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AMENDED
MODESTO CITY COUNCIL
City of Modesto Website (www.modestogov.com)
AGENDA
City of Modesto
CITY COUNCIL MEETING
Chambers, Basement Level
Tenth Street Place, 1010 10th Street
Modesto, California
Tuesday, October 13, 2026 at 5:30 PM
Roll Call - Councilmembers Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
THIS MEETING WILL BE PHYSICALLY OPEN TO THE PUBLIC AND BY ZOOM
VIDEO CONFERENCING AND TELEPHONE
In conformance with SB 707, the City of Modesto is providing alternatives to view and participate in Council meetings as well as to provide public comments. If you wish to make either a general public comment or to comment on a specific agenda item, you may use one of the following options:
Submitting Comments by E-Mail
Written comments may be submitted via email by emailing the City Council Meeting email address ([email protected]) and include the Agenda Item Number in the subject line. All comments will be shared with the Councilmembers and placed in the record but will not be read aloud during the meeting. Written comments must be received two hours before the meeting.
Joining the City Council meeting via Zoom
The City of Modesto offers the ability to view and remotely participate in Council meetings via telephonic conferencing through “Zoom” video conferencing computer technology. The meeting may be accessed through Zoom using the following options:
• Enter the following link into an Internet Browser
Zoom Website (https://us02web.zoom.us/j/95895497651)
• Or enter the following Zoom Website (https://zoom.us) into an Internet Browser and using the Webinar ID: 958 9549 7651, and Passcode: 84326 - 1 -
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Joining the City Council meeting via Telephone
If you do not have a smartphone or computer to join the meeting via Zoom, you can participate 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
Providing Public Comment on Zoom and by Telephone
The Mayor will request public comment during the Public Comment periods on the meeting agendas and during each Public Hearing and Regular Calendar Item on the Council Agenda.
Once the Mayor has announced the public comment period, please do one of the following. • Computer or Smartphone App: Click “Raise Hand” in Zoom. Staff will unmute you when it is your turn. Confirm the unmute prompt to begin speaking. • Phone Only: Dial *9 to “Raise Hand.” Staff will unmute you when it is your turn.
If needed, dial *6 to toggle mute on/off. Once your public comment has ended, you will be muted again.
• If your phone is unmuted, and you are unable to be heard, the host may ask that you Dial *6 to toggle mute on/off in Zoom.
Additional Zoom Resources and Support
To participate in the Council meeting using Zoom, sign up for a free account or join as a guest through https://zoom.us/.
You may also observe a livestream of the meeting on the Agenda and Minutes web page. (https://media.modestogov.com), and the City of Modesto YouTube Channel (https://www.youtube.com/user/TheCityofModesto).
Technical Issues/Remote Participation
Per SB707, if a technical issue arises with Zoom or the phone dial-in option during the meeting, proceedings will pause for up to one hour while restoration efforts are made. If remote access to the meeting cannot be restored, the City Council may continue with the meeting upon making a finding by roll-call vote that good faith efforts have been made to restore remote access and that continuing the meeting outweighs the public interest in remote access. All disruptions and decisions will be documented in the official minutes.
Wordly Translation Service
“Wordly” can translate into 25+ different languages! To access written translation during the meeting, please scan the QR Code or click this link Join the live session on Wordly (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 Únete a la sesión en vivo sobre Wordly (https://attend.wordly.ai/join/RJDY-6364).
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Closed Captioning/Live Written Translation
This meeting will be closed captioned via the Zoom platform. In person attendees will be able to see the caption at the bottom of the screens in the Council Chamber and City Hall. Zoom attendees with a Zoom version 5.0.2 or higher will be able to see the transcription at the bottom of their personal zoom screen.
Requests for Accommodations or Translation Services
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's ADA web page (https://www.modestogov.com/865/Americans-with-Disabilities-Act-ADA) If you need special assistance to participate in this meeting and/or interpreter services, please contact the City Clerk 209-577-5396, [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
Notice
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 Website (https://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 on the Agendas and Meetings page. (https://www.modestogov.com/councilmeetings) Pledge of Allegiance to the Flag
Invocation
City Clerk’s Announcements
Declaration of Conflicts of Interest
Reports from Closed Session
MISCELLANEOUS
Legislation, Appointments, Other
1. Consider accepting the resignation of Naramsen Goriel from the Landmark Preservation Commission. (Funding Source: Not Applicable) Staff Recommendation:
• Resolution accepting the resignation of Naramsen Goriel from the Landmark - 3 -
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Preservation Commission.
CED; Jessica Hill, 209-577-5267, [email protected]
2. Consider accepting the resignation of Michael Arroyo from the Planning Commission. (Funding Source: Not Applicable)
Staff Recommendation:
• Resolution accepting the resignation of Michael Arroyo from the Planning Commission.
CED; Jessica Hill, 209-577-5367, [email protected]
3. Consider approving the appointment of Jovana Lloyd for the City of Modesto Public Member of the Audit Committee for a partial unexpired term ending June 30, 2027. (Funding Source: Not Applicable)
Staff Recommendation:
• Resolution approving the appointment of Jovana Lloyd for the City of Modesto Public Member of the Audit Committee for a partial unexpired term ending June 30, 2027.
FINANCE DEPARTMENT; DeAnna Christensen, 209-577-5387,
[email protected]
PUBLIC COMMENT PERIOD
Three-minute time limit per speaker.
Only interested persons in the audience may present these matters. Under State law, Councilmembers may respond to matters being presented under this item only as follows:
a. Briefly respond to statements made or questions raised. b. Ask a question for clarification.
c. Provide a reference to staff or other resources for factual information. d. Request staff to report back at a subsequent meeting. e. Finally, a Councilmember or the Council itself may take action to direct staff to place a matter of business on a future agenda.
CONSENT ITEMS – ROLL CALL VOTE REQUIRED
Information concerning the consent items listed below has been forwarded to each Councilmember prior to this meeting for study. Unless some member of the audience or Councilmember has a question concerning an item and asks that it be withdrawn from the consent list, the Council approves the items at one time. The action taken by the Council in approving consent items is set forth in the explanation of this individual item.
CONSENT
An item may be removed from consent and discussed at the request of an audience member or Council member.
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Consent
4. Consider approving the Minutes for the September 22, 2026 Council Meeting. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion approving the Minutes for the September 22, 2026 Council Meeting.
CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] Consent
5. Consider approving Final Adoption of Ordinance 3817-C.S. repealing and replacing Articles 1, 2, 10, 11, 12, 17 and 20 of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto Municipal Code related to the management and enforcement of parking. (Funding Source: Not Applicable) Staff Recommendation:
• Motion approving Final Adoption of Ordinance 3817-C.S. repealing and replacing Articles 1, 2, 10, 11, 12, 17 and 20 of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto Municipal Code related to the management and enforcement of parking.
CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] Consent
6. Consider accepting the Information Technology Policy Review Memorandum dated April 24, 2026. (Funding Source: Not Applicable)
Staff Recommendation:
• Motion to accept the IT Policy Review Memorandum dated April 24, 2026.
CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent
7. Consider accepting the Parks, Recreation and Neighborhoods Performance Audit Report dated July 7, 2026. (Funding Source: General Fund) Staff Recommendation:
• Motion to accept the Parks, Recreation and Neighborhoods Performance Audit Report dated July 7, 2026.
CITY AUDITOR; Colleen Rozillis, 206-302-6795, [email protected] Consent
8. Consider accepting the Landmark Preservation Commission Annual Report for Fiscal Year 2025-2026. (Funding Source: Not Applicable)
Staff Recommendation:
• Resolution accepting the Landmark Preservation Commission Annual Report for Fiscal year 2025 – 2026.
CED; Jessica Hill, 209-577-5267, [email protected]
Consent
9. Consider accepting the Woodglen Village 4A and Village 6 Subdivision Public Improvements and authorizing the City Clerk to file Notice of Completions with the Stanislaus County Recorder’s office and releasing securities upon expiration of - 5 -
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statutory periods. (Funding Source: Developer Funded)
Staff Recommendation:
• Resolution accepting the Public Improvements of the Woodglen Village 4A and Village 6 Subdivision, authorizing the City Clerk to file Notice of Completions with the Stanislaus County Recorder’s office, and releasing securities upon expiration of statutory periods.
ENGINEERING SERVICES; Jaspreet Mangat, 209-577-5253,
[email protected]
Consent
10. Consider approving 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. (Funding Source: Various Fund) Staff Recommendation:
• Resolution approving 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 authorizing the City Manager, or his designee, to execute the Amendment.
ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected] Consent
11. Consider approving 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. (Funding Source: Various Funds) Staff Recommendation:
• Resolution approving 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 authorizing the City Manager, or his designee, to execute the Agreement.
ENGINEERING SERVICES; Nathan Houx, 209-571-5526, [email protected] Consent
12. Consider accepting the Coffee Road Strengthen & Replace Water Mains Project as complete, releasing securities, releasing payments totaling $2,722,843 to United Pavement Maintenance Inc., of Hughson, CA, and authorizing the City Clerk to file a Notice of Completion. (Funding Source: Water Fund)
Staff Recommendation:
• Resolution accepting the Coffee Road Strengthen & Replace Water Mains Project as complete, releasing securities, releasing payments totaling $2,722,843 to United Pavement Maintenance Inc., of Hughson, CA, and - 6 -
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authorizing the City Clerk to file a Notice of Completion.
ENGINEERING SERVICES; Pete Kambel, 209-577-544, [email protected] Consent
13. Consider accepting the Monthly Investment Report for July 2026. (Funding Source:
Various Funds)
Staff Recommendation:
• Motion accepting the Monthly Investment Report for July 2026.
FINANCE DEPARTMENT; Calogero Maniscalco, 209-577-5219,
[email protected]
Consent
14. Consider authorizing the submittal of a Grant Application for Highway Safety Improvement Program (HSIP) funds. (Funding Source: California Department of Transportation Grant Funds)
Staff Recommendation:
• Resolution approving the submittal of a Grant Application for Highway Safety Improvement Program (HSIP) funds, and authorizing the City Manager, or his designee to execute all necessary grant documents.
ENGINEERING SERVICES; Michael Sacuskie, 209-571-5552,
[email protected]
Consent
15. Consider accepting an Informational Report for the August 2026 Accounts Payable Payment Register and Void Report. (Funding Source: Not Applicable) Staff Recommendation:
• Motion accepting an Informational Report for the August 2026 Accounts Payable Payment Register and Void Report.
FINANCE DEPARTMENT; Maria Garnica, 209-577-5249,
[email protected],
Consent
16. Consider accepting the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME. (Funding Source: Measure H) Staff Recommendation:
• Resolution accepting the Parks and Recreation Master Plan prepared by Berry, Dunn, McNeil, & Parker LLC, Portland, ME.
PRN; Jeremy Rogers, 209-577-5347, [email protected] Consent
17. Consider accepting the Board of State of Community Corrections Proposition 64 Public Health and Safety Grant in the amount of $4,495,735 in grant funds. (Funding Source: Grant Funds)
Staff Recommendation:
• Resolution accepting the Board of State and Community Corrections (BSCC) 2026 Proposition 64 Public Health and Safety Grant Program Award in the - 7 -
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amount of $4,495,735 with no match requirement, and authorizing the City Manager, or his designee, to execute the Grant Agreement and all related documents.
• Resolution amending the Fiscal Year 2026-2027 annual Operating and MultiYear Project Budget to appropriate revenue and expenses in the amount of $4,495,735 related to the Board of State and Community Corrections 2026 Proposition 64 Public Health and Safety Grant Program; and authorizing the City Manager, or his designee, to take the necessary steps to implement the required budget adjustment.
POLICE DEPARTMENT; Bob Meredith, 209-342-6120, [email protected] Consent
18. Consider approving an Agreement with Telehealth Specialty Medical Group, PC, Sacramento, California, for Comprehensive Heart Health Assessments for First Responders for a total not to exceed $111,657. (Funding Source: Byrne Justice Assistance Grant Funds)
Staff Recommendation:
• Resolution approving an Agreement with Telehealth Specialty Medical Group, PC, Sacramento, California, for Comprehensive Heart Health Assessments for First Responders for a total amount not to exceed $111,657; and authorizing the City Manager, or his designee, to execute the Agreement.
POLICE DEPARTMENT; Eric Schuller, 209-572-9500, [email protected] Consent
19. Consider approving the Plans and Specifications for the Bystrum Area – Phase 1 Strengthen and Replace Water Mains Project, accepting the Bid and Awarding a Construction Contract to Mid Cal Pipeline & Utilities, Inc., of Merced, CA in the amount of $3,863,123, authorizing 15% in contingency (if needed), for a total payment amount not to exceed $4,442,591. (Funding Source: Water Fund) Staff Recommendation:
• Resolution approving the Plans and Specifications for the Bystrum Area – Phase 1 Strengthen and Replace Water Mains Project, accepting the Bid and awarding a Construction Contract to Mid Cal Pipeline & Utilities, Inc., of Merced, CA in the amount of $3,863,123, authorizing the Director of Engineering Services to approve Change Orders up to the cumulative amount of $579,468, 15% of the original Contract price, for a total payment amount not to exceed $4,442,591 and authorizing the City Manager, or his designee, to execute the Contract.
UTILITIES; David Felix, 209-577-5488, [email protected] Consent
20. Consider approving an Agreement with West Yost, of Sacramento, CA, for the preparation of the Water System Engineer’s Report Update for an Agreement total not to exceed $93,885; and an Agreement with Bartle Wells Associates, of Berkeley, CA, for the preparation of the Water Rate and Fee Study for an Agreement total not to exceed $219,588. (Funding Source: Water Fund)
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Staff Recommendation:
• Resolution approving an Agreement with West Yost, of Sacramento, CA, for the preparation of the Water System Engineer’s Report Update in the amount of $85,350, plus $8,535 in Additional Services, if needed, for an Agreement total amount not to exceed $93,885 and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution approving an Agreement with Bartle Wells Associates, of Berkeley, CA, for the preparation of the Water Rate and Fee Study in the amount of $199,625, plus $19,963 in Additional Services, if needed, for an Agreement total amount not to exceed $219,588 and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution approving an Amendment to the Fiscal Year 2026-27 Multi-Year Program Budget in the amount of $363,473 to fund the Water System Engineer’s Report Update and Water Rate and Fee Study Project and authorizing the City Manager, or his designee, to implement the provisions of the Resolution.
UTILITIES; Jim Alves, 209-571-5557, [email protected] Consent
21. Consider approving an Agreement for the furnishing of On-Call After-Hours Phone Answering Services to Excel Telemessaging, Inc., dba Hartley and Associates, Santa Rosa, CA, for a total amount not to exceed $231,090 over five (5) years (Funding Source: Various Funds)
Staff Recommendation:
• Resolution approving the Award of Proposal and Agreement for the furnishing of On-Call After-Hours Phone Answering Services to Excel Telemessaging, Inc., dba Hartley and Associates, Santa Rosa, CA, for a two (2) year Agreement with three (3) one-year extension options, for an estimated annual amount of $46,218, and a total amount not to exceed $231,090 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.
UTILITIES; Manuel Martinez, 209-342-4592, [email protected] Consent
22. Consider approving an Agreement with HSQ Tech Inc., Hayward, CA, for Maintenance and Support of the Supervisory Control and Data Acquisition (“SCADA”) System for a total amount not to exceed $305,460 over five (5) years. (Funding Source: Water Fund and Sewer Operations Fund)
Staff Recommendation:
• Resolution approving the Sole Source Agreement with HSQ Tech Inc., Hayward, CA, for Maintenance and Support of the Supervisory Control and Data Acquisition (SCADA) System for an estimated annual amount of $61,092 and a total amount not to exceed $305,460 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.
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COUNCIL COMMENTS & REPORTS
CITY MANAGER COMMENTS & REPORTS
HEARINGS
Published in the Modesto Bee on September 27, 2026.
23. Hearing to approve the City of Modesto’s Permanent Local Housing Allocation (PLHA) Cycle 2 Five-Year Plan in an amount not to exceed $4,254,350, and the Program Application for the Year-Six (2024) allocation in the amount of $680,696 and the Year-Seven (2025) allocation in the amount of $729,126. (Funding Source:
Permanent Local Housing Allocation Funds)
Staff Recommendation:
• Resolution approving the City of Modesto’s Permanent Local Housing Allocation (PLHA) Cycle 2 Five-Year Plan in an amount not to exceed $4,254,350, and the program application for the Year-Six (2024) allocation in the amount of $680,696 and the Year-Seven (2025) allocation in the amount of $729,126.
• Resolution amending the Fiscal Year 2026-2027 annual operating and noncapital project fund budgets to appropriate the Permanent Local Housing Allocation (PLHA) Cycle 2 grant funds, authorize applicable revenue, expenditures, and transfers, and establish projects for the year-six (2024) PLHA allocation in the amount of $680,696 and the year-seven (2025) PLHA allocation in the amount of $729,126.
CED; Edgar Garcia, 209-571-5101, [email protected]
NEW BUSINESS
24. Consider declaring intent to reimburse certain expenditures from the proceeds to taxexempt obligations expected to be issued to finance certain public facilities for Community Facilities District No. 2024-1 (Tivoli), as required by the United States Department of Treasury Regulations Section 1.150.2. (Funding Source: Community Facilities District No. 2024-1 Improvement Area No. 1 Bond Proceeds) Staff Recommendation:
• Resolution declaring intent to reimburse certain expenditures from the proceeds of tax-exempt obligations expected to be issued to finance certain public facilities for Community Facilities District No. 2024-1 (Tivoli), as required by the United States Department of Treasury Regulations Section 1.150.2.
CED; Edgar Garcia, 209-577-5211, [email protected]
25. Consider an Ordinance Repealing and Replacing Title 3, “Public Safety”, Chapter 3, “Bicycles,” of the Modesto Municipal Code establishing comprehensive operating requirements for bicycles, e-conveyances, electric bicycles, and off-highway electric motorcycles. (Funding Source: Not Applicable)
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Staff Recommendation:
• Motion introducing and waiving the first reading of 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 POLICE DEPARTMENT; Brandon Gillespie, 209-572-9501,
[email protected]
MATTERS TOO LATE FOR THE AGENDA
These may be presented by members of the City Council and staff upon determination by a majority vote that an emergency exists, as defined by State law, or by a 2/3 vote that (1) there is a need to take immediate action, and (2) that the need for action came to the City’s attention after the agenda was posted.
ADJOURNMENT
Posted pursuant to Government Code Section 54954.2 on the bulletin board at Tenth Street Place at by
date time signature
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: September 15, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community & Economic Development SUBJECT: Resignation of Naramsen Goriel from the Landmark Preservation Commission
CONTACT: Viktoria Slater, Administrative Office Assistant III [email protected], 209-577-5267
DESCRIPTION:
Consider accepting the resignation of Naramsen Goriel from the Landmark Preservation Commission. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:
This item supports the City of Modesto’s 2025-2026 Strategic Plan, Goal I: Promote trust and engagement between the community and the City by enhancing responsiveness, communicating broadly about City opportunities and challenges and increasing participation in municipal affairs.
BACKGROUND:
The City of Modesto Landmark Preservation Commission is responsible for identifying historical sites, provides information on historical preservation to the public, works to preserve historical structures, reviews changes to historical sites to maintain their historical integrity and reports its findings to the City Council. Seven (7) members are appointed by the City Council for a 4-year term, starting January 1st and ending December 31st. Members must be a registered voter in the City of Modesto, and should have professional skills and/or demonstrate interest in historical preservation. #1..
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City Council, October 13, 2026
Resignation of Naramsen Goriel from the Landmark Preservation Commission
Section 11021 of the Charter of the City of Modesto authorizes the City Council to appoint members to various Boards and Commissions with the recommendation of the City’s Appointments Committee.
DISCUSSION:
On October 08, 2024, by Resolution No 2024-362, Naramsen Goriel was appointed to the Landmark Preservation Commission with a term expiration date of December 31, 2027. On September 14, 2026, Naramsen Goriel formally resigned from the Landmark Preservation Commission.
FISCAL IMPACT:
Appointing members to a committee is administrative in nature, therefore, does not have a fiscal impact on the General Fund.
COMMITTEE RECOMMENDATION:
This item is for a resignation which is submitted directly to the Council for approval.
CEQA/NEPA REQUIREMENTS:
This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution accepting the resignation of Naramsen Goriel from the Landmark Preservation Commission.
Approved by:
Jessica Hill, Director of Community &
Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Naramsen Goriel_Resignation_Redacted
1 https://library.municode.com/ca/modesto/codes/code_of_ordinances?nodeId=CHTR_ARTXIAPBOCO_S1102APTE #1..
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10/13/2026/CED/VSlater/Item X 1 2026-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XX
RESOLUTION ACCEPTING THE RESIGNATION OF NARAMSEN GORIEL
FROM THE LANDMARK PRESERVATION COMMISSION
WHEREAS, the City of Modesto Landmark Preservation
Commission is responsible for identifying historical sites, provides information on historical preservation to the public, works to preserve historical structures, reviews changes to historical sites to maintain their historical integrity and reports its findings to the City Council; and
WHEREAS, seven (7) members are appointed by the City Council for a 4-year term, starting January 1st and ending December 31st. Members must be a registered voter in the City of Modesto, and should have professional skills and/or demonstrate interest in historical preservation; and WHEREAS, on October 08, 2024, by Resolution No 2024-362, Naramsen Goriel was appointed to the Landmark Preservation Commission with a term expiration date of December 31, 2027; and
WHEREAS, on September 14, 2026, Naramsen Goriel formally resigned from the Landmark Preservation Commission.
NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of Modesto hereby accepts the resignation of Naramsen Goriel from the Landmark Preservation Commission with regret.
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10/13/2026/CED/VSlater/Item X 2 2026-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 13th day of October 2026, by , who moved its adoption, which motion being duly seconded by , was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
______________________________
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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Citizen's Advisory Group Letter of Resignation Submittal 09/14/2026 12:39 PM (PDT)
Citizen Advisory Group Letter of Resignation
Title II Compliance
In accordance with the requirements of Title II of the Americans with Disabilities Act (“ADA”) of 1990, the Fair Employment & Housing Act (“FEHA”), the Rehabilitation Act of 1973 (as amended), Government Code section 11135 and other applicable codes, the City of Modesto (“City”) will not discriminate against individuals on the basis of disability in the City’s services, programs, or activities. For more information, please visit the City of Modesto website.
Name Naramsen Goriel
Phone Number
Email Address
Mailing Address
City Modesto
State California
Zip Code 95355
Which Citizen Advisory Group are
you resigning from?
Landmark Preservation Commission
Why do you want to resign from this
Citizen Advisory Group?
Meeting times conflict with my work schedule.
Signature
Thank you for providing this information. After clicking ‘Submit’ you will receive a Submission ID number that can be retained for future reference.
You will be updated by our staff, if necessary, as your resignation form is processed.
Have a great day!
Submission ID: d1e139aa-0a1a-436b-851b-3853f2a0fb8d Page 1/1 #1..
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: August 28, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Director of Community & Economic Development SUBJECT: Resignation of Michael Arroyo from the Planning Commission CONTACT: Viktoria Slater, Administrative Office Assistant III [email protected], 209-577-5267
DESCRIPTION:
Consider accepting the resignation of Michael Arroyo from the Planning Commission. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:
This item supports the City of Modesto’s 2025-2026 Strategic Plan, Goal I: Promote trust and engagement between the community and the City by enhancing responsiveness, communicating broadly about City opportunities and challenges and increasing participation in municipal affairs.
BACKGROUND:
The City of Modesto Planning Commission is responsible for making decisions and recommendations regarding the development of the community. The Planning Commission has final authority regarding subdivision maps and parcel maps, certain zoning matters and development plans, and occasionally matters appealed either from the staff level or Board of Zoning Adjustment. The Planning Commission makes recommendations to the City Council regarding annexations, rezonings, code amendments and most General Plan-related matters. Seven (7) members are appointed by the City Council for a 4-year term, starting January 1st and ending December 31st.
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City Council, October 13, 2026
Resignation of Michael Arroyo from the Planning Commission
Section 11021 of the Charter of the City of Modesto authorizes the City Council to appoint members to various Boards and Commissions with the recommendation of the City’s Appointments Committee.
DISCUSSION:
On January 14, 2025, by Resolution No 2025-07, Michael Arroyo was appointed to the Planning Commission with a term expiration date of December 31, 2028. On August 24, 2026, Michael Arroyo formally resigned from the Planning Commission.
FISCAL IMPACT:
Appointing members to a committee is administrative in nature, therefore, does not have a fiscal impact on the General Fund.
COMMITTEE RECOMMENDATION:
This item is for a resignation which is submitted directly to the Council for approval.
CEQA/NEPA REQUIREMENTS:
This item does not constitute a “project” within the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution accepting the resignation of Michael Arroyo from the Planning Commission.
Approved by:
Jessica Hill, Director of Community &
Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Michael Arroyo_Resignation_Redacted
1 https://library.municode.com/ca/modesto/codes/code_of_ordinances?nodeId=CHTR_ARTXIAPBOCO_S1102APTE #2..
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10/13/2026/CED/VSlater/Item X 1 2026-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XX
RESOLUTION ACCEPTING THE RESIGNATION OF MICHAEL ARROYO
FROM THE PLANNING COMMISSION
WHEREAS, the City of Modesto Planning Commission is
responsible for making decisions and recommendations regarding the development of the community; and
WHEREAS; seven (7) members are appointed by the City Council for a 4-year term, starting January 1st and ending December 31st, and WHEREAS, on January 14, 2025, by Resolution No 2025-07, Michael Arroyo was appointed to the Planning Commission with a term expiration date of December 31, 2028; and
WHEREAS, on August 24, 2026, Michael Arroyo formally resigned from the Planning Commission.
NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of Modesto hereby accepts the resignation of Michael Arroyo from the Planning Commission with regret.
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10/13/2026/CED/VSlater/Item X 2 2026-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 13th day of October 2026, by , who moved its adoption, which motion being duly seconded by , was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
______________________________
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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Citizen's Advisory Group Letter of Resignation Submittal 08/24/2026 10:59 AM (PDT)
Citizen Advisory Group Letter of Resignation
Title II Compliance
In accordance with the requirements of Title II of the Americans with Disabilities Act (“ADA”) of 1990, the Fair Employment & Housing Act (“FEHA”), the Rehabilitation Act of 1973 (as amended), Government Code section 11135 and other applicable codes, the City of Modesto (“City”) will not discriminate against individuals on the basis of disability in the City’s services, programs, or activities. For more information, please visit the City of Modesto website.
Name Michael Arroyo
Phone Number
Email Address
Mailing Address
City Modesto
State CA
Zip Code 95354
Which Citizen Advisory Group are
you resigning from?
Planning Commission
Signature
Thank you for providing this information. After clicking ‘Submit’ you will receive a Submission ID number that can be retained for future reference.
You will be updated by our staff, if necessary, as your resignation form is processed.
Have a great day!
Submission ID: 1e65af88-124d-4d18-8233-c7464811e6bb Page 1/1 #2..
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: October 1, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: DeAnna Christensen, Director of Finance
SUBJECT: Audit Committee One Public Member Appointment
CONTACT: DeAnna Christensen, Director of Finance,
[email protected], 209-577-5387
DESCRIPTION:
Consider approving the appointment of Jovana Lloyd for the City of Modesto Public Member of the Audit Committee for a partial unexpired term ending June 30, 2027. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:
This item supports each of the initiatives in the City’s 2025-2026 Strategic Plan.
