KOSMONT COMPANIES | 33
WESTSIDE INDUSTRIAL SPECIFIC PLAN (WISP)
Source: Kosmont Companies
The City has a 20-year old Master Plan for the 2,600-acre Turlock Industrial Park, which is in need of significant infrastructure. The recent construction of the ~1 million SF Amazon warehouse at the northern end of WISP was a major economic success, but not every new tenant can invest the millions of dollars for impact fees and wait years. Action Item 1: Establish Community Facilities Districts to help major land owners finance the infrastructure backbone and enable them to attract developers who market to major users in need of near-term space for rent.Action Item 2: City Econ Dev Staff to participate in NAIOP and other industrial organizations to promote WISP Action Item 3: Explore creation of Property Business Improvement District (PBID) to give area a unified image.Action Item 4: Consider update of the Specific Plan with an emphasis on assisting economic growth.
Action Item 5: Explore feasibility of Enhanced Infrastructure Financing District to refund CFD Special Taxes paid by developers for the upfront infrastructure (See Section 7 discussion of EIFD financing strategies).
KOSMONT COMPANIES | 34
UTILIZE VALUE CAPTURE REAL ESTATE STRATEGIES Public and private sector real estate can be important assets to leverage for long-term economic development benefits. WhileTurlock has limited publicly owned land available for new development, there are many large private sector properties that canbe leveraged, as discussed on following slides.Capture Value from Private Real Estate • From Value Capture Zoning VCZTM - Development Opportunity Reserve (D.O.R. ®) allows cities to create a “bank” of new
density in zoning / specific plans, allowing them to give the density to projects that deliver community benefits & public amenities.* • From Tax Increment and Special Districts - Enhanced Infrastructure Financing Districts (“EIFD”) use property tax increment and Community Facility Districts (“CFD”) are tools to fund important local and regional infrastructure, especially WISP.* • From Public Private Partnerships - Enter into partnerships with property-owners to commit local government resources, help solicit development proposals that will advance both the property owner’s goals and the community’s goals.
Capture Value from Public Real Estate
• Cities can use a variety of sale or lease strategies to capture the value of their properties, while also increasing the General Fund tax base.
*See Section 7 - Economic Development Tools for more detailed discussion Source: Kosmont Companies
KOSMONT COMPANIES | 35
DOWNTOWN PLACEMAKING
Source: Kosmont Companies
A healthy Downtown is important to a city. Turlock has significant assets, but the age of many buildings makes reuse challenging.Action Item 1: Consider programs to help existing businesses (such as façade improvement programs, streetery / outdoor retail) and help existing properties expand allowable uses in storefront spaces and allowing small scale manufacturing, food makers, artisans,breweries, woodworkers). Support non-profits willing to develop collaborative spaces with other resources in underutilized buildings.Action Item 2: Explore expansion of the Property Based District to support enhanced cleaning, security, marketing and physical improvements in downtown.Action Item 3: Evaluate publicly-owned opportunity sites in the downtown area – such as the surface parking lots– to evaluate potential reuse strategies that aim to add gathering places, activities, and other amenities.Action Item 4: Invest in physical improvements that can create sense of place and further activate the downtown area—through gateway signage and wayfinding, public art, pedestrian-oriented improvements such as plazas and outdoor spaces, water features, streetimprovements, micro-transit services.Action Item 5: Grow social media engagement channels, social medial influencer/engagement channels, as well as marketing/trade publications to promote Downtown businesses and events.
KOSMONT COMPANIES | 36
PLACEMAKING BY DESIGN, DISTRICTS & EVENTS
The MedicalMain Streetdistrict inLancaster, CAaims to be ablended use areacentered aroundmajor medicalanchors thatincludes manycomplementaryuses.
Murals in downtownProvidence, RI addcharacter and highlightlocal artists and themes.
Events like the CicLAvia bike / walk fairs inLos Angeles and the Mission Inn Festival ofLights in Riverside, CA are memorable andengaging activations of public spaces.
Distinctive signs –such as the neonsigns in Fillmore andthe Star Theatre inOceanside – can givean area a distinctivesense of place.
KOSMONT COMPANIES | 37
SPORTS AND ECONOMIC DEVELOPMENT
In the past decade, youth sports facilities have become a major economic driver for suburban communities across the U.S. with families traveling hours to participate in weekend tournaments for baseball, softball, soccer, tennis etc. In early 2022, the City retained Victus Advisors to analyze the potential for an indoor sports center in Turlock. Based on extensive interviews from County business and community leaders and other stakeholders they found significant support for an indoor facility to serve up to 80 weekend tournaments per year (e.g. basketball, volleyball, pickleball, cheer leading). During the week, the facility would be used by local groups. Victus estimated the center could increase overnight hotel visits by 76,000 per year and generate over $50 million in economic activity and close to $1 million per year in hotel and sales tax revenues to Turlock. Kosmont research found exciting examples of sports facilities built in rural/suburban areas that expanded into major entertainment centers that can be good examples for Turlock to consider. WISP has large land to accommodate a major indoor/outdoor sports facility and supporting retail, entertainment and hospitality uses. If desired by City Council, consider interviewing sports facility experts with operation experience on projects illustrated on following pages.
