Agenda — Escalon City Council, April 6, 2026 (part 1 of 3)

AGENDA

CITY COUNCIL OF THE CITY OF ESCALON
MEETING OF APRIL 6, 2026
City Council Chambers, 2060 McHenry Avenue - 7:00 P.M.

Beginning Resolution No. 14-26
Beginning Ordinance No. 602
Beginning Minute Order No. 20-26
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35.104 ADA Title II)
CALL TO ORDER Mayor Andrew Hagan
PLEDGE OF ALLEGIANCE Mayor Andrew Hagan
ROLL CALL Mayor Andrew Hagan
Mayor Pro Tem Malinda Walker
Councilmember Jeremy Engle
Councilmember Shawn Strohman
Councilmember Jeff Kay

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PRESENTATIONS

1. Capital Improvement Program (CIP) 101

2. City of Escalon Police Department 2025 Annual Report

CONSENT CALENDAR

3. Approve the Minutes of the Regular City Council Meeting on March 16, 2026

4. Approve the Register of Demands – March 30, 3036 in the Amount of $287,921.85

5. Accept the City of Escalon Annual Transit Update Report for Fiscal Year 2024-2025

6. Consider Adopting the eTrans 2025-2034 Short Range Transit Plan

7. Authorize Issuance of a Purchase Order and Execute a Software as a Service Agreement with Passio Technologies for Purchase of Transit Technology Items for eTrans Vehicles

8. Authorize a Professional Services Agreement with Transit Happy for a Rebrand of the Escalon Transit Service

9. Authorize a Professional Services Agreement with Moss, Levy, Hartzheim, LLP. For Independent Auditing Services

10. Authorize a Professional Services Agreement with The Natelson Dale Group, Inc. for the Preparation of the Escalon Economic Development Strategic Plan These items are considered routine in nature and are acted upon by a single action unless requested by an individual Council Member or member of the public for special consideration.

STAFF COMMUNICATIONS & UPDATES

MATTERS PRESENTED FROM THE AUDIENCE
The public may address the City Council on any item that is on the Agenda at the time the item is called. The public may also address the City Council on any item not on the Agenda that is within the subject matter of the City of Escalon. Each speaker is limited to a maximum of five (5) minutes. Unused time may not be yielded to another speaker. You may state your name and address for the record; however, it is not required. Due to state law, action will not be taken on an item that is not on the Agenda and except for brief responses, the Council is prohibited from discussing any item not on the agenda. If it requires action, it will be referred to staff and/or placed on a future Agenda. The determination of whether an item is within the subject matter of the City is a discretionary decision made by the Mayor.

PUBLIC HEARINGS

11. Adopt the Updated Fireworks Booth Application and Program Fees; and Amend the City of Escalon Master Fee Schedule to Include Fireworks Booth Application and Program Fees

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ADMINISTRATIVE MATTERS

12. Adopt the City of Escalon 2026 Disaster Preparedness Plan

13. Consider Grant Agreements for Businesses Recommended by the Economic Development Committee Through the Escalon Development Incentive Program

COUNCIL COMMUNICATIONS

CLOSED SESSION

ADJOURNMENT
LEVINE ACT PUBLIC PARTY/APPLICANT DISCLOSURE OBLIGATIONS:

Applicants, parties, and their agents who have made campaign contributions totaling more than $250 (aggregated) to a Councilmember over the past 12 months, must publicly disclose that fact for the official record of that agenda item. Disclosures must include the amount of the campaign contribution aggregated, and the name(s) of the campaign contributor(s) and Councilmember(s). The disclosure may be made either in writing to the City Clerk prior to the agenda item consideration, or by verbal disclosure at the time of the agenda item consideration.

The foregoing statements do not constitute legal advice, nor a recitation of all legal requirements and obligations of parties/applicants and their agents. Parties and agents are urged to consult with their own legal counsel regarding the requirements of the law.

SB 343 NOTICE
In accordance with California Government Code Section 54957.5, any writing or document that is a public record, relates to an open session agenda item and is distributed less than 72 hours prior to a regular meeting will be made available for public inspection in the office of the City Clerk at City Hall during normal business hours at 2060 McHenry Avenue. If, however, the document or writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the meeting, as listed on this Agenda.

DECLARATION OF POSTING
I, Michele Bates, Deputy City Clerk, certify under penalty of perjury, under the State of California, that the Escalon City Council Agenda for the Meeting of Monday, April 6, 2026 was posted 72 hours prior to the meeting in accordance with the Ralph M. Brown Act, in the area designated below on Thursday, April 2, 2026.

Escalon City Hall
2060 McHenry Avenue
City of Escalon Website
www.cityofescalon.org
Escalon CA 95320

Dated: Thursday April 2, 2026
Michele Bates, Deputy City Clerk

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INTENTIONALLY LEFT BLANK Page 4 of 687

CAPITAL IMPROVEMENT
PLAN 101
APRIL 6, 2026

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PURPOSE
• Provide Capital Improvement Plan overview
• Introduce the City’s updated CIP process
• Share the draft list of projects generated by staff
• Preview how the CIP will integrate into the upcoming budget

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What Is a CIP and Why It Matters
• Multi-year planning tool for
capital needs
• Identifies infrastructure
priorities, funding strategies,
and timelines
• Helps avoid surprises and
supports long-term financial
planning
• Ensures consistency between
departments, budgets, and
Council goals

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Definition of a Capital Project
A significant,
non-recurring
investment in public
infrastructure,
facilities,
equipment, or
technology that
provides long-term
value to the
community

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Considers Multiple Plans

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Consequences of Poor or Absent
Capital Improvement Planning
• Deferred Maintenance and
Accelerated Asset Failure
• Budget Volatility and Fiscal Stress
• Missed Opportunities for External Funding
• Diminished Quality of Life and Service Levels
• Reduced Economic
Competitiveness
• Inequitable or Politicized Investment Patterns
Bay Area roads are the worst in the nation, new report finds

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Overview of the New CIP Process
March/April
Prioritize
May/June
Budget Integration
Readiness+
Urgency
Funding +
Alignment
General Plan
Maintenance
New Ideas
Budget Plan
Jan/Feb
Build the Project List

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Carry-Over Projects
• Show a short list of:
• Main Street Improvements
• SSJID Surface Water Connection
• Treatment Plant Upgrade
• Well #1A
• Railroad Stripping
• La Mesa lift Station

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Proposed New Projects
• High-priority needs
• Regulatory or safety-driven items
• Infrastructure replacements
• Parks and facility improvements
• Technology and fleet needs

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What Happens Next
• Staff will refine costs, schedules, and funding strategies • Finance will integrate the CIP into the draft budget
• Council will review the full 5-year CIP during budget workshops • Adoption occurs with the annual budget in June

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ITEM NO. 2

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
Prepared By: Robert Hardgraves, Chief of Police
Date: March 24, 2026
Subject: Escalon Police Department 2025 Annual Report
Recommendation:

Accept the Escalon Police Department 2025 Annual Report.

Background and Discussion:

The Annual Report is intended to provide an overview of the Escalon Police Department from the prior year. The Report includes an overview of the staffing levels and operations of the Department, provides a status update on the Department’s Strategic Plan goals, and compiles data from the past 10 years to determine how crime is trending in Escalon.

The Report is another effort by City staff to share important information with the public and decision makers to raise awareness to the workings of our government and community.

Fiscal Impact:

The acceptance of the Annual Report does not have a fiscal impact.

Attachment:

1. Escalon Police Department 2025 Annual Report

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2025

ANNUAL REPORT

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About the Department
The Escalon Police Department has budget authorization for 12 full time sworn personnel—nine (9) patrol officers, two (2) sergeants, and a chief—and two (2) civilian staff.

The officers cover shifts 365 days a year, 24 hours a day using two (2) squads, which work Sunday through Tuesday, and Thursday through Saturday, with each squad working alternate Wednesdays. A minimum of two (2) officers work each shift. The 9th officer is the School Resource Officer (SRO) who is assigned to the schools.

At the start of 2025, the department had one (1) vacant full-time officer position. Throughout the year, one (1) officer left the department for another agency, one (1) officer stepped down from a full-time position to a reserve position, and two (2) officers were terminated for misconduct. Three (3) officers were hired, thus leaving two (2) vacant positions, or one (1) less than the start of the year. Currently, there are multiple officers in the hiring process to fill the vacancies.

Due to staffing shortages, the use of overtime costs has increased. In total, officers have worked 2,606 hours (or 125% of a full-time position) of overtime in 2025. The officer with the highest total of overtime worked and additional 430 hours (or nearly 21% of a full-time position). Further, Reserve officers have covered numerous patrol shifts covering vacations, sick time, court appearances, etc. for a total of 1,663 hours worked.

Although 2025 saw staffing setbacks, the Department has made foundational changes and improvements to help set up the department for the long term.

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Strategic Plan
Strategic Priority #3, Public Safety, of the Escalon 2025-2026 Strategic Plan states:

The City will work to maintain its high quality public safety primarily through reduced officer turnover, which will improve resident familiarity with law enforcement and maintain a small town, community policing feel by:
 Achieve 100% Officer staffing levels by December 31, 2025  Increase average Officer tenure by 1 year by October 2026  Maintain no more than one probationary Officer on the Force at a given time The public safety strategic goals were purposely set to be audacious because staffing is the most critical issue facing the Police Department due to the size and nature of the Department. The overall intent of the strategic priority, and the focus on staffing is to maintain high quality policing in the community. In 2025, necessary backward staffing steps were taken in order to pave a better and more sustainable path forward. Though the staffing goals will not be met, other tangible actions were accomplished. Said another way, the house was not completed in 2025, but a solid foundation was established on which to build. Below is an overview of the steps taken.

Measure P funds to increase salary compensation and improve longevity incentives for officers
The City Council approved an improved contract with the Escalon Police Officer’s Association (EPOA) that substantially increased officer base pay and provided additional monetary incentives. This made the Escalon Police Department a more competitive option in the hiring market, and provided officers a chance to remain in the department.

Improve the City’s training program and introduce new training opportunities This year, EPD management prioritized training to invest in staff and to ensure their proficiency in these areas and to provide opportunities for the officers. In 2025, Escalon Police Officers attended 1,226 hours of POST Certified training, including DUI investigation, traffic collision investigations, radar operator, advanced investigation courses, police motorcycle training, and legal updates. As outlined below, training levels are significantly higher than previous years.

Strategic Plan

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2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
POST Training Hours 820 945 444 714 408 576 763 696 852 689 1226 Strategic investment in equipment
The City provided new rifles and enhanced body armor for each officer to help preparedness and safety for serious incidents. Purchased additional gear to improve range training and efficiency. Further, 2025 also saw the completion of several deferred maintenance projects, including the radio repeater upgrade, which improved the reliability of Department radios, as well as the replacement of the RIMS server.

Increase pool of active reserve officers, which will help cover shifts and reduce officer burnout.

To attract more applicants, the City approved reserve officer compensation for their time in the field training (FTO) program. POST requires at least 400 hours of field training prior to an officer being able to work as a solo officer. When working on a volunteer basis, trainees are typically unable to spend the consistent time necessary to efficiently and effectively pass the FTO program. Being paid for their time affords them the ability to work on a full-time basis and complete their training in three to four months.

Establish an officer appreciation program
Initiated an officer appreciation program and established an Officer of the Year award. The program also increased officer recognition through written commendations, celebration of milestones and public recognitions at Council meetings and on the City’s socials. 0 200
400
600
800
1000
1200
1400
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
POST Training Hours

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The following is a look at the work of the Department and the current state of the community. To provide an accurate picture of the community, any data used must be viewed holistically and in context with the current situation and the past.

An officer’s primary duty is to respond to calls for service and to investigate crime. In between those duties, officers will conduct proactive patrols for traffic enforcement and crime suppression. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 +/-
Calls for Service 5039 4866 4879 5154 4535 4876 4152 4213 4158 3712 -446 Traffic Stops 1883 1550 1839 3181 2364 2058 1583 2305 2847 2439 -408 Veh/Ped Check 558 577 556 631 790 677 489 433 278 287 9 Total Arrests 302 290 335 442 343 374 358 358 382 429 47 Total Citations 827 724 854 1260 984 992 939 1026 1154 1085 -69 Calls for service have been continuously declining, and are at their lowest rate in 10+ years, indicating that crime is low in the community. Total arrests were up about 10% from the prior year. However, total arrests has been very consistent over the last 10 years with slight ups and downs over time meaning this does not seem to be a telling metric. The officer’s proactive patrol and attention appear to be reducing minor infractions.
0 1000
2000
3000
4000
5000
6000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Department Activity
Calls for Service Traffic Stops Veh/Ped Check Total Arrests Total Citations Department Activity

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Serious & Violent Felonies
Escalon is a small, tight knit community which has always had low serious and violent crime rates, though aggravated assaults stick out in this category. Aggravated assault includes, but is not limited to, battery with serious injury and assault with a deadly weapon. From the peak of 2016/2017, the crime rate in this category has been down in total and in most categories, each year. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 +/-
Serious &
Violent Felonies 36 34 21 17 18 15 11 12 10 9 -1
Murder 1 0 0 0 0 0 0 0 0 0 0
Rape 6 3 2 1 4 2 2 0 1 1 0
Robbery 3 1 3 0 3 1 2 3 3 1 -2
Arson 2 0 0 1 2 0 0 1 0 0 0
Aggravated
Assault 24 30 16 15 9 12 7 8 6 7 1
Assaults & Domestic Violence
Assaults and domestic violence have been consistent over the last 10 years with no trend during this period, but ups and downs over time. These are damaging crimes to the fabric of the community and will be watched closely.

Notable Crimes 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 +/- Aggravated Assault 24 30 16 15 9 12 7 8 6 7 1
Simple Assault 33 24 23 36 27 27 40 42 34 20 -14
Domestic Violence 28 23 21 26 28 24 17 31 20 20 0
0 20
40 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Serious & Violent Felonies
0 20
40 60
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Assaults & Domestic Violence
Aggravated Assault Simple Assault Domestic Violence
Criminal Activity

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Criminal Activity
Burglary, Theft, & Stolen Vehicles
Historically, property crime has been Escalon’s largest challenge. While the community’s violent crime rates have been below the rates of neighboring communities, property crime has been on par with neighboring communities. It is heartening to see that all crimes in this category are trending down.

EPD will continue their proactive patrols to reduce these crimes of convenience.

Notable Crimes 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 +/- Burglaries 37 45 25 25 41 33 15 21 20 16 -4
Theft (Grand & Petty) 91 109 87 102 114 125 85 71 69 61 -8 Stolen Vehicles 15 18 12 8 15 11 10 11 8 4
-4
Crime in Escalon appears to be trending down due to several factors. It is understood that crime and the factors that cause and influence it are complex. Many of these factors, such as the economy, social tensions at the federal level, and family disruptions, are out of the control of the City and the Police Department.

However, we do know that the San Joaquin County District Attorney’s Office has increased the rate of filing charges against offenders, holding those accountable for their actions and has increased the amount of time those spend in jail. The actions at the County level, which have reduced the number of people in the region who may commit crimes, coupled with Escalon Police Officers conducting more proactive patrols, which increases officer visibility and thus reduces criminal activity. 0 20
40 60
80 100
120
140
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Burglary, Theft, & Stolen Vehicles
Burglaries Theft (Grand & Petty) Stolen Vehicles

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ITEM NO. 3

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
Prepared By: Michele Bates, Deputy City Clerk
Date: March 30, 2026
Subject: Review and Approve the Minutes
Recommendation:

Approve the Minutes from the Regular City Council Meeting of March 16, 2026

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MINUTES

CITY COUNCIL OF THE CITY OF ESCALON
MEETING OF MARCH 16, 2026
City Council Chambers, 2060 McHenry Avenue - 7:00 P.M.

Beginning Resolution No. 12-26
Beginning Ordinance No. 602
Beginning Minute Order No. 15-26
PRESENT: Mayor Andrew Hagan
Mayor Pro Tem Malinda Walker
Councilmember Jeremy Engle
Councilmember Shawn Strohman
Councilmember Jeff Kay
STAFF PRESENT: Jaylen French, City Manager (CM)
Celinda Bickner, Finance Director/HR Administrator (FDHRA) Juston Collins, Public Works Superintendent (PWS)
Robert Hardgraves, Chief of Police
Trevin Barber, Development and Community Services Manager (DCSM) Frank Splendorio, Legal Counsel
Michele Bates, Deputy City Clerk

PRESENTATIONS

1. Presentation of 2025 Rookie of the Year, Officer Brandon Gunter Chief Hardgraves recognized Officer Brandon Gunter as the 2025 Rookie Officer of the Year.

2. Presentation of 2025 Officer of the Year, Officer Abe Palomino Chief Hardgraves recognized Officer Abraham Palomino, for the second year in a row, as the 2025 Officer of the Year.

Councilmembers expressed their appreciation and thanked both officers for their dedicated service and commitment to keeping the community safe.

3. Municipal Water 101 Presentation
PWS Collins provided a Municipal Water 101 presentation as part of the City’s overall effort to provide information to the Council and community. The presentation included information on the City’s groundwater wells, their condition, annual testing, how and where water is sourced, and the role of each well in serving the community.

Councilmember Engle inquired about monitoring wells and the condition of the area’s aquifer water quantity and quality. PWS Collins shared at this time there is no imminent threat to the aquifers, but that state regulations continue to increase which could pose challenges to pulling groundwater. The cost of the proposed surface water conveyance project was discussed (~$14 million) in relation to cost of new wells (~$3.5 million).

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Mayor Pro Tem Walker inquired about the number of area cities that rely solely on groundwater to which PWS Collins indicated that he would research and report back.

4. Quarterly Major Infrastructure Projects Update
CM French provided a status update on the City’s two major infrastructure projects—the Surface Water Conveyance Project and the Wastewater Treatment Plant Upgrade Project. He confirmed that the last water rate increase (2018) did not allocate funds to the Surface Water project, but the study indicated that the following rate increase (2023) should. The 2023 rate increase was never implemented and current water rates remain at 2023 levels. Council inquired about the City’s ability to maintain the existing water infrastructure with the current water rates to which FDHRA Bickner confirmed the City has sufficient funds for typical repairs. CM French shared that the City is exploring an option to generate water revenue utilizing the City’s surface water allocation, which can help fund the project.

CM French reported that the City had devised an approach to phase the large ($40M) wastewater treatment plant upgrade project, and were finalizing the details of phase 1 and working with industry to fund this phase.

Construction on Phase I could start as soon as early 2027.

Public Comment Opened at 7:44 p.m.

None
Public Comment Closed at 7:44 p.m.

CONSENT CALENDAR

5. Approve the Minutes of the Regular City Council Meeting on March 2, 2026

6. Approve the Register of Demands – March 9, 2026 in the Amount of $331,143.59

7. Waive the Second Reading and Adopt Ordinance No. XXX Amending Section 17.41.140 of the Escalon Municipal Code Relating to Accessory Dwelling Units and Junior Accessory Dwelling Units to Comply with Recent Changes in State Law, and Finding the Action to be Statutorily Exempt from CEQA under Public Resources Code § 21080.17
Councilmember Engle recused himself from Item 7 due to personal matter and will only vote to Items 5 and 6 MOTION – it was m/s by STROHMAN/KAY to Approve the Consent Calendar as Presented for Items 5 and

6. Motion carried 5-0 MINUTE ORDER 15-26. For Item 7, Motion carried 4-0-1 (Engle Recused).

MINUTE ORDER 16-26

STAFF COMMUNICATIONS & UPDATES

8. February Updates
a. Treasurer’s Report
b. Police Department Report
c. Animal Control Report
d. Recreation Report
e. Community Center Report
f. Development Services Report
g. Public Works Report
h. Building Department
i. Water Department Report
j. Waste Water Treatment Plant Report
k. City Manager’s Report (Verbal)

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DCSM Barber reported a successful opening day for baseball and softball and noted that registration is now open for Adult Softball. Following up on a prior question from Council, her reported that the City’s current recreation sports photographer is local, from Valley Springs. The Council inquired whether background checks or live scans should be conducted for companies that the city uses.

DCSM Barber shared that the monthly report would include information on the Community Center rentals. He also noted that the next Economic Development meeting (March 24th) is primarily to review the first round of business grants applications. He then noted that Escalon businesses were among the top recipients of the Countywide Spark Grants, in which the community received $85,000 toward utility bills.

Mayor Hagan, Councilmembers Kay and Strohman commended DCSM Barber on the great work he has done in the short time he has been with the City.

FDHRA Bickner provided the Treasurer’s report, including the status of Measure P revenue, investments, and noted that the quarterly report will be presented next month.

Chief Hardgraves reported that he and Officer Zambrana attended a recruitment event at the Delta Academy and have received applications, with a new officer expected to be sworn in at an April meeting. He also updated the Council on a burglary at the Rite Aid building, which is under investigation, and on an abandoned dog case, where the owner has been identified and criminal charges will be filed with the District Attorney.

Councilmember Kay asked about the recent swatting incident. Chief Hardgraves responded that the investigation is ongoing with promising leads.

PWS Collins praised Chief Water Operator, Matt Morgan, for his excellent work and expressed appreciation for all he has done. He also acknowledged his staff’s outstanding support during the Every 15 Minutes program at Escalon High School.

MATTERS PRESENTED FROM THE AUDIENCE
None

PUBLIC HEARINGS

9. Consider Adopting Resolution XX-26 Approving an Expenditure Plan for the City of Escalon’s Fiscal Year 2026-2027 Community Development Block Grant (CDBG) Program

10. Consider Adopting Resolution XX-26 Approving an Expenditure Plan for the City of Escalon’s Fiscal Year 2026-2027 Home Investment Partnership Act (HOME) Program DCSM Barber explained, based on a concern raised last year, how residents and organizations were informed of these grant opportunities this year. He noted that over the past 15 years, the City has been unable to use approximately $500,000 in funds from the County due to the City not having qualifying areas (economically disadvantaged). This year, however, the City does have a qualifying area and has identified a project. The City further requested the usable funds from the past 15 years.

Councilmember Strohman asked whether the housing program is limited to Escalon residents which DCSM Barber confirmed. Councilmember Strohman also inquired about how the mobile farmers market is advertised and emphasized the importance of increasing visibility and ensuring residents have a better understanding of the programs. DCSM Barber indicated that the receiving organization was responsible for notification of the program, but that the City would coordinate with them to get the word out further.

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Public Comment Opened at 8:12 p.m.

None
Public Comment Closed at 8:12 p.m.

MOTION – it was m/s STROHMAN/KAY to Approve Items 9 and 10 as presented. Motion carried 5-0.

MINUTE ORDER 17-26

ADMINISTRATIVE MATTERS

11. Introduce and Discuss of Proposed Fees for Adult Softball and the Newly Added Adult Soccer Program
DCSM Barber indicated that based on Council direction to review cost recovery efforts and to ensure fiscal stability, and based on conversations by the Escalon Recreation Commission, this item is to re-evaluate the popular adult softball program fees, and consider adding an adult soccer program, and discuss its associated fee.

The report indicates that a $340,000 shortfall exists between revenues and expenses in the recreation sports program, including park maintenance. Youth sports fees remain low by policy. Adult sports softball fees are currently $525 per team, which per the analysis is below the estimated direct cost of $589 per team, not including park maintenance. The Recreation Commission recommended raising the fee several hundred dollars to be more in line with regional rates, to express the value of the program, and ensure adult programs contribute more fairly to expenses.

Mayor Hagan suggested surveying teams on the rate increase before implementing.

Councilmember Strohman suggested expanding teams to increase participation and to help offset costs. It was noted that with limited field space there is limit to the number of teams that can be accommodated.

Councilmember Kay emphasized that adult recreation programs are currently operating at a loss and stated that fees should be adjusted so participants—not taxpayers—cover the costs, especially with the addition of new programs like adult soccer.

Councilmember Engle supported the Recreation Commission’s recommendation, highlighting that a $850 team fee—about $55 per player, roughly $20 more per person—reduces the City’s financial loss and aligns adult fees with youth program fees. He emphasized that adults should not pay less than youth and preferred the Council not override the recommendation. Mayor Hagan expressed no opposition but raised concerns about the timing, and in particular of the adult soccer rate.

Mayor Pro Tem Walker supported a $589 fee for adult leagues, reflecting City costs. Councilmember Engle highlighted that adult sports cause more field wear and suggested reviewing field usage by sport.

Councilmember Strohman favored maintaining 2026 fees while surveying adult soccer and softball participants on what they’re willing to pay. Mayor Hagan suggested charging participants the direct cost for now while allowing time to evaluate a full fee structure next year based on the Recreation Commission’s recommendation.

Councilmember Kay emphasized the affordability, calculating the cost at $6.87 per game and comparing it favorably to other activities like movies or bowling, supporting the $850.00 fee and stating taxpayers should not subsidize participant costs.

Public Comment Opened at 8:33 p.m.

Resident Sherry Hill expressed concern that the Council is micro-managing the Recreation Commission, and that starting a fee low, then increasing it after one year may lead to public pushback.

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Mayor Pro Tem Walker clarified that while the Recreation Commission develops programs and policies, it has not traditionally been responsible for setting fees, which are determined by the Council.

Resident Zach Hogan shared that based on his experience in the adult softball program, $850 fee would not deter participation, emphasizing the program’s popularity and suggesting expansion to allow more teams.

Councilmember Strohman asked whether it mattered that surrounding cities may charge less than Escalon’s proposed $850 fee, and Mr. Hogan responded that it would not, emphasizing that players prefer staying local where the environment is safe and enjoyable.

Resident Stephanie Hogan noted that program comparisons should consider differences in services, such as umpiring, and that safety and quality make Escalon distinct from nearby cities. She added that the league attracts many out-of-town participants and remains in high demand regardless of cost, and briefly addressed the introduction of adult soccer as a new program.

Public Comment Closed at 8:40 p.m.

MOTION – it was m/s STROHMAN/WALKER to Table the Discussion of Agenda Item 11. Motion carried 3-2 (Nays - Kay and Engle). MINUTE ORDER 18-26
CM French noted timing challenges with setting fees for the upcoming adult soccer registration, which could be delayed if additional steps are taken before the public hearing.

City Attorney Splendorio advised that any Councilmember in the majority could reconsider their vote based on the new information, and Mayor Hagan was informed of this option upon returning to the Council.

DCSM Barber explained that delaying soccer registration is possible but not ideal, and while a one-month delay is reasonable, it was not part of the original plan. Mayor Hagan stated the discussion was a moot point, chose not to change his vote, and recused himself again.

DCSM Barber explained the goal of opening registration before the end of the school year was to ensure better participation, noting concerns that a summer launch could reduce visibility for the new program.

12. Memorandum of Understanding for Work at Hogan-Ennis Community Park Prior to discussion, Mayor Hagan recused himself from the matter due to his involvement with Escalon Strong.

CM French presented the staff report, explaining that volunteers and community members have coordinated to help develop new sports fields in the Hogan Park expansion area, and that the item formalizes the partnership between the City and Escalon Strong. City Attorney Splendorio noted the MOU is straightforward and ensures the City is adequately protected as the facility owner.

Mayor Pro Tem Walker asked about the timeline. CM French responded that work is to begin as soon as possible (in the coming days).

Public Comment Opened at 9:04 p.m.

Resident Zach Hogan stated that once the MOU is signed, work will begin immediately, with many volunteers—including experienced field builders and farmers donating equipment—contributing to create the new fields.

Councilmember Engle thanked Zach Hogan for his efforts and praised the project’s community benefits, noting how quickly volunteers stepped forward. Councilmember Kay also expressed appreciation, highlighting it as a great example of the community coming together for Escalon.

Page 28 of 687 ends

Councilmember Strohman reiterated his appreciation and asked about additional amenities. Mr. Hogan responded that the focus is on sod, fencing, and backstops, noting that experienced volunteers and a private engineer from Ripon are ensuring proper construction.

Strohman also asked about sidewalks and ADA compliance; Hogan said sidewalks haven’t been planned yet but will be addressed later, acknowledging the concern.

Public Comment Closed at 9:15 p.m.

MOTION – it was m/s by STROHMAN/ENGLE to Approve the MOU Between Escalon Strong and the City of Escalon for the Hogan Park Expansion Project. Motion carried 4-0-1 (recused – Hagan). MINUTE ORDER 19-26

COUNCIL COMMUNICATIONS
Councilmember Kay requested Council consensus to direct staff to review the City’s permitting fees, citing a concern that they may be determinantal to the City’s economic development efforts, receiving support from Councilmember Strohman, Mayor Hagan, and Mayor Pro Tem Walker. He also proposed exploring owl boxes in parks to address the gopher problem and asked staff for a cost analysis, which was supported by Mayor Pro Tem Walker and Councilmember Strohman.

Councilmember Strohman congratulated Officers Palomino and Gunter on their awards and expressed appreciation for the police department, PWS Collins’ water presentation, and City staff. He also thanked residents Zach and Stephanie Hogan for their significant contributions and community involvement, noting the City is fortunate for their dedication.

Councilmember Engle highlighted the success of the Lions Club’s corned beef and cabbage dinner and noted that the club honored three community members—Marilyn Salvin, Jeff Miller, and Rein Doornenbal—with the Melvin Jones Award, the organization’s highest recognition.

Mayor Pro Tem Walker emphasized her focus on citizens’ health and safety and improving Escalon for business and recreation. She praised the success of Recreation baseball and softball Opening Day, encouraged community members to volunteer pitching coaching for the girls, and congratulated Officers Palomino and Gunter on their awards.

Mayor Hagan echoed Councilmember Strohman’s appreciation for Zach and Stephanie Hogan and City staff.

He requested consensus to revisit the noise ordinance, which was supported by Councilmember Kay and Mayor Pro Tem Walker, and thanked the Lions Club for their community contributions, encouraging public involvement.

ADJOURNMENT
There being no further business, Mayor Hagan adjourned the meeting at approximately 9:36 p.m.

Respectfully submitted,
__________________________________
Michele Bates, Deputy City Clerk

Page 29 of 687 ends

INTENTIONALLY LEFT BLANK Page 30 of 687
Recommendation:

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
ITEM NO. 4
Approval of the Register of Demands for the amount of $287,921.85 for the period beginning March 10, 2026, and ending on March 30, 2026, pursuant to the Fiscal Year 2025-26 Budget adopted on 6/16/2025.

Attachments
Attached is the check register report for the period indicated above in which items were paid in conformity with City policies and procedures from available funds.

Prepared By: Courtney Richmond, Accounting Technician
Date: March 30, 2026
Subject: Approval of Register of Demands – March 30, 2026, for $287,921.85

Page 31 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 1
VENDOR SET: 01 City of Escalon, CA
BANK: * ALL BANKS
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT USB01 U.S. BANK N.A.

