Agenda packet — Safety and Communities Committee, August 10, 2026 (part 1 of 2)

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www.modestogov.com
AGENDA
City of Modesto

SAFETY AND COMMUNITIES COMMITTEE

COUNCIL WORKSHOP
2001-40 Del Puerto Room.

Tenth Street Place, 1010 10th Street
Modesto, California
Monday, August 10, 2026 at 4:00 PM
Roll Call: Chris Ricci, Chair
Rosa Escutia-Braaton, Vice-Chair
Jeremiah Williams, Member
Alternates: Eric Alvarez, Nick Bavaro, David Wright, Sue Zwahlen Council has not delegated directive or final approval authority to the Committees.

Committee actions are recommendations to the full City Council, not final decisions on an issue. * Public Comment will only be in-person. Members of the public who wish to address the Committee, by providing public comment, during the meeting must do so in-person in the 2001-40 Del Puerto Room. 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.
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“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.

You may observe a livestream of the meeting at http://media.modestogov.com. You may also view or listen to the meeting as indicated below.

THE MEETING CAN BE VIEWED BY ZOOM VIDEO

CONFERENCING OR TELEPHONE
Joining the Committee meeting via Zoom
The City of Modesto is now offering the ability to view Committee meetings via telephonic conferencing via “Zoom” video conferencing computer technology. The meeting may be accessed through the use of Zoom using the following options:
• Enter the following link into an Internet Browser
https://us02web.zoom.us/j/95895497651
• Enter the following link into an Internet Browser https://zoom.us/ and using the Webinar ID 958 9549 7651
• Passcode: 84326
To use Zoom, please visit: https://zoom.us/ and either sign-up for a free Zoom account or continue as a guest. Once you have downloaded the app onto your mobile device, joined from your web browser, or downloaded the Zoom software on your computer you will be ready for the upcoming Committee meeting.

Joining the Committee 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

PUBLIC COMMENT PERIOD
Three-minute time limit per speaker.

Only interested persons in the audience may present these matters. Under State law, Committee Members 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 Committee Member or the Committee itself may take action to direct staff to place a matter of business on a future agenda.
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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 Committee Members 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 www.modestogov.com/councilmeetings.

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 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
Any and all of the following agenda items are subject to action by the Modesto City Council.

CONSENT ITEMS – ROLL CALL VOTE REQUIRED:

Information concerning the consent items listed below has been forwarded to each Committee Member prior to this meeting for study. Unless some member of the audience or Committee Member has a question concerning an item and asks that it be withdrawn from the consent list, the Committee approves the items at one time. The action taken by the Committee 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 Committee member.

Consent

1. Consider an Agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and De-Escalation Training for a total amount not to exceed $237,900 over three (3) years and forwarding to Council for approval. (Funding Source: Police Grants)
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• Motion recommending the Agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and DeEscalation Training for three (3) years, for an estimated annual amount of $79,300, and a total amount not to exceed $237,900 over three (3) years and forwarding to Council for approval.

POLICE DEPARTMENT; Jessica Nicholson, 209-572-9500,
[email protected]

NEW BUSINESS

2. Consider a report on upcoming Parks Planning and Development Division Capital Improvement Program Projects planned for bidding and construction. (Funding Source:

Various CIPs)
• Motion accepting a report on upcoming Parks Planning and Development Division Capital Improvement Program Projects planned for bidding and construction.

ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected]

3. Consider the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval. (Funding Source: Measure H)
• Motion recommending the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval.

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

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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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

August 10, 2026
Date: June 29, 2026
TO: Safety and Communities Committee
Chris Ricci, Chair
Rosa Escutia-Braaton, Vice-Chair
Jeremiah Williams, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Brandon Gillespie, Chief of Police
SUBJECT: Crisis Intervention Training Agreement
CONTACT: Jessica Nicholson, Police Administrator, [email protected], 209-572-9500
DESCRIPTION:

Consider an Agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and De-Escalation Training for a total amount not to exceed $237,900 over three (3) years and forwarding to Council for approval. (Funding Source: Police Grants)
STRATEGIC PLAN ELEMENT:

This item is related to the 2025-2026 Strategic Plan goal of improving community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues.

BACKGROUND:

In May of 2025, the U.S. Department of Justice, Office of Community Oriented Policing Services (COPS Office) announced it was seeking applications for funding for the COPS Office Fiscal Year (FY) 2025 Safer Outcomes: Enhancing De-Escalation and Crisis Response Training for Law Enforcement – Support for Law Enforcement Agencies. This grant opportunity had maximum award amounts based on number of sworn officers in an agency. The Modesto Police Department (MPD) applied under the award category for agencies with more than 200 sworn officers. The application centered around two (2) goals: 1) coordinate and hold a 40-hour crisis intervention and de-escalation training program that is taught by behavioral health professionals from the Modesto community, and 2) maintain the department’s Certified Autism Center status #1..
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Crisis Intervention Training Agreement

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through the International Board of Credentialling and Continuing Education Standards (IBCCE).

In October of 2025, the MPD was awarded $126,800 because of a successful grant application.

Additionally, the MPD has traditionally had agreements with Stanislaus County Behavioral Health and Recovery Services – all generally covered by the same type of grant funding. Below is the history of these agreements:
• On May 24, 2022, by Resolution No. 2022-238, the City Council approved a twoyear agreement with Stanislaus County Behavioral Health and Recovery Services (BHRS) for the provision of a series of 40-hour Crisis Intervention and De-Escalation Training classes for an amount not to exceed $116,800. • On June 26, 2024, the City Manager approved a one-year Agreement with Stanislaus County Behavioral Health and Recovery Services for two (2) fortyhour Crisis Intervention and De-Escalation Training sessions for an amount not to exceed $58,400.
• On April 23, 2025, the City Manager approved a one-year Agreement with Stanislaus County Behavioral Health and Recovery Services for two (2) fortyhour Crisis Intervention and De-Escalation Training sessions for an amount not to exceed $58,400.

DISCUSSION:

On February 19, 2026, the City Manager authorized the Purchasing Manager to solicit the procurement for Crisis Intervention and De-Escalation Training.

The COPS Office Safer Outcomes grant program funding promotes safe outcomes during police encounters with people in crisis through relevant training. Supported training programs must address one (1) or more of the following areas of focus:
• De-escalation tactics and alternatives to use of force; • Safety responding to an individual experiencing a mental or behavioral health or suicidal crisis;
• Safe encounters with individuals with disabilities;
• Successfully participating in a crisis intervention team; pr • Making referrals to community-based services and support.

The Crisis Intervention Training and the re-certification of the department as a Certified Autism Center address three (3) of the above categories. The Crisis Intervention Training provided by Stanislaus County Behavioral Health and Recovery Services is a POST-certified, 40-hour course that is based on nationally recognized curriculum for law enforcement. This training emphasizes behavioral health conditions, crisis resolution and de-escalation skills, community resources, and lived experience perspectives. #1..
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Law enforcement officers who complete the 40-hour Crisis Intervention Training will be better prepared as first responders in situations involving individuals with mental illness and disabilities. Participants will learn about mental disorders and other disabilities, visit mental health and crisis intervention facilities and programs, and learn the concepts of crisis intervention while adhering to officer safety practices and policies.

The Modesto Police Department and Stanislaus County Behavioral Health Recovery Services have developed an interagency agreement that outlines the roles and responsibilities of each agency in the partnership for the provision of the Crisis Intervention and De-Escalation Training classes.

Modesto Municipal Code Section 8-3.203 generally requires all purchases which meet or exceed $100,000 for material, equipment, or contractual services to follow formal bid procedures. However, exceptions to the formal bidding process are granted in MMC 8-

3.204(d) “Where the Purchasing Manager, in his or her discretion, determines that a process other than the formal bid procedure set for in Section 8-3.203 will result in procurement for the City at the lowest possible cost commensurate with the desired quality.”. Here, the training will be taught by Behavioral Health professionals and tailored to the Modesto Community. Utilizing local agencies keeps funding local and allows greater collaboration between agencies. Therefore, staff recommends the Crisis Intervention and De-Escalation Training provided by Stanislaus County Behavioral Health and Recovery Services should be exempt from the formal bidding procedures in accordance with Modesto Municipal Code 8-3.204(d) since the training will be taught by behavioral health professionals from the Modesto community.

FISCAL IMPACT:

Description Per Class Rate Total Cost for 6 Classes
De-Escalation Expert $5,200 $31,200
Clinical Social Worker
$6,000 + $2,250 for pre-class prep
work $49,500
Forensic Psychologist $7,500 $45,000
Psychiatrist $8,000 $48,000
Subject Matter Expert $5,200 $31,200
Supplies and Materials $5,500 $33,000
Total cost not to exceed: $237,900
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 COMMITTEE ACTION:

Staff Recommendations:
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Motion recommending the Agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and De-Escalation Training, for an estimated annual amount of $79,300, and a total amount not to exceed $237,900 over three (3) years and forwarding to Council for approval.

Approved by:

Brandon Gillespie, Chief of Police
Joseph P. Lopez, City Manager
Attachments:

1. Interagency Agreement – Crisis Intervention and De-Escalation Training

2. Bid Waiver

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Interagency Agreement 1 City of Modesto – MPD CIT
FY 26-29

INTERAGENCY AGREEMENT
CITY OF MODESTO – CRISIS INTERVENTION TRAINING (CIT)
This Agreement is made and entered into in the City of Modesto, State of California, by and between Stanislaus County, through its Behavioral Health and Recovery Services (“County”), and City of Modesto (“City”), hereinafter referred to as “County” and “City,” for and in consideration of the mutual promises, covenants, and agreements set forth herein.

WHEREAS, County and City desire to collaborate in coordinating and conducting a series of 40-hour Crisis Intervention (CIT) and De-Escalation training courses for City’s Modesto Police Department, to be taught by subject-matter experts familiar with the Modesto community; and NOW, THEREFORE, the parties agree:

TERMS AND CONDITIONS

1. ROLES, RESPONSIBILITIES, AND CONTRIBUTIONS:

1.1 County shall provide the following:

1.1.1 Up to six (6) sessions of 40-hour Crisis Intervention and De-Escalation Training.

1.1.1.1 Maximum capacity of forty (40) participants per session.

1.1.1.2 Priority registration for City personnel.

1.1.1.3 A minimum of fifteen (15) registrants must be confirmed thirty (30) days prior to the scheduled session. Any session not meeting this requirement shall be canceled.

1.1.2 The training room, equipment including classroom set up, microphones, and IT support.

1.1.3 Procurement of subject-matter expert facilitators.

1.1.4 Materials for final day of training and graduation.

1.1.5 Training binders of presentation and reference materials for each participant.

1.1.6 Invoices to City for services rendered and supplies requiring reimbursement.

1.1.7 Certificates of completion for all non-law enforcement participants.

1.2 City shall provide the following:

1.2.1 Payment for services received upon receipt of invoice from County. #1..
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Interagency Agreement 2 City of Modesto – MPD CIT
FY 26-29

1.2.2 Certificates of completion for POST for law enforcement personnel.

1.3 City shall report the following information:

1.3.1 Number of participants registered per session.

2. BUDGET NARRATIVE
County shall provide the training sessions, and City shall remit payment on a reimbursement basis. Any non-Modesto Police Department participant attending shall be responsible for covering the individual cost of the training and will need to submit payment to City prior to attending.

Costs are outlined as follows:

2.1 De-Escalation Expert: $137 per hour; $5,200 or $1,040 per day of instruction.

2.2 Licensed Clinical Social Worker (LCWS), Licensed Marriage and Family Therapist (LMFT), Licensed Professional Clinical Counselor (LPCC), or Advanced Certified AOD Counselor (LAADC, CATC IV and above, or SUDCC IV and above): $150 per hour; $6,000 or $1,200 per day of instruction, plus $2,250 for fifteen (15) hours of pre-work. Total per 40-hour course: $8,250.

2.3 Forensic Psychologist: $187.50 per hour; $7,500 or $1,500 per day of instruction.

2.4 Psychiatrist: $200 per hour; $8,000 or $1,600 per day of instruction.

2.5 Subject Matter Expert: $137 per hour; $5,200 or $1,040 per day of instruction.

2.6 Supplies: Up to $5,500 per class, including binders, dividers, paper, and printing costs. Expenses will be billed on actual costs incurred.

2.7 Total not-to-exceed cost per class: $39,650

2.8 Total not-to-exceed cost for the term of this contract: $237,900

3. COMPENSATION

3.1 City shall reimburse County for supplies and services associated with this Agreement in the amount not to exceed $237,900 for a total of six (6) 40-hour CIT and De-Escalation training sessions.

3.2 County shall invoice to:

Modesto Police Department
Attn: Accounts Payable
PO Box 642
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Interagency Agreement 3 City of Modesto – MPD CIT
FY 26-29
Modesto, CA 95354
Invoices shall identify the service dates, description of services, and the total charges.

City shall pay County within thirty (30) calendar days of receipt of undisputed invoices.

4. TERM
This Agreement shall commence on July 1, 2026, and continue through June 30, 2029.

Either party may terminate this Agreement by providing thirty (30) calendar days’ written notice. Upon termination, City shall reimburse County for all expenses actually incurred.

5. INDEMNIFICATION
City shall indemnify, defend, and hold harmless County, its officers, agents, and employees, from liability or loss resulting from the negligent acts or omissions, or willful misconduct, of City, its agents, or employees pertaining to the activities to be carried out pursuant to the obligations of this Agreement. County shall indemnify, defend, and hold harmless City, its officers, agents, and employees from liability or loss resulting from the negligent acts or omissions, or willful misconduct, of County, its officers, agents, or employees pertaining to the activities to be carried out pursuant to the obligations of this Agreement. “Liability or loss” means claims, damages, judgments, expenses, and other costs, including litigation costs and attorney fees.

6. RELATIONSHIP OF PARTIES
This is an Agreement by and between independent public agencies and is not intended to, and shall not be construed to be, nor create the relationship of agent, servant, employee, partnership, joint venture, or any other similar association.

7. NOTICE
Any notice, communication, amendment, additions, or deletion to this Agreement, including change of address of either party during the term of this Agreement, which County or City shall be required or may desire to make shall be in writing and may be personally served, or alternatively, sent by prepaid first-class mail to the respective parties below:

To County: Stanislaus County
Behavioral Health and Recovery Services
Attn: Contract Services
PO Box 3211
Modesto, CA 95353
To City: Modesto Police Department
Attn: Jillane Blakeley
600 Tenth Street
Modesto, CA 95354
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Interagency Agreement 4 City of Modesto – MPD CIT
FY 26-29

9. ENTIRE AGREEMENT
This Agreement contains all the terms and conditions agreed upon by County and City, and no other understanding, oral or otherwise, regarding this Agreement, shall be deemed to exist or to bind any of the parties to this Agreement.

10. AMENDMENT
This Agreement may only be modified, amended, changed, added to, or subtracted from by mutual consent of the parties hereto if such amendment or change is in written form and executed with the same formalities as this Agreement and attached to the original Agreement to maintain continuity.

11. DUPLICATE COUNTERPARTS
This Agreement may be executed in counterparts, each of which shall be deemed to be an original, but all of which, taken together, shall constitute one and the same agreement.

12. SURVIVAL
Notwithstanding any other provision of this Agreement, the following clauses shall remain in full force and effect and shall survive the expiration or termination of this Agreement:

Paragraph 3, “Compensation,” and Paragraph 5, “Indemnification.”

13. ELECTRONIC SIGNATURES
Each party agrees that the electronic signatures, whether digital or encrypted, of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. “Electronic Signature” means any electronic sound, symbol, or process attached to or logically associated with a record and executed or adopted by a party with the intent to sign that record, including facsimile or email electronic signatures, pursuant to the California Uniform Electronic Transactions Act (Cal. Civ. Code § 1633.1 et seq.), as amended from time to time. #1..
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Revised /2025
Bid Waiver Approval Form
Supplier Name: Amount of Bid Waiver Request:

Supplier Contact: Supplier Phone No:

Are Federal Funds being utilized for portion of purchase? Yes No A bid waiver is required for any procurement commitment greater than $ 3,500 where a minimum of three bids are not obtained.

Justification for waiving the competitive bid requirements is limited to the following (provide detailed information in the comments section of form):

Reason for Bid Waiver - Check Box:

Sole Source - The item/service is unique in its specifications such that only one vendor is qualified to provide the good or service (Formal bidding exception under MMC 8-3.204(b)) – SOLE SOURCE LETTER ATTACHMENT REQUIRED OEM - Original Equipment Manufacturer / Distributor - OEM LETTER

ATTACHMENT REQUIRED
Inflexible time constraints preclude the bidding process - Exigent or emergency circumstances (Formal bidding exception under MMC 8-3.204 (c)) The incumbent's cost, delivery and quality can be compared to a previous quote/bid obtained within the last six months, for the same or similar item/service (Total purchase must be less than $100,000)
Professional Services defined under MMC 8-3.103 (Formal bidding exception under MMC 8-3.204 (a)) – staff should make effort to solicit at least three informal proposals.

Single Bid/Proposal – More than one supplier could provide the goods or service, but only one supplier provided bid/proposal for solicitation.

Amendment – Extending agreement for no more than one year to allow the City to complete formal bidding process for new agreement (MMC 8-3.204 (e)).

Amendment – Amending the goods or services under the existing agreement to include similar types of goods and services (MMC 8-3.204 (f)) Requisition No: Department:

Project Description:

The purchase of any item utilizing any Federal Funding must comply with current applicable Circular #1..
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Revised /2025
Other (requires detailed comments)

NEW TECHNOLOGY PURCHASES
Does the new technology meet the criteria to be reviewed by the Technology Steering and Alignment Committee (TSAC)? Yes ____ No ____
If yes, was it approved by this committee? Yes ____ No ____ Approval Name Signature Date
Requestor
Division Manager
Department Director
Chief Information Officeri
Buyer
Purchasing Manager
Director of Finance
i Information technology (IT) purchases will require Chief Information Officer Signature Buyer Comments:
(insert required text field in Adobe)
Comments
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1 INTERAGENCY AGREEMENT
MODESTO POLICE DEPARTMENT– CRISIS INTERVENTION TRAINING (CIT) This Agreement is made and entered into in the City of Modesto, State of California, by and between Stanislaus County, through its Behavioral Health and Recovery Services – BHRS (County), and City of Modesto, Modesto Police Department - MPD (Contractor) hereinafter referred to as “County” and “Contractor”, for and in consideration of mutual promises, covenants, and agreements as are hereinafter set forth.

WHEREAS, County wishes to collaborate with Contractor, to coordinate and conduct a series of 40-hour Crisis Intervention (CIT) and De-Escalation training taught by subject matter experts familiar with the Modesto community.

NOW, THEREFORE, the parties agree:

TERMS AND CONDITIONS

1. ROLES, RESPONSIBILITIES, AND CONTRIBUTIONS:

1.1 County shall provide the following:

1.1.1 Up to ten (10) sessions of 40-hour Crisis Intervention and De-Escalation Training annually.

1.1.1.1 The maximum capacity for each training session is forty (40) participants.

1.1.1.2 Provides priority registration to contractor.

1.1.1.3 If less than 20 are signed up 30 days out, the class will be cancelled.

1.1.2 Contact procurement for subject matter expert facilitators.

1.1.3 Materials for final day of training and graduation.

1.1.4 Training binders of presentation and reference material for each participant.

1.1.5 Invoices to contractor for services rendered and supplies for reimbursement.

1.1.6 Certificates of completion for all non-law enforcement personnel.

1.2 Contractor shall provide the following:

1.2.1 The training room, equipment including classroom set up, microphones, and IT support.

1.2.2 Payment for services received upon receipt of invoice from County.

1.2.3 Certificates of completion for POST for law Enforcement personnel.

1.3 Contractor shall report the following information:

1.3.1 Number of participants registered per session.
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2 2. BUDGET NARRATIVE:

County shall provide the training sessions and Contractor shall remit payment.

Below is an outline of what each course compromises:

2.1 De-Escalation Expert - $5,200 or $1,040 per day of instruction

2.2 Clinical Social Worker - $6,000 or $1,200 per day of instruction, plus $2,250 for 15 hours of pre-work prior to the week of classes. Total per 40-hour course = $8,250

2.3 Forensic Psychologist-$7,500 or $1,500 per day of instruction

2.4 Role Players – There will be 10-12 role players each session. A flat rate of $2,750 per training is paid to a local theatre company for these role players.

2.5 Supplies – up to $5,500 per class. To include binders, dividers, paper and printing costs. Will be billed on an actual expense incurred basis.

2.6 Total not to exceed cost per class: $29,200.

2.7 Total not to exceed cost for Procurement Contract category = $292,200

3. COMPENSATION

3.1 Contractor shall reimburse County for supplies and services associated with this Agreement during the term of this Agreement at an amount not to exceed $ 292,200 for a total of ten (10) forty- hour Crisis Intervention and De-Escalation Training sessions.

3.2 County shall submit invoices to Contractor by mail to the following address:

Modesto Police Department
Attn: Accounts Payable
PO Box 642
Modesto, CA 95354
At a minimum, invoices should identify the date(s) services were performed, a description of the services, and the total charge(s) for the services. The Contractor shall pay County within thirty (30) calendar days of receipt of undisputed invoice(s) by County.

4. TERM
This Agreement shall commence July 1, 2026, and continue through June 30, 2029 with the possibility of 2 1-year extensions. Either party may terminate this Agreement by giving thirty (30) calendar days written notice to the other party. In the event this agreement is terminated, County shall reimburse Contractor for any and all expenses actually incurred by Contractor for services under this Agreement. #1..
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3 5. INDEMNIFICATION
Contractor shall indemnify, defend, and hold harmless County, its officers, agents and employees, from liability or loss resulting from the negligent acts or omissions, or willful misconduct, of Contractor, its agents or employees pertaining to the activities to be carried out pursuant to the obligations of this Agreement. County shall indemnify, defend, and hold harmless Contractor, its officers, agents and employees from liability or loss resulting from the negligent acts or omissions, or willful misconduct, of County, its officers, agents or employees pertaining to the activities to be carried out pursuant to the obligations of this Agreement. “Liability or loss” means claims, damages, judgments, expenses and other costs, including litigation costs and attorney fees.

6. RELATIONSHIP OF PARTIES
This is an Agreement by and between independent contractors and is not intended to, and shall not be construed to be, nor create the relationship of agent, servant, employee, partnership, joint venture, or any other similar association.

7. NOTICE
Any notice, communication, amendment, addition or deletion to this Agreement, including change of address of either party during the term of this Agreement, which County or Contractor shall be required or may desire to make shall be in writing and may be personally served, or alternatively, sent by prepaid first-class mail to the respective parties as follows:

To County: County of Stanislaus
Behavioral Health and Recovery Services
Attn: Contract Manager
800 Scenic Drive
Modesto, CA 95350
To Contractor: Modesto Police Department
Attn: Jillane Blakeley
600 Tenth Street
Modesto, CA 95354

8. REFERENCES TO LAWS AND RULES
In the event any law, regulation, or policy referred to in this Agreement is amended during the term hereof, the parties agree to comply with the amended provisions as of the effective date of such amendment.
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4 9. ENTIRE AGREEMENT
This Agreement contains all the terms and conditions agreed upon by County and Contractor and no other understanding, oral or otherwise, regarding this Agreement, shall be deemed to exist or to bind any of the parties to this Agreement.

12. SURVIVAL
Notwithstanding any other provision of this Agreement, the following clauses shall remain in full force and effect and shall survive the expiration or termination of this Agreement:

Paragraph 2, “Compensation”; and Paragraph 4, “Indemnification”.

13. ELECTRONIC SIGNATURES
Each party agrees that the electronic signatures, whether digital or encrypted, of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. “Electronic Signature” means any electronic sound, symbol, or process attached to or logically associated with a record and executed and adopted by a party with the intent to sign such record, including facsimile or email electronic signatures, pursuant to the California Uniform Electronic Transactions Act (Cal. Civ. Code’§ 1633.1 et seq.) as amended from time to time.
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5 IN WITNESS WEHREOF, the parties have executed this Agreement on the date(s) shown below. The parties hereby agree to the provisions of this Agreement and certify that the provisions made herein will be honored.
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

August 10, 2026
Date: July 21, 2026
TO: Safety and Communities Committee
Chris Ricci, Chair
Rosa Escutia-Braaton, Vice-Chair
Jeremiah Williams, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Toby Wells, Director of Engineering Services/City Engineer SUBJECT: Upcoming Parks Construction Projects
CONTACT: Nathan Houx, Parks Planning and Development Manager, [email protected], 209-571-5526
DESCRIPTION:

Consider a report on upcoming Parks Planning and Development Division Capital Improvement Program Projects planned for bidding and construction. (Funding Source:

Various CIPs)
STRATEGIC PLAN ELEMENT:

This item is consistent with the following 2025-2026 Strategic Plan Area of Focus: Quality of Life.

BACKGROUND:

In 2017, Council requested that individual Capital Improvement Program (CIP) Projects from the various departments be presented to a standing committee prior to being presented to Council for consideration of award. In an effort to reduce the number of committee reports and improve efficiency, staff prepared a report to provide an update on upcoming Parks Planning and Development CIP Projects that are anticipated to be bid and presented to Council for award within the next six to twelve months. Staff anticipates bringing an update on parks construction projects to Committee once a year and the last update was on August 11, 2025.
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Upcoming Parks Construction Projects

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DISCUSSION:

The following parks projects are anticipated to be bid and presented to Council for award within the next six to twelve months. Although it is not anticipated that additional funding will be necessary to award a construction contract for most of these projects, due to the unpredictable nature of construction bidding, it is a possibility for any of these projects.

Should additional funding be necessary, staff will identify additional funding options prior to that specific item being forwarded to City Council for consideration.

Measure H Funded Projects
Parks Planning and Development staff established a multi-year plan to systematically address deferred and preventative maintenance in the park system. In June 2025, Council approved the FY 2025-2026 budget1, which included $1,000,000 of Measure H funding for deferred and preventative park maintenance projects. In June 2026, Council approved the FY 2026-2027 budget2, which included Measure H funding of $3,000,000 for The Awesome Spot Playground, Phase 1B and $1,600,000 for deferred and preventative park maintenance projects.

The projects listed in this category are the larger projects that will require formal bidding and therefore subsequent Council action. Some of the smaller projects funded over the past couple years are either complete or will be completed under budget.

As these Measure H projects complete bidding, staff will identify additional funding sources, if necessary, and bring a funding recommendation when these projects are reviewed by the City Council for award.

Measure H 2026/2027 - Playground Replacements at Two Parks (101748) This project involves the replacement of the playgrounds at Creekwood Park and George Rogers Park. This project is expected to be out to bid by the end of fall 2026.

Design: $40,000
Construction Budget: $820,000
Contingency (10%): $82,000
Construction Administration (12%): $98,000
Bid Support/Engineering Support During ConstructionCity (1.2%): $10,000 TOTAL: $1,050,000
Measure H 2027 – The Awesome Spot Playground, Phase 1B (101752) This project involves the completion of Phase 1 of The Awesome Spot Playground (TASP). Phase 1B of the TASP includes the installation of a playground, shade canopy, restroom, picnic area, site furnishings, rubber surfacing and additional landscaping with 1 By City Council Resolution 2025-186
2 By City Council Resolution 2026-189
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safety lighting. This project is expected to be out to bid by fall 2026.

Design: $15,000
Construction Budget: $2,462,500
Contingency (10%): $246,250
Construction Administration (10%): $246,250
Bid Support/Engineering Support During ConstructionCity (1.2%): $30,000 TOTAL: $3,000,000
Tuolumne River Regional Park (TRRP) Projects
Mancini Park Playground (101477)
This project involves the construction of a new play area including the purchase and installation of new playground equipment at Mancini Park. This project is expected to be out to bid by fall 2026. Funding for this project will be from the TRRP CIP Fund and the insurance proceeds from the fire at Mancini House.

Design: $40,000
Construction Budget: $592,000
Contingency (10%): $59,200
Construction Administration (12%): $71,800
Bid Support/Engineering Support During ConstructionCity (2%): $12,000 TOTAL: $775,000
Tuolumne River Regional Park (TRRP) Riverwalk – Gateway to Neece (101164) This project will construct a new paved trail connection between the Gateway Parcel and the Neece Drive Boat Launch within TRRP and provide access for recreational use of the river frontage. This project is expected to be out to bid by fall 2026. Funding for this project will be from the TRRP CIP Fund, Parks CFF Fund, and Prop 68 Recreational Trails and Greenway Grant.

Design: $400,000
Construction Budget: $2,228,600
Contingency (10%): $222,860
Construction Administration (10%): $222,860
Bid Support/Engineering Support During ConstructionCity (2%): $44,565 TOTAL: $3,118,885
FISCAL IMPACT:

Anticipated project construction expenditures are reflected in the Discussion section above. Once bids are received and evaluated for responsiveness, staff will present these items to Council for approval.
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CEQA/NEPA REQUIREMENTS:

CEQA and/or NEPA documentation will be completed for each individual project and will be noted in the agenda report when each item is brought to Council for consideration.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion accepting a report on upcoming Parks Planning and Development Division Capital Improvement Program Projects planned for bidding and construction.

Approved by:

Toby Wells, Director of Engineering
Services/City Engineer
Joseph P. Lopez, City Manager
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

August 10, 2026
Date: May 18, 2026
TO: Safety & Communities Committee
Chris Ricci, Chair
Rosa Escutia-Braaton, Vice Chair
Jeremiah Williams, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Jeremy Rogers, Director of Parks, Recreation and Neighborhoods Department
SUBJECT: Acceptance of Parks and Recreation Master Plan CONTACT: Jeremy Rogers, Director of Parks, Recreation and Neighborhoods, [email protected] , 209-577-5347
DESCRIPTION:

Consider the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval. (Funding Source: Measure H)
STRATEGIC PLAN ELEMENT:

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

Quality of Life and Governance and Service Delivery.

BACKGROUND:

The City has a strong commitment to provide fair and just access to high-quality parks, green space, recreation facilities and programs for all members of the community.

Modesto’s existing park infrastructure and recreational facilities have a high level of deferred maintenance and, in many cases, are not sufficiently meeting the needs of the community and require rehabilitation, relocation and or redesign to meet current and future recreational needs and community priorities. In addition, the City is growing and in need of park development standards to ensure that new development meets the needs of current and future residents of Modesto.
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The City’s Parks, Recreation and Neighborhoods Department currently is comprised of 59 full-time employees and over 300 part-time employees. The department is organized into three (3) divisions: Administration & Facilities, Park Operations, Recreation & Neighborhood Services. The divisions do not stand alone and work closely together to bring quality parks, programming and services to the community. • Administration & Facilities: Responsible for the overall administration of the Department, special projects, and the management and operation of the Modesto Centre Plaza (convention center), John Thurman Field (minor league baseball stadium), and two municipal golf courses. Cultural Services also falls under Administration. Cultural Services manages, programs, and operates the McHenry Museum and McHenry Mansion in addition to providing administrative oversight of the Culture Commission.
• Park Operations: Responsible for maintaining all (75) City parks, recreation trails, recreation facilities, pools, splash pads, open space areas, paved sidewalks, ballfields, tennis courts, play areas, restrooms, and picnic areas. It oversees Mary Grogan Soccer Complex, the City’s landscaping contract with Grover Landscaping, and provides vegetation management including establishing fire breaks, and abatement (weeds, tagging, illegal dumping, and encampments) services throughout the City.
• Recreation and Neighborhood Services: Plans and operates all recreational programming and hosts many large-scale community events throughout the year with participation ranging from 300-25,000 per event. The guest services team coordinates reservable park, facility, and field rentals as well as class registrations for all recreation programs and activities. The division offers a wide variety of volunteer opportunities that foster civic pride and are centered on neighborhood engagement, cultural awareness, and community partnerships.

On July 16, 2024, the City issued a Request for Proposals (INF RFP PPD24-22) for a concise, user-friendly Master Plan that will establish a framework for decision-makers in the planning, programming, operation, maintenance and development of Modesto’s parks, open space, trails, and recreation facilities over the next ten (10) years.

On December 10, 2024, by Resolution No. 2024-454, Council approved an agreement with Berry, Dunn, McNeil, & Park LLC (Berry Dunn), a Maine Limited Liability Company for a total amount of $421,685 to complete the Parks and Recreation Master Plan (Master Plan).

DISCUSSION:

Berry Dunn conducted a phased project plan to capture information, evaluate existing conditions and staffing structure, determine a fund development implementation strategy, assess community needs via outreach and engagement, resulting in a comprehensive roadmap to follow for the next 5 to 10 years. #3..
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The Master Plan identifies four (4) overarching goals along with twenty-six (26) corresponding objectives, and sixty-six (66) actions. All items are then broken down into an implementation timeframe of short-term, mid-term, and long-term goals. The four (4) goals are:
• Invest in current infrastructure and address aging facilities • Improve and enhance programming and service delivery
• Improve organizational efficiencies
• Reduce operational subsidy and expand capital funding This Master Plan will guide decision-making related to parks and recreation planning, maintenance, programming, and funding on a long-term basis via a comprehensive and clear set of goals, policies and standards for an agency’s park system, green space, trails, recreation facilities, maintenance, and recreational program development for the future and is designed to reflect the vision and priorities of the City and community.

FISCAL IMPACT:

Any immediate expenses tied to the implementation of the Master Plan will be absorbed within the Parks Master Plan Project #101607 funded by Measure H.

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 COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval.

Approved by:

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

1. Parks and Recreation Master Plan
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Parks, Recreation & Neighborhoods

MASTER PLAN
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Table of Contents

1.0 EXECUTIVE SUMMARY ................. 4

1.1 Purpose of this Plan .............................................4

1.2 Planning Process Overview.............................4

1.3 Goals and Objectives .......................................... 5

2.0 INTRODUCTION TO THE
PLANNING CONTEXT ...........................8

2.1 Purpose of this Plan ............................................8

2.2 Parks and Recreation Department
Overview .........................................................................8

2.3 Department Mission and Vision...................9

2.4 Methodology of this Planning Process .....9
• Planning Framework.......................................................9 • Purpose of the Planning Process..........................10

3.0 WHAT WE WANT—OUR

COMMUNITY, TRENDS, AND
IDENTIFIED NEEDS.............................. 11

3.1 Demographic Profile...........................................11 • 3.1.1 Population Characteristics ................................11 • 3.1.2 Population Growth Rate....................................11 • 3.1.3 Age Distribution.....................................................12 • 3.1.4 Age Change Over Time.....................................12 • 3.1.5 Racial Diversity........................................................12

3.2 Current Trends .....................................................13 • 3.2.1 Local Trends ..............................................................13 • 3.2.2 Age-Related and Generational Trends ..14

3.3 Community and Stakeholder Input ...........15
• 3.3.1 Introduction..............................................................15 • 3.3.2 Community Engagement Goals................15
• 3.3.3 Desired Community Engagement
Outcomes ..............................................................................15 • 3.3.4 Community Engagement Summary .....15
2 CITY OF MODESTO
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3.4 Random Invitation Community Needs
Assessment Survey Executive Summary........17
• 3.4.1 Overview.....................................................................17 • 3.4.2 Methodology...........................................................17 • 3.4.3 Parks and Facilities Use...................................18 • 3.4.4 Recreation Facilities Needs
and Priorities........................................................................19 • 3.4.4 Facility Importance............................................20 • 3.4.5 Priorities for Facility Investments..............21 • 3.4.6 Programs Needs and Priorities .................22 • 3.4.7 Program Importance........................................23 • 3.4.8 Priorities for Program Investments........24

3.5 Online Community Engagement: Social
Pinpoint Summary....................................................25 • 3.5.1 Introduction.............................................................25 • 3.5.2 Summary of Responses..................................26 • 3.5.3 Budget Prioritization.........................................26 • 3.5.4 Conclusion...............................................................27

4.0 WHAT EXISTS TODAY:

DEPARTMENTAL ASSESSMENT...... 28

4.1 Organizational Analysis...................................28 • 4.1.1 Introduction..............................................................28 • 4.1.2 Summary of the Organizational
Assessment .........................................................................28 • 4.1.3 Action Items ............................................................29 • 4.1.4 Organizational Structure.................................29 • 4.1.5 Strategy ......................................................................30 • 4.1.6 Investment ...............................................................30

4.2 Recreation Program Analysis ......................30 • 4.2.1 Introduction.............................................................30 • 4.2.2 Summary of Program Analysis...................31 • 4.2.3 Action Items...........................................................32

4.3 Park Maintenance and Operations
Assessment..................................................................33 • 4.3.1 Introduction.............................................................33 • 4.3.2 Summary of the Park Maintenance and
Operations Analysis........................................................33 • 4.3.3 Overall, Park Maintenance............................34 • 4.3.4 Recommendations: Opportunities for
Improvement......................................................................35

4.4 Financial Analysis .............................................36 • 4.4.1 Introduction.............................................................36 • 4.4.2 Summary of the Financial Analysis ........36
• 4.2.3 Action Items...........................................................37

5.0 PARKS ASSESSMENT ................. 38

5.1 Introduction..........................................................38

5.2 Inventory and Assessment Summary.....40
• 5.2.1 Park Assessment Key Findings....................41

6.0 WHERE WE GO FROM
HERE—GOALS, OBJECTIVES,

RECOMMENDATIONS AND ACTION
TABLE ................................................... 42

6.1 Recommendations ............................................42

6.2 Action Plan and Time Frame.......................48

6.3 Implementation Guidelines/Strategies...57
APPENDIX 1 ......................................... 60 APPENDIX 2 ........................................ 68
APPENDIX 3 .......................................168
APPENDIX 4.......................................180
APPENDIX 5 ....................................... 192
APPENDIX 6...................................... 202
APPENDIX 7 ...................................... 220
APPENDIX 8...................................... 236
APPENDIX 9...................................... 254
APPENDIX 10 ....................................290
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 3
Table of Contents
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SECTION1

1.0 Executive Summary

1.1 Purpose of this Plan
The Parks, Recreation, & Neighborhoods Master Plan provides a strategic framework to guide the City of Modesto’s investment in parks, recreation facilities, programs, and neighborhood amenities. The Plan establishes a shared vision for delivering high-quality, accessible, and equitable recreational opportunities that enhance quality of life, promote health and wellness, and strengthen community connections. It is intended to inform policy decisions, capital improvements, and service delivery over the long-term.

1.2 Planning Process Overview
The Parks, Recreation, & Neighborhoods Master Plan was developed through a comprehensive, inclusive, and data-informed planning process designed to reflect community priorities while aligning with City goals and available resources. The process emphasized transparency, stakeholder engagement, and long-term sustainability.

Together, this planning process ensures that the Master Plan is both community-driven and practical, providing a flexible roadmap to support Modesto’s parks, recreation, and neighborhoods now and into the future. 4 CITY OF MODESTO
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KEY COMPONENTS OF THE PLANNING PROCESS INCLUDED:

COMMUNITY ENGAGEMENT
Public input formed the foundation of the
Master Plan. Engagement strategies included
community workshops, surveys, stakeholder
interviews, and outreach to neighborhood
groups and partner organizations. These efforts
ensured that residents of all ages, abilities, and
backgrounds had opportunities to share their
needs, preferences, and vision for parks and
recreation in Modesto.

EXISTING CONDITIONS AND
NEEDS ASSESSMENT
An evaluation of existing parks, facilities,
programs, and operations was conducted to
understand current conditions, service levels, and
geographic distribution. This assessment helped
identify gaps in access, facility deficiencies, and
opportunities to improve equity, connectivity, and
system performance.

POLICY AND DATA REVIEW
The planning process incorporated a review of
relevant city policies, plans, and demographic
trends to help ensure consistency with broader
planning initiatives. Population characteristics,
growth patterns, and recreation trends were
analyzed to inform future demand and guide
strategic recommendations.

VISION, GOALS, AND STRATEGIES
Based on community input and technical
analysis, a clear vision was established to guide
the future of Modesto’s parks and recreation
system. This vision is supported by goals, policies,
and strategies that address park development,
recreation programming, maintenance,
partnerships, and neighborhood services.

IMPLEMENTATION FRAMEWORK
The Master Plan concludes with an actionable
implementation framework that prioritizes
projects, identifies potential funding strategies,
and establishes guidance for phasing and
decision-making. This framework is intended to
help the City respond to changing needs while
making strategic, equitable investments over time.

1.3 Goals and Objectives
The following goals and objectives are made based on the entirety of the master plan process which included staff, stakeholders, and members of the community. The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings and workshops, intercepts at special events, an invitation and open link survey, and an interactive website (Social Pinpoint). The process also included in-depth assessment and analysis of the Department’s organizational structure and roles, operations and maintenance, recreation program delivery, financial assessment, inventory and level of service analysis, and benchmarking and trends analysis.

Section 6 of the plan contains recommendations
and actions to enhance the level of service,
and subsequently Modesto’s quality of life with
improvements to parks, services, facilities,
amenities, customer service, programming and
service delivery, organizational efficiencies, and
increased financial opportunities.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 5

1.0 Executive Summary
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THE FOLLOWING GOALS WERE IDENTIFIED FOR THE CITY TO FOCUS ON:

Invest in current infrastructure and
address aging facilities.

Improve and enhance programming
and service delivery.

Improve organizational
efficiencies.

Reduce operational subsidy and expand
capital funding.

The primary focus is maintaining, sustaining, and improving Modesto parks, river access, trails, facilities, programs, and services. Funding availability, staff buy-in, and political and community support will play significant roles in future planning efforts.

Table 1. Goal 1: Invest in Current Infrastructure and Address Aging Facilities GOAL 1: INVEST IN CURRENT INFRASTRUCTURE AND ADDRESS AGING FACILITIES ▶ Objective 1.1: Maintain and upgrade existing facilities, parks, trails, river access, and open spaces.
▶ Objective 1.2: Renovate and replace outdated or failing facilities, amenities, parks, trails, river access, and open spaces.
▶ Objective 1.3: Upgrade comfort, convenience, and customer service amenities to existing facilities.
▶ Objective 1.4: Maintain existing Level of Service goals. ▶ Objective 1.5: Maintain existing quality standards for facilities and amenities. ▶ Objective 1.6: Continue to be good stewards of the natural environment. ▶ Objective 1.7: Explore opportunities to add trails for walking and bicycling. ▶ Objective 1.8: Develop additional outdoor recreational facilities and amenities. ▶ Objective 1.9: Develop new amenities at existing parks based on the level of service (LOS) analysis.
▶ Objective 1.10: Add indoor recreation space.
▶ Objective 1.11: Address current and future needs for athletic fields. ▶ Objective 1.12: Monitor Americans with Disability Act (ADA) access to parks, trails, waterways, and facilities.
6 CITY OF MODESTO

1.0 Executive Summary
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Table 2. Goal 2: Improve and Enhance Programming and Service Delivery GOAL 2: IMPROVE AND ENHANCE PROGRAMMING AND SERVICE DELIVERY ▶ Objective 2.1: Enhance special event programming.
▶ Objective 2.2: Utilize technology to improve customer service and efficiencies. ▶ Objective 2.3: Continue to grow programs and services accessible to citizens of all abilities. ▶ Objective 2.4: Continue to address recreational programming and activity needs of the community.

Table 3. Goal 3: Continue to Improve Organizational Efficiencies GOAL 3: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES ▶ Objective 3.1: Implement structural change for more efficient operations. ▶ Objective 3.2: Develop a strategic direction for the Department. ▶ Objective 3.3: Staff appropriately to meet demand and maintain established quality of service. ▶ Objective 3.4: Proactively address homelessness in parks. ▶ Objective 3.5: Maintain and keep current the Department Standard Operation Procedures (SOP) and Policies.
▶ Objective 3.6: Increase potential partnerships within the community.

Table 4. Goal 4: Reduce Operational Subsidy and Expand Capital Funding GOAL 4: REDUCE OPERATIONAL SUBSIDY AND EXPAND CAPITAL FUNDING ▶ Objective 4.1: Continue current cost recovery and revenue generation practices. ▶ Objective 4.2: Explore additional funding through the pursuit of grants and other means. ▶ Objective 4.3: Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends. ▶ Objective 4.4: Increase City budget, revenue and staffing dedicated to maintenance and operations.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 7

1.0 Executive Summary
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SECTION2 2.0 Introduction to the
Planning Context

2.1 Purpose of this Plan
The Parks, Recreation, & Neighborhoods Master Plan serves as a longrange policy and implementation guide for the City of Modesto’s park system, recreation services, and neighborhood-based amenities. This plan establishes a shared vision for how parks and recreation can enhance quality of life, strengthen neighborhoods, promote health and wellness, and support environmental stewardship over the coming years.

It is intended to guide decision-making related to capital investments, program development, land acquisition, and operations while responding to community needs, growth trends, and evolving recreation preferences.

This Master Plan builds upon the City’s existing assets and community values, while providing a flexible framework that can adapt to future opportunities and challenges. It reflects input from residents, stakeholders, and City leadership, and aligns with broader City goals related to equity, sustainability, and economic vitality.

2.2 Parks and Recreation Department
Overview
The Parks, Recreation, & Neighborhoods Department is responsible for planning, developing, maintaining, and programming Modesto’s system of parks, recreation facilities, and neighborhood-based services. The Department plays a vital role in enhancing quality of life by providing safe, welcoming, and well-maintained spaces where residents can gather, play, exercise, and connect with their community.

DEPARTMENT RESPONSIBILITIES TYPICALLY INCLUDE:
• Maintenance and operations of
neighborhood parks, community
parks, sports fields, and
landscaped public spaces
• Recreation programming for
youth, adults, seniors, and
families
• Operation of community centers,
recreation facilities, and aquatic
amenities
• Support for neighborhood
engagement, special events, and
partnerships
• Stewardship of natural resources
and urban green spaces
Through its programs and services, the Department supports health and wellness, lifelong learning, youth development, and social inclusion. Parks and recreation facilities also contribute to environmental sustainability by preserving open space, managing urban tree canopy, and supporting active transportation through trails and multi-use paths. 8 CITY OF MODESTO
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As Modesto continues to evolve, the Parks,
Recreation, & Neighborhoods Department faces
increasing expectations to do more with limited
resources. This Master Plan provides a strategic
roadmap to prioritize investments, improve
service delivery, and strengthen partnerships,
ensuring that parks and recreation remain an
essential and valued part of life in Modesto for
generations to come.

2.3 Department Mission and Vision
The Department currently does not have
a vision statement. However, based on
the purpose and role of the Department
with an emphasis on quality of life,
community connection, equitable access,
and neighborhood enhancement. An
implied Department vision would be:

To foster healthy, connected, and vibrant
neighborhoods by providing accessible
parks, inclusive recreation programs,
and well-maintained public spaces that
enhance quality of life for all Modesto
residents.

2.4 Methodology of this Planning Process
The Parks, Recreation, & Neighborhoods Master Plan was developed through a comprehensive and collaborative planning process designed to reflect community priorities, evaluate existing conditions, and establish a clear, actionable path forward. The process integrated public engagement, technical analysis, and policy alignment to help ensure that the plan is both community-driven and implementable.

Planning Framework
The planning process was organized into a series of interrelated phases that built upon one another.

Each phase informed the next, allowing the City to move from understanding current conditions to defining a shared vision and identifying strategic actions. ▶ PHASE 1: PROJECT INITIATION
The planning process began with project
initiation and coordination between City staff,
consultants, and key stakeholders. This phase
established the project scope, schedule, and
guiding principles, and identified relevant plans,
policies, and data sources to be considered
throughout the process. Early coordination
ensured alignment with City goals and
expectations.
▶ PHASE 2: COMMUNITY ENGAGEMENT
Community engagement was a cornerstone
of the Master Plan. A variety of outreach
methods—including public workshops, surveys,
stakeholder meetings, and neighborhoodbased engagement—were used to gather input from residents, community groups, and partner
organizations. Engagement efforts focused on
understanding community needs, priorities, and
desired improvements related to parks, recreation
programs, and neighborhood services. Feedback
collected during this phase helped shape the
vision and priorities of the plan.
“We create community and
enhance neighborhoods
through people, parks,
programs and facilities.”
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 9

2.0 Introduction to the Planning Context
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▶ PHASE 3: EXISTING CONDITIONS AND NEEDS

ASSESSMENT
An assessment of existing parks, facilities,
programs, and operations was conducted to
evaluate current conditions and service levels.

This analysis examined the distribution of parks
and amenities across the City, facility conditions,
programming offerings, and access to recreation
opportunities. Demographic trends and
growth patterns were also reviewed to identify
current and future needs, gaps in service, and
opportunities to improve equity and system
performance.
▶ PHASE 4: VISION AND GOALS DEVELOPMENT
Building on community input and technical
analysis, a shared vision for the future of
Modesto’s parks, recreation, and neighborhoods
was developed. This vision articulates the desired
outcomes for the park system and is supported
by a set of goals and guiding policies. Together,
these elements provide direction for decisionmaking and establish priorities for investment, programming, and partnerships.
▶ PHASE 5: DRAFT PLAN DEVELOPMENT
The draft Master Plan translated the vision and
goals into strategies and recommendations.

This phase included identifying park and facility
improvements, program enhancements,
maintenance and operational considerations, and
partnership opportunities. An implementation
framework was developed to prioritize actions,
identify potential funding strategies, and guide
phasing over time.
▶ PHASE 6: REVIEW AND ADOPTION
The final phase included public review,
refinement of the draft plan, and presentation
to decision-makers. Feedback received during
review helped finalize recommendations and help
ensure clarity and consistency. Upon adoption,
the Master Plan becomes a guiding document
for future planning, budgeting, and investment
decisions related to parks, recreation, and
neighborhoods.

Purpose of the Planning Process
This structured planning process ensures that the
Master Plan reflects community values, responds
to changing needs, and provides a practical
roadmap for implementation. It is intended to be
a flexible, living document that supports ongoing
evaluation and adaptation as Modesto continues
to grow and evolve.
10 CITY OF MODESTO

2.0 Introduction to the Planning Context
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SECTION
3 3.0 What We Want—Our
Community, Trends, and
Identified Needs

3.1 Demographic Profile
BerryDunn developed a demographic review of the City of Modesto, providing detailed analysis of household and economic data as part of the master plan process. This analysis offers insight into the potential market for community parks, trails, waterways, and recreation programs/services by highlighting where and how the community will change.

BerryDunn sourced population, age distribution, income, race/ethnicity, and other household characteristic data from ArcGIS Business Analyst using February 2025 U.S. Census estimates. The City’s boundaries were used as the geographic area for this review. BerryDunn also compared California and U.S. data, where applicable, for additional context.

3.1.1 Population Characteristics
The population of Modesto has steadily increased from 190,872 in 2000 to 218,492 in 2024, with a projected rise to 218,925 by 2029, indicating gradual but consistent growth.

3.1.2 Population
Growth Rate
The Compound Annual Growth
Rate (CAGR) for Modesto shows
a significant slowdown, declining
from 0.72% between 2010 and
2020 to just 0.05% from 2020 to
2024, with a projected stagnation
at 0.00% between 2024 and 2029,
indicating a plateau in population
growth.

Table 5. Compound Annual
Growth Rate (2010 – 2029)
Compound Annual Growth
Rate
2010–2020 0.72%
2020–2024 0.05%
2024–2029 0.00%
Figure 1. Population Change (2000 – 2029)
190,872
203,501
218,492 218,925
2000 2010 2024 2029
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 11
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3.1.3 Age Distribution
The 2024 age distribution
shows a balanced
demographic shift, with
young adults (20 – 34 years)
making up 20.3%, adults
(35 – 54 years) at 25.5%, and
youth (0 – 19 years) collectively
accounting for 26.5%.

Older adults (55 – 74 years)
represent 20.8%, while seniors
(75+ years) make up the
smallest segment at 7.0%.

3.1.4 Age Change
Over Time
Between 2024 and 2029,
the youth population is
projected to decline by

1.3%, while older adults and
young adults will see slight
decreases of 0.5% and 0.1%,
respectively. In contrast, the
adult population is expected
to grow by 0.7%, and seniors
will see the largest increase
at 1.3%.

3.1.5 Racial Diversity
Between 2010 and 2024, the white population saw a significant decline from 64.9% to 43.7%, while the share of residents identifying as Two or More Races grew substantially from 6.3% to 15.8%. The Hispanic population (regardless of race) also increased from 36.0% to 45.5%. Other racial groups experienced more modest changes, with the Asian population rising from 6.7% to 8.7% and the American Indian/ Alaska Native and Pacific Islander populations seeing slight growth.

In 2029, the white population is projected to continue declining to 41.5%, while the Two or More Races category is expected to surge further to 25.7%. The Hispanic population (regardless of race) will likely increase to 47.4%, and the Asian population is expected to grow to 9.2%. Notably, the Other Race category, which spiked to 24.6% in 2024, is projected to drop to 16.4% by 2029, reflecting shifting demographic patterns.

Figure 4. Racial Diversity (2010 – 2029)

64.9%

43.7%

41.5%

15.8%

24.6%

16.4%

6.3%

15.8%

25.7%

6.7%

8.7%

9.2%
2010
2024
2029
Other Race Population Asian Population
White Population Population of Two or More Races
Figure 2. Age Distribution, 2024

26.4% 25.5%

20.8% 20.3%

7.0%
Youth Adult
(35-54 years)
Older Adult
(55-74 years)
Young Adult
(20-34 years)
Senior
(75+ years)
15-19 years
10-14 years

6.9%

6.8%
Figure 3. Age Growth Expected by 2029
-.5% - Older Adult
-560
.1% - Young Adult
-143
-1.3% - Youth
1,426
.7% - Adult
757

1.3% - Senior
1,437
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3.2 Current Trends
Recreational trends and preferences evolve over time, and this report highlights current parks and recreation trends locally and across the United States. Local trends are analyzed using Esri ArcGIS Business Analyst, while national trends are drawn from sources such as the Sports and Fitness Industry Association (SFIA), the American College of Sports Medicine (ACSM), and the National Recreation and Park Association (NRPA). The report provides Modesto with a high-level overview of trends in facilities, programming, policies and procedures, engagement, and participation. By exploring these trends, The City of Modesto can gain valuable insights into communities’ evolving recreational habits and preferences, helping identify areas for growth, opportunities, improvement, and inclusivity.

3.2.1 Local Trends

3.2.1.1 LOCAL

PROGRAM

PARTICIPATION
In Modesto, the three
most popular fitness
activities are walking
for exercise (31.4%),
weightlifting (14.7%),
and swimming (13.9%).

The three most popular
outdoor recreation
activities are hiking
(18.5%), road bicycling
(10.7%), and freshwater
fishing (6.9%).

In Modesto, the
three most popular
sports are golf (7.1%),
basketball (5.5%), and
soccer (3.9%).

