City Council / Local Redevelopment Authority / Public Financing Authority
August 25, 2026

Survey Field V (Survey Coordinator)......................................................................................................$190.00 Survey Field VI (Field Manager)............................................................................................................ $250.00 Survey Field VII (One-Person Crew)..................................................................................................... $260.00 Survey Tech I............................................................................................................................................$120.00 Survey Tech II.......................................................................................................................................... $135.00 Survey Tech III.........................................................................................................................................$150.00 Survey Tech IV......................................................................................................................................... $175.00 Survey Tech V...........................................................................................................................................$195.00 Survey Tech VI.........................................................................................................................................$210.00 Graduate Surveyor I ................................................................................................................................ $155.00 Graduate Surveyor II...............................................................................................................................$170.00 Graduate Surveyor III..............................................................................................................................$180.00 Surveyor I................................................................................................................................................. $175.00 Surveyor II................................................................................................................................................$195.00 Surveyor III............................................................................................................................................. $220.00 Surveyor IV ............................................................................................................................................. $240.00 Surveyor V............................................................................................................................................... $260.00 Surveyor VI ............................................................................................................................................. $280.00 Project Processor I.....................................................................................................................................$95.00 Project Processor II ..................................................................................................................................$115.00 Project Coordinator I...............................................................................................................................$145.00 Project Coordinator II ............................................................................................................................. $155.00 Project Coordinator III............................................................................................................................$165.00 Senior Project Coordinator I................................................................................................................... $175.00 Senior Project Coordinator II..................................................................................................................$190.00 Business Development I...........................................................................................................................$115.00 Business Development II.........................................................................................................................$130.00 Business Development III.......................................................................................................................$145.00 Business Development IV .......................................................................................................................$160.00 Business Development V.........................................................................................................................$170.00 Business Development VI ....................................................................................................................... $175.00 GMS Tech I................................................................................................................................................ $90.00 GMS Tech II.............................................................................................................................................$100.00 GMS Tech III............................................................................................................................................ $110.00 GMS Tech IV............................................................................................................................................ $125.00 GMS Engineer I........................................................................................................................................$145.00 GMS Engineer II......................................................................................................................................$160.00 GMS Engineer III.....................................................................................................................................$180.00 GMS Engineer IV.....................................................................................................................................$195.00 Field Engineer I .......................................................................................................................................$120.00 Field Engineer II...................................................................................................................................... $135.00 Field Engineer II...................................................................................................................................... $155.00 Field Engineer IV.....................................................................................................................................$165.00 Researcher I ..............................................................................................................................................$95.00 Researcher II............................................................................................................................................$105.00 Researcher III .......................................................................................................................................... $125.00 Researcher IV...........................................................................................................................................$145.00 Expert Witness – Court Appearance/Deposition ................................................................................... 2 x rate Westwood Current™ (Geospatial Project Management Tool) Setup and Licensing........................$600.00+ Specialized Geospatial Equipment – Per Day Use..........................................................$200.00 – $3,000.00 Charges for Other Direct Costs, Outside Services, and facilities furnished by Westwood are computed on the basis of actual cost-plus 15 percent.

CITY OF RIVERBANK
Statement of Qualifications
Landscape Architectural Services for Park Development
June 17, 2026

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June 17, 2026
Attn: Michael Patton, Director of Parks and Recreation
City of Riverbank - Parks and Recreation Department
6707 Third Street Suite C, Riverbank, CA 95367
Re: City of Riverbank Landscape Architectural Services for New Park Development Dear Mr. Patton,
Some sites become meaningful not because of their size, but because of what they make possible. For Riverbank, this 2.08- acre neighborhood site represents a chance to create a park shaped by local voices, where recreation, play, gathering, and neighborhood connection can become part of daily life. Guided by community input and the City’s Parks and Recreation goals, the future park can become a close-to-home public space that reflects what residents need most and supports the neighborhood for years to come. The next step will be especially important, building on strong local interest to define a clear direction for a park that fits how the neighborhood will use it and how the City can deliver it responsibly. Early outreach, paired with careful site analysis, environmental review, cost awareness, and technical design, will determine how that direction moves forward. For a site of this scale, each choice matters, from access and circulation to flexible spaces, safety, accessibility, maintenance, and long-term use, making it essential to keep those decisions connected through final design.

Projects like this require more than a good design concept. They require a team that can lead meaningful and engaging outreach, translate community priorities into a clear park vision, and guide that vision into a park that is practical, buildable, and lasting. Westwood brings that combination to Riverbank through more than 30 years of experience serving Central Valley communities and designing neighborhood parks that respond to the people who use them every day. That work includes Shaunessy Village Park and Sunrise Ranch Park in Los Banos, where community input helped shape parks that responded to neighborhood priorities and could be delivered in a realistic, maintainable way. Additional park experience at César E. Chávez Park and Mary E. Grogan Community Park in Modesto, along with Columbia Park in Turlock, further reflects Westwood’s ability to carry parks from concept into coordinated design and delivery. Westwood also brings direct experience working with the City of Riverbank through the Patterson Road Bike Trail Feasibility Study and Callander Avenue Complete Streets, giving our team added familiarity with the community and the City’s approach to public improvements.

Behind that experience is a team equipped to lead the work in-house, so the ideas shaped through outreach remain connected to CEQA, design, and construction rather than getting lost in handoffs between separate teams. Tyler Fay, PLA, will serve as Project Manager and will lead day-to-day coordination, design delivery, and communication with the City throughout the project. His experience designing parks and public spaces throughout the region gives him a strong understanding of how projects take shape and move toward final design. Chad Kennedy, PLA, will serve as Principal-in-Charge, providing executive oversight, quality assurance, and the seasoned park design perspective needed to guide the work through implementation.

Supporting them is a deeply experienced in-house team that brings civil engineering, land surveying, environmental review, electrical and structural engineering, acoustics, funding support, and QA/QC under one roof. For the City, that means clearer accountability and stronger coordination across disciplines, reducing handoffs and helping the project move forward with greater consistency.

This project is an opportunity to create more than a new park. It is an opportunity to shape a neighborhood space that reflects what residents value and supports the community over time. Westwood would be proud to partner with the City of Riverbank to help bring that vision to life through a process that is thoughtful, coordinated, and grounded in the needs of the people it will serve.

Westwood confirms that the prime consultant is licensed as a Landscape Architect in the State of California pursuant to the California Business and Professions Code. No subconsultants are proposed for this assignment, and the key disciplines required for the project, including civil engineering, will be provided in-house by appropriately licensed professionals in the State of California. Westwood can meet the City’s insurance requirements, including general liability, professional liability, and workers’ compensation coverage, and is prepared to enter into the City’s standard Professional Services Agreement. However, a few minor proposed edits have been included in the Appendix for the City’s review. Westwood acknowledges receipt of Addendum No. 1, issued June 1, 2026.

Sincerely,
Chad Kennedy, PLA #5426, Principal-in-Charge
1165 Scenic Drive, Suite A, Modesto, CA 95350
209.571.1765 - [email protected]
1165 Scenic Drive, Suite A
Modesto, CA 95350
main 209.571.1765
Tyler Fay, PLA #6049, Project Manager
1165 Scenic Drive, Suite A, Modesto, CA 95350
209.497.4052 - [email protected]
Statement of Qualifications | 1

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Firm Overview &
Qualifications
A Look at Our History!
Established in 1972, Westwood is a full-service, multidisciplinary design and engineering firm serving public and private clients. With over 2,200 staff located across the United States and registrations in most states, Westwood is recognized as one of the top design and engineering firms in the country. Westwood provides quality professional landscape architecture, civil engineering, public outreach, environmental planning, traffic engineering, utility engineering, land surveying, planning, structural engineering, and electrical engineering services to support public improvement projects.

In 2024, O’Dell Engineering merged with Westwood. Our California team has provided landscape architecture, civil engineering, and land surveying services since 1994. Today, the team includes over 100 professionals across offices in Modesto, Fresno, Pleasanton, and Long Beach. Through this local foundation, we help public agencies plan, design, and deliver parks, recreation spaces, public infrastructure, and site improvements that are responsive to community needs, agency standards, and long-term maintenance goals.

Park Design Rooted in Play,
Community, and Place
Our Purpose Is Play!
Westwood is passionate about creating recreational amenities that make a difference in the lives of residents and park users. We partner with public agencies to deliver thoughtful park planning, landscape architecture, and landscape consulting services for parks, playgrounds, dog parks, trails, athletic fields, aquatics facilities, skate parks, streetscapes, and more. Our work balances active and passive recreation, community input, long-term maintenance, site opportunities, and user experience to create spaces that are welcoming, functional, accessible, and built for everyday use. For neighborhood park projects like Riverbank’s, our team understands the importance of creating spaces that reflect local priorities while making efficient use of available land, infrastructure, and funding. We support public agencies with planning, design, engineering, surveying, environmental coordination, and construction documentation, with projects ranging from early concepts through construction administration. We also support new infrastructure, upgrades, aesthetic improvements, plan review, arborist review, and landscape inspection services on a regular basis, helping agencies deliver parks that are built for long-term use and meaningful to the communities they serve.

A New Take on Public Outreach
We’ve all seen it: boring community outreach processes that result in less than ideal results. Our team understands how critical effective outreach is, especially for park projects where community use, comfort, safety, and long-term support are essential to success. Through our ‘Placemaking Through Play’ outreach program, we create customized outreach approaches that meet residents where they are and invite participation in ways that feel welcoming, comfortable, and meaningful. With methods such as online polling, social media interaction, stakeholder meetings, workshops, indoor and outdoor interactive events, handson activities, and open houses, we aim to make public outreach as accessible and May Nissen Park: Livermore, CA engaging as possible.

Firm Overview & Qualifications
Statement of Qualifications | 3

Meet Our
California Team!
32+ Years in
California
Type of Organization
Corporation
100+
Total California
Staff
10 Licensed
Landscape
Architects
9 Licensed
Land
Surveyors
11 Licensed
Civil
Engineers
2 ISA
Certified
Arborists
5 LEED
Accredited
Professionals
1 ReScape
Qualified
Professional
5 Certified
QSDs/
QSPs
3 Certified
Playground
Safety
Inspectors
1 Qualified
Water
Efficient
Landscaper
California Offices:

Modesto, Pleasanton,
Fresno, and Long Beach
800+
Acres of Designed Parks
Approx.

The same team who will be
creating the park design is the
team who interacts with the
public, catalogs responses,
and gathers direction from
the outreach process. For
EmPOWERment Park, our team
led 24 community events,
advisory committee meetings,
workshops, hands-on “test-itout” experiences, and an open house to build consensus around
the final design. For Riverbank’s
new neighborhood park, we
will bring this same accessible
approach to help the City gather
meaningful input and shape a
design that reflects the needs
of nearby residents, supports
everyday use, and reinforces
neighborhood character.

Creating
Amazing
Central Valley
Parks!
Rooted in Stanislaus County
for over 30 years, Westwood’s
California team has supported
public infrastructure, park, and
recreation projects throughout
the Central Valley, including
Stanislaus, San Joaquin,
Tuolumne, Merced, Fresno,
Tulare, and Kings Counties. Our
regional experience includes
direct work with the City of
Riverbank on the Callander
Avenue Complete Streets project,
along with park planning,
landscape architecture, civil
engineering, land surveying, and
construction support for agencies
across the region. With hundreds
of public projects completed in
the last 10 years and more than
50 current on-call agreements
across California, our team
brings the local understanding,
multidisciplinary resources, and
park design experience needed
to deliver community-focused
parks that are creative, buildable,
maintainable, and aligned with
agency goals.

Our recent and ongoing Central
Valley park experience includes
complex park renovations,
accessible play environments,
and multigenerational recreation
improvements such as the Prop
68-funded César E. Chávez Park
Renovation in Modesto, a 6.25-
acre park improvement project
with an aquatic center, skate
park, sports fields, basketball
courts, playgrounds, a picnic
pavilion, and outdoor fitness
areas. The Awesome Spot Socially
Inclusive Playground further
highlights Westwood’s ability to
pair inclusive play design with the
outreach, advocacy, sponsorship,
and fundraising support needed
to move a community-driven park
vision forward.

Across the Central Valley,
Westwood’s park portfolio
includes neighborhood parks
such as Shaunessy Village Park
and Sunrise Ranch Park in Los
Banos, Earlimart Neighborhood
Park, and Amaryllis Park in
Patterson; inclusive playgrounds
and community play spaces such
as Bridging Horizons Inclusive
Park in Visalia, Centennial Park
Socially Inclusive Playground
in Madera, and Big Dreams
Playground in Tuolumne County;
and park renovations, athletic
facilities, dual-use recreation
and stormwater spaces, and
grant-funded improvements
such as Mary E. Grogan Park
Phase 2, Tivoli Dual-Use Basin
Neighborhood Park, Guillermo
Ochoa Park and Courts, Neel Park
Playground and Dog Park, Smyrna
Park Improvements, and Eastside
Community Park. Together,
these projects reflect community
priorities, support accessibility
and inclusive play, integrate
water-efficient planting and
irrigation, and remain practical to
build, operate, and maintain.

Firm Overview & Qualifications
4 | City of Riverbank

Built for Play,
Made for
Community
Recreation-Focused
Design Standards
With deep experience in neighborhood
park design, our team brings wellestablished planning, design, and performance standards tailored
to public recreation spaces. These
standards help streamline coordination,
improve constructability, and support
cost-conscious delivery throughout the
design process. For a project like The
Preserve Neighborhood Parks, we draw
upon our familiarity with the California
Green Code, stormwater treatment
requirements, ADA accessibility
guidelines, and Water Efficient
Landscape Ordinance (WELO). We also
apply ASTM standards for fencing,
surfacing, and play equipment to
ensure safety, durability, and long-term
compliance. Our approach supports
efficient permitting and delivers parks
that are ready for the next phase of
implementation.

Playground Industry
Experience
The team compiled for this project
has worked with most playground
manufacturers in the United States and
has developed a reputation as experts
in the playground design industry.

Contrary to the standard process
used by many landscape architects
(of requesting manufacturers take
complete control of design within
a geographical boundary set by the
design team), Westwood designers
conceptualize the play space with
assistance from the manufacturers,
never relinquishing control of the
design and intent. In fact, it is
not uncommon to have several
manufacturers’ products represented
on one project, because this team
understands that ALL manufacturers
have their strengths and limitations and
won’t necessarily be able to provide
everything a project needs in the most
effective or appropriate way. Our
Certified Playground Safety Inspectors
actively inspect projects and push the
manufacturers when something isn’t
right. They use this knowledge to
design spaces that are safe, effective,
risky, challenging, and inclusive.

Going Way Beyond
Accessibility
Play spaces should be designed to
provide holistic opportunities for play,
gathering, and recreation. However,
over the years, the definition of what
this truly means has evolved. Once
thought of as a place primarily for
children (with inclusivity far from the
minds of designers), playgrounds
are now commonly appreciated and
utilized for the true community and
multigenerational family assets that
they are, with an increasing emphasis
on a need to plan them with inclusion
and accessibility at their core. While allabilities playgrounds don’t have a set of specific “standards” per se, creating
a truly inclusive play environment
necessitates going way beyond cursory
accessibility requirements. Available
today are comprehensive evidencebased research and guidelines, which focus on addressing the needs of the
whole child, and of every child, while
also encouraging children, adults, and
families of all abilities to experience the
benefits of play...together!
Our approach
to park design is
about putting all
the pieces together
to form a more
meaningful and
holistic experience.

We think and plan
for the abilities of
one individual,
yet find a way to
create a space that
serves the entire
neighborhood.

Firm Overview & Qualifications
Statement of Qualifications | 5

INDEPENDENCE
Encourages children to explore,
make choices, and create their
own play experiences within a
safe, supervised environment

SOCIAL PLAY
Inspires interaction
among people of all ages
and abilities, fostering
connections that might
not happen otherwise

DIVERSITY
Offers a variety of
amenities, creating
fresh experiences with
every visit

SENSORY

INTEGRATION
Engages all senses, including
vestibular, proprioceptive,
and interoceptive, through
varied sights, sounds,
textures, and environments

CREATIVE PLAY
Encourages imaginative
use of the space, allowing
children to forge their own
path within a safe play
environment

THEMED PLAY
Creates a cohesive play
experience centered on
a subtle, well-integrated
theme that enhances rather
than distracts

GRADUATING

LEVEL OF

DIFFICULTY
Promotes growth by
encouraging children to
try new challenges as they
master earlier ones, pushing
their skills and confidence
Benefits of Unstructured
Play
Our familiarity with planning outdoor
play environments extends beyond
physical layouts and equipment
selection. It includes a deep
understanding of the intangible and
long-term benefits that unstructured
and free-choice play provides.

Designing spaces that encourage
sensory exploration, dramatic roleplay, science and nature discovery, manipulatives, and creative art
activities gives children the freedom
to choose how they interact with their
environment.

Sharing outdoor spaces with peers
helps children develop social and
emotional intelligence, build empathy,
and strengthen important interpersonal
skills. Through unstructured play,
children gain confidence in their
ability to solve problems on their own,
discovering that not every challenge
requires adult intervention. These
early experiences contribute directly to
healthy brain development, emotional
regulation, and the capacity to build
meaningful relationships that last well
beyond the playground.

Benefits of Play and
Learning
Westwood integrates research-based
best practices into every project to
ensure that play environments are
safe, engaging, and developmentally
enriching. Our designs are guided
by the seven key elements of play,
which are incorporated thoughtfully
and intentionally to support physical,
cognitive, social, and emotional growth
for children of all ages and abilities.

Physical development is supported
by experiences that build awareness
of rhythm, motion, speed, force,
and control. Cognitive growth is
encouraged as children practice
problem-solving, processing, handeye coordination, and self-awareness.

Our approach also emphasizes the
importance of providing graduated
levels of challenge. Designing spaces
where children can test their limits
safely allows them to progress at their
own pace, gain confidence with each
success, and remain inspired to take on
new challenges.

Children learn valuable skills as they
take turns, move together, collaborate,
and teach one another how to use
play equipment. By creating spaces
that balance independent exploration
with shared experiences, our designs
promote inclusivity and create
environments that bring children
together in meaningful ways.

Seven Elements of Play
A key component of our design
philosophy is the seven core elements
of play (Independence, Social Play,
Graduating Level of Difficulty,
Diversity, Sensory Integration,
Creative Play, and Themed Play). We
believe that integrating these seven
elements provides for a cohesive and
comprehensive design that will be
successful and will draw visitors to play
spaces for years to come. By weaving
these into every park design, we create
inclusive and multi-layered experiences
that evolve with children as they
grow. Our goal is to design spaces
where families return time and again,
discovering something new with each
visit and building lasting memories
through play.

Firm Overview & Qualifications
6 | City of Riverbank

Funding
Experience
Westwood brings extensive experience
supporting public improvement
projects funded through local, state,
and grant-based sources, including
parks, trails, recreation facilities,
public sites, and community planning
efforts. This experience is especially
valuable for a new park project, where
implementation often depends on
aligning project priorities with available
funding opportunities. Our team
understands how to think strategically
about funding from the outset,
helping ensure recommendations are
responsive to community needs and
realistic in terms of delivery.

For the City of Riverbank’s new park
project, Westwood can help shape
planning and design decisions with
future funding in mind, identifying
opportunities to align park elements,
phasing strategies, and project
priorities with potential grant criteria
and implementation pathways. Our
familiarity with a wide range of
funding sources, including Proposition
68, Proposition 84, the Land and
Water Conservation Fund, the Urban
Greening Program, Clean California,
Safe Routes to School, and other local,
state, and federal programs, supports a
planning process that is both visionary
and practical.

Prop 68 Funding
Experience
Westwood has substantial direct
experience with the California Statewide
Park Development and Community
Revitalization Grant Program under
Proposition 68, including support for
multiple communities through the
Phase 3 and 4 submittal processes. Our
work has included grant application
support, outreach meeting planning
and participation, site visits, interviews,
and implementation assistance for
awarded projects. Through this
experience, Westwood has developed
a strong understanding of the
program’s priorities, documentation
requirements, and emphasis on
meaningful community engagement.

For Riverbank’s new park project,
this experience allows Westwood to
connect community priorities with
strategies that can strengthen future
funding readiness. We understand how
to develop recommendations and park
concepts that respond to local needs
while also reflecting the expectations
of competitive grant programs. This
perspective can help the City position
the new park for future funding
opportunities and build a stronger
path from planning to implementation.

Westwood is highly versed in Prop
68 and other competitive funding
opportunities for parks and public
spaces. We will work with the City
to identify the most appropriate
funding options, then align the
design, phasing strategy, and
grant support with the path that
best serves Riverbank residents.
y EmPOWERment Park ($6.3M)
y Bohemian Park ($6.28)
y Sierra Creek Park ($2.9M)
y César E. Chávez Park ($8.5M)
y Bridging Horizons Park ($7.8M)
y Kerman Eastside Park ($5.7M)
y Olive Park ($2M)
y Bonita Park Renovation ($1.6M)
y Oregon Park ($1.2M)
y Burbank-Paradise Park ($1M)
y Avenal Kids Park ($800K)
Expertise
Prop 68 12 Grant-Awarded Projects
Designed or In-Progress
by Westwood
13 Municipal Clients
Supported for Prop 68
22 Prop 68 Park Master
Plans Completed
13 Outreach Meetings Held
for Prop 68 Projects
2 Complete Prop 68 Grant
Proposals (Awarded $14.1M)
Recent Westwood Projects Supported with Prop 68 Funding:

Firm Overview & Qualifications
Statement of Qualifications | 7

Design Honors and Recognition
GEM Village Inclusive Playground
y 2023 American Society of Landscape Architects California Sierra Chapter Merit Award Nototomne Park
y 2022 American Society of Landscape Architects California Sierra Chapter Merit Award The Awesome Spot Socially Inclusive Playground
y 2020 American Society of Landscape Architects California Sierra Chapter Honor Award Beckwith Veterinary Hospital
y 2016 American Society of Landscape Architects California Sierra Chapter Honor Award y 2013 American Institute of Architects Sierra Valley Design Excellence Award River Islands Parks and Recreation
y 2020 American Society of Landscape Architects California Sierra Chapter Honor Award Earlimart Neighborhood Park (Prop 84-Funded)
y 2018 American Society of Landscape Architects California Sierra Chapter Honor Award y 2018 American Public Works Association Central California Chapter Public Works Project of the Year y 2018 California Park and Recreation Society Award of Excellence for Neighborhood Class 1 May Nissen Socially Inclusive Park
y 2020 American Society of Landscape Architects California Sierra Chapter Honor Award y 2020 California Association of Recreation and Park Districts Award of Distinction Outstanding Renovated Facility y 2019 California Park and Recreation Society District 3 Outstanding Park Sunridge Socially Inclusive Park
y 2015 California Association of Recreation and Park Districts Award of Distinction for an Outstanding New Facility y 2014 California Special Districts Association Innovative Program/Project Award Earlimart
Neighborhood Park is
the first and only park in
Earlimart, CA. It was created
for an especially underserved
community. They were extremely
involved in the planning process.

The tiles shown on this shade
structure were drawn by
local students and are
representative of their
lives.

Firm Overview & Qualifications
8 | City of Riverbank

Firm Overview & Qualifications
Statement of Qualifications | 9
Public Agency Experience
Client Base
We take great pride in supporting public agencies with projects that will create and improve infrastructure and experiences in their communities. We work with park districts, cities, counties, utility districts, commissions, special districts, the State of California, non-profit associations, and other public agencies on a daily basis. Many of our public clients are repeat clients. We cherish these relationships and put a huge emphasis on providing consistent service on projects large and small for our public partners. Our history includes:

Public Clients
Westwood has completed thousands of public projects. A selection of our public clients includes:
y Cal Water
y Calaveras County Water District
y California Dept. of Corrections and
Rehabilitation
y California Dept. of Fish and Game
y California High-Speed Rail Authority
y City of Avenal
y City of Ceres
y City of Chowchilla
y City of Clovis
y City of Danville
y City of Earlimart
y City of Escalon
y City of Fresno
y City of Hollister
y City of Hughson
y City of Kerman
y City of Lathrop
y City of Lodi
y City of Los Banos
y City of Madera
y City of Manteca
y City of Merced
y City of Modesto
y City of Newman
y City of Patterson
y City of Pleasanton
y City of Redwood City
y City of Ripon
y City of Riverbank
y City of Salinas
y City of Santa Clara
y City of Santa Rosa
y City of Scotts Valley
y City of Sonora
y City of Sunnyvale
y City of Tracy
y City of Turlock
y City of Waterford
y Contra Costa Water District
y Cordova Recreation & Park District
y County of Fresno
y County of Merced
y County of San Joaquin
y County of Stanislaus
y County of Tulare
y County of Tuolumne
y Delta Diablo Water District
y Dublin San Ramon Services District
y Fulton-El Camino Park District
y Grayson Community Services District
y Kings County Area Public Transit
y Linda County Water District
y Livermore Area Rec. and Park District
y Merced Irrigation District
y North Highlands Rec. & Park District
y Sacramento Parks Foundation
y Salida Fire Protection District
y San Jose Water Company
y Santa Clara Valley Water District
y Scotts Valley Water District
y U.S. Bureau of Reclamation
y U.S. Department of Veterans Affairs
y UC Merced
y Veolia Water
y Walnut Creek Unified School District
On-Call Services
Westwood has served as an on-call firm for the following public agencies:
y California High-Speed Rail Authority
y Caltrans District 6
y Caltrans District 10
y City of Ceres
y City of Cupertino
y City of East Palo Alto
y City of Fresno
y City of Hanford
y City of Lathrop
y City of Lincoln
y City of Livermore
y City of Lodi
y City of Los Banos
y City of Madera
y City of Manteca
y City of Modesto
y City of Mountain View
y City of Patterson
y City of Pleasanton
y City of Richmond/Veolia Water
y City of Riverbank
y City of Salinas
y City of San Bruno
y City of San Carlos
y City of Santa Rosa
y City of Tracy
y City of Turlock
y City of Union City
y City of West Sacramento
y Cosumnes Community Services
District
y Cordova Recreation & Park District
y County of Contra Costa
y County of Fresno
y County of Kern
y County of Merced
y County of Placer
y County of San Benito
y County of San Joaquin
y County of Sonoma
y County of Stanislaus
y County of Tulare
y County of Tuolumne
y Delta Diablo Water District
y Dixon Unified School District
y Dublin San Ramon Services District
y Groveland Community Services
District
y Livermore Area Rec. and Park District
y Mid-Peninsula Water District
y Santa Clara Valley Water District

Project Team and Key
Personnel
Westwood is proud to support the City of Riverbank in developing a new neighborhood park that reflects the needs, priorities, and character of the surrounding community. Our team is led by Principal-in-Charge Chad Kennedy, PLA, who will provide executive oversight and quality assurance, and Project Manager Tyler Fay, PLA, who will lead day-to-day coordination, design delivery, and communication with the City. Designing neighborhood parks throughout the Central Valley is a core strength of this team. Our in-house multidisciplinary staff brings landscape architecture, civil engineering, land surveying, environmental, electrical, structural, and acoustic expertise under one coordinated team, allowing for clear communication, efficient decision-making, and consistent accountability from early planning through construction.

This integrated team structure is strengthened by specialized credentials and technical expertise directly relevant to public park design. Westwood’s staff includes licensed landscape architects, professional engineers, professional land surveyors, Certified Playground Safety Inspectors, ISA Certified Arborists, LEED Accredited Professionals, irrigation specialists, environmental specialists, planners, and construction support professionals. Together, these qualifications allow our team to balance community priorities with the technical requirements needed to evaluate site conditions, design safe and accessible recreation spaces, support sustainable planting and irrigation strategies, coordinate permitting needs, and carry design decisions through construction with a focus on quality, safety, and long-term maintenance.

