Safety and Communities Committee
September 21, 2026

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 195
A5: PARK MAINTENANCE AND OPERATIONS ASSESSMENT REPORT
#3..
- 428 -
Table 2: Park Maintenance

196 CITY OF MODESTO
APPENDIx 5
#3..
- 429 -
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

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 197
A5: PARK MAINTENANCE AND OPERATIONS ASSESSMENT REPORT
#3..
- 430 -
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.

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.

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
A5: PARK MAINTENANCE AND OPERATIONS ASSESSMENT REPORT
#3..
- 431 -
▷ 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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 199
A5: PARK MAINTENANCE AND OPERATIONS ASSESSMENT REPORT
#3..
- 432 -
• 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.
200 CITY OF MODESTO
A5: PARK MAINTENANCE AND OPERATIONS ASSESSMENT REPORT
#3..
- 433 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 201
A5: PARK MAINTENANCE AND OPERATIONS ASSESSMENT REPORT
#3..
- 434 -

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)
202 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 435 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 203
A6: PROGRAM ANALySIS
#3..
- 436 -
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
A6: PROGRAM ANALySIS
#3..
- 437 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 205
A6: PROGRAM ANALySIS
#3..
- 438 -
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.
206 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 439 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 207
A6: PROGRAM ANALySIS
#3..
- 440 -
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
208 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 441 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 209
A6: PROGRAM ANALySIS
#3..
- 442 -
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.
210 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 443 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 211
A6: PROGRAM ANALySIS
#3..
- 444 -
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
212 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 445 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 213
A6: PROGRAM ANALySIS
#3..
- 446 -
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.
214 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 447 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 215
A6: PROGRAM ANALySIS
#3..
- 448 -
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.
216 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 449 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 217
A6: PROGRAM ANALySIS
#3..
- 450 -
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.
218 CITY OF MODESTO
A6: PROGRAM ANALySIS
#3..
- 451 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 219
A6: PROGRAM ANALySIS
#3..
- 452 -

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 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
220 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 453 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 221
A7: FINANCIAL ANALySIS
#3..
- 454 -
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
222 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 455 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 223
A7: FINANCIAL ANALySIS
#3..
- 456 -

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.
224 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 457 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 225
A7: FINANCIAL ANALySIS
#3..
- 458 -
Table 6: Department General Fund Expenditures Detail

226 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 459 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 227
A7: FINANCIAL ANALySIS
#3..
- 460 -
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
A7: FINANCIAL ANALySIS
#3..
- 461 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 229
A7: FINANCIAL ANALySIS
#3..
- 462 -
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.
230 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 463 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 231
A7: FINANCIAL ANALySIS
#3..
- 464 -
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.
232 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 465 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 233
A7: FINANCIAL ANALySIS
#3..
- 466 -
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.
234 CITY OF MODESTO
A7: FINANCIAL ANALySIS
#3..
- 467 -
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 235
A7: FINANCIAL ANALySIS
#3..
- 468 -

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
236 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 469 -
Figure 1: Park System Map

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 237
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 470 -
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.
238 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 471 -

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%
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 239
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 472 -
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
240 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 473 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 241
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 474 -
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
242 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 475 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 243
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 476 -
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
244 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 477 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 245
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 478 -
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.
246 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 479 -
Figure 2: : Barriers to Walkable Access to Parks

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 247
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 480 -
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.
248 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 481 -
Figure 3: Walkable Access to Parks

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 249
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 482 -
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
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 483 -
Figure 4: Gaps in Walkable Access to Parks

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 251
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 484 -
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.
252 CITY OF MODESTO
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 485 -
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.

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 253
A8: PARK INvENTORy AND LEvEL OF SERvICE ANALySIS
#3..
- 486 -

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.

The Park Development and Land Acquisition Standards are intended to serve as a planning guide for the City and do not constitute a binding commitment to undertake any specific project or acquisition. Implementation of these standards is subject to the availability of funding, staffing, land opportunities, and other resources, as well as changing community needs and priorities. All proposed park development and land acquisition activities shall be subject to review and approval by the appropriate governing authorities and decision-making bodies in accordance with applicable laws, policies, and procedures. The City reserves the right to modify, defer, or prioritize projects based on available resources, strategic objectives, and future circumstances.

