Patterson City Council
October 15, 2024

City of Patterson Page 1 Updated 10/10/2024 10:43 AM
Agenda
City of Patterson
City Council Regular Meeting
October 15, 2024
7:00 PM
Council Chambers
1 Plaza
Patterson, CA 95363

PUBLIC MEETING GUIDELINES
City of Patterson City Council meetings are conducted in person at City Hall Council Chambers. As a courtesy, and technology permitting, members of the public may participate virtually. However, the City cannot guarantee that the public’s access to teleconferencing and translating technology will be uninterrupted, and technical difficulties may occur from time to time.

MEMBERS OF THE PUBLIC MAY PARTICIPATE IN THE MEETING IN PERSON OR VIA TELECONFERENCE BY CALLING 1-669-900-9128, MEETING ID: 693 538 4239, PASSWORD: 20995363. JOIN FROM A PC, MAC, IPAD, IPHONE, OR ANDROID DEVICE BY USING THIS URL:
https://us02web.zoom.us/j/6935384239?pwd=ZmZwMFdYajRsTjlKTnNTamZCWXFXdz09 The meeting will be televised or available for public viewing on comcast cable channel 7 on the following days: Wednesday at 3:00 p.m., Friday at 8:00 p.m. and Saturday at 12:00 p.m. Or watch on internet Vimeo link: https://vimeo.com/channels/patterson/ To access written translation during the meeting, please scan the QR Code or click this link:

Para acceder a la traducción escrita durante la reunión, escanee el código QR o haga clic en este enlace:
https://attend.wordly.ai/join/HSEU-6978
Choose Language and Click Attend / Elija el idioma y haga clic en Asistir Use a headset on your phone for audio or read the transcript on your device.

Use audífonos en su teléfono para audio o lea la transcripción en su dispositivo.

City of Patterson Page 2 Updated 10/10/2024 10:43 AM
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at (209) 895-8012. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR 35.102-35.104 ADA Title II] The City Council agenda and supporting public documents are available for viewing in City Hall, Administration Department, 1 Plaza, 2nd Floor, Patterson, California, during normal business hours. The City Council agenda and supporting public documents are also available online on the City web site pattersonca.gov listed under Popular Links “City Council Agendas” or please call or email the City Clerk at (209) 895-8012 or [email protected] If you wish to be notified of future City Council Meetings, please visit our web site pattersonca.gov go to Popular Links “City Council Agendas” and Subscribe to “RSS” ═══════════════════════════════════════════════════════════════

1. Call to Order

2. Pledge of Allegiance

3. Statements of Conflict

4. Items from the Public
Any member of the audience desiring to address the Council regarding a matter not on the agenda, please raise your hand or step to the podium, or if using the zoom app by pressing *9 on your cell phone at the time the item is announced by the Mayor. The public wishing to address the Council on items that do not appear on the agenda may do so; however, Council will take no action other than referring the item to staff for study and analysis and may place the item on a future agenda (Resolution 92-25)
In order that all interested parties have an opportunity to speak, any person addressing the Council will be limited to a maximum of five (5) minutes unless the Mayor grants a longer period of time (Resolution 92-25)
Please State Your Name and City for the Record.

5. Consent Calendar
All items are approved by a single action. Any item may be removed from the Consent Calendar for separate discussion upon request from a member of the Public, Staff and/or Councilmember.

5.1. Motion to Waive Readings - All Readings of Ordinances and Resolutions, Except by Title are hereby waived.

5.2. Approve Minutes of Special Meeting - September 24, 2024 (7:00 PM)

5.3. Approve Minutes of Special Meeting/Closed Session - October 1, 2024 (6:00 PM)

5.4. Approve Minutes of Regular Meeting - October 1, 2024 (7:00 PM)

5.5. Approve street closure and city sponsorship for Patterson Christmas Festival Events on Saturday, December 7, 2024 and request for support and City funding.

City of Patterson Page 3 Updated 10/10/2024 10:43 AM

5.6. Approve City Department Reports for the Month of September 2024 (Public Works, Community Development and Fire).

5.7. Approve City Commission Reports for the Month of September 2024 (Parks, Recreation & Beautification Commission).

6. Presentation
a. Acknowledgement & Presentation to Outgoing Patterson Police Chief Joshua Clayton (Mayor Clauzel)
b. Appointment & Oath of Office of New Patterson Police Chief Casey Hill (City Clerk Alegre)
Mayor Clauzel Calls for a Short 15 Minute Break
(Reception for Patterson Police Chiefs)

7. Public Hearing

7.1. Planning Department - Adopt the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to the City of Patterson 2010 General Plan EIR.

Staff Report: Community Development Director Stice
Mayor: Open/Close Public Hearing
Council: Motion to Adopt the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to the City of Patterson 2010 General Plan EIR.

7.2. Public Works Department - Adopt Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, the City’s Corporation Yard, Recreation Facilities, Parks, and Transportation Improvements.

Staff Report: Assistant City Manager Willett
Mayor: Open/Close Public Hearing
Council: Motion to Adopt Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, the City’s Corporation Yard, Recreation Facilities, Parks, and Transportation Improvements.

8. City Staff Reports
City of Patterson Page 4 Updated 10/10/2024 10:43 AM

8.1. City Attorney - Adopt Resolution No. 2024-55 of the City Council of the City of Patterson, approving the Agreement between the City of Patterson (“City”) and Stanislaus County Sheriff’s Department (“County”) for the provision of the law enforcement services within the City’s boundaries, effective from July 1, 2024, through June 30, 2029, and authorize the City Manager to execute the agreement and any necessary amendments.

Staff Report: City Attorney Nubia Goldstein
Council: Motion to Adopt Resolution No. 2024-55 of the City Council of the City of Patterson, approving the Agreement between the City of Patterson (“City”) and Stanislaus County Sheriff’s Department (“County”) for the provision of the law enforcement services within the City’s boundaries, effective from July 1, 2024, through June 30, 2029, and authorize the City Manager to execute the agreement and any necessary amendments.

9. City Council Reports
A. Appointment of Five (5) Members to the Senior Commission. Two members to Serve a 1-Year Term (2024-2025) Three (3) members to Serve a 2-Year Term (2024-2026).

9.A.1. Appointment of Five (5) Members to the Senior Commission. Two members to Serve a 1-Year Term 2024-26.

B. Councilmember Alves
. Stanislaus Homeless Alliance (Councilmember Roque alternate) . Stanislaus County Hazardous Waste Advisory Committee (Councilmember Farinha alternate)
C. Councilmember Romero
. Westside Health Care Task Force (Councilmember Alves alternate) D. Councilmember Farinha
. San Joaquin Valley Air Pollution Control District (Councilmember Romero alternate)
E. Mayor Pro Tem Roque
. (EDAC) Stanislaus County Economic Development Action Committee (Mayor Clauzel alternate)
. Workforce Development Board (Mayor Clauzel alternate) City of Patterson Page 5 Updated 10/10/2024 10:43 AM
F. Mayor Clauzel
. Stanislaus County Mayor's Meeting
. StanCOG (Mayor Pro Tem Roque alternate)
. League of California Cities (Councilmember Farinha 1st alternate, Councilmember Alves 2nd alternate)

10. Other Matters

11. Adjournment

DECLARATION OF POSTING
I, Aracely Alegre, City Clerk of the City of Patterson, California do hereby declare that the foregoing notice was posted on the Bulletin Board at City Hall, 1 Plaza, Patterson, California on October 10, 2024.

The Agenda is also posted for public view on the Bulletin Boards of the Hammon Senior Center, 1033 W. Las Palmas, Patterson, the Patterson Branch Library, 46 N. Salado Avenue, Patterson, and the City of Patterson City Web Site www.ci.patterson.ca.us Dated this 10th day of October 2024
/s/ Aracely Alegre, CMC
City of Patterson Page 1 Updated 9/26/2024 4:16 PM
City Of Patterson
Special Meeting Minutes
September 24, 2024
Interim City Manager
Fernando Ulloa
City Attorney
Nubia Goldstein
Deputy City Attorney
Douglas White www.ci.patterson.ca.us
Mayor
Michael Clauzel
City Council
Shivaugn Alves, District A
Jessica Romero, District B
Dominic Farinha, District C
Carlos Roque, District D
City Clerk
Aracely Alegre

1. Call to Order
Attendee Name Title Status Arrived
Michael Clauzel Mayor Present
Shivaugn Alves District A Absent
Jessica Romero District B Present
Dominic Farinha District C Present
Carlos Roque District D Present
The special meeting of the City Council of the City of Patterson was called to order in the City of Patterson, City Hall, City Council Chambers, 1 Plaza, Patterson at 7:01 p.m. by Mayor Clauzel.

City Staff Present:

City Manager Ulloa
City Attorney Goldstein
Assistant City Manager Willett
Fire Chief Frye
Finance Director Riedeman
Recreation & Community Services Director Weaver
Deputy City Clerk Mandujano
City Clerk Alegre

2. Pledge of Allegiance

3. Statements of Conflict
None.

5.2 Packet Pg. 6
Minutes Acceptance: Minutes of Sep 24, 2024 7:00 PM (Consent Calendar) City of Patterson Page 2 Updated 9/26/2024 4:16 PM
By consensus of the City Council, Item No. 9 (Other Matters) was moved to Item No. 5 to address school threats, presented by Police Chief Clayton.

4. Proclamation

4.1. Proclamation - National Hispanic Heritage Month (Mayor Clauzel) A performance was given by a Mexican folkloric dance group as part of the Hispanic Heritage Month celebration.

Mayor Clauzel presented the proclamation to the Patterson Promotoras.

5. Items from the Public
Mr. Gonzales, Patterson Resident - addressed City Council regarding recent police incident as well as Public Records such as budgets and city finances and expenses being available to the public and CFD and property bonds being managed by a third party.

Kandace Weyhrauch, Patterson Resident - Thanks to everyone that participated in Lobsterfest.

6. Consent Calendar
Item No. 6.9 was pulled by Councilmember Farinha for further discussion.

Mayor Clauzel moved to approve Item Nos. 6.1 through 6.8 The motion passes by a 4-0-1 roll call vote.

AYES: Romero, Farinha, Roque, Clauzel
NOES: None
ABSENT: Alves
Councilmember Farinha addressed the invoices submitted by the Patterson Joint Unified School District and the lack of payments.

Finance Director Riedeman addressed Councilmember Farinha's concerns.

Consent Calendar Item No. 6.9
Mayor Pro Tem Roque motioned to approve Consent Calendar Item No. 6.9. The motion was seconded by Councilmember Romero and approved by a 3-1-1 roll call vote.

AYES: Romero, Roque, Clauzel
NOES: Farinha
ABSENT: Alves

6.1. Motion to Waive Readings - All Readings of Ordinances and Resolutions, Except by Title are hereby waived.

6.2. Approve Minutes of Regular Meeting - August 20, 2024 (7:00 PM)

6.3. Approve Minutes of Regular Meeting - September 3, 2024 (7:00 PM)

6.4. City Clerk - Approve City Department Reports for the Month of August 2024 (Public Works, Fire and Community Development).

5.2 Packet Pg. 7
Minutes Acceptance: Minutes of Sep 24, 2024 7:00 PM (Consent Calendar) City of Patterson Page 3 Updated 9/26/2024 4:16 PM

6.5. City Clerk - Approve City Commission Reports for the Month of August 2024 (Parks Recreation & Beautification Commission).

6.6. Recreation and Community Services - Approve Street Closure for Patterson High School Homecoming Parade, Downtown on Friday, October 4, 2024.

6.7. Public Works Department - Approve Budget Adjustment of $50,000 to Address the Increased Cost of Biosolids Disposal and authorize staff to negotiate a contract with Synagro for the disposal of remaining biosolids at the WQCF.

6.8. Planning Department - Approve Resolution No. 2024-56 for concurrence and support of the Consolidated Annual Performance and Evaluation Report (CAPER) for Fiscal Year 2023-2024 prepared for the Stanislaus Urban County and Stanislaus HOME Consortium.

6.9. Finance - Adopt Resolution No. 2024-57 to Appropriate $64,440.56 for reimbursement to the Patterson Joint Unified School District for use of the Walnut Grove Community Gymnasium, and Authorize the Finance Department to make the necessary budget adjustments for Fiscal Year 2024/25.

7. City Staff Reports

7.1. City Attorney - Receive an update on the formation of the Senior Commission and adopt Resolution No. 2024-58, approving the allocation of remaining Senior Fund monies as recommended by the outgoing Senior Center Board of Directors.

City Attorney Goldstein Reviewed her staff report.

At 7:42 p.m. Mayor Clauzel opened the item to public comments. There were no comments.

Mayor Pro Tem Roque stated that he wants to make sure the senior citizens are being heard and that the monies are being allocated according to their wishes.

Councilmember Farinha motioned to Adopt Resolution No. 2024-58. The motion was seconded by Councilmember Romero and unanimously approved by a 4-0-1 roll call vote.

RESULT: APPROVED
MOVER: Farinha
SECONDER: Romero
AYES: Clauzel, Romero, Farinha, Roque
ABSENT: Alves

8. City Council Reports
A. Councilmember Alves
. Stanislaus Homeless Alliance (Councilmember Roque alternate)

5.2 Packet Pg. 8
Minutes Acceptance: Minutes of Sep 24, 2024 7:00 PM (Consent Calendar) City of Patterson Page 4 Updated 9/26/2024 4:16 PM
. Stanislaus County Hazardous Waste Advisory Committee (Councilmember Farinha alternate)
B. Councilmember Romero
Nothing to report.
. Westside Health Care Task Force (Councilmember Alves alternate) C. Councilmember Farinha
Nothing to report.
. San Joaquin Valley Air Pollution Control District (Councilmember Romero alternate)
D. Mayor Pro Tem Roque
. (EDAC) Stanislaus County Economic Development Action Committee (Mayor Clauzel alternate)
Upcoming meeting will be held October 2, 2024. Nothing to report at this time. . Workforce Development Board (Mayor Clauzel alternate) E. Mayor Clauzel
Nothing to report.
. Stanislaus County Mayor's Meeting
. StanCOG (Mayor Pro Tem Roque alternate)
. League of California Cities (Councilmember Farinha 1st alternate, Councilmember Alves 2nd alternate)

9. Other Matters
Item moved up to Item 5.

Police Chief Clayton addressed recent active shooter school threats.

10. Adjournment
There being no further business, the special meeting of the City Council of the City of Patterson of September, 24, 2024 was adjourned at 7:46 p.m.

Approved by the Patterson City Council on (pending approval).

5.2 Packet Pg. 9
Minutes Acceptance: Minutes of Sep 24, 2024 7:00 PM (Consent Calendar) City of Patterson Page 1 Updated 10/2/2024 11:06 AM
City Of Patterson
Special Meeting/Closed Session Minutes
October 1, 2024
Interim City Manager
Fernando Ulloa
City Attorney
Nubia Goldstein
Deputy City Attorney
Douglas White www.pattersonca.gov
Mayor
Michael Clauzel
City Council
Shivaugn Alves, District A
Jessica Romero, District B
Dominic Farinha, District C
Carlos Roque, District D
City Clerk
Aracely Alegre

1. Call to Order
Attendee Name Title Status Arrived
Michael Clauzel Mayor Present
Shivaugn Alves District A Absent
Jessica Romero District B Absent
Dominic Farinha District C Present
Carlos Roque District D Present
The special (Closed Session) meeting of the City Council of the City of Patterson was called ton order in the City of Patterson, City Council Chambers, 1 Plaza, Patterson at 6:00 p.m. by Mayor Clauzel.

City Staff Present:

City Manager Ulloa
City Attorney Goldstein
Human Resources Director Guillory-Jones
The City Council will adjourn to Closed Session to address the following:
a. Public Employment (Government Code section 54957) Title: Interim City Manager b. Public Employment (Government Code section 54957) Title: Police Chief

2. Statements of Conflict

5.3 Packet Pg. 10
Minutes Acceptance: Minutes of Oct 1, 2024 6:00 PM (Consent Calendar) City of Patterson Page 2 Updated 10/2/2024 11:06 AM
None.

3. Items from the Public
None.

4. Adjourn to Closed Session
At 6:01 p.m. there being no items from the public, the Patterson City Council adjourned to Closed Session.

5. Report from Closed Session (if any)
At 6:59 p.m. Mayor Clauzel announced that regarding Items No. 1a. and 1b. City Council provided direction to staff.

6. Adjournment
There being no further business, the special (Closed Session) meeting of the City Council of the City of Patterson of October 1, 2024 was adjourned at 6:59 p.m.

Approved by the Patterson City Council on (date pending).

5.3 Packet Pg. 11
Minutes Acceptance: Minutes of Oct 1, 2024 6:00 PM (Consent Calendar) City of Patterson Page 1 Updated 10/2/2024 12:57 PM
City Of Patterson
Regular Meeting Minutes
October 1, 2024
Interim City Manager
Fernando Ulloa
City Attorney
Nubia Goldstein
Deputy City Attorney
Douglas White www.pattersonca.gov
Mayor
Michael Clauzel
City Council
Shivaugn Alves, District A
Jessica Romero, District B
Dominic Farinha, District C
Carlos Roque, District D
City Clerk
Aracely Alegre

1. Call to Order
Attendee Name Title Status Arrived
Michael Clauzel Mayor Present
Shivaugn Alves District A Absent
Jessica Romero District B Absent
Dominic Farinha District C Present
Carlos Roque District D Present
The regular meeting of the City Council of the City of Patterson of October 1, 2024 was called to order in the City of Patterson at 7:00 p.m. by Mayor Clauzel.

City Staff Present:

City Manager Ulloa
City Attorney Goldstein
Assistant City Manager Willett
Human Resources Director Guillory-Jones
IT Manager Ford
Finance Director Riedeman
Recreation & Community Services Director Weaver
Police Chief Clayton
Fire Chief Frye

2. Pledge of Allegiance

3. Statements of Conflict
None.

4. Items from the Public

5.4 Packet Pg. 12
Minutes Acceptance: Minutes of Oct 1, 2024 7:00 PM (Consent Calendar) City of Patterson Page 2 Updated 10/2/2024 12:57 PM
There were no items from the public.

5. Consent Calendar
Councilmember Farinha motioned to approve Consent Calendar Items 5.1 through 5.3. The motion was seconded by Mayor Pro Tem Roque and unanimously approved by a 3-0-2 roll call vote.

RESULT: ADOPTED
MOVER: Farinha
SECONDER: Roque
AYES: Clauzel, Farinha, Roque
ABSENT: Alves, Romero

5.1. Motion to Waive Readings - All Readings of Ordinances and Resolutions, Except by Title are hereby waived.

5.2. Planning Department - Approve Second Reading and Adoption of Ordinance No. 876, Reading by Title Only, Waiving Further Reading, an Ordinance of the City Council of the City of Patterson, rezoning APN 131-014-005 107 N. 4th Street.

5.3. Recreation and Community Services - Approve Street Closure and Waiver of City Fees, for Community Health and Resource Fair Closure, Scheduled for October 5, 2024.

6. Public Hearing

6.1. City Attorney - Approve First Reading and Introduction of Ordinance No. 877 Reading by Title Only, Waiving Further Reading, an Ordinance of the City Council of the City of Patterson to approve an Amended and Restated Development Agreement for the “Cali Kosher” cannabis dispensary located at 520 Park Center Drive.

City Attorney Goldstein reviewed her report.

City Council addressed the following:
- Is this a 5 year contract?
- Will this come to council if the contract gets extended? At 7:09 p.m. Mayor Clauzel opened the item to public comments.

Zach Trivano, Cali Kosher - spoke in support of the item and in appreciation of staff for working with the Cali Kosher.

At 7:12 p.m. there being no further comments, Mayor Clauzel closed the Public Hearing.

Councilmember Farinha Motioned to Approve First Reading and Introduction of Ordinance No. 877 Reading by Title Only, Waiving Further Reading, an Ordinance of the City Council of the City of Patterson to approve an Amended and Restated Development Agreement for the “Cali Kosher” cannabis dispensary

5.4 Packet Pg. 13
Minutes Acceptance: Minutes of Oct 1, 2024 7:00 PM (Consent Calendar) City of Patterson Page 3 Updated 10/2/2024 12:57 PM
located at 520 Park Center Drive. The motion was seconded by Mayor Pro Tem Roque and approved by a 3-0-2 roll call vote.

RESULT: APPROVED
MOVER: Farinha
SECONDER: Roque
AYES: Clauzel, Farinha, Roque
ABSENT: Alves, Romero

7. City Council Reports
A. Councilmember Alves
. Stanislaus Homeless Alliance (Councilmember Roque alternate) . Stanislaus County Hazardous Waste Advisory Committee (Councilmember Farinha alternate)
B. Councilmember Romero
. Westside Health Care Task Force (Councilmember Alves alternate) C. Councilmember Farinha
Nothing to report.
. San Joaquin Valley Air Pollution Control District (Councilmember Romero alternate)
D. Mayor Pro Tem Roque
Nothing to report.
. (EDAC) Stanislaus County Economic Development Action Committee (Mayor Clauzel alternate)
. Workforce Development Board (Mayor Clauzel alternate) E. Mayor Clauzel
Nothing to report.
. Stanislaus County Mayor's Meeting
. StanCOG (Mayor Pro Tem Roque alternate)
. League of California Cities (Councilmember Farinha 1st alternate, Councilmember Alves 2nd alternate)

8. Other Matters
Councilmember Farinha reminded everyone to drive safe since it will start getting dark earlier.

5.4 Packet Pg. 14
Minutes Acceptance: Minutes of Oct 1, 2024 7:00 PM (Consent Calendar) City of Patterson Page 4 Updated 10/2/2024 12:57 PM
Mayor Clauzel addressed increase traffic enforcement due to speeding.

9. Adjournment
There being no further business, the regular meeting of the City Council of the City of Patterson of October 1, 2024 was adjourned at 7:16 p.m.

Approved by the Patterson City council on (date pending).

5.4 Packet Pg. 15
Minutes Acceptance: Minutes of Oct 1, 2024 7:00 PM (Consent Calendar) City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Ashley Weaver, Director of Recreation & Community Services MEETING DATE: October 15, 2024
ITEM NO: 5.5
SUBJECT: Approve street closure and city sponsorship for Patterson Christmas Festival Events on Saturday, December 7, 2024 and request for support and City funding.

RECOMMENDATION
Motion to Approve street closure and city sponsorship for Patterson Christmas Festival Events on Saturday, December 7, 2024 and request for support and City funding.

BACKGROUND
The Patterson-Westley Chamber of Commerce is hosting it's annual Christmas Festival on December 7, 2024. They are requesting support from the City for this event. A letter requesting a donation from the City to help cover the costs of awards, prizes, lighting, portable toilets and advertising and printing was submitted. Below are street closure details.

Saturday, December 7, 2024
8:00 am - 9:30 pm
Street Closures during Event:
· Las Palmas Ave., Between North and South Parks, from Hwy. 33 to Plaza · S. Salado from the alley to Plaza
· Plaza to the alley of North Del Puerto

5.5 Packet Pg. 16
· Plaza to the alley of North Third
· Plaza to the alley of North Salado
· Plaza to the alley of W. Las Palmas
· Plaza to the alley of South Third
· Plaza to the alley of South Salado
· S. Del Puerto to El Circulo
Street Closures for Parade:
· 9:00 am - 8:00 pm
· E Street at 9th to 7th Street - for Float Staging
Float Staging
· F Street to 5th St., 6th & 7th to E St. to 9th St.

Parade
· El Circulo at the intersection of F St., S. Del Puerto Ave. and 4th Street.

Please refer to the attached maps.

ANALYSIS
The Chamber of Commerce has complied with submitting the following information:

Applicants Responsibilities:
· Insurance and Endorsement - Pending Updated Certificate & Endorsement · Special Event Application - attached
· Site Street Closure Maps - attached
· No Parking Signs to Post
· Site Street Closure Notification (1 Week Prior)
City’s Responsibilities:
· Manage street closures including staff and barricades by Public Works Department · Move totters from North Park to South Park

5.5 Packet Pg. 17
· Assist with setting up Christmas trees in South Park
· Coordinate City staff and resources
· Prepare staff report

FISCAL IMPACT
Public Works:

Full Circle Closure/Parade Route:

Labor: $912.00 (4 Crew @ $114/hr x 2hrs)
($114/hr per person for any additional time spent working the event) Equipment: $771.50 Includes vehicles and barricade rental based on Safe T Lite rental estimate.

Delivery: $77.00 Barricade delivery/pick up charge.

Encroachment Permit: $169 Standard Permit
Total: $1,929.50
Full Circle Opening:

Labor: $912.00
Equipment: $52.00
Sub-Toal: $964.00
Open/Close Sub-Totals: $2,893.50
Other: $434.02 (15%) Administrative Fee
Total: $3,327.52
Recreation:

Application Fee: $100 Paid
Finance:

Vendor Fees (21 - 50 Vendors) $625
This is a community event hosted by the Patterson Westley Chamber of Commerce. The Christmas Festival has been a city co-sponsored event. In-kind support costs associated with the event are included in the annual budget, and are primarily related to staff time spent to host the event.

Applicant is requesting a donation of $4,000 from the City of Patterson. Funded through the City Promotion Event Fund Account - 100-120-6607.

5.5 Packet Pg. 18

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

5.5.a
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Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024) City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Aracely Alegre, City Clerk
MEETING DATE: October 15, 2024
ITEM NO: 5.6
SUBJECT: Approve City Department Reports for the Month of September 2024 (Public Works, Community Development and Fire).

RECOMMENDATION
Motion to Approve City Department Reports for the Month of September 2024 (Public Works, Community Development and Fire).

5.6 Packet Pg. 42
1 DEPARTMENT OF PUBLIC WORKS
“Public Works – Improving Your Quality of Life”

MONTHLY STAFF REPORT
September2024
Administration & Environmental Compliance Division
 The city has received SRF Loan funding for a city water meter system replacement project.

The project was awarded, and the Contractor (Flowline Inc.) has been replacing the meters.

Over 95% of the residential meters have been replaced and the Contractor is working on meters that are in the commercial areas. This project is scheduled for completion by December 2024. (Last update: September 2024).
 Staff have been working with Willdan Consulting and Advanced Mobility Group on updating several City facilities, Parks, Recreation facilities, and Traffic impact fees. The Public Hearing for this item is scheduled for October 15, 2024. (Last Update: September 2024).  Staff have been working with Finance to complete the Cost Allocation Plan (CAP) Update. The CAP summarizes a comprehensive analysis that has been completed for the city to determine the appropriate allocation of costs from central service departments to the operating departments. The primary objective is to allocate costs from departments that provide services internally to operating departments that conduct the day-to-day operations necessary to serve the community. This item is scheduled for Council review on August 20, 2024. (Updated: July 2024).
 The Garbage Rate Study is moving forward and is currently going through the Prop 218 Public noticing period as required. The Public Hearing to adopt new rates is scheduled for November 19, 2024. If adopted, the new five-year rate increases would be implemented January 1, 2025. (Update: July 2024).

Grants and Special Projects
 South Park Per Capita Grant: The contract has been awarded (Last Update: May 2024). The work is scheduled to begin once all materials have been received. Still waiting on contractor to mobilize.
 These are the main projects which Public Works and Engineering are focusing on. These projects include:
o Staff continue to work with Engineering to develop the City’s Track 1 Trash Implementation Plan to comply with the State’s Trash Policy requirements. The plan was submitted to the State in December 2018 and the City has 10 years from this date to complete the implementation of their full trash capture plan. Design funds were approved in the FY 19/20 budget. Proposals for design were received and a consultant agreement is currently in progress. The kickoff meeting was held, and the project is currently in progress. The city will be submitting their implementation plan and full trash capture device option(s) to the State. Once approved, staff will work on the next

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) 2 phases of this project which includes preliminary projects design/bid plans. The city will be exploring Prop 1 grant opportunities for this project. (No change). o Ward Avenue Sewer Lift Station Rehabilitation Project. Bids were received, all were significantly over budget. The council has rejected all bids. (Last update: June 2023). o Slurry Seal Project. The scope of the work is being determined and preliminary design is underway. This project will be ready to go out to bid in the summer so that work can be completed in the Fall. (Last update: March 2024).

Solid Waste Program
 The Community Recycling Day Event took place on September 7, 2024. The following are the results of the collection:
o 259 vehicles participated.
o HHW
 200 gal of oil (1600 lbs) we did bring the secondary container and didn’t need it.
 28 oil filters
 ~2500 lbs of latex
 500 lbs of car batteries
 350 lb of mix batteries
 450 lbs of PRM. Paint related material, that includes stains, adhesives, oil base paint and other flammable paint material.
 400 of reuse, items that were more than halfway full and are in good condition.
o Tires/Mattresses
 105 Tires
 30 Mattresses
o E-waste
 CRT: 964lbs
 Flat Panels: 2,340lbs
 Laptops: 657lbs
 E-Waste: 3,964lbs
 Printers: 946lbs
 Towers: 564lbs
o Paper
 1 ton of paper recycled
F.O.G (Fats, Oils, & Grease) Program
The city continues to conduct FOG inspections on a regular basis to ensure compliance.

Businesses that generate fats, oils, and grease are required to have grease interceptors/trap and perform on-going maintenance. The program continues to grow with additional businesses opening up. (Last Update: December 2023).

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) 3 Storm Water Pollution Prevention Program
 A new Phase II Stormwater Permit is in progress at the State level. Once it is adopted, it will be implemented. The city must comply with everything that is in the current permit. It is anticipated that the new permit will be implemented in 2024. Under this new permit, the school districts will be brought in and will be required to have their own stormwater programs. The new permit has not yet been released. (Last Update: October 2023).  The City awarded the design contract to Stantec Engineering for the design of the City’s trash capturing system. The System will consist of trash capturing devices and improvements at the Olive Avenue regional basin and Salado Creek. The kickoff meeting was held in September and the staff is collaborating with the consultant to identify options for this project. Once the project Cost Estimate is developed, the city will be submitting a stormwater grant application to the State Water Resources Control Board to seek funding assistance for this project. (Last updated: January 2024).

Water Division & Water Conservation Program
The State Water Resources Control Board has rescinded the mandatory conservation standards that have been in place since 2015. The reporting requirements and prohibitions on water waste will remain. The current prohibitions against wasteful water use practices include outdoor watering during or within 48 hours after a rain event; hosing down a sidewalk instead of using a broom or a brush; and overwatering a landscape to where water is running off onto the sidewalk or into the gutter.

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) 4 September 2024 Water Production
Well Production
2 0
4- NP 3,276,000
5 28,139,000
6 0
7 48,000
8 18,000,000
9 26,748,000
11 42,620,000
Keystone-NP 0
Floragold-NP 19,152,700
TOTAL 137,983,700

1. Number of Follow-ups: 44

2. Number of Warning/Violations: 6

3. Number of Penalties: 2

4. Water Service Connection Requests: 0

5. Water Service Connection Turnoffs: 0

6. Water Work Orders: 5- zero usage, 0-high usage, 5-new meter, 0-leak at meter and 0- meter change.

Committees & Commission
Parks & Recreation and Beautification Commission:
 A regular meeting was held on September 18, 2018, and the agenda and minutes are on the Council’s agenda for review. The next meeting is scheduled for October 16, 2024. (Last Update:

September 2024).
 Safety (JEMSAC) Committee: The committee holds regular meetings to go over Safety topics and policies. The next meeting is scheduled for October. (Last update: September 2024).  Traffic Safety Committee: The committee meets regularly or as needed to address any traffic complaints/concerns received. The last meeting was held on October 9, 2024. (Last Update:

September 2024).

Permits Issued
Encroachment Permits, Fire Hydrant Use Permits, Other Permits Issued by Public Works:
 Encroachment Permit = 7
 Fire Hydrant Use Permits = 2
(Last update: Oct 2024).

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) 5 Streets/Collections Division
Work Orders: Streets/Sidewalks = 18 Alleys/Garbage = 3 Collections =3 Seasonal Tasks:
 Storm drains maintenance.
 Repaired potholes throughout the city.
 Performed sewer maintenance.
 Performed sidewalk repairs.
(Last update: Oct 2024).

Electrical Division
Work Orders: Streetlights = 18
Seasonal Tasks this Month:
 Repaired streetlights throughout the city.
 Reviewed Electrical/SCADA plans for Engineering.
 Continued upgrades at the WQCF.
 Worked on Internet issues at the WQCF.
(Last Update: Oct 2024).

Urban Forestry Division
Work Orders: Urban Forestry: 78
Seasonal Tasks this Month:
 Performed tree maintenance.
 Addressed requests for service.
(Last update: Oct 2024).

Parks, Landscape & Building Maintenance Divisions
Park Reservations: All parks are currently closed to reservations and are on a first come first served basis.

Work Orders: Building Maintenance: 18 Parks: 20
Seasonal Tasks & Projects:
 Continued maintenance of all parks and easements.
 Focused on maintenance pruning in LMDs.
 Performed routine maintenance at City Hall.
 Planted 12 trees at Felipe Garza Park to celebrate Arbor Day on April 24,2024 (Last update: Oct 2024).

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) 6 Fleet Services Division
Number of PW equipment repaired/serviced: Number of PW equipment repaired/serviced:
53 Public Works, Recreation and Community Service vehicles and 4 Fire vehicles. (Last update:

Oct 2024).

Water Quality Control Facility (WQCF)

MONTHLY FLOWS AND AVERAGES – September 2024
APRIL 2024 INFLUENT SPOD* NPOD* AIPS

TOTAL FLOW,
MG/ month

54.990 28.421 22.615 4.101
AVG FLOW, MGD 1.774 .971 .730 .132
HIGH FLOW, MGD 1.901 1.039 .841 .152
LOW FLOW, MGD 1.678 .754 .671 .000
Total Capacity,
MGD

2.25 1.25 .800 .200
* SPOD- South Plant Oxidation Ditch (new) * NPOD- North Plant Oxidation Ditch (old) Alarms/Callouts:

Alarms = 207
Callouts = 5
Seasonal Tasks:

1. Prepare AIPS for flow.

2. Process control under adjustment for current weather conditions.

3. Continuing Annual PM work.

LABORATORY RESULTS
September 2024
Avg.

BOD5 TSS TDS pH EC NO3-N TKN TN-N Na Cal
Influent 250 160 * 7.06 * * * * * *
Effluent. 3.0 2.6 1200 7.18 2120 .32 1.9 2.2 230 350
* Not required
(Last update: Oct 2024)

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) Community Development Department
Monthly Report
September 2024
The following information is provided as an update regarding the Planning and Housing Division activities during the month of September 2024, as well as updates for previously approved projects.

Planning Commission Meetings
On September 26, 2024, the Planning Commission met to consider the following items:

1. Downtown Master Plan
A public hearing to consider the draft Patterson Downtown Master Plan and a related General Plan EIR Addendum. The Downtown Master Plan would establish new land-use planning themes, standards, and recommended future actions in support of Downtown Patterson. The Planning Commission recommended approval of the plan to the City Council with a 5-0 vote.

The next regularly scheduled meeting will be held on October 24, 2024 at 7:00 PM.

Master Plan Update
The Planning Commission reviewed the draft Downtown Master Plan (DMP) and has recommended approval to the City Council. The master plan is tentatively scheduled to be presented to the City Council at the October 15th meeting.

Downtown Plaza Circle String Lighting Project
Technical consultants provided city staff with a draft plan and budgetary estimates. City staff is completing an initial review of these documents and discussing methods to complete the work with city resources.

Status update for major projects approved during 2024
Architectural & Site Plan Reviews
- Apricot World Properties LLC retail building – A&SP #24-02 – Sperry Ave. & Haggerty Drive – Approved
- Garcia Mobile Food Court – A&SP #24-03, Conditional Use Permit #24-0 – Hwy 33 and W. Las Palmas Ave. – Approved

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) General Plan Amendments
- Delta Marketplace – GPA/Rezone #24-01, Planned Development #22-03, Tentative Parcel Map #22-03 – Sperry Ave. & Haggerty Drive – Approved - 107 N. 4th St. – GPA/Rezone #24-02 - Approved
A&SP Architectural & Site Plan Review TPM Tentative Parcel Maps CUP Conditional Use Permit TSM Vesting Tentative Maps
LLA Lot Line Adjustment P/A Prezone/Annexation
PD Planned Development ORD Zoning Ordinances/Amendments RZN General Plan Amendment/Rezone VAR Variance
Status update for projects approved in previous years
• Sperry Avenue Self Storage – A&SP #22-08, 425 Sperry Avenue – Building permit application submittal pending.
• Oak Harbor Freight – A&SP #22-09, CUP #23-02, S. Rogers Rd. – Building permit application submitted
• AT&T Wireless Tower – CUP #23-01, Community Center – Building permit application submitted
• Water Office Restaurant – A&SP #22-01, 22 N. Del Puerto Ave. – Construction underway • Southern Tire Mart, A&SP #21-09, CUP #21-10, 2275 Sperry Ave. – Building permit application pending approval
• Sun Valley Industries #2, A&SP #22-02, S. Rogers Road – Approved • Apricot Vet Clinic, A&SP #22-03, CUP #22-04, S. Rogers Road – Building permit issued • VOP Townhouses, A&SP #22-05, N. 1st St. & English Birch Ave. – Building permit application submittal pending
• Poppy Mini-Storage – CUP #22-07, A&SP #22-06 – Site improvements under construction

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) • VOP 2.1 LLC Lot 36 housing development, north of Olive Avenue, east of Sycamore, A&SP approved
• Popeye’s Restaurant, A&SP #21-07, CUP #21-07, north of Sperry Avenue, east of Park Center Drive, building permit approval pending
• S2A Modular, A&SP #20-01, CUP #20-04, TPM #20-01 – Site work underway • Nucleus Homeopathics, Inc., A&SP #20-02, CUP #20-05, 240 Park Center Drive – Building permit application pending approval
• Arambel Business Park Warehouse, A&SP #19-02, Rogers Road – Building permit issued • Harvest Samoan Assembly of God Church, A&SP #19-05, CUP #19-05, 415 N. 1st St. – Nearing completion
• Safavieh Distribution Center (McShane Companies) A&SP 07-04 (Phase 3) – Site work underway
Major Subdivisions
Villages of Patterson
• Villages of Patterson Apartments, A&SP #18-02, Olive Avenue – Submitted building permit • Self Help Enterprises single family units – second phase under construction • Patterson Ranch – nearing completion
• Clayton Shire – nearing completion
• Camden Shire – nearing completion
• Sycamore Ranch I – site work underway
• Sycamore Ranch II – TM approved, pending Final Map submittal • Triplexes – construction underway
Baldwin Ranch North – Backbone infrastructure nearing completion, construction underway Housing Projects and Programs
• CDBG: Washburn street/sidewalk project plans in review. • HOME: City Staff continues to work with First-time Homebuyer Applicants seeking loan approvals.

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) The following events, incidents, and other items were conducted at the Fire Department and/or by Fire Department personnel from Sept 1-Sept 30, 2024
• Fire Prevention:
o 5 Business Inspections Completed
 Engine Company Inspections
• September Monthly Station Response Summary by Station and Shift Report Date Range: September 1 - September 30, 2024
Fire
100
Rupture/
Explosion
200
EMS/
Rescue
300
Hazardous
Condition
400
Service
Call
500
Good
Intent
600
False
Call
700
Severe
Weather
800
Other
900
Shift
Totals
Station 51
Shift A 2 0 18 0 1 4 2 0 0 27
Shift B 1 0 21 1 3 1 0 0 0 27
Shift C 0 0 19 0 1 2 2 0 0 24
Total 3 0 58 1 5 7 4 0 0 78
Station 52
Shift A 0 0 14 0 0 3 0 0 0 17
Shift B 1 0 11 1 2 1 2 0 0 18
Shift C 0 0 7 0 1 0 3 0 0 11
Total 1 0 32 1 3 4 5 0 0 46
Department
Totals
4 0 90 2 8 11 9 0 0 124
City of Patterson
Fire Department
344 West Las Palmas Avenue
Patterson, California 95363
Main: (209) 895-8130
Fax: (209) 895-8139

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) Month Fire
100
Rupture/
Explosion
200
EMS/
Rescue
300
Hazardous
Condition
400
Service
Call
500
Good
Intent
600
False
Call
700
Severe
Weather
800
Other
900
Shift
Totals
May-24 6 0 122 8 13 16 6 0 2 173
Jun-24 11 0 101 6 12 16 7 0 0 153
Jul-24 4 0 90 2 8 11 9 0 0 124
Sep-24 4 0 90 2 8 11 9 0 0 124
Oct-24 0
Nov-24 0
Dec-24 0
TOTAL 25 0 403 18 41 54 31 0 2 574
• Response Times Averages
Report Date Range: September 1 - September 30, 2024
Incident Type Total
0-5
Min
Call
%
5-7
min
Call
%
7-10
min
Call
%
10+
min Call %
1 Fire 1 1 100%
11 Structure Fire 1 1 100%
111. Building Fire 1 1 100%
111A Building Fire Residential 1 1 100%
111D Potential Build Fire residential 1 1 100%
111E Potential Building Fire Commercial 1 1 100%
150 Outside Rubbish Fire, Other 1 1 100%
151 Outside Rubbish, Trash, or waste Fire 1 1 100%

3. Rescue & Emergency Medical 2 2 100%
311. Medical Assist, EMS 33 16 48% 15 45% 1 3% 1 3%
320 Emergency Medical other 1 1 100%
321. EMS call 45 29 64% 13 29% 2 4% 1 2%
3210. EMS canceled upon arrival 3 2 67% 1 33%
321H EMS call-Homeless Population 4 4 100%
322 Vehicle accident with injuries 3 2 67% 1 33%
323 Motor Vehicle/Pedestrian accident 1 1 100%
324. Motor Vehicle accident no injuries 2 2 100%
331 Lock-in 1 1 100%
412. gass leak (natural gas or LPG) 2 1 50% 1 50%

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) 510. Person in distress, other 4 2 50% 2 50%
520. Water problem, other 2 2 100%
553 Public Service 1 1 100%
554. Assist invalid 1 1 ####
611. Dispatched & canceled en-route 7 7 100%
611E. EMS: Dispatched & canceled 4 4 100%
651. Smoke scare, odor of smoke 2 1 50% 1 50%
710 Malicious, mischievous false call 1 1 100%
715 Local Alarm System, Malicious false 3 2 67% 1 33%
731 Speinkler activation due to
Malfunctions 1 1 100%
733 smoke detector activation 1 1 100%
734 Heat detector activation 1 1 100%
735 Alarm system sounded due to
malfunction 1 1 100%
745. Alarm system sounded, no fire 1 1 100%
Totals 135 82 41% 41 39% 6 12% 6 8%
Reaction Time Summary:

Station 51
Shift A 1:23
Shift B 1:20
Shift C 1:29
Average Station Reaction Time 1:24
Station 52
Shift A 1:12
Shift B 1:08
Shift C 0:00
Average Station Reaction Time 0:46
Department Average Reaction Time: (HH:MM:SS)
1:05

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Attachment: Monthly Report Sept 2024 (Monthly Department Reports) City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Aracely Alegre, City Clerk
MEETING DATE: October 15, 2024
ITEM NO: 5.7
SUBJECT: Approve City Commission Reports for the Month of September 2024 (Parks, Recreation & Beautification Commission).

RECOMMENDATION
Motion to Approve City Commission Reports for the Month of September 2024 (Parks, Recreation & Beautification Commission).

5.7 Packet Pg. 55
September 2024
Parks, Recreation & Beautification
Commission
Monthly Report
The following information is provided as an update regarding the Parks, Recreation & Beautification Commission meeting activities during the month of February and updates for previously approved projects.

Parks, Recreation & Beautification Commission meetings are held on the 3rd Wednesday of every month at 5:00 pm in the City Hall Council Chambers. 5-Member Commission
Chair Adolfo Virgen Term: May 2024-2026
Vice-Chair Kandace Weyhrauch Term: May 2023-2025
Commissioner Joanne Marci Term: May 2024-2026
Commissioner Martha Blanco Term: May 2023-2025
Commissioner Oscar Roman Term: May 2023-2025
Parks & Recreation & Beautification Commission Meeting:

The regular meeting scheduled for September 18, 2024 was held in person at 5:00 p.m.

The agenda items are listed below.

1. Parks, Recreation and Beautification Award

2. Wall Mural Project

3. Exploration of 2nd Mural Project

4. Dog Park Maintenance Update

5. Save Del Puerto Canyon Project
Agendas & Minutes can be located on the city website under the agenda center.

The next regular meeting will be scheduled for October 16, 2024.The meeting will be held in person in the City Council Chambers.

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Attachment: PRCB Monthly Report - Sep 24 (City Commission Reports) City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Bryan Stice, Community Development Director
MEETING DATE: October 15, 2024
ITEM NO: 7.1
SUBJECT: Adopt the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to the City of Patterson 2010 General Plan EIR.

RECOMMENDATION
Motion to Adopt the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to the City of Patterson 2010 General Plan EIR.

BACKGROUND
In 2015, the City of Patterson adopted the Downtown Patterson Revitalization Visioning Report (April 28, 2015) to guide the City on future growth and improvements within the downtown area as described captured by the report’s official vision statement:

Downtown Patterson should be the hub of community activities and social gatherings and express Patterson’s strong community spirit. It should attract residents from all parts of Patterson and visitors from elsewhere to enjoy a variety of restaurants, cafés, entertainment, retail stores, and services during the daytime, evenings, and weekends. To facilitate this vision, the downtown should be improved with wider sidewalks, sidewalk café seating, street trees, architectural facade improvements, and attractive lighting to support evening activity. Downtown streets should be safe and comfortable for people walking, riding bicycles, and driving cars. The downtown parks should be a source of civic pride and have infrastructure for hosting a variety of events.

This visioning report served as a prerequisite, and called for, the master planning of the

7.1 Packet Pg. 57
downtown to guide future public and private development projects therein.

During a public hearing held on September 26, 2024, the Planning Commission voted unanimously to recommend that the City Council adopt the Downtown Master Plan and the related EIR Addendum (discussed below).

ANALYSIS
As drafted, the 2024 Downtown Master Plan expands upon the prior visioning report with an updated Downtown Vision Statement, declaring:

Downtown Patterson will be a focal point of activity that attracts residents and visitors to enjoy its many amenities and its unique, historic small-town feel. A wide variety of entertainment, shopping, recreational, and dining opportunities will enliven the Downtown with people of all ages and backgrounds. Downtown will be a family-friendly, pedestrian-oriented district with safe, walkable, and attractive streets and vibrant public places. Ample recreational and park amenities will provide appealing options to gather, play, relax, dine, and attend events.

Purpose
This Patterson Downtown Master Plan (Master Plan) seeks to address the evolving challenges to downtown by enhancing the sense of place to create a unique destination that is attractive for residents, visitors, and businesses.

The Master Plan is a companion document to complement the General Plan, Municipal Code, and Community Downtown Design Guidelines, and it builds upon these existing documents.

The Master Plan has been prepared to establish an achievable vision, shape future development, and implement an action plan for the City of Patterson. The Master Plan provides a framework with which to inspire future private development and public improvements based on Patterson’s community values and vision; expand the local economy; house new residents of all income levels; create community gathering and recreational places; and address relationships between land use, transportation, and the environment.

Master Plan Area
The Master Plan area, also referred to herein as the Downtown, is in the heart of Patterson. It covers 63.6 acres and includes residential housing, numerous businesses and services, and important cultural and civic uses. Much of the Downtown area is framed by a distinctive “circle and spoke” street pattern with El Centro Park and the Historical Museum at its core. Roadway “spokes” radiate out from the core, and there is an inner-ring roadway (Plaza Circle), a middle ring alleyway network, and an outer ring roadway (El Circulo Avenue). There are also alley “spokes” connecting the circular ring of alleyways with El Circulo Avenue.

The Downtown area boundaries are somewhat irregular. To the northwest, the Downtown area

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extends to parcels adjacent to North El Circulo Avenue and West Las Palmas Avenue. To the northeast, the Downtown area is bounded by South 2nd Street / Highway 33 northwest of East Las Palmas Avenue, and by South 1st Street southeast of East Las Palmas Avenue. To the southeast, E Street serves as the Downtown area boundary. An irregular southwestern boundary travels along North 6th Street, F Street, and South 5th Street.

Community Engagement Process
This project included an extensive outreach process with multiple opportunities for community engagement including stakeholder meetings, an online survey, and community study sessions led by the Downtown Revitalization Committee, Planning Commission, and the City Council.

Key Downtown Master Plan Contents
The Master Plan contains several land-use and design concepts, illustrations, principles, illustrative vignettes, development standards and an implementation action plan. Background information, public outreach responses, and a market opportunity report comprise the master plan appendices section. Once adopted, future developments would be reviewed for consistency with the vision, concepts, and standards outlined within the Downtown Master Plan.

ENVIRONMENTAL REVIEW
Previous Environmental Review
On November 30, 2010, the City Council adopted Resolution No. 2010-84 which certified the Final Environmental Impact Report (FEIR) for the Patterson General Plan. A Notice of Determination was filed with the County Clerk on December 1, 2010.

EIR Addendum
In accordance with Section 15164 of the CEQA Guidelines, the City of Patterson City Council has determined that this addendum to the Final General Plan EIR (SCH# 2010022035) is necessary to document “minor technical changes or additions” that have occurred in the project description since the General Plan EIR was originally prepared.

RECOMMENDATION
Staff’s recommendation is that the City Council should:

1. Conduct a public hearing and allow members of the public to testify;

2. Consider the issues discussed in this report; and,

3. Adopt the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to the City of Patterson 2010 General Plan EIR.

ATTACHMENTS
Addendum to Final Environmental Impact Report (FEIR) For: Patterson Downtown Master Plan

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City of Patterson 2024 Draft Downtown Master Plan.

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Addendum to Final Environmental Impact Report (FEIR)
For: Patterson Downtown Master Plan

1. Project Title:

Patterson Downtown Master Plan

2. Lead Agency Name and Address:

City of Patterson Planning Division
1 Plaza, P.O. Box 667
Patterson, CA 95363

3. Contact Person and Phone Number:

Bryan Stice, Planning & Community Development Director
(209) 895-8074

4. Project Location:

Downtown Patterson as shown in Exhibit A – generally south of “I” Street on the north, S. 6th Street on the west, “E” Street on the south, and S. 1st Street on the east.

5. Project Sponsor’s Name and Address:

Bryan Stice, Planning & Community Development Director
1 Plaza, P.O. Box 667
Patterson, CA 95363

6. Proposed General Plan Designations:

Downtown Core, Light Industrial, Public/Quasi Public, Parks/Open Space

7. Proposed Zoning Districts:

Downtown Core, Light Industrial, Public/Quasi Public, Parks/Open Space

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Attachment: Patterson Addendum.9.6.24 (City Council adoption of the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to Final Patterson General Plan EIR (SCH# 2010022035) For Patterson Downtown Master Plan

8. Description of the Project:

The Patterson Downtown Master Plan (Master Plan) documents current retail trends that affect and influence the types of businesses and land uses in the downtown and strategies to enhance the sense of place to create a unique destination that is attractive for residents, visitors, and businesses. The Master Plan is a companion document to complement the General Plan, Municipal Code, and Community Downtown Design Guidelines, and it builds upon these existing documents. The Master Plan has been prepared to establish an achievable vision, shape future development, and implement an action plan for the City of Patterson. The Master Plan outlines future actions to accomplish the following:
• Provide a framework with which to inspire future private development and public improvements based on Patterson’s community values and vision;
• Expand the local economy;
• House residents of all income levels;
• Create community gathering and recreational places; and • Address relationships between land use, transportation, and the environment.

The Land Use Element presents policies and implementation measures to revitalize Downtown Patterson as the “civic, cultural, financial, and entertainment center of the City.” As non-regulatory City document, the Master Plan has been crafted to further this vision and support the General Plan’s policies.

9. Project Requested:

The project is the adoption of the Downtown Master Plan. The review of the project includes acceptance of the previously approved Final General Plan EIR, as amended by this Addendum.

10. Surrounding Land Uses and Settings:

The Master Plan area is the Downtown Core which covers 63.6 acres and includes residential housing, numerous businesses and services, and important cultural and civic uses.

11. Other public agencies whose approval is required (e.g. permits, financing approval, or participation agreement):

None

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Attachment: Patterson Addendum.9.6.24 (City Council adoption of the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to Final Patterson General Plan EIR (SCH# 2010022035) For Patterson Downtown Master Plan

12. Previous Environmental Review
On November 30, 2010, the City Council adopted Resolution No. 2010-84 which certified the Final Environmental Impact Report (FEIR) for the Patterson General Plan. A Notice of Determination was filed with the County Clerk on December 1, 2010.

Section 15164 of the CEQA Guidelines allows a lead agency to prepare an addendum to a previously adopted EIR for a project if only “minor technical changes or additions” will be created that do not result in new significant impacts on the environment since the EIR was originally prepared. Section 15162 of the CEQA Guidelines describes the conditions requiring the need for either a Mitigated Negative Declaration or a Subsequent EIR which are:
(1) Substantial changes are proposed in the project which will require major revisions of the previous EIR due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects;
(2) Substantial changes occur with respect to the circumstances under which the project is undertaken which will require major revisions of the previous EIR due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; or
(3) New information of substantial importance, which was not known and could not have been known with the exercise of reasonable diligence at the time the previous EIR was certified, shows any of the following:
(A) The project will have one or more significant effects not discussed in the previous EIR;
(B) Significant effects previously examined will be substantially more severe than shown in the previous EIR;
(C) Mitigation measures or alternatives previously found not to be feasible would in fact be feasible, and would substantially reduce one or more significant effects of the project, but the project proponents decline to adopt the mitigation measure or alternative; or
(D) Mitigation measures or alternatives which are considerably different from those analyzed in the previous EIR would substantially reduce one or more significant effects on the environment, but the project proponents decline to adopt the mitigation measure or alternative

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In addition, Section 15262 of the CEQA Guidelines, Feasibility and Planning Studies, cites that a project which involves only feasibility or planning studies for possible future actions which the City has not approved, adopted, or funded does not require the preparation of an EIR or Negative Declaration but does require consideration of environmental factors.

ENVIRONMENTAL FACTORS POTENTIALLY AFFECTED:

The Downtown Master Plan has been designed to be consistent with the General Plan and builds on the goals and policies of that document. Therefore, the Master Plan does not raise any new environmental issues beyond those already addressed in the General Plan EIR.

The following discussion analyzes specific issue area topics that are included in the General Plan EIR and reinforces how the two plans are consistent with one another. References are made to relevant questions for relevant issue areas that may be impacted in a downtown setting from the Environmental Checklist in the CEQA Guidelines.

1. Aesthetics
The Environmental Checklist in the CEQA Guidelines asks the following questions regarding Aesthetic factors in evaluating potential project impacts:

Would the project:
a) Have a substantial adverse effect on a scenic vista? b) Substantially damage scenic resources – such as historic buildings in the context of a downtown setting?
d) Create a new source of substantial light or glare which would adversely affect day or nighttime views in the area?
Downtown Patterson has a varied mix of uses within a development pattern that is formed by a unique street grid in a circle and spoke pattern similar to Washington D.C. and Paris. The downtown includes a variety of important civic buildings including city hall, public library, post office, and police and fire departments. Several of the buildings date back to the early part of the 20th century including the Carnegie Library built in 1921, and the Center Building built in 1910 that occupies the center of Circle Plaza and was formerly the Patterson Ranch Company Office, which all add to the pleasing aesthetics, interest, and historical character of downtown.

