 2025 SISK ROAD, between Standiford
Avenue and Briggsmore Avenue 40 miles per hour August 14, 2025 SNYDER AVENUE, between
Blue Bird Drive and Prescott Road 30 miles per hour August 14, 2025 SNYDER AVENUE, between
Prescott Road and Tully Road 30 miles per hour August 20, 2025 SONOMA AVENUE, between
Orangeburg Avenue and
Scenic Drive 25 miles per hour August 25, 2025
STANDIFORD AVENUE, between
Sisk Road and Prescott Road *ES14 45 miles per hour December 20, 2019 STANDIFORD AVENUE, between
Prescott Road and Tully Road *ES14 40 miles per hour December 20, 2019 STANDIFORD AVENUE, between
Tully Road and McHenry Avenue 40 miles per hour December 20, 2019 *ES14
SUNRISE AVENUE, between
Floyd Avenue and Lucern Avenue
*ES14 30 miles per hour December 20, 2019
SUTTER AVENUE, between Paradise
Road and Robertson Road *ES14 30 miles per hour December 20, 2019 SYLVAN AVENUE, between
McHenry Avenue and Coffee Road 45 miles per hour December 20, 2019 *ES14
SYLVAN AVENUE, between Coffee
Road and Oakdale Road *ES14 45 miles per hour December 20, 2019 #6..
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- 13 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
SYLVAN AVENUE, between Oakdale
Road and Roselle Avenue *ES14 50 miles per hour December 19, 2019 SYLVAN AVENUE, between
Roselle Avenue and Claus Road 45 miles per hour August 27, 2025 SYLVAN MEADOWS DRIVE, between
Dragoo Park Drive and Palmwood
Drive 25 miles per hour August 21, 2025
TEMESCAL DRIVE, between
Kodiak Drive and Merle Avenue 25 miles per hour August 27, 2025 TENAYA DRIVE, between Empire
Avenue and the easterly city limit
on Tenaya Drive *ES10 30 miles per hour December 29, 2011 TIOGA DRIVE, between Conejo
Avenue and Legion Park Drive 30 miles per hour August 21, 2025 TULLY ROAD, between Bangs
Avenue and Standiford Avenue 40 miles per hour August 21, 2025 TULLY ROAD, between Standiford
Avenue and Briggsmore Avenue 35 miles per hour September 18, 2024 TULLY ROAD, between Briggsmore
Avenue and Coldwell Avenue 35 miles per hour September 18, 2024 TULLY ROAD, between Coldwell
Avenue and 9th Street 35 miles per hour September 18, 2024

TUOLUMNE BOULEVARD,
between Paradise Road and
7th Street *ES14 40 miles per hour December 20, 2019
UNION AVENUE, between Tully
Road and McHenry Avenue 30 miles per hour August 28, 2025 VENEMAN AVENUE, between Dale
Road and Synder Avenue 25 miles per hour August 21, 2025 #6..
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- 14 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
VIRGINIA AVENUE, between
Roseburg Avenue and Needham
Street 30 miles per hour August 21, 2025
WASHINGTON STREET, between
Maze Boulevard and First Street 25 miles per hour August 13, 2025 WHITMORE AVENUE, between
Ustick Road and Crows
Landing Road *ES14 45 miles per hour December 27, 2019
WHITMORE AVENUE, between
Crows Landing Road and
Morgan Road *ES14 45 miles per hour December 27, 2019
WOODLAND AVENUE, between
Morse Road and Carpenter Road 35 miles per hour January 2, 2020 *ES14
WOODLAND AVENUE, between
Carpenter Road and 9th Street 35 miles per hour August 27, 2025 WOODROW AVENUE, between
Tully Road and McHenry Avenue 30 miles per hour August 28, 2025 WOOD SORREL DRIVE, between
Sylvan Avenue and Hillglen Avenue 25 miles per hour August 28, 2025 WYLIE DRIVE, between Brighton
Avenue and Oakdale Road 25 miles per hour August 26, 2025 5TH STREET, between L Street
and Sierra Drive *ES14 35 miles per hour December 20, 2019 6TH STREET, between M Street
and Sierra Drive *ES10 30 miles per hour February 26, 2015 7TH STREET BRIDGE, between
B Street and River Road 25 miles per hour August 7, 2018 9TH STREET, between Carpenter
Road and Tully Road 40 miles per hour August 19, 2025
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- 15 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
9TH STREET, between Tully Road
and L Street *ES14 35 miles per hour December 20, 2019
9TH STREET, between D Street
and Morton Boulevard *ES14 35 miles per hour December 30, 2019

SAFETY CORRIDORS
BODEM STREET, between Lucern Avenue and Scenic Drive
COFFEE ROAD, between Claratina Avenue and Sylvan Avenue COFFEE ROAD, between Sylvan Avenue and Briggsmore Avenue COFFEE ROAD, between Briggsmore Avenue and Scenic Drive CREEKWOOD DRIVE, between Claus Road and Yosemite Boulevard EL VISTA AVENUE, between Yosemite Avenue and Scenic Drive FLOYD AVENUE, between McHenry Avenue and Oakdale Road
MARTIN LUTHER KING DRIVE, between Elm Drive and Maze Boulevard MARTIN LUTHER KING DRIVE, between Maze Boulevard and Paradise Road ORANGEBURG AVENUE, between Briggsmore Avenue and Martin Avenue ORANGEBURG AVENUE, between Martin Avenue and McHenry Avenue RUMBLE ROAD, between Sisk Road and Conant Avenue
RUMBLE ROAD, between Conant Avenue and Tully Road
RUMBLE ROAD, between Tully Road and McHenry Avenue
RUMBLE ROAD, between McHenry Avenue and Hashem Drive
PRESCOTT ROAD, between Standiford Avenue and Rumble Road #6..
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- 16 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
PRESCOTT ROAD, between Rumble Road and Briggsmore Avenue SCENIC DRIVE, between Burney Street and Coffee Road
SCENIC DRIVE, between Coffee Road and Oakdale Road
SCENIC DRIVE, between Oakdale Road and Lakewood Avenue
SCENIC DRIVE, between Lakewood Avenue and Lillian Drive SCENIC DRIVE, between Lillian Drive and Claus road
SUTTER AVENUE, between Paradise Road and Robertson Road TULLY ROAD, between Bangs Avenue and Standiford Avenue
TULLY ROAD, between Standiford Avenue and Briggsmore Avenue TULLY ROAD, between Briggsmore Avenue and Coldwell Avenue TULLY ROAD, between Coldwell Avenue and 9th Street

SCHOOL ZONE REDUCED SPEED LIMITS
ARDIA AVENUE, between N McClure Road
And Creekwood Drive 15 miles per hour
BEAR CUB LANE, between Kodiak Dr
and Hillglen Avenue 15 miles per hour
BOWEN AVENUE, between Fremont Avenue
and College Avenue 15 miles per hour
BOWIE AVENUE, between School Ave
and El Paso Ave 15 miles per hour
BRADY AVENUE, between Coldwell Ave
and Griswold Ave 15 miles per hour
BRIGHTON AVENUE, between Locke Road
And Wylie Drive 15 miles per hour
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- 17 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
CALIFORNIA AVENUE, between
Champagne Lane and S. Emerald Ave 15 miles per hour
CAPISTRANO DRIVE, between Poppypatch Drive
And Penny Lane 15 miles per hour
CELESTE DRIVE, between Vera Cruz Drive
And Presidio Avenue 15 miles per hour
CHAPPARAL PLACE, between October Way
and Poust Road 15 miles per hour
CHEYENNE WAY, between Seminole Lane
and Agate Drive 15 miler per hour
COLDWELL AVENUE, between Brady Ave
and Enslen Ave 15 miles per hour
COLLEGE AVENUE, between Ulrich Avenue
And W. Orangeburg Avenue 15 miles per hour
COLFAX AVENUE, between Roble Avenue
And Encina Avenue 15 miles per hour
CONANT AVENUE, between Budd Street
and Southridge Drive 15 miles per hour
N. CONEJO AVENUE, between Haddon Ave
and Encina Ave 15 miles per hour
ELSIE STREET, between Hudson Lane
And Sutter Avenue 15 miles per hour
ENCINA AVENUE, between El Vista Avenue
And Colfax Avenue 15 miles per hour
ENCINA AVENUE, between North Conejo Ave
and Severin Ave 15 miles per hour
ENSLEN AVENUE, between Coldwell Ave
And Griswold Ave 15 miles per hour
ESCUELITA AVENUE, between North
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- 18 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
Santa Ana Avenue and Las Palmas Avenue 15 miles per hour FINE AVENUE, between Landing Way
and Mallard Lane 15 miles per hour
FINE AVENUE, between Merle Avenue
And Banyan Tree Court 15 miles per hour
FLOYD AVENUE, between Langford Avenue
and Maxine Drive 15 miles per hour
GLENN AVENUE, between Las Vegas
Street and Rutherford Street 15 miles per hour
HAMMOND STREET, between Robertson
Road and Red Pine Drive 15 miles per hour
HUDSON LANE, between Northern Limit
And Elsie Street 15 miles per hour
JANET DRIVE, between Sheldon Drive
And Innsbrook Drive 15 miles per hour
JANNA AVENUE, between Blanche Street
And Trent Drive 15 miles per hour
KIDD AVENUE, between October Way
And Poust Road 15 miles per hour
KIRSCHEN DRIVE, between Crippen Avenue
And Pine Tree Lane 15 miles per hour
KODIAK DRIVE, between Litt Road
And Fine Avenue 15 miles per hour
KODIAK DRIVE, between Brookside Drive
and Temescal 15 miles per hour
LAS VEGAS STREET, between Butte
Avenue and Glenn Avenue 15 miles per hour
LILLIAN DRIVE, between E Orangeburg Avenue
And Laramie Drive 15 miles per hour
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- 19 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
LUCERN AVENUE, between Coffee Road
and El Camino Avenue 15 miles per hour
MABLE AVENUE, between Tapestry Drive
And Palmwood Drive 15 miles per hour
MAID MARIANE LANE, between Friar Truck
Way and Sharon Avenue 15 miles per hour
N MCCLURE ROAD, between Mechalys Way
And Ardia Avenue 15 miles per hour
MECHALYS WAY, between N McClure Road
And Creekwood Drive 15 miles per hour
MERLE AVENUE, between Oakdale Road
And Woodcrest Way 15 miles per hour
MIDDLEBORO PLACE, between Eastridge Drive
And Lakewood Avenue 15 miles per hour
MONTEREY AVENUE, between Kerr
Avenue and Empire Avenue 15 miles per hour
MOUNT VERNON DRIVE, between Fay Avenue
And Earlmar Drive 15 miles per hour
NAPIER DRIVE, between Annapolis Avenue
And Woodrow Avenue 15 miles per hour
NORTHVIEW DRIVE, between Mable Avenue
And Sylvan Meadows Drive 15 miles per hour
PALMWOOD DRIVE, between Sylvan Meadows Drive
And Sylvan Avenue 15 miles per hour
PARADISE ROAD, between 1st Street
And Yosemite Avenue 15 miles per hour
PATTON DRIVE, between Shawnee Drive
And Warmerdam Lane 15 miles per hour
PEQUINO AVENUE, between Las Palmas
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- 20 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
Avenue and N. Santa Ana Avenue 15 miles per hour
POUST AVENUE, between Sussex Place
And Scandia Court 15 miles per hour
ROSINA AVENUE, between Haddon Avenue
And Encina Avenue 15 miles per hour
ROBERTSON ROAD, between Pine Tree Lane
and Hammond Street 15 miles per hour
ROBLE AVENUE, between El Vista Avenue
And Colfax Avenue 15 miles per hour
ROSE AVENUE, between Crestview Drive
And Wylie Drive 15 miles per hour
E. RUMBLE ROAD, between Niabell Place
And Hampshire Lane 15 miles per hour
W. RUMBLE ROAD, between Conant
Avenue and Holiday Lane 15 miles per hour
W. RUMBLE ROAD, between Napier Drive
And Tully Road 15 miles per hour
WYLIE DRIVE, between Muirswood Way
and Orchid Avenue 15 miles per hour
N. SANTA ANA AVENUE, between La Loma
Avenue and Yosemite Boulevard 15 miles per hour
SCHOOL AVENUE, between Crows Landing
Road and Bowie Avenue 15 miles per hour
SHARON AVENUE, between Maid Mariane
Lane and Fine Avenue 15 miles per hour
SHAWNEE DRIVE, between Cheyenne Way
and Patton Drive 15 miles per hour
SHELDON DRIVE, between Carver Road
And Pembroke Drive 15 miles per hour
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- 21 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
SONOMA AVENUE, between East Orangeburg
Avenue and Laramie Drive 15 miles per hour
SUNRISE AVENUE, between East Granger
Avenue and East Orangeburg Avenue 15 miles per hour
SUNRISE AVENUE, between Tokay Avenue
And Charles Avenue 15 miles per hour
SUTTER AVENUE, between Rouse Avenue
and Chicago Avenue 15 miles per hour
TERESA STREET, between Seasons Way
and Grape Avenue 15 miles per hour
TOKAY AVENUE, between O’Farrel Avenue
And La Cienega Drive 15 miles per hour
VERA CRUZ DRIVE, between Ensenada Drive
and Celeste Drive 15 miles per hour
WARM SPRINGS DRIVE, between Eastport
Drive and Mercer Drive 15 miles per hour
WISDOM WAY, between Merle Avenue
and Southern Limit 15 miles per hour
WOODROW AVENUE, between Colonial Drive
And Fremont Street 15 miles per hour
WOODROW AVENUE, between Colonial Drive
And Load Avenue 25 miles per hour
(Extension)
WOODROW AVENUE, between Tully
Road and Lord Avenue 15 miles per hour
*EXTEND SURVEY (ES) 7, 14 years per California Vehicle Code section 40802.

SECTION 2. SEVERABILITY . If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions #6..
- 67 -
- 22 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
or applications of this Ordinance, which can be given effect without the invalid provision or application, and to this end, the provisions of this Ordinance are severable. This City Council declares that it would have adopted this Ordinance irrespective of the invalidity of any particular portion thereof and intends that the invalid portions should be severed and the balance of the Ordinance be enforced.

SECTION 3. EFFECTIVE DATE. This ordinance shall go into effect and be in full force and operation from and after thirty (30) days after its final passage and adoption.

SECTION 4. SAVINGS. The provisions of this ordinance shall not affect any proceedings, suit or prosecution heretofore or hereafter commenced under the provisions of the Municipal Code as they existed prior to the effective date of this ordinance. No offense committed and no liability, penalty or forfeiture, either civilly or criminally incurred under the provisions of the Municipal Code as they existed prior to the effective date of this ordinance shall be discharged or affected by the adoption of this ordinance; but prosecutions and suits for such offenses, liabilities, penalties or forfeitures shall be instituted or proceeded with in all respects as if this ordinance had not been adopted.

SECTION 5. PUBLICATION. At least two (2) days prior to its final adoption, copies of this ordinance shall be posted in at least three (3) prominent and distinct locations in the City; and a notice shall be published once in The Modesto Bee, the official newspaper of the City of Modesto, setting forth the title of this ordinance, the date of its introduction and the places where this ordinance is posted.
#6..
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- 23 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026
The foregoing Ordinance was introduced at a regular meeting of the Council of the City of Modesto held on the 9th day of June, 2026, by Council Member Wright, who moved its introduction and passage to print, which motion being duly seconded by Council Member Williams, was upon roll call carried and the ordinance adopted by the following vote:

AYES: Councilmembers: Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
NOES: Councilmembers: None
ABSENT: Councilmembers: None
APPROVED: _____________________________
SUE ZWAHLEN, Mayor
ATTEST:

By: _________________________________
DIANE NAYERES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:

By: _________________________________
JOSE M. SANCHEZ, City Attorney
#6..
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- 24 - ORDINANCE NO. 3815-C.S.

EFFECTIVE DATE: July 23, 2026

FINAL ADOPTION CLAUSE
The foregoing Ordinance, having been published as required by the Charter of the City of Modesto, and coming on for final consideration at the regular meeting of the Council of the City of Modesto held on the 23rd day of June, 2026, Councilmember XX moved its final adoption, which motion being duly seconded by Councilmember XX, was upon roll call carried and the Ordinance adopted by the following vote:

AYES: Councilmembers: Alvarez, Bavaro Escutia-Braaton, Ricci, Williams, Wright Mayor Zwahlen
NOES: Councilmembers: None
ABSENT: Councilmembers: None
APPROVED: ________________________

SUE ZWAHLEN, MAYOR
ATTEST: ___________________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
Effective Date: July 23, 2026
#6..
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CITY OF MODESTO
ORDINANCE NO. 3815-C.S.

The following Ordinance was introduced by the City Council of the City of Modesto at the meeting of June 9, 2026:

ORDINANCE AMENDING SECTION 3-2.1401.1 OF
ARTICLE 14 OF CHAPTER 2 OF TITLE 3 OF THE

MODESTO MUNICIPAL CODE RELATING TO SPEED
LIMITS
Copies of the above-mentioned ordinance are posted at the following locations:
• Tenth Street Place, 1010 10th Street
• Neighborhood Center at Marshall Park, 420 Chicago Ave. • Senior Citizen Center, 211 Bodem Street
Diane Nayares-Perez
City Clerk
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CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
Date: May 7, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Cash Handling Internal Controls Testing Report CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:

Consider accepting the Cash Handling Internal Controls Testing Report dated March 26, 2026. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2025-2026 Strategic Plan Goal J: Build a high performance-organization.

BACKGROUND:

City Council approved a Cash Handling Internal Controls Testing as part of the Fiscal Year (FY) 2025-2026 Internal Audit work plan.

DISCUSSION:

The internal control review evaluated the City’s cash handling processes. The review focused on controls related to cash receipts, deposit preparation, physical security, storage, safeguarding of funds, reconciliations, segregation of duties, and the recording and documentation of transactions. The report contains three recommendations for the City’s cash handling internal control framework:
• Counterfeit Currency Detection: We recommend the City standardize counterfeit detection practices by enforcing the requirement to verify all currency of $5 and above and by providing updated, documented training for all cash handling staff.
• Safeguarding of Assets: The City should ensure that all cash and checks are always secured in a locked location, even when stored in restricted or camera‑monitored areas.
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City Council, June 23, 2026
Acceptance of the Cash Handling Internal Controls Testing Report

• Unsecured Storage of Cash Deposits: The City should store all cash in a locked, access-restricted drawer or safe in accordance with Government Finance Officers Association (GFOA) best practices and City policy. The City should also update procedures to prohibit unsecured storage and ensure staff consistently follow secure cash-handling practices.

