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www.modestogov.com
AGENDA
City of Modesto
SAFETY AND COMMUNITIES COMMITTEE
COUNCIL WORKSHOP
2001-40 Del Puerto Room.
Tenth Street Place, 1010 10th Street
Modesto, California
Monday, September 21, 2026 at 4:00 PM
Roll Call: Chris Ricci, Chair
Rosa Escutia-Braaton, Vice-Chair
Jeremiah Williams, Member
Alternates: Eric Alvarez, Nick Bavaro, David Wright, Sue Zwahlen Council has not delegated directive or final approval authority to the Committees.
Committee actions are recommendations to the full City Council, not final decisions on an issue. * Public Comment will only be in-person. Members of the public who wish to address the Committee, by providing public comment, during the meeting must do so in-person in the 2001-40 Del Puerto Room. As an alternative, members of the public may also provide written public comment submitted via email as indicated in the Submitting Comments by Email instructions on this agenda. Zoom will still be available for viewing and Wordly translation. * Members of the public will be allowed to provide public comment through Zoom if a Councilmember is participating remotely pursuant to the provisions of California Government Code section 54953.8.3.
*If a technical issue arises with Zoom or the phone dial-in option, the Council meeting will continue unless the meeting is being held pursuant to the provisions of Senate Bill 707, California Government Code section 54953.8.3. Alternative viewing options are listed below, and the meeting is physically open to the public.
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“Wordly” can translate into 25+ different languages! To access written translation during the meeting, please scan the QR Code or click this link https://attend.wordly.ai/join/RJDY-6364.
"Wordly" puede traducir a más de 25 idiomas diferentes! Para acceder a la traducción durante la reunión, por favor escanee el código QR o haga clic en el enlace https://attend.wordly.ai/join/RJDY-6364.
You may observe a livestream of the meeting at http://media.modestogov.com. You may also view or listen to the meeting as indicated below.
THE MEETING CAN BE VIEWED BY ZOOM VIDEO
CONFERENCING OR TELEPHONE
Joining the Committee meeting via Zoom
The City of Modesto is now offering the ability to view Committee meetings via telephonic conferencing via “Zoom” video conferencing computer technology. The meeting may be accessed through the use of Zoom using the following options:
• Enter the following link into an Internet Browser
https://us02web.zoom.us/j/95895497651
• Enter the following link into an Internet Browser https://zoom.us/ and using the Webinar ID 958 9549 7651
• Passcode: 84326
To use Zoom, please visit: https://zoom.us/ and either sign-up for a free Zoom account or continue as a guest. Once you have downloaded the app onto your mobile device, joined from your web browser, or downloaded the Zoom software on your computer you will be ready for the upcoming Committee meeting.
Joining the Committee meeting via Telephone
If you don’t have a smart phone or computer to access the meeting via Zoom, you can listen by phone, by calling 1-877-853-5257 (Toll Free) or 1-888-475-4499 (Toll Free) and enter the Webinar ID: 958 9549 7651 Passcode: 84326
PUBLIC COMMENT PERIOD
Three-minute time limit per speaker.
Only interested persons in the audience may present these matters. Under State law, Committee Members may respond to matters being presented under this item only as follows:
a. Briefly respond to statements made or questions raised. b. Ask a question for clarification.
c. Provide a reference to staff or other resources for factual information. d. Request staff to report back at a subsequent meeting. e. Finally, a Committee Member or the Committee itself may take action to direct staff to place a matter of business on a future agenda.
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SUBMITTING COMMENTS BY E-MAIL
Written comments may be submitted via email to: [email protected] (include Agenda Item Number in the subject line). All comments will be shared with the Committee Members and placed in the record but will not be read aloud during the meeting.
Written comments must be received two hours before the meeting.
This Agenda is on file in the City Clerk’s Office, Sixth Floor, 10th Street Place, Posting Board at entry of 10th Street Place, and is available on the City’s Web site at www.modestogov.com.
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the Clerk’s office during normal business hours. Such documents are also available online, subject to staff’s ability to post the documents before the meeting, at the following website www.modestogov.com/councilmeetings.
In accordance with the requirements of Title II of the Americans with Disabilities Act (“ADA”) of 1990, the Fair Employment & Housing Act (“FEHA”), the Rehabilitation Act of 1973 (as amended), Government Code section 11135 and other applicable codes, the City of Modesto (“City”) will not discriminate against individuals on the basis of disability in the City’s services, programs, or activities. For more information, please visit the City of Modesto website at https://www.modestogov.com/865/Americans-with-Disabilities-Act-ADA In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk (209) 577-5396. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting
Any and all of the following agenda items are subject to action by the Modesto City Council.
CONSENT ITEMS – ROLL CALL VOTE REQUIRED:
Information concerning the consent items listed below has been forwarded to each Committee Member prior to this meeting for study. Unless some member of the audience or Committee Member has a question concerning an item and asks that it be withdrawn from the consent list, the Committee approves the items at one time. The action taken by the Committee in approving consent items is set forth in the explanation of this individual item.
CONSENT
An item may be removed from consent and discussed at the request of an audience member or Committee member.
Consent
1. Consider the Agreement for On-Call Vegetation Management Services to Grover Landscape Services, Inc, of Modesto, CA, for a total amount not to exceed $1,406,465, over five (5) years and forwarding to Council for approval. (Funding Source: Various Fund)
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• Motion recommending the Award of Bid and Agreement for On-Call Vegetation Management Services to Grover Landscape Services, Inc., for a two (2) year agreement with three (3) one-year extension options, for an estimated annual amount of $281,293, and a total amount not to exceed $1,406,465, over five (5) years and forwarding to Council for approval.
ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected] Consent
2. Consider a Second Amendment to the Agreement with Mark Thomas and Company, Inc., for additional tasks related to Construction Documentation and Bidding & Construction Support for the Virginia Corridor Phase 7 Project, increasing the Agreement amount by $39,650, and forwarding to Council for approval. (Funding Source: Various Funds)
• Motion recommending a Second Amendment to the Agreement with Mark Thomas and Company, Inc., for additional tasks related to Construction Documentation and Bidding & Construction Support for the Virginia Corridor Phase 7 Project, increasing the Agreement amount by $39,650, for a new total amount of $633,566, plus $63,357, in additional services, if needed, for a total amount not to exceed $696,923, and forwarding to Council for approval.
ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected]
UNFINISHED BUSINESS
3. Consider the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval. (Funding Source: Measure H)
• Motion recommending the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval.
PRN; Jeremy Rogers, 209-577-5347, [email protected]
NEW BUSINESS
4. 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) • 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.
POLICE DEPARTMENT; Brandon Gillespie, 209-572-9501,
[email protected]
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ADJOURNMENT
Posted pursuant to Government Code Section 54954.2 on the bulletin board at Tenth Street Place on at by
date time signature
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CITY OF MODESTO
COMMITTEE AGENDA REPORT
DATE OF MEETING:
September 21, 2026
Date: July 16, 2026
TO: Safety and Communities Committee
Chris Ricci, Chair
Rosa Escutia-Braaton, Vice-Chair
Jeremiah Williams, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Toby Wells, Director of Engineering Services/City Engineer SUBJECT: On-Call Vegetation Management Services Contract Award CONTACT: Nathan Houx, Parks Planning and Development Manager, [email protected], 209-571-5526
DESCRIPTION:
Consider the Agreement for On-Call Vegetation Management Services to Grover Landscape Services, Inc, of Modesto, CA, for a total amount not to exceed $1,406,465, over five (5) years and forwarding to Council for approval. (Funding Source: Various Funds)
STRATEGIC PLAN ELEMENT:
This item is consistent with the following 2025-2026 Strategic Plan Area of Focus:
Quality of Life.
BACKGROUND:
In recent years, the demand for vegetation management services within the City’s park system has exceeded the City Forestry Division’s available time and resources. Staff’s difficulty in providing these services raises safety concerns over falling trees, vegetation fires, and difficulty in meeting Federal Aviation Administration (FAA) trimming requirements in regional parkland adjacent to the Modesto City-County Airport.
To mitigate this, on September 28, 2021, by Resolution 2021-379, the City approved a five (5) year agreement with West Coast Arborist, Inc. for on-call vegetation management. With this agreement, the City has been able to better manage vegetation throughout the park system, increase efficiency in response to weather related damage, reduce the risks of vegetation fires and increase public safety #1..
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Safety & Communities Committee, September 21, 2026
On-Call Vegetation Management Services Contract Award
throughout the City. This agreement will end in October 2026, and the need for vegetation management continues.
DISCUSSION:
On June 9, 2026, the City Manager authorized the Purchasing Manager to solicit the procurement for On-Call Vegetation Management Services. On June 16, 2026, the Purchasing Division issued Invitation for Bids IFB-00088 for the On-Call Vegetation Management Services on City’s OpenGov public bidding website under various commodity codes1. Prospective bidders were notified online, and 56 companies downloaded the IFB document from OpenGov, of which five (5) were local vendors.
On July 14, 2026, bids were formally opened by the City Clerk and broadcast via Microsoft Teams Livestream. Eight (8) companies responded and two (2) were local vendors. As noted in the cost abstract, Sabio Innovation Group, LLC, is shown as having the lowest bid; however, their bid was incomplete which rendered their bid nonresponsive. Based on providing the lowest responsive and responsible bid, City staff recommended awarding the On-Call Vegetation Management Services to Grover Landscape Services, Inc., of Modesto, CA, for a two (2) year agreement with three (3) one-year extension options for an estimated annual cost not to exceed $281,293, and $1,406,465 over five (5) years.
Modesto Municipal Code Section 8.3.203 generally requires all purchases, which meet or exceed $100,000 for material, equipment, or contractual services to be formally bid.
An Award of Bid and Agreement for On-Call Vegetation Management Services to Grover Landscape Services, Inc., of Modesto, CA., conforms to the Modesto Municipal Code because the City complied with the formal bid procedures and Grover Landscape Services, Inc., was the lowest responsive and responsible bidder.
FISCAL IMPACT:
Expenditures over the past five (5) years of on-call vegetation management services under the current agreement is listed below:
Agreement Year Total
Year 1 $ 72,425
Year 2 $ 536,904
Year 3 $ 1,073,878
Year 4 $ 120,725
Year 5 (YTD) $ 160,081
GRAND TOTAL $ 1,964,013
For Years two (2) and three (3) of the current agreement, usage increased due to additional Measure H funding. At that time, this was the City’s only active tree-trimming 1 98802 – Arborist Services, 98887 – Tree Trimming and Pruning Services, Utilities Line (Energized), 98888 – Tree Trimming and Pruning Services
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Safety & Communities Committee, September 21, 2026
On-Call Vegetation Management Services Contract Award
agreement, so it was amended to accommodate the higher funding levels. In Years one (1), four (4), and five (5), the bulk of the agreement has been used by the Tuolumne River Regional Park (TRRP) Operating Fund for airport tree trimming and vegetation management in TRRP.
The table below shows the projected expenditure for this proposed agreement. For years three (3) through five (5), the agreement will increase by Consumer Price Index (CPI) percentage rate of 5.9% per year, bringing the five-year total not to exceed $1,406,465.
FUND Year 1 Year 2 Year 3 Year 4 Year 5
6700 – TRRP Operating Fund
(Cost Center: 80300)
$150,000 $150,000 $150,000 $150,000 $150,000
0100 – General Fund
(Cost Centers: 31005, 34110,
34120, 34130, 34200, 35220)
$50,000 $57,375 $65,185 $73,456 $82,215
4600 – Golf Fund
(Cost Centers: 34170, 34181,
34182)
$50,000 $57,375 $65,185 $73,456 $82,215
ESTIMATED ANNUAL
AMOUNT
$250,000 $264,750 $280,370 $296,912 $314,430
FIVE (5) YEAR TOTAL NOT
TO EXCEED
$1,406,462
CEQA/NEPA REQUIREMENTS:
City staff prepared a Notice of Exemption No. EA/PRN 2026-07 for On-Call Vegetation Management Services. The project is exempt from CEQA because it is maintenance of existing landscape and native growth.
RECOMMENDED COMMITTEE ACTION:
Staff Recommendations:
Motion recommending the Award of Bid and Agreement for On-Call Vegetation Management Services to Grover Landscape Services, Inc., for a two (2) year agreement with three (3) one-year extension options, for an estimated annual amount of $281,293, and a total amount not to exceed $1,406,465, over five (5) years and forwarding to Council for approval.
Approved by:
Toby Wells, Director of Engineering
Services/City Engineer
Joseph P. Lopez, City Manager
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Safety & Communities Committee, September 21, 2026
On-Call Vegetation Management Services Contract Award
Attachments:
1. Agreement – Grover Landscape Services, Inc.
2. Exhibits to the Agreement
3. Cost Abstract for IFB-00088
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1 ANNUAL AGREEMENT FOR
ON-CALL VEGETATION MANAGEMENT SERVICES – AGREEMENT #331152 This agreement, hereinafter called AGREEMENT, made and entered into in the City of Modesto, State of California, this _______ day of ________________, 2026, by and between the City of Modesto, a municipal corporation of the State of California, hereinafter called CITY, and Grover Landscape Services, Inc., a California corporation, hereinafter called CONTRACTOR.
W I T N E S E T H:
WHEREAS, the Modesto City Council adopted Resolution No. 2026- ______ authorizing the Award of Bid and agreement for the On-Call Vegetation Management Services to CONTRACTOR, attached hereto as Exhibit “A” and made a part hereof, and
WHEREAS, the CONTRACTOR provided a responsive and responsible submittal that best meets the CITY needs, attached hereto as Exhibit “B” and made a part hereof, and WHEREAS, the CITY and CONTRACTOR shall enter into an agreement for the On-Call Vegetation Management Services as described in IFB-00088, attached hereto as Exhibit “C” and made a part hereof (hereinafter called IFB).
NOW, THEREFORE, the parties hereto mutually agree as follows:
1. THE WORK:
A. CONTRACTOR shall furnish all labor, materials, equipment, fuel, tools, licenses, and insurance necessary to perform and complete the required work as specified in Exhibit “C”, and in strict accordance with the conditions of the complete AGREEMENT.
B. CONTRACTOR shall do and perform the work contemplated hereby in a good workmanlike manner under the direction of and to the satisfaction of the CITY Representative. #1..
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2 C. CONTRACTOR shall maintain proper insurance with the CITY for the duration of the AGREEMENT.
D. CONTRACTOR shall maintain a CITY business license for the duration of the AGREEMENT.
E. CONTRACTOR shall furnish said services at the following AGREEMENT rates for an estimated annual amount of $281,293. The total amount paid by CITY to CONTRACTOR over the full term of the AGREEMENT shall not exceed $1,406,465. Unless the services provided are for a lump sum or flat fee, fees for work performed by CONTRACTOR on an hourly basis shall not exceed the amounts shown on Bid attached hereto as Exhibit "E".
F. The AGREEMENT pricing is attached hereto as Exhibit "E". Pricing during AGREEMENT Year one and two shall be as set forth in Exhibit "E", attached hereto and made a part hereof by this reference.
2. PREVAILING WAGES:
In accordance with California Labor Code Section 1771, CONTRACTOR shall pay all workers, and shall ensure its subcontractors pay all of their workers, engaged in performing the services described in Exhibit “C” not less than the general prevailing rate of per diem wages for work of a similar character in the locality in which the services described in Exhibit “C” are to be performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work as provided in the California Labor Code. In accordance with California Labor Code Section 1773.2, the City has obtained the general prevailing wages in the locality in which the services described in Exhibit "C" are to be performed for each craft or type of work needed to be as published by the State of California Department of Industrial Relations, Division of Labor Statistics and Research, a copy of which is on file in the CITY’s Purchasing Department and shall be made available on request. Contractor must comply with all applicable laws and regulations that apply to wages earned in performance of the services described in Exhibit “C”, including those set forth in Labor Code section 1770 et. seq. and in the IFB.
DIR Project ID#:20260646863
3. CITY REPRESENTATIVE:
CITY Representative is Nathan Houx, [email protected] Purchasing Representative Mark Bolden, [email protected] The CITY Representative is not authorized to commit the CITY to changes in specifications, requirements, or scope of work, changes in price(s), period of performance or delivery date(s) or method of shipment. Changes of a contractual or business nature shall be effective only by written change to the AGREEMENT, issued by the City of Modesto, Purchasing Division.
4. CONTRACTOR CONTACT:
Mark Grover
(209) 545-4401
[email protected]
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3 5. TERM OF AGREEMENT:
The term of the AGREEMENT shall be for a period of two (2) years, with three (3) one-year extension options at the sole discretion of CITY, for a total of up to five (5) years.
Year 1: OCTOBER 5, 2026 through OCTOBER 4, 2027
Year 2: OCTOBER 5, 2027 through OCTOBER 4, 2028
Year 3: OCTOBER 5, 2028 through OCTOBER 4, 2029
Year 4: OCTOBER 5, 2029 through OCTOBER 4, 2030
Year 5: OCTOBER 5, 2030 through OCTOBER 4, 2031
Price increases for any subsequent AGREEMENT years following the second year shall not exceed the percentage change in the Consumer Price Index (CPI) for West Urban Area in any one AGREEMENT year and shall be negotiated through the Purchasing Division. Requests for price increases shall be submitted by CONTRACTOR in writing, ninety (90) days prior to the annual anniversary date of the AGREEMENT to be effective for the subsequent year.
Price adjustments for diesel fuel fluctuations may be considered. Thirty (30) day written notice is required for consideration. Any price adjustment shall be negotiated through the Purchasing Division and approved at the sole discretion of the CITY.
The index used to determine price adjustments on diesel fuel shall come from the Energy Information Administration Website: HTTPS://WWW.EIA.GOV/PETROLEUM/GASDIESEL/, California data.
6. INSURANCE REQUIREMENTS:
During the term of this AGREEMENT, CONTRACTOR shall maintain in full force and effect at its own cost and expense the insurance coverage as set forth in the attached Exhibit "D" to this AGREEMENT and shall otherwise comply with the other provisions of Exhibit "D" to this AGREEMENT. The city utilizes a software program “PINS Advantage” where vendor is responsible for uploading and maintaining updated insurance.
7. PAYMENT:
CONTRACTOR shall invoice CITY not less than once per month based on the cost for services performed and reimbursable costs incurred prior to the invoice date. All invoices shall be paid in full the following payment terms within thirty days after completion and acceptance of the Services by the CITY, and receipt of a properly prepared invoice, CITY will pay CONTRACTOR by Net 45 Days via manual check. The CITY is exempt from payment of Federal Excise Tax, and all invoices shall be exclusive of such excise tax.
Invoice to: City of Modesto
Attn: Accounts Payable
P.O. Box 642
Modesto, CA 95353
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4 Email to: [email protected]
At a minimum, invoices shall state the following:
• This AGREEMENT number 331152
• CITY department/division name and address
• Billing period
• Service hours worked day and week
• Unit price, extended price, sales tax and total
8. INDEMNITY:
The CONTRACTOR shall hold the CITY, its agents, officials, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of CONTRACTOR, or its agents, officials, officers, employees, or volunteers relating to or during the performance of its obligations under this AGREEMENT, except for claims arising from the willful or active negligence of the City. CONTRACTOR’s obligation to defend, indemnify, and hold the CITY, its agents, officials, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this AGREEMENT for CONTRACTOR to procure and maintain a policy of insurance.
9. VENUE & GOVERNING LAW:
Venue for any dispute or claim arising or related to this AGREEMENT its performance, breach, or interpretation (including issues about its validity or enforceability), shall be exclusively in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.
This AGREEMENT shall be deemed made in, governed by, performed in, and construed and enforced in accordance with the laws of the State of California, without giving effect to its conflicts of laws provisions or principles.
10. ATTORNEY'S FEES:
If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.
11. COMMENCEMENT AND COMPLETION OF THE WORK:
The work contemplated herein shall be commenced as immediately after the agreement administrator receives and has on file:
A. Proofs of insurance (approved by CITY Risk Manager); and #1..
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5 B. Resolution No.2026 - ____;
C. CONTRACTOR Bid submittal;
D. IFB-00088;
E. Contractor’s City of Modesto business license
12. TERMINATION OF SERVICES:
Termination for Default: In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the nonperformance. Within 10 days after receipt of notification, the breaching party shall correct any nonperformance to the reasonable satisfaction of the non-breaching party, or such other time as may be identified in the notice. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.
Termination by City for Convenience: The City may also terminate this AGREEMENT and/or the Contractor's performance under the Agreement, either in whole or in part, at its own discretion and without cause.
Post-Termination Procedure
Upon receipt of a written notice of termination pursuant to either of the foregoing paragraphs, the CONTRACTOR shall:
A. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subcontractors and agents are notified of such termination and act as specified in the notice of termination;
B. Terminate all orders and subcontracts except as necessary to complete any portion of the SERVICES that are not terminated;
C. If directed in writing by the CITY to do so, assign all right, title and interest in subcontracts and materials in progress to CITY, in which case the CITY will have the right at its discretion to settle, or pay any or all claims arising out of the termination of such, but in no event shall recovery by any CONTRACTOR or subcontractor include lost profits for portions of the SERVICES not completed or undertaken, including materials not delivered; D. Deliver or otherwise make available to the CITY all data, drawings, specifications, reports, estimates, summaries and such other information and material as may have been accumulated by the CONTRACTOR in performing the SERVICES whether completed or in process; E. Settle outstanding liabilities and claims, subject to the approval of CITY; F. Complete performance of such part of the SERVICES as has not been terminated; G. Take such other actions as may be necessary, or as may be directed by the CITY for the protection and preservation of the SERVICES and/or property related to the SERVICES; #1..
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6 H. If CITY so requests, and at CITY's cost, CONTRACTOR shall provide sufficient oral or written status reports to make CITY reasonably aware of the status of CONTRACTOR’s work on the SERVICES.
I. CONTRACTOR understands and agrees that CITY may, in CITY’s sole discretion, refuse to pay CONTRACTOR for that portion of CONTRACTOR's SERVICES which were performed by CONTRACTOR on the project prior to the termination date and which remain unacceptable and/or not useful to CITY as of the termination date.
J. CITY will pay CONTRACTOR for SERVICES actually completed prior to the receipt of the termination notice or otherwise completed in accordance with the notice of termination. The final payment to the CONTRACTOR after termination for convenience shall be limited to amounts due and owing under the AGREEMENT at time of termination, including the following:
K. The cost of settling and paying valid claims arising out of the termination of the SERVICES such as subcontractor agreements or contracts for materials; L. The AGREEMENT price allocable to the portion of the SERVICES properly performed or goods supplied to the work site by the CONTRACTOR as of the date of termination, as determined in accordance with the notice of termination, reduced by any sums previously paid to the CONTRACTOR for such SERVICES.
13. COMPLIANCE WITH ALL LAWS:
CONTRACTOR hereby agrees that CONTRACTOR and its subcontractors, if any, in the performance of the SERVICES described herein, will comply with all federal, state, county and municipal laws, rules and regulations which may be applicable to the work herein contracted for, whether now in existence or hereafter adopted.
14. FAILURE TO PERFORM SATISFACTORY WORK:
It is agreed and understood that if the CONTRACTOR fails to perform the SERVICES as specified herein, CITY's representative may:
A. Consent to accept such unsatisfactory service with an appropriate adjustment in contract price, based on established cost factors,
B. Have such required work done by CITY forces or otherwise, and charge the cost thereof to the CONTRACTOR, or
C. Recommend termination of AGREEMENT between said CONTRACTOR and the City of Modesto.
Those discrepancies and deficiencies in the SERVICES that remain uncorrected after the date set for correction may be the necessary justification for a billing adjustment in the month following the occurrence. Unless otherwise negotiated, billing adjustments for this incomplete or uncorrected work shall be permanent retention of 100% of the estimated monthly cost for the SERVICES not corrected or completed.
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7 15. ASSIGNMENT OF RIGHTS:
The CONTRACTOR offers and agrees and will require all subcontractors and suppliers to agree to assign to the CITY all rights, title, and interest in and to all causes of action it and they may have under Section 4 of the Clayton Act (15 United States code, Section 15) or under the Cartwright Act (Business and Professions Code, Section 16700 et seq.), arising from the acquisition of goods, services, or materials pursuant to this AGREEMENT or any allowed subcontract. The assignment made by CONTRACTOR and all assignments made by subcontractors and suppliers shall be made and become effective at the time the CITY makes final payment to CONTRACTOR, without further acknowledgment by the parties (Government Code, Sections 4550-4554).
16. CITY PROCESS/PROCEDURE APPROVALS:
CITY approval of any process or procedure shall not relieve CONTRACTOR of its responsibility to furnish the required SERVICES meeting all specifications contained herein.
17. DIR REGISTRATION:
Pursuant to Labor Code section 1771.1, CONTRACTOR may not engage in the performance of the Services set forth in Exhibit “C”, unless currently registered and qualified to perform public work pursuant to Section 1725.5 thereof. As required in Section 7029.1 of the Business and Professions Code or by Section 10164 or 20103.5 of the Public Contract Code, during term of this AGREEMENT, CONTRACTOR shall be registered to perform public work pursuant to Section 1725.5 thereof.
18. CONTRACTOR'S RESPONSIBILITY FOR DAMAGES:
If CONTRACTOR damages any property belonging to the CITY or a third party, the CONTRACTOR will be required to make repairs immediately, at CONTRACTOR’s sole cost and expense, to the satisfaction of the CITY. In the event that CONTRACTOR fails to perform the necessary repairs, the CITY may either retain from the money due to CONTRACTOR an amount sufficient to repair the damage or perform the repairs and send an invoice to the CONTRACTOR for such costs, which shall be paid within thirty (30) days.
19. NOTICES:
Any notice, payment or instrument required or permitted by this AGREEMENT to be given or delivered to either party shall be deemed to have been received when personally delivered or one calendar week following deposit of the same in any United States Post Office, registered or certified mail, postage prepaid, addressed as follows:
CONTRACTOR: Grover Landscape Services, Inc.
Attention: Mark Grover
6224 Stoddard Road
Modesto, CA 95356
(209) 545-4401
[email protected]
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8 CITY: City of Modesto
Purchasing Division
Attention: Mark Bolden
P.O. Box 642
Modesto, CA 95353
(209) 577-5405
[email protected]
Each party may change its address for delivery of notice by delivering written notice of such change of address to the other party.
20. SIGNATORY(IES) FOR CONTRACTOR:
Each signatory for CONTRACTOR below warrants and represents that it is legally competent to, and has full authority to, execute the AGREEMENT.
21. QUANTITIES:
No minimum or maximum is guaranteed or implied.
22. FUNDING:
All annual extensions are based upon continuous funding for that purpose by the City Council. Failure to fund any annual extension shall result in an immediate termination of the AGREEMENT without redress.
23. OTHER GOVERNMENT/PUBLICLY FUNDED AGENCIES:
If mutually agreeable to all parties, the issuance of any resultant contract/purchase order referencing these specifications and modified by mutual agreement between all parties may be extended to other government or publicly funded agencies. It shall be understood that all terms and conditions as specified herein shall apply.
24. NON-DISCRIMINATION:
A. During the performance of this AGREEMENT, CONTRACTOR and any allowed subcontractors shall not unlawfully discriminate against any employee or applicant for employment because of race, color, ancestry, religion, sex, national origin, marital status, age, medical condition (cancer related), physical handicap (including AIDS), sexual orientation, or any other basis prohibited by Federal or California law. Equal employment opportunity extends, but is not limited to recruitment, compensation, benefits, layoff, termination, and all other conditions of employment.
The CONTRACTOR and any allowed subcontractors shall ensure that the evaluation and treatment of their employees and applicants for employment are free of such discrimination. The CONTRACTOR and any allowed subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Government Code, Section 12900 et seq.) and the applicable regulations promulgated thereunder (California Administrative Code, Title 2, and Section 7285.0 et seq.). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code, Section 12900, set forth in Chapter 5 of Division 4 of Title 2 of #1..
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9 the California Administrative Code are incorporated into this contract by reference and made a part hereof as if set forth in full.
B. The CONTRACTOR and any allowed subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement.
C. The CONTRACTOR shall include the nondiscrimination and compliance provisions of this clause in any allowed subcontracts to perform SERVICES.
D. The CONTRACTOR shall permit access by representatives of the Department of Fair Employment and Housing and the CITY upon reasonable notice at any time during the normal business hours, but in no case less than 24 hours’ notice, to such of its books, records, accounts, other sources of information and its facilities as said Department or CITY shall require to ascertain compliance with this AGREEMENT.
E. By executing this AGREEMENT, CONTRACTOR certifies that it shall follow and be in compliance with the Americans with Disabilities Act of 1990, the applicable administrative requirements promulgated in response thereto, and any other applicable Federal laws and regulations relating to handicap discrimination and participation and will continue to do so for at least the duration of the AGREEMENT and any extensions thereof.
25. CONTRACTOR LICENSES & PERMITS:
CONTRACTOR warrants and represents that it possesses and shall maintain all licenses and shall secure and maintain all necessary permits required to perform the SERVICES.
26. RECORDS:
All final versions of reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that CONTRACTOR prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the CITY. CONTRACTOR hereby agrees to deliver those documents to the CITY upon termination of the AGREEMENT, and the CITY may use, reuse or otherwise dispose of the documents without CONTRACTOR’s permission. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this AGREEMENT are prepared specifically for the City and are not necessarily suitable for any future or other use.
27. FACILITIES AND EQUIPMENT:
Except as set forth herein, CONTRACTOR shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this AGREEMENT. CITY shall make available to CONTRACTOR only the facilities and equipment listed in EXHIBIT “B” and “C”, and only under the terms and conditions set forth herein.
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10 28. INDEPENDENT CONTRACTOR; NOT AGENT:
At all times during the term of this AGREEMENT, CONTRACTOR shall be an independent contractor and shall not be an employee of CITY. CITY shall have the right to control CONTRACTOR only insofar as the results of CONTRACTOR’s services rendered pursuant to this AGREEMENT. Except as City may specify in writing, CONTRACTOR shall have no authority, express or implied, to act on behalf of CITY in any capacity whatsoever as an agent. CONTRACTOR shall have no authority, express or implied, pursuant to this AGREEMENT to bind City to any obligation whatsoever.
29. DRUG FREE WORKPLACE:
CONTRACTOR certifies that it is following and in compliance with Sections 8350 8355 of Chapter 5.5 of the Government Code, Drug Free Workplace Act whereby each person or organization awarded a contract/purchase order or grant for the procurement of any property or service from any state agency (city) shall certify to the contracting or granting agency that it will provide a drug free workplace.
30. ASSIGNMENT:
Neither this AGREEMENT nor any SERVICES hereunder shall be subcontracted or assigned by CONTRACTOR without the prior written consent of the CITY in each and every instance.
31. WAIVER:
The waiver by any party to this AGREEMENT of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.
32. HEADINGS NOT CONTROLLING:
Headings used in the Agreement are for reference purposes only and shall not be considered in construing this AGREEMENT.
33. MISCELLANEOUS:
Time is of the essence in CONTRACTOR’s performance under each provision of this AGREEMENT.
34. ENTIRE AGREEMENT:
This AGREEMENT and its exhibits contain the entire understanding between CONTRACTOR and CITY.
Additional or new terms contained in this AGREEMENT which vary from CONTRACTOR’s bid are controlling and are deemed accepted by CONTRACTOR by performance of any SERVICES or other commencement of performance hereunder. The terms and conditions of the IFB, attached hereto as Exhibit "C", are incorporated herein. In the event of a conflict between the IFB and this AGREEMENT, this AGREEMENT shall control. All previous bids, offers and communications related to this AGREEMENT, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this AGREEMENT No future waiver or exception to any of the terms, conditions, and provisions of this AGREEMENT shall be considered valid unless specifically agreed to in writing by the parties. #1..
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11 35. PARTIAL INVALIDITY:
If any provision in this AGREEMENT is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.
IN WITNESS WHEREOF, the CITY OF MODESTO, a municipal corporation, has authorized the execution of this Agreement by its City Manager and attested by its City Clerk under authority of Resolution No.2026 - ________, adopted by the Council of the City of Modesto on the 13th day of October, 2026 and Grover Landscape Services, Inc. has caused this Agreement to be duly executed. #1..
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Exhibits List
B - Exhibit B - Bid Response
C - Exhibit C - IFB-00088
D - Exhibit D - Insurance Requirements
E - Exhibit E - Pricing Schedule
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Exhibit B
Exhibit B - Bid Response
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City of Modesto, CA
Finance
DeAnna Christensen, Director of Finance
PO BOX 642, Modesto, CA 95353
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
RESPONSE DEADLINE: July 14, 2026 at 11:00 am
Report Generated: Tuesday, July 28, 2026
Grover Landscape Services, Inc Response
CONTACT INFORMATION
Company:
Grover Landscape Services, Inc
Email:
[email protected]
Contact:
Vince Tye
Address:
6224 Stoddard Road
Modesto, CA 95356
Phone:
(209) 545-4401
Website:
https://www.groverlandscapeservices.com/
Submission Date:
Jul 13, 2026 5:28 PM (Pacific Time)
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
ADDENDA CONFIRMATION
No addenda issued
QUESTIONNAIRE
1. Acknowledgements
IFB ACKNOWLEDGEMENT*
The Bidder submitting acknowledges receipt of the referenced IFB and/or Addenda and offers and agrees to provide the articles and/or services specified on behalf of the Bidder indicated in Bidder’s Bid Forms provided by the City, attached hereto and made a part hereof, this includes any forms for the pricing proposed on the Pricing Schedule.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
PREPARATION OF BIDS*
Bidder acknowledges that they have quoted price as specified in Bid. No alterations or changes of any kind shall be permitted to the Pricing Schedule as provided. Responses that do not comply shall be subject to rejection in total.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
TAXES AND FREIGHT CHARGES*
Bidder acknowledges that:
A. Unless otherwise required and specified in the IFB, the prices quoted herein do not include Sales, Use or other taxes. #1..
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
B. No charge for delivery, drayage, express, parcel post packing, cartage, insurance, license fees, permits, costs of bonds, or for any other purpose, except taxes legally payable by City, will be paid by the City unless expressly included and itemized in the Bid.
C. Amount paid for transportation of property to the City is exempt from Federal Transportation Tax. An exemption certificate is not required where the shipping paper shows the consignee as one (1) of the City; as such papers may be accepted by the carrier as proof of the exempt character of the shipment.
D. Articles sold to the City are exempt from certain Federal excise taxes. The City will furnish an exemption certificate.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
AWARD*
Bidder Acknowledges that:
A. Unless otherwise specified by the Bidder or the IFB gives notice of an all-or-none award, the City may accept any item or group of items of any Bid.
B. Bids are subject to acceptance by the City at any time within 45 days of opening, unless otherwise specified in the IFB. A Bidder shall not change its bid if accepted within such time.
C. A valid, agreement based on the sample agreement attached to the IFB and the submitted bid shall be provided, or otherwise furnished, to the successful Bidder within the time for acceptance specified, and such agreement shall be a binding agreement without further action by either party. The agreement shall be interpreted, construed and given effect in all respects according to the laws of the State of California.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
PATENT INDEMNITY*
Bidder Acknowledges:
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
Bidders who do business with the City shall hold the City, its officers, agents and employees, harmless from liability of any nature or kind, including cost and expenses, for infringement or use of any patent, copyright or other proprietary right, secret process, patented or un-patented invention, article or appliance furnished or used in connection with the contract or purchase order.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
SAMPLES*
Bidder Acknowledges:
Samples of items, when required, shall be furnished free of expense to the City and if not destroyed by test may upon request (made when the sample is furnished), be returned at the Bidder’s expense.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
RIGHTS AND REMEDIES OF CITY FOR DEFAULT*
Bidder Acknowledges:
A. In the event any item furnished by the Bidder in the performance of the contract or purchase order should fail to conform to the specifications therefore or to the sample submitted by the Bidder with its Bid, the City may reject the same, and it shall thereupon become the duty of the Bidder to reclaim and remove the same forthwith, without expense to the City, and immediately to replace all such rejected items with others conforming to such specifications or samples; provided that should the Bidder fail, neglect or refuse to do so, the City shall thereupon have the right to purchase in the open market, in lieu thereof, a corresponding quantity of any such items. City may deduct from any moneys due or that may there after come due to Bidder, or send an invoice to the Bidder which shall be paid within thirty (30) days, the difference between the prices named in the contract or purchase order and the actual cost thereof to the City. In the event that the Bidder fails to make prompt delivery as specified for any item, the same conditions as to the rights of the City to purchase in the open market and to reimbursement set forth above shall apply, except when delivery is delayed by fire, strike, freight embargo, or Act of God or the government.
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
B. Cost of inspection or deliveries or offers for delivery, which do not meet specifications, will be borne by the Bidder.
C. The rights and remedies of the City provided above shall not be exclusive and are in addition to any other rights and remedies provided by law or under the contract.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
PAYMENT TERMS AND METHODS*
BIDDER IS ABLE TO CHOOSE FROM EITHER OF THE FOLLOWING PAYMENT METHODS AND ASSOCIATED TIMINGS:
Option A (Preferred): City of Modesto ePay Payment:
This secure payment methodology is preferred by an increasing number of the City’s suppliers. On Net 30 day timing, you will receive a single-use Master Card number with a detailed remittance for each payment. You will process the payment through your POS/Card terminal. The payment remittance will be sent from [email protected] via email and will contain the following information:
• 16-digit credit card number
• Expiration date
• Security code
• Total dollar amount of invoices to be paid
• Invoices reference numbers and corresponding amounts
ePay results in small percentage rebate of 1.0% to the City through the card issuer. That rebate amount will be considered by the City in its evaluation of Bidder’s pricing proposal hereunder. Information about enrolling in MasterCard ePay program can be obtained from the City’s contact listed on the Cover Page of this IFB.
Option B – Manual Check:
On Net 45 Day timing, the City will mail a hardcopy check to Bidder. The payment will be deemed to have been made when the check envelope is mailed via US Postal Service First Class Mail. The timing of the mailing will be at the end of the Net 45 Day #1..
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
period. Additional time should be estimated by the Bidder for the check to be in transit, and to await deposit and clearance by Bidder staff.
Option B - Manual Check
DID YOU CHOOSE THE PAYMENT TERM - OPTION A - EPAY?*
No
CALIFORNIA GOVERNMENT CODE SECTION 4552*
Bidder Acknowledges:
In submitting a Bid to the City, the Bidder offers and agrees that if the Bid is accepted, it will assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2, commencing with Section 16700, of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of Services, materials, or services by the Bidder for sale to the purchasing body pursuant to the Bid. Such assignment shall be made and become effective at the time the purchasing body tender’s final payment to the Bidder.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
NO GUARANTEE OR WARRANTY*
Bidder Acknowledges that:
The City makes no guarantee or warranty as to the condition, completeness or safety of any material or equipment that may be traded under a contract or purchase order resulting from this Bid.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
MINOR IRREGULARITIES*
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
Bidder Acknowledges that:
The City reserves the right, in its sole discretion, to waive any informalities or minor irregularities in a Bid.
By checking the "please confirm" box below, you acknowledge the above statement.
Confirmed
2. Bidder Company Information
BIDDER COMPANY FULL LEGAL NAME*
Please provide the full legal name of the Bidder Company on this bid submittal. It may already be provided elsewhere, but please provide here to confirm.
Grover Landscape Services Inc.
BIDDER COMPANY MARKETPLACE (OR DBA) NAME*
Please provide the Company Marketplace Name or DBA (if applicable). It may already be provided elsewhere, but please provide here to confirm.
NOTE: If the company is not operating under an additional name or a dba, then you may state "N/A" here.
N/A
TYPE OF LEGAL ENTITY*
Is the Bidder Company a Corporation, Limited Liability Company, Partnership, or Sole Proprietorship? If the Bidder Company is something other than one of the above options, please answer "No" here and you will be asked to provide more information after this question.
Yes
TYPE OF LEGAL ENTITY - SELECT*
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
Please select which of the following legal entity options under which the Bidder Company operates.
Corporation
LEGAL ENTITY STATE OF REGISTRATION*
In which State is the Bidder Company registered?
California
BIDDER COMPANY HEADQUARTERS ADDRESS*
Please provide the full street address for the headquarters of the Bidder Company. Be sure to include the following:
• Full Street Address
• City
• State
• Country
• Postal Code
6224 Stoddard Rd. Modesto CA 95356
BIDDER COMPANY WEBSITE ADDRESS*
Please provide the full company website address for the Bidder Company. https://www.groverlandscapeservices.com/
CONTACT PERSON DETAILS*
Please provide the following information for the Contact person for this bid:
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
• Name
• Title
• Phone (Office)
• Phone (Mobile)
• Mailing Address (Street Address, City, State, Postal Code) • Fax Number
• Email
Matt Long
Tree Service Manager
209-545-4401
209-988-1358
6224 Stoddard Rd. Modesto CA 95356
209-545-3315
[email protected]
FEDERAL TAXPAYER IDENTIFICATION NUMBER (TIN)*
Please provide the Bidder Company's Federal Taxpayer Identification Number here. 80-0507137
DUNS & BRADSTREET (DUNS) NUMBER
Please provide the Bidder Company's Duns & Bradstreet (DUNS) Number here. 054590468
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
BIDDER OFFICER NAMES AND TITLES*
Please provide the Names and Titles of the Top Three Bidder Officers in the following manner:
• Full Name, Full Title
• Full Name, Full Title
• Full Name, Full Title
Mark Grover, President
Andrew Grover, Secretary
Matt Long, Tree Service Manager
YEARS IN BUSINESS*
For how long has the Bidder Company been in business? Please indicate in number of years. 56 CLOSEST BIDDER OFFICE*
Please provide the address for the Bidder Office closest to the City of Modesto. Please be sure to provide:
• Full Street Address
• City
• State
• Country
• Postal Code
6224 Stoddard Rd. Modesto CA 95356
CITY OF MODESTO BUSINESS LICENSE*
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
Does the Bidder Company currently possess a valid City of Modesto Business License? NOTE: An answer of "No", does not exclude the bid from potential award as it is not required until the contract begins.
Yes
CITY OF MODESTO BUSINESS LICENSE NUMBER*
You have indicated that the Bidder Company already possesses a City of Modesto Business License, please provide the business license number here.
1282776
STATE OF CALIFORNIA CONTRACTOR LICENSE NUMBER*
Please provide your State of California Contractor License Number (if available). 333345
Click to Verify Value will be copied to clipboard
CONTRACTOR LICENSE EXPIRATION DATE*
Please enter the current expiration date of your State of California Contractor's License (if available). 2/29/2028
DIR REGISTRATION NUMBER*
Please provide your State of California Department of Industrial Relations (DIR) Registration Number (if available). 1000000539
Click to Verify Value will be copied to clipboard
DIR REGISTRATION EXPIRATION DATE*
Please enter the current expiration date of your Department of Industrial Relations (DIR) Registration Number. #1..
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
6/30/2028
3. City Forms
BIDDER EXCEPTIONS, CLARIFICATIONS, AMENDMENTS*
Does the Bidder have any exceptions, clarifications, or amendments to this IFB, sample agreement, or its associated specifications? No
BIDDER CUSTOMER REFERENCES*
Please download the below documents, complete, and upload. • Bidder_Customer_References.pdf
Bidder_Customer_References-1.pdf
FINANCIAL INTEREST DISCLOSURE*
Please download the below documents, complete, and upload. • Financial_Interest_Disclosu...
Financial_Interest_Disclosure_Form_RFP-GLS-1.pdf
LOCAL VENDOR?*
Is the Bidder a local vendor as defined by the following requirement? To qualify as a local Bidder, the Bidder must have a physical business location within the City of Modesto and a current City of Modesto business license.
No
BIDDER COMPANY HISTORY STATEMENT*
Please download the below documents, complete, and upload. #1..
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
• Bidder_Company_History_Stat...
Proposer_Company_History_Statement-GLS.pdf
BIDDER WARRANTY STATEMENTS*
Please download the below documents, complete, and upload. • Bidder_Warranty_Statements.pdf
Proposer_Warranty_Statementsflattened-1.pdf
BIDDER EXPERIENCE AND CERTIFICATIONS*
Please download the below documents, complete, and upload. • Bidder_Experience_and_Certi...
GLS_EXPERIENCE_AND_CERT.pdf
SUBCONTRACTORS?*
Will the Bidder be using subcontractors for any purpose to perform services noted in this IFB? No
CALIFORNIA LEVINE ACT DISCLOSURE*
Please download the below documents, complete, and upload. • Modesto_Levine_Act_Statemen...
Modesto_Levine_Act_Statement_Form-flattened-1.pdf
PREVAILING WAGE LABOR CRAFT AND LABOR RATE*
Please download the below documents, complete, and upload. • Prevailing_Wage_Form.doc
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
prevailing_wage_labor_craft_and_rate.pdf
NC-102-X-21.pdf
4. Additional Bid Information
ADDITIONAL INFORMATION (IF NEEDED)
For any additional information requested or required by any of your previously provided answers or as stated within this IFB please upload the additional documentation here.
2026.000_COM_On-Call_Proposal.pdf
SUBMITTAL CONFIRMATION*
Bidder hereby certifies that all information provided within this submittal is accurate to the best of their knowledge and acknowledges that they have provided proof of their authority to submit a proposal on behalf of the stated Company Name committing them to the information contained within said submittal.
By checking the "please confirm" box below, you certify the above statement.
Confirmed
PRICE TABLES
Line Item Description Estimated
Quantity
Unit of
Measure
Unit Cost Total
1 Hourly Rate Tree Trimming Person, Climber 300 HOUR $105.00 $31,500.00 2 Hourly Rate Tree Trimming, Ground Person 300 HOUR $100.00 $30,000.00 3 Hourly Rate General 600 HOUR $85.00 $51,000.00
4 Hourly Rate Herbicide/Pesticide Application 10 HOUR $160.00 $1,600.00 #1..
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[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT IFB No. IFB-00088
On-Call Vegetation Management Services
[GROVER LANDSCAPE SERVICES, INC] RESPONSE DOCUMENT REPORT Invitation For Bid - On-Call Vegetation Management Services
Line Item Description Estimated
Quantity
Unit of
Measure
Unit Cost Total
5 Hourly Rate Equipment Operator 100 HOUR $85.00 $8,500.00 6 Hourly Rate Wood Chipping 80 HOUR $125.00 $10,000.00
7 Hourly Rate Off-Haul Disposal 200 HOUR $100.00 $20,000.00 8 Hourly Rate Brush Grinding (height < 72”) 16 HOUR $200.00 $3,200.00 9 Hourly Rate Brush Grinding (height > 72”) 16 HOUR $250.00 $4,000.00 10 Chain Link Fencing Temporary Tree Protection Installed 200 LF $8.00 $1,600.00 11 Snow Fencing with T-Stakes Temporary Tree Protection Installed 200 LF $7.00 $1,400.00 12 Field Mowing (>1 acres per occurrence) 5 ACRE $225.00 $1,125.00 13 Field Discing (>1 acres per occurrence) 5 ACRE $225.00 $1,125.00 14 Green Waste 30-Yard Bin, w/Off-Haul Disposal 6 EA $375.00 $2,250.00 15 Arborist Evaluation (1) Single Tree 3 EA $450.00 $1,350.00 16 Arborist Evaluation (5-9) Total Trees 5 EA $400.00 $2,000.00 17 Arborist Evaluation (10-19) Total Trees 10 EA $300.00 $3,000.00 18 Arborist Evaluation (20+) Total Trees 20 EA $200.00 $4,000.00 19 Emergency Response Service - Fixed Rate 3 EA $550.00 $1,650.00 TOTAL $179,300.00
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BIDDER CUSTOMER REFERENCES
Bidder must provide a list of five current or former customers able to discuss prior experience with similar type of services requested by the City in the above-referenced IFB. Bidder’s references shall have similar volume and requirements to the City of Modesto’s as described in the above-referenced IFB. Bidders failing to provide references may be deemed as non-responsive.
The City may contact some or all of the references provided in order to determine the Bidder’s performance record on services similar to that described in the above-referenced IFB. The City reserves the right to contact references other than those provided in Bidder’s submission and to use the information gained from them in the award process.
Company Name:
Address:
City, State, Zip Code:
Contact Person:
Email Address:
Telephone Number:
Type of Business or
Governmental Agency:
Date Range of Service:
Annual Contract Value $
Company Name:
Address:
City, State, Zip Code:
Contact Person:
Email Address:
Telephone Number:
Type of Business or
Governmental Agency:
Date Range of
Services:
Annual Contract Value $
~
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Company Name:
Address:
City, State, Zip Code
Contact Person:
Email Address:
Telephone Number:
Type of Business or
Governmental Agency:
Date Range of
Services:
Annual Contract Value$
Company Name:
Address:
City, State, Zip Code
Contact Person:
Email Address:
Telephone Number:
Type of Business or
Governmental Agency:
Date Range of
Services:
Annual Contract Value$
Company Name:
Address:
City, State, Zip Code
Contact Person:
Email Address:
Telephone Number:
Type of Business or
Governmental Agency:
Date Range of
Services:
Annual Contract Value$~~~
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FINANCIAL INTEREST DISCLOSURE FORM
Any contract award to result from this RFP process and Proposer’s submission of a Proposal therewith will require approval by a majority vote of the City of Modesto’s City Council. In order to have full transparency in any City of Modesto commercial actions, the City Council may not approve an agreement between the City and the Proposer until all persons with a direct or indirect financial interest of greater than $2,000 in the Proposer are identified by name.
Proposer must therefore complete this Financial Interest Disclosure Form, listing by name all parties that have a material financial interest in the agreement, contract or development right.
PLEASE NOTE, any Council action that requires a Financial Interest Disclosure cannot be considered by the City Council until the required reporting is made. That means that City Council agenda items without the disclosure will be removed from the Council agenda.
Financial Interest Disclosure to City of Modesto
Proposer shall identify any person with a financial interest in the Proposer by name, below.
For the purposes of this disclosure, a “Financial Interest” shall have the meaning contained in Modesto Municipal Code section 2-10.02.
Persons having an aggregate economic interest in the Proposer less than two thousand dollars ($2,000.00) at all times prior to final Council action of the proposed contract are not required to be listed on the Financial Interest Disclosure.
Notwithstanding the foregoing, a Financial Interest Disclosure is not required for a Proposer meeting the financial criteria for listing on the New York or the Pacific Stock exchanges unless it is reasonably foreseeable that a City Council decision will increase or decrease that entity's gross revenues or expenses by one million dollars ($1,000,000) or more and the requirements of Modesto Municipal Code Section 2-
10.03(h) are satisfied.
It is the legal obligation of all applicants for approval of an agreement or of an application for development rights to verify in writing, under penalty of perjury, that the identity of each person having a material financial interest in the Proposer is true, correct and complete. By signing below, the applicant understands that this information is provided under penalty of perjury, and that intentionally supplying misinformation or deception may result in either invalidation of the agreement or application, or criminal prosecution for misdemeanor violation of the Modesto Municipal Code, or both. Negligent provision of misinformation shall be grounds for invalidation. In accordance with the Modesto Municipal Code, each applicant has a continuing obligation to maintain the truth, accuracy and completeness of the financial interest disclosure information provided below until after final consideration by the City Council of any matter arising out of or relating to the agreement or application.
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1 PROPOSER EXPERIENCE AND CERTIFICATIONS
Proposer shall provide below a summary covering the following:
A. Experience: The Contractor and its employees directly involved in providing inspections, services and repairs shall have a minimum of three years’ experience providing the types of services requested in this RFP:
i. Identify key personnel and their position within your organization. ii. Provide a biographical summary or resume detailing the experience, level of expertise and qualifications of the key individuals providing the types of services requested herein. iii. If you plan to subcontract work, you must also indicate in Proposal Form L – Subcontractor List the name and address of each firm and the type of work or tasks the subcontractor will perform. Identify key personnel assigned to the project, their position, qualifications and representative experience.
B. Certifications: Proposer shall provide copies of all relevant certifications held for both company and any individuals required to perform the services requested herein. Certifications shall include (???????). #1..
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Grover Landscape Services, Inc. | RFP-00081 | 4
TEAM OVERVIEW
Employee Retention and Cross-Training
Retention is one of the operational mechanisms behind GLS service quality. Average tenure across the named personnel is over 25 years. Average tenure across the tree service foremen is 10+ years. Every tree and vegetation crew member is cross-trained across climbing or ground support, chainsaw and chipper operation, brush grinding, and safety protocol; vegetation management foremen are further trained on QAL-supervised chemical application. This allows us to uphold the standard of quality and service GLS is known for in the community.
Cumulative leadership tenure across the GLS owners and managers exceeds three hundred years in landscape tree care contracting. Most of the named managers have either worked in or collaborated directly with the other GLS divisions across their careers, producing a cross-functional management team that resolves a complex field issues to the benefit of the customer.
GLS tree crew removes large pine tree near residence.
Crew Conduct & Appearance
Every GLS crew member assigned to the City arrives at the jobsite in a marked GLS vehicle — never in a private vehicle, except where extenuating circumstances require an off-cycle arrival or departure. Every crew member wears a company-issued uniform shirt during work hours, and the overall appearance and conduct #1..
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Grover Landscape Services, Inc. | RFP-00081 | 5
of the crew is intended to leave no question among City staff and the public about who is on the property and why. Conduct on City property is held to a standard of respect, courtesy, and professionalism toward City staff, members of the public, and the property itself. Where conduct falls short of that standard, GLS takes immediate corrective action.
MANAGEMENT OVERVIEW & KEY PERSONNEL
A flat command structure, deep tenure at every supervisory level, and one named person accountable for every City property. The decision making authority identified will remain with the individuals currently engaged with the city.
Flat Organization, Direct Line to Ownership
GLS operates with a flat organizational structure designed to keep decision-making close to the field. Dayto-day operational decisions are handled in real time by the Tree Service Manager, who works directly with the Foreman, Field Supervisor, and client representatives to resolve issues quickly and efficiently There are no layers of regional managers or corporate intermediaries separating the field from leadership.
When higher-level input or authorization is required, division managers and account teams have direct access to ownership. Significant field issues can be escalated and resolved immediately because the decisionmaker is just one phone call away from the staff on site.
This structure eliminates unnecessary delays, accelerates communication, and gives clients confidence that issues affecting quality, safety, schedule, or budget will be addressed promptly and decisively.
Working-Foreman Model
GLS does not staff non-working foremen. Every foreman dispatched to City of Modesto is a working member of the crew — the person operating power tools and specialized equipment alongside the team, not standing apart from it. The result is faster, more accurate decisions in the field; consistent application of the GLS quality standard at the property level; and an authority chain in which the supervisor coaching the crew has actually performed the work being coached.