Figure 5. Local Participation in Fitness Activities, 2024

31.4%

14.7% 13.9%

10.7% 10.1%

8.3%

3.7% 2.8%
Walking for
Exercise
Weight
Lifting
Swimming
Jogging or
Running
Yoga
Aerobics
Zumba
Pilates
Modesto California
Figure 6. Local Participation in Outdoor Recreation, 2024

18.5%

10.7%

6.9% 5.7% 4.1% 3.6% 3.5% 3.4% 3.3% 2.3% 2.2% 1.8% 1.6%
Modesto California
Figure 7.Local Participation in Sport Activities, 2024

7.1%

5.5%

3.9% 3.7%

3.0%

2.5% 2.5% 2.2%
Golf Basketball Soccer Tennis Baseball Volleyball Football Pickleball Modesto California
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3.2.2 Age-Related and Generational Trends
1 SFIA. February 27, 2024. “SFIA’s Topline Participation Report Shows Strong Positive Trends Across All Sports And Fitness Categories.” Sports & Fitness Industry Association. SFIA’s Topline Participation Report Shows Strong Positive Trends Across All Sports And Fitness Categories
Activity participation varies based on age, but it
also varies based on generational preferences.

The SFIA issues a yearly report on generational
activity. In the 2024 SFIA report,1 inactivity
declined in every age group in the last year, and
across each generation, most participation was
seen in fitness and outdoor activities. Figure 9
reflects SFIA participation data by generation.

Table 6. Generations
Generation Age Range
Generation Alpha Born 2010 – Present
Generation Z Born 1997 – 2010
Millennials Born 1981 – 1996
Generation X Born 1965 – 1980
Baby Boomers Born 1946 – 1964
Silent Generation Born 1928 – 1945
Figure 8. Activity Participation by Generation (2024)

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%
Fitness
Sports
Individual
Sports
Outdoor
Sports
Racquet
Sports
Team SportsWater Sports Winter
Sports
Baby Boomers Generation X Millennials Generation Z
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3.3 Community and Stakeholder Input

3.3.1 Introduction
Staff and community engagement is a key
element in planning and development for local
governments, serving as a two-way process
between community residents and the local
agency. In most cases, it provides a platform
for staff and residents to share and voice their
opinions in the hopes of informing agency
decisions impacting their quality of life.

In most instances, community engagement
processes have the capacity to create a shared
vision of the City of Modesto’s plans and—when
successful—help create an outcome reflecting
staff and community values and likely increasing
their support.

The City of Modesto worked closely with the
BerryDunn team to hold staff and community
focus groups and public workshops.

Approximately 99 participants attended the
events, including 66 open house participants, 21
stakeholder meeting participants, and 12 focus
groups participants.

3.3.2 Community Engagement Goals
• Design an engagement process that captures
the public’s perceptions and interests
regarding the current and future needs for
Modesto’s parks, facilities, and programs.
• Engage stakeholders who represent multiple
demographics and interests.
• Provide City of Modesto staff and leadership
with opportunities to participate in the
discussion and offer perspectives on Cityprovided services.

3.3.3 Desired Community
Engagement Outcomes
Help ensure participation represents Modesto’s
diverse residents and their varying recreational
interests.

Gather information for the final plan that provides
clear guidance and priorities for Modesto staff
and residents and captures community input.

3.3.4 Community Engagement
Summary
The City of Modesto conducted extensive
community engagement to gather input on
parks, recreation, and neighborhood planning,
involving nearly 446 participants through open
houses, focus groups, stakeholder interviews, and
public events. The process highlighted the City’s
strengths, challenges, underserved areas, desired
amenities, potential partners, funding strategies,
key issues, and community priorities for future
development. The full Engagement Summary
Report can be found as Appendix 1.

The City staff did an exceptional job reaching the
community, engaging multiple populations and
regions of the City. They used a mixed-method
approach from social media, email, website posts
and personal contact. This approach yielded an
excellent turnout.

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The focus groups were open conversations with community members to understand key strengths, challenges, and areas for opportunity in Modesto. During the public engagement open houses, attendees received a high-level overview of the Master Plan Update project and were given an interactive opportunity to prioritize activities, facilities, and programs they are most interested in. ▶ Engagement goals and participation:

The process aimed to engage hard-toreach community members and diverse stakeholders, resulting in 66 open house
attendees, 21 stakeholder participants, and 12
focus group participants.
▶ Strengths of Modesto’s parks: Community
members praised employment opportunities,
public events, responsive staff, well-maintained
parks, and notable assets such as Dry Creek
Regional Park and Tuolumne River Regional
Park (TRRP).
▶ Challenges identified: Key issues included
growing deferred maintenance, poor
communication and marketing, lack of
awareness about programs, safety concerns,
and inadequate connectivity in bike lanes and
trails.
▶ Underserved areas and populations:

Stakeholders highlighted West Modesto,
Airport Neighborhood, and other areas as
underserved, along with populations such as
seniors, individuals experiencing homelessness,
people with disabilities, and Spanish speakers.
▶ Desired amenities and programs: Requests
included improved indoor spaces, restrooms,
parking, shade, river access, community
gardens, adaptive equipment, youth and senior
programming, and expanded recreational
facilities like skateparks and pickleball courts.
▶ Potential partners: Stakeholders identified
organizations such as Boys and Girls Club,
Modesto City Schools, local non-profits,
healthcare providers, and youth sports groups
as collaborators for enhancing programs and
funding.
▶ Funding strategies: Funding sources
mentioned included Measure H, parks bonds,
occupancy taxes, grants, local community
groups, and public-private partnerships with
companies like Gallo and Collins Electric.
▶ Key community issues and values: Themes
included improving public perception and
City identity, addressing maintenance and
cleanliness, balancing compassion and safety
regarding homelessness, enhancing access
and inclusivity, and improving safety and
security in parks.
▶ Priorities for the future: Stakeholders
prioritized maintenance and modernization
of facilities, safety enhancements, equity
and accessibility, improved connectivity,
community engagement, expanded
programming, sustainable funding,
strengthened partnerships, and streamlined
permitting processes.
66 OPEN HOUSE
12 FOCUS GROUP
21 STAKEHOLDER
200
EARTH DAY IN

THE PARK
147
MOBAND CONCERT
SERIES
446
TOTAL
Figure 9. Community Engagement Summary
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The community engagement process for the City of Modesto revealed a deep appreciation for the City’s existing parks and recreation assets while also identifying key areas for growth and improvement.

Stakeholders praised the City’s commitment to offering a wide variety of amenities, quality greenspaces, and dedicated staff. Noteworthy strengths include standout locations like Dry Creek Regional Park and the TRRP, the provision of aquatics and recreational facilities, and the addition of security enhancements. There was a strong sense of community pride in Modesto’s parks paired with a clear recognition of their potential to further enhance quality of life across the City.

However, the feedback also highlighted a range of challenges, particularly regarding deferred maintenance, lack of public awareness, and issues of access and equity. Many parks, especially in underserved neighborhoods, need revitalization, while systemic improvements are needed in communication with the community, the permitting processes, and infrastructure connectivity.

Stakeholders expressed a desire for more inclusive and family-friendly environments, expanded programming for all age groups, and a greater emphasis on sustainability and long-term planning.

3.4 Random Invitation Community Needs
Assessment Survey Executive Summary

3.4.1 Overview
ETC Institute administered a community interest
and opinion survey for the City of Modesto
during the Summer of 2025. The survey was
administered as part of the City’s efforts to plan
the future for parks and recreation opportunities.

The survey and its results will guide the City of
Modesto in making improvements to the City’s
existing and future parks, trails, and recreational
programs to best serve the needs of residents.

The survey will also help the City establish
priorities for the future improvement of parks,
recreation programs and services within the
community. The full survey report can be found
as Appendix 2.

3.4.2 Methodology
ETC Institute mailed a survey packet to a random
number of households in Modesto. Each survey
packet contained a cover letter, a copy of the
survey, and a postage‐paid return envelope.

Residents who received the survey were given
the option of returning the survey by mail or
completing it online.

After the surveys were mailed, ETC Institute
followed up with residents to encourage
participation. To help prevent people who were
not residents of Modesto from participating,
everyone who completed the survey online
was required to enter their home address prior
to submitting their survey. ETC Institute then
matched the addresses entered online with the
addresses originally selected for the random
sample. If the address from a survey completed
online did not match one of the addresses
selected for the sample, the online survey was not
included in the final database for this report.

The survey aimed to collect a minimum of 400
completed responses from residents, and this
target was surpassed with 477 completed surveys
collected. The overall results for the sample of 477
residents have a precision of at least +/‐4.5% at
the 95% level of confidence.

BerryDunn presented the full survey report as a
staff report to the County, which was comprised
of the following sections:

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EXECUTIVE SUMMARY OF MAJOR FINDINGS
• Section 1: Charts showing the overall results of
the survey
• Section 2: Benchmarks
• Section 3: Priority Investment Ratings (Priority
Investment Rating)
• Section 4: Tabular data showing the overall
results for all questions on the survey
• Section 5: Copy of the cover letter and survey
instrument
The major findings of the survey are summarized
here in the following pages. The full report can be
found in the Appendix.

3.4.3 Parks and Facilities Use

VISITATION OF CITY PARKS
Respondents were asked how often they or other
members of their household visit City of Modesto
parks. Thirty-four percent (34%) reported visiting a
few times a week, thirty percent (30%) a few times
a month, eighteen percent (18%) a few times a
year, and fourteen percent (14%) daily.

BARRIERS
The top three barriers identified were too many
homeless individuals (63%), the need for access to
restrooms/drinking fountains (40%), and concerns
about lighting/safety/security (37%).

PRIORITY USE
Respondents indicated when visiting a park, the
top three priorities are clean restrooms/available
restrooms (44%), playgrounds (33%), and picnic
tables (11%).

COMMUNICATION
The three most common ways respondents
learn about City of Modesto Parks, Recreation
and Neighborhoods Department programs and
activities are social media (64%), word of mouth
(53%), and local media (37%).
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3.4.4 Recreation Facilities Needs and Priorities
Respondents were asked to identify if their household had a need for 23 facilities/amenities and to rate how well their needs for each were currently being met.

Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities/amenities.

The three amenities/facilities with the highest percentage of households that have an unmet need:
• Multi-use hiking, biking,
walking trails– 42,707
households
• Shade and trees– 38,660
households
• Outdoor exercise/fitness
area– 37,883 households
The estimated number of households that have unmet needs for each of the 23 facilities/amenities assessed is shown on the chart below.

Figure 10. Estimated Number of Households Who Have a Need for Facilities/Amenities

23,768
23,110
22,629
22,617
20,706
20,234
20,224
16,518
12,855
11,889
42,707
38,660
37,883
37,729
37,189
35,143
34,174
33,100
32,135
30,200
30,153
29,176
28,744
0 8,000 16,000 24,000 32,000 40,000 48,000
Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads or spray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing arts theater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoor tennis courts
Diamond sports fields
Golf courses
not met partly met
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3.4.4 Facility Importance
In addition to assessing the needs for each amenity/facility, ETC Institute also assessed the importance that residents placed on each item.

Based on the sum of respondents’ top four choices, these were the four amenities/facilities ranked most important to residents:
• Multi-use hiking, biking, walking trails (49%)
• Shade & trees (29%)
• Playgrounds (26%)
• Large community parks (24%)
The percentage of residents who selected each
facility as one of their top four choices is shown in
Figure 11.

Figure 11. Facilities/Amenities Most Important to Households 49%
29%
26%
24%
20%
19%
16%
15%
15%
14%
14%
14%
11%
11%
9%
9%
8%
8%
7%
5%
4%
4%
3%
0% 10% 20% 30% 40% 50%
Top Choice 2nd Choice 3rd Choice 4th Choice
Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads or spray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing arts theater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
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3.4.5 Priorities for Facility Investments
The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments.

The PIR equally weighs the importance that residents place on amenities/facilities and how many residents have unmet needs for the amenity/facility. [Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based on the PIR, the following amenities/facilities were rated as high priorities for investment:
• Multi-use hiking, biking, walking trails
(PIR=200)
• Shade & trees (PIR=150)
• Large community parks (PIR=125)
• Small neighborhood parks (PIR=121)
• Playgrounds (PIR=121)
• Picnic areas & shelters (PIR=120)
• Public water access (PIR=118)
• Outdoor exercise/fitness area (PIR=117)
• Splash pads or spray parks (PIR=113)
• Open space conservation areas (PIR=106)
The chart below shows the PIR for each of the 23
facilities assessed in the survey.

Figure 12. Top Investment Priorities for Facilities/
Amenities Based on Priority Investment Rating
200
150
125
High Priority
(100+)
106
96 94
94 86
77 72
Medium Priority
(51 - 99)
69 60
55 53
47 47
44 0 50 100 150 200
121
121
120
118
117
113
Multi-use hiking, biking, walking trails
Shade & Trees
Large community parks
Small neighborhood parks
Playgrounds
Picnic areas & shelters
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Open space conservation areas
Off-leash dog park
Environmental/nature education center
Community Center
Swimming pools
Outdoor pickleball courts
Performing arts theater
Indoor basketball/volleyball courts
Rectangular sports fields
Outdoor basketball courts
Skateboarding parks
Outdoor tennis courts
Golf courses
Diamond sports fields
Low Priority (0-50)
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3.4.6 Programs Needs and Priorities
Respondents were asked to identify if their household had a need for 24 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various programs.

Figure 13. Estimated Number of Households Who Have a Need for Programs/Activities 37,360
35,993
32,906
31,651
31,620
30,190
27,316
27,135
26,612
25,195
24,904
24,065
23,593
23,314
22,497
22,492
22,318
21,826
21,479
21,231
20,540
20,205
18,427
16,698
0 10,000 20,000 30,000 40,000
not met partly met
Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adult sports leagues
After school programs for youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swim lessons Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programs for people with special needs
Preschool programs/early childhood education
Tennis lessons & leagues
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3.4.7 Program Importance
In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item.

Based on the sum of respondents’ top four choices, these were the four programs ranked most important to residents:
• Adult fitness & wellness programs (31%)
• Community special events (22%)
• Outdoor environmental/nature camps &
programs (19%)
• Senior programs (16%)
The percentage of residents who selected each
program as one of their top four choices is shown
in the chart below.

Figure 14. Programs/Activities Most Important to Households 31%
22%
19%
16%
16%
15%
15%
13%
11%
11%
11%
10%
10%
10%
9%
9%
8%
7%
7%
7%
6%
4%
4%
2%
0% 10% 20% 30%
Top Choice 2nd Choice 3rd Choice 4th Choice
Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
After school programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adult sports leagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swim lessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours Y
outh fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
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3.4.8 Priorities for Program Investments
The PIR was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The PIR equally weighs the importance that residents place on programs and how many residents have unmet needs for the program.

Based on the PIR, the following programs/activities were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR=200)
• Community special events (PIR=160)
• Park ranger/park enforcement programs
(PIR=146)
• Outdoor environmental/nature camps &
programs (PIR=145)
• Aquatic programs (PIR=125)
• Senior programs (PIR=125)
• Cultural enrichment programs (PIR=123)
• Adult visual arts/crafts programs (PIR=118)
• After school programs for youth of all ages
(PIR=112)
• Adult performing arts programs (PIR=105)
• STEM classes (PIR=103)
The chart below shows the PIR for each of the 24
programs assessed in the survey.

Figure 15. Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
200
160
146
145
125
125
123
118
112
105
103
98 90
88 87
86 83
81 81
81 79
73 67
50 Medium Priority
(51-99)
High Priority
(100+)
Low Priority (0-50)
Adult fitness & wellness programs
Community special events
Park ranger/park enforcement programs
Outdoor environmental/nature camps & programs
Aquatic programs
Senior programs
Cultural enrichment programs
Adult visual arts/crafts programs
After school programs for youth of all ages
Adult performing arts programs
STEM classes
Adult sports leagues
Youth seasonal recreation programs & camps
Pickleball lessons & leagues
Swim lessons
Youth fitness & wellness classes
Youth sports programs & camps
Teen/tween programs
Preschool programs/early childhood education
Group travel tours
Programs for people with special needs
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
0 50 100 150 200
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3.5 Online Community Engagement:

Social Pinpoint Summary

3.5.1 Introduction
Social Pinpoint is a powerful tool that helps agencies gather feedback and insights from community stakeholders. Utilizing the engagement features on Social Pinpoint allows agencies to easily collect and analyze feedback from a range of community stakeholders including residents, customers, businesses, and employees.

This analysis will provide the City of Modesto (City) with insights that can inform decision-making and help the City better understand and meet the community’s needs and expectations.

These insights can lead to recommendations that drive change and improve outcomes for all stakeholders. The City of Modesto’s Social Pinpoint site included a survey, interactive mapping tool, and a budget prioritization tool.

Figure 16. Online Engagement
The Social Pinpoint site for the City of Modesto’s Parks, Recreation, and Neighborhoods Master Plan was active from February 27, 2025, to May 2, 2025, and the site received over 3,100 site visits. During this time, the site generated 814 contributions, including 570 survey responses, 146 interactive mapping tool comments, and 98 budget prioritization tool responses. The full Social Pinpoint Report can be found as Appendix 3.

Figure 17. The City of Modesto Social Pinpoint Landing Page ONLINE

ENGAGEMENT BY

THE NUMBERS
3,164

SITE VISITS
2,432

VISITORS
814
TOTAL

CONTRIBUTIONS
570
SURVEY

RESPONSES
146

INTERACTIVE

MAPPING TOOL

COMMENTS
98 BUDGET

PRIORITIZATION
TOOL RESPONSES
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3.5.2 Summary of Responses
STRONG COMMUNITY VALUE ON PARKS: A
large majority (93%) of respondents consider local
parks, recreation, and trails important to their
households, reflecting widespread community
interest in these amenities.

HIGH PARTICIPATION AND FAMILIARITY: Most
respondents have lived in Modesto for over 20
years and are somewhat or very familiar with City
facilities and programs. Participation is common
both in City and non-City recreational programs.

AWARENESS GAPS: A majority were unaware of
the Leisure Bucks Scholarship Program, though
over half are familiar with the Seasonal Activity
Guide.

PROGRAM PRIORITIES: Respondents prioritize
increased focus on outdoor recreation, fitness and
wellness, and youth athletics, while wishing to
maintain current levels of pickleball and cultural
programming.

FACILITY NEEDS: Top facility priorities include
improved park amenities, a new community/
recreation center, and an aquatic facility, with
additional community suggestions for rollerskating rinks, inclusive playgrounds, and trail connectivity.

BUDGET PRIORITIES: Funding preferences
emphasize safety and security improvements,
maintenance, and renovation of existing parks
and facilities over expansion of athletic facilities or cultural events.

INTERACTIVE MAP INSIGHTS: Popular
natural areas and active recreation parks
were praised, while common needs include
accessible restrooms, lighting, parking, and
safety enhancements, especially in growing and
underserved neighborhoods.

COMMUNITY-DRIVEN IMPROVEMENTS:

Feedback highlights the importance of updating
existing amenities, addressing safety and
cleanliness, and supporting collaborative projects
like the Enslen Park playground renovation.

3.5.3 Budget Prioritization
The budget feature gathered insights on how stakeholders would prioritize funding for key facilities, amenities, and programs. Participants were given a virtual budget of $100 to allocate across various items. A total of 98 responses were received, resulting in a combined budget allocation of $9,757. The budget prioritization indicates a strong focus on increasing safety and security at parks and facilities ($1,606), increasing maintenance at existing parks and facilities ($1,497), and renovating existing parks and facilities ($1,454). Respondents gave less priority to items such as increasing outdoor athletic facilities and sports courts ($947), expanding access to historical and cultural services ($553), and expanding special and cultural events ($480).

Figure 18. Budget Responses Summary
$480
$553
$947
$1,029
$1,091
$1,100
$1,454
$1,497
$1,606
Expand special and cultural events
Expand access to historical &
cultural services in Modesto
Increase outdoor athletic facilities and sport courts
Increase active adult and senior programming
Add new amenities to existing parks
Increase youth and teen programming
Renovate existing parks and facilities
Increase maintenance at existing parks and facilities
Increase safety & security at parks and facilities
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3.5.4 Conclusion
Community input gathered through the Social Pinpoint platform revealed clear and consistent community feedback-driven priorities that will help guide the City of Modesto’s Parks, Recreation, and Neighborhoods Master Plan. Residents engaged through surveys, interactive maps, and budget exercises, generating over 800 contributions that reflect widespread interest in improving parks, expanding amenities, and enhancing safety. Residents clearly value Modesto’s parks, recreation, and trails, with 93% indicating it is important to their household and many advocating for more inclusive, safe, and updated recreation opportunities citywide. Consistent themes included the need for restrooms, lighting, modernized play areas, indoor recreation options, and community gathering spaces.

Public feedback also emphasized both a desire to enhance existing infrastructure and to develop new, multi-functional spaces that serve all age groups. Areas like Dry Creek, Tuolumne River trails, and the Virginia Corridor Trailway were praised for their natural beauty and accessibility, while parks like Graceada and Beyer drew attention for their vibrant activity and community atmosphere. Respondents also voiced a need for equitable investment in underserved areas, particularly in South Modesto.

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SECTION4 4.0 What Exists Today:

Departmental Assessment

4.1 Organizational Analysis

4.1.1 Introduction
An organizational assessment is an evaluation of an organization’s structure, processes, and culture. It aims to identify strengths, weaknesses, opportunities, and challenges within the organization. This assessment typically involves reviewing data, conducting surveys, and engaging staff to gather insights. The goal is to provide recommendations for improvement and strategic direction to enhance the organization’s overall effectiveness and efficiency.

The Department entrusted BerryDunn to conduct an organizational assessment that would analyze the Department’s current organizational chart and make recommendations for changes to the current staffing structure.

The full report presents the assessment process, findings, and strengthening opportunities, and was provided as a staff document, and can also be found as Appendix 4.

4.1.2 Summary of the Organizational Assessment
The Department underwent a comprehensive organizational assessment by BerryDunn to evaluate its structure, staffing, culture, and processes, aiming to identify opportunities for improvement and strategic growth.

ASSESSMENT SCOPE AND METHODOLOGY
The evaluation included document reviews, staff discovery sessions, and analysis of employee engagement survey data to understand Department’s current organizational and operational state.

DEPARTMENT STRUCTURE AND LEADERSHIP CHALLENGES
Department consists of four divisions with a long-standing vacancy in the Administration and Facilities Manager role, leading to leadership instability and operational challenges over two decades.

WORKFORCE ENGAGEMENT INSIGHTS:

Department employees report high job satisfaction and a supportive culture but express concerns about recognition, professional development, and feeling understaffed and undervalued.

PROCESS MANAGEMENT AND OPERATIONAL ISSUES
While SOP are documented, inconsistencies and reactive workflows hinder efficiency; staff face challenges with citywide tasks like hiring and purchasing without sufficient support or training.
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SUCCESSION PLANNING URGENCY
Nearly 25% of Department’s full-time employees
are retirement eligible, underscoring the need
for formal succession plans to retain institutional
knowledge and promote internal leadership
development.

ORGANIZATIONAL STRUCTURE
AND STAFFING LEVELS
The Department’s staffing (64.75 FTEs) is
significantly lower than comparable communities,
with fluctuating FTE allocations and uneven
spans of control among division managers.

FUNCTIONAL REALIGNMENT

RECOMMENDATIONS
Proposals include restructuring divisions to better
align functions such as combining facilities with
cultural services and establishing a separate
administration and guest services division to
improve operational coherence.

FUND DEVELOPMENT AND REVENUE

GROWTH STRATEGY
Emphasizing recreation as a major revenue
source, the report recommends adding
specialized staff to support a business-minded
approach for service expansion and revenue
optimization.

SHORT- AND LONG-TERM
STRUCTURAL CHANGES
Increase revenue over the next five to seven years
to fund phased staffing growth and targeted
role realignments. Prioritize adding recreation
supervisors, fund development positions, and
administrative support to expand programming
capacity, improve operational efficiency, and
establish clearer professional development
pathways.

4.1.3 Action Items
As the Department envisions its future,
organizational structure, strategy, and investment
action items should be considered.

4.1.4 Organizational Structure
▶ Invest in an organizational structure that meets
community needs
▶ Enhance customer service through division
function realignment
▶ Revise the organizational structure to support
employee professional growth
▶ Shift leadership’s span of control within best
practice ranges
▶ Execute the revenue plan’s staffing structure to
support revenue growth
▶ Strengthen Departmental support for
marketing, hiring and purchasing
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4.1.5 Strategy
▶ Create a succession plan
▶ Adopt and employ change management best
practices
▶ Develop a departmental strategic plan
▶ Tell the story of the Department as an essential
service
▶ Capitalize on the Department’s ability to
generate revenue as a pathway to providing
more community services
▶ Consider a citywide workflow analysis
and process mapping exercise to identify
strengthening opportunities
As citywide functions are reorganized, consider
strategic growth in other functional areas

4.1.6 Investment
▶ Budget for all operational needs with new
Capital Improvements Plan (CIP) projects
▶ Expand staff support to align with program
growth, and subsequent revenue growth

4.2 Recreation Program Analysis

4.2.1 Introduction
The Program Analysis provides a comprehensive evaluation of the Modesto Parks, Recreation, and Neighborhoods Department’s program offerings. It identifies key strengths, challenges, and opportunities, while also highlighting gaps in programming and areas for future consideration.

This report serves as a strategic tool to guide the Department’s continued growth and alignment with community needs. Below is a summary, and the full report was provided as a staff document and can also be found in Appendix 6.

THE ASSESSMENT WAS INFORMED BY BOTH
QUANTITATIVE AND QUALITATIVE DATA, INCLUDING:
• The Department’s published Activity Guide
• Participation data from Fiscal Year 2024
(FY2024)
• Revenue and expense reports
• Results from the Department’s community
needs assessment survey
In addition, internal staff listening sessions
and robust community engagement efforts
contributed valuable perspectives and feedback.

The integration of these insights with data
analysis provided a well-rounded understanding
of current program performance and community
expectations. This informed approach helps guide
data-driven recommendations for enhancing
and evolving the Department’s programs and
services.
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4.2.2 Summary of Program Analysis
The Department offers a broad and diverse range of programs that largely meet community needs, yet faces challenges in equity, capacity, and facility availability. This analysis highlights strengths in youth and special events programming, while identifying gaps in adult, teen, and adaptive recreation offerings, and recommends strategic investments for sustainable growth and inclusion.

COMPREHENSIVE PROGRAM PORTFOLIO: The
Department offers 73.3% of common program
categories, exceeding peer averages, with strong
youth, aquatics, and special event activities.

EQUITY GAPS IN SERVICE DISTRIBUTION:

Youth programs dominate two-thirds of offerings
despite representing 27% of the population, while
adults (45% of population) receive only 10%, and
adaptive recreation is underdeveloped despite
high local disability rates.

STRONG OPERATIONAL PERFORMANCE WITH
CAPACITY LIMITS: The program cancellation
rate is a low 6%, indicating effective delivery, but
indoor facility shortages and staffing constraints
limit program expansion and year-round access.

SCHOLARSHIP PROGRAM SUCCESS AND
CHALLENGES: The “Leisure Bucks” fee assistance
program aids 300 families but faces funding
instability and administrative complexity, limiting
its reach and sustainability.

PROGRAM LIFE CYCLE IMBALANCE: Nearly 24%
of programs are in decline, above the national
benchmark, while only 5% are new introductions,
signaling a need for program innovation and
renewal.

EQUITY AND INCLUSION ASSESSMENT: The
Opportunities for All analysis shows strengths
in health and fairness but identifies weaknesses
in geographic access, scheduling flexibility,
and cultural relevance, requiring systemic
improvements.

PARTNERSHIPS AND FINANCIAL
STEWARDSHIP: Existing partnerships are stable
but underutilized for program expansion and
equity goals; the 2019 cost recovery plan remains
unimplemented, limiting financial sustainability.

RECOMMENDATIONS FOR GROWTH AND
EQUITY: Key actions include expanding adult,
teen, and adaptive programs; investing in new
indoor facilities and staff; enhancing scholarship
funding and processes; introducing trending
programs; improving equity practices; innovating
outreach; strengthening partnerships; and
implementing cost recovery strategies.

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4.2.3 Action Items
The assessment of the Department’s program menu and performance provides a comprehensive picture of both its strengths and its challenges. Overall, the Department delivers a diverse and well-managed portfolio of services that exceeds peer agency benchmarks, demonstrates strong community demand, and achieves consistently low cancellation rates. At the same time, the analysis highlights important gaps in equity, capacity, and program balance, particularly in adult, teen, and adaptive offerings, as well as in geographic access and facility availability. These findings point to opportunities for renewal and innovation in the program portfolio, strategic investments in facilities and staffing, and structural enhancements to strengthen equity and inclusion. The following recommendations summarize the most critical insights from this analysis and outline actionable steps to guide the Department toward a more balanced, equitable, and sustainable future. ▶ Expand Adult, Teen, and Adaptive
Offerings: Prioritize program growth for
underrepresented groups, including adults,
teens, and residents with disabilities, to help
ensure more balanced and equitable service
delivery.
▶ Invest in Indoor Facilities and Staffing:

Conduct a feasibility study for a new multigenerational community center and realign staffing to meet current and future demand.

A short-term priority should be to enhance
staffing level within aquatics and reorganize
the middle management team.
▶ Strengthen Scholarship Program
Sustainability: Establish a supporting
foundation, diversify funding sources, and
streamline the application process to maximize
reach and equity impact.
▶ Introduce and Reposition Programs:

Develop new, trending offerings (e.g., e-sports,
STEM/STEAM, martial arts) while systematically
phasing out or repositioning programs in
decline.
▶ Advance Equity Practices: Address
gaps identified in the Opportunities for All
(OFA) assessment by improving geographic
distribution of programs, offering more flexible
scheduling, expanding culturally relevant
content, and ensuring equitable registration
practices (multilingual materials, staggered
sign-up windows).
▶ Enhance Communication and Outreach:

Build on recent social media growth and
leverage the Activity Guide while continuing
to innovate outreach strategies to engage
underserved populations and new market
segments.
▶ Strengthen and Expand Partnerships:

Formalize partnerships with schools, nonprofit
organizations, health providers, and cultural
institutions to increase access to facilities,
diversify program offerings, and amplify equityfocused outcomes. A short-term example would be to revisit possible partnership
opportunities with groups using the Mary
Grogan Soccer Complex.
▶ Enhance Financial Responsibility: Fully
implement the 2019 cost recovery plan to
establish consistent pricing strategies, help
ensure equitable subsidies for essential
programs, and align financial practices with
community values and sustainability goals.
▶ Leverage Accurate Data: Enhance staff
training and establish consistent quality control
practices to help ensure reliable participation
and financial information. Fully utilize the
PerfectMind registration software to capture,
track, and analyze data, transforming it into
actionable insights that strengthen decisionmaking, improve financial stewardship, and guide equitable program investments.
▶ Sunset under-utilized programs: Replace
with new, trending, and creative programs.
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4.3 Park Maintenance and Operations Assessment

4.3.1 Introduction
As part of the Parks and Recreation Master Plan, BerryDunn conducted a parks maintenance assessment and analysis. The objective of study was to recommend maintenance services necessary to restore park assets to fully operational status. This assessment and analysis will serve as a critical step in the project, which will ultimately become a guide for strategic decision-making for the City. The goal of the study is to enhance the overall functionality and quality of the City’s park maintenance. The full report can be found as Appendix 5.

4.3.2 Summary of the Park Maintenance and Operations Analysis The full report evaluates the Department’s park maintenance operations and provides recommendations for restoring and enhancing park assets and services. It aims to guide strategic decision-making in improving the quality and functionality of the City’s parks through a comprehensive analysis of staffing, maintenance tasks, and infrastructure needs. ▶ ASSESSMENT SCOPE AND PROCESS:

BerryDunn conducted a high-level analysis
in early 2025 involving site inspections, staff
interviews, SWOT analysis, and documentation
review to evaluate park maintenance across
over 75 parks and related facilities. The
assessment is intended to support the City’s
Master Plan.
▶ MAINTENANCE TASKS AND STAFFING
ANALYSIS: The study detailed various
maintenance activities such as inspections,
landscaping, equipment upkeep, and special
event support. It analyzed full-time equivalent
(FTE) staffing needs based on task frequency,
time, and costs, revealing a shortfall with
only 36 budgeted FTEs. In order to meet
industry standards, the department should
systematically increase staffing levels to meet
community needs and workloads.
▶ KEY FINDINGS ON MAINTENANCE QUALITY:

Parks generally meet service needs but do
not follow industry best practices due to
insufficient staff, time, and resources. Turf and
landscaping conditions are often poor, and
many amenities require repair. Positive aspects
include efficient staff deployment, prioritization
of safety and customer service, good training,
and teamwork.
▶ STAFFING IMPROVEMENT OPPORTUNITIES:

By increasing revenues to support additional
staff, recommendations include requesting
funding for additional staff, documenting
institutional knowledge, improving
communication, refining position descriptions,
enhancing recruitment and retention,
allowing more training time, and developing
succession plans.
▶ INFRASTRUCTURE AND EQUIPMENT
UPGRADES: The report advises increasing
Capital Improvement Plan budgets to repair
and upgrade parks, amenities, and facilities,
considering contracting for rehabilitation
projects, investing in additional equipment like
battery-powered tools, and improving signage
and park entry aesthetics.
▶ OPERATIONAL ENHANCEMENTS: Suggestions
include using digital communication boards
for staff, enhancing contractor performance
supervision, setting consistent maintenance
standards, and ensuring maintenance staff
involvement in park design to address
operational needs.
▶ ADDRESSING HOMELESSNESS IN PARKS:

The report outlines multi-faceted strategies
to help prevent homeless encampments,
including regular patrols, environmental
design to discourage camping, effective
waste management, clear signage, temporary
barriers, and amenities promoting positive
park use.

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▶ COLLABORATIONS AND TECHNOLOGY
USE: Recommendations include partnering
with homeless outreach organizations,
using surveillance cameras and GIS
tracking for maintenance, and working with
law enforcement to enforce regulations
compassionately while connecting individuals
to services.
▶ COMPREHENSIVE APPROACH TO
HOMELESSNESS: The report emphasizes that
addressing homelessness in parks requires
a broader, systemic approach involving
access to services, supportive environments,
affordable housing initiatives, and community
engagement.
▶ OVERALL RECOMMENDATION: Increase
park maintenance staff and continue funding
critical repairs to improve park conditions
and operations, ensuring a sustainable and
functional park system for the community.

4.3.3 Overall, Park Maintenance
KEY OBSERVATION:
• Operations do not follow industry best
practices when performing park related
maintenance tasks. There is not enough
dedicated staff, time, resources.
• Parks do not appear to be well maintained.

Turf areas are in poor condition, and many
amenities are broken or in poor condition.
• Landscaping does not appear to be well
maintained; many areas show the effects of
age and wear.

POSITIVE:
• Morning staff huddles are efficient; staff deploy
within 15 minutes of clocking in.
• Safety of participants and staff is a priority.
• Customer service is a priority.
• Staff are well trained.
• Different classifications are used for different
job positions.
• Proper supervision of staff is evident.
• The crew leader works alongside other crew
members.
• Staff have regular routines that seem to work
well.
• Commitment to improvement is
demonstrated.
• Staff demonstrate good teamwork.
• Staff indicate they have inappropriate
equipment and tools as well as inappropriate
clothing and gear.
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4.3.4 Recommendations: Opportunities for Improvement
▶ Staffing
▷ Develop a succession plan for parks
maintenance operations.
▷ Collect and document the institutional
knowledge and experience of the City’s
long-tenured employees to prepare for staff
turnover.
▷ Improve communication up and down the
organization.
▷ Consider adding PPT permanent part-time
staff for weekends.
▷ Share operational successes and challenges
from each park’s maintenance crew.
▷ Hold consistent onboarding and training
for staff to allow parks maintenance and
operations training and sharing of staff
across work groups when needed.
▷ Improve staff recruitment and retention
practices.
▷ Allow more time for training and crosstraining of staff. ▷ Additional support staff funded from
increasing revenues.
▶ Develop an improved repair and replacement
system to address infrastructure conditions.
▶ Increase CIP budgets to upgrade and repair
parks, aquatics, amenities, and facilities.

Consider contracting to rehabilitate a park,
including turf areas, then return maintenance
to park staff.
▶ Encourage supervisors and leadership staff to
visit parks more often and be visible to staff.
▶ Using specialized restrooms with access
control/locks for after-hour security like Throne
Restrooms.
▶ When designing new parks/amenities,
account for operations and maintenance
needs (staffing, equipment, funding). Invest in
infrastructure updates.
▶ Staff indicate a desire to have input when
designing parks regarding types of plants to
include and not include based on required
maintenance.
▶ Supervise the consistency of contractor
performance.
▶ Address issue about homelessness.
▶ Expand funding for critical and ongoing repair
needs.
▶ Set consistent expectations for operations
and maintenance standards for all parks
maintenance work groups.
▶ Develop consistent standards for equipment
storage and maintenance operations.
▶ Upgrade infrastructure (e.g., walkways,
structures, landscape and turf, restrooms,
irrigation).
▶ Overtime increase Park Maintenance staff for
physical park maintenance to 49.09 FTEs.

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4.4 Financial Analysis

4.4.1 Introduction
As part of the Parks and Recreation Master Plan, BerryDunn completed a financial assessment of the Department. This analysis covers how the Department is financed, how it spends and generates money, and how much of its operations are supported by fees versus tax subsidy.

DEPARTMENT OPERATIONS ARE SUPPORTED BY THREE OPERATING FUNDS:

GENERAL FUND: Core community services
including parks operations and maintenance,
recreation programs, cultural services, John
Thurman Field, the City’s contribution to the
TRRP, and departmental administration.

GOLF FUND: Enterprise operations for Dryden
Park and Creekside Golf Courses.

MEASURE H FUND: Funds the four Park
Operations staff and deferred and preventive
maintenance and repairs annually.

Figure 19. Measure H Fund
24 Measure H - Park Operations Parks Operations 35221 $0 $935,214 $2,465,798 $3,153,377 $2,527,361 25 Measure H - Repairs & Maintenance Deferred/Preventative Maintenance and Repairs 35222 $0 $220,000 $71,426 $8,575 $0 26 Measure H - Recreation 2025/2026 Event Stage Replacement 33031 $0 $0 $0 $0 $275,000 General Fund - Measure H (0160) $0 $1,155,214 $2,537,224 $3,161,952 $2,802,361 This assessment analyzed operating revenues and expenditures for FY 2022 through FY 2024 actuals, and the FY 2025 adopted budget. Cost recovery was calculated at both the department and fund levels, with trends examined across the four-year period to identify key drivers of revenues and expenditures. Modesto’s departmentwide cost recovery was benchmarked against quartile data from the NRPA for agencies serving populations between 100,000 and 250,000. Capital projects were excluded from this analysis to provide a clear view of the ongoing cost of service delivery. The full report can be found as Appendix 7.

4.4.2 Summary of the Financial Analysis
The Department underwent a financial assessment covering fiscal years 2022 to 2025 to evaluate its revenue sources, expenditures, and cost recovery across three main funds: the General Fund, Community Center Operations Fund, and Golf Fund. This analysis highlights the Department’s financial performance, cost recovery trends, and benchmarking against national standards, offering insights for future fiscal sustainability and operational planning.
▶ DIVERSE REVENUE STREAMS LED BY
RECREATION AND GOLF: Recreation activities,
including Mary Grogan Soccer Complex and
after school programs, generated the largest
share of General Fund revenues, while golf
operations contributed nearly half of total
Department revenues.
▶ RAPID GROWTH IN AFTER SCHOOL
PROGRAMS: Both revenues and expenditures
for after school programs more than doubled
between FY 2022 and FY 2025, marking them
as significant contributors to cost recovery and
service expansion.
▶ GOLF FUNDS DRIVE HIGH, COST RECOVERY:

The Golf Fund consistently covered over 70% of
its costs through revenues, reaching nearly 95%
cost recovery in FY 2025, substantially reducing
subsidy needs.
▶ EXPENDITURE CONCENTRATION IN PARK
OPERATIONS AND RECREATION: Park
operations accounted for over half of General
Fund spending and increased steadily,
alongside significant rises in recreation
expenses, especially youth and facility
programs.
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▶ STABLE OVERALL COST RECOVERY WAS
AROUND ONE-THIRD: Combined cost recovery
across all funds remained steady between
34% and 38%, reflecting balanced growth in
revenues alongside increased expenditures.
▶ GENERAL FUND COST RECOVERY REFLECTS
SUBSIDY POLICY: The General Fund
maintained cost recovery between 20% and
23%, consistent with the City’s goal to subsidize
core community services while generating
meaningful earned income.
▶ PERFORMANCE EXCEEDS NATIONAL
BENCHMARKS: Modesto’s 36.25%
departmentwide cost recovery surpasses the
national median for similar-sized agencies,
indicating effective revenue generation
balanced with community accessibility.

4.2.3 Action Items
The financial analysis highlights several opportunities for the City of Modesto to strengthen the fiscal sustainability of the Department while maintaining its commitment to equitable access and community benefit. The recommendations below build on the trends observed in revenues, expenditures, and cost recovery from FY 2022 through FY 2025. ▶ CONDUCT A PROGRAM-LEVEL COST
RECOVERY STUDY: Undertake a detailed
review of revenues and expenditures at
the program and facility level to establish a
baseline for cost recovery by service category
(e.g., golf, recreation programs, rentals, youth
services, cultural facilities). Use this data to
define tiered cost recovery expectations
aligned with Modesto’s policy goals, balancing
financial performance with the community
benefit delivered by each service.
▶ STRENGTHEN FINANCIAL MANAGEMENT
TOOLS AND REPORTING: Continue building
multiyear histories of program revenues and
expenses to improve forecasting accuracy.

Develop simple dashboards to monitor
contribution margin and breakeven points,
enabling staff to make informed decisions on
pricing, scheduling, and staffing throughout
the year.
▶ MAXIMIZE USE OF ENTERPRISE FUNDS AND
COST RECOVERY OPPORTUNITIES: Maintain
the strong performance of the Golf Fund by
monitoring contract terms, optimizing rounds
played, and exploring additional revenue
sources such as tournaments and special
events. Apply similar enterprise principles to
the Community Center Operations Fund to
continue offsetting costs through rentals and
technical services.
▶ PLAN PROACTIVELY FOR OPERATING
IMPACTS OF CAPITAL PROJECTS: As Modesto
continues to invest in facilities, parks, and
infrastructure, systematically document the
projected staffing, maintenance, and utility
costs associated with each project. Incorporate
these ongoing costs into the City’s long-range
budget forecast to help ensure that new
investments are sustainable over time.

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SECTION5 5.0 Parks Assessment

5.1 Introduction
The Department manages a wide-ranging system that provides diverse recreational opportunities in California’s Central Valley. The purpose of this park inventory and level of service analysis is to assess how the parks and facilities in Modesto currently meet the needs of the community.

This analysis provides a baseline for assessing current service levels and informing future investments. Combined with community feedback, it will help pinpoint service gaps and identify opportunities for improvement.

The map below provides a system inventory map that shows the relative size and distribution of existing parks and recreation facilities in Modesto.

The inventory and planning area is focused on City park properties and includes 77 park facilities encompassing 1,124.16 acres. The system serves a population of approximately 218,448 residents and represents one of the most comprehensive municipal park systems in the Central Valley region.

The full report can be found as Appendix 8.
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Figure 20. Parks and Recreation System Map
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5.2 Inventory and Assessment Summary
The Department maintains a variety of amenities across its park system. Each City-maintained amenity was assessed based on condition, size, site capacity, and overall quality through thorough field evaluations conducted in early 2025.

BerryDunn performed an on-sight inventory and created an overview of each facility, including sitespecific scorecards and inventory maps. These were presented to Modesto parks and recreation staff in the form of an atlas for approval before proceeding with further analysis.

Modesto’s park system offers extensive recreational opportunities across 77 parks totaling over 1,124 acres, serving approximately 218,448 residents. The system includes neighborhood, community, and regional parks with diverse amenities evaluated for quality and accessibility to guide future improvements.

COMPREHENSIVE PARK INVENTORY: The
system encompasses 77 parks classified as
neighborhood, community, and regional, with a
total area of 1,124.2 acres serving the Central Valley
region.

AMENITY QUALITY ASSESSMENT: Of 301
outdoor amenities assessed, 80.3% meet or
exceed expectations, though 63 require attention,
particularly playgrounds and spray pads.

PARK CONDITION RATINGS: Parks were rated
Good, Fair, or Poor based on amenities and user
experience factors; many neighborhood parks
show areas for improvement.

LEVEL OF SERVICE BENCHMARKING: Modesto
provides about 5.15 acres of municipal parkland
per 1,000 residents, slightly below NRPA median
benchmarks but meets or exceeds standards in 8
of 10 facility categories.

FACILITY GAPS IDENTIFIED: Statistical shortfalls
exist in diamond fields and dog parks, with
recommendations for four additional diamond
fields and two dog parks pending community
validation. Playgrounds and park restrooms
present known improvement opportunities that
the City is actively addressing through systematic
upgrade programs.

WALKABILITY AND ACCESS: Approximately 86%
of residents have walkable (10-minute) access to
parks; however, 34 gap areas affect about 29,000
residents, highlighting priority zones for improved
access.

STRATEGIC TRAIL NETWORK DEVELOPMENT:

Trails anchored by TRRP could enhance
connectivity, bridge access gaps, and extend
recreational corridors regionally.

INVESTMENT PRIORITIES: Focus areas include
trail infrastructure to connect parks and
underserved neighborhoods, targeted upgrades
to aging facilities, and potential expansion of
specialized amenities to maintain system-wide
quality.
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5.2.1 Park Assessment Key Findings
Based on the full inventory and analysis of Modesto’s parks and recreation system, several key findings emerge:
• Strong Specialized Recreation Offerings:

The system excels in providing tennis courts,
pickleball facilities, and aquatic amenities,
with spray pads meeting community demand
effectively. Modesto meets or exceeds
NRPA benchmarks in seven out of 10 facility
categories, demonstrating exceptional systemwide performance. • Regional Recreation Leadership: Large
regional parks like TRRP provide unique
recreational opportunities that serve the
broader Central Valley community. The
development of comprehensive trail networks
connecting these regional assets would
significantly enhance their accessibility and
community impact, creating recreational
corridors that extend Modesto’s service area
beyond traditional park boundaries.
• Quality Infrastructure with Targeted
Enhancement Opportunities: 80.3% of
amenities meet or exceed expectations,
though specific facilities require attention
to maintain system-wide standards.

Playgrounds and park restrooms present
known improvement opportunities that the
City is actively addressing through systematic
upgrade programs.
• Strategic Facility Development Priorities:

When compared to national benchmarks,
potential expansion opportunities exist in
diamond fields (four additional facilities)
and dog parks (two additional facilities),
though these gaps require validation through
community engagement to help ensure
alignment with resident priorities and
recreational preferences.
• Geographic Access Optimization: Analysis
reveals 24 gap areas affecting approximately
22,500 residents who lack 10-minute walkable
access to parks. Trail development represents
a particularly cost-effective solution for
addressing many of these gaps, as strategic
trail connections can link underserved
neighborhoods to existing parks while creating
linear recreational corridors that serve multiple
communities simultaneously.
• Trail Network and Connectivity: Anchored
by the TRRP, future trail corridors along the
river and other waterways could create multimile routes linking Modesto to broader Central Valley systems. Existing access points at parks
like Dry Creek, Kewin, and Gateway Parcel
form the basis of this network. Expanding
these trails could bridge walkable access gaps
for residents, support active transportation,
and promote environmental and wildlife
connectivity across the region.
• Strategic Investment: The combination
of strong regional facilities and targeted
neighborhood gaps provides a clear
framework for future investment
priorities. Trail infrastructure may be prioritized
as a system connector, linking regional parks,
neighborhood facilities, and underserved
areas while providing recreational value as
destination amenities themselves.

This analysis demonstrates that Modesto operates
a parks and recreation system that provides
extensive regional recreational opportunities
while maintaining clear opportunities for strategic
enhancement. The strategic development of trail
networks, combined with targeted neighborhood
improvements and specialized facility expansion,
positions Modesto to strengthen its role as a
Central Valley recreation leader while ensuring
equitable access across all community segments.

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SECTION6 6.0 Where We Go from
Here—Goals, Objectives,
Recommendations and
Action Table
Residents and community leaders are increasingly recognizing that parks and recreation facilities, programs, and services are essential to creating and maintaining communities where people want to live, work, play, socialize, recreate, learn, and visit. These amenities should be investments in the long-term vitality and economic sustainability of any active and desirable community. Modesto is committed to providing comprehensive, high-quality parks, trails, programs, facilities, and services to the community. The following section outlines the complete list of recommendations and action plans that will position the City toward the future of maintaining and improving the quality of life for its residents and visitors.

6.1 Recommendations
The following recommendations
are made based on the entirety
of the master plan process which
included staff, stakeholders, and
members of the community.

The public was given many
opportunities to participate
through focus groups, stakeholder
meetings, public meetings and
workshops, intercepts at special
events, an invitation and open link
survey, and an interactive website
(Social Pinpoint). The process also
included in-depth assessment
and analysis of the Department’s
organizational structure and roles,
operations and maintenance,
recreation program delivery,
financial assessment, inventory
and level of service analysis, and
benchmarking and trends analysis.

Final reports were provided as staff
documents, and summaries are
included in Sections 4 and 5 earlier
in this Master Plan.

This section describes ways to
enhance the level of service—and
subsequently Modesto’s quality
of life—with improvements to
parks, services, facilities, amenities,
customer service, programming
and service delivery, organizational
efficiencies, and increased financial
opportunities.

THE FOLLOWING GOALS WERE

IDENTIFIED FOR THE CITY TO
FOCUS ON:

1. Invest in current infrastructure
and address aging facilities.

2. Improve and enhance
programming and service
delivery.

3. Improve organizational
efficiencies.

4. Reduce Operational Subsidy
and Expand Capital Funding.
42 CITY OF MODESTO
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GOAL 1: Invest in current infrastructure and
address aging facilities.

Maintenance of facilities and amenities should
remain a top priority. The Department should
continue to monitor the condition of existing
parks, trails and pathways, amenities, and
facilities, as residents have identified these
resources as highly important to the quality of life
in Modesto. Consider adding staff and resources
to provide continuous maintenance of these
areas. Monitor maintenance staffing and add
seasonal staff as needed to meet current demand
for services. Continue regular inspections of
all facilities, parks, trails, river access, and open
spaces. Inspect all facilities at a minimum of
twice a year.

Maintenance projects and annual maintenance
needs should be funded on a regular schedule
based on the Department’s current inventory
and condition assessment, as well as the
Inventory Atlas and Amenity Quality Assessment
from the 2025 Master Plan. Priorities for future
maintenance projects for these areas should
continue to be developed and reviewed regularly.
▶ Objective 1.2: Renovate and replace outdated
or failing facilities, amenities, parks, trails, river
access, and open spaces.

A large majority (93%) of respondents to a Social
Pinpoint survey consider local parks, recreation,
and trails important to their households,
reflecting widespread community interest
in these amenities. Additionally, feedback
highlighted the importance of updating existing
amenities, addressing safety and cleanliness,
and supporting collaborative projects like the
Enslen Park playground renovation. Of 301
outdoor amenities assessed, 80.3% meet or
exceed expectations, while 63 amenities require
attention, particularly playgrounds and spray
pads. The City needs to continue to replace aging
and outdated playgrounds; renovate outdated
sports fields and court surfaces; upgrade or
replace existing restroom facilities; and address
the inconsistency and aging signage in parks,
trails, and open spaces. Restrooms were a top
priority for both focus group participants and
survey respondents. All future individual park
master plans should include permanent restroom
facilities or upgrades.
▶ Objective 1.3: Upgrade comfort, convenience,
and customer service amenities to existing
facilities.

A top priority from public engagement and the
community survey was the need to address ADA
accessibility to parks, playgrounds, amenities,
and facilities. As renovations and upgrades occur,
continue to make accessibility a top priority and
address non-compliant conditions identified
in the inventory and condition assessment.

Additionally, as the Department upgrades and
improves existing facilities, it should explore
opportunities to add restrooms, security lighting,
storage, and other amenities. Also continue to
look for opportunities to add public art in parks
and at facilities.
▶ Objective 1.4: Maintain existing Level
of Service goal.

The City’s general plan calls for the combined
allocation (both Neighborhood and Community
Park) of parkland on a per capita basis at 3 acres
per 1,000 population. (1 acre per 1,000 population
for Neighborhood Parks, and 2 acres per 1,000
population for Community Parks). Modesto
currently provides about 5.15 acres of municipal
parkland per 1,000 population, slightly below
NRPA median benchmarks but exceeds the
general plan standard by 2.1 acres per 1,000
population. The park system currently meets
or exceeds NRPA standards in 8 of 10 facility
categories.

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▶ Objective 1.5: Maintain existing quality
standards for facilities and amenities.

The public strongly emphasized the need to
maintain and enhance existing facilities. The
Department should continue to improve and
upgrade existing facilities and amenities, with
an emphasis on playgrounds and restrooms.

Additional funding is needed to maintain and
implement the Deferred Maintenance and Life
Cycle Replacement programs.
▶ Objective 1.6: Continue to be good stewards
of the natural environment.

As development and redevelopment continue
to occur in the City, take steps to obtain and
preserve open space for the future and to help
maintain the City’s unique features. Continue to
employ best practices to reduce environmental
impacts and create a sustainable system of parks,
trails, rivers, and facilities.
▶ Objective 1.7: Explore opportunities to add
trails for walking and bicycling.

Trails are a high priority for the community.

Additionally trails and connectivity can help
to connect portions of the community that
are outside the 10-minute walk measurement.

Community members identified walking and
biking connectivity as a high priority during
the engagement process. Based on trends and
demand, the City should look for opportunities
to develop, expand and connect to existing
bicycle paths and walking trails to connect parks
to one another and to neighborhoods to parks.

The Department should develop and maintain
a priority list for improving and adding internal
walking loops in existing parks. Continue to work
with and strengthen coordination with internal
departments to expand and connect paths and
walking trails.
▶ Objective 1.8: Develop additional outdoor
recreational facilities and amenities.

Continue to explore expansion of existing
facilities to meet demand and increase outdoor
programming opportunities: add shade
structures, add outdoor fitness gyms, add new or
replace playgrounds, splash pads, and all-wheels
parks to meet the needs identified in the master
planning process. Facilities and amenities should
be developed to help ensure everyone has safe
access to a recreation space within a 10-minute
walk from their residence.