This performance audit was completed under Generally Accepted Government Auditing Standards (GAGAS).

FISCAL IMPACT:

This review was budgeted for $30,000 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 April 22, 2026. The Audit Committee moved to forward to the City Council for acceptance.

CEQA/NEPA REQUIREMENTS:

This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.

RECOMMENDED COUNCIL ACTION:

Staff Recommendations:

Motion to accept the Cashing Handling Internal Controls Testing Report.

Approved by:

Colleen Rozillis, City Auditor
Joseph P. Lopez, City Manager
Attachments:

1. Cash Handling Internal Controls Testing Report 03-26-26. #7..
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As of June 3, 2025, Moss Adams LLP has merged with Baker Tilly.

FINAL REPORT

CASH HANDLING INTERNAL CONTROLS REVIEW
March 26, 2026
Baker Tilly Advisory Group, LP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
#7..
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Cash Handling Internal Controls Review Report

FOR INTERNAL USE OF CITY OF MODESTO ONLY
Table of Contents
I. Executive Summary 1
A. Introduction 1
B. Summary of Findings 1
II. Scope and Methodology 3
A. Procedures Performed 3
B. Statement of Compliance with Generally Accepted Government Auditing Standards (GAGAS) 4
III. Commendations 5
A. Modesto PD and Building Safety 5
B. Cashiering Division 5
C. Creekside Pro Shop 6
D. City Clerk – Passport Area 6
IV. Findings and Recommendations 7
A. Counterfeit Currency Detection 7
B. Safeguarding of Assets 9
C. Unsecured Storage of Cash Deposits 11
V. Process Improvement Opportunities 13
A. Safeguarding of Cash 13
B. Deposits by Satellite Locations 14
C. Bait Money 14
D. Change Fund Reconciliation 15
E. Cash Drawer Daily Close 16
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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Cash Handling Internal Controls Review Report | 1

FOR INTERNAL USE OF CITY OF MODESTO ONLY
I. Executive Summary
A. Introduction
As part of the Fiscal Year 2025 - 2026 Internal Audit Program, the Modesto City Auditor, Baker Tilly, conducted an internal controls review of the City of Modesto’s (the City) cash-handling processes. On January 14 and 15, 2026, we performed unannounced, in-person cash counts and walkthroughs at selected City locations that handle cash, change funds, or petty cash drawers. These City locations included:
 Creekside Pro Shop
 Modesto Police Department (PD)
 City Clerk – Passport Area
 Building Safety
 Cashiering Division
 Parks and Recreation
 Senior Center (satellite location of Parks and Recreation)  Mary Grogan Park (satellite location of Parks and Recreation) The purpose of these cash counts was to evaluate the design and operating effectiveness of key internal controls over cash handling at each City location. The review focused on controls related to cash receipts, deposit preparation, physical security, storage, safeguarding of funds, reconciliations, segregation of duties, and the recording and documentation of transactions. By conducting unannounced visits, the review aimed to observe real-time practices, identify gaps that may not be evident during scheduled reviews, and assess whether procedures are consistently followed across locations.

B. Summary of Findings
Based on the procedures performed, we identified three findings related to the City’s cash handling internal control framework. A summary of these findings is included below.

1. Finding Counterfeit currency detection practices are not applied consistently across City locations, as different locations use varying thresholds for verifying bills. These inconsistencies indicate that staff are not uniformly following the City’s established policy requirements.

Recommendation We recommend the City standardize counterfeit detection practices by enforcing the requirement to verify all currency of $5 and above and by providing updated, documented training for all cash handling staff. This training should also be incorporated into onboarding to ensure consistent compliance across all locations.
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Cash Handling Internal Controls Review Report | 2

FOR INTERNAL USE OF CITY OF MODESTO ONLY

2. Finding During our remote interviews with the Finance Department, we inquired about any concerns related to current practices surrounding asset safeguarding.

Finance Department reported that the City’s Cashiering Division leaves checks unattended in a secured, badge-access area monitored by cameras. They also noted that change fund drawers remain unattended for approximately 30 minutes in an area not directly covered by camera surveillance, both at the end of the day before being taken to the vault and in the morning when drawers are removed from the vault and placed out for staff to retrieve.

Recommendation During our cash count, we inspected the location where these drawers are kept and confirmed that cash remains unsecured at the end of the day and in the morning, with no camera surveillance covering the specific area where the change fund drawers sit. Additionally, we observed that checks received at the customer service window were left on top of the desk instead of being placed in a locked drawer, and undeposited mailed checks were left on employees’ desks while staff were away for breaks or lunch.

3. Finding Golf cart rental cash deposits are being stored in an unsecured, unlocked drawer, leaving the funds vulnerable to loss, theft, or misuse and failing to comply with required cash safeguarding practices established by the Government Finance Officers Association (GFOA) and the City’s internal Cash Handling Policy.

Recommendation The City should store all cash in a locked, access-restricted drawer or safe in accordance with GFOA best practices and City policy. The City should also update procedures to prohibit unsecured storage and ensure staff consistently follow secure cash-handling practices.
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Cash Handling Internal Controls Review Report | 3

FOR INTERNAL USE OF CITY OF MODESTO ONLY
II. Scope and Methodology
The scope of the cash counts focused on evaluating key internal controls over cash handling. To gain an understanding of the City’s processes, controls, and overall management of cash-handling activities, we conducted remote interviews with the Finance Department and on-site interviews with City employees involved in cash handling, reviewed the City’s current Cash Handling Policy and other petty cash/change fund procedures, and performed unannounced cash counts at selected locations.

A total of eight City locations were selected for on-site cash counts. Four locations were selected by the City based on their assessment of locations that pose the highest risk, and the remaining four locations were judgmentally selected by Baker Tilly based on feedback obtained during our virtual interviews.

A. Procedures Performed
The procedures performed included determining the following based off best practices and the City’s current Cash Handling Policy and other petty cash/change fund procedures:

CASH DRAWER SECURITY AND ACCESS CONTROLS
 Cash drawers were locked whenever cash handlers were away from their workstations.  Keys and safe combinations were properly secured and maintained separately from cash drawers.
 Each cash handler was assigned their own cash drawer.  The number of individuals with access to change or petty cash drawers was reasonable and appropriately limited.

SAFEGUARDING OF CASH AND CHECKS
 Cash and checks were stored in a locked, fire-resistant, or otherwise secured location.  Checks were restrictively endorsed immediately upon receipt.  Cashiers had access to counterfeit detection pens and marked bills of $5 or greater.  Bait money ($3) was included in drawers for locations with customer-facing windows.

CASH HANDLING AND TRANSACTION PROCESSING
 Cashiers confirmed base funds when opening and closing registers.  Receipts were provided to customers for every transaction.  The City’s system retained an electronic copy of each customer receipt.  Voided transactions and refunds were properly documented and approved by supervisors or managers.
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Cash Handling Internal Controls Review Report | 4

FOR INTERNAL USE OF CITY OF MODESTO ONLY

RECONCILIATIONS AND BALANCING
 Cash on hand reconciled to the cash receipt system.
 Overages or shortages were supported with documentation and explanations.  Change and petty cash drawers were reconciled bi-weekly per policy.  Deposits were logged and accounted for.
 Closing reports from the prior business day were approved by a second reviewer.

DEPOSITS AND DOCUMENTATION
 Supporting documentation for all deposits submitted to the Cashiering Division was properly retained.
 The Cashiering Division independently recalculated and logged all deposits received from other locations.
 The Cashiering Division’s most recent bank deposit complied with the City’s daily deposit policy.

In addition to the above procedures, we performed a walkthrough over seized cash at the Modesto PD Seized Asset Division. The walkthrough and procedures performed included the following:
 We verified that seized cash was being stored and safeguarded in a locked and restricted area.  We confirmed that all seized cash was logged and properly accounted for.  We reviewed the most recently issued documentation for cash authorized for deposit to the Cashiering Division to ensure the required reviews and approvals were in place.  We verified that all seized cash was inventoried consistently, including documentation for counts, discrepancies, or losses.
 We selected a sample of five selections from floor to sheet to ensure cash located in the vault was being properly tracked and accounted for.
 We assessed whether comprehensive policies existed regarding the retention policy for seized cash and confirmed that such expectations were documented.  Statement of Compliance with GAGAS
B. Statement of Compliance with Generally Accepted Government Auditing Standards (GAGAS)
We conducted this cash handling 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. Baker Tilly 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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III. Commendations
Although the focus of this review was to identify opportunities for improvement, it is important to note the areas of commendable operations. The City should be commended for the following accomplishments:

A. Modesto PD and Building Safety
Both locations demonstrated strong and reliable performance across all major cash-handling procedures performed. Cash was safeguarded through proper single-control custody, locked drawers, secure dual-custody key practices, and locked, fire-resistant storage. Cash balances remained within assigned limits, receipts were retained, customer receipts appeared to be consistently issued, and cash reconciled accurately with system records. Access to cash funds was appropriate, and counterfeit-prevention practices were fully in place, including the use of counterfeit detection pens and proper documentation for any suspected counterfeit bills. Cash reconciliation procedures, including the review and approval of any overage or shortage activity, were followed as required.

Building Safety was one of the few locations that maintained bait money within its drawer, as it operates a customer-facing window. Overall, these locations demonstrated comprehensive and disciplined adherence to cash handling, reconciliation, and oversight standards.

In addition, the Modesto PD walkthrough of seized cash demonstrated strong documentation and a well-controlled process. Seized cash was securely stored, accurately logged, and consistently inventoried with appropriate supporting documentation. We reviewed recent authorization records for deposits to the Cashiering Division and confirmed that reviews and approvals were properly completed. We also selected five items from the vault and successfully traced each one to the system records, confirming complete tracking and accountability. Guidance on cash retention and deposit requirements was clearly documented and understood. Overall, no issues were identified, and Modesto PD demonstrated reliable adherence to established seized cash controls.

B. Cashiering Division
The Cashiering Division demonstrated good control over its cash-handling activities, supported by secure dual-custody key practices, locked and fire-resistant storage, and drawers being secured in the vault overnight. Cash balances remained within assigned limits, receipts were retained, and staff ensured appropriate access to change funds. Counterfeit-prevention procedures were followed, including the use of counterfeit detection pens and the required documentation when counterfeit bills were identified. Change-fund reconciliation and overage/shortage review processes were completed as required. Daily operational controls were also effective, including timely deposits, proper review of reconciliation and closing reports, and second-level oversight. Additionally, the Cashiering Division maintains thorough deposit documentation, including a log for all deposits received from other City locations. For these deposits, the division performs accurate recalculations and retains supporting documentation, including evidence of second-level review. Additionally, this division maintained bait money within its drawers, as it operates a customer-facing window. Overall, the division maintained disciplined and well-documented cash-handling and oversight practices. #7..
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Employees from the Finance Department accompanied us during cash counts at all locations to observe the process firsthand and gain a broader understanding of cash-handling practices across the City. Through these cash counts, the employees demonstrated a strong willingness to learn from the project and showed genuine interest in identifying opportunities for improvement and offering recommendations based on the observations made. Their active engagement reflects a commendable commitment to strengthening and enhancing cash-handling practices Citywide.

In addition to their engagement during the cash counts, we also reviewed the Cashiering Teams internal site audit reports on cash handling. These reviews showed a clear level of thoroughness and consistency in their approach, as well as an overall understanding of the City’s Cash Handling Policy and related best practices.

C. Creekside Pro Shop
The site demonstrated good performance across nearly all procedures performed, including proper locking of change fund drawers (with the exception of deposit money not being kept in a locked area as documented under finding number three), cash levels remaining within assigned limits, strong dual-custody key management, accurate reconciliations, consistent receipt issuance, and proper restrictive check handling. Petty cash/change fund reconciliations were performed. Deposit-related controls such as a second-level review were in place.

D. City Clerk – Passport Area
The City Clerk’s office maintained good control over its cash-handling activities. Cash was properly secured (with the exception noted in the Process Improvement Opportunities under A. Safeguarding of Cash), stored safely, and kept within assigned limits, with receipts retained and customer receipts consistently issued. Access to funds was appropriate, and check-handling and counterfeit-prevention practices were followed. Deposit procedures were also well-executed through timely deposit review and second-level oversight, and were well-documented.
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IV. Findings and Recommendations
A. Counterfeit Currency Detection

1. Finding Counterfeit currency detection practices are not applied consistently across City locations, as different locations use varying thresholds for verifying bills. These inconsistencies indicate that staff are not uniformly following the City’s established policy requirements.

Recommendation We recommend the City standardize counterfeit detection practices by enforcing the requirement to verify all currency of $5 and above and by providing updated, documented training for all cash handling staff. This training should also be incorporated into onboarding to ensure consistent compliance across all locations.

The City’s Cash Handling Policy requires that “all currency in the amount of five dollars and above shall be checked” for counterfeit. This standard is intended to provide consistency across all locations, ensure thorough detection, and safeguard City revenues from counterfeit-related losses.

During the cash count, we observed that counterfeit currency detection practices were not applied consistently across City locations. Specifically, some locations, such as Mary Grogan Park and Parks and Recreation, only check bills of $20 and above for counterfeit indicators. Additionally, the Creekside Pro Shop only verifies bills of $50 and above. These practices differ significantly from one another and depart from the City’s Cash Handling Policy.

The inconsistency in counterfeit screening practices appears to result from the following factors:
 Informal Local Practices: Individual locations have adopted their own thresholds (e.g., $20+ and $50+), creating inconsistent and unsupported standards.  Insufficient Policy Reinforcement: Staff and supervisors may not be aware of the $5+ requirement or may have deprioritized it based on perceived low risk.  Limited Training: Cash-handling staff vary across locations, and new or part-time staff may not receive consistent onboarding related to counterfeit detection.

Failure to follow the established counterfeit detection requirement exposes the City to several financial and operational risks:
 Financial Loss Exposure: Accepting counterfeit bills, especially in common denominations such as $5, $10, or $20, can result in direct, unrecoverable losses to the City.  Operational Inconsistency: Varied practices across locations weaken internal controls and lead to confusion among staff regarding correct procedures.
 Increased Vulnerability: Counterfeiters often target lower denominations, as they receive less scrutiny; inconsistent practices could make certain locations more susceptible. #7..
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We recommend the City strengthen and standardize counterfeit detection procedures by reinforcing the requirement that all currency of $5 and above be checked for authenticity and by providing updated, documented training to all cash-handling staff on proper counterfeit detection techniques and device usage. This training should also be incorporated into onboarding for new employees to ensure consistent compliance across all locations.

Management’s Response
The City is committed to maintaining strong internal controls and accurate financial reporting, and we appreciate the opportunity to address this observation.

The City’s Cash Handling Policy requires that all currency in the amount of $5 and above be checked for counterfeit. This requirement is already included in the City’s established training for all cash-handling staff and their supervisors. In-person training is provided to employees after employment begins, and supervisors are responsible for notifying the Finance Department when a new cash handler is onboarded so that training can be scheduled. All cash-handling employees are also required to complete the annual cash-handling training video and read and attest to the City’s Cash Handling Administrative Directive, which is deployed annually through the policy management software, PolicyTech.

City staff recognize that some divisions may have adopted informal or unapproved thresholds for counterfeit screening, resulting in the inconsistencies noted in the finding. This reflects lapses in compliance with existing policy rather than gaps in policy or training.

It is also important to note that counterfeit detection pens are not reliable for bills that have been bleached and reprinted as higher denominations. For this reason, the City also relies on visual inspection and cash counters equipped with counterfeit-detection features.

Because the training, policy, and tools for counterfeit detection already exist, adding additional onboarding steps would duplicate current processes. To improve consistency and reinforce compliance, the Finance Department will implement quarterly reminders to all cash-handling staff and their supervisors reiterating the requirement to check all currency of five dollars and above and encouraging continued adherence to established best practices. #7..
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B. Safeguarding of Assets

2. Finding During our remote interviews with the Finance Department, we inquired about any concerns related to current practices surrounding asset safeguarding. Finance Department reported that the City’s Cashiering Division leaves checks unattended in a secured, badge-access area monitored by cameras. They also noted that change fund drawers remain unattended for approximately 30 minutes in an area not directly covered by camera surveillance, both at the end of the day before being taken to the vault and in the morning when drawers are removed from the vault and placed out for staff to retrieve.

During our cash count, we inspected the location where these drawers are kept and confirmed that cash remains unsecured at the end of the day and in the morning, with no camera surveillance covering the specific area where the change fund drawers sit. Additionally, we observed that checks received at the customer service window were left on top of the desk instead of being placed in a locked drawer, and undeposited mailed checks were left on employees’ desks while staff were away for breaks or lunch.

Recommendation The City should ensure that all cash and checks are secured in a locked location at all times, even when stored in restricted or camera-monitored areas.

The GFOA advises that all cash, checks, and other receipts must be stored in a secure, locked location at all times prior to deposit, emphasizing that safeguarding undeposited funds is a critical internal control to prevent theft, loss, misuse, or unauthorized access. Consistent with this guidance, GFOA’s Revenue Control Policy requires governments to implement physical security procedures for any funds that have not yet been deposited, ensuring that cash and checks are protected from unauthorized access and reducing opportunities for fraud or misappropriation. To support the GFOA’s safeguarding of assets, the City’s Cash Handling Policy states, “Mailed-in or hand-delivered checks shall be (…) securely stored in a locked place until deposited.” Additionally, it states, “Physical protection of funds until deposited with the city bank facilities with vault, locked cash boxes, or locked drawers shall be practiced at all times.”
During our cash count, we identified the following inconsistencies to best practices with how the City’s Cashiering Division safeguards checks and cash during daily cashiering operations:
 Checks received at customer-facing windows are endorsed and left in open, unsecured areas on the countertop throughout the day.
 Mailed checks are opened, sorted, and placed on an Accounting Technician’s desk before being logged in the system, and these checks may remain unattended when staff step away for lunch or bathroom breaks.
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 Change fund drawers are staged on a cart in an open area for approximately 30 minutes at the end of the day before the cart is rolled into the large safe. The following morning, an Accounting Technician brings the cart out and places it in the same open area for cashiering staff to retrieve their change fund drawers, a process that can also take up to 30 minutes. While badge access controls restrict entry to the main office area, there is no surveillance camera coverage over the staging area, and multiple staff members are present in the main office area during this time, granting them access to the change fund drawers. These practices create periods during which both checks and change fund drawers are exposed, unmonitored, and not under secure custody, increasing the vulnerability of these assets.

Existing policies do not provide clear requirements for immediate logging and secure interim storage of checks, continuous supervision or secure placement of change fund drawers during staging, and surveillance monitoring of high-risk cash-handling areas. While GFOA guidance establishes the need for safeguarding, fraud prevention, and strong internal controls over receipting, these expectations have not been fully translated into detailed operational procedures or consistently implemented security practices.

