A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA ADOPTING THE CITY’S WATER SHORTAGE CONTINGENCY PLAN
WHEREAS, the California Water Code Sections 10620 et seq. require the adoption an Urban Water Management Plan (UWMP); and
WHEREAS, the California Water Code requires urban water suppliers within the State to prepare and adopt Urban Water Management Plans (UWMP) for submission to the California Department of Water Resources (DWR); and
WHEREAS, the UWMP, which must be filed every five years, must satisfy the requirements of the Urban Water Management Planning Act (UWMPA) of 1983 including amendments that have been made to the Act and other applicable regulations; and WHEREAS, the City last updated its UWMP in 2017; and
WHEREAS, on March 17, 2021, the City issued a Request for Proposal (RFP) to prepare an UWMP and four proposals were received; and
WHEREAS, on June 2, 2021, the City Council approved a contract with Provost & Pritchard Consulting Group for the preparation of the UWMP; and
WHEREAS, the Urban Water Management Planning Act (UWMPA) requires that the UWMP include an urban water shortage contingency analysis that addresses levels of action to be undertaken by the urban water supplier in response to water supply shortages, including a more than 50 percent reduction in water supply and an outline of specific water supply conditions which are applicable to each stage; and
WHEREAS, in addition to the stages of action, the City is required to develop mandatory prohibitions against specific water use during shortages and consumption reduction methods in the most restrictive stages; and
WHEREAS, this Water Shortage Contingency Plan (WSCP) was prepared according to the California Water Code (CWC) Section 10632 and 10635, as set forth in the 2020 Urban Water Management Plan Guidebook for Urban Water Suppliers (UWMP Guidebook) (DWR, 2021); and WHEREAS, the WSCP is an appendix to the UWMP but is considered a separate plan from the UWMP; and
WHEREAS, the public hearing was held before the City Council on September 21, 2022.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF MADERA hereby resolves, finds, determines and orders as follows:
1. The above recitals are true and correct.
2. The Water Shortage Contingency Plan, a copy of which is on file in the office of the City Clerk, attached hereto and incorporated by reference, is hereby adopted.
3. The Director of Public Works is hereby authorized and directed to file the Water Shortage Contingency Plan with the California Department of Water Resources.
4. This Resolution is effective immediately upon adoption. * * * * * * * *
Water Shortage Contingency Plan
September 2022
PUBLIC REVIEW DRAFT
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G:\Madera City of-1021\102121003- Madera UWMP Update\200 Technical\203 Report\WSCP\Madera WSCP for Adoption.docx Report Prepared for:
City of Madera
205 W 4th Street
Madera, CA 93637
Contact:
Adam Gonzales
(559) 662-4951
Report Prepared by:
Provost & Pritchard Consulting Group
Heather Bashian, PE
Nick Jacobson, PE
Contact:
Heather Bashian
(559) 449-2700
COPYRIGHT 2022 by PROVOST & PRITCHARD CONSULTING GROUP
ALL RIGHTS RESERVED
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City of Madera
2020 Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 i Table of Contents
1 Purpose of Plan .................................................................................................................................1-1 2 Water Supply Reliability Analysis......................................................................................................2-1
2.1 Findings Related to Water System Reliability ..........................................................................2-1
2.1.1 Normal Year Supply and Demand ...............................................................................2-1
2.1.2 Single Dry Year Supply and Demand ...........................................................................2-1
2.1.3 Multiple Dry Year Supply and Demand .......................................................................2-2
2.1.4 Drought Risk Assessment ............................................................................................2-2
2.2 Key Issues Creating a Shortage Condition................................................................................2-3 3 Annual Water Supply and Demand Assessment Procedures............................................................3-1
3.1 Data Input and Assessment Methodology...............................................................................3-1
3.1.1 Current Water Demands .............................................................................................3-1
3.1.2 Quantification of Water Supply...................................................................................3-2
3.1.3 Existing Infrastructure Constraints..............................................................................3-3 4 Standard Water Shortage Stages......................................................................................................4-1 5 Shortage Response Actions...............................................................................................................5-1
5.1 Demand Reduction ..................................................................................................................5-1
5.1.1 Stage 1: (Up to 10% Reduction of Normal Water Supply)...........................................5-2
5.1.2 Stage 2: (Up to 20% Reduction of Normal Water Supply)...........................................5-2
5.1.3 Stage 3: (Up to 30% Reduction of Normal Water Supply)...........................................5-2
5.1.4 Stage 4: (Up to 40% Reduction of Normal Water Supply)...........................................5-3
5.1.5 Stage 5: (Up to 50% Reduction of Normal Water Supply)...........................................5-3
5.1.6 Stage 6: (Greater than 50% Reduction of Normal Water Supply)...............................5-4
5.2 Supply Augmentation...............................................................................................................5-7
5.3 Operational Changes................................................................................................................5-7
5.4 Emergency Response Plan .......................................................................................................5-8
5.5 Seismic Risk Assessment and Mitigation Plan .........................................................................5-8
5.6 Shortage Response Action Effectiveness.................................................................................5-8 6 Communication Protocols.................................................................................................................6-1 7 Compliance and Enforcement...........................................................................................................7-1
7.1 Penalties, Charges, Other Enforcement or Prohibitions..........................................................7-1 City of Madera
2020 Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 ii
7.1.1 Warning and Citation Protocols, Fines and Surcharges ..............................................7-1 8 Legal Authorities ...............................................................................................................................8-1 9 Financial Consequences of WSCP......................................................................................................9-1
9.1 Potential Revenue Reductions and Expense Increases............................................................9-1
9.2 Mitigation Actions....................................................................................................................9-1
9.2.1 Use of Financial Reserves............................................................................................9-1
9.2.2 Drought Surcharges.....................................................................................................9-1
9.3 Cost of Compliance ..................................................................................................................9-1 10 Monitoring and Reporting...............................................................................................................10-1 11 WSCP Refinement Procedures........................................................................................................11-1 12 Special Water Feature Distinction...................................................................................................12-1 13 Plan Adoption, Submittal, and Availability......................................................................................13-1 14 References.......................................................................................................................................14-1 List of Tables
Table 1-1: WSCP Requirements.................................................................................................................1-1 Table 2-1: Normal Year Supply and Demand Comparison (DWR UWMP Submittal Table 7-2) ................2-1 Table 2-2: Single Dry Year Supply and Demand Comparison (DWR UWMP Submittal Table 7-3)............2-1 Table 2-3: Multiple Dry Year Supply and Demand Comparison (DWR UWMP Submittal Table 7-4)........2-2 Table 2-4: Five-Year Drought Risk Assessment (DWR UWMP Submittal Table 7-5) .................................2-3 Table 3-1: Use for Potable and Non-Potable Water (DWR UWMP Submittal Tables 4-1 and 4-2)...........3-2 Table 3-2: Total Water Use (Potable and Non-Potable) (DWR UWMP Submittal Table 4-3)....................3-2 Table 3-3: Water Supplies (DWR UWMP Submittal Tables 6-8 and 6-9)...................................................3-3 Table 4-1: Water Shortage Stages (DWR WSCP Submittal Table 8-1).......................................................4-1 Table 5-1: Demand Reduction Actions (DWR WSCP Submittal Table 8-2)................................................5-5 Table 5-2: Supply Augmentation and Other Actions (DWR WSCP Submittal Table 8-3)...........................5-7 Appendices
City Ordinance 944 C.S..................................................................................................................................A Madera County Local Hazard Mitigation Plan 2017 Update: Annex B .........................................................B Adoption Resolution .....................................................................................................................................C City of Madera
2020 Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 iii Abbreviations
AF ..................................................................................................................................................... acre-feet City ..........................................................................................................................................City of Madera CWC............................................................................................................................. California Water Code DPW ........................................................................................ City of Madera, Department of Public Works DRA......................................................................................................................... Drought Risk Assessment DWR ............................................................................................................Department of Water Resources LHMP.................................................................................................................Local Hazard Mitigation Plan SGMA ........................................................................................Sustainable Groundwater Management Act Code ....................................................................................................... City of Madera Code of Ordinances UWMP......................................................................................................... Urban Water Management Plan UWMPA..........................................................................................Urban Water Management Planning Act WSCP.........................................................................................................Water Shortage Contingency Plan Definitions
The following words and phrases whenever used in the Water Shortage Contingency Plan will have the meaning defined in this Section:
City means the City of Madera.
Customer means any person, business, corporation, public or private entity, public or private association, public or private agency, government agency or institution, school district, college, or any other user of water provided by the City of Madera.
Drought will mean any shortage in water supply based upon expected demands that are caused by hydrological, environmental, legislative, judicial actions, or by infrastructure failure.
Normal Water Supply is defined as sufficient water supply to meet the unconstrained water demand of the preceding three years, averaged.
Waste means among other things, violations of the restrictions set forth in this policy at each specific response level.
Water Conservation means the efficient management of water resources for beneficial uses, preventing waste, or accomplishing additional benefits with the same amount of water.
Water will refer to potable water, unless otherwise specified.
WSCP refers to the City of Madera’s Water Shortage Contingency Plan contained herein and as readopted or amended from time to time.
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Section One: Purpose of Plan
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 1-1 1 Purpose of Plan
Legal Requirements:
CWC §10632.3 It is the intent of the Legislature that, upon proclamation by the Governor of a state of emergency under the California Emergency Services Act (Chapter 7 (commencing with Section 8550) of Division 1 of Title 2 of the Government Code) based on drought conditions, the board defer to implementation of locally adopted water shortage contingency plans to the extent practicable.
The Urban Water Management Planning Act (UWMPA) requires that the Urban Water Management Plan (UWMP) include an urban water shortage contingency analysis that addresses levels of action to be undertaken by the urban water supplier in response to water supply shortages, including a more than 50 percent reduction in water supply and an outline of specific water supply conditions which are applicable to each stage. In addition to the stages of action, the City of Madera (City) is required to develop mandatory prohibitions against specific water use during shortages and consumption reduction methods in the most restrictive stages.