KOSMONT COMPANIES | 38
EXAMPLE - ADVENTHEALTH SPORTS PARKOVERLAND PARK, KANSAS Opened: 2024 Owned/Operated by Bluhawk Sports Size: 420,000 sf indoor sports & entertainment complex
Facilities: 3,200-seat multipurpose arena, 8 basketball courts, 1,500-seat NHL regulation ice rink, 40,000 sf indoor turf football field, e-sports arena, performance training center Hawk’s Outpost (family entertainment center)
KOSMONT COMPANIES | 39
EXAMPLE - SAND MOUNTAIN PARK & AMPHITHEATERALBERTVILLE, ALABAMA Size: 130-acre sports, leisure, wellness & entertainment venue. Opened: 2021
Owned by the City of Albertville Operated by The Sports Facilities Companies Outdoor Features: outdoor water park, 9 diamond turf fields, 5 multi-sport turf fields, 18-hole disc golf course, 17 slot RV park, 16 tennis courts, 5,000+ capacity amphitheater, 2 basketball courts, 2 sand volleyball courts Indoor Amenities: fitness center, 2 racquetball courts, 2- ane indoor track, 8-lane aquatics center, 4 hardwood courts, 25,000 sf event space, concession area
KOSMONT COMPANIES | 40
Sand Mountain Park Indoor & Outdoor Facilities Blueprint
KOSMONT COMPANIES | 41
FEDERAL OPPORTUNITY ZONES
In 2017, the Federal Tax Cuts and Jobs Act was passed by Congress, establishing an Opportunity Zone (“OZ”) program to encourage investment in low-income census tracts. In 2018, the CA Governor identified 879 qualified census tracts statewide to be eligible. There are two census tracts in Turlock with an estimated 837 acres of qualified area within City boundaries. 117 acres are in the WISP area and 11 acres are in Downtown. This program expires at end of 2026, but the new 2025 BBB Tax Law modified the program and extended the timeframe for OZ benefits indefinitely. Effective 1/1/27, OZ investors in a qualified OZ Fund can defer capital gains for 5 years on other asset sales (if invested in businesses or property in OZ area) and receive a 10% basis step-up. Profits from a future OZ asset sale will be capital gains tax free. Development of new commercial, industrial and multi-family apartments are the most prevalent OZ investments. It is important for City to identify priority sites suited for development as soon as possible in order to take advantage of the program. To attract special OZ investment funds, the area needs upfront backbone infrastructure and a simplified entitlement process to accelerate the construction timetable.
Source: Kosmont Companies
KOSMONT COMPANIES | 42
PERFORMANCE METRICS
In order to track economic development progress, it is important for the City to maintain annual business and development data analytics to keep on top of economic and market trends:
1. Commercial Building Permits in Key Areas – measure commercial developer interest2. Assessed Value of Commercial and Industrial Property – show increased private sector investment3. Number and Type of Business Licenses – measure new business formations4. Employment by Industry – show success in commercial and industrial business attraction and employment growth5. Sales Tax Revenues by Geographic District – measure success in attracting businesses and economic activity6. Hotel Tax Revenues – measure success in attracting more visitors7. Hotel Visitor Survey – identify types of visitors, short term vs longer term stays8. Annual Survey of Business Owners – identify issues regarding City permitting / zoning process and other programs
9. Special Event Data attendance estimates – show success of community outreach efforts Source: Kosmont Companies
KOSMONT COMPANIES | 43
CITY OF TURLOCK
ECONOMIC DEVELOPMENT STRATEGIC PLAN
IMPLEMENTATION PLAN 2026 - 2029
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
1 Phase 1 - Year 1 Phase 2 - Year 2 Phase 3 - Year 3
Through the updated City of Turlock Economic Development Strategic Plan, accepted and adopted by City Council on March 10, 2026, and prepared by Kosmont,
the City has established a framework to guide
economic development efforts.
Kosmont identified nine (9) strategic focus areas to
enhance economic development opportunities. This
Implementation Plan organizes those focus areas into
Strategic Priorities and establishes a three-year
(36-month) roadmap for execution.
Each Strategic Priority includes specific Action Items
derived directly from the adopted plan.
Staff will provide quarterly updates to City Council
tracking progress through key performance metrics.
Our Goal: This Implementation Plan provides a
focused, proactive approach to strengthening Turlock's
economy and advancing the City's vision to be a
premier place to live, work, and raise a family. By
turning economic development priorities into coordinated action, the plan is designed to support local businesses, attract new investment, create employment opportunities, and position Turlock for long-term economic growth.
Implementation Framework Note: Economic development strategies often overlap and evolve with market conditions. While the phases establish
sequencing and accountability, they are not intended
to prevent opportunities from advancing earlier or
continuing across multiple years. Actions requiring
additional funding, financing, agreements, or other City Council authorization will be brought forward separately for consideration as appropriate.
Measuring Progress: Success will not be measured
solely by the number of activities completed, but by
whether those efforts contribute to business retention
and expansion, private investment, job creation, development activity, reduced vacancies, increased economic activity, and a stronger City revenue base.
Staff will use key performance indicators to track progress and evaluate the effectiveness of implementation efforts. Implementation activities will be advanced
within available resources and approved budgets.
Long-Term Growth and
Destination development
Investment and
Development Activation
Foundation and
Business Engagement
II. IMPLEMENTATION FRAMEWORK
I. PURPOSE
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
2 STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
Phase 1 - Year 1
1. Business
Expansion,
Attraction &
Retention
(BEAR)
1. Launch BEAR outreach program targeting major employers and key industries. Economic Development staff will target 100+ BEAR meetings annually to understand
market challenges and trends.
2. Conduct ongoing business retention visits and employer engagement to build relationships with existing businesses, identify operational or development challenges, connect businesses with available resources, support
expansion and reinvestment opportunities, and proactively address issues that could impact a company’s ability to remain and grow in Turlock. Regular engagement also
provides the City with direct insight into local business conditions, workforce needs, industry trends, and potential future investment, helping strengthen Turlock’s existing employment and economic base.
3. Establish broker and site selector engagement program.
Maintaining regular engagement with commercial real
estate brokers and site selectors to ensure Turlock is
actively considered for new business locations and development opportunities. These relationships help the City identify prospective projects, better understand market and site-selection needs, and proactively position available properties for investment.
III. STRATEGIC PRIORITIES & IMPLEMENTATION
ACTION ITEMS
“All Strategic Priority & Implementation Action Items called out from EDSP 2026.” Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
3 Phase 1 - Year 1
1. Business
Expansion,
Attraction &
Retention
(BEAR)
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
4. Coordinate with Development Services to streamline
permitting and explore opportunities for an expedited
permit process that reduces unnecessary delays
and provides businesses and developers with greater
clarity and predictability. These efforts will help strengthen Turlock’s business-friendly environment, improve the
customer experience, and support businesses and
development projects in opening, expanding, and
investing in Turlock.
5. Develop technical assistance and business resource
programs to support emerging businesses and entrepreneurs in Turlock by connecting them with no-cost workshops, training, one-on-one assistance, and resources offered through the City and its partner organizations.
