Patterson City Council
November 19, 2024

City of Patterson Page 1 Updated 11/14/2024 3:19 PM
Agenda
City of Patterson
City Council Regular Meeting
November 19, 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 11/14/2024 3:19 PM
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. Proclamation

4.1. Proclamation - Veteran & Military Families Month (November) - (Mayor Clauzel)
Announcement
The City of Patterson is finalizing preparations of the Draft Housing Element Update.

The Community Development Department invites members the public to review and comment upon this important housing policy document by visiting the City’s website (https://www.pattersonca.gov/CivicAlerts.aspx?AID=522 ). Please contact Bryan Stice, Community Development Director at [email protected] with any additional questions.

5. 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.

6. Consent Calendar
City of Patterson Page 3 Updated 11/14/2024 3:19 PM
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.

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 - October 15, 2024 (7:00 PM)

6.3. Approve Minutes of Special Meeting/Closed Session - October 22, 2024 (5:00 PM)

6.4. Approve Second Reading and Adoption 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.

6.5. Approve Resolution No. 2024-60 A Resolution of the City Council of the City of Patterson, Authorizing the Third Amendment to the Northern Delta-Mendota Region Sustainable Groundwater Management Act Services Activity Agreement and Consent of SS-MOA Participants.

6.6. Accept all bids for the Well #8 Tank Recoating Project, award construction to Farr Construction dba Resource Development Company, authorize Staff to execute the Contract and authorize the Finance Department to make the necessary budget adjustment for an additional appropriation in the amount of $966,638.

6.7. Adopt Resolution No. 2024-66 approving the 2024 Patterson Downtown Master Plan (November 2024) and the Addendum to Final Environmental Impact Report (FEIR).

6.8. Approve Resolution No. 2024-61 A Resolution of the City Council of the City of Patterson, Authorizing the Amended and Restated Cost Sharing Agreement for Delta Mendota Subbasin Coordination.

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

6.10. Approve Resolution No. 2024-67 and Authorize the City Manager to execute the Operation & Maintenance Agreement with ENGIE Services U.S. for the monitoring and maintenance of the City’s solar energy facilities.

7. Presentation

7.1. Public Works Department - Presentation to Honor Patterson’s Hometown Heroes for Year 2023-24. (Assistant City Manager Willett).

7.2. Engineering, Building, and Capital Projects - Presentation reviewing the final conceptual design for the Centennial Park Project (Milton Design Group).

8. Presentation/Action Item
City of Patterson Page 4 Updated 11/14/2024 3:19 PM

8.1. Interim City Manager - Adopt the City's 2024 - 2028 Strategic Plan.

Staff Report: Interim City Manager Ulloa
Council: Motion to Adopt the City's 2024 - 2028 Strategic Plan.

9. Public Hearing

9.1. Public Works Department - Approve Resolution No. 2024-62 A Resolution of the City Council of the City of Patterson, Adopting the Delta Mendota 2024 (Single) Groundwater Sustainability Plan.

Staff Report: Assistant City Manager Willett
Mayor: Open/Close Public Hearing
Council: Motion to Approve Resolution No. 2024-62 A Resolution of the City Council of the City of Patterson, Adopting the Delta Mendota 2024 (Single) Groundwater Sustainability Plan.

9.2. Public Works Department - Approve Resolution No. 2024-63 Declaring the Results of the Proposition 218 Protest Proceeding for the New Five-Year Solid Waste Rate Schedule, Beginning January 1, 2025.

Staff Report: Assistant City Manager Willett
Mayor: Open/Close Public Hearing
City Clerk: Announce the Results of Protest Votes Received Council: Motion Approve Resolution No. 2024-63 Declaring the Results of the Proposition 218 Protest Proceeding for the New Five-Year Solid Waste Rate Schedule, Beginning January 1, 2025.

9.3. City Attorney - Approve First Reading and Introduction of Ordinance No. 878 Reading by Title only, Waiving Further Reading an Ordinance of the City Council of the City of Patterson Amending Chapter 16.44 of the Patterson Municipal Code (Dedication-Park and Recreation) to Update the City’s Quimby Ordinance; and Adopt Resolution No. 2024-65 Updating the Parkland In-Lieu Fee Charged to Subdivisions, Consistent with the City’s Existing Parkland Standard.

Staff Report: City Attorney Nubia Goldstein
Mayor: Open/Close Public Hearing
City of Patterson Page 5 Updated 11/14/2024 3:19 PM
Council: Motion to Approve First Reading and Introduction of Ordinance No. 878 Reading by Title only, Waiving Further Reading an Ordinance of the City Council of the City of Patterson Amending Chapter 16.44 of the Patterson Municipal Code (Dedication-Park and Recreation) to Update the City’s Quimby Ordinance; and Adopt Resolution No. 2024-65 Updating the Parkland In-Lieu Fee Charged to Subdivisions, Consistent with the City’s Existing Parkland Standard.

9.4 City Attorney - (Continued to December 3, 2024 Council Meeting) Approve First Reading and Introduction of Ordinance No. XX, Adding Chapter 9.54, Protection of Critical Infrastructure, To Title 9, Public Peace, Morals and Welfare, of the Patterson Municipal Code.

9.5 City Attorney – (Continued to December 3, 2024 Council Meeting) Approve First Reading and Introduction of Ordinance No. XX Adding Chapter 9.50, Camping Within City Limits, to Title 9, Public Peace, Morals, and Welfare; Amending Chapter 12.24, Park Regulations, of Title 12, Streets and Other Public Places; Amending Section 6.12.030, Depositing or Burying of Garbage Prohibited – Exceptions, of Chapter 6.12, Garbage Removal, of Title 6, Health and Safety; and Amending Section 9.43,040 Abatement, of Chapter 9.43, Health and Hygiene, of Title 9, Peace, Morals and Welfare of the Patterson Municipal Code.

10. City Staff Reports

10.1. City Attorney - Adopt Resolution No. 2024-64 to Approve the Subdivision Improvement Agreement with Self-Help Enterprises and to accept the Final Map for Phase 3 of the Stonegate Shire Project.

Staff Report: City Attorney Nubia Goldstein
Council: Motion to Adopt Resolution No. 2024-64 to Approve the Subdivision Improvement Agreement with Self-Help Enterprises and to accept the Final Map for Phase 3 of the Stonegate Shire Project.

11. 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) City of Patterson Page 6 Updated 11/14/2024 3:19 PM
C. Councilmember Farinha
. 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)
. Workforce Development Board (Mayor Clauzel alternate) E. 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)

12. Other Matters

13. 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 Nov. 14, 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 14th day of November 2024
/s/ Aracely Alegre, CMC
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: November 19, 2024
ITEM NO: 4.1
SUBJECT: Proclamation - Veteran & Military Families Month (November 2024) - (Mayor Clauzel)
This item is informational. No action needed.

4.1 Packet Pg. 7
Proclamation
Veterans & Military Families Month
November 2024
WHEREAS, November was first declared as Military Family Month in 1996, and since then, this month has become a time to honor the tremendous sacrifices made by our military families.

These families endure long separations, adapt to new living situations, and integrate into new communities. They embody strength, resilience, and courage; and WHEREAS, we join together with our community to recognize the extraordinary men and women whose selfless service has safeguarded our nation’s most cherished freedoms. Their sacrifices are woven into the very fabric of our society, serving as a constant reminder of the courage it takes to preserve liberty; and
WHEREAS, many veterans carry painful memories and bear physical and emotional scars from their service. We remain steadfast in remembering our veterans who face mental health challenges and the military families that have endured loss; and WHEREAS, it is fitting to recognize the important role of military families who support our troops, foster a sense of unity, and embody the values of loyalty and service; WHEREAS, families provide invaluable encouragement and support to our Servicemembers, managing the home front while their loved ones are deployed. As we approach the winter holiday season, when families across the globe come together, we pay special tribute to our deployed forces and their families; and
NOW, THEREFORE, the City Council of the City of Patterson hereby proclaims November 2024 as "Veterans and Military Families Month" and calls upon the Patterson community to celebrate the indomitable spirit of our heroes. We reaffirm our commitment to them, ensuring that their service is never forgotten, and their contributions are always cherished.

IN WITNESS, HEREOF, I have hereunto set my hand and caused the official seal of the City of Patterson to be affixed this 19th day of November 2024. ____________________________
Michael Clauzel, Mayor

4.1.a
Packet Pg. 8
Attachment: Veterans & Military Families Month November 2024 (Proclamation - Veteran & Military Families Month November 2024 - (Mayor City of Patterson Page 1 Updated 10/23/2024 12:47 PM
City Of Patterson
Regular Meeting Minutes
October 15, 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 Present
Jessica Romero District B Present
Dominic Farinha District C Excused
Carlos Roque District D Present
The regular meeting of the City Council of the City of Patterson of October 15, 2024 was called to order in the City of Patterson at 7:01 p.m. by Mayor Clauzel.

City Staff Present:

Interim City Manager Ulloa
Assistant City Manager Willett
City Attorney Goldstein
Finance Director Riedeman
Parks, Recreation & Community Services Director Weaver
Human Resources Director Guillory-Jones
Fire Chief Frye
Community Development Director Stice
City Planner Andrews
Police Chief Casey
Police Chief Clayton
Deputy City Clerk Mandujano
City Clerk Alegre

2. Pledge of Allegiance

6.2 Packet Pg. 9
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 2 Updated 10/23/2024 12:47 PM

3. Statements of Conflict
None.

4. Items from the Public
Mr. Gonzales, Patterson Resident - addressed the City Council regarding the need for Patterson to establish its own police department. He also requested clarification on funding for certain programs.

Jacqueline Sudduth, Patterson Resident - raised concerns about parking issues, specifically accessible/handicap parking in front of her home.

Gavin Klein, Field Representative with the Office of Congressman Duarte- provided the City Council with a legislative update.

Justin Farkas, Field Representative with the Office of Assemblyman Alanis - provided the City Council with a legislative update.

Blake, with Boy Scouts Troop 51 - addressed the City Council regarding the Downtown Master Plan, requesting consideration for the installation of flagpoles in front of businesses.

5. Consent Calendar
Parks, Recreation & Community Services Director requested to pull Item No. 5.5 to provide an updated map and staff report to include updated road closures at the November 19th regular city council meeting.

Councilmember Alves motioned to approve the Consent Calendar Item Nos. 5.1 through 5.7 with the exception of Item No. 5.5. The motion was seconded by Mayor Pro Tem Roque and unanimously approved by a 4-0 roll call vote.

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

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

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

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

6.2 Packet Pg. 10
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 3 Updated 10/23/2024 12:47 PM

6. Presentation
Mayor Clauzel presented a proclamation and plaque to outgoing Police Chief Clayton City Clerk Alegre administered the appointment and Oath of Office to newly appointed Patterson Police Chief Hill.

Mayor Clauzel announced the pinning ceremony for Police Chief Hill.

At 7:35 p.m. Mayor Clauzel called for a 15-minute recess.

At 7:51 p.m. Mayor Clauzel reconvened the meeting.

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.

Community Development Director Stice reviewed his report.

Consultants with RRM and Design group reviewed their presentation.

Staff requested the adoption of the Draft Master Plan, incorporating changes and edits as presented to the City Council.

At 8:37 p.m. Mayor Clauzel opened the Public Hearing.

Kandace Weyhrauch, Patterson Resident - addressed the City Council in support of item 7.1.

At 8:40 p.m., with no further public comments, Mayor Clauzel closed the Public Hearing.

Mayor Pro Tem Roque motioned to Adopt the City of Patterson Downtown Master Plan and the corresponding CEQA Addendum to the City of Patterson 2010 General Plan EIR, as amended with errata changes as presented to the City Council. The motion was seconded by Councilmember Alves and unanimously approved by a 4-1-0 roll call vote.

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

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.

Assistant City Manager Willett reviewed his report.

6.2 Packet Pg. 11
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 4 Updated 10/23/2024 12:47 PM
Carlos Villareal, Consultant with Willdan financial reviewed his presentation.

City Council Discussion:
- Question raised regarding the comparison of other cities in the study that were not within the county.
- Clarification sought on who is responsible for paying the impact fees.

City Planner Andrews reviewed his report.

Christopher Thnay, Consultant with Advanced Mobility Group, reviewed his presentation.

City Council Discussion:
- Clarification requested regarding the TIFF allocations, which projected $18M, with a new projection of $13M.
- Clarification requested on percentage changes displayed on the "Findings" slide.

At 9:16 p.m., Mayor Clauzel opened the Public Hearing.

Pat Maisetti, Former Patterson Resident – addressed the City Council in support of the item.

At 9:18 p.m., with no further public comments, Mayor Clauzel closed the Public Hearing.

City Council Discussion:
-A question was raised regarding the last time these fees were updated.

Mayor Pro Tem Roque motioned 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.

The motion was seconded by Councilmember Romero and unanimously approved by a 4-1-0 roll call vote.

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

8. City Staff Reports

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.

6.2 Packet Pg. 12
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 5 Updated 10/23/2024 12:47 PM
City Attorney Goldstein reviewed her staff report.

At 9:25 p.m., Mayor Clauzel opened public comment.

Mr. Gonzales, Patterson Resident – expressed opposition to a five-year agreement and reiterated the need for the City to establish its own police department, citing concerns over the length of the agreement.

At 9:27 p.m., with no further comments, Mayor Clauzel closed public comment.

City Council Discussion:
- A cost-benefit analysis was discussed, highlighting potential savings by maintaining a contract with the county.
- Concerns were raised about response times and the new contract. - Budgetary concerns related to establishing an independent police department were also discussed.

Councilmember Romero motioned 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 the Stanislaus County Sheriff's Department ("County") for the provision of law enforcement services within the City’s boundaries, effective from July 1, 2024, through June 30, 2029, and authorizing the City Manager to execute the agreement and any necessary amendments. The motion was seconded by Mayor Pro Tem Roque and unanimously approved by a 4-1-0 roll call vote.

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

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
By a 4-1-0 consensus of the City Council, the following members were appointed to the specified terms:
1-year term (2024-2025):
- Catherine Ferreira
- Marcine Reed
2-year term (2024-2026):

6.2 Packet Pg. 13
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 6 Updated 10/23/2024 12:47 PM
- Sherril Lex
- Cynthia Homen
- Richard Reiller
B. Councilmember Alves
Nothing to report.
. Stanislaus Homeless Alliance (Councilmember Roque alternate) . Stanislaus County Hazardous Waste Advisory Committee (Councilmember Farinha alternate)
C. Councilmember Romero
Nothing to report.
. 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
Mayor Pro Tem Roque provided a Stanislaus County Economic Development Action Committee 2023/2028 plan update.
. (EDAC) Stanislaus County Economic Development Action Committee (Mayor Clauzel alternate)
. Workforce Development Board (Mayor Clauzel alternate) F. 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)

10. Other Matters
Councilmember Alves commended the Parks, Recreation and Community Services Department for organizing new events and enhancing social media outreach. She also highlighted available funding for businesses to renovate their storefronts.

Councilmember Romero reminded the public of the upcoming Volunteer Firefighter Pancake Breakfast Fundraiser scheduled for Sunday, October 20th.

6.2 Packet Pg. 14
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 7 Updated 10/23/2024 12:47 PM
Interim City Manager Ulloa announced that the November 5th City Council meeting would be canceled due to Election Day.

Mayor Clauzel requested a cost analysis for the creation of a Patterson Police Department.

Mayor Pro Tem Roque raised a question regarding consulting services, asking whether certain tasks could be handled internally by staff instead of outsourcing.

Mayor Clauzel requested a moment of silence in honor of breast cancer awareness and its victims.

11. Adjournment
There being no further business, the regular meeting of the City Council of the City of Patterson of October 15, 2024 was adjourned at 9:43 p.m.

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

6.2 Packet Pg. 15
Minutes Acceptance: Minutes of Oct 15, 2024 7:00 PM (Consent Calendar) City of Patterson Page 1 Updated 10/23/2024 9:13 AM
City Of Patterson
Special Meeting/Closed Session Minutes
October 22, 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 Present
Jessica Romero District B Present
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 to order in the City of Patterson, City Council Chambers, I Plaza, Patterson at 5:02 p.m. by Mayor Clauzel.

City Staff Present:

Interim City Manager Ulloa
Assistant City Manager Willett
City Attorney Goldstein
Deputy City Attorney White
The City Council will adjourn to Closed Session to address the following:
a. Public Employment (Government Code section 54957) Title: Interim City Manager b Conference with Legal Counsel – Existing Litigation (Gov. Code, § 54956.9) Name of Case: (Patterson Irrigation District, et al. v. City of Patterson, Alameda County Superior Court, Case No.: 23CV028091)
c. Conference with Legal Counsel – Existing Litigation (Gov. Code, § 54956.9) Name of Case: (Keystone Ranch LLC v. City of Patterson, et al., Stanislaus County Superior Court, Case No.: CV-24-003269)

6.3 Packet Pg. 16
Minutes Acceptance: Minutes of Oct 22, 2024 5:00 PM (Consent Calendar) City of Patterson Page 2 Updated 10/23/2024 9:13 AM
d. Conference with Legal Counsel – Anticipated Litigation Significant exposure to litigation pursuant to Gov. Code, § 54956.9(d): (1 case)

2. Statements of Conflict
None.

3. Items from the Public
None.

4. Adjourn to Closed Session
At 5:03 p.m. there being no items from the public, the Patterson City Council adjourned to Closed Session.

5. Report from Closed Session (if any)
Mayor Clauzel announced there was no reportable action regarding Items No. 1a. through 1d.

6. Adjournment
There being no further business, the special (closed session) meeting of the City Council of the City of Patterson of October 22, 2024, was adjourned at 8:18 p.m.

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

6.3 Packet Pg. 17
Minutes Acceptance: Minutes of Oct 22, 2024 5:00 PM (Consent Calendar) 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: November 19, 2024
ITEM NO: 6.4
SUBJECT: Approve Second Reading and Adoption 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.

RECOMMENDATION
Motion to Approve Second Reading and Adoption 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.

BACKGROUND
Motion to Approve Second Reading of Ordinance No. 877, Reading by title only, waiving further reading.

Motion to Adopt Ordinance No. 877, Reading by title only, waiving further reading.

ANALYSIS
On October 1, 2024 the City Council approved the First reading and Introduction of Ordinance No. 877 in regards to approve an Amended and Restated Development Agreement for the “Cali Kosher” cannabis dispensary located at 520 Park Center Drive. Staff is now requesting for the City Council to approved the second reading and adoption of Ordinance No. 877, with no changes as presented and hereto attached.

6.4 Packet Pg. 18
{CW136657.3}
ORDINANCE NO. 877

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PATTERSON

APPROVING AN AMENDED AND RESTATED DEVELOPMENT AGREEMENT FOR THE “CALI KOSHER” CANNABIS DISPENSARY LOCATED AT 520 PARK CENTER DRIVE
WHEREAS, to strengthen the public planning process, encourage private participation in comprehensive planning and reduce the economic risk of development, the California Legislature adopted Government Code section 65864 et seq. (the “Development Agreement Statute”), which authorizes the City and an individual with an interest in real property to enter into a development agreement that establishes certain development rights in real property; and WHEREAS, pursuant to Chapter 6.56 of the Patterson Municipal Code, all cannabis businesses operating in the City are required to enter into a development agreement with the City; and
WHEREAS, Darron Silva is the owner of the property located at 520 Park Center Drive, Patterson, CA 95363 (APN 021-088-016) (the “Property”); and WHEREAS, “Cali Kosher” is a cannabis dispensary conducting business at the Property (the “Project”); and
WHEREAS, on December 5, 2017, Darron Silva and JDI Farms (a non-profit mutual benefit corporation) first entered into a Development Agreement establishing certain terms for development and operation of the Project (pursuant to Ordinance No. 810 adopted on December 5, 2017), and as later amended by that First Amendment to the Development Agreement dated December 4, 2018 (pursuant to Ordinance No. 832 adopted on December 4, 2018); and WHEREAS, on May 10, 2018, the City’s Planning Commission approved Conditional Use Permit #17-20 and Architectural & Site Plan Review #17-05 for the Project (Planning Commission Resolution No. 2018-06); and
WHEREAS, Green Catalyst Enterprises (a California corporation), as the successor to JDI Farms, is now the tenant at the Property and the operator of the Project. Darron Silva and Green Catalyst Enterprises may collectively be referred to herein as “Developer”; and WHEREAS, the City and the Developer desire to make certain updates and amendments to the Development Agreement (“Restated Development Agreement”), as provided in Exhibit A attached and incorporated hereto; and

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Attachment: Ordinance No. 877 Amended and Restated Development Agreement Green Catalyst Enterprises (Cali Kosher) (2nd Reading and {CW136657.3}
WHEREAS, on August 22, 2024, the Planning Commission reviewed the proposed Restated Development Agreement and provided its recommendations to the City Council; and WHEREAS, no development is proposed in conjunction with this Restated Development Agreement. Approval of the Restated Development Agreement is not considered a project pursuant to the California Environmental Quality Act (“CEQA”), and this action would further be exempt from CEQA under the Existing Facilities exemption (CEQA Guidelines, § 15301); and WHEREAS, the City Council, based on its independent review and analysis of City staff’s recommendations, oral and written testimony, and the record as a whole, finds after due study, deliberation, and public hearing, and based on its independent judgment, that the following circumstances exist:

1. The Restated Development Agreement is consistent with the objectives, policies, general land uses, and programs specified in the City’s General Plan. The Restated Development Agreement allows for development and operation of the Project consistent with the existing General Plan designation and policies (Light Industrial).

2. The Restated Development Agreement is consistent with the zoning for the Property.

The Restated Development Agreement would allow for development and operation of the Project consistent with current zoning district applied to the Property (West Patterson Light Industrial).

3. The Restated Development Agreement will provide for the orderly development of the Property; will preserve surrounding property values; conforms to the public convenience and good land use practices; will not be detrimental to the health, safety, and general welfare of persons residing in the immediate area nor detrimental to the general welfare of the residents of the City as a whole; and will be compatible with surrounding land uses.

4. The Restated Development Agreement provides sufficient benefit to the City to justify entering into the Restated Development Agreement, which includes receipt of City fees and infrastructure and public benefit contributions from the Developer.

5. The Restated Development Agreement contains an adequate legal description of the Property and is in all other respects consistent with the provisions of Government Code sections 65864 through 65869.5 (the Development Agreement Statute).

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PATTERSON ORDAINS AS FOLLOWS:

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Attachment: Ordinance No. 877 Amended and Restated Development Agreement Green Catalyst Enterprises (Cali Kosher) (2nd Reading and {CW136657.3}
SECTION 1. Recitals. The City Council hereby finds and determines that the foregoing Recitals, which are incorporated herein by reference and made part of this Ordinance, are true and correct.

SECTION 2. Annual Review. The City Manager or his or her designee shall review the Restated Development Agreement for compliance with its terms and conditions not less than once every twelve (12) months from the effective date of the Restated Development Agreement.

SECTION 3. Approval of Restated Development Agreement. The City Council hereby approves and authorizes the City Manager to execute the Restated Development Agreement attached and incorporated hereto as Exhibit A, subject to final revisions as required and approved by the City Attorney. Upon execution, the City Clerk shall cause the Restated Development Agreement to be recorded in the Official Records of Stanislaus County promptly after this Ordinance is legally effective (thirty (30) days after the second reading of this Ordinance).

SECTION 4. Effective Date. This Ordinance shall take effect thirty (30) days after its passage by the City Council and following the affirmative vote of a majority of the members of the City Council. Within fifteen (15) days of its adoption, a summary of the Ordinance shall be published in a newspaper of general circulation in the City of Patterson, State of California, which summary shall include the names of those Councilmembers voting for and against the Ordinance.

A certified copy of the full text of such adopted Ordinance shall be on file in the office of the City Clerk.

This Ordinance was introduced for first reading at a regular meeting of the City Council of the City of Patterson held on the ____, day of ___________, 202___, and adopted at a regular meeting of the City Council of the City of Patterson held on the ____, day of ______________, 202___, by the following roll call vote:

AYES:

NOES:

EXCUSED:

APPROVED:
_____________________________
Michael Clauzel
Mayor of the City Patterson

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Attachment: Ordinance No. 877 Amended and Restated Development Agreement Green Catalyst Enterprises (Cali Kosher) (2nd Reading and {CW136657.3}
ATTEST:
_____________________________
Aracely Alegre
City Clerk of the City of Patterson

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Attachment: Ordinance No. 877 Amended and Restated Development Agreement Green Catalyst Enterprises (Cali Kosher) (2nd Reading and 5 EXHIBIT A
Amended and Restated Development Agreement

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Attachment: Ordinance No. 877 Amended and Restated Development Agreement Green Catalyst Enterprises (Cali Kosher) (2nd Reading and 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: November 19, 2024
ITEM NO: 6.5
SUBJECT: Approve Resolution No. 2024-60 A Resolution of the City Council of the City of Patterson, Authorizing the Third Amendment to the Northern Delta-Mendota Region Sustainable Groundwater Management Act Services Activity Agreement and Consent of SS-MOA Participants.

RECOMMENDATION
Motion to Approve Resolution No. 2024-60 A Resolution of the City Council of the City of Patterson, Authorizing the Third Amendment to the Northern Delta-Mendota Region Sustainable Groundwater Management Act Services Activity Agreement and Consent of SS-MOA Participants.

BACKGROUND
There are (23) twenty-three Groundwater Sustainability Agencies (GSA) in the Delta Mendota Subbasin. Coordination is required for the management of the basin and the development and implementation of its Groundwater Sustainability Plans (GSP). The Coordination Agreement (Agreement), defined as a legal agreement between two or more GSAs was executed on February 24, 2017, and later amended on October 16, 2018. The amendment was needed to address Management and Coordination Committee appointments, voting criteria within those committees and establish a cost share agreement between all agencies. A third amendment is now needed to support services and mitigation measures included in the region’s single GSP.

ANALYSIS
GSAs in the Delta-Mendota Subbasin have historically worked with disadvantaged communities to improve drinking water access. At the request of the State Water Resources Control Board, the Coordination Committee for the Subbasin developed a Domestic Well

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Mitigation Policy (Policy), which was approved by all the GSAs in the Subbasin as part of the single GSP. The purpose of the Policy is to mitigate the effects that may be felt by domestic well users whose wells have gone dry or are in imminent threat of going dry due to groundwater levels dropping because of groundwater management in the Subbasin. It is intended to serve as a last line of defense to protect domestic groundwater users in the unlikely event that the Subbasin GSAs’ efforts fail to maintain the minimum groundwater level thresholds established in the single GSP. To fund the effort, an amendment to the current cost sharing agreement is needed. This agreement establishes the authority to create a Joint Cost Sharing Account to fund the Policy.