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Grover Landscape Services, Inc. | RFP-00081 | 6
Organizational Chart — City of Modesto Contract
President & Founder
Mark Grover — Executive Authority, Tree Service
│
LEAD · Tree Operations & Arborist Evaluations
Matt Long — ISA Certified Arborist, TRAQ
LEAD · Vegetation Management
Scot Boone — QAL #105390 ABCDF
│
Tree Fleet Readiness
Robert Grover
Tree Crew Scheduling /
Dispatch
Patrice DeVaughn
Field Logistics & Contract
Admin
Lucy Ibarra
Tree-Work Safety
Lisa DaSilva
│
Climbers & Aerial Crew Ground Crew Licensed Spray
Technicians Equipment Operators
Key Personnel Assigned to This Contract
Mark Grover · President
Mr. Grover founded Grover Landscape Services, Inc. in 1970 in Modesto, California. Since that time, he has successfully led the company and remains active in daily management. Functionally, Mr. Grover serves as the company’s general manager, with each of the division managers reporting directly to him. He retains final authority on all operating and capital expenditures across the company. On the City of Modesto contract, his role is executive oversight of the Tree Service Division and final authority on any contract-level decision.
• 55+ years of experience as a landscape contractor.
• Graduate of Modesto Junior College, Ornamental Horticulture Program. • Landscape designer with a planning emphasis.
• Member, California Association of Nurserymen; International Society of Arboriculture; National Arborist Association; American Landscape Contractors Association.
Matt Long · Tree Division Manager
Mr. Long oversees the Tree Service Division for Grover Landscape Services and brings more than thirty years of arboricultural experience to this contract. As the division manager, he is responsible for directing #1..
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Grover Landscape Services, Inc. | RFP-00081 | 7
field operations, supervising crew performance, and ensuring that all pruning, removals, and tree-health decisions meet industry standards and client expectations.
With deep expertise in tree health, species management, and long-term canopy development, Mr. Long serves as Grover’s in-house consulting arborist. He provides diagnostic support for tree-health concerns, guides pruning standards in alignment with ISA and ANSI A300 practices, and advises on structural issues, risk mitigation, and appropriate long-term maintenance strategies.
Mr. Long is also responsible for resource coordination for municipal projects. He assists with crew scheduling, deployment of specialized equipment, and planning for complex or high-risk removals. His long background managing GLS’s wholesale nursery gives him a strong understanding of species selection, roothealth considerations, and long-term tree performance in urban environments. • ISA Certified Arborist WE-8315A
• ISA Tree Risk Assessment Qualification (TRAQ).
• 34 years of experience at Grover Landscape Services, Inc. • 15 years of prior service as Manager of the GLS Wholesale Nursery.
Scot Boone · Pest/Vegetation Management Supervisor
Mr. Boone oversees the chemical and mechanical vegetation work that supports tree operations under this contract — herbicide and pesticide application and the field mowing and discing that reduce fire-fuel loading. He is responsible for the bidding, scheduling, and management of these applications across the contract.
He directs equipment calibration, application discipline, drift and storm-drain protection, and DPRcompliant recordkeeping for every treatment performed on a City tree site, keeping the vegetation-control work both effective and defensible.
• Qualified Applicator License #105390 — ABCDF.
• 19 years of experience at Grover Landscape Services, Inc.
Patrice DeVaughn · CSR/Scheduling
Ms. DeVaughn is the CSR and Scheduler for the Tree Service Division and has been with Grover Landscape Services for over 20 years. She manages daily scheduling, tracks work orders, and coordinates communication between City staff and field crews. Her experience, organization, and reliability ensure that service requests are handled promptly and that work is completed efficiently and accurately.
Lucy Ibarra · CSR/GIS Assistant
Ms. Ibarra serves as a CSR for the Tree Service Division and provides support with GIS data entry and documentation. She assists with updating tree inventory records, coordinating USA 811 notifications, and supporting traffic-control needs for scheduled work. Her attention to detail and training with municipal reporting requirements help ensure accurate data, proper safety coordination, and smooth communication between office staff, field crews, and City representatives. #1..
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Grover Landscape Services, Inc. | RFP-00081 | 8
Isaiah Rumble · Operations Manager
Mr. Rumble serves as the Operations Manager of Grover Landscape Services and provides executive oversight for daily operations across all service divisions. With more than twenty years of experience at GLS, he brings deep field knowledge, strong operational discipline, and proven project management capability to municipal contracts.
He leads the Landscape Construction Division, directing project planning, resource allocation, quality control, and contract execution. His background managing complex construction and infrastructure projects directly supports the tree-service division, particularly when coordinating heavy equipment, multiple crews, or technical field support.
Within tree-service contracts, Mr. Rumble plays an essential role in coordinating personnel and equipment, supporting supervisors with scheduling and resource planning, ensuring the safe and efficient deployment of specialized machinery, and maintaining operational readiness across the fleet and shop. His leadership helps ensure GLS meets all safety standards, performance expectations, and contract requirements while delivering consistent, high-quality service.
• 21 years of experience at GLS across all phases of landscape installation. • Certified Landscape Irrigation Auditor, CLIA #100558. • Certified Hunter IMMS Central Control; Certified Rain Bird IQ Central Control; Certified Decoder Technician.
• Certified in Sprinkler & Retrofitting.
Andrew Grover · Vice President
Mr. Grover serves as Vice President of Grover Landscape Services and provides leadership across multiple operational divisions, including tree services, technology integration, and strategic planning. He plays a direct role in supporting field operations, overseeing quality control, and ensuring municipal contract compliance.
A key component of Mr. Grover’s contribution to this contract is his leadership over all GIS and softwaredriven data management for the company. He oversees the implementation, configuration, and optimization of Grover’s digital tools—ensuring accurate reporting and inventory tracking.
Mr. Grover holds a Bachelor of Science in Strategy and Entrepreneurship from California State University, Stanislaus, and brings a blend of technical expertise, operational oversight, and business acumen to every project.
• TreePlotter GIS Expert
• Arborgold Tree Software Expert
• 11 years of experience at Grover Landscape Services, Inc. #1..
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Grover Landscape Services, Inc. | RFP-00081 | 9
Robert Grover · Equipment Division Manager
Mr. Grover manages the Equipment Division for the City of Modesto contract, overseeing the maintenance, repair, and operational readiness of the company’s fleet, equipment, and specialized tools used in daily operations. He coordinates preventative maintenance schedules, equipment deployment, repair prioritization, and field support to ensure crews have reliable equipment available to perform work safely and efficiently across all City sites.
With five decades of industry experience, Mr. Grover provides extensive operational knowledge and plays a key role in minimizing downtime, improving equipment utilization, and supporting responsive service delivery for the City’s maintenance operations.
• Qualified Applicator License #140204 — ABCF.
• 51 years of experience at Grover Landscape Services, Inc.
Lisa DaSilva · HR & Safety Manager
Ms. DaSilva manages the Human Resources and Safety functions company-wide and oversees the accounting and administrative staff. GLS maintains a strong administrative presence behind the field organization, and Ms. DaSilva runs that function. On the City of Modesto contract specifically, she administers the Injury and Illness Prevention Program, oversees Cal/OSHA recordkeeping, manages the certified-payroll function for any prevailing-wage work, and is the company’s named contact for any safety or HR concern that arises on a City property.
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Grover Landscape Services, Inc. | RFP-00081 | 10
LOCAL PRESENCE & 24-HOUR RESPONSE
The City’s On-Call scope turns on availability: work is requested as needed, and Line Item 19 requires the Contractor to begin Emergency Response Service within 24 hours of the City’s written request. GLS is built to meet that standard from across town, not from a regional hub.
Proximity to City Properties
GLS operates from a Modesto headquarters minutes from the City’s service areas. Drive time to any City property is typically under twenty minutes. When the City calls about a downed limb, a hazardous tree, or storm damage, we are dispatching company-owned equipment and our own trained personnel — not coordinating a subcontractor hand-off.
Company-Owned Equipment & Personnel
Because GLS self-performs the full scope, emergency response does not depend on the availability of an outside crew or rental unit. Aerial lifts, chippers, grinders, and haul trucks are staged at the Stoddard Road yard overnight and can be dispatched directly to a City hazard. Our published emergency line — 209-545- 4401.
24-Hour Emergency Response Flow
Emergency Response Service (Line Item 19) follows a defined path from the City’s written request to a hazard rendered safe:
1 City issues
emergency
request (209-
545-4401)
▸
2 On-call manager
dispatches crew
within 24 hours
▸
3 Crew renders
hazard safe
(aerial, saw,
chipper, grinder)
▸
4 Photos and
status sent to
City the same
day
▸
5 Follow-up
completed; billed
at fixed
emergency rate
plus unit prices
Emergency Escalation Ladder
After-hours emergency line: 209-545-4401
If not reached within 10 minutes, contact in order:
1. Matt Long, Tree Division Manager
2. Scot Boone, Vegetation Division Manager
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Grover Landscape Services, Inc. | RFP-00081 | 11
SAFETY PROGRAM
Lisa DaSilva, HR & Safety Manager, runs the safety function company-wide. Tree work is among the highest-hazard work in the industry — aerial operations, chainsaws, chippers, grinders, and proximity to energized lines and traffic — and the program below is current, documented, and identical across every GLS contract.
Training and Certification
● Injury & Illness Prevention Program (IIPP). Current, documented, and available for City review on request; reviewed and updated annually by Lisa DaSilva and the division managers. ● ANSI Z133 arboricultural operations. Tree-care crews are trained to the ANSI Z133 safety standard for arboricultural operations, including work near energized conductors, aerial rescue, and chainsaw and chipper safe-operation practices.
● Monthly tailgate safety meetings. Required attendance for every crew member, delivered bilingually in English and Spanish, documented with topic, attendees, and date — records retained. ● Electrical hazard awareness. Climbers and aerial operators are trained on minimum approach distances and line-clearance awareness for work near overhead utilities. ● New-employee orientation. Every new hire completes IIPP review, PPE issuance and fit, defensive driving, and a task-specific safety briefing before being assigned to a crew. ● Equipment-specific training before field use. No crew member operates a piece of equipment in the field until trained on it by a supervisor or division manager.
Compliance & Coverage
● Experience Modification Rate (EMR). Current EMR [0.86] — under 1.0 reflects a safety record materially better than industry baseline; verifiable through our workers’ compensation carrier. ● Workers’ compensation coverage maintained continuously, no lapses; current certificate available, City added as certificate holder upon award.
● Safety incentive program tied to crew-level safety metrics, giving every foreman and crew member a direct, ongoing stake in the safety record we operate by.
● Drug-free workplace policy. Pre-employment testing for every new hire; post-incident testing on any reportable event; reasonable-suspicion testing under written supervisor protocol. ● DOT compliance for all commercial vehicle operators — medical cards current, hours-of-service logged, vehicle inspection records retained, drug & alcohol testing pool maintained.
Report. Any incident — injury, near-miss, vehicle event, or property damage — is reported to Lisa DaSilva’s office within four hours. The City contract manager is notified the same day for any incident on City property.
Document. The supervisor on scene completes a written incident report — narrative, witnesses, photos, and condition of equipment and PPE — submitted to HR/Safety the same day.
Investigate. Lisa DaSilva and the relevant division manager conduct root-cause review within 48 hours; findings are written up and the actionable conclusions circulated at the next tailgate meeting across every crew, not only the one involved.
Correct. Corrective action — equipment repair or replacement, retraining, procedure update, PPE change — is implemented before the crew resumes the affected task and verified in writing. #1..
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Grover Landscape Services, Inc. | RFP-00081 | 12
OPERATING STANDARDS
The standards below give the general framework for the scope. Where a specific line item carries more detailed requirements in the specification, those requirements apply.
Tree-Work Standards
All pruning and tree work conforms to current ISA Best Management Practices and ANSI A300 standards. Riskrelated findings and arborist evaluations are prepared under ISA TRAQ methodology by Matt Long. Rigging, felling, and aerial operations follow ANSI Z133 practice, and vertical-clearance and hazard judgments are made by the working foreman and, where warranted, escalated to the Tree Division Manager.
Licensed Supervision & Staffing Depth
All chemical applications are performed by or under the direct supervision of California DPR-licensed personnel.
GLS carries operational depth in this function: two Qualified Applicator Licenses on staff — Robert Grover (#140204 ABCF) and Scot Boone (#105390 ABCDF) — plus additional Qualified Applicator Certificates. Crew members receive ongoing training in pesticide handling, spill response, and personal protective equipment.
Calibration & Application Discipline
Before any wide-area deployment, the supervising Qualified Applicator calibrates the equipment — verifying flow rate, nozzle pressure, and spray pattern. Operators are trained on calibration, nozzle output, travel speed, and targetarea discipline. Spray logs capture product, rate, time, applicator, and conditions for every dispatch.
Drift, Over-Spray & Storm-Drain Protection
● Wind and atmospheric conditions are assessed at the work zone before each application; applications do not proceed when conditions would carry product onto non-target areas. ● Aquatic-approved formulations are used for any application within a storm-basin or drainage footprint. ● No drain-side rinsing — herbicide tanks and equipment are not rinsed in or near drains, channels, or receiving waters.
● No on-site chemical storage — herbicides and containers are transported to and from the Stoddard Road yard daily, secured per label and regulation.
Notification, Posting & Recordkeeping
● Chemical list and SDS submitted to the City representative prior to first application; aquatic-approved formulations identified where used near drainage.
● Pre-application notification provided in writing to the City in the form and frequency established with City staff; unusual pest, disease, or exposure incidents reported immediately. ● DPR-compliant application records — date/time, method and equipment, formulation and rate, applicator, and weather — maintained on file, retained a minimum of three (3) years, and produced on City request.
Underground Service Alert (USA / 811)
Before any ground-disturbing work — stump grindings or excavation incidental to removals — GLS notifies USA North 811 a minimum of two working days in advance so that underground utilities are located and marked. Crews confirm markings on site before equipment breaks ground, protecting City and third-party infrastructure and keeping responsibility for damage where the indemnity provisions place it. #1..
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Grover Landscape Services, Inc. | RFP-00081 | 13
Traffic Control & Public Protection
Tree and vegetation work adjacent to active travel lanes and sidewalks is conducted per California MUTCD. Where a work area is not fully barricaded, a ground worker coordinates safe pedestrian and vehicular passage while operations are underway.
Equipment, Emissions & Air-District Compliance
All vehicles and off-road equipment used under this contract comply with applicable CARB, EPA, and regional airdistrict regulations, including the CARB In-Use Off-Road Diesel-Fueled Fleets Regulation and Small Off-Road Engine standards where applicable. CARB compliance documentation is furnished on City request. #1..
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Appendix 1: Trade Licenses
GROVER LANDSCAPE SERVICES, INC. Page 4
ISA Certified Arborist License
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PREVAILING WAGE LABOR CRAFT AND LAROR RATE
The payment of Prevailing Wages is required for this project.
Labor Craft Direct Labor Rate*
Fringe Benefit
Rate**
Labor
Markup
(percent)
Price Per
Service
Senior Tree Trimmer $ 27.00/HR $ 11.72/HR 80 % $ 70.00 /HR Tree Trimmer $ 25.30/HR $ 11.72/HR 80 % $ 66.00 /HR
Groundsperson $ 23.15/HR $ 11.72/HR 80 % $ 63.00 /HR
*Direct Labor Rate cannot be less than the minimum state prevailing wage. **Provide a copy of the current Fringe Benefit Statement. During the term of the agreement, ensure the City has a copy of the current, applicable statement on file.
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GENERAL PREVAILING WAGE DETERMINATION MADE BY THE DIRECTOR OF INDUSTRIAL RELATIONS PURSUANT TO CALIFORNIA LABOR CODE PART 7, CHAPTER 1, ARTICLE 2, SECTIONS 1770, 1773 AND 1773.1
FOR COMMERCIAL BUILDING, HIGHWAY, HEAVY CONSTRUCTION AND DREDGING PROJECTS Craft: Tree Maintenance (Laborer) 1
(Applies Only to Routine Tree Maintenance Work, Not Construction and/or Landscape Construction) 2 Determination:
NC-102-X-21-2025-1
Issue Date:
August 22, 2025
Expiration date of determination:
June 30, 2026** The rate to be paid for work performed after this date has been determined. If work will extend past this date, the new rate must be paid and should be incorporated in contracts entered into now. Contact the Office of the Director - Research Unit for specific rates at (415) 703-4774.
Localities:
All Localities within Alameda, Alpine, Amador, Butte, Calaveras, Colusa, Contra Costa, Del Norte, El Dorado, Fresno, Glenn, Humboldt, Kings, Lake, Lassen, Madera, Marin, Mariposa, Mendocino, Merced, Modoc, Monterey, Napa, Nevada, Placer, Plumas, Sacramento, San Benito, San Francisco, San Joaquin, San Mateo, Santa Clara, Santa Cruz, Shasta, Sierra, Siskiyou, Solano, Sonoma, Stanislaus, Sutter, Tehama, Trinity, Tulare, Tuolumne, Yolo, and Yuba Counties.
Wages and Employer Payments:
Classification(s)a
(Journeyperson)
Basic
Hourly
Rate
Health
and
Welfare
Pension Vacation
and
Holiday
Training Other Hours Total
Hourly
Rate
Daily
Overtime
Hourly
Rate
(1 ½ X)b
Sunday/
Holiday
Overtime
Hourly
Rate
(2 X)
Senior Tree Trimmer (Area 1)c $31.50 $6.00 $3.46 $2.21 $0.00 $0.05 8.0 $43.22 $58.97 $74.72 Tree Trimmer (Area 1)c $28.30 $6.00 $3.46 $2.21 $0.00 $0.05 8.0 $40.02 $54.17 $68.32 Groundsperson (Area 1)c $25.15 $6.00 $3.46 $2.21 $0.00 $0.05 8.0 $36.87 $49.445 $62.02 Senior Tree Trimmer (Area 2)c $27.00 $6.00 $3.46 $2.21 $0.00 $0.05 8.0 $38.72 $52.22 $65.72 Tree Trimmer (Area 2)c $25.30 $6.00 $3.46 $2.21 $0.00 $0.05 8.0 $37.02 $49.67 $62.32 Groundsperson (Area 2)c $23.15 $6.00 $3.46 $2.21 $0.00 $0.05 8.0 $34.87 $46.445 $58.02 Recognized holidays:
Holidays upon which the general prevailing hourly wage rate for Holiday work shall be paid, shall be all holidays in the collective bargaining agreement, applicable to the particular craft, classification, or type of worker employed on the project, which is on file with the Director of Industrial Relations. If the prevailing rate is not based on a collectively bargained rate, the holidays upon which the prevailing rate shall be paid #1..
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Determination: NC-102-X-21-2025-1
shall be as provided in Section 6700 of the Government Code. You may obtain the holiday provisions for the current determinations on the Director's General Prevailing Wage Determinations Website (http://www.dir.ca.gov/OPRL/DPreWageDetermination.htm). Holiday provisions for current or superseded determinations may be obtained by contacting the Office of the Director – Research Unit at (415) 703-4774.
Travel and/or subsistence payment:
In accordance with Labor Code Sections 1773.1 and 1773.9, contractors shall make travel and/or subsistence payments to each worker to execute the work. You may obtain the travel and/or subsistence provisions for the current determinations on the Director's General Prevailing Wage Determinations Website (http://www.dir.ca.gov/OPRL/DPreWageDetermination.htm). Travel and/or subsistence requirements for current or superseded determinations may be obtained by contacting the Office of the Director – Research Unit at (415) 703-4774. 1 This determination does not apply to the work of a landscape laborer employed on landscape construction (work incidental to construction or post-construction maintenance during the plant installation and establishment period) or to tree trimming work involving line clearance. 2 This determination does not apply to tree trimming, removal, or planting work performed on construction or landscape construction contracts. a There shall be at least one Senior Tree Trimmer on crews of three or more. b Monday thru Saturday shall constitute a workweek. Rate applies to first 4 overtime hours Monday thru Saturday, and all time worked in excess of forty (40) hours per workweek. All other time is paid at the Sunday and Holiday double-time rate. c Area 1: Marin, Monterey, Napa, San Benito, San Francisco, San Mateo, Santa Clara, Santa Cruz, Solano, and Sonoma Counties.
Area 2: Alameda, Alpine, Amador, Butte, Calaveras, Colusa, Contra Costa, Del Norte, El Dorado, Fresno, Glenn, Humboldt, Kings, Lake, Lassen, Madera, Mariposa, Mendocino, Merced, Modoc, Nevada, Placer, Plumas, Sacramento, San Joaquin, Shasta, Sierra, Siskiyou, Stanislaus, Sutter, Tehama, Trinity, Tulare, Tuolumne, Yolo, and Yuba Counties. #1..
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A bid from a Modesto company, for the city it calls home.
Bid for the City of Modesto
On-Call Vegetation Management Services
IFB #00088
SUBMISSION
DATE
July 14, 2026
LICENSE
CSLB #333345
DIR #1000000539
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July 14, 2026
Dear Mr. Bolden,
Grover Landscape Services, Inc. (GLS) is pleased to submit this bid to provide On-Call Vegetation Management Services to the City of Modesto. GLS has been headquartered in Modesto since 1970 and has served the City of Modesto as a landscape and vegetation management contractor for more than two decades. Our tree service and vegetation management crews, equipment, and management are based minutes from every City work site, which allows us to meet the City's 24-hour emergency response requirement with company-owned equipment and our own trained personnel.
GLS self-performs all work described in this IFB. Our in-house capabilities cover every bid line item: ISA Certified Arborist supervision and written arborist evaluations, climbing and aerial tree work, ground operations, wood chipping and off-haul, brush grinding, licensed herbicide application under our Qualified Applicator License holders, field mowing and discing for fire-risk reduction, temporary tree protection fencing, and 24/7 emergency response.
We have reviewed and understand the IFB specifications, the sample Annual Agreement, the insurance requirements in Exhibit B, and the prevailing wage obligations under Labor Code Section 1771. GLS is registered with the California Department of Industrial Relations for public works, maintains certified payroll on all prevailing wage contracts, and holds a current City of Modesto business license.
We appreciate the City's consideration of our bid and look forward to continuing our work in our community.
Sincerely,
Mark S. Grover
President & Founder, Grover Landscape Services, Inc.
6224 Stoddard Road, Modesto, CA 95356 · 209-545-4401
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TABLE OF CONTENTS
Section Page
Company Information 1
Team Overview 4
Management Plan & Key Personnel 5
24-Hour Response Flow 10
Safety Program 11
Operating Standards 12
Exclusions & Exceptions 14
Cost of Services 14
Compliance & Submittal Certification 14
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Grover Landscape Services, Inc. | IFB-00088 | 1
COMPANY INFORMATION
55 Years in Modesto.
1970
FOUNDED IN MODESTO
Third-generation, family-owned
company headquartered on Stoddard
Road and continuously serving the
Modesto area for more than five
decades.
140+
TOTAL EMPLOYEES
More than 140 employees report to our
Modesto yard daily
80+
EMPLOYEES LIVE IN
MODESTO
Our crews take pride in maintaining the
landscapes and public spaces of their
own community.
7 INTEGRATED DIVISIONS
Specialized divisions collaborate under
one organization, allowing crews and
managers to share field knowledge,
best practices, and operational
standards. No subcontractors.
12 ACRE HEADQUARTERS
The yard reflects what the work
requires: fleet mix, mechanic shop,
parts inventory, chemical storage, chip
and log handling, and morning dispatch
all operate from one Modesto site.
20 MINUTES
Average response time from our
Stoddard Road yard to any City
property under this contract.
Who We Are
Grover Landscape Services, Inc. (GLS) was founded in 1970 by our President, Mark S. Grover, who continues to lead the company today. Since its founding, GLS has installed and maintained landscapes throughout Central California. Over time, the company expanded to seven in-house divisions and now employs more than 140 field, shop, administrative, and management personnel headquartered on Stoddard Road in Modesto.
Our customer base includes both public and private entities of varying size and complexity. As a locally based contractor, GLS supports long-term local employment, bolsters the regional tax base, utilizes local vendors and suppliers where available, and maintains a long-term presence within the community.
Through the submission of this bid, we look forward to continuing a strong working relationship with the City of Modesto. The following submittal is based on the IFB specifications and our experience performing tree service and vegetation management for municipal properties. #1..
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Grover Landscape Services, Inc. | IFB-00088 | 2
Seven Integrated Divisions
GLS operates as a single company with seven in-house divisions, not as a contractor that subcontracts specialty work. For the City of Modesto, this means single-source accountability: tree work and vegetation management are executed by GLS employees on GLS equipment. • Landscape Maintenance — commercial and municipal route maintenance. • Landscape Construction — new installs and site work.
• Landscape Renovation — turf recovery, replant, irrigation retrofit. • Residential & Commercial Tree Service — ISA-certified arborists, in-house crews. • Pest & Vegetation Management — licensed QAL/QAC applicators. • Wholesale Nursery — on-site stock for replacement plantings. • Equipment Leasing — internal fleet ownership and repair .
Operating Philosophy
Continuous operation since 1970 is the product of conservative financial management, deliberate growth into adjacent operational areas that build on existing strengths rather than chasing market share, and a longterm focus on workmanship and management integrity. Because GLS is privately owned, we are not pressured to underbid contracts simply to grow the book of business. The discipline above is what allows GLS to bid the City’s scope responsibly across the full contract terms.
Financial Position
GLS is a conservatively managed family business with a strong liquidity position. We hold a current ratio greater than two, placing us in a position to meet all financial obligations even in the event of contract nonpayment. Between one and two million dollars of operating cash flow is allocated each year to equipment expenditures.
Market Position & Service Area
GLS is strategically located in North Modesto, offering quick and efficient access to Highway 99, which facilitates prompt service to our managed properties. Our current service area extends from Elk Grove in the north to Visalia in the south, Tracy in the west, and Sonora in the east.
Modesto Headquarters
The Stoddard Road headquarters houses GLS corporate offices, dispatch operations, our in-house mechanic shop, chemical storage, and our equipment fleet — including aerial lifts, chippers, stump grinders, roll-off trucks, and tractors. Crews scheduled to the City of Modesto roll out from this yard each morning and return to it at day's end. Each morning every employee checks in with a supervisor before beginning assignments; GPS tracking on our vehicles verifies service locations as the day progresses and enables more efficient emergency dispatch.
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Proximity to City Properties
GLS operates from a Modesto headquarters minutes from the City's service areas. Drive time to any City property is typically under twenty minutes. When the City calls about a downed limb, a hazardous tree, or storm damage, we are not dispatching from a regional hub — we are dispatching from across town.
On-Site Resources
GLS maintains in-house parts inventory and on-staff mechanics for our full tree and vegetation fleet — aerial lifts, chippers, stump grinders, mowers, tractors, and trucks. Redundant equipment and same-day shop turnaround keep crews working without waiting for rental availability or vendor lead times, and on-site chemical storage supports licensed herbicide application under our QAL/QAC applicators. #1..
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Grover Landscape Services, Inc. | IFB-00088 | 4
TEAM OVERVIEW
Employee Retention and Cross-Training
Retention is one of the operational mechanisms behind GLS service quality. Average tenure across the named personnel is over 25 years. Average tenure across the tree service foremen is 10+ years. Every tree and vegetation crew member is cross-trained across climbing or ground support, chainsaw and chipper operation, brush grinding, and safety protocol; vegetation management foremen are further trained on QAL-supervised chemical application. This allows us to uphold the standard of quality and service GLS is known for in the community.
Cumulative leadership tenure across the GLS owners and managers exceeds three hundred years in landscape tree care contracting. Most of the named managers have either worked in or collaborated directly with the other GLS divisions across their careers, producing a cross-functional management team that resolves a complex field issues to the benefit of the customer.
GLS tree crew removes large pine tree near residence.
Crew Conduct & Appearance
Every GLS crew member assigned to the City arrives at the jobsite in a marked GLS vehicle — never in a private vehicle, except where extenuating circumstances require an off-cycle arrival or departure. Every crew member wears a company-issued uniform shirt during work hours, and the overall appearance and conduct #1..
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of the crew is intended to leave no question among City staff and the public about who is on the property and why. Conduct on City property is held to a standard of respect, courtesy, and professionalism toward City staff, members of the public, and the property itself. Where conduct falls short of that standard, GLS takes immediate corrective action.
MANAGEMENT OVERVIEW & KEY PERSONNEL
A flat command structure, deep tenure at every supervisory level, and one named person accountable for every City property. The decision making authority identified will remain with the individuals currently engaged with the city.
Flat Organization, Direct Line to Ownership
GLS operates with a flat organizational structure designed to keep decision-making close to the field. Dayto-day operational decisions are handled in real time by the Tree Service Manager, who works directly with the Foreman, Field Supervisor, and client representatives to resolve issues quickly and efficiently There are no layers of regional managers or corporate intermediaries separating the field from leadership.
When higher-level input or authorization is required, division managers and account teams have direct access to ownership. Significant field issues can be escalated and resolved immediately because the decisionmaker is just one phone call away from the staff on site.
This structure eliminates unnecessary delays, accelerates communication, and gives clients confidence that issues affecting quality, safety, schedule, or budget will be addressed promptly and decisively.
Working-Foreman Model
GLS does not staff non-working foremen. Every foreman dispatched to City of Modesto is a working member of the crew — the person operating power tools and specialized equipment alongside the team, not standing apart from it. The result is faster, more accurate decisions in the field; consistent application of the GLS quality standard at the property level; and an authority chain in which the supervisor coaching the crew has actually performed the work being coached.
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Grover Landscape Services, Inc. | IFB-00088 | 6
Organizational Chart — City of Modesto Contract
President & Founder
Mark Grover — Executive Authority, Tree Service
│
LEAD · Tree Operations & Arborist Evaluations
Matt Long — ISA Certified Arborist, TRAQ
LEAD · Vegetation Management
Scot Boone — QAL #105390 ABCDF
│
Tree Fleet Readiness
Robert Grover
Tree Crew Scheduling /
Dispatch
Patrice DeVaughn
Field Logistics & Contract
Admin
Lucy Ibarra
Tree-Work Safety
Lisa DaSilva
│
Climbers & Aerial Crew Ground Crew Licensed Spray
Technicians Equipment Operators
Key Personnel Assigned to This Contract
Mark Grover · President
Mr. Grover founded Grover Landscape Services, Inc. in 1970 in Modesto, California. Since that time, he has successfully led the company and remains active in daily management. Functionally, Mr. Grover serves as the company’s general manager, with each of the division managers reporting directly to him. He retains final authority on all operating and capital expenditures across the company. On the City of Modesto contract, his role is executive oversight of the Tree Service Division and final authority on any contract-level decision.
• 55+ years of experience as a landscape contractor.
• Graduate of Modesto Junior College, Ornamental Horticulture Program. • Landscape designer with a planning emphasis.
• Member, California Association of Nurserymen; International Society of Arboriculture; National Arborist Association; American Landscape Contractors Association.
Matt Long · Tree Division Manager
Mr. Long oversees the Tree Service Division for Grover Landscape Services and brings more than thirty years of arboricultural experience to this contract. As the division manager, he is responsible for directing #1..
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Grover Landscape Services, Inc. | IFB-00088 | 7
field operations, supervising crew performance, and ensuring that all pruning, removals, and tree-health decisions meet industry standards and client expectations.
With deep expertise in tree health, species management, and long-term canopy development, Mr. Long serves as Grover’s in-house consulting arborist. He provides diagnostic support for tree-health concerns, guides pruning standards in alignment with ISA and ANSI A300 practices, and advises on structural issues, risk mitigation, and appropriate long-term maintenance strategies.
Mr. Long is also responsible for resource coordination for municipal projects. He assists with crew scheduling, deployment of specialized equipment, and planning for complex or high-risk removals. His long background managing GLS’s wholesale nursery gives him a strong understanding of species selection, roothealth considerations, and long-term tree performance in urban environments. • ISA Certified Arborist WE-8315A
• ISA Tree Risk Assessment Qualification (TRAQ).
• 34 years of experience at Grover Landscape Services, Inc. • 15 years of prior service as Manager of the GLS Wholesale Nursery.
Scot Boone · Pest/Vegetation Management Supervisor
Mr. Boone oversees the chemical and mechanical vegetation work that supports tree operations under this contract — herbicide and pesticide application and the field mowing and discing that reduce fire-fuel loading. He is responsible for the bidding, scheduling, and management of these applications across the contract.
He directs equipment calibration, application discipline, drift and storm-drain protection, and DPRcompliant recordkeeping for every treatment performed on a City tree site, keeping the vegetation-control work both effective and defensible.
• Qualified Applicator License #105390 — ABCDF.
• 19 years of experience at Grover Landscape Services, Inc.
Patrice DeVaughn · CSR/Scheduling
Ms. DeVaughn is the CSR and Scheduler for the Tree Service Division and has been with Grover Landscape Services for over 20 years. She manages daily scheduling, tracks work orders, and coordinates communication between City staff and field crews. Her experience, organization, and reliability ensure that service requests are handled promptly and that work is completed efficiently and accurately.
Lucy Ibarra · CSR/GIS Assistant
Ms. Ibarra serves as a CSR for the Tree Service Division and provides support with GIS data entry and documentation. She assists with updating tree inventory records, coordinating USA 811 notifications, and supporting traffic-control needs for scheduled work. Her attention to detail and training with municipal reporting requirements help ensure accurate data, proper safety coordination, and smooth communication between office staff, field crews, and City representatives. #1..
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Grover Landscape Services, Inc. | IFB-00088 | 8
Isaiah Rumble · Operations Manager
Mr. Rumble serves as the Operations Manager of Grover Landscape Services and provides executive oversight for daily operations across all service divisions. With more than twenty years of experience at GLS, he brings deep field knowledge, strong operational discipline, and proven project management capability to municipal contracts.
He leads the Landscape Construction Division, directing project planning, resource allocation, quality control, and contract execution. His background managing complex construction and infrastructure projects directly supports the tree-service division, particularly when coordinating heavy equipment, multiple crews, or technical field support.
Within tree-service contracts, Mr. Rumble plays an essential role in coordinating personnel and equipment, supporting supervisors with scheduling and resource planning, ensuring the safe and efficient deployment of specialized machinery, and maintaining operational readiness across the fleet and shop. His leadership helps ensure GLS meets all safety standards, performance expectations, and contract requirements while delivering consistent, high-quality service.
• 21 years of experience at GLS across all phases of landscape installation. • Certified Landscape Irrigation Auditor, CLIA #100558. • Certified Hunter IMMS Central Control; Certified Rain Bird IQ Central Control; Certified Decoder Technician.
• Certified in Sprinkler & Retrofitting.
Andrew Grover · Vice President
Mr. Grover serves as Vice President of Grover Landscape Services and provides leadership across multiple operational divisions, including tree services, technology integration, and strategic planning. He plays a direct role in supporting field operations, overseeing quality control, and ensuring municipal contract compliance.
A key component of Mr. Grover’s contribution to this contract is his leadership over all GIS and softwaredriven data management for the company. He oversees the implementation, configuration, and optimization of Grover’s digital tools—ensuring accurate reporting and inventory tracking.
Mr. Grover holds a Bachelor of Science in Strategy and Entrepreneurship from California State University, Stanislaus, and brings a blend of technical expertise, operational oversight, and business acumen to every project.
• TreePlotter GIS Expert
• Arborgold Tree Software Expert
• 11 years of experience at Grover Landscape Services, Inc. #1..
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Grover Landscape Services, Inc. | IFB-00088 | 9
Robert Grover · Equipment Division Manager
Mr. Grover manages the Equipment Division for the City of Modesto contract, overseeing the maintenance, repair, and operational readiness of the company’s fleet, equipment, and specialized tools used in daily operations. He coordinates preventative maintenance schedules, equipment deployment, repair prioritization, and field support to ensure crews have reliable equipment available to perform work safely and efficiently across all City sites.
With five decades of industry experience, Mr. Grover provides extensive operational knowledge and plays a key role in minimizing downtime, improving equipment utilization, and supporting responsive service delivery for the City’s maintenance operations.
• Qualified Applicator License #140204 — ABCF.
• 51 years of experience at Grover Landscape Services, Inc.
Lisa DaSilva · HR & Safety Manager
Ms. DaSilva manages the Human Resources and Safety functions company-wide and oversees the accounting and administrative staff. GLS maintains a strong administrative presence behind the field organization, and Ms. DaSilva runs that function. On the City of Modesto contract specifically, she administers the Injury and Illness Prevention Program, oversees Cal/OSHA recordkeeping, manages the certified-payroll function for any prevailing-wage work, and is the company’s named contact for any safety or HR concern that arises on a City property.
• 21 years of experience at Grover Landscape Services, Inc. #1..
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LOCAL PRESENCE & 24-HOUR RESPONSE
The City’s On-Call scope turns on availability: work is requested as needed, and Line Item 19 requires the Contractor to begin Emergency Response Service within 24 hours of the City’s written request. GLS is built to meet that standard from across town, not from a regional hub.
Proximity to City Properties
GLS operates from a Modesto headquarters minutes from the City’s service areas. Drive time to any City property is typically under twenty minutes. When the City calls about a downed limb, a hazardous tree, or storm damage, we are dispatching company-owned equipment and our own trained personnel — not coordinating a subcontractor hand-off.
Company-Owned Equipment & Personnel
Because GLS self-performs the full scope, emergency response does not depend on the availability of an outside crew or rental unit. Aerial lifts, chippers, grinders, and haul trucks are staged at the Stoddard Road yard overnight and can be dispatched directly to a City hazard. Our published emergency line — 209-545- 4401.
24-Hour Emergency Response Flow
Emergency Response Service (Line Item 19) follows a defined path from the City’s written request to a hazard rendered safe:
1 City issues
emergency
request (209-
545-4401)
▸
2 On-call manager
dispatches crew
within 24 hours
▸
3 Crew renders
hazard safe
(aerial, saw,
chipper, grinder)
▸
4 Photos and
status sent to
City the same
day
▸
5 Follow-up
completed; billed
at fixed
emergency rate
plus unit prices
Emergency Escalation Ladder
After-hours emergency line: 209-545-4401
If not reached within 10 minutes, contact in order:
1. Matt Long, Tree Division Manager
2. Scot Boone, Vegetation Division Manager
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SAFETY PROGRAM
Lisa DaSilva, HR & Safety Manager, runs the safety function company-wide. Tree work is among the highest-hazard work in the industry — aerial operations, chainsaws, chippers, grinders, and proximity to energized lines and traffic — and the program below is current, documented, and identical across every GLS contract.
Training and Certification
● Injury & Illness Prevention Program (IIPP). Current, documented, and available for City review on request; reviewed and updated annually by Lisa DaSilva and the division managers. ● ANSI Z133 arboricultural operations. Tree-care crews are trained to the ANSI Z133 safety standard for arboricultural operations, including work near energized conductors, aerial rescue, and chainsaw and chipper safe-operation practices.
● Monthly tailgate safety meetings. Required attendance for every crew member, delivered bilingually in English and Spanish, documented with topic, attendees, and date — records retained. ● Electrical hazard awareness. Climbers and aerial operators are trained on minimum approach distances and line-clearance awareness for work near overhead utilities. ● New-employee orientation. Every new hire completes IIPP review, PPE issuance and fit, defensive driving, and a task-specific safety briefing before being assigned to a crew. ● Equipment-specific training before field use. No crew member operates a piece of equipment in the field until trained on it by a supervisor or division manager.
Compliance & Coverage
● Experience Modification Rate (EMR). Current EMR [0.86] — under 1.0 reflects a safety record materially better than industry baseline; verifiable through our workers’ compensation carrier. ● Workers’ compensation coverage maintained continuously, no lapses; current certificate available, City added as certificate holder upon award.
● Safety incentive program tied to crew-level safety metrics, giving every foreman and crew member a direct, ongoing stake in the safety record we operate by.
● Drug-free workplace policy. Pre-employment testing for every new hire; post-incident testing on any reportable event; reasonable-suspicion testing under written supervisor protocol. ● DOT compliance for all commercial vehicle operators — medical cards current, hours-of-service logged, vehicle inspection records retained, drug & alcohol testing pool maintained.
Report. Any incident — injury, near-miss, vehicle event, or property damage — is reported to Lisa DaSilva’s office within four hours. The City contract manager is notified the same day for any incident on City property.
Document. The supervisor on scene completes a written incident report — narrative, witnesses, photos, and condition of equipment and PPE — submitted to HR/Safety the same day.
Investigate. Lisa DaSilva and the relevant division manager conduct root-cause review within 48 hours; findings are written up and the actionable conclusions circulated at the next tailgate meeting across every crew, not only the one involved.
Correct. Corrective action — equipment repair or replacement, retraining, procedure update, PPE change — is implemented before the crew resumes the affected task and verified in writing. #1..
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OPERATING STANDARDS
The standards below give the general framework for the scope. Where a specific line item carries more detailed requirements in the specification, those requirements apply.
Tree-Work Standards
All pruning and tree work conforms to current ISA Best Management Practices and ANSI A300 standards. Riskrelated findings and arborist evaluations are prepared under ISA TRAQ methodology by Matt Long. Rigging, felling, and aerial operations follow ANSI Z133 practice, and vertical-clearance and hazard judgments are made by the working foreman and, where warranted, escalated to the Tree Division Manager.
Licensed Supervision & Staffing Depth
All chemical applications are performed by or under the direct supervision of California DPR-licensed personnel.
GLS carries operational depth in this function: two Qualified Applicator Licenses on staff — Robert Grover (#140204 ABCF) and Scot Boone (#105390 ABCDF) — plus additional Qualified Applicator Certificates. Crew members receive ongoing training in pesticide handling, spill response, and personal protective equipment.
Calibration & Application Discipline
Before any wide-area deployment, the supervising Qualified Applicator calibrates the equipment — verifying flow rate, nozzle pressure, and spray pattern. Operators are trained on calibration, nozzle output, travel speed, and targetarea discipline. Spray logs capture product, rate, time, applicator, and conditions for every dispatch.
Drift, Over-Spray & Storm-Drain Protection
● Wind and atmospheric conditions are assessed at the work zone before each application; applications do not proceed when conditions would carry product onto non-target areas. ● Aquatic-approved formulations are used for any application within a storm-basin or drainage footprint. ● No drain-side rinsing — herbicide tanks and equipment are not rinsed in or near drains, channels, or receiving waters.
● No on-site chemical storage — herbicides and containers are transported to and from the Stoddard Road yard daily, secured per label and regulation.
Notification, Posting & Recordkeeping
● Chemical list and SDS submitted to the City representative prior to first application; aquatic-approved formulations identified where used near drainage.
● Pre-application notification provided in writing to the City in the form and frequency established with City staff; unusual pest, disease, or exposure incidents reported immediately. ● DPR-compliant application records — date/time, method and equipment, formulation and rate, applicator, and weather — maintained on file, retained a minimum of three (3) years, and produced on City request.
Underground Service Alert (USA / 811)
Before any ground-disturbing work — stump grindings or excavation incidental to removals — GLS notifies USA North 811 a minimum of two working days in advance so that underground utilities are located and marked. Crews confirm markings on site before equipment breaks ground, protecting City and third-party infrastructure and keeping responsibility for damage where the indemnity provisions place it. #1..
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Grover Landscape Services, Inc. | IFB-00088 | 13
Traffic Control & Public Protection
Tree and vegetation work adjacent to active travel lanes and sidewalks is conducted per California MUTCD. Where a work area is not fully barricaded, a ground worker coordinates safe pedestrian and vehicular passage while operations are underway.
Equipment, Emissions & Air-District Compliance
All vehicles and off-road equipment used under this contract comply with applicable CARB, EPA, and regional airdistrict regulations, including the CARB In-Use Off-Road Diesel-Fueled Fleets Regulation and Small Off-Road Engine standards where applicable. CARB compliance documentation is furnished on City request. #1..
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Grover Landscape Services, Inc. | IFB-00088 | 14
Exclusions and Exceptions
Grover Landscape Services, Inc. takes no exceptions to the terms, conditions, or scope of work set forth in the IFB.
Cost of Services
Pricing is submitted per the City-Provided format specified in the IFB pricing schedule.
Compliance & Submittal Certification.
GLS acknowledges that prevailing wages are required for this IFB and will maintain certified payroll records for all covered work in accordance with DIR requirements.
The summary below attests to the licenses, insurance, and forms supporting this proposal. All items are current, on file, and available for the City’s verification on request.
LICENSES & REGISTRATIONS
✓ CSLB License #333345 — current, C-27
landscape contractor among others.
✓ DIR Public Works Registration — current,
prevailing-wage compliant.
✓ City of Modesto Business License —
current.
✓ QAL / Qualified Applicator Licenses —
multiple on staff (Robert Grover #140204 ABCF;
Scot Boone #105390 ABCDF; additional QACs
on staff).
✓ ISA Certified Arborists — multiple on staff
INSURANCE & BONDING
✓ General Liability — current per IFB Exhibit
B requirements; Certificate of Insurance with City
as additional insured available on award.
✓ Automobile Liability — current per IFB
Exhibit B requirements.
✓ Workers’ Compensation — current per IFB
Exhibit B requirements; statutory California
coverage maintained continuously.
✓ Bonding Capacity — confirmed available
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Grover Landscape Services, Inc. | IFB-00088 | 15
IFB Forms Submitted to OpenGov
• Pricing Schedule
• Customer References
• Financial Interest Disclosure
• Company History Statement
• Experience and Certifications
• Warranty Statements
• Levine Act Disclosure
• Prevailing Wage (Labor Craft and Labor Rate) Form
I certify, on behalf of Grover Landscape Services, Inc., that the information in this proposal is true and correct, that all required licenses, registrations, and insurance are current, and that the firm takes no exception to the terms, conditions, scope of work, or sample agreement in IFB-00088.
Matt Long
Tree Service Division Manager, on behalf of Grover Landscape Services, Inc. #1..
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Exhibit C
Exhibit C - IFB-00088
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1 INVITATION FOR BIDS (“IFB”) NO. IFB-00088
FOR
ON-CALL VEGETATION MANAGEMENT SERVICES
THE PAYMENT OF PREVAILING WAGES IS REQUIRED
BIDS DUE: July 14, 2026 before 11:00 am
CITY OF MODESTO CONTACT: Mark Bolden, Buyer
E-MAIL ADDRESS: [email protected]
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
2 Table Of Contents
NOTICE TO BIDDERS
INSTRUCTIONS TO BIDDERS
VIRTUAL BID OPENING
GENERAL BID REQUIREMENTS
PRICING SCHEDULE
BID SUBMITTAL
TECHNICAL SPECIFICATIONS AND REQUIREMENTS
SAMPLE ANNUAL AGREEMENT - SERVICES
EXHIBIT B: INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
3 NOTICE TO BIDDERS
NOTICE IS HEREBY GIVEN that the City of Modesto, County of Stanislaus, State of California (“City”), will receive electronic sealed Bids (each, a “Bid”) from qualified Bidders (each, a “Bidder”) for the furnishing of On-Call Vegetation Management Services equipment, materials, supplies and/or related services (the “Services”) for the City of Modesto, Engineering Services Department, Parks Planning & Development Division.
All equipment, materials, and supplies shall be furnished F.O.B. City of Modesto (delivery charges borne by Bidder, included in the Services pricing herein, and not separately charged to the City). Bidders are highly recommended to download all IFB documents from the City’s OpenGov Procurement portal at https://procurement.opengov.com/portal/modestogov; such IFB documents shall include all specifications necessary for Bidders to submit a responsive Bid.
Each Bid shall be submitted electronically through the City's OpenGov Procurement portal prior to 11:00 am on Tuesday, July 14, 2026, after which time Bids will be opened, read and recorded. The opening of bids will not be physically open to the public but may be viewed simultaneously via video conferencing in the manner provided for herein. All Bids shall be available for review following City Council award approval at the Purchasing Division, 1010 Tenth Street, 5th Floor, Suite 5300, Modesto, CA 95354.
Bids will be received only in the manner stated above, and prior to the time indicated. Any Bid received at or after said time and/or date, or in a manner other than stated above cannot be considered.
Bids received in any other format will not be accepted. The City of Modesto assumes no responsibility for delay in the upload of documents or final submittal of the Bid. #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
4 INSTRUCTIONS TO BIDDERS
CALENDAR OF EVENTS
IFB Issued: June 16, 2026
Questions Due via City's OpenGov
Procurement portal:
July 2, 2026, 5:00pm
Addendum Issued (if required): July 7, 2026
Bid Due Date & Time: July 14, 2026, 11:00am
Approximate Contract Award Date: September 2026
CITY CONTACT
All questions regarding these specifications, terms, and conditions shall be submitted through the Question & Answer area of the City's OpenGov Procurement portal prior to 5:00 pm on Thursday, July 2, 2026.
The City will respond to questions through the OpenGov portal where answers can be found in the Question & Answer tab; however, if a response to a question elicits a change to the bid documents, an addendum will be posted through the OpenGov portal under the Addenda & Notices tab. All contact between Bidder and the City regarding the Bid process shall be through the City Contact. Attempts by the Bidder to contact other City personnel regarding this IFB and associated process may result in disqualification of the Bidder.
Notwithstanding the foregoing, information intentionally or unintentionally provided by any person other than the City Contact may not be correct and will not be binding upon the City.
BIDDER FAMILIARITY WITH SERVICE CONDITIONS
It is the responsibility of each Bidder to become familiar with all of the specifications, terms and conditions and the site conditions (if applicable). The Bidder agrees to and acknowledges all IFB specifications, terms, and conditions and indicates the ability to perform by submission of a Bid. By the submission of a Bid, the Bidder certifies that if awarded a contract it will make no claim against the City based upon ignorance of conditions or misunderstanding of the specifications.
CALIFORNIA LABOR CODE SECTION 1771.1(A)
The California Labor Code states that, “A contractor or subcontractor shall not be qualified to Bid on, be listed in a Bid proposal, subject to the requirements of Section 4104 of the Public Contract Code or engage in the performance of any contract for public work, as defined in this chapter, unless currently registered and qualified to perform public work pursuant to Section 1725.5. It is not a violation of this section for an unregistered contractor to submit a Bid that is authorized by Section 7029.1 of the Business and Professions Code or by Section 10164 or 20103.5 of the Public Contract Code, provided the contractor is registered to #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
5 perform public work pursuant to Section 1725.5 at the time the contract is awarded.” This IFB is subject to the registration requirement set forth above.
PRECEDENCE
Bidder agrees that any agreement resulting from City’s acceptance of its Bid, together with the terms in any City purchase order and associated specifications provided by the City to Bidder therewith, shall comprise the entire agreement between City and Bidder. Moreover, Bidder agrees that any additional or contrary terms contained in Bidder’s acknowledgement of, shall be null and void.
SUBMITTAL OF NO BID
If you are not submitting a Bid, you have the option to submit "No Bid" and state the reason you are not submitting a bid for this particular IFB.
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
6 VIRTUAL BID OPENING
The City of Modesto will be broadcasting Bid openings live electronically via Microsoft Teams at 11:00 am (Pacific Time) on Tuesday, July 14, 2026. The City Clerk Record of Proposal document should be available on the City's OpenGov Procurement portal by the end of the same day.
The public Bid opening for this Invitation for Bids will be available using the URL link provided below. By submitting your Bid for the above-stated IFB you acknowledge, understand, and agree to this modified Bid opening procedure.
URL: https://teams.microsoft.com/l/meetupjoin/19%3ameeting_NTI0YzBiMDMtNDQ0Yi00YjNlLWIwZjYtYzg4ZDVjMDdkM2Mz%40thread.v2/0?co ntext=%7b%22Tid%22%3a%22125ccacf-fc61-463c-9976-
189f876ff90b%22%2c%22Oid%22%3a%229715c333-c997-4dd7-8984-12cd4deaa705%22%7d Call-In#: 1 469-998-7409
Conference ID: 961 656 049#
Should you have any questions regarding this, please do not hesitate to contact Mark Bolden. #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
7 GENERAL BID REQUIREMENTS
BID SUBMITTAL
Bidders shall submit through the City's OpenGov Procurement portal. No hard copy bids or bids submitted in any other manner as that prescribed within this IFB will be accepted.
CONFIDENTIAL BIDDER INFORMATION
It is the responsibility of the Bidders to identify information in their Bid submission that they may consider to be confidential under the California Public Records Act. To the extent that the City agrees with that designation, such information will be held in confidence whenever possible. All other information will be considered public.
BIDDER COSTS INCURRED IN RESPONDING TO IFB
All costs associated with the preparation and submission of a Bid shall be borne by the Bidder.
BIDDER EXCEPTIONS
All exceptions taken to this IFB, and associated specifications shall be specifically and clearly identified on Exceptions, Clarifications and Amendments form. Failure to comply with this provision may deem the Bid as non-responsive. Please review the Sample Agreement and make note on the Exceptions, Clarifications, and Amendments form for any changes. Exceptions taken shall not affect the overall performance and quality of equipment, materials and/or provision of Services required by the City. The Purchasing Manager or designated agent shall make the final decision regarding the acceptability of equipment, materials and/or provision of Services with exceptions.
CITY ACCEPTANCE/REJECTION OF IRREGULAR BIDS
An agreement shall be awarded to the Bidder whose Bid most closely satisfies the needs of the City and is deemed the most advantageous to the City. The City reserves the right to reject any or all Bids or to waive any informalities or minor irregularities in a Bid.
COMPLETE BID DOCUMENT
The following City of Modesto forms provided with this IFB constitute the makeup of a complete Bid document and shall be signed wherever indicated and be submitted to the City as required by this IFB.
Failure to furnish any of these documents or information required within such documents may result in disqualification of Proposer.
Pricing Schedule
Bidder Exceptions, Clarifications, Amendments (if applicable) Bidder Customer References
Financial Interest Disclosure
Support of Local Vendors (if applicable)
Bidder Company History Statement
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8 Bidder Warranty Statements
Bidder Experience and Certifications
Subcontractor List (if applicable)
California Levine Act Disclosure
Prevailing Wage Form
COMPLIANCE/NON-COMPLIANCE
If Bidder cannot comply with a specification requirement in this IFB, note on the Exception, Clarifications, Amendments form of the specification paragraph, your exception, and your recommendation. The Purchasing Manager will evaluate your recommendation. If after evaluation it is determined that the Bidder is not in compliance with the specification, the Bid may be rejected.
PROPOSED PRICING FORMAT
The cost of labor, equipment, fuel, licenses, bonds, permits, and insurance necessary to perform the required provision of Services shall be included in Bid pricing, along with Bidder’s profit margin and any other cost factors.
Unless otherwise stated, the Bidder agrees that, in the event of a price decline, the benefit of such lower pricing shall be extended to the City.