A high priority for focus group participants, teens,
and survey respondents was access to outdoor
adventure sports. The Department should
further explore opportunities at existing parks
for adventure sports and outdoor activities such
as all-wheels parks, pump tracks, skate bowls
and parks, small-sided soccer/futsal, naturebased programs, and river sports to increase programming and attract new users.

When asked about new and additional facilities
and amenities, focus group participants and
survey respondents rated as high priorities new
and upgraded playgrounds, adult fitness and
wellness, and dog parks.
▶ Objective 1.9: Develop new amenities at
existing parks based on Level of Service
analysis.

Demand for usage of parks, waterways, trails,
and athletic facilities continues to grow; the
Department should look for opportunities to
add new amenities to enhance the experiences
of users. Additionally, based on the Facilities
Assessment, the Department should seek
opportunities to add new features to existing
parks where the level of service falls below the
desired threshold.
▶ Objective 1.10: Add indoor recreation space.

Based on feedback from survey and focus group
participants, a priority of the community is a
desire for additional indoor recreation space.

The Department should continue to explore
opportunities to renovate or add additional indoor
recreation space either through partnerships,
purchase of an existing facility, or construction
of a new facility. The community has identified
the need and desire for an indoor multipurpose
recreation facility with gymnasiums, fitness and
weight areas, class and meetings spaces, and
wellness/yoga spaces. The typical facility size to
house these functions would be 40,000 to 60,000
square feet.
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▶ Objective 1.11: Address current and future
needs for athletic fields.

As demand warrants, explore opportunities
to add rectangle and diamond fields. To help
increase field time, add sports field lighting to
new facilities and improve the lighting at existing
facilities where appropriate. Statistical shortfalls
exist in diamond fields, with recommendations
for four additional diamond fields pending
community validation.
▶ Objective 1.12: Monitor ADA access to parks,
trails, waterways, and facilities.

The Department should continue to work to
make its programs and services accessible to all
people of all abilities. Ongoing self-evaluation of
ADA standards must be a high priority for the
Department, especially in terms of access. Focus
groups participants and survey respondents
indicated the need for accessible playgrounds.

GOAL 2: Improve and enhance programming
and service delivery.

The Department offers a broad and diverse range
of programs that largely meet community needs,
yet faces challenges in equity, capacity, and
facility availability. The Department offers 73.3%
of common program categories, exceeding peer
averages, with strong youth, aquatics, and special
event activities. Youth programs dominate twothirds of offerings despite representing 27% of the population, while adults (45% of population)
receive only 10%, and adaptive recreation is
underdeveloped despite high local disability rates.
▶ Objective 2.1: Enhance special event
programming.

Focus groups and survey respondents
identified expanded opportunities to attend
and enhanced special event programming as
a priority. The Department should continue to
work with neighborhoods, cultural organizations,
and other service providers to explore new
community and cultural events, possibly
themed by the community or season of the
year. The Department should continue to look
for opportunities to expand events and activities
based on the demands and trends of the
community demographics.
▶ Objective 2.2: Utilize technology to improve
customer service and efficiency.

The Department should continue to use a
mixed-method approach to communicating
with the public about programs, services, and
opportunities. This can include social media, the
Department website, and mobile marketing. A
majority of the public engagement participants
were unaware of the Leisure Bucks Scholarship
Program, though over half are familiar with the
Seasonal Activity Guide.
▶ Objective 2.3: Continue to grow programs
and services accessible to citizens of all abilities.

The Department should continue to evaluate
current offerings for people with special needs.

As opportunities arise and facilities become
available, consider additional adaptive and
accessible programs. Annually review the number
of programs and distribution of programs
for the special needs population and look for
opportunities to increase and/or more equitably
distribute programs and services.

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▶ Objective 2.4: Continue to address
recreational programming and activity needs
of the community.

The Department should continue to look for
opportunities to expand indoor recreational
programs and activities. The community would
like to see additional programs for tweens, teens,
people with special needs, and seniors. Fitness
and wellness programming and services were
another top priority from the public engagement
process. Look for opportunities to install outdoor
fitness equipment to help meet demand.

As new programs are developed, continue to
monitor recreational trends to stay current
with programming and demand. As popularity
in program offerings and activities increases,
continue to look for opportunities to expand
programs around working hours and commuting
schedules. Continue to monitor participation
and demand for family-centered recreational
programs and adjust to meet the needs of
the community. Additional priorities included
increased focus on outdoor recreation, fitness and
wellness, and youth athletics, while wishing to
maintain current levels of pickleball and cultural
programming.

GOAL 3: Continue to improve organizational efficiencies.

The City of Modesto’s Parks, Recreation, and
Neighborhoods Department underwent a
comprehensive organizational assessment to
evaluate its structure, staffing, culture, and
processes, aiming to identify opportunities for
improvement and strategic growth.
▶ Objective 3.1: Implement structural change
for more efficient operations.

The Department currently consists of four
divisions with a long-standing vacancy in the
Administration and Facilities Manager role,
leading to leadership instability and operational
challenges. An organizational structure change
should not cause significant disruption; therefore,
the changes recommended are incremental
shifts that build upon and grow what is already
institutionalized. Recognizing that requesting
many new full-time positions is not realistic or
feasible, building the system incrementally with a
few new positions added each year over a five-toseven-year time frame should occur. ▶ Objective 3.2: Develop a strategic direction
for the Department.

After the City releases the next (2026-2030)
strategic plan, the Department should conduct
its own internal strategy planning workshops to
define how the Department will carry out the
citywide plan and develop its own inward focus.
▶ Objective 3.3 – Staff appropriately to meet
current demand and maintain established
quality of service.

As parks, facilities, amenities, and services are
developed, and existing parks, river access, trails,
and facility upgrades are implemented, it is
important to work to ensure that staffing levels
are adequate to maintain current performance
standards. The intensity of maintenance practices
required for upgraded facilities and amenities
requires additional manpower to be focused
in this area. This would indicate the need for
additional resources and new maintenance
positions within the Department.

To help ensure high skill level and up-to-date
competencies of current and future staff, update
job descriptions, duties, and training curriculums
to include advancements in the industry. Work to
ensure that staff have adequate and appropriate
tools to perform their jobs. Continue to assess
the advantages and disadvantages of using
contractual services for part-time, seasonal,
and instructional positions. Review the current
volunteer program and look for additional
opportunities to engage volunteers. Work to
ensure proper training accompanies all volunteer
positions.
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▶ Objective 3.4: Proactively address
homelessness in parks.

The Park Maintenance Operations Analysis report
outlines multi-faceted strategies to address
and discourage homeless encampments,
including regular patrols, environmental
design to discourage camping, effective waste
management, clear signage, temporary barriers,
and amenities promoting positive park use.

The Department cannot address this alone,
and should therefore collaborate with local
shelters or non-profits to help direct individuals
who need shelter to appropriate, temporary
accommodations. Additionally, work with local
outreach groups to work to ensure that homeless
individuals in the parks are connected to the
appropriate resources, such as shelter, food, or
healthcare.
▶ Objective 3.5: Maintain and keep current the
Department SOP and Policies.

The Department should regularly review and
update all departmental policies, procedures, and
processes. The Department should engage staff
in the review process, and where appropriate,
include user and staff surveys and feedback.

Since the Department is governed by City code
and internal standards of operations and policies,
the Department should continue to review the
City code chapter for Parks and Recreation every
five years and recommend updates as needed.
▶ Objective 3.6: Increase appropriate
partnerships within the community.

The Department currently partners with a
number of groups and agencies to provide
programs and activities for the community.

Continue to review partnership agreements
and work with the School District and other
community partners to increase access to
facilities, amenities, programs, and services.

GOAL 4: Reduce operational subsidy and expand
capital funding.

The Department underwent a financial
assessment covering fiscal years 2022 to 2025
to evaluate its revenue sources, expenditures,
and cost recovery across three main funds: the
General Fund, Community Center Operations
Fund, and Golf Fund. The analysis highlighted
the Department’s financial performance, cost
recovery trends, and benchmarking against
national standards, offering insights into future
fiscal sustainability and operational planning.
▶ Objective 4.1: Continue current cost recovery
and revenue generation practices.

The Department currently has a cost recovery
policy and procedure in place. The Department
should review the policy and percentage levels
regularly to help ensure they are meeting the
desired goals. Analyzing cost recovery provides an
important look at how much of the Department’s
core operations are supported by user-generated
revenues versus the City’s general subsidy. The
General Fund is designed to support community
benefit activities, many of which are not expected
to be self-sustaining, such as open park access,
maintenance, and certain recreation and senior
services.

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▶ Objective 4.2: Explore additional funding
through the pursuit of grants and other means.

The Department currently takes advantage of
grant opportunities available for programming
and facility improvements, continue to pursue
any and all grant opportunities at the federal,
state, regional, and local levels. The Department
should consider new grant opportunities available
for programming and parks, trails, river access,
and facility improvements.

The Department does receive annual funding
from Measure H for both ongoing maintenance
and capital improvements, for FY 2025-26 the
amount is $2,527,361. The funding is part of the
City’s broader use of Measure H for public services
including parks, public safety, homelessness and
deferred maintenance.
▶ Objective 4.3: Partner with other service
providers, when possible, to develop programs,
services, and facilities to meet demand and
growing trends.

The Department currently partners with
many organizations to provide recreational
opportunities for the community and visitors. As
popularity of parks, trails, river access, program
offerings, and activities increase, continue to look
for opportunities to expand programs, services,
and amenities while working with other service
providers within the community and region.

Continue to formalize these agreements in
writing.
▶ Objective 4.4: Increase City budget, revenue
and staffing dedicated to maintenance and
operations.

Maintenance, upkeep, improvements to existing
parks and facilities, and increased programming
were all identified as priorities from the public
engagement process. Based on the organizational
assessment, operations and maintenance
assessments and recreation program assessment,
a major factor in addition to a backlog of deferred
maintenance is lack of staffing.

Additional staff are needed to meet the current
demand and increased need as facilities are
upgraded and new amenities added. Additionally,
staffing (64.75 FTEs) is significantly lower than
comparable communities, with fluctuating
FTE allocations and uneven spans of control
among division managers. Finally, nearly 25% of
Department full-time employees are retirement
eligible, underscoring the need for formal
succession plans to retain institutional knowledge
and promote internal leadership development.

6.2 Action Plan and Time Frame
The following goals, objectives, and action items
for the recommendations are drawn from the
public input, inventory, level of service analysis,
findings feedback, and all of the information
gathered during the master update planning
process. The primary focus is maintaining,
sustaining, and improving Martin Modesto
parks, river access, trails, facilities, programs,
and services. Funding availability, staff buy-in,
and political and community support will play
significant roles in future planning efforts.

TIME FRAME TO COMPLETE IS DESIGNATED AS:

Short-term (up to 3 years)
Mid-term (4–6 years)
Long-term (7–10 years)
Ongoing (occurs on a continuous basis)
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Table 7. Goal 1: Invest in Current Infrastructure and Address Aging Facilities GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.1 Maintain and upgrade existing facilities, parks, trails, river access, and open spaces. ACTIONS

1.1.A Continue to monitor the condition of existing parks, trails, river access, amenities, and facilities. Priorities for future maintenance projects for these areas should be developed and reviewed regularly.

1.1.B Prioritize the allocation of staffing resources to help ensure continuous maintenance of these areas. Add seasonal staff as needed to meet current and future demand for services.

1.1.C Develop a proactive, data-driven maintenance schedule for all park assets.

1.1.D Continue to replace aging and outdated playground equipment.

1.1.E Fund maintenance projects and annual maintenance needs on a regular schedule based on the priorities from the Master Plan. Priorities for future maintenance projects for these areas should continue to be developed and reviewed regularly.
▶ Objective 1.2: Renovate and replace outdated or failing facilities, amenities, parks, trails, river access, and open spaces.

ACTIONS

1.2.A Continue to update and create a plan to replace outdated playgrounds, renovate outdated sports fields, and sport court surfaces, upgrade, or replace existing restroom facilities, and address the inconsistency and aging signage in parks, trails, river access, and open spaces.

1.2.B As individual parks are being renovated, create individual master plans to guide renovations and capture community desires. Look for opportunities to infill new amenities in park designs.

Short-term Mid-term Long-term Ongoing
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GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.3: Upgrade comfort, convenience, and customer service amenities to existing facilities.

ACTIONS

1.3.A Continue to make accessibility a top priority and address noncompliant conditions, as renovations and upgrades occur. A top priority from public engagement, and the community survey was the need to address ADA accessibility to parks, playgrounds, amenities, and facilities.

1.3.B
Explore opportunities to add restrooms, security lighting, storage, and other amenities at existing parks and facilities, as these value-add features were high priorities in community feedback.

1.3.C Continue to look for opportunities to add public art as parks and facilities are upgraded and renovated,
▶ Objective 1.4 Maintain existing level of service goals. ACTIONS

1.4.A Continue with the General Plan’s LOS allocation of parkland on a per capita basis at 3 acres per 1,000 population. (1 acre per 1,000 population for Neighborhood Parks, and 2 acres per 1,000 population for Community Parks).

1.4.B Continue to monitor the LOS allocation as the population grows and develop or acquire additional land to maintain requirement.

1.4.C Consider updating the General Plan LOS allocation to better represent the current acres per 1,000 population of 5.15.
▶ Objective 1.5: Maintain existing quality standards for facilities and amenities. ACTIONS

1.5.A Continue to improve and upgrade existing facilities and amenities, with an emphasis on playgrounds and restrooms.

1.5.B Allocate additional funding to meet the needs to maintain and implement the Deferred Maintenance and Life Cycle Replacement programs.

Short-term Mid-term Long-term Ongoing
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GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.6: Continue to be good stewards of the natural environment. ACTIONS

1.6.A Take steps to obtain and preserve open space for the future and to help maintain the City’s unique feature, as development and redevelopment continues to occur in the City.

3.3.B Continue to employ best practices to reduce environmental impacts and create a sustainable system.
▶ Objective 1.7: Explore opportunities to add trails for walking and bicycling. ACTIONS

1.7.A Coordinate with the County and surrounding municipalities to connect to existing, develop or expand bicycle paths and walking trails to connect neighborhoods to parks, and parks to parks.

1.7.B Develop and maintain a priority list for improving and adding internal walking loops in existing parks.

1.7.C Strengthen coordination with internal departments to expand and connect bicycle paths and walking trails.
▶ Objective 1.8: Develop additional outdoor recreational facilities and amenities. ACTIONS

1.8.A Continue to explore investment in development and expansion of existing facilities to meet demand and increase outdoor programming opportunities.

1.7.B Develop facilities and amenities to help ensure all citizens have safe access to a recreation space within a 10-minute walk from their residence.

1.7.C Add adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks, futsal, nature-based programs, and river sports to increase programming and attract new users to existing parks.

1.7.D Add new and upgraded playgrounds, outdoor adult fitness and wellness equipment, and dog parks, to meet community priorities. ▶ Objective 1.9: Develop new amenities at existing parks based on LOS analysis.

1.9.A Seek opportunities to add new features to existing parks where the LOS falls below the desired threshold and to enhance the experience of users.

Short-term Mid-term Long-term Ongoing
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GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.10: Add indoor recreation space. ACTIONS

1.10.A Continue to explore opportunities to add additional indoor multipurpose recreation space—either through partnerships, purchase of an existing facility, or construction of a new facility—to fulfill community need.

1.10.B Seek opportunities to add an indoor multipurpose recreation facility with gymnasiums, fitness and weight areas, class and meeting spaces, and wellness/yoga spaces, that the community identified as a need and desire.

The typical facility size to house these functions would be 40,000 to 60,000 square feet.
▶ Objective 1.11: Address current and future needs for athletic fields. ACTIONS

1.11.A Explore opportunities to add rectangle and diamond fields as existing parks are renovated to meet increases in need and demand.

1.11.B Increase field time with the addition of sports field lighting to new facilities and improvements to the lighting at existing facilities where appropriate.
▶ Objective 1.12: Monitor ADA access to parks, trails, river access, and facilities. ACTIONS

1.12.A Continue to work to make programs and services accessible to all people of all abilities. Continued self-evaluation of ADA standards must be a high priority for the Department, especially in terms of access.

1.12.B Look for opportunities to add accessible playgrounds components, as playgrounds are replaced or upgraded.

Short-term Mid-term Long-term Ongoing
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Table 8. Goal 2: Improve and Enhance Programming and Service Delivery GOAL 2: Improve and enhance programming and service
delivery
▶ Objective 2.1: Enhance special event programming. ACTIONS

2.1.A Expand opportunities and enhance existing special event programming based on demand and trends in community demographics.

2.1.B Continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events. ▶ Objective 2.2: Utilize technology to improve customer service and efficiencies. ACTIONS

2.2.A Continue to use a mixed-method approach to communicating with the public about programs, services, and opportunities such as social media, the department website, and mobile marketing.

2.2.B Increase marketing and approach to the community to promote the Leisure Bucks Scholarship Program.
▶ Objective 2.3: Continue to grow programs and services accessible to citizens of all abilities. ACTIONS

2.3.A Continue to evaluate current offerings for people with special needs.

As opportunities arise and facilities become available, consider additional adaptive and accessible programs.

2.3.B Review annually, the number of programs and distribution of programs for the special needs population and look for opportunities to increase and/or more equitably distribute programs and services. ▶ Objective 2.4: Continue to address recreational programming and activity needs of the community.

ACTIONS

2.4.A Continue to look for opportunities to expand indoor recreational programs and activities.

2.4.B Look for opportunities to increase programs for tweens, teens, people with special needs, and seniors.

2.4.C Install outdoor fitness equipment to help meet the community’s demand for fitness and wellness services.

2.4.D Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community.

2.4.E Continue to provide afterschool programming through the partnership with Modesto City Schools.

Short-term Mid-term Long-term Ongoing
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Table 9. Goal 3: Continue to Improve Organizational Efficiencies GOAL 3: Continue to improve organizational efficencies
▶ Objective 3.1.a: Implement structural change for more efficient operations. ACTIONS

3.1.A Shift to a three-division structure as outlined in the Departmental Organizational Assessment Report to foster functional alignment and allocate equitable administrative support for each division.

3.1.B Increase support for internal business services (fund development, human resources, and finance) and park maintenance.

3.1.C Meet fund development objectives by increasing programming staff and expanding cultural services with support positions for collections and programming.

3.1.D Create entry-level recreation “specialist” roles and additional recreation coordinator positions, supporting program growth and professional development opportunities.
▶ Objective 3.2: Develop a strategic direction for the Department.

3.2.A Conduct an internal strategic planning workshop following the adoption of the 2025-2030 Consolidated Plan and Annual Action Plan to define the Department’s role in its implementation.
▶ Objective 3.3: Staff appropriately to meet demand and maintain established quality of service. ACTIONS

3.3.A Increase staffing levels as new facilities, amenities, and services are developed, and existing parks, river access, trails, and facility upgrades are implemented. Increases should occur in direct proportion to increases in workload to maintain current performance standards.

3.3.B Continue to evaluate programming and maintenance priorities based on community demand. Consider strategies to include contracting services, realigning existing staff, and/or gradually increasing staffing to meet expectations.

3.3.C Work to ensure high skill level and up-to-date competencies of current and future staff, update job descriptions, duties, and training curriculums to include advancements in the industry.

3.3.D Continue to assess the advantages and disadvantages of using contractual services for part-time, seasonal, and instructional positions.

Short-term Mid-term Long-term Ongoing
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GOAL 3: Continue to improve organizational efficencies
▶ Objective 3.4: Proactively address homelessness in parks. ACTIONS

3.4.A Implement the Park Maintenance Operations Analysis report’s multifaceted strategies to address and discourage homeless encampments.

3.4.B Work with local outreach groups to help ensure that homeless individuals in the parks are connected to the appropriate resources, such as shelter, food, or healthcare.
▶ Objective 3.5: Maintain and keep current the Department Standard Operation Procedures (SOP) and Policies.

ACTIONS

3.5.A Continue to review and update all departmental policies, procedures, and processes regularly.

3.5.B Engage staff in the Standards of Operations review process.

3.5.C Continue to review the City Code Chapter for parks and recreation every five years and recommend updates as needed.
▶ Objective 3.6: Increase potential partnerships within the community. ACTIONS

3.6.A Build on existing partnerships.

3.6.B Continue to review partnership agreements and work with the School Division and other community partners to increase access to facilities, amenities, programs, and services.

Short-term Mid-term Long-term Ongoing
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Table 10. Goal 4: Reduce Operational Subsidy and Expand Capital Funding GOAL 4: Reduce operational subsidy and expand
capital funding
▶ Objective 4.1: Continue current cost recovery and revenue generation practices. ACTIONS

4.1.A Review current cost recovery philosophy and policy regularly. Update as needed.

4.1.B Implement the strategies identified in the 2023 Fund Development Plan and Implementation Strategy.

4.1.C Conduct a thorough review of current funding sources and identify opportunities to diversify revenue streams.

4.1.D Implement long-term financial planning strategies to help ensure sustainability of parks and recreation services.
▶ Objective 4.2 Explore additional funding through the pursuit of grants. ACTIONS

4.2.A Continue to pursue grant opportunities at the federal, state, regional, and local levels. To be successful and timely, funding should be established in the CIP for “matching fund” requirements for most grants.

4.2.B Look for opportunities to diversify current and future funding based on opportunities identified in the Financial Analysis Report from the Master Plan.

4.2.C Continue to budget Measure H funds for parks, deferred maintenance, and homelessness.
▶ Objective 4.3: Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends

4.3.A Continue to look for opportunities to expand programs, services and amenities while working with the school division, the County, and other service providers within the community, and continue to formalize these agreements in writing.
▶ Objective 4.4: Increase City budget, revenue and staffing dedicated to maintenance and operations.

ACTIONS

4.4.A Develop budget and funding strategies to plan for implementation of the long-term staffing plan outlined in the PRN Operational assessment

4.4.B Create formal succession plans to retain institutional knowledge and promote internal leadership development.

Short-term Mid-term Long-term Ongoing
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6.3 Implementation Guidelines/Strategies
The following is a listing of suggestions for successful implementation of the Parks and Recreation Master Plan Update.

These elements represent the commitment and discipline required to integrate the process into daily operations, now and in the future.
• The Parks and Recreation Master Plan becomes
the roadmap for the Department. When
decisions or responses to the community are
needed, the plan becomes the reference point
for decision-making and whether new issues
or responses to the community are of higher
importance than what has been established as
existing direction.
• The Parks and Recreation Master Plan should
be provided as part of the new employee
orientation program.
• Post the Executive Summary of the plan on
the website and track results on the site. This
will assist in providing the community with
information about the Department’s strategic
direction and its commitment to results. It may
also be helpful to print a color brochure of the
Executive Summary to distribute to interested
partners and community members to provide
a quick snapshot of the plan.
• A staff member or team should have
responsibility of being the project manager
or “champion” of the plan’s implementation
to help ensure success. This champion
is responsible for monitoring the plan’s
progress and works with other staff, County
management, and other departments to
effectively integrate the plan within operations.
• A staff member or team should be assigned
accountability for each recommendation. The
project lead will have responsibility for tracking
progress of the plan.
• The Department should regularly report on
Master Plan progress. Divide the plan into
separate fiscal years and report one year at a
time, as an ongoing annual work plan. Each
action item for the year should include a list
of strategies that support its completion. The
strategies are developed prior to each year
for the upcoming list of action items and are
developed by the staff members involved in
completing the action item. It is the project
leader’s responsibility to report on their action
items in a quarterly report. A suggestion is
to enter each year’s data on a spreadsheet or
strategic planning software that lists the goals,
objectives, action items, start dates, completion
dates, and the name of the staff member
responsible for the action items completion.
• At the end of the year, perform an annual
review of the Parks and Recreation Master Plan
and document any changes to objectives and
action items to reflect changes in priorities. This
process can be included at an annual review
meeting in which successive years’ objectives
and action items are discussed as part of the
annual budget process. Action items will tie
into both the operating and capital budget
process.
• Update major stakeholders on the plan’s
implementation and results on an annual basis.
• Conduct staff meetings on a quarterly or
semi-annual basis to review progress on
implementation of the plan.
• Post a chart of each year’s recommendations
on office walls in administrative areas with a
check-off column designating completion as
part of a visual management program.
• If there are ideas for new strategies that arise
throughout the year, include them on a written
“parking lot” and review them as part of the
annual just-in-time review to determine if they
change or replace any existing strategies or
action items.
• At the five-year mark of the plan, complete
a shortened update, including repeating the
statistically valid survey and demographic
projections. Adjust existing recommendations
as necessary.

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Figure 21. Implementation Guidelines: Strategies for Success Knowledge Base Conquer & Divide Reporting & Formatting Tell the Story Monitor & Revise Review & Renew Plan becomes the
guidepost for department.

Implement knowledge
of plan for new employee
orientation program.

Post the Executive
Summary of the plan on
the County’s Website.

Print a color brochure of
the Executive Summary.

Establish a staff member
or team to serve as project
champions.

Assign member or team
recommendations and
hold accountable.

Divide the plan into
separate fiscal years and
report one year at a time as
an ongoing work plan.

Develop strategies for each
action item.
1 2 3 4
Each member reports on
his/ her action item in a
quarterly report.

Develop a spreadsheet
or uses strategic planning
software listing goals,
objectives, action items,
start dates, completion
dates, and staff member’s
name.

At the end of each year,
perform annual review of
Master Plan and document
changes to objectives and
action items and note
priority changes.

Update major stakeholders
on plans implementations
on an annual basis.
5 6 7 8
Conduct staff meetings on
a quarterly or semi-annual
basis to review progress.

Post a chart of each
years recommendations
on office walls in
administrative areas with a
check-off column.

If new ideas arise
throughout the year
includes them on a written
“parking lot” and review to
see if they add or replace
existing initiatives.

At the 5-year mark of
the plan, complete
a shortened update
including a repeat of
the statistically valid
survey and demographic
projections.

Adjust recommendations
as necessary.
9 10 11 12
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APPENDICES
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APPENDICES
Introduction
Staff/community engagement is a key element in planning and development for local governments, serving as a two-way process between community residents and the local agency. In most cases, it provides a platform for staff and residents to share and voice their opinions in the hopes of informing agency decisions impacting their quality of life.

In most instances, community engagement processes have the capacity to create a shared vision of the City of Modesto’s (City) plans and—when successful—help create an outcome reflecting staff and community values and likely increasing their support.

The City worked closely with the BerryDunn team to hold staff and community focus groups and public workshops. Approximately 99 participants attended the events, including 66 open house participants, 21 stakeholder meeting participants, and 12 focus groups participants.

Community Engagement Goals
• Design an engagement process placing a strong emphasis on engaging hardto-reach community members. • Engage stakeholders who represent multiple demographics and interests. • Provide City staff and leadership with opportunities to participate in the discussion and offer perspectives on City-provided services.

Desired Community Engagement Outcomes
• Help ensure participation represents Modesto’s diverse residents and their varying recreational interests.
• Gather information for the final plan that provides clear guidance and priorities for Modesto staff and residents and captures community input.

Community Engagement Results
The BerryDunn consulting team facilitated community engagement workshops (three sessions), stakeholder meetings (eight sessions), and focus group sessions (six sessions) with a variety of stakeholders representing the community, including individuals from the school district, libraries, and community clubs and groups. The following sections summarize conversations and comments from the March 10 to March 13 engagement period.

Appendix 1Community Engagement Summary
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Strengths
Community stakeholders shared a range of strengths about the City, highlighting various assets and efforts contributing to the community’s quality of life. Stakeholders expressed the following department strengths:
• Providing employment opportunities
• Hosting public and community events
• Dedicated and responsive staff
• Well-maintained, high-quality parks
• Dry Creek Regional Park and Trail are standout
features
• Tuolumne River Regional Park (TRRP) is a key
community asset with potential
• Strong ratio of greenspace citywide
• Natural areas like miniature forests in parks
• Wide variety of amenities and facilities
• Offers aquatics, skatepark, pickleball courts
• Addition of security cameras
Challenges
Community stakeholders expressed a strong desire to see Modesto’s parks, programs, and cultural offerings better maintained, promoted, and connected to all residents. Stakeholders noted the following recurring challenges:
• Lack of awareness of what is offered or how
to partner with the City to offer their own
programs and events
• Deferred maintenance is growing; needs to be
prioritized
• Loss of community partnerships and cherished
events
• What to do with the stadium after losing the
baseball team
• Poor communication and marketing of events
• Not enough ways to gather community
feedback
• Community does not know how to access
information on programs, parks, and amenities
• Available parks are in poor shape
• City lacks a clear identity or culture
• Leadership disconnected from natural park
amenities
• Bike lanes do not connect anywhere specific
• Outdoor amenities not appreciated,
maintained, or developed
• Rapid growth has diminished quality of life
• Restrooms not cleaned; trash not emptied on
weekends
• Golf course infrastructure and irrigation need
updates
• Golf courses under contract but not well
managed
• Need more multilingual signage and
programming
• Need more programs at diverse locations
• Website is not user-friendly
• Unhoused population heavily present in
Graceada Community Park
• Parks are not viewed as family-friendly
• Some programs are full, but participation is
inconsistent
• TRRP lacks parking for walkers
• Conflict between bikers and walkers on trails;
e-bikes and motorbikes are aggressive
• Permitting and rental process is difficult and
needs streamlining
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Underserved Areas and Populations
Community stakeholders in the City highlighted several populations and areas they believe are underserved in terms of resources, services, or representation. Stakeholders mentioned the following specific geographic locations and demographic groups in need of greater attention:

UNDERSERVED AREAS:
• West Modesto
• Airport Neighborhood
• Chrysler Area
• Woodland Area
• Westminster Area
UNDERSERVED POPULATIONS:
• Seniors/Senior communities
• Individuals experiencing homelessness
• People with disabilities
• Young adults
• Limited income families
• Spanish speakers
• Library users
Amenities, Facilities, and Programs
Community stakeholders in Modesto shared valuable input on desired amenities, facilities, and programs, including the following:

AMENITIES AND FACILITIES
• Indoor spaces on park campuses (especially
important during hot months)
• Restrooms (improved, accessible, and familyfriendly) • More parking
• Trees and shade structures
• River access and related amenities
• Community gardens
• Ropes/challenge courses
• Amphitheater
• Roller/ice skating rink
• Splash pads and kiddie pools
• Outdoor climbing facilities
• Functional and updated bathrooms
• Improved lighting (especially for pickleball
courts and general safety)
• Community Centers (particularly for youth in
East and West Modesto)
• Bike lanes, racks, and locking areas
• Canal-to-trail, River-to-trail, and park
connectivity (bike/walking paths)
• More greenery and maintenance along Virginia
Trail
• Playgrounds with functional surfaces and
inclusive features
• Hitting walls for sports practice
• New facilities at Cesar Chavez Park (aquatics,
skate park)
• Pickleball court enhancements at Davis and
Downey parks
• Adaptive equipment for individuals with
various disabilities/needs
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PROGRAMS AND ACTIVITIES
• Vendor-provided river activities (e.g., canoeing)
• Theater and performance events in parks with
more flexibility
• Adaptive programs for individuals with various
disabilities/needs
• Free multigenerational and family
programming
• Senior programming and more daytime
activities for seniors
• School events and opportunities for field trips
to parks and community centers
• Roller skating (indoor/outdoor) as a recreational
option
• Interactive public art installations
• After-school activities in parks
• Supervised trail programs (to reduce reliance
on volunteers)
• Engagement-focused activities for children and
families
• Events or festivals that make better use of
underutilized park spaces
Partners
During community engagement sessions, stakeholders identified a diverse range of potential partners the City should explore to enhance collaboration, funding opportunities, and program development, including:
• Beam Circular
• Boys and Girls Club
• Community Colleges
• County Behavioral Health and Recovery
Services
• El Concilio
• I Love Modesto
• I Run Modesto
• Kaiser Healthcare
• Kiwanis and other service groups
• Local landscape artists and companies
• Master Gardeners Club
• Modesto City Schools (career development
programs; parent and family resource centers)
• Modesto Garden Club
• Modesto Junior College
• Visit Modesto/Visit California
• Nature groups like California Native Plant
Society, Audubon Society, Sierra Club
• Sierra Vista Child and Family Services
• Stanislaus Youth Initiative
• United Soccer League
• West Modesto Community Collaborative
• Youth sports organizations
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Funding
During public engagement, community stakeholders identified a range of potential funding sources and strategies to support park enhancements, maintenance, and programming. Funding sources and strategies expressed by stakeholders:
• Measure H (frequently mentioned as a key
funding source)
• Utilizing youth sports as a tourism and
economic driver
• Parks bonds
• Increasing the occupancy tax
• Local, state, and federal grants
• Support from local community groups
• Continued exploration of cooperative
purchasing tools like Sourcewell
• Partnerships with agricultural organizations
• Private-public partnerships, e.g., with Gallo,
Beard Industrials, Collins Electric
• West Modesto Community Collaborative
• Creative grant solutions, including contracting
services through community-based
organizations (e.g., Tuolumne River Trust)
• City-sponsored events as both funding sources
and volunteer engagement opportunities
Key Issues and Values
Below are some of the key themes stakeholders expressed about key issues and values they have involving the City.

PUBLIC PERCEPTION AND IDENTITY
• Misconceptions about Modesto’s cost of living,
climate, and the unhoused population
• Lack of clarity on what Modesto represents
(unclear City identity and culture)
• Desire to boost pride and visibility for Modesto
through tourism and community events

MAINTENANCE AND CLEANLINESS
• Ongoing issues with trash and upkeep across
the City
• Challenges cleaning up after non-Citysponsored events • Unequal maintenance levels between different
parks
• Bathrooms are outdated, unsafe, and need
secure, family-friendly upgrades

POPULATIONS OF THOSE EXPERIENCING

HOMELESSNESS
• Parks are heavily impacted by the unintentional
environmental impacts of homelessness,
affecting family usage
• Strong desire for designated spaces/services
for unhoused individuals, such as a “one-stop
shop” that provides basic needs
• Need to balance compassion with creating
safe, welcoming park environments for families

ACCESS AND INCLUSIVITY
• Underserved areas like South and West
Modesto (particularly near the airport) lack
greenspace and services
• Need for multilingual and accessible
engagement methods
• More diverse and flexible feedback
opportunities are needed beyond traditional
meetings
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SAFETY AND SECURITY
• Public safety concerns, especially around
restrooms and park usage
• Requests for park rangers with enforcement
powers
• Concerns about enforcement of park rules and
visibility of guidelines

COMMUNITY EVENTS AND PARTICIPATION
• Confusion around permitting process for
community and special events
• Desire for streamlined well-publicized, and
user-friendly permitting
• Encouragement for more resident-led activities
and celebrations

CONNECTIVITY AND INFRASTRUCTURE
• Lack of bicycle and pedestrian infrastructure
and safe connections between parks,
downtown, and key areas (e.g., Amtrak station)
• Canals and trails seen as key opportunities
for improved connectivity, recreation, and
sustainable features (e.g., shaded solar paths)
• Requests for wide pathways and thoughtful
access points

ENVIRONMENTAL SUSTAINABILITY
AND FUTURE PLANNING
• Irrigation challenges downtown due to the
unhoused population and car traffic
• Need for environmentally adaptive, long-term
master planning to 2040 and beyond
• Agriculture should be reflected in park
planning as a cultural and economic pillar

EQUITY AND FAMILY-CENTERED VALUES
• Strong emphasis on making parks welcoming
for families and children
• Calls for equitable service and maintenance
across neighborhoods
• Desire for parks to uplift community identity,
encourage positive use, and bring people
together

FUNDING AND RESOURCES
• Concerns about how maintenance and
improvements will be funded
• Suggestions to explore grants and long-term
financial strategies
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Priorities and Outcomes
Community stakeholders shared a diverse array of priorities and desired outcomes to help shape the future of local parks and recreation, with strong emphasis on safety, equity, accessibility, modernization, and the preservation of community identity.

MAINTENANCE AND MODERNIZATION
• Maintain and renovate existing park facilities
• Establish a realistic development and
maintenance schedule
• Address deferred maintenance and develop
plans for new amenities
• Modernize assets such as event rooms and
public-facing features
• Improve restroom facilities and help ensure
cleanliness
• Trim trees and maintain landscaping to
improve visibility and safety

SAFETY AND CLEANLINESS
• Improve overall park safety and cleanliness
• Increase lighting in parks and along trails
• Expand the park ranger program
• Address issues related to the unhoused while
protecting park assets

EQUITY AND ACCESSIBILITY
• Bring all parks up to a consistent standard of
quality and service
• Work to ensure parks are family-friendly,
accessible, and inclusive

CONNECTIVITY AND TRANSPORTATION
• Improve bike and pedestrian connectivity
between parks and neighborhoods
• Separate bike and walking trails to reduce
congestion
• Address transportation access to parks

COMMUNITY ENGAGEMENT AND IDENTITY
• Create a cohesive parks identity and improve
public awareness
• Use real park imagery in marketing and outreach
• Prioritize community-facing aspects of the
Department
• Encourage community use and ownership of
park facilities

PROGRAMMING AND EVENTS
• Expand programs for youth, seniors, and
multicultural communities
• Provide low-cost spaces for events,
celebrations, and gatherings
• Create hubs and community centers in larger
parks

SUSTAINABILITY AND FUNDING
• Secure funding through grants and
partnerships
• Work to ensure long-term sustainability of park
maintenance and programming
• Avoid investing in short-term fads; focus on
long-term, impactful amenities

PARTNERSHIPS AND EDUCATION
• Strengthen partnerships with schools,
nonprofits, and private sectors
• Promote educational programming and
marketing to instill the value of parks

PERMITTING AND DEVELOPMENT
• Improve the permitting process for park events
and improvements
• Revisit and act on items from previous park plans
• Leverage opportunities like the TRRP area for
new development
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Earth Day 2025
BerryDunn also attended the City’s Earth Day in the Park on April 19, 2025, at Graceada Park. At the Earth Day in the Park event, over 200 attendees shared a wide range of ideas, with frequent calls for more playgrounds, shade, trail connectivity, and expanded recreational offerings like volleyball, pickleball, and paddleboarding. Participants emphasized the need for inclusive amenities, youth and senior programs, improved safety, and the completion of the Awesome Spot playground. In a budgeting exercise, participants were given a budget of $100 to spend among different priorities. The top three priorities from Earth Day included youth and teen programs ($1,470), funding parks ($1,430), and expanding outdoor facilities and courts ($1,090).

MoBand Concert Series 2025
BerryDunn also attended the City’s MoBand Concert Series on June 26, 2025, at Graceada Park At the MoBand Concert, 147 attendees participated in a budgeting activity. Each person was given $10 to put into one of a series of 10 boxes for specific projects. The top priorities from the activity were funding parks $380, Increase outdoor athletic facilities and sport courts $360, Youth and Teen Programs $230.

Conclusion
The community engagement process for the City revealed a deep appreciation for the City’s existing parks and recreation assets while also identifying key areas for growth and improvement. Stakeholders praised the City’s commitment to offering a wide variety of amenities, quality greenspaces, and dedicated staff. Noteworthy strengths include standout locations like Dry Creek Regional Park and the TRRP, the provision of aquatics and recreational facilities, and the addition of security enhancements.

There was a strong sense of community pride in Modesto’s parks paired with a clear recognition of their potential to further enhance quality of life across the City.

However, the feedback also highlighted a range of challenges—particularly regarding deferred maintenance, lack of public awareness, and issues of access and equity. Many parks, especially in underserved neighborhoods, need revitalization, while systemic improvements are needed in communication with the community, the permitting processes, and infrastructure connectivity.

Stakeholders expressed a desire for more inclusive and family-friendly environments, expanded programming for all age groups, and a greater emphasis on sustainability and long-term planning.

Moving forward, the community’s vision centers on creating a well-maintained, safe, and connected park system that reflects Modesto’s identity, fosters engagement, and serves the diverse needs of all residents
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APPENDICES Appendix 2
Needs Assessment Survey
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 1
2025 Modesto Parks and Recreation Needs
Assessment Survey Executive Summary
Overview
ETC Institute administered a community interest and opinion survey for the City of Modesto during the Summer of 2025. The survey was administered as part of the City’s efforts to plan the future for parks and recreation opportunities. The survey and its results will guide the City of Modesto in making improvements to the City’s existing and future parks, trails, and recreational programs to best serve the needs of residents. The survey will also help the City establish priorities for the future improvement of Parks, Recreation programs and services within the community.

Methodology
ETC Institute mailed a survey packet to a random sample of households in Modesto. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at modestoparkssurvey.org.

After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Modesto from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report.

The goal was to collect a minimum of 400 surveys from residents. The goal was exceeded with 477 surveys being collected. The overall results for the sample of 477 surveys have a precision of at least +/-4.5 at the 95% level of confidence.

This report contains the following:
• Charts showing the overallresults of the survey (Section 2) • Priority Investment Rating (PIR) that identifies priorities for facilities, programs, and arts/culture (Section 3)
• Tabular data showing the overall results for all questions on the survey (Section 4) • A copy of the cover letter and survey instrument (Section 5) The major findings of the survey are summarized on the following pages. 68 CITY OF MODESTO
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 2
Major Findings
Visitation of City Parks: Respondents were asked how often they or other members of their household visit City of Modesto parks. Thirty-four percent (34%) reported visiting a few times a week, thirty percent (30%) a few times a month, eighteen percent (18%) a few times a year, and fourteen percent (14%) daily. Four percent (4%) indicated they have never visited City of Modesto parks. Additionally, Fifty-one percent (51%) of respondents indicated they would rent one of the City of Modesto facilities, while Forty-Nine percent (49%) responded “No.”
Barriers to Park, Facility, and Program Usage: Respondents were asked to indicate all the reasons that prevent them and members of their household from using the parks. The top three barriers identified were too many homeless individuals (63%), the need for access to restrooms/drinking fountains (40%), and concerns about lighting/safety/security (37%). Respondents indicated when visiting a park, the top three priorities are clean restrooms/available restrooms (44%), playgrounds (33%) and picnic tables (11%).

Communication Methods: The three most common ways respondents learn about City of Modesto Parks, Recreation and Neighborhoods Department programs and activities are social media (64%), word of mouth (53%), and local media (37%). Respondents were also asked if they prefer to receive the Activity Guide in a digital or printed format. Fifty-nine percent (59%) indicated they prefer a printed version, while forty-one percent (41%) prefer a digital version. Additionally, thirty-one percent (31%) of respondents indicated they would like the Activity Guide to be available in Spanish.

Satisfaction with Services: Respondents were asked to rate their satisfaction with a selected list of parks or facilities. The highest percentage of respondents were satisfied (rating “satisfied” or “very satisfied”) with McHenry Museum (75%), McHenry Mansion (74%), Mary Grogan Soccer Complex (62%), and Johansen High Pool (59%).

Recreation Facilities/AmenitiesNeeds and Priorities
Amenity/Facility Needs: Respondents were asked to identify if their household had a need for 23 facilities/amenities and to rate how well their needs for each were currently being met.

Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities/amenities.

The three amenities/facilities with the highest percentage of households that have an unmet need:
• Multi-use hiking, biking, walking trails– 42,707 households • Shade & trees– 38,660 households
• Outdoor exercise/fitness area– 37,883 households
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 3
The estimated number of households that have unmet needs for each of the 23 facilities/amenities assessed is shown on the chart below.

Q16d. Estimated number of households whose facility and amenity needs are on “partly met" or “not met”
by number of households with need based on an estimated 76,577 households Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads orspray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing artstheater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoortennis courts
Diamond sportsfields
Golf courses
23,768
23,110
22,629
22,617
20,706
20,234
20,224
16,518
12,855
11,889
42,707
38,660
37,883
37,729
37,189
35,143
34,174
33,100
32,135
30,200
30,153
29,176
28,744
0 8,000 16,000 24,000 32,000 40,000 48,000
Not Met Partly Met
Amenities/FacilitiesImportance: In addition to assessing the needs for each amenity/facility, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four amenities/facilities ranked most important to residents:
• Multi-use hiking, biking, walking trails (49%)
• Shade & trees (29%)
• Playgrounds (26%)
• Large community parks (24%)
The percentage of residents who selected each amenity/facility as one of their top four choices is shown in the following page.
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Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on amenities/facilities and (2) how many residents have unmet needs for the amenity/facility. [ Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based on the Priority Investment Rating (PIR), the following amenities/facilities were rated as high priorities for investment:
• Multi-use hiking, biking, walking trails (PIR=200)
• Shade & trees (PIR=150)
• Large community parks (PIR=125)
• Small neighborhood parks (PIR=121)
• Playgrounds (PIR=121)
• Picnic areas & shelters (PIR=120)
• Public water access (PIR=118)
• Outdoor exercise/fitness area (PIR=117)
Q17. Which FOUR items are MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top three choices Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads orspray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing artstheater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
49%
29%
26%
24%
20%
19%
16%
15%
15%
14%
14%
14%
11%
11%
9%
9%
8%
8%
7%
5%
4%
4%
3%
0% 10% 20% 30% 40% 50%
Top choice 2nd choice 3rd choice 4th choice
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Top Priorities for Investment for Facilities/Amenities
Based on Priority Investment Rating
Multi-use hiking, biking, walking trails 200
Shade &trees 150
Large community parks 125
High Priority
(100+)
Open space conservation areas
Off-leash dog park
Environmental/nature education center
Community Center
Swimming pools
Outdoor pickleball courts
Performing artstheater
Indoor basketball/volleyball courts
Rectangular sports fields
Outdoor basketball courts
Skateboarding parks
Outdoor tennis courts
Golf courses
Diamond sports fields
106
96 94
94 86
77 72
Medium Priority
(51-99) 69
60 55
53 47
47 Low Priority (0-50)
44 0 50 100 150 200
• Splash pads or spray parks (PIR=113)
• Open space conservation areas (PIR=106)
The chart below shows the Priority Investment Rating for each of the 23 amenities/facilities assessed on the survey.

Small neighborhood parks 121
Playgrounds 121
Picnic areas &shelters 120
Public water access 118
Outdoor exercise/fitness area 117
Splash pads or spray parks 1 3
Recreation Program/Activity Needs and Priorities
Program Needs: Respondents were asked to identify if their household had a need for 24 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various programs.

The three programs with the highest number of households that have an unmet need:
• Adult fitness & wellness programs – 37,360 households • Park ranger/park enforcement programs – 35,993 households • Community special events – 32,906 households
The estimated number of households that have unmet needs for each of the 24 programs assessed is shown on the following page.
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Program Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four programs ranked most important to residents:
• Adult fitness & wellness programs (31%)
• Community special events (22%)
• Outdoor environmental/nature camps & programs(19%)
• Senior programs (16%)
The percentage of residents who selected each program as one of their top four choices is shown on the following page.

Q18d. Estimated number of households whose Recreation Program and Activity needs are only “partly met" or “not met”
by number of households with need based on an estimated 76,577 households Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps &programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adultsportsleagues
After school programsfor youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swimlessons
Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programsfor people with special needs
Preschool programs/early childhood education
Tennis lessons &leagues
37,360
35,993
32,906
31,651
31,620
30,190
27,316
27,135
26,612
25,195
24,904
24,065
23,593
23,314
22,497
22,492
22,318
21,826
21,479
21,231
20,540
20,205
18,427
16,698
0 10,000 20,000
Not Met
30,000 40,000
Partly Met
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Priorities for Program/Activity Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the program.

Based on the Priority Investment Rating (PIR), the following programs/activities were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR=200)
• Community special events (PIR=160)
• Park ranger/park enforcement programs(PIR=146)
• Outdoor environmental/nature camps & programs(PIR=145) • Aquatic programs (PIR=125)
• Senior programs(PIR=125)
• Cultural enrichment programs(PIR=123)
• Adult visual arts/crafts programs (PIR=118)
• After school programs for youth of all ages (PIR=112) • Adult performing arts programs (PIR=105)
• STEM classes (PIR=103)
Q19. Which FOUR items are MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top Four choices Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
After school programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adultsportsleagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swimlessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours
Youth fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons &leagues
31%
22%
19%
16%
16%
15%
15%
13%
11%
11%
11%
10%
10%
10%
9%
9%
8%
7%
7%
7%
6%
4%
4%
2%
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
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Top Priorities for Investment for Programs/Activities
Based on Priority Investment Rating
High Priority
Medium Priority
(51-99)
The chart below shows the Priority Investment Rating for each of the 24 programs/activities assessed on the survey.