C-CHECK U.S. BANK N.A. VOIDED V 3/12/2026 083811 1,150.00CR * * T O T A L S * * NO INVOICE AMOUNT DISCOUNTS CHECK AMOUNT REGULAR CHECKS: 0 0.00 0.00 0.00
HAND CHECKS: 0 0.00 0.00 0.00
DRAFTS: 0 0.00 0.00 0.00
EFT: 0 0.00 0.00 0.00
NON CHECKS: 0 0.00 0.00 0.00
VOID CHECKS: 1 VOID DEBITS 0.00
VOID CREDITS 1,150.00CR 1,150.00CR 0.00
TOTAL ERRORS: 0

NO INVOICE AMOUNT DISCOUNTS CHECK AMOUNT
VENDOR SET: 01 BANK: * TOTALS: 1 1,150.00CR 0.00 0.00
BANK: * TOTALS: 1 1,150.00CR 0.00 0.00

Page 32 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 2
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT ARC02 ARCO BUSINESS SOLUTIONS
I-20260315TI761000AR FUEL D 3/23/2026 4,476.67 001360 4,476.67 MOD03 MODESTO IRRIGATION DISTRICT
I-202603175712 MODESTO IRRIGATION DISTRICT D 3/23/2026 13,168.40 001361 13,168.40 PAC02 PACIFIC GAS AND ELECTRIC
I-202603125710 PACIFIC GAS AND ELECTRIC D 3/23/2026 17,729.51 001362 17,729.51 VIS01 VISA
I-ANDOH032026 BLUEHOST D 3/23/2026 3.99 001363
I-COLLINS032026 PHYSICAL/SOAP DISPENSER/HATS D 3/23/2026 679.85 001363 I-HARDGRAVES032026 TRAINING REGISTRATION/AWARDS D 3/23/2026 143.35 001363 I-RICHMOND032026 OFFICE SUPPLIES/FILTERS/FAUCET D 3/23/2026 1,696.25 001363 2,523.44 MOD03 MODESTO IRRIGATION DISTRICT
I-202603245725 MODESTO IRRIGATION DISTRICT D 3/24/2026 285.03 001364 285.03 ATT06 AT&T MOBILITY
I-X03102026 MONTHLY CELL PHONES R 3/12/2026 1,382.41 083802 1,382.41 AYE01 AYERA TECHNOLOGIES, INC
I-761745 LIBRARY INTERNET SERVICE R 3/12/2026 49.00 083803 49.00 CAL15 CALIFORNIA LANDSCAPE SUPPLY, I
I-116811 (10 TONS) PRO RED INFIELD MIX R 3/12/2026 938.90 083804 938.90 FGL01 FRUIT GROWERS LABORATORY INC
I-632519A DRINKING WATER TESTING R 3/12/2026 47.00 083805 I-632590A DRINKING WATER TESTING R 3/12/2026 220.00 083805 267.00 INT06 INTERNATIONAL TELE-PATH
I-SI-269998 RADIO SERVICE CONTRACT R 3/12/2026 401.00 083806 401.00 PAC02 PACIFIC GAS AND ELECTRIC
I-0008492579-1 DECOM/ONGOING CTC CHGS FEB 26 R 3/12/2026 6.83 083807 6.83 PAC02 PACIFIC GAS AND ELECTRIC
I-0008492631-0 DECOM/ONGOING CTC CHGS FEB 26 R 3/12/2026 1.14 083808 1.14 PAC02 PACIFIC GAS AND ELECTRIC
I-0008492634-4 DECOM/ONGOING CTC CHGS FEB 26 R 3/12/2026 0.30 083809 0.30

Page 33 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 3
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT SAN01 SAN JOAQUIN CO AUDITOR-CONTROL
I-202603125709 CO PARKING CITE FEES FEB 2026 R 3/12/2026 301.00 083810 301.00 USB01 U.S. BANK N.A.

I-8079373 CIVIC CENTER-ADMIN FEE V 3/12/2026 1,150.00 083811 1,150.00 USB01 U.S. BANK N.A.

M-CHECK U.S. BANK N.A. VOIDED V 3/12/2026 083811 1,150.00CR USB02 U.S. BANK
I-8079373 ADMIN FEE-CIVIC CNTR/COMM CTR R 3/12/2026 1,150.00 083812 1,150.00 AUT01 AUTREYS SWEEPING LLC
I-48909 STREET SWEEPING SERVICES R 3/12/2026 1,807.69 083813 1,807.69 RIP01 CITY OF RIPON
I-7267 MONTHLY DISPATCH SERVICES R 3/12/2026 15,135.72 083814 I-7268 MONTHLY DISPATCH SERVICES R 3/12/2026 187.12 083814 15,322.84 FGL01 FRUIT GROWERS LABORATORY INC
I-630610A- DRINKING WATER TESTING R 3/16/2026 220.00 083815 I-633081A DRINKING WATER TESTING R 3/16/2026 41.00 083815 261.00 SNE02 SNELLING, MELANIE
I-202603165711 ZUMBINI 1/13/26-2/17/26 R 3/16/2026 450.00 083816 450.00 SWI01 SWIFT, ROBERT
I-4308 LANDSCAPE MAINTENANCE R 3/16/2026 8,117.36 083817 I-4309 LANDSCAPE MAINTENANCE R 3/16/2026 2,790.00 083817 10,907.36 AME12 AMERICAN WATER WORKS ASSOCIATI
I-S0283693 MEMBERSHIP RENEWAL- MORGAN R 3/23/2026 539.00 083818 539.00 ATT01 AT&T ONENET SERVICE
I-2181354585 MONTHLY USAGE CHARGE R 3/23/2026 0.91 083819 0.91 AVE01 AVENU INSIGHTS & ANALYTICS LLC
I-INV06-022430 SUTA/DISTRICT TAX-QTR 9/30/25 R 3/23/2026 961.76 083820 I-INV06-022641 STARS SVCS 3RD QTR 2025 DATA R 3/23/2026 578.81 083820 1,540.57 BLA04 BLACKWATER CONSULTING ENGINEER
I-8806 PROFESSIONAL SERVICES FEB 2026 R 3/23/2026 6,667.63 083821 6,667.63

Page 34 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 4
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT CAL13 CALNET
I-000024958608 SCADA PHONE LINE R 3/23/2026 145.07 083822 145.07 CAS06 CASTELLANOS, STEVE
I-202603115705 PLANNING COMMISSION 3/10/26 R 3/23/2026 50.00 083823 50.00 COI01 C & S DRAPERIES INC
I-MOD-C-000900786 CLEANING SRVC-PATROL UNIT 2228 R 3/23/2026 250.00 083824 250.00 CON09 CONCO WEST INC
I-2391 WELL 1A PROJECT R 3/23/2026 6,401.02 083825 6,401.02 COP06 COOPER, ERIC
I-903 ANNUAL CALIBRATION-WWTP R 3/23/2026 1,480.75 083826 1,480.75 CSG01 CSG CONSULTANTS INC
I-65014 ESCALON FIRE PREVENTION SERV R 3/23/2026 164.00 083827 I-65030 CODE ENFORCEMENT OFFICER II R 3/23/2026 135.00 083827 I-65092 PLAN CHECK & INSPECTIONS R 3/23/2026 3,174.00 083827 I-B260213 PLAN CHECK & INSPECTIONS R 3/23/2026 354.75 083827 I-F260127 PLAN CHECK & INSPECTIONS R 3/23/2026 345.00 083827 4,172.75 CWE01 CWEA
I-202603195717 MEMBERSHIP RENEWAL- COLLINS R 3/23/2026 251.00 083828 251.00 DEP03 DEPARTMENT OF JUSTICE
I-028136 FINGERPRINTS R 3/23/2026 81.00 083829 81.00
DIG02 DIGIULIO, SHELBY
I-202603205722 WRKS COMP/WAGE REPLACEMENT R 3/23/2026 2,773.52 083830 2,773.52 DUN01 DUNBAR, MICHAEL ALAN
I-202603115704 PLANNING COMMISSION 3/10/26 R 3/23/2026 50.00 083831 50.00 ECO02 ECOLAB INC
I-6357383487 COMMERCIAL GRADE CLEANING SUP R 3/23/2026 722.13 083832 722.13 ESC01 CITY OF ESCALON
I-202603115708 REC DONATION-GONZALES R 3/23/2026 50.00 083833 50.00 ESC08 ESCALON FEED & SUPPLY
I-180943 AQUAMASTER/SURFACTANT R 3/23/2026 203.20 083834 I-181163 AQUAMASTER/SURFACTANT R 3/23/2026 203.20 083834 406.40

Page 35 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 5
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT ESC21 209 MULTIMEDIA CORP
I-413275 LEGAL AD#26-036 PAVMNT REST. R 3/23/2026 126.00 083835 126.00 ESC21 209 MULTIMEDIA CORP
I-413969 LEGAL AD#26-037 INVIT. TO BID R 3/23/2026 298.00 083836 298.00 ESC21 209 MULTIMEDIA CORP
I-414122 LEGAL AD #26-039 PH FIREWORKS R 3/23/2026 80.00 083837 80.00 ESC31 ESCALON HIGH SCHOOL SPORTS BOO
I-202603195719 DAMAGE DEPOSIT REFUND R 3/23/2026 835.00 083838 835.00 ESC70 ESCALON LIONS CLUB
I-202603195720 DAMAGE DEPOSIT REFUND R 3/23/2026 500.00 083839 500.00 FAR01 FARMER'S BLACKSMITH & WELDING
C-765763 WATER PUMP/ALUMINUM FITTING R 3/23/2026 743.25CR 083840 I-765314 COVERALLS/WW SUPPLIES R 3/23/2026 693.90 083840 I-780938 WATER PUMP/HOSE/GLOVES R 3/23/2026 949.28 083840 899.93 FGL01 FRUIT GROWERS LABORATORY INC
I-633024A DRINKING WATER TESTING R 3/23/2026 234.00 083841 I-633079A DRINKING WATER TESTING R 3/23/2026 104.00 083841 338.00 FRE15 FRESNO CITY COLLEGE
I-202603185715 TRAFFIC COLLISION REGISTRATION R 3/23/2026 149.00 083842 149.00 FRO03 FRONTIER COMMUNICATIONS
I-202603195721 MONTHLY 911 TELEPHONE R 3/23/2026 84.00 083843 84.00 GEO01 GEORGE REED INC
I-100391850 ASPHALT R 3/23/2026 341.30 083844
I-100392358 ASPHALT R 3/23/2026 125.53 083844 466.83
GRA01 GRAINGER
I-9835086332 (1) BOOSTER PUMP R 3/23/2026 1,553.57 083845 I-9845075499 (1) BOOSTER PUMP R 3/23/2026 1,553.57 083845 3,107.14 HOM03 HOME DEPOT CREDIT SVC
I-6294045 (14) RESCUE SOD R 3/23/2026 150.72 083846 150.72 HON02 QQQQ ENTERPRISES INC.

I-685735 HEADLIGHT R 3/23/2026 188.02 083847
I-72286 INSTALL BRAKE PADS & ROTORS R 3/23/2026 510.00 083847 698.02

Page 36 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 6
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT LAN01 LANDMARK HEALTHPLAN OF CA INC
I-202603235723 LANDMARK HEALTHPLAN OF CA INC R 3/23/2026 250.84 083848 250.84 LES06 LES SCHWAB TIRE CENTERS OF CA
I-65200307620 TIRE/BRAKE REPAIR- UNIT 2231 R 3/23/2026 2,257.67 083849 2,257.67 MCR02 MCR ENGINEERING, INC.

I-22180 CATHERINE WAY PARCEL MAP R 3/23/2026 2,900.00 083850 I-22181 1230 BRENNAN IOD R 3/23/2026 200.00 083850
I-22182 GENERAL ENGINEERING SERVICES R 3/23/2026 11,130.00 083850 I-22183 LA MESA AVE LIFT STATION R 3/23/2026 1,200.00 083850 I-22184 WELL NO. 1A R 3/23/2026 1,900.00 083850
I-22185 MAIN ST BIKE & PED IMPROVEMENT R 3/23/2026 32,710.00 083850 I-22186 BNSF-SR120 STRIPING R 3/23/2026 150.00 083850
I-22187 MCHENRY AVE PHASE 3 SEWER R 3/23/2026 2,240.00 083850 I-22188 RECORDS/DIGITIZATION PROJECT R 3/23/2026 3,510.00 083850 I-22189 2026 PAVEMENT RESTORATION R 3/23/2026 1,800.00 083850 57,740.00 MIS02 MISSION LINEN SUPPLY
I-525616932 RUG/TOWEL/UNIFORM-PW R 3/23/2026 72.83 083851 I-525656261 RUG/TOWEL/UNIFORM-PW R 3/23/2026 79.43 083851 I-525656267 RUG/TOWEL-COMM CTR R 3/23/2026 31.56 083851 I-525656270 RUG/TOWEL-CH R 3/23/2026 39.35 083851
I-525693004 RUG/TOWEL/UNIFORM-PW R 3/23/2026 72.83 083851 296.00 OREI1 O'REILLY AUTOMOTIVE STORES INC
I-3811-373264 (2) DIESEL EXHAUST FLUID R 3/23/2026 24.90 083852 24.90 PAC01 PACIFIC STATES PETROLEUM
I-3741570-IN DYED DIESEL RENEWABLE R 3/23/2026 2,363.30 083853 I-MAR2325-IN 520 GALLON FUEL TANK RENTAL R 3/23/2026 177.73 083853 2,541.03 PAC02 PACIFIC GAS AND ELECTRIC
I-0008484492-7 DECOM/ONGOING CTC CHGS JAN 26 R 3/23/2026 5.79 083854 5.79 PAC02 PACIFIC GAS AND ELECTRIC
I-0008484493-5 DECOM/ONGOING CTC CHGS JAN 26 R 3/23/2026 1.60 083855 1.60 PAC02 PACIFIC GAS AND ELECTRIC
I-0008484542-9 DECOM/ONGOING CTC CHGS JAN 26 R 3/23/2026 0.84 083856 0.84 PAC02 PACIFIC GAS AND ELECTRIC
I-0008484546-0 DECOM/ONGOING CTC CHGS JAN 26 R 3/23/2026 0.29 083857 0.29

Page 37 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 7
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT PAC03 AT&T
I-202603185716 MONTHLY TELEPHONE R 3/23/2026 207.26 083858 207.26 PAC06 PACE SUPPLY CORP.

I-0611157938 (2) REGISTER R 3/23/2026 132.12 083859 132.12 PEG01 PEGBOARD
I-524200 (500) PARKING CITATIONS R 3/23/2026 429.88 083860 429.88 QUE02 QUENCH USA, INC.

I-INV10440086 WATER FILTER AC-3/11-4/11/26 R 3/23/2026 4.44 083861 I-INV10440087 WATER FILTER WW-3/12 - 6/11/26 R 3/23/2026 205.66 083861 I-INV10440088 WATER FILTER PW-3/12 - 6/11/26 R 3/23/2026 207.57 083861 I-INV10440089 WATER FILTER PD-3/12 - 6/11/26 R 3/23/2026 207.57 083861 I-INV10440090 WATER FILTER CH-3/12 - 6/11/26 R 3/23/2026 207.57 083861 832.81 RBC01 CORE & MAIN LP
I-Y597915 VALVE WRENCH/KEY METER VALVE R 3/23/2026 419.51 083862 419.51 ROL01 ROLAND, JOCELYN E PH.D ABPP, I
I-24852 PRE-EMP PSYCHOLOGICAL EXAM R 3/23/2026 500.00 083863 500.00 ROL05 ROLFE CONSTRUCTION
I-26052 MCHENRY VALVE REPLACEMENT R 3/23/2026 1,507.00 083864 1,507.00 SAF01 SAFE-T-LITE
I-409105 (500) NO PARKING SIGNS R 3/23/2026 673.98 083865 I-409213 (2)RAKE/(24) SPRAY CHALK WHITE R 3/23/2026 303.25 083865 977.23 SAN10 SAN JOAQUIN COUNCIL OF GOVERNM
I-202603185714 RTIF: JUL-DEC 2025 R 3/23/2026 3,885.51 083866 3,885.51 SAN61 SAN JOAQUIN CO RTIF
I-202603185713 RTIF: JUL-DEC 2025 R 3/23/2026 2,590.34 083867 2,590.34 SBC01 AT&T (GLOBAL LEGAL DEMAND CENT
I-609183 TOWER/AREA SEARCH-PD R 3/23/2026 145.00 083868 145.00 SOU01 SOUTH SAN JOAQUIN IRRIGATION D
I-0009435 FIXED COSTS-FEBRUARY 2026 R 3/23/2026 38,946.06 083869 38,946.06 STR01 STRAND ACE HARDWARE INC.

I-685933 TORCH FUEL/SHARPIES/MARKER R 3/23/2026 41.28 083870 I-685955 IRRIGATION TUBING/RISER ADPTR R 3/23/2026 21.72 083870 I-686008 PIPE PVC/PVC CEMENT/ELBOW R 3/23/2026 101.83 083870 I-686045 ALUMINUM SHOVEL R 3/23/2026 102.20 083870
I-686047 YELLOW MARKER/AMER FLAG R 3/23/2026 100.20 083870 I-686071 UNIVERSAL JOINT SET/SOCKET R 3/23/2026 33.69 083870

Page 38 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 8
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT I-686161 (2) CAUTION TAPE R 3/23/2026 32.60 083870
I-686179 GARDEN SPRAYER/KEY R 3/23/2026 63.53 083870
I-686186 SPRAYER/LANDSCAPE PIN & FABRIC R 3/23/2026 139.43 083870 I-686189 WEEDEATER TITANIUM LINE R 3/23/2026 19.56 083870 I-686309 SPLICING TAPE/WIRE STRIPPER R 3/23/2026 64.33 083870 I-686391 (5) JUMBO KEY BANDS/ (7) KEYS R 3/23/2026 59.68 083870 I-686461 GARDNER BENDER/WIRE CONNECTORS R 3/23/2026 43.64 083870 I-686466 RISER ADAPTER R 3/23/2026 3.25 083870
I-686486 SCRW EXTRCTR SET/VALVE SPRAY R 3/23/2026 39.78 083870 I-686536 PLASTIC ANCHOR/ANG BRUSHES R 3/23/2026 40.74 083870 I-686576 (1) GFCI OUTLET R 3/23/2026 26.09 083870
I-686589 GFCI OUTLET EXCNGE/WALL PLATE R 3/23/2026 8.25 083870 I-686616 WHT SPRY PAINT/PAINTERS TAPE R 3/23/2026 19.55 083870 I-686635 GAS CAN 5GAL R 3/23/2026 45.66 083870
I-686650 (1) LYSOL R 3/23/2026 10.86 083870
I-686680 CLAMPS FOR FLAG POLE R 3/23/2026 31.23 083870
I-686685 RACHET/SOCKET SET R 3/23/2026 262.08 083870
I-686703 AIR HOSE R 3/23/2026 43.28 083870 1,354.46
THO20 THOMPSON, JENNIFER
I-202603115707 PLANNING COMMISSION 3/10/26 R 3/23/2026 50.00 083871 50.00 ULI01 ULINE
I-204605799 CHAIRS/TRAINING TABLE R 3/23/2026 3,703.87 083872 I-204629790 EARPLUGS/GLOVES/CAUTION TAPE R 3/23/2026 899.89 083872 I-205136120 (10) CAUTION TAPE/(24) PURELL R 3/23/2026 934.32 083872 I-205156855 20PKS L/XL GLOVES R 3/23/2026 439.74 083872 5,977.82 VAL11 VALLEY PACIFIC PETROLEUM SERVI
I-CL 26-968246 FUEL R 3/23/2026 1,359.35 083873 1,359.35 WIL04 WILLIS, BARBARA
I-202603115706 PLANNING COMMISSION 3/10/26 R 3/23/2026 50.00 083874 50.00 ACC06 ACC BUSINESS
I-8325962111 MONTHLY INTERNET SERVICE R 3/23/2026 833.23 083875 833.23 AUT01 AUTREYS SWEEPING LLC
I-48912 STREET SWEEPING SERVICES R 3/23/2026 1,807.69 083876 1,807.69 GRO12 GROUND ZERO ANALYSIS INC
I-30028 GROUND WATER MONITORING R 3/23/2026 11,557.00 083877 11,557.00

Page 39 of 687 ends

3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 9
VENDOR SET: 01 City of Escalon, CA
BANK: OPOOL OAK VALLEY POOL CASH
DATE RANGE: 3/10/2026 THRU 3/30/2026

CHECK INVOICE CHECK CHECK CHECK
VENDOR I.D. NAME STATUS DATE AMOUNT DISCOUNT NO STATUS AMOUNT INS03 RENTOKIL NORTH AMERICA INC
I-395281 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395289 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395290 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395293 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395307 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395309 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395311 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 I-395325 MONTHLY PES CONTROL SERV R 3/23/2026 101.56 083878 I-395334 MONTHLY PES CONTROL SERV R 3/23/2026 52.76 083878 523.64 MID15 HALCYON CREEK INC
I-1072 MONTHLY IT SERVICES R 3/23/2026 7,491.07 083879 7,491.07 MOD26 MODESTO REFRIGERATION INC
I-0000028832 WELL #10 PANEL COOLER R 3/23/2026 6,053.42 083880 6,053.42 OAK02 CITY OF OAKDALE
I-40 SHELTER SERVICES R 3/23/2026 13,162.45 083881 13,162.45 STO01 STONE CREEK ENVIRONMENTAL CONS
I-02765 FY 25/26 OVTA TRASH ASSES R 3/23/2026 1,130.53 083882 1,130.53 WES03 WEST VALLEY CONSTRUCTION COMPA
I-273104 STORM/WATERLINE REPAIR R 3/23/2026 18,135.60 083883 18,135.60 * * T O T A L S * * NO INVOICE AMOUNT DISCOUNTS CHECK AMOUNT REGULAR CHECKS: 81 250,888.80 0.00 249,738.80
HAND CHECKS: 0 0.00 0.00 0.00
DRAFTS: 5 38,183.05 0.00 38,183.05
EFT: 0 0.00 0.00 0.00
NON CHECKS: 0 0.00 0.00 0.00
VOID CHECKS: 0 VOID DEBITS 0.00
VOID CREDITS 1,150.00CR 1,150.00CR 0.00
TOTAL ERRORS: 0

NO INVOICE AMOUNT DISCOUNTS CHECK AMOUNT
VENDOR SET: 01 BANK: OPOOL TOTALS: 86 287,921.85 0.00 287,921.85 BANK: OPOOL TOTALS: 86 287,921.85 0.00 287,921.85
REPORT TOTALS: 86 287,921.85 0.00 287,921.85

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3/31/2026 7:15 AM A/P HISTORY CHECK REPORT PAGE: 10

SELECTION CRITERIA
------------------------------------------------------------------------------------------------------------------------------------ VENDOR SET: 01-CITY OF ESCALON VENDORS
VENDOR: ALL
BANK CODES: All
FUNDS: All
------------------------------------------------------------------------------------------------------------------------------------

CHECK SELECTION
CHECK RANGE: 000000 THRU 999999
DATE RANGE: 3/10/2026 THRU 3/30/2026
CHECK AMOUNT RANGE: 0.00 THRU 999,999,999.99
INCLUDE ALL VOIDS: YES
------------------------------------------------------------------------------------------------------------------------------------

PRINT OPTIONS
SEQUENCE: CHECK NUMBER
PRINT TRANSACTIONS: YES
PRINT G/L: NO
UNPOSTED ONLY: NO
EXCLUDE UNPOSTED: NO
MANUAL ONLY: NO
STUB COMMENTS: NO
REPORT FOOTER: NO
CHECK STATUS: NO
PRINT STATUS: * - All
------------------------------------------------------------------------------------------------------------------------------------

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ITEM NO. 5

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
Prepared By: John Andoh, Transit Manager
Date: March 25, 2026
Subject: Annual Transit Update Report for Fiscal Year 2024-2025 Recommendation:

Accept the Annual Transit Update Report for Fiscal Year 2024-2025.

Background and Discussion:

This report provides the City Council and the community with an overview of the operations and happenings of eTrans, the City’s transit system. During fiscal year 2024-2025, the City operated the transit system through a contract with MTM Transit. The system is comprised of a demand responsive door-to-door service within the City and surrounding areas, referred to as Dial-A-Ride (DAR), as well as Route 35, the fixed route connection to Modesto. Both services operate Monday through Friday between 8:12 a.m. and 5:12 p.m. The City is in its 3rd year of the contract with MTM Transit.

The partnership with Uber, which started in December 2022, continued to provide a subsidy program for residents traveling to areas within and outside of Escalon. The City explored further microtransit options, including Miocar, which provided service through rural car sharing between April 2024 and April 2025.

Fiscal Impact:

There is no fiscal impact associated with this informational item.

Attachments

1. Annual Report for eTrans – Fiscal Year 2024-2025.

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2025

ANNUAL REPORT

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eTrans Annual Report - Fiscal Year 2024-2025 Page 2

ACKNOWLEDGEMENTS
Mayor Andrew Hagan
Mayor Pro Tem Malinda Walker
Council Member Jeff Kay
Council Member Jeremy Engle
Council Member Shawn Strohman
City Manager Jaylen French
Transit Manager John Andoh
Contractor MTM Transit, LLC
City of Escalon
2060 McHenry Avenue
Escalon, CA 95320
Telephone: (209) 691-7465
Fax: (209) 691-7439
Project Manager John Andoh, Transit Manager
The contents of this annual report reflect the views of the City of Escalon and are not necessarily those of United States Department of Transportation, the Federal Transit Administration (FTA), or San Joaquin Council of Governments (SJCOG). The City of Escalon is solely responsible for the accuracy of information presented in this annual report.

Civil Rights Compliance: In compliance with Title VI regulations of the Civil Rights Act of 1964, no person in the United States of America shall, on grounds of race, color, or national origin, be excluded from participating in, or denied the benefits of, or be subject to discrimination under any program or activity receiving federal financial assistance. City of Escalon must ensure that federally supported transit service and related benefits are distributed in an equitable manner. City of Escalon has certified that it complies with Title VI regulations.

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eTrans Annual Report - Fiscal Year 2024-2025 Page 3

ABOUT ESCALON
Escalon is an attractive city of approximately 7,232 people (2025 California Department of Finance population estimates) in San Joaquin County, which comprises 2.3 square miles.

The City is surrounded on all sides by scenic agricultural land and open spaces.

The City is geographically located on State Route 120 between the San Francisco Bay Area and Yosemite National Park. The City is 25 minutes from Stockton, Modesto, and Manteca; Escalon offers a central location with direct access to all modes of transportation.

Escalon boasts a low crime rate, an award-winning school district, quality residential homes and a quaint, 1920's era downtown The City has adopted policies to preserve a family atmosphere and high quality of life.

INTRODUCTION TO ETRANS
eTrans is the City of Escalon’s transit system, which consists of a local dial-a-ride service within the City limits, and a deviated fixed route service, now known as Route 35, between Escalon and Modesto, which operates three round trips, Monday through Friday, excluding holidays.
eTrans has been operated under contract since December 1984 through agreements with Stockton Metropolitan Transit District from January 1, 1985 to September 30, 2009, Storer Transit Systems from October 2009 to June 30, 2012, San Joaquin Regional Transit District (RTD) from July 1, 2012 to June 30, 2020, City of Modesto and Stanislaus Regional Transit Authority (StanRTA) from July 1, 2020 to December 31, 2022, and MTM Transit, LLC from February 21, 2023 to present.

ESCALON DIAL-A-RIDE
Escalon Dial-A-Ride (DAR) began service in October of 1977. The service originally operated with two buses and two city hired bus operators, Monday-Friday from 8:00 am to 5:00 pm and on Saturdays from 10:00 am to 2:00 pm. Service was provided to Modesto, every Monday, Wednesday, and Friday and to Stockton on the 2nd Tuesday of the month.

Trips were also available to the former Riverbank Amtrak Station by request.

While Escalon DAR is used primarily by persons who a r e "transit dependent"—riders that have limited means of transportation, due to access, age, income, or disability—the City is looking at ways to expand the use of service for convenience instead of need.

Since July 5, 2015, DAR serves the entire City limits and is provided Monday through Friday from 9:12 a.m. to 11:22 a.m., 12:32p.m. to 1:12 p.m. and from 2:12 p.m. to 3:32 p.m. except for Saturday, Sunday or Holidays.

ROUTE 35 – ESCALON/MODESTO
Since July 5, 2015, Route 35 provides three round trips departing Escalon at Almond Grove Manor Monday through Friday at 8:12 a.m., 1:12 p.m. and 4:12 p.m. for northwest Modesto terminating at Dale Road and Veneman Avenue near Vintage Faire Mall.

In 1998, when identified as a “unmet transit need”—a public transportation gap—per Transportation Development Act (TDA) law, service to Modesto’s Vintage Faire Mall was

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eTrans Annual Report - Fiscal Year 2024-2025 Page 4
reintroduced. Subsequently, on July 7, 2015, due to low ridership, and to minimize operating costs, the overall service was rescheduled to operate three round trips each weekday. In turn, DAR service was increased to compensate for the reduction of service to Modesto. The route was revised to serve local destinations. On July 1, 2020, the route was integrated with the Ride the S transit system operated by StanRTA (previously known as Modesto Area Express or MAX).

ETRANS ON THE GO
This service started in December 2022 as a partnership with Uber. The program subsidizes up to $10.00 per ride with a $2.00 upfront fare. Passengers can travel anywhere in Escalon, to Riverbank, Oakdale or Modesto, seven days a week between 5:00 a.m. and 10:00 p.m. Anything beyond $10.00 is the responsibility of the user.

Passengers can download the Uber app at the App Store or Google Play. A credit card, Visa/MasterCard/AMEX or Uber gift card is required to use this service. At the end of the trip, the subsidy is deducted from the final trip charges.

MIOCAR
To further address transit needs, the City researched and introduced a new service in April 2024, a rural car sharing service called Miocar. This service was intended to provide enhanced mobility options for residents. A car is available 24 hours a day, 7 days a week for anyone’s use. In order to use Miocar, an eligible user would apply and pay a membership fee of $20.00 after being approved through an application. Rates are $4.00 per hour or $35.00 per day. Cars can be reserved through the ZEV co-op app. Service was discontinued due to low usage and contractual differences as of April 30, 2025.

TRANSIT FUNDING

SOURCE OF TRANSIT FUNDING
The funding to operate eTrans is a combination of passenger fare revenues, Federal funds, and state funds. State transit funds consist of the following:

Local Transportation Fund (LTF) come from a portion of statewide sales tax monies collected from ¼ cent of the 7.25-cent retail sales tax. The State Board of Equalization returns the 1/4-cent to San Joaquin County according to the amount of tax collected in that county. The funds are reallocated to cities based on population, which funds public transit services first, and then streets and roadway projects.

State Transit Assistance (STA) funds are derived from the statewide sales tax on diesel fuel via two formulas – population based (99313), which is distributed by the county’s Regional Transportation Planning Agency (RTPA), and revenue based (99314), which is distributed based on fare revenue collected.