This Water Shortage Contingency Plan (WSCP) was prepared according to the California Water Code (CWC) Section 10632 and 10635, as set forth in the 2020 Urban Water Management Plan Guidebook for Urban Water Suppliers (UWMP Guidebook) (DWR, 2021) established by the Department of Water Resources (DWR), and includes the requirements listed in Table 1-1.
Table 1-1: WSCP Requirements
Topic WSCP Location
Water Supply Reliability Analysis Section 2
Annual Assessment Procedures Section 3
Water Shortage Stages (Levels) Section 4
Shortage Response Actions Section 5
Communication Protocols Section 6
Compliance and Enforcement Section 7
Legal Authority Section 8
Financial Consequences of WSCP Section 9
Monitoring and Reporting Section 10
WSCP Refinement Procedures Section 11
Special Water Feature Distinction Section 12
Plan Adoption, Submittal, and Availability Section 13
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Section Two: Water Supply Reliability Analysis
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 2-1 2 Water Supply Reliability Analysis
Legal Requirements:
§10632(a)(1) The analysis of water supply reliability conducted pursuant to §10635.
2.1 Findings Related to Water System Reliability
As discussed in the City’s 2020 UWMP (Provost & Pritchard Consulting Group, 2022), the City’s groundwater supply is reliable to meet demands. The following are the summary tables of the normal, single-dry, and multiple dry year supply and demand comparisons shown in the 2020 UWMP. As discussed in the UWMP, the groundwater supplies are sufficient to meet demands; therefore, no supply shortage is anticipated during a normal or dry year scenario.
2.1.1 Normal Year Supply and Demand
Table 2-1: Normal Year Supply and Demand Comparison (DWR UWMP Submittal Table 7-2) 2025 2030 2035 2040
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Units: Acre-Feet (AF)
2.1.2 Single Dry Year Supply and Demand
Table 2-2: Single Dry Year Supply and Demand Comparison (DWR UWMP Submittal Table 7-3) 2025 2030 2035 2040
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Units: AF
Section Two: Water Supply Reliability Analysis
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 2-2
2.1.3 Multiple Dry Year Supply and Demand
Table 2-3: Multiple Dry Year Supply and Demand Comparison (DWR UWMP Submittal Table 7-4) 2025 2030 2035 2040
First Year
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Second Year
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Third Year
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Fourth Year
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Fifth Year
Supply Totals 14,870 14,694 15,520 16,392
Demand Totals 14,870 14,694 15,520 16,392
Difference 0 0 0 0
Units: AF
In dry years, it is anticipated the City may enact various levels of water conservation measures or be mandated to do so by the State of California. In those instances, the demand totals will reduce for various dry years and the supply will match the reduced demand.
2.1.4 Drought Risk Assessment
The Drought Risk Assessment (DRA) for the City has been prepared based on the next five years’ (2021- 2025) supplies and demands and the supply impacts seen during the 2012-2016 drought period. This requires the City to evaluate whether they can accommodate another historic drought if it were to begin in 2021.
Section Two: Water Supply Reliability Analysis
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 2-3 Table 2-4: Five-Year Drought Risk Assessment (DWR UWMP Submittal Table 7-5) Condition 2021 2022 2023 2024 2025
Total Water Use 9,977 11,201 12,424 13,647 14,870
Total Supplies 9,977 11,201 12,424 13,647 14,870
Surplus/Shortfall w/o WSCP Action 0 0 0 0 0
Planned WSCP Actions (use reduction and supply augmentation) WSCP - supply augmentation benefit 0 0 0 0 0
WSCP - use reduction savings benefit 1,037 2,240 2,485 3,412 4,461 Revised Surplus/(shortfall) 1,037 2,240 2,485 3,412 4,461 Resulting % Use Reduction from WSCP
action 10% 20% 20% 25% 30%
Units: AF
2.2 Key Issues Creating a Shortage Condition
When considering a water system solely dependent on groundwater, the issues creating a shortage condition include aquifer adjudication or limitation, mandated water demand reduction as a result of other supply source shortages throughout the region, or emergency shortages. This plan is not only responsive to drought conditions but to various conditions that could cause a water supply shortage including regulations, water quality changes, or emergency situations. Currently, there are no groundwater pumping restrictions established as part of the Sustainable Groundwater Management Act (SGMA).
The following section identifies potential key issues that could create shortage conditions that the City is actively monitoring.
Groundwater Restrictions, Regulations or Limitations
The groundwater supplies are not withdrawn from a groundwater aquifer that is adjudicated, but that could change and the implementation of SGMA could have an impact on the quantity of water the City can utilize each year. Additionally, if groundwater levels continue to decline, the City’s wells could become inoperable due to groundwater elevation, creating a temporary water shortage until the City is able to modify the well or construct a new one. The City has a redundant network of wells, limiting the impact of one or even two wells becoming inoperable for a period.
Groundwater Quality
The quality of the groundwater supply the City relies upon is reasonably consistent. Constituents of concern discussed in the UWMP have not been a significant issue for the City. However, if new regulations are put into place concerning a new constituent or more stringent standards for an existing constituent, one or more groundwater wells could temporarily or permanently be removed from use by the City, thereby potentially necessitating implementation of the WSCP. Additionally, intentional, or Section Two: Water Supply Reliability Analysis
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 2-4 accidental point contamination is also an item of concern that could temporarily impact water supply and may necessitate the implementation of this WSCP.
Emergency Shortage
In the instance the City experiences a natural or manmade disaster, such as an earthquake or fire, one or more wells could be impacted and the implementation of the WSCP could be necessary. The City’s well network is designed to account for one or more well disruptions with the other wells providing the redundancy to maintain the City’s level of service. The City has additional protections in place to mitigate the impact of disasters and continue to provide potable water supplies to its service area, such as emergency generators; however, if there is an impact to procuring fuel, those protections might also be compromised.
Section Three: Assessment Procedures
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 3-1 3 Annual Water Supply and Demand
Assessment Procedures
Legal Requirements:
CWC §10632(a)(2) The procedures used in conducting an annual water supply and demand assessment that include, at a minimum, both of the following:
(A) The written decision-making process that an urban water supplier will use each year to determine its water supply reliability. (B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply Decision Making Process reliability for the current year and one dry year, including all of the following:
(iv) A defined set of locally applicable evaluation criteria that are consistently relied upon for each annual water supply and demand assessment.
The City’s Department of Public Works (DPW) is responsible for reviewing current data and implementing an appropriate water shortage stage in accordance with Madera Code of Ordinances (Code). The DPW’s evaluation and determination is to be based on public welfare and safety or to comply to regulatory requirements set forth by the State of California. Recent changes to California’s State Water Code have now required that a WSCP be updated to include a total of six progressive stages to be referenced if deemed necessary. Therefore, this plan will reference and expand on the existing Code of Ordinances.
3.1 Data Input and Assessment Methodology
3.1.1 Current Water Demands
Legal Requirements:
§10632(a)(2)(B)(i) Current year unconstrained demand, considering weather, growth, and other influencing factors, such as policies to manage current supplies to meet demand objectives in future years, as applicable.
The following tables summarize the actual and projected water uses for years 2020 through 2040, as discussed in the 2020 UWMP. The projected demands utilize per capita demand estimates and projected population shown in the UWMP, separated by use types.
Section Three: Assessment Procedures
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 3-2 Table 3-1: Use for Potable and Non-Potable Water (DWR UWMP Submittal Tables 4-1 and 4-2) Use Type Actual 2020
Water Use (AF)
Projected Water Use (AF)
2025 2030 2035 2040
Single Family 5,214 8,450 8,145 8,603 9,087
Multi-Family 1,553 2,517 2,426 2,563 2,707
Commercial/Institutional 1,282 2,225 2,350 2,482 2,622
Industrial 80 138 146 154 163
Landscape 550 955 1,008 1,065 1,125
Losses 75 585 618 653 689
Total 8,754 14,870 14,694 15,520 16,392
Table 3-2: Total Water Use (Potable and Non-Potable) (DWR UWMP Submittal Table 4-3) Demand Use 2020 2025 2030 2035 2040
Potable Water, Raw, Other Non-Potable 8,754 14,870 14,694 15,520 16,392 Recycled Water 0 0 0 0 0
Total Water Demands 8,754 14,870 14,694 15,520 16,392
Units: AF
3.1.2 Quantification of Water Supply
Legal Requirements:
§10632(a)(2)(B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(ii) Current year available supply, considering hydrological and regulatory conditions in the current year and one dry year. The annual supply and demand assessment may consider more than one dry year solely at the discretion of the urban water supplier.
(v) A description and quantification of each source of water supply.
The following table provides the projected reasonably available water supply available to the City for five-year increments from 2025 through 2040. The groundwater supply is used to meet City demands; the City will continue to receive raw surface water supplies and use them for intentional recharge. As the raw water supplies are not used within the City’s water system, they are not quantified as a supply for use in meeting demands. Recharge is further discussed in the UWMP. However, the City’s efforts to recharge surface water and treated wastewater supplies offsets their groundwater extraction and the groundwater supplies are expected to be sustainable.
Section Three: Assessment Procedures
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 3-3 Table 3-3: Water Supplies (DWR UWMP Submittal Tables 6-8 and 6-9) Water
Supply
Additional Details
on Water Supply
2020 Actual
Volume Used
(AF)
Projected Reasonably Available Water Supply (AF)
2025 2030 2035 2040
Groundwater Madera Subbasin
5-22.06
8,754 14,870 14,694 15,520 16,392
Total 8,754 14,870 14,694 15,520 16,392
3.1.3 Existing Infrastructure Constraints
Legal Requirements:
§10632(a)(2) The procedures used in conducting an annual water supply and demand assessment that include, at a minimum, both of the following:
(B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(iii) Existing infrastructure capabilities and plausible constraints.
The City’s infrastructure consists of 17 active groundwater wells that are responsible for supplying the City’s water supply from the Madera Subbasin; the capacity of the active wells is 19,692 gallons per minute which equates to approximately 31,760 AF per year or nearly double the 2040 projected demands, indicating a supply surplus. Since the City and regional area are growing, although it is projected to be at a slow rate, it is anticipated that growth in infrastructure will be needed in the coming years.