Adult fitness & wellness programs 200
Community special events 160
Park ranger/park enforcement programs 146
Outdoor environmental/nature camps &programs 145
Aquatic programs 125
Afterschool programsfor youth of all ages 112
Adult performing arts programs 105
STEM classes 103
Adult sportsleagues 98
Youth seasonal recreation programs & camps 90
Pickleball lessons & leagues 88
Swim lessons 87
Youth fitness & wellness classes 86
Youth sports programs &camps 8
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Q1. Counting yourself, how many people in your household are... by percentage of persons in household
Ages 10-14
7%
Ages 15-19
7%
Ages 20-24
7%
Ages 5-9
7%
Under age 5
6%
Ages 75+
6%
Ages 65-74
10%
Ages 55-64
13%
Ages 25-34
11%
Ages 45-54
12%
Ages 35-44
15%
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Q2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
by percentage of respondents
Very important
78%
Notimportant
1%
Somewhatimportant
21%
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Q3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services?
by percentage of respondents (without "not sure")
Somewhatfamiliar
63%
ot familiar at all
18%
Very familiar
19%
N
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Q4. Please indicate how satisfied you are with the following parks or facilities listed below
by percentage of respondents (without "haven't visited") McHenry Museum
McHenry Mansion
Mary Grogan Soccer Complex
Johansen High Pool
Beyer High Pool
Modesto Senior Citizens Center
Graceada Park Pool
Davis High Pool
Burris Pool & Sonoma Elementary
King-Kennedy Memorial Center 1%
11%
13%
11%
9%
9%
30%
33%
26%
22%
25%
27%
25%
35%
31%
32%
36%
37%
42%
45%
41%
36%
45%
52%
41%
42%
27%
32%
20%
20%
32%
6%
6%
11%
9%
14%
14%
22%
19%
13%
Maddux Youth Center 5%
Neighborhood Center at Marshall Park 3%
21%
21%
43%
42%
31%
34%
0% 20% 40% 60% 80% 100%
Very Satisfied Satisfied Neutral Disatisfied/Very Dissatisfied 80 CITY OF MODESTO
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Q5. How often do you or other members of your household visit City parks? by percentage of respondents (without "not provided")
A few times a week
34%
A few times a month
30%
Daily
14%
A few times a year
18%
Never
4%
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Q6. Please CHECK ALL of the reasons preventing you or other members of your household from using the parks
by percentage of respondents
Too many homeless
Need accessto restrooms/drinking fountains
Lighting/safety/security
I don't have children/kids are grown
Not enough seating/benches
Unleashed dogs/dog mess
Playground is outdated
None close to me/have to travel by car
Other
0% 10% 20% 30% 40% 50% 60% 70%
63%
40%
37%
30%
23%
21%
19%
9%
12%
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Yes
51%
No
49%
Q7. Have you or would you rent one of our City of Modesto facilities? by percentage of respondents
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Q8. Do you currently golf at one of our two golf courses? by percentage of respondents (without "not provided")
Do not use either
80%
Both Creekside & Dryden
14%
Creekside Golf Course 4% 2% Dryden Golf Course
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Q9. What is your priority when you are visiting a park? by percentage of respondents (without "not provided")
Playgrounds
33%
Picnic tables
11%
Clean restrooms/available
restrooms
44%
Ball fields
8%
Drinking fountains
4%
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Q10. Please CHECK ALL of the following improvements that you feel would improve Modesto parks and facilities
by percentage of respondents
Maintenance of parks & facilities
Safety & security in parks
Walking & biking trails
Public water access
Expanding programs & classes for all ages
Aquatics program
Signage/wayfinding on trails & parks
Availability of indoor recreation space
Affordability of programs & services
Universally accessibility
Heritage, historical, cultural preservation
Special events
Teen programs
Rental/meeting space
Golf courses
Sports tourism
Customer service
Other
None of the above
0% 20% 40% 60% 80%
78%
75%
69%
37 35%
30%
28%
27%
27%
26%
26%
24%
13%
12%
11%
10%
2%
8%
20%
%
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
by percentage of respondents who selected the items as one of their top five choices Safety & security in parks
Maintenance of parks & facilities
Walking & biking trails
Universally accessibility
Expanding programs & classes for all ages
Public water access
Aquatics program
Affordability of programs & services
Teen programs
Availability of indoor recreation space
Heritage, historical, cultural preservation
Special events
Signage/wayfinding on trails & parks
Golf courses
Customer service
Sports tourism
Rental/meeting space
0% 15% 30% 45% 60% 75%
Top choice 2nd choice 3rd choice 4th Choice 5th Choice
74%
73%
63%
27%
24%
21%
19%
16%
14%
13%
13%
12%
10%
8%
7%
7%
5%
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Q12. From the following list, please CHECK ALL of the organizations that you or members of your household have used for recreation and sports activities during the last 12 months. by percentage of respondents (excluding "not provided") City of Modesto
Public schools
Places of worship
Private clubs
Private & non-profit youth sports
Neighboring cities
Private summer camps
Private schools/charter schools
Boys & Girls Club
First Tee
Other
0% 10% 20% 30% 40% 50%
50%
34%
29%
25%
24%
20%
11%
8%
6%
5%
6%
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Q13. From the following list, please CHECK ALL of the ways you learn about Modesto Parks, Recreation and Neighborhood programs.
by percentage of respondents
Social media
Word of mouth
Local media
Website
Seasonal activity guide
At recreation facilities/programs
Email
Other
None of these
0% 20% 40% 60%
64%
53%
37%
32%
27%
18%
5%
3%
7%
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No, I am no
79%
am aware
18%
Q14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents?
by percentage of respondents (without "not provided")
t aware
Yes, I
Yes, I've used it
2%
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Q15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events?
by percentage of respondents (without "not provided")
Yes
39%
No
61%
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Q15a. Do you prefer to receive the Activity Guide in a digital or printed format? by percentage of respondents (without "not provided")
Digital
41%
Print
59%
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Q15b. Would you like to have the Activity Guide available in Spanish? by percentage of respondents (without "not provided")
Yes
31%
No
69%
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Q16. Need for Facilities and Amenities
by percentage of respondents who indicated need
Shade & trees
Multi-use hiking, biking, walking trails
Large community parks
Small neighborhood parks
Picnic areas & shelters
Playgrounds
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Swimming pools
Open space conservation areas
Performing arts theater
Community Center
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Outdoor tennis courts
Outdoor basketball courts
Rectangular sports fields
Skateboarding parks
Indoor basketball/volleyball courts
Diamond sports fields
Golf courses
0% 20% 40% 60% 80% 100%
88%
87%
81%
81%
74%
69%
64%
63%
62%
57%
57%
54%
50%
48%
47%
47%
46%
45%
44%
39%
38%
36%
30%
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Q16b. Estimated number of households who have a need for facilities & amenities by number of households based on an estimated 76,577 households Shade & trees
Multi-use hiking, biking, walking trails
Large community parks
Small neighborhood parks
Picnic areas & shelters
Playgrounds
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Swimming pools
Open space conservation areas
Performing arts theater
Community Center
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Outdoor tennis courts
Outdoor basketball courts
Rectangular sports fields
Skateboarding parks
Indoor basketball/volleyball courts
Diamond sports fields
Golf courses
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
67,235
66,316
61,798
61,798
56,820
53,144
48,933
48,014
47,171
43,955
43,496
41,122
38,212
36,757
36,297
35,608
34,996
34,689
34,000
29,712
28,716
27,644
22,820
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Q16c. Please indicate how well your needs are met for facilities/amenities by percentage of respondents (excluding "no need")
Diamond sports fields
Outdoor tennis courts
Large community parks
Golf courses
Performing arts theater
Playgrounds
Small neighborhood parks
Shade & trees
Outdoor basketball courts
Rectangular sports fields
Community Center
Multi-use hiking, biking, walking trails
Outdoor pickleball courts
Picnic areas & shelters
Skateboarding parks
Swimming pools
Splash pads or spray parks
Open space conservation areas
Public water access
Off-leash dog park
Indoor basketball/volleyball courts
Outdoor exercise/fitness area
Environmental/nature education center
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
17%
20%
37%
33%
30%
34%
16%
13%
9% 39%
17%
14%
12%
31%
31%
33%
34%
32%
32%
36%
18%
20%
23%
19%
12%
9%
10%
11%
9%
7%
14%
33%
33%
32%
28%
29%
29%
21%
36%
37%
35%
40%
19%
20%
24%
21%
29% 33%
41%
37%
24%
28%
7%
12%
27%
20%
44%
39%
23%
29%
8%
9%
23%
17%
37%
37%
32%
37%
7%
6%
17%
18%
41%
37%
35%
39%
8%
6%
14%
15%
30%
27%
49%
51%
4%
7%
17%
10%
33%
36%
46%
47%
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Q16d. Estimated number of households whose facility and amenity needs are only “partly met" or “not met”
by number of households with need based on an estimated 76,577 households Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads or spray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing artstheater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoor tennis courts
Diamond sports fields
Golf courses
0 8,000 16,000 24,000 32,000 40,000 48,000
Not Met Partly Met
42,707
38,660
37,883
37,729
37,189
35,143
34,174
33,100
32,135
30,200
30,153
29,176
28,744
23,768
23,110
22,629
22,617
20,706
20,234
20,224
16,518
12,855
11,889
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Q17. Which FOUR items are MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top three choices Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads or spray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing artstheater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
0% 10% 20% 30% 40% 50%
Top choice 2nd choice 3rd choice 4th choice
29%
26%
24%
20%
19%
16%
15%
15%
14%
14%
14%
11%
11%
9%
9%
8%
8%
7%
5%
4%
4%
3%
49%
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Q18.Need for Recreation Programs and Activities
by percentage of respondents who indicated need
Community special events
Adult fitness & wellness programs
Park ranger/park enforcement programs
Aquatic programs
Cultural enrichment programs
Adult performing arts programs
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Senior programs
Swim lessons
Adult sports leagues
STEM classes
After school programs for youth of all ages
Youth sports programs & camps
Youth seasonal recreation programs & camps
Youth fitness & wellness classes
Pickleball lessons & leagues
Youth performing arts programs
Youth visual arts/crafts programs
Preschool programs/early childhood education
Programs for people with special needs
Group travel tours
Teen/tween programs
Tennis lessons & leagues
0% 20% 40% 60%
39%
8%
37%
36%
28%
31%
33%
33%
33%
34%
35%
3 42%
41%
45%
44%
46%
47%
47%
48%
51%
51%
58%
62%
63%
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Q18b. Estimated number of households who have a need for recreation programs and activities
by number of households based on an estimated 76,577 households Special events
Adult fitness and wellness programs
16,485
15,744
Nature programs/environmental education
Waterfitness programs
Water-based recreation programs
Youth athletic programs and leagues
Youth learn to swim programs
Programsforseniors
Adult organized athletic programs and leagues
Science/technology programs
Dog park programs
Youth fitness and wellness programs
School break camps
Adult art/dance/performing arts
Pickleball lessons, leagues, and/or tournaments
Youth art/dance/performing arts
Afterschool programs
Preschool programs
Programs for teens
Special athletic events
Programs for people with disabilities
Before school programs
Adult learn to swim programs
Tennis lessons and leagues
10,713
10,017
9,680
9,523
9,231
9,141
9,029
8,579
8,490
8,198
8,153
8,085
7,052
6,850
6,850
6,715
6,176
6,064
5,929
5,076
4,986
14,509
0 3,000 6,000 9,000 12,000 15,000 18,000
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Q18c.Please indicate how well your needs are met
for recreation programs and activities
by percentage of respondents (excluding "no need")
Swim lessons
Community special events
Aquatic programs
Adult sports leagues
Adult performing arts programs
Preschool programs/early childhood education
After school programs for youth of all ages
Youth sports programs & camps
Youth performing arts programs
Cultural enrichment programs
Pickleball lessons & leagues
Senior programs
Tennis lessons & leagues
STEM classes
Adult fitness & wellness programs
Youth seasonal recreation programs & camps
Programs for people with special needs
Park ranger/park enforcement programs
Youth visual arts/crafts programs
Adult visual arts/crafts programs
Group travel tours
Outdoor environmental/nature camps & programs
Youth fitness & wellness classes
Teen/tween programs
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
12%
8%
9%
5%
10%
11%
11%
8%
10%
6%
6%
8%
8%
7%
7%
5%
10%
4%
7%
23%
24%
21%
24%
17%
16%
14%
16%
14%
18%
17%
15%
15%
15%
14%
15%
10%
15%
7%
32%
40%
33%
35%
34%
35%
39%
37%
36%
34%
35%
38%
43%
5% 8%
6% 7%
6% 5%
4% 7%
4% 6%
29%
28%
39%
30%
30%
39%
33%
27%
24%
37%
39%
33%
28%
37%
36%
38%
37%
36%
38%
41%
42%
42%
39%
35%
50%
51%
41%
50%
51%
47%
54%
61%
65%
52%
51%
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Q18d. Estimated number of households whose recreation program and activity needs are only “partly met" or “not met”
by number of households with need based on an estimated 76,577 households Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adultsportsleagues
After school programs for youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swim lessons
Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programs for people with special needs
Preschool programs/early childhood education
Tennis lessons & leagues
0 10,000 20,000 30,000 40,000
Not Met Partly Met
35,993
32,906
31,651
30,190
27,316
27,135
26,612
25,195
24,904
24,065
23,593
23,314
22,497
22,492
22,318
21,826
21,479
21,231
20,205
18,427
16,698
20,540
31,620
37,360
102 CITY OF MODESTO
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Q19. Which FOUR items are MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top Four choices Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
Afterschool programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adult sportsleagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swim lessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours
Youth fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
22%
19%
16%
16%
15%
15%
13%
11%
11%
11%
10%
10%
10%
9%
9%
8%
7%
7%
7%
6%
4%
4%
2%
31%
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Q20. What do you believe should be the top priority for preserving and promoting local history and culture in our community?
by percentage of respondents (excluding "not provided") Restoring & maintaining historical sites & landmarks
Expanding multicultural & heritage celebrations
Offering history focused educational programs & tours
Increase funding for preservation efforts
Creating digital archives & Online access to local
history
Enhancing signage & interpretive displays at historical locations
Improving accessibility & language options for historical resources
Other
None of these
0% 10% 20% 30% 40%
42%
13%
8%
7%
7%
4%
1%
2%
16%
104 CITY OF MODESTO
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Q21. If adjustments to fees were made which of the following best describes the potential impact, if any, that fee increases would have on your current level of participation? by percentage of respondents
Moderate fee increases would not limit
my/our ability to participate at all
Moderate fee increases would limit my/our
ability to participate sometimes
Moderate fee increases would limit my/
our ability to participate sometimes
Do not know/uncertain
Other
Not provided
0% 10% 20% 30%
33%
23%
16%
21%
1%
7%
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Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
by percentage of respondents who selected the items as one of their top three choices Improve and/renovate & maintain facilities
Add new walking & biking trails
Expand programs & activities
Add new aquatic facilities
Adding lights to existing athletic fields
Add new specialty parks
Add outdoor athletic fields or courts
None of these
0% 15% 30% 45% 60%
Top choice 2nd choice 3rd choice
64%
59%
39%
33%
23%
21%
16%
4%
106 CITY OF MODESTO
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Q24. If you had an additional $100, how would you allocate the funds among the categories listed below?
by percentage of respondents
Invest in repairs & updates to existing
recreation facilities
$31.33
Add additional programming/classes
$10.27
AAdd new recreation
amenitiesthroughout the City
$13.55
Purchase additional land for future
parks & recreation facility needs
$15.95
Implement improvements to existing amenities
at parks & recreation facilities $28.9
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20% 19%
Q25. What is your age?
by percentage of respondents (without "not provided")
18-34 65+
35-44
20%
55-64
20%
45-54
21%
108 CITY OF MODESTO
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Q26. Approximately how many years have you lived in Modesto? by percentage of respondents (without "not provided")
21-30 years
20%
31+ years
54%
11-20 years
12%
0-5 years
8%
6-10 years
6%
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Q27. Your gender identity
by percentage of respondents (without "not provided")
Male
50%
Female
51%
110 CITY OF MODESTO
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Q28. Please CHECK ALL of the following that BEST describe your race/ethnicity. by percentage of respondents who indicated need
Hispanic or Latino
White Non-Hispanic
Asian or Asian Indian
Black or African American
Native Hawaiian or other Pacific Islander
American Indian or Alaska Native
Other
0% 10% 20% 30% 40% 50%
54%
31%
7%
3%
1%
1%
3%
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3 Priority
Investment Rating
112 CITY OF MODESTO
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0.0 20.0 40.0 60.0 80.0 100.0
ETC Institute (2025) 44
Unmet Needs Rating for Facilities/Amenities
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads or spray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing artstheater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoor tennis courts
Diamond sports fields
Golf courses
100.0

90.5 88.7

88.3 87.1

82.3 80.0

77.5 75.2

70.7 70.6

68.3 67.3

55.7 54.1

53.0 53.0

48.5 47.4

47.4 38.7

30.1 27.8
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 113
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0.0 20.0 40.0 60.0 80.0 100.0
ETC Institute (2025) 45
Importance Rating for Facilities/Amenitites
the rating for the item rated as the most important=100 Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads or spray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing arts theater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
100.0

59.3 52.6

49.9 41.5

38.2 31.8

31.4 31.0

29.0 28.7

28.7 23.2

23.2 18.9

18.9 16.0

15.6 14.2

11.1 8.4

7.2 5.5
114 CITY OF MODESTO
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200
150
125
121
121
120
118
117
113
106
High Priority
(100+)
96 Medium Priority
(51-99)
Low Priority (0-50)
44 Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating
Multi-use hiking, biking, walking trails
Shade & trees
Large community parks
Small neighborhood parks
Playgrounds
Picnic areas & shelters
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Open space conservation areas
Off-leash dog park
Environmental/nature education center 94
Community Center 94
Swimming pools 86
Outdoor pickleball courts 77
Performing artstheater 72
Indoor basketball/volleyball courts 69
Rectangularsports fields 60
Outdoor basketball courts 55
Skateboarding parks 53
Outdoor tennis courts 47
Golf courses 47
Diamond sportsfields
0 50 100 150 200
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Unmet Needs Rating for Programs/Activities
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adult sportsleagues
After school programs for youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swim lessons
Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programs for people with special needs
Preschool programs/early childhood education
Tennis lessons & leagues

0.0 20.0 40.0 60.0 80.0 100.0
100.0

96.3 88.1

84.7 84.6

80.8 73.1

72.6 71.2

67.4 66.7

64.4 63.2

62.4 60.2

60.2 59.7

58.4 57.5

56.8 55.0

54.1 49.3

44.7 116 CITY OF MODESTO
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Importance Rating for Programs/Activities
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
Afterschool programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adult sportsleagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swim lessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours
Youth fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues

0.0 20.0 40.0 60.0 80.0 100.0
100.0

71.9 60.6

52.6 52.3

49.4 48.7

42.6 35.8

33.9 33.9

33.2 31.3

31.0 27.7

27.7 25.2

23.9 22.9

21.0 19.4

13.2 11.9

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125
123
118
112
105
103
98 High Priority
(100+)
90 88
87 86
83 81
81 79
79 Medium Priority
(51-99)
73 67
50 Low Priority (0-50)
Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
Adult fitness & wellness programs 200
Community special events 160
Park ranger/park enforcement programs 146
Outdoor environmental/nature camps & programs 145
Aquatic programs 125
Senior programs
Cultural enrichment programs
Adult visual arts/crafts programs
Afterschool programs for youth of all ages
Adult performing arts programs
STEM classes
Adult sports leagues
Youth seasonal recreation programs & camps
Pickleball lessons & leagues
Swim lessons
Youth fitness & wellness classes
Youth sports programs & camps
Teen/tween programs
Preschool programs/early childhood education
Group travel tours
Programs for people with special needs
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
0 50 100 150 200
118 CITY OF MODESTO
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4 Tabular Data
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Q1. Including yourself, how many people in your household are...

Mean Sum
number 3.13 1493
Under age 5 0.19 93
Ages 5-9 0.21 99
Ages 10-14 0.22 105
Ages 15-19 0.22 107
Ages 20-24 0.21 100
Ages 25-34 0.34 164
Ages 35-44 0.46 219
Ages 45-54 0.39 185
Ages 55-64 0.40 193
Ages 65-74 0.30 144
Ages 75+ 0.18 84
Q2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
Q2. How important to your household is the
availability of local parks, recreation, & trails in City Number Percent Very important 370 77.6 %
Somewhat important 99 20.8 %
Not important 6 1.3 %
Not sure 2 0.4 %
Total 477 100.0 %

WITHOUT NOT SURE
Q2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto? (without "not sure")
Q2. How important to your household is the
availability of local parks, recreation, & trails in City Number Percent Very important 370 77.9 %
Somewhat important 99 20.8 %
Not important 6 1.3 %
Total 475 100.0 %
120 CITY OF MODESTO
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Q3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services?
Q3. How knowledgeable are you with City parks,
recreation & neighborhood facilities, programs &
services Number Percent
Very familiar 88 18.4 %
Somewhat familiar 289 60.6 %
Not familiar at all 83 17.4 %
Not sure 17 3.6 %
Total 477 100.0 %

WITHOUT NOT SURE
Q3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services? (without "not sure")
Q3. How knowledgeable are you with City parks,
recreation & neighborhood facilities, programs &
services Number Percent
Very familiar 88 19.1 %
Somewhat familiar 289 62.8 %
Not familiar at all 83 18.0 %
Total 460 100.0 %
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Q4. Please indicate how satisfied you are with the following parks or facilities listed below. (N=477)
Very
Very
satisfied Satisfied Neutral
Dissatisf- ieddissatisfi- edHaven't
visited
Q4-1. Neighborhood Center at Marshall Park 0.6% 4.8% 9.4% 3.4% 4.4% 77.4% Q4-2. King-Kennedy Memorial Center 0.2% 7.1% 11.7% 5.0% 4.0% 71.9% Q4-3. Modesto Senior Citizens Center 4.6% 11.1% 14.9% 2.5% 2.5% 64.4% Q4-4. Maddux Youth Center 1.0% 4.4% 9.0% 2.5% 4.0% 79.0% Q4-5. Graceada Park Pool 5.7% 16.8% 18.9% 8.0% 3.6% 47.2% Q4-6. Beyer High Pool 4.0% 12.8% 15.1% 2.5% 2.5% 63.1%
Q4-7. Davis High Pool 2.9% 8.8% 14.7% 4.4% 1.9% 67.3%
Q4-8. Johansen High Pool 7.8% 13.4% 11.5% 1.5% 1.9% 63.9% Q4-9. Burris Pool & Sonoma Elementary 2.5% 6.7% 14.0% 2.1% 1.5% 73.2% Q4-10. Mary Grogan Soccer Complex 12.4% 17.6% 13.2% 2.3% 2.9% 51.6% Q4-11. McHenry Museum 18.9% 28.1% 12.6% 1.7% 1.9% 36.9% Q4-12. McHenry Mansion 21.8% 27.0% 13.2% 1.7% 1.9% 34.4% 122 CITY OF MODESTO
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ONLY HOUSEHOLDS THAT HAVE VISITED PARKS/FACILITIES
Q4. Please indicate how satisfied you are with the following parks or facilities listed below. (without "haven't visited")
(N=477)
Very Very
satisfied Satisfied Neutral Dissatisfied dissatisfied
Q4-1. Neighborhood Center at Marshall Park 2.8% 21.3% 41.7% 14.8% 19.4% Q4-2. King-Kennedy Memorial Center 0.7% 25.4% 41.8% 17.9% 14.2% Q4-3. Modesto Senior Citizens Center 12.9% 31.2% 41.8% 7.1% 7.1% Q4-4. Maddux Youth Center 5.0% 21.0% 43.0% 12.0% 19.0%
Q4-5. Graceada Park Pool 10.7% 31.7% 35.7% 15.1% 6.7%
Q4-6. Beyer High Pool 10.8% 34.7% 40.9% 6.8% 6.8%
Q4-7. Davis High Pool 9.0% 26.9% 44.9% 13.5% 5.8%
Q4-8. Johansen High Pool 21.5% 37.2% 32.0% 4.1% 5.2%
Q4-9. Burris Pool & Sonoma Elementary 9.4% 25.0% 52.3% 7.8% 5.5% Q4-10. Mary Grogan Soccer Complex 25.5% 36.4% 27.3% 4.8% 6.1% Q4-11. McHenry Museum 29.9% 44.5% 19.9% 2.7% 3.0%
Q4-12. McHenry Mansion 33.2% 41.2% 20.1% 2.6% 2.9%
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Q5. How often do you or other members of your household visit City parks? Q5. How often do your household members visit
City parks Number Percent
Daily 67 14.0 %
A few times a week 160 33.5 %
A few times a month 143 30.0 %
A few times a year 85 17.8 %
Never 18 3.8 %
Not provided 4 0.8 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q5. How often do you or other members of your household visit City parks? (without "not provided") Q5. How often do your household members visit
City parks Number Percent
Daily 67 14.2 %
A few times a week 160 33.8 %
A few times a month 143 30.2 %
A few times a year 85 18.0 %
Never 18 3.8 %
Total 473 100.0 %
Q6. Please CHECK ALL of the reasons preventing you or other members of your household from using the parks (or, if you currently use them, what prevents you from using them more often).

Q6. All the reasons that prevent your household
members from using parks Number Percent
I don't have children/kids are grown 142 29.8 %
Playground is outdated 92 19.3 %
Too many homeless 302 63.3 %
Need access to restrooms/drinking fountains 191 40.0 %
None close to me/have to travel by car 45 9.4 %
Not enough seating/benches 109 22.9 %
Lighting/safety/security 174 36.5 %
Unleashed dogs/dog mess 102 21.4 %
Other 59 12.4 %
Total 1216
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Q7. Have you or would you rent one of our City of Modesto facilities? For example, Modesto Centre Plaza (special events/concerts/convention center), McHenry Mansion (wedding venue), Mancini Bowl (performing art amphitheater), or the Boy Scout Clubhouse (community hall)? Q7. Have you or would you rent one of our City
facilities Number Percent
Yes 227 47.6 %
No 221 46.3 %
Not provided 29 6.1 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q7. Have you or would you rent one of our City of Modesto facilities? For example, Modesto Centre Plaza (special events/concerts/convention center), McHenry Mansion (wedding venue), Mancini Bowl (performing art amphitheater), or the Boy Scout Clubhouse (community hall)? (without "not provided") Q7. Have you or would you rent one of our City
facilities Number Percent
Yes 227 50.7 %
No 221 49.3 %
Total 448 100.0 %
Q8. Do you currently golf at one of our two golf courses? Q8. Do you currently golf at one of our two golf
courses Number Percent
Creekside Golf Course 17 3.6 %
Dryden Golf Course 10 2.1 %
Both Creekside & Dryden 63 13.2 %
Do not use either 368 77.1 %
Not provided 19 4.0 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q8. Do you currently golf at one of our two golf courses? (without "not provided") Q8. Do you currently golf at one of our two golf
courses Number Percent
Creekside Golf Course 17 3.7 %
Dryden Golf Course 10 2.2 %
Both Creekside & Dryden 63 13.8 %
Do not use either 368 80.3 %
Total 458 100.0 %
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Q9. What is your priority when you are visiting a park? Q9. Your priority when you are visiting a park Number Percent Ball fields 33 6.9 %
Clean restrooms/available restrooms 193 40.5 %
Drinking fountains 18 3.8 %
Picnic tables 48 10.1 %
Playgrounds 144 30.2 %
Not provided 41 8.6 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q9. What is your priority when you are visiting a park? (without "not provided") Q9. Your priority when you are visiting a park Number Percent Ball fields 33 7.6 %
Clean restrooms/available restrooms 193 44.3 %
Drinking fountains 18 4.1 %
Picnic tables 48 11.0 %
Playgrounds 144 33.0 %
Total 436 100.0 %
Q10. Please CHECK ALL of the following improvements that you feel would improve Modesto parks and facilities.

Q10. All improvements that would improve
Modesto parks & facilities Number Percent
Universally accessibility 123 25.8 %
Aquatics program 141 29.6 %
Walking & biking trails 330 69.2 %
Safety & security in parks 359 75.3 %
Maintenance of parks & facilities 371 77.8 %
Heritage, historical cultural preservation 122 25.6 %
Availability of indoor recreation space 129 27.0 %
Teen programs 97 20.3 %
Customerservice 38 8.0 %
Special events 112 23.5 %
Expanding programs & classes for all ages 165 34.6 %
Sports tourism 52 10.9 %
Public water access 174 36.5 %
Affordability of programs & services 127 26.6 %
Signage/wayfinding on trails & parks 131 27.5 %
Golf courses 58 12.2 %
Rental/meeting space 62 13.0 %
Other 46 9.6 %
None of the above 8 1.7 %
Total 2645
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. Top choice Number Percent
Universally accessibility 29 6.1 %
Aquatics program 15 3.1 %
Walking & biking trails 76 15.9 %
Safety & security in parks 187 39.2 %
Maintenance of parks & facilities 81 17.0 %
Heritage, historical cultural preservation 3 0.6 %
Availability of indoor recreation space 6 1.3 %
Teen programs 7 1.5 %
Special events 4 0.8 %
Expanding programs & classes for all ages 9 1.9 %
Sports tourism 4 0.8 %
Public water access 3 0.6 %
Affordability of programs & services 3 0.6 %
Signage/wayfinding on trails & parks 4 0.8 %
Golf courses 12 2.5 %
None chosen 34 7.1 %
Total 477 100.0 %
Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 2nd choice Number Percent
Universally accessibility 25 5.2 %
Aquatics program 12 2.5 %
Walking & biking trails 75 15.7 %
Safety & security in parks 93 19.5 %
Maintenance of parks & facilities 135 28.3 %
Heritage, historical cultural preservation 11 2.3 %
Availability of indoor recreation space 7 1.5 %
Teen programs 12 2.5 %
Customerservice 3 0.6 %
Special events 7 1.5 %
Expanding programs & classes for all ages 13 2.7 %
Sports tourism 2 0.4 %
Public water access 10 2.1 %
Affordability of programs & services 7 1.5 %
Signage/wayfinding on trails & parks 7 1.5 %
Golf courses 6 1.3 %
Rental/meeting space 4 0.8 %
None chosen 48 10.1 %
Total 477 100.0 %
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 3rd choice Number Percent
Universally accessibility 28 5.9 %
Aquatics program 14 2.9 %
Walking & biking trails 88 18.4 %
Safety & security in parks 35 7.3 %
Maintenance of parks & facilities 90 18.9 %
Heritage, historical cultural preservation 14 2.9 %
Availability of indoor recreation space 12 2.5 %
Teen programs 14 2.9 %
Customerservice 6 1.3 %
Special events 12 2.5 %
Expanding programs & classes for all ages 29 6.1 %
Sports tourism 2 0.4 %
Public water access 25 5.2 %
Affordability of programs & services 23 4.8 %
Signage/wayfinding on trails & parks 4 0.8 %
Golf courses 10 2.1 %
Rental/meeting space 3 0.6 %
None chosen 68 14.3 %
Total 477 100.0 %
Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 4th choice Number Percent
Universally accessibility 26 5.5 %
Aquatics program 23 4.8 %
Walking & biking trails 42 8.8 %
Safety & security in parks 21 4.4 %
Maintenance of parks & facilities 36 7.5 %
Heritage, historical cultural preservation 22 4.6 %
Availability of indoor recreation space 15 3.1 %
Teen programs 22 4.6 %
Customerservice 7 1.5 %
Special events 16 3.4 %
Expanding programs & classes for all ages 34 7.1 %
Sports tourism 11 2.3 %
Public water access 37 7.8 %
Affordability of programs & services 23 4.8 %
Signage/wayfinding on trails & parks 15 3.1 %
Golf courses 4 0.8 %
Rental/meeting space 6 1.3 %
None chosen 117 24.5 %
Total 477 100.0 %
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 5th choice Number Percent
Universally accessibility 19 4.0 %
Aquatics program 27 5.7 %
Walking & biking trails 20 4.2 %
Safety & security in parks 17 3.6 %
Maintenance of parks & facilities 6 1.3 %
Heritage, historical cultural preservation 13 2.7 %
Availability of indoor recreation space 23 4.8 %
Teen programs 10 2.1 %
Customerservice 17 3.6 %
Special events 16 3.4 %
Expanding programs & classes for all ages 27 5.7 %
Sports tourism 14 2.9 %
Public water access 23 4.8 %
Affordability of programs & services 22 4.6 %
Signage/wayfinding on trails & parks 18 3.8 %
Golf courses 4 0.8 %
Rental/meeting space 10 2.1 %
None chosen 191 40.0 %
Total 477 100.0 %
SUM OF TOP 5 CHOICES
Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto? (top 5)
Q11. Sum of Top 5 Choices Number Percent
Universally accessibility 127 26.6 %
Aquatics program 91 19.1 %
Walking & biking trails 301 63.1 %
Safety & security in parks 353 74.0 %
Maintenance of parks & facilities 348 73.0 %
Heritage, historical cultural preservation 63 13.2 %
Availability of indoor recreation space 63 13.2 %
Teen programs 65 13.6 %
Customerservice 33 6.9 %
Special events 55 11.5 %
Expanding programs & classes for all ages 112 23.5 %
Sports tourism 33 6.9 %
Public water access 98 20.5 %
Affordability of programs & services 78 16.4 %
Signage/wayfinding on trails & parks 48 10.1 %
Golf courses 36 7.5 %
Rental/meeting space 23 4.8 %
None chosen 34 7.1 %
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Total 1961
Q12. From the following list, please CHECK ALL of the organizations that you or members of your household have used for recreation and sports activities during the last 12 months.

Q12. All the organizations your household
members have used for recreation & sports
activities during last 12 months Number Percent
Boys & Girls Club 26 5.5 %
City of Modesto 238 49.9 %
First Tee 24 5.0 %
Neighboring cities 95 19.9 %
Places of worship (e.g., synagogues, churches) 139 29.1 % Private & non-profit youth sports 115 24.1 %
Private clubs (tennis, health, swim, fitness) 121 25.4 % Private schools/charterschools 36 7.5 %
Private summer camps 53 11.1 %
Public schools 163 34.2 %
Other 27 5.7 %
Total 1037
Q13. From the following list, please CHECK ALL of the ways you learn about Modesto Parks, Recreation and Neighborhood programs.

Q13. All the ways you learn about Modesto parks,
recreation & neighborhood programs Number Percent
Local media 176 36.9 %
Social media (Facebook & Instagram) 304 63.7 %
At recreation facilities/programs 86 18.0 %
Website 153 32.1 %
Seasonal activity guide 130 27.3 %
Word of mouth 252 52.8 %
Email 25 5.2 %
Other 14 2.9 %
None of these 32 6.7 %
Total 1172
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Q13-8. Other:

Q13-8. Other Number Percent
Physically visiting/seeing the park 1 7.1 %
KING KENNEDY CENTER 1 7.1 %
Modesto View 1 7.1 %
The survey you sent me 1 7.1 %
RIDE BY TO SEE WHAT ITS LIKE 1 7.1 %
Signs on city posts 1 7.1 %
Google 1 7.1 %
Mail 1 7.1 %
This survey 1 7.1 %
Grandchildren 1 7.1 %
The View 1 7.1 %
Simply search parks in Modesto 1 7.1 %
I live 300 yards from a park 1 7.1 %
RADIO-MT VIEW PAPER 1 7.1 %
Total 14 100.0 %
Q14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents? Q14. Are you aware of our Leisure Bucks
Scholarship Program available to qualifying
Modesto residents Number Percent
Yes, I am aware 86 18.0 %
Yes, I've used it 11 2.3 %
No, I am not aware 370 77.6 %
Not provided 10 2.1 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents? (without "not provided")
Q14. Are you aware of our Leisure Bucks
Scholarship Program available to qualifying
Modesto residents Number Percent
Yes, I am aware 86 18.4 %
Yes, I've used it 11 2.4 %
No, I am not aware 370 79.2 %
Total 467 100.0 %
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Q15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events?
Q15. Are you familiar with seasonal Activity
Guide highlighting all recreation programs,
activities, & events Number Percent
Yes 182 38.2 %
No 286 60.0 %
Not provided 9 1.9 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events? (without "not provided")
Q15. Are you familiar with seasonal Activity
Guide highlighting all recreation programs,
activities, & events Number Percent
Yes 182 38.9 %
No 286 61.1 %
Total 468 100.0 %
Q15a. Do you prefer to receive the Activity Guide in a digital or printed format? Q15a. Do you prefer to receive Activity Guide in
a digital or printed format Number Percent
Digital 70 38.5 %
Print 102 56.0 %
Not provided 10 5.5 %
Total 182 100.0 %

WITHOUT NOT PROVIDED
Q15a. Do you prefer to receive the Activity Guide in a digital or printed format? (without "not provided") Q15a. Do you prefer to receive Activity Guide in
a digital or printed format Number Percent
Digital 70 40.7 %
Print 102 59.3 %
Total 172 100.0 %
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Q15b. Would you like to have the Activity Guide available in Spanish? Q15b. Would you like to have Activity Guide
available in Spanish Number Percent
Yes 46 25.3 %
No 102 56.0 %
Not provided 34 18.7 %
Total 182 100.0 %

WITHOUT NOT PROVIDED
Q15b. Would you like to have the Activity Guide available in Spanish? (without "not provided") Q15b. Would you like to have Activity Guide
available in Spanish Number Percent
Yes 46 31.1 %
No 102 68.9 %
Total 148 100.0 %
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Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=477)
Fully met Mostly met Partly met Not met No need
Q16-1. Community Center (multi-use space for events,
exercise & activities) 4.4% 14.5% 14.5% 16.6% 50.1%
Q16-2. Diamond sports fields (baseball, softball) 6.1% 13.2% 10.9% 5.9% 63.9% Q16-3. Environmental/nature education center 3.1% 4.8% 17.2% 22.2% 52.6% Q16-4. Golf courses 5.0% 9.2% 9.4% 6.1% 70.2%
Q16-5. Indoor basketball/volleyball courts(indoor gyms) 2.3% 5.7% 10.3% 19.3% 62.5% Q16-6. Large community parks 7.1% 31.7% 27.3% 14.7% 19.3% Q16-7. Multi-use hiking, biking, walking trails (paved or unpaved) 6.1% 24.7% 35.4% 20.3% 13.4%
Q16-8. Off-leash dog park 3.8% 6.7% 14.3% 23.3% 52.0%
Q16-9. Open space conservation areas 3.8% 9.9% 23.3% 19.9% 43.2% Q16-10. Outdoor basketball courts 4.6% 14.3% 15.7% 10.7% 54.7% Q16-11. Outdoor exercise/fitness area 2.7% 10.5% 21.0% 28.5% 37.3% Q16-12. Outdoor pickleball courts 6.5% 9.9% 17.0% 13.2% 53.5% Q16-13. Outdoor tennis courts 9.2% 14.9% 15.5% 6.1% 54.3% Q16-14. Performing arts theater 7.3% 16.8% 17.2% 12.4% 46.3% Q16-15. Picnic areas & shelters 5.2% 19.7% 32.5% 16.8% 25.8% Q16-16. Playgrounds 8.4% 22.9% 24.7% 13.4% 30.6%
Q16-17. Public water access 3.8% 11.5% 23.7% 24.9% 36.1% Q16-18. Rectangular sportsfields (football, rugby, soccer) 5.0% 12.4% 17.8% 9.2% 55.6% Q16-19. Shade & trees 8.2% 29.1% 32.7% 17.8% 12.2%
Q16-20. Skateboarding parks 4.8% 7.5% 15.1% 11.3% 61.2% 134 CITY OF MODESTO
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Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.

Fully met Mostly met Partly met Not met No need
Q16-21. Small neighborhood parks 9.9% 26.2% 29.1% 15.5% 19.3% Q16-22. Splash pads or spray parks 5.5% 10.3% 22.9% 23.1% 38.4% Q16-23. Swimming pools 4.8% 13.2% 21.0% 18.4% 42.6%
Q16-24. Other 0.0% 0.2% 1.3% 4.8% 93.7%
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ONLY HOUSEHOLDS THAT HAVE A NEED
Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
Fully met Mostly met Partly met Not met
Q16-21. Small neighborhood parks 12.2% 32.5% 36.1% 19.2% Q16-22. Splash pads or spray parks 8.8% 16.7% 37.1% 37.4% Q16-23. Swimming pools 8.4% 23.0% 36.5% 32.1%
Q16-24. Other 0.0% 3.3% 20.0% 76.7%
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. Top choice Number Percent
Community Center (multi-use space for events, exercise & activities) 32 6.7 %
Diamond sports fields (baseball, softball) 17 3.6 %
Environmental/nature education center 14 2.9 %
Golf courses 20 4.2 %
Indoor basketball/volleyball courts(indoor gyms) 8 1.7 % Large community parks 32 6.7 %
Multi-use hiking, biking, walking trails (paved or unpaved) 109 22.9 % Off-leash dog park 12 2.5 %
Open space conservation areas 2 0.4 %
Outdoor basketball courts 1 0.2 %
Outdoor exercise/fitness area 8 1.7 %
Outdoor pickleball courts 23 4.8 %
Outdoor tennis courts 2 0.4 %
Performing arts theater 8 1.7 %
Picnic areas & shelters 9 1.9 %
Playgrounds 43 9.0 %
Public water access 1 0.2 %
Rectangularsports fields (football, rugby, soccer) 10 2.1 % Shade & trees 25 5.2 %
Skateboarding parks 6 1.3 %
Small neighborhood parks 29 6.1 %
Splash pads or spray parks 9 1.9 %
Swimming pools 13 2.7 %
None chosen 44 9.2 %
Total 477 100.0 %
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. 2nd choice Number Percent
Community Center (multi-use space for events, exercise & activities) 17 3.6 %
Diamond sports fields (baseball, softball) 9 1.9 %
Environmental/nature education center 27 5.7 %
Golf courses 10 2.1 %
Indoor basketball/volleyball courts(indoor gyms) 11 2.3 % Large community parks 39 8.2 %
Multi-use hiking, biking, walking trails (paved or unpaved) 59 12.4 % Off-leash dog park 20 4.2 %
Open space conservation areas 19 4.0 %
Outdoor basketball courts 7 1.5 %
Outdoor exercise/fitness area 19 4.0 %
Outdoor pickleball courts 7 1.5 %
Outdoor tennis courts 5 1.0 %
Performing arts theater 9 1.9 %
Picnic areas & shelters 23 4.8 %
Playgrounds 29 6.1 %
Public water access 14 2.9 %
Rectangularsports fields (football, rugby, soccer) 3 0.6 % Shade & trees 31 6.5 %
Skateboarding parks 1 0.2 %
Small neighborhood parks 20 4.2 %
Splash pads or spray parks 21 4.4 %
Swimming pools 9 1.9 %
None chosen 68 14.3 %
Total 477 100.0 %
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. 3rd choice Number Percent
Community Center (multi-use space for events, exercise & activities) 15 3.1 %
Diamond sports fields (baseball, softball) 4 0.8 %
Environmental/nature education center 8 1.7 %
Golf courses 9 1.9 %
Indoor basketball/volleyball courts(indoor gyms) 8 1.7 % Large community parks 24 5.0 %
Multi-use hiking, biking, walking trails (paved or unpaved) 39 8.2 % Off-leash dog park 25 5.2 %
Open space conservation areas 27 5.7 %
Outdoor basketball courts 5 1.0 %
Outdoor exercise/fitness area 25 5.2 %
Outdoor pickleball courts 11 2.3 %
Outdoor tennis courts 10 2.1 %
Performing arts theater 13 2.7 %
Picnic areas & shelters 20 4.2 %
Playgrounds 24 5.0 %
Public water access 31 6.5 %
Rectangularsports fields (football, rugby, soccer) 5 1.0 % Shade & trees 41 8.6 %
Skateboarding parks 2 0.4 %
Small neighborhood parks 18 3.8 %
Splash pads or spray parks 24 5.0 %
Swimming pools 7 1.5 %
None chosen 82 17.2 %
Total 477 100.0 %
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. 4th choice Number Percent
Community Center (multi-use space for events, exercise & activities) 25 5.2 %
Diamond sports fields (baseball, softball) 3 0.6 %
Environmental/nature education center 5 1.0 %
Golf courses 5 1.0 %
Indoor basketball/volleyball courts(indoor gyms) 10 2.1 % Large community parks 21 4.4 %
Multi-use hiking, biking, walking trails (paved or unpaved) 25 5.2 % Off-leash dog park 10 2.1 %
Open space conservation areas 19 4.0 %
Outdoor basketball courts 4 0.8 %
Outdoor exercise/fitness area 15 3.1 %
Outdoor pickleball courts 13 2.7 %
Outdoor tennis courts 3 0.6 %
Performing arts theater 14 2.9 %
Picnic areas & shelters 22 4.6 %
Playgrounds 26 5.5 %
Public water access 27 5.7 %
Rectangularsports fields (football, rugby, soccer) 8 1.7 % Shade & trees 41 8.6 %
Skateboarding parks 4 0.8 %
Small neighborhood parks 29 6.1 %
Splash pads or spray parks 18 3.8 %
Swimming pools 7 1.5 %
None chosen 123 25.8 %
Total 477 100.0 %
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SUM OF TOP 4 CHOICES
Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household? (top 4)
Q17. Sum of Top 4 Choices Number Percent
Community Center (multi-use space for events, exercise & activities) 89 18.7 %
Diamond sports fields (baseball, softball) 33 6.9 %
Environmental/nature education center 54 11.3 %
Golf courses 44 9.2 %
Indoor basketball/volleyball courts(indoor gyms) 37 7.8 % Large community parks 116 24.3 %
Multi-use hiking, biking, walking trails (paved or unpaved) 232 48.6 % Off-leash dog park 67 14.0 %
Open space conservation areas 67 14.0 %
Outdoor basketball courts 17 3.6 %
Outdoor exercise/fitness area 67 14.0 %
Outdoor pickleball courts 54 11.3 %
Outdoor tennis courts 20 4.2 %
Performing arts theater 44 9.2 %
Picnic areas & shelters 74 15.5 %
Playgrounds 122 25.6 %
Public water access 73 15.3 %
Rectangularsports fields (football, rugby, soccer) 26 5.5 % Shade & trees 138 28.9 %
Skateboarding parks 13 2.7 %
Small neighborhood parks 96 20.1 %
Splash pads or spray parks 72 15.1 %
Swimming pools 36 7.5 %
None chosen 44 9.2 %
Total 1635
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Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=477)
Fully met Mostly met Partly met Not met No need
Q18-1. Adult fitness & wellness programs 4.2% 8.6% 17.4% 31.4% 38.4% Q18-2. Adult performing arts programs(dance/music) 5.0% 8.4% 16.6% 18.2% 51.8% Q18-3. Adult sports leagues 2.3% 10.5% 15.5% 15.9% 55.8% Q18-4. Adult visual arts/crafts programs 2.5% 3.6% 15.7% 25.6% 52.6% Q18-5. After school programs for youth of all ages 4.6% 5.9% 16.1% 14.7% 58.7% Q18-6. Aquatic programs(swim lessons, recreation swim) 4.8% 10.9% 16.8% 18.9% 48.6% Q18-7. Community special events 5.0% 15.1% 25.4% 17.6% 36.9% Q18-8. Cultural enrichment programs 2.9% 9.0% 17.6% 21.8% 48.6% Q18-9. Group travel tours 1.9% 2.1% 8.8% 19.7% 67.5%
Q18-10. Outdoor environmental/nature camps & programs 2.7% 2.5% 11.1% 30.2% 53.5% Q18-11. Park ranger/park enforcement programs 2.5% 8.6% 17.2% 29.8% 41.9% Q18-12. Pickleball lessons & leagues 2.1% 6.3% 12.6% 15.1% 63.9% Q18-13. Preschool programs/early childhood education 3.8% 5.2% 11.7% 12.4% 66.9% Q18-14. Programs for people with special needs 3.1% 3.4% 9.9% 16.6% 67.1% Q18-15. Senior programs 3.6% 6.9% 17.6% 17.8% 54.1%
Q18-16. STEM (science, technology, engineering, &
mathematics) classes 2.7% 6.1% 11.9% 21.0% 58.3%
Q18-17. Swim lessons 5.5% 10.1% 14.3% 14.9% 55.3%
Q18-18. Teen/tween programs 1.3% 1.9% 12.2% 15.9% 68.8% Q18-19. Tennis lessons & leagues 2.1% 4.2% 11.9% 9.9% 71.9% Q18-20. Youth fitness & wellness classes 1.5% 2.5% 13.6% 18.9% 63.5% PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 143
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Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.

Fully met Mostly met Partly met Not met No need
Q18-21. Youth performing arts programs (dance/music) 3.6% 4.8% 12.6% 14.3% 64.8% Q18-22. Youth seasonal recreation programs & camps 1.9% 5.9% 14.7% 15.7% 61.8% Q18-23. Youth sports programs & camps 3.1% 6.3% 14.5% 14.9% 61.2% Q18-24. Youth visual arts/crafts programs 2.3% 2.5% 13.2% 16.1% 65.8% Q18-25. Other 0.0% 0.0% 0.6% 1.9% 97.5%
144 CITY OF MODESTO
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ONLY HOUSEHOLDS THAT HAVE A NEED
Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
Fully met Mostly met Partly met Not met
Q18-21. Youth performing arts programs (dance/music) 10.1% 13.7% 35.7% 40.5% Q18-22. Youth seasonal recreation programs & camps 4.9% 15.4% 38.5% 41.2% Q18-23. Youth sports programs & camps 8.1% 16.2% 37.3% 38.4% Q18-24. Youth visual arts/crafts programs 6.7% 7.4% 38.7% 47.2% Q18-25. Other 0.0% 0.0% 25.0% 75.0%
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. Top choice Number Percent
Adult fitness & wellness programs 84 17.6 %
Adult performing arts programs (dance/music) 8 1.7 %
Adult sports leagues 17 3.6 %
Adult visual arts/crafts programs 10 2.1 %
After school programs for youth of all ages 30 6.3 %
Aquatic programs (swim lessons, recreation swim) 19 4.0 % Community special events 26 5.5 %
Cultural enrichment programs 5 1.0 %
Group travel tours 1 0.2 %
Outdoor environmental/nature camps & programs 16 3.4 %
Park ranger/park enforcement programs 27 5.7 %
Pickleball lessons & leagues 23 4.8 %
Preschool programs/early childhood education 16 3.4 %
Programs for people with special needs 6 1.3 %
Senior programs 15 3.1 %
STEM (science, technology, engineering, & mathematics) classes 10 2.1 % Swim lessons 11 2.3 %
Teen/tween programs 7 1.5 %
Tennis lessons & leagues 1 0.2 %
Youth fitness & wellness classes 5 1.0 %
Youth performing arts programs (dance/music) 3 0.6 %
Youth seasonal recreation programs & camps 7 1.5 %
Youth sports programs & camps 13 2.7 %
Youth visual arts/crafts programs 2 0.4 %
None chosen 115 24.1 %
Total 477 100.0 %
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. 2nd choice Number Percent
Adult fitness & wellness programs 33 6.9 %
Adult performing arts programs (dance/music) 25 5.2 %
Adult sports leagues 11 2.3 %
Adult visual arts/crafts programs 10 2.1 %
After school programs for youth of all ages 24 5.0 %
Aquatic programs (swim lessons, recreation swim) 27 5.7 % Community special events 27 5.7 %
Cultural enrichment programs 24 5.0 %
Group travel tours 6 1.3 %
Outdoor environmental/nature camps & programs 27 5.7 %
Park ranger/park enforcement programs 16 3.4 %
Pickleball lessons & leagues 9 1.9 %
Preschool programs/early childhood education 10 2.1 %
Programs for people with special needs 7 1.5 %
Senior programs 15 3.1 %
STEM (science, technology, engineering, & mathematics) classes 16 3.4 % Swim lessons 8 1.7 %
Teen/tween programs 11 2.3 %
Youth fitness & wellness classes 4 0.8 %
Youth performing arts programs (dance/music) 4 0.8 %
Youth seasonal recreation programs & camps 9 1.9 %
Youth sports programs & camps 9 1.9 %
Youth visual arts/crafts programs 1 0.2 %
None chosen 144 30.2 %
Total 477 100.0 %
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. 3rd choice Number Percent
Adult fitness & wellness programs 13 2.7 %
Adult performing arts programs (dance/music) 9 1.9 %
Adult sports leagues 13 2.7 %
Adult visual arts/crafts programs 20 4.2 %
After school programs for youth of all ages 11 2.3 %
Aquatic programs (swim lessons, recreation swim) 24 5.0 % Community special events 28 5.9 %
Cultural enrichment programs 16 3.4 %
Group travel tours 14 2.9 %
Outdoor environmental/nature camps & programs 18 3.8 %
Park ranger/park enforcement programs 15 3.1 %
Pickleball lessons & leagues 10 2.1 %
Preschool programs/early childhood education 14 2.9 %
Programs for people with special needs 11 2.3 %
Senior programs 20 4.2 %
STEM (science, technology, engineering, & mathematics) classes 14 2.9 % Swim lessons 10 2.1 %
Teen/tween programs 11 2.3 %
Tennis lessons & leagues 5 1.0 %
Youth fitness & wellness classes 9 1.9 %
Youth performing arts programs (dance/music) 7 1.5 %
Youth seasonal recreation programs & camps 11 2.3 %
Youth sports programs & camps 4 0.8 %
Youth visual arts/crafts programs 5 1.0 %
None chosen 165 34.6 %
Total 477 100.0 %
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. 4th choice Number Percent
Adult fitness & wellness programs 18 3.8 %
Adult performing arts programs (dance/music) 8 1.7 %
Adult sports leagues 9 1.9 %
Adult visual arts/crafts programs 9 1.9 %
After school programs for youth of all ages 7 1.5 %
Aquatic programs (swim lessons, recreation swim) 7 1.5 % Community special events 25 5.2 %
Cultural enrichment programs 18 3.8 %
Group travel tours 10 2.1 %
Outdoor environmental/nature camps & programs 28 5.9 %
Park ranger/park enforcement programs 15 3.1 %
Pickleball lessons & leagues 4 0.8 %
Preschool programs/early childhood education 6 1.3 %
Programs for people with special needs 13 2.7 %
Senior programs 28 5.9 %
STEM (science, technology, engineering, & mathematics) classes 13 2.7 % Swim lessons 12 2.5 %
Teen/tween programs 6 1.3 %
Tennis lessons & leagues 2 0.4 %
Youth fitness & wellness classes 11 2.3 %
Youth performing arts programs (dance/music) 4 0.8 %
Youth seasonal recreation programs & camps 14 2.9 %
Youth sports programs & camps 8 1.7 %
Youth visual arts/crafts programs 12 2.5 %
None chosen 190 39.8 %
Total 477 100.0 %
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SUM OF TOP 4 CHOICES
Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household? (top 4)
Q19. Sum of Top 4 Choices Number Percent
Adult fitness & wellness programs 148 31.0 %
Adult performing arts programs (dance/music) 50 10.5 %
Adult sports leagues 50 10.5 %
Adult visual arts/crafts programs 49 10.3 %
After school programs for youth of all ages 72 15.1 %
Aquatic programs (swim lessons, recreation swim) 77 16.1 % Community special events 106 22.2 %
Cultural enrichment programs 63 13.2 %
Group travel tours 31 6.5 %
Outdoor environmental/nature camps & programs 89 18.7 % Park ranger/park enforcement programs 73 15.3 %
Pickleball lessons & leagues 46 9.6 %
Preschool programs/early childhood education 46 9.6 %
Programs for people with special needs 37 7.8 %
Senior programs 78 16.4 %
STEM (science, technology, engineering, & mathematics) classes 53 11.1 % Swim lessons 41 8.6 %
Teen/tween programs 35 7.3 %
Tennis lessons & leagues 8 1.7 %
Youth fitness & wellness classes 29 6.1 %
Youth performing arts programs (dance/music) 18 3.8 %
Youth seasonal recreation programs & camps 41 8.6 %
Youth sports programs & camps 34 7.1 %
Youth visual arts/crafts programs 20 4.2 %
None chosen 115 24.1 %
Total 1409
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Q20. What do you believe should be the top priority for preserving and promoting local history and culture in our community?
Q20. What should be top priority for preserving &
promoting local history & culture in our community Number Percent Restoring & maintaining historical sites & landmarks 202 42.3 % Offering more history focused educational programs & tours 37 7.8 % Expanding multicultural & heritage celebrations 64 13.4 % Improving accessibility & language options for historical resources 4 0.8 % Creating digital archives & online access to local history 32 6.7 % Enhancing signage & interpretive displays at historical locations 20 4.2 % Increase funding for preservation efforts 34 7.1 %
Other 8 1.7 %
None of these 76 15.9 %
Total 477 100.0 %
Q21. If adjustments to fees were made (due to increasing cost to provide programs, services or facilities) which of the following best describes the potential impact, if any, that fee increases would have on your current level of participation?
Q21. Which following best describes the potential
impact that fee increases would have on your
current level of participation Number Percent
Moderate fee increases would not limit my/our ability to participate at all 159 33.3 %
Moderate fee increases would limit my/our ability to
participate sometimes 108 22.6 %
Moderate fee increases would limit my/our ability to
participate significantly 74 15.5 %
Do not know/uncertain 98 20.5 %
Other 5 1.0 %
Not provided 33 6.9 %
Total 477 100.0 %
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Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years?
Q22. Top choice Number Percent
Aquatic facility 47 9.9 %
New community/recreation center 36 7.5 %
Athletic field complex 24 5.0 %
Disc golf course 2 0.4 %
Skate park 10 2.1 %
Dog parks 25 5.2 %
Bike park/all wheels park 28 5.9 %
Splash grounds 21 4.4 %
Pickleball/tennis courts 33 6.9 %
Facilities accessible for those with physical challenges 26 5.5 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 95 19.9 %
Additional water access 10 2.1 %
Playgrounds 35 7.3 %
Shade structures 35 7.3 %
Other 17 3.6 %
None of these 4 0.8 %
None chosen 29 6.1 %
Total 477 100.0 %
Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years?
Q22. 2nd choice Number Percent
Aquatic facility 19 4.0 %
New community/recreation center 35 7.3 %
Athletic field complex 14 2.9 %
Disc golf course 5 1.0 %
Skate park 7 1.5 %
Dog parks 29 6.1 %
Bike park/all wheels park 21 4.4 %
Splash grounds 26 5.5 %
Pickleball/tennis courts 19 4.0 %
Facilities accessible for those with physical challenges 30 6.3 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 85 17.8 %
Additional water access 23 4.8 %
Playgrounds 40 8.4 %
Shade structures 61 12.8 %
Other 6 1.3 %
None of these 3 0.6 %
None chosen 54 11.3 %
Total 477 100.0 %
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Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years?
Q22. 3rd choice Number Percent
Aquatic facility 19 4.0 %
New community/recreation center 28 5.9 %
Athletic field complex 16 3.4 %
Disc golf course 4 0.8 %
Skate park 6 1.3 %
Dog parks 22 4.6 %
Bike park/all wheels park 12 2.5 %
Splash grounds 33 6.9 %
Pickleball/tennis courts 9 1.9 %
Facilities accessible for those with physical challenges 30 6.3 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 72 15.1 %
Additional water access 29 6.1 %
Playgrounds 28 5.9 %
Shade structures 84 17.6 %
Other 10 2.1 %
None of these 1 0.2 %
None chosen 74 15.5 %
Total 477 100.0 %
SUM OF TOP 3 CHOICES
Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years? (top 3)
Q22. Sum of Top 3 Choice Number Percent
Aquatic facility 85 17.8 %
New community/recreation center 99 20.8 %
Athletic field complex 54 11.3 %
Disc golf course 11 2.3 %
Skate park 23 4.8 %
Dog parks 76 15.9 %
Bike park/all wheels park 61 12.8 %
Splash grounds 80 16.8 %
Pickleball/tennis courts 61 12.8 %
Facilities accessible for those with physical challenges 86 18.0 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 252 52.8 %
Additional water access 62 13.0 %
Playgrounds 103 21.6 %
Shade structures 180 37.7 %
Other 33 6.9 %
None of these 8 1.7 %
None chosen 29 6.1 %
Total 1303
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Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
Q23. Top choice Number Percent
Add new walking & biking trails 178 37.3 %
Add new specialty parks (skate, bike, disc, etc.) 25 5.2 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 58 12.2 % Add outdoor athletic fields or courts 19 4.0 %
Expand programs & activities (more teen/senior programs) 51 10.7 % Improve and/or renovate & maintain existing facilities 95 19.9 % Adding lights to existing athletic fields 16 3.4 %
None of these 4 0.8 %
None chosen 31 6.5 %
Total 477 100.0 %
Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
Q23. 2nd choice Number Percent
Add new walking & biking trails 56 11.7 %
Add new specialty parks (skate, bike, disc, etc.) 34 7.1 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 62 13.0 % Add outdoor athletic fields or courts 30 6.3 %
Expand programs & activities (more teen/senior programs) 76 15.9 % Improve and/or renovate & maintain existing facilities 119 24.9 % Adding lights to existing athletic fields 31 6.5 %
None of these 5 1.0 %
None chosen 64 13.4 %
Total 477 100.0 %
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Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
Q23. 3rd choice Number Percent
Add new walking & biking trails 48 10.1 %
Add new specialty parks (skate, bike, disc, etc.) 39 8.2 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 39 8.2 % Add outdoor athletic fields or courts 28 5.9 %
Expand programs & activities (more teen/senior programs) 61 12.8 % Improve and/or renovate & maintain existing facilities 89 18.7 % Adding lights to existing athletic fields 60 12.6 %
None of these 8 1.7 %
None chosen 105 22.0 %
Total 477 100.0 %
SUM OF TOP 3 CHOICES
Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto? (top 3)
Q23. Sum of Top 3 Choices Number Percent
Add new walking & biking trails 282 59.1 %
Add new specialty parks (skate, bike, disc, etc.) 98 20.5 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 159 33.3 % Add outdoor athletic fields or courts 77 16.1 %
Expand programs & activities (more teen/senior programs) 188 39.4 % Improve and/or renovate & maintain existing facilities 303 63.5 % Adding lights to existing athletic fields 107 22.4 %
None of these 17 3.6 %
None chosen 31 6.5 %
Total 1262
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Q24. If you had an additional $100, how would you allocate the funds among the categories listed below? Mean
Implement improvements to existing amenities at parks & recreation facilities 28.90 Add new recreation amenities throughout the City 13.55
Add additional programming/classes 10.27
Invest in repairs & updatesto existing recreation facilities 31.33 Purchase additional land for future parks & recreation facility needs 15.95 Q25. What is your age?
Q25. Your age Number Percent
18-34 94 19.7 %
35-44 95 19.9 %
45-54 96 20.1 %
55-64 91 19.1 %
65+ 90 18.9 %
Not provided 11 2.3 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q25. What is your age? (without "not provided")
Q25. Your age Number Percent
18-34 94 20.2 %
35-44 95 20.4 %
45-54 96 20.6 %
55-64 91 19.5 %
65+ 90 19.3 %
Total 466 100.0 %
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Q26. Approximately how many years have you lived in Modesto? Q26. How many years have you lived in Modesto Number Percent 0-5 years 35 7.3 %
6-10 years 29 6.1 %
11-20 years 56 11.7 %
21-30 years 90 18.9 %
31+ years 242 50.7 %
Not provided 25 5.2 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q26. Approximately how many years have you lived in Modesto? (without "not provided") Q26. How many years have you lived in Modesto Number Percent 0-5 years 35 7.7 %
6-10 years 29 6.4 %
11-20 years 56 12.4 %
21-30 years 90 19.9 %
31+ years 242 53.5 %
Total 452 100.0 %
Q27. Your gender identity:

Q27. Your gender Number Percent
Male 234 49.1 %
Female 239 50.1 %
Not provided 4 0.8 %
Total 477 100.0 %

WITHOUT NOT PROVIDED
Q27. Your gender identity: (without "not provided")
Q27. Your gender Number Percent
Male 234 49.5 %
Female 239 50.5 %
Total 473 100.0 %
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Q28. Please CHECK ALL of the following that BEST describe your race/ethnicity.