FISCAL IMPACT
To fund the Policy, all GSA groups within the Delta Mendota Subbasin agree to fund, according to their Participation Share, a total of $300,000 into an interest-bearing Joint Cost Sharing Account. This account shall be funded with $100,000 per year, for the first three years. The fiscal impact to the city is $4,347 a year for the next three years. This cost was anticipated and therefore included in the current FY 24/25 budget.

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3534270v11 / 21603.0005
RESOLUTION NO. 2024-60

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PATTERSON,

AUTHORIZING THE THIRD AMENDMENT TO THE NORTHERN DELTA-MENDOTA

REGION SUSTAINABLE GROUNDWATER MANAGEMENT ACT SERVICES

ACTIVITY AGREEMENT AND CONSENT OF SS-MOA PARTICIPANTS
A. WHEREAS, the San Luis & Delta-Mendota Water Authority (“Authority”) and its members Del Puerto Water District, Patterson Irrigation District, and West Stanislaus Irrigation District) (the “Activity Agreement Members”) have executed that certain Northern Delta-Mendota Region Sustainable Groundwater Management Act (“SGMA”) Services Activity Agreement (“Activity Agreement”), made effective as of February 24, 2017, that certain First Amendment, made effective as of April 30, 2017 (the “First Amendment”), and that certain Second Amendment, made effective October 16, 2018 (the “Second Amendment”); and B. WHEREAS, the City of Patterson, Oak Flat Water District, the County of Stanislaus, and the County of Merced (the “SS-MOA Participants”), are non-members of the Authority and have executed Memoranda of Agreement to participate in the Activity Agreement as SS-MOA Participants; and
C. WHEREAS, the Groundwater Sustainability Agencies (“GSAs”) in the DeltaMendota Groundwater Subbasin (“Subbasin”) have historically worked with disadvantaged communities to improve drinking water access; and
D. WHEREAS, the Coordination Committee for the Subbasin developed a Domestic Well Mitigation Policy (the “Policy”), which was approved by all of the GSAs in the Subbasin as part of the adoption of a single Groundwater Sustainability Plan (“GSP”); and E. WHEREAS, the purpose of the Policy is to mitigate the effects that may be felt by domestic water users whose wells have gone dry or are in imminent threat of going dry due to groundwater levels dropping as a result of groundwater management in the Subbasin; and F. WHEREAS, the Policy is intended to serve as a last line of defense to protect domestic groundwater users in the unlikely event that the Subbasin GSAs’ efforts fail to maintain those Minimum Threshold (“MT”) groundwater levels set in the single Subbasin GSP; and G. WHEREAS, the Parties desire to enter into this Third Amendment to the Activity Agreement to establish the authority to create a Joint Cost Sharing Account to fund the Policy; and
H. WHEREAS, Section 19.1 of the Activity Agreement authorizes the amendment of the Activity Agreement if completed in writing by the Authority and the Activity Agreement Members, with approval from the SS-MOA Participants.

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 3534270v11 / 21603.0005

AGREEMENT
NOW, THEREFORE, in consideration of the true and correct facts recited above, which are hereby incorporated herein, the Activity Agreement Members, Authority that the City Council of the city of Patterson and Patterson GSA agree as follows:

1. The Activity Agreement Members hereby agree to establish a Joint Cost Sharing Account maintained in trust by the Authority and funded based on the Activity Participants’ Participation Percentages as set forth in the Activity Agreement.

2. The terms of the Activity Agreement as modified by the First Amendment and the Second Amendment remain in full force and effect, except as modified by this Third Amendment.

3. This Third Amendment shall become effective once it has been executed by an authorized representative of the Authority and a majority of the Activity Agreement Members with the consent of the SS-MOA Participants, which consent may be accomplished by execution of the form attached hereto as Exhibit “A.”

4. AMENDMENT TO SECTION 2. The Parties hereby agree to add the following three definitions to Section 2 of the Activity Agreement:
‘“Coordination Committee” shall mean the seven-member Delta-Mendota Subbasin Coordination Committee composed of the Northern Delta-Mendota GSA Group, the Central Delta-Mendota GSA Group, the San Joaquin River Exchange Contractors Water Authority GSA Group, the Grassland GSA Group, the Farmers Water District GSA Group, the Fresno County GSA Group, and the Aliso Water District GSA Group, created to provide overall guidance and resolve conflicts among the GSAs. “Domestic Well Mitigation Policy” shall mean the Policy adopted by the Delta-Mendota Subbasin GSAs as part of the single GSP for the Delta-Mendota Subbasin, to mitigate the effects that may be felt by domestic water users whose wells have gone dry or are in imminent threat of going dry due to groundwater levels dropping as a result of groundwater management in the Delta-Mendota Subbasin.
“Joint Cost Sharing Account” shall mean an account maintained in trust by the Authority funded by Activity Participants based on their corresponding Participation Percentage, specifically to fund activities in accordance with the Delta-Mendota Subbasin Domestic Well Mitigation Policy.’

5. AMENDMENT TO SECTION 2. All definitions within Section 2 of the Activity Agreement, including the newly added definitions, are hereby renumbered sequentially to reflect the proper order. Any references to definition numbers throughout the Activity Agreement shall be deemed to refer to the appropriate renumbered definition.

6. AMENDMENT TO SECTION 4.2. The Parties hereby agree to add the following to Section 4.2 of the Activity Agreement:

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 3534270v11 / 21603.0005
“(i) To establish, manage, and maintain a Joint Cost Sharing Account funded by the Delta-Mendota Subbasin GSAs, including members of this Activity Agreement, specifically to create a prudent reserve to fund activities in accordance with the Domestic Well Mitigation Policy. The total amount to be deposited into the Joint Cost Sharing Account shall be $300,000, funded over three years ($100,000 per year for the first three years). Procedures for funding and use of the Joint Cost Sharing Account shall be developed as part of a separate procedures document.”

7. AMENDMENT TO SECTION 5.2. The Parties hereby agree to add the following to Section 5.2 of the Activity Agreement:
“(g) To conduct all necessary research and investigations in accordance with the DeltaMendota Subbasin Domestic Well Mitigation Policy.”

8. AMENDMENT TO SECTION 8. The Parties hereby agree to add the following to Section 8 of the Activity Agreement:
“8.4 Domestic Well Mitigation Policy Funding. To fund the Domestic Well Mitigation Program, the Coordination Committee GSA groups agree to fund, according to their Participation Share, a total of $300,000 into an interest-bearing Joint Cost Sharing Account. This account shall be funded with $100,000 per year, for the first three years.

Thereafter, the Coordination Committee shall annually review this Policy to determine if that fund is adequate or if additional funds are required. In the event additional funds are needed, a unanimous vote of the Coordination Committee will be required to increase the funding beyond $300,000.

GSAs may request use of the funds pursuant to the Domestic Well Mitigation Policy.

Thereafter, the account shall be reimbursed by the GSA in whose jurisdiction the funds were expended for mitigation pursuant to the Domestic Well Mitigation Policy.”

9. AMENDMENT TO SECTION 9. The Parties hereby agree to delete Section 9 of the Activity Agreement in its entirety and replace Section 9 with the following:
“9. ACCOUNTABILITY, REPORTS AND AUDITS

9.1. Full books and accounts for this Activity Agreement, including the Joint Cost Sharing Account, shall be maintained by the Authority in accordance with practices established by, or consistent with, those utilized by the Controller of the State of California for public entities. The books and records shall be open to inspection by the Activity Participants at all reasonable times, and by bondholders and lenders as and to the extent provided by resolution or indenture.

9.2. There shall be strict accountability of all funds deposited on behalf of the Activity Agreement with the Authority. The Authority shall manage and maintain a Joint Cost Sharing Account ledger detailing funds deposited and expensed in accordance with the Domestic Well Mitigation Policy. The Treasurer of the Authority, directly or acting through its Accounting Department, shall provide regular reports of Activity Agreement accounts. Funds of the Activity Agreement shall be subject to audit by the official auditor

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 3534270v11 / 21603.0005
of the Authority. An Activity Participant may request an independent audit of the Activity Agreement funds, including those in the Joint Cost Sharing Account; any such audit shall be conducted at the expense of the requesting Activity Participant.”

10. AMENDMENT TO SECTION 11.3. The Parties hereby agree to delete Section

11.3 of the Activity Agreement in its entirety and replace Section 11.3 with the following:
“11.3. Invoicing and Payment. The Authority shall bill the Activity Participants for all Activity Agreement Expenses and Special Project Expenses, including the corresponding Joint Cost Sharing Account contribution, in their respective Participation Percentages on the same schedule as it utilizes for collecting membership dues to implement the Authority budget for each March 1 through the last day in February the following year, generally twice yearly in mid-March and August of such year. Payments are due 30 days following receipt of the Authority’s invoice.”

11. AMENDMENT TO SECTION 14. The Parties hereby agree to add the following to Section 14 of the Activity Agreement:
“14.5 In the event of either a voluntary withdrawal or deemed withdrawal by an Activity Participant, that Activity Participant shall remain liable for all funds withdrawn from the Joint Cost Sharing Account. Within thirty (30) days of withdrawing, the withdrawing Activity Participant shall refund all such funds withdrawn from the Joint Cost Sharing Account.”

12. In the event of any conflict between the terms of this Third Amendment and the Activity Agreement, First Amendment, or Second Amendment, the terms of this Third Amendment shall control.

13. This Third Amendment may be signed by the Parties in different counterparts and the signature pages combined to create one document binding on all parties.

PASSED AND ADOPTED by the Patterson City Council at a regular meeting held on the 19th day of November 2024, by_______________________, who moved its adoption, which was duly seconded by ________________________, and the resolution adopted by the following roll call vote:

AYES:

NOES:

EXCUSED:

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 3534270v11 / 21603.0005
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 19th day of November 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

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 3534270v11 / 21603.0005
Exhibit “A”

SS-MOA PARTICIPANT CONSENT TO THIRD AMENDMENT

TO THE NORTHER DELTA-MENDOTA REGION

SUSTAINABLE GROUNDWATER MANAGEMENT ACT

SERVICES ACTIVITY AGREEMENT
The undersigned duly authorized representative of the SS-MOA Participant that has entered into a Memorandum of Agreement for Northern Delta-Mendota Region Sustainable Groundwater Management Act Services with the San Luis & Delta-Mendota Water Authority hereby consents on behalf of such SS-MOA Participant to the Third Amendment to the Northern Delta-Mendota Region Sustainable Groundwater Management Act Services Activity Agreement.

SS-MOA PARTICIPANT
Agency Name: CITY OF PATTERSON
BY:

Name:

Title:

Date:

Agency Name: OAK FLAT WATER DISTRICT
BY:

Name:

Title:

Date:

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 3534270v11
/ 21603.0005
Agency Name: COUNTY OF STANISLAUS
BY:

Name:

Title:

Date:

Agency Name: COUNTY OF MERCED
BY:

Name:

Title:

Date:

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Attachment: Resolution No. 2024-60 Third Amendment to N-DM Region SGMA Activity Agreement (Approve Resolution No. 2024-60 City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Fernando Ulloa, City Engineer
MEETING DATE: November 19, 2024
ITEM NO: 6.6
SUBJECT: Accept all bids for the Well #8 Tank Recoating Project, award construction to Farr Construction dba Resource Development Company, authorize Staff to execute the Contract and authorize the Finance Department to make the necessary budget adjustment for an additional appropriation in the amount of $966,638.

RECOMMENDATION
Motion to Accept all bids for the Well #8 Tank Recoating Project, award construction to Farr Construction dba Resource Development Company, authorize Staff to execute the Contract and authorize the Finance Department to make the necessary budget adjustment for an additional appropriation in the amount of $966,638.

BACKGROUND
The Well #8 Tank Recoating Project consists of the preparation of surfaces, performance and completion of recoating all interior surfaces of a 1.3 MG water storage tank. This project is listed in the city’s water Capital Improvement Plan (CIP) and is considered a water system improvement.

ANALYSIS
The Well #8 Tank Recoating Project design was completed in Fall 2024 and was subsequently advertised for construction. However, the first iteration received only two bids with a cost difference of almost $900,000. City staff was able to restructure the bid documents and review the bidding options to ensure a more competitive process. City Staff also did research on projects of similar scope and feel confident moving forward with this bid.

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FISCAL IMPACT
This project was advertised on the CIP List, the City’s website, and the Patterson Irrigator Newspaper. Bid opening was held on October 30, 2024 at 2:00 P.M. The City received three (3) bids for this project. The three bids received are listed below from lowest to highest:

Bids
Farr Construction dba. Resource
Development Company
$1,030,100.00
Euro Style Management $1,177,400.00
National Coating & Lining Co. $1,177,500.00
After reviewing the bid documents, Farr Construction was deemed the lowest responsible bidder.

However, a budget adjustment will be needed due to an increase in the cost for materials, supplies and labor.

Budget for this project is as follows:
$1,030,100 Base Bid
$103,010 10% Contingency
$ 90,000 NACE III Inspector
$ 1,223,110 Total Project Cost
Funds appropriated for this Project: $256,472 (O&M)
Total additional funds needed to complete construction: $966,638 Authorize the Finance Department to transfer funds from Fund 610 in the amount of $421,528 to Fund 611 and allocate funds already sitting in Fund 611 from 2019 Water Bond Funds in the amount of $545,110 to increase the budget in account 611-790-7642 from $256,472 to 1,223,110.

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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: November 19, 2024
ITEM NO: 6.7
SUBJECT: Approve Resolution No. 2024-61 A Resolution of the City Council of the City of Patterson, Authorizing the Amended and Restated Cost Sharing Agreement for Delta Mendota Subbasin Coordination.

RECOMMENDATION
Motion to Approve Resolution No. 2024-61 A Resolution of the City Council of the City of Patterson, Authorizing the Amended and Restated Cost Sharing Agreement for Delta Mendota Subbasin Coordination.

BACKGROUND
The Sustainable Groundwater Management Act (SGMA) requires all groundwater subbasins designated as high or medium priority to manage groundwater in a sustainable manner. The Delta-Mendota Subbasin includes multiple Groundwater Sustainability Agencies (GSA) that intend to manage the Subbasin through the development and implementation of a single Groundwater Sustainability Plan (GSP). The single GSP was adopted and finalized as of September 2024 and supersedes and replaces the prior six coordinated groundwater sustainability plans in the Subbasin. The GSA Parties to this Agreement have organized into GSA groups and have agreed to be represented by GSA Group Representatives on the Coordination Committee, on terms to be developed and implemented by separate agreements between each GSA Group and the GSA Parties within such GSA Group.

ANALYSIS
A Delta Mendota Subbasin Memorandum of Agreement was executed on March 7, 2017 to coordinate all SGMA-related activities under the supervision of the San Luis Delta Mendota Water Authority. An amendment is now needed to refine and update the Parties’ informal

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agreements prior to the date of execution and to accomplish all foregoing matters based on the terms and conditions included in the attached agreement/resolution.

FISCAL IMPACT
There is no new fiscal impact on amending the Delta Mendota Subbasin Coordination agreement. All SGMA-related costs are anticipated and included in the current FY 24/25 budget.

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3583242v1 / 21603.0005 Page 1 of 13
Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 RESOLUTION NO. 2024-61

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

PATTERSON, AUTHORIZING THE AMENDED AND RESTATED COST

SHARING AGREEMENT
Delta-Mendota Subbasin Coordination
This Amended and Restated Cost Sharing Agreement (“Agreement”) is made effective as of , 2024 by and among the groundwater sustainability agencies within the DeltaMendota Subbasin (“GSAs”) (listed below) and the San Luis & Delta-Mendota Water Authority (“SLDMWA”). The GSAs and SLDMWA may be referred to herein individually as a “Party” or jointly as “Parties.” For purposes of this Agreement, the “Effective Date” shall be the date the last Party executes this Agreement.

RECITALS
A. The Sustainable Groundwater Management Act (“SGMA”) requires all groundwater subbasins designated as high or medium priority to manage groundwater in a sustainable manner.

B. The Delta-Mendota Subbasin (Basin Number 5-22.07, DWR Bulletin 118) within the San Joaquin Valley Groundwater Basin (“Subbasin”), has been designated as a high-priority basin by the California Department of Water Resources (“DWR”).

C. The Delta-Mendota Subbasin includes multiple GSAs that intend to manage the Subbasin through the development and implementation of a single groundwater sustainability plan (“GSP”). The single GSP was adopted and finalized as of September 2024 and supersedes and replaces the prior six coordinated groundwater sustainability plans in the Subbasin.

D. The GSA Parties to this Agreement (“GSA Parties”) have organized into GSA groups (“GSA Groups”) and have agreed to be represented by “GSA Group Representatives” on the Coordination Committee, on terms to be developed and implemented by separate agreements between each GSA Group and the GSA Parties within such GSA Group.

E. The GSA Groups desire to dictate terms describing the mechanisms for the sharing of the costs associated with the coordination activities described below and in that certain “Memorandum of Agreement Among the Delta-Mendota Subbasin Groundwater Sustainability Agencies” (“DM Subbasin MOA”) executed by all the GSA Parties. The DM Subbasin MOA confirms the continued existence and use of a Coordination Committee (“Coordination Committee”) to provide the forum for the GSA Parties to accomplish the coordination obligation of SGMA and enumerates the Coordination Committee’s responsibilities. The DM Subbasin MOA also establishes the roles of Secretary and Plan Manager and enumerates their respective responsibilities.

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Attachment: Resolution No. 2024-61 SMGA DM Amended & Restated Cost Share Agreement (Approve Resolution No. 2024-61 Delta Mendota 3583242v1 / 21603.0005 Page 2 of 13
Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 F. The SLDMWA has been assisting the GSAs with SGMA compliance, and is still acting as the initial Secretary of the Coordination Committee (“Secretary”) and the initial Plan Manager with respect to the Coordination Agreement (“Plan Manager”). As part of that effort, SLDMWA and/or its agents agrees to undertake all activities required of it under the DM Subbasin MOA, so long as each GSA Group reimburses the SLDMWA for that GSA Group’s apportioned share of the “Coordinated Plan Expenses,” described in Section 2 below, or until SLDMWA withdraws from its role pursuant to the terms of the DM Subbasin MOA.

G. The Parties desire to enter into this Agreement to refine and update the Parties’ informal agreements prior to the date of execution and to accomplish all of the foregoing matters on the terms and conditions set forth herein.

NOW, THEREFORE, based on the Recitals set forth above and, on the terms and conditions set forth herein, the Parties agree as follows:

1. Administrative Coordination. For so long as desired by the Coordination Committee or until SLDMWA withdraws from its role pursuant to the terms of the DM Subbasin MOA, the SLDMWA will be responsible for undertaking all activities required of it under the DM Subbasin MOA including, but not limited to: intrabasin coordination; activities required in its role as Secretary; activities required in its role as Plan Manager; and entering into professional services agreement(s) and any supplemental agreements required for the consultant work necessary to meet the objectives of the DM Subbasin MOA.

2. Coordinated Plan Expenses. The Parties agree that Coordinated Plan Expenses incurred under the DM Subbasin MOA shall mean any expenses incurred by the Secretary and Plan Manager at the direction of the Coordination Committee within approved annual cost estimates pursuant to Section 5 of this Cost Sharing Agreement for purposes of developing and implementing the DM Subbasin MOA, including actual expenses incurred in executing obligations under the DM Subbasin MOA for intrabasin and interbasin coordination beginning in August 2017 and continuing through the implementation of SGMA. The GSA Parties agree to make payments for Coordinated Plan Expenses through their GSA Groups, described in Section 6 below.

3. Participation Percentages. The Parties acknowledge and agree that the participation percentages in Exhibit “A” (“Participation Percentages”) shall be utilized to determine the share of Coordinated Plan Expenses allocated to each GSA Group. a. Initial Participation Percentages. Coordinated Plan Expenses will be paid proportionally by each GSA Group through the Responsible Agency to Invoice (“Responsible Agency”) identified on Exhibit “A,” pursuant to each GSA Group’s respective Participation Percentage, which is set in equal percentages, as indicated in Exhibit “A.”
b. Updated Participation Percentages. Participation Percentages may be evaluated by the Coordination Committee from time to time, but not more frequently than annually, including to consider new information concerning the relative contribution or responsibility of each GSA Group towards achieving the Subbasin-wide sustainability goal of the single GSP.

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Attachment: Resolution No. 2024-61 SMGA DM Amended & Restated Cost Share Agreement (Approve Resolution No. 2024-61 Delta Mendota 3583242v1 / 21603.0005 Page 3 of 13
Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 c. Ongoing Documentation of Participation Percentages. The most current Participation Percentages of each GSA Group shall be dated and attached as Exhibit “A” to this Agreement, effective upon the date approved by the Parties under delegated authority by their respective GSA Groups, without any further Amendment to this Agreement being required.

4. Obligations Outside of Cost Sharing Agreement. It is the responsibility and obligation of each GSA Party under this Agreement that is part of a multi-party GSA Group to provide documentation to the Secretary and the Coordination Committee establishing that such GSA Group has a binding agreement or mechanism assuring that the GSA Group will pay its Participation Percentage set forth on Exhibit “A,” as said Exhibit “A” may be modified or amended from time to time (pursuant to a modification or amendment of this Agreement under Section 14, below), including documentation of provisions regarding the default or withdrawal of any GSA Party within such GSA Group. Provided that, the Secretary shall not be obligated to evaluate or provide an opinion on the legal sufficiency of the documentation.

5. Cost Estimates. The SLDMWA will obtain and provide the GSA Groups, through the GSA Group Representatives on the Coordination Committee, with a written estimate (“Estimate”) of the cost of each task required for executing its obligations under the DM Subbasin MOA prior to March 1 each year, and as new tasks arise. Each Estimate will be subject to approval by the Coordination Committee, pursuant to the DM Subbasin MOA. The SLDMWA shall account for Coordinated Plan Expenses in accordance with standard public agency accounting procedures and shall invoice amounts to be collected from the GSA Groups in accordance with Section 6 below. All costs related to workgroups shall be the responsibility of each Party providing the workgroup participant.

6. Invoicing and Payment. The SLDMWA shall bill the GSA Groups, through the Responsible Agency identified on Exhibit “A,” for all Coordinated Plan Expenses based upon their respective Participation Percentages, upon receipt of each individual invoice. Payment is due from each Responsible Agency thirty (30) days following receipt of the invoice by the Responsible Agency. Amounts in arrears for more than thirty (30) days shall earn interest at the applicable legal rate. Each Responsible Agency is responsible to collect payment from members of its GSA Group, if any.

7. Reporting. The SLDMWA shall present a cumulative Coordinated Plan Expense report to the GSA Groups on a monthly basis, through the Responsible Agency identified on Exhibit “A.” Each Invoice, described in Section 6 above, shall be accompanied by a Coordinated Plan Expenses report (“Report”). The Report shall consist of a cumulative itemized statement of all costs and expenses incurred pursuant to the Coordination Agreement and any disbursement of funds received by the SLDMWA under this Agreement.

8. Records. The SLDMWA shall maintain separate records regarding Coordinated Plan Expenses, including records of billing and payment and other documents related to the execution of its obligations under the DM Subbasin MOA. The GSA Parties and their designated agents that have made a contribution shall have the right to inspect all records maintained by the SLDMWA associated with this Agreement at any time within normal business hours, with fifteen (15) business days’ advance notice to the SLDMWA in writing.

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024

9. Notice. Whenever notice is required to be in writing, it shall be provided to the GSA Groups, through the Responsible Agency identified on Exhibit “A.” Notice shall be provided to the SLDMWA at the following address:

San Luis & Delta-Mendota Water Authority
P.O. Box 2157
Los Banos, CA 93635
Attn: John Brodie
E-mail: [email protected]
If sent by United States Mail, notice will be considered to have been given forty-eight (48) hours after it has been deposited in the United States Mail, addressed as set forth above, with postage prepaid. Ifsent by overnight delivery service, notice will be considered to have been given twentyfour (24) hours after it has been deposited with the overnight delivery service. Any GSA Group may change the Responsible Agency for notice or that Responsible Agency’s address for these purposes by giving written notice of the change to all other Parties. The SLDMWA may also change its address or contact by giving written notice of the change to all other Parties.

10. Law Governing. This Agreement is made in the State of California under the constitution and laws of the State of California and is to be so construed.

11. Section Headings. All section headings in this Agreement are for convenience of reference only and are not to be construed as modifying or governing this language in the section referred to or to define or limit the scope of any provision of this Agreement.

12. Entire Agreement. This Agreement (including the preamble and Recitals) constitutes the entire Agreement between the Parties and supersedes prior agreements or discussions relating to the matters set forth herein, if any, both written and oral.

13. Severability. If any provision of this Agreement is held to be invalid or unenforceable, the remaining provisions of this Agreement shall remain in full force and effect.

14. Modification or Amendment. The Parties hereby agree that, this Agreement may be supplemented, amended, or modified only by the mutual written agreement of the Parties. No supplement, amendment, or modification of this Agreement shall be binding unless it is in writing and signed by all Parties.

15. Withdrawal.
a. Withdrawal by a GSA Party. A GSA Party may withdraw from this Agreement without causing or requiring termination of this Agreement, effective upon thirty (30) days written notice to all other Parties. Any GSA Party who withdraws shall remain obligated to pay its share of all Coordinated Plan Expenses accrued prior to the effective date of such withdrawal. The SLDMWA will notify DWR within thirty (30) days of any GSA Party’s withdrawal from this Agreement. b. Withdrawal by the SLDMWA. The SLDMWA may withdraw from this Agreement effective: (1) upon notification by the Coordination Committee that the

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 SLDMWA’s services are no longer required as Secretary and Plan Manager; or (2) upon thirty (30) days written notice by the SLDMWA to the GSA Parties. In the event the SLDMWA withdraws from this Agreement, such withdrawal shall terminate this Agreement, unless the Coordination Committee names a successor Secretary and Plan Manager pursuant to the DM Subbasin MOA, and the Parties and such successor entity or entities agree to continue the Agreement with the successor Secretary and Plan Manager agreeing to assume the role of the SLDMWA. If the Agreement continues between the GSA Parties and a successor to the SLDMWA, the SLDMWA agrees to reasonably cooperate in the transition to its successor; provided, the SLDMWA shall not be liable for performance of duties under this Agreement following the Coordination Committee’s notice or the thirty (30)-day notice period set forth in this subsection, whichever is applicable.