The focus of the aesthetics analysis in the General Plan EIR was on how new development in outlying areas of the city would impact scenic vistas from Interstate 5 and affect scenic qualities on the area over time. However, several relevant policies were highlighted in the EIR that relate to aesthetics

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in the downtown that are pertinent to the Downtown Master Plan and are listed below:

CD-1.6 Scenic palm-lined corridor. The City shall create and maintain a continuous scenic corridor lined with palm trees extending along East Las Palmas Avenue from near the San Joaquin River west along Las Palmas Avenue through downtown to its planned intersection with Sperry Avenue, and then west along Sperry Avenue to Interstate 5.

Analysis: Section 4.3.3, Landscaping, of the Master Plan includes the following reference to palm trees reinforcing Policy CD-1.6:

6. Palm trees are recommended along Las Palmas and Plaza Circle to accentuate this central roadway as the main downtown arterial.

CD-2.1 Downtown character. The City shall promote the development of a well-defined, pedestrian-oriented downtown by preserving and enhancing the existing downtown. The downtown shall include commercial, civic, residential, cultural, and recreational uses, and shall serve all segments of the community. The commercial/civic core of downtown shall be defined as the existing downtown area, focused on the circle.

Analysis: The Downtown Master Plan is consistent with this policy as it describes much of the focus and content of the document to preserve and enhance downtown’s land uses and integrity.

CD-4.1 Street trees. The City shall endeavor to protect the urban forest created by mature trees in existing developed areas and in newly developing areas.

Analysis: Section 4.3.3, Landscaping - Trees, of the Master Plan includes guidance on tree planting to protect the urban forest.

Conclusion: As demonstrated by the analysis of specific policies highlighted within the General Plan EIR, the Master Plan is consistent with and further builds on these planning principles. In addition, Section 3.2, Building Form Concepts, of the Master Plan guides new development to include articulation, quality materials, and attention to facade details to create new structures that add to the character and scale of existing buildings. Therefore, the Master Plan does not have an adverse impact on scenic vistas or scenic resources but rather helps protect the aesthetics and quality of development in the downtown. In addition, Section 4.3.2, Lighting, of the Master Plan provides guidance on appropriate styles of lighting that illuminate areas for nighttime activities and security but not create glare.

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Therefore, the Master Plan does not have an adverse impact on creating new sources of substantial light or glare.

2. Cultural Resources
The Environmental Checklist in the CEQA Guidelines asks the following questions regarding Cultural Resource factors in evaluating potential project impacts:

Would the project:
a) Cause a substantial adverse change in the significance of a historical resource per Section 15064.5?
One of the main tenets of the Master Plan is to maintain the small-town, historic character unique to Patterson while also allowing incremental change that complements the existing downtown environment. The Cultural Resources section of the General Plan EIR includes Figure 5.15 which notes certain buildings and plaza areas that are part of the Downtown Historic District. The boundary of the existing historic district is located within the Downtown Master Plan Boundary.

The General Plan EIR includes the following policies that relate to the protection and preservation of the City’s historic resources:

PR-4.1 Protection of significant structures. The City shall set as a high priority the protection and enhancement of Patterson’s historically and architecturally significant buildings.

PR-4.2 Historic district. The City shall maintain a historic district in the downtown area and along East Las Palmas Avenue and develop standards for the preservation and rehabilitation of historic structures and compatible infill development. New development near designated historic landmark structures and sites shall be designed to be compatible with the character of the designated historic resource.

PR-4.3 Registration of historic structures. The City shall work with property owners in seeking registration of historical structures and sites as State Historic Landmarks or listing on the National Register of Historic Sites.

PR-4.4 Support for private historic preservation. The City shall support the efforts of property owners to preserve and renovate historic and architecturally significant structures. Where such buildings cannot be preserved intact, the City shall seek to preserve the building facades.

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PR-4.5 Demolition. The City shall consider demolition of historic resources as a last resort, to be permitted only if the following findings are made:
rehabilitation and/or relocation are not feasible; the demolition of the resource is necessary to protect the health and safety of the public; or the public benefits of demolition outweigh the cost of preserving the resource. In all instances, the City shall gather and report input from the public prior to preparing a recommendation (for or against demolition) to decision-makers.

PR-4.6 Agricultural heritage museum. The City shall explore the possibility of establishing a living history center or museum to focus on Patterson’s agricultural heritage.

PR-4.7 Patterson Historical Society. The City shall support the efforts of the Patterson Township Historical Society to keep the Center Building Historical Museum open and accessible to the public.

Conclusion: The number and quality of historic resources in the downtown are of intrinsic value to creating a focal point for the community and elevating the charm and character of the City’s downtown. Section 1.3 of the Downtown Master Plan documents the importance of the historic resources to the beauty, heritage, and popularity of the downtown. References are made throughout the document to the maintenance of the downtown’s historic atmosphere and its small-town character through the selection of improvements such as hardscape materials, lighting, landscaping, signage, and public art. Additionally, the Master Plan identifies potential opportunities to enhance the City’s agricultural history, such as Opportunity Site D in Section 3.3. In conclusion, the adoption of the Downtown Master Plan is consistent with noted General Plan policies and is another tool to enhance the historic interest and character of the downtown. Therefore, the Master Plan would result in a positive impact to the protection of historic resources and will not result in a substantial adverse change in the significance of any specific historical resource.

3. Land Use & Planning
The Environmental Checklist in the CEQA Guidelines asks the following question regarding Land Use & Planning factors in evaluating potential project impacts:

Would the project:
b) Cause a significant environmental impact due to a conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental impact?
Goal LU-4 of the Land Use Element presents policies and implementation measures to revitalize Downtown Patterson as the “civic, cultural, financial, and entertainment center of the City.” In addition, Policy LU-1.1 states:

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LU-1.11 Protect the downtown. The City shall promote growth that complements, and does not adversely compete with, the downtown.

As a non-regulatory document, the Master Plan has been crafted to further this vision and support the General Plan’s policies. Section 3.1.1 includes a list of proposed zoning and land use regulations that provides for a variety of retail, service, and other commercial uses as well as encouraging new housing opportunities. The goals of this mix of uses are to provide a shopping and gathering place downtown and to create a vibrant place to both live and work. In addition, three zone changes are proposed as implementation measures of the Downtown Master Plan in terms of achieving the desired mix of land uses in the downtown.

A zone change is proposed for approximately 8.6 acres of land south of East Las Palmas Avenue and east of South Second Street (Highway 33) and west of South First Street from Heavy Industrial to Light Industrial. The Master Plan notes that these zone changes will be a positive improvement as they provide a mix of land uses that can allow for larger businesses and additional uses which are envisioned to draw in visitors and residents to Downtown Patterson which can increase pedestrian activity and increase safety to better activate this underutilized area.

Another proposed zone change includes rezoning 2.4 acres of General Commercial to Downtown Core. This small area along Highway 33 is contained with the Downtown Master Plan Boundary and immediately adjacent to General Commercial. The benefit of this zone change is that it provides the opportunity to provide additional residential units in the downtown. The last minor zone change is to rezone 0.3 acres of Downtown Commercial to Public/Quasi Public which is more consistent with its intended purpose to accommodate a City public safety center.

The land use analysis included in the General Plan EIR focused on mitigating impacts related to development of agricultural lands on the edge of the city limits. The Master Plan is consistent with Policy NR-2.2 in the General Plan EIR that encourages compact development through infill development within existing urbanized areas of the city to minimize pressure to convert agricultural lands to urban uses. Policy NR-2.2 is consistent with adopted Policy LU-1.7 which gives first priority to the development of vacant or underutilized areas within the current City limits which would include the downtown.

In the General Plan EIR, there is reference to the Patterson Redevelopment Agency and their efforts to address blighted conditions downtown. It notes that substantial progress was made by the agency from 2000-2010 to address blight in the downtown. Considering the State of California eliminated

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redevelopment agencies back in 2012, the Master Plan is another tool for the City to use to continue efforts to improve and enhance conditions in the downtown.

Conclusion: Adoption of the Master Plan results in a positive environmental impact as it reinforces existing policies previously analyzed in the General Plan EIR to improve and beautify downtown. Therefore, the project does not cause a significant environmental impact due to a conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental impact.

4. Population & Housing
The Environmental Checklist in the CEQA Guidelines asks the following question regarding Population & Housing factors in evaluating potential project impacts:

Would the project:
a) Induce substantial unplanned population growth in an area, either directly or indirectly
Section 3.1.1 of the Master Plan includes the following summary of residential uses in the downtown core:
“Residential homes are necessary to support growth and revitalization of Downtown and encourage residents who can easily walk to places to shop, eat, play, and run daily errands. A variety of homes are allowed in Downtown – everything from residences above commercial uses, duplexes to live/work units, and apartments. An important part of the Downtown vision is the inclusion of a variety of residential types.

The provision of additional market rate, workforce, and affordable housing units will provide a solid customer base for Downtown businesses and amenities and encourage more daytime and nighttime activity. Homes may be constructed as standalone buildings or may be located on the second story above a retail business or office.” A market study for the Master Plan was prepared by the Natelson Dale Group. The study found that the population in Patterson is expected to grow and new multiple-family housing developments in the downtown can be a strong market for enticing development and help to support future retail and restaurant uses. The opportunities for housing in the downtown support the vision of the Master Plan to create compatible land uses and a vibrant 24/7 community.

The General Plan EIR discussed the need for more housing opportunities in Patterson based to a significant degree on many Bay Area workers desiring

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to find more affordable housing opportunities in Central Valley communities.

The EIR identified several large-scale development projects that could help fulfill the need for additional housing units for projected population increases.

The current Zoning Regulations allow for residential uses in the Downtown Core (DC) Zone with approval of a Conditional Use Permit (CUP). Proposed changes to the DC zone would still allow for a range of different housing types as discussed in the cited summary from the Master Plan above but would allow for a streamlined review of proposed new projects though and Administrative Review rather than a CUP process. Individual residential projects would be individually evaluated for potential environmental impacts, and based on that evaluation, the City would determine the appropriate level of CEQA review.

Conclusion: Adoption of the Master Plan would not induce substantial unplanned growth in the downtown since residential uses are currently allowed uses in the Downtown Core Zone and proposed zoning amendments would result in a more streamlined review but would still require compliance with City standards as an Administrative Review process.

5. Transportation
The Environmental Checklist in the CEQA Guidelines asks the following questions regarding Transportation factors in evaluating potential project impacts:
a) Conflict with a program, plan, ordinance or policy addressing the circulation system, including transit, roadway, bicycle and pedestrian facilities?
One of the city’s most defining characteristics is the unique and distinctive “circle and spoke” street pattern in the downtown core with El Centro Park and the Historical Museum at its core. Roadway “spokes” radiate out from the core, and there is an inner-ring roadway (Plaza Circle), a middle-ring alleyway network, and an outer ring roadway (El Circulo Avenue). There are also alley “spokes” connecting the circular ring with El Circulo Avenue and this pattern of circulation allows for roadway modification opportunities and the potential for varying traffic patterns to occur.

The Downtown Master Plan includes Chapter 5, Circulation, which identifies suggested improvements to existing bicycle and pedestrian mobility in a manner that fulfills the goals and vision of the General Plan and Transportation Infrastructure Master Plan and responds to community feedback. These improvements are recommendations, but not mandatory projects, that are focused on creating pedestrian friendly streets, providing additional bike lanes and racks, narrowing vehicle lanes in certain locations to improve pedestrian safety, and improving alleyways to be more inviting. In

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addition, the Master Plan includes recommendations for potential changes and improvements to downtown parking. In addition, the Master Plan provides for additional residential uses in the downtown, which is anticipated to reduce the amount of traffic in the area.

The General Plan EIR includes the following policies that relate to highlighted circulation concepts in the Downtown Master Plan:

T-6.3 Parking lots in the downtown. In the downtown, the amount of street frontage devoted to parking lots should be minimized, particularly along Las Palmas and Ward Avenue and around the Plaza.

T-6.4 Public parking in the downtown. The City shall investigate the purchase of vacant parcels within El Circulo for the development of public parking lots.

T-7.1 Safe pedestrian and bike pathways. The City shall create and maintain a safe and convenient system of pedestrian and bicycle pathways that encourages walking and bicycling as an alternative to driving. New development shall be required to pay its share of the costs for development of this pathway system.

T-7.3 Bike routes. The City shall establish a safe and convenient network of identified bicycle routes connecting new residential areas by the shortest possible routes with recreation, shopping, and employment areas within the city. The City shall cooperate with surrounding jurisdictions in designing and implementing an area-wide bikeway system.

T-7.4 Separation of bike routes from motor vehicles. Bicycle routes shall emphasize paths separated from vehicle traffic (Class I) to the maximum extent possible but shall also include bicycle lanes within public streets (Class II and III). The City shall limit on-street bicycle routes to those streets where the available roadway width and traffic volumes permit safe coexistence of bicycle and motor vehicle traffic.

Conclusion: The types of Transportation improvements recommended in the Downtown Master Plan are consistent with the cited policies included in the General Plan EIR. Therefore, the adoption of the Master Plan does not conflict with a program, plan, ordinance or policy addressing the circulation system, including transit, roadway, bicycle and pedestrian facilities and create any significant impacts. However, to further refine and investigate the circulation and transit recommendations in the Master Plan, the Implementation Action Plan includes a recommendation to prepare a traffic study to analyze specific proposals and outline a range of options.

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In addition, CEQA Guidelines Section 15064.3(b)(2) states: “Transportation projects that reduce, or have no impact on, vehicle miles traveled should be presumed to cause a less than significant transportation impact.” Furthermore, OPR’s Technical Advisory indicates that transportation projects that promote active transportation, such as transit, bicycle, and pedestrian facilities, are presumed to reduce VMT and can be screened from further analysis. Also, projects that improve safety or traffic operations are not expected to increase VMT. Based on the foregoing, the range of recommendations in the Master Plan are consistent with the types of transportation projects listed in the OPR Technical Advisory that are not likely to lead to a substantial or measurable increase in VMT and are not subject to further VMT analysis.

DETERMINATION
In accordance with Section 15164 of the CEQA Guidelines, the City of Patterson City Council has determined that this addendum to the Final General Plan EIR (SCH# 2010022035) is necessary to document “minor technical changes or additions” that have occurred in the project description since the General Plan EIR was originally prepared. The City Council has reviewed and considered the information contained in this addendum in its consideration of the adoption of the Downtown Master Plan, and finds that the preparation of this Addendum is appropriate because:

1. None of the following circumstances included in Section 15162 of the CEQA Guidelines have occurred which require a subsequent EIR:
a. The recommendations included in the Downtown Master Plan project changes do not result in new or more severe environmental impacts.
b. The circumstances related to adoption of the Downtown Master Plan will not require major changes to the EIR.
c. There is no new information within the Downtown Master Plan of substantial importance which affect the significant effects evaluated in the EIR or require any substantive changes to previously approved mitigation measures.

2. The proposed Downtown Master Plan is consistent with goals and policies of the General Plan and results in positive benefits to the community that do not conflict with the analysis included in the certified General Plan EIR.

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Draft
FEBRUARY, 2024

DOWNTOWN

MASTER PLAN
City of Patterson

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SCREENCHECK DRAFT

DOWNTOWN

REVITALIZATION

COMMITTEE
Erica Ayala
Timothy Benefield
Lisa Days
Ali Wright
Michael Sidhu

PREPARED FOR
City of Patterson

PREPARED BY
RRM Design Group
Graphic Solutions
Natelson Dale Group, Inc.

Acknowledgments

CITY COUNCIL
Michael Clauzel - Mayor
Shivaugn Alves - Council Member
Jessica Romero - Council Member
Dominic Farinha - Council Member
Carlos Roque - Council Member

PLANNING COMMISSION
Ron West - Chairman
Eric Bendix - Vice Chairman
Michael Sidh - Commissioner
Dianna Anderson - Commissioner
Lynn Apland - Commissioner

CITY STAFF
Ken Irwin - City Manager
Bryan Stice - Community Development Director
Joel Andrews - City Planner
Fernando Ulloa - Engineering & Building Services
Teresa Rodriguez - Associate Planner
Denise Melo - Planning Technician II

SPECIAL
THANKS
TO THE

PATTERSON

COMMUNITY

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FEBRUARY 2024

1.1 Overview and Purpose

1.2 Master Plan Area

1.3 Existing Conditions

1.4 Relationship to Other Planning Documents

1.5 Market Opportunity Summary

1.6 Document Organization, Content, and Use
1-1
1-2
1-3
1-6
1-7
1-8
PAGE

2.1 Community Engagement Process

2.2 Downtown Vision Statement

2.3 Downtown Planning Principles
2-1
2-2
2-3

3.1 Land Use Concepts

3.2 Building Form Concepts

3.3 Opportunity Sites
3-1
3-5
3-9

4.1 Public Parks

4.2 Outdoor Gathering and Dining Areas

4.3 Streetscape Improvements

4.4 Gateways and Wayfinding Signage
4-1
4-5
4-6
4-15

5.1 Circulation Concepts

5.2 Streets as Shared Spaces

5.3 Pedestrian Linkages

5.4 Multi-Modal Enhancements

5.5 Alleyway Enhancements

5.4 Public Parking Facilities
5-1
5-3
5-6
5-9
5-12
5-13

6.1 How to Facilitate Private Investment

6.2 Economic Conditions Influencing Development
Potential in Downtown

6.3 Summary of Market Potential for New Development

6.4 Recommended Action Items

6.5 Implementation Action Plan

6.6 Potential Funding Sources and Financing Mechanisms
6-1
6-4
6-5
6-6
6-9
6-15
Table of Contents
A. Development Regulations & Standards
B. Community Outreach Data
C. Patterson Market Conditions
A-1
B-1
C-1
Appendices PAGE

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PAGE
3-1 Proposed Zoning Map
3-2 Opportunity Sites
3-3 Bird’s Eye View of Downtown with Master Plan Improvements 3-4 Opportunity Site A - Before and After
3-5 Opportunity Site B - Before and After
3-6 Opportunity Site C - Before and After
3-7 1st Street - Before and After
3-4
3-9
3-10
3-11
3-12
3-13
3-14
4-1 Park Key Map
4-2 Conceptual View of North Park from Las Palmas Road
4-3 Conceptual Gateway Monument
4-4 Conceptual Directional Map
4-5 Directional Map Key Map
4-6 Conceptual Roadway Signage
4-7 Roadway Signage Key Map
4-2
4-4
4-16
4-17
4-17
4-18
4-18
5-1 Conceptual Circulation Plan
5-2 Shared Streets Key Map
5-3 Conceptual Roundabout Enhancements at Plaza Circle
5-4 Conceptual Road Section - Pedestrian Focused Streets 5-5 Class II Bike Lanes Key Map
5-6 Conceptual Class II Road Section
5-7 Class III Sharrow Bicycle Routes Key Map
A-1 Residential Ground Floor Uses
5-2
5-3
5-5
5-8
5-9
5-10
5-11
A-14
List of Figures
6-1 Prioritization of New Land Uses in Downtown Patterson 6-2 Implementation Action Plan
6-3 Applicable Funding Sources
6-4 Examples of Grant Funding Sources
6-2
6-9
6-15
6-18

18.42.030-1 Permitted Use Matrix for Commercial and
Medical/ Professional Office Districts

18.46.030-1 Permitted Use Matrix for Industrial Districts A-2
A-8
List of Tables PAGE
1-1 Master Plan Area
1-2 Existing Conditions Map
1-2
1-5
2-1 Vision Plan 2-2

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1 INTRODUCTION Chapter 1

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INTRODUCTION Chapter 1
1 FEBRUARY 2024
CHAPTER 1
Introduction

1.1 OVERVIEW AND PURPOSE
Downtown Patterson is the heart of the community, and it has served as a centralized location for meeting a variety of community needs and services for over a hundred years. However, downtowns across the state have been impacted by the rise of e-commerce sales reducing the success of brickand-mortar stores. Additionally, newer commercial developments west of the Downtown have attracted many businesses and services that would otherwise have considered Downtown as a potential place to maintain or grow. This Patterson Downtown Master Plan (Master Plan) seeks to address these evolving challenges and restrictions by enhancing the sense of place to create a unique destination that is attractive for residents, visitors, and businesses.

The Master Plan is a companion document to complement the General Plan, Municipal Code, and Community Downtown Design Guidelines, and it builds upon these existing documents. The Master Plan has been prepared to establish an achievable vision, shape future development, and implement an action plan for the City of Patterson. The Master Plan provides a framework with which to inspire future private development and public improvements based on Patterson’s community values and vision; expand the local economy; house new residents of all income levels; create community gathering and recreational places; and address relationships between land use, transportation, and the environment.

The Master Plan seeks to enhance the sense of place to create a unique destination that is attractive for residents, visitors, and businesses

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1 SCREENCHECK DRAFT

1.2 MASTER PLAN AREA
The Master Plan area, also referred to herein as
the Downtown, is in the heart of Patterson as
shown in Figure 1-1. It covers 63.6 acres and
includes residential housing, numerous businesses
and services, and important cultural and civic
uses. Much of the Downtown area is framed by a
distinctive “circle and spoke” street pattern with
El Centro Park and the Historical Museum at its
core. Roadway “spokes” radiate out from the core,
and there is an inner-ring roadway (Plaza Circle),
a middle-ring alleyway network, and an outer ring
roadway (El Circulo Avenue). There are also alley
“spokes” connecting the circular ring of alleyways
with El Circulo Avenue.

The Downtown area boundaries are somewhat
irregular. To the northwest, the Downtown area
extends to parcels adjacent to North El Circulo
Avenue and West Las Palmas Avenue. To the
northeast, the Downtown area is bounded by South
2nd Street / Highway 33 northwest of East Las
Palmas Avenue, and by South 1st Street southeast
of East Las Palmas Avenue. To the southeast, E
Street serves as the Downtown area boundary. An
irregular southwestern boundary travels along North
6th Street, F Street, and South 5th Street. FIGURE 1-1 Master Plan Area

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK

E LAS PALMAS AVENUE
S 2ND STREET/ HWY 33

W LAS PALMAS AVENUE

N SALADO AVENUE

S SALADO AVENUE
N 3RD STREET
S 3RD STREET

N DEL PUERTO AVENUE

S DEL PUERTO AVENUE PLAZA
CIRCLE
S 1ST STREET

E STREET
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

I STREET

E STREET
S 4TH STREET
N 4TH STREET

N EL CIRCULO AVENUE
S 6TH STREET
0 100 200 300 feet
1"=100'
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DOWNTOWN PATTERSON EXISTING CONDITIONS
Downtown Patterson has a varied mix of uses within a unique development pattern and roadway network (Figure 1-2). Downtown Patterson is home to many important civic uses that serve the entire City, including Patterson City Hall, Public Library, Post Office, and the Fire and Police Departments. The Carnegie Library is located at the intersection of West Las Palmas Avenue and North El Circulo Avenue. The Carnegie Library was built in 1921 and is a designated historical resource listed on the National Register of Historic Places. The Master Plan area to the northeast of 2nd Street / Highway 33 is composed of industrial and commercial uses within an area zoned Heavy Industrial.

1.3 EXISTING CONDITIONS

DOWNTOWN PATTERSON HISTORY AND CHARACTER
The distinctive character of Downtown Patterson has its roots in the town’s founding in 1908 as a planned community, when the street grid was plotted in a unique circle and spoke pattern inspired by cities such as Washington D.C. and Paris. The Patterson Ranch Company developed the town, aided by its integration into the regional and national railroad network (a train station was located just to the east of the circle). Early development was focused in this central area, with small-town commercial “main streets,” housing, park space, civic buildings, and hospitality services including the Del Puerto Hotel built in 1909. Early 20th-century development included the Del Puerto Hotel, stores, and landscaped parks which is what gives Downtown Patterson its present-day historic charm.

As the City grew it expanded outwards into an orthogonal “grid” roadway network with perpendicular streets on a grid, with Las Palmas Avenue serving as the primary entry point with almost 500 palm trees forming attractive entrances to the town from the west and east.

Patterson remained a small farming community until the 1980s, when dramatic population growth began to occur on the far west side of the City, near Interstate 5 (I-5). This “new town” area is physically disconnected from “old town” Patterson and its historic Downtown area, and there are limited streets connecting the two areas. New retail and service uses to support the west-side population, and the fact that many residents on the west side commute to jobs using I-5, meant these residents were not drawn as frequently to visit Downtown Patterson.

The Downtown contains many civic uses such as the City Hall (top left), Fire Department (bottom left), and Carnegie Library (right)

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Highway 33 (also known as 2nd Street) runs along the east side of the Downtown area and connects to many other Central Valley communities and was the main north-south route prior to the construction of Interstate 5. Highway 33 is owned and maintained by the California Department of Transportation (Caltrans) and the railroad is owned and operated by the California Northern Railroad Company. Las Palmas Avenue serves as a key gateway into Downtown from both sides; the east entry into Downtown from 2nd Street / Highway 33 is flanked by North Park and Veteran’s Memorial Park. Both parks are primarily composed of grass areas with a mix of deciduous, evergreen, and palm trees, with a few benches. North Park also has sheltered picnic tables, public restrooms, a children’s playground, and areas paved with concrete that can be used for gatherings and events. Veteran’s Memorial Park contains several historical and memorial monuments and a fenced horseshoe pit area.

The Patterson Historical Society Museum is located within a small circular park called El Centro Park within the central Downtown core area encircled by Plaza Circle. Eight streets radiate outwards creating the spokes of Downtown’s unique roadway pattern. South 3rd Street and South Del Puerto Avenue have a “main street” feel with older commercial buildings fronting the street. North Salado Avenue, West Las Palmas Avenue, and South Del Puerto Avenue provide important connections to areas to the south and west parts of the City. East Las Palmas Avenue extends to the northeast to growing residential neighborhoods. Alleyways also serve an important function in the Downtown circulation network. The roadway network is described in further detail in Chapter 5 of this Master Plan.

Patterson Historical Society Museum
Veteran’s Memorial Park

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FIGURE 1-2: Existing Conditions Map

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RELATED DOCUMENTS
There are several existing City documents that apply to Downtown revitalization and they are listed below:
• Downtown Patterson Revitalization Visioning Report
• Community Downtown Design Guidelines
• Strategic Plan
• Parks and Recreation Master Plan
• Transportation Infrastructure Master Plan
• Active Transportation Plan
• Urban Water Management Plan
• Public Safety Center Feasibility Study
• Demographic-Marketing Report and Retail Gap Analysis

1.4 RELATIONSHIP TO OTHER PLANNING DOCUMENTS
This section discusses local and regional planning documents that are already in place. The Master Plan will conform with, and further implement, these existing plans and policies previously identified by the community.

GENERAL PLAN
The General Plan (2010) is the guiding planning document for the City of Patterson. The Land Use Element establishes a vision for how Patterson is developed today and into the future. This Element provides policy guidance to meet Patterson’s vision for the development, use, and maintenance of public and private lands. It seeks to promote orderly, balanced growth throughout the City; meet housing needs with a variety of housing types and densities; provide opportunities for revenue- and employment-generating businesses, and provide support for community-serving amenities such as health care services, and accommodate new, more urban approaches to development while respecting the City’s heritage and historic character.

The Land Use Element presents policies and implementation measures to revitalize Downtown Patterson as the “civic, cultural, financial, and entertainment center of the City.” The Master Plan has been crafted to further this vision and support the General Plan’s policies.

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1.5 MARKET OPPORTUNITY SUMMARY
A market study for the Master Plan was prepared by The Natelson Dale Group to forecast potential growth and demand for future retail, office, and multiple-family residential in Downtown Patterson, with an overall objective to set a framework for a strategic approach to optimize development potentials in the Downtown area. The study also analyzed challenges and opportunities to Downtown development.

Analysis conducted for the Market Study included a review of existing land uses, current challenges to development in the Downtown area, demographic analysis/growth forecasts, effects of changing patterns of work with more people working from home, and models to project Downtown Patterson’s future land use demands.

The Market Study found key opportunities and challenges and corresponding implementation strategies, outlined further in Chapter 6 of the Master Plan, and a full version of the Market Study is provided in Appendix B. The Market Study concluded that implementation of the future vision for Downtown Patterson will depend upon a mix of public and private sector investment. Whereas the City can set the stage with physical improvements and program activities aimed at placemaking, the ultimate driver of change in the Downtown will come through private investment in building renovations, infill development projects, and new business openings. The study found that the population in Patterson is expected to grow and new multiple-family housing developments in the Downtown can be a strong market for enticing development and help to support future retail and restaurant uses. These findings and recommendations were taken into consideration when creating the Master Plan vision.

The Market Study set a framework for a strategic approach to optimize development potentials in the Downtown area

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CHAPTER 1. INTRODUCTION
Provides an overview and purpose, describes the Master Plan area, states who the intended users are, outlines the organization and content, describes how the Master Plan is intended to be used, and provides summaries of how the Master Plan relates to other planning documents.

CHAPTER 2. THE COMMUNITY VISION
Includes a summary of community input received in developing the Master Plan, lists the planning principles established from public outreach efforts, and includes descriptions of the community’s vision that guided the Master Plan development.

CHAPTER 3. LAND USE & BUILDING FORM
Addresses elements of design for specific zoning and land uses to revitalize and reactivate the Downtown, describes building form and architectural elements to maintain the historic charm and character, and provides a list of opportunity sites to serve as examples and catalysts for redevelopment.

CHAPTER 4. PLACEMAKING & PUBLIC SPACES
Describes placemaking enhancements to create a unique sense of place and develop memorable public parks and plazas, outdoor gathering and dining areas, streetscapes improvements, gateways and public signage, and public art.

CHAPTER 5. CIRCULATION
Addresses multi-modal circulation enhancements and improved linkages to support a more sustainable and healthier environment, including shared roadways, traffic recommendations, alleyways beautification, and bicycle and pedestrian route and bus shelter improvements.

CHAPTER 6. IMPLEMENTATION
Provides strategies and an action plan to implement the concepts described within this Master Plan and is intended to be used as a guide to offer potential funding sources for the improvements and provides a summary of the market study and a list of land use recommendations and phasing for the Master Plan improvements.

1.6 DOCUMENT ORGANIZATION, CONTENT, AND USE
This Master Plan is intended to be used by property owners, design professionals, developers, City staff, and review bodies to provide a clear set of guidelines serving as a mutual footing for developing design concepts, evaluating quality of design, and shaping the future of Downtown. The Master Plan is separated into six chapters and is summarized below:

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Chapter 2

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This project included an extensive outreach process with multiple opportunities for community engagement opportunities including stakeholder meetings, an online survey, community study sessions, committee meetings, and a pop-up workshop.
• Apricot Fiesta Booth
• Key Stakeholder Meetings
• Online Interactive Questionnaire and Mapping Activity • Downtown Revitalization Committee Meetings
• Planning Commission Study Session
• City Council Study Session
• Community Pop-Up Workshop (Apricot Fiesta)
• Joint Planning Commission and City Council Study Session CHAPTER 2

THE COMMUNITY VISION

2.1 COMMUNITY ENGAGEMENT PROCESS
This chapter discusses a summary of the community engagement efforts, the planning principles, and the Downtown Patterson Master Plan vision. The community engagement feedback was the foundation for the vision statement and planning principles outlined on the following pages.

The community engagement feedback was the foundation for the vision statement and planning principles

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FIGURE 2-1 Vision Plan

DOWNTOWN MASTER

PLAN BOUNDARY

2.2 DOWNTOWN VISION

STATEMENT
Downtown Patterson will be
a focal point of activity that
attracts residents and visitors to
enjoy its many amenities and its
unique, historic small-town feel.

A wide variety of entertainment,
shopping, recreational, and dining
opportunities will enliven the
Downtown with people of all ages
and backgrounds. Downtown will be
a family-friendly, pedestrian-oriented
district with safe, walkable, and
attractive streets and vibrant public
places. Ample recreational and park
amenities will provide appealing
options to gather, play, relax, dine,
and attend events.

The Vision Plan in Figure 2-1
depicts the long-term vision for the
Downtown with outdoor dining, public
seating, landscaping, enhanced
parks with play structure(s), and
event space(s) that could be flexible
to allow for both informal and formal
events to draw visitors and residents
to Downtown Patterson.

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1. Maintaining the small-town, historic
character unique to Patterson while
also allowing incremental change
that complements the existing
Downtown environment.

2. Supporting economic vitality
through expanded dining, shopping,
service, office, and residential uses
accessible to the entire community.

3. Encouraging affordable housing
options, such as apartments or
condominiums, that support a 24/7
community in the Downtown area.

2.3 DOWNTOWN PLANNING PRINCIPLES
The nine planning principles listed below reflect input from the community and play a key role in the direction provided in this Master Plan and will be used as a guide for the implementation of the proposed improvements for Downtown Patterson. The Patterson community is committed to a Downtown that is a source of community pride and identity reflecting local values, history, and culture through the following planning principles:

SEE
CHAPTER 3

LAND USE &

BUILDING FORM
Land Use & Building Form Planning Principles
A wide variety of dining opportunities will enliven the Downtown

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7. Enhancing connectivity and safety
through targeted multi-modal
transportation enhancements that
benefit people walking, bicycling,
and driving.

8. Ensuring safe and effective
pedestrian, bicycle, and vehicular
linkages between Downtown streets
and Highway 33, and integrating
areas east of Highway 33 into the
Downtown fabric.

9. Creating clearly defined entries
to Downtown and a cohesive
wayfinding program that unifies and
welcomes people to Downtown.

SEE
CHAPTER 4

PLACEMAKING &

PUBLIC SPACES

4. Enlivening the street environment
by providing new opportunities for
outdoor dining, places to sit and
meet, pedestrian-scale lighting,
and streetscape enhancements
with landscaping, public art,
paseos, and activity nodes.

5. Enhancing the function,
appearance, and uses of
Downtown alleys by incorporating
them into the overall pedestrian
circulation network, enhancing
areas for public enjoyment,
and ensuring effective trash
management and operations.

6. Enhancing Downtown parks to
provide safe and enjoyable public
spaces and diverse recreational
opportunities such as water
features and shade that will
attract people of all ages and
backgrounds to play, meet, relax,
and simply enjoy the outdoors.

SEE
CHAPTER 5

CIRCULATION
Placemaking & Public Spaces Planning Principles Circulation Planning Principles

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BUILDING FORM
Chapter 3

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Land Use &
Building Form
Planning
Principles

1. Maintaining the small-town, historic character unique to Patterson while also allowing incremental change that
complements the existing Downtown environment.

2. Supporting economic vitality through expanded
dining, shopping, service, office, and residential uses accessible to the entire community.

3. Encouraging affordable housing options, such as
apartments or condominiums, that support a 24/7
community in the Downtown area.

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CHAPTER 3

LAND USE & BUILDING FORM

3.1 LAND USE CONCEPTS
The intent of this chapter is to recommend land uses that will spur investment and make Downtown Patterson a more inviting place to invest in new businesses, live, work, and visit. These land uses are proposed to revitalize and reactivate the Downtown to become a family-oriented hub of activity. This Master Plan includes a list of land use suggestions and regulations, included in Appendix A, which will be considered for incorporation into the Municipal Code to support these concepts. As a nonregulatory document, this Master Plan includes a list of land use suggestions and regulations, included in Appendix A, which will be considered for incorporation into the Municipal Code to support these concepts.

Development in the Downtown area shall comply with development standards established in Title 18 (Zoning) of the Patterson Municipal Code, which defines zoning districts and provides development and performance standards including regulations for land use, setbacks, lot coverage, parking, landscaping, and signs. The Municipal Code and the General Plan will be the regulating documents for future development, while the Downtown Master Plan is to be used as a companion document to provide guidance for future development in line with the community’s vision for Downtown Patterson. Refer to Appendix A for Development Regulations and Standards.

Land uses will spur investment and make Downtown Patterson a more inviting place to invest in new businesses, live, work, and visit

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3.1.1 PROPOSED ZONING AND LAND USES
Zoning and land use regulations are one part of implementing the community’s vision for the Downtown area. Zoning separates different geographic areas within Patterson into districts, which are meant to accommodate and focus on different land uses and activities. Zoning prescribes what land uses and activities are allowed on private property, so while it is important, zoning must work together with improvements in the public realm to create a memorable and vibrant place.

The Downtown Master Plan proposes to amend the Patterson Municipal Code to accommodate the land uses and activities that are consistent with the vision for Downtown Patterson. Appendix A documents the proposed allowed land uses and permit requirements for the Downtown Core zone.

Downtown supports a unique and wide combination of land uses and activities compared to many parts of Patterson. A mix of uses is recommended to prioritize human activity which will lead to more “eyes on the street”. In addition to being helpful for business, eyes on the street are also an important aspect of safe streets and can also lead to visitors and residents feeling more engaged and connected with their surroundings.

Below is a summary of the proposed zoning and land use recommendations:
• Retail, service, and other commercial uses are prioritized in the Downtown area in order to serve as a local draw – the heart of the City. • Residential homes are necessary to support growth and revitalization of Downtown and encourage residents who can easily walk to places to shop, eat, play, and run daily errands. A variety of homes are allowed in Downtown – everything from residences above commercial uses, duplexes to live/work units, and apartments. An important part of the Downtown vision is the inclusion of a variety of residential types. The provision of additional market rate, workforce, and affordable housing units will provide a solid customer base for Downtown businesses and amenities and encourage more daytime and nighttime activity. Homes may be constructed as standalone buildings or may be located on the second story above a retail business or office.

Zoning must work together with improvements in the public realm to create a memorable and vibrant place

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• Generally, retail uses are widely allowed in Downtown, both as a principal and an accessory use. Restaurants, bars, and entertainment also contribute to a high level of activity, and together with street improvements and sidewalk amenities, are intended to create a vibrant street scene. Exceptions to allowed retail are large, space intensive uses that do not fit with the scale of Downtown. Additionally, mobile vendors will be allowed in Downtown – a good way to encourage street activity as well as support small independent entrepreneurs.
• Since the vision for the Downtown hinges on creating a pedestrianoriented district, automobile and vehicle land uses are deemphasized.

Auto-oriented uses such as gas stations, auto sales, and vehicle storage require large amounts of space, which can put separation between visitors and tends to discourage people from using the public realm.

Any existing automobile and vehicle land uses in this area will be grandfathered in and allowed to continue operation.
• The Master Plan proposes to replace the Heavy Industrial zoning along 1st Street with Light Industrial uses to provide a mix of land uses that can allow for larger businesses and additional uses which are envisioned to draw in visitors and residents to Downtown Patterson which can increase pedestrian activity and activate this underutilized area. • The City recognizes many uses which, although not retail or serviceoriented, serve an important role in the community and generate activity and foot traffic to Downtown streets. Examples of such uses include places of worship, childcare centers, community centers, and schools.

Although space in Downtown is limited, the City wants to include these activities that play such a central role in the daily lives of residents. • North Park and Veteran’s Memorial Park serve as the primary “anchor” of public open space within Downtown, with streets that lead towards this focal point. Complementing these parks, the vision is that all of Downtown’s streets will be great and enjoyable public spaces, with abundant amenities that encourage people to walk, gather, and meet others in their community.

Restaurants, bars, and entertainment uses contribute to a high level of activity and help to create a vibrant street scene

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LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK

E LAS PALMAS AVENUE
S 2ND STREET/ HWY 33

W LAS PALMAS AVENUE

N SALADO AVENUE

S SALADO AVENUE
N 3RD STREET
S 3RD STREET

N DEL PUERTO AVENUE

S DEL PUERTO AVENUE PLAZA
CIRCLE
S 1ST STREET

E STREET
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

I STREET

E STREET
S 4TH STREET
N 4TH STREET

N EL CIRCULO AVENUE
S 6TH STREET

PROPOSED ZONING DISTRICTS
Downtown Core
Light Industrial
Public/ Quasi-Public
Parks/ Open Space
Historic Overlay Zone

SYMBOL LEGEND
Downtown Master Plan Boundary
Railroad
0 100 200 300 feet
1"=100'
50 FIGURE 3-1 Proposed Zoning Map

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK

E LAS PALMAS AVENUE
S 2ND STREET/ HWY 33

W LAS PALMAS AVENUE

N SALADO AVENUE

S SALADO AVENUE
N 3RD STREET
S 3RD STREET

N DEL PUERTO AVENUE

S DEL PUERTO AVENUE PLAZA
CIRCLE
S 1ST STREET
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

I STREET

E STREET
S 4TH STRE
N 4TH STREET

N EL CIRCULO AVENUE
S 6TH STREET

PROPOSED ZONING DISTRICTS
Downtown Core
Light Industrial
Public/ Quasi-Public
Parks/ Open Space
Historic Overlay Zone

SYMBOL LEGEND
Downtown Master Plan Boundary
Railroad

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK

E LAS PALMAS AVENUE
S 2ND STREET/ HWY 33

W LAS PALMAS AVENUE

N SALADO AVENUE

S SALADO AVENUE
N 3RD STREET
S 3RD STREET

N DEL PUERTO AVENUE

S DEL PUERTO AVENUE PLAZA
CIRCLE
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

I STREET

E STREET
S 4TH STR
N 4TH STREET

N EL CIRCULO AVENUE
S 6TH STREET

PROPOSED ZONING DISTRICTS
Downtown Core
Light Industrial
Public/ Quasi-Public
Parks/ Open Space
Historic Overlay Zone

SYMBOL LEGEND
Downtown Master Plan Boundary
Railroad

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3.2 BUILDING FORM CONCEPTS
Downtown Patterson has an existing character and charm that is unique and timeless, and it is critical to preserve this distinctive identity. To embrace the existing architectural character and form of Downtown Patterson, façade renovation and new development should integrate the following approaches (refer to Appendix A for additional Development Standards):

1. Celebrate existing architectural character through the use of cohesive Spanish architectural styles with appropriate detailing.

2. Integrate quality building detailing and articulation.

3. Enhance the buildings with unified architectural elements and signage.

4. Create facades that are scaled to the pedestrian and have activation elements on the ground floor such as benches, decorative paving, and potted plants or raised planters.

5. Accentuate primary entries through recesses, awnings, signage, landscaping, and ornamental lighting.

6. Look for opportunities to provide shade along adjacent public sidewalks through methods such as awnings, colonnades, and covered walkways.

Embrace the existing architectural character and form of Downtown Patterson and create facades that are scaled to the pedestrian

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Downtown Patterson should allow for the flexibility of changing future commercial land uses and market trends and provide for adaptability and the reuse of existing buildings to allow for new uses or tenants to occupy spaces, and ultimately allow for the continued, long-term success of the Downtown.

1. As older buildings redevelop and remodel, look for opportunities to raise the ground-floor plate/ ceiling heights to attract new retail and restaurant uses to these buildings. It is harder to attract new businesses in older buildings with low ceilings.

2. Where feasible and desirable, allow for two businesses in one building, such as one business fronting the street and one business fronting an alleyway. Allowing this will help mitigate the issue of deep buildings and businesses needing less space.

3. Consider dividing long buildings to provide multiple business and utilize the extra depth to access residential or office uses located above a commercial building.

Future development within Downtown Patterson should respect the character and scale of the adjacent existing buildings and the ground level of a building provide a strong pedestrian scale, utilizing quality materials, fenestration, color, and other elements of a clearly defined architectural style.

1. The massing of buildings should be articulated horizontally to maintain the existing pattern of 30 to 60-foot building widths found in the Downtown.

2. Look for opportunities to vary the roof heights, forms, and detailing to provide interest.

3. Minimize the appearance of third stories through building articulation or setbacks/massing, balconies, architectural elements, and/or use of materials and colors.

4. Along street frontages, third floors should be set back at least five Provide for adaptability and the reuse of existing Downtown buildings feet from the primary face of the building wall.

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Building facades in Downtown Patterson should provide at least one entrance (a common building entrance, or an individual tenant entrance) per 60 feet of sidewalk frontage. Consider including at least two of the following elements to enhance primary building entrances:

1. Entrance Weather Protection. Building entrances include a recessed entrance or overhead awning, canopy, or similar element that is a minimum of six feet wide and four feet deep.

2. Planter Boxes. Planter boxes located on both sides of the entrance that are a maximum of four feet in height.

3. Lighting. Wall-mounted lighting located on both sides of the entrance and is in addition to any sign illumination.

4. Outdoor Seating. Outdoor seating or bench provided within ten feet of a primary building entrance.

Examples of enhanced primary building entrances

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Buildings with facades located adjacent to a public sidewalk or other public right-of-way should integrate one or more of the following for every 60 feet in building façade length to provide weather protection and shade for pedestrians and the building interior.

1. Trellises

2. Awnings

3. Colonnades

4. Arcades

5. Other building weather protection features
To implement the desired Spanish character within the Downtown, materials and forms should reflect the architectural character.

1. A building’s walls, roofs, and openings should be consistent with Spanish character.

2. The shape and type of windows and doors should reflect the Spanish style and include elements such as arched and recessed windows and decorative wooden doors with grills and ironwork.

3. Utilize Spanish materials such as smooth stucco finishes and incorporate decorative elements such as cast concrete blocks, terra cotta tiles, iron hardware, and wood.

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3.3 OPPORTUNITY SITES
Early in the Master Plan process, existing underutilized, vacant, or City-owned parcels were identified as potential opportunity sites that could accommodate future development within the Downtown and make an impact with enhancements to the streetscape and pedestrian realm. Figure 3-2 identifies four key opportunity sites described on the following pages which are prominently located and privately-owned, have the potential to be impactful catalysts for change and effectively enhance the sense of liveliness, and can help to spur reinvestment in Downtown Patterson.

FIGURE 3–2 Opportunity Sites
SITE A – PLAZA CIRCLE AND

NORTH DEL PUERTO

SITE B - NORTH SALADO AND

EL CIRCULO
SITE C – SOUTH DEL PUERTO
AVENUE
SITE D – 1ST STREET AT LAS

PALMAS AVENUE

KEY OPPORTUNITY SITES

POTENTIAL OPPORTUNITY
SITES

KEY OPPORTUNITY
SITES

DOWNTOWN MASTER

PLAN BOUNDARY
A B
C
D
A
B
C
D

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Figure 3-3 conceptually depicts the vision for Downtown Patterson and incorporates the recommendations discussed in this Master Plan.

FIGURE 3–3 Bird’s Eye View of Downtown with Master Plan Improvements (looking northwest)

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SITE A – PLAZA CIRCLE AND NORTH DEL PUERTO
This key location denotes the entry into the circle area and offers an opportunity to utilize this prominent corner site for outdoor dining on the ground level and upper decks which can activate the Plaza Circle area and positively enhance the entrance to the Downtown core. A two-to-three-story mixed-use building is suggested at this site with ground floor retail uses, upper floor residential or office uses, and parking located in the rear of the site along the alleyway.

FIGURE 3–4 Opportunity Site A –
Before and After
(looking south)
BEFORE
AFTER
STRING
LIGHTS

DECORATIVE
PAVERS

STREET LIGHTS

WITH PLANTERS

STREET LIGHTS

WITH BANNERS
POTTED
PLANTS
BIKE
LANE

OUTDOOR

SEATING
ROOF
DECK

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SITE B - NORTH SALADO AND EL CIRCULO
The site is currently vacant and offers a nice potential opportunity for a mixed-use building with ground floor retail or bank, and upper floors with residential or office uses. Senior housing would be a good use because of the reduced parking requirements, and this project could be two or three stories. Parking can be tucked behind the building and accessed from the alleyway, which allows the project to embrace the street frontages for outdoor gathering spaces such as parklets and seating areas and develop a strong sense pedestrian space.

FIGURE 3–5 Opportunity Site B –
Before and After
(Looking south)
BEFORE
AFTER

RETAIL/OFFICE/

OR BANK

CLASS II

BIKE LANE

HOUSING OPPORTUNITY/

SENIOR HOUSING

PARKLET

OPPORTUNITY

DECORATIVE

CROSSWALK

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Packet Pg. 106 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of LAND USE & BUILDING FORM Chapter 3
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SITE C – SOUTH DEL PUERTO AVENUE
South Del Puerto has a special character and an existing historic atmosphere, and it has been selected to demonstrate how the proposed façade and streetscape enhancements can activate and reinvigorate this street. The previous theater site is currently vacant and offers an opportunity for a potential future entertainment area in the Downtown such as a theater or playhouse or serve as a location for community events, banquets, or other public uses.

FIGURE 3–6 Opportunity
Site C – Before and After
(Looking north)
BEFORE
AFTER

PARKLET

OPPORTUNITY

UPDATED
AWNING
NEW

SIGNAGE

UPDATED
AWNING
BIKE

SHARROW
PUBLIC

ART MURAL

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The following uses were supported by the community to activate the 1st Street area:
• Entertainment and Recreational Uses (such as bowling alley, miniature golf, movie theater, or indoor entertainment)
• Live Work (such as lower floor art and craft uses, antiques or thrift stores, or art galleries and residential above)
• Community Focused Use (such as children’s or agricultural museum) • Wine Bar, Tap House, or Brewery
• Multiple-Family Housing and/or Mixed-Use (such as commercial use on lower floors and residential uses above)
SITE D – 1ST STREET AT LAS PALMAS AVENUE
This site provides an opportunity to integrate larger uses to support the Downtown and better integrate and connect the eastern portion of the City. This site could be revitalized with a two-to-three story building and contain outdoor gathering areas and public art to reinvigorate this industrial area. This site was a former packing plant, and agritourism uses and agricultural design themes should be considered to highlight the City’s history of agriculture, the railroad, and the packing and distribution of produce.

FIGURE 3-7 – 1st St -
Before and After
(looking southeast)
BEFORE
AFTER

OUTDOOR

SEATING

SIDEWALK

BULB OUT

CLASS II

BIKE LANE

PUBLIC ART ON

WATER TANK
ROOF
DECK

DECORATIVE

CROSSWALKS
PUBLIC

ART MURAL

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Packet Pg. 108 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
4 PLACEMAKING &

PUBLIC SPACES
Chapter 4

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Packet Pg. 109 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
Placemaking &
Public Spaces
Planning
Principles

1. Enlivening the street environment by providing new
opportunities for outdoor dining, places to sit and meet, pedestrian-scale lighting, and streetscape enhancements with landscaping, public art, paseos, and activity nodes.

2. Enhancing the function, appearance, and uses of
Downtown alleys by incorporating them into the overall
pedestrian circulation network, enhancing areas
for public enjoyment, and ensuring effective trash
management and operations.

3. Enhancing Downtown parks to provide safe and enjoyable public spaces and diverse recreational opportunities such as water features and shade that will attract people of all ages and backgrounds to play, meet, relax, and simply
enjoy the outdoors.

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Packet Pg. 110 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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CHAPTER 4

PLACEMAKING & PUBLIC SPACES
The elements in this chapter will help create a sense of place and develop Downtown Patterson as a community destination with ample opportunities to interact and socialize with neighbors, recreate, dine, and shop. This chapter describes placemaking enhancements to create a unique atmosphere for Downtown Patterson and to develop memorable public parks, active outdoor gathering and dining areas, and to implement distinctive streetscape improvements with defined gateways and signage and public art.

4.1 PUBLIC PARKS
Public parks in Downtown Patterson range in size from a small neighborhood pocket park, Del Puerto Park and El Centro Park with the Historical Museum at the center of Plaza Circle, and the larger Veteran’s Memorial Park and North Park that serve as an entrance and gateway to the Downtown area.

North Park, Veteran’s Memorial Park, and El Centro Park are part of the original planned development of the City and serve as a gathering area for many of Patterson’s festivals and events, and they are a meaningful part of the City’s historic identity. However, many of the parks’ existing amenities need replacement and several members of the community noted concerns with safety in the parks.

Create a community destination with ample opportunities to interact and socialize, recreate, dine, and shop in Downtown Patterson

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To activate the parks and create more opportunities for all ages to enjoy the Downtown FIGURE 4-1 Park Key Map
To activate the parks and create more opportunities for all ages to enjoy the Downtown, the parks should incorporate additional pedestrian elements for increased uses for all age groups. The following components were well supported by the community for Veteran’s Memorial Park and North Park and can attract more people to the Downtown parks which will in turn reduce unwanted loitering and create an active safe place for all:

1. Large event gathering area with a gazebo, amphitheater, and/or stage.

2. Children’s play area and play structures (enclosed and fenced for safety) and/or splash pad.

3. Recreational features for all ages (such as cornhole, ping pong, chess, or bocce ball).

4. Sports amenities (small courts such as volleyball or half-court basketball).

5. Walking path with exercise stations.

6. Restrooms (utilize the latest technology to decrease vandalism and increase cleanliness, such as self-cleaning and locked in the evening).

7. Enhancements to the Veterans Memorial.

Public Parks

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Packet Pg. 112 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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When improving the Downtown parks, the historical character should be preserved, and enhanced safety and security features should be integrated into the improvements and design. Improvements should be consistent with the City’s Parks and Recreation Master Plan, Sections 6.3 and 6.7, and the following should be included:

1. The large existing heritage trees should remain, and small accent tree species should be integrated in key locations.

2. Provide a unified palette of low maintenance site furnishings, interpretive exhibits, decorative paving, trash and recycling containers, and lighting for both North Park and Veteran’s Memorial Park to create a consistent and dynamic entry
statement and contribute to the revitalization of the Downtown.

3. Conveniently locate electrical connections for use during festivals and events.

4. Look for opportunities to integrate changes in grade for visual interest and potential informal seating and play areas.

5. New planting in the parks should be low-growing up to 36-inches high to allow for views into the park, and native and droughttolerant species are suggested.

6. Increase safety by installing security cameras and incorporating additional police patrolling.

7. Consider a first aid station in the park.

8. Look for opportunities for residential uses adjacent to the parks to provide more eyes on the street and help to create a safer environment.

9. Consider providing a location adjacent to North Park or Veteran’s Park to allow for temporary outdoor mobile vendors.

Provide unified design elements in the parks to create a dynamic entry statement and contribute to the revitalization of the Downtown

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Packet Pg. 113 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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FIGURE 4–2 Conceptual
View of North Park from
Las Palmas Road
BEFORE
AFTER

DECORATIVE
PAVERS

STREET LIGHTS

WITH PLANTERS

OVERHEAD

TRELLIS
BIKE
LANE

OUTDOOR

SEATING

SPLASH PAD/

AMPHITHEATER

MIXED-USE

OPPORTUNITY GAZEBO

GATEWAY

MONUMENT

FOUNTAIN AT

MUSEUM SITE

FUTURE NEW

TURN LANE

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Packet Pg. 114 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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4.2 OUTDOOR GATHERING AND DINING AREAS
Outdoor gathering and dining areas add to the comfort of pedestrians and increase the community atmosphere. Outdoor dining areas and plazas can be accommodated through the widening of sidewalks or the redesign of underutilized spaces along primary street frontages. Outdoor dining adds to the Downtown vitality and when combined with pedestrian improvements, can make a significant difference to the visual street appeal.

1. Outdoor gathering spaces should be in the street setback areas adjacent to building entrances and at key corner locations to provide additional opportunities for outdoor activities and increase community interaction.

2. Outdoor gathering and dining areas should include Spanish style streetscape amenities such as benches, decorative paving, public art, potted plants or raised planters, and ornamental lighting to better distinguish between pedestrian and vehicular areas.

3. It is advisable to place gathering areas out of the prevailing winds or add wind screens and provide some shaded seating areas.

4. Businesses are encouraged to integrate outdoor dining and parklets along the street frontage to enliven the street scene, such as restaurants and cafés providing outdoor seating and dining in the parklets or along alleyways.