Catastrophic events such as prolonged drought or seismic activity can cause damage to a system’s ability to supply water adequately and safely to its end users. This also includes water delivery and use for health and human safety (e.g., fire prevention, medical clinics, etc.). Planning for system failures can include, but is not limited to, the following:
• Maintaining above ground water storage tanks
• Providing back-up power for groundwater pumping (e.g., electric, diesel, propane, etc.) • Understanding and quantifying system duplication
• Groundwater wells dedicated for emergency use only
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Section Four: Standard Water Shortage Stages
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 4-1 4 Standard Water Shortage Stages
Legal Requirements:
§10632(a)(3)(A) Six standard water shortage levels corresponding to progressive ranges of up to 10, 20, 30, 40, and 50 percent shortages and greater than 50 percent shortage. Urban water suppliers shall define these shortage levels based on the suppliers’ water supply conditions, including percentage reductions in water supply, changes in groundwater levels, changes in surface elevation or level of subsidence, or other changes in hydrological or other local conditions indicative of the water supply available for use. Shortage levels shall also apply to catastrophic interruption of water supplies, including, but not limited to, a regional power outage, an earthquake, and other potential emergency events.
The City has a Municipal Water Conservation Ordinance including base-level prohibitions on water waste not associated with a triggering stage as well as six triggering stages (Ordinance 944 C.S., see Appendix A). The City’s ordinance stages are identified as “Drought Levels A-F” which correlate to the WSCP water shortage Stages 1-6, respectively. The present structure of Ordinance 944 C.S. will be maintained; however, it will be updated with additional conservation measures to correlate with the discussion provided in this WSCP. The most current version of the Ordinance will be utilized in conjunction with this WSCP, in times of water shortage.
The water shortage levels in the WSCP are defined based on the percent reduction in available water supply, or water supply production capacity, when compared to a typical year. Each water shortage level has an accompanying goal for water consumption reduction varying from 10 percent to more than 50 percent as shown in
Table 4-1.
The DPW is responsible for evaluating and declaring a Shortage Stage and reserves the right to do so at any time according to the City’s Municipal Code (§5-5.13) (City of Madera, 2020). The DPW staff may declare a Shortage Stage for a variety of reasons including: loss of production capacity due to system failure or power failure, State or local emergency declaration, lowering of groundwater levels, occurrence of water supply contamination, or catastrophic events impacting the water system. Each reason may result in Stages 1 through 6, depending on severity.
Table 4-1: Water Shortage Stages (DWR WSCP Submittal Table 8-1) Shortage
Stage
Percent
Supply Water Supply Condition
1 <10% Available water production is up to 10% less than the estimated monthly demand. 2 10-20% Available water production is up to 20% less than the estimated monthly demand. 3 20-30% Available water production is up to 30% less than the estimated monthly demand. 4 30-40% Available water production is up to 40% less than the estimated monthly demand. 5 40-50% Available water production is up to 50% less than the estimated monthly demand. 6 >50% Available water production is greater than 50% less than the estimated monthly demand.
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Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-1 5 Shortage Response Actions
5.1 Demand Reduction
Legal Requirements:
§10632(a)(4) Shortage response actions that align with the defined shortage levels.
The first step in a demand reduction program is to reduce the strain on the water system during peak demand hours which is part of the City’s year-round water conservation efforts. The presently adopted version of City Ordinance 944 C.S. (see Appendix A) modifies a portion of Chapter 5-5.13 in the City’s Municipal Code to prohibit water waste at all stages and includes other specifics of base conservation including restricted hours of irrigation and ways to encourage minimal methods of watering. This ordinance will be updated following adoption of this WSCP to match the reduction methods described herein. The City also maintains a penalty system with penalties that range from a warning to fines to flow restrictors or discontinuance of service.
The following section provides additional details regarding restrictions imposed by the six water shortage stages implemented during periods of drought or water supply interruption.
Any person found violating any portion of mandatory compliance will be subject to penalties. All persons, customers, and property within the limits of the City shall not commit water waste as identified in the City’s Code §5-5.13.
The City continues to strive to implement water conservation measures year-round. As good stewards of the available groundwater supplies and to ensure that groundwater supplies continue to be a reliable source, the City implements several water use reduction measures year-round without a Shortage Stage declaration (base reductions). The base reductions are implemented year-round to ensure that the City’s water supply is consistently protected and monitored, and that City Ordinance 944 C.S. is fully implemented. These measures are as listed below.
Wasting water, as determined by the DPW, includes:
• The wasting of water due to damaged or faulty mechanical equipment. • The discharge of water due to leaking, dripping, or other water wasting from all connections, faucets, hydrants, pipes, outlets, and plumbing fixtures. • Use of water through any hose, pipe, or other discharge for the purpose of watering gardens, trees, lawns, flowers, or plants or for other irrigation or agricultural purposes without the use of a restricting nozzle or sprinkling device.
• Use of water that allows for water to run or waste from his or her property onto a city street to such an extent that water shall flow in the street gutter excessively beyond the frontage of the property occupied by such person; nor to flow excessively off of the occupied property into the street gutter; nor to continuously fall upon a public right-of-way or adjoining property such as to Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-2 significantly contribute to the gutter flow; nor to excessively flow onto, or continuously fall upon, adjoining properties or an alley.
5.1.1 Stage 1: (Up to 10% Reduction of Normal Water Supply) Stage 1 is a mandatory water shortage reduction stage and correlates to Level A of the City’s Ordinance 944 C.S. All actions listed below are in addition to the base reductions unless a stricter restriction applies and is noted.
• All outdoor irrigation shall occur only between the hours of 7 p.m. and 10 a.m. on designated days. Various exceptions exist, as noted in the City’s Ordinance.
5.1.2 Stage 2: (Up to 20% Reduction of Normal Water Supply) Stage 2 is a mandatory shortage reduction stage and correlates to Level B of the City’s Municipal Code §5-5.13. All actions listed below are in addition to the previous stages unless a stricter restriction applies and is noted.
• Dwellings or establishments with even-numbered street addresses shall water only on Wednesday, Friday, and Sunday between the hours of 7 p.m. and 10 a.m.. • Dwellings or establishments with odd-numbered street addresses shall water only on Tuesday, Thursday, and Saturday between the hours of 7 p.m. and 10 a.m.. • Monday will be a non-watering day, unless an approved or conditionally approved exemption is on file with the Public Works Department.
5.1.3 Stage 3: (Up to 30% Reduction of Normal Water Supply) Stage 3 is a mandatory shortage reduction stage and correlates to Level C of the City’s Municipal Code §5-5.13. All actions listed below are in addition to the previous stages unless a stricter restriction applies and is noted.
• Dwellings or establishments with even-numbered street addresses shall water only on Wednesday and Sunday between the hours of 7 p.m. and 10 a.m.. • Dwellings or establishments with odd-numbered street addresses shall water only on Tuesday and Saturday between the hours of 7 p.m. and 10 a.m..
• Monday, Thursday, and Friday are non-watering days, unless an approved or conditionally approved exemption is on file with the Public Works Department. • Water waste patrols will be increased to ensure the above conservation measures are being enforced.
Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-3
5.1.4 Stage 4: (Up to 40% Reduction of Normal Water Supply) Stage 4 is a mandatory shortage reduction stage and correlates to Level D of the City’s Municipal Code §5-5.13. All actions listed below are in addition to the previous stages unless a stricter restriction applies and is noted.
• Dwellings or establishments with even-numbered street addresses can water landscapes on Sunday only between the hours of 7 p.m. and 10 a.m.
• Dwellings or establishments with odd-numbered street addresses can water landscapes on Saturday only between the hours of 7 p.m. and 10 a.m.
• Monday, Tuesday, Wednesday, Thursday, and Friday are non-watering days, unless an approved or conditionally approved exemption is on file with the Public Works Department. • Water waste patrols will be increased to ensure the above conservation measures are being enforced.
• System water losses will be evaluated, and steps will be taken to reduce these losses. • A public information campaign will be implemented to communicate the significance of the measures to the public.
• Drought water rate structures and/or surcharges will be implemented to encourage conservation methods.
5.1.5 Stage 5: (Up to 50% Reduction of Normal Water Supply) Stage 5 is a mandatory shortage reduction stage and correlates to Level E of the City’s Municipal Code §5-5.13. All actions listed below are in addition to the previous stages unless a stricter restriction applies and is noted.
• Dwellings or establishments with even-numbered addresses can use drip-irrigation systems or hand water trees and large shrubs to minimally maintain their viability on Sunday only, between the hours of 7 p.m. and 10 a.m.
• Dwellings or establishments with odd-numbered addresses can use drip-irrigation systems or hand water trees and large shrubs to minimally maintain their viability on Saturday only, between the hours of 7 p.m. and 10 a.m.
• Water waste patrols will be increased to ensure the above conservation measures are being enforced.
• System water losses will be evaluated, and steps will be taken to reduce these losses. • Expansion of the public information campaign will be implemented to communicate the significance of the measures to the public.
• Line flushing throughout the city will be reduced.
• Drought water rate structures and/or surcharges will be implemented to encourage conservation methods.
Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-4
5.1.6 Stage 6: (Greater than 50% Reduction of Normal Water Supply) Extreme water shortages require drastic reductions in water usage and correlates to Level F of the City’s Municipal Code §5-5.13. All actions listed below are in addition to the previous stages unless a stricter restriction applies and is noted.
• All outdoor application of irrigation other than for edible crops specifically for personal consumption shall be eliminated.
• Water waste patrols will be increased to ensure the above conservation measures are being enforced.
• Expansion of the public information campaign will be implemented to communicate the significance of the measures to the public.
• System water losses will be evaluated, and steps will be taken to reduce these losses. • Line flushing throughout the city will be reduced.
• Increases to drought rate structure and/or surcharges will be implemented.
Table 5-1 shows the demand reduction actions and their associated percentage by which it is anticipated each action will reduce overall system demands. Although the City has not experienced water supply shortages historically, even during drought conditions, the City continues to implement demand reduction efforts year-round and additional mandatory demand reductions in response to periods of dry hydrology or other water shortage conditions that may arise not related to drought conditions. This table is reformatted from the standard DWR Submittal Table 8-2 but presents the same information.
Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-5 Table 5-1: Demand Reduction Actions (DWR WSCP Submittal Table 8-2) Shortage
Stage
City
Ordinance
Level
Demand Reduction
Actions
How much is
this going to
reduce the
shortage gap?
Additional Explanation or
Reference
(optional)
Penalty,
Charge, or
Other
Enforcement?
1 A
Landscape – Limit
landscape irrigation to
specific times
9%
Irrigation & recreation uses
shall be restricted to the hours
of 12am-10am and 7pm-12am.
Yes
2 B
Landscape - Limit
landscape irrigation to
specific days and
times
17%
Limited to 3 days/week, and
irrigation & recreation uses
shall be restricted to the hours
of 12am-10am and 7pm-12am.
Yes
3 C
Landscape – Limit
landscape irrigation to
specific days and
times
25%
Limited to 2 days per even
parcels & 2 days per odd
parcels.
Irrigation & recreation uses
shall be restricted to the hours
of 12am-10am and 7pm-12am.
Yes
3 C
Increase wastewater
patrols 2% No
4 D
Landscape – Limit
landscape Irrigation to
specific days and
times
33%
Irrigation and recreation use
shall be limited to 1 day per
even parcels & 1 day per odd
parcels.
Irrigation & recreation uses
shall be restricted to the hours
of 12am-10am & 7pm-12am.
Yes
4 D
Increase Water Waste
Patrols 2% No
4 D
Reduce system water
loss 1% No
4 D
Expand public
information campaign 1% No
4 D
Implement or Modify
Drought Rate
Structure or
Surcharge
2%
Drought rates and/or
surcharges will be assessed
based on water usage rates.
Yes
Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-6 Shortage
Stage
City
Ordinance
Level
Demand Reduction
Actions
How much is
this going to
reduce the
shortage gap?
Additional Explanation or
Reference
(optional)
Penalty,
Charge, or
Other
Enforcement?
5 E
Landscape – Limit
landscape irrigation to
specific days and
times
37%
Irrigation & recreation use
shall be limited to drip systems
designed only to irrigate trees
and bushes to minimally
maintain their viability.
Irrigation & recreation uses
shall be restricted to the hours
of 12am-10am & 7pm-12am.
Yes
5 E
Increase water waste
patrols 2% No
5 E
Reduce System
Water Loss 1% Yes
5 E
Expand public
information campaign 1% No
5 E Decrease line flushing 1% No
5 E
Implement or modify
drought rate structure
or surcharge
5%
Drought rates and/or
surcharges will be assessed
based on water usage rates.
Yes
6 F
Landscape – Prohibit
all landscape irrigation 39% Yes
6 F
Increase water waste
patrols 2% No
6 F
Reduce system water
loss 1%
Some measures can be
implemented quickly, others
may take longer due to
implementation processes
No
6 F
Expand public
information campaign 1% No
6 F Decrease line flushing 1% No
6 F
Implement or modify
drought rate structure
or surcharge
7%
Drought rates and/or
surcharges will be assessed
based on water usage rates.
Yes
Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-7
5.2 Supply Augmentation
Legal Requirements:
§10632(a)(4)(A) Locally appropriate supply augmentation actions.
As discussed above, there are a variety of circumstances that can render a source inconsistent.
Mandatory conservation is often the most effective way to reduce demands to meet a supply reduction situation. Implementation of conservation measures only take the amount of time required to properly notice the public of measures being implemented. In the instance self-monitored implementation is not effective enough, the City could increase water waste patrols and implement penalties allowed in the City’s Municipal Code and discussed above.
In the instance additional supplies are necessary, lead time to implement projects are lengthier than conservation measures and would only be sought in critical Shortage Stages, such as Stages 5 or 6, as indicated in Table 5-2.
Table 5-2: Supply Augmentation and Other Actions (DWR WSCP Submittal Table 8-3) Shortage
Stage
Supply Augmentation
Methods and Other
Actions by Water
Supplier
How much is this
going to reduce
the shortage gap?
Additional Explanation or Reference
5 or 6 New Recycled Water Up to 15%
The City could consider treating wastewater
effluent and distributing it for use in lieu of
potable water
6 Stored Emergency
Supply 10%
The City could consider utilizing above ground
storage tanks and store non-potable supplies
for emergency non-potable demand purposes
such as fire suppression.
5.3 Operational Changes
Table 5-1 provides a summary of common categories of restrictions and prohibitions that may be placed on end users by a water agency and includes a description of the restrictions and prohibitions being used by the City.
The categories of restrictions and prohibitions in Table 5-1 come from State of California guidance in preparation of UWMPs. The demand reduction Stages identified in this WSCP are cumulative so any restriction or prohibition that begins in a lower stage continues and is added to in a higher stage.
The City will also implement the restrictions in its own practices and, if necessary, contemplate further reductions of non-urgent demands such as water main flushing or hydrant exercises.
Section Five: Shortage Response Actions
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 5-8
5.4 Emergency Response Plan
The City’s various departments manage emergencies as needed, including the Public Works Department for impacts to water system infrastructure. The City’s Fire Department is part of the CalFire agency, which also has emergency response protocols the City can utilize, as appropriate. Finally, the County of Madera has and Emergency Operations Plan and includes coordination with the City on emergency responses for a wide variety of emergencies that also encompass impacts to water system infrastructure components.
5.5 Seismic Risk Assessment and Mitigation Plan
CWC §10632.5(a) In addition to the requirements of paragraph (3) of subdivision (a) of Section 10632, beginning January 1, 2020, the plan shall include a seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of a water system and mitigate those vulnerabilities. (b) An urban water supplier shall update the seismic risk assessment and mitigation plan when updating its urban water management plan as required by Section 10621.
(c) An urban water supplier may comply with this section by submitting, pursuant to Section 10644, a copy of the most recent adopted local hazard mitigation plan or multiphaser mitigation plan under the federal Disaster Mitigation Act of 2000 (Public Law 106-390) if the local hazard mitigation plan or multihazard mitigation plan addresses seismic risk.
The City maintains a General Plan (PMC & City of Madera, 2009) originally adopted in 2009, that outlines specific protocol and policy to address health and human safety concerns regarding seismic activity in the Central Valley of California. These Policies are all integrated in Policy HS-7 of the City’s General Plan under Chapter 6 Health and Safety Element and is linked in the footnote below.
In addition to the General Plan, the City is also a partner in the Madera County Local Hazard Mitigation Plan [LHMP (Morrison, 2017)] that was adopted in October 2017 (Appendix B). The Hazard Mitigation Plan identifies potential hazards, including seismic risk, their likelihood of occurring and the significance of their impact on the City, as a whole. The plan identifies a wide assortment of hazards and assesses the City’s vulnerability to each. Specifically, Table B-5 of the LHMP indicates likelihood of seismic activity as “Unlikely” and the magnitude as “Limited”. “Unlikely” is defined as “Less than 1% chance of occurrence in next 100 years, or has a recurrence interval of greater than every 100 years” and “Limited” is defined as “10-25 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries/illnesses treatable do not result in permanent disability” (Morrison, 2017).
5.6 Shortage Response Action Effectiveness
The anticipated effectiveness of each shortage response action is shown in Table 5-1. The anticipated percentage reductions for each measure are derived from a combination of the City’s experience and calculated reductions based on mandated water use limits for various customer classes.
The City utilizes a range of Consumption Reduction Methods and Operational Changes to develop the Water Shortage Stages found in this plan. As previously stated, the City will implement penalty restrictions and tighten irrigation allowances as deemed necessary for each respective demand reduction Stage to help make each one the most effective.
Section Six: Communication Protocols
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 6-1 6 Communication Protocols
Legal Requirements:
CWC §10632
(a)(5) Communication protocols and procedures to inform customers, the public, interested parties, and local, regional, and state governments, regarding, at a minimum, all the following:
(A) Any current or predicted shortages as determined by the annual water supply and demand assessment described pursuant to Section 10632.1.
(B) Any shortage Response Actions triggered or anticipated to be triggered by the annual water supply and demand assessment described pursuant to Section 10632.1.
(C) Any other relevant communications.
The City Administrator, or their designee, will identify potential water shortages, and propose Shortage Stages to be implemented. Prior to implementing Shortage Stages, the City Administrator will present the proposed Stage to City Council for approval. Typically, Shortage Stages will be utilized sequentially; however, in times of urgency or critical water shortages, stages may be used out of order. The City Council always has discretion to delay or speed declaration of a given response level depending on other conditions.
The public and any interested parties shall be notified of any potential water shortages, declarations of water shortages, and response actions via public notices, the billing process, and/or announcements on the utility’s website. Shortage stages shall be effective immediately upon notification to the public and stakeholders.
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Section Seven: Compliance and Enforcement
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 7-1 7 Compliance and Enforcement
Legal Requirements:
Water Code Section 10632 (a)(6) For an urban retail water supplier, customer compliance, enforcement, appeal, and exemption procedures for triggered shortage response actions as determined pursuant to Section 10632.2.
The City Engineer or their designee, will be responsible for evaluating available data on a consistent basis and adequately determining the proper water shortage stage, progress made on conservation efforts, and if the appropriate level of water consumption reduction is being met.
Section 5 outlines the various water conservation measures during each water shortage stage, as well as the various enforcements. The penalties for each stage are also outlined in this section and can vary depending on the activated Water Shortage Stage. Enforcement of various water conservation strategies is carried out by staff members of the water utility including water wasting patrols.
7.1 Penalties, Charges, Other Enforcement or Prohibitions Water Conservation Program staff are responsible for enforcement of water conservation regulations as outlined in the Madera Municipal Code. Staff responds in some way to each of the reports received related to customers not following water use regulations. Customers may report incidents of water waste or leaks that are observed within the City of Madera. Reports may be submitted online to the City's Water Conservation Supervisor, or by phone at (559) 661-5466. The City also maintains an afterhours water emergency hotline: (559) 675-4200.