16. Term. As modified pursuant to Section 14, this Agreement shall continue for a term coterminous with the requirements of SGMA.

17. Indemnification. The Parties agree that the GSA Parties shall, in proportion to the respective Participation Percentages of their GSA Groups, hold the SLDMWA free and harmless from and indemnify the SLDMWA against any and all costs, losses, damages, claims, and liabilities arising from this Agreement, unless such costs, losses, damages, claims, or liabilities are attributable to the sole negligence or willful misconduct of the SLDMWA. The Parties acknowledge that each GSA Group intends to pay only its share of Coordinated Plan Expenses, but acknowledge that the GSA Group may be required to pay an adjusted Participation Percentage (pursuant to a modification or amendment of this Agreement under Section 14, above) to meet its obligation to the SLDMWA and seek its remedy against any defaulting GSA Group.

18. Construction of Agreement. The Parties acknowledge that each Party has informed and able counsel to advise it concerning the terms of this Agreement and agree that no Party shall be deemed the drafting Party in any dispute involving construction of the terms of the Agreement.

19. Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be deemed an original, but all of which, together, shall constitute one and the same instrument.

20. No Partnership. The Parties hereto do not intend to create a partnership for federal income tax purposes or state law purposes, and nothing herein shall be construed to create such a partnership. The provisions set forth in this Agreement, and the respective obligations of each Party hereto, shall be construed consistently with such intent.

21. Procedures for Resolving Conflicts. In the event of any dispute arising from or relating to this Agreement, and not including disputes arising from the inability of the Coordination Committee to reach a unanimous decision, the disputing Party shall, within thirty (30) calendar days of discovery of the events giving rise to the dispute, notify all Parties to this Agreement in writing of the basis for the dispute. Within thirty (30) calendar days of receipt of said notice, all interested Parties shall meet and confer in a good faith attempt to informally resolve the dispute. All disputes that are not resolved informally shall be settled by non-binding arbitration. Within ten (10) days following the failed informal proceedings, each interested Party shall nominate and circulate to all

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 other interested Parties the name of one arbitrator. Within ten (10) days following the nominations, the interested Parties shall rank their top three among all nominated arbitrators, awarding 3 points to the top choice, 2 points to the second choice, 1 point to the third choice, and zero points to all others. Each interested Party shall forward its tally to the SLDMWA, who shall tabulate the points and notify the interested Parties of the name of the arbitrator with the highest cumulative score, who shall be the selected arbitrator. The SLDMWA may also develop procedures for approval by the Parties, for selection in the case of tie votes or in order to replace the selected arbitrator in the event such arbitrator declines or ceases to act. The arbitration shall be administered in accordance with the procedures set forth in the California Code of Civil Procedure, section 1280, et seq., and of any state or local rules then in effect for arbitration pursuant to said section. Upon completion of arbitration, if the controversy has not been resolved, any Party may exercise all rights to bring a legal action relating to the controversy. Any dispute resolution or arbitration under this Section, however, will not terminate the Parties’ obligations under Sections 2, 4, and 6 nor the Parties’ obligations under Section 16.

22. Authorized Signature. Each Party represents that the individual signing this Agreement on its behalf is duly authorized to execute this Agreement and will legally bind that Party to the terms of this Agreement.

PASSED AND ADOPTED by the Patterson City Council at a regular meeting held on the 19th day of November 2024, by_______________________, who moved its adoption, which was duly seconded by ________________________, 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

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 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 19th day of November 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

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 IN WITNESS WHEREOF, the Parties have executed this Agreement as of the Effective Date.

Dated: ALISO WATER DISTRICT GSA
Print Name:

Print Title:

Dated: CENTRAL DELTA-MENDOTA GSA
Print Name:

Print Title:

Dated: CITY OF DOS PALOS GSA
Print Name:

Print Title:

Dated: CITY OF FIREBAUGH GSA
Print Name:

Print Title:

Dated: CITY OF GUSTINE GSA
Print Name:

Print Title:

Dated: CITY OF LOS BANOS GSA
Print Name:

Print Title:

Dated: CITY OF MENDOTA GSA
Print Name:

Print Title:

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 Dated: CITY OF NEWMAN GSA
Print Name:

Print Title:

Dated: CITY OF PATTERSON GSA
Print Name:

Print Title:

Dated: COUNTY OF MADERA–3 GSA
Print Name:

Print Title:

Dated: COUNTY OF MERCED DELTA-MENDOTA
GSA
Print Name:

Print Title:

Dated: DM II GSA
Print Name:

Print Title:

Dated: FARMERS WATER DISTRICT GSA
Print Name:

Print Title:

Dated: FRESNO COUNTY MANAGEMENT AREA A
GSA
Print Name:

Print Title:

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 Dated: FRESNO COUNTY MANAGEMENT AREA B
GSA
Print Name:

Print Title:

Dated: GRASSLAND GSA
Print Name:

Print Title:

Dated: NORTHWESTERN DELTA-MENDOTA GSA
Print Name:

Print Title:

STANISLAUS COUNTY
Print Name:

Print Title:

APPROVED AS TO FORM
By:

Dated: ORO LOMA WATER DISTRICT GSA
Print Name:

Print Title:

Dated: PATTERSON IRRIGATION DISTRICT GSA
Print Name:

Print Title:

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 Dated: SAN JOAQUIN RIVER EXCHANGE

CONTRACTORS WATER AUTHORITY GSA
Print Name:

Print Title:

Dated: TURNER ISLAND WATER DISTRICT–2 GSA
Print Name:

Print Title:

Dated: WEST STANISLAUS IRRIGATION DISTRICT
GSA 1
Print Name:

Print Title:

Dated: WIDREN WATER DISTRICT GSA
Print Name:

Print Title:

EXECUTING NOT AS A PARTY:

Dated: SAN LUIS & DELTA-MENDOTA WATER

AUTHORITY
Print Name:

Print Title:

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 EXHIBIT A – GSA Groups and Responsible Agencies to Invoice Groundwater Sustainability Agency Group
Responsible Agency to
Invoice / Address
Participation
Percentage
1 Central Delta-Mendota Region – 1
Representative
Central Delta-Mendota GSA
Oro Loma Water District GSA
Widren Water District GSA
San Luis & DeltaMendota Water Authority
(for invoices)
P.O. Box 2157
Los Banos, CA 93635
Attn: John Brodie
1/7
Santa Nella County Water
District (for other invoices)
12931 S Hwy 33
Santa Nella, CA 95322
Attn: Amy Montgomery
2 San Joaquin River Exchange Contractors – 1
Representative
City of Dos Palos GSA
City of Firebaugh GSA
City of Gustine GSA
City of Los Banos GSA
City of Mendota GSA
City of Newman GSA
Madera County GSA
Merced County Delta-Mendota GSA
San Joaquin River Exchange Contractors GSA
Turner Island Water District-2 GSA
San Joaquin River
Exchange
Contractors
541 H Street
P.O. Box 2115
Los Banos, CA 95363
Attn: Chris White
1/7
3 Farmers Water District – 1 Representative
Farmers Water District GSA
Farmers Water District
4460 W. Shaw Ave.,
#219 Fresno, CA 93722
Attn: Jim Stillwell
1/7
4 Aliso Water District – 1 Representative
Aliso Water District GSA
Aliso Water District
10302 Avenue 7-1/2
Firebaugh, CA
93622 Attn: Roy
Catania
1/7
5 Grassland GSAs Group – 1 Representative
Grassland GSA
Merced County Delta-Mendota GSA
Grassland Water District
200 W. Willmont Ave.

Los Banos, CA 93635
Attn: Ricardo Ortega
1/7

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Amended & Restated Cost Sharing Agreement – Delta-Mendota Subbasin 9-20-2024 6 Fresno County Management Area A & B – 1
Representative
Fresno County Management Area A GSA
Fresno County Management Area B GSA
County of Fresno
Department of Public
Works and Planning
2220 Tulare St., 6th Floor
Fresno, CA 93721
Attn: Division of Water
and Natural Resources
1/7
7 Northern Delta-Mendota Region – 1
Representative
City of Patterson GSA

DM-II GSA
Northwestern Delta-Mendota GSA
Patterson Irrigation District GSA
West Stanislaus Irrigation District-GSA 1
San Luis & DeltaMendota Water Authority
(for invoices)
P.O. Box 2157
Los Banos, CA 93635
Attn: John Brodie
1/7
West Stanislaus Irrigation
District (for other notices)
116 E Street
P.O. Box 37
Westley, CA 95387
Attn: Robert Pierce

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Attachment: Resolution No. 2024-61 SMGA DM Amended & Restated Cost Share Agreement (Approve Resolution No. 2024-61 Delta Mendota DELTA
-MENDOTA SUBBASIN

GROUNDWATERSUSTAINABILITYPLAN
November 19, 2024

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota 2 Landmark legislation passed in 2014
§ First comprehensive groundwater legislation in California § Provides a framework for the sustainable management of groundwater basins
§ Promotes local groundwater management
• Led by local Groundwater Sustainability Agencies (GSAs) • Preparing and implementing a Groundwater Sustainability Plan (GSP) § Sets regulatory deadlines for submitting GSPs, reporting progress, and achieving sustainable management
What is the Sustainable Groundwater Management
Act (SGMA)?

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota What is Sustainable Management?
• Management and use of groundwater in a manner that can be maintained without causing undesirable results:
3 Chronic lowering of
Groundwater Levels
Reduction of Groundwater
Storage
Land Subsidence
Seawater Intrusion
Groundwater Quality Degradation
Depletion of Interconnected
Surface Water

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota What is a Groundwater Sustainability Plan or GSP?
• A GSP is:
§ A Plan meeting SGMA requirements that provides for a sustainably managed groundwater basin
§ Sets the metrics and criteria for evaluating if sustainability has been achieved § Outlines how the GSA(s) will implement, manage, and measure specific actions for the health and viability of a basin
§ DWR will evaluate the GSPs and provide the GSA(s) with an assessment and/or determination of the GSP and any necessary recommendations within two years of submittal

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota SGMA Requirements
• Adopt and submit one or more Groundwater
Sustainability Plans (GSPs) detailing the pathway to
sustainability
o Due by January 31, 2020 for critically-overdrafted basins o Due by January 31, 2022 for all other high- and medium-priority basins
• “Sustainable groundwater management” must occur
within 20 years
o By 2040 for critically-overdrafted basins
o By 2042 for all other high- and medium-priority basins

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota 2014
2015
2017
Jan 2020
Jan 2022
Jun 2022
Mar 2023
Mar/Apr 2025(?)
SGMA legislation passed
SGMA implementation begins
Formation of 23 GSAs in Delta-Mendota Subbasin
Submittal of 6 GSPs, including Northern & Central Delta-Mendota GSP Incomplete Determination by DWR
Resubmission of 6 GSPs
Inadequate Determination by DWR
Probationary Hearing with SWRCB
SGMA Compliance Timeline
Basin Response – Prepare single GSP for Subbasin

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota Single GSP Compliance Timeline

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota Delta-Mendota GSP
GSP Sections
Executive Summary
Introduction
Plan Area
Basin Setting
Sustainable Management Criteria
Monitoring Network
Projects and Management Actions
Plan Implementation
References Studies

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota • Appendix A – GSP Submittal Checklist
• Appendix B – DWR Determination Letters
• Appendix C – Board Resolutions to Adopt
GSP
• Appendix D – MOA among DM GSAs
• Appendix E – Public Outreach and
Communications Log
• Appendix F – DM Communications Plan
• Appendix G – Comments received on GSP
• Appendix H – Modeling Memo
• Appendix I – Concentrations, Trends and
Correlations of COCs
• Appendix J – Conceptual Master Plan for
Subsidence Monitoring and Management
• Appendix K – Freshwater Species in Basin
• Appendix L – Hydrographs for RMW-WLs
• Appendix M – Well Impact Analysis for
Production Wells
• Appendix N – Well Mitigation Policy
Appendices

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota § Addresses potential impacts to domestic and small community wells from the chronic lowering of groundwater levels.
§ Well Impacts Analysis
§ Worst-case scenario - 98 drinking water wells are expected to be impacted § Accommodates more than 10 drinking water wells reported as dry in any given year and at least 170 dry wells by 2040
§ Individual GSAs to investigate MT exceedances for all monitoring wells and take pre-emptive action to avoid dewatering of a domestic well
§ Applies to domestic wells installed prior to GSP adoption or screened at depths deeper than local groundwater level MTs.
§ Well users applying for mitigation will receive an emergency water supply within 2 business days, assuming application appears to meet requirements. § Potential mitigations:
§ Lowering the well pump
§ Deepening the well
§ Installing a new well
§ Connection to a municipal water supply
Well Mitigation Program

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota

1. Monitoring and data collection policy
§ Quarterly groundwater level measurements and annual water quality sampling § Meter GW production, or estimate with an equivalently effective method § Replace composite or active production RMWs with dedicated monitoring wells

2. Overdraft mitigation policy
§ GSAs will collectively reduce total pumping by at least 42,000 AFY § Incremental reduction in overdraft from 20% by 2026 to 100% by 2030 § May include pumping reduction achieved under Subsidence mitigation policy

3. GWL-MT avoidance policy
§ Define RMW-specific groundwater level triggers and zone of influence § Develop RMW-specific pumping reduction plan

4. WQ-MT exceedance policy
§ Define RMW-specific groundwater level triggers
§ Investigate cause of exceedance – Pumping/GWL decline or other management actions § Develop and implement mitigation plan

5. Subsidence mitigation policy
§ Set trigger as 3-year moving average rate of subsidence that exceeds 0.2 ft/year § Lower aquifer pumping will be limited to 0.25 AF/acre within the zone of influence (0.5 mile of critical infrastructure)
Five-Part Pumping Reduction Framework
Consistent MOA, if GSA(s) have GWL MT exceedances for two consecutive years and/or fail to achieve their minimum pumping reduction required under the overdraft mitigation policy, GSA(s) will be required to implement a groundwater allocation program.

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota Pumping Reduction Framework Timeline
July
2024
October
2024
January
2025 … 2030
Adopt GSP
Develop
Implementation
Plan
Implementation
Plan
Achieve
42,000 AFY
Pumping
Reduction

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota What Next?
• Adopt single Delta-Mendota Subbasin Groundwater
Sustainability Plan
• Complete and formalize Pumping Reduction Framework
o Normalized in GSP
o Different details for different regions
• Delivery of a single Subbasin GSP to SWRCB
• Active engagement and continued communication with the regulatory agencies (DWR and State Board)
• Preparation for March/April 2025 State Board Hearing
• Continue GSP implementation

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota QUESTIONS?

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Attachment: DM Single GSP Presentation_19Nov24 (Approve Resolution No. 2024-61 Delta Mendota 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: November 19, 2024
ITEM NO: 6.8
SUBJECT: Adopt Resolution No. 2024-66 approving the 2024 Patterson Downtown Master Plan (November 2024) and the Addendum to Final Environmental Impact Report (FEIR).

RECOMMENDATION
Motion to Adopt Resolution No. 2024-66 approving the 2024 Patterson Downtown Master Plan (November 2024) and the Addendum to Final Environmental Impact Report (FEIR).

BACKGROUND
In 2015, the City of Patterson adopted the Downtown Patterson Revitalization Visioning Report to guide the City on future growth and improvements within the downtown area. This visioning report established the importance of subsequent master planning of the downtown to guide future public and private development projects therein. In 2022, the City Community Development Department in coordination with their planning consultant (RRM Design Group) initiated the Downtown Master Plan for the City of Patterson.

This import community planning project included an extensive outreach process, community and stakeholder engagement, a public online opinion survey, community study sessions led by the Downtown Revitalization Committee, Planning Commission, and the City Council and multiple public hearings.

After nearly three years of preparation and community engagement, on October 15, 2024, the City of Patterson City Council, held a final public hearing to consider public testimony and final modifications, and voted in favor of the draft Master Plan. City staff represented at this hearing that the final draft of the Downtown Master Plan and the Addendum to Final Environmental

6.8 Packet Pg. 64
Impact Report (FEIR) would return (at the next available meeting) to the City Council along with along with an authorizing resolution, attached hereto.

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.

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# 20100220355) is necessary to document “minor technical changes or additions” that have occurred in the project description since the General Plan EIR was originally prepared.

FISCAL IMPACT
There is no direct fiscal impact that would result from adopting the Downtown Master Plan.

ATTACHMENTS
Resolution No. 2024-66
Exhibit A Addendum to Final Environmental Impact Report (FEIR) Exhibit B City of Patterson Downtown Master Plan (November 2024)

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RESOLUTION NO. 2024-66

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PATTERSON APPROVING THE 2024 DOWNTOWN MASTER PLAN
WHEREAS, 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; and
WHEREAS, the Downtown Patterson Revitalization Visioning Report established the importance of subsequent master planning of the downtown to guide future public and private development projects therein; and
WHEREAS, the City Council desires to encourage redevelopment, construction of new development projects, and promote economic development within the Downtown Patterson area and beyond; and
WHEREAS, the City of Patterson conducted extensive stakeholder and public outreach to solicit and incorporate input from the greater Patterson community; and WHEREAS, the City of Patterson held numerous duly noticed public meetings and hearings before the Downtown Revitalization Commission, Planning Commission, and City Council, to further solicit and incorporate input from the community for the draft 2024 Downtown Master Plan; and
WHEREAS, on September 26, 2024, the City of Patterson Planning Commission, held a duly noticed public hearing to consider public testimony, a staff report/presentation, and the draft 2024 Downtown Master Plan, and voted unanimously to recommend that the City Council adopt said Master Plan with minor amendments; and
WHEREAS, on October 15, 2024, the City of Patterson City Council, held a duly noticed public hearing to consider public testimony, a staff report/presentation, an Addendum to Final Environmental Impact Report (FEIR) for the Patterson Downtown Master Plan, and the draft Downtown Master Plan as recommended by the Planning Commission and City Staff; and WHEREAS, during the October 15, 2024 public hearing and upon closing the public hearing, the City of Patterson City Council voted in favor of the Downtown Master Plan and directed City Staff to prepare a resolution of the City Council adopting the EIR Addendum and 2024 Downtown Master Plan.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Patterson as follows:

1. The City Council hereby adopts the Addendum to Final Environmental Impact Report (FEIR) for the Patterson Downtown Master Plan, attached hereto as Exhibit A; and

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2. The City Council hereby adopts the City of Patterson Downtown Master Plan (November 2024) attached hereto as Exhibit B.

I HEREBY CERTIFY that the foregoing Resolution was passed by the City Council at a regular meeting held on the 19th day of November 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
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 19th day of November 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

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Attachment: Resolution No. 2024-66 adotping Master Plan (Adopt Resolution No 2024-66 Downtown Master Plan and Addendum to Final Attachments:

Exhibit A Addendum to Final Environmental Impact Report (FEIR) Exhibit B City of Patterson Downtown Master Plan (November 2024)

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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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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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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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Attachment: Patterson Addendum.9.6.24 (Adopt Resolution No 2024-66 Downtown Master Plan and Addendum to Final Environemnetal Impact Adopted
NOVEMBER, 2024

DOWNTOWN

MASTER PLAN
City of Patterson

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Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
ADOPTED November 2024

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 Sidhu - Commissioner
Renita Alexander - Commissioner
Lynn Apland - Commissioner
Dianna Anderson - Former Commissioner

CITY STAFF
Fernando Ulloa - City Manager
Ken Irwin - Former City Manager
Bryan Stice - Community Development Director
Joel Andrews - City Planner
Teresa Rodriguez - Associate Planner
Denise Melo - Administrative Assistant II
Lisa Ochoa - Administrative Assistant II

SPECIAL
THANKS
TO THE

PATTERSON

COMMUNITY

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Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
ADOPTED November 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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ADOPTED November 2024
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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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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1.2 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
the Historical Society 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
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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 parcel 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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0 100 200 300 feet
1"=100'
50 Signalized Intersection
Alley
Primary Vehicular Route
Downtown Master
Plan Area Boundary
LEGEND
Downtown Signage
Public Parking
Roundabout
Transit Stop
Public Restrooms
Public Park
Public Right-of-Way
Public Picnic Area
Historic Preservation Overlay Zone

S SALADO AVENUE

N DEL PUERTO AVENUE

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
S 1ST STREET
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

E STREET
S 4TH STREET
N 4TH STREET
N 6TH STREET

RAILROAD

PLAZA CIRCLE

W LAS PALMAS AVENUE

N SALADO AVENUE

S DEL PUERTO AVENUE

E STREET

N CIRCULO AVENUEN CIRCULO AVENUE

PLAZA CIRCLE

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK

HISTORICAL

SOCIETY
MUSEUM
POST
OFFICE

LIBRARY

CARNEGIE

LIBRARY

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK

HISTORICAL

SOCIETY
MUSEUM
POST
OFFICE

LIBRARY

CARNEGIE

LIBRARY

PATTERSON DOWNTOWN MASTER PLAN

EXISTING CONDITIONS MAP
Date: November, 2024
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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VISION
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

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.

DOWNTOWN MASTER

PLAN BOUNDARY

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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 feet from the primary face of the building wall. Provide for adaptability and the reuse of existing Downtown buildings

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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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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. 116 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
4 PLACEMAKING &

PUBLIC SPACES
Chapter 4

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Packet Pg. 117 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 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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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 such as Del Puerto Park to the larger Veteran’s Memorial Park and North Park that serve as an entrance and gateway to the Downtown area.

North Park and Veteran’s Memorial 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. Drinking fountains with water bottle fillers and/or dog bowl water options are recommended.

8. Enhancements to the Veterans Memorial.

Public Parks

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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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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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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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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 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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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

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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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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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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 and to highlight community organizations.

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. Consider modifying the existing community signs at the entrance on Las Palmas Avenue at Highway 33, as well as the design of other public regulatory signs in this area, so design themes are consistent throughout the Downtown.

9. 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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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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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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0 100 200 300 feet
1"=100'
50 LEGEND
Existing Class 2
Bike Lanes
Future Class 2
Bike Lanes
Potential Class 2
Bike Lanes
Potential Bike
Sharrows
Potential One-Way
Travel Lanes
Reduced One-Way
Travel Lane

E LAS PALMAS AVENUE
S 2ND STREET/ HWY 33

W LAS PALMAS AVENUE

S SALADO AVENUE

N SALADO AVENUE
N 3RD STREET
S 3RD STREET

N DEL PUERTO AVE

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

H STREET

F STREET

D STREET

E STREET
S 4TH STREET
N 4TH STREET
N 6TH STREET

RAILROAD

S SALADO AVENUE

N DEL PUERTO AVE

PLAZA CIRCLE

W LAS PALMAS AVENUE

N SALADO AVENUE

S DEL PUERTO AVENUE

E STREET
N EL

CIRCULO AVENUE
N EL

CIRCULO AVENUE

PLAZA CIRCLE
S 3RD STREET
N 3RD STREET

E LAS PALMAS AVENUE
S 1ST STREET

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK
POST
OFFICE

LIBRARY

CARNEGIE

LIBRARY

HISTORICAL

SOCIETY
MUSEUM

LAS PALMAS
SCHOOL

VETERAN'S

MEMORIAL PARK
NORTH
PARK
CITY
HALL
FIRE

STATION
DEL
PUERTO
PARK
POST
OFFICE

LIBRARY

CARNEGIE

LIBRARY

PATTERSON DOWNTOWN MASTER PLAN

CONCEPTUAL CIRCULATION PLAN
Date: November, 2024

HISTORICAL

SOCIETY
MUSEUM
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

HISTORIAL

SOCIETY
MUSEUM
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 lot or 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

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6.5 IMPLEMENTATION ACTION PLAN
Table 6-2 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

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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

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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)

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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. 1 PW, CD General Fund, CIP, Assessment District
(e.g., PBID), CFD, Grants, CEQA
Mitigations, Measure L, Development
Agreeements
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
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

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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 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
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, R 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

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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 Lot within Master Plan area or 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

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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

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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 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
3rd Street, South Salado and North Del Puerto
Streetscape Improvements  X X X X X X X

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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
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 Lot in Downtown or 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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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.

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A
Development
Regulations & Standards
Appendix A

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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 and Light Industrial zones within the Downtown Master Plan area.

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 Downtown 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.

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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.

Group care facility (large)2 AR
Group care facility (small) 2 P
Live/work units3 AR
Multiple-family units1 AR
Supportive housing P
Transitional housing P

RECREATION, EDUCATION, AND PUBLIC ASSEMBLY USES
Child-care center AR Chapter 18.63
Civic use4 P
Community center4 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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Information centersP
Mortuaries CUP
Park, plazas, and playgrounds
5 P
Place of assembly (large, 10,000 sf
or more) CUP
Place of assembly (small, less than
10,000 sf) CUP
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
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 sales
7 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

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Artisan shopsP
Auctions (indoor only)
8 N
Banks and financial servicesP
Bars and cocktail lounges,
accessory
9 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 services10
P
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 clinics11 P
Nightclubs CUP
Nurseries, for sale only P
Nurseries, includes growing of
nursery stock CUP
Office, accessoryP
Outdoor markets, sales
establishments CUP
Outdoor promotions, sales, or
displays
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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Retail, big box (>80,000 sq. ft.) N
Secondhand stores AR
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. Facility shall be state licensed.

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

4. No significant storage or corporation yards permitted.

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

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

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

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

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

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

11. 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
Group care facility (small)
1 P
Live/work units AR
Multiple-family units AR
Supportive housingP
Transitional housingP

RECREATION, EDUCATION, AND PUBLIC ASSEMBLY USES
Athletic fields, accessory only
2 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
Place of assembly (small, less than
10,000 sf) AR
Public art
3 AR Chapter 18.73
Refer to Table Notes on page A-14

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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
4 N
Public utility structuresP
Public utility yardsP
Transit station/park and ride lots P

RETAIL, SERVICE, AND OFFICE USES
Alcoholic beverage sales
5 AR
Art, antique, collectiblesP
Artisan shopsP
Auctions (indoor only)
6 P
Banks and financial servicesP
Bars and cocktail lounges, accessory
7 CUP
Bars and cocktail lounges 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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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
Mobile Food Court CUP
Nightclubs CUP
Nurseries, for sale only P
Nurseries, includes growing of nursery
stock P
Office, accessoryP
Outdoor markets, sales establishments CUP
Outdoor promotions, sales, or displays
8 P
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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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 AR
Service, accessoryP
Tattoo parlors P
Temporary uses
9 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
8 CUP
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. 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.