The City of Modesto shall not pay mileage charges or travel time from the Contractor’s place of business to the job site, or from site to site, or for the Contractor’s travel time to pick up materials. Bidder shall use the pricing schedule provided in this IFB to present Bid pricing. No other form or format shall be accepted. Bid must be submitted on the Pricing Schedule provided. No alterations may be made to the pricing schedule. Any exceptions, amendments or adjustments should be noted on the Exception, Clarification, Amendments Form.
AWARD OF BID
The City may award one or more agreements to one or more Bidder in order to provide for backup, or in case the “primary” contractor is unable to meet the City’s needs. The City reserves the right to decline to award any agreement if it is determined that the proposed pricing is not competitively priced based on similar agreements with public agencies within the State of California or if the bids received fail to meet the City’s requirements. Upon notification of the Intent to Award, Contractor must provide their Business License (if applicable), W-9 and Insurance Requirements (if applicable) within ten (10) business days. For Contractors who currently do not have a Business License with the City of Modesto, please submit your business application and pay the applicable fees using the link provided. https://modestogov.com/2379/BusinessLicense-Applications-and-Agreem. Submit your signed W-9 using the City’s Vendor Registration #1..
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9 Form. This link will be provided to the vendor(s) named in the Intent to Award letter. Additionally, all insurance requirements should be submitted through the City’s PINS insurance portal. An email will be generated through the PINS system ([email protected]) with instructions on uploading insurance documents into the portal.
The City reserves the right to select that Bid, which best suits the City’s needs. In addition to price, consideration will be given to the quality and performance of the service to be purchased, and the criteria listed in Modesto Municipal Code Section 8-3.203(f). Regardless of City staff’s recommendation, the City Council reserves the right to award an agreement to the Bidder that best suits the City’s needs as determined by the City Council whether or not said award is consistent with City staff’s recommendation for award.
SUPPORT OF LOCAL VENDORS
Should the Bidder that submits the lowest responsive Bid or and would otherwise normally qualify to receive the Bid pursuant to Sections 8-3.203 and 8-3.204 of the Modesto Municipal Code (MMC) not be a local business as defined herein, the lowest Bid or quote submitted by a local business that is within 5% of the lowest Bid, whether or not that Bidder is the second lowest Bidder, may be deemed to be the lowest Bidder if the local Bidder agrees to reduce its Bid to match the Bid or quote of the lowest Bidder in writing within five business days after notification by City Purchasing staff, provided that said local Bidder is deemed to be a responsible Bidder as determined by the Purchasing Manager. To qualify as a local Bidder, the Bidder must have a physical business location within the City of Modesto and a current City of Modesto business license.
INDEMNITY
The successful Bidder (the “Contractor”) will be required to hold the City, its agents, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgements or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of the Contractor, its agents, officers, employees, and volunteers relating to or during the performance of its obligations under this Bid, except for claims arising from the willful or active negligence of the City. Contractor’s obligation to defend, indemnify, and hold the city, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement for Contractor to procure and maintain a policy of insurance. With reference to the foregoing, the parties agree that all risk of loss, including but not limited to damages, property losses and defense of third-party suits, arising out of or relation to the operation of Cityowned vehicles by Contractor’s employees will be apportioned to Contractor in accordance with the provisions contained in indemnity.
PREVAILING WAGE
Bidder’s workers must be paid no less than the prevailing wage rate as published by the State of California Department of Industrial Relations (DIR), and the successful Bidder shall maintain certified payroll. For additional information regarding Prevailing Wages, please contact the DIR at www.DIR.CA.gov or call its Labor Research and Statistics Unit, Prevailing Wage Unit at 415/703-4774. The City standards available at the following web address shall also apply to the performance of the Bid: City Standards Website:
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10 BIDDER REPRESENTATION
Bidder represents that:
Bidder has had an opportunity to examine and has examined any and all of the documents, including specifications, any resultant contract and supporting data, and that it has, from the information contained in such documents, specifications, and data, fully acquainted itself with all conditions relevant to the work.
Bidder has made all reasonable investigations essential to a full understanding of the difficulties which may be encountered in performing the work.
Bidder will complete the proposed provision of Services for the compensation stated in any resultant agreement.
Bidder assumes full and complete responsibility for all conditions relevant to the proposed provision of Services and all risks in connection therewith.
Bidder represents that it is fully qualified to perform the proposed provision of Services in accordance with the terms of any resultant agreement within the time specified therein.
BID PROTEST AND APPEAL PROCEDURES
Bidders wishing to protest or appeal a contract award decision by the City of Modesto must follow the procedures provided in this section. Protests or appeals which are not submitted in accordance with these procedures will not be reviewed.
Definitions
For the purposes of these procedures: "Days" means working days in which City Hall is open for business, excluding holidays and weekends.
"Bid" includes the term "offer" or "proposal" as used in the context of formal, informal, or negotiated procurements.
"Announced Decision" includes the term “Notice of Intent to Award Letter”. Once the City has issued an Announced Decision, the date noted will begin the time that a Bidder may lodge a protest.
Protest Procedures
Only a Bidder who has actually submitted a Bid is eligible to submit a protest against the City’s Announced Decision.
Subcontractors are not eligible to submit bid protests. A Bidder may not rely on the bid protest submitted by another bidder but must timely pursue its own protest.
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11 A written protest to an Announced Decision must be made to the City of Modesto's Director of Finance no later than ten days after the date of the Announced Decision. The protest shall be delivered or sent by registered mail and received by the City by the deadline, or protest will be automatically rejected. Protestors who choose to be represented by legal counsel are responsible for the associated expenses.
The protest shall be accompanied by a certified cashier's check in the amount of $300.00, (except for protests of Federally Funded agreements), made payable to the Clerk of the City of Modesto. Protests filed without the requisite fee will be rejected without any additional review. The protest filed with the Director of Finance shall:
a. Include the name, address, email address and business telephone number of the protestor; b. Identify the protest by name, Invitation for Bid (IFB) or Request for Proposal (RFP) number, and IFB/RFP date;
c. The bid protest must contain a complete statement of the basis for the protest and all supporting documentation. The protest must refer to the specific portion or portions of the Contract Documents upon which the protest is based;
d. Include all supporting documentation, if any. Documentation submitted after filing deadline will not be reviewed.
Bid Protests: A Bidder shall follow, in order, the following steps:
a. Protest to Director of Finance: Upon receipt of a complete and timely protest, the Director of Finance shall review all the submitted materials and shall create and retain a written record of the review. The Director of Finance shall respond at least generally to each material issue raised in the protest not later than ten days after receipt of the protest. Notice of the Director of Finance's decision may be given by letter mailed through U.S. Postal Service.
All protests to the Director of Finance shall either be delivered to:
City Clerk’s Office
Attn: Director of Finance
1010 Tenth St. Suite 6600
Modesto CA 95354
Or mailed to:
City Clerk’s Office
Attn: Director of Finance
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12 PO Box 642
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b. Appeal to Deputy City Manager: At the protestor’s discretion, the decision of the Director of Finance may be appealed in writing to the City of Modesto's Deputy City Manager(s) no later than ten days after the date of the Director of Finance’s Decision. The scope of the appeal shall be limited by the issues raised in the initial protest to the Director of Finance. The Deputy City Manager shall not be permitted to review any newly raised issues. The Deputy City Manager shall review the appeal, accompanying supporting documents, if any and the written records of the protest review by the Director of Finance. A written record of the Deputy City Manager's review shall be created and maintained. The Deputy City Manager shall give notice of their decision to the protestor within ten days after receipt of appeal.
Further protest appeals shall either be delivered to:
City Clerk’s Office
Attn: Deputy City Manager
1010 Tenth St. Suite 6600
Modesto CA 95354
Or mailed to:
City Clerk’s Office
Attn: Deputy City Manager
PO Box 642
Modesto CA 95353
c. Appeal to City Council: Any protestor seeking to appeal to the decision of the Deputy City Manager may appeal in writing to the City Council by filing with the City Clerk a written notice of such appeal not later than ten days after the date of the Deputy City Manager's decision. The City Clerk will calendar the protest for Council hearing and give notice of the time and place of the hearing as provided in Modesto Municipal Code Sections 1-4.01 through 1-4.05. The City Council’s decision on the appeal shall be final.
All protest appeals to the City Council shall either be delivered to:
City Clerk’s Office
Attn: City Council
1010 Tenth St. Suite 6600
Modesto CA 95354
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13 Or mailed to:
City Clerk’s Office
Attn: City Council
PO Box 642
Modesto CA 95353
d. Optional Alternative Process for Protests of Procurement Actions Exceeding $250,000: A Bidder protesting procurements exceeding $250,000 shall comply with the procedures contained herein, except that in lieu of appeal to the Deputy City Manager a protestor may request that the protest be heard and decided at an administrative hearing.
A written request for administrative hearing shall be accompanied by a certified or cashier's check in the amount of $1,500, (except for protests of Federally Funded projects); The request for hearing shall include the specific grounds of the appeal.
The City of Modesto shall select and engage an impartial and qualified person to act as hearing officer in the pending protest. The protestor shall have the right to twice reject the selected hearing officer, provided that the City is notified of such rejection within three days of notice to protestor of the name of the hearing officer.
The protest shall be heard not later than twenty days after receipt of protestor's request for hearing and the selection of a hearing officer. Protests not made in a timely manner shall be deemed withdrawn, unless the City and the protestor mutually agree otherwise in writing. The protestor’s failure to accept a hearing officer after the third attempt by City staff to identify an impartial hearing officer shall be deemed a withdrawal of the protest.
The costs of the hearing officer and expenses of the protest shall be borne by the protestor. The sums deposited with the request for hearing shall be credited to the costs of the hearing officer and other hearing expenses.
e. Mandatory Alternative Process for Protests of Procurements Obtained with Federal Funds: If the protested procurement involves federal funds, the Deputy City Manager, City Council, or hearing officer shall give notice, accompanying their respective decisions, to the protestor that he or she has the right to appeal to the appropriate federal agency, for which an agency name, contact (where available) and address shall be provided by City staff. Such an appeal shall be filed with the appropriate agency within seven business days of the dispatch or rejection notices to the protestor. Federal agencies may entertain protests alleging that the City has failed to adopt written protest procedures or has failed to follow such procedures. The City Council is the highest authority of the City of Modesto, and its decisions are final. A disappointed Bidder for a #1..
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14 contract involving expenditures of Federal funds shall have the right to appeal the City Council decision directly to the federal agency as described herein. #1..
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15 PRICING SCHEDULE
All labor, materials, equipment, tools, fuel, licenses, bonds, insurance and other expenses necessary for Bidder to perform the required services shall be included in Bid pricing. Bid must be submitted on the below Pricing Schedule provided. No alterations should be made to the pricing schedule. Any exceptions, amendments or adjustments should be noted on the Bidder Exceptions, Clarifications, Amendments Form.
ESTIMATED ANNUAL QTY x UNIT PRICE= EXTENDED PRICE
**In case of discrepancy between a unit price and an extended price, the unit price will be presumed to be correct, subject, however, to correction to the same extent and in the same manner.** The payment of Prevailing Wages is required for this project. *Direct Labor Rate cannot be less than the minimum state prevailing wage. **Provide a copy of the current Fringe Benefit Statement. During the term of the agreement, ensure the City has a copy of the current, applicable statement on file.
Line Item Description Estimated
Quantity
Unit of
Measure
Unit Cost Total
1 Hourly Rate Tree Trimming Person,
Climber
300 HOUR
2 Hourly Rate Tree Trimming,
Ground Person
300 HOUR
3 Hourly Rate General 600 HOUR
4 Hourly Rate Herbicide/Pesticide
Application
10 HOUR
5 Hourly Rate Equipment Operator 100 HOUR
6 Hourly Rate Wood Chipping 80 HOUR
7 Hourly Rate Off-Haul Disposal 200 HOUR
8 Hourly Rate Brush Grinding (height
< 72”)
16 HOUR
9 Hourly Rate Brush Grinding (height
> 72”)
16 HOUR
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16 Line Item Description Estimated
Quantity
Unit of
Measure
Unit Cost Total
10 Chain Link Fencing Temporary
Tree Protection Installed
200 LF
11 Snow Fencing with T-Stakes
Temporary Tree Protection Installed
200 LF
12 Field Mowing (>1 acres per
occurrence)
5 ACRE
13 Field Discing (>1 acres per
occurrence)
5 ACRE
14 Green Waste 30-Yard Bin, w/OffHaul Disposal6 EA
15 Arborist Evaluation (1) Single Tree 3 EA
16 Arborist Evaluation (5-9) Total
Trees
5 EA
17 Arborist Evaluation (10-19) Total
Trees
10 EA
18 Arborist Evaluation (20+) Total
Trees
20 EA
19 Emergency Response Service -
Fixed Rate
3 EA
TOTAL
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17 BID SUBMITTAL
Bidder’s submission should include all City of Modesto forms as provided. If any form is not applicable, Bidder should write or type “Not Applicable” on it but still include the form in your submission. Before submitting the forms, make sure to review the forms to avoid submitting duplicate forms.
ACKNOWLEDGEMENTS
IFB ACKNOWLEDGEMENT*
The Bidder submitting acknowledges receipt of the referenced IFB and/or Addenda and offers and agrees to provide the articles and/or services specified on behalf of the Bidder indicated in Bidder’s Bid Forms provided by the City, attached hereto and made a part hereof, this includes any forms for the pricing proposed on the Pricing Schedule.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
PREPARATION OF BIDS*
Bidder acknowledges that they have quoted price as specified in Bid. No alterations or changes of any kind shall be permitted to the Pricing Schedule as provided. Responses that do not comply shall be subject to rejection in total.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
TAXES AND FREIGHT CHARGES*
Bidder acknowledges that:
A. Unless otherwise required and specified in the IFB, the prices quoted herein do not include Sales, Use or other taxes.
B. No charge for delivery, drayage, express, parcel post packing, cartage, insurance, license fees, permits, costs of bonds, or for any other purpose, except taxes legally payable by City, will be paid by the City unless expressly included and itemized in the Bid.
C. Amount paid for transportation of property to the City is exempt from Federal Transportation Tax. An exemption certificate is not required where the shipping paper shows the consignee as one (1) of the City; as such papers may be accepted by the carrier as proof of the exempt character of the shipment.
D. Articles sold to the City are exempt from certain Federal excise taxes. The City will furnish an exemption certificate.
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18 By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
AWARD*
Bidder Acknowledges that:
A. Unless otherwise specified by the Bidder or the IFB gives notice of an all-or-none award, the City may accept any item or group of items of any Bid.
B. Bids are subject to acceptance by the City at any time within 45 days of opening, unless otherwise specified in the IFB. A Bidder shall not change its bid if accepted within such time.
C. A valid, agreement based on the sample agreement attached to the IFB and the submitted bid shall be provided, or otherwise furnished, to the successful Bidder within the time for acceptance specified, and such agreement shall be a binding agreement without further action by either party. The agreement shall be interpreted, construed and given effect in all respects according to the laws of the State of California.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
PATENT INDEMNITY*
Bidder Acknowledges:
Bidders who do business with the City shall hold the City, its officers, agents and employees, harmless from liability of any nature or kind, including cost and expenses, for infringement or use of any patent, copyright or other proprietary right, secret process, patented or un-patented invention, article or appliance furnished or used in connection with the contract or purchase order.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
SAMPLES*
Bidder Acknowledges:
Samples of items, when required, shall be furnished free of expense to the City and if not destroyed by test may upon request (made when the sample is furnished), be returned at the Bidder’s expense.
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19 ☐ Please confirm
*Response required
RIGHTS AND REMEDIES OF CITY FOR DEFAULT*
Bidder Acknowledges:
A. In the event any item furnished by the Bidder in the performance of the contract or purchase order should fail to conform to the specifications therefore or to the sample submitted by the Bidder with its Bid, the City may reject the same, and it shall thereupon become the duty of the Bidder to reclaim and remove the same forthwith, without expense to the City, and immediately to replace all such rejected items with others conforming to such specifications or samples; provided that should the Bidder fail, neglect or refuse to do so, the City shall thereupon have the right to purchase in the open market, in lieu thereof, a corresponding quantity of any such items. City may deduct from any moneys due or that may there after come due to Bidder, or send an invoice to the Bidder which shall be paid within thirty (30) days, the difference between the prices named in the contract or purchase order and the actual cost thereof to the City. In the event that the Bidder fails to make prompt delivery as specified for any item, the same conditions as to the rights of the City to purchase in the open market and to reimbursement set forth above shall apply, except when delivery is delayed by fire, strike, freight embargo, or Act of God or the government.
B. Cost of inspection or deliveries or offers for delivery, which do not meet specifications, will be borne by the Bidder.
C. The rights and remedies of the City provided above shall not be exclusive and are in addition to any other rights and remedies provided by law or under the contract.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
PAYMENT TERMS AND METHODS*
BIDDER IS ABLE TO CHOOSE FROM EITHER OF THE FOLLOWING PAYMENT METHODS AND ASSOCIATED TIMINGS:
Option A (Preferred): City of Modesto ePay Payment:
This secure payment methodology is preferred by an increasing number of the City’s suppliers. On Net 30 day timing, you will receive a single-use Master Card number with a detailed remittance for each payment. You will process the payment through your POS/Card terminal. The payment remittance will be sent from [email protected] via email and will contain the following information:
16-digit credit card number
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20 Expiration date
Security code
Total dollar amount of invoices to be paid
Invoices reference numbers and corresponding amounts
ePay results in small percentage rebate of 1.0% to the City through the card issuer. That rebate amount will be considered by the City in its evaluation of Bidder’s pricing proposal hereunder. Information about enrolling in MasterCard ePay program can be obtained from the City’s contact listed on the Cover Page of this IFB.
Option B – Manual Check:
On Net 45 Day timing, the City will mail a hardcopy check to Bidder. The payment will be deemed to have been made when the check envelope is mailed via US Postal Service First Class Mail. The timing of the mailing will be at the end of the Net 45 Day period. Additional time should be estimated by the Bidder for the check to be in transit, and to await deposit and clearance by Bidder staff. ☐ Option A - ePay (Preferred)
☐ Option B - Manual Check
*Response required
DID YOU CHOOSE THE PAYMENT TERM - OPTION A - EPAY?*
☐ Yes
☐ No
*Response required
When equals "Yes"
PLEASE ENTER THE PREFERRED EMAIL ADDRESS TO SET UP EPAY.* *Response required
CALIFORNIA GOVERNMENT CODE SECTION 4552*
Bidder Acknowledges:
In submitting a Bid to the City, the Bidder offers and agrees that if the Bid is accepted, it will assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2, commencing with Section 16700, of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of Services, materials, or services by the Bidder for sale to the purchasing body pursuant to the Bid. Such assignment shall be made and become effective at the time the purchasing body tender’s final payment to the Bidder.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
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21 *Response required
NO GUARANTEE OR WARRANTY*
Bidder Acknowledges that:
The City makes no guarantee or warranty as to the condition, completeness or safety of any material or equipment that may be traded under a contract or purchase order resulting from this Bid.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
MINOR IRREGULARITIES*
Bidder Acknowledges that:
The City reserves the right, in its sole discretion, to waive any informalities or minor irregularities in a Bid.
By checking the "please confirm" box below, you acknowledge the above statement. ☐ Please confirm
*Response required
BIDDER COMPANY INFORMATION
BIDDER COMPANY FULL LEGAL NAME*
Please provide the full legal name of the Bidder Company on this bid submittal. It may already be provided elsewhere, but please provide here to confirm.
*Response required
BIDDER COMPANY MARKETPLACE (OR DBA) NAME*
Please provide the Company Marketplace Name or DBA (if applicable). It may already be provided elsewhere, but please provide here to confirm.
NOTE: If the company is not operating under an additional name or a dba, then you may state "N/A" here.
*Response required
TYPE OF LEGAL ENTITY*
Is the Bidder Company a Corporation, Limited Liability Company, Partnership, or Sole Proprietorship? If the Bidder Company is something other than one of the above options, please answer "No" here and you will be asked to provide more information after this question. #1..
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22 ☐ Yes
☐ No
*Response required
When equals "Yes"
TYPE OF LEGAL ENTITY - SELECT*
Please select which of the following legal entity options under which the Bidder Company operates. ☐ Corporation
☐ Limited Liability Company
☐ Partnership
☐ Sole Proprietorship
*Response required
When equals "Yes"
LEGAL ENTITY STATE OF REGISTRATION*
In which State is the Bidder Company registered?
*Response required
When equals "No"
TYPE OF LEGAL ENTITY - OTHER*
You have indicated that the Bidder Company does not operate as a Corporation, a Limited Liability Company, a Partnership, or as a Sole Proprietorship. Please explain and be sure to note which State the Bidder Company is registered/established.
*Response required
BIDDER COMPANY HEADQUARTERS ADDRESS*
Please provide the full street address for the headquarters of the Bidder Company. Be sure to include the following:
Full Street Address
City
State
Country
Postal Code
*Response required
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23 BIDDER COMPANY WEBSITE ADDRESS*
Please provide the full company website address for the Bidder Company. *Response required
CONTACT PERSON DETAILS*
Please provide the following information for the Contact person for this bid:
Name
Title
Phone (Office)
Phone (Mobile)
Mailing Address (Street Address, City, State, Postal Code) Fax Number
Email
*Response required
FEDERAL TAXPAYER IDENTIFICATION NUMBER (TIN)*
Please provide the Bidder Company's Federal Taxpayer Identification Number here. *Response required
DUNS & BRADSTREET (DUNS) NUMBER
Please provide the Bidder Company's Duns & Bradstreet (DUNS) Number here.
BIDDER OFFICER NAMES AND TITLES*
Please provide the Names and Titles of the Top Three Bidder Officers in the following manner:
Full Name, Full Title
Full Name, Full Title
Full Name, Full Title
*Response required
YEARS IN BUSINESS*
For how long has the Bidder Company been in business? Please indicate in number of years. *Response required
CLOSEST BIDDER OFFICE*
Please provide the address for the Bidder Office closest to the City of Modesto. Please be sure to provide:
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24 Full Street Address
City
State
Country
Postal Code
*Response required
CITY OF MODESTO BUSINESS LICENSE*
Does the Bidder Company currently possess a valid City of Modesto Business License? NOTE: An answer of "No", does not exclude the bid from potential award as it is not required until the contract begins.
☐ Yes
☐ No
*Response required
When equals "Yes"
CITY OF MODESTO BUSINESS LICENSE NUMBER*
You have indicated that the Bidder Company already possesses a City of Modesto Business License, please provide the business license number here.
*Response required
STATE OF CALIFORNIA CONTRACTOR LICENSE NUMBER*
Please provide your State of California Contractor License Number (if available). *Response required
CONTRACTOR LICENSE EXPIRATION DATE*
Please enter the current expiration date of your State of California Contractor's License (if available). *Response required
DIR REGISTRATION NUMBER*
Please provide your State of California Department of Industrial Relations (DIR) Registration Number (if available).
*Response required
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25 DIR REGISTRATION EXPIRATION DATE*
Please enter the current expiration date of your Department of Industrial Relations (DIR) Registration Number.
*Response required
CITY FORMS
BIDDER EXCEPTIONS, CLARIFICATIONS, AMENDMENTS*
Does the Bidder have any exceptions, clarifications, or amendments to this IFB, sample agreement, or its associated specifications?
☐ Yes
☐ No
*Response required
When equals "Yes"
BIDDER EXCEPTIONS, CLARIFICATIONS, AMENDMENTS*
Please download the below documents, complete, and upload. Bidder_Exceptions,_Clarific...
*Response required
BIDDER CUSTOMER REFERENCES*
Please download the below documents, complete, and upload. Bidder_Customer_References.pdf
*Response required
FINANCIAL INTEREST DISCLOSURE*
Please download the below documents, complete, and upload. Financial_Interest_Disclosu...
*Response required
LOCAL VENDOR?*
Is the Bidder a local vendor as defined by the following requirement? To qualify as a local Bidder, the Bidder must have a physical business location within the City of Modesto and a current City of Modesto business license.
☐ Yes
☐ No
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
26 *Response required
When equals "Yes"
SUPPORT OF LOCAL VENDORS*
Please download the below documents, complete, and upload. Support_of_Local_Vendors.pdf
*Response required
BIDDER COMPANY HISTORY STATEMENT*
Please download the below documents, complete, and upload. Bidder_Company_History_Stat...
*Response required
BIDDER WARRANTY STATEMENTS*
Please download the below documents, complete, and upload. Bidder_Warranty_Statements.pdf
*Response required
BIDDER EXPERIENCE AND CERTIFICATIONS*
Please download the below documents, complete, and upload. Bidder_Experience_and_Certi...
*Response required
SUBCONTRACTORS?*
Will the Bidder be using subcontractors for any purpose to perform services noted in this IFB? ☐ Yes
☐ No
*Response required
When equals "Yes"
SUBCONTRACTOR LIST*
Please download the below documents, complete, and upload. Subcontractor_List_IFB.pdf
*Response required
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
27 CALIFORNIA LEVINE ACT DISCLOSURE*
Please download the below documents, complete, and upload. Modesto_Levine_Act_Statemen...
*Response required
PREVAILING WAGE LABOR CRAFT AND LABOR RATE*
Please download the below documents, complete, and upload. Prevailing_Wage_Form.doc
*Response required
ADDITIONAL BID INFORMATION
ADDITIONAL INFORMATION (IF NEEDED)
For any additional information requested or required by any of your previously provided answers or as stated within this IFB please upload the additional documentation here.
SUBMITTAL CONFIRMATION*
Bidder hereby certifies that all information provided within this submittal is accurate to the best of their knowledge and acknowledges that they have provided proof of their authority to submit a proposal on behalf of the stated Company Name committing them to the information contained within said submittal.
By checking the "please confirm" box below, you certify the above statement. ☐ Please confirm
*Response required
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
28 TECHNICAL SPECIFICATIONS AND REQUIREMENTS
SCOPE OF WORK
All labor, materials, tools, equipment, vehicles, fuel and insurance necessary to perform the required work shall be included in bid pricing.
For this On-Call Vegetation Management Services Contract, there is no minimum expenditure requirement.
However, the maximum expenditure of City funds for Vegetation Management Services paid through this Contract shall not exceed $250,000.00 annually.
BID LINE ITEMS:
1. Hourly Rate Tree Trimming Person, Climber: A laborer trained and skilled in tree trimming work. A person whom primarily works from an elevated position such as a bucket-lift, or a tree climber, commonly with use of small power tools such as a chainsaws. Rate shall include all equipment and fuel used to conduct work. Full compensation for price to be paid for labor hours worked.
2. Hourly Rate Tree Trimming, Ground Person: A laborer trained and skilled in tree trimming work. A person whom primarily works from a non-elevated position, at ground level, commonly with use of hand tool or small power tools such as pruners or a chainsaws. Rate shall include all equipment and fuel used to conduct work. Full compensation for price to be paid for labor hours worked.
3. Hourly Rate General: A laborer whom works on general tasks such as, clean-up, or driving. Rate shall include all equipment and fuel used to conduct work, including vehicles and driving. Full compensation for price to be paid for labor hours worked.
4. Hourly Rate Herbicide/Pesticide Application: A laborer trained and skilled in the application of herbicide and/or pesticide, including all equipment, fuel, vehicles, herbicide/pesticide materials and certifications required for the application of herbicide/pesticide. Full compensation for price to be paid for labor hours worked.
5. Hourly Rate Equipment Operator: A person whom is trained and skilled in driving light duty or heavy machinery such as a skid-steer, front loader, backhoe, stump grinder, crane or other. Full compensation for price to be paid for labor hours worked. Hourly Rate does not include equipment cost. See specification section 2.01.
6. Hourly Rate Wood Chipping: The Contractor to complete chipping of woody green waste materials which are stockpiled in place on-site for future use as chipped mulch material. Chipped material not to exceed 6” length. Full compensation for price to be paid for labor hours worked and shall include labor from a trained and experienced person in wood chipping, equipment and fuel.
7. Hourly Rate Off-Haul Disposal: The Contractor to complete loading and haul-off of woody green waste materials which are designated to be removed and legally disposed of off-site. Full compensation for price to be paid for labor hours worked and shall include labor, equipment and fuel. This does not include disposal dump fees. See specifications section 3.04 for disposal dump fees.
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
29 8. Hourly Rate Brush Grinding (height < 72”): The Contractor to grind down shrubbery, and sapling trees (less than 2” DBH) to within 2” of finish grade. Line item applicable to areas where brush is less than 72” in height. Removal of roots is not required. Full compensation for price to be paid per hour of labor worked brush grinding and shall include equipment and fuel. Rate is in lieu of an equipment operator.
9. Hourly Rate Brush Grinding (height > 72”): The Contractor to grind down shrubbery, and sapling trees (less than 2” DBH) to within 2” of finish grade. Line item applicable to areas where brush is greater than 72” in height. Removal of roots is not required. Full compensation for price to be paid per hour of labor worked brush grinding and shall include equipment and fuel. Rate is in lieu of an equipment operator.
10. Chain Link Fencing Temporary Tree Protection Installed: Contractor to install rigid 6’chain link temporary tree protection fencing installed to protect vegetation outside of the scope of work or to protect endangered species from damage resulting in the trimming or removal of trees or other unwanted vegetation. Contractor to install 8.5” x 11” laminated/waterproof signage at minimum every 8’ linear feet. Signage to state, “Vegetation Protect Area, Please Keep Out”. Temporary chain link fencing to be removed immediately once work is complete. Full compensation for price to be paid per linear foot of fencing installed at the work site.
11. Snow Fencing with T-Stakes Temporary Tree Protection Installed: Contractor to install 4’ orange snow tree protection fencing to be installed to protect vegetation outside of the scope of work or to protect endangered species from damage resulting in the trimming or removal of trees or other unwanted vegetation. Snow fencing to be staked in place with 6’ metal t-stakes place at least every 10’. Contractor to install 8.5” x 11” laminated/waterproof signage at minimum every 8’ linear feet. Signage to state, “Vegetation Protect Area, Please Keep Out”. Temporary orange snow fencing to be removed immediately once tree trimming or removal work is completed. Full compensation for price to be paid per linear foot of fencing installed at the work site.
12. Field Mowing (>1 acres per occurrence): The Contractor, with use of mechanical equipment, to weed-eat and/or mow down grassland to within 3” of finish grade. The Contractor shall take care to protect all native trees and shrubs from damage. On each occurrence total area to be field mowed shall be greater than 1 acres. Full compensation for price to be paid for acre of area mowed and shall include labor, equipment and fuel.
13. Field Discing (>1 acres per occurrence): The Contractor, with use of mechanical equipment, to disc grassland areas per City instruction to create fire breaks and/or till soil to overall reduce fire risk. The Contractor shall take care to protect all native trees and shrubs from damage. On each occurrence total area to be field disced shall be greater than 1 acres. Full compensation for price to be paid for acre of area disced and shall include labor, equipment and fuel.
14. Green Waste 30-Yard Bin, w/Off-Haul Disposal: The Contractor to delivery an empty 30-yard green waste bin for use to fill with green waste materials of various sizes and density. Following use, the Contractor to include removal and legal disposal of, off-site, of green waste materials. Full compensation for price to be paid for each green waste bin and shall include labor, equipment and fuel. This does not include disposal dump fees. See specifications section 3.04 for disposal dump fees.
15. Arborist Evaluation (1) Single Tree: The Contractor to complete a written professional arborist evaluation report providing at minimum a tree’s current health status, recommendations for any actions which should be taken to improve a trees health, including any necessary trimming to improve safety, estimated number of healthy years likely remaining in the tree’s life and if the tree could jeopardize any capital investments such as playgrounds, buildings, sidewalks, roads, fencing, lighting, personal property or other installed City infrastructure. Full compensation for price to be paid for each tree evaluated and shall include labor, equipment, materials and fuel used to conduct work. #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
30 16. Arborist Evaluation (5-9) Total Trees: The Contractor to complete a written professional arborist evaluation report providing at minimum a tree’s current health status, recommendations for any actions which should be taken to improve a trees health, including any necessary trimming to improve safety, estimated number of healthy years likely remaining in the tree’s life and if the tree could jeopardize any capital investments such as playgrounds, buildings, sidewalks, roads, fencing, lighting, personal property or other installed City infrastructure. Full compensation for price to be paid for each tree evaluated and shall include labor, equipment, materials and fuel used to conduct work. Trees to be within a 3-mile radius of each other and to be evaluated the same request.
17. Arborist Evaluation (10-19) Total Trees: The Contractor to complete a written professional arborist evaluation report providing at minimum a tree’s current health status, recommendations for any actions which should be taken to improve a trees health, including any necessary trimming to improve safety, estimated number of healthy years likely remaining in the tree’s life and if the tree could jeopardize any capital investments such as playgrounds, buildings, sidewalks, roads, fencing, lighting, personal property or other installed City infrastructure. Full compensation for price to be paid for each tree evaluated and shall include labor, equipment, materials and fuel used to conduct work. Trees to be within a 3-mile radius of each other and to be evaluated the same request.
18. Arborist Evaluation (20+) Total Trees: The Contractor to complete a written professional arborist evaluation report providing at minimum a tree’s current health status, recommendations for any actions which should be taken to improve a trees health, including any necessary trimming to improve safety, estimated number of healthy years likely remaining in the tree’s life and if the tree could jeopardize any capital investments such as playgrounds, buildings, sidewalks, roads, fencing, lighting, personal property or other installed City infrastructure. Full compensation for price to be paid for each tree evaluated and shall include labor, equipment, materials and fuel used to conduct work. Trees to be within a 3-mile radius of each other and to be evaluated the same request.
19. Emergency Response Service – Fixed Rate: Upon the City’s written request for Emergency Response Service, the Contractor shall begin Emergency Response Service work within (24) hours of written request provided by the City. The Contractor shall promptly remedy any immediate safety hazards or concerns presented to the Contractor by the City. Full compensation to be paid for each occurrence of Emergency Response Service work. The fixed rate shall be paid in addition to the unit price paid on Bid Line Items #1- #18.
SPECIFICATIONS
Specifications for this IFB are in the attachment Exhibit A.
REQUIRED LICENSES
Contractor shall have at minimum an active Contractor's License with Classification C-49 or C-27. Prior to beginning any service that shall be furnished under this specification, the Bidder shall secure the appropriate Business/Delivery license from the City of Modesto. Business/Delivery license information may be obtained by calling (209) 577-5389 or emailing [email protected]. The successful Bidder shall maintain a City of Modesto business license for the duration of the agreement.
TERM OF AGREEMENT
The term of the agreement shall be for a period of two-years with three (3) one-year extension options at the sole discretion of City, for a total of up to five (5) years. #1..
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31 A. Pricing shall remain firm for the first two years of any agreement which may be awarded pursuant to this IFB.
B. Price increases for subsequent agreement years three, four, and five, shall not exceed the Consumer Price Index (CPI) for West Urban Area in any one agreement year, and shall be negotiated through the Purchasing Division. Requests for price increases shall be submitted by Contractor(s) in writing, ninety (90) days prior to the annual anniversary date of the agreement to be effective for the subsequent year.
C. Price adjustments for diesel fuel fluctuations may be considered. Thirty (30) day written notice is required for consideration. Any price adjustment shall be negotiated through the Purchasing Division and approved at the sole discretion of the CITY.
The index used to determine price adjustments on diesel fuel shall come from the Energy Information Administration Website: HTTPS://WWW.EIA.GOV/PETROLEUM/GASDIESEL/, California data. #1..
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ON-CALL VEGETATION MANAGEMENT SERVICES
32 SAMPLE ANNUAL AGREEMENT - SERVICES
This agreement, hereinafter called AGREEMENT, made and entered into in the City of Modesto, State of California, this _______ day of ________________, 2026, by and between the City of Modesto, a municipal corporation of the State of California, hereinafter called CITY, and _____, a _______, hereinafter called CONTRACTOR.
W I T N E S E T H:
WHEREAS, the Modesto City Council adopted Resolution No. 2026-______ authorizing the Award of Bid and agreement for the ON-CALL VEGETATION MANAGEMENT SERVICES to CONTRACTOR, attached hereto as Exhibit “A” and made a part hereof, and
WHEREAS, the CONTRACTOR provided a responsive and responsible submittal that best meets the CITY needs, attached hereto as Exhibit “B” and made a part hereof, and WHEREAS, the CITY and CONTRACTOR shall enter into an agreement for the ON-CALL VEGETATION MANAGEMENT SERVICES as described in IFB-00088, attached hereto as Exhibit “A” and made a part hereof (hereinafter called IFB).
NOW, THEREFORE, the parties hereto mutually agree as follows:
1. THE WORK
a. CONTRACTOR shall furnish all labor, materials, equipment, fuel, tools, licenses, and insurance necessary to perform and complete the required work as specified in Exhibit “B”, and in strict accordance with the conditions of the complete AGREEMENT. b. CONTRACTOR shall do and perform the work contemplated hereby in a good workmanlike manner under the direction of and to the satisfaction of the CITY Representative. c. CONTRACTOR shall maintain proper insurance with the CITY for the duration of the AGREEMENT.
d. CONTRACTOR shall maintain a CITY business license for the duration of the AGREEMENT. e. CONTRACTOR shall furnish said services at the following AGREEMENT rates for an estimated annual amount $______. The total amount paid by CITY to CONTRACTOR over the full term of the AGREEMENT shall not exceed $_____. Unless the services provided are for a lump sum or flat fee, fees for work performed by CONTRACTOR on an hourly basis shall not exceed the amounts shown on Bid attached hereto as Exhibit A.
2. PREVAILING WAGES
In accordance with California Labor Code Section 1771, CONTRACTOR shall pay all workers, and shall ensure its subcontractors pay all of their workers, engaged in performing the services described in Exhibit “A” not less than the general prevailing rate of per diem wages for work of a similar character in the locality in #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
33 which the services described in Exhibit “A” are to be performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work as provided in the California Labor Code. In accordance with California Labor Code Section 1773.2, the City has obtained the general prevailing wages in the locality in which the services described in Exhibit A are to be performed for each craft or type of work needed to be as published by the State of California Department of Industrial Relations, Division of Labor Statistics and Research, a copy of which is on file in the CITY’s Purchasing Department and shall be made available on request. Contractor must comply with all applicable laws and regulations that apply to wages earned in performance of the services described in Exhibit “A”, including those set forth in Labor Code section 1770 et. seq. and in the IFB.
DIR Project ID#: _____________
3. CITY REPRESENTATIVE
CITY Representative is: ___________
Purchasing Representative: __________
The CITY Representative is not authorized to commit the CITY to changes in specifications, requirements, or scope of work, changes in price(s), period of performance or delivery date(s) or method of shipment. Changes of a contractual or business nature shall be effective only by written change to the AGREEMENT, issued by the City of Modesto, Purchasing Division.
4. CONTRACTOR CONTACT
<Enter Contact Information Here>
5. TERM OF AGREEMENT
The term of the AGREEMENT shall be for a period of two (2) years, with three (3) one-year extension options at the sole discretion of CITY, for a total of up to five (5) years.
Year 1: MONTH DD, 2026 through MONTH DD, 2027
Year 2: MONTH DD, 2027 through MONTH DD, 2028
Year 3: MONTH DD, 2028 through MONTH DD, 2029
Year 4: MONTH DD, 2029 through MONTH DD, 2030
Year 5: MONTH DD, 2030 through MONTH DD, 2031
Pricing as set forth in Section 1.e. above shall remain firm for the first two years of the AGREEMENT.
Price increases for any subsequent AGREEMENT years following the second year shall not exceed the percentage change in the Consumer Price Index (CPI) for West Urban Area in any one AGREEMENT year and shall be negotiated through the Purchasing Division. Requests for price increases shall be submitted by CONTRACTOR in writing, ninety (90) days prior to the annual anniversary date of the AGREEMENT to be effective for the subsequent year.
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
34 Price adjustments for diesel fuel fluctuations may be considered. Thirty (30) day written notice is required for consideration. Any price adjustment shall be negotiated through the Purchasing Division and approved at the sole discretion of the CITY.
The index used to determine price adjustments on diesel fuel shall come from the Energy Information Administration Website: HTTPS://WWW.EIA.GOV/PETROLEUM/GASDIESEL/, California data.
6. INSURANCE REQUIREMENTS
During the term of this AGREEMENT, CONTRACTOR shall maintain in full force and effect at its own cost and expense the insurance coverage as set forth in the attached Exhibit (B) to this AGREEMENT and shall otherwise comply with the other provisions of Exhibit (B) to this AGREEMENT. The city utilizes a software program “PINS Advantage” where vendor is responsible for uploading and maintaining updated insurance.
7. PAYMENT
CONTRACTOR shall invoice CITY not less than once per month based on the cost for services performed and reimbursable costs incurred prior to the invoice date. All invoices shall be paid in full the following payment terms within thirty days after completion and acceptance of the Services by the CITY, and receipt of a properly prepared invoice, CITY will pay CONTRACTOR [TO BE DETERMINED BY IFB RESPONSE IN FINAL AGREEMENT, EITHER “Net 30 terms via CITY’s ePay Program” or “Net 45 Days via manual check”]. The CITY is exempt from payment of Federal Excise Tax, and all invoices shall be exclusive of such excise tax.
Invoice to: City of Modesto
Attn: Accounts Payable
P.O. Box 642
Modesto, CA 95353
Email to: [email protected]
At a minimum, invoices shall state the following:
This AGREEMENT number
CITY department/division name and address
Billing period
Service hours worked day and week
Unit price, extended price, sales tax and total
8. INDEMNITY
The CONTRACTOR shall hold the CITY, its agents, officials, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of CONTRACTOR, or its agents, officials, officers, employees, or volunteers relating to or during the performance of its obligations under this AGREEMENT, #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
35 except for claims arising from the willful or active negligence of the City. CONTRACTOR’s obligation to defend, indemnify, and hold the CITY, its agents, officials, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this AGREEMENT for CONTRACTOR to procure and maintain a policy of insurance.
9. VENUE & GOVERNING LAW
Venue for any dispute or claim arising or related to this AGREEMENT its performance, breach, or interpretation (including issues about its validity or enforceability), shall be exclusively in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.
This AGREEMENT shall be deemed made in, governed by, performed in, and construed and enforced in accordance with the laws of the State of California, without giving effect to its conflicts of law’s provisions or principles.
10. ATTORNEY'S FEES
If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.
11. COMMENCEMENT AND COMPLETION OF THE WORK
The work contemplated herein shall be commenced as immediately after the agreement administrator receives and has on file:
a. Proofs of insurance (approved by CITY Risk Manager); and b. Executed Agreement;
c. CONTRACTOR Bid submittal;
d. IFB No. 00088;
e. Contractor’s City of Modesto business license
12. TERMINATION OF SERVICES
Termination for Default: In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the nonperformance. Within 10 days after receipt of notification, the breaching party shall correct any nonperformance to the reasonable satisfaction of the non-breaching party, or such other time as may be identified in the notice. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.
Termination by City for Convenience: The City may also terminate this AGREEMENT the Contractor's performance under the Agreement, either in whole or in part, at its own discretion and without cause.
Post-Termination Procedure
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36 Upon receipt of a written notice of termination pursuant to either of the foregoing paragraphs, the CONTRACTOR shall:
a. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subcontractors and agents are notified of such termination and act as specified in the notice of termination;
b. Terminate all orders and subcontracts except as necessary to complete any portion of the SERVICES that are not terminated;
c. If directed in writing by the CITY to do so, assign all right, title and interest in subcontracts and materials in progress to CITY, in which case the CITY will have the right at its discretion to settle, or pay any or all claims arising out of the termination of such, but in no event shall recovery by any CONTRACTOR or subcontractor include lost profits for portions of the SERVICES not completed or undertaken, including materials not delivered; d. Deliver or otherwise make available to the CITY all data, drawings, specifications, reports, estimates, summaries and such other information and material as may have been accumulated by the CONTRACTOR in performing the SERVICES whether completed or in process; e. Settle outstanding liabilities and claims, subject to the approval of CITY; f. Complete performance of such part of the SERVICES as has not been terminated; g. Take such other actions as may be necessary, or as may be directed by the CITY for the protection and preservation of the SERVICES and/or property related to the SERVICES; h. If CITY so requests, and at CITY's cost, CONTRACTOR shall provide sufficient oral or written status reports to make CITY reasonably aware of the status of CONTRACTOR’s work on the SERVICES.
i. CONTRACTOR understands and agrees that CITY may, in CITY’s sole discretion, refuse to pay CONTRACTOR for that portion of CONTRACTOR's SERVICES which were performed by CONTRACTOR on the project prior to the termination date and which remain unacceptable and/or not useful to CONTRACTOR as of the termination date.
CITY will pay CONTRACTOR for SERVICES actually completed prior to the receipt of the termination notice or otherwise completed in accordance with the notice of termination. The final payment to the CONTRACTOR after termination for convenience shall be limited to amounts due and owing under the AGREEMENT at time of termination, including the following:
i. The cost of settling and paying valid claims arising out of the termination of the SERVICES such as subcontractor agreements or contracts for materials; #1..
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ON-CALL VEGETATION MANAGEMENT SERVICES
37 ii. The AGREEMENT price allocable to the portion of the SERVICES properly performed or goods supplied to the work site by the CONTRACTOR as of the date of termination, as determined in accordance with the notice of termination, reduced by any sums previously paid to the CONTRACTOR for such SERVICES.
13. COMPLIANCE WITH LAWS
CONTRACTOR hereby agrees that CONTRACTOR and its subcontractors, if any, in the performance of the SERVICES described herein, will comply with all federal, state, county and municipal laws, rules and regulations which may be applicable to the work herein contracted for, whether now in existence or hereafter adopted.
14. FAILURE TO PERFORM SATISFACTORY WORK
It is agreed and understood that if the CONTRACTOR fails to perform the SERVICES as specified herein, CITY's representative may:
a. Consent to accept such unsatisfactory service with an appropriate adjustment in contract price, based on established cost factors,
b. Have such required work done by CITY forces or otherwise, and charge the cost thereof to the CONTRACTOR, or
c. Recommend termination of AGREEMENT between said the CONTRACTOR and the City of Modesto.
Those discrepancies and deficiencies in the SERVICES that remain uncorrected after the date set for correction may be the necessary justification for a billing adjustment in the month following the occurrence. Unless otherwise negotiated, billing adjustments for this incomplete or uncorrected work shall be permanent retention of 100% of the estimated monthly cost for the SERVICES not corrected or completed.
15. ASSIGNMENT OF RIGHTS
The CONTRACTOR offers and agrees, and will require all subcontractors and suppliers to agree, to assign to the CITY all rights, title, and interest in and to all causes of action it and they may have under Section 4 of the Clayton Act (15 United States code, Section 15) or under the Cartwright Act (Business and Professions Code, Section 16700 et seq.), arising from the acquisition of goods, services, or materials pursuant to this AGREEMENT or any allowed subcontract. The assignment made by CONTRACTOR and all assignments made by subcontractors and suppliers shall be made and become effective at the time the CITY makes final payment to The CONTRACTOR, without further acknowledgment by the parties (Government Code, Sections 4550-4554).
16. CITY PROCESS/PROCEDURE APPROVALS
CITY approval of any process or procedure shall not relieve CONTRACTOR of its responsibility to furnish the required SERVICES meeting all specifications contained herein. #1..
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38 17. DIR REGISTRATION
Pursuant to Labor Code section 1771.1, CONTRACTOR may not engage in the performance of the Services set forth in Exhibit “A”, unless currently registered and qualified to perform public work pursuant to Section 1725.5 thereof. As required in Section 7029.1 of the Business and Professions Code or by Section 10164 or 20103.5 of the Public Contract Code, during term of this AGREEMENT, CONTRACTOR shall be registered to perform public work pursuant to Section 1725.5 thereof.
18. CONTRACTOR'S RESPONSIBILITY FOR DAMAGES
If CONTRACTOR damages any property belonging to the CITY or a third party, the CONTRACTOR will be required to make repairs immediately, at CONTRACTOR’s sole cost and expense, to the satisfaction of the CITY. In the event that CONTRACTOR fails to perform the necessary repairs, the CITY may either retain from the money due to CONTRACTOR an amount sufficient to repair the damage or perform the repairs and send an invoice to the CONTRACTOR for such costs, which shall be paid within thirty (30) days.
19. NOTICES
Any notice, payment or instrument required or permitted by this AGREEMENT to be given or delivered to either party shall be deemed to have been received when personally delivered, or one calendar week following deposit of the same in any United States Post Office, registered or certified mail, postage prepaid, addressed as follows:
CONTRACTOR: ____________
____________
____________
____________
CITY: City of Modesto
Purchasing Division
P.O. Box 642
Modesto, CA 95353
Each party may change its address for delivery of notice by delivering written notice of such change of address to the other party.
20. SIGNATORY(IES) FOR CONTRACTOR
Each signatory for CONTRACTOR below warrants and represents that it is legally competent to, and has full authority to, execute the AGREEMENT.
21. QUANTITIES
No minimum or maximum is guaranteed or implied.
22. FUNDING
All annual extensions are based upon continuous funding for that purpose by the City Council. Failure to fund any annual extension shall result in an immediate termination of the AGREEMENT without redress. #1..
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39 23. OTHER GOVERNMENT/PUBLICLY FUNDED AGENCIES
If mutually agreeable to all parties, the issuance of any resultant contract/purchase order referencing these specifications and modified by mutual agreement between all parties may be extended to other government or publicly funded agencies. It shall be understood that all terms and conditions as specified herein shall apply.
24. NON-DISCRIMINATION
a. During the performance of this AGREEMENT, CONTRACTOR and any allowed subcontractors shall not unlawfully discriminate against any employee or applicant for employment because of race, color, ancestry, religion, sex, national origin, marital status, age, medical condition (cancer related), physical handicap (including AIDS), sexual orientation, or any other basis prohibited by Federal or California law. Equal employment opportunity extends, but is not limited to recruitment, compensation, benefits, layoff, termination, and all other conditions of employment. The CONTRACTOR and any allowed subcontractors shall ensure that the evaluation and treatment of their employees and applicants for employment are free of such discrimination. The CONTRACTOR and any allowed subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Government Code, Section 12900 et seq.) and the applicable regulations promulgated thereunder (California Administrative Code, Title 2, and Section 7285.0 et seq.). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code, Section 12900, set forth in Chapter 5 of Division 4 of Title 2 of the California Administrative Code are incorporated into this contract by reference and made a part hereof as if set forth in full.
b. The CONTRACTOR and any allowed subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement.
c. The CONTRACTOR shall include the nondiscrimination and compliance provisions of this clause in any allowed subcontracts to perform SERVICES. d. The CONTRACTOR shall permit access by representatives of the Department of Fair Employment and Housing and the CITY upon reasonable notice at any time during the normal business hours, but in no case less than 24 hours’ notice, to such of its books, records, accounts, other sources of information and its facilities as said Department or CITY shall require to ascertain compliance with this AGREEMENT.
e. By executing this AGREEMENT, CONTRACTOR certifies that it shall follow and be in compliance with the Americans with Disabilities Act of 1990, the applicable administrative requirements promulgated in response thereto, and any other applicable Federal laws and regulations relating to handicap discrimination and participation and will continue to do so for at least the duration of the AGREEMENT and any extensions thereof. #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
40 25. CONTRACTOR LICENSES & PERMITS
CONTRACTOR warrants and represents that it possesses and shall maintain all licenses and shall secure and maintain all necessary permits necessary to perform the SERVICES.
26. RECORDS
All final versions of reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that CONTRACTOR prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the CITY. CONTRACTOR hereby agrees to deliver those documents to the CITY upon termination of the AGREEMENT, and the CITY may use, reuse or otherwise dispose of the documents without CONTRACTOR’s permission. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this AGREEMENT are prepared specifically for the City and are not necessarily suitable for any future or other use.
27. FACILITIES AND EQUIPMENT
Except as set forth herein, CONTRACTOR shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this AGREEMENT. CITY shall make available to CONTRACTOR only the facilities and equipment listed in EXHIBIT “A”, and only under the terms and conditions set forth herein.
28. INDEPENDENT CONTRACTOR; NOT AGENT
At all times during the term of this AGREEMENT, CONTRACTOR shall be an independent contractor and shall not be an employee of CITY. CITY shall have the right to control CONTRACTOR only insofar as the results of CONTRACTOR’s services rendered pursuant to this AGREEMENT. Except as City may specify in writing, CONTRACTOR shall have no authority, express or implied, to act on behalf of CITY in any capacity whatsoever as an agent. CONTRACTOR shall have no authority, express or implied, pursuant to this AGREEMENT to bind City to any obligation whatsoever.
29. DRUG FREE WORKPLACE
CONTRACTOR certifies that it is following and in compliance with Sections 8350 8355 of Chapter 5.5 of the Government Code, Drug Free Workplace Act whereby each person or organization awarded a contract/purchase order or grant for the procurement of any property or service from any state agency (city) shall certify to the contracting or granting agency that it will provide a drug free workplace.
30. ASSIGNMENT
Neither this AGREEMENT nor any SERVICES hereunder shall be subcontracted or assigned by CONTRACTOR without the prior written consent of the CITY in each and every instance.
31. WAIVER
The waiver by any party to this AGREEMENT of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
41 32. HEADINGS NOT CONTROLLING
Headings used in the Agreement are for reference purposes only and shall not be considered in construing this AGREEMENT.
33. MISCELLANEOUS
Time is of the essence in CONTRACTOR’s performance under each provision of this AGREEMENT.
34. ENTIRE AGREEMENT
This Agreement and its exhibits contain the entire understanding between CONTRACTOR and CITY.
Additional or new terms contained in this AGREEMENT which vary from CONTRACTOR’S bid are controlling and are deemed accepted by CONTRACTOR by performance of any SERVICES or other commencement of performance hereunder. The terms and conditions of the IFB, attached hereto as Exhibit C, are incorporated herein. In the event of a conflict between the IFB and this AGREEMENT, this AGREEMENT shall control. All previous bids, offers and communications related to this Agreement, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this Agreement. No future waiver or exception to any of the terms, conditions, and provisions of this AGREEMENT shall be considered valid unless specifically agreed to in writing by the parties.
35. PARTIAL INVALIDITY
If any provision in this AGREEMENT is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
42 IN WITNESS WHEREOF, the CITY OF MODESTO, a municipal corporation, has authorized the execution of this Agreement by its City Manager and attested by its City Clerk under authority of Resolution No. 2026- _______, adopted by the Council of the City of Modesto on the ________ day of __________________, 2026 and _____________.has caused this Agreement to be duly executed.
CITY OF MODESTO
a municipal corporation
CONTRACTOR
By ________________________________ By ________________________________ JOSEPH P. LOPEZ
City Manager
(Signature)
By ________________________________
ATTEST: (Name & Title)
Date: _______________________________
By ________________________________
DIANE NAYARES-PEREZ, CMC, City Clerk
(SEAL)
APPROVED AS TO FORM:
By ________________________________
JOSE M. SANCHEZ, City Attorney
By ________________________________
MATTHEW BRALEY, ARM-PE, Risk Manager
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
43 EXHIBIT B: INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Contractor his agents, representatives, employees or subcontractors.