These efforts will help reduce barriers to starting and growing a business, strengthen local entrepreneurs,
support business success, and encourage new businesses
and investment in Turlock.
6. Proactively work with business and property owners
to understand challenges and opportunities that may
align with the City’s economic development goals.
Regularly contact the top 25 sales tax generators and
top 25 employers to further understand market trends
and challenges.
7. Meet with current healthcare providers to understand market challenges, workforce needs, service gaps, and
potential expansion opportunities. Better understand the local healthcare market to identify opportunities to retain and expand existing providers while attracting new
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
4 1. Business
Expansion,
Attraction &
Retention
(BEAR)
Phase 1 - Year 1
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
healthcare services and investment to Turlock.
8. Create customized development agreements and incentive packages to help overcome financial or infrastructure barriers that may prevent major employers, retailers, or other significant projects from locating
in Turlock. These tools can strengthen the City’s competitiveness for high-impact projects that generate jobs, sales tax revenue, private investment, and other long-term economic benefits.
9. Attend ICSC and other industry conferences to meet
directly with major retailers, restaurants, hotels, developers, brokers, and other key decision-makers while increasing Turlock’s exposure within the development and commercial real estate industries. The City Manager and Economic Development Manager have committed to
attending ICSC West Coast events to strengthen industry relationships, promote Turlock’s development opportunities, and position the City for future business attraction and private investment.
10. Economic Development Manager will serve as business concierge to assist new business or business development applicants.
11. Conduct outreach and collaborate with property owners to explore development opportunities and address challenges that can bring new uses to privately-owned sites.
12. Consider incubator, accelerator, and maker space
programs that provide entrepreneurs and emerging businesses with access to shared resources, technical assis Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
5 1. Implement Business Development Incentive Program:
Implement and actively market the Business Development
Incentive Program as a tool to attract new businesses,
encourage private investment, and strengthen Turlock’s
competitiveness for new development opportunities. The
program demonstrates the City’s commitment to being
a pro-business community by helping reduce development barriers and costs while positioning Turlock as a community that actively supports and welcomes business
investment.
2. Market Business Development Incentive Program as a
key economic development tool to attract prospective
new businesses, encourage private investment, spur new
development opportunities, and gain greater exposure
for Turlock within the business and development community. Proactive promotion of the program will increase
1. Business
Expansion,
Attraction &
Retention
(BEAR)
Phase 1 - Year 1
2. Establish
Business
Incentive
Program
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
tance, mentorship, and other support needed to successfully launch and grow. The City of Turlock Economic Development team continuously collaborates with partner organizations to provide no-cost business workshops,
seminars, technical assistance, and other resources that strengthen existing businesses while assisting and
attracting prospective new businesses. These efforts help reduce barriers to entrepreneurship, strengthen Turlock’s business ecosystem, and create a pipeline of businesses that can grow, create jobs, occupy commercial space, and contribute to the local economy.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
6 2. Establish
Business
Incentive
Program
Phase 1 - Year 1
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
awareness among businesses, developers, brokers, and
site selectors while reinforcing Turlock’s reputation as a visible, competitive, and pro-business community committed to supporting new investment and development.
3. Conduct proactive outreach to commercial real estate brokers and developers to increase awareness and understanding of Turlock’s business and development incentive programs and available development opportunities. Partner with the brokerage and development community to actively market these incentives and opportunities to
prospective businesses, investors, and tenants, expanding Turlock’s reach and helping generate new business attraction and development leads.
4. Develop monthly marketing flyers and marketing
campaigns to consistently promote Turlock’s available
properties, incentive programs, development opportunities, business resources, and competitive advantages to businesses, developers, brokers, site selectors, and investors. Regular marketing will increase Turlock’s exposure, keep the City and its opportunities in front of key decision-makers, generate new business and development leads, and reinforce Turlock’s position as an active and pro-business community.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
7 3. Westside
Industrial
Specific Plan
(WISP)
Phase 1 - Year 1
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
1. Market WISP as Turlock’s primary industrial growth area to attract larger employers, encourage major private
investment, and create new employment opportunities
for the community. Proactive marketing of WISP will
increase Turlock’s exposure among manufacturers, logistics companies, site selectors, developers, and other major employers while positioning the City to compete for projects that generate quality jobs and expand the local economic base.
2. Conduct targeted outreach to logistics, manufacturing, technology, and sports and recreational users to increase exposure and awareness of the Westside Industrial
Specific Plan (WISP) and its development opportunities.
Proactive outreach will position WISP in front of key industry decision-makers, attract larger employers and private investment, create new jobs, and strengthen Turlock’s
competitiveness for major development projects.
3. Coordinate with internal City departments to assess and advance infrastructure readiness, including water, sewer, transportation, utilities, and other improvements necessary to support future development. Proactive coordination
will help identify infrastructure needs and potential barriers early, improve development timelines, and ensure Turlock is better positioned to respond quickly and competitively when new business and investment opportunities arise.
4. Partner with property owners to accelerate development, understand challenges, and understand shifts in market
trends.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
8 3. Westside
Industrial
Specific Plan
(WISP)
Establish
Performance
Metrics
5. 1. Develop Turlock Opportunity Zone website.
2. Create interactive Opportunity Zone map.
3. Market OZ opportunities to developers and investors.
4. Develop OZ educational materials.
Opportunity
Zone
Investment
4. Phase 1 - Year 1
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
1. Develop Key Performance Indicators (KPI) tracking system.
2. Create business outreach database/Customer Relationship Manager (CRM).
3. Establish baseline economic indicators.
4. Provide quarterly Council updates within department
monthly report.
5. Consider updating the Westside Industrial Specific Plan (WISP) to ensure the plan reflects current market conditions, infrastructure needs, and development opportunities, with an emphasis on supporting economic growth and private investment. An updated Specific Plan could
help reduce development barriers, improve flexibility and site readiness, and strengthen WISP’s ability to attract major employers, create jobs, and accommodate future
industrial and employment-generating development.