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

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

4. 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.

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

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

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

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

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

10. 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
Residential units proposed in other areas of the
Downtown Master Plan are prohibited on the ground
floor within the first 40 feet facing a public street.

S SALADO AVENUE

N DEL PUERTO AVENUE

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
S 1ST STREET
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

E STREET
S 4TH STREET
N 4TH STREET
N 6TH STREET
AVENUE

RAILROAD
CIRCULO N. EL
AVENUE
CIRCULO S. EL

DOWNTOWN MASTER

PLAN AREA BOUNDARY
LEGEND
0 100 200 300 feet
1"=100'
50 S SALADO AVENUE

N DEL PUERTO AVENUE

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
S 1ST STREET
S 5TH STREET
S 6TH STREET

H STREET

F STREET

D STREET

E STREET
S 4TH STREET
N 4TH STREET
N 6TH STREET
AVENUE

RAILROAD
CIRCULO N. EL
AVENUE
CIRCULO S. EL

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C. BUILDING HEIGHT LIMITS

1. Downtown Core. 4 stories (50 feet).

2. Light Industrial. 3 stories (45 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. 35 dwelling units/gross acre.

2. Light Industrial.
• Maximum Density. 35 dwelling units/gross acre.

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. 5 feet.

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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Outreach Data

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Packet Pg. 198 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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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Packet Pg. 199 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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.

6.8.c
Packet Pg. 200 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
A. WRITTEN QUESTIONNAIRE
Patterson Downtown Master Plan

WRITTEN COMMENTS
Social PinPoint
Questionnare Results

10.10.22 6.8.c
Packet Pg. 201 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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.

6.8.c
Packet Pg. 202 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 203 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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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Packet Pg. 204 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 205 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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

6.8.c
Packet Pg. 206 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 207 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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)

6.8.c
Packet Pg. 208 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 209 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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

6.8.c
Packet Pg. 210 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 211 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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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Packet Pg. 212 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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)

6.8.c
Packet Pg. 213 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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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Packet Pg. 214 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 215 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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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Packet Pg. 216 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 217 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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

6.8.c
Packet Pg. 218 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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B-21
ADOPTED November 2024
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

6.8.c
Packet Pg. 219 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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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Packet Pg. 220 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 221 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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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Packet Pg. 222 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024
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

6.8.c
Packet Pg. 223 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
B. MAPPING ACTIVITY
Patterson Downtown Master Plan

MAPPING ACTIVITY COMMENTS
Social PinPoint
Questionnare Results

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Packet Pg. 224 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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ADOPTED November 2024

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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ADOPTED November 2024

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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Packet Pg. 226 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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Packet Pg. 228 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 COMMUNITY OUTREACH DATA Appendix B
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Packet Pg. 229 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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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.

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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.

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7 FIGURE II
-1.RESIDENT WORKERS COMMUTING TO BAYAREA
Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program, 2019; TNDG.

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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.

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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.

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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.

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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.

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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.

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15 FIGURE II
-5.PATTERSON-AREAINDUSTRIALDEVELOPMENT
Source: CBRE Central Valley Q1 2022 Industrial Market Report; TNDG.

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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.

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18 FIGURE II
-6.PATTERSON COMMUTING
Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program; TNDG.

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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.

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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.

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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.)

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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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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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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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31 FIGURE IV
-1.SHOPPING CENTERS IN THE REGION NEAR PATTERSON
Source: Esri; Directory of Major Malls 2019; TNDG

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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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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

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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.

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Packet Pg. 257 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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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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ADOPTED November 2024
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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Packet Pg. 260 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 PATTERSON MARKET CONDITIONS Appendix C
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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.

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Packet Pg. 261 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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.

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Packet Pg. 262 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 PATTERSON MARKET CONDITIONS Appendix C
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ADOPTED November 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.

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Packet Pg. 263 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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.

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Packet Pg. 264 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 PATTERSON MARKET CONDITIONS Appendix C
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ADOPTED November 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.

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Packet Pg. 265 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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.

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Packet Pg. 266 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 PATTERSON MARKET CONDITIONS Appendix C
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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.

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Packet Pg. 267 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
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ADOPTED November 2024
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.

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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.

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ADOPTED November 2024
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.

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ADOPTED November 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.

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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.

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Packet Pg. 272 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 PATTERSON MARKET CONDITIONS Appendix C
C
C-41
ADOPTED November 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.

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Packet Pg. 273 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
C
C-42
ADOPTED November 2024
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.

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Packet Pg. 274 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 PATTERSON MARKET CONDITIONS Appendix C
C
C-43
ADOPTED November 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.

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Packet Pg. 275 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 DOWNTOWN MASTER PLAN City of Patterson
C
C-44
ADOPTED November 2024
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.

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Packet Pg. 276 Attachment: Patterson Downtown Master Plan_Final Adopted.REDUCED (Adopt Resolution No 2024-66 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: November 19, 2024
ITEM NO: 6.9
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 - 9:00 pm
Street Closures during Event:
· West Las Palmas Ave. (between Plaza Cir and 2nd St.)
· South Salado Ave (between Plaza Cir and South 2nd St. / South El Circulo Ave.) · Plaza Cir. (all the way around)
· South 3rd St. (between Plaza Cir and the alley mid-block)

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· South Del Puerto Ave (between Plaza Cir. and South El Circulo Ave. / South 4th St. / F St.)
· West Las Palmas Ave. (between Plaza Cir and El Circulo Ave) · North Salado Ave. (between Plaza Cir and the alley mid-block) · North 3rd St. (between Plaza Cir and the alley mid-block) · North Del Puerto Ave. (between Plaza Cir and the alley mid-block) Street Closures for Parade:
3:00 pm - 8:00 pm
· E St. (between South 9th St. and South 7th St.) Parade Staging · E St from South 9th St. to South 6th St
· F St. from South 6th to South Del Puerto Ave. / South El Circulo Ave. · South Del Puerto Ave from F St. / South El Circulo Ave. to Plaza Cir. · Plaza Cir. From South Del Puerto Ave to West Las Palmas Ave. · West Las Palmas Ave from Plaza Cir to 6th St.

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
· Assist with setting up Christmas trees in South Park
· Coordinate City staff and resources

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· 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-Total: $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.

Total Amount: $3,952.52 (staff, equipment & vendor fees) + $4,000 (Fund Acct.# 100-120- 6607) = $7,952.52

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Packet Pg. 280 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 281 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 282 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 283 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 284 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 285 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 286 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 287 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 288 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 289 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 290 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 291 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 292 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 293 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 294 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 295 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 296 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 297 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 298 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 299 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 300 Attachment: Christmas Festival Application (Street Closure for Patterson Christmas Festival Events on Saturday, December 7, 2024)

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Packet Pg. 301 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: Mike Willett, Public Works Director
MEETING DATE: November 19, 2024
ITEM NO: 6.10
SUBJECT: Approve Resolution No. 2024-67 and Authorize the City Manager to execute the Operation & Maintenance Agreement with ENGIE Services U.S. for the monitoring and maintenance of the City’s solar energy facilities.

RECOMMENDATION
Motion to Approve Resolution No. 2024-67 and Authorize the City Manager to execute the Operation & Maintenance Agreement with ENGIE Services U.S. for the monitoring and maintenance of the City’s solar energy facilities.

BACKGROUND
The City of Patterson has invested in solar energy installations across several key facilities, including the Aquatic Center, Corporation Yard, Senior Center, and Water Quality Control Facility. To ensure optimal performance and longevity of these systems, regular maintenance and performance monitoring are required.

ENGIE Services U.S. was the original provider and installer of these systems. As such, they offer proprietary monitoring services that allow for accurate tracking and performance evaluations. These services include real-time monitoring, monthly performance reports, system inspections, and preventive maintenance tasks.

Given the proprietary nature of ENGIE’s monitoring system, the City could not issue a request for proposals (RFP) for additional service providers to ensure compatibility and seamless integration with the existing infrastructure.

ANALYSIS

6.10 Packet Pg. 302
The proposed Operation & Maintenance Agreement with ENGIE Services U.S. represents a strategic investment in the City of Patterson's commitment to clean energy and sustainability. By entering into this agreement, the City can ensure that its solar energy facilities remain operationally efficient and continue to deliver the anticipated economic and environmental benefits.

Operational Efficiency
ENGIE, as the original installer of the solar systems, possesses unique knowledge of the City’s specific installations, enabling them to provide tailored monitoring and maintenance services.

Their proprietary monitoring system allows for real-time performance evaluations and rapid response to any operational issues. This level of service is crucial for maximizing the energy output of the solar facilities, which directly translates into cost savings on utility bills.

Cost-Benefit Analysis
The total expenditure of $99,008 over five years for the operation and maintenance of the solar facilities is a significant investment; however, the long-term savings generated from reduced utility costs are expected to offset this expense. By maintaining optimal system performance, the city can continue to benefit from lower energy costs, which can be reinvested into other community services and initiatives.

Risk Management
Choosing not to pursue a competitive bidding process is a calculated decision, given the proprietary nature of ENGIE's services. Engaging a different service provider could introduce risks such as integration challenges, potential system inefficiencies, and additional costs associated with reconfiguration. By retaining ENGIE as the service provider, the city minimizes these risks and ensures continuity of service.

Alignment with City Goals
This agreement aligns seamlessly with the City’s sustainability goals. By ensuring the solar facilities operate at peak efficiency, the city not only supports its clean energy initiatives but also demonstrates a commitment to environmental stewardship. The maintenance of these facilities plays a vital role in reducing the City’s carbon footprint and enhancing its reputation as a leader in renewable energy adoption.

Conclusion
In conclusion, entering into the Operation & Maintenance Agreement with ENGIE Services U.S. is a prudent decision that supports the City’s financial and environmental objectives. By ensuring the effective operation of solar facilities, the City can maximize its investment in renewable energy, leading to sustained economic and ecological benefits. Staff recommends moving forward with the contract to safeguard the future efficiency and reliability of the City’s solar energy systems.

Justification for Non-Competitive Procurement
ENGIE Services U.S. is the original installer of the City’s solar systems and offers proprietary monitoring services that cannot be easily replaced or duplicated by other vendors. The real-time monitoring software and reporting system is specifically designed for ENGIE's solar

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installations, ensuring accuracy and operational efficiency. Attempting to switch to a third-party service provider could result in integration challenges, potential system inefficiencies, and higher costs for reconfiguring the monitoring systems. Therefore, it is in the City’s best interest to enter into this contract with ENGIE to ensure seamless operation and compliance with our clean energy initiatives.

FISCAL IMPACT
The total cost of the Operation & Maintenance Agreement over the five-year term is $99,008.

This expense is included in the City’s ongoing solar energy budget and will be covered through existing funds budgeted for renewable energy maintenance. By maintaining the efficiency of our solar facilities, the City will continue to benefit from reduced utility costs, ultimately offsetting the cost of this agreement.

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RESOLUTION NO. 2024-67

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PATTERSON,

AUTHORIZING THE APPROVAL OF AN OPERATION & MAINTENANCE
AGREEMENT WITH ENGIE SERVICES U.S., INC. FOR ITS SOLAR PANELS AND

AUTHORIZES THE CITY MANAGER OR HIS DESIGNEE TO EXECUTE THE

AGREEMENT
WHEREAS, the City of Patterson (“City”) has invested in solar energy installations across several key facilities to ensure optimal performance and longevity of these systems, regular maintenance and performance monitoring is required; and:

WHEREAS, the City of Patterson wishes to continue to operate the following facilities utilizing solar energy for the following locations:

WHEREAS, the City has contracted out with the original provider and installer of the solar panels since they were originally installed, and Engie Services U.S. continues to offer a proprietary monitoring system that ensures continued compatibility and seamless integration with existing infrastructure; and
WHEREAS, Engie Services U.S., Inc. possess unique knowledge of the City’s installations and providing customized monitoring and maintenance services; and WHEREAS, the City’s wishes to renew a new Operations & Maintenance Agreement with Engie to provide inspection, testing, monitoring, and repair services for a term of five (5) years ; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Patterson hereby approves the five-year contract with Engie Services U.S., Inc. and authorizes the City Manager or his designee to execute the new agreement, attached hereto.

The foregoing resolution was passed by the City Council at a regular meeting held on the 19th day of November 2024, by , who moved its adoption, which motion was duly seconded by , and the resolution adopted by the following roll call vote:

AYES:

NOES:

EXCUSED:

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Packet Pg. 305 Attachment: Resolution No. 2024-67- O&M Agreement with Engie for Solar Panels 11-19-24 (Approve Resolution No. 2024-67 Approving the 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 19th day of November 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

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Packet Pg. 306 Attachment: Resolution No. 2024-67- O&M Agreement with Engie for Solar Panels 11-19-24 (Approve Resolution No. 2024-67 Approving the {CW139247.2}
DIR Project Registration # _ _ _ _ _ _
ENGIE Services Project #: _ _ _ _ _ -_ _ _
ENGIE Services Contract # R 3653

OPERATION & MAINTENANCE AGREEMENT
This OPERATION & MAINTENANCE AGREEMENT (this “Agreement”) is made and entered into as of July 1, 2024 by and between ENGIE Services U.S. Inc., a Delaware corporation, with California State Contractor’s License Number 995037 (“ENGIE Services U.S.”), and City of Patterson (“Customer”) (each a “Party” and together the “Parties”).

RECITALS
WHEREAS, ENGIE Services U.S. is a full-service energy services company with the technical capabilities to provide services to Customer including, but not limited to, maintenance of Generating Facilities (as defined below); and WHEREAS, ENGIE Services U.S. has agreed to maintain the Generating Facilities on the terms and subject to the conditions of this Agreement;
NOW, THEREFORE, Customer and ENGIE Services U.S. hereby agree as follows:

ARTICLE 1. DEFINITIONS
For purposes of this Agreement and its Attachments, defined terms will have the following meanings:
“Abnormally Severe Weather Conditions” means typhoons, hurricanes, tornadoes, lightning storms and other climatic and weather conditions that are abnormally severe for the period of time when, and the area where, such storms or conditions occur, in each case occurring at a property, the access roads to a property, or any other location where O&M Services are then being performed. For the avoidance of doubt, the term “Abnormally Severe Weather Conditions” specifically includes rain, snow or sleet in excess of one hundred fifty percent (150%) of the median level over the preceding ten (10) year period for the local geographic area and time of year in which such rain, snow or sleet accumulates.
“Agreement” is defined in the Preamble, and includes all Attachments hereto (all of which are incorporated herein), as well as all amendments, restatements, supplements and other modifications hereto. “Annual O&M Fee” means a fee payable annually in advance by Customer to ENGIE Services U.S., in consideration of the provision of O&M Services. The Annual O&M Fee for each O&M Period will be as stated in the below payment Schedule.

Payment Schedule:

Year PV Module
Cleaning Services Monitoring Services Total
1 $13,948 $4,050 $17,998
2 $14,645 $4,212 $18,857
3 $15,378 $4,380 $19,758
4 $16,147 $4,556 $20,703
5 $16,954 $4,738 $21,692
“Applicable Law” means any statute, law, treaty, building code, rule, regulation, ordinance, code, enactment, injunction, writ, order, decision, authorization, judgment, decree, protocol, procedure or other legal or regulatory determination or restriction by a court or Governmental Authority of competent jurisdiction, as may be in effect at the time the O&M Services are undertaken.
“Applicable Permits” means all permits, approvals, inspections and certifications required to be issued by any Governmental Authority in connection with the O&M Services. “Arbitration Rules” is defined in ARTICLE 9.
“Customer” is defined in the Preamble.

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Packet Pg. 307 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
“Dispute” is defined in ARTICLE 9.
“ENGIE Services U.S.” is defined in the Preamble.
“Force Majeure” means acts or events that are beyond the reasonable control of the affected Party and not caused by the negligence or fault of the Party affecting, including but not limited to any of the following: (i) acts of God; (ii) acts of the public enemy or terrorist acts; (iii) relocation or construction of transmission facilities or the shutdown of such facilities for the purpose of necessary repairs; (iv) work by local utility; (v) flood, earthquake, tornado, storm, fire, explosions, lightning, landslide or similar cataclysmic occurrence; (vi) sabotage, vandalism, riots or civil disobedience; (vii) labor disputes or strikes; (viii) labor or material shortages, delay in manufacturing and deliveries of equipment and supply chain disruptions (if such delay is caused by an event that would otherwise constitute Force Majeure); (ix) restraint by court order or public authority (whether valid or invalid); (x) inability to obtain or keep in force any Applicable Permit; (xi) epidemic or pandemic; (xii) Abnormally Severe Weather Conditions; (xiii) an annual level of direct beam solar resource availability that is less than or equal to 90% of historical averages as measured by long-term weather data (minimum 5 years) collected at the applicable Project Location and/or other reliable calibrated and appropriate weather station representative of such Project Location; (xiv) requirement by utility that any Generating Facility discontinue operation for any reason; (xv) appropriation or diversion of electricity by sale or order of any Governmental Authority; (xvi) any other action by any Governmental Authority which prevents or inhibits the Parties from carrying out their respective obligations under this Agreement (including an unstayed order of a court or administrative agency having the effect of subjecting the sales of energy output to federal or state regulation of prices and/or services); or (xvii) any utility power outage at any Project Location. “Generating Facility” means each photovoltaic, solar powered generating facility located at a Project Location, and includes all associated photovoltaic panels, mounting assemblies, inverters, converters, metering, lighting fixtures, transformers, ballasts, disconnects, combiners, switches, wires and other equipment that may be necessary to connect such solar power plant to the applicable utility meter. “Governmental Authority” means any federal, state, regional, town, county, city, municipal or local government agency, department or regulatory body having jurisdiction under Applicable Law over the matter in question. “Hazardous Substances” means (i) any hazardous, toxic, or dangerous wastes, substances, chemicals, constituents, contaminants, pollutants, and materials and any other carcinogenic, liquids, corrosive, ignitable, radioactive, reactive, toxic, or otherwise hazardous substances or mixtures (whether solids, liquids, gases) now or at any time subject to regulation, control, remediation, or otherwise addressed under Applicable Laws; (ii) any “hazardous substance” as defined by the Resource, Conservation and Recovery Act of 1976 (42 U.S.C. §6901 et seq.), as amended, and regulations promulgated thereunder; (iii) any “hazardous, toxic or dangerous waste, substance or material” specifically defined as such in 42 U.S.C. §9601 et seq.), as amended and regulations promulgated thereunder; and (iv) any hazardous, toxic or dangerous waste, substance, or material as defined in any so-called “superfund” or “superlien” law.
“Interest” means interest calculated at the lesser of (i) the prime rate plus two percent (2%) or (ii) the maximum rate permitted by Applicable Law. The “prime rate” will be “Prime Rate” of interest per annum for domestic banks as published in The Wall Street Journal in the “Money Rates” section. “O&M Commencement Date” means the first day of the month immediately following the later of (i) the full execution of this Agreement, and (ii) ENGIE Services U.S.’s receipt of the Annual O&M Fee for the first O&M Period. “O&M Period” means each one-year period following the O&M Commencement Date. “O&M Services” means the maintenance services to be performed by ENGIE Services U.S. in accordance with the terms and subject to the conditions of this Agreement.
“Party” and “Parties” are defined in the Preamble.
“Project Location” means that area or areas where the Generating Facilities are installed, as set forth in Attachment A.
“Term” is defined in Section 2.02.

ARTICLE 2. ANNUAL O&M FEE; TERM
Section 2.01 The Annual O&M Fee for the first O&M Period will be invoiced by ENGIE Services U.S. to Customer in a lump sum upon the execution of this Agreement. All subsequent Annual O&M Fees will be invoiced by ENGIE Services U.S. on the first day of the corresponding O&M Period. The Customer, or its designee, will pay ENGIE Services U.S. the Annual O&M Fee within thirty (30) calendar days after its receipt of the corresponding invoice. Unless Customer gives ENGIE Services U.S. prior written notice of its intent to terminate the O&M Services or any portion thereof, any failure to timely pay the Annual O&M Fee in accordance with this Agreement will be a material default by Customer hereunder, and ENGIE Services U.S., in addition to any other legal, contractual and equitable remedies available to it, will have no obligation thereafter to provide O&M Services. Any amount not paid when due will, from and

6.10.b
Packet Pg. 308 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
after the due date, bear Interest. Accrued and unpaid Interest on past due amounts (including Interest on past due Interest) will be due and payable upon demand. The Annual O&M Fee is not refundable for any reason.

Section 2.02 So long as Customer pays to ENGIE Services U.S. the Annual O&M Fee, ENGIE Services U.S. will provide the O&M Services with respect to the Generating Facilities at the Project Locations, all as described in this Agreement, for up to 5 years (the “Term”) from the O&M Commencement Date on an annualized basis.

Section 2.03 If (i) Customer notifies ENGIE Services U.S. in writing of its intent to terminate the O&M Services, or (ii) Customer is in default of any of its obligations under this Agreement (including its obligation to pay the Annual O&M Fee), the obligation of ENGIE Services U.S. to provide the O&M Services will also be terminated.

Section 2.04 Customer may terminate the O&M Services or any portion thereof at any time and for any reason by providing written notice to ENGIE Services U.S. For example, such notice may specify that only the PV Module Cleaning Services (as referenced in the Payment Schedule above) shall be discontinued, and in such event, the Annual O&M Fee shall be adjusted to include only the O&M Services that will continue to be provided by ENGIE Services U.S.

ARTICLE 3. MAINTENANCE SERVICES
Section 3.01 ENGIE Services U.S. will provide the following O&M Services during the Term:
(a) Inspection: Inspect PV modules, combiner boxes, inverters, isolation transformers, and PV service roof penetrations and support structure on an annual basis. (b) Testing: Perform voltage testing, amperage testing, and infrared scans of inverters, combiner boxes, disconnects and switchgear on an annual basis.
(c) Monitoring: Monitor system performance on a daily basis. (i) System performance is evaluated by comparing actual production data and actual local weather data to the production values predicted by PVsyst modeling software. These evaluations are performed monthly; greater-than-predicted degradations may indicate the need for further inspection and possible recommendation for panel washing. (ii) Reporting: A web portal will be provided for users to view and download solar production data. A monthly email report showing production for the month, production year to date, and monthly percent of expected production.
(d) Cleaning:
(i) Remove dust, dirt, and debris from outside cabinets of combiner boxes, inverters, transformers, and disconnect switches on an annual basis. (ii) Wash PV modules and remove accumulated dust and debris on an annual basis.

Section 3.02 Repair O&M Services. If a Generating Facility is damaged and requires safe-off, repair, demolition and/or reconstruction, or otherwise requires repair outside of warranty or outside of the Maintenance Services described in Section 3.01, Customer must contact the ENGIE Services U.S. PV Operations & Maintenance Manager and submit a request for quotation. ENGIE Services U.S. will inspect the damage and provide a written quotation and complete scope of work to Customer to restore the Generating Facility to normal operational condition. Before proceeding with repairs, ENGIE Services U.S. and Customer must execute a Work Order, on ENGIE Services U.S.’s form, a sample of which is attached hereto as Attachment B, for the agreed scope of work and quotation amount. Quotations for repair work are calculated on a time and materials basis. Standard Business Hours are M-F, 7am to 5pm. Non-business Hours & Saturdays equals 1.5x Rates. Sundays & Holidays equals 2.0x Rates.

Labor Category Straight
Time
Hourly Rate – PV Electrical Journeyman Technician1 $/hr. County Labor Rate
Hourly Rate – PV Electrical Apprentice Technician1 $/hr. County Labor Rate
Hourly Rate – Engineering2 $/hr. $ 185.00
Hourly Rate – Administrative2 $/hr. $ 77.00
Mileage $/Mi $1.00
Material mark-up % % 15.00

6.10.b
Packet Pg. 309 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
Lift rental fee $ Current
Market Price 1Trade Hourly rate will be adjusted based on the current year of the local prevailing wage determination plus Burden, requirement for either travel or subsistence and lodging, and markup for services being requested.
2Escalated according to an inflation rate to the year in which service will occur .

Section 3.03 Upon completion of any maintenance or repair work, ENGIE Services U.S. will update service logs detailing the work performed, location and any notes relevant to safe and efficient operations. These service logs will be compiled and submitted to Customer on a semi-annual basis.

ARTICLE 4. O&M SERVICES AND EQUIPMENT TO BE COVERED BY CUSTOMER Section 4.01 ENGIE Services U.S.’s obligations under this Agreement are expressly conditioned upon Customer’s payment of the Annual O&M Fee and providing and being responsible for the following, without cost to ENGIE Services U.S.:
(i) Timely reporting of and permitting timely repair of Generating Facilities that have been damaged.
(ii) Making the Generating Facilities described herein available to ENGIE Services U.S. as of the O&M Commencement Date.
(iii) Operating and maintaining security systems associated with the Generating Facilities. (iv) Maintaining all landscaping in and around Generating Facilities including tree trimming. (v) Allowing ENGIE Services U.S. and its personnel access as necessary to the Generating Facilities, and any related areas that may be reasonably necessary for performance of the O&M Services, including reasonable work, parking, and equipment staging areas. (vi) Allowing ENGIE Services U.S. and its personnel to access electrical power and other utilities then existing at the Generating Facilities as necessary for ENGIE Services U.S. to satisfy its obligations under this Agreement.
(vii) Remediating, pursuant to Applicable Law, any known Hazardous Substances encountered by ENGIE Services U.S. during the performance of the O&M Services which Hazardous Substances were not deposited by ENGIE Services U.S., including any backfill with clean soil as may be reasonably required.
(viii) Insuring the Generating Facilities against loss due to acts of God and the public enemy; flood, earthquake, tornado, storm, fire; civil disobedience, sabotage, and vandalism.

Section 4.02 ENGIE Services U.S. will have no obligation to provide the O&M Services to the extent such provision of O&M Services is materially adversely affected by Customer’s failure to satisfy the conditions set forth in this Agreement.

ARTICLE 5. SUBCONTRACTORS; PREVAILING WAGES
Section 5.01 Authority to Subcontract. ENGIE Services U.S. may delegate its duties and performance under this Agreement, and has the right to enter into agreements with any subcontractors and other service or material providers as ENGIE Services U.S. may select in its discretion to perform the O&M Services. ENGIE Services U.S. will not be required to enter into any subcontracts with parties whom ENGIE Services U.S. has not selected or subcontractors whom ENGIE Services U.S. has objection to using.