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: ISO Form Number CA 00 01 covering any auto (Code 1), or if Contractor has no owned autos, hired, (Code 8) and non-owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.
3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.
(Not required if consultant provides written verification it has no employees)
4. Professional Liability (Errors and Omissions) Insurance appropriates to the Consultant’s profession, with limit no less than $1,000,000 per occurrence or claim, $1,000,000 aggregate.
If the contractor maintains broader coverage and/or higher limits than the minimums shown above, the City of Modesto requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Modesto.
Umbrella or Excess Coverage
The Contractor may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required, including, but not limited to, primary and non-contributory, additional insured, Self-Insured Retentions (SIRs), indemnity, and defense requirements.
The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance. No insurance policies maintained by the Additional Insureds, whether primary or excess, and which also apply to #1..
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
44 a loss covered hereunder, shall be called upon to contribute to a loss until the Contractor’s primary and excess liability policies are exhausted.
The insurance policies are to contain, or be endorsed to contain, the following provisions:
Additional Insured Status
The City of Modesto, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations.
General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance with coverage equal to ISO form CG 2010. If Completed Operations endorsement is required, a separate endorsement equal to ISO form CG 2037 is required.
Primary Coverage
The Additional Insured coverage under the Contractor’s policy shall be “primary and non-contributory” and will not seek contribution from the City’s insurance or self-insurance and shall be at least as broad as CG 20 01 04 13. The City of Modesto does not accept endorsements limiting the Contractor’s insurance coverage to the sole negligence of the Named Insured.
Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City of Modesto.
Waiver of Subrogation
Contractor hereby grants to City of Modesto a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City of Modesto by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Modesto has received a waiver of subrogation endorsement from the insurer.
Self-Insured Retentions
All Self-insured retentions must be disclosed to Risk Management for approval and shall not reduce the limits of liability. The City of Modesto may require the Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. Any and all deductibles and SIRs shall be the sole responsibility of Contractor or subcontractor who procured such insurance and shall not apply to the Indemnified Additional Insured Parties.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City of Modesto.
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INVITATION FOR BIDS # IFB-00088
ON-CALL VEGETATION MANAGEMENT SERVICES
45 Claims Made Policies (applicable to Professional Liability only) If any of the required policies provide claims-made coverage:
1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.
2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Contractor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
Verification of Coverage
Contractor shall furnish the City of Modesto with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements are to be received and approved by the City of Modesto Risk Services before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Modesto reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. City reserves the right to obtain a full certified copy of any insurance policy and endorsements.
Failure to exercise this right shall not constitute a waiver of right to exercise later.
Subcontractors
Contractors shall require and verify that all subcontractors, or other parties hired for this work, purchase and maintain coverage for indemnity and insurance requirements as least as broad as specified in this agreement to the extent they apply to the scope of the subcontractor’s work with the same certificate of insurance requirements and naming as additional insureds all parties to this contract.
Special Risks or Circumstances
City of Modesto reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
Certificate Holder Address
Proper address for mailing certificates, endorsements and notices shall be:
City of Modesto
Attn: Risk Management
1010 10th Street
Modesto, CA 95354
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Exhibit D
Exhibit D - Insurance Requirements
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Exhibit E
Exhibit E - Pricing Schedule
#1..
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PRICE TABLES
Line Item Description Estimat… Unit of Measure Unit Cost Total 1 Hourly Rate Tree Trimming
Person, Climber
300 HOUR $105.00 $31,500.00
2 Hourly Rate Tree
Trimming, Ground Person
300 HOUR $100.00 $30,000.00
3 Hourly Rate General 600 HOUR $85.00 $51,000.00
4 Hourly Rate
Herbicide/Pesticide
Application
10 HOUR $160.00 $1,600.00
5 Hourly Rate Equipment
Operator
100 HOUR $85.00 $8,500.00
6 Hourly Rate Wood
Chipping
80 HOUR $125.00 $10,000.00
7 Hourly Rate Off-Haul
Disposal
200 HOUR $100.00 $20,000.00
8 Hourly Rate Brush
Grinding (height < 72”)
16 HOUR $200.00 $3,200.00
9 Hourly Rate Brush
Grinding (height > 72”)
16 HOUR $250.00 $4,000.00
10 Chain Link Fencing
Temporary Tree Protection
Installed
200 LF $8.00 $1,600.00
11 Snow Fencing with TStakes Temporary Tree
Protection Installed
200 LF $7.00 $1,400.00
7/23/26, 8:33 AM Grover Landscape Services, Inc Response https://procurement.opengov.com/governments/9760209/projects/248478/sourcing/proposals/532274 1/2 #1..
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12 Field Mowing (>1 acres
per occurrence)
5 ACRE $225.00 $1,125.00
13 Field Discing (>1 acres per
occurrence)
5 ACRE $225.00 $1,125.00
14 Green Waste 30-Yard Bin,
w/Off-Haul Disposal
6 EA $375.00 $2,250.00
15 Arborist Evaluation (1)
Single Tree
3 EA $450.00 $1,350.00
16 Arborist Evaluation (5-9)
Total Trees
5 EA $400.00 $2,000.00
17 Arborist Evaluation (10-
19) Total Trees
10 EA $300.00 $3,000.00
18 Arborist Evaluation (20+)
Total Trees
20 EA $200.00 $4,000.00
19 Emergency Response
Service - Fixed Rate
3 EA $550.00 $1,650.00
Total $179,300.00
7/23/26, 8:33 AM Grover Landscape Services, Inc Response https://procurement.opengov.com/governments/9760209/projects/248478/sourcing/proposals/532274 2/2 #1..
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Bid#: INF-IFB-00088
Cost Abstract Bid Due Date: 7/15/2026
Result
Prospective Bidder Initial Bid Invite Via Email Bid Received Via OpenGov Bid Estimates 1 Sabio Innovation Group LLC 6/16/2026 7/14/2026 $ 146,850.00 N/A 2 Grover Landscape Services, Inc 6/16/2026 7/14/2026 $ 179,300.00 1st 3 West Coast Arborist, Inc. 6/16/2026 7/14/2026 $ 197,754.00 2nd 4 Julian Tree Care Inc 6/16/2026 7/14/2026 $ 207,525.00 3rd 5 EMTS, Inc. 6/16/2026 7/14/2026 $ 214,690.00 4th
6 New Image Landscape Company 6/16/2026 7/14/2026 $ 249,990.00 5th 7 Greentek Services 6/16/2026 7/14/2026 $ 330,846.54 6th 8 Central Sierra Enterprice, Inc 6/16/2026 7/14/2026 $ 360,139.00 7th Date: 7/15/2026
CITY OF MODESTO
PO BOX 642 MODESTO CA 95353
IFB NO. 00088 NAME OF BID - On-Call Vegetation Management Services #1..
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CITY OF MODESTO
COMMITTEE AGENDA REPORT
DATE OF MEETING:
September 21, 2026
Date: August 21, 2026
TO: Safety and Communities Committee
Chris Ricci, Chair
Rosa Escutia-Braaton, Vice-Chair
Jeremiah Williams, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Toby Wells, Director of Engineering Services/City Engineer SUBJECT: Second Amendment to the Agreement with Mark Thomas and Company, Inc. for the Design of Virginia Corridor Phase 7 Project CONTACT: Nathan Houx, Parks Planning and Development Manager, [email protected], 209-571-5526
DESCRIPTION:
Consider a Second Amendment to the Agreement with Mark Thomas and Company, Inc., for additional tasks related to Construction Documentation and Bidding & Construction Support for the Virginia Corridor Phase 7 Project, increasing the Agreement amount by $39,650, and forwarding to Council for approval. (Funding Source: Various Funds) STRATEGIC PLAN ELEMENT:
This item is consistent with the following 2025-2026 Strategic Plan Area of Focus: Quality of Life.
BACKGROUND:
The Virginia Corridor Trail is the result of conversion of the original Tidewater Southern/Union Pacific Railroad Corridor into a Class I bicycle and pedestrian trail. The long-term plan for the corridor is to provide a Class I trail extending from Modesto Junior College’s East Campus at the southern terminus to Kiernan Ave at the northern terminus (approximately 5 miles). It consists of a 10’ wide pathway flanked by landscaping, benches, lighting, and site amenities. Phases 1 through 6 are complete and the trail now crosses over Briggsmore Avenue and reaches Woodrow Avenue. #2..
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Safety and Communities Committee, September 21, 2026
Second Amendment to the Agreement with Mark Thomas and Company, Inc. for the Design of Virginia Corridor Phase 7 Project
On June 5, 2018, by Resolution No. 2018-211, Council accepted $3,193,401 from the California Urban Greening Grant Program to fund construction of the Virginia Corridor Phase 7 Trail. The Urban Greening Grant Program is funded by the California Climate Investments Fund (Carbon Cap and Trade tax dollars), which have been awarded to environmentally beneficial projects.
On February 26, 2019, by Resolution No. 2019-80, Council approved an Agreement with Mark Thomas and Company, Inc., for $523,899 with a 10% contingency of $52,389, for the preparation of construction documentation for the Virginia Corridor Phase 7 Project, continuing the corridor from Woodrow Avenue to the Hetch-Hetchy right of way at Semallon Drive.
On February 6, 2024, by Resolution 2024-045, Council approved a First Amendment with Mark Thomas and Company, Inc., for additional tasks related to construction documentation and bidding and construction support. The agreement was increased by $70,017, with the additional services remaining at $52,389, for a new total amount not to exceed $646,305.
The Virginia Corridor trail has become a well-loved addition to Modesto, receiving a very high rate of use year-round. The Parks, Recreation and Neighborhoods Department’s customer service staff regularly receive calls and questions regarding the trail, its future, and compliments on the value that it brings to their neighborhood.
DISCUSSION:
The Agreement amount with Mark Thomas and Company, Inc., is for $646,305. Since the start of design in 2019, there have been two additional service requests that were approved by the Department Director, as allowed in the Agreement, in an amount of $52,389. The additional service requests were for engineering services necessary to design the profile change to West Union Ave and a 16" diameter watermain at Standiford Avenue.
On August 14, 2026, at the City’s request, Mark Thomas and Company, Inc. submitted a budget augmentation for additional tasks in excess of the $646,305, authorized in the Agreement. The estimated additional tasks resulted in increased costs, totaling $39,650 for the following tasks:
1. Additional Construction Documentation to address plan revisions
2. Additional cost for Bidding and Construction Support beyond what was anticipated in the Agreement.
The additional Construction Documentation was necessary to assist the City with value engineering of the project prior to bidding. The additional Bidding and Construction support is necessary because the original budget set aside for this task is not sufficient #2..
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Safety and Communities Committee, September 21, 2026
Second Amendment to the Agreement with Mark Thomas and Company, Inc. for the Design of Virginia Corridor Phase 7 Project
to ensure the design team can continue to support the project throughout the completion of the construction.
Staff are recommending increasing the additional services by $10,968, for an additional services total of $63,357, to allow the Department Director to approve any future additional services that are necessary. This will increase the total maximum compensation under this agreement to $696,923.
Modesto Municipal Code Section 8-3.203 generally requires all purchases, which meet or exceed $100,000 for material, equipment, or contractual services to be formally bid.
However, exceptions to the formal bidding process are granted in MMC 8-3.204(f), “Where the Purchasing Manager, in his or her discretion, determines that it is appropriate to amend the services or goods provided under an existing agreement to include additional similar goods or services, of limited quantity or scope, in order to increase efficiency and avoid delays or disruptions to City projects or services.” FISCAL IMPACT:
Funding for the Second Amendment is budgeted in CIP Project 100813 - Virginia Corridor Phase 7. No additional funding is needed to fund Amendment #2 to the design agreement.
ANTICIPATED AGREEMENT EXPENDITURES
Design Agreement – Mark Thomas and Company, Inc. $ 523,899 First Amendment to Agreement $ 70,017
Proposed Second Amendment to Agreement $ 39,650
Revised 10% Additional Services $ 63,357
TOTAL $ 696,923
CEQA/NEPA REQUIREMENTS:
A Programmatic Categorical Exclusion (PCE) was approved by Caltrans on July 23, 2005, which covered the entire Virginia Corridor Rails-to-Trails project along the former Union Pacific Railroad right-of-way, for 4.2-miles from Needham/9th Street to Bangs Avenue.
The project description and elements that were assessed for the entire project have not changed, and a re-validation of the PCE was approved by Caltrans on September 21, 2009.
RECOMMENDED COMMITTEE ACTION:
Staff Recommendations:
Motion recommending a Second Amendment to the Agreement with Mark Thomas and Company, Inc., for additional tasks related to Construction Documentation and Bidding & Construction Support for the Virginia Corridor Phase 7 Project, increasing the Agreement amount by $39,650, for a new total amount of $633,566, plus $63,357, in additional services, if needed, for a total amount not to exceed $696,923, and forwarding to Council for approval.
#2..
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Safety and Communities Committee, September 21, 2026
Second Amendment to the Agreement with Mark Thomas and Company, Inc. for the Design of Virginia Corridor Phase 7 Project
Approved by:
Toby Wells, Director of Engineering
Services/City Engineer
Joseph P. Lopez, City Manager
Attachments:
1. Second Amendment to the Agreement with Mark Thomas and Company, Inc. with Exhibits
2. First Amendment to Agreement with Mark Thomas and Company, Inc.
3. Original Agreement with Mark Thomas and Company, Inc. #2..
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SECOND AMENDMENT TO THE AGREEMENT
FOR CONSULTANT SERVICES WITH MARK THOMAS & COMPANY, INC.
This SECOND AMENDMENT for Consultant Services is made with reference to the contractual agreement between the CITY OF MODESTO, a municipal corporation of the State of California (hereinafter the “CITY”) and MARK THOMAS & COMPANY, INC., a California corporation (hereinafter “CONSULTANT”) as of the ________ day of ___________, 2026 (Effective Date).
This SECOND AMENDMENT to AGREEMENT for Consultant Services is made with regard to the following recitals:
The ORIGINAL AGREEMENT between the CITY and CONSULTANT was approved on February 26, 2019.
The ORIGINAL AGREEMENT between CITY and CONSULTANT was approved via Council Resolution No. 2019-80.
The FIRST AMENDMENT between the CITY and CONSULTANT was approved on February 6, 2024.
On February 6, 2024, the FIRST AMENDMENT to the ORIGINAL AGREEMENT was approved via Council Resolution No. 2024-045, hereinafter the ORIGINAL AGREEMENT and FIRST AMENDMENT are collectively referred to as the AGREEMENT.
Paragraph No. 9 "AMENDMENTS" of the AGREEMENT acknowledges the parties understand it may become desirable or necessary for CITY or CONSULTANT to modify the scope of services provided for under the AGREEMENT and any such modification must be in writing signed by both parties.
Paragraph No. 3 "COMPENSATION" of the AGREEMENT for Consultant Services specifies the sum of FIVE HUNDRED NINTY THREE THOUSAND NINE HUNDRED SIXTEEN AND 00/100 ($593,916) as the total compensation CONSULTANT agrees to accept for performing all services and furnishing all staffing and materials for the project as well as performance by CONSULTANT of all of its duties and obligations required in the AGREEMENT.
On or about June 8, 2026, CONSULTANT submitted to the CITY a budget augmentation for additional tasks.
The aforementioned estimated additional tasks increase the amount of the AGREEMENT by THIRTY NINE THOUSAND SIX HUNDRED FIFTY AND 00/100 ($39,650). The amounts listed above are the estimated level of effort for each task. In no case shall the total fee exceed the total contract amount under the AGREEMENT, including Additional Services as authorized, and this SECOND AMENDMENT to AGREEMENT without memorializing an additional written amendment to the original contract signed by both parties. #2..
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The parties to the AGREEMENT and to this SECOND AMENDMENT now understand and agree that it is necessary to modify Paragraph no. 1 entitled “SCOPE OF SERVICES” of the AGREEMENT.
The parties to the AGREEMENT and to this SECOND AMENDMENT now understand and agree that it is necessary to modify Paragraph no. 3 entitled “COMPENSATION” of the AGREEMENT.
The parties to the AGREEMENT and to this SECOND AMENDMENT further understand and agree the AGREEMENT is modified solely by the modifications contained in this SECOND AMENDMENT and in no other way whatsoever.
NOW, THEREFORE, in consideration of this SECOND AMENDMENT, and the mutual promises, covenants, and stipulations contained in the AGREEMENT for CONSULTANT SERVICES and this SECOND AMENDMENT, the parties agree as follows:
1. The parties agree that each of the recitals set out above is factually true and correct.
2. Paragraph no. 1 entitled "SCOPE OF SERVICES" of the AGREEMENT shall be deleted and the parties agree to and hereby do substitute the following in its place:
SCOPE OF SERVICES.
Consultant shall undertake and complete the preparation of the scope of work as set forth and described in the documents attached hereto and referred to as Exhibit A or “Project”.
In addition, the Consultant shall perform the services as described in Exhibit A-1 and A-2 in a manner compatible with the standards of its profession and shall produce a fully complete project that is acceptable to City.
3. Paragraph no. 3 entitled "COMPENSATION" of the AGREEMENT shall be deleted and the parties agree to and hereby do substitute the following in its place:
COMPENSATION.
Consultant agrees to accept a sum not to exceed SIX HUNDRED THIRTY THREE THOUSAND FIVE HUNDRED SIXTY SIX AND 00/100 DOLLARS ($633,566) (maximum compensation) as full remuneration for performing all services and furnishing all staffing and materials for CITY in accordance with Exhibits A, A-1, A-2, and Exhibit B-2 attached hereto for performance by CONSULTANT of all of its duties and obligations under this Agreement, except that additional services may be compensated as described below.
The compensation shall be paid pursuant to and in the manner and at the time set forth below:
CITY shall pay CONSULTANT on a time and materials basis for CONSULTANT’s actual costs for all work called for in Exhibit A, A-1, and A-2 to this AGREEMENT. All work to be performed under this AGREEMENT shall be billed at the hourly rates set forth in Exhibit B- #2..
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2 attached hereto. CONSULTANT shall submit monthly invoices to CITY which include detailed tasks, hours worked, and billable rates for all work completed, and detailed receipts for any reimbursable expenses paid by CONSULTANT and identified in Exhibit B-2 or approved by the CITY in writing. Expenses for travel reimbursement shall comply with the City's Administrative Directive (AD) 1.2, as amended periodically. The City's AD 1.2 can be accessible at the link provided - https://modestogov.com/227/Finance-Department under the Quick Link – City’s Administrative Directive 1.2.
Additional services may be authorized by the Department Director in an amount up to, but not to exceed 10% of the agreed maximum compensation, or SIXTY THREE THOUSAND THREE HUNDRED FIFTY SEVEN AND 00/100 DOLLARS ($63,357). In the event that additional services are deemed necessary, the Consultant shall provide a written request to the Department Director indicating the reason for additional work, scope and cost of such work. The Department Director shall provide a written response to the request, either approving or denying the additional expenditure. If additional services are requested and approved, they will be billed at the hourly rates set forth in Exhibit B-2 and may not exceed the amount requested and approved in writing by the Department Director. In that event, the new total compensation shall not exceed SIX HUNDRED NINETY SIX THOUSAND NINE HUNDRED TWENTY THREE AND 00/100 DOLLARS ($696,923). If additional services in excess of this amount are deemed necessary by City Staff, an amendment to this Agreement will be required and must be approved by the City Council prior to commencing the work, as provided in Paragraph 9 of this Agreement.
4. Except as herein amended or modified, the provisions of the AGREEMENT are expressly reaffirmed and remain in full force and effect to the extent they are not in conflict with this SECOND AMENDMENT.
IN WITNESS WHEREOF, the CITY OF MODESTO, a municipal corporation, has authorized the execution of this SECOND AMENDMENT to the AGREEMENT for CONSULTANT SERVICES by its City Manager and attestation by its City Clerk under the authority of Resolution No. 2026- ________ on the ________ day of ___________,2026, and MARK THOMAS & COMPANY, INC. has caused this SECOND AMENDMENT to be duly executed as of the Effective Date. #2..
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Exhibit A
Exhibit A (A-2) Virginia Corridor Ph VII-Extra Work
#4_2026-08-14
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August 14, 2026
Mr. Ken Peterson
Senior Landscape Architect
1010 Tenth St, Suite 4400
P.O. Box 642, Modesto, CA 95353
RE: Virginia Corridor Phase VII: Extra Work #4
Dear Mr. Peterson,
The Virginia Trail Phase VII project connects the Virginia Trail to the Hetch-Hetchy Trail within the Hetch-Hetchy utility corridor, owned by the San Francisco Public Utility Commission (SFPUC). This additional scope will include construction documentation revisions, expanded construction support services and ongoing general project coordination with the City and other applicable agencies. Mark Thomas is pleased to submit our proposal to perform the following engineering services:
Task #2 – Construction Documentation – Complete construction documentation plan revisions per permitting plan check comments provided by the City’s Building Department.
Task #3 – Bidding and Construction Support – At the request of the City, Mark Thomas will provide additional construction support services, including preparing memos, letters, e-mails, and phone calls necessary to manage the project. Furthermore, conduct detailed review of all material submittals for conformance with the design intent and preparation of responses to Requests for Information (RFIs).
#2..
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August 14, 2026
Proposed Compensation
The following summarizes the costs associated with the scope of work described above. The following tasks will be billed on time and materials and not to exceed the amount below.
Task #2 – Construction Documentation $ 6,850
Task #3 – Bidding and Construction Support $ 32,800
Total $ 39,650
Please provide authorization to proceed with these items. If you have any questions or would like to discuss the level of the effort, please contact me at 530-848-1222. Thank you for the opportunity to continue to work with you.
Sincerely,
MARK THOMAS
Ed Noriega, PE
Division Manager
#2..
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Exhibit B
Exhibit B (B-2) Updated Hourly Rate - MT VC7
Project
#2..
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Engineering Services
Parks Planning and
Development Division
P.O. Box 642
Modesto, California 95354
209.577.5344
EXHIBIT ‘B-2’
AMENDED HOURLY RATES
CONSTRUCTION DOCUMENTATION
FOR PHASE 7 OF THE VIRGINIA CORRIDOR TRAIL
Expires June 30, 2027
The following hourly rates will be used for billable hours within this Agreement and for additional work requested and approved. In addition, monthly progress payment invoices shall include the minimum attachments: Detailed description or itemization of work completed for the time period, task billing summary, hourly rates from all consultants.
Mark Thomas & Company, Inc.
Landscape Engineer / Architect
Principal $485 – $550
Division Manager $285 – $430
Sr. Engineering Manager $365 – $495
Senior Design Manager $350 – $390
Civil Engineering Designer $155 – $245
Engineering Manger $350 – $420
Senior Project Manager $240 – $375
Project Manager $180 – $310
Senior Assistant Project Manager $125 – $210
Senior Project Engineer $195 – $280
Project Engineer $155 – $225
Senior Technical Lead $265 – $335
Technical Lead $230 – $280
Design Engineer II $135 – $215
Design Engineer I $120 – $175
CADD Manager $235 – $295
LAUD Division Manager $251 – $423
LAUD Project Manager $183 – $270
Senior Landscape Architect $195 – $255
Landscape Architect $155 – $200
Landscape Designer II $120 – $165
#2..
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Landscape Designer I $105 – $140
Intern $60 – $105
Senior Technician $155 – $210
Senior Project Assistant $85 – $185
Senior Project Accountant $125 – $225
Senior Project Coordinator $98 – $179
Senior Graphic Manager $195 – $260
Graphic/Sr. Graphic Designer $125 – $230
JLB
Traffic Engineering
Project Manager $222.17
Engineering I/II $ 96.12 - $101.62
Crawford & Associates
Geotechnical Engineering
Principal $67.95
Senior Project Manager $57.12
Project Manager $49.00
Senior Engineer $47.14
Senior Geologist $43.08
Project Engineer II $40.92
Project Engineer I $36.24
Staff Engineering/Drafting $30.69
Project Assistant $25.31
ESP
Surveying
Survey Manager $65
Project Manager $45
2-Man Survey Crew $78.41
Administration $29
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CITY OF MODESTO
COMMITTEE AGENDA REPORT
DATE OF MEETING:
September 21, 2026
Date: August 18, 2026
TO: Safety and Communities Committee
Chris Ricci, Chair
Rosa Escutia-Braaton, Vice Chair
Jeremiah Williams, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Jeremy Rogers, Director of Parks, Recreation and Neighborhoods Department
SUBJECT: Acceptance of Parks and Recreation Master Plan CONTACT: Jeremy Rogers, Director of Parks, Recreation and Neighborhoods, [email protected] , 209-577-5347
DESCRIPTION:
Consider the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval. (Funding Source: Measure H)
STRATEGIC PLAN ELEMENT:
This item is consistent with the following 2025-2026 Strategic Plan Areas of Focus:
Quality of Life and Governance and Service Delivery.
BACKGROUND:
The City has a strong commitment to provide fair and just access to high-quality parks, green space, recreation facilities and programs for all members of the community.
Modesto’s existing park infrastructure and recreational facilities have a high level of deferred maintenance and, in many cases, are not sufficiently meeting the needs of the community and require rehabilitation, relocation and or redesign to meet current and future recreational needs and community priorities. In addition, the City is growing and in need of park development standards to ensure that new development meets the needs of current and future residents of Modesto.
#3..
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Safety & Communities, September 21, 2026
Acceptance of Parks and Recreation Master Plan
The City’s Parks, Recreation and Neighborhoods Department currently is comprised of 59 full-time employees and over 300 part-time employees. The department is organized into three (3) divisions: Administration & Facilities, Park Operations, Recreation & Neighborhood Services. The divisions do not stand alone and work closely together to bring quality parks, programming and services to the community. • Administration & Facilities: Responsible for the overall administration of the Department, special projects, and the management and operation of the Modesto Centre Plaza (convention center), John Thurman Field (minor league baseball stadium), and two municipal golf courses. Cultural Services also falls under Administration. Cultural Services manages, programs, and operates the McHenry Museum and McHenry Mansion in addition to providing administrative oversight of the Culture Commission.
• Park Operations: Responsible for maintaining all (75) City parks, recreation trails, recreation facilities, pools, splash pads, open space areas, paved sidewalks, ballfields, tennis courts, play areas, restrooms, and picnic areas. It oversees Mary Grogan Soccer Complex, the City’s landscaping contract with Grover Landscaping, and provides vegetation management including establishing fire breaks, and abatement (weeds, tagging, illegal dumping, and encampments) services throughout the City.
• Recreation and Neighborhood Services: Plans and operates all recreational programming and hosts many large-scale community events throughout the year with participation ranging from 300-25,000 per event. The guest services team coordinates reservable park, facility, and field rentals as well as class registrations for all recreation programs and activities. The division offers a wide variety of volunteer opportunities that foster civic pride and are centered on neighborhood engagement, cultural awareness, and community partnerships.
On July 16, 2024, the City issued a Request for Proposals (INF RFP PPD24-22) for a concise, user-friendly Master Plan that will establish a framework for decision-makers in the planning, programming, operation, maintenance and development of Modesto’s parks, open space, trails, and recreation facilities over the next ten (10) years.
On December 10, 2024, by Resolution No. 2024-454, Council approved an agreement with Berry, Dunn, McNeil, & Park LLC (Berry Dunn), a Maine Limited Liability Company for a total amount of $421,685 to complete the Parks and Recreation Master Plan (Master Plan).
DISCUSSION:
Berry Dunn conducted a phased project plan to capture information, evaluate existing conditions and staffing structure, determine a fund development implementation strategy, assess community needs via outreach and engagement, resulting in a comprehensive roadmap to follow for the next 5 to 10 years. #3..
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Safety & Communities, September 21, 2026
Acceptance of Parks and Recreation Master Plan
The Master Plan identifies four (4) overarching goals along with twenty-six (26) corresponding objectives, and sixty-six (66) actions. All items are then broken down into an implementation timeframe of short-term, mid-term, and long-term goals. The four (4) goals are:
• Invest in current infrastructure and address aging facilities • Improve and enhance programming and service delivery
• Improve organizational efficiencies
• Reduce operational subsidy and expand capital funding This Master Plan will guide decision-making related to parks and recreation planning, maintenance, programming, and funding on a long-term basis via a comprehensive and clear set of goals, policies and standards for an agency’s park system, green space, trails, recreation facilities, maintenance, and recreational program development for the future and is designed to reflect the vision and priorities of the City and community.
FISCAL IMPACT:
Any immediate expenses tied to the implementation of the Master Plan will be absorbed within the Parks Master Plan Project #101607 funded by Measure H.
CEQA/NEPA REQUIREMENTS:
This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.
RECOMMENDED COMMITTEE ACTION:
Staff Recommendations:
Motion recommending the acceptance of the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME and forwarding to Council for approval.
Approved by:
Jeremy Rogers, Director of Parks, Recreation
and Neighborhoods
Joseph P. Lopez, City Manager
Attachments:
1. Parks and Recreation Master Plan
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Parks, Recreation & Neighborhoods
MASTER PLAN
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Table of Contents
1.0 EXECUTIVE SUMMARY ................. 4
1.1 Purpose of this Plan .............................................4
1.2 Planning Process Overview.............................4
1.3 Goals and Objectives .......................................... 5
2.0 INTRODUCTION TO THE
PLANNING CONTEXT ...........................8
2.1 Purpose of this Plan ............................................8
2.2 Parks and Recreation Department
Overview .........................................................................8
2.3 Department Mission and Vision...................9
2.4 Methodology of this Planning Process .....9
• Planning Framework.......................................................9 • Purpose of the Planning Process..........................10
3.0 WHAT WE WANT—OUR
COMMUNITY, TRENDS, AND
IDENTIFIED NEEDS.............................. 11
3.1 Demographic Profile...........................................11 • 3.1.1 Population Characteristics ................................11 • 3.1.2 Population Growth Rate....................................11 • 3.1.3 Age Distribution.....................................................12 • 3.1.4 Age Change Over Time.....................................12 • 3.1.5 Racial Diversity........................................................12
3.2 Current Trends .....................................................13 • 3.2.1 Local Trends ..............................................................13 • 3.2.2 Age-Related and Generational Trends ..14
3.3 Community and Stakeholder Input ...........15
• 3.3.1 Introduction..............................................................15 • 3.3.2 Community Engagement Goals................15
• 3.3.3 Desired Community Engagement
Outcomes ..............................................................................15 • 3.3.4 Community Engagement Summary .....15
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3.4 Random Invitation Community Needs
Assessment Survey Executive Summary ........17
• 3.4.1 Overview .....................................................................17 • 3.4.2 Methodology ...........................................................17 • 3.4.3 Parks and Facilities Use ...................................18 • 3.4.4 Recreation Facilities Needs and Priorities
19 • 3.4.4 Facility Importance............................................20 • 3.4.5 Priorities for Facility Investments ..............21 • 3.4.6 Programs Needs and Priorities .................22 • 3.4.7 Program Importance ........................................23 • 3.4.8 Priorities for Program Investments ........24
3.5 Online Community Engagement: Social
Pinpoint Summary ....................................................25 • 3.5.1 Introduction .............................................................25 • 3.5.2 Summary of Responses ..................................26 • 3.5.3 Budget Prioritization .........................................26 • 3.5.4 Conclusion ...............................................................27
4.0 WHAT EXISTS TODAY:
DEPARTMENTAL ASSESSMENT ...... 28
4.1 Organizational Analysis ...................................28 • 4.1.1 Introduction ..............................................................28 • 4.1.2 Summary of the Organizational
Assessment .........................................................................28 • 4.1.3 Action Items ............................................................29 • 4.1.4 Organizational Structure.................................29 • 4.1.5 Strategy ......................................................................30 • 4.1.6 Investment ...............................................................30
4.2 Recreation Program Analysis ......................30 • 4.2.1 Introduction .............................................................30 • 4.2.2 Summary of Program Analysis ...................31 • 4.2.3 Action Items ...........................................................32
4.3 Park Maintenance and Operations
Assessment ..................................................................33 • 4.3.1 Introduction .............................................................33 • 4.3.2 Summary of the Park Maintenance and
Operations Analysis ........................................................33 • 4.3.3 Overall, Park Maintenance ............................34 • 4.3.4 Recommendations: Opportunities for
Improvement ......................................................................35
4.4 Financial Analysis .............................................36 • 4.4.1 Introduction .............................................................36 • 4.4.2 Summary of the Financial Analysis ........36
• 4.2.3 Action Items ...........................................................37
5.0 PARKS ASSESSMENT ................. 38
5.1 Introduction ..........................................................38
5.2 Inventory and Assessment Summary .....40
• 5.2.1 Park Assessment Key Findings ....................41
6.0 WHERE WE GO FROM
HERE—GOALS, OBJECTIVES,
RECOMMENDATIONS AND
ACTION TABLE .................................... 42
6.1 Recommendations ............................................42
6.2 Action Plan and Time Frame .......................48
6.3 Implementation Guidelines/Strategies ...57
APPENDIX 1 ......................................... 60 APPENDIX 2 ........................................ 68
APPENDIX 3 .......................................168
APPENDIX 4 .......................................180
APPENDIX 5 ....................................... 192
APPENDIX 6 ...................................... 202
APPENDIX 7 ...................................... 220
APPENDIX 8 ...................................... 236
APPENDIX 9 ...................................... 254
APPENDIX 10 ....................................290
PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 3
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SECTION1
1.0 Executive Summary
1.1 Purpose of this Plan
The Parks, Recreation, & Neighborhoods Master Plan provides a strategic framework to guide the City of Modesto’s investment in parks, recreation facilities, programs, and neighborhood amenities. The Plan establishes a shared vision for delivering high-quality, accessible, and equitable recreational opportunities that enhance quality of life, promote health and wellness, and strengthen community connections. It is intended to inform policy decisions, capital improvements, and service delivery over the long-term.
1.2 Planning Process Overview
The Parks, Recreation, & Neighborhoods Master Plan was developed through a comprehensive, inclusive, and data-informed planning process designed to reflect community priorities while aligning with City goals and available resources. The process emphasized transparency, stakeholder engagement, and long-term sustainability.
Together, this planning process ensures that the Master Plan is both community-driven and practical, providing a flexible roadmap to support Modesto’s parks, recreation, and neighborhoods now and into the future. 4 CITY OF MODESTO
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KEY COMPONENTS OF THE PLANNING PROCESS INCLUDED:
COMMUNITY ENGAGEMENT
Public input formed the foundation of the
Master Plan. Engagement strategies included
community workshops, surveys, stakeholder
interviews, and outreach to neighborhood
groups and partner organizations. These efforts
ensured that residents of all ages, abilities, and
backgrounds had opportunities to share their
needs, preferences, and vision for parks and
recreation in Modesto.
EXISTING CONDITIONS AND
NEEDS ASSESSMENT
An evaluation of existing parks, facilities,
programs, and operations was conducted to
understand current conditions, service levels, and
geographic distribution. This assessment helped
identify gaps in access, facility deficiencies, and
opportunities to improve equity, connectivity, and
system performance.
POLICY AND DATA REVIEW
The planning process incorporated a review of
relevant city policies, plans, and demographic
trends to help ensure consistency with broader
planning initiatives. Population characteristics,
growth patterns, and recreation trends were
analyzed to inform future demand and guide
strategic recommendations.
VISION, GOALS, AND STRATEGIES
Based on community input and technical
analysis, a clear vision was established to guide
the future of Modesto’s parks and recreation
system. This vision is supported by goals, policies,
and strategies that address park development,
recreation programming, maintenance,
partnerships, and neighborhood services.
IMPLEMENTATION FRAMEWORK
The Master Plan concludes with an actionable
implementation framework that prioritizes
projects, identifies potential funding strategies,
and establishes guidance for phasing and
decision-making. This framework is intended to
help the City respond to changing needs while
making strategic, equitable investments over time.
1.3 Goals and Objectives
The following goals and objectives are made based on the entirety of the master plan process which included staff, stakeholders, and members of the community. The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings and workshops, intercepts at special events, an invitation and open link survey, and an interactive website (Social Pinpoint). The process also included in-depth assessment and analysis of the Department’s organizational structure and roles, operations and maintenance, recreation program delivery, financial assessment, inventory and level of service analysis, and benchmarking and trends analysis.
Section 6 of the plan contains recommendations
and actions to enhance the level of service,
and subsequently Modesto’s quality of life with
improvements to parks, services, facilities,
amenities, customer service, programming and
service delivery, organizational efficiencies, and
increased financial opportunities.
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THE FOLLOWING GOALS WERE IDENTIFIED FOR THE CITY TO FOCUS ON:
Invest in current infrastructure and
address aging facilities.
Improve and enhance programming
and service delivery.
Improve organizational
efficiencies.
Reduce operational subsidy and expand
capital funding.
The primary focus is maintaining, sustaining, and improving Modesto parks, river access, trails, facilities, programs, and services. Funding availability, staff buy-in, and political and community support will play significant roles in future planning efforts.
Table 1. Goal 1: Invest in Current Infrastructure and Address Aging Facilities GOAL 1: INVEST IN CURRENT INFRASTRUCTURE AND ADDRESS AGING FACILITIES ▶ Objective 1.1: Maintain and upgrade existing facilities, parks, trails, river access, and open spaces.
▶ Objective 1.2: Renovate and replace outdated or failing facilities, amenities, parks, trails, river access, and open spaces.
▶ Objective 1.3: Upgrade comfort, convenience, and customer service amenities to existing facilities.
▶ Objective 1.4: Maintain existing Level of Service goals. ▶ Objective 1.5: Maintain existing quality standards for facilities and amenities. ▶ Objective 1.6: Continue to be good stewards of the natural environment.
▶ Objective 1.7: Explore opportunities to add trails for walking and bicycling.
▶ Objective 1.8: Develop additional outdoor recreational facilities and amenities. ▶ Objective 1.9: Develop new amenities at existing parks based on the level of service (LOS) analysis.
▶ Objective 1.10: Add indoor recreation
space.
▶ Objective 1.11: Address current and future needs for athletic fields. ▶ Objective 1.12: Monitor Americans with Disability Act (ADA) access to parks, trails, waterways, and facilities.
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Table 2. Goal 2: Improve and Enhance Programming and Service Delivery GOAL 2: IMPROVE AND ENHANCE PROGRAMMING AND SERVICE DELIVERY ▶ Objective 2.1: Enhance special event programming.
▶ Objective 2.2: Utilize technology to improve customer service and efficiencies. ▶ Objective 2.3: Continue to grow programs and services accessible to citizens of all abilities.
▶ Objective 2.4: Continue to address recreational programming and activity needs of the community.
Table 3. Goal 3: Continue to Improve Organizational Efficiencies GOAL 3: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES ▶ Objective 3.1: Implement structural change for more efficient operations.
▶ Objective 3.2: Develop a strategic direction for the Department. ▶ Objective 3.3: Staff appropriately to meet demand and maintain established quality of service.
▶ Objective 3.4: Proactively address homelessness in parks. ▶ Objective 3.5: Maintain and keep current the Department Standard Operation Procedures (SOP) and Policies.
▶ Objective 3.6: Increase potential partnerships within the community.
Table 4. Goal 4: Reduce Operational Subsidy and Expand Capital Funding GOAL 4: REDUCE OPERATIONAL SUBSIDY AND EXPAND CAPITAL FUNDING ▶ Objective 4.1: Continue current cost recovery and revenue generation practices.
▶ Objective 4.2: Explore additional funding through the pursuit of grants and other means.
▶ Objective 4.3: Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends. ▶ Objective 4.4: Increase City budget, revenue and staffing dedicated to maintenance and operations.
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SECTION2 2.0 Introduction to the
Planning Context
2.1 Purpose of this Plan
The Parks, Recreation, & Neighborhoods Master Plan serves as a longrange policy and implementation guide for the City of Modesto’s park system, recreation services, and neighborhood-based amenities. This plan establishes a shared vision for how parks and recreation can enhance quality of life, strengthen neighborhoods, promote health and wellness, and support environmental stewardship over the coming years.
It is intended to guide decision-making related to capital investments, program development, land acquisition, and operations while responding to community needs, growth trends, and evolving recreation preferences.
This Master Plan builds upon the City’s existing assets and community values, while providing a flexible framework that can adapt to future opportunities and challenges. It reflects input from residents, stakeholders, and City leadership, and aligns with broader City goals related to equity, sustainability, and economic vitality.
2.2 Parks and Recreation Department
Overview
The Parks, Recreation, & Neighborhoods Department is responsible for planning, developing, maintaining, and programming Modesto’s system of parks, recreation facilities, and neighborhood-based services. The Department plays a vital role in enhancing quality of life by providing safe, welcoming, and well-maintained spaces where residents can gather, play, exercise, and connect with their community.
DEPARTMENT RESPONSIBILITIES TYPICALLY INCLUDE:
• Maintenance and operations of
neighborhood parks, community
parks, sports fields, and
landscaped public spaces
• Recreation programming for
youth, adults, seniors, and
families
• Operation of community centers,
recreation facilities, and aquatic
amenities
• Support for neighborhood
engagement, special events, and
partnerships
• Stewardship of natural resources
and urban green spaces
Through its programs and services, the Department supports health and wellness, lifelong learning, youth development, and social inclusion. Parks and recreation facilities also contribute to environmental sustainability by preserving open space, managing urban tree canopy, and supporting active transportation through trails and multi-use paths. 8 CITY OF MODESTO
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As Modesto continues to evolve, the Parks,
Recreation, & Neighborhoods Department faces
increasing expectations to do more with limited
resources. This Master Plan provides a strategic
roadmap to prioritize investments, improve
service delivery, and strengthen partnerships,
ensuring that parks and recreation remain an
essential and valued part of life in Modesto for
generations to come.
2.3 Department Mission and Vision
The Department currently does not have
a vision statement. However, based on
the purpose and role of the Department
with an emphasis on quality of life,
community connection, equitable access,
and neighborhood enhancement. An
implied Department vision would be:
To foster healthy, connected, and vibrant
neighborhoods by providing accessible
parks, inclusive recreation programs,
and well-maintained public spaces that
enhance quality of life for all Modesto
residents.
2.4 Methodology of this Planning Process
The Parks, Recreation, & Neighborhoods Master Plan was developed through a comprehensive and collaborative planning process designed to reflect community priorities, evaluate existing conditions, and establish a clear, actionable path forward. The process integrated public engagement, technical analysis, and policy alignment to help ensure that the plan is both community-driven and implementable.
Planning Framework
The planning process was organized into a series of interrelated phases that built upon one another.
Each phase informed the next, allowing the City to move from understanding current conditions to defining a shared vision and identifying strategic actions. ▶ PHASE 1: PROJECT INITIATION
The planning process began with project
initiation and coordination between City staff,
consultants, and key stakeholders. This phase
established the project scope, schedule, and
guiding principles, and identified relevant plans,
policies, and data sources to be considered
throughout the process. Early coordination
ensured alignment with City goals and
expectations.
▶ PHASE 2: COMMUNITy ENGAGEMENT
Community engagement was a cornerstone
of the Master Plan. A variety of outreach
methods—including public workshops, surveys,
stakeholder meetings, and neighborhoodbased engagement—were used to gather input from residents, community groups, and partner
organizations. Engagement efforts focused on
understanding community needs, priorities, and
desired improvements related to parks, recreation
programs, and neighborhood services. Feedback
collected during this phase helped shape the
vision and priorities of the plan.
“We create community and
enhance neighborhoods
through people, parks,
programs and facilities.”
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▶ PHASE 3: ExISTING CONDITIONS AND NEEDS
ASSESSMENT
An assessment of existing parks, facilities,
programs, and operations was conducted to
evaluate current conditions and service levels.
This analysis examined the distribution of parks
and amenities across the City, facility conditions,
programming offerings, and access to recreation
opportunities. Demographic trends and
growth patterns were also reviewed to identify
current and future needs, gaps in service, and
opportunities to improve equity and system
performance.
▶ PHASE 4: vISION AND GOALS DEvELOPMENT
Building on community input and technical
analysis, a shared vision for the future of
Modesto’s parks, recreation, and neighborhoods
was developed. This vision articulates the desired
outcomes for the park system and is supported
by a set of goals and guiding policies. Together,
these elements provide direction for decisionmaking and establish priorities for investment, programming, and partnerships.
▶ PHASE 5: DRAFT PLAN DEvELOPMENT
The draft Master Plan translated the vision and
goals into strategies and recommendations.
This phase included identifying park and facility
improvements, program enhancements,
maintenance and operational considerations, and
partnership opportunities. An implementation
framework was developed to prioritize actions,
identify potential funding strategies, and guide
phasing over time.
▶ PHASE 6: REvIEW AND ADOPTION
The final phase included public review,
refinement of the draft plan, and presentation
to decision-makers. Feedback received during
review helped finalize recommendations and help
ensure clarity and consistency. Upon adoption,
the Master Plan becomes a guiding document
for future planning, budgeting, and investment
decisions related to parks, recreation, and
neighborhoods.
Purpose of the Planning Process
This structured planning process ensures that the
Master Plan reflects community values, responds
to changing needs, and provides a practical
roadmap for implementation. It is intended to be
a flexible, living document that supports ongoing
evaluation and adaptation as Modesto continues
to grow and evolve.
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SECTION
3 3.0 What We Want—Our
Community, Trends, and
Identified Needs
3.1 Demographic Profile
BerryDunn developed a demographic review of the City of Modesto, providing detailed analysis of household and economic data as part of the master plan process. This analysis offers insight into the potential market for community parks, trails, waterways, and recreation programs/services by highlighting where and how the community will change.
BerryDunn sourced population, age distribution, income, race/ethnicity, and other household characteristic data from ArcGIS Business Analyst using February 2025 U.S. Census estimates. The City’s boundaries were used as the geographic area for this review. BerryDunn also compared California and U.S. data, where applicable, for additional context.
3.1.1 Population Characteristics
The population of Modesto has steadily increased from 190,872 in 2000 to 218,492 in 2024, with a projected rise to 218,925 by 2029, indicating gradual but consistent growth.
Figure 1. Population Change (2000 – 2029)
190,872
203,501
218,492 218,925
2000 2010 2024 2029
3.1.2 Population
Growth Rate
The Compound Annual Growth
Rate (CAGR) for Modesto shows
a significant slowdown, declining
from 0.72% between 2010 and
2020 to just 0.05% from 2020 to
2024, with a projected stagnation
at 0.00% between 2024 and 2029,
indicating a plateau in population
growth.
Table 5. Compound Annual
Growth Rate (2010 – 2029)
Compound Annual Growth
Rate
2010–2020 0.72%
2020–2024 0.05%
2024–2029 0.00%
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3.1.3 Age Distribution
The 2024 age distribution
shows a balanced
demographic shift, with
young adults (20 – 34 years)
making up 20.3%, adults
(35 – 54 years) at 25.5%, and
youth (0 – 19 years) collectively
accounting for 26.5%.
Older adults (55 – 74 years)
represent 20.8%, while seniors
(75+ years) make up the
smallest segment at 7.0%.
3.1.4 Age Change
Over Time
Between 2024 and 2029,
the youth population is
projected to decline by
1.3%, while older adults and
young adults will see slight
decreases of 0.5% and 0.1%,
respectively. In contrast, the
adult population is expected
to grow by 0.7%, and seniors
will see the largest increase
at 1.3%.
3.1.5 Racial Diversity
Between 2010 and 2024, the white population saw a significant decline from 64.9% to 43.7%, while the share of residents identifying as Two or More Races grew substantially from 6.3% to 15.8%. The Hispanic population (regardless of race) also increased from 36.0% to 45.5%. Other racial groups experienced more modest changes, with the Asian population rising from 6.7% to 8.7% and the American Indian/ Alaska Native and Pacific Islander populations seeing slight growth.
In 2029, the white population is projected to continue declining to 41.5%, while the Two or More Races category is expected to surge further to 25.7%. The Hispanic population (regardless of race) will likely increase to 47.4%, and the Asian population is expected to grow to 9.2%. Notably, the Other Race category, which spiked to 24.6% in 2024, is projected to drop to 16.4% by 2029, reflecting shifting demographic patterns.
Figure 4. Racial Diversity (2010 – 2029)
Figure 2. Age Distribution, 2024
Figure 3. Age Growth Expected by 2029
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3.2 Current Trends
Recreational trends and preferences evolve over time, and this report highlights current parks and recreation trends locally and across the United States. Local trends are analyzed using Esri ArcGIS Business Analyst, while national trends are drawn from sources such as the Sports and Fitness Industry Association (SFIA), the American College of Sports Medicine (ACSM), and the National Recreation and Park Association (NRPA). The report provides Modesto with a high-level overview of trends in facilities, programming, policies and procedures, engagement, and participation. By exploring these trends, The City of Modesto can gain valuable insights into communities’ evolving recreational habits and preferences, helping identify areas for growth, opportunities, improvement, and inclusivity.
3.2.1 Local Trends
3.2.1.1 LOCAL
PROGRAM
PARTICIPATION
In Modesto, the three
most popular fitness
activities are walking
for exercise (31.4%),
weightlifting (14.7%),
and swimming (13.9%).
The three most popular
outdoor recreation
activities are hiking
(18.5%), road bicycling
(10.7%), and freshwater
fishing (6.9%).
In Modesto, the
three most popular
sports are golf (7.1%),
basketball (5.5%), and
soccer (3.9%).
Figure 5. Local Participation in Fitness Activities, 2024
Figure 6. Local Participation in Outdoor Recreation, 2024
Figure 7.Local Participation in Sport Activities, 2024
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3.2.2 Age-Related and Generational Trends
1 SFIA. February 27, 2024. “SFIA’s Topline Participation Report Shows Strong Positive Trends Across All Sports And Fitness Categories.” Sports & Fitness Industry Association. SFIA’s Topline Participation Report Shows Strong Positive Trends Across All Sports And Fitness Categories
Activity participation varies based on age, but it
also varies based on generational preferences.
The SFIA issues a yearly report on generational
activity. In the 2024 SFIA report,1 inactivity
declined in every age group in the last year, and
across each generation, most participation was
seen in fitness and outdoor activities. Figure 9
reflects SFIA participation data by generation.
Table 6. Generations
Generation Age Range
Generation Alpha Born 2010 – Present
Generation Z Born 1997 – 2010
Millennials Born 1981 – 1996
Generation x Born 1965 – 1980
Baby Boomers Born 1946 – 1964
Silent Generation Born 1928 – 1945
Figure 8. Activity Participation by Generation (2024)
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3.3 Community and Stakeholder Input
3.3.1 Introduction
Staff and community engagement is a key
element in planning and development for local
governments, serving as a two-way process
between community residents and the local
agency. In most cases, it provides a platform
for staff and residents to share and voice their
opinions in the hopes of informing agency
decisions impacting their quality of life.
In most instances, community engagement
processes have the capacity to create a shared
vision of the City of Modesto’s plans and—when
successful—help create an outcome reflecting
staff and community values and likely increasing
their support.
The City of Modesto worked closely with the
BerryDunn team to hold staff and community
focus groups and public workshops.
Approximately 99 participants attended the
events, including 66 open house participants, 21
stakeholder meeting participants, and 12 focus
groups participants.
3.3.2 Community Engagement Goals
• Design an engagement process that captures
the public’s perceptions and interests
regarding the current and future needs for
Modesto’s parks, facilities, and programs.
• Engage stakeholders who represent multiple
demographics and interests.
• Provide City of Modesto staff and leadership
with opportunities to participate in the
discussion and offer perspectives on Cityprovided services.
3.3.3 Desired Community
Engagement Outcomes
Help ensure participation represents Modesto’s
diverse residents and their varying recreational
interests.
Gather information for the final plan that provides
clear guidance and priorities for Modesto staff
and residents and captures community input.
3.3.4 Community Engagement
Summary
The City of Modesto conducted extensive
community engagement to gather input on
parks, recreation, and neighborhood planning,
involving nearly 446 participants through open
houses, focus groups, stakeholder interviews, and
public events. The process highlighted the City’s
strengths, challenges, underserved areas, desired
amenities, potential partners, funding strategies,
key issues, and community priorities for future
development. The full Engagement Summary
Report can be found as Appendix 1.
The City staff did an exceptional job reaching the
community, engaging multiple populations and
regions of the City. They used a mixed-method
approach from social media, email, website posts
and personal contact. This approach yielded an
excellent turnout.
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The focus groups were open conversations with community members to understand key strengths, challenges, and areas for opportunity in Modesto. During the public engagement open houses, attendees received a high-level overview of the Master Plan Update project and were given an interactive opportunity to prioritize activities, facilities, and programs they are most interested in. ▶ Engagement goals and participation:
The process aimed to engage hard-toreach community members and diverse stakeholders, resulting in 66 open house
attendees, 21 stakeholder participants, and 12
focus group participants.
▶ Strengths of Modesto’s parks: Community
members praised employment opportunities,
public events, responsive staff, well-maintained
parks, and notable assets such as Dry Creek
Regional Park and Tuolumne River Regional
Park (TRRP).
▶ Challenges identified: Key issues included
growing deferred maintenance, poor
communication and marketing, lack of
awareness about programs, safety concerns,
and inadequate connectivity in bike lanes and
trails.
▶ Underserved areas and populations:
Stakeholders highlighted West Modesto,
Airport Neighborhood, and other areas as
underserved, along with populations such as
seniors, individuals experiencing homelessness,
people with disabilities, and Spanish speakers.
▶ Desired amenities and programs: Requests
included improved indoor spaces, restrooms,
parking, shade, river access, community
gardens, adaptive equipment, youth and senior
programming, and expanded recreational
facilities like skateparks and pickleball courts.
▶ Potential partners: Stakeholders identified
organizations such as Boys and Girls Club,
Modesto City Schools, local non-profits,
healthcare providers, and youth sports groups
as collaborators for enhancing programs and
funding.
▶ Funding strategies: Funding sources
mentioned included Measure H, parks bonds,
occupancy taxes, grants, local community
groups, and public-private partnerships with
companies like Gallo and Collins Electric.
▶ Key community issues and values: Themes
included improving public perception and
City identity, addressing maintenance and
cleanliness, balancing compassion and safety
regarding homelessness, enhancing access
and inclusivity, and improving safety and
security in parks.
▶ Priorities for the future: Stakeholders
prioritized maintenance and modernization
of facilities, safety enhancements, equity
and accessibility, improved connectivity,
community engagement, expanded
programming, sustainable funding,
strengthened partnerships, and streamlined
permitting processes.