BACKGROUND:
The City has a City Standing Committee - Audit Committee made up of the Mayor and two (2) City Councilmembers appointed by the Mayor which was established under the Modesto Municipal Code 2-1.18. The purpose of the Audit Committee is to advise the City Council on items related to the work of the City Auditor and the City’s financial statement audits. These duties include the following:
1) Review the Auditor’s audit plan annually and submit annually to the City Council; 2) Provide suggestions and comments for the annual audit plan; 3) Review and consult with the Auditor on quarterly reports or updates of the City Auditor’s activities and findings;
4) Report irregularities raised by the Auditor to the City Council; 5) Ensure that audit reports are transmitted to the legislative body and to the public; 6) Monitor follow-up on reported findings to assure corrective action is taken by management;
7) Report to the legislative body on problems or problem areas at such times as deemed
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City Council, October 13, 2026
Audit Committee One Public Member Appointment
appropriate;
8) Provide input on, and participate in, the selection of the firm conducting the annual
financial statement audits; and
9) Review and forward to the City Council materials related to the City’s annual financial statement audit conducted pursuant to Section 1306 of this Charter.
DISCUSSION:
As part of the November 2022 voters’ ballot, the Modesto voters approved “Measure G” which included amendments to the City Charter. One (1) of the amendments included adding the Standing Audit Committee into the City Charter Section IX under Section 902.2 and capture the duties outlined above. Under this Charter amendment the Committee is now comprised of the Mayor, two (2) members of the City Council and the addition of two (2) members of the public to the Committee for a total of five (5) Committee members.
The public members must meet the below criteria to qualify for this Committee position:
1) Must be a resident of City of Modesto
2) Must be a registered voter in California
3) Must possess a minimum of two (2) years of experience in financial or performance auditing
4) Strong consideration shall be given to residents who are Certified Public Accountants (CPA)
5) No public member shall be a relative by blood or marriage for the third degree of the Mayor, member of the Council, any Charter Officer, or any department head or deputy department head
6) No public member shall be an employee of the City nor any bargaining unit for employee of the City, nor a person who receives compensation from the City or from bargaining units of the City in any manner, including retirement benefits
7) No public member shall be a lobbyists or other person with business before the City that represents an economic interest in excess of the limit for material financial effect established by local ordinance for the time periods established by local ordinance
On June 24, 2025, by Resolution No 2025-214, Thomas Orosco was appointed to the Audit Committee with a term expiration date of June 30, 2027. On June 24, 2026, Thomas Orosco formally resigned from the Audit Committee with an effective resignation date of August 1, 2026. On August 11, 2026, under Resolution 2026-260, Council accepted the resignation for Thomas Orosco from the Audit Committee.
To fill this vacancy, City staff coordinated with the Communication team to outreach the solicitation of applications for the one (1) vacant Audit Committee public member position. The outreach efforts included the following:
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City Council, October 13, 2026
Audit Committee One Public Member Appointment
• City staff notified all Modesto businesses licensed with accounting and auditing services, tax preparation services and Certified Public Accountants (CPA).
• City staff coordinated with the Modesto Chamber of Commerce to communicate to their board members.
• The Communication team posted through the City social media platforms through the City’s Facebook, LinkedIn, Twitter and Instagram accounts • An email communication was sent through our Communication team through our City newsletter
Through this outreach, the City received two (2) applications for the Appointment Committees consideration but unfortunately one (1) of the applicants was not a registered voter in California and does not meet the qualification. Staff recommend considering the one (1) qualified application received to fill the one (1) available public seat.
The Appointments Committee reviewed the one (1) qualified application received for this Committee and selected Jovana Lloyd at the September 30, 2026 Committee meeting to move forward as the recommendation.
FISCAL IMPACT:
There is no fiscal impact associated with this action.
COMMITTEE RECOMMENDATION:
On September 30, 2026, the Appointments Committee reviewed the applications and endorsed the appointment of Jovana Lloyd for the one City of Modesto Public Member vacancy of the Audit Committee, and recommended forwarding to Council for approval.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution approving the appointment of Jovana Lloyd for the City of Modesto Public Member of the Audit Committee for a partial unexpired term ending June 30, 2027.
Approved by:
DeAnna Christensen, Director of Finance
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
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City Council, October 13, 2026
Audit Committee One Public Member Appointment
2. Application Matrix
3. Application
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10/13/2026/FIN/DChristensen/Item X 1 2026-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XX
RESOLUTION APPROVING THE APPOINTMENT OF JOVANA LLOYD FOR
THE CITY OF MODESTO PUBLIC MEMBER OF THE AUDIT COMMITTEE FOR A PARTIAL UNEXPIRED TERM ENDING JUNE 30, 2027
WHEREAS, as part of the November 2022 voters’ ballot, the Modesto voters approved “Measure G” which included amendments to the City Charter; and
WHEREAS, one of the amendments included adding the Standing Audit Committee into the City Charter Section IX under Section 902.2 and under this Charter amendment the Committee is now comprised of the Mayor, two (2) members of the City Council and the addition of two (2) members of the public to the Committee for a total of five Committee members; and WHEREAS, on June 24, 2026, Thomas Orosco formally resigned from the Audit Committee with an effective resignation date of August 1, 2026; and WHEREAS, on August 11, 2026, under Resolution 2026-260, Council accepted the resignation for Thomas Orosco from the Audit Committee; and WHEREAS, the Appointments Committee reviewed the one (1) qualified application received for this Committee and selected Jovana Lloyd at the September 30, 2026 Committee meeting to move forward as the recommendation.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby appoints Jovana Lloyd for the City of Modesto Public Member of the Audit Committee for a partial unexpired term ending June 30, 2027.
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10/13/2026/FIN/DChristensen/Item X 2 2026-XX
BE IT FURTHER RESOLVED, the City Clerk is hereby directed to transmit a copy of this Resolution to the appointed member of the Audit Committee and thereof.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 13th day of October, 2026, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST:
________________________________
DIANE NAYARES-PEREZ, CMC, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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Candidate Jovana Lloyd
Apply To Audit Committee
Are you now or have you ever been
a lobbyist No
Have you done business with the
City that represents an economic
interest?
No
Add inclusive date range: N/A
Are you an active Certified Public
Accountant (CPA)? No
Do you have two (2) or more years’
experience in financial or
performance auditing?
Yes
Are you a Modesto resident? Yes
If yes, what was the date of
residency? N/A
Are you now or have you ever been
employed by the City of Modesto? No
If yes, in what capacity? N/A
Inclusive dates: N/A
Are you a relative by blood or
marriage to the third degree of the
mayor, member of the Council, any
Charter Officer, or any department
head or deputy department head?
No
#3..
Candidate Jovana Lloyd
Apply To Audit Committee
List relevant employment, training,
and experience, certificates of
training, licenses, and professional
registration.
President & Owner, Lloyds of La Luna LLC 8+
years of business ownership with
responsibility for
budgeting, financial management,
compliance, operations, and strategic
planning. B.S. Business
Management; A.A. Accounting. Treasurer
and Board Director, BBB of Northern
California, with Executive
Committee and governance oversight
experience. Supervisory Committee
member, Valley First Credit
Union, providing additional experience in
financial oversight, internal controls, and
organizational
accountability.
Describe your involvement in
community activities and civic
organizations. (Do not list partisan
political parties.)
I am actively involved in community and
civic leadership through service on the BBB
of Northern California
Board of Directors, where I serve as Vice
Chair and Treasurer and participate in the
Executive and HR
Committees. I also serve on the Supervisory
Committee for Valley First Credit Union and
am involved with
the Modesto Chamber of Commerce.
Through my business, I participate in local
community initiatives and
support programs that promote ethical
business practices, economic development,
and community
engagement.
#3..
Candidate Jovana Lloyd
Apply To Audit Committee
What is it about this position that
interests you?
I am interested in the Audit Committee
because it combines public service with
areas where I can
contribute meaningful experience. I value
fiscal responsibility, transparency, and
strong organizational
oversight, and I would welcome the
opportunity to use my business, accounting,
and governance
experience to support the City of Modesto
and the community I call home.
What qualities, experience, and
expertise would you bring to it?
I bring practical experience in financial
oversight, business operations, governance,
and organizational
accountability. As a business owner and
through my board and committee service, I
regularly evaluate
financial information, policies, risks, and
operational decisions. I also bring an
independent perspective,
strong attention to detail, and a
collaborative approach focused on asking
thoughtful questions and making
responsible, well-informed decisions.
#3..
Audit Committee Application
About the Audit Committee
What vacancy are you interested in?
Previous or Current Service
Are you currently serving on this board?
No
Have you ever served on this board?
No
Have you previously served or are you currently serving on a Board, Committee or Commission for the City Modesto?
No
Previous Boards or Commissions
Applicant Information & Background
First Name
Jovana
Last Name
Lloyd
Phone Number
REDACTED
Email Address
REDACTED
Occupation
Business Owner
Your Address
REDACTED
City
MODESTO
State
CA
Zip
95350
Education
Bachelor degree
Applicant Demographics
Gender
REDACTED
Are you currently, or have you ever, served in the Armed Forces?
REDACTED
Ethnicity
REDACTED
Do you consider yourself disabled?
REDACTED
E-FILED
08/15/2026 09:42:03
Filing ID: 13369
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Qualifications
Are you a financial service provider in the Community of the City of Modesto? Reponse
No
Modesto Resident Requirement
Reponse
I understand that I must be a Modesto resident in order to apply for this committee or commission.
Are you a Modesto resident?
Reponse
Yes
Employment Disqualification
Reponse
I understand that I cannot be employed by the City of Modesto and serve on this commission or committee.
Are you now or have you ever been employed by the City of Modesto? Reponse
No
Do you have relatives or a member of your household who are employed by the City of Modesto, or who are currently serving on the City Council, or who are Board members or Commissioners?
Reponse
No
List relevant employment, training, and experience, certificates of training, licenses, and professional registration.
President & Owner, Lloyds of La Luna LLC 8+ years of business ownership with responsibility for budgeting, financial management, compliance, operations, and strategic planning. B.S. Business Management; A.A. Accounting. Treasurer and Board Director, BBB of Northern California, with Executive Committee and governance oversight experience. Supervisory Committee member, Valley First Credit Union, providing additional experience in financial oversight, internal controls, and organizational accountability.
Explain how you learned about the board or commission you are applying for
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I learned about the Audit Committee vacancy while reviewing the City of Modestos current boards, commissions, and committees and exploring opportunities to become more involved in serving my local community.
Describe your involvement in community activities and civic organizations. (Do not list partisan political parties.)
I am actively involved in community and civic leadership through service on the BBB of Northern California Board of Directors, where I serve as Vice Chair and Treasurer and participate in the Executive and HR Committees. I also serve on the Supervisory Committee for Valley First Credit Union and am involved with the Modesto Chamber of Commerce. Through my business, I participate in local community initiatives and support programs that promote ethical business practices, economic development, and community engagement.
What is it about this position that interests you?
I am interested in the Audit Committee because it combines public service with areas where I can contribute meaningful experience. I value fiscal responsibility, transparency, and strong organizational oversight, and I would welcome the opportunity to use my business, accounting, and governance experience to support the City of Modesto and the community I call home.
What qualities, experience, and expertise would you bring to the Board, Commission or Committee?
I bring practical experience in financial oversight, business operations, governance, and organizational accountability. As a business owner and through my board and committee service, I regularly evaluate financial information, policies, risks, and operational decisions. I also bring an independent perspective, strong attention to detail, and a collaborative approach focused on asking thoughtful questions and making responsible, well-informed decisions.
Are you a relative by blood or marriage to the third degree of the mayor, member of the Council, any Charter Officer, or any department head or deputy department head? Response
No
Past Lobbyist Disqualification
Response
I understand that I am unable to apply for this committee if I am or have been a lobbyist.
Are you now or have you ever been a lobbyist?
Response
No
Economic Interest Disqualification
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Response
I understand that I must not have economic financial interest with the City of Modesto to apply for this committee.
Are you an active Certified Public Accountant (CPA)?
Response
No
Financial Accounting or Performance Auditing Experience Requirement Response
I understand that I must have at least 2 years in financial or performance auditing to apply for this committee.
Do you have two (2) or more years experience in financial or performance auditing? Response
Yes
Relative Disqualification
Response
I understand that I am unable to apply for this committee if I am a relative by blood or marriage to the third degree of the mayor, member of the Council, any Charter Officer, or any department head.
Questionnaire
How did you learn about the board for which you are applying? I sought out open positions as I have been interested for a few years in participating in our commun Conclusion
Signature
Jovana C Lloyd
Data Applied
08/15/2026
Confirmation Required - Members of some City Advisory Groups must disclose financial interests, including investments, businesses, and rental properties. Members are required to file Statements of Economic Interest when they assume office, annually, and upon leaving office. Please confirm that you acknowledge the above responsibilities and understand that your application is a public document and may be disclosed.
Yes, I confirm and acknowledge the above responsibilities and understand that my application is a public document and may be disclosed upon request.
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9/22/2026 5:30:00 PM
MODESTO CITY COUNCIL
www.modestogov.com
MINUTES
City of Modesto
CITY COUNCIL MEETING
Chambers, Basement Level
Tenth Street Place, 1010 10th Street
Modesto, California
Tuesday, September 22, 2026 at 5:30 PM
Special City Council – Closed Session Meeting 3:30 p.m.
Roll Call: Present: Councilmembers Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
Absent: None
Regular City Council Meeting 5:30 p.m.
Roll Call: Present: Councilmembers Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
Absent: None
Pledge of Allegiance to the Flag
Invocation: Bill Kenoyer, Redeemer Church
City Clerk’s Announcements: The City Clerk reported that written public comments were received and forwarded to the Council, and reminded attendees that public comments are limited to three minutes and that speaker cards are available in the Council Chamber.
Declaration of Conflicts of Interest: Item 8 - Councilmember Williams recused out of an abundance of caution.
Reports from Closed Session: No reportable action.
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9/22/2026 5:30:00 PM
ACKNOWLEDGEMENTS AND PRESENTATIONS
1. Proclamation declaring October 2026 as National Domestic Violence Awareness Month. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] ACTION: Mayor Zwahlen presented proclamation declaring October 2026 as National Domestic Violence Awareness Month.
2. Proclamation declaring October 4-10, 2026 as National Fire Prevention Week. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] ACTION: Mayor Zwahlen presented proclamation declaring October 4-10, 2026 as National Fire Prevention Week.
3. Proclamation declaring Storm Water Awareness Week and Imagine a Day without Water. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] ACTION: Mayor Zwahlen presented proclamation declaring Storm Water Awareness Week and Imagine a Day without Water.
4. Proclamation declaring September 26, 2026 as History of Lowrider Day. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] ACTION: Mayor Zwahlen presented proclamation declaring September 26, 2026 as History of Lowrider Day.
5. Proclamation declaring October 1st-10th as Modesto Perinatal Mental Health Week. (Funding Source: Not Applicable)
CITY COUNCIL; Breanna Griffin, 209-577-5421, [email protected] ACTION: Mayor Zwahlen presented proclamation declaring October 1st-10th as Modesto Perinatal Mental Health Week.
PUBLIC COMMENT PERIOD
• June Sparrow from MoPride invited the City Council to the upcoming MoPride in the Park event in October. She thanked the Council for its support of Modesto’s LGBTQ+ community and emphasized that the event aims to bring together LGBTQ+ individuals, families, friends, and allies to celebrate the community. She encouraged Councilmembers to attend and expressed appreciation for their ongoing support. #4..
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9/22/2026 5:30:00 PM
• Danielle Morgart, representing Assemblyman Juan Alanis, provided a legislative update. She reported that seven of the Assemblyman’s bills were signed into law. Two additional bills are still awaiting the Governor’s decision before the September 30 deadline. She invited any questions or concerns to be directed to their office. • Bruce Hammerstrom stated he is seeking help resolving what he describes as ongoing harassment tied to parking issues near his residence. He said he has repeatedly requested written confirmation that no parking restrictions have ever existed in front of his home but has not received a response. He expressed frustration with the process and noted recent conversations with City and Police staff.
• Kevin McClarty thanked the Council for improvements to 4th Street Park, noting it was well-used and appreciated by families. He raised safety concerns about high-speed traffic on nearby G and H streets and suggested adding traffic lights and illuminated crosswalks to improve pedestrian safety. He also mentioned issues with bicyclists riding against traffic and recommended stronger enforcement, including reinstating a previous bike patrol program.
• Written General Public Comments Received. (Funding Source: Not Applicable) CITY CLERK; City Clerk, 209-577-5396, [email protected] •
CONSENT ITEMS – ROLL CALL VOTE REQUIRED
ACTION CONSENT ITEMS: 6-7, 9-16, 19-21 (Wright/Alvarez; 7/0)
CONSENT
Consent
6. Consider approving the Minutes for the September 1, 2026 Council Meeting. (Funding Source: Not Applicable)
• Motion approving the Minutes for the September 1, 2026 Council Meeting.
CITY CLERK; Diane Nayares-Perez, 209-577-5396, [email protected] ACTION: (Wright/Alvarez; 7/0) Motion approving the Minutes for the September 1, 2026 Council Meeting.
Consent
7. Consider approving the recommended budget adjustments to Fiscal Year 2025-26 and Fiscal Year 2026-27 Annual Operating and Capital Improvement Program Budgets; Amending the Fiscal Year 2026-27 Position Allocation; and Amending the Fiscal Year 2026-27 Classification Plan. (Funding Source: Various Funds) • Resolution amending Fiscal Year 2025-26 and Fiscal Year 2026-27 Annual Operating and Capital Improvement Program Budgets and authorizing the City Manager, to take the necessary steps to implement the provisions of this Resolution.
• Resolution amending the Position Allocation for Fiscal Year 2026-27 as #4..
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9/22/2026 5:30:00 PM
adopted in the operating budget.
• Resolution amending the Position Classification Plan for the City of Modesto to create new classifications and amend existing classifications.
BUDGET; Kaceey Culbertson, 209-571-5855, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-281 amending Fiscal Year 2025- 26 and Fiscal Year 2026-27 Annual Operating and Capital Improvement Program Budgets and authorizing the City Manager, to take the necessary steps to implement the provisions of this Resolution.
ACTION: (Wright/Alvarez; 7/0) Resolution 2026-282 amending the Position Allocation for Fiscal Year 2026-27 as adopted in the operating budget.
ACTION: (Wright/Alvarez; 7/0) Resolution 2026-283 amending the Position Classification Plan for the City of Modesto to create new classifications and amend existing classifications.
Removed from Consent
8. Consider approving an Agreement with The Salvation Army to provide operating support for the Emergency Shelter operations in an amount not to exceed $591,000. (Funding Source: Permanent Local Housing Allocation, Cannabis Community Benefits Fund)
• Resolution approving an Agreement with The Salvation Army to provide operating support for the Emergency Shelter in an amount not to exceed $591,000, and authorizing the City Manager, or his designee, to execute the Agreement.
• Resolution amending the Fiscal Year 2026-2027 annual operating and noncapital project fund budgets to establish a project for The Salvation Army Permanent Local Housing Allocation (PLHA) funding in the amount of $491,000 and budgeting the applicable revenue, expenditures, and transfers. • Resolution amending the Fiscal Year 2026-2027 multi-year fund budget to establish applicable revenue, expense and transfer budgets for the community benefit payment to The Salvation Army to be funded with cannabis community benefit funds in the amount of $100,000 and authorizing the City Manager or his designee, to take the necessary steps to implement the provisions of this Resolution.
CED; Edgar Garcia, 209-577-5211, [email protected] ACTION: (Wright/Escutia-Braaton; 6/0; Williams Recused) Resolution 2026-284 approving an Agreement with The Salvation Army to provide operating support for the Emergency Shelter in an amount not to exceed $591,000, and authorizing the City Manager, or his designee, to execute the Agreement.
ACTION: (Wright/Escutia-Braaton; 6/0; Williams Recused) Resolution 2026-285 amending the Fiscal Year 2026-2027 annual operating and non-capital project fund budgets to establish a project for The Salvation Army Permanent Local Housing #4..
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9/22/2026 5:30:00 PM
Allocation (PLHA) funding in the amount of $491,000 and budgeting the applicable revenue, expenditures, and transfers.
ACTION: (Wright/Escutia-Braaton; 6/0; Williams Recused) Resolution 2026-286 amending the Fiscal Year 2026-2027 multi-year fund budget to establish applicable revenue, expense and transfer budgets for the community benefit payment to The Salvation Army to be funded with cannabis community benefit funds in the amount of $100,000 and authorizing the City Manager or his designee, to take the necessary steps to implement the provisions of this Resolution.
Consent
9. Consider approving the Final Maps and Subdivision Improvement Agreements (SIA), with SB Builders LLC, a California Limited Liability Company, for the Martin Tivoli Phase 1 and Phase 2 Subdivision, encompassing approximately 19.94 acres located roughly 300 feet south of Merle Avenue, east of Oakdale Road identified as APN 083 004 057. (Funding Source: Developer Fees)
• Resolution approving the Final Maps for Martin Tivoli Phase 1 and 2, approving the Subdivision Improvement Agreements and authorizing the City Manager, or his designee, to execute the Subdivision Improvement Agreements with SB Builders LLC, a California Limited Liability Company and authorizing the City Clerk to certify the Final Maps and record with the Stanislaus County Recorder’s Office.
ENGINEERING SERVICES; Jaspreet Mangat, 209-577-5253,
[email protected]
ACTION: (Wright/Alvarez; 7/0) Resolution 2026-287 approving the Final Maps for Martin Tivoli Phase 1 and 2, approving the Subdivision Improvement Agreements and authorizing the City Manager, or his designee, to execute the Subdivision Improvement Agreements with SB Builders LLC, a California Limited Liability Company and authorizing the City Clerk to certify the Final Maps and record with the Stanislaus County Recorder’s Office.
Consent
10. Consider accepting the 2024 Sport Court Lighting Project as complete, releasing securities, releasing payments totaling $106,415 to Flouresco Services, LLC. of Phoenix, AZ, and authorizing the City Clerk to file a Notice of Completion. (Funding Source: Measure H)
• Resolution accepting 2024 Sport Court Lighting Project as complete, releasing securities, releasing payments totaling $106,415 to Flouresco Services, LLC. of Phoenix, AZ, and authorizing the City Clerk to file a Notice of Completion.
ENGINEERING SERVICES; Peter Kambel, 209-577-5444, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-288 accepting 2024 Sport Court Lighting Project as complete, releasing securities, releasing payments totaling $106,415 to Flouresco Services, LLC. of Phoenix, AZ, and authorizing the City Clerk to file a Notice of Completion.
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9/22/2026 5:30:00 PM
Consent
11. Consider delegating the responsibility for investment transactions to the Director of Finance and accepting the Annual Investment Report for Fiscal Year 2025-2026. (Funding Source: Various Funds)
• Resolution delegating the responsibility for investment transactions to the Director of Finance and accepting the Annual Investment Report for Fiscal Year 2025-2026.
FINANCE DEPARTMENT; Calogero Maniscalco, 209-577-5219,
[email protected],
ACTION: (Wright/Alvarez; 7/0) Resolution 2026-289 delegating the responsibility for investment transactions to the Director of Finance and accepting the Annual Investment Report for Fiscal Year 2025-2026.
Consent
12. Consider approving an Ordinance repealing and replacing Articles 1, 2, 10, 11, 12, 17 and 20 of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto Municipal Code related to the management and enforcement of parking. (Funding Source: Not Applicable)
• Motion introducing and waiving the first reading of an Ordinance repealing and replacing Articles 1, 2, 10, 11, 12, 17 and 20 of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto Municipal Code related to the management and enforcement of parking.
FINANCE DEPARTMENT; Jeni Martin, 209-571-5892, [email protected] ACTION: (Wright/Alvarez; 7/0) Motion introducing and waiving the first reading of an Ordinance 3817-C.S. repealing and replacing Articles 1, 2, 10, 11, 12, 17 and 20 of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto Municipal Code related to the management and enforcement of parking.
Consent
13. Consider accepting an Informational Report on the May and June 2026 Grant applications and awards. (Funding Source: Not Applicable) • Motion accepting an Informational Report for May and June 2026, Grant applications and awards.
FINANCE DEPARTMENT; Maria Garnica, 209-577-5249,
[email protected]
ACTION: (Wright/Alvarez; 7/0) Motion accepting an Informational Report for May and June 2026, Grant applications and awards.
Consent
14. Consider accepting an Informational Report for the July 2026 Accounts Payable Payment Register and Void Report. (Funding Source: Not Applicable) • Motion accepting an Informational Report for the July 2026 Accounts Payable #4..
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Payment Register and Void Report.
FINANCE DEPARTMENT; Maria Garnica, 209-577-5249,
[email protected],
ACTION: (Wright/Alvarez; 7/0) Motion accepting an Informational Report for the July 2026 Accounts Payable Payment Register and Void Report.
Consent
15. Consider approving a report on Fiscal Year 2025-2026 unclaimed funds of $46,085 that can be transferred to the General Fund. (Funding Source: General Fund) • Resolution approving the Fiscal Year 2025-2026 unclaimed funds of $46,085 that can be transferred to the General Fund.
FINANCE DEPARTMENT; Vanessa Ferrel, 209-571-5174, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-290 approving the Fiscal Year 2025-2026 unclaimed funds of $46,085 that can be transferred to the General Fund.
Consent
16. Consider approving the Fiscal Year 2025-26 Write-off and Adjustments reports through Fiscal Year-end June 30, 2026, in the total amount of $448,861. (Funding Source: Various Funds)
• Resolution approving the 2025-2026 Accounts Receivable Write-Off and Adjustments reports through Fiscal Year-end June 30, 2026, in the total amount of $448,861 and directing a report of disposition to be filed with the City Clerk.
FINANCE DEPARTMENT; Vanessa Ferrel, 209-571-5174, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-291 approving the 2025-2026 Accounts Receivable Write-Off and Adjustments reports through Fiscal Year-end June 30, 2026, in the total amount of $448,861 and directing a report of disposition to be filed with the City Clerk.
Removed from Consent
17. Consider approving a First Amendment to the Agreement with Brewer & Associates LLC, Lexington, KY, for the purchase of Jackets, Hoodies, and Beanies increasing the Agreement amount by $54,350 through the duration of the Agreement. (Funding Source: Central Stores)
• Resolution approving a First Amendment to the Agreement with Brewer & Associates, LLC, Lexington, KY for the purchase of Jackets, Hoodies, and Beanies, by $54,350, to a new estimated annual amount of $77,175, a new total amount not to exceed $154,350 through the term of the Agreement; and authorizing the Director of Finance, or her designee, to execute the Amendment.
FINANCE DEPARTMENT; Dianne Love, 209-571-5174, [email protected] ACTION: (Williams/Zwahlen; 7/0) Resolution 2026-292 approving a First Amendment to the Agreement with Brewer & Associates, LLC, Lexington, KY for the #4..
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purchase of Jackets, Hoodies, and Beanies, by $54,350, to a new estimated annual amount of $77,175, a new total amount not to exceed $154,350 through the term of the Agreement; and authorizing the Director of Finance, or her designee, to execute the Amendment.
Removed from Consent
18. Consider approving the purchase for 18 Fleet Replacements for a total amount not to exceed $1,757,131. (Funding Source: Fleet Replacement Fund) • Resolution approving the Competitive Bidding Process from Sourcewell to Rush Medium-Duty Truck Centers of California, Inc. dba Rush Truck Center, Ceres, CA, to purchase ten (10) Ford F350 Trucks for an amount not to exceed $1,162,824; and authorizing the Director of Finance, or her designee, to issue the Purchase Order; and authorizing the Director of Finance or her designee to execute any Change Orders not to exceed 15% of the total purchase price. • Resolution approving the Competitive Bidding Process from Sourcewell to Pape Machinery, French Camp, CA, to purchase eight (8) Trailers for an amount not to exceed $594,307; and authorizing the Director of Finance, or her designee, to issue the Purchase Order; and authorizing the Director of Finance or her designee to execute any Change Orders not to exceed 15% of the total purchase price.