Safety Inspection of Inclusive Playground
Westwood Professional Services
Role Prime Consultant
Services
Provided
Landscape Architecture, Civil Engineering, Land Surveying, Electrical Engineering, Structural Engineering, Public Outreach, Grant Support, Environmental Support, and Acoustic Support Location Modesto
Firm
Exp. 52
Years
Number
of Staff 2,200+
Team Members
Local
Exp. 
Neighborhood
Park Exp. 
Project Team and Key Personnel
Statement of Qualifications | 11

City of
Riverbank
Chad
Kennedy,
PLA
Principal-inCharge
Tyler Fay, PLA
Project Manager
Katherine Lewis, PLA
Landscape Architect/Outreach
Additional Internal
Services
Tim Kim, PE
Civil Engineer
Odle Towe
Civil QA/QC
Bill Koch, PLS
Land Surveyor
Doug Mutcher, EE
Electrical Engineer
Eric Herbert, PE
Structural Engineer
Rae Goldman
Acoustic Specialist
Elise McCollister
Environmental Specialist
Wanyi Song, PLA
Funding Specialist
Jesse Grafton, PLA
Landscape Architect/QA/QC
Michael Samarripa
Landscape Designer
Antonio Olea
Landscape Designer
Angelica Latina
Landscape Designer
Courtney Dunn
Landscape Designer
Additional Landscape
Architect Support
California Westwood Resources
National Westwood Resources
Organizational Chart
Project Team and Key Personnel
12 | City of Riverbank

Role License Education Firm
Exp.

Industry
Exp.

Local
Exp.

Chad
Kennedy,
PLA
Principal-inCharge
PLA No. 5426, CA;
LEED AP; ISA Certified
Arborist; CPSI
MS, Landscape
Architecture, Utah
State
21 Years
25 Years 
Tyler
Fay,
PLA
Project Manager PLA No. 6049, CA
BS, Landscape
Architecture, Ball
State
5 Years
16 Years 
Katherine
Lewis,
PLA
Landscape
Architect/
Outreach
PLA No. 6818, CA;
CPSI
BS, Landscape
Architecture, Cal
Poly
10 Years
18 Years 
Tim
Kim,
PE
Civil Engineer PE No. 77628, CA
BS, Civil & Env.

Engineering, UC
Berkeley
Joined in
2026 20
Years 
Jesse
Grafton,
PLA
Landscape
Architect
QA/QC
PLA No. 6127, CA;

LEED AP
BS, Landscape
Architecture,
Washington State
13 Years
20 Years 
Wanyi
Song
Funding
Specialist PLA No. 6788, CA
MS, Planning, The
University of
Arizona
4 Years
12 Years 
Michael
Samarripa
Landscape
Designer N/A
BS, Landscape
Architecture, Cal
Poly
7 Years
17 Years 
Odle
Towe Civil QA/QC N/A General Education,
Hilmar High School
Joined in
2025 32
Years 
Bill
Koch,
PLS
Land Surveyor PLS No. 8092, CA
BS, Geomatics
Engineering, CSU
Fresno
14 Years
28 Years 
Elise
McCollister
Environmental
Specialist N/A BA, English, UC Riverside
Joined in
2026 16
Years
Doug
Mutcher,
PE
Electrical
Engineer PE No. 20135, CA
BS, Electrical
Engineering, Univ.
of North Dakota
13 Years
35 Years 
Eric
Herbert,
PE
Structural
Engineer
PE No. 87871, CA; CAL
OES SAP & ATC 20/45
MS, Structural
Engineering,
Stanford University
3 Years
11 Years 
Rae
Goldman
Acoustic
Specialist N/A
BS, Acoustical Eng.
& Music, University
of Hartford
4 Years
6 Years
Meet the Key Staff!
Project Team and Key Personnel
Statement of Qualifications | 13

EXPERIENCE
25+ Years in the Landscape
Architecture Industry
21+ Years with Westwood

EDUCATION
Master of Landscape
Architecture, Utah State
University
BS, Horticulture, Brigham Young
University

REGISTRATIONS
Landscape Architect No. 5426,
CA

LEED AP
ISA Certified Arborist
NRPA Certified Playground
Safety Inspector

PROFESSIONAL AFFILIATIONS
American Society of Landscape
Architects: Past Chair, Council of
Professional Practice Networks
California Parks and Recreation
Society
Chad Kennedy, PLA
Principal-in-Charge
Chad’s passion is creating neighborhood parks that balance active recreation, inclusive play, and welcoming spaces for families and residents to gather. He has designed awardwinning parks throughout Northern California, many of which include playgrounds, sports and recreation amenities, shaded picnic areas, and flexible gathering spaces. His work with public agencies gives him valuable insight into community-driven park planning and design, including how to translate public input into practical, buildable improvements. Chad’s experience spans master planning, public outreach, design development, and construction support, allowing him to contribute from early visioning through final implementation.

On every project, Chad focuses on positively impacting communities through innovative, sustainable, and people-centered design. He is a recognized leader in socially inclusive design and has created inclusive play spaces throughout the world.

CALLANDER AVENUE COMPLETE STREETS: RIVERBANK, CA
Chad served as Principal-in-Charge for the Callander Avenue Complete Streets Project in Riverbank and oversaw the landscape design. After Caltrans determined a lighted intersection was not warranted, Chad worked with Caltrans and the City to develop a complete streets design to improve pedestrian crossings at SR 108. The design included narrower streets, a bike path, shortened crosswalks, and lighted safety beacons. Services included PS&E, SWPPP, a Caltrans Encroachment Permit, and bidding and construction support. Plans followed Caltrans standards and were submitted for Caltrans approval.

CÉSAR E. CHÁVEZ PARK: MODESTO, CA
Chad serves as Principal-in-Charge and Project Manager for the César E. Chávez Park Renovation Project, a 6.25-acre City-owned park located in the heart of a diverse urban community in West Modesto. After the City and community developed a concept master plan and received Proposition 68 grant funding, Westwood was selected to complete the park redesign. The renovation includes an aquatic center, building expansion, skate plaza, sports fields, basketball courts, playgrounds, a picnic pavilion, outdoor fitness stations, lighting, landscape and irrigation design, grading, drainage, and construction support services. The aquatic center is the heart of the project and will provide expanded recreational opportunities for this underserved Modesto community.

EARLIMART NEIGHBORHOOD PARK: EARLIMART, CA
Chad served as Principal-in-Charge for Earlimart Neighborhood Park, the community’s first and only neighborhood park. This award-winning, 4-acre joint-use park transformed a former stormwater control basin into a heavily used gathering space with open turf, custom multisport courts, playgrounds, picnic facilities, community art, lighting, educational signage, and an outdoor classroom. Designed to limit water use, the park incorporates non-potable water, central control irrigation, stormwater swales, on-site retention, and custom gabion site fixtures. Chad helped guide the project from public meetings through construction support, with local high school students contributing artwork featured on the shade structure.

EMPOWERMENT PARK (PROP 68 FUNDED): SACRAMENTO, CA
Chad served as Principal-in-Charge for EmPOWERment Park, a Prop 68-funded park project in Sacramento. Westwood assisted the Sacramento Parks Foundation with grant strategy, community outreach, master planning, and preparation of the Statewide Park Development and Community Revitalization Program grant package, which secured $6.28M in funding.

Designed around socially inclusive principles, the park includes custom inclusive playgrounds, water play, a sensory wall, bankshot court, open lawn, picnic areas, restroom, accessible parking, shade structures, site lighting, and related site improvements. Westwood completed full construction documents and is providing construction phase assistance.

ADDITIONAL EXPERIENCE
y Guillermo Ochoa Park: Ceres, CA
y Towne Center Park: Lathrop, CA
y Centennial Park: Madera, CA
y Mary E. Grogan Park Phase 2: Modesto, CA
Project Team and Key Personnel
14 | City of Riverbank

Tyler Fay, PLA
Project Manager
Tyler is dedicated to creating neighborhood parks that promote recreation, connection, and well-being in local communities. He has supported park projects throughout the Central Valley, with experience designing playgrounds, picnic and gathering areas, sports courts, walking trails, open space, planting, irrigation, and related site improvements. Tyler’s well-rounded background and collaborative approach help ensure designs are practical, buildable, and aligned with community needs. He supports day-to-day coordination, design development, and construction documentation, helping carry park projects from early concepts through implementation.

MARY E. GROGAN PARK PHASE 2: MODESTO, CA
Tyler served as Project Manager for Phase 2 of Mary E. Grogan Community Park, a 17-acre expansion of a 43-acre master-planned community park in northeast Modesto. This phase advanced the City’s vision for inclusive, community-oriented recreation through expanded active-use areas, improved connectivity, and new park amenities for youth, families, and surrounding neighborhoods. Improvements included ADA-accessible pathways, plazas, multi-use open turf for soccer, cricket, and team sports, a playground, picnic pavilions, restroom, security lighting, drainage swales, irrigation, utility connections, site furnishings, signage, entry plaza improvements, and parking lot improvements. Westwood provided civil engineering, land surveying, and landscape architecture services, including grading and drainage, design development, construction documentation, and construction support.

CHAMPIONS FIELD COMMUNITY PARK: LATHROP, CA
As Landscape Architect, Tyler supported landscape and irrigation design for Champions Field, a master-planned community park in Lathrop. The park was adapted during design to incorporate inclusive play elements in response to local family and community needs, creating a more accessible recreation space for children of varying abilities. Improvements include multiple ball fields, an inclusive playground, hill slide, shaded picnic area, walking path, parking, restrooms, concessions, signage, bio-filtration area, and related site amenities. Tyler supported design development, construction documentation, permitting coordination, and construction support services.

BROADWAY PARQUE: FRESNO, CA
Tyler supported Broadway Parque, a new neighborhood park that transformed a vacant 29,000-square-foot parcel within an existing residential neighborhood into an active public recreation space. The park was shaped through community outreach and City coordination, with improvements including a walking loop, stage area with viewing lawn, picnic facilities, playground, shade structures, site furnishings, planting and irrigation, lighting, grading, drainage, and utility improvements. Services included site analysis, community outreach, conceptual design, design development, construction documents, cost estimates, permitting support, bidding assistance, construction phase services, rightof-way verification, and agency coordination.

CALLANDER AVENUE COMPLETE STREETS IMPROVEMENTS: RIVERBANK, CA Tyler supported the Callander Avenue Complete Streets Improvements project as Landscape Architect, helping develop a safer pedestrian crossing solution at SR 108. The team worked with Caltrans and the City to develop a complete streets design with narrower streets, a bike path, shortened crosswalks, lighted safety beacons, and related streetscape improvements. Tyler supported landscape design and construction documentation prepared to Caltrans standards, with services including survey, geotechnical investigation, PS&E, SWPPP, Caltrans Encroachment Permit, and bidding and construction phase support.

ADDITIONAL EXPERIENCE
y César E. Chávez Park: Modesto, CA
y Graceada Park Restroom Replacement:

Modesto, CA
y Tuolumne River Regional Park Neece Drive
Boat Launch: Modesto, CA
y Carozza Park: Fresno, CA

EXPERIENCE
16+ Years in the Landscape
Architecture Industry
5+ Years with Westwood

EDUCATION
BS, Landscape Architecture, Ball
State University

REGISTRATION
Landscape Architect No. 6049,
CA
Project Team and Key Personnel
Statement of Qualifications | 15

EXPERIENCE
20+ Years in the Civil
Engineering Industry
Joined Westwood in 2026

EDUCATION
MBA, The Wharton School,
University of Pennsylvania
BS, Civil and Environmental
Engineering, UC Berkeley

REGISTRATIONS
Civil Engineer No. 77628, CA

QSP/QSD
Tim Kim, PE
Civil Engineer
Tim brings civil engineering experience focused on improving how public spaces function, with an emphasis on accessibility, safety, constructability, and long-term performance. His work integrates grading, drainage, utilities, stormwater management, ADA accessibility, parking, and site circulation to support safe, efficient, and well-coordinated park environments. Tim develops engineering concepts, prepares plans, specifications, and cost estimates, supports permitting and agency coordination, and provides construction phase services. His experience advancing projects from concept through construction, combined with his MBA, strengthens his ability to manage budgets, schedules, and client communication with responsiveness and accountability.

CLYDE BLAND PARK PUMP TRACK: TRACY, CA
Tim supported civil engineering for the Clyde Bland Park Pump Track project, a community-focused asphalt pump track within an existing City park designed to meet local recreation needs. The project adds a new active recreation amenity while improving the surrounding park infrastructure, including ADA path-of-travel upgrades, grading and drainage, stormwater utility connections, parking lot improvements, minor hardscape, planting, and irrigation. Community feedback helped shape the pump track concept and supporting park improvements. Civil and landscape improvement plans were prepared through design development and construction documents, with coordination focused on integrating the pump track into the existing park, managing drainage, supporting accessible circulation, and preparing the project for bidding and construction.

ADDITIONAL EXPERIENCE

EXPERIENCE
18+ Years in the Landscape
Architecture Industry
10+ Years with Westwood

EDUCATION
BS, Landscape Architecture, Cal
Poly San Luis Obispo

REGISTRATIONS
Landscape Architect No. 6818,
CA
NRPA Certified Playground
Safety Inspector
Katherine Lewis, PLA
Landscape Architect/Outreach
Katherine brings a thoughtful, user-centered approach to designing recreation spaces that are inclusive, innovative, and welcoming to all. She has designed parks throughout the Central Valley, with experience creating play environments, gathering spaces, and interactive features that support users of varying ages and abilities. Her experience includes conceptual design, public outreach, playground design, and construction documentation, allowing her to help translate community input and project goals into clear, buildable park improvements. As a Certified Playground Safety Inspector, Katherine provides construction, playground, and landscape inspections for public agencies, supporting safe, high-quality recreation environments. She is an excellent communicator and highly organized, bringing clarity, creativity, and attention to detail to each stage of the design process.

SHAUNESSY VILLAGE PARK: LOS BANOS, CA
Katherine served as Project Manager for Shaunessy Village Park, a new neighborhood park on an approximately 2.6-acre site adjacent to single-family residential homes. The park was designed to include playgrounds for ages 2–5 and 5–12, a shaded picnic area, walking paths, open turf areas, and playground fencing. Katherine helped lead project coordination from project research and site assessment through conceptual design, design development, construction documents, bidding support, and construction support. Services included topographic survey and mapping, site analysis, community outreach meeting support, Parks and Recreation Commission meeting support, planting and irrigation design, grading, drainage, utilities, erosion control, technical specifications, cost estimates, SWPPP, construction observation, punchlist, as-built drawings, and construction staking.

ADDITIONAL EXPERIENCE
y César E. Chávez Park: Modesto, CA y Bridging Horizons Inclusive Park: Visalia, CA y Carozza Park: Fresno, CA
y Thompson Mini Park: Mountain View, CA
y EmPOWERment Park: Sacramento, CA
y Bohemian Park: Sacramento, CA
Project Team and Key Personnel
16 | City of Riverbank

EXPERIENCE
20+ Years in the Landscape Architecture
Industry
13+ Years with Westwood

EDUCATION
BS, Landscape Architecture, Washington
State

PROFESSIONAL REGISTRATION
Landscape Architect No. 6127, CA

LEED AP

PROFESSIONAL EXPERIENCE
César E. Chávez Park: Modesto, CA
Smyrna Park: Ceres, CA
Guillermo Ochoa Park: Ceres, CA
Northeast Neighborhood Park: Turlock, CA
Clyde Bland Park Pump Track: Tracy, CA
Gretchen Talley Park: Tracy, CA
Olive Park: Madera, CA
LARPD Big Trees Park: Livermore, CA
Learner Pool Upgrades: Fresno, CA
Dolphin Park: Redwood City, CA
EmPOWERment Park: Sacramento, CA
Milburn Overlook: Fresno, CA JESSE GRAFTON, PLA

LANDSCAPE ARCHITECT/QA/QC

EXPERIENCE
12+ Years in the Landscape Architecture
Industry
4+ Years with Westwood

EDUCATION
MS, Planning, University of Arizona
BS, Landscape Architecture, South China
Agricultural University, China

PROFESSIONAL REGISTRATION
Landscape Architect No. 6788, CA

PROFESSIONAL EXPERIENCE
Shaunessy Village: Los Banos, CA
Sunrise Ranch Park: Los Banos, CA
Parks Master Plan Update: Ceres, CA
Cannery Park: Stockton, CA
Olive Park: Madera, CA
Downtown Revitalization: Modesto, CA
Gretchen Talley Park: Tracy, CA
EmPOWERment Park: Sacramento, CA
Bohemian Park: Sacramento, CA
Sierra Creek Park: North Highlands, CA
Preserve Neighborhood Parks: Rancho WANYI SONG, PLA Cordova, CA FUNDING SPECIALIST

EXPERIENCE
10+ Years in the Landscape Architecture
Industry
1+ Year with Westwood

EDUCATION
MS, Landscape Architecture, Cal Poly
Pomona
BS, City and Regional Planning, CSU
Fresno

PROFESSIONAL EXPERIENCE
César E. Chávez: Modesto, CA
Downtown Revitalization: Modesto, CA
Northeast Neighborhood Park: Turlock, CA
Clyde Bland Park Pump Track: Tracy, CA
Riverway Sports Park: Visalia, CA
Woodward BMX Master Plan: Fresno, CA
Carozza Park: Fresno, CA
Dickey Park: Fresno, CA
Sierra Creek Park: North Highlands, CA
Cool Schools Program: Sacramento, CA
Innovation District Parks and Trails Master
Plan: Milpitas, CA ANTONIO OLEA

LANDSCAPE DESIGNER
Project Team and Key Personnel
Statement of Qualifications | 17

MICHAEL SAMARRIPA

LANDSCAPE DESIGNER

EXPERIENCE
17+ Years in the Landscape Architecture
Industry
7+ Years with Westwood

EDUCATION
BS, Landscape Architecture, Cal Poly San
Luis Obispo

PROFESSIONAL EXPERIENCE
Callander Avenue Complete Streets
Improvements: Riverbank, CA
Downtown Revitalization: Modesto, CA
Smyrna Park: Ceres, CA
Cannery Park: Stockton, CA
Clyde Bland Park Pump Track: Tracy, CA
Sunrise Ranch Park: Los Banos, CA
EmPOWERment Park: Sacramento, CA
Bridging Horizons Park: Visalia, CA
Dickey Park: Fresno, CA
Carozza Park: Fresno, CA
Valley Children’s Hospital Park: Madera, CA

COURTNEY DUNN

LANDSCAPE DESIGNER

EXPERIENCE
4+ Years in the Landscape Architecture
Industry
4+ Years with Westwood

EDUCATION
BA, Landscape Architecture and
Environmental Planning, Utah State

PROFESSIONAL EXPERIENCE
Tivoli Specific Area Storm Basin: Modesto, CA
Olympia Park Soccer Fence: Las Vegas, NV
Crawford Memorial Park Phase I: Dallas, TX
Panther Creek & Coit Rd. Underpass Trail:

Frisco, TX
The Great Southwest Nature Park: Grand
Prairie, TX
Los Rios Park Phase I: Plano, TX
Trinity Forest Spine Trail: Dallas, TX
Parvin Branch Trail Improvements: Frisco, TX
TSU Heritage Park: Stephenville, TX
Dallas Memorial Arena Landscape: Dallas, TX

ODLE TOWE

CIVIL QA/QC

EXPERIENCE
32+ Years in the Engineering and
Construction Industries
Joined Westwood in 2025

EDUCATION
General Education, Hilmar High School

PROFESSIONAL EXPERIENCE
Roselle Avenue Sewer Force Main & Lift
Station Upgrade: Riverbank, CA
Tivoli Specific Area Storm Basin: Modesto, CA
2025 Restroom Replacement: Modesto, CA
Mossdale Irrigation & Landscape
Improvements: Lathrop, CA
Sidewalk Improvements: Madera, CA
Woodward BMX Master Plan: Fresno, CA
Gretchen Talley Park: Tracy, CA
Montelena Park: Rancho Cordova, CA
Hoover Park: Redwood City, CA
Warburton Park: Santa Clara, CA

BILL KOCH, PLS

LAND SURVEYOR

EXPERIENCE
28+ Years in the Land Surveying Industry
14+ Years with Westwood

EDUCATION
BS, Geomatics Engineering, CSU Fresno

PROFESSIONAL REGISTRATION
Land Surveyor No. 8092, CA

PROFESSIONAL AFFILIATION
California Land Surveyors Association

PROFESSIONAL EXPERIENCE
Tuolumne River Regional Park Neece Drive
Boat Launch: Modesto, CA
Northeast Neighborhood Park: Turlock, CA
MoRo Music Garden: Modesto, CA
Tivoli Master Plan and Volunteer Land
Dedication Program: Modesto, CA
Kinshire Waterline Replacement and Street
Full-Depth Reclamation: Patterson, CA
Map Review: Modesto, CA
On-Call Services: Lathrop, CA
On-Call Services: Los Banos, CA

EXPERIENCE
6+ Years in the Landscape Architecture
Industry
6+ Years with Westwood

EDUCATION
BS, Landscape Architecture, UC Davis

PROFESSIONAL EXPERIENCE
César E. Chávez Park: Modesto, CA
Mary E. Grogan Park: Modesto, CA
Beyer Park Inclusive Playground: Modesto, CA
Smyrna Park: Ceres, CA
Eastgate Park: Ceres, CA
Smyrna Park: Ceres, CA
EmPOWERment Park: Sacramento, CA
Cool Schools Program: Sacramento, CA
Ted C. Willis Park: Fresno, CA
Milburn Overlook: Fresno, CA
Bridging Horizons Park: Visalia, CA
Eastside Community Park: Kerman, CA ANGELICA LATINA

LANDSCAPE DESIGNER
Project Team and Key Personnel
18 | City of Riverbank

EXPERIENCE
11+ Years in Civil Industry
3+ Years with Westwood

EDUCATION
MS, Structural Engineering, Stanford
University
BS, Civil Engineering, University of Notre
Dame

PROFESSIONAL REGISTRATIONS
Professional Engineer No. 87871, CA
CAL OES SAP and ATC 20/45

PROFESSIONAL EXPERIENCE
Bridging Horizons Inclusive Park: Visalia, CA
Park Restroom Replacements: Modesto, CA
Riverway Sports Park: Visalia, CA
EmPOWERment Park: Sacramento, CA
Tijuana River Barrier: San Diego, CA
6th Avenue Parkway: Littleton, CO
RTS Pedestrian Bridge: Redmond, WA

ERIC HERBERT, PE

STRUCTURAL ENGINEER

PROFESSIONAL EXPERIENCE
Dickey Park: Fresno, CA
Modesto 2025 Park Restroom
Replacements: Modesto, CA
Woodward Park BMX Master Plan: Fresno,
CA
Park Restroom Replacements: Manteca, CA
RE Tranquility and Tranquility 8 Solar
Projects: Fresno County, CA

EXPERIENCE
35+ Years in the Electrical Engineering
Industry
13+ Years with Westwood

EDUCATION
BS, Electrical Engineering, University of
North Dakota

PROFESSIONAL REGISTRATION
Professional Electrical Engineer No.
20135, CA DOUG MUTCHER, EE

ELECTRICAL ENGINEER

EXPERIENCE
6+ Years in the Acoustical Engineering
Industry
4+ Years with Westwood

EDUCATION
BS, Acoustical Engineering & Music,
University of Hartford

PROFESSIONAL EXPERIENCE
Beaumont BESS Mortenson Construction:

Beaumont, CA
Canyon Country BESS Mortenson
Construction: Santa Clarita, CA
York Pickleball and Paddle Tennis Club:

York, ME
Pivot27 Solar Pivot Energy: Mesa County,
CO
Hickory Wind UKA North America: LaSalle
County, IL
Grover Hill Wind Starwood Energy: Paulding
County, OH

PROFESSIONAL EXPERIENCE
Goldback BESS: Moorpark, CA
Department of Behavioral Health Campus
CEQA EIR: Victorville, CA
Rodeway Inn Housing Conversion: Colton, CA
Indian Bend Wash Irrigation Rehab:

Scottsdale, AZ
Meadowlark BESS: Sherwood, OR
Southwest Intertie Project North: NV & ID
Fairview I Solar Facility: Richland County,
MT
Utah and Salt Lake Canal Trail, Phase 6 & 7:

Salt Lake County, UT

EXPERIENCE
16+ Years in Environmental Planning
Industry
Joined Westwood in 2026

EDUCATION
BA, English, UC Riverside
Land Use and Environmental Planning
Certificate, UC Riverside

ELISE MCCOLLISTER

ENVIRONMENTAL SPECIALIST

RAE GOLDMAN

ACOUSTIC SPECIALIST
Project Team and Key Personnel
Statement of Qualifications | 19

Relevant Project
Experience
The following pages present Westwood’s recent park planning, design, and construction-phase experience for public agencies throughout California. These projects include new neighborhood parks, community park expansions, inclusive and sensory-integrated playgrounds, grant-funded park renovations, ADA accessibility upgrades, public outreach, permitting, construction documents, and construction support services. Together, they demonstrate our ability to guide park projects from early visioning and community engagement through technical design, bidding, and construction implementation.

Each project reflects Westwood’s experience creating public spaces that respond to community needs, site conditions, accessibility requirements, inclusive design goals, funding priorities, and long-term City operations. From transforming vacant land into new neighborhood parks to renovating existing facilities with safer, more inclusive amenities, our work is grounded in practical design, multidisciplinary coordination, and close collaboration with City staff and stakeholders. This experience directly supports the City of Riverbank’s goal of developing a high-quality, community-driven park that is feasible, inclusive, and ready to move from planning into implementation.

Across these projects, Westwood has supported public agencies through outreach, design, permitting, bidding, and construction-phase services, including community meeting support, incorporation of public input, agency coordination, RFI and submittal review, site visits, change order support, as-built documentation, and project closeout.

Champions Field Park: Lathrop, CA
Relevant Project Experience
Statement of Qualifications | 21

Broadway Parque
Fresno, CA
Westwood worked closely with the City of Fresno and the community to transform a vacant 29,000-square-foot parcel into Broadway Parque, a new neighborhood park that converted underutilized land into an active public recreation space. Similar to Riverbank’s new park site, Broadway Parque was developed on a vacant parcel within an existing residential neighborhood, requiring thoughtful outreach to navigate community concerns, align priorities, and deliver a park that was ultimately embraced by residents. Amenities and theming were shaped through public outreach and coordination with City staff, with improvements including a walking loop, stage area with a large viewing lawn, picnic facilities, a new playground, shade structures, site furnishings, planting and irrigation, lighting, grading, drainage, and utility improvements. Westwood’s services included project initiation, site analysis, community outreach, conceptual design, design development, construction documents, technical specifications, cost estimates, permitting support, bidding assistance, construction-phase services, right-of-way verification, and agency coordination.

Project Details
Client: City of Fresno
Size: 29,000 SF
Complexity: Community-driven amenity and theming process; multidisciplinary coordination for grading, drainage, utilities, planting, irrigation, lighting, and structural elements; permitting coordination with City and flood control agencies
22|
City of Riverbank

EmPOWERment Park
Sacramento, CA
EmPOWERment Park is designed with socially inclusive principles, creating a place where people of all abilities and ages can gather, play, and recreate. The park features an energy/electricity theme honoring SMUD’s land donation, along with educational elements that highlight how power is provided to the community. Sustainability was also a key focus, with features that promote wise stewardship of resources. The space was carefully planned to support childhood development needs while providing universal access, socially inclusive and sensory-integrated opportunities, and intergenerational play options. Westwood also prepared the Prop 68 grant package for the project, resulting in more than $6 million in awarded funding.

Though petite in size, the park is as diverse as the patrons who will one day visit, explore, play, and make memories here.