Outdoor gathering and dining areas add to the street appeal and increase the community atmosphere

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4.3 STREETSCAPE IMPROVEMENTS
Streetscape improvements include elements which are incorporated into the public right-of-way to make the street more comfortable for pedestrians and unify the Downtown with repeating patterns of cohesive elements to enhance the sense of place. Streetscape improvements should include a distinctive palette of consistent benches, bike racks, pedestrian scale lighting, and decorative paving materials, and infuse attractive landscaping along with public art in key locations to create a more walkable and vibrant Downtown environment.

4.3.1 SITE FURNISHINGS
Site furnishings include a cohesive selection of elements such as street furniture, potted and container plantings, trash and recycling receptacles, and bike racks. Street furniture should complement the surroundings and be consistent with the Spanish architectural style to create a distinct character in the Downtown. Site furnishings must be placed to allow for at least five feet of clear, unobstructed width for walking on public sidewalks and ensure they do not obstruct the views of vehicles at intersections and driveways. Site furnishings should be durable and low maintenance and consist of the following elements:

1. Benches and Waste Receptacles
a. A classic black color is recommended for benches and waste receptacles.
b. Benches should include a back and armrests for comfort, and a central arm rest is recommended if exceeding six feet in length.
c. Locate at least one bench on every block and attempt to place more benches in configurations that encourage social interaction in highly traveled areas.

A repeating pattern of cohesive streetscape elements can enhance the sense of place and develop a distinctive character for the Downtown

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d. Benches should be placed in shaded locations where feasible. e. Waste receptacles should include trash and recycling and be clearly labeled.
f. Waste receptacles are recommended to be placed in a
convenient distance of seating areas.

2. Bike Racks
a. Interesting and unique bike racks are recommended to add to the placemaking and help to enliven the Downtown Core, such as artistic or historical designs that work to reinforce the sense of place.
b. Bike racks should be provided in black; however, if an artistic style bike rack is utilized, a bright accent color is suggested, such as orange or red, to promote the use of bicycles in the Downtown.
c. Locate bike racks in key locations along the Class II and sharrow bike routes and provide at parks and the ends of each pedestrian focus street (refer to Section 5.3.1).

3. Planters and Tree Grates
a. Planters are suggested to be placed throughout the Downtown and be provided in various sizes.
b. Terra cotta planters are recommended and they should reflect a traditional Spanish design.
c. Tree grates must be accessible per the Americans with Disabilities Act (ADA) and should allow for uplights in key locations.
d. Decorative tree grates should be a consistent pattern for the Downtown which accentuates the Spanish character to further empathize and define the Downtown core.

4. Decorative Utility and Drain Covers
a. In key locations, look for opportunities to integrate decorative lids to utilitarian elements which are consistent with the Spanish character.

Unique bike racks add to the placemaking and enliven the streetscape Decorative lids on utilitarian elements contribute to developing a sense of place Decorative planters help to create a more walkable and vibrant Downtown

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4.3.2 LIGHTING
The integration of decorative pedestrian scale lights can have significant character and reinforce the Downtown’s small town and historic feel.

As Downtown public improvements are implemented, energy-efficient pedestrian scale accent lighting should be integrated to ensure well-lit and vibrant pedestrian spaces.

1. Pedestrian scale lights are recommended to mimic the existing parking lot light pole at Las Palmas Avenue, just west of Plaza Circle, and should be a black color. Lighting should include the addition of pedestrian pole lights between existing streetlights, bollard lights, and/or uplights on key features.

2. Consider using a change of colors for lighting for celebrating the change of seasons, such as colored uplights.

3. The placement of lighting should avoid glare into adjacent residential areas.

4. Consider integrating decorative paving materials around the light posts for added interest at the pedestrian level.

5. New and existing light poles should be fitted with bracket hangers to accommodate hanging planters and/or banners.

6. Consider painting the existing cobra lights to match the new pedestrian lights.

7. In conjunction with the pedestrian light installation, plan for electrical outlets for events, string lights, and uplighting.

Pedestrian scale lights should mimic the existing light pole at Las Palmas Integrate hanging baskets and/or decorative paving materials around the pedestrian scale light posts for added interest
Provide electrical outlets for events, string lights, and uplighting

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Packet Pg. 118 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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4.3.3 LANDSCAPING
Street trees and shrubs add scale and comfort, and their colors and textures enhance the atmosphere and the identity of the Downtown.

Providing a comprehensive and unified planting palette, with an emphasis on the major streets within the Downtown, contributes to the attractive appearance of the City as a whole.

TREES

1. Trees in tree grates are encouraged within sidewalks and plaza spaces because they allow for increased sidewalk usability and improved ease of maintenance.

2. Where possible, existing healthy trees in the Downtown should remain to provide a sense of age and beauty.

3. For each block on a street, trees should be placed between existing street trees to infill gaps and create a dense canopy for shade and to develop a sense of continuity and unity in the Downtown.

4. A variety of street tree species is suggested in the Downtown because it can result in better long-term management because mixed species are less prone to diseases and insects.

5. Trees should be selected to fit the planting area based upon the ultimate size the tree will grow to avoid future maintenance issues and problems with uplift on adjacent paving.

6. Palm trees are recommended along Las Palmas and Plaza Circle to accentuate this central roadway as a the main Downtown arterial.

7. Small deciduous accent trees are suggested at intersections for color and seasonal interest.

8. Trees with large evergreen canopies are preferred along roadways to provide year-round shade in the Downtown.

Image Caption
Create a dense canopy of street trees for shade and to develop a sense of continuity and unity in the Downtown

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SHRUBS & GROUNDCOVER
A cohesive palette of evergreen shrubs and groundcover should be incorporated in planter areas and potted plants throughout the Downtown to unify and soften the streetscape and visually denote this area as a special place. Landscape and associated irrigation improvements should be integrated with the streetscape improvements.

1. Shrub and groundcover selection should focus on durable evergreen species that are low-water usage and lowmaintenance.

2. Shrubs and groundcovers should be low growing along roadways to not obstruct driver’s sight lines, with a 24” maximum height next to crosswalks and 36” maximum height in other locations.

3. Accent shrubs such as colorful flowers, grasses, and succulents with a variety of attractive foliage and textures should be incorporated at intersections and key locations such as entries to parks and gathering areas to provide added interest and accentuate the character of these spaces.

4. Utilize dense evergreen shrubs to buffer views of parking and utilitarian areas.

5. Consider the use of colorful hanging planters on light posts on key streets to add seasonal interest.

6. To create a cohesive Downtown environment, utilize warm colors for flowering vegetation, such as reds, yellows, and oranges along with white flowers, and grey and/or green or warm colored foliage.

Incorporate colorful flowers, grasses, and succulents with a variety of attractive foliage and textures to visually denote the Downtown as a special place

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Packet Pg. 120 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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4.3.4 DECORATIVE PAVING
Decorative paving is a key element to create interest at the pedestrian level with added color and texture that helps to create a more pedestrian focused environment. Decorative paving consists of patterns and colors installed into the paving area to provide clearly defined pedestrian areas, main points of entry, and delineation of key places. Decorative paving at intersections and crosswalks play a vital role in Downtown beautification due to their increased visibility for visitors and residents. The City has utility upgrades planned on most of the Downtown streets, and this provides an opportunity to update with decorative paving as the roadways are improved.

1. Integrate decorative paving with colors and materials that are consistent with a historic Spanish character, such as brick, flagstone, textured and colored concrete, and cobblestone pavers.

2. Durable, smooth, and accessible surfaces should be used for decorative paving areas and consider using permeable materials if feasible. The texture of paving materials in pedestrian areas must be smooth enough to not deter elderly users, bicyclists, or people with disabilities .

3. Decorative brick or cobblestone paving is recommended in the Plaza Circle roundabout roadway to clearly depict this as the heart of the Downtown. For consistency and definition of the primary entrances, the paving utilized at Plaza Circle is recommended in the two smaller roundabouts on El Circulo at South Del Puerto Avenue and North Salado Avenue.

4. Decorative brick paving should be used at primary crosswalks along with ADA ramp improvements, similar to those on El Circulo at North Del Puerto Avenue.

Brick paving should be used to
enhance primary crosswalks
Examples of decorative paving materials that are consistent with the historic Spanish character of Downtown Patterson Example of ADA ramp
improvements

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5. A one- to two-foot-wide decorative paving band is suggested on the pedestrian focused streets identified in Chapter 5 to designate these streets as a unique place in the Downtown core.

The decorative band is recommended along the sidewalk and roadway edge, parking areas, and around pedestrian elements such as seating areas, tree grates, and planters.

6. Look for opportunities to integrate historical, agricultural, and cultural elements into the decorative paving in key locations to add to the sense of place, such as alleyways and primary intersections. Consider including focal elements in the paving such as plaques with street names, or inset tiles for enhanced wayfinding and visual interest at the pedestrian level..

Integrate decorative focal elements into the decorative paving in key locations to add to the sense of place
A decorative paving band on the pedestrian focus streets will help to designate as a unique and special place

7.1.b
Packet Pg. 122 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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4.3.5 PUBLIC ART
Public art is a key placemaking component to develop a distinctive character and can help reinforce community identity by representing special events and celebrating the unique cultural, ethnic, and historical attributes of Patterson. Public art is recommended to be installed throughout the Downtown to foster a culturally dynamic and vibrant community, provide a visual benefit to the site and surrounding properties, break up blank walls, and enrich public spaces. Patterson is rich with history and these stories should be told through a public art program that is established as a series of public art elements, such as murals and sculptures placed in key locations to create a strong visual impact.

The City should consider establishing a public art program and the ability to identify key locations for artwork and provide maintenance of art installations over the long-term. Additionally, as public art is installed in the Downtown, the City or a non-profit organization should implement a walking or driving tour of the artwork at key historic or cultural sites, and consider providing audio tours, downloadable maps or brochures, plaques and/or interpretive signage to tell the story of these special places.

1. Public art should be in areas of high pedestrian traffic, in community gathering places, and where people can congregate, such as parks, plazas, paseos, arcades, and along roadways.

2. Artwork must not be placed to create blind spots for pedestrians or block motorists’ views.

3. Public art should portray Patterson’s diverse cultural and native American heritage and highlight the unique railroad, agricultural, and packing house history.

4. Public art should enrich the Spanish character and historic design and complement its surroundings in terms of scale, materials, and color. Provide public art to reinforce the community identity by representing special events and celebrating the unique attributes of Patterson

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Public art on utility boxes can help to develop a distinctive character to the Master Plan area

5. Appropriate durable and weather resistant materials should be utilized for outdoor art installation and be selected to resist conditions such as sun exposure, wind, and rain.

6. Look for opportunities to incorporate interactive public art, such as movable elements.

7. Consider temporary art installations for underutilized sites linked to seasonal events, vacant properties, and/or during construction or improvement activities.

8. The water tower on 1st Street offers a unique opportunity to provide public art and Downtown branding which can be seen from a long distance away.

9. Consider working with local artists to paint existing utility boxes located in key locations throughout the Downtown. Another option is to apply anti-graffiti vinyl wraps to the utility boxes which are designed by local artists.

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Packet Pg. 124 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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4.4 GATEWAYS AND WAYFINDING SIGNAGE
A cohesive family of gateway monuments and wayfinding signage is important to Downtown Patterson to establish community character, draw people into the area, and facilitate easy navigation to key locations in the Downtown. This section describes the recommended locations for the gateway monument and other public wayfinding signage (within the public right-of-way or publicly owned parcel). Requirements for privately owned building signage (within the property lines) is in Appendix A of this Master Plan.

Wayfinding signage can establish community character, draw people into the area, and facilitate easy navigation to key locations in the Downtown

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3. The gateway monument sign should incorporate interpretive information on the columns for interest and information at the street and pedestrian level.

4. The gateway sign should utilize graffiti resistant materials and include a break in the column forms to allow for easy repainting of base if needed.

5. The gateway monument sign should incorporate the date the City of Patterson was established.

6. The metal work on the gateway monument signs should be a black color.

7. The gateway monument sign should be accentuated with enhanced paving, container plants, and decorative lighting.

4.4.1 GATEWAY MONUMENT SIGN
A prominently located gateway monument sign will welcome residents and visitors and clearly inform drivers that they are entering Downtown Patterson and announce it as a distinctive place within the City.

1. The gateway monument sign should evoke the feeling of a historical town and emulate the Spanish architectural character of the Downtown.

2. The gateway monument sign should be prominently located between North Park and Veteran’s Memorial Park on Las Palmas Avenue to serve as the main entry point into the Downtown area from Highway 33.

FIGURE 4-3 Conceptual Gateway Monument

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Packet Pg. 126 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PLACEMAKING & PUBLIC SPACES Chapter 4
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4.4.2 WAYFINDING SIGNAGE
Wayfinding signage includes directional signs to help direct pedestrians, bicyclists, and vehicles to specific locations in the Downtown.

1. Wayfinding signage should provide the City of Patterson and the existing historic district logo to enhance the identity of the Downtown.

2. Wayfinding signage should have common symbols that are graphically easy to read and understand, denoting key shopping areas, public parking, bicycle parking, civic buildings, and tourist destinations.

3. Wayfinding signage should include directional arrows, distances or walking time, and identify key attractions in the Downtown.

4. Wayfinding directional maps should allow for a digital display to allow for changing information, such as details on upcoming community events.

5. Wayfinding directional maps should be located to reduce glare and be placed adjacent to streetlights to ensure visibility in the evening.

6. Wayfinding directional maps should be oriented towards pedestrians and be well lit and integrated with other street furnishings and accentuated by landscaping where feasible.

7. The City should coordinate with community organizations such as the Downtown Revitalization Committee, Chamber of Commerce, and Historical Society in developing points of interest and monumentation.

8. Wayfinding directional signs should be a black color and integrate a Spanish design with elements similar to the gateway monument incorporated.

FIGURE 4-4 Conceptual Directional Map
FIGURE 4-5 Directional Map Key Map
Directional Map

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FIGURE 4-6 Conceptual Roadway Signage

4.4.3 ROADWAY SIGNAGE AND BANNERS
Consistent roadway directional signs and banners should be installed along Downtown streets to clearly demarcate the Master Plan area. The use of roadway directional signs which vary from typical City signs are recommended to reinforce the unique Downtown theme and identity.

1. Roadway directional signs should be a black color and integrate the Spanish design style.

2. Roadway directional signs should be oriented to drivers and be prominently placed for ease of viewing and well lit.

3. The City currently has a street banner program, but the development of a cohesive design for the Downtown streets are recommended to advertise seasonal events and reinforce the Downtown theme and identity on existing and proposed light posts.

4. A temporary overhead seasonal event banner is recommended on Las Palmas Avenue north of Plaza Circle, between City Hall and the U.S. Bank, to notify the community of upcoming events. The banner is suggested to be attached to streetlights or future string light poles.

FIGURE 4-7 Roadway Signage Key Map Seasonal banners should be used to highlight events in the Downtown Vehicular Directional Signs
High Speed
Low Speed
High Speed Vehicular
Directional Signs
Low Speed Vehicular
Directional Signs

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5 CIRCULATION Chapter 5

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Packet Pg. 129 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
Circulation
Planning
Principles

1. Enhancing connectivity and safety through
targeted multi-modal transportation
enhancements that benefit people walking,
bicycling, and driving.

2. Ensuring safe and effective pedestrian, bicycle,
and vehicular linkages between Downtown streets
and Highway 33, and integrating areas east of
Highway 33 into the Downtown fabric.

3. Creating clearly defined entries to Downtown and
a cohesive wayfinding program that unifies and
welcomes people to Downtown.

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Packet Pg. 130 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of CIRCULATION Chapter 5
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CHAPTER 5

CIRCULATION

5.1 CIRCULATION CONCEPTS
An important component of the Downtown is circulation and streets.

Streets are a vital part of any community and have an important influence on vehicular, bike, and pedestrian connectivity as well as communal spaces where people come together. This chapter identifies suggested improvements to existing bicycle and pedestrian mobility in a manner that fulfills the goals and vision of the General Plan and Transportation Infrastructure Master Plan and responds to community feedback.

1. The community’s top circulation priorities were pedestrian friendly streets which can be closed for events, with widened and repaired sidewalks, and crosswalk and ramp improvements.

2. Many people would like additional bike lanes and bike racks provided, and to make it safer and more inviting for bikes to maneuver though the Downtown.

3. Another community priority is enhanced accessibility across Highway 33/ 2nd Street. There was strong support for a future signal or roundabout at Highway 33 and E Street, and an additional turn lane at Las Palmas Avenue and Highway 33.

4. There was also support for narrowing vehicular travel lanes and creating one-way vehicular circulation on four streets: 3rd Street (north and south), South Salado Avenue and North Del Puerto Avenue to allow for streetscape improvements.

5. Community members would also like to see improvements to the existing alleyways to make them better utilized, more welcoming, and attractive.

Enhance vehicular, bicycle, and pedestrian connectivity to ensure safe and efficient linkages to communal spaces within the Downtown

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FIGURE 5-1 Conceptual Circulation Plan

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5.2 STREETS AS SHARED SPACES
A shared street is designed to be closed to vehicles and used as dedicated pedestrian space/plazas during temporary events. Downtown Patterson has a unique circular layout that is conducive to temporary street closures and one-way traffic routes because the inner and outer circles allow for connectivity to all streets on the “spokes”. To provide flexible spaces for additional community events to occur, shared streets have been applied to the following streets to foster tourism and attract locals to Downtown:

1. Pedestrian focus streets discussed in Section 5.3.1 (North and South 3rd Street, South Salado Avenue, and North Del Puerto Avenue)

2. Las Palmas Avenue between North Park and Veteran’s Memorial Park

3. Plaza Circle (see Figure 5-3)
Create opportunities to provide for temporarily closed shared streets, such as:

1. Streets appear more like a plaza, with decorative paving in drive lanes and parking spaces and sidewalks delineated with street furniture and pedestrian amenities, so they can be used as flexible multipurpose spaces.

2. Provide areas for temporary outdoor dining, food trucks and vendors, and stages and consider ease of electrical connections for events.

3. Allow for ease of temporary street closures for events and consider removable or retractable bollards.

FIGURE 5-2 Shared Streets Key Map
Shared streets appear more like a plaza so they can be used as flexible multi-purpose spaces during temporary events
Shared Streets

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1. String lights are recommended around Plaza Circle to create a sense of vibrancy and liveliness.

2. Integrate decorative paving that is in keeping with historic Spanish character.

3. Narrow streets to one or two travel lanes and accentuate with decorative paving.

4. Bikes are suggested on the outside edge of the roadway and should be protected by rolled curbs and utilize buffers such as painted striping, planters, or decorative paving to further separate bicyclists from the travel lanes.

5. Parking spaces should be provided directly adjacent to the inner circle and the spaces should be designed to be extra-long to easily pull in and out.

6. The Museum site should be enhanced with interpretive exhibits, focal points such as trellises and fountains, and landscape improvements.

7. Provide a sidewalk around the outside edge of the Museum site.

8. Install shortened crosswalks to better connect the Museum site with the Downtown core.

9. Planting should be low growing to allow for visibility. Refer to Landscaping, Section 4.3.3, for additional requirements.

5.2.1 PLAZA CIRCLE IMPROVEMENTS
Plaza Circle encircles the Museum site and fronts onto portions of North Park and Veteran’s Memorial Park, and City Hall. The roadway at Plaza Circle is currently very wide and existing crosswalks are approximately 60 feet long, and many community members mentioned not feeling safe to cross especially for children. The existing roundabout at Plaza Circle should be enhanced to create a feeling of entry and develop a focused heart of the community.

Plaza Circle connects with Las Palmas Avenue which is a main arterial roadway and is proposed to have bicycle lanes which will be the primary bike connection through Downtown. Plaza Circle should include features to delineate pedestrian areas and ensure safe and efficient multi-modal access for automobiles, bicycles, and pedestrians.

String lights should be provided to create a sense of vibrancy and liveliness

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FIGURE 5-3 Conceptual Roundabout Enhancements at Plaza Circle P PP P P P
P
P
PP
P
6’ BIKE LANE & BUFFER
24’ ONE WAY TRAVEL LANES
10’ SIDEWALK & BUFFER

DECORATIVE CROSSWALKS WITH

SHORTENED CROSSINGS
P
P
P
P

LAS PALMAS AVE

LAS PALMAS AVE
NO 3RD ST
SO 3RD ST
EL
CENTRO
PARK
NORTH
PARK
VETERAN’S

MEMORIAL
PARK P

OVERHEAD STRING LIGHTS

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5.3 PEDESTRIAN LINKAGES
Many community members mentioned that they would like to see a more pedestrian friendly Downtown. There are many ways to achieve this goal and create a safer and more inviting environment for pedestrians which will incentivize the community to patronize Downtown more often without needing to get in their car and drive.

1. As areas of Downtown are redeveloped or remodeled, sidewalks should be repaired and/or widened with the implementation of connecting crosswalks to encourage pedestrian circulation.

2. Look for opportunities to separate the pedestrians from vehicular travel lanes, such as potted plants, low bollards, landscaped planters, or a consistent pattern of on-street parking.

3. Sidewalks should be at least eight feet wide to accommodate high pedestrian use, and primary pedestrian focus streets (North and South 3rd Street, South Salado Avenue, and North Del Puerto Avenue) should be approximately 12 feet wide to provide streetscape furnishings and promote pedestrian activities and gathering in the Downtown.

4. Bulb-outs are recommended at intersections to decrease the amount of traffic lanes a pedestrian must cross and visually let drivers know they are approaching a vehicular crossing area.

5. Decorative paving should be applied to crosswalks to add to the overall character of the Downtown and identify main walking areas. Refer to Section 4.3.4, Decorative Paving, for more information.

6. A traffic study should be conducted to analyze ways to enhance the safety of the pedestrian crossings at Las Palmas Avenue and Highway 33. Proposed methods include bulbouts, refuge islands, priority pedestrian signal timing, in-road flashing lights, and decorative crosswalks.

7. As the 1st Street property redevelops and becomes more of a hub of activity, consider the installation of an overhead pedestrian bridge crossing over Highway 33 at Las Palmas Avenue to enhance safety and provide a sense of entry into the Downtown area. This would be particularly critical if a parking structure was integrated into the 1st Street site.

Separate pedestrians from travel lanes using potted plants, low bollards, and/or landscaped planters
Provide bulb-outs to decrease the amount of traffic
lanes a pedestrian must cross

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In addition to the streetscape enhancements described in Chapter 4, pedestrian focus streets should contain the following improvements to identify these streets as special places in the Downtown core:

1. Decorative paving band between the sidewalks and roadway.

Consider decorative paving in parking areas and utilize permeable paving where possible. Refer to Section 4.3.4 for more information.

2. Increased site furnishings and ample pedestrian amenities to clearly identify these as people places. Refer to Section 4.3.1 for more information.

3. Raised planters and seat walls designed to reflect the Spanish architecture and utilize decorative skate stops where needed.

4. Accent lighting to enliven and activate these spaces in the evening, such as overhead string lights, hanging lights, and/or lights wrapped around street trees.

5.3.1 PEDESTRIAN FOCUS STREETS
Four streets in the Downtown are suggested to be pedestrian focus streets: 3rd Street (north and south), South Salado Avenue, and North Del Puerto Avenue. These streets will contain focused streetscape enhancement areas and pedestrian amenities, widened sidewalks, and ample places for people to meet, shop, sit, dine, and interact.

A method to provide these pedestrian spaces and widened sidewalks which was supported by many members of the community is to modify the pedestrian focus streets to one-way travel lanes with angled and parallel parking spaces. By utilizing one-way travel lanes, it allows for widened sidewalks and increased amenities on these key pedestrianoriented streets. Large and walkable sidewalks, reduced travel lanes that are easy to cross, slower traffic, and pedestrian amenities positively influence the user’s experience and create a safe and inviting Downtown atmosphere. Refer to the Circulation Map in Figure 5-1 for proposed direction of travel for the one-way streets. A traffic study is included as a recommended action in the Implementation Chapter to analyze the oneway travel routes.

Increased site furnishings and ample pedestrian amenities should clearly identify the pedestrian focus streets as people places Accent lighting should be provided to enliven the pedestrian focus streets

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FIGURE 5-4 Conceptual Road Section – Pedestrian Focus Streets

SIDEWALKS
VARY
8’

PARKING
20’ ONE-WAY

TRAVEL LANE
17’

ANGLED PARKING

SIDEWALKS
VARY

OPTIONAL PARKLET
PP

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5.4 MULTI-MODAL ENHANCEMENTS
Downtown Patterson offers the opportunity to enhance mobility options and provide safer and more enjoyable methods of accessing the Downtown core. The Downtown is generally flat and surrounded by residential homes, is adjacent to schools, and has the potential to establish a more sustainable and healthier environment for the community. Providing improved pedestrian and bicycle routes as alternatives to automobile travel will incentivize residents to patronize Downtown more often without needing to get into their car, and thus help reduce pollution and parking demand. Two types of bicycle facilities are recommended in the Downtown: Class II Bike Lanes and Class III Sharrows.

5.4.1 CLASS II BIKE LANES
Class II lanes are designated routes for bike lanes that are typically striped bike lanes within the roadway. The community supported Class II bike lanes on Las Palmas Avenue, from 1st to 6th Street and on North and South El Circulo Avenue. The following streets have been identified for bike lanes because they connect to existing and proposed bike routes, as well as providing access to North Park and Veteran’s Memorial Park, schools, and adjacent residential neighborhoods.

1. Class II bike lanes should be indicated with bicycle symbols, lane striping, a striped buffer, and signage per the Manual on Uniform Traffic Control Devices (MUTCD).

2. At key intersections, Class II lanes are suggested to be painted or colored concrete to accentuate the use of bicycles, and the color should blend with the selected roadway pavers proposed at Plaza Circle.

3. Class II buffers should be striped, utilize a decorative paving material, or integrate a raised element such as a rolled curb, planting, and/or bollards.

FIGURE 5-5 Class II Bike Lanes Key Map
Example of a Class II bike lane with painted lanes and buffer Class II Bike Lanes

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FIGURE 5-6 Conceptual Class II Road Section

SIDEWALKS
VARY
8’

PARKING
11’

TRAVEL LANE

SIDEWALKS
VARY
5’ BIKE
LANE &
1’ BUFFER
11’

TRAVEL LANE
8’

PARKING
5’ BIKE
LANE &
1’ BUFFER
P
P

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5.4.2 SHARROW BICYCLE ROUTES
Class III sharrows are shared travel lanes with bicycles and vehicles. The community supported sharrows on North Salado Avenue and South Del Puerto Avenue, which would conveniently link to the Class II bike lanes on Las Palmas Avenue and El Circulo Avenue.

1. Sharrows should be indicated with sharrow stencils and signage per MUTCD.

2. Sharrow stencils are suggested every 50 to 100 feet to clearly designate this shared route.

3. Consider providing a painted color behind the stencil or dashed lines around the outside of the stencil at intersections to direct bicyclists onto the Class II connections.

5.4.3 BUS SHELTER ENHANCEMENTS
Providing a more comfortable transit environment in the Downtown could help to increase ridership. As transit use increases in the future, look for opportunities to provide additional bus shelters around the Downtown core.

If the one-way alternative is implemented on South Salado Avenue, the existing bus shelter may need to be relocated. If relocated, the west side of South Del Puerto Avenue is suggested. The bus shelter relocation is subject to the future traffic study recommended in Chapter 6 and will require coordination with the Stanislaus Regional Transit Authority.

1. Look for opportunities to enhance the bus shelter with increased pedestrian amenities and streetscape improvements.

2. Accentuate bus shelters with public art.

FIGURE 5-7 Class III Sharrow Bicycle Routes Key Map
Examples
of sharrow
pavement
stencils and
signage
Class III Sharrows

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5.5 ALLEYWAY ENHANCEMENTS
Alleyways provide an opportunity to recapture underutilized public space to create a more engaging and welcoming pedestrian linkage throughout the Downtown with connections between residential and commercial areas.

Alleyways are important because they provide for deliveries, services, and parking and they can allow for alternative pedestrian routes off the busy roadways. The alleyways provide internal connections between the roadways and allow for pedestrian-friendly activities to occur.

Provide alleyway beautification improvements to better integrate pedestrian access, such as:

1. Enhance alleyways with streetscape improvements listed in Section

4.3 where feasible such as lighting, public art/murals, potted plants and landscaping, and decorative paving in key locations.

2. Maintain a clear path for delivery and service vehicles with a clearly defined pedestrian path of travel using elements such as decorative paving, bollards, and potted plants.

3. Look for opportunities to consolidate and conceal trash cans and dumpsters, such as using a common shared trash enclosure that is centrally located and designed with similar materials and colors to the adjacent buildings.

4. Provide vertical elements at the entrances to primary alleyways to serve as wayfinding devices such as arched entry elements, trellises, banners and hanging plants on light poles, and/or large potted plants. Overhead elements are recommended in neighborhood alleyways but must maintain a 20-foot-high minimum vertical clearance.

5. Integrate architectural façade and lighting enhancements along the facades facing alleyways.

Provide vertical elements at the entrances to primary alleyways to serve as wayfinding devices
Consolidate and conceal trash cans and dumpsters in alleyways

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5.6 PUBLIC PARKING FACILITIES
The proximity and availability of centralized public parking lots and onstreet parking serving the Downtown area is generally supported by the community and there was a desire to keep as much existing on-street parking as possible. However, the use of automobiles is changing and less parking may be needed in the future due to increased rideshare services such as Lyft and Uber, ongoing development of autonomous vehicles, and increased use of enhanced bicycle routes.

1. Enhance existing public parking lots with large evergreen trees to provide shade on parked vehicles, and utilize dense evergreen shrubs to screen parked vehicles from the street.

2. Electric vehicle charging stations should be integrated into public parking facilities to attract visitors to stop Downtown to charge their cars while visiting restaurants and shops.

3. There was not a strong desire for a parking structure at this time; however, as the Downtown redevelops, 1st Street was determined to be the best location for a parking structure due to the lack of availability of large parcels in the Downtown. If a parking structure is constructed, it should be designed with commercial or office uses on the ground floor and provide breaks in massing and articulation to minimize the aesthetic impacts of the structure and to activate the adjacent sidewalks.

4. As the Downtown streets are improved, consider utilizing back-in angled parking spaces (vehicles parked with front of car facing the roadway) so drivers have a better view of traffic when exiting the parking space. Back-in angled parking spaces puts the trunk or back of the vehicle facing towards the sidewalk which allows for safer loading/unloading and it positions drivers and passengers to enter or exit the vehicle toward the sidewalk with the doors shielding people from moving traffic.

Enhance parking lots with large evergreen trees to provide shade on parked vehicles, and utilize dense evergreen shrubs to screen parked vehicles

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6 IMPLEMENTATION Chapter 6

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CHAPTER 6

IMPLEMENTATION
This chapter discusses how to encourage redevelopment and includes recommendations to entice, encourage, and incentivize new development in Downtown Patterson. The Downtown Master Plan will be implemented over a 20-year time frame as feasible. The Plan will be implemented through both public and private investment. Many components could be grant funded due to their pedestrian and bicycle friendly nature.

6.1 HOW TO FACILITATE PRIVATE INVESTMENT
Implementation of the future vision for Downtown Patterson will depend upon a mix of public sector and private sector investment. Whereas the City can set the stage with physical improvements and programs or activities aimed at placemaking, the ultimate driver of change in the Downtown will come through private investment in building renovations/ improvements, infill development projects, and new business openings.

With respect to potential private investment in the Downtown, Table 6-1 provides the following land use opportunities which should be prioritized based on foreseeable market demand and community preferences.

Implementation will depend upon private investment in building renovations/improvements, infill development projects, and new business openings

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LAND USE
(Listed in Order of Priority)

DESCRIPTION / STRENGTH OF

DEVELOPMENT OPPORTUNITY

POTENTIAL TIMING OF
DEMAND
Priority #1b: Visitor oriented retail / restaurant Market study suggests potential opportunity to attract a share of regional/highway-oriented retail and restaurant demand; the strength of this opportunity will expand with local and regional population growth.

Activation of this opportunity – which at this point is an unproven market in Patterson – will depend on marketing efforts to position Downtown Patterson
as a destination attractive to residents of the larger region, as well as marketing focused on developer/tenant
attraction.

To the extent these efforts (to attract visitor demand) prove successful, it could also provide a meaningful boost to the resident-oriented retail/restaurant development.

Moreover, positioning the Downtown as pedestrian friendly (improved parks, wider sidewalks,
streetscape investments) would enhance the Downtown’s
appeal as a destination for both residents and visitors.

Longer-term; depends on marketing to
establish Patterson as a regional
destination.

LAND USE
(Listed in Order of Priority)

DESCRIPTION / STRENGTH OF

DEVELOPMENT OPPORTUNITY

POTENTIAL TIMING OF
DEMAND
Priority #1a: Resident oriented retail, restaurant,
services
The Natelson Dale Group market study and current/ recent investment trends in Patterson indicate that the Downtown potentially has strong opportunities for the following types of storefront uses:
- Independent (i.e., non-chain) restaurants;
- Specialty retail stores to complement the local shopping experience Downtown;
- Storefront services (e.g., hair salons);
- Everday recreational uses (e.g., fitness centers, dance studios, yoga, etc.)
Immediate/ongoing; demand
can be enhanced by marketing
and through policies which
streamline reuse of existing
buildings (see
Recommendation 3 below)
Table 6-1: Prioritization of New Land Uses in Downtown Patterson Priority 1a & 1b:

Retail & Restaurant Uses

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LAND USE
(Listed in Order of Priority)

DESCRIPTION / STRENGTH OF

DEVELOPMENT OPPORTUNITY

POTENTIAL TIMING OF
DEMAND
Priority #1c: Themed retail/ entertainment uses
(e.g., focus on agritourism)
This is an undeveloped/unproven market for Patterson that would be compatible with the area’s history and
community assets, but would require a concerted
marketing and placemaking effort to bring to fruition; the Downtown Master Plan could be a focal point for this type of initiative.

Longer-term/speculative
Priority #2: Office Patterson is not a well established office market. Office demand globally has been impacted by the pandemic (in
ways that potentially will benefit outlying communities in the long run). Modest amounts of office space can be
attracted to Downtown as part of the envisioned mix-used, full-service environment; specific opportunities are likely to exist for owner-user offices interested in creatively reusing existing commercial buildings in the Downtown.

Modest demand in the near-term; can
potentially expand in the future with the
success of the overall improvement and
repositioning of Downtown.

LAND USE
(Listed in Order of Priority)

DESCRIPTION / STRENGTH OF

DEVELOPMENT OPPORTUNITY

POTENTIAL TIMING OF
DEMAND
Priority #3: Multiple-family residential Multiple-family residential is a small but growing market in Patterson.

Mixed-use projects in Downtown could provide capacity for new housing options in Patterson and would also
support the overall vision of a vibrant 24-hour community in the Downtown.

Financial feasibility of infill development/redevelopment projects can be a constraining factor
Both office and multiple-family contribute to the synergy of downtown retail/restaurant development.

Depends on timing of individual (site
specific) development opportunities
Priority #4: Hotel Market is likely at capacity (i.e., no additional demand) for the foreseeable future, but lodging would complement longterm focus on positioning Downtown as a visitor destination.

Long-term/speculative
Priority 1c:

Themed Retail &
Entertainment Uses
Priority 2:

Office Uses
Priority 3:

Multiple-Family
Residential Uses
Priority 4:

Hotel

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A revitalized Downtown Patterson would feature a preponderance of food and beverage and specialty retail establishments, which tend to be less susceptible to the effects of e-commerce. Also, these are “destination” businesses, with part of their appeal to customers consisting of physically being there. Housing could increase the vitality of the Downtown from the perspective of both businesses and residents and would potentially make it a more viable/attractive investment opportunity for the development community. For Downtown Patterson, the addition of multiple-family housing could generate multiple benefits and create a more meaningful live/work/commerce environment:
• Support the vision of a vibrant Downtown with residential activity supporting businesses
• Help meet an expected ongoing demand for new housing
• Expand a type of “urban” housing that is not common in the community at present
• Represent the kind of expanded development option that makes the Downtown more viable and attractive for other development, such as upper floor rental units in combination with commercial uses on the bottom floor

6.2 ECONOMIC CONDITIONS INFLUENCING

DEVELOPMENT POTENTIAL IN DOWNTOWN
Patterson is one of a limited number of cities directly accessible to the Interstate 5 (I-5) corridor. The City is well positioned to capture highway traveler business, and the City is also sizable enough to serve as a “central place” for other, smaller, corridor-area communities nearby.

Patterson is also far enough from the other main north-south route through the San Joaquin Valley, Highway 99, to have its own distinctive trade area. With its proximity to the Intersection 580 (I-580) corridor connecting to the Bay Area, Patterson is within reasonable commuting distance to the cities located there.

The increasing role of e-commerce, lingering effects of the pandemic, and changing consumer preferences over time have challenged existing retail activities. The current mix of land uses in the Downtown is not necessarily conducive to generating a variety of complementary, synergistic activities and the location does not easily serve visitors coming off Interstate 5. Downtown Patterson has many smaller properties interspersed with street rights-of-way that increase the challenge of assembling properties. Some challenges in attracting events and pedestrian-activated spaces for local shopping and street vendors is the narrow sidewalks, lack of bike lanes, and streets that are not very pedestrian-friendly. A similar consideration has to do with how far people are willing to walk to visit Downtown businesses and gather for event-driven business activity. The California Northern Railroad and Highway 33 make access to the Downtown by businesses and residents east of the train tracks difficult and vehicular and pedestrian connectivity should be enhanced using the recommendations outlined in Chapter 5 of this Master Plan.

Example of new mixed-use commercial and residential uses in the Downtown (Refer to Opportunity Site B in Chapter 3 for more information)

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The market study also suggests a potential opportunity to attract a share of regional/ highway-oriented retail and restaurant demand; the strength of this opportunity will expand with local and regional population growth. • Entertainment or themed retail is an undeveloped and/or unproven market for Patterson that would be compatible with the area’s history and community assets but would require a concerted marketing and placemaking effort to successfully carry out. The Downtown Master Plan could be a focal point for this type of initiative.
• Office demand globally has been impacted by the pandemic (in ways that potentially will benefit outlying communities in the long run), and Patterson is not currently a well-established office market. Modest amounts of office space can be attracted to Downtown as part of the envisioned mixed-use, full-service environment; specific opportunities are likely to exist for owneruser offices interested in creatively reusing existing commercial buildings in the Downtown.
• Multiple-family residential is a small but growing market in Patterson. Mixed-use projects in Downtown could provide capacity for new housing options in Patterson and would also support the overall vision of a vibrant 24-hour community in the Downtown. Financial feasibility of infill development and redevelopment projects can be a constraining factor. Both office and multiple-family contribute to the synergy of Downtown retail and restaurant development.
• The hotel market is likely at capacity (i.e., no additional demand) for the foreseeable future, but lodging would complement a longterm focus on positioning Downtown as a visitor destination.

6.3 SUMMARY OF MARKET POTENTIAL

FOR NEW DEVELOPMENT
The market study and current investment trends in Patterson indicate that the Downtown potentially has some strong opportunities for the following types of storefront uses:
• Independent (i.e., non-chain) restaurants
• Specialty retail stores to complement the local shopping experience Downtown
• Storefront services (e.g., hair salons)
• Everyday recreational uses (e.g., fitness centers, dance studios, yoga, etc.).

If Downtown’s capture of demand for future multiple-family units is proportionate to its share of retail demand, that would equate to approximately 420 units by 2040. Although housing demand will potentially be strong from a market perspective, especially for affordable units, it is subject to financial feasibility constraints for individual development projects (and in a setting like Downtown, new development would be primarily infill projects). Housing development could potentially help support a financial feasibility mixed-use project(s).

Example of retail facade
enhancements in the Downtown
(Refer to Opportunity Site C in
Chapter 3 for more information)

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Recommendation 1: Set the stage with project and/or program investments to improve the physical setting in the downtown.

These investments should include:
a. String lights around Plaza Circle
b. Museum site landscape improvements
c. Downtown gateway monument, banners, and wayfinding/
signage
d. Streetscape improvements with enhanced landscaping,
lighting, and pedestrian amenities
e. Increased outdoor dining and gathering spaces
f. Public park enhancements
g. Placemaking elements and public art, such as utility box art and murals
h. Wider and repaired sidewalks, decorative paving in key areas, and improved crosswalks
i. Plaza Circle roundabout enhancements
j. Bike lane and sharrow connections to the Downtown
k. Utility upgrades
l. Alleyway improvements and trash can concealment and
consolidation
m. Enhanced shared street environment and increased seasonal events
n. Prepare a traffic study for analysis of future one-way circulation routes within the Downtown, traffic improvements at Highway 33, and potential parking structure at 1st Street

6.4 RECOMMENDED ACTION ITEMS
To maximize development opportunities consistent with the long-term vision for Downtown, it is recommended that the City of Patterson consider implementation of the following types of policies and programs in support of the Downtown Master Plan. Refer to the Implementation Action Plan in Section 6.5 for additional information regarding timing and funding of these action items.

Example of Plaza Circle enhancements with overhead string lighting (Refer to Opportunity Site A in Chapter 3 for more information)

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Recommendation 2: Implement “Downtown friendly” policies for City’s development approval processes.

These policies could include:
a. Streamlined/expedited development review and approval processes for new construction, change of use and tenant improvements, and flexible zoning to accommodate a wide range of targeted land uses as described in Appendix A of this Master Plan (including some uses for which the timing of demand is not predictable)
b. Preparation of program-level California Environmental Quality Act (CEQA) documents (to minimize CEQA requirements of
individual development projects)
c. Update Citywide zoning/land use policies that favor infill development
Recommendation 3: Create incentives to facilitate renovation/ reuse of existing commercial buildings in Downtown.

These incentives could include:
a. Provide matching grant program by the City to help finance the cost of façade improvements
b. Reduced/waived City fees for planning and/or building permits
c. Provide low-interest loan program for major building renovations
d. Include some incentives as a “limited time offer,” or having a first-come first-served orientation, to encourage early adopters
Example of the use of innovative and flexible zoning to accommodate a wider range of land uses in the Downtown (Refer to Opportunity Site D in Chapter 3 for more information)

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Recommendation 6: Establish financing mechanisms to support Downtown revitalization and investment.

The following types of financing mechanisms should be investigated:
a. Business improvement district (BID)
b. Property and business improvement district (PBID)
c. Enhanced infrastructure financing district (EIFD)
Each of the financing mechanisms listed above would require a feasibility assessment that is beyond the scope of this Master Plan. In evaluating the potential applicability of these mechanisms to the Downtown, it will be important to weigh the potential benefits against any perceived negative impacts (i.e., creating an extra operating expense for Downtown businesses and property owners). Refer to Table 6-4 for additional funding sources.

Recommendation 4: Link implementation of Master Plan to larger marketing and economic development initiatives.

These initiatives could include:
a. Regional marketing program to attract independent
restaurant operators to Downtown Patterson (focus
on encouraging successful operators in comparable
communities to open branch operations in Patterson)
b. Pursuit (in partnership with local industry stakeholders) of a major economic development focus on agritourism
c. Marketing within the regional development community to attract developer interest/investment in Downtown Patterson Recommendation 5: Focus on defining and attracting
development options for key “opportunity sites.”
This recommendation could include the following efforts by the City:
a. Outreach to individual Downtown property owners to
identify specific opportunities sites for renovation, reuse, or redevelopment
b. Prepare design prototypes to determine feasible
redevelopment (or intensification) options for key sites, focusing on the potential for mixed-use projects
c. Complete pro forma financial analysis to assess the economic feasibility of design prototypes
Example of a revitalized entrance to Downtown Patterson

7.1.b
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6 6-9
FEBRUARY 2024

6.5 IMPLEMENTATION ACTION PLAN
Table 6-1 is a summary action plan of the steps required to implement the recommendations within the Downtown Master Plan. The Implementation Action Plan provides the suggested timing and phasing of the improvements and a list of potential funding sources which are listed in more detail in Section 6.6. 1 = First Year,
2= Two to Five Years,
3 = Five Years

TIMING RESPONSIBILITY POTENTIAL
FUNDING SOURCES

REGULATORY ACTIONS
Adoption of Master Plan and CEQA Document: Adoption of the Master Plan and CEQA document is the catalyst for Downtown Patterson and the recommended land uses, development standards, and other proactive policies designed to spur economic investment and visual enhancement of the area.
1 CD, Con General Fund

PROGRAMS, STUDIES, AND INITIATIVES
Traffic Study: Prepare a Traffic Study to investigate the circulation and transit recommendations within the Master Plan. Work with Cal Trans for future improvements at Highway 33, coordinate with Stanislaus Regional Transit Authority for possible bus shelter and bus route relocation and other future stops, and coordinate with Railway authorities for potential future railway crossing improvements at E Street.
1 CD, ENG General Fund, Measure L
PBID: Consider the evaluation of a Property Owner / Business Improvement District
1 CD, F General Fund
Table 6-2: Implementation Action Plan
CD = Community Development, CE = Code Enforcement,
Chamber = Chamber of Commerce, Con = Consultant,
ENG= Engineering, Building, and Capital Projects,
F= Finance Department, R= Recreation & Community Services

7.1.b
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6 6-10

SCREENCHECK DRAFT
1 = First Year,
2= Two to Five Years,
3 = Five Years

TIMING RESPONSIBILITY POTENTIAL
FUNDING SOURCES
CD = Community Development, CE = Code Enforcement,
Chamber = Chamber of Commerce, Con = Consultant,
ENG= Engineering, Building, and Capital Projects,
F= Finance Department, R= Recreation & Community Services Property/Business Owner Outreach: Establish ongoing interface with property and business owners to facilitate business
retention/expansion and to maximize support for assessment-based funding.
1 CD, Chamber General Fund, Assessment District (e.g.,
PBID)
Grant Funding: Pursue federal, state, and regional funding sources for infrastructure and planning.
1 CD, F General Fund
Impact Fees: Update the Development Impact Fee (DIF) and Parking InLieu Fee schedules for the Master Plan area.1 CD, F General Fund Incentives: Define targeted incentives for housing, retail/restaurant, and mixed-use development (throughout Downtown with special focus on key "catalyst" sites).
1 CD, F General Fund
Façade Enhancement and Trash Can Consolidation Programs:

Create incentives to facilitate the renovation/reuse of existing commercial buildings in Downtown and provide for shared and/or better concealed trash enclosures.
1 CD, F General Fund, Assessment District (e.g.,
PBID)
Parklet Dining Program: Prepare a Parklets Program for the long-term buildout of parklets and include the development of design criteria for parklets which identifies solutions for providing cohesive design options for parklets that comply with the operational needs of the City and meet applicable building and fire codes.
1 CD, PW, Chamber General Fund

7.1.b
Packet Pg. 156 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of IMPLEMENTATION Chapter 6
6 6-11
FEBRUARY 2024
1 = First Year,
2= Two to Five Years,
3 = Five Years

TIMING RESPONSIBILITY POTENTIAL
FUNDING SOURCES
CD = Community Development, CE = Code Enforcement,
Chamber = Chamber of Commerce, Con = Consultant,
ENG= Engineering, Building, and Capital Projects,
F= Finance Department, R= Recreation & Community Services Public Arts Program: Implement public art and develop a walking or driving tour of historic and cultural sites
2 CD, R Developer Agreements, Assessment
District (e.g., PBID), Grants
Special Events: Program events to establish Downtown as the "heart" of Patterson; focus on attracting daytime office users to Downtown. 2 CD, Chamber Assessment District (e.g. PBID), General
Fund, User Fees
Tenant Recruitment: Focus marketing outreach on recruitment of unique restaurants and small-scale retail in Downtown.
2 CD, Chamber Assessment District (e.g. PBID), General
Fund

IMPROVEMENT PROJECTS
Plaza Circle String Light Improvements: Survey, design development, and improvement plans.
1 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants
Plaza Circle Museum Landscape Enhancements: Survey, design development, and improvement plans.
1 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants
Gateway Monument and Wayfinding Signage: Survey, design development, and improvement plans with points of interest coordinated with community organizations.
1 PW, CD General Fund, CIP, Assessment District
(e.g., PBID)
Public Park Improvements: Prepare conceptual design package for North Park and Veteran's Memorial Park.
2 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants

7.1.b
Packet Pg. 157 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
6 6-12

SCREENCHECK DRAFT
1 = First Year,
2= Two to Five Years,
3 = Five Years

TIMING RESPONSIBILITY POTENTIAL
FUNDING SOURCES
CD = Community Development, CE = Code Enforcement,
Chamber = Chamber of Commerce, Con = Consultant,
ENG= Engineering, Building, and Capital Projects,
F= Finance Department, R= Recreation & Community Services Las Palmas Street, Plaza Circle, and El Circulo Streetscape Improvements (Class 2 Bike Lanes and Streetscape Elements):

Survey, design development, and improvement plans for the following elements: intersection beautification, streetscape furnishings, decorative paving and crosswalk improvements, pedestrian lighting, street banners, sidewalk repairs, landscaping, and irrigation improvements.
2 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants, CEQA
Mitigations, Measure L, Development
Agreeements
North Salado and South Del Puerto Streetscape
Improvements (Sharrows and Streetscape Elements): Survey, design development, and improvement plans for the following elements:
sharrow striping and signage installation, intersection beautification, streetscape furnishings, decorative paving and crosswalk improvements, pedestrian lighting, street banners, sidewalk repairs, landscaping, and irrigation improvements.
2 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants, CEQA
Mitigations, Measure L, Development
Agreeements
Alleyway Improvements: Survey, design development, and
improvement plans as coordinated with adjoining private development. 2 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants, Development
Agreements

7.1.b
Packet Pg. 158 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of IMPLEMENTATION Chapter 6
6 6-13
FEBRUARY 2024
1 = First Year,
2= Two to Five Years,
3 = Five Years

TIMING RESPONSIBILITY POTENTIAL
FUNDING SOURCES
CD = Community Development, CE = Code Enforcement,
Chamber = Chamber of Commerce, Con = Consultant,
ENG= Engineering, Building, and Capital Projects,
F= Finance Department, R= Recreation & Community Services 3rd Street, South Salado and North Del Puerto
Streetscape Improvements (Pedestrian Focus Streets and
Streetscape Elements): Based upon future traffic study
recommendations for one-way configurations. Survey, design development, and improvement plans for the following elements:
intersection beautification, streetscape furnishings, decorative paving and crosswalk improvements, pedestrian lighting, street banners, sidewalk repairs, landscaping, and irrigation improvements. 3 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants, CEQA
Mitigations, Measure L, Development
Agreeements
Bus Shelter Relocation: If needed based upon future traffic study recommendations for one-way configurations. Survey, design development, and selected improvement plans for bus shelter relocation.
3 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants
E Street at Highway 33 (Roundabout or Traffic Signal): If needed based upon future traffic study recommendations. Survey, design development, and selected improvement plans for roundabout or traffic signal.
3 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants, Measure L, DIF

7.1.b
Packet Pg. 159 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
6 6-14

SCREENCHECK DRAFT
1 = First Year,
2= Two to Five Years,
3 = Five Years

TIMING RESPONSIBILITY POTENTIAL
FUNDING SOURCES
CD = Community Development, CE = Code Enforcement,
Chamber = Chamber of Commerce, Con = Consultant,
ENG= Engineering, Building, and Capital Projects,
F= Finance Department, R= Recreation & Community Services 1st, 5th, and 6th Street Streetscape Improvements (Streetscape Elements): Decorative paving and crosswalk improvements, pedestrian lighting, street banners, sidewalk repairs, landscaping, and irrigation improvements.
3 PW, CD, Chamber General Fund, CIP, Assessment District (e.g., PBID), CFD, Grants, Measure L,
Development Agreements
Parking Structure at 1st Street: If needed based upon future traffic study recommendations. Survey, design development, and
improvement plans as coordinated with adjoining private development. 3 PW, CD, Chamber General Fund, CIP, Assessment District (e.g., PBID), CFD, Grants, DIF, User Fees

7.1.b
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6 6-15
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6.6 POTENTIAL FUNDING SOURCES AND FINANCING MECHANISMS
The following tables provide a summary of potential funding opportunities for the programs and/or improvement projects associated with the Downtown Master Plan. Table 6-3 describes a list of possible funding sources and Table 6-4 provides examples of grant sources and that might be utilized to implement the recommendations of the Downtown Master Plan.

Table 6-3: Applicable Funding Sources

REGULATORY ACTIONS
Adoption of Specific Plan and CEQA Document X

PROGRAMS, STUDIES, AND INITIATIVES
Museum Site and Public Park Concept X X X
Traffic Study X X
PBID (Feasibility Study) X
Property/Business Owner Outreach X X
Developer
Contributions
District-Based
Mechanisms
City
Resources
Outside
Sources
CEQA Mitigations of Project ImpactsImpact / In-Lieu FeesNegotiated & Voluntary AgreementsAssessment District (LMD, PBID, BAD)CFDGeneral FundCapital Improvment Program FundsUser FeesOther Regional, State, and Federal Grants

7.1.b
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SCREENCHECK DRAFT
Developer
Contributions
District-Based
Mechanisms
City
Resources
Outside
Sources
CEQA Mitigations of Project ImpactsImpact / In-Lieu FeesNegotiated & Voluntary AgreementsAssessment District (LMD, PBID, BAD)CFDGeneral FundCapital Improvment Program FundsUser FeesOther Regional, State, and Federal Grants Grant Funding (investigate and pursue external
funding sources) X
Impact Fees (Updated DIF and Parking In-Lieu
schedules) X
Define Developer Incentives X
Façade Enhancement and Trash Can Consolidation
Programs X X
Parklet Dining Program X X
Public Arts Program X X X
Special Events X X X
Tenant Recruitment X X

IMPROVEMENT PROJECTS
Plaza Circle String Light Improvements X X X X X
Plaza Circle Museum Landscape Enhancements X X X X
Gateway Monument and Wayfinding  Signage X X

7.1.b
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Developer
Contributions
District-Based
Mechanisms
City
Resources
Outside
Sources
CEQA Mitigations of Project ImpactsImpact / In-Lieu FeesNegotiated & Voluntary AgreementsAssessment District (LMD, PBID, BAD)CFDGeneral FundCapital Improvment Program FundsUser FeesOther Regional, State, and Federal Grants Public Park Improvements X X X X X X
Las Palmas Street, Plaza Circle, and El Circulo
Streetscape Improvements X X X X X X X
North Salado and South Del Puerto Streetscape
Improvements X X X X X X X
Alleyway Improvements  X X X X X X
3rd Street, South Salado and North Del Puerto
Streetscape Improvements  X X X X X X X
Bus Shelter Relocation X X X X X
E Street at Highway 33 (Roundabout or Traffic Signal)

X X X X X X
1st, 5th, and 6th Street Streetscape Improvements X X X X X X Parking Structure at 1st Street X X X X X X X

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Table 6-4: Examples of Grant Funding Sources
Transportation
Alternatives (TA)
Funding
Federal USDOT Continues the Transportation Alternatives set-aside from the Surface Transportation Block Grant (STBG) program. Eligible uses of the set-aside funds include all projects and activities that were previously eligible under the Transportation Alternatives Program under the Moving Ahead for Progress in the 21st Century Act (MAP-21). This encompasses a variety of smaller-scale transportation projects such as pedestrian and bicycle facilities, recreational trails, safe routes to school projects, community improvements such as historic preservation and vegetation management, and environmental mitigation related to stormwater and habitat connectivity.

Charging and Fuel
Infrastructure Grants
Federal USDOT Program funds will be made available each fiscal year for Community Grants, to install electric vehicle charging and alternative fuel in locations on public roads, schools, parks, and in publicly accessible parking facilities.