Section 5.02 Prevailing Wages. To the extent required by California Labor Code §1771 or other Applicable Law, all employees of ENGIE Services U.S. and ENGIE Services U.S.’s subcontractors performing O&M Services at the Project Location will be paid the per diem prevailing wages for the employee’s job classification in the locality in which the O&M Services are performed. In accordance with California Labor Code §§1773 and 1773.2, Customer will obtain from the Director of Industrial Relations the general prevailing rate of per diem wages and the general prevailing rate for holiday and overtime work, in the locality in which the O&M Services are to be performed, for each craft, classification or type of worker needed to execute the O&M Services at the Project Location, and will cause copies of such determinations to be kept on file at its principal office and posted at each Project Location. Customer will promptly notify ENGIE Services U.S. of any changes to any such prevailing wage determination.

6.10.b
Packet Pg. 310 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
ARTICLE 6. WARRANTY
EXCEPT FOR THE WARRANTIES PROVIDED IN THIS ARTICLE 6, ENGIE SERVICES U.S. MAKES NO WARRANTIES

IN CONNECTION WITH THE SERVICES PROVIDED UNDER THIS AGREEMENT, WHETHER EXPRESS OR IMPLIED

IN LAW, INCLUDING ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE AND ANY IMPLIED WARRANTIES AGAINST INTELLECTUAL PROPERTY INFRINGEMENT. CUSTOMER WILL HAVE NO REMEDIES AGAINST EITHER ENGIE SERVICES U.S. OR ANY ENGIE SERVICES U.S.

SUBCONTRACTOR OR VENDOR FOR ANY DEFECTIVE MATERIALS OR EQUIPMENT INSTALLED, EXCEPT FOR

THE REPAIR OR REPLACEMENT OF SUCH MATERIALS OR EQUIPMENT IN ACCORDANCE WITH THE WARRANTIES INDICATED BELOW. SPECIFICALLY, NEITHER ENGIE SERVICES U.S., NOR ENGIE SERVICES U.S.’S SUBCONTRACTORS OR VENDORS, WILL BE LIABLE TO CUSTOMER FOR LOSS OF PROFITS OR FOR ANY

SPECIAL, INDIRECT, INCIDENTAL, CONSEQUENTIAL OR PUNITIVE DAMAGES, HOWEVER CAUSED AND ON ANY THEORY OF LIABILITY.

Section 6.01 ENGIE Services U.S. warrants to Customer that material and equipment furnished under this Agreement will be of good quality and new, unless otherwise specifically required or permitted by this Agreement.

ENGIE Services U.S. further warrants that its workmanship provided hereunder, including its subcontractors’ workmanship, will be free of material defects for a period of one (1) year from the date of installation (“ENGIE Services U.S. Warranty”).

Section 6.02 Equipment and material warranties that exceed the ENGIE Services U.S. Warranty period will be provided directly by the equipment and/or material manufacturers and such warranties will be assigned directly to Customer, after the one (1) year period. During the ENGIE Services U.S. Warranty period, ENGIE Services U.S. will be Customer’s agent in working with the equipment and material manufacturers in resolving any equipment or material warranty issues. If any material defects are discovered within the ENGIE Services U.S. Warranty period, ENGIE Services U.S., or ENGIE Services U.S.’s subcontractors, will correct its defects, and/or ENGIE Services U.S. will work with the equipment or material manufacturer as Customer’s agent to facilitate the manufacturer’s correction of the equipment or material defect. Such warranty services will be performed in a timely manner and at the reasonable convenience of Customer. If a warranty issue arises on any equipment or material installed after the ENGIE Services U.S. Warranty period, and the equipment or material has a warranty period that exceeds one (1) year, Customer will contact the manufacturer directly to resolve such warranty issues and Customer acknowledges that the manufacturer will have sole responsibility for such issues.

Section 6.03 The warranties in this ARTICLE 6 expressly exclude any remedy for damage or defect caused by improper or inadequate maintenance of the installed equipment by service providers other than ENGIE Services U.S. or its subcontractors, corrosion, erosion, deterioration, abuse, modifications or repairs not performed by an authorized ENGIE Services U.S. subcontractor, improper use or operation, or normal wear and tear under normal usage. ENGIE Services U.S. will not be responsible for the cost of correcting a breach of warranty or defect to the extent that the manufacturer of the equipment that is the subject of a warranty hereunder does not honor its equipment warranty as a result of its termination of operations, insolvency, liquidation, bankruptcy or similar occurrence. Unless otherwise specified, all warranties hereunder, including without limitation those for defects, whether latent or patent, in design, engineering, or construction, will terminate one (1) year from the date of installation; and thereafter, ENGIE Services U.S. will have no liability for breach of any warranty or for any latent or patent defect of any kind pursuant to California Code of Civil Procedure §§337.15 and 338.

ARTICLE 7. LIMITATION OF LIABILITY; INSURANCE
Section 7.01 Waiver of Consequential Damages and Limitation of Liability. The liability of a defaulting Party will be limited to direct, actual damages. Neither Party will be liable to the other Party for any special, indirect, incidental or consequential damages whatsoever, whether in contract, tort (including negligence) or strict liability, including, but not limited to, operational losses in the performance of business such as lost profits or revenues or any increase in operating expense. Additionally, each Party waives any claims for negligence against the other Party to the greatest extent permitted by Applicable Law.

Section 7.02 ENGIE Services U.S. Insurance. ENGIE Services U.S. will maintain, or cause to be maintained, for the duration of this Agreement, the insurance coverage outlined in (a) through (f) below, and all such other insurance as required by Applicable Law. Evidence of coverage will be provided to Customer via an insurance certificate.
(a) Workers’ Compensation/Employers Liability for states in which ENGIE Services U.S. is not a qualified selfinsured. Limits as follows:
* Workers’ Compensation: Statutory
* Employers Liability: Bodily Injury by accident $1,000,000 each accident Bodily Injury by disease $1,000,000 each employee
Bodily Injury by disease $1,000,000 policy limit

6.10.b
Packet Pg. 311 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
(b) Commercial General Liability insurance with limits of:
* $2,000,000 each occurrence for Bodily Injury and Property Damage * $4,000,000 General Aggregate - other than Products/Completed Operations * $2,000,000 Products/Completed Operations Aggregate
* $2,000,000 Personal & Advertising Injury
* $ 100,000 Damage to premises rented to ENGIE Services U.S.

Coverage to be written on an occurrence form. Coverage to be at least as broad as ISO form CG 0001 (04/13) or its equivalent forms, without endorsements that limit the policy terms with respect to: (1) provisions for severability of interest or (2) explosion, collapse, underground hazard. (c) Auto Liability insurance for owned, hired and non-owned vehicles with limits of $1,000,000 per accident.

Coverage to be written on an occurrence form.
(d) Professional Liability insurance with limits of:
* $1,000,000 per occurrence
* $1,000,000 aggregate
Coverage to be written on a claims-made form.
(e) Umbrella/Excess Liability Insurance. Limits as follows:
* $1,000,000 each occurrence
* $1,000,000 aggregate
Coverage terms and limits to apply excess of the per occurrence and/or aggregate limits provided for Commercial General Liability and Professional Liability written on a claims made form. Coverage terms and limits also to apply in excess of those required for Employers Liability and Auto Liability written on an occurrence form.
(f) Policy Endorsements.
* The insurance provided for Workers’ Compensation and Employers’ Liability above will contain waivers of subrogation rights against Customer. * The insurance provided for Commercial General Liability and Auto Liability above will:
(i) include Customer as an additional insured with respect to O&M Services performed under this Agreement, and
(ii) provide that the insurance is primary coverage with respect to all insureds.

ARTICLE 8. CONDITIONS BEYOND CONTROL OF THE PARTIES
If any Party is delayed in, or prevented from, performing or carrying out its obligations under this Agreement by reason of any Force Majeure, such circumstance will not constitute a default, and such Party will be excused from performance hereunder and will not be liable to the other Party for or on account of any loss, damage, injury or expense resulting from, or arising out of, such delay or prevention. Notwithstanding the foregoing, no Party will be excused from any payment obligations under this Agreement as a result of any Force Majeure.

ARTICLE 9. DISPUTE RESOLUTION; APPLICABLE LAW; VENUE; SEVERABILITY If a dispute arises out of or relates to this Agreement, or the services contemplated by this Agreement (a “Dispute”), either Party may initiate the dispute resolution process set forth in this ARTICLE 9 by giving notice to the other Party. Senior executives for the Parties will meet, within thirty (30) calendar days after notice of the Dispute, in an attempt to resolve the Dispute and any other identified disputes or any unresolved issues that may lead to a dispute.

If the Dispute is not settled by senior management conference, the Parties will endeavor to settle the Dispute by mediation under the Commercial Mediation Procedures of the American Arbitration Association. Mediation is a condition precedent to arbitration or the institution of legal or equitable proceedings by either Party. Once one Party files a request for mediation with the other Party and with the American Arbitration Association, the Parties agree to conclude the mediation within sixty (60) calendar days after filing the request. Either Party may terminate the mediation at any time after the first session, but the decision to terminate must be delivered in person by the Party’s representative to the other Party’s representative and the mediator.

If the Dispute is not resolved by mediation within sixty (60) calendar days after the date of filing of the request for mediation, then the exclusive means to resolve the Dispute is final and binding arbitration. Either Party may initiate arbitration proceedings by notice to the other Party and the American Arbitration Association. The following provisions

6.10.b
Packet Pg. 312 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
apply to all arbitration proceedings pursuant to this Article: (i) The place of arbitration will be the American Arbitration Association office closest to where the O&M Services were performed; (ii) one arbitrator will conduct the arbitral proceedings in accordance with the Commercial Arbitration Rules and Mediation Procedures (Excluding the Procedures for Large, Complex Commercial Disputes) of the American Arbitration Association currently in effect (“Arbitration Rules”) (to the extent of any conflicts between the Arbitration Rules and the provisions of this Agreement, the provisions of this Agreement prevail); (iii) the Parties will submit true copies of all documents considered relevant with their respective statement of claim or defense, and any counterclaim or reply (in the discretion of the arbitrator, the production of additional documents that are relevant and material to the determination of the Dispute may be required); (iv) the arbitrator does not have the power to award, and may not award, any punitive, indirect or consequential damages (however denominated); all arbitration fees and costs are to be shared equally by the parties, regardless of which Party prevails, and each Party will pay its own costs of legal representation and witness expenses; (v) the award must be in the form of a reasoned award; (vi) the Dispute will be resolved as quickly as possible, and the arbitrator will endeavor to issue the arbitration award within six (6) months after the date on which the arbitration proceedings were commenced; and (vii) the award will be final and binding and subject to confirmation and enforcement proceedings in any court of competent jurisdiction.

This Agreement is governed by and must be interpreted under the laws of the State where the O&M Services are performed, without regard to the jurisdiction’s choice of law rules.

If any term of this Agreement is declared by a court to be illegal, invalid or unenforceable, the legality, validity and enforceability of the other terms of this Agreement will not be affected or impaired thereby, and the rights and obligations of the Parties will be enforced as if the illegal, invalid or unenforceable term were revised to the minimum extent necessary to make such term legal, valid and enforceable.

ARTICLE 10. NOTICE
Any notice required or permitted hereunder will be deemed sufficient if given in writing and delivered personally or sent by registered or certified mail, return receipt requested, postage prepaid, or delivered to a nationally recognized express mail service, charges prepaid, receipt obtained, to the address shown below or to such other persons or addresses as are specified by similar notice. All notices shall be accompanied by an electronic copy sent to the email addresses below.

TO ENGIE SERVICES U.S.: ENGIE Services U.S.
500 12th St., Suite 300
Oakland CA, 94607
Tel: 844-678-3772
Attention: Jamal Aboueljoud, Director of Project Management Email: [email protected]
With a COPY TO: ENGIE Services U.S.
35 North Lake Ave., Suite 900
Pasadena, CA 91101
Tel: 626-377-4948
Attention: Contract Administrator
Email: [email protected]
TO CUSTOMER: City of Patterson
1 Plaza Circle
Patterson, CA 95363
Tel: 209-895-8000
Fax: 209-895-8016
Attention: City Manager
Email: [email protected]
With a COPY TO: City of Patterson
1 Plaza Circle
Patterson, CA 95363
Tel: 209-895-8060
Attn: Public Works Director
Email: [email protected]

6.10.b
Packet Pg. 313 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
ARTICLE 11. CONSENTS
Whenever a Party’s consent, approval, satisfaction, or determination will be required or permitted under this Agreement, and this Agreement does not expressly state that the Party may act in its sole discretion, such consent, approval, satisfaction, or determination will not be unreasonably withheld, qualified, conditioned, or delayed, whether or not such a “reasonableness” standard is expressly stated in this Agreement. Whenever a Party’s cooperation is required for the other Party to carry out its obligations hereunder, each Party agrees that it will act in good faith and reasonably in so cooperating with the other Party or its designated representatives or assignees or subcontractors. Each Party will furnish decisions, information, and approvals required by this Agreement in a timely manner so as not to delay the other Party’s performance under this Agreement.

ARTICLE 12. CONSTRUCTION OF AGREEMENT
This Agreement is the result of arms-length negotiations between two sophisticated parties and ambiguities or uncertainties in it will not be construed for or against either Party, but will be construed in a manner that most accurately reflects the intent of the Parties when such Agreement was executed. Each of the Parties acknowledges and agrees that neither Party has provided the other with any legal, accounting, regulatory, financial or tax advice with respect to any of the transactions contemplated hereby, and each Party has consulted its own legal, accounting, regulatory, financial and tax advisors to the extent it has deemed appropriate.

ARTICLE 13. BINDING EFFECT
Except as otherwise provided herein, the terms and provisions of this Agreement will apply to, be binding upon, and inure to the benefit of the Parties hereto and their respective heirs, legal representatives, successors, and permitted assigns.

ARTICLE 14. NO WAIVER
The failure of ENGIE Services U.S. or Customer to insist upon the strict performance of this Agreement will not constitute or be construed as a waiver or relinquishment of either Party’s right to thereafter enforce the same in accordance with this Agreement in the event of a continuing or subsequent default on the part of ENGIE Services U.S. or Customer.

ARTICLE 15. HEADINGS
Headings and subtitles used throughout this Agreement are for the purpose of convenience only, and no heading or subtitle will modify or be used to interpret the text of any section.

ARTICLE 16. COUNTERPARTS; INTEGRATION
This Agreement may be executed in counterparts (and by different parties hereto in different counterparts), each of which will constitute an original, but all of which when taken together will constitute a single contract. This Agreement constitutes the entire agreement among the Parties relating to the subject matter hereof and supersedes any and all previous agreements and understandings, oral or written, relating to the subject matter hereof. Delivery of an executed counterpart of a signature page of this Agreement by email or fax will be effective as delivery of a manually executed counterpart of this Agreement.
[the Parties’ signatures appear on the following page]

6.10.b
Packet Pg. 314 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
IN WITNESS WHEREOF, and intending to be legally bound, the Parties hereto subscribe their names to this Agreement by their duly authorized officers on the date first above written.

CUSTOMER: ENGIE SERVICES U.S.:

City of Patterson ENGIE Services U.S. Inc.

By: By:

Name: Name:

Title: Title:

6.10.b
Packet Pg. 315 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}

ATTACHMENT A

PROJECT LOCATIONS
Site Address
Patterson Aquatic Center 1025 W Las Palmas Ave, Patterson, CA 95363 Patterson Corporation Yard 16215 Baldwin Rd, Patterson, CA 95363 Patterson Senior Center 1033 W Las Palmas Ave, Patterson, CA 95363 WWTP-North 14901 Poplar Ave, Patterson, CA 95363
WWTP-South 14901 Poplar Ave, Patterson, CA 95363

6.10.b
Packet Pg. 316 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}

ATTACHMENT B

FORM OF WORK ORDER
Work Order #__
This Work Order (“Work Order”) dated _________ (“Work Order Effective Date”) is issued pursuant to and is subject to the terms and conditions of the Operations & Maintenance Agreement (“Agreement”) by and between ENGIE Services U.S. Inc. (“ENGIE Services U.S.”) and ______________ (“Customer”) dated ___________. The terms and conditions of the Agreement are hereby incorporated into and made a part of this Work Order for all purposes.

Project Name:

Scope of Work:

Electrical and Structural Repairs:

Exclusions: [edit, as needed]
• Premium Time or Over Time
• Work on Nights or Weekends
• Cutting, Patching or Painting
• Permitting
• Plan Revisions
• Review/Edit/Writing of Specifications
• Geotechnical Reports/Inspections
• PLA/PSA Agreements
• Irrigation System Inspection/Repairs
• Landscape Repair/Tire Track Removal
• Landscape Maintenance
• Infestations
Cost Estimate: [insert]
Pricing assumes State prevailing wages for on-site labor. Quote valid for 30 days.

Payment to ENGIE Services U.S. is not contingent on Customer’s receipt of any insurance proceeds and will be invoiced by ENGIE Services U.S. to Customer in a lump sum upon the completion of the work under this Work Order.

Acceptance and Notice to Proceed
By signing below, Customer agrees to the terms and conditions set forth in this Work Order and authorizes ENGIE Services U.S. to proceed with the scope of work set forth herein.

The Parties may execute this Work Order in counterparts, each counterpart constituting an original, and all counterparts, collectively, constituting only one Work Order. The signatures of each Party need not appear on the same counterpart, and in the event that any signature is delivered by facsimile transmission or by e-mail delivery of a “.pdf” format data file, such signature will create a valid and binding obligation of the Party executing (or on whose behalf such signature is executed) with the same force and effect as if such facsimile or “.pdf” signature page were an original thereof.

IN WITNESS WHEREOF, and intending to be legally bound, the Parties hereto subscribe their names to this Work Order by their duly authorized officers as of the Work Order Effective Date.

6.10.b
Packet Pg. 317 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the Operation & Maintenance Agreement
City of Patterson and ENGIE Services U.S.
{CW139247.2}
CUSTOMER: ENGIE SERVICES U.S.:
(type Customer name here) ENGIE Services U.S. Inc.

By: By:

Name: Name:

Title: Title:

6.10.b
Packet Pg. 318 Attachment: ENGIE - City of Patterson Operation Maintenance Agreement 2024.07.01 Final (Approve Resolution No. 2024-67 Approving the 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: November 19, 2024
ITEM NO: 7.1
SUBJECT: Presentation to Honor Patterson’s Hometown Heroes for Year 2023-24.

RECOMMENDATION
Receive presentation and honor Patterson's Hometown Heroes for Year 2023-24.

BACKGROUND
The City of Patterson Hometown Hero program was implemented in November 2021. The program like many other programs statewide, provides the opportunity for their community to recognize and honor their residents and their immediate family members who have either served or are currently serving in the United States Armed Forces, are First Responders, or Frontline Workers. The City has an online application process and an established eligibility criteria for this program. The cost is $200 per banner per year.

Hometown Hero banners are displayed on city-owned streetlight poles on Sperry Avenue (from Las Palmas Avenue to Baldwin Avenue) promote civic pride within the community. The program has had good participation during its first year, and the city would like to continue the program.

ANALYSIS
During the first years 18 -21 banners were displayed and for the upcoming 2024-25 year, a total of 23 banners were purchased, due to the increased interest in the program. Applications are received all year and banners are displayed from November through end of October. The banners are also displayed on the City's Hometown Hero webpage <https://www.ci.patterson.ca.us/880/Hometown-Heroes>

7.1 Packet Pg. 319
At the end of the display period, banners are returned back to the family and/or applicant who purchased the banner at a public meeting to honor those who were displayed through this program. All participants have been invited to attend this meeting to receive their banners in honor of their Hometown Hero.

FISCAL IMPACT
There is no fiscal impact associated with this item. Costs are paid for through the adopted fee.

7.1 Packet Pg. 320
City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Fernando Ulloa, City Engineer
MEETING DATE: November 19, 2024
ITEM NO: 7.2
SUBJECT: Presentation reviewing the final conceptual design for the Centennial Park Project

RECOMMENDATION
Presentation reviewing the final conceptual design for the Centennial Park Project

BACKGROUND
The City of Patterson had originally contracted a scope of work with RHAA Landscape Architecture & Planning (RHAA) to provide a rendering of the site plan for the new Centennial Park, including the PJUSD Theater building. During the completion of the final park master plan design, PJUSD began the architectural design work for the District Theater. Upon completion of the theater design, it was realized that the site plan designed for the theater was much larger and in a different location than designated in the master plan. Therefore, due to the adjustment in the design size and location of the district’s theater, features designed within the Centennial Park Master Plan must be reallocated as well as adjustments made to landscaping, sidewalks, and playgrounds. In lieu of issuing a scope of work to update the Master Plan to RHAA, during the City Council meeting February 7, 2023, council requested this item be returned at a later date for further discussion.

At the March 21, 2023 City Council meeting, City Staff was directed to issue a request for proposals for the Centennial Park Conceptual Design, Final Design, and Community Center Preliminary Design. The RFP was advertised and the contract was subsequently awarded to the Melton Design Group, Inc. (MDG) at the November 7, 2023 City Council meeting.

ANALYSIS

7.2 Packet Pg. 321
The project kickoff meeting was held in December 2023. City Staff and MDG have engaged in regularly scheduled meetings as the conceptual plan options were refined. The first step in the design process was determining what had previously been accomplished and decided with the initial park master plan. City Staff and MDG reviewed the findings from the previously completed plan and the comments that were received from the community during the workshop.

From this analysis, the conceptual plans showing the various layouts were generated. These conceptual plans were presented to City Council in May 2024. City Council provided value input to be incorporated into the final design. The final design was a collaboration of the various layouts.

The next step will be to complete the design. The current estimated project schedule has design complete in Spring 2025.

This presentation will review the final layout that has been generated for Centennial Park.

FISCAL IMPACT
There is no fiscal impact associated with this item.

7.2 Packet Pg. 322

7.2.a
Packet Pg. 323 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 324 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 325 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 326 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 327 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 328 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 329 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 330 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project)

7.2.a
Packet Pg. 331 Attachment: Master Plan booklet - Coucil Option 11.19.24 (Presentation reviewing the final conceptual design for the Centennial Park Project) City Council Agenda Report
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, Interim City Manager
BY: Fernando Ulloa, City Engineer
MEETING DATE: November 19, 2024
ITEM NO: 8.1
SUBJECT: Adopt the City's 2024 - 2028 Strategic Plan.

RECOMMENDATION
Motion to Adopt the City's 2024 - 2028 Strategic Plan.

BACKGROUND
A strategic plan is a comprehensive road map that outlines an organization’s long-term goals, objectives, and actions required to achieve them. It is a forward-looking document that guides decision-making and resource allocation, ensuring all efforts align with the organization’s mission and vision. In fiscal year 2017, the Patterson City Council approved the 2017 - 2021 Patterson Strategic Plan; setting a course of action to effectively administer services and projects through established goals, objectives, and strategies.

The 2017-2021 Strategic Plan was completed by Moss Adams LLP and has served the city well but required an update to stay current with the City Council’s goals and priorities.

ANALYSIS
The Strategic Plan Update began in July 2023 and is now at its final stage of completion. The plan included a comprehensive input and review process to ensure alignment with city priorities and goals, including:
· Gathering input from City Council members through interviews and review of draft plans.
· Engaging City staff through interviews, group work sessions, and review of draft plans.

8.1 Packet Pg. 332
· Soliciting community input through stakeholder interviews, community surveys, and presentations.

Following extensive outreach efforts and the incorporation of valuable feedback from the City Council, staff, and the community, the final draft of the plan was presented to the City Council in April 2024. At that time, additional revisions were requested, which have since been incorporated. We now seek approval from the City Council for the plan’s adoption.

FISCAL IMPACT
There is no fiscal impact as a result of this report. All costs associated with the development of the Strategic Plan Update have been included in the approved fiscal year 2023-24 budget. Any project done as a result of the plan will be included in future fiscal year budgets or brought back to City Council for necessary budget approval as needed.

8.1 Packet Pg. 333
Council Meeting
City of Patterson Strategic Plan
November 2024

8.1.a
Packet Pg. 334 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) Agenda
City of Patterson
01 Strategic Plan Framework
02 Plan Overview
03 Next Steps
04 Questions

8.1.a
Packet Pg. 335 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) Strategic Plan Framework

8.1.a
Packet Pg. 336 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) What is Strategic
Planning?
4 Strategic planning is the process of setting goals
and making plans to achieve those goals.

It involves looking at where you are now, where
you want to be in the future, and figuring out
how you're going to get there.

It helps your organization focus your efforts and
resources on the most important things and
make decisions that will help them achieve their
desired outcomes.

8.1.a
Packet Pg. 337 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) Planning
Framework
5 MISSION,

VISION,

AND VALUES

STRATEGIC
GOALS

OBJECTIVES & ACTIONS

ORGANIZATION-WIDE

PERFORMANCE MEASURES

ANNUAL OPERATING PLANS

8.1.a
Packet Pg. 338 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) City of Patterson’s Draft
Strategic Plan

8.1.a
Packet Pg. 339 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) Vision and Mission Statements
Vision:

Patterson is a friendly, safe, and vibrant city that embraces its small-town spirit while fostering sustainable growth.

Mission:

Provide excellent City services that help our community members thrive.

We strive to ensure public safety, encourage economic opportunities, collaborate on expanding educational innovations, advance healthcare access, modernize our infrastructure, offer outstanding amenities, and cultivate a welcoming community for our families.

8.1.a
Packet Pg. 340 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) GOAL 1:

ECONOMIC

DEVELOPMENT
Promote a diverse and
resilient economy that
encourages sustainable
growth, attracts and retains
businesses, and offers
quality employment
opportunities to residents.

A. Expand the local economy by supporting local
businesses and attracting new enterprises to the
City.

B. Transform the downtown area into a vibrant,
economically thriving, and culturally rich hub that
attracts residents, visitors, and businesses.

C. Increase tourism to support local businesses.

D. Invest in partnership with the school district to
expand recreational opportunities for young people.

8.1.a
Packet Pg. 341 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) GOAL 2:

COMMUNITY

LIVEABILITY AND

QUALITY OF LIFE
Create a positive
environment for families by
ensuring safe
neighborhoods, increasing
emergency preparedness,
and expanding access to
housing and healthcare.