With the addition of 99314 funds, the City is eligible for Low Carbon Transit Operations Program (LCTOP) funding and State of Good Repair (SGR). This translates to approximately $900 annually for each program. LCTOP can be used for transit programs that reduced greenhouse gases and improve overall air quality such as free transit rides, new transit services and purchase of environmentally friendly buses. SGR can be used for

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eTrans Annual Report - Fiscal Year 2024-2025 Page 5
preventative maintenance activities and purchase of replacement transit assets. SJCOG allocates its 99313 funds through both programs to the City based on a formula.

FTA Section 5311 funds are Federal funds for rural transit operators under 50,000 in population from the Infrastructure Investment and Jobs Act (IIJA). The City directly claims these funds from the California Department of Transportation (Caltrans). This is based on a negotiated split between RTD and the City in 2007, updated for each call for projects issued by Caltrans and SJCOG, which is based on actual transit service area and population. With the identification of the 2020 Census Urban areas, Ripon has been designated as rural and is eligible for FTA Section 5311 funds.

In FY 2024-2025, the City received $61,658 in FTA funding, to support eTrans operations assistance.

Voters first approved Measure K in 1990 for a 20-year period. After experiencing the success and progress of Measure K, nearly 78% of San Joaquin voters renewed the sales tax in November 2006 for an additional 30 years. By the year 2041, Measure K is estimated to deliver an additional $2.64 billion worth of transportation improvements to the region.

The City is eligible for Measure K funding from the Bus Transit category, because it is less than 75,000 in population.
49% of the Passenger Rail, Bus and Bicycle/Pedestrian Category funds is to be allocated to bus transit projects. A weighted formula based on transit ridership (50%), vehicle revenue hours (25%), and vehicle revenue miles (25%) shall be used to allocate Measure K Renewal Bus Category funding with RTD receives a minimum allocation of 50% of these funds. An amount equal to 50% of the City of Ripon’s and City of Escalon’s share of the transit category based upon population will be made available for transit service to the Modesto area from those communities. Any funds not used by the Cities of Ripon and Escalon will be made available for regional transit purposes.

Currently, passenger fare revenues contribute approximately 1 percent, Measure K revenue contribute to approximately 27 percent, FTA Section 5311 revenue contributes approximately 30 percent, miscellaneous revenues provide 9 percent, and State funds provide the remaining 33 percent of the revenues required to operate eTrans.

STATE TRANSIT FUNDS AVAILABLE AND PURPOSE
The TDA revenues available to operate eTrans are LTF Article 8 funds used to provide transit services to the general public. These funds may be used for both vehicle operations and as capital reserves for supporting facilities. SJCOG is responsible for the development

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eTrans Annual Report - Fiscal Year 2024-2025 Page 6
of the formula to distribution of STA funds.

Regarding LCTOP, these funds are provided through SB 862, which is the cap and trade program. The City has used these funds since FY 2018-2019 for free fares. SJCOG will suballocate LCTOP Section 99313 funds based off ridership as compared to other transit operators in the region.

Regarding SGR funds, because of SB-1 - The Road Repair and Accountability Act of 2017, the City uses these funds for preventative maintenance activities and for replacement of transit assets. SJCOG will suballocate SGR Section 99313 funds based off population in San Joaquin County as compared to other transit operators/cities.

SB 125 (Chapter 54, Statutes of 2023) guides the distribution of $4 billion in General Fund through the Transit and Intercity Rail Capital Program on a population-based formula to regional transportation planning agencies, which will have the flexibility to use the money to fund transit operations or capital improvements. The transportation budget trailer bill also establishes the $1.1 billion Zero-Emission Transit Capital Program to be allocated to regional transportation planning agencies on a population-based formula and another formula based on revenues to fund zero-emission transit equipment and operations. SB 125 includes an accountability program to govern the distribution of these funds. In addition, SB 125 established a Transit Transformation Task Force led by the California State Transportation Agency to develop policy recommendations to grow transit ridership, improve the transit experience and address long-term operational needs. That report was published in December 2025 and did not yield meaningful recommendations regarding new state transit funding or new metrics to evaluate transit performance. The report can be viewed at: https://calsta.ca.gov/-/media/calsta-media/documents/tttf_-final_report-a11y.pdf SJCOG is allocating these funds based on 50% population and 50% ridership to existing transit operators for the first wave. The City received $88,542 as part of the first wave and has applied for funding in the second wave for capital needs. SJCOG anticipates deciding in February 2026.

TRANSIT SYSTEM PERFORMANCE

PERFORMANCE MEASURES FOR ETRANS
Total system wide passenger trips taken for FY 2024-2025 are 1,279 passengers’ trips.

Average weekday passenger trips were 7. Last fiscal year total passenger trips for the same period in FY 2022-2023 were 1,201 passengers’ trips. Average weekday passenger trips were 6.

Total Escalon Dial-A-Ride passenger trips taken for FY 2024-2025 are 348 passengers’ trips. Average weekday passenger trips were 1. In FY 2023-2024 total number of passenger trips for the same period was 275 passengers’ trips. Average weekday passenger trips were 1.

Total Route 35 passenger trips taken for FY 2024-2025 are 1,008 passengers. Average weekday passenger trips were 5. In FY 2023-2024 total passenger trips for the same

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eTrans Annual Report - Fiscal Year 2024-2025 Page 7
period were 934 and the average weekday ridership was 5.

Total eTrans on the go! Vouchers issued in FY 2024-2025 were 461 ending June 30, 2024. In FY 2023-2024, there was 70 vouchers used.

Total Miocar usages for FY 2024-2025 was 24 members and 20 rentals. For FY 2023- 2024, there was 7 members with 4 rentals.

Additional data is shown below in Table 1 – Systemwide Performance FY 2022-2023 & FY 2023-2024. Historical data is available upon request to the City of Escalon Transit Manager. Additional information is available also in the Triennial Performance Audit, available online at www.escalonetrans.org and https://www.sjcog.org/164/TDA-Audits .

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eTrans Annual Report Fiscal Year 2024-2025 Page 8
Table 1 - Systemwide Performance for Fiscal Years 2023-2024 and 2024-2025. FY 23-24 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 21 48 20 17 17 22 14 12 13 18 44 29 275 Revenue Hours 8.25 9.31 5.88 5.58 6.97 7.67 5.52 4.28 4.96 7.11 8.89 6.24 80.66 Revenue Miles 49.00 38.00 22.00 22.00 26.00 27.00 28.00 12.00 15.00 20.00 51.00 33.00 343.00 Adult Passengers 0 0 20 0 0 0 0 0 2 0 0 0 22 Student Passengers 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior/Disabled Passengers 21 48 0 17 17 22 14 12 11 18 44 29 253 Free 0 0 0 0 0 0 0 0 0 0 0 0 0 Deviations 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 0 0 0 0 0 0 Jacob Myers Park 0 0 0 0 0 0 0 0 0 0 0 0 0 Fuel 112.86 114.84 56.40 56.29 44.00 20.48 15.76 20.53 19.01 21.63 26.53 21.57 529.89 Farebox Recovery Ratio 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Passenger Per Hour 2.55 5.16 3.40 3.05 2.44 2.87 2.54 2.80 2.62 2.53 4.95 4.65 3.30 Total Cost for Service $ 408.13 $ 460.57 $ 290.88 $ 276.04 $ 344.81 $ 379.43 $ 273.07 $ 211.73 $ 245.37 $ 351.73 $ 439.79 $ 308.69 $ 3,990.25 Total Fares Collected $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Cost Per Passenger 19.43 $ $ 9.60 $ 14.54 $ 16.24 $ 20.28 $ 17.25 $ 19.51 $ 17.64 $ 18.87 $ 19.54 $ 10.00 $ 10.64 $ 16.13 FY 23-24 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 0 0 0 3 0 1 1 3 5 6 22 29 70 Revenue Hours 0.00 0.00 0.00 0.07 0.00 0.26 0.22 1.25 1.45 1.73 6.08 9.16 20.22 Revenue Miles 0.00 0.00 0.00 23.16 0.00 10.05 6.94 29.80 38.10 49.66 188.29 295.63 641.63 Farebox Recovery Ratio 0% 0% 0% 20% 0% 20% 20% 20% 20% 20% 21% 20% 13% Passenger Per Hour 0.00 0.00 0.00 42.86 0.00 3.85 4.62 2.40 3.45 3.47 3.62 3.17 5.62 Total Cost for Service $ - $ - $ - $ 30.00 $ - $ 10.00 $ 10.00 $ 30.00 $ 50.00 $ 60.00 $ 214.18 $ 290.00 $ 694.18 Total Fares Collected $ - $ - $ - $ 6.00 $ - $ 2.00 $ 2.00 $ 6.00 $ 10.00 $ 12.00 $ 44.00 $ 58.00 $ 140.00 Total Cost Per Passenger $ - $ - $ - $ 10.00 $ - $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 9.74 $ 10.00 $ 6.64 FY 23-24 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Members 0 0 0 0 0 0 0 0 0 1 2 4 7 Total Rentals 0 0 0 0 0 0 0 0 0 0 0 3 3 Revenue Miles 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 52.00 52.00 Farebox Recovery Ratio 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 91% 91% 23% Total Cost for Service $ - $ - $ - $ - $ - $ - $ 10.00 $ - $ 533.28 - $ $ 2,200.00 $ 2,200.00 $ 4,943.28 Total Costs Paid $ - $ - $ - $ - $ - $ - $ - $ - $ 533.28 - $ $ 2,000.00 $ 2,000.00 $ 4,533.28 Total Cost Per Passenger #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 533.28 $ $ 1,100.00 $ 550.00 $ 727.76 FY 23-24 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 116 109.00 66.00 74.00 70.00 88.00 66.00 71.00 65.00 51.00 79.00 79.00 934 Revenue Hours 67.90 80.68 67.12 74.84 80.00 68.23 69.71 67.99 70.08 74.40 74.91 68.38 864.24 Revenue Miles 1329.00 1581.00 1371.00 1517.00 1381.00 1402.00 1456.00 1393.00 1475.00 1528.00 1496.00 1370.00 17,299.00 Adult Passengers 52 103 66 74 70 88 60 71 65 51 78 79 857 Student Passengers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 Senior/Disabled Passengers 64.00 6.00 0.00 0.00 0.00 0.00 6.00 0.00 0.00 0.00 1.00 0.00 77 Free 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 Deviations 15.00 12.00 0.00 17.00 0.00 15.00 13.00 24.00 13.00 12.00 10.00 11.00 142 Transfers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 Modesto General Fare 0 0 0 0 0 0 0 0 0 0 0 0 0 Fuel 169.29 172.25 225.63 225.14 163.00 184.28 141.84 184.78 171.11 194.64 238.76 194.16 2,264.88 Farebox Recovery Ratio 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Passenger Per Hour 1.71 1.35 0.98 0.99 0.88 1.29 0.95 1.04 0.93 0.69 1.05 1.16 1.08 Total Cost for Service 3,359.01 $ $ 3,991.24 $ 3,320.43 $ 3,702.33 $ 3,957.60 $ 3,375.34 $ 3,448.55 $ 3,363.47 $ 3,466.86 $ 3,680.57 $ 3,705.80 $ 3,382.76 $ 42,753.95 Total Fares Collected*, ** $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Cost Per Passenger 28.96 $ $ 36.62 $ 50.31 $ 50.03 $ 56.54 $ 38.36 $ 52.25 $ 47.37 $ 53.34 $ 72.17 $ 46.91 $ 42.82 $ 47.97 FY 23-24 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 137 157 86 94 87 111 81 86 83 75 145 137 1,279 Revenue Hours 76.15 89.99 73.00 80.49 86.97 76.16 75.45 73.52 76.49 83.24 89.88 83.78 965.12 Revenue Miles 1,378.00 1,619.00 1,393.00 1,562.16 1,407.00 1,439.05 1,490.94 1,434.80 1,528.10 1,597.66 1,735.29 1,698.63 18,283.63 Adult Passengers 52 103 86 74 70 88 60 71 67 51 78 79 879 Student Passengers 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior/Disabled Passengers 85 54 0 17 17 22 20 12 11 18 45 29 330 Free 0 0 0 0 0 0 0 0 0 0 0 0 0 Deviations 15 12 0 17 0 15 13 24 13 12 10 11 142 Transfers 0 0 0 0 0 0 0 0 0 0 0 0 0 Modesto General Fare 0 0 0 0 0 0 0 0 0 0 0 0 0 Fuel 282.15 287.09 282.03 281.43 207.00 204.76 157.60 205.31 190.13 216.27 265.29 215.73 2,794.77 Farebox Recovery Ratio 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 1% 1% 0% Passenger Per Hour 1.80 1.74 1.18 1.17 1.00 1.46 1.07 1.17 1.09 0.90 1.61 1.64 1.32 Total Cost for Service 3,767.14 $ $ 4,451.81 $ 3,611.31 $ 4,008.38 $ 4,302.41 $ 3,764.77 $ 3,731.63 $ 3,605.20 $ 3,762.23 $ 4,092.30 $ 4,359.77 $ 3,981.45 $ 47,438.38 Total Fares Collected*, ** $ - $ - $ - $ 6.00 $ - $ 2.00 $ 2.00 $ 6.00 $ 10.00 $ 12.00 $ 44.00 $ 58.00 $ 140.00 Total Cost Per Passenger 27.50 $ $ 28.36 $ 41.99 $ 42.64 $ 49.45 $ 33.92 $ 46.07 $ 41.92 $ 45.33 $ 54.56 $ 30.07 $ 29.06 $ 39.24 * The fare data presented only reflects fares collected on board buses and not sold at pass outlets. The total cost for service is based on the total cost paid to the transit operations contractor only. OTP 88.00% 80.00% 81.00% 90.00% 83.00% 82.00% 84.00% 90.00% 90.00% 88.00% 83.00% 80.00% 84.92% Route 35 Systemwide Total
Escalon Dial-A-Ride
eTrans on the Go! Miocar

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FY 24-25 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 17 14 11 21 28 73 17 32 35 32 33 35 348 Revenue Hours 5.80 3.64 2.18 6.59 5.98 15.62 5.85 6.85 9.73 8.03 11.70 9.60 91.57 Revenue Miles 25.00 18.00 48.00 31.00 57.00 160.00 17.00 42.00 37.00 31.00 56.00 51.00 573.00 Adult Passengers 0 0 0 21 0 38 0 32 -2 0 5 5 99 Student Passengers 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior/Disabled Passengers 17 14 11 0 28 35 17 0 37 32 28 30 249 Free 0 0 0 0 0 0 0 0 0 0 0 0 0 Deviations 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 0 0 0 0 0 0 Jacob Myers Park 0 0 0 0 0 0 0 0 0 0 0 0 0 Fuel 15.20 25.30 21.89 19.87 15.49 16.33 21.10 18.29 20.47 17.96 17.40 24.64 233.93 Farebox Recovery Ratio 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Passenger Per Hour 2.93 3.85 5.05 3.19 4.68 4.67 2.91 4.67 3.60 3.99 2.82 3.65 3.83 Total Cost for Service 1,297.75 $ $ 934.38 $ 2,491.68 $ 1,609.21 $ 2,958.87 $ 8,305.60 $ 882.47 $ 2,180.22 $ 1,920.67 $ 1,609.21 $ 2,906.96 $ 2,647.41 $ 29,744.43 Total Fares Collected $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Cost Per Passenger 76.34 $ $ 66.74 $ 226.52 $ 76.63 $ 105.67 $ 113.78 $ 51.91 $ 68.13 $ 54.88 $ 50.29 $ 88.09 $ 75.64 $ 87.88 FY 24-25 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 34 28 23 46 48 46 45 40 37 24 54 36 461 Revenue Hours 9.93 8.05 6.30 14.11 13.18 13.16 12.63 11.90 11.38 8.11 12.80 10.38 131.93 Revenue Miles 327.07 251.92 194.31 428.70 422.74 424.15 403.60 393.20 345.53 240.62 384.75 320.74 4,137.33 Farebox Recovery Ratio 20% 20% 22% 21% 20% 20% 20% 20% 20% 15% 21% 21% 20% Passenger Per Hour 3.42 3.48 3.65 3.26 3.64 3.50 3.56 3.36 3.25 2.96 4.22 3.47 3.48 Total Cost for Service $ 338.31 $ 280.00 $ 210.00 $ 440.00 $ 477.99 $ 460.00 $ 448.98 $ 400.00 $ 369.70 $ 318.42 $ 519.60 $ 349.93 $ 4,612.93 Total Fares Collected $ 68.00 $ 56.00 $ 46.00 $ 92.00 $ 96.00 $ 92.00 $ 90.00 $ 80.00 $ 74.00 $ 48.00 $ 108.00 $ 72.00 $ 922.00 Total Cost Per Passenger $ 9.95 $ 10.00 $ 9.13 $ 9.57 $ 9.96 $ 10.00 $ 9.98 $ 10.00 $ 9.99 $ 13.27 $ 9.62 $ 9.72 $ 10.10 FY 24-25 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 106 94.00 131.00 121.00 84.00 67.00 63.00 67.00 89.00 77.00 59.00 50.00 1,008 Revenue Hours 74.73 78.02 69.18 72.01 64.24 68.64 74.97 65.02 73.99 74.45 71.02 70.42 856.69 Revenue Miles 1493.00 1464.00 1380.00 1512.00 1281.00 1426.00 1427.00 1282.00 1478.00 1513.00 1452.00 1453.00 17,161.00 Adult Passengers 106.00 94.00 131.00 121.00 84.00 67.00 63.00 66.00 89.00 77.00 59.00 0.00 957 Student Passengers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 Senior/Disabled Passengers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1 Free 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 Deviations 19.00 21.00 15.00 10.00 8.00 9.00 10.00 13.00 16.00 10.00 7.00 6.00 144 Transfers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 Fuel 136.79 227.69 196.97 178.85 139.41 146.94 189.92 164.57 184.20 161.68 156.61 221.73 2,105.36 Farebox Recovery Ratio 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Passenger Per Hour 1.42 1.20 1.89 1.68 1.31 0.98 0.84 1.03 1.20 1.03 0.83 0.71 1.18 Total Cost for Service 3,879.23 $ $ 4,050.02 $ 3,591.13 $ 3,738.04 $ 3,334.70 $ 3,563.10 $ 3,891.69 $ 3,375.19 $ 3,840.82 $ 3,864.70 $ 3,686.65 $ 3,655.50 $ 44,470.78 Total Fares Collected*, ** $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Cost Per Passenger 36.60 $ $ 43.09 $ 27.41 $ 30.89 $ 39.70 $ 53.18 $ 61.77 $ 50.38 $ 43.16 $ 50.19 $ 62.49 $ 73.11 $ 47.66 FY 24-25 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Passengers 157 136 165 188 160 186 125 139 161 133 146 121 1,817 Revenue Hours 90 90 78 93 83 97 93 84 95 91 96 90 1,080.19 Revenue Miles 1,845 1,734 1,622 1,972 1,761 2,010 1,848 1,717 1,861 1,785 1,893 1,825 21,871.33 Adult Passengers 106 94 131 142 84 105 63 98 87 77 64 5 1,056 Student Passengers 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior/Disabled Passengers 17 14 11 0 28 35 17 1 37 32 28 30 250 Free 0 0 0 0 0 0 0 0 0 0 0 0 0 Deviations 19 21 15 10 8 9 10 13 16 10 7 6 144 Transfers 0 0 0 0 0 0 0 0 0 0 0 0 0 Modesto General Fare 0 0 0 0 0 0 0 0 0 0 0 0 0 Fuel 151.98 252.99 218.86 198.72 154.90 163.27 211.02 182.85 204.67 179.65 174.01 246.37 2,339.28 Farebox Recovery Ratio 1% 1% 1% 2% 1% 1% 2% 1% 1% 1% 2% 1% 1% Passenger Per Hour 1.74 1.52 2.12 2.03 1.92 1.91 1.34 1.66 1.69 1.47 1.53 1.34 1.69 Total Cost for Service 5,515.29 $ $ 5,264.40 $ 6,292.81 $ 5,787.25 $ 6,771.56 $ 12,328.70 $ 5,223.14 $ 5,955.41 $ 6,131.19 $ 5,792.33 $ 7,113.21 $ 6,652.84 $ 78,828.14 Total Fares Collected*, ** 68.00 $ $ 56.00 $ 46.00 $ 92.00 $ 96.00 $ 92.00 $ 90.00 $ 80.00 $ 74.00 $ 48.00 $ 108.00 $ 72.00 $ 922.00 Total Cost Per Passenger 122.89 $ $ 119.83 $ 263.06 $ 117.09 $ 155.33 $ 176.96 $ 123.66 $ 128.51 $ 108.02 $ 113.75 $ 160.20 $ 158.47 $ 145.65 * The fare data presented only reflects fares collected on board buses and not sold at pass outlets. The total cost for service is based on the total cost paid to the transit operations contractor only. OTP 90.00% 78.00% 80.00% 85.00% 84.00% 83.00% 83.00% 80.00% 76.00% 80.00% 84.00% 84.00% 82.25% FY 24-25 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Total Total Members 8 9 15 16 18 19 21 21 21 24 24 Total Rentals 2 1 2 0 0 6 2 4 2 1 20 Total Hours 46.55 24.00 36.00 - 101.00 - 47.50 96.00 29.00 24.00 404.05 Revenue Miles 183.00 86.00 106.00 0.00 0.00 461.00 381.00 462.00 347.00 36.00 2,062.00 Farebox Recovery Ratio 9% 5% 7% 0% 0% 20% 10% 19% 6% 5% 0% 0% 7% Total Cost for Service 2,000.00 $ $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 20,000.00 Total Costs Paid $ 186.20 $ 96.00 $ 144.00 $ - $ 404.00 - $ $ 190.00 $ 384.00 $ 116.00 $ 96.00 $ - $ - $ 1,616.20 Total Cost Per Passenger 1,000.00 $ $ 2,000.00 $ 1,000.00 $ - $ 333.33 - $ $ 1,000.00 $ 500.00 $ 1,000.00 $ 2,000.00 $ - $ - $ 666.67 Miocar Escalon Dial-A-Ride
eTrans on the Go! Route 35 Systemwide Total

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TRANSIT OPERATIONS

OPERATIONS AND EQUIPMENT
MTM operates and maintains the City’s transit service. MTM hired bus operators, dispatchers, mechanics and any other staff needed to operate eTrans. MTM shares support personnel with the City of Tracy’s transit contract. The vehicles are stored in Escalon and Tracy and maintained in Tracy at MTM’s facility. Dispatching is done by calling MTM in Tracy and then trips are dispatched to the bus operator via radio. MTM rates for FY 2024-2025 are shown below and includes all associated operational and maintenance.

Escalon Dial-A-Ride and Route 35 Variable Hours $ 74.57 per revenue hour Monthly Contractor Fixed Cost $ 12,577.00 per month
Historical contractors that used to operate eTrans was StanRTA from July 1, 2021 to December 31, 2022, City of Modesto from May 1, 2020 to June 30, 2021, San Joaquin RTD from May 1, 2009 to April 30, 2020 and December 1, 1984 to March 31, 2008 and Storer Transit Systems from April 1, 2008 to April 30, 2009.

MTM uses two City owned buses and one minivan for the operation of eTrans. The fleet consists of a 2022 Arboc Sprit of Mobility, and 2019 Glaval Titan II low floor, 23-foot bus, 16 passenger cutaway vehicle that can hold up to two wheelchair positions and one minivan, that is low floor and can hold up to one wheelchair or four passengers. The vehicles have Angeltrax security cameras, UMO tracking devices, a Genfare Odyssey electronic farebox and the buses have a bicycle rack that can accommodate two bicycles and an electronic destination sign on front and side of the bus. The vehicle is marked with the eTrans logo, phone number, website, and the City seal. The vehicle used for this service meets all of the ADA requirements.

The City purchased its first three (3) Starcraft Allstar cutaway buses using FTA Sections 5310 and 5316 funding between 2009 and 2011. They have all been surplused as of October 2022. Previously, San Joaquin RTD provided buses to serve the Escalon DialA-Ride service from December 1984 to April 30, 2009.

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ON TIME PERFORMANCE
Over the past year, with service to Modesto and Riverbank, eTrans has been able to pick up its passengers within 15 minutes of the call from passengers. Last fiscal year, Escalon Dial-A-Ride was able to pick up 98% of its passengers on time. The remaining 2% was due to the bus arriving back late from Modesto. The City of Escalon monitors ontime percent through reports from the operations contractor. For Route 35, UMO reported that the on-time performance was 83%.

FARE POLICY
Fares for eTrans Escalon Dial-A-Ride and Route 35 is determined by the City Council.

In the past, under the previous agreement, it was determined by RTD after consultation with the City. Pass and fares price increases were implemented on November 10, 2002, September 11, 2004, and October 5, 2008. On September 9, 2010, the City Council formally adopted the eTrans fare structure and made amendments to the fare structure on October 17, 2011, June 2012, July 2019 and July 2020. On March 7, 2022, the City Council authorized making eTrans free and LCTOP covers the lost revenue. In the past, the City had pass outlets at Vineyard Pharmacy, City Hall and on the buses. In addition, MAX/Ride the S Pass was sold at City Hall until December 31, 2022. Furthermore, eTrans participates in EZHub which allows the purchase of transfers to Ride the S through the VAMOS app, which has been in place since November of 2020.

REVIEW OF ETRANS FOR FISCAL YEAR 2024-2025
SJCOG evaluates all transit services in the county through the Transit Systems Performance Objectives over a three-year period based on the following three indicators:

1. Cost Per Revenue Hour (CPRH)
Annual Operating Costs / Annual Service Hours = CPRH
This indicator highlights the effectiveness of providing service and sets a maximum threshold for CPRH. It is measured by dividing Annual Operating Costs by Annual Service (or Revenue) Hours. In general, CPRH is expected to increase each year due to anticipated annual increases in Operating Costs relative to Revenue Hours. However, transit operators are encouraged to develop methods for decreasing total Operating Costs while maintaining their Service Hours. An Article 8 claimant must not exceed their established CPRH Performance Objective threshold at the end of the three-year cycle.

2. Passenger Per Revenue Hour (PPRH)
Annual Ridership / Annual Service Hours = PPRH
This indicator demonstrates the utilization of the service and sets a minimum threshold for PPRH. It is measured by dividing Annual Ridership by Annual Service Hours. PPRH is expected to increase each year due to anticipated increases in Annual Ridership relative to Annual Revenue Hours. The incentive is for transit operators to increase the number of riders each year while, at minimum, maintaining their current level of service. An Article 8 claimant must not fall below their established minimum PPRH threshold at the end of the threePage 54 of 687 eTrans Annual Report Fiscal Year 2024-2025 Page 12
year cycle.

3. Subsidy Per Passenger (SPP)
(Operating Costs – Fare Revenues) / Annual Ridership = SPP This indicator pulls together three factors—Operating Costs, Fare Revenues, and Total Ridership—to provide a comprehensive measure of service performance. It is measured by first subtracting Annual Fare Revenues from Operating Costs and then dividing the result by Annual Ridership. SPP is anticipated to decrease each year as Annual Ridership and Fare Revenues increase relative to Operating costs. Article 8 claimants must not exceed the established SPP threshold at the end of the three-year cycle.

The City must meet two of the three performance objectives or be within a five percent margin at the end of the three-year period. Interim targets are established to gauge the performance of the system and promote improvements. Performance within the specified range is considered acceptable and enables the operator to claim their full allocation of TDA funds. Performance outside the range results in a warning and a request for an action plan t o reach compliance.

The performance objectives are developed by forecasting the operating costs, ridership, and fare revenue. Operating costs are forecast based on the California Department of Finance (DOF) Consumer Price Index (CPI) forecasts. Ridership and fare revenue are forecast at the historical 10-year population growth rate of the City as provided by DOF. Revenue hours are assumed to remain constant. The resulting forecasts are used to measure the transit operator’s actual performance during the three-year period.

The methodology accounts for inflation in operating costs based on CPI and other unforeseen costs by allowing a five percent not to exceed buffer at the end of the three-year period. Significant or unpredictable cost increases (e.g., fuel) may be eligible for exclusion per TDA statutes. Examples of significant cost increase could include the initiation of a new type of bus service, the extension of an existing route by more than 25 percent, ADA paratransit costs, depreciation, pension costs or annual fuel and insurance premiums costs greater than CPI. Planned upgrades to the transit system should be implemented with the intent of satisfying the TDA provision for performance measures.

SJCOG evaluates eTrans as one transit system (fixed route and dial-a-ride) in its review.

Below in the Transit System Performance Objectives shows the new performance objectives that the City must meet as an alternative towards meeting the farebox recovery ratio requirement. (The City is an LTF Article 8 claimant, which allows for alternative performance measures as established in Section 94005 in the TDA).

Originally, these objectives were updated in September 2009 from a Cost Per Passenger Objective to these new objectives. The objectives were revised in April 2019 to reflect the true operational conditions of several of the transit operators in San Joaquin County, including the City.

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Table 2 - Objectives for FY 2018-2019 through FY 2020-2021 Due to AB 90 (2020), AB 149 (2021) and SB 125 (2023) being implemented, the farebox recovery ratio and performance objectives implemented by SJCOG have been suspended through June 30, 2026. Therefore, there are currently no performance objectives to report.

A triennial performance audit was completed in April of 2024 and as a result, one recommendation was provided to City staff for consideration into the next period, which was to work with City and TDA auditors to ensure the fiscal audit can be completed no later than March 31 of the following fiscal year. Audited period was FY 2021-2022 to FY 2023-2024.

As a rural transit provider in an extremely rural environment, it will continue to be difficult to achieve high productivity due to a lower demand for public transit service in the City limits based on today's demographics. See Table 3 – eTrans overall performance objectives audited below.

Table 3
eTrans Performance Objectives Audited Ending Fiscal Years 2019-2025

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FUTURE CONSIDERATIONS
ETRANS RECOMMENDATIONS FOR FISCAL YEAR 2024-2025

1. Continue to monitor existing service and the operations and maintenance contract.

2. Increase ridership among students, seniors and working families that are transit dependent through aggressive marketing.

3. Continue the Holiday Light Tour and promotional opportunities in Escalon to increase ridership and revenues.

4. Pursue other mobility strategies to move passengers within, to and from Escalon.

5. Ensure TDA fiscal audits are completed within the extended deadline (by March 31).

6. Implement recommendations from the Short Range Transit Plan to review the transit system performance and offer new creative ways to operate transit.

7. Seek grants to replace gasoline powered fleet with battery electric vans.

8. Continue to partner with Escalon Chamber of Commerce, Senior Fun Bunch and Escalon Strong to increase public transit awareness.