Active Transportation
Program
State Caltrans The ATP consolidates existing federal and state transportation programs, including the Transportation Alternatives Program (TAP), Bicycle Transportation Account (BTA), and State Safe Routes to School (SRTS), into a single program with a focus to make California a national leader in active transportation.

The program provides a total of about $220 million each year for bike and pedestrian projects across California. The program allows cities, counties, transit agencies and other public agencies to compete for grants to build bicycle/pedestrian paths, install bike racks, and pay for other projects or programs that make walking or biking easier, safer, and more convenient.

Clean California Local
Grant Program
State Caltrans Projects that beautify and improve local streets and roads, tribal lands, parks, pathways, and transit centers to clean and enhance public spaces.

Description Agency/
Source Program Category

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FEBRUARY 2024
Table 6-4: Examples of Grant Funding Sources
Description Agency/
Source Program Category
Infill Infrastructure
Grant Catalytic
Program
State HCD Funding for Capital Improvement Projects that are necessary to facilitate the development of housing.

Eligible improvements include utility service improvements, streets, roads, parking structures, transit linkages, transit shelters, traffic mitigation features, site preparation or demolition, sidewalks, and streetscape improvements.

Measure L Local/
Regional
Stanislaus
County
Measure L is the Transportation Ordinance and Expenditure Plan approved by 71.95% of Stanislaus County voters on November 8, 2016. The measure raised the sales tax in Stanislaus County on April 1, 2017, by onehalf cent for a total period of 25 years to improve local streets and roads, improve connectivity, and reduce congestion.

Community
Connections Grant
Local/
Regional
Stanislaus
County
Community Connections has a goal to increase access to transit services and bike and pedestrian facilities.

7.1.b
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7.1.b
Packet Pg. 166 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
A
Development
Regulations & Standards
Appendix A

7.1.b
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A
A-1
FEBRUARY 2024
APPENDIX A. DEVELOPMENT REGULATIONS & STANDARDS
The Downtown Master Plan proposes a list of land use suggestions and development standards to accommodate the land uses and activities that are consistent with the vision for Downtown Patterson. These code amendments will be considered for incorporation into the Patterson Municipal Code to support these concepts. Appendix A documents the proposed allowed land uses and permit requirements, as well as development standards for the Downtown Core zone.

This Appendix includes a list of proposed code amendments to the current development standard suggestions and regulations, which will be considered for incorporation into the Patterson Municipal Code, Title 18, in Chapters 18.42, 18.46, 18.76, and 18.82 to support the Master Plan concepts.

A.1.1 ALLOWED LAND USES AND PERMIT REQUIREMENTS
This section of the Appendix includes a list of land use suggestions and regulations, which will be considered for incorporation into the Patterson Municipal Code to support the concepts proposed in this Master Plan. Table 18.42.030-1 and Table 18.46.030-1 show proposed code amendments.

7.1.b
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TABLE 18.42.030-1 PERMITTED USE MATRIX FOR COMMERCIAL AND MEDICAL/PROFESSIONAL OFFICE DISTRICTS P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit

DOWNTOWN CORE (DC)

ZONING DISTRICT

SPECIAL USE REGULATIONS

RESIDENTIAL USES
Duplexes1 (joint use) P Residential units proposed in areas of the Downtown Master Plan
depicted in Figure A-1 (on page A-14)
are prohibited on the ground floor
within the first 40 feet facing a public
street. Residential common areas,
residential amenities, and leasing
offices are permitted throughout the
ground floor area.

Employee housing2 P2/ AR2
Group care facility (large)2,3 AR
Group care facility (small) 2,3
P2,3/ AR2,3
Live/work units5 AR
Multiple-family units1 AR
Supportive housing6 P6/ AR6
Transitional housing7 P7/ AR7

RECREATION, EDUCATION, AND PUBLIC ASSEMBLY USES
Child-care center AR Chapter 18.63
Civic use8 P
Community center8 P
Community garden and/or farmer’s
market AR
Country club and related uses N
Drug and alcohol treatment facilities N
Golf driving ranges N
Refer to Table Notes on page A-7

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A-3
FEBRUARY 2024
Information centersP
Mortuaries CUP
Park, plazas, and playgroundsP
9 Place of assembly (large, 10,000 sf
or more) CUP
Place of assembly (small, less than
10,000 sf) CUP
Public art10 AR Chapter 18.73
Public facilityP
Schools (private) CUP
Schools (public) CUP
Schools (trade)P

UTILITY, TRANSPORTATION, AND COMMUNICATION USES
Communication equipment
buildings
N
Electric substations
N
Public utility structures
N
Public utility yards
N
Transit station/park and ride lots
CUP

RETAIL, SERVICE, AND OFFICE USES
Alcoholic beverage sales11 AR
Art, antique, collectiblesP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-7

7.1.b
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A-4

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Artisan shopsP
Auctions (indoor only)12N
Banks and financial servicesP
Bars and cocktail lounges,
accessory13 AR
Bars and cocktail lounges AR
Bed and breakfast inns AR
Bike and accessories sales and rental P
Building supply (large)N
Building supply (small) AR
Business support services14P
Equipment sales and rental N
Gun shops CUP
HospitalsN
Hotels/motels CUP
Indoor amusement/entertainment
facilityP
Indoor recreation and fitnessP
Itinerant/mobile vendors P
Manufactured home sales, newN
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-7

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Medical and dental laboratories CUP
Medical and dental officesP
Medical clinics15 P
Nightclubs CUP
Nurseries, for sale only P
Nurseries, includes growing of nurs-
ery stock CUP
Office, accessoryP
Outdoor markets, sales establish-
ments CUP
Outdoor promotions, sales, or dis-
plays
P
Personal servicesP
Personal services, accessory P
Private clubs P
Professional officesP
Recreational vehicle parkN
Restaurants, no drive-thru serviceP
Restaurants, drive-thru service N
Retail, accessory P
Retail, generalP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-7

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A-6

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Retail, big box (>80,000 sq. ft.) N
Secondhand stores P
Service, accessory AR
Tattoo parlors P
Temporary uses Chapter 18.90 Chapter 18.90
Theaters, not including drive-in AR
Tobacco shops CUP
Veterinary clinics, small animal only
P
Wholesale commercial uses
CUP

AUTOMOBILE AND VEHICLE USES
Auto part sales CUP
Auto rental agencies N
Auto sales, new and usedN
Car washing and detailingN
Fuel station N
Parking garages and lots CUP
Recreational vehicle salesN
Small vehicle sales and rental CUP
Vehicle services (minor and major)N
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-7

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Vehicle storage (small and large) N

INDUSTRIAL, MANUFACTURING, AND PROCESSING USES
Data center
N
Storage, personal storage facility
N
Storage, warehouse (small)
N
Storage yard
N

TABLE NOTES

1. When combined as a joint use (i.e., shops below and units above).

2. Employee housing constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

3. Facility shall be state licensed.

4. Small group care facilities constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

5. See land use classifications in Chapter 18.96 (Land Use Definitions) for definition of live/work units.

6. Supportive housing constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

7. Transitional housing constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

8. No significant storage or corporation yards permitted.

9. Parks, plazas and other types of open space are only permitted as accessory to another use.

10. Two-dimensional artworks smaller than ten square feet may be permitted through the administrative use review process.

11. Subject to A.B.C. requirements, beer and wine are permitted for on-site consumption in conjunction with a restaurant use.

12. Auctions are not to include animals and shall be conducted within an enclosed building only.

13. Permitted when accessory to a hotel, motel, or restaurant.

14. Any use involving potentially hazardous materials is subject to administrative review (AR).

15. Includes laboratories that are ancillary to the primary use.

P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit

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TABLE 18.46.030-1 PERMITTED USE MATRIX FOR INDUSTRIAL DISTRICTS P - Permitted, Allowed by right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit

LIGHT INDUSTRIAL (LI)

ZONING DISTRICT

SPECIAL USE REGULATIONS

RESIDENTIAL USES
Employee housing
1 P
1 / AR
1 Residential units proposed in
areas of the Downtown Master
Plan depicted in Figure A-1
(on page A-14) are prohibited
on the ground floor within
the first 40 feet facing a public
street. Residential common
areas, residential amenities, and
leasing offices are permitted
throughout the ground floor
area.

Group care facility (small)
2 P
2 / AR
2 Live/work units AR
Multiple-family units AR
Supportive housing
3 P
3 / AR
3 Transitional housing
4 P
4 / AR
4 RECREATION, EDUCATION, AND PUBLIC ASSEMBLY USES
Athletic fields, accessory only
5 P
Child-care center CUP
Community center CUP
Community garden and/or farmer’s
market AR
Drug and alcohol treatment facilities CUP
Park, plazas, and playgrounds CUP
Place of assembly (large, 10,000 sf or
more) CUP
Refer to Table Notes on page A-14

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Place of assembly (small, less than
10,000 sf) AR
Public art
6 AR Chapter 18.73
Public facilityP
Schools (private) CUP
Schools (public) CUP
Schools (trade)P

UTILITY, TRANSPORTATION, AND COMMUNICATION USES
Communication equipment buildings CUP
Communication towers AR
Electric substations
7 N
Public utility structuresP
Public utility yardsP
Transit station/park and ride lots P

RETAIL, SERVICE, AND OFFICE USES
Alcoholic beverage sales
8 AR
Art, antique, collectiblesP
Artisan shopsP
Auctions (indoor only)
9 P
Banks and financial servicesP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-14

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A-10

SCREENCHECK DRAFT
Bars and cocktail lounges, accessory10 CUP
Bars and cocktail lounges CUP
Building supply (large) CUP
Building supply (small)P
Business support servicesP
Hotels/motels CUP
Indoor amusement/entertainment
facility P
Indoor recreation and fitnessP
Itinerant/mobile vendors P
Manufactured home sales, new CUP
Medical and dental laboratories CUP
Medical and dental offices CUP
Medical clinics CUP
Nightclubs CUP
Nurseries, for sale only P
Nurseries, includes growing of nursery
stock P
Office, accessoryP
Outdoor markets, sales establishments CUP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-14

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Outdoor promotions, sales, or displays11 P
Personal servicesP
Personal services, accessoryP
Private clubs P
Professional officesP
Restaurants, no drive-thru service P
Restaurants, drive-thru service CUP
Retail, accessoryP
Retail, generalP
Retail, big-box (>80,000 sq. ft.)N
Secondhand stores P
Service, accessoryP
Tattoo parlors P
Temporary uses12 Chapter 18.90 Chapter 18.90
Theaters, not including drive-in CUP
Tobacco shopsN
Veterinary clinics, large animal only CUP
Veterinary clinics, small animal only P
Wholesale commercial usesP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-14

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AUTOMOBILE AND VEHICLE USES
Automobile and vehicle dismantling N
Auto part salesP
Auto rental agencies CUP
Auto sales, new and usedP
Bus yards CUP
Car washing and detailing CUP11
Fuel station CUP
Parking garages and lotsP
Recreational vehicle sales CUP
Small vehicle sales and rental CUP
Vehicle services (major) CUP
Vehicle services (minor) AR
Vehicle storage (small and large) CUP

INDUSTRIAL, MANUFACTURING, AND PROCESSING USES
Agricultural products processing
AR
Data centerP
Fuel yards CUP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-14

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Manufacturing (major) CUP
Manufacturing (minor)P
Recycling facility, processing CUP
Recycling facility, scrap and dismantling
facility CUP
Research and development P
Sheet metal fabrication AR
Sign fabrication companies AR
Storage, personal storage facility CUP
Storage, warehouse (small) CUP
Storage yard CUP
Truck yards/terminals CUP
Wholesale and distribution CUP
P - Permitted, Allowed by Right
AR - Administrative Review
N - Not Permitted
CUP - Conditional Use Permit
Refer to Table Notes on page A-14

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TABLE NOTES

1. Employee housing constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

2. Small group care facilities constitute a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

3. Supportive housing constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

4. Transitional housing constitutes a residential use and are subject only to those restrictions that apply to other residential uses of the same type in the same zone.

5. Athletic fields may be permitted as part of detention/retention facilities or as accessory to a primary use (e.g., recreational opportunities for employees).

6. Two-dimensional artworks smaller than ten square feet may be permitted through the administrative use review process.

7. Including microwave facilities in conjunction therewith and wireless communication (cellular phone) facilities as further defined and permitted to a maximum height of fifteen feet above the maximum height allowed in the zone, as provided in Chapter 18.84.

8. Subject to A.B.C. requirements, beer and wine are permitted for on-site consumption in conjunction with restaurant use.

9. Auctions are not to include animals and shall be conducted within an enclosed building only.

10. Permitted when accessory to a hotel, motel, or restaurant.

11. Permitted without a use permit as ancillary to a fueling station.

12. So long as the use is conducted entirely within an enclosed building. Outdoor storage is prohibited.

13. Dispensaries may not be located within three hundred feet of a residentially zoned district.

FIGURE A-1 - Residential Ground Floor Uses
Residential Units permitted on the ground floor
including the first 40 feet facing public streets

DOWNTOWN MASTER

PLAN AREA BOUNDARY
LEGEND

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C. BUILDING HEIGHT LIMITS

1. Downtown Core. 3 stories (45 feet).

2. Light Industrial. 2 stories (35 feet).

D. BUILDING FORM AND MASSING STANDARDS

1. Building Articulation. Any building over 60 feet wide shall be designed to read as a horizontal series of building facades, each no wider than 60 feet. This effect may be achieved through at least two of the following:
• Variations in color and material.
• Variations in the wall plane: the distance from the building wall to the public sidewalk may vary.
• Variations in fenestration: the size of windows and doors, and the distance between them may vary.
• Variations in decorative architectural details such as cornices, columns, pilasters, posts, and arches.

2. Ground Floor Height. Buildings shall incorporate a minimum ground floor height of 14 feet for non-residential uses (measured floor to floor).

3. Ground Floor Transparency. Buildings with facades located adjacent to a public sidewalk or other public right-of-way shall include windows and doors for a minimum of 50 percent of the building area located between three and eight feet above the height of the sidewalk. • The area of window signs and posters within a window display shall not count towards this requirement.
• Transparent or translucent glazing is required on the ground floor façade. Opaque, reflective, or dark tinted glass that obstructs interior views at the street level is not permitted.
• Product Displays. Product displays shall be internally lit. The bottom of any product display window shall be between 18 to 36 inches in height, as measured from the finished floor.

A.1.2 DEVELOPMENT STANDARDS
Where the development standards of the Downtown Master Plan conflict with the standards of the Patterson Municipal Code in Chapter 18.42, Commercial and Medical/Professional Office Districts and Chapter18.46, Industrial Districts, the standards in the Downtown Master Plan shall supersede.

A. RESIDENTIAL DENSITY

1. Downtown Core.
• Maximum Density. 30 dwelling units/gross acre.

2. Light Industrial.
• Maximum Density. Not applicable.

B. BUILDING SETBACKS
All setbacks are measured from the edge of public right-of-way/ property line.

1. Downtown Core.
• Minimum Front Setback. None.
• Maximum Front Setback. 5 feet from right-of-way edge, except where an area is proposed for pedestrian use, landscaping, public art, seating, or dining but may not exceed 20 feet. • Minimum Side Setback. None.
• Minimum Rear Setback. None.

2. Light Industrial.
• Minimum Front Setback. 10 feet.
• Maximum Front Setback. 5 feet from right-of-way edge, except where an area is proposed for pedestrian use, landscaping, public art, seating, or dining but may not exceed 20 feet. • Minimum Side Setback. None.
• Minimum Rear Setback. None.

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2. Residential Parking Requirements:
• 1 space per dwelling unit having 0 bedrooms (studio)
• 1.5 spaces per dwelling unit having 1 bedroom
• 2.0 spaces per dwelling unit having 2 or more bedrooms • For senior housing, 1.0 spaces per dwelling unit having 1 or more bedrooms
• All residential uses must provide 1 additional guest parking space for each 3 units
F. SIGNAGE STANDARDS
Where the sign standards of the Downtown Master Plan conflict with the standards of Chapter 18.82, Signs of the Patterson Municipal Code, the standards in the Downtown Master Plan shall supersede.

Signage Allowances in the Downtown Master Plan Area

1. The following types of signs are allowed in the Downtown Master Plan Area:
• A-frame Sign
• Awning Sign
• Freestanding, Monument
• Projecting Wall Sign
• Suspended Sign
• Wall Sign
• Window Sign
• Standing Letters – On Canopy
E. PARKING STANDARDS
Where the parking standards of the Downtown Master Plan conflict with the standards of Chapter 18.76, Parking and Loading of the Patterson Municipal Code, the standards in the Downtown Master Plan shall supersede.

1. Downtown Master Plan Area Exemption. Off-street parking is not required within the Downtown Master Plan Area for nonresidential uses. • For any discretionary permit within the Downtown Master Plan exempt area, the Planning Director may refer off-street parking requirement issues to the Planning Commission
for its review. The Planning Commission may withdraw the exempt status of any new development within the Master
Plan area.
• Waiver or Modification. This limitation on parking may be waived or modified based on the following findings for nonresidential uses:
a. Special conditions exist that will increase parking
demand at the site. Conditions include but are not
limited to, the nature of the proposed operation; lack
of transit service or other transportation alternatives; or transportation characteristics of persons residing,
working, or visiting the site;
b. The use will not adequately be served by the maximum allowed number of parking spaces; and
c. Parking demand generated by the project will exceed the maximum allowed number of parking spaces and have
a significant impact on the supply of on-street parking in the surrounding area.

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Sign Type Standards
This Section establishes standards for specific sign types that apply to all zones where such signs are allowed.

1. A-Frame Sign. Freestanding, double-sided advertising display shaped like the letter ‘A,’ commonly used to promote businesses or events on sidewalks or near entrances.
• Maximum Number of Signs. A-frame signs shall be limited to one sign per tenant or establishment.
• Maximum Sign Area. A-frame signs shall not exceed 10
square feet.
• Maximum Sign Height. A-frame signs shall not exceed four feet in height.
• Illumination. Illumination of a-frame signs is prohibited.

2. Awning Sign. Signs painted or printed on awnings, canopies, arcades, or similar attachments or structures are subject to the following standards.
• Maximum Number of Signs. Awning signs shall be limited to one sign per tenant or establishment with an entrance or offering services under the awning.
• Maximum Sign Area. Awning signs shall not exceed 15 square feet, or 30 percent of the total awning area, whichever is less. • Maximum Sign Height. Awning signs shall have a maximum height not exceeding the second story, and a minimum sign clearance of eight feet under the sign.
• Illumination. Awning signs may use direct illumination or illumination under the awning.

3. Freestanding, Monument. Freestanding signs are subject to the following standards.
• Maximum Number of Signs. Freestanding signs shall be
limited to one sign per parcel.
• Location of Sign. A sign may be placed only on a site frontage adjoining a public street. A freestanding sign shall not be located less than 100 feet from another freestanding sign. • Maximum Sign Area. Freestanding signs shall not exceed 40 square feet.
• Maximum Sign Height. Freestanding signs shall not exceed four feet in height.
• Illumination. Freestanding signs may use internal illumination or external illumination.

4. Projecting Wall Sign. Signs that project horizontally from the exterior wall of a building are subject to the following standards. • Maximum Number of Signs. Projecting wall signs shall be limited to one sign per tenant or establishment space.
• Maximum Sign Area. Projecting wall signs shall not exceed 6 square feet per sign face.
• Maximum Sign Height. Projecting wall signs shall have a maximum height not exceeding the second story, and a
minimum sign clearance of eight feet under the sign.
• Projection. A projecting sign cannot extend more than four feet from the building to which it is attached and shall be designed and located so as to cause no harm to street trees or street lighting.
• Illumination. Projecting wall signs may use internal
illumination or external illumination.

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5. Suspended Sign. Signs that are suspended beneath a marquee, covered walkway, canopy, or awning are subject to the following standards.
• Maximum Number of Signs. Suspended signs shall be limited to one sign per tenant or establishment space.
• Maximum Sign Area. Suspended signs shall not exceed eight square feet.
• Maximum Sign Height. Suspended signs shall have a
maximum height of 14 feet and a minimum sign clearance of eight feet under the sign.
• Projection. A suspended sign cannot extend further than the outer edge (edge furthest from the building) of the marquee, covered walkway, canopy, or awning from which it is suspended.
• Illumination. Suspended signs may use internal illumination, external illumination, or direct illumination.

6. Wall Sign. Wall signs include any sign attached to, erected against, or painted upon the wall of a building or structure. • Maximum Number of Signs. Wall signs shall be limited to one per building façade.
• Maximum Sign Area. Wall signs shall not exceed ten square feet per one linear foot of building frontage.
• Maximum Sign Height. Wall signs shall not exceed the height of the building they are attached to.
• Maximum Sign Width. Not to exceed 25-50 percent of the width of the architectural field that the sign will be placed on. • Attachment. Wall signs may be attached according to the following standards:
a. Attached flat against or pinned away from a building wall, but not extending or protruding more than 15 inches from the wall; or
b. Attached to the façade of a building or on a sloping roof (such as a mansard roof), but not extending above the
upper edge of the façade or the sloping roof.
• Illumination. Wall signs may use internal illumination, external illumination, or direct illumination.

7. Window Sign. Signs painted on or otherwise adhered directed onto a window and signs that block a window in any way are subject to the following standards.
• Maximum Sign Area. Window signs shall not exceed 25
percent of the window area.
• Maximum Sign Height. Window signs shall not be placed on windows higher than the second story.
• Illumination. Window signs may use direct illumination and external illumination.
• Permitted Sign Types. Business name, logo, logotype, list of goods and services, and hours of service.

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Acceptable Sign Treatments

1. The following sign treatments are acceptable:
• Mixed media signs incorporating multi-dimensional forms and combinations of colors, shapes, materials, and lighting. • Dimensional letter forms with seamless edge treatments. • Reverse channel (halo lit) letters and shapes / silhouette illumination.
• Cut or fabricated steel, or other metal, painted or unfinished. • Etched metal or glass, sandblasted glass.
• Polished metal, gold leaf finish, patina finish metals. • Screens, lattice, or mesh.
• Dimensional shapes and forms of metal, hardwood, glass, or other material with permanent appearance.
• Glazed ceramic tile work forming patterns or fields.
• Fiber optics.
• Reverse cut metal faces with push-through graphics provided the background material is opaque.

Sign Illumination

1. Direct Illumination. Illumination resulting from light emitted directly from a lamp or luminaire, not light diffused through translucent signs or reflected from other surfaces such as the ground or building faces. This includes neon lighting.

2. Internal Illumination. Illumination resulting from a lightbulb or light source which is entirely enclosed within the sign, and not directly visible to the naked eye. Examples of internal illumination are cabinet signs, channel letter signs, or indirect halo illuminated channel letters.

3. External Illumination. Illumination resulting from the face of the sign reflecting light from an external light source intentionally directed upon it.

General Requirements for Signs

1. Nationally recognized tenants may use their own logo or established corporate insignias, but must incorporate them in a manner consistent with the image set out by the signage standards by adapting their signs to fit the California Mission style.

2. All signs must fit comfortably into their storefront architecture, leaving sufficient margin and negative space on all sides.

3. Signage and graphics applied directly to the storefront glass must have matching letters and features on both sides of the glass to create a finished look when viewed from either side.

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Prohibited Sign Treatments

1. The following sign treatments are prohibited: • Internally illuminated cabinet signs with plastic faces. • Internally illuminated fabric or plastic awnings. • Luminous vacuum-formed letters.

Recommended Color Palette

1. The following color palettes and materials are acceptable and/or encouraged: • Dark and light brown (such as wood). • Black (such as iron). • Dark and light green, yellow green, and teal. • White and beige. • Gold and ochre. • Terracotta red.

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Appendix B Community
Outreach Data

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B. COMMUNITY OUTREACH DATA
Section 2.1 of this Master Plan provides a summary of the community engagement process, and this Appendix provides additional information about the key responses obtained from the outreach efforts.

1. KEY RESPONSES DURING COMMUNITY ENGAGEMENT EFFORTS
The project-related community engagement efforts produced a wide variety of insightful comments from participants. Some key responses (generally those ideas shared by a larger number of participants) are listed on the following pages, although this is not an exhaustive list of feedback received.

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A. DOWNTOWN ASSETS
• Friendly community and family atmosphere
• Parks, street trees, and landscaping
• Historical character
• Holiday events
• Support for local veterans
• Small-town feel
• Great walkability
• Good variety of businesses and restaurants
• Quiet with nice looking, clean buildings
B. DOWNTOWN ACTIVITY OPPORTUNITIES
• Fine dining options and outdoor dining
• Small boutiques and shops
• More events and showcase local artists
• Increased police patrols
• Placemaking and Parks Opportunities
• More family entertainment and activities for kids and adults of all ages
• A more park-like, pedestrian setting and village character • Safe, comfortable, and shaded outdoor gathering and dining areas
• Narrow some streets, widen sidewalks, and support outdoor dining
• Enhance storefronts and facades
• Flexible multi-use spaces
• Clean usable parks and address homelessness
C. MOBILITY AND PARKING OPPORTUNITIES
• More bike paths and lanes and safer crossings, including across Highway 33
• Enhance the alleyways
• Add decorative paving and lighting
• Slow traffic and create safer pedestrian crossings

2. ONLINE INTERACTIVE QUESTIONNAIRE AND

MAPPING ACTIVIT Y
The Patterson Downtown Master Plan Social PinPoint questionnaire was posted online from August 5 to September 18, 2022, and consisted of two parts: written questionnaire and an interactive mapping activity. The results from these two parts are summarized on the following pages.

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A. WRITTEN QUESTIONNAIRE
Patterson Downtown Master Plan

WRITTEN COMMENTS
Social PinPoint
Questionnare Results

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Written Comments Summary
The Patterson Downtown Master Plan Social PinPoint questionnaire was posted online from August 5 to September 18, 2022, and consisted of two parts: written questionnaire and mapping activity (summarized separately). We received 81 comments on the written questionnaire, and most of the responses were from residents of Patterson who visit the Downtown a few times a week, primarily by driving a vehicle, and most frequently visit for personal and public services (such as banking, beauty salons, City Hall, and the library). The results of the written survey are provided on the following pages and the answers are sorted by the overall number of responses, and the answers with the most responses are highlighted in yellow. Some common themes from the written questionnaire are provided below.

The primary improvements the community would like to see in the Downtown are decorative lighting, street trees and landscaping, enhanced appearance of buildings, improved sidewalks, and decorative paving. Most people would be attracted to visit the Downtown more often if there were more dining options and restaurants, shops and services, entertainment uses, and outdoor events and festivals.

Many would like the parks to include large event gathering areas, children’s play areas, and recreational features for all ages.

Most felt there is a need for walkability and bicycling improvements in the Downtown, but that parking is currently not very difficult, and a parking structure is not needed at this time. The majority felt that streets should only be temporarily closed for events and did not support permanent street closures or converting street to one-way traffic. Most would like to see the alleyways improved with pedestrian improvements, outdoor dining and gathering areas, and public art.

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1 Please select all that apply:

Choice
I live in Patterson 78 96.25%
I shop, eat, and/or utilize a service in Downtown 44 55.00% I work in Patterson 29 36.25%
I live within walking distance of Downtown 27 32.50%
I am just curious about the project 23 28.75%
I work in Downtown 12 15.00%
I own a business and/or commercial property in Downtown 7 8.75% Answered 81
Skipped 0
Responses
0 10 20 30 40 50 60 70 80 90
I live in Patterson
I shop, eat, and/or utilize a service in…
I work in Patterson
I live within walking distance of Downtown
I am just curious about the project
I work in Downtown
I own a business and/or commercial…
Please select all that apply: I live in Patterson
I shop, eat, and/or utilize a service in
Downtown
I work in Patterson
I live within walking distance of Downtown
I am just curious about the project
I work in Downtown
I own a business and/or commercial property
in Downtown

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2 How frequently do you visit Downtown? (Select one)
Choice
A few times a week 36 45.00%
About once or twice a month 20 23.75%
Daily 17 21.25%
A few times a year 5 6.25%
Less than once a year 3 3.75%
Answered 81
Skipped 0
Responses
0 5 10 15 20 25 30 35 40
A few times a week
About once or twice a month
Daily
A few times a year
Less than once a year
How frequently do you visit Downtown? (Select one)
A few times a week
About once or twice a month
Daily
A few times a year
Less than once a year

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3 Why do you most frequently go Downtown? (Select all that apply) Choice
Personal services (bank, salon, etc.) 52 65.00%
Public services (City Hall, Post Office, etc.) 46 56.25% Eat 28 35.00%
Shop 26 32.50%
Events 20 25.00%
Work 14 17.50%
Health/fitness/medical 10 12.50%
Meet friends 4 5.00%
Children’s activities 4 5.00%
Bar/club 3 3.75%
Visit parks 3 3.75%
Answered 81
Skipped 0
Responses
0 10 20 30 40 50 60
Personal services (bank, salon, etc.)
Public services (City Hall, Post Office, etc.)
Eat
Shop
Events
Work
Health/fitness/medical
Meet friends
Children’s activities
Bar/club
Visit parks
Why do you most frequently go Downtown? (Select all that apply) Personal services (bank, salon, etc.)
Public services (City Hall, Post Office, etc.)
Eat
Shop
Events
Work
Health/fitness/medical
Meet friends
Children’s activities
Bar/club
Visit parks

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4 How do you typically get to Downtown? (Select all that apply) Choice
Drive a vehicle 76 93.75%
Walk or skate 18 22.50%
Bike 4 5.00%
Scooter/ Motorcycle 0 0.00%
Uber/ Lyft 0 0.00%
Public Transportation 0 0.00%
Answered 81
Skipped 0
Responses
0 10 20 30 40 50 60 70 80
Drive a vehicle
Walk or skate
Bike
Scooter/ Motorcycle
Uber/ Lyft
Public Transportation
How do you typically get to Downtown? (Select all that apply) Drive a vehicle
Walk or skate
Bike
Scooter/ Motorcycle
Uber/ Lyft

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5 How do you feel about walking in Downtown? (Select all that apply) Choice
Walkability improvements are needed in the Downtown 52 67.11% I feel safe and do not have any concerns about walking in Downtown 24 31.58% Walking in Downtown is enjoyable 13 17.11%
Downtown needs more accessibility for people with disabilities and strollers 12 15.79% Answered 77
Skipped 4
Responses
0 10 20 30 40 50 60
Walkability improvements are needed in the…
I feel safe and do not have any concerns about…
Walking in Downtown is enjoyable
Downtown needs more accessibility for people…
How do you feel about walking in Downtown? (Select all that apply) Walkability improvements are needed in the
Downtown
I feel safe and do not have any concerns about
walking in Downtown
Walking in Downtown is enjoyable
Downtown needs more accessibility for people
with disabilities and strollers

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6 If you parked once and walked around Downtown, how far are you willing to walk to your destination(s)? (Select one) Choice
600 feet (about two blocks) 20 25.00%
1/4 mile (about 4 blocks/ 5-minute walk) 19 23.75%
150 feet (about half a block) 17 21.25%
300 feet (about one block) 15 18.75%
1/2 mile (about 8 blocks/ 10-minute walk) 10 11.25%
Answered 81
Skipped 0
Responses
0 5 10 15 20 25
600 feet (about two blocks)
1/4 mile (about 4 blocks/ 5-minute walk)
150 feet (about half a block)
300 feet (about one block)
1/2 mile (about 8 blocks/ 10-minute walk)
If you parked once and walked around Downtown, how far are you willing to walk to your destination(s)? (Select one) 600 feet (about two blocks)
1/4 mile (about 4 blocks/ 5-minute walk)
150 feet (about half a block)
300 feet (about one block)
1/2 mile (about 8 blocks/ 10-minute walk)

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7 In the future, what bike facilities would you like to see in Downtown? (Select all that apply) Choice
Enhanced or buffered bike lanes 43 55.26%
Bike racks 42 55.26%
Additional bike facilities are not needed in Downtown 22 28.95% Bike lockers 11 14.47%
Answered 77
Skipped 4
Responses
0 5 10 15 20 25 30 35 40 45 50
Enhanced or buffered bike lanes
Bike racks
Additional bike facilities are not needed in Downtown
Bike lockers
In the future, what bike facilities would you like to see in Downtown? (Select all that apply) Enhanced or buffered bike lanes
Bike racks
Additional bike facilities are not needed in
Downtown
Bike lockers

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8 How would you describe vehicular parking in Downtown? (Select one) Choice
Okay - It’s sometimes difficult to find convenient parking 41 51.25% Easy – I usually find convenient parking 31 37.50%
Very difficult – I often have trouble finding convenient parking 9 11.25% I don’t park in Downtown 0 0.00%
Answered 81
Skipped 0
Responses
0 5 10 15 20 25 30 35 40 45
Okay - It’s sometimes difficult to find convenient …
Easy – I usually find convenient parking
Very difficult – I often have trouble finding …
I don’t park in Downtown
How would you describe vehicular parking in Downtown? (Select one) Okay - It’s sometimes difficult to find convenient
parking
Easy – I usually find convenient parking
Very difficult – I often have trouble finding
convenient parking

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9 Do you feel a parking structure is needed Downtown? (Select one) Choice
In the future a parking structure may be needed, but not now 35 42.50% No 25 31.25%
Yes 21 26.25%
Answered 81
Skipped 0
Responses
0 5 10 15 20 25 30 35 40
In the future a parking structure may be
needed, but not now
No
Yes
Do you feel a parking structure is needed Downtown? (Select one) In the future a parking structure may be
needed, but not now
No
Yes

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10 Are there any streets in Downtown that you feel could be closed to vehicles or converted to one-way streets to allow for widened sidewalks, additional landscaping, and outdoor dining and/or gathering areas? (Select all that apply)
Choice
Street closures should only be temporary for events 30 38.96% I do not support converting streets to one-way in the Downtown 27 35.06% I do not support closing streets in Downtown 17 22.08%
North 3rd Street and/ or South 3rd Street (between El Circulo Avenue and Plaza Circle) 16 19.48%
North Del Puerto Avenue and/ or South Del Puerto Avenue (between El Circulo Avenue and Plaza Circle) 15 19.48%
Plaza Circle 13 16.88%
North Salado Avenue and/ or South Salado Avenue (between El Circulo Avenue and Plaza Circle) 8 10.39%
West Las Palmas (between North Park and Veteran’s Memorial Park) 4 5.19% Answered 78
Skipped 3
Responses

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0 5 10 15 20 25 30 35
Street closures should only be temporary for
events
I do not support converting streets to one-way in
the Downtown
I do not support closing streets in Downtown
North 3rd Street and/ or South 3rd Street
(between El Circulo Avenue and Plaza Circle)
North Del Puerto Avenue and/ or South Del Puerto
Avenue (between El Circulo Avenue and Plaza…
Plaza Circle
North Salado Avenue and/ or South Salado Avenue
(between El Circulo Avenue and Plaza Circle)
West Las Palmas (between North Park and
Veteran’s Memorial Park)
Are there any streets in Downtown that you feel could be closed to vehicles or converted to one-way streets to allow for widened sidewalks, additional landscaping, and outdoor dining and/or gathering areas? (Select all that apply) Street closures should only be temporary for events
I do not support converting streets to one-way in the
Downtown
I do not support closing streets in Downtown
North 3rd Street and/ or South 3rd Street (between
El Circulo Avenue and Plaza Circle)
North Del Puerto Avenue and/ or South Del Puerto
Avenue (between El Circulo Avenue and Plaza Circle)
Plaza Circle
North Salado Avenue and/ or South Salado Avenue
(between El Circulo Avenue and Plaza Circle)
West Las Palmas (between North Park and Veteran’s
Memorial Park)

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11 In the future, what improvements would you like to see in Downtown alleyways? (Select all that apply)
Choice
Outdoor dining and gathering spaces with seating 67 83.54% Pedestrian improvements, such as paving and landscaping 52 64.56% Public art, such as murals or art walks 59 62.03%
Trash can consolidation and screening 43 53.16%
Other Answers 13 16.46%
stricter regulations: remodels and new buildings should keep the same character (like the new pharmacy). Large buildings should be subdivided into much smaller spaces that small businesses can rent to attract more people downtown. The city should subsidize the rent of certain businesses based on revenue to encourage cute shops to come downtown.

Lighting
Homeless gathering downtown. Unable to use park or walk around and feel safe.

Less homelessness
More business to shop at and dine in theirs not much to do.

Improved safety, better lighting
Fine dining
Alot of lighting and no homeless hanging around
clean and historic
Fountains with seating, reduce homelessness, sparkly light trees Transient issues near park and in bushes near railroad tracks with garbage thrown into ditch. Kind of near downtown.

Paint in the gazebo next to the museum the direction that the cars should follow on the floor with some arrows on the floor well marked because I have found some cars of people from outside the city circulating upside down from the roundabout
Shade trees
Answered 80
Skipped1
Responses

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0 10 20 30 40 50 60 70
Pedestrian improvements, such as paving and…
Public art, such as murals or art walks
Trash can consolidation and screening
Other Answers
In the future, what improvements would you like to see in Downtown alleyways? (Select all that apply) Pedestrian improvements, such as paving and
landscaping
Public art, such as murals or art walks
Trash can consolidation and screening

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12 What would attract you to go Downtown more often? (Select your top 4 priorities) Choice
More dining options 68 85.00%
More shops and services 57 71.25%
More outdoor events (activities in the park, festivals, etc.) 48 60.00% More evening entertainment options 34 42.50%
Children’s activities (play area, children’s bookstore, etc.) 31 38.75% Enhanced parks 26 32.50%
More public gathering spaces 10 12.50%
Easier parking 7 8.75%
Other Answers 3 3.75%
More pedestrian friendly environment, more trees for shading, movie theater when practical.

Get rid of the homeless & presence of a downtown officer Less homelessness
Answered 81
Skipped 0
Responses

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0 10 20 30 40 50 60
More shops and services
More outdoor events (activities in the park,
festivals, etc.)
More evening entertainment options
Children’s activities (play area, children’s
bookstore, etc.)
Enhanced parks
More public gathering spaces
Easier parking
Other Answers
What would attract you to go Downtown more often? (Select your top 4 priorities) More shops and services
More outdoor events (activities in the park, festivals, etc.)
More evening entertainment options
Children’s activities (play area, children’s bookstore, etc.)
Enhanced parks
More public gathering spaces
Easier parking
Other Answers

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13 Which of the following uses would you like to see more of within Downtown? (Select your top 4 priorities)
Choice
Restaurants 73 90.00%
Entertainment 68 83.75%
Shops 59 72.50%
Other services (beauty supply, nail salon, dry cleaning, etc) 24 30.00% Affordable housing options (such as apartments or condominiums) 16 20.00% Health/ medical services 15 18.75%
Offices 5 6.25%
Other Answers 5 6.25%
There’s not enough to hold people downtown, the stores are stop in & go. Stores that encourage browsing or sitting - Ice cream store with seating, books, arts & crafts. Pawn shops, banking, car lots are not key to an attractive downtown.

An improved kids area where Moms can have park playdates & picnics Ice cream or Cofee place
historic
Places to hangout. Kid friendly
Answered 81
Skipped 0
Responses

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0 10 20 30 40 50 60 70 80
Restaurants
Entertainment
Shops
Other services (beauty supply, nail salon, dry
cleaning, etc)
Affordable housing options (such as apartments
or condominiums)
Health/ medical services
Offices Restaurants
Entertainment
Shops
Other services (beauty supply, nail salon, dry
cleaning, etc)
Affordable housing options (such as apartments
or condominiums)
Health/ medical services
Offices

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14 Which of the following improvements would you like to see in Downtown? (Select your top 4 priorities) Choice
Decorative lighting 49 61.25%
Street trees and landscaping 44 55.00%
Enhanced appearance of buildings facing the street 44 55.00% Improved sidewalks and decorative paving 40 50.00%
Improvements to the Downtown parks 35 43.75%
Increased outdoor gathering areas 30 37.50%
Enhancements to alleyways 17 21.25%
Highlighted culture and history of the Downtown with plaques or signage 11 13.75% Improvements to public transit service (such as bus stops or shelters) 8 10.00% More public parking 8 10.00%
Additional bicycle lanes and bicycle parking 6 7.50%
Other Answers 7 8.75%
We can’t do anything downtown because the homeless have taken over the area. We can’t even take our kids to play because the drug paraphernalia is dangerous.

It is very difficult to cross the streets in downtown because many drivers does not respect traffic signs and it becomes dangerous to walk in downtown Make entrances to Patterson more historic and beautiful lighting with beautiful street lights all around downtown
Need homeless gone before we can do any improvements otherwise no one will come use it.

Less homelessness
Address and fix the homelessness and drug use.

Safer crosswalks. (flashing crosswalks?)
Answered 81
Skipped 0
Responses

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05 10 15 20 25 30 35 40 45 50
Decorative lighting
Street trees and landscaping
Enhanced appearance of buildings facing the street
Improved sidewalks and decorative paving
Improvements to the Downtown parks
Increased outdoor gathering areas
Enhancements to alleyways
Highlighted culture and history of the Downtown
with plaques or signage
Improvements to public transit service (such as
bus stops or shelters)
More public parking
Additional bicycle lanes and bicycle parking Decorative lighting Street trees and landscaping
Enhanced appearance of buildings facing the street
Improved sidewalks and decorative paving
Improvements to the Downtown parks
Increased outdoor gathering areas
Enhancements to alleyways
Highlighted culture and history of the Downtown
with plaques or signage
Improvements to public transit service (such as bus
stops or shelters)
More public parking
Additional bicycle lanes and bicycle parking

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15 What types of features would you like to see in Downtown parks? (Select your top 3 priorities) Choice
Large event gathering area with a gazebo, amphitheater, and/or stage 45 57.14% Children’s play areas (play structures or a splash pad) 40 51.95% Recreational features for all ages (cornhole, checkers/chess tables, or putting green)
37 46.75%
Areas for food trucks and vendors 27 33.77%
Walking path with exercise stations 24 29.87%
Sports amenities (volleyball court and basketball hoops) 22 28.57% Covered areas for group exercise, such as Zoomba or Yoga 10 12.99% Open lawn areas recreational play 10 12.99%
Veteran’s Memorial enhancements 5 5.19%
Other Answers 3 3.90%
pretty picnic tables with fire pits
On movie night, there should be vendors so people can dine before, during or after the movie. Like tacos, hot dogs, burgers, churros, corn on cob.

Less Homeless
Answered 78
Skipped 3
Responses

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05 10 15 20 25 30 35 40 45 50
Large event gathering area with a gazebo,
amphitheater, and/or stage
Children’s play areas (play structures or a
splash pad)
Recreational features for all ages (cornhole,
checkers/chess tables, or putting green)
Areas for food trucks and vendors
Walking path with exercise stations
Sports amenities (volleyball court and
basketball hoops)
Covered areas for group exercise, such as
Zoomba or Yoga
Open lawn areas recreational play
Veteran’s Memorial enhancements Large event gathering area with a gazebo, amphitheater, and/or stage
Children’s play areas (play structures or a splash
pad)
Recreational features for all ages (cornhole,
checkers/chess tables, or putting green)
Areas for food trucks and vendors
Walking path with exercise stations
Sports amenities (volleyball court and basketball
hoops)
Covered areas for group exercise, such as
Zoomba or Yoga
Open lawn areas recreational play
Veteran’s Memorial enhancements

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B. MAPPING ACTIVITY
Patterson Downtown Master Plan

MAPPING ACTIVITY COMMENTS
Social PinPoint
Questionnare Results

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SUMMARY OF MAPPING ACTIVITY
The Patterson Downtown Master Plan Social PinPoint questionnaire was posted online from August 5 to September 18, 2022, and consisted of two parts: mapping activity and written questionnaire. We received 253 comments on the mapping activity, and the written questionnaire is summarized separately. To see the mapping activity and connect the comments to the location, the map is available for viewing at this link: https://rrm. mysocialpinpoint.com/patterson-downtown-master-plan.

The common themes of the mapping results were the desire for safe, comfortable, and shaded outdoor gathering and dining areas and increased seasonal events. There was support for enhanced signage and additional decorative paving, public art, landscaping, bike racks, and lighting. The community would like parks upgrades and has concerns with homelessness, and desires additional family entertainment options, small boutiques, shops, tap houses or breweries, restaurants and cafes that are open later at night. There is the need for improved sidewalks, additional bike lanes, and enhanced accessibility across Highway 33. The community would like to see additional residential or office uses above the commercial storefronts and feels there is a need to update the building utilities and enhance the storefronts and facades within the Downtown. (Map) (Written)
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3. COMMUNIT Y POP-UP WORKSHOP (APRICOT FIESTA)
The City of Patterson and RRM Design Group held a pop-up workshop at the Apricot Fiesta on June 2, 2023 and had a good turnout with a great variety of input and ideas from a wide range of community members.

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Appendix C Patterson Market
Conditions

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In addition to generally quantifying demand for development in the Downtown, the analysis also considered qualitative issues affecting development potential and identified specific market niches or types of development that could be appropriate for the vibrant setting envisioned for the Downtown Patterson area. The complete Market Conditions Study is provided on the following pages.

C. PATTERSON MARKET CONDITIONS
To support the process of developing a future vision for Downtown Patterson, The Natelson Dale Group, Inc. (TNDG) conducted a focused study of potential development and market demand for the next 10 years for the following land use categories:
• Retail/restaurant
• Office
• Multi-family residential (including live-work concepts) • Mixed-use development incorporating combinations of the above land uses

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PATTERSON MARKET CONDITIONS FOR RETAIL, OFFICE, AND

MULTI-FAMILY HOUSING

Prepared for:

City of Patterson
September 14, 2023
PREPARED BY:

THE NATELSON DALE GROUP, INC.

YORBA LINDA, CA • www.natelsondale.com
O: 714.692.9596 • F: 714.692.9597
Table of Contents
I. Introduction and Executive Summary ........................................................................................................... 1 II. Growth and development expectations for residential and office/industrial uses...................................... 4 Residential ..................................................................................................................................................... 4 Residential, Multi-family................................................................................................................................ 8 Office and Industrial ....................................................................................................................................12 Other land use types, including live-work, mixed-use, and hotel ...............................................................20 Residential, Mixed-Use .............................................................................................................................20 Hotel .........................................................................................................................................................20 III. Downtown development environment.......................................................................................................22 Previous analytical work..............................................................................................................................22 Historic setting and current challenges.......................................................................................................22 Overview of approach to analysis in this study...........................................................................................24 IV. Retail demand/supply analysis....................................................................................................................25 Pattern of existing retail ..............................................................................................................................30 Evolving retail industry affects prospects for development........................................................................32 V. Strategic recommendations ........................................................................................................................34 Market positioning and prioritization of land uses.....................................................................................34 Policy/program recommendations..............................................................................................................36 Appendix A........................................................................................................................................................39 Cover Photo Credits: “P1130675.jpg" by Alexander Komlik – Own work. Licensed under CC BY-NC 4.0 via Flickr.com – https://flic.kr/p/2ix1Kd4

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
1 I. Introduction and Executive Summary
With this report, The Natelson Dale Group, Inc. (TNDG) addresses a range of conditions, issues, and opportunities specific to Patterson, which together influence a strategic approach to optimize development potentials in the Downtown area. The report makes use of prior documents prepared for the City, along with data updates reflecting current conditions, including socio-economic disruptions stemming directly and indirectly from the COVID-19 pandemic. TNDG also interpreted Patterson’s opportunities in terms of its unique location with respect to the San Joaquin Valley and the Bay Area. While the focus of the report is directed to retail/service opportunities, TNDG examined other developing land uses, at a general level of analysis, that are understood to influence retail development. Industrial development, particularly, only indirectly relates to development opportunities in Downtown Patterson, and information about that use is provided in this report for context.

Patterson is one of a limited number of cities along the Interstate 5 corridor (particularly to the south of the City) that are directly accessible to it. As such it is well positioned to capture highway traveler business, and the City is also sizable enough to serve as a “central place” for other, smaller, corridor-area communities nearby. It is also far enough from the other main north-south route through the San Joaquin Valley, Highway 99, to have its own distinctive trade area. With its proximity to the I-580 corridor connecting to the Bay Area, Patterson is within reasonable commuting distance to the cities located there. Patterson has already demonstrated its attractiveness for distribution uses, offering less congested and possibly more cost-effective locations for such activities.

This document is organized into four sections:

1. Introduction and Executive Summary

2. Growth and development expectations for residential and office/industrial uses

3. Downtown development environment

4. Retail demand/supply analysis
The concluding section of the report, Strategic Recommendations, outlines potential market-based approaches to implementation of the Downtown Master Plan.

Table I-1 on the next page summarizes the current conditions and long-term demand/development opportunities in Patterson, and specifically for Downtown, by the primary land-use types addressed in this document.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
2 TABLE I-1. SUMMARY OF LONG-TERM DEMAND/DEVELOPMENT OPPORTUNITIES IN PATTERSON AND DOWNTOWN PATTERSON: RETAIL, OFFICE, AND MULTI-FAMILY
Area Retail Office Multi-family
City of Patterson
Summary of existing
conditions
City is particularly well
supplied with national-chain
fast food outlets along with
other restaurants, general
merchandise stores, auto
parts stores, and gasoline
stations-level shopping is
located in larger neighboring
cities
Primarily “service”
office functions
Housing in which there are
three or more units within a
single structure constitute
only 3.6% of units in
Patterson, among the lowest
percentage among cities in
the region, and compared to
14% for Stanislaus County
Potential future
demand 2022-2040
120,000 SF to 305,000 SF
(does not include “service
office” space as part of retail
modeling results)
28,000 SF to 70,000
SF, for the “service
office” space
estimated as part of
retail modeling.

Additional general
office could be
developed.

Given recent development
trends, both in Patterson
and the region, TNDG
projects new multi-family
housing unit production to
be 30% of the total in future
time periods. Patterson
could see an increase of
approx. 3,000 households by
2040, which would be 900
multi-family units at the 30%
share
Nature of projected
development
opportunities
Continued expansion of
existing pattern of retail, with
additional emphasis on
expanded food service
capture
Future office
development is
challenging to
predict. WFH Trends
could actually
encourage office
development in
Patterson
The essentially
unconstrained nature of
housing demand implies
that many different types of
development opportunities
are available. Work-fromhome trends may tend to
favor less dense housing
Downtown Patterson
Summary of existing
conditions
Hardware, pharmacy, local
restaurants, miscellaneous
retail, small food stores
Public and other
services None observable
Potential future
demand
45,000 SF to 132,000 SF (does
not include “service office”
space as part of retail
modeling results – see next
column)
17,000 SF to 43,000
SF, for the “service
office” space
estimated as part of
retail modeling.

Some general office
If Downtown’s capture of
citywide demand for future
multi-family units is
proportionate to its share of
retail demand, that would
equate to approximately
420 units by 2040. Although
housing demand (especially
for affordable units) will

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
3 Area Retail Office Multi-family
potentially be strong from a
market perspective, it is still
subject to financial
feasibility constraints for
individual development
projects (and this is likely to
especially be the case in a
setting like Downtown
where new development
would mostly be infill
projects)
Nature of projected
development
opportunities
Food service, potential for
specialty retail catering to
visitors and expanded market
area; retail/restaurant
development opportunities
could be enhanced if
opportunities exist for infill
residential/mixed-use
development and could also
be enhanced if tied to a
larger economic
development initiative such
as agritourism
Most likely as part of
mixed-use projects or
renovation of existing
buildings for specific
(typically owner-user)
office functions;
attractiveness of
downtown for office
uses could be
enhanced by City
incentives for
building renovations
Housing development could
potentially help support
(from a financial feasibility
perspective) mixed-use
projects
Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
4 II. Growth and development expectations for
residential and office/industrial uses
In this section of the document, tabulated data vary based on data availability, so breakdowns by geography, etc. can be different for the various topics addressed.

Residential
Population gains within the region surrounding Patterson for the most recent years are shown in Table II-1.

The table shows that Patterson has gained more population than nearby Newman; while Ceres, Tracy, Turlock, and Modesto have lost population.

Longer-term past trends within the region surrounding Patterson, Table II-2, indicate that high rates of growth have been occurring in cities to the north, particularly Lathrop, Manteca, and Mountain House (a Census Designated Place (CDP)), which are also projected to have strong growth through 2050. All have access to commuter rail.

In Merced County, for the period 2010-2020, Los Banos has had relatively high rates of growth, which is projected to continue.

TABLE II-1. RECENT POPULATION TRENDS
Places
Total Population (In Households)
2020 2021 2022 Chg 20-22
Ceres 48,533 48,548 47,990 (543)
Lathrop 26,794 28,491 31,316 4,522
Los Banos 41,674 42,688 46,472 4,798
Manteca 84,347 86,824 86,258 1,911
Modesto 215,194 216,069 214,405 (789)
Newman 11,884 11,896 12,174 290
Patterson 23,147 23,301 24,367 1,220
Tracy 95,545 98,285 94,155 (1,390)
Turlock 73,683 74,042 70,455 (3,228)
Source: CA DOF Table 1: E-5 City/County Population and Housing Estimates, 2020-2022; TNDG.

The Diablo Grande community, just outside of Patterson and planned for additional growth, may experience growth limitations due to water supply constraints. 1 1 Wischemann, Trudy. “Priceless Water.” The Sun-Gazette Newspaper, October 19, 2021. https://thesungazette.com/article/opinion/2021/10/20/priceless-water/.

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
5 TABLE II-2. POPULATION CHANGE TRENDS AND PROJECTIONS
Location 2010* 2015* 2020
% Chg,
10 – 20 2025 2030 2035 2040 2045 2050
% Chg,
20 – 50
Ceres 44,153 46,952 49,565 12.3% 52,651 54,361 55,890 57,759 59,869 62,093 25.3% Lathrop 17,040 19,678 25,453 49.4% 33,203 40,955 48,472 56,164 64,142 72,347 184.2% Los Banos 34,548 36,847 41,638 20.5% 44,785 48,634 52,349 55,990 59,565 63,218 51.8% Manteca 64,959 72,251 84,504 30.1% 92,810 100,537 107,115 113,904 121,234 128,929 52.6% Modesto 201,898 207,482 219,571 8.8% 229,897 235,617 240,738 246,988 254,052 261,492 19.1% Mountain House CDP 7,496 12,916 19,804 164.2% 24,381 29,223 34,029 39,153 44,707 50,628 155.6% Newman 9,806 10,667 11,334 15.6% 12,297 12,829 13,307 13,889 14,547 15,240 34.5% Patterson 19,110 20,967 22,284 16.6% 25,696 27,585 29,278 31,342 33,676 36,134 62.2% Santa Nella CDP 1,262 1,517 1,561 23.7% 1,661 1,783 1,901 2,016 2,130 2,245 43.8% Stockton 287,377 299,722 318,257 10.7% 335,798 348,258 354,700 359,991 365,114 369,554 16.1% Tracy 79,416 85,284 95,262 20.0% 104,938 113,446 120,361 127,165 134,179 141,232 48.3% Turlock 67,376 70,596 75,015 11.3% 80,342 83,293 85,935 89,159 92,803 96,641 28.8% * Population estimates were compiled from the ACS 5-Year Surveys for 2010 and 2015.

Source: U.S. Census Bureau, 2006-2010, 2011-2015 American Community Survey 5-Year Estimates; Merced County Demographic and Employment 2016 Forecast, San Joaquin Demographic and Employment 2020 Forecast, Stanislaus County Demographic and Employment 2021 Forecast, University of The Pacific; TNDG.