Project Details
Client: Sacramento Parks Foundation
Size: 1.3 Acres
Complexity: Extensive Community Engagement, Socially Inclusive and Sensory-Integrated Play Design, Prop 68 Grant Coordination, Stakeholder Coordination, Multidisciplinary Planning
Statement of Qualifications | 23

LARPD Park Renovations
Livermore, CA
Westwood provided landscape architecture, civil engineering, and land surveying services for four LARPD park renovation projects: Jane Addams ESS Play Area, Pleasure Island Park Playground, Big Trees Park Playground, and May Nissen Park Playground. The projects upgraded existing playgrounds and park facilities to improve ADA compliance, safety, accessibility, and inclusive recreation for children, families, and users of all ages. Westwood worked with LARPD staff and the community to evaluate existing play equipment, gather input through four community outreach meetings, and develop themed playground concepts tailored to each park. Improvements included renovated play areas, ADA surfacing and pathways, custom playground features, sensory learning activities, educational garden planters, intergenerational play elements, shade structures, outdoor musical and fitness equipment, lighting, signage, planting, irrigation, grading, and drainage. Services included topographic survey, master planning, feasibility studies, cost estimating, 3D renderings and graphics, design development, construction documents, permitting support, and construction phase services.

Project Details
Client: Livermore Area Recreation and Park District
Size: 1.88 Acres (May Nissen); 6.9 Acres (Pleasure Island Park); 4.2 Acres (Big Trees Park); 6,453 SF (Jane Addams)
Complexity: ADA and safety upgrades; inclusive and sensoryintegrated play design; community-informed playground themes; coordinated civil, landscape, irrigation, lighting, and site improvements May Nissen Park: Livermore, CA
Big Trees Park: Livermore, CA
24 | City of Riverbank

Bridging Horizons Park
Visalia, CA
Westwood is supporting the City of Visalia with Bridging Horizons Inclusive Park, a Prop 68-funded project designed to expand access to open space and recreational amenities for residents of all ages and abilities. The park’s purpose-driven design integrates inclusive playgrounds, accessible pedestrian circulation, the Sequoia Grove playground, River Bottom Water Play Zone, sensory wall, walking/ bike path, shaded gathering areas, lawns, and community stage to support active living, social connection, sensory engagement, and respite. Additional elements include an inclusive restroom, accessible parking, fully accessible audience seating, fitness stations, court games, solar safety lighting, safety fencing, low-water-use plantings, and substantial shade and green space. Westwood previously supported the City with the Prop 68 grant application, including the park master plan, community outreach, cost estimating, and supporting grant materials.

Project Details
Client: City of Visalia
Size: 5.37 Acres
Complexity: Inclusive park planning; Prop 68 grant support; accessible circulation; sensory-integrated play, respite, and all-ages recreation Statement of Qualifications | 25

Town Center Community Park
Lathrop, CA
Westwood provided landscape architecture, civil engineering, and land surveying services for Town Center Community Park, transforming a 14- acre master-planned site into a fully developed community recreation destination. Westwood’s landscape architecture team led the design of a multigenerational park experience with ADA walking paths, plazas, shaded picnic pavilions with BBQs, a splash pad, playground, hill slides, fitness station loop, sports fields, half-court basketball, tennis courts, restrooms, security and sports field lighting, pollinator garden, plantings, signage, site furnishings, benches, bike racks, drinking fountains, and a parking lot. The team also prepared 3D renderings, graphics, plans, artistic renderings, cost estimates, construction documents, planting and irrigation design, and supporting civil improvements, including rough grading, SWPPP preparation, site preparation, grading and drainage design, storm drainage, utility connections, and an automatic irrigation system. The completed park provides an accessible, active, and welcoming community space that supports recreation, gathering, fitness, and everyday neighborhood use.

Project Details
Client: Reclamation District 2062
Size: 14 Acres
Complexity: Master-planned community park buildout;
multigenerational recreation programming; ADA pathways and public gathering spaces; coordinated design for sports fields, splash pad, playground, lighting, irrigation, utilities, drainage, and site improvements 26|
City of Riverbank

Mary E. Grogan Park Phase 2
Modesto, CA
Westwood supported the City of Modesto with Phase 2 of Mary E. Grogan Community Park, a 17-acre continuation of the City’s 43-acre master-planned community park in northeast Modesto.

This phase advanced the City’s vision for inclusive, communityoriented recreation through expanded active-use areas, improved connectivity, and new park amenities that support youth, families, and surrounding neighborhoods. Improvements included ADA-accessible pathways, plazas, multi-use open turf for soccer, cricket, and team sports, a playground, picnic pavilions, restroom, security lighting and cameras, drainage swales, irrigation, utility connections, drinking fountains, site furnishings, signage, entry plaza improvements, flag poles, and parking lot improvements. Westwood provided civil engineering, land surveying, and landscape architecture services, including grading and drainage, design development, construction documentation, and construction support services.

Project Details
Client: City of Modesto
Size: 17 Acres (Phase 2)
Complexity: Large-scale community park expansion; master plan integration; ADA connectivity; active recreation programming; coordinated civil, landscape, irrigation, and utility design Statement of Qualifications | 27

Los Banos Neighborhood Parks
Los Banos, CA
Westwood provided landscape architecture, civil engineering, and land surveying services for Shaunessy Village Park and Sunrise Ranch Park, two new neighborhood parks within established single-family residential neighborhoods. The parks were designed to create accessible recreation spaces with playgrounds, shaded picnic areas, walking paths, open turf, exercise stations, planting and irrigation, lighting, site furnishings, and related grading, drainage, and utility improvements. Community feedback helped shape amenities at both parks, with requested elements incorporated into the final designs to better reflect neighborhood needs. At Shaunessy Village Park, community input directly shaped inclusive design features, including accessible circulation and play elements. After the park opened, a resident family who had advocated for accessibility and inclusive play on behalf of their young child with developmental disabilities and mobility needs shared that the park gave both of their children a way to experience the space together and that they were “very happy with the outcome.” Westwood guided each park from early site assessment and concept refinement through final PS&E, bidding support, construction observation, staking, and closeout documentation.

Project Details
Client: City of Los Banos
Size: 2.6 Acres (Shaunessy Village Park); 1.25 Acres (Sunrise Ranch Park) Complexity: Residential neighborhood context; public outreach support; inclusive accessibility and play considerations; multidisciplinary civil, landscape, and electrical coordination
Shaunessy Park: Los Banos, CA
Sunrise Ranch Park: Los Banos, CA
28 | City of Riverbank

Smyrna Park
Ceres, CA
Westwood provided civil engineering, land surveying, and landscape architecture services for the Smyrna Park Improvements project, a Clean California Local Grant-funded renovation focused on park safety, accessibility, and community use. The project incorporated crime prevention through environmental design principles and included ADA upgrades to existing walkways, ramps, and ingress routes; a new prefabricated restroom; sanitary sewer and storm drain updates; safety and security lighting; community art; trash receptacles; parking lot improvements; and enhanced gathering space. The restroom was designed as a durable, vandal-resistant structure with secure plumbing, stainless steel fixtures, industrial-strength doors, non-flammable materials, concrete siding, rock façade, and electrical lighting. Westwood’s services included conceptual planning, grant assistance, design development, construction documentation, and construction support.

Project Details
Client: City of Ceres
Size: 19.4 Acre (Park Improvement Area)
Complexity: Grant-funded park renovation; CPTED safety
improvements; ADA and pedestrian access upgrades; utility, drainage, lighting, art, parking, and site improvements
Statement of Qualifications | 29

Project Approach &
Methodology
Project Understanding
Westwood understands this project as an opportunity to transform vacant infill parcels on the northeast side of Riverbank into a neighborhood park that brings lasting value to the community and reinforces the character of its surrounding residential setting. As an important addition to the City’s recreational network, this park represents more than new open space; it is an opportunity to create a place that the City and its residents can genuinely take pride in, one that feels authentic to Riverbank and meaningful to the people it serves. While the site does not provide direct access to the river, its location near the river corridor presents an opportunity to draw from that broader natural context to shape a park experience that feels distinctly connected to the community.

This project is about more than converting unused land into open space. It is an opportunity to create a place of purpose and identity within the neighborhood, one that supports recreation, encourages gathering, and contributes to the everyday experience of nearby residents. Thoughtfully designed parks have the power to strengthen neighborhood character, promote wellness, and create spaces where community life can take shape in meaningful and lasting ways. Just as important, the most successful parks reflect the real priorities of the people who will use them. Through meaningful community outreach, Westwood will work closely with the City and residents to understand the needs, preferences, and aspirations of the neighborhood so those voices are authentically reflected in the design.

Because the site is located between existing homes, Westwood recognizes the importance of a design approach that is both imaginative and responsive. The park should feel welcoming and highly usable while remaining compatible with the scale and character of the adjacent neighborhood. Careful consideration of circulation, visibility, planting, buffering, and the organization of active and passive spaces will be essential to creating a park that feels integrated into its setting and comfortable for a wide range of users.

Westwood approaches projects like this through the lens of landscape architecture, where every design move contributes to both function and experience. Through purposeful site planning, layered planting, intuitive pathways, flexible open spaces, and well-integrated amenities, these infill parcels can become a cohesive and memorable public landscape. Drawing inspiration from the character and ecology of the nearby river environment, the park can express a local landscape language that feels authentic, enduring, and unique to Riverbank.

As a local team, Westwood brings not only technical expertise, but also a personal investment in the success of this project. We care deeply about the communities we serve, and with team members who live in Riverbank, this opportunity is especially meaningful to us. That local presence brings value beyond familiarity; it means we understand the context, the character, and the importance of creating a park that truly reflects the City. It also means we can be highly responsive and available when needed, providing the City with a partner that can be there quickly and reliably throughout the life of the project.

Ultimately, Westwood views this project as a chance to create more than a neighborhood park; it is an opportunity to establish a lasting community asset that enriches daily life, strengthens social ties, and re-imagines underutilized land as a place of purpose and identity. Through a locally informed and community-driven approach, we can help deliver a park that is beautiful, resilient, and authentically connected to the people it serves.

Bohemian Park: Sacramento, CA
Project Approach & Methodology
Statement of Qualifications | 31

A RiverbankReady Approach
Westwood brings extensive experience
in landscape architectural services for
inclusive, community-focused parks,
playgrounds, sports fields and courts,
fitness areas, circulation systems, and
gathering spaces, making our team
well suited to support the City of
Riverbank in achieving its goals for
this new park. With in-house expertise
across landscape architecture, civil
engineering, survey, environmental,
structural, and electrical services—
along with specialized knowledge
in accessibility, playground safety,
arboriculture, stormwater compliance,
and sustainable design—Westwood
offers the multidisciplinary depth
needed to guide the project from early
planning through implementation.

Our approach is organized around four
key components that are essential to
a successful park project: Research,
Collaborate, Design, and Support.

We begin with research to understand
the site and identify the issues,
opportunities, and constraints that will
inform the work. We then collaborate
with the City and community to
gather input, build alignment, and
shape a shared vision for the park.

That foundation informs the design
process, where ideas are translated
into thoughtful, feasible solutions
tailored to Riverbank’s goals. Finally,
we provide ongoing support to help
carry the project through permitting,
coordination, implementation, and
delivery. The following sections
describe how Westwood would
approach each of these phases for the
City of Riverbank’s new park project.

Step 1: Research
Uncover the Issues
A successful park begins with a
thorough understanding of the site.

Through an evidence-based design
approach, Westwood sees this new
Riverbank neighborhood park as an
opportunity to create a dynamic public
space that responds to community
needs while thoughtfully addressing
the realities of the site. At the outset of
the project, our team will work closely
with the City to identify and evaluate
existing conditions, constraints, and
opportunities through a detailed
topographic survey, site investigation,
interdisciplinary coordination, and
initiation of environmental review.

Conducting these efforts early allows
potential challenges to be identified
and addressed proactively, helping
to reduce delays during design,
permitting, and construction while
providing a reliable foundation
for informed decision-making.

Westwood’s approach is grounded in
balancing vision with practicality. We
recognize that successful parks must be
more than inspiring concepts; they must
function effectively, be maintainable
over time, and respond to operational,
budgetary, and constructability
considerations. By thoroughly
understanding existing conditions and
evaluating project constraints early, we
can develop practical and innovative
solutions that support the project
vision while creating long-term value
for the community.

Our team brings extensive experience
navigating complex site conditions,
including grading, drainage, utilities,
access, environmental considerations,
and regulatory requirements. When
challenges arise, we evaluate options
holistically to identify solutions that
are both creative and implementable.

Equally important, our process focuses
on uncovering opportunities. We
look beyond constraints to identify
site features, connections, and
characteristics that can be enhanced to
strengthen the park’s identity, usability,
safety, and long-term success.

By grounding the design process in
research and analysis, Westwood will
help create a neighborhood park that
is responsive to community needs,
Butterfly Garden
Project Approach & Methodology
32 | City of Riverbank

resilient to future challenges, and
capable of serving Riverbank residents
for generations to come.

Creating a Funding Plan
for Riverbank’s New
Neighborhood Park
One of the most important steps in
planning a successful neighborhood
park is establishing a realistic project
budget from the outset. Rather
than developing a vision and then
determining how it can be funded,
Westwood believes the planning
process should begin with a clear
understanding of available funding
opportunities, potential funding
constraints, and the level of investment
that may be achievable. We recognize
that the City is seeking a partner who
can not only help shape a park that
serves the community for generations to
come, but also help secure the funding
necessary to bring that vision to life.

Funding is often one of the most
critical factors in delivering successful
park projects. The City has identified a
need for assistance with grant funding,
application preparation, compliance
requirements, and ongoing reporting.

Westwood has extensive experience
helping communities throughout
California secure funding for parks,
trails, playgrounds, recreation facilities,
and community gathering spaces.

Our team has successfully supported
the pursuit and administration of
numerous grant funded projects and
understands how to align project
goals with funding agency priorities to
maximize competitiveness.

As part of the research phase,
Westwood will evaluate available
federal, state, regional, local, and private
funding sources that may support the
development of the neighborhood
park. Our team has extensive
experience securing funding for parks,
trails, playgrounds, recreation facilities,
and community gathering spaces
throughout California and understands
the eligibility requirements, funding
priorities, and award ranges associated
with various programs.

The results of this effort will be
compiled into a Funding and Budget
Framework that identifies potential
funding sources, anticipated funding
levels, matching fund requirements,
application timelines, and
implementation considerations. This
information will help establish a realistic
project budget and guide decisions
regarding park programming, amenity
selection, and potential project phasing.

By understanding potential funding
capacity early in the process, the
City can avoid investing time and
resources into concepts that may not
be financially feasible while focusing
community engagement efforts on
improvements that have a clear path to
implementation. This creates a stronger
connection between the community’s
vision and the project’s financial
reality, resulting in a master plan that
is both aspirational and achievable.

Our support does not end with
identifying opportunities. Westwood
can assist the City throughout
the grant process, including
application preparation, supporting
documentation, compliance tracking,
reimbursement support, and required
reporting. By integrating funding
strategy into the planning process from
the outset, we can help the City maximize
available resources and position the
project for successful implementation.

By selecting Westwood, the City
will gain a partner with extensive
experience securing funding for
local park projects, navigating
grant requirements, and delivering
community focused recreational
facilities. We are committed to
helping Riverbank create a vibrant
neighborhood park that reflects
community priorities while leveraging
every available funding opportunity to
make the project a reality.

Project Approach & Methodology
Statement of Qualifications | 33

Site Constraints: Illustrates critical environmental conditions, regulatory considerations, and site features.

Understanding the Constraints
Key Constraints:
y Limited site area (approximately 2.08 acres), which may restrict the scale and quantity of recreational amenities and on-site parking.
y Direct adjacency to residential properties, requiring careful consideration of noise, privacy, lighting, security, and edge treatments.
y Irregular parcel geometry that may influence the layout of play areas, open space, circulation, and visibility.

Potential utility conflicts, including overhead lines and associated easements, which may affect tree placement, lighting, and entry features.
y Unknown existing conditions related to soils, drainage, topography, utilities, and access that will require further analysis. y ADA accessibility and CPTED principles that will influence circulation, grading, visibility, and amenity placement on a compact site.
y Potential permitting and agency coordination requirements beyond City review that could affect schedule and design flexibility.
y Existing pedestrian access conditions, including limited direct and clearly defined access from some surrounding neighborhoods.
y Adjacent property use patterns that may require screening, separation, and thoughtful transitions between public and private spaces.

Project Approach & Methodology
34 | City of Riverbank

Imagining the Opportunities
Opportunity Overview:
y A prominent neighborhood location with strong potential to connect surrounding residential areas and enhance pedestrian connectivity.
y A walkable residential setting that creates strong demand for neighborhood-serving recreational amenities. y A vacant and underutilized site that offers flexibility in organizing park features with minimal demolition constraints. y Street frontage on multiple sides, allowing for enhanced visibility, multiple pedestrian access points, and service or emergency access.
y A community-driven planning process that provides opportunities to tailor amenities to neighborhood priorities through outreach and engagement.
y Residential adjacency that can support safety through passive observation when designed appropriately. y Opportunities to incorporate sustainable design strategies, including shade, drought-tolerant planting, and waterefficient landscapes. y Proximity to Riverbank Language Academy, creating opportunities to support after-school recreation and strengthen community connections.
y Opportunities to enhance the park edges and adjacent streetscape, creating a more welcoming public presence along surrounding frontages.
y Opportunities to incorporate flexible gathering spaces that support informal social interaction, family use, and multigenerational activity.
y Possible phased implementation strategies aligned with future funding opportunities and City priorities. y Opportunities to incorporate durable, low-maintenance materials and site features that support long-term operations and stewardship.

Site Opportunities: Highlight the interplay of site assets and limitations to inform strategic planning, optimize all site resources, and support a balanced, context-sensitive design.

Project Approach & Methodology
Statement of Qualifications | 35

Step 2: Collaborate
Outreach that Reflects
the Community We
Serve
Successful parks are shaped through
collaboration. At Westwood, we
believe the strongest projects result
from a partnership among City staff,
stakeholders, and the community,
working together to create a park that
reflects local priorities while remaining
practical, maintainable, and sustainable
over time.

Our collaboration begins with the
Launch Meeting, where the City of
Riverbank and Westwood establish
project goals, discuss priorities, confirm
schedule and deliverables, and identify
the key factors that will influence
project success. We recognize that
City staff bring valuable knowledge
of Riverbank’s recreation needs,
operational requirements, maintenance
practices, budget considerations, and
long-term vision. Through regular
coordination, clear communication,
and proactive project management,
Westwood helps keep the process
moving efficiently while ensuring City
priorities remain central to decisionmaking.

As this new park takes shape within an
established neighborhood, community
engagement will play an important role
in creating a space that feels connected
to and supported by the people it is
intended to serve. Westwood views
outreach as an opportunity to listen,
learn, and better understand how
residents envision using the park, what
amenities are most important to them,
and how the space can best support
everyday recreation and community
connections.

Working closely with City staff, we
will develop a customized outreach
strategy tailored to Riverbank’s unique
character and project goals. Our
approach begins with listening. Rather
than presenting a predetermined
design, we first seek to understand
community priorities, concerns, and
ideas before concepts are developed.

This helps build trust, encourages
meaningful participation, and ensures
residents have an opportunity to help
shape the vision from the outset.

To reach the broadest audience
possible, Westwood uses a
combination of traditional and digital
engagement tools, creating multiple
opportunities for participation that
are accessible to residents of different
ages, backgrounds, and schedules.

Community feedback is then translated
into concept alternatives for review and
discussion, creating an iterative process
in which stakeholder and public
input meaningfully informs design
decisions before a preferred direction
is advanced.

Throughout the process, Westwood
helps connect community aspirations
with City objectives. While public input
helps shape the vision for the park,
decisions are also evaluated through
the lens of maintenance, operations,
safety, accessibility, budget, and
long-term stewardship. This balanced
approach helps ensure the final design
reflects the desires of Riverbank
residents while remaining realistic and
sustainable for the City to implement
and maintain.

By fostering open communication
and collaboration among City staff,
stakeholders, and residents, Westwood
will help create a neighborhood park
that reflects Riverbank’s character,
supports the City’s long-term goals,
and becomes a valued community
asset for generations to come.

We loved
connecting with
the community at this
Test-It-Out event for
EmPOWERment Park. Our
Placemaking Through Play
Outreach Program helped
shape the park master
plan to best benefit
the community!
Project Approach & Methodology
36 | City of Riverbank

Goals
Our goal is to connect with as many
residents as possible to gather
meaningful, actionable input.

Westwood will work with the City
of Riverbank to define clear outreach
objectives and develop a customized
road map that encourages broad and
inclusive participation reflective of the
community.

Strategy
We tailor each outreach program
to the community it serves. This
includes identifying key user groups,
neighborhoods, and interest areas early
in the process so diverse perspectives
are represented and potential concerns
can be understood proactively.

Visual Storytelling
We use clear, visually engaging graphics
to communicate ideas and spark
conversation. Storyboards, multilingual
flyers, social media graphics, and other
visual tools help community members
understand design concepts more
easily and feel confident contributing
meaningful input.

Spreading the Word
Our approach uses a mix of traditional
and modern outreach tools to reach
people where they are and expand
participation across the community.

This may include City websites, mailers,
community newsletters, social media,
and project-specific web pages. Online
polls, surveys, and simple interactive
activities such as “this or that” voting
can make participation approachable
and encourage broader involvement.
“Placemaking Through Play”
Westwood brings engagement into the
community through fun, welcoming
events at park sites and other public
spaces, creating opportunities to
connect with people who may not
attend formal meetings. Site tours and
“test-it-out” events can allow residents
to experience temporary design
features such as painted layouts,
pop-up seating, and games. With an
inviting, block-party-style atmosphere
featuring snacks and activities, these
events help attract a wider audience
and make it easy for participants to
share ideas and feedback.

Modern Tool Kit
We offer multiple ways to engage,
including hybrid meetings with virtual
participation options, interactive
polling, and virtual reality walkthroughs that allow participants to experience design ideas in a more
immersive way. These tools can help
make the process more interactive,
accessible, and understandable for a
wide range of users.

Inclusive Engagement
Westwood designs outreach strategies
that make participation easy and
accessible for residents across the
community, including people of
different ages, backgrounds, abilities,
and levels of familiarity with City
processes. We strive to ensure outreach
materials and activities are accessible,
multilingual, and representative of
Riverbank’s diverse population so more
voices can be heard throughout the
process.

Advisory Committee
We recommend forming an advisory
committee of local residents,
community leaders, and City staff
to guide outreach, review materials,
and help spread the word within
their networks. This approach builds
trust and strengthens the connection
between the planning process and the
community it serves.

Project Approach & Methodology
Statement of Qualifications | 37

Step 3: Design
Landscape Architecture
Design Philosophy
Our landscape architecture design
process is grounded in the belief that
parks should reflect and serve the
communities they are created for.

Every resident should have access to
safe, welcoming, and thoughtfully
designed spaces to gather, play, and
recreate. Achieving this requires a deep
understanding of the community,
including its demographics, use
patterns, priorities, and vision for the
future, gained through meaningful
engagement. For projects like this
new park development, our approach
emphasizes context-sensitive design
that responds to both community
input and the unique opportunities
and constraints of the site, including
site conditions, environmental
considerations, and multi-agency
coordination. Rather than applying a
one-size-fits-all solution, we design
spaces that are rooted in place,
reflecting the character, needs,
and identity of the community they
serve while remaining feasible and
implementable.

One Team Sharing
a Vision
Westwood’s multidisciplinary
methodology brings civil engineering,
survey, environmental, structural,
and electrical expertise together
under one roof, led by our landscape
architecture team to ensure the
project vision remains cohesive from
planning through implementation. This
integrated approach allows our team
to collaborate in real time, coordinate
efficiently across disciplines, and
resolve issues proactively rather than
reactively. With landscape architecture
guiding the overall design direction,
each discipline contributes specialized
technical knowledge at the right time to
support a park that is functional, wellcoordinated, and responsive to both site conditions and community goals.

By working as one team, Westwood
streamlines communication, improves
consistency, and delivers solutions
that are both creative and technically
sound.

Partnering for Parks
and People
Westwood’s team is equipped to
support the City of Riverbank with a
broad range of services that contribute
to the successful planning and design
of a new park. Our approach is rooted
in creating spaces that are functional,
welcoming, and responsive to the
needs of the community, while also
reflecting sound technical judgment
and long-term performance. By
combining specialized expertise with
a strong understanding of how park
systems serve residents over time, we
help deliver improvements that are
sustainable, safe, and efficient.

Conceptual and Schematic Design
Westwood develops clear, thoughtful
conceptual and schematic designs that
translate project goals and community
priorities into a compelling vision for
the site. This phase helps organize key
park elements, test design ideas, and
communicate the overall direction of
the project in a way that is easy for City
Council, stakeholders, and the public
to understand. By creating concepts
that are both inspiring and grounded
in project realities, we help build
alignment, encourage meaningful
feedback, and support the buy-in
needed to move the project forward
confidently.

Planting Design
Westwood approaches planting design
as both a functional and placemaking
element of the park experience. Our
team carefully selects plant materials
based on local soil conditions,
irrigation strategies, sun exposure, and
microclimates to support long-term
plant health and performance. Beyond
durability, we consider how planting
can define spaces, provide shade and
comfort, reinforce circulation, soften
built elements, and contribute to the
overall identity of the park. The result is
a landscape that is attractive, resilient,
and appropriate to its setting, while
supporting ease of maintenance and
seasonal interest.

Irrigation Design
Our irrigation designs are developed
to support healthy landscapes while
promoting efficient water use and longterm system performance. Westwood incorporates current technologies such
as low-flow systems, two-wire systems,
central controllers, and satellite or
radio-based relays where appropriate
to the project’s goals and operations.

We also understand the importance of
designing systems that are practical for
ongoing management and adaptable
to future needs. All irrigation design
is completed in accordance with AB
1881 and California’s Water Efficient
Landscape Ordinance (WELO), helping
the City meet regulatory requirements
while advancing responsible water
stewardship.

Site Improvements
Site improvements play an important
role in how a park functions, feels, and
serves its users every day. Westwood
applies best practices in the design and
renovation of pedestrian and vehicular
Project Approach & Methodology
38 | City of Riverbank

pathways, concrete features, and other
key site elements to support safe,
intuitive, and accessible use. Our team
considers how these improvements
contribute to circulation, user comfort,
visibility, and durability, while also
supporting the overall character of the
park. Thoughtful site improvement
design helps create spaces that are
easy to navigate, enjoyable to use, and
well-suited to community activity over
time.

Grading, Drainage and Utilities
Westwood understands that the
success of a park depends in large part
on the systems that support it beneath
the surface. Our team carefully
coordinates grading, drainage, and
utilities to work in harmony with the
overall site design, helping ensure
the park performs well during both
everyday use and storm events. We
approach these systems with an
emphasis on functionality, efficiency,
and integration, recognizing that wellcoordinated infrastructure is essential to long-term reliability and user
experience. This includes stormwater
management strategies that respond
to environmental requirements while
supporting the broader goals of
resilience and sustainability.

Sustainable Design
Sustainability is woven into Westwood’s
design approach as both a practical
strategy and a long-term commitment
to environmental stewardship. We
look for opportunities on every
project to incorporate sustainable and
regenerative design principles that
support ecosystem health, reduce
waste, conserve water and energy,
and contribute to more durable and
responsible public spaces. For the City
of Riverbank’s new park, this means
making thoughtful design decisions
that not only enhance the user
experience, but also provide lasting
value for the surrounding environment
and the City’s long-term operations.

