City of Patterson Page 1 Updated 2/20/2026
City of Patterson
Special Meeting Minutes
February 10, 2026
City Manager
Fernando Ulloa
City Attorney
Nubia Goldstein
Deputy City Attorney
Douglas White
www.pattersonca.gov
Mayor
Michael Clauzel
City Council
Gabriela Hernandez, District A
Jessica Romero, District B
Kendra Mora, District C
Carlos Roque, District D
City Clerk
Aracely Alegre
1. Call to Order
Attendance Attendee Name, Title
Present Gabriela Hernandez, District A, Councilmember
Kendra Mora, District C, Councilmember
Carlos Roque, District D, Councilmember
Michael Clauzel, Mayor
Absent Jessica Romero, District B, Councilmember
The special (budget workshop) meeting of the City Council of the City of Patterson was called to order in the City of Patterson, Council Chambers at 6:01 p.m. by Mayor Clauzel.
City Staff Present:
City Manager Ulloa
Assistant City Manager Willett
Acting Fire Chief Hakola
IT Manager Ulloa
Deputy Director of Public Works Guluarte
Finance Director Williams
Projects Manager Ferriera
Code Enforcement Supervisor Gomez
Interim Public Works Director Delgado
Director of Engineering Services Rodriguez
Human Resources Analyst Callum
Community Development Director Stice
Accounting Manager Laurel
City Clerk Alegre
2. Pledge of Allegiance
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3. Statements of Conflict
None.
4. Presentation/Action Item
4.1. Receive a presentation regarding departmental priority items for the FY2026- 2027 annual budget and provide high-level direction to Staff to be used in the upcoming FY2026-2027 budget development process.
Staff Report: Williams, Finance Director
Mayor: Open/Close Item to Public Hearing
Council Receive a presentation regarding departmental priority items for the FY2026-2027 annual budget and provide high-level
direction to Staff to be used in the upcoming FY2026-2027 budget development process.
City Manager Ulloa introduced the budget priority session, explaining it as an early dialogue to create shared understanding of departmental priorities and provide Council with the opportunity to give strategic direction before full budget development.
Finance Director Williams outlined the session format, emphasizing that presentations would be high-level overviews at the strategic plan alignment level, with clarifying questions permitted after each department. Williams explained time limits of 10 minutes for most departments and 15 minutes for Public Works and Engineering due to their larger scopes.
Administration Department
Projects Manager Ferriera presented four ranked priorities. First, adding a Code Enforcement Officer ($117,000 total, $101,000 ongoing) to enable proactive inspections rather than purely complaint-driven responses. Second, establishing a $200,000 flexible Homelessness Services allocation to support shelter operations and partnerships as opportunities arise. Third, creating a $75,000 Community Sponsorship fund for events and nonprofits, with a formal policy to follow if approved. Fourth, constructing a Recreation Operational Facility ($1.75 million from bond and impact funds, not general fund) to consolidate recreation staff currently spread across three trailers lacking basic amenities.
Council Member Hernandez inquired about measurable benchmarks for homelessness funding and whether the community sponsorship amount could be reduced. She also asked about in-kind contributions. Ferriera confirmed reporting would occur annually, the amount could be adjusted, and in-kind services would be included. Mayor Pro Tem Roque questioned the high cost estimate for the recreation facility. Ferriera explained the estimate included making the modular building aesthetically match surrounding facilities. Council City of Patterson Page 3 Updated 2/20/2026
Member Mora emphasized ensuring the Code Enforcement Officer position receives adequate resources.
Public comments included Shivaugn Alves supporting homelessness funding and requesting community involvement, and Marco Ahumada asking about general fund totals.
Williams clarified the general fund had approximately $1.5 million in available fund balance and $17 million total with reserves.