7.1.b
Packet Pg. 229 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
6 Housing affordability continues to be a challenge throughout California, and there is little reason to expect this to be alleviated in the foreseeable future. Patterson already has some long-distance commuters (see Figure II-1, which portrays the commute shed of workers who travel to the Bay area for their jobs), and will continue to be attractive for this market segment to the extent there are advantages in affordability with this location. Homeowners who are long-distance commuters have to weigh the cost differentials between transportation and housing, and these relationships can vary over time. The emerging practice of working from home (whether part or full-time) is obviously a major factor in this equation, and difficult to predict at this point. From the standpoint of community development, however, City officials have another reason to make Patterson a more attractive place to be (and also another justification for doing so).

For Downtown Patterson, the addition of multi-family housing could generate multiple benefits: 1) help meet an expected ongoing demand for new housing, 2) expand a type of “urban” housing that is not common in the community at present, and 3) represent the kind of expanded development option (potentially including multistory rental units in combination with commercial on the bottom floor) that helps make the Downtown viable in general and attractive for other development. Overall, housing could increase the vitality of the Downtown from the perspective of both businesses and residents, and would potentially make it a more viable/attractive investment opportunity for the development community.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
8 Residential, Multi-family
Multi-family information for the region is described below based on two separate types of data: 1) Census housing data for the number of “units in structure,” and 2) data on number of apartments by place, compiled by a major commercial brokerage. Tables II-3 and II-4 summarize the Census data, and demonstrate that multi-family units as a percent of total housing varies considerably among cities in the region, ranging from 2.6% in Mountain House to over 23% in Stockton. For the set of Census Block Groups in and around Patterson, approximately 3.1% of units are multi-family (Table II-4). The Block Group areas are identified on Figure II-2.

TABLE II-3. RESIDENTIAL, MULTI-FAMILY FOR PATTERSON AND REGIONAL CITIES Place 1, detached (SFR) 1, attached
unit 2 units 3 or more units
3 or more as
% of Total1
Ceres 10,599 321 98 1,950 15.0%
Lathrop 5,498 173 105 191 3.2%
Manteca 21,437 560 275 3,726 14.3%
Modesto 53,060 3,476 2,159 13,306 18.5%
Mountain House CDP 4,950 322 42 144 2.6%
Patterson 6,028 75 57 229 3.6%
Stockton 68,412 6,136 2,606 23,617 23.4%
Tracy 22,462 914 677 3,365 12.3%
Turlock 17,807 857 946 5,778 22.8%
San Joaquin County 181,875 10,990 4,823 39,246 16.6%
Stanislaus County 138,626 6,577 3,855 24,759 14.2%

1. Manufactured Homes and other types of housing (i.e., Boat, RV, Vans, etc.) were excluded from Housing Totals.

Source: U.S. Census Bureau, 2016-2020 American Community Survey 5-Year Estimates; TNDG.

TABLE II-4. RESIDENTIAL, MULTI-FAMILY FOR BLOCK GROUPS IN THE VICINITY OF PATTERSON Block Group 1, detached unit
(SFR)
1, attached
unit 2 units 3 or more units
3 or more as
% of Total1
Block Group 1, Census Tract 32.01 427 0 0 0
Block Group 2, Census Tract 32.01 385 69 0 0
Block Group 3, Census Tract 32.01 290 0 0 0
Block Group 4, Census Tract 32.01 129 6 17 90
Block Group 1, Census Tract 32.03 560 0 0 0
Block Group 2, Census Tract 32.03 848 0 0 0
Block Group 1, Census Tract 32.04 466 0 0 45
Block Group 2, Census Tract 32.04 275 0 40 94
Block Group 1, Census Tract 32.05 294 0 0 0
Block Group 2, Census Tract 32.05 1,011 0 0 0
Block Group 1, Census Tract 32.06 885 0 0 0
Block Group 2, Census Tract 32.06 588 0 0 0
Block Group 2, Census Tract 33 563 98 0 0
Block Group 3, Census Tract 33 306 0 0 0
Total Block Groups 7,027 173 57 229 3.1%

1. Manufactured Homes and other types of housing (i.e., Boat, RV, Vans, etc.) were excluded from Housing Totals.

Source: U.S. Census Bureau, 2016-2020 American Community Survey 5-Year Estimates; TNDG.

7.1.b
Packet Pg. 230 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
7 FIGURE II
-1.RESIDENT WORKERS COMMUTING TO BAYAREA
Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program, 2019; TNDG.

7.1.b
Packet Pg. 231 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
9 FIGURE II
-2.CENSUS BLOCK GROUPAREAS IN THE VICINITY OF PATTERSON Source: U.S. Census Bureau, 2016-2020 American Community Survey 5-Year Estimates; TNDG.

7.1.b
Packet Pg. 232 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
10 TNDG produced a series of maps, below, using data compiled by commercial real estate brokerage firms that show patterns of the volume of apartment, office, and industrial development for Patterson (depending on data availability) and the surrounding region. The maps help “visually calibrate” development potential for these three uses in Patterson. That is, by showing graphically the extent to which these uses are distributed now in the Patterson area gives some indication of how those patterns might influence future development in Patterson.

Figure II-3 shows the distribution of apartment units for cities around Patterson for which such data are available. The data on the map table also demonstrate that vacancies in the region are extremely low, which generally indicates that supply is not keeping up with demand.

In Patterson’s primary master-planned communities, 40% of units approved as of June 2021 for the Village of Patterson were multi-family units. Within the Zacharias Master Plan, high-density residential units were slightly more than 10% of the total units planned.

7.1.b
Packet Pg. 233 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
11 FIGURE II
-3.PATTERSON-AREAAPARTMENTUNITS
Source: Colliers Northern California Multi-family Market Report, Winter 2021; TNDG.

7.1.b
Packet Pg. 234 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
12 Office and Industrial
Figure II-4 shows the distribution of general office development for the cities around Patterson. While offices in Patterson would not generally be considered a likely development prospect, at least in the nearterm given the lack of such activity at present, a considerable amount of office space already exists in the region, and vacancy figures for the six cities documented shows that overall vacancy levels are generally low (compared to the office category generally), including for Class A office space.

The office market in California and many other places is especially challenged at this time because of the emerging practice of workers preferring to work from home, which was spurred by the pandemic but is influenced by other perceived advantages gaining greater recognition among workers.

Based on the above regional/global conditions and Patterson’s limited historic capture of office demand, future opportunities for office development in Downtown Patterson are likely to be very modest. For planning purposes, this study projects that the Downtown might capture 17,000 square feet to 43,000 square feet of new office uses, and it is likely that much of this demand would be fulfilled in “storefront” settings (i.e., mixed in with retail/restaurant/service uses rather than in stand-alone office buildings).

Figure II-5 shows industrial space development for Patterson and surrounding cities. Note that this graphic includes representations of both the volume of industrial space and the population of the city. The intent of this imaging concept is to highlight the contrast between size of city and extent of industrial development.

Note that populations are relatively small and industrial activity relatively large for Patterson, Ceres, Tracy, and Lathrop.

Industrial development potential in Patterson has the advantage of I-5 Frontage and State Route 33/Union Pacific Route Frontage, and the Las Palmas Ave Connection to Turlock.

Additional office and industrial development is planned for Patterson. At the Village of Patterson, approximately 725,000 SF of commercial/office/light industrial uses is planned. The Zacharias Master Plan includes almost 7,000,000 SF of industrial space, 350,000 SF of general commercial space, and over 500,000 SF of mixed-use commercial space.

Crows Landing, a Stanislaus County initiative, is planned to be a major location for distribution and other business park uses. The project (1,528 Acres) has the potential, per the County, to add over 15,000 new local jobs upon being fully developed. Patterson and the County could potentially work hand-in-hand on the planning, marketing, and other steps to implement this project, which could be complementary to industrial-type development in Patterson, rather than competitive. Based on what is readily observable, there is little indication (reviewing various sources including Crows Landing Industrial Business Park and Airfield web pages2
) that any concerted efforts are being made to advance this project.

Table II-5, Employment Trends and Projections, gives some indication of the prospects for future development of employment-type space in Patterson and the surrounding cities. Employment in Patterson is projected to increase by 44% for the 2020-2050 time period. Rates of increase in the eight other communities shown range from 24% to over 60%, for this period. 2 https://www.crowsbizpark.biz/index.shtm
Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
13 For the current industrial-use area that is part of the Downtown study area, projected increases in employment support the potential for currently underutilized buildings to be redeveloped, but this potential needs to be viewed in relation to current competitive industrial development areas in and around the city, as described above. These other areas (outside the Downtown) would likely have the advantage of a simpler development path and also the image of a newer development setting. Moreover, heavy industrial uses are generally not conducive to the type of visitor-friendly setting envisioned for the Downtown. In this regard, it is recommended that the City consider rezoning the existing heavy industrial use on First Street to light industrial (allowing for such uses as agritourism, a public market or commercial recreational facilities, for example). This zone change would potentially facilitate transitioning of this property to uses that would more directly support Downtown revitalization.

While heavy industrial would not be an ideal use in the Downtown study area itself, an attractive Downtown area could materially add to the appeal of the industrial properties close by.

7.1.b
Packet Pg. 235 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
14 FIGURE II
-4.PATTERSON-AREAOFFICEDEVELOPMENT
Source: Colliers San Joaquin County Q1 2022 Office Market Report; CBRE Central Valley Q1 2022 Office Market Report; TNDG.

7.1.b
Packet Pg. 236 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
15 FIGURE II
-5.PATTERSON-AREAINDUSTRIALDEVELOPMENT
Source: CBRE Central Valley Q1 2022 Industrial Market Report; TNDG.

7.1.b
Packet Pg. 237 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
16 TABLE II-5. EMPLOYMENT TRENDS AND PROJECTIONS
Location 2010 2015 2020 2025 2030 2035 2040 2045 2050 % Chg, 20-50 Ceres 14,058 15,741 15,384 18,325 18,804 19,336 20,067 20,876 21,847 42.0% Lathrop 7,786 8,881 10,783 11,350 11,636 12,479 13,388 14,325 61.3% Manteca 21,280 21,103 24,077 24,266 25,139 26,273 27,604 29,099 37.9% Modesto 90,756 102,836 105,365 115,528 118,361 121,015 124,258 127,228 130,490 23.8% Mountain
House CDP 368 383 788 1,349 1,803 2,035 2,286 2,567 597.6% Patterson 5,168 5,861 6,673 7,737 8,030 8,314 8,718 9,112 9,606 44.0% Stockton 149,802 157,422 175,080 179,253 182,471 187,520 193,373 200,024 27.1% Tracy 27,757 31,698 39,227 41,254 41,790 43,533 45,648 48,029 51.5% Turlock 30,126 33,979 33,001 38,430 38,828 39,387 40,259 41,243 42,395 28.5% Source: Merced County Demographic and Employment 2016 Forecast, San Joaquin Demographic and Employment 2020 Forecast, Stanislaus County Demographic and Employment 2021 Forecast, University of The Pacific; TNDG.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
17 Typical of most smaller cities, a substantial majority of resident workers in Patterson work outside the City, as Figure II-6 shows. A smaller but still sizable number of workers commute into the City for jobs, and the group of resident workers who both live and work in Patterson is a relatively small component of the total.

7.1.b
Packet Pg. 238 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
18 FIGURE II
-6.PATTERSON COMMUTING
Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program; TNDG.

7.1.b
Packet Pg. 239 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
19 According to the Figure II-6 data source, Patterson has about 25% fewer jobs within the city than workers who reside there. Workers employed within Patterson have somewhat different characteristics in comparison to Patterson’s resident workers (and these differences must be viewed recognizing that the two groups have some overlap). Table II-6 summarizes these differences for the worker characteristics listed, which were selected based on there being a noticeable contrast between the two groups. Observations for Stanislaus County are included for context. The table also shows, for the set of economic sectors listed, how the “economic base” (jobs in the city by economic sector) of Patterson differs from the pattern of economic sectors in which resident workers are employed.

TABLE II-6. DIFFERENCES IN RESIDENT WORKER CHARACTERISTICS Worker characteristic, in comparison to Patterson resident workers
Selected worker characteristic The workforce working in Patterson
The workforce working in
Stanislaus County
Age 29 or younger Higher percentage in this
(youngest) age group Similar to Patterson
Earning more than $3,333 per month Smaller percentage in this (highest) category Similar to Patterson
Ethnicity: Hispanic/Latino Smaller percentage Smaller percentage than Patterson-based workers
Percentage employed in selected economic sectors shown below Agriculture, Forestry, Fishing and
Hunting Much smaller percentage Similar to Patterson
Manufacturing Much smaller percentage Higher percentage than Patterson
Transportation and Warehousing Higher percentage by a factor of over 4
Lower percentage than
Patterson
Professional, Scientific, and Technical
Services Much smaller percentage A little lower than Patterson Health Care and Social Assistance Smaller percentage Higher percentage than Patterson
Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program, 2019; TNDG.

Employment growth in Patterson will continue to expand the market base for retail activity, regardless of whether the workers reside locally or not.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
20 Other land use types, including live-work, mixed-use, and hotel Residential, Mixed-Use
Development plans for the City of Patterson’s Zacharias & Baldwin Ranch Master Plan (2021) include 285 units of mixed-use residential (along with the 500,000 SF of mixed-use commercial space, as noted in a previous section).3 The designation is intended to coincide with the Town Center area within the Zacharias & Baldwin Ranch Master Plan (Plan page 42).

According to a June 14, 2022, article posted by RentCafe.com, “apartments in “live-work-play” [mixed use] buildings are rapidly rising in popularity, quadrupling in number compared to 10 years ago, from 10,000 to 43,000 apartments per year.” This activity is concentrated in a few cities, according to the article, particularly Manhattan. However, Los Angeles ranks #1 in terms of projects of this type planned for the future, with 17,600 apartments slated for future mixed-use projects. (This is partly a function of the City’s proactive legislation encouraging this type of activity, particularly in the category of adaptive reuse of existing structures.)
Units that are specifically designed to have both living and working spaces integrated within single ownership (live-work) are relatively rare across the US, including California.

As part of the work-from-home (WFH) trend, homebuilders may choose to alter the designs of their products to better meet the needs of this group, but TNDG has yet to identify clear trends in this regard.

Homebuilders are facing the same uncertainty as employers, workers, city officials, etc. as to the longerterm nature of WFH.

Regardless of how these trends play out, they represent, in the interim and at the least, a potential market segment that would encourage homebuilders to be attracted to Patterson, and also possibly to Downtown as part of the formula for Downtown enhancement.

Hotel
This section describes certain aspects of hotel development potential in Patterson and the Downtown, presented as a summary review given that a detailed hotel market analysis is beyond the scope of this study. Key points of this summary are the following:
• Hotel development, and interest in future development, is a fairly recent occurrence in Patterson.

Of two existing hotels in the city, one was built in 2020. Both are relatively close to I-5. Two additional hotels are planned in the City, with at least one of these on hold potentially into 2025, which is presumably a result of contractions in travel activity due to the pandemic. • The surrounding Stockton/Modesto hotel submarket region4 , which overall includes 120 hotel
properties and approximately 8,500 rooms, is an active area for hotel development, with approximately 370 rooms (spread across several projects) currently under construction as of late 3 The Master Plan defines the mixed-use designation as follows: “For the Mixed-Use designation, there is flexibility to provide commercial and/or high-density residential uses, as long as active ground-floor uses are provided in key mixed use core areas” (page 2). 4 Regional/submarket data pertain to an area defined by the data provider, CoStar, as the Stockton/Modesto Submarket. See Figure II-7.

7.1.b
Packet Pg. 240 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
21 2022 (See Figure II-7, which shows the submarket region boundary and also the location of projects under construction there.) The region is characterized by relatively small, economy-focused hotels.

The 12-month average RevPAR (revenue per available room) in the region was at an “exceptionally strong” 12.9% annual rate, according to CoStar.

As of the date of the data compiled for this report (late 2022), demand for hotel rooms in the region was expected to start recovering from pandemic downturns early in 2023, with hotel occupancy continuing to decline into 2023 before returning to current levels (high 60s to 70%) in the latter part of 2023.
• As mentioned elsewhere in this document, Patterson is well positioned to capture business from travelers on Interstate 5, and this includes traveler accommodations. While hotel patrons consist of multiple segments including tourists and business travelers, “through” tourists on I-5 are likely to make up the majority of hotel patrons in Patterson. Estimating the size and other details of this segment relative to the City, including the potential for hotel development to take place in Downtown, would generally require a fairly detailed analysis.

FIGURE II-7. STOCKTON/MODESTO HOTEL SUBMARKET REGION (COSTAR DESIGNATION) Source of map: CoStar, Stockton/Modesto Hospitality Submarket Report, prepared by CoStar for TNDG; map minimally edited by TNDG.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
22 III. Downtown development environment
Previous analytical work
TNDG carefully reviewed the Demographic Marketing Report & Retail Gap Analysis prepared for the City by Derrigo Studies in 2020. This detailed report was a useful data resource both for retail uses, including retail leakage, and other development activity in the City. Also, TNDG essentially adopted Derrigo’s delineation of a primary retail trade area.

Historic setting and current challenges
The Downtown area (see Figure III-1) has multiple disadvantageous conditions, including a street layout – while potentially offering interesting placemaking opportunities – that creates challenges for efficient vehicular and pedestrian circulation.

The entrance to the Downtown area is opposite from what would best serve visitors coming off Interstate 5. The current mix of uses Downtown is not necessarily conducive to generating a “critical mass” of complementary, synergistic activities. Downtown Patterson has many smaller properties interspersed with street rights-of-way that increase the challenge of assembling properties, and take other steps, to accomplish objectives such as creating meaningful live/work/commerce space Downtown. Downtown could perhaps benefit by closing some of the “spokes” streets.

One challenge in attracting events and pedestrian-activated spaces for local shopping and street vendors is finding available on-street and off-street parking Downtown and nearby. The narrow sidewalks, lack of bike lanes, and lack of pedestrian-friendly streets are also problematic. A similar consideration has to do with how far people are willing to walk to visit Downtown businesses and gather for event-driven business activity. The railroad interrupts access by businesses and residents east of the tracks.

7.1.b
Packet Pg. 241 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
23 FIGURE III-1. PATTERSON DOWNTOWN
Source: City of Patterson; Stanislaus County Assessor; TNDG.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
24 Overview of approach to analysis in this study
TNDG’s analysis is intended to support crafting an “actionable vision” for the Downtown Master Plan. TNDG anticipates that results of this study will help define land use policies that: (a) effectively encourage desired development; and (b) strategically target reuse/intensification of underutilized parcels. To accomplish this, TNDG’s study assessed (at varying levels of detail) potential market demand for the following land use categories, over the next 20 or more years:
• Retail/restaurant
• Office (both general office and “services offices” of the type typically found interspersed with retail/restaurant uses in shopping centers)
• Multi-family residential (including live-work concepts) • Mixed-use development incorporating combinations of the above land uses The market demand projections in the following section reflect key economic characteristics of the trade area:
• Existing and projected demographic profile of primary and secondary market area residents • Characteristics of regional daytime employee population • Existing and planned land use mix
• Broad commercial vacancy levels and trends
• Estimates of existing capture/leakage rates in each major retail sales category • A forecast of future development demand (expressed in square footages of supportable retail space), in the City and in Downtown
• Recent development investment in and around the plan area • Available opportunity sites for future “catalyst” development projects TNDG’s retail demand analysis is fully documented in Appendix A.

In addition to generally quantifying demand for development in the Downtown, the analysis also considers qualitative issues affecting development potentials. This includes identifying the specific market niches or types of development (in terms of density, market orientation, etc.) that would be appropriate for the vibrant setting envisioned for the Downtown area. (These considerations will be primarily recognized in subsequent phases of this assignment.)

7.1.b
Packet Pg. 242 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
25 IV. Retail demand/supply analysis
Demand for retail goods and services that is generated by residents of the two market areas defined for this analysis is a function of four variables: existing and projected population, income levels, and the portion of income allocated toward retail expenditures. The population figures for the Primary and Secondary Market Areas (PMA and SMA, respectively) are based on data from Esri and population projection reports prepared for Stanislaus and Merced Counties (as well as Census and additional data used to help calibrate the primary data sources).

Table IV-1 provides population, per capita incomes, estimated total income, and potential retail expenditures for residents of the market areas for 2022 through 2045. Per capita income levels, for this portion of the analysis, remain static. The allocation of those available dollars to retail goods varies depending on the relative affluence of the community. For this analysis, the factor of 32.3% was applied to total income in both market areas.
5 Note that figures for market areas are not summed, because the two market areas are treated very differently in the analysis model in terms of their effect on total demand.

Based on these income levels and the growth in population, the potential annual retail sales within the Primary Market Area are expected to increase from $491.4 million in 2022 to $635.7 million in 2045, a 29% increase.

TABLE IV-1. POPULATION, INCOME, AND RETAIL SALES PROJECTIONS (2022-2045), REGIONAL RETAIL TRADE AREA Category
Year
2022 2025 2030 2035 2040 2045
Population
Primary Market Area (PMA) 55,733 58,940 62,147 64,911 68,339 72,099 Secondary Market Area (SMA) 440,389 453,136 464,903 475,438 488,297 502,829 Total Population 496,122 512,075 527,050 540,349 556,636 574,928 Per Capita Income Projections
Primary Market Area (PMA) $27,254 $27,254 $27,254 $27,254 $27,254 $27,254 Secondary Market Area (SMA) $29,490 $29,490 $29,490 $29,190 $29,490 $29,490 Total Income ($1000s)
Primary Market Area (PMA) $1,518,965 $1,606,366 $1,693,766 $1,769,112 $1,862,540 $1,965,010 Secondary Market Area (SMA) $12,987,110 $13,363,007 $13,710,024 $14,020,710 $14,399,920 $14,828,460 Total Income $14,506,074 $14,969,373 $15,403,790 $15,789,822 $16,262,461 $16,793,471 Potential Retail Sales1 ($1000s)
Primary Market Area (PMA) $491,377 $519,650 $547,924 $572,298 $602,521 $635,670 Secondary Market Area (SMA) $4,201,257 $4,322,857 $4,435,115 $4,535,621 $4,658,293 $4,796,923 Total Potential Retail Sales $4,692,633 $4,842,508 $4,983,039 $5,107,918 $5,260,814 $5,432,593

1. Calculated as 32.3% of income for PMA, 32.3% for SMA Source: Esri; County-specific population reports, TNDG.

Total demand was allocated to the PMA and SMA areas using capture-rate factors that ranged from 1% to 100%. Table IV-2 shows the breakdown of projected retail sales by major category based on the Primary Market Area.
5 This factor is based on data from the National Consumer Expenditure Survey (published by the Bureau of Labor Statistics) for households with comparable income levels to those in the market areas.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
26 TABLE IV-2. POTENTIAL CAPTURE OF MARKET AREA DEMAND FOR RETAIL SALES, PRIMARY MARKET AREA Patterson Retail Trade Area - Primary Market Area (per Esri) (In thousands of constant dollars) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $4,054 $4,287 $4,520 $4,721 $4,971 $5,244 General Merchandise $43,118 $45,599 $48,080 $50,219 $52,871 $55,780 Home Furnishings and Appliances $7,862 $8,314 $8,767 $9,157 $9,640 $10,171 Specialty/Other $59,088 $62,488 $65,888 $68,819 $72,453 $76,439 Subtotal $114,122 $120,689 $127,255 $132,916 $139,936 $147,634 Convenience Goods:

Food and Beverage $71,250 $75,349 $79,449 $82,983 $87,366 $92,172 Food Service and Drinking $49,138 $51,965 $54,792 $57,230 $60,252 $63,567 Subtotal $120,387 $127,314 $134,241 $140,213 $147,618 $155,739 Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and
Supplies $39,310 $41,572 $43,834 $45,784 $48,202 $50,854 Motor Vehicle and Parts Dealers $17,690 $18,707 $19,725 $20,603 $21,691 $22,884 Gasoline Stations $39,310 $41,572 $43,834 $45,784 $48,202 $50,854 Subtotal $96,310 $101,851 $107,393 $112,170 $118,094 $124,591 Total $330,819 $349,855 $368,890 $385,299 $405,647 $427,965 Source: TNDG.

Table IV-3 shows the breakdown of projected retail sales by major category based on the Secondary Market Area.

TABLE IV-3. POTENTIAL CAPTURE OF MARKET AREA DEMAND FOR RETAIL SALES, SECONDARY MARKET AREA Patterson Retail Trade Area - Secondary Market Area (per Esri) (In thousands of constant dollars) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $0 $0 $0 $0 $0 $0
General Merchandise $28,358 $29,179 $29,937 $30,615 $31,443 $32,379 Home Furnishings and Appliances $0 $0 $0 $0 $0 $0
Specialty/Other $15,545 $15,995 $16,410 $16,782 $17,236 $17,749 Subtotal $43,903 $45,174 $46,347 $47,397 $48,679 $50,128 Convenience Goods:

Food and Beverage $6,092 $6,268 $6,431 $6,577 $6,755 $6,956 Food Service and Drinking $0 $0 $0 $0 $0 $0
Subtotal $6,092 $6,268 $6,431 $6,577 $6,755 $6,956
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and
Supplies $20,166 $20,750 $21,289 $21,771 $22,360 $23,025 Motor Vehicle and Parts Dealers $37,811 $38,906 $39,916 $40,821 $41,925 $43,172 Gasoline Stations $23,527 $24,208 $24,837 $25,399 $26,086 $26,863 Subtotal $81,504 $83,863 $86,041 $87,991 $90,371 $93,060 Total $131,499 $135,305 $138,819 $141,965 $145,805 $150,144 Source: TNDG.

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
27 Because of Patterson’s location along I-5, certain types of goods will be noticeably influenced by visitor spending. The retail categories analyzed in the model are shown in Table IV-4 below along with a factor applied to the analysis, in which those factors greater than one represent a percentage increase (applied to what the model estimates for the PMA and SMA demand) in Patterson’s capture of that retail category, based on visitors.

TABLE IV-4. “EXTRA” CONTRIBUTION TO DEMAND, FROM VISITORS Retail Category Factor
Shopper Goods:

Clothing and Clothing Accessories 1.00
General Merchandise 1.00
Home Furnishings and Appliances 1.00
Specialty/Other 1.00
Convenience Goods:

Food and Beverage 1.20
Food Service and Drinking 1.10
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 1.00
Motor Vehicle and Parts Dealers 1.50
Gasoline Stations 1.50
Source: TNDG.

Within this analysis, projected sales demand by retail category is compared to actual sales based on data from the State Board of Equalization. For those cases in which projected demand noticeably exceeds existing sales in a particular category, the potential exists for developing additional space. Table IV-5 shows net new potential retail sales in Patterson, based on that comparison.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
28 TABLE IV-5. NET NEW POTENTIAL RETAIL SALES (BASED ON COMPARISON WITH 2022 EXISTING SALES) Patterson Primary Trade Area (In thousands of constant dollars) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $3,584 $3,817 $4,050 $4,251 $4,501 $4,774 General Merchandise $24,641 $31,793 $38,847 $44,967 $52,535 $60,879 Home Furnishings and Appliances $2,386 $2,838 $3,290 $3,680 $4,164 $4,694 Subtotal $30,611 $38,448 $46,187 $52,899 $61,200 $70,347 Convenience Goods:

Food and Beverage $0 $501 $5,616 $10,032 $15,504 $21,513 Food Service and Drinking $3,891 $7,001 $10,111 $12,792 $16,117 $19,763 Subtotal $3,891 $7,502 $15,727 $22,824 $31,621 $41,276
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and
Supplies $4,702 $7,548 $7,548 $10,349 $15,788 $19,105
Motor Vehicle and Parts Dealers $10,328 $13,496 $13,496 $16,538 $22,500 $26,161 Gasoline Stations $0 $0 $0 $0 $0 $2,566
Subtotal $15,030 $21,044 $21,044 $26,887 $38,287 $47,832 Total $49,532 $66,994 $88,801 $107,715 $131,108 $159,455 Source: TNDG.

The final step in the retail demand analysis is to translate the dollar volumes of projected retail demand into supportable square footages of retail space. The level of retail sales by type of retail good, on a persquare-foot basis, needed to support new retail development is used as input to the model, with those figures based on various industry sources, including typical sales-per-square-foot data from representative stores in each retail category, and TNDG’s experience.

Tables IV-6 and IV-7, which show net demand for retail space for the years shown, were generated by applying the sales-per-square-foot figures to the potential new sales figures, by retail category. The supportable square footages for retail stores have been increased by 25 percent in this model to account for personal and business services space appropriate for shopping center settings.6

Table IV-6 shows the space demand for Patterson as a whole, while Table IV-7 translates these tables figures to TNDG’s estimate of what the Downtown area could be expected to capture. 6 This factor is based on an analysis of historic data from the ULI’s Dollar & Cents of Shopping Centers: 2006 publication and a review of a proprietary database of shopping center information in a major metropolitan area. Depending on the shopping center format, the percent of total services space usually ranges from 5% to 30%. For neighborhood shopping facilities, services space typically accounts for 20 to 25% of total shopping center space.

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
29 TABLE IV-6. NET DEMAND FOR RETAIL SPACE AT YEAR SHOWN Patterson Primary Trade Area (Expressed in Square Feet) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:
*GAFO 87,459 109,851 131,964 51,139 174,857 200,992
Convenience Goods:

Food and Beverage 0 835 9,360 16,720 25,840 35,855
Food Service and Drinking 6,485 11,669 16,852 21,321 26,862 32,939 Subtotal 6,485 12,503 26,212 38,040 52,702 68,794
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and
Supplies 14,468 23,224 31,842 39,326 48,577 58,784
Automotive Parts* 4,647 6,073 7,442 8,645 10,125 11,772 Gasoline Stations N/A N/A N/A N/A N/A N/A
Subtotal 19,116 29,297 39,284 47,971 58,702 70,557
Services Space as % of Retail, @ 25% 28,265 37,913 49,365 59,287 71,565 85,086 Allowance for standard vacancy @ 5% 7,438 9,977 12,991 15,602 18,833 22,391 Total 148,763 199,541 259,816 312,039 376,659 447,820
*GAFO: General Merchandise, Apparel, Furniture/Appliances, Other/Specialty ** Assumes that automotive parts stores account for 95 of sales in overall Automotive group category (based on statewide average).

Source: TNDG.

TABLE IV-7. DOWNTOWN – POTENTIAL CAPTURE OF NET DEMAND FOR RETAIL SPACE, TOTAL FOR YEAR SHOWN Patterson Primary Trade Area (Expressed in Square Feet) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:
*GAFO 34,983 43,940 59,384 68,012 87,428 100,496
Convenience Goods:

Food and Beverage 0 292 3,744 6,688 11,628 16,135
Food Service and Drinking 5,837 10,502 15,167 19,189 24,175 29,645 Subtotal 5,837 10,794 18,911 25,876 35,804 45,780
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and
Supplies 0 0 0 0 0 0
Automotive Parts* 0 0 0 0 0 0
Subtotal 0 0 0 0 0 0
Services Space (estimated as % of
Retail)
16,959 22,748 29,619 35,572 42,939 51,051
Allowance for standard vacancy @ 5% 3,041 4,078 5,680 6,814 8,746 10,386 Total 60,820 81,560 113,593 136,275 174,917 207,713
*GAFO: General Merchandise, Apparel, Furniture/Appliances, Other/Specialty ** Assumes that automotive parts stores account for 95 of sales in overall Automotive group category (based on statewide average).

Source: TNDG.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
30 Pattern of existing retail
According to the Derrigo report, Patterson is well supplied with national-chain fast food outlets along with other restaurants, general merchandise stores including a Walmart Supercenter, auto parts stores, and gasoline stations, including a Flying J Travel Center. This retail profile is consistent with Patterson’s location and relatively strong competitive position with respect to Interstate 5. The comparison of demand projections to existing sales, detailed in the retail demand model tables, generally bear out this observation – sales of gasoline, particularly, well exceed what would be expected from local demand. Patterson is also strong in establishments and sales for the Building Materials retail sector.

Additional highway-oriented retail is also planned for areas in Patterson with Interstate 5 frontage.

Major shopping centers in the region surrounding Patterson are shown on Figure IV-1. Additional detail on these shopping centers is provided on Table IV-8. As one would expect, these shopping centers are clustered within cities that are centers of population.

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Patterson Market Conditions for Retail, Office,and Multi-family Housing City of Patterson
31 FIGURE IV
-1.SHOPPING CENTERS IN THE REGION NEAR PATTERSON
Source: Esri; Directory of Major Malls 2019; TNDG

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
32 TABLE IV-8. SHOPPING CENTERS IN THE REGION NEAR PATTERSON Name Location City GLA
Applegate Ranch Shopping Center SEC State Highway 99 and Applegate Road Atwater 464,139 Central Valley Plaza NEC Sisk Road and Plaza Parkway Modesto 384,536 Century Center NEC Oakdale Road and E Orangeburg
Avenue
Modesto 214,389
Lathrop Marketplace SWC Interstate Highway 5 and River
Islands Parkway
Lathrop 800,000
Merced Mall NWC Olive Avenue and R Street Merced 620,000 Merced Marketplace SWC Olive Avenue and Austin Street Merced 251,214 Mission Ridge Plaza NWC Highway 120 and S Main Street Manteca 290,529 Monte Vista Crossings SEC State Highway 99 and W Monte Vista Avenue
Turlock 1,100,000
Promenade Shops at Orchard
Valley
SEC Highway 120 and Union Road Manteca 617,750
Stadium Center NWC Highway 120 and Airport Way Manteca 420,000 Stonecreek Plaza SEC Badger Flat Road and W Pacheco
Boulevard
Los Banos 343,495
The McHenry Village SEC McHenry Avenue and E Briggsmore Avenue
Modesto 271,000
Tracy Marketplace SWC Interstate Highway 205 and Grant
Line Road
Tracy 700,000
Tracy Pavilion Shopping Center NWC Naglee Road and Pavilion Parkway Tracy 374,766 Vintage Faire Mall NEC State Highway 99 and Standiford
Avenue
Modesto 1,141,836
West Valley Mall NEC Interstate Highway 205 and Naglee
Road
Tracy 880,000
Weston Ranch Towne Center SWC Interstate Highway 5 and Carolyn Weston Boulevard
Stockton 350,000
Source: Esri; Directory of Major Malls 2019; TNDG.

Evolving retail industry affects prospects for development The increasing role of e-commerce (which was boosted by the pandemic, but is a factor irrespective of the pandemic), lingering effects of the pandemic, and changing consumer preferences over time all challenge the existing viability and future prospects of retail activities, disproportionately among the various business categories as well as specific retailers. While these impacts tend to be universal across the country, the localized effects can play out differently according to such factors as the age, configuration, tenant mix, and attractiveness of existing retail centers. In general, TNDG would expect a revitalized Downtown Patterson to feature a preponderance of food and beverage and specialty retail establishments, which tend to be less susceptible to the effects of e-commerce (see Table IV-9 below). This is particularly the case to the extent these are also “destination” businesses, with part of their appeal to customers consisting of physically being there.

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
33 Recent e-commerce statistics shown on Table IV-9 indicate that the overall e-commerce share of retail activity, nationally, was roughly 14% of overall sales in early 2021, with a sizable proportion of the total in Non-Store Retailers,7 as would be expected.

TABLE IV-9. RETAIL SALES NATIONALLY THROUGH E-COMMERCE COMPARED TO TOTALS 2021 Q1 Retail Sales (millions)
Kind of Business Total Store and
Non-store Sales
Total
E-Commerce
% of major
category
% of total
sales
Total Retail Trade $1,621,333 $231,352 14.3% 14.27%
Motor vehicle and parts $370,777 $16,492 4.4% 1.02%
Furniture, building materials, and electronics $190,771 $26,516 13.9% 1.64% Furniture and home furnishings $4,520 2.4% 0.28%
Electronics and appliances $12,045 6.3% 0.74%
Building materials, garden equipment and supplies $9,951 5.2% 0.61% Clothing and general merchandise $284,480 $39,615 13.9% 2.44% Clothing and clothing accessories $14,916 5.2% 0.92%
General merchandise $24,699 8.7% 1.52%
All other $564,390 $17,019 3.0% 1.05%
Food and beverage $7,185 1.3% 0.44%
Health and personal care $1,660 0.3% 0.10%
Sporting goods, hobby, musical instrument, and
books $3,132 0.6% 0.19%
Miscellaneous including gasoline stations $5,042 0.9% 0.31% Nonstore retailers $210,915 $131,710 62.4% 8.12%
Source: Retail Indicators Branch, U.S. Census Bureau, Table 1. Supplemental Estimated Quarterly U.S. Retail Trade Sales - Total and E-commerce, 2022 Q1, 2; TNDG. E-commerce sales are defined by the Census Bureau as “sales of goods and services where the buyer places an order, or the price and terms of the sale are negotiated, over an Internet, mobile device (M-commerce), extranet, Electronic Data Interchange (EDI) network, electronic mail, or other comparable online system. Payment may or may not be made online.” Blank cells mean no data available.

7 Establishments in this subsector include mail-order houses, vending machine operators, home delivery sales, doorto-door sales, party plan sales, electronic shopping, and sales through portable stalls (BLS, Industries at a Glance).

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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
34 V. Strategic recommendations
This section outlines potential market-based approaches to implementing the Downtown Master Plan.

These recommendations reflect the following sources of insight about existing and potential market conditions in Patterson and the surrounding region:
• TNDG’s market analysis (as summarized in the preceding sections of this report) • TNDG’s interviews (completed subsequent to the draft market study) with selected Downtown business/property owners and representatives of the local development community • Input from City leadership and the public, as provided during study sessions with the City’s Downtown Revitalization Committee, Planning Commission and City Council • Community preferences as recorded in survey responses from the pop-up workshop (and online survey) facilitated by RRM Design Group
Market positioning and prioritization of land uses
Implementation of the future vision for Downtown Patterson will depend upon a mix of public sector and private sector investment. Whereas the City can set the stage with physical improvements and program activities aimed at placemaking, the ultimate driver of change in the Downtown will come through private investment in building renovations, infill development projects and new business openings. With respect to potential private investment in the Downtown, the following opportunities should be prioritized for attraction based on foreseeable market demand and community preferences:

TABLE V-1. PRIORITIZATION OF NEW LAND USES IN DOWNTOWN PATTERSON Land Use
(Listed in Order of Priority)
Description/Strength of Development
Opportunity Potential Timing of Demand
Priority #1a – Resident
oriented retail, restaurant,
services
TNDG’s market analysis and
current/recent investment trends in
Patterson indicate that the Downtown
potentially has strong opportunities for
the following types of storefront uses:
• Independent (i.e., non-chain)
restaurants
• Specialty retail stores to
complement the local shopping
experience Downtown
• Storefront services (e.g., hair salons)
• Everyday recreational uses (e.g.,
fitness centers, dance studios, yoga,
etc.)
Immediate/ongoing; demand
can be enhanced by marketing
and through policies which
streamline reuse of existing
buildings (see
Recommendation 3 below)
Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
35 Land Use
(Listed in Order of Priority)
Description/Strength of Development
Opportunity Potential Timing of Demand
Priority #1b – Visitor
oriented retail/restaurant
Market study suggests potential
opportunity to attract a share of
regional/highway-oriented retail and
restaurant demand; the strength of this
opportunity will expand with local and
regional population growth
Activation of this opportunity – which at
this point is an unproven market in
Patterson – will depend on marketing
efforts to position Downtown Patterson
as a destination attractive to residents
of the larger region, as well as marketing
focused on developer/tenant attraction.

To the extent these efforts (to attract
visitor demand) prove successful, it
could also provide a meaningful boost to
the resident-oriented retail/restaurant
development. Moreover, positioning the
Downtown as pedestrian friendly
(improved parks, wider sidewalks,
streetscape investments) would
enhance the Downtown’s appeal as a
destination for both residents and
visitors
Longer-term; depends on
marketing to establish
Patterson as a regional
destination
Priority #1c – Themed
retail/ entertainment uses
(e.g., focus on agritourism)
This is an undeveloped/unproven
market for Patterson that would be
compatible with the area’s history and
community assets, but would require a
concerted marketing and placemaking
effort to bring to fruition; the
Downtown Master Plan could be a focal
point for this type of initiative
Longer-term/speculative
Priority #2 - Office Patterson is not a well established office market. Office demand globally has
been impacted by the pandemic (in
ways that potentially will benefit
outlying communities in the long run).

Modest amounts of office space can be
attracted to Downtown as part of the
envisioned mix-used, full-service
environment; specific opportunities are
likely to exist for owner-user offices
Modest demand in the nearterm; can potentially expand in the future with the success of
the overall improvement and
repositioning of Downtown

7.1.b
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
36 Land Use
(Listed in Order of Priority)
Description/Strength of Development
Opportunity Potential Timing of Demand
interested in creatively reusing existing
commercial buildings in the Downtown
Priority #3 – Multi-family
residential
Multi-family residential is a small but
growing market in Patterson.

Mixed-use projects in Downtown could
provide capacity for new housing
options in Patterson and would also
support the overall vision of a vibrant
24-hour community in the Downtown
Financial feasibility of infill
development/redevelopment projects
can be a constraining factor
Both office and multi-family contribute
to the synergy of downtown
retail/restaurant development
Depends on timing of individual
(site specific) development
opportunities
Priority #4 – Hotel Market is likely at capacity (i.e., no additional demand) for the foreseeable
future, but lodging would complement
long-term focus on positioning
Downtown as a visitor destination
Long-term/speculative
Policy/program recommendations
In order to maximize development opportunities consistent with the long-term vision for Downtown, it is recommended that the City of Patterson consider implementation of the following types of policies and programs in support of the Downtown Master Plan (DTMP):

Recommendation 1: Set the stage with project/program investments to improve the physical setting in the Downtown
These investments would include:
• Wayfinding/signage program (as defined by the DTMP process) • Community placemaking amenities as identified by residents during the DTMP community outreach • Increased resources to address homelessness (the existing impacts of homelessness were identified by several of TNDG’s interviewees as a significant barrier to additional business investment in the Downtown)
Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
37 Recommendation 2: Implement “downtown friendly” policies for City’s development approval processes
These policies would include:
• Streamlined/expedited development review and approval processes for new construction and businesses occupancies
• Flexible zoning to accommodate a wide range of targeted land uses (including some uses for which the timing of demand is not predictable)
• Preparation of program-level CEQA documents (to minimize CEQA requirements of individual development projects)
• Citywide zoning/land use policies that favor infill development over greenfield development • Policies that activate downtown to encourage families and discourage homeless using public spaces Recommendation 3: Create incentives to facilitate renovation/reuse of existing commercial buildings in Downtown
These incentives could include:
• Reduced/waived City fees
• Matching grant program for façade improvements
• Low-interest loan program for major building renovations Some incentives can be promoted as a “limited time offer,” or having a first-come first-served orientation, to encourage early adopters.

Recommendation 4: Link implementation of DTMP to larger marketing and economic development initiatives
These initiatives could include:
• Regional marketing program to attract independent restaurant operators to Downtown Patterson (focus on encouraging successful operators in comparable communities to open branch operations in Patterson)
• Pursuit (in partnership with local industry stakeholders) of a major economic development focus on agritourism (the feasibility of this concept has not been fully vetted as part of the DTMP market study, but would appear to have sufficient merit to warrant further investigation)8 • Marketing within the regional development community to attract developer interest/investment in Downtown Patterson
8 A focus on agritourism would potentially include both marketing and land use/development considerations. From a development standpoint it might include such uses as a public market, a “packing house” facility with themed restaurants and shops, and space for special events such as “farm to fork” dining experiences.

7.1.b
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Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
38 Recommendation 5: Focus on defining and attracting development options for key “opportunity sites” This recommendation could include the following efforts by the City:
• Outreach to individual Downtown property owners to identify specific opportunities sites for renovation, reuse or redevelopment
• Prepare design prototypes to determine feasible redevelopment (or intensification) options for key sites, focusing on the potential for mixed-use projects • Complete pro forma financial analysis to assess the economic feasibility of design prototypes and to identify key development standards (e.g., parking requirements) that could be modified to enhance the financial feasibility of targeted project types
Recommendation 6: Establish funding sources and financing mechanisms to support Downtown revitalization and investment
The following types of financing mechanisms should be investigated:
• Business improvement district (BID)
• Property and business improvement district (PBID)
• Enhanced infrastructure financing district (EIFD)
Each of the financing mechanisms listed above would require a feasibility assessment that is beyond the scope of the DTMP. In evaluating the potential applicability of these mechanisms to the Downtown, it will be important to weigh the potential benefits against any perceived negative impacts (i.e., creating an extra operating expense for Downtown businesses and property owners).

Patterson Market Conditions for Retail, Office, and Multi-family Housing City of Patterson
39 Appendix A
Retail Demand Model
(Baseline Scenario)

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Table A-1
Population Estimates and Projections
Patterson Retail Trade Area
Area 2022 2025 2030 2035 2040 2045
Primary Market Area (per Esri) 55,733 58,940 62,147 64,911 68,339 72,099 Secondary Market Area (per Esri) 440,389 453,136 464,903 475,438 488,297 502,829 Total 496,122 512,075 527,050 540,349 556,636 574,928
Source: ESRI; ABAG; TNDG.

Table A-2
Per Capita Income
Patterson Retail Trade Area
In constant dollars
2022
Primary Market Area $27,254
Secondary Market Area $29,490
Annual Increase Factor 0.00%
Area 2022 2025 2030 2035 2040 2045
Primary Market Area $27,254 $27,254 $27,254 $27,254 $27,254 $27,254 Secondary Market Area $29,490 $29,490 $29,490 $29,490 $29,490 $29,490 Source: ESRI; TNDG.

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Table A-3
Total Income and Potential Retail Sales Projections
Patterson Retail Trade Area
In thousands of constant dollars
Area 2022 2025 2030 2035 2040 2045
Percent of Income Spent on Retail:

Primary Market Area (per Esri) 32.3% 32.3% 32.3% 32.3% 32.3% 32.3% Secondary Market Area (per Esri) 32.3% 32.3% 32.3% 32.3% 32.3% 32.3% Total Income ($000):

Primary Market Area (per Esri) $1,518,965 $1,606,366 $1,693,766 $1,769,112 $1,862,540 $1,965,010 Secondary Market Area (per Esri) $12,987,110 $13,363,007 $13,710,024 $14,020,710 $14,399,920 $14,828,460 Additional Market Area (optional) $0 $0 $0 $0 $0 $0 # Total $14,506,074 $14,969,373 $15,403,790 $15,789,822 $16,262,461 $16,793,471 Potential Retail Sales:

Primary Market Area (per Esri) $491,377 $519,650 $547,924 $572,298 $602,521 $635,670 Secondary Market Area (per Esri) $4,201,257 $4,322,857 $4,435,115 $4,535,621 $4,658,293 $4,796,923 Total $4,692,633 $4,842,508 $4,983,039 $5,107,918 $5,260,814 $5,432,593 Source: TNDG.

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Table A-4
Distribution of Retail Sales by Retail Category
Patterson Retail Trade Area
%Distribution %Distribution %Distribution %Distribution %Distribution Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories 5.5% 5.5% 5.5% 5.5% 5.5% 5.5% General Merchandise 13.5% 13.5% 13.5% 13.5% 13.5% 13.5% Home Furnishings and Appliances 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% Specialty/Other 18.5% 18.5% 18.5% 18.5% 18.5% 18.5%
Subtotal 41.5% 41.5% 41.5% 41.5% 41.5% 41.5%
Convenience Goods:

Food and Beverage 14.5% 14.5% 14.5% 14.5% 14.5% 14.5%
Food Service and Drinking 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% Subtotal 24.5% 24.5% 24.5% 24.5% 24.5% 24.5%
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 8.0% 8.0% 8.0% 8.0% 8.0% 8.0% Motor Vehicle and Parts Dealers 18.0% 18.0% 18.0% 18.0% 18.0% 18.0% Gasoline Stations 8.0% 8.0% 8.0% 8.0% 8.0% 8.0%
Subtotal 34.0% 34.0% 34.0% 34.0% 34.0% 34.0%
Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Source: TNDG, based on historic trends (2021 taxable sales) reported by the California Department of Tax and Fee Administration.

7.1.b
Packet Pg. 253 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-5
Projected Demand for Retail Sales by Major Retail Category Patterson Retail Trade Area - Primary Market Area (per Esri) In thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $27,026 $28,581 $30,136 $31,476 $33,139 $34,962 General Merchandise 66,336 70,153 73,970 77,260 81,340 85,815 Home Furnishings and Appliances 19,655 20,786 21,917 22,892 24,101 25,427 Specialty/Other 90,905 96,135 101,366 105,875 111,466 117,599 Subtotal $203,921 $215,655 $227,388 $237,504 $250,046 $263,803 Convenience Goods:

Food and Beverage $71,250 $75,349 $79,449 $82,983 $87,366 $92,172 Food Service and Drinking 49,138 51,965 54,792 57,230 60,252 63,567 Subtotal $120,387 $127,314 $134,241 $140,213 $147,618 $155,739 Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $39,310 $41,572 $43,834 $45,784 $48,202 $50,854 Motor Vehicle and Parts Dealers 88,448 93,537 98,626 103,014 108,454 114,421 Gasoline Stations 39,310 41,572 43,834 45,784 48,202 50,854 Subtotal $167,068 $176,681 $186,294 $194,581 $204,857 $216,128 Total $491,377 $519,650 $547,924 $572,298 $602,521 $635,670 Source: TNDG.

7.1.b
Packet Pg. 254 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-6
Projected Demand for Retail Sales by Major Retail Category Patterson Retail Trade Area - Secondary Market Area (per Esri) In thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $231,069 $237,757 $243,931 $249,459 $256,206 $263,831 General Merchandise 567,170 583,586 598,741 612,309 628,870 647,585 Home Furnishings and Appliances 168,050 172,914 177,405 181,425 186,332 191,877 Specialty/Other 777,232 799,729 820,496 839,090 861,784 887,431 Subtotal $1,743,522 $1,793,986 $1,840,573 $1,882,283 $1,933,192 $1,990,723 Convenience Goods:

Food and Beverage $609,182 $626,814 $643,092 $657,665 $675,452 $695,554 Food Service and Drinking 420,126 432,286 443,512 453,562 465,829 479,692 Subtotal $1,029,308 $1,059,100 $1,086,603 $1,111,227 $1,141,282 $1,175,246 Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $336,101 $345,829 $354,809 $362,850 $372,663 $383,754 Motor Vehicle and Parts Dealers 756,226 778,114 798,321 816,412 838,493 863,446 Gasoline Stations 336,101 345,829 354,809 362,850 372,663 383,754 Subtotal $1,428,427 $1,469,772 $1,507,939 $1,542,111 $1,583,820 $1,630,954 Total $4,201,257 $4,322,857 $4,435,115 $4,535,621 $4,658,293 $4,796,923 Source: TNDG.

7.1.b
Packet Pg. 255 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-7
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Patterson Retail Trade Area - Primary Market Area (per Esri) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories 15.0% 15.0% 15.0% 15.0% 15.0% 15.0% General Merchandise 65.0% 65.0% 65.0% 65.0% 65.0% 65.0% Home Furnishings and Appliances 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% Specialty/Other 65.0% 65.0% 65.0% 65.0% 65.0% 65.0%
Convenience Goods:

Food and Beverage 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Food Service and Drinking 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Motor Vehicle and Parts Dealers 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% Gasoline Stations 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Source: TNDG.

7.1.b
Packet Pg. 256 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-8
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Patterson Retail Trade Area - Secondary Market Area (per Esri) Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% General Merchandise 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%
Home Furnishings and Appliances 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Specialty/Other 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
Convenience Goods:

Food and Beverage 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%
Food Service and Drinking 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% Motor Vehicle and Parts Dealers 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% Gasoline Stations 7.0% 7.0% 7.0% 7.0% 7.0% 7.0%
Source: TNDG.

7.1.b
Packet Pg. 257 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-9
Potential Capture of Market Area Demand for Retail Sales Patterson Retail Trade Area - Primary Market Area (per Esri) In thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $4,054 $4,287 $4,520 $4,721 $4,971 $5,244 General Merchandise 43,118 45,599 48,080 50,219 52,871 55,780 Home Furnishings and Appliances 7,862 8,314 8,767 9,157 9,640 10,171 Specialty/Other 59,088 62,488 65,888 68,819 72,453 76,439 Subtotal $114,122 $120,689 $127,255 $132,916 $139,936 $147,634 Convenience Goods:

Food and Beverage $71,250 $75,349 $79,449 $82,983 $87,366 $92,172 Food Service and Drinking 49,138 51,965 54,792 57,230 60,252 63,567 Subtotal $120,387 $127,314 $134,241 $140,213 $147,618 $155,739 Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $39,310 $41,572 $43,834 $45,784 $48,202 $50,854 Motor Vehicle and Parts Dealers 17,690 18,707 19,725 20,603 21,691 22,884 Gasoline Stations 39,310 41,572 43,834 45,784 48,202 50,854 Subtotal $96,310 $101,851 $107,393 $112,170 $118,094 $124,591 Total $330,819 $349,855 $368,890 $385,299 $405,647 $427,965 Source: TNDG.

7.1.b
Packet Pg. 258 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-10
Potential Capture of Market Area Demand for Retail Sales Patterson Retail Trade Area - Secondary Market Area (per Esri) In thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $0 $0 $0 $0 $0 $0
General Merchandise 28,358 29,179 29,937 30,615 31,443 32,379 Home Furnishings and Appliances 0 0 0 0 0 0
Specialty/Other 15,545 15,995 16,410 16,782 17,236 17,749 Subtotal $43,903 $45,174 $46,347 $47,397 $48,679 $50,128 Convenience Goods:

Food and Beverage $6,092 $6,268 $6,431 $6,577 $6,755 $6,956 Food Service and Drinking 0 0 0 0 0 0
Subtotal $6,092 $6,268 $6,431 $6,577 $6,755 $6,956
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $20,166 $20,750 $21,289 $21,771 $22,360 $23,025 Motor Vehicle and Parts Dealers 37,811 38,906 39,916 40,821 41,925 43,172 Gasoline Stations 23,527 24,208 24,837 25,399 26,086 26,863 Subtotal $81,504 $83,863 $86,041 $87,991 $90,371 $93,060 Total $131,499 $135,305 $138,819 $141,965 $145,805 $150,144 Source: TNDG.

7.1.b
Packet Pg. 259 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-11
Potential Capture of Market Area Demand for Retail Sales Patterson Retail Trade Area - All Market Areas Combined In thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $4,054 $4,287 $4,520 $4,721 $4,971 $5,244 General Merchandise 71,477 74,779 78,017 80,835 84,315 88,159 Home Furnishings and Appliances 7,862 8,314 8,767 9,157 9,640 10,171 Specialty/Other 74,633 78,483 82,298 85,601 89,689 94,188 Subtotal $158,025 $165,863 $173,602 $180,313 $188,615 $197,762 Convenience Goods:

Food and Beverage $77,341 $81,617 $85,880 $89,560 $94,120 $99,128 Food Service and Drinking 49,138 51,965 54,792 57,230 60,252 63,567 Subtotal $126,479 $133,582 $140,672 $146,790 $154,372 $162,695 Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $59,476 $62,322 $65,122 $67,555 $70,562 $73,879 Motor Vehicle and Parts Dealers 55,501 57,613 59,641 61,423 63,615 66,056 Gasoline Stations 62,837 65,780 68,671 71,183 74,288 77,716 Subtotal $177,814 $185,715 $193,434 $200,161 $208,465 $217,652 Total $462,319 $485,160 $507,709 $527,264 $551,452 $578,108 Source: TNDG.