ACCOMPLISHMENTS
The following events occurred in Fiscal Year 2024-2025:

1. Participated in SJCOG’s Interagency Transit Committee, Social Services Transportation Advisory Council, Technical Advisory Committee, Unmet Transit Needs Ad-Hoc Committee, RTD Access Advisory Committee and Access San Joaquin Technical Advisory Committee.

2. Submitted the Transit Operators Financial Transactions Report and National Transit Database Report.

3. Continued grant compliance, reimbursements and quarterly reports for FTA Section 5311 programs grants received by the City.

4. Finalized a 5-year contract with MTM Transit.

5. The contract with Miocar was terminated due to low performance and contractual differences.

6. Received Congestion Mitigation Air Quality (CMAQ) funding for electric bus replacement and chargers.

7. Assisted in SJCOG’s Unmet Transit Needs hearing for the FY 2026-2027 period.

8. Continued work on the FY 2022-2023 and FY 2023-2024 TDA Fiscal Audit.

9. Continued advertising sales on the two large cutaway buses with Honey Air.

10. Held the Stuff the Bus event in November 2025.

11. Completed Short Range Transit Plan.

12. Coordinated special events, including Holiday Tour d’Lights, presentations to Heritage House, Escalon Senior Fun Bunch and Escalon Strong.

13. Held two transit demonstration events for senior to increase comfortable and accessibility for senior riders.

ADDITIONAL TRANSIT SERVICES THAT CONNECT WITH ETRANS
The City of Escalon receives the following transit services from RTD at no cost.

RTD County Hopper Route 95 operates between Stockton, Manteca and Escalon, Monday-Friday. This route started on August 17, 2020 as part of the overall County Hopper restructuring. On July 25, 2025, RTD increased service on Route 95 from four (4)

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trips to eight (8) trips. Within a rural area, each County Hopper can deviate from its normal route a distance of up to one mile. Reservations are required two days in advance.

RTD Van Go! which started countywide on March 25, 2019 is a microtransit type of service that operates throughout San Joaquin County. The service went through changes in August 2020, January 2021 and September 2024. Service is available seven days a week from 8 a.m. to 5 p.m. In order to use the service, a user must request a ride from a Van Go! app available from the App Store or Google Play or call 209.955.8400 Service is demand response and available on a first come, first served basis. Fares are based on distance. As of January 2026, Van Go! no longer provides intracity trips within Escalon.

Ride the S – Stanislaus Regional Transit Authority operates local, intercity, commuter, demand response, Medivan and ADA paratransit bus service throughout Stanislaus County, seven days a week. eTrans connects to Riverbank Dial-A-Ride at Jacob Myers Park in Riverbank, Monday through Friday, Routes 22 and 23 in Modesto at Standiford Avenue and McHenry Avenue, Routes 22, 25, 30, 31, 37 and 48 at Vintage Faire Mall on Dale Road and Veneman Avenue. Ride the S Demand Response also meets eTrans in Riverbank or Modesto and is available to persons with disabilities during the day.

Ripon Blossom Express operates local bus service between Ripon and Modesto terminating at Vintage Faire Mall every Tuesday and Thursday. eTrans connects to Blossom Express at Kaiser Permanente on Dale Road and Vintage Faire Mall on Dale Road and Veneman Avenue during the 10:25 a.m. and 1:55 p.m. hour.

Access San Joaquin – the Consolidated Transportation Service Agency was formed by multiple transit operators in San Joaquin County. One of the primary goals of Access San Joaquin is to improve the quality of transportation services for low-mobility groups such as seniors and people with disabilities. The CTSA claims 1% of LTF Article 4.5 funds to provide the following services listed below, which benefit Escalon residents:
 In-person eligibility assessment for paratransit services.  Dedicated professionals teach people how to use public transit.  Discount program offering eligible seniors, persons with disabilities, and Medicare card holders the use of fixed routes.
 Free fare program allowing ADA-certified passengers to ride most fixed-route services free of charge.
 My Ride reimbursement program for ADA-certified passengers to request transportation from friends and family. This service is available to destinations in Stanislaus County for any trip purpose.

RTD is the lead agency managing this effort and has been authorized by SJCOG to perform this function as of May 2018. Based on reports provided by RTD, the current use of the programs by Escalon residents are below:

Service
FY2018-
2019
FY 2019-
2020
FY 2020-
2021
FY 2021-
2022
FY 2022-
2023
FY 2023-
2024
FY 2024-
2025
ADA Paratransit

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Certification/ Access Pass
2 1 2 1 2 1 1
Travel Training*** 0 0 0 0 0 0 0
Discount Fare Card 1 1 2 0 0 0 0
My Ride/VIP 1 0 3 6 27 23 1
RTD Go Use** 568 0 0 0 0 0 0
RTD VanGo!* 599 0 0 0 0 0 0
Outreach Events
(persons reached)
82 *Trips made in the Manteca Zone, which includes Escalon. **All RTD Go! trips in San Joaquin County. Uber doesn't provide trip data. ***Travel training was suspended from March 2020 to July 2022.

RTD Go was discontinued and Van Go! are no longer part of the CTSA activities.

OTHER SERVICE ISSUES
RTD discontinued two regional routes that previously served Escalon between June 2008 and October 2008 – Route 95 that operated between Escalon and Manteca, MondayFriday and Route 168 that operated between Escalon and Lawrence Livermore Labs. The only option to Livermore requires an Escalon resident to drive to Lathrop/Manteca ACE Station to ride ACE to Vasco Road Station or drive the entire way. Because of the elimination of this route, the Main Street Park and Ride Lot and Crossroads Plaza Park and Ride Lot are not used by commuters and both park and ride lots have very low utilization rates in general. The four bicycle lockers available were surplused in May 2016.

In summer 2012 and winter 2013, during two different periods, RTD demonstrated a service called Rural Connection, a lifeline deviated fixed route service between Escalon and Manteca, which was also discontinued due to low ridership.

RTD ended up restoring Route 95 to operate between Stockton, Manteca and Escalon, Monday-Friday on August 17, 2020 as part of the overall County Hopper restructuring.

On July 31, 2017, RTD discontinued the General Public Dial-A-Ride service and replaced it with RTD Go!, a partnership with Uber that allows for a $5.00 discount off the Uber fare as long as you travel to an RTD transit center or areas outside the RTD fixed route service area, Monday-Friday between 6 a.m. and 10 p.m. only. As of June 2018, RTD Go! was revised to provide service from 4 a.m. to 10 a.m. and 4 p.m. to 10 p.m., Monday-Friday. In order to get the $5.00 discount, the user would have to enter a code. RTD Go! was discontinued on October 31, 2019 and replaced with Van Go! on March 25, 2019.

A partnership with MOVE Stanislaus, SJCOG and UC Davis was created to operate a program called Volunteers on the Go! (VOGO). This program was intended to provide transportation through an app called VAMOS to people in the rural areas of Riverbank, Escalon, Lathrop, Manteca and unincorporated areas in between to have volunteers take people to lifeline transportation activities. The service operated from September 2019 to March 2022 and carried five unique passengers and 81 passenger trips. The City contributed $5,000 to this effort. Due to lack of funding and MOVE’s inability to continue

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to serve destinations outside of San Joaquin County, the program ended in March of 2022 and the five Escalon passengers were provided other options for travel via Access San Joaquins My Ride program, Van Go! and eTrans.

TRANSIT STANDARDS
The following transit standards are used as measures of progress:

A. Accessibility

1. Within the City limits, at least 70% of the population should be within ¼ mile or a five-minute walking distance from a fixed transit route, or 100% of the populations should be served by a general public dial-a-ride service.

MET – See Service Area Map

2. Transit services should be provided between major activity centers.

MET – Service to major destinations in Modesto and Escalon including shopping, medical, recreation and social service

3. In Census tracts, where there is a concentration of transit dependent persons, 90% of dwelling units should be with ¼ mile of fixed transit routes or be fully served by door-to-door demand responsive transit for the seniors and persons with disabilities.

MET – See Service Area Map

4. Vehicles equipped with wheelchair lifts or ramps shall be available to persons with disabilities wherever transit service is provided.

MET – Two City owned bus has a wheelchair ramp and can hold four wheelchairs and can accommodate up to two wheelchairs. The one minivan has a ramp and can accommodate up to one wheelchair.

5. The City, which uses State or Federal funds, shall operate in conformity to all appropriate laws requiring transit services to the person with disabilities (required documents showing such conformity shall be available to SJCOG and Caltrans).

MET – through grant monitoring reports, inspections by Caltrans and TDA Performance Audit every three years, which occurred in April 2024 with one recommendation. Caltrans also audited eTrans in April 2022.

6. Door-to-door demand responsive transit is provided in the City limits for all seniors and persons with disabilities.

MET – See Service Area Map
B. Convenience
(Urbanized area is defined as where most population is, such as downtown, Modesto and non-urbanized areas are defined as sparse population areas between Escalon and rural areas of the City limits)

1. Maintain average operating speeds for fixed route services as follows:

Urbanized area: 13 miles per hour
Non-urbanized areas: 18 miles per hour
MET – 22.52 miles per hour in the urban area
NOT MET - 13.76 miles per hour in the non-urbanized area.

2. In urbanized areas, design routes and schedules to efficiently serve a maximum number of persons.

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MET – See Service Area Map

3. No more than 30% of passengers should be required to transfer in fixedroute systems. Where transfer rates between lines within the same transit system exceed 30%, potential for providing direct routing should be investigated.

MET – service is direct to Kaiser Permanente, Sutter Gould, Walmart, Target, Raley’s, Smart and Final, Vintage Faire Mall and Regal Cinemas

4. Provide timed transfers at all transfer points on fixed-route service in urbanized areas.

MET – transfer points at McHenry Avenue and Sylvan Avenue and Dale Road and Veneman Avenue with Ride the S and Blossom Express

5. Maximum headway for fixed-route service in urbanized areas should be as follows:

Peak periods: 60 minutes.

In other cases: 120-240 minutes.

MET –midday trip is spaced 120-180 minutes between the last a.m. trip and the first p.m. trip

6. Demand-responsive transit should provide the following level-of-service:
(a) immediate response systems:
i. Average wait time for immediate response passengers – 15 minutes.
ii. Average deviation between estimated and actual pick-up time – 10 minutes.
(b) Advance reservation system:
i. Average deviation between estimated and actual pick-up time – 15 minutes.
ii. Advance reservation requirements for local general public systems – 15 minutes ahead of trip time.
iii. Advance reservation requirements for deviated fixed route service – 7 days ahead of trip time.

MET – per policies adopted by City and incorporated in the Rider’s Guide

7. Designate bus stops at all major activity centers in urbanized areas and/or where boarding passengers exceed 5 per day.

MET – bus stops are at locations next to major activities centers and at locations that exceed 5 boardings per day

8. Other fixed route service should maximize the efficiency of onedirectional service.

MET – large one-way loop in Modesto allows for maximum coverage within a reasonable travel time
C. Reliability

1. Schedule adherence: Buses should not depart earlier than time indicated on fixed schedule. Arrivals more than five minutes late should be minimized.

MET – On Time Performance greatly approved

2. Programmed trips and/or vehicles:

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a) 100% of scheduled trips should be provided on fixed-route service.

Where temporary vehicle shortages exist, preference should be given to routes serving transit-dependent areas.
b) 100% of programmed vehicles should be provided on an average daily basis in demand-responsive systems.

MET – No missed trips provided
D. Comfort

1. A seat should be available for every passenger except during peak hours.

MET – No overcrowding exists at this time

2. Provide passenger shelters at designated bus stops in urbanized areas where boarding passengers total more than 25 per day or where exposure to weather conditions is particularly severe.

MET – 1 bus shelter in Escalon and 7 bus shelters in Modesto meet the requirement

3. Equip all vehicles with air-conditioning to provide an acceptable level of comfort during summer months, and heating during winter months.

MET – All buses met this requirement
E. Performance

1. Attempt to meet the productivity recommendations included in the TDA Triennial Performance Audit.
 Work with City and TDA auditors to ensure the TDA fiscal audit can be completed no later than March 31 of the following fiscal year NOT MET – audit completed after deadline due to delay in completing City basic financial statements

2. Achieve and maintain appropriate farebox ratios.

MET – with local support, the City was able to achieve a 20% farebox recovery ratio

3. Expansions of existing transit services should meet one-half the above performance standards during the first year of operation.

MET – There was no expansion of the existing transit service this past fiscal year
F. Marketing

1. The following information should be made available to transit users of Escalon:
- Rider’s Guide with route or service area, fare information, timetable information and details explaining the system or service and how to use it.
- Telephone information service – (209) 541-6645
MET – Rider’s Guide published. New Rider Guide was published in July 2022 and reprinted in April 2024

2. Special efforts should be made to promote and/or publicize the transit service to the market segment at which the service is directed (e.g., seniors and persons with disabilities) or to market segments with ridership potential.

MET – presentations at Heritage House, Escalon Fun Bunch and Escalon Strong

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eTrans Annual Report Fiscal Year 2024-2025 Page 20

3. The City should make efforts to make information regarding its service available to users of private intercity transit services (e.g., Greyhound). MET – brochures at Modesto Transportation Center

4. The City should establish an Internet site describing their services - https://escalon.hosted.civiclive.com/government/departments/transit_servic e, new site deployed in December 2018 and updated as needed. A domain was also purchased at www.escalonetrans.org and
www.escalonetrans.com.

MET
G. Management

1. The following basic information is essential for transit system management and should be collected on a monthly basis:
- Total passengers carried, by route.
- Revenue passengers carried, by route.
- Vehicle hours of service provided by route.
- Vehicle miles of service operated by route.
- In-service vehicle breakdowns.
- Passenger complaints.

MET – Monthly Report submitted monthly with invoice

2. The following information should be assembled at least annually and in response to passenger complaints and/or driver reports of operational problems:
- Schedule adherence, by route (fixed routes).
- Response times (dial-a-ride).
- Pick-up time deviation (dial-a-ride).
- Service Refusals (dial-a-ride).

MET – Prepared annually as part of Annual Report to City Council

3. Buses should be considered for replacement according to schedule included in the Federal Transit Administration Circular 9040.1H and Transit Asset Management.
- The number of spare buses (i.e., those not normally used during peak hour operation) should not exceed 20% of the total fleet size.

NOT MET – City has a 33% spare ratio due to only using 1 bus in service. In the future, when services expand, the City will meet this requirement. The City intends to reduce the fleet size to two in the future.

4. Information on user characteristics and attitudes should be updated every 3-5 years by the use of on-board surveys.

MET – Survey conducted in October 2024

5. Maintenance, which is an important element of management, should be documented in a maintenance plan.

MET – A preventative maintenance plan has been completed by MTM The City will continue to monitor its performance against each standard and make modifications should the transit service not meet the presented standards listed above.

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eTrans Annual Report Fiscal Year 2024-2025 Page 21

CONCLUSION & EMERGING ISSUES
 eTrans will continue to monitor its transit services in FY 2025-2026 based on continuous revisions made to the transit service. This could include a system redesign based on recommendations from the Short Range Transit Plan to be adopted in 2026.  Continued marketing initiatives includes presentations to the senior community at the Escalon Senior Lunch Program, the Escalon Unified School District schools, City events such as Escalon Park Fete, Escalon Farmers Market, advertising in Escalon Times, movie theaters, flyer and brochure distribution at local businesses, placement of articles in the City's newsletter and door to door mailers as part of the City's Utility Bill. Additional meetings with Escalon Fun Bunch and Escalon Strong to promote the transit system, including special trips, and presentations on how to use the bus.  Through outreach to residents and visitors, the City has been able to ensure that all transit needs are met for City residents and visitors. This allows TDA-LTF Article 8 funds to be used for street and roadway projects.
 The City will start to receive SB 125 funding through the Transit and Intercity Rail Capital Program to cover any potential deficits in the transit program in the future.

Additionally, Measure K will be needed as the transit system experienced a deficit after using all available transit funding.
 As a rural transit provider in an extremely rural environment, it will be fairly difficult to achieve high productivity due to a lower demand for public transit service in the City limits based on today's demographics, however staff will continue to make transit a consideration within the City limits.
 The Innovative Clean Transit (ICT) regulation became effective October 1, 2019 by the California Air Resources Board (CARB) and requires all public transit agencies to gradually transition their bus fleets to zero-emission technologies. The ZEB purchase requirements begin in 2023 and 2026 for large and small transit agencies, respectively. Starting 2029, 100 percent of all transit agencies’ new bus purchases must be ZEBs, with a goal of complete transition to ZEBs (all buses in each transit agency’s fleet to be ZEBs) by 2040. A Transition Plan was completed and submitted to CARB.

The City was successful in receiving CMAQ and Regional Transportation Impact Fee (RTIF) funding to support the transition of the fleet to zero emission. The RTIF program, administered by SJCOG is a county-wide, multi-jurisdiction capital improvement funding program intended to cover a portion of the costs for new transportation facilities required to serve new development within the County. The RTIF funding can be used if:
 The project is scheduled for delivery within the time horizon of the RTIF nexus study (i.e., by 2046).
 Be a capital expenditure designed to improve an existing or provide a new service or facility that connects at least two or more cities or regions.  Must increase regional transit capacity that provides relief to deficient RTIF

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eTrans Annual Report Fiscal Year 2024-2025 Page 22
roadways or eligible RTIF parallel roadways or address a transit Multi-Modal Level of Service (MMLOS) deficient RTIF roadway designated as a Regional Congestion Management (RCMP) Multimodal Corridor.

SERVICE AREA MAP

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ITEM NO. 6

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
Prepared By: John Andoh, Transit Manager
Date: March 20, 2026
Subject: Consider Adopting the eTrans 2025-2034 Short Range Transit Plan Recommendation:

Adopt the eTrans 2025-2034 Short Range Transit Plan.

Background and Discussion:

The eTrans 2025-2034 Short Range Transit Plan (SRTP) is a strategic document that acts as a business plan for the City, guiding transit service improvements, operations and financial planning for the next 10 years.

The San Joaquin Council of Governments (SJCOG), to fulfill its planning objectives and State and Federal Transit Administration (FTA) regulations, requires all agencies receiving State or Federal funds to periodically update an SRTP. The City’s previous SRTP was completed and approved by City Council in 2018.

The City, through a competitive process, selected Innovative Mobility and LSC Transportation Consultants to prepare the SRTP to meet the administrative requirements set forth by SJCOG.

The SRTP process undertakes a thorough review of the transit system and provides recommendations to improve the overall system and meet the needs of Escalon residents and visitors. The SRTP is comprised of the following steps:
 Background Information: A review of the City’s demographics, to determine where individuals who are most likely to utilize public transit (i.e., transit-disadvantaged individuals) reside, and to provide a foundation of how well the City’s current transit services link potential users with those destinations deemed most important (healthcare, housing, education, employment, etc.). This demographic information aids in the identification of ride-dependent populations within the city and helps form the recommended route revisions.  Evaluation of System Performance: An analysis of current system ridership and productivity using direct observations (ride checks) performed by the consultant. The analysis included an evaluation of ridership and on-time performance by route.

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 Community Outreach: The following three outreach methods were utilized to obtain input from both users and non-users of eTrans was:
o Onboard Survey: A survey of people riding eTrans was conducted by the driver in September 2024. 17 valid responses were collected during this effort. The goal of the survey in English and Spanish was to collect market research data at the passenger-level and include questions regarding trip purpose, frequency of use, satisfaction regarding a variety of eTrans service attributes, and passenger demographics. o Community Survey: The City provided a community survey on the City’s transit webpage for six (6) months to give the entire community the opportunity to participate in the survey process. The city provided surveys and flyers with a QR Code. While the onboard survey targeted current eTrans passengers, the concurrent community (or household) survey focused on non-passengers.
o Community Workshops: To support future transit service development, transit staff hosted public community meetings to inform residents and gather feedback. Meetings were held in March 2025 in person, via Zoom, in person and on the telephone.  Service Recommendations: The culmination of the SRTP effort is the service recommendations, which take the demographic information, and community input, as well as planning efforts to identify improvements to the system. The recommendations being considered are below:
o Status Quo – no change to the current service which operates three (3) trips to Modesto, plus a local dial-a-ride service in between the service to Modesto. o Reduce Downtime – this would continue three (3) trips to Modesto, but eliminate the lunch and midday break so there is continuous dial-a-ride service in between trips to Modesto.
o Complete Microtransit – this would eliminate Route 35 and operate on demand service via telephone and an app throughout Escalon and north Modesto. o Eliminate Dial-A-Ride and Operate Flex Route All Day – This would eliminate diala-ride and have nine (9) trips between Escalon and Modesto, providing hourly service and the bus would “flex” off route to provide door to door transportation within a mile radius of the route.
 Marketing Plan: Provides a framework for City staff to meet the following goals: 1. Increase ridership through promotion and easily accessible information; 2. Increase community awareness and support of the City’s transit services; 3. Establish “top-of mind” service awareness; and 4. Raise awareness of regional transit connectivity. Furthermore, the SRTP also takes into consideration rebranding eTrans.
 Financial and Capital Plans: The 10-year operating and capital budget projections required to support the City’s public transit service within the parameters established in the SRTP. Funding and capital scenarios are based on input received from passengers, the community and City staff.

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The SRTP recommends the following service modifications within the ten-year plan horizon (recognizing that SJCOG requires an update every five (5) years), starting Fiscal Year 2026-2027.

The City is continually working to improve the transit system to make it more accessible, timely, convenient, and comfortable for riders. To this end, any service modifications will be implemented on a trial basis, and frequently evaluated through ongoing performance monitoring of ridership, passenger satisfaction, and cost effectiveness to determine their long-term viability. Further, the City is making significant headway over the last year or so with its senior population and intends to perform a “Comprehensive Operational Analysis” in the next fiscal year to determine how eTrans can better serve those who are most likely to use transit service in Escalon and surrounding communities, starting with seniors. This information, which cannot be implemented immediately, can also be folded into the next SRTP.

Review of Proposed Service Recommendations
Status Quo
This option would maintain the current service model, which operates Monday through Friday, 8:00 am to 5:00 pm, and includes full dial-a-ride (DAR) service between three (3) daily roundtrips to the Riverbank and Modesto areas (major shopping and medical centers). Both services are free of charge.

DAR is the most convenient and flexible option in the realm of public transit, allowing a resident to call for a bus and to be taken directly anywhere within the City of Escalon. The three (3) trips to Modesto have been included as Modesto is the closest city with available shopping, medical and other services.

Reduce Downtime
This option provides the same service as above, but extends the usable hours each day by eliminating a midday break and a lunch break, meaning the bus is available during this time.

Complete Microtransit
This option would eliminate the designated trips to Modesto and instead would mean DAR throughout Escalon and/or north Modesto for the entire day (M-F, 8:00 – 5:00 pm). This is being evaluated under the premise that the demand for multiple trips to Modesto has declined over time and the residents of Escalon would be better served by greater availability of transit in town, with the ability to travel to north Modesto on demand.

Fixed / Flex Route
Fixed / Flex routes are generally viewed as less convenient as they are on a schedule and drop off at designated locations. The City has not to date operated a local fixed route service due to low demand, operational inefficiencies and limited origins and destinations.

Generally, a fixed route is operated when there is sufficient demand from potential passengers who would travel between popular destinations along a route. However, in Escalon, there may not be enough passenger volume or number of destinations to warrant an appropriate passengers per hour standard for a fixed route bus service.

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Staff evaluated a proposed fixed / flex route with coverage to destinations throughout the City (above), developed a schedule and projected costs of the proposed route.

For Fiscal Year (FY) 2026-2027, it is anticipated that the City will receive approximately $742,321 in total transit funding. All funds except for Local Transportation Funds (LTF), of which the City is anticipated to receive approximately $485,995, are to be used for transit purposes only. The City is able to use up to 75% of the LTF funding or $364,496 for improving the city’s roads and installing sidewalks. Therefore, the City seeks to minimize the use of LTF funds.

The fixed / flex route service would require additional LTF dollars to support the service, thus reducing funds available to other purposes.

Proposed Escalon Trolley
Everyday: 9:00 a.m. to 3:00 p.m.

Frequency: 30 Minutes
Runtime: 25 Minutes
Day of Operation: 355
Cost Per Hour: $74.54
Service Hours: 2,130
Fuel Cost: $5,018
Annual Cost $163,788
The total cost to operate a proposed trolley route (replacing the current DAR program) is $163,788, or $71,151 more than the DAR. Of this, $40,003 is eligible using other transit funding, meaning that the use of LTF would increase by $32,148 from the current operations cost. The cost to obtain a trolley would be in addition to the above, with the cost of a new trolley being approximately $660,000. This would reduce the City’s LTF funds.

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Fiscal Impact:

No General Fund dollars are utilized for operating or capital costs associated with transit. Transit is funded by the Transit Fund exclusively with FTA rural formula funds, Transportation Development Act (TDA) funding, Measure K funding, other State grant funding, and other directly generated revenues.

Any service changes considered may increase the use of Local Transportation Fund (LTF) currently used for streets and roadway projects. Total anticipated LTF available for streets and roadway use is $364,496.

Attachments

1. Draft eTrans 2025-2034 Short Range Transit Plan

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populationdsd
Adopted by the City of Escalon City Council.

City of Escalon
2060 McHenry Avenue
January 2026

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CITY OF ESCALON
2060 McHenry Avenue
Escalon, CA. 95320
(209) 691-7265 (Office)
The preparation of this SRTP has been funded in part by a grant from the United States Department of Transportation (USDOT), through Section 5304 of the Federal Transit Act. The contents of this SRTP reflect the views of the City of Escalon and are not necessarily those of USDOT, the Federal Transit Administration (FTA), or the San Joaquin Council of Governments (SJCOG). The City of Escalon is solely responsible for the accuracy of the information presented in this SRTP.

This Short Range Transit Plan (SRTP) was completed in two stages; the initial completion of the Draft SRTP was conducted by Innovative Mobility, and additional analysis was requested by the City of Escalon. This additional work was performed by LSC Transportation Consultants, Inc. in the final stages of the project. Edits were made by LSC throughout the document, and the alternatives analysis, service plan, capital plan, and financial plan were re-developed by LSC and incorporated to the best of the Team’s ability.

Civil Rights Compliance. In compliance with Title VI regulations of the Civil Rights Act of 1964, no person in the United States of America shall, on grounds of race, color, or national origin, be excluded from participating in, or denied the benefits of, or be subject to discrimination under any program or activity receiving federal financial assistance. The City of Escalon must ensure that federally supported transit services and related benefits are distributed equitably. The City of Escalon has certified that it is in compliance with Title VI regulations.

DISCLAIMER
This Short Range Transit Plan (SRTP) was prepared for the City of Escalon and is intended to guide transit planning decisions over a ten-year horizon. Information, projections, and recommendations within this document are based on data available at the time of publication and are subject to change. Actual implementation of services, budgets, and capital improvements is dependent upon funding availability, community input, and approval by the Escalon City Council and relevant funding authorities.

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CITY OF ESCALON CITY
COUNCIL Mayor Andrew Hagan; 2022 – 2026
Mayor Pro Tem Malinda Walker; 2022 – 2026
Council Member Jeremy Engle; 2022 – 2026
Council Member Shawn Strohman; 2024– 2028
Council Member Jeff Kay; 2024 – 2028

CITY OF ESCALON CITY STAFF
City Manager Jaylen French
Transit Manager John Andoh

PROJECT CONSULTANT STAFF
Innovate Mobility
LSC Transportation Consultants, Inc.

BIBLIOGRAPHY
• San Joaquin Council of Governments (SJCOG). "Short Range Transit Plan Final Guidelines." 2024.
• City of Escalon. "Transit Asset Management (TAM) Plan." 2022. • City of Escalon. "Transit Asset Management Narrative Spreadsheet." 2022. • City of Escalon. "Title VI Program and Approval Letter." 2023. • City of Escalon. "TDA Triennial Performance Audit." April 2025. • City of Escalon. "Escalon Fleet Inventory." 2024.
• City of Escalon. "Transit Grants Documentation." 2025. • City of Escalon. "SB 125 Transit Operations Budget and 10-Year Capital and Operating Plan." 2024.
• City of Escalon. "Annual Report FY 2022-23."
• City of Escalon. "5311 Monitoring Report." 2022.
• City of Escalon. "Marketing Plan Chapter 6 - Previous SRTP." November 2017. • San Joaquin Council of Governments. "Regional Mobility Hubs Plan." 2025. • City of Escalon. "Organizational Chart." 2023.