Community Development Department
Planning and Community Development Director Stice presented two priorities. First, updating the city's zoning and general plan maps ($10,000-$15,000) as current maps are outdated and inaccurate following recent growth, with consultant work being more efficient than in-house staff. Second, continuing the Downtown Facade Improvement Program ($40,000 to supplement remaining funds for a total of $100,000) following a successful first cycle that demonstrated business community interest in the 50-50 matching grant program.
Council Member Hernandez asked whether facade funding could extend to business planning assistance or market research. Stice responded the program could be modified but was designed to focus on visible physical improvements that signal downtown investment.
He noted the program had received 6-8 applications with 4 successful awards in the first cycle, and anticipated increased participation as awareness spreads.
Public comments included Adolfo Virgen asking about facade program restrictions (Stice confirmed specific standards existed, including project type limits), and Shivaugn Alves inquiring about businesses that didn't participate, the downtown waterline update, and the unopened bus stop park.
Engineering Department
Engineering Director Rodriguez presented ten equally important projects. First, Rogers Road Bridge Replacement ($3.15 million from SB 1 and Measure L), currently in right-ofway phase with a 1949 bridge needing replacement to meet Caltrans standards. Second, Citywide Slurry Seal Program ($250,000 annually from various transportation funds) to proactively maintain roadways. Third, Citywide Striping Improvements ($700,000 for materials and $322,154 ongoing for personnel) to address faded markings and comply with AB 413. Fourth, Water Main 6A Replacement ($10 million from water bonds) in the downtown circle area, currently in design with fall 2026 bid date. Fifth, Centennial Park Phase 1 ($3.56 million requiring grant pursuit) to provide recreation amenities in an underserved neighborhood. Sixth, Water Main 4B and Ninth Street Reconstruction (estimated $12.24 million from water bonds), currently out to bid with summer 2026 construction anticipated. Seventh, Water Main Sunset Court ($265,900 from water bonds), also out to bid for summer construction. Eighth, Salado Creek Bike Trail Phase 1 ($3.24 million, already allocated and in active construction) expected to open May-June 2026.
Ninth, Water Quality Control Facility Phase 3 Expansion ($31.34 million, previously allocated and 25% complete) with fall 2027 completion target. Tenth, Sperry I-5 Interchange ($31+ million, pursuing grants) to address severe congestion and unsafe conditions.
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Rodriguez also reported that seven funding applications were submitted to STANCOG with responses expected summer 2026.
Council Member Hernandez requested trash bins and dog waste stations for the bike trail.
Mayor Pro Tem Roque praised the priorities but questioned whether the Rogers Road bridge closure was impeding traffic (Rodriguez confirmed it remains open). Council Member Mora sought confirmation that slurry seal and striping covered all city streets.
Rodriguez confirmed Baldwin Road was included and noted a STANCOG application for its complete reconstruction.
Public comment from Marco Ahumada asked about the bridge location and whether a planning commission condition for warehouse development to fund the bridge had been removed. City Manager Ulloa clarified the current project replaces the existing 2-lane bridge with grant funding; new development pays impact fees for future additional lanes, not the base replacement.
Finance Department
Finance Director Williams presented three priorities. First, User Fee Study Update ($50,000, split across funds with general fund majority) as the last study was adopted in September 2021 and fees should be reviewed every five years. Second, implementing ClearGov CIP Software ($10,000 annually) to finally complete the city's 5-year capital improvement plan, with implementation already underway using fiscal year 2026 budget savings. Third, Digital Timekeeping (no direct software cost, but significant internal staff time) to replace paper timesheets and transition from paying employees in advance to paying in arrears, using existing ERP software.
Council Member Hernandez confirmed the city currently has no digital timekeeping.
Mayor Pro Tem Roque and Mayor Clauzel both emphasized the importance of immediately implementing digital timekeeping despite the transition challenges.
No public comments were received.