Westwood’s commitment includes the
use of low-water-use planting, efficient
irrigation systems, and technologies
such as solar-powered controls where
appropriate. We also consider materials
and site elements that help mitigate
heat island effect, incorporate recycled
content, and offer long service lives and
responsible installation methods. Early
in the process, we plan for stormwater
management strategies that retain and
manage runoff on site, supporting
both environmental performance and
long-term site function. By integrating
these strategies intentionally and early,
Westwood helps create parks that
are resilient, resource-conscious, and
better equipped to serve the Riverbank
community well into the future.

Cost Estimating and Budget
Alignment
Westwood understands that
maintaining budget alignment is
essential from the earliest stages of
park planning through final design.

Our team incorporates cost awareness
throughout the design process,
preparing and refining estimates as
the project evolves so decisions can be
made with a clear understanding of
their budget implications. Beginning
at the concept level, we evaluate major
project components, improvement
priorities, and potential cost drivers to
help establish a realistic framework for
the project.

As design advances, Westwood
continues to update and coordinate cost
information to reflect increasing levels
of detail, helping the City of Riverbank
assess options, confirm priorities, and
make informed choices before the
project reaches construction. This
ongoing approach allows the team to
identify potential budget pressures early
and respond proactively through scope
adjustments, material considerations,
or phased implementation strategies
when appropriate. By integrating cost
estimating throughout the entire design
process, Westwood helps support
a project that remains financially
grounded while still advancing the
City’s goals for a high-quality new
park.

Why Choose Westwood?
Innovative In-House Specialty
Services
The Westwood team is distinguished
by a combination of proven expertise,
multidisciplinary depth, and a
strong understanding of the City of
Riverbank’s goals and context. This
familiarity, paired with our integrated
approach, allows us to deliver
thoughtful, efficient, and high-quality
solutions tailored to the City’s specific
needs. The specialty services outlined
below further strengthen our ability
to add value throughout the process
and support the successful delivery
of a new park space that serves the
Riverbank community well for years to
come.

CASp Services
Our in-house Certified Access
Specialists (CASp) play a critical role
in both assessing public facilities
and ensuring compliance with
Partner with the
City of Riverbank to
Understand
Your Goals
Target Improvement
Plan Objectives with
Creativity and
Efficiency
Create an Amazing
Neighborhood Park
that Serves
Riverbank
Partner Explore
Explore Community
Needs & City
Priorities in Each
Endeavor
Target Create
Project Approach & Methodology
Statement of Qualifications | 39

current accessibility laws and
regulations so public spaces are
designed to be inclusive and accessible
to all individuals, including those with
disabilities, allowing them to navigate
and use these spaces with ease and
dignity.

Technology to Determine
Accessible Paths of Travel
Slope studies of existing conditions
and verifying accessibility compliance
with ADA are new technologies that
Westwood is incorporating in several
Bay Area parks and recreation projects.

With the firm’s commitment to using
AutoCAD Civil 3D software for all
disciplines, the technology to utilize
“surfaces” begins with the 3D
topographic survey base that, once
created, can be quickly analyzed to
determine optimum paths of travel.

This mapping clearly (and quickly)
identifies areas requiring upgrades to
meet current code regulations.

QWEL Irrigation Expertise
Our in-house QWEL (Qualified Water
Efficient Landscaper) leads an irrigation
team that specializes in planning and
specifying state-of-the-art, waterefficient irrigation systems for a variety of project types, the goal being
to design systems that deliver
the right amounts of water to
the right places while conserving
resources and minimizing waste. Our
in-house irrigation team also assists
cities with site assessments, water
source evaluations, water distribution
planning, components selections,
budgeting and system testing.

Rendering in Three Dimensions
Illustrating conceptual design ideas
using the latest 3D software often
helps to easily convey a theme and
big idea to community or council
members. At Westwood, we have
a highly skilled graphics team
that can efficiently incorporate an
existing project’s background, allowing
reviewers to easily see the full picture of
the proposed design (or “fly” through
a design).

Crime Prevention Through
Environmental Design (CPTED)
Principles
Crime Prevention Through
Environmental Design (CPTED) is a
proven approach to shaping the built
environment in ways that promote
safety, visibility, and a greater sense
of comfort in public spaces. As
communities place increasing emphasis
on addressing crime prevention and
social concerns through design, the
role of natural surveillance, access
control, territorial reinforcement,
and space activation has become
increasingly important. Westwood
has supported multiple cities in using
design strategies to strengthen
visible ownership of public spaces
and create environments that feel safer,
more welcoming, and more actively
used. Our CPTED-knowledgeable
professionals provide input and peer
review throughout planning and
design to help ensure new spaces are
thoughtfully activated, lines of sight are
preserved and enhanced, and sound
CPTED principles are meaningfully
integrated into the project.

CPSI Inspection Services
During the design phases of
playground projects, we frequently
engage with one of our in-house NRPA
Certified Playground Safety Inspectors.

Play is
more than fun.

It is a powerful force
for learning, growth, and
connection. Through vibrant
and creative designs, this space
invites children of all abilities to
explore, imagine, and challenge
themselves while building
confidence, friendships,
and a lifelong love for
movement.

Project Approach & Methodology
40 | City of Riverbank

They assist not only with playground
layout, but also material and surfacing
selections, placement of different types
of equipment, defining circulation
pathways, accessible approaches,
and connecting to adjacent amenities
to help achieve a well-thought-out
and holistic play experience. Often,
during construction, there may be
unknown field conditions that are
encountered, or equipment may
need to be installed with slight
modifications by the contractors,
needing timely inputs from an
experienced CPSI to verify that
installations meet all safety
standards and codes.

Arborist and Environmental
Services
Our two in-house ISA Certified
Arborists understand the role that
strong tree standards, preservation, and
mature trees play in creating healthy,
resilient communities. The team works
to preserve healthy trees and promote
the addition of new trees to enhance
carbon sequestration, natural habitat,
and shade canopy. In addition, our
broader team incorporates habitat
considerations and planting strategies
that support ecological function and
long-term sustainability. They provide
evaluation services, including gathering
data such as tree size, species, and
condition, to support project needs.

Other Expertise
The Westwood team also has
training in the Sustainable SITES
initiative, green roof stormwater
management techniques, and
includes several LEED BD+C
Certified and ReScape Certified
Professionals and California Native
Plant Society members.

Step 4: Support
Westwood is well positioned to
support the City of Riverbank through
every phase of project delivery,
providing consistent guidance from
permitting and agency coordination
through bidding, construction
support, project management, and
closeout. Our team understands that
successful implementation requires
more than strong design—it requires
responsiveness, coordination, and a
clear understanding of how to move
a project efficiently from concept to
completion. By combining technical
expertise with a practical, serviceoriented approach, Westwood can help the City navigate each step of the
process while maintaining alignment
with project goals, schedule, and
budget.

Permitting and Agency
Coordination
For a new park project, timely permitting
and effective agency coordination
are critical to maintaining momentum
and reducing the risk of avoidable
delays. Westwood understands that
approvals often require coordination
across multiple jurisdictions, utility
providers, and reviewing entities, each
with its own requirements, timelines,
and expectations. Our team works to
identify those needs early, organize
submittals clearly, and respond
efficiently to comments so the process
remains as streamlined and predictable
as possible. By addressing permitting
considerations proactively, Westwood
helps the City of Riverbank move
forward with greater clarity and fewer
surprises as the project advances.

Bidding and
Construction Support
The transition from design into bidding
and construction is an important
point in the life of a project, as it
is where planning decisions begin
to take physical form. During this
phase, Westwood supports the City
by helping interpret the construction
documents, responding to contractor
questions, reviewing product data
and submittals, and assisting with
clarifications that may be needed to
keep the project moving. This support
helps reduce ambiguity, promotes
better coordination in the field, and
reinforces continuity between the
design intent and the constructed
result. For a public park, where many
site elements must come together
successfully, this level of involvement
can be especially important to
maintaining quality and minimizing
disruption during implementation.

Construction
Administration and
Project Management
Construction administration and
project management play a central
role in helping a park project stay
organized, responsive, and aligned with
expectations during implementation.

Westwood helps the City of Riverbank
monitor progress, address field
conditions, facilitate communication
among team members, and support
timely decision-making as construction
moves forward. Because site
conditions, material availability, and
coordination needs can evolve during
construction, having a team that can
respond quickly and thoughtfully is
essential. Our involvement helps the
City navigate these day-to-day realities
while maintaining focus on the broader
goals of quality, schedule, and budget
performance.

Project Closeout
The final phase of a project is essential
to ensuring the new park is ready for
successful long-term use. Westwood
supports project closeout by helping
coordinate punch list completion,
reviewing final deliverables, and
assisting with the documentation
needed to bring the project to an
orderly conclusion. This phase helps
confirm that the work has been
completed in accordance with project
expectations and that outstanding
items are addressed before final
acceptance. For the City of Riverbank,
this continued support helps create a
smoother transition from construction
into operations and public use,
reinforcing the long-term value of the
investment in the new park.

Project Approach & Methodology
Statement of Qualifications | 41

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CEQA & Regulatory
Experience
Westwood’s project team includes CEQA leadership from Elise McCollister, who brings 16 years of experience working with public agencies, including extensive CEQA experience throughout California. Her CEQA experience includes Initial Studies, Negative Declarations, Mitigated Negative Declarations, and Environmental Impact Reports for public works, park, institutional, transportation, and infrastructure projects, with experience serving cities, counties, transportation agencies, school districts, and other public entities.

Representative assignments include Environmental Impact Reports for Plummer Park in the City of West Hollywood, the San Bernardino County Department of Behavioral Health Comprehensive Treatment Campus in Victorville, the Del Mar Fairgrounds, Sunshine Canyon Landfill for the City and County of Los Angeles, and major transportation improvement projects for RCTC, OCTA, SBCTA, TCA, and the City of Bakersfield. Elise has also supported Initial Studies, Negative Declarations, Mitigated Negative Declarations, and Categorical Exemptions for public facility, school, commercial, and mixed-use projects, including LAUSD modernization projects and the Historic Doheny House in Dana Point.

A Clear, Coordinated CEQA Process
A typical CEQA process begins with a clear and stable project description that defines the proposed improvements, project footprint, disturbance limits, construction assumptions, phasing, and potential staging areas. From there, the team identifies responsible and trustee agencies, determines the appropriate level of CEQA review, coordinates technical studies, and evaluates whether potential impacts can be avoided, minimized, or mitigated through design refinements or mitigation measures. For public works projects, important considerations include confirming the scope early, aligning environmental review with the design schedule, documenting technical findings clearly, and maintaining transparent communication with the public and reviewing agencies.

CEQA Approach for Riverbank New Park
For the Riverbank New Park project, Westwood understands that the City anticipates an Initial Study as the appropriate starting point for CEQA review. Our team will begin by working with the City to confirm the project description, review existing site conditions, identify responsible and trustee agencies, and determine the technical studies needed to support the environmental analysis. Because no prior cultural resources, threatened and endangered species, traffic, or wetlands studies have been completed for the site, early coordination and site review will be important to define the appropriate level of study and avoid delays later in the process.

Based on the Initial Study findings, the CEQA documentation may result in a Negative Declaration, Mitigated Negative Declaration, or, if significant impacts are identified that cannot be mitigated, an Environmental Impact Report. Anticipated environmental considerations may include biological resources, threatened and endangered species habitat, migratory birds, wetlands or waters, cultural resources, traffic or circulation, construction-related air quality, greenhouse gas emissions, construction and operational noise, and tree preservation. If existing trees are proposed for removal, the team will review the City of Riverbank’s tree requirements, with particular attention to the conservation of native valley oaks or designated landmark trees that may be present onsite. Champions Field Park: Lathrop, CA CEQA & Regulatory Experience
Statement of Qualifications | 43

Westwood recommends beginning
with focused desktop reviews for
biological resources, cultural resources,
and wetlands or waters, followed by
field assessments if site conditions
or agency input indicate additional
study is warranted. This early screening
approach will help the City understand
potential constraints, determine
whether mitigation measures are
needed, and incorporate environmental
considerations into the design before
they affect schedule, cost, or approvals.

Potential mitigation strategies may
include construction-period best
management practices, avoidance
or protection measures for sensitive
biological or cultural resources,
nesting bird pre-construction
surveys if tree removal or vegetation
disturbance is proposed, design
refinements to reduce noise, traffic,
or access impacts, and preservation or
replacement measures for protected
trees, if required.

Technical Studies
and Public/Agency
Coordination
Westwood understands that successful
CEQA compliance depends on
early technical coordination, clear
communication, and a well-defined
project description. For the Riverbank
New Park project, the team will
work with the City to confirm the
project footprint, disturbance limits,
construction assumptions, phasing,
and potential staging areas before
public circulation. Establishing
these details early will allow the
environmental analysis to accurately
evaluate potential impacts and reduce
the risk of late-stage revisions.

Westwood will coordinate technical
studies in alignment with the
Initial Study process and support
communication with responsible and
trustee agencies, as applicable. This
includes confirming the appropriate
scope for each study, coordinating with
technical specialists, reviewing findings
for consistency with the project
description, and identifying whether
design refinements or mitigation
measures should be incorporated
before the CEQA document is
circulated. This coordinated approach
helps connect the environmental
review process with the design process,
so potential constraints are addressed
proactively rather than after key design
decisions have already been made.

Diablo Vista Park: Danville, CA
CEQA & Regulatory Experience
44 | City of Riverbank

Public and agency coordination for
the CEQA process will be closely
coordinated with, but distinct from,
the broader community engagement
effort described elsewhere in this
proposal. While community outreach
will help shape the park vision and
design priorities, CEQA noticing and
public review will focus on disclosure of
the environmental analysis, solicitation
of public and agency comments, and
documentation of the City’s response
to those comments. Westwood will
work with the City to align messaging
between both efforts so residents
receive clear, consistent information
about the project, the design process,
and the environmental review process.

For an Initial Study/Negative Declaration
or Initial Study/Mitigated Negative
Declaration, key CEQA considerations
include preparation and circulation
of a Notice of Intent to notify public
agencies, interested parties, and the
general public that the environmental
document is available for review.

The public review period would be
established in coordination with the
City and consistent with City and
CEQA requirements. Westwood will
support the City in preparing noticing
materials, coordinating circulation,
and documenting comments received
during the review period. Comments
will be organized by topic, tracked in
a comment and response database,
coordinated with the appropriate
technical specialists, and addressed
through responses that reference the
applicable Initial Study analysis or
technical report findings. This approach
supports transparency, clear decisionmaking, and a defensible CEQA record.

Lessons learned from prior CEQA
efforts reinforce the importance
of early outreach, a stable project
description, and clear documentation.

When project limits, construction
assumptions, or design elements
change late in the process, the
environmental analysis may need to be
revised, which can affect schedule, cost,
mitigation requirements, and public
trust. By addressing technical issues
early and maintaining transparent
communication throughout the
process, Westwood will help the
City advance a CEQA process that is
efficient, responsive, and aligned with
the needs of the Riverbank community.

CEQA & Regulatory Experience
Statement of Qualifications | 45

Project Management
Approach
Leadership Rooted in Park Experience
The City of Riverbank’s new park project will benefit from leadership grounded in direct experience with public park planning and design. Tyler brings extensive experience managing park projects ranging from renovations to entirely new park spaces, with a strong understanding of the coordination, communication, and decision-making required to move these projects successfully from early planning into implementation. He understands the unique complexities of public park work, including balancing community priorities, technical constraints, agency considerations, budget realities, and long-term usability. Tyler’s track record of delivering high-quality results, combined with his strong communication skills and practical problem-solving approach, positions him as a trusted partner for the City of Riverbank throughout the life of the project.

Under Tyler’s leadership, Westwood has assembled a strategic multidisciplinary team with dedicated professionals from each discipline needed to support the project. This leadership structure provides the City with a clear point of accountability and a team guided by both park-specific experience and a practical understanding of how to keep public projects moving forward.

A Fully Integrated In-House Team
One of Westwood’s greatest strengths is the ability to deliver the new park project with a fully integrated in-house team. Westwood brings together landscape architecture, civil engineering, survey, environmental, structural, and electrical professionals within one organization, allowing the City of Riverbank to work with a cohesive team that collaborates daily and is accustomed to solving problems together in real time. In many projects, coordination across disciplines depends on multiple outside firms, which can create added layers of communication and management. Westwood’s structure is different.

Because our core disciplines are all under one roof, the City benefits from more direct coordination, faster resolution of technical issues, and a more unified process from planning through delivery. This integration supports stronger continuity across project phases and helps ensure that design, technical analysis, and implementation considerations remain aligned throughout the life of the project.

Clear Structure, Clear Accountability
Westwood’s project management approach is built on clarity, organization, and accountability. A successful new park project requires a process that is carefully managed at every stage, with defined roles, coordinated schedules, and a clear understanding of project goals. Our team uses reliable project management methods to establish an organized framework for delivery, helping maintain alignment with scope, schedule, and budget while supporting timely and wellinformed decisions.

This structure helps keep the project focused on the City’s priorities as work progresses. By establishing clear leadership, defined responsibilities, and coordinated internal workflows, Westwood provides the City of Riverbank with a team that is not only technically capable, but also disciplined in how the work is managed and advanced.

May Nissen Park: Livermore, CA
Project Management Approach
Statement of Qualifications | 47

Working as an Extension
of City Staff
Westwood understands the importance
of seamless collaboration with City staff
and views that partnership as essential
to project success. Our approach is
based on open communication, a
cooperative working environment, and
a process that keeps City staff informed
and engaged throughout the project.

Rather than operating independently,
we work as an extension of the City’s
team—sharing expertise, listening
carefully, and supporting effective
decision-making.

For the new park in Riverbank, this
means close collaboration at key
milestones and throughout day-to-day
project coordination. We recognize
that staff input is critical to defining
priorities, understanding local context,
identifying operational considerations,
and shaping solutions that are realistic
and implementable. By maintaining this
collaborative process from the outset,
Westwood helps ensure the project
reflects both the City’s vision and the
practical needs that will influence longterm success.

Communication and
Decision-Making
Strong communication is a central
part of Westwood’s management
philosophy. We believe the best
projects are those where information
is shared clearly, decisions are
made intentionally, and feedback is
incorporated at the right moments.

For the City of Riverbank, Westwood
would establish a communication
framework that supports regular
coordination, timely updates, and clear
review milestones throughout the
project.

We anticipate collaborative meetings
with the core project team at regular
intervals to review progress, discuss
findings, confirm direction, and receive
feedback. In addition to scheduled
meetings, Westwood provides updates
at critical points in the process, such
as following community outreach,
programming analysis, conceptual
design, or other major milestones.

Where helpful, we can also support
broader internal input to better
understand operational needs, staff
perspectives, and implementation
considerations. This communication
structure helps ensure that decisions
are timely, informed, and aligned with
current project information.

Built to Keep Projects
Moving
Westwood is structured to keep
complex park projects moving with
consistency from planning through
implementation. Because our in-house
disciplines work together regularly,
the team can respond quickly to
project needs, coordinate efficiently
across technical areas, and maintain
continuity as the project evolves. This
day-to-day integration helps reduce
delays that can occur when information
must move between separate firms or
disconnected teams.

For the City of Riverbank, this means
a dependable process supported by
a team that is already accustomed to
working together and maintaining
momentum. Questions can be
Callander Avenue: Riverbank, CA
Project Management Approach
48 | City of Riverbank

addressed quickly, coordination can
happen in real time, and the project
can continue advancing with fewer
interruptions.

Structured to Meet the
Schedule
Westwood has the staffing capacity
and organizational structure needed
to successfully deliver the City of
Riverbank’s new park project within
the timelines established by the City.

Our team is organized to provide
both consistent leadership and the
technical production support required
to advance work efficiently at each
stage of the project. With dedicated
in-house professionals across all core
disciplines, Westwood can assign
the right expertise at the right time
and keep deliverables progressing in
alignment with project milestones.

Westwood’s broader organizational
depth further strengthens our ability
to maintain schedule. With more than
2,200 professionals across the firm,
we have the resources to support
key deadlines, adjust staffing levels
as needed, and maintain continuity
without compromising quality. For
the City of Riverbank, this means
confidence that Westwood has both
the personnel and the structure to
meet schedule expectations and deliver
a high-quality park project on time.

A Process Designed for
Quality and Momentum
Westwood’s management approach
is designed to support both quality
and efficiency throughout the life of
the project. Our team actively tracks
progress, coordinates responsibilities,
manages review timelines, and
identifies issues early so they can
be addressed before they affect
the broader process. This proactive
approach helps reduce unnecessary
delays, supports better coordination,
and keeps work advancing in a focused
and disciplined way.

By pairing strong internal management
with close collaboration with City staff,
Westwood creates a process that is
responsive, organized, and resultsoriented. The outcome is a project approach that supports both the
day-to-day needs of the work and the
broader long-term goals of the new
park project.

A Trusted Partner for
Riverbank
Ultimately, Westwood’s project
management approach is centered
on partnership, responsiveness, and
delivery. We understand that the City
of Riverbank is looking for a team that
can do more than produce a design—it
needs a team that can lead the process,
coordinate effectively, communicate
clearly, and help move the project
forward with confidence. With Tyler’s
leadership, a strategically assembled
in-house multidisciplinary team, and
the organizational depth to support
the project at every stage, Westwood
is well positioned to serve as that
partner and help the City successfully
deliver a new park that reflects its
goals and serves the community for
years to come.

Project Management Approach
Statement of Qualifications | 49

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References
Nathan Sanchez, Projects Administrator
City of Fresno
1910 East University Avenue, Fresno, CA 93703
559.621.8682 - [email protected]
Westwood maintains a strong, ongoing relationship with the City of Fresno, providing landscape architecture, civil engineering, land surveying, and community outreach services for parks and recreation projects. Our work includes new neighborhood parks and citywide park improvements, including Broadway Parque, a 29,000-square-foot neighborhood park, and the Milburn Recreation Overlook and Play Structures Improvement Project, which renovated 12 parks citywide. Services have included park planning and design, playground and recreation improvements, accessibility upgrades, planting and irrigation, civil engineering, land surveying, and community outreach. Through this work, Westwood has developed a collaborative relationship with City staff and a strong understanding of local standards, processes, and public park delivery.

Joe Heim, Director of Parks and Recreation
City of Los Banos
645 7th Street, Los Banos, CA 93635
209.827.7034 - [email protected]
Westwood serves as an on-call consultant for the City of Los Banos, providing landscape architecture, civil engineering, land surveying, and grant support services across more than 30 projects. Through this ongoing partnership, our team has supported a variety of park and recreation improvements, including Sunrise Ranch Park, Shaunessy Village Park, the Los Banos Recreation Center, and the A.G. Sports Complex. For Sunrise Ranch Park and Shaunessy Village Park, Westwood helped transform neighborhood park sites into accessible, community-focused recreation spaces with play, gathering, fitness, open space, planting, irrigation, and supporting site infrastructure. Our continued work with Los Banos demonstrates the trust built with City staff and our understanding of what it takes to move park improvements from concept to construction.

Michael Rosales, Parks Planning &
Development Manager
City of Manteca
1001 W Center Street, Manteca, CA 95337
209.456.8615 - [email protected]
Westwood has provided on-call landscape architecture, civil engineering, and land surveying services to the City of Manteca since 2023, supporting a range of park, recreation, and public improvement projects. Our work includes Northgate Park inclusive playground enhancements, Woodward Park Splash Pad, Tidewater Trail improvements, Wilson Park upgrades, restroom replacements, and planning for future recreation amenities such as a pump track. These assignments have included feasibility studies, design, cost estimating, construction documents, community outreach, and updates to City standards and specifications. Through this work, Westwood has helped the City advance inclusive, functional, and well-coordinated improvements that support everyday use and long-term maintenance. Gem Village Playground: Kakiri, Uganda References
Statement of Qualifications | 51

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Appendix
Proposed Language Adjustments
Westwood Professional Services has reviewed the sample agreement associated with this RFQ and, if selected, can enter into an agreement of that form. However, following a careful review of the City’s standard agreement with our legal team, we would like to propose a number of suggested edits for your consideration. These revisions are presented with deletions shown in red strikethrough and additions shown in green for clarity. Please note that these suggestions are not intended to be final or non-negotiable. We are open to discussion and welcome the opportunity to collaboratively refine the agreement to ensure it works well for all parties.

7. ... If the City fails to make payments to Consultant in accordance with this Agreement, such failure shall be considered substantial nonperformance and cause for termination or, at the Consultant’s option, cause for suspension of performance of services under this Agreement until Consultant has been paid all amounts due.

B.. ... (“Data”) shall become the City’s sole property upon final payment for services rendered. ... Any reuse or modification of the Data without the engagement of Consultant shall be at City’s sole risk and without liability or legal exposure to Consultant.

11. B. ... Services to be provided (“Standard of Care”). ... and shall be free from any defects as determined by the Standard of Care...

14. A. ... with a limit of not less than Two Million Dollars ($2,000,000) per claim occurrence and Two Million Dollars ($2,000,000) for each occurrence in the aggregate.

C. ... no less than One Million Dollars ($1,000,000.00) per occurrence claim and in the aggregate or greater if appropriate for the Consultant’s profession. Architects and engineers coverage is to be endorsed to include contractual liability. ...

D. ... worker’s compensation and professional liability insurance, ...policy will not be cancelled, allowed to expire, or materially reduced in coverage without at least thirty (30) days’ prior ...cancellation (ten (10) days’ prior written notice if cancellation is due to nonpayment of premium) expiration, or reduction and each policy ...

15. ... its agents, officers, and employees and volunteers, against all liability, ...created by the negligent acts or omissions of Consultant in connection with the Services by ...employees of either, whether negligent or not, pertaining to or related to acts or omissions of Consultant in connection with the Services, or (b) arising out of resulting from injuries suffered... obligation to defend (except for professional liability claims), indemnify and...

16. ...City nor Consultant be liable... indirect, exemplary, punitive or incidental damages...

17. ...A “prevailing party” need not assert affirmative claims to be considered a prevailing party, and a party that successfully defends against a claim in relative terms to the amount of the claim asserted shall be considered a prevailing party for purposes of this Section. In claims for money damages, the total amount of recoverable attorney fees, expenses, and costs shall not exceed the net monetary award or judgment of the prevailing party.

18. Notices. With a copy to: [email protected]

19. L. Time is of the Essence. Time is of the essence in this Agreement for each covenant and term of a condition herein. Consultant shall perform its services as expeditiously as is consistent with such professional skill and care and the orderly progress of the Project.

Valley Children’s Hospital Inclusive
Playground: Madera, CA
Appendix
Statement of Qualifications | 53

RESPONSES TO QUESTIONS

REQUEST FOR QUALIFICATIONS (RFQ)

LANDSCAPE ARCHITECTURAL SERVICES FOR NEW PARK DEVELOPMENT Question: Will the trees onsite be removed?
Answer: The removal of the current trees onsite will be discussed during the project initiation and site analysis phase or the community engagement phase. The City does not have a current opinion of current trees remaining onsite.

Question: Have any cultural/ threatened and endangered species/ traffic/ wetlands studies been completed? If so, can we have copies?
Answer: To the City’s knowledge, there hasn’t been any cultural/ threatened and endangered species/ traffic/ wetlands studies that have been completed for the site.

Question: Will this be an IS or MND? Do we know what type of CEQA document anticipated? Answer: The City anticipates this to require an Initial Study (IS). Based on the results of the initial study, an Environmental Impact Report may be required or a simple negative declaration will be made.

Question: Under Minimum Qualifications, Bullet H references the “ability to enter into the City’s standard professional services agreement.” Would the City be open to consultants providing requested contract edits for consideration as part of an appendix to their proposal? Answer: Yes, the City would be open to consultants providing requested contract edits for consideration as part of an appendix to the proposal. This will be discussed in the ‘Contract Negotiation Period’ phase of the RFQ.

Question: Can you also please provide a copy of the standard services agreement? Answer: Yes, a copy of the standard services agreement will be provided once the City of Riverbank Parks and Recreation Department has received a copy to distribute.