A. Maintain and expand public safety services.

B. Expand residents’ capacity to prepare and respond
to a major emergency or natural disaster.

C. Expand access to healthcare
D. Ensure an adequate supply of housing that is
affordable and accessible for current and future
generations.

E. Continue efforts to cultivate partnerships and seek
solutions to address homelessness.

8.1.a
Packet Pg. 342 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) GOAL 3:

COMMUNITY

AMENITIES,

INFRASTRUCTURE,

AND THE BUILT

ENVIRONMENT
Develop and maintain
physical city infrastructure
that supports sustainable
growth.

A. Develop and implement plans to identify, prioritize, and fund infrastructure projects.

B. Reduce the negative impacts of traffic and improve
the quality of roads within the City.

C. Develop and enhance parks and recreational
facilities to better serve residents.

D. Continue to actively seek and implement solutions
to water quality issues.

E. Maintain aging City infrastructure and assets.

8.1.a
Packet Pg. 343 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) GOAL 4:

FINANCIAL

STABILITY
Ensure the City has
adequate and sustainable
financial funding to deliver
high-quality services to
residents by maximizing
revenue and ensuring
transparency in all facets of
the City's financial
management.

A. Increase revenue to strengthen the City’s long-term
financial position.

B. Create and strengthen reserve funds to ensure
long-term sustainability of City resources.

C. Improve internal financial processes.

8.1.a
Packet Pg. 344 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) GOAL 5:

EFFICIENT AND

EFFECTIVE

GOVERNMENT
Deliver high-quality services
by streamlining government
operations and investing in
people, technology, and
community engagement.

A. Recruitment and retention of highly-qualified staff
B. Increase the efficiency of operations by investing in technology and improving processes.

C. Leverage planning and a data-driven approach to
ensure City activities are strategic.

D. Provide appropriate support to City Council and
other governance groups.

E. Build community connectivity and increase public
trust in City government by focusing on community
engagement.

8.1.a
Packet Pg. 345 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) • Publish the approved finalized plan in both English and Spanish versions on the city’s website.
• Development of a performance indicator dashboard to effectively track and measure our progress toward the goals.
• Incorporate goals and objectives into the city’s budget process. • Annually report back to the City Council on the progress and achievements of the plan.

Next Steps

8.1.a
Packet Pg. 346 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan) Questions

8.1.a
Packet Pg. 347 Attachment: 2024-2028 Strategic Plan Presentation (2024 - 2028 Strategic Plan)

8.1.b
Packet Pg. 348 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan)

WELCOME
Dear City of Patterson Community Members,
As we look towards the future, the City’s leadership, staff, and community members have come together to collaboratively develop this strategic plan, which will steer our actions over the next five years. This plan builds upon the City’s previous strategic plan and outlines our future goals, as well as describes the strategies we'll use to address the evolving needs of our community in the coming five years.

The plan is organized into the following sections:
• Strategic Framework: Mission, Vision, and Values
• Strategic Goals
o Goal 1: Economic Development
o Goal 2: Community Livability and Quality of Life
o Goal 3: Community Amenities, Infrastructure and the Built Environment o Goal 4: Financial Stability
o Goal 5: Efficient and Effective Government
• Appendix A: Annual Planning Cycle
We’d like to express gratitude to all who contributed their input, helping mold this plan into a valuable tool that will guide us to a promising future for the City of Patterson.

Michael Clauzel
Mayor
Fernando Ulloa
City Manager, Interim
Shivaugn Alves
Council Member, District A
Jessica Romero
Council Member, District B
Dominic Farinha
Council Member, District C
Carlos Roque
Council Member, District D

8.1.b
Packet Pg. 349 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 1

STRATEGIC FRAMEWORK
Our strategic plan is grounded in our vision for the community in the future, our mission as a City, and the organizational values that we strive to uphold.

OUR VISION
Patterson is a friendly, safe, and vibrant city that embraces its small-town spirit while fostering sustainable growth.

OUR MISSION
Provide excellent City services that help our community members thrive. We strive to ensure public safety, encourage economic opportunities, collaborate on expanding educational innovations, advance healthcare access, modernize our infrastructure, offer outstanding amenities, and cultivate a welcoming community for our families.

OUR VALUES
Accountable
We are honest, professional, and reliable. We take responsibility for our actions and communicate openly with each other and the community.

Collaborative
Our team is our strength. We are intentional in our communications and understand that working together empowers our alignment and leveraging each other’s perspectives.

Community-Centered
We are dedicated to engaging with our community, seeking their input on key decisions, and fostering strong partnerships with our stakeholders to provide outstanding public service to our families and visitors.

Future Forward
Our commitment to the future drives us to constantly explore innovative solutions that guarantee the city's financial and environmental sustainability while meeting the current and future needs of our community.

8.1.b
Packet Pg. 350 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 2

STRATEGIC GOALS
With input from City Council, staff, and community members, we have set the following strategic goals to guide our work for the next five years.

In the following section we have listed each goal area, along with the specific objectives and priority actions the City intends to take to accomplish each goal.

Economic Development
Promote a diverse and resilient economy that encourages sustainable growth, attracts and retains businesses, and offers quality employment opportunities to residents.

Community Livability and Quality of Life
Create a great place to live by ensuring safe neighborhoods, increasing emergency preparedness, and supporting access to housing and healthcare.

Community Amenities, Infrastructure and the Built
Environment
Develop and maintain physical city infrastructure that supports sustainable growth.

Financial Stability
Ensure the City has adequate and sustainable financial funding to deliver high-quality services to residents by maximizing revenue and ensuring transparency in all facets of the City's financial management.

Efficient and Effective Government
Deliver high-quality services by streamlining government operations and investing in people, technology, and community engagement.

8.1.b
Packet Pg. 351 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 3
Goal 1:

Economic Development
Promote a diverse and resilient economy that encourages sustainable growth, attracts and retains businesses, and offers quality employment opportunities to residents.

OBJECTIVES & ACTIONS

1.1 Expand the local economy by supporting local businesses and attracting new enterprises to the City.

A. Develop and implement a comprehensive Economic Development Plan that provides a vision and framework for attracting new businesses and supporting existing businesses. Activities may include:
• Creating incentives to attract retail locations and restaurants. • Creating local and regional economic development partnerships to promote the area.
• Exploring options to increase the diversity of job opportunities within our Commercial and Industrial Park areas.
• Providing educational and partnership resources to help incubate new businesses and support entrepreneurship.
• Providing resources and/or support to existing businesses to help them grow and expand.

B. Implement an online permitting portal to better support local developers, businesses, and community members.

C. Implement a single point of contact coordinator for permit applicants to better coordinate internal processes and provide a simpler and more comprehensive experience for citizens.

8.1.b
Packet Pg. 352 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 4

1.2 Transform the downtown area into a vibrant, economically thriving, and culturally rich hub that attracts residents, visitors, and businesses.

A. Continue efforts on the downtown beautification program.

B. Accelerate efforts to implement the recently adopted Downtown Master Plan.

C. Identify financing mechanisms to support the implementation of the Downtown Master Plan.

D. Update Community Design Guidelines.

1.3 Increase tourism to support local businesses.

A. Develop a tourism strategy that promotes the community's unique attractions and amenities to visitors.
• Our vision is to evolve our city into a destination for sports tournaments, business conferences, and community gatherings to bring energy and economic benefits to our city.
• We will coordinate with public and private organizations to create a dynamic environment that showcases our city and provides spaces for collaboration, innovation, and growth.

1.4 Invest in partnerships.

A. Increase collaboration and coordination efforts with the school district to expand recreational opportunities for young people.

B. Establish regular meetings with economic development partners to set and review measured goals

PERFORMANCE INDICATORS
• Retail sales tax revenue
• Number of businesses within the City limits
• Increase in total jobs created
• Percentage of occupied downtown commercial space
• New commercial and residential permit dollar volume
• Transient Occupancy Taxes revenue

8.1.b
Packet Pg. 353 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 5
Goal 2:

Community Livability and Quality of Life
Create a positive environment for our families by ensuring safe neighborhoods, increasing emergency preparedness, and
supporting access to housing and healthcare.

OBJECTIVES & ACTIONS

2.1 Maintain and expand public safety services.

A. Perform analysis to determine the feasibility, potential costs, and benefits of developing an internal police department. As part of this analysis, identify and select criteria (ex: population size, City funding levels, etc.) on which to base the timing of this decision.

B. Explore options to expand law enforcement presence in the City via the current partnership with the Stanislaus County Sheriff's Department.

C. Take steps to improve Fire, Police, and Emergency Medical Services response times.

D. Modernize and update Patterson Fire Department’s policies and procedures, enhance training requirements, and conduct an evaluation to optimize staff structure.

E. Conduct a comprehensive review of the agreement between the West Stanislaus Fire Protection District and Patterson Fire Department F. Continue efforts to build the downtown Public Safety Center and explore alternative solutions if needed.

2.2 Expand residents’ capacity to prepare and respond to a major emergency or natural disaster.

A. Continue efforts to update the 2017 Emergency Response Plan.

B. Strengthen partnerships with regional agencies to improve coordination and response times during emergencies.

C. Review, improve, and document internal City emergency management practices.

8.1.b
Packet Pg. 354 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 6

2.3 Expand access to healthcare.

A. Participate in efforts to attract a 24/7 healthcare facility to the City.

B. Support and promote the future development of a major healthcare facility for Patterson and the Westside of Stanislaus County through partnerships at the local, county, state, and federal levels.

C. Explore options to create a center for children in crisis.

2.4 Work with business partners to provide an adequate supply of housing that is affordable and accessible for current and future generations.

A. Update the City’s Housing Element.

B. Continue supporting the private sector’s efforts to develop housing for all socioeconomic groups.

2.5 Continue efforts to cultivate partnerships and seek solutions to address homelessness.

A. Continue to strengthen coordination and relationships with community partners like the Stanislaus Homeless Alliance, Cambridge Academies, and H.O.S.T. to address homelessness.

B. Create a comprehensive response plan to address homelessness in Patterson.

C. Explore options to decrease barriers to entry within current shelters and/or create mid- or low-barrier homeless shelters within the community.

PERFORMANCE INDICATORS
• Average police and fire response time
• Number of Property crimes
• Number of Violent crimes
• Traffic accidents/fatalities per 1,000 residents
• Percentage increase in hours of operation for healthcare access in Patterson • Median annual household income
• Number of affordable housing units permitted compared to the Regional Housing Needs Assessment
• Annual Point In Time count of unhoused individuals

8.1.b
Packet Pg. 355 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 7
Goal 3:

Community Amenities, Infrastructure and
the Built Environment
Develop and maintain physical city infrastructure that supports sustainable growth.

OBJECTIVES & ACTIONS

3.1 Develop and implement plans to identify, prioritize, and fund infrastructure projects.

A. Develop a long-range (5-10 year) capital improvement plan to support strategic prioritization of city resources.

B. Continue efforts to identify financing mechanisms to support the implementation of the City’s current master plans. Plans include the Water Master Plan, Sanitary Sewer Management Plan, Parks and Recreation Master Plan, Storm Drainage Master Plan, Urban Forestry Master Plan, Transportation Master Plan, Road Safety Plan, and upcoming Comprehensive Street Maintenance Plan.

3.2 Reduce the negative impacts of traffic and improve the quality of roads within the City.

A. Continue efforts to implement the Traffic Master Plan.

B. Create a Comprehensive Street Maintenance Plan to improve proactive efforts to ensure Patterson’s aging roadway infrastructure is maintained at an acceptable level pending reconstruction.

C. Accelerate the design efforts and explore funding options at the state and federal level for the I-5 Interchange project to improve traffic circulation onto Sperry Avenue and expand communication to the public about this project to ensure transparency.

D. Explore options at the federal, state, and county levels to increase road maintenance funding.

8.1.b
Packet Pg. 356 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 8

3.3 Develop and enhance parks, recreational facilities, and community amenities to better serve residents.

A. Continue efforts to construct Centennial Park, the Community Center, and Teen Center to meet the recreation needs of residents.

B. Collaborate with development partners to construct the Soccer Complex, and complete the buildout of the Sports Complex and community parks that serve the needs of our families.

C. Collaborate with development partners, community partners, and government agencies to build community sports amenities such as tennis courts, pickleball courts, and full basketball courts.

D. Increase efforts to secure funding for public amenities via grants, public/private partnerships, and/or tax measures.

E. Continue to expand the relationship with the Patterson Joint Unified School District to provide recreational opportunities in our community through the development of a Joint Facilities Agreement.

3.4 Continue to actively seek and implement solutions to water quality issues.

A. Ensure the City continues to meet Chromium 6 water quality regulations and continue efforts to plan for future Maximum Contaminant Level reductions by working with federal, state, and regional partners to create a solution for Patterson and West Side residents.

B. Prioritize implementation of the Wastewater Treatment Expansion Plan.

3.5 Maintain aging City infrastructure and assets.

A. Perform a facilities, general infrastructure, and asset assessment and develop a deferred maintenance plan to create a comprehensive and prioritized picture of City infrastructure maintenance and replacement needs.

B. Establish a City-wide fleet replacement fund.

PERFORMANCE INDICATORS
• Increase in asset conditions ratings for streets and fleet • Increase in miles of trails, sidewalks, and bike lanes maintained by the City • Wastewater treatment plant capacity usage
• Percent of work orders completed biannually

8.1.b
Packet Pg. 357 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 9
Goal 4:

Financial Stability
Ensure the City has adequate and sustainable financial funding to deliver high-quality services to residents by maximizing revenue and ensuring transparency in all facets of the City's financial management.

OBJECTIVES & ACTIONS

4.1 Increase revenue to strengthen the City’s long-term financial position.

A. Explore options to increase tax revenue. Options may include tax measures, increasing the Transient Occupancy Tax or sales tax revenue via economic development activities, creating a special tax district, and/or other available means.

B. Establish city policy to review and update impact fees a minimum of every five years. Continue to prioritize a fee study review of all city fee structures to include Utility Rates, Impact Fees, and other User Fees every three to five years per established procedure.

C. Develop and diversify the City’s grant funding portfolio to increase the percentage of services funded by external sources.

D. Coordinate with local government agencies such as Stanislaus Council of Governments and Stanislaus County Board of Supervisors to establish additional sources of funding.

E. Continue the current close coordination with the Federal and State representatives to provide revenues such as Congressional Direct Funding for priority infrastructure projects.

4.2 Create and strengthen reserve funds to ensure long-term sustainability of City resources.

A. Develop a long-term capital reserve/asset management funding policy for maintaining and replacing infrastructure assets that is aligned with the City’s deferred maintenance plan (see Goal 3).

8.1.b
Packet Pg. 358 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 10

4.3 Improve internal financial processes.

A. Document and evaluate the current collection and write-off process to identify opportunities to increase the consistency and effectiveness of operations across all departments that collect fees.

B. Fully implement the City’s cost allocation plan, and review periodically for updates to the allocation percentages.

C. Update financial policies and procedures to modernize processes (see Efficient and minimize risk of fraud, waste, and abuse (see Effective Government section for more details).

D. Establish a policy for an annual review of internal financial processes to enhance efficiency and ensure accountability.

PERFORMANCE INDICATORS
• Diversity of revenue sources
• Percent of revenue from grants
• Operating costs/budget ratio
• Revenue and expenditures per capita
• Credit rating
• Reserve fund levels
• Unfunded pension liability as a percentage of General Fund Budget

8.1.b
Packet Pg. 359 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 11
Goal 5:

Efficient and Effective Government
Deliver high-quality services by streamlining government operations and investing in people, technology, and community engagement.

OBJECTIVES & ACTIONS

5.1 Recruit and retain highly-qualified staff.

A. Ensure competitive salaries and benefits by continuing the practice of reviewing classification and compensation every three to five years and making appropriate adjustments as needed and when possible.

B. Expand career development opportunities for staff. Activities may include:
• Exploring the option of instituting an employee mentoring program that pairs new staff with seasoned mentors.
• Establishing annual career development plans for staff members that identify professional development goals to prepare for future opportunities. • Creating a formalized staff training and development program, with a focus on increasing management skills for supervisors. Trainings can be provided either in-house or through a third party.

C. Strive to conduct periodic employee engagement surveys to track engagement.

5.2 Increase the efficiency of operations by investing in technology and improving processes.

A. Continue to update cybersecurity infrastructure and staffing resources.

B. Establish policies to facilitate the implementation of broadband infrastructure.

C. Explore options to accept online credit card payments for all City services and/or programs.

D. Review and update policies and procedures to ensure they are aligned with modern standards. High-priority policy topic areas include cash handling, credit cards, emergency preparedness, purchasing, records retention, and travel.

E. Continue efforts to digitize all City documents in an effort to move toward paperless operations.

8.1.b
Packet Pg. 360 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 12
F. Reduce and eliminate the city’s dependence on consultants wherever possible.

G. Establish a policy for the City Manager, Directors, and Supervisors at all levels to innovate to create efficiencies and economies of scale wherever possible throughout the organization.

H. Establish a policy to eliminate unnecessary and duplicative full and part-time employees through extensive analysis of all city functions by reallocation, reassignment, and attrition.

5.3 Leverage planning and a data-driven approach to ensure City activities are strategic.

A. Develop annual department work plans based on the Strategic Plan and the City’s budget.

B. Develop a process to monitor Patterson population growth in comparison to needed services (public safety, housing, etc.).

5.4 Provide appropriate support to City Council and other governance groups.

A. Develop and provide consistent onboarding and training to Council, board, commission, and committee members.

B. Update The City of Patterson Governance Handbook.

C. Continue developing processes and resources to orient potential Council candidates to the role.

5.5 Build community connectivity and increase public trust in City government by focusing on community engagement.

A. Continue efforts to improve and expand communication with residents by utilizing social media and cultivating a City presence at community events.

B. Continue to support City boards, commissions, and committees as a vital source of resident feedback.

C. Proactively pursue, and incorporate, resident input into all major planning efforts.

D. Explore options to establish an annual community survey to track residential concerns over time and ensure that services are consistent with community needs.

8.1.b
Packet Pg. 361 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 13

PERFORMANCE INDICATORS
• City staff position vacancy rate
• Annual employee turnover rate
• Percent of digitized City documents
• Social media engagement, reach and impressions, sentiment, and followers

8.1.b
Packet Pg. 362 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 14
APPENDIX A: ANNUAL PLANNING CYCLE
Each year, the City’s
management team will review
the Strategic Plan and select
specific objectives and actions
they believe will be critical to
focus on for the upcoming
year. These priorities will then
be reviewed, edited, and
approved by City Council.

Once priorities have been
established, the City’s
management team will
develop a high-level
implementation plan to
identify specific actions,
timelines, and responsible
parties. At the end of the year,
the City’s management team
will report on progress to City
Council.

The general timeline will be as follows:

December - January
• Department Heads review current year activity and prepare Mid-Year Budget Requests and updates.
• City Manager reviews and approves Mid-Year Budget Requests.

January - February
• Finance Department presents Mid-Year Budget to Council for approval. • Department Heads prepare revenue estimates and expenditure budgets for the following fiscal year and submit proposals to City Manager for review and approval.
• Management selects Strategic Plan objectives/actions for implementation in the following fiscal year and brings the proposal to City Council for review and approval.

Council select
key priorities
(objectives/
action) for the
year
Budget
development
Management
implementation
Management
reports on
annual
progress
Management
recommends
key priorities
(objectives/
action) for the
year

8.1.b
Packet Pg. 363 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 15
April
• City Council reviews and amends the draft budget.

May
• Management presents proposed budget requests to Council as a Budget Workshop.

June
• City Council approves budget for the following year.

July-August
• Based on budget allocations and emergent needs, management develops a high-level implementation plan that describes actions, related timelines, and responsible parties.
• Management reports to City Council on progress toward the strategic priorities from the previous year (July-June).

October
• The planning cycle begins again

8.1.b
Packet Pg. 364 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) Strategic Plan | 16

ACKNOWLEDGEMENTS
Thank you to everyone who dedicated time and provided valuable input during the development of this strategic plan, including:
• City of Patterson Community Members
• City of Patterson City Council
• City of Patterson Management and Staff
Prepared by Moss Adams LLP

8.1.b
Packet Pg. 365 Attachment: 2024-2028 Strategic Plan (2024 - 2028 Strategic Plan) 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: November 19, 2024
ITEM NO: 9.1
SUBJECT: Approve Resolution No. 2024-62 A Resolution of the City Council of the City of Patterson, Adopting the Delta Mendota 2024 (Single) Groundwater Sustainability Plan.

RECOMMENDATION
Motion to Approve Resolution No. 2024-62 A Resolution of the City Council of the City of Patterson, Adopting the Delta Mendota 2024 (Single) Groundwater Sustainability Plan.

BACKGROUND
In August 2014, the California Legislature passed, and in September 2014 the Governor signed, legislation creating the Sustainable Groundwater Management Act (“SGMA”) “to provide local groundwater sustainability agencies with the authority and technical and financial assistance necessary to sustainably manage groundwater” (Wat. Code, § 10720, (d)). SGMA requires sustainable management through the development of groundwater sustainability plans (“GSP”), which can be a single plan developed by one or more groundwater sustainability agencies (“GSAs”) or multiple coordinated plans within a basin or subbasin (Wat. Code, § 10727). SGMA requires a GSP to be developed and implemented to manage groundwater in all basins designated by the Department of Water Resources (“DWR”) as medium or high priority, including the Delta-Mendota Subbasin (basin number 5-22.07).

On January 21, 2022, DWR completed its review of all the GSPs in the Delta-Mendota Subbasin and released a letter determining that the GSPs for the Delta-Mendota Subbasin as a whole were “Incomplete” and identified deficiencies and corrective actions for the GSAs in the DeltaMendota Subbasin to take. Amended or modified GSPs addressing the corrective actions from each GSP Group had to be submitted to DWR by July 20, 2022. However, in its March 2, 2023 Determination Letter, DWR deemed the Revised 2022 GSP “Inadequate.” The main concern of

9.1 Packet Pg. 366
DWR was that the six GSPs were not truly coordinated and using the same data and methodologies.

ANALYSIS
In response to the Inadequate Determination Letter, the Delta-Mendota Subbasin GSAs, through the Coordination Committee, hired EKI to help prepare one GSP. The Subbasin GSAs have revised the Sustainable Management Criteria (SMCs) and Undesirable Results (URs) definitions to be the same throughout the Subbasin and agreed to set water level minimum thresholds at 2015 water levels. Among other items in the GSP, the monitoring network, modeling and coordination efforts were updated to be consistent amongst the GSAs. Representatives of the Subbasin GSAs met with DWR and SWRCB staff on several occasions to get clarification on what was needed to have an approved GSP. Several GSAs also participated in hosting tours for SWRCB Board members and staff so that they could see the “boots on the ground” issues in the Subbasin. Additionally, the Subbasin adopted a Domestic Well Mitigation Policy and Application that will be adopted as part of the 2024 GSP.

The 2024 GSP was jointly prepared by all 23 GSAs and the following seven GSA Groups, which are comprised of all 23 GSAs: the Aliso Water District GSA Group; the Farmers Water District GSA Group; the Fresno County Management Areas A and B (FCMA) GSA Group; the Grassland GSA Group; the Northern Delta-Mendota GSA Group; the Central Delta-Mendota GSA Group; and the San Joaquin River Exchange Contractors (SJREC) GSA Group. In June 2024, the Coordination Committee posted a draft of the 2024 GSP on the Subbasin’s website for public comment and held public workshops regarding the revisions to the GSP. After considering public comments and upon further discussion, on July 22, 2024, the Coordination Committee unanimously recommended that all GSAs in the Delta-Mendota Subbasin adopt the 2024 GSP.

The City of Patterson GSA is now holding a public hearing to consider adoption of a resolution to adopt the 2024 GSP for the Delta-Mendota Subbasin and authorize submitting it to the SWRCB and posting it on the Subbasin’s website. The entire 1,800-page document can be viewed on the city’s website: https://www.pattersonca.gov/2007/New-Single-GSP. An executive summary is attached to this report.

FISCAL IMPACT
There is no new fiscal impact on the development of a single GSP. All SGMA-related costs are anticipated and included in the current FY 24/25 budget.