These findings collectively increase the City’s exposure to the following risks:
 Financial and Fraud Risk: Unsecured checks and change fund drawers may be stolen, altered, or misappropriated without detection.
 Operational Risk: Unprotected instruments can be misplaced or incorrectly handled, leading to reconciliation discrepancies, delays, and customer service issues.  Accountability and Auditability Risk: When checks and change fund drawers are left unattended or unmonitored, the City lacks verifiable assurance of who had custody at any given time.
 Compliance Risk: Failure to secure negotiable instruments is inconsistent with GFOA standards, potentially resulting in audit findings.

To strengthen internal controls and align with GFOA best practices, the City should ensure that all checks and change fund drawers are secured in locked, access-restricted locations when not in active use. A designated senior staff member or Accounting Technician should assume responsibility for collecting each cashier’s change fund drawer immediately after end-of-day closing, transporting it directly to the large safe, and securely returning change fund drawers to staff the following morning through a documented handoff process. Formalizing these custody procedures, along with providing staff training on updated expectations, will improve chain-of-custody controls, enhance segregation of duties, reduce exposure to unsecured areas, and mitigate the risk of loss, error, or unauthorized access.

Management’s Response
During the auditor’s interviews with Finance Department staff, the Cashiering Manager and Accounting Technician proactively raised concerns regarding the practice of leaving checks and change fund drawers unattended in the secured, badge-access-only cashiering area and at window workstations under video surveillance. Staff noted that while the area is restricted, this practice did not align with the best practices outlined in the City’s Cash Handling Policy, which requires cash and checks to be securely locked when not in active use. Because the Cashiering Division instructs other departments to follow these best practices during cash-handling audits, staff wanted to ensure the same standards were consistently applied within the division. #7..
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As soon as the recommendation was made, the Cashiering Division immediately strengthened its procedures. Checks are now secured in a locked location whenever staff step away from their workstation for breaks or lunch. Change fund drawers are no longer staged on a cart before being moved to the vault. Instead, each drawer is physically transported directly to the vault at the end of the day by authorized staff, and the transfer is recorded on a tracking sheet. These changes ensure that cash and checks remain secured at all times and align with the City’s Cash Handling Policy as well as the guidance provided to departments Citywide.

C. Unsecured Storage of Cash Deposits

3. Finding Golf cart rental cash deposits are being stored in an unsecured, unlocked drawer, leaving the funds vulnerable to loss, theft, or misuse and failing to comply with required cash safeguarding practices established by the GFOA and the City’s internal Cash Handling Policy.

Recommendation The City should store all cash in a locked, access-restricted drawer or safe in accordance with GFOA best practices and City policy. The City should also update procedures to prohibit unsecured storage and ensure staff consistently follow secure cash-handling practices.

The GFOA advises that cash should be stored in a secure and locked location at all times, emphasizing that safeguarding funds is a critical internal control necessary to prevent theft, loss, misuse, or unauthorized access. In alignment with this guidance, the City’s Cash Handling Policy requires all cash to be stored in a locked cash box or locked drawer to ensure proper protection of assets.

During the cash count at the Creekside Pro Shop we observed that cash collected from golf cart rentals deposits ($5 per cart) is stored in an unlocked drawer located adjacent to the locked primary change fund cash drawer. There are a total of 49 golf carts that may be rented all at one time; therefore, up to $245 in cash could be stored in the unlocked drawer.

This finding mainly exists due to a lack of adhering to the City’s Cash Handling Policy, allowing staff to rely on convenience rather than proper safeguarding.

Storing cash in an unlocked drawer increases the risk of loss or misappropriation. It also weakens internal controls, limits management’s ability to identify responsibility in the event of discrepancies, and exposes the City to reputational, operational, and audit risks despite the small dollar amounts involved.

The City should ensure that all golf cart deposit cash is stored in a sealed envelope and placed with the locked change fund drawer at all times to prevent deposits from being mixed with the change fund. Cash-handling procedures should be updated to prohibit unsecured storage and require staff training on secure expectations over cash handling. Supervisors should periodically monitor compliance to reinforce safeguarding practices and maintain alignment with GFOA best practices and the City’s Cash Handling Policy.
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Management’s Response
Creekside management staff were notified of the finding and recommendation, and corrective action was implemented immediately. Staff were instructed to ensure that all golf cart rental cash deposits are securely stored in accordance with the City’s Cash Handling Policy and GFOA best practices.

The site has since adopted the required procedure: cash deposits collected for golf cart keys are now placed in a separate envelope and stored in a locked cash drawer at all times.

To verify compliance, the Cashiering Division conducted an unannounced site visit on March 17, 2026. During this visit, staff confirmed that the cash-deposit envelope was properly secured in the locked drawer and reviewed the log used to track the issuance and return of the key used for the drawer. This updated process ensures that cash deposits related to golf cart rentals remain secured, access-restricted, and fully aligned with established safeguarding requirements. #7..
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V. Process Improvement Opportunities
The following process improvement opportunities are provided for locations where we identified one or two areas needing enhancement. Each opportunity is organized by observation category.

A. Safeguarding of Cash
SENIOR CENTER AND CITY CLERK – PASSPORT AREA
Keys used to access cash storage areas, including safes, cash drawers, and the rooms where these assets are secured, are being stored in unlocked or unsecured locations accessible to multiple staff members who are not directly responsible for cash-handling duties. In both locations, key storage practices are not consistently enforced, and there is limited or no monitoring (e.g., locked storage or surveillance) over where the keys are kept.

Storing cash-related keys in unsecured or unmonitored areas increases the risk of unauthorized access, theft, tampering, or misappropriation of cash assets. Additionally, the lack of consistent oversight reduces the likelihood that inappropriate access or cash-handling irregularities would be detected in a timely manner.

We recommend the City implement stronger controls over key storage and access by ensuring keys are kept in locked and secured locations at all times. Access should be restricted to only those personnel with designated cash-handling responsibilities, and monitoring mechanisms (e.g., surveillance or controlled access points) should be considered to further enhance security.

Management’s Response
The City acknowledges the importance of strong controls over key storage and agrees that current practices should be strengthened. In response to this finding, the Finance Department will conduct a review of the Cash Handling Policy to ensure key control requirements are clearly defined and aligned with best practices. This review will include developing more specific procedures for securing keys used to access safes, cash drawers, and cash storage rooms, including requirements for locked storage and restricted access.

In addition, Finance staff will work with the affected departments to implement best practices, including establishing consistent key control procedures, improving oversight of key access, and evaluating the need for enhanced monitoring measures such as secured key cabinets or surveillance cameras if resources are available.

Training and communication will be provided to ensure staff understand and comply with the updated requirements.

Finance staff will perform periodic reviews during cash handling site visit audits to confirm that controls are operating effectively and consistently across all applicable areas. #7..
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B. Deposits by Satellite Locations

SENIOR CENTER AND MARY GROGAN PARK
Both of these locations operate as satellite locations of Parks and Recreation and deliver cash deposits. Deposits are transported by staff; however, no formal deposit log or delivery confirmation is completed at the time deposits are received by Parks and Recreation. In the absence of documented acknowledgment, there is an increased risk that deposits could be lost, delayed, or mishandled without a clear audit trail or accountability between the Parks and Recreation and its satellite locations.

The City should implement a formal, documented deposit chain-of-custody process for all satellite locations by using pre-numbered, tamper-evident deposit bags to track deposits from preparation through delivery, and requiring dual signatures from both the sender and receiver at each custody transfer. Each deposit should be logged using a standardized log or electronic form that captures key information such as the deposit bag number, amount sealed, date and time of delivery, staff involved in the handoff, and acknowledgment by the receiving staff member. Additionally, management should perform monthly reviews to identify any gaps in the deposit bag sequence to ensure that all deposits issued are properly accounted for.

Management’s Response
Management agrees with the recommendation to strengthen controls over the deposit chain-ofcustody process for satellite locations, including the Senior Center and Mary Grogan Park, and recognizes the importance of maintaining a clear and accountable audit trail for all cash deposits.

Corrective actions have already begun. Mary Grogan Park has implemented the use of tamperevident deposit bags, and the Senior Center has begun utilizing a deposit log when delivering funds to Parks and Recreation. To fully address the recommendation, Cashiering will assign pre-numbered tamper-evident deposit bags to the Senior Center to ensure consistency across all satellite locations.

Additionally, the Cashiering Division will work with Parks and Recreation staff to standardize the deposit log process to ensure it captures all required information, including deposit bag numbers, amounts, dates and times of transfer, and signatures from both sending and receiving personnel.

Finance staff will communicate the requirement for Parks and Recreation management to implement procedures to reconcile deposit bag numbers and perform periodic reviews, including monthly monitoring, to identify and address any gaps in missing or out-of-sequence bag numbers.

C. Bait Money

SENIOR CENTER, CREEKSIDE PRO SHOP, AND PARKS AND RECREATION The Finance Department requires all cashier locations to maintain $3 single dollar bills as a form of bait money in each drawer that is located next to a customer-facing window. The serial numbers of the bait money bills are recorded and tracked by the Finance Department so they can be identified if the bills are stolen. During our cash count, we noted that these locations had a customer-facing window and they did not contain the required bait money. Bait money is a key deterrent and investigative control intended to assist law enforcement in the event of theft or robbery. Failure to #7..
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maintain bait money reduces the City’s ability to trace stolen cash and weakens overall physical security controls. We recommend that these locations include bait money in their drawers.

Management’s Response
Management acknowledges the importance of maintaining bait money as a deterrent and investigative control at all applicable cashiering locations. Finance staff will work with the Senior Center, Creekside Pro Shop, and Parks and Recreation to ensure that bait money is properly secured in each applicable cash drawer. Finance staff will record the serial numbers and site locations of the bait money bills on the existing tracking list, which will be maintained in an electronic format and updated as necessary.

Additionally, Finance staff will provide guidance to affected personnel on the purpose of bait money, emphasizing that it is not to be used for transactions or provided as change under any circumstances.

These actions will help strengthen compliance and enhance the City’s overall cash handling security controls.

D. Change Fund Reconciliation

MARY GROGAN PARK
Based on a review of reconciliation records comparing the change fund drawer balance to the authorized limit of $1,400, it was noted that no reconciliations were performed for extended periods, including the timeframe between April 2024 and April 2025. It was noted that six specialists (due to them being part-time employees) have access to the vault and may access the office regardless of whether a tournament is occurring. Infrequent reconciliations increase the risk that errors, shortages, or misappropriation may go undetected for long periods of time.

We recommend that this location reconcile its change fund drawer on a bi-weekly basis to ensure timely detection of discrepancies and to align with the Mary Grogan Change Fund Check Procedure.

CITY CLERK – PASSPORT AREA
During our cash count, we noted that change fund drawer reconciliations are reportedly completed on a weekly basis. Staff indicated that each new reconciliation form replaces the previous week’s form.

When the January 9th reconciliation was requested, which would have been the most recent, it could not be located. As a result, there was no confirmation of when the last reconciliation occurred or whether the change fund was properly balanced against the City’s authorized change fund limit. The absence of retained documentation creates a gap in the audit trail and prevents verification of reconciliation activity, supervisory review, and compliance with established policy.

The City should establish a formal retention requirement for all change fund reconciliation forms and maintain them in a secure, centralized filing system for a defined retention period and ensure staff are trained on these updated practices.
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Management’s Response
Management agrees with the recommendation and recognizes the importance of timely reconciliations and proper retention of supporting documentation to ensure accountability and a complete audit trail.

Corrective actions have already been implemented at Mary Grogan Park. Reconciliations are now being performed on a bi-weekly basis in accordance with the recommendation, and Standard Operating Procedures have been provided to the Finance Department for review.

For the City Clerk – Passport Area, Finance staff will formalize the requirement to perform weekly reconciliations and ensure that all reconciliation documentation is properly maintained.

Additionally, for both locations, a formal retention policy will be established requiring that all reconciliation supporting documentation be retained for a period of two years and stored in a secure and accessible location. Finance staff will be trained on these updated requirements to ensure consistency and compliance.

E. Cash Drawer Daily Close

CASHIERING DIVISION
During cash count procedures, we identified a minor $0.30 cash shortage resulting from a coin roll that was assumed to be intact and recorded at face value without being individually counted. While the discrepancy was immaterial and isolated, reliance on assumed accuracy of coin rolls may result in recurring discrepancies and inaccurate cash balances if not consistently counted.

We recommend that all coin rolls that seem to be open and not full be counted as part of the daily close.

Management’s Response
Management acknowledges the finding and agrees that relying on the assumed accuracy of rolled coin may result in minor discrepancies.

The City’s current practice is to presume that rolled coin received from the bank is accurate. This approach is based on a cost-benefit assessment, as the staff resources required by the Cashiering Division to verify large volumes of rolled coin would be significant while posing minimal risk of material discrepancy. Additionally, when customers pay with coin, staff document the customer’s account number to allow for follow-up should a discrepancy be identified. Staff will continue this practice.

To further strengthen controls, staff will implement the recommendation that any coin rolls that appear open, damaged, or not fully intact be individually counted as part of the daily close process. This will help ensure the accuracy of cash balances while maintaining operational efficiency. #7..
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CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
Date: May 7, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Homelessness Performance Audit Report CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:

Consider accepting the Homelessness Performance Audit Report dated April 3, 2026. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2025-2026 Strategic Plan Goal J: Build a high performance-organization.

BACKGROUND:

City Council approved a Homelessness Performance Audit as part of the Fiscal Year (FY) 2025-2026 Internal Audit work plan.

DISCUSSION:

The performance audit evaluates the City’s response to homelessness in the community, specifically evaluating its organizational structure, service delivery, and participation in regional initiatives. This included an evaluation of performance reporting and communication, as well as a calculation of total expenditures on homelessness prevention and response in FY24-25. The report contains three (3) recommendations for operational improvements:
• Funding Sustainability and Service Capacity: Although the City has demonstrated leadership in pursuing funding opportunities and supporting nonprofit partners that deliver homelessness services, many community programs continue to operate near capacity and rely on uncertain funding sources. The City should continue to support nonprofit capacity #8..
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City Council, June 23, 2026
Acceptance of the Homelessness Performance Audit Report

development and can consider establishing flexible funding mechanisms to help stabilize services.
• Data Systems and Integration: Regional homelessness-related data is collected through multiple systems that are used by the City, community organizations, and other regional partners. However, differences in reporting requirements and limited integration across platforms make it difficult to develop a comprehensive view of system-wide outcomes and trends.
• Reporting and Communication: The City has established a strong foundation for reporting and communicating information about homelessness initiatives through formal reports, dashboards, and community engagement. Opportunities exist to improve clarity and consistency by consolidating information across programs and expanding the use of outcome-focused reporting.

This performance audit was completed under Generally Accepted Government Auditing Standards (GAGAS).

FISCAL IMPACT:

This audit was budgeted at $40,000 and 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 April 22, 2026. The Audit Committee moved to forward to the City Council for acceptance.

CEQA/NEPA REQUIREMENTS:

This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.

RECOMMENDED COUNCIL ACTION:

Staff Recommendations:

Motion to accept the Homelessness Performance Audit Report.

Approved by:

Colleen Rozillis, City Auditor
Joseph P. Lopez, City Manager
Attachments:

1. Homelessness Performance Audit Report 04-03-26
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City of Modesto
Homelessness Response Performance Audit
April 7, 2026
Baker Tilly US, LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
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Homelessness Response Performance Audit Report

FOR INTERNAL USE OF CITY OF MODESTO ONLY
Table of Contents
Executive Summary 1
Introduction 1
Conclusions 1
Summary of Findings and Recommendations 2
Introduction 4
Background 4
Scope and Methodology 4
Statement of Compliance with GAGAS 6
Commendations 7
City Approach to Homelesness Response 9
The Camp2Home Program 9
Programs and Partnerships Supporting Homelessness Response 10 City Expenditures on Homelessness Response 13
Findings and Recommendations 16
Funding Sustainability and Service Capacity 16
Data Systems and Integration 20
Reporting and Communication 24
Appendix A: Management Response 29
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 #8..
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Homelessness Response Performance Audit Report

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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. #8..
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EXECUTIVE SUMMARY

INTRODUCTION
The City of Modesto (the City, Modesto) engaged its internal auditor, Baker Tilly, to conduct a performance audit of the City’s homelessness response as part of the fiscal year (FY) 2025-26 internal audit program. The purpose of this engagement is to provide findings and recommendations that celebrate successes as well as identify opportunities for improvement within the City’s purview and ability to prevent and respond to homelessness-related issues in its community. Supplemental to this audit, the City has contracted with Homebase, a mission-driven nonprofit organization, to assess and propose solutions related to provider capacity, access to funding, and resource alignment to further meet community needs related to homelessness.

Baker Tilly performed this engagement between October 2025 and March 2026. To complete the engagement, we conducted interviews, document and data analysis, and industry best practices research.

CONCLUSIONS
Overall, the City has established a coordinated and collaborative approach to addressing homelessness, supported by a functional organizational structure, strong partnerships, and a comprehensive service delivery model. The Community and Economic Development Department (CED) serves as the central coordinating entity, while multiple City departments contribute through outreach, public safety, and operational support.

The City’s approach integrates City-led outreach efforts with services delivered by nonprofit partners, allowing the City to expand service capacity while leveraging community expertise. Through initiatives such as the Camp2Home program, the City coordinates outreach, shelter access, employment services, and housing assistance to support individuals transitioning from homelessness to stable housing.

In addition, the City demonstrates strong collaboration with Stanislaus County (the County) agencies, nonprofit service providers, and regional organizations to align funding, coordinate services, and support housing development efforts. These partnerships, along with the City’s proactive pursuit of funding opportunities and #8..
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emphasis on community engagement, provide a solid foundation for addressing homelessness and responding to community needs.

SUMMARY OF FINDINGS AND RECOMMENDATIONS
Our findings and recommendations are summarized below. Further details on findings and recommendations are detailed the Findings and Recommendations section of this report.

Findings and Recommendations
Finding 1 Although the City has demonstrated leadership in pursuing funding opportunities and supporting nonprofit partners that deliver homelessness services, many community
programs continue to operate near capacity and rely on
uncertain funding sources. These conditions create
challenges for long-term program sustainability and limit the system’s ability to consistently meet community needs.

Recommendation 1 The City should continue building on its existing efforts to strengthen long-term sustainability for homelessness
programs by:

1. Formalizing and expanding support for nonprofit
capacity development

2. Developing and documenting a coordinated multi-year
funding strategy

3. Establishing or assessing flexible funding mechanisms to help stabilize services and leverage additional
external funding
Finding 2 Regional homelessness-related data is collected through multiple systems that are used by the City, community
organizations, and other regional partners. However,
differences in reporting requirements and limited
integration across platforms make it difficult to develop a comprehensive view of system-wide outcomes and trends.