Signature
Name
Chad Kennedy, Director
Date
6/17/2026
Appendix
54 | City of Riverbank

westwoodps.com

Item 11.2. - CC / LRA – 8/25/2026

RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.2.

SECTION : NEW BUSINESS
Meeting Date: 8/25/2026
Subject: Resolution of Concurrence and Support of the Fiscal Year 2025-2026 Stanislaus Urban County and Stanislaus HOME Consortium Consolidated Annual Performance and Evaluation Report (CAPER)
From: Marisela H. Garcia, City Manager
Submitted by: Leticia Caratachea, Housing Specialist

RECOMMENDATION
It is recommended that the City Council gather public input on the Fiscal Year 2025-2026 HOME Program and Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER) as prepared by Stanislaus County and adopt a resolution of concurrence and support. A Community Meeting was held on August 19, 2026, at 5:00 PM via Zoom and in person to gather resident input from the community.

SUMMARY
Stanislaus County, in partnership with the Cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford forms the Stanislaus Urban County for purposes of receiving U.S.

Department of Housing and Urban Development (HUD) Community Development Block Grant Program (CDBG) and Emergency Solutions Grants (ESG) Program funding. The Stanislaus Urban County, together with the City of Turlock, also form the Stanislaus HOME Consortium for HOME Investment Partnerships (HOME) Program funding. As required by HUD, Stanislaus Urban County and the Stanislaus HOME Consortium are required to prepare a Consolidated Annual Performance and Evaluation Report (CAPER) to document progress toward the goals established in the Consolidated Plan and Annual Action Plan. The report includes the accomplishments of individual jurisdictions participating in the Stanislaus County Community Development Block Grant (CDBG) Consortium, also known as the Stanislaus Urban County, and the Stanislaus HOME Consortium. The draft of the Fiscal Year 2025-2026 CAPER is available for review online at: https://www.stancounty.com/planning/cdbg/plans-and-reports.shtm

STRATEGIC PLAN
This report is in conformance with the City of Riverbank’s Strategic Plan goal to "Foster Attainable Housing" and "Infrastructure".

BACKGROUND
The Draft CAPER was made available for a 15-day public review and comment period from August 7, 2026, to August 21, 2026. The Draft CAPER is now before the City Council for recommendation of approval to the Stanislaus County Board of Supervisors at their public meeting to be held on September 15, 2026. Upon approval by the Board of Supervisors, the CAPER will be submitted to HUD for final certification.

Item 11.2. - CC / LRA – 8/25/2026
As identified in the Annual Action Plan (AAP), the City of Riverbank’s CDBG allocation for Fiscal Year 2025-2026 is being allocated towards the Water Line Replacement Project in the alley on Riverside Dr. and High Street and the Pioneer Park Improvements and ADA Updates Project, located at the corner of 1st Street and High Street. Due to the work scheduled for these projects, the cost requires multiple years of funding.

PROJECT UPDATE
Community Development Block Grant (CDBG) funds provided through the Consortium are being used to support these projects. After bids received last year exceeded the project budget, the City Council rejected all bids and directed staff to re-bid the project. City staff has been working with Ardurra Engineering and the contracted City Engineer, MCR, to reduce the scope of work and make the necessary revisions to the Plans and Specifications. Final revisions are currently being completed, and the City anticipates receiving the updated Plans and Specifications by the end of August 2026. Once the final revisions are received, the project will be advertised for bid. Final plans and specifications for the Pioneer Park Improvements and ADA Updates Project are also currently being completed, and the City anticipates receiving them by the end of August 2026. Once received, that project will also be advertised for bid.

FINANCIAL IMPACT
There is no financial impact associated with this report

ATTACHMENTS

1. Resolution- FY 2025-26 CAPER

2. 2025-2026-caper-draft

CC/LRA – 08/25/2026
CC Resolution 2026-

CITY OF RIVERBANK
RESOLUTION 2026-

RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF RIVERBANK, CALIFORNIA
OF CONCURRENCE AND SUPPORT OF THE FISCAL YEAR 2025-2026

STANISLAUS URBAN COUNTY AND STANISLAUS HOME CONSORTIUM

CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER)

THE CITY OF RIVERBANK CITY COUNCIL (HEREAFTER REFERRED TO AS THE “CITY COUNCIL”) DOES HEREBY RESOLVE THAT:

WHEREAS, the Stanislaus Urban County, is a recognized U.S. Department of Housing and Urban Development (HUD) Entitlement jurisdiction that is comprised of the Cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford and the incorporated areas of Stanislaus County have received and expended Community Development Block Grant (CDBG) funds and Emergency Solutions Grants (ESG) funds for FY 2025-2026; and
WHEREAS, the Stanislaus HOME Consortium which includes the Stanislaus Urban County and the City of Turlock, and the unincorporated areas of Stanislaus County have received CDBG and HOME funds from the U.S. Department of Housing and Urban Development (HUD) for FY 2025-2026; and
WHEREAS the Stanislaus Urban County and Stanislaus HOME Consortium are required by HUD to prepare a Consolidated Annual Performance and Evaluation Report (CAPER) to document progress made in accomplishing goals set forth in the Consolidated Plan and Annual Action Plan; and

WHEREAS the CAPER was released for public review on August 7, 2026, allowing comments before the Stanislaus County Board of Supervisor’s hearing scheduled for September 15, 2026; and

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Riverbank does hereby adopts a Resolution of Concurrence and Support of the Community Development Block Grant Consolidated Annual Performance and Evaluation Report (CAPER) Fiscal Year 2025-2026 prepared by Stanislaus County.

PASSED AND ADOPTED by the City Council of the City of Riverbank at a regular meeting held on the 25th day of August 2026; motioned by Councilmember , seconded by Councilmember , and upon roll call was carried by the following City Council vote of :

AYES:

CC/LRA – 08/25/2026
CC Resolution 2026-

NAYS:

ABSENT:

ABSTAINED:

ATTEST: APPROVED:
________________________________ __________________________ Gabriela Hernandez, CMC Rachel Hernandez
City Clerk Mayor

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 1 FISCAL YEAR 2025-2026

STANISLAUS HOME CONSORTIUM AND

STANISLAUS URBAN COUNTY

CONSOLIDATED ANNUAL PERFORMANCE

AND EVALUATION REPORT (CAPER)
for U.S. Department of Housing and Urban
Development Entitlement Programs
August 2026
Prepared by:

Stanislaus County Planning and Community Development Department 1010 10th Street, Suite 3400
Modesto, CA 95354

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 2

STANISLAUS HOME CONSORTIUM AND STANISLAUS URBAN COUNTY

MEMBERS
Stanislaus County
Chairman Vito Chiesa
Vice Chairman Terry Withrow
Supervisor Buck Condit
Supervisor Mani Grewal
Supervisor Channce Condit
City of Ceres
Mayor Javier Lopez
Vice Mayor Daniel A. Martinez
Councilmember James Casey
Councilmember Rosalinda L. Vierra
Councilmember Cerina Otero
City of Hughson
Mayor George Carr
Mayor Pro Tem Randy Crooker
Councilmember Julie Ann Strain
Councilmember Alan McFadon
Councilmember Susana Vasquez

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 3 Stanislaus Home Consortium and Stanislaus Urban County Members City of Newman
Mayor Casey Graham
Councilmember Scott Ball
Councilmember Shane Tomlinson
Councilmember Gisel Pimentel
Councilmember Matthew Harden
City of Oakdale
Mayor Cherilyn Bairos
Mayor Pro Tem Kayleigh Gilbert
Councilmember Jarod Pitassi
Councilmember Jeff Kettering
Councilmember Richard Murdoch
City of Patterson
Mayor Michael Clauzel
Councilmember Gabriela Hernandez
Councilmember Kendra Mora
Councilmember Carlos Roque
Councilmember (Vacant)

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 4 Stanislaus Home Consortium and Stanislaus Urban County Members City of Riverbank
Mayor Rachel Hernandez
Vice Mayor John C. Pimentel
Councilmember Luis Uribe
Councilmember Cindy Fosi
Councilmember Stacy Call
City of Waterford
Mayor Charlie Goeken
Vice Mayor Jamie Hilton
Councilmember Christine Harris
Councilmember Elizabeth Talbott
Councilmember Guadalupe “Lupita” Gutierrez
City of Turlock – Only participates in Stanislaus Home Consortium Mayor Amy Bublak
Vice Mayor Rebecka Monez
Councilmember Kevin Bixel
Councilmember Cassandra Abram
Councilmember Erika Phillips

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 5

TABLE OF CONTENTS
STANISLAUS HOME CONSORTIUM AND STANISLAUS URBAN COUNTY MEMBERS 2 TABLE OF CONTENTS 5
TABLE OF FIGURES 6
INTRODUCTION 7
CR-05 – GOALS AND OUTCOMES 10
CR-10 – RACIAL AND ETHNIC COMPOSITION OF FAMILIES ASSISTED 17 CR-15 – RESOURCES AND INVESTMENTS 91.520(A) 19
CR-20 – AFFORDABLE HOUSING 91.520(B) 26
CR-25 – HOMELESS AND OTHER SPECIAL NEEDS 91.220(D, E); 91.320(D, E); 91.520(C) 30 CR-30 – PUBLIC HOUSING 91.220(H); 91.320(J) 36
CR-35–OTHER ACTIONS 91.220(J)-(K); 91.320(I)-(J) 38
CR-40 – MONITORING 91.220 AND 91.230 44
CR-45 – CDBG 91.520(C) 49
CR-50 – HOME 24 91.520 (d) 50
CR-58 – SECTION 3 51
CR-60 – ESG 91.520(G) (ESG RECIPIENTS ONLY) 54
CR-65 – PERSONS ASSISTED 59
CR-70 – ESG 91.520(G) - ASSISTANCE PROVIDED AND OUTCOMES 63

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 6

TABLE OF FIGURES
Table 1 Urban County Allocations 8
Table 2 HOME Consortium Allocation 8
Table 3 CDBG CARES Act Allocations 9
Table 4 Consolidated Plan Goals 9
Table 5 Consolidated Plan Goals Funding Source 12
Table 6 Goals Accomplishments - Strategic Plan and Program Year 1 13 Table 7 Community Emergency Response Goal Accomplishments 14 Table 8 Urban County Members Infrastructure Projects 16 Table 9 Assistance to Racial and Ethnic Populations by Source of Funds 17 Table 10 CARES Program Assistance to Racial and Ethnic Populations 17 Table 11 Resources Made Available 19
Table 12 Identify the Geographic Distribution and Location of Investments 20 Table 13 Fiscal Year Summary - HOME Match Report 23
Table 14 HOME Match Contribution Sources for the Federal Fiscal Year 23 Table 15 HOME Program Income 24
Table 16 Minority Business and Women Business Enterprises 24 Table 17 Minority Owners of Rental Property 25
Table 18 Relocation and Real Property Acquisition 25
Table 19 Affordable Housing Number of Households 26
Table 20 Rental Assistance Number of Households Supported 27 Table 21 Number of Persons Served 29
Table 22 Total Labor Hours 51
Table 23 Qualitative Efforts - Number of Activities by Program 51 Table 24 Household Information for Homeless Prevention Activities 59 Table 25 Household Information for Rapid Re-Housing Activities 59 Table 26 Shelter Information 60
Table 27 Household Information for Street Outreach 60
Table 28 Household Information for Persons Served with ESG 61 Table 29 Age Information 61
Table 30 Special Population Served 62
Table 31 Shelter Capacity 63

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 7

INTRODUCTION
The 2025-2026 Consolidated Annual Performance and Evaluation Report (CAPER) constitutes the first reporting period (Fiscal Year covering the period of July 1, 2025, through June 30, 2026) of the Five-Year Consolidated Plan. Stanislaus County, in partnership with the cities of: Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford form the Stanislaus Urban County (hereafter “Urban County”) for purposes of receiving U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG) and Emergency Solutions Grants (ESG) program funds. The Urban County, in partnership with the City of Turlock forms the Stanislaus HOME Consortium (hereafter “HOME Consortium”) for purposes of receiving HUD HOME Investment Partnerships (HOME) funding. Stanislaus County serves as lead entity for both the HOME Consortium and the Urban County.

HUD requires the HOME Consortium and Urban County to prepare and adopt a five-year Consolidated Plan (Con Plan) and Annual Action Plans to inform HUD on how the allocated grant funds will be used. At the end of each fiscal year (FY), HUD requires this annual CAPER to report the progress made in accomplishing the goals set forth in the Con Plan, also referred to as a Strategic Plan, and Annual Action Plan (AAP). As a recipient of Neighborhood Stabilization Program (NSP) funding in prior FYs, the Urban County reports on NSP program income funds still programmed for use. The projects and activities outlined within this CAPER were administered and overseen by the County’s Department of Planning and Community Development.

PROGRAM YEAR 1 – CONSOLIDATED PLAN 2025-2029
In FY 2025-2026, the HOME Consortium and Urban County continued focusing on effectively administering and implementing CDBG, ESG, HOME, and NSP programs. CDBG funding continued to support public infrastructure improvements throughout the Urban County, with projects progressing through environmental review, design, engineering, procurement, and construction. CDBG Public Service funding assisted nonprofit agencies in providing fair housing, homelessness prevention, youth services, food assistance, senior services, and other essential community programs benefiting vulnerable populations. ESG funding continued to support emergency shelter operations, rapid rehousing, homeless prevention, and supportive services through local nonprofit agencies. These programs emphasized a Housing First approach, helping individuals and families experiencing homelessness quickly access safe shelter, stabilize their housing situations, and transition toward permanent housing. During the upcoming FY, the County anticipates completing the closeout of the NSP grant. Upon HUD approval of the closeout, any remaining NSP program income and other

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 8 eligible funds will be transferred to the CDBG program in accordance with HUD requirements, allowing the County to continue investing these resources in eligible community development activities that benefit low- and moderate-income residents.

The annual HUD Entitlement program funding allocated to the Urban County in FY 2025-2026 were:

Table 1 Urban County Allocations
Program Allocation
CDBG $2,302,867.00
ESG $202,582.00
Total $2,505,449.00
The annual HUD Entitlement program funding allocated to the HOME Consortium in FY 2025-2026 was:

Table 2 HOME Consortium Allocation
Program Allocation
HOME $1,234,276.61
FY 2025-2026 marked the third year of the HOME Consortium. During the program year, the County continued to build the foundation of the Consortium by working towards implementing HOME-funded rental housing development projects, developing a Consortium-wide Housing Rehabilitation program and strengthening administrative processes to ensure long-term program compliance and successful project delivery.

The County completed a Request for Proposals (RFP) process to award HOME funds to affordable rental housing developments that will increase the supply of rental housing units within the Consortium service area. Staff also continued development of the Housing Rehabilitation Program, including the addition of assistance for accessory dwelling units (ADUs), by developing program policies, agreements, and administrative procedures necessary to launch the program.

In addition, the County continued coordinating with the City of Turlock regarding the transition from the former HOME Consortium, including discussions related to unallocated HOME funds and HOME program income administered by the City. The County also worked with consultants, environmental review specialists, legal counsel, and project partners to complete environmental reviews, underwriting, agreement development, and other pre-development activities necessary to advance HOME-assisted projects toward implementation.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 9 These efforts have positioned the Consortium to expand affordable housing opportunities and continue meeting the housing needs of low- and moderate-income residents throughout Stanislaus County and the participating jurisdictions.

In addition to the funding listed above, the CAPER also reports on the use of HUD CDBG Coronavirus Aid, Relief, and Economic Security (CARES) Act funding awarded to the Urban County in FYs 2019-2020 and 2020-2021, with an expenditure deadline of June 30, 2026. The CARES Act identified additional funding for the CDBG program to prevent, prepare for, and respond to the community impacts of the COVID-19 pandemic.

HUD’s distribution plan for CDBG CARES Act funding included multiple rounds: an initial round (CV1) that allowed for quick access to funding necessary to address the immediate crisis resulting from the pandemic and funding rounds two and three, CV2 and CV3, that supported post-pandemic community recovery. The Urban County did not receive CV2 funding. The following are the amounts that the Urban County was awarded for CDBG CV1 and CDBG CV3 funding:

Table 3 CDBG CARES Act Allocations
Program Allocation
CDBG Round One (CV1) Allocation: $1,358,994.00
CDBG Round Three (CV3) Allocation: $1,432,755.00
Total $2,791,749.00
CDBG, ESG, NSP, and HOME funds are designed to primarily serve the low-income community as defined by the Area Median Income (AMI) limits per program for Stanislaus County as determined by HUD. Funds are used by the HOME Consortium and Urban County to meet the following goals of the Con Plan:

Table 4 Consolidated Plan Goals
Goal Number Goal Description
One Support affordable housing and promote accessible housing options Two Work to address, prevent and mitigate homelessness
Three Improve infrastructure and public facilities
Four Provide essential public services
Five Administration
In FY 2025-2026, the HOME Consortium and Urban County continued to collaborate with the Stanislaus Community System of Care (CSOC), the local federally recognized Continuum of Care (CoC), on homeless services and programs. A CoC is an integrated system of care that guides and

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 10 tracks homeless individuals and households through a comprehensive array of housing and services designed to prevent and end homelessness. Services supported with ESG funding are brought to the local CoC for feedback and to ensure coordination with countywide efforts to address homelessness.

The County’s Department of Planning and Community Development has also served as the Administrative Entity for the local CoC for state ESG (CA-ESG) since 2017. The department works with the CoC to identify service needs and allocates the CA-ESG funding through its annual grant application process. Over the last few years, the local CoC area has received approximately $350,000 annually in CA-ESG funding.

This CAPER addresses a series of questions and answers in relation to specific program funding received by the HOME Consortium and Urban County. The information provided in the CAPER is limited to the specific questions that HUD requires of Stanislaus County, as the lead entity, and does not address any other federal or state funding received by the members of the HOME Consortium and Urban County. The CAPER is submitted through HUD’s Integrated Disbursement and Information System (IDIS) which limits the length of responses to each question.

CR-05 – GOALS AND OUTCOMES

PROGRESS THE JURISDICTION HAS MADE IN CARRYING OUT ITS STRATEGIC PLAN AND ITS ACTION PLAN. 91.520(A)
This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

The priorities identified in the Con Plan are to improve public infrastructure and facilities, support affordable housing and promote accessible housing options, provide essential public services, and work to address, prevent and mitigate homelessness. In many neighborhoods and communities throughout the planning area, public infrastructure (sewer, curb, gutter, sidewalk, storm drainage, etc.) is minimal or non-existent, causing this to be a high priority need. All of the Urban County members utilize CDBG funds for infrastructure improvement projects in an effort to improve the quality of life for residents in and around the project areas.

Through the CDBG Public Services Grant (CDBG-PSG) program, the Urban County set aside approximately 15% of its annual CDBG allocation for programs that provide services to low to moderate-income households (families or individuals). A total of $345,430 in funding was awarded to six (6) public service programs to carry-out a number of needed services that included assistance to the homeless and those at risk of becoming homeless. Approximately 1,211 individuals received

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 11 some form of service, from CDBG-PSG funded programs ranging from meals and shelter for lowincome households to emergency food assistance.

Through the HOME Program, the HOME Consortium continued implementing its third program year as the newly established lead entity. During FY 2025-2026, the HOME Consortium focused on administering the annual HOME allocation, coordinating with participating jurisdictions, developing and implementing program policies and procedures, and advancing affordable housing activities.

Efforts included the development of a new Housing Rehabilitation Program to include assistance for the rehabilitation of ADUs, project environmental reviews and project pre-development activities, and coordination with affordable housing developers to facilitate future HOME-assisted housing opportunities.

Throughout FY 2025-2026, the Urban County and the local CoC worked together on strengthening efforts to address and collaborate on homeless issues. Those efforts included working with the CoC and other entitlement jurisdictions to:
• Oversee and monitor programs for federal compliance
• Support the Coordinated Entry System (CES)
• Support the Homeless Management Information System (HMIS) • Update local CES policies and procedures
CDBG CV1 and CDBG CV3 funding were awarded in prior years through a competitive grant application process. A total of twelve (12) programs provided by eight (8) service providers were funded CDBG CV funds. During FY 2025-2026, a total of 127 individuals were assisted by these CDBG CV funded programs.
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 12

COMPARISON OF THE PROPOSED VERSUS ACTUAL OUTCOMES FOR EACH OUTCOME

MEASURE SUBMITTED WITH THE CONSOLIDATED PLAN AND EXPLAIN, IF APPLICABLE, WHY PROGRESS WAS NOT MADE TOWARD MEETING GOALS AND OBJECTIVES. 91.520(G) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Table 5 Consolidated Plan Goals Funding Source
Goal Number Program Category Funding Source
One Affordable Housing HOME: $1,110,849.61
NSP1: $289,982.42
NSP3: $612,944.97
Two Homeless ESG: $187,389
Three Non-Housing Community Development CDBG: $1,461,864 Four Homeless and Non-Homeless Special
Needs
CDBG Public Services: $345,430
Five Other-Administration CDBG: $435,573
ESG: $15,193
HOME: $123,427
CDBG CV1: $68,805.73
CDBG CV3: $286,551
NSP1: $32,220.26
NSP3: $68,104.99
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 13 Table 6 Goals Accomplishments - Strategic Plan and Program Year 1 Goal Indicator Units
Measure
Expected Actual Percent
Complete
Strategic Plan
One Housing Units 60 40 0 0%
Two Other Other 1,700 2,538 149%
Three Infrastructure Activities
Households
Assisted 2,500 1,427 57%
Four Public service activities other
than Low/Moderate- Income
Housing Benefit
Persons
Assisted 6,000 13,664 227%
Five Not Applicable
Program Year 1
One Housing Units 60 10 0 0%
Two Other Other 350 223 64%
Three Infrastructure Activities
Households
Assisted 500 250 50%
Four Public service activities other
than Low/Moderate- Income
Housing Benefit
Persons
Assisted 1,200 1,211 101%
Five Not Applicable
The Community Emergency Response Program goal was established under the FY 2020–2024 Consolidated Plan. Outcomes continue to be reported in this CAPER because CDBG-CV funding remained active through June 30, 2026, which falls within the FY 2025–2026 CAPER reporting period.
[Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 14 Table 7 Community Emergency Response Goal Accomplishments Indicator Units Measure Expected Actual Percent
Complete
Strategic Plan
Rapid Re-Housing Households Assisted 385 35 9%
Homeless Persons
Overnight Shelter
Persons Assisted 970 1,851 190%
Homeless Prevention Persons Assisted 900 88 9.7%
Other Other 4,361 6,290 144%
Program Year 1
Rapid Re-Housing Households Assisted 10 0 0%
Homeless Persons
Overnight Shelter
Persons Assisted 300 66 22%
Homeless Prevention Persons Assisted 10 38 380%
Other Other 500 23 4.6%
Emergency Assistance Funding Source: CDBG CV1 $168,962 and CDBG CV3 $446,281.38 ASSESS HOW THE JURISDICTION’S USE OF FUNDS, PARTICULARLY CDBG, ADDRESSES

THE PRIORITIES AND SPECIFIC OBJECTIVES IDENTIFIED IN THE PLAN, GIVING SPECIAL ATTENTION TO THE HIGHEST PRIORITY ACTIVITIES IDENTIFIED.

The Con Plan identifies public infrastructure and facility improvements, affordable housing, public services, and homeless services, as the high priority needs. Consistent with these priorities, the following activities were undertaken:
• Continued with the design, engineering, and construction of various public infrastructure projects contributing to the improvement of neighborhoods throughout the Urban County. • Continued to fund public service programs through a competitive grant process to assist nonprofits that aid low- and moderate-income persons in need of services (i.e., food, shelter, and youth services).
• Continued to oversee CDBG CV awarded grants, to nonprofits, that were offered through a competitive process to assist the community to prepare, prevent, and protect its residents, service providers, and businesses from the impact of COVID-19. • Continued development of a Consortium-wide Housing Rehabilitation Program, including assistance for Accessory Dwelling Units (ADUs).

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 15 • Development of program policies and procedures, coordinating environmental review and underwriting activities, and working with legal counsel and consultants to establish the administrative framework necessary for long-term program implementation of the HOME program.

The following expenditures of public services program funding occurred during the FY:

CDBG-PSG Program Funded Service Providers (Fiscal Year 2025-2026) Court Appointed Special Advocates of Stanislaus County – Direct Services Project $35,543 Center for Human Services – Economic and Mobility Program $35,543 Children’s Crisis Center of Stanislaus County – Guardian House $35,543 Children’s Crisis Center of Stanislaus County – Marsha’s and Verda’s House $35,543 Healthy Alternatives to Violent Environments – Legal Program $30,543 We Care Program – Turlock – Substance Abuse-Counseling Program $172,715 2024 ESG Program Funded Service Providers
Center for Human Services – Youth Low Barrier Shelter Program $77,042 Healthy Alternatives to Violent Environments – Haven Emergency Shelter Program $26,830 Turning Point Community Programs – Rapid Re-Housing Program $85,962 2025 ESG Program Funded Service Providers
Center for Human Services – Youth Low Barrier Shelter Program $30,456 Healthy Alternatives to Violent Environments – Haven Emergency Shelter Program $75,900 We Care Program – Turlock – Rapid Re-Housing Program $81,033 CDBG CV1 Program Funded Service Providers
Cambridge Academies – Enterprise Connection Program $201,731.50 Center for Human Services – Family Resource Center Concrete Support $201,731.50 Children’s Crisis Center – CDBG CARES Program $170,691.50 Family Promise of Greater Modesto – Rent/Utility Assistance Program $201,731.50 The Salvation Army Modesto Red Shield – Feed the Need Program $201,731.50 United Samaritans Foundation – Employee Hazard Pay $109,578.50

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 16 CDBG CV3 Program Funded Service Providers
Cambridge Academies – HOST House Shelter Program $200,000 Cambridge Academies – Naomi’s House Shelter Program $200,000 Center for Human Services – Family Resource Center Concrete Support $200,000 Community Housing and Shelter Services – Rental Assistance Program $180,000 Healthy Alternatives to Violent Environments – Haven Emergency Shelter Program $166,204 The Salvation Army Modesto Red Shield – Feed the Need Program $200,000 The competitive grant review process utilized a Grant Review Panel made up of representatives from each of the Urban County’s members and the CSOC to ensure progress towards meeting the Con Plan’s priorities and addressing community needs.

As the Urban County’s lead entity, county staff administratively supported all of the Urban County members on their paths towards meeting the goals in the Con Plan. The following were the projects that the Urban County Members undertook during FY 2025-2026.