7.1.b
Packet Pg. 260 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-12
"Extra" Contribution to Demand, from Visitors
Retail Category
Factor
Shopper Goods:

Clothing and Clothing Accessories 1.00
General Merchandise 1.00
Home Furnishings and Appliances 1.00
Specialty/Other 1.00
Convenience Goods:

Food and Beverage 1.20
Food Services and Drinking 1.10
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 1.00
Motor Vehicle and Parts Dealers 1.50
Gasoline Stations 1.50
Source: TNDG.

7.1.b
Packet Pg. 261 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-13
Potential Capture of Market Area Demand for Retail Sales Patterson Retail Trade Areas - Resident and Tourist/Visitor Demand Combined In thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $4,054 $4,287 $4,520 $4,721 $4,971 $5,244 General Merchandise $71,477 $74,779 $78,017 80,835 84,315 88,159 Home Furnishings and Appliances $7,862 $8,314 $8,767 9,157 9,640 10,171 Specialty/Other $74,633 $78,483 $82,298 85,601 89,689 94,188 Subtotal $158,025 $165,863 $173,602 $180,313 $188,615 $197,762 Convenience Goods:

Food and Beverage $92,810 $97,941 $103,056 $107,472 $112,944 $118,953 Food Service and Drinking $54,051 $57,162 $60,272 62,953 66,277 69,924 Subtotal $146,861 $155,102 $163,327 $170,425 $179,221 $188,877 Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $59,476 $62,322 $65,122 $67,555 $70,562 $73,879 Motor Vehicle and Parts Dealers $83,251 $86,420 $89,462 92,135 95,423 99,085 Gasoline Stations $94,256 $98,670 $103,006 106,775 111,432 116,575 Subtotal $236,983 $247,411 $257,590 $266,465 $277,417 $289,538 Total $541,870 $568,377 $594,520 $617,203 $645,253 $676,177 Source: TNDG.

7.1.b
Packet Pg. 262 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-14
Comparison of Potential Retail Demand with Estimated Sales Patterson Primary Trade Area
in thousands of constant dollars
2022 Expected Percent
Retail Category 2022 Estimated Less Actual/
Demand Sales Actual Expected
Shopper Goods:

Clothing and Clothing Accessories $4,054 $470 $3,584 11.6% General Merchandise plus Specialty/Other $146,109 $121,468 24,641 83.1% Home Furnishings and Appliances $7,862 5,476 2,386 69.7% Subtotal $158,025 $127,415 $30,611 80.6%
Convenience Goods:

Food and Beverage $92,810 $97,440 ($4,630) 105.0%
Food Service and Drinking $54,051 50,160 3,891 92.8%
Subtotal $146,861 $147,600 ($739) 100.5%
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $59,476 $54,774 $4,702 92.1% Motor Vehicle and Parts Dealers $83,251 72,924 10,328 87.6% Gasoline Stations $94,256 114,009 (19,753) 121.0%
Subtotal $236,983 $241,706 ($4,723) 102.0%
Total $541,870 $516,721 $25,148 95.4%
Source: CDTFA; TNDG.

7.1.b
Packet Pg. 263 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-15
Net New Potential Retail Sales (based on 2022 existing sales) Patterson Primary Trade Area
in thousands of constant dollars
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

Clothing and Clothing Accessories $3,584 $3,817 $4,050 $4,251 $4,501 $4,774 General Merchandise plus Specialty/Other $24,641 $31,793 $38,847 $44,967 $52,535 $60,879 Home Furnishings and Appliances $2,386 $2,838 $3,290 $3,680 $4,164 $4,694 Subtotal $30,611 $38,448 $46,187 $52,899 $61,200 $70,347 Convenience Goods:

Food and Beverage $0 $501 $5,616 $10,032 $15,504 $21,513 Food Service and Drinking $3,891 $7,001 $10,111 $12,792 $16,117 $19,763 Subtotal $3,891 $7,502 $15,727 $22,824 $31,621 $41,276
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies $4,702 $7,548 $10,349 $12,781 $15,788 $19,105 Motor Vehicle and Parts Dealers $10,328 $13,496 $16,538 $19,211 $22,500 $26,161 Gasoline Stations $0 $0 $0 $0 $0 $2,566
Subtotal $15,030 $21,044 $26,887 $31,992 $38,287 $47,832 Total $49,532 $66,994 $88,801 $107,715 $131,108 $159,455 Source: TNDG.

7.1.b
Packet Pg. 264 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-16
Sales Per Square Foot Standards
Patterson Retail Trade Area
Expressed in Sales/Square Feet
Retail Category Sales/Square Feet
GAFO* $350
Food and Beverage $600
Food Service and Drinking $600
Bldg. Matrl. and Garden Equip. and Supplies $325
Automotive Parts $200
*GAFO: General Merchandise, Apparel, Furniture/Appliances, Other/Specialty Source: Retail Maxim; Urban Land Institute (ULI); TNDG.

7.1.b
Packet Pg. 265 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-17
Net Demand for Retail Space at Year Shown
Patterson Primary Trade Area
Expressed in Square Feet
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

GAFO 87,459 109,851 131,964 151,139 174,857 200,992
Convenience Goods:

Food and Beverage 0 835 9,360 16,720 25,840 35,855
Food Service and Drinking 6,485 11,669 16,852 21,321 26,862 32,939 Subtotal 6,485 12,503 26,212 38,040 52,702 68,794
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 14,468 23,224 31,842 39,326 48,577 58,784 Automotive Parts* 4,647 6,073 7,442 8,645 10,125 11,772 Gasoline Stations N/A N/A N/A N/A N/A N/A
Subtotal 19,116 29,297 39,284 47,971 58,702 70,557
Services Space as % of Retail, @: 25% 28,265 37,913 49,365 59,287 71,565 85,086 Allowance for standard vacancy @: 5% 7,438 9,977 12,991 15,602 18,833 22,391 Total Retail/Services Space 148,763 199,541 259,816 312,039 376,659 447,820 *Assumes that automotive parts stores account for 9% of sales in overall Automotive group category (based on statewide average).

Source: TNDG.

7.1.b
Packet Pg. 266 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of PATTERSON MARKET CONDITIONS Appendix C
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FEBRUARY 2024
Table A-18
Downtown - Potential Capture Rate, for Net Demand for Retail Space Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

GAFO 40% 40% 45% 45% 50% 50%
Convenience Goods:

Food and Beverage 35% 35% 40% 40% 45% 45%
Food Service and Drinking 90% 90% 90% 90% 90% 90%
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 0% 0% 0% 0% 0% 0% Automotive Parts* 0% 0% 0% 0% 0% 0%
Services Space 60% 60% 60% 60% 60% 60%
Source: TNDG.

7.1.b
Packet Pg. 267 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of DOWNTOWN MASTER PLAN City of Patterson
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Table A-19
Downtown - Potential Capture of Net Demand for Retail Space, Total for Year Shown Patterson Primary Trade Area
Expressed in Square Feet
Retail Category 2022 2025 2030 2035 2040 2045
Shopper Goods:

GAFO 34,983 43,940 59,384 68,012 87,428 100,496
Convenience Goods:

Food and Beverage 0 292 3,744 6,688 11,628 16,135
Food Service and Drinking 5,837 10,502 15,167 19,189 24,175 29,645 Subtotal 5,837 10,794 18,911 25,876 35,804 45,780
Heavy Commercial Goods:

Bldg. Matrl. and Garden Equip. and Supplies 0 0 0 0 0 0 Automotive Parts* 0 0 0 0 0 0
Subtotal 0 0 0 0 0 0
Services Space (estimated as a % of Retail) 16,959 22,748 29,619 35,572 42,939 51,051 Allowance for standard vacancy @: 5% 3,041 4,078 5,680 6,814 8,746 10,386 Total Retail/Services Space 60,820 81,560 113,593 136,275 174,917 207,713 *Assumes that automotive parts stores account for 9% of sales in overall Automotive group category (based on statewide average).

Source: TNDG.

7.1.b
Packet Pg. 268 Attachment: Patterson Downtown Master Plan 2.16.24 with Appendix REDUCED (City Council adoption of City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Mike Willett, Public Works Director
MEETING DATE: October 15, 2024
ITEM NO: 7.2
SUBJECT: Adopt Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, the City’s Corporation Yard, Recreation Facilities, Parks, and Transportation Improvements.

RECOMMENDATION
Motion to Adopt Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, the City’s Corporation Yard, Recreation Facilities, Parks, and Transportation Improvements.

BACKGROUND
A development impact fee (“DIF”), also known as capital facilities fees or public facilities fees, is imposed to mitigate the impact of new development on the community. DIF funds are used to pay for public facilities and improvements to maintain adequate levels of service. Development impact fees must have an “essential nexus” to the government’s land-use interest and “rough proportionality” to the development’s impact. A city imposes DIF under the authority granted by the Mitigation Fee Act (codified at Government Code § 66000 et seq.). When imposing such a fee, a local agency must make certain findings as outlined by the Mitigation Fee Act. As a basis for such findings, local agencies typically prepare a nexus study in support of the maximum DIF that can be charged. On January 1, 2022, new requirements went into effect for California jurisdictions that charge DIF. “AB 602” (codified at Government Code § 66016.5) contains the additional requirements for nexus studies and fee increases.

New requirements enacted by AB 602 generally include explaining the existing level of service for each public facility, identifying the proposed new level of service, and explaining why the new level of service is appropriate. Fee increases also require review of the assumptions in the nexus study supporting the original fee and evaluation of fees collected under the original fee.

7.2 Packet Pg. 269
Another change under AB 602 was that the fee imposed on housing development projects must be formulated based on square footage.

City staff, in coordination with its consultants, are proposing adoption of increases to existing DIF and the supporting nexus studies, in accordance with the Mitigation Fee Act and AB 602 requirements.

Attached for Council’s review and consideration are:
(1) The Nexus Study prepared by Willdan Financial Services (“Willdan”), updating the City’s DIF for City Hall, the City’s Corporation Yard, Recreation Facilities, and Parks; and
(2) The Nexus Study prepared by Advanced Mobility Group (“AMG”), updating the City’s DIF for Transportation Improvements, known as the “Regional Traffic Impact Fee.”
(3) The new DIF schedules for the five (5) fee categories, as contained in the nexus studies.

ANALYSIS
The last nexus studies and fee updates for these specific DIF categories were last completed in 2006 as part of the City’s General Plan update. Since that time, the City has adopted a General Plan update in 2010, the West Patterson Business Park Expansion Master Plan (2012), and the Zacharias & Baldwin Ranch South Master Plan (2022). There has also been continued buildout of the West Patterson Business Park Master Plan (adopted in 2003) and the Villages Master Plan (adopted in 2006). The City has seen significant increases in construction costs and experienced significant growth since 2006. The citywide Capital Improvement Plan has expanded in cost and projects in order to maintain adequate levels of service for existing and future development.

Priorities and plans for citywide facilities and improvements were also in need of evaluation and update.

City staff has been working with Willdan and AMG to complete the nexus studies and fee schedules for the five (5) DIF categories. The nexus studies contain the analysis of DIF levels needed to maintain adequate levels of service and to support future development through buildout. The intent of the nexus studies is to arrive at fee levels representing future development’s share of public facilities and capital improvements. The fee categories being updated are listed as follows:
· City Hall Facilities
· Corporation Yard Facilities
· Recreation Facilities
· Parks
· Transportation Improvements
The proposed nexus studies and fee schedules have been formulated in compliance with the

7.2 Packet Pg. 270
Mitigation Fee Act and AB 602. The nexus studies identify the facilities to be funded, which are also described in a Capital Improvement Program for each category of improvements. All information concerning the methodology and facilities to be financed can be found in the nexus studies.

The proposed fees and nexus studies were distributed to various stakeholders and were advertised as required by law. Concerns raised by stakeholders that submitted comments were evaluated by City staff, who is recommending adoption of the nexus studies and fee schedules as proposed.

Pursuant to Chapter 3.64 of the Patterson Municipal Code, the attached nexus studies and fee schedules are to be adopted by resolution (PMC § 3.64.020.) The Resolution attached for the Council’s consideration adopts the nexus studies and fee schedules prepared by Willdan and AMG.

As part of the attached Resolution, the Council will be authorizing annual index increases to allow for fees to be adjusted to keep up with ongoing inflation. City staff would utilize the Construction Cost Index for the San Francisco Bay Area.

FISCAL IMPACT
All costs for the fee studies were budgeted. The fee collections will be used for projects and improvements identified in the studies. The amount that will be collected depends on the pace of development within the City and will vary by fiscal year. DIF amounts are also sometimes negotiated separately in development agreements for specific projects. Assuming full buildout of the General Plan, it is estimated that DIF collections will generate the following amounts:
· City Hall Facilities: Approximately $16.4 Million
· Corporation Yard Facilities: Approximately $21.4 Million · Recreation Facilities: Approximately $45.7 Million
· Parks Impact Fees: Approximately $77.8 Million (Parkland & Improvements) · Transportation Impact Fees: Approximately $197.9 Million

ATTACHMENTS

1. Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, the City’s Corporation Yard, Recreation Facilities, Parks, and Transportation Improvements.

EXHIBIT A: 2024 Development Impact Fee Study Update by Willdan Financial Services (City Hall, Corporation Yard, Recreation Facilities, Parks) EXHIBIT B: 2024 Development Impact Fee Study Update by Advanced Mobility Group (Regional Traffic Impact Fee)

7.2 Packet Pg. 271
{CW142280.1}
RESOLUTION NO. 2024-59

A RESOLUTION OF THE CITY OF PATTERSON CITY COUNCIL

APPROVING DEVELOPMENT IMPACT FEES AND NEXUS STUDIES FOR CITY HALL, THE CITY’S CORPORATION YARD, RECREATION FACILITIES,

PARKS, AND TRANSPORTATION IMPROVEMENTS
WHEREAS, Government Code Section 66000 et seq., known as the “Mitigation Fee Act” or “AB 1600,” authorizes local agencies to collect fees to mitigate the impacts of new development for public facilities and improvements, as amended in 2022 by Assembly Bill 602 (codified at Government Code § 66016.5); and
WHEREAS, the City of Patterson (“City”) charges development impact fees in accordance with the Mitigation Fee Act and Chapter 3.64 of the Patterson Municipal Code; and WHEREAS, the City requires dedication of parkland or payment of fees in-lieu thereof, pursuant to Government Code § 66477 (known as the “Quimby Act”) and Chapter 16.44 of the Patterson Municipal Code; and
WHEREAS, the City’s existing development impact fees for City Hall, its Corporation Yard, Recreation Facilities, Parks, and Transportation Improvements are outdated and have not been subject to a comprehensive review and update since 2006 (Resolution No. 2006-19); and WHEREAS, the City has experienced considerable growth since the existing development impact fees and corresponding nexus studies were last adopted, as reflected by the continued buildout of the City of Patterson General Plan, the West Patterson Business Park Master Plan (adopted 2003), the Villages Master Plan (adopted 2006), the West Patterson Business Park Expansion Master Plan (adopted 2012), and the Zacharias & Baldwin Ranch Master Plan (adopted 2022); and
WHEREAS, the purpose of the proposed development impact fee updates is to prevent new development from adversely impacting levels of service provided by the City’s public facilities, and to require new development to contribute its fair share to the cost of public facilities and improvements needed to offset the impacts of new development; and WHEREAS, Willdan Financial Services, Inc. has prepared the nexus study for updates to the development impact fees for City Hall, Corporation Yard, Recreation Facilities, and Parks, attached and incorporated hereto as Exhibit A (“Willdan Study”). The Willdan Study also contains the Quimby Act parkland fee to charge to subdivisions, in accordance with Chapter 16.44 of the Patterson Municipal Code; and
WHEREAS, the Advanced Mobility Group, Inc. has prepared the nexus study for the update to the development impact fee for transportation facilities and improvements, known as the City’s “Regional Traffic Impact Fee,” attached and incorporated hereto as Exhibit B; and WHEREAS, in accordance with Government Code § 66001, based on the methodologies and findings contained in the nexus studies, the City Council finds that the fees are (i) for the purpose of offsetting the impacts of new development to maintain adequate levels of service, (ii) the public facilities toward which the fees will be used are identified in the nexus studies and such other plans or documents referenced therein, (iii) there is a reasonable relationship between the

7.2.a
Packet Pg. 272 Attachment: Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, Corp Yard, Recreation, Parks, and {CW142280.1}
fees and the types of development projects on which the fee imposed, and (iv) there is a reasonable relationship between the fees and the need for the public facilities toward which the fees will be used; and
WHEREAS, in the form and manner required by law, notice of the proposed development impact fees has been provided for this public hearing, and all nexus studies have been made available for review in advance of the public hearing; and WHEREAS, the City Council desires to encourage construction of new development projects in the City and to promote economic development; and WHEREAS, the City Council finds that the development impact fee schedules, as described in the nexus studies, are based on a fair and equitable methodology for providing adequate public facilities commensurate with projected levels of new development in the City.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Patterson as follows:

1. The findings set forth in the recitals and the attached nexus studies are hereby incorporated and made part of this Resolution.

2. The City Council hereby approves the nexus study for City Hall Facilities, Corporation Yard Facilities, Recreation Facilities, and Parks, attached hereto as Exhibit A. The City shall impose and collect the development impact fees at the maximum level described therein. The City’s Quimby Act fee for subdivisions shall also be imposed and collected in the manner provided by City ordinances and the nexus study.

3. The City Council hereby approves the nexus study for the Regional Traffic Impact Fee, attached hereto as Exhibit B. The City shall impose and collect the development impact fees at the maximum level described therein.

4. The nexus studies and development impact fee schedules described in this Resolution shall supersede and take the place of existing development impact fee schedules and nexus studies for the fee categories described herein. Any and all provisions of prior resolutions of the City Council establishing or modifying development impact fees in the categories described in the nexus studies, which duplicate or conflict with the provisions of this Resolution or nexus studies, are hereby repealed and replaced with the fees set forth in Exhibits A and B.

5. The development impact fees described herein shall become effective sixty (60) days from the date of this Resolution, in accordance with Government Code § 66019.

6. The development impact fees described herein shall be calculated, adjusted, and collected in accordance with City ordinances and the nexus studies. The development impact fees may be adjusted annually January 1st of each year, subject to a Construction Cost Index for the San Francisco Bay Area, or such other index as the City Manager or his or her designee deems proper.

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Packet Pg. 273 Attachment: Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, Corp Yard, Recreation, Parks, and {CW142280.1}
I HEREBY CERTIFY that the foregoing Resolution was passed by the City Council at a regular meeting held on the 15
th day of October 2024 and the Resolution adopted by the following roll call vote:

AYES:

NOES:

EXCUSED:

APPROVED:

Michael Clauzel
Mayor of the City of Patterson
ATTEST:

Aracely Alegre
City Clerk of the City of Patterson
The foregoing resolution was introduced at a regular meeting of the City Council of the City of Patterson, held on the 15
th day of October 2024 by , who
moved its adoption, which motion was duly seconded by and the resolution adopted by the following roll call vote:

DATED:
__________________________ _
City Clerk of the City of Patterson

7.2.a
Packet Pg. 274 Attachment: Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, Corp Yard, Recreation, Parks, and {CW142280.1}
EXHIBIT “A”

DEVELOPMENT IMPACT FEE NEXUS STUDY
for
City Hall Facilities
Corporation Yard Facilities
Recreation Facilities
Park Facilities (for non-subdivisions and subdivisions)

7.2.a
Packet Pg. 275 Attachment: Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, Corp Yard, Recreation, Parks, and {CW142280.1}
EXHIBIT “B”

DEVELOPMENT IMPACT FEE NEXUS STUDY
for the Regional Traffic Impact Fee (or “TIF”)

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Packet Pg. 276 Attachment: Resolution No. 2024-59 Approving Development Impact Fees and Nexus Studies for City Hall, Corp Yard, Recreation, Parks, and

CITY OF PATTERSON

DEVELOPMENT IMPACT FEE STUDY
UPDATE

PUBLIC REVIEW DRAFT
SEPTEMBER 26, 2024
Oakland Office Corporate Office Other Regional Offices
66 Franklin Street 27368 Via Industria Aurora, CO
Suite 300 Suite 200 Orlando, FL
Oakland, CA 94607 Temecula, CA 92590 Phoenix, AZ
Tel: (510) 832-0899 Tel: (800) 755-6864 Plano, TX
Fax: (888) 326-6864 Seattle, WA
Washington, DC
www.willdan.com

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Packet Pg. 277 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve This page intentionally left blank.

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Packet Pg. 278 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve i

TABLE OF CONTENTS
EXECUTIVE SUMMARY .......................................................................... 3 Background and Study Objectives 3
Facility Standards and Costs 3
Use of Fee Revenues 4
Development Impact Fee Schedule Summary 4
Other Funding Needed 5

1. INTRODUCTION ........................................................................... 6 Public Facilities Financing in California 6
Study Objectives 6
Fee Program Maintenance 7
Study Methodology 7
Types of Facility Standards 7
New Development Facility Needs and Costs 8
Organization of the Report 9

2. GROWTH FORECASTS ............................................................... 10 Land Use Types 10
Impact Fees for Accessory Dwelling Units 10
Existing and Future Development 11
Occupant Densities 11

3. CITY HALL FACILITIES................................................................ 13 Service Population 13
Facility Inventories and Standards 13
Existing Inventory 13
Cost Allocation 14
Fee Revenue Projection 14
Fee Schedule 15

4. CORPORATION YARD FACILITIES ................................................ 16 Service Population 16
Facility Inventories and Standards 16
Existing Inventory 16
Cost Allocation 17
Fee Revenue Projection 18
Fee Schedule 18

5. RECREATION FACILITIES............................................................ 20 Service Population 20
Existing Recreation and Community Center Facilities Inventory 20 Planned Recreation and Community Center Facilities 21
Cost Allocation 22

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Packet Pg. 279 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
ii
Existing Level of Service 22
Future Level of Service 22
Use of Fee Revenue 23
Fee Revenue Projection 23
Fee Schedule 23

6. PARK FACILITIES....................................................................... 25 Service Population 25
Existing Parkland and Park Facilities Inventory 25
Parkland and Park Facility Standards 27
Mitigation Fee Act 27
Quimby Act 27
City of Patterson Parkland and Park Facilities Standards 27 Parkland and Park Facilities Unit Costs 28
Facilities Needed to Accommodate New Development 28
Parks Cost per Capita 30
Use of Fee Revenue 31
Fee Schedule 31

7. AB 602 REQUIREMENTS............................................................ 32 Compliance with AB 602 32
66016.5. (a) (2) - Level of Service 32
66016.5. (a) (4) – Review of Original Fee Assumptions 32 66016.5. (a) (5) – Residential Fees per Square Foot 33
66016.5. (a) (6) – Capital Improvement Plan 33

8. IMPLEMENTATION...................................................................... 35 Impact Fee Program Adoption Process 35
Inflation Adjustment 35
Reporting Requirements 35
Programming Revenues and Projects with the CIP 37

9. MITIGATION FEE ACT FINDINGS.................................................. 38 Purpose of Fee 38
Use of Fee Revenues 38
Benefit Relationship 38
Burden Relationship 38
Proportionality 39

7.2.b
Packet Pg. 280 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 3 Executive Summary
This report summarizes an analysis of development impact fees needed to support future development in The City of Patterson through buildout. It is the City’s intent that the costs representing future development’s share of public facilities and capital improvements be imposed on that development in the form of a development impact fee, also known as a public facilities fee. The public facilities and improvements included in this analysis are divided into the fee categories listed below:
▪ City Hall Facilities  Recreation Facilities
▪ Corporation Yard Facilities  Parks
Background and Study Objectives
The primary policy objective of a development impact fee program is to ensure that new development pays the capital costs associated with growth. The primary purpose of this report is to calculate and present fees that will enable the City to expand its inventory of public facilities, as new development creates increases in service demands.

The City imposes public facilities fees under authority granted by the Mitigation Fee Act (the Act), contained in California Government Code Sections 66000 et seq. This report provides the necessary findings required by the Act for adoption of the fees presented in the fee schedules contained herein.

Facility Standards and Costs
There are three approaches typically used to calculate facilities standards and allocate the costs of planned facilities to accommodate growth in compliance with the Mitigation Fee Act requirements.

The system plan approach is based on a master facility plan in situations where the needed facilities serve both existing and new development. This approach allocates existing and planned facilities across existing and new development to determine new development’s fair share of facility needs. This approach is used when it is not possible to differentiate the benefits of new facilities between new and existing development. Often the system plan is based on increasing facility standards, so the City must find non-impact fee revenue sources to fund existing development’s fair share of planned facilities. This approach is used for the recreation facility fees in this report.

The existing inventory approach is based on a facility standard derived from the City’s existing level of facilities and existing demand for services. This approach results in no facility deficiencies attributable to existing development. This approach is often used when a long-range plan for new facilities is not available. Impact fee funding for future facilities to serve growth is programmed through an annual capital improvement plan and budget process. This approach is to calculate the city hall, corporation yard and parks fees in this report.

The planned facilities approach allocates costs based on the ratio of planned facilities that serve new development to the increase in demand associated with new development. This approach is appropriate when specific planned facilities that only benefit new development can be identified, or when the specific share of facilities benefiting new development can be identified. Examples include street improvements to avoid deficient levels of service or a sewer trunk line extension to a previously undeveloped area. This approach is not used in this report.

7.2.b
Packet Pg. 281 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
4 Use of Fee Revenues
The Mitigation Fee Act requires that this analysis “Identify the use to which the fee is to be put. If the use is financing public facilities, the facilities shall be identified. That identification may, but need not, be made by reference to a capital improvement plan as specified in Section 65403 or 66002, may be made in applicable general or specific plan requirements, or may be made in other public documents that identify the public facilities for which the fee is charged.” 1 Each chapter in this report identifies the appropriate use of impact fee revenues for each impact fee category.

Impact fee revenue must be spent on new facilities or expansion of current facilities to serve new development. Facilities can be generally defined as capital acquisition items with a useful life greater than five years. Impact fee revenue can be spent on capital facilities to serve new development, including but not limited to land acquisition, construction of buildings, infrastructure, the acquisition of vehicles or equipment, information technology, software licenses and equipment.

Development Impact Fee Schedule Summary
Table E.1 summarizes the development impact fees that meet the City’s identified needs and comply with the requirements of the Mitigation Fee Act.

Table E.1: Development Impact Facilities Fee Summary
Land Use City Hall
Corporate
Yard
Recreation
Facilities
Parks -
Subdivisions1
Parks - Non
Subdivisions2
Total -
Subdivisions
Total - Non
Subdivisions
All Fees Charged per Square Foot
Residential $ 0.57 $ 1.43 $ 1.88 $ 3.22 $ 3.21 $ 7.10 $ 7.09 Nonresidential
Commercial $ 0.22 $ 0.55 $ - $ - $ - $ 0.77 $ 0.77
Office 0.34 0.85 - - - 1.19 1.19
Industrial 0.12 0.30 - - - 0.42 0.42
1 Subdivisions pay Quimby Fee in Lieu of land dedication, plus Mitigation Fee Act fee for park improvements. See Table 6.8 for more detail.

Sources: Tables 3.5, 4.5, 5.6, and 6.8.
2 Infill developments pay Mitigation Fee Act Fee for land acquisition, plus Mitigation Fee Act fee for park improvements. See Table 6.8 for more detail.
1 California Government Code §66001 (a) (2).

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Packet Pg. 282 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
5 Other Funding Needed
Impact fees may only fund the share of public facilities related to new development in Patterson.

They may not be used to fund the share of facility needs generated by existing development or by development outside of the City. As shown in Table E.2, approximately $8.4 million in additional funding will be needed to complete the facility projects the City currently plans to develop. The “Additional Funding Required” column shows non-impact fee funding required to fund a share of the improvements partially funded by impact fees. Non-fee funding is needed because these facilities are needed partially to remedy existing deficiencies and partly to accommodate new development.

The City will need to develop alternative funding sources to fund existing development’s share of the planned facilities. Potential sources of revenue include but are not limited to existing or new general fund revenues, existing or new taxes, special assessments, and grants.

Table E.2: Non-Impact Fee Funding Required
Fee Category
Net Project
Cost
Projected
Impact Fee
Revenue
Additional
Funding
Required
City Hall $ 16,470,449 $ 16,470,449 $ -
Corporate Yard 21,475,950 21,475,950 -
Recreation Facilities 54,140,606 45,705,361 8,435,245
Parkland1 11,453,650 11,453,650 -
Park Improvements 66,431,170 66,431,170 -
Total $ 169,971,825 $ 161,536,580 $ 8,435,245
Sources: Tables 3.4, 4.3, 5.5, 6.5 and 6.6.
1 Project cost amount show n for Mitigation Fee Act Fees. Refer to Table 6.5 for Quimby in-lieu fee revenue estimates.

7.2.b
Packet Pg. 283 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 6 1. Introduction
This report presents an analysis of the need for public facilities to accommodate new development in the City of Patterson. This chapter provides background for the study and explains the study approach under the following sections:
• Public Facilities Financing in California;
• Study Objectives;
• Fee Program Maintenance;
• Study Methodology; and,
• Organization of the Report.

Public Facilities Financing in California
The changing fiscal landscape in California during the past 45 years has steadily undercut the financial capacity of local governments to fund infrastructure. Three dominant trends stand out:
• The passage of a string of tax limitation measures, starting with Proposition 13 in 1978 and continuing through the passage of Proposition 218 in 1996; • Declining popular support for bond measures to finance infrastructure for the next generation of residents and businesses;
• Unfunded state and federal mandates; and,
• Steep reductions in federal and state assistance.

Faced with these trends, many cities and counties have had to adopt a policy of “growth pays its own way.” This policy shifts the burden of funding infrastructure expansion from existing ratepayers and taxpayers onto new development. This funding shift has been accomplished primarily through the imposition of assessments, special taxes, and development impact fees also known as public facilities fees. Assessments and special taxes require the approval of property owners and are appropriate when the funded facilities are directly related to the developing property. Development impact fees, on the other hand, are an appropriate funding source for facilities that benefit all development jurisdiction-wide. Development impact fees need only a majority vote of the legislative body for adoption.

Study Objectives
The primary policy objective of a public facilities fee program is to ensure that new development pays the capital costs associated with growth. The primary purpose of this report is to update the City’s impact fees based on the most current available facility plans and growth projections. The proposed fees will enable the City to expand its inventory of public facilities as new development leads to increases in service demands.

The City imposes public facilities fees under authority granted by the Mitigation Fee Act (the Act), contained in California Government Code Sections 66000 et seq. This report provides the necessary findings required by the Act for adoption of the fees presented in the fee schedules presented in this report.

Patterson is forecast to significant growth through this study’s planning horizon of buildout. This growth will create an increase in demand for public services and the facilities required to deliver them. Given the revenue challenges described above, Patterson has decided to use a development impact fee program to ensure that new development funds the share of facility costs

7.2.b
Packet Pg. 284 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
7 associated with growth. This report makes use of the most current available growth forecasts and facility plans to update the City’s existing fee program to ensure that the fee program accurately represents the facility needs resulting from new development.

Fee Program Maintenance
Once a fee program has been adopted it must be properly maintained to ensure that the revenue collected adequately funds the facilities needed by new development. To avoid collecting inadequate revenue, the inventories of existing facilities and costs for planned facilities must be updated periodically for inflation, and the fees recalculated to reflect the higher costs. The use of established indices for each facility included in the inventories (land, buildings, and equipment), such as the California Construction Cost Index, is necessary to accurately adjust the impact fees.

For a list of recommended indices, see Chapter 8.

While fee updates using inflation indices are appropriate for annual or periodic updates to ensure that fee revenues keep up with increases in the costs of public facilities, it is recommended to conduct more extensive updates of the fee documentation and calculation (such as this study) when significant new data on growth forecasts and/or facility plans become available. For further detail on fee program implementation, see Chapter 8.

Study Methodology
Development impact fees are calculated to fund the cost of facilities required to accommodate growth. The six steps followed in this development impact fee study include:

1. Estimate existing development and future growth: Identify a base year for existing development and a growth forecast that reflects increased demand for public facilities;

2. Identify facility standards: Determine the facility standards used to plan for new and expanded facilities;

3. Determine facilities required to serve new development: Estimate the total amount of planned facilities, and identify the share required to accommodate new development;

4. Determine the cost of facilities required to serve new development: Estimate the total amount and the share of the cost of planned facilities required to accommodate new development;

5. Calculate fee schedule: Allocate facilities costs per unit of new development to calculate the development impact fee schedule; and

6. Identify alternative funding requirements: Determine if any non-fee funding is required to complete projects.

The key public policy issue in development impact fee studies is the identification of facility standards (step #2, above). Facility standards document a reasonable relationship between new development and the need for new facilities. Standards ensure that new development does not fund deficiencies associated with existing development.

Types of Facility Standards
There are three separate components of facility standards:
 Demand standards determine the amount of facilities required to accommodate growth, for example, park acres per thousand residents, square feet of library space per capita, or gallons of water per day. Demand standards may also reflect a level of service such as the vehicle volume-to-capacity (V/C) ratio used in traffic planning.

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Packet Pg. 285 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
8  Design standards determine how a facility should be designed to meet expected demand, for example, park improvement requirements and technology infrastructure for City office space. Design standards are typically not explicitly evaluated as part of an impact fee analysis but can have a significant impact on the cost of facilities. Our approach incorporates the cost of planned facilities built to satisfy the City’s facility design standards.
 Cost standards are an alternate method for determining the amount of facilities required to accommodate growth based on facility costs per unit of demand. Cost standards are useful when demand standards were not explicitly developed for the facility planning process. Cost standards also enable different types of facilities to be analyzed based on a single measure (cost or value) and are useful when different facilities are funded by a single fee program. Examples include facility costs per capita, cost per vehicle trip, or cost per gallon of water per day.

New Development Facility Needs and Costs
A number of approaches are used to identify facility needs and costs to serve new development.

This is often a two-step process: (1) identify total facility needs, and (2) allocate to new development its fair share of those needs.

There are three common methods for determining new development’s fair share of planned facilities costs: the system plan method, the planned facilities method, and the existing inventory method. The formula used by each approach and the advantages and disadvantages of each method is summarized below:

System Plan Method
This method calculates the fee based on the value of existing facilities plus the cost of planned facilities, divided by demand from existing plus new development:

Value of Existing Facilities + Cost of Planned Facilities Existing + New Development Demand
This method is useful when planned facilities need to be analyzed as part of a system that benefits both existing and new development. It is difficult, for example, to allocate a new fire station solely to new development when that station will operate as part of an integrated system of fire stations that together achieve the desired level of service.

The system plan method ensures that new development does not pay for existing deficiencies.

Often facility standards based on policies such as those found in General Plans are higher than the existing facility standards. This method enables the calculation of the existing deficiency required to bring existing development up to the policy-based standard. The local agency must secure non-fee funding for that portion of planned facilities required to correct the deficiency to ensure that new development receives the level of service funded by the impact fee. This approach is used for the recreation facility fees in this report.

Existing Inventory Method
The existing inventory method allocates costs based on the ratio of existing facilities to demand from existing development as follows:

Current Value of Existing Facilities
Existing Development Demand
Under this method new development will fund the expansion of facilities at the same standard currently serving existing development. By definition the existing inventory method results in no facility deficiencies attributable to existing development. This method is often used when a longrange plan for new facilities is not available. Only the initial facilities to be funded with fees are = $/unit of demand
= $/unit of demand

7.2.b
Packet Pg. 286 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
9 identified in the fee study. Impact fee funding for future facilities to serve growth is programmed through an annual capital improvement plan and budget process. This approach is to calculate the city hall, corporation yard, and park fees in this report.

Planned Facilities Method
The planned facilities method allocates costs based on the ratio of planned facility costs to demand from new development as follows:

Cost of Planned Facilities
New Development Demand
This method is appropriate when planned facilities will entirely serve new development, or when a fair share allocation of planned facilities to new development can be estimated. An example of the former is a Wastewater trunk line extension to a previously undeveloped area. An example of the latter is a portion of a roadway that has been identified as necessary to mitigate the impact from new development through traffic modeling analysis. Under this method new development will fund the expansion of facilities at the standards used in the applicable planning documents. This approach is not used in this report.

Organization of the Report
The determination of a public facilities fee begins with the selection of a planning horizon and development of growth projections for population and employment. These projections are used throughout the analysis of different facility categories and are summarized in Chapter 2.

Chapters 3 through 6 identify facility standards and planned facilities, allocate the cost of planned facilities between new development and other development, and identify the appropriate development impact fee for each of the following facility categories:
▪ City Hall Facilities  Recreation Facilities
▪ Corporation Yard Facilities  Parks
Chapter 7 describes how this nexus studies complies with the requirements of AB 602.

Chapter 8 details the procedures that the City must follow when implementing a development impact fee program. Impact fee program adoption procedures are found in California Government Code Sections 66016 through 66018.

The five statutory findings required for adoption of the proposed public facilities fees in accordance with the Mitigation Fee Act are documented in Chapter 9. = $/unit of demand

7.2.b
Packet Pg. 287 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 10 2. Growth Forecasts
Growth projections are used as indicators of demand to determine facility needs and allocate those needs between existing and new development. This chapter explains the source for the growth projections used in this study based on a 2023 base year and a planning horizon of buildout.

Estimates of existing development and projections of future growth are critical assumptions used throughout this report. These estimates are used as follows:
• The estimate of existing development in 2023 is used as an indicator of existing facility demand and to determine existing facility standards. • The estimate of total development at buildout is used as an indicator of future demand to determine total facilities needed to accommodate growth and remedy existing facility deficiencies, if any.
• Estimates of growth from 2023 through buildout are used to (1) allocate facility costs between new development and existing development, and (2) estimate total fee revenues.

The demand for public facilities is based on the service population, dwelling units or nonresidential development creating the need for the facilities.

Land Use Types
To ensure a reasonable relationship between each fee and the type of development paying the fee, growth projections distinguish between different land use types. The land use types that impact fees have been calculated for are defined below. • Residential: All residential dwelling units. Fees charged per square foot of living space.
• Commercial: All commercial, retail, educational, and hotel/motel development. • Office: All general, professional, and medical office development. • Industrial: All manufacturing, warehousing, and other industrial development.

Some developments may include more than one land use type, such as a mixed-use development with both multifamily and commercial uses. Another similar situation would be a warehousing facility that contains office space. In those cases, the facilities fee would be calculated separately for each land use type included within the building.

The City has the discretion to determine which land use type best reflects a development project’s characteristics for purposes of imposing an impact fee and may adjust fees for special or unique uses to reflect the impact characteristics of the use.

Impact Fees for Accessory Dwelling Units
The California State Legislature recently amended requirements on local agencies for the imposition of development impact fees on accessory dwelling units (ADU) with Assembly Bill AB 68 in 2021. The amendment to California Government Code §65852.2(f)(2) stipulates that local agencies may not impose any impact fees on ADU less than 750 square feet. ADU greater than 750 square feet can be charged impact fees in proportion to the size of the primary dwelling unit.

7.2.b
Packet Pg. 288 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
11 Calculating Impact Fees for Accessory Dwelling Units For ADUs greater than 750 square feet, impact fees can be charged as a percentage of the single family impact fee. The formula is:

𝐴𝐷𝑈 𝑆𝑞𝑢𝑎𝑟𝑒 𝐹𝑒𝑒𝑡
𝑃𝑟𝑖𝑚𝑎𝑟𝑦 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑐𝑒 𝑆𝑞𝑢𝑎𝑟𝑒 𝐹𝑒𝑒𝑡
× 𝑆𝑖𝑛𝑔𝑙𝑒 𝐹𝑎𝑚𝑖𝑙𝑦 𝐼𝑚𝑝𝑎𝑐𝑡 𝐹𝑒𝑒 = 𝐴𝐷𝑈 𝐼𝑚𝑝𝑎𝑐𝑡 𝐹𝑒𝑒
In the case of an 800 square foot ADU and a 1,600 square foot primary residence, the impact fees would be 50 percent (800 square feet / 1,600 square feet = 50%) of the single family dwelling unit fee.

Existing and Future Development
Table 2.1 shows the estimated number of residents and employees in Patterson, both in 2023 and at buildout. The base year estimates of residents come from the California Department of Finance. The projection of future residents comes from the City’s General Plan.

Base year employees were estimated based on data obtained from the U.S. Census Bureau’s OnTheMap Application. Total employees at buildout were also identified in the City’s General Plan.

Table 2.1: Demographic Assumptions
2023 Buildout Increase
Residents1
24,314 66,673 42,359
Employment2
5,861 32,196 26,335
1 Current population from California Department of Finance (DOF). Projection for buildout based on the City's General Plan.
2 Existing estimates based on data from OnTheMap. Excludes local government employees. Projection for buildout based on the City's General Plan.

Sources: California Department of Finance (DOF), Table E-5, 2023; U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics 2018; City of Patterson; Willdan Financial Services.

Occupant Densities
All fees in this report are calculated based on building square feet. Occupant density assumptions ensure a reasonable relationship between the size of a development project, the increase in service population associated with new building square footage, and the amount of the fee.

Occupant densities (residents per dwelling unit or workers per building square foot) are used to estimate the increase in service population associated with new development. The fee imposed should be based on the land use type that most closely represents the probable occupant density of the development.

The average occupant density factors used in this report are shown in Table 2.2. The residential density factor is based on data for Patterson from the 2021 U.S. Census’ American Community Survey, the most recent data available. The nonresidential occupancy factors are derived from data from the Institute of Traffic Engineers Trip Generation Manual, 11th Edition.

7.2.b
Packet Pg. 289 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
12 Table 2.2: Occupant Density
Residential 3.46 Residents per Dwelling Unit
Nonresidential
Commercial 2.12 Employees per 1,000 square feet
Office 3.26 Employees per 1,000 square feet
Industrial 1.16 Employees per 1,000 square feet
Sources: U.S. Census Bureau, 2021 American Community Survey 5-Year Estimates, Tables B25024 and B25033; ITE Trip Generation Manual, 11th Edition; Willdan Financial Services.

7.2.b
Packet Pg. 290 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 13 3. City Hall Facilities
The purpose of the fee is to ensure that new development funds its fair share of city hall facilities.

A fee schedule is presented based on the planned facilities standard of city hall facilities in the City of Patterson to ensure that new development provides adequate funding to meet its needs.

Service Population
City hall facilities serve both residents and businesses. Therefore, demand for services and associated facilities are based on the City’s service population including residents and workers.

Table 3.1 shows the existing and future projected service population for city hall facilities. While specific data is not available to estimate the actual ratio of demand per resident to demand by businesses (per worker) for this service, it is reasonable to assume that demand for these services is less for one employee compared to one resident, because nonresidential buildings are typically occupied less intensively than dwelling units. The 0.31-weighting factor for workers is based on a 40-hour workweek divided by the total number of non-work hours in a week (128) and reflects the degree to which nonresidential development yields a lesser demand for city hall facilities.

Table 3.1: City Hall Facilities Service Population
Residents Workers
Service
Population
Existing (2023) 24,314 5,861 26,131
New Development (2023-Buildout) 42,359 26,335 50,523
Total (Buildout) 66,673 32,196 76,654
Weighting Factor 1.00 0.31
Source: Table 2.1; Willdan Financial Services.

Facility Inventories and Standards
This section describes the City’s police facility inventory and facility standards.

Existing Inventory
This study uses the existing standard methodology to calculate fees for city hall facilities. The city hall inventory is comprised of City Hall and the parcel of land on which it is located. The estimated cost per acre of land is based on an appraisal conducted for the City by the Hillas Appraisal Company in 2023. The replacement cost for the City Hall building is based on information provided by the City for use in this study. In total, the City owns $8.5 million worth of City Hall facilities.

7.2.b
Packet Pg. 291 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
14 Table 3.2: City Hall Facilities Inventory
Inventory Unit Cost
Replacement
Cost
City Hall
Land 0.33 $ 65,000 $ 21,600
Building 17,000 500 8,500,000
Total $ 8,521,600
Sources: PEPIP-CA Property Schedule, February 21, 2022, City of Patterson; City of Patterson; Willdan Financial Services.

Cost Allocation
Table 3.3 shows the calculation of the existing cost per capita facility standard by dividing the value of the existing facilities inventory by the existing service population. The resulting cost per capita is the basis of the impact fee. Funding facilities at this level will ensure that as development occurs, new development will contribute to city hall facilities at the same standard that existing development has contributed thus far. Using the existing standard methodology does not result in existing deficiencies.

Table 3.3: City Hall Facilities Existing Standard
Value of Existing Facilities $ 8,521,600
Existing Service Population 26,131
Cost per Capita $ 326
Facility Standard per Resident $ 326
Facility Standard per Worker1 101
1 Based on a w eighing factor of 0.31.

Sources: Tables 3.1 and 3.2; Willdan Financial Services.

Fee Revenue Projection
The City plans to use city hall facilities fee revenue to construct improvements to add to the system of city hall and administrative facilities to serve new development. Table 3.4 details a projection of fee revenue, based on the service population growth increment identified in Table

3.1. The City will have to identify $16.5 million worth of city hall facilities in order to ensure that the existing standard is maintained through buildout.

7.2.b
Packet Pg. 292 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
15 Table 3.4: Revenue Projection - Existing Standard
Cost per Capita $ 326
Growth in Service Population (2023 - Buildout) 50,523
Fee Revenue $ 16,470,449
Sources: Tables 3.1 and 3.3.

Fee Schedule
Table 3.5 shows the maximum justified city hall facilities fee schedule. The cost per capita is converted to a fee per unit of new development based on dwelling unit and employment densities (persons per dwelling unit or employees per 1,000 square feet of nonresidential building space).

The fee per dwelling unit is converted into a fee per square foot by dividing the fee per dwelling unit by the average square footage of dwelling units built within the past two years in Patterson.

The total fee includes a two percent (2%) administrative charge to fund costs that include: a standard overhead charge applied to City programs for legal, accounting, and other departmental and administrative support, and fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.

In Willdan’s experience with impact fee programs, two percent of the base fee adequately covers the cost of fee program administration. The administrative charge should be reviewed and adjusted during comprehensive impact fee updates to ensure that revenue generated from the charge sufficiently covers, but does not exceed, the administrative costs associated with the fee program.

Table 3.5: Maximum Justified City Hall Facilities Fee Schedule A B C = A x B D = C x 0.02 E = C + D F = E / Average
Cost Per Base Admin Fee per
Land Use Capita Density Fee1 Charge1, 2 Total Fee1 Sq. Ft.3 Residential $ 326 3.46 $ 1,128 $ 23 $ 1,151 $ 0.57
Nonresidential - per 1,000 Sq. Ft.

Commercial $ 101 2.12 $ 214 $ 4 $ 218 $ 0.22
Office 101 3.26 329 7 336 0.34
Industrial 101 1.16 117 2 119 0.12
1 Fee per average sized dw elling unit (residential) or per 1,000 square feet (nonresidential).

Sources: Tables 2.2 and 3.3; Willdan Financial Services 2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes average residential dw elling unit is 2,023 square feet based on building permit data from 2020 and 2021.

7.2.b
Packet Pg. 293 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 16 4. Corporation Yard Facilities
The purpose of the corporation yard facilities impact fee is to fund the corporation yard facilities needed to serve new development. A proposed fee is presented based on the system plan standard of corporation yard facilities per capita.

Service Population
Corporation yard facilities serve both residents and businesses. Therefore, demand for services and associated facilities are based on the City’s service population including residents and workers.

Table 4.1 shows the existing and future projected service population for corporation yard facilities. While specific data is not available to estimate the actual ratio of demand per resident to demand by businesses (per worker) for this service, it is reasonable to assume that demand for these services is less for one employee compared to one resident, because nonresidential buildings are typically occupied less intensively than dwelling units. The 0.31-weighting factor for workers is based on a 40-hour workweek divided by the total number of non-work hours in a week (128) and reflects the degree to which nonresidential development yields a lesser demand for corporation yard facilities.

Table 4.1: Corporation Yard Facilities Service Population Residents Workers
Service
Population
Existing (2023) 24,314 5,861 26,131
New Development (2023-Buildout) 42,359 26,335 50,523
Total (Buildout) 66,673 32,196 76,654
Weighting Factor 1.00 0.31
Source: Table 2.1, Willdan Financial Services.

Facility Inventories and Standards
This section describes the City’s corporation yard facility inventory and facility standards.

Existing Inventory
Table 4.2 summarizes the City’s current inventory of land, buildings and vehicles. The City currently operates out two facilities: the corporation yard and the old corporation yard. Multiple buildings are located at each facility. Beyond buildings and land, the City has also made significant investments in vehicles, machinery, heavy equipment and solar panels. Note that the City’s property schedule, which lists building space and building replacement costs was the basis for the facilities shown in this inventory. Costs from that document have been increased to account for inflation, based on recent City cost estimates for an administrative building. The estimated cost per acre of land is based on an appraisal conducted for the City by the Hillas Appraisal Company in 2023. In total, the City owns $21.5 million in corporation yard facilities.

7.2.b
Packet Pg. 294 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
17 Table 4.2: Corporation Yard Facilities Existing Inventory Inventory Unit Cost Value
Land (acres)
Corporation Yard 16215 Baldwin 6.00 $ 65,000 $ 390,000
Old Corporation Yard 420 S. 4th St. 0.42 65,000 27,300
Subtotal 6.42 $ 417,300
Corporation Yard Buildings
Public Administration Building 12,000 $ 500 $ 6,000,000 Vehicle Building B1 3,125 169 528,125
Vehicle Building B2 3,125 169 528,125
Vehicle Building C1 5,000 169 845,000
Vehicle Building C2 5,000 169 845,000
Equipment Storage Building D 4,500 182 819,000
Subtotal 32,750 $ 9,565,250
Old Corporation Yard Buildings
Public Works Garage 6,970 $ 198 $ 1,380,060
Office Building 960 179 171,840
Subtotal 7,930 $ 1,551,900
Public Works Vehicle Inventory
Heavy Duty Trucks $ 2,064,000
Light Duty Trucks 1,721,000
Machinery & Equipment 5,788,500
Total $ 9,573,500
Corporation Yard Solar Panels $ 368,000
Total Value of Existing Facilities $21,475,950
Sources: PEPIP-CA Property Schedule, February 21, 2022, City of Patterson; Willdan Financial Services.

Cost Allocation
Table 4.3 shows the calculation of the existing cost per capita facility standard by dividing the value of the existing facilities inventory by the existing service population. The resulting cost per capita is the basis of the impact fee. Funding facilities at this level will ensure that as development occurs, new development will contribute to city hall facilities at the same standard that existing development has contributed thus far. Using the existing standard methodology does not result in existing deficiencies.

7.2.b
Packet Pg. 295 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
18 Table 4.3: Existing Level of Service
Value of Existing Facilities $ 21,475,950
Existing Service Population 26,131
Cost per Capita $ 822
Facility Standard per Resident $ 822
Facility Standard per Worker1
255
1 Based on a w eighing factor of 0.31.

Sources: Tables 4.1 and 4.2; Willdan Financial Services.

Fee Revenue Projection
The City plans to use corporation yard facilities fee revenue to construct improvements to add to the system of corporation yard facilities to serve new development. Table 4.4 details a projection of fee revenue, based on the service population growth increment identified in Table 4.1. The City will have to identify $41.5 million worth of facilities in order to ensure that the existing standard is maintained through the planning horizon.

Table 4.4: Fee Revenue Projection
Cost per Capita $ 822
Growth in Service Population (2023 - Buildout) 50,523
Fee Revenue $ 41,529,783
Sources: Tables 4.1 and 4.3.

Fee Schedule
Table 4.5 shows the maximum justified corporation yard facilities fee schedule. The cost per capita is converted to a fee per unit of new development based on dwelling unit and employment densities (persons per dwelling unit or employees per 1,000 square feet of nonresidential building space). The fee per dwelling unit is converted into a fee per square foot by dividing the fee per dwelling unit by the average square footage of dwelling units built within the past two years in Patterson.

The total fee includes a two percent (2%) administrative charge to fund costs that include: a standard overhead charge applied to all City programs for legal, accounting, and other departmental and administrative support, and fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.

In Willdan’s experience with impact fee programs, two percent of the base fee adequately covers the cost of fee program administration. The administrative charge should be reviewed and adjusted during comprehensive impact fee updates to ensure that revenue generated from the

7.2.b
Packet Pg. 296 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
19 charge sufficiently covers, but does not exceed, the administrative costs associated with the fee program.

Table 4.5: Maximum Justified Corporation Yard Facilities Impact Fee Schedule
A B C = A x B D = C x 0.02 E = C + D F = E / Average
Cost Per Admin Fee per
Land Use Capita Density Base Fee1 Charge1, 2 Total Fee1 Sq. Ft.3 Residential $ 822 3.46 $ 2,844 $ 57 $ 2,901 $ 1.43
Nonresidential - per 1,000 Sq. Ft.

Commercial $ 255 2.12 $ 541 $ 11 $ 552 $ 0.55
Office 255 3.26 831 17 848 0.85
Industrial 255 1.16 296 6 302 0.30
1 Fee per average sized dw elling unit (residential) or per 1,000 square feet (nonresidential).

Sources: Tables 2.2 and 4.3.
2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes average residential dw elling unit is 2,023 square feet based on building permit data from 2020 and 2021.

7.2.b
Packet Pg. 297 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 20 5. Recreation Facilities
The following chapter documents the nexus analysis demonstrating the need for new recreation facilities needed to serve new development.

Service Population
Recreation facilities in Patterson primarily serve residents. Therefore, demand for services and associated facilities is based on the City’s residential population. Table 5.1 shows the existing and future projected residential population.

Table 5.1: Recreation Facilities Service
Population
Residents
Existing (2023) 24,314
New Development (2023-Buildout) 42,359
Total (Buildout) 66,673
Source: Table 2.1; Willdan Financial Services.

Existing Recreation and Community Center Facilities
Inventory
The City of Patterson maintains several recreation and community center facilities. Table 5.2 summarizes the City’s existing recreation and community center facilities inventory. Note that the City’s property schedule, which lists building space and building replacement costs was the basis for the facilities shown in this inventory. Costs from that document have been increased to account for inflation, based on recent City cost estimates for an administrative building. The estimated cost per acre of land is based on an appraisal conducted for the City by the Hillas Appraisal Company in 2023. All facilities are located within the City limits. In total, the City owns approximately $17.8 million in recreation and community center facilities.

7.2.b
Packet Pg. 298 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
21 Table 5.2: Existing Recreation Facilities
Facility Amount Units Unit Cost Value
Land
Community Center / Aquatic Center Complex 6.02 acres $ 65,000 $ 391,300 Buildings
Aquatic Center - Pool House 2,985 sq. ft. $ 813 $ 2,426,805 Aquatic Center - Shade Shelter 4,000 sq. ft. 284 1,136,000 Hammon Senior Center 9,465 sq. ft. 872 8,253,480
Relocatable Classroom 1 960 sq. ft. 67 64,320
Relocatable Classroom 2 960 sq. ft. 67 64,320
Portable Classroom 960 sq. ft. 146 140,160
Subtotal 19,330 sq. ft. $12,085,085
Special Use Facilities
Aquatic Center - Pool 5,046 sq. ft. 639 $ 3,224,394
Skate Park 14,000 sq. ft. 40 555,145
Skate Park Shade Sails 682 sq. ft. 111 75,927
Pergola Structure 224 sq. ft. 69 15,465
Subtotal 19,952 sq. ft. $ 3,870,931
Community Center Complex Solar Panels $ 1,436,882
Total $17,784,198
Sources: PEPIP-CA Property Schedule, February 21, 2022, City of Patterson; Willdan Financial Services.