Additional documents and data sources utilized are referenced specifically within the SRTP text.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN i

CONTENTS
EXECUTIVE SUMMARY ....................................................................... 1 OVERVIEW OF AGENCY, GOVERNANCE, FLEET, AND FACILITIES ......... 6 Agency Overview
History of eTrans
Description and History of eTrans Services
Governance Structure
Fleet Inventory and Condition Assessment
Administrative and Operational Facility
Transit Facilities
EXISTING CONDITIONS ................................................................... 11 Purpose of the Short Range Transit Plan
Objectives of the SRTP
Relevance to eTrans
Vision & Mission Statements
Description of eTrans Services
Operations Overview
The Service Area
Demographics
TRAVEL PATTERNS.......................................................................... 31 The Journey to Work
Geographic Travel Patterns
Conclusion
PERFORMANCE EVALUATION AND SERVICE STANDARDS................. 41 Existing Service Standards
Alignment with SJCOG Requirements
Title VI Compliance Goals and Objectives
Historical Performance Trends (FY 15-16 to FY 23-24)
Route 35 Operating Statistics
Percentage Change from Pre-Pandemic to Post-Pandemic
eTrans on the Go
Financial Metrics
Regional Transit Connections and CTSA Coordination
Key Findings and Recommendations
Performance Audit Summaries
Comparison of Current Performance with Adopted Standards Revised Service Standards Recommendation
Alignment with SJCOG Requirements
Performance-Based Planning Targets
Continued Service Monitoring
Safety Standards for eTrans
Accessibility Standards for eTrans

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T ABLE OF CONTENTS ii
Experience Standards for eTrans
Performance Standards for eTrans
Service Standards Summary
COMMUNITY OUTREACH AND PUBLIC INPUT................................... 82 Introduction
TRANSIT NEEDS AND OPPORTUNITIES............................................ 86 Summary of Identified Transit Opportunities
Analysis of Recent Ridership Trends
Strategic Opportunities and Recommendations
RECOMMENDATIONS ...................................................................... 89 Guiding Principles for Recommendation Development
Passenger Perspective: How eTrans Currently Operates
Recent Ridership Trends and COVID-19 Impacts
Constraints of Limited Capital and Operational Resources Strategic Considerations and Implications for Recommendations SERVICE ALTERNATIVES.................................................................. 99 Introduction
Scenario 1 - Citywide Micro transit (Monday-Friday)
Scenario 2 - Provide Continuous Flex Route Service and Eliminate DAR Scenario 3 - Fill in Gaps in Service
Scenario 4 - Status Quo
Alternatives Comparison and Initial Findings
FINANCIAL AND CAPITAL PLAN...................................................... 106 Operations Plan Assumptions
Capital Improvement Plan
Financial Plan
FINANCIAL PLAN MARKETING STRATEGIES.................................... 106 Peer Examples and Lessons From Other Small Transit
Community Engagement and Survey Insights
Strategic Marketing and Outreach Initiatives
eTrans rebranding

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T ABLE OF CONTENTS iii

TABLE OF FIGURES
FIGURE 1 - COMPREHENSIVE TRANSIT PERFORMANCE SUMMARY BY MODE........................................................................ 2 FIGURE 2 - ROUTE 35 TOTAL PASSENGERS PER YEAR............................................................................................................ 2 FIGURE 3 - ESCALON DIAL-A-RIDE TOTAL PASSENGERS PER YEAR........................................................................................ 3 FIGURE 4 – COMMUNITY ENGAGEMENT FINDINGS................................................................................................................. 4 FIGURE 5 – ANNUAL SERVICE HOURS, MILES, AND OPERATING COSTS ................................................................................ 4 FIGURE 6 - CITY OF ESCALON ORGANIZATION CHART............................................................................................................ 8 FIGURE 7 - FLEET INVENTORY.................................................................................................................................................. 9 FIGURE 8 - ETRANS MAP WITH CITY BOUNDARY................................................................................................................... 17 FIGURE 9 – POPULATION GROWTH – SOURCE: CALIFORNIA DEPARTMENT OF FINANCE (ESTIMATED)............................. 18 FIGURE 10 - POPULATION MAP.............................................................................................................................................. 19 FIGURE 11 - POPULATION GROWTH OVER TIME................................................................................................................... 20 FIGURE 12 - COMPARISON TO REGIONAL CITIES: SOURCE: CALIFORNIA DEPARTMENT OF FINANCE (ESTIMATED).......... 20 FIGURE 13 - POPULATION UNDER 65 MAP ............................................................................................................................ 22 FIGURE 14 - MEDIAN AGE OVER TIME .................................................................................................................................... 23 FIGURE 15 - MEDIAN AGE OF NEARBY CITIES (AMERICAN COMMUNITY SURVEY DATA) ...................................................... 23 FIGURE 16 - POPULATION WITH NO COLLEGE EDUCATION................................................................................................. 24 FIGURE 17 - EDUCATION ATTAINMENT ................................................................................................................................. 25 FIGURE 18 - EDUCATION ATTAINMENT OF NEARBY CITIES .................................................................................................. 26 FIGURE 19 - POVERTY MAP .................................................................................................................................................... 27 FIGURE 20 – MEDIAN INDIVIDUAL INCOME............................................................................................................................ 28 FIGURE 21 - INCOME OF REGIONAL CITIES ........................................................................................................................... 29 FIGURE 22 - JOURNEY TO WORK MAP ................................................................................................................................... 31 FIGURE 23 - TRAVEL PATTERNS WITHIN ESCALON............................................................................................................... 35 FIGURE 24 - PEAK TRAVEL TIMES BY TIME PERIOD............................................................................................................... 36 FIGURE 25 - TRIP DURATION VS DISTANCE........................................................................................................................... 36 FIGURE 26 - TRIP VOLUME HEATMAP .................................................................................................................................... 37 FIGURE 27 - OD PAIRS BY HOUR ............................................................................................................................................ 37 FIGURE 28 - TRIP DURATION BY HOUR.................................................................................................................................. 38 FIGURE 29 - REGIONAL TRAVEL ............................................................................................................................................. 39 FIGURE 30 - SENATE BILL 535 DISADVANTAGED COMMUNITIES.......................................................................................... 40 FIGURE 31 - ACCESSIBILITY SERVICE STANDARDS ............................................................................................................... 42 FIGURE 32 - CONVENIENCE SERVICE STANDARDS................................................................................................................ 43 FIGURE 33 - RELIABILITY SERVICE STANDARDS.................................................................................................................... 43 FIGURE 34 - COMFORT SERVICE STANDARDS ....................................................................................................................... 44 FIGURE 35 - PERFORMANCE SERVICE STANDARDS .............................................................................................................. 44 FIGURE 36 - MARKETING SERVICE STANDARDS.................................................................................................................... 45

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T ABLE OF CONTENTS iv
FIGURE 37 - MANAGEMENT SERVICE STANDARDS................................................................................................................ 46 FIGURE 38 - ROUTE 35 TOTAL PASSENGERS PER YEAR........................................................................................................ 48 FIGURE 39 - ROUTE 35 SERVICE LEVELS................................................................................................................................ 50 FIGURE 40 - ROUTE 35 PRODUCTIVITY.................................................................................................................................. 51 FIGURE 41 - ROUTE 35 RIDERSHIP AND SERVICE LEVELS BY YEAR....................................................................................... 53 FIGURE 42 - DIAL-A-RIDE TOTAL PASSENGERS PER YEAR .................................................................................................... 54 FIGURE 43 - DIAL-A-RIDE REVENUE HOURS PER YEAR.......................................................................................................... 54 FIGURE 44 - DIAL-A-RIDE PRODUCTIVITY .............................................................................................................................. 56 FIGURE 45 - ETRANS ON THE GO MONTHLY TRIP USAGE..................................................................................................... 57 FIGURE 46 - ETRANS ON THE GO VOUCHER COSTS.............................................................................................................. 58 FIGURE 47 - ETRANS ON THE GO REPEAT USERS ................................................................................................................. 58 FIGURE 48 - ETRANS ON THE GO TRIP LENGTH.................................................................................................................... 59 FIGURE 49 - ETRANS ON THE GO REQUESTED PICKUP TIME ............................................................................................... 59 FIGURE 50 - ETRANS ON THE GO DAY OF WEEK USAGE........................................................................................................ 60 FIGURE 51 - ETRANS ON THE GO USER COSTS ..................................................................................................................... 60 FIGURE 52 - SYSTEM OPERATING COST BY YEAR.................................................................................................................. 61 FIGURE 53 - TOTAL COST PER PASSENGER BY YEAR ............................................................................................................ 63 FIGURE 54 - PERFORMANCE INDICATORS............................................................................................................................. 68 FIGURE 55 - SAFETY SERVICE STANDARDS............................................................................................................................ 73 FIGURE 56 - ACCESSIBILITY SERVICE STANDARDS ............................................................................................................... 73 FIGURE 57 - EXPERIENCE SERVICE STANDARDS ................................................................................................................... 75 FIGURE 58 - PERFORMANCE SERVICE STANDARDS .............................................................................................................. 78 FIGURE 59 – ETRANS NEW STANDARDS SUMMARY AND RECOMMENDED MEASURES........................................................ 81 FIGURE 60 - PREFERRED METHOD OF RECEIVING INFORMATION........................................................................................ 84 FIGURE 61 - FREQUENCY OF TRANSIT USAGE....................................................................................................................... 85 FIGURE 62 – TRANSIT SERVICE OPTIONS.............................................................................................................................. 93 FIGURE 63 - CURRENT ETRANS OPERATIONS IN ESCALON.................................................................................................. 94 FIGURE 64 – ETRANS AVERAGE MONTHLY RIDERSHIP ......................................................................................................... 95 FIGURE 65 - SYSTEM OPERATION COSTS BY YEAR................................................................................................................ 96 FIGURE 66 - COST PER PASSENGER OVER TIME.................................................................................................................... 97 FIGURE 67 – ETRANS SERVICE ALTERNATIVES.................................................................................................................... 100 FIGURE 68 - ALTERNATIVES COMPARISON ......................................................................................................................... 104 FIGURE 69 – RIDERSHIP IMPACT OF ALTERNATIVES........................................................................................................... 104 FIGURE 70 – ALTERNATIVE PASSENGER PER HOUR COMPARISON.................................................................................... 105 FIGURE 71 – ALTERNATIVES MARGINAL COST PER PASSENGER TRIP ............................................................................... 105 FIGURE 72 – TRANSIT PLAN RIDERSHIP .............................................................................................................................. 107 FIGURE 73 – TEN-YEAR SERVICE PLAN OPERATING COSTS................................................................................................ 109 FIGURE 74 – TEN-YEAR FINANCIAL PLAN ............................................................................................................................ 110

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 1

EXECUTIVE SUMMARY
The eTrans Short Range Transit Plan (SRTP) serves as a strategic framework designed to evaluate existing transit conditions, identify community mobility needs, and propose feasible transit service enhancements within Escalon’s unique context as a small, semi-rural city with constrained resources and stable population growth. This document presents detailed analysis and community input, serving as a foundation for future transit planning and decision-making processes.

COMMUNITY CONTEXT AND TRANSIT NEEDS
The City of Escalon (the City) is a small community with approximately 7,249 residents, characterized by a strong agricultural economy supported by local retail, education, and healthcare sectors. Demographically, Escalon includes a substantial senior population, students, and individuals who rely heavily on public transportation for essential travel. The City's population has remained relatively stable, with modest fluctuations, including a slight decrease from a peak of approximately 7,472 residents in 2020 to 7,249 in 2024, underscoring limited population growth and associated constraints on transit demand.

CURRENT TRANSIT SERVICE AND RIDERSHIP ANALYSIS
Escalon’s transit system, eTrans, currently operates Route 35—a deviated fixed-route service connecting Escalon to Modesto—and an intra-city Dial-A-Ride service. Both services have experienced substantial declines in ridership, particularly influenced by the COVID-19 pandemic.

The following table summarizes key performance metrics for Escalon's transit services, providing an overview of recent ridership trends, operational efficiency, and financial effectiveness. The analysis covers Escalon Dial-A-Ride and Route 35, both of which have faced ridership challenges, notably impacted by the COVID-19 pandemic. Despite these challenges, both services continue to offer critical mobility options for the community, with Dial-A-Ride achieving an average of approximately three passengers per hour and Route 35 averaging slightly more than one passenger per hour.
5,963
7,132 7,472 7,249
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Total Population

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 2
Additionally, the recent introduction of "eTrans on the Go," an innovative Uber-based subsidy program, has provided flexible, on-demand transportation, averaging just over four passengers per month and achieving relatively high operational efficiency.

Notably, Escalon also recently launched Miocar in FY 24-25—a car-sharing program designed to enhance regional connectivity and promote sustainable transportation options. Miocar recorded 21 total rentals and covered over 2,087 miles in its initial year. While it remains in the early stages, Miocar presents an opportunity to complement existing transit offerings by providing convenient vehicle access without the overhead costs of car ownership, especially valuable in semi-rural communities like Escalon.

The table below explicitly outlines these key performance metrics, offering clear insights into current conditions and potential areas for future improvement.

Figure 1 - Comprehensive Transit Performance Summary by Mode Route 35: Ridership decreased approximately 10% from 1,036 passengers in FY 17-18 to 934 passengers in FY 2023-24. Despite ridership recovery post-pandemic, ridership remains below prepandemic levels.

Figure 2 - Route 35 Total Passengers per Year
Mode Total Passengers Revenue Hours Revenue Miles Passengers per Hour Cost per Passenger ($) Escalon Dial-A-Ride 90.92 (Monthly Avg.) 49.85 (Monthly Avg.) 213.65 (Monthly Avg.) 3.03 61.94 Route 1/35 71.11 (Monthly Avg.) 65.45 (Monthly Avg.) 1507.56 (Monthly Avg.) 1.08 56.78 eTrans on the Go 4.17 (Monthly Avg.) 1.21 (Monthly Avg.) 38.45 (Monthly Avg.) 3.43 4.73 Miocar (FY 24-25) 21 (Annual Total Rentals) N/A 2087.66 (Annual Total) N/A 183.33

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 3
Dial-A-Ride: Ridership sharply declined by about 56.5%, falling from 1,140 passengers in FY 15-16 to 345 in FY 23-24. The operational cost per passenger increased dramatically from a pre-pandemic average of $30.11 to $11.57 in FY 2023-24, reflecting significant declines in service levels in response to declining ridership.

Figure 3 - Escalon Dial-A-Ride Total Passengers per Year

COMPREHENSIVE COMMUNITY INPUT AND OUTREACH
To develop responsive transit recommendations, extensive community engagement and outreach activities were conducted:
- Passenger Surveys: Onboard surveys were conducted in Fall 2024, capturing direct rider feedback regarding service usage patterns, preferences, and barriers to transit use. - Stakeholder Listening Sessions: Targeted discussions with representatives from the Escalon Chamber of Commerce, Escalon Unified School District, and senior community groups provided valuable qualitative insights.

KEY FINDINGS FROM COMMUNITY ENGAGEMENT INCLUDE:
- Residents strongly desire increased frequency and more reliable transit services, particularly for accessing key destinations such as schools, healthcare facilities, and regional shopping centers.
- Stakeholders emphasized the need for transit schedules to better align with school hours, peak commuting periods, and regional connections.
- There is substantial support for maintaining affordable and accessible transit services to serve vulnerable populations effectively, with a particular focus on ADA compliance. - Community members highlighted the need for improved public awareness and accessibility of existing transit programs, noting limited familiarity with available transit subsidies.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 4
Figure 4 - Community Engagement Findings

PROPOSED TRANSIT STRATEGY
In response to community feedback and operational analysis, the SRTP recommends transitioning from the current Dial-A-Ride service to an enhanced, flexible fixed-route service:
- The proposed service would operate continuously throughout existing operational hours, offering scheduled route deviations within city limits upon passenger request. - Route schedules would be specifically tailored to better meet the needs of students, commuters, and seniors, aligning closely with community-identified priorities. - Preliminary analysis suggests potential benefits, including improved reliability, convenience, and cost-effectiveness, though these benefits must be confirmed through further stakeholder discussions, community engagement, and detailed operational assessments.

Figure 5 – Annual Service Hours, Miles, and Operating Costs

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 5
Three scenarios were evaluated:
- Scenario 1: Full microtransit (highest flexibility, lower predictability, and higher operational complexity)
- Scenario 2: Enhanced flexible fixed route (recommended for its balance of cost, coverage, and predictability)
- Scenario 3: Maintain current model with minor enhancements (lowest risk, but limited potential for improvement)
- Scenario 4: No Changes

IMPLEMENTATION AND SUSTAINABILITY CONSIDERATIONS
A successful transition, if confirmed, would require strategic communication and phased implementation to minimize disruption. Continued community engagement, rigorous performance evaluation, and ongoing monitoring of funding environments, especially potential federal funding fluctuations, would be integral to maintaining financial and operational sustainability.

This SRTP serves as a guiding document, emphasizing the need for community-driven decisionmaking, strategic financial planning, and operational enhancements to create a sustainable and responsive transit system for the City.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 6

OVERVIEW OF AGENCY, GOVERNANCE, FLEET, AND FACILITIES

AGENCY OVERVIEW
The City provides transit services branded as eTrans, offering deviated fixed-route service (Route 35) connecting Escalon with Modesto and Riverbank, Escalon Dial-A-Ride service within city limits, and an Uber-based subsidy program called “eTrans on the Go.” Serving a population of approximately 7,249 residents, Escalon is located in San Joaquin County, California, within the agriculturally rich Central Valley region. The City's transit services primarily support local mobility needs and connectivity to regional transit networks.

HISTORY OF eTRANS
eTrans is the City of Escalon’s transit system, which was established in 2008. eTrans consists of a local dial-a-ride service within the City limits, which is 2.3 square miles, and a deviated fixed route service, now known as Route 35, between Escalon Park and Ride Lot and Modesto, which operates three round-trips, Monday through Friday, excluding holidays. eTrans has been provided under contract since December 1984 through agreements with Stockton Metropolitan Transit District from January 1, 1985 to September 30, 2009, Storer Transit Systems from October 2009 to June 30, 2012, San Joaquin Regional Transit District (RTD) from July 1, 2012 to June 30, 2020, City of Modesto and Stanislaus Regional Transit Authority (StanRTA) from July 1, 2020 to December 31, 2022, and MTM Transit, LLC from February 21, 2023 to present. The City pays for radio communication, telephone, UMO communication, fuel, and the transit operations contractor to directly operate and maintain eTrans.

Previously, a contract between the County of San Joaquin and, sequentially, RTD was in place to provide service outside the City limits to the surrounding unincorporated county areas, which was reimbursed to the City until November 30, 2009. Upon termination of this contract, eTrans reduced its service area to only serve the City limits.

DESCRIPTION AND HISTORY OF eTRANS SERVICES

ESCALON DIAL-A-RIDE
Escalon Dial-A-Ride began service in October 1977. The service operated under the Community Services Division with two buses and two city-hired bus drivers. Service operated Monday-Friday from 8:00 AM to 5:00 PM and on Saturdays from 10:00 AM to 2:00 PM. Service was provided to Modesto every Monday, Wednesday, and Friday, and to Stockton on the 2nd Tuesday of the month.

Trips were also available to the former Riverbank Amtrak Station by request. Escalon Dial-A-Ride is used primarily by persons who must rely on public transportation. Many of these "transitdependent" passengers have no other means of transportation, due to age, income, or disability.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 7
As of July 5, 2015, this service consists of a local dial-a-ride service that serves the entire City limits.

Service is provided Monday through Friday from 9:12 AM to 11:22 AM, 12:32 PM to 1:12 PM, and from 2:12 PM to 3:32 PM. No Saturday, Sunday, or Holiday service is provided. Holidays not served include New Year’s Day, Dr. Martin Luther King Jr. Day, President’s Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, and Christmas Day.

ROUTE 35 – ESCALON/MODESTO
As of July 5, 2015, this service consists of three round-trips departing Escalon at Almond Grove Manor at 8:12 AM, 1:12 PM, and 4:12 PM for northwest Modesto terminating at Dale Road and Veneman Avenue near Vintage Faire Mall. No Saturday, Sunday, or Holiday service is provided.

Holidays not served include New Year’s Day, Dr. Martin Luther King Jr. Day, President’s Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, and Christmas Day.

Route 35 is also used primarily by persons who must rely on public transportation. Many of these "transit-dependent" passengers have no other means of transportation, due to age, income, or disability.

Service to Modesto’s Vintage Faire Mall was reintroduced in March 1998 because of an unmet transit need. As of July 7, 2015, to reduce operating costs associated with the Measure K funding received, the overall service was rescheduled to operate three round-trips each weekday due to low ridership departing Escalon at 8:12 AM, 1:12 PM, and 4:12 PM. Dial-A-Ride service was slightly increased to compensate for the reduction of service to Modesto. The route was revised to serve the Rite Aid Pharmacy store and Big Boy Market. Big Boy Market has since closed (as of November 2017), and Orlando’s Market has taken its place as of October 2023. On July 1, 2020, the route was rebranded to Route 35 – Escalon/Modesto and, through December 31, 2022, was integrated with the Ride the S transit system operated by StanRTA (previously known as Modesto Area Express or MAX).

ETRANS ON THE GO
This service started in December 2022 as a partnership with Uber. The program will subsidize up to $10.00 per ride for a $2.00 upfront fare. Passengers can travel anywhere in Escalon, to Riverbank, Oakdale, or Modesto, seven days a week, between 5:00 AM and 10:00 PM. Anything beyond $10.00 is the responsibility of the user. Passengers can download the Uber app at the App Store or Google Play. A credit card, Visa/MasterCard/AMEX, or Uber gift card is required to use this service.

MIOCAR
This service started in April 2024. It is a rural car-sharing service that is available to provide mobility. One car is located at the Escalon Park and Ride Lot and is available 24 hours a day, 7 days a week. In order to use Miocar, an eligible user would apply and pay a membership fee of $20.00 after being approved through an application. Rates are $4.00 per hour or $35.00 per day. Cars can be reserved through the ZEV co-op app.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 8

GOVERNANCE STRUCTURE
Figure 5 shows the organizational structure of the City as it regards to public transit. Escalon's transit services are managed by a part-time Transit Manager who reports to the City Manager. Daily operations, scheduling, and dispatch are contracted to a third-party transit contractor: MTM Transit, LLC. The City of Escalon is governed by a five-member City Council, made up of members elected at large to four-year terms. The City Council provides policy direction, financial oversight, and strategic planning approval. One Mayor and Mayor
Pro Tems are appointed by the Council every two years. The City Manager oversees the various departments, with the Transit Manager being one of them. This clear delineation of responsibilities ensures effective management, operational efficiency, and compliance with applicable local, state, and federal regulations.

Figure 6 – City of Escalon – Organizational Chart

FLEET INVENTORY AND CONDITION ASSESSMENT
The City has a fleet of three revenue buses as of July 2024 (Figure 6). Vehicles range in passenger capacity from five to 19 passengers. All buses are wheelchair accessible, and each can accommodate two wheelchair passengers at a time. One bus is used for maximum service. One of the three buses is beyond its useful life. All buses are utilized for both Route 35 and Escalon Demand Response services.

City of Escalon Organizational Chart
Police
Officers (7)
Account
Technician
I/II (2)
Community Center
Host (2)
Reserve
Officers (9)
Assistant Planner
Recreation Assistant
(2)
Maintenance
Workers (5)
Escalon City Council
(5 Members)
City Manager/
City Clerk
Chief of
Police
Finance
Director/HR
Administrator
Office Assistant
(Recreation &
Deputy City Clerk)
Maintenance
Service Crew
Leader
Water System
Operator
Wastewater
Treatment
Plan
Operator
Police
Services
Manager
Community
Services
Officer
Police
Sergeants (2)
Accountant/
Front of
Office
Manager
Transit Manager
(PT)
Transit Contractor
(MTM Transit)
City
Attorney
Development/
Community Services
Manager
Public Works
Superintendent/
Manager
Administrative
Assistant
Office
Specialist

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 9
The California Air Resources Board (CARB) Innovative Clean Transit (ICT) regulation will come into effect during this planning period. Beginning in 2026, the ICT regulation will require that 25 percent of buses purchased each year by small transit agencies that operate buses with a gross vehicle weight rating (GVWR) greater than 14,000 pounds, such as the City of Escalon, be zero-emission buses (ZEBs). By 2029, all new buses purchased will need to be ZEBs. The City of Escalon completed a Zero-Emission Bus (ZEB) Rollout Plan in June 2023. According to the Plan, the City will be required to replace all three fleet buses during the 10-year planning period. The City of Escalon plans to reduce the active fleet to two buses in anticipation of fleet transition, permissible per the ZEB Plan replacement schedule, and not replace the minivan when it’s retired. Vehicles 103 and 104 are expected to be replaced by similar 4-year vehicles which in the long range expect to be replaced again in FY 32-33, and FY 34-35 respectively following a 5-year service life.

Figure 7 - Fleet Inventory

ADMINISTRATIVE AND OPERATIONS FACILITY
The City’s administrative offices, including that of the Transit Manager, are located at Escalon City Hall, 2060 McHenry Avenue in Escalon. eTrans buses are mainly stored here as well as in Tracy (35 minutes away), at MTM’s office located at 50 E 6th Street in Tracy, CA. MTM performs maintenance of the eTrans fleet at its facility in Tracy, and the buses are fueled at City-approved locations. The City also owns a corporation yard in Escalon that is currently not utilized by transit. Currently, there is sufficient bus storage for the eTrans fleet.

BATTERY ELECTRIC BUS CHARGING INFRASTRUCTURE
To successfully meet CARB ICT Zero Emission Bus (ZEB) requirements and support the transition of the eTrans fleet to zero-emission, the City of Escalon will need to install ZEB charging infrastructure for its fleet. The City completed its Zero-Emission Bus Rollout Plan in June 2023, which provides detailed specifications on the necessary infrastructure improvements to support eTrans fleet transition and the timeline of transition. According to the ZEB Plan, eTrans will transition to a Battery Electric Bus (BEB) fleet. Charging will occur primarily at Escalon City Hall and/or Escalon Park and Ride lot on Main Street, and installation of charging infrastructure is already planned for 2026. The City plans to explore further charging locations, such as the Corporation Yard, Main Street Park and Ride Lot, and the contractor facility in Tracy.

Agency ID Make/Model Type Fuel Year Mileage Capacity Est. Vehicle Replacement Date
103 Dodge Caravan Minivan Gas 2016 41,798 5 or 3 + 2 WC 2020-21 104 Glaval Titan II Cutaway Gas 2019 52,220 19 or 17 + 2 WC 2025-26 105 Arboc Spirit of Mobility Cutaway Gas 2022 21,068 16 or 14 + 2 WC 2027-28 Source: City of Escalon Fleet Inventory
Note 1: Information accurate as of July 1, 2024

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 10

TRANSIT FACILITIES
The City of Escalon maintains two primary transit facilities, both of which are Park-and-Ride structures:

1. Crossroads Plaza Park & Ride
o Location: 1205 Plaza Ave, Escalon, CA 95320
o Built: 1996
o Condition: Rated adequate (Transit Economic Requirements Model (TERM) scale condition: 3)

2. Escalon Park & Ride
o Location: Main Street at Viking Way, CA 95320
o Built: 1996
o Condition: Rated adequate (TERM scale condition: 3)
These facilities provide essential access points for passengers utilizing regional transit connections, supporting Escalon’s ongoing commitment to connectivity and mobility.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 11

EXISTING CONDITIONS

PURPOSE OF THE SHORT-RANGE TRANSIT PLAN
The Short-Range Transit Plan (SRTP) is a vital strategic document for guiding the development and enhancement of public transit services within the City over the next ten years. The primary purpose of the SRTP is to evaluate the current state of the transit system, identify areas for improvement, and outline actionable strategies to meet the evolving transportation needs of the community.

OBJECTIVES OF THE SRTP
ASSESSMENT OF EXISTING CONDITIONS:
• Conduct a comprehensive review of the current eTrans services, including Dial-A-Ride and Route 35.
• Analyze ridership trends, service performance, and financial sustainability. • Identify strengths, weaknesses, opportunities, and threats (SWOT analysis) within the existing transit framework.

COMMUNITY ENGAGEMENT:
• Gather input from residents, stakeholders, and transit users through surveys, public meetings, and other engagement activities.
• Ensure that the voices of all community members, including those from vulnerable and underserved populations, are heard and considered in the planning process.

SERVICE IMPROVEMENT AND OPTIMIZATION:
• Develop recommendations for enhancing the efficiency, reliability, and accessibility of eTrans services.
• Explore opportunities for service expansions, route modifications, and integrating innovative transit solutions.
• Address gaps in service coverage and improve connectivity with regional transit systems like Stanislaus Regional Transit Authority (StanRTA).

FINANCIAL PLANNING AND SUSTAINABILITY:
• Outline a financial plan that includes projected costs, funding sources, and potential revenue streams.
• Ensure the long-term financial sustainability of eTrans by optimizing resource allocation and exploring new funding opportunities.
• Incorporate strategies for maintaining fare-free services to promote equitable access to transit.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 12
REGULATORY COMPLIANCE AND PERFORMANCE METRICS:
• Ensure compliance with federal, state, and local regulations, including the Americans with Disabilities Act (ADA).
• Establish clear performance metrics to monitor the success of implemented strategies and make data-driven decisions.
• Regularly review and update the SRTP to reflect changing conditions and emerging trends in public transportation.

RELEVANCE TO ETRANS
The SRTP is essential for aligning the City of Escalon’s transit services (eTrans) with its residents' current and future needs. By providing a structured framework for planning and decision-making, the SRTP ensures that eTrans can adapt to demographic changes, technological advancements, and evolving travel patterns. This strategic approach helps achieve the city’s goals of enhancing mobility, reducing traffic congestion, and improving its citizens' overall quality of life.

The previous SRTP was completed in FY 17-18. This SRTP updates that document, serves as a blueprint for eTrans for the next ten years, and is designed to meet the requirements of funding agencies at the regional, state, and federal levels. The analysis must justify the recommended course of action and examine the feasibility of meeting new unmet transit needs, such as serving newly growing areas and neighborhoods.

In conclusion, the SRTP is a crucial tool for eTrans to systematically evaluate its transit system, engage with the community, and implement effective strategies for improving public transportation services. Through this plan, the city aims to create a more efficient, accessible, and sustainable transit network that meets the needs of all its residents.

VISION & MISSION STATEMENTS
eTrans’ vision and mission statements provide a foundational framework that guides all aspects of the transit system’s operations and strategic planning. These statements articulate the transit system's core values, goals, and long-term aspirations, serving as a compass for decision-making and daily activities. The following vision and mission statements are bolstered by the City’s mission statement:

Taking pride in our community through quality service.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 13
Vision Statement
The vision statement outlines eTrans' long-term aspirations, setting a clear and inspiring direction for the future. It reflects the commitment to providing essential mobility options and a viable alternative to personal vehicle travel, thereby enhancing the quality of life for residents through accessible, reliable, and sustainable public transportation.

Mission Statement
The mission statement defines eTrans' core purpose, focusing on delivering comprehensive, customer-focused transit services that are clean, accessible, reliable, economical, and safe. It emphasizes the commitment to meeting the evolving transportation needs of the community, particularly for vulnerable populations such as seniors, persons with disabilities, and low-income individuals.

IMPORTANCE OF VISION AND MISSION STATEMENTS
Vision and mission statements are crucial for several reasons:

1. Guidance and Focus: They provide the organization with a clear direction and help align all activities and decisions with eTrans' overarching goals and values.

2. Consistency and Cohesion: By articulating a unified purpose, these statements ensure that all team members are working towards the same objectives, fostering a sense of cohesion and shared commitment.

3. Motivation and Inspiration: They serve as a source of motivation for employees and stakeholders, inspiring them to contribute to the long-term success and impact of eTrans.

4. Public Trust and Accountability: Clearly communicated vision and mission statements help to build public trust by demonstrating a commitment to serving the community’s needs and ensuring transparency and accountability in operations. eTrans will provide Escalon residents and visitors with basic mobility and a useful alternative to travel by motor vehicle, both within the community and connecting with nearby communities.

The mission of eTrans is to provide a comprehensive transit service for the residents and visitors of Escalon that is clean, accessible, reliable, economical, and safe.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 14

ADHERING TO VISION AND MISSION STATEMENTS IN DAILY OPERATIONS To ensure that the vision and mission statements are adhered to daily, eTrans can implement the following practices:

1. Incorporate into Training: Ensure that all employees are familiar with the vision and mission statements through comprehensive training programs. Emphasize the importance of these statements in guiding their roles and responsibilities.

2. Embed in Policies and Procedures: Integrate the core values and goals articulated in the vision and mission statements into all organizational policies, procedures, and performance metrics.

3. Regular Communication: Reinforce the vision and mission through regular internal communications, including meetings, newsletters, and employee recognition programs that highlight how staff contributions align with these statements.

4. Decision-Making Framework: Use the vision and mission statements as a framework for decision-making at all levels of the organization, ensuring that choices and actions are consistent with the long-term goals and values of eTrans.

5. Stakeholder Engagement: Engage with community members, stakeholders, and partners to ensure that their needs and feedback are aligned with the vision and mission of eTrans, fostering a collaborative and inclusive approach to service delivery.