Q28. Your race/ethnicity Number Percent
Asian or Asian Indian 35 7.3 %
Black or African American 15 3.1 %
American Indian or Alaska Native 4 0.8 %
White Non-Hispanic 150 31.4 %
Native Hawaiian or other Pacific Islander 5 1.0 %
Hispanic or Latino 256 53.7 %
Other 15 3.1 %
Total 480
Q28-7. Self-describe your race/ethnicity:

Q28-7. Self-describe your race/ethnicity Number Percent PORTUGUESE 1 8.3 %
PORTUGUESE/JEWISH 1 8.3 %
Assyrian 1 8.3 %
MEXICAN 1 8.3 %
PERSIAN 1 8.3 %
Mixed 1 8.3 %
Filipino 1 8.3 %
Indigenous 1 8.3 %
Basque 1 8.3 %
East Indian 1 8.3 %
Middle Eastern 1 8.3 %
Dutch 1 8.3 %
Total 12 100.0 %
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June 2025
Dear Modesto Resident:

I am excited to announce the City of Modesto is creating a Parks, Recreation and Neighborhoods Master Plan. The focus with this initiative is to create a comprehensive plan surrounding Modesto’s parks and recreational programming and park maintenance, improvements, and development. The plan will serve as a guide for how we improve, expand, repurpose, prioritize, maintain, staff, and fund our community’s park assets and recreational opportunities.

Your response is extremely important!
We need to gain a better understanding of what this looks like for Modesto, the community – you! With recognition and appreciation of the beauty of Modesto’s diversity, it is vital to ensure our assessment includes a comprehensive cross-section of the Modesto community.

We appreciate your participation in completing the survey.

The survey will take 10-15 minutes to complete, and responses will remain confidential.

We have selected ETC Institute, an independent consulting and research company, as our partner to administer this survey. They will compile the data and present the results to the city, which in turn will be shared with the community. Please return your completed survey in the enclosed postage-paid envelope addressed to ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061. If you prefer to complete the survey online, please visit https://engageberrydunn.mysocialpinpoint.com/city-modesto-parks-and-recreation-masterplan If you have any questions, please feel free to contact us at [email protected] Sincerely,
Jeremy Rogers, CPRE
Director of Parks, Recreation and Neighborhoods
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2025 Modesto Parks and Recreation Needs Assessment Survey Modesto would like your input to help determine park and recreation priorities for our community. This survey will take 12-15 minutes to complete. When you are finished, return your survey in the enclosed postage-paid, return-reply envelope. If you prefer, you can complete the survey online at modestoparkssurvey.org. We greatly appreciate your time.

1. Including yourself, how many people in your household are...

Under age 5:

Ages 5-9:

Ages 10-14:

Ages 15-19:

Ages 20-24:

Ages 25-34:

Ages 35-44:

Ages 45-54:

Ages 55-64:

Ages 65-74:

Ages 75+:

2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
(3) Very important (2) Somewhat important (1) Not important (9) Not sure

3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services?
(3) Very familiar (2) Somewhat familiar (1) Not familiar at all (9) Not sure

4. Please indicate how satisfied you are with the following parks or facilities listed below. If you or members of your households haven't visited the park/facility in the past year, please circle "9" for "Haven't Visited."
Park/Facility
How satisfied are you with this park/facility?
Very
Satisfied Satisfied Neutral Dissatisfied VeryDissatisfied Haven't
Visited

01. Neighborhood Center at Marshall Park 5 4 3 2 1 9

02. King-Kennedy Memorial Center 5 4 3 2 1 9

03. Modesto Senior Citizens Center 5 4 3 2 1 9

04. Maddux Youth Center 5 4 3 2 1 9

05. Graceada Park Pool 5 4 3 2 1 9

06. Beyer High Pool 5 4 3 2 1 9

07. Davis High Pool 5 4 3 2 1 9

08. Johansen High Pool 5 4 3 2 1 9

09. Burris Pool and Sonoma Elementary 5 4 3 2 1 9

10. Mary Grogan Soccer Complex 5 4 3 2 1 9

11. McHenry Museum 5 4 3 2 1 9

12. McHenry Mansion 5 4 3 2 1 9

5. How often do you or other members of your household visit City parks? (5) Daily (3) A few times a month
(4) A few times a week (2) A few times a year
(1) Never

6. Please CHECK ALL of the reasons preventing you or other members of your household from using the parks (or, if you currently use them, what prevents you from using them more often). (1) I don't have children/kids are grown (6) Not enough seating/benches (2) Playground is outdated (7) Lighting/safety/security (3) Too many homeless (8) Unleashed dogs/dog mess
(4) Need access to restrooms/drinking fountains (9) Other:
(5) None close to me/have to travel by car
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7. Have you or would you rent one of our City of Modesto facilities? For example, Modesto Centre Plaza (special events/concerts/convention center), McHenry Mansion (wedding venue), Mancini Bowl (performing art amphitheater), or the Boy Scout Clubhouse (community hall)? (1) Yes (2) No

8. Do you currently golf at one of our two golf courses? (1) Creekside Golf Course (3) Both Creekside and Dryden (2) Dryden Golf Course (4) Do not use either

9. What is your priority when you are visiting a park? [Select only one.] (1) Ball fields
(2) Clean restrooms/available restrooms
(3) Drinking fountains
(4) Picnic Tables
(5) Playgrounds

10. Please CHECK ALL of the following improvements that you feel would improve Modesto parks and facilities.
(01) Universally accessibility (11) Expanding programs and classes for all ages (02) Aquatics program (12) Sports tourism
(03) Walking and biking trails (13) Public water access (04) Safety and security in parks (14) Affordability of programs and services (05) Maintenance of parks and facilities (15) Signage/wayfinding on trails and parks (06) Heritage, historical cultural preservation (16) Golf courses (07) Availability of indoor recreation space (17) Rental/Meeting space (08) Teen programs (18) Other:
(09) Customer service
(10) Special events
(19) None of the above

11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto? [Write in your answers below using the numbers from the list in Question 10, or circle "NONE."] 1st: 2nd: 3rd: 4th: 5th: NONE

12. From the following list, please CHECK ALL of the organizations that you or members of your household have used for recreation and sports activities during the last 12 months. (01) Boys and Girls Club
(02) City of Modesto
(03) First Tee
(04) Neighboring cities
(07) Private clubs (tennis, health, swim, fitness)
(08) Private schools/charter schools
(09) Private summer camps
(10) Public schools
(05) Places of worship (e.g., synagogues, churches) (11) Other:
(06) Private and non-profit youth sports

13. From the following list, please CHECK ALL of the ways you learn about Modesto Parks, Recreation and Neighborhood programs.
(1) Local media
(2) Social media (Facebook and Instagram)
(3) At recreation facilities/programs
(4) Website
(5) Seasonal activity guide
(6) Word of mouth
(7) Email
(8) Other:
(9) None of these

14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents?
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15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events?
(1) Yes [Answer Q15a-b.] (2) No [Go to question 16.]
15a. Do you prefer to receive the Activity Guide in a digital or printed format? (1) Digital (2) Print
15b. Would you like to have the Activity Guide available in Spanish? (1) Yes (2) No

16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Facility/Amenity Fully Met Mostly Met Partly Met Not Met No Need

01. Community center (multi-use space for events, exercise and activities) 4 3 2 1 9

02. Diamond sports fields (baseball, softball) 4 3 2 1 9

03. Environmental/nature education center 4 3 2 1 9

04. Golf courses 4 3 2 1 9

05. Indoor basketball/volleyball courts (indoor gyms) 4 3 2 1 9

06. Large community parks 4 3 2 1 9

07. Multi-use hiking, biking, walking trails (paved or unpaved) 4 3 2 1 9

08. Off-leash dog park 4 3 2 1 9

09. Open space conservation areas 4 3 2 1 9

10. Outdoor basketball courts 4 3 2 1 9

11. Outdoor exercise/fitness area 4 3 2 1 9

12. Outdoor pickleball courts 4 3 2 1 9

13. Outdoor tennis courts 4 3 2 1 9

14. Performing arts theater 4 3 2 1 9

15. Picnic areas and shelters 4 3 2 1 9

16. Playgrounds 4 3 2 1 9

17. Public water access 4 3 2 1 9

18. Rectangular sports fields (football, rugby, soccer) 4 3 2 1 9

19. Shade and trees 4 3 2 1 9

20. Skateboarding parks 4 3 2 1 9

21. Small neighborhood parks 4 3 2 1 9

22. Splash pads or spray parks 4 3 2 1 9

23. Swimming pools 4 3 2 1 9

24. Other: 4 3 2 1 9

17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 16, or circle "NONE."]
1st: 2nd: 3rd: 4th: NONE
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18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Program/Activity Fully Met Mostly Met Partly Met Not Met No Need

01. Adult fitness and wellness programs 4 3 2 1 9

02. Adult performing arts programs (dance/music) 4 3 2 1 9

03. Adult sports leagues 4 3 2 1 9

04. Adult visual arts/crafts programs 4 3 2 1 9

05. After school programs for youth of all ages 4 3 2 1 9

06. Aquatic programs (swim lessons, recreation swim) 4 3 2 1 9

07. Community special events 4 3 2 1 9

08. Cultural enrichment programs 4 3 2 1 9

09. Group travel tours 4 3 2 1 9

10. Outdoor environmental/nature camps and programs 4 3 2 1 9

11. Park ranger/Park enforcement programs 4 3 2 1 9

12. Pickleball lessons and leagues 4 3 2 1 9

13. Preschool programs/early childhood education 4 3 2 1 9

14. Programs for people with special needs 4 3 2 1 9

15. Senior programs 4 3 2 1 9

16. STEM (science, technology, engineering, and
mathematics) classes 4 3 2 1 9

17. Swim lessons 4 3 2 1 9

18. Teen/tween programs 4 3 2 1 9

19. Tennis lessons and leagues 4 3 2 1 9

20. Youth fitness and wellness classes 4 3 2 1 9

21. Youth performing arts programs (dance/music) 4 3 2 1 9

22. Youth seasonal recreation programs and camps 4 3 2 1 9

23. Youth sports programs and camps 4 3 2 1 9

24. Youth visual arts/crafts programs 4 3 2 1 9

25. Other: 4 3 2 1 9

19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 18, or circle "NONE."]
1st: 2nd: 3rd: 4th: NONE

20. What do you believe should be the top priority for preserving and promoting local history and culture in our community? [Check only one.]
(1) Restoring and maintaining historical sites and landmarks (2) Offering more history focused educational programs and tours (3) Expanding multicultural and heritage celebrations
(4) Improving accessibility and language options for historical resources (5) Creating digital archives and online access to local history (6) Enhancing signage and interpretive displays at historical locations (7) Increase funding for preservation efforts
(8) Other:
(9) None of these
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21. If adjustments to fees were made (due to increasing cost to provide programs, services or facilities) which of the following best describes the potential impact, if any, that fee increases would have on your current level of participation? [Check only one.] (1) Moderate fee increases would not limit my/our ability to participate at all (2) Moderate fee increases would limit my/our ability to participate sometimes (3) Moderate fee increases would limit my/our ability to participate significantly (4) Do not know/uncertain
(5) Other:

22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years? [Write in your answers below.]

1. Aquatic facility

2. New community/recreation center

3. Athletic field complex

4. Disc golf course

5. Skate park

6. Dog parks

7. Bike park/all wheels park

8. Splash grounds

9. Pickleball/tennis courts

10. Facilities accessible for those with physical challenges

11. Improved park amenities (drinking fountains, restrooms, benches, etc.)

12. Additional water access

13. Playgrounds

14. Shade structures

15. Other:

16. None of these
1st: 2nd: 3rd:

23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?

1. Add new walking and biking trails

2. Add new specialty parks (skate, bike, disc, etc.)

3. Add new aquatic facilities (indoor or outdoor pool, splash grounds)

4. Add outdoor athletic fields or courts

5. Expand programs and activities (more teen/senior programs)

6. Improve and/or renovate and maintain existing facilities

7. Adding lights to existing athletic fields

8. None of these
1st: 2nd: 3rd:

24. If you had an additional $100, how would you allocate the funds among the categories listed below? [Please be sure your total adds up to $100.]
$ Implement improvements to existing amenities at parks and recreation facilities $ Add new recreation amenities throughout the city
$ Add additional programming/classes
$ Invest in repairs and updates to existing recreation facilities $ Purchase additional land for future parks and recreation facility needs $100 TOTAL

25. What is your age? years

26. Approximately how many years have you lived in Modesto? years

27. Your gender: (1) Male (2) Female (3) Non-Binary
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28. Please CHECK ALL of the following that BEST describe your race/ethnicity. (01) Asian or Asian Indian
(02) Black or African American
(03) American Indian or Alaska Native
(04) White
(05) Native Hawaiian or other Pacific Islander
(06) Hispanic or Latino
(99) Other:

29. Would you be willing to participate in future surveys sponsored by the City of Modesto? (1) Yes [Please answer Question 29a.] (2) No
29a. Please provide your contact information.

Mobile Phone Number:

Email Address:

This concludes the survey. Thank you for your time!
Please return your completed survey in the enclosed postage-paid envelope addressed to:

ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain completely
confidential. The information printed to
the right will ONLY be used to help
identify needs for parks and recreation
facilities and services in different areas
of the County. Thank you.

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Introduction
Social Pinpoint is a powerful tool that helps agencies gather feedback and insights from community stakeholders. Utilizing the engagement features on Social Pinpoint allows agencies to easily collect and analyze feedback from a range of community stakeholders including residents, customers, businesses, and employees.

This analysis will provide the City of Modesto (City) with insights that can inform decision-making and help the City better understand and meet the community’s needs and expectations. These insights can lead to recommendations that drive change and improve outcomes for all stakeholders. The City’s Social Pinpoint site included a survey, interactive mapping tool, and a budget prioritization tool.

The Social Pinpoint site for the City’s Parks, Recreation, and Neighborhoods Master Plan was active from February 27, 2025, to May 2, 2025, and the site received over 3,100 site visits. During this time, the site generated 814 contributions, including 570 survey responses, 146 interactive mapping tool comments, and 98 budget prioritization tool responses.

Figure 1: The City of Modesto Social Pinpoint Landing Page APPENDICES Appendix 3
Social Pinpoint Engagement Report
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Respondent Locations
This map visualizes the geographic distribution of Social Pinpoint respondents, using a heatmap with a black border indicating the City’s boundaries. This heat map represents respondents who included their ZIP code in their responses across all engagement tools.

The heatmap uses a color gradient from yellow (high response rate) to blue (low response rate) to represent participation intensity across ZIP codes in and around Modesto, California. The highest concentration of responses is centered within Modesto, as shown by the bright yellow and red clusters.

Surrounding communities such as Salida, Ceres, Empire, and Riverbank display moderate engagement, indicated by lighter red to purple shades. More distant areas like Turlock, Oakdale, and Ripon show lower levels of participation, represented by blue tones.

Figure 2: Respondent ZIP Code Map
Online Engagement by the Numbers
3,164

SITE VISITS
2,432

VISITORS
814
TOTAL

CONTRIBUTIONS
146

INTERACTIVE MAPPING

TOOL COMMENTS
570
SURVEY

RESPONSES
98 BUDGET

PRIORITIZATION
TOOL RESPONSES
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Survey
The City’s Parks and Recreation Master Plan survey invited community members to provide feedback on park and recreation priorities, participation habits, program preferences, facility needs, and cultural preservation efforts.

Question one asked respondents to indicate how long they have lived in the City. The majority of the respondents (72%) are longtime residents of more than 20 years.

Figure 3: Question 1 – How long have you lived in the City of Modesto? Respondents were next asked how important the availability of local parks, recreation, and trails in the City is to them and their household. An overwhelming 93% of respondents indicated that local parks, recreation, and trails are important to their household, with none stating they were not at all important.

The remaining 7% of respondents indicated it is somewhat important.

Figure 4: Question 2 – How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
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Question three asked respondents how knowledgeable they are with the City’s facilities, programs, and services. The majority of respondents, 58%, indicated they are somewhat familiar, 31% indicated they are very familiar, and 11% indicated they are not familiar at all.

Figure 5: Question 3 – How knowledgeable are you with Parks, Recreation and Neighborhoods facilities, programs, and services?
Respondents were asked whether they have participated in non-City programs or leagues (e.g., soccer, baseball, private swim or dance classes, church activities), and the majority of respondents, 42%, indicated that they do participate in programs through other agencies. An additional 27% of respondents indicate they usually recreate with the City directly.

Figure 6: Question 4 – Have you or do you currently participate in non-City of Modesto programs or leagues?
Respondents were asked if they have participated in programming at any of the listed City facilities.

The top three facilities with the highest reported participation were McHenry Mansion (18%), McHenry Museum (17.5%), and the Mary Grogan Community Park Soccer Complex (10.5%).

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Figure 7: Question 5 – Do you or have you participated in programming at one of these City of Modesto facilities?
Respondents were asked if they are aware of the Leisure Bucks Scholarship Program available to qualifying City residents, and the majority (73%) indicated they were not aware of the program. Only 25% of respondents indicated they were aware of the program, and just 2% reported having used it.

Figure 8: Question 6 – Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents?
Next, respondents were asked whether they are familiar with the City’s Seasonal Activity Guide that highlights all Recreation programs, activities, and events; 53% indicated they are familiar with it. 172 CITY OF MODESTO
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Figure 9: Question 7 – Are you familiar with our Seasonal Activity Guide highlighting all Recreation programs, activities, and events?
Respondents were asked what should be the top priority for preserving and promoting local history and culture in the community; the top three responses included restoring and maintain historical sites and landmarks (40.2%), expanding multicultural and heritage celebrations (18.7%), and offering more history focused educational programs and tours (11%).

The “other” responses to the question about priorities for preserving and promoting local history and culture offered a range of perspectives. Many comments emphasized improving park infrastructure and shifting focus away from cultural preservation and toward active recreation and public health, citing concerns like obesity, safety, and homelessness. Others advocated for inclusive amenities such as senior-friendly and wheelchair-accessible facilities and more community-oriented projects and programs in cultural and historical facilities. Some comments also advocated for continued historic efforts through groups like the Clampers, while others questioned whether history and culture should be a Parks and Recreation priority at all.

Figure 10: Question 8 – What do you believe should be the top priority for preserving and promoting local history and culture in our community?
Next, respondents were asked to indicate what programs or services they would like the City to focus on providing. The data shows that respondents mostly want increased focus on outdoor recreation/ nature programs (403 selected increase focus), fitness and wellness programs (365 selected increase focus), and youth athletics (324 selected increase focus). The top three programs that respondents most want Modesto to continue at the current level are pickleball (220 selected continue at current PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 173
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level), cultural and historical programming (220 selected continue at current level), and sports tournaments (218 selected continue at current level). The top three programs that respondents most want Modesto to reduce focus on are pickleball (74 selected reduce focus), group travel/tours (61 selected reduce focus), and cultural and historical programming (34 selected reduce focus). In Figure 10, the top three programs or activities with the greatest number of responses is highlighted in dark blue for each answer option.

Figure 11: Question 9 – Please indicate what programs or services you would like to see Modesto focus on providing:

Increase
Focus
Continue at
Current Level
Reduce
Focus
N/A
Adaptive (special needs)
recreation 249 194 14 60
Adult education/enrichment 252 208 16 35
After school programs 314 152 10 38
Art programs 295 168 12 30
Athletics – youth 324 164 5 22
Athletics – adult 283 200 14 23
Community events (festivals,
parades, concerts, etc.) 307 190 15 7
Cultural and historical
programming 238 220 34 25
Family programs 321 163 7 22
Fitness and wellness
programs
365 139 9 12
Group travel/tours 177 206 61 65
Outdoor recreation/nature
programs
403 107 5 6
Pickleball 180 220 74 60
Older adult (60+) programs 284 183 12 40
Sports tournaments 216 218 32 46
Summer camp 229 207 19 54
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Respondents were asked to identify the three greatest needs for indoor and outdoor facilities to be added or improved in the City over the next 5 – 10 years; the top three priorities included improved park amenities (8.7%), a new community/recreation center (10.2%), and an aquatic facility (9.3%).

The “other” responses to the question about greatest facility needs in the City over the next 5 – 10 years emphasized several recurring themes. Many community members strongly advocated for the development of a roller-skating rink (indoor or outdoor). Others voiced support for expanded and inclusive facilities like futsal courts, basketball courts, community pools, inclusive playgrounds, and satellite senior centers. There were also multiple calls to finish long-promised or delayed projects, such as the Awesome Spot Playground and the park near Johansen High School. Connectivity improvements like linking trail systems and adding bike paths were also mentioned, as well as support for niche amenities like a bike park, calisthenics areas, golf courses, convention/tournament space, and community gardens. Respondents also urged the City to prioritize maintaining existing facilities over building new ones and more responsive park management.

Figure 12: Question 10 – What are the three (3) greatest needs for indoor and outdoor facilities to be added or improve upon in Modesto over the next 5-10 years? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 175
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Respondents were asked to rank their top three preferred parks and recreation initiatives. The initiatives that received the highest weighted scores was included adding splash grounds (4), adding lights to existing athletic fields (3.7), and adding outdoor athletic fields and courts (3.6).

Figure 13: Question 11 – Please rank the following potential parks and recreation initiatives:

The final set of questions collected demographic information. Among respondents, 62% identified as female and 37% as male. The most common age groups were 35 – 39 years (12.7%), 40 – 44 years (12.3%), and both 45 – 49 and 65 – 69 years (9.8% each).

Figure 14: Survey Respondents Age Makeup
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Budget Prioritization
The budget feature gathered insights on how
stakeholders would prioritize funding for key
facilities, amenities, and programs. Participants
were given a virtual budget of $100 to allocate
across various items. A total of 98 responses
were received, resulting in a combined budget
allocation of $9,757. The budget prioritization
indicates a strong focus on increasing safety and
security at parks and facilities ($1,606), increasing
maintenance at existing parks and facilities
($1,497), and renovating existing parks and
facilities ($1,454). Respondents gave less priority
to items such as increasing outdoor athletic
facilities and sports courts ($947), expanding
access to historical and cultural services ($553),
and expanding special and cultural events ($480).

Figure 15: Budget Responses Summary
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Interactive Map
The interactive map feature allowed community members to share location-specific ideas and feedback on recreation, parks, and amenities managed by the City. The interactive tool allowed users to identify places they frequent, amenities they feel are missing, areas they currently use for recreation, locations where new recreation opportunities are needed, and parks or facilities in need of improvement or updates.

Figure 16: Interactive Map Comments Overview
Dry Creek Park, the Tuolumne River trails, the
Virginia Corridor Trailway, and the Hetch Hetchy
bike trail were identified as some of the most
frequently used and appreciated spaces for their
natural beauty and accessibility. Active recreation
areas such as Beyer Park and Graceada are
especially popular among pickleball and volleyball
players and volleyball groups, with many users
highlighting the sense of community they
experience at these locations.

Despite regular use, many parks are missing
key amenities. The most frequently noted gaps
include clean and accessible restrooms, adequate
parking, and lighting for safety especially in
growing neighborhoods around Salazar Circle and
Paradise Road. Some residents pointed to the
need for specific features like a dog park on the
east side of town, indoor pickleball courts, and
multi-generational, multi-use spaces where both
children and adults can recreate safely together.
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Several responses emphasized areas that lack
access to quality recreational spaces, particularly
in parts of South Modesto such as Parkdale
Drive and South 9th Street. Residents suggested
opening up underutilized land, like that near
Student Center Drive, for trails or multipurpose
recreation. Repurposing empty commercial
buildings for indoor activity centers was also
recommended, drawing inspiration from
successful models in other cities.

In terms of upgrades, residents called attention
to worn or outdated amenities and safety
concerns. Lighting improvements, updated
playgrounds (such as at Legion Park and Sanders
Community Park), and enhanced sanitation
facilities were frequently mentioned. Safety and
cleanliness issues at Graceada Park, and the
need for investment in cultural spaces like the
McHenry Museum, further underscore the call
for broader facility maintenance and renovation.

Ongoing collaborative efforts, like those at Enslen
Park, were positively noted as models for future
improvement.
“This is the park I frequent the most, I play pickleball here almost every day. It is an awesome community
of diverse people that play together and have fun.

However, multiple people cars have been broken into,
and other weird activity has happened. Additionally,
the lack of clean, available restrooms is a common
complaint. Safety and sanitation are the biggest
issues here.”
- Feedback on Graceada Park
“Continue the work at the Enslen Park playground
area in front of the Boy Scout Clubhouse in
collaboration with PRN and the College Area
Neighborhood Alliance (CANA).”
- Feedback on Enslen Park
“The community would love a new playground,
splash pad, picnic area, and restrooms. It’s a park the community uses everyday and we would appreciate a
renovation.”
- Feedback on Sanders Community Park
“With the growing neighborhood, there needs to be
better lighting for safety, especially along the trails, and installation of accessible public restrooms.

Recreational facilities such as tennis courts and/
or a soccer field would greatly benefit those in the
neighborhood.”
- Feedback on St. Salazar Park
Conclusion
Community input gathered through the Social Pinpoint platform revealed clear and consistent community feedback-driven priorities that will help guide the City’s Parks, Recreation, and Neighborhoods Master Plan. Residents engaged through surveys, interactive maps, and budget exercises, generating over 800 contributions that reflect widespread interest in improving parks, expanding amenities, and enhancing safety. Residents clearly value the City’s Parks, recreation, and trails, with 93% indicating it is important to their household and many advocating for more inclusive, safe, and updated recreation opportunities citywide. Consistent themes included the need for restrooms, lighting, modernized play areas, indoor recreation options, and community gathering spaces.

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APPENDICES
Introduction
An organizational assessment is an evaluation of an organization’s structure, processes, and culture. It aims to identify strengths, weaknesses, opportunities, and challenges within the organization. This assessment typically involves reviewing data, conducting surveys, and engaging staff to gather insights. The goal is to provide recommendations for improvement and strategic direction to enhance the organization’s overall effectiveness and efficiency.

The City of Modesto’s (City’s) Parks, Recreation, and Neighborhoods Department (Department) entrusted BerryDunn to conduct an organizational assessment that would analyze the Department’s current organizational chart and make recommendations for changes to the current staffing structure.

This report presents the assessment process, findings, and strengthening opportunities.

Process Overview
The organizational assessment was informed by a review of Department documents and a series of discovery sessions with City staff.

Data Review
BerryDunn reviewed a variety of documents provided by Department staff, including eight organizational charts, approximately 145 procedural documents, position allocation and vacancy listings, a retirement eligible listing, and 2024 Employee Engagement Survey findings.

Employee Engagement
To glean insights into the employee experience, BerryDunn conducted a series of discovery sessions with City staff. After a virtual introductory meeting with the Director of Parks, Recreation, & Neighborhoods and a tenured Administrative Analyst II, the following discovery sessions were held in person:
• Deputy City Manager
• Five Division Managers
• Two Recreation Supervisors, four Administrative Analysts, two Parks Operations Supervisor, Events Coordinator, and Senior Landscape Architect • Director of Parks, Recreation, & Neighborhoods
Because a Citywide Employee Engagement Survey had been conducted within the previous year, BerryDunn utilized the survey results reported by Probolsky Research.

Appendix 4Organizational Assessment
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Findings
The findings section presents an overview of the Department and its leadership, and reviews its workforce engagement, processes, succession planning, and culture. The Department organizational structure is subsequently assessed for quantity and structure, role alignment and enhancement, and structure change opportunities.

Department Overview
The Department has four divisions within the
Department: Administration and Facilities,
Cultural Services, Recreation Programming,
and Maintenance and Operations. Four Division
Manager positions are designed to oversee each
Division. The Department Director supervises
the Division Managers. The Administration and
Facilities Manager position has been intentionally
unfilled (left vacant) for more than eight years;
therefore, the Department Director is currently
responsible for oversight of that division as well as
the other direct reports.

This scenario of top-level leadership positions left
intentionally vacant is one of several examples
that demonstrate the Department has been
providing services with unstable staffing levels
for the last two decades. The lack of resources,
quality personnel, and a vacillating revenue
stream have impacted the Department’s ability to
operate at a high level. Many of the observations
were made during a 2023 Fund Development
project and remained true during the 2025
organizational assessment process.

In the last year, the Parks Planning and
Development division was moved to the
Engineering Department. While the functional
roles seemingly aligned more efficiently,
synergies between the two Departments have
been difficult to maintain. The move was initiated
by City leadership without input from division
staff, leading to mixed feelings and confusion
about roles and responsibilities.

The Leadership System
The Department is guided by its mission
statement: “We create community and
enhance neighborhoods through people, parks,
programs and facilities.” This organizational
assessment examines the people who provide
the services that create community and enhance
neighborhoods.

The current leader of the Department, the
Director of Parks, Recreation, & Neighborhoods,
began in January of 2024. With aspirations
of becoming accredited by the Commission
for Accreditation of Park and Recreation
Agencies (CAPRA), the Director is using the
master planning process to demonstrate an
interest in continuous improvement and set the
Department up for future success.

The Department’s executive leadership team
(ELT) consists of the Director’s direct reports,
which include the Division Managers and the lead
Administrative Analyst II. The Parks and Planning
Manager continues to attend ELT meetings
despite the move to Engineering Services, due to
the ongoing communications needed between
the work groups. The Division Managers have
felt the ‘newness’ of the new Director has slowed
decision-making down over the past year.

Now that the Director has closer to two years
of tenure and agency understanding, there is
clear opportunity for the ELT to better define
the Department’s core purpose and strategic
direction for the coming years.

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Workforce Engagement
In a Citywide Employee Engagement Survey conducted in April 2024, 86% of Department employees indicated they were satisfied with their current job at the City of Modesto. Department employees were more likely than their Citywide peers to feel valued as an employee, feel appreciated, and that the culture in their work environment is caring and supportive. When asked about what items they were personally satisfied with, Department employees were more likely to indicate benefits, the opportunity to serve the public, and coworkers than their Citywide peers. Department employees felt less personally satisfied with recognition and professional development than their Citywide peers.

Process Management

STANDARD OPERATING PROCEDURES
The Department initiated a standard operating
procedure project in September of 2020. Staff
created a list of processes that were either
created already or needed to be created and
then provided ongoing updates in a shared
document that depicted progress via percent
complete indicators. BerryDunn conducted a
high level review of the documentation provided
by the Department. While not every process
was examined from start to finish, observations
include:
• Current documentation typically depicts
procedures for emergency response/safety,
equipment set-up, software use, opening/
closing facility, program/event planning,
participant tracking, and/or templates
according to functional areas.
• Within the sample procedures provided,
some of the procedures were more thorough,
with full sentence explanations while others
used high level, bullet statements. Consider
creating an standard operating procedure
(SOP) template format, to support consistent
formatting and core content. Categorize the
content according to their different functional
components, e.g., purpose, procedures,
checklists, expectations.
• Create consistency between community center
locations, to support an employee’s ability to
perform essential work duties consistently
regardless of location.
• Consider adding Department-wide emergency
management response expectations for
occurrences of severe/extreme weather
events, natural disasters, active shooters, etc.,
customized for every divisional team and work
location.

The fact that so much institutional knowledge
has been documented as a huge, positive step
in the direction of a well-organized Department
following best practices.

CUSTOMER SERVICE SYSTEMS
Department staff serve as the “face” of the City,
as they are often the team that has a staffed
service counter that answers walk-up service
requests and answers Citywide phone calls.

While a positive attribute, fulfilling Citywide
customer needs equates to time spent on nondepartmental customer support. Staff also feel they spend a lot of time on reactionary services,
such as graffiti and bathroom clean-up in the
parks.

The registration software is generally meeting
the staff and customer needs. Staff identified
an opportunity to enhance their training in the
software, to increase efficiency and modify
reports.
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CITYWIDE TASKS
Department staff have inherited Citywide tasks
within the Department, without the resources to
support the tasks. For example, Department staff
are responsible for human resource functions
(e.g., hiring), which has placed strain on a staff
group that does not have human resource
training or expertise. Staff described the process
between interviewing and hiring taking over
two months, often impacted by an internal
‘battle’ for the qualified applicants. Additionally,
the purchasing process was described as
cumbersome, with much of the process pushed
to the Department as well.

When asked what tasks staff wished they had
more time to do and struggled to find the time
for, staff indicated challenges in keeping up with
tasks such as cell tower agreements, contract
management, property management, and
mastering the recreation registration software.

Staff are either completing processes they’re
not skilled to do, equipped to do, and/or have
capacity to do. They are also consistently
waiting on Citywide processes and/or interdepartmental dependencies that cause delays and inefficiencies. Consider a Citywide workflow
analysis and process mapping exercise to identify
strengthening opportunities. If a task stays with
the Department, it needs sufficient personnel
and fiscal support to execute on the task.

REACTIVE WORKFLOW
Staff identified a need for proper planning with
new capital improvement projects, as operational
considerations and funding have historically been
left out of project and fiscal planning. There is
an opportunity to improve intentional planning
that establishes desired outcomes. For example,
recent budgetary planning for a new, expanded
aquatics facility had several budget items turned
down with no explanation. The result is an
Aquatics Coordinator whose workload is already
overloaded, and no additional staff to manage the
new aquatics facility.

A reactive workload and time constraints
tend to result in work being completed less
thoroughly than desired. Staff would like to work
more proactively and strategically yet need the
structure and support to do so.

Succession Planning
The ability for an agency to retain institutional knowledge and continue functioning efficiently and effectively despite personnel changes is grounded in its commitment to a solid succession plan.

Succession planning involves the process of developing employees through mentoring, training, and job rotation so they are ready to fill key roles in the future. Nearly 25% of the Department’s fulltime employees are currently retirement eligible—it is imperative that the Department focus on the development of succession plans and potential opportunities to promote leaders from within.

Culture
While the recent Citywide Employee Engagement Survey found that two-thirds (66%) of Department employees agreed that culture and morale in my work environment are generally good/positive, staff interviewed in focus groups shared feelings of being understaffed, ignored, and not supported by the City. The Department continues to be “sliced and diced” and therefore employees do not feel they know their place in the City. They described feeling targeted, expressed a feeling of inequity, and limited by resource scarcity. The frequent shifts have left some of the staff relating the Department’s experience to the stereotype of a stepchild’s experience.

The longstanding history of instability and financial constraints have led to staff frustrations. The recent passing of Measure H (and therefore increased funding) has actually led to increased stress—staff feel pressure to perform and question whether they are up to the challenge.

Despite the challenges, staff continued to express a can-do spirit, demonstrating a deep desire to serve and to create positive community experiences.

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Organizational Structure
Full-Time Equivalents (FTE’s)
The Department had 64.75 FTEs in FY 2025-26. Compared to the National Park and Recreation Association (NRPA)’s Park Metrics benchmarking data from communities with a population of 150,000 – 250,000, other communities the size of Modesto employ an average of 8.3 FTEs per 10,000 residents.

The Department’s number of FTEs per 10,000 residents is 3.4, which is significantly lower than the comparable communities.

The Department has struggled to maintain a consistent organizational structure due to unstable FTE allocations. Figure 1 demonstrates the number of FTEs in the Department fluctuated during the eight years examined.

Figure 1: Department FTE History
Figure 2: Department FTE History by Division or Role
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Figure 2 breaks out the FTE history by division or
role. At its lowest level, the Department consisted
of 52.75 FTEs in FY 2022-23; conversely, at its
highest level, the Department consisted of 72.75
FTEs in FY 2024-25. The number of FTEs within
each division varied from year to year in most of
the divisions, as did some of the formal position
allocation’s organizational unit (e.g., historical
properties).

Divisions
The Department has had four divisions across
the eight years examined. The overall functions
and titles of the divisions remained the same for
the first seven years, until FY 2025-26 when the
Parks Planning & Development division moved to
Engineering Services and a new Cultural Services
Manager was named.

While the parks and planning team understand
the connection between what they do and
the alignment with the Engineering Services
Department’s skill set and processes, they would
prefer to move back to the Department due to
the daily work synergies with other Department
staff members and efficiencies (e.g., the Manager
attends two different manager and director
meetings).

Professional Growth Opportunities
The current organizational structure does
not demonstrate a thoughtful, professional
development and succession plan. For example,
an advancement pathway from entry-level
management to mid-level management,
and ultimately upper-level management, is
not portrayed. The absence of progressive
employee development opportunities does not
demonstrate a commitment to employee growth
and can therefore inhibit successful recruitment
and retention. This observation directly relates to
the City’s recent employee engagement survey
findings that Department employees were less
likely than the average City employee to indicate
that they were growing professionally and were
also less likely to see a path to advance their
career in the City.

Future organizational structure should
demonstrate clear opportunities for advancement
and remain stable year after year.

Span of Control
In most agencies, supervisory staff can efficiently
and directly supervise five to nine direct
reports. The types of and number of positions
influences the effective number of direct reports.

The number of direct reports can be greater
when there are similar position responsibilities
reporting, such as a position overseeing several
recreation program coordinators. Conversely, a
position managing disparate job responsibilities
may be more effective with a narrower span of
control.

The Department organizational structure (as
of February 2025) outlines four managers
reporting to the Department Director, which is a
manageable and reasonable span of control. The
four Division Managers have extremely varied
spans of control; the Cultural Services Manager
oversees one full-time staff member, while the
Recreation & Neighborhood Services has 13 and
the Park Operations Manager has 14.

Directors and positions reporting to the director
need to spend time on visionary and strategic
initiatives and less time on tactical day–to-day
activities. The managers with the larger spans of
control do not have time to focus on the visionary
and strategic initiatives.

Functional Alignment Opportunities
BerryDunn observed an opportunity to betteralign the core functions of the four divisions.

Most significantly, the current alignment of
roles and responsibilities in the Administration &
Facilities division combines two functional areas
that are not related and separates the customer
experience. BerryDunn proposes the Cultural
Services Division becomes the Administrative and
Cultural Services Division, separating the Facilities
component from Administration and combining
functions such as community events, cultural
services, and historical properties. This shift would
arrange services under a leader with internal and
external customer service experience and join
work groups providing similar services. The guest
services function would move out of Recreation
& Neighborhood Services into the Administrative
and Cultural Services Division. Shifting that
division’s focus on internal and external customer
service better aligns the related work tasks
and supports additional business function
growth. The modifications allow the Recreation
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& Neighborhood Services division to focus on
serving the community through programs,
activities, and outreach, and arranges the facilitybased services and their corresponding structural requirements together.

PROPOSED FUNCTIONAL ALIGNMENT:

Administration & Guest
Services
Recreation & Neighborhood
Services
Park Operations &
Maintenance
• Administration
• Contract Management
• Fund Development
• Guest Services
• Human Resources
(department-specific)
• Marketing (departmentspecific)
• Purchasing (departmentspecific)
• Community Events
• Cultural Services
• Historical Properties
• Commissions
• Community Centers
• Community Outreach
• Recreation Programs
• Volunteer & Neighborhood
• Athletic Facilities
• Enterprise Facilities
• Event Support
• Fire Breaking
• Park & Trail Maintenance
• Park Operations
• Tagging Abatement
• Vegetation Management
• Volunteer Initiative Support
The proposed functional realignment creates a more balanced span of control for the Director and Division Managers and establishes a core framework for future growth within each Division.

Fund Development Plan Implementation
Successful Fund Development Plan
implementation requires staffing enhancements.

According to the Master Plan’s financial
assessment, recreation accounts for 34% of the
City’s general fund expenses but also generates
51% of the City’s general fund revenue, making it
the largest revenue-producing division. As such,
the Department should capitalize on its ability to
generate revenue as a pathway to providing more
community services.

The key requirement for shifting to a businessminded focus is to add staff positions whose purpose is to optimize service reach. A fund
development position would intentionally shift
the Department’s services to a business-minded
approach. Valuing the City’s current services
differently through a modified fee structure and
increased supply of services with the largest
return on investment would help offset the
expenses needed to provide community-based
services. Corresponding recreation programming
and marketing positions would need to be
integrated into this new business strategy – to
facilitate the services and generate participant
interest.
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Any new or enhanced services resulting from this
new business-minded approach should align with
the recent community needs survey results – to
help ensure the changes fulfill the expressed
community needs. Increasing programmatic
staffing would require additional business
services support in human resources, finance,
and customer service.

This mindset shift would help the City
implement the current Fund Development
Plan by creating a staffing structure to support
revenue growth. While retaining the community
benefit of recreation is philosophically core to
the Department’s mission, focusing on revenue
generation in areas with more individualized
benefit can help generate the funding needed to
support the entire operation.

Structural Change Recommendations
BerryDunn recommends organizational structure changes that are not so culturally radical that they would cause significant disruption. Rather, the suggested organizational structure changes suggest incremental shifts to build upon and grow what is already institutionalized. Recognizing that requesting many new full-time positions is not realistic or feasible, building the system incrementally with a few new positions added each year over a five-to-seven-year time frame should occur.

SHORT-TERM RECOMMENDATIONS:
• Shift to a three-division structure to foster
functional alignment
• Allocate equitable administrative support for
each division
• Increase support for internal business services,
such as fund development, human resource,
and finance
• Increase park maintenance support (see
Maintenance Assessment findings)
• Shift the Recreation & Neighborhood Services
Manager and Park Operations Manager’s direct
reports to three Supervisors each
LONG-TERM RECOMMENDATIONS:
• Increase programming staff to meet fund
development objectives AND fulfill community
needs
• Expand cultural services with collections and
programmatic support positions
• Create entry-level recreation “specialist” roles
and additional recreation coordinator positions,
supporting program growth and professional
development opportunities
• Enhance community outreach initiatives
The structure established in the short-term will
subsequently support the long-term goal of
introducing specialist-level positions under the
coordinator’s responsibility and adding more
coordinator positions. As the expectation to
increase quantities of programs and services
rises, so should the quantity of full- and part-time
positions.

The specialist role can be directly tied to
increased revenue streams; as such, more
details of the scenario will be depicted here. The
specialist role is generally specific to one line of
programming and is classified as a 20- or 30-hour
per week part-time position. The higher level
of responsibility warrants a higher pay rate. The
incentive built into these entry-level positions
is their potential to turn into full-time positions
in the future—if merited. The more specialists
produce, i.e., programs and participants, the
better the justification to adjust the position to
support participation and revenue growth. The
same logic can be applied to event support.

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Each layer of change presented here offers the building blocks to set-up the Department for long-term future growth and expansion. Close monitoring of each change via key performance indicators will help to determine if the continued growth of an area is prudent. For example, if a Day Trips Specialist position is added with the sole purpose of facilitating adult day trips, the position might start with 20 hours per week. In the first two years, if the number of day trips increases from 3 per season to 12 per season and net revenue doubles, that might be an indicator to change the position to a 30-hour per week allocation. Then, as 20 trips are planned every season and the participant following grows such that waitlists are frequently formed, the revenue calculations will likely indicate the justification for a full-time position to support that newly developed program area. The foundation, however, lies first in the establishment of the specialist role. Staff have expressed a need for more full-time staff; this structure is one method by which to support – and fund – the desire for additional full-time staff.

Proposed Organizational Chart
The proposed organizational charts in Figures 3 and 4 reflect the functional and structural suggestions described in this report’s previous sections. The number of FTE’s shifts from 64.75 to 77.5 in the shortterm and 86.5 long-term. Although this seems like a large shift, the new FTE’s can be integrated gradually over the next several years.

Figure 3: Proposed Department Organizational Chart: Short-Term 188 CITY OF MODESTO
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Figure 4: Proposed Department Organizational Chart: Long-Term

THE NEW POSITIONS THAT SHOULD BE
PRIORITIZED IN THE FOLLOWING ORDER:

1. Administrative & Cultural Services Manager

2. Aquatics Coordinator

3. Fund Development Supervisor

4. Building Maintenance Tech II

5. Marketing, Human Resources, and Purchasing
(.5 FTEs)

6. Gradual Integration of Maintenance Worker
and PPT Weekend Crew members
The Administrative Services Manager would free
up the Director’s ability to lead more strategic
initiatives as well as develop and hire the new
Fund Development position. The Aquatics
Coordinator position is critical because more
operational support is needed to successfully
open and operate the new aquatics facility.

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Opportunities
Strategic Direction
According to NRPA research, 90% of U.S. adults say that parks and recreation is an important local government service. To continue building a healthy, resilient community through parks and recreation, the Department must demonstrate that parks and recreation is an essential service. Building a strategy around strengthening the Department voice and demonstrating its value will be critical to enhancing the Department’s internal culture and external effectiveness.

After the City releases its next (2026-2030) strategic plan, the Department should conduct its own internal strategy planning workshops to define how the Department will carry out the Citywide plan and also develop its own inward focus. Considerations for the Department strategic plan include:
• Strengthen the purpose: Establish a unified
departmental identity and core purpose; then,
center future roles, departmental growth, and
adjustments to service offerings based on that
identity and core purpose.
• Focus inward. Internal culture is integral
to the Department’s success: Demonstrate
support and investment in employees to
perpetuate an atmosphere of confidence and
empowerment.
• Articulate a shared vision: Staff are craving
thoughtful and intentional change. Document
and celebrate a shared vision, then employ
change management techniques.
• Remove barriers: Plan for increased resource
allocations in a business-minded manner.

Identify Citywide processes for improvement
and efficiency opportunities.
• Stand taller: Confidently demonstrate the
Department’s value, positive community
impact, and subsequent data-driven rationale
for growth and expansion.

All levels of Department staff should be included
in the strategy development process – promoting
involvement, engagement, and connection. This
mindset shift will infuse pride and confidence
into the Department team—helping them believe
their role is critical, relevant, and essential to the
community’s wellbeing.
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Action Items
As the Department envisions its future, organizational structure, strategy, and investment action items should be considered.

Organizational Structure
• Invest in an organizational structure that meets
community needs
• Enhance customer service through division
function realignment
• Revise the organizational structure to support
employee professional growth
• Shift leadership’s span of control within best
practice ranges
• Execute the revenue plan’s staffing structure to
support revenue growth
• Strengthen Departmental support for
marketing, hiring and purchasing
Strategy
• Create a succession plan
• Adopt and employ change management best
practices
• Develop a departmental strategic plan
• Tell the story of the Department as an essential
service
• Capitalize on the Department’s ability to
generate revenue as a pathway to providing
more community services
• Consider a Citywide workflow analysis
and process mapping exercise to identify
strengthening opportunities
• As Citywide functions are reorganized, consider
strategic growth in other functional areas
Investment
• Budget for all operational needs with new
CIP projects
• Expand staff support to align with program
growth, and subsequent revenue growth
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APPENDICES
Introduction
The City of Modesto, CA (City) has contracted with BerryDunn to provide a parks maintenance assessment and analysis as part of the master plan. The objective of study is to recommend maintenance services necessary to restore park assets to fully operational status. This assessment and analysis will serve as a critical step in the project, which will ultimately become a guide for strategic decision-making for City. The goal of the study is to enhance the overall functionality and quality of the City’s park maintenance.

Scope of Work
Process
In the early spring of 2025, BerryDunn conducted a high-level analysis of City park maintenance operations. The assessment included:
• On-site tours and inspections (Observation Report – provided as a staff document)
• Staff Strength, Weakness, Opportunities, Threats (SWOT) for Park Maintenance • Staff interviews/discovery sessions
• Documentation review (of information applicable to operations) • Analysis Of Park Maintenance Full-Time Equivalent (FTE) projections The purpose of this analysis is to provide an outside perspective to review and help improve the success of park maintenance operations. This assessment is considered high-level and not a detailed review of park maintenance operations for each individual park.

The City operates over 75 parks, which include community parks, neighborhood parks, aquatic facilities, splashpads, water fountains, sports field complexes, outdoor tennis centers, community centers, and multiple trails. Parks maintenance is part of Parks, Recreation & Neighborhoods, which is responsible for the maintenance of the parks, aquatic features, and facilities mentioned above.

This report is intended to serve as a guide to support the master plan BerryDunn is conducting. The key findings in this Park Maintenance Analysis were the result of on-site analysis, discussions, interviews/discovery sessions, and review of maintenance and operations procedures. BerryDunn has identified key overall findings from this analysis, which are supported by each part of the study that is reported upon within this document.

Appendix 5Park Maintenance and Operations Assessment Report 192 CITY OF MODESTO
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BerryDunn recommends that the information
in this report be considered within the larger
context of the overall plan.

Finally, on-site operation inspections were
completed at a particular point in time during the
2025 spring season. This means variables exist
that impact operations, such as weather, type of
programming or service taking place, on-site staff
experience, maintenance functions, and other
factors that could influence the findings in this
report. However, BerryDunn reviewed historic
data and future planning considerations included
in this effort.

Document Review
The City provided the following documents,
which BerryDunn reviewed as part of the Parks
Maintenance Analysis:
• Compensation Study 2023 Final
• PRN - FY 24-25 Position Allocation & Vacancy
List 07.08.24
• Park Inventory Updated Jan 8, 2025
• Park amenities and acreage 4-16
• PARK OPS PB-SBFS-0004-Position_Detail_
Benefits_and_Statutory
• Fleet Inventory 2025
• Full-Time Parks Staff 9-11-2025
• PRN ORG Chart FY 25-26 (Budget)
• FY2023-24 PRN Org Chart includes New
Allocations
• PRN – FY 24-25 Position Allocation & Vacancy
List 07.08.24
BerryDunn developed the following documents,
which were reviewed as part of the Parks
Maintenance Analysis:
• Modesto CA Needs Assessment Report
• Modesto Park Maintenance and Observations
Report
• Modesto Park Inventory Atlas
• Modesto Park Maintenance Staff SWOT
Analysis Report
Parks Maintenance (Systemwide)
BerryDunn analyzed the entire parks maintenance system at a high-level based on discovery sessions with staff and high-level site inspections. The focus of the analysis was on the maintenance of the park system as a whole. Park managers and supervisors are not included in the projected FTE projections.

Sample of the maintenance tasks included:

Table 1: Sample Maintenance Tasks
Sample Maintenance Tasks
Prep Time Trails (General Inspection/ maintenance/ trash/ litter)
Horseshoe Pit
inspection/
maintenance
Travel Time Trail Maintenance Vegetation Management Skate Park inspection/ maintenance
Administrative Duties Playgrounds inspection/repair Parking Areas PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 193
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Sample Maintenance Tasks
Special Assignments Playground mulching raking/ leveling Splash Pad
inspection/
maintenance
Training Playground mulching replacing Pool inspection/ maintenance
New Equipment
Training
Outdoor Fitness Equipment Stations inspection/
repair
Monthly Inspections
Maintenance Shop
Special Event
Maintenance Restroom Cleaning Monthly Inspections
(Vehicles)
Active Areas 791.6
acres (general
inspection/
maintenance/ trash/
litter 1/2)
Volleyball Court inspections/maintenance Large Equipment Maintenance
Parks Landscape
Maintenance
(weeding, planting,
pruning) per site
Basketball Court inspections/maintenance Small Equipment Abatement Baseball/Softball field maintenance
Soccer field
maintenance (lining
field/ repairing goals/
mowing)
Trim trees, shrubs,
weeding Synthetic turf field maintenance
Tennis Court
inspections/
maintenance
Empty trash
receptacles
Undeveloped Areas 453 acres (general
inspection/ maintenance/trash/ litter)
Dog Potty
Receptacles Pickleball Court inspections/maintenance
Assumptions
Not included in the analysis, one manager, three
park supervisors, two admin assistants
Included in the analysis three crew leaders, two
head groundskeepers, one groundskeeper, four
mechanics, 23 maintenance workers
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The following spreadsheet analyzes the projected number of FTEs required to maintain the City’s park system. The spreadsheet lists the following:
• Maintenance and repair tasks
• Notes related to tasks, the unit (e.g., each, acre,
sq. ft., mile) for each task
• The number of units (e.g., how many trash cans,
playgrounds, fields)
• The unit personnel hours (how long it typically
takes one staff member to complete the task
once)
• The average hourly payrate including benefits
• The cost for employee per task annually
• The frequency with which the task is
completed annually
• The consumable unit (e.g., cost for gas, trash
bags per can, materials)
• The cost of any associated utilities
• Annual costs for each task
• The number of personnel hours annually for
each task
• The projected FTEs for each task.