7.1.1 Warning and Citation Protocols, Fines and Surcharges When a violation of the water conservation ordinance is noted, the following enforcement cycle is used:
• First offense: $75 fine
• Second violation: $200 fine
• Third and subsequent violations: $500 fine
Those cited may appeal to the City if they believe the citation is unfair either online1 or by mailing or sending through facsimile, a form detailing the reason for appealing the citation. 1 https://www.madera.gov/home/departments/public-works/water/water-citation-appeal/ This Page Has Been Intentionally Left Blank
Section Eight: Legal Authorities
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 8-1 8 Legal Authorities
§10632 (a)(7)
(A) A description of the legal authorities that empower the urban water supplier to implement and enforce its shortage Response Actions specified in paragraph (4) that may include, but are not limited to, statutory authorities, ordinances, resolutions, and contract provisions.
(B) A statement that an urban water supplier shall declare a water shortage emergency in accordance with Chapter 3 (commencing with Section 350) of Division 1.
(C) A statement that an urban water supplier shall coordinate with any city or county within which it provides water supply services for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code.
This WSCP adheres with the California Water Code 10632. This document is also required by State law as outlined in the Water Code, which states that, “Every urban water supplier shall prepare and adopt a water shortage contingency plan as part of its urban water management plan…” (WC 10632). As an established California Water Utility, the City has the authority to implement the WSCP, declare water shortages, and implement shortage response actions including statutory authorities, ordinances, resolutions, and contract provisions.
The City will follow the protocols outlined in this WSCP should it become necessary to declare a water shortage emergency.
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Section Nine: Financial Consequences of WSCP
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 9-1 9 Financial Consequences of WSCP
9.1 Potential Revenue Reductions and Expense Increases
Legal Requirement
§10632 (a)(8) A description of the financial consequences of, and responses for, drought conditions, including, but not limited to, all of the following:
(A) A description of potential revenue reductions and expense increases associated with activated shortage Response Action described in paragraph (4)
Agencies typically experience a decrease in revenue with reduced water uses (demands). Additionally, cost expenditures may also increase with elevated outreach activities, increased staffing needs to implement conservation programs, and responses to customer questions and/or complaints.
9.2 Mitigation Actions
Legal Requirement
§10632 (a)(8)(B) A description of mitigation actions needed to address revenue reductions and expense increases associated with activated shortage Response Actions described in paragraph (4).
9.2.1 Use of Financial Reserves
The City has a financial reserve for use in times of emergency. It may be appropriate to utilize this reserve during times of revenue reduction as described above. This strategy would require action by the City Council and parameters for the precise implementation would be specified at the time of use.
9.2.2 Drought Surcharges
If revenues decrease to an unsustainable level, the City may choose to evaluate revisions to the water rates or implementing a surcharge. A surcharge that is implemented in times of water shortage is different than a conservation rate structure, which is always in place.
9.3 Cost of Compliance
Legal Requirement
§10632 (a)(8)(C) A description of the cost of compliance with Chapter 3.3 (commencing with Section 365) of Division 1.
Declaring a water shortage and enforcing response actions can be performed by existing staff with no significant increases in operating cost. Other costs of compliance are associated with increased public awareness information (mailing information or updating website information frequently), increased issuance of violations/citations, and increased response to appeals. While these efforts should not necessitate additional staffing, there may be costs associated with increased duties for existing staff.
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Section Ten: Monitoring and Reporting
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 10-1 10 Monitoring and Reporting
Legal Requirement
§10632 (a)(9) For an urban retail water supplier, monitoring and reporting requirements and procedures that ensure appropriate data is collected, tracked, and analyzed for purposes of monitoring customer compliance and to meet state reporting requirements.
The City is, and historically has been, in compliance with the state reporting requirements. The City uses meters to monitor all water deliveries to consumers, which assists in assuring customer compliance.
Additionally, the City maintains a protocol for receiving and addressing complaints of non-compliance and misuse.
In all Stages, City staff record daily and monthly totals for production and deliveries. Each month, the demands are compared against production capacities and evaluated for sufficiency. In heightened Shortage Stages, more frequent monitoring may be implemented to evaluate conservation measures against requirements.
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Section Eleven: WSCP Refinement Procedures
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 11-1 11 WSCP Refinement Procedures
Legal Requirement
§10632 (a)(10) Reevaluation and improvement procedures for systematically monitoring and evaluating the functionality of the water shortage contingency plan in order to ensure shortage risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented as needed.
The WSCP may be updated at any time when the urban water supplier believes significant changes have occurred that may affect the contents of the plan. If major changes are made to this 2020 WSCP, the City will hold an additional public hearing and City Council will readopt the plan. Copies of amendments or changes to the plan shall be submitted to DWR, the California State Library, and Madera County within 30 days of adoption.
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Section Twelve: Special Water Feature Distinction
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 12-1 12 Special Water Feature Distinction
Legal Requirements:
§10632(a)(10)(B) For purposes of developing the water shortage contingency plan pursuant to subdivision (a), an urban water supplier shall analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code.
Health and Safety Code Section §115921 As used in this article the following terms have the following meanings: (a) “Swimming pool” or “pool” means any structure intended for swimming or recreational bathing that contains water over 18 inches deep. “Swimming pool” includes in-ground and aboveground structures and includes, but is not limited to, hot tubs, spas, portable spas, and non-portable wading pools.
The Water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, are to be defined separately from swimming pools and spas.
The City’s Code of Ordinances, Section 5-5.14 does not specifically address water features, but does define allowable outdoor water uses including swimming pools. The City does not further define other water features; however, restrictions are applicable to them as they are to other water uses throughout the City.
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Section Thirteen: Plan Adoption, Submittal, and Availability City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 13-1 13 Plan Adoption, Submittal, and Availability
Legal Requirements:
CWC §10642
…Prior to adopting either, the [plan or water shortage contingency plan], the urban water supplier shall make both the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon.
CWC §10608.26
(a) In complying with this part, an urban retail water supplier shall conduct at least one public hearing to accomplish all of the following:
(1) Allow community input regarding the urban retail water supplier’s implementation plan for complying with this part. (2) Consider the economic impacts of the urban retail water supplier’s implementation plan for complying with this part. (3) Adopt a method, pursuant to subdivision (b) of Section 10608.20 for determining its urban water use target.
CWC §10632 (c)
The urban water supplier shall make available the water shortage contingency plan prepared pursuant to this article to its customers and any city or county within which it provides water supplies no later than 30 days after adoption of the water shortage contingency plan.
The public hearing was held prior to the adoption of the WSCP and was adopted as prepared. The hearing provided an opportunity for the City’s customers, residents, and employees to learn and ask questions about the current and future water supply of the City. The public hearing was held on September 21, 2022.
The WSCP was made available to the City’s customers and County of Madera, adopted, and submitted to the State in the same fashion as the UWMP, which is described in Section 10 of the 2020 UWMP.
Within 30 days of submitting the UWMP and WSCP to DWR, the adopted plans will be available for public review during normal business hours at the City of Madera Public Works office. The City will also post a copy of the adopted UWMP and WSCP on its website (https://www.madera.gov/). Appendix C contains the Adopting Resolution.
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Section Fourteen: References
City of Madera: Water Shortage Contingency Plan
Provost & Pritchard Consulting Group • September 2022 14-1 14 References
City of Madera. (2020). Code of Ordinances. Cincinnati: American Legal Publishing Corporation.
DWR. (2021, March). Urban Water Management Plan Guidebook 2020.
Morrison, F. (2017). Madera County Local Hazard Mitigation Plan Update.
PMC, & City of Madera. (2009). City of Madera General Plan. Retrieved from https://www.madera.gov/wp-content/uploads/2020/12/City-of-Madera-GP-12-04-20.pdf Provost & Pritchard Consulting Group. (2022). 2020 Urban Water Management Plan. Madera.
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Provost & Pritchard Consulting Group • September 2022
Appendices
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Provost & Pritchard Consulting Group • September 2022
Appendix A
City Ordinance 944 C.S.
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Provost & Pritchard Consulting Group • September 2022
Appendix B
Madera County Multi-Jurisdictional
Local Hazard Mitigation Plan Update (Excerpt)
Annex B: City of Madera
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Madera County City of Madera Annex B-1
Local Hazard Mitigation Plan Update
March 2016
Annex B City of Madera
B.1 Introduction
This Annex details the hazard mitigation planning elements specific to the City of Madera, a new participating jurisdiction to the Madera County Local Hazard Mitigation Plan (LHMP) Update. This Annex is not intended to be a standalone document, but appends to and supplements the information contained in the base plan document. As such, all sections of the base plan, including the planning process and other procedural requirements apply to and were met by the City. This Annex provides additional information specific to the City of Madera, with a focus on providing additional details on the risk assessment and mitigation strategy for this community.
B.2 Planning Process
As described above, the City of Madera followed the planning process detailed in Section 3 of the base plan. In addition to providing representation on the Madera County Hazard Mitigation Planning Committee (HMPC), the City formulated their own internal planning team to support the broader planning process requirements. Internal planning participants, their positions, and how they participated in the planning process are shown in Table B-1. Additional details on plan participation and City representatives are included in Appendix A.
Table B-1 City of Madera Planning Team
Name Position/Title How Participated
Keith Helmuth City Engineer Attended planning meetings. Provided input and document review.
Supplied updated information.
Eugene Haynes Administrative
Analyst
Attended planning meetings. Provided input and document review.
Supplied updated information.
Wendy Silva Director of Human
Resources
Attended planning meetings. Provided input and document review.
Supplied updated information.
Dave Randall Public Works
Operations Director
Attended planning meetings. Provided input and document review.
Supplied updated information.
Chris Boyle Planning Manager Attended planning meetings. Provided input and document review.
Supplied updated information.
Steve Frazier Police Chief Attended planning meetings. Provided input and document review.
Supplied updated information.
Dino Lawson Police Commander Attended planning meetings. Provided input and document review.
Supplied updated information.
Paula Nunez HR Technician II Attended planning meetings. Provided input and document review.
Supplied updated information.
Robin Bravo Administrative
Analyst
Attended planning meetings. Provided input and document review.
Supplied updated information.
Madera County City of Madera Annex B-2
Local Hazard Mitigation Plan Update
March 2016
Name Position/Title How Participated
Mary Church Administrative
Analyst
Attended planning meetings. Provided input and document review.
Supplied updated information.