Fire Department
Acting Fire Chief Hakola presented five priorities. First, adding three Firefighter Paramedics ($411,000 annually from CFD public safety and potential general fund offset) as year two of a four-year plan to address insufficient staffing, noting NFPA 1710 recommends 17 firefighters for a two-story residential fire versus Patterson's current six on duty. Second, a Command Vehicle ($100,000 one-time from vehicle replacement fund) for the new shift battalion commander position as a shared rotation vehicle. Third, Station 52 Phase 2 Repairs ($250,000 one-time from CFD or general fund) to address exterior drainage and geotechnical issues after Phase 1 seals the interior. Fourth, Vehicle Column Lift ($42,000 contribution to Public Works fleet division) to enable mechanics to properly service larger fire apparatus. Fifth, Standards of Coverage Assessment ($50,000 one-time from general fund) to obtain a third-party 3-5 year plan for resource deployment, future stations, and staffing.
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Council Member Hernandez asked about CFD fund sources (Hakola confirmed Community Facilities Districts).
Public comments included Oscar asking about the fleet vehicle purchasing process (Hakola explained the Pierce Manufacturing lease program through PNC Bank), and Kat asking about the Venturing youth program and local hiring. Hakola confirmed he was directed by Mayor Clauzel to reestablish the Fire Explorer program for ages 15-20, is working with the union on implementation, and is committed to focusing on local hiring while working on minimum age requirements for positions.
Human Resources Department
Human Resources Analyst Callum presented four priorities in the absence of a permanent HR Director. First, updating Merit System Rules and Regulations ($15,000 from general fund contracted services) as they haven't been updated since December 2005, creating legal and compliance risks. Second, updating the Injury and Illness Prevention Plan (no additional cost, absorbed by existing staff) which hasn't been updated since October 2008 and no longer addresses current workplace hazards. Third, Director Level Recruitments ($27,000 each for HR Director and Fire Chief, totaling $54,000 from general fund) using executive search firm Bob Murray and Associates. Fourth, Citywide Training ($30,000- $60,000 from general fund) providing multi-faceted training applicable to different position levels to improve communication, collaboration, and operational effectiveness.
Council Member Hernandez asked about flexibility on recruitment costs and which agencies are used. Callum confirmed Bob Murray charges a flat $27,000 fee and other firms could be explored. Mayor Pro Tem Roque asked whether local candidates could be considered before spending on searches. City Manager Ulloa clarified local candidates are not excluded but director positions require casting the widest net through competitive RFP processes to find the best qualified candidates, with all three recruitment proposals being within $2,000 of each other.
Public comments included Kat appreciating the process but preferring internal consideration first, and Mayor Pro Tem Roque questioning whether staff couldn't make these decisions internally. Callum explained executive search firms have broader reach to identify the best candidates for critical executive positions.
Information Technology Department
IT Manager Marty presented five priorities from the technology master plan. First, Comprehensive ERP Assessment ($75,000 from general fund and other funds) to evaluate whether to optimize the current Springbrook system or replace it, as Springbrook Enterprise is retiring within three years and the current system has workflow inefficiencies and integration gaps. Second, GIS Assessment Master Plan ($75,000) to address fragmented geographic information systems, enable mobile GIS, and develop public-facing GIS capabilities. Third, funding the IT Application Analyst position ($134,107 annually, offset by eliminating $66,000 in contractor costs) previously approved by Council to support technology master plan implementation and application optimization. Fourth, Online Permitting System ($60,000 one-time, $10,000-$20,000 annually) to replace manual, fragmented permitting processes and meet housing element online permitting City of Patterson Page 6 Updated 2/20/2026
requirements. Fifth, Citywide Business Applications Training Program ($25,000 annually) to standardize onboarding, provide recurring training, and build a self-service training repository.
Council Member Hernandez calculated approximately $300,000 total request. Williams clarified the ERP assessment was previously approved at the fiscal year 2026 mid-year meeting and went to bid on Monday.
No public comments were received.