Appendix 9
254 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 487 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 255
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 488 -
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.
256 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 489 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 257
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 490 -

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.
258 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 491 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 259
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 492 -

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.
260 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 493 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 261
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 494 -

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
262 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 495 -

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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 263
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 496 -

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.
264 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 497 -

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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 265
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 498 -

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.
266 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 499 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 267
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 500 -

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.
268 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 501 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 269
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 502 -

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.
270 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 503 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 271
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 504 -

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.
272 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 505 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 273
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 506 -

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.
274 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 507 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 275
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 508 -

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.
276 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 509 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 277
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 510 -

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.
278 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 511 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 279
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 512 -

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.
280 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 513 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 281
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 514 -

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.
282 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 515 -

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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 283
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 516 -

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.
284 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 517 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 285
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 518 -
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.
286 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 519 -
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.

PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 287
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 520 -

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.
288 CITY OF MODESTO
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 521 -
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 289
A9: PARK DEvELOPMENT AND LAND ACQUISITION STANDARDS
#3..
- 522 -

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.

Appendix 10Priority Projects-Capital Improvement Plan(CIP) 290 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 523 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 291
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 524 -
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
292 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 525 -
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 293
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 526 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
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
294 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 527 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 295
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 528 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
296 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 529 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 297
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 530 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
298 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 531 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 299
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 532 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
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
300 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 533 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 301
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 534 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
302 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 535 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 303
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 536 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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
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
304 CITY OF MODESTO
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 537 -
Park/ low amenity not
meeting expectations Classification CouncilDistrict
Size
(ac) QTY Unit Current Unit Cost Total
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 305
A10: PRIORITy PROJECTS-CAPITAL IMPROvEMENT PLAN(CIP)
#3..
- 538 -
“BerryDunn” is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary entities provide tax, advisory, and consulting services.

Berry, Dunn, McNeil & Parker, LLC leases professional and administrative staff to BDMP Assurance, LLP. These individuals work under the direct control and supervision of BDMP Assurance LLP, which is solely responsible for their performance.

The entities falling under the BerryDunn brand are independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms “our Firm” and “we” and “us” and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP.

This report is the work of Berry, Dunn, McNeil & Parker, LLC. ©2026 BerryDunn | All rights reserved.
#3..
- 539 -

CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

September 21, 2026
Date: September 15, 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 & Jose Sanchez, City Attorney SUBJECT: Bicycle, E-Conveyance, and Electric Bicycle Ordinance Amendments CONTACT: Brandon Gillespie, Chief of Police, [email protected], 209-572- 9501
DESCRIPTION:

Consider proposed amendments to Modesto Municipal Code Title 3, “Public Safety”, Chapter 3, “Bicycles,” establishing comprehensive operating requirements for bicycles, e-conveyances, electric bicycles, and off-highway electric motorcycles, and forwarding to Council for approval. (Funding Source: Not Applicable)
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:

Over the past several years, Modesto and communities across the country have experienced organized and loosely organized group bicycle activity commonly referred to as bicycle takeovers. Locally, Modesto Police Department (MPD) has encountered groups ranging from three to five riders to more than 100. During some of these events, riders travel recklessly in traffic lanes, disregard traffic controls, perform dangerous stunts, intentionally impede traffic, swerve toward moving or parked vehicles, pedestrians, and fixed objects, and in some cases make contact or come within inches of people or property. Participants frequently record and post the conduct to social media, which can encourage repetition and escalation.

These incidents create significant safety concerns for riders, motorists, pedestrians, and officers, and can require substantial police resources to manage. MPD has consistently used education and enforcement as an effort to change behavior. Existing state and local #4..
- 540 -
Safety and Communities Committee, September 21, 2026
Bicycle, E-Conveyance, and Electric Bicycle Ordinance Amendments

laws address many individual violations, but current enforcement tools have had limited deterrent value for coordinated takeover activity and repeated high-risk conduct. Even where a bicycle can be impounded for up to 30 days, there has been a need for clearer local operating standards and more meaningful, graduated consequences for repeat violations.