Brent Richardson City Attorney Document review prior to Council consideration David Tooley City Administrator Document review prior to Council consideration David Merchen Director of
Community
Development
Document review prior to Council consideration
B.3 Community Profile
The community profile for the City of Madera is detailed in the following sections. Figure B-1 displays a map and the location of the City of Madera within Madera County.
Figure B-1 City of Madera Base Map
Madera County City of Madera Annex B-3
Local Hazard Mitigation Plan Update
March 2016
B.3.1. Geography and Climate
The City of Madera is the county seat. The City has industrial parks, recreational parks, food and meat processing plants, wineries, and agricultural excellence in diversified farming – all of which contribute to a solid and substantial economy.
The City of Madera is located about midway and toward the eastern edge of the San Joaquin Valley. The Fresno River flows east to west through the City. The terrain around Madera itself is generally level with an abrupt upward slope about 10 miles eastward to the foothills of the Sierra Nevada. The main Sierra Nevada Range is located about 50 miles to the east and extends from 12,000 to more than 14,000 feet in elevation. About 30 miles west of the city lie the foothills of the Coastal Range.
The climate around the City of Madera is dry, mild in winter and hot in summer; nearly nine-tenths of the year's precipitation falls in the six months from November to April. Humidity is commonly as low as 15 percent and has been recorded as low as 8 percent. In contrast, humidity readings may reach 90 percent during the morning hours of December and January. The normal daily maximum temperature advances to a high of 99 degrees during the latter part of July. The daily maximum temperature during the warmest month has ranged from 76 degrees to 115 degrees. Winter temperatures are usually mild but during infrequent cold spells minimum readings occasionally drop below freezing. Heavy frost occurs almost ever year, and the first heavy frost in the autumn usually occurs during the last week of November. The last frost in the spring is in early March.
The City of Madera is situated on a young alluvial fan with permeable to moderately permeable soil.
B.3.2. History
The City of Madera had its beginnings with William Thurman, a lumberman, in 1875 when the area was still part of Fresno County. A V-shaped water flume, 54 miles in length, carried lumber from the high country to Madera by gravity flow. The railhead and later SH-99 marked Madera for its place of importance in the San Joaquin Valley. Madera was chartered as an incorporated city, March 27, 1907.
B.3.3. Economy
The City of Madera, which lies in the county of Madera, has seen substantial growth since 1990. The unemployment rate is approximately 8.2% as of April of 2017. Agriculturally oriented Madera County tends to have higher unemployment rates and greater seasonal variations in unemployment. US Census estimates show economic characteristics for the City of Madera. These are shown in Table B-2.
Table B-2 City of Madera Civilian Employed Population 16 years and Over Industry Estimated
Employment
Percent
Agriculture, forestry, fishing and hunting, and mining 6,958 28.8% Construction 1,022 4.2%
Manufacturing 2,310 9.6%
Madera County City of Madera Annex B-4
Local Hazard Mitigation Plan Update
March 2016
Industry Estimated
Employment
Percent
Wholesale trade 426 1.8%
Retail trade 2,685 11.1%
Transportation and warehousing, and utilities 987 4.1%
Information 221 0.9%
Finance and insurance, and real estate and rental and leasing 424 1.8% Professional, scientific, and management, and administrative and waste management services
1,191 4.9%
Educational services, and health care and social assistance 4,272 17.7% Arts, entertainment, and recreation, and accommodation and food services 1,618 6.7% Other services, except public administration 804 3.3%
Public administration 1,211 5.0%
Source: US Census Bureau American Community Survey 2009-2013 Estimates The City of Madera is home to many industries and companies. Some of the largest employers in the City are shown on Table B-3.
Table B-3 City of Madera – Major Employers
Employer Name Location Industry
Ardagh Group Madera Glass Containers
B A C Madera Assembly & Fabricating Service
Baltimore Aircoil Co Madera Refrigerating Equip-Commercial Georgia-Pacific Madera Madera Paper-Manufacturers
Home Depot Madera Home Centers
JBT Food Tech Madera Food Processing Equipment & Supplies Lamanuzzi & Pantaleo Cold Stge Madera Fruits & Vegetables-Growers & Shippers Lion Brothers Farm-Newstone Madera Farming Service
Lowe's Home Improvement Madera Home Centers
Madera City Hall Madera Government Offices-City, Village & Township Madera Community Hospital Madera Hospitals
Madera High School Madera Schools
Madera Packing Shed Madera Sheds-Tool & Utility
Madera South High School Madera Schools
Millview School Madera Schools
Mission Bell Winery Madera Wineries
Primerica Financial Svc Madera Financial Advisory Services San Joaquin Wine Co Inc Madera Wineries
Span Construction Inc Madera Contractors-Equip/Supplies-Dealers/Services Madera County City of Madera Annex B-5
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March 2016
Employer Name Location Industry
Valley Children's Hospital Madera Hospitals
B.3.4. Population
The California Department of Finance estimated the January 1, 2017 total population for the City of Madera was 66,082.
B.4 Hazard Identification
Madera’s planning team identified the hazards that affect the City and summarized their frequency of occurrence, spatial extent, potential magnitude, and significance specific to Madera (see Table B-4).
Madera County City of Madera Annex B-6
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March 2016
Table B-4 City of Madera—Hazard Identification Table
Hazard
Geographic
Extent
Probability of
Future
Occurrences
Magnitude/
Severity Significance
Climate
Change
Influence
Ag Hazards: Severe Weather/Insect Pests Limited Occasional Limited High Medium Climate Change Extensive Highly Likely Catastrophic High High Dam Failure Significant Unlikely Catastrophic High Low
Drought and Water Shortage Extensive Likely Negligible Moderate High Earthquake Extensive Unlikely Limited High Low
Flood: 100/200/500–year Significant Unlikely Critical High High Flood: Localized/Stormwater Limited Likely Negligible Low High Hazardous Materials Transportation Limited Unlikely Negligible Low Low Landslides, Rockfalls, and Debris Flows Limited Unlikely Negligible Low Low Levee Failure Limited Unlikely Negligible Low Low
Severe Weather: Extreme Cold and
Freeze Extensive Likely Limited Medium
High
Severe Weather: Extreme Heat Extensive Likely Limited Medium High Severe Weather: Fog Extensive Likely Limited Medium Medium Severe Weather: Heavy Rains and Storms
(winds, hail, and lightning) Extensive Likely Limited Medium High
Severe Weather: Wind and Tornado Extensive Likely Limited Medium Medium Severe Weather: Winter Storms/Snow Extensive Likely Limited Medium Medium Volcano Limited Unlikely Negligible Low Low
Wildfire (smoke, tree mortality) Limited Occasional Negligible Low Low Geographic Extent
Limited: Less than 10% of planning
area
Significant: 10-50% of planning area
Extensive: 50-100% of planning area
Probability of Future Occurrences
Highly Likely: Near 100% chance of
occurrence in next year, or happens
every year.
Likely: Between 10 and 100% chance
of occurrence in next year, or has a
recurrence interval of 10 years or less.
Occasional: Between 1 and 10%
chance of occurrence in the next year,
or has a recurrence interval of 11 to
100 years.
Unlikely: Less than 1% chance of
occurrence in next 100 years, or has a
recurrence interval of greater than
every 100 years.
Magnitude/Severity
Catastrophic—More than 50 percent of property severely damaged; shutdown of facilities for more than 30 days; and/or multiple deaths Critical—25-50 percent of property severely damaged; shutdown of facilities for at least two weeks; and/or injuries and/or illnesses result in permanent disability Limited—10-25 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries/illnesses treatable do not result in permanent disability
Negligible—Less than 10 percent of property severely damaged, shutdown of facilities and services for less than 24 hours; and/or injuries/illnesses treatable with first aid
Significance
Low: minimal potential impact
Medium: moderate potential impact
High: widespread potential impact
Climate Change Impact:
Low: Climate change is not likely to increase the probability of this hazard.
Medium: Climate change is likely to increase the probability of this hazard.
High: Climate change is very likely to increase the probability of this hazard.
Madera County City of Madera Annex B-7
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March 2016
B.5 Hazard Profile and Vulnerability Assessment
The intent of this section is to profile Madera’s hazards and assess the City’s vulnerability separate from that of the planning area as a whole, which has already been assessed in Section 4.3 Vulnerability Assessment in the main plan. The hazard profile discusses the threat to the planning area and describes previous occurrences of hazard events and the likelihood of future occurrences. The vulnerability assessment analyzes the population, property, and other assets at risk to hazards ranked of medium or high significance that may vary from other parts of the planning area. For more information about how hazards affect the County as a whole, see Chapter 4 Risk Assessment in the main plan.
B.5.1. Hazard Profiles
At the beginning of each hazard vulnerability assessment in Section B.5.3, a brief statement is given as to how the hazard affects the City, as well as past occurrences. The intent of these section is to provide jurisdictional specific information on hazards.
B.5.2. Vulnerability Assessment
This section identifies Madera’s assets at risk, including values at risk, critical facilities and infrastructure, historic assets, economic assets, and growth and development trends.
Assets at Risk
The following data from the Madera County Assessor’s Office is based on the April 2017 Assessor’s data.
The methodology used to derive property values is the same as in Section 4.3.1 of the base plan. This data should only be used as a guideline to overall values in the County, as the information has some limitations.
The most significant limitation is created by Proposition 13. Instead of adjusting property values annually, the values are not adjusted or assessed at fair market value until a property transfer occurs. As a result, overall value information is most likely low and does not reflect current market value of properties within the County. It is also important to note, in the event of a disaster, it is generally the value of the infrastructure or improvements to the land that is of concern or at risk. Generally, the land itself is not a loss. However, depending on the type of hazard and impact of any given hazard event, land values may be adversely affected; thus, land values are included as appropriate. Table B-5 shows the 2017 Assessor’s values (e.g., the values at risk) broken down by property type for the City of Madera.