6. Continuous Improvement: Regularly review and assess the organization’s performance against the vision and mission statements, identifying areas for improvement and celebrating successes that demonstrate alignment with these guiding principles.

By embedding the vision and mission statements into every facet of its operations, eTrans can ensure that its services consistently reflect the organization’s commitment to enhancing mobility, promoting equity, and improving the quality of life for all residents of Escalon.

DESCRIPTION OF ETRANS SERVICES
eTRANS OVERVIEW
Currently, eTrans includes a Dial-A-Ride service operating within the city limits and a deviated Route 35, Route 35 (formerly Route 1), between Escalon and North Modesto. This route connects with Ride the S in north Modesto. However, service to the unincorporated rural areas surrounding Escalon was discontinued due to funding constraints by the San Joaquin Regional Transit District (RTD) in 2009.

The change from Route 1 to Route 35 occurred as part of the integration with the Modesto Area Express (MAX) system in 2020. The previous SRTP contemplated extending RTD’s County Hopper Route 95 to provide direct, no-transfer service to Modesto, Manteca, and Stockton. RTD management at the time elected not to move forward with the recommendation.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 15
Per the 2020 Census, eTrans serves an estimated population of 7,274 people within the 2.3 square miles of Escalon city limits. The service area previously included approximately 25 square miles of the surrounding rural area until November 2009.
eTRANS DIAL-A-RIDE
The Dial-A-Ride service offers on-demand, door-to-door transportation within the city limits of Escalon. This service is available to all residents, providing flexibility for those who need transportation to various locations within the city. Reservations can be made up to a week in advance, ensuring that users have access to reliable transportation when needed.

The Dial-A-Ride service also functions as the complementary paratransit service under the Americans with Disabilities Act (ADA). To use the ADA service, patrons must complete an ADA Certification Application processed by Access San Joaquin (ASJ), the coordinated transportation services agency for San Joaquin County. This service ensures that individuals with disabilities have access to the necessary transportation options.
eTRANS ROUTE 35 – ESCALON-MODESTO
Route 35 is a deviated Route 35 service that operates between Escalon and north Modesto, providing vital connections for residents to larger transit systems like Ride the S. This route was initially expanded to seven round-trips per day in March 2012 but was reduced to three daily roundtrips in July 2015 due to low ridership. The route serves key destinations, including the Kaiser Permanente Medical Center, Vintage Faire Mall, and other locations along Standiford Avenue.

FARE STRUCTURE
As of July 2022, eTrans services are offered free of charge. This decision was made to enhance accessibility and encourage higher ridership, particularly for the Dial-A-Ride and Route 35 services.

This change reflects the City's commitment to providing equitable and accessible transit services for all residents.

SYSTEM FUNDING
eTrans operations are funded through a mix of California Transportation Development Act (TDA) Local Transportation Funds (LTF), State Transit Assistance (STA), various state funding grant programs, and Federal Transit Administration (FTA) Section 5311 funds. Additionally, the San Joaquin Council of Governments (SJCOG) provides regional funding through Measure K, a local voter-approved sales tax. These funding sources ensure the continued operation and maintenance of eTrans services, allowing for periodic updates and improvements as needed.

ETRANS ORGANIZATION
The current eTrans organizational structure, effective as of 2024, reflects Escalon’s commitment to streamlined transit operations and oversight. Transit services are administered under the supervision of Escalon’s Transit Manager.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 16
Daily operations of eTrans services, including the deviated fixed-route (Route 35) and Dial-A-Ride, are contracted to a professional transit operations provider, presently MTM Transit, LLC. The City of Escalon currently covers fuel costs and other direct operational expenses.

The City actively collaborates with SJCOG through participation in multiple transportation-focused committees, including the Technical Advisory Committee (TAC), Social Services Transportation Advisory Council (SSTAC), and the Interagency Transit Committee. Additionally, the City engages with other regional transit planning efforts and RTD-related coordination activities to ensure cohesive transit planning and operations.

The Escalon City Council is responsible for awarding transit service contracts, approving annual operating and capital budgets, setting fare structures, authorizing service changes, and establishing policies that guide eTrans operations. This oversight ensures alignment with community needs, fiscal responsibility, and regulatory compliance.

OPERATIONS OVERVIEW
The City provides public transit services within city limits and beyond via eTrans. eTrans offers one deviated fixed route providing service within Escalon and to north Modesto. Three round-trips are offered each weekday, departing Escalon at 8:12 AM, 1:12 PM, and 4:12 PM. Dial-A-Ride service within Escalon, and with connections to Riverbank, operates between the round trips (9:12 AM and 11:32 AM, 12:32 PM and 1:12 PM, and 2:12 PM and 3:32 PM).

Neither service operates on Saturday, Sunday, or designated holidays. Both services are open to the general public. In July of 2020, eTrans was operated under contract to the City of Modesto. The route was designated as Route 35 (although the service retained the City transit branding) and was part of the MAX and then the Ride the S system until December 31, 2022.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 17

THE SERVICE AREA
Figure 8 - eTrans Map with City Boundary
The City is situated in San Joaquin County, California. It encompasses two census tracts: 49.03 and

49.04. These tracts collectively define the demographic and socioeconomic landscape of the City, providing insights into the population characteristics, major businesses, and overall community profile.

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 18
The City’s population is approximately 7,249 residents, spread across the two census tracts. Census Tract 49.03 covers the northern part of the City, while Census Tract 49.04 includes the southern regions. The City is characterized by a mix of residential neighborhoods, agricultural lands, and commercial areas, reflecting its small-town charm and rural heritage.

Figure 9 – Population Growth – Source: California Department of Finance (estimated) The population of the City is diverse, with a mix of age groups, ethnic backgrounds, and socioeconomic statuses. The City's median age is slightly higher than the state average, indicating a significant number of middle-aged and senior residents. The racial composition predominantly includes White, Hispanic, and smaller percentages of African American, Asian, and other ethnic groups. Household sizes vary, with both family households and single-person households represented in the community.

ECONOMIC ACTIVITY AND MAJOR BUSINESSES
The City’s economy is primarily driven by agriculture, with numerous residents engaged in farming and related industries. The City is home to several large agricultural businesses, including dairies, orchards, and crop production facilities. Additionally, the City has a growing retail and service sector, with local businesses such as grocery stores, restaurants, and small shops contributing to the local economy.

Key employers in the City include the Escalon Unified School District, various healthcare facilities, and significant agricultural enterprises. These employers support the local economy and provide essential services to residents.

COMMUNITY FACILITIES AND SERVICES
The City is equipped with community facilities that enhance the quality of life for its residents. The city boasts several parks, recreational areas, and community centers offering a range of activities and programs. Public safety services, including police and fire departments, ensure the safety and well-being of the community.

Year Population
1990 4,437
2000 5,963
2010 7,132
2020 7,472
2024 7,249

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 19
The City’s strategic location allows for easy access to larger urban centers such as Modesto and Stockton, providing additional employment, educational, and recreational opportunities. This connectivity is further enhanced by eTrans, which facilitates travel within the city and to neighboring areas.

DEMOGRAPHICS
This section provides a
comprehensive analysis of key
demographic and socioeconomic
indicators for the City of Escalon,
including population growth,
educational attainment, and
individual income levels. The data is
compared with similar cities nearby,
such as Manteca, Modesto, Oakdale,
Ripon, and Riverbank, to provide
context and insight into Escalon's
relative standing within the region.

The City’s population has grown from
4,437 in 1990 to 7,249 in 2024. This
represents a significant increase,
reflecting the city's gradual
development and attractiveness to
new residents. The population peaked
in 2020 with 7,472 residents before
experiencing a slight decline to 7,249
in 2024.

Figure 10 - Population Map

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 20
Figure 11 - Population Growth over Time

COMPARISON TO REGIONAL CITIES
To provide context for the City’s growth, here is a comparison with similar-sized cities in California, including Ripon, Hughson, and Waterford. These cities have also experienced significant growth over the past 30 years, each with its unique development patterns and growth rates.

Figure 12 - Comparison to Regional Cities: Source: California Department of Finance (estimated) Ripon, CA: Ripon's population has grown from 7,365 in 1990 to 15,741 in 2024, achieving a growth rate of 114%. This growth can be attributed to its strategic location along State Route 99, making it an attractive residential community for commuters working in larger nearby cities. Ripon has also focused on maintaining a small-town atmosphere while enhancing its amenities and services.

Hughson, CA: Hughson's population increased from 3,259 in 1990 to 7,711 in 2024, reflecting a growth rate of 137%. Hughson's growth has been driven by its appeal as a quiet, family-friendly community with a strong agricultural base. Hughson has developed new housing and community facilities to accommodate its growing population while preserving its rural character.

Waterford, CA: Waterford experienced the highest growth rate among the compared cities, expanding from 3,345 residents in 1990 to 9,110 in 2024, a growth rate of 172%. This rapid growth is partly due to its relatively affordable housing and proximity to Modesto, which provides residents with rural charm and access to urban amenities.
5,963
7,132 7,472 7,249
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Total Population
City 1990 Population 2024 Population Growth Rate (%)
Escalon, CA 4,437 7,249 63.4%
Ripon, CA 7,365 15,741 113.7%
Hughson, CA 3,259 7,711 136.6%
Waterford, CA 3,345 9,110 172.3%

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 21
Contextual Comparison: While the City's growth rate of 63% is substantial, it is more modest compared to Ripon, Hughson, and Waterford. The City's development has been steady, focusing on maintaining its agricultural heritage and small-town charm. The City's growth reflects its appeal as a stable, family-oriented community with essential services and a strategic location near larger urban centers. It should be noted that The City’s housing policy allows for the development of 73 homes per year to maintain its rural charm.

FUTURE POPULATION TRENDS
Escalon's population is expected to continue growing, albeit at a moderate pace compared to past decades. Factors influencing future growth include:

1. Residential Development: Ongoing and planned residential projects will contribute to population increases. The city's commitment to maintaining its small-town character while accommodating new housing developments will attract new residents.

2. Economic Opportunities: Continued growth in agriculture, retail, and service sectors will provide employment opportunities, encouraging people to move to the City. The City's strategic location near larger urban centers like Modesto and Stockton offers additional job prospects for residents.

3. Quality of Life: Escalon's high quality of life, characterized by safe neighborhoods, good schools, and ample recreational opportunities, will remain a significant draw for families and retirees.

4. Infrastructure Improvements: Investments in infrastructure, including transportation and public services, will support population growth and enhance the City's appeal.

According to the 2025 San Joaquin County Demographic and Employment Forecast, the City’s population is projected to reach 8,086 by 2040. This anticipated increase will require careful planning to ensure that public services, including transportation, keep pace with the needs of a growing community.

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MEDIAN AGE
The median age data for the City
spans from 2011 to 2022. In 2011,
the median age was 38.1 years,
which significantly increased in
2012, jumping to 40.7 years. The
median age decreased slightly to

38.6 years in 2013 and remained
relatively stable at 38.8 years in
2014.

A notable decline began in 2015,
with the median age dropping to

37.4, continuing to 36.3 in 2016
and 34.2 in 2017.

The median age started to rise
again, reaching 34.8 in 2018 and
further increasing to 36.2 in 2019.

In 2020, the median age saw a
slight increase to 36.8, but it
significantly dropped to 33.7 in
2021. Finally, the median age
increased again to 35.8 in 2022.

The median age in the City has
shown considerable fluctuations
over the years, with significant
increases and decreases. It has been
relatively unstable in recent years,
particularly from 2020 to 2022,
showing sharp declines and rises.

Figure 5 - Population under 65 Map

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Figure 6 - Median Age Over Time

ANALYSIS OF MEDIAN AGE FOR SIMILAR-SIZED CITIES
The median age data for the City and nearby similar-sized cities provide valuable insights into the demographic characteristics of these communities. In 2022, the City had a median age of 38.1 years. When comparing this with nearby cities, we see a range of median ages reflecting similarities and differences in population structure.

In 2022, Manteca's median age was 40.7 years, making it the oldest of the compared cities. Modesto had a median age of 38.6 years, which is very close to that of Escalon. Oakdale's median age was slightly higher, at 38.8 years, while Ripon had the youngest median age, at 37.4 years.

These median ages indicate that the City's population age structure is typical for the region, with a median age that falls within a narrow range compared to nearby cities. The median ages suggest these cities share similar demographic characteristics, possibly influenced by regional factors such as economic opportunities, lifestyle, and community services. 0 5
10 15
20 25
30 35
40 45
2010 2012 2014 2016 2018 2020 2022 2024
Median Age
City Median Age (2022)
Escalon, CA 38.1
Manteca, CA 40.7
Modesto, CA 38.6
Oakdale, CA 38.8
Figure 7 - Median Age of Nearby Cities (American Community Survey Data)

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The median age is a useful indicator of a city's overall age distribution. A median age in the late 30s to early 40s suggests a balanced age structure, potentially with a mix of young families, workingage adults, and a growing number of older adults. For city planners and policymakers, understanding these trends can help forecast future needs for housing, healthcare, education, and other public services.

By comparing the median age of the City with those of nearby cities, it is noted that the City's demographic trends are consistent with regional patterns. This information can be helpful for regional planning and development efforts, ensuring that the community's needs are met effectively.

EDUCATION ATTAINMENT
Over the past decade, the
educational attainment levels in
the City have shown significant
trends and fluctuations. The
population with no schooling
initially decreased from 210
individuals in 2012 to 55 in 2015,
indicating a positive trend
towards higher education
levels. However, there was a
notable increase again,
reaching 180 individuals in 2019
and slightly fluctuating to 157
by 2022.

The number of individuals with
a regular high school diploma
has varied. Starting with 1,220
in 2012, there was a peak of
1,442 in 2015, followed by a
decline to 966 in 2020. There
has been a slight recovery in
recent years, with the number
rising to 1,029 by 2022.

Figure 16 - Population with No College Education

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The population holding a bachelor's degree increased from 601 individuals in 2012 to 697 in 2014, followed by a decline to 531 in 2020. The numbers slightly increased again to 575 in 2022, reflecting a fluctuating trend in higher education attainment.

Individuals with a master's degree showed an overall increase from 130 in 2012 to a peak of 201 in 2018. However, the numbers dropped to 114 in 2021 before slightly recovering to 176 in 2022. This indicates a growing trend in advanced education despite some fluctuations.

Figure 8 - Education Attainment
The population with a doctorate has remained relatively low, peaking at 61 in 2013 but declining to zero from 2018 onwards. This suggests that while there may be individuals pursuing advanced degrees, the retention or attraction of such highly educated individuals to the City has been minimal in recent years.

The data highlights a positive trend towards higher educational attainment in the City, with significant fluctuations in specific categories. The increase in individuals with high school diplomas, bachelor's degrees, and master's degrees indicates a commitment to education among the residents despite some variability in the numbers over the years.

The educational attainment data for the City and nearby cities, including Manteca, Modesto, Oakdale, Ripon, and Riverbank, provide insights into the levels of education achieved by residents in these communities.

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In the City, there are 157 individuals with no formal schooling, 1,029 individuals with a high school diploma, 575 with a bachelor's degree, 176 with a master's degree, and none with a doctorate degree. In comparison, Manteca has a higher number of individuals with no schooling at 1,490, and significantly more individuals with a high school diploma (14,775), bachelor's degree (7,617), master's degree (2,339), and doctorate (222).

Figure 9 - Education Attainment of Nearby Cities
Modesto stands out with the highest numbers across all categories: 4,640 individuals with no schooling, 36,359 with a high school diploma, 19,286 with a bachelor's degree, 5,653 with a master's degree, and 839 with a doctorate. Oakdale has 222 individuals with no schooling, 3,396 with a high school diploma, 1,880 with a bachelor's degree, 656 with a master's degree, and 70 with a doctorate.

Ripon, with the smallest numbers, has 122 individuals with no schooling, 2,151 with a high school diploma, 1,668 with a bachelor's degree, 760 with a master's degree, and 136 with a doctorate.

Riverbank has 766 individuals with no schooling, 3,764 with a high school diploma, 2,069 with a bachelor's degree, 552 with a master's degree, and 38 with a doctorate.

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Modesto, a larger city, naturally has higher numbers of individuals at all educational levels, reflecting its size and possibly more extensive educational opportunities. Manteca follows with significant numbers, while smaller cities like Escalon, Ripon, and Oakdale have fewer individuals with higher degrees. Escalon, in particular, shows a relatively balanced distribution of educational attainment, with a significant portion of its population holding at least a high school diploma or higher degree. This comparison highlights these cities' educational disparities and achievements, providing a valuable perspective for
regional educational planning and
resource allocation.

INCOME
The median individual income in the
City has experienced notable
fluctuations over the past decade. In
2011, the median income was $31,106.

The following year, 2012, saw a
decrease to $27,418. The median
income slightly recovered in 2013,
reaching $29,188, and rising to
$29,348 in 2014.

However, in 2015, the median income
dipped to $27,735 before increasing
again in 2016 to $31,146. From 2017
onwards, the median income showed
a consistent upward trend, starting at
$35,338 in 2017, then rising to $38,359
in 2018 and $39,557 in 2019.

Figure 19 - Poverty Map

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Figure 20 – Median Individual Income
The most significant increases occurred from 2020 onwards, with the median income reaching $48,407 in 2020, slightly decreasing to $47,604 in 2021, and then achieving its highest point at $50,327 in 2022. This growth in recent years suggests an overall improvement in Escalon's earnings, indicating positive economic development and increased earning potential for its residents.

In 2022, the median individual income in the City was $50,327, making it the highest among the compared cities. Manteca had a median individual income of $41,370, while Modesto's median income was $35,044. Oakdale and Riverbank had median incomes of $37,138 and $38,119, respectively. Ripon had the second-highest median income at $48,462. This data highlights the City's relatively strong economic standing regarding individual earnings, surpassing nearby cities such as Manteca, Modesto, Oakdale, and Riverbank, with only Ripon coming close.

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Figure 21 - Income of Regional Cities

SUMMARY
Population Growth: The City has experienced steady growth over the past three decades. The population increased from 4,437 in 1990 to an anticipated 7,249 in 2024. This growth reflects Escalon's development and attractiveness to new residents. Compared to nearby cities, Escalon's growth rate of 63% is moderate. Cities like Ripon and Hughson have seen higher growth rates, while Waterford has experienced the most rapid growth in the region.

Educational Attainment: The educational attainment levels in the City have shown significant trends and fluctuations over the past decade. In 2022, the City had 157 individuals with no formal schooling, 1,029 with a high school diploma, 575 with a bachelor's degree, 176 with a master's degree, and none with a doctorate. Compared to similar-sized cities, Escalon's educational attainment levels are lower than those in larger cities like Modesto and Manteca. Still, they are comparable to those in Oakdale, Ripon, and Riverbank. Modesto, in particular, has the highest numbers across all educational categories, reflecting its larger population and more extensive educational opportunities.

Individual Income: The median individual income in the City has shown a significant upward trend in recent years. In 2022, the median individual income was $50,327, making it the highest among the compared cities. Manteca had a median individual income of $41,370, Modesto had $35,044, Oakdale had $37,138, Riverbank had $38,119, and Ripon had $48,462. The City's relatively high median income indicates a strong economic standing within the region, surpassing nearby cities in terms of individual earnings, with only Ripon coming close.

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Comparative Analysis: Overall, the City's demographic and socioeconomic indicators suggest a stable and growing community with a balanced age structure, improving educational attainment, and increasing individual income levels. While the City's growth rate and educational attainment levels are moderate compared to some nearby cities, its median individual income stands out as one of the highest in the region. These trends highlight the City's potential for continued development and its appeal as a place to live and work within the broader regional context.

This comparative analysis provides valuable insights for regional planning and development efforts, ensuring that the City can continue to meet the needs of its residents while maintaining its unique character and quality of life.

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TRAVEL PATTERNS

THE JOURNEY TO WORK
The analysis of the City’s residents' commute patterns
provides valuable insights into the City's employment
landscape and transportation needs. With most
residents working within a short to moderate
commuting distance, the data highlights the
importance of local and regional job markets. It also
underscores the need for robust transportation
infrastructure to support these commutes. Major
employment hubs such as Stockton, Modesto, Manteca,
Lodi, and Tracy provide jobs for the City’s residents.

Additionally, local employment sectors within Escalon
contribute significantly to the community's economic
stability. This information can guide future
transportation planning and economic development
strategies, ensuring that the City's workforce remains
connected and its economy thrives.

The map provides a detailed visualization of the
commute patterns of Escalon residents, categorized
by commute times: 0-30 minutes, 30-60 minutes, and over 60 minutes. This expanded analysis delves deeper into the implications and underlying factors influencing these commuting patterns, identifying major employment hubs and sectors within Escalon and surrounding areas.

COMMUTE TIMES DISTRIBUTION
0-30 Minutes: This category comprises 59% of the workforce, or 2,008 individuals. The high percentage indicates that a significant majority of the City’s residents work within proximity to their homes. This could be attributed to the availability of local jobs in sectors such as retail, education, healthcare, and small businesses. The short commute times suggest a high level of local employment opportunities and potentially a strong local economy that supports these jobs. 30-60 Minutes: Representing 34% of the workforce (1,147 individuals), this group likely commutes to nearby cities such as Stockton, Modesto, Manteca, or Lodi. The moderate commute times reflect the interconnectedness of Escalon with these neighboring urban areas, which serve as significant employment hubs. This commuting pattern highlights the regional job market's role in providing employment opportunities for the City’s residents.

Figure 22 - Journey to Work Map

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Over 60 Minutes: The smallest segment, 7% of the workforce (261 individuals), commutes for more than 60 minutes. These longer commutes may be to larger metropolitan areas within the broader region. This pattern indicates that some residents are willing to travel considerable distances for work, likely due to higher-paying job opportunities or specialized employment not available locally or regionally.

GEOGRAPHIC REACH AND INFRASTRUCTURE
The geographic reach of the commuting patterns indicates the importance of transportation infrastructure in supporting these daily journeys. The lightest shade on the map covers areas within a 30-minute commute, encompassing nearby towns and parts of the greater Stockton and Modesto areas. This region's infrastructure, including local roads and highways, plays a crucial role in facilitating short commutes and maintaining economic ties within this zone.

The medium shade extends to a 30–to 60-minute commute, reaching further parts of Modesto, Lodi, and possibly touching the Sacramento metropolitan area's outskirts. This area likely relies on a mix of local roads and major highways, such as State Routes 99 and 120, which are vital for connecting Escalon to these employment centers. The efficiency and condition of these transportation routes directly impact commute times and the quality of life for commuters.

The darkest shade, indicating commutes over 60 minutes, stretches to broader regions, potentially including areas with higher-paying or specialized job markets. Long-distance commuting relies heavily on major highways and possibly public transportation systems, such as commuter trains or long-distance buses. The availability and reliability of these transportation options are crucial for residents who commute to larger urban centers.

MAJOR EMPLOYMENT HUBS FOR ESCALON RESIDENTS
The commute patterns suggest several major employment hubs within the commuting range of the City’s residents:

Stockton (0-30 minutes): Stockton is a prominent employment hub providing a range of job opportunities in sectors such as healthcare, education, retail, and logistics. Major employers include San Joaquin General Hospital, the University of the Pacific, and large retail chains. Its proximity and relatively short commute make it an attractive destination for the City’s residents seeking employment.

Modesto (0-30 minutes to 30-60 minutes): Modesto serves as another key employment center with a robust economy driven by agriculture, food processing, healthcare, and education. Major employers include E.&J. Gallo Winery, Modesto Junior College, and Memorial Medical Center. The city's position within a short to moderate commute range makes it accessible for a substantial number of Escalon residents.

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Manteca (0-30 minutes): Manteca offers diverse employment opportunities in sectors like manufacturing, retail, and education. Significant employers include the Manteca Unified School District, Doctors Hospital of Manteca, and various manufacturing firms. Its proximity to the City makes it a convenient and vital employment hub.

Lodi (30-60 minutes): Lodi is known for its wine industry, providing numerous jobs in viticulture, wine production, and related tourism. Other employment sectors include healthcare and retail, with notable employers such as Lodi Health and various wineries. The moderate commute makes Lodi a feasible employment destination for Escalon residents.

Tracy (30-60 minutes): Tracy's economy is bolstered by logistics, warehousing, and distribution centers, thanks to its strategic location along major transportation routes. Major employers include Amazon, Safeway Distribution Center, and various logistics companies. The 30–to 60-minute commute range allows Escalon residents to tap into these employment opportunities.

EMPLOYMENT SECTORS WITHIN ESCALON
Within the City itself, several key employment sectors provide job opportunities for residents:

Agriculture: As a region with a strong agricultural heritage, many jobs are available in farming, food production, and related industries.

Education: The local school district and educational institutions offer numerous employment opportunities for teachers, administrators, and support staff.

Healthcare: Local clinics, healthcare centers, and small hospitals provide jobs for medical professionals and support staff.

Retail and Small Businesses: Various retail stores, restaurants, and small businesses in Escalon contribute to local employment, catering to the needs of the community.

GEOGRAPHIC TRAVEL PATTERNS
In this section, we delve into the travel patterns within the City using comprehensive geographic and temporal analyses. The data for this analysis is derived from cellular data, providing detailed insights into origin and destination centroids, distances between these centroids, trip durations, and the number of trips taken between various points in the City. This data is instrumental in understanding the movement of people across different regions and times of the day.

DATA UTILIZATION AND IMPORTANCE
The cellular data utilized in this analysis offers a granular view of travel behavior, capturing a wide array of trip details. This data is crucial for several reasons:

1. Precision: It allows us to pinpoint exact travel origins and destinations, offering a detailed map of movement patterns.

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2. Volume: The data encompasses a large number of trips, ensuring a comprehensive overview of travel behavior.

3. Temporal Depth: By including timestamps, the data provides insights into how travel patterns shift across different times of the day.

Understanding these travel patterns is vital for effective urban planning and transportation management. It helps identify areas with high travel demand, understand peak travel times, and recognize frequently traveled routes. This, in turn, informs decisions on transit service improvements, infrastructure development, and resource allocation.

THE STORY UNVEILED
The analysis reveals a multifaceted story of how people move within the city:
• Directional Movement: We observe balanced travel across all directions, indicating a welldistributed urban layout without dominant directional flows. • Peak Travel Times: Different times of the day see varying travel volumes, with the highest activity during midday and evening periods. This highlights the need for flexible transit schedules that cater to changing travel demands throughout the day. • Trip Duration and Distance: There is a strong correlation between trip distance and duration, which is essential for planning efficient transit routes and services. • Regional Interactions: By categorizing the City into North, East, South, and West regions, we uncover significant internal travel within the northern region and notable interactions between the northern and southern regions.

Overall, this analysis provides a comprehensive understanding of travel patterns, offering valuable insights for optimizing urban mobility and enhancing the effectiveness of transit systems.

GEOGRAPHIC MOVEMENT OF TRIPS
The visualization of trips greater than 0.5 miles shows significant geographic movement within the City. The data indicates a relatively balanced distribution of trips in all directions:
• Northbound: 25.13% of trips
• Southbound: 25.26% of trips
• Eastbound: 25.39% of trips
• Westbound: 24.22% of trips
This suggests that the City experiences a fairly even spread of travel across its geography without a pronounced directional preference.

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Figure 23 - Travel Patterns Within Escalon

PEAK TRAVEL TIMES ANALYSIS
The peak travel times were analyzed by breaking down the day into four periods: Morning Peak, Midday, Afternoon Peak, and Evening. The analysis reveals the following distribution of trips:
• Morning Peak: 10.20% of trips
• Midday: 49.16% of trips
• Afternoon Peak: 16.12% of trips
• Evening: 26.52% of trips
The highest volume of trips occurs during the midday period, followed by the evening period.

Morning and afternoon peaks show substantial travel activity but are lower in comparison to the midday and evening periods.

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Figure 10 - Peak Travel Times by Time Period
TRIP DURATION VS. DISTANCE
The scatter plot visualizing the relationship
between trip distance and duration reveals
a strong positive correlation (approximately

0.869). As the distance of a trip increases,
the duration also tends to increase,
indicating a consistent pattern where longer
distances result in longer travel times. This
relationship is essential for understanding
travel efficiency and planning
improvements in transit infrastructure.

TRIP VOLUME HEATMAP
The heatmap of trip volumes highlights the areas with higher trip activity within the City. Brighter areas on the heatmap indicate higher trip volumes, while cooler areas show lower volumes. This visualization helps identify hotspots of travel activity, which can be crucial for urban planning and transportation management.

Figure 11 - Trip Duration vs Distance

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Figure 26 - Trip Volume Heatmap

TEMPORAL ANALYSIS OF ORIGIN-DESTINATION PAIRS
A heatmap visualized the temporal distribution of trips between different origin-destination pairs. Each row
represents a unique origin-destination pair, and each
column represents an hour of the day. The heatmap
helps identify peak travel times for specific routes and highlights patterns of travel activity throughout the day.

AVERAGE TRIP DURATION PATTERNS
The average trip duration was analyzed for the time periods: Morning Peak, Midday, Afternoon Peak, and Evening. The analysis shows that the average trip duration tends to vary throughout the day, with some fluctuations that may correspond to different traffic conditions or travel behaviors at different times. This understanding is valuable for optimizing transit schedules and improving travel efficiency.

Figure 12 - OD Pairs by Hour

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Figure 13 - Trip Duration by Hour

TRIP FREQUENCY BY ORIGIN-DESTINATION PAIRS
The most frequent origin-destination pairs were identified, highlighting the most traveled routes within the City. Notable pairs include:
• East to North: 9.87% of trips
• North to East: 9.63% of trips
• North to South: 13.17% of trips
• West to North: 3.09% of trips
These frequently traveled routes are critical for prioritizing transit services and optimizing route planning.

REGION-TO-REGION TRAVEL
Based on the centroids' latitude and longitude relative to the city's center, regions were assigned as North, East, South, and West. The region-to-region travel analysis shows significant interactions between these regions:
• East to East: 7.19% of trips
• East to North: 9.87% of trips
• East to South: 4.87% of trips
• East to West: 1.23% of trips
• North to East: 9.63% of trips
• North to North: 20.43% of trips
• North to South: 13.17% of trips
• North to West: 3.01% of trips
• South to East: 5.05% of trips
• South to North: 12.66% of trips
• South to South: 5.98% of trips
• South to West: 0.89% of trips

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CITY OF ESCALON – SHORT RANGE TRANSIT PLAN 39
• West to East: 1.45% of trips
• West to North: 3.09% of trips
• West to South: 0.74% of trips
• West to West: 0.74% of trips
The data highlights that the northern region has a significant share of internal trips, as well as notable interactions with the southern and eastern regions. This analysis highlights substantial internal travel within the northern region and significant interactions between the northern and southern regions.

Figure 14 - Regional Travel
In summary, these comprehensive analyses and visualizations provide valuable insights into the city's travel patterns, helping inform urban planning and transportation management decisions.