Recommendation 2 The City should continue building on its existing efforts to strengthen coordination across homelessness-related data systems by:
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1. Establishing and documenting consistent data
definitions and reporting expectations in coordination
with regional partners

2. Developing and implementing a process to regularly
compile and analyze key data elements across
systems (e.g., HMIS, ESRI, Neighborly, and program
dashboards)

3. Aligning operational data systems with existing
performance indicators to support consistent, systemwide reporting and analysis Finding 3 The City has established a strong foundation for reporting and communicating information about homelessness
initiatives through formal reports, dashboards, and
community engagement. Opportunities exist to improve
clarity and consistency by consolidating information across programs and expanding the use of outcome-focused
reporting.

Recommendation 3 The City should continue building on its existing reporting framework by:

1. Enhancing and maintaining a consolidated reporting
format or dashboard that integrates key information
across homelessness programs and data systems

2. Standardizing and documenting a core set of
performance indicators to be used consistently across
reports and dashboards

3. Establishing and applying consistent reporting
practices that include analysis and clear explanation of key trends, program outcomes, and how programs and
investments contribute to community-level results
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INTRODUCTION

BACKGROUND
Homelessness response is a highly complex challenge that involves multiple jurisdictions and community groups. Individuals experiencing homelessness often face a range of challenges, including housing instability, unemployment, health conditions, and other barriers that require coordinated services and long-term support. As a result, effective homelessness response typically involves collaboration among local governments, counties, nonprofit organizations, and regional planning bodies.

Within Modesto, several departments support efforts to address homelessness. CED serves as the City’s primary coordinating entity for homelessness response activities.

However, other departments including Police; Fire; Parks, Recreation and Neighborhoods (Parks); Public Works; and the City Manager’s Office (CMO), also contribute through outreach, public safety response, encampment management, and coordination of services. Together, these departments support a range of programs and partnerships intended to address both immediate needs and longer-term housing solutions for individuals experiencing homelessness.

Additionally, the City is partnering with Homebase, a mission-driven nonprofit organization, to provide technical assistance to nonprofit providers to build capacity for implementing CalAIM Community Supports, including developing policies, improving billing and reporting processes, and strengthening provider readiness to secure and manage funding. Homebase is also developing a data-driven strategic roadmap that analyzes homelessness trends, evaluates existing programs and housing resources, and identifies gaps and opportunities across the City’s homelessness response system.

Together, these efforts support a coordinated and sustainable approach to homelessness by strengthening provider capacity, improving access to funding, and aligning resources with community needs to enhance system-wide outcomes.

SCOPE AND METHODOLOGY
This work is intended to support future strategic planning that will guide the City’s homelessness efforts. Our audit objectives considered:
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● How effective is the City’s organizational structure, service delivery approach (contracted versus in-house), and participation in regional initiatives supporting its homelessness response?
● How well do the City’s performance reporting and communication practices provide accurate, complete, and useful information to City Council and the community? ● What are total expenses and their related funding sources (e.g., entitlement funding, state funds, grants) to support City interventions toward homelessness? This performance audit was conducted between October 2025 and March 2026 and was carried out across the following four phases:

Project Phases
Phase
No. Phase Description
1 Startup and
Management
Phase 1 consisted of collaborative project planning with CED leadership, including determining who would be interviewed, what documents would be reviewed, when and how results
would be shared, and how to report on project status.

We conducted project management for the duration of the engagement, including providing regular status updates to CED leadership and developing draft deliverables for
discussion.
2 Fact-Finding The second phase focused on execution of planned activities, as outlined below. We obtained the most current information available and insights from City personnel and selected stakeholders.

Documentation Review: We gathered relevant
documentation for review including homelessness strategic and action plans, homelessness data and metrics, lists of regional partners and service providers, policies and
procedures, and relevant performance measures.

Interviews: We conducted interviews with City leadership, staff, and community and regional stakeholders to gather insight into current homelessness prevention efforts.

Stakeholders included Stanislaus County, Stanislaus
Community System of Care (CSOC), and Modesto Gospel
Mission, and the Salvation Army leadership and staff.
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Phase
No. Phase Description
3 Analysis Industry Best Practices: We conducted research into industry best practices related to community partner capacity building and funding diversity, governance and City
participation in regional initiatives, homelessness data collection and system practices, and homelessness
performance measurement, reporting, and communication
practices.

Expenses and Funding Sources: We analyzed City direct
and indirect expenses and related funding sources dedicated to homeless response in FY 2024-25
Based on the information gained during our fact-finding and analysis phases, we conducted and consolidated research on relevant industry standards and best practices. Based on this research, we identified potential areas for improvement and developed practical recommendations.
4 Reporting During the fourth phase, we communicated the results of our analysis with findings and recommendations presented first in a draft report. The draft report was reviewed with City leadership to confirm the practicality and relevance of recommendations before finalizing.

STATEMENT OF COMPLIANCE WITH GAGAS
We conducted this performance audit in accordance with generally accepted government auditing standards (GAGAS). GAGAS requires that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives.
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COMMENDATIONS
It is important to note the areas of strength and existing good practices that can be leveraged for further improvement within the City. The Baker Tilly team would like to note the following commendations:
● Effective Organizational Structure: According to staff, the City has a functional and collaborative organizational structure for homelessness response. Leadership roles coordinate across departments, such as CED, Police, Fire, Parks, and Public Works, to oversee homelessness response activities. CED serves as the primary coordinator for homelessness efforts, managing grant applications, funding allocation, and program oversight. Staff also noted close collaboration with nonprofit partners like Modesto Gospel Mission and the Salvation Army to support service delivery aligned with City goals.
● Maximizing Efforts: As highlighted by City staff, County officials, and community partners, the City employs a multifaceted, comprehensive, and collaborative approach to addressing homelessness. Through strong leadership commitment and strategic coordination, the City mobilizes resources and programs that span housing development, outreach services, public safety, and community partnerships. Based on interviews and document review, the City is addressing homelessness on multiple fronts:
○ Housing Development: Pursuing various housing projects, including innovative tiny home communities and low-barrier shelters co-located with supportive services to provide emergency shelter, transitional housing, permanent supportive housing, and affordable housing options.
○ Outreach and Engagement: Operating the Community Health and Assistance Team (CHAT) program embedded within the Police Department to provide specialized, compassionate outreach that connects unsheltered individuals to services while reducing law enforcement burdens.
○ Collaborative Partnerships: Maintaining strong, decade-long partnerships with County and nonprofit providers, such as Modesto Gospel Mission and the Salvation Army, and regional entities including the CSOC and the Stanislaus Homeless Alliance, to coordinate funding, services, and strategic planning. #8..
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○ Funding and Financial Stewardship: Managing diverse federal, state, and local funding streams to advance both infrastructure and operational needs, while supporting nonprofit funding and advocating for sustainable funding solutions. ○ Public Safety and Community Services: Coordinating across City departments including Police, Fire, Parks, and Public Works to address homelessness-related public safety, blight abatement, and community impacts focused on enforcement, outreach, and support.
○ Community Engagement and Communication: Proactively sharing information with the public, elected officials, and stakeholders through dashboards, regular meetings, and collaborative forums to ensure accountability and responsiveness. ● Strong Relationships: Staff, County officials, and nonprofit leaders consistently highlighted the City’s open, transparent, and solution-focused communication style that facilitates effective coordination across multiple agencies and service providers.

Regular meetings, timely information sharing, and responsive engagement have created a foundation of trust and mutual respect. Community partners such as Modesto Gospel Mission and the Salvation Army praised the City’s accessibility and partnership spirit, while County leaders emphasized the decade-long, cooperative relationship that enables joint initiatives like low-barrier shelters and navigation centers.
● Point-in-Time Count: While official results are not yet publicly available, staff reported that the Point-in-Time count in January 2026 demonstrated a 13% decrease for people experiencing homelessness. This decrease is notable given that many communities continue to experience increases in homelessness, suggesting that the City’s coordinated approach and investments may be contributing to improved outcomes.
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CITY APPROACH TO HOMELESNESS RESPONSE
The City has established an organizational structure and service delivery approach that supports coordination of homelessness response efforts across departments and with community partners. CED provides overall coordination, while other City departments contribute through outreach, public safety response, and operational support.

The City’s service delivery model combines City-operated programs with services provided by nonprofit partners, expanding the range of available services and housing resources. In addition, the City participates in regional initiatives and collaborates with the County and nonprofit organizations to coordinate services and housing development efforts. Together, these structures and partnerships support the City’s efforts to address homelessness within the community.

THE CAMP2HOME PROGRAM
The City utilizes a service delivery approach that combines City-operated programs with services provided through nonprofit partners. Central to this approach is the Camp2Home program, which is designed to provide a pathway from homelessness to stable housing and self-sufficiency through coordinated services. The model includes five integrated components: outreach, shelter, job training, employment, and housing.

Area Details
Outreach The outreach component focuses on identifying and engaging individuals experiencing homelessness and connecting them with available services. The City’s CHAT, which operates within the Police Department, conducts outreach and provides immediate support and referrals to shelter and service providers. This approach allows unsheltered individuals to connect with services while reducing the need for sworn officers to respond to homelessness-related calls.

Shelter The shelter component provides temporary housing options through partnerships with nonprofit providers. The Access Center Emergency Shelter (ACES), established in partnership with the County and nonprofit organizations, operates alongside the Salvation Army’s Berberian Shelter. These facilities provide temporary shelter beds and access to supportive services.
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Area Details
Job Training
and
Employment
Employment and job training services are provided through HopeWorks, a transitional employment program operated by Modesto Gospel Mission in partnership with the City and United Way of Stanislaus County. The program provides work opportunities, case management, and support services to help participants develop job skills and transition into permanent employment.

Housing The final component focuses on rapid rehousing assistance, which connects employed individuals to permanent housing through financial support such as security deposits, utility deposits, and shortterm rental assistance. These supports are intended to help individuals transition from homelessness to stable housing.

PROGRAMS AND PARTNERSHIPS SUPPORTING HOMELESSNESS

RESPONSE
The City’s homelessness response relies on a combination of direct outreach efforts and partnerships with nonprofit service providers that deliver shelter, housing, and supportive services. The City’s primary direct service role is through outreach and coordination, while nonprofit partners operate many of the core shelter and housing programs within the community.

Direct outreach efforts by the City include:
● CHAT Outreach Team: CHAT serves as the City’s primary outreach unit and works closely with service providers to connect individuals experiencing homelessness with shelter and other resources. The team consists of unsworn outreach specialists with experience in social services, crisis intervention, and mental health support. CHAT operates seven days per week during daytime hours and coordinates with other City departments when responding to homelessness-related calls. ● Park Rangers: Park Rangers support the City and interact with individuals experiencing homelessness in public spaces within parks and coordinate with CHAT and Public Works on encampment cleanup and public space maintenance.

City Facilitated Services
Beyond direct outreach, the City works with nonprofit organizations to expand service capacity and coordinate homelessness response activities. City staff described their role #8..
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as facilitating partnerships, aligning funding with community needs, and assisting with the development of programs operated by nonprofit service providers. The City develops scopes of work and agreements with service providers, identifies partners capable of delivering specific services, and monitors programs to ensure services are delivered as intended. Through these activities, the City helps coordinate service delivery while nonprofit partners operate many of the direct service programs. ● Modesto Gospel Mission: Modesto Gospel Mission operates multiple programs that support individuals experiencing homelessness, including emergency shelter, transitional housing, and recovery services. The organization also operates HopeWorks, a transitional employment and case management program that provides paid work opportunities and supportive services to individuals working toward housing stability and self-sufficiency. In addition, the Mission operates a bridge housing program supported through Encampment Resolution Funding, which provides temporary housing for individuals transitioning from encampments into more stable housing.
● The Salvation Army: The Salvation Army operates several shelter and service programs in Modesto, including the Berberian Shelter and ACES, a low-barrier emergency shelter that allows individuals to access shelter with fewer restrictions than traditional programs. The Salvation Army also operates a Day Center that provides daytime services such as meals, showers, and laundry. While the City does not operate these facilities, City staff have supported service providers in securing funding and piloting programs intended to expand service capacity, including initiatives such as the Day Center and other stabilization services. ● Turning Point Community Programs: Turning Point Community Programs provides coordinated entry and housing navigation services through the Housing Assessment Team (HAT). HAT conducts assessments and enrollments into the coordinated entry system, including the use of the VI-SPDAT assessment tool to help prioritize individuals for housing resources. Turning Point also partners with the City to administer the Motel Voucher Program, which provides temporary emergency shelter for individuals while they transition into more stable housing placements.

The City is also a partner in supporting affordable housing development. Through CED, the City administers programs that support housing development, infrastructure financing, and homelessness initiatives in partnership with nonprofit developers and other agencies.
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Participation in Regional Initiatives
Addressing homelessness in Modesto involves coordination with regional partners, including the County, nonprofit service providers, and regional planning bodies. The City participates in several regional initiatives intended to align services, coordinate funding, and expand housing opportunities for individuals experiencing homelessness.

City staff work closely with the County on homelessness response activities, including coordination of shelter operations and joint planning efforts. Representatives from the City also participate in regional governance bodies such as the CSOC and the Stanislaus Housing Authority, where they contribute to discussions related to funding allocation, program planning, and data sharing.

In addition, the City collaborates with nonprofit organizations that provide shelter, outreach, employment services, and housing programs within the community. These partnerships support the City’s ability to expand service capacity and coordinate resources across multiple agencies involved in homelessness response. #8..
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CITY EXPENDITURES ON HOMELESSNESS

RESPONSE
The City utilizes a combination of federal, state, and local funding sources to support programs and services addressing homelessness. These resources support a range of activities, including emergency shelter operations, housing development, rapid rehousing, outreach, and supportive services.

At the federal level, the City receives funding through programs administered by the U.S. Department of Housing and Urban Development (HUD), including Community Development Block Grant, Emergency Solutions Grant, HUD entitlement funds, and the HOME Investment Partnerships Program. These programs provide funding for housing development, homelessness prevention, shelter operations, and other community development activities that support individuals experiencing homelessness.

The City also leverages several state-administered funding programs to support homelessness initiatives and housing development. These include Homeless Housing, Assistance and Prevention funds, the Homekey Program, Permanent Local Housing Allocation (PLHA), Encampment Resolution Funding, and other grants administered through the California Department of Housing and Community Development.

In addition to federal and state funding, the City uses local revenue sources to support homelessness response efforts. Measure H, a voter-approved one-cent sales tax, provides funding for general quality-of-life City services, including efforts to address homelessness and maintain public spaces. According to City staff, these local revenues supplement general fund allocations and help support both operational and infrastructure needs related to homelessness response.

To understand the City’s overall investment in homelessness response, we analyzed primary and secondary costs across City departments associated with homelessnessrelated programs, services, and activities. For this analysis, costs were identified as either primary or secondary costs.
● Primary Costs: Direct expenditures for homelessness services and programs, including both contracted and City-operated programs.
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● Secondary Costs: Estimates of expenditures on general City services (e.g., Police, Fire, Parks, Public Works, CMO) that can be attributed to homelessness response based on available data and staff expertise.

In FY 2024-25, the City spent over $18 million on primary costs (direct homelessness services and programs) for homelessness-related services. About half of these primary costs ($5.9 million) were funded through City funds and other grant funds.

Modesto Homelessness Response Primary Costs by Source of Funds Source Cost
City Funds $2,901,463
Other Grant Funds* $6,625,298
Pass-Through HUD Funds $5,482,990
Total Primary Costs $15,009,752
Note: Amounts may be slightly different due to rounding. *Other Grant Funds include sources of funds such as PLHA, HOME, and American Rescue grants
In addition to these costs which are directly attributable to homelessness-related programs, the City also had indirect costs within supporting departments that contribute to homelessness response. Secondary costs are expenses that are not designated for homelessness but end up being used in the City’s homelessness response efforts.

Unlike primary costs that are identified through financial records and contracts, secondary costs are estimated using available data and staff expertise. Because City systems are not set up to track homelessness response costs, estimating secondary costs comes with some uncertainty—true secondary costs could be higher or lower than the estimated in the following table.
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Primary and Secondary Homelessness Response Costs – FY 2024-25 Funding Source Cost Type
Department City Funds
Other Grant
Funds
Pass-Through
HUD Funds
Primary Costs
Total
Secondary
Cost Estimates
All Costs
Total
CED $3,495,714 $6,264,805 $5,482,990 $15,295,992 - $15,295,992 Police $9,541,501 - - $2,340,867 $7,200,633 $9,541,501
Fire $5,210,752 - - - $5,210,752 $5,210,752
Parks $832,488 - - - $832,488 $832,488
Public Works $51,070 $360,493 - $410,493 $1,070 $411,563 CMO $20,902 - - - $20,902 $20,902
Total $19,152,427 $6,625,298 $5,482,990 $18,047,352 $13,265,845 $31,313,197 Note: Amounts may be slightly different due to rounding. #8..
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FINDINGS AND RECOMMENDATIONS

FUNDING SUSTAINABILITY AND SERVICE CAPACITY
Finding 1 Although the City has demonstrated leadership in pursuing funding opportunities and supporting nonprofit partners that deliver homelessness services, many community
programs continue to operate near capacity and rely on
uncertain funding sources. These conditions create
challenges for long-term program sustainability and limit the system’s ability to consistently meet community needs.

Recommendation 1 The City should continue building on its existing efforts to strengthen long-term sustainability for homelessness
programs by:

1. Formalizing and expanding support for nonprofit
capacity development

2. Developing and documenting a coordinated multi-year
funding strategy

3. Establishing or assessing flexible funding mechanisms to help stabilize services and leverage additional
external funding
The City has demonstrated a proactive approach to addressing homelessness by pursuing diverse funding opportunities, coordinating partnerships, and intervening when funding gaps threaten essential services. Through the Camp2Home program framework and related initiatives, the City leverages both in-house teams and nonprofit partners to deliver outreach, shelter access, housing development, and supportive services.

Stakeholders consistently described the City as proactive and solutions-oriented in identifying funding opportunities, supporting nonprofit providers, and coordinating services across departments.

Despite these efforts, several challenges affect the long-term sustainability of homelessness programs in the community, including funding uncertainty, limited service capacity, and structural constraints within the broader system. City staff and community partners reported that demand for outreach and shelter services frequently exceeds available resources. CHAT now provides seven-day coverage and plays a central role in connecting unsheltered individuals to services. However, stakeholders reported that #8..
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additional staffing and service capacity would be required to expand outreach hours and opportunities.