FINANCE DEPARTMENT; Dianne Love, 209-571-5164, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-293 approving the Competitive Bidding Process from Sourcewell to Rush Medium-Duty Truck Centers of California, Inc. dba Rush Truck Center, Ceres, CA, to purchase ten (10) Ford F350 Trucks for an amount not to exceed $1,162,824; and authorizing the Director of Finance, or her designee, to issue the Purchase Order; and authorizing the Director of Finance or her designee to execute any Change Orders not to exceed 15% of the total purchase price.
ACTION: (Wright/Alvarez; 7/0) Resolution 2026-294 approving the Competitive Bidding Process from Sourcewell to Pape Machinery, French Camp, CA, to purchase eight (8) Trailers for an amount not to exceed $594,307; and authorizing the Director of Finance, or her designee, to issue the Purchase Order; and authorizing the Director of Finance or her designee to execute any Change Orders not to exceed 15% of the total purchase price.
Consent
19. Consider approving an agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and De-Escalation Training for a total amount not to exceed $237,900 over three (3) years. (Funding Source: Police Grants)
• Resolution approving the Agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and De-Escalation Training, for a three (3) year Agreement, for an estimated annual amount of $79,300, and a total amount not to exceed $237,900 over three (3) years; and authorizing the City Manager, or his designee, to execute the Agreement. #4..
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POLICE DEPARTMENT; Jessica Nicholson, 209-572-9500,
[email protected]
ACTION: (Wright/Alvarez; 7/0) Resolution 2026-295 approving the Agreement with Stanislaus County Behavioral Health and Recovery Services, Modesto, CA, for Crisis Intervention and De-Escalation Training, for a three (3) year Agreement, for an estimated annual amount of $79,300, and a total amount not to exceed $237,900 over three (3) years; and authorizing the City Manager, or his designee, to execute the Agreement.
Consent
20. Consider approving an Agreement to upgrade the existing AssetWorks Fleet Management Software to the cloud-based solution, to AssetWorks, Inc., Berwyn, PA for a total amount not to exceed $731,837 over five (5) years. (Funding Source: Fleet Management Fund)
• Resolution approving the Agreement with AssetWorks, Inc., Berwyn, PA for the cloud-based solution Fleet Management Software for a two (2) year Agreement with three (3) one-year extension options, for a total year one (1) cost of $170,818 and a total amount not to exceed $731,837 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.
PUBLIC WORKS; Patrick Crowley, 209-342-2274, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-296 approving the Agreement with AssetWorks, Inc., Berwyn, PA for the cloud-based solution Fleet Management Software for a two (2) year Agreement with three (3) one-year extension options, for a total year one (1) cost of $170,818 and a total amount not to exceed $731,837 over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.
Consent
21. Consider approving an Agreement for Painting Services for Wastewater and Water Sites with D&H Painting Inc., Rancho Cordova, CA, for a total amount not to exceed $1,717,802, over five (5) years (Funding Source: Sewer and Water Funds) • Resolution approving the Award of Bid and Agreement for Painting Services for Wastewater and Water Sites to D&H Painting Inc., Rancho Cordova, CA, for a two (2) year agreement with three (3) one-year extension options, for an estimated annual amount of $343,560, and a total amount not to exceed $1,717,802, over five (5) years, and authorizing the City Manager, or his designee, to execute the Agreement.
UTILITIES; Jeff Daniels, 209-577-6255, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-297 approving the Award of Bid and Agreement for Painting Services for Wastewater and Water Sites to D&H Painting Inc., Rancho Cordova, CA, for a two (2) year agreement with three (3) one-year extension options, for an estimated annual amount of $343,560, and a total amount not to exceed $1,717,802, over five (5) years, and authorizing the City Manager, or his #4..
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designee, to execute the Agreement.
COUNCIL COMMENTS & REPORTS
• Councilmember Wright reported on the City’s Hope Work program, now operated by the Gospel Mission after the former team dissolved. He said 48 participants are enrolled and have collected over 64,000 pounds of trash since January. Ten participants have obtained full-time jobs, and seven have moved into permanent housing. He thanked the Gospel Mission for its work in supporting the community and improving cleanliness in Modesto.
• Vice Mayor Williams thanked El Concilio of California for naming him “Amigo of the Year” at a recent event. He also recognized other award recipients, and the Stanislaus Latino Giving Circle for the La Raza Award. He thanked several Councilmembers for attending and said he was honored and committed to serving Modesto well. • Councilmember Alvarez reported on conditions at Mancini Park, noting damaged asphalt in the parking lot and concerns about bathrooms being used by homeless individuals. He asked staff to assess the parking lot and requested CHAT team support for outreach. He also commended the recent El Concilio gala and its award recipients.
Finally, he shared that he will attend the League of California Cities conference in Anaheim to collaborate with other municipalities and learn best practices to support Modesto residents.
• Councilmember Escutia-Braaton reported attending a National PACE Month event with the Vice Mayor, highlighting the program’s role in supporting seniors so they can remain active in their homes and community. She also described participating in the Central Valley Division League of California Cities meeting in Riverbank where new executive officers were installed. She noted her recent trip to Washington, D.C., with other local officials to discuss Central Valley needs with federal agencies and representatives, emphasizing agriculture’s economic importance. Lastly, she announced that Total Wine & More will open on October 22, contributing jobs and economic activity to Modesto.
• Councilmember Ricci discussed efforts to support downtown revitalization, suggesting a designated “van life” lot to attract travelers and boost local businesses. He reported on progress in rebuilding Modesto’s urban forest, noting improved staffing, tree removals, and new plantings but emphasizing the need for sustained investment to reduce the pruning cycle. He also recommended developing a new dog park at Moose Park, citing its potential to reduce blight and meet growing demand. • Mayor Zwahlen described numerous community events attended over the past three weeks, emphasizing the high level of local engagement. These included meetings with City Ministry Network, Modesto Police Department ceremonies, a student leadership #4..
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academy, clergy and law enforcement discussions, senior community gatherings, election and conference roundtables, a 9/11 memorial, a park fitness event, a community brunch supporting nonprofits, family activities at McHenry Mansion, an opera performance, Youth Commission planning, a health advocacy series, and an employee recognition fair. The mayor also spoke to a new “Young Women in Politics” group and encouraged residents to participate in community activities and City initiatives.
CITY MANAGER COMMENTS & REPORTS
• The City Manager announced that the McHenry Museum will host a Día de los Muertos community celebration on October 4. He also addressed repeated public comments about the City Attorney, stating that the criticism is unwarranted. He explained that the attorney’s role is limited to adjudicating enforcement actions and noted that the property in question has had long-standing violations with available appeal processes.
HEARINGS
Published in the Modesto Bee on September 6, 2026.
22. Hearing to approve the City of Modesto’s Consolidated Annual Performance Evaluation Report for Program Year 2025-2026. (Funding Source: Various Funds) • Resolution approving the City of Modesto’s Consolidated Annual Performance Evaluation Report for Program Year 2025-2026 and authorizing the City Manager or his designee, to sign any required certifications and documents for submittal to the U.S. Department of Housing and Urban Development.
CED; Edgar Garcia, 209-571-5101, [email protected] ACTION: (Escutia-Braaton/Williams; 7/0) Resolution 2026-298 approving the City of Modesto’s Consolidated Annual Performance Evaluation Report for Program Year 2025-2026 and authorizing the City Manager or his designee, to sign any required certifications and documents for submittal to the U.S. Department of Housing and Urban Development.
Hearing Notice mailed to appellant on September 11, 2026.
23. Hearing to consider the Appeal for the Final Revenue Audit Report for the period of July 1, 2024 through June 30, 2025 for McHenry Business Services LLC (Limited Liability Corporation) doing business as (dba) Planet 8ths Herbology. (Funding Source: Cannabis Administrative Permit Fees)
• Resolution upholding the Tax Administrator’s decision regarding the Final Revenue Audit Report for the period of July 1, 2024 through June 30, 2025 for McHenry Business Services LLC dba Planet 8ths Herbology.
FINANCE DEPARTMENT; DeAnna Christensen, 209-577-5387,
[email protected]
ACTION: (Wright/Williams; 7/0) Resolution 2026-299 upholding the Tax #4..
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Administrator’s decision regarding the Final Revenue Audit Report for the period of July 1, 2024 through June 30, 2025 for McHenry Business Services LLC dba Planet 8ths Herbology.
NEW BUSINESS
24. Consider approving the Agreement for the furnishing of City-wide Landscaping Services to Grover Landscape Services Inc., Modesto, CA for a total amount not to exceed $17,989,717, over five (5) years. (Funding Source: Various Funds) • Resolution approving the Award of Proposal and Agreement for City-wide Landscaping 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 $3,597,944 and a total amount not to exceed $17,989,717 over five (5) years and authorizing the City Manager, or his designee, to execute the Agreement.
FINANCE DEPARTMENT; Dianne Love, 209-571-5164, [email protected] ACTION: (Wright/Alvarez; 7/0) Resolution 2026-300 approving the Award of Proposal and Agreement for City-wide Landscaping 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 $3,597,944 and a total amount not to exceed $17,989,717 over five (5) years and authorizing the City Manager, or his designee, to execute the Agreement.
MATTERS TOO LATE FOR THE AGENDA
None.
ADJOURNMENT
This meeting adjourned at 8:42 p.m.
Attest:____________________________
Diane Nayares-Perez, City Clerk
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
ORDINANCE NO. 3817-C.S.
AN ORDINANCE REPEALING AND REPLACING ARTICLES 1, 2, 10, 11, 12, 17 AND 20 OF CHAPTER 2 “VEHICLE AND TRAFFIC REGULATIONS” OF TITLE 3 “PUBLIC SAFETY” OF THE MODESTO MUNICIPAL CODE RELATED
TO THE MANAGEMENT AND ENFORCEMENT OF PARKING
WHEREAS, City staff have explored strategies to improve the management and enforcement of parking in Downtown Modesto since 2006; and WHEREAS, on February 4, 2020, under Resolution No. 2020-071, City Council approved the transition of parking enforcement responsibilities from MPD to Public Works; and
WHEREAS, Public Works has provided parking enforcement in Downtown Modesto, including maintaining and monitoring seven surface lots and three garages, while MPD provides parking enforcement throughout the City; and WHEREAS, the divided responsibilities of parking enforcement have resulted in inconsistent enforcement leading to limited citation revenue and an expectation from the community that the City of Modesto does not consistently enforce parking; and
WHEREAS, to provide consistent enforcement that incorporates all parking enforcement areas, starting July 1, 2026, the parking enforcement program was consolidated and returned to the MPD; and
WHEREAS, by repealing and replacing certain Articles of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto #5..
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
Municipal Code, staff will be able to address those sections that identify individual positions that have enforcement authority; and WHEREAS, in addition to updating the language for enforcement authority, the proposed ordinance revisions include adding minor modifications to existing definitions and violations, and language cleanup to reflect changes in law.
NOW, THEREFORE, the City Council of the City of Modesto does ordain as follows:
SECTION 1. REPEAL AND REPLACEMENT
Articles 1, 2, 10, 11, 12, 17 and 20 of Chapter 2 “Vehicle and Traffic Regulations” of Title 3 “Public Safety” of the Modesto Municipal Code, are hereby repealed and replaced with the following.
Article 1. Words and Phrases Defined
3-2.101 Definitions of Words and Phrases.
(a) The words and phrases used in this chapter shall have the meanings respectively ascribed to them in this article. (b) Whenever any words or phrases used in this chapter are not defined herein but are now or hereafter defined in the Vehicle Code of the State of California, such definitions are incorporated herein and shall be deemed to apply to such words and phrases used herein as though set forth herein in full. 3-2.102 Alleyway.
“Alleyway” means a public right-of-way for the use of pedestrians and vehicles which serves or is designed to serve as the secondary means of access to abutting property.
3-2.103 Block Face.
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
“Block Face” means the portion of a street between two intersecting streets located on one side of a roadway.
3-2.104 Bus.
“Bus” means a vehicle designed, used, or maintained for carrying more than 10 passengers, including the driver, which is used as a transport of passengers.
3-2.105 Bus Loading Zone.
“Bus loading zone” means the space adjacent to a curb or edge of a roadway reserved for the exclusive use of vehicles operated by a public carrier during the loading or unloading of passengers.
3-2.106 City Manager.
“City Manager” means the City Manager or designee of the City of Modesto.
3-2.107 Commercial Loading Zone.
A portion of a street, public right-of-way, or parking facility designated as a Commercial loading zone marked with yellow markings or curb paint, and signage identifying the area as a Commercial loading zone, including permitted hours, time limitations, and authorized vehicle classifications and requirements. 3-2.108 Commercial Vehicles.
”Commercial Vehicle” means any vehicle with more than three (3) wheels that satisfies all of the following criteria:
1. Registration. The vehicle is registered with the Department of Motor Vehicles as a commercial vehicle.
2. License Plates. The vehicle displays commercial license plates as defined in California Vehicle Code Section 260.
3. Business Identification. The vehicle clearly displays the name of the business or commercial entity operating the vehicle.
4. Use. The vehicle is used for transportation of goods, materials, merchandise, equipment, or cargo transported in bulk. #5..
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
3-2.109 City Council.
The Council of the City of Modesto.
3-2.110 Construction Zone.
"Construction zone" means any area on a street which is designated for the exclusive use of construction activities, including parking. 3-2.111Curb.
The lateral boundary of the roadway whether such curb be marked by curbing construction or not so marked. The word "curb" as herein used shall not include the line dividing the roadway of a street from parking strips in the center of a street, nor from tracks or rights-of-way of public utility companies. 3-2.112 Director of Public Works.
"Director of Public Works" means the Director of Public Works or designee of the City of Modesto.
3-2.113 Electric Vehicle.
“Electric Vehicle” means a vehicle that operates, either partially or exclusively, on electric energy from the electrical grid, or from an off-grid source, which is stored on board for motive power, and that produces no tailpipe or evaporative emissions.
3-2.114 Electric Vehicle Charging Station.
“Electric Vehicle Charging Station” means equipment that has as its primary purpose which is to transfer electric energy to a battery or other onboard energy-storage device of an electric vehicle.
3-2.115 Freight.
“Freight” means goods, materials, merchandise, equipment, or cargo transported in bulk.
3-2.116 Holidays.
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
For the purpose of this chapter only, holidays shall be as specified in Section 6700 of the California Government Code, as the same now exists or may hereafter be amended.
3-2.117 Interstate Truck Route.
A street upon which a vehicle or combination of vehicles authorized by Vehicle Code Section 35401.5 may operate.
3-2.118 Loading Zone.
The space adjacent to a curb reserved for the exclusive use of vehicles during the loading or unloading of passengers or materials. 3-2.119 Official Time Standard.
Whenever certain hours are named herein, they shall mean standard time or daylight savings time as may be in current use in the City. 3-2.120 Parking Permit.
“Parking Permit” means any physical or electronic authorization issued or recognized by the City for parking purposes, including permits issued through license plate recognition systems or digital parking management systems. 3-2.121 Parking Space.
A parking space is a space which is duly designated on-street or off-street for the parking of a single vehicle that is marked by lines painted or otherwise durably marked on the pavement, curb or on the surface of a lot, garage or public street.
3-2.122 Parking Meter.
A mechanical device or machine installed or placed within or upon a surface lot, curb or sidewalk area, placed immediately adjacent to or within the established a parking space or parking zone, for the purpose of controlling the period of time occupancy of such parking meter space by any vehicle is permitted.
3-2.123 Parking Payment Device.
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
Any device used to accept payment for parking, such as parking meters, pay station kiosks, mobile devices, or other methods approved by the Public Works Director.
"Pay-by-space/pay-and-display machine" or "pay station" means any mechanical/electronic device or mechanism not inconsistent with this title placed or erected for the control or regulation of multiple parking meter spaces by the authority of this title.
3-2.124 Parking Signage.
Signage that aids in the management and control of the parking and loading of vehicles on City streets or other rights-of-way and that designates that parking or loading on a specific block face, or portion thereof, requires time limits and/or requires payment for such use either at a parking payment device or via mobile device or other approved method or device approved by the Public Works Director.
3-2.125 Parkway.
That portion of public land between the sidewalk and the street or roadway.
3-2.126 Passenger Loading Zone.
“Passenger Loading Zone” shall mean a space adjacent to a curb or edge of the roadway, indicated by a white-painted curb and official signage reserved for the exclusive use of vehicles during the active loading or unloading of passengers
3-2.127 Pick Up.
To take aboard a load or cargo of the type or kind that said vehicle is designed to haul.
3-2.128 Police Officer.
"Police Officer" is every sworn officer of the Police Department of the City, or any officer authorized to direct or regulate traffic or to make arrests for violations of traffic regulations.
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
3-2.129 Parking.
"Parking" "park" or "standing" means to stop, or allow to stand, any vehicle, whether occupied or not, otherwise than: (1) in obedience to an official traffic control device, (2) by direction of traffic control personnel, or (3) temporarily for the purpose of, and while actively engaged in, loading and unloading of merchandise or passengers.
(a) A vehicle shall be considered “parked” or “left standing” if it has not been moved more than one (1) block under its own power from its original stopped, parked or standing location. For the purpose of this section a “block” means the segment of the street adjacent to an intersection or the segment between an intersection and the final point of the street. A vehicle that vacates a parking space may not return to park within the same block, block face or designated parking zone on the same calendar day, or within any time restriction specified when indicated by posted signage or regulations. 3-2.130 Parking Enforcement Officer.
"Parking Enforcement Officer" means an authorized official of the City who directs traffic and enforces parking and vehicle code regulations related to the stopping standing and parking of vehicles pursuant to the provisions of this Code and the California Vehicle Code.
3-2.131 Parking Penalty.
"Parking Penalty" shall mean any fine authorized by law and this Code, including authorized assessments, late penalty, administrative and collection fees.
3-2.132 Public Parking Facility.
Any building, structure, lot, space or area within the City now or hereafter used for off-street parking of vehicles by members of the public, and owned or operated for such use by the City.
3-2.133 Truck Route.
A street, avenue or thoroughfare over and upon which vehicles designed or used for the transportation of commodities or materials may be driven and operated regardless of weight and size of said vehicles; provided said vehicles do not exceed the size and weight of vehicles permitted by state law to be driven upon or over highways and streets within the State of California. #5..
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
3-2.134 Taxicab and Transportation Network Company (TNC) Zone. "Taxicab or TNC zone" means the spaces adjacent to a curb reserved exclusively for the legal parking of taxicabs and transportation network companies while awaiting hire. All such zones shall be indicated by painting the curb yellow on white with a legend "Taxicab" or "App Ride/TNC Zone" thereon and a sign posted indicating the same.
3-2.135 Taxicabs and Transportation Network Company (TNC) Vehicles. (a) Transportation network companies (TNC) provide application dispatch services (technology that allows consumer to directly request dispatch of for-hire drivers for trips via the internet using mobile interfaces such as smartphone applications), to connect drivers with passengers for transportation services.
(b) No owner or driver of any taxicab or TNC vehicle shall park or stand the same upon any public highway or the street for a period of time longer than is necessary to discharge or receive passengers then occupying or then waiting for such taxicab or TNC vehicle. The City Traffic Engineer is authorized to install signage within commercial loading zone spaces permitting the active loading and unloading of passengers from taxicab and TNC vehicles during noncommercial loading hours. When appropriate signs are in place indicating such, the space may not be utilized for the stopping or standing of other vehicles. 3-2.136 Vehicle Code.
Vehicle Code means the Vehicle Code of the State of California.
Article 2. Enforcement and Obedience to Parking and Traffic Regulations 3-2.201 Authority of Police, and Fire Department Officials, and Director of Public Works.
(a) It shall be the duty of the officers of the Police Department or such officers as are assigned by the Chief of Police to enforce all street traffic laws of the City and all of the State vehicle laws applicable to street traffic in the City. (b) Members of the Police Department or such officers as are assigned by the Chief of Police are hereby authorized to direct all traffic by voice, hand or other signal in conformance with traffic laws, provided that in the event of a fire or #5..
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
other emergency, or to expedite traffic or to safeguard pedestrians, officers of the Police Department may direct traffic as conditions may require, notwithstanding the provisions of the traffic laws.
(c) Members of the Fire Department, when at the scene of a fire or when in the course of their duties they are protecting the personnel or equipment of the Fire Department, may direct or assist the police in directing traffic. (d) The Chief of Police or his or her designee may temporarily close a portion of any street when the closing is necessary for the safety and protection of persons who are using that street or to safeguard the property and persons or citizens.
(e) Non-sworn employees of the City, when designated by the Chief of Police, shall enforce those provisions of this chapter and the Vehicle Code relating to standing or parking of vehicles.
3-2.202 Parking Penalty Provisions.
(a) Intent. It is the intent of the Modesto City Council to exercise its full authority granted by California Vehicle Code Section 40203.5(a), to establish a schedule of parking penalties for parking violations. Penalties may include the base fine, late payment fees, administrative fees, collection costs and other related charges, in addition to all state mandated fees. A violation of any provision of this chapter is subject to a civil penalty under the provisions of this title and the violator shall be required to pay the penalty listed on the City’s schedule of parking penalties. Any surcharges or assessments that are mandated by state law shall be added to the civil penalty imposed for the violation. Additionally, when a hold on a vehicle registration renewal is imposed due to delinquency of the violation, the penalty shall increase by the amount imposed by the California Department of Motor Vehicles. (b) Establishment of Penalties and Fees.
Subject to any limitations imposed by state law, the City Council shall, by resolution, establish parking penalties, late payment fees, administrative fees, and collection costs applicable to parking violations. The City Manager is authorized to amend the schedule of parking penalties to incorporate any changes to state-mandated surcharges, fees or fines related to the provisions of the California Vehicle Code for violations that can be issued on a notice of parking violation.
3-2.203 Administrative Fee.
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
"Administrative Fee" means the administrative fee authorized by California Vehicle Code section 40226, as may be amended, that may be imposed in lieu of the parking penalty, to process cancellation of a Notice of Parking Violation issued for failure to display a valid disabled person parking placard, when the citation recipient provides satisfactory proof that a valid disabled person parking placard had been issued and was valid at the time the citation was issued. The administrative fee shall not exceed the amount authorized by California Vehicle Code section 40226.
3-2.204 Persons other than Officials Shall Not Direct Traffic.
Except for City employees performing a duty within the scope of their employment which necessitates the direction of traffic, no person other than an officer of the Police Department or a person deputized by the Chief of Police, or a person authorized to do so by a police officer in an emergency, or a person authorized by law, shall direct or attempt to direct traffic by voice, hand or other signal, except that persons may operate when and as herein provided any mechanical pushbutton signal erected by order of the Director of Public Works. 3-2.205 Exemptions to Certain Vehicles.
(a) The provisions of this chapter regulating the operation, parking or standing of vehicles shall not apply to any vehicle of the police or fire department, any public ambulance or any public utility vehicle when operated as authorized by the Vehicle Code in response to an emergency call.
(b) The provisions of this chapter regulating the parking or standing of vehicles shall not apply to any vehicle operated by a City department or public utility while actively engaged in construction or repair work upon, in, over, under or adjacent to a street or highway. These provisions also do not apply to any vehicle owned by the United States Postal Service while in use for the collection, transportation or delivery of United States mail.
3-2.206 Report of Damage to Certain Property.
(a) The driver of a vehicle involved in any accident resulting in damage to any property publicly owned or owned by a public utility, including but not limited to any fire hydrant, telephone pole, electric light or power pole, or resulting in damage to any tree, traffic-control device or other property of a like nature located in or along any street, shall within twenty-four (24) hours after such accident make a written report of such accident to the Police Department of the City.
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(b) Every such report shall state the time when and the place where the accident took place, the name and address of the person owning and of the person driving or in charge of such vehicle, the license number of every such vehicle, and shall briefly describe the property damaged in such accident. (c) A driver involved in an accident shall not be subject to the requirements or penalties of this section if and during the time such driver is physically incapable of making a report, but in such event said driver shall make a report as required in subsection (a) of this section within twenty-four (24) hours after regaining ability to make such report.
Article 10. Stopping, Standing and Parking
3-2.1001 Application of Regulations.
(a) The provision of this article prohibiting the stopping, standing or parking of a vehicle shall apply at all times or at those times herein specified, except when it is necessary to stop a vehicle to avoid conflict with other traffic or in compliance with the directions of a police officer or official traffic-control device.
(b) The provisions of this article imposing a time limit on standing or parking shall not relieve any person from the duty to observe other and more restrictive provisions of the Vehicle Code of the State of California or this Code prohibiting or limiting the standing or parking of vehicles in specified places or at specified times.
3-2.1002 Use of Streets for Storage of Vehicles Prohibited. (a) The Council finds that the use of streets for storage of vehicles, including a recreational vehicle, travel trailer, mobile home, boat trailer, bus, semi, house car, utility trailer and camper whether attached to another vehicle or separate, in order to avoid removal as a stored vehicle presents risk to the public health, safety and general welfare.
(b) In the event a vehicle is parked or left standing upon a street, alley or public parking facility in excess of a consecutive period of seventy-two (72) hours, any member of the Police Department or a Parking Enforcement Officer, may remove said vehicle in the manner and subject to the requirements of the Vehicle Code Section 22651.
3-2.1003 Parking for Certain Purposes Prohibited.
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(a) Repealed.
(b) No person shall park a vehicle upon any roadway located in a commercial or industrial zone for the principal purpose of washing, greasing or repairing such vehicle except for repairs necessitated by an emergency. 3-2.1004 Stopping, Standing or Parking in Alleys.
No person shall stop, stand or park a vehicle in any alley, except when authorized by signs erected by the City. When an alley is posted with such signs allowing stopping, standing, or parking for the purpose of loading or unloading of passengers or materials, such activity shall not consume more than three (3) minutes when loading or unloading passengers, and twenty (20) minutes when loading or unloading materials provided that such activity does not impede traffic circulation or restrict emergency access through alleys. The driver must always remain with the vehicle. This section shall not apply to an alley where parking is prohibited.
3-2.1005 Parallel and Angle Parking.
(a) No person shall park a vehicle on the left-hand side of a two (2) way street facing against the flow of traffic.
(b) Subject to other and more restrictive limitations, a vehicle stopped or parked upon a roadway shall be stopped or parked with the right-hand wheels of the vehicle parallel to, and within eighteen (18) inches of, the right-hand curb or the right-hand edge of the class IV bikeway, except that a motorcycle shall be parked with at least one (1) wheel or fender touching the right-hand curb or edge.
If no curbs, barriers, or Class IV bikeways bound a two-way roadway, right-hand parallel parking is required unless otherwise indicated. (c) The Council is hereby authorized by resolution to determine the streets upon which and the hours during which angle parking shall be permitted either exclusively or in conjunction with parallel parking, which regulations shall become effective when appropriate signs or marking are in place giving public notice thereof. On those streets upon which angle parking exclusively is authorized, such fact shall be indicated by the painting of white lines upon the surface of the roadway indicating angle parking. On such streets, vehicles shall be parked at the angle to the curb of the roadway with at least one (1) front wheel within eighteen (18) inches of the curb. On those streets upon which combination parallel and angle parking is authorized, such fact shall be indicated by the posting of signs giving public notice thereof. On such streets, vehicles shall be parked as indicated by such signs.