Table 8 Urban County Members Infrastructure Projects
Urban County Member Project
Stanislaus County West Modesto Infrastructure Improvements City of Ceres Morrow Village Phase III Improvements
City of Hughson 2nd Street Improvements Infrastructure
7th Street Improvements Infrastructure
City of Newman Steffensen-Sunshine Area Infrastructure
City of Oakdale Southwest Downtown Safe Routes to School Improvements North Fifth-South Sixth Improvements
City of Patterson Washburn Infrastructure Improvements Project, 6B E Street Waterline Replacement and 9th Street Improvements
City of Riverbank Water and Sewer Line- High Street/Riverside Drive Project and Pioneer Park ADA Improvements
City of Waterford G Street Pedestrian Infrastructure Improvements [Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 17 CR-10 – RACIAL AND ETHNIC COMPOSITION OF FAMILIES ASSISTED

DESCRIBE THE FAMILIES ASSISTED (INCLUDING THE RACIAL AND ETHNIC STATUS OF FAMILIES ASSISTED). 91.520(A)
Table 9 Assistance to Racial and Ethnic Populations by Source of Funds Race/Ethnicity CDBG % CDBG ESG % ESG HOME % HOME
White 988 81.59% 76 34.08% 0
Black or African American 65 5.37% 21 9.42% 0
Asian 24 1.98% 2 0.90% 0
American Indian or American Native 16 1.32% 1 0.45% 0
Native Hawaiian or Other Pacific Islander 17 1.40% 4 1.79% 0 Other 101 8.34% 119 53.36% 0
Refused to Answer 0 0.00% 0 0.00% 0
Total 1,211 100% 223 100% 0
Hispanic 722 59.62% 69 30.94% 0
Not Hispanic 489 40.38% 154 69.06% 0
Table 10 CARES Program Assistance to Racial and Ethnic Populations Race/Ethnicity CDBG CV Percent
White 96 75.59%
Black or African American 8 6.30%
Asian 9 7.09%
American Indian or American Native 2 1.57%
Native Hawaiian or Other Pacific Islander 1 0.79%
Other 11 8.66%
Refused to Answer 0 0.00%
Total 127 100%
Hispanic 97 76.38%
Not Hispanic 30 23.62%
Narrative
The Urban County and HOME Consortium identify priority community needs through its Consolidated Plan and fund programs that provide services to eligible individuals and households. Tables 9 and 10 above reflect the CDBG-PSG, ESG, and CDBG CV programs administered during FY 2025-2026 and is auto-generated by the HUD CAPER template reflecting demographic information provided by participants and recorded in the HUD Integrated Disbursement and Information System (IDIS) reporting system.

The HOME Program is not reflected in the accomplishment tables above because no HOME-funded housing projects were completed or occupied during FY 2025-2026. During the program year, the

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 18 HOME Consortium continued implementing its affordable housing programs through project underwriting, environmental review, agreement development, and coordination with housing developers and participating jurisdictions. These activities are necessary pre-development and administrative steps that will support the construction, rehabilitation, and preservation of affordable housing units in future program years. As HOME-funded projects move into construction and occupancy, beneficiary data will be reported through HUD's IDIS and reflected in future CAPERs.

CDBG-PSG funds were used by several nonprofits that addressed the needs of special populations in the Urban County. Of the total 1,211 individuals assisted, approximately 78 individuals with disabilities were assisted, 154 were assisted with emergency food, 216 received emergency shelter services, and 162 were assisted with utility assistance. Among the total assisted individuals, there were 98 female head of households, 54 veterans, 111 seniors, 91 domestic violence victims, and 216 homeless. Of those assisted, 12 were provided with homeless prevention services, and 821 were provided case management.

ESG funds were used by several nonprofits that assisted homeless persons and families, both the individuals and families experiencing chronic homelessness and those experiencing temporary homelessness, make a transition to permanent housing and independent living. While enrolled in these programs, case managers worked with each household to set goals and work on a housing action plan in order to identify and connect with any services needed such as: Temporary Assistance for Needy Families (TANF), food stamps, Veteran’s benefits, future employment opportunities, etc.

ESG-funded Rapid Re-Housing activities assisted eight individuals in obtaining permanent housing, and all eight remained stably housed at the end of the FY.

ESG funds were also used to provide emergency shelter to homeless individuals and households.

Participants who demonstrated progress motivation toward self-sufficiency received extended case management in conjunction with rapid re-housing assistance funds to assist in obtaining employment and permanent housing. Shelter service providers assisted 16 individuals to obtain housing this last FY. The ESG-funded programs assisted a total of 223 individuals throughout the FY. [Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 19 CR-15 – RESOURCES AND INVESTMENTS 91.520(A)
IDENTIFY THE RESOURCES MADE AVAILABLE.

Table 11 Resources Made Available
Source of Funds Resources Made Available Amount Expended During Program Year 2025 CDBG $6,635,087 $3,296,426
ESG $202,582 $104,729
HOME $4,023,750 $32,712
Narrative
The annual entitlement CDBG, HOME, and ESG in the amounts identified in Table 11– Resources Made Available, continued to provide critical resources for public infrastructure improvements, public services, and affordable housing activities. Collectively, CDBG and ESG funding assisted the Urban County in addressing infrastructure needs and to provide services to the community’s most vulnerable residents. Whenever possible, Urban County members leveraged CDBG funds with local, state, and other federal funding sources to maximize community investment and expand the impact of HUD-funded activities. Although HOME program expenditures during FY 2025-2026 were limited to eligible administrative and pre-development activities, no HOME-funded housing units were completed during the reporting period. Consequently, there were no HOME match contributions or leveraged project funding to report for completed housing activities. [ Space below intentionally left blank. ]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 20

IDENTIFY THE GEOGRAPHIC DISTRIBUTION AND LOCATION OF INVESTMENTS Table 12 Identify the Geographic Distribution and Location of Investments Target Area
Planned % of
Allocation
Actual % of
Allocation Description
Ceres 16 16
Infrastructure, Public Services, and
Community Development
Newman 9 9
Infrastructure, Public Services, and
Community Development
Oakdale 10 10
Infrastructure, Public Services, and
Community Development
Patterson 11 11
Infrastructure, Public Services, and
Community Development
Riverbank 9 9
Infrastructure, Public Services, and
Community Development
Stanislaus Urban County 20 20
Infrastructure, Public Services,
Community Development, and
Administration
Unincorporated Stanislaus
County
8 8
Infrastructure, Public Services, and
Community Development
Waterford 9 9
Infrastructure, Public Services, and
Community Development
Hughson 8 8 Infrastructure, Public Services, and
Community Development
Turlock N/A N/A Affordable Housing and Services

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 21 Narrative
CDBG funding is allocated among all the Urban County’s members based on a population and poverty formula, along with an equitable amount of funding for administration. Stanislaus County, as lead entity, receives a greater percentage of funding for administration. Each member sets their own priority for public infrastructure projects. In many neighborhoods and communities within the Urban County’s planning area, public infrastructure is minimal or non-existent, making infrastructure improvements one of the highest community priorities identified in the Consolidated Plan.

Infrastructure such as sewer, water, curb, gutter, sidewalk, and storm drainage are typical development standards in newer neighborhoods but are non-existent or antiquated in older neighborhoods. The Urban County members each use the majority of their annual CDBG entitlement funds for infrastructure improvement-related projects. CDBG-PSG and ESG funding are made available for use throughout the entire Urban County planning area. CDBG funding also supports fair housing services throughout the Urban County.

HOME funding is allocated among all the HOME Consortium members based on a population and poverty formula for activities. All members are given the opportunity to propose projects using their HOME allocation, with a requirement that funding for the project(s) must be encumbered for use within six months of the beginning of each FY. Unencumbered funds are utilized by Stanislaus County, as lead entity, in delivery of eligible housing programs and projects. As needed, programs and projects will be developed through the release of a request for proposal (RFP) for general affordable housing projects for the entire HOME Consortium. The County will maintain an ongoing list of projects, developed from RFPs (released to developers, realtors, and with others interested in participating in affordable housing development) seeking funding for projects. The project list will be prioritized based on community need, project feasibility (i.e., funding, entitlements, design stage, etc.), and time frame for full implementation.

During FY 2025-2026, no HOME-funded housing projects were under construction or completed; therefore, no geographic investment percentages are reported for HOME activities during this FY.

While the City of Turlock is not a member of the Urban County and does not receive CDBG funds through the Urban County allocation, it is a participating member of the HOME Consortium and is therefore included for HOME planning purposes. Because HOME-funded projects had not yet advanced to implementation during the reporting period, there were no HOME direct project expenditures or beneficiary data to attribute to individual Consortium jurisdictions. Geographic

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 22 distribution of HOME investments will be reflected in future CAPERs as HOME-assisted projects proceed to construction, rehabilitation, and occupancy.

LEVERAGING
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

Leveraging Resources
CDBG and ESG activities leveraged $5,089,650 and $1,254,986 respectively to support service delivery. The sources of leveraged funding included: private donations, other local funding, program income, and in-kind donations. Although matching funds were not required for CDBG-funded public service providers, awarded agencies were required to report leveraged resources, including private donations, local funding, program income, and in-kind contributions. [ Space below intentionally left blank. ]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 23 No HOME-funded housing projects were completed during the reporting period. Therefore, the HOME tables related to match, program income, MBE/WBE participation, minority owners, and relocation reflect zero activity for FY 2025-2026.

Table 13 Fiscal Year Summary - HOME Match Report
Excess match from prior Federal fiscal year $0
Match contributed during current Federal fiscal year $0 Total match available for current Federal fiscal year (Line 1 plus Line 2) $0 Match Liability for current Federal fiscal year $0
Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $0 Table 14 HOME Match Contribution Sources for the Federal Fiscal Year Project No. or Other ID N/A
Date of Contribution N/A
Cash (non-Federal sources) N/A
Foregone Taxes, Fees, Charges N/A
Appraised Land/Real Property N/A
Required Infrastructure N/A
Site Preparation, Construction Materials, Donated Labor N/A Bond Financing N/A
Total Match N/A
[Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 24 Table 15 HOME Program Income
Balance on hand
at beginning of
reporting period
Amount
received during
reporting period
Total amount
expended
during reporting
period
Amount
expended for
TBRA
Balance on hand
at end of
reporting period
N/A
Table 16 Minority Business and Women Business Enterprises Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White
NonHispanic
Alaskan Native or
American Indian
Asian or
Pacific
Islander
Black
NonHispanic
Hispanic
Contracts N/A
Number
Dollar Amount
Sub-Contracts
Dollar Amount
Sub-Contracts
Total Women Business
Enterprises (WBE)
Male
Contracts N/A
Number
Dollar Amount
Sub-Contracts
Number
Dollar Amount
[Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 25 Table 17 Minority Owners of Rental Property
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White NonAlaskan Hispanic Native or
American
Indian
Asian or
Pacific
Islander
Black NonHispanicHispanic
Number N/A
Dollar
Amount N/A
Table 18 Relocation and Real Property Acquisition
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0
Businesses Displaced 0
Nonprofit Organizations Displaced 0
Households Temporarily Relocated, not Displaced 0
Households
Displaced
Total Minority Property Enterprises White NonAlaskan Hispanic Native or
American
Indian
Asian or
Pacific
Islander
Black NonHispanicHispanic
Number N/A
Cost N/A
[Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 26

MATCHING
Under the ESG program (federal and state), 50% of the costs related to the projects are reimbursed and the remainder of the costs paid by non-ESG match funding sources (i.e., local unrestricted donations). In this manner, the subrecipient in turn commits their dollar-to-dollar match by paying the remainder of the expenses from non-ESG sources.

The HOME Program requires that a contribution or match of no less than 25 cents for each dollar of HOME funds be spent on affordable housing. HOME housing development projects selected through an RFP process will be subject to meeting the match requirement. For this reporting period funding was awarded, however, there were no housing activity funds expended.

CR-20 – AFFORDABLE HOUSING 91.520(B)
EVALUATION OF THE JURISDICTION’S PROGRESS IN PROVIDING AFFORDABLE HOUSING,

INCLUDING THE NUMBER AND TYPES OF FAMILIES SERVED, THE NUMBER OF EXTREMELY

LOW-INCOME, LOW-INCOME, MODERATE-INCOME, AND MIDDLE-INCOME PERSONS SERVED.

Table 19 Affordable Housing Number of Households
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units
0 0
Number of Non-Homeless households to
be provided affordable housing units
5 0
Number of Special-Needs households to
be provided affordable housing units
0 0
Total 5 0
[Space below intentionally left blank.]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 27 Table 20 Rental Assistance Number of Households Supported One-Year Goal Actual
Number of households supported through
Rental Assistance
0 0
Number of households supported through
The Production of New Units
0 0
Number of households supported through
Rehab of Existing Units
5 0
Number of households supported through
Acquisition of Existing Units
0 0
Total 5 0

DISCUSS THE DIFFERENCE BETWEEN GOALS AND OUTCOMES AND PROBLEMS ENCOUNTERED IN MEETING THESE GOALS.

Several housing goals established in the FY 2025-2026 Annual Action Plan remain in progress due to the nature of affordable housing development and housing rehabilitation activities. Affordable housing projects often require multiple years to complete because they involve environmental review, project underwriting, financing commitments, design, permitting, procurement, construction, and ongoing compliance activities.

During the program year, the County continued progress on affordable housing goal by awarding HOME and PLHA funds to eligible affordable housing projects, completing environmental review activities, coordinating with project sponsors, and working toward the implementation of the Housing Rehabilitation, that will include assistance for the rehabilitation ADUs. While these activities did not immediately result in completed housing units during the reporting period, they represent significant progress toward achieving the housing goals identified in the Consolidated Plan.

The County began efforts to restructure its Housing Rehabilitation Program to serve the entire HOME Consortium. The restructure includes an update to program Policies and Procedures and a focused target of bringing unpermitted accessory dwelling units into compliance with all applicable building codes. The County anticipates launching a restructured program during the next program year.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 28 DISCUSS HOW THESE OUTCOMES WILL IMPACT FUTURE ANNUAL ACTION PLANS.

The actions undertaken during FY 2025-2026 to advance the affordable housing goal will continue to shape future Annual Action Plans by reaffirming the need for long-term investment in affordable housing development and rehabilitation throughout the HOME Consortium area. During the program year, the County focused on advancing affordable housing through funding projects, environmental review activities, program development, and coordination with housing partners. The County recognizes that affordable housing projects often require multiple years to complete due to environmental review, financing, permitting, construction, and other pre-development activities. As a result, future Annual Action Plans will continue to prioritize projects that demonstrate readiness while supporting development through the various stages of implementation.

The County will continue to leverage HOME and PLHA funding to increase and preserve the supply of affordable housing. Implementation of the Housing Rehabilitation Program, including the addition of assistance for accessory dwelling units (ADUs), is expected to expand housing rehabilitation opportunities for low- and moderate-income households while preserving the County's existing housing stock.

The County and its member jurisdictions recognize the importance of maintaining State-certified Housing Elements to remain eligible and competitive for state housing funding opportunities. As jurisdictions continue updating and implementing their Housing Elements, the County will continue coordinating with member agencies to support long-term housing planning, identify local housing needs, and seek available state and federal housing resources. Maintaining compliance with State housing requirements will remain an important component of advancing affordable housing opportunities throughout Stanislaus County.

The County will continue collaborating with the Stanislaus Regional Housing Authority (SRHA), member jurisdictions, affordable housing developers, nonprofit organizations, and other funding partners to leverage federal, state, and local resources. Although state funding opportunities have increased in recent years, the rising costs of land acquisition, construction, rehabilitation, and project development continue to present challenges in meeting the County's affordable housing needs.

Future Annual Action Plans will continue to prioritize investments that maximize available funding, leverage additional resources, and increase the production and preservation of affordable housing throughout the Urban County and HOME Consortium.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 29 INCLUDE THE NUMBER OF EXTREMELY LOW-INCOME, LOW-INCOME, AND MODERATEINCOME PERSONS SERVED BY EACH ACTIVITY, WHERE INFORMATION ON INCOME BY FAMILY SIZE IS REQUIRED TO DETERMINE THE ELIGIBILITY OF THE ACTIVITY.

Table 21 Number of Persons Served
Number of Persons
Served
CDBG Actual Percentage HOME Actual Percentage
Extremely Low-income 971 80% 0 0%
Low-income 232 19% 0 0%
Moderate-income 8 1% 0 0%
Total 1,211 100% 0 0%
Narrative
For activities requiring household income eligibility, beneficiaries were determined to be extremely low-, low-, or moderate-income according to applicable HUD regulations prior to receiving assistance.

The number of persons served within each income category is reflected in the accompanying tables above. Activities qualifying under the Low- and Moderate-Income Area Benefit (LMA) or other applicable national objectives were administered in accordance with HUD eligibility requirements and therefore did not require individual household income verification. [ Space below intentionally left blank. ]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 30 CR-25 – HOMELESS AND OTHER SPECIAL NEEDS 91.220(D, E); 91.320(D, E); 91.520(C) EVALUATE THE JURISDICTION’S PROGRESS IN MEETING ITS SPECIFIC OBJECTIVES FOR REDUCING AND ENDING HOMELESSNESS THROUGH:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The Urban County utilized Emergency Solutions Grant (ESG), Community Development Block Grant Public Service Grant (CDBG-PSG), and California Emergency Solutions Grant (CA-ESG) funding to support a coordinated approach to reducing homelessness and connecting individuals and families experiencing homelessness with housing and supportive services. Through these programs, the County funded nonprofit service providers that conducted outreach, assessed participant needs, provided emergency shelter, rapid re-housing, homelessness prevention, case management, food assistance, and referrals to mainstream resources.

All ESG-funded providers actively participate in the local Continuum of Care (CoC), helping to strengthen coordinated outreach, engagement, assessment, and referral efforts throughout Stanislaus County. The County also continued participating in CSOC planning activities to identify service gaps, improve coordination among providers, and support implementation of the Coordinated Entry System. Through Coordinated Entry, individuals experiencing homelessness are assessed using a standardized process to identify housing and supportive service needs, prioritize households with the greatest services and housing needs, and connect them with the most appropriate available resources.

During FY 2025-2026, ESG-funded providers assisted 215 individuals through emergency shelter services and helped eight (8) individuals obtain permanent housing through Rapid Re-Housing assistance. ESG-funded providers maintained participant information in the Homeless Management Information System (HMIS) or comparable database, allowing providers to coordinate services, document outcomes, and improve system-wide planning and evaluation.

In addition to federal ESG funding, the County continued serving as the Administrative Entity for CAESG funding on behalf of the local CoC. During the program year, CA-ESG funding supported emergency shelter and rapid re-housing activities that expanded access to housing and supportive services for individuals and families experiencing homelessness, including youth and survivors of domestic violence.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 31 The members of the HOME Consortium, through participation in the CoC, continue to engage in hospital discharge planning for individuals experiencing homelessness through participation in the Stanislaus County Hospital and Shelter Partners (SCHSP) meetings. Since April 2019, the Hospital Council of Northern California has coordinated SCHSP monthly meetings with representatives from local hospitals, homeless shelters, public agencies, and stakeholder groups to plan for the discharge of homeless individuals from health care facilities to comply with SB 1152. The objective has been to create a community standard of care and greater coordination among healthcare providers, shelters, and homeless service organizations.

Addressing the emergency shelter and transitional housing needs of homeless persons.

Throughout FY 2025-2026, the Urban County utilized Emergency Solutions Grant (ESG), Community Development Block Grant Public Service Grant (CDBG-PSG), and California Emergency Solutions Grant (CA-ESG) funding to address the emergency shelter needs of individuals and families experiencing homelessness. ESG-funded providers operated emergency shelters serving adults, youth, and survivors of domestic violence, while providing comprehensive case management, housing navigation, and referrals to supportive services designed to promote housing stability and permanent housing outcomes. Collectively, County's ESG-funded and CDBG-funded emergency shelters maintained 95 year-round emergency shelter beds, including 49 beds at We Care Program, 24 beds at the Center for Human Services Youth Low-Barrier Emergency Shelter, and 22 beds at HAVEN's shelter:

We Care Program – Emergency Shelter
The 49-bed shelter provided safe, temporary housing and access to essential services designed to help participants stabilize their immediate housing crisis while working toward permanent housing solutions. In addition to emergency shelter, participants received comprehensive case management, housing navigation, and referrals to mainstream resources, including healthcare, behavioral health services, employment assistance, and income support programs. Staff worked collaboratively with each participant to develop individualized housing plans focused on overcoming barriers to housing and increasing self-sufficiency. The shelter emphasized low-barrier access to services and assisted participants in identifying and securing appropriate permanent housing opportunities as quickly as possible.

Center for Human Services – Youth Low-Barrier Emergency Shelter The 24-bed shelter provided safe, temporary shelter and supportive services for youth and young adults experiencing homelessness. The shelter operated using a low-barrier approach that prioritized

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 32 immediate access to shelter while reducing barriers to services and permanent housing. Participants received individualized case management, housing navigation, life skills development, and referrals to education, employment, healthcare, behavioral health, and other supportive services. The traumainformed, client-centered program focused on helping youth achieve safe, stable, and permanent housing while building long-term self-sufficiency.

HAVEN – Emergency Shelter
The 22-bed shelter served individuals and families fleeing domestic violence, sexual assault, and human trafficking. The shelter provided 24-hour crisis intervention, safety planning, case management, legal advocacy, and supportive services. HAVEN's services focused on helping survivors achieve safety, stabilize their housing situations, and transition to permanent housing while addressing their unique safety and supportive service needs.

The HOME Consortium and Urban County have collaborated with the Stanislaus Community System of Care (CSOC), the local Continuum of Care, for more than twenty-five years to strengthen the regional homeless response system. Through this collaboration, the County works with the SRHA, the Cities of Modesto and Turlock, County departments, nonprofit organizations, healthcare providers, faith-based organizations, and other community stakeholders to coordinate emergency shelter, outreach, housing, and supportive services for individuals and families experiencing homelessness.

ESG funding supported HMIS participation to improve coordination among homeless service providers, enhance data quality, and strengthen the County's ability to evaluate program outcomes and identify community needs.

While not funded by the Urban County, the following are some of the facilities available, and efforts undertaken, during the FY to address the emergency shelter and transitional housing needs of homeless persons countywide:

Access Center Emergency Shelter (ACES)
The Access Center Emergency Shelter (ACES), located in the City of Modesto, is a 182-bed lowbarrier shelter focused on providing shelter to the most vulnerable unsheltered population by decreasing common barriers to individuals accepting shelter service, such as pets, partners, and possessions. ACES opened November 26, 2019, and is operated by the Salvation Army. Included in the bed count is a 22-bed dorm area available for those individuals experiencing homelessness that suffer from a significant mental illness. This dorm-style room reduces instances of victimization and

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 33 increases the efficacy of therapeutic intervention. The County’s Community Assessment Response and Engagement (CARE) Team is also able to use the location to provide case management and shelter to the most vulnerable unsheltered individuals. ACES has also afforded an opportunity for the most vulnerable unsheltered population to be sheltered and connected with case management services, with a strong emphasis on assisting shelter guests to become document ready for entry into the community’s coordinated entry housing continuum. Additionally, Stanislaus County Animal Services Agency partnered with ACES to create a healthy pets program. This program provides pet food, crates, and animal health services to pets residing at ACES.

Empire Cold Weather Family Shelter
The Empire Cold Weather Family Shelter, located in the community of Empire, was initiated by the County’s Community Services Agency (CSA) in November 2018 as a partnership with the SRHA.

The target population served are families who are currently being case managed in CSA Housing Support Program (HSP) unit, have used all available temporary shelter nights, are still engaged in the search for permanent housing and have been unsheltered the longest based on date of referral to the HSP program.

CSA works in partnership with Community Housing and Shelter Services (CHSS) for placement of families at the Empire Cold Weather Family Shelter and has an existing contract with CHSS to administer, arrange and facilitate temporary housing services to CalWORKs and Welfare-to-Work eligible families. CHSS also provides case management services, which include assisting and educating participants on their income, household budgets, and housing options; aiding participants in completion of housing applications and landlord outreach; and providing housing search workshops.

The Empire Migrant center consists of 90 dwelling units used for farmworker housing from April to October each year. This project allows CSA to use 22 units during the months of November through March.

Family Housing Facility (FHF)
In November 2019, CSA began leasing a motel, located in Modesto area, to operate a year-round family shelter using the model implemented at the Empire Cold Weather Family Shelter. The property has 23 units and a three (3) room office space.

CSA works in partnership with CHSS for placement at FHF. CHSS services include primary case management oversight which include: assisting participants with household budget, understanding

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 34 their income, housing options, completing housing application, landlord outreach and housing search workshops, working with families to remove barriers to self-sufficiency, and connecting families to applicable and relevant community resources.

FHF complements the seasonal Empire Cold Weather Shelter by offering continuous availability throughout the year, prioritizing families with longer-term unsheltered status or those nearing exhaustion of temporary shelter nights. Through integrated services and stable housing options, FHF reinforces the County’s homelessness prevention and support strategy.

Access Center
On February 3, 2020, the Access Center, a “hub location” for multiple homeless programs and the entry way into the shelter system, opened in the City of Modesto. The Access Center serves as a one-stop hub and physical entry point for individuals at-risk of or currently experiencing homelessness to access a wide range of co-located homelessness services including centralized homeless outreach and engagement; housing assessments and navigation; and homelessness support services and referrals. The Access Center also employs a “meet you where you are” strategy that has specialized homeless outreach workers meet individuals on the street and in homeless encampment areas and encourages individuals to connect to services.

The following partners are co-located at the Access Center: Center for Human Services; Community Housing and Shelter Services; Community Impact Central Valley; Disability Resource Agency for Independent Living; Golden Valley Health Centers; Salvation Army - Modesto; Stanislaus County (Behavioral Health and Recovery Services and Community Services Agency); Telecare Corporation; and Turning Point Community Programs.

Sierra House — City of Riverbank’s Shelter and Service Program Sierra House is a residential training and shelter program operated collaboratively by the City of Riverbank and Cambridge Academies. The City acquired the property specifically to offer a structured pathway out of homelessness for vulnerable individuals in the community. The live-in component provides General Education Development (GED) tests and life-skills training alongside case-managed support. Cambridge Academies staff oversee operations.

Adjacent to the main site, their Day-Use Facility offers essential services to Riverbank’s unhoused population, including hot showers, clean clothing, and warm meals.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 35 Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The HOME Consortium continued to actively participate in the CSOC to ensure CDBG-PSG and ESG funding aligned with countywide efforts to help low-income individuals and families to avoid becoming homeless. CSOC efforts include improving the program planning for homeless funding utilization throughout Stanislaus County and working with private hospitals to encourage the incorporation of rental assistance and case management into discharge planning. CSOC representatives actively collaborate with the County Sheriff’s Office and the Probation Department to identify services available for recently discharged parolees to help prevent homelessness among that population.

Nonprofits awarded CDBG-PSG and ESG funding are required to participate in the CSOC as part of the effort to ensure alignment with the broader community efforts to address homelessness and to allow for education opportunities on new community programs that can add value to existing programs.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

The Urban County partnered with CHSS, CHS, Turning Point Community Programs, and the We Care Program to help homeless individuals and families make a transition to permanent housing and independent living. With the use of ESG grant funds, both the chronically homeless populations and temporarily homeless households were provided the opportunity to be placed into permanent housing. While enrolled in these programs, case managers work with each household to set goals and work on a housing action plan in order to identify and connect with any needed services, such as:

Temporary Assistance for Needy Families (TANF), Food Stamps, Veteran’s Benefits, future employment opportunities, etc. Throughout the FY, ESG shelter, homeless prevention, and rapid rePage 238 of 300 OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 36 housing funds placed eight (8) homeless individuals into permanent housing. At the end of the FY, all eight (8) of those individuals were stably housed.

Center for Human Services, HAVEN and the We Care Program utilized ESG funds to provide emergency shelter to homeless individuals. Clients that showed progress toward self-sufficiency received extended case management in conjunction with rapid re-housing assistance funds to assist in the placement of job and permanent housing placement.

CR-30 – PUBLIC HOUSING 91.220(H); 91.320(J)
ACTIONS TAKEN TO ADDRESS THE NEEDS OF PUBLIC HOUSING.

In California, public housing is administered through local Public Housing Authorities (PHAs). The Stanislaus Regional Housing Authority (SRHA) continues to play a vital role in addressing housing needs throughout Stanislaus County, particularly for extremely low- and very low-income households.

As the largest provider and property manager of public housing in the County, SRHA is committed to maintaining safe, decent, and affordable housing for its residents.

According to the SRHA 2025 PHA Plan, SRHA administers 647 public housing units and 4,929 Housing Choice Vouchers throughout its service area. In addition, SRHA serves as the administrative agency for the Riverbank Housing Authority, which operates an additional 90 public housing units, including 60 units designated for seniors and 30 family units serving low-income households.

The SRHA operates an overall 1,872 housing units that include conventional public housing, affordable rental development, and specialized farm labor housing.