Public Works Department
Interim Public Works Director Delgado presented ten priorities covering the city's largest department with nearly 100 employees across 10 divisions. First, Urban Forestry palm tree maintenance ($77,600 one-time from general fund) for proactive trimming along Las Palmas to address safety hazards. Second, Park and Facility Improvements ($185,264 onetime from general fund) for ADA upgrades, restroom modernization, and lighting at Garza Park, South Park, and Sports Park. Third, Street and Sidewalk Maintenance ($26,000 onetime for equipment and $322,154 ongoing for personnel from gas tax and non-motorized funds) to address potholes, tree-damaged concrete, trip-and-fall claims, and state-mandated sign retro reflectivity. Fourth, Water System staffing ($166,466 ongoing from water fund rates) adding one chief water operator reclassification, converting one part-time to fulltime, and one new full-time operator to address growing system complexity and regulatory requirements. Fifth, Solid Waste Compliance and Program Support (cost TBD) for SB 1383 organics mandate, trash capture requirements (seeking SRF grant), ongoing Berlotti franchise negotiations, and 2027 in-house street sweeping preparation. Sixth, Wastewater priorities ($320,000 one-time from sewer fund and impact fees) to update the sewer master plan, maintain biosolids processing and chemical treatment, complete levy repairs, and support planned facility upgrades. Seventh, Collections infrastructure ($455,000 from sewer, storm impact fees, and special districts) to update the storm drainage master plan, replace lift station pumps, rehab Ward Avenue lift station, and transition SCADA from Wonderware to Ignition. Eighth, Facilities upgrades and staffing ($180,000 one-time and $125,837 ongoing from general fund, enterprise funds, and impact fees) to renovate the old Corporation Yard on Fourth Street, purchase adjacent land on B Street for future expansion, and add a full-time facilities supervisor. Ninth, Electrical and Lighting improvements ($145,000 one-time and $114,000 ongoing from enterprise funds, impact fees, and grants) implementing a solar street light pilot, retrofitting park lighting to LED, and hiring an electrical and instrumentation technician with solar expertise. Tenth, Fleet Maintenance and Equipment Replacement ($411,500 one-time and $98,293 ongoing from multiple funds) to continue proactive vehicle replacement for over 200 citywide units, plan EV fleet transition, implement fleet management software, and add a full-time equipment mechanic.
Council Member Hernandez asked about funding sources triggering tax increases. Delgado explained special districts already have established maximum taxes, enterprise funds are supported by rates reviewed every five years, and no tax increases beyond existing levels are anticipated. Council Member Mora encouraged recovering costs through back-charging where possible. Council Member Hernandez asked about park amenities and adding restrooms to district parks. Delgado explained improvements are budgeted through City of Patterson Page 7 Updated 2/20/2026
landscape maintenance or community facilities districts based on reserve accumulation and replacement schedules, with input from operations staff and the Parks and Recreation Beautification Committee. Mayor Pro Tem Roque asked about EV infrastructure planning.
Deputy Director Xavier Guluarte explained a ZEV master plan is underway with consultant Mercury, expected completion by June 2026, to determine capacity needs, infrastructure requirements, and funding strategies. Mayor Pro Tem Roque also asked about Garza Park funding and bonds expiring in September. Guluarte detailed recent Garza improvements including lighting repairs and rewiring, infield leveling, new pitching mound, bases, and parking lot lighting, with ADA access and bathroom improvements included in the current budget request, noting vandalism challenges with securing restroom facilities.
Public comment from Kandace Weyhrauch strongly supported Public Works priorities, particularly water, streets and sidewalks, and park bathrooms.
Recreation and Community Services Department
Recreation Director Weaver presented one priority: continuing the Teen Outdoor Experience program ($170,000 annually from general fund) which has served over 270 youth across six semesters through a state AB 209 grant ending June 2026. The grantfunded program currently meets twice monthly with two excursions per month and serves 45 youth per semester (90 annually), consistently reaching maximum capacity. The proposed in-house program would modify the model by reducing trips to lower costs while maintaining partnerships with Invest in Me, Promotoras, and Youth Action Commission, continuing to provide nature-based education, career exploration, and leadership development. Weaver noted the department serves over 50,000 registered participants annually across five programming areas: aquatics, adult sports, youth sports, special events, teen programming, and Hammond Senior Center, plus additional drop-in programs like summer recreational swim serving over 10,000 youth.