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3-2.1006 Parking of Commercial Vehicles and Buses Prohibited in Residential Districts.
No person shall park or leave standing any commercial vehicle, as defined in the Vehicle Code of the State of California, upon any street within any residential district of the City, if such vehicle has a manufacturer's gross vehicle weight rating of ten thousand (10,000) pounds or more, for any purpose other than making pickups or deliveries of persons, goods, wares and merchandise from or to any building or structure, located on such street or for any purpose other than delivering materials to be used in the actual and bona fide repair, alteration, remodeling or construction of any building or structure upon such street for which a building permit has previously been obtained. A residential district of the City is any area of the City which is classified as residential under the provisions of the zoning regulations of this Code.
3-2.1007 Stopping or Parking Prohibited; Signs or Markings Required.
The Director of Public Works may appropriately sign or mark or cause to be signed or marked any place where said Director determines that it is necessary in order to eliminate dangerous traffic hazards, and when so signed or marked, no person shall stop, stand or park a vehicle in any of said places. 3-2.1008 Emergency—Temporary No Parking Signs.
(a) When the Director of Public Works determines that an emergency traffic congestion is likely to occur as a result of the holding of public or private events, assemblages gatherings, functions, or for other reasons, the Director of Public Works shall have the authority to order temporary signs to be erected or posted indicating that the operation, parking or standing of vehicles is prohibited or restricted on such streets or alleys as the Director designates, for the dates and times specified.
Such temporary signs shall be erected or posted, inspected and documented by a City- designated representative at least seventy-two (72) hours prior to the effective date and time of the restrictions. The signs shall remain in place only for the duration of such emergency, and said designee shall verify that such signs are removed promptly thereafter.
(b) When signs authorized by the provisions of this section are in place giving notice thereof, no person shall operate, park or stand any vehicle in violation of the directions and provisions stated on such signs. #5..
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3-2.1009 Parking Upon Traffic Counters Prohibited.
No vehicle shall be parked on or over any mechanical traffic counter or road tube used for the purpose of taking a traffic count when signs have been erected giving notice thereof.
3-2.1010 Driving or Parking on Parks, Playgrounds and City Property. (a) No person shall drive or park any motor vehicle upon any public park, playground or other City property except on streets, alleys, thoroughfares or parking lots and areas provided for such purposes.
(b) No person shall stop, stand or park a motor vehicle upon any public park, playground or other City property outside of the designated parking area(s). (c) No person shall park a vehicle on that portion of a street between the curb lines, or the lateral lines of a roadway, and the adjacent property lines intended for the use of pedestrians.
3-2.1011 Parking on Private Property Without Consent Prohibited. (a) No person shall park a vehicle on private property without the direct or implied consent of the owner or person in lawful possession of such property. (b) When public parking is prohibited or restricted on private property, the owner or person in lawful possession, or their authorized agent, shall post, in plain view at all entrances to the property, a sign not less than seventeen by twenty-two (17 x 22) inches in size, with lettering not less than one (1) inch in height, prohibiting or restricting public parking. The sign shall state that violators' vehicles may be removed at the vehicle owner's expense, that violators may be cited, and shall display the telephone number of the local law enforcement agency, the name and telephone number of the towing company, if applicable, and a reference to Vehicle Code Section 22658 ("CVC 22658"). (c) Upon the posting of the required signage in plain view at each entrance to the property, the owner, person in lawful possession of the private property, or their authorized agent may request enforcement by the City as stated on the authorized sign. Any owner, person in lawful possession, or their authorized agent, of private property located within the downtown business district who requests enforcement pursuant to this section shall have a valid letter of authorization and enforcement agreement on file with the City as a condition of the City’s response. The absence of such agreement for properties outside the #5..
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downtown business district shall not preclude the City from responding to a request for parking enforcement pursuant to this section. (d) Nothing in this section shall be construed to impose upon the City any obligation to patrol such private property for parking violations, nor shall it be interpreted as guaranteeing enforcement. No enforcement action shall be undertaken by the City except upon specific request of the owner, person in lawful possession, or their authorized agent.
3-2.1012 Removal of Vehicles Parked on Private Property.
Any regularly employed and salaried officer of the Police Department of the City or person authorized to enforce parking law and regulations or the owner of any private property, or the person lawfully entitled to the possession thereof for the time being, or the authorized agent of either, may remove or cause to be removed any vehicle that has been parked or left standing on any private property in violation of Section 3-2.1011 of this article and in accordance with Vehicle Code Section 22658(“CVC22658”).
3-2.1013 Liability for Wrongful Removal of Vehicle.
If a vehicle removed from such private property was rightfully there, the person or persons who complained of the presence of such vehicle and/or the person or persons (other than employees of the City) who caused such vehicle to be removed shall be liable for any and all charges for towage and for caring for and keeping safe such vehicle.
3-2.1014 Removal of Vehicle to Place of Safety.
Any person referred to in Section 3-2.1012 of this article who removes any vehicle from any private property in the City is hereby authorized to remove said vehicle to the nearest garage or other place of safety, or to a garage designated or maintained by the City.
3-2.1015 Notice to Owner of Removed Vehicle.
Any person referred to in Section 3-2.1012 of this article who removes a vehicle from private property shall give notice to the owner of the vehicle as provided in Article 1, Chapter 10, and Division 11 of the Vehicle Code of the State of California.
3-2.1016 Garage Keeper's Lien.
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The keeper of any garage in which any vehicle is stored in accordance with the provisions of this article shall have a lien thereon for his compensation for towage and for caring for and keeping safe such vehicle, and may satisfy such lien upon compliance with and under the conditions stated in Article 1, Chapter 10, Division 11 of the Vehicle Code of the State of California. 3-2.1017 Parking in Fire Lane.
No person shall park or leave standing any vehicle in a fire safety lane on private or public property when such lane has been required by the City of Modesto and has been designated by appropriate signs or markings.
Article 11. Stopping for Loading or Unloading Only
3-2.1101 Curb Markings to Indicate No Stopping and Parking Regulations. (a) The Director or Public Works is hereby authorized, subject to the provisions and limitations of this chapter, to place and when required herein shall cause to be placed, the following curb markings to indicate parking or standing regulations, and said curb markings shall have the meanings as herein set forth:
(1) Red shall mean no stopping, standing or parking at any time except as permitted by the Vehicle Code of the State of California and except that a bus may stop in a red zone marked or signed as a bus zone. (2) Yellow shall mean no stopping, standing or parking at any such times of any day as are designated, for any purpose other than the active loading or unloading of passengers, materials, or freight by commercial vehicles. Passenger loading or unloading may not exceed more than three (3) minutes, during which time the driver must be present.
The active loading or unloading of materials or freight may not exceed more than twenty (20) minutes or as indicated by the posted sign. Such designated area is reserved exclusively for commercial vehicles. (3) White shall mean no stopping, standing or parking for any purpose other than loading or unloading of passengers or for the purpose of depositing mail in an adjacent mailbox which shall not exceed three (3) minutes and such restrictions shall apply at such times as are designated. (4) Green shall mean no standing or parking for longer than twenty-four (24) minutes and such restrictions shall apply at all times unless otherwise specifically designated.
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(5) Blue shall mean no stopping, standing or parking at any time, except that vehicles which display a valid disabled person's license plate, placard, or a disabled veteran's license plate or placard, as provided by the Vehicle Code of the State of California may stop, stand or park in the spaces so designated.
(b) When the Director of Public Works, as authorized under this chapter, has caused curb markings to be placed, no person shall stop, stand or park a vehicle adjacent to any such legible curb markings in violation of any of the provisions of this section.
3-2.1102 Unauthorized Painting of Curbs.
No person other than the Director of Public Works shall be authorized to cause to be painted any curb surface unless granted permission to do so by the City.
3-2.1103 Authority to Establish Zones.
The Director of Engineering Services or designee is hereby authorized to determine and establish zones and time limits for the loading and unloading of motor vehicles in designated streets, or portions thereof, in the City, which regulations shall become effective with curb markings or when appropriate signs are placed giving notice of said regulations to the public. The zones authorized by this section shall include any or all of the following: loading zone, bus loading zone, freight loading zone and passenger loading zone.
3-2.1104 Standing for Loading or Unloading Only.
When authorized signs or markings as prescribed by Section 3-2.1101 of this article are utilized giving notice thereof, no person shall stop, stand or park any vehicle in a loading zone for a purpose or for a period of time longer than three (3) minutes for loading or unloading passengers and twenty (20) minutes for loading and unloading materials, unless otherwise indicated by posted signs.
The driver must always remain with the vehicle, and stopping is limited to the time reasonably necessary to safely load or unload passengers. 3-2.1105 Stopping, Standing or Parking of Vehicles in Roadway.
No person shall stop, park or leave standing any vehicle, whether attended or unattended, upon the main-traveled portion of the street when it is practicable to stop, park or so leave such vehicle off such part or portion of said street but in every event an unobstructed width of the street opposite a standing #5..
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vehicle shall be left for the free passage of other vehicles. This section shall not apply upon a street where the roadway is bounded by adjacent curbs.
This section shall not apply to the driver of any vehicle which is disabled in such manner and such extent that it is impossible to avoid stopping and temporarily leaving such disabled vehicle on the main-traveled portion of a street.
Article 12. Stopping, Standing or Parking Restricted or Prohibited on Certain Streets
3-2.1201 Restriction or Prohibition of Parking.
Any other provisions of this chapter to the contrary notwithstanding, the Director of Public Works may authorize, restrict or prohibit the parking of motor vehicles in designated streets, or portions thereof, in the City if the general welfare and safety of the citizens so require it, which regulations shall become effective when appropriate signs or markings are in place giving notice of said regulations to the public.
3-2.1202 Parking Time Limited.
When authorized signs are in place giving notice thereof, no person shall stop, stand or park any vehicle upon any street during the days and hours indicated on such signs for a period of time longer than so designated by said sign. Each period of over parking for more than the period stated on the time limit sign shall constitute a separate offense.
3-2.1203 Parking Prohibited during Certain Times on Certain Streets.
When authorized signs are placed in each block giving notice of parking being prohibited, no person shall stop, stand or park a vehicle between the hours of any day upon any paved street or part of a paved street as designated by said sign.
3-2.1204 Parking Space Markings.
The Director of Public Works is authorized to install and maintain parking space markings to indicate parking spaces adjacent to curbing where authorized parking is permitted.
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When such parking space markings are placed in the street subject to other and more restrictive limitations, no vehicles shall be stopped, left standing or parked other than within a single space.
3-2.1205 Vision Obstruction Parking Prohibited.
When authorized signs are in place giving notice thereof, no person shall park a vehicle which is six (6) feet or more in height (including any load thereon) on any street in the City within one hundred (100) feet of an intersection as that term is defined by the California Vehicle Code.
3-2.1206 No Commercial or Passenger Vehicle Stopping, Parking, or Standing on Roadways.
No person shall stop, park, or let stand a commercial or passenger vehicle in the center-turn lane or in the middle of any public road or on any public street located within the city limits.
3-2.1207 Displaying Vehicle for Sale Prohibited
(a) No person, dealer, broker, or business shall park or leave a vehicle standing upon any public street for storage, display, or inventory parking of vehicles offered for the purpose of advertising it for sale, lease, or rental. (b) This section shall not apply to:
(1) Vehicles lawfully parked on private property with the consent of the owner or person in lawful possession of the property. (2) Vehicles displayed for sale, rent, or lease by a licensed vehicle dealer at a location permitted for such business; or
(3) Vehicles displayed for sale, rent, or lease during City-authorized event or activity where such display is expressly allowed. (c) Nothing in this section shall be construed to authorize the display or sale of vehicles on public streets by any business except as expressly permitted under subsection (b).
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Article 17. Temporary Use of Sidewalks, Streets and On-Street and OffStreet Parking Spaces 3-2.1701 Permits: Authority and Fees.
The Director of Public Works, Chief of Police or authorized designee, is hereby authorized to grant permits for the temporary use of the following public facilities:
(a) Temporary closing of City streets;
(b) Temporary use of City sidewalk areas; and
(c) Temporary use of on-street parking and/or off-street spaces.
Before granting a permit for the temporary use of closing a City street as provided in subsection (a) of this section, the Director of Public Works or Chief of Police shall obtain the recommendation of the Traffic Engineer.
Every person who seeks to obtain the above-described permit shall pay to the Finance Department an application fee in an amount as established from time to time by resolution of the City Council to cover the costs of processing the permit application.
3-2.1702 Applications to Council.
Applications made to the Council for the temporary use of on-street or offstreet parking spaces, use of sidewalk areas, or the temporary closing of City streets shall be referred by the City Clerk to the Director of Public Works, Chief of Police or authorized designee for handling.
3-2.1703 Conditions for Issuance of Permits.
The Director of Public Works, Chief of Police or authorized designee shall issue a permit therefor pursuant to the provisions of this article if he finds from a consideration of the application and such other information as he may otherwise obtain or have knowledge of that:
(a) The granting of the request will not substantially interrupt the safe, orderly movement of vehicular traffic on the public streets or pedestrian traffic on the sidewalk areas.
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(b) The granting of the request will not unduly interfere with the furnishing of proper fire and police protection.
(c) The granting of the permit is not reasonably likely to cause injury to persons or property.
(d) If the request is for parking spaces or sidewalk area, that the use of said parking spaces or sidewalk area requested is not related to a profit-making activity or enterprise.
(e) If he finds that the granting of the permit is in the public interest.
This section shall not prohibit the Chief of Police from allowing the use of parking spaces by contractors for the parking of their vehicles, or the elimination of parking, if either is necessary for building repairs or construction.
The Director of Public Works shall have the authority to place such reasonable conditions or restrictions on the permit as he may deem necessary to protect the public interest, including a requirement in the permit that the permittee furnish the City with public liability and property damage insurance, if he finds such to be in the public interest.
3-2.1704 Exception.
In the event the Director of Public Works or Chief of Police is of the opinion that action on the request should more appropriately be taken by the Council, he shall refer the matter to the City Clerk for placement on the Council agenda for the next regular Council meeting.
3-2.1705 Permits: Provisions.
Any permit granted pursuant to this article shall contain the following provisions, which, by acceptance of the permit, the permittee faithfully agrees to perform:
(a) The permittee, its successors and assigns, during the term of the permit, shall indemnify and save the City harmless of and from all damages, costs and charges of any kind or character arising out of or relating thereto, or in any way connected with the exercise of the rights granted by the permit. (b) The permittee, its successors and assigns, shall comply with all laws of the City.
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(c) The permittee, its successors and assigns, at its own cost and expense, shall defend any and all law suits, if any, arising out of or in any way connected with the exercise of the rights granted by the permit.
The permittee shall be required to sign a copy of the permit, which shall be maintained on file with the Finance Department; and no right shall be conferred by any permit authorized under this article until said written consent is executed by the permittee.
Article 20. Oversized Vehicle and Trailer Parking
3-2.2001 Findings
The City Council finds as follows:
(a) Parking recreational vehicles and trailers on residential streets interferes with the normal flow of vehicle traffic, parking affects the safety of drivers using such streets, and creates visual obstacles for motorists and pedestrians.
(b) Current parking regulations are inadequate to address the problem of parking oversized vehicles and trailers on residential streets. (c) Persons owning oversized vehicles and trailers should have the opportunity to have limited use of residential streets for short periods of time. (d) It is in the public interest to adopt parking regulations that will help alleviate safety and parking concerns regarding oversized vehicles or trailers while also allowing oversized vehicle or trailer owners to use residential streets for a limited time and basis.
3-2.2002 Purpose.
This chapter is adopted pursuant to the city's police powers and California Vehicle Code Section 22507.5, and any successor statute or regulation, in order to regulate parking of oversized vehicles, trailers, mobile homes, and recreational vehicles within the city's jurisdiction. The regulations enacted by this chapter are intended to preserve neighborhood character, maintain traffic visibility, protect emergency access, and protect public health and safety , ensuring that vehicles parked or stopped in and along city streets, or other public rights-of-way, do not hinder, obstruct, or otherwise endanger drivers engaged in the ordinary flow of traffic.
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3-2.2003 Definitions.
Unless the contrary is stated or clearly appears from the context, the following definitions will govern the construction of the words and phrases used in this chapter:
(a) "Out-of-town visitor" means any person who does not reside in the City and who is temporarily visiting a resident of the City. (b) "Oversized vehicle" means any vehicle which exceeds twenty (20) feet in length; or exceeds seven (7) feet in width; or exceeds seven (7) feet in height, exclusive of such projecting lights or devices as are expressly allowed pursuant to the California Vehicle Code as it now exists or hereafter may be amended. Oversized vehicle does not include pickup trucks, which are less than twenty-five (25) feet in length and eighty-two (82) inches in height. (c) "Residential areas" means those residential areas of the City as defined by local zoning ordinance.
(d) "Trailer" means a trailer, semi-trailer, camp trailer, unmounted camper, or trailer coach or any vehicle designed for carrying persons or property that must be drawn by a motor vehicle as defined in the California Vehicle Code 630.
3-2.2004 Application of Regulations.
(a) The prohibitions in this chapter will apply at all times, or at those times specified, except when it is necessary to stop a vehicle to avoid conflict with other traffic or to comply with the directions of a police officer or official traffic control device.
(b) The time limitations on standing or parking in this chapter will not relieve any person from the duty to observe other and more restrictive provisions of the California Vehicle Code or this code prohibiting or limiting the standing or parking of vehicles in specified places or at specified times. 3-2.2005 Appeals.
Every person who is issued a notice of parking violation pursuant to this chapter may request review of that notice under California Vehicle Code Sections 40215 et seq.
3-2.2006 Oversized Vehicles—Parking Prohibited.
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(a) Except as otherwise provided in this section, it is unlawful for any person to park or leave standing any oversized vehicle or trailer on any street in a residential area Monday through Friday, inclusive, holidays excepted. (b) Exceptions. This section does not apply:
(1) To any person loading, unloading, or cleaning an oversized vehicle or trailer as long as said oversized vehicle or trailer is parked on the public street for no more than seventy-two (72) hours; (2) To any person making temporary or emergency repairs to an oversized vehicle or trailer not to exceed twenty-four (24) consecutive hours;
(3) To any person picking up or delivering goods, wares, and merchandise, including, without limitation, building materials to be used in "the actual repair", alteration, remodeling or construction of any building or structure located in the residential zones for which a building permit has previously been obtained;
(4) To any person holding a valid oversized vehicle parking permit issued pursuant to this chapter;
(5) To any person holding a valid oversized vehicle handicap permit issued pursuant to this chapter;
(6) To any public emergency vehicle; or
(7) To any person parking their vehicle or trailer on a street within a space already designated for times parking.
3-2-2007 Trailers—Parking Prohibited.
(a) No person shall park or leave standing any trailer that is attached to a vehicle capable of moving the trailer in a lawful manner on any public street within a residential area Monday through Friday, inclusive, holidays excepted. (b) Unhitched Trailers Prohibited. It is unlawful for any person to park or leave a trailer standing on any public street or alley within a residential area unless it is attached to a vehicle capable of moving the trailer in a lawful manner upon the street.
(c) Exceptions. The provisions of this section do not apply to:
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(1) Trailers owned by a public utility or a licensed contractor while actively engaged in work during the construction, installation, or repair of any public utility.
(2) Persons loading or unloading a trailer when making
temporary or emergency repairs to a trailer.
3-2.2008 Oversized Vehicle Parking Permits.
(a) Purpose. The purpose of authorizing the issuance of oversized vehicle parking permits is to give owners of oversized vehicles an opportunity, for a limited time, to park the oversized vehicles on a street/highway adjacent to their residence for the purpose of loading or unloading such oversized vehicles, and to allow an out-of-town visitor to park on a street/highway adjacent to the residence which the out-of-town visitor is visiting for a limited time period, notwithstanding the provisions of this chapter. The purpose of authorizing the issuance of oversized vehicle handicap permits is to allow a handicapped person, whether or not such person has a handicapped license plates issued to the vehicle, to park a designated oversized vehicle on a street/highway in a residential area where the oversized vehicle is their primary source of transportation. (b) Persons holding a valid permit issued pursuant to this chapter may park an oversized vehicle on a street in a residential area by clearly displaying the permit as required.
(c) The Police Chief or designee, is authorized to issue oversized vehicle parking permits and oversized vehicle handicap permits pursuant to this chapter.
(d) The fee charged for issuance of an oversized vehicle parking permit shall be set by Council.
3-2.2009 Oversized Vehicle Parking Permits—Application.
Every person desiring an oversized vehicle parking or handicap permit will file an application with the Police Chief or designee, containing the following:
(a) The name, address and phone number of the registered owner and applicant of designated oversized vehicle;
(b) The license number, make and model of designated oversized vehicle;
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(c) The dates for which the permit is requested;
(d) The dates and duration of any and all oversized vehicle permits issued to the applicant within the immediately preceding ninety (90) day period; (e) Additional information the Police Chief, or designee, may reasonably require; and
(f) The signature of the applicant under penalty of perjury. 3-2.2010 Issuance.
(a) The Police Chief will issue a permit if:
(1) The application was completed in accordance with this chapter;
(2) He determines that the health, safety and general welfare of the neighborhood will not be adversely affected thereby; and (3) The application is signed by the applicant under penalty of perjury.
(b) Use of any permit issued pursuant to this chapter will conform to the general permit conditions of this chapter
3-2.2011 Duration.
(a) Oversized Vehicle Parking Permit. An oversized vehicle parking permit will be valid for a period not to exceed five (5) consecutive calendar days.
Upon expiration of an oversized vehicle parking permit issued under this section, the applicant may apply for and be granted additional oversized vehicle parking permits if the applicant still qualifies under the conditions set forth herein. In no event will oversized vehicle parking permits be issued to an applicant for a total period in excess of ten (10) days within any consecutive ninety-day (90) period. (b) Oversized Vehicle Handicap Permits. Oversized vehicle handicap permits will be valid for a period of two (2) years, and may be renewed, if the applicant continues to meet the qualifications therefor. 3-2.2012 Permit Denial.
A permit must be denied if the Police Chief finds that:
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
(a) The applicant is not a bona fide city resident;
(b) The proposed location is not on a street adjacent to the applicant's residence;
(c) The out-of-town visitor is not the applicant's guest; (d) Information submitted by the applicant is materially false; or (e) If the application is for an Oversized Vehicle Handicap Permit:
(1) The applicant does not have a valid handicap placard or license plates issued by the Department of Motor Vehicles; or (2) The Oversized vehicle is not the applicant's primary mode of transportation.
3-2.2013 Form.
Permits issued pursuant to this chapter will be in a form prescribed by the Police Chief and will include the license plate number of the oversized vehicle to which it relates, and the date of issuance and the day of expiration. 3-2.2014 Display.
(a) All permits are required to be placed at the lower driver's side of the windshield of the oversized vehicle or vehicle that is attached to the trailer to which it relates so that it is clearly visible from the exterior of the oversized vehicle.
(b) Each vehicle issued a permit shall be parked in a manner that conforms to all other parking and vehicle regulations and laws established by this Code and the Vehicle Code.
SECTION 2. SEVERABILITY
If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. This City Council declares that it would have adopted this ordinance #5..
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
irrespective of the invalidity of any particular portion thereof and intends that the invalid portions should be severed and the balance of the Ordinance be enforced.
SECTION 3. CALIFORNIA ENVIRONMENTAL QUALITY ACT.
The proposed Ordinance is exempt from CEQA under the general rule in CEQA Guidelines section 15061(b)(3), that CEQA only applies to projects that have the potential for causing a significant effect on the environment.
SECTION 4. EFFECTIVE DATE
This Ordinance shall go into effect and be in full force and operation from and after thirty (30) days after its final passage and adoption.
SECTION 5. PUBLICATION
At least two (2) days prior to its final adoption, copies of this Ordinance shall be posted in at least three (3) prominent and distinct locations in the City; and a notice shall be published once in The Modesto Bee, the official newspaper of the City of Modesto, setting forth the title of this ordinance, the date of its introduction and the places where this Ordinance is posted.
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
The foregoing Ordinance was introduced at a regular meeting of the Council of the City of Modesto held on the 22nd day of September 2026, by Councilmember Wright, who moved its introduction and passage to print, which motion being duly seconded by Councilmember Alvarez, was upon roll call carried and ordered printed and published by the following vote:
AYES: Councilmembers: Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
NOES: Councilmembers: None
ABSENT: Councilmembers: None
APPROVED:
_____________________________
SUE ZWAHLEN, Mayor
ATTEST:
By: _________________________________
DIANE NAYERES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:
By: _________________________________
JOSE M. SANCHEZ, City Attorney
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
FINAL ADOPTION CLAUSE
The foregoing Ordinance, having been published as required by the Charter of the City of Modesto, and coming on for final consideration at the regular meeting of the Council of the City of Modesto held on the 13th day of October, 2026, Councilmember XX moved its final adoption, which motion being duly seconded by Councilmember XX, was upon roll call carried and the ordinance adopted by the following vote:
AYES: Councilmembers: Alvarez, Bavaro, Escutia-Braaton, Ricci, Williams, Wright, Mayor Zwahlen
NOES: Councilmembers: None
ABSENT: Councilmembers: None
APPROVED: ________________________
SUE ZWAHLEN, MAYOR
ATTEST: ___________________________________
DIANE NAYARES-PEREZ, City Clerk
Effective Date: November 12, 2026
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ORDINANCE NO. 3817-C.S.
EFFECTIVE DATE: November 12,
2026
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CITY OF MODESTO
ORDINANCE NO. 3817-C.S.
The following Ordinance was introduced by the City Council of the City of Modesto at the meeting of September 22, 2026:
AN ORDINANCE REPEALING AND REPLACING ARTICLES 1, 2, 10, 11, 12, 17 AND 20 OF CHAPTER 2 “VEHICLE AND TRAFFIC REGULATIONS” OF TITLE 3 “PUBLIC SAFETY” OF THE MODESTO MUNICIPAL CODE RELATED TO THE
MANAGEMENT AND ENFORCEMENT OF PARKING
Copies of the above-mentioned ordinance are posted at the following locations:
• Tenth Street Place, 1010 10th Street
• Neighborhood Center at Marshall Park, 420 Chicago Ave. • Senior Citizen Center, 211 Bodem Street
Diane Nayares-Perez
City Clerk
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: August 10, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the IT Policy Review Memorandum
CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795
DESCRIPTION:
Consider accepting the Information Technology Policy Review Memorandum dated April 24, 2026. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:
The recommended action supports the City’s 2025-2026 Strategic Plan Goal J: Build a high-performance organization.
BACKGROUND:
City Council approved an IT Policy Review as part of the Fiscal Year (FY) 2025-26 Internal Audit work plan.
DISCUSSION:
The objective of this review was to assess the design and effectiveness of existing policies, identify gaps relative to leading practices, and provide recommendations to enhance governance, security, and operational efficiency. The goal was also to review how IT has remediated financial audit findings related to IT policies. Recommendations resulting from the review included:
• Align the new Disaster Recovery Policy to the established Business Continuity Plan (BCP) that was prepared by the IT team, and address policy gaps • Develop an Incident Response Policy
• Develop a Third-Party/Vendor Management Policy
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City Council, October 13, 2026
Acceptance of the IT Policy Review Memorandum
• Prioritize evaluating the need for additional policies and procedures to strengthen IT operations and compliance
FISCAL IMPACT:
This review was budgeted for $25,000 and was delivered under budget. This audit amount was funded as part of the General Fund budget.
COMMITTEE RECOMMENDATION:
This item was considered by the Audit Committee on July 29, 2026. The Audit Committee moved to forward to the City Council for acceptance.