At the same time, electric bicycles and other electrically powered conveyances are becoming increasingly common and are capable of traveling at significant speeds. These devices are also being used more frequently in City parks and on recreational trails that are shared with pedestrians, families, bicyclists, and other users. MPD has seen collisions and other incidents involving speeding e-bikes, including citizens who have been injured after being struck. As these devices continue to increase in popularity, staff believes the City should establish clearer and more comprehensive rules for where and how they may be safely operated. Other jurisdictions throughout California are experiencing similar challenges and are adopting ordinances to address these public safety concerns accordingly.

DISCUSSION:

The proposed ordinance omits outdated licensing requirements, expands, and reorganizes the City's bicycle regulations into a comprehensive chapter covering bicycles, e-conveyances, electric bicycles, and off-highway electric motorcycles. The ordinance is intended to address specific dangerous behaviors while preserving lawful group riding, ordinary transportation, and recreational use.

Key provisions of the proposed ordinance include:
• Updated definitions for bicycles, e-conveyances, electric bicycles, electrically motorized skateboards, off-highway electric motorcycles, and dangerous stunt or trick maneuvers.
• Prohibitions on dangerous stunt or trick maneuvers and swerving toward people, vehicles, fixed objects, structures, or other property. • A general 15 mph maximum speed for bicycles, e-conveyances, and electric bicycles in City parks or on City trails unless otherwise posted, together with a 5 mph passing speed and a requirement to yield when approaching or passing pedestrians and other trail users.
• Restrictions on unsafe passenger carrying, riding within parade routes when not part of the parade, and operating within City property that has been closed or restricted for a special or permitted event when reasonable notice is provided. • Sidewalk and park/trail operating restrictions for e-conveyances and electric bicycles, a prohibition on off-highway electric motorcycles in City parks and on recreational trails, and authority for the Director of Parks, Recreation and Neighborhoods to restrict specified devices in posted areas when reasonably necessary for public safety or safe recreational use.
• A specific street takeover provision prohibiting a coordinated activity involving two or more riders that interferes with, impedes, or obstructs normal vehicular or pedestrian #4..
- 541 -
Safety and Communities Committee, September 21, 2026
Bicycle, E-Conveyance, and Electric Bicycle Ordinance Amendments

traffic, creates a public safety hazard, or causes a public nuisance. The ordinance expressly excludes lawful group travel that complies with applicable traffic laws. • An impound process that allows MPD to impound a bicycle or covered electric device when necessary to terminate a violation, prevent its immediate continuation, protect public safety, or preserve evidence. Continued retention may not exceed 30 days and is subject to written notice and an administrative appeal process. • Parental responsibility provisions when a parent or legal guardian assists, authorizes, or permits a minor to violate the chapter, along with graduated administrative penalties of $500 for a first violation, $2,500 for a second violation, and $5,000 for a third or subsequent violation. A separate $2,000 administrative penalty is provided for a parental responsibility violation.
• Authority for the Chief of Police or designee to require a minor violator to attend an operator education course addressing safe operation and applicable law. • An exemption for organized events, parades, races, charitable rides, or other activities conducted pursuant to a valid permit or written authorization from the City or another governmental agency with jurisdiction.

The proposed framework is behavior-based. It does not prohibit people from riding together or participating in lawful bicycle activities. Instead, it provides officers with clearer tools to address dangerous conduct, repeated violations, and coordinated activity that creates a safety hazard or substantially disrupts normal use of streets, sidewalks, parks, and trails.

FISCAL IMPACT:

Adoption of the proposed ordinance does not require a new appropriation. Any penalties or impound fees collected would be incidental to the public-safety purpose of the ordinance and administrative costs for impoundment and are not intended as a revenue source. Any implementation costs will be incurred within the existing General Fund operating budget.

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 an Ordinance Repealing and Replacing Chapter 3, “Bicycles” of Title 3, “Public Safety” of the Modesto Municipal code to impose regulations, penalties, and impound authority for bicycles, e-conveyances, electric bicycles, and off-highway electric motorcycles, and forwarding to Council for approval. #4..
- 542 -
Safety and Communities Committee, September 21, 2026
Bicycle, E-Conveyance, and Electric Bicycle Ordinance Amendments

Approved by:

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

1. Draft Ordinance
#4..
- 543 -
ORDINANCE NO. _____
AN ORDINANCE REPEALING AND REPLACING CHAPTER 3, “BICYCLES” OF TITLE 3, “PUBLIC SAFETY” OF THE MODESTO MUNICIPAL CODE TO IMPOSE REGULATIONS, PENALTIES, AND IMPOUND AUTHORITY FOR BICYCLES, ECONVEYANCES, ELECTRIC BICYCLES, AND OFF-HIGHWAY ELECTRIC