Shelter providers similarly reported high utilization rates and noted that expanding services would require additional staffing and operating funds. Interviews also highlighted challenges in maintaining continuity of services after individuals are connected through outreach, particularly when case management resources are limited.

Capacity challenges are also influenced by variations in nonprofit provider resources.

Interviews suggested that while some providers maintain diversified funding sources, others relied more heavily on temporary pandemic-era funding and have faced challenges replacing those resources as those funding sources expire. This variability can create uneven service capacity and increase pressure on the City to help stabilize programs when funding gaps occur.

Funding stability is a significant factor affecting service capacity. Interviews indicated that operating funds for shelters, staffing, and supportive services are often more difficult to secure than capital funding for housing development or facilities. As a result, the City has sometimes intervened when funding shortfalls threatened essential services, including helping extend existing funding or pursuing alternative grant opportunities to prevent disruptions to shelter operations.

At the same time, the supply of affordable and permanent housing continues to lag behind demand. CED staff reported ongoing efforts to secure federal, state, and local funding to support housing production, rehabilitation programs, and permanent supportive housing. While these efforts have resulted in new housing units and innovative housing solutions, interviews across departments and partner organizations indicated that the overall supply of affordable housing remains insufficient to meet community needs. Limited housing availability can create bottlenecks in the homelessness response system, as individuals may remain in shelter longer while waiting for permanent housing opportunities.

Best practices identified by HUD and the United States Interagency Council on Homelessness indicate that sustainable homelessness response systems require reliable and diversified operating funding, adequate service capacity across outreach, shelter, and housing programs, and coordinated pathways that connect individuals from #8..
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outreach and shelter to permanent housing1. These practices emphasize the importance of long-term planning for program sustainability and sufficient service capacity to meet community needs.

Several factors contribute to the sustainability and capacity challenges observed. Many homelessness programs rely on short-term or grant-based funding sources, which can create uncertainty when funding cycles change or temporary funding programs expire.

Stakeholders noted that pandemic-era funding supported significant service expansion, but some providers have faced difficulty replacing those resources as they phase out.

Additionally, operating funds for shelters, outreach staff, and supportive services are often more limited than capital funding for housing development projects. This imbalance can create challenges in sustaining day-to-day program operations even when new housing development projects are underway. Differences in nonprofit organizational capacity can also affect the ability of providers to compete for and manage external funding opportunities, as some organizations may have fewer administrative resources to pursue grants or manage complex funding requirements.

Funding instability and service capacity limitations create risks for the long-term effectiveness and stability of the homelessness response system. When programs operate near capacity or depend on uncertain funding sources, providers may focus on maintaining current operations rather than expanding services or improving outcomes.

Outreach teams may also encounter situations where individuals are ready to accept services but appropriate options are not immediately available. Limited housing availability can further contribute to bottlenecks within the system, as individuals remain in shelters or temporary programs while waiting for permanent housing opportunities.

Without continued planning for long-term funding stability and service capacity, programs may remain vulnerable to funding disruptions or may be unable to expand services to meet growing community needs.

Recommendation
The City should continue building on its existing efforts to strengthen the long-term sustainability of homelessness programs and the capacity of community partners that 1 U.S. Department of Housing and Urban Development, Continuum of Care Program Interim Rule, 24 CFR Part 578; United States Interagency Council on Homelessness, An Effective Homelessness Crisis Response System.
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deliver services. Interviews indicate that the City already plays a significant role in identifying funding opportunities, supporting nonprofit partners, and coordinating initiatives across departments. Expanding these efforts could help further stabilize key programs and reduce reliance on short-term funding solutions.

Strengthening Service Capacity
The City has already provided technical assistance and support to nonprofit partners to help them navigate funding opportunities and maintain services. These efforts could be expanded by encouraging and supporting providers in pursuing grants that strengthen their organizational infrastructure.

In addition to service funding, many federal and philanthropic programs support investments in technology systems, data infrastructure, compliance and reporting capacity, leadership development, and grant management. Strengthening these internal systems can help organizations operate more efficiently and compete more effectively for external funding while improving their ability to deliver services.

Strengthening Funding Sustainability
The City has demonstrated success in identifying and pursuing federal and state funding opportunities to support housing and homelessness initiatives. Building on this work, the City could help coordinate the development of a multi-year funding strategy that aligns anticipated funding opportunities with community needs and program priorities based on the analysis completed by Homebase.

Under this approach, the City would serve as a convener by working with nonprofit providers, regional partners, and other stakeholders to identify expected funding cycles, estimate operating and capital needs for key programs, and align potential funding sources with those needs. While the City can help organize and guide these discussions, successful implementation will rely on continued participation and leadership from nonprofit providers and regional partners responsible for applying for and managing many of these funding sources.

The City could explore establishing a small flexible funding pool or homelessness innovation fund that could be used to stabilize programs when funding gaps occur, provide matching funds required for competitive grants, or support pilot programs that test new service models. Even relatively modest local funds can help leverage larger #8..
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federal or state grants and allow the City and its partners to respond more quickly when urgent service needs arise.

Together, these actions could help the City build on its existing leadership in homelessness response while improving long-term funding stability, strengthening provider capacity, and ensuring that programs remain sustainable as funding conditions evolve.

DATA SYSTEMS AND INTEGRATION
Finding 2 Regional homelessness-related data is collected through multiple systems that are used by the City, community
organizations, and other regional partners. However,
differences in reporting requirements and limited
integration across platforms make it difficult to develop a comprehensive view of system-wide outcomes and trends.

Recommendation 2 The City should continue building on its existing efforts to strengthen coordination across homelessness-related data systems by:

1. Establishing and documenting consistent data
definitions and reporting expectations in coordination
with regional partners

2. Developing and implementing a process to regularly
compile and analyze key data elements across
systems (e.g., HMIS, ESRI, Neighborly, and program
dashboards)

3. Aligning operational data systems with existing
performance indicators to support consistent, systemwide reporting and analysis The City uses several data systems and collaborative processes to collect information about homelessness services and program outcomes. These systems support day-today operations, grant compliance, and program monitoring across departments and partner organizations. Interviews indicated that while these tools provide useful information for managing individual programs, the use of multiple platforms and differing reporting requirements creates challenges in integrating data and producing a comprehensive view of homelessness services and outcomes. #8..
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Effective homelessness response systems rely on coordinated data collection practices, consistent definitions, and the ability to integrate information across programs so jurisdictions can measure performance and identify service gaps. National homelessness policy guidance emphasizes that when communities track common indicators and align data across programs, they are better able to evaluate system performance and guide strategic decision-making2.

Several systems are used to collect and manage homelessness-related data in Modesto. The Homeless Management Information System (HMIS) serves as the primary repository for client-level data across programs throughout Stanislaus County.

The system is administered regionally by the County’s Community Services Agency and is used by many service providers to track client interactions, housing placements, and program participation. Since early 2025, the City’s outreach teams, including CHAT, have increased their use of HMIS, improving the representation of outreach activity in Modesto within the regional system.

The City also uses additional systems to support program operations. CHAT records outreach interactions in ESRI, a geographic information system that allows staff to map service activity and identify areas with higher concentrations of outreach contacts. This information is used to develop heat maps that help guide resource deployment. In addition, CED uses the Neighborly system to manage public service contracts, process invoices, and track performance measures required by federal grant programs. Program dashboards are used to monitor specific initiatives, including outreach and job training components of the Camp2Home program.

The City and the regional CSOC body already identify and report several homelessness performance indicators through federally required planning documents. For example, the City’s Consolidated Plan includes indicators related to the number of persons and households assisted through programs, exits from homelessness programs, returns to homelessness after six, 12, and 24 months, and Point-in-Time counts of sheltered and unsheltered individuals. Additional indicators include subpopulation counts such as veterans, families, and individuals experiencing chronic homelessness, as well as measures such as the length of time individuals experience homelessness and the 2 National Alliance to End Homelessness, What Gets Measured Gets Done: Using Data to Improve Homelessness System Performance, 2024.
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number of individuals exiting programs to permanent housing. These indicators align with system performance measures established by HUD’s Continuum of Care Program.

However, these indicators rely on data collected across multiple systems, including HMIS, ESRI, Neighborly, and program-specific dashboards. Because these systems are not fully integrated, compiling information needed to analyze these indicators across programs often requires manual coordination and interpretation of data from multiple sources. Interviews indicated that this fragmentation makes it difficult to track how individuals move through the homelessness response system from outreach to shelter and ultimately to stable housing.

Several factors contribute to these challenges. Many of the systems used by the City and its partners are tied to specific funding programs with unique reporting requirements and definitions. These differences can result in inconsistencies in how homelessness is defined or measured across programs. In addition, regional policies governing some systems can affect data completeness. For example, interviewees noted that the HMIS coordinated entry system automatically removes clients from the active list if their housing status is not updated within a defined period. While intended to maintain accurate records, this policy can lead to incomplete tracking when service providers are unable to update records consistently.

As a result, the City may face challenges developing a complete picture of how individuals move through programs or identifying system-wide trends and gaps across services. Limited integration across systems can also make it more difficult to analyze outreach activity, shelter utilization, housing placements, and long-term outcomes.

Strengthening coordination across data systems could improve the City’s ability to evaluate homelessness response efforts and support data-informed decision-making.

Recommendation
The City should continue working with regional partners and internal departments to strengthen coordination across data systems and improve its ability to analyze homelessness services and outcomes.

This effort should focus on improving consistency, integration, and accessibility of key data elements across programs. Because some systems, such as HMIS, are managed regionally, the City’s role will primarily involve coordinating with the County and service providers to improve data entry practices, definitions, and reporting expectations. #8..
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Continued collaboration can help ensure that information collected across programs supports both operational needs and regional reporting requirements.

Internally, the City could improve how information from ESRI, Neighborly, program dashboards, and other operational systems is organized and analyzed so that it more directly supports the homelessness indicators presented in the Consolidated Plan.

While the indicators are already defined, the underlying data are currently stored across multiple systems. Developing a process to periodically compile and review these data together could make it easier for staff to analyze trends related to outreach activity, shelter utilization, housing placements, and long-term outcomes.

By better aligning operational data with the indicators already used for community reporting, the City can strengthen its ability to evaluate system performance, identify service gaps, and support data-informed decision-making. #8..
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REPORTING AND COMMUNICATION
Finding 3 The City has established a strong foundation for reporting and communicating information about homelessness
initiatives through formal reports, dashboards, and
community engagement. Opportunities exist to improve
clarity and consistency by consolidating information across programs and expanding the use of outcome-focused
reporting.

Recommendation 3 The City should continue building on its existing reporting framework by:

1. Enhancing and maintaining a consolidated reporting
format or dashboard that integrates key information
across homelessness programs and data systems

2. Standardizing and documenting a core set of
performance indicators to be used consistently across
reports and dashboards

3. Establishing and applying consistent reporting
practices that include analysis and clear explanation of key trends, program outcomes, and how programs and
investments contribute to community-level results.

The City uses several mechanisms to report on homelessness initiatives and communicate progress to City Council, community stakeholders, and the public. These include federally required reports, program dashboards, public meetings, and stakeholder communications. Interviews indicated that these efforts provide a solid foundation for transparency and accountability.

Clear and consistent reporting helps decision-makers and the public understand how homelessness programs operate, how resources are used, and whether initiatives are producing intended outcomes. National homelessness policy guidance emphasizes that communities should present performance data in a consistent and accessible manner so that stakeholders can interpret trends, understand progress over time, and use the information to inform policy and program decisions.

The City currently reports homelessness-related information through several channels.

The Annual Action Plan, the Consolidated Plan, and federal grant reports describe program activities, funding allocations, and progress toward strategic goals. Program #8..
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dashboards present data on initiatives such as outreach and job training under the Camp2Home program, and a housing dashboard is currently under development to provide additional information about housing production and funding sources. In addition, the City communicates updates through public hearings, stakeholder listservs, and social media channels.

While these efforts provide multiple avenues for sharing information, interviews identified opportunities to improve how homelessness data are presented and interpreted. Much of the existing reporting focuses on individual programs rather than providing a consolidated view of system-wide outcomes. As a result, stakeholders may find it difficult to understand how different initiatives work together or how individuals progress through the homelessness response system. Interviewees also noted that some dashboards and reporting tools have not been updated regularly, which can limit their usefulness for operational decision-making.

Interviewees further noted that definitions and performance measures can vary across programs and funding sources. Because many initiatives operate under different reporting frameworks, metrics are not always comparable across programs. This variation can make it more challenging to clearly communicate results to decisionmakers and the public. For example, recent results from the annual Point-in-Time count highlight the importance of providing context when reporting community trends.

Preliminary Point-in-Time data indicate that the number of individuals experiencing homelessness decreased by approximately 13% compared with the prior year. While the Point-in-Time count provides an important snapshot of homelessness trends, it does not on its own explain the factors contributing to these changes. Interviews indicated that clearer explanations of how various programs, partnerships, and investments relate to broader community trends could help stakeholders better interpret these results.

Finally, several interviewees noted that placing greater emphasis on outcome-based reporting could strengthen the City’s communication efforts. While many reports track program participation and service delivery, fewer measures focus on longer-term outcomes such as housing retention or housing stability. Expanding reporting in these areas could help the City better evaluate program effectiveness and communicate progress over time.
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Recommendation
The City should continue building on its existing reporting framework to improve the clarity, consistency, and usefulness of information shared with City Council, community stakeholders, and the public. One approach would be to develop a more consolidated reporting format that brings together information from multiple programs and data systems into a single summary. This could take the form of an annual homelessness report or centralized dashboard that highlights key activities, funding levels, and outcomes across initiatives. Presenting this information in one place would help stakeholders better understand how programs work together and how resources are being used.

Several jurisdictions have implemented similar approaches that may be instructive. The King County Regional Homelessness Authority (KCRHA)3 maintains a comprehensive data system that integrates HMIS and related data to track population trends, system flow, and program outcomes through publicly available dashboards. These dashboards allow users to explore trends over time and across subpopulations, supporting deeper analysis of system performance and equity. Similarly, the City of Seattle’s homelessness dashboard4 emphasizes real-time operational and outcome metrics, including outreach activity, shelter placements, and changes in unsheltered homelessness, to support transparency and ongoing performance monitoring. The dashboard is updated regularly and is designed to communicate progress on key initiatives in a clear and accessible format for both decision-makers and the public.

Examples of core performance indicators used by these jurisdictions align closely with data the City is already collecting and reporting through existing dashboards.

Organizing these indicators into a consistent and easy-to-understand framework could improve clarity and usability for decision-makers and the public. This could include the following:
3 https://kcrha.org/regional-homelessness-data/
4 https://experience.arcgis.com/experience/af548fd66fc94e98a5067b299b7d1209/ ?block_id=home-layout-large_block_48
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● System Flow and Utilization:
○ Number of households experiencing homelessness (served) ○ Number of households entering the system
○ Number of households exiting the system
● Housing Outcomes:
○ Number of people placed into shelter or housing
○ Percentage of exits to permanent housing
○ Returns to homelessness
● Timeliness and System Performance:
○ Average length of time experiencing homelessness or in program ○ Time from system entry to housing placement
● Outreach and System Engagement:
○ Number of outreach engagements
○ Shelter referral acceptance rate
● Unsheltered Homelessness and System Impact:
○ Number of encampments or unsheltered locations addressed ○ Point-in-Time count or other measures of unsheltered homelessness ● Affordable Housing and System Capacity:
○ Number of affordable housing units created, preserved, or in development ○ Number of housing units dedicated to people experiencing homelessness ○ Changes in total housing inventory over time
● Funding and Resource Allocation:
○ Total funding allocated to homelessness programs (by source) ○ Funding by program type (e.g., outreach, shelter, housing) ○ Spending rates and percent of funds expended
○ Funding per household or per outcome (e.g., cost per housing placement) Presenting these indicators in a standardized format, with consistent definitions and regular updates, would improve the accessibility and reliability of existing reporting and make it easier to understand system performance over time. #8..
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Building on these examples, the City could further strengthen reporting by presenting key system indicators, including program outcomes, system flow, housing capacity, and resource allocation, in a consistent and accessible format across reports and dashboards. Providing a clear summary of major indicators and trends would help decision-makers and the public more easily understand how different programs contribute to overall homelessness response efforts. Improving the accessibility of public-facing dashboards may further strengthen transparency. Ensuring that dashboards are updated regularly, clearly labeled, and accompanied by explanations of key indicators can help residents and stakeholders better understand the data being presented. Finally, the City may benefit from additional analysis when communicating community-level indicators such as the Point-in-Time count. Working with regional partners, researchers, or evaluators, including continuing collaboration with Homebase as an established technical assistance partner, to review available data, could help provide context for changes in homelessness trends and support clearer communication about what the data indicates over time. This could include developing more standardized approaches to interpreting and presenting trends, as well as incorporating comparative or historical benchmarks to help stakeholders better understand whether observed changes reflect meaningful shifts or normal variation. The City can build on the foundation established through Homebase’s work by continuing to integrate crosssystem data (e.g., HMIS, housing inventory, and administrative datasets), regularly evaluating program effectiveness and outcomes across service areas, and maintaining and expanding the use of interactive dashboards to support ongoing monitoring and data-informed decision-making.
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APPENDIX A: MANAGEMENT RESPONSE
Recommendation Responsible
Party Management’s Response/Implementation Plan
1 Finding 1:

Although the City has
demonstrated leadership in
pursuing funding opportunities
and supporting nonprofit partners
that deliver homelessness
services, many community
programs continue to operate
near capacity and rely on
uncertain funding sources. These
conditions create challenges for
long-term program sustainability
and limit the system’s ability to
consistently meet community
needs.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City appreciates the recognition of current efforts to coordinate initiatives and secure funding. While the City has established a strong foundation, the City has relied on State and Federal funding programs subject to
approval by the legislature which yields reactive
initiatives. The City acknowledges that it will benefit from a proactive, multi-year strategic framework that
would serve as an essential tool for the long-term health of our homelessness response system.

Recommendation 1.1:

The City should continue building
on its existing efforts to
strengthen long-term
sustainability for homelessness
programs by:

Implementation Date: Q4 2027
Action Plan:

1.1 Enhancing Service Provider Capacity
Alongside key partners such as the County and
Community System of Care, the City will work toward
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Recommendation Responsible
Party Management’s Response/Implementation Plan
Formalizing and expanding
support for nonprofit capacity
development
moving beyond basic technical assistance to building
long-term capacity. The City will work with key partners to formalize training that is available to nonprofits. Local nonprofits are leveraging funds from the City, County,
and CSOC and are on the front-line of advancing
community goals and can benefit from periodic critical
training from each of these agencies.