The analysis of the projected number of FTEs
required to maintain the City’s park system is
based off one FTE being able to perform an
average of 1,808 hours of work annually. The
analysis accounts for Family and Medical Leave
Act (FMLA) and other leave.
• 2,080 (40 hours a week X 52 weeks)
▷ Average 14 holidays (8 x 14) = 112 hours
▷ Average five sick days (8 x 10) = 40 hours
▷ Average five miscellaneous days (extra
vacation, FMLA, injury, etc.) = 40 hours
▷ Average 10 vacation days (8 x 10) = 80 hours
• Actual hours an FTE works 2080 – 272 = 1,808
An employee would actually work 45.2 of the 52
weeks in a year, during an 8 hour day, staff spend

1.91 hours prepping, traveling, inspecting vehicles
and doing administrative tasks and 6.09 hours in
the field.

Park maintenance is budgeted for 36 FTEs,
of which 31 are allocated to physical park
maintenance and supported by one manager,
three park supervisors, and one administrative
staff.

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Table 2: Park Maintenance

MAINTENANCE & REPAIR TASK UNIT

TAKE-OFFS

MULTIPLIER
(# of Units)
UNIT

PERSONNEL
HOURS

AVERAGE
HOURLY
RATE inc
Benefits

HUMANPOWER
ANNUAL

FREQUENCY

CONSUMABLES/
UNIT

CONSUMABLES
ANNUAL
COSTS
UNIT

PERSONNEL
HOURS
FTEs Notes
Prep Time Each Staff 33.00 0.8 $50.78 $302,973.85 226 $0.00 $0.00 $302,973.85 5966.4 3.300 Travel Time Each Staff 33.00 1.0 $50.78 $378,717.31 226 $5.00 $37,290.00 $416,007.31 7458 4.125 Administrative Duties Each 33.00 0.5 $50.78 $41,893.51 50 $0.00 $0.00 $41,893.51 825 0.456 weekly Special Assignments Each 33.00 4.0 $50.78 $335,148.06 50 $10.00 $16,500.00 $351,648.06 6600 3.650 weekly Training Each 33.00 0.8 $50.78 $16,087.11 12 $10.00 $3,960.00 $20,047.11 316.8 0.175 monthly New Equipment Training Each 33.00 3.0 $50.78 $60,326.65 12 $10.00 $3,960.00 $64,286.65 1188 0.657 monthly Special Event Maintenance Event 33.00 4.0 $50.78 $40,217.77 6 $10.00 $1,980.00 $42,197.77 792 0.438 Active Areas 791.6 acres (general inspection/maintenance/trash/litter 1/2) 1 Acre 395.8 0.5 $50.78 $1,045,133.83 104 $1.00 $41,163.20 $1,086,297.03 20581.6 11.384 2 times a week Parks Landscape Maintenance (weeding, planting, pruning) per site Site 75 1 $50.78 $99,021.02 26 $5.00 $9,750.00 $108,771.02 1950 1.079 every other week
Abatement Staff 2 8 $50.78 $183,620.51 226 $5.00 $2,260.00 $185,880.51 3616 2.000 daily Trim trees, shrubs, weeding Locations 75 4.0 $50.78 $30,468.01 2 $20.00 $3,000.00 $33,468.01 600 0.332 2 times a year Empty trash receptacles Site 75 1 $50.78 $594,126.10 156 $5.00 $58,500.00 $652,626.10 11700 6.471 3 times a week Dog Potty Receptacles Site 75 0.3 $50.78 $59,412.61 52 $5.00 $19,500.00 $78,912.61 1170 0.647 weekly Undeveloped Areas 453 acres (general inspection/maintenance/trash/litter) 1 Acre 453 0.5 $50.78 $138,020.06 12 $1.00 $5,436.00 $143,456.06 2718 1.503 monthly Trails (General Inspection/maintenance/trash/litter) Mile 17 0.5 $50.78 $22,444.76 52 $5.00 $4,420.00 $26,864.76 442 0.244 weekly Trail Maintenance Vegetation Management Mile 17 2.0 $50.78 $6,906.08 4 $50.00 $3,400.00 $10,306.08 136 0.075 quarterly Playgrounds inspection/repair Each 54 0.8 $50.78 $114,072.21 52 $10.00 $28,080.00 $142,152.21 2246.4 1.242 weekly Playground mulching raking/leveling Each 54.00 0.3 $50.78 $1,645.27 2 $0.00 $0.00 $1,645.27 32.4 0.018 2 times a year Playground mulching replacing Site 54.00 4 $50.78 $21,936.96 2 $9,000.00 $972,000.00 $993,936.96 432 0.239 2 times a year Outdoor Fitness Equipment Stations inspection/repair Each 7 0.8 $50.78 $14,787.14 52 $10.00 $3,640.00 $18,427.14 291.2 0.161 weekly Restroom Cleaning Each 54 0.5 $50.78 $479,871.08 350 $5.00 $94,500.00 $574,371.08 9450 5.227 daily Volleyball Court inspections/maintenance Each 8 0.5 $50.78 $10,562.24 52 $10.00 $4,160.00 $14,722.24 208 0.115 weekly Basketball Court inspections/maintenance Each 25.5 0.5 $50.78 $33,667.15 52 $5.00 $6,630.00 $40,297.15 663 0.367 weekly Baseball/Softball field maintenance Each 0 0.5 $50.78 $0.00 40 $5.00 $0.00 $0.00 0 0.000 40 weeks/year Synthetic turf field maintenance Each 3 0.5 $50.78 $3,046.80 40 $5.00 $600.00 $3,646.80 60 0.033 40 weeks/year Soccer field maintenance (lining field/repairing goals/mowing) Each 31 2.0 $50.78 $125,934.42 40 $5.00 $6,200.00 $132,134.42 2480 1.372 40 Tennis Court inspections/maintenance Each 33 0.5 $50.78 $43,569.25 52 $10.00 $17,160.00 $60,729.25 858 0.475 weekly Pickleball Court inspections/maintenance Each 12 0.5 $50.78 $15,843.36 52 $5.00 $3,120.00 $18,963.36 312 0.173 weekly Horseshoe Pit inspection/maintenancemaintenance Each 24 0.5 $50.78 $31,686.73 52 $5.00 $6,240.00 $37,926.73 624 0.345 weekly Skate Park inspection/maintenance Each 1 1.0 $50.78 $2,640.56 52 $20.00 $1,040.00 $3,680.56 52 0.029 weekly Parking Areas Each 23 1.0 $50.78 $121,465.78 104 $100.00 $239,200.00 $360,665.78 2392 1.323 2 times a week Splash Pad inspection/maintenance Each 9 0.5 $50.78 $63,982.81 280 $20.00 $50,400.00 $114,382.81 1260 0.697 daily for 40 weeks
Pool inspection/maintenance Each 1 2.0 $50.78 $28,436.80 280 $20.00 $5,600.00 $34,036.80 560 0.310 daily for 40 weeks
Monthly Inspections Maintenance Shop Each 2 0.8 $50.78 $974.98 12 $20.00 $480.00 $1,454.98 19.2 0.011 monthly Monthly Inspections (Vehicles) Each 10 0.3 $50.78 $1,828.08 12 $27.50 $3,300.00 $5,128.08 36 0.020 monthly Large Equipment Maintenance Each 53 2.0 $50.78 $21,530.72 4 $100.00 $21,200.00 $42,730.72 424 0.235 quarterly Small Equipment Maintenance Each 50 0.5 $50.78 $15,234.00 12 $10.00 $6,000.00 $21,234.00 300 0.166 monthly

MAINTENANCE & REPAIR TASK UNIT

TAKE-OFFS

MULTIPLIER
(# of Units)
UNIT

PERSONNEL
HOURS
HOURLY
RATE inc
Benefits

HUMANPOWER
ANNUAL

FREQUENCY

CONSUMABLES/
UNIT

CONSUMABLES
ANNUAL
COSTS
UNIT

PERSONNEL
HOURS
FTEs Notes
$4,507,233.59 $1,680,669.20 $6,187,902.79 88,760.00 49.093 196 CITY OF MODESTO
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The analysis for the required park maintenance across the entire parks system justifies 49.093 FTEs.

The following table shows current annual shortfall of hours for parks maintenance of 25,012.20 hours.

Table 3: Shortfall of Hours for Parks Maintenance
Park Maintenance
# of
Budged
FTE
# FTE
Dedicated to
Daily Parks
Maintenance
# Filled FTE
Dedicated to
Daily Parks
Maintenance
Field
Working
Hours
Per Day*
Average
Working
Days Per
Year**
Available
annual field
work hours
Consultant recommended staffing to
meet baseline service levels in all parks 54.09 49.09 49.09 6.09 227 67,867.53 Modesto's current staffing 36 31 31 6.09 227 42,855.33
25,012.20
* An employee would actually work 45.2
of the 52 weeks in a year, during an 8
hour day, staff spend 1.91 hours
prepping, traveling, inspecting vehicles
and doing administrative tasks and 6.09
hours in the field.
**Assumes 261 business days minus:
14 holidays
average 10 days of vacation
average 5 sick days
average 5 miscellaneous days (extra
vacation, FMLA, injury, etc.)
Current annual shortfall for parks
maintenance 18.09 18.09 18.09
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Key Findings
Based on the analysis, parks maintenance is generally performed at a level that meets the needs of services provided. BerryDunn identified the following key findings during discovery sessions and site visits.

Overall, Park Maintenance
KEY OBSERVATION:
• Operations do not follow industry best
practices when performing park related
maintenance tasks. There is not enough
dedicated staff, time, resources.
• Parks do not appear to be well maintained.

Turf areas are in poor condition, and many
amenities are broken or in poor condition.
• Landscaping does not appear to be well
maintained; many areas show the effects of
age and wear.

OPPORTUNITIES FOR IMPROVEMENT:
• Staffing
▷ Request funding to hire additional staff.
▷ Collect and document the institutional
knowledge and experience of the City’s
long-tenured employees to prepare for staff
turnover.
▷ Develop position descriptions that are more
detailed.
▷ Improve communication up and down the
organization.
▷ Analyze staffing levels for each park.
▷ Improve staff recruitment and retention
practices.
▷ Allow more time for training and crosstraining of staff. • The diamond infields needs attention.
▷ Develop an improved repair and
replacement system to address
infrastructure conditions.
▷ Increase Capital Improvement Plan
(CIP) budgets to upgrade and repair
parks, amenities, and facilities. Consider
contracting to rehabilitate a park, including
turf areas, then return maintenance to park
staff.
▷ Consider using digital boards for staff
communication — data can be saved, and
information can be accessed on mobile
devices.
▷ Develop a succession plan for full- and parttime employees. 198 CITY OF MODESTO
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▷ When designing new parks/amenities,
account for operations and maintenance
needs (staffing, equipment, funding). Involve
maintenance staff in design. Invest in
infrastructure updates:
– Staff indicate a desire to have input when
designing parks regarding types of plants to
include and not include based on required
maintenance.
– Signage is dated and entryways are not very
welcoming.
– Several facilities and amenities need
refreshment.
– Turf and landscaping could benefit from a
refresh.
• Consider investing in additional equipment:
▷ Battery-powered hand tools, blowers
(quieter), staff indicate that the electric
blower is not as powerful as needed, and the
battery does not last very long—poll staff for
suggestions.
• Supervise the consistency of contractor
performance.
• Address issue about homelessness.

Recommendations
Opportunities for Improvement
• Staffing
▷ Request funding to hire additional staff.
▷ Develop a succession plan for parks
maintenance operations.
▷ Collect and document the institutional
knowledge and experience of the City’s
long-tenured employees to prepare for staff
turnover.
▷ Improve communication up and down the
organization.
▷ Consider adding PPT permanent part-time
staff for weekends.
▷ Share operational successes and challenges
from each park’s maintenance crew.
▷ Hold consistent onboarding and training
for staff to allow parks maintenance and
operations training and sharing of staff
across work groups when needed.
▷ Improve staff recruitment and retention
practices.
▷ Allow more time for training and crosstraining of staff. • Develop an improved repair and replacement
system to address infrastructure conditions.
• Increase CIP budgets to upgrade and repair
parks, aquatics, amenities, and facilities.

Consider contracting to rehabilitate a park,
including turf areas, then return maintenance
to park staff.
• Encourage supervisors and leadership staff to
visit parks more often and be visible to staff.
• Using specialized restrooms with access
control/locks for after-hour security like Throne
Restrooms.
• When designing new parks/amenities,
account for operations and maintenance
needs (staffing, equipment, funding). Invest in
infrastructure updates.
• Staff indicate a desire to have input when
designing parks regarding types of plants to
include and not include based on required
maintenance.
• Supervise the consistency of contractor
performance.
• Address issue about homelessness.

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• Expand funding for critical and ongoing repair
needs.
• Set consistent expectations for operations
and maintenance standards for all parks
maintenance work groups.
• Develop consistent standards for equipment
storage and maintenance operations.
• Upgrade infrastructure (e.g., walkways,
structures, landscape and turf, restrooms,
irrigation).
• Overtime increase Park Maintenance staff for
physical park maintenance to 49.09 FTEs.

Strategies to Prevent Homeless Encampments in Parks:

REGULAR PATROLS AND MONITORING
• Frequent Park Inspections: Conduct regular
park patrols and inspections, particularly in
areas known for encampments. This will allow
maintenance teams to address issues quickly
and prevent encampments from forming.
• Park Rangers or Maintenance Staff with
Outreach: Equip park rangers or maintenance
staff with training on how to engage with
homeless individuals in a compassionate
way, helping them access services while also
maintaining park regulations.

ENVIRONMENTAL DESIGN TO DISCOURAGE

ENCAMPMENTS
• Remove Dense Vegetation and Cover: Trim
or remove thick bushes, shrubs, or trees that
could provide shelter or hiding places for
encampments.
• Install Anti-Camping Features: Design park
amenities to discourage camping. Examples
include:
• Benches with armrests that prevent people
from lying down.
• Fencing or low walls that prevent tents or
other encampment structures from being
set up.
• Low, sloped grass areas where tents are
harder to establish.
• Open Spaces and Sightlines: Keep open
spaces that are visible and monitored, making
them less conducive to camping. Remove any
areas where people could easily hide away from
public view.

EFFECTIVE WASTE MANAGEMENT
• Adequate Trash and Recycling Bins: Ensure
that there are plenty of trash and recycling bins
in the park, especially in areas near entrances
and high-traffic areas. Regularly empty and
maintain them to reduce the likelihood of trash
accumulating in encampments.
• Public Restrooms: Provide clean, accessible
public restrooms. If feasible, install facilities
with access control (e.g., key cards or codes)
to prevent misuse by individuals who may be
living in the park.
• Using specialized restrooms with access
control/locks for after-hour security like
Throne Restrooms
• Scheduled Cleanups: Conduct routine
cleanups to ensure parks remain clean and free
from debris that could attract encampments.

These can be scheduled weekly or biweekly,
depending on the park’s usage.

CLEAR SIGNAGE AND COMMUNICATION
• Visible Signage about Rules and Regulations:

Display clear signs in parks that indicate
no camping or overnight stays are allowed.

Signs should also provide information on
how to access shelters and other resources,
encouraging individuals to seek help.
• Public Awareness Campaigns: Promote
the importance of park rules through public
awareness campaigns, social media, and
community outreach, ensuring that the
broader community understands the park’s
policies regarding homelessness.
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TEMPORARY BARRIERS OR

INFRASTRUCTURE ADJUSTMENTS
• Install Barriers in Vulnerable Areas: Use
temporary or movable barriers such as
gates, fencing, or bollards in areas prone to
encampments. These can be adjusted based
on park usage patterns.
• Adjust Park Layouts: For example, convert
areas with excessive tree cover into more open,
visible spaces, making it less attractive for
setting up campsites.
• Hardscape Improvements: Replace areas with
soft surfaces (e.g., grass or dirt) with harder
surfaces like concrete or gravel to make it more
difficult for individuals to pitch tents or create
lasting encampments.

PROVIDE AMENITIES THAT ENCOURAGE

POSITIVE PARK USE
• Provide Functional and Engaging Spaces:

Ensure there are attractive amenities that
encourage people to use the parks for
recreational purposes, such as fitness stations,
dog parks, playgrounds, and sports facilities.
• Public Art and Cultural Engagement:

Incorporate public art installations, temporary
exhibitions, or performance spaces that
promote the park as a cultural and social hub
rather than a place for encampments.

PARTNERSHIP WITH HOMELESS OUTREACH

AND SUPPORT ORGANIZATIONS
• Partnerships with Shelters or Non-Profits:

Collaborate with local shelters or non-profits
to help direct individuals who need shelter to
appropriate, temporary accommodations.
• Referral Services: Work with local outreach
groups to ensure that homeless individuals
in the parks are connected to the appropriate
resources, such as shelter, food, or healthcare.

LEVERAGE TECHNOLOGY FOR MONITORING

AND RESPONSE
• Surveillance Cameras: Use security cameras
in high-risk areas to monitor activity and deter
encampments, while ensuring privacy rights
are respected.
• GPS Tracking for Maintenance Needs: Use
GIS (Geographic Information Systems) or
other tracking tools to monitor problem areas
and allocate resources for park maintenance
efficiently.

STRONG LAW ENFORCEMENT

COLLABORATION
• Compassionate Enforcement: Collaborate
with local law enforcement to enforce park
regulations on camping and overnight stays,
but with a focus on providing assistance rather
than punitive measures. Officers can help
direct people to services while ensuring the
safety and cleanliness of the park.
• Clear Procedures for Handling Encampments:

Establish clear protocols for how encampments
should be handled if they do arise. This includes
giving individuals time to relocate, offering
resources, and working with outreach teams.

NOTE: Addressing Homelessness systematically
is a much larger issue: To address homelessness
in parks, a multi-pronged approach is needed,
focusing on both immediate needs and longterm solutions. This includes providing access to essential services, creating supportive
environments, and addressing the root causes
of homelessness through affordable housing
initiatives and community engagement.

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APPENDICES
Introduction
The Program Analysis Report provides a comprehensive evaluation of the Modesto Parks, Recreation, and Neighborhoods Department’s (the Department) program offerings. It identifies key strengths, challenges, and opportunities, while also highlighting gaps in programming and areas for future consideration. This report serves as a strategic tool to guide the Department’s continued growth and alignment with community needs.

The assessment was informed by both quantitative and qualitative data, including:
• The Department’s published Activity
Guide
• Participation data from Fiscal Year
2024 (FY2024)
• Revenue and expense reports
• Results from the Department’s
community needs assessment
survey
In addition, internal staff listening sessions and robust community engagement efforts contributed valuable perspectives and feedback. The integration of these insights with data analysis provided a well-rounded understanding of current program performance and community expectations. This informed approach helps guide data-driven recommendations for enhancing and evolving the Department’s programs and services.

Program Menu and Performance
The program menu consists of programs and services offered during specific times at parks, pools, and recreation facilities. Programs and activities reviewed contain full data sets from fiscal year (FY) 2023 and 2024. This section will review the menu’s core program areas, service format, program inventory, program distribution, and age segmentation.

Core Program Areas
Core program areas are broad categories that represent the primary focus areas of an agency’s programs and activities. These areas help to structure and organize programs, initiatives, or services offered by an agency, aligning them within its mission, vision, and strategic goals. Core program areas often reflect the agencies priorities that are used to allocate resources, measure impacts, and communicate their work to the community. While all core program areas will not check all the following boxes, they should check at least four of the following characteristics below:
• Provided for a long period of time
(over four – five years) and/or is
expected by the community
• Consumes a relatively large portion
(5% or more) of the agency’s overall
budget
• Has wide demographic appeal
• Has a tiered level of skill development
available
• Has dedicated full-time staff
• Has specific support facilities
designed
• Controls a significant percentage of
Appendix 6Program Analysis
the local market (20% or more)
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The Department is actively pursuing accreditation
through the Commission for Accreditation
of Parks and Recreation Agencies (CAPRA),
a prestigious recognition of excellence in
operations, planning, and service delivery. A
key requirement of CAPRA accreditation is the
identification and establishment of core program
areas that reflect the community’s needs and
expectations.

To meet this standard, the Department has
identified nine core program areas that align
with community interests, enhance program
clarity, and support strategic planning. These
categories serve as an organizational framework,
guiding program development, evaluation, and
communication. Below are the Department’s
designated core program areas, each
accompanied by a brief description:
• Active Older Adult Programs: Provide
recreational, educational, and social
opportunities designed to support healthy
aging, physical activity, and community
engagement for adults 55+. This core program
area fosters wellness, lifelong learning, and
meaningful connections in a welcoming
environment.
• Adaptive Recreation Programs: Programs
focusing on providing inclusive, accessible, and
supportive environments where participants
can engage in sports, fitness, art, and social
activities.
• Adult Programs: Programs for participants
between the ages of 19 – 54 that offer a variety
of activities that support physical health,
personal enrichment, and social connection.
• Aquatics and Water Safety: Programs and
services provide the opportunity for individuals
of all ages to enjoy water-based activities while
learning essential safety skills; emphasizing
both fun and safety, which helps participants
become water competent leading to water
safety.
• Contract Programs: Programs led by third
party contracting agreements that are
organized and delivered by external instructors
or organizations under a formal partnership.

Providers are responsible for program content,
while the Department manages registration
and facility access.
• Facility Reservations & Permits: Manage
community access to picnic shelters, athletic
fields, sports courts, and indoor facilities
ensuring organized and equitable use through
a structured rental and approval process.

This core program area supports community
events, recreation, and public gatherings.
• Special Events: Include community
celebrations, festivals, and cultural activities
that bring people together, foster community
pride, and enhance quality of life. This core
program area supports social connection and
local identity through inclusive, memorable
experiences that are either hosted or co-hosted
with community partners.
• Toddler Programs: Programs designed for
participants between the ages 2-5 to support
early childhood development through play,
movement, and social interactions. This core
program area fosters learning, creativity, and
motor skills in a safe, engaging environment.
• Youth Programs: Provide recreational,
educational, and social activities that promote
skill-building, creativity, and personal growth.

This core program area supports healthy
development and engaging for participants
between the ages of 6 – 17 in a safe and
inclusive environment.

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Program Inventory
The following list outlines major program categories commonly offered by parks and recreation agencies nationwide. It serves as a benchmark to help identify potential gaps in service by comparing an agency’s current offerings to those typically found across the field.

When the Department’s program inventory was evaluated against this comprehensive list, it was found to include a substantial portion—73.3%—of the categories represented. This comparison highlights both the breadth of existing offerings and opportunities for future program expansion. (Note: Program categories not currently offered by the Department are highlighted in blue.) Active Adult programs
Aquatics
Arts
Before/After-School
Biking
Birthday Party Services
Child Care
Cooking
Dance
Day/School-Break Camps
Disc Golf
E-Sports
Early Childhood
Environmental/Nature
Extreme Sports
Fitness
General Interest
Golf
Gymnastics/Tumbling
Historical Programs
Homeschool
Horseback Riding
Ice Skating/Hockey
Language Arts
Lifelong Learning
Martial Arts
Music
Open Gym
Outdoor Adventure
Pets
Pickleball
Preschool
Seniors
Special/Community Events
Specialty Camps
Sports

STEM/STEAM
Summer Camps (Daylong)
Sustainability/Green
Teen programs
Tennis
Theatre/Acting
Therapeutic Recreation
Trips
Wellness
For comparison purposes, the consulting team reviewed the program category percentages against its database of park and recreation agencies nationwide. The average percentage of program categories of comparison agencies serving populations of 150,000 – 250,000 was 70.5%, which is lower than the Department’s 73.3%. The Department has a diverse and impressive inventory of programs and should celebrate its offerings. The program categories depicted with blue text represent opportunities for program menu expansion that could align with community needs. For example, E-Sports have emerged as a rapidly growing program area for many agencies, creating new opportunities for both youth and adults. These programs help bridge gaps in access and participation, fostering equity by engaging individuals who may not have been reached through traditional recreational offerings.

Several other programs on this list (martial arts, gymnastics, theatre) could be incorporated into the Department’s portfolio by strategically expanding the core program areas offered through contract or subsidized programs. This approach would allow the Department to diversify its offerings while maintaining accessibility and affordability for the community. 204 CITY OF MODESTO
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Program Service Format
The Department delivers recreation services in a variety of ways to meet the diverse needs of the community. Walk-in activities, such as open after-school programs for youth, provide accessible, dropin opportunities for engagement. Enrollment-based programs—scheduled on specific days and times and requiring pre-registration—serve toddlers, youth, adults, and seniors. Offerings include both onetime and recurring programs, such as sports leagues, swim lessons, water safety classes, educationbased courses, and special events. While some programs are free of charge, most require a nominal fee or other financial contribution. To ensure equitable access, the Department maintains a robust scholarship program that provided meaningful financial assistance to qualified families and was widely utilized in FY2024.

Program Distribution
Analyzing how the Department’s enrollment-based programs are distributed across core program areas provides valuable insight into the balance and reach of its overall program menu. This analysis helps identify strengths, uncover gaps, and assess equity in program offerings. For applicability purposes, the facility permits, and reservation core program area was omitted from this analysis. Figure 1 illustrates the total number of non-duplicated programs offered in FY2023 and FY2024, highlighting year-over-year trends.

Figure 1: Total Programs Offered in FY2023 and FY2024
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The special events core program area offers the
highest number of non-duplicated programs,
with 55 unique offerings. Youth Programs rank
second, with 31 non-duplicated programs. At the
other end of the spectrum, Toddler Programs,
Adaptive Recreation Programs, and Contract
Programs have the lowest number of offerings.

It is commendable that the Department has
designated Adaptive Recreation as a core
program area; however, it currently lacks the
program depth needed to meet community
needs. According to the 2023 Census, 14.7% of
Modesto residents have some form of disability—
more than double the California state average
of 5.8%. This disparity represents a significant
service gap that warrants prioritized investment,
strategic planning, and targeted program growth
to ensure equitable access for all residents.

It is common for special events and youth
programs to offer the highest number of
programs due to the diversity in abilities needed
to provide equity and access. When analyzing the
program distribution, it is important to remember
that the Department also offers many drop-in
opportunities that may not be documented or
depicted in Figure 1. The distribution of the core
program area percentages in relation to Figure 1 is
depicted in Figure 2.

Figure 2: FY2023 and FY2024 Enrollment-Based Program Distribution Age Segmentation
The age segmentation analysis examines
how the Department’s program offerings are
distributed across specific age groups. For this
review, BerryDunn aligned age categories with
the Department’s existing structure:
• Early Childhood: ages 0–5
• Youth: ages 6–12
• Teen: ages 13-17
• Adults: ages 18–54
• Seniors: ages 55+
BerryDunn assessed two fiscal years of
registration-based program opportunities,
tallying the number of offerings targeted to each
age segment. When a single program section
served multiple age groups, it was counted in
each applicable category to ensure an accurate
reflection of service reach.
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This analysis highlights trends in age-specific programming, helps identify underserved populations, and informs strategic planning for balanced program development. Figure 3 illustrates a combined percentage of registration-based programs by age segment for both FY2023 and FY2024.

Figure 3: Age Segmentation of Enrollment-Based Programs Offered The Department offered 498 programs
and classes in FY2023 and FY2024 that
required registration and enrollment. Figure
3 demonstrates the wide range of age
groups engaged in the Department’s parks
and recreation programs, underscoring the
department’s role in serving residents at every
stage of life. Youth ages 6–12 make up nearly
half of participants (48%), a clear indication that
elementary and middle school children are the
most frequent users of programs and services
and that this segment drives a significant
share of demand. Seniors ages 55 and older
represent nearly one-quarter of participants
(24%), highlighting the importance of maintaining
and expanding opportunities that promote
wellness, social connections, and active lifestyles
for older adults. Teens ages 13–17 and adults
ages 18–54 each account for 10%, pointing to
opportunities for growth in offerings tailored to
these groups, while early childhood participants
(0–5 years) represent 8%, reflecting a continued
need for preschool and early learning recreation
opportunities. Collectively, this distribution
reinforces the importance of a balanced
approach to program planning, ensuring that
the department meets the distinct needs of its
youngest residents, its growing senior population,
and everyone in between.

The age segmentation analysis serves
as a valuable tool for examining how the
Department’s program offerings align with
the community’s demographic makeup. By
evaluating population data alongside enrollmentbased programming, the Department can better understand whether current efforts are meeting
the needs of residents across all life stages. As
shown in Figure 4, the side-by-side comparison of
the community’s population and the distribution
of program offerings highlights important
relationships between key age segments. This
analysis provides insight into where programming
is well-matched to demand and where potential
gaps or opportunities for growth exist, ensuring
that future offerings are strategically designed to
reflect the community’s evolving demographics.

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Figure 4: Population vs. Program Menu
A substantial share of the Department’s
enrollment-based programs (66%) is concentrated
on youth ages 3–17, even though this group
comprises just 27% of the City of Modesto’s
population. By contrast, adults ages 18–54
represent the City’s largest age segment at 45%
of the population, yet they are served by only 10%
of the Department’s program offerings. The most
balanced alignment between population and
program distribution occurs with seniors ages
55+, who make up 28% of the population and
receive 24% of the programming.

While program offerings are not expected to
mirror age demographics precisely, striving for
greater balance will ensure that services meet
the needs of all residents. Moving forward, the
Department should consider expanding adultfocused opportunities to better serve the largest population group, while maintaining robust youth
programs and continuing to address the interests
of seniors.

Program Cancellation Rate
The cancellation rate is calculated by comparing
the number of courses offered against the
number of courses held. Elevated cancellation
rates typically signal one of two underlying
conditions:
• Exploratory Programming: The Department
may be piloting innovative or niche offerings
that have not yet developed sufficient
participation. In these cases, patience and
perseverance are critical, along with targeted
marketing and communication strategies to
build awareness and cultivate interest over
time.
• Misalignment with Community Needs: High
cancellations can also point to a disconnect
between programs and resident demand.

This misalignment may stem from factors
such as instructor effectiveness, inconsistent
scheduling, participants aging out of programs,
or logistical barriers like inconvenient times,
days, or transportation challenges.

Industry benchmarks suggest that a desirable
cancellation rate generally falls between 10%
and 20%, with the optimal range being 12%–15%.

Rates above 20% typically indicate that staff
resources are being overextended in preparing,
marketing, and administering programs that
ultimately fail to run.

For FY2023 and FY2024, the Department
reported a cancellation rate of just 6%,
significantly below the national average. The
Department reported 19 program and activity
cancellations in FY2023 and 16 in FY2024, while
consistently offering an average of approximately
500 programs annually. These figures reflect a
relatively low cancellation rate when compared
to the overall volume of programs delivered each
year. This outcome underscores the Department’s
impressive capacity to design and deliver
programs that resonate with the community and
attract consistent participation.

However, such a low cancellation rate also
raises an important question: could this reflect
untapped demand for additional programs and
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services? Expanding program opportunities may
require parallel investment in staffing capacity,
as well as consideration of new facilities. A
feasibility study for a new community center with
expanded amenities would provide critical insight
into how the Department can sustainably grow
offerings while continuing to deliver high-quality
programs. Internal and external engagement
efforts consistently underscored a strong
community desire for a new multi-generational
community center. Feedback identified potential
siting opportunities in Central, Northeast, or
North Modesto, with residents emphasizing
the importance of a centrally accessible facility
that can serve diverse age groups and provide
year-round recreational, cultural, and wellness
opportunities.

Figure 5 illustrates the number of programs
offered compared to the number of programs
cancelled during FY2023 and FY2024,
further highlighting the Department’s strong
performance.

Figure 5: Number of Programs Offered vs. Cancelled
Scholarship Program
The Departments “Leisure Bucks” program
offers fee assistance to residents facing financial
hardships, enabling access to fee based programs
offered by the department. The program in
FY2024 was a success leading to an increase in
encumbered funds to provide financial assistance
to 300 families in the community enhancing
equity and inclusion of services.

While the program was a success and critical tool
for ensuring access, it faces several challenges
that limit its long-term effectiveness. Demand
is consistently high across youth, adult, and
disabled populations, with marketing efforts
so successful available funds are quickly
depleted each year. Scholarships funding is
generated by events and internal fundraising
effort without an active foundation to sustain
resources. This causes the program to struggle
with keeping pace with community needs. In
FY2024, the program supported approximately
250 individuals—with an additional 50 added
midyear—yet the $100 encumbrance per family
often tied up more money than necessary,
reducing overall capacity. The application process
itself is complex, creating barriers to access, to
include specific targeting of certain zip codes.

While the program is clearly well-utilized and
valued, the combination of high demand,
restricted funding sources, and administrative
hurdles underscores the need for structural
improvements to ensure equitable, sustainable
support in the future.

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Life Cycle Analysis
The recreation program assessment includes a life cycle analysis of programs selected for review.

This type of assessment helps determine if Department programmers need to develop new or more creative programs, reposition declining programs, or continue with the current balance of life cycle stages. BerryDunn based this assessment on staff members’ opinions of how their core programs were categorized according to four life cycle stages:

1. Introduction

2. Growth

3. Mature

4. Decline
Table 1 outlines those life cycle stages and the
Department’s percentage of programs within
each stage.

Table 1: Life Cycle Stages
Life Cycle Stage Description Department
Percentage
Introduction Getting a program off the ground; heavy
marketing 5%
Growth Moderate and interested customer base; high
demand; not as intense marketing 34%
Mature Steady and reliable performer but increased
competition 37%
Decline Decreased registration 24%
A healthy program portfolio maintains a balance
across all life cycle stages, with the majority
of offerings positioned in the growth and
mature phases. This is currently the case for the
Department, where 71% of programs fall within
those stages, demonstrating strong community
demand and overall program success. However,
while demand is clearly not an issue, the
Department continues to face challenges with
staffing capacity and facility availability, as
existing resources are stretched thinly relative
to the scale of programming desired by the
community. The Department benefits from stable
partner relationships, yet opportunities exist to
expand geographic equity through the addition
of another indoor facility and by realigning
staffing structures to better support program
delivery and innovation.

As part of a healthy planning cycle, agencies
should continually introduce new programs to
refresh their portfolio, while also monitoring and
responsibly retiring those that no longer meet
community needs. The Department currently has
24% of its offers in the decline stages significantly
higher than the national benchmark of 9%—
suggesting the need for a more intentional
decommissioning process. Conversely, only a
small portion of offerings are in the introduction
phase, falling below the national benchmark
of 8%. A stronger pipeline of new and trending
programs, supported by sufficient staffing and
facility resources, would help rebalance the
portfolio and better position programs to advance
from introduction to growth status. Meeting
this need may require investment in additional
full-time staff as well as consideration of a new
indoor community center to both accommodate
demand and advance program equity. To
remain responsive to community preferences,
staff should also adopt a proactive strategy for
repositioning or phasing out programs that are
no longer relevant, ensuring that the overall
portfolio remains dynamic, efficient, and aligned
with resident interests.
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Opportunities for All Outcomes Analysis
The Opportunities for All (OFA) Outcomes
Analysis provides the Department with a
structured method to evaluate its programs
through the lens of diversity, equity, and
inclusion. Using prescribed rubric, the analysis
applies to a quantitative scoring system to
measure qualitative results, ensuring greater
consistency and objectivity in assessing program
performance. The rubric guides staff in rating
programs against clearly defined outcome
indicators across three categories—Diversity,
Equity, and Inclusion—allowing the Department
to identify strengths, gaps, and opportunities for
improvement.
• Diversity indicators evaluate the extent
to which programs embrace cultural and
demographic representation. This includes
the variety of skill and ability levels a program
is designed to accommodate, the depth of
cultural connections incorporated (such as
ethnic, artistic, historic, linguistic, or culinary
content), and the degree to which program
content, design, and marketing celebrate or
engage primary dimensions of diversity such
as race, age, gender, sexual orientation, or
ethnicity.
• Equity indicators assess how fairly and
broadly programs are made available across
the community. Criteria include geographic
accessibility of program locations (or provision
of transportation), fairness of participation
requirements (e.g., equipment or clothing
needs), scheduling flexibility across days,
times, and sections, and the extent to which
programs integrate the holistic dimensions
of health and wellness—social, intellectual,
emotional, occupational, environmental,
financial, spiritual, and physical.
• Inclusion indicators measure the Department’s
success in intentionally serving underserved
populations and removing participation
barriers. This includes assessing whether
programs provide financial aid or support
services, the level of access and inclusion
accommodation, and the spectrum of
participant engagement—from passive
audience-style involvement to immersive,
interactive participation.

By applying this rubric, the Department gains not
only a clearer understanding of how its programs
align with OFA priorities, but also actionable
insights to ensure future programming reflects
community values of fairness, cultural relevance,
and accessibility for all.

Department staff applied the 10 OFA outcome
indicators to evaluate programs across all
core program areas, providing a structured
assessment of how well offerings align with
diversity, equity, and inclusion priorities. Each
outcome measure was rated using a four-point
scale, with one representing the lowest level of
alignment and four representing the highest. This
process allowed staff to systematically capture
both strengths and areas needing improvement
across the program portfolio. The aggregated
results of this assessment are presented in Figure
6, which illustrates the average rating for each
outcome indicator within each core program area,
offering a clear snapshot of performance and
opportunities for growth.

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Figure 6: OFA Outcomes and Conditions Matrix
The OFA Assessment highlights both strengths
and areas for growth within the Department’s
program portfolio when measured against
diversity, equity, and inclusion indicators. Health
and Wellness received the strongest overall
rating (3.3), reflecting a clear emphasis on
promoting holistic well-being across programs.

Similarly, Fairness (2.9) and Variety of Skill/
Ability Levels (2.9) suggest that programs
generally support broad participation without
excessive barriers and are designed to meet
diverse ability ranges. However, challenges
emerge in Geographic Locations (1.5) and
Scheduling (1.8), indicating significant gaps
in equitable access based on where and
when programs are offered limitations that
can disproportionately affect underserved
populations. Cultural Connection (2.3) and
Access (2.7) also fall below the stronger metrics,
signaling opportunities to more intentionally
integrate cultural relevancy and inclusion
supports. While indicators such as Primary
Dimension of Diversity, Programs Serving
Underserved Groups, and Engagement hover
around the average range (2.7–2.8), they reinforce
the need for a more proactive strategy to deepen
cultural responsiveness and participatory
opportunities. Overall, the findings suggest
that while the Department excels in promoting
wellness and fairness, structural adjustments in
program distribution, scheduling, and cultural
integration are essential to advancing true equity
and inclusion across the system.

When summarized according to the outcomes
categories, inclusion had the highest average
score (2.4), followed by diversity (2.3), and
equity (2.1) last. See Figure 8 for outcomes and
conditions summary.

Figure 7: OFA Outcomes and Conditions Summary
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Departmental Equity Analysis
The OFA Outcomes Analysis evaluated the Department’s performance across specific program areas with a focus on equitable service provision. To gain a comprehensive understanding of how equitably services are planned and delivered, the Department and consulting team conducted a departmentwide assessment structured around three core categories of equity: administrative practices, program menu, and program execution.
• Administrative practices
encompass the policies,
procedures, hiring practices,
and staff training that shape
how equity is embedded
organizationally.
• Program menu evaluates
how programs are planned,
priced, and scheduled,
ensuring offerings are
accessible and responsive to
community needs.
• Program execution
examines how programs
are delivered in practice,
including who leads them,
how they are facilitated,
and the effectiveness
of communication with
participants.

For each category, a set of measurement indicators was established to provide actionable benchmarks for assessing equitable service delivery. These indicators, illustrated in Figure 8, offer a framework for identifying gaps, tracking progress, and aligning departmental practices with equity-driven outcomes.

Figure 8: Department Equity Analysis Categories and Indicators Administrative Program Menu Program Execution
• Fair registration policies
and processes (i.e. reserve
windows of time to
accommodate different
schedules, multilingual
forms)
• Simplified financial aid
application and use process
• Equipment supply/checkout (equipment library
concept as well as programbased)
• Hiring practices (race,
geographic origin, gender)
• Staff training in equity,
bias, cultural awareness,
mental health first aid, deescalation, etc.
• A variety of price levels
throughout core program
categories
• Community groups/partners
included in program menu
creation
• Representative planning
(program designed by
staff or residents from
underserved populations)
• Thoughtful scheduling
(avoid/accommodate
religious observances;
coordinate with other
community groups’ events)
• Multilingual instructors
• Program led in language(s)
other than English
• Community collaboration/
partnerships to plan and/or
execute
• Inclusion aides
• Greeters/guides/welcome
crew
• Representative leadership
(i.e., instructors)
• Marketing/outreach to
specific, underserved
groups
• Marketing/outreach
regarding financial aid
availability
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Equity achievements are best understood as an
ongoing journey rather than a fixed endpoint.

Because clear benchmarks or universal standards
are often lacking, the Department utilized a
progress spectrum to assess each measurement
indicator. This spectrum, illustrated in Figure 9,
outlines five distinct phases of advancement,
providing a structured framework to gauge
current performance, track incremental
improvements, and highlight areas where
additional focus is needed.

Figure 9: Five Phases of Advancement
Department program staff participated in an
exercise designed to align each of the identified
indicators with the point on the equity progress
spectrum that they believed best reflected
the Department’s current efforts. This process
produced a weighted score, which helped
transform a qualitative assessment into a
more measurable evaluation of progress. In
this scoring system, higher values signified
stronger alignment with the “expert/leader” or
“transforming” phases of equity practice.

The results were encouraging: 13 of the
17 indicators (76%) scored above average,
demonstrating that staff perceive the
Department to be making meaningful progress
toward embedding equitable practices in
programming. Conversely, four indicators (24%)
fell below average, placing them within the “nonexistent” or “emerging” phases and signaling important opportunities for further development.

Among the strongest performing indicators were:
• Hiring practices that are consistently fair and
equitable.
• Prioritization of staff training in equity, bias
awareness, cultural competency, mental health,
and de-escalation.
• Inclusion of diverse community groups and
partners in shaping the program menu.
• Marketing and outreach strategies that go
above and beyond in communicating the
availability of financial assistance.

These high-scoring areas reflect a solid
foundation of equity-minded practices on which
the Department can continue to build, while also
pointing to clear pathways for strengthening
less developed indicators. The next step in this
process is to establish clear, actionable goals
that intentionally shift the Department’s equity
performance along the progress spectrum—
moving indicators currently positioned on the
non-existent or emerging side toward the
expert/leader end. These goals will serve as a
roadmap for advancing equity practices across all
aspects of programming and operations. Possible
aspirations include:
• Expanding culturally responsive
programming by incorporating more ethnic,
artistic, linguistic, and intergenerational
content that reflects the diversity of the
community.
• Improving geographic equity by increasing
program distribution across underserved
neighborhoods and exploring the development
of additional facilities or transportation options.
• Building stronger community partnerships
with diverse organizations and advocacy
groups to co-create programs that meet the
needs of historically underserved populations.
• Enhance registration practices and
processes to assist in diversifying
participants with multilingual forms and
accommodations to assist in equity.
• Establishing consistent evaluation
mechanisms to monitor progress, benchmark
against best practices, and hold the
Department accountable for achieving equity
outcomes.
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Together, these aspirations create a framework for continuous improvement, ensuring that equity is not only embedded in the Department’s policies and practices but also reflected in the lived experiences of residents who participate in its programs.

Survey Findings Alignment
As part of the public input process, ETC Institute administered a statistically valid survey for the Department. The goal was to complete a minimum of 400 surveys from City residents. The goal was exceeded with 477 completed surveys collected; this provides the precision of at least +/-4.5 at the 95% level of confidence.

ETC developed a Priority Investment Rating (PIR) to provide the Department with an objective tool for evaluating the priority that should be placed on programs and services. The PIR equally weighs the importance that residents place on programs/services and how many residents have unmet needs from programs. Based on the PIR, the following programs/services were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR= 200)
• Community special events (PIR= 160)
• Park ranger/park enforcement programs
(PIR=146)
• Outdoor environmental/nature camps &
programs (PIR=145)
• Aquatic programs (PIR=125)
• Cultural enrichment programs (PIR=123)
• Adult visual arts/crafts programs (PIR=118)
• After-school programs for youth of all ages
(PIR=112)
Gaps
Using a mixed-method approach to community engagement—including listening sessions, stakeholder meetings, interviews with key leaders, and an interactive online engagement platform, the Department gathered a wide range of community perspectives. This comprehensive process provided a clear picture of where the current program menu succeeds and where gaps remain. The following list summarizes the primary discrepancies identified between the statistically valid survey PIR investment rating and community engagement. Department’s existing offerings and the community’s expressed programmatic needs:
• Teen programs
• Youth athletic programs
More than 80% of the programming priorities
identified through the PIR and community
engagement process aligned outside of the
two programmatic desires noted above,
highlighting a broad range of additional needs
and interests across the community. This creates
an opportunity for the Department to diversify its
program portfolio, expand offerings into new and
emerging areas, and strengthen alignment with
the evolving expectations of residents.

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Audiences
Conscious efforts to provide leisure activities
geared specifically to adults present an
opportunity to connect with the community
in a new and exciting way. Four distinct age
groups within the umbrella term “adult” exist:
young adults, adults, active adults, and seniors.

Recommended age brackets for these groups are
as follows:
• Young adults: 18 – 34
• Adults: 35 – 49
• Active adults: 50 – 64
• Seniors: 65+
The recreational interests and needs of those
who are ages 18 – 34 can be significantly different
than those who are ages 50 – 64. While the
Department’s current programming uses the
umbrella “adult” qualifier, there is a significant
opportunity for targeted programming designed
for each of the four groups.

Although active adults and senior programs
are well represented as one category in the
Department through a partnership for services,
there seems to be a greater need of support for
senior offerings. According to the “Pew Research
Center”, the typical baby boomer believes that old
age begins at age 72. This perception can lead to
low senior program participation by active adults
who do not feel they belong in a senior program.

Department staff expressed a desire to better
reach the teen population in new and different
ways. Reaching and sustaining engagement
with the teen population in parks and recreation
requires targeted strategies that reflect both
their evolving interests and broader national
trends. Only about 10% of adolescents in the U.S.
currently meet the national guidelines for physical
activity, highlighting a significant engagement
gap in structured recreation and organized sports
programs. PMC Meanwhile, while overall outdoor
participation has increased—with new, more
casual and diverse participants driving growth—
frequent, high-intensity participation among
youth is declining These trends suggest that
teens are more interested in flexible, relevant and
accessible experiences rather than traditional,
scheduled offerings. To respond to this, parks and
recreation agencies are increasingly adopting
youth-centered programming—things like
esports, creative arts, leadership and volunteer
roles, and drop-in style activities—lowering cost
and transportation barriers and using digital
platforms for outreach. When combined with
systems that let teens help design what they
want, offer safe social spaces, and align timing
with their schedules, these approaches are more
likely to capture teen interest, boost participation,
and support their physical, social, and mental
well-being.

The Department has a great portfolio of programs
and services but needs to dedicate additional
efforts to engaging the teen population to
increase program inventory and impact on the
community. Many challenges surrounding the
lack of engaging teens are centered around
geographic equity and lack of diverse and inviting
spaces for that population.
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Program Implementation Support
Two critical factors contribute to the successful
implementation of recreation programs: access
to physical spaces where programs can be
delivered and the presence of a strong internal
operational support structure. Physical spaces
include both Department-owned and managed
facilities as well as partner sites, while internal
support encompasses essential staff functions
(administrative services, recreation programming,
HR, marketing, IT), the availability of equipment
and tools, and the policies and procedures that
guide operations.

At present, the Department benefits from a
diverse network of parks and outdoor amenities;
however, the lack of sufficient indoor facilities
significantly limits programming potential. This
gap restricts accessibility and program offerings
by an estimated 40%, particularly considering
projected population growth and the increasing
demand for services that meet the needs of
multi-generational groups. Without expanded
indoor capacity, opportunities for year-round,
inclusive programming remain constrained.

To address this, it is recommended that the
Department undertake a feasibility study
to evaluate the development of a new indoor
community center. This study should also
examine staffing levels and operational
constraints identified in the operations
assessment. Expanding indoor space while
realigning staff resources would not only enhance
program equity but also strengthen service
delivery, reduce current bandwidth challenges,
and improve safety—especially within highdemand facilities such as aquatic centers.

Business Functions
Community engagement findings identified
safety concerns as a significant barrier
to participation, with 63% of respondents
in the statistically valid survey and listening
sessions noting it as an issue. While the
Department cannot independently address
broader community challenges such as the
unhoused population in parks, it can strengthen
partnerships with other City departments
and external agencies to develop coordinated
responses that improve perceptions of safety and
increase comfort in public spaces.

Marketing and communication also emerged as
critical areas of focus. Although the Department
does not currently have a dedicated marketing
professional, it has recently added a social media
lead. This aligns with survey findings, which
indicate that 64% of respondents prefer to
learn about programs and services through
social media, followed by 31% through the
Department’s Activity Guide. Over the past
eight months, the Department has significantly
increased its social media activity, while
maintaining production of the Activity Guide to
reach more traditional audiences.

Overall, communication is a clear strength for
the Department, yet continued innovation is
needed to expand reach, especially to new
market segments, underserved populations,
and harder-to-reach communities. Strategic
investments in marketing capacity and crossdepartmental collaboration will be essential to addressing both the safety and communication
challenges identified through engagement.

The Department must place greater emphasis
on staff training for its registration software,
(A Beautiful Mind, PerfectMind, X-PLOR) to
address ongoing challenges with participation
counts and data accuracy. Inconsistent or
incomplete data entry limits the Department’s
ability to fully understand program usage,
undermines the reliability of participation metrics,
and creates barriers to evaluating performance.

Accurate data is essential not only for day-today operational efficiency but also for long-term financial management, cost recovery tracking,
and equitable resource allocation. Reliable
metrics directly inform decisions about staffing,
facility use, pricing strategies, and program
expansion, ensuring that investments are aligned
with community needs. By strengthening
staff training and standardizing data entry
practices, the Department can enhance the
integrity of its information systems, resulting in
more transparent reporting, stronger financial
stewardship, and data-driven decision-making
that advances equity and sustainability.

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Key Findings/ Recommendations
The assessment of the Department’s
program menu and performance provides a
comprehensive picture of both its strengths
and its challenges. Overall, the Department
delivers a diverse and well-managed portfolio of
services that exceeds peer agency benchmarks,
demonstrates strong community demand, and
achieves consistently low cancellation rates. At
the same time, the analysis highlights important
gaps in equity, capacity, and program balance,
particularly in adult, teen, and adaptive offerings,
as well as in geographic access and facility
availability. These findings point to opportunities
for renewal and innovation in the program
portfolio, strategic investments in facilities
and staffing, and structural enhancements to
strengthen equity and inclusion. The following
key findings and recommendations summarize
the most critical insights from this analysis and
outline actionable steps to guide the Department
toward a more balanced, equitable, and
sustainable future.

Key Findings
• Diverse Program Portfolio: The Department
delivers a wide range of services (73.3% of
program categories offered vs. 70.5% peer
average) with strong youth, aquatics, and
special event programming.
• Equity Gaps in Service Distribution: Youth
programs account for two-thirds of offerings
despite representing only 27% of the
population, while adults (45% of the population)
receive only 10% of offerings. Adaptive
recreation remains underdeveloped despite
local disability rates being more than twice the
state average.
• Operational Strength but Limited Capacity:

The Department maintains a 6% program
cancellation rate, well below the national
benchmark, but lacks sufficient indoor facilities
and staffing capacity to expand programming
and meet growing demand.
• Scholarship Program Success with Structural
Challenges: The “Leisure Bucks” program
expands equity and access but is hampered
by limited and unstable funding sources, an
administratively complex process, and no
dedicated foundation support.
• Program Renewal Needed: Nearly one-quarter
(24%) of programs are in decline—well above
the national benchmark—while only 5% are
in the introduction phase, signaling limited
innovation and renewal.
• Equity and Inclusion Require Systemic
Change: The OFA Outcomes Analysis shows
strengths in health/wellness and fairness but
weaknesses in geographic access, scheduling
flexibility, and cultural integration.
• Partnerships Underutilized: While the
Department has stable relationships with
partners, there is untapped potential to
leverage partnerships more strategically to
expand programming, share resources, address
facility shortages, and strengthen equityfocused initiatives. • Financial Stewardship Opportunities: The
Department has not fully implemented its
2019 cost recovery plan, limiting its ability to
strategically balance taxpayer investment,
program pricing, and long-term sustainability.
• Accurate Data Collection: The Department
continues to face challenges with participation
tracking and data reliability due to limited
staff training and inconsistent use of the
“A Beautiful Mind” registration software.

Strengthening consistency in data entry and
system utilization is critical to producing
accurate participation counts, financial
tracking, and performance metrics that
support informed decision-making.
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Recommendations
• Expand Adult, Teen, and Adaptive
Offerings: Prioritize program growth for
underrepresented groups, including adults,
teens, and residents with disabilities, to ensure
more balanced and equitable service delivery.
• Invest in Indoor Facilities and Staffing:

Conduct a feasibility study for a new multigenerational community center and realign staffing to meet current and future demand.

A short-term priority should be to enhance
staffing level within aquatics and reorganize
the middle management team.
• Strengthen Scholarship Program
Sustainability: Establish a supporting
foundation, diversify funding sources, and
streamline the application process to maximize
reach and equity impact.
• Introduce and Reposition Programs: Develop
new, trending offerings (e.g., e-sports, STEM/
STEAM, martial arts) while systematically
phasing out or repositioning programs in
decline.
• Advance Equity Practices: Address gaps
identified in the OFA Assessment by improving
geographic distribution of programs, offering
more flexible scheduling, expanding culturally
relevant content, and ensuring equitable
registration practices (multilingual materials,
staggered sign-up windows).
• Enhance Communication and Outreach: Build
on recent social media growth and leverage
the Activity Guide while continuing to innovate
outreach strategies to engage underserved
populations and new market segments.
• Strengthen and Expand Partnerships:

Formalize partnerships with schools, nonprofit
organizations, health providers, and cultural
institutions to increase access to facilities,
diversify program offerings, and amplify equityfocused outcomes. A short-term example would be to revisit possible partnership
opportunities with groups using the Mary
Grogan Soccer Complex.
• Enhance Financial Responsibility: Fully
implement the 2019 cost recovery plan to
establish consistent pricing strategies, ensure
equitable subsidies for essential programs, and
align financial practices with community values
and sustainability goals.
• Leverage Accurate Data: Enhance staff training
and establish consistent quality control
practices to ensure reliable participation
and financial information. Fully utilize the
“A Beautiful Mind” registration software to
capture, track, and analyze data, transforming
it into actionable insights that strengthen
decision-making, improve financial
stewardship, and guide equitable program
investments.
• Sunset under-utilized programs: Replace with
new, trending, and creative programs.