MOTORCYCLES
WHEREAS, pursuant to Article XI, Section 5 and Section 7 of the California Constitution, a charter city has broad authority to govern municipal affairs and to make and enforce local, police, sanitary, and other ordinances and regulations not in conflict with general laws; and
WHEREAS, the protection of public health, safety and welfare, the regulation of the use of public streets, rights-of-way, and public places, the preservation of public order, and the prevention and abatement of nuisances are within the City of Modesto’s police powers; and
WHEREAS, Vehicle Code Section 21100, subsection (a), authorizes a City to adopt an ordinance regulating or prohibiting a procession or assemblage on the highways; and
WHEREAS, Vehicle Code Section 21206 authorizes a City to adopt an ordinance regulating the operation of bicycles on pedestrian or bicycle facilities; and WHEREAS, Government Code Section 38771 authorizes cities to declare by ordinance what constitutes a nuisance, and Civil Code Section 3479 provides that anything which unlawfully obstructs the free passage or use, in the customary manner, of any public park, square, street, or highway, is a nuisance; and WHEREAS, local jurisdictions throughout California, including the City of Modesto, are experiencing a surge of organized street takeover events, which involve #4..
- 544 -
groups of bicyclists intentionally occupying, impeding, and obstructing public streets and roadways in a manner that interferes with the safe and lawful movement of traffic and the use of public rights-of-way; and
WHEREAS, the City Council finds that these street takeovers cause substantial public safety hazards for bicyclists, pedestrians, and motorists by obstructing travel lanes and intersections, restricting visibility, and creating conditions likely to result in collisions, injuries, or property damage; and
WHEREAS, the City Council finds that these street takeovers substantially interfere with the public's right to safely and freely use public streets and rights-of-way, and therefore constitute a public nuisance subject to regulation under the City's police powers; and
WHEREAS, in addition to street takeovers, like other jurisdictions throughout California, the City of Modesto is experiencing increasing use of electric bicycles, motorized scooters, and other electrically powered personal mobility devices, in a manner or in locations where pedestrians and other users are present that create significant safety hazards; and
WHEREAS, jurisdictions throughout California are adopting similar local ordinances to address these increasing safety concerns; and WHEREAS, the Modesto Police Department (MPD) and City staff have received ongoing complaints regarding stunt riding and unsafe operation of traditional bicycles, electric bicycles, and e-conveyances on public sidewalks, trails, parks, and other public facilities within the City; and
#4..
- 545 -
WHEREAS, operating these devices in this manner, or in locations that interfere with safe pedestrian use, can create significant safety hazards and increase the risk of collisions, injuries, and property damage; and
WHEREAS, the City Council finds that the regulation of the operation of bicycles, electric bicycles, and e-conveyances on City streets, sidewalks, bicycle facilities, parks, trails, and other public property is necessary to protect the public health, safety, and welfare and to ensure the safe and orderly use of public facilities; and WHEREAS, MPD has consistently used education and current enforcement authority as an effort to change behavior, but current enforcement tools have had limited deterrent value for coordinated takeover activity and repeated high-risk conduct; and WHEREAS, these circumstances have created a need for clearer local operating standards and more meaningful, graduated consequences for repeat violations; and WHEREAS, the City Council finds that adoption of this ordinance is necessary to protect the public health, safety, and welfare, preserve the safe and orderly use of public streets and rights-of-way, and to prevent public nuisance activities occurring within the City; and
NOW, THEREFORE, the City Council of the City of Modesto does ordain as follows:

SECTION 1. REPEAL AND REPLACEMENT
Chapter 3 “Bicycles” of Title 3 “Public Safety” of the Modesto Municipal Code, is hereby repealed and replaced with the following:

Chapter 3 BICYCLES, E-CONVEYANCES, ELECTRIC BICYCLES, AND OFF

HIGHWAY ELECTRIC MOTORCYCLES
#4..
- 546 -
3-3.01 Definitions.
"Bicycle" has the same meaning as defined in California Vehicle Code section 231, as it may be amended from time to time.
“Business district” means any area zoned for business purposes by the zoning ordinances of the City of Modesto.
“E-conveyance” means any electric bicycle or e-bike, electric scooter, electronically motorized skateboard, or other device that is designed to convey one or more people and is capable of being powered by human propulsion or elective motor propulsion.
“Electric bicycle” or “e-bike” has the same meaning as defined in California Vehicle Code section 312.5, as it may be amended from time to time. “Electrically motorized skateboard” has the same meaning as defined in California Vehicle Code section 313.5, as it may be amended from time to time. “Off Highway Electric Motorcycle” has the same meaning as defined in California Vehicle Code section 436.1, as it may be amended from time to time.