SENATE BILL 535 (SB 535) DISADVANTAGED COMMUNITIES
SB 535, passed in 2012, requires the State of California to direct a portion of Cap-and-Trade revenues to benefit communities identified as “disadvantaged” based on pollution burden and socioeconomic factors. The legislation ensures that at least 25% of the Greenhouse Gas Reduction Fund is used for projects that benefit these communities, with at least 10% spent directly within them.

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For the City, SB 535 is relevant because while the City is not designated as a disadvantaged community, parts of San Joaquin County, and Modesto—including areas served by eTrans—are identified as disadvantaged under the state’s CalEnviroScreen mapping. As a result, the City’s transit services qualify for state climate-investment programs (such as LCTOP or other GGRFsupported grants) that prioritize improving mobility, reducing greenhouse-gas emissions, and expanding transit access in disadvantaged communities.

Figure 30 – Senate Bill 535 Disadvantaged Communities

CONCLUSION
The Existing Conditions section of the SRTP comprehensively analyzes Escalon's current public transit landscape. The assessment of eTrans services, including both the Dial-A-Ride and Route 35, highlights the operational history, funding sources, fare structure, and significant changes over time. Despite challenges such as the COVID-19 pandemic, eTrans has shown resilience and adaptability, particularly evident in the improved efficiency of Route 35 post-pandemic.

The demographic analysis underscores the City's growing and diverse population, necessitating a reliable and responsive transit system. The journey-to-work and geographic travel patterns further emphasize the importance of local and regional connectivity, supported by robust transportation infrastructure.

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PERFORMANCE EVALUATION AND SERVICE STANDARDS

EXISTING SERVICE STANDARDS
Service standards are critical benchmarks that guide the operation and management of eTrans, ensuring that the transit system meets the needs and expectations of the community. These standards provide measurable goals for accessibility, convenience, reliability, comfort, performance, marketing, and management. By adhering to these standards, eTrans aims to deliver high-quality, efficient, and reliable transit services that enhance mobility, promote equity, and improve the overall user experience.

The establishment of service standards allows eTrans to systematically evaluate and improve its operations, ensuring that services are accessible to all residents, particularly transit-dependent populations such as seniors, persons with disabilities, and low-income individuals. These standards also help to optimize service efficiency, maintain high levels of customer satisfaction, and ensure compliance with federal and state regulations.

In the following sections, we will detail each of the service standards categories, outlining the specific criteria used to measure progress and the rationale behind these benchmarks. By maintaining and continually assessing these standards, eTrans strives to meet the evolving transportation needs of the City, fostering a transit system that is not only functional but also a valued and integral part of the community.

Accessibility standards ensure that transit services are available and convenient for the maximum number of residents, especially those who rely on public transportation. These standards measure the proximity of transit services to residential areas, particularly focusing on vulnerable populations such as seniors and persons with disabilities. The standards also ensure that buses are equipped to accommodate passengers with disabilities. These standards are critical to ensure equitable access to transportation services for all community members, helping to connect people to essential destinations like medical centers, shopping areas, and social services.

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Figure 31 - Accessibility Service Standards
Convenience standards focus on the efficiency and usability of transit services. These standards are measured by operating speeds, route design, transfer rates, headway times, and the responsiveness of demand-responsive services. The goal is to minimize wait times, ensure direct routing where feasible, and deliver reliable and frequent service.

While most convenience standards are currently being met by eTrans, the standard related to maintaining average operating speeds is partially met. Route 35 typically meets the required average speed in less congested segments and during off-peak hours; however, factors such as scheduled deviations, urban traffic, and limited vehicle availability occasionally result in lowerthan-target speeds. These variations are being monitored as part of ongoing service evaluation efforts.

Overall, convenience standards are essential to making public transit an attractive and practical alternative to personal vehicles, enhancing the user experience and encouraging increased ridership.

Category Standard Status
Within the City limits, at least 70% of the population should be within 1/4 mile or a five-minute walking distance from a fixed transit route, or 100% of the population should be served by a general public dial-a-ride service.

MET
Transit Services should be provided between major activity centers. MET In Census tracts, where there is a concentration of transit-dependent persons, 90% of dwelling units should be within 1/4 mile of fixed transit routes or be fully served by door-to-door demandresponsive transit for the seniors and persons with disabilities.

MET
Vehicles equipped with wheelchair lifts or ramps shall be available to persons with disabilities wherever transit service is provided. MET
The City, which uses State or Federal funds, shall operate in conformity to all appropriate laws requiring transit services to the person with disabilities (required documents showing such conformity shall be available to SJCOG and Caltrans).

MET
Door-to-door demand-responsive transit is provided in the City limits for all seniors and persons with disabilities. MET
Accessibility

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Figure 32 - Convenience Service Standards
Reliability standards are designed to ensure that transit services are consistent and dependable.

These standards measure schedule adherence, the availability of scheduled trips, and the provision of programmed buses. Ensuring reliability is crucial for building trust among transit users, as it guarantees that services will run on time and as scheduled. Reliable transit services contribute to increased user satisfaction and confidence in the public transportation system.

Figure 33 - Reliability Service Standards
Category Standard Status
Maintain average operating speeds for fixed route services as follows: Urbanized area: 13 miles per hour, Non-urbanized areas: 18 miles per hour. Partially MET In urbanized areas, design routes and schedules to efficiently serve a maximum number of persons. MET No more than 30% of passengers should be rrequired to transfer in fixed route systems. Where transfer rates between lines within the same transit system exceed 30%, potential for providing direct routing should be investigates.

MET
Provide timed transfers at all transfer points on fixed route service in urbanized areas. MET Maximum headway for fixed route service in urbanized areas should be as follows:

Peak periods: 60 minutes. In other cases: 120-240 minutes. MET Demand-responsive transit should provide the following level-of-service:
(a) Immediate response systems:
i. Average wait time for immediate responsive passengers - 15 minutes. ii. Average deviation between estimated and actual pick-up time - 10 minutes. (b) Advance reservation system:
i. Average deviation between estimated and actual pick-up time - 15 minutes. ii. Advance reservation requirements for local general public systems - 15 minutes ahead of trip time. iii. Advance reservation requirements for deviated fixed route service - 7 days ahead of trip time.

MET
Designate bus stops at all major activity centers in urbanized areas and/or where boarding passengers exceed 5 per day. MET
Other fixed route service should maximize the efficiency of one-directional service. MET Convenience
Category Standard Status
Schedule adherence: Buses should not depart earlier than time indicated on fixed schedule.

Arrivals more than five minutes late should be minimized. MET Programmed trips and/or vehicles: (a) 100% of scheduled trips should be provided on fixed route service. Where temporary vehicle shortages exist, preference should be given to routes serving transit-dependent areas. (b) 100% of programmed vehicles should be provided on an average daily basis in demand-responsive systems.

MET
Reliability

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Comfort standards address the physical comfort and convenience of transit users. These standards include the availability of seats, the provision of passenger shelters, and the climate control within buses. Comfort standards are measured by factors such as overcrowding, the presence of shelters at high-boarding locations, and the functionality of heating and cooling systems in transit buses. Ensuring passenger comfort is important for maintaining a positive user experience and encouraging regular use of transit services.

Figure 34 - Comfort Service Standards
Performance standards focus on the efficiency and effectiveness of transit operations. These standards are measured by productivity metrics recommended in performance audits, farebox recovery ratios, and the success of service expansions. Performance standards ensure that transit services are financially sustainable and that resources are used efficiently. Meeting these standards is essential for maintaining high levels of service quality and justifying the investment in public transportation.

Figure 35 - Performance Service Standards
Category Standard Status
A seat should be available for every passenger except during peak hours. MET Provide passenger shelters at designated bus stops in urbanized areas where boarding passengers total more than 25 per day or where exposure to weather conditions is particularly severe. MET Equip all vehicles with air-conditioning to provide an acceptable level of comfort during summer months, and heating during winter months. MET
Comfort
Category Standard Status
Attempt to meet the productivity recommendations included in the TDA Triennial Performance Audit. MET
Achieve and maintain appropriate farebox ratios. MET
Expansions of existing transit services should meet one-half of the above performance standards during the first year of operation. MET
Performance

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Marketing standards aim to ensure that information about transit services is widely available and effectively communicated to potential users. These standards include the provision of rider guides, telephone information services, promotional efforts targeted at specific market segments, and the availability of information on the internet. Effective marketing is crucial for increasing public awareness of transit options, attracting new passengers, and ensuring that current users are wellinformed about the services available to them.

Figure 36 - Marketing Service Standards
Management standards focus on running a transit system's operational and administrative aspects. These standards require collecting and analyzing key performance data, adhering to maintenance schedules, and regularly updating user characteristics and attitudes. Effective management ensures that the transit system operates smoothly, efficiently, and in compliance with relevant local, state, and federal regulations.

One key requirement is that bus replacements follow the FTA Circular 9040.1H and Transit Asset Management (TAM) guidelines. While eTrans maintains a small but essential fleet, this standard is currently not met. As of this SRTP, two of the four active revenue buses exceed their Useful Life Benchmark (ULB) and remain in service past recommended retirement thresholds. Funding has been identified for their replacement in FY 24 – 25 and FY 25 – 26 through the Capital Improvement Plan. Continued adherence to preventative maintenance and execution of this replacement schedule will be critical to restoring compliance and ensuring long-term reliability.

Strong management practices, including proactive asset management, are essential for the longterm sustainability and continuous improvement of eTrans services.

Category Standard Status
The following information should be made available to transit users of Escalon: - Rider's Guide with route or service area, fare information, timetable information, and details explaining the system or service and how to use it. Telephone information service - 909) 541-6645 and (209) 527-4900.

MET
Special efforts should be made to promote and/or publicize the transit service to the market segment at which the service is directed (e.g., seniors and persons with disabilities) or to market segments with ridership potential.

MET
The City should make efforts to make information regarding its service available to users of private intercity transit services (e.g., Greyhound, Flixbus). MET The City should establish an Internet site describing its services. MET Marketing

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Figure 37 - Management Service Standards

TITLE VI COMPLIANCE GOALS AND OBJECTIVES
Title VI of the Civil Rights Act of 1964 plays a critical role in transportation and transit planning. It prohibits discrimination based on race, color, national origin, sex, age, disability, sexual orientation, or religion under any program or activity receiving federal financial assistance. In practice, this means transit agencies must ensure all communities have equitable access to transportation services and related infrastructure. To comply with Title VI, agencies are required to evaluate their programs and services to identify and mitigate any potential discriminatory impacts.

The City last updated its Title VI Program in June 2023 to meet the requirements of FTA Circular 4702.1B. No deficiencies were identified. eTrans explicitly integrates Title VI evaluation measures into service planning, routing decisions, fare policies, and community outreach efforts. Regular monitoring includes analyzing ridership demographics, assessing service equity across neighborhoods, and proactively addressing any disparities. Additionally, eTrans ensures language accessibility by providing multilingual materials and translation services as needed, further reinforcing its commitment to inclusive and equitable transit services for the entire Escalon community. During the course of this planning process, the consultant and the City engaged with diverse stakeholders within the City about transit needs.

Category Standard Status
The following basic information is essential for transit system management and should be collected on a monthly basis: - Total passengers carried, by route. - Revenue passengers carried, by route. - Vehicle hours of service provided, by route. - Vehicle miles of service operated, by route. - In-service vehicle breakdowns. - Passenger complaints.

MET
The following information should be assembled at least annually and in response to passenger complaints and/or driver reports of operational problems: - Schedule adherence, by route (fixed routes). - Response times (dial-a-ride). - Pick-up time deviation (dial-a-ride). - Service refusals (dial-a-ride).

MET
Buses should be considered for replacement according to schedule included in the Federal Transit Administration Circular 9040.1H and Transit Asset Management. NOT MET Information on user characteristics and attitudes should be updated every 3–5 years by the use of on-board surveys. MET
Maintenance, which is an important element of management, should be documented in a maintenance plan. MET
Management

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HISTORICAL PERFORMANCE TRENDS (FY 15-16 TO FY 23-24)
The operating statistics for Route 35 and Dial-A-Ride services provide a comprehensive overview of the performance and efficiency of eTrans. This section analyzes key metrics, including revenue hours, revenue miles, total passengers, and productivity, to assess the effectiveness of both transit services over time. By examining pre-pandemic and post-pandemic data, we can gain insights into how these services have adapted to changing conditions and the impact of external factors such as the COVID-19 pandemic.

The analysis highlights trends in service levels, ridership, and operational efficiency, offering a detailed understanding of the strengths and challenges faced by eTrans. Through this examination, we aim to identify areas for improvement and ensure that the public transit services continue to meet the needs of the community effectively.

ROUTE 35 OPERATING STATISTICS
Route 35 has experienced various trends and fluctuations in its yearly total passengers and revenue hours from FY 15-16 to FY 23-24. In FY 15-16, the system served 986 passengers with 805.66 revenue hours. This number decreased significantly to 721 passengers in FY 16-17 with 780.01 revenue hours. However, there was a notable increase in FY 17-18, with passenger numbers peaking at 1,036 and revenue hours slightly increasing to 785.34. The subsequent year, FY 18-19, saw a decline in passengers to 717 despite an increase in revenue hours to 809.21.

The trend continued with relatively stable passenger numbers in FY 19-20 at 719 and revenue hours slightly decreasing to 796.54. The impact of the COVID-19 pandemic became apparent in FY 20-21, with a slight increase in passengers to 874, while revenue hours remained stable at 786.43.

FY 21-22 saw further recovery with 976 passengers and 787.35 revenue hours, reflecting an adaptation to new operational conditions. FY 22-23 experienced a decline in both metrics, with passengers dropping to 717 and revenue hours decreasing to 690.99 when services were suspended for two months. FY 23-24 experienced a dramatic bounce back with passenger trips increasing to 934, and service hours increasing to 864.

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Figure 38 - Route 35 Total Passengers per Year
Overall, the yearly analysis highlights fluctuations in passenger numbers and revenue hours, with notable peaks and troughs corresponding to changes in demand and external factors such as the pandemic. Despite these fluctuations, the system has maintained a relatively stable level of service, adapting to varying passenger demands over the years.

PRE AND POST-PANDEMIC RIDERSHIP ANALYSIS
Pre-Pandemic Ridership (FY 15-16 to FY 19-20)
Before the COVID-19 pandemic, Route 35 displayed consistent ridership patterns, with some fluctuations:
• FY 15-16: 986 passengers
• FY 16-17: 721 passengers
• FY 17-18: 1,036 passengers
• FY 18-19: 717 passengers (peak pre-pandemic)
• FY 19-20: 719 passengers
The average total number of passengers during this period was 835.80. The ridership reached its highest in FY 17-18, with 1,036 passengers, and showed more stability in the following years.

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Post-Pandemic Ridership (FY 20-21 to FY 23-24)
After the onset of the COVID-19 pandemic, ridership patterns saw notable changes:
• FY 20-21: 874 passengers
• FY 21-22: 976 passengers (post-pandemic peak)
• FY 22-23: 717 passengers
• FY 23-24: 934 passengers
The average total number of passengers during the post-pandemic period was 875. Despite the pandemic's impact, ridership initially increased in FY 21-22 to 976 passengers before fluctuating significantly over the next few years; ridership was 934 in FY 23-24.

Percentage Change from Pre-Pandemic to Post-Pandemic
• Average Total Passengers: Increased by 4.72%
The analysis indicates that while the pandemic affected overall ridership patterns, the average total passengers increased slightly in the post-pandemic period compared to the pre-pandemic years. This increase, along with the higher operational efficiency metrics, suggests that Route 35 managed to adapt effectively to the new conditions brought about by the pandemic.

Service Levels and Speed Analysis: The analysis of service levels for Route 35 from FY 15-16 to FY 23-24 reveals significant changes in both revenue hours and revenue miles from year to year. In FY 15-16, the system operated with 805.66 revenue hours and 18,946.0 revenue miles. By FY 23-24, these figures had increased to 864.24 revenue hours and 17,299.00 revenue miles. This represents a percentage change of -10.38% in revenue hours and -16.75% in revenue miles over the period, indicating an increase in the overall service provided.

Speed and Efficiency: The calculated metrics for Route 35 highlight changes in operational efficiency and speed over time.

Overall Term (FY 15-16 to FY 23-24):
• Average Speed: 23.04 miles per hour
• Average Passengers Per Hour: 1.09
Pre-Pandemic (FY 15-16 to FY 19-20):
• Average Speed: 23.17 miles per hour
• Average Passengers Per Hour: 1.05
Post-Pandemic (FY 20-21 to FY 23-24):
• Average Speed: 22.86 miles per hour
• Average Passengers Per Hour: 1.13

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The percentage changes from pre-pandemic to post-pandemic periods are notable:
• Speed: decreased by 1.31%
• Passengers Per Hour: Increased by 7.77%
These improvements in passengers per hour post-pandemic suggest that Route 35 has become more efficient, maintaining or even increasing passenger numbers with fewer revenue hours. The slight decrease in average speed indicates that Route 35 may be stopping more frequently to load passengers.

Figure 39 - Route 35 Service Levels

KEY TAKEAWAYS
The service levels and speed analysis of Route 35 demonstrate significant changes over the years, with fluctuations in overall service levels but improvements in operational efficiency. The increase in passengers per hour post-pandemic highlights a more efficient transit operation. These trends suggest that Route 35 has adapted well to changing conditions by scaling its service levels to adapt to external challenges and fluctuating demand.

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Operating Effectiveness: The productivity of Route 35, measured by total passengers per revenue hour, reveals important insights into its efficiency over time. During the pre-pandemic period (FY 15-16 to FY 19-20), the system had an average productivity of approximately 1.05 passengers per revenue hour, with fluctuations ranging from 0.84 to 1.36 passengers per revenue hour. In contrast, the post-pandemic period (FY 20-21 to FY 23-24) saw an increase in productivity, averaging 1.13 passengers per revenue hour, with a range of 1.04 to 1.27 passengers per revenue hour. This represents a 7.77% increase in productivity from the pre-pandemic to the post-pandemic period.

The higher post-pandemic productivity suggests that Route 35 has become more efficient, effectively transporting more passengers per hour of service despite challenges posed by the COVID-19 pandemic. This improvement indicates successful adaptations in service delivery and operational management, reflecting the route’s resilience and capability to maintain and enhance its efficiency over time.

Figure 40 - Route 35 Productivity
The productivity of Route 35, measured by total passengers per revenue hour, provides crucial insights into the system's efficiency and effectiveness over time.

PRE-PANDEMIC PRODUCTIVITY (FY 15-16 TO FY 19-20)
During the pre-pandemic period, Route 35 exhibited varying levels of productivity:
• In FY 15-16, the route achieved 1.22 passengers per revenue hour with 986 total passengers and 805.66 revenue hours.
• FY 16-17 saw a decrease to 0.84 passengers per revenue hour, reflecting 721 passengers over 860 revenue hours.

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• Productivity peaked in FY 17-18 at 1.36 passengers per revenue hour, with 1,036 passengers and 761revenue hours.
• The following year, FY 18-19, productivity declined to 0.92 passengers per revenue hour, with 717 passengers and 778 revenue hours.
• FY 19-20 showed a slight improvement with 0.93 passengers per revenue hour, accounting for 719 passengers and 772 revenue hours.

The average productivity during this pre-pandemic period was approximately 1.05 passengers per revenue hour.

POST-PANDEMIC PRODUCTIVITY (FY 20-21 TO FY 23-24)
In the post-pandemic period, Route 35's productivity metrics improved:
• FY 20-21 saw productivity at 1.14 passengers per revenue hour, with 874 passengers and 765 revenue hours.
• In FY 21-22, productivity further increased to 1.27 passengers per revenue hour, reflecting 976 passengers over 771 revenue hours.
• FY 22-23 maintained a relatively high productivity of 1.04 passengers per revenue hour, with 717 passengers and 691 revenue hours.
• FY 23-24 saw an increase in productivity of 1.08 passengers per revenue hour, with 934 passengers and 864 revenue hours.

The average productivity during the post-pandemic period rose to 1.13 passengers per revenue hour.

PERCENTAGE CHANGE FROM PRE-PANDEMIC TO POST-PANDEMIC
The shift from the pre-pandemic to the post-pandemic period highlights a 7.77% increase in productivity, with the average passengers per revenue hour rising from 1.05 to 1.13.

KEY TAKEAWAYS
Route 35's productivity analysis underscores several critical trends:
• Increased Productivity: The route’s productivity improved significantly in the postpandemic period, with passengers per revenue hour increasing by 7.77%. • Efficiency Gains: The higher post-pandemic productivity indicates that the system has become more efficient, successfully transporting more passengers per hour of service. • Adaptation to Changing Conditions: Despite the challenges posed by the COVID-19 pandemic, Route 35 adapted effectively, maintaining and enhancing its operational efficiency.

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Figure 41 - Route 35 Ridership and Service Levels by Year Key figures illustrate these trends:
• Pre-Pandemic: Average productivity was 1.05 passengers per revenue hour, with a peak of

1.32 in FY 17-18.
• Post-Pandemic: Average productivity increased to 1.13 passengers per revenue hour, with a peak of 1.27 in FY 21-22.

This analysis demonstrates that Route 35 has improved its efficiency and effectiveness over time, particularly in the face of the COVID-19 pandemic. The system's ability to transport more passengers per hour of operation reflects successful adaptations in service delivery and operational management, showcasing its resilience and capacity to meet changing demands and conditions.

DIAL-A-RIDE OPERATING STATISTICS
The analysis of eTrans’ Dial-A-Ride statistics reveals significant changes in service levels, total passengers, and calculated metrics over recent years, particularly highlighting the impact of the COVID-19 pandemic.

Total Passengers: The total number of passengers using the eTrans’ Dial-A-Ride service also saw a significant decline. In FY 15-16, there were 1,140 total passengers, but by FY 23-24, this number had dropped to 345, marking a percentage decrease of -61.32%.

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Figure 42 - Dial-a-Ride Total Passengers per Year
Service Levels (Revenue Hours and Miles): In FY 15-16, the service recorded 737 revenue hours and 4,512 revenue miles. By FY 23-24, these numbers had dramatically decreased to 101 revenue hours and 985 revenue miles. This represents a percentage change of -86.30% in revenue hours and -78.17% in revenue miles over the period.

Figure 43 - Dial-a-Ride Revenue Hours per Year
Yearly Totals:
• In FY 16-17, revenue hours increased to 723, and total passengers rose to 1,416. • FY 17-18 saw a peak in both revenue hours (922) and total passengers (2,226). • However, from FY 18-19 onwards, there was a general decline in revenue hours and total passengers. FY 18-19 recorded 886 revenue hours and 1,598 total passengers. FY 19-20 saw a continued decline in revenue hours (747)and total passengers (1,995), with ridership dropping significantly over the months of March through June due to the COVID-19 pandemic. • FY 20-21, coinciding with the COVID-19 pandemic, was a major reduction in revenue hours(60), coupled with a major decline in ridership (649).

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• In FY 21-22, there was a recovery in service hours (92) and ridership (825). • In FY 22-23, service hours continued to expand modestly (100), while ridership began to decline significantly (525).
• In FY 23-24, service hours remained stable (101), while ridership continued to decline significantly (345).

Observations: The reduction in average passengers per month from FY 17-18 to FY 23-24 follows a similar trend to the reduction in revenue hours.

Seasonality in Service: Monthly fluctuations in revenue hours and miles indicate possible seasonal trends in service. These variations provide insights into peak and off-peak periods, which can be crucial for planning and resource allocation.

Pre-Pandemic and Post-Pandemic Analysis: Analyzing the service data before and after the pandemic provides a clearer picture of its impact.

Pre-pandemic averages (FY 15-16 to FY 19-
20) were as follows:
• Average Revenue Hours: 803.07
• Average Revenue Miles: 3,839.87
• Average Total Passengers: 1,515.00
Post-pandemic averages (FY 20-21 to FY 23-
24) showed a significant decline:
• Average Revenue Hours: 88.25
• Average Revenue Miles: 1,211.25
• Average Total Passengers: 586
The percentage changes from pre-pandemic to post-pandemic periods are notable:
• Revenue Hours: --89.01
• Revenue Miles: %
• Total Passengers: -74.77%
Operating Effectiveness: Overall, the service had an average speed of 5.50 miles per hour and an average of 2.26 passengers per hour.

Pre-pandemic metrics (FY 15-16 to FY 19-
20) included:
• Average Speed: 4.77 miles per hour
• Average Passengers Per Hour: 1.89
Post-pandemic metrics (FY 20-21 to FY 22-
23) improved:
• Average Speed: 13.73 miles per hour
• Average Passengers Per Hour: 6.64
The percentage changes from pre-pandemic to post-pandemic are significant:
• Speed: 187.17%
• Passengers Per Hour: 252.13%

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KEY TAKEAWAYS:
• Significant Decline in Service Levels and Ridership: There has been a notable decline in revenue hours, revenue miles, and total passengers from FY 15-16 to FY 23-24, with the most substantial decreases occurring during the COVID-19 pandemic. • Impact of the COVID-19 Pandemic: The pandemic had a significant impact on the service, with sharp declines in both revenue hours and total passengers. While there has been some recovery in revenue hours, passenger numbers have not rebounded proportionately, indicating potential ongoing challenges in ridership.
• Seasonal Variations: The data indicates possible seasonal trends, with monthly fluctuations in revenue hours and miles, providing insights into peak and off-peak periods for service usage.
• Post-Pandemic Improvements in Efficiency: Post-pandemic metrics show major improvements in average speed and passengers per hour, suggesting increased operational efficiency despite lower overall ridership.
• Potential Inefficiencies: The disparity between revenue hours and passenger numbers, particularly in the post-pandemic period, suggests potential inefficiencies or lower demand for the service, which may need to be addressed to optimize operations.

Figure 44 - Dial-A-Ride Productivity

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eTRANS ON THE GO
In recent years, Uber voucher programs have emerged as an innovative solution to enhance public transportation systems by offering subsidized ride-hailing services. These programs aim to bridge gaps in traditional transit routes, improve accessibility, and provide a flexible alternative for transit users. Cities like Miami and Washington, D.C. have implemented successful Uber voucher initiatives, demonstrating positive outcomes such as increased rider satisfaction, reduced operational costs, and improved service reliability.

Building on this national trend, the eTrans has introduced its own Uber voucher program, "eTrans on the Go." This initiative provides residents with subsidized rides, covering up to $10 per trip, with a nominal $2 fare paid by the user. The program operates daily from 5:00 AM to 10:00 PM, catering to trips within Escalon and neighboring cities such as Riverbank, Oakdale, and Modesto. The "eTrans on the Go" program complements the city's existing transit services, including Route 35 and dial-a-ride options, by offering a flexible and convenient alternative for trips that are not efficiently served by traditional transit routes.

This analysis will evaluate the success of the "eTrans on the Go" program, examining its impact on transit accessibility, rider satisfaction, and overall operational efficiency. By comparing local outcomes with national trends, we aim to provide a comprehensive understanding of the program's effectiveness and identify areas for potential improvement.

MONTHLY TRIP USAGE AND TOTAL FARE
The analysis of monthly trip usage and total fare indicates the fluctuations in the program's usage and financial impact over time. The Monthly Trip Usage chart shows the number of trips taken each month, reflecting seasonal trends and other influencing factors.

Figure 45 - eTrans on the Go Monthly Trip Usage

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The Monthly Total Fare chart illustrates the total fare amount spent on subsidized rides each month. This provides insights into the budgetary requirements and cost trends of the program.

Figure 46 - eTrans on the Go Voucher Costs

USER BEHAVIOR ANALYSIS
To understand the user behavior, we analyzed the repeat users of the service. The Repeat Users chart identifies individuals who frequently utilize the eTrans on the Go! program. This helps in understanding the reliance on the service by certain residents.

Figure 47 - eTrans on the Go Repeat Users

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TRIP CHARACTERISTICS
We also examined the characteristics of the trips, including lengths, times of day, and days of the week. The Trip Length Distribution chart shows that most trips fall within the 5.5 to 9.7 miles range, with an average trip distance of approximately 7.86 miles.

Figure 48 - eTrans on the Go Trip Length
The Trip Time of Day Distribution chart displays the number of trips at different times of the day, indicating a spread of usage throughout various times. The majority of trip requests are in the late evening.

Figure 49 - eTrans on the Go Requested Pickup Time

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The Trip Day of Week Distribution chart shows the number of trips on each day of the week, with a slight increase in usage on Thursdays, Fridays, and Saturdays.

Figure 50 - eTrans on the Go Day of Week Usage

FINANCIAL ANALYSIS
Considering a cost of $2.25 per
mile, we calculated the total trip
cost and the amount paid by users
on top of the Uber voucher. The
Distribution of User Payments chart
shows that users pay an average of
$7.67 on top of the $10 voucher,
with payments ranging from $2.36
to $11.75, depending on the trip
length.

The financial analysis indicates:
• - Total Number of Trips: 48 trips
• - Total Voucher Cost: $480
• - Total User Payment: $368.39
• - Average User Payment: $7.6
Figure 51- eTrans on the Go User Costs

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CONCLUSION
The "eTrans on the Go" voucher program effectively subsidizes the majority of trip costs, with users contributing an average of $7.67 per trip. The program shows variable monthly usage and costs, with a notable portion of trips being taken by repeat users. Understanding these usage patterns and financial contributions can help optimize the program for better service delivery and cost management.

FINANCIAL METRICS
The financial performance of transit systems is a crucial aspect of their sustainability and efficiency.

One key metric used to evaluate this performance is the cost per passenger, which provides insights into the economic impact of each rider on the system. This section delves into the trends and fluctuations in the cost per passenger for Dial-A-Ride and Route 35 services over several fiscal years, with a particular focus on the periods before and after the COVID-19 pandemic. The pandemic brought unprecedented challenges, significantly reducing ridership and leading to the revision to fare policy so passengers can ride free to increase ridership. These factors have had a profound effect on the cost per passenger, revealing the financial vulnerabilities and adaptive responses of the transit system. By analyzing these trends, we aim to understand the financial dynamics at play and inform future strategic decisions to enhance the resilience and sustainability of transit services.

The total cost for service for both Dial-A-Ride and Route 35 services exhibits distinct year-to-year fluctuations, providing insight into the financial trends and impacts of various external factors.

Figure 52 - System Operating Cost by Year

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DIAL-A-RIDE SERVICE
In FY 15-16, the total cost for service was $40,593.41. This cost decreased by approximately 14% in FY 16-17 to $34,911.26 but then increased by about 25% to $43,582.61 in FY 17-18. The upward trend continued with a 7% rise to $46,814.97 in FY 18-19. However, FY 19-20 saw a 17% decrease to $38,971.70. The pandemic had a significant impact, with costs surging by 111% to $82,360.04 in FY 20-21. Post-pandemic, the costs decreased by approximately 26% to $61,241.59 in FY 21-22 and then rose again by around 9% to $55,598.29 in FY 22-23. In FY 23-24, costs declined sharply by 92% to $3,990.25.