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3483249v3 / 21603.0003
RESOLUTION NO. 2024-62

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PATTERSON

SUSTAINABILITY AGENCY ADOPTING THE DELTA-MENDOTA SUBBASIN

GROUNDWATER SUSTAINABILITY PLAN
A. WHEREAS, in August 2014, the California Legislature passed, and in September 2014 the Governor signed, legislation creating the Sustainable Groundwater Management Act (“SGMA”) “to provide local groundwater sustainability agencies with the authority and technical and financial assistance necessary to sustainably manage groundwater” (Wat. Code, § 10720, (d)); and
B. WHEREAS, SGMA requires sustainable management through the development of groundwater sustainability plans (“GSPs”), which can be a single plan developed by one or more groundwater sustainability agencies (“GSAs”) or multiple coordinated plans within a basin or subbasin (Wat. Code, § 10727); and
C. WHEREAS, SGMA requires a GSP to be developed and implemented to manage groundwater in all basins designated by the Department of Water Resources (“DWR”) as medium or high priority, including the Delta-Mendota Subbasin (basin number 5-22.07); and D. WHEREAS, the City of Patterson GSA was formed to be an exclusive GSA for a portion of the Delta-Mendota Subbasin; and
E. WHEREAS, the City of Patterson GSA has the authority to draft, adopt, amend, and implement a GSP (Wat. Code, § 10725 et seq.; § 10728.4); and F. WHEREAS, the City of Patterson GSA was originally a member of the Northern and Central Delta Mendota Group formed for the purpose of developing a GSP and coordinating sustainable groundwater management for the North and Central portions of the Delta-Mendota Subbasin (Wat. Code, § 10723.6(i)); and
G. WHEREAS, the San Luis & Delta-Mendota Water Authority (the “Authority”) submitted an Initial Notification to DWR on behalf of the members of the Northern and Central GSP Group to jointly develop a single GSP for the Northern Region of the Delta-Mendota Subbasin on January 5, 2018; and
H. WHEREAS, other GSAs in the Delta-Mendota Subbasin initially prepared separate GSPs for other regions of the Delta-Mendota Subbasin for a total of six GSPs covering the entire Delta-Mendota Subbasin (each, a “GSP Group”); and I. WHEREAS, the GSAs from all six GSP Groups entered into a Coordination Agreement effective December 12, 2018 (the “Coordination Agreement”), to comply with SGMA and ensure that the multiple GSPs within the Delta-Mendota Subbasin would be developed and implemented utilizing the same methodologies and assumptions, that the elements of the GSPs are appropriately coordinated to support sustainable management, and to show how the multiple GSPs will achieve the sustainability goal for the Subbasin. The Coordination Agreement also established a Coordination Committee composed of representatives from each

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Packet Pg. 368 Attachment: Resolution No. 2024-62- Adopt Single GSP FINAL (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single) 3483249v3 / 21603.0003
GSP Group, outlined information sharing obligations, procedures for resolving conflicts, and designated the Authority as the Plan Manager for the Delta-Mendota Subbasin; and J. WHEREAS, SGMA states that a GSA “may adopt or amend a GSP after a public hearing, held at least 90 days after providing notice to a city or county within the area of the proposed plan or amendment” (Wat. Code, § 10728.4); and K. WHEREAS, all the GSAs comprising the North and Central Regions of the Delta-Mendota Subbasin coordinated to develop the Northern and Central Delta Mendota GSP (“NCDM GSP”) which was adopted by the City of Patterson GSA after a public hearing and 90- day notification to the affected city and counties on January 6, 2020; and L. WHEREAS, the Plan Manager submitted the NCDM GSP and the Coordination Agreement to DWR on January 23, 2020; and
M. WHEREAS, on January 21, 2022, DWR completed its review of all the GSPs in the Delta-Mendota Subbasin and released a letter determining that the GSPs for the DeltaMendota Subbasin as a whole were “Incomplete” and identified deficiencies and corrective actions for the GSAs in the Delta-Mendota Subbasin to take. Amended or modified GSPs addressing the corrective actions from each GSP Group had to be submitted to DWR by July 20, 2022; and
N. WHEREAS, after adequate notice, on June 20, 2022, the GSAs comprising the Northern and Central Regions of the Delta-Mendota Subbasin and the Coordination Committee recommended each of its GSAs adopt the final draft Common Chapter and the Amended NCDM GSP; and
O. WHEREAS, the Amended NCDM GSP and Appendices were submitted to DWR on July 20, 2022 (the “Revised 2022 GSP”); and
P. WHEREAS, the Revised 2022 GSP was deemed “Inadequate” by DWR in its March 2, 2023 Determination Letter; and
Q. WHEREAS, the Delta-Mendota Subbasin is now subject to the State Water Resources Control Board (“SWRCB”) intervention process. (Wat. Code, § 10735 et seq.); and R. WHEREAS, in response to DWR’s “Inadequate” determination and prior to the Basin’s probationary hearing, the GSAs in the Delta-Mendota Subbasin signed and executed a Memorandum of Agreement (the “MOA”) on December 11, 2023, superseding the 2018 Coordination Agreement. Through the MOA, the Parties intend to mutually cooperate to adopt a single GSP (the “2024 GSP”) for the Subbasin, and to implement the GSP within their respective GSA territories. The 2024 GSP synthesizes, updates, and replaces content from the Revised 2022 GSPs and Common Chapter to address the Corrective Actions outlined by DWR in its March 2023 “inadequate” Determination Letter. The MOA becomes effective upon the adoption of the 2024 GSP. The MOA establishes a Coordination Committee to provide a forum for the GSA Groups to work collaboratively and develop recommendations for technical and substantive subbasin-wide activities; and

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Packet Pg. 369 Attachment: Resolution No. 2024-62- Adopt Single GSP FINAL (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single) 3483249v3 / 21603.0003
S. WHEREAS, the 2024 GSP was jointly prepared by all 23 GSAs and the following seven GSA Groups, which are comprised of all 23 GSAs: the Aliso Water District GSA Group; the Farmers Water District GSA Group; the Fresno County Management Areas A and B (FCMA) GSA Group; the Grassland GSA Group; the Northern Delta-Mendota GSA Group; the Central Delta-Mendota GSA Group; and the San Joaquin River Exchange Contractors (SJREC) GSA Group; and
T. WHEREAS, on March 8, 2024, the Plan Manager transmitted the 90-Day Notice to affected cities and counties notifying them of the Northern and Central Delta-Mendota GSAs’ intent to adopt the 2024 GSP at one or more public hearings beginning in July 2024, but no earlier than 90 days from the date of the notice, and inviting consultation with the affected cities and counties; and
U. WHEREAS, on November 19, 2024, the City of Patterson GSA held a public hearing to discuss and consider adoption of the 2024 GSP.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Patterson, acting as the City of Patterson Groundwater Sustainability Agency:

1. The Recitals set forth above are true and correct and are incorporated into this Resolution by this reference.

2. After a public hearing, the City of Patterson GSA hereby approves and adopts the final draft of the 2024 GSP, including its Appendices, in substantially the form presented, subject to such modifications as the executing officer shall approve, said execution to provide conclusive proof of approval of any such modifications.

3. The City of Patterson GSA authorizes the Authority and its consultants, as the Plan Manager, to take other actions as may be reasonably necessary to submit the 2024 GSP to the SWRCB and implement the purpose of this Resolution.

PASSED AND ADOPTED by the Patterson City Council at a regular meeting held on the 19th day of November 2024, by_______________________, who moved its adoption, which was duly seconded by ________________________, and the resolution adopted by the following roll call vote:

AYES:

NOES:

EXCUSED:

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Packet Pg. 370 Attachment: Resolution No. 2024-62- Adopt Single GSP FINAL (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single) 3483249v3 / 21603.0003
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 19th day of November 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

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Packet Pg. 371 Attachment: Resolution No. 2024-62- Adopt Single GSP FINAL (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single)

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Packet Pg. 372 Attachment: Executive Summary (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single) Groundwater Sustainability Plan)

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Packet Pg. 392 Attachment: Executive Summary (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single) Groundwater Sustainability Plan)

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Packet Pg. 393 Attachment: Executive Summary (Approve Resolution No. 2024-62 Adopt Delta Mendota 2024 (Single) Groundwater Sustainability Plan) 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: November 19, 2024
ITEM NO: 9.2
SUBJECT: Approve Resolution No. 2024-63 Declaring the Results of the Proposition 218 Protest Proceeding for the New Five-Year Solid Waste Rate Schedule, Beginning January 1, 2025.

RECOMMENDATION
Motion to Approve Resolution No. 2024-63 Declaring the Results of the Proposition 218 Protest Proceeding for the New Five-Year Solid Waste Rate Schedule, Beginning January 1, 2025.

BACKGROUND
On September 3, 2024, the City Council received a presentation from staff and the consulting firm Bartle Wells regarding their Solid Waste Fund Analysis and proposed rate increases for the next five (5) years (see Attachment 1, containing the Solid Waste Rate Study Final Report). The study’s objectives were to develop a sound understanding of the characteristics of the solid waste system, its facilities and infrastructure, its finances and annual revenue requirements, short-term and long-term capital needs, and to develop the basic assumptions for calculating rates.

Based on the results of the study, the new proposed rates are necessary to maintain the Solid Waste Fund’s financial health so that it is able to continue to provide the high level of services which include weekly three (3) can service, the recycling program (residential), commercial/organics recycling rates, weekly-street sweeping, oleander and alley maintenance services, funding of $100,000 per year for street maintenance, and maintaining compliance with SB 1383 - the State of California’s unfunded mandates. The rate study determined that slightly higher rates are needed to maintain continued high levels of service.

At the City Council meeting on September 3, 2024, the Council adopted the resolution to set the public hearing and begin the Proposition 218 proceedings to propose increases to solid waste

9.2 Packet Pg. 394
rates. Notices were mailed to the property owners and rate payers of record in advance of this hearing, and tonight is the public hearing to determine if a majority protest exists. Additionally, City staff provided notice of the public hearing by advertisement in the newspaper, posting at City Hall, and uploading the notice and associated rate study documents to the City’s website.

ANALYSIS
The proposed rate schedule is included in the rate study, and also in the Resolution included as Attachment 2. To adopt the proposed rate schedule, the Council must do the following:

1. Open the public hearing and receive public comments; and

2. Allow for additional protest votes (if any); and

3. Declare the results of the protest vote; and

4. If in agreement, adopt the attached Resolution declaring the results of the protest proceeding and approving the new rate schedule. If approved, new rates would be implemented January 1, 2025, and every July 1st thereafter, with the last increase taking place on July 1, 2029.

In addition, the City Council approved the continuation and expansion of the Senior Low-Income Discount Program utilizing the T.I.D. CARES Program guidelines as a qualifying factor for the program. Staff recommended and the Council approved the continuation of the Senior LowIncome Discount Program in the amount of $10, included no increases in the first two (2) increases and limits the subsequent increases to just half of the proposed full annual increases.

The total discount a qualifying customer would receive on July 1, 2029, is $25.03. The discount is subsidized by Solid Waste Fund late fees that totaled approximately $145,000 in Fiscal Year 2024/25.

FISCAL IMPACT
All costs associated with this item have been budgeted and approved by the City Council. The costs include funding for the rate study and assistance with the Proposition 218 process. All costs were budgeted in the Solid Waste Fund (600-790). The proposed annual solid waste rate increases for the next five (5) years would sustain financial strength in the solid waste fund revenues.

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Solid Waste Rate Study
August 23, 2024

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Packet Pg. 396 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) 2625 Alcatraz Ave, #602
Berkeley, CA 94705
Tel 510 653 3399
www.bartlewells.com
August 23, 2024

Mike Willet, Director of Public Works
City of Patterson | Public Works Department
1 Plaza, 2nd Floor | Patterson, CA 95363
Re: Solid Waste Rate Study
Bartle Wells Associates is pleased to submit to the City of Patterson the attached draft Solid Waste Rate Study. The study presents BWA’s analysis of the operating and non-operating expenses of solid waste services and provides a five-year cash flow projection.

BWA finds that the rates and charges proposed in our report to be based on the cost of service, follow generally accepted rate design criteria, and adhere to the substantive requirements of Proposition 218. BWA believes that the proposed rates are fair and reasonable to the City’s customers.

We enjoyed working with you on the rate study and appreciate the assistance of City staff throughout the project. Please contact us if you ever have any future questions about this study and the rate recommendations.

Yours truly,
Erik Helgeson, MBA
Vice President

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Packet Pg. 397 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule)

TABLE OF CONTENTS
1 Introduction................................................................................................... 1

1.1 Background ...................................................................................................................... 1

1.2 Solid Waste Customers.................................................................................................... 1

1.3 Solid Waste System.......................................................................................................... 1 2 Methodology ................................................................................................. 2

2.1 Use of Generally Accepted Rate-Making Principles ........................................................ 2

2.2 Proposition 218................................................................................................................ 2 3 Solid Waste Finances & Rates ........................................................................ 4

3.1 Current Annual Solid Waste Rates................................................................................... 4

3.2 Current Solid Waste Accounts and Equivalent Service Units.......................................... 5

3.3 Projected Growth............................................................................................................. 8

3.4 Solid Waste Financial Overview....................................................................................... 9

3.5 Financial Challenges / Key Drivers of Rate Increases ...................................................... 9

3.5.1 Waste Collection Contractor (Bertolotti) and Disposal Expense..................................... 9

3.5.2 Additional Staff .............................................................................................................. 10

3.5.3 Additional Equipment.................................................................................................... 10

3.5.4 Ongoing Operating Cost Inflation .................................................................................. 10

3.5.5 Solid Waste Reserve Funds............................................................................................ 10

3.5.6 Solid Waste Expense Projections................................................................................... 10

3.6 Financial Plan Assumptions ........................................................................................... 11

3.7 Rate Scenarios................................................................................................................ 11

3.8 Solid Waste Revenue Requirements: Cash Flow Projections........................................ 11

3.9 Solid Waste Rate Structure Recommendations............................................................. 15

3.9.1 Unit Rate Calculation ..................................................................................................... 15

3.9.2 Rate Derivation .............................................................................................................. 16

3.9.2.1 Low Income/ Senior Discount Rate............................................................................. 16

3.10 Proposed Solid Waste Rates Scenario 1 ........................................................................ 19

3.11 Proposed Solid Waste Rates Scenario 2 ........................................................................ 22 4 Bill Impacts..................................................................................................27 5 Solid Waste Rate Survey ..............................................................................28 APPENDIX A - Rate Study Tables.......................................................................29

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Packet Pg. 398 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule)

LIST OF TABLES
Table 1 - Current Rates................................................................................................................................. 4 Table 2 – Patterson Customers.................................................................................................................... 5 Table 3 – Projected Growth ......................................................................................................................... 9 Table 4 – Scenario 1 Cash Flow..................................................................................................................12 Table 5 – Scenario 2 Cash Flow..................................................................................................................14 Table 6 – Unit Rate Derivation...................................................................................................................15 Table 7 – Rate Derivation...........................................................................................................................16 Table 8 – Recommended Scenario 1 Rates................................................................................................19 Table 9 – Recommended Scenario 2 Rates................................................................................................23 Table 10 – Bill Impact Comparison ............................................................................................................27

LIST OF FIGURES
Figure 1 – Scenario 1 Cash Flow.................................................................................................................13 Figure 2 – Scenario 2 Cash Flow.................................................................................................................15 Figure 3 – Monthly Residential Solid Waste Rate Survey (90/96 Gallon Service) ...................................28

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Packet Pg. 399 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 1 1 INTRODUCTION

1.1 Background
The City of Patterson (the City) is a general law City located in western Stanislaus County with a population of approximately 23,800. The solid waste service is a self-supporting enterprise fund; revenues are derived primarily from utility service charges and must be adequate to fund operating and capital needs.

The City retained Bartle Wells Associates to develop a long-term financial plan and 5-year rate recommendations for the solid waste enterprise (Enterprise). The most recent rate study was completed in 2019 and the City last increased the solid waste rates on July 1, 2023. The major objectives of this study include:
 Ensuring the continued financial health and stability of the City’s Enterprise;  Developing a projection of revenue requirements for the Enterprise;  Recommending rates which meet these revenue requirements;  Have gradual, predictable rate increases to the extent possible, to minimize the annual impact on ratepayers.
 Maintaining equity among all users of the system and ensure compliance with legal requirements such as Proposition 218.

1.2 Solid Waste Customers
The City operates and maintains a solid waste enterprise that serves over 7,100 permanent and part-time customers, 94.3% of which are residential. Residential customers receive bulky item pick up twice per year for no additional charge. In addition to residential curbside services, the City offers commercial can and dumpster services.

1.3 Solid Waste System
The City contracts with Bertolotti Disposal to collect and dispose of its customers’ solid waste, green waste, and recyclables. The City has a contract with Stanislaus County Landfill and Waste Energy Facility to use its solid waste disposal sites, incurring a fee for either tipping fees to wasteto-energy (WTE) or landfill with recyclables going to a transfer station for sorting.

Regulation compliance is the primary driver for the City’s increasing costs of service. The City, as well asits contractors, must abide by all state laws and mandates for the collection, disposal, and recycling of solid waste, green waste, and recyclables. Most notably, California Senate Bill 1383 requires cities to implement new organics diversion programs to reduce greenhouse gas emissions from landfills1. Final regulations for SB 1383 were adopted in 2020 with statewide mandated compliance beginning January 1, 2022.
1 https://calrecycle.ca.gov/organics/slcp/

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Packet Pg. 400 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 2 2 METHODOLOGY

2.1 Use of Generally Accepted Rate-Making Principles
The rates developed in this study use a straightforward methodology to establish an equitable system of fixed and variable charges that recover the cost of providing service and fairly apportion costs to each rate component. The rates were developed using generally accepted cost-based principles and methodologies.

In reviewing the City’s rates and finances, BWA used the following criteria in developing our recommendations:
1) Revenue Sufficiency: Rates should recover the annual cost of service and provide revenue stability.
2) Rate Impact: While rates are calculated to generate sufficient revenue to cover operating and capital costs, they should be designed to minimize, as much as possible, the impact on ratepayers.
3) Equitable: Rates should be fairly allocated among all customer classes based on their estimated demand characteristics. Each user class only pays its proportionate share. 4) Practical: Rates should be simple in form and, therefore, adaptable to changing conditions, easy to administer and easy to understand.

2.2 Proposition 218
Utility rates are subject to the procedural and substantive requirements as set forth in Proposition 218. Proposition 218 was adopted by California voters in 1996 and added Articles 13C and 13D to the California Constitution. Article 13D, Section 6 governs property‐related charges, which the California Supreme Court subsequently ruled includes ongoing utility service charges such as water, sewer, and garbage rates. Article 13D, Section 6 establishes a) procedural requirements for imposing or increasing property‐related charges, and b) substantive requirements for those charges. Article 13D also requires voter approval for new or increased property‐related charges but exempts from this voting requirement rates for water, sewer, and garbage service. The substantive requirements of Article 13D, Section 6 require the City’s utility rates to meet the following conditions:
• Revenues derived from the fee or charge shall not exceed the funds required to provide the property related service.
• Revenues derived from the fee or charge shall not be used for any purpose other than that for which the fee or charge was imposed.
• The amount of a fee or charge imposed upon any parcel or person as an incident of property ownership shall not exceed the proportional cost of the service attributable to the parcel.

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Packet Pg. 401 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 3 • No fee or charge may be imposed for a service unless that service is actually used by, or immediately available to, the owner of the property in question. • No fee or charge may be imposed for general governmental services, such as police or fire services, where the service is available to the public at large in substantially the same manner as it is to property owners.

The procedural requirements of Proposition 218 for all utility rate increases are as follows:
• Noticing Requirement: The City must mail a notice of proposed rate increases to all affected property owners. The notice must specify the basis of the fee, the reason for the fee, and the date/time/location of a public rate hearing at which the proposed rates will be considered/adopted.
• Public Hearing: The City must hold a public hearing prior to adopting the proposed rate increases. The public hearing must be held not less than 45 days after the required notices are mailed.
• Rate Increases Subject to Majority Protest: At the public hearing, the proposed rate increases are subject to majority protest. If more than 50% of affected property owners submit written protests against the proposed rate increases, the increases cannot be adopted.

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Packet Pg. 402 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 4 3 SOLID WASTE FINANCES & RATES

3.1 Current Annual Solid Waste Rates
The following table shows the City’s current annual solid waste rates.

Table 1 - Current Rates
Description Current Rates
Commercial Trash Service Monthly Rate ($ per Service)
Size Weekly Frequency Current
(1) 96 gal toter 1 X $41.87
(2) 96 gal toter 1 X $83.73
2 yd bin 1 X $145.46
2 yd bin 2 X $290.85
3 yd bin 1 X $218.18
3 yd bin 2 X $436.27
4 yd bin 1 X $290.85
4 yd bin 2 X $581.71
6 yd bin 1 X $436.27
6 yd bin 2 X $872.53
Commercial Recycling Service
(1) 96 gal toter 1 X $20.95
(2) 96 gal toter 1 X $41.87
2 yd bin 1 X $72.74
2 yd bin 2 X $145.46
3 yd bin 1 X $109.10
3 yd bin 2 X $218.18
4 yd bin 1 X $145.46
4 yd bin 2 X $290.85
6 yd bin 1 X $218.18
6 yd bin 2 X $436.27
Commercial Organics Service
(1) 96 gal toters 1X $13.94
6 yd bin 1X $436.27
Residential Three Toter Service
Residential Customers 1 X $41.83
Low Income/Senior Customers 1 X $31.83
Residential Extra Service
Extra trash toter 1 X $6.81
Extra recycle toter 1 X $6.81
Extra green waste toter 1 X $6.81

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Packet Pg. 403 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 5

3.2 Current Solid Waste Accounts and Equivalent Service Units The following table shows the current number of solid waste accounts and the number of equivalent service units (ESUs) for each container size, collection frequency and service type. The ESUs were based on the proportional cost of service compared to a one 96-gallon commercial toter that is picked up once a week. The fee charged by Bertolotti to the Enterprise at each service level represents the proportional cost of service. The ESU calculation is based on the revised fees requested by Bertolotti for the FY 2024/25 rate calculation. Bertolotti is requesting their contract be amended to reflect new fees that account for increased costs of recycling and the cost of compliance with SB 1383. BWA feels this is the most reasonable method for the City to determine the proportion of service because its costs are incurred to support the collection and disposal of waste, and the fees charged to the City by Bertolotti are the City’s cost of service for collection and disposal of waste.

Table 2 – Patterson Customers

Equivalent Service Units (ESUs)
Commercial Trash Service
Size Weekly Frequency ESUs 1 Customers 2 Total ESUs
(1) 96 gal toter 1 X 1 112 112.00
(2) 96 gal toter 1 X 2 4 8.00
2 yd bin 1 X 2 48 96.00
2 yd bin 2 X 4 11 44.00
2 yd bin 3 X 6
2 yd bin 4 X 8
3 yd bin 1 X 3 18 54.00
3 yd bin 2 X 6 15 90.00
3 yd bin 3 X 9
3 yd bin 4 X 12
4 yd bin 1 X 4 32 128.00
4 yd bin 2 X 8 53 424.00
4 yd bin 3 X 12
4 yd bin 4 X 16
6 yd bin 1 X 6 6 36.00
6 yd bin 2 X 12 14 168.00
6 yd bin 3 X 18
6 yd bin 4 X 24
Total Commercial Trash Service 313 1,160.00

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Packet Pg. 404 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 6 Table 2 – Continued
Equivalent Service Units (ESUs)
Commercial Recycling Service
Size Weekly Frequency ESUs Customers Total ESUs
(1) 96 gal toter 1 X 1 6 6.00
(2) 96 gal toter 1 X 2 1 2.00
2 yd bin 1 X 2 16 32.00
2 yd bin 2 X 4 2 8.00
2 yd bin 3 X 6
2 yd bin 4 X 8
3 yd bin 1 X 3 4 12.00
3 yd bin 2 X 6 2 12.00
3 yd bin 3 X 9
3 yd bin 4 X 12
4 yd bin 1 X 4 14 56.00
4 yd bin 2 X 8 12 96.00
4 yd bin 3 X 12
4 yd bin 4 X 16
6 yd bin 1 X 6 2 12.00
6 yd bin 2 X 12 2 24.00
6 yd bin 3 X 18
6 yd bin 4 X 24
Total Commercial Recycling Service 61 260.00

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Packet Pg. 405 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 7 Table 2 – Continued
Equivalent Service Units (ESUs)
Commercial Organics Service
Size Weekly Frequency ESUs Customers Total ESUs
(1) 96 gal toter 1 X 1 30 30.00
(2) 96 gal toter 1 X 2
2 yd bin 1 X 2
2 yd bin 2 X 4
2 yd bin 3 X 6
2 yd bin 4 X 8
3 yd bin 1 X 3
3 yd bin 2 X 6
3 yd bin 3 X 9
3 yd bin 4 X 12
4 yd bin 1 X 4
4 yd bin 2 X 8
4 yd bin 3 X 12
4 yd bin 4 X 16
6 yd bin 1 X 6 1 6.00
6 yd bin 2 X 12
6 yd bin 3 X 18
6 yd bin 4 X 24
Total Commercial Organics Service 31 36.00
Total Commercial Equivalent Service Units 405 1,456.00

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Packet Pg. 406 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 8 Table 2 – Continued

3.3 Projected Growth
Using the calculated ESUs from Table 2, Table 3 calculates the projected growth in ESUs over the next five years. The projected residential growth is based on planned development that will increase the City’s residential customers by a set amount in FY 24/25 through FY 29/30. The residential ESUs in the following years are projected to increase by 1% annually. Commercial customers are projected to increase by 1% annually.

Equivalent Service Units (ESUs)
Residential Three Toter Service
Size Weekly Frequency ESUs Customers Total ESUs
Residential Customers 1 X 0.60 6,635 3,989.46
Low Income/Senior Customers 1 X 0.60 56 33.67
Total Residential Three Toter Service 6,691 4,023.13
Residential Extra Service
Size Weekly Frequency ESUs Customers Total ESUs
Extra trash toter 1 X 0.27 0 0.00
Extra recycle toter 1 X 0.27 0 0.00
Extra green waste toter 1 X 0.27 20 5.31
Total Residential Extra Service 20 5.31
Total Residential Equivalent Service Units 6,711 4,028.45 Total 7,116 5,484.45
1 Equivalent Service Units (ESUs) are based on the Bertolotti Charges relative to a single toter service once per week service.
2 Customer count based on City billing data as of 8/5/2024.

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Packet Pg. 407 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 9 Table 3 – Projected Growth

3.4 Solid Waste Financial Overview
Bartle Wells Associates conducted an independent evaluation of the City’s solid waste enterprise finances. Key observations include:
o Solid waste rates have continued to gradually increase since 2019 based on the previous rate study. This has helped the City maintain a strong financial position. o Total solid waste reserves at the beginning of FY 2024/25 were $1.58 million. However, the City will begin operating at a deficit without rate increases this year.

3.5 Financial Challenges / Key Drivers of Rate Increases Going forward, the City’s solid waste enterprise is facing several financial challenges that will require the City to raise rates over the next five years. Key drivers of future solid waste rate increases are summarized below.

3.5.1 Waste Collection Contractor (Bertolotti) and Disposal Expense The city pays Bertolotti to collect and dispose of solid waste based on a contract. The amount for each container size, collection frequency, and service type is agreed to in the contract and then escalates each year based on two components. The first component is the cost of solid waste disposal which is 20% of the overall increase. The City also has a memorandum of understanding (MOU) with Stanislaus County for disposal at two sites. Prices for disposal are established through FY 2024/25. In FY 2025/26, the disposal costs will increase significantly. The second component is Bertolotti’s cost of collection which consists of 80% of the overall increase.

Commercial Equivalent Service Units (ESUs) FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29-30 Projected Annual Growth Rate 0.5% 1.0% 1.0% 1.0% 1.0% 1.0% Projected Commercial Growth
Commercial Trash Service ESUs 1,160.00 1,165.80 1,177.46 1,189.23 1,201.12 1,213.14 1,225.27 Commercial Recycling Service ESUs 260.00 261.30 263.91 266.55 269.22 271.91 274.63 Commercial Organics Service ESUs 36.00 36.18 36.54 36.91 37.28 37.65 38.03 Total Projected Commercial ESUs 1,456.00 1,463.28 1,477.91 1,492.69 1,507.62 1,522.70 1,537.92 Projected Residential Growth
Projected New Residential Customers (growth override) 105 210 210 210 210 210 Total Residential Three Toter Service Customers 6,691 6,796 7,006 7,216 7,426 7,636 7,846 Residential Three Toter Service ESUs1 4,023.13 4,086.27 4,212.54 4,338.80 4,465.07 4,591.34 4,717.61 Residential Extra Service ESUs1 5.31 5.34 5.39 5.45 5.50 5.56 5.61 Total Projected Residential ESUs 4,028.45 4,091.61 4,217.93 4,344.25 4,470.57 4,596.90 4,723.22 Total Projected ESUs 5,484.45 5,554.89 5,695.84 5,836.94 5,978.19 6,119.59 6,261.14 Total Projected Growth 1.3% 2.5% 2.5% 2.4% 2.4% 2.3%
1 Residential Three Toter Service customer is equivalent to 0.60 ESUs. Residential Extra Service customer is equivalent to 0.27 ESU

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Packet Pg. 408 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 10 This amount is based on the change in the Bay Area Consumer Price Index. The average increase of both components is calculated in Table 3 of Appendix A. The total amount paid to Bertolotti is calculated in Table 6 of Appendix A.