66 OPEN HOUSE
12 FOCUS GROUP
21 STAKEHOLDER
200
EARTH DAY IN
THE PARK
147
MOBAND CONCERT
SERIES
446
TOTAL
Figure 9. Community Engagement Summary
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The community engagement process for the City of Modesto revealed a deep appreciation for the City’s existing parks and recreation assets while also identifying key areas for growth and improvement.
Stakeholders praised the City’s commitment to offering a wide variety of amenities, quality greenspaces, and dedicated staff. Noteworthy strengths include standout locations like Dry Creek Regional Park and the TRRP, the provision of aquatics and recreational facilities, and the addition of security enhancements. There was a strong sense of community pride in Modesto’s parks paired with a clear recognition of their potential to further enhance quality of life across the City.
However, the feedback also highlighted a range of challenges, particularly regarding deferred maintenance, lack of public awareness, and issues of access and equity. Many parks, especially in underserved neighborhoods, need revitalization, while systemic improvements are needed in communication with the community, the permitting processes, and infrastructure connectivity.
Stakeholders expressed a desire for more inclusive and family-friendly environments, expanded programming for all age groups, and a greater emphasis on sustainability and long-term planning.
Moving forward, the community’s vision centers on creating a well-maintained, safe, and connected park system that reflects Modesto’s identity, fosters engagement, and serves the diverse needs of all residents
3.4 Random Invitation Community Needs
Assessment Survey Executive Summary
3.4.1 Overview
ETC Institute administered a community interest
and opinion survey for the City of Modesto
during the Summer of 2025. The survey was
administered as part of the City’s efforts to plan
the future for parks and recreation opportunities.
The survey and its results will guide the City of
Modesto in making improvements to the City’s
existing and future parks, trails, and recreational
programs to best serve the needs of residents.
The survey will also help the City establish
priorities for the future improvement of parks,
recreation programs and services within the
community. The full survey report can be found
as Appendix 2.
3.4.2 Methodology
ETC Institute mailed a survey packet to a random
number of households in Modesto. Each survey
packet contained a cover letter, a copy of the
survey, and a postage‐paid return envelope.
Residents who received the survey were given
the option of returning the survey by mail or
completing it online.
After the surveys were mailed, ETC Institute
followed up with residents to encourage
participation. To help prevent people who were
not residents of Modesto from participating,
everyone who completed the survey online
was required to enter their home address prior
to submitting their survey. ETC Institute then
matched the addresses entered online with the
addresses originally selected for the random
sample. If the address from a survey completed
online did not match one of the addresses
selected for the sample, the online survey was not
included in the final database for this report.
The survey aimed to collect a minimum of 400
completed responses from residents, and this
target was surpassed with 477 completed surveys
collected. The overall results for the sample of 477
residents have a precision of at least +/‐4.5% at
the 95% level of confidence.
BerryDunn presented the full survey report as a
staff report to the County, which was comprised
of the following sections:
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EXECUTIVE SUMMARY OF MAJOR FINDINGS
• Section 1: Charts showing the overall results of
the survey
• Section 2: Benchmarks
• Section 3: Priority Investment Ratings (Priority
Investment Rating)
• Section 4: Tabular data showing the overall
results for all questions on the survey
• Section 5: Copy of the cover letter and survey
instrument
The major findings of the survey are summarized
here in the following pages. The full report can be
found in the Appendix.
3.4.3 Parks and Facilities Use
VISITATION OF CITY PARKS
Respondents were asked how often they or other
members of their household visit City of Modesto
parks. Thirty-four percent (34%) reported visiting a
few times a week, thirty percent (30%) a few times
a month, eighteen percent (18%) a few times a
year, and fourteen percent (14%) daily.
BARRIERS
The top three barriers identified were too many
homeless individuals (63%), the need for access to
restrooms/drinking fountains (40%), and concerns
about lighting/safety/security (37%).
PRIORITY USE
Respondents indicated when visiting a park, the
top three priorities are clean restrooms/available
restrooms (44%), playgrounds (33%), and picnic
tables (11%).
COMMUNICATION
The three most common ways respondents
learn about City of Modesto Parks, Recreation
and Neighborhoods Department programs and
activities are social media (64%), word of mouth
(53%), and local media (37%).
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3.4.4 Recreation Facilities Needs and Priorities
Respondents were asked to identify if their household had a need for 23 facilities/amenities and to rate how well their needs for each were currently being met.
Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities/amenities.
The three amenities/facilities with the highest percentage of households that have an unmet need:
• Multi-use hiking, biking,
walking trails– 42,707
households
• Shade and trees– 38,660
households
• Outdoor exercise/fitness
area– 37,883 households
The estimated number of households that have unmet needs for each of the 23 facilities/amenities assessed is shown on the chart below.
Figure 10. Estimated Number of Households Who Have a Need for Facilities/Amenities
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3.4.4 Facility Importance
In addition to assessing the needs for each amenity/facility, ETC Institute also assessed the importance that residents placed on each item.
Based on the sum of respondents’ top four choices, these were the four amenities/facilities ranked most important to residents:
• Multi-use hiking, biking, walking trails (49%)
• Shade & trees (29%)
• Playgrounds (26%)
• Large community parks (24%)
The percentage of residents who selected each
facility as one of their top four choices is shown in
Figure 11.
Figure 11. Facilities/Amenities Most Important to Households
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3.4.5 Priorities for Facility Investments
The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments.
The PIR equally weighs the importance that residents place on amenities/facilities and how many residents have unmet needs for the amenity/facility. [Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based on the PIR, the following amenities/facilities were rated as high priorities for investment:
• Multi-use hiking, biking, walking trails
(PIR=200)
• Shade & trees (PIR=150)
• Large community parks (PIR=125)
• Small neighborhood parks (PIR=121)
• Playgrounds (PIR=121)
• Picnic areas & shelters (PIR=120)
• Public water access (PIR=118)
• Outdoor exercise/fitness area (PIR=117)
• Splash pads or spray parks (PIR=113)
• Open space conservation areas (PIR=106)
The chart below shows the PIR for each of the 23
facilities assessed in the survey.
Figure 12. Top Investment Priorities for Facilities/
Amenities Based on Priority Investment Rating
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3.4.6 Programs Needs and Priorities
Respondents were asked to identify if their household had a need for 24 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various programs.
The three programs with the highest number of households that have an unmet need:
• Adult fitness & wellness programs – 37,360
households
• Park ranger/park enforcement programs –
35,993 households
• Community special events – 32,906 households
The estimated number of households that
have unmet needs for each of the 24 programs
assessed is shown in the chart below.
Figure 13. Estimated Number of Households Who Have a Need for Programs/Activities
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3.4.7 Program Importance
In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item.
Based on the sum of respondents’ top four choices, these were the four programs ranked most important to residents:
• Adult fitness & wellness programs (31%)
• Community special events (22%)
• Outdoor environmental/nature camps &
programs (19%)
• Senior programs (16%)
The percentage of residents who selected each
program as one of their top four choices is shown
in the chart below.
Figure 14. Programs/Activities Most Important to Households
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3.4.8 Priorities for Program Investments
The PIR was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The PIR equally weighs the importance that residents place on programs and how many residents have unmet needs for the program.
Based on the PIR, the following programs/activities were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR=200)
• Community special events (PIR=160)
• Park ranger/park enforcement programs
(PIR=146)
• Outdoor environmental/nature camps &
programs (PIR=145)
• Aquatic programs (PIR=125)
• Senior programs (PIR=125)
• Cultural enrichment programs (PIR=123)
• Adult visual arts/crafts programs (PIR=118)
• After school programs for youth of all ages
(PIR=112)
• Adult performing arts programs (PIR=105)
• STEM classes (PIR=103)
The chart below shows the PIR for each of the 24
programs assessed in the survey.
Figure 15. Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
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3.5 Online Community Engagement:
Social Pinpoint Summary
3.5.1 Introduction
Social Pinpoint is a powerful tool that helps agencies gather feedback and insights from community stakeholders. Utilizing the engagement features on Social Pinpoint allows agencies to easily collect and analyze feedback from a range of community stakeholders including residents, customers, businesses, and employees.
This analysis will provide the City of Modesto (City) with insights that can inform decision-making and help the City better understand and meet the community’s needs and expectations.
These insights can lead to recommendations that drive change and improve outcomes for all stakeholders. The City of Modesto’s Social Pinpoint site included a survey, interactive mapping tool, and a budget prioritization tool.
Figure 16. Online Engagement
The Social Pinpoint site for the City of Modesto’s Parks, Recreation, and Neighborhoods Master Plan was active from February 27, 2025, to May 2, 2025, and the site received over 3,100 site visits. During this time, the site generated 814 contributions, including 570 survey responses, 146 interactive mapping tool comments, and 98 budget prioritization tool responses. The full Social Pinpoint Report can be found as Appendix 3.
Figure 17. The City of Modesto Social Pinpoint Landing Page ONLINE
ENGAGEMENT BY
THE NUMBERS
3,164
SITE VISITS
2,432
VISITORS
814
TOTAL
CONTRIBUTIONS
570
SURVEY
RESPONSES
146
INTERACTIVE
MAPPING TOOL
COMMENTS
98 BUDGET
PRIORITIZATION
TOOL RESPONSES
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3.5.2 Summary of Responses
STRONG COMMUNITY VALUE ON PARKS: A
large majority (93%) of respondents consider local
parks, recreation, and trails important to their
households, reflecting widespread community
interest in these amenities.
HIGH PARTICIPATION AND FAMILIARITY: Most
respondents have lived in Modesto for over 20
years and are somewhat or very familiar with City
facilities and programs. Participation is common
both in City and non-City recreational programs.
AWARENESS GAPS: A majority were unaware of
the Leisure Bucks Scholarship Program, though
over half are familiar with the Seasonal Activity
Guide.
PROGRAM PRIORITIES: Respondents prioritize
increased focus on outdoor recreation, fitness and
wellness, and youth athletics, while wishing to
maintain current levels of pickleball and cultural
programming.
FACILITY NEEDS: Top facility priorities include
improved park amenities, a new community/
recreation center, and an aquatic facility, with
additional community suggestions for rollerskating rinks, inclusive playgrounds, and trail connectivity.
BUDGET PRIORITIES: Funding preferences
emphasize safety and security improvements,
maintenance, and renovation of existing parks
and facilities over expansion of athletic facilities or cultural events.
INTERACTIVE MAP INSIGHTS: Popular
natural areas and active recreation parks
were praised, while common needs include
accessible restrooms, lighting, parking, and
safety enhancements, especially in growing and
underserved neighborhoods.
COMMUNITY-DRIVEN IMPROVEMENTS:
Feedback highlights the importance of updating
existing amenities, addressing safety and
cleanliness, and supporting collaborative projects
like the Enslen Park playground renovation.
3.5.3 Budget Prioritization
The budget feature gathered insights on how stakeholders would prioritize funding for key facilities, amenities, and programs. Participants were given a virtual budget of $100 to allocate across various items. A total of 98 responses were received, resulting in a combined budget allocation of $9,757. The budget prioritization indicates a strong focus on increasing safety and security at parks and facilities ($1,606), increasing maintenance at existing parks and facilities ($1,497), and renovating existing parks and facilities ($1,454). Respondents gave less priority to items such as increasing outdoor athletic facilities and sports courts ($947), expanding access to historical and cultural services ($553), and expanding special and cultural events ($480).
Figure 18. Budget Responses Summary
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3.5.4 Conclusion
Community input gathered through the Social Pinpoint platform revealed clear and consistent community feedback-driven priorities that will help guide the City of Modesto’s Parks, Recreation, and Neighborhoods Master Plan. Residents engaged through surveys, interactive maps, and budget exercises, generating over 800 contributions that reflect widespread interest in improving parks, expanding amenities, and enhancing safety. Residents clearly value Modesto’s parks, recreation, and trails, with 93% indicating it is important to their household and many advocating for more inclusive, safe, and updated recreation opportunities citywide. Consistent themes included the need for restrooms, lighting, modernized play areas, indoor recreation options, and community gathering spaces.
Public feedback also emphasized both a desire to enhance existing infrastructure and to develop new, multi-functional spaces that serve all age groups. Areas like Dry Creek, Tuolumne River trails, and the virginia Corridor Trailway were praised for their natural beauty and accessibility, while parks like Graceada and Beyer drew attention for their vibrant activity and community atmosphere. Respondents also voiced a need for equitable investment in underserved areas, particularly in South Modesto.
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SECTION4 4.0 What Exists Today:
Departmental Assessment
4.1 Organizational Analysis
4.1.1 Introduction
An organizational assessment is an evaluation of an organization’s structure, processes, and culture. It aims to identify strengths, weaknesses, opportunities, and challenges within the organization. This assessment typically involves reviewing data, conducting surveys, and engaging staff to gather insights. The goal is to provide recommendations for improvement and strategic direction to enhance the organization’s overall effectiveness and efficiency.
The Department entrusted BerryDunn to conduct an organizational assessment that would analyze the Department’s current organizational chart and make recommendations for changes to the current staffing structure.
The full report presents the assessment process, findings, and strengthening opportunities, and was provided as a staff document, and can also be found as Appendix 4.
4.1.2 Summary of the Organizational Assessment
The Department underwent a comprehensive organizational assessment by BerryDunn to evaluate its structure, staffing, culture, and processes, aiming to identify opportunities for improvement and strategic growth.
ASSESSMENT SCOPE AND METHODOLOGY
The evaluation included document reviews, staff discovery sessions, and analysis of employee engagement survey data to understand Department’s current organizational and operational state.
DEPARTMENT STRUCTURE AND LEADERSHIP CHALLENGES
Department consists of four divisions with a long-standing vacancy in the Administration and Facilities Manager role, leading to leadership instability and operational challenges over two decades.
WORKFORCE ENGAGEMENT INSIGHTS:
Department employees report high job satisfaction and a supportive culture but express concerns about recognition, professional development, and feeling understaffed and undervalued.
PROCESS MANAGEMENT AND OPERATIONAL ISSUES
While SOP are documented, inconsistencies and reactive workflows hinder efficiency; staff face challenges with citywide tasks like hiring and purchasing without sufficient support or training.
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SUCCESSION PLANNING URGENCY
Nearly 25% of Department’s full-time employees
are retirement eligible, underscoring the need
for formal succession plans to retain institutional
knowledge and promote internal leadership
development.
ORGANIZATIONAL STRUCTURE
AND STAFFING LEVELS
The Department’s staffing (64.75 FTEs) is
significantly lower than comparable communities,
with fluctuating FTE allocations and uneven
spans of control among division managers.
FUNCTIONAL REALIGNMENT
RECOMMENDATIONS
Proposals include restructuring divisions to better
align functions such as combining facilities with
cultural services and establishing a separate
administration and guest services division to
improve operational coherence.
FUND DEVELOPMENT AND REVENUE
GROWTH STRATEGY
Emphasizing recreation as a major revenue
source, the report recommends adding
specialized staff to support a business-minded
approach for service expansion and revenue
optimization.
SHORT- AND LONG-TERM
STRUCTURAL CHANGES
Increase revenue over the next five to seven years
to fund phased staffing growth and targeted
role realignments. Prioritize adding recreation
supervisors, fund development positions, and
administrative support to expand programming
capacity, improve operational efficiency, and
establish clearer professional development
pathways.
4.1.3 Action Items
As the Department envisions its future,
organizational structure, strategy, and investment
action items should be considered.
4.1.4 Organizational Structure
▶ Invest in an organizational structure that meets
community needs
▶ Enhance customer service through division
function realignment
▶ Revise the organizational structure to support
employee professional growth
▶ Shift leadership’s span of control within best
practice ranges
▶ Execute the revenue plan’s staffing structure to
support revenue growth
▶ Strengthen Departmental support for
marketing, hiring and purchasing
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4.1.5 Strategy
▶ Create a succession plan
▶ Adopt and employ change management best
practices
▶ Develop a departmental strategic plan
▶ Tell the story of the Department as an essential
service
▶ Capitalize on the Department’s ability to
generate revenue as a pathway to providing
more community services
▶ Consider a citywide workflow analysis
and process mapping exercise to identify
strengthening opportunities
As citywide functions are reorganized, consider
strategic growth in other functional areas
4.1.6 Investment
▶ Budget for all operational needs with new
Capital Improvements Plan (CIP) projects
▶ Expand staff support to align with program
growth, and subsequent revenue growth
4.2 Recreation Program Analysis
4.2.1 Introduction
The Program Analysis provides a comprehensive evaluation of the Modesto Parks, Recreation, and Neighborhoods Department’s program offerings. It identifies key strengths, challenges, and opportunities, while also highlighting gaps in programming and areas for future consideration.
This report serves as a strategic tool to guide the Department’s continued growth and alignment with community needs. Below is a summary, and the full report was provided as a staff document and can also be found in Appendix 6.
THE ASSESSMENT WAS INFORMED BY BOTH
QUANTITATIVE AND QUALITATIVE DATA, INCLUDING:
• The Department’s published Activity Guide
• Participation data from Fiscal year 2024
(Fy2024)
• Revenue and expense reports
• Results from the Department’s community
needs assessment survey
In addition, internal staff listening sessions
and robust community engagement efforts
contributed valuable perspectives and feedback.
The integration of these insights with data
analysis provided a well-rounded understanding
of current program performance and community
expectations. This informed approach helps guide
data-driven recommendations for enhancing
and evolving the Department’s programs and
services.
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4.2.2 Summary of Program Analysis
The Department offers a broad and diverse range of programs that largely meet community needs, yet faces challenges in equity, capacity, and facility availability. This analysis highlights strengths in youth and special events programming, while identifying gaps in adult, teen, and adaptive recreation offerings, and recommends strategic investments for sustainable growth and inclusion.
COMPREHENSIVE PROGRAM PORTFOLIO: The
Department offers 73.3% of common program
categories, exceeding peer averages, with strong
youth, aquatics, and special event activities.
EQUITY GAPS IN SERVICE DISTRIBUTION:
youth programs dominate two-thirds of offerings
despite representing 27% of the population, while
adults (45% of population) receive only 10%, and
adaptive recreation is underdeveloped despite
high local disability rates.
STRONG OPERATIONAL PERFORMANCE WITH
CAPACITY LIMITS: The program cancellation
rate is a low 6%, indicating effective delivery, but
indoor facility shortages and staffing constraints
limit program expansion and year-round access.
SCHOLARSHIP PROGRAM SUCCESS AND
CHALLENGES: The “Leisure Bucks” fee assistance
program aids 300 families but faces funding
instability and administrative complexity, limiting
its reach and sustainability.
PROGRAM LIFE CYCLE IMBALANCE: Nearly 24%
of programs are in decline, above the national
benchmark, while only 5% are new introductions,
signaling a need for program innovation and
renewal.
EQUITY AND INCLUSION ASSESSMENT: The
Opportunities for All analysis shows strengths
in health and fairness but identifies weaknesses
in geographic access, scheduling flexibility,
and cultural relevance, requiring systemic
improvements.
PARTNERSHIPS AND FINANCIAL
STEWARDSHIP: Existing partnerships are stable
but underutilized for program expansion and
equity goals; the 2019 cost recovery plan remains
unimplemented, limiting financial sustainability.
RECOMMENDATIONS FOR GROWTH AND
EQUITY: Key actions include expanding adult,
teen, and adaptive programs; investing in new
indoor facilities and staff; enhancing scholarship
funding and processes; introducing trending
programs; improving equity practices; innovating
outreach; strengthening partnerships; and
implementing cost recovery strategies.
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4.2.3 Action Items
The assessment of the Department’s program menu and performance provides a comprehensive picture of both its strengths and its challenges. Overall, the Department delivers a diverse and well-managed portfolio of services that exceeds peer agency benchmarks, demonstrates strong community demand, and achieves consistently low cancellation rates. At the same time, the analysis highlights important gaps in equity, capacity, and program balance, particularly in adult, teen, and adaptive offerings, as well as in geographic access and facility availability. These findings point to opportunities for renewal and innovation in the program portfolio, strategic investments in facilities and staffing, and structural enhancements to strengthen equity and inclusion. The following recommendations summarize the most critical insights from this analysis and outline actionable steps to guide the Department toward a more balanced, equitable, and sustainable future. ▶ Expand Adult, Teen, and Adaptive
Offerings: Prioritize program growth for
underrepresented groups, including adults,
teens, and residents with disabilities, to help
ensure more balanced and equitable service
delivery.
▶ Invest in Indoor Facilities and Staffing:
Conduct a feasibility study for a new multigenerational community center and realign staffing to meet current and future demand.
A short-term priority should be to enhance
staffing level within aquatics and reorganize
the middle management team.
▶ Strengthen Scholarship Program
Sustainability: Establish a supporting
foundation, diversify funding sources, and
streamline the application process to maximize
reach and equity impact.
▶ Introduce and Reposition Programs:
Develop new, trending offerings (e.g., e-sports,
STEM/STEAM, martial arts) while systematically
phasing out or repositioning programs in
decline.
▶ Advance Equity Practices: Address
gaps identified in the Opportunities for All
(OFA) assessment by improving geographic
distribution of programs, offering more flexible
scheduling, expanding culturally relevant
content, and ensuring equitable registration
practices (multilingual materials, staggered
sign-up windows).
▶ Enhance Communication and Outreach:
Build on recent social media growth and
leverage the Activity Guide while continuing
to innovate outreach strategies to engage
underserved populations and new market
segments.
▶ Strengthen and Expand Partnerships:
Formalize partnerships with schools, nonprofit
organizations, health providers, and cultural
institutions to increase access to facilities,
diversify program offerings, and amplify equityfocused outcomes. A short-term example would be to revisit possible partnership
opportunities with groups using the Mary
Grogan Soccer Complex.
▶ Enhance Financial Responsibility: Fully
implement the 2019 cost recovery plan to
establish consistent pricing strategies, help
ensure equitable subsidies for essential
programs, and align financial practices with
community values and sustainability goals.
▶ Leverage Accurate Data: Enhance staff
training and establish consistent quality control
practices to help ensure reliable participation
and financial information. Fully utilize the
PerfectMind registration software to capture,
track, and analyze data, transforming it into
actionable insights that strengthen decisionmaking, improve financial stewardship, and guide equitable program investments.
▶ Sunset under-utilized programs: Replace
with new, trending, and creative programs.
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4.3 Park Maintenance and Operations Assessment
4.3.1 Introduction
As part of the Parks and Recreation Master Plan, BerryDunn conducted a parks maintenance assessment and analysis. The objective of study was to recommend maintenance services necessary to restore park assets to fully operational status. This assessment and analysis will serve as a critical step in the project, which will ultimately become a guide for strategic decision-making for the City. The goal of the study is to enhance the overall functionality and quality of the City’s park maintenance. The full report can be found as Appendix 5.
4.3.2 Summary of the Park Maintenance and Operations Analysis The full report evaluates the Department’s park maintenance operations and provides recommendations for restoring and enhancing park assets and services. It aims to guide strategic decision-making in improving the quality and functionality of the City’s parks through a comprehensive analysis of staffing, maintenance tasks, and infrastructure needs. ▶ ASSESSMENT SCOPE AND PROCESS:
BerryDunn conducted a high-level analysis
in early 2025 involving site inspections, staff
interviews, SWOT analysis, and documentation
review to evaluate park maintenance across
over 75 parks and related facilities. The
assessment is intended to support the City’s
Master Plan.
▶ MAINTENANCE TASKS AND STAFFING
ANALYSIS: The study detailed various
maintenance activities such as inspections,
landscaping, equipment upkeep, and special
event support. It analyzed full-time equivalent
(FTE) staffing needs based on task frequency,
time, and costs, revealing a shortfall with
only 36 budgeted FTEs. In order to meet
industry standards, the department should
systematically increase staffing levels to meet
community needs and workloads.
▶ KEY FINDINGS ON MAINTENANCE QUALITY:
Parks generally meet service needs but do
not follow industry best practices due to
insufficient staff, time, and resources. Turf and
landscaping conditions are often poor, and
many amenities require repair. Positive aspects
include efficient staff deployment, prioritization
of safety and customer service, good training,
and teamwork.
▶ STAFFING IMPROVEMENT OPPORTUNITIES:
By increasing revenues to support additional
staff, recommendations include requesting
funding for additional staff, documenting
institutional knowledge, improving
communication, refining position descriptions,
enhancing recruitment and retention,
allowing more training time, and developing
succession plans.
▶ INFRASTRUCTURE AND EQUIPMENT
UPGRADES: The report advises increasing
Capital Improvement Plan budgets to repair
and upgrade parks, amenities, and facilities,
considering contracting for rehabilitation
projects, investing in additional equipment like
battery-powered tools, and improving signage
and park entry aesthetics.
▶ OPERATIONAL ENHANCEMENTS: Suggestions
include using digital communication boards
for staff, enhancing contractor performance
supervision, setting consistent maintenance
standards, and ensuring maintenance staff
involvement in park design to address
operational needs.
▶ ADDRESSING HOMELESSNESS IN PARKS:
The report outlines multi-faceted strategies
to help prevent homeless encampments,
including regular patrols, environmental
design to discourage camping, effective
waste management, clear signage, temporary
barriers, and amenities promoting positive
park use.
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▶ COLLABORATIONS AND TECHNOLOGY
USE: Recommendations include partnering
with homeless outreach organizations,
using surveillance cameras and GIS
tracking for maintenance, and working with
law enforcement to enforce regulations
compassionately while connecting individuals
to services.
▶ COMPREHENSIVE APPROACH TO
HOMELESSNESS: The report emphasizes that
addressing homelessness in parks requires
a broader, systemic approach involving
access to services, supportive environments,
affordable housing initiatives, and community
engagement.
▶ OVERALL RECOMMENDATION: Increase
park maintenance staff and continue funding
critical repairs to improve park conditions
and operations, ensuring a sustainable and
functional park system for the community.
4.3.3 Overall, Park Maintenance
KEY OBSERVATION:
• Operations do not follow industry best
practices when performing park related
maintenance tasks. There is not enough
dedicated staff, time, resources.
• Parks do not appear to be well maintained.
Turf areas are in poor condition, and many
amenities are broken or in poor condition.
• Landscaping does not appear to be well
maintained; many areas show the effects of
age and wear.
POSITIVE:
• Morning staff huddles are efficient; staff deploy
within 15 minutes of clocking in.
• Safety of participants and staff is a priority.
• Customer service is a priority.
• Staff are well trained.
• Different classifications are used for different
job positions.
• Proper supervision of staff is evident.
• The crew leader works alongside other crew
members.
• Staff have regular routines that seem to work
well.
• Commitment to improvement is
demonstrated.
• Staff demonstrate good teamwork.
• Staff indicate they have inappropriate
equipment and tools as well as inappropriate
clothing and gear.
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4.3.4 Recommendations: Opportunities for Improvement
▶ Staffing
▷ Develop a succession plan for parks
maintenance operations.
▷ Collect and document the institutional
knowledge and experience of the City’s
long-tenured employees to prepare for staff
turnover.
▷ Improve communication up and down the
organization.
▷ Consider adding PPT permanent part-time
staff for weekends.
▷ Share operational successes and challenges
from each park’s maintenance crew.
▷ Hold consistent onboarding and training
for staff to allow parks maintenance and
operations training and sharing of staff
across work groups when needed.
▷ Improve staff recruitment and retention
practices.
▷ Allow more time for training and crosstraining of staff. ▷ Additional support staff funded from
increasing revenues.
▶ Develop an improved repair and replacement
system to address infrastructure conditions.
▶ Increase CIP budgets to upgrade and repair
parks, aquatics, amenities, and facilities.
Consider contracting to rehabilitate a park,
including turf areas, then return maintenance
to park staff.
▶ Encourage supervisors and leadership staff to
visit parks more often and be visible to staff.
▶ Using specialized restrooms with access
control/locks for after-hour security like Throne
Restrooms.
▶ When designing new parks/amenities,
account for operations and maintenance
needs (staffing, equipment, funding). Invest in
infrastructure updates.
▶ Staff indicate a desire to have input when
designing parks regarding types of plants to
include and not include based on required
maintenance.
▶ Supervise the consistency of contractor
performance.
▶ Address issue about homelessness.
▶ Expand funding for critical and ongoing repair
needs.
▶ Set consistent expectations for operations
and maintenance standards for all parks
maintenance work groups.
▶ Develop consistent standards for equipment
storage and maintenance operations.
▶ Upgrade infrastructure (e.g., walkways,
structures, landscape and turf, restrooms,
irrigation).
▶ Overtime increase Park Maintenance staff for
physical park maintenance to 49.09 FTEs.
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4.4 Financial Analysis
4.4.1 Introduction
As part of the Parks and Recreation Master Plan, BerryDunn completed a financial assessment of the Department. This analysis covers how the Department is financed, how it spends and generates money, and how much of its operations are supported by fees versus tax subsidy.
DEPARTMENT OPERATIONS ARE SUPPORTED BY THREE OPERATING FUNDS:
GENERAL FUND: Core community services
including parks operations and maintenance,
recreation programs, cultural services, John
Thurman Field, the City’s contribution to the
TRRP, and departmental administration.
GOLF FUND: Enterprise operations for Dryden
Park and Creekside Golf Courses.
MEASURE H FUND: Funds the four Park
Operations staff and deferred and preventive
maintenance and repairs annually.
Figure 19. Measure H Fund
This assessment analyzed operating revenues and expenditures for Fy 2022 through Fy 2024 actuals, and the Fy 2025 adopted budget. Cost recovery was calculated at both the department and fund levels, with trends examined across the four-year period to identify key drivers of revenues and expenditures. Modesto’s departmentwide cost recovery was benchmarked against quartile data from the NRPA for agencies serving populations between 100,000 and 250,000. Capital projects were excluded from this analysis to provide a clear view of the ongoing cost of service delivery. The full report can be found as Appendix 7.
4.4.2 Summary of the Financial Analysis
The Department underwent a financial assessment covering fiscal years 2022 to 2025 to evaluate its revenue sources, expenditures, and cost recovery across three main funds: the General Fund, Community Center Operations Fund, and Golf Fund. This analysis highlights the Department’s financial performance, cost recovery trends, and benchmarking against national standards, offering insights for future fiscal sustainability and operational planning.
▶ DIVERSE REVENUE STREAMS LED BY
RECREATION AND GOLF: Recreation activities,
including Mary Grogan Soccer Complex and
after school programs, generated the largest
share of General Fund revenues, while golf
operations contributed nearly half of total
Department revenues.
▶ RAPID GROWTH IN AFTER SCHOOL
PROGRAMS: Both revenues and expenditures
for after school programs more than doubled
between Fy 2022 and Fy 2025, marking them
as significant contributors to cost recovery and
service expansion.
▶ GOLF FUNDS DRIVE HIGH, COST RECOVERY:
The Golf Fund consistently covered over 70% of
its costs through revenues, reaching nearly 95%
cost recovery in Fy 2025, substantially reducing
subsidy needs.
▶ EXPENDITURE CONCENTRATION IN PARK
OPERATIONS AND RECREATION: Park
operations accounted for over half of General
Fund spending and increased steadily,
alongside significant rises in recreation
expenses, especially youth and facility
programs.
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▶ STABLE OVERALL COST RECOVERY WAS
AROUND ONE-THIRD: Combined cost recovery
across all funds remained steady between
34% and 38%, reflecting balanced growth in
revenues alongside increased expenditures.
▶ GENERAL FUND COST RECOVERY REFLECTS
SUBSIDY POLICY: The General Fund
maintained cost recovery between 20% and
23%, consistent with the City’s goal to subsidize
core community services while generating
meaningful earned income.
▶ PERFORMANCE EXCEEDS NATIONAL
BENCHMARKS: Modesto’s 36.25%
departmentwide cost recovery surpasses the
national median for similar-sized agencies,
indicating effective revenue generation
balanced with community accessibility.
4.2.3 Action Items
The financial analysis highlights several opportunities for the City of Modesto to strengthen the fiscal sustainability of the Department while maintaining its commitment to equitable access and community benefit. The recommendations below build on the trends observed in revenues, expenditures, and cost recovery from Fy 2022 through Fy 2025. ▶ CONDUCT A PROGRAM-LEVEL COST
RECOVERY STUDY: Undertake a detailed
review of revenues and expenditures at
the program and facility level to establish a
baseline for cost recovery by service category
(e.g., golf, recreation programs, rentals, youth
services, cultural facilities). Use this data to
define tiered cost recovery expectations
aligned with Modesto’s policy goals, balancing
financial performance with the community
benefit delivered by each service.
▶ STRENGTHEN FINANCIAL MANAGEMENT
TOOLS AND REPORTING: Continue building
multiyear histories of program revenues and
expenses to improve forecasting accuracy.
Develop simple dashboards to monitor
contribution margin and breakeven points,
enabling staff to make informed decisions on
pricing, scheduling, and staffing throughout
the year.
▶ MAXIMIZE USE OF ENTERPRISE FUNDS AND
COST RECOVERY OPPORTUNITIES: Maintain
the strong performance of the Golf Fund by
monitoring contract terms, optimizing rounds
played, and exploring additional revenue
sources such as tournaments and special
events. Apply similar enterprise principles to
the Community Center Operations Fund to
continue offsetting costs through rentals and
technical services.
▶ PLAN PROACTIVELY FOR OPERATING
IMPACTS OF CAPITAL PROJECTS: As Modesto
continues to invest in facilities, parks, and
infrastructure, systematically document the
projected staffing, maintenance, and utility
costs associated with each project. Incorporate
these ongoing costs into the City’s long-range
budget forecast to help ensure that new
investments are sustainable over time.
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SECTION5 5.0 Parks Assessment
5.1 Introduction
The Department manages a wide-ranging system that provides diverse recreational opportunities in California’s Central valley. The purpose of this park inventory and level of service analysis is to assess how the parks and facilities in Modesto currently meet the needs of the community.
This analysis provides a baseline for assessing current service levels and informing future investments. Combined with community feedback, it will help pinpoint service gaps and identify opportunities for improvement.
The map below provides a system inventory map that shows the relative size and distribution of existing parks and recreation facilities in Modesto.
The inventory and planning area is focused on City park properties and includes 77 park facilities encompassing 1,124.16 acres. The system serves a population of approximately 218,448 residents and represents one of the most comprehensive municipal park systems in the Central valley region.
The full report can be found as Appendix 8.
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Figure 20. Parks and Recreation System Map
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5.2 Inventory and Assessment Summary
The Department maintains a variety of amenities across its park system. Each City-maintained amenity was assessed based on condition, size, site capacity, and overall quality through thorough field evaluations conducted in early 2025.
BerryDunn performed an on-sight inventory and created an overview of each facility, including sitespecific scorecards and inventory maps. These were presented to Modesto parks and recreation staff in the form of an atlas for approval before proceeding with further analysis.
Modesto’s park system offers extensive recreational opportunities across 77 parks totaling over 1,124 acres, serving approximately 218,448 residents. The system includes neighborhood, community, and regional parks with diverse amenities evaluated for quality and accessibility to guide future improvements.
COMPREHENSIVE PARK INVENTORY: The
system encompasses 77 parks classified as
neighborhood, community, and regional, with a
total area of 1,124.2 acres serving the Central valley
region.
AMENITY QUALITY ASSESSMENT: Of 301
outdoor amenities assessed, 80.3% meet or
exceed expectations, though 63 require attention,
particularly playgrounds and spray pads.
PARK CONDITION RATINGS: Parks were rated
Good, Fair, or Poor based on amenities and user
experience factors; many neighborhood parks
show areas for improvement.
LEVEL OF SERVICE BENCHMARKING: Modesto
provides about 5.15 acres of municipal parkland
per 1,000 residents, slightly below NRPA median
benchmarks but meets or exceeds standards in 8
of 10 facility categories.
FACILITY GAPS IDENTIFIED: Statistical shortfalls
exist in diamond fields and dog parks, with
recommendations for four additional diamond
fields and two dog parks pending community
validation. Playgrounds and park restrooms
present known improvement opportunities that
the City is actively addressing through systematic
upgrade programs.
WALKABILITY AND ACCESS: Approximately 86%
of residents have walkable (10-minute) access to
parks; however, 34 gap areas affect about 29,000
residents, highlighting priority zones for improved
access.
STRATEGIC TRAIL NETWORK DEVELOPMENT:
Trails anchored by TRRP could enhance
connectivity, bridge access gaps, and extend
recreational corridors regionally.
INVESTMENT PRIORITIES: Focus areas include
trail infrastructure to connect parks and
underserved neighborhoods, targeted upgrades
to aging facilities, and potential expansion of
specialized amenities to maintain system-wide
quality.
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5.2.1 Park Assessment Key Findings
Based on the full inventory and analysis of Modesto’s parks and recreation system, several key findings emerge:
• Strong Specialized Recreation Offerings:
The system excels in providing tennis courts,
pickleball facilities, and aquatic amenities,
with spray pads meeting community demand
effectively. Modesto meets or exceeds
NRPA benchmarks in seven out of 10 facility
categories, demonstrating exceptional systemwide performance. • Regional Recreation Leadership: Large
regional parks like TRRP provide unique
recreational opportunities that serve the
broader Central valley community. The
development of comprehensive trail networks
connecting these regional assets would
significantly enhance their accessibility and
community impact, creating recreational
corridors that extend Modesto’s service area
beyond traditional park boundaries.
• Quality Infrastructure with Targeted
Enhancement Opportunities: 80.3% of
amenities meet or exceed expectations,
though specific facilities require attention
to maintain system-wide standards.
Playgrounds and park restrooms present
known improvement opportunities that the
City is actively addressing through systematic
upgrade programs.
• Strategic Facility Development Priorities:
When compared to national benchmarks,
potential expansion opportunities exist in
diamond fields (four additional facilities)
and dog parks (two additional facilities),
though these gaps require validation through
community engagement to help ensure
alignment with resident priorities and
recreational preferences.
• Geographic Access Optimization: Analysis
reveals 24 gap areas affecting approximately
22,500 residents who lack 10-minute walkable
access to parks. Trail development represents
a particularly cost-effective solution for
addressing many of these gaps, as strategic
trail connections can link underserved
neighborhoods to existing parks while creating
linear recreational corridors that serve multiple
communities simultaneously.
• Trail Network and Connectivity: Anchored
by the TRRP, future trail corridors along the
river and other waterways could create multimile routes linking Modesto to broader Central valley systems. Existing access points at parks
like Dry Creek, Kewin, and Gateway Parcel
form the basis of this network. Expanding
these trails could bridge walkable access gaps
for residents, support active transportation,
and promote environmental and wildlife
connectivity across the region.
• Strategic Investment: The combination
of strong regional facilities and targeted
neighborhood gaps provides a clear
framework for future investment
priorities. Trail infrastructure may be prioritized
as a system connector, linking regional parks,
neighborhood facilities, and underserved
areas while providing recreational value as
destination amenities themselves.
This analysis demonstrates that Modesto operates
a parks and recreation system that provides
extensive regional recreational opportunities
while maintaining clear opportunities for strategic
enhancement. The strategic development of trail
networks, combined with targeted neighborhood
improvements and specialized facility expansion,
positions Modesto to strengthen its role as a
Central valley recreation leader while ensuring
equitable access across all community segments.
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SECTION6 6.0 Where We Go from
Here—Goals, Objectives,
Recommendations and
Action Table
Residents and community leaders are increasingly recognizing that parks and recreation facilities, programs, and services are essential to creating and maintaining communities where people want to live, work, play, socialize, recreate, learn, and visit. These amenities should be investments in the long-term vitality and economic sustainability of any active and desirable community. Modesto is committed to providing comprehensive, high-quality parks, trails, programs, facilities, and services to the community. The following section outlines the complete list of recommendations and action plans that will position the City toward the future of maintaining and improving the quality of life for its residents and visitors.
6.1 Recommendations
The following recommendations
are made based on the entirety
of the master plan process which
included staff, stakeholders, and
members of the community.
The public was given many
opportunities to participate
through focus groups, stakeholder
meetings, public meetings and
workshops, intercepts at special
events, an invitation and open link
survey, and an interactive website
(Social Pinpoint). The process also
included in-depth assessment
and analysis of the Department’s
organizational structure and roles,
operations and maintenance,
recreation program delivery,
financial assessment, inventory
and level of service analysis, and
benchmarking and trends analysis.
Final reports were provided as staff
documents, and summaries are
included in Sections 4 and 5 earlier
in this Master Plan.
This section describes ways to
enhance the level of service—and
subsequently Modesto’s quality
of life—with improvements to
parks, services, facilities, amenities,
customer service, programming
and service delivery, organizational
efficiencies, and increased financial
opportunities.
THE FOLLOWING GOALS WERE
IDENTIFIED FOR THE CITY TO
FOCUS ON:
1. Invest in current infrastructure
and address aging facilities.
2. Improve and enhance
programming and service
delivery.
3. Improve organizational
efficiencies.
4. Reduce Operational Subsidy
and Expand Capital Funding.
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GOAL 1: Invest in current infrastructure and
address aging facilities.
Modesto’s park system offers extensive recreational opportunities across 77 parks totaling over 1,124 acres, serving approximately 218,448 residents. The system includes neighborhood, community, and regional parks with diverse amenities evaluated for quality and accessibility to guide future improvements.
▶ Objective 1.1: Maintain and upgrade existing
facilities, parks, trails, river access, and open
spaces.
Maintenance of facilities and amenities should
remain a top priority. The Department should
continue to monitor the condition of existing
parks, trails and pathways, amenities, and
facilities, as residents have identified these
resources as highly important to the quality of life
in Modesto. Consider adding staff and resources
to provide continuous maintenance of these
areas. Monitor maintenance staffing and add
seasonal staff as needed to meet current demand
for services. Continue regular inspections of
all facilities, parks, trails, river access, and open
spaces. Inspect all facilities at a minimum of
twice a year.
Maintenance projects and annual maintenance
needs should be funded on a regular schedule
based on the Department’s current inventory
and condition assessment, as well as the
Inventory Atlas and Amenity Quality Assessment
from the 2025 Master Plan. Priorities for future
maintenance projects for these areas should
continue to be developed and reviewed regularly.
▶ Objective 1.2: Renovate and replace outdated
or failing facilities, amenities, parks, trails, river
access, and open spaces.
A large majority (93%) of respondents to a Social
Pinpoint survey consider local parks, recreation,
and trails important to their households,
reflecting widespread community interest
in these amenities. Additionally, feedback
highlighted the importance of updating existing
amenities, addressing safety and cleanliness,
and supporting collaborative projects like the
Enslen Park playground renovation. Of 301
outdoor amenities assessed, 80.3% meet or
exceed expectations, while 63 amenities require
attention, particularly playgrounds and spray
pads. The City needs to continue to replace aging
and outdated playgrounds; renovate outdated
sports fields and court surfaces; upgrade or
replace existing restroom facilities; and address
the inconsistency and aging signage in parks,
trails, and open spaces. Restrooms were a top
priority for both focus group participants and
survey respondents. All future individual park
master plans should include permanent restroom
facilities or upgrades.
▶ Objective 1.3: Upgrade comfort, convenience,
and customer service amenities to existing
facilities.
A top priority from public engagement and the
community survey was the need to address ADA
accessibility to parks, playgrounds, amenities,
and facilities. As renovations and upgrades occur,
continue to make accessibility a top priority and
address non-compliant conditions identified
in the inventory and condition assessment.
Additionally, as the Department upgrades and
improves existing facilities, it should explore
opportunities to add restrooms, security lighting,
storage, and other amenities. Also continue to
look for opportunities to add public art in parks
and at facilities.
▶ Objective 1.4: Maintain existing Level
of Service goal.
The City’s general plan calls for the combined
allocation (both Neighborhood and Community
Park) of parkland on a per capita basis at 3 acres
per 1,000 population. (1 acre per 1,000 population
for Neighborhood Parks, and 2 acres per 1,000
population for Community Parks). Modesto
currently provides about 5.15 acres of municipal
parkland per 1,000 population, slightly below
NRPA median benchmarks but exceeds the
general plan standard by 2.1 acres per 1,000
population. The park system currently meets
or exceeds NRPA standards in 8 of 10 facility
categories.
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▶ Objective 1.5: Maintain existing quality
standards for facilities and amenities.
The public strongly emphasized the need to
maintain and enhance existing facilities. The
Department should continue to improve and
upgrade existing facilities and amenities, with
an emphasis on playgrounds and restrooms.
Additional funding is needed to maintain and
implement the Deferred Maintenance and Life
Cycle Replacement programs.
▶ Objective 1.6: Continue to be good stewards
of the natural environment.
As development and redevelopment continue
to occur in the City, take steps to obtain and
preserve open space for the future and to help
maintain the City’s unique features. Continue to
employ best practices to reduce environmental
impacts and create a sustainable system of parks,
trails, rivers, and facilities.
▶ Objective 1.7: Explore opportunities to add
trails for walking and bicycling.
Trails are a high priority for the community.
Additionally trails and connectivity can help
to connect portions of the community that
are outside the 10-minute walk measurement.
Community members identified walking and
biking connectivity as a high priority during
the engagement process. Based on trends and
demand, the City should look for opportunities
to develop, expand and connect to existing
bicycle paths and walking trails to connect parks
to one another and to neighborhoods to parks.
The Department should develop and maintain
a priority list for improving and adding internal
walking loops in existing parks. Continue to work
with and strengthen coordination with internal
departments to expand and connect paths and
walking trails.
▶ Objective 1.8: Develop additional outdoor
recreational facilities and amenities.
Continue to explore expansion of existing
facilities to meet demand and increase outdoor
programming opportunities: add shade
structures, add outdoor fitness gyms, add new or
replace playgrounds, splash pads, and all-wheels
parks to meet the needs identified in the master
planning process. Facilities and amenities should
be developed to help ensure everyone has safe
access to a recreation space within a 10-minute
walk from their residence.
A high priority for focus group participants, teens,
and survey respondents was access to outdoor
adventure sports. The Department should
further explore opportunities at existing parks
for adventure sports and outdoor activities such
as all-wheels parks, pump tracks, skate bowls
and parks, small-sided soccer/futsal, naturebased programs, and river sports to increase programming and attract new users.
When asked about new and additional facilities
and amenities, focus group participants and
survey respondents rated as high priorities new
and upgraded playgrounds, adult fitness and
wellness, and dog parks.
▶ Objective 1.9: Develop new amenities at
existing parks based on Level of Service
analysis.
Demand for usage of parks, waterways, trails,
and athletic facilities continues to grow; the
Department should look for opportunities to
add new amenities to enhance the experiences
of users. Additionally, based on the Facilities
Assessment, the Department should seek
opportunities to add new features to existing
parks where the level of service falls below the
desired threshold.
▶ Objective 1.10: Add indoor recreation space.
Based on feedback from survey and focus group
participants, a priority of the community is a
desire for additional indoor recreation space.
The Department should continue to explore
opportunities to renovate or add additional indoor
recreation space either through partnerships,
purchase of an existing facility, or construction
of a new facility. The community has identified
the need and desire for an indoor multipurpose
recreation facility with gymnasiums, fitness and
weight areas, class and meetings spaces, and
wellness/yoga spaces. The typical facility size to
house these functions would be 40,000 to 60,000
square feet.
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▶ Objective 1.11: Address current and future
needs for athletic fields.
As demand warrants, explore opportunities
to add rectangle and diamond fields. To help
increase field time, add sports field lighting to
new facilities and improve the lighting at existing
facilities where appropriate. Statistical shortfalls
exist in diamond fields, with recommendations
for four additional diamond fields pending
community validation.
▶ Objective 1.12: Monitor ADA access to parks,
trails, waterways, and facilities.
The Department should continue to work to
make its programs and services accessible to all
people of all abilities. Ongoing self-evaluation of
ADA standards must be a high priority for the
Department, especially in terms of access. Focus
groups participants and survey respondents
indicated the need for accessible playgrounds.
GOAL 2: Improve and enhance programming
and service delivery.
The Department offers a broad and diverse range
of programs that largely meet community needs,
yet faces challenges in equity, capacity, and
facility availability. The Department offers 73.3%
of common program categories, exceeding peer
averages, with strong youth, aquatics, and special
event activities. youth programs dominate twothirds of offerings despite representing 27% of the population, while adults (45% of population)
receive only 10%, and adaptive recreation is
underdeveloped despite high local disability rates.
▶ Objective 2.1: Enhance special event
programming.
Focus groups and survey respondents
identified expanded opportunities to attend
and enhanced special event programming as
a priority. The Department should continue to
work with neighborhoods, cultural organizations,
and other service providers to explore new
community and cultural events, possibly
themed by the community or season of the
year. The Department should continue to look
for opportunities to expand events and activities
based on the demands and trends of the
community demographics.
▶ Objective 2.2: Utilize technology to improve
customer service and efficiency.
The Department should continue to use a
mixed-method approach to communicating
with the public about programs, services, and
opportunities. This can include social media, the
Department website, and mobile marketing. A
majority of the public engagement participants
were unaware of the Leisure Bucks Scholarship
Program, though over half are familiar with the
Seasonal Activity Guide.
▶ Objective 2.3: Continue to grow programs
and services accessible to citizens of all abilities.
The Department should continue to evaluate
current offerings for people with special needs.
As opportunities arise and facilities become
available, consider additional adaptive and
accessible programs. Annually review the number
of programs and distribution of programs
for the special needs population and look for
opportunities to increase and/or more equitably
distribute programs and services.
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▶ Objective 2.4: Continue to address
recreational programming and activity needs
of the community.
The Department should continue to look for
opportunities to expand indoor recreational
programs and activities. The community would
like to see additional programs for tweens, teens,
people with special needs, and seniors. Fitness
and wellness programming and services were
another top priority from the public engagement
process. Look for opportunities to install outdoor
fitness equipment to help meet demand.
As new programs are developed, continue to
monitor recreational trends to stay current
with programming and demand. As popularity
in program offerings and activities increases,
continue to look for opportunities to expand
programs around working hours and commuting
schedules. Continue to monitor participation
and demand for family-centered recreational
programs and adjust to meet the needs of
the community. Additional priorities included
increased focus on outdoor recreation, fitness and
wellness, and youth athletics, while wishing to
maintain current levels of pickleball and cultural
programming.
GOAL 3: Continue to improve organizational efficiencies.
The City of Modesto’s Parks, Recreation, and
Neighborhoods Department underwent a
comprehensive organizational assessment to
evaluate its structure, staffing, culture, and
processes, aiming to identify opportunities for
improvement and strategic growth.
▶ Objective 3.1: Implement structural change
for more efficient operations.
The Department currently consists of four
divisions with a long-standing vacancy in the
Administration and Facilities Manager role,
leading to leadership instability and operational
challenges. An organizational structure change
should not cause significant disruption; therefore,
the changes recommended are incremental
shifts that build upon and grow what is already
institutionalized. Recognizing that requesting
many new full-time positions is not realistic or
feasible, building the system incrementally with a
few new positions added each year over a five-toseven-year time frame should occur. ▶ Objective 3.2: Develop a strategic direction
for the Department.
After the City releases the next (2026-2030)
strategic plan, the Department should conduct
its own internal strategy planning workshops to
define how the Department will carry out the
citywide plan and develop its own inward focus.
▶ Objective 3.3 – Staff appropriately to meet
current demand and maintain established
quality of service.
As parks, facilities, amenities, and services are
developed, and existing parks, river access, trails,
and facility upgrades are implemented, it is
important to work to ensure that staffing levels
are adequate to maintain current performance
standards. The intensity of maintenance practices
required for upgraded facilities and amenities
requires additional manpower to be focused
in this area. This would indicate the need for
additional resources and new maintenance
positions within the Department.
To help ensure high skill level and up-to-date
competencies of current and future staff, update
job descriptions, duties, and training curriculums
to include advancements in the industry. Work to
ensure that staff have adequate and appropriate
tools to perform their jobs. Continue to assess
the advantages and disadvantages of using
contractual services for part-time, seasonal,
and instructional positions. Review the current
volunteer program and look for additional
opportunities to engage volunteers. Work to
ensure proper training accompanies all volunteer
positions.
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▶ Objective 3.4: Proactively address
homelessness in parks.
The Park Maintenance Operations Analysis report
outlines multi-faceted strategies to address
and discourage homeless encampments,
including regular patrols, environmental
design to discourage camping, effective waste
management, clear signage, temporary barriers,
and amenities promoting positive park use.
The Department cannot address this alone,
and should therefore collaborate with local
shelters or non-profits to help direct individuals
who need shelter to appropriate, temporary
accommodations. Additionally, work with local
outreach groups to work to ensure that homeless
individuals in the parks are connected to the
appropriate resources, such as shelter, food, or
healthcare.
▶ Objective 3.5: Maintain and keep current the
Department SOP and Policies.
The Department should regularly review and
update all departmental policies, procedures, and
processes. The Department should engage staff
in the review process, and where appropriate,
include user and staff surveys and feedback.
Since the Department is governed by City code
and internal standards of operations and policies,
the Department should continue to review the
City code chapter for Parks and Recreation every
five years and recommend updates as needed.
▶ Objective 3.6: Increase appropriate
partnerships within the community.
The Department currently partners with a
number of groups and agencies to provide
programs and activities for the community.
Continue to review partnership agreements
and work with the School District and other
community partners to increase access to
facilities, amenities, programs, and services.
GOAL 4: Reduce operational subsidy and expand
capital funding.
The Department underwent a financial
assessment covering fiscal years 2022 to 2025
to evaluate its revenue sources, expenditures,
and cost recovery across three main funds: the
General Fund, Community Center Operations
Fund, and Golf Fund. The analysis highlighted
the Department’s financial performance, cost
recovery trends, and benchmarking against
national standards, offering insights into future
fiscal sustainability and operational planning.
▶ Objective 4.1: Continue current cost recovery
and revenue generation practices.
The Department currently has a cost recovery
policy and procedure in place. The Department
should review the policy and percentage levels
regularly to help ensure they are meeting the
desired goals. Analyzing cost recovery provides an
important look at how much of the Department’s
core operations are supported by user-generated
revenues versus the City’s general subsidy. The
General Fund is designed to support community
benefit activities, many of which are not expected
to be self-sustaining, such as open park access,
maintenance, and certain recreation and senior
services.
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▶ Objective 4.2: Explore additional funding
through the pursuit of grants and other means.
The Department currently takes advantage of
grant opportunities available for programming
and facility improvements, continue to pursue
any and all grant opportunities at the federal,
state, regional, and local levels. The Department
should consider new grant opportunities available
for programming and parks, trails, river access,
and facility improvements.
The Department does receive annual funding
from Measure H for both ongoing maintenance
and capital improvements, for Fy 2025-26 the
amount is $2,527,361. The funding is part of the
City’s broader use of Measure H for public services
including parks, public safety, homelessness and
deferred maintenance.
▶ Objective 4.3: Partner with other service
providers, when possible, to develop programs,
services, and facilities to meet demand and
growing trends.
The Department currently partners with
many organizations to provide recreational
opportunities for the community and visitors. As
popularity of parks, trails, river access, program
offerings, and activities increase, continue to look
for opportunities to expand programs, services,
and amenities while working with other service
providers within the community and region.