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APPENDICES
Introduction
As part of the Parks and Recreation Master Plan, BerryDunn completed a financial assessment of the City of Modesto’s (City) Parks, Recreation, and Neighborhoods Department (Department). This analysis covers how the Department is financed, how it spends and generates money, and how much of its operations are supported by fees versus tax subsidy.

Department operations are supported by three operating funds:
• General Fund: Core community services including parks operations and maintenance, recreation programs, cultural services, John Thurman Field, the City’s contribution to the Tuolumne River Regional Park (TRRP), and departmental administration.
• Community Center Operations Fund: Enterprise facility operations for Modesto Centre Plaza and MCP Technical (event services).
• Golf Fund: Enterprise operations for Dryden Park and Kemper Golf Courses. • Measure H Fund: Funds the majority of Park Operations staff and deferred and preventative maintenance and repairs annually. The future of additional Measure H funding is uncertain – as Public Safety receives the bulk of it. 24 Measure H - Park Operations Parks Operations 35221 $0 $935,214 $2,465,798 $3,153,377 $2,527,361 25 Measure H - Repairs & Maintenance Deferred/Preventative Maintenance and Repairs 35222 $0 $220,000 $71,426 $8,575 $0 26 Measure H - Recreation 2025/2026 Event Stage Replacement 33031 $0 $0 $0 $0 $275,000 General Fund - Measure H (0160) $0 $1,155,214 $2,537,224 $3,161,952 $2,802,361 This assessment analyzed operating revenues and expenditures for FY 2022 through FY 2024 actuals and the FY 2025 adopted budget. Cost recovery was calculated at both the department and fund levels, with trends examined across the four-year period to identify key drivers of revenues and expenditures. The City’s departmentwide cost recovery was benchmarked against quartile data from the National Recreation and Park Association (NRPA) for agencies serving populations between 100,000 and 250,000. Capital projects were excluded from this analysis to provide a clear view of the ongoing cost of service delivery.

Revenues and Expenses
The Department’s operating finances are supported by a mix of tax-subsidized and enterprise funds that together make up the full financial picture of Department operations. The General Fund supports the majority of core community services, while the Golf Fund and Community Center Operations Fund are structured to recover a significant share of their costs through user fees and earned revenues.

Figure 1 illustrates the proportion of total Department operating expenditures and revenues by fund for FY 2022 through FY 2025. Together, these funds, balancing tax-supported community services with enterprise activities designed to recover a substantial portion of their costs.

Appendix 7Financial Analysis
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1 1
Figure 1: Proportion of Total Department Expenditures and Revenues by Fund The General Fund accounts for the majority of operating costs, representing approximately 71% of total expenditures. The Golf Fund has 20% of total expenditures but generates nearly half (46%) of Department revenues. The Community Center Operations Fund makes up the remaining 9% of expenditures and 11% of revenues.

Revenue Composition and Trends

GENERAL FUND REVENUES
The Department General Fund revenues are generated directly by the Department through program fees, rentals, and other earned income. Recreation accounts for the largest share of General Fund revenues, driven by Mary Grogan Soccer Complex field use, after school programs, guest services, and sports and aquatics activities. Park Operations is the next largest contributor, followed by smaller but consistent revenues from Cultural Services and Administration. John Thurman Field revenues declined across the review period, representing a smaller share of total revenues by FY 2024.

Table 1 summarizes total General Fund revenues by area from FY 2022 through FY 2025.

Table 1: Revenues by Major Category
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Recreation generates more than half of all General Fund revenues, with Mary Grogan Soccer Complex field use and after school programs serving as the largest contributors. Park Operations provides the next largest share, driven by tagging abatement reimbursements and operational cost recovery.

Cultural Services and Administration revenues remain relatively small but steady. John Thurman Field revenues have declined since FY 2022.

Table 2 details the revenues by area from FY 2022 through FY 2025.

Table 2: General Fund Detailed Revenues
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Several trends were notable across the four-year period, including:
• Mary Grogan Soccer Complex revenues
dropped in FY 2023 but partially rebounded in
FY 2024; FY 2025 projections remain slightly
below FY 2022 levels.
• After School Programs showed the most
significant growth, rising by more than 50%
between FY 2022 and FY 2023 and more than
doubling in FY 2025 actual-to-date.
• Sports and Aquatics revenues grew steadily
through FY 2024, though FY 2025 projections
show a modest decline.
• Guest Services remained consistent year-overyear, contributing roughly $60,000 annually. • Neighborhood Center at Marshall moved
from negative revenue in FY 2022 to a positive
contribution in FY 2023 and FY 2024, although
still a small share of total revenues.
• John Thurman Field revenues dropped sharply
after FY 2022, reaching their lowest point in FY
2024 but are projected to recover somewhat in
FY 2025.
• Park Operations revenues remained stable,
providing a consistent $1.0–$1.3 million
annually.
• Cultural Services generated a small but steady
contribution, largely through McHenry Mansion
revenues.

In general, General Fund revenues for Modesto
provided a stable mix of program, park
operations, and facility income, with growth in
after school programs and steady park operations
revenues helping to offset declines at Mary
Grogan Soccer Complex and John Thurman Field.

Total General Fund revenues remained relatively
flat from FY 2022 through FY 2024, before
showing a notable increase in FY 2025.

COMMUNITY CENTER OPERATIONS FUND

REVENUES
The Community Center Operation Fund is an
enterprise fund for the operating activity for
Modesto Centre Plaza and MCP Technical event
services. As an enterprise fund, the expectation is
that these programs recover a substantial portion
of their costs through earned income such as
rentals, event fees, and technical services.

Table 3 summarizes total Community Center
Operations Fund revenues for FY 2022 through
FY 2025.

Table 3: Community Center Operations Fund Detailed Revenues Some trends were notable across the four-year period, including:

Modesto Centre Plaza revenues nearly doubled from FY 2022 to FY 2023, reflecting a strong rebound in event bookings and facility rentals. Revenues held steady in FY 2024 before softening in FY 2025 actual-to-date results.

MCP Technical revenues grew steadily through FY 2024, reaching $114,000 before declining in FY 2025.

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GOLF FUND REVENUES
The Golf Fund is an enterprise fund that captures the operations of Dryden Park and Creekside Golf Courses, as well as golf administration and municipal course activity. As an enterprise fund, its operations are intended to be substantially supported by earned revenues such as green fees, memberships, cart rentals, and other course-related income.

Table 4 summarizes total Golf Fund revenues
for FY 2022 through FY 2025 (Actual to Date).

Kemper appears in the line descriptions because
both golf courses are managed under contract
by KemperSports, which oversees day-today operations, programming, and revenue generation.

Table 4: Golf Fund Detailed Revenues
Several trends were notable across the four-year
period, including:
• Creekside/Kemper consistently generated the
largest share of revenues, growing steadily
from $1.87 million in FY 2022 to more than $2.0
million in FY 2025.
• Dryden/Kemper revenues dipped in FY 2023
but rebounded in FY 2024 and continued to
rise in FY 2025.
• Golf Admin/Muni revenues remained small but
stable, fluctuating within a narrow range of
$95,000–$125,000 annually.
• Total Golf Fund revenues decreased in FY 2023
but recovered strongly in FY 2024 and FY 2025,
with projected totals exceeding FY 2022 levels.

Expenditures Composition and Trends

GENERAL FUND EXPENDITURES
The General Fund is the largest funding source
for the Department, covering administration,
recreation programming, park operations and
maintenance, cultural services, John Thurman
Field, and the City’s contribution to the Tuolumne
River Regional Park (TRRP).

Table 5 summarizes total General Fund
expenditures from FY 2022 through the FY 2025
adopted budget by area.
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Table 5: Department General Fund Expenditures
Several trends are notable across the four-year
period, including:
• Park Operations consistently represents the
largest share of spending, growing from $5.8
million in FY 2022 to $7.8 million in the FY 2025
budget.
• Recreation shows significant year-over-year
increases, rising from $3.6 million in FY 2022 to
a budgeted $5.8 million in FY 2025.
• Cultural Services expenses have increased
steadily, climbing nearly 78% between FY 2022
and FY 2025.
• TRRP Contributions fluctuated year to year, but
remained a consistent allocation supporting
the regional park partnership.
• Administration and John Thurman Field
together account for a relatively small portion
of total costs, remaining stable across the
review period.
• General Fund total expenditures have increased
by more than $4.8 million (43%) since FY 2022.

Table 6 shows cost centers for each of the General
Fund divisions for FY 2022 through FY 2025. This
additional detail provides a more granular view
of how General Fund dollars are allocated across
Department programs and facilities.

Several insights stand out:
• After School Programs and Youth Services have
seen some of the most dramatic growth, with
After School Program expenses more than
doubling between FY 2022 and the FY 2025
budget.
• Mary Grogan Soccer Complex remains one of
the largest individual recreation cost centers,
growing by nearly $230,000 since FY 2022.
• Sports and Aquatics experienced notable
fluctuations, peaking in FY 2024 before slightly
declining in FY 2025.
• Community Facilities such as Maddux Youth
Center, Marshall, and KKMC have steadily
increased.
• Cultural Services growth is largely driven by
increased allocations to McHenry Mansion and
McHenry Museum, supporting operations,
maintenance, and programming for these
cultural assets.
• Park Operations continues to account for more
than half of all General Fund spending.

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Table 6: Department General Fund Expenditures Detail
PRN - Expenses
FY 22

EXPENSE
(Actual)
FY 23

EXPENSE
(Actuals)
FY 24

EXPENSE
(Actuals)
FY 25

EXPENSE
(Budget)
General Fund
Administration
Administration $ 849,345 $ 783,200 $ 907,694 $ 949,015
Administration Subtotal 849,345 $ $ 783,200 $ 907,694 $ 949,015 Recreation
Mary Grogan Soccer Complex $ 612,548 $ 583,100 $ 693,198 $ 841,224 Special Event Permits $ - $ - $ - $ -
Recreation Operations $ 612,727 $ 694,187 $ 605,407 $ 948,318 Guest Services $ 278,578 $ 288,586 $ 322,791 $ 331,538
After School Programs $ 501,018 $ 665,179 $ 564,140 $ 1,283,506 Senior and Child Services $ 456,586 $ 561,715 $ 583,093 $ 659,487 Sports and Aquatics $ 443,808 $ 601,297 $ 811,786 $ 770,466 Adult and Child Programs $ - $ - $ - $ -
Aquatics Services $ - $ - $ - $ -
KKMC $ 125,480 $ 134,524 $ 142,074 $ 175,487
Maddux Youth Center $ 375,116 $ 451,211 $ 535,089 $ 539,702 Neighborhood Center at Marshall $ 116,327 $ 107,079 $ 131,728 $ 195,476 Airport Neighborhood Center $ 36,338 $ 23,391 $ 8,744 $ 28,899 Senior Citizens Center $ - $ - $ - $ -
Recreation Subtotal 3,558,526 $ $ 4,110,269 $ 4,398,050 $ 5,774,103 Cultural Services
Historical Properties $ 100,230 $ 70,130 $ 181,197 $ 211,641 McHenry Museum $ 177,244 $ 239,157 $ 227,468 $ 290,599
McHenry Mansion $ 219,071 $ 270,897 $ 227,953 $ 380,180 Cultural Services Subtotal 496,545 $ $ 580,184 $ 636,618 $ 882,420 John Thurman Field
John Thurman Field $ 158,271 $ 251,957 $ 233,107 $ 269,490 John Thurman Field Subtotal 158,271 $ $ 251,957 $ 233,107 $ 269,490 Park Operations
Tagging Abatement $ 225,788 $ 209,624 $ 296,344 $ 329,194 Park Operations $ 5,610,880 $ 6,358,570 $ 6,541,099 $ 7,426,284 Park Operations Subtotal 5,836,668 $ $ 6,568,194 $ 6,837,443 $ 7,755,478 TRRP Contribution
TRRP Contribution $ 186,193 $ 435,676 $ 272,250 $ 284,501 TRRP Contribution Subtotal 186,193 $ $ 435,676 $ 272,250 $ 284,501 GENERAL FUND TOTAL11,085,548 $ $ 12,729,480 $ 13,285,162 $ 15,915,007 226 CITY OF MODESTO
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Community Center Operations Fund Expenditures
The Community Center Operations Fund captures
the costs of operating Modesto Centre Plaza and
MCP Technical event services. As an enterprise
fund, these expenditures represent the direct cost
of providing services.
* Effective 1/1/2026, MCP will be operated by a third-party.

The city will assume responsibility for some maintenance - but not all.

Table 7 summarizes Community Center
Operations Fund expenditures for FY 2022
through the FY 2025 adopted budget.

Table 7: Community Center Operations Fund Expenditures
Key trends across the four-year period include:
• Modesto Centre Plaza consistently accounts for
the majority of spending, growing from $1.33
million in FY 2022 to a budgeted $1.80 million
in FY 2025.
• MCP Technical costs have also increased,
peaking at $206,355 in FY 2024 before leveling
slightly in the FY 2025 budget.
• Total expenditures for the fund have grown by
35% since FY 2022.

Golf Fund Expenditures
The Golf Fund captures the costs of operating
and maintaining the City’s golf system,
including Dryden Park Golf Course, Creekside
Golf Course, and overall golf administration
and municipal support. As an enterprise fund,
these expenditures represent the direct cost of
providing golf facilities and services.

Table 8 summarizes Golf Fund expenditures for FY
2022 through the FY 2025 adopted budget.

Table 8: Golf Fund Expenditures
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Key trends across the four-year period include:

Golf Administration/Municipal Support accounts
for the largest share of costs, averaging about
two-thirds of total annual expenditures, though
budgeted amounts decline slightly in FY 2025
compared to prior years.

Dryden Park Golf Course expenditures have
grown steadily, rising from $475,626 in FY 2022 to
a budgeted $610,615 in FY 2025.

Creekside Golf Course costs have also increased,
moving from $694,581 in FY 2022 to more than
$822,000 in the FY 2025 budget.

Golf Fund total expenditures remained relatively
stable year-over-year, ranging between $3.6 and
$3.8 million annually, with slight fluctuations tied
to course maintenance and operational costs.

Cost Recovery
Cost recovery analysis compares the revenues
generated by Department to its operating
expenditures. This measure provides a snapshot
of how much of the Department’s operations are
supported by earned income such as program
fees, rentals, memberships, and other revenues
versus how much requires General Fund subsidy.

Cost recovery is neither inherently positive nor
negative. A higher ratio can indicate strong
revenue generation but may also mean higher
costs to users. Lower ratios often reflect an
intentional choice to subsidize services that
deliver broad community benefit such as senior
programs, events, and open access to parks and
recreation spaces.

This analysis includes the General Fund,
Community Center Operations Fund, and Golf
Fund, focusing only on non-capital operating
costs..

Combined General Fund, Community Center
Operations Fund, and Golf Fund
The Parks and Recreation General Fund, Community Center Operations Fund, and Golf Fund operating expenses and revenues combined present a full picture of operating cost recovery across all parks and recreation activities. Figure 2 shows the Department’s combined all funds revenues, expenditures, and cost recovery rates for FY 2022 through FY 2025. Cost recovery percentages and the total gap between revenues and expenditures are shown in the center of the chart.

Figure 2: Combined Department All Funds Cost Recovery (FY 2022–FY 2025) 228 CITY OF MODESTO
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Across the four-year period, combined cost
recovery has remained relatively steady, ranging
from roughly 34% to 38% of total operating costs.

FY 2022: Department generated $6.13 million in
revenues against $16.17 million in operating costs,
resulting in cost recovery of 37.9%.

FY 2023: Cost recovery dipped slightly to 34.45%
as expenses increased faster than revenues.

FY 2024: Revenues grew to $6.87 million, bringing
cost recovery back up to 36.25%.

FY 2025: The Department is projected to generate
$7.73 million in revenues and achieve cost
recovery of 35.86%, despite a significant increase
in budgeted expenses.

Overall, cost recovery is relatively stable even
as expenditures have grown by more than $5.3
million (33%) since FY 2022. This indicates that
while Modesto continues to expand and invest
in services, earned revenues have kept pace
sufficiently to maintain a consistent level of cost
recovery across all funds.

General Fund
Analyzing cost recovery for the General Fund
provides an important look at how much of the
Department’s core operations are supported by
user-generated revenues versus the City’s general
subsidy. The General Fund is designed to support
community benefit activities, many of which are
not expected to be self-sustaining, such as open
park access, maintenance, and certain recreation
and senior services. As such, lower cost recovery
is not inherently negative but reflects the City’s
policy to make these services accessible to all
residents.

Figure 3 shows General Fund revenues and
expenditures for FY 2022 through FY 2025, along
with cost recovery percentages and the total
funding gap.

Figure 3: General Fund Cost Recovery FY 2022 – FY 2024
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Key Findings include:

FY 2022: The Department generated $2.53 million
in revenues against $11.09 million in expenditures,
achieving cost recovery of 22.82%.

FY 2023: Cost recovery declined slightly to 21.23%
as expenditures rose faster than revenues.

FY 2024: Revenues remained relatively flat while
costs continued to grow, lowering cost recovery
to 20.38%, the lowest point in the four-year period.

FY 2025: Revenues are projected to increase to
$3.62 million, returning cost recovery to 22.78%,
roughly in line with FY 2022 performance despite
continued expenditure growth.

Overall, General Fund cost recovery has remained
in a narrow band between 20% and 23% across
the review period, consistent with the City’s
intent to subsidize core community services while
still generating meaningful revenue through
programs, rentals, and other fees.

Community Center Operations Fund
The Community Center Operations Fund
captures the revenues and expenses associated
with Modesto Centre Plaza and MCP Technical
services. As an enterprise fund, its goal is to
recover a substantial share of its costs through
earned revenues such as facility rentals, event
fees, and technical service charges.

Figure 4 presents Community Center Operations
Fund revenues, expenditures, and cost recovery
rates for FY 2022 through the FY 2025 adopted
budget.

Figure 4: Community Center Operations Fund Cost Recovery FY 2022–FY 2025 Key findings include:
• FY 2023: Cost recovery peaked at nearly 50% in
FY 2023, with revenues climbing to $846,334
while expenditures increased at a slower pace.
• FY 2024: Revenues remained steady and
expenses rose slightly, producing a still-strong
cost recovery rate of 46.75%.
• FY 2025: Revenues projected at $653,649 in
FY 2025, while expenditures continue to rise,
reducing cost recovery to 32.57%.

Despite the projected dip, the fund has
consistently generated a meaningful portion
of its operating costs through earned income,
supporting a healthy cost recovery position
compared to typical community center
operations.
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Golf Fund
The Golf Fund is an enterprise fund and it is
intended to generate revenues sufficient to
offset a substantial portion of its costs through
green fees, memberships, and other earned
income. Figure 5 presents Golf Fund revenues,
expenditures, and cost recovery rates from FY
2022 through the FY 2025 adopted budget.

Figure 5: Golf Fund Cost Recovery FY 2022–FY 2025
Key findings include:
• FY 2022: Revenues covered 86.61% of
expenditures, leaving a modest $0.48 million
subsidy gap.
• FY 2023: Cost recovery dropped to 73.69% as
revenues decreased to $2.67 million, resulting
in the largest gap of the four-year period ($0.95
million).
• FY 2024: Revenues climbed back to $3.29
million, improving cost recovery to 86.71%, near
FY 2022 levels.
• FY 2025: Revenues are projected to rise to $3.45
million, bringing cost recovery to nearly 95%
and almost fully funding golf operations.

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NRPA Cost Recovery Benchmarking
Benchmarking is a valuable tool for
understanding how a department’s financial
performance compares to peers nationwide. By
examining cost recovery, which is the proportion
of operating costs covered by earned revenues,
cities can better evaluate whether their pricing
strategies, program mix, and revenue policies
align with community goals and industry
norms. Benchmarking does not set targets but
provides important context for decision-making,
helping agencies identify strengths, areas
for improvement, and opportunities to refine
financial strategies while maintaining accessibility
for residents.

This benchmarking analysis used the 2024
NRPA Agency Performance Review. The NRPA
Agency Performance Review is an annual report
published by the National Recreation and Park
Association. It pulls together self-reported data
from nearly 1,000 park and recreation agencies
across the United States; including data on
operational cost recovery. It offers median
values (along with upper and lower quartiles) for
agencies grouped by population size, budget
size, and other characteristics so agencies can
compare themselves with similar peers.

Modesto has an estimated population of
roughly 220,000 residents, placing it in the
NRPA benchmark category for agencies serving
100,000 to 250,000 residents. Figure X shows
how Modesto’s overall cost recovery across
all funds compares to agencies of similar size
nationally.

Figure 6: Cost Recovery Benchmarking
Modesto achieved a cost recovery rate of 36.25%,
placing it well above the NRPA lower quartile
(15.90%) and the national median (26.20%), and
just slightly below the NRPA upper quartile
(40.00%). This performance demonstrates that
Modesto recovers a larger share of its operating
costs than the typical agency serving a similar
population.

LIMITATONS
It is important to stress that cost recovery ratios
should not be viewed as a measure of efficiency
or success. They are one way of framing the
relationship between revenues and expenditures,
but they do not tell the whole story. Several
limitations apply to using the NRPA benchmark
for comparison:

Median, not target. NRPA figures represent
national medians, not performance goals.

Agencies may appropriately exceed or fall below
these levels depending on local policy and
community expectations.

Scope and fund differences. Different scopes
can distort comparisons. This analysis focuses
solely on the General Fund, while some agencies
include enterprise or specialized funds such as
golf courses or aquatic centers.
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Accounting and reporting variability. Agencies
define operating expenditures and revenues
differently, especially when it comes to indirect
costs, internal service charges, or one-time
grants.

Mission-driven pricing. Lower cost recovery can
reflect intentional choices to subsidize services
with broad community benefits, such as senior
programs, cultural events, or free park access,
rather than a lack of performance.

External influences. Program demand, weather,
grant cycles, or large one-time events can cause
annual swings that do not represent long-term
trends.

Despite these limitations, the NRPA benchmark
remains a useful point of context. It shows that
Modesto consistently operated above the national
median for similarly sized communities, while
still relying on General Fund support to make
programs accessible and affordable.

Key Findings
This financial analysis identifies the most important patterns in Modesto’s Parks, Recreation, and Neighborhoods Department revenues, expenditures, and cost recovery for FY 2022 through FY 2025.

Together, these findings provide a clear picture of how Department funds its operations, where costs are concentrated, and how Modesto compares to peer agencies nationally.

Revenues are broad and led by
recreation and golf operations.

Across FY 2022–FY 2025, Recreation consistently
generated the largest share of General Fund
revenues, driven by Mary Grogan Soccer Complex
field use, after school programs, guest services,
and sports and aquatics. Golf operations
generated nearly half of all Department revenues,
with Creekside and Dryden Park Golf Courses
serving as major revenue centers.

Community Center Operations
Fund rebounded strongly after the
pandemic.

Modesto Centre Plaza revenues nearly doubled
from FY 2022 to FY 2023, reflecting a surge in
event bookings. MCP Technical revenues peaked
in FY 2024, and while FY 2025 actual-to-date
results show some softening.

After School Programs are a major
growth area.

After School Program revenues and expenditures
more than doubled between FY 2022 and FY
2025, underscoring their growing importance as
both a service offering and a contributor to cost
recovery.

Golf operations are a major driver
of overall cost recovery.

Golf cost recovery consistently exceeded 70%
across the review period, reaching nearly
95% in the FY 2025 budget. This high level of
performance significantly reduces the General
Fund subsidy required for golf operations and
contributes to Modesto’s strong overall cost
recovery position relative to national benchmarks.

Expenditures are concentrated in
park operations and recreation.

Park Operations accounts for more than half of
all General Fund expenditures and has grown
steadily with rising contract and maintenance
costs citywide. Recreation spending has also
increased substantially, particularly for after
school programs, Mary Grogan Soccer Complex,
and youth facilities such as Maddux Youth Center.

Modesto compares favorably to
national benchmarks.

With a departmentwide cost recovery rate of

36.25%, Modesto sits well above the NRPA median
of 26.20% and just below the upper quartile of

40.00% for agencies serving populations between
100,000 and 250,000. This reflects a healthy
balance between earned revenues and taxsupported services.

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Recommendations
The financial analysis highlights several opportunities for the City of Modesto to strengthen the fiscal sustainability of the Department while maintaining its commitment to equitable access and community benefit. The recommendations below build on the trends observed in revenues, expenditures, and cost recovery from FY 2022 through FY 2025.

Conduct a program-level cost
recovery study.

Undertake a detailed review of revenues and
expenditures at the program and facility level to
establish a baseline for cost recovery by service
category (e.g., golf, recreation programs, rentals,
youth services, cultural facilities). Use this data to
define tiered cost recovery expectations aligned
with Modesto’s policy goals, balancing financial
performance with the community benefit
delivered by each service.

Strengthen financial management
tools and reporting.

Continue building multi-year histories of program
revenues and expenses to improve forecasting
accuracy. Develop simple dashboards to monitor
contribution margin and breakeven points,
enabling staff to make informed decisions on
pricing, scheduling, and staffing throughout the
year.

Maximize use of enterprise funds
and cost-recovery opportunities.

Maintain the strong performance of the Golf Fund
by monitoring contract terms, optimizing rounds
played, and exploring additional revenue sources
such as tournaments and special events. Apply
similar enterprise principles to the Community
Center Operations Fund to continue offsetting
costs through rentals and technical services.

Plan proactively for operating
impacts of capital projects.

As Modesto continues to invest in facilities, parks,
and infrastructure, systematically document the
projected staffing, maintenance, and utility costs
associated with each project. Incorporate these
ongoing costs into the City’s long-range budget
forecast to ensure that new investments are
sustainable over time.
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APPENDICES
The Modesto System
The City of Modesto (City) Parks, Recreation & Neighborhoods Department manages a wide-ranging system that provides diverse recreational opportunities in California’s Central Valley. The purpose of this park inventory and level of service analysis is to assess how the parks and facilities in Modesto currently meet the needs of the community. This analysis provides a baseline for assessing current service levels and informing future investments. Combined with community feedback, it will help pinpoint service gaps and identify opportunities for improvement.

Figure 1 provides a system inventory map that shows the relative size and distribution of existing parks and recreation facilities in Modesto. The inventory and planning area is focused on City of Modesto park properties and includes 77 park facilities encompassing 1,124.16 acres. The system serves a population of approximately 218,448 residents and represents one of the most comprehensive municipal park systems in the Central Valley region.

Appendix 8Park Inventory and Level of Service Analysis
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Figure 1: Park System Map
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Park Classification System
As a means of organizing Modesto’s parks and recreation facilities, parks are classified within a hierarchy that creates a system of interrelated facilities, with all locations placed into specific categories or classifications. Some facilities that meet neighborhood needs and have specialized amenities could be placed into more than one classification but are placed in the classification that meets the broadest definition, consistent with Modesto’s practices. The following classifications are used in the Modesto system.

NEIGHBORHOOD PARKS (<1 – 10 ACRES)
Neighborhood parks designed for nearby
residents, providing space for recreation, play, and
social activities. Ideally located within a half-mile
of homes, they serve as community gathering
places and accommodate a range of ages and
activities.

Key Features:
• Playgrounds, multipurpose fields, and courts
• Walking paths, shaded picnic areas, and
seating
• Typically includes a mix of irrigated turf and
natural landscaping
• Generally accessible by foot, bike, or
neighborhood streets
• On-street parking is common; parking lots are
discouraged

COMMUNITY PARK
(GREATER THAN 10 ACRES)
Community parks are typically larger parks that
provide a mix of programmed sports facilities
and open spaces for a broad range of community
activities. These parks often serve as regional
destinations, incorporating features that support
both active and passive recreation.

Key Features:
• Sports fields, courts, picnic shelters, and event
spaces
• Walking trails, gardens, and natural features
• Amphitheaters, festival areas, or historical
elements
• Located along major roads for easy access
• Designed to accommodate a variety of
recreational needs

SIGNATURE PARKS AND

DESTINATIONS
Modesto’s park system features
several signature destinations that define
the city’s recreational character and
serve as regional draws for Central Valley
residents.
• Tuolumne River Regional Park
(337 acres): Waterfront trails, disc golf,
multiple fields, and expansive natural
areas.
• Graceada Park (8 acres): Amphitheatre,
pool, spray pad, and 12 pickleball courts
in a dynamic community hub.
• Beyer Community Park (20 acres):

Six tennis courts, two diamond fields,
volleyball, skate park, and the Awesome
Spot destination playground.
• East La Loma Park (38 acres): Tennis
courts, disc golf, basketball, and openwater access in a verdant setting. • Cesar E. Chavez Park (6 acres):

Compact yet robust facility featuring
a lap pool, spray pad, and skate park.
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REGIONAL PARK (VARY IN SIZE)
Large-scale parks that serve the broader Modesto region and surrounding communities, often featuring specialized recreational opportunities and natural area preservation.

Key Features:
• Specialized recreational facilities
• Natural area preservation and interpretation
• Regional trail connections
• Water access and riparian restoration
• Environmental education opportunities
Table 1: Park Inventory by Classification
Classification Sites Total Acres
Neighborhood 69 495.5
Community 4 82.6
Regional 4 546.1
TOTAL 77 1,124.2
Inventory and Assessment
The City’s Parks, Recreation & Neighborhoods
Department maintains a variety of amenities
across its park system. Each City-maintained
amenity was assessed based on condition, size,
site capacity, and overall quality through thorough
field evaluations conducted in early 2025.

BerryDunn performed an on-sight inventory and
created an overview of each facility, including sitespecific scorecards and inventory maps. These were presented to the City’s Parks and Recreation
staff in the form of an atlas for approval before
proceeding with further analysis.

Amenity Scoring
An amenity is any feature—such as a playground,
picnic shelter, athletic field, court, trail node,
or gathering space—designed to help people
exercise, socialize, and support their physical,
mental, and social well-being. The City’s Parks,
Recreation & Neighborhoods Department
maintains 301 outdoor recreation amenities across
its park system.

The inventory team used the following four-tier
rating system to evaluate park amenities:
• 0 = Nonfunctioning
• 1 = Below
Expectations
• 2 = Meets
Expectations
• 3 = Exceeds
Expectations
Table 2: Modesto Amenity Scores Versus National Data Set Component Scores National Data Set Scores
SCORES % SCORES %
0 0% 0 3%
1 19.7% 1 10%
2 75.3% 2 79%
3 5.0% 3 8%
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Most amenities in the Modesto managed
system meet or exceed expectations, with

80.3% receiving a “2” or “3” score. While this
demonstrates generally good system-wide
quality, there are many opportunities for targeted
improvements, with 63 amenities scoring “below
expectations” and requiring attention.

A list of Modesto amenities not meeting
expectations at the time of inventory are provided
in Table 3.

TABLE 3: Modesto Amenities
Not Meeting Expectations
Component Type Count Park Locations
Playground, Local 34
Brewers Rose Park, Catherine Everett Park, Charles M. Sharp Park, Chrysler 99 Park, Chrysler Park, Coffee Claratina Park, Coleman F. Brown Park, Creekwood Park, Davis Community
Park, Downey Community Park, Eisenhut Park, Enslen Park, George Rogers Park, James Marshall Park, John Muir Park, Kewin Park, Mancini Park, Mark Twain Park, Martone Tot Lot, McKinney Colony Park, Moran Estates Park, Muncy Park, Rancho Encantado Park, Roosevelt Park, Rose Avenue Park, Sherwood Park, Sonoma Park, Standiford Park, Stockard Coffee Park, Sutter Park, Sylvan Park, Thomas B. Scott Park, Ustach Park, Whitmore Park
Aquatics, Spray Pad 4 Coffee Claratina Park, George Rogers Park, Sylvan Park, Ustach Park
Trail Access Point 4 Future Park 2, Gateway Parcel
Rectangular Field,
Large 4 Fairway Park, Mancini Park, Riverside Park, TRRP Bellenita Park Open Turf 2 Brookway Park, Pierre Park
Horseshoe Court 2 Chrysler Park, Coleman F. Brown Park
Natural Area 2 Gateway Parcel
Bike Course 1 Gateway Parcel
Concessions 1 Beyer Community Park
Diamond Field 1 Coleman F. Brown Park
Event Space 1 Gateway Parcel
Game Court 1 Chrysler Park
Diamond Field,
Practice 1 Catherine Everett Park
Disc Golf 1 Tuolumne River Regional Park
Playground,
Destination 1 Freedom Park
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Component Type Count Park Locations
Skate Park 1 Beyer Community Park
Tennis Court 1 Sutton Community Park
Water, Open 1 Gateway Parcel
Identifying these underperforming components
enables Modesto to target specific site
upgrades while maintaining system-wide
standards. Strategic investment in maintenance
and selective upgrades, especially of aging
playground equipment and specialized
recreational facilities, will help improve the overall
system performance and enhance residents’
recreation experience.

Parks Ratings
To better understand park conditions and guide future investment, each Modesto park was evaluated based on key amenity performance and core criteria that shape the user experience. Ratings considered the availability of supporting features such as restrooms, drinking fountains, seating, parking, and shade, which enhance comfort and accessibility. A standardized Good, Fair, Poor scale provided consistency and clarity across the system.

GOOD: All key amenities such as picnic shelters,
restrooms, playgrounds, splash pads, and
sport courts are present, well-maintained, and
functional. Facilities are clean, safe, and free from
visible damage.

FAIR: Most amenities are present, but one or
two show signs of wear or need minor repairs.

Facilities might lack modern features or
experience occasional maintenance issues.

POOR: Multiple amenities are missing, nonfunctional, or in disrepair. Conditions might include outdated structures, safety concerns, or
insufficient amenities.

Table 4: Park Scores
Facility Approx. Acres Component Count Park Condition

NEIGHBORHOOD PARKS
Aqueduct Park 5.04 2 Fair
Ashby Park 0.76 1 Poor
Beard Brook Trail 3.24 0 Poor
Brewers Rose Park 8.95 7 Good
Brookway Park 0.63 1 Poor
Catherine Everett Park 4.67 3 Poor
Cesar E. Chavez Park 6.22 7 Good
Charles M. Sharp Park 6.78 6 Good
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Facility Approx. Acres Component Count Park Condition
Chrysler 99 Park 5.25 4 Fair
Chrysler Park 6.96 5 Fair
City Gate Children’s
Park 0.9 3 Fair
Coffee Claratina Park 8.43 5 Fair
Coleman F. Brown
Park 4.87 4 Fair
Creekwood Park 5.05 6 Good
Dr. Martin Luther King
Jr. Park 9.03 9 Good
East La Loma Park 38.08 12 Good
Eisenhut Park 5.03 3 Fair
Elk Park Modesto Dog
Park 0.97 1 Fair
Enslen Park 8.23 5 Fair
Fairview Park 4.25 0 Poor
Fairway Park 8.98 2 Fair
Freedom Park 8.37 7 Good
Future Park 6.79 0 Poor
Future Park2 12.77 1 Poor
Garrison Park 6.3 6 Good
George Rogers Park 3.58 6 Good
Graceada Park 8.35 21 Good
J.M. Pike Park 6.06 5 Fair
James Marshall Park 6.52 5 Good
John Muir Park 2.92 2 Poor
Kewin Park 9.59 4 Fair
Lakewood Park 4.88 3 Fair
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Facility Approx. Acres Component Count Park Condition
Lateral No. 2 Park 1.79 0 Poor
Legion Park 17.08 0 Poor
Mancini Park 23.17 8 Good
Mark Twain Park 7.91 6 Good
Martone Tot Lot 0.52 1 Poor
Mary E. Grogan Park 45.52 13 Good
McClatchy Square
Park & Rose Garden 0.24 2 Poor
McKinney Colony Park 5.84 4 Fair
Mildred Perkins Park 6.09 4 Fair
Monterosso Trailhead 5.86 4 Fair
Moose Park 4.78 0 Poor
Moran Estates Park 2.67 3 Fair
Muncy Park 3.4 3 Fair
Orchard Park 10.18 5 Good
Pierre Park 0.54 1 Poor
Ralston Tower Park 0.35 4 Fair
Rancho Encantado
Bike path 1.78 0 Poor
Rancho Encantado
Park 5.61 3 Fair
Revard Park 3.56 4 Fair
Riverside Park 12.16 5 Good
Robertson Road Park 6.69 5 Good
Roosevelt Park 8.78 11 Good
Rose Avenue Park 4.45 4 Fair
Sanders Park 7 6 Good
Sherwood Park 6.02 2 Poor
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Facility Approx. Acres Component Count Park Condition
Sipherd Park 5.62 3 Fair
Sonoma Park 4.91 5 Fair
Standiford Park 4.67 3 Fair
Stockard Coffee Park 4.63 4 Fair
Sutter Park 3.89 3 Fair
Sylvan Park 5.01 4 Fair
TRRP Bellenita Park 6.51 1 Poor
Thomas B. Scott Park 2.64 2 Poor
Ustach Park 16.7 15 Good
Wesson Ranch Park 9.24 5 Good
Whitmore Park 5.3 4 Fair
Woodrow Park 4.97 4 Fair

COMMUNITY PARKS
Beyer Community
Park 19.97 19 Good
Davis Community
Park 18.94 12 Good
Downey Community
Park 16.4 11 Good
Sutton Community
Park 27.29 5 Poor

REGIONAL PARKS
Dry Creek Regional
Park 108.65 3 Fair
Gateway Parcel 78.8 8 Fair
Thousand Oaks Park 21.67 3 Poor
Tuolumne River
Regional Park 336.96 9 Fair
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Level of Service (LOS)
To evaluate Modesto’s level of service, BerryDunn analyzed the availability, quantity, and accessibility of City-maintained parks and amenities across Modesto. This assessment integrates the system inventory with national databases and GIS mapping to illustrate park distribution throughout the City.

Benchmark Analysis
The National Recreation and Park Association
(NRPA) benchmarks provide a valuable
framework for assessing parkland availability
and facility provision relative to population
size. Modesto’s park system encompasses
approximately 1,124 acres of City-managed
parkland, serving a population of 218,448
residents. This yields approximately 5.15 acres of
municipal parkland per 1,000 residents.

While this provision sits below the 2025 NRPA
median benchmark for communities of similar
size (100,000 to 249,999 people), it is important
to note that this metric represents only
municipal parkland and does not capture the full
recreational value provided through alternative
providers, regional partnerships, and extensive
trail connectivity, which significantly expand
Modesto’s recreational service area.

Beyond traditional acres-per-thousand metrics,
a more detailed analysis comparing specific park
amenities with NRPA national datasets reveals
Modesto’s performance across recreational
facilities. Table 5 compares Modesto’s park
component provisions with median benchmarks
for cities of similar population size (100,000 –
249,999), demonstrating how the City’s amenities
compare to national standards.

Table 5: Park Metric Analysis
Amenity Type
% of Agencies
Offering This
Facility
NRPA Median
Residents per
Facility
Modesto
Quantity
Modesto
Residents Per
Facility
Needed to
Meet NRPA
Median
Playground 94% 5,016 56 3,893 0
Diamond
Field 80% 6,821 28 7,786 4
Basketball
Court 85% 9,643 32 6,812 0
Rectangular
Field 77% 7,375 38 5,737 0
Tennis Court 74% 8,731 33 6,606 0
Dog Park 70% 74,504 1 218,000 2
Skateboard
Parks 47% 105,567 2 109,000 1
Pickleball
Court 45% 20,244 13 16,769 0
Volleyball
Courts 41% 46,517 6 36,333 0
Spray Pad 38% 67,685 9 24,222 0
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This comparison demonstrates that Modesto
meets or exceeds NRPA benchmarks in seven out
of 10 facility categories, showcasing exceptional
system-wide performance. The City particularly
excels in providing spray pads (60% better than
benchmark), basketball courts (30% better),
rectangular fields (28% better), tennis courts
(23% better), and playgrounds (22% better) in
comparison to NRPA median numbers.

When compared to national averages, statistical
analysis suggests potential gaps in two facility
categories:

DIAMOND FIELDS: Four additional baseball/
softball facilities would align with NRPA
benchmarks
DOG PARKS: Two additional facilities would meet
the national median
However, these potential shortfalls require
validation through public engagement
and community surveys, as not all cities
are alike nor desire identical recreational
amenities. Local preferences, demographic
characteristics, climate considerations, and
existing recreational partnerships might
influence actual community demand for these
facilities. The apparent statistical gaps should
be weighed against resident priorities, available
alternative recreational opportunities, and
budget considerations to determine whether
these additions align with Modesto’s unique
community values and recreational needs.

Walkability Analysis
As part of the overall level of service assessment,
a walkability analysis was performed across
the Modesto parks system. A 10-minute walk
(approximately 0.5 miles) is a widely recognized
benchmark for determining access to a park or
green space.

Pedestrian barriers, such as highways, major
streets, railroads, and natural features like rivers
impact walkable access. The consultant team
identified and mapped these pedestrian barriers
to provide a more accurate picture of walkability
in Modesto. Figure 2 denotes zones created by
pedestrian barriers; residents can walk within
these zones without crossing a major street or
obstacle.
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Figure 2: : Barriers to Walkable Access to Parks
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Figure 3 illustrates walkable access to outdoor
recreation in Modesto, using the 10-minute walk
(½-mile) metric while accounting for pedestrian
barriers. Darker orange areas indicate greater
access to park amenities, while lighter orange
areas signify less access to recreation. Unshaded
sections of the map represent areas where
residents cannot access parks within a 10-minute
walk, or areas that are separated by a pedestrian
barrier. The map shows that park resources are
well-distributed across the system, with 86% of
residents being able to reach outdoor recreation
within 10 minutes.
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Figure 3: Walkable Access to Parks
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Gap Analysis
Areas currently lacking 10-minute walkable access to City-managed outdoor recreation facilities were compared to demographic data to aid in prioritizing strategic investment opportunities. Analysis revealed specific zones within Modesto where residents face barriers to accessing quality recreational opportunities within a comfortable walking distance, shown in Figure 4. The gaps were symbolized according to 2025 population estimates, with greater population totals being shown in darker red. 250 CITY OF MODESTO
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Figure 4: Gaps in Walkable Access to Parks
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The spatial analysis reveals 34 distinct
gap areas where Modesto residents lack
convenient 10-minute walkable access to
parks and recreation facilities, affecting
approximately 29,000 residents citywide.

HIGH-PRIORITY GAPS
(DARKER RED AREAS):
• Five major gap areas contain about 15,100
residents (52% of underserved population)
• Concentrated in four primary zones:
• Northwestern corner near Pelandale Ave. and
Dale Rd.: Approximately 5400 residents
• Southern edge near W. Whitmore Ave.:

Approximately 3,700 residents
• West-central neighborhoods between Lateral
#3 and Maze Blvd.: Approximately 3,500
residents
• East-central neighborhoods near E Briggsmore
Ave. and Claus Rd.: Approximately 2,500
residents

LOWER-PRIORITY GAPS
(LIGHT RED/PINK AREAS):
• 29 smaller gap areas containing about
13,900 residents
• More dispersed throughout the City with
smaller areas and population concentrations
• Average population density: 540 residents per
gap area
• Range from 117 to 1,230 residents per area
Future improvements in these identified areas
could be addressed through multiple approaches:
development of new neighborhood-scale parks
or pocket parks, enhancement of pedestrian and
bicycle infrastructure to improve connectivity to
existing facilities, establishment of trail linkages to regional park systems, or strategic partnerships
that provide recreational programming in
underserved areas. This data-driven approach
helps ensure that limited municipal resources
are deployed where they can most effectively
expand equitable access to outdoor recreation
opportunities throughout Modesto’s diverse
neighborhoods.

Key Findings
Based on the full inventory and analysis of Modesto’s parks and recreation system, several key findings emerge:

Extensive System Coverage
Modesto operates 77 parks across 1,124 acres,
representing one of the larger municipal park
systems in the Central Valley region, providing 5.15
acres per 1,000 residents.

Strong Specialized Recreation
Offerings
The system excels in providing tennis courts,
pickleball facilities, and aquatic amenities,
with spray pads meeting community demand
effectively. Modesto meets or exceeds NRPA
benchmarks in seven out of 10 facility categories,
demonstrating exceptional system-wide
performance.

Regional Recreation Leadership
Large regional parks like Tuolumne River
Regional Park provide unique recreational
opportunities that serve the broader Central Valley
community. The development of comprehensive
trail networks connecting these regional assets
would significantly enhance their accessibility and
community impact, creating recreational corridors
that extend Modesto’s service area beyond
traditional park boundaries.

Quality Infrastructure with Targeted
Enhancement Opportunities

80.3% of amenities meet or exceed expectations,
though specific facilities require attention to
maintain system-wide standards. Playgrounds
and park restrooms present known improvement
opportunities that the City is actively addressing
through systematic upgrade programs.
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Strategic Facility
Development Priorities
When compared to national benchmarks,
potential expansion opportunities exist in
diamond fields (four additional facilities) and dog
parks (two additional facilities), though these
gaps require validation through community
engagement to help ensure alignment with
resident priorities and recreational preferences.

Geographic Access Optimization
Analysis reveals 24 gap areas affecting
approximately 22,500 residents who lack
10-minute walkable access to parks. Trail
development represents a particularly costeffective solution for addressing many of these gaps, as strategic trail connections can link
underserved neighborhoods to existing parks
while creating linear recreational corridors that
serve multiple communities simultaneously.

Trail Network and Connectivity
Anchored by the Tuolumne River Regional Park,
future trail corridors along the river and other
waterways could create multi-mile routes linking
Modesto to broader Central Valley systems.

Existing access points at parks like Dry Creek,
Kewin, and Gateway Parcel form the basis of this
network.

Expanding these trails could bridge walkable
access gaps for residents, support active
transportation, and promote environmental and
wildlife connectivity across the region.

Strategic Investment
The combination of strong regional facilities and
targeted neighborhood gaps provides a clear
framework for future investment priorities. Trail
infrastructure may be prioritized as a system
connector, linking regional parks, neighborhood
facilities, and underserved areas while providing
recreational value as destination amenities
themselves.

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APPENDICES
Park Development and Land Acquisition Standards
Introduction
The Parks, Recreation and Neighborhoods Department (Department) has developed the Park Development Design Guidelines (Guidelines) to establish general standards, criteria, and best practices for the design and development of improvements within the City’s parks, trails, and open spaces. These standards do not preclude the use of alternative methods when special or site-specific conditions warrant a different approach and proper authorization is obtained. The Park Designer (Consultant) should recognize that most work performed on public property for public use requires plans to be prepared and stamped by an architect, engineer, landscape architect, and/or land surveyor registered in the State of California.

The Department encourages a “partnering” approach—fostering a collaborative relationship between the City and the Consultant that supports the delivery of high-quality parks and the successful application of these standards. At the outset of each project, the City and Consultant are encouraged to jointly identify project goals, establish clear lines of communication, and commit to cooperative problemsolving. If a major deviation from the standards becomes necessary or desirable, the Department shall be notified in writing so the proposed change can be evaluated for approval and considered as a potential future amendment to these Guidelines. Any deviations from the established standards must receive written approval from the Department.

Appendix 9
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GENERAL PARK DESIGN PROCESS
General • Park designs will follow all City of Modesto design approval processes.

Reference
Materials
• Park design should always follow all requirements of ADA (Americans with Disabilities Act) accessibility guidelines and City of Modesto design and development standards wherever applicable.
• Planning, design, and construction of all parks and contained amenities will conform to all relevant standards, regulations, policies, codes, and legislations on a national, state, and local level as current at time of approval.

Park Sizes
• Modesto contains parks of all sizes, from neighborhood pocket parks to large regional parks and open spaces. A sense of place and appropriateness should help cater design and uses at each type of park. • Regional and community parks should be lit and adapted for safe recreational night use and can contain any recreation element deemed appropriate.
• Neighborhood parks should not contain large field lighting, aquatic centers or pools, or community centers. On-site parking is not generally required at the neighborhood park level.

Layout and
Design
• A park’s overall design should be unified wherever possible for a cohesive feeling, flow and theme throughout the park: through paving selection, plant material, wayfinding and signage, color choices, and/or furnishing selection. • Emergency vehicle and maintenance equipment routes should be incorporated into vehicular and pedestrian circulation routes. • Sensitivity to the habitat and environment should be considered during all aspects of design, such as building orientation and cooling; shade on walkways, seating, and play equipment; plant species’ water requirements; protecting habitats, washes/waterways, and significant natural areas; and appropriately sizing elements like turf areas or water features. • Archaeological sites and historic elements should be preserved/ protected and when feasible, celebrated.

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Standards
The following design standards address both functional and aesthetic considerations for park and open space design. These standards shall be referenced and applied during the development of preliminary park concepts and the preparation of final construction documents. All parks and open space projects shall comply with the following guidelines and regulations (the stricter requirement shall prevail):
• Americans with Disabilities Act (ADA)
• Americans with Disabilities Act Accessibility
Guidelines (ADAAG)
• Title 24 of the California Building Code (CBC)
• American Society for Testing and Materials
(ASTM)
• Consumer Product Safety Commission (CPSC)
• Standard Specifications for Public Works
Construction (Greenbook)
• City of Modesto Municipal Code
• City of Modesto General Plan
• City of Modesto Standard Details and
Specifications
• California Building Standards Code (CBC)
• Local Water District Rules and Regulations for
Recycled Water Use
The Consultant shall confirm with the City
the project program, facility sizes, functional
requirements, and project budget prior to
initiating the design process. The Consultant is
solely responsible for ensuring that all aspects of
the project conform to current and adopted ADA/
ADAAG (Federal) and CBC (State) accessibility
requirements. These guidelines are provided for
reference only and do not relieve the Consultant
of liability. Any failure to meet applicable
legal requirements shall be corrected by the
Consultant at their own expense.

Please note that when ADA/ADAAG and CBC
requirements differ, the more stringent standard
shall apply. It is the Consultant’s responsibility to
identify and implement the stricter requirement
for all project elements. The City shall not be held
responsible for any errors or omissions related
to accessibility compliance or other regulatory
requirements during design review.
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Park Amenities

BALL (DIAMOND) FIELDS
Baseball
• Typical baseball fields have a base length of 90’, with an 18’ dia. 10” high mound (infield radius 95’ from center of mound). The foul line to home plate distance should be a minimum of 320’ with an ideal distance between 320’ and 340’; the centerfield to home plate distance should be a minimum of 380’ with an ideal distance between 380’ and 400’. The backstop to home plate distance should be 40’.
• Youth baseball fields with base lengths of 80’, 70’, and 60’ shall be installed per industry standards for different age groups.

Softball
• Typical softball fields have a base length of 65’ minimum and a home plate to backstop distance of 20’. The foul line to home plate distance should be a minimum of 250’ with an ideal distance between 275’ and 300’; the centerfield to home plate distance should be a minimum of 250’ with an ideal distance between 275’ and 300’
Materials
SYNTHETIC TURF:
• Synthetic turf systems should have a shockpad layer to attenuate falls, with a sand, organic, or synthetic infill drainage layer. Materials must meet or exceed all relevant federal, state, and local health requirements, and priority should be taken to choose materials that can be recycled at end of life. Systems should be easily repairable.
• Do not use synthetic turf in flood-prone areas. Excessive water will damage the artificial turf, and can cause rubber, plastic, and sand infill materials to be flushed into storm systems.

INFIELD MIX:
• Infield mix is typically a clay and sand mix product with a 4” depth minimum.

Seating
SPECTATOR SEATING:
• Place bleachers a minimum of 5’ from fence line of backstop. Spectator area should include accessible seating and companion seating. • Bleachers should be hot-dipped galvanized steel with end caps, with three to five rows (those with five or more rows will require guard rails).

DUGOUT SEATING:
• Dugouts should contain benches of anodized aluminum with end caps. • Bat racks shall be located within the dugout, at the end closest to home plate. • Dugouts should be protected from the sun on 4 sides with shade cloth, or similar material with 4’-0” minimum clear along the bottom for safety and to deter vandalism.

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MULTI-USE (RECTANGULAR) FIELDS
Sizing
• A soccer field is 180’ x 300’ minimum, with a preferred dimension of 225’ x 360’. A lacrosse field is 180’ x 330’ minimum, with a preferred dimension of 225’ x 360’. A football field is 160’ x 360’.
• A rugby field is 150’ x 360’.

Layout
• A clear zone of at least 9’ on each side of each field is preferred (no tree/shrub planting, grade changes like berms, sidewalks, or drains), with a minimum of 10’ separation between each field.
• The preferred orientation for fields is for the long axis to be north-south wherever possible. Crown turf fields at a minimum of 1.5%. • Natural turf species to be approved by the City.
• Synthetic Turf: should have a shockpad layer to attenuate falls, with a sand, organic, or synthetic infill drainage layer. Materials must meet or exceed all relevant federal, state, and local health requirements, and priority should be taken to choose materials that can be recycled at end of life. Systems should be easily repairable. Do not use synthetic turf in flood-prone areas. Excessive water will damage the artificial turf, and can cause rubber, plastic, and sand infill materials to be flushed into storm systems.
• Field striping should be 4” wide and white. In cases of multiple sport striping, contrasting colors shall be used (yellow, red, blue, etc) for each layout.

Spectators
• Permanent fixed spectator viewing is not required for each multi-use field. • Consideration should be taken for having accessible open areas outside the safety zone near the centerfield of each field, for casual viewership to watch games.
• Constructed seating like bleachers should have integrated accessible seating and companion seating areas.
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CRICKET FIELDS
Dimensions
Typical cricket fields consist of an oval playing area with a central pitch. Field size can vary based on level of play and site constraints, but should follow industry standards:

OVERALL FIELD SIZE:

A minimum boundary diameter of 425’–475’ (130–145 meters) is recommended.

Elite or international-level play may require 450’–525’ (137–160 meters).

PITCH:
• The cricket pitch shall be 22 yards (66’) long and 10’ wide, centered within the oval.
▷ The pitch surface may be natural turf or an approved synthetic wicket system.
▷ The pitch area should extend with an additional 10’–12’ of level surface beyond each crease for run-up and follow-through.

INNER FIELDING CIRCLES:
• Mark a 90’ radius (27.4 m) inner circle from the pitch center, per standard limited-overs layouts.
• Safety and Run-Up Zones:
• A clear zone of 15’ minimum beyond the entire boundary is recommended, free of grade changes, structures, planting, or obstructions.