6. Explore feasibility of Enhanced Infrastructure Financing District (EIFD) to fund critical public works and community development using future property tax growth from a
specific area, without raising taxes on current property owners.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
9 Downtown 6. Placemaking
Phase 2 - Year 2
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
1. Support downtown business attraction by working collaboratively with existing businesses, property owners, commercial brokers, and developers to identify available spaces, development opportunities, and prospective new
tenants. These partnerships will help attract new businesses, reduce commercial vacancies, strengthen the downtown business mix, and encourage continued private
investment in Downtown Turlock.
2. Activate vacant storefronts by working with property owners, brokers, entrepreneurs, and prospective businesses to identify opportunities to bring vacant commercial spaces back into productive use. Reducing storefront vacancies will help attract new businesses and investment, increase foot traffic, and strengthen the overall vitality and economic activity of Downtown Turlock.
3. Promote events and foot traffic with partners such as Turlock Chamber of Commerce, Stanislaus Latino Chamber of Commerce, Turlock Downtown Property Owner’s Association, Turlock Hoteliers, and other community event organizers.
4. Explore additional downtown incentives to foster additional investment. Consider programs to help existing businesses, including façade improvement programs,
streetery/outdoor retail opportunities, and expanded
allowable uses within storefront spaces for small-scale manufacturing, food makers, artisans, breweries, woodworkers, and other compatible uses. Complement these efforts by hosting business workshops and entrepreneurial programs that attract outside entrepreneurs and visitors Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
10 Phase 2 - Year 2
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
Downtown 6. Placemaking
1. Promote and market the sports facility feasibility analysis to evaluate opportunities for expanding Turlock’s sports and recreational facilities and attracting regional tournaments, competitions, and other sporting events. A successful sports facility could serve as an economic
development and tourism driver by attracting visitors
to Turlock, increasing hotel stays and Transient Occupancy Tax (TOT) revenue, supporting local restaurants and retailers, generating additional sales tax revenue, and creating new opportunities for private investment
and job creation.
2. Identify potential sites that could accommodate new or expanded sports and recreational facilities, considering factors such as location, available land, infrastructure, accessibility, and proximity to hotels, restaurants, and other amenities. Identifying viable sites will help position Expand Sports
Facilities &
Tourism
7. to Downtown Turlock, while leveraging Virtual Turlock and other marketing platforms to showcase downtown
businesses, available properties, amenities, and investment opportunities to a broader audience.
5. Grow social media engagement, influencer partnerships, and marketing and trade publication outreach to increase awareness and exposure of Downtown Turlock, its
businesses, and community events. These efforts will
help attract consumers and visitors, expand the reach of downtown marketing efforts, and showcase Downtown
Turlock to prospective new businesses, entrepreneurs,
and investors.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
11 Phase 2 - Year 2
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
1. Evaluate EIFDs, CFDs, and financing tools.
2. Identify and prioritize infrastructure projects by coordinating with City departments to evaluate existing infrastructure, future needs, and potential improvements that can support economic growth and new development. This
Utilize Value 8. Capture
Turlock to attract private investment and regional sporting events that generate visitor spending, hotel stays, sales tax and TOT revenue, and broader economic activity.
3. Engage regional partners, sports facility operators, professional sports organizations and athletes, developers, tourism partners, and other industry stakeholders to explore opportunities for new or expanded sports and recreational facilities in Turlock. These partnerships can provide industry expertise, identify potential investment and programming opportunities, and help position Turlock as a regional destination for tournaments, sporting events, and recreational activities that generate visitor spending, hotel stays, sales tax, and TOT revenue.
4. Develop an event attraction strategy to proactively recruit regional and statewide sporting events, tournaments,
competitions, and other high-attendance activities to
Turlock. Attracting these events can increase overnight hotel stays, generate Transient Occupancy Tax (TOT) and sales tax revenue, drive spending at local restaurants, retailers, and businesses, and strengthen Turlock’s visibility and reputation as a regional sports and recreation destination.
Expand Sports
Facilities &
Tourism
7. Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
12 Utilize Value 8. Capture
Phase 2 - Year 2
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
Phase 3 - Year 3
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
Housing
as Economic
Development
9. 1. Support workforce housing projects that provide opportunities for people who work in Turlock to also live in Turlock, strengthening the connection between housing, workforce, and economic development. Expanding workforce housing opportunities can also help attract employers,
support business growth, and encourage additional
private investment in the community.
2. Identify and prioritize housing sites that are ripe for development based on location, infrastructure availability, coordination will help the City proactively identify infrastructure investments that remove development barriers, improve site readiness, leverage available funding opportunities, and better position Turlock to attract private investment and major development projects.
3. Coordinate with the Finance and Development Services Departments to identify, evaluate, and implement
programs and financing tools that support infrastructure investment, economic growth, and new development
opportunities.
4. Develop implementation strategy.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
13 Phase 3 - Year 3
STRATEGIC PRIORITY IMPLEMENTATION ACTION ITEMS
Housing
as Economic
Development
9. development readiness, and market potential to help facilitate new housing investment, support Turlock’s continued economic growth, and potentially catalyze additional
commercial development and private investment in the
surrounding area.
3. Promote housing as an economic development strategy
by coordinating and collaborating with the Finance and
Development Services Departments on joint programs
and initiatives that encourage housing investment, support workforce needs, and help build Turlock’s future.
4. Engage the development community to assess whether
the City is meeting development and permitting timelines, identify opportunities for process improvements, and
better understand current market challenges and barriers to development.
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
14 IV. IMPLEMENTATION MATRIX
Economic DevelopmentEconomic Development
34 Economic Development
Conduct ongoing business retention visits and employer engagement to build relationships with existing businesses, identify operational or development challenges, connect businesses with available resources, support expansion and reinvestment opportunities, and proactively address issues that could impact a company’s ability to remain and grow in Turlock. Regular engagement also provides the City with direct insight into local business conditions, workforce needs, industry trends, and potential future investment, helping strengthen Turlock’s existing employment and economic base.
Ongoing
Ongoing
OngoingOngoing
Economic Development
Launch BEAR outreach program targeting major employers and key industries. Economic Development staff will target 100+ BEAR meetings annually to understand market challenges and trends.