Table B-5 City of Madera – Total Assets at Risk by Property Use Property Use Total Parcel
Count
Improved Parcel
Count
Total Land
Value
Improved
Structure Value
Total Value
Agricultural 54 21 $15,599,646 $1,375,375 $16,975,021
Commercial 1,011 756 $149,776,558 $380,288,618 $530,065,176 Government 140 7 $7,902,235 $1,206,773 $9,109,008
Industrial 238 108 $29,036,522 $105,604,507 $134,641,029 Institutional 84 63 $3,348,429 $23,439,765 $26,788,194
Madera County City of Madera Annex B-8
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March 2016
Property Use Total Parcel
Count
Improved Parcel
Count
Total Land
Value
Improved
Structure Value
Total Value
Residential 14,218 13,165 $533,242,661 $1,471,380,915 $2,004,623,576 Utilities 233 4 $447,563 $305,052 $752,615
Unknown 73 8 $5,921,938 $5,795,090 $11,717,028
Total 16,051 14,132 $745,275,552 $1,989,396,095 $2,734,671,647 Source: Madera County April 2017 Parcel/Assessor’s Data Critical Facilities and Infrastructure
For purposes of this plan, a critical facility is defined as:
Any facility, including without limitation, a structure, infrastructure, property, equipment or service, that if adversely affected during a hazard event may result in severe consequences to public health and safety or interrupt essential services and operations for the community at any time before, during and after the hazard event.
This definition was refined by separating out three classes of critical facilities as further described in Section
4.3.1 of the base plan.
An inventory of critical facilities in the City of Madera from Madera County GIS is shown on Figure B-2 and detailed in Table B-6. Details of critical facility definition, type, name, address, and jurisdiction by hazard zone are listed in Appendix F.
Madera County City of Madera Annex B-9
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Figure B-2 City of Madera – Critical Facilities
Table B-6 City of Madera – Critical Facilities Inventory Critical Facility Type Critical Facility Count
Essential Services
Airport and Radio Tower 1
City Hall Admin Critical Infrastructure 1
Community Services / Engineering and Infrastructure Services / IT Communications 1 Critical Communications 1
Emergency Dispatch Center 1
Fire Command Center 1
Medical Center 1
Police Dispatch Communication Center 1
Essential Services Total 8
At Risk Populations
School 15
At Risk Populations Total 15
Madera County City of Madera Annex B-10
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City of Madera Grand Total 23
Source: Madera County GIS
Natural Resources
The City of Madera has a variety of natural resources of value to the community. As one of the primary sources of regional income, agriculture activity and the prime soils that support it are critical to the future of Madera. In the current city limits, about 950 acres—about one-tenth of the city—are in agricultural use (mostly near the Madera Airport, where land use restrictions preclude most urban uses). As is the case throughout the Central Valley, some farmland in Madera County is being lost to urbanization to meet the needs of the region’s growing population. In 2002, Madera County farmers joined with County agricultural officials and state and federal conservation agencies to create an area of protected agriculture land in the southwest area of Madera. The 440-acre area (shown on Figure B-3) was established to help direct growth away from the west edge of Madera in recognition of the agricultural value the land in this area represents.
While the protected area creates an irregular and noncontiguous barrier, its presence clearly reflects the intent to keep these and other lands further to the west in agricultural production.
Figure B-3 City of Madera – Farmlands near City
Source: City of Madera 2009 General Plan Conservation Element The California Natural Diversity Database (a computerized database that shows where sensitive plants and animals have been found) documents seven plant and animal special-status species that have been found in the past in the Planning Area. The Database also shows one “natural community” that has also been found in the Planning Area. (Note: The list below is of species whose presence has been recorded within a onemile radius of the Planning Area in the CNDDB. Other sensitive plants and animals have been found in or Madera County City of Madera Annex B-11
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have the potential to be found in the Planning Area, but are not recorded in the CNDDB.) Sensitive plants and animals that have been found in the Planning Area and are in the CNDDB are listed below. ➢ Burrowing Owl;
➢ California Tiger Salamander;
➢ Blunt nosed leopard lizard;
➢ California linderiella (“fairy shrimp”);
➢ Vernal pool fairy shrimp;
➢ Madera leptosiphon;
➢ Hairy orcutt grass.
Although most of the Planning Area has been changed from its natural condition by farming and urban uses, a few areas of natural habitat remain. These include:
➢ Annual grasslands;
➢ Riparian areas;
➢ Wetlands.
In addition, according to state records, one type of “Natural Community” is found in the Planning Area.
This Natural Community, Northern Hardpan Vernal Pool, contains vernal pools (which fill seasonally during the rainy season) that could harbor sensitive plant and animal species (including fairy shrimps).
These vernal pools are generally found in annual grasslands, grasslands where the soils include an impermeable clay-pan layer below the surface, conditions which are widely distributed in the eastern portion of the Planning Area.
Historic and Cultural Resources
The California Office of Historic Preservation database shows that the City of Madera has registered federal historic sites. These are shown on Table B-7.
Table B-7 City of Madera – Historical Resources
Resource Name (Plaque Number)
National
Register
State
Landmark
California
Register
Point of
Interest Date Listed City
Madera County Courthouse (N108) X 9/3/1971 Madera
Source: California Department of Parks and Recreation Office of Historic Preservation, http://ohp.parks.ca.gov/ Growth and Development Trends
The City of Madera has seen consistent growth since the 1910s, with a small slowing between 1960 and 1970. From 1990 to 2010 growth was very strong. Between 2010 and 2017, the City has experienced a smaller population growth. This can be seen in Table B-8.
Table B-8 City of Madera – Population Growth 1910 to 2017 Year Population Percent increase or decrease
1910 2,404 –
Madera County City of Madera Annex B-12
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Year Population Percent increase or decrease
1920 3,444 43.3%
1930 4,665 35.5%
1940 6,457 38.4%
1950 10,497 62.5%
1960 14,430 37.5%
1970 16,044 11.2%
1980 21,732 35.5%
1990 29,281 35.32
2000 43,207 47.6%
2010 61,416 42.1%
2017 66,082 7.6%
Source: US Census Bureau, California Department of Finance Special Populations
Madera, California is located in the exact center of the state, with Madera County encompassing 2,147 square miles, with the City of Madera covering approximately 14 square miles. The most recent California Department of Finance population estimate provided in 2017 was 156,492 for Madera County, of those 66,082 (or 42%) reside in the City of Madera.
The population of the City of Madera is as diverse as the plethora of agricultural products grown in the region. From the 2010 census, the racial makeup of Madera was 49.9% White, 3.4% African American,
3.1% Native American, 2.2% Asian, 0.1% Pacific Islander, 36.8% from other races, and 4.4% from two or more races. Hispanic or Latino of any race accounted for 76.7% of the population. Approximately 33% of the population is foreign born. The median age for Madera is 27.6, and seniors 65 years-old and older make up 7.6% of the city’s population. The average median household income is $40,457, with senior household median income at $33,293. Just under 28% of individuals live below the federal poverty level. However, for foreign born residents, almost 31% live below the poverty level. Poverty rates are also higher among the disabled with 32% for disabled females and 31% for disabled males. Madera’s senior population is especially vulnerable with 23% of seniors living alone, and 6% of Madera senior households having an annual income of less than $10,000 and 33% with incomes of less than $20,000 annually. Approximately 9% of the population under the age of 65 has a disability, and 13% percent of the population do not have health insurance.
Development since 2011 Plan
The City searched through building permits issued from July 2011 through July 2017. The following was found:
➢ New Single Family – 711
➢ New Multi Family – 1
➢ New Commercial Buildings – 10
Madera County City of Madera Annex B-13
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March 2016
The City does not track building permits by hazard risk areas. However, effective building codes and construction standards within the City will assist mitigating potential losses from any new development.
With continued population growth, the City’s vulnerability to flood, and possibly wildfire, will likely continue to increase as well.
Future Development
Estimates of future populations in the City was performed for the 2016-2024 City of Madera Housing Element. By 2035, Madera is projected to have a population of 137,975 in the general population. Growth projections from the 2014-2023 Housing Element can be found in Table B-9.
Table B-9 City of Madera – Future Population Projections Location 2020 2035
Madera 98,914 137,975
Source: City of Madera 2014-2023 Housing Element
More general information on growth and development in Madera County as a whole can be found in “Growth and Development Trends” in Section 4.3.1 Madera County Vulnerability and Assets at Risk of the main plan.
B.5.3. Estimating Potential Losses
This section provides the vulnerability assessment, including any quantifiable loss estimates, for those hazards identified above in Table B-4 as high or medium significance hazards. Impacts of past events and vulnerability of the City to specific hazards are further discussed below (see Section 4.1 Hazard Identification in the base plan for more detailed information about these hazards and their impacts on the Madera County planning area). Methodologies for calculating loss estimates are the same as those described in Section 4.3 of the base plan. In general, the most vulnerable structures are those located within the floodprone areas, WUI areas, unreinforced masonry buildings, and buildings built prior to the introduction of modern building codes.
An estimate of the vulnerability of the City to each identified priority hazard, in addition to the estimate of risk of future occurrence, is provided in each of the hazard-specific sections that follow. Vulnerability is measured in general, qualitative terms and is a summary of the potential impact based on past occurrences, spatial extent, and damage and casualty potential. It is categorized into the following classifications:
➢ Extremely Low—The occurrence and potential cost of damage to life and property is very minimal to nonexistent.
➢ Low—Minimal potential impact. The occurrence and potential cost of damage to life and property is minimal.
➢ Medium—Moderate potential impact. This ranking carries a moderate threat level to the general population and/or built environment. Here the potential damage is more isolated and less costly than a more widespread disaster.
➢ High—Widespread potential impact. This ranking carries a high threat to the general population and/or built environment. The potential for damage is widespread. Hazards in this category may have occurred in the past.
Madera County City of Madera Annex B-14
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➢ Extremely High—Very widespread with catastrophic impact.
Ag Hazards: Severe Weather/Insect Pests
Likelihood of Future Occurrence–Likely
Vulnerability–Medium
Hazard Profile and Problem Description
Given the importance of agriculture to Madera County and the City of Madera, agricultural hazards continue to be an ongoing concern. The primary causes of agricultural losses are severe weather events, such as drought, freeze, and insect infestations. According to the City Planning Team, agricultural losses occur on an annual basis throughout the County and are usually associated with these severe weather events.
Past Occurrences
The City Planning Team noted that historically, the State of California and the Central Valley in particular have experienced a multi-year drought. This is an ongoing hazard. Freezes generally occur at least once per year.