As of FY 2025, the SRHA’s portfolio includes:
• 647 public housing units under the Asset Management Program (AMP), located throughout the cities of Modesto, Turlock, Ceres, Oakdale, Patterson, Newman, Hughson, and Westley. • 580 farm labor and migrant worker housing units, providing safe and affordable seasonal housing in rural communities such as Empire, Westley, Patterson, and Ceres. • 550 affordable housing units managed independently or in partnership with nonprofit developers, that serve low-income individuals and families, some of which are financed through USDA or other state/federal programs.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 37 These units are managed and maintained by SRHA to HUD standards and contribute to the County’s broader affordable housing inventory. The HOME Consortium coordinates closely with SRHA to align planning, voucher administration, and other programs in support of shared housing goals.

Of 4,929 vouchers in Stanislaus County, 212 vouchers are specifically for homeless veterans (Veterans Affairs Supportive Housing [VASH] vouchers), 270 vouchers are specifically for reunifying families that are facing homelessness or living in substandard housing with children removed from the home, 380 are project-based vouchers, and 11 are project-based vouchers for a senior complex in the City of Patterson.

During the FY, SRHA’s public housing stock remained a critical component of the affordable housing landscape, particularly as the demand for deeply affordable units outpaced supply across Stanislaus County. The HOME Consortium continues to support regional collaboration and strategic planning to preserve and expand housing opportunities for vulnerable households. The SRHA and the HOME Consortium have a strong relationship and continue to work together towards furthering decent, safe, and affordable housing throughout the community.

ACTIONS TAKEN TO ENCOURAGE PUBLIC HOUSING RESIDENTS TO BECOME MORE INVOLVED IN MANAGEMENT AND PARTICIPATE IN HOMEOWNERSHIP.

SRHA encourages resident participation through its Resident Advisory Board (RAB), which is comprised of Public Housing and Housing Choice Voucher program participants. The RAB is provided the opportunity to review and comment on proposed policy and program changes, including revisions to the PHA Annual Plan and Housing Choice Voucher Administrative Plan, prior to consideration by the SRHA’s Board of Commissioners. SRHA also includes resident representation in its planning process, consistent with HUD requirements.

SRHA continues to encourage self-sufficiency and homeownership opportunities by working with HUD and other housing finance partners to develop a Lease-to-Purchase Homeownership Program for eligible public housing residents. In addition, SRHA has expanded resident engagement through online resident portals, electronic recertifications, and other process improvements that improve communication and access to housing programs and services.

ACTIONS TAKEN TO PROVIDE ASSISTANCE TO TROUBLED PHAS.

There are no PHAs operating within the HOME Consortium area that are designated as troubled or that have requested assistance.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 38 CR-35–OTHER ACTIONS 91.220(J)-(K); 91.320(I)-(J)

ACTIONS TAKEN TO REMOVE OR AMELIORATE THE NEGATIVE EFFECTS OF PUBLIC

POLICIES THAT SERVE AS BARRIERS TO AFFORDABLE HOUSING SUCH AS LAND USE

CONTROLS, TAX POLICIES AFFECTING LAND, ZONING ORDINANCES, BUILDING CODES,

FEES AND CHARGES, GROWTH LIMITATIONS, AND POLICIES AFFECTING THE RETURN ON RESIDENTIAL INVESTMENT. 91.220 (J); 91.320 (I)
The Con Plan identifies the following public policies as having the potential to negatively affect affordable housing and residential investment: shortage of affordable housing funding, climate change, environmental protection, growth management, planning and development fees, and prevailing wages. To address the potential negative effects of these policies, the members of the HOME Consortium strive to consistently review all potential barriers to affordable housing that are within their authority to address (local development standards and development review procedures); to continue to pursue and utilize available funding for mortgage assistance and housing rehabilitation; and to continue partnering with nonprofit and for-profit housing developers to promote the development of affordable and special-needs housing.

During the FY, the HOME Consortium continued to take steps to address barriers to affordable housing, even though no new construction was completed using CDBG or HOME funds. The HOME Consortium prioritized long-term planning and policy work. These zoning changes are aimed at increasing the availability of multifamily and mixed-use sites, reducing regulatory constraints, and aligning with the County’s Housing Element goals. These actions lay the groundwork for future affordable housing projects by improving the feasibility of development and attracting affordable housing developers. The HOME Consortium recognizes that public infrastructure is essential to maintaining healthy neighborhoods. Improvements to water, sewer, streets, sidewalks, drainage, and other public facilities help preserve existing housing by extending the useful life of established neighborhoods, reducing health and safety concerns, and improving accessibility. These investments also create the infrastructure capacity needed to support future housing development and infill opportunities, furthering long-term affordable housing and community development goals.

The members of the HOME Consortium continued to take steps to program state funding sources aimed at increasing the production of housing. Funding sources include PLHA is an ongoing state funding source that is based on the Urban County’s 2017 CDBG entitlement allocation. As such, the funding is targeted for use in the unincorporated areas of Stanislaus County along with cities of:

Ceres, Hughson, Newman, Oakdale, Patterson, and Waterford. The City of Riverbank joined the

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 39 Urban County in FY 2020-2021 and, as such, is eligible for PLHA funding directly from the state. The City of Turlock, although a member of the HOME Consortium, also receives its own PLHA allocation from the state. PLHA funding provides for the: acquisition/development of permanent supportive housing, development/preservation of ADUs, fiscal incentives, and multi-family rental housing.

ACTIONS TAKEN TO ADDRESS OBSTACLES TO MEETING UNDERSERVED NEEDS.

91.220(K); 91.320(J)
The Urban County continually identifies and evaluates underserved community needs through ongoing public engagement, collaboration with member jurisdictions, nonprofit agencies, CoC and other community stakeholders. The County uses information gathered through the Consolidated Planning process, public hearings, consultations with service providers, and program performance evaluations to establish funding priorities that address the greatest unmet housing and community development needs.

Community Development Block Grant Public Service Grant (CDBG-PSG) and Emergency Solutions Grant (ESG) funding are awarded through competitive application processes designed to ensure limited federal resources are directed toward programs that demonstrate community need, collaboration, measurable outcomes, and effective service delivery. Representatives from each Urban County member jurisdiction, along with the local Continuum of Care, participate in the grant review process to help ensure funding recommendations reflect countywide priorities and complement other community resources.

During FY 2025-2026, the County awarded CDBG-PSG funding to nonprofit agencies providing food assistance, emergency shelter, fair housing services, counseling, utility assistance, youth services, and other public services benefiting low- and moderate-income residents. ESG funding supported emergency shelter operations, rapid re-housing, homelessness prevention, Homeless Management Information System (HMIS) participation, and program administration, helping individuals and families experiencing homelessness or at risk of homelessness obtain shelter, housing stability, and supportive services.

Recognizing that federal resources alone are insufficient to address all identified community needs, the County continued leveraging multiple funding sources, including CDBG, ESG, HOME, PLHA, and Community Development Block Grant Coronavirus (CDBG-CV) funds, while coordinating with member jurisdictions, nonprofit organizations, housing providers, and other public agencies to maximize available resources. These collaborative efforts continue to strengthen the County's ability

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 40 to address underserved needs, expand access to housing and supportive services, and improve outcomes for low- and moderate-income residents throughout Stanislaus County.

Additional information regarding funding allocations and expenditures is provided in CR-15 – Resources and Investments.

ACTIONS TAKEN TO REDUCE LEAD-BASED PAINT HAZARDS. 91.220(K); 91.320(J) The Health Services Agency (HSA) of Stanislaus County is the lead agency for the identification, documentation, and prevention of lead poisoning in Stanislaus County. HSA works with referrals from schools and other agencies to test for lead-based paint hazards. During the FY, approximately nine (9) homes were tested and two (2) were found to have contamination. If a housing unit is found to have lead-based paint, the abatement process and consequences of living in a home that is contaminated are explained to the residents. The HOME Consortium members provide lead-based paint information to all residents that participate in the down payment assistance and/or housing rehabilitation programs. If, during a housing rehabilitation, a housing unit is found to have any leadbased paint issues, information on the dangers of lead-based paint is provided to the property owner and lead abatement is conducted as part of the rehabilitation work. Every effort is made to provide a safe and healthy housing opportunity for clients participating in HOME Consortium funded housing assistance programs. During the FY, no County HUD funded activities necessitating the need to test for lead-based paint were undertaken.

ACTIONS TAKEN TO REDUCE THE NUMBER OF POVERTY-LEVEL FAMILIES. 91.220(K);

91.320(J)
To reduce the number of persons living below the poverty level, the Urban County has continued its partnership with other local entitlement jurisdictions, agencies, and the CSOC, to provide services and resources to families in need.

The Urban County supported local nonprofit agencies through $345,430 in CDBG-PSG and $187,389 in ESG funds, which provided services that promote housing stability and self-sufficiency. Funded activities included emergency shelter, rapid re-housing, homelessness prevention, food assistance, utility assistance, fair housing services, youth services, counseling, housing navigation, and comprehensive case management. These services support individuals and families in obtaining or maintaining stable housing, reducing the likelihood of continued or recurring poverty.

In addition, funded service providers connected participants with employment resources, education and training opportunities, healthcare, behavioral health services, public benefits, and other

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 41 mainstream resources that support long-term economic stability. These coordinated efforts help reduce barriers faced by low-income households, prevent homelessness, increase housing stability, and provide pathways toward greater self-sufficiency and financial independence.

ACTIONS TAKEN TO DEVELOP INSTITUTIONAL STRUCTURE. 91.220(K); 91.320(J) The strategies identified in the Con Plan for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs are to: 1) continue to work collaboratively with service providers, housing partners, community organizations, and shelter providers to identify and address gaps in the service delivery system; and 2) continue to invest time and resources to strengthen the overall CoC system and not one particular agency or organization.

The Urban County continued its active involvement in the Stanislaus Community System of Care (CSOC), the locally recognized CoC, to enhance collaboration with homeless service providers, local jurisdictions, and the SRHA. Staff participated in regular meetings, coordinated funding strategies, and provided technical assistance to local partners to strengthen program delivery and compliance.

The County also continued developing institutional capacity by providing technical assistance, monitoring, and training to CDBG and ESG subrecipients. Program monitoring included reviewing agency referral practices, coordination among service providers, and compliance with federal requirements to help ensure participants received comprehensive services without unnecessary gaps or duplication. In addition, the County conducted program workshops and provided ongoing guidance to strengthen nonprofit capacity in areas such as program administration, eligibility determination, recordkeeping, reporting requirements, and Homeless Management Information System (HMIS) participation.

The CSOC is a dedicated network of service providers, consumers, and government agencies that work collaboratively to identify where gaps exist and how they can be best addressed. The CSOC continues working to improve coordination among service providers and to further enhance the Coordinated Entry System (CES). The main goal of the CES is to assist service providers with tracking and responding to the needs of individuals that seek services.

ACTIONS TAKEN TO ENHANCE COORDINATION BETWEEN PUBLIC AND PRIVATE HOUSING AND SOCIAL SERVICE AGENCIES. 91.220(K); 91.320(J)
Stanislaus County maintained coordination with the SRHA and other housing and service providers to support the planning of future affordable housing developments. The HOME Consortium also

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 42 collaborated with local jurisdictions and community-based organizations on fair housing outreach, housing referrals, and funding alignment.

The HOME Consortium recognizes it cannot work alone in achieving the housing goals outlined in the Con Plan. Therefore, the HOME Consortium participates with and coordinates with the following collaboratives and public housing agency in order to better serve and coordinate the needs of the community:

Turlock Community Collaborative
This collaborative was formed to deal with homeless issues facing the Turlock community. The group is comprised of concerned community members, faith-based groups, and government agencies working together to deal with issues concerning the homeless and the community. County staff regularly attends and presents to the group on CDBG, ESG and HOME programs throughout the year.

Stanislaus Community System of Care (CSOC)
The CSOC, the locally recognized CoC, is a collaborative comprised of local government agencies, shelter providers, housing and housing counseling services providers, faith-based organizations, and over a dozen housing and supportive service providers. The Stanislaus County’s Community Services Agency (CSA), serving as the Collaborative Applicant (CA), assists the CSOC to coordinate with service providers, law enforcement, and community members to conduct the County’s annual Homeless Point in Time (PIT) Count. The HOME Consortium members participate in efforts to improve the functionality of the CSOC’s HMIS, including the CES component, and to update the CES policies and procedures. FY efforts have also included working with the CSOC’s CA on the operations of the HMIS in order to meet HUD’s mandate that all ESG program participants are part of and actively entering pertinent universal data elements into the HMIS.

Stanislaus Regional Housing Authority (SRHA)
The SRHA and the HOME Consortium have a strong relationship and continue to work towards furthering decent, safe, and affordable housing throughout the County. The SRHA serves as the administrator for housing rehabilitation and Emergency Sewer Lateral Connection programs for the County. The SRHA also serves on several housing and community development related committees alongside HOME Consortium members.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 43

IDENTIFY ACTIONS TAKEN TO OVERCOME THE EFFECTS OF ANY IMPEDIMENTS IDENTIFIED IN THE JURISDICTION’S ANALYSIS OF IMPEDIMENTS TO FAIR HOUSING CHOICE. 91.520(A)
Project Sentinel, as the Urban County’s fair housing service provider, responded to a total of 210 calls for landlord/tenant mediation and fair housing information within the Urban County area. A total of five (5) of fair housing cases and seven (7) tenant/landlord cases were handled by the agency during the FY. Additionally, Project Sentinel fielded 151 fair housing information and service referral calls, benefiting 512 residents. The U.S. Department of Justice, through their Fair Housing Testing Program, contracts out with fair housing agencies to conduct testing separate from their service agreements with any jurisdiction. Project Sentinel conducted no fair housing tests within the Urban County in FY 2025-2026.

Additional Actions Taken to Address Obstacles to Meeting Underserved Needs As some nonprofits and community organizations may not be familiar with the HUD funding grant process, the Urban County, working collaboratively with agencies familiar with HUD processes, continued to share program and funding information with service providers and grassroots organizations throughout the community to better meet the needs of the community.

An annual Notice of Funding Availability (NOFA) was announced for the release of CDBG and ESG funds for the Public Service Grant cycle. The NOFA included an announcement of a mandatory Grant Technical Workshop and a timeline for the grant cycle. The NOFA was advertised in the local newspaper, The Modesto Bee, in English and Spanish. An e-mail was sent out to all past and current grantees and applicants that had applied in the last five (5) years. County staff also announced the NOFA at the local CSOC meeting, distributed a reminder, and e-mailed the local CSOC agencies a NOFA announcement. County staff coordinated with Urban County members to distribute the NOFA announcement to service providers working in their respective cities. It is with funds awarded through the NOFA process that the Urban County is able to provide much needed services to communities.

The annual Grant Technical Workshop provides an opportunity for questions and answers. In addition to the workshop, County staff are available via phone, in person, and by e-mail to answer questions throughout the grant application process. Once grant awards are announced, the County also requires grantees to attend a Grantee Technical Workshop prior to receiving their agreements.

In the workshop, the policies, procedures, program regulations, requirements, and obligations of the grant are explained. All grantees receive the information covered in the workshop via email.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 44 Technical assistance is ongoing to those agencies awarded funding and those agencies interested in competing for future funding. Reference, guidance, and support materials are provided upon request, and staff are available to address inquiries in person, by phone/virtually, or via email. The Urban County is constantly looking for ways to expand service provider capacity and to encourage public and private partnerships and joint ventures between nonprofit and for-profit housing developers.

CR-40 – MONITORING 91.220 AND 91.230
EVALUATE THE JURISDICTION’S PROGRESS IN MEETING ITS SPECIFIC OBJECTIVES FOR REDUCING AND ENDING HOMELESSNESS THROUGH:

Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.

During the program year, the Urban County continued to implement its monitoring plan to ensure compliance with applicable HUD regulations for CDBG and ESG programs. Monitoring was conducted using a combination of desk reviews, on-site visits (when feasible), and virtual monitoring protocols. Funding and service agreements set clear performance measures, reporting procedures, timeliness, and budgets against which goals are measured. County staff regularly monitors compliance with contracting requirements and performance goals through the implementation and review of quarterly performance reports, reimbursement requests and desk and on-site monitoring.

When necessary, County staff provided technical assistance to improve reporting and performance.

ESG financial and program files are reviewed to ensure compliance with 24 CFR Part 576, particularly around participant eligibility, habitability standards, and allowable costs. County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, RFF forms and budget printouts, which identify the total funds used/requested by each grantee during that reporting period.

ESG funded agencies are provided with ongoing HMIS system training. As part of the ESG monitoring process, only fifty percent (50%) of the costs related to the project are reimbursed, as the remainder of the costs are paid by non-ESG match funding sources (i.e., local unrestricted donations). In this manner, the subrecipient in turn ensures that dollar-to-dollar matching requirements are satisfied by paying the remainder of the expenses from non-ESG sources.

For nonprofits awarded CDBG-PSG and ESG funds, County staff conducts an initial technical workshop to provide a comprehensive overview of the quarterly reporting, request for funds, and

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 45 monitoring processes and requirements. County staff is available to awarded agencies during regular business hours to address technical concerns and questions as they arise. Nonprofits that reach a certain performance threshold become eligible for bi-annual monitoring reviews in place of quarterly reviews.

The County uses a risk-based approach to prioritize monitoring, giving special attention to new subrecipients, high-dollar contracts, or organizations with past performance issues. Subrecipients are evaluated based on factors such as program size, type of activity, complexity, and prior audit findings.

In addition to formal monitoring, County staff provided ongoing technical assistance, conducted subrecipient trainings, responded to program questions, and assisted agencies in maintaining compliance with HUD requirements throughout the program year.

CITIZEN PARTICIPATION PLAN. 91.105(D); 91.115(D)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The following public comment period, community meeting and public hearing information provided in this section are for public notification purposes and will be updated upon CAPER approval by the Stanislaus County Board of Supervisors as part of the final CAPER submitted to HUD:

Public comment period: August 7, 2026 to August 21, 2026. Written public comments must be submitted to the Stanislaus County Planning and Community Development Department by 4:30 p.m. on Friday, August 21, 2026. Written public comments can be mailed to 1010 10th Street, Suite # 3400, Modesto, CA 95354 or emailed to [email protected].

As part of the CAPER process the following community meetings are being held:
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 46

IN-PERSON MEETINGS INFORMATION
Facilitator Date Time Location
City of Ceres August 13, 2026 5:30 p.m. Ceres Community Center 2701 4th Street
Ceres, CA
City of Hughson August 18, 2026 5:15 p.m. Hughson City Hall 7018 Pine Street
Hughson, CA
City of Newman August 19, 2026 3:00 p.m. Newman Council Chambers 938 Fresno Street 2nd Floor
Newman, CA
City of Oakdale August 14, 2026 10:00
a.m.

Oakdale Public Services Conference Room
455 S. 5th Avenue
Oakdale, CA
City of Patterson August 19, 2026 5:30 p.m. Patterson Council Chambers 1 Plaza Circle
Patterson, CA
City of Riverbank August 19, 2026 5:00 p.m. Riverbank Council Chambers 6707 3rd Street, Suite B
Riverbank, CA
Stanislaus County August 17, 2026 5:30 p.m. Basement Training Room B300 1010 10th Street
Modesto, CA
Stanislaus County August 24, 2026 12:00
noon
Basement Training Room B300
1010 10th Street
Modesto, CA
City of Turlock August 19, 2026 6:00 p.m. Turlock City Hall Yosemite Conference Room,
156 S. Broadway
Turlock, CA
City of Waterford September. 2,
2026
5:30 p.m. Waterford City Hall
101 E Street
Waterford, CA
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 47

VIRTUAL MEETINGS INFORMATION
Facilitator Date Time Access Information
City of Hughson August 18, 2026 5:15 p.m. Microsoft Teams Click join to access Hughson meeting
Meeting ID: 281 148 741 102 98
Passcode: Yi9pS6HZ
City of Oakdale August 14, 2026 10:00 a.m. Microsoft Teams Click join to access Oakdale meeting
Meeting ID: 240 679 681 001 316
Passcode: FU9nU7xV
City of Patterson August 18, 2026 5:30 p.m. Join Zoom Meeting Topic: 2025-2026 CAPER Community
Meeting
Click join to access Patterson meeting
Click here to enter meeting chat
Meeting ID: 886 7238 3750
Passcode: 745547
City of Riverbank August 19, 2026 5:00 p.m. Zoom Meeting Topic: Community Meeting
Click join to access Riverbank meeting
Webinar ID: 849 6489 3935
Join via audio:
+1 669 900 9128 U.S. (San Jose)
+1 669 444 9171 U.S.

Stanislaus County August 13, 2026 12:00 noon Microsoft Teams Click join to Stanislaus HOME Consortium -
Urban County CAPER Meeting
Meeting ID: 259 082 975 286 058
Passcode: Xc32SD2H
Dial in by phone:
+1 559-512-3189 U.S. (Fresno)
+1 888-370-6086 U.S. (Toll-free)
Phone conference ID: 952 736 118#
Details for virtual meetings are on the next page.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 48

VIRTUAL MEETINGS INFORMATION CONTINUES
Facilitator Date Time Access Information
Stanislaus County August 13, 2026 5:30 p.m. Microsoft Teams Click join to access Stanislaus HOME
Consortium-Urban County CAPER Meeting
Meeting ID: 224 990 860 916 04
Passcode: yk9mL6Gs
Dial in by phone:
+1 559-512-3189 U.S. (Fresno)
+1 888-370-6086 U.S. (Toll-free)
Phone conference ID: 513 527 069#
Stanislaus County August 15, 2026 10:00 a.m. Microsoft Teams Click join to Stanislaus HOME ConsortiumUrban County CAPER Meeting Meeting ID: 213 429 890 713 32
Passcode: Hv7vs3Ng
Dial in by phone:
+1 559-512-3189 U.S. (Fresno)
+1 888-370-6086 U.S. (Toll-free)
Phone conference ID: 509 397 352#
Community meetings for the Cities and County will be posted online at Stanislaus Community Development Services notices webpage.
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 49 A Notice of Public Hearing and Document Availability was released in accordance with the HOME Consortium and Urban County’s Citizen Participation Plan advising residents of the availability of the draft CAPER for 15-day public review period. The notice was published in both English and Spanish on August 7, 2026, in The Modesto Bee, defining the CAPER review process and how persons, agencies, and interested groups may participate; as well as instructions on how to submit written comments. As part of the public review process, the Draft CAPER notice was distributed electronically to the CSOC and to persons registered through the County’s StanAware electronic notification system. The Draft CAPER was made available for public review via the County’s Planning and Community Development Department website, and copies of the Draft CAPER were available for review at the planning departments of all the HOME Consortium members.

A public hearing will be held in accordance with the County’s Citizen Participation Plan on September 15, 2026, at 6:30 p.m., at Tenth Street Place, the County Administration Building, 1010 10th Street, Board Chambers, Modesto, CA 95354. Notice of the public hearing will also be made available by email to community members that had expressed interest in the CAPER.

CR-45 – CDBG 91.520(C)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

No changes in the Urban County's program objectives occurred.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No.
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 50 CR-50 – HOME 24 91.520 (d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations.

Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR 92.504 (d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

There were no HOME-assisted rental housing projects requiring on-site property inspections during FY 2025–2026. Although the HOME Consortium awarded HOME funding for affordable housing developments, the projects remained in the environmental review, underwriting, agreement development, and pre-construction stages and had not yet reached the point at which inspections were required under 24 CFR 92.504(d).

An assessment of the jurisdiction’s affirmative marketing actions for HOME units. 91.520 (e ) and 92.351 (a )
No HOME-assisted housing projects requiring affirmative marketing were completed or available for occupancy during the reporting period. Therefore, there were no affirmative marketing activities to assess pursuant to 24 CFR 92.351(a).

Data on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics?
Not applicable. No program income has been generated by HOME funds to date.

Other actions taken to foster and maintain affordable housing. 24 CFR 91.220 (k ) The HOME Consortium members continued with efforts to certify and/or implement their respective Housing Elements which include policies that aim to reduce regulatory barriers and encourage the construction of affordable housing units in priority areas, including unincorporated communities and areas of high need. For many of the Consortium members, efforts also included the rezoning of sites to allow for by-right housing development.

HOME Consortium continued its partnerships with the SRHA and local nonprofit developers to identify sites for new affordable housing projects and preserve existing affordable units. Coordination included discussions around leveraging federal and state funds, including HOME, ESG, and PLHA, to support site acquisition, rehabilitation, and new construction.

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 51 CR-58 – SECTION 3
TOTAL LABOR HOURS:

Table 22 Total Labor Hours

CDBG HOME ESG
Total Number of Activities 4 0 0
Total Labor Hours 23,298 0 0
Total Section 3 Hours 0 0 0
Total Targeted Section 3 Worker Hours 0 0 0
QUALITATIVE EFFORTS – NUMBER OF ACTIVITIES BY PROGRAM:

Table 23 Qualitative Efforts - Number of Activities by Program Activity CDBG HOME ESG
Outreach efforts to generate job applicants who are Public Housing. 0 0 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0 0 0
Direct, on-the job training (including apprenticeships). 0 0 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
0 0 0
Technical assistance to help Section 3 workers compete for jobs. 0 0 0
Outreach efforts to identify and secure bids from Section 3 business.
2 0 0

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 52 Activity CDBG HOME ESG
Technical assistance to help Section 3 businesses understand and bid on contracts.
5 0 0
Division of contracts into smaller jobs to facilitate participation by Section 3 businesses.
0 0 0
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for
interviews, finding job opportunities, connecting residents to job placement services.
2 0 0
Held one or more job fairs. 1 0 0
Provided or connected residents with supportive services that can provide direct services or referrals.
2 0 0
Assisted residents with finding child care. 0 0 0
Assisted residents to apply for or attend community college or a 4 year educational institution.
0 0 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees,
transportation.
2 0 0
Assisted residents to apply for or attend vocational/technical training.
2 0 0
Assisted residents to obtain financial literacy training and/or coaching.
2 0 0
Bonding assistance, guaranties or other efforts to support viable bids from Section 3 businesses.
0 0 0

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 53 Activity CDBG HOME ESG
Provided or connected residents with training on computer use or online technologies.
2 0 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
0 0 0
Outreach, engagement or referrals with the state one-stop system, as designed in Section 121 (e ) (2) of the Workforce Innovation and Opportunity Act.
0 0 0
Other. 0 0 0
Narrative
Stanislaus County continued implementing the requirements of HUD's Section 3 Final Rule (24 CFR Part 75) for applicable CDBG and HOME-funded projects. The County incorporated Section 3 requirements into applicable construction contracts, informed contractors of their Section 3 responsibilities, and monitored compliance through contract administration and project oversight.

Labor hour information for covered projects is reported in the accompanying tables.