CEQA/NEPA REQUIREMENTS:
This item does not constitute a “project” with the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Motion to accept the IT Policy Review Memorandum dated April 24, 2026.
Approved by:
Colleen Rozillis, City Auditor
Joseph P. Lopez, City Manager
Attachments:
1. IT Policy Review Memo 04-24-26.
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FINAL MEMORANDUM
IT POLICY REVIEW
April 24, 2026
Baker Tilly Advisory Group, LP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206)302-6500
As of June 3, 2025, Moss Adams LLP has merged with Baker Tilly.
This report is intended for the internal use of the City of Modesto, and may not be provided to, used, or relied upon by any third parties.
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IT Policy Review Memorandum | 1
FOR INTERNAL USE OF CITY OF MODESTO ONLY
Table of Contents
Introduction 2
Scope of Review 2
Summary of Observations 3
Findings and Recommendations 3
Next Steps 4
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IT Policy Review Memorandum | 2
FOR INTERNAL USE OF CITY OF MODESTO ONLY
Introduction
Baker Tilly conducted a review of the City of Modesto’s (the City’s) information technology (IT) policies and procedures. The objective of this review was to assess the design and effectiveness of existing policies, identify gaps relative to leading practices, and provide recommendations to enhance governance, security, and operational efficiency. The goal was also to review how IT has remediated financial audit findings related to IT policies.
Scope of Review
1. Our review included evaluation of IT policies that have been updated to address findings from the external financial audits, including the following:
○ The User Management Policy was missing information for defining procedures around access provisioning, modification, and deactivation, as well as ensuring proper approval and segregation of duties.
○ The Change Control Policy was not initially documented. Upon documentation, the auditors identified an inconsistency in role designation.
○ The Computer System Use Policy lacked details on essential controls such as password minimum and maximum password age and account lockout thresholds. ○ The Disaster Recovery Plan included outdated personnel assignments and lacked clearly defined Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) for critical systems, which are essential for effective recovery planning and prioritization.
2. Our review also included a review of other documented IT policies to provide suggestions for any missing policies based on best practices. The additional policies reviewed included:
○ Telecommunications Equipment and Services Procedures
○ Information Technology Acquisition Policy
○ Go Modesto Use and Content Management Policy
○ Electronic Signature Policy
○ Change Control Policy
○ Generative Artificial intelligence Guidelines
○ Data Governance Policy
○ User Management Policy
○ Telecommuting and VPN
○ Disaster Recovery Policy
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IT Policy Review Memorandum | 3
FOR INTERNAL USE OF CITY OF MODESTO ONLY
Summary of Observations
1. Based on our review of the User Management Policy, Change Control Policy, Computer System Use Policy, and the Disaster Recovery Plan, each of these has been updated to address the audit findings, with the exception of the finding regarding the RTO/RPO in the Disaster Recovery Plan.
However, the RTO and RPO were documented in the new Disaster Recovery Policy that we reviewed in January 2026.
2. The City has established a foundational set of IT policies; however, opportunities exist to strengthen documentation, standardization, and alignment with current leading practices.
Findings and Recommendations
• We recommend that the City align the new Disaster Recovery Policy to the established Business Continuity Plan (BCP) that was prepared by the IT team. The BCP has an emphasis on disaster recovery by providing an approach for responding to major disruptions that impact the City’s information systems, infrastructure, and technology-dependent operations. There are sections in the Disaster Recovery Policy, such as Section 5.4 (System Classification and Recovery Tiers) and Section 6.5 (Communication and Notification), that provide valuable information and should be aligned with the corresponding content in the BCP. This will help maintain the Disaster Recovery Policy as a high-level document, while the BCP contains detailed procedures for recovering systems. • The Disaster Recovery Policy also mentions that it operates in conjunction with other policies and frameworks, such as the Cybersecurity Policy and the Incident Response Policy in Section 13.1.
However, the City does not have these specific policies in place. As this is the initial draft of the policy, we recommend that the City conduct further reviews and align the Disaster Recovery Policy with the BCP and other policies.
• Based on reviews of the policies currently documented, we recommend that the City create an Incident Response Policy. Like the Disaster Recovery Policy, this policy should outline how the City detects, reports, and responds to cyberattacks, as well as how it determines when an incident needs to invoke recovery procedures documented in the BCP. Key components an Incident Response Policy should cover:
○ Definition of Incidents and Scope: A clear definition of what constitutes a cybersecurity incident (e.g., malware, ransomware, unauthorized access) and the scope of the policy. ○ Incident Response Team (IRT) Roles: Identification of key personnel, including an Incident Manager, technical leads, and liaisons for legal and communication. ○ Contact Information: Primary and secondary, out-of-band contact methods (e.g., mobile phones, personal email) for IRT members and external partners such as law enforcement, vendors, and cyber insurance.
○ Incident Reporting and Triage: Procedures for employees to report suspicious activity and a process for immediate triage.
○ Incident Response Phases (NIST-aligned):
− Preparation: Security hygiene, training, and tools.
− Detection and Analysis: Identifying threats.
− Containment, Eradication, and Recovery: Steps to isolate affected systems and restore operations.
− Post-Incident Activity: A “lessons learned” review and documentation within two weeks of the event.
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○ Communication Plan: Procedures for notifying regulatory bodies, citizens, and the media. ○ Documentation: An “Incident Handlers Journal” to document actions taken during an incident. ○ Testing and Maintenance: Mandates regular, scheduled testing (e.g., tabletop exercises) and review of the policy to ensure it remains current.
• We also recommend that the City develop a Third-Party/Vendor Management Policy that ensures third-party vendors (e.g., IT support, cloud providers) meet the municipality’s security requirements.
Currently, the City has an Information Technology Acquisition Policy. Following the acquisition of a cloud system or provider, ongoing management of that cloud system and provider should be established. The Third-Party/Vendor Management Policy would document the controls to cover the lifecycle of that product or service—from onboarding and security due diligence to ongoing monitoring, contract management, and offboarding—to ensure compliance and data protection. Key components of a third-party/vendor management policy include:
○ Vendor Risk Categorization and Assessment: Standardized procedures to evaluate vendor criticality (e.g., data sensitivity, operational impact) and security posture before onboarding. This would follow the procedures outlined in the IT Acquisition Policy and enhanced by ensuring ○ Due Diligence and Selection: Requirements for reviewing vendor security controls, such as SOC 2 reports, financial health, and compliance certifications (e.g., GDPR, HIPAA). This also would be part of the IT Acquisition Policy.
○ Contractual Requirements and SLAs: Defined liability for data breaches, Non-Disclosure Agreements (NDAs), and Service Level Agreements (SLAs) regarding performance. ○ Ongoing Monitoring: Continuous or periodic assessment of vendor security performance after onboarding to detect emerging threats. This would be an annual process for critical and high-risk vendors.
○ Termination and Offboarding: Procedures for secure data return or destruction upon contract termination.
○ Vendor Inventory: A maintained registry of all vendors, including their risk level, data access, and contact information.
Next Steps
Since the specific findings from the financial audits related to IT policies have been remediated, we recommend that the City continue to refine the Disaster Recovery Policy, align it with the BCP, and then prioritize evaluating the need for additional policies and procedures. #6..
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Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms. #6..
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: August 10, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Colleen Rozillis, City Auditor
SUBJECT: Acceptance of the Parks, Recreation and Neighborhoods Performance Audit Report
CONTACT: Colleen Rozillis, City Auditor, [email protected], 206-302-6795 DESCRIPTION:
Consider accepting the Parks, Recreation and Neighborhoods Performance Audit Report dated July 7, 2026. (Funding Source: General Fund)
STRATEGIC PLAN ELEMENT:
The recommended action supports the City’s 2025-2026 Strategic Plan Goal J: Build a high-performance organization.
BACKGROUND:
City Council approved a Parks, Recreation and Neighborhoods Performance Audit as part of the Fiscal Year 2025-26 Internal Audit work plan.
DISCUSSION:
The performance audit evaluated the efficiency and effectiveness of the City’s Parks, Recreation and Neighborhoods Department, specifically evaluating parks staffing, processes, and maintenance, special events, and the Department’s fund development strategy. The report contains eleven (11) recommendations for improvement, including:
• Parks Staffing and Workforce: Clarify roles, responsibilities, and succession planning to strengthen accountability, leadership continuity, and workforce stability • Parks Maintenance Operations: Improve maintenance planning, scheduling, service standards, and work management practices to enhance efficiency, consistency, and resource allocation
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City Council, October 13, 2026
Acceptance of the Parks, Recreation and Neighborhoods Performance Audit Report
• Workforce Development: Establish a comprehensive training and workforce development program to support employee skills, cross-training, and operational continuity
• Operational Coordination: Enhance coordination of facility reservations, special events, and contracted services through standardized processes, improved communication, and stronger oversight
• Fund Development: Evaluate implementation of the Department’s long-term fund development strategy and dedicate appropriate resources if it remains a City priority
This performance audit was completed under Generally Accepted Government Auditing Standards (GAGAS).
FISCAL IMPACT:
This review was budgeted for $35,000 and was delivered within budget. This audit amount was funded as part of the General Fund budget.
COMMITTEE RECOMMENDATION:
This item was considered by the Audit Committee on July 29, 2026. The Audit Committee moved to forward to the City Council for acceptance.
CEQA/NEPA REQUIREMENTS:
This item does not constitute a “project” with the meaning of California Environmental Quality Act (CEQA) Guidelines Section 15378 and requires no environmental review.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Motion to accept the Parks, Recreation and Neighborhoods Performance Audit Report dated July 7, 2026.
Approved by:
Colleen Rozillis, City Auditor
Joseph P. Lopez, City Manager
Attachments:
1. Parks Performance Audit Final Report 07.07.26.
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City of Modesto
Parks, Recreation, and Neighborhoods
Performance Audit
FINAL REPORT
July 7, 2026
Baker Tilly US, LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
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Parks, Recreation, and Neighborhoods Performance Audit Report
FOR INTERNAL USE OF CITY OF MODESTO ONLY
Table of Contents
City of Modesto Parks, Recreation, and Neighborhoods
Performance Audit 1
Executive Summary 1
Introduction 5
Findings and Recommendations 8
Appendix A: Example Maintenance Standards Framework 48
Appendix B: Workforce Training and Certification Resources 52 Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms. #7..
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EXECUTIVE SUMMARY
INTRODUCTION
The City of Modesto (the City, Modesto) engaged Baker Tilly to conduct a performance audit to examine the effectiveness of the City’s Parks, Recreation and Neighborhoods Department (Parks, the Department). Key areas of focus include staffing utilization within parks operations; the efficiency of park maintenance operations, including work orders, task management, scheduling, routing, and maintenance standards; the special events permit process; and implementation of the Department’s fund development plan.
SUMMARY OF FINDINGS AND RECOMMENDATIONS
Our findings and recommendations are summarized below. Further details on findings and recommendations are detailed the Findings and Recommendations section of this report.
Findings and Recommendations
Finding 1 Parks does not have clearly defined or consistently communicated roles, reporting relationships, and decisionmaking responsibilities, causing difficulty aligning staff responsibilities with current operational needs.
Recommendation 1 Parks should develop an internal roles and responsibilities framework that clarifies daily reporting lines, decisionmaking authority, communication expectations, and escalation points across managers, supervisors, crew
leaders, and maintenance staff.
Finding 2 Current work scheduling and assignment practices limit operational flexibility and reduce the amount of time
available for direct field maintenance and supervision.
Frequent reprioritization, reactive work demands, and field time constraints contribute to inconsistent service delivery across parks.
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Recommendation 2 Parks should develop a documented work scheduling and assignment model that allocates staff time based on park classifications and service levels, and that tracks available field time.
Finding 3 Workforce capacity and seasonal staffing challenges may limit Parks’ ability to consistently meet maintenance and service demands.
Recommendation 3 Strengthen seasonal and part-time staffing strategies to improve recruitment, retention, workforce stability, and the Department’s ability to meet seasonal and ongoing service demands.
Finding 4 Upcoming retirements and leadership transitions may create operational continuity and institutional knowledge risks for Parks.
Recommendation 4 Implement structured transition planning, cross-training, and knowledge sharing practices for critical positions and operational functions.
Finding 5 Parks has not established and implemented current maintenance standards and standard operating
procedures to guide maintenance activities, service
expectations, and prioritization decisions across the park system. As a result, maintenance activities are largely driven by staff experience and immediate operational
demands rather than a consistent, documented
framework.
Recommendation 5 Parks should develop, implement, and periodically update maintenance standards and SOPs that establish service
expectations, maintenance priorities, and consistent
maintenance practices across the park system.
Finding 6 The Department does not have a consistently used work management system to support maintenance operations.
As a result, maintenance activities are tracked through a combination of systems, manual processes, and informal
communication methods, limiting visibility into workload, work completion, and operational performance.
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Recommendation 6 Optimize Lucity and related business processes to create a streamlined, user-friendly work management system that serves as the single source of record for maintenance
activities, integrates public service requests, and provides reliable data for workload management, prioritization, and performance monitoring.
Finding 7 Parks does not have a comprehensive training and workforce development program to support consistent
maintenance practices, cross-training, and operational
continuity. As a result, the Department relies heavily on informal knowledge transfer and employee experience to
develop staff and maintain specialized operational
knowledge.
Recommendation 7 Parks should develop and implement a workforce training and development program that aligns employee training,
certifications, cross-training, and knowledge transfer
efforts with operational needs and future service demands.
Finding 8 Reservation scheduling, operational coordination, and field service expectations may not always be fully aligned. Late reservation changes and communication gaps contribute
to increased after-hours response, operational disruption, and inconsistent field preparation.
Recommendation 8 A. Establish clear reservation deadlines, communication procedures, and staff responsibilities so that field
preparation needs are identified and communicated
before maintenance crews leave for the day.
B. Define what services are included with field and facility reservations and adopt a fee schedule that aligns
service levels with the staff time and resources to
support reservations.
C. Evaluate opportunities to automate reservation-related tasks, such as field lighting and reservation
notifications, to reduce after-hours staff response and improve coordination.
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Finding 9 Contract oversight responsibilities, communication processes, and performance expectations may not be
consistently defined across contracted maintenance
services. This can limit accountability, reduce operational coordination, and create uncertainty regarding contractor performance.
Recommendation 9 A. Assign clear contract ownership and oversight responsibilities for each contracted maintenance
service to improve accountability, communication, and
coordination.
B. Define measurable service expectations and
implement a standardized process for inspecting,
documenting, and addressing contractor performance
issues.
C. Use contractor performance data and regular vendor
reviews to guide contract management, future
procurements, and continuous improvement.
Finding 10 The City’s updated special events permit process appears to have improved coordination and consistency compared
to the prior approach. However, the process remains
resource-intensive and may benefit from additional
workflow automation, standardized timelines, and
improved visibility across reviewing departments.
Recommendation 10 Parks should improve the special events permit process by standardizing Monday.com use, setting review
timelines, automating reminders, and expanding visibility for events that affect City operations.
Finding 11 While the Department has developed a long-term fund development strategy, implementation of key initiatives appears limited.
Recommendation 11 City leadership should decide whether the 2023 Fund Development Plan remains a priority and, if so, dedicate the staff capacity, leadership attention, and
implementation resources needed to carry it out.
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INTRODUCTION
BACKGROUND
Parks manages a broad service area of more than 1,246 acres across 75 locations, including neighborhood parks, community parks, natural areas, trails, splash pads, playgrounds, sports fields, and other facilities. Its scope spans activities from routine groundskeeping and irrigation to tree care, building and facility maintenance, planning for new park development, and special events permitting. In recent years, the Department has added positions through Measure H, strengthened park operations and sports field staffing, and updated the special events permit process to improve coordination and tracking.
To deliver these services, Parks maintains a workforce of 59 full-time employees and more than 300 part-time employees. In FY2025, the City’s budget for park maintenance was approximately $11.9 million, with an additional $3.5 million budgeted for special events-related cost centers and approximately $1 million budgeted for fund development.
Parks also plays a central role in coordinating special event permits. This process requires review from multiple City departments and external partners before permits proceed to the Entertainment Commission for final review and approval. Reviewing entities include Stanislaus County Environmental Resources and several City departments or divisions, including Fire, Police, Business Licensing, Solid Waste, Environmental Compliance, Building Safety, and Parking.
SCOPE AND METHODOLOGY
As part of the FY2025-26 internal audit program, the City engaged Baker Tilly to conduct a Parks, Recreation and Neighborhoods performance audit that addresses the following objectives:
● Evaluate staffing utilization within Parks operations, including the deployment of fulltime, part-time, and seasonal staff, to determine whether resources are allocated efficiently to meet operational and community needs.
● Assess the efficiency of park maintenance operations, including current processes for work orders, task management, scheduling, routing of staff, and the establishment and use of maintenance standards, to identify opportunities to improve workflows and enhance operational efficiency.
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● Assess the special events permit process, including the effectiveness of the updated policy, interdepartmental coordination, and the use of tracking tools such as Monday.com to manage permits efficiently.
● Review the implementation status of the fund development plan (completed in FY2022-23), including strategies for revenue generation such as naming rights and co-sponsorships, and identify barriers to capturing potential funding.
This performance audit was conducted between March 2026 and July 2026 and was carried out across the following three phases:
METHODOLOGY
To conduct this performance audit, we gathered information to understand current Parks operations, staffing utilization, park maintenance practices, special events permitting, and fund development implementation through the following activities:
● Documentation Review: We reviewed available documentation and data, including organization charts, job descriptions, staffing and scheduling information, maintenance schedules, financial information, policies and procedures, planning documents, and relevant performance measures.
● Interviews: We conducted 14 interviews (five individual interviews and nine group interviews/focus groups) with City leadership, Parks leadership and management, Parks operations staff, and staff involved in the special events permit process, including representatives from other City departments.
● Best Practice Research: We conducted targeted research into industry standards and best practices and compared Parks practices to identify gaps and potential recommendations.
STATEMENT OF COMPLIANCE WITH GAGAS
We conducted this performance audit in accordance with generally accepted government auditing standards (GAGAS). GAGAS requires that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives.
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COMMENDATIONS
The following are areas of strength and existing good practices that can be leveraged for continued improvement within Parks:
● Improved Special Events Permit Process: Interviewees across departments reported that the current special events permit process is working better than the prior approach. Moving the process into the Department has helped streamline coordination, reduce fragmented entry points, and create clearer ownership of the process. The Department has also started using Monday.com to support permit tracking and coordination, creating a foundation for continued process improvement. ● Recent Staffing Investments: Interviewees reported that staffing has improved in recent years, particularly after Measure H added positions to strengthen park operations and sports field staffing. These additions provide a stronger foundation for addressing service demands and improving the Department’s ability to maintain parks and facilities throughout the community.
● Dedicated and Adaptable Staff: Staff across Parks expressed commitment to maintaining safe, clean, and usable parks for the Modesto community. Frontline staff are recognized as flexible and willing to adjust to changing operational needs to support park users, programs, reservations, and community events. ● Commitment to Ongoing Improvement: Parks leadership expressed interest in continuing to improve operations through stronger tools for planning and tracking work. This openness to refining existing practices provides a strong foundation for implementing practical improvements that support more consistent and efficient service delivery.
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FINDINGS AND RECOMMENDATIONS
STAFFING UTILIZATION
Roles and Responsibilities
Finding 1 Parks does not have clearly defined or consistently communicated roles, reporting relationships, and decisionmaking responsibilities, causing difficulty aligning staff responsibilities with current operational needs.
Recommendation 1 Parks should develop an internal roles and responsibilities framework that clarifies daily reporting lines, decisionmaking authority, communication expectations, and escalation points across managers, supervisors, crew
leaders, and maintenance staff.
Parks should have clearly defined roles and responsibilities. This supports clear reporting relationships and communication so that work can be assigned effectively and staff understand decision-making authority. These elements are especially important during leadership transitions, such as the recent retirement of the Park Operations Manager, and when work requires coordination across multiple teams.
Parks has foundational organizational elements, including formal job descriptions and an organization chart. These documents define position classifications, general responsibilities, and the Department’s formal supervisory structure. However, Parks has not defined or consistently communicated how roles, decision-making authority, communication expectations, and accountability should work in daily operations. These issues contribute to coordination challenges, inconsistent accountability, and difficulty aligning staff responsibilities with current operational needs.
Staff reported that responsibilities for reservations, project coordination, system use, and cross-division communication are unclear. Communication was often described as relying on emails, phone calls, or morning meetings rather than being routed through the City’s work order system, limiting visibility into work status and completion (see also Work Management System and Tracking). Crew leaders also carry responsibility for day-to-day follow-up without clearly documented lines of authority, decision rights, or escalation expectations.
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A particular area of ambiguity involves the relationship between Operations Supervisors and Crew Leaders. While the formal organizational structure places Crew Leaders under Operations Supervisors, interviewees described Crew Leaders as carrying responsibility for directing daily work, responding to field issues, coordinating activities, and following up on task completion. At the same time, Operations Supervisors retain responsibility for supervising staff, assigning work, monitoring performance, and ensuring operational results.
As a result, the practical distinction between the two roles is not always clear. Staff described situations in which Crew Leaders serve as the primary point of direction and oversight for field crews, while supervisors may be less visible because substantial time is devoted to administrative responsibilities and Go Modesto follow-up. This operating model can create uncertainty regarding who is accountable for project completion, work quality, productivity, performance management, issue resolution, and communication with staff.
The challenge is not that either role lacks defined responsibilities. Rather, Parks has not fully articulated how supervisory responsibilities should be differentiated between Operations Supervisors and Crew Leaders in practice. Key expectations—such as what decisions Crew Leaders can make independently, when issues should be elevated to Supervisors, how performance concerns should be addressed, and how Supervisors should balance administrative duties with field oversight—are not consistently documented or communicated. Without clear operating guidance, responsibilities may be interpreted differently, contributing to inconsistent oversight, accountability, and coordination.
Best practice research supports documenting responsibility and decision-making expectations at the process level, not only at the job description level. Tools such as responsibility matrices can help clarify who is responsible for completing work, who is accountable for results, who should be consulted, and who should be informed. In Parks, this level of clarity is especially important because work often depends on daily assignments, crew coordination, work order workflows, safety inspections, seasonal needs, and coordination across parks, recreation, facilities, and special events.
Without documented internal roles, reporting relationships, and communication expectations, Parks experiences inconsistent communication and unclear accountability. These issues may also make it harder to implement updated maintenance standards and service priorities City-wide. #7..
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Recommendation
Parks should establish a formal operating framework that clearly defines how managers, supervisors, crew leaders, and maintenance staff work together to deliver park maintenance services. A primary focus of this effort should be clarifying the relationship between Operations Supervisors and Crew Leaders.
Consistent with common municipal parks maintenance practices, Crew Leaders should be positioned as frontline leaders responsible for coordinating daily field operations and translating supervisory priorities into completed work. Crew Leader responsibilities should be defined in practical, day-to-day terms that reflect their role as working leads.
Consistent with principles identified in NCCER’s Fundamentals of Crew Leadership1 program, Crew Leaders should be responsible for organizing daily work assignments, coordinating staff and equipment in the field, monitoring work progress, documenting completed work and field conditions, providing technical guidance to staff, identifying safety or performance concerns, and escalating issues that require management action.
Operations Supervisors should retain responsibility for operational planning, workload prioritization, resource allocation, quality assurance, safety oversight, employee development, performance management, and overall service delivery outcomes. While Crew Leaders should direct daily activities in the field, Supervisors should remain accountable for establishing expectations, monitoring results, resolving escalated issues, evaluating employee performance, and ensuring that operational objectives are achieved. Clearly defining and communicating these responsibilities would help establish consistent accountability, strengthen field oversight, and reduce uncertainty regarding decision-making authority throughout the division.
To support implementation, Parks should review existing job descriptions, operating practices, and recurring business processes to identify where responsibilities, decision rights, and communication expectations are unclear. Department leadership should then document and communicate clear expectations regarding work assignment, work order management, field decision-making, issue escalation, cross-divisional coordination, and system use. This effort should also evaluate whether administrative responsibilities currently assigned to supervisors limit their ability to provide field oversight, coaching, and performance management, and identify opportunities to better align supervisory time with operational leadership responsibilities.
1 https://www.nccer.org/craft-catalog/fundamentals-of-crew-leadership/ #7..
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Once developed, the framework should be incorporated into onboarding, supervisor and crew leader training, standard operating procedures (SOPs), and routine management practices. Establishing a shared understanding of roles and accountability will help improve coordination, strengthen field performance and oversight, reduce reliance on informal practices, and support more consistent service delivery across the park system.
Management Response Action or Responsibility
Management Agreement The Department recognizes the need for clearer role definitions, consistent communication, and
well‑documented decision‑making authority to
strengthen daily operations and improve accountability.
Owner Parks Manager (or Interim Operations Supervisory
Team until the position is filled)
Target Completion Date December 2026
Action Plan Develop and implement a formal Roles and
Responsibilities Framework outlining daily decisionmaking authority, communication expectations, and escalation pathways across supervisors, crew leaders,
and maintenance staff. Incorporate the framework into
onboarding, SOPs, and leadership training to ensure
consistent application across the department.
Work Scheduling Practices
Finding 2 Current work scheduling and assignment practices limit operational flexibility and reduce the amount of time
available for direct field maintenance and supervision.
Frequent reprioritization, reactive work demands, and field time constraints contribute to inconsistent service delivery across parks.
Recommendation 2 Parks should develop a documented work scheduling and assignment model that allocates staff time based on park classifications and service levels, and that tracks available field time.
Parks’ current scheduling and assignment approach relies heavily on fixed park ownership, daily coordination, and extended travel times rather than a workload-based #7..
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deployment model. As a result, it may have difficulty adjusting resources when priorities change, maintaining consistent service levels across parks, and maximizing productive field time. Best practices indicate that maintenance schedules and staffing assignments should be tied to park classifications, service levels, maintenance frequencies, work order demand, and actual staff time required by park type or task. This helps Parks’ operations functions allocate resources based on workload and service expectations rather than relying primarily on fixed assignments.
This need is particularly important because most Parks maintenance work is planned and recurring. Between 2023 and 2025, 78% of Parks work orders were categorized as preventive maintenance. Because the majority of work is predictable, effective scheduling and routing practices are critical to ensuring routine maintenance activities are completed consistently while preserving capacity to respond to urgent issues and changing operational demands.
Parks’ current park ownership model limits its ability to adjust assignments when priorities change. In the current model, individual staff have ownership of a high number of individual parks organized into geographic routes, with one of the largest regions containing 12 different parks. Because staff typically begin each day at the same assigned parks and work through their route, parks later in the route may receive less attention when employees are redirected to urgent issues, pulled to higher-priority work, or do not have sufficient time to complete all assigned locations. In addition, when a staff member is out of the office, responsibility for their parks may not be automatically reassigned, creating potential coverage gaps until another employee is available. These factors can make it difficult to redistribute work when priorities change and may contribute to inconsistent service levels across parks and facilities.
Current deployment practices may also reduce the amount of time available for direct maintenance activities. Parks staff reported beginning each day at their offices in City Hall for meetings and equipment pickup, returning to City Hall for lunch, and then returning again at the end of the day to return equipment and complete close-out activities before clocking out. This operating model requires multiple trips between City Hall and assigned parks each day and may result in significant travel time, particularly for staff assigned to parks farther from downtown. Staff also noted having limited time in the field due to travel, equipment staging, lunch breaks, and other daily coordination activities.
Peer practices among California municipalities commonly emphasize maximizing productive field time by organizing crews around geographic service areas, using #7..