Finding 1:

Although the City has
demonstrated leadership in
pursuing funding opportunities
and supporting nonprofit partners
that deliver homelessness
services, many community
programs continue to operate
near capacity and rely on
uncertain funding sources. These
conditions create challenges for
long-term program sustainability
and limit the system’s ability to
consistently meet community
needs.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City appreciates the recognition of current efforts to coordinate initiatives and secure funding. While the City has established a strong foundation, the City has relied on State and Federal funding programs subject to
approval by the legislature which yields reactive
initiatives. The City acknowledges that it will benefit from a proactive, multi-year strategic framework that
would serve as an essential tool for the long-term health of our homelessness response system.

Recommendation 1.2:

The City should continue building
on its existing efforts to
Implementation Date: Q2 2027
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Recommendation Responsible
Party Management’s Response/Implementation Plan
strengthen long-term
sustainability for homelessness
programs by:

Developing and documenting a
coordinated multi-year funding
strategy
Action Plan:

1.2. Strategic Multi-Year Funding Alignment
Integrated Funding Roadmap: Building on the analysis
by Homebase, the City will develop a Three-Year
Funding Plan. This plan will map out anticipated
state/federal grant cycles against the specific capital and operating needs of our local providers.

Finding 1:

Although the City has
demonstrated leadership in
pursuing funding opportunities
and supporting nonprofit partners
that deliver homelessness
services, many community
programs continue to operate
near capacity and rely on
uncertain funding sources. These
conditions create challenges for
long-term program sustainability
and limit the system’s ability to
consistently meet community
needs.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City appreciates the recognition of current efforts to coordinate initiatives and secure funding. While the City has established a strong foundation, the City has relied on State and Federal funding programs subject to
approval by the legislature which yields reactive
initiatives. The City acknowledges that it will benefit from a proactive, multi-year strategic framework that
would serve as an essential tool for the long-term health of our homelessness response system.

Recommendation 1.3: Implementation Date: Q2 2027
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Recommendation Responsible
Party Management’s Response/Implementation Plan
The City should continue building
on its existing efforts to
strengthen long-term
sustainability for homelessness
programs by:

Establishing or assessing flexible
funding mechanisms to help
stabilize services and leverage
additional external funding
Action Plan:

1.3. Exploring Flexible Funding & Innovation
The City is committed to exploring the creation of a
Homelessness Innovation & Stabilization Fund that
would serve as a "bridge" to prevent service
interruptions during grant transitions.
2 Finding 2:

Regional homelessness-related
data is collected through multiple
systems that are used by the City,
community organizations, and
other regional partners. However,
differences in reporting
requirements and limited
integration across platforms make
it difficult to develop a
comprehensive view of systemwide outcomes and trends.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City agrees with the audit finding regarding the
need for enhanced data integration and regional
coordination. We recognize that while robust data is
being collected across various platforms, the
fragmentation of these systems limits the ability to view the homelessness response system holistically.

Recommendation 2.1:

The City should continue building
on its existing efforts to
strengthen coordination across
Implementation Date: Q2 2028
Action Plan:
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Recommendation Responsible
Party Management’s Response/Implementation Plan
homelessness-related data
systems by:

Establishing and documenting
consistent data definitions and
reporting expectations in
coordination with regional
partners

2.1. Data Standardization and Reporting Processes
The City will serve as a partner to support and
encourage data quality and uniformity to help meet the
needs of the various funding agencies that align with
HMIS.
• As a funding agency, the City will partner with the
County to prepare a data glossary, outline data
entry methods and reporting expectations and
establish an annual review of these practices to
improve data quality.

Finding 2:

Regional homelessness-related
data is collected through multiple
systems that are used by the City,
community organizations, and
other regional partners. However,
differences in reporting
requirements and limited
integration across platforms make
it difficult to develop a
comprehensive view of systemwide outcomes and trends.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City agrees with the audit finding regarding the
need for enhanced data integration and regional
coordination. We recognize that while robust data is
being collected across various platforms, the
fragmentation of these systems limits the ability to view the homelessness response system holistically.

Recommendation 2.2: Implementation Date: Q2 2028
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Recommendation Responsible
Party Management’s Response/Implementation Plan
The City should continue building
on its existing efforts to
strengthen coordination across
homelessness-related data
systems by:

Developing and implementing a
process to regularly compile and
analyze key data elements across
systems (e.g., HMIS, ESRI,
Neighborly, and program
dashboards)
Action Plan:

2.2. Aligning Operational Systems with Performance
Indicators
To resolve the silos internally, the City will align ESRI (geographic/outreach data), Neighborly (grant
management), and internal dashboards, to measure
consistent data and improve upon reporting methods.

The City will build a comprehensive dashboard that is
supported by HMIS that can report real-time data to the community. The consolidation will measure consistent
performance indicators and will support system-wide
reporting and analysis
Finding 2:

Regional homelessness-related
data is collected through multiple
systems that are used by the City,
community organizations, and
other regional partners. However,
differences in reporting
requirements and limited
integration across platforms make
it difficult to develop a
comprehensive view of systemwide outcomes and trends.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City agrees with the audit finding regarding the
need for enhanced data integration and regional
coordination. We recognize that while robust data is
being collected across various platforms, the
fragmentation of these systems limits the ability to view the homelessness response system holistically.
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Recommendation Responsible
Party Management’s Response/Implementation Plan
Recommendation 2.3:

The City should continue building
on its existing efforts to
strengthen coordination across
homelessness-related data
systems by:

Aligning operational data systems
with existing performance
indicators to support consistent,
system-wide reporting and
analysis
Implementation Date: Q2 2028
Action Plan:

2.3. Aligning Operational Systems with Performance
Indicators
To resolve the silos internally, the City will align ESRI (geographic/outreach data), Neighborly (grant
management), and internal dashboards, to measure
consistent data and improve upon reporting methods.

The City will build a comprehensive dashboard that is
supported by HMIS that can report real-time data to the community. The consolidation will measure consistent
performance indicators and will support system-wide
reporting and analysis
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Recommendation Responsible
Party Management’s Response/Implementation Plan
3 Finding 3:

The City has established a strong
foundation for reporting and
communicating information about
homelessness initiatives through
formal reports, dashboards, and
community engagement.

Opportunities exist to improve
clarity and consistency by
consolidating information across
programs and expanding the use
of outcome-focused reporting.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City agrees with this audit finding and
recommendation regarding the need for a more
integrated and outcome-oriented reporting framework.

The City recognizes that the lack of a consolidated,
system-wide view can make it difficult for the public and decision-makers to assess the true impact of
homelessness programs.

Recommendation 3.1:

The City should continue building
on its existing reporting framework
by:

Enhancing and maintaining a
consolidated reporting format or
dashboard that integrates key
information across homelessness
programs and data systems
Implementation Date: Q1 2027
Action Plan:

3.1. Unified System-Wide Reporting
• Consolidated Dashboard: The City will merge
data from internal disparate sources from all
departments (Camp2Home, housing production,
and outreach) into a single, public-facing portal.

This will allow stakeholders to see how an
individual moves from initial outreach through
shelter and into permanent housing.
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Recommendation Responsible
Party Management’s Response/Implementation Plan
• Regular Update Cadence: the City will establish
the public dashboards and ensure it is updated at
least annually, ensuring the data remains a
reliable tool for operational decision-making.

Finding 3:

The City has established a strong
foundation for reporting and
communicating information about
homelessness initiatives through
formal reports, dashboards, and
community engagement.

Opportunities exist to improve
clarity and consistency by
consolidating information across
programs and expanding the use
of outcome-focused reporting.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City agrees with this audit finding and
recommendation regarding the need for a more
integrated and outcome-oriented reporting framework.

The City recognizes that the lack of a consolidated,
system-wide view can make it difficult for the public and decision-makers to assess the true impact of
homelessness programs.

Recommendation 3.2:

The City should continue building
on its existing reporting framework
by:

Standardizing and documenting a
core set of performance indicators
to be used consistently across
reports and dashboards
Implementation Date: Q4 2027
Action Plan:

3.2. Standardizing Key Metrics and Priorities
The City will incorporate the listed key performance
indicators and standardize and document this among
other established KPIs from other Departments as a
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Recommendation Responsible
Party Management’s Response/Implementation Plan
core set of performance indicators to be used
consistently across reports and dashboards.

Finding 3:

The City has established a strong
foundation for reporting and
communicating information about
homelessness initiatives through
formal reports, dashboards, and
community engagement.

Opportunities exist to improve
clarity and consistency by
consolidating information across
programs and expanding the use
of outcome-focused reporting.

Edgar Garcia,
Community
Development
Manager
☒ Agree
☐ Disagree
Response:

The City agrees with this audit finding and
recommendation regarding the need for a more
integrated and outcome-oriented reporting framework.

The City recognizes that the lack of a consolidated,
system-wide view can make it difficult for the public and decision-makers to assess the true impact of
homelessness programs.

Recommendation 3.3:

The City should continue building
on its existing reporting framework
by:

Establishing and applying
consistent reporting practices that
include analysis and clear
explanation of key trends,
program outcomes, and how
programs and investments
Implementation Date: Q1 2027
Action Plan:

3.3. Communicating Outcomes
Communicating Outcomes: Develop a coordinated plan
among other departments to capture key data, trends,
and clear explanations of outcomes within the
comprehensive dashboard with accompanying
testimonials and success stories to the City Manager’s
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Recommendation Responsible
Party Management’s Response/Implementation Plan
contribute to community-level
results.

Office at minimum on an annual basis so these stories
may be shared on social media and other mediums.
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CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
Date: May 7, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Fiscal Year 2026-27 Internal Audit Work Plan CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:

Consider accepting the Fiscal Year (FY) 2026-27 Internal Audit Work Plan. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2025-2026 Strategic Plan Goal J: Build a high performance-organization.

BACKGROUND:

Each year, the City Auditor develops a proposed work plan to address internal controls, compliance, risk, and performance. In accordance with section 902.1 of the Modesto City Charter, “At the beginning of each fiscal year, the Auditor shall submit a one (1) to five (5) year audit schedule to the Audit Committee and Council for review and comment. The schedule shall include the prosed plan, and the rationale for the sections, for auditing departments, offices, boards, activities, subcontractors, and agencies for the period. This schedule may be amended after review with the Audit Committee and Council, but the Auditor shall have final authority to select the audits planned.” DISCUSSION:

This year’s work plan was informed by the 2024 Internal Controls Review, 2026 Enterprise Risk Assessment, and discussions with Council and management. The City Auditor proposes the following projects for FY2026-27:
• Risk Management Operational Review
• Measure H Performance Audit
• Revenue Recovery Operational Review
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City Council, June 23, 2026
Acceptance of the Fiscal Year 2026-27 Internal Audit Work Plan

• Traffic Safety Performance Audit
• Inventory Management Internal Controls Review
• Ongoing Internal Audit services
FISCAL IMPACT:

The annual Internal Audit contract budgeted amount is $250,000. The suggested work plan outlined in this item falls within the contracted budget amount and will be monitored throughout the fiscal year.

COMMITTEE RECOMMENDATION:

This item was reviewed and commented on by the Audit Committee on April 22, 2026.

The Audit Committee moved to forward to the City Council to accept.

CEQA/NEPA REQUIREMENTS:

This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.

RECOMMENDED COUNCIL ACTION:

Staff Recommendations:

Motion to accept the FY 2026-27 Internal Audit Work Plan.

Approved by:

Colleen Rozillis, City Auditor
Joseph P. Lopez, City Manager
Attachments:

1. Fiscal Year 2026-2027 Internal Audit Work Plan
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1 City of Modesto
Internal and Performance Audit Services: FY 2026-2027 Scope of Work The City of Modesto engaged Baker Tilly Advisory Group to provide internal and performance audit consulting services. Based on the 2026 Enterprise Risk Assessment and current status of the City’s internal audit function, we plan to execute five projects in FY 26-27, as well as ongoing program management. The planned scopes, timing, and budgets are described below.

Risk Management Operational Review
Scope: Assess the current state and identify opportunities for improving the efficiency and effectiveness of the City’s risk management function. • Conduct interviews and walkthroughs with staff across the City engaged in risk management
• Review relevant documentation, including policies and procedures, budgets, and internal and external communications
• Review staffing levels and structure, skills, capacity, and efficiency; and intraand inter-departmental collaboration and coordination • Compare operations to industry best practices
• Identify opportunities for improvement in planning and delivery, organization, operations, process efficiency, and customer service
Timing: July-October
Fees: $35,000
Measure H Performance Audit
Scope: Evaluate the City’s progress toward Measure H goals over a three-year period.

Assess the economy, efficiency, and effectiveness of relevant operations and compare City practices to industry best practices.
• Conduct interviews and walkthroughs with staff, Council, and Oversight Board • Review documentation including policies and procedures, workflows, communications, performance measures, and customer/resident feedback • Assess progress toward goals
• Determine alignment of City practices with best practices and benchmark relevant information from peer cities
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2 • Identify opportunities for improvement in service delivery, organization, operations, and process efficiency
Timing: October-February
Fees: $50,000
Revenue Recovery Operational Review
Scope: Review the City’s revenue recovery function and benchmark against peer cities to identify opportunities to collect revenue.
• Conduct interviews and walkthroughs with staff across the City engaged in revenue recovery, including Budget, Finance, and Risk
• Review relevant documentation, including policies and procedures, budgets, and internal and external communications
• Compare operations to industry best practices
• Benchmark City practices to peer cities and identify revenue recovery opportunities
• Identify areas where revenue recovery audits could potentially determine additional revenue collection
Timing: December-April
Fees: $45,000
Traffic Safety Performance Audit
Scope: Assess the economy, efficiency, and effectiveness of the City’s traffic safety programs and initiatives. Review staffing, processes, policies, and systems related to traffic safety and compare to industry best practices.
• Conduct interviews and walkthroughs with staff
• Review staffing levels, structure, roles, and responsibilities • Review documentation including policies and procedures, workflows, performance data, budgets, and customer/resident feedback • Document current practices and compare to industry best practices and peer cities
• Identify opportunities for improvement in staffing, systems, and processes to more effectively and efficiently achieve traffic safety goals Timing: February-May
Fees: $40,000
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3 Inventory Management Internal Controls Review
Scope: Assess processes and conduct targeted testing of internal controls related to inventory management across the City.
• Identify inventory management control objectives and controls that would satisfy each objective
• Review policies and procedures and relevant documentation in support of key controls
• Perform control walkthroughs to observe the design of key controls and understand workflow processes
• Assess whether the controls and monitoring activities in place would prevent or detect errors
• Conduct targeted testing of activities
• Recommend updates to controls, processes, monitoring activities, policies, and procedures to improve the control environment
Timing: August-November
Fees: $40,000
Ongoing Program Management
Scope: City Auditor activities including overseeing the internal audit program and managing the fraud, waste, and abuse hotline.
• Conduct bi-weekly status calls with the City’s project manager • Manage the program and perform quality assurance
• Manage the City’s FWA hotline
• Conduct annual spot testing of the City’s check register and payroll • Validate implementation of audit recommendations
• Support the Audit Committee and City Manager’s Office by conducting on-call consulting
• Present project plans and results to the Audit Committee and City Council Timing: Ongoing
Fees: $40,000
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Date: June 16, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: Appeal of Entertainment Commission Decision Regarding Business Entertainment Permit for the Vault Nightclub
CONTACT: Jessica Hill, Director of Community and Economic Development, 209-577-5321, [email protected]
DESCRIPTION:

Consider referring the Appeal of the Entertainment Commission Decision regarding the Business Entertainment Permit for the Vault Nightclub to a Hearing Examiner pursuant to Modesto Municipal Code Section 4-1.418. (Funding Source: Not Applicable) STRATEGIC PLAN ELEMENT:

This item supports the City’s 2025-2026 Strategic Plan Goal E, to drive the success of vibrant and economically sustainable business climate.

BACKGROUND:

The Vault Nightclub is a bar and nightclub located at 915 J Street. The venue’s owner, Daniel A. Mendez, was issued a Business Entertainment Permit (Permit Number B013- 2024) on July 18, 2024, with an expiration date of July 18, 2026. The Business Entertainment Permit specifies certain conditions of operation required to be complied with by the business. In addition, the Modesto Municipal Code requires that the permittee and his employees, agents, or representatives comply with federal, state, and local laws in connection with the business entertainment permit. Failure to comply with Business Entertainment Permit conditions and Municipal Code requirements may result in revocation of entertainment permits.

Over the course of several months, the Department of Alcoholic Beverage Control (ABC) Lodi Field Office, and the Modesto Police Department, received ongoing complaints regarding the Vault Nightclub. ABC, with the assistance of the Modesto Police Department, began an investigation over several months, which resulted in enforcement actions due to documented violations of permit conditions and state and local laws.

On June 3, 2026, the Entertainment Commission held a special meeting to consider the revocation of the Business Entertainment Permit for the Vault Nightclub due to the violations of both the Business Entertainment Permit and local laws. At the special

CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
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City Council, June 23, 2026
Appeal of Entertainment Commission Decision Regarding Business Entertainment Permit for the Vault Nightclub

meeting, the Entertainment Commission unanimously voted to revoke the Business Entertainment Permit for violations of conditions of the permit, and violations of state and local laws. The Commission also voted that the Vault Nightclub must cease operations related to entertainment immediately, and throughout any pending appeal.

Pursuant to Modesto Municipal Code Section 4-1.419, subsection (d), on June 4, 2026, the City provided written formal notice of the Commission’s decision to revoke the Business Entertainment Permit for the Vault Nightclub. Mr. Mendez was personally served the notice on June 12, 2026, and filed an appeal with the City Clerk’s Office on the same day.

DISCUSSION:

Modesto Municipal Code Section 4-1.418 provides that a permittee may appeal the decision of the Entertainment Commission revoking a permit to the City Council, and the City Council shall hold a hearing on the appeal and its decision shall be final. This Section also authorizes the City Council to instead refer the matter to a hearing examiner, in which case the hearing examiner’s decision shall be final. Therefore, it is within the City Council’s authority and discretion to refer this appeal to a hearing examiner for a decision.
4-1.418 - Denial, Suspension, Modification, Revocation and Conditions—Appeals.

Any applicant or permittee aggrieved by the decision of the Entertainment Commission or Permit Administrator, in denying, suspending, modifying or revoking a permit or imposing conditions on the permit, may appeal the decision to the City Council in accordance with Chapter 4 of Title 1 of this Code. The appeal shall be made by filing a written notice thereof with the City Clerk not later than ten (10) calendar days after notice of the decision of the Entertainment Commission, is personally served upon or mailed to the permittee. The City Council shall hold a hearing on the appeal and its decision thereon shall be final. In the alternative, the City Council may refer the matter to a hearing examiner pursuant to Chapter 4 of Title 1 of this Code, in which case the hearing examiner's decision shall be final. In the case of a suspension, modification or revocation, unless otherwise ordered, the permittee may continue to conduct entertainment during the pendency of any appeal.