Planned Recreation and Community Center Facilities
The City has planned several recreation and community center facilities to serve new development. Included in the plans are both expansions to existing facilities and the new construction of facilities. In total, the City has identified $54.1 million of recreation and community center facilities to serve new development. Table 5.3 details the City’s planned recreation and community center facilities.

Table 5.3: Planned Recreation Facilities
Quantity Units Unit Cost Cost
Pools 21,954 Sq. Ft. of Pools $ 639 $ 14,028,606
Community Centers 40,000 Sq. Ft. 872 34,880,000
Gymnasium1
6,000 Sq. Ft. 872 5,232,000
Total Cost - Planned Facilities $ 54,140,606
1 Assumes 2,000 square feet of gymnasium per court. Three indoor courts are needed, per the draft Master Plan.

Sources: City of Patterson, Draft Parks and Recreation Master Plan; Willdan Financial Services.

7.2.b
Packet Pg. 299 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
22 Cost Allocation
Existing Level of Service
Per the new nexus study requirements that went into effect of January 1, 2022, a nexus study “shall identify the existing level of service for each public facility, identify the proposed new level of service, and include an explanation of why the new level of service is appropriate.” Table 5.4 expresses the City’s current recreation facilities level of service in terms of an existing cost per capita. This cost per capita is not used in the fee calculation, rather it is shown here for informational purposes only.

Once the planned facilities have been constructed and new development has increased the City’s service population the resulting facility cost per capita will be higher than the cost per capita shown in Table 5.4. The increased facility standard is needed to ensure that the City can fund the planned recreation facilities that have been identified in the City’s Parks and Recreation Master Plan.

Table 5.4: Existing Level of Service
Value of Existing Facilities $ 17,784,198
Existing Service Population 24,314
Facility Standard per Resident $ 731
Sources: Tables 5.1 and 5.2; Willdan Financial Services.

Future Level of Service
Table 5.5 shows new development’s projected per capita investment in recreation facilities at the planning horizon. This level of service drives the fee calculation. This value is calculated by dividing cost of existing and planned facilities by the service population at the planning horizon.

Table 5.5: Recreation Facilities System Standard
Value of Existing Facilities $ 17,784,198
Cost of Planned Facilities 54,140,606
Total System Value (Buildout) $ 71,924,804
Future Service Population (Buildout) 66,673
Facility Standard per Resident $ 1,079
Sources: Tables 5.1, 5.2 and 5.3; Willdan Financial Services.

7.2.b
Packet Pg. 300 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
23 Use of Fee Revenue
The City can use recreation facilities fee revenues for the construction or purchase of buildings, land, vehicles and equipment that are part of the system of recreation facilities serving new development. A list of planned facilities is included in Table 5.3.

Fee Revenue Projection
The City plans to use recreation facilities fee revenue to construct improvements to add to the system of recreation and community center facilities that serves new development. The list of facilities to be funded by the fee is detailed above in Table 5.3. Table 5.6 details a projection of fee revenue, based on the service population growth increment identified in Table 5.1. The cost of the planned facilities not funded by fee revenue represents existing development’s share of the facilities and can be funded by any revenue source other than impact fees.

Table 5.6: Revenue Projection - System Standard
Cost per Capita $ 1,079
Growth in Service Population (2023 - Buildout) 42,359
Fee Revenue $ 45,705,361
Cost of Planned Facilities $ 54,140,606
Non-Fee Revenue to Be Identified $ (8,435,245)
Sources: Tables 5.1, 5.3 and 5.4.

Fee Schedule
Table 5.7 shows the maximum justified recreation and community center facilities fee schedule.

The cost per capita is converted to a fee per unit of new development based on dwelling unit densities (persons per dwelling). The fee per dwelling unit is converted into a fee per square foot by dividing the fee per dwelling unit by the average square footage of dwelling units built within the past two years in Patterson.

The total fee includes a two-percent (2%) administrative charge to fund costs that include: a standard overhead charge applied to City programs for legal, accounting, and other departmental and administrative support, and fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.

In Willdan’s experience with impact fee programs, two percent of the base fee adequately covers the cost of fee program administration. The administrative charge should be reviewed and adjusted during comprehensive impact fee updates to ensure that revenue generated from the charge sufficiently covers, but does not exceed, the administrative costs associated with the fee program.

7.2.b
Packet Pg. 301 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
24 Table 5.7: Maximum Justified Recreation Facilities Fee Schedule A B C = A x B D = C x 0.02 E = C + D F = E / Average
Cost Per Admin Fee per
Land Use Capita Density Base Fee1 Charge1, 2 Total Fee1 Sq. Ft.

Residential $ 1,079 3.46 $ 3,733 $ 75 $ 3,808 $ 1.88
1 Fee per average sized dw elling unit.

Sources: Tables 2.2 and 5.4; Willdan Financial Services. 2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes average residential dw elling unit is 2,023 square feet based on building permit data from 2020 and 2021.

7.2.b
Packet Pg. 302 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 25 6. Park Facilities
The purpose of the park facilities impact fee is to fund the parkland acquisition and park facilities needed to serve new development. The maximum justified impact fee is presented based on the existing standard of parkland and park facilities per capita.

Service Population
Park and recreation facilities in Patterson primarily serve residents. Therefore, demand for services and associated facilities is based on the City’s residential population. Table 6.1 shows the existing and future projected residential population for park facilities.

Table 6.1: Park Facilities Service
Population
Residents
Census (2020) 23,781
Existing (2023) 24,314
Growth (2023 to Buildout) 42,359
Total (Buildout) 66,673
Source: US Census; Table 2.2.

Existing Parkland and Park Facilities Inventory
The City of Patterson maintains many parks throughout the city. Table 6.2 summarizes the City’s existing parkland inventory in 2023. All facilities are owned by the City. Parks are distinguished by the type of parkland (neighborhood or community parks), as described in the City’s Parks and Recreation Master Plan, 2023. In addition to developed parkland the inventory includes undeveloped raw land and distinguishes the acreage accordingly. In total, the inventory includes a total of 101.24 acres of parkland.

7.2.b
Packet Pg. 303 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
26 Table 6.2: Park Land Inventory
Name
Developed
Acres
Undeveloped
Acres Total
Community Parks
Centennial Park - 13.70 13.70
Sports Complex 12.00 9.30 21.30
Sports Complex Addition (Triangle) - 4.10 4.10
Subtotal 12.00 27.10 39.10
Neighborhood Parks
Amarylis Park - 0.83 0.83
Ambercot Park 4.07 - 4.07
Aprigold Park 3.89 - 3.89
Aurora Park 0.55 - 0.55
Autumn Royal Park 2.40 - 2.40
Blenheim Park 1.25 - 1.25
Blue Fiesta Park 0.50 - 0.50
Camas Lily Park 2.56 - 2.56
Castlebright Park 0.53 - 0.53
City Park 0.17 - 0.17
Del Puerto Park 0.31 - 0.31
Earlygold Park 1.26 - 1.26
El Pescadero Park 0.37 - 0.37
Floragold Park 4.26 - 4.26
Garza Park 5.54 - 5.54
Goldbar Park 3.80 - 3.80
Golden Amber Park 1.29 - 1.29
Meadow Rue Park 2.85 - 2.85
Mustang Clover Park 3.27 - 3.27
New Castle Park 2.08 - 2.08
Noble Park 0.57 - 0.57
North Park 0.98 - 0.98
Rosette Park 1.04 - 1.04
Sorenson Park 1.83 - 1.83
Sunflower Park 1.63 - 1.63
Sungiant Park 1.50 - 1.50
Sunglow Park 1.94 - 1.94
Tilton Park 3.50 - 3.50
Trigem Park 0.82 - 0.82
Valley Lupine Park 0.90 - 0.90
Veterans Memorial Park (South Park) 0.99 - 0.99
Wilding Park 2.47 - 2.47
Woodland Star Park 2.19 - 2.19
Subtotal 61.31 0.83 62.14
Total 73.31 27.93 101.24
Source: City of Patterson; City of Patterson Parks and Recreation Master Plan, 2023.

7.2.b
Packet Pg. 304 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
27 Parkland and Park Facility Standards
Park facility standards establish a reasonable relationship between new development and the need for expanded parkland and park facilities. The most common measure in calculating new development’s demand for parks is the ratio of park acres per resident. In general, facility standards may be based on the Mitigation Fee Act (using a city’s existing inventory of parkland and park improvements), or an adopted policy standard contained in a master facility plan or general plan. Facility standards may also be based on a land dedication standard established by the Quimby Act.
2 In this case, the City will use the Mitigation Fee Act to impose park impact fees for development not occurring in subdivisions and will use the Quimby Act for development occurring in subdivisions.

Mitigation Fee Act
The Mitigation Fee Act does not dictate use of a particular type or level of facility standard for public facilities fees. To comply with the findings required under the law, facility standards must not burden new development with any cost associated with facility deficiencies attributable to existing development.3 A simple and clearly defensible approach to calculating a facility standard is to use the City’s existing ratio of park acreage per 1,000 residents. Under this approach, new development is required to fund new parkland and park improvements at the same level as existing residents have provided those same types of facilities to date.

Quimby Act
The Quimby Act specifies that the dedication requirement must be a minimum of 3.0 acres and a maximum of 5.0 acres per 1,000 residents. A jurisdiction can require residential developers to dedicate above the three-acre minimum if the jurisdiction’s existing park standard as of the last Federal Census justifies the higher level (up to five acres per 1,000 residents). The standard used must also conform to the jurisdiction’s adopted general or specific plan standards.

The Quimby Act only applies to land subdivisions. The Quimby Act would not apply to residential development on future approved projects on single parcels, such as apartment complexes and other multifamily development.

The Quimby Act allows payment of a fee in lieu of land dedication. The fee is calculated to fund acquisition of the same amount of land that would have been dedicated.

The Quimby Act allows use of in-lieu fee revenue for any park or recreation facility purpose.

Allowable uses of this revenue include land acquisition, park improvements including recreation facilities, and rehabilitation of existing park and recreation facilities.

City of Patterson Parkland and Park Facilities Standards Table 6.3 shows the existing standard for park acreage per 1,000 residents and documents the City’s standard as of the last Census for the Quimby Act standard. The table also shows the current standard for improved park acreage. The standard used to calculate the Quimby fee inlieu of land acquisition is 4.26 acres per 1,000 residents. The existing standard used to calculate the Mitigation Fee Act fee for land acquisition is 4.16 acres per 1,000 residents. The park improvements component is calculated to maintain the existing level of park improvements at the existing improved parkland standard.
2 California Government Code §66477.
3 See the Benefit and Burden findings in Background Report.

7.2.b
Packet Pg. 305 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
28 Table 6.3: Park Standards
Existing
Standard
(2023)
Quimby
Act
Standard
(2020)
Land Standard
Total Parkland 101.24 101.24
Service Population 24,314 23,781
Standard (Acres per 1,000 Residents) 4.16 4.26
Park Improvements Standard
Acres of Improvements 101.24
Service Population 24,314
Standard (Acres per 1,000 Residents) 4.16
Sources: Tables 6.1 and 6.2.

Parkland and Park Facilities Unit Costs
Table 6.4 displays the unit costs necessary to develop parkland in Patterson. The assumed cost of standard park improvements per acre is based on a recent cost estimate received by the City for Villages at Patterson Park. The estimated cost per acre of land is based on an appraisal conducted for the City by the Hillas Appraisal Company in 2023 and is consistent with other land assumptions used in this analysis. In total, this analysis assumes that it costs $442,000 to acquire and improve an acre of parkland in Patterson.

Table 6.4: Park Facilities Unit Costs
Cost
per Acre
Standard Park Improvements1$ 377,000
Land Acquisition 65,000
Total Cost per Acre $ 442,000
Sources: City of Patterson; Willdan Financial Services. 1 Standard park improvement costs based on cost estimate for the Villages at Patterson Park. Includes site preparation, basic furnishings and amenities, curbs, fences, playground, landscaping and irrigation costs. Excludes land acquisition costs.

Facilities Needed to Accommodate New Development
Table 6.5 shows the costs needed to accommodate new development at the Quimby Act and Mitigation Fee Act standards for land dedication and acquisition, respectively. To achieve these standards by the planning horizon, depending on the amount of development subject to the Quimby Act, new development must fund the acquisition of between 176.21 and 180.45 parkland acres.

7.2.b
Packet Pg. 306 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
29 The facility standards and resulting fees under the Quimby Act are higher because development will be charged to provide 4.26 acres of parkland per 1,000 residents, whereas development not subject to the Quimby Act will be charged to provide only 4.16 acres of parkland per 1,000 residents. Since the exact amount of development that will be subject to the Quimby fees is unknown at this time, Table 6.5 presents the range of total land acquisition costs that may be incurred depending on the amount of development subject to the Quimby Act.

Table 6.5: Parkland to Accommodate New Development
Calculation Parkland Total Range1
Parkland (Quimby Act) 2
Facility Standard (acres/1,000 capita) A 4.26
Growth in Service Population (2023 to 2050) B 42,359
Facility Needs (acres) C = A x B/1000 180.45
Average Unit Cost (per acre) D $ 65,000
Total Cost of Facilities E = C x D $11,729,250 $ 11,729,250 Parkland Mitigation Fee Act 3
Facility Standard (acres/1,000 capita) A 4.16
Growth in Service Population (2023 to 2050) B 42,359
Facility Needs (acres) C = A x B/1000 176.21
Average Unit Cost (per acre) D $ 65,000
Total Cost of Facilities E = C x D $11,453,650 $ 11,453,650 Sources: Tables 6.1, 6.3 and 6.4.
1 Values in this column show the range of the cost of parkland acquisition and development should all development be either subject to the Quimby Act, or to the Mitigation Fee Act, respectively. 2 Cost of parkland to serve new development show n if all development is subject to the Quimby Act (Subdivisions of 50 units or more). Parkland charged at Quimby Act standard. 3 Cost of parkland to serve new development show n if all development is subject to the Mitigation Fee Act. Parkland charged at the existing standard.

Table 6.6 shows the costs needed to accommodate new development at the existing Mitigation Fee Act standard for park improvements. To achieve this standard by the planning horizon new development must fund the improvement of 176.21 acres of park improvements.

7.2.b
Packet Pg. 307 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
30 Table 6.6: Park Improvements to Accommodate New Development Calculation
Park
Improvements
Community Park Improvements - Mitigation Fee Act
Facility Standard (acres/1,000 capita) A 4.16
Growth in Service Population (2023 to 2050) B 42,359
Facility Needs (acres) C = A x B/1000 176.21
Average Unit Cost (per acre) D $ 377,000
Total Cost of Facilities E = C x D $ 66,431,170
Sources: Tables 6.1, 6.3 and 6.4.

Parks Cost per Capita
Table 6.7 shows the cost per capita of providing new parkland and park facilities at the existing facility standard, and at the Quimby standard. The cost per capita is shown separately for land and improvements. The cost per capita is shown separately for land and improvements. The costs per capita in this table will serve as the basis of three fees:
• A Quimby Act Fee in-lieu of land dedication. This fee is payable by residential development occurring in subdivisions.
• A Mitigation Fee Act Fee for land acquisition. This fee is payable by residential development not occurring in subdivisions.
• A Mitigation Fee Act Fee for parkland improvements. This fee is payable by all residential development.

A development project pays either the Quimby Act Fee in-lieu of land dedication, or the Mitigation Fee Act Fee for land acquisition, not both. All development projects pay the Mitigation Fee Act Fee for park improvements. In this case, the Quimby Act Fee in-lieu of land dedication and the Mitigation Fee Act Fee for land acquisition are the exact same amount.

Table 6.7: Cost per Capita - Existing Level of Service
Calculation Quimby Fee OR Impact Fee AND
Neighborhood
Parks AND
Community
Parks
Cost per Acre A $ 125,000 $ 125,000 $ 900,000 $ 1,300,000 Level of Service Standard1
B 4.26 4.16 2.52 0.49
Total Cost per 1,000 capita C = A x B $ 532,500 $ 520,000 $ 2,268,000 $ 637,000 Cost per Resident D = C / 1,000 $ 533 $ 520 $ 2,268 $ 637 1 Acres per 1,000 residents.

Sources: Tables 6.3 and 6.4.

Land Improvements

7.2.b
Packet Pg. 308 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
31 Use of Fee Revenue
The City plans to use parkland and park facilities fee revenue to purchase parkland or construct improvements to add to the system of park facilities that serves new development. The City may only use impact fee revenue to provide facilities and intensify usage of existing facilities needed to serve new development.

Fee Schedule
To calculate fees by land use type, the cost in park facilities is determined on a per resident basis for both land acquisition and improvement. These cost factors (shown in Table 6.7) are investment per capita based on the unit cost estimates and facility standards.

Table 6.8 shows the park land acquisition fee based on either the Quimby Act, or Mitigation Fee Act standard. The City would collect the fee based on only one of the two approaches as appropriate. Each fee includes a component for park improvements which is based maintaining the existing standard park improvements. The costs per capita from Table 6.7 are converted into a fee per average sized dwelling unit using the residential occupancy density assumption from Table 2.2. The fee per dwelling unit is converted into a fee per square foot by dividing the fee per average sized dwelling unit by the average square footage of dwelling units built recently in Patterson.

The total fee includes an administrative charge to fund costs that include: (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.

Table 6.8: Park Facilities Fee Schedule
A B C = A x B D = C x 0.02 E = C + D F = E / Average
Cost Per Base Admin Fee per
Land Use Capita Density Fee1 Charge1, 2 Total Fee1 Sq. Ft.3 Subdivisions
Parkland (Quimby Act) $ 277 3.46 $ 958 $ 19 $ 977 $ 0.48 Improvements 1,568 3.46 5,425 109 5,534 2.74
Total $ 1,845 $ 6,383 $ 6,511 $ 3.22
Non-Subdivisions
Parkland (Mitigation Fee Act) $ 270 3.46 $ 934 $ 19 $ 953 $ 0.47 Improvements 1,568 3.46 5,425 109 5,534 2.74
Total $ 1,838 $ 6,359 $ 6,487 $ 3.21
Sources: Tables 2.2 and 6.7.
1 Fee per average sized dw elling unit.
2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes average residential dw elling unit is 2,023 square feet based on building permit data from 2020 and 2021.

7.2.b
Packet Pg. 309 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 32 7. AB 602 Requirements
On January 1, 2022, new requirements went into effect for California jurisdictions implementing impact fees. Among other changes, AB 602 added Section 66016.5 to the Government Code, which set guidelines for impact fee nexus studies. Four key requirements from that section which concern the nexus study are reproduced here:
66016.5. (a) (2) When applicable, the nexus study shall identify the existing level of service for each public facility, identify the proposed new level of service, and include an explanation of why the new level of service is appropriate.
66016.5. (a) (4) If a nexus study supports the increase of an existing fee, the local agency shall review the assumptions of the nexus study supporting the original fee and evaluate the amount of fees collected under the original fee.
66016.5. (a) (5) A nexus study adopted after July 1, 2022, shall calculate a fee imposed on a housing development project proportionately to the square footage of proposed units of the development. A local agency that imposes a fee proportionately to the square footage of the proposed units of the development shall be deemed to have used a valid method to establish a reasonable relationship between the fee charged and the burden posed by the development. 66016.5. (a) (6) Large jurisdictions shall adopt a capital improvement plan as a part of the nexus study.

Compliance with AB 602
The following sections describe this study’s compliance with the new requirements of AB 602. 66016.5. (a) (2) - Level of Service

1. For fees calculated under the existing standard methodology, the fees are calculated such that new development funds facilities at the existing level of service. These fee categories are: city hall facilities, corporation yard facilities and parks. The existing level service in terms of the existing facility investment per capita is shown in each corresponding chapter.

2. For the fees calculated under the system standard methodology, the maximum justified fees represent an increase in the facility level of service. The fees calculated under this methodology are recreation facility fees. The increased level of service is required to fund new development’s fair share of facilities identified in the City of Patterson, Parks and Recreation Master Plan, 2023. New development will not fund the entirety of the increase in level of service, rather, it will fund a share of the increased level of service represented by the planned facilities. The City will have to fund existing development’s share of the increase level of service through any other funding source. The recreation facilities chapter includes a table that shows the existing level of service and future level of service in terms of facility investment per capita.
66016.5. (a) (4) – Review of Original Fee Assumptions
Table 7.1 summarizes the key assumptions from the 2005/06 study as listed in that document.

Note that the General Plan was updated since the prior impact fee study, which has affected the assumptions used in this study regarding growth and the allocation of facilities costs.

7.2.b
Packet Pg. 310 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
33 Table 7.1: Summary of Review of 2005/06 Study
Remaining Dwelling Units to be Constructed: 5,940
Remaining Nonresidential Square Feet: 10,221,245
Allocation of Future Facility Costs between New and
Existing Development:
57% New
43% Existing
Cost per Acre of Unimproved Land: $ 266,000
Source: City of Patterson Development Impact Fee Justification Study, 2005/06 Update. 66016.5. (a) (5) – Residential Fees per Square Foot
Impact fees for residential land uses are calculated per square foot and comply with AB 602. 66016.5. (a) (6) – Capital Improvement Plan
The Capital Improvement Plan for this nexus study is comprised of the identified planned facilities identified in the recreation facilities chapter. In addition to those facilities, which drive the calculation of the recreation facilities fees, the City is planning for the amounts of facilities within the city hall, corporation yard and parks facilities categories displayed in Table 7.2. Note that the City will refine this CIP annually during its budgeting and facility planning processes.

7.2.b
Packet Pg. 311 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
34 Table 7.2: Capital Improvement Plan
Project Name
Approximate
Quantity Units Description Approximate Location
Total
Estimated
Cost Anticipated Funding Sources
Estimated
Project
Timeframe
City Hall Facilities 1
City Hall Expansion 2,960 Sq. Ft. Office space in Public Safety Center 1 Plaza $ 1,480,000 City Hall DIF, General Fund 2024 to 2030 City Hall Expansion 29,909 Sq. Ft. Additional administrative office space Citywide 14,954,387 City Hall DIF, General Fund Beyond 2030 Land Acquisition 0.64 Acres Land Acquisition for City Hall Expansion Citywide 41,600 City Hall DIF, General Fund Beyond 2030 Subtotal $16,475,987
Corporation Yard Facilities 2
Corp Yard Building 1 4,800 Sq. Ft. New operations bay 16215 S. Baldwin $ 811,200 Corp Yard DIF, Enterprise Funds 2024 to 2030 Public Works Garage 4,500 Sq. Ft. Expanded Public Works Garage 16215 S. Baldwin 891,000 Corp Yard DIF, Enterprise Funds 2024 to 2030 Corp Yard Building 2 1,500 Sq. Ft. New office space at 4th street corporation yard 420 S. 4th 268,500 Corp Yard DIF, Enterprise Funds 2024 to 2030 Collections Div. Building 5,000 Sq. Ft. New operations bay 14901 Poplar 910,000 Corp Yard DIF, Enterprise Funds 2024 to 2030 Large Equipment N/A Large operations equipment (trucks, machinery, equipment) 16215 S. Baldwin 3,703,000 Corp Yard DIF, Enterprise Funds 2024 to 2030 Corporation Yard Buildings 6,720 Sq. Ft. New Operations Bay 16215 S. Baldwin 1,135,680 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 6,720 Sq. Ft. Public Works Admin/Staffing 16215 S. Baldwin 3,360,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 10,000 Sq. Ft. Public Works Admin/Staffing Orange Ave 5,000,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Renewable Energy Project N/A Solar Project Orange Ave 712,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 16,250 Sq. Ft. New operations bay Orange Ave 2,957,500 Corp Yard DIF, Enterprise Funds Beyond 2030 Land Purchase 12.41 Land for corporation yard Citywide 807,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 11,000 Sq. Ft. New operations bay Citywide 2,002,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 9,000 Sq. Ft. Public Works Garage (Mechanic Bays) Citywide 1,782,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 6,700 Sq. Ft. Equipment storage Orange Ave 1,326,600 Corp Yard DIF, Enterprise Funds Beyond 2030 Corporation Yard Buildings 5,000 Sq. Ft. Equipment storage Orange Ave/14901Popular 990,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Large Equipment N/A Large operations equipment (trucks, machinery, equipment) 16215 S. Baldwin 14,874,000 Corp Yard DIF, Enterprise Funds Beyond 2030 Subtotal $41,530,480
Parks 1
VOP Soccer Complex N/A 40 Acre Soccer Complex (Design phase) Olive Ave $ 1,000,000 Park DIF, Quimby Fees, General Fund 2024 to 2030 VOP Soccer Complex 40 Acres Soccer Complex (Construction Phase) Olive Ave 15,080,000 Park DIF, Quimby Fees, General Fund 2024 to 2030 Additional Parks 136.21 Acres New Park Acquisition and Construction Citywide 60,204,820 Park DIF, Quimby Fees/Dedication Beyond 2030 Subtotal $76,284,820
Recreation Facilities 2
Community Center N/A Centennial Park Community Center (Design phase) Ward Ave $ 2,000,000 Recreation Facilities DIF, General Fund 2024 to 2030 Community Centers 40,000 Sq. Ft. Ward Ave / Citywide 34,880,000 Recreation Facilities DIF, General Fund Beyond 2030 Pools 21,954 Sq. Ft. Citywide 14,028,606 Recreation Facilities DIF, General Fund Beyond 2030 Gymnasium 6,000 Sq. Ft. Citywide 5,232,000 Recreation Facilities DIF, General Fund Beyond 2030 $56,140,606 Source: City of Patterson. 1
City Hall, Corporation Yard and Park facilities impact fees w ere calculated using the existing facility standard approach. Accordingly, impact fee revenue collected under this approach can be spent on any capacity expanding facilities project that benefits new development. This CIP documents the City's approximate facility needs at this time. This CIP w ill be revised annually as the City refines its capital plans and cost estimates. The cost of facilities identified in this document exceeds projected fee revenue. The City w ill have to fund existing development's share of future facilities w ith funding sources other than impact fees. 2 Recreation facilities impact fees w ere calculated using the system standard approach. The cost of facilities identified in this document exceeds projected fee revenue. The City w ill have to fund existing development's share of future facilities w ith funding sources other than impact fees.

7.2.b
Packet Pg. 312 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 35 8. Implementation
Impact Fee Program Adoption Process
Impact fee program adoption procedures are found in the California Government Code section 66016. Adoption of an impact fee program requires the City Council to follow certain procedures including holding a public hearing. Data, such as an impact fee report, must be made available at least 10 days prior to the public hearing. The City’s legal counsel should be consulted for any other procedural requirements as well as advice regarding adoption of an enabling ordinance and/or a resolution. After adoption there is a mandatory 60-day waiting period before the fees go into effect.

Inflation Adjustment
The City can keep its impact fee program up to date by periodically adjusting the fees for inflation.

Such adjustments should be completed regularly to ensure that new development will fully fund its share of needed facilities. We recommend that the California Construction Cost Index (https://www.dgs.ca.gov/RESD/Resources/Page-Content/Real-Estate-Services-DivisionResources-List-Folder/DGS-California-Construction-Cost-Index-CCCI) be used for adjusting fees for inflation. The California Construction Cost Index is based on data from the Engineering News Record and is aggregated and made available for free by the State of California.

The fee amounts can be adjusted based on the change in the index compared to the index in the base year of this study (2023).

While fee updates using inflation indices are appropriate for periodic updates to ensure that fee revenues keep up with increases in the costs of public facilities, the City will also need to conduct more extensive updates of the fee documentation and calculation (such as this study) when significant new data on growth forecasts and/or facility plans become available. Note that decreases in index value will result in decreases to fee amounts.

Reporting Requirements
The City will comply with the annual and five-year reporting requirements of the Mitigation Fee Act. For facilities to be funded by a combination of public fees and other revenues, identification of the source and amount of these non-fee revenues is essential. Identification of the timing of receipt of other revenues to fund the facilities is also important.

Table 8.1 summarizes the annual and five-year reporting requirements identified in the Mitigation Fee Act.

7.2.b
Packet Pg. 313 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Update Study
36 Table 8.1: Mitigation Fee Act - Annual and Five-year Administrative Requirements CA Gov't Code
Section Timing Reporting Requirements1
Recommended
Fee Adjustment
66001.(d)
The fifth fiscal year following the
first deposit into the account or
fund, and every five years
thereafter
(A) Identify the purpose to which the fee is to be put. (B) Demonstrate a reasonable relationship between the fee and thepurpose for which it is charged.
(C) Identify all sources and amounts of funding anticipated tocomplete financing in incomplete improvements.
(D) Designate the approximate dates on which supplemental funding is expected to be deposited into the appropriate account or fund.

Comprehensive
Update
66006. (b) Within 180 days after the last
day of each fiscal year
(A) A brief description of the type of fee in the account or fund. (B) The amount of the fee.
(C) The beginning and ending balance of the account or fund. (D) The amount of the fees collected and the interest earned. (E) An identification of each public improvement on which fees were expended including share funded by fees.
(F) (i) An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement and the public improvement remains incomplete.
(ii) An identification of each public improvement identified in a previous report pursuant to clause (i) and whether construction began on the approximate date noted in the previous report.
(iii) For a project identified pursuant to clause (ii) for which construction did not commence by the approximate date provided in the previous report, the reason for the delay and a revised approximate date that the local agency will commence construction.
(G) A description of any potential interfund transfers. (H) The amount of refunds made (if any).

Inflationary
Adjustment
1 Edited for brevity. Refer to the government code for full description.

Sources: California Government Code §66001 and §66006.

7.2.b
Packet Pg. 314 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, City of Patterson Development Impact Fee Update Study
37 Programming Revenues and Projects with the CIP
The City maintains a Capital Improvement Program (CIP) to plan for future infrastructure needs.

The CIP identifies costs and phasing for specific capital projects. The use of the CIP in this manner documents a reasonable relationship between new development and the use of those revenues.

The City may decide to alter the scope of the planned projects or to substitute new projects if those new projects continue to represent an expansion of the City’s facilities and provide benefit to new development. If the total cost of facilities varies from the total cost used as a basis for the fees, the City should consider revising the fees accordingly.

7.2.b
Packet Pg. 315 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve 38 9. Mitigation Fee Act Findings
Public facilities fees are one-time fees typically paid when a building permit is issued and imposed on development projects by local agencies responsible for regulating land use (cities and counties). To guide the widespread imposition of public facilities fees the State Legislature adopted the Mitigation Fee Act (the Act) with Assembly Bill 1600 in 1987 and subsequent amendments. The Act, contained in California Government Code Sections 66000 through 66025, establishes requirements on local agencies for the imposition and administration of fee programs.

The Act requires local agencies to document five findings when adopting a fee.

The five statutory findings required for adoption of the public facilities fees documented in this report are presented in this chapter and supported in detail by the preceding chapters. All statutory references are to the Act.

Purpose of Fee
 Identify the purpose of the fee (§66001(a)(1) of the Act).

Development impact fees are designed to ensure that new development will not burden the existing service population with the cost of facilities required to accommodate growth. The purpose of the fees proposed by this report is to provide a funding source from new development for capital improvements to serve that development. The fees advance a legitimate City interest by enabling the City to provide public facilities needed to serve new development.

Use of Fee Revenues
 Identify the use to which the fees will be put. If the use is financing facilities, the facilities shall be identified. That identification may, but need not, be made by reference to a capital improvement plan as specified in §65403 or §66002, may be made in applicable general or specific plan requirements, or may be made in other public documents that identify the facilities for which the fees are charged (§66001(a)(2) of the Act).

Fees proposed in this report, if enacted by the City, would be used to fund expanded facilities to serve new development. Facilities funded by these fees are designated to be located within the City limits. Fees addressed in this report have been identified by the City to be restricted to funding the following facility categories: recreation facilities, city hall facilities, parks, and corporation yard facilities.

Benefit Relationship
 Determine the reasonable relationship between the fees' use and the type of development project on which the fees are imposed (§66001(a)(3) of the Act).

The City will restrict fee revenue to the acquisition of land, construction of facilities and buildings, and purchase of related equipment, furnishings, vehicles, and services used to serve new development. Facilities funded by the fees are expected to provide a citywide network of facilities accessible to the additional residents and workers associated with new development. Under the Act, fees are not intended to fund planned facilities needed to correct existing deficiencies. Thus, a reasonable relationship can be shown between the use of fee revenue and the new development residential and non-residential use classifications that will pay the fees.

Burden Relationship
 Determine the reasonable relationship between the need for the public facilities and the types of development on which the fees are imposed (§66001(a)(4) of the Act).

7.2.b
Packet Pg. 316 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson Development Impact Fee Study Update
39 Facilities need is based on a facility standard that represents the demand generated by new development for those facilities. For each facility category, demand is measured by a single facility standard that can be applied across land use types to ensure a reasonable relationship to the type of development. For city hall facilities and corporation yard facilities, service population standards are calculated based upon the number of residents associated with residential development and the number of workers associated with non-residential development. To calculate a single, per capita standard, one worker is weighted less than one resident based on an analysis of the relative use demand between residential and non-residential development. For recreation facilities and parks, the service population standards are calculated using the City’s residential service population.

The standards used to identify growth needs are also used to determine if planned facilities will partially serve the existing service population by correcting existing deficiencies. This approach ensures that new development will only be responsible for its fair share of planned facilities, and that the fees will not unfairly burden new development with the cost of facilities associated with serving the existing service population.

Chapter 2, Growth Forecasts provides a description of how service population and growth forecasts are calculated. Facility standards are described in the Facility Standards sections of each facility category chapter.

Proportionality
 Determine how there is a reasonable relationship between the fees amount and the cost of the facilities or portion of the facilities attributable to the development on which the fee is imposed (§66001(b) of the Act).

The reasonable relationship between each facilities fee for a specific new development project and the cost of the facilities attributable to that project is based on the estimated new development growth the project will accommodate. Fees for a specific project are based on the project’s size. Larger new development projects can result in a higher service population resulting in higher fee revenue than smaller projects in the same land use classification. Thus, the fees ensure a reasonable relationship between a specific new development project and the cost of the facilities attributable to that project.

See Chapter 2, Growth Forecasts, or the Service Population sections in each facility category chapter for a description of how service populations are determined for different types of land uses. See the Fee Schedule section of each facility category chapter for a presentation of the proposed impact fees.

7.2.b
Packet Pg. 317 Attachment: Exhibit "A" - Willdan Study for Development Impact Fee Nexus Report dated September 26, 2024 (Public Hearing to Approve City of Patterson
Regional Traffic
Impact Fee (TIF)
April 17, 2024
for the City of Patterson, CA

7.2.c
Packet Pg. 318 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional
Traffic Impact Fee (TIF)
Final Report
Prepared for:

City of Patterson
Prepared by:

Advanced Mobility Group
April 17, 2024

7.2.c
Packet Pg. 319 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 1 Table of Contents

1.0 INTRODUCTION AND RESULTS..................................................................................................3 INTRODUCTION......................................................................................................................... 3 LEGAL CONTEXT ....................................................................................................................... 3

2.0 FUTURE LAND USE ASSUMPTION..............................................................................................6 LAND USE ASSUMPTIONS AND FORECAST .............................................................................. 6 TRAVEL DEMAND ASSUMPTIONS AND FORECASTS ................................................................ 8

3.0 TRANSPORTATION IMPROVEMENTS AND COSTS ..................................................................10 PROJECT SELECTION ...............................................................................................................10 PROJECT LIST............................................................................................................................10 FACILITY COST ESTIMATES .......................................................................................................10

4.0 ESTIMATED MAXIMUM FEE......................................................................................................11 OVERVIEW OF FINDINGS.........................................................................................................11 TRAVEL DEMAND MODEL AND COST ALLOCATION.............................................................13 MAXIMUM FEE CALCULATION................................................................................................15 REFERENCES .........................................................................................................................................17

7.2.c
Packet Pg. 320 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 2 LIST OF TABLES
Table 1: Maximum Allowable Transportation Impact Fee.................................................... 4 Table 2: General Plan Land Use Assumptions and Forecasts............................................... 7 Table 3: Trip Generation Rate Assumptions........................................................................... 8 Table 4: Trip Generation Projections ...................................................................................... 9 Table 5: Estimated Total Future Square Feet ......................................................................... 9 Table 6: Summary of TIF Projects and Costs..........................................................................11 Table 7: TIF Travel Demand Assumptions ..............................................................................14 Table 8: TIF Cost Allocation Assumptions and Calculations................................................15 Table 9: Maximum Fee per Trip..............................................................................................15 Table 10: Maximum TIF Schedule ..........................................................................................16

LIST OF APPENDICES
DETAILED TIF PROJECT LIST AND COSTS ESTIMATES .................................A.1

7.2.c
Packet Pg. 321 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 3 1.0 INTRODUCTION AND RESULTS

INTRODUCTION
The Regional Traffic Impact Fee (TIF) provides the City of Patterson (City) with the necessary technical documentation to support the adoption of a new Citywide Transportation Impact Fee Program (TIF Program). Impact fees are one-time charges on new development that the City can collect to cover the cost of impact on capital facilities and infrastructure that are required to serve new growth.1 Typically such fees are collected upon issuance of a building permit.

The City adopted a 2010 General Plan update in July 2010. The General Plan identifies roadway and infrastructure mitigation measures to accommodate the projected traffic impact due to the buildout of future land use in the City. In anticipation of funding required to build those future infrastructure improvements, the City completed the Patterson Transportation Infrastructure Master Plan (TIMP) project in 2020. The goal of the TIMP is an attempt to identify Patterson’s existing and future roadway infrastructure problem areas and potential solutions that may occur through a combination of public and private infrastructure investments.

The main purpose of this TIF is to estimate funds needed to implement key transportation improvements necessary to accommodate and mitigate the impacts of future development in the City. To support the TIF program, the City prepare this Nexus Study that will provide a legal basis for requiring development impact fees consistent with Mitigation Fee Act (AB 1600/Government Code Section 66000 et seq.).

The Fee Program described in this TIF Study is based on growth projections and transportation infrastructure requirements identified in the General Plan, TIMP and supporting documents (e.g., GP Environmental Impact Report). This TIF Study quantifies the potential allocation of the proposed transportation improvements to new growth in the City and calculates the maximum allowable transportation impact fee schedule by land use category. The City may decide to adopt fees below the maximum supportable level based on economic or policy considerations. Such fee reductions should be considered in conjunction with the availability of other sources of capital improvement funding.

LEGAL CONTEXT
This TIF Study is designed to provide the necessary technical analysis to support a schedule of transportation impact fees to be established by an Impact Fee Act Fee Ordinance and Resolution. The Mitigation Fee Act allows the City to adopt, by resolution, the Transportation Impact Fee consistent with the supporting technical analysis and findings provided in this report. Using the Resolution approach to setting the fee allows periodic adjustments of the fee amount that may be necessary over time, without having to amend the ordinance.

Traffic impact fees could be collected and used to cover the cost of constructing capital and infrastructure improvements to serve new development and growth in the City. Therefore, these impact fees must be based on a reasonable connection or nexus between new growth and development and the need for such improvement. As such traffic impact fees cannot be used to cover the operation and maintenance costs of these or any other facilities and infrastructure. Lastly, traffic impact fees cannot be collected or used to cover the cost of existing needs/ deficiencies in the City transportation capital improvement network.

In establishing, increasing, or imposing a fee as a condition for the approval of a development project, Government Code 66001(a) and (b) state that the local agency must:
1 Assumed to include any development activity (as defined in the study) that generates new traffic impacts on the City’s transportation infrastructure when completed

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Packet Pg. 322 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 4 1. Identify the purpose of the fee;

2. Identify how the fee is to be used;

3. Determine how a reasonable relationship exists between the fee use and type of development project for which the fee is being used;

4. Determine how the need for the public facility relates to the type of development project for which the fee is imposed; and

5. Show the relationship between the amount of the fee and the cost of the public facility.

These statutory requirements have been followed in establishing this TIF.

Once the TIF is adopted, this TIF Study and the accompanying technical information should be maintained and reviewed periodically to ensure Impact Fee accuracy and to ensure the adequate programming of funding sources. As necessary, any changes to costs due to development changes over time, then the TIF will need to be updated. Based on more recently adopted AB 602 (September 28, 2021), impact fee programs must be updated at least every eight years.

MAXIMUM ALLOWABLE FEE SCHEDULE
Table 1 shows the City’s maximum traffic impact fee schedule by land use consistent with nexus requirements. These traffic impact fees apply to new residential and nonresidential development and cover the transportation improvement costs required to support new development after existing deficiencies have been taken into account. The fee estimates also include a 2 percent fee program administration fee, consistent with Mitigation Fee Act program administrative costs in many other California jurisdictions.2 The fees apply to all new development, except those exempted by the Ordinance of other means, such as approved projects under the terms of a Development Agreement.3 The adoption of the recommended fee schedule would result in fee revenues of about $197.9 million in today’s dollar terms assuming full build-out of the General Plan consistent with current land use designations. An additional $179.9 million in revenues will be required from other funding sources to cover the full cost of the transportation facilities4 included in the fee calculations. That is, the TIF is estimated to generate approximately 52 percent of the revenue needed to cover the future transportation improvements and facilities costs identified to mitigate growth impacts associated with build-out of the General Plan.

Table 1: Maximum Allowable Transportation Impact Fee
2 The 2 percent administration cost is estimated to cover expenses related development of impact fee study and subsequent updates as well as the required reporting, auditing, collection and other annual administrative costs involved in overseeing the program. It is consistent with TIF programs throughout California.
3 Includes Villages of Patterson, Arambell Development and Remains of West Patterson Business Park 4 City of Patterson Transportation Infrastructure Master Plan Residential (sf)
Total TIF
per sf
Residential $3.14
Non-residential (ksf)
Retail $8,637
Non-Residential Mixed Use $7,012
Office $6,515
Limited Industrial $4,560
General Industrial/Warehouse $2,968

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Packet Pg. 323 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 5 KEY ISSUES AND ASSUMPTIONS
The results of this analysis are based on a variety of conditions and assumptions regarding infrastructure costs, land use growth projections, and transportation demand. These assumptions are discussed later but some of the key issues are summarized below:
• Future Development and Trips. The fee calculations were based on residential and nonresidential development projections, and associated trip generation. Land use and cost information are based on the approved 2010 General Plan, recently approved projects and TIMP information. In addition, the StanCOG Travel Demand model was utilized to conduct travel demand analysis. • Capital Improvement Program. The list of transportation improvements included in the Fee Program focuses on future projects identified in the approved TIMP report. • Cost Estimates. AMG has developed or updated cost estimates based on latest available Caltrans unit cost for all TIMP transportation improvement projects identified. The cost estimates were based on assumptions about the planned right-of-way, number of lanes, cross-sections and intersection control for each improvement. Assumptions were based on similar existing corridors within the City of Patterson, input from the County, consistent with the City’s roadway design standards and have been reviewed and confirmed by City staff. • Cost Allocation. Transportation analysis conducted by AMG (including Select Link Analysis) was used to determine the portion of transportation improvements costs to be included in the fee program. Only transportation improvement costs specifically required to support new development are included in the transportation impact fee calculation.

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Packet Pg. 324 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 6 2.0 FUTURE LAND USE ASSUMPTION
This chapter documents the land use and growth assumptions and forecasts used in this study. These assumptions determine the amount of future traffic generation and attraction in the City of Patterson which are key factors in determining how to allocate new transportation improvement costs between existing and various new development land uses in the future.

LAND USE ASSUMPTIONS AND FORECAST
The existing and future City of Patterson land use estimates used in the TIF are based on several sources including the 2010 General Plan (approved in July 2010), three major approved project land uses, and more recent land use updates provided by the City5. Based on discussions with City staff6, three major approved projects included are:
• West Patterson Business Park Master Plan was approved in 2003 – Originally approved for approximately 8.5 million sf light industrial, freeway commercial, R&D and residential.

Approximately 5 million sf available.
• Villages of Patterson was approved in 2007 – 3,100 dwelling units and 1.1 million sf of light industrial, office, retail and public use. Only elementary school on Hartley Avenue has been completed.
• West Patterson Business Park Expansion was approved in 2012 –11 million sf light industrial, 839 ksf business park & 198 ksf business park. 1.5M sf distribution center has been developed.

Trips to be generated by the three approved and yet to be developed projects would be considered in future traffic forecasts. However, since future potential impacts and mitigation measures have been considered and approved by Council in Development Agreements (DA), these future trips would not be considered a part of the TIF developed in this study.

The future buildout of the remaining General Plan land use includes Zacharias/Baldwin Master Plan and Non-Committed land use in the City. The TIF would be based on these two major land uses which will generate future traffic and impacts on City transportation infrastructure.

The buildout potential of Zacharias/Baldwin Master Plan consists of:
• 5,086 dwelling units, and
• 7,765,000 square feet of non-residential uses.

The buildout potential of Non-Committed land use in the City is estimated to include:
• 15,201 dwelling units, and
• 9,988 square feet of non-residential uses.

The City of Patterson land use growth projections are used in the travel demand model based on Stanislaus Council of Government (StanCOG) model to estimate future regional travel demand based on various assumptions as it relates to roadway network and trip rates by land use category in the City and the rest of Stanislaus County. The StanCOG model used is the current 2022 Regional Transportation Plan (RTP) model which has 2019 as the base year and 2046 future year.

The current and future year land use assumptions used the forecasting model are shown in Table 2. 5 Email from City staff, December 7, 2021
6 Email from City staff, August 05, 2019

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Packet Pg. 325 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 7 Table 2: General Plan Land Use Assumptions and Forecasts Major land use category assumptions based on Institute of Engineers (ITE) are summarized in Table 2 are categorized as follows:
• Single-Family Residential: This refers to detached single-family homes. Traffic impact fees for new single-family residential development are applied on a per unit basis. It is noted that the medium density land use category includes some single-family units. Recent development trends indicated nearly two-thirds of medium density developments are single family units. • Multifamily Residential (Low-Rise): This category covers apartments, townhomes, condos, duplexes and other multifamily housing and that have one or two levels. Traffic impact fees for new construction of this type of residential development are applied on a per square feet basis. • Multifamily Residential (Mid-Rise): This category covers apartments, townhomes, condos, duplexes and other multifamily housing and that have three or more levels. Traffic impact fees for new construction of this type of residential development are applied on a per square feet basis. • Retail: Retail development can include shopping centers, discount stores, nurseries, factory outlets, car sale lots, convenient stores, and specialty stores. Traffic impact fees for new construction of this type of development are applied on a square footage basis. • Mixed-Use: This assumed a mix of general offices, including professional and medical office and retail development that could include shopping centers and convenient stores. Traffic impact fees for new construction of this type of development are applied on a square footage basis. • Office: This category covers general offices, including professional and medical office development, government offices, and post offices. Traffic impact fees for this type of development are applied on a square footage basis.
• Limited Industrial: It is typically a free-standing facility devoted to a single use. The facility has an emphasis on activities other than manufacturing and typically has minimal office space. Typical light industrial activities include printing, material testing, and assembly of data processing 2019 Approved
Land Use
Zacharias
Master
Plan
NonCommittedFuture
Total
TIF Growth
(2019-
2046)
Residential Units (du)
Single Family 6,000 0 831 794 1,625 1,625
Medium Density - Single Family 450 1,913 2,432 9,609 13,954 12,041 - Multi-Family 955 1,214 4,797 6,967 6,012
High Density 100 232 609 841 609
Subtotal 6,550 3,100 5,086 15,201 23,387 20,287
Non-residential (ksf)
Retail 602 1,970 350 1,292 3,612 1,642
Non-Residential Mixed Use 0 505 2,551 3,056 3,056
Office 307 0 1,763 1,763 1,763
Limited Industrial 730 6,143 6,910 1,204 14,257 8,114
Warehouse 100 6,556 6,556 0
General Industrial/Warehouse 6,000 6,122 3,178 9,300 3,178 Subtotal 7,739 20,791 7,765 9,988 38,544 17,753
Buildout 2046

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Packet Pg. 326 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 8 equipment. Traffic impact fees for this type of development are applied on a square footage basis.
• Warehouse: Primarily devoted to the storage of materials, but it may also include office and maintenance areas. Traffic impact fees for this type of development are applied on a square footage basis.
• General Industrial/Warehouse: This is a mix of land uses with general industrial and warehouse activities. Traffic impact fees for this type of development are applied on a square footage basis.

TRAVEL DEMAND ASSUMPTIONS AND FORECASTS
The model was used to estimate future regional travel demand based on various assumptions as it relates to roadway network and trip rates by land use category in the City and the rest of Stanislaus County. The trip generation used in the 2022 RTP Model was developed using total population, households, and employment projections. The land use categories and trip generation for the City of Patterson as shown in Table 2 are based on Institute of Transportation Engineers (ITE) Trip Generation7 and further refined through model trip lengths and citywide data.

Using some of the model trip length assumptions, the resulting trip demand factors are summarized in Table 3.

Table 3: Trip Generation Rate Assumptions
Table 4 combines the growth estimates summarized in Table 2 and the travel demand assumptions presented in Table 3 to estimate the total growth in trips through build-out of the General Plan which included three major approved projects mentioned earlier. As shown, this approach results in an estimated growth of 29,215 PM peak hour trips per day, which represents approximately a doubling increase over existing levels.
7 ITE Trip Generation Manual 10th Edition, 2017
Type Description Total Land Use
Remaining
Primary
Trips 1
Diverted
Trips 1
Total
Excluding
Pass-by 1
Ave. Trip
Length 2
Adjustment
Factor 3 ITE Code Description Raw Rate
PM
Ave. Rate
PM 4
Trip
Demand
Factor 5
R-L SF Low Density 2,651 86% 11% 97% 14.1 0.9 Single Family Detached (210) 0.99 0.99 0.90 R-M SF Medium Density 2,754 86% 11% 97% 14.1 0.9 Multifamily (220) 0.56 0.56 0.51 R-MH SF Medium High Density 2,361 86% 11% 97% 15.3 1.0 Multifamily Midrise (221) 0.44 0.44 0.44 C/G General/Shopping Center 980,020 47% 31% 78% 12.6 0.7 Shopping Center (820) 3.61 1.91 1.25 MX Non-Residential Mixed Use 2,313,036 62% 25% 87% 14.3 0.8 Mix Office/Shopping (710/820) 2.38 1.22 1.01 C/O Office 490,490 77% 19% 96% 12.8 0.8 Office (710) 1.15 1.15 0.94 I/L Limited Industrial 3,114,557 100% 0% 100% 15.7 1.0 General Lt Ind.l (110) 0.63 0.63 0.66 I/G Warehouse 1,402,502 100% 0% 100% 15.7 1.0 Warehouse (150) 0.19 0.19 0.20 I/G General Industrial/Warehouse 1,402,504 100% 0% 100% 15.7 1.0 Mix Lt Ind./Wrhs (110,150) 0.41 0.41 0.43 Residential
Commercial
Industrial
Note:
1 - Primary trips are direct trips to destination with no midway stops; Diverted trips are linked trips that adds at least one mile to the primary trip. Pass-by trips do not add more than one mile. 2 - Average trip length for the City are derived from the StanCOG model. Mixed Use is average of Retail and Office use. 3 - The trip adjustment factor equals the percent of non-pass-by trips multiplied by the average trip length and divided by the systemwide average trip length of 14.99 mile 4 - ITE Code: ITE Trip Generation Manual 10th Edition, 2017; trips per dwelling unit or per ksf 5 - The trip demand factor is the product of the trip adjustment factor and the average PM trips.

Addtional Reference: San Diego Association of the Goverments, Brief Guide of Vehicular Traffic Generation Rates for the San Diego Regions, April 2002

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Packet Pg. 327 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 9 Table 4: Trip Generation Projections
Based on housing data in Patterson, the average size of single-family unit in Patterson is approximately 2,023 square feet as shown in Table 5. The average size for multiple-family (medium and high density) are obtained from US Census data.

The estimated total square foot (s.f.) of all future residential development is approximately 34,526,215 s.f. as shown in Table 5.

Table 5: Estimated Total Future Square Feet

Residential Units (du) Units Trips Units Trips
Single Family 0.90 6,000 5,420 1,625 1,468
Medium Density - Single Family 0.90 450 406 12,041 10,877 - Multi-Family 0.51 6,012 3,072
High Density 0.44 100 44 609 265
Subtotal 6,550 5,870 20,287 15,682
Non-residential (ksf)
Retail 1.25 602 752 1,642 2,053
Non-Residential Mixed Use 1.01 0 0 3,056 3,100
Office 0.94 307 289 1,763 1,662
Limited Industrial 0.66 730 482 8,114 5,354
Warehouse 0.20 100 20 0 0
General Industrial/Warehouse 0.43 6,000 2,577 3,178 1,365 Subtotal 7,739 15,859 17,753 13,533
Grand Total 21,729 29,215
2046 Buildout (TIF
Only Trips) 2019 Trip
Demand
Factor 1
Note:
1 - Final PM peak hour trips (per DU or ksf).

Single Family 2,023 13,667 27,647,439
Multi-Family - Medium Density 1,046 6,012 6,288,046
Multi-Family - High Density 970 609 590,730
20,287 34,526,215

Typical Unit
Size (s.f.)
Total
Future
Units
Estimated
Total
Square Feet
(s.f.)
Total
Note:

A - Single Family info provided by City B - Multi Family info - US 2022 Census B - High Density info - US 2021 multi-family

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Packet Pg. 328 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 10 3.0 TRANSPORTATION IMPROVEMENTS AND COSTS
This chapter describes the major roadway improvement projects proposed for the City of Patterson as well as their cost estimates. The following chapter discusses the nexus-based cost allocations.

PROJECT SELECTION
The list of infrastructure improvement projects used in the development of traffic impact fees are derived from the Patterson Transportation Infrastructure Master Plan (TIMP) project which was completed in 2020. 8 Estimated costs for the list of infrastructure improvement projects to accommodate new growth were reviewed by City staff at that time including recent review and updates. These capital improvements projects included in the fee program were developed based on conceptual plans and have been developed in sufficient detail to generate good cost estimates.

The list of transportation projects identified in TIMP is the primary basis and did not include the following:
• The TIF program does not include any projects that are outside of the sphere of influence of the City of Patterson.
• The TIF program does not include any projects where secured and dedicated funding sources have already been established to cover the full cost such as those in the Development Agreements.

PROJECT LIST
As part of the Patterson TIMP Study, the City prepared a preliminary conceptual improvement list, as shown in Table 6. The improvements included in the list cover the intersections/segments where significant impact(s) were identified. Particularly, it is assumed that significant cost could be expected at railroad crossings.

None of the projects included in the TIF addresses existing deficiencies. Rather, they are a response to new development and limited to intersections currently operating at an acceptable level of service (LOS) within City’s standards (LOS D) but are expected to deteriorate to below City’ LOS standards with proposed new developments.

FACILITY COST ESTIMATES
The cost estimates shown in Table 6 above are based on assumptions about the planned right-of-way, roadway cross-sections for each corridor. Assumptions were based on similar existing corridors within the City of Patterson and boundary roadways with the County and have been reviewed and confirmed by City staff. Detailed cost estimate sheets for each project are attached to this report as Appendix A. 8 City of Patterson Transportation Infrastructure Master Plan, Final Report, March 6, 2020

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Packet Pg. 329 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 11 4.0 ESTIMATED MAXIMUM FEE
This chapter presents calculations for the maximum allowable TIF based on the land use projections and estimated transportation improvements cost and its nexus.