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maintenance yards or decentralized staging locations, and minimizing unnecessary travel between work sites and central facilities. Many agencies equip crews to remain in the field for most of the workday, returning to a central location only at the beginning and end of a shift when operationally necessary. By comparison, requiring staff to return to City Hall multiple times throughout the day may reduce the amount of time available for direct maintenance activities and limit overall workforce productivity.
Finally, Parks has limited ability to evaluate whether staffing assignments are aligned with actual workload demand. Different parks, amenities, and service areas require varying levels of maintenance based on use, visibility, safety requirements, asset condition, and service expectations. Industry guidance, including the National Recreation and Park Association’s (NRPA) Commission for Accreditation of Park and Recreation Agencies (CAPRA) standards, emphasizes maintaining documented maintenance standards, work schedules, and operating procedures and using workload information to guide staffing and resource allocation decisions. 2 Similarly, Parks’
maintenance management guidance recommends using work order history, labor hours, task types, costs, and park classifications to evaluate workload, identify service gaps, and determine where staffing or crew assignments should be adjusted.
Parks’ current assignment model appears to rely primarily on individual park ownership and daily coordination rather than a documented scheduling approach that incorporates service levels, park classifications, staff availability, workload data, and expected field time. Without a scheduling model that systematically accounts for these factors, Parks may have difficulty determining whether staff time is being distributed equitably across parks, whether service expectations are being met consistently, and whether staffing resources are aligned with actual maintenance demand.
Recommendation
Parks should develop a documented work scheduling and assignment model that allocates staff time based on park classifications, service levels, maintenance frequencies, work order data, and available field time, while still allowing flexibility to respond to urgent issues.
This recommendation addresses how available staff time is planned, assigned, adjusted, and monitored. A more structured scheduling model would help Parks move 2 https://capra.knowledgeowl.com/help/75-maintenance-and-operations-managementstandards #7..
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from an ownership-based assignment approach toward a workload-based approach.
This would help distribute service more equitably, reduce reliance on reactive reassignment, and give supervisors clearer information for field oversight and accountability.
As an initial step, Parks should estimate the staff hours required to meet expected service levels across different park classifications, amenities, and maintenance activities. Once maintenance standards and service expectations are defined, the Department should estimate the labor hours required to perform routine maintenance activities and compare those requirements to available staffing resources. Parks has detailed GIS information on the exact number and condition of parks, facilities, and assets for each location. Once it updates service standards for each location, it should be able to estimate the approximate staff hours needed to complete standard maintenance.
Parks should also evaluate how available staff time is currently being used by reviewing daily schedules, routes, and deployment practices. This review should identify time spent on non-field activities, including meetings, travel, equipment pickup and return, administrative closeout activities, and other activities that reduce direct maintenance time. Based on the results, Parks should evaluate opportunities to adjust routes, meeting practices, equipment staging, and start- and end-of-day procedures to maximize productive field time and reduce unnecessary travel.
As part of this effort, Parks should evaluate opportunities to increase productive field time by reviewing equipment staging, crew deployment practices, and the frequency of required returns to City Hall during the workday. The evaluation should identify opportunities to reduce unnecessary travel while maintaining appropriate controls over equipment, vehicles, and staff accountability. Potential strategies may include modifying route structures, adjusting equipment staging practices, or implementing alternative deployment approaches that allow staff to spend a greater portion of their workday performing maintenance activities in the field.
Using workload and field-time information, Parks should develop a documented scheduling approach that aligns staffing assignments with maintenance demand while preserving flexibility to address urgent issues, special projects, and unplanned work.
The scheduling model should establish clear procedures for adjusting daily assignments when priorities change, including defining who is responsible for reprioritizing work, how schedule changes should be communicated and documented, and how deferred maintenance activities should be tracked and rescheduled. #7..
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To support ongoing management of the system, Parks should regularly use work order and labor data to compare planned work, completed work, deferred work, and service levels across parks and service areas. This information should be used to evaluate workload distribution, identify service gaps, assess whether staffing assignments remain aligned with maintenance demand, and inform future route and scheduling adjustments.
Finally, Parks should periodically reassess the scheduling model as staffing levels, park inventory, maintenance standards, service expectations, and operational priorities evolve to ensure resources continue to be allocated effectively across the park system.
Management Response Action or Responsibility
Management Agreement Management agrees that a more structured, workloadbased scheduling model is needed to improve operational consistency and productive field time.
Owner Parks Manager (or Interim Operations Supervisory
Team until the position is filled)
Target Completion Date March 2027
Action Plan Analyze current routes, travel time, and field deployment patterns; define workload-based staffing
needs using park classifications and service levels;
develop a formal scheduling model that maximizes field
time and reduces unnecessary travel; implement
process changes and monitor adjustments through
work order and labor data. Use the 2025 Parks and
Recreation Master Plan to help create timelines as well as goals to meet national standards .
Leverage contracted maintenance services
strategically to support the new scheduling model by:
• Using contractors to absorb predictable, lower‑skill, or geographically dispersed maintenance tasks that
currently reduce internal field capacity.
• Evaluating contracted support during high‑demand
seasons, major events, or when staffing shortages
create service-level risk.
• Coordinating contract tasks within the scheduling
model to ensure that contracted work complements,
rather than duplicates, internal staff efforts.
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Seasonal Staffing
Finding 3 Workforce capacity and seasonal staffing challenges may limit Parks’ ability to consistently meet maintenance and service demands.
Recommendation 3 Strengthen seasonal and part-time staffing strategies to improve recruitment, retention, workforce stability, and the Department’s ability to meet seasonal and ongoing service demands.
Parks should have sufficient staffing capacity to meet routine maintenance needs, provide field oversight, and respond to community service demands across the park system. This includes maintaining an appropriate mix of full-time, part-time, and seasonal staff to support both year-round operations and seasonal fluctuations in workload. NRPA identifies seasonal employees as key to the success of park and recreation service delivery and encourages agencies to use creative recruitment and retention strategies, such as partnerships with local schools or universities and incentives such as bonus pay, rewards, food, or other supports. 3 Parks’ staffing levels have improved in recent years, but operational demand continues to stretch available capacity. Interviewees reported that staffing has improved following the addition of positions funded through Measure H, particularly within park operations and sports field maintenance. However, interviews suggest that workload growth from new parks and amenities, and daily service demands continue to stretch crews thin.
Some frontline staff reported that staffing still feels insufficient, even as management described staffing as much improved or generally adequate.
Seasonal and part-time staffing remains an important but difficult-to-stabilize part of Parks’ service delivery model. Interviewees described these positions as difficult to attract and retain due to low pay, lack of benefits, difficult working conditions, long hiring timelines, the 1,000-hour limit, and limited pathways to full-time employment. Staff reported that seasonal workers are often hired late in the season or leave shortly after being trained and trained (see also Training and Workforce Development), reducing the effectiveness of supplemental staffing and increasing reliance on full-time employees. 3 https://www.nrpa.org/about-national-recreation-and-park-association/pressroom/seasonal-workforce-is-key-to-success-for-park-and-recreation-agencies/ #7..
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Chart: Part-Time vs. Full-Time Staff
The City’s reliance on part-time staffing has remained relatively steady over the last three fiscal years. In FY2024, part-time employees accounted for 298 employees with hours worked across the peak and off-season periods, compared to 352 in FY2025 and 347 in FY2026.
Within the PRN Department, in FY2025 Parks operations had 10 part-time employees during peak season and four part-time employees during the off-season, compared to 32 full-time employees during peak season and 36 full-time employees during the offseason. This suggests that part-time staffing remains an important part of the Department’s overall service model but may provide limited relief for Parks’ workload unless roles, schedules, and assignments are intentionally aligned with maintenance needs.
Seasonal and Part-Time Headcount by Division
Division
FY2025
Peak Season
Full-Time
Employees
FY2025
Peak Season
Part-Time
Employees
FY2025
Off-Season
Full-Time
Employees
FY2025
Off-Season
Part-Time
Employees
Administration 3 1 3 1
FY24 FY25 FY26
FTE 104 118 120
PT 298 352 347
0 50
100
150
200
250
300
350
400
Part-Time vs. Full-Time Staff
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Division
FY2025
Peak Season
Full-Time
Employees
FY2025
Peak Season
Part-Time
Employees
FY2025
Off-Season
Full-Time
Employees
FY2025
Off-Season
Part-Time
Employees
Facilities 7 24 7 22
Park
Operations
32 10 36 4
Recreation 14 193 16 97
Total 56 228 62 124
Overtime data further suggests that full-time employees may be absorbing a significant share of operational demands. Between 2023 through 2025, Parks reported 11,584 total overtime hours, of which 98% were worked by full-time employees. However, total overtime increased 33% from 3,302 hours in 2023 to 4,397 hours in 2025, suggesting that full-time staff may be absorbing additional work demands that are not being addressed through supplemental staffing or service-level adjustments.
Collectively, these factors suggest that Parks may benefit from evaluating whether its current staffing model, seasonal workforce strategy, and service expectations remain aligned with growing operational demands and long-term workforce needs.
Recommendation
As noted in Recommendation 2, Parks should develop a workforce and succession planning strategy that aligns staffing resources with maintenance standards, service expectations, and seasonal operating needs.
As part of this effort, Parks should assess the effectiveness of its current seasonal and part-time staffing model and identify opportunities to improve recruitment, hiring, retention, and workforce stability. Seasonal staffing challenges are common across the parks and recreation industry, and many agencies have responded by developing proactive recruitment pipelines, partnering with local schools, colleges, workforce development organizations, and community groups, and creating clearer pathways to long-term employment. NRPA reports that nearly all park and recreation agencies rely on seasonal employees, and many agencies use partnerships with educational institutions as a primary recruitment strategy. California State Parks similarly emphasizes workforce pipeline development through partnerships with schools, #7..
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workforce development programs, and community organizations to support recruitment for difficult-to-fill positions.
Seasonal and part-time positions should function as a planned component of service delivery rather than solely as supplemental labor. Parks should establish clear expectations regarding the routine maintenance activities these positions are expected to perform, such as litter removal, restroom cleaning, pathway maintenance, blowing walkways, emptying trash cans, playground inspections, irrigation checks, and other recurring tasks. Defining these responsibilities will help ensure that seasonal staff serve as an effective force-multiplier, allowing full-time staff to focus on more specialized, technical, and complex maintenance activities.
Management Response Action or Responsibility
Management Agreement Management agrees staffing challenges impact service delivery and supports strengthening seasonal and
part‑time workforce strategies.
Owner PRN Director & HR
Target Completion Date February 2027
Action Plan Evaluate current recruitment, hiring, and retention practices; expand partnerships with schools and
workforce organizations; define seasonal role
expectations; create clearer pathways to full-time
employment; adjust hiring timelines to onboard seasonal staff earlier; expand training to improve productivity and retention. Evaluate job descriptions to ensure alignment with operational needs.
Succession Planning
Finding 4 Upcoming retirements and leadership transitions may create operational continuity and institutional knowledge risks for Parks.
Recommendation 4 Implement structured transition planning, cross-training, and knowledge sharing practices for critical positions and operational functions.
Parks should maintain succession planning and knowledge transfer practices that support continuity of operations when key employees retire, leave the organization, or #7..
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transition into new roles. The International City/County Management Association (ICMA) describes succession planning as a way for local governments to avoid service disruption when experienced employees leave, including by developing internal talent and improving recruitment pipelines.
4 The U.S. Office of Personnel Management (OPM)
similarly states that organizations benefit when continuity is intentional and institutional knowledge is passed to the next generation of leaders and specialists. 5 Effective succession planning helps preserve institutional knowledge, maintain operational consistency, and reduce disruption during periods of workforce transition.
Parks faces a near-term concentration of retirement eligibility that may increase continuity risks to the Department. Retirement eligibility data shows a near-term concentration of transition risk. Sixteen out of 59 (or 27%) of PRN employees are identified as retirement-eligible between 2026 and 2030, including 10 employees in 2026 alone. Several of these employees have long tenures with the City, including nine employees with 20 or more years of service. These departures could affect institutional knowledge, informal work practices, vendor and facility history, and day-to-day decisionmaking.
These risks are particularly relevant given the recent retirement of the Park Operations Manager position, which served as the primary point-of-coordination for many operational, budgetary, contract management, and interdepartmental functions.
Interviewees reported that responsibilities previously handled by the Park Operations Manager are currently being distributed among three Operations Supervisors while the City recruits a permanent replacement, a process expected to take approximately five to six months. Although the supervisors are experienced and have participated in succession planning efforts, several interviewees expressed concern regarding decision-making authority, communication, and accountability during the transition period.
This transition highlights the importance of documenting key responsibilities, identifying backup coverage for critical functions, and establishing clear operational ownership during periods of leadership change. Without sufficient documentation and transition planning, Parks may experience operational inefficiencies, delayed decision-making, 4 https://icma.org/articles/pm-magazine/comprehensive-guide-local-governmentsuccession-planning 5 https://www.opm.gov/services-for-agencies/training-and-development/forgroups/workforce-and-succession-planning/ #7..
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inconsistent communication, or loss of institutional knowledge when key employees retire or depart.
As workforce transitions continue over the coming years, Parks would benefit from strengthening succession planning, knowledge transfer, and cross-training practices to help ensure continuity of operations.
Recommendation
Strengthen succession planning, knowledge transfer, and transition management practices to support continuity of operations during leadership and workforce changes.
Best practices among local governments and park agencies emphasize identifying critical positions, documenting institutional knowledge, developing internal talent, and preparing for workforce transitions before vacancies occur. Therefore, succession planning should become an ongoing management practice that identifies future staffing needs, documents critical institutional knowledge, and provides employees with development opportunities that prepare them for increased responsibility. Parks should establish clear skill development pathways for high potential employees, including identifying competencies, certifications, and training milestones that support advancement into future full-time positions as vacancies occur.
Parks should start by identifying positions, functions, and areas of institutional knowledge that are critical to maintaining daily operations and service delivery. This assessment should consider retirement eligibility, specialized technical knowledge, supervisory responsibilities, vendor and contractor relationships, budgetary oversight, regulatory responsibilities, and other functions that could create operational disruption if key employees leave the organization.
For critical positions, Parks should document key responsibilities, operating procedures, decision-making authority, recurring work activities, and institutional knowledge that may not currently exist in formal policies or procedures. Common public-sector succession planning practices also include cross-training employees, identifying backup coverage for essential functions, and creating structured knowledge-transfer processes before anticipated retirements or departures. These practices help reduce reliance on individual employees and support continuity during vacancies, retirements, or extended absences.
Parks should also establish a formal process for managing leadership transitions.
Transition plans should identify interim coverage responsibilities, reporting relationships, communication expectations, and accountability structures for key operational and #7..
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leadership positions. Particular attention should be given to positions responsible for operational coordination, budgeting, contract management, regulatory compliance, and interdepartmental collaboration.
To support long-term workforce continuity, Parks should periodically review retirement eligibility trends, staffing changes, and succession risks and update transition plans as organizational needs evolve. Incorporating succession planning into routine workforce planning activities will help Parks preserve institutional knowledge, support employee development, and maintain continuity of operations during future leadership and workforce transitions.
Management Response Action or Responsibility
Management Agreement Management agrees that more structured transition planning and knowledge transfer processes are
necessary as retirement eligibility increases.
Owner PRN Director
Target Completion Date June 2027
Action Plan Identify all critical positions and institutional knowledge areas; document core responsibilities and operational
procedures; establish cross‑training plans and backup
assignments; develop transition plans for leadership
roles; integrate succession planning into annual
workforce planning cycles.
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MAINTENANCE OPERATIONS
Maintenance Standards and SOPs
Finding 5 Parks has not established and implemented current maintenance standards and standard operating
procedures to guide maintenance activities, service
expectations, and prioritization decisions across the park system. As a result, maintenance activities are largely driven by staff experience and immediate operational
demands rather than a consistent, documented
framework.
Recommendation 5 Parks should develop, implement, and periodically update maintenance standards and SOPs that establish service
expectations, maintenance priorities, and consistent
maintenance practices across the park system.
Parks maintenance operations should be guided by current maintenance standards, SOPs, and clearly defined service expectations. These tools help ensure maintenance activities are performed consistently, resources are prioritized appropriately, and service levels are delivered equitably across the park system. NRPA’s Commission for CAPRA maintenance and operations standards state that park and recreation agencies should have established maintenance and operations standards that are reviewed periodically for all park and recreation areas and facilities. Other industry best practices also emphasize the importance of formal maintenance management practices to support consistent service delivery and operational decision-making.
Although Parks performs both routine and preventive maintenance activities, the Department does not currently use a set of comprehensive maintenance standards or SOPs to guide daily operations. Interviewees indicated that existing maintenance standards are outdated, incomplete, or not actively used in daily work. Several staff described work expectations as being based more on experience and on-the-job training than on documented standards. Our documents reviewed similarly did not identify a complete set of up-to-date written maintenance standards or procedures for routine park maintenance tasks, priority levels, inspection expectations, service frequencies, or work order management practices.
As a result, staff rely heavily on individual judgment, institutional knowledge, and supervisory direction to determine priorities and respond to changing operational needs.
Interviewees also said planned work is frequently redirected by safety issues, Go #7..
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Modesto complaints, irrigation failures, vandalism, and urgent repairs. While responding to these issues is an important responsibilities, Parks does not have documented prioritization criteria to consistently guide when planned work should be deferred, how reactive work should be balanced against preventive maintenance activities, or how competing maintenance demands should be evaluated.
Work order data suggests that reactive maintenance represents a meaningful but not dominant portion of overall maintenance activity. Based on our review, about 12% of work orders from 2023 to 2025 (617 work orders) were likely reactive maintenance.
These categories included work that appeared to be triggered by unplanned issues, failures, damages, safety concerns, complaints, or a need for corrective repair. The issue is not the volume of reactive work itself, but the absence of documented standards and prioritization criteria to guide how reactive and planned work should be balanced.
Without current maintenance standards and clearly defined service expectations, Parks lacks a consistent framework for communicating service expectations, prioritizing maintenance activities, evaluating performance, and monitoring service delivery.
Continued reliance on informal practices increases the risk of inconsistent service delivery, deferred preventive maintenance, and uneven maintenance outcomes across the park system.
Recommendation
Parks should develop, implement, and periodically update maintenance standards and SOPs that establish clear service expectations, maintenance frequencies, inspection requirements, work prioritization criteria, and consistent maintenance practices across the park system. Together, the maintenance standards and SOPs should provide staff and supervisors with a consistent basis for planning work, performing routine maintenance activities, responding to operational demands, and evaluating maintenance performance.
The Department should establish service levels based on park classifications. Parks are commonly categorized by usage, amenities, and maintenance demands, allowing agencies to align maintenance expectations with available resources and community needs. For example:
● High-Use Parks: Destination parks, athletic complexes, and parks with significant programmed activity, special events, or visitor traffic. #7..
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● Moderate-Use Parks: Neighborhood and community parks with a mix of active and passive recreation amenities and moderate visitation levels. ● Low-Use Parks: Passive parks, natural areas, open space areas, and locations with limited amenities and lower visitation levels.
Establishing a maintenance standard framework that includes maintenance standards, service levels, and SOPs that reflect park classifications can help Parks allocate resources more consistently, improve transparency around service expectations, and support a more proactive approach to maintenance planning (see Appendix A: Example Maintenance Standards Framework).
As part of this effort, Parks should focus on the following:
1. Establish maintenance standards, service levels, and SOPs.
The Department should develop documented maintenance standards and SOPs for major park assets and amenities, including turf, irrigation systems, restrooms, playgrounds, athletic fields, trails, trees, and other park infrastructure. Standards should define expected conditions, maintenance frequencies, inspection requirements, and response expectations, while SOPs should provide clear guidance on how routine maintenance activities are performed, documented, and inspected. An example for restrooms is included below.
○ Maintenance Standard: Restrooms should be clean, stocked, operational, and free of graffiti during park operating hours.
○ Service Level: High-use parks will have restrooms inspected and serviced daily, moderate-use parks will be serviced three times per week, and low-use parks will be serviced weekly.
○ SOP: Staff will inspect restrooms using a standardized checklist, restock supplies as needed, remove litter and graffiti, document deficiencies, and submit work orders for repairs that cannot be completed during routine servicing.
2. Define maintenance priorities and work classification criteria.
The Department should establish a consistent framework for categorizing and prioritizing maintenance activities, including preventive maintenance, corrective maintenance, safety-related work, special event support, and customer-requested service. Clear prioritization criteria will help staff balance planned work with unplanned operational demands and support more consistent decision-making when competing priorities arise.
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3. Align maintenance standards with available resources and operational practices.
Maintenance standards should be realistic, achievable, and aligned with available staffing resources, service expectations, and operational constraints. As staffing levels, facilities, and maintenance responsibilities evolve, the Department should periodically review and update standards to ensure they remain practical and sustainable.
4. Establish a process to review and update maintenance standards and SOPs.
Maintenance standards, service levels, and SOPs should be reviewed periodically to ensure they remain aligned with park conditions, community expectations, staffing resources, and operational priorities. As new facilities are added, assets age, or service demands change, the Department should evaluate whether standards remain achievable and continue to support desired maintenance outcomes.
By establishing a formal maintenance standards framework, Parks can reduce reliance on informal practices, improve consistency in service delivery, and provide a clearer basis for prioritizing work and allocating resources across parks and facilities.
Management Response Action or Responsibility
Management Agreement Management agrees that formalized maintenance standards and SOPs are essential for consistent
citywide service levels.
Owner Parks Manager (or Interim Operations Supervisory
Team until the position is filled)
Target Completion Date September 2027
Action Plan Using the 2025 Parks and Recreation Master Plan, create maintenance standards and SOPs for all major
assets and tasks using park classifications; define
service levels, inspection frequencies, and prioritization criteria; train staff on standards; incorporate standards into work order templates; establish a biennial review
process to update standards based on changing
needs.
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Work Management System and Tracking
Finding 6 The Department does not have a consistently used work management system to support maintenance operations.
As a result, maintenance activities are tracked through a combination of systems, manual processes, and informal
communication methods, limiting visibility into workload, work completion, and operational performance.
Recommendation 6 Optimize Lucity and related business processes to create a streamlined, user-friendly work management system that serves as the single source of record for maintenance
activities, integrates public service requests, and provides reliable data for workload management, prioritization, and performance monitoring.
Parks should maintain a work management system that serves as the official record for maintenance activities. The system should support work identification, assignment, tracking, completion, reporting, and performance monitoring while remaining practical for field staff and supervisors to use consistently. The system should be simple enough for staff to use in the field and useful enough for supervisors to monitor workload, prioritize tasks, and identify service trends.
Like other City departments, Parks uses Lucity as its formal work management system; however, interviewees reported that it is not consistently used across maintenance operations. While some specialized teams, such as park mechanics, use Lucity to manage and close work orders, many maintenance activities are tracked through alternative methods including emails, photographs, paper forms, calendars, and direct communication with supervisors. Staff reported that Lucity requires significant data entry and is not well-suited for routine maintenance activities, leading some employees to bypass the system altogether.
Interviewees also reported that Go Modesto service requests are a significant driver of daily work but are not fully integrated into maintenance workflows. As a result, work may be assigned, completed, and verified outside of a centralized system, requiring supervisors to rely on manual follow-up to confirm task completion and track workload.
The inconsistent use of the City’s work management system limits its ability to maintain a complete record of maintenance activities, monitor workload, evaluate performance, and identify service trends across the park system. Without a reliable system of record, #7..
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management has limited visibility into work completed, outstanding maintenance needs, resource allocation, and service demand.
Modern work management systems are intended to support preventive maintenance scheduling, work assignment, workload tracking, and performance reporting. When used consistently, these systems provide management with information needed to monitor maintenance activities, evaluate resource utilization, and make informed operational decisions.
Recommendation
Parks should optimize Lucity and related business processes to create a streamlined work management system that serves as its official record for maintenance activities.
The goal should be to create a process that is simple enough for field staff to use consistently and robust enough to support workload management, prioritization, performance monitoring, and service reporting.
As a first step, Parks should review how maintenance work is currently initiated, assigned, tracked, updated, and closed across the Department. This review should identify where staff rely on emails, phone calls, photographs, paper forms, or other workarounds instead of the formal work order process and determine whether those practices result from system limitations, workflow design, training gaps, or operational expectations.
Parks should work with Information Technology and system administrators to simplify common maintenance workflows within Lucity. This may include creating standardized templates for recurring maintenance activities, reducing unnecessary data entry requirements, improving mobile functionality, and developing simplified work queues for field staff. There are significant opportunities to both simplify workflows and increase the level of automation in order to reduce total time spent on entry. If entries are made consistently, management will be able to easily produce reporting dashboards that provide supervisors with visibility into workload, completion rates, response times, and outstanding tasks. If these changes are made, they could both free staff time for more important tasks and provide high quality information for decision-making.
Parks should also evaluate opportunities to better integrate Go Modesto service requests into maintenance operations. Public requests should flow through a consistent process that supports prioritization, assignment, field updates, completion tracking, and communication back to requestors when appropriate.
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One benefit of the Lucity system is that it is already integrated with other City departments, helping Parks route requests to Public Works or other City departments as needed. Establishing a more seamless connection between public requests and maintenance workflows would reduce manual tracking requirements and improve visibility into service demand and response activities.
Finally, Parks should establish clear expectations regarding which work activities must be entered into the system, who is responsible for updating work status, and how supervisors will monitor completion and data quality. A successful work management system should serve as the primary source of information for maintenance operations, allowing Parks to make informed decisions about staffing, service levels, workload distribution, and operational performance.
Management Response Action or Responsibility
Management Agreement Management agrees with the finding and acknowledges that the current work management
system no longer meets operational needs. The
Department will pursue procurement of a modern,
integrated maintenance management platform through
a competitive RFP process.
Owner Parks Manager, in coordination with PRN
Administration and Purchasing
Target Completion Date RFP Release: September 2026
Vendor Award: January 2027
System Implementation Start: Spring 2027
Action Plan • Develop technical requirements for a new
enterprise-level work management system, focusing
on mobile usability, automated workflows,
integration with Go Modesto, and park asset data.
• Collaborate with Purchasing to draft and publish a
formal RFP, consistent with City procurement
protocols (OpenGov posting, vendor Q&A,
evaluation committee, and scoring criteria).
• Evaluate proposals using a cross‑department
selection team with IT and PRN operational staff.
• Select a vendor and begin system configuration,
data migration, and employee training based on
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Management Response Action or Responsibility
implementation timelines similar to other City
software RFPs.
• Fully transition maintenance operations to the new
system, replacing Lucity as the primary work
management tool.
Training and Workforce Development
Finding 7 Parks does not have a comprehensive training and workforce development program to support consistent
maintenance practices, cross-training, and operational
continuity. As a result, the Department relies heavily on informal knowledge transfer and employee experience to
develop staff and maintain specialized operational
knowledge.
Recommendation 7 Parks should develop and implement a workforce training and development program that aligns employee training,
certifications, cross-training, and knowledge transfer
efforts with operational needs and future service demands.
Parks should have documented, consistent training for overall operation scheduling, routine maintenance, safety practices, and specialized technical work. This helps staff understand expectations, perform work consistently, and build the necessary skills to support changing park operations. NRPA’s Commission for CAPRA identifies professional development as part of effective agency administration, including staff orientation, training, and continuing education. CAPRA also expects agencies to maintain information on staff certifications and professional participation, which supports a more intentional approach to tracking employee qualifications and training needs.
Parks relies heavily on informal, on-the-job training, which can make work practices less consistent across crews and assignments. City staff consistently reported learning onthe-job rather than through documented procedures or structured training. This applies to both routine operations and some specialized functions. Staff reported that the learning curve can be long when training depends mostly on informal knowledge transfer from experienced employees. This creates a risk that work methods, safety practices, and service expectations may vary depending on which employees are available to train new or less experienced staff.