1.Business Expansion, Attraction & Retention (BEAR)
Commercial Realtors; Commercial Developers; Site Selectors; Real Estate DirectorsDevelopment Services Department; Municipal Services Department; Finance Department; Fire Department; City Manager’s Office; Police Department Ongoing
Ongoing
OngoingOngoing
260 BEAR Meetings as of 5/31/2026Online Permitting Software Project underway 1 2
Establish broker and site selector engagement program. Maintaining regular engagement with commercial real estate brokers and site selectors to ensure Turlock is actively considered for new business locations and development opportunities. These relationships help the City identify prospective projects, better understand market and site-selection needs, and proactively position available properties for investment.Coordinate with Development Services to streamline permitting and explore opportunities for an expedited permit process that reduces unnecessary delays and provides businesses and developers with greater clarity and predictability. These efforts will help strengthen Turlock’s business-friendly environment, improve the customer experience, and support businesses and development projects in opening, expanding, and investing in Turlock.
Phase 1 - Year 1
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
15 Economic Development 5
Valley Sierra SBDC; Turlock Chamber of Commerce; Stanislaus Latino Chamber of Commerce; Opportunity Stanislaus; CSU Stanislaus; YCCD; Bay Valley Tech; VOLT Institute Economic DevelopmentEconomic Development
6 7
OngoingOngoing Healthcare Organizations; Commercial Realtors Economic Development 8
Finance Department; Development Services Department; Municipal Services Department; City Attorney; Commercial Developers; Site Selectors; Real Estate Directors OngoingOngoing
Develop technical assistance and business resource programs to support emerging businesses and entrepreneurs in Turlock by connecting them with no-cost workshops, training, one-on-one assistance, and resources offered through the City and its partner organizations. These efforts will help reduce barriers to starting and growing a business, strengthen local entrepreneurs, support business success, and encourage new businesses and investment in Turlock.
Proactively work with business and property owners to understand challenges and opportunities that may align with the City’s economic development goals. Regularly contact the top 25 sales tax generators and top 25 employers to further understand market trends and challenges.
Meet with current healthcare providers to understand market challenges, workforce needs, service gaps, and potential expansion opportunities. Better understand the local healthcare market to identify opportunities to retain and expand existing providers while attracting new healthcare services and investment to Turlock. Create customized development agreements and incentive packages to help overcome financial or infrastructure barriers that may prevent major employers, retailers, or other significant projects from locating in Turlock. These tools can strengthen the City’s competitiveness for high-impact projects that generate jobs, sales tax revenue, private investment, and other long-term economic benefits.
1.Business Expansion, Attraction & Retention (BEAR)
Phase 1 - Year 1
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
16 Economic Development 11
Property Owners; Commercial Realtors; Commercial Developers; Site Selectors; Real Estate Directors; Development Services Department; Municipal Services Department Economic Development 12
CSU Stanislaus; YCCD; TUSD CTE; VOLT Institute; Bay Valley Tech; Valley Sierra SBDC; Opportunity Stanislaus; Turlock Chamber of Commerce; Stanislaus County Conduct outreach and collaborate with property owners to explore development opportunities and address challenges that can bring new uses to privately-owned sites.Consider incubator, accelerator, and maker space programs that provide entrepreneurs and emerging businesses with access to shared resources, technical assistance, mentorship, and other support needed to successfully launch and grow. The City of Turlock Economic Development team continuously collaborates with partner organizations to provide no-cost business workshops, seminars, technical assistance, and other resources that strengthen existing businesses while assisting and attracting prospective new businesses. These efforts help reduce barriers to entrepreneurship, strengthen Turlock’s business ecosystem, and create a pipeline of businesses that can grow, create jobs, occupy commercial space, and contribute to the local economy.
Economic Development 9 OngoingEconomic Development 10
Development Services Department; Municipal Services Department; City Manager’s Office; Annual
Attend ICSC and other industry conferences to meet directly with major retailers, restaurants, hotels, developers, brokers, and other key decision-makers while increasing Turlock’s exposure within the development and commercial real estate industries. The City Manager and Economic Development Manager have committed to attending ICSC West Coast events to strengthen industry relationships, promote Turlock’s development opportunities, and position the City for future business attraction and private investment.Economic Development Manager will serve as business concierge to assist new business or business development applicants. 1.
Business Expansion, Attraction & Retention (BEAR)
Phase 1 - Year 1
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
17 12
2.Establish Business Incentive Program
Economic Development / Finance
Ongoing
Finance Department; Development Services Department; Municipal Services Department; City Manager’s Office; Commercial Developers; Commercial Realtors Economic Development / Finance
Ongoing
Economic Development; Turlock Chamber of Commerce; Stanislaus Latino Chamber of Commerce; Valley Sierra SBDC; Opportunity Stanislaus; Commercial Realtors Turlock Development Incentive Program Established. Turlock Partnership incentive Program grant amount increased.
Implement Business Development Incentive Program: Implement and actively market the Business Development Incentive Program as a tool to attract new businesses, encourage private investment, and strengthen Turlock’s competitiveness for new development opportunities. The program demonstrates the City’s commitment to being a pro-business community by helping reduce development barriers and costs while positioning Turlock as a community that actively supports and welcomes business investment.Market Business Development Incentive Program as a key economic development tool to attract prospective new businesses, encourage private investment, spur new development opportunities, and gain greater exposure for Turlock within the business and development community. Proactive promotion of the program will increase awareness among businesses, developers, brokers, and site selectors while reinforcing Turlock’s reputation as a visible, competitive, and pro-business community committed to supporting new investment and development. 34 Economic Development Ongoing
Commercial Realtors; Commercial Developers; Site Selectors; Real Estate Directors; Opportunity Stanislaus; CALED Economic Development Ongoing
Communications Team; Finance Department; Development Services Department; Turlock Chamber of Commerce; Stanislaus Latino Chamber of Commerce; Opportunity Stanislaus; CALED Conduct proactive outreach to commercial real estate brokers and developers to increase awareness and understanding of Turlock’s business and development incentive programs and available development opportunities. Partner with the brokerage and development community to actively market these incentives and opportunities to prospective businesses, investors, and tenants, expanding Turlock’s reach and helping generate new business attraction and development leads.Develop monthly marketing flyers and marketing campaigns to consistently promote Turlock’s available properties, incentive programs, development opportunities, business resources, and competitive advantages to businesses, developers, brokers, site selectors, and investors. Regular marketing will increase Turlock’s exposure, keep the City and its opportunities in front of key decision-makers, generate new business and development leads, and reinforce Turlock’s position as an active and pro-business community.