The next regular meeting of the City Council is not until July 14, 2026, which causes an issue regarding timing of the appeal, because the hearing needs to be set for within thirty days of the appeal. In order to conduct the hearing timely and provide the permittee with adequate notice, referral of the hearing to a hearing examiner would be prudent. The attached Resolution would refer the appeal to a hearing examiner pursuant to Section 4-1.418 and authorize the City Manager to appoint the hearing examiner.

FISCAL IMPACT:

This item has no fiscal impact.

COMMITTEE RECOMMENDATION:

Due to the nature of this item, it is not required to go to Council Committee. #10..
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City Council, June 23, 2026
Appeal of Entertainment Commission Decision Regarding Business Entertainment Permit for the Vault Nightclub

CEQA/NEPA REQUIREMENTS:

This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.

RECOMMENDED COUNCIL ACTION:

Resolution referring the Appeal of the Entertainment Commission Decision regarding the Business Entertainment Permit for the Vault Nightclub to a Hearing Examiner pursuant to Modesto Municipal Code Section 4-1.418 and authorizing the City Manager to appoint the hearing examiner.

Approved by: _____
Jessica Hill, Director of Community and
Economic Development
_____
Joseph P. Lopez, City Manager
Attachment:

1. Resolution
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06/23/2026/CED/JHill/Item X 1 2026-XX

MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XX

RESOLUTION REFERRING THE APPEAL OF THE ENTERTAINMENT

COMMISSION DECISION REGARDINGTHE BUSINESS ENTERTAINMENT

PERMIT FOR THE VAULT NIGHTCLUB TO A HEARING EXAMINER
PURSUANT TO MODESTO MUNICIPAL CODE SECTION 4-1.418 AND

AUTHORIZING THE CITY MANAGER TO APPOINT THE HEARING

EXAMINER
WHEREAS, the Vault Nightclub is a bar and nightclub located at 915 J Street. The venue’s owner, Daniel A. Mendez, was issued a Business Entertainment Permit (Permit Number B013-2024) on July 18, 2024, with an expiration date of July 18, 2026; and
WHEREAS, the Business Entertainment Permit specifies certain conditions of operation required to be complied with by the business. In addition, the Modesto Municipal Code requires that the permittee and his employees, agents, or representatives comply with federal, state, and local laws in connection with the business entertainment permit; and
WHEREAS, failure to comply with Business Entertainment Permit conditions and Municipal Code requirements may result in revocation of entertainment permits; and
WHEREAS, over the course of several months, the Department of Alcoholic Beverage Control (ABC) Lodi Field Office, and the Modesto Police Department, received ongoing complaints regarding the Vault Nightclub, which resulted in enforcement actions due to documented violations of permit conditions and state and local laws; and
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06/23/2026/CED/JHill/Item X 2 2026-XX
WHEREAS, on June 3, 2026, the Entertainment Commission held a special meeting to consider the revocation of the Business Entertainment Permit for the Vault Nightclub due to the violations of both the Business Entertainment Permit and local laws; and
WHEREAS, at the special meeting, the Entertainment Commission unanimously voted to revoke the Business Entertainment Permit for violations of conditions of the permit, and violations of state and local laws; and WHEREAS, pursuant to Modesto Municipal Code Section 4-1.419, subsection (d), on June 4, 2026, the City provided written formal notice of the Commission’s decision to revoke the Business Entertainment Permit for the Vault Nightclub. Mr. Mendez was personally served the notice on June 12, 2026, and filed an appeal with the City Clerk’s Office on the same day; and WHEREAS, Modesto Municipal Code Section 4-1.418 provides that a permittee may appeal the decision of the Entertainment Commission revoking a permit to the City Council, and the City Council shall hold a hearing on the appeal and its decision shall be final. This Section also authorizes the City Council to instead refer the matter to a hearing examiner, in which case the hearing examiner’s decision shall be final; and
WHEREAS, the next regular meeting of the City Council is not until July 14, 2026, which causes an issue regarding timing of the appeal, because the hearing needs to be set within thirty days of the appeal. In order to conduct the hearing timely and provide the permittee with adequate notice, referral of the hearing to a hearing examiner would be prudent; and
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06/23/2026/CED/JHill/Item X 3 2026-XX
WHEREAS, therefore, it is within the City Council’s authority and discretion to refer this appeal to a hearing examiner for a decision.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby refers the appeal of the Entertainment Commission decision regarding the Business Entertainment Permit for the Vault Nightclub to a Hearing Examiner, pursuant to Municipal Code Section 4-1.418.

BE IT FURTHER RESOLVED, that the City Manager or his designee, are hereby authorized to appoint the Hearing Examiner.

The foregoing resolution was introduced in a regular meeting of the Council of the City of Modesto held on the 23rd day of June, 2026, 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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CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
Date: May 8, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: Agreement with Salvation Army to provide operating support for the Access Center Emergency Shelter (ACES)
CONTACT: Meggan Clifford, Senior Community Development Program Specialist [email protected], 209-577-5311
DESCRIPTION:

Consider approving an Agreement with The Salvation Army to provide operating support for the Access Center Emergency Shelter in an amount not to exceed $486,000. (Funding Source: Permanent Local Housing Allocation)
STRATEGIC PLAN ELEMENT:

The recommended action supports quality of life consistent with the City Council’s 2025- 2026 Strategic Plan Goal C: Develop and implement a comprehensive housing and homelessness action plan.

BACKGROUND:

The Permanent Local Housing Allocation (PLHA) Program was created by California’s 2017 Building Homes and Jobs Act (SB 2), which added a $75 recording fee to certain real estate documents to fund affordable housing. Administered by the California Department of Housing and Community Development (HCD), PLHA provides a stable, ongoing source of funding for cities and counties to address unmet affordable housing needs and increase housing supply. Funding is distributed through non-competitive formula grants to entitlement jurisdictions over a five-year period.

HCD issued the first PLHA Notice of Funding Availability (NOFA) on February 26, 2020.

The City applied and was approved on July 14, 2020, for an estimated five-year award of up to $5,818,482. The City was awarded $969,747 in the first round. The City was subsequently awarded funds in 2021, 2022, and 2023 totaling $4,967,113 of its estimated $5,818,482 allocation. The City intends to apply for the fifth round of funding under the #11..
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City Council, June 23, 2026
Agreement with Salvation Army to provide operating support for the Access Center Emergency Shelter (ACES)

2024 Formula NOFA, in the amount of $637,206 for a final allocation of $5,604,319. Under the City’s current approved PLHA Plan, 30% of each year’s funds are eligible to be used for Activity 6, which supports a range of services for individuals experiencing or at risk of homelessness, including operating costs for emergency shelters.

The total amount of Activity 6 funds currently available to the City is $486,000.

The Salvation Army has operated emergency shelters in Modesto since 2002, assisting the City of Modesto’s most vulnerable population. The Access Center Emergency Shelter (ACES) is located at 320 9th Street in Modesto and has been continually operated by The Salvation Army since it opened in November 2019. In this time, the 182 bed low-barrier shelter has prioritized removing barriers to entry to engage with service-resistant individuals. Through this effort, ACES serves adults and allows pets, possessions, and partners which traditionally impact eligibility for shelter enrollment.

Since opening, ACES has served 1,793 unduplicated individuals, providing critical shelter, stabilization, and supportive services to individuals experiencing homelessness.

Central to these efforts is the Case Management team, which works closely with participants to develop individualized service plans, connect clients to community resources, and support long-term housing stability. Through case management engagement and coordinated support services, 118 individuals have successfully exited the program to permanent housing solutions. These outcomes reflect ACES’ ongoing commitment to helping individuals overcome barriers, increase self-sufficiency, and achieve stable housing.

The annual operating cost of ACES is $3,295,688, inclusive of all personnel, food expenses, and operational costs associated with providing emergency shelter and supportive services. The PLHA funding in the amount of $486,000 represents approximately 15% of the overall annual operating budget and would provide critical support to sustain daily shelter operations and essential services for individuals experiencing homelessness.

DISCUSSION:

ACES has been operated in partnership with Stanislaus County and has been predominantly funded by Homelessness Housing, Assistance and Prevention (HHAP) Program through California’s Department of Housing and Community Development. The Governor’s budget proposal for 2026-2027 includes a reduction of 50% of HHAP funding which would limit the inflow of funding to Stanislaus County and thus reduce the resources for ACES funding.

Given the projection of an HHAP funding reduction, the City of Modesto has identified a funding source to support with the continued operations of ACES. #11..
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City Council, June 23, 2026
Agreement with Salvation Army to provide operating support for the Access Center Emergency Shelter (ACES)

The current agreement between The Salvation Army and Stanislaus County expires June 30, 2026. The City’s proposed allocation in the amount of $486,000 would support The Salvation Army operations through September 30, 2026, ensuring continuity of essential services for vulnerable populations. An agreement between The Salvation Army and the City of Modesto would formalize the extension of services and provide a stable funding mechanism to maintain program delivery without disruption as existing contractual timelines conclude.

In addition, this funding would provide critical operational support, including staffing, program administration, and facility-related costs, while intentionally building in additional time for organizational capacity building. This extended timeframe would allow The Salvation Army to strengthen internal systems, enhance service delivery models, and continue to pursue long-term funding sustainability strategies, ultimately positioning the program for continued success beyond the term of PLHA assistance.

Staff continue to work closely with Stanislaus County and The Salvation Army to develop a coordinated operational plan for services beyond October 1, 2026. Current efforts are focused on maintaining continuity of care and strengthening long-term service delivery through enhanced case management engagement, coordinated outreach, and connection to housing stabilization resources for shelter participants. In parallel, all parties are actively exploring ongoing funding opportunities at the local, state, and federal levels to support continued operations and program sustainability.

Additionally, collaborative efforts are underway to establish and implement CalAIM Community Supports service components that could provide reimbursement pathways for eligible supportive services, including Day Habilitation, Post Hospitalization and Housing Navigation. The development of these Community Supports is intended to create a more sustainable service model while improving access to comprehensive care and long-term housing outcomes for individuals experiencing homelessness.

The City has identified Encampment Resolution Funding (ERF) Round 5, as a potential funding source for emergency shelter operations and will submit an application that includes $2.5 million dollars for ACES operations over a two-year period. Stanislaus County is completing an ERF application as well. Award notifications will be made in September 2026. CalAIM projections for Day Habilitation and Housing Navigation could provide $1.9 million dollars annually to the shelter operations. Additional resources with Behavioral Health Recovery Services and the Stanislaus Community System of Care (CSOC) are being assessed.

FISCAL IMPACT:

If approved, Salvation Army would receive a total of $486,000 in PLHA Activity 6 funding.

This funding is comprised of the following allocations:
• $140,610 in Year 3 funding
• $236,936 in Year 4 funding
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City Council, June 23, 2026
Agreement with Salvation Army to provide operating support for the Access Center Emergency Shelter (ACES)

• $108,454 from Year 5 funding
The funding is available from the City’s allocation from the State of California Department of Housing and Community Development (HCD) Permanent Local Housing Association (PLHA) Grant and will reside in Fund 1120. There will be no impact to the General Fund.

COMMITTEE RECOMMENDATION:

Due to urgent nature of the action needed, this item was taken directly to Council.

CEQA/NEPA REQUIREMENTS:

This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.

RECOMMENDED COUNCIL ACTION:

Staff Recommendations:

Resolution approving an Agreement with The Salvation Army to provide operating support for Access Center Emergency Shelter in an amount not to exceed $486,000, and authorizing the City Manager, or his designee, to execute the Agreement.

Resolution amending the fiscal year 2025-2026 annual operating and non-capital project fund budgets to establish a project for The Salvation Army Permanent Local Housing Allocation (PLHA) funding in the amount of $486,000 and budgeting the applicable revenue, expenditures, and transfer.

Approved by:

Jessica Hill, Director of Community and
Economic Development
Joseph P. Lopez, City Manager
Attachments:

1. Resolution

2. Budget Resolution

3. Agreement with Salvation Army

4. Levine Act
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6/23/2026/CED/MClifford 1 2026-xxxx

MODESTO CITY COUNCIL
RESOLUTION NO. 2026-xxxx

RESOLUTION APPROVING AN AGREEMENT WITH THE SALVATION ARMY

TO PROVIDE OPERATING SUPPORT FOR ACCESS CENTER EMERGENCY SHELTER IN AN AMOUNT NOT TO EXCEED $486,000, AND AUTHORIZING

THE CITY MANAGER, OR HIS DESIGNEE TO EXECUTE THE AGREEMENT WHEREAS, the Permanent Local Housing Allocation (PLHA) Program was created by California’s 2017 Building Homes and Jobs Act (SB 2), which added a $75 recording fee to certain real estate documents to fund affordable housing; and
WHEREAS, PLHA provides a stable, ongoing source of funding for cities and counties to address unmet affordable housing needs and increase housing supply; and
WHEREAS, funding is distributed through non‑competitive formula grants to entitlement jurisdictions over a five‑year period; and WHEREAS, HCD issued the first PLHA Notice of Funding Availability (NOFA) on February 26, 2020, and the City’s application was awarded on July 14, 2020, for a five‑year estimated award of up to $5,818,482; and WHEREAS, on July 14, 2020, by Resolution No. 2020-318, the City of Modesto adopted the five-year PLHA Plan (The Plan) outlining 1) How allocated funds will be used, 2) How the City will prioritize investments that increase housing for households earning at or below 60 percent of the area median income (AMI), 3) How the Plan aligns with the City’s Housing Element programs, and 4) How any program income from loan repayments will be reused; and #11..
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6/23/2026/CED/MClifford 2 2026-xxxx
WHEREAS, under Activity 6 of the PLHA Plan, Emergency Shelter Activities is an eligible activity; and
WHEREAS, The Salvation Army, operator of the Access Center Emergency Shelter (ACES) has identified a funding gap for continued operations; and
WHEREAS, the available PLHA funding in Activity 6 in the amount of $486,000 comprised of the following allocations, $140,610 in Year 3 funding, $236,936 in Year 4 funding, and $108,454 from Year 5 funding and will provide operational support to The Salvation Army through September 2026; and WHEREAS, the annual operating cost of ACES is $3,295,688 and the PLHA funding makes up approximately 15% of the overall annual operating budget; and
WHEREAS, collaborative efforts between the City, Stanislaus County, and The Salvation Army are underway to establish and implement CalAIM Community Supports service components that could provide reimbursement pathways for sustainable service delivery.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves an Agreement with the Salvation Army to provide operating support for Access Center Emergency Shelter in an amount not to exceed $486,000; and
BE IT FURTHER RESOLVED that the City Manager, or his designee, is authorized to execute the agreement, in a form approved by City Attorney. #11..
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6/23/2026/CED/MClifford 3 2026-xxxx
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 23rd day of June, 2026, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:

AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST: _____________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:

BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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6/23/2026/CED/MClifford 1 2026-xxxx

MODESTO CITY COUNCIL
RESOLUTION NO. 2026-xxxx
RESOLUTION AMENDING THE FISCAL YEAR 2025-2026 ANNUAL

OPERATING AND NON-CAPITAL PROJECT FUND BUDGETS TO

ESTABLISH A PROJECT FOR THE SALAVATION ARMY PERMANENT

LOCAL HOUSING ALLOCATION (PLHA) FUNDING IN THE AMOUNT OF $486,000 AND BUDGETING THE APPLICABLE REVENUE, EXPENDITURES,

AND TRANSFERS
WHEREAS, the Permanent Local Housing Allocation (PLHA) Program was created by California’s 2017 Building Homes and Jobs Act (SB 2), which added a $75 recording fee to certain real estate documents to fund unmet affordable housing needs and increase housing supply; and WHEREAS, funding is distributed through non‑competitive formula grants to entitlement jurisdictions over a five‑year period; and WHEREAS, HCD issued the first PLHA Notice of Funding Availability (NOFA) on February 26, 2020, and the City’s application was awarded on July 14, 2020, for a five‑year estimated award of up to $5,818,482; and WHEREAS, on July 14, 2020, by Resolution No. 2020-318, the City of Modesto adopted the five-year PLHA Plan (The Plan) outlining 1) How allocated funds will be used, 2) How the City will prioritize investments that increase housing for households earning at or below 60 percent of the area median income (AMI), 3) How the Plan aligns with the City’s Housing Element programs, and 4) How any program income from loan repayments will be reused; and WHEREAS, under Activity 6 of the City’s approved PLHA Plan, supporting emergency shelter activities is an eligible expense; and #11..
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6/23/2026/CED/MClifford 2 2026-xxxx
WHEREAS, The Salvation Army, operator of the Access Center Emergency Shelter has identified a funding gap for continued operations; and WHEREAS, the available PLHA funding in Activity 6 in the amount of $486,000 will provide operational support to The Salvation Army through September 2026; and
WHEREAS, the funding allocation of $486,000 is comprised of Year-Three funding in the amount of $140,610 (Project #101386), Year-Four funding in the amount of $236,936 (Project #101612), and Year-Five funding in the amount of $108,454 (Project #101735); and
WHEREAS, a financial analysis has been completed, and the Fiscal Year 2025-2026 Annual Operating and Non-Capital Project Fund Budget must be amended to budget the necessary revenue, expenditures, and transfers from Fund 1120.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby amends the Fiscal Year 2025-2026 Annual Operating and Non-capital Project Fund Budgets to establish a project and applicable revenue, expenditures, and transfers in the amount of $486,000.

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.
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6/23/2026/CED/MClifford 3 2026-xxxx
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 23rd day of June, 2026, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:

AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST: __________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:

BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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1 CITY OF MODESTO AGREEMENT

SALVATION ARMY SERVICES AGREEMENT
This Agreement (“Agreement”) is entered into in the City of Modesto, State of California, this ____ day of ____________ 2026 (“Effective Date”) by and between the City of Modesto, a California municipal corporation (“City”), and The Salvation Army, a California Corporation (“Recipient”). The City and The Salvation Army, a California Corporation shall be collectively referred to hereinafter as the “Parties”.

This Agreement is made with regard to the following recitals:

WHEREAS, the City has received funding from the California Department of Housing and Community Development (“HCD”) under the Permanent Local Housing Allocation (“PLHA”) program; and
WHEREAS, the City Council of the City of Modesto previously adopted the City’s fiveyear PLHA Plan. The Plan identifies that the City will use a portion of the PLHA funds to assist persons who are experiencing or at risk of homelessness, including, but not limited to, providing emergency shelters; and
WHEREAS, the City of Modesto has a long-standing partnership with The Salvation Army, a California Corporation to provide services to individuals experiencing homelessness; and
WHEREAS, The Salvation Army, a California Corporation has agreed to carry-out the proposal identified in the grant which includes case management and housing navigation services for individuals experiencing homelessness.