ROUTE 35 SERVICE
In FY 15-16, the total cost for service was $44,375.75. This cost decreased by approximately 6% to $41,911.01 in FY 16-17 and further by about 14% to $36,066.34 in FY 17-18. FY 18-19 saw a 14% increase to $41,106.80, with a slight decrease of approximately 1% to $40,788.24 in FY 19-20.

During the pandemic in FY 20-21, costs increased by around 40% to $57,107.24. Post-pandemic, costs decreased by about 26% to $42,327.48 in FY 21-22 and further by approximately 5% to $40,245.26 in FY 22-23. In FY 23-24, costs increased by another 6% to $42,753.95.

PRE-PANDEMIC COST ANALYSIS (FY 15-16 TO FY 19-20)
Before the COVID-19 pandemic, the average annual cost for the Dial-A-Ride service was $40,974.79.

This period showed significant year-to-year fluctuations, with notable decreases in FY 16-17 and FY 19-20 and increases in FY 17-18 and FY 18-19. For Route 35, the average annual cost was $40,849.63, with a general downward trend from FY 15-16 to FY 17-18, an increase in FY 18-19, and slight stability in FY 19-20.

POST-PANDEMIC COST ANALYSIS (FY 21-22 TO FY 22-23)
Post-pandemic, the average annual cost for the Dial-A-Ride service increased significantly to $58,419.94. There was a dramatic spike in costs during FY 20-21 due to the pandemic, followed by a decrease in FY 21-22 and a moderate increase in FY 22-23. For Route 35, the average annual cost increased slightly to $41,286.37, with costs spiking in FY 20-21, followed by a decrease in FY 21-22 and a slight reduction in FY 22-23. In FY 23-24, there was a slight increase in costs to $42,753.95.

SUMMARY OF YEAR-TO-YEAR FLUCTUATIONS AND PERCENTAGE CHANGES The detailed year-to-year analysis shows that Dial-A-Ride experienced more pronounced fluctuations in contract costs compared to Route 35. Significant contract cost increases during the pandemic period highlight the impact of the pandemic on operational expenses, with subsequent years showing efforts to stabilize costs. Route 35 showed more moderate changes, indicating different operational dynamics or resilience to the factors affecting Dial-A-Ride. This analysis underscores the importance of monitoring and managing transit service costs, particularly in response to unexpected events like the pandemic, to ensure the financial sustainability and effectiveness of transit operations.

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ANALYSIS OF COST PER PASSENGER TRENDS
The total cost per passenger for both Dial-A-Ride and Route 35 has varied significantly over the years, particularly influenced by the pandemic and the subsequent halt in fare collection in 2022.

Figure 53- Total Cost per Passenger by Year

DIAL-A-RIDE SERVICE
From FY 15-16 to FY 19-20, the cost per passenger for Dial-A-Ride showed significant fluctuations.

In FY 15-16, the cost per passenger was $35.61, which decreased by approximately 31% to $24.65 in FY 16-17. The trend continued downward to $19.58 in FY 17-18, marking a further reduction of about 21%. However, in FY 18-19, the cost increased by approximately 40% to $29.30 and continued to rise by around 11% to $32.61 in FY 19-20. The pandemic significantly impacted costs, with the cost per passenger surging dramatically by 289% to $126.90 in FY 20-21. Post-pandemic, the cost decreased by approximately 42% to $74.23 in FY 21-22 but increased again by around 43% to $105.90 in FY 22-23. In FY 23-24 cost per passenger trip fell sharply by 89% to $11.57 due to a dramatic reduction in cost that outpaced the decline in passenger trips.

ROUTE 35
From FY 15-16 to FY 22-23, the contract cost per passenger for Route 35 exhibited notable fluctuations. In FY 15-16, the cost per passenger was $45.01. This increased by approximately 29% to $58.13 in FY 16-17. The following year, FY 17-18, saw a reduction of about 40%, bringing the cost down to $34.81. The cost then rose by about 65% to $57.33 in FY 18-19, followed by a slight decrease of around 1% to $56.73 in FY 19-20. During the pandemic in FY 20-21, the cost per passenger increased by 15% to $65.34. In FY 21-22, it decreased by approximately 34% to $43.37, only to rise again by about 29% to $56.13 in FY 22-23. In FY 23-24 cost per passenger trip fell by 18% to $45.78 due to both an increase in passengers and a slight reduction in costs.

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PRE-PANDEMIC COST PER PASSENGER (FY 15-16 TO FY 19-20)
Before the COVID-19 pandemic, the average cost per passenger for Dial-A-Ride was $27.28, with significant fluctuations observed. For Route 35, the average cost per passenger was higher at $48.82, with noticeable increases and decreases across different fiscal years.

POST-PANDEMIC COST PER PASSENGER (FY 21-22 TO FY 22-23) Post-pandemic, the average cost per passenger for Dial-A-Ride surged to $79.65, a significant increase driven by reduced ridership. For Route 35, the post-pandemic average cost per passenger increased to $52.65, reflecting the combined effects of reduced ridership and increasing costs.

SUMMARY OF COST PER PASSENGER TRENDS
The detailed year-to-year analysis indicates that both the Dial-A-Ride and Route 35 services experienced substantial increases in the cost per passenger during and after the pandemic. The Dial-A-Ride service was particularly affected, with costs per passenger skyrocketing due to a dramatic drop in ridership. Route 35 services also saw increases, albeit less pronounced, highlighting the pandemic's pervasive impact on public transit systems. These trends underscore the critical need for strategic planning and management to mitigate cost pressures and ensure the sustainability of transit services in the face of fluctuating demand and external challenges.

REGIONAL TRANSIT CONNECTIONS AND CTSA COORDINATION
Effective regional connectivity is essential for Escalon residents, providing critical access to employment, education, healthcare, and essential services across the broader region. eTrans maintains active coordination and integration with several regional transit providers to enhance mobility and connectivity:
• San Joaquin Regional Transit District (RTD): eTrans connects passengers directly to RTD services, facilitating access to broader regional transportation networks throughout San Joaquin County, including routes to Stockton and other transit centers in San Joaquin County.
• The S: Coordination with The S enhances accessibility for Escalon residents traveling to and from destinations in Stanislaus County, such as Modesto and nearby communities in Stanislaus County, providing critical cross-county transit options. • Ripon Blossom Express: Integration with the Ripon Blossom Express service offers Escalon residents additional connections, particularly beneficial for those requiring reliable transit options between Escalon and Ripon.

In addition to fixed-route transit connections, eTrans actively coordinates with regional Consolidated Transportation Services Agencies (CTSAs) to further enhance transportation options, particularly for seniors, persons with disabilities, and other mobility-challenged populations:
• Access San Joaquin (ASJ): eTrans partners with Access San Joaquin, managed through RTD, to provide coordinated, accessible transportation solutions throughout San Joaquin

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County, ensuring comprehensive service availability for residents requiring specialized transit. The City participates in the ASJ TAC regarding governance of ASJ. ASJ provides the following services for the City, which include:
o ADA paratransit certification.
o Access pass for free fixed route transit in San Juaquin County for ADA-eligible passengers.
o Discount card ID for discounts on fixed route transit systems in San Juaquin County for seniors, Medicare cardholders, and persons with disabilities. o Travel training.
o My Ride volunteer transportation reimbursement funding for providing transportation to those who cannot use Uber or Lyft.
• MOVE Stanislaus: Through collaboration with MOVE Stanislaus, eTrans expands transportation options for Escalon residents, particularly for specialized and nonemergency medical transportation needs in Stanislaus County.

Through these robust partnerships and coordinated efforts, eTrans ensures that Escalon residents enjoy seamless, efficient, and equitable transit access, significantly enhancing quality of life and regional connectivity.

KEY FINDINGS AND RECOMMENDATIONS

REASONS BEHIND RIDERSHIP DECLINE
Ridership for Route 35 and Dial-A-Ride services has notably declined, primarily due to the following factors:
• COVID-19 Pandemic: Substantial and ongoing impacts from the pandemic significantly reduced transit demand, especially affecting Dial-A-Ride services used by vulnerable populations.
• Alternative Mobility Options: The introduction of the Uber-based “eTrans on the Go” and emerging options like Miocar have provided convenient, flexible alternatives that have influenced traditional transit usage.
• Operational Adjustments: Temporary suspension of services, particularly Route 35, for two months during FY 2022-23, contributed directly to ridership declines.

EXPLICIT SUMMARY OF STANDARDS MET/NOT MET
Standards Met:
• Dial-A-Ride passengers per revenue hour, and cost per passenger trip exceeded expectations in FY 23-24 due to significant declines in operating costs that outpaced the reduction in ridership.

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STANDARDS NOT MET:
• Route 35 passengers per revenue hour and cost per passenger are significantly below standards.
• Farebox recovery was not met as eTrans is a fare-free system. However, Recent changes to TDA farebox calculation per Assembly Bill 149 allow for local and federal revenue sources to be categorized as fare revenue for farebox ratio calculation. With these revenue sources included, it is likely that eTrans well exceeds the 10% farebox ratio. • On-time performance standards were not met; this is an area that eTrans should work to make improvements.

RECOMMENDED ACTIONS AND ADJUSTMENTS
Based on the analysis and identified challenges, the following explicit actions and adjustments are recommended:

Operational Efficiency:
• Evaluate route structures and schedules for Route 35 to better align service provision with current ridership demand, potentially reducing service frequency or implementing alternative modes.

Financial Management:
• eTrans should access the results of its next TDA fiscal audit, and gauge the farebox ratio to ensure that it is compliant with TDA requirements and make changes to its fare policy if necessary. It should be noted that under SJCOG current policy eTrans is not required to meet a specific farebox recovery ratio requirement. eTrans should however strive to meet the TDA 10% farebox recovery ratio requirement when other eligible funds per Assembly Bill (AB) 149 are included. AB 149 was signed into law on July 16, 2021 and allows for the inclusion of all non-state funding sources utilized for operations in farebox recovery ratio calculation .

Marketing and Public Outreach:
• Increase targeted marketing campaigns emphasizing safety, reliability, and convenience to rebuild public confidence and attract passengers back to traditional transit services.

Integration with Flexible Mobility Solutions:
• Strengthen integration and coordination between traditional services (Route 35 and Dial-ARide) and flexible mobility options (eTrans on the Go, Miocar) to optimize overall community mobility and cost-effectiveness.

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The insights and recommendations provided above highlight critical opportunities for enhancing the performance, efficiency, and sustainability of Escalon’s transit services. To implement these improvements effectively, clear and measurable service standards are necessary. The following sections detail updated Accessibility, Experience, Performance, and Safety standards designed specifically to address the identified challenges and ensure continuous progress toward meeting community expectations and regulatory requirements.

PERFORMANCE AUDIT SUMMARIES
The TDA Triennial Performance Audit conducted for eTrans provides critical insights into system performance, regulatory compliance, and operational efficiency over the three-year audit period.

Key findings highlighted strengths in operational management, service reliability, and overall compliance with TDA guidelines. However, the audit identified several areas for improvement, including the need for enhanced data accuracy in reporting processes and more proactive management of ridership trends, particularly in the context of declining post-pandemic transit usage.

Recommendations from the audit explicitly call for:
• Improved procedures for data collection and reporting accuracy, ensuring reliable tracking of key performance metrics.
• Increased focus on ridership recovery efforts, specifically targeting outreach and marketing to reverse declining trends.
• Ongoing reviews and adjustments to service delivery strategies to better align resources with community needs and transit demand.

In response to these recommendations, eTrans has developed a targeted action plan focused on enhancing data management systems, intensifying marketing and community engagement initiatives, and continually reviewing and refining operational practices to maximize efficiency, effectiveness, and compliance with all TDA requirements. The most recent TDA Triennial Performance Audit for FY 2021-22 through FY 2023-24 was completed in April 2025.

The FTA Triennial Review is conducted every three years to evaluate performance and adherence with FTA rules and regulations. The City completed its most recent FTA Triennial Review in 2022. No recommendations were made by the reviewer.

COMPARISON OF CURRENT PERFORMANCE WITH ADOPTED STANDARDS (FY 2023-24)
The following table explicitly compares the current operational performance of eTrans services (FY 23-24) with the adopted performance standards:

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Figure 54 - Performance Indicators

REVISED SERVICE STANDARDS RECOMMENDATION
As the City continues to grow and evolve, eTrans must adapt to meet the community's changing needs. To achieve this, we have developed a set of revised service standards focusing on Safety, Accessibility, Experience, and Performance. These new standards aim to enhance transit services' quality, efficiency, and reliability, ensuring they remain a vital resource for all residents.

WHY DO WE NEED NEW STANDARDS?
The primary reason for updating the service standards is to ensure that eTrans remains responsive to the community's needs. The previous standards, while effective, needed to fully capture the dynamic nature of the city's growth or the evolving expectations of residents. By introducing these new standards, we aim to:

Enhance Service Quality: By setting clear and measurable goals, we can continuously improve the quality of eTrans.

Increase Accountability: The new standards provide a framework for monitoring and measuring the performance of eTrans, ensuring that we remain accountable to residents.

Promote Equity and Accessibility: We are committed to providing equitable access to transit services for all residents, including seniors, persons with disabilities, and other transit-dependent populations.

Ensure Safety: Inclusion of safety-related performance metrics is fundamental to providing a safe transit system for passengers, drivers, and the community.

Metric Adopted FY 2023-24 Actual Meets
Passengers Per Revenue Hour (Route 35) 4 1.08 No
Passengers Per Revenue Hour (Escalon Dial-A-Ride) 3 3.42 Yes Cost Per Passenger Trip (Route 35)1 $50.00 $116.19 No
Cost Per Passenger Trip (Escalon Dial-A-Ride)1 $40.00 $29.36 Yes Farebox Recovery Ratio2 10% 0% No
On-Time Performance 95% 84.92% No
Note 1: The total cost for service is based on the total cost paid to the transit operations contractor and the noncontract expenses budgeted in the 23-24 City budget allocated to each service based on service hours, excluding planning expenses.

Note 2: Represents cash fares only, eTrans is a fare free system. This is not an offical TDA calculation. Recent changes to TDA farebox calculation per Assembly Bill 149 allows for local, and federal revenue sources to be categorized as fare revenue for farebox ratio calculation. With these revenue sources included it is likely that eTrans well exceeds the 10% farebox ratio.

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THE AIM OF THESE STANDARDS
The revised service standards are designed to create a more efficient, reliable, and user-friendly transit system. They focus on key aspects of service delivery that directly impact the rider experience and overall system performance.

The primary aims of these standards are to:

Improve Accessibility: Ensure that transit services are easily accessible to most residents, particularly those who rely on public transportation for their daily needs.

Enhance the Rider Experience: Focus on factors such as travel time, wait time, and customer service to provide a comfortable, safe, and reliable transit experience.

Ensure Performance, Efficiency, and Safety: Monitor and measure the performance of eTrans to ensure they operate efficiently and meet the community's needs.

HOW THESE STANDARDS HELP ENSURE BETTER OPERATIONS
Implementing these new service standards will allow staff to monitor and evaluate eTrans systematically, leading to several key benefits:

Data-Driven Improvements: Regular monitoring and data collection will enable us to identify areas for improvement and make informed decisions to enhance service quality.

Accountability: Clear performance metrics ensure that we remain accountable to residents and can demonstrate the effectiveness of our transit services.

Sustainability: By focusing on operational efficiency and cost-effectiveness, we can ensure the long-term sustainability of eTrans.

ALIGNMENT WITH SJCOG REQUIREMENTS
The existing and newly proposed service standards for eTrans are explicitly aligned with SJCOG requirements, including the Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), TAM, civil rights, such as Title VI, and sustainability and alternative fuel goals.

REGIONAL TRANSPORTATION PLAN/SUSTAINABLE COMMUNITIES STRATEGY (RTP/SCS) The revised accessibility and experience standards explicitly support the RTP/SCS goals by prioritizing efficient and equitable mobility solutions, enhancing connectivity between residential neighborhoods and major activity centers, and promoting transit as a viable alternative to singleoccupancy vehicles. These standards aim to reduce vehicle miles traveled (VMT), greenhouse gas emissions, and congestion while encouraging sustainable community growth patterns.

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SENATE BILL 743 (SB 743)
Senate Bill 743 (SB 743) requires transportation and land-use decisions to emphasize reducing VMT rather than traffic congestion. The City’s policies and strategies directly support expanding transit service, improving regional connections, and enhancing walk/bike access to transit, all of which are VMT-reducing measures.

TRANSIT ASSET MANAGEMENT (TAM)
Performance standards explicitly align with the City's adopted TAM Plan by monitoring operational efficiency, cost-effectiveness, and fleet condition regularly. Asset replacement schedules and maintenance practices derived from the TAM Plan ensure transit assets are maintained in a state of good repair, directly supporting reliability and comfort standards. The City’s TAM plan is included as Appendix B to this document.

ADA COMPLIANCE AND ACCESSIBILITY
eTrans fully complies with the ADA, ensuring that transit services are accessible and equitable for all users. The Dial-A-Ride service provides specialized transportation for individuals whose disabilities prevent them from using the fixed-route service, Route 35. Passengers must complete an ADA certification process to be eligible for Dial-A-Ride services, with certification forms readily available through the City’s website, Escalon City Hall, or by mail. Additionally, eTrans buses are ADA-accessible, equipped with wheelchair lifts or ramps, and drivers are trained to assist passengers with disabilities, guaranteeing safe, comfortable, and accessible transit services.

SUSTAINABILITY AND ALTERNATIVE FUELS
Performance and management standards encourage sustainable transit operations through costeffective use of resources and potentially support future initiatives for cleaner, alternative fuel buses. While alternative fuels are not currently in use, these standards position eTrans effectively for future sustainability enhancements and compliance with state-level environmental policies.

By explicitly aligning service standards with these critical regional, state, and federal guidelines, eTrans ensures comprehensive compliance, promotes sustainable and equitable transit solutions, and positions itself for continued service improvements and community benefits.

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PERFORMANCE-BASED PLANNING TARGETS
The City’s transit goals and performance measures are structured to align with federal requirements for performance-based planning and programming, as guided by SJCOG. The City's revised standards emphasize safety, directly supporting Performance Measure 1 (PM 1) by prioritizing accident prevention and striving for zero fatalities. For Performance Measure 2 (PM 2), related to asset management, the City relies on bus replacement schedules and its TAM Plan to ensure transit assets remain within their useful life and in good condition. While Performance Measure 3 (PM 3), concerning congestion, is more applicable to urban areas, eTrans supports regional goals to reduce VMT by encouraging transit use through productivity benchmarks and ridership growth strategies that offer practical alternatives to driving alone.

CONTINUED SERVICE MONITORING
In order to ensure performance standards are effective, they must be monitored. Data required to review each performance measure is provided by the contractor in a monthly report. On at least an annual basis, a Transit Performance Summary Report should be prepared and provided to the City Council. This should include current data regarding each of the performance measures and standards, as well as targets and recent 3- to 5-year trends. The City has consistently met this expectation, in addition to maintaining its Transit Asset Management Plans, which will be updated every four years, per FTA requirements. With this, the TAM tracks the percentage of assets being used past useful life.

SAFETY STANDARDS FOR ETRANS
Safety is a fundamental aspect of any transit system and is a required performance metric per SJCOG Performance Metric 1 (PM 1). The new safety standards for eTrans are designed to address SJCOG’s adopted targets for both the TAM and Public Transportation Agency Safety Plan (PTASP).

While the City is not required to have a PTASP, it is recommended that safety standards are adopted that align with the SJCOG adopted targets.

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Figure 55 – Safety Service Standards

ACCESSIBILITY STANDARDS FOR ETRANS
Accessibility is a fundamental aspect of any successful public transit system. Ensuring that all residents have easy and equitable access to transportation services is crucial for promoting social equity, enhancing mobility, and fostering community connectivity. The new accessibility standards for eTrans are designed to address these goals by providing clear, measurable benchmarks for service coverage, equity in access, and connectivity.

These standards aim to create a transit system that is inclusive, efficient, and responsive to the needs of all residents, including seniors, persons with disabilities, and other transit-dependent populations. By focusing on accessibility, eTrans seeks to ensure that public transportation is a viable and convenient option for most of Escalon’s population, thereby encouraging higher ridership and improving overall community mobility.

The following sections outline the specific standards for accessibility, how they will be measured, the intent behind each standard, and the anticipated improvements in the eTrans system as a result of achieving these standards.

Standards and Measures Minimum Target
Category
Miles Between Accidents1 100,000 Miles
Between Accidents
200,000 Miles
Between Accidents
Fatalities 0 0
Injuries 0 0
Note 1: Standard as identified in contract.

Source: City of Escalon
Safety
Recommended STTP Standards
(FY 2025-2026)
Standard

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Figure 56 - Accessibility Service Standards

NEW STANDARDS
Service Coverage:
• Ensure at least 90% of the population is within ¼ mile or a five-minute walking distance from a fixed transit route or has access to a dial-a-ride service.

Equity in Access:
• Provide accessible transit options for seniors, persons with disabilities, and other transitdependent populations. This standard can be measured by ensuring that the buses utilized by eTrans are ADA-accessible. Stops, on-bus signage, the system website, and other customer interfaces should also aim to be ADA and Web Content Accessibility Guidelines 2.0 compliant.

Connectivity:
• Ensure transit services connect major activity centers, including schools, healthcare facilities, shopping areas, and employment hubs. To measure this standard, eTrans can utilize the trip generators produced in this document to ensure adequate service is provided.

MEASUREMENT
• Service Coverage: Geographic Information System (GIS) mapping will analyze the proximity of transit routes to residential areas, ensuring that at least 90% of the population meets the standard. Surveys and community feedback will supplement GIS data to confirm accessibility.
• Equity in Access: Service utilization data will be collected, focusing on user demographics.

Surveys will assess the accessibility of services for seniors and persons with disabilities, ensuring their specific needs are met.
• Connectivity: Analysis of transit routes will be conducted to ensure that all major activity centers are connected. Ridership data will be examined to determine the effectiveness of these connections in meeting community needs.

Category Standard Description
Service Coverage
Ensure at least 90% of the population is within ¼ mile or a fiveminute walking distance from a fixed transit route or has access to a dial-a-ride service.

Equity in Access Provide accessible transit options for seniors, persons with disabilities, and other transit-dependent populations.

Connectivity
Ensure transit services connect major activity centers, including schools, healthcare facilities, shopping areas, and employment hubs.

Accessibility

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INTENT OF THE STANDARDS
These accessibility standards intend to ensure that eTrans provides comprehensive and equitable access to transit services for all residents of Escalon. By setting clear benchmarks for service coverage, equity in access, and connectivity, these standards aim to:
• Increase Transit Use: These standards encourage higher usage among all population segments, particularly those who rely on public transportation, by making transit services more accessible.
• Promote Inclusivity: Ensuring that seniors, persons with disabilities, and other transitdependent populations have equal access to transit services fosters an inclusive community.
• Enhance Mobility: Connecting major activity centers improves overall mobility within the city, making it easier for residents to travel for work, education, healthcare, and leisure activities.

IMPROVEMENT IN eTRANS BY ACHIEVING THESE STANDARDS
Achieving these accessibility standards will lead to significant improvements in the eTrans system:
• Enhanced User Satisfaction: By providing comprehensive coverage and ensuring equitable access, eTrans will better meet the needs of its users, leading to higher satisfaction and increased ridership.
• Improved Equity: These standards ensure that all residents, regardless of their demographic or physical abilities, have equal access to transit services. This promotes social equity and supports vulnerable populations.
• Increased Efficiency: By strategically connecting major activity centers and optimizing service coverage, eTrans can improve the efficiency of its operations, reduce travel times, and wait times for passengers.
• Community Integration: Improved connectivity between key locations within the city enhances community integration, making it easier for residents to access essential services and participate in community activities.

In summary, the new accessibility standards for eTrans are designed to create a more inclusive, efficient, and user-friendly transit system that meets the needs of all residents in Escalon. By setting clear, measurable goals, these standards provide a framework for continuous improvement and enhanced service delivery.

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EXPERIENCE STANDARDS FOR ETRANS
The quality of the user’s experience is a critical determinant of the success and attractiveness of any public transit system. A positive experience can significantly increase ridership, encourage frequent use, and enhance overall satisfaction with the service. The new experience standards for eTrans are designed to ensure that passengers enjoy a comfortable, reliable, and efficient journey every time they use the transit service. These standards focus on key aspects of the transit experience, including travel time, wait time, comfort and safety, and customer service.

By setting clear expectations for these areas, eTrans aims to provide a superior transit experience that meets its passengers' diverse needs. The following sections outline the specific experience standards, how they will be measured, the intent behind each standard, and the expected benefits of achieving these standards.

Figure 57 - Experience Service Standards

NEW STANDARDS

1. Travel Time:
• Ensure that travel time on public transit is no more than 30% slower than travel time by a single-occupancy vehicle for the same trip.

2. Reliability:
• Maintain strong on-time performance and limit service interruptions.

3. Comfort and Safety:

Category Standard Description
Travel Time
Ensure that travel time on public transit is no more than 30% slower than travel time by a single-occupancy vehicle for the same trip.

Reliability Maintain strong on-time performance, and limit service interruptions.

Comfort and Safety
Equip all vehicles with climate control and ensure a seat is available for every passenger. Provide shelters and benches at bus stops with five or more average daily boardings and at key locations.

Customer Service
Maintain high standards of cleanliness and vehicle
maintenance. Provide clear and accessible information about services, schedules, and fare options through various
channels, including online platforms and printed materials.

Minimize the number of valid tranist service related
complaints.

Experience

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• Equip all buses with climate control and ensure a seat is available for every passenger. Bus stops with high passenger volumes or strategic community significance (e.g., near schools, senior centers, or commercial hubs) should include a shelter and seating. For planning purposes, any stop with more than 5 average daily boardings. Compliance with this standard will be assessed during regular stop audits and through passenger feedback.

4. Customer Service:
• Maintain high standards of cleanliness and bus maintenance. Provide clear and accessible information about services, schedules, and fare options through various channels, including online platforms and printed materials.

MEASUREMENT

1. Travel Time:
• Compare transit travel times with single-occupancy vehicle travel times for key routes and trips using Global Positioning System (GPS) data and travel time studies.

2. Reliability:
• Continue to use on-board technology to monitor on-time performance and strive to improve performance, and limit service interruptions.

2. Comfort and Safety:
• Conduct regular inspections of buses and bus stops to ensure they meet the comfort and safety standards. Passenger feedback and satisfaction surveys will also be used to gauge compliance.

3. Customer Service:
• Track cleanliness and maintenance records for buses. Review and respond to customer feedback and complaints through multiple channels, including surveys, social media, and direct communication.

INTENT OF THE STANDARDS
The intent of these experience standards is to enhance the overall quality of the transit journey for eTrans passengers. By focusing on travel time, wait time, comfort and safety, and customer service, these standards aim to:
• Increase Passenger Satisfaction: Providing a comfortable, safe, and timely transit experience encourages repeat use and attracts new riders. • Improve Service Reliability: Ensuring consistent travel and wait times enhances the reliability of the service, making it a more dependable option for passengers. • Promote a Positive Public Image: High standards of cleanliness, maintenance, and customer service contribute to a positive perception of eTrans, fostering community support and pride in the transit system. eTrans should seek to minimize valid complaints related to its transit services and respond to and rectify valid complaints in a timely manner.

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IMPROVEMENT IN ETRANS BY ACHIEVING THESE STANDARDS
Achieving these experience standards will lead to significant improvements in the eTrans system:
• Enhanced Passenger Experience: By meeting or exceeding standards for travel time, wait time, comfort, and customer service, eTrans will provide a superior transit experience that meets the needs and expectations of its passengers.
• Increased Ridership: A positive and reliable transit experience encourages more people to use public transportation, leading to increased ridership and better utilization of transit resources.
• Higher Operational Efficiency: By closely monitoring and managing travel and wait times, eTrans can optimize its operations, ensuring efficient use of resources and improved service delivery.
• Stronger Community Trust and Support: Demonstrating a commitment to high standards in comfort, safety, and customer service builds trust and support within the community, fostering a positive relationship between eTrans and its passengers.

The new experience standards for eTrans are designed to provide a high-quality, reliable, and enjoyable transit experience for all passengers. These standards set clear, measurable goals that will guide continuous improvement and ensure that eTrans meets the evolving needs of the Escalon community.

PERFORMANCE STANDARDS FOR ETRANS
Ensuring the efficient and effective operation of eTrans is vital for its long-term sustainability and success. The performance standards for eTrans are designed to provide clear benchmarks for operational efficiency, cost-effectiveness, ridership, and utilization, and community feedback.

These standards aim to promote continuous improvement and accountability, ensuring that eTrans operates at its highest potential while meeting the needs of the community.

By setting measurable goals for performance, eTrans can systematically monitor its operations, identify areas for improvement, and implement strategies to enhance service delivery. The following sections outline the specific performance standards, how they will be measured, the intent behind each standard, and the anticipated improvements for eTrans as a result of achieving these standards.

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Figure 58 - Performance Service Standards

NEW STANDARDS
• Operational Efficiency: Maintain or improve systemwide passenger trips per service hour. • Cost-Effectiveness: Maintain or improve systemwide cost per passenger trip. • Ridership and Utilization: Maintain or exceed ridership growth comparable to the City’s change in population.
• Community Feedback: Conduct surveys at least once every three years and supplement with stakeholder engagement activities such as public workshops, pop-up events, or digital feedback tools to ensure ongoing responsiveness to passenger needs.

MEASUREMENT

1. Operational Efficiency:
• Use GPS and transit management systems to track average operating speeds and identify factors affecting efficiency. Regularly review and analyze this data to implement improvements.

2. Cost-Effectiveness:
• Calculate and report the cost per passenger by dividing total operating costs by the number of passengers for both fixed-route, dial-a-ride services, and systemwide. Conduct financial audits to ensure accuracy and identify cost-saving opportunities.

3. Ridership and Utilization:
• Track ridership data, demographic data, and analyze trends over time. Projections by the San Joaquin County Demographic and Employment Forecast 2040 project population growth from 7,249 to 8089, representing an annualized growth rate of 0.7%. eTrans should, at a minimum, grow its ridership at the same rate as the City’s population, and target an annualized growth rate that is double the population growth rate, indicating a mode shift to transit.

Category Standard Description
Operational Efficiency Maintain or improve systemwide passenger trips per service hour.

Cost-Effectiveness Maintain or improve systemwide cost per passenger trip adjusted annually for inflation.

Ridership & Utilization Maintain or exceed ridership growth comprable to the change in the City's population.

Community Feedback
Conduct annual surveys and ongoing engagement (e.g., popups, workshops, online tools) to guide data-driven service improvements.

Performance

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Escalon City CouncilApril 6, 2026

Escalon City Council
April 6, 2026