Phase 1 - Year 1
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
18 1
3.Westside Industrial Specific Plan (WISP)
23 Economic Development Ongoing
Opportunity Stanislaus; Stanislaus County; Commercial Realtors; Commercial Developers; Site Selectors; Real Estate Directors; Major Employers; VOLT Institute; YCCD; CSU Stanislaus; TID Economic Development Ongoing
Opportunity Stanislaus; CALED; Commercial Realtors; Commercial Developers; Site Selectors; Real Estate Directors; VOLT Institute; TUSD CTE; YCCD; CSU Stanislaus; Bay Valley Tech; Major Employers Economic Development
Development Services Department; Municipal Services Department; Finance Department; TID; SRWA; Stanislaus County; Property Owners; Commercial Developers Market WISP as Turlock’s primary industrial growth area to attract larger employers, encourage major private investment, and create new employment opportunities for the community. Proactive marketing of WISP will increase Turlock’s exposure among manufacturers, logistics companies, site selectors, developers, and other major employers while positioning the City to compete for projects that generate quality jobs and expand the local economic base.Conduct targeted outreach to logistics, manufacturing, technology, and sports and recreational users to increase exposure and awareness of the Westside Industrial Specific Plan (WISP) and its development opportunities. Proactive outreach will position WISP in front of key industry decision-makers, attract larger employers and private investment, create new jobs, and strengthen Turlock’s competitiveness for major development projects.Coordinate with internal City departments to assess and advance infrastructure readiness, including water, sewer, transportation, utilities, and other improvements necessary to support future development. Proactive coordination will help identify infrastructure needs and potential barriers early, improve development timelines, and ensure Turlock is better positioned to respond quickly and competitively when new business and investment opportunities arise.
Phase 1 - Year 1
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
19 5
Economic Development / Development Service
Development Services Department; Municipal Services Department; Finance Department; Property Owners; Commercial Developers; Opportunity Stanislaus; Stanislaus County; TID Consider updating the Westside Industrial Specific Plan (WISP) to ensure the plan reflects current market conditions, infrastructure needs, and development opportunities, with an emphasis on supporting economic growth and private investment. An updated Specific Plan could help reduce development barriers, improve flexibility and site readiness, and strengthen WISP’s ability to attract major employers, create jobs, and accommodate future industrial and employment-generating development. 6 Economic Development / Finance
Finance Department; Development Services Department; Municipal Services Department; City Manager’s Office; Stanislaus County; Consultants; Property Owners; Commercial Developers Explore feasibility of Enhanced Infrastructure Financing Explore feasibility of Enhanced Infrastructure Financing District (EIFD) to fund critical public works and community development using future property tax growth from a specific area, without raising taxes on current property owners.
3.Westside Industrial Specific Plan (WISP)
Phase 1 - Year 1
4 Economic Development Ongoing
Property Owners; Commercial Developers; Commercial Realtors; Site Selectors; Real Estate Directors; Development Services Department; Municipal Services Department; Finance Department Partner with property owners to accelerate development, understand challenges, and understand shifts in market trends.
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
20 1234
4.Opportunity Zone Investment
1 5.Establish Performance Metrics
12234
Economic Development
In Progress
Communications Team; IT/GIS; Opportunity Stanislaus; CALED; Commercial Realtors; Commercial Developers; Site Selectors Economic Development
In Progress
IT/GIS; Development Services Department; Opportunity Stanislaus; Commercial Realtors; Commercial Developers; Site Selectors Economic Development Ongoing
Commercial Developers; Investors; Commercial Realtors; Site Selectors; Real Estate Directors; Opportunity Stanislaus; CALED; Stanislaus County Economic Development
In Progress
Opportunity Stanislaus; CALED; Valley Sierra SBDC; Commercial Realtors; Commercial Developers; Site Selectors; Turlock Chamber of Commerce Economic Development
In Progress
Finance Department; IT/GIS; City Manager’s Office; Development Services Department; Opportunity Stanislaus Economic Development
Completed
Economic Development
In Progress
Economic Development Ongoing
FY 2022 - 2023
Monthly Dept. Report included within CM Report 1st council meeting of each month.
Develop Turlock Opportunity Zone website.Create interactive Opportunity Zone map.Market OZ opportunities to developers and investors.Develop OZ educational materials.Develop Key Performance Indicators (KPI) tracking system.Create business outreach database/Customer Relationship Manager (CRM).Establish baseline economic indicators.Provide quarterly Council updates within department monthly report.
Phase 1 - Year 1
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
21 1
6.Downtown Placemaking
2 Economic Development Ongoing
Downtown Property Owners; Turlock Chamber of Commerce; Stanislaus Latino Chamber of Commerce; Valley Sierra SBDC; Commercial Realtors; Commercial Developers; Property Owners Economic Development
In Progress
Downtown Property Owners; Property Owners; Commercial Realtors; Commercial Developers; Turlock Chamber of Commerce; Valley Sierra SBDC; Stanislaus Latino Chamber of Commerce 3 Economic Development Ongoing
Downtown Property Owners; Turlock Chamber of Commerce; Stanislaus Latino Chamber of Commerce; Communications Team; Local Businesses; Hotelier Group Support downtown business attraction by working collaboratively with existing businesses, property owners, commercial brokers, and developers to identify available spaces, development opportunities, and prospective new tenants. These partnerships will help attract new businesses, reduce commercial vacancies, strengthen the downtown business mix, and encourage continued private investment in Downtown Turlock. Activate vacant storefronts by working with property owners, brokers, entrepreneurs, and prospective businesses to identify opportunities to bring vacant commercial spaces back into productive use. Reducing storefront vacancies will help attract new businesses and investment, increase foot traffic, and strengthen the overall vitality and economic activity of Downtown Turlock.Promote events and foot traffic with partners such as Turlock Chamber of Commerce, Stanislaus Latino Chamber of Commerce, Turlock Downtown Property Owner’s Association, Turlock Hoteliers, and other community event organizers.