Continue to formalize these agreements in
writing.
▶ Objective 4.4: Increase City budget, revenue
and staffing dedicated to maintenance and
operations.
Maintenance, upkeep, improvements to existing
parks and facilities, and increased programming
were all identified as priorities from the public
engagement process. Based on the organizational
assessment, operations and maintenance
assessments and recreation program assessment,
a major factor in addition to a backlog of deferred
maintenance is lack of staffing.
Additional staff are needed to meet the current
demand and increased need as facilities are
upgraded and new amenities added. Additionally,
staffing (64.75 FTEs) is significantly lower than
comparable communities, with fluctuating
FTE allocations and uneven spans of control
among division managers. Finally, nearly 25% of
Department full-time employees are retirement
eligible, underscoring the need for formal
succession plans to retain institutional knowledge
and promote internal leadership development.
6.2 Action Plan and Time Frame
The following goals, objectives, and action items
for the recommendations are drawn from the
public input, inventory, level of service analysis,
findings feedback, and all of the information
gathered during the master update planning
process. The primary focus is maintaining,
sustaining, and improving Modesto parks, river
access, trails, facilities, programs, and services.
Funding availability, staff buy-in, and political and
community support will play significant roles in
future planning efforts.
TIME FRAME TO COMPLETE IS DESIGNATED AS:
Short-term (up to 3 years)
Mid-term (4–6 years)
Long-term (7–10 years)
Ongoing (occurs on a continuous basis)
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Table 7. Goal 1: Invest in Current Infrastructure and Address Aging Facilities GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.1 Maintain and upgrade existing facilities, parks, trails, river access, and open spaces.
ACTIONS
1.1.A Continue to monitor the condition of existing parks, trails, river access, amenities, and facilities. Priorities for future maintenance projects for these areas should be developed and reviewed regularly.
1.1.B Prioritize the allocation of staffing resources to help ensure continuous maintenance of these areas. Add seasonal staff as needed to meet current and future demand for services.
1.1.C Develop a proactive, data-driven maintenance schedule for all park assets.
1.1.D Continue to replace aging and outdated playground equipment.
1.1.E Fund maintenance projects and annual maintenance needs on a regular schedule based on the priorities from the Master Plan. Priorities for future maintenance projects for these areas should continue to be developed and reviewed regularly.
▶ Objective 1.2: Renovate and replace outdated or failing facilities, amenities, parks, trails, river access, and open spaces.
ACTIONS
1.2.A Continue to update and create a plan to replace outdated playgrounds, renovate outdated sports fields, and sport court surfaces, upgrade, or replace existing restroom facilities, and address the inconsistency and aging signage in parks, trails, river access, and open spaces.
1.2.B As individual parks are being renovated, create individual master plans to guide renovations and capture community desires. Look for opportunities to infill new amenities in park designs.
Short-term Mid-term Long-term Ongoing
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GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.3: Upgrade comfort, convenience, and customer service amenities to existing facilities.
ACTIONS
1.3.A Continue to make accessibility a top priority and address noncompliant conditions, as renovations and upgrades occur. A top priority from public engagement, and the community survey was the need to address ADA accessibility to parks, playgrounds, amenities, and facilities.
1.3.B
Explore opportunities to add restrooms, security lighting, storage, and other amenities at existing parks and facilities, as these value-add features were high priorities in community feedback.
1.3.C Continue to look for opportunities to add public art as parks and facilities are upgraded and renovated,
▶ Objective 1.4 Maintain existing level of service goals. ACTIONS
1.4.A Continue with the General Plan’s LOS allocation of parkland on a per capita basis at 3 acres per 1,000 population. (1 acre per 1,000 population for Neighborhood Parks, and 2 acres per 1,000 population for Community Parks).
1.4.B Continue to monitor the LOS allocation as the population grows and develop or acquire additional land to maintain requirement.
1.4.C Consider updating the General Plan LOS allocation to better represent the current acres per 1,000 population of 5.15.
▶ Objective 1.5: Maintain existing quality standards for facilities and amenities. ACTIONS
1.5.A Continue to improve and upgrade existing facilities and amenities, with an emphasis on playgrounds and restrooms.
1.5.B Allocate additional funding to meet the needs to maintain and implement the Deferred Maintenance and Life Cycle Replacement programs.
Short-term Mid-term Long-term Ongoing
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GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.6: Continue to be good stewards of the natural environment.
ACTIONS
1.6.A Take steps to obtain and preserve open space for the future and to help maintain the City’s unique feature, as development and redevelopment continues to occur in the City.
3.3.B Continue to employ best practices to reduce environmental impacts and create a sustainable system.
▶ Objective 1.7: Explore opportunities to add trails for walking and bicycling.
ACTIONS
1.7.A Coordinate with the County and surrounding municipalities to connect to existing, develop or expand bicycle paths and walking trails to connect neighborhoods to parks, and parks to parks.
1.7.B Develop and maintain a priority list for improving and adding internal walking loops in existing parks.
1.7.C Strengthen coordination with internal departments to expand and connect bicycle paths and walking trails.
▶ Objective 1.8: Develop additional outdoor recreational facilities and amenities. ACTIONS
1.8.A Continue to explore investment in development and expansion of existing facilities to meet demand and increase outdoor programming opportunities.
1.7.B Develop facilities and amenities to help ensure all citizens have safe access to a recreation space within a 10-minute walk from their residence.
1.7.C Add adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks, futsal, nature-based programs, and river sports to increase programming and attract new users to existing parks.
1.7.D Add new and upgraded playgrounds, outdoor adult fitness and wellness equipment, and dog parks, to meet community priorities. ▶ Objective 1.9: Develop new amenities at existing parks based on LOS analysis.
1.9.A Seek opportunities to add new features to existing parks where the LOS falls below the desired threshold and to enhance the experience of users.
Short-term Mid-term Long-term Ongoing
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GOAL 1: Invest in current infrastructure and address
aging facilities
▶ Objective 1.10: Add indoor recreation
space.
ACTIONS
1.10.A Continue to explore opportunities to add additional indoor multipurpose recreation space—either through partnerships, purchase of an existing facility, or construction of a new facility—to fulfill community need.
1.10.B Seek opportunities to add an indoor multipurpose recreation facility with gymnasiums, fitness and weight areas, class and meeting spaces, and wellness/yoga spaces, that the community identified as a need and desire.
The typical facility size to house these functions would be 40,000 to 60,000 square feet.
▶ Objective 1.11: Address current and future needs for athletic fields. ACTIONS
1.11.A Explore opportunities to add rectangle and diamond fields as existing parks are renovated to meet increases in need and demand.
1.11.B Increase field time with the addition of sports field lighting to new facilities and improvements to the lighting at existing facilities where appropriate.
▶ Objective 1.12: Monitor ADA access to parks, trails, river access, and facilities. ACTIONS
1.12.A Continue to work to make programs and services accessible to all people of all abilities. Continued self-evaluation of ADA standards must be a high priority for the Department, especially in terms of access.
1.12.B Look for opportunities to add accessible playgrounds components, as playgrounds are replaced or upgraded.
Short-term Mid-term Long-term Ongoing
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Table 8. Goal 2: Improve and Enhance Programming and Service Delivery GOAL 2: Improve and enhance programming and service
delivery
▶ Objective 2.1: Enhance special event programming. ACTIONS
2.1.A Expand opportunities and enhance existing special event programming based on demand and trends in community demographics.
2.1.B Continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events. ▶ Objective 2.2: Utilize technology to improve customer service and efficiencies. ACTIONS
2.2.A Continue to use a mixed-method approach to communicating with the public about programs, services, and opportunities such as social media, the department website, and mobile marketing.
2.2.B Increase marketing and approach to the community to promote the Leisure Bucks Scholarship Program.
▶ Objective 2.3: Continue to grow programs and services accessible to citizens of all abilities.
ACTIONS
2.3.A Continue to evaluate current offerings for people with special needs.
As opportunities arise and facilities become available, consider additional adaptive and accessible programs.
2.3.B Review annually, the number of programs and distribution of programs for the special needs population and look for opportunities to increase and/or more equitably distribute programs and services. ▶ Objective 2.4: Continue to address recreational programming and activity needs of the community.
ACTIONS
2.4.A Continue to look for opportunities to expand indoor recreational programs and activities.
2.4.B Look for opportunities to increase programs for tweens, teens, people with special needs, and seniors.
2.4.C Install outdoor fitness equipment to help meet the community’s demand for fitness and wellness services.
2.4.D Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community.
2.4.E Continue to provide afterschool programming through the partnership with Modesto City Schools.
Short-term Mid-term Long-term Ongoing
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Table 9. Goal 3: Continue to Improve Organizational Efficiencies GOAL 3: Continue to improve organizational efficencies
▶ Objective 3.1.a: Implement structural change for more efficient operations. ACTIONS
3.1.A Shift to a three-division structure as outlined in the Departmental Organizational Assessment Report to foster functional alignment and allocate equitable administrative support for each division.
3.1.B Increase support for internal business services (fund development, human resources, and finance) and park maintenance.
3.1.C Meet fund development objectives by increasing programming staff and expanding cultural services with support positions for collections and programming.
3.1.D Create entry-level recreation “specialist” roles and additional recreation coordinator positions, supporting program growth and professional development opportunities.
▶ Objective 3.2: Develop a strategic direction for the Department.
3.2.A Conduct an internal strategic planning workshop following the adoption of the 2025-2030 Consolidated Plan and Annual Action Plan to define the Department’s role in its implementation.
▶ Objective 3.3: Staff appropriately to meet demand and maintain established quality of service.
ACTIONS
3.3.A Increase staffing levels as new facilities, amenities, and services are developed, and existing parks, river access, trails, and facility upgrades are implemented. Increases should occur in direct proportion to increases in workload to maintain current performance standards.
3.3.B Continue to evaluate programming and maintenance priorities based on community demand. Consider strategies to include contracting services, realigning existing staff, and/or gradually increasing staffing to meet expectations.
3.3.C Work to ensure high skill level and up-to-date competencies of current and future staff, update job descriptions, duties, and training curriculums to include advancements in the industry.
3.3.D Continue to assess the advantages and disadvantages of using contractual services for part-time, seasonal, and instructional positions.
Short-term Mid-term Long-term Ongoing
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GOAL 3: Continue to improve organizational efficencies
▶ Objective 3.4: Proactively address homelessness in parks. ACTIONS
3.4.A Implement the Park Maintenance Operations Analysis report’s multifaceted strategies to address and discourage homeless encampments.
3.4.B Work with local outreach groups to help ensure that homeless individuals in the parks are connected to the appropriate resources, such as shelter, food, or healthcare.
▶ Objective 3.5: Maintain and keep current the Department Standard Operation Procedures (SOP) and Policies.
ACTIONS
3.5.A Continue to review and update all departmental policies, procedures, and processes regularly.
3.5.B Engage staff in the Standards of Operations review process.
3.5.C Continue to review the City Code Chapter for parks and recreation every five years and recommend updates as needed.
▶ Objective 3.6: Increase potential partnerships within the community.
ACTIONS
3.6.A Build on existing partnerships.
3.6.B Continue to review partnership agreements and work with the School Division and other community partners to increase access to facilities, amenities, programs, and services.
Short-term Mid-term Long-term Ongoing
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Table 10. Goal 4: Reduce Operational Subsidy and Expand Capital Funding GOAL 4: Reduce operational subsidy and expand
capital funding
▶ Objective 4.1: Continue current cost recovery and revenue generation practices.
ACTIONS
4.1.A Review current cost recovery philosophy and policy regularly. Update as needed.
4.1.B Implement the strategies identified in the 2023 Fund Development Plan and Implementation Strategy.
4.1.C Conduct a thorough review of current funding sources and identify opportunities to diversify revenue streams.
4.1.D Implement long-term financial planning strategies to help ensure sustainability of parks and recreation services.
▶ Objective 4.2 Explore additional funding through the pursuit of grants.
ACTIONS
4.2.A Continue to pursue grant opportunities at the federal, state, regional, and local levels. To be successful and timely, funding should be established in the CIP for “matching fund” requirements for most grants.
4.2.B Look for opportunities to diversify current and future funding based on opportunities identified in the Financial Analysis Report from the Master Plan.
4.2.C Continue to budget Measure H funds for parks, deferred maintenance, and homelessness.
▶ Objective 4.3: Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends
4.3.A Continue to look for opportunities to expand programs, services and amenities while working with the school division, the County, and other service providers within the community, and continue to formalize these agreements in writing.
▶ Objective 4.4: Increase City budget, revenue and staffing dedicated to maintenance and operations.
ACTIONS
4.4.A Develop budget and funding strategies to plan for implementation of the long-term staffing plan outlined in the PRN Operational assessment
4.4.B Create formal succession plans to retain institutional knowledge and promote internal leadership development.
Short-term Mid-term Long-term Ongoing
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6.3 Implementation Guidelines/Strategies
The following is a listing of suggestions for successful implementation of the Parks and Recreation Master Plan Update.
These elements represent the commitment and discipline required to integrate the process into daily operations, now and in the future.
• The Parks and Recreation Master Plan becomes
the roadmap for the Department. When
decisions or responses to the community are
needed, the plan becomes the reference point
for decision-making and whether new issues
or responses to the community are of higher
importance than what has been established as
existing direction.
• The Parks and Recreation Master Plan should
be provided as part of the new employee
orientation program.
• Post the Executive Summary of the plan on
the website and track results on the site. This
will assist in providing the community with
information about the Department’s strategic
direction and its commitment to results. It may
also be helpful to print a color brochure of the
Executive Summary to distribute to interested
partners and community members to provide
a quick snapshot of the plan.
• A staff member or team should have
responsibility of being the project manager
or “champion” of the plan’s implementation
to help ensure success. This champion
is responsible for monitoring the plan’s
progress and works with other staff, County
management, and other departments to
effectively integrate the plan within operations.
• A staff member or team should be assigned
accountability for each recommendation. The
project lead will have responsibility for tracking
progress of the plan.
• The Department should regularly report on
Master Plan progress. Divide the plan into
separate fiscal years and report one year at a
time, as an ongoing annual work plan. Each
action item for the year should include a list
of strategies that support its completion. The
strategies are developed prior to each year
for the upcoming list of action items and are
developed by the staff members involved in
completing the action item. It is the project
leader’s responsibility to report on their action
items in a quarterly report. A suggestion is
to enter each year’s data on a spreadsheet or
strategic planning software that lists the goals,
objectives, action items, start dates, completion
dates, and the name of the staff member
responsible for the action items completion.
• At the end of the year, perform an annual
review of the Parks and Recreation Master Plan
and document any changes to objectives and
action items to reflect changes in priorities. This
process can be included at an annual review
meeting in which successive years’ objectives
and action items are discussed as part of the
annual budget process. Action items will tie
into both the operating and capital budget
process.
• Update major stakeholders on the plan’s
implementation and results on an annual basis.
• Conduct staff meetings on a quarterly or
semi-annual basis to review progress on
implementation of the plan.
• Post a chart of each year’s recommendations
on office walls in administrative areas with a
check-off column designating completion as
part of a visual management program.
• If there are ideas for new strategies that arise
throughout the year, include them on a written
“parking lot” and review them as part of the
annual just-in-time review to determine if they
change or replace any existing strategies or
action items.
• At the five-year mark of the plan, complete
a shortened update, including repeating the
statistically valid survey and demographic
projections. Adjust existing recommendations
as necessary.
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Figure 21. Implementation Guidelines: Strategies for Success
Plan becomes the
guidepost for department.
Implement knowledge
of plan for new employee
orientation program.
Post the Executive
Summary of the plan on
the County’s Website.
Print a color brochure of
the Executive Summary.
Establish a staff member
or team to serve as project
champions.
Assign member or team
recommendations and
hold accountable.
Divide the plan into
separate fiscal years and
report one year at a time as
an ongoing work plan.
Develop strategies for each
action item.
1 2 3 4
Each member reports on
his/ her action item in a
quarterly report.
Develop a spreadsheet
or uses strategic planning
software listing goals,
objectives, action items,
start dates, completion
dates, and staff member’s
name.
At the end of each year,
perform annual review of
Master Plan and document
changes to objectives and
action items and note
priority changes.
Update major stakeholders
on plans implementations
on an annual basis.
5 6 7 8
Conduct staff meetings on
a quarterly or semi-annual
basis to review progress.
Post a chart of each
years recommendations
on office walls in
administrative areas with a
check-off column.
If new ideas arise
throughout the year
includes them on a written
“parking lot” and review to
see if they add or replace
existing initiatives.
At the 5-year mark of
the plan, complete
a shortened update
including a repeat of
the statistically valid
survey and demographic
projections.
Adjust recommendations
as necessary.
9 10 11 12
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APPENDICES
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APPENDICES Appendix 1
Community Engagement Summary
Introduction
Staff/community engagement is a key element in planning and development for local governments, serving as a two-way process between community residents and the local agency. In most cases, it provides a platform for staff and residents to share and voice their opinions in the hopes of informing agency decisions impacting their quality of life.
In most instances, community engagement processes have the capacity to create a shared vision of the City of Modesto’s (City) plans and—when successful—help create an outcome reflecting staff and community values and likely increasing their support.
The City worked closely with the BerryDunn team to hold staff and community focus groups and public workshops. Approximately 99 participants attended the events, including 66 open house participants, 21 stakeholder meeting participants, and 12 focus groups participants.
Community Engagement Goals
• Design an engagement process placing a strong emphasis on engaging hardto-reach community members. • Engage stakeholders who represent multiple demographics and interests. • Provide City staff and leadership with opportunities to participate in the discussion and offer perspectives on City-provided services.
Desired Community Engagement Outcomes
• Help ensure participation represents Modesto’s diverse residents and their varying recreational interests.
• Gather information for the final plan that provides clear guidance and priorities for Modesto staff and residents and captures community input.
Community Engagement Results
The BerryDunn consulting team facilitated community engagement workshops (three sessions), stakeholder meetings (eight sessions), and focus group sessions (six sessions) with a variety of stakeholders representing the community, including individuals from the school district, libraries, and community clubs and groups. The following sections summarize conversations and comments from the March 10 to March 13 engagement period.
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Strengths
Community stakeholders shared a range of strengths about the City, highlighting various assets and efforts contributing to the community’s quality of life. Stakeholders expressed the following department strengths:
• Providing employment opportunities
• Hosting public and community events
• Dedicated and responsive staff
• Well-maintained, high-quality parks
• Dry Creek Regional Park and Trail are standout
features
• Tuolumne River Regional Park (TRRP) is a key
community asset with potential
• Strong ratio of greenspace citywide
• Natural areas like miniature forests in parks
• Wide variety of amenities and facilities
• Offers aquatics, skatepark, pickleball courts
• Addition of security cameras
Challenges
Community stakeholders expressed a strong desire to see Modesto’s parks, programs, and cultural offerings better maintained, promoted, and connected to all residents. Stakeholders noted the following recurring challenges:
• Lack of awareness of what is offered or how
to partner with the City to offer their own
programs and events
• Deferred maintenance is growing; needs to be
prioritized
• Loss of community partnerships and cherished
events
• What to do with the stadium after losing the
baseball team
• Poor communication and marketing of events
• Not enough ways to gather community
feedback
• Community does not know how to access
information on programs, parks, and amenities
• Available parks are in poor shape
• City lacks a clear identity or culture
• Leadership disconnected from natural park
amenities
• Bike lanes do not connect anywhere specific
• Outdoor amenities not appreciated,
maintained, or developed
• Rapid growth has diminished quality of life
• Restrooms not cleaned; trash not emptied on
weekends
• Golf course infrastructure and irrigation need
updates
• Golf courses under contract but not well
managed
• Need more multilingual signage and
programming
• Need more programs at diverse locations
• Website is not user-friendly
• Unhoused population heavily present in
Graceada Community Park
• Parks are not viewed as family-friendly
• Some programs are full, but participation is
inconsistent
• TRRP lacks parking for walkers
• Conflict between bikers and walkers on trails;
e-bikes and motorbikes are aggressive
• Permitting and rental process is difficult and
needs streamlining
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Underserved Areas and Populations
Community stakeholders in the City highlighted several populations and areas they believe are underserved in terms of resources, services, or representation. Stakeholders mentioned the following specific geographic locations and demographic groups in need of greater attention:
UNDERSERVED AREAS:
• West Modesto
• Airport Neighborhood
• Chrysler Area
• Woodland Area
• Westminster Area
UNDERSERVED POPULATIONS:
• Seniors/Senior communities
• Individuals experiencing homelessness
• People with disabilities
• young adults
• Limited income families
• Spanish speakers
• Library users
Amenities, Facilities, and Programs
Community stakeholders in Modesto shared valuable input on desired amenities, facilities, and programs, including the following:
AMENITIES AND FACILITIES
• Indoor spaces on park campuses (especially
important during hot months)
• Restrooms (improved, accessible, and familyfriendly) • More parking
• Trees and shade structures
• River access and related amenities
• Community gardens
• Ropes/challenge courses
• Amphitheater
• Roller/ice skating rink
• Splash pads and kiddie pools
• Outdoor climbing facilities
• Functional and updated bathrooms
• Improved lighting (especially for pickleball
courts and general safety)
• Community Centers (particularly for youth in
East and West Modesto)
• Bike lanes, racks, and locking areas
• Canal-to-trail, River-to-trail, and park
connectivity (bike/walking paths)
• More greenery and maintenance along virginia
Trail
• Playgrounds with functional surfaces and
inclusive features
• Hitting walls for sports practice
• New facilities at Cesar Chavez Park (aquatics,
skate park)
• Pickleball court enhancements at Davis and
Downey parks
• Adaptive equipment for individuals with
various disabilities/needs
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PROGRAMS AND ACTIVITIES
• vendor-provided river activities (e.g., canoeing)
• Theater and performance events in parks with
more flexibility
• Adaptive programs for individuals with various
disabilities/needs
• Free multigenerational and family
programming
• Senior programming and more daytime
activities for seniors
• School events and opportunities for field trips
to parks and community centers
• Roller skating (indoor/outdoor) as a recreational
option
• Interactive public art installations
• After-school activities in parks
• Supervised trail programs (to reduce reliance
on volunteers)
• Engagement-focused activities for children and
families
• Events or festivals that make better use of
underutilized park spaces
Partners
During community engagement sessions, stakeholders identified a diverse range of potential partners the City should explore to enhance collaboration, funding opportunities, and program development, including:
• Beam Circular
• Boys and Girls Club
• Community Colleges
• County Behavioral Health and Recovery
Services
• El Concilio
• I Love Modesto
• I Run Modesto
• Kaiser Healthcare
• Kiwanis and other service groups
• Local landscape artists and companies
• Master Gardeners Club
• Modesto City Schools (career development
programs; parent and family resource centers)
• Modesto Garden Club
• Modesto Junior College
• visit Modesto/visit California
• Nature groups like California Native Plant
Society, Audubon Society, Sierra Club
• Sierra vista Child and Family Services
• Stanislaus youth Initiative
• United Soccer League
• West Modesto Community Collaborative
• youth sports organizations
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Funding
During public engagement, community stakeholders identified a range of potential funding sources and strategies to support park enhancements, maintenance, and programming. Funding sources and strategies expressed by stakeholders:
• Measure H (frequently mentioned as a key
funding source)
• Utilizing youth sports as a tourism and
economic driver
• Parks bonds
• Increasing the occupancy tax
• Local, state, and federal grants
• Support from local community groups
• Continued exploration of cooperative
purchasing tools like Sourcewell
• Partnerships with agricultural organizations
• Private-public partnerships, e.g., with Gallo,
Beard Industrials, Collins Electric
• West Modesto Community Collaborative
• Creative grant solutions, including contracting
services through community-based
organizations (e.g., Tuolumne River Trust)
• City-sponsored events as both funding sources
and volunteer engagement opportunities
Key Issues and Values
Below are some of the key themes stakeholders expressed about key issues and values they have involving the City.
PUBLIC PERCEPTION AND IDENTITY
• Misconceptions about Modesto’s cost of living,
climate, and the unhoused population
• Lack of clarity on what Modesto represents
(unclear City identity and culture)
• Desire to boost pride and visibility for Modesto
through tourism and community events
MAINTENANCE AND CLEANLINESS
• Ongoing issues with trash and upkeep across
the City
• Challenges cleaning up after non-Citysponsored events • Unequal maintenance levels between different
parks
• Bathrooms are outdated, unsafe, and need
secure, family-friendly upgrades
POPULATIONS OF THOSE EXPERIENCING
HOMELESSNESS
• Parks are heavily impacted by the unintentional
environmental impacts of homelessness,
affecting family usage
• Strong desire for designated spaces/services
for unhoused individuals, such as a “one-stop
shop” that provides basic needs
• Need to balance compassion with creating
safe, welcoming park environments for families
ACCESS AND INCLUSIVITY
• Underserved areas like South and West
Modesto (particularly near the airport) lack
greenspace and services
• Need for multilingual and accessible
engagement methods
• More diverse and flexible feedback
opportunities are needed beyond traditional
meetings
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SAFETY AND SECURITY
• Public safety concerns, especially around
restrooms and park usage
• Requests for park rangers with enforcement
powers
• Concerns about enforcement of park rules and
visibility of guidelines
COMMUNITY EVENTS AND PARTICIPATION
• Confusion around permitting process for
community and special events
• Desire for streamlined well-publicized, and
user-friendly permitting
• Encouragement for more resident-led activities
and celebrations
CONNECTIVITY AND INFRASTRUCTURE
• Lack of bicycle and pedestrian infrastructure
and safe connections between parks,
downtown, and key areas (e.g., Amtrak station)
• Canals and trails seen as key opportunities
for improved connectivity, recreation, and
sustainable features (e.g., shaded solar paths)
• Requests for wide pathways and thoughtful
access points
ENVIRONMENTAL SUSTAINABILITY
AND FUTURE PLANNING
• Irrigation challenges downtown due to the
unhoused population and car traffic
• Need for environmentally adaptive, long-term
master planning to 2040 and beyond
• Agriculture should be reflected in park
planning as a cultural and economic pillar
EQUITY AND FAMILY-CENTERED VALUES
• Strong emphasis on making parks welcoming
for families and children
• Calls for equitable service and maintenance
across neighborhoods
• Desire for parks to uplift community identity,
encourage positive use, and bring people
together
FUNDING AND RESOURCES
• Concerns about how maintenance and
improvements will be funded
• Suggestions to explore grants and long-term
financial strategies
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Priorities and Outcomes
Community stakeholders shared a diverse array of priorities and desired outcomes to help shape the future of local parks and recreation, with strong emphasis on safety, equity, accessibility, modernization, and the preservation of community identity.
MAINTENANCE AND MODERNIZATION
• Maintain and renovate existing park facilities
• Establish a realistic development and
maintenance schedule
• Address deferred maintenance and develop
plans for new amenities
• Modernize assets such as event rooms and
public-facing features
• Improve restroom facilities and help ensure
cleanliness
• Trim trees and maintain landscaping to
improve visibility and safety
SAFETY AND CLEANLINESS
• Improve overall park safety and cleanliness
• Increase lighting in parks and along trails
• Expand the park ranger program
• Address issues related to the unhoused while
protecting park assets
EQUITY AND ACCESSIBILITY
• Bring all parks up to a consistent standard of
quality and service
• Work to ensure parks are family-friendly,
accessible, and inclusive
CONNECTIVITY AND TRANSPORTATION
• Improve bike and pedestrian connectivity
between parks and neighborhoods
• Separate bike and walking trails to reduce
congestion
• Address transportation access to parks
COMMUNITY ENGAGEMENT AND IDENTITY
• Create a cohesive parks identity and improve
public awareness
• Use real park imagery in marketing and outreach
• Prioritize community-facing aspects of the
Department
• Encourage community use and ownership of
park facilities
PROGRAMMING AND EVENTS
• Expand programs for youth, seniors, and
multicultural communities
• Provide low-cost spaces for events,
celebrations, and gatherings
• Create hubs and community centers in larger
parks
SUSTAINABILITY AND FUNDING
• Secure funding through grants and
partnerships
• Work to ensure long-term sustainability of park
maintenance and programming
• Avoid investing in short-term fads; focus on
long-term, impactful amenities
PARTNERSHIPS AND EDUCATION
• Strengthen partnerships with schools,
nonprofits, and private sectors
• Promote educational programming and
marketing to instill the value of parks
PERMITTING AND DEVELOPMENT
• Improve the permitting process for park events
and improvements
• Revisit and act on items from previous park plans
• Leverage opportunities like the TRRP area for
new development
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Earth Day 2025
BerryDunn also attended the City’s Earth Day in the Park on April 19, 2025, at Graceada Park. At the Earth Day in the Park event, over 200 attendees shared a wide range of ideas, with frequent calls for more playgrounds, shade, trail connectivity, and expanded recreational offerings like volleyball, pickleball, and paddleboarding. Participants emphasized the need for inclusive amenities, youth and senior programs, improved safety, and the completion of the Awesome Spot playground. In a budgeting exercise, participants were given a budget of $100 to spend among different priorities. The top three priorities from Earth Day included youth and teen programs ($1,470), funding parks ($1,430), and expanding outdoor facilities and courts ($1,090).
MoBand Concert Series 2025
BerryDunn also attended the City’s MoBand Concert Series on June 26, 2025, at Graceada Park At the MoBand Concert, 147 attendees participated in a budgeting activity. Each person was given $10 to put into one of a series of 10 boxes for specific projects. The top priorities from the activity were funding parks $380, Increase outdoor athletic facilities and sport courts $360, youth and Teen Programs $230.
Conclusion
The community engagement process for the City revealed a deep appreciation for the City’s existing parks and recreation assets while also identifying key areas for growth and improvement. Stakeholders praised the City’s commitment to offering a wide variety of amenities, quality greenspaces, and dedicated staff. Noteworthy strengths include standout locations like Dry Creek Regional Park and the TRRP, the provision of aquatics and recreational facilities, and the addition of security enhancements.
There was a strong sense of community pride in Modesto’s parks paired with a clear recognition of their potential to further enhance quality of life across the City.
However, the feedback also highlighted a range of challenges—particularly regarding deferred maintenance, lack of public awareness, and issues of access and equity. Many parks, especially in underserved neighborhoods, need revitalization, while systemic improvements are needed in communication with the community, the permitting processes, and infrastructure connectivity.
Stakeholders expressed a desire for more inclusive and family-friendly environments, expanded programming for all age groups, and a greater emphasis on sustainability and long-term planning.
Moving forward, the community’s vision centers on creating a well-maintained, safe, and connected park system that reflects Modesto’s identity, fosters engagement, and serves the diverse needs of all residents
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APPENDICES Appendix 2
Needs Assessment Survey
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 1
2025 Modesto Parks and Recreation Needs
Assessment Survey Executive Summary
Overview
ETC Institute administered a community interest and opinion survey for the City of Modesto during the Summer of 2025. The survey was administered as part of the City’s efforts to plan the future for parks and recreation opportunities. The survey and its results will guide the City of Modesto in making improvements to the City’s existing and future parks, trails, and recreational programs to best serve the needs of residents. The survey will also help the City establish priorities for the future improvement of Parks, Recreation programs and services within the community.
Methodology
ETC Institute mailed a survey packet to a random sample of households in Modesto. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at modestoparkssurvey.org.
After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Modesto from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report.
The goal was to collect a minimum of 400 surveys from residents. The goal was exceeded with 477 surveys being collected. The overall results for the sample of 477 surveys have a precision of at least +/-4.5 at the 95% level of confidence.
This report contains the following:
• Charts showing the overallresults of the survey (Section 2) • Priority Investment Rating (PIR) that identifies priorities for facilities, programs, and arts/culture (Section 3)
• Tabular data showing the overall results for all questions on the survey (Section 4) • A copy of the cover letter and survey instrument (Section 5) The major findings of the survey are summarized on the following pages. 68 CITY OF MODESTO
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Major Findings
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 2
Visitation of City Parks: Respondents were asked how often they or other members of their household visit City of Modesto parks. Thirty-four percent (34%) reported visiting a few times a week, thirty percent (30%) a few times a month, eighteen percent (18%) a few times a year, and fourteen percent (14%) daily. Four percent (4%) indicated they have never visited City of Modesto parks. Additionally, Fifty-one percent (51%) of respondents indicated they would rent one of the City of Modesto facilities, while Forty-Nine percent (49%) responded “No.”
Barriers to Park, Facility, and Program Usage: Respondents were asked to indicate all the reasons that prevent them and members of their household from using the parks. The top three barriers identified were too many homeless individuals (63%), the need for access to restrooms/drinking fountains (40%), and concerns about lighting/safety/security (37%). Respondents indicated when visiting a park, the top three priorities are clean restrooms/available restrooms (44%), playgrounds (33%) and picnic tables (11%).
Communication Methods: The three most common ways respondents learn about City of Modesto Parks, Recreation and Neighborhoods Department programs and activities are social media (64%), word of mouth (53%), and local media (37%). Respondents were also asked if they prefer to receive the Activity Guide in a digital or printed format. Fifty-nine percent (59%) indicated they prefer a printed version, while forty-one percent (41%) prefer a digital version. Additionally, thirty-one percent (31%) of respondents indicated they would like the Activity Guide to be available in Spanish.
Satisfaction with Services: Respondents were asked to rate their satisfaction with a selected list of parks or facilities. The highest percentage of respondents were satisfied (rating “satisfied” or “very satisfied”) with McHenry Museum (75%), McHenry Mansion (74%), Mary Grogan Soccer Complex (62%), and Johansen High Pool (59%).
Recreation Facilities/AmenitiesNeeds and Priorities
Amenity/Facility Needs: Respondents were asked to identify if their household had a need for 23 facilities/amenities and to rate how well their needs for each were currently being met.
Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities/amenities.
The three amenities/facilities with the highest percentage of households that have an unmet need:
• Multi-use hiking, biking, walking trails– 42,707 households • Shade & trees– 38,660 households
• Outdoor exercise/fitness area– 37,883 households
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 3
The estimated number of households that have unmet needs for each of the 23 facilities/amenities assessed is shown on the chart below.
Q16d. Estimated number of households whose facility and amenity needs are on “partly met" or “not met”
by number of households with need based on an estimated 76,577 households Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads orspray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing artstheater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoortennis courts
Diamond sportsfields
Golf courses
23,768
23,110
22,629
22,617
20,706
20,234
20,224
16,518
12,855
11,889
42,707
38,660
37,883
37,729
37,189
35,143
34,174
33,100
32,135
30,200
30,153
29,176
28,744
0 8,000 16,000 24,000 32,000 40,000 48,000
Not Met Partly Met
Amenities/FacilitiesImportance: In addition to assessing the needs for each amenity/facility, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four amenities/facilities ranked most important to residents:
• Multi-use hiking, biking, walking trails (49%)
• Shade & trees (29%)
• Playgrounds (26%)
• Large community parks (24%)
The percentage of residents who selected each amenity/facility as one of their top four choices is shown in the following page.
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Q17. Which FOUR items are MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top three choices Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads orspray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing artstheater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
49%
29%
26%
24%
20%
19%
16%
15%
15%
14%
14%
14%
11%
11%
9%
9%
8%
8%
7%
5%
4%
4%
3%
0% 10% 20% 30% 40% 50%
Top choice 2nd choice 3rd choice 4th choice
Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on amenities/facilities and (2) how many residents have unmet needs for the amenity/facility. [ Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based on the Priority Investment Rating (PIR), the following amenities/facilities were rated as high priorities for investment:
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 4
• Multi-use hiking, biking, walking trails (PIR=200)
• Shade & trees (PIR=150)
• Large community parks (PIR=125)
• Small neighborhood parks (PIR=121)
• Playgrounds (PIR=121)
• Picnic areas & shelters (PIR=120)
• Public water access (PIR=118)
• Outdoor exercise/fitness area (PIR=117)
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 5
• Splash pads or spray parks (PIR=113)
• Open space conservation areas (PIR=106)
The chart below shows the Priority Investment Rating for each of the 23 amenities/facilities assessed on the survey.
Top Priorities for Investment for Facilities/Amenities
Based on Priority Investment Rating
Multi-use hiking, biking, walking trails 200
Shade & trees 150
Large community parks 125
High Priority
(100+)
Open space conservation areas
Off-leash dog park
Environmental/nature education center
Community Center
Swimming pools
Outdoor pickleball courts
Performing artstheater
Indoor basketball/volleyball courts
Rectangular sports fields
Outdoor basketball courts
Skateboarding parks
Outdoor tennis courts
Golf courses
Diamond sports fields
106
96 94
94 86
77 72
Medium Priority
(51-99) 69
60 55
53 47
47 Low Priority (0-50)
44 0 50 100 150 200
Small neighborhood parks 121
Playgrounds 121
Picnic areas & shelters 120
Public water access 118
Outdoor exercise/fitness area 117
Splash pads or spray parks 1 3
Recreation Program/Activity Needs and Priorities
Program Needs: Respondents were asked to identify if their household had a need for 24 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various programs.
The three programs with the highest number of households that have an unmet need:
• Adult fitness & wellness programs – 37,360 households • Park ranger/park enforcement programs – 35,993 households • Community special events – 32,906 households
The estimated number of households that have unmet needs for each of the 24 programs assessed is shown on the following page.
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Q18d. Estimated number of households whose Recreation Program and Activity needs are only “partly met" or “not met”
by number of households with need based on an estimated 76,577 households Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps &programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adultsportsleagues
After school programsfor youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swimlessons
Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programsfor people with special needs
Preschool programs/early childhood education
Tennis lessons & leagues
37,360
35,993
32,906
31,651
31,620
30,190
27,316
27,135
26,612
25,195
24,904
24,065
23,593
23,314
22,497
22,492
22,318
21,826
21,479
21,231
20,540
20,205
18,427
16,698
0 10,000 20,000
Not Met
30,000 40,000
Partly Met
Program Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four programs ranked most important to residents:
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 6
• Adult fitness & wellness programs (31%)
• Community special events (22%)
• Outdoor environmental/nature camps & programs(19%)
• Senior programs (16%)
The percentage of residents who selected each program as one of their top four choices is shown on the following page.
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Q19. Which FOUR items are MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top Four choices Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
After school programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adultsportsleagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swimlessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours
Youth fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
31%
22%
19%
16%
16%
15%
15%
13%
11%
11%
11%
10%
10%
10%
9%
9%
8%
7%
7%
7%
6%
4%
4%
2%
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
Priorities for Program/Activity Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the program.
Based on the Priority Investment Rating (PIR), the following programs/activities were rated as high priorities for investment:
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 7
• Adult fitness & wellness programs (PIR=200)
• Community special events (PIR=160)
• Park ranger/park enforcement programs(PIR=146)
• Outdoor environmental/nature camps & programs(PIR=145) • Aquatic programs (PIR=125)
• Senior programs(PIR=125)
• Cultural enrichment programs(PIR=123)
• Adult visual arts/crafts programs (PIR=118)
• After school programs for youth of all ages (PIR=112) • Adult performing arts programs (PIR=105)
• STEM classes (PIR=103)
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 8
The chart below shows the Priority Investment Rating for each of the 24 programs/activities assessed on the survey.
Top Priorities for Investment for Programs/Activities
Based on Priority Investment Rating
High Priority
Medium Priority
(51-99)
Adult fitness & wellness programs 200
Community special events 160
Park ranger/park enforcement programs 146
Outdoor environmental/nature camps & programs 145
Aquatic programs 125
Afterschool programsfor youth of all ages 112
Adult performing arts programs 105
STEM classes 103
Adult sportsleagues 98
Youth seasonal recreation programs & camps 90
Pickleball lessons & leagues 88
Swim lessons 87
Youth fitness & wellness classes 86
Youth sports programs & camps 8
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2 Charts and Graphs
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Modesto, CA Needs Assessment Survey Report
Q1. Counting yourself, how many people in your household are...
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ETC Institute (2025) 9
by percentage of persons in household
Ages 10-14
7%
Ages 15-19
7%
Ages 20-24
7%
Ages 5-9
7%
Under age 5
6%
Ages 75+
6%
Ages 65-74
10%
Ages 55-64
13%
Ages 25-34
11%
Ages 45-54
12%
Ages 35-44
15%
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 10
Q2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
by percentage of respondents
Very important
78%
Notimportant
1%
Somewhatimportant
21%
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Q3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services?
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 11
by percentage of respondents (without "not sure")
Somewhatfamiliar
63%
ot familiar at all
18%
Very familiar
19%
N
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 12
Q4. Please indicate how satisfied you are with the following parks or facilities listed below
by percentage of respondents (without "haven't visited") McHenry Museum
McHenry Mansion
Mary Grogan Soccer Complex
Johansen High Pool
Beyer High Pool
Modesto Senior Citizens Center
Graceada Park Pool
Davis High Pool
Burris Pool & Sonoma Elementary
King-Kennedy Memorial Center 1%
11%
13%
11%
9%
9%
30%
33%
26%
22%
25%
27%
25%
35%
31%
32%
36%
37%
42%
45%
41%
36%
45%
52%
41%
42%
27%
32%
20%
20%
32%
6%
6%
11%
9%
14%
14%
22%
19%
13%
Maddux Youth Center 5%
Neighborhood Center at Marshall Park 3%
21%
21%
43%
42%
31%
34%
0% 20% 40% 60% 80% 100%
Very Satisfied Satisfied Neutral Disatisfied/Very Dissatisfied 80 CITY OF MODESTO
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Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 13
Q5. How often do you or other members of your household visit City parks? by percentage of respondents (without "not provided")
A few times a week
34%
A few times a month
30%
Daily
14%
A few times a year
18%
Never
4%
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Modesto, CA Needs Assessment Survey Report
Q6. Please CHECK ALL of the reasons preventing you or other members of your household from using the parks
ETC Institute (2025) 14
by percentage of respondents
Too many homeless
Need accessto restrooms/drinking fountains
Lighting/safety/security
I don't have children/kids are grown
Not enough seating/benches
Unleashed dogs/dog mess
Playground is outdated
None close to me/have to travel by car
Other
0% 10% 20% 30% 40% 50% 60% 70%
63%
40%
37%
30%
23%
21%
19%
9%
12%
82 CITY OF MODESTO
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Q7. Have you or would you rent one of our City of Modesto facilities? Yes
51%
No
49%
by percentage of respondents
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by percentage of respondents (without "not provided")
Do not use either
80%
Both Creekside & Dryden
14%
Creekside Golf Course 4% 2% Dryden Golf Course
Q8. Do you currently golf at one of our two golf courses? 84 CITY OF MODESTO
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by percentage of respondents (without "not provided")
Playgrounds
33%
Picnic tables
11%
Clean restrooms/available
restrooms
44%
Ball fields
8%
Drinking fountains
4%
Q9. What is your priority when you are visiting a park? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 85
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Q10. Please CHECK ALL of the following improvements that you feel would improve Modesto parks and facilities
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 18
by percentage of respondents
Maintenance of parks & facilities
Safety & security in parks
Walking & biking trails
Public water access
Expanding programs & classes for all ages
Aquatics program
Signage/wayfinding on trails & parks
Availability of indoor recreation space
Affordability of programs & services
Universally accessibility
Heritage, historical, cultural preservation
Special events
Teen programs
Rental/meeting space
Golf courses
Sports tourism
Customer service
Other
None of the above
0% 20% 40% 60% 80%
78%
75%
69%
37 35%
30%
28%
27%
27%
26%
26%
24%
13%
12%
11%
10%
2%
8%
20%
%
86 CITY OF MODESTO
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
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by percentage of respondents who selected the items as one of their top five choices Safety & security in parks
Maintenance of parks & facilities
Walking & biking trails
Universally accessibility
Expanding programs & classes for all ages
Public water access
Aquatics program
Affordability of programs & services
Teen programs
Availability of indoor recreation space
Heritage, historical, cultural preservation
Special events
Signage/wayfinding on trails & parks
Golf courses
Customer service
Sports tourism
Rental/meeting space
0% 15% 30% 45% 60% 75%
Top choice 2nd choice 3rd choice 4th Choice 5th Choice
74%
73%
63%
27%
24%
21%
19%
16%
14%
13%
13%
12%
10%
8%
7%
7%
5%
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Q12. From the following list, please CHECK ALL of the organizations that you or members of your household have used for recreation and sports activities during the last 12 months.
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by percentage of respondents (excluding "not provided") City of Modesto
Public schools
Places of worship
Private clubs
Private & non-profit youth sports
Neighboring cities
Private summer camps
Private schools/charter schools
Boys & Girls Club
First Tee
Other
50%
34%
29%
25%
24%
20%
11%
8%
6%
5%
6%
0% 10% 20% 30% 40% 50%
88 CITY OF MODESTO
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Q13. From the following list, please CHECK ALL of the ways you learn about Modesto Parks, Recreation and Neighborhood programs.
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by percentage of respondents
Social media
Word of mouth
Local media
Website
Seasonal activity guide
At recreation facilities/programs
Email
Other
None of these
0% 20% 40% 60%
64%
53%
37%
32%
27%
18%
5%
3%
7%
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No, I am no
79%
am aware
18%
by percentage of respondents (without "not provided")
t aware
Yes, I
Yes, I've used it
2%
Q14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents?
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Q15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events?
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by percentage of respondents (without "not provided")
Yes
39%
No
61%
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Q15a. Do you prefer to receive the Activity Guide in a digital or printed format? Modesto, CA Needs Assessment Survey Report
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by percentage of respondents (without "not provided")
Digital
41%
Print
59%
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by percentage of respondents (without "not provided")
Yes
31%
No
69%
Q15b. Would you like to have the Activity Guide available in Spanish? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 93
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by percentage of respondents who indicated need
Shade & trees
Multi-use hiking, biking, walking trails
Large community parks
Small neighborhood parks
Picnic areas & shelters
Playgrounds
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Swimming pools
Open space conservation areas
Performing arts theater
Community Center
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Outdoor tennis courts
Outdoor basketball courts
Rectangular sports fields
Skateboarding parks
Indoor basketball/volleyball courts
Diamond sports fields
Golf courses
0% 20% 40% 60% 80% 100%
88%
87%
81%
81%
74%
69%
64%
63%
62%
57%
57%
54%
50%
48%
47%
47%
46%
45%
44%
39%
38%
36%
30%
Q16. Need for Facilities and Amenities
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by number of households based on an estimated 76,577 households Shade & trees
Multi-use hiking, biking, walking trails
Large community parks
Small neighborhood parks
Picnic areas & shelters
Playgrounds
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Swimming pools
Open space conservation areas
Performing arts theater
Community Center
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Outdoor tennis courts
Outdoor basketball courts
Rectangular sports fields
Skateboarding parks
Indoor basketball/volleyball courts
Diamond sports fields
Golf courses
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
67,235
66,316
61,798
61,798
56,820
53,144
48,933
48,014
47,171
43,955
43,496
41,122
38,212
36,757
36,297
35,608
34,996
34,689
34,000
29,712
28,716
27,644
22,820
Q16b. Estimated number of households who have a need for facilities & amenities PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 95
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by percentage of respondents (excluding "no need")
Diamond sports fields
Outdoor tennis courts
Large community parks
Golf courses
Performing arts theater
Playgrounds
Small neighborhood parks
Shade & trees
Outdoor basketball courts
Rectangular sports fields
Community Center
Multi-use hiking, biking, walking trails
Outdoor pickleball courts
Picnic areas & shelters
Skateboarding parks
Swimming pools
Splash pads or spray parks
Open space conservation areas
Public water access
Off-leash dog park
Indoor basketball/volleyball courts
Outdoor exercise/fitness area
Environmental/nature education center
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
17%
20%
37%
33%
30%
34%
16%
13%
9% 39%
17%
14%
12%
31%
31%
33%
34%
32%
32%
36%
18%
20%
23%
19%
12%
9%
10%
11%
9%
7%
14%
33%
33%
32%
28%
29%
29%
21%
36%
37%
35%
40%
19%
20%
24%
21%
29% 33%
41%
37%
24%
28%
7%
12%
27%
20%
44%
39%
23%
29%
8%
9%
23%
17%
37%
37%
32%
37%
7%
6%
17%
18%
41%
37%
35%
39%
8%
6%
14%
15%
30%
27%
49%
51%
4%
7%
17%
10%
33%
36%
46%
47%
Q16c. Please indicate how well your needs are met for facilities/amenities 96 CITY OF MODESTO
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by number of households with need based on an estimated 76,577 households Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads or spray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing artstheater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoor tennis courts
Diamond sports fields
Golf courses
0 8,000 16,000 24,000 32,000 40,000 48,000
Not Met Partly Met
42,707
38,660
37,883
37,729
37,189
35,143
34,174
33,100
32,135
30,200
30,153
29,176
28,744
23,768
23,110
22,629
22,617
20,706
20,234
20,224
16,518
12,855
11,889
Q16d. Estimated number of households whose facility and amenity needs are only “partly met" or “not met”
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by percentage of respondents who selected the items as one of their top three choices Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads or spray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing artstheater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
0% 10% 20% 30% 40% 50%
Top choice 2nd choice 3rd choice 4th choice
29%
26%
24%
20%
19%
16%
15%
15%
14%
14%
14%
11%
11%
9%
9%
8%
8%
7%
5%
4%
4%
3%
49%
Q17. Which FOUR items are MOST IMPORTANT to your household? 98 CITY OF MODESTO
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by percentage of respondents who indicated need
Community special events
Adult fitness & wellness programs
Park ranger/park enforcement programs
Aquatic programs
Cultural enrichment programs
Adult performing arts programs
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Senior programs
Swim lessons
Adult sports leagues
STEM classes
After school programs for youth of all ages
Youth sports programs & camps
Youth seasonal recreation programs & camps
Youth fitness & wellness classes
Pickleball lessons & leagues
Youth performing arts programs
Youth visual arts/crafts programs
Preschool programs/early childhood education
Programs for people with special needs
Group travel tours
Teen/tween programs
Tennis lessons & leagues
0% 20% 40% 60%
39%
8%
37%
36%
28%
31%
33%
33%
33%
34%
35%
3 42%
41%
45%
44%
46%
47%
47%
48%
51%
51%
5 8%
62%
63%
Q18.Need for Recreation Programs and Activities
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by number of households based on an estimated 76,577 households Special events
Adult fitness and wellness programs
16,485
15,744
Nature programs/environmental education
Waterfitness programs
Water-based recreation programs
Youth athletic programs and leagues
Youth learn to swim programs
Programsforseniors
dult organized athletic programs and leagues
Science/technology programs
Dog park programs
Youth fitness and wellness programs
School break camps
Adult art/dance/performing arts
ckleball lessons, leagues, and/or tournaments
Youth art/dance/performing arts
Afterschool programs
Preschool programs
Programs for teens
Special athletic events
Programs for people with disabilities
Before school programs
Adult learn to swim programs
Tennis lessons and leagues
10,713
10,017
9,680
9,523
9,231
9,141
9,029
8,579
8,490
8,198
8,153
8,085
7,052
6,850
6,850
6,715
6,176
6,064
5,929
5,076
4,986
14,509
0 3,000 6,000 9,000 12,000 15,000 18,000
Q18b. Estimated number of households who have a need for recreation programs and activities
A
Pi
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by percentage of respondents (excluding "no need")
Swim lessons
Community special events
Aquatic programs
Adult sports leagues
Adult performing arts programs
Preschool programs/early childhood education
After school programs for youth of all ages
Youth sports programs & camps
Youth performing arts programs
Cultural enrichment programs
Pickleball lessons & leagues
Senior programs
Tennis lessons & leagues
STEM classes
Adult fitness & wellness programs
Youth seasonal recreation programs & camps
Programs for people with special needs
Park ranger/park enforcement programs
Youth visual arts/crafts programs
Adult visual arts/crafts programs
Group travel tours
Outdoor environmental/nature camps & programs
Youth fitness & wellness classes
Teen/tween programs
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
12%
8%
9%
5%
10%
11%
11%
8%
10%
6%
6%
8%
8%
7%
7%
5%
10%
4%
7%
23%
24%
21%
24%
17%
16%
14%
16%
14%
18%
17%
15%
15%
15%
14%
15%
10%
15%
7%
32%
40%
33%
35%
34%
35%
39%
37%
36%
34%
35%
38%
43%
5% 8%
6% 7%
6% 5%
4% 7%
4% 6%
29%
28%
39%
30%
30%
39%
33%
27%
24%
37%
39%
33%
28%
37%
36%
38%
37%
36%
38%
41%
42%
42%
39%
35%
50%
51%
41%
50%
51%
47%
54%
61%
65%
52%
51%
Q18c.Please indicate how well your needs are met
for recreation programs and activities
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by number of households with need based on an estimated 76,577 households Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adultsportsleagues
After school programs for youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swim lessons
Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programs for people with special needs
Preschool programs/early childhood education
Tennis lessons & leagues
0 10,000 20,000 30,000 40,000
Not Met Partly Met
35,993
32,906
31,651
30,190
27,316
27,135
26,612
25,195
24,904
24,065
23,593
23,314
22,497
22,492
22,318
21,826
21,479
21,231
20,205
18,427
16,698
20,540
31,620
37,360
Q18d. Estimated number of households whose recreation program and activity needs are only “partly met" or “not met”
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by percentage of respondents who selected the items as one of their top Four choices Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
Afterschool programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adult sportsleagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swim lessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours
Youth fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
22%
19%
16%
16%
15%
15%
13%
11%
11%
11%
10%
10%
10%
9%
9%
8%
7%
7%
7%
6%
4%
4%
2%
31%
Q19. Which FOUR items are MOST IMPORTANT to your household? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 103
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by percentage of respondents (excluding "not provided") Restoring & maintaining historical sites & landmarks
Expanding multicultural & heritage celebrations
Offering history focused educational programs & tours
Increase funding for preservation efforts
Creating digital archives & Online access to local
history
Enhancing signage & interpretive displays at historical locations
Improving accessibility & language options for historical resources
Other
None of these
0% 10% 20% 30% 40%
42%
13%
8%
7%
7%
4%
1%
2%
16%
Q20. What do you believe should be the top priority for preserving and promoting local history and culture in our community?
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by percentage of respondents
Moderate fee increases would not limit
my/our ability to participate at all
Moderate fee increases would limit my/our
ability to participate sometimes
Moderate fee increases would limit my/
our ability to participate sometimes
Do not know/uncertain
Other
Not provided
0% 10% 20% 30%
33%
23%
16%
21%
1%
7%
Q21. If adjustments to fees were made which of the following best describes the potential impact, if any, that fee increases would have on your current level of participation? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 105
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by percentage of respondents who selected the items as one of their top three choices Improve and/renovate & maintain facilities
Add new walking & biking trails
Expand programs & activities
Add new aquatic facilities
Adding lights to existing athletic fields
Add new specialty parks
Add outdoor athletic fields or courts
None of these
0% 15% 30% 45% 60%
Top choice 2nd choice 3rd choice
64%
59%
39%
33%
23%
21%
16%
4%
Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
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by percentage of respondents
Invest in repairs & updates to existing
recreation facilities
$31.33
Add additional programming/classes
$10.27
AAdd new recreation
amenitiesthroughout the City
$13.55
Purchase additional land for future
parks & recreation facility needs
$15.95
Implement improvements to existing amenities
at parks & recreation facilities $28.9
Q24. If you had an additional $100, how would you allocate the funds among the categories listed below?