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Interviewees identified several operational areas where specialized knowledge and certifications are concentrated among a limited number of employees. These areas include playground inspections, backflow work, hazardous cleanup, welding, and other technical functions. Staff reported that opportunities for formal training, certification, and cross-training are limited, increasing reliance on experienced employees to transfer knowledge informally. For example, playground inspection certification was described as sitting primarily at the supervisor level, with other staff working under that license.
This may allow work to continue in the short term, but it can create service continuity risk when certified or experienced staff are unavailable.
The NRPA identifies several national certifications that are relevant to Parks’ current and future operating needs. These include the Certified Park and Recreation Professional (CPRP), Certified Park and Recreation Executive (CPRE), Certified Playground Safety Inspector (CPSI), and Aquatic Facility Operator (AFO). NRPA describes CPRP as the national standard for park and recreation professionals, CPRE as a standard for managerial, administrative, and executive professionals, CPSI as the industry-leading certification program in playground safety, and AFO as the premier certification program in swimming pool operations. These certifications provide a useful framework for identifying which positions should maintain or pursue professional credentials based on their role, supervisory responsibilities, and assigned facilities.
Because Parks does not yet have a complete certification inventory, the Department cannot fully assess whether key certifications are distributed across enough employees to support operational continuity. Additionally, the absence of a structured training program limits Parks’ ability to systematically identify training needs, prepare staff for specialized responsibilities, and ensure operational continuity when experienced employees retire, get promoted, or are unavailable. These risks become more significant as the Department assumes responsibility for new facilities and services, including the City’s expanding aquatic facilities.
Without a structured approach to training and workforce development, Parks may experience inconsistent work practices, reduced operational flexibility, challenges in maintaining specialized knowledge, and greater disruption when key employees leave or assume new responsibilities.
Recommendation
Parks should develop and implement a workforce training and development program that aligns employee training, certifications, cross-training, and knowledge transfer efforts with operational needs and future service demands. The workforce training and #7..
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development program should establish a consistent approach for identifying required skills, maintaining certifications, cross-training employees, and preparing staff to support evolving operational responsibilities. The program should support both routine maintenance functions and specialized operational areas where knowledge is currently concentrated among a limited number of employees.
As part of this effort, Parks should establish a formal training framework that identifies required training by position, role, and responsibility. The framework should address onboarding, safety training, technical skills, supervisory development, and recurring refresher training to promote consistent work practices across crews and facilities.
Training requirements should be clearly documented and periodically reviewed to ensure they remain aligned with operational needs and industry standards.
Parks should also assess current employee certifications, licenses, and technical competencies and compare them to the skills needed to support current and future operations. This assessment should help identify certification gaps, training priorities, and opportunities to expand employee capabilities specialized functions such as playground inspections, backflow systems, hazardous materials handling, aquatic facility maintenance, and other functions that support critical operations. Expand crosstraining opportunities and developing broader technical competency across staff will help reduce reliance on individual employees and improve operational flexibility.
This assessment should include a role-based review of NRPA certifications that may apply to Parks’ operations. Parks should determine which positions should hold, maintain, or be eligible to pursue certifications such as CPRP for park and recreation professionals, CPRE for managers and leadership, CPSI for employees responsible for playground safety inspections or oversight, and AFO for employees responsible for aquatic facility operations. Parks should also identify backup employees for critical certifications so work does not depend on one certified staff member.
Training should be incorporated into routine operations through recurring training sessions, field demonstrations, site visits, safety discussions, and practical skill development opportunities. Parks should document completed training, track employee participation, and periodically evaluate whether training activities are supporting operational goals and workforce needs.
As part of developing its workforce training and development program, Parks should evaluate available certification programs, industry training opportunities, and professional development resources that align with operational needs. Example training resources are included in Appendix B: Workforce Training and Certification Resources. #7..
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Management Response Action or Responsibility
Management Agreement Management agrees a comprehensive training program is needed to support skill development,
certifications, and cross‑training.
Owner PRN Director & HR
Target Completion Date December 2027
Action Plan Create a department-wide training framework defining required skills, certifications, and development
pathways; inventory current certifications; identify gaps and priority areas (playground safety, irrigation,
backflow, aquatics, etc.); establish annual training
schedules; track training completion and update
competency records regularly.
Same-Day Reservations
Finding 8 Reservation scheduling, operational coordination, and field service expectations may not always be fully aligned. Late reservation changes and communication gaps contribute
to increased after-hours response, operational disruption, and inconsistent field preparation.
Recommendation 8 A. Establish clear reservation deadlines, communication procedures, and staff responsibilities so that field
preparation needs are identified and communicated
before maintenance crews leave for the day.
B. Define what services are included with field and facility reservations and adopt a fee schedule that aligns
service levels with the staff time and resources to
support reservations.
C. Evaluate opportunities to automate reservation-related tasks, such as field lighting and reservation
notifications, to reduce after-hours staff response and improve coordination.
Parks maintenance and Recreation should coordinate reservation schedules, staffing assignments, and service expectations to ensure reservation-related work is planned and communicated in advance. Effective coordination helps balance reservation support #7..
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with routine maintenance responsibilities and reduces the need for reactive operational responses.
Reservation Scheduling
The weekly reservation report serves as the primary tool for communicating reservationrelated maintenance needs and generally supports advance planning for field preparation, lighting, and other operational activities. Staff reported that reservation reports are distributed each Wednesday and used to plan work for the upcoming week.
However, reservations may be added or modified after the report is issued, and those changes do not always reach field staff before maintenance crews leave for the day.
This challenge is amplified by the difference between reservation schedules and maintenance staffing schedules. Maintenance crews generally work from 6 am to 2 pm, while many reservation needs occur during evenings and weekends. Staff reported that same-day reservations, late reservation changes, and after-hours updates can result in situations where field preparation activities are missed, or maintenance staff must respond after hours to address issues such as field lighting, facility access, or other reservation-related needs.
Interviewees also described uncertainty regarding reservation cutoffs, communication responsibilities, and after-hours handoff procedures. While Recreation staff provide updates when reservations change, Parks staff reported that reservation information is sometimes communicated through multiple channels and may not consistently reach the appropriate personnel before crews leave the field. As a result, supervisors and oncall staff may need to rely on manual follow-up and after-hours response to support reservation activities.
Ball Field Preparation
Ball field preparation was also identified as a recurring operational challenge. Staff reported that dragging and lining fields can require significant time and may not be fully covered by current reservation fees. Back-to-back reservations can also make it difficult to prepare fields between uses. The Sports Field Management Association’s Best Management Practices for the Sports Field Manager identifies maintenance operations, surface management, irrigation, and field-use conditions as key components of sports field management,
6 while Cornell’s sports field management guidance notes that field care depends on available labor, equipment, budget, desired quality, field type, and 6 https://www.sportsfieldmanagement.org/knowledge_center/bmps/ #7..
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use.
7 These factors reinforce the need for Parks to define what level of field preparation is included with a reservation, what requires additional notice or fees, and when field preparation cannot reasonably be completed between uses.
Field preparation practices vary by agency; however, many park systems establish service levels that distinguish between routine maintenance responsibilities and eventspecific preparation activities. In many jurisdictions, maintenance staff are responsible for maintaining safe and playable fields through activities such as mowing, edging, irrigation, and general field maintenance, while user groups assume responsibility for certain game-day activities such as field lining, dragging, or setting goals. This approach helps align service expectations with available staffing resources and can reduce the operational burden associated with supporting high volumes of field reservations.
Similarly, many agencies perform dragging and lining activities for the first scheduled competition of the day rather than before every game, unless additional services are specifically included through a contractual agreement or reservation fee structure.
Available youth baseball field maintenance guidance describes dragging, raking, and field preparation as condition-based activities, and notes that foul lines do not necessarily need to be repainted when they remain clearly visible from prior use. This suggests that field preparation is commonly performed based on field conditions, scheduled use, and established service levels rather than as a full-service activity before every reservation.
Automatic Lighting
Interviewees also identified field lighting as a recurring source of after-hours response.
Many reservations require staff to travel to parks solely to activate or deactivate lighting systems. Automated or remotely controlled lighting systems may reduce staff travel, improve reliability, and support more efficient coordination between reservation schedules and maintenance operations. Without stronger alignment between reservation practices, maintenance operations, and service expectations, Parks may continue to experience increased labor costs, avoidable after-hours response, communication breakdowns, and inconsistent service delivery for reservable facilities. 7 https://safesportsfields.cals.cornell.edu/management-schedules/ #7..
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Recommendation
Parks and Recreation should jointly develop a reservation operations framework that aligns reservation practices, maintenance operations, staffing schedules, and customer service expectations. The framework should ensure that reservation-related work is planned, communicated, and staffed before maintenance crews leave the field and should clearly define how reservations are communicated, what services are included, and how operational support is provided. Reservations should occur through a single work management system such as the Work Management System and Tracking module in Lucity, to streamline work order creation and tracking.
Many of the challenges identified during interviews stem from reservation changes occurring after field preparation schedules have been developed. To improve planning and reduce after-hours response, Parks and Recreation should review reservation deadlines and establish clear procedures for late changes, same-day reservations, and after-hours requests.
The Department should define when reservations requiring field preparation, lighting, staffing, or other operational support must be submitted to be included in normal work schedules. Parks may wish to consider requiring reservations needing operational support to be submitted at least one week in advance. If late or same-day reservations continue to be accommodated, the City should evaluate whether additional fees or full cost recovery should apply to reflect the operational impacts of those requests.
Implementation should include establishing standard reservation cutoff periods; defining responsibilities for reviewing reservation updates and communicating changes to field staff; documenting backup communication procedures when key personnel are absent; and tracking late changes, after-hours responses, and associated labor costs to evaluate whether revised procedures improve operational efficiency.
In addition, the Department should establish and communicate clear service standards for athletic fields and other reservable facilities. Many municipal park systems define what services are included with a standard reservation, which services require additional fees or advance notice, and which responsibilities remain with user groups.
For athletic fields, service expectations should be based on field conditions, operational capacity, and staffing availability rather than assuming a full drag-and-line before every reservation. Consistent with common field management practices, dragging, lining, and other labor-intensive activities are often performed based on field condition, scheduled use, and event type. User organizations also commonly assume responsibility for #7..
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certain game-day preparation activities, particularly for youth sports programs and tournament play.
Parks should also establish a standardized fee and service schedule for field use that clearly identifies the services included with each reservation type. The schedule should distinguish between general public users (resident and non-resident, if applicable) and City-sponsored or affiliated user groups and should specify the level of field preparation, lighting, restroom access, trash service, staffing support, and other operational services included in the reservation fee. Additional services requiring significant staff time, such as specialized field preparation, tournament support, after-hours staffing, or late reservation changes, should be evaluated for additional cost recovery. Aligning fees with service levels will help establish consistent customer expectations, improve transparency, and ensure that labor-intensive services are appropriately funded.
Finally, Parks should assess opportunities to reduce manual after-hours response through automation and improved coordination between reservation and maintenance systems. Particular attention should be given to field lighting, which interviewees identified as a recurring source of after-hours calls and staff travel.
The Department should inventory fields that currently require manual lighting activation; assess whether existing systems can support timers, scheduling functions, or remote controls; and evaluate the operational and financial feasibility of implementing automated lighting controls. Priority should be given to facilities with the highest reservation volume and the most frequent after-hours service requests.
By using a single work management system Parks can improve integration between reservation scheduling systems, maintenance workflows, and staff notification processes so that reservation updates are communicated automatically and consistently to affected personnel.
Together, these actions will help Parks and Recreation establish a more predictable and sustainable service delivery model, improve communication between divisions, reduce avoidable labor costs, and better align customer expectations with available operational resources.
Management Response Action or Responsibility
Management Agreement Management agrees with the finding and supports acquiring a modern reservation and facility/field
scheduling system through an RFP process to improve
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Management Response Action or Responsibility
communication, reduce after‑hours response, and
automate field preparation workflows.
Owner Recreation Manager & Parks Manager, with support
from PRN Administration and Purchasing
Target Completion Date RFP Release: September 2026
Vendor Award: January 2027
System Implementation Start: Spring 2027
Action Plan • Partner with Purchasing to develop and publish an RFP for an integrated Reservation and Asset/Field
Management System, using the City’s existing RFP
framework and procurement portal.
• Define system requirements such as automated
reservation notifications, field prep task creation,
lighting automation integration, and real‑time
schedule visibility for maintenance crews.
• Evaluate proposals based on technical capability,
system integration, ease of use, and references
from California municipal agencies.
• Implement the new system, including data
migration, staff training, and phased rollout for field scheduling, reservation workflows, customer
communication, and potential lighting automation
functions.
• Transition all reservation-related communication
into the new system to standardize workflows and
eliminate manual after-hours coordination.
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Contract Management
Finding 9 Contract oversight responsibilities, communication processes, and performance expectations may not be
consistently defined across contracted maintenance
services. This can limit accountability, reduce operational coordination, and create uncertainty regarding contractor performance.
Recommendation 9 A. Assign clear contract ownership and oversight responsibilities for each contracted maintenance
service to improve accountability, communication, and
coordination.
B. Define measurable service expectations and
implement a standardized process for inspecting,
documenting, and addressing contractor performance
issues.
C. Use contractor performance data and regular vendor
reviews to guide contract management, future
procurements, and continuous improvement.
Parks uses contractors to perform several maintenance functions that require specialized expertise, equipment, or supplemental capacity. Contracted services can be an effective way to support operations; however, they require clear oversight, defined performance expectations, and consistent monitoring to ensure services are delivered as intended.
Outsourced services should have clear contract oversight, documented expectations, and regular performance monitoring so the City can confirm that services are delivered as expected. The National Association of State Procurement Officials’ (NASPO) contract administration guidance emphasizes that contract administration should include clear roles and responsibilities, monitoring contractor performance, documenting issues, and managing communication throughout the contract term. 8 The U.S. General
Services Administration similarly states that contract administration requires day-to-day 8 https://cdn.naspo.org/R%26I%20Content%20Library/2023_NASPO_ContractAdmin_Be stPracticeGuide%20%282%29%20%281%29.pdf
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monitoring to confirm vendors meet contract commitments for timely and quality services.
9 Interviewees reported concerns regarding contractor oversight, accountability, and communication, particularly for landscape maintenance services. Staff indicated that responsibility for monitoring contractor performance is not always clearly defined and that expectations regarding service quality, schedules, and issue resolution may not be consistently communicated or documented. As a result, staff reported uncertainty regarding who is responsible for monitoring contractor performance, communicating concerns to vendors, and ensuring corrective actions are completed.
Staff also noted that Parks spends a significant amount on contracted landscape maintenance services while relying on those contractors to perform highly visible maintenance activities throughout the City. As a result, unclear oversight responsibilities and inconsistent communication can have a direct impact on service delivery and public perception of park conditions.
The larger contract outlined below, Grover Landscape Services, expires October 31, and the City’s goal is to issue a new contract effective November 1.
Current Contracted Services
Vendor Current Contracted Service
West Coast
Arborist
Tree-trimming and stump-grinding for more than 100 Modesto parks and trails
CCS Janitorial Routine and as-needed janitorial cleaning of facilities Clark Pest Control Pest control services
TK Elevator Elevator service and maintenance
Grover Landscape
Services
Landscape maintenance for parks, medians, roundabouts,
walls, basins, and sports fields throughout the City; services include mowing, edging, trimming, irrigation, and repairs Same-Day Backflow
Service
Annual backflow testing throughout the City to meet state regulatory requirements
9 https://buy.gsa.gov/contract-administration
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Vendor Current Contracted Service
Elite Maintenance
EMTS
Mowing, flailing, and fire-break work at several sites across the City
Interviewees also described challenges obtaining contractor schedules, coordinating work activities, and addressing perceived performance issues. Several staff reported uncertainty regarding who was responsible for monitoring contractor performance and communicating expectations to vendors. In some cases, staff indicated they worked directly with contractors to address operational concerns because formal communication and issue-resolution processes were not clearly defined.
The upcoming landscape maintenance procurement provides an opportunity to clarify contract oversight responsibilities, performance expectations, inspection procedures, and communication processes before a new contract structure is implemented. Whether the City continues with a single landscape maintenance contract or transitions to multiple service-specific contracts, clearly defined oversight responsibilities will be essential to maintaining accountability and service quality.
Without clearly defined contract oversight responsibilities, performance expectations, and communication processes, the City may experience inconsistent service quality, duplicated effort, unresolved performance concerns, and reduced accountability for contracted services.
Recommendation
Parks should establish a formal contract management and performance monitoring program to ensure contracted services are delivered consistently, meet established maintenance standards, and support operational goals. The Department’s upcoming landscape maintenance procurement provides an opportunity to strengthen contract oversight practices and clearly define expectations before a new contract structure is implemented.
A primary focus of this effort should be establishing clear ownership and accountability for each contracted service. Parks should assign a contract owner for every major contract who serves as the primary point-of-contact for contractor coordination, performance monitoring, issue resolution, and internal communication. For larger or higher-risk contracts, Parks should also identify backup staff or supporting reviewers to ensure continuity when key personnel are unavailable.
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As part of the upcoming landscape maintenance procurement, Parks should clearly define performance expectations before contracts are awarded. Consistent with municipal parks maintenance best practices, contract requirements should be tied to specific service standards, maintenance frequencies, response timelines, quality expectations, reporting requirements, and performance measures. If the City moves from a single landscape contract to multiple service-specific contracts, Parks should also define how work will be coordinated across contractors and City staff to avoid gaps, duplication, or uncertainty regarding responsibilities.
Parks should implement a consistent process for monitoring and documenting contractor performance. This should include routine inspections, standardized inspection forms or scorecards, photo documentation (where appropriate), procedures for documenting deficiencies, and clear escalation processes for when service expectations are not met. Inspection responsibilities should be clearly assigned, and performance information should be retained in a manner that supports accountability and contract administration.
Parks should also establish recurring performance review meetings with major contractors to discuss service quality, inspection results, operational concerns, seasonal workload demands, safety issues, upcoming projects, and any changes in City priorities.
Regular communication helps ensure expectations remain aligned and allows issues to be addressed before they become recurring problems.
Finally, Parks should use contractor performance information to inform contract renewals, future procurements, scope modifications, and ongoing vendor management.
Tracking response times, inspection results, service deficiencies, corrective actions, and recurring concerns will provide objective information to support contract decisions and improve accountability over time.
Management Response Action or Responsibility
Management Agreement Management agrees that contract oversight responsibilities and performance expectations must be
clarified and standardized.
Owner PRN Director & Parks Manager
Target Completion Date Initial implementation: Immediate for existing contracts Full implementation: November 2026 for new contracts
Action Plan Assign contract owners for each maintenance contract; define performance standards and inspection
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Management Response Action or Responsibility
requirements; evaluate agreements and contractor
performance; implement standardized inspection
forms; require routine contractor performance
meetings; document deficiencies and corrective
actions; use performance data to guide renewals,
procurement decisions, and future contracting
strategies.
SPECIAL EVENTS PERMIT PROCESS
Finding 10 The City’s updated special events permit process appears to have improved coordination and consistency compared
to the prior approach. However, the process remains
resource-intensive and may benefit from additional
workflow automation, standardized timelines, and
improved visibility across reviewing departments.
Recommendation 10 Parks should improve the special events permit process by standardizing Monday.com use, setting review
timelines, automating reminders, and expanding visibility for events that affect City operations.
The City has a special events permit process that helps coordinate events requiring City review, services, or approval. The process applies to events that meet certain criteria, such as events in a City park that include amplified music, alcohol, more than 75 attendees, or City services. Under the current process, the Department receives applications, identifies required permits and documentation, coordinates review by other departments, and routes events to the Entertainment Commission for final approval when required.
The transition of the special events process into the Department has improved coordination and created a clearer entry point for applicants and City staff. Interviewees across departments consistently reported that the current process is working better than the prior approach, citing stronger communication, improved coordination, and a more streamlined review process with fewer fragmented points-of-contact.
While the process has improved, it remains resource-intensive to manage and continues to rely on manual coordination. The Department uses Monday.com to track permit applications and coordinated reviews, which interviewees generally describe as #7..
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helpful. However, the use of Monday.com is not yet consistent across all reviewing departments, and much of the process still depends on email reminders, back-and-forth follow-up, and manual updates.
The process would also benefit from more consistent review expectations and broader visibility across events that affect City operations. Interviewees reported that review timelines and follow-up expectations are not standardized across all departments, which can make it difficult to monitor review status and determine when delayed reviews should be escalated. Staff also noted that some events that don’t require a format or are not City-sponsored event may not appear in the same notification or tracking process, even when they have implications for public safety, traffic management, parks, recreation, or other City services.
Without a consistent mechanism for tracking and communicating all operationally significant events, departments may have limited visibility into upcoming activities and less time to plan staffing, equipment, service impacts, or operational support needs.
Expanding visibility and establishing clearer review expectations could help further improve coordination, reduce administrative effort, and support more proactive event planning across departments.
Recommendation
The Department should continue refining the special event permit process by establishing standardized review timelines, strengthening workflow automation, and improving visibility across departments for events that affect City operations. The current process is functioning more effectively than the previous approach and has created a centralized entry point for event review. The next phase should focus on reducing manual coordination, improving accountability for reviewers, and ensuring departments have timely awareness of events requiring operational support.
As the process owner, the Department should establish clear review responsibilities, communication expectations, and target response timelines for all departments involved in event review. Standard review deadlines and escalation procedures should be documented so that departments understand when reviews are due, how delays will be addressed, and what actions are required before permits can move forward. This will help reduce the amount of manual follow-up currently required by Department staff and provide applicants with more predictable review timelines.
Parks should also continue working with IT and departments that review events to standardize the use of Monday.com as the City’s primary event coordination tool. This #7..
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effort should define which departments are expected to review events within the system, what information each department is responsible for providing, and how status updates should be documented. Where possible, the Department and IT should configure automated reminders and notifications to alert reviewers when information is missing, reviews are approaching due dates, or when event milestones require action. Increasing automation will reduce reliance on emails, manual reminders, and duplicate data entry while improving visibility into the status of each event.
In addition, the Department should work with partner departments to improve awareness of events that may not require the full special event permit process but still affect City operations. This may include City-sponsored events, recurring community events, facility-based activities, or other gatherings that impact staffing, maintenance, traffic management, public safety, or recreation programming. To support operational planning, the Department should develop a shared event visibility process, such as a centralized calendar, a Monday.com dashboard, a recurring event report, or an automated notification system that provides departments with advance awareness of upcoming activities.
Finally, the Department should periodically review permit processing timelines, event volumes, reviewer workloads, and operational impacts to identify opportunities for continuous improvement and ensure the process remains effective as community event activity grows. These improvements will help reduce administrative burden, improve cross-department coordination, increase accountability for timely reviews, and provide City departments with better visibility into events that require operational support.
Management Response Action or Responsibility
Management Agreement Management agrees the process has improved but can be strengthened through automation, consistent
timelines, and cross department visibility.
Owner Recreation Supervisor
Target Completion Date August 2027
Action Plan Standardize use of Monday.com for all reviewing departments; establish review timelines and automated
reminders; create SOP to define escalation procedures
for delayed reviews; expand visibility of operationally significant events through shared dashboards or
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Management Response Action or Responsibility
calendars; continue process audits to refine procedures as community programming grows.
FUND DEVELOPMENT PLAN
Finding 11 While the Department has developed a long-term fund development strategy, implementation of key initiatives appears limited.
Recommendation 11 City leadership should decide whether the 2023 Fund Development Plan remains a priority and, if so, dedicate the staff capacity, leadership attention, and
implementation resources needed to carry it out.
The 2023 Fund Development Plan and Implementation Strategy was developed to help the Department build long-term revenue capacity in response to increased service demand, aging facilities, deferred maintenance, and limited traditional funding. Key recommendations include strengthening the Department’s brand around reinvestment and community partnership, creating clearer policies for sponsorships and naming rights, developing a more intentional philanthropy and partnership program, completing a full cost-recovery study, and assigning dedicated staff capacity to lead fund development implementation.
The 2026 Parks, Recreation & Neighborhoods Master Plan carries this work forward by identifying implementation of the 2023 Fund Development Plan as a short-term action under Goal 4, which focuses on reducing operational subsidy and expanding capital funding. The master plan also identifies fund development staffing as a priority need.
However, the 2023 Fund Development Plan did not go before the City Council for formal adoption or direction.
While the Department has a fund development plan in place, discussions with staff suggest implementation has been limited. Staff did not describe significant recent work to advance the plan’s major strategies, such as naming rights, sponsorships, cost recovery, or dedicated fund development staffing.
This appears to be tied to staff capacity and prioritization. The plan identifies fund development as a multi-year effort that requires defined roles, staff time, and leadership attention. If fund development remains a priority for the City, the Department will need to dedicate more staff time to implementation. Without clear ownership and regular #7..
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progress tracking, the City may miss opportunities to diversify revenue, strengthen sponsorships, and support long-term parks reinvestment.
Recommendation
City leadership should decide whether the 2023 Fund Development Plan remains a priority and, if so, dedicate the staff capacity, leadership attention, and implementation resources needed to carry it out.
The plan already includes an implementation matrix with recommended actions and timelines. Parks does not need to recreate the plan; instead, the City should determine whether to formally move it forward, assign ownership, and provide enough resources for staff to implement the actions already identified. The dates in the 2023 implementation matrix may need to be updated, but the content of the plan is still valid and useful.
Management Response Action or Responsibility
Management Agreement Management agrees that leadership must determine whether the 2023 Fund Development Plan remains a
priority and resource it accordingly.
Owner City Executive Leadership Team & PRN Director
Target Completion Date January 2027
Action Plan Review the 2023 Fund Development Plan and confirm priority status; update implementation timelines as
needed; assign staff capacity to oversee fund
development; initiate the plan’s recommended actions
such as naming rights, sponsorships, and
cost‑recovery analysis; report quarterly to leadership
on progress and needs.
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APPENDIX A: EXAMPLE MAINTENANCE STANDARDS FRAMEWORK
PURPOSE
This appendix provides an example of how Parks may document maintenance standards, service levels, and maintenance responsibilities. The example is intended as a reference tool and should be customized to reflect the City’s park inventory, operational priorities, staffing resources, and community expectations.
Maintenance standards frameworks typically include three components:
● Maintenance Standards: Define the desired condition of an asset or facility. ● Service Levels: Define how frequently maintenance activities occur based on park classification and usage. ● SOPs: Define how maintenance activities are performed, documented, and inspected. SOPs are typically maintained separately from maintenance standards.
Parks are commonly categorized based on usage and maintenance demands to help align service expectations with available resources:
● Tier 1 – High-Use Parks: Destination parks, athletic complexes, major community parks, and parks with significant programmed activity or visitor traffic.
● Tier 2 – Moderate-Use Parks: Community and neighborhood parks with a mix of active and passive recreation amenities and moderate visitation levels.
● Tier 3 – Low-Use Parks: Passive parks, open space areas, natural areas, and locations with limited amenities and lower visitation levels.
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Example Maintenance Standards Table
Maintenance
Activity
Maintenance
Standard
Acceptable
Condition/Level
Park
Classification
Service
Level/Frequency
Responsible
Staff
Notes
Lawn Mowing Turf is
maintained at
a safe and
aesthetically
acceptable
height.
Grass maintained
within target
height range; no
excessive
overgrowth.
Tier 1 – HighUse ParksWeekly during the
growing season
Maintenance
Staff
Increase
frequency
during
periods of
rapid growth.
Lawn Mowing Turf is
maintained at
a safe and
aesthetically
acceptable
height.