Phase 2 - Year 2
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
22 4 Economic Development Ongoing
Finance Department; Development Services Department; Municipal Services Department; City Manager’s Office 5 6
Economic Development Ongoing
Valley Sierra SBDC; Turlock Chamber of Commerce; Stanislaus Latino Chamber of Commerce; Downtown Property Owners; Opportunity Stanislaus; Development Services Economic Development / Communications Ongoing Communications Team Explore additional downtown incentives to foster additional investment. Consider programs to help existing businesses, including façade improvement programs, streetery/outdoor retail opportunities, and expanded allowable uses within storefront spaces for small-scale manufacturing, food makers, artisans, breweries, woodworkers, and other compatible uses. Complement these efforts by hosting business workshops and entrepreneurial programs that attract outside entrepreneurs and visitors to Downtown Turlock, while leveraging Virtual Turlock and other marketing platforms to showcase downtown businesses, available properties, amenities, and investment opportunities to a broader audience.
Grow social media engagement, influencer partnerships, and marketing and trade publication outreach to increase awareness and exposure of Downtown Turlock, its businesses, and community events. These efforts will help attract consumers and visitors, expand the reach of downtown marketing efforts, and showcase Downtown Turlock to prospective new businesses, entrepreneurs, and investors.Grow social media engagement channels, social media influencer/engagement channels, as well as marketing/trade publications to promote Downtown businesses and events.
6.Downtown Placemaking
Phase 2 - Year 2
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
23 7.Expand Sports Facilities & Tourism
12 Economic Development
Completed
Economic Development Ongoing
Development Services Department; Municipal Services Department; Property Owners; Commercial Developers; Commercial Realtors; Stanislaus County; Hotelier Group 34 Economic Development Ongoing
CSU Stanislaus; TUSD CTE; YCCD; Stanislaus County; Hotelier Group; Sports Organizations; Turlock Chamber of Commerce; Opportunity Stanislaus; Major Employers Economic Development
Hotelier Group; Sports Organizations; CSU Stanislaus; TUSD CTE; Stanislaus County; Turlock Chamber of Commerce; Downtown Property Owners; Communications Team; Commercial Developers Ongoing Ongoing
Promote and market the sports facility feasibility analysis to evaluate opportunities for expanding Turlock’s sports and recreational facilities and attracting regional tournaments, competitions, and other sporting events. A successful sports facility could serve as an economic development and tourism driver by attracting visitors to Turlock, increasing hotel stays and Transient Occupancy Tax (TOT) revenue, supporting local restaurants and retailers, generating additional sales tax revenue, and creating new opportunities for private investment and job creation.Identify potential sites that could accommodate new or expanded sports and recreational facilities, considering factors such as location, available land, infrastructure, accessibility, and proximity to hotels, restaurants, and other amenities. Identifying viable sites will help position Turlock to attract private investment and regional sporting events that generate visitor spending, hotel stays, sales tax and TOT revenue, and broader economic activity.Engage regional partners, sports facility operators, professional sports organizations and athletes, developers, tourism partners, and other industry stakeholders to explore opportunities for new or expanded sports and recreational facilities in Turlock. These partnerships can provide industry expertise, identify potential investment and programming opportunities, and help position Turlock as a regional destination for tournaments, sporting events, and recreational activities that generate visitor spending, hotel stays, sales tax, and TOT revenue.Develop an event attraction strategy to proactively recruit regional and statewide sporting events, tournaments, competitions, and other high-attendance activities to Turlock. Attracting these events can increase overnight hotel stays, generate Transient Occupancy Tax (TOT) and sales tax revenue, drive spending at local restaurants, retailers, and businesses, and strengthen Turlock’s visibility and reputation as a regional sports and recreation destination.
Phase 2 - Year 2
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
24 8.Utilize Value Capture
12 Economic Development / Finance
Finance Department; Municipal Services Department; Development Services Department; City Manager’s Office; Consultants; Commercial Developers; Property Owners; Stanislaus County Economic Development / Finance / Development services
Municipal Services Department; Development Services Department; Finance Department; TID; SRWA; Stanislaus County; Commercial Developers; Property Owners 34 Economic Development / Finance
Ongoing
Development Services Department; Municipal Services Department; Finance Department; City Manager’s Office; Consultants Economic Development / Finance
Finance Department; Development Services Department; Municipal Services Department; City Manager’s Office; Consultants; Commercial Developers; Evaluate EIFDs, CFDs, and financing tools.Identify and prioritize infrastructure projects by coordinating with City departments to evaluate existing infrastructure, future needs, and potential improvements that can support economic growth and new development. This coordination will help the City proactively identify infrastructure investments that remove development barriers, improve site readiness, leverage available funding opportunities, and better position Turlock to attract private investment and major development projects.Coordinate with the Finance and Development Services Departments to identify, evaluate, and implement programs and financing tools that support infrastructure investment, economic growth, and new development opportunities.Develop implementation strategy.
Phase 2 - Year 2
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
25 9.Housing as Economic Development
1 Economic Development / Development Services
Development Services Department; Stanislaus County; Commercial Developers; Home Builders; Commercial Realtors; CSU Stanislaus; YCCD; Major Employers; Large Sales Tax Producers 2 Economic Development / Development Services
Development Services Department; Property Owners; Commercial Developers; Commercial Realtors; Home Builders; Stanislaus County; Major Employers 3 Economic Development Ongoing
Development Services Department; Commercial Realtors; Commercial Developers; Site Selectors 4 Support workforce housing projects that provide opportunities for people who work in Turlock to also live in Turlock, strengthening the connection between housing, workforce, and economic development. Expanding workforce housing opportunities can also help attract employers, support business growth, and encourage additional private investment in the community.Identify and prioritize housing sites that are ripe for development based on location, infrastructure availability, development readiness, and market potential to help facilitate new housing investment, support Turlock’s continued economic growth, and potentially catalyze additional commercial development and private investment in the surrounding area.Promote housing as an economic development strategy by coordinating and collaborating with the Finance and Development Services Departments on joint programs and initiatives that encourage housing investment, support workforce needs, and help build Turlock’s future.Engage the development community to assess whether the City is meeting development and permitting timelines, identify opportunities for process improvements, and better understand current market challenges and barriers to development.