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20% 19%
by percentage of respondents (without "not provided")
18-34 65+
35-44
20%
55-64
20%
45-54
21%
Q25. What is your age?
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by percentage of respondents (without "not provided")
21-30 years
20%
31+ years
54%
11-20 years
12%
0-5 years
8%
6-10 years
6%
Q26. Approximately how many years have you lived in Modesto? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 109
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by percentage of respondents (without "not provided")
Male
50%
Female
51%
Q27. Your gender identity
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by percentage of respondents who indicated need
Hispanic or Latino
White Non-Hispanic
Asian or Asian Indian
Black or African American
Native Hawaiian or other Pacific Islander
American Indian or Alaska Native
Other
0% 10% 20% 30% 40% 50%
54%
31%
7%
3%
1%
1%
3%
Q28. Please CHECK ALL of the following that BEST describe your race/ethnicity.
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3 Priority
Investment Rating
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0.0 20.0 40.0 60.0 80.0 100.0
ETC Institute (2025) 44
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need Multi-use hiking, biking, walking trails
Shade & trees
Outdoor exercise/fitness area
Picnic areas & shelters
Public water access
Splash pads or spray parks
Small neighborhood parks
Open space conservation areas
Large community parks
Environmental/nature education center
Swimming pools
Playgrounds
Off-leash dog park
Community Center
Outdoor pickleball courts
Indoor basketball/volleyball courts
Performing artstheater
Rectangular sports fields
Skateboarding parks
Outdoor basketball courts
Outdoor tennis courts
Diamond sports fields
Golf courses
100.0
90.5 88.7
88.3 87.1
82.3 80.0
77.5 75.2
70.7 70.6
68.3 67.3
55.7 54.1
53.0 53.0
48.5 47.4
47.4 38.7
30.1 27.8
Unmet Needs Rating for Facilities/Amenities
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0.0 20.0 40.0 60.0 80.0 100.0
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the rating for the item rated as the most important=100 Multi-use hiking, biking, walking trails
Shade & trees
Playgrounds
Large community parks
Small neighborhood parks
Community Center
Picnic areas & shelters
Public water access
Splash pads or spray parks
Open space conservation areas
Outdoor exercise/fitness area
Off-leash dog park
Environmental/nature education center
Outdoor pickleball courts
Golf courses
Performing arts theater
Indoor basketball/volleyball courts
Swimming pools
Diamond sports fields
Rectangular sports fields
Outdoor tennis courts
Outdoor basketball courts
Skateboarding parks
100.0
59.3 52.6
49.9 41.5
38.2 31.8
31.4 31.0
29.0 28.7
28.7 23.2
23.2 18.9
18.9 16.0
15.6 14.2
11.1 8.4
7.2 5.5
Importance Rating for Facilities/Amenitites
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200
150
125
121
121
120
118
117
113
106
High Priority
(100+)
96 Medium Priority
(51-99)
Low Priority (0-50)
44 Multi-use hiking, biking, walking trails
Shade & trees
Large community parks
Small neighborhood parks
Playgrounds
Picnic areas & shelters
Public water access
Outdoor exercise/fitness area
Splash pads or spray parks
Open space conservation areas
Off-leash dog park
Environmental/nature education center 94
Community Center 94
Swimming pools 86
Outdoor pickleball courts 77
Performing artstheater 72
Indoor basketball/volleyball courts 69
Rectangularsports fields 60
Outdoor basketball courts 55
Skateboarding parks 53
Outdoor tennis courts 47
Golf courses 47
Diamond sportsfields
0 50 100 150 200
Top Priorities for Investment for Facilities/Amenities
Based on Priority Investment Rating
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the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need Adult fitness & wellness programs
Park ranger/park enforcement programs
Community special events
Adult visual arts/crafts programs
Outdoor environmental/nature camps & programs
Cultural enrichment programs
Aquatic programs
Senior programs
Adult performing arts programs
STEM classes
Youth fitness & wellness classes
Adult sportsleagues
After school programs for youth of all ages
Youth seasonal recreation programs & camps
Youth visual arts/crafts programs
Youth sports programs & camps
Swim lessons
Group travel tours
Teen/tween programs
Pickleball lessons & leagues
Youth performing arts programs
Programs for people with special needs
Preschool programs/early childhood education
Tennis lessons & leagues
0.0 20.0 40.0 60.0 80.0 100.0
100.0
96.3 88.1
84.7 84.6
80.8 73.1
72.6 71.2
67.4 66.7
64.4 63.2
62.4 60.2
60.2 59.7
58.4 57.5
56.8 55.0
54.1 49.3
44.7 Unmet Needs Rating for Programs/Activities
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the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important Adult fitness & wellness programs
Community special events
Outdoor environmental/nature camps & programs
Senior programs
Aquatic programs
Park ranger/park enforcement programs
Afterschool programs for youth of all ages
Cultural enrichment programs
STEM classes
Adult performing arts programs
Adult sportsleagues
Adult visual arts/crafts programs
Preschool programs/early childhood education
Pickleball lessons & leagues
Youth seasonal recreation programs & camps
Swim lessons
Programs for people with special needs
Teen/tween programs
Youth sports programs & camps
Group travel tours
Youth fitness & wellness classes
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
0.0 20.0 40.0 60.0 80.0 100.0
100.0
71.9 60.6
52.6 52.3
49.4 48.7
42.6 35.8
33.9 33.9
33.2 31.3
31.0 27.7
27.7 25.2
23.9 22.9
21.0 19.4
13.2 11.9
5.2 Importance Rating for Programs/Activities
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125
123
118
112
105
103
98 High Priority
(100+)
90 88
87 86
83 81
81 79
79 Medium Priority
(51-99)
73 67
50 Low Priority (0-50)
Adult fitness & wellness programs 200
Community special events 160
Park ranger/park enforcement programs 146
Outdoor environmental/nature camps & programs 145
Aquatic programs 125
Senior programs
Cultural enrichment programs
Adult visual arts/crafts programs
Afterschool programs for youth of all ages
Adult performing arts programs
STEM classes
Adult sports leagues
Youth seasonal recreation programs & camps
Pickleball lessons & leagues
Swim lessons
Youth fitness & wellness classes
Youth sports programs & camps
Teen/tween programs
Preschool programs/early childhood education
Group travel tours
Programs for people with special needs
Youth visual arts/crafts programs
Youth performing arts programs
Tennis lessons & leagues
0 50 100 150 200
Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
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4 Tabular Data
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Q1. Including yourself, how many people in your household are...
Mean Sum
number 3.13 1493
Under age 5 0.19 93
Ages 5-9 0.21 99
Ages 10-14 0.22 105
Ages 15-19 0.22 107
Ages 20-24 0.21 100
Ages 25-34 0.34 164
Ages 35-44 0.46 219
Ages 45-54 0.39 185
Ages 55-64 0.40 193
Ages 65-74 0.30 144
Ages 75+ 0.18 84
Q2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
Q2. How important to your household is the
availability of local parks, recreation, & trails in City Number Percent Very important 370 77.6 %
Somewhat important 99 20.8 %
Not important 6 1.3 %
Not sure 2 0.4 %
Total 477 100.0 %
WITHOUT NOT SURE
Q2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto? (without "not sure")
Q2. How important to your household is the
availability of local parks, recreation, & trails in City Number Percent Very important 370 77.9 %
Somewhat important 99 20.8 %
Not important 6 1.3 %
Total 475 100.0 %
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Q3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services?
Q3. How knowledgeable are you with City parks,
recreation & neighborhood facilities, programs &
services Number Percent
Very familiar 88 18.4 %
Somewhat familiar 289 60.6 %
Not familiar at all 83 17.4 %
Not sure 17 3.6 %
Total 477 100.0 %
WITHOUT NOT SURE
Q3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services? (without "not sure")
Q3. How knowledgeable are you with City parks,
recreation & neighborhood facilities, programs &
services Number Percent
Very familiar 88 19.1 %
Somewhat familiar 289 62.8 %
Not familiar at all 83 18.0 %
Total 460 100.0 %
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Q4. Please indicate how satisfied you are with the following parks or facilities listed below. (N=477)
Very
Very
satisfied Satisfied Neutral
Dissatisf- ieddissatisfi- edHaven't
visited
Q4-1. Neighborhood Center at Marshall Park 0.6% 4.8% 9.4% 3.4% 4.4% 77.4% Q4-2. King-Kennedy Memorial Center 0.2% 7.1% 11.7% 5.0% 4.0% 71.9% Q4-3. Modesto Senior Citizens Center 4.6% 11.1% 14.9% 2.5% 2.5% 64.4% Q4-4. Maddux Youth Center 1.0% 4.4% 9.0% 2.5% 4.0% 79.0% Q4-5. Graceada Park Pool 5.7% 16.8% 18.9% 8.0% 3.6% 47.2% Q4-6. Beyer High Pool 4.0% 12.8% 15.1% 2.5% 2.5% 63.1%
Q4-7. Davis High Pool 2.9% 8.8% 14.7% 4.4% 1.9% 67.3%
Q4-8. Johansen High Pool 7.8% 13.4% 11.5% 1.5% 1.9% 63.9% Q4-9. Burris Pool & Sonoma Elementary 2.5% 6.7% 14.0% 2.1% 1.5% 73.2% Q4-10. Mary Grogan Soccer Complex 12.4% 17.6% 13.2% 2.3% 2.9% 51.6% Q4-11. McHenry Museum 18.9% 28.1% 12.6% 1.7% 1.9% 36.9% Q4-12. McHenry Mansion 21.8% 27.0% 13.2% 1.7% 1.9% 34.4% 122 CITY OF MODESTO
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ONLY HOUSEHOLDS THAT HAVE VISITED PARKS/FACILITIES
Q4. Please indicate how satisfied you are with the following parks or facilities listed below. (without "haven't visited")
(N=477)
Very Very
satisfied Satisfied Neutral Dissatisfied dissatisfied
Q4-1. Neighborhood Center at Marshall Park 2.8% 21.3% 41.7% 14.8% 19.4% Q4-2. King-Kennedy Memorial Center 0.7% 25.4% 41.8% 17.9% 14.2% Q4-3. Modesto Senior Citizens Center 12.9% 31.2% 41.8% 7.1% 7.1% Q4-4. Maddux Youth Center 5.0% 21.0% 43.0% 12.0% 19.0%
Q4-5. Graceada Park Pool 10.7% 31.7% 35.7% 15.1% 6.7%
Q4-6. Beyer High Pool 10.8% 34.7% 40.9% 6.8% 6.8%
Q4-7. Davis High Pool 9.0% 26.9% 44.9% 13.5% 5.8%
Q4-8. Johansen High Pool 21.5% 37.2% 32.0% 4.1% 5.2%
Q4-9. Burris Pool & Sonoma Elementary 9.4% 25.0% 52.3% 7.8% 5.5% Q4-10. Mary Grogan Soccer Complex 25.5% 36.4% 27.3% 4.8% 6.1% Q4-11. McHenry Museum 29.9% 44.5% 19.9% 2.7% 3.0%
Q4-12. McHenry Mansion 33.2% 41.2% 20.1% 2.6% 2.9%
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Q5. How often do you or other members of your household visit City parks? Q5. How often do your household members visit
City parks Number Percent
Daily 67 14.0 %
A few times a week 160 33.5 %
A few times a month 143 30.0 %
A few times a year 85 17.8 %
Never 18 3.8 %
Not provided 4 0.8 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q5. How often do you or other members of your household visit City parks? (without "not provided") Q5. How often do your household members visit
City parks Number Percent
Daily 67 14.2 %
A few times a week 160 33.8 %
A few times a month 143 30.2 %
A few times a year 85 18.0 %
Never 18 3.8 %
Total 473 100.0 %
Q6. Please CHECK ALL of the reasons preventing you or other members of your household from using the parks (or, if you currently use them, what prevents you from using them more often).
Q6. All the reasons that prevent your household
members from using parks Number Percent
I don't have children/kids are grown 142 29.8 %
Playground is outdated 92 19.3 %
Too many homeless 302 63.3 %
Need access to restrooms/drinking fountains 191 40.0 %
None close to me/have to travel by car 45 9.4 %
Not enough seating/benches 109 22.9 %
Lighting/safety/security 174 36.5 %
Unleashed dogs/dog mess 102 21.4 %
Other 59 12.4 %
Total 1216
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Q7. Have you or would you rent one of our City of Modesto facilities? For example, Modesto Centre Plaza (special events/concerts/convention center), McHenry Mansion (wedding venue), Mancini Bowl (performing art amphitheater), or the Boy Scout Clubhouse (community hall)? Q7. Have you or would you rent one of our City
facilities Number Percent
Yes 227 47.6 %
No 221 46.3 %
Not provided 29 6.1 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q7. Have you or would you rent one of our City of Modesto facilities? For example, Modesto Centre Plaza (special events/concerts/convention center), McHenry Mansion (wedding venue), Mancini Bowl (performing art amphitheater), or the Boy Scout Clubhouse (community hall)? (without "not provided") Q7. Have you or would you rent one of our City
facilities Number Percent
Yes 227 50.7 %
No 221 49.3 %
Total 448 100.0 %
Q8. Do you currently golf at one of our two golf courses? Q8. Do you currently golf at one of our two golf
courses Number Percent
Creekside Golf Course 17 3.6 %
Dryden Golf Course 10 2.1 %
Both Creekside & Dryden 63 13.2 %
Do not use either 368 77.1 %
Not provided 19 4.0 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q8. Do you currently golf at one of our two golf courses? (without "not provided") Q8. Do you currently golf at one of our two golf
courses Number Percent
Creekside Golf Course 17 3.7 %
Dryden Golf Course 10 2.2 %
Both Creekside & Dryden 63 13.8 %
Do not use either 368 80.3 %
Total 458 100.0 %
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Q9. What is your priority when you are visiting a park? Q9. Your priority when you are visiting a park Number Percent Ball fields 33 6.9 %
Clean restrooms/available restrooms 193 40.5 %
Drinking fountains 18 3.8 %
Picnic tables 48 10.1 %
Playgrounds 144 30.2 %
Not provided 41 8.6 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q9. What is your priority when you are visiting a park? (without "not provided") Q9. Your priority when you are visiting a park Number Percent Ball fields 33 7.6 %
Clean restrooms/available restrooms 193 44.3 %
Drinking fountains 18 4.1 %
Picnic tables 48 11.0 %
Playgrounds 144 33.0 %
Total 436 100.0 %
Q10. Please CHECK ALL of the following improvements that you feel would improve Modesto parks and facilities.
Q10. All improvements that would improve
Modesto parks & facilities Number Percent
Universally accessibility 123 25.8 %
Aquatics program 141 29.6 %
Walking & biking trails 330 69.2 %
Safety & security in parks 359 75.3 %
Maintenance of parks & facilities 371 77.8 %
Heritage, historical cultural preservation 122 25.6 %
Availability of indoor recreation space 129 27.0 %
Teen programs 97 20.3 %
Customerservice 38 8.0 %
Special events 112 23.5 %
Expanding programs & classes for all ages 165 34.6 %
Sports tourism 52 10.9 %
Public water access 174 36.5 %
Affordability of programs & services 127 26.6 %
Signage/wayfinding on trails & parks 131 27.5 %
Golf courses 58 12.2 %
Rental/meeting space 62 13.0 %
Other 46 9.6 %
None of the above 8 1.7 %
Total 2645
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. Top choice Number Percent
Universally accessibility 29 6.1 %
Aquatics program 15 3.1 %
Walking & biking trails 76 15.9 %
Safety & security in parks 187 39.2 %
Maintenance of parks & facilities 81 17.0 %
Heritage, historical cultural preservation 3 0.6 %
Availability of indoor recreation space 6 1.3 %
Teen programs 7 1.5 %
Special events 4 0.8 %
Expanding programs & classes for all ages 9 1.9 %
Sports tourism 4 0.8 %
Public water access 3 0.6 %
Affordability of programs & services 3 0.6 %
Signage/wayfinding on trails & parks 4 0.8 %
Golf courses 12 2.5 %
None chosen 34 7.1 %
Total 477 100.0 %
Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 2nd choice Number Percent
Universally accessibility 25 5.2 %
Aquatics program 12 2.5 %
Walking & biking trails 75 15.7 %
Safety & security in parks 93 19.5 %
Maintenance of parks & facilities 135 28.3 %
Heritage, historical cultural preservation 11 2.3 %
Availability of indoor recreation space 7 1.5 %
Teen programs 12 2.5 %
Customerservice 3 0.6 %
Special events 7 1.5 %
Expanding programs & classes for all ages 13 2.7 %
Sports tourism 2 0.4 %
Public water access 10 2.1 %
Affordability of programs & services 7 1.5 %
Signage/wayfinding on trails & parks 7 1.5 %
Golf courses 6 1.3 %
Rental/meeting space 4 0.8 %
None chosen 48 10.1 %
Total 477 100.0 %
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Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 3rd choice Number Percent
Universally accessibility 28 5.9 %
Aquatics program 14 2.9 %
Walking & biking trails 88 18.4 %
Safety & security in parks 35 7.3 %
Maintenance of parks & facilities 90 18.9 %
Heritage, historical cultural preservation 14 2.9 %
Availability of indoor recreation space 12 2.5 %
Teen programs 14 2.9 %
Customerservice 6 1.3 %
Special events 12 2.5 %
Expanding programs & classes for all ages 29 6.1 %
Sports tourism 2 0.4 %
Public water access 25 5.2 %
Affordability of programs & services 23 4.8 %
Signage/wayfinding on trails & parks 4 0.8 %
Golf courses 10 2.1 %
Rental/meeting space 3 0.6 %
None chosen 68 14.3 %
Total 477 100.0 %
Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 4th choice Number Percent
Universally accessibility 26 5.5 %
Aquatics program 23 4.8 %
Walking & biking trails 42 8.8 %
Safety & security in parks 21 4.4 %
Maintenance of parks & facilities 36 7.5 %
Heritage, historical cultural preservation 22 4.6 %
Availability of indoor recreation space 15 3.1 %
Teen programs 22 4.6 %
Customerservice 7 1.5 %
Special events 16 3.4 %
Expanding programs & classes for all ages 34 7.1 %
Sports tourism 11 2.3 %
Public water access 37 7.8 %
Affordability of programs & services 23 4.8 %
Signage/wayfinding on trails & parks 15 3.1 %
Golf courses 4 0.8 %
Rental/meeting space 6 1.3 %
None chosen 117 24.5 %
Total 477 100.0 %
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SUM OF TOP 5 CHOICES
Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto? (top 5)
Q11. Sum of Top 5 Choices Number Percent
Universally accessibility 127 26.6 %
Aquatics program 91 19.1 %
Walking & biking trails 301 63.1 %
Safety & security in parks 353 74.0 %
Maintenance of parks & facilities 348 73.0 %
Heritage, historical cultural preservation 63 13.2 %
Availability of indoor recreation space 63 13.2 %
Teen programs 65 13.6 %
Customerservice 33 6.9 %
Special events 55 11.5 %
Expanding programs & classes for all ages 112 23.5 %
Sports tourism 33 6.9 %
Public water access 98 20.5 %
Affordability of programs & services 78 16.4 %
Signage/wayfinding on trails & parks 48 10.1 %
Golf courses 36 7.5 %
Rental/meeting space 23 4.8 %
None chosen 34 7.1 %
59 Q11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto?
Q11. 5th choice Number Percent
Universally accessibility 19 4.0 %
Aquatics program 27 5.7 %
Walking & biking trails 20 4.2 %
Safety & security in parks 17 3.6 %
Maintenance of parks & facilities 6 1.3 %
Heritage, historical cultural preservation 13 2.7 %
Availability of indoor recreation space 23 4.8 %
Teen programs 10 2.1 %
Customerservice 17 3.6 %
Special events 16 3.4 %
Expanding programs & classes for all ages 27 5.7 %
Sports tourism 14 2.9 %
Public water access 23 4.8 %
Affordability of programs & services 22 4.6 %
Signage/wayfinding on trails & parks 18 3.8 %
Golf courses 4 0.8 %
Rental/meeting space 10 2.1 %
None chosen 191 40.0 %
Total 477 100.0 %
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Total 1961
Q12. From the following list, please CHECK ALL of the organizations that you or members of your household have used for recreation and sports activities during the last 12 months.
Q12. All the organizations your household
members have used for recreation & sports
activities during last 12 months Number Percent
Boys & Girls Club 26 5.5 %
City of Modesto 238 49.9 %
First Tee 24 5.0 %
Neighboring cities 95 19.9 %
Places of worship (e.g., synagogues, churches) 139 29.1 % Private & non-profit youth sports 115 24.1 %
Private clubs (tennis, health, swim, fitness) 121 25.4 % Private schools/charterschools 36 7.5 %
Private summer camps 53 11.1 %
Public schools 163 34.2 %
Other 27 5.7 %
Total 1037
Q13. From the following list, please CHECK ALL of the ways you learn about Modesto Parks, Recreation and Neighborhood programs.
Q13. All the ways you learn about Modesto parks,
recreation & neighborhood programs Number Percent
Local media 176 36.9 %
Social media (Facebook & Instagram) 304 63.7 %
At recreation facilities/programs 86 18.0 %
Website 153 32.1 %
Seasonal activity guide 130 27.3 %
Word of mouth 252 52.8 %
Email 25 5.2 %
Other 14 2.9 %
None of these 32 6.7 %
Total 1172
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Q13-8. Other:
Q13-8. Other Number Percent
Physically visiting/seeing the park 1 7.1 %
KING KENNEDY CENTER 1 7.1 %
Modesto View 1 7.1 %
The survey you sent me 1 7.1 %
RIDE BY TO SEE WHAT ITS LIKE 1 7.1 %
Signs on city posts 1 7.1 %
Google 1 7.1 %
Mail 1 7.1 %
This survey 1 7.1 %
Grandchildren 1 7.1 %
The View 1 7.1 %
Simply search parks in Modesto 1 7.1 %
I live 300 yards from a park 1 7.1 %
RADIO-MT VIEW PAPER 1 7.1 %
Total 14 100.0 %
Q14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents? Q14. Are you aware of our Leisure Bucks
Scholarship Program available to qualifying
Modesto residents Number Percent
Yes, I am aware 86 18.0 %
Yes, I've used it 11 2.3 %
No, I am not aware 370 77.6 %
Not provided 10 2.1 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents? (without "not provided")
Q14. Are you aware of our Leisure Bucks
Scholarship Program available to qualifying
Modesto residents Number Percent
Yes, I am aware 86 18.4 %
Yes, I've used it 11 2.4 %
No, I am not aware 370 79.2 %
Total 467 100.0 %
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Q15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events?
Q15. Are you familiar with seasonal Activity
Guide highlighting all recreation programs,
activities, & events Number Percent
Yes 182 38.2 %
No 286 60.0 %
Not provided 9 1.9 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events? (without "not provided")
Q15. Are you familiar with seasonal Activity
Guide highlighting all recreation programs,
activities, & events Number Percent
Yes 182 38.9 %
No 286 61.1 %
Total 468 100.0 %
Q15a. Do you prefer to receive the Activity Guide in a digital or printed format? Q15a. Do you prefer to receive Activity Guide in
a digital or printed format Number Percent
Digital 70 38.5 %
Print 102 56.0 %
Not provided 10 5.5 %
Total 182 100.0 %
WITHOUT NOT PROVIDED
Q15a. Do you prefer to receive the Activity Guide in a digital or printed format? (without "not provided") Q15a. Do you prefer to receive Activity Guide in
a digital or printed format Number Percent
Digital 70 40.7 %
Print 102 59.3 %
Total 172 100.0 %
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Q15b. Would you like to have the Activity Guide available in Spanish? Q15b. Would you like to have Activity Guide
available in Spanish Number Percent
Yes 46 25.3 %
No 102 56.0 %
Not provided 34 18.7 %
Total 182 100.0 %
WITHOUT NOT PROVIDED
Q15b. Would you like to have the Activity Guide available in Spanish? (without "not provided") Q15b. Would you like to have Activity Guide
available in Spanish Number Percent
Yes 46 31.1 %
No 102 68.9 %
Total 148 100.0 %
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Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=477)
Fully met Mostly met Partly met Not met No need
Q16-1. Community Center (multi-use space for events,
exercise & activities) 4.4% 14.5% 14.5% 16.6% 50.1%
Q16-2. Diamond sports fields (baseball, softball) 6.1% 13.2% 10.9% 5.9% 63.9% Q16-3. Environmental/nature education center 3.1% 4.8% 17.2% 22.2% 52.6% Q16-4. Golf courses 5.0% 9.2% 9.4% 6.1% 70.2%
Q16-5. Indoor basketball/volleyball courts(indoor gyms) 2.3% 5.7% 10.3% 19.3% 62.5% Q16-6. Large community parks 7.1% 31.7% 27.3% 14.7% 19.3% Q16-7. Multi-use hiking, biking, walking trails (paved or unpaved) 6.1% 24.7% 35.4% 20.3% 13.4%
Q16-8. Off-leash dog park 3.8% 6.7% 14.3% 23.3% 52.0%
Q16-9. Open space conservation areas 3.8% 9.9% 23.3% 19.9% 43.2% Q16-10. Outdoor basketball courts 4.6% 14.3% 15.7% 10.7% 54.7% Q16-11. Outdoor exercise/fitness area 2.7% 10.5% 21.0% 28.5% 37.3% Q16-12. Outdoor pickleball courts 6.5% 9.9% 17.0% 13.2% 53.5% Q16-13. Outdoor tennis courts 9.2% 14.9% 15.5% 6.1% 54.3% Q16-14. Performing arts theater 7.3% 16.8% 17.2% 12.4% 46.3% Q16-15. Picnic areas & shelters 5.2% 19.7% 32.5% 16.8% 25.8% Q16-16. Playgrounds 8.4% 22.9% 24.7% 13.4% 30.6%
Q16-17. Public water access 3.8% 11.5% 23.7% 24.9% 36.1% Q16-18. Rectangular sportsfields (football, rugby, soccer) 5.0% 12.4% 17.8% 9.2% 55.6% Q16-19. Shade & trees 8.2% 29.1% 32.7% 17.8% 12.2%
Q16-20. Skateboarding parks 4.8% 7.5% 15.1% 11.3% 61.2% 134 CITY OF MODESTO
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Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.
Fully met Mostly met Partly met Not met No need
Q16-21. Small neighborhood parks 9.9% 26.2% 29.1% 15.5% 19.3% Q16-22. Splash pads or spray parks 5.5% 10.3% 22.9% 23.1% 38.4% Q16-23. Swimming pools 4.8% 13.2% 21.0% 18.4% 42.6%
Q16-24. Other 0.0% 0.2% 1.3% 4.8% 93.7%
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Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
(N=477)
Fully met Mostly met Partly met Not met
Q16-1. Community Center (multi-use space for events,
exercise & activities) 8.8% 29.0% 29.0% 33.2%
Q16-2. Diamond sports fields (baseball, softball) 16.9% 36.6% 30.2% 16.3% Q16-3. Environmental/nature education center 6.6% 10.2% 36.3% 46.9% Q16-4. Golf courses 16.9% 31.0% 31.7% 20.4%
Q16-5. Indoor basketball/volleyball courts(indoor gyms) 6.1% 15.1% 27.4% 51.4% Q16-6. Large community parks 8.8% 39.2% 33.8% 18.2%
Q16-7. Multi-use hiking, biking, walking trails (paved or unpaved) 7.0% 28.6% 40.9% 23.5%
Q16-8. Off-leash dog park 7.9% 14.0% 29.7% 48.5%
Q16-9. Open space conservation areas 6.6% 17.3% 41.0% 35.1% Q16-10. Outdoor basketball courts 10.2% 31.5% 34.7% 23.6% Q16-11. Outdoor exercise/fitness area 4.3% 16.7% 33.4% 45.5% Q16-12. Outdoor pickleball courts 14.0% 21.2% 36.5% 28.4% Q16-13. Outdoor tennis courts 20.2% 32.6% 33.9% 13.3%
Q16-14. Performing arts theater 13.7% 31.3% 32.0% 23.0% Q16-15. Picnic areas & shelters 7.1% 26.6% 43.8% 22.6%
Q16-16. Playgrounds 12.1% 32.9% 35.6% 19.3%
Q16-17. Public water access 5.9% 18.0% 37.0% 39.0%
Q16-18. Rectangular sportsfields (football, rugby, soccer) 11.3% 27.8% 40.1% 20.8% Q16-19. Shade & trees 9.3% 33.2% 37.2% 20.3%
Q16-20. Skateboarding parks 12.4% 19.5% 38.9% 29.2%
136 CITY OF MODESTO
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Q16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
Fully met Mostly met Partly met Not met
Q16-21. Small neighborhood parks 12.2% 32.5% 36.1% 19.2% Q16-22. Splash pads or spray parks 8.8% 16.7% 37.1% 37.4% Q16-23. Swimming pools 8.4% 23.0% 36.5% 32.1%
Q16-24. Other 0.0% 3.3% 20.0% 76.7%
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. Top choice Number Percent
Community Center (multi-use space for events, exercise & activities) 32 6.7 %
Diamond sports fields (baseball, softball) 17 3.6 %
Environmental/nature education center 14 2.9 %
Golf courses 20 4.2 %
Indoor basketball/volleyball courts(indoor gyms) 8 1.7 % Large community parks 32 6.7 %
Multi-use hiking, biking, walking trails (paved or unpaved) 109 22.9 % Off-leash dog park 12 2.5 %
Open space conservation areas 2 0.4 %
Outdoor basketball courts 1 0.2 %
Outdoor exercise/fitness area 8 1.7 %
Outdoor pickleball courts 23 4.8 %
Outdoor tennis courts 2 0.4 %
Performing arts theater 8 1.7 %
Picnic areas & shelters 9 1.9 %
Playgrounds 43 9.0 %
Public water access 1 0.2 %
Rectangularsports fields (football, rugby, soccer) 10 2.1 % Shade & trees 25 5.2 %
Skateboarding parks 6 1.3 %
Small neighborhood parks 29 6.1 %
Splash pads or spray parks 9 1.9 %
Swimming pools 13 2.7 %
None chosen 44 9.2 %
Total 477 100.0 %
138 CITY OF MODESTO
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. 2nd choice Number Percent
Community Center (multi-use space for events, exercise & activities) 17 3.6 %
Diamond sports fields (baseball, softball) 9 1.9 %
Environmental/nature education center 27 5.7 %
Golf courses 10 2.1 %
Indoor basketball/volleyball courts(indoor gyms) 11 2.3 % Large community parks 39 8.2 %
Multi-use hiking, biking, walking trails (paved or unpaved) 59 12.4 % Off-leash dog park 20 4.2 %
Open space conservation areas 19 4.0 %
Outdoor basketball courts 7 1.5 %
Outdoor exercise/fitness area 19 4.0 %
Outdoor pickleball courts 7 1.5 %
Outdoor tennis courts 5 1.0 %
Performing arts theater 9 1.9 %
Picnic areas & shelters 23 4.8 %
Playgrounds 29 6.1 %
Public water access 14 2.9 %
Rectangularsports fields (football, rugby, soccer) 3 0.6 % Shade & trees 31 6.5 %
Skateboarding parks 1 0.2 %
Small neighborhood parks 20 4.2 %
Splash pads or spray parks 21 4.4 %
Swimming pools 9 1.9 %
None chosen 68 14.3 %
Total 477 100.0 %
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. 3rd choice Number Percent
Community Center (multi-use space for events, exercise & activities) 15 3.1 %
Diamond sports fields (baseball, softball) 4 0.8 %
Environmental/nature education center 8 1.7 %
Golf courses 9 1.9 %
Indoor basketball/volleyball courts(indoor gyms) 8 1.7 % Large community parks 24 5.0 %
Multi-use hiking, biking, walking trails (paved or unpaved) 39 8.2 % Off-leash dog park 25 5.2 %
Open space conservation areas 27 5.7 %
Outdoor basketball courts 5 1.0 %
Outdoor exercise/fitness area 25 5.2 %
Outdoor pickleball courts 11 2.3 %
Outdoor tennis courts 10 2.1 %
Performing arts theater 13 2.7 %
Picnic areas & shelters 20 4.2 %
Playgrounds 24 5.0 %
Public water access 31 6.5 %
Rectangularsports fields (football, rugby, soccer) 5 1.0 % Shade & trees 41 8.6 %
Skateboarding parks 2 0.4 %
Small neighborhood parks 18 3.8 %
Splash pads or spray parks 24 5.0 %
Swimming pools 7 1.5 %
None chosen 82 17.2 %
Total 477 100.0 %
140 CITY OF MODESTO
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Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household?
Q17. 4th choice Number Percent
Community Center (multi-use space for events, exercise & activities) 25 5.2 %
Diamond sports fields (baseball, softball) 3 0.6 %
Environmental/nature education center 5 1.0 %
Golf courses 5 1.0 %
Indoor basketball/volleyball courts(indoor gyms) 10 2.1 % Large community parks 21 4.4 %
Multi-use hiking, biking, walking trails (paved or unpaved) 25 5.2 % Off-leash dog park 10 2.1 %
Open space conservation areas 19 4.0 %
Outdoor basketball courts 4 0.8 %
Outdoor exercise/fitness area 15 3.1 %
Outdoor pickleball courts 13 2.7 %
Outdoor tennis courts 3 0.6 %
Performing arts theater 14 2.9 %
Picnic areas & shelters 22 4.6 %
Playgrounds 26 5.5 %
Public water access 27 5.7 %
Rectangularsports fields (football, rugby, soccer) 8 1.7 % Shade & trees 41 8.6 %
Skateboarding parks 4 0.8 %
Small neighborhood parks 29 6.1 %
Splash pads or spray parks 18 3.8 %
Swimming pools 7 1.5 %
None chosen 123 25.8 %
Total 477 100.0 %
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SUM OF TOP 4 CHOICES
Q17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household? (top 4)
Q17. Sum of Top 4 Choices Number Percent
Community Center (multi-use space for events, exercise & activities) 89 18.7 %
Diamond sports fields (baseball, softball) 33 6.9 %
Environmental/nature education center 54 11.3 %
Golf courses 44 9.2 %
Indoor basketball/volleyball courts(indoor gyms) 37 7.8 % Large community parks 116 24.3 %
Multi-use hiking, biking, walking trails (paved or unpaved) 232 48.6 % Off-leash dog park 67 14.0 %
Open space conservation areas 67 14.0 %
Outdoor basketball courts 17 3.6 %
Outdoor exercise/fitness area 67 14.0 %
Outdoor pickleball courts 54 11.3 %
Outdoor tennis courts 20 4.2 %
Performing arts theater 44 9.2 %
Picnic areas & shelters 74 15.5 %
Playgrounds 122 25.6 %
Public water access 73 15.3 %
Rectangularsports fields (football, rugby, soccer) 26 5.5 % Shade & trees 138 28.9 %
Skateboarding parks 13 2.7 %
Small neighborhood parks 96 20.1 %
Splash pads or spray parks 72 15.1 %
Swimming pools 36 7.5 %
None chosen 44 9.2 %
Total 1635
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Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=477)
Fully met Mostly met Partly met Not met No need
Q18-1. Adult fitness & wellness programs 4.2% 8.6% 17.4% 31.4% 38.4% Q18-2. Adult performing arts programs(dance/music) 5.0% 8.4% 16.6% 18.2% 51.8% Q18-3. Adult sports leagues 2.3% 10.5% 15.5% 15.9% 55.8% Q18-4. Adult visual arts/crafts programs 2.5% 3.6% 15.7% 25.6% 52.6% Q18-5. After school programs for youth of all ages 4.6% 5.9% 16.1% 14.7% 58.7% Q18-6. Aquatic programs(swim lessons, recreation swim) 4.8% 10.9% 16.8% 18.9% 48.6% Q18-7. Community special events 5.0% 15.1% 25.4% 17.6% 36.9% Q18-8. Cultural enrichment programs 2.9% 9.0% 17.6% 21.8% 48.6% Q18-9. Group travel tours 1.9% 2.1% 8.8% 19.7% 67.5%
Q18-10. Outdoor environmental/nature camps & programs 2.7% 2.5% 11.1% 30.2% 53.5% Q18-11. Park ranger/park enforcement programs 2.5% 8.6% 17.2% 29.8% 41.9% Q18-12. Pickleball lessons & leagues 2.1% 6.3% 12.6% 15.1% 63.9% Q18-13. Preschool programs/early childhood education 3.8% 5.2% 11.7% 12.4% 66.9% Q18-14. Programs for people with special needs 3.1% 3.4% 9.9% 16.6% 67.1% Q18-15. Senior programs 3.6% 6.9% 17.6% 17.8% 54.1%
Q18-16. STEM (science, technology, engineering, &
mathematics) classes 2.7% 6.1% 11.9% 21.0% 58.3%
Q18-17. Swim lessons 5.5% 10.1% 14.3% 14.9% 55.3%
Q18-18. Teen/tween programs 1.3% 1.9% 12.2% 15.9% 68.8% Q18-19. Tennis lessons & leagues 2.1% 4.2% 11.9% 9.9% 71.9% Q18-20. Youth fitness & wellness classes 1.5% 2.5% 13.6% 18.9% 63.5% PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 143
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Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.
Fully met Mostly met Partly met Not met No need
Q18-21. Youth performing arts programs (dance/music) 3.6% 4.8% 12.6% 14.3% 64.8% Q18-22. Youth seasonal recreation programs & camps 1.9% 5.9% 14.7% 15.7% 61.8% Q18-23. Youth sports programs & camps 3.1% 6.3% 14.5% 14.9% 61.2% Q18-24. Youth visual arts/crafts programs 2.3% 2.5% 13.2% 16.1% 65.8% Q18-25. Other 0.0% 0.0% 0.6% 1.9% 97.5%
144 CITY OF MODESTO
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Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
(N=477)
Fully met Mostly met Partly met Not met
Q18-1. Adult fitness & wellness programs 6.8% 13.9% 28.2% 51.0% Q18-2. Adult performing arts programs(dance/music) 10.4% 17.4% 34.3% 37.8% Q18-3. Adult sports leagues 5.2% 23.7% 35.1% 36.0%
Q18-4. Adult visual arts/crafts programs 5.3% 7.5% 33.2% 54.0% Q18-5. After school programs for youth of all ages 11.2% 14.2% 39.1% 35.5% Q18-6. Aquatic programs(swim lessons, recreation swim) 9.4% 21.2% 32.7% 36.7% Q18-7. Community special events 8.0% 23.9% 40.2% 27.9%
Q18-8. Cultural enrichment programs 5.7% 17.6% 34.3% 42.4% Q18-9. Group travel tours 5.8% 6.5% 27.1% 60.6%
Q18-10. Outdoor environmental/nature camps & programs 5.9% 5.4% 23.9% 64.9% Q18-11. Park ranger/park enforcement programs 4.3% 14.8% 29.6% 51.3% Q18-12. Pickleball lessons & leagues 5.8% 17.4% 34.9% 41.9% Q18-13. Preschool programs/early childhood education 11.4% 15.8% 35.4% 37.3% Q18-14. Programs for people with special needs 9.6% 10.2% 29.9% 50.3% Q18-15. Senior programs 7.8% 15.1% 38.4% 38.8%
Q18-16. STEM (science, technology, engineering, &
mathematics) classes 6.5% 14.6% 28.6% 50.3%
Q18-17. Swim lessons 12.2% 22.5% 31.9% 33.3%
Q18-18. Teen/tween programs 4.0% 6.0% 38.9% 51.0%
Q18-19. Tennis lessons & leagues 7.5% 14.9% 42.5% 35.1% Q18-20. Youth fitness & wellness classes 4.0% 6.9% 37.4% 51.7% PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 145
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Q18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
Fully met Mostly met Partly met Not met
Q18-21. Youth performing arts programs (dance/music) 10.1% 13.7% 35.7% 40.5% Q18-22. Youth seasonal recreation programs & camps 4.9% 15.4% 38.5% 41.2% Q18-23. Youth sports programs & camps 8.1% 16.2% 37.3% 38.4% Q18-24. Youth visual arts/crafts programs 6.7% 7.4% 38.7% 47.2% Q18-25. Other 0.0% 0.0% 25.0% 75.0%
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. Top choice Number Percent
Adult fitness & wellness programs 84 17.6 %
Adult performing arts programs (dance/music) 8 1.7 %
Adult sports leagues 17 3.6 %
Adult visual arts/crafts programs 10 2.1 %
After school programs for youth of all ages 30 6.3 %
Aquatic programs (swim lessons, recreation swim) 19 4.0 % Community special events 26 5.5 %
Cultural enrichment programs 5 1.0 %
Group travel tours 1 0.2 %
Outdoor environmental/nature camps & programs 16 3.4 %
Park ranger/park enforcement programs 27 5.7 %
Pickleball lessons & leagues 23 4.8 %
Preschool programs/early childhood education 16 3.4 %
Programsfor people with special needs 6 1.3 %
Senior programs 15 3.1 %
STEM (science, technology, engineering, & mathematics) classes 10 2.1 % Swim lessons 11 2.3 %
Teen/tween programs 7 1.5 %
Tennis lessons & leagues 1 0.2 %
Youth fitness & wellness classes 5 1.0 %
Youth performing arts programs (dance/music) 3 0.6 %
Youth seasonal recreation programs & camps 7 1.5 %
Youth sports programs & camps 13 2.7 %
Youth visual arts/crafts programs 2 0.4 %
None chosen 115 24.1 %
Total 477 100.0 %
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. 2nd choice Number Percent
Adult fitness & wellness programs 33 6.9 %
Adult performing arts programs (dance/music) 25 5.2 %
Adult sports leagues 11 2.3 %
Adult visual arts/crafts programs 10 2.1 %
After school programs for youth of all ages 24 5.0 %
Aquatic programs (swim lessons, recreation swim) 27 5.7 % Community special events 27 5.7 %
Cultural enrichment programs 24 5.0 %
Group travel tours 6 1.3 %
Outdoor environmental/nature camps & programs 27 5.7 %
Park ranger/park enforcement programs 16 3.4 %
Pickleball lessons & leagues 9 1.9 %
Preschool programs/early childhood education 10 2.1 %
Programsfor people with special needs 7 1.5 %
Senior programs 15 3.1 %
STEM (science, technology, engineering, & mathematics) classes 16 3.4 % Swim lessons 8 1.7 %
Teen/tween programs 11 2.3 %
Youth fitness & wellness classes 4 0.8 %
Youth performing arts programs (dance/music) 4 0.8 %
Youth seasonal recreation programs & camps 9 1.9 %
Youth sports programs & camps 9 1.9 %
Youth visual arts/crafts programs 1 0.2 %
None chosen 144 30.2 %
Total 477 100.0 %
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. 3rd choice Number Percent
Adult fitness & wellness programs 13 2.7 %
Adult performing arts programs (dance/music) 9 1.9 %
Adult sports leagues 13 2.7 %
Adult visual arts/crafts programs 20 4.2 %
After school programs for youth of all ages 11 2.3 %
Aquatic programs (swim lessons, recreation swim) 24 5.0 % Community special events 28 5.9 %
Cultural enrichment programs 16 3.4 %
Group travel tours 14 2.9 %
Outdoor environmental/nature camps & programs 18 3.8 %
Park ranger/park enforcement programs 15 3.1 %
Pickleball lessons & leagues 10 2.1 %
Preschool programs/early childhood education 14 2.9 %
Programsfor people with special needs 11 2.3 %
Senior programs 20 4.2 %
STEM (science, technology, engineering, & mathematics) classes 14 2.9 % Swim lessons 10 2.1 %
Teen/tween programs 11 2.3 %
Tennis lessons & leagues 5 1.0 %
Youth fitness & wellness classes 9 1.9 %
Youth performing arts programs (dance/music) 7 1.5 %
Youth seasonal recreation programs & camps 11 2.3 %
Youth sports programs & camps 4 0.8 %
Youth visual arts/crafts programs 5 1.0 %
None chosen 165 34.6 %
Total 477 100.0 %
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Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household?
Q19. 4th choice Number Percent
Adult fitness & wellness programs 18 3.8 %
Adult performing arts programs (dance/music) 8 1.7 %
Adult sports leagues 9 1.9 %
Adult visual arts/crafts programs 9 1.9 %
After school programs for youth of all ages 7 1.5 %
Aquatic programs (swim lessons, recreation swim) 7 1.5 % Community special events 25 5.2 %
Cultural enrichment programs 18 3.8 %
Group travel tours 10 2.1 %
Outdoor environmental/nature camps & programs 28 5.9 %
Park ranger/park enforcement programs 15 3.1 %
Pickleball lessons & leagues 4 0.8 %
Preschool programs/early childhood education 6 1.3 %
Programsfor people with special needs 13 2.7 %
Senior programs 28 5.9 %
STEM (science, technology, engineering, & mathematics) classes 13 2.7 % Swim lessons 12 2.5 %
Teen/tween programs 6 1.3 %
Tennis lessons & leagues 2 0.4 %
Youth fitness & wellness classes 11 2.3 %
Youth performing arts programs (dance/music) 4 0.8 %
Youth seasonal recreation programs & camps 14 2.9 %
Youth sports programs & camps 8 1.7 %
Youth visual arts/crafts programs 12 2.5 %
None chosen 190 39.8 %
Total 477 100.0 %
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SUM OF TOP 4 CHOICES
Q19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household? (top 4)
Q19. Sum of Top 4 Choices Number Percent
Adult fitness & wellness programs 148 31.0 %
Adult performing arts programs (dance/music) 50 10.5 %
Adult sports leagues 50 10.5 %
Adult visual arts/crafts programs 49 10.3 %
After school programs for youth of all ages 72 15.1 %
Aquatic programs (swim lessons, recreation swim) 77 16.1 % Community special events 106 22.2 %
Cultural enrichment programs 63 13.2 %
Group travel tours 31 6.5 %
Outdoor environmental/nature camps & programs 89 18.7 % Park ranger/park enforcement programs 73 15.3 %
Pickleball lessons & leagues 46 9.6 %
Preschool programs/early childhood education 46 9.6 %
Programsfor people with special needs 37 7.8 %
Senior programs 78 16.4 %
STEM (science, technology, engineering, & mathematics) classes 53 11.1 % Swim lessons 41 8.6 %
Teen/tween programs 35 7.3 %
Tennis lessons & leagues 8 1.7 %
Youth fitness & wellness classes 29 6.1 %
Youth performing arts programs (dance/music) 18 3.8 %
Youth seasonal recreation programs & camps 41 8.6 %
Youth sports programs & camps 34 7.1 %
Youth visual arts/crafts programs 20 4.2 %
None chosen 115 24.1 %
Total 1409
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Q20. What do you believe should be the top priority for preserving and promoting local history and culture in our community?
Q20. What should be top priority for preserving &
promoting local history & culture in our community Number Percent Restoring & maintaining historicalsites & landmarks 202 42.3 % Offering more history focused educational programs & tours 37 7.8 % Expanding multicultural & heritage celebrations 64 13.4 % Improving accessibility & language options for historical resources 4 0.8 % Creating digital archives & online access to local history 32 6.7 % Enhancing signage & interpretive displays at historical locations 20 4.2 % Increase funding for preservation efforts 34 7.1 %
Other 8 1.7 %
None of these 76 15.9 %
Total 477 100.0 %
Q21. If adjustments to fees were made (due to increasing cost to provide programs, services or facilities) which of the following best describes the potential impact, if any, that fee increases would have on your current level of participation?
Q21. Which following best describes the potential
impact that fee increases would have on your
current level of participation Number Percent
Moderate fee increases would not limit my/our ability to participate at all 159 33.3 %
Moderate fee increases would limit my/our ability to
participate sometimes 108 22.6 %
Moderate fee increases would limit my/our ability to
participate significantly 74 15.5 %
Do not know/uncertain 98 20.5 %
Other 5 1.0 %
Not provided 33 6.9 %
Total 477 100.0 %
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Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years?
Q22. Top choice Number Percent
Aquatic facility 47 9.9 %
New community/recreation center 36 7.5 %
Athletic field complex 24 5.0 %
Disc golf course 2 0.4 %
Skate park 10 2.1 %
Dog parks 25 5.2 %
Bike park/all wheels park 28 5.9 %
Splash grounds 21 4.4 %
Pickleball/tennis courts 33 6.9 %
Facilities accessible for those with physical challenges 26 5.5 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 95 19.9 %
Additional water access 10 2.1 %
Playgrounds 35 7.3 %
Shade structures 35 7.3 %
Other 17 3.6 %
None of these 4 0.8 %
None chosen 29 6.1 %
Total 477 100.0 %
Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years?
Q22. 2nd choice Number Percent
Aquatic facility 19 4.0 %
New community/recreation center 35 7.3 %
Athletic field complex 14 2.9 %
Disc golf course 5 1.0 %
Skate park 7 1.5 %
Dog parks 29 6.1 %
Bike park/all wheels park 21 4.4 %
Splash grounds 26 5.5 %
Pickleball/tennis courts 19 4.0 %
Facilities accessible for those with physical challenges 30 6.3 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 85 17.8 %
Additional water access 23 4.8 %
Playgrounds 40 8.4 %
Shade structures 61 12.8 %
Other 6 1.3 %
None of these 3 0.6 %
None chosen 54 11.3 %
Total 477 100.0 %
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Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years?
Q22. 3rd choice Number Percent
Aquatic facility 19 4.0 %
New community/recreation center 28 5.9 %
Athletic field complex 16 3.4 %
Disc golf course 4 0.8 %
Skate park 6 1.3 %
Dog parks 22 4.6 %
Bike park/all wheels park 12 2.5 %
Splash grounds 33 6.9 %
Pickleball/tennis courts 9 1.9 %
Facilities accessible for those with physical challenges 30 6.3 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 72 15.1 %
Additional water access 29 6.1 %
Playgrounds 28 5.9 %
Shade structures 84 17.6 %
Other 10 2.1 %
None of these 1 0.2 %
None chosen 74 15.5 %
Total 477 100.0 %
SUM OF TOP 3 CHOICES
Q22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years? (top 3)
Q22. Sum of Top 3 Choice Number Percent
Aquatic facility 85 17.8 %
New community/recreation center 99 20.8 %
Athletic field complex 54 11.3 %
Disc golf course 11 2.3 %
Skate park 23 4.8 %
Dog parks 76 15.9 %
Bike park/all wheels park 61 12.8 %
Splash grounds 80 16.8 %
Pickleball/tennis courts 61 12.8 %
Facilities accessible for those with physical challenges 86 18.0 % Improved park amenities (drinking fountains, restrooms, benches, etc.) 252 52.8 %
Additional water access 62 13.0 %
Playgrounds 103 21.6 %
Shade structures 180 37.7 %
Other 33 6.9 %
None of these 8 1.7 %
None chosen 29 6.1 %
Total 1303
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Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
Q23. Top choice Number Percent
Add new walking & biking trails 178 37.3 %
Add new specialty parks (skate, bike, disc, etc.) 25 5.2 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 58 12.2 % Add outdoor athletic fields or courts 19 4.0 %
Expand programs & activities (more teen/senior programs) 51 10.7 % Improve and/or renovate & maintain existing facilities 95 19.9 % Adding lights to existing athletic fields 16 3.4 %
None of these 4 0.8 %
None chosen 31 6.5 %
Total 477 100.0 %
Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
Q23. 2nd choice Number Percent
Add new walking & biking trails 56 11.7 %
Add new specialty parks (skate, bike, disc, etc.) 34 7.1 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 62 13.0 % Add outdoor athletic fields or courts 30 6.3 %
Expand programs & activities (more teen/senior programs) 76 15.9 % Improve and/or renovate & maintain existing facilities 119 24.9 % Adding lights to existing athletic fields 31 6.5 %
None of these 5 1.0 %
None chosen 64 13.4 %
Total 477 100.0 %
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Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
Q23. 3rd choice Number Percent
Add new walking & biking trails 48 10.1 %
Add new specialty parks (skate, bike, disc, etc.) 39 8.2 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 39 8.2 % Add outdoor athletic fields or courts 28 5.9 %
Expand programs & activities (more teen/senior programs) 61 12.8 % Improve and/or renovate & maintain existing facilities 89 18.7 % Adding lights to existing athletic fields 60 12.6 %
None of these 8 1.7 %
None chosen 105 22.0 %
Total 477 100.0 %
SUM OF TOP 3 CHOICES
Q23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto? (top 3)
Q23. Sum of Top 3 Choices Number Percent
Add new walking & biking trails 282 59.1 %
Add new specialty parks (skate, bike, disc, etc.) 98 20.5 % Add new aquatic facilities (indoor or outdoor pool, splash grounds) 159 33.3 % Add outdoor athletic fields or courts 77 16.1 %
Expand programs & activities (more teen/senior programs) 188 39.4 % Improve and/or renovate & maintain existing facilities 303 63.5 % Adding lights to existing athletic fields 107 22.4 %
None of these 17 3.6 %
None chosen 31 6.5 %
Total 1262
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Q24. If you had an additional $100, how would you allocate the funds among the categories listed below? Mean
Implement improvements to existing amenities at parks & recreation facilities 28.90 Add new recreation amenities throughout the City 13.55
Add additional programming/classes 10.27
Invest in repairs & updatesto existing recreation facilities 31.33 Purchase additional land for future parks & recreation facility needs 15.95 Q25. What is your age?
Q25. Your age Number Percent
18-34 94 19.7 %
35-44 95 19.9 %
45-54 96 20.1 %
55-64 91 19.1 %
65+ 90 18.9 %
Not provided 11 2.3 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q25. What is your age? (without "not provided")
Q25. Your age Number Percent
18-34 94 20.2 %
35-44 95 20.4 %
45-54 96 20.6 %
55-64 91 19.5 %
65+ 90 19.3 %
Total 466 100.0 %
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Q26. Approximately how many years have you lived in Modesto? Q26. How many years have you lived in Modesto Number Percent 0-5 years 35 7.3 %
6-10 years 29 6.1 %
11-20 years 56 11.7 %
21-30 years 90 18.9 %
31+ years 242 50.7 %
Not provided 25 5.2 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q26. Approximately how many years have you lived in Modesto? (without "not provided") Q26. How many years have you lived in Modesto Number Percent 0-5 years 35 7.7 %
6-10 years 29 6.4 %
11-20 years 56 12.4 %
21-30 years 90 19.9 %
31+ years 242 53.5 %
Total 452 100.0 %
Q27. Your gender identity:
Q27. Your gender Number Percent
Male 234 49.1 %
Female 239 50.1 %
Not provided 4 0.8 %
Total 477 100.0 %
WITHOUT NOT PROVIDED
Q27. Your gender identity: (without "not provided")
Q27. Your gender Number Percent
Male 234 49.5 %
Female 239 50.5 %
Total 473 100.0 %
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Q28. Please CHECK ALL of the following that BEST describe your race/ethnicity.