Bertolotti requested an amendment to their contract to revise its base fee at the end of FY 2023/24 primarily to address the increasing costs of disposing recyclables and the costs to comply with the new SB 1383 rules for organics disposal.

3.5.2 Additional Staff
The solid waste enterprise is projected to need added staff over the period of the next five years to comply with SB 1383 operating, reporting, and education requirements. The City provided the estimated costs for additional staff. BWA inflated the costs based on the projected hiring year. These additional expenses are reflected in Table 16 in the Appendix.

3.5.3 Additional Equipment
The solid waste enterprise is projected to need additional equipment to support operations and SB 1383 compliance. The City provided estimates of the cost and purchase timing of new equipment.

These expenses are reflected in Table 16 in the Appendix.

3.5.4 Ongoing Operating Cost Inflation
The City faces ongoing operating cost inflation due to the annual cost increases for materials, equipment, salaries, benefits, etc. Cost inflation was estimated to range from 3 to 5% annually.

3.5.5 Solid Waste Reserve Funds
Maintaining a prudent minimal level of fund reserves provides a financial cushion for dealing with unanticipated expenses, revenue shortfalls, and non-catastrophic emergency capital repairs. The City’s reserve target is for solid waste reserves to be able to cover at least three months of operating expenses. The fund reserve target escalates over time as the solid waste utility’s revenues and expenses gradually increase in future years.

3.5.6 Solid Waste Expense Projections
Table 1 in Appendix A shows a 5-year breakdown of projected solid waste enterprise expenses.

Compliance with recent state mandates is the key driver for the increasing cost of expenses. The expense projections support the need for annual rate adjustments to keep revenues in line with projected expenditures. Rate adjustments will support balanced budgets and maintaining prudent minimum levels of fund reserves.

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Packet Pg. 409 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 11

3.6 Financial Plan Assumptions
The financial plan includes several reasonable and slightly conservative (revenues on low side, expenses on high side) assumptions. Key cash flow assumptions include:
• Revenue Assumptions
o Revenues will increase with customer growth.
o Non-rate revenue will remain at current levels.
o Interest on reserves is projected to be 1.5% of beginning reserves. • Expenses Assumptions
o Bertolotti costs will increase based on amended rates. o General inflation will range from 3 to 5%.
o Transfers consist of street repair costs of $100,000 per year beginning in FY 2025/26 and a five-year debt repayment of $100,000 per year beginning in FY 2026/27. o The low income/senior customer rate will remain at $31.83 from FY 2024/25 to FY 2025/26 and then be increased by $1.35 per year from FY 2026/27 to FY 2029/30.

3.7 Rate Scenarios
The requested new charges cause significant increases in some customer classes. In addition to calculating the new rates going into effect on January 1, 2025, a second scenario was developed to mitigate the impacts on the effected customer classes.

Scenario 1: No Phase-In
The rates in this scenario do not reflect a phase-in, but instead reflect an immediate switch to the proposed commercial rates. Full revenue recovery is met, and the reserve target is met in all years of the 5-year 218 period (FY 2024/25 through FY 2029/30).

Scenario 2: Phase-In
The commercial rates with large increases are phased-in evenly over the 5-year 218 period. This will result in the City collecting less than the projected revenue requirement in the first five years of the 218 notice period. This loss is shown in the Scenario 2 cash flow in Table 5.

3.8 Solid Waste Revenue Requirements: Cash Flow Projections BWA developed long-term solid waste enterprise cash flow projections to evaluate financial alternatives and estimate future solid waste rate increases. The revenue increase recommendations were developed to meet projected expenses as well as maintain reserves and the long-term health of the solid waste utility. The solid waste cashflow is shown on the following table.

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Packet Pg. 410 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 12 Table 4 – Scenario 1 Cash Flow
The following figure displays the cash flow graphically.

Cashflow FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Beginning Reserve Balance $2,022,601 $1,584,836 $1,619,455 $1,790,091 $1,692,880 $1,720,542 $1,764,041 Revenues
Current Rate Revenue $4,443,525 $4,500,597 $4,999,202 $5,507,274 $6,063,587 $6,672,531 $7,338,886 Revenue Increase % 8.3% 7.5% 7.5% 7.5% 7.5% 6.0%
Rate Revenue from Increase $374,891 $374,940 $413,046 $454,769 $500,440 $440,333 Timing Adjustment1 -$187,446
Other Revenue $36,377 $168,850 $176,030 $176,030 $176,030 $176,030 $176,030 Discount Program -$9,623 -$12,607 -$14,826 -$17,375 -$20,300 -$22,831 Interest $44,552 $23,800 $24,300 $26,900 $25,400 $25,800 $26,500 Total Revenue $4,524,455 $4,871,069 $5,561,865 $6,108,424 $6,702,411 $7,354,501 $7,958,918 Expenses
Bertolotti O&M Cost $2,045,913 $2,167,538 $2,462,478 $2,631,011 $2,809,428 $2,998,265 $3,198,087 All Other O&M $2,724,486 $2,636,412 $2,886,522 $3,469,624 $3,715,321 $3,912,237 $4,121,311 Equipment Purchase $191,821 $32,500 $42,230 $105,000 $150,000 $400,500 $125,000 Total Expenses $4,962,220 $4,836,450 $5,391,230 $6,205,635 $6,674,748 $7,311,002 $7,444,398 Net Revenues -$437,765 $34,620 $170,635 -$97,211 $27,662 $43,499 $514,520 Ending Reserve Balance $1,584,836 $1,619,455 $1,790,091 $1,692,880 $1,720,542 $1,764,041 $2,278,561 Reserve Targets (3
Months Operating Cost) $1,193,000 $1,201,000 $1,337,000 $1,525,000 $1,631,000 $1,728,000 $1,830,000 Target Met? Yes Yes Yes Yes Yes Yes Yes
1 Timing adjustment reflects a rate implementation on January 1, 2025.

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Packet Pg. 411 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 13 Figure 1 – Scenario 1 Cash Flow
$0.0
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 Bertolotti Expenses
Equipment and Transfers
O&M Expenses
Revenue
Reserves
Reserve Target

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Packet Pg. 412 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 14 Table 5 – Scenario 2 Cash Flow
The following figure displays the cashflow graphically.

Cashflow FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Beginning Reserve Balance $2,022,601 $1,584,836 $1,492,726 $1,562,777 $1,389,526 $1,364,132 $1,375,701 Revenues
Current Rate Revenue $4,443,525 $4,500,597 $4,999,203 $5,507,274 $6,063,587 $6,672,531 $7,338,887 Revenue Increase % 8.3% 7.5% 7.5% 7.5% 7.5% 6.0%
Rate Revenue from Increase $374,891 $374,940 $413,046 $454,769 $500,440 $440,333 Timing Adjustment1 -$187,446
Phase-In Adjustment -$126,729 -$98,685 -$72,540 -$48,457 -$26,630 Other Revenue $36,377 $168,850 $176,030 $176,030 $176,030 $176,030 $176,030 Discount Program -$9,623 -$12,607 -$14,826 -$17,375 -$20,300 -$22,831 Interest $44,552 $23,800 $22,400 $23,400 $20,800 $20,500 $20,600 Total Revenue $4,524,455 $4,744,340 $5,461,281 $6,032,384 $6,649,354 $7,322,571 $7,953,019 Expenses
Bertolotti O&M Cost $2,045,913 $2,167,538 $2,462,478 $2,631,011 $2,809,428 $2,998,265 $3,198,087 All Other O&M $2,724,486 $2,636,412 $2,886,522 $3,469,624 $3,715,321 $3,912,237 $4,121,311 Equipment Purchase $191,821 $32,500 $42,230 $105,000 $150,000 $400,500 $125,000 Total Expenses $4,962,220 $4,836,450 $5,391,230 $6,205,635 $6,674,748 $7,311,002 $7,444,398 Net Revenues -$437,765 -$92,109 $70,051 -$173,251 -$25,395 $11,570 $508,621 Ending Reserve Balance $1,584,836 $1,492,726 $1,562,777 $1,389,526 $1,364,132 $1,375,701 $1,884,322 Reserve Targets (3
Months Operating Cost) $1,193,000 $1,201,000 $1,337,000 $1,525,000 $1,631,000 $1,728,000 $1,830,000 Target Met? Yes Yes Yes No No No Yes
1 Timing adjustment reflects a rate implementation on January 1, 2025.

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Packet Pg. 413 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 15 Figure 2 – Scenario 2 Cash Flow

3.9 Solid Waste Rate Structure Recommendations
BWA conducted an independent analysis of the City’s current solid waste rate structure. Based on an evaluation of rate alternatives and input from City staff, BWA recommends adjusting the rates to be proportionate to the ESUs reflecting the requested Bertolotti fees. BWA feels this is the most reasonable method for the City to determine the proportion of service because its costs are incurred to support the collection and disposal of waste, and the fees charged to the City by Bertolotti are the City’s cost of service for collection and disposal of waste.

3.9.1 Unit Rate Calculation
The unit rate per ESU was calculated by dividing the FY 2024/25 rate revenue requirement by the total number of ESUs.

Table 6 – Unit Rate Derivation
$0.0
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 Bertolotti Expenses
Equipment and Transfers
O&M Expenses
Revenue
Reserves
Reserve Target
Unit Rate Derivation FY 24/25
Rate Revenue Requirement $4,875,488.01
FY 24/25 ESUs 5,554.89
Annual Rate per ESU $877.69
Monthly Rate Per ESU $73.14

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Packet Pg. 414 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 16

3.9.2 Rate Derivation
For FY 2024/25 Rates were derived for each service by multiplying the unit rate by the number of ESUs each service was assigned. In the following years, the proposed rates were derived by being increased by the overall rate revenue increase. These calculations result in the rates for Scenario 1.

To mitigate the impact to the 96-gallon commercial services, all commercial recycling services, and all residential extra toter services, Scenario 2 rates were developed. Scenario 2 rates are increased in even increments over the 218 period (FY 2024/25 through FY 2029/30) to eventually reach the same rates as Scenario 1 in FY 2029/30.

3.9.2.1 Low Income/ Senior Discount Rate
The low income/senior rate is currently discounted $10.00 from the residential rate. In order to continue to provide meaningful relief to these customers, the City wants to increase the discount to $25 by FY 2029/30. To reach this target BWA recommends having the rate remain at $31.83 from FY 2024/25 to FY 2025/26 and then be increased by $1.35 per year from FY 2026/27 to FY 2029/30. This will result in a discount of $25.03 in FY 2029/30.

Table 7 – Rate Derivation
FY 2024/25 Rate Derivation Total FY 24/25 Rate
Commercial Trash Service Monthly Rate
Size Weekly Frequency ESUs $ per Month
(1) 96 gal toter 1 X 1 $73.14
(2) 96 gal toter 1 X 2 $146.28
2 yd bin 1 X 2 $146.28
2 yd bin 2 X 4 $292.56
2 yd bin 3 X 6 $438.85
2 yd bin 4 X 8 $585.13
3 yd bin 1 X 3 $219.42
3 yd bin 2 X 6 $438.85
3 yd bin 3 X 9 $658.27
3 yd bin 4 X 12 $877.69
4 yd bin 1 X 4 $292.56
4 yd bin 2 X 8 $585.13
4 yd bin 3 X 12 $877.69
4 yd bin 4 X 16 $1,170.26
6 yd bin 1 X 6 $438.85
6 yd bin 2 X 12 $877.69
6 yd bin 3 X 18 $1,316.54
6 yd bin 4 X 24 $1,755.39

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Packet Pg. 415 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 17 Table 7 – Continued
FY 2024/25 Rate Derivation Total FY 24/25 Rate
Commercial Recycling Service
Size Weekly Frequency ESUs $ per Month
(1) 96 gal toter 1 X 1 $73.14
(2) 96 gal toter 1 X 2 $146.28
2 yd bin 1 X 2 $146.28
2 yd bin 2 X 4 $292.56
2 yd bin 3 X 6 $438.85
2 yd bin 4 X 8 $585.13
3 yd bin 1 X 3 $219.42
3 yd bin 2 X 6 $438.85
3 yd bin 3 X 9 $658.27
3 yd bin 4 X 12 $877.69
4 yd bin 1 X 4 $292.56
4 yd bin 2 X 8 $585.13
4 yd bin 3 X 12 $877.69
4 yd bin 4 X 16 $1,170.26
6 yd bin 1 X 6 $438.85
6 yd bin 2 X 12 $877.69
6 yd bin 3 X 18 $1,316.54
6 yd bin 4 X 24 $1,755.39

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Packet Pg. 416 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 18 Table 7 – Continued
Table 7 – Continued
FY 2024/25 Rate Derivation Total FY 24/25 Rate
Commercial Organics Service
Size Weekly Frequency ESUs $ per Month
(1) 96 gal toter 1 X 1 $73.14
(2) 96 gal toter 1 X 2 $146.28
2 yd bin 1 X 2 $146.28
2 yd bin 2 X 4 $292.56
2 yd bin 3 X 6 $438.85
2 yd bin 4 X 8 $585.13
3 yd bin 1 X 3 $219.42
3 yd bin 2 X 6 $438.85
3 yd bin 3 X 9 $658.27
3 yd bin 4 X 12 $877.69
4 yd bin 1 X 4 $292.56
4 yd bin 2 X 8 $585.13
4 yd bin 3 X 12 $877.69
4 yd bin 4 X 16 $1,170.26
6 yd bin 1 X 6 $438.85
6 yd bin 2 X 12 $877.69
6 yd bin 3 X 18 $1,316.54
6 yd bin 4 X 24 $1,755.39
FY 2024/25 Rate Derivation Total FY 24/25 Rate
Residential Three Toter Service
Size Weekly Frequency ESUs $ per Month
Residential 1 X 0.60 $43.98
Low Income/Senior 1 X 0.60 $43.98
Residential Extra Service
Size Weekly Frequency ESUs $ per Month
Extra trash toter 1 X 0.27 $19.43
Extra recycle toter 1 X 0.27 $19.43
Extra green waste toter 1 X 0.27 $19.43

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Packet Pg. 417 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 19

3.10 Proposed Solid Waste Rates Scenario 1
Recommended rates reflecting no phase-in are as follows.

Table 8 – Recommended Scenario 1 Rates
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Commercial Trash Service Monthly Rate ($ per Service)
Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed (1) 96 gal toter 1 X $41.87 $73.14 $78.63 $84.53 $90.87 $97.69 $103.55 (2) 96 gal toter 1 X $83.73 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 1 X $145.46 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 2 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 2 yd bin 3 X $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 2 yd bin 4 X $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 3 yd bin 1 X $218.18 $219.42 $235.88 $253.57 $272.59 $293.03 $310.61 3 yd bin 2 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 3 yd bin 3 X $658.27 $707.64 $760.71 $817.76 $879.09 $931.84 3 yd bin 4 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 1 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 4 yd bin 2 X $581.71 $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 4 yd bin 3 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 4 X $1,170.26 $1,258.03 $1,352.38 $1,453.81 $1,562.85 $1,656.62 6 yd bin 1 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 6 yd bin 2 X $872.53 $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 6 yd bin 3 X $1,316.54 $1,415.28 $1,521.43 $1,635.54 $1,758.21 $1,863.70 6 yd bin 4 X $1,755.39 $1,887.04 $2,028.57 $2,180.71 $2,344.26 $2,484.92

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Packet Pg. 418 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 20 Table 8 – Continued
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Commercial Recycling Service Monthly Rate ($ per Service) Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed (1) 96 gal toter 1 X $20.95 $73.14 $78.63 $84.53 $90.87 $97.69 $103.55 (2) 96 gal toter 1 X $41.87 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 1 X $72.74 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 2 X $145.46 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 2 yd bin 3 X $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 2 yd bin 4 X $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 3 yd bin 1 X $109.10 $219.42 $235.88 $253.57 $272.59 $293.03 $310.61 3 yd bin 2 X $218.18 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 3 yd bin 3 X $658.27 $707.64 $760.71 $817.76 $879.09 $931.84 3 yd bin 4 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 1 X $145.46 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 4 yd bin 2 X $290.85 $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 4 yd bin 3 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 4 X $1,170.26 $1,258.03 $1,352.38 $1,453.81 $1,562.85 $1,656.62 6 yd bin 1 X $218.18 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 6 yd bin 2 X $436.27 $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 6 yd bin 3 X $1,316.54 $1,415.28 $1,521.43 $1,635.54 $1,758.21 $1,863.70 6 yd bin 4 X $1,755.39 $1,887.04 $2,028.57 $2,180.71 $2,344.26 $2,484.92

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Packet Pg. 419 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 21 Table 8 – Continued
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Commercial Organics Service Monthly Rate ($ per Service) Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed (1) 96 gal toter 1 X $13.94 $73.14 $78.63 $84.53 $90.87 $97.69 $103.55 (2) 96 gal toter 1 X $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 1 X $145.46 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 2 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 2 yd bin 3 X $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 2 yd bin 4 X $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 3 yd bin 1 X $218.18 $219.42 $235.88 $253.57 $272.59 $293.03 $310.61 3 yd bin 2 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 3 yd bin 3 X $658.27 $707.64 $760.71 $817.76 $879.09 $931.84 3 yd bin 4 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 1 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 4 yd bin 2 X $581.71 $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 4 yd bin 3 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 4 X $1,170.26 $1,258.03 $1,352.38 $1,453.81 $1,562.85 $1,656.62 6 yd bin 1 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 6 yd bin 2 X $872.53 $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 6 yd bin 3 X $1,316.54 $1,415.28 $1,521.43 $1,635.54 $1,758.21 $1,863.70 6 yd bin 4 X $1,755.39 $1,887.04 $2,028.57 $2,180.71 $2,344.26 $2,484.92

9.2.a
Packet Pg. 420 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 22 Table 8 – Continued

3.11 Proposed Solid Waste Rates Scenario 2
The Scenario 2 phased-in rates for the affected classed were derived by increasing the existing rate by even increments each year to reach the same proposed Scenario 1 rates on 7/1/2029.

Recommended rates reflecting the phase-in are as follows.

Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Residential Three Toter Service Monthly Rate ($ per Service) Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed Residential Customers 1 X $41.83 $43.98 $47.28 $50.83 $54.64 $58.74 $62.26 % Increase 5.14% 7.50% 7.51% 7.50% 7.50% 5.99%
$ Increase $2.15 $3.30 $3.55 $3.81 $4.10 $3.52
Low Income/Senior
Customers 1 X $31.83 $31.83 $31.83 $33.18 $34.53 $35.88 $37.23 % Increase 0.00% 0.00% 4.24% 4.07% 3.91% 3.76%
$ Increase $0.00 $0.00 $1.35 $1.35 $1.35 $1.35
Residential Extra Service Monthly Rate ($ per Service)
Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed Extra trash toter 1 X $6.81 $19.43 $20.89 $22.46 $24.14 $25.95 $27.51 Extra recycle toter 1 X $6.81 $19.43 $20.89 $22.46 $24.14 $25.95 $27.51 toter 1 X $6.81 $19.43 $20.89 $22.46 $24.14 $25.95 $27.51

9.2.a
Packet Pg. 421 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 23 Table 9 – Recommended Scenario 2 Rates
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Commercial Trash Service Monthly Rate ($ per Service)
Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed (1) 96 gal toter 1 X $41.87 $52.15 $62.43 $72.71 $82.99 $93.27 $103.55 (2) 96 gal toter 1 X $83.73 $104.29 $124.84 $145.40 $165.96 $186.51 $207.07 2 yd bin 1 X $145.46 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 2 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 2 yd bin 3 X $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 2 yd bin 4 X $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 3 yd bin 1 X $218.18 $219.42 $235.88 $253.57 $272.59 $293.03 $310.61 3 yd bin 2 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 3 yd bin 3 X $658.27 $707.64 $760.71 $817.76 $879.09 $931.84 3 yd bin 4 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 1 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 4 yd bin 2 X $581.71 $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 4 yd bin 3 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 4 X $1,170.26 $1,258.03 $1,352.38 $1,453.81 $1,562.85 $1,656.62 6 yd bin 1 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 6 yd bin 2 X $872.53 $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 6 yd bin 3 X $1,316.54 $1,415.28 $1,521.43 $1,635.54 $1,758.21 $1,863.70 6 yd bin 4 X $1,755.39 $1,887.04 $2,028.57 $2,180.71 $2,344.26 $2,484.92

9.2.a
Packet Pg. 422 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 24 Table 9 – Continued
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Commercial Recycling Service Monthly Rate ($ per Service) Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed (1) 96 gal toter 1 X $20.95 $34.72 $48.48 $62.25 $76.02 $89.78 $103.55 (2) 96 gal toter 1 X $41.87 $69.40 $96.94 $124.47 $152.00 $179.54 $207.07 2 yd bin 1 X $72.74 $95.13 $117.52 $139.91 $162.29 $184.68 $207.07 2 yd bin 2 X $145.46 $190.24 $235.02 $279.81 $324.59 $369.37 $414.15 2 yd bin 3 X $285.39 $352.55 $419.72 $486.88 $554.05 $621.23 2 yd bin 4 X $380.51 $470.07 $559.62 $649.17 $738.73 $828.31 3 yd bin 1 X $109.10 $142.69 $176.27 $209.86 $243.44 $277.03 $310.61 3 yd bin 2 X $218.18 $285.36 $352.53 $419.71 $486.88 $554.06 $621.23 3 yd bin 3 X $428.06 $528.81 $629.57 $730.32 $831.08 $931.84 3 yd bin 4 X $570.74 $705.08 $839.42 $973.76 $1,108.10 $1,242.46 4 yd bin 1 X $145.46 $190.24 $235.02 $279.81 $324.59 $369.37 $414.15 4 yd bin 2 X $290.85 $380.43 $470.00 $559.58 $649.16 $738.73 $828.31 4 yd bin 3 X $570.73 $705.07 $839.42 $973.76 $1,108.11 $1,242.46 4 yd bin 4 X $760.97 $940.09 $1,119.22 $1,298.35 $1,477.47 $1,656.62 6 yd bin 1 X $218.18 $285.36 $352.53 $419.71 $486.88 $554.06 $621.23 6 yd bin 2 X $436.27 $570.64 $705.00 $839.37 $973.73 $1,108.10 $1,242.46 6 yd bin 3 X $856.07 $1,057.59 $1,259.12 $1,460.64 $1,662.17 $1,863.70 6 yd bin 4 X $1,141.42 $1,410.12 $1,678.82 $1,947.52 $2,216.22 $2,484.92

9.2.a
Packet Pg. 423 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 25 Table 9 – Continued
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Commercial Organics Service Monthly Rate ($ per Service) Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed (1) 96 gal toter 1 X $13.94 $28.88 $43.81 $58.75 $73.68 $88.62 $103.55 (2) 96 gal toter 1 X $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 1 X $145.46 $146.28 $157.25 $169.04 $181.72 $195.35 $207.07 2 yd bin 2 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 2 yd bin 3 X $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 2 yd bin 4 X $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 3 yd bin 1 X $218.18 $219.42 $235.88 $253.57 $272.59 $293.03 $310.61 3 yd bin 2 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 3 yd bin 3 X $658.27 $707.64 $760.71 $817.76 $879.09 $931.84 3 yd bin 4 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 1 X $290.85 $292.56 $314.50 $338.09 $363.45 $390.71 $414.15 4 yd bin 2 X $581.71 $585.13 $629.01 $676.19 $726.90 $781.42 $828.31 4 yd bin 3 X $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 4 yd bin 4 X $1,170.26 $1,258.03 $1,352.38 $1,453.81 $1,562.85 $1,656.62 6 yd bin 1 X $436.27 $438.85 $471.76 $507.14 $545.18 $586.07 $621.23 6 yd bin 2 X $872.53 $877.69 $943.52 $1,014.28 $1,090.35 $1,172.13 $1,242.46 6 yd bin 3 X $1,316.54 $1,415.28 $1,521.43 $1,635.54 $1,758.21 $1,863.70 6 yd bin 4 X $1,755.39 $1,887.04 $2,028.57 $2,180.71 $2,344.26 $2,484.92

9.2.a
Packet Pg. 424 Attachment: Bartle Wells Solid Waste Rate Study Report (Resolution No. 2024-63 Solid Waste Rate Schedule) City of Patterson – Solid Waste Rate Study 2024 Page | 26 Table 9 – Continued
Recommended Rates Current 1/1/2025 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Residential Three Toter Service
Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed Residential Customers 1 X $41.83 $43.98 $47.28 $50.83 $54.64 $58.74 $62.26 % Increase 5.14% 7.50% 7.51% 7.50% 7.50% 5.99%
$ Increase $2.15 $3.30 $3.55 $3.81 $4.10 $3.52
Low Income/Senior
Customers 1 X $31.83 $31.83 $31.83 $33.18 $34.53 $35.88 $37.23 % Increase 0.00% 0.00% 4.24% 4.07% 3.91% 3.76%
$ Increase $0.00 $0.00 $1.35 $1.35 $1.35 $1.35
Residential Extra Service
Size Weekly
Frequency
Current Proposed Proposed Proposed Proposed Proposed Proposed Extra trash toter 1 X $6.81 $10.26 $13.71 $17.16 $20.61 $24.06 $27.51 Extra recycle toter 1 X $6.81 $10.26 $13.71 $17.16 $20.61 $24.06 $27.51 Extra green waste toter 1 X $6.81 $10.26 $13.71 $17.16 $20.61 $24.06 $27.51 2 Phased-in rates increase in even increments to reach targeted FY 29/30 rate. 1 Phased-in rates are for 96 gallon 1x per week commercial service, all commercial recycling services and all residential extra toter services.