An Off Highway Electric Motorcycle is not an electric bicycle unless it satisfies the definition under Vehicle Code section 312.5.
“Stunt or trick” means, but is not limited to, performing a wheelie, jump, spin, skid, loss of traction, riding while one or more wheels are elevated from the riding surface, or another acrobatic riding maneuver.
3-3.02 Bicycle Operation Requirements.

It shall be unlawful and a violation of this section for any person to operate a bicycle as follows:
(a) Performing stunts or tricks on a public street, sidewalk, pathway, or parking lot.
(b) Swerving into or towards pedestrians, vehicles, or other objects, including, but not limited to, other bicycles, an e-conveyance, electric bicycle, off highway electric motorcycle, animal, fixed object, structure, or other person or property.
(c) Operating at a speed greater than 15 mph in any City park or trail, unless posted otherwise by the Director of Parks, or his or her designee. The maximum posted speed shall not exceed 20 mph.
(d) Riding at a speed in excess of 5 mph and not yielding to the right of way when approaching and passing any pedestrian, bicyclist, person riding a horse, or any person operating or riding another device or conveyance in a City park or trail.
#4..
- 547 -
(e) Transporting another person upon the frame, handlebars, floorboard, or other area not designed for passenger riding, or transporting any other person on a device designed for a single rider.
(f) Riding within a designated parade route, when not a part of the parade. (g) On any City property, or within any area of City property, that is closed or restricted due to a special event, permitted event, or other event where signs are posted prohibiting bicycles.
3-3.03 Prohibited Areas for Operation of Bicycles.

No person shall operate or ride a bicycle upon any sidewalk in any business district as defined in California Vehicle Code 235.
3-3.04 E-conveyances, Electric Bicycles, and Off Highway Electric Motorcycle Operation Requirements.

It shall be unlawful and a violation of this section for any person to operate an econveyance, electric bicycle, or off highway electric motorcycle as follows:
a) Engaging in racing.
b) Performing stunts or tricks on a public street, sidewalk, pathway, or parking lot.
c) Swerving towards or into pedestrians, vehicles, or other objects, including, but not limited to, bicycles, another e-conveyance, electric bicycle, or off highway electric motorcycle, an animal, fixed object, structure, or other person or property.
d) Notwithstanding Section 3-3.05, operating at a speed greater than 15 mph in any City park or trail, unless posted otherwise by the Director of Parks, or his or her designee. The maximum posted speed shall not exceed 20 mph.
e) Riding at a speed in excess of 5 mph and not yielding to the right of way when approaching and passing any pedestrian, bicyclist, person riding a horse, or any person operating or riding another device or conveyance in a City park or trail.
f) Transporting another person upon the frame, handlebars, floorboard, or other area not designed for passenger riding, or transporting any other person on a device designed for a single rider.
g) It shall be unlawful to ride an off highway electric motorcycle in any City park.
#4..
- 548 -
h) Riding within a designated parade route, when not a part of the parade. i) On any City property, or within any area of City property, that is closed or restricted due to a special event, permitted event, or other event where signs are posted prohibiting e-conveyances, electric bicycles, or off highway electric motorcycles.
3-3.05 Prohibited Areas for Operation of E-Conveyances, Electric Bicycles, and Off Highway Electric Motorcycles.

No person shall operate an e-conveyance, electric bicycle, or off highway electric motorcycle upon any
a) Sidewalk; or
b) On or within any City park or trail when posted, as determined by the Director of Parks, or his or designee.

This section shall not apply to the use or operation of a motorized wheelchair, mobility scooter, or other mobility device by a person with a disability. 3-3.06 Street Takeovers.