Q28. Your race/ethnicity Number Percent
Asian or Asian Indian 35 7.3 %
Black or African American 15 3.1 %
American Indian or Alaska Native 4 0.8 %
White Non-Hispanic 150 31.4 %
Native Hawaiian or other Pacific Islander 5 1.0 %
Hispanic or Latino 256 53.7 %
Other 15 3.1 %
Total 480
Q28-7. Self-describe your race/ethnicity:
Q28-7. Self-describe your race/ethnicity Number Percent PORTUGUESE 1 8.3 %
PORTUGUESE/JEWISH 1 8.3 %
Assyrian 1 8.3 %
MEXICAN 1 8.3 %
PERSIAN 1 8.3 %
Mixed 1 8.3 %
Filipino 1 8.3 %
Indigenous 1 8.3 %
Basque 1 8.3 %
East Indian 1 8.3 %
Middle Eastern 1 8.3 %
Dutch 1 8.3 %
Total 12 100.0 %
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5 Survey Instrument
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June 2025
Dear Modesto Resident:
I am excited to announce the City of Modesto is creating a Parks, Recreation and Neighborhoods Master Plan. The focus with this initiative is to create a comprehensive plan surrounding Modesto’s parks and recreational programming and park maintenance, improvements, and development. The plan will serve as a guide for how we improve, expand, repurpose, prioritize, maintain, staff, and fund our community’s park assets and recreational opportunities.
Your response is extremely important!
We need to gain a better understanding of what this looks like for Modesto, the community – you! With recognition and appreciation of the beauty of Modesto’s diversity, it is vital to ensure our assessment includes a comprehensive cross-section of the Modesto community.
We appreciate your participation in completing the survey.
The survey will take 10-15 minutes to complete, and responses will remain confidential.
We have selected ETC Institute, an independent consulting and research company, as our partner to administer this survey. They will compile the data and present the results to the city, which in turn will be shared with the community. Please return your completed survey in the enclosed postage-paid envelope addressed to ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061. If you prefer to complete the survey online, please visit https://engageberrydunn.mysocialpinpoint.com/city-modesto-parks-and-recreation-masterplan If you have any questions, please feel free to contact us at [email protected] Sincerely,
Jeremy Rogers, CPRE
Director of Parks, Recreation and Neighborhoods
Modesto, CA Needs Assessment Survey Report
ETC Institute (2025) 90
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2025 Modesto Parks and Recreation Needs Assessment Survey Modesto would like your input to help determine park and recreation priorities for our community. This survey will take 12-15 minutes to complete. When you are finished, return your survey in the enclosed postage-paid, return-reply envelope. If you prefer, you can complete the survey online at modestoparkssurvey.org. We greatly appreciate your time.
1. Including yourself, how many people in your household are...
Under age 5:
Ages 5-9:
Ages 10-14:
Ages 15-19:
Ages 20-24:
Ages 25-34:
Ages 35-44:
Ages 45-54:
Ages 55-64:
Ages 65-74:
Ages 75+:
2. How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
(3) Very important (2) Somewhat important (1) Not important (9) Not sure
3. How knowledgeable are you with City of Modesto Parks, Recreation and Neighborhood facilities, programs and services?
(3) Very familiar (2) Somewhat familiar (1) Not familiar at all (9) Not sure
4. Please indicate how satisfied you are with the following parks or facilities listed below. If you or members of your households haven't visited the park/facility in the past year, please circle "9" for "Haven't Visited."
Park/Facility
How satisfied are you with this park/facility?
Very
Satisfied Satisfied Neutral Dissatisfied VeryDissatisfied Haven't
Visited
01. Neighborhood Center at Marshall Park 5 4 3 2 1 9
02. King-Kennedy Memorial Center 5 4 3 2 1 9
03. Modesto Senior Citizens Center 5 4 3 2 1 9
04. Maddux Youth Center 5 4 3 2 1 9
05. Graceada Park Pool 5 4 3 2 1 9
06. Beyer High Pool 5 4 3 2 1 9
07. Davis High Pool 5 4 3 2 1 9
08. Johansen High Pool 5 4 3 2 1 9
09. Burris Pool and Sonoma Elementary 5 4 3 2 1 9
10. Mary Grogan Soccer Complex 5 4 3 2 1 9
11. McHenry Museum 5 4 3 2 1 9
12. McHenry Mansion 5 4 3 2 1 9
5. How often do you or other members of your household visit City parks? (5) Daily (3) A few times a month
(4) A few times a week (2) A few times a year
(1) Never
6. Please CHECK ALL of the reasons preventing you or other members of your household from using the parks (or, if you currently use them, what prevents you from using them more often). (1) I don't have children/kids are grown (6) Not enough seating/benches (2) Playground is outdated (7) Lighting/safety/security (3) Too many homeless (8) Unleashed dogs/dog mess
(4) Need access to restrooms/drinking fountains (9) Other:
(5) None close to me/have to travel by car
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7. Have you or would you rent one of our City of Modesto facilities? For example, Modesto Centre Plaza (special events/concerts/convention center), McHenry Mansion (wedding venue), Mancini Bowl (performing art amphitheater), or the Boy Scout Clubhouse (community hall)? (1) Yes (2) No
8. Do you currently golf at one of our two golf courses? (1) Creekside Golf Course (3) Both Creekside and Dryden (2) Dryden Golf Course (4) Do not use either
9. What is your priority when you are visiting a park? [Select only one.] (1) Ball fields
(2) Clean restrooms/available restrooms
(3) Drinking fountains
(4) Picnic Tables
(5) Playgrounds
10. Please CHECK ALL of the following improvements that you feel would improve Modesto parks and facilities.
(01) Universally accessibility (11) Expanding programs and classes for all ages (02) Aquatics program (12) Sports tourism
(03) Walking and biking trails (13) Public water access (04) Safety and security in parks (14) Affordability of programs and services (05) Maintenance of parks and facilities (15) Signage/wayfinding on trails and parks (06) Heritage, historical cultural preservation (16) Golf courses (07) Availability of indoor recreation space (17) Rental/Meeting space (08) Teen programs (18) Other:
(09) Customer service
(10) Special events
(19) None of the above
11. Which FIVE of the improvements listed in Question 10 do you think are MOST IMPORTANT for Modesto? [Write in your answers below using the numbers from the list in Question 10, or circle "NONE."] 1st: 2nd: 3rd: 4th: 5th: NONE
12. From the following list, please CHECK ALL of the organizations that you or members of your household have used for recreation and sports activities during the last 12 months. (01) Boys and Girls Club
(02) City of Modesto
(03) First Tee
(04) Neighboring cities
(07) Private clubs (tennis, health, swim, fitness)
(08) Private schools/charter schools
(09) Private summer camps
(10) Public schools
(05) Places of worship (e.g., synagogues, churches) (11) Other:
(06) Private and non-profit youth sports
13. From the following list, please CHECK ALL of the ways you learn about Modesto Parks, Recreation and Neighborhood programs.
(1) Local media
(2) Social media (Facebook and Instagram)
(3) At recreation facilities/programs
(4) Website
(5) Seasonal activity guide
(6) Word of mouth
(7) Email
(8) Other:
(9) None of these
14. Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents?
(1) Yes, I am aware (2) Yes, I've used it (3) No, I am not aware PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 163
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15. Are you familiar with our Seasonal Activity Guide highlighting all recreation programs, activities, and events?
(1) Yes [Answer Q15a-b.] (2) No [Go to question 16.]
15a. Do you prefer to receive the Activity Guide in a digital or printed format? (1) Digital (2) Print
15b. Would you like to have the Activity Guide available in Spanish? (1) Yes (2) No
16. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Facility/Amenity Fully Met Mostly Met Partly Met Not Met No Need
01. Community center (multi-use space for events, exercise and activities) 4 3 2 1 9
02. Diamond sports fields (baseball, softball) 4 3 2 1 9
03. Environmental/nature education center 4 3 2 1 9
04. Golf courses 4 3 2 1 9
05. Indoor basketball/volleyball courts (indoor gyms) 4 3 2 1 9
06. Large community parks 4 3 2 1 9
07. Multi-use hiking, biking, walking trails (paved or unpaved) 4 3 2 1 9
08. Off-leash dog park 4 3 2 1 9
09. Open space conservation areas 4 3 2 1 9
10. Outdoor basketball courts 4 3 2 1 9
11. Outdoor exercise/fitness area 4 3 2 1 9
12. Outdoor pickleball courts 4 3 2 1 9
13. Outdoor tennis courts 4 3 2 1 9
14. Performing arts theater 4 3 2 1 9
15. Picnic areas and shelters 4 3 2 1 9
16. Playgrounds 4 3 2 1 9
17. Public water access 4 3 2 1 9
18. Rectangular sports fields (football, rugby, soccer) 4 3 2 1 9
19. Shade and trees 4 3 2 1 9
20. Skateboarding parks 4 3 2 1 9
21. Small neighborhood parks 4 3 2 1 9
22. Splash pads or spray parks 4 3 2 1 9
23. Swimming pools 4 3 2 1 9
24. Other: 4 3 2 1 9
17. Which FOUR facilities/amenities from the list in Question 16 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 16, or circle "NONE."]
1st: 2nd: 3rd: 4th: NONE
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18. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Program/Activity Fully Met Mostly Met Partly Met Not Met No Need
01. Adult fitness and wellness programs 4 3 2 1 9
02. Adult performing arts programs (dance/music) 4 3 2 1 9
03. Adult sports leagues 4 3 2 1 9
04. Adult visual arts/crafts programs 4 3 2 1 9
05. After school programs for youth of all ages 4 3 2 1 9
06. Aquatic programs (swim lessons, recreation swim) 4 3 2 1 9
07. Community special events 4 3 2 1 9
08. Cultural enrichment programs 4 3 2 1 9
09. Group travel tours 4 3 2 1 9
10. Outdoor environmental/nature camps and programs 4 3 2 1 9
11. Park ranger/Park enforcement programs 4 3 2 1 9
12. Pickleball lessons and leagues 4 3 2 1 9
13. Preschool programs/early childhood education 4 3 2 1 9
14. Programs for people with special needs 4 3 2 1 9
15. Senior programs 4 3 2 1 9
16. STEM (science, technology, engineering, and
mathematics) classes 4 3 2 1 9
17. Swim lessons 4 3 2 1 9
18. Teen/tween programs 4 3 2 1 9
19. Tennis lessons and leagues 4 3 2 1 9
20. Youth fitness and wellness classes 4 3 2 1 9
21. Youth performing arts programs (dance/music) 4 3 2 1 9
22. Youth seasonal recreation programs and camps 4 3 2 1 9
23. Youth sports programs and camps 4 3 2 1 9
24. Youth visual arts/crafts programs 4 3 2 1 9
25. Other: 4 3 2 1 9
19. Which FOUR programs/activities from the list in Question 18 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 18, or circle "NONE."]
1st: 2nd: 3rd: 4th: NONE
20. What do you believe should be the top priority for preserving and promoting local history and culture in our community? [Check only one.]
(1) Restoring and maintaining historical sites and landmarks (2) Offering more history focused educational programs and tours (3) Expanding multicultural and heritage celebrations
(4) Improving accessibility and language options for historical resources (5) Creating digital archives and online access to local history (6) Enhancing signage and interpretive displays at historical locations (7) Increase funding for preservation efforts
(8) Other:
(9) None of these
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21. If adjustments to fees were made (due to increasing cost to provide programs, services or facilities) which of the following best describes the potential impact, if any, that fee increases would have on your current level of participation? [Check only one.] (1) Moderate fee increases would not limit my/our ability to participate at all (2) Moderate fee increases would limit my/our ability to participate sometimes (3) Moderate fee increases would limit my/our ability to participate significantly (4) Do not know/uncertain
(5) Other:
22. What are the THREE greatest needs for indoor and outdoor facilities to be added or improved upon over the next 5-10 years? [Write in your answers below.]
1. Aquatic facility
2. New community/recreation center
3. Athletic field complex
4. Disc golf course
5. Skate park
6. Dog parks
7. Bike park/all wheels park
8. Splash grounds
9. Pickleball/tennis courts
10. Facilities accessible for those with physical challenges
11. Improved park amenities (drinking fountains, restrooms, benches, etc.)
12. Additional water access
13. Playgrounds
14. Shade structures
15. Other:
16. None of these
1st: 2nd: 3rd:
23. Which THREE of the potential parks and recreation initiatives listed below do you think are MOST IMPORTANT for Modesto?
1. Add new walking and biking trails
2. Add new specialty parks (skate, bike, disc, etc.)
3. Add new aquatic facilities (indoor or outdoor pool, splash grounds)
4. Add outdoor athletic fields or courts
5. Expand programs and activities (more teen/senior programs)
6. Improve and/or renovate and maintain existing facilities
7. Adding lights to existing athletic fields
8. None of these
1st: 2nd: 3rd:
24. If you had an additional $100, how would you allocate the funds among the categories listed below? [Please be sure your total adds up to $100.]
$ Implement improvements to existing amenities at parks and recreation facilities $ Add new recreation amenities throughout the city
$ Add additional programming/classes
$ Invest in repairs and updates to existing recreation facilities $ Purchase additional land for future parks and recreation facility needs $100 TOTAL
25. What is your age? years
26. Approximately how many years have you lived in Modesto? years
27. Your gender: (1) Male (2) Female (3) Non-Binary
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28. Please CHECK ALL of the following that BEST describe your race/ethnicity. (01) Asian or Asian Indian
(02) Black or African American
(03) American Indian or Alaska Native
(04) White
(05) Native Hawaiian or other Pacific Islander
(06) Hispanic or Latino
(99) Other:
29. Would you be willing to participate in future surveys sponsored by the City of Modesto? (1) Yes [Please answer Question 29a.] (2) No
29a. Please provide your contact information.
Mobile Phone Number:
Email Address:
This concludes the survey. Thank you for your time!
Please return your completed survey in the enclosed postage-paid envelope addressed to:
ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 ETC Institute (2025) 96
Your responses will remain completely
confidential. The information printed to
the right will ONLY be used to help
identify needs for parks and recreation
facilities and services in different areas
of the County. Thank you.
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Introduction
Social Pinpoint is a powerful tool that helps agencies gather feedback and insights from community stakeholders. Utilizing the engagement features on Social Pinpoint allows agencies to easily collect and analyze feedback from a range of community stakeholders including residents, customers, businesses, and employees.
This analysis will provide the City of Modesto (City) with insights that can inform decision-making and help the City better understand and meet the community’s needs and expectations. These insights can lead to recommendations that drive change and improve outcomes for all stakeholders. The City’s Social Pinpoint site included a survey, interactive mapping tool, and a budget prioritization tool.
The Social Pinpoint site for the City’s Parks, Recreation, and Neighborhoods Master Plan was active from February 27, 2025, to May 2, 2025, and the site received over 3,100 site visits. During this time, the site generated 814 contributions, including 570 survey responses, 146 interactive mapping tool comments, and 98 budget prioritization tool responses.
Figure 1: The City of Modesto Social Pinpoint Landing Page APPENDICES Appendix 3
Social Pinpoint Engagement Report
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Respondent Locations
This map visualizes the geographic distribution of Social Pinpoint respondents, using a heatmap with a black border indicating the City’s boundaries. This heat map represents respondents who included their ZIP code in their responses across all engagement tools.
The heatmap uses a color gradient from yellow (high response rate) to blue (low response rate) to represent participation intensity across ZIP codes in and around Modesto, California. The highest concentration of responses is centered within Modesto, as shown by the bright yellow and red clusters.
Surrounding communities such as Salida, Ceres, Empire, and Riverbank display moderate engagement, indicated by lighter red to purple shades. More distant areas like Turlock, Oakdale, and Ripon show lower levels of participation, represented by blue tones.
Figure 2: Respondent ZIP Code Map
Online Engagement by the Numbers
3,164
SITE VISITS
2,432
VISITORS
814
TOTAL
CONTRIBUTIONS
146
INTERACTIVE MAPPING
TOOL COMMENTS
570
SURVEY
RESPONSES
98 BUDGET
PRIORITIZATION
TOOL RESPONSES
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Survey
The City’s Parks and Recreation Master Plan survey invited community members to provide feedback on park and recreation priorities, participation habits, program preferences, facility needs, and cultural preservation efforts.
Question one asked respondents to indicate how long they have lived in the City. The majority of the respondents (72%) are longtime residents of more than 20 years.
Figure 3: Question 1 – How long have you lived in the City of Modesto? Respondents were next asked how important the availability of local parks, recreation, and trails in the City is to them and their household. An overwhelming 93% of respondents indicated that local parks, recreation, and trails are important to their household, with none stating they were not at all important.
The remaining 7% of respondents indicated it is somewhat important.
Figure 4: Question 2 – How important to you and your household is the availability of local parks, recreation, and trails in the City of Modesto?
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Question three asked respondents how knowledgeable they are with the City’s facilities, programs, and services. The majority of respondents, 58%, indicated they are somewhat familiar, 31% indicated they are very familiar, and 11% indicated they are not familiar at all.
Figure 5: Question 3 – How knowledgeable are you with Parks, Recreation and Neighborhoods facilities, programs, and services?
Respondents were asked whether they have participated in non-City programs or leagues (e.g., soccer, baseball, private swim or dance classes, church activities), and the majority of respondents, 42%, indicated that they do participate in programs through other agencies. An additional 27% of respondents indicate they usually recreate with the City directly.
Figure 6: Question 4 – Have you or do you currently participate in non-City of Modesto programs or leagues?
Respondents were asked if they have participated in programming at any of the listed City facilities.
The top three facilities with the highest reported participation were McHenry Mansion (18%), McHenry Museum (17.5%), and the Mary Grogan Community Park Soccer Complex (10.5%).
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Figure 7: Question 5 – Do you or have you participated in programming at one of these City of Modesto facilities?
Respondents were asked if they are aware of the Leisure Bucks Scholarship Program available to qualifying City residents, and the majority (73%) indicated they were not aware of the program. Only 25% of respondents indicated they were aware of the program, and just 2% reported having used it.
Figure 8: Question 6 – Are you aware of our Leisure Bucks Scholarship Program available to qualifying Modesto residents?
Next, respondents were asked whether they are familiar with the City’s Seasonal Activity Guide that highlights all Recreation programs, activities, and events; 53% indicated they are familiar with it. 172 CITY OF MODESTO
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Figure 9: Question 7 – Are you familiar with our Seasonal Activity Guide highlighting all Recreation programs, activities, and events?
Respondents were asked what should be the top priority for preserving and promoting local history and culture in the community; the top three responses included restoring and maintain historical sites and landmarks (40.2%), expanding multicultural and heritage celebrations (18.7%), and offering more history focused educational programs and tours (11%).
The “other” responses to the question about priorities for preserving and promoting local history and culture offered a range of perspectives. Many comments emphasized improving park infrastructure and shifting focus away from cultural preservation and toward active recreation and public health, citing concerns like obesity, safety, and homelessness. Others advocated for inclusive amenities such as senior-friendly and wheelchair-accessible facilities and more community-oriented projects and programs in cultural and historical facilities. Some comments also advocated for continued historic efforts through groups like the Clampers, while others questioned whether history and culture should be a Parks and Recreation priority at all.
Figure 10: Question 8 – What do you believe should be the top priority for preserving and promoting local history and culture in our community?
Next, respondents were asked to indicate what programs or services they would like the City to focus on providing. The data shows that respondents mostly want increased focus on outdoor recreation/ nature programs (403 selected increase focus), fitness and wellness programs (365 selected increase focus), and youth athletics (324 selected increase focus). The top three programs that respondents most want Modesto to continue at the current level are pickleball (220 selected continue at current PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 173
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level), cultural and historical programming (220 selected continue at current level), and sports tournaments (218 selected continue at current level). The top three programs that respondents most want Modesto to reduce focus on are pickleball (74 selected reduce focus), group travel/tours (61 selected reduce focus), and cultural and historical programming (34 selected reduce focus). In Figure 10, the top three programs or activities with the greatest number of responses is highlighted in dark blue for each answer option.
Figure 11: Question 9 – Please indicate what programs or services you would like to see Modesto focus on providing:
Increase
Focus
Continue at
Current Level
Reduce
Focus
N/A
Adaptive (special needs)
recreation 249 194 14 60
Adult education/enrichment 252 208 16 35
After school programs 314 152 10 38
Art programs 295 168 12 30
Athletics – youth 324 164 5 22
Athletics – adult 283 200 14 23
Community events (festivals,
parades, concerts, etc.) 307 190 15 7
Cultural and historical
programming 238 220 34 25
Family programs 321 163 7 22
Fitness and wellness
programs
365 139 9 12
Group travel/tours 177 206 61 65
Outdoor recreation/nature
programs
403 107 5 6
Pickleball 180 220 74 60
Older adult (60+) programs 284 183 12 40
Sports tournaments 216 218 32 46
Summer camp 229 207 19 54
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Respondents were asked to identify the three greatest needs for indoor and outdoor facilities to be added or improved in the City over the next 5 – 10 years; the top three priorities included improved park amenities (8.7%), a new community/recreation center (10.2%), and an aquatic facility (9.3%).
The “other” responses to the question about greatest facility needs in the City over the next 5 – 10 years emphasized several recurring themes. Many community members strongly advocated for the development of a roller-skating rink (indoor or outdoor). Others voiced support for expanded and inclusive facilities like futsal courts, basketball courts, community pools, inclusive playgrounds, and satellite senior centers. There were also multiple calls to finish long-promised or delayed projects, such as the Awesome Spot Playground and the park near Johansen High School. Connectivity improvements like linking trail systems and adding bike paths were also mentioned, as well as support for niche amenities like a bike park, calisthenics areas, golf courses, convention/tournament space, and community gardens. Respondents also urged the City to prioritize maintaining existing facilities over building new ones and more responsive park management.
Figure 12: Question 10 – What are the three (3) greatest needs for indoor and outdoor facilities to be added or improve upon in Modesto over the next 5-10 years? PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 175
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Respondents were asked to rank their top three preferred parks and recreation initiatives. The initiatives that received the highest weighted scores was included adding splash grounds (4), adding lights to existing athletic fields (3.7), and adding outdoor athletic fields and courts (3.6).
Figure 13: Question 11 – Please rank the following potential parks and recreation initiatives:
The final set of questions collected demographic information. Among respondents, 62% identified as female and 37% as male. The most common age groups were 35 – 39 years (12.7%), 40 – 44 years (12.3%), and both 45 – 49 and 65 – 69 years (9.8% each).
Figure 14: Survey Respondents Age Makeup
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Budget Prioritization
The budget feature gathered insights on how
stakeholders would prioritize funding for key
facilities, amenities, and programs. Participants
were given a virtual budget of $100 to allocate
across various items. A total of 98 responses
were received, resulting in a combined budget
allocation of $9,757. The budget prioritization
indicates a strong focus on increasing safety and
security at parks and facilities ($1,606), increasing
maintenance at existing parks and facilities
($1,497), and renovating existing parks and
facilities ($1,454). Respondents gave less priority
to items such as increasing outdoor athletic
facilities and sports courts ($947), expanding
access to historical and cultural services ($553),
and expanding special and cultural events ($480).
Figure 15: Budget Responses Summary
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Interactive Map
The interactive map feature allowed community members to share location-specific ideas and feedback on recreation, parks, and amenities managed by the City. The interactive tool allowed users to identify places they frequent, amenities they feel are missing, areas they currently use for recreation, locations where new recreation opportunities are needed, and parks or facilities in need of improvement or updates.
Figure 16: Interactive Map Comments Overview
Dry Creek Park, the Tuolumne River trails, the
virginia Corridor Trailway, and the Hetch Hetchy
bike trail were identified as some of the most
frequently used and appreciated spaces for their
natural beauty and accessibility. Active recreation
areas such as Beyer Park and Graceada are
especially popular among pickleball and volleyball
players and volleyball groups, with many users
highlighting the sense of community they
experience at these locations.
Despite regular use, many parks are missing
key amenities. The most frequently noted gaps
include clean and accessible restrooms, adequate
parking, and lighting for safety especially in
growing neighborhoods around Salazar Circle and
Paradise Road. Some residents pointed to the
need for specific features like a dog park on the
east side of town, indoor pickleball courts, and
multi-generational, multi-use spaces where both
children and adults can recreate safely together.
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Several responses emphasized areas that lack
access to quality recreational spaces, particularly
in parts of South Modesto such as Parkdale
Drive and South 9th Street. Residents suggested
opening up underutilized land, like that near
Student Center Drive, for trails or multipurpose
recreation. Repurposing empty commercial
buildings for indoor activity centers was also
recommended, drawing inspiration from
successful models in other cities.
In terms of upgrades, residents called attention
to worn or outdated amenities and safety
concerns. Lighting improvements, updated
playgrounds (such as at Legion Park and Sanders
Community Park), and enhanced sanitation
facilities were frequently mentioned. Safety and
cleanliness issues at Graceada Park, and the
need for investment in cultural spaces like the
McHenry Museum, further underscore the call
for broader facility maintenance and renovation.
Ongoing collaborative efforts, like those at Enslen
Park, were positively noted as models for future
improvement.
“This is the park I frequent the most, I play pickleball here almost every day. It is an awesome community
of diverse people that play together and have fun.
However, multiple people cars have been broken into,
and other weird activity has happened. Additionally,
the lack of clean, available restrooms is a common
complaint. Safety and sanitation are the biggest
issues here.”
- Feedback on Graceada Park
“Continue the work at the Enslen Park playground
area in front of the Boy Scout Clubhouse in
collaboration with PRN and the College Area
Neighborhood Alliance (CANA).”
- Feedback on Enslen Park
“The community would love a new playground,
splash pad, picnic area, and restrooms. It’s a park the community uses everyday and we would appreciate a
renovation.”
- Feedback on Sanders Community Park
“With the growing neighborhood, there needs to be
better lighting for safety, especially along the trails, and installation of accessible public restrooms.
Recreational facilities such as tennis courts and/
or a soccer field would greatly benefit those in the
neighborhood.”
- Feedback on St. Salazar Park
Conclusion
Community input gathered through the Social Pinpoint platform revealed clear and consistent community feedback-driven priorities that will help guide the City’s Parks, Recreation, and Neighborhoods Master Plan. Residents engaged through surveys, interactive maps, and budget exercises, generating over 800 contributions that reflect widespread interest in improving parks, expanding amenities, and enhancing safety. Residents clearly value the City’s Parks, recreation, and trails, with 93% indicating it is important to their household and many advocating for more inclusive, safe, and updated recreation opportunities citywide. Consistent themes included the need for restrooms, lighting, modernized play areas, indoor recreation options, and community gathering spaces.
Public feedback also emphasized both a desire to enhance existing infrastructure and to develop new, multi-functional spaces that serve all age groups. Areas like Dry Creek, Tuolumne River trails, and the virginia Corridor Trailway were praised for their natural beauty and accessibility, while parks like Graceada and Beyer drew attention for their vibrant activity and community atmosphere. Respondents also voiced a need for equitable investment in underserved areas, particularly in South Modesto.
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APPENDICES
Introduction
An organizational assessment is an evaluation of an organization’s structure, processes, and culture. It aims to identify strengths, weaknesses, opportunities, and challenges within the organization. This assessment typically involves reviewing data, conducting surveys, and engaging staff to gather insights. The goal is to provide recommendations for improvement and strategic direction to enhance the organization’s overall effectiveness and efficiency.
The City of Modesto’s (City’s) Parks, Recreation, and Neighborhoods Department (Department) entrusted BerryDunn to conduct an organizational assessment that would analyze the Department’s current organizational chart and make recommendations for changes to the current staffing structure.
This report presents the assessment process, findings, and strengthening opportunities.
Process Overview
The organizational assessment was informed by a review of Department documents and a series of discovery sessions with City staff.
Data Review
BerryDunn reviewed a variety of documents provided by Department staff, including eight organizational charts, approximately 145 procedural documents, position allocation and vacancy listings, a retirement eligible listing, and 2024 Employee Engagement Survey findings.
Employee Engagement
To glean insights into the employee experience, BerryDunn conducted a series of discovery sessions with City staff. After a virtual introductory meeting with the Director of Parks, Recreation, & Neighborhoods and a tenured Administrative Analyst II, the following discovery sessions were held in person:
• Deputy City Manager
• Five Division Managers
• Two Recreation Supervisors, four Administrative Analysts, two Parks Operations Supervisor, Events Coordinator, and Senior Landscape Architect • Director of Parks, Recreation, & Neighborhoods
Because a Citywide Employee Engagement Survey had been conducted within the previous year, BerryDunn utilized the survey results reported by Probolsky Research.
Appendix 4Organizational Assessment
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Findings
The findings section presents an overview of the Department and its leadership, and reviews its workforce engagement, processes, succession planning, and culture. The Department organizational structure is subsequently assessed for quantity and structure, role alignment and enhancement, and structure change opportunities.
Department Overview
The Department has four divisions within the
Department: Administration and Facilities,
Cultural Services, Recreation Programming,
and Maintenance and Operations. Four Division
Manager positions are designed to oversee each
Division. The Department Director supervises
the Division Managers. The Administration and
Facilities Manager position has been intentionally
unfilled (left vacant) for more than eight years;
therefore, the Department Director is currently
responsible for oversight of that division as well as
the other direct reports.
This scenario of top-level leadership positions left
intentionally vacant is one of several examples
that demonstrate the Department has been
providing services with unstable staffing levels
for the last two decades. The lack of resources,
quality personnel, and a vacillating revenue
stream have impacted the Department’s ability to
operate at a high level. Many of the observations
were made during a 2023 Fund Development
project and remained true during the 2025
organizational assessment process.
In the last year, the Parks Planning and
Development division was moved to the
Engineering Department. While the functional
roles seemingly aligned more efficiently,
synergies between the two Departments have
been difficult to maintain. The move was initiated
by City leadership without input from division
staff, leading to mixed feelings and confusion
about roles and responsibilities.
The Leadership System
The Department is guided by its mission
statement: “We create community and
enhance neighborhoods through people, parks,
programs and facilities.” This organizational
assessment examines the people who provide
the services that create community and enhance
neighborhoods.
The current leader of the Department, the
Director of Parks, Recreation, & Neighborhoods,
began in January of 2024. With aspirations
of becoming accredited by the Commission
for Accreditation of Park and Recreation
Agencies (CAPRA), the Director is using the
master planning process to demonstrate an
interest in continuous improvement and set the
Department up for future success.
The Department’s executive leadership team
(ELT) consists of the Director’s direct reports,
which include the Division Managers and the lead
Administrative Analyst II. The Parks and Planning
Manager continues to attend ELT meetings
despite the move to Engineering Services, due to
the ongoing communications needed between
the work groups. The Division Managers have
felt the ‘newness’ of the new Director has slowed
decision-making down over the past year.
Now that the Director has closer to two years
of tenure and agency understanding, there is
clear opportunity for the ELT to better define
the Department’s core purpose and strategic
direction for the coming years.
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Workforce Engagement
In a Citywide Employee Engagement Survey conducted in April 2024, 86% of Department employees indicated they were satisfied with their current job at the City of Modesto. Department employees were more likely than their Citywide peers to feel valued as an employee, feel appreciated, and that the culture in their work environment is caring and supportive. When asked about what items they were personally satisfied with, Department employees were more likely to indicate benefits, the opportunity to serve the public, and coworkers than their Citywide peers. Department employees felt less personally satisfied with recognition and professional development than their Citywide peers.
Process Management
STANDARD OPERATING PROCEDURES
The Department initiated a standard operating
procedure project in September of 2020. Staff
created a list of processes that were either
created already or needed to be created and
then provided ongoing updates in a shared
document that depicted progress via percent
complete indicators. BerryDunn conducted a
high level review of the documentation provided
by the Department. While not every process
was examined from start to finish, observations
include:
• Current documentation typically depicts
procedures for emergency response/safety,
equipment set-up, software use, opening/
closing facility, program/event planning,
participant tracking, and/or templates
according to functional areas.
• Within the sample procedures provided,
some of the procedures were more thorough,
with full sentence explanations while others
used high level, bullet statements. Consider
creating an standard operating procedure
(SOP) template format, to support consistent
formatting and core content. Categorize the
content according to their different functional
components, e.g., purpose, procedures,
checklists, expectations.
• Create consistency between community center
locations, to support an employee’s ability to
perform essential work duties consistently
regardless of location.
• Consider adding Department-wide emergency
management response expectations for
occurrences of severe/extreme weather
events, natural disasters, active shooters, etc.,
customized for every divisional team and work
location.
The fact that so much institutional knowledge
has been documented as a huge, positive step
in the direction of a well-organized Department
following best practices.
CUSTOMER SERVICE SYSTEMS
Department staff serve as the “face” of the City,
as they are often the team that has a staffed
service counter that answers walk-up service
requests and answers Citywide phone calls.
While a positive attribute, fulfilling Citywide
customer needs equates to time spent on nondepartmental customer support. Staff also feel they spend a lot of time on reactionary services,
such as graffiti and bathroom clean-up in the
parks.
The registration software is generally meeting
the staff and customer needs. Staff identified
an opportunity to enhance their training in the
software, to increase efficiency and modify
reports.
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CITYWIDE TASKS
Department staff have inherited Citywide tasks
within the Department, without the resources to
support the tasks. For example, Department staff
are responsible for human resource functions
(e.g., hiring), which has placed strain on a staff
group that does not have human resource
training or expertise. Staff described the process
between interviewing and hiring taking over
two months, often impacted by an internal
‘battle’ for the qualified applicants. Additionally,
the purchasing process was described as
cumbersome, with much of the process pushed
to the Department as well.
When asked what tasks staff wished they had
more time to do and struggled to find the time
for, staff indicated challenges in keeping up with
tasks such as cell tower agreements, contract
management, property management, and
mastering the recreation registration software.
Staff are either completing processes they’re
not skilled to do, equipped to do, and/or have
capacity to do. They are also consistently
waiting on Citywide processes and/or interdepartmental dependencies that cause delays and inefficiencies. Consider a Citywide workflow
analysis and process mapping exercise to identify
strengthening opportunities. If a task stays with
the Department, it needs sufficient personnel
and fiscal support to execute on the task.
REACTIVE WORKFLOW
Staff identified a need for proper planning with
new capital improvement projects, as operational
considerations and funding have historically been
left out of project and fiscal planning. There is
an opportunity to improve intentional planning
that establishes desired outcomes. For example,
recent budgetary planning for a new, expanded
aquatics facility had several budget items turned
down with no explanation. The result is an
Aquatics Coordinator whose workload is already
overloaded, and no additional staff to manage the
new aquatics facility.
A reactive workload and time constraints
tend to result in work being completed less
thoroughly than desired. Staff would like to work
more proactively and strategically yet need the
structure and support to do so.
Succession Planning
The ability for an agency to retain institutional knowledge and continue functioning efficiently and effectively despite personnel changes is grounded in its commitment to a solid succession plan.
Succession planning involves the process of developing employees through mentoring, training, and job rotation so they are ready to fill key roles in the future. Nearly 25% of the Department’s fulltime employees are currently retirement eligible—it is imperative that the Department focus on the development of succession plans and potential opportunities to promote leaders from within.
Culture
While the recent Citywide Employee Engagement Survey found that two-thirds (66%) of Department employees agreed that culture and morale in my work environment are generally good/positive, staff interviewed in focus groups shared feelings of being understaffed, ignored, and not supported by the City. The Department continues to be “sliced and diced” and therefore employees do not feel they know their place in the City. They described feeling targeted, expressed a feeling of inequity, and limited by resource scarcity. The frequent shifts have left some of the staff relating the Department’s experience to the stereotype of a stepchild’s experience.
The longstanding history of instability and financial constraints have led to staff frustrations. The recent passing of Measure H (and therefore increased funding) has actually led to increased stress—staff feel pressure to perform and question whether they are up to the challenge.
Despite the challenges, staff continued to express a can-do spirit, demonstrating a deep desire to serve and to create positive community experiences.
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Organizational Structure
Full-Time Equivalents (FTE’s)
The Department had 64.75 FTEs in Fy 2025-26. Compared to the National Park and Recreation Association (NRPA)’s Park Metrics benchmarking data from communities with a population of 150,000 – 250,000, other communities the size of Modesto employ an average of 8.3 FTEs per 10,000 residents.
The Department’s number of FTEs per 10,000 residents is 3.4, which is significantly lower than the comparable communities.
The Department has struggled to maintain a consistent organizational structure due to unstable FTE allocations. Figure 1 demonstrates the number of FTEs in the Department fluctuated during the eight years examined.
Figure 1: Department FTE History
Figure 2: Department FTE History by Division or Role
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Figure 2 breaks out the FTE history by division or
role. At its lowest level, the Department consisted
of 52.75 FTEs in Fy 2022-23; conversely, at its
highest level, the Department consisted of 72.75
FTEs in Fy 2024-25. The number of FTEs within
each division varied from year to year in most of
the divisions, as did some of the formal position
allocation’s organizational unit (e.g., historical
properties).
Divisions
The Department has had four divisions across
the eight years examined. The overall functions
and titles of the divisions remained the same for
the first seven years, until Fy 2025-26 when the
Parks Planning & Development division moved to
Engineering Services and a new Cultural Services
Manager was named.
While the parks and planning team understand
the connection between what they do and
the alignment with the Engineering Services
Department’s skill set and processes, they would
prefer to move back to the Department due to
the daily work synergies with other Department
staff members and efficiencies (e.g., the Manager
attends two different manager and director
meetings).
Professional Growth Opportunities
The current organizational structure does
not demonstrate a thoughtful, professional
development and succession plan. For example,
an advancement pathway from entry-level
management to mid-level management,
and ultimately upper-level management, is
not portrayed. The absence of progressive
employee development opportunities does not
demonstrate a commitment to employee growth
and can therefore inhibit successful recruitment
and retention. This observation directly relates to
the City’s recent employee engagement survey
findings that Department employees were less
likely than the average City employee to indicate
that they were growing professionally and were
also less likely to see a path to advance their
career in the City.
Future organizational structure should
demonstrate clear opportunities for advancement
and remain stable year after year.
Span of Control
In most agencies, supervisory staff can efficiently
and directly supervise five to nine direct
reports. The types of and number of positions
influences the effective number of direct reports.
The number of direct reports can be greater
when there are similar position responsibilities
reporting, such as a position overseeing several
recreation program coordinators. Conversely, a
position managing disparate job responsibilities
may be more effective with a narrower span of
control.
The Department organizational structure (as
of February 2025) outlines four managers
reporting to the Department Director, which is a
manageable and reasonable span of control. The
four Division Managers have extremely varied
spans of control; the Cultural Services Manager
oversees one full-time staff member, while the
Recreation & Neighborhood Services has 13 and
the Park Operations Manager has 14.
Directors and positions reporting to the director
need to spend time on visionary and strategic
initiatives and less time on tactical day–to-day
activities. The managers with the larger spans of
control do not have time to focus on the visionary
and strategic initiatives.
Functional Alignment Opportunities
BerryDunn observed an opportunity to betteralign the core functions of the four divisions.
Most significantly, the current alignment of
roles and responsibilities in the Administration &
Facilities division combines two functional areas
that are not related and separates the customer
experience. BerryDunn proposes the Cultural
Services Division becomes the Administrative and
Cultural Services Division, separating the Facilities
component from Administration and combining
functions such as community events, cultural
services, and historical properties. This shift would
arrange services under a leader with internal and
external customer service experience and join
work groups providing similar services. The guest
services function would move out of Recreation
& Neighborhood Services into the Administrative
and Cultural Services Division. Shifting that
division’s focus on internal and external customer
service better aligns the related work tasks
and supports additional business function
growth. The modifications allow the Recreation
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& Neighborhood Services division to focus on
serving the community through programs,
activities, and outreach, and arranges the facilitybased services and their corresponding structural requirements together.
PROPOSED FUNCTIONAL ALIGNMENT:
Administration & Guest
Services
Recreation & Neighborhood
Services
Park Operations &
Maintenance
• Administration
• Contract Management
• Fund Development
• Guest Services
• Human Resources
(department-specific)
• Marketing (departmentspecific)
• Purchasing (departmentspecific)
• Community Events
• Cultural Services
• Historical Properties
• Commissions
• Community Centers
• Community Outreach
• Recreation Programs
• volunteer & Neighborhood
• Athletic Facilities
• Enterprise Facilities
• Event Support
• Fire Breaking
• Park & Trail Maintenance
• Park Operations
• Tagging Abatement
• vegetation Management
• volunteer Initiative Support
The proposed functional realignment creates a more balanced span of control for the Director and Division Managers and establishes a core framework for future growth within each Division.
Fund Development Plan Implementation
Successful Fund Development Plan
implementation requires staffing enhancements.
According to the Master Plan’s financial
assessment, recreation accounts for 34% of the
City’s general fund expenses but also generates
51% of the City’s general fund revenue, making it
the largest revenue-producing division. As such,
the Department should capitalize on its ability to
generate revenue as a pathway to providing more
community services.
The key requirement for shifting to a businessminded focus is to add staff positions whose purpose is to optimize service reach. A fund
development position would intentionally shift
the Department’s services to a business-minded
approach. valuing the City’s current services
differently through a modified fee structure and
increased supply of services with the largest
return on investment would help offset the
expenses needed to provide community-based
services. Corresponding recreation programming
and marketing positions would need to be
integrated into this new business strategy – to
facilitate the services and generate participant
interest.
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Any new or enhanced services resulting from this
new business-minded approach should align with
the recent community needs survey results – to
help ensure the changes fulfill the expressed
community needs. Increasing programmatic
staffing would require additional business
services support in human resources, finance,
and customer service.
This mindset shift would help the City
implement the current Fund Development
Plan by creating a staffing structure to support
revenue growth. While retaining the community
benefit of recreation is philosophically core to
the Department’s mission, focusing on revenue
generation in areas with more individualized
benefit can help generate the funding needed to
support the entire operation.
Structural Change Recommendations
BerryDunn recommends organizational structure changes that are not so culturally radical that they would cause significant disruption. Rather, the suggested organizational structure changes suggest incremental shifts to build upon and grow what is already institutionalized. Recognizing that requesting many new full-time positions is not realistic or feasible, building the system incrementally with a few new positions added each year over a five-to-seven-year time frame should occur.
SHORT-TERM RECOMMENDATIONS:
• Shift to a three-division structure to foster
functional alignment
• Allocate equitable administrative support for
each division
• Increase support for internal business services,
such as fund development, human resource,
and finance
• Increase park maintenance support (see
Maintenance Assessment findings)
• Shift the Recreation & Neighborhood Services
Manager and Park Operations Manager’s direct
reports to three Supervisors each
LONG-TERM RECOMMENDATIONS:
• Increase programming staff to meet fund
development objectives AND fulfill community
needs
• Expand cultural services with collections and
programmatic support positions
• Create entry-level recreation “specialist” roles
and additional recreation coordinator positions,
supporting program growth and professional
development opportunities
• Enhance community outreach initiatives
The structure established in the short-term will
subsequently support the long-term goal of
introducing specialist-level positions under the
coordinator’s responsibility and adding more
coordinator positions. As the expectation to
increase quantities of programs and services
rises, so should the quantity of full- and part-time
positions.
The specialist role can be directly tied to
increased revenue streams; as such, more
details of the scenario will be depicted here. The
specialist role is generally specific to one line of
programming and is classified as a 20- or 30-hour
per week part-time position. The higher level
of responsibility warrants a higher pay rate. The
incentive built into these entry-level positions
is their potential to turn into full-time positions
in the future—if merited. The more specialists
produce, i.e., programs and participants, the
better the justification to adjust the position to
support participation and revenue growth. The
same logic can be applied to event support.
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Each layer of change presented here offers the building blocks to set-up the Department for long-term future growth and expansion. Close monitoring of each change via key performance indicators will help to determine if the continued growth of an area is prudent. For example, if a Day Trips Specialist position is added with the sole purpose of facilitating adult day trips, the position might start with 20 hours per week. In the first two years, if the number of day trips increases from 3 per season to 12 per season and net revenue doubles, that might be an indicator to change the position to a 30-hour per week allocation. Then, as 20 trips are planned every season and the participant following grows such that waitlists are frequently formed, the revenue calculations will likely indicate the justification for a full-time position to support that newly developed program area. The foundation, however, lies first in the establishment of the specialist role. Staff have expressed a need for more full-time staff; this structure is one method by which to support – and fund – the desire for additional full-time staff.
Proposed Organizational Chart
The proposed organizational charts in Figures 3 and 4 reflect the functional and structural suggestions described in this report’s previous sections. The number of FTE’s shifts from 64.75 to 77.5 in the shortterm and 86.5 long-term. Although this seems like a large shift, the new FTE’s can be integrated gradually over the next several years.
Figure 3: Proposed Department Organizational Chart: Short-Term 188 CITY OF MODESTO
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Figure 4: Proposed Department Organizational Chart: Long-Term
THE NEW POSITIONS THAT SHOULD BE
PRIORITIZED IN THE FOLLOWING ORDER:
1. Administrative & Cultural Services Manager
2. Aquatics Coordinator
3. Fund Development Supervisor
4. Building Maintenance Tech II
5. Marketing, Human Resources, and Purchasing
(.5 FTEs)
6. Gradual Integration of Maintenance Worker
and PPT Weekend Crew members
The Administrative Services Manager would free
up the Director’s ability to lead more strategic
initiatives as well as develop and hire the new
Fund Development position. The Aquatics
Coordinator position is critical because more
operational support is needed to successfully
open and operate the new aquatics facility.
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Opportunities
Strategic Direction
According to NRPA research, 90% of U.S. adults say that parks and recreation is an important local government service. To continue building a healthy, resilient community through parks and recreation, the Department must demonstrate that parks and recreation is an essential service. Building a strategy around strengthening the Department voice and demonstrating its value will be critical to enhancing the Department’s internal culture and external effectiveness.
After the City releases its next (2026-2030) strategic plan, the Department should conduct its own internal strategy planning workshops to define how the Department will carry out the Citywide plan and also develop its own inward focus. Considerations for the Department strategic plan include:
• Strengthen the purpose: Establish a unified
departmental identity and core purpose; then,
center future roles, departmental growth, and
adjustments to service offerings based on that
identity and core purpose.
• Focus inward. Internal culture is integral
to the Department’s success: Demonstrate
support and investment in employees to
perpetuate an atmosphere of confidence and
empowerment.
• Articulate a shared vision: Staff are craving
thoughtful and intentional change. Document
and celebrate a shared vision, then employ
change management techniques.
• Remove barriers: Plan for increased resource
allocations in a business-minded manner.
Identify Citywide processes for improvement
and efficiency opportunities.
• Stand taller: Confidently demonstrate the
Department’s value, positive community
impact, and subsequent data-driven rationale
for growth and expansion.
All levels of Department staff should be included
in the strategy development process – promoting
involvement, engagement, and connection. This
mindset shift will infuse pride and confidence
into the Department team—helping them believe
their role is critical, relevant, and essential to the
community’s wellbeing.
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Action Items
As the Department envisions its future, organizational structure, strategy, and investment action items should be considered.
Organizational Structure
• Invest in an organizational structure that meets
community needs
• Enhance customer service through division
function realignment
• Revise the organizational structure to support
employee professional growth
• Shift leadership’s span of control within best
practice ranges
• Execute the revenue plan’s staffing structure to
support revenue growth
• Strengthen Departmental support for
marketing, hiring and purchasing
Strategy
• Create a succession plan
• Adopt and employ change management best
practices
• Develop a departmental strategic plan
• Tell the story of the Department as an essential
service
• Capitalize on the Department’s ability to
generate revenue as a pathway to providing
more community services
• Consider a Citywide workflow analysis
and process mapping exercise to identify
strengthening opportunities
• As Citywide functions are reorganized, consider
strategic growth in other functional areas
Investment
• Budget for all operational needs with new
CIP projects
• Expand staff support to align with program
growth, and subsequent revenue growth
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APPENDICES
Introduction
The City of Modesto, CA (City) has contracted with BerryDunn to provide a parks maintenance assessment and analysis as part of the master plan. The objective of study is to recommend maintenance services necessary to restore park assets to fully operational status. This assessment and analysis will serve as a critical step in the project, which will ultimately become a guide for strategic decision-making for City. The goal of the study is to enhance the overall functionality and quality of the City’s park maintenance.
Scope of Work
Process
In the early spring of 2025, BerryDunn conducted a high-level analysis of City park maintenance operations. The assessment included:
• On-site tours and inspections (Observation Report – provided as a staff document)
• Staff Strength, Weakness, Opportunities, Threats (SWOT) for Park Maintenance • Staff interviews/discovery sessions
• Documentation review (of information applicable to operations) • Analysis Of Park Maintenance Full-Time Equivalent (FTE) projections The purpose of this analysis is to provide an outside perspective to review and help improve the success of park maintenance operations. This assessment is considered high-level and not a detailed review of park maintenance operations for each individual park.
The City operates over 75 parks, which include community parks, neighborhood parks, aquatic facilities, splashpads, water fountains, sports field complexes, outdoor tennis centers, community centers, and multiple trails. Parks maintenance is part of Parks, Recreation & Neighborhoods, which is responsible for the maintenance of the parks, aquatic features, and facilities mentioned above.
This report is intended to serve as a guide to support the master plan BerryDunn is conducting. The key findings in this Park Maintenance Analysis were the result of on-site analysis, discussions, interviews/discovery sessions, and review of maintenance and operations procedures. BerryDunn has identified key overall findings from this analysis, which are supported by each part of the study that is reported upon within this document.
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BerryDunn recommends that the information
in this report be considered within the larger
context of the overall plan.
Finally, on-site operation inspections were
completed at a particular point in time during the
2025 spring season. This means variables exist
that impact operations, such as weather, type of
programming or service taking place, on-site staff
experience, maintenance functions, and other
factors that could influence the findings in this
report. However, BerryDunn reviewed historic
data and future planning considerations included
in this effort.
Document Review
The City provided the following documents,
which BerryDunn reviewed as part of the Parks
Maintenance Analysis:
• Compensation Study 2023 Final
• PRN - Fy 24-25 Position Allocation & vacancy
List 07.08.24
• Park Inventory Updated Jan 8, 2025
• Park amenities and acreage 4-16
• PARK OPS PB-SBFS-0004-Position_Detail_
Benefits_and_Statutory
• Fleet Inventory 2025
• Full-Time Parks Staff 9-11-2025
• PRN ORG Chart Fy 25-26 (Budget)
• Fy2023-24 PRN Org Chart includes New
Allocations
• PRN – Fy 24-25 Position Allocation & vacancy
List 07.08.24
BerryDunn developed the following documents,
which were reviewed as part of the Parks
Maintenance Analysis:
• Modesto CA Needs Assessment Report
• Modesto Park Maintenance and Observations
Report
• Modesto Park Inventory Atlas
• Modesto Park Maintenance Staff SWOT
Analysis Report
Parks Maintenance (Systemwide)
BerryDunn analyzed the entire parks maintenance system at a high-level based on discovery sessions with staff and high-level site inspections. The focus of the analysis was on the maintenance of the park system as a whole. Park managers and supervisors are not included in the projected FTE projections.
Sample of the maintenance tasks included:
Table 1: Sample Maintenance Tasks
Sample Maintenance Tasks
Prep Time Trails (General Inspection/ maintenance/ trash/ litter)
Horseshoe Pit
inspection/
maintenance
Travel Time Trail Maintenance vegetation Management Skate Park inspection/ maintenance
Administrative Duties Playgrounds inspection/repair Parking Areas PARKS, RECREATION & NEIGHBORHOODS MASTER PLAN 193
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Sample Maintenance Tasks
Special Assignments Playground mulching raking/ leveling Splash Pad
inspection/
maintenance
Training Playground mulching replacing Pool inspection/ maintenance
New Equipment
Training
Outdoor Fitness Equipment Stations inspection/
repair
Monthly Inspections
Maintenance Shop
Special Event
Maintenance Restroom Cleaning Monthly Inspections
(vehicles)
Active Areas 791.6
acres (general
inspection/
maintenance/ trash/
litter 1/2)
volleyball Court inspections/maintenance Large Equipment Maintenance
Parks Landscape
Maintenance
(weeding, planting,
pruning) per site
Basketball Court inspections/maintenance Small Equipment Abatement Baseball/Softball field maintenance
Soccer field
maintenance (lining
field/ repairing goals/
mowing)
Trim trees, shrubs,
weeding Synthetic turf field maintenance
Tennis Court
inspections/
maintenance
Empty trash
receptacles
Undeveloped Areas 453 acres (general
inspection/ maintenance/trash/ litter)
Dog Potty
Receptacles Pickleball Court inspections/maintenance
Assumptions
Not included in the analysis, one manager, three
park supervisors, two admin assistants
Included in the analysis three crew leaders, two
head groundskeepers, one groundskeeper, four
mechanics, 23 maintenance workers
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The following spreadsheet analyzes the projected number of FTEs required to maintain the City’s park system. The spreadsheet lists the following:
• Maintenance and repair tasks
• Notes related to tasks, the unit (e.g., each, acre,
sq. ft., mile) for each task
• The number of units (e.g., how many trash cans,
playgrounds, fields)
• The unit personnel hours (how long it typically
takes one staff member to complete the task
once)
• The average hourly payrate including benefits
• The cost for employee per task annually
• The frequency with which the task is
completed annually
• The consumable unit (e.g., cost for gas, trash
bags per can, materials)
• The cost of any associated utilities
• Annual costs for each task
• The number of personnel hours annually for
each task
• The projected FTEs for each task.
The analysis of the projected number of FTEs
required to maintain the City’s park system is
based off one FTE being able to perform an
average of 1,808 hours of work annually. The
analysis accounts for Family and Medical Leave
Act (FMLA) and other leave.
• 2,080 (40 hours a week x 52 weeks)
▷ Average 14 holidays (8 x 14) = 112 hours
▷ Average five sick days (8 x 10) = 40 hours
▷ Average five miscellaneous days (extra
vacation, FMLA, injury, etc.) = 40 hours
▷ Average 10 vacation days (8 x 10) = 80 hours
• Actual hours an FTE works 2080 – 272 = 1,808
An employee would actually work 45.2 of the 52
weeks in a year, during an 8 hour day, staff spend