Economic Development Ongoing
Commercial Developers; Home Builders; Commercial Realtors; Site Selectors; Real Estate Directors; Phase 3 - Year 3
Strategic Priority Implementation Action Item Lead Dept. Status Target Completion Date Current Progress Potential Partners Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
26 V. PERFORMANCE METRICS
“Performance metrics will be shared quarterly, included within department monthly reports.” Business Activity
1. Annual BEAR visits count
2. Number of business workshops and
attendance numbers
3. Number of business referrals to Small
Business Development Center (SBDC),
Turlock Chamber of Commerce, U.S.
Small Business Administration (SBA),
CSU Stanislaus, Volt Institute, and other
business resource organizations.
Growth & Investment
1. Number of new businesses opened
2. Estimated number of jobs created
3. Turlock Partnership Incentive Program
Annual Performance Review (Number
of Awarded businesses, estimate of
new jobs)
4. Turlock Development Incentive Program
Annual Performance Review (Number
of Awarded businesses, estimate of
new jobs)
Industrial & Opportunity Areas
1. WISP inquiries and wins
2. Opportunity Zone inquiries and projects
Economic Indicators
1. Sales tax performance (Quarterly)
2. Unemployment rate (Monthly)
3. Workforce data (Semi-annually)
4. Vacancy rates (Semi-annually)
5. TOT Tax Performance (Semi-annually)
Community & Tourism
1. Job Fair participation
2. Event attendance
3. Sports tourism progress
Business Climate
1. Annual business survey
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
27 Strategic Priority
Total actionsNot startedIn progress
x Business Expansion, Attraction & Retention
(BEAR) x
x
x
x
Westside Industrial Specific Plan (WISP)
Opportunity Zone Investment
Establish Performance Metrics
x
x
x
Establish Business Incentive Program x x
On GoingCompletedActive / Complete %
x
x
x
Expand Sports Facilities & Tourism
Utilize Value Capture
Housing as Economic Development
x
x
x
Downtown Placemaking x x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Total x x
This Implementation Plan establishes a clear, phased roadmap aligned with the adopted Economic Development Strategic Plan and provides accountability through measurable outcomes and regular reporting.
VI. EXECUTIVE DASHBOARD
“Please note, this is a sample data Executive Dashboard Sample” VII. CONCLUSION
Economic Development Strategic Plan | Implementation Plan 2026 - 2029 DRAFT
City Council Staff Report
August 25, 2026
From: Christopher Fisher, Municipal Services Director
Prepared by: David Huff, Water Quality Control Manager
Agendized by: John J. Murphy, DPA, ICMA-CM, City Manager
1. ACTION RECOMMENDED:
Motion: Approving a Professional Services Agreement with St Francis Electric for Traffic Signal and Streetlight Preventative Maintenance and Repair Services for a five (5) year term, for a total amount not to exceed $2,500,000.
2. NARRATIVE:
The City of Turlock owns and maintains 84 signalized intersections and 17 Rectangular Rapid Flashing Beacon (RRFB) locations, in addition to associated traffic signal controllers, cabinets, detection systems, battery backup systems, pedestrian signal equipment, and streetlight infrastructure. These facilities are critical components of the City’s transportation network and are essential to maintaining safe and efficient traffic operations for motorists, bicyclists, and pedestrians.
The Municipal Services department has been gradually improving intersection safety features like retroreflective tape around signal back plates to improve visibility, loop replacements at various intersections, LED signal and pedestrian signal repairs and upgrades, and signal control systems to modify timing based on traffic volumes.
Due to the technical and specialized nature of traffic signal and streetlight systems, the City must contract with a qualified electrical contractor experienced in traffic signal preventative maintenance, emergency response, and on-call repair services. Routine inspections and preventative maintenance are necessary to reduce system failures, extend equipment life, ensure regulatory compliance, and minimize safety hazards.
The City issued a Request for Proposals (RFP) 2026-033 in accordance with City purchasing policies to solicit qualified firms capable of providing comprehensive preventative maintenance, emergency response, and repair services. The RFP required proposers to demonstrate experience with public agency traffic signal systems, the ability to provide 24- hour emergency response, compliance with prevailing wage requirements, and familiarity with applicable standards including the California Manual on Uniform Traffic Control Devices (CA MUTCD), California Department of Transportation specifications, and the National Electrical Code.
Proposals were received and evaluated using established criteria including qualifications, staffing, methodology, emergency response capability, price proposal, and references.
Following evaluation and scoring, St Francis Electric was determined to be the most qualified proposer and best value to the City based on demonstrated experience, technical expertise, emergency response capability, and competitive pricing.
Agenda Staff Report
8/25/2026
The proposed Agreement establishes a five-year term and includes unit pricing for preventative maintenance services, hourly labor and equipment rates for emergency and oncall services, and a material markup structure. The Agreement requires defined emergency response times, structured monthly, bi-monthly, and annual preventative maintenance inspections, detailed reporting, and compliance with all applicable federal, state, and local regulations.
Award of the contract will ensure continuity of service, protect public safety, and maintain the operational reliability of the City’s traffic signal and streetlight systems.
3. FISCAL IMPACT / BUDGET AMENDMENT:
Annual expenditures will vary depending on preventative maintenance, emergency repairs and infrastructure additions but are budgeted within the Municipal Services operating budget. The Agreement establishes a total compensation over the five-year term that shall not exceed $2,500,000 without further Council authorization. Expenditures will be funded by Fund 219 Contract Services Signalization.
4. ENVIRONMENTAL DETERMINATION:
Approval of this Agreement is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378, as it constitutes an administrative action and will not result in a direct or indirect physical change in the environment.
5. ALTERNATIVES:
The City Council could elect not to approve the agreement. The alternative is not recommended, as the City does not have the available staff and certifications required to provide comprehensive traffic signal services, including routine maintenance, emergency response, and technology upgrades to ensure safe, efficient, and cost-effective traffic signal operations.
6. ATTACHMENTS:
1. Agreement CC 2026-178 with St. Francis Electric, LLC