It is unlawful for any person to participate in, conduct, carry on, organize, or host a street takeover. For purposes of this section, “street takeover” means a coordinated activity involving two or more persons operating or riding bicycles, econveyances, electric bicycles, or off highway electric motorcycles, and congregating together, which interferes with, impedes, or obstructs the normal flow of vehicular or pedestrian traffic, creates a public safety hazard, or causes a public nuisance. A street takeover does not include mere group travel that complies with applicable traffic laws.
3-3.07 Impound.

Any individual who rides or operates a bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle in violation of this Chapter may be subject to the following:
(a) In the event an adult violates this Chapter, the Police Department may impound the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle to terminate the violation and prevent its immediate continuation, protect public safety, or to preserve as evidence. The bicycle shall be transported to a facility designated by the Police Department and will be released to its owner or another person legally entitled to possession upon presentation of reasonable proof of ownership or entitlement to possession, and after payment of the applicable impound fee established by the Police Department’s impound fee schedule. #4..
- 549 -
(b) In the event a minor violates this Chapter, the Police Department may impound the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle as specified in subsection (a). The bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle shall be released to the owner or, to the minor’s parent or legal guardian, and after payment of the applicable impound fee established by the Modesto Police Department’s impound fee schedule.
(c) A bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle, impounded under this section may be retained for a period not exceeding thirty (30) days when continued retention is reasonably necessary to prevent an imminent recurrence of the prohibited conduct, protect public safety, or to preserve as evidence. The Police Department shall release the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle before expiration of that period if:

1. The owner establishes that the bicycle was stolen; or

2. The Hearing Officer for an appeal hearing orders release before expiration of this period.
(d) Notice of Impound.

At the time of impound, or as soon thereafter as reasonably practicable, the Police Department shall provide written notice to the operator of the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle and to any reasonably identifiable owner. The notice shall contain:

1. The date, time, location, and grounds for the impound;

2. The location at which the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle will be held, and period of retention;

3. The procedure and requirements for retrieving the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle;

4. The amount of the applicable impound fee;

5. The right to request an appeal hearing, and the deadline and procedure for requesting the hearing; and

6. The date after which the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle may be deemed unclaimed and disposed of.
(e) Unclaimed bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle.
#4..
- 550 -
A bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle impounded under this section that has not been retrieved within ninety (90) days after notice of the impound may be deemed unclaimed and may be disposed of in accordance with applicable law, subject to the following:

1. The ninety (90) day period shall be tolled while a timely administrative appeal is pending;

2. A bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle shall not be disposed of until the
Hearing Officer has issued a final decision on any timely appeal;

3. At least fifteen (15) days before disposal, the City shall mail a final notice of disposition to the last known address of the owner, or the parent or legal guardian of an owner that is a minor; and

4. A bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle being lawfully retained as evidence shall be handled and disposed of in accordance with the laws applicable to property held as evidence.
(f) Appeal of Impound.

The owner of a bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle that has been impounded subject to this section may appeal that action by filing a written appeal with the City Clerk’s Office within ten (10) calendar days after the date notice of the impound is personally delivered or mailed. The written appeal must contain the following:

1. A brief, clear statement, including material facts, to support the appellant’s position, and a signature of the appellant; and

2. The appellant’s proof of ownership of the bicycle.
(g) Appeal Hearing Procedure.

1. Upon receipt of a timely and complete written appeal, the City Manager, or his or her designee, shall schedule an appeal hearing to occur within fifteen (15) calendar days after receipt of the appeal, unless the appellant requests or agrees to a later hearing date.
#4..
- 551 -

2. A Hearing Officer, appointed by the City Manager, or his or her designee, will conduct the appeal hearing. The issues at the hearing shall be limited to whether the impound was authorized and reasonable under this section, the appellant owns the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle or is otherwise legally entitled to its possession, and the City complied with the notice and procedural requirements of this section. The formal rules of evidence shall not apply to the hearing.

3. The appellant will be given the opportunity to testify and present witnesses and evidence concerning the action.

The City shall bear the burden of establishing by a
preponderance of the evidence that the impound was
authorized under this section. A City representative need not personally appear if the City submits sufficient
documentary or other evidence, unless the Hearing Officer determines that an appearance is necessary to provide a fair hearing.