The Urban County had four projects, the City of Oakdale’s Southwest Downtown Safe Routes to School Project, City of Hughson’s 2nd Street Improvements Project, City of Waterford’s G Street Infrastructure Improvements Project and the County’s Spencer-Marshall Area 7 and Rouse-Colorado Area 9 Sewer Improvements Projects that reported hours as required by Section 3 regulations. The hours are reflected in the table above. There were no Section 3 hours to report for any HOME or ESG projects this last FY.
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 54 CR-60 – ESG 91.520(G) (ESG RECIPIENTS ONLY)
ESG Supplement to the CAPER in E-SNAPS for Paperwork Reduction Act RECIPIENT INFORMATION — ALL RECIPIENTS COMPLETE
Recipient Reporting Period Date
Program Year Start Date 07/01/2025
Program Year End Date 06/30/2027
Information: Recipient
Name: Stanislaus County
DUNS Number: 073136772
EIN/TIN Number: 946000540
Field Office: San Francisco
CoC(s) in which the recipient or subrecipients will
provide ESG assistance:

Turlock, Modesto, and Stanislaus
Contact Name: Angela Freitas, Planning and
Community Development Director
Contact Address: 1010 10th Street Suite 3400
Modesto, CA 95354
Contact Phone Number: (209) 525-6300
Secondary Contact: Ana San Nicolas, Planning and
Community Development Deputy
Director
Secondary Contact Phone Number (209) 525-6330
Secondary Contact Email: [email protected]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 55 SUBRECIPIENT FORM – COMPLETE ONE FORM FOR EACH SUBRECIPIENT Subrecipient Reporting Period Date
Program Year Start Date 07/01/2024
Program Year End Date 06/30/2026
Fiscal Year 2025 ESG Funds
Form Information Subrecipient 1
Name: Stanislaus County – Administration
DUNS Number: 073136772
Address: 1010 10th Street Suite 3400
Modesto, CA 95354
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Unit of Government
ESG Subgrant Amount: $15,193 (Administration)
Balance as of June 30, 2026: $11,656.20
Form Information Subrecipient 2
Name: Center for Human Services-Youth Low
Barrier Shelter
Address: 2000 W. Briggsmore Ave., Building A
Modesto, CA 95350
ID Number: 94-1725620
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Nonprofit Organization ESG Subgrant Amount: $30,456 (Shelter)
Balance as of June 30, 2026: $29,666.04
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 56 Form Information Subrecipient 3
Name: HAVEN – Emergency Shelter Program
Address: 618 13th Street Modesto, CA 95354
ID Number: 94-2499361
Is subrecipient a victim services provider: Yes
Subrecipient Organization Type: Other Nonprofit Organization ESG Subgrant Amount: $75,900 (Shelter)
Balance as of June 30, 2026: $74,942.16
Form Information Subrecipient 4
Name: We Care Program – Rental Assistance
Program
Address: 221 S. Broadway Turlock, CA 95380
ID Number: 20-1843967
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Nonprofit Organization ESG Subgrant Amount: $81,033 (Rapid-Re-Housing)
Balance as of June 30, 2026: $69,096.29
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 57 Fiscal Year 2024 ESG Funds
Form Information Subrecipient 1
Name: Stanislaus County – Administration
DUNS Number: 073136772
Address: 1010 10th Street Suite 3400
Modesto, CA 95354
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Unit of Government
ESG Subgrant Amount: $15,391 (Administration)
Balance as of June 30, 2025: $0.00
Form Information Subrecipient 2
Name: Center for Human Services-Youth Low
Barrier Shelter
Address: 2000 W. Briggsmore Ave., Building A
Modesto, CA 95350
ID Number: 94-1725620
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Nonprofit Organization ESG Subgrant Amount: $77,042 (Shelter)
Balance as of June 30, 2025: $0.00
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OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 58 Form Information Subrecipient 3
Name: HAVEN – Emergency Shelter Program
Address: 618 13th Street Modesto, CA 95354
ID Number: 94-2499361
Is subrecipient a victim services provider: Yes
Subrecipient Organization Type: Other Nonprofit Organization ESG Subgrant Amount: $26,830 (Shelter)
Balance as of June 30, 2025: $0.00
Form Information Subrecipient 4
Name: Turning Point Community Programs – Rental
Assistance Program
Address: 912 D Street Modesto, CA 95354
ID Number: 94-2609766
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Nonprofit Organization ESG Subgrant Amount: $85,962 (Rapid-Re-Housing)
Balance as of June 30, 2025: $0.00
[ Space below intentionally left blank. ]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 59 CR-65 – PERSONS ASSISTED

PERSONS SERVED
HOMELESSNESS PREVENTION ACTIVITIES.

Table 24 Household Information for Homeless Prevention Activities Number of Persons Total Percentages
Adults 0 -
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 0 -

RAPID RE-HOUSING ACTIVITIES
Table 25 Household Information for Rapid Re-Housing Activities Number of Persons Total Percentages
Adults 6 75%
Children 2 25%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 8 100%
[ Space below intentionally left blank. ]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 60

SHELTER
Table 26 Shelter Information
Number of Persons Total Percentages
Adults 204 94.8%
Children 11 5.2%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 215 100%

STREET OUTREACH
Table 27 Household Information for Street Outreach
Number of Persons Total Percentages
Adults 0 -
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 0 -

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 61

TOTALS FOR ALL PERSONS SERVED WITH ESG
Table 28 Household Information for Persons Served with ESG Number of Persons Total Percentages
Adults 210 94.2%
Children 13 5.8%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 223 100%
AGE—COMPLETE FOR ALL ACTIVITIES
Table 29 Age Information
Age Total Percentage
Under 18 13 5.8%
18-24 101 45.4%
25-61 109 48.8%
62 and Over 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 223 100%

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 62 SPECIAL POPULATIONS SERVED—COMPLETE FOR ALL ACTIVITIES
Table 30 Special Population Served
Subpopulation Total
Total Persons
Served –
Homeless
Prevention
Total Persons
Served – Rapid
Re-Housing
Total Persons
Served in
Emergency
Shelters
Veterans 2 0 0 2
Victims of Domestic
Violence
101 0 0 101
Elderly 0 0 0 0
HIV/AIDS 1 0 0 1
Chronically Homeless 89 0 0 89
Persons with
Disabilities
Total
Total Persons
Served –
Homeless
Prevention
Total Persons
Served – Rapid
Re-Housing
Total Persons
Served in
Emergency
Shelters
Severely Mentally Ill 27 0 0 27
Chronic Substance
Abuse 33 0 0 33
Other Disability 77 0 1 76
[ Space below intentionally left blank. ]

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 63 CR-70 – ESG 91.520(G) - ASSISTANCE PROVIDED AND OUTCOMES

SHELTER UTILIZATION
Table 31 Shelter Capacity
Number of New Units - Rehabbed 0
Number of New Units - Conversion 0
Total Number of bed-nights available 16,790
Total Number of bed-nights provided 16,454
Capacity Utilization 98%

PROJECT OUTCOMES DATA MEASURED UNDER THE PERFORMANCE STANDARDS

DEVELOPED IN CONSULTATION WITH THE COC(S)
The County regularly updates and utilizes a CDBG and ESG program Desk Guide for subrecipients.

This guide was developed and is updated in consultation with the local CoC. The Desk Guide covers both federal and state ESG funds administered by Stanislaus County. Under the CDBG and ESG program, County staff track the progress of individual subrecipients in fulfilling goals and objectives set forth in the Con Plan in order to ensure that programs remain on task. Tracked data is reviewed and entered into the IDIS system on a semiannual basis. If tracked data falls short of the goals and objectives set forth, appropriate adjustments will be made, and notification sent to the respective subrecipients to make them aware of milestones and timeliness needed to be met in order to ensure continued receipt of funding.

The coordinated monitoring process has been established to verify and confirm that grant funds have been used in an eligible and appropriate manner for each and every program funded with CDBG and ESG funds.

County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, Request for Funds forms, and budget printouts, which identify the total funds used/requested by each subrecipient during that reporting period. County staff also verifies and cross-references the information on the quarterly budget activity reports. Monitoring visits are also scheduled quarterly by County staff for each grantee to ensure appropriate expenditure of funds. As part of the ESG monitoring process, invoices and accompanying receipts are reviewed for reimbursement eligibility. Once eligibility is confirmed, fifty percent (50%) of the costs related to the project are reimbursed, as the remainder of

OMB Control No: 2506-0117 DRAFT FISCAL YEAR 2025-2026 CAPER 64 the costs are paid by a non-ESG match funding sources (i.e., local unrestricted donations). In this manner, the subrecipient in turn commits their dollar-to-dollar match by paying the remainder of the expenses from non-Federal sources.

Item 11.3. - CC / LRA – 8/25/2026

RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.3.

SECTION : NEW BUSINESS
Meeting Date: 8/25/2026
Subject: Discussion of the 2026 Cal Cities Annual Conference Resolution and Provide Direction to Voting Delegates
From: Marisela H. Garcia, City Manager
Submitted by: Marisela Garcia, City Manager

RECOMMENDATION
It is recommended that the City Council provide direction to the Voting Delegates for the 2026 Cal Cities Conference General Assembly on the proposed resolution.

SUMMARY
During the 2026 Annual Cal Cities Conference in Anaheim, CA a General Assembly will be held to consider Resolutions that have been introduced by cities to establish Cal Cities policy. Each city is provided an opportunity to have voting delegates to represent them at this General Assembly. At the July 28, 2026 meeting, City Council elected Councilmember Stacy Call as the primary and Mayor Rachel Hernandez as the alternate. Participation in the meeting ensures that Riverbank officials have an opportunity to initiate and influence policy decisions by voting on resolutions presented for consideration. The Annual Business Meeting will be held during the General Assembly on Friday, September 25th from 8:30 am – 10:30 am. Each City is asked to consider the resolution and determine a position so that the voting delegate can represent the City's position on the resolution.

STRATEGIC PLAN
This item is related to the City Council's Strategic Plan Goal to "Foster Attainable Housing."

BACKGROUND
Sixty days before the Cal Cities Annual Conference, Cal Cities members have an opportunity to submit resolutions on issues of importance to cities. This year Cal Cities received one resolution by the July 25th deadline (Attachment 1).

Resolution of the General Assembly of the League of California Cities Calling for a Working Group to Consider a State Constitutional Amendment or Other Form of Initiative to Ensure Final Local Authority Over Housing and Land Use Decisions
This resolution was submitted by the City of Murrieta. Local zoning is a primary function of cities and an essential component of "home rule", that a city's general plan should guide its land use planning and strategic decision-making free from pre-emption by the State. Statewide housing mandates and development approval requirements adopted by the State can override locally adopted plans, zoning standards, and public review procedures without adequately accounting for differences that exist in each unique jurisdiction in infrastructure capacity, water availability, wildfire and evacuation risks,

Item 11.3. - CC / LRA – 8/25/2026
environmental constraints, fiscal impacts, public service needs, and community priorities.

Murrieta's resolution is a request that the League of California Cities should consider establishing a workgroup or other appropriate committee(s) to evaluate and develop a proposed constitutional amendment or other legislative, policy, or ballot-based strategies to restore and strengthen local authority over housing and land use matters including but not limited to: conducting appropriate legal, fiscal, and policy analyses; engaging cities and other stakeholders; and building a statewide coalition of proponent supporters in preparation for; the November 2030 General Election, or within another reasonable time frame as determined by the working group.

Background Information
California cities are responsible for planning residential growth, adopting general plans and zoning regulations, reviewing development proposals, and providing or coordinating the infrastructure and public services necessary to support new housing. Since 2010, the State has enacted more than 500 housing-related laws that have increasingly shifted housing and land use authority away from local governments. These laws have expanded by-right development, limited locally adopted standards and review processes, and established enforcement mechanisms, including the builder’s remedy, that may override local plans and zoning. Although these measures are frequently presented as solutions to housing affordability, many increase development capacity or restrict local review without delivering the meaningful production of housing needed to address the housing crisis.

At the same time, the State has continued to prioritize increased development capacity without adequately accounting for the infrastructure, public services, economic realities, and safety measures necessary to support housing growth. State mandates often fail to reflect local conditions, including roadway and utility capacity, water availability, wildfire exposure, environmental limitations, fiscal impacts, and the availability of essential services. Cities are consequently required to accommodate additional housing while receiving no funding or assistance to address the resulting infrastructure and service demands.

Local elected officials are directly accountable to the residents who experience the effects of development decisions and are responsible for balancing housing production with infrastructure capacity, public safety, environmental protection, fiscal sustainability, and community needs. Cities of all types in California have been grappling with this dynamic, ranging from urban to rural, coastal to inland, small to large, northern to southern, voicing concerns to legislative representatives with minimal responsiveness. This is an issue of statewide concern that needs the strength and diversity of the League of California Cities to pursue a long-term solution.

The proposed resolution directs the League of California Cities to establish a statewide working group to evaluate a constitutional amendment or other legislative, policy, or ballot-based strategies to restore and strengthen local authority over housing and land use decisions. The working group would be tasked with developing a more balanced framework that preserves the State’s role in establishing broad housing goals and enforcing constitutional, civil rights, fair housing, building, life-safety, and environmental requirements, while restoring meaningful local authority to allow cities to determine how statewide housing objectives should be implemented in a manner that reflects local conditions and community priorities while continuing to support responsible housing production.

As the primary statewide organization representing California cities, the League is uniquely positioned to lead this effort. Its established policy, legal, legislative, communications, and advocacy

Item 11.3. - CC / LRA – 8/25/2026
networks enable it to convene municipalities, evaluate potential strategies, conduct legal and fiscal analyses, build consensus, engage stakeholders, and coordinate with statewide decision-makers.

League leadership would help ensure that any recommendation reflects the collective interests of California municipalities and would provide the credibility, organizational capacity, and statewide reach necessary to advance a viable strategy.

Next Steps
This Resolution will be forwarded to the Cal Cities Housing, Community, and Economic Development Committee for review and recommendation at their September 17, 2026 meeting. Should they recommend the Resolution move forward, it will move to the Resolutions Committee who will consider the item on Thursday, September 24, 2026 during the Annual Conference. Should the Resolutions Committee disapprove or refer the resolution for further study by all policy committees to which it is assigned, it will not proceed to the General Assembly.

FINANCIAL IMPACT
There is no financial impact associated with this report.

ATTACHMENTS

1. 2026 Cal Cities Resolution

2025-2026

CAL CITIES OFFICERS
President
Gabe Quinto
Mayor
El Cerrito
First Vice President
Teresa Acosta
Council Member
Carlsbad
Second Vice President
David Cohen
Council Member
San Jose
Immediate Past President
Lynne B. Kennedy
Mayor Pro Tem,
Rancho Cucamonga
Executive Director
and CEO
Carolyn M. Coleman
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org August 10, 2026
TO: Cal Cities Members
RE: Cal Cities 2026 Resolution Packet
Sixty days before the Cal Cities Annual Conference and Expo, Cal Cities members may submit resolutions on issues of importance to cities. This year, Cal Cities received one resolution by the July 25 deadline.

The attached packet contains the proposed resolution, background information, supporting letters from cities and city officials, and an analysis of the resolution by Cal Cities. The packet includes detailed information on the resolution process and the next steps for the resolution.

We encourage each city council to consider the resolution and determine a position so your voting delegate can represent your city’s position on the resolution.

Voting Delegates: City councils must appoint a voting delegate to vote during the General Assembly. Each city may also appoint up to two alternate delegates. If your city has not already done so, please appoint your voting delegate by Tuesday, Sept. 1, 2026. The voting delegate packet contains more information.

The 2026 General Assembly will be held Friday, Sept. 25, at 8:30 a.m. in the Anaheim Convention Center during the Annual Conference and Expo.

For questions about resolutions, voting delegates, or the General Assembly, please contact Zach Seals.

2026
Resolution
Packet

2026 Resolution Packet
Information on 2026 Resolutions Process
Consideration by Policy Committee (pre-conference)
Per the Cal Cities bylaws, Cal Cities President Gabe Quinto has referred the submitted resolution to the Housing, Community, and Economic Development Committee. The committee will meet on Thursday, Sept. 17, at 10 a.m. via Zoom to review the resolution and make a recommendation that will be sent to the Resolutions Committee. A public comment period will be held during the meeting. Register for the meeting here.

A list of recommendations the policy committee may make during its meeting is on page two of this packet.

Consideration by Resolutions Committee (during conference) On Thursday, Sept. 24, at 1:00 p.m. the Resolutions Committee will meet to review the resolution and the recommendation of the policy committee.

The Resolutions Committee consist of one representative from each of Cal Cities caucuses, departments, divisions, and policy committees, as well as up to ten additional appointments made by the Cal Cities President. A public comment period will be held during the meeting. Refer to the onsite conference program for the location.

A list of recommendations the Resolutions Committee may make during its meeting is on page two of this packet.

Consideration by the General Assembly (during conference) The General Assembly will convene on Friday, Sept. 25, at 8:30 a.m. to consider any resolutions the Resolutions Committee has forwarded. To vote during the General Assembly, voting delegates must have checked in at the voting delegate booth.

Conference attendees will receive materials for the General Assembly on the evening of Thursday, Sept. 24. For more information on voting and discussion procedures during the General Assembly, see page three of this packet.

Petitioned Resolutions (during conference)
The petitioned resolution is an alternate method to introduce policy proposals during the annual conference. To initiate a petitioned resolution, voting delegates from 10% of member cities must sign the petition. The resolution and signatures are due at least 24 hours before the beginning of the General Assembly. Voting delegates who have checked in at the voting delegate booth can receive more information on petitioned resolutions at the booth onsite. 1

2026 Resolution Packet
Policy Committee and Resolutions Committee Actions
The submitted resolution will be heard by the policy committee to which it was assigned, and the Resolutions Committee. The table below shows what recommendations these bodies may make on the resolution.

Policy Committee Actions Resolutions Committee Actions
Approve Approve
Disapprove* Disapprove*
No Action No Action
Amend and approve Amend and approve
Refer to appropriate policy committee
for further study*
Approve as amended
Refer as amended to appropriate
policy committee for further study*
Refer to appropriate policy committee
for further study*
Refer as amended to appropriate
policy committee for further study*
Approve with additional
amendment(s)
Additional amendments and refer to
appropriate policy committee for
further study*
*If a resolution is disapproved or referred for further study by all policy committees to which it is assigned and the Resolutions Committee, it will not proceed to the General Assembly. 2

2026 Resolution Packet
General Assembly Voting and Discussion Procedures
Discussion Procedures:

Discussion procedures during the General Assembly are guided by two calendars:
the Consent Calendar and the Regular Calendar. As seen below, resolutions are calendared by the recommendations they receive from policy committees and the Resolutions Committee.

For General Resolutions:

Policy Committee
Recommendation
Resolutions Committee
Recommendation Calendar
Approve Approve Consent Calendar
Approve Disapprove or refer Regular Calendar
Disapprove or refer Approve Regular Calendar
Disapprove or refer Disapprove or refer Does not proceed to General Assembly
For Petitioned Resolutions:

Policy Committee
Recommendation Resolutions Committee Action Calendar
N/A
Approve Regular Calendar
Disapprove or Refer Regular Calendar
Disqualified Does not proceed to General
Assembly
Items on the Consent Calendar will be presented as one motion during the General Assembly from the Resolutions Committee chair. Unless an item on the Consent Calendar is set aside by the majority of the General Assembly, a vote will be taken on the whole calendar. If an item is set aside, it will be opened for discussion, followed by a vote.

Items on the Regular Calendar will be presented individually by the Resolutions Committee chair. After a recommendation is presented by the Resolutions Committee chair, the resolution will be opened for discussion by the General Assembly. A vote will take place following discussion.

Voting Procedures:

Per Cal Cities Bylaws Article XII, Sec. 2, all votes will be conducted by voice vote first. If the presiding official cannot determine the outcome, a vote will be taken by an alternative method, typically a raise of voting cards by voting delegates. A roll call vote may be called for by delegates of ten percent or more of the General Assembly.
3

2026 Resolution Packet
2026 Resolution

1. Resolution No. 1 submitted by City of Murrieta
• Letters of concurrence submitted by:
i. City of Banning;
ii. City of Calimesa;
iii. City of Canyon Lake;
iv. City of Moreno Valley;
v. City of Norco;
vi. City of Torrance;
vii. Crystal Ruiz, Mayor, City of San Jacinto;
viii. Jessica Alexander, Mayor, City of Temecula
• Referred to Housing, Community, and Economic Development Committee
• Policy Committee Recommendation:
• Resolutions Committee Recommendation:
4

2026 Resolution Packet
Resolution No. 1
Submitted by City of Murietta
5

2026 Resolution Packet

1. A RESOLUTION OF THE GENERAL ASSEMBLY OF THE LEAGUE OF CALIFORNIA CITIES

CALLING FOR A WORKING GROUP TO CONSIDER A STATE CONSTITUTIONAL

AMENDMENT OR OTHER FORM OF INITIATIVE TO ENSURE FINAL LOCAL AUTHORITY OVER

HOUSING AND LAND USE DECISIONS
Source: City of Murrieta
Concurrence of five or more cities/city officials
Cities/city officials: City of Banning; City of Calimesa; City of Canyon Lake; City of Moreno Valley; City of Norco; City of Torrance; Crystal Ruiz, Mayor, City of San Jacinto; Jessica Alexander, Mayor, City of Temecula
Referred to: Housing, Community, and Economic Development Policy Committee WHEREAS, California cities have historically been responsible for adopting general plans and zoning regulations, reviewing housing development proposals, and providing or coordinating the streets, water, wastewater, public safety, parks, transportation, and other infrastructure and services necessary to support responsible, environmentally sound, and well-planned residential growth; and
WHEREAS, the League of California Cities is dedicated to protecting and expanding local control for municipalities across the state to ensure their orderly growth and development; and
WHEREAS, the League of California Cities recognizes that local zoning is a primary function of cities and an essential component of home rule, and that a city’s general plan should guide its land use planning and strategic decision-making free from pre-emption by the state; and
WHEREAS, increasingly prescriptive statewide housing mandates and development approval requirements can override locally adopted plans, zoning standards, and public review procedures without adequately accounting for differences that exist in each unique jurisdiction in infrastructure capacity, water availability, wildfire and evacuation risks, environmental constraints, fiscal impacts, public service needs, and community priorities; and
WHEREAS, California’s housing goals can be more effectively advanced through state funding, streamlined environmental requirements, and voluntary partnerships that support housing production while preserving the authority of locally elected officials to determine how and where housing is best planned and approved; NOW, THEREFORE, BE IT RESOLVED, by the General Assembly of the League of California Cities, assembled during the Annual Conference in Anaheim, California, on September 25, 2026, that the League of California Cities support the development and advancement of a state constitutional amendment or other legislative, policy, or ballotbased strategies that restore and strengthen local authority over housing and land use matters within municipal boundaries, including general plans, housing elements, zoning, density, design and development standards, project siting, and the approval or denial of housing development applications; and
6

2026 Resolution Packet
BE IT FURTHER RESOLVED, that any constitutional amendment or alternative strategy should preserve the State’s authority to establish broad statewide housing goals and enforce constitutional and civil rights, fair housing requirements, building and life-safety standards, and generally applicable environmental protections, while protecting cities from state actions that compel, through funding conditions or state law, the approval of housing developments that are inconsistent with locally adopted requirements; override local zoning or density standards; or invalidate locally adopted housing or land use decisions when a city has planned in good faith to accommodate its regional housing needs allocation and maintains adequate capacity for housing at all income levels; and BE IT FURTHER RESOLVED, that the League of California Cities consider establishing a statewide working group or other appropriate committee(s) to evaluate and develop a proposed constitutional amendment or other legislative, policy, or ballot-based strategies to restore and strengthen local authority over housing and land use matters including but limited to: conducting appropriate legal, fiscal, and policy analyses; engaging cities and other stakeholders; and building a statewide coalition of proponent supporters in preparation for; the November 2030 General Election, or within another reasonable time frame as determined by the working group.
7

2026 Resolution Packet
Resolution No. 1: Background
Information
8

2026 Resolution Packet
Background Information for Resolution
Source: City of Murrieta
Background:

California cities are responsible for planning residential growth, adopting general plans and zoning regulations, reviewing development proposals, and providing or coordinating the infrastructure and public services necessary to support new housing. Since 2010, the State has enacted more than 500 housing-related laws that have increasingly shifted housing and land use authority away from local governments. These laws have expanded by-right development, limited locally adopted standards and review processes, and established enforcement mechanisms, including the builder’s remedy, that may override local plans and zoning. Although these measures are frequently presented as solutions to housing affordability, many increase development capacity or restrict local review without delivering the meaningful production of housing needed to address the housing crisis.

At the same time, the State has continued to prioritize increased development capacity without adequately accounting for the infrastructure, public services, economic realities, and safety measures necessary to support housing growth.

State mandates often fail to reflect local conditions, including roadway and utility capacity, water availability, wildfire exposure, environmental limitations, fiscal impacts, and the availability of essential services. Cities are consequently required to accommodate additional housing while receiving no funding or assistance to address the resulting infrastructure and service demands.

Local elected officials are directly accountable to the residents who experience the effects of development decisions and are responsible for balancing housing production with infrastructure capacity, public safety, environmental protection, fiscal sustainability, and community needs. Cities of all types in California have been grappling with this dynamic, ranging from urban to rural, coastal to inland, small to large, northern to southern, voicing concerns to legislative representatives with minimal responsiveness. This is an issue of statewide concern that needs the strength and diversity of the League of California Cities to pursue a long-term solution.

The proposed resolution directs the League of California Cities to establish a statewide working group to evaluate a constitutional amendment or other legislative, policy, or ballot-based strategies to restore and strengthen local authority over housing and land use decisions. The working group would be tasked with developing a more balanced framework that preserves the State’s role in establishing broad housing goals and enforcing constitutional, civil rights, fair housing, building, life-safety, and environmental requirements, while restoring meaningful local authority to allow cities to determine how statewide housing 9

2026 Resolution Packet
objectives should be implemented in a manner that reflects local conditions and community priorities while continuing to support responsible housing production.

As the primary statewide organization representing California cities, the League is uniquely positioned to lead this effort. Its established policy, legal, legislative, communications, and advocacy networks enable it to convene municipalities, evaluate potential strategies, conduct legal and fiscal analyses, build consensus, engage stakeholders, and coordinate with statewide decision-makers. League leadership would help ensure that any recommendation reflects the collective interests of California municipalities and would provide the credibility, organizational capacity, and statewide reach necessary to advance a viable strategy.
10

2026 Resolution Packet
Resolution No. 1: Letters of
Concurrence
11

12

13

July 23, 2026
President Gabe Quinto
League of California Cities
1400 K Street, Suite 400
Sacramento, CA 95814
Subject: Support for a Resolution Establishing a Working Group to Evaluate a State Constitutional Amendment or Other Initiative to Restore Local Housing and Land Use Authority Dear President Quinto,
The City of Murrieta is sponsoring a resolution for consideration by the General Assembly of the League of California Cities to establish a statewide working group to evaluate a constitutional amendment or other legislative, policy, or ballot-based strategies to restore and strengthen local authority over housing and land use decisions.

The proposed resolution, together with the required background materials, will be submitted to Cal Cities for consideration at the 2026 Annual Conference in Orange County on September 24 and

25. The resolution would direct the League to convene a working group to evaluate potential approaches for addressing the increasingly broad and prescriptive state mandates affecting local housing, zoning, development standards, and project approval authority.

On behalf of the City of Canyon Lake, this letter confirms our support for the City of Murrieta’s submission of the proposed resolution and its consideration by the League of California Cities General Assembly at the 2026 Annual Conference.

Sincerely,
Arron Brown
City Manager
City of Canyon Lake
14

July 23, 2026
President Gabe Quinto
League of California Cities
1400 K Street, Suite 400
Sacramento, CA 95814
Subject: Support for a Resolution Establishing a Working Group to Evaluate a State Constitutional Amendment or Other Initiative to Restore Local Housing and Land Use Authority Dear President Quinto,
The City of Murrieta is sponsoring a resolution for consideration by the General Assembly of the League of California Cities to establish a statewide working group to evaluate a constitutional amendment or other legislative, policy, or ballot-based strategies to restore and strengthen local authority over housing and land use decisions.

The proposed resolution, together with the required background materials, will be submitted to Cal Cities for consideration at the 2026 Annual Conference in Orange County on September 24 and 25. The resolution would direct the League to convene a working group to evaluate potential approaches to address increasingly broad and prescriptive state mandates affecting local housing, zoning, development standards, and project approval authority.

On behalf of the City of Moreno Valley, this letter confirms our support for the City of Murrieta’s submission of the proposed resolution and its consideration by the League of California Cities General Assembly at the 2026 Annual Conference.

Sincerely,
Brian Mohan
City Manager
City of Moreno Valley

15