Orientation • Cricket fields should be oriented so that the pitch runs north–south where feasible, minimizing sun interference for bowlers and batters.

Field Markings
• Boundary lines shall be clearly marked with rope, paint, or turf-safe markers. • Creases should be painted at 25mm (1”) width using white striping. • If multiple sport overlays exist (e.g., cricket on a shared oval), contrasting colors must be used for clarity.

MATERIALS
Natural Turf
• Natural turf should be selected and approved by the City for durability and wear tolerance.
• Outfield grading should maintain a consistent slope of 1.0%–1.5% for proper drainage.

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CRICKET FIELDS
Synthetic Turf:
• Synthetic turf systems should include a shockpad layer to attenuate falls, with sand, organic, or synthetic infill.
• Materials must meet or exceed federal, state, and local health standards; priority should be given to systems with recyclable components at end of life. • Systems should be easily maintainable and repairable. • Do not install synthetic turf in flood-prone areas, as flooding can damage turf and move infill material into storm systems.

Natural Turf
Pitch Block:
• A natural turf pitch block should consist of a high-clay soil profile compacted and laser graded, with a minimum depth of 6”–8” of engineered clay base. • Regular rolling, mowing, and moisture management are required for safe play.

Wickets:

STUMPS
• Quantity: 3 stumps at each end
• Height: 28 inches (71.1 cm)
• Diameter: 1.38–1.5 inches (3.5–3.8 cm)
SPACING:
• The three stumps must be aligned centrally on the popping crease. • The distance between the centers of the outer stumps is 9 inches (22.86 cm). • Stumps should be firmly and safely anchored.

BAILS
• Quantity: 2 bails (placed on top of each set of stumps) • Overall length: 4.31 inches (10.95 cm)
• Barrel length (center piece): 2.13 inches (5.4 cm)
• Spigots (end pieces): Irregular lengths; designed to rest securely without excessive resistance.
• Note: In high winds or safety situations, play may continue without bails.

SYNTHETIC
• Synthetic wickets must comply with relevant national cricket standards and provide consistent ball bounce and pace.
• Anchoring systems should minimize surface disruption when removing or replacing the wicket.
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CRICKET FIELDS
Seating

SPECTATOR SEATING
• Permanent fixed seating is not required for all cricket fields. • Recommended spectator viewing zones should be located outside the boundary and clear zone, ideally concentrated behind the bowler’s arm or along the long edges of the oval.
• If bleachers are provided:
▷ They should be placed a minimum of 15’ beyond the boundary and safety zone.
▷ Bleachers should be hot-dipped galvanized steel with end caps. ▷ Three- to five-row configurations are typical; five or more rows require guardrails.
▷ Accessible seating and companion spaces shall be integrated.

TEAM AREAS / PLAYER SEATING
• Team shelters or benches should be located laterally to the pitch, approximately 50’–60’ from the boundary edge.
• Shade structures or cloth coverings are recommended on at least three sides, with a minimum 4’ clear opening at the base for safety and visibility. • Equipment storage such as bat racks should be provided within the team area.

Multi-Use
Considerations
• Cricket fields may overlap with multi-use turf areas when space is limited. In those cases:
• Ensure a minimum 10’ separation from other athletic field layouts. • Field scheduling should prevent simultaneous overlapping uses. • Outfield wear patterns may require reinforcement or rotational rest periods.

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PLAYGROUNDS

SURFACING MATERIALS
UNITARY MATERIALS:
• Pour-In-Place Rubberized Surface
• Bond-In-Place Rubberized Surface
• Synthetic Turf (ASTM, ADA
Accessible)
Playground surfacing around major play equipment
should consist of a unitary material like pour-in-place rubberized surface, bond-in-place rubberized surface, or synthetic turf. With the goal of creating an inclusive play environment, unitary material surface limits should adhere to the following:
• Provide at least two at-grade points of ingress/egress from edge of play area to major play equipment
• Extend a minimum of 5’ around major play components
and provide a clear path to and around major play
components
• Surface depth and sub-surface section shall be
consistent with requirements for equipment fall heights and manufacturer recommendations as well as ASTM
and CPSC guidelines
LOOSE-FILL MATERIALS:
• Engineered Wood Fiber (EWF)
Play areas beyond the unitary materials limits identified above may be surfaced with a loose-fill material like
engineered wood fiber. When provided, the following
apply:
• EWF should be a minimum 12” compacted depth
or consistent with required fall-zone attenuation
recommendations from play manufacturer
• EWF should be maximum 2” below the top of adjacent
path
• EWF should be maximum 2” below adjacent pour-inplace surfacing OTHER: SAND
Sand is not considered an acceptable playground
surfacing material, however, separate sand play areas may be provided as a play feature within a playground. When provided, the following apply:
• Sand should be a minimum 12” depth
• Sand should be 2” below the top of adjacent pathway
• Sand should be imported, double-washed, and free of
organic material and debris
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PLAYGROUNDS

ENVIRONMENTAL CONDITIONS AND SITE FACTORS
Shade
Dedicated shade structures should be provided over major play equipment. Fabric shade canopies or solid shade
structures may be provided for shade. Shade integrated
into playground equipment is not a preferable shade
solution.

Lighting
The play area and immediate surroundings should be
lighted utilizing site light poles and/or light fixtures integrated into playground shade. Playgrounds should
be lighted to an average to minimum level of 3:1 and a
minimum of one footcandle.

Location
When siting playgrounds within a park site, consider the following criteria:
• Playgrounds should be visible from nearby paths
• Playgrounds should not be located directly adjacent
to automobile traffic, consider the addition of a wall or fence if near parking lot of street
• Playgrounds should not be located directly adjacent to bicycle traffic, consider the addition of a wall or fence and bike path signage
• Playgrounds should be located adjacent to open turf
space for unstructured play opportunities
• Cacti or landscape materials with thorns or pods
that pose tripping hazards are not to be located in or
adjacent to the play area
• Site grading should direct runoff away from major play equipment
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PLAYGROUNDS

FURNISHINGS
Seating
• Seating should be provided near play area for adult
supervision
• At least 50% of provided seating options should meet
ADA requirements with companion seating next to the
bench, outside of the perimeter path
• If benches are provided for seating, benches should be 6’ length and surface mounted on a concrete pad that is at least 4’ wide, 6-1/2’ long, and 4” thick
• Seating should be at least 2’ from light poles, trash receptacles, or other site furnishings
• Seating should be shaded by playground shade
structure or trees where appropriate
Drinking Fountains
• Stand-alone fountains shall be vandal resistant, powder coated Fountain heights should meet ADA requirements
• Models with a bottle filler option are preferred

EQUIPMENT
Age-Appropriateness
• Separate play areas should be provided for the following age groups
• Children ages 2 to 5
• Children ages 5 to 12
• Play equipment for ages 2 to 12 may be used on small
sites with prior approval from the Department.

Play Area Perimeter
• Where applicable, playgrounds should include a
minimum 6’-0” path around the play area. This concrete
perimeter should have a deepened footing at the edge
when adjacent to a loose fill material play surface.
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PLAYGROUNDS
Play Structures
• All decks should be punched steel and have a non-skid surface Posts should be 5” minimum diameter powder
coated steel or aluminum
• Playground should include multiple ground-level play
components Playgrounds are encouraged to have at
least one sensory play element and a quiet, cozy space
play element
• A ramp or other inclusive point of play structure ingress/ egress is strongly encouraged for the initial elevated
deck to allow all users to experience as many elevated
play types as possible
• Slides, climbing bars, and other high-touch play
components should be light colored
• Where possible, slides should be oriented facing north or northeast and be placed to avoid direct sun exposure • Safety zone should be provided per manufacturer
recommendations based on equipment provided as well
as ASTM and CPSC guidelines
Swings
• Swings should be free-standing structures
• Posts should be 5” minimum diameter powder coated
steel or aluminum
• Swings should be hung per manufacturer
recommendations Strap seats should be slash-proof and
vandal-resistant
• Safety zone for swings should be provided per
manufacturer recommendations based on swing type
as well as ASTM and CPSC guidelines
• Swings and swing area should be visually separated
from other activity areas to avoid conflict
• Swings should include at least one accessible option
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EXERCISE (FITNESS) EQUIPMENT
General
• Outdoor exercise areas should be set up for a range of users and accessibility levels, as well as target different muscle groups and cover different exercise types. Thought should be taken to provide a variety of equipment for
upper-body, lower-body, cardio, strength-based, flexibility, or core targeted activities.
• Exercise equipment can be set up along a walking/
running route through the park as part of a fitness loop, or grouped in one main area (separate from playground
equipment). Locating at suitable intervals can create a circuit training system.

Surfacing
• Exercise equipment can be placed on concrete or in
stabilized decomposed granite if the equipment doesn’t
require users’ feet to leave the ground. If users’ feet do leave the ground while using the equipment, rubber
poured-in-place playground surfacing must be used.
• Materials and colors should tie into existing choices throughout the park and/or tie into the natural landscape for a cohesive feel and/or theme.

Signage
• Signage describing applicable exercises, proper uses, and age ranges should be posted with the exercise
equipment.
• Running/walking loops in parks should be marked at
specific increments with signs or other wayfinding
methods so that users can mark their progress.

Group Fitness
• Passive turf recreation space is recommended for casual group classes like yoga or tai-chi.
• Artificial turf areas (typically fenced) for group activities like cross fit can also be incorporated.
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SHADE STRUCTURES
Materials
• Wood erodes quickly in dry climates; shade sail or metal structures are preferred. Posts should be steel and may be powder coated or painted.
• Metal roofs should be standing metal seam or similar with no exposed screws.
• Fabric shade sails should be made with UV-resistant
materials with stainless steel fittings. Fabric should be anti flammable per state and local codes
Construction • Soil/boring tests should be performed to determine footing suitability for shade structures.

Playgrounds
• Playground shade structures should be positioned to
absorb the brunt of summertime sun that would hit
playground equipment or seating. Playground shade may
be incorporated into play towers/play equipment or be
standalone shade.
• Any structure posts/poles must not conflict/sit inside with the playground’s safety fall zones. Shade structures shall be positioned to prohibit climbing access on top of the roofs from tall play equipment.

SITE FURNISHINGS
General
• All parks should contain site furniture such as seating elements, drinking fountains, and trash receptacles.

Appearance and form of furnishings should generally be
complementary to one another, as well as incorporate
elements of the overall park theming and design.
• Consideration of security, graffiti, and maintenance
measures should be taken during furnishing selection.

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SITE FURNISHINGS
Benches
• Benches are required:
▷ At tennis, pickleball, and basketball courts
▷ At tot-lots
• Benches may have backs, armrests, and center rails. Park benches will be surface mounted on a concrete pad.
• Benches will meet current City standards for quantity, location, and design. All park benches will be ADA
accessible. To meet accessibility standards, park benches will have a 4’-0” x 6’-6” x 4” thick concrete pad outside of the path of travel and next to the bench for companion
seating.

Bike Racks
• Bike racks should be surface mounted on a hardscape pad where bikes will not block the path of travel.
• The number of bike racks will be per City standards. They should be placed near park entries.

Drinking Fountains
• Every park will have at least one drinking fountain.

Drinking fountains will be placed outside of the path of travel and will be ADA accessible. It is preferred to have at least one drinking fountain with a “pet friendly” bottom bowl and built-in water bottle filler.
• Placement:
▷ Fountains are required near athletic and court areas and restrooms.
▷ Drinking fountains will be located at least 50’-0” from any sand play areas.
▷ Fountains should be located near active park sites and playgrounds.
▷ Drinking fountains must be fitted with flow inhibitor and automatic shut-off and be connected to sewer.

Picnic Tables
• At least 50% of picnic tables should be ADA accessible at group ramadas. At small ramadas, all picnic tables should be ADA accessible.
• Picnic tables should be placed on concrete pads with 4’ clearance between end of table/bench and pad edge.
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SITE FURNISHINGS
BBQs
• BBQs will be ADA accessible and located outside the path of travel on a non-combustible surface. Multiple BBQs or a larger group BBQ should be considered at large-group
ramadas.

Trash and Recycling Receptacles
• Trash receptacles will be ADA accessible and surfacemounted, located outside the path of travel. • Trash receptacles will comply with current City stormwater standards and Building Code requirements and will be
oriented to accommodate easy access for maintenance
staff.
• At least one trash receptacle will be placed at:
▷ The park restroom(s).
▷ At the picnic area or at each ramada.
▷ At the tot lot/playground area.
▷ At the court(s) area and field(s) area.
▷ At key rest areas along bikeways or major walkways.

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SPORTS COURTS
General
• Sport courts should be oriented along the north-south axis whenever possible.
• Sport courts should be placed where a buffer can exist between the courts and residential areas due to lighting and sound concerns.
• At least one drinking fountain and trash can per every four courts should be provided.

Materials:
• Paved sport courts should be constructed of concrete and be wear- and slip-resistant, with either a medium broom finish and striping or a colored sports surfacing treatment with painted striping.

Basketball Courts
Dimensions:
• Typical basketball court dimensions are 104’-0” by 70’-0”, with a playing area of 94’-0” by 50’-0”. Half-court layouts are 47’-0” by 50’-0”.

Design Considerations:
• Basketball courts often have no spectator seating, but at least one bench per court should be provided.
• Rectangular steel backboards, double-rimmed rims with nylon nets, and galvanized steel poles are preferred.

Tennis Courts
Dimensions:
• Typical tennis court dimensions are 102’-0” by 60’-0” with a playing area of 78’-0” by 36’-0”.

Design Considerations:
• All tennis marking lines should be 2” thick and white, and the baseline should be 4” wide.
• Tennis courts require a minimum 12’-0” high meshcovered chain link fence surrounding each court. Two or more courts may be grouped together without fencing
between them if they have 12’-0” between sidelines as a buffer. Fences will have a minimum 36” wide entry gate at each court.
• At least one bench per court should be provided.
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SPORTS COURTS
Pickleball Courts
Dimensions:
• Typical tennis court dimensions are 64’-0” by 30’-0” with a playing area of 44’-0” by 20’-0”.

Design Considerations:
• All pickleball marking lines should be 2” thick and white (unless overlayed on tennis courts, then yellow or another contrasting color).
• Pickleball courts require a minimum 10’-0” high meshcovered chain link fence surrounding each court. • At least one bench per court should be provided.

Volleyball Courts
Dimensions:
• Typical volleyball court dimensions are 80’-0” by 42’-0” have a playing area of 60’-0” by 30’-0”.

Design Considerations:
• Volleyball courts often have no spectator seating, but at least one bench per court should be provided.
• Volleyball courts can be sand or concrete. The sand
must be at least 16” deep and composed of fine, loosely compacted grains.
• Concrete court striping to be 2” thick and white. Sand courts shall utilize ropes.

Multi-Use Courts
Dimensions:
• Typical multi-use courts have a playing area of 94’-0” by 50’-0”.

Design Considerations:
• Multi-use courts are typically striped for both basketball and volleyball. In this case, basketball court striping should be 2” wide and white, while volleyball court striping should be 1.5” wide and a contrasting color.

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SPORTS COURTS
Racquetball/Handball Courts
Dimensions:
• Typical racquetball courts have a playing area of 20’-0” by 40’-0” by 20’-0”. The back wall should be a minimum
height of 12’-0”, with the rest of the walls 20’-0” tall.

Design Considerations:
• Metal door with window should be centered on the back wall.

TRASH ENCLOSURES
Materials
• Enclosures are typically CMU walls with #4 rebar
reinforcement, with solid steel door panels.
• Integral color block to match colors found elsewhere in the park is encouraged.

Layout and Dimensions
• Trash enclosures should be a minimum of 6’-0” tall, with doors to screen the bins from view. Typical dimensions for single-bin enclosures are 12’-0”x9’-0”.
• Double- or triple-bin enclosures must maintain 12’ wide bay per bin, but do not require interior walls between
them.
• The interior of the enclosure should be a minimum 6”
deep concrete slab, and two 4” safety posts should be
spaced evenly 4” from the back wall of the enclosure.

Access
• Trash enclosures shouldn’t be placed near entrances or exits where collection vehicles would block traffic during pickup. They should be located within or adjacent to
parking areas.
• A minimum 3’-0” wide pedestrian access gate is required at each enclosure; it may be lockable.
• Main enclosure doors will have pin-drops at open and
closed positions.
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WAYFINDING
General
• Signage design should conform to all City of Modesto
design standards.
• Wayfinding and signs are an opportunity to tie into
the park’s general theme and color scheme, unify park
elements or phases, and help users find their way around.

Signs should also provide information on safety and rules and regulations of different amenities (such as dog park pet sizes or hours).
• Design and colors should generally be standardized and consistent throughout the park and should be clear and
legible.
• Wayfinding should generally be located along the
continuous path of travel in open and clearly visible
locations and should not obstruct view lines for safety. • Parks should generally contain both a lit main entry sign/ monument with the park’s name prominent (usually on a
street corner), and a regulatory sign with hours, rules, and regulations located near the pedestrian entrance(s).
• Electronic and interactive kiosks should be explored
whenever possible.

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WAYFINDING
Trails
• Trail wayfinding should include signs marking entrances and exits and route markers along the path with info on mileage and connections. Signage along the trail should be easy to read from the route and placed so as to not be obscured by vegetation.
• Entrance signs should include the following:
▷ A map showing each trail, marked clearly with the
trail’s name, length and difficulty. Maps should include locations of rest areas, trailheads, and water fountains, as well as high points and low points, and key natural
features for wayfinding.
▷ Safety and potential hazard information, including
emergency information
▷ Rules, regulation, restrictions, and permitted trail uses and prohibited activities
▷ Seasonal conditions, if applicable
▷ Trail etiquette
▷ Hours of operation
• Trail signage can include interpretive and educational info, such as on plant and animal species/habitat or historical significance.
• Trail wayfinding can incorporate different icons or
elements to define different trails or routes with simple visual clarity.

Playgrounds
• Signs at playgrounds should delineate appropriate
age ranges for different play equipment. Signs should
include information on accessibility and necessity of adult supervision where applicable.

ADA
• Proper signage should be installed wherever required
according to current ADA guidelines.
• Accessible/handicap parking spots should have a sign
designating each spot.
• The blue universal sign should be embedded in/painted on the concrete at companion seating locations at
benches/tables and bleachers where applicable.
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Site Improvements

GRADING AND DRAINAGE
General
• Drainage should be directed away from buildings,
electrical enclosures and other equipment like irrigation controllers, backstops, and other sensitive areas/items like playground equipment.
• Grading and drainage plans should follow all City of
Modesto and regional standard requirements.
• Thought should generally be taken to balance cut and fill where possible.
• Green infrastructure techniques like detention/retention basins and swales are encouraged.

Parking Areas
• Typical grade is 4.5% maximum, and 1.5% maximum cross slope. A cross slope of 2% or greater negatively impacts the usability of the park.

Walkways and Pedestrian
Paving
• Typical grade is 4.5% maximum, and 1.5% maximum cross slope. When slopes exceed 5%, paved walkways become
a ramp—handrails are required on all ramps, per ADA
requirements, with landings/passing zones if necessary. • All pedestrian routes should be or include an ADA
accessible walkway.

Unpaved Trails
• Maintained unpaved trails within developed parks should be graded at 1.5% minimum and 4.5% maximum, with a

1.5% cross slope maximum.

Basketball and Multi-Purpose
Courts • These courts should drain end to end, at 1%.

Tennis Courts • These courts should drain end to end or side to side at 1%.

Baseball & Softball Fields
• Infields and outfields of both field types should have 1.5%- 2% grade, with positive drainage away from home plate.
• Do not locate manholes or basins within field areas.

Multi-Purpose Fields
• Fields should have a grade between 1.5 and 2%, and are typically crowned at the center with drainage flowing
away on all sides.
• Do not located manholes or basins within field areas. • Turf finished grade should be 1” below paved walkways, headers, and mow-curbs.

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GRADING AND DRAINAGE
Turf (Passive Recreation)
Turf areas should be between 2% and 20%; anything beyond a 5:1 slope is unable to be mowed properly and safely.

Turf finished grade should be 1” below paved walkways,
headers, and mow-curbs.

Landscape Areas
Landscape areas are typically between 2% and 50% grade.

Slope/bank erosion control will be applied through rip-rap or other approved means where needed.

Granite/crushed rock finished grade should be 1-2” below paved walkways and headers.

IRRIGATION
General
• All irrigation systems should be designed and installed per the Modesto Municipal Code and the City’s Landscape Guidelines.
• Irrigation systems should be designed for efficiency
and low water use/water conservation while operating
effectively. Typical best practices (such as having irrigation lines run level and parallel to slope contours to minimize drainage and pressures issues) should be implemented.
• The residual pressure and flow as well as equipment
itself should be sufficient to accommodate current site conditions, field changes, as well as future updates and demands.
• Systems should be highly organized with hydro-zoned,
labeled, and coordinated valves and controller systems.

Valves should be placed to easily turn off certain portions of the system for maintenance/at will.
• Irrigation systems that use non-potable water should have equipment and piping marked/colored appropriately, as
well as have signs stationed around the park.

Turf
• Turf should be irrigated according to typical best practices such as head-to-head/100% coverage, with an automatic
pop-up system. Overspray on sidewalks/paving should be
avoided.

Drip • Drip is the preferred method of irrigation for all non-turf landscaped areas.
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IRRIGATION
Equipment
Controller:
• Controllers should be installed wall-mounted within
a lockable storage room or maintenance yard where
possible. When they must be located within the
landscape, controllers should be installed inside a
vandal-resistant, weatherproof stainless steel enclosure (typically on a concrete pad in a decomposed granite
area, screened by vegetation). Controllers should not be installed within turf.
• All irrigation controllers should have weather or soil moisture sensors included.

Water Meter:
• A water meter should be installed at the point of
connection.

Booster Pump:
• A booster pump is required in parks where available
water pressure is not adequate to meet irrigation system demand (or estimated future demand where park will be
built in phases).

Backflow Preventer:
• BFPs should be contained within a lockable, removable stainless steel cage, typically on a concrete pad. Include a wye strainer just downstream if required.
• Pressure Regulating Valve, Master Valve, and Flow Sensor:
• These three items should be installed immediately
downstream of the backflow preventer, in that order.

Valves:
• Valves should be placed within landscape or turf areas, but not within fields or paved areas. Valves should be
designed to control certain zones, typically separated by use or area in space (like parking lot landscape isolated from regular landscape areas or event lawn turf vs.
baseball field turf).
• Isolation Valves should be placed throughout the system to create zones that can be turned off at will.

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LANDSCAPING AND PLANTING
General
• Plants located along streetscapes and in parking lots should meet the Modesto Municipal Code, the City’s
Landscape Guidelines Installation details such as tree
staking should also be per City’s Landscape Guidelines. • Turf can be installed for passive and active recreation uses, but should not generally be used for small and/
or decorative areas consistent with the Water Efficient Landscape Requirements of the Municipal Code
• Invasive species should not be used. Reference the
California Invasive Plant Council’s current list of invasive species.
• All landscape/planting areas should contain a wood or rock mulch groundcover layer of at least 3” depth.
• Planting should avoid creating “hidden” spots or interrupt sight lines in order to create better park safety.

Plant Selection
• Plants should be chosen from city required plants lists where applicable and be suitable for the local climate. • All plants should be heat and drought tolerant, with low water requirements. Preferred plants are durable, relatively disease- and pest-free, and are not maintenance intensive (including heavy litter or lengthy dropping of fruit/debris).

Conserving water and reducing maintenance needs/costs
are encouraged.

Placement
• Plant shrubs, grasses, accents, and groundcovers so that their ultimate spread at maturity will be 1-2’ off of walkways. • Placement of spined/dangerous plants shouldn’t be
planted near playgrounds or where park users could be
easily injured.
• Trees should be placed to maximize shade on walkways
and other user-heavy amenities like seating at playgrounds or splash pads.
• Trees should not be planted within safety surfacing in playgrounds. Trees should be planted far enough from play equipment or pruned properly so that there is adequate
clearance from branches.
• Root barriers are required where necessary.
• Tree grates should have expandable center openings and must meet ADA requirements. Tree conflicts with light
fixtures should be avoided for safety.
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LANDSCAPING AND PLANTING
Maintenance
• Plant choice, placement, and spacing should be considered to require minor trimming, upkeep and crowding assuming typical plant development.

PARKING AREAS
General
Parking should be provided at rates appropriate for each park’s amenities, with adequate parking for visitors and event parking (if applicable) to minimize parking problems on residential/arterial streets.

Handicap Accessible Parking
Required number of handicap accessible spots (per Modesto city code) should be placed as close as possible to visitor entrances, with the shortest possible ADA accessible routes at 4’ wide. All handicap spaces and routes shall follow ADA requirements and be marked with appropriate signage and striping. 50% of handicap accessible spaces should be van accessible spaces.

A bench with companion seating area should be provided
near the parking area. Drop off areas at entrances are
desirable.

Bicycle Parking
Required number of bike parking spaces (per Modesto city code) should be placed within 200’ of key amenities, such as playgrounds, ramadas, trailhead entrance, recreation center visitor’s entrances, etc.

Adjacency to Amenities
Parking lots should be located at least 125’ from baseball field home plates (100’ from base to street), and 75’ from youth baseball field and softball home plates (75’ from base path to street).

Parking lots should be located 50’ minimum away from edges of playground areas.

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PAVING, WALKWAYS AND TRAILS
Sizes
• Main park routes and entrance walkways should be a
minimum of 10’ wide, and should connect amenities
such as courts, fields, playgrounds, and aquatic/fitness/ recreation centers. If these routes will also be used by park maintenance and ranger vehicles, radii should be no smaller than 10’.
• Walkways adjacent to ball field lights require a 12’ wide minimum width.
• Secondary walkways (without security lighting or
maintenance access) can be 6’ wide.
• Minor concrete zones that act as playground or exercise area surfacing containment (and not as a true circulation route) can be as narrow as 4’. These walkways should slope

1.5% away from playground or exercise area.
• Paved multi-use trails should be 12’ wide with a 2-3’ wide decomposed granite shoulder path.

Design
• Walkways should be connected to form walking loops
wherever possible.
• Main routes shall be concrete, and all routes shall be ADA accessible per the ADA national code.
• At narrow walkways 4’ or tighter (such as around tree grates, etc.), where there’s an adjacent abrupt change of grade adjacent to the walkway, a 6” warning curb should be installed.
• Sidewalks can be used to between two areas in functional and aesthetic ways, such as to separate two playgrounds of different age range appropriateness, or act as a walkable barrier between turf and landscape areas.

Paved
• Pedestrian only concrete is typically 4” thick minimum, while vehicular concrete is typically 6” thick minimum. • Concrete construction should follow all City of Modesto standard details and construction requirements.
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PAVING, WALKWAYS AND TRAILS
Unpaved Paths and Trails
• Soft walkways using stabilized decomposed granite are allowed for secondary walkway systems and local/ regional trails.
• Trails should be a minimum of 6’-0” wide and contain a hard edger, such as a concrete header, on both sides.
• A minimum 2’-0” wide clear shoulder should be provided on both sides of the trail.
• Unpaved pathways and trails should be established
adjacent to natural and manmade linear corridors, such as, rivers and washes, utility corridors and regional open space

SITE LIGHTING
General
• Lighting should provide safe and visible routes throughout the parks, highlight building entrances, illuminate courts and fields for night games (where applicable), and overall, provide a better experience for users.
• Lighting can be used as a safety tool (such as lighting stairs and grade changes to prevent tripping or illuminating
dark corners to prevent crime) and an aesthetic tool (such as tape lighting along a toe-kick of a seat wall, or colored lighting at a themed playground).
• Care should be taken to prevent light spillage onto adjacent properties, especially high-intensity sports lighting near residential areas. Trees planted near lights should be
pruned frequently enough that they will not obscure the light at maturity.
• Pull boxes for high-voltage site and sports lighting should be placed within concrete wherever possible. Light poles should be located within decomposed granite planting
areas and away from turf spray whenever possible (mount on concrete bases when located in turf).
• Lights should be set on a time-clock to turn off by a certain hour. Poles and electrical equipment should be vandal
resistant, with controls enclosed in a locked cage.
• Lights should utilize bulbs and equipment with the latest energy savings technology, such as, LED.
• Sports field and court lighting shall with the latest MUSCO (or equal) standards.

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SITE LIGHTING
Building Exterior Lights
• A light should be mounted above all exterior building doors (min. 7’ higher than ground plane).
• Exterior lights should be surface mounted on building walls.

Site Lighting
• In-ground recessed lights are discouraged due to risk of vandalism and water damage.
• Parking lot lighting should be lit to city standards, with a minimum 1 footcandle of light over the driving/walking
surface during park hours of operation and one hour after. • Stairways should be illuminated with a minimum 1
footcandle over all stair treads and landings during hours of park operation and one hour after.
• Swimming pool decks should be illuminated with a
minimum 1 footcandle over all decking surface during
hours of park operation and one hour after.
• Paved walkways and trails should be illuminated with a minimum .25 footcandle on the walking surface during
hours of park operation and one hour after.

Pickleball Courts
• Each court should be lit independently, with an “on” button for users to press, that’s set to a timeclock to turn off after a specific interval.
• Typical court lighting is 30 footcandles at the baseline and 50 footcandles at the net line.

Tennis Courts
• Each court should be lit independently, with an “on” button for users to press, that’s set to a timeclock to turn off after a specific interval.
• Typical court lighting is 30 footcandles at the baseline and 50 footcandles at the net line. Tournament courts should be lit 75-100 footcandles over the entire court.

Racquetball/Handball Courts
• Each court should be lit independently, with an “on” button for users to press, that’s set to a timeclock to turn off after a specific interval.
• Typical court lighting is 20-30 footcandles over the entire court.
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SITE LIGHTING
Basketball Courts
• Typical basketball court lighting is 20-30 footcandles over the entire court. Light poles should be at least 8-10’ clear from the edge of court when possible.
• Each court should be lit independently, with an “on” button for users to press, that’s set to a timeclock to turn off after a specific interval.

Sand Volleyball Courts
• Each court should be lit independently, with an “on” button for users to press, that’s set to a timeclock to turn off after a specific interval.
• Typical court lighting is 20-30 footcandles over the entire court. One or two electrical outlets should be added at each pole.

Baseball / Softball Fields
• Typical baseball infield lighting levels should be between 40 and 50 footcandles, while outfield lighting should be between 20 and 30 footcandles.
• Youth baseball field and softball field infield lighting levels should be between 20 and 30 footcandles, while outfield lighting should be between 15 and 20 footcandles.

Soccer, Football, Lacrosse, &
Rugby Fields
• Lighting at fields should be placed thoughtfully and
appropriately for night-time use, with minimal disturbance to residential areas nearby. Typical lighting level for fields is 20-30 footcandles over the entire field area but can vary depending on which sport is prioritized. Electrical outlets should be added to at least one light pole per field.
• Field lighting should be located outside of play areas, and outside of turf where possible. Field lighting should be controlled from a remote location based on user schedules.

Playground
• Playground areas should be lighted for night use. Lighting should be fixed to shade structure posts and provide even lighting under shaded playground area.

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WALLS AND FENCES
Use and Placement
• Fences and walls should be used minimally throughout
parks to maintain open access and pedestrian flow.
• Fences may be used at the following conditions:
▷ Fencing off potentially hazardous areas for the public to enter, such as maintenance yards, storm drain headwalls, etc.
▷ When play areas are very close to busy parking lots or streets
• Fences are required at the following conditions:
▷ Dog parks and off-leash areas
▷ Community gardens
▷ Certain sports fields
Types of Fencing and
Walls
• Walls and fences should be incorporated into the park’s theming and color considerations.
• Ornamental fences should follow the guidelines and will maintain views. Chain link should be avoided outside of sports-related uses.
• Walls should be designed with graffiti and skateboarders in mind (and will incorporate skateboard stops if necessary).

Solid walls should not be used in areas that would cause visibility safety concerns.

Construction
Requirements
• Pedestrian gates shall be minimum 4’-0” wide and
maintenance vehicular gates shall be minimum 12’-0” wide. • Walls and fences directly adjacent to turf areas must have mow curbs. CMU walls must have caps with chamfered
edges.

Retaining Walls
• Retaining walls should follow established design guidelines and should reflect the park’s theming and character.
• Retaining walls should have wall drains.
• They need guard rails along the tops when walls are over 30” high and adjacent to walkways.
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Private Developer Constructed Parks
It is essential that open space and natural areas be intentionally considered and protected during the planning and development of new residential neighborhoods within the City. As part of this commitment to open space, the provision of functional parkland is necessary to support the recreational needs of residents. Usable park space is a critical component of the community’s open space network, offering both active and passive recreation opportunities that enhance quality of life.

Within residential developments, the following areas may be counted toward required park space:
• Active Recreation Areas: Land improved with
active-use amenities such as playgrounds,
basketball courts, picnic ramadas, and multiuse sports fields. • Passive Recreation Areas: Land designed for
lower-intensity uses, including walking, biking,
picnicking, and fishing activities.
• Turf-Lined Areas: Turf areas may qualify as
park space only when directly adjacent to
active recreation amenities; otherwise, they
will be counted toward general open space
requirements.
• Improved Trail Corridors: Tracts improved
with trails, lighting, seating nodes, and other
features that provide connectivity between
parks and open space areas within the
community.
• School Facilities: School playgrounds and
multi-use fields may be counted when they
are accessible to the public during non-school
hours.

All private developer-provided parks must comply with the guidelines and standards outlined in this document. Any proposed deviations require written approval from the Department.

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Land Acquisition
Introduction
The anticipated growth of the city beyond
its current developed footprint will present
significant challenges for the Department. An
essential step in preparing for this expansion
is to utilize the City’s General Plan—along with
the data collected through this master plan—to
identify suitable locations for future parks and
recreation facilities that meet community needs
and support the desired level of service.
• Achieving level-of-service goals over the
next 30 years will require a phased, stairstepped approach supported by a diversified land portfolio. This portfolio should include
opportunities for partnerships as well as
strategic private land acquisitions by the City.
• The development of master planned
communities will continue to be a key strategy
for providing usable and programmable park
space that aligns with the identified service
goals.
• The City has put considerable effort into
identifying community-specific programming
and amenity needs through this master plan.

Going forward, this information will be used
by the Department—working collaboratively
with the development community—to identify
opportunities for parks and amenities that
directly address these priorities.

It is recommended that the City evaluate
existing Modesto-owned properties, as well
as land managed by other local agencies such
as the Bureau of Land Management (BLM),
State Lands, and local school districts, along
with unincorporated lands within or near the
city’s planning boundaries. While private land
acquisitions remain an option, they are typically
the most expensive and may require unique
negotiation and acquisition processes depending
on the landowner.

Modesto should continue partnering with
developers and homeowner associations (HOAs)
to support the creation of community parks
within master planned communities. Under this
model, developers and HOAs design, fund, and
construct parks that meet the recreational and
aesthetic needs of residents. It is essential that
Public Works, the Community and Economic
Development Department, and the Parks,
Recreation and Neighborhoods Department
collaborate early in the planning process to
provide clear input on proposed parks and
community spaces.

Once parks are completed, they may be
conveyed to the City, enabling the City of
Modesto to assume long-term responsibility for
maintenance and operations. This partnershipbased model leverages developer and HOA resources to create high-quality public spaces
while ensuring ongoing stewardship by the City.

As a result, parks are effectively integrated into
new neighborhoods, strengthening community
identity, supporting recreation, and enhancing
overall quality of life for Modesto residents.
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Park Acquisition
Park acquisition is a critical component of
building a high-quality, sustainable, and equitable
parks and recreation system. The following
criteria and best practices outline the process
the City should follow to ensure newly acquired
parkland aligns with community needs and
supports long-term system growth.

NEEDS ASSESSMENT
Conduct a comprehensive assessment to identify
community needs for recreational space. This
may include demographic analysis, community
surveys, stakeholder interviews, and a review of
existing facilities to determine gaps, priorities, and
opportunities.

STRATEGIC PLANNING
Develop a clear strategic plan that establishes
goals, priorities, and criteria for parkland
acquisition. The plan should align with the
City’s General Plan, environmental stewardship
objectives, and recreation system goals. Priority
should be given to acquiring parkland located on
or near historic, cultural, natural, or recreational
resources—particularly where those resources are
at risk of development or degradation.

SITE IDENTIFICATION
Identify candidate sites based on location,
accessibility, size, environmental characteristics,
and potential recreational value.
• The City shall not acquire parcels smaller than
15 acres when the primary intended use is for a
park.
• Parcels smaller than 15 acres may be
considered for recreation facilities such
as pools, recreation centers, and multigenerational facilities. • Smaller sites may also be acquired for specialuse parks, including BMX facilities, skate parks, or equestrian areas.

LAND EVALUATION
Evaluate identified sites to determine their
suitability for park development. This may include
environmental assessments, feasibility studies,
and cost-benefit analyses.
• Preferred parcels have minimal constraints.
• Active recreation parks should be located near
existing infrastructure, including roadway
access and water, sewer, and electrical utilities.
• Sites significantly affected by floodways, steep
or complex topography, overhead powerlines,
or utility conflicts may lead to higher
development costs and reduced usable area.

MEETING UNMET DEMAND
Prioritize park acquisition in areas documented in
the level of service analysis as being underserved.

Parcels should:
• Be accessible from multiple neighborhoods,
• Support high-recreation-value amenities not
widely available elsewhere in the system, and
• Be located near primary or secondary trail
corridors where possible to maximize multimodal access and connectivity.

FUNDING
Identify and secure funding sources for parkland
acquisition. Funding may come from local
budgets, state or federal grants, impact fees,
private donations, partnerships, or developer
contributions.

PARTNERSHIPS AND COLLABORATION
Collaborate with community organizations, land
trusts, developers, and other governmental
agencies to support acquisition efforts.

Partnerships may expand funding opportunities,
provide technical expertise, and help secure highvalue parcels.

PUBLIC INVOLVEMENT
Engage the public throughout the acquisition
process. Use meetings, surveys, workshops, and
digital engagement tools to gather input, confirm
priorities, and build community support for new
parkland investments.

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NEGOTIATION AND PURCHASE
Work with landowners to negotiate acquisition.

Methods may include direct purchase, land
swaps, conservation easements, or other
mechanisms that secure long-term public access
and use.

LEGAL PROCESSES
Complete all required legal actions, including
title transfer, zoning review, environmental
compliance, and establishment of regulatory
protections needed to secure the land for public
recreational use.

DEVELOPMENT AND
MAINTENANCE PLANNING
Prepare a development and maintenance plan
for newly acquired parkland. This plan should
specify the intended recreational uses, phasing
of development, required infrastructure, and
long-term maintenance strategies to ensure the
site remains safe, functional, and aligned with
community needs.

MONITORING AND EVALUATION
Regularly evaluate the use, performance, and
community impact of newly acquired parkland.

Findings should inform ongoing planning
and help refine acquisition, development, and
maintenance practices over time.

Process for Purchasing Property
Once a property is identified that best fits the City’s needs for parks and recreation use, the City should adhere to the following steps.

1. Commission a title report for the property.

This identifies all easements and all applicable
laws and statutes. Any purchase or lease of
land requires the approval of Modesto City
Council.

2. Prepare an American Land Title Association
(ALTA) survey.

3. Create a legal description of the property.

4. Obtain the property appraisal.

5. Enter into a purchase agreement between
the City and seller.

6. Create an escrow account with the title
company.

7. Pay purchase cost and escrow fees into
escrow account.

8. Final signing.

9. Exchange property through escrow.
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APPENDICES
Introduction
This Capital Improvement Plan (CIP) provides a comprehensive, high-level overview of the quantity and condition of park system assets identified as “Amenities Not Meeting Expectations” in the Park Inventory and Level of Service Report prepared by BerryDunn (September 2025).

The primary purpose of this document is to establish a foundational understanding of the substantial financial value represented by the assets managed by the City of Modesto’s Department of Parks, Recreation and Neighborhoods (Department).

Through detailed data collection, evaluation, and cost analysis, this plan begins to quantify the investment needed to bring existing amenities up to an acceptable standard of service.

Building on the findings of the BerryDunn report, the project team developed detailed matrices that correlate each underperforming amenity with current construction pricing and anticipated improvement needs. These matrices form the basis of an improvement priority framework, outlining both the recommended sequence of investments and the estimated value associated with each facility.

The intention is to provide a clear, transparent structure for identifying where the greatest needs—and greatest impacts—exist across the system.

A formal CIP is strongly recommended to support the Department in making informed, accountable, and data-driven decisions about future capital investments.

The plan should recognize the City’s fiscal realities and allow for the continual rebalancing of priorities as conditions, costs, and funding opportunities evolve.

Only a list of prioritized projects is included within this document.

GENERAL ASSUMPTIONS GUIDING THE DEVELOPMENT OF THIS CAPITAL

IMPROVEMENT PLAN
• Financial feasibility: All projects
included in the plan must be
realistically achievable within
expected funding sources and longterm financial capacity. • Focus on unmet expectations:

Only those amenities classified
as Not Meeting Expectations in
the BerryDunn assessment are
considered in this CIP.
• Consistency with existing City
planning: All recommendations align
with current planning documents,
relevant policy frameworks, and any
previously approved CIP funding,
where applicable.
• Order-of-magnitude costs: Cost
estimates are preliminary and reflect
a rough-order-of-magnitude analysis
based solely on park and recreation–
related amenities.
• Ongoing cost verification:

Department staff should regularly
revisit and update cost assumptions
to reflect current market conditions,
material pricing trends, and changes
in construction industry dynamics.

With thoughtful planning and strategic
foresight, the information contained
in this Capital Improvement Plan will
enable the Department to operate,
maintain, rehabilitate, and expand
its park infrastructure as efficiently
and effectively as possible. By
clearly identifying future needs and
establishing a defensible investment
strategy, this plan helps staff anticipate
long-term expenditures, secure
appropriate funding, and confidently
navigate the challenges of budget
limitations using well-supported, datadriven recommendations.

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Park CIP Table
PARK/ FACILITY CLASSIFICATION Council
District
SIZE
(AC) Total
Aqueduct Park Neighborhood 1 5.0 $390,000.00
Ashby Park Neighborhood 3 0.8 $102,300.00
Beyer Community
Park Community 5 20 $1,596,000
Brewers Rose Park Neighborhood 6 9.1 $1,200,000
Catherine Everett Park Neighborhood 5 4.6 $2,267,460
Charles M. Sharp Park Neighborhood 3 6.75 $1,044,000
Chrysler 99 Park Neighborhood 1 5.5 $810,000
Chrysler Park Neighborhood 1 6.7 $2,989,620
Coffee Claratina Park Neighborhood 5 8.0 $1,560,000
Coleman F.

Brown Park Neighborhood 5 4.9 $2,294,700
Creekwood Park Neighborhood 4 5.0 $810,000
Davis Community
Park Community 5 19.0 $2,491,500
Downey Community
Park Community 3 17.5 $2,216,160
East La Loma Park Neighborhood 4 38.1 $804,000
Eisenhut Park Neighborhood 1 5.1 $1,200,000
Enslen Park Neighborhood 3 8.2 $892,320
Fairway Park Neighborhood 2 4.25 $1,752,000
Freedom Park Neighborhood 6 7.0 $1,140,000
Garrison Park Neighborhood 3 6.3 $312,000
George Rogers Park Neighborhood 2 3.4 $1,950,000
James Marshall Park Neighborhood 2 6.53 $1,938,000
John Muir Park Neighborhood 3 2.95 $1,122,000
Kewin Park Neighborhood 4 8.8 $1,659,540
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PARK/ FACILITY CLASSIFICATION Council
District
SIZE
(AC) Total
Lakewood Park Neighborhood 4 4.9 $468,000
Mancini Park Neighborhood 2 20.06 $1,896,000
Mark Twain Park Neighborhood 2 7.9 $810,000
Martone Tot Lot Neighborhood 3 0.5 $810,000
McKinney Colony Park Neighborhood 1 5.0 $810,000
Moran Estates Park Neighborhood 4 2.7 $1,122,000
Muncy Park Neighborhood 1 3.4 $1,200,000
Rancho Encantado
Park Neighborhood 2 5.6 $810,000
Riverside Park Neighborhood 4 12 $1,050,000
Roosevelt Park Neighborhood 3 8.5 $810,000
Rose Avenue Park Neighborhood 4 4.5 $1,704,300
Sherwood Park Neighborhood 5 6.21 $1,559,580
Sonoma Park Neighborhood 4 4.9 $810,000
Standiford Park Neighborhood 5 4.9 $2,212,500
Stockard Coffee Park Neighborhood 5 4.72 $810,000
Sutter Park Neighborhood 3 3.82 $1,342,500
Sylvan Park Neighborhood 5 5.2 $2,190,540
Thomas B. Scott Park Neighborhood 3 2.64 $1,135,500
TRRP Bellenita Park Neighborhood 2 6.5 $2,535
Ustach Park and West
Basin Neighborhood 6 17.0 $1,560,000
Whitmore Park Neighborhood 5 5.33 $810,000
Woodrow Park Neighborhood 5 5.0 $624,000
TOTALS 344.76 $57,089,055
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Individual Park Projects
The following pages offer a clear, detailed look
at every park amenity currently falling short of
expectations. Easy-to-read matrices highlight
where low-scoring amenities are located within
each park and provide preliminary cost estimates
for their replacement or renovation.

These estimates are intentionally high-level,
designed to give an order-of-magnitude sense of
investment based on typical parks and recreation
assets. All values are presented in 2025 dollars.

As funding opportunities arise, Department staff
should revisit and refine these figures to reflect
current market conditions and ensure accuracy
throughout the life of the plan.

Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Aqueduct Park Neighborhood 1 5
Restroom 500 SF $650.00 $325,000
$325,000
Soft Costs
(20%)
$65,000
Park Total $390,000
Ashby Park Neighborhood 3 0.8
Open Turf w/ Irrigation 0.55 AC $155,000.00 $85,250
$85,250
Soft Costs
(20%)
$17,050
Park Total $102,300
Beyer Community
Park
Community 5 20
Concessions Building 500 SF $750.00 $375,000
Restroom 700 SF $650.00 $455,000
Skate Park 1000 SF $500.00 $500,000
$1,330,000
Soft Costs
(20%)
$266,000
Park Total $1,596,000
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Brewers Rose Park Neighborhood 6 9.1
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 500 SF $650.00 $325,000
$1,000,000
Soft Costs
(20%)
$200,000
Park Total $1,200,000
Catherine Everett
Park
Neighborhood 5 4.6
Diamond Field, Practice 1 EA $550,000.00 $550,000
Open Turf w/ Irrigation 2.61 AC $155,000.00 $404,550
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 400 SF $650.00 $260,000
$1,889,550
Soft Costs
(20%)
$377,910
Park Total $2,267,460
Charles M. Sharp Park Neighborhood 3 6.75
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 300 SF $650.00 $195,000
$870,000
Soft Costs
(20%)
$174,000
Park Total $1,044,000
Chrysler 99 Park Neighborhood 1 5.5
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Chrysler Park Neighborhood 1 6.7
Diamond Field (w/ lighting) 1 EA $975,000.00 $975,000
Game Court (w/ lighting) 1 EA $350,000.00 $350,000
Open Turf w/ Irrigation 3.17 AC $155,000.00 $491,350
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$2,491,350
Soft Costs
(20%)
$498,270
Park Total $2,989,620
Coffee Claratina Park Neighborhood 5 8
Aquatics, Spray Pad 1 EA $625,000.00 $625,000
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,300,000
Soft Costs
(20%)
$260,000
Park Total $1,560,000
Coleman F. Brown
Park
Neighborhood 5 4.9
Diamond Field (w/ lighting) 1 EA $975,000.00 $975,000
Horseshoe Court 1 EA $6,500.00 $6,500
Open Turf w/ Irrigation 1.65 AC $155,000.00 $255,750
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,912,250
Soft Costs
(20%)
$382,450
Park Total $2,294,700
Creekwood Park Neighborhood 4 5
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Davis Community
Park
Community 5 19
Picnic Area 1 AC $95,000.00 $95,000
Open Turf w/ Irrigation 6.75 AC $155,000.00 $1,046,250
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 400 SF $650.00 $260,000
$2,076,250
Soft Costs
(20%)
$415,250
Park Total $2,491,500
Downey Community
Park
Community 3 17.5
Open Turf w/ Irrigation 7.56 AC $155,000.00 $1,171,800
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,846,800
Soft Costs
(20%)
$369,360
Park Total $2,216,160
East La Loma Park Neighborhood 4 38.1
Restroom 900 SF $650.00 $585,000
Shelter, Large 1 EA $85,000.00 $85,000
$670,000
Soft Costs
(20%)
$134,000
Park Total $804,000
Eisenhut Park Neighborhood 1 5.1
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 500 SF $650.00 $325,000
$1,000,000
Soft Costs
(20%)
$200,000
Park Total $1,200,000
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Enslen Park Neighborhood 3 8.2
Open Turf w/ Irrigation 3.12 AC $155,000.00 $483,600
Restroom 400 SF $650.00 $260,000
$743,600
Soft Costs
(20%)
$148,720
Park Total $892,320
Fairway Park Neighborhood 2 4.25
Rectangular Field, Large (w/ lighting) 1 EA $875,000.00 $875,000 Restroom 900 SF $650.00 $585,000
$1,460,000
Soft Costs
(20%)
$292,000
Park Total $1,752,000
Freedom Park Neighborhood 6 7
Playground, Destination (w/ shade) 1 EA $950,000.00 $950,000 $950,000
Soft Costs
(20%)
$190,000
Park Total $1,140,000
Garrison Park Neighborhood 3 6.3
Restroom 400 SF $650.00 $260,000
$260,000
Soft Costs
(20%)
$52,000
Park Total $312,000
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
George Rogers Park Neighborhood 2 3.4
Aquatics, Spray Pad 1 EA $625,000.00 $625,000
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 500 SF $650.00 $325,000
$1,625,000
Soft Costs
(20%)
$325,000
Park Total $1,950,000
James Marshall Park Neighborhood 2 6.53
Diamond Field, Practice 1 EA $550,000.00 $550,000
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 600 SF $650.00 $390,000
$1,615,000
Soft Costs
(20%)
$323,000
Park Total $1,938,000
John Muir Park Neighborhood 3 2.95
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 400 SF $650.00 $260,000
$935,000
Soft Costs
(20%)
$187,000
Park Total $1,122,000
Kewin Park Neighborhood 4 8.8
Open Turf w/ Irrigation 2.89 AC $155,000.00 $447,950
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 400 SF $650.00 $260,000
$1,382,950
Soft Costs
(20%)
$276,590
Park Total $1,659,540
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Lakewood Park Neighborhood 4 4.9
Restroom 600 SF $650.00 $390,000
$390,000
Soft Costs
(20%)
$78,000
Park Total $468,000
Mancini Park Neighborhood 2 20.06
Diamond Field, Practice 1 EA $550,000.00 $550,000
Picnic Area 1 AC $95,000.00 $95,000
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 400 SF $650.00 $260,000
$1,580,000
Soft Costs
(20%)
$316,000
Park Total $1,896,000
Mark Twain Park Neighborhood 2 7.9
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
Martone Tot Lot Neighborhood 3 0.5
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
McKinney Colony Park Neighborhood 1 5
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
Moran Estates Park Neighborhood 4 2.7
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 400 SF $650.00 $260,000
$935,000
Soft Costs
(20%)
$187,000
Park Total $1,122,000
Muncy Park Neighborhood 1 3.4
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
Restroom 500 SF $650.00 $325,000
$1,000,000
Soft Costs
(20%)
$200,000
Park Total $1,200,000
Rancho Encantado Park Neighborhood 2 5.6
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
Riverside Park Neighborhood 4 12
Rectangular Field, Large (w/ lighting) 1 EA $875,000.00 $875,000 $875,000
Soft Costs
(20%)
$175,000
Park Total $1,050,000
300 CITY OF MODESTO
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Roosevelt Park Neighborhood 3 8.5
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
Rose Avenue Park Neighborhood 4 4.5
Game Court (w/ lighting) 1 EA $350,000.00 $350,000
Open Turf w/ Irrigation 2.55 AC $155,000.00 $395,250
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,420,250
Soft Costs
(20%)
$284,050
Park Total $1,704,300
Sherwood Park Neighborhood 5 6.21
Open Turf w/ Irrigation 4.03 AC $155,000.00 $624,650
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,299,650
Soft Costs
(20%)
$259,930
Park Total $1,559,580
Standiford Park Neighborhood 5 4.9
Diamond Field (w/ lighting) 1 EA $975,000.00 $975,000
Open Turf w/ Irrigation 1.25 AC $155,000.00 $193,750
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,843,750
Soft Costs
(20%)
$368,750
Park Total $2,212,500
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 301
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
Stockard Coffee Park Neighborhood 5 4.72
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
Sutter Park Neighborhood 3 3.82
Picnic Area 1 AC $95,000.00 $95,000
Open Turf w/ Irrigation 2.25 AC $155,000.00 $348,750
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,118,750
Soft Costs
(20%)
$223,750
Park Total $1,342,500
Sylvan Park Neighborhood 5 5.2
Aquatics, Spray Pad 1 EA $625,000.00 $625,000
Open Turf w/ Irrigation 3.39 AC $155,000.00 $525,450
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,825,450
Soft Costs
(20%)
$365,090
Park Total $2,190,540
Thomas B. Scott Park Neighborhood 3 2.64
Open Turf w/ Irrigation 1.75 AC $155,000.00 $271,250
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$946,250
Soft Costs
(20%)
$189,250
Park Total $1,135,500
302 CITY OF MODESTO
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Park/ low amenity
not meeting
expectations
Classification Council
District
Size
(ac) QTY Unit Current Unit Cost Total
TRRP Bellenita Park Neighborhood 2 6.5
Restroom 3.25 SF $650.00 $2,113
$2,113
Soft Costs
(20%)
$423
Park Total $2,535
Ustach Park and West Basin Neighborhood 6 17
Aquatics, Spray Pad 1 EA $625,000.00 $625,000
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$1,300,000
Soft Costs
(20%)
$260,000
Park Total $1,560,000
Whitmore Park Neighborhood 5 5.33
Playground, Local (w/ shade) 1 EA $675,000.00 $675,000
$675,000
Soft Costs
(20%)
$135,000
Park Total $810,000
Woodrow Park Neighborhood 5 5
Restroom 800 SF $650.00 $520,000
$520,000
Soft Costs
(20%)
$104,000
Park Total $624,000
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 303
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Safety and Communities CommitteeAugust 10, 2026

Safety and Communities Committee
August 10, 2026