Grass maintained
within target
height range; no
excessive
overgrowth.
Tier 2 –
Moderate-Use
Parks
Every 10–14 days
during the growing
season
Maintenance
Staff
Adjust as
needed
based on
weather
conditions.
Lawn Mowing Turf is
maintained at
a safe and
aesthetically
acceptable
height.
Grass maintained
within target
height range; no
excessive
overgrowth.
Tier 3 – LowUse ParksEvery 2–3 weeks
during the growing
season
Maintenance
Staff
Focus on
safety and
visibility
areas.
Trash
Collection
Parks are free
of excessive
litter and trash
receptacles
are
maintained.
No overflowing
receptacles;
limited visible
litter.
Tier 1 – HighUse ParksDaily Maintenance
Staff
Increase
during
special
events and
peak use
periods.
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Maintenance
Activity
Maintenance
Standard
Acceptable
Condition/Level
Park
Classification
Service
Level/Frequency
Responsible
Staff
Notes
Trash
Collection
Parks are free
of excessive
litter, and trash
receptacles
are
maintained.
No overflowing
receptacles;
limited visible
litter.
Tier 2 –
Moderate-Use
Parks
3–5 times per
week
Maintenance
Staff
Adjust based
on seasonal
demand.
Trash
Collection
Parks are free
of excessive
litter, and trash
receptacles
are
maintained.
No overflowing
receptacles;
limited visible
litter.
Tier 3 – LowUse Parks1–2 times per
week
Maintenance
Staff
Additional
service
provided as
needed.
Playground
Inspection
Playground
equipment and
surface
equipment are
maintained in
a safe
condition.
No hazardous
conditions;
equipment is
functional and
secure.
All Park
Classifications
Monthly formal
inspection;
additional
inspections as
needed
Maintenance
Staff
Safety
hazards
addressed
immediately.
Restroom
Cleaning
Restrooms are
clean,
stocked,
functional, and
available for
public use.
Fixtures
operational;
supplies stocked;
no excessive litter
or odors.
Tier 1 – HighUse ParksDaily, with
additional
cleaning as
needed
Maintenance
Staff
Increase
frequency
during
events and
peak
visitation.
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Maintenance
Activity
Maintenance
Standard
Acceptable
Condition/Level
Park
Classification
Service
Level/Frequency
Responsible
Staff
Notes
Restroom
Cleaning
Restrooms are
clean,
stocked,
functional, and
available for
public use.
Fixtures
operational;
supplies stocked;
no excessive litter
or odors.
Tier 2 –
Moderate-Use
Parks
Daily Maintenance
Staff
Adjust
frequency
based on
use patterns.
Restroom
Cleaning
Restrooms are
clean,
stocked,
functional, and
available for
public use.
Fixtures
operational;
supplies stocked;
no excessive litter
or odors.
Tier 3 – LowUse Parks3–5 times per
week
Maintenance
Staff
Additional
service
provided as
needed.
Trail
Maintenance
Trails are safe,
accessible,
and free from
major
obstructions.
Clear walking
surface; no
significant
hazards or
obstructions.
All Park
Classifications
Monthly
inspection; after
major weather
events
Maintenance
Staff
Prioritize
hazards
affecting
public safety.
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APPENDIX B: WORKFORCE TRAINING AND CERTIFICATION RESOURCES The resources listed below are examples of training and certification opportunities available to parks maintenance and operations staff. The City should evaluate which programs best align with operational needs, staffing responsibilities, and available funding. Inclusion in this appendix should not be interpreted as an endorsement of any specific provider.
Training and Certification Resources
Training Area Resource Organization/Website Purpose/Applicability Professional
Development
Certified Park
and Recreation
Executive
(CPRE)
NRPA –
https://www.nrpa.org/certificat
ion/cpre/
National certification for managerial,
administrative, and executive parks and
recreation professionals. Relevant for senior
managers, division leads, and employees
preparing for higher-level leadership roles.
Professional
Development
Certified Park
and Recreation
Professional
(CPRP)
NRPA –
https://www.nrpa.org/certificat
ion/CPRP/
National certification for park and recreation
professionals. Relevant for recreation,
operations, programming, and administrative
staff who need broad professional knowledge
and current skills in parks and recreation service
delivery.
Professional
Development
CPRS
Development &
Operations
Section
CPRS –
https://www.cprs.org/home
Regular training courses are available by joining
the California Park and Recreation Society’s
Development & Operations section, which
specializes in maintenance operations. Access to
maintenance-focused workshops, conferences,
networking opportunities, and low-cost regional
training events. Modesto is located within CPRS
District 5.
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Training Area Resource Organization/Website Purpose/Applicability Playground
Safety
Certified
Playground
Safety Inspector
(CPSI)
California Park & Recreation
Society (CPRS) –
https://www.cprs.org/educatio
n/cpsi
Industry-recognized certification for playground
inspections, hazard identification, and safety
compliance.
Playground
Safety
Playground
Safety Workshop
CPRS –
https://www.cprs.org/educatio
n/playground-safetyworkshop
Introductory and refresher training on playground
inspection and maintenance practices.
Maintenance
Operations
Maintenance
Management
School
CPRS –
https://www.cprs.org/educatio
n/mms
Training focused on parks maintenance planning,
supervision, asset management, and operational
best practices.
Operations
Leadership
Parks and
Recreation
Operations
(PRO) Academy
CPRS –
https://www.cprs.org/educatio
n/pro-academy
Leadership and operational development
program for supervisors, coordinators, and
operations managers.
Aquatics
Operations
(recreationfocused)
Aquatic Facility
Operator (AFO)
NRPA –
https://www.nrpa.org/certificat
ion/AFO/
Training on aquatic facility operations, risk
management, and regulatory compliance.
Aquatics
Maintenance
(maintenancefocused)
Certified Pool
Operator (CPO)
The Training Center –
https://www.thetrainingcenter.
com/cpo-certificationcalifornia
Certification focused on pool system operations,
water quality, and facility maintenance.
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Training Area Resource Organization/Website Purpose/Applicability Irrigation
Systems
Certified
Irrigation
Professional
Cal Poly Pomona College of
Professional and Global
Education –
https://careertraining.cpp.edu/
training-programs/irrigationprofessional/
Training in irrigation system management,
troubleshooting, and water efficiency practices.
Safety Confined Space
Training
OSHA Guide –
https://www.osha.gov/confine
d-spaces
Training and guidance on safe entry, hazard
recognition, and regulatory requirements for
confined spaces.
Safety CPR/First Aid/
AED Training
American Red Cross –
https://www.redcross.org/take
-a-class
Emergency response training applicable to
maintenance, recreation, and supervisory staff.
Sports Field
Maintenance
Turfgrass
Management
Certification
Programs
Sports Field Management
Association (SFMA) –
https://www.sportsfieldmanag
ement.org/certification/
Training on sports field maintenance, turf
management, irrigation, and field safety.
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: September 22, 2026
TO: Mayor and City Council
FROM: Jessica Hill, Director of Community and Economic Development SUBJECT: Landmark Preservation Commission Annual Report for Fiscal Year 2025-2026
CONTACT: Katharine Martin, Senior Planner
Contact Info: 209-577-5267, [email protected]
DESCRIPTION:
Consider accepting the Landmark Preservation Commission Annual Report for Fiscal Year 2025-2026. (Funding Source: Not Applicable) STRATEGIC PLAN ELEMENT:
This item supports Strategic Plan 2025-2026 Goal I: Promote trust and engagement between the community and the City by enhancing responsiveness, communicating broadly about City opportunities and challenges, and increasing public participation in municipal affairs.
BACKGROUND:
Each year the Landmark Commission submits an annual report regarding activities for the year. This Annual Report is prepared in compliance with Article XI, Section 1104 of the City Charter, and with Modesto Municipal Code Section 9-10.03(d) which requires a report of the Commission’s activities to be prepared and submitted to the City Council annually. Reporting shall be made on a fiscal year basis and shall be submitted to Council in or before the month of September, when possible.
DISCUSSION:
During fiscal year 2025-2026 the Landmark Preservation Commission has accepted the 2025 Historic Resources Survey update, which analyzed 350 potentially historic properties. In addition, the Landmark Preservation Commission approved new Story Maps replacing the technical data on the City of Modesto #8..
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City Council, October 13, 2026
Landmark Preservation Commission Annual Report for
Fiscal Year 2025-2026
webpages, improving the public’s experience. They also remained diligent in monitoring Mills Act Contracts by requesting updates from the thirteen (13) Landmark properties with contracts and by also reviewing monthly permit issuance reports.
FISCAL IMPACT:
There is no fiscal impact for this item. Funding for staff time comes from the General Fund and is part of the Planning Division’s existing budget.
CEQA 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.
COMMITTEE RECOMMENDATION:
The Landmark Preservation Commission considered these items at its regularly scheduled meeting of September 21, 2026. The Commission voted to approve the Landmark Preservation Commission Annual Report for Fiscal Year 2025-2026 and directed staff to forward to Council for approval.
RECOMMENDED LANDMARK PRESERVATION COMMISSION ACTION:
Staff Recommendations:
Resolution accepting the Landmark Preservation Commission Annual Report for Fiscal year 2025 – 2026.
Approved by:
Jessica Hill, Director of Community and
Economic Development
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Landmark Preservation Commission Annual Report for Fiscal Year 2025- 2026
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City Council, October 13, 2026
Landmark Preservation Commission Annual Report for
Fiscal Year 2025-2026
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10/13/2026/CED/JHill/Item XX 2026-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XXX
RESOLUTION ACCEPTING THE LANDMARK PRESERVATION
COMMISSION ANNUAL REPORT FOR FISCAL YEAR 2025 - 2026
WHEREAS, Section 1104 of the City Charter specifies that appointed commissions shall report on their fiscal year activities to City Council on or before September 1 of each year, and Section 9-10.03(d) of the Modesto Municipal Code specifies that the Landmark Preservation Commission shall report its activities to City Council each year, and
WHEREAS, at its regular meeting of September 21, 2026, at 1010 10th Street, Modesto, California, the Landmark Preservation Commission accepted the Annual Report for Fiscal Year 2025-2026, and
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby accepts the Landmark Preservation Commission Annual Report for Fiscal Year 2025-2026.
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10/13/2026/CED/JHill/Item XX 2026-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 13th day of October 2026, by Councilmember ______ , who moved its adoption, which motion being duly seconded by ______, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: _____________________________
DIANE NAYARES-PEREZ, CMC
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ________________________________
JOSE M. SANCHEZ, City Attorney
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Landmark Preservation Commission Annual Report – Fiscal Year 2025-2026
LANDMARK PRESERVATION COMMISSION
ANNUAL REPORT FOR FISCAL YEAR 2025-2026
The City of Modesto Landmark Preservation Commission was formed by the City Council to promote public recognition and appreciation for Landmark Preservation Sites and the City’s history. Its duties include conducting ongoing surveys and research to identify and classify as to their relative importance, properties with historic, architectural, archaeological, engineering, or cultural significance to the community. The Commission also:
• Recommend properties which meet the criteria of significance for designation as Landmark Preservation Sites. It also safeguards these sites through public review of proposed alterations, relocations, demolitions, or new construction affecting those properties;
• Advises property owners and educates the public in appropriate maintenance, rehabilitation, or restoration methods, encouraging the continued use of such properties;
• Is responsible for requesting from the Board of Zoning Adjustment, the Planning Commission, various City departments, or the City Council adoption of measures required or appropriate for the preservation, protection, or maintenance of Landmark Preservation Sites.
• Promoting public recognition and appreciation for Landmark Preservation Sites and solicits gifts and contributions to support the activities and purposes of the Commission.
The Commission meets on the third Monday of the month at 1:00 p.m. The 2025-26 Annual Report highlights several projects the Commission has undertaken during this period.
MEMBERSHIP
The Landmark Preservation Commission is currently comprised of a total of six (6) registered voters residing in Modesto, and one (1) representative from the Culture Commission appointed in January each year.
Current Commissioners:
• Harrison Power (Chair)
• Mark Farrish (Vice Chair)
• Joan Clendenin
• Cheryl Lopina
• Naramsen Goriel
• Brinder Singh
• Patrick Cavangh / Katherine Zagone (Culture Commissioner Rep) #8..
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Landmark Preservation Commission Annual Report – Fiscal Year 2025-2026
BYLAWS
No bylaws amendments were proposed or adopted during the fiscal year
PROJECTS
Update of the 1997 Historic Resources Survey (HRS)
More than 30 years have passed since Modesto hired Carey & Co. to prepare a survey of some of Modesto’s historic resources that were 50 years old or older at the time of that survey. The City of Modesto consulted with a new company, Environmental Science Associates, (ESA), to prepare a current survey of Modesto’s historic resources that were identified on the original Carey & Co survey from 1997.
ESA analyzed 350 Historic Resources Survey (HRS) properties. Fifty-four (54) of those sites retained the status of “Landmark”, five (5) sites were delisted from the “Landmark” status, and the remaining properties were evaluated as eligible or ineligible for inclusion to the Landmark list. ESA completed their survey efforts in July 2025, and the new survey was adopted by the Landmark Preservation Commission on January 26, 2026.
GIS STORY MAPS WEBPAGES UPDATE
In connection with the ESA survey, City of Modesto Planning and Information Technology (IT) staff updated the City of Modesto website to include Story Maps of the Landmark sites through the City’s GIS webpages.
These are interactive maps that are accessible and engaging for anyone using mapping data. The Story Maps replaced technical data with clear narratives, added visual context with photos, and is interactive and easy to digest. The first map to be updated was the Modesto City Historic Landmarks, 54 sites with photos and narratives.
The second map displays 315 sites that have been identified in the ESA survey as properties with the potential to be designated as a Landmark with pictures and dates.
The third and final map is for the five (5) Landmarks that have been delisted from the Landmark list but still have historical importance for the community and so are shown with pictures and information about the former Landmark.
MILLS ACT CONTRACT MONITORING
In accordance with existing Mills Act contracts on thirteen (13) Landmark properties, staff has requested each property owner to update the list of improvements that is attached to each contract. Mills Act contracts require such lists to be updated to ensure that the properties are being maintained as required by their agreement. To date, nine (9) of the thirteen (13) property owners have responded by providing an updated list of improvements.
UPDATE ORDINANCE
No new ordinances, updates or amendments were proposed or adopted during the fiscal year.
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Landmark Preservation Commission Annual Report – Fiscal Year 2025-2026
APPLICATIONS AND PERMITS REVIEWED
No applications for either designation, demolition, or Mills Act contract were submitted during the fiscal year.
All permits that were issued to Landmark status properties were reviewed by staff and then an update was given to the Commission.
FUTURE PROJECTS
Develop a list of high-priority resources and pursue Landmark status Modesto’s HRS, prepared in the1997 by Carey & Co., had been used as a starting point for preservation efforts. In the past, a HRS served to promote Landmark and Mills Act status by the Commission. As the updated 2025 HRS by ESA has now been accepted, this effort will be continued with outreach letters to invite potential historic properties to apply for both Landmark status and a Mills Act contract. This is an ongoing multi-year project.
Reevaluate the current Fees associated with designation This current Commission has asked to have the fees associated with the designation of a property to landmark status be reviewed. In hopes that adjustments to the fees associated with designation will encourage and inspire more property owners to apply.
PURPOSE OF THE ANNUAL REPORT
This annual report is prepared in compliance with Article XI, Section 1104, of the City Charter, and with Modesto Municipal Code Section 9-10-03(d) which requires a report of the Commission’s activities be prepared and submitted to the City Council annually. #8..
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: September 21, 2026
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Toby Wells, Director of Engineering Services / City Engineer SUBJECT: Accept Woodglen Village 4A and Village 6 Subdivision Public Improvements
CONTACT: Jaspreet Mangat, Senior Civil Engineer, [email protected] 209-577-5253
DESCRIPTION:
Consider accepting the Woodglen Village 4A and Village 6 Subdivision Public Improvements and authorizing the City Clerk to file Notice of Completions with the Stanislaus County Recorder’s office and releasing securities upon expiration of statutory periods. (Funding Source: Developer Funded)
STRATEGIC PLAN ELEMENT:
The recommended action supports the City’s 2025-2026 Strategic Plan Goal D, ensure safe, efficient, and reliable infrastructure.
BACKGROUND:
The 80.8-acre Woodglen Specific Plan was adopted by the City Council on November 6, 2013, by Resolution No. 2013-398. The Woodglen Specific Plan provides a planned residential development in the Kiernan-Carver Comprehensive Planning District as outlined by the land use diagram and development standards of the Specific Plan.
On June 3, 2019, the City of Modesto Planning Commission approved Resolution No. 2019-20 which approved the Tentative Subdivision Map (TSM 18-002) to facilitate 367 residential lots, two (2) open space/storm basin lots, one (1) park lot and ten (10) landscape lots, “Woodglen”. On December 5, 2023, the City Council approved Resolution 2023-519 annexing (Woodglen Villages 4A and 6) APNs 046-007-048 and 046-007-049, to the Woodglen CFD No. 2021-1.
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City Council, October 13, 2026
Woodglen Village 4A and Village 6 Subdivision Public Improvements
FOR California Development LLC, a Delaware Limited Lability Company, is the owner of Woodglen Subdivision Village 4A Subdivision and requested to divide 15.715 acres to create 54 single-family residential lots, 0.147 acres of landscape lot, and approximately
1.723 acres of right-of-way were offered for dedication on the subject property.
FOR California Development LLC, a Delaware Limited Lability Company, who also owns Woodglen Subdivision Village 6 requested to divide 4.421 acres to create 36 single-family lots, and approximately 1.015 acres of right-of-way were offered for dedication on the subject property.
On September 9, 2025, the City Council approved the Final Maps (FM2022-00439-4A and FM2022-00440) and the Subdivision Improvement Agreements through Resolution 2025-320. These documents were subsequently recorded at the Stanislaus County Recorder’s Office as Maps 45-M-58 and 45-M-60.
DISCUSSION:
The public improvements are now complete and have been inspected by city staff. These improvements include water mains, sanitary sewer mains, storm drainage facilities, sidewalk and Americans with Disabilities Act (ADA) ramps, streets, curbs and gutters, and streetlights in accordance with City standards and specifications as shown on the asbuilt improvement plans.
The owner, FOR California Development LLC, a Delaware Limited Liability Company, has requested that the improvements be accepted, and the securities be released. The improvements have been completed to the satisfaction of the City Engineer, who certifies that the work has been satisfactorily completed, and all fees have been paid.
Once Council accepts the improvements, the following steps will need to be taken.
1. City Clerk files Notice of Completion with County Recorder.
2. City Clerk releases Performance Security immediately after filing Notice of Completion, and releases Labor & Materials Securities 60 days after filing Notice of Completion if no claim is made thereon.
3. City Clerk releases Warranty Security one (1) year and one (1) day after acceptance if no claim is made thereon and the city approves the new improvements.
4. City crews begin maintenance.
FISCAL IMPACT:
All Construction Inspection fees for the improvements have been collected.
The Warranty securities as required by the Modesto Municipal Code Section 4-4.605 will be in place with the City Clerk’s Office:
• A Warranty security is required to guarantee and warrant subdivision improvements for a period of one (1) year following completion and acceptance #9..
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City Council, October 13, 2026
Woodglen Village 4A and Village 6 Subdivision Public Improvements
thereof against any defective work done, or defective materials furnished. This security is required prior to approval of the improvements in an amount of 10% of the estimated cost of improvements to be performed.
COMMITTEE RECOMMENDATION:
This item did not go to Committee, as it is common practice that Final Maps, which are certified by the Secretary of the Planning Commission, do not go before a Council Committee.
CEQA/NEPA REQUIREMENTS:
This action is exempt from CEQA under Section 15268(b)(3), which exempts ministerial actions.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution accepting the Public Improvements of the Woodglen Village 4A and Village 6 Subdivision, authorizing the City Clerk to file Notice of Completions with the Stanislaus County Recorder’s office, and releasing securities upon expiration of statutory periods.
Approved by:
Toby Wells, Director of Engineering
Services / City Engineer
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Notice of Completion - Woodland Village 4A
3. Notice of Completion - Woodland Village 6
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10/13/2026/ESD/JMangat/Item X 1 2026-XX
MODESTO CITY COUNCIL
RESOLUTION NO. 2026-XX
RESOLUTION ACCEPTING THE PUBLIC IMPROVEMENTS OF THE
WOODGLEN VILLAGE 4A AND VILLAGE 6 SUBDIVISION AND AUTHORIZE
THE CITY CLERK TO FILE NOTICE OF COMPLETIONS WITH THE
STANISLAUS COUNTY RECORDER’S OFFICE, AND RELEASE SECURITIES
UPON EXPIRATION OF STATUARY PERIODS
WHEREAS, the 80.8-acre Woodglen Specific Plan was adopted by the City Council on November 6, 2013, by Resolution No. 2013-398; and WHEREAS, on June 3, 2019, the City of Modesto Planning Commission approved Resolution No. 2019-20, thereby approving Tentative Subdivision Map TSM-18-002 to facilitate the development of 367 residential lots, 2 open space/storm basin lots, 1 park lot, and 10 landscape lots within the Woodglen Subdivision; and
WHEREAS, on December 5, 2023, the City Council approved Resolution No. 2023-519 annexing Woodglen Village 4A and Village 6 (Assessor’s Parcel Numbers 046-007-048 and 046-007-049) into the Woodglen Community Facilities District (CFD) No. 2021-1; and
WHEREAS, FOR California Development LLC, a Delaware Limited Liability Company (SUBDIVIDER), the owner of WOODGLEN SUBDIVISION VILLAGE 4A, requested approval to subdivide approximately 15.715 acres to create 54 single-family residential lots, 0.147 acres of landscape lot, and approximately 1.723 acres of right-of-way offered for dedication; and WHEREAS, FOR California Development LLC, a Delaware Limited Liability Company (SUBDIVIDER), the owner of WOODGLEN SUBDIVISION VILLAGE 6, requested approval to subdivide approximately 4.421 acres to create #9..
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10/13/2026/ESD/JMangat/Item X 2 2026-XX
36 single-family residential lots and approximately 1.015 acres of right-of-way offered for dedication; and
WHEREAS, on September 9, 2025, the City Council approved the Final Maps for Woodglen Village 4A (FM2022-00439-4A) and Village 6 (FM2022-00440), along with the associated Subdivision Improvement Agreements, through Resolution No. 2025-320, and these documents were subsequently recorded at the Stanislaus County Recorder’s Office as Maps 45-M-58 and 45-M-60; and
WHEREAS, pursuant to the Subdivision Agreement, SUBDIVIDER has filed Faithful Performance Bonds in the amounts of $867,594.42 for WOODGLEN SUBDIVISION VILLAGE 4A and $580,325.96 for WOODGLEN SUBDIVISION VILLAGE 6; and
WHEREAS, pursuant to the Subdivision Agreement, SUBDIVIDER has filed Payment Bonds in the amounts of $433,797.21 for WOODGLEN SUBDIVISION VILLAGE 4A and $290,162.98 for WOODGLEN SUBDIVISION VILLAGE 6; and
WHEREAS, pursuant to the Subdivision Agreement, SUBDIVIDER has filed Warranty Bonds in the amounts of $86,759.44 for WOODGLEN SUBDIVISION VILLAGE 4A and $58,032.60 for WOODGLEN SUBDIVISION VILLAGE 6; and
WHEREAS, the City Engineer has verified that all required PUBLIC IMPROVEMENTS for this project have been satisfactorily completed and all inspection fees have been paid; and
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10/13/2026/ESD/JMangat/Item X 3 2026-XX
WHEREAS, City crews will assume maintenance responsibilities upon acceptance of the PUBLIC IMPROVEMENTS, which include the water main, sanitary sewer main, storm drainage facilities, landscape and irrigation, street trees, sidewalk and ADA ramps, streets, curbs and gutters, streetlights, and other improvements; and
WHEREAS, the developer has requested that the improvements be accepted and the securities be released.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto accepting the PUBLIC IMPROVEMENTS of the Woodglen Village 4A and Village 6 subdivision and authorize the City Clerk is to file Notice of Completions with the Stanislaus County Recorder’s Office.
BE IT FURTHER RESOLVED that the City Clerk is hereby authorized to release the securities upon expiration of statutory periods. #9..
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10/13/2026/ESD/JMangat/Item X 4 2026-XX
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 13th day of October 2026, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: _____________________________
DIANE NAYARES-PEREZ, CMC,
City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: ________________________________
JOSE M. SANCHEZ, City Attorney
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Requested by
City of Modesto/City Clerk’s Office
Return to City of Modesto/City Clerk’s Office:
PO Box 642
Modesto CA 95353
NOTICE OF COMPLETION
NOTICE IS HEREBY GIVEN that the City of Modesto, PO Box 642, Modesto, California 95353, a municipal corporation in the County of Stanislaus, State of California, entered into an agreement dated September 09, 2025, with FOR California Development LLC, a Delaware Limited Liability Company, 251 Little Falls Drive, Wilmington, DE 19808, subdivider of Woodglen Village 4A, a tract of land consisting of
15.715 acres bounded by Trailblazer Way in the West, Element Avenue in the East, Bangs Avenue in the North, and Founders Point Drive in the South in the City of Modesto, County of Stanislaus, State of California, for the construction of the following improvements in the said development:
• Water Mains
• Sanitary Sewer Mains
• Storm Drainage Facilities
• Landscape and Irrigation
• Sidewalk and ADA ramps
• Streets
• Curbs and Gutters
• Streetlights
that the construction of the above improvements pursuant the approved subdivision agreement has been completed by the subdivider of the Woodglen Village 4A Subdivision and accepted by the Council of the City of Modesto at a regular meeting of the Council held on October 13, 2026.
CITY OF MODESTO
By
Diane Nayares-Perez, City Clerk
I certify under penalty of perjury that the foregoing is true and correct.
Date: _________, 2026 By
Modesto, CA Diane Nayares-Perez, City Clerk
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Requested by
City of Modesto/City Clerk’s Office
Return to City of Modesto/City Clerk’s Office:
PO Box 642
Modesto CA 95353
NOTICE OF COMPLETION
NOTICE IS HEREBY GIVEN that the City of Modesto, PO Box 642, Modesto, California 95353, a municipal corporation in the County of Stanislaus, State of California, entered into an agreement dated September 09, 2025, with FOR California Development LLC, a Delaware Limited Liability Company, 251 Little Falls Drive, Wilmington, DE 19808, subdivider of Woodglen Village 6, a tract of land consisting of
4.421 acres bounded by Elation Lane in West, a park parcel in the East, Founders Point Drive in the North, and Pelandale Avenue in the South in the City of Modesto, County of Stanislaus, State of California, for the construction of the following improvements in the said development:
• Water Mains
• Sanitary Sewer Mains
• Storm Drainage Facilities
• Landscape and Irrigation
• Sidewalk and ADA ramps
• Streets
• Curbs and Gutters
• Streetlights
that the construction of the above improvements pursuant the approved subdivision agreement has been completed by the subdivider of the Village 6 Subdivision and accepted by the Council of the City of Modesto at a regular meeting of the Council held on October 13, 2026.
CITY OF MODESTO
By
Diane Nayares-Perez, City Clerk
I certify under penalty of perjury that the foregoing is true and correct.
Date: _________, 2026 By
Modesto, CA Diane Nayares-Perez, City Clerk
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
October 13, 2026
Date: September 22, 2026
TO: Mayor and City Council
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 approving 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. (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.
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 #10..
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City Council, October 13, 2026
Second Amendment to the Agreement with Mark Thomas and Company, Inc. for the Design of Virginia Corridor Phase 7 Project