4. The Hearing Officer may continue the hearing for good cause or request additional information from either party.

Any continuance shall be limited to the period reasonably necessary to obtain the requested information or otherwise complete the hearing.

5. After considering the testimony and evidence, the Hearing Officer shall issue a decision at the time of the hearing, affirming or rescinding the impound. The decision of the Hearing Officer shall be final.

6. If the Hearing Officer rescinds the impound, the City shall release the bicycle, e-conveyance, electric bicycle, or off highway electric motorcycle within 48 hours and without requiring payment of an impound fee, if the bicycle, econveyance, electric bicycle, or off highway electric motorcycle has not already been retrieved, or refund the impound fee to the person who paid it, if the bicycle, econveyance, electric bicycle, or off highway electric motorcycle has already been retrieved.
#4..
- 552 -
3-3.08 Parental Responsibility.

It is unlawful for a parent or legal guardian having custody or control of a minor to assist, authorize, or permit the minor to violate any provision of this Chapter. A violation of this section may be prosecuted as a misdemeanor, or by any other administrative remedy as specified in this Code. An administrative penalty imposed for a violation of this section shall be $2,000.00 per minor they have custody or control of.
3-3.09 Penalties.
(a) Any violation of this Chapter may be prosecuted as a misdemeanor, or by any other administrative remedy as specified in this Code. (b) Unless specified otherwise in this Chapter, any violation of this Chapter may be subject to the following penalty amounts:

1. $500 for the first violation;

2. $2,500 for the second violation; and

3. $5,000 for the third violation, or any offense thereafter. (c) In addition to any other penalties provided by this Code, the Chief of Police, or their designee, is hereby authorized to require any minor seventeen (17) years of age or younger, who operates a bicycle, econveyance, electric bicycle, or off highway electric motorcycle in violation of this Chapter to attend an operator's course to be conducted under the supervision of the Chief of Police, or their designee. Such course shall be for the purpose of educating the violator regarding proper operation and the provisions of law applicable to a bicycle, econveyance, electric bicycle, or off highway electric motorcycle. (d) The provisions of this Chapter shall not apply to any organized event, parade, race, charitable ride, or other activity conducted pursuant to a valid permit or written authorization issued by the City or other governmental agency having jurisdiction.
(e) Any administrative citation or penalty imposed under this Chapter may be appealed according to the provisions of Chapter 6 of Title 1 of this Code.

SECTION 2. SEVERABILITY
If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. This City Council declares that it would have adopted this ordinance irrespective of the invalidity of any particular portion thereof and intends that the #4..
- 553 -
invalid portions should be severed and the balance of the Ordinance be enforced.

SECTION 3. CALIFORNIA ENVIRONMENTAL QUALITY ACT.

The proposed Ordinance is exempt from CEQA under the general rule in CEQA Guidelines section 15061(b)(3), that CEQA only applies to projects that have the potential for causing a significant effect on the environment.

SECTION 4. EFFECTIVE DATE
This Ordinance shall go into effect and be in full force and operation from and after thirty (30) days after its final passage and adoption.

SECTION 5. PUBLICATION
At least two (2) days prior to its final adoption, copies of this Ordinance shall be posted in at least three (3) prominent and distinct locations in the City; and a notice shall be published once in The Modesto Bee, the official newspaper of the City of Modesto, setting forth the title of this ordinance, the date of its introduction and the places where this Ordinance is posted.
#4..
- 554 -
The foregoing Ordinance was introduced at a regular meeting of the Council of the City of Modesto held on the __ day of ____________, 2026, by Councilmember ____________, who moved its introduction and passage to print which motion being duly seconded by Councilmember ____________, was upon roll call carried and ordered printed and published by the following vote:

AYES:

Councilmembers:

NOES:

Councilmembers:

ABSENT:

APPROVED: __________________________
SUE ZWAHLEN, Mayor
ATTEST:

By: _________________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)

APPROVED AS TO FORM
By: _________________________________
JOSE M. SANCHEZ, City Attorney
#4..
- 555 -

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

AYES: Councilmembers: Name, Name, Name, Name, Name, Name, Mayor Name
NOES: Councilmembers: None
ABSENT: Councilmembers: None
APPROVED:_________________________
SUE ZWAHLEN, Mayor
ATTEST: _____________________________
DIANE NAYARES-PEREZ, City Clerk
#4..
- 556 -