NOW THEREFORE, the City and Recipient agree as follows:

1. Term
A. The term of this Agreement (the “Term”) shall commence on the Effective Date and shall continue until June 30, 2027, or until funds are fully spent.

2. Grant Award
A. The City shall provide the Recipient with a grant of Four Hundred Eighty-Six Thousand Dollars ($486,000) (the “Grant”) for the purposes and activities further specified in Exhibit A in accordance with the requirements outlined in Exhibit A and B, attached here to and incorporated by reference (the “Activities”). The Activities shall be provided in a manner consistent with the Housing First practices described in 25 California Code of Regulations Section 8409, subdivision (b)(1)-(6) and in compliance with Welfare and Institutions Code Section 8255(b)(8). #11..
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2 B. Recipient shall expend the Grant solely on the Activities, as specified in Exhibit A and Exhibit B, and within the approved budget. The Recipient shall not use the Grant for any other purpose or activity without the prior written consent of the City.

C. The Recipient shall operate within the territorial limits of the City of Modesto and the beneficiaries, if any, of the Activities shall be the residents of the City of Modesto.

3. Recipient’s Obligations
A. Throughout the Term of this Agreement, the Recipient shall obtain and maintain all licenses, permits, qualifications and approvals legally required to conduct business, and the specific Activities required by this Agreement. The Recipient warrants that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities and other resources necessary to perform the Activities specified by this Agreement. Recipient shall perform the Activities required pursuant to this Agreement according to the standards observed by a competent practitioner of the profession in which Recipient is engaged.

B. The Recipient shall provide appropriate acknowledgement of the Grant by using the City’s logo or making a written acknowledgement in its publicity, promotional materials, information materials, press materials, at public occasions relating to the Activities, and on any website maintained by the Recipient.

4. Reporting Requirements
The Recipient shall submit monthly reporting, in accordance with the requirements set forth in Exhibit A and Exhibit B, attached hereto and incorporated herein, to the City within thirty (30) days of the end of each invoice period. The annual report shall be in addition to the reporting required by Section 4, and shall include:

A. Summary of activities and accomplishments, mandate and/or mission of the organization;
B. List of Board Directors with title, contact information and mandate term of each Director;
C. Organizational Chart;
D. Project/Program Expenditures-to-date (including receipts); E. Any other information reasonably requested by the City.

5. Audit Requirements
A. In addition to all other reports and records required by this Agreement, the Recipient shall keep and make available proper books of account and records of the financial management of the Grant provided under this agreement, in accordance with generally accepted business and accounting practices. Such records shall include, but not be limited to, records providing a full description and accounting of each activity undertaken.
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3 B. Recipient agrees to keep all necessary books and records required by this Agreement for five (5) years following the end of this Agreement and shall document all transactions so that all expenditures may be properly audited.

C. The Recipient agrees that City or any authorized representative has access to and the right to examine all records, books, papers, or documents related to the project. The Recipient shall allow the City or any authorized representative access to all records, books, papers, or documents related to the project within forty-eight (48) hours of a request to examine.

6. Preservation of Assets
Any assets purchased with the Grant, the cost of which exceed $5,000, shall be preserved by the Recipient, and shall not be sold, leased, given away or otherwise disposed of prior to the end of the useful life of the asset without prior written consent of the City.

7. Termination, Suspension and/or Repayment of Grant
The City may terminate, suspend and/or require repayment of the Grant in the event of any of the following circumstances, after notice from the City and a reasonable opportunity to cure:

A. The Recipient fails to provide the Activities, or any portion of the Activities, described in Exhibit A and Exhibit B of this Agreement or substandard performance of the Activities;
B. The Recipient suspends or fails to carry on and continuously conduct its operations, or there is a disruption on the performance of the Activities; C. The Recipient has a partisan political affiliation and/or participates in partisan political activities.

D. The Recipient uses the Grant for a purpose or activity other than those specified in Exhibit A.

E. The Recipient becomes bankrupt or insolvent, goes into receivership or becomes subject to the provisions of any bankruptcy, insolvency, or any other Act for the benefit of creditors, or makes a general assignment for the benefit of its creditors or otherwise acknowledges its insolvency;
F. The Recipient fails to provide the City with any report, record, or documentation required by this Agreement, or fails to provide any documentation requested by the City in accordance with the terms of this agreement; G. The Recipient has made any material misrepresentation to the City or its representatives with respect to any of the matters contained herein and/or in the Recipient’s funding submission/proposal/application for the Grant, or which have been made or may be made in the future surrounding these matters; H. The Recipient breaches any term of this Agreement, after notice from the City and a reasonable opportunity to cure the breach;

8. Compliance with Applicable Laws
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4 Recipient shall carry out, and cause its contractors, consultants, employees and agents to carry out, the Activities, in compliance all applicable federal, state and local laws, rules, ordinances, orders, and regulations, including without limitation and to the extent applicable, the prevailing wage provisions of the federal Davis-Bacon Act and implementing rules and regulations and state prevailing wages pursuant to Labor Code Section 1770 et seq.

9. Non-Assignment
The Recipient shall not assign this Agreement, the Grant, or any part thereof, without the Prior written consent of the City. Any assignment in violation of this section shall require an immediate repayment of the Grant to City by the Recipient.

10. Indemnity and Liability
A. The Recipient shall indemnify , defend with counsel acceptable to City, and hold harmless the City, its officials, officers, employees, and agents (“Indemnitees”) from and against all liability, loss, cost, expense (including without limitation attorneys’ fees and costs of litigation), claim, demand, action, suit, judicial or administrative proceeding, penalty, deficiency, fine, order, and damage (all of the foregoing collectively “Claims”) which, directly or indirectly, arises out of or relates to this Agreement or the performance of the Activities, except to the extent the Claims arise from the sole negligence or willful misconduct of City.

B. The City shall not be liable to the Recipient or any other party in relation to the Grant and/or the services provided by the Recipient pursuant to the terms of this agreement. The Recipient shall be solely responsible for the payment of any individuals employed, engaged or retained by the Recipient for the purpose of assisting it in the fulfilment of its obligations under this agreement.

11. Insurance
The Recipient shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City by certified mail, return receipt requested, for all of the following stated insurance policies.

In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Recipient shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on #11..
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5 all such policies shall provide to the additional insureds identified herein any notices of cancellation of said insurance policies within 5 business days of receipt of such notice.

The Recipient shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000.
(b) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to: premises and operations; broad form contractual; independent The Recipients and subcontractors; products and completed operations as applicable.
(c) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
(d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claims made basis it shall be maintained for at least three (3) years following completion of the work.

If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Recipient shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Recipient to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Recipient to obtain and/or maintain any required insurance shall not relieve the Recipient from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Recipient concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Workers' Compensation and Professional Liability. The Workers' Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by The Recipient for the City. The Recipient's insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall #11..
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6 be placed with insurer(s) with acceptable Best's rating of A:VII or with approval of the Risk Manager. The Recipient must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.

The Recipient shall provide City with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, the Recipient shall provide City with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced above must include the applicable policy number.

For any claims related to this project, the Recipient’s insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of Recipient ‘s insurance and shall not contribute with it.

12. Non-Discrimination
Recipient shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, Recipient of, or applicant for any services or programs provided by Recipient under this Agreement. Recipient shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Recipient, including but not limited to the satisfaction of any positive obligations required of Recipient thereby.

13. NOTIFICATION
Any notice, communication, amendment, addition or deletion to this Agreement, including change of address of either Party during the term of this Agreement, which Recipient or City shall be required or may desire to make shall be in writing and may be personally served or, alternately, sent by prepaid first-class mail to the respective Parties as follows:

To City:

City of Modesto
Attn: Edgar R. Garcia, Community Development Manger
1010 10th Street
Modesto, CA 95353
To Recipient:

The Salvation Army a California Corporation
30840 Hawthorne Blvd.

Rancho Palo Verdes, CA 90275
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7 14. SEVERABILITY
If any portion of this Agreement or application thereof to any person or circumstance shall be declared invalid by a court of competent jurisdiction or if it is found in contravention of any federal, state or City statute, ordinance or regulation; the remaining provisions of this Agreement or the application thereof shall not be invalidated thereby and shall remain in full force and effect to the extent that the provisions of this Agreement are severable.

15. DISPUTE RESOLUTION
All venue for any claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be in the Stanislaus County Superior Court.

16. INDEPENDENT PARTIES
Nothing in this Agreement is intended to or shall establish the Parties as partners, coventurers, or principal and agent with one another. At all times during the term of this Agreement, Recipient and City shall be independent parties, and Recipient shall not be an employee of the City. Except as the Recipient may specify in writing, Recipient shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Recipient shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever. At all times during the term of this Agreement, Recipient and

17. ENTIRE AGREEMENT
This Agreement, including the exhibits attached hereto, represents the entire and integrated agreement between City and Recipient and supersedes all prior negotiations, representations, or agreements, either written or oral. No amendment of any of the terms or provisions of the Agreement shall be deemed valid unless it is in writing and signed by both Parties.

18. GENERAL PROVISIONS
A. Binding Agreement. This agreement shall be binding on and inure to the benefit of the City, the Recipient and their respective successors and assigns. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the Parties and their respective successors and assigns, any rights or remedies hereunder.

B. Severability. Any provision of this agreement, which is or becomes prohibited or unenforceable in any jurisdiction, shall not invalidate or impair the remaining provisions of this agreement which shall be deemed severable from the prohibited or unenforceable provision and any prohibition or unenforceability in any jurisdiction shall not invalidate or render unenforceable that provision in any other jurisdiction.
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8 C. Waiver. The fact that the City refrains from exercising a remedy it is entitled to exercise under this agreement shall not be considered to be a waiver of such right and, furthermore, partial or limited exercise of a right conferred upon the City shall not prevent the City in any way from later exercising any other right or remedy under this agreement or other applicable law. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any other covenant or provision hereof, and no waiver shall be valid unless in writing and executed by the waiving Party
D. Business License. The Recipient will have a valid City of Modesto Business License. in
E. Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, excluding chose of law rules.

F. Construction of Agreement. The section headings and captions used herein are solely for convenience and shall not be used to interpret this Agreement. The Parties acknowledge that this Agreement is the product of negotiation and compromise on the part of both Parties, and the Parties agree, that since all of the Parties have participated in the negotiation and drafting of this Agreement, this Agreement shall not be construed as if prepared by one of the Parties, but rather according to its fair meaning as a whole, as if all Parties had prepared it.

G. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be an original and all of which taken together shall constitute one instrument. The persons executing this Agreement on behalf of Parties have been duly authorized to do so.

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the effective date set forth above.
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9 EXHIBIT A
Scope of Work

1. Recipient shall operate and oversee the shelter's day-to-day operations, provide daily food services for each resident, case management services, facility maintenance, and the facility safety at the Access Center Emergency Shelter located at 330 9th Street in Modesto, California.

2. Services shall be coordinated for individuals experiencing or at risk of homelessness seeking services at the Access Center Emergency Shelter in a safe and clean environment with the goal to engage, refer and connect individuals to the appropriate services in order to ready them for the next step in the housing continuum.

3. Recipient shall coordinate the intake and interviews of shelter guests upon entry to the shelter for the first time. This shall include the following:

3.1. Written or electronic intake and client record keeping procedures and files that include records or services provided;

3.2. Perform an inventory of shelter guest's possessions and determine if there is sufficient storage available;

3.3. Acknowledge the presence of shelter guest's pet and supply equipment necessary for the pet; and

3.4. Assign a Case Manager who shall be a resource specialist with the ability to refer guests to specific, appropriate services including, but not limited to, the following:
housing, employment, mental and physical health, drug and alcohol rehabilitation and recovery, Social Security Disability, support groups, provide weekly interviews and updates with guests to assist them in finding needed services to escape homelessness and other services.

4. Recipient shall provide day-to-day services for each individual seeking services that includes, is not limited to the following:

4.1. Providing showers and restrooms;

4.2. Storage areas for personal belongings;

4.3. Providing housing for a mutually agreed upon number of pets;

4.4. Food preparation and dining;
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10 4.5. Laundry area; and

4.6. Allowing guests to shelter with their partners, pets and possessions.

5. Recipient shall provide daily food services for up to one hundred eighty-two (182) shelter guests seeking services at the Emergency Shelter as follows:

5.1. Provide a total of three (3) meals every day:
• Breakfast;
• Lunch; and
• Dinner

5.2. Providing a tracking system of the meals provided, which shall be mutually agreed upon by both parties;

6. Recipient shall coordinate with community partners and provide on-site case management services to the guests. This may include, but is not limited to, the following:

6.1. Mental illness and substance use disorder treatment;

6.2. Public aid and basic needs;

6.3. Employment and job training services;

6.4. Homeless Court Program shall provide an opportunity for shelter guests involved in the criminal justice system to address unresolved court issues by participating in rehabilitative services;

6.5. Housing Assessment Team (HAT) shall provide assessments and coordinated access to supportive services and housing; and

6.6. Essential healthcare services.

7. Facility safety shall include, but is not limited to the following:

7.1. Maintain a Safety Binder;

7.2. Ensure that the shelter complies with all County building safety and health codes;

7.3. Prepare and implement a fire safety plan that includes, at a minimum, the following:
• A posted evacuation plan;
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11 • Fire drills, conducted at a minimum, quarterly; and • Fire detection systems.

7.4. Provide and implement additional emergency plans covering earthquake, flood and other disasters;

7.5. Provide a telephone, available twenty-four (24) hours per day, to contact the fire department, paramedics, police and site supervisor personnel and post a list of such emergency numbers at the telephone locations(s);

7.6. Maintain vigilance of property at all times for health and safety hazards;

7.7. Promptly call police, fire or emergency medical services as necessary for disturbances, fires or medical emergencies;

7.8. Promptly arrange for care of residents in a mental health crisis by calling law enforcement;

7.9. Provide and make available at all times aid equipment and supplies in case of medical emergencies; and

7.10 Provide regular training to staff regarding common physical and mental health problems, medical aid, crisis management and the cultural competency of the homeless population.
8 Recipient shall provide the following services to ensure the operations and facility maintenance of the Emergency Shelter:

8.1 Facility maintenance shall include maintenance of the entire site and all onsite equipment;

8.2 Pay for utilities for the Emergency Shelter and maintain all utility records to show the actual costs incurred for the following:
• Gas;
• Heat;
• Air Conditioning;
• Light;
• Power;
• Telephone
• Internet; and
• Water

8.3 Recipient shall arrange and pay for the property to have monthly pest control services.

This shall include, but is not limited to the following:
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12 8.3.1 Monthly spraying for bedbug; and

8.3.2 Monthly spraying for cockroaches

8.4 Recipient shall provide weekly laundering of linens. 9 Recipient shall employ shelter guests that are registered in a Transitional Housing Program to perform daily job duties related to the clearing of the shelter facilities and grounds, pursuant to Partner's existing policies;
10 Recipient shall participate in weekly Challenges and Opportunities meetings with representative(s) from City staff. The purpose of the meetings are to collaborate on activities related to the promotion of a sustainable system of care to support emergency shelter provision for the homeless in Stanislaus County. Outcomes of the meetings are available upon request to the City of Modesto, County Planning and Community Development Department and Community System of Care (CSOC). 11 Recipient may participate in an informal Operating Oversight Committee (Committee) comprised of representatives of County, City of Modesto and CSOC. The purpose of the Committee is to collaborate on activities related to the promotion of sustainable system of care for the homeless in Stanislaus County.
12 Recipient shall make every attempt to qualify for and secure funding from other public and private voluntary agencies or individuals that may be used to offer the services provided in the MOU. Partner agrees to apply for funding that is specifically reserved for Shelter Operation for the Access Center Emergency Shelter to cover the costs listed below:

12.1 Provide food service for up to one hundred eighty-two (182) individuals seeking services at the Emergency Shelter, which includes: breakfast, lunch and dinner;

12.2 Appropriate number of staff to provide services necessary to adequately run the Access Center Emergency Shelter;

12.3 Payment of facility maintenance shall include maintenance of the entire site and all on-site equipment;
13 Recipient shall seek reimbursement from Stanislaus County Planning and Community Development Department and the City of Modesto for the following operational costs:
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13 13.1 Food service for up to one hundred eighty-two (182) individuals seeking services at the Emergency Shelter, which includes: breakfast, lunch and dinner;

13.2 Appropriate number of staff to provide services necessary to adequately run the Access Center Emergency Shelter;

13.3 Payment of all utilities incurred for the Access Center Emergency Shelter, which includes the following:
• Gas;
• Heat;
• Air Conditioning;
• Light;
• Power;
• Telephone
• Internet; and
• Water

13.4 Payment of monthly pest control services. This shall include, but is not limited to the following:

13.4.1 Monthly spraying for bedbugs, and

13.4.2 Monthly spraying for cockroaches

13.5 Payment of weekly linen laundering services.
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CITY OF MODESTO

COUNCIL AGENDA REPORT
DATE OF MEETING:

June 23, 2026
Date: June 1, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: DeAnna Christensen, Director of Finance
Patrick Crowley, Interim Public Works Director
SUBJECT: Fleet Additions and Replacements
CONTACT: Dianne Love, Purchasing Manager, [email protected], 209-571-5164
DESCRIPTION:

Consider approving the purchase of four (4) Fleet Additions and three (3) Fleet Replacements in a total amount not to exceed $2,553,227. (Funding Source: Various Funds)
STRATEGIC PLAN ELEMENT:

This item supports the City of Modesto 2025-2026 Strategic Plan focus of Governance and Service Delivery under Goal H: Achieve Long-Term Financial Sustainability.

BACKGROUND:

On an annual basis, City vehicles and equipment are individually evaluated based on their age, condition, mileage and maintenance costs. Additionally, new vehicles are added to meet the operational needs of the City. Following this process, a Fleet Addition and Replacement List is submitted to the City Council and is approved as part of the new fiscal year’s Public Works Fleet Budget.

Once approved by Council, over the course of the fiscal year, replacement vehicles are purchased and added to the City’s Fleet inventory due to the operational needs of City departments, especially when the existing vehicle has reached its useful life. The following charts provide a summary of the Fleet Replacement being replaced from our existing City’s Fleet inventory, the new Fleet Additions for the Police Department and a description of each to capture the purpose of the Fleet vehicle. Details of the current #12..
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City Council, June 23, 2026
Fleet Additions and Replacements