Council Member Hernandez asked about school partnerships. Weaver described expanding partnerships including a current mentor program at Creekside Middle School and plans to leverage school facilities, instructors, and educational resources from MJC and Stan State, emphasizing the program also focuses on local parks, not just distant destinations. Mayor Pro Tem Roque asked about collaboration plans with Invest in Me and YAC. Weaver explained those partners have been integral to the grant program, providing speakers and local leaders at twice-monthly meetings. Council Member Hernandez asked about program popularity and frequency. Weaver confirmed maximum enrollment every semester with twice-monthly outings, and noted the scaling back from the $650,000+ three-year grant total. Council Member Mora requested a list of recreation programs offered independently without partnerships. Mayor Pro Tem Roque asked about exploring other grants and bringing back events like "Skate the Park." Weaver confirmed constantly pursuing grants and explained "Skate the Lot" replaced "Skate the Circle" as a safer, more controlled, and economical alternative at the Hammond Senior Center parking lot.
Public comments included Kandace Weyhrauch supporting the program but requesting that if the city funds it, participation be limited to first-time participants from families who couldn't otherwise afford such opportunities. Shivaugn Alves suggested relocating skating events to other downtown side streets to reduce costs while supporting downtown activity, possibly collaborating with the farmers market, and recommended an ongoing musical City of Patterson Page 8 Updated 2/20/2026
event series similar to other cities' models. She also encouraged utilizing local natural gems like Del Puerto Canyon. Kat suggested partnering with existing volunteer-based programs like Boy Scouts and Girl Scouts that provide similar experiences, noting these organizations sometimes struggle to serve families who want to participate but cannot afford it.
Cross-Department Summary
Finance Director Williams presented a summary of all departmental priorities totaling approximately $102.7 million, organized by 14 strategic plan objectives. Of this total, $39.5 million represents "old money" (projects already in progress with allocated budgets) and $63.2 million represents requests for new money. Williams acknowledged that not all $63.2 million in new requests could be funded in fiscal year 2026-2027.
Council Direction
Mayor Clauzel called on each Councilmember to provide their top three categorical priorities to guide budget development.
Council Member Hernandez identified her three office priorities as healthcare, water, and infrastructure. She recommended prioritizing the water system, wastewater, homelessness fund, and Public Works infrastructure including slurry seals and road work.
Council Member Mora emphasized public safety, maintaining infrastructure especially in neglected areas of her district, and ensuring staff has resources needed for efficiency and success.
Mayor Pro Tem Roque prioritized completing Garza Park ADA ramps and bathroom updates, exploring hiring an in-house attorney to reduce legal costs, and infrastructure including water and sewer systems.
Mayor Clauzel limited his priorities to three projects promised during his 2022 campaign:
Centennial Park Phase 1 construction, Ninth Street and Sunset Court reconstruction (both out to bid for summer 2026 construction), and the I-5 Sperry Interchange. He emphasized these selections did not discount other priorities, noting all items presented align with the strategic plan the Council adopted to move the city forward after years of stagnation. He thanked the entire team for their dedication, leadership in filling departmental gaps, and transforming the strategic plan from vision to reality, expressing gratitude for their hard work and long hours.
Next Steps
Finance Director Williams outlined the budget development timeline: staff will hold an internal budget kickoff meeting next week, use Council direction to develop the fiscal year 2026-2027 budget over the next three months, present the budget at a workshop in late May, incorporate feedback, and bring the budget to Council for adoption in June.
5. Other Matters
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None.
6. Adjournment
There being no further business, the special (budget workshop) meeting of the City Council of the City of Patterson of February 10, 2026 was adjourned at 9:00 p.m.
Approved by the City Council on March 3, 2026.