OVERVIEW OF FINDINGS
As indicated in the introduction, a “nexus” between new development in City of Patterson and its impact on the transportation improvements and their associated costs must be made before assigning a certain transportation improvement cost into a transportation impact fee calculation. Several necessary steps were taken to determine the appropriate costs to include in the new TIF calculation:
• Estimate Total Costs of Transportation Improvements. The identification of the required transportation improvement projects and their associated costs updates are based on the TIMP and key projects.
• Remove existing deficiencies. This includes evaluation of whether there is an existing deficiency at any of the project locations and the level of that deficiency. • Estimate Proportionate Allocation to New Development. Determine the proportion of the transportation improvement project cost that could be assigned to new development in Patterson after removing any existing deficiencies.
• Deduct Known Funding from Total Cost. Any dedicated funding should be deducted from the transportation fee calculation.

Table 6: Summary of TIF Projects and Costs
I. Roadway Segment Length
(mi)
Cost Estimate
1 Sperry Ave I-5 NB Ramps to Baldwin Rd 1.21 $14,071,888 2 Sperry Ave Ward Ave to SR 33 0.85 $10,786,143
3 Ward Ave Sperry Ave to American Eagle Way 0.80 $6,414,628 4 Ward Ave American Eagle Way to SR 33 0.91 $6,702,419
5 Ward Ave Sperry Ave to Marshall Rd 2.00 $20,374,982
6 Baldwin Rd Keystone Pacific Way to SR 33 2.65 $30,473,386 7 Rogers Rd Sperry Ave to SR 33 4.55 $52,862,858
8 Zacharias Rd Rogers Rd to SR 33 1.89 $30,666,448
9 SR 33 Rogers Rd to Walnut Ave 4.36 $54,069,576
10 SR 33 Sperry Ave to Pomelo Ave 1.40 $17,567,994
11 Walnut Ave SR 33 to Sycamore Ave 1.04 $7,814,730
12 Sycamore Ave Eucalyptus Ave to Orange Ave 2.08 $14,603,909 13 Elm Ave Eucalyptus Ave to Orange Ave 2.08 $16,026,134 II. Interchange
14 Sperry Ave/I-5 Interchange A $18,080,640
15 Zacharias Ave/I-5 Interchange B $77,400,000
Total $377,915,736
Note:

County staff input - extra funds for the UPRR coordination & permitting ($1M per intersection). And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, April 7, 2022 A - Based on I-5/Sperry Ave Interchange Improvements Project, April 20, 2017 & assumed 20% increase B - Information provided by city staff based on estimates (March 22, 2022) Assumed the Consumer Price Index for All Urban Consumers increased 3.2 percent from July 2022 to July 2023.

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Packet Pg. 330 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 12 The steps described above and explained in subsequent sections establish the following TIF nexus findings, consistent with the requirements of the Mitigation Fee Act.

Purpose
The fee will ensure adequate levels of transportation service as contemplated in the General Plan are maintained in Patterson.

Use of Fee
Revenue generated by the fee will be used to fund City transportation improvements, including roadway, intersection, multi-modal and traffic signal improvements. The list of eligible transportation projects and costs are summarized in Table 6 and further detailed in Appendix A.

Established Relationship
As discussed previously, new development in the City of Patterson will increase traffic demands on the City’s transportation network. Estimated transportation fee revenue will be used to fund transportation improvements required to maintain acceptable levels of service. New developments will benefit from the increased transportation capacity.

Need
Future new development projects will add traffic and create an incremental need for transportation capacity and improvements. The transportation improvements detailed in this study are considered necessary to meet the City's future transportation needs.

Proportionality
The fee levels are estimated using fair share cost allocations for new Citywide development based on the StanCOG 2022 RTP transportation model adapted for this study.

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Packet Pg. 331 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 13 TRAVEL DEMAND MODEL AND COST ALLOCATION
Travel Demand Model Assumptions and Methodology
The StanCOG countywide travel demand model with refined traffic analysis zones (TAZ) and land use estimates for the City of Patterson was developed for the study. The refinement of the travel demand model was taken to allocate TIF program costs equitably. The StanCOG model is a mathematical representation of travel demand based on the buildout of all of the cities within Stanislaus County, including Patterson. The model uses socioeconomic data, such as number of jobs and households, for different geographic areas (transportation analysis zones) to predict the expected travel between places in the future.

AMG used an adopted model which was validated for the current socioeconomic data to predict current traffic volume, which is matched with the existing counts to calibrate the model. The calibrated model was used to forecast future travel conditions based on the expected changes in the socioeconomic conditions in the future. There are 80 transportation analysis zones (TAZ) within the StanCOG model to represent the City. The 2046 socioeconomic data are generated by StanCOG based on input from all cities in the County. In order to determine appropriate nexus, AMG further refined the model to derive both average citywide and link-specific characteristics of vehicle travel demand including the following:
• Internal (trips that start and end in Patterson)
• Internal/External (trips that have one end either beginning or ending in Patterson) • Through (trips that pass completely through Patterson without stopping) Only the trips originating and ending in Patterson (i.e., Internal trips and Internal/External trips) would be responsible for the TIF fees.

The average citywide characteristics of vehicle travel demand for TIF roadways are shown in Table 7.

These methodologies would be applied to determine the percentage of the project costs that could be funded through the TIF program. Select link methodology was used on the model for allocation and applied as follows:
• Select Link - the cost allocation would be based on link-specific characteristics of vehicle travel demand for the project-related segment (I.e., all the approaching and departure roadway segments of the intersection). The traffic model was used to estimate travel demand characteristics associated with specific transportation improvements as shown in Table 7.

As shown in Table 7, using the model Select Link analysis, the proportion of transportation improvement costs allocated to new development varies by facility or improvement. Generally, approximately seven percent to 10 percent of the trips using the approaching or departure roadway segments of the intersection would pass through Patterson without stopping.

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Packet Pg. 332 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 14 Table 7: TIF Travel Demand Assumptions
TIF Cost Allocation
The TIF nexus analysis allocates costs based on (1) the amount attributable to new versus existing development, (2) the proportion of trips with at least one trip end in the City (i.e. excludes through trips), and (3) the amount covered by secured funding sources. As described in Chapter 3, none of the projects included in the TIF address existing deficiencies. Rather, they are a response to new development and limited to roadways currently operating at a level of service (LOS) within City’s acceptable LOS D or better standards but are expected to deteriorate to unacceptable LOS standards with proposed new developments.

It should be noted that trips from the three major approved projects (West Patterson Business Park Master Plan, Villages of Patterson and West Patterson Business Park Expansion) which has an approved Development Agreement (DA) were not included in the TIF allocation. The cost allocated to future new development (Zacharias/Baldwin Master Plan and Non-Committed land use) are based on the analysis described above and summarized in Table 8.

Table 8 illustrates the net impact of the cost allocations described above. Overall, this TIF analysis allocates approximately $197.9 million in transportation improvement cost to the TIF. The amount represents about 52 percent of the approximately $377.9 million in future transportation infrastructure costs considered in this analysis.

Roadway Segment I-I I-X X-I X-X Cost Allocation
Methodology
Percent TIF
Projects A
Share Allocated to
New Development
1 Sperry Ave I-5 NB Ramps to Baldwin Rd 19% 28% 37% 16% Select Link 51% 43% 2 Sperry Ave Ward Ave to SR 33 1% 49% 47% 2% Select Link 46% 45% 3 Ward Ave Sperry Ave to American Eagle Way 14% 24% 45% 16% Select Link 48% 40% 4 Ward Ave American Eagle Way to SR 33 14% 24% 45% 16% Select Link 48% 40% 5 Ward Ave Sperry Ave to Marshall Rd 11% 36% 40% 13% Select Link 43% 37% 6 Baldwin Rd Keystone Pacific Way to SR 33 1% 49% 50% 0% Select Link 29% 29% 7 Rogers Rd Sperry Ave to SR 33 5% 40% 55% 0% Select Link 86% 86% 8 Zacharias Rd Rogers Rd to SR 33 27% 32% 40% 0% Select Link 88% 87% 9 SR 33 Rogers Rd to Walnut Ave 0% 38% 44% 17% Select Link 22% 18% 10 SR 33 Sperry Ave to Pomelo Ave 0% 48% 43% 8% Select Link 36% 34% 11 Walnut Ave SR 33 to Sycamore Ave 56% 21% 22% 1% Select Link 21% 21% 12 Sycamore Ave Eucalyptus Ave to Orange Ave 4% 39% 44% 12% Select Link 56% 49% 13 Elm Ave Eucalyptus Ave to Orange Ave 0% 42% 47% 10% Select Link 68% 61% 14 Sperry Ave I-5 Interchange Ramp 0% 40% 50% 10% Select Link 72% 65% 15 Zacharias Rd New Interchange 0% 58% 41% 0% Select Link 59% 59% Note:

A - only trips by Zacharias Master Plan & Non-Committed Land Use Trip Types

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Packet Pg. 333 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 15 Table 8: TIF Cost Allocation Assumptions and Calculations

MAXIMUM FEE CALCULATION
Based on the estimated TIF transportation improvement cost as shown in Table 8, the maximum supportable transportation impact fee per trip is shown in Table 9. The maximum fee per trip is calculated by dividing the estimated total TIF fee program cost of $197.9 million by the total number of trips generated by new TIF related development, or 29,215 (see Table 5). This results in an average TIF per peak hour trip of $6,776.

Also shown in Table 9 is that the future residential development is estimated to generate approximately 15,682 trips which is prorated to account for $106,257,178 of the total TIF fee program cost of $197.9 million.

Table 9: Maximum Fee per Trip
Finally, Table 10 calculates the maximum TIF for several land use categories shown in the General Plan.

As typically applied in most agencies, the maximum allowable TIF by land use includes a 2 percent charge to cover the administrative cost of administering the TIF program. The maximum supportable fees are the Roadway Segment Total Project Cost
Share Allocated
to TIF
Development
Cost Allocated to
TIF
1 Sperry Ave I-5 NB Ramps to Baldwin Rd $14,071,888 43% $6,031,282 2 Sperry Ave Ward Ave to SR 33 $10,786,143 45% $4,884,512 3 Ward Ave Sperry Ave to American Eagle Way $6,414,628 40% $2,589,819 4 Ward Ave American Eagle Way to SR 33 $6,702,419 40% $2,706,011 5 Ward Ave Sperry Ave to Marshall Rd $20,374,982 37% $7,609,881 6 Baldwin Rd Keystone Pacific Way to SR 33 $30,473,386 29% $8,939,686 7 Rogers Rd Sperry Ave to SR 33 $52,862,858 86% $45,484,575 8 Zacharias Rd Rogers Rd to SR 33 $30,666,448 87% $26,813,568 9 SR 33 Rogers Rd to Walnut Ave $54,069,576 18% $9,893,075 # SR 33 Sperry Ave to Pomelo Ave $17,567,994 34% $5,885,811 # Walnut Ave SR 33 to Sycamore Ave $7,814,730 21% $1,637,348 # Sycamore Ave Eucalyptus Ave to Orange Ave $14,603,909 49% $7,160,725 # Elm Ave Eucalyptus Ave to Orange Ave $16,026,134 61% $9,785,011 Sperry Ave/I-5 Interchange A $18,080,640 72% $13,035,887 Zacharias Ave/I-5 Interchange B $77,400,000 59% $45,501,109 Total - Citywide TIMP Transportation Projects $377,915,736 $197,958,300 Interchange
Note:

A – Based on I-5/Sperry Ave Interchange Improvements Project, April 20, 2017 & assumed 20% increase B - Information provided by city staff based on estimates (March 22, 2022) Category
Formula Total Amount
Residential
Trips Only
TIF Share of Transportation Cost A $197,958,300 $106,257,178 Total Growth PM Trips B 29,215 15,682
Cost per Trip (A/B) $6,776

7.2.c
Packet Pg. 334 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 16 fee levels that would generate sufficient fee revenues to cover the full TIF cost allocation of $197.9 million.

As discussed below, decisions to charge fees below the maximum fee will result in funding gaps that would need to be covered by other funding sources.

The estimated residential TIF fee is approximately $3.14 per square foot (s.f.) and is shown in Table 10.

The fee for non-residential per thousand square feet (ksf) for various land uses are shown in Table 10.

Table 10: Maximum TIF Schedule
Typical Approval Process
The TIF and corresponding fee schedule will need to be adopted by City Resolution and Ordinance.

When adopted, the City TIF Ordinance will allow the City Council to collect a fee schedule consistent with supporting technical analysis and findings provided in this Report. The Ordinance approach to setting the TIF fee allows for periodic adjustments of the fee amount that may be necessary over time, without amending the enabling Ordinance.

Fee Amount and Collection
The actual fee levels by land use will need to be approved by the City Council but cannot exceed the maximum allowable fees calculated herein (AB 1600).

While the maximum fee amount has been determined by this study, the City may elect to charge less for a variety of valid reasons. The study recommended an amount depending on the type of land use, as described above.

In the course of implementation, it is likely certain projects may not fit neatly into the land use categories defined in the fee schedule (see Table 10). When this happens, the City Manager or an authorized representative will need to make a determination as to the applicable fees. The TIF Ordinance can provide more specific guidelines for resolving such uncertainty. For example, it may include the option for applicants to furnish information or analysis that will justify their project’s inclusion in a particular land use category and/or a lower fee based on verifiable trip generation rates or other factors.

Total future s.f. Cost per s.f.

Admin
Charge 2
TIF Unit Cost
(s.f.)
34,526,215 $3.08 2% $3.14
Non-residential (ksf) Cost Per
Trip
Trip Demand
Factor 1 Raw Fee
Admin
Charge 2
TIF Unit Cost
(ksf)
Retail $6,776 1.25 $8,468 2% $8,637
Non-Residential Mixed Use $6,776 1.01 $6,875 2% $7,012
Office $6,776 0.94 $6,388 2% $6,515
Limited Industrial $6,776 0.66 $4,471 2% $4,560
General Industrial/Warehouse $6,776 0.43 $2,910 2% $2,968 Residential Square Feet (s.f.)
Note:
1 - Final PM peak hour trips (per ksf).
2 - Typical administrative charge of 2.0 percent of "raw" TIF (e.g. revenue collection, mandated public reporting, and Nexus Analysis).

7.2.c
Packet Pg. 335 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Regional Traffic Impact Fee (TIF) April 17, 2024 17 REFERENCES

1. 2010 Patterson General Plan Environmental Impact Report, July 2010

2. City of Patterson Transportation Infrastructure Master Plan, March 6, 2020

3. Trip Generation, 10th Edition, published by the Institute of Transportation Engineers (ITE) Advanced Mobility Group
Christopher Thnay, PE, AICP Principal/Project Manager
Joy Bhattacharya, PE, PTOE QA/QC
Andrea Flores Project Staff
Lawrence Liao Elite Transportation Group
Persons Consulted
Ken Irwin, PE City Manager, City of Patterson
Joel Andrews City Planner, City of Patterson

7.2.c
Packet Pg. 336 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve

CITY OF PATTERSON REGIONAL TRAFFIC IMPACT FEE (TIF)
Appendix A Detailed TIF Project List and Costs Estimates April 17, 2024
A.1

DETAILED TIF PROJECT LIST AND COSTS ESTIMATES

7.2.c
Packet Pg. 337 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Patterson TIF Study
Transportation Infrastructure Master Plan (TIMP)
Buildout Roadway Improvement Cost Estimates
2/2/2024
Table 5: Summary of TIF Projects and Costs CPI 2023 increase = 3.2% I. Roadway Segment Length
(mi) Cost Estimate
1Sperry Ave I-5 NB Ramps to Baldwin Rd 1.21 $14,071,888 2Sperry Ave Ward Ave to SR 33 0.85 $10,786,143
3 Ward Ave Sperry Ave to American Eagle Way 0.80 $6,414,628 4 Ward Ave American Eagle Way to SR 33 0.91 $6,702,419
5 Ward Ave Sperry Ave to Marshall Rd 2.00 $20,374,982
6 Baldwin Rd Keystone Pacific Way to SR 33 2.65 $30,473,386 7 Rogers Rd Sperry Ave to SR 33 4.55 $52,862,858
8 Zacharias Rd Rogers Rd to SR 33 1.89 $30,666,448
9 SR 33 Rogers Rd to Walnut Ave 4.36 $54,069,576
10 SR 33 Sperry Ave to Pomelo Ave 1.40 $17,567,994
11 Walnut Ave SR 33 to Sycamore Ave 1.04 $7,814,730
12 Sycamore Ave Eucalyptus Ave to Orange Ave 2.08 $14,603,909 13 Elm Ave Eucalyptus Ave to Orange Ave 2.08 $16,026,134 II. Interchange
14 Sperry Ave/I-5 Interchange A $18,080,640
15 Zacharias Ave/I-5 Interchange B $77,400,000
Total $377,915,736
13 12
Note:

County staff input - extra funds for the UPRR coordination & permitting ($1M per intersection). And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, April 7, 2022 A - Based on I-5/Sperry Ave Interchange Improvements Project, April 20, 2017 & assumed 20% increase B - Information provided by city staff based on estimates (March 22, 2022) Assumed the Consumer Price Index for All Urban Consumers increased 3.2 percent from July 2022 to July 2023. 1/30/2024
Z:\P2108275 - Patterson Regional TIF (Patterson)\2023 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2024 TIF Table 5 013024 Final

7.2.c
Packet Pg. 338 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson Transportation Infrastructure Master Plan Improvements Approximate Infrastructure Project Time
Location Length Cost Estimate Approximate Project Time
1 Sperry Ave 1.21 $14,071,888 2024-2030
2 Sperry Ave 0.85 $10,786,143 Beyond 2030
3 Ward Ave 0.8 $6,414,628 Beyond 2030
4 Ward Ave 0.91 $6,702,419 Beyond 2030
5 Ward Ave 2 $20,374,982 Beyond 2030
6 Baldwin Rd 2.65 $30,473,386 Beyond 2030
7 Rogers Rd 4.55 $52,862,858 Beyond 2030
8 Zacharias Rd 1.89 $30,666,448 Beyond 2030
9 SR 33 4.36 $54,069,576 Beyond 2030
10 SR 33 1.4 $17,567,994 Beyond 2030
11 Walnut Ave 1.04 $7,814,730 Beyond 2030
12 Sycamore Ave 2.08 $14,603,909 Beyond 2030
13 Elm Ave 2.08 $16,026,134 Beyond 2030
14 Sperry Ave/I5 Interchange $18,080,640 2024-2030
15 Zacharias Ave/I5 Interchange $77,400,000 Beyond 2030

7.2.c
Packet Pg. 339 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 1
Sperry Avenue: I-5 Northbound Ramps to Baldwin Road
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $110,000 $110,000
2 Install Sign EA $400 $0
3 Install Striping LF 39,000 $4 $156,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 128,000 $20 $2,560,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 13,000 $200 $2,600,000 9 Paved shoulder SF 128,000 $12 $1,536,000
10 Manhole EA 12 $9,500 $114,000
11 Storm Drain Inlet EA 50 $3,000 $150,000
12 Storm drain laterals, 12 inch RCP LF 2,500 $200 $500,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Install Traffic Signal LS $500,000 $0
15 Structures LS 1 $2,000,000 $2,000,000
16 Land Acqusition Costs SF 412,000 $2.87 $1,182,440
Legend: Subtotal $10,908,440
LS = Lump Sum Contingency @ 25% $2,727,110
EA = Each Construction Subtotal $13,635,550
LF = Linear Foot
SF = Square Foot
Project Total $13,635,550
2022-2023 CPI increase 3.2% $14,071,888
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 340 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 2/2/2024
Segment # 2
Sperry Avenue: Ward to SR 33
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $70,000 $70,000
2 Install Sign EA $400 $0
3 Install Striping LF 27,000 $4 $108,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 90,000 $20 $1,800,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 13,000 $200 $2,600,000 9 Paved shoulder SF 90,000 $12 $1,080,000
10 Manhole EA 10 $9,500 $95,000
11 Storm Drain Inlet EA 40 $3,000 $120,000
12 Storm drain laterals, 12 inch RCP LF 2,000 $200 $400,000 13 Railroad crossing improvements LS 1 $2,000,000 $2,000,000 14 Install Traffic Signal LS 2 $500,000 $1,000,000
15 Railroad crossing improvements LS 1 $2,000,000 $2,000,000 16 Land Acqusition Costs SF 336,000 $2.87 $964,320
Legend: Subtotal $12,237,320
LS = Lump Sum Contingency @ 25% $3,059,330
EA = Each Construction Subtotal $15,296,650
LF = Linear Foot
SF = Square Foot
Project Total $15,296,650
2022-2023 CPI increase 3.2% $10,786,143
Reduced $5M based on Ken's Dec 20, 2023 email.

Caltrans to perform all work, feasibility, and design for the Sperry Avenue/Hwy 33.

Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).  And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, April 7, 1/30/2024
Z:\P2108275 - Patterson Regional TIF (Patterson)\2023 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2024 TIF Table 5 013024 Final

7.2.c
Packet Pg. 341 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 3
Ward Avenue: Sperry Avenue to American Eagle Way
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $57,000 $57,000
2 Install Sign EA $400 $0
3 Install Striping LF 26,000 $4 $104,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 42,000 $20 $840,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 9,000 $200 $1,800,000 9 Paved shoulder SF 84,000 $12 $1,008,000
10 Manhole EA 8 $9,500 $76,000
11 Storm Drain Inlet EA 32 $3,000 $96,000
12 Storm drain laterals, 12 inch RCP LF 1,600 $200 $320,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Modify Traffic Signal LS $100,000 $0
15 $0
16 Land Acqusition Costs SF 234,000 $2.87 $671,580
Legend: Subtotal $4,972,580
LS = Lump Sum Contingency @ 25% $1,243,145
EA = Each Construction Subtotal $6,215,725
LF = Linear Foot
SF = Square Foot
Project Total $6,215,725
2022-2023 CPI increase 3.2% $6,414,628
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 342 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 4
Ward Avenue: American Eagle Way to SR 33
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $64,000 $64,000
2 Install Sign EA $400 $0
3 Install Striping LF 27,200 $4 $108,800
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 45,000 $20 $900,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 9,600 $200 $1,920,000 9 Paved shoulder SF 80,000 $12 $960,000
10 Manhole EA 9 $9,500 $85,500
11 Storm Drain Inlet EA 36 $3,000 $108,000
12 Storm drain laterals, 12 inch RCP LF 1,800 $200 $360,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Modify Traffic Signal LS $100,000 $0
15 $0
16 Land Acqusition Costs SF 240,200 $2.87 $689,374
Legend: Subtotal $5,195,674
LS = Lump Sum Contingency @ 25% $1,298,919
EA = Each Construction Subtotal $6,494,593
LF = Linear Foot
SF = Square Foot
Project Total $6,494,593
2022-2023 CPI increase 3.2% $6,702,419
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 343 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 5 (4 lanes)
Ward Avenue: Sperry Avenue to Marshall Road
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $150,000 $150,000
2 Install Sign EA $400 $0
3 Install Striping LF 64,000 $4 $256,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 212,000 $20 $4,240,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 22,000 $200 $4,400,000 9 Paved shoulder SF 212,000 $12 $2,544,000
10 Manhole EA 20 $9,500 $190,000
11 Storm Drain Inlet EA 80 $3,000 $240,000
12 Storm drain laterals, 12 inch RCP LF 4,000 $200 $800,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Modify Traffic Signal LS $100,000 $0
15 Structure LS 1 $1,000,000 $1,000,000
16 Land Acqusition Costs SF 688,000 $2.87 $1,974,560
Legend: Subtotal $15,794,560
LS = Lump Sum Contingency @ 25% $3,948,640
EA = Each Construction Subtotal $19,743,200
LF = Linear Foot
SF = Square Foot
Project Total $19,743,200
2022-2023 CPI increase 3.2% $20,374,982
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 344 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 6
Baldwin Road: Keystone Pacific Way to SR 33
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $180,000 $180,000
2 Install Sign EA $400 $0
3 Install Striping LF 84,000 $4 $336,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 280,000 $20 $5,600,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 32,000 $200 $6,400,000 9 Paved shoulder SF 280,000 $12 $3,360,000
10 Manhole EA 25 $9,500 $237,500
11 Storm Drain Inlet EA 100 $3,000 $300,000
12 Storm drain laterals, 12 inch RCP LF 5,000 $200 $1,000,000 13 Railroad crossing improvements LS 1 $2,000,000 $2,000,000 14 Install Traffic Signal LS 2 $500,000 $1,000,000
15 Structure LS 1 $500,000 $500,000
16 Land Acqusition Costs SF 944,000 $2.87 $2,709,280
Legend: Subtotal $23,622,780
LS = Lump Sum Contingency @ 25% $5,905,695
EA = Each Construction Subtotal $29,528,475
LF = Linear Foot
SF = Square Foot
Project Total $29,528,475
2022-2023 CPI increase 3.2% $30,473,386
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 345 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 7
Rogers Road: Sperry Avenue to SR 33
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $350,000 $350,000
2 Install Sign EA $400 $0
3 Install Striping LF 144,000 $4 $576,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 480,000 $20 $9,600,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 54,000 $200 $10,800,000 9 Paved shoulder SF 480,000 $12 $5,760,000
10 Manhole EA 44 $9,500 $418,000
11 Storm Drain Inlet EA 200 $3,000 $600,000
12 Storm drain laterals, 12 inch RCP LF 8,800 $200 $1,760,000 13 Railroad crossing improvements LS 1 $2,000,000 $2,000,000 14 Install Traffic Signal LS 3 $500,000 $1,500,000
15 Structure LS 1 $3,000,000 $3,000,000
16 Land Acqusition Costs SF 1,608,000 $2.87 $4,614,960
Legend: Subtotal $40,978,960
LS = Lump Sum Contingency @ 25% $10,244,740
EA = Each Construction Subtotal $51,223,700
LF = Linear Foot
SF = Square Foot
Project Total $51,223,700
2022-2023 CPI increase 3.2% $52,862,858
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 346 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 8
Zacharias Road: Rogers Road to SR 33
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $220,000 $220,000
2 Install Sign EA $400 $0
3 Install Striping LF 60,000 $4 $240,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 300,000 $20 $6,000,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 26,000 $200 $5,200,000 9 Paved shoulder SF 300,000 $12 $3,600,000
10 Manhole EA 30 $9,500 $285,000
11 Storm Drain Inlet EA 120 $3,000 $360,000
12 Storm drain laterals, 12 inch RCP LF 6,000 $200 $1,200,000 13 Railroad crossing improvements LS 1 $2,000,000 $2,000,000 14 Install Traffic Signal LS 3 $500,000 $1,500,000
15 Structure LS 1 $550,000 $550,000
16 Land Acqusition Costs SF 912,000 $2.87 $2,617,440
Legend: Subtotal $23,772,440
LS = Lump Sum Contingency @ 25% $5,943,110
EA = Each Construction Subtotal $29,715,550
LF = Linear Foot
SF = Square Foot
Project Total $29,715,550
2022-2023 CPI increase 3.2% $30,666,448
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 347 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 9
Highway 33: Rogers Road to Walnut Avenue
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $450,000 $450,000
2 Install Sign EA $400 $0
3 Install Striping LF 138,000 $4 $552,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 460,000 $20 $9,200,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 52,000 $200 $10,400,000 9 Paved shoulder SF 460,000 $12 $5,520,000
10 Manhole EA 56 $9,500 $532,000
11 Storm Drain Inlet EA 240 $3,000 $720,000
12 Storm drain laterals, 12 inch RCP LF 12,000 $200 $2,400,000 13 Railroad crossing improvements LS 3 $2,000,000 $6,000,000 14 Install Traffic Signal LS 3 $500,000 $1,500,000
15 Structure LS 1 $2,000,000 $2,000,000
16 Land Acqusition Costs SF 920,000 $2.87 $2,640,400
Legend: Subtotal $41,914,400
LS = Lump Sum Contingency @ 25% $10,478,600
EA = Each Construction Subtotal $52,393,000
LF = Linear Foot
SF = Square Foot
Project Total $52,393,000
2022-2023 CPI increase 3.2% $54,069,576
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 348 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 10
Highway 33: Sperry Avenue to Pomelo Avenue
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $140,000 $140,000
2 Install Sign EA $400 $0
3 Install Striping LF 44,400 $4 $177,600
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 148,000 $20 $2,960,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 17,000 $200 $3,400,000 9 Paved shoulder SF 148,000 $12 $1,776,000
10 Manhole EA 20 $9,500 $190,000
11 Storm Drain Inlet EA 80 $3,000 $240,000
12 Storm drain laterals, 12 inch RCP LF 4,000 $200 $800,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Install Traffic Signal LS 1 $500,000 $500,000
15 Railroad crossing improvements LS 1 $2,000,000 $2,000,000 16 Land Acqusition Costs SF 500,000 $2.87 $1,435,000
Legend: Subtotal $13,618,600
LS = Lump Sum Contingency @ 25% $3,404,650
EA = Each Construction Subtotal $17,023,250
LF = Linear Foot
SF = Square Foot
Project Total $17,023,250
2022-2023 CPI increase 3.2% $17,567,994
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 349 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 11
Walnut Avenue: Highway 33 to Sycamore Avenue
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $100,000 $100,000
2 Install Sign EA $400 $0
3 Install Striping LF 33,000 $4 $132,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 110,000 $20 $2,200,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 11,000 $200 $2,200,000 9 Paved shoulder SF 110,000 $12 $1,320,000
10 Manhole EA 10 $9,500 $95,000
11 Storm Drain Inlet EA 40 $3,000 $120,000
12 Storm drain laterals, 12 inch RCP LF 2,000 $200 $400,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Modify Traffic Signal LS $100,000 $0
15 Structure LS 1 $500,000 $500,000
16 Land Acqusition Costs SF 352,000 $2.87 $1,010,240
Legend: Subtotal $8,077,240
LS = Lump Sum Contingency @ 25% $2,019,310
EA = Each Construction Subtotal $10,096,550
LF = Linear Foot
SF = Square Foot
Project Total $7,572,413
2022-2023 CPI increase 3.2% $7,814,730
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 350 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 12
Sycamore Avenue: Eucalyptus Avenue to Orange Avenue
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $140,000 $140,000
2 Install Sign EA $400 $0
3 Install Striping LF 66,000 $4 $264,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 220,000 $20 $4,400,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 22,000 $200 $4,400,000 9 Paved shoulder SF 220,000 $12 $2,640,000
10 Manhole EA 20 $9,500 $190,000
11 Storm Drain Inlet EA 80 $3,000 $240,000
12 Storm drain laterals, 12 inch RCP LF 4,000 $200 $800,000 13 Traffic signal mast arm and pole EA $40,000 $0
14 Modify Traffic Signal LS $100,000 $0
15 $0
16 Land Acqusition Costs SF 704,000 $2.87 $2,020,480
Legend: Subtotal $15,094,480
LS = Lump Sum Contingency @ 25% $3,773,620
EA = Each Construction Subtotal $18,868,100
LF = Linear Foot
SF = Square Foot
Project Total $14,151,075
2022-2023 CPI increase 3.2% $14,603,909
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 351 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City of Patterson
Master Plan Conceptual - Buildout Roadway Improvements Cost Estimates 10/4/2023
Segment # 13
Elm Avenue: Eucalyptus Avenue to Orange Avenue
TIMP Buildout Conceptual Budget Estimate
*Unit Prices Are Based On Caltrans Contract Cost Data
Roadway widening based on an average of total materials and labor Item Unit Quantity Unit Price Total
1 Traffic Control LS 1 $150,000 $150,000
2 Install Sign EA $400 $0
3 Install Striping LF 66,000 $4 $264,000
4 Install Pavement Marking EA $0
5 Concrete curb, gutter, and sidewalk SF 220,000 $20 $4,400,000 6 Concrete curb and gutter LF $0
7 Landscaping LS $0
8 Roadway construction, 12 feet wide lane LF 22,000 $200 $4,400,000 9 Paved shoulder SF 220,000 $12 $2,640,000
10 Manhole EA 20 $9,500 $190,000
11 Storm Drain Inlet EA 80 $3,000 $240,000
12 Storm drain laterals, 12 inch RCP LF 4,000 $200 $800,000 13 Traffic signal mast arm and pole EA 4 $40,000 $160,000 14 Install Traffic Signal LS 1 $300,000 $300,000
15 Structure LS 1 $1,000,000 $1,000,000
16 Land Acqusition Costs SF 704,000 $2.87 $2,020,480
Legend: Subtotal $16,564,480
LS = Lump Sum Contingency @ 25% $4,141,120
EA = Each Construction Subtotal $20,705,600
LF = Linear Foot
SF = Square Foot
Project Total $15,529,200
2022-2023 CPI increase 3.2% $16,026,134
Note:

County staff input ‐ extra funds for the UPRR coordination & permitting ($1M per intersection).

And 40% increase to reflect ENR Construction Cost Index. Email from City to County staff, Thur, 10/4/2023
Z:\P2108275 - Patterson Regional TIF (Patterson)\2021 TIF Cost Estimates (T5)\2021 unit cost update (+Railroad crossing increase)\Master Plan Roadway Segment Cost - 2023 TIF Table 5 100423 Final

7.2.c
Packet Pg. 352 Attachment: Exhibit "B" - Advanced Mobility Group Regional Traffic Impact Fee (TIF) Report dated April 17, 2024 (Public Hearing to Approve City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Nubia Goldstein, City Attorney
MEETING DATE: October 15, 2024
ITEM NO: 8.1
SUBJECT: Adopt Resolution No. 2024-55 of the City Council of the City of Patterson, approving the Agreement between the City of Patterson (“City”) and Stanislaus County Sheriff’s Department (“County”) for the provision of the law enforcement services within the City’s boundaries, effective from July 1, 2024, through June 30, 2029, and authorize the City Manager to execute the agreement and any necessary amendments.

RECOMMENDATION
Motion to Adopt Resolution No. 2024-55 of the City Council of the City of Patterson, approving the Agreement between the City of Patterson (“City”) and Stanislaus County Sheriff’s Department (“County”) for the provision of the law enforcement services within the City’s boundaries, effective from July 1, 2024, through June 30, 2029, and authorize the City Manager to execute the agreement and any necessary amendments.

BACKGROUND
The City of Patterson desires to continue its contract with the Stanislaus County Sheriff’s Department to perform law enforcement services and functions within the City boundaries. This Agreement outlines the terms and conditions under which the County will provide the services.

ANALYSIS
The Agreement between the City and County for law enforcement services, effective July 1, 2024, through June 30, 2029, includes provisions for extension, termination within 180 days’ notice, and a transition plan for law enforcement responsibilities. The County will provide general and ancillary law enforcement services, dispatch services and monthly reports, while the City will retain any related revenues. The Agreement details annual reviews, compensation,

8.1 Packet Pg. 353
billing and the organizational structure with County personnel remaining as County employees.

Adjustments to service levels and costs are addressed through amendments and the County acts as an independent contractor throughout.

FISCAL IMPACT
The estimated annual cost for law enforcement services is detailed in Exhibit-B. The City budget includes the necessary allocations to cover the financial obligations.

CONCLUSION
Approval of this Agreement will ensure that the City continues to receive essential law enforcement services from the Stanislaus County Sheriff’s Department. This partnership will enhance public safety and community well-being.

Attachment:

1. Resolution No. 2024-55

2. Law Enforcement Contract

3. Exhibit-B

8.1 Packet Pg. 354
{CW140187.2}
RESOLUTION NO. 2024-55

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PATTERSON

APPROVING THE AGREEMENT FOR LAW ENFORCEMENT SERVICES WITH THE COUNTY OF STANISLAUS EFFECTIVE JULY 1, 2024.

WHEREAS, the City of Patterson desires to ensure the safety and security of its residents by contracting with the County of Stanislaus Sheriff’s Department for law enforcement services within its boundaries and the County agrees to provide the services pursuant to the terms and conditions set forth in the Agreement; and
WHEREAS, the parties have legal authority to enter into this Agreement pursuant to Article I, Chapter 1, Part 2, Division 1, Title 5, sections 556632 of the Government Code of the State of California; and
WHEREAS, the Agreement shall be effective from July 1, 2024, through June 30, 2029, with provisions for extension, termination, and a transition plan for law enforcement responsibilities; and
WHEREAS, the County shall provide general and ancillary law enforcement services within City limits, utilize the same dispatch services, and exclude services under Joint Power Agreements or task force MOUs, with annual reviews and adjustments as necessary; and WHEREAS, the Agreement includes compensation, billing procedures, and revenue retention details, with the County acting as independent contractor and County personnel remaining County employees.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Patterson as follows:

Section 1. The City Council hereby approves the Agreement for law enforcement services between the City of Patterson and the County of Stanislaus, effective July 1, 2024, through June 30, 2029.

Section 2. The City Manager is hereby authorized to execute the Agreement any necessary amendments on behalf of the City of Patterson Section 3. The City manager and City Staff are directed to take all necessary actions to implement the terms of the Agreement.

The foregoing resolution was passed by the City Council at a regular meeting held on the 15th day of October 2024, by _______________________, who moved its adoption, which motion was duly seconded by ______________________________________, and the resolution adopted by the following roll call vote:

8.1.a
Packet Pg. 355 Attachment: Resolution No. 2024-55 - Law Enforcement Services Base Agreement (CW140187-2) (City of Patterson Approving the Agreement {CW140187.2}
AYES:

NOES:

EXCUSED:

APPROVED:

___________________________________
Michael Clauzel
Mayor of the City of Patterson
ATTEST:
_______________________________
Aracely Alegre
City Clerk of the City of Patterson
I hereby certify that the foregoing is a full, correct, and true copy of a resolution passed by the City Council of the City of Patterson, a Municipal Corporation of the County of Stanislaus, State of California, at a regular meeting held on the 15th day of October 2024, and I further certify that said resolution is in full force and effect and has never been rescinded or modified.

DATED:
_______________________________
City Clerk of the City of Patterson

8.1.a
Packet Pg. 356 Attachment: Resolution No. 2024-55 - Law Enforcement Services Base Agreement (CW140187-2) (City of Patterson Approving the Agreement

STANISLAUS COUNTY

LAW ENFORCEMENT SERVICES

AGREEMENT
City of Patterson
July 2024 – June 2029

8.1.b
Packet Pg. 357 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services

STANISLAUS COUNTY

LAW ENFORCEMENT SERVICES

AGREEMENT
THIS AGREEMENT, is made and entered into by and between the County of Stanislaus, a political subdivision of the State of California (hereinafter referred to as “County”), and the City of Patterson, a municipal corporation, (hereinafter referred to as “City”), (the County and City are each sometimes referred to herein as a “Party,” and collectively as “Parties.”)

RECITALS
WHEREAS, City desires County to perform law enforcement services and functions within its boundaries; and
WHEREAS, County agrees to perform such law enforcement services and functions as described herein and pursuant to the terms and conditions hereinafter set forth; and WHEREAS, the parties to this Agreement have the legal authority to enter into this Agreement pursuant to the provisions of Article I, Chapter 1, Part 2, Division 1, Title 5, sections 51300, et seq., and Chapter 5, Division 7, Title 1, sections 6500, et seq., and section 55632 of the Government Code of the State of California.

NOW, THEREFORE, the parties hereto agree as follows:

1. Term. The Term of this Agreement shall be July 1, 2024, through June 30, 2029 (the “Term”) unless sooner terminated or extended as provided for herein. a. Extension. No later than six months prior to the expiration of the Term, the Parties shall meet and confer in good faith regarding the extension of the Term. If the negotiations are not completed, the Sheriff is authorized to extend this Agreement for two terms of three months each.

2. Termination. Either Party may terminate this Agreement, without cause, upon 180 days written notice to the other Party.
a. Transition Plan. Upon expiration of the Term or upon receipt of notice of termination, the Parties shall prepare and implement a transition plan that quickly and orderly transitions the law enforcement responsibilities from the County to the City. The transition plan should be completed no later than three months following the termination date. The transition plan may identify and address personnel, equipment, workload, on-going investigations, and any other issues related to the transition. The City and County shall agree to the cost of developing and implementing the transition plan and the City shall pay the agreed upon amount.

3. Law Enforcement Services.
a. County shall provide, within the corporate limits of the City, general law enforcement services and functions of the type coming within the jurisdiction of, and customarily rendered by, the Stanislaus County Sheriff under the statues of the State of California, 1 City of Patterson
2024-2029

8.1.b
Packet Pg. 358 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services and under the municipal codes of the City. The County shall provide only those general law enforcement services set forth in the General Law Enforcement Services Request attached hereto as Exhibit A.
b. Ancillary Services. Sheriff’s units related to the following services will be provided to City as an integral part of the law enforcement services described above and are included in the cost of such services. These services include but are not limited to:

Case, property and records management, crime scene identification, administration, information technology, backgrounds, internal affairs, human resources, reserve program, payroll, finance and training.
c. Additional Ancillary Services. The following services are provided to the City as needed as an adjunct to the Law Enforcement Services described above at no additional cost:

Special Weapons and Tactics (SWAT), Air Support Unit (ASU), Bomb Team, Major Accident Investigations Team (MAIT) and Hostage Negotiations Team (HNT). d. Dispatch Services. The City shall use the same dispatch services utilized by the Sheriff and the City’s proportionate share will be allocated in this agreement. e. Excluded Services. Any services of which the County may be a party such as Joint Power Agreements (JPA’s) or task force MOU’s, such as, Sheriff’s Investigation Unit (SIU), StanCATT and HIDTA.
f. No later than July 1 of each year, the City and the County shall sign new Exhibits A & B and attach them to this Agreement as an amendment. The City may request a change in the level of service at any time by submitting a written request to the County. County will meet and confer with the City to discuss the change within 30 days of the request making a reasonable effort to accommodate the service level change and, if appropriate, prepare new Exhibits for signature by the Parties, which shall be attached as an amendment hereto.
g. If the City is unable to fund this Agreement in its entirety, the City will notify the County in writing at least 60 days prior to any proposed changes regarding the level of service set forth in Exhibit A. The County will make a reasonable effort to accommodate the service level changes requested by the City.

4. Reporting.
a. Activity Reports. Each month the County will provide standard reports to the City through the Chief of Police, reporting the monthly statistical crime, response and community policing information occurring within the City limits. The parties shall meet and confer regarding the content of the monthly reports. b. Media Releases. The County may prepare news releases concerning major crime investigations within the City and will send a copy of the release to the City within a reasonable time prior to its release to news outlets.

5. Compensation.
2 City of Patterson
2024-2029

8.1.b
Packet Pg. 359 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services a. Contract Amount.
i. City shall pay for County’s actual cost to provide the City the general law enforcement services set forth in Exhibits A & B. The term “actual cost” includes the cost associated with absences from work due to sick, vacation, special accrued leave time (SALT), holiday, training and disability leaves or other leaves. The City shall pay its share of the accumulated leave accrual for any employee who leaves the County based upon the percentage of time assigned to the City of the total actual leave accrual.

1. County has historically not charged administrative overhead costs incurred by the County required to provide services to the City. These costs include, but are not limited to administration, information technology, internal affairs, human resources, backgrounds, payroll, finance, property and evidence, records and crime scene identification.

Although the County is not at this time requesting the City to pay these administrative overhead costs, the County may require these costs be paid in the future. If the County requires these costs during the term of this Agreement, the parties shall meet and confer, and the costs would be capped at two percent of the budgeted salary and benefit and services and supplies costs as stated in Exhibit B.
ii. The City shall compensate the County for its services under this Agreement at the rates and in the estimated annual amount forth on Exhibit B, (the “Annual Contract Amount”). At the close of each fiscal year, County shall re-establish the rates and the estimated Annual Contract Amount and revise Exhibit B accordingly.
iii. In the event salaries, wages and benefits of the County officers and employees are changed at a time not coincident with the close of the fiscal year, the rates for salaries and wages set forth in Exhibit B and the rates and estimated Annual Contract Amount shall be readjusted to reflect the appropriate rates. In the event insurance costs for County’s liability or workers’ compensation programs are changed at a time not coincident with the close of the fiscal year, the reimbursement rates for County’s liability program set for in Exhibit B shall be readjusted to reflect the appropriate amounts, which the City shall pay effective 30 days after written notification to City.
iv. City shall pay the County’s insurance costs attributable to the services provided under this Agreement, including but not limited to, general liability, selfinsurance, unemployment and worker compensation. b. Billing.
i. 30 days after the close of each calendar month, County shall deliver to City a statement covering the actual costs of the prior month and City shall pay County the amount stated thereon within 30 days after receipt of the statement. 3 City of Patterson
2024-2029

8.1.b
Packet Pg. 360 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services ii. Notwithstanding any provision of law to the contrary, including, but not limited to section 907 of the California Government Code. If any amount due to County from City is not received by County within 30 days after the date of billing, County may satisfy such indebtedness from any and all funds of City collected by County, after making a reasonable effort to communicate with the City verbally and after giving written notice to City of County’s intention to do so.

6. Revenues.
a. All revenue currently received by the City as revenue pertaining to police services or generated by police services will continue to be City revenue except for the sources listed below.
i. Due to changes to the Guide of Equitable Sharing for State, Local and Tribal Law Enforcement Agencies, cities that contract with police services will no longer be eligible to use the City’s NCIC number and hold funds for asset forfeiture purposes. County will model the same process for any State Forfeiture cases.

City agrees all equitable sharing funds will be retained by the County for law enforcement related expenses. County will make a good faith effort to use asset forfeiture funds towards equipment or other law enforcement needs in the City that those funds were seized. The use of asset forfeiture funds shall be in strict accordance with state and federal statutes and regulations governing the use of such funds.
ii. If there are Sheriff services conducted above and beyond the base agreement for cannabis related cases inside the City limits, the County will absorb the costs into the County’s Cannabis Program. If the City collects any fees or fines related to the case, the City will reimburse the County for the actual costs associated minus a 10% administrative fee for the City.

7. Organization. County will provide the services to be performed herein through the following staffing:
a. Chief of Police.
i. Appointment Process: The position of Chief of Police will be filled in accordance with County policy and employee collective bargaining unit contracts. The County shall provide a list of Lieutenants qualified to serve as the Chief of Police for the City. The City may interview the candidate(s) and provide the County with the City’s recommendation of the candidate to be appointed as the Chief of Police. After considering the recommendations of the City, the County will assign a Lieutenant who will act as the Chief of Police (the “Chief of Police”).

The term of the Chief assignment is three (3) years. This assignment may be extended for an additional year beyond the identified term based on mutual agreement of both parties. If the City requests a position other than a Lieutenant to serve as Chief of Police, the structure and position change will need to have mutual agreement of both parties with Board of Supervisor and City Council final approval.
4 City of Patterson
2024-2029

8.1.b
Packet Pg. 361 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services ii. Replacement Process. The County may replace the Chief of Police after 90 days written notice to the City. The County will remove the Chief of Police within 30 days of receipt of a written request from the City stating the reasonable cause for said request. Upon the City’s request, the County shall temporarily appoint a person as acting Chief of Police and fill a vacant Chief of Police position within 60 days of receipt of the City’s request and in accordance with County policy and employee collective bargaining unit contracts as described in 7(a)(i). iii. Service Expectations. The Chief of Police will generally manage law enforcement activities on behalf of the City. The Chief of Police will coordinate the delivery of law enforcement services under this Agreement and manage and supervise the personnel assigned to provide law enforcement services to the City. The Chief of Police, or designee, will attend all City Council meetings and will be available to City Staff at all reasonable times. The Chief of Police will meet with City officials on a periodic basis, the frequency of which will be determined by the City, to assure local control over the quality and service and to identify goals and programs to create a safer community. b. Assigned Sergeants. In addition to the Chief of Police, the County will assign one or more Sergeants to work within the City to assist the Chief of Police with the supervision of other assigned personnel, and to provide law enforcement services to the City. The number of Sergeants assigned shall be indicated in Exhibit A. The term of the assignment will be consistent with the Stanislaus County Sheriff’s Supervisors Association (SCSSA) MOU or as agreed upon by all parties. c. Assigned Deputies. The County shall assign Deputy Sheriffs to provide law enforcement services to the City, in the number indicated in Exhibit A. The term of the assignment will be consistent with the Stanislaus Sworn Deputy Association (SSDA) MOU or as agreed upon by all parties.
d. Other Staff. The County shall assign other departmental staff necessary to provide the law enforcement services required to be performed herein as indicated in Exhibit A. The term of the assignment will be consistent with each bargaining unit’s MOU or as agreed upon by all parties.

8. Administration of Personnel.
a. Independent Contractor. The County is acting as an independent contractor under this Agreement so that:
i. This agreement does not create any relationship of employer or employee, or principal and agent between City and County or any of County’s agents or employees. All persons employed in the performance of this Agreement shall be employees of County for all purposes. No person employed by County hereunder shall have any status, right or privilege of City employees, including, but not limited to, City pension, or City civil service. 5 City of Patterson
2024-2029

8.1.b
Packet Pg. 362 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services ii. No officer, employee or department of County shall perform for City any law enforcement service or function not coming within the scope of the duties of such officer, employee or department in performing such services or functions for County.
iii. The planning, organization, scheduling, direction, supervision, standards of performance and discipline of Sheriff’s personnel and all other matters incidental to the delivery of general Law Enforcement Services to the City shall be at the sole discretion of the County and the Sheriff. The Sheriff shall retain exclusive authority over the activities of his or her personnel and equipment working in the City.
iv. The night, day and evening patrol, supervisory and clerical shifts shall be established by the Sheriff after consultation with the City Manager. v. All employment matters relating to County employees assigned to the City will be handled in accordance with County policy and procedures and employee bargaining unit contracts, including, but no limited to, officer complaints, discipline, promotion and duty assignments.
vi. Any pay for performance review of County personnel assigned to provide services under this Agreement shall follow the procedures of the County and the Stanislaus County Sheriff’s Management Association (SCSMA). The City may participate in the performance reviews of the assigned Chief of Police as an evaluator, by notifying the County of their assignment of one or more of the following participants or their designee: The City Manager, the Mayor, or City Council member.
vii. The Sheriff shall give prompt consideration to all requests of the City regarding the delivery of general Law Enforcement Services. The Sheriff shall make every effort to comply with these requests if they are considered within good law enforcement practices.
viii. In the event of a dispute between parties regarding the extent of the duties and functions to be rendered or the minimum level or manner of performance of such services, the determination made by the Sheriff shall be final and conclusive.
b. City’s Right to Request Replacement Personnel. The City shall have the right to request the County to replace County personnel assigned to provide services under this Agreement, provided such request is made for reasonable cause. c. Sick Leave Temporary Replacement. If an assigned employee is absent from duty due to illness or injury for longer than 80 consecutive hours, the County may provide a replacement if available in accordance with Exhibit A.
d. Disciplinary Temporary Replacement. If an assigned employee is absent from duty due to a disciplinary action for longer than 24 hours, the County may provide a replacement in accordance with Exhibit A.
6 City of Patterson
2024-2029

8.1.b
Packet Pg. 363 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services e. Annual Leave. If an assigned employee is absent from duty for annual leave, a planned absence, or an unplanned absence, for a period of 80 consecutive hours, the County may provide a temporary replacement until such time as the assigned employee is able to return to duty.
f. Vacancies. Any vacancies will be filled using the County’s procedures for filling vacancies within the Sheriff’s Office as defined in Department policy or Personnel Memorandum of Understanding (MOUs). New officers assigned will receive appropriate orientation regarding special characteristics and needs to City. The term of an employee’s assignment will comply with the applicable Personnel MOU. g. Staffing. The County shall ensure that a minimum of one patrol deputy (the “Primary Patrol”) is on duty within the City limits at all times, except when the deputy is out of the City to transport a prisoner to the County detention facility, attend court, completing a traffic stop that begins in and terminates out of the City limits or when providing backup or mutual aid to another law enforcement officer or at the direction of the Sheriff or designee.
i. Temporary staffing absences of the Primary Patrol deputy will be filled with existing City Police Services deputies and if none is available, then with Sheriff deputies on straight time, and if none is available, Sheriff deputies on overtime. ii. All personnel assigned to the City, including the Primary Patrol deputy, may assist with incidents outside the City limits involving critical and life-threatening situations. However, if a critical incident occurs in the City while the personnel are assisting outside the City limits, the County will either dispatch additional forces to the City or will release the assigned personnel to respond. h. Staffing Shortage. Should the Sheriff declare a Deputy Sheriff staffing shortage, Sheriff staff will meet and confer in good faith with the City Managers to discuss a temporary adjusted staffing plan for the cities to help mitigate county wide impacts of the staffing shortage. The plan will ensure that safety is maintained and that the impact of the staffing shortage is equitable between cities. The plan will consider City population, total allocated positions and the officer to population ratio for each city. The Sheriff will have the ultimate authority for staffing changes and will report any long-term shift deployment changes related to a staffing shortage to the City Council including any anticipated savings to the city in associated salary costs.

9. City Responsibilities. In support of the County providing the law enforcement services described herein, the City promises:
a. Municipal Authority. The City hereby confers municipal police authority on such County employees as might be engaged in enforcing City ordinances with City boundaries. b. Criminal Justice Services. The City shall provide the criminal justice system services necessary to support this Agreement attributable to the enforcement of state and municipal laws within the City.
7 City of Patterson
2024-2029

8.1.b
Packet Pg. 364 Attachment: Patterson Law Enforcement Contract 2024 signatures (City of Patterson Approving the Agreement for Law Enforcement Services c. Supplies. The City shall supply at its own cost and expense any special stationery, supplies, notices, forms, logos, insignias, name tags, badges and/or uniforms which are to be issued in the name of the City.
d. Facilities. The City shall furnish at its own cost and expense office space reasonably deemed necessary by the Sheriff to provide the law enforcement services herein described and all furniture and furnishing, office supplies, janitorial service, HVAC, upkeep and maintenance, and utilities.

10. Equipment and Vehicles.
a. Vehicles.
i. Pursuant to the first contract between the County and City for law enforcement services, the City transferred title to certain vehicles and installed equipment to the County. The original vehicles and their replacements are identified in the original agreement that was entered into and will remain on file by both County and City.
ii. Under termination of this Agreement the County will transfer to the City title for vehicles like those identified as the vehicles originally transferred to the County, excluding any enhancements added to the vehicle and paid for by the County.

Similar vehicles are defined as a vehicle having the same functionality, upgrades and mileage within ±5,000 miles of the current mileage of the vehicle in use.

Any vehicle being leased by the County at the time of termination that is assigned to City, will not be replaced but the City will be provided the option of taking over the lease from County if no other similar vehicle is available. iii. Vehicle ownership will be retained by the entity (City or County) that purchase the vehicle and is currently carrying ownership via the vehicle registration with the exception of vehicles transferred by City to County in original agreement for law enforcement services.
iv. Vehicles shall be used to provide law enforcement services at the discretion of the Sheriff or designee and in compliance with the Sheriff’s Office policies. City markings with any decal or special signage is allowable if approved by the Chief of Police.
v. The City shall reimburse the County for the actual cost to operate any vehicle used in the performance of the law enforcement services provided herein, (herein after the “Vehicle Cost Reimbursement”). The cost included in the Vehicle Cost Reimbursement amount includes but is not limited to fuel maintenance, replacement costs, financing costs, fleet services and costs of insurance. A flat rate will be calculated by the average number of miles driven and the County’s Fleet Services operating cost rate.
vi. County shall invoice City monthly for Vehicle Cost Reimbursement. The estimated Vehicle Cost Reimbursement will be computed annually on an 8 City of Patterson
2024-2029