Vulnerability to Ag Hazards
As one of the primary sources of regional income, agriculture activity and the prime soils that support it are critical to the future of Madera. In the current city limits, about 950 acres—about one-tenth of the city— are in agricultural use (mostly near the Madera Airport, where land use restrictions preclude most urban uses). The vulnerability of the City is mainly economic.
Future Development
In 2002, Madera County farmers joined with County agricultural officials and state and federal conservation agencies to create an area of protected agriculture land in the southwest area of Madera. The 440-acre area (shown on Figure B-3 above) was established to help direct growth away from the west edge of Madera in recognition of the agricultural value the land in this area represents. While the protected area creates an irregular and noncontiguous barrier, its presence clearly reflects the intent to keep these and other lands further to the west in agricultural production. This protected area will not be developed.
Climate Change
Likelihood of Future Occurrence–Likely
Vulnerability–Medium
Hazard Profile and Problem Description
Climate change will require the City of Madera to prepare for warmer and more extreme temperatures, decreased water supply, drought, flooding, increasing energy and water demand, and public health risks.
In California average temperatures are projected to rise as much as 9 degrees Fahrenheit by 2100. This is especially pertinent for Madera where extreme heat events are likely to increase and urban heat islands may Madera County City of Madera Annex B-15
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March 2016
intensify already high temperatures. Characterized by asphalt roads, concrete roofs, and energy use, urban developments modify the natural landscape using materials that create and/or retain heat.
Past Occurrences
The City Planning Team noted that climate change is an ongoing vulnerability. Specific past occurrences were not known.
Vulnerability to Climate Change
The City’s population, resources, and economy are vulnerable to climate change impacts, particularly flooding, extreme heat, extreme cold and water supply.
Future Development
The State of California is taking the lead on state-wide policies to address development and climate change.
The City of Madera will follow that lead. Environmental impacts will be considered as development occurs.
Specific to the potential for increased flooding, the City may need to consider redesigning/reconstructing storm drainage facilities based on previous assumptions of rainfall that may in the future result in existing facilities being undersized.
Dam Failure
Likelihood of Future Occurrence–Likely
Vulnerability–Medium
Hazard Profile and Problem Description
Dam failures can result from a number of natural or man-made causes such as earthquakes, erosion of the face or foundation, improper siding, rapidly rising flood waters, structural/design flaws, and deliberate human actions. Madera’s location downstream of Hidden Dam also raises the potential for flooding in the highly unlikely event of a failure of the dam.
Past Occurrences
The City Planning Team noted no past occurrences of dam failure to affect the City.
Vulnerability to Dam Failure
TO BE INSERTED WHEN DAM INUNDATION LAYER ARRIVES FROM CAL OES Future Development
The City does not anticipate it would adjust development based on potential for damn failure. At present, the most likely approach would be to monitor/analyze the existing damn for deficiencies and correct them as they are identified rather than moving development outside the inundation zone or attempt to elevate an entire City.
Madera County City of Madera Annex B-16
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March 2016
Drought and Water Shortage
Likelihood of Future Occurrence–Likely
Vulnerability–Medium
Hazard Profile and Problem Description
Drought is a gradual phenomenon. Although droughts are sometimes characterized as emergencies, they differ from typical emergency events. Most natural disasters, such as floods or forest fires, occur relatively rapidly and afford little time for preparing for disaster response. Droughts occur slowly, over a multi-year period, and it is often not obvious or easy to quantify when a drought begins and ends. Water districts normally require at least a 10-year planning horizon to implement a multiagency improvement project to mitigate the effects of a drought and water supply shortage.
Past Occurrences
The City Planning Team noted that the City has experienced multiple, consecutive years of drought. In addition, current and all past occurrences have resulted in accelerated decline of the water table.
Vulnerability to Drought
The vulnerability of Madera to drought is citywide, but impacts may vary and include reduction in water supply, agricultural losses, and an increase in dry fuels. Drought impacts are wide-reaching and may be economic, environmental, and/or societal. Tracking drought impacts can be difficult. The City of Madera is a rural community that is surrounded largely by farmland that is rich in agriculture for a variety of crops including dairy, poultry, horse and cattle ranches that may utilize surface water deliveries from approximately June – September and/or from ground water pumping systems. Since Madera relies on ground water wells, drought and water shortage can cause acute problems.
Future Development
As the population in the area continues to grow, so will the demand for water. Water shortages in the future may be worsened by drought, as the City relies on groundwater for its water source. Increased planning including conjunctive use will be needed to account for population growth and increased water demands.
Earthquake
Likelihood of Future Occurrence–Occasional
Vulnerability–Medium
Hazard Profile and Problem Description
An earthquake is caused by a sudden slip on a fault. Stresses in the earth’s outer layer push the sides of the fault together. Stress builds up, and the rocks slip suddenly, releasing energy in waves that travel through the earth’s crust and cause the shaking that is felt during an earthquake. The amount of energy released during an earthquake is usually expressed as a magnitude and is measured directly from the earthquake as Madera County City of Madera Annex B-17
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March 2016
recorded on seismographs. An earthquake’s magnitude is expressed in whole numbers and decimals (e.g.,
6.8). Seismologists have developed several magnitude scales. One of the first was the Richter Scale, developed in 1932 by the late Dr. Charles F. Richter of the California Institute of Technology. The Richter Magnitude Scale is used to quantify the magnitude or strength of the seismic energy released by an earthquake. Another measure of earthquake severity is intensity. Intensity is an expression of the amount of shaking at any given location on the ground surface. Seismic shaking is typically the greatest cause of losses to structures during earthquakes.
Past Occurrences
No earthquakes of magnitude 5.5 or greater have ever been recorded in the Madera area, nor have there been reports of damage in the area from earthquakes of such magnitude outside the city in Madera County.
The most recent notable earthquake affecting Madera occurred on May 30, 2003, with a magnitude of 3.1 and an epicenter located approximately 6 miles west-northwest of Madera.
Vulnerability to Earthquake
The City Planning Team noted that no active earthquake faults are located in the Planning Area—the closest active faults are 50 or more miles distant. The lack of faults in the Planning Area means that the potential for buildings to be damaged if they are placed atop a fault does not exist. Madera is also not subject to liquefaction, a common earthquake-related hazard
Future Development
Future development in the City will be built to 2013 California Building Code. The 2013 CBC factors in the risks of earthquake into the building code.
Flood: 100-/500-Year
Likelihood of Future Occurrence–Occasional/Unlikely
Vulnerability–Medium
Hazard Profile and Problem Description
Madera is traversed by several stream systems and is at risk to both the 100-year and 500-year flood. FEMA has identified DFIRM flood zones for the City. This is seen in Figure B-4.
Madera County City of Madera Annex B-18
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Figure B-4 City of Madera – FEMA DFIRM Flood Zones
Past Occurrences
In the past, flooding in Madera was a relatively frequent event. Floods struck Madera in 1938, 1943, 1945, 1950, 1952, 1955, 1956, 1958, 1962, 1963, and 1969. The era of flooding in Madera ended with the construction of the Hidden Dam on the Fresno River upstream of the city. Since the construction of the dam in 1976, no floods have occurred in the City.
Vulnerability to Flooding
Values at Risk
GIS was used to determine the possible impacts of flooding within the City of Madera. The methodology described in Section 4.3.7 of the base plan was followed in determining structures and values at risk to the 1% (100-year) and 0.2% (500-year) annual chance flood event. Table B-10 shows the property use, improved parcel count, improved values, estimated contents, total values and estimated loss of parcels that fall in a floodplain in the City.
Madera County City of Madera Annex B-19
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Table B-10 City of Madera – Count and Improved Value by Property Use and Detailed Flood Zone
Flood Zone /
Property Use
Total Parcel
Count
Improved
Parcel Count
Total Land
Value
Improved
Structure
Value
Estimated
Contents
Value
Total Value
1% Annual Chance Flood Hazard
Zone A
Agricultural 5 0 $2,761 $0 $0 $2,761
Commercial 0 0 $0 $0 $0 $0
Government 3 0 $0 $0 $0 $0
Industrial 0 0 $0 $0 $0 $0
Institutional 0 0 $0 $0 $0 $0
Residential 53 44 $2,218,923 $6,490,788 $3,245,394 $11,955,105 Utilities 2 0 $0 $0 $0 $0
Unknown 1 0 $0 $0 $0 $0
Zone A Total 64 44 $2,221,684 $6,490,788 $3,245,394 $11,957,866 Zone AE
Agricultural 0 0 $0 $0 $0 $0
Commercial 1 0 $6,116,586 $0 $0 $6,116,586
Government 0 0 $0 $0 $0 $0
Industrial 0 0 $0 $0 $0 $0
Institutional 0 0 $0 $0 $0 $0
Residential 3 3 $76,768 $130,060 $65,030 $271,858
Utilities 0 0 $0 $0 $0 $0
Unknown 0 0 $0 $0 $0 $0
Zone AE
Total
4 3 $6,193,354 $130,060 $65,030 $6,388,444
Zone AE Floodway
Agricultural 0 0 $0 $0 $0 $0
Commercial 1 0 $65,266 $0 $0 $65,266
Government 2 0 $0 $0 $0 $0
Industrial 0 0 $0 $0 $0 $0
Institutional 0 0 $0 $0 $0 $0
Residential 5 2 $60,456 $163,347 $81,674 $305,477
Utilities 0 0 $0 $0 $0 $0
Unknown 2 0 $471 $0 $0 $471
Zone AE
Floodway
Total
10 2 $126,193 $163,347 $81,674 $371,214
Madera County City of Madera Annex B-20
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Flood Zone /
Property Use
Total Parcel
Count
Improved
Parcel Count
Total Land
Value
Improved
Structure
Value
Estimated
Contents
Value
Total Value
Zone AH
Agricultural 0 0 $0 $0 $0 $0
Commercial 0 0 $0 $0 $0 $0
Government 0 0 $0 $0 $0 $0
Industrial 0 0 $0 $0 $0 $0
Institutional 0 0 $0 $0 $0 $0
Residential 95 91 $4,848,009 $12,451,631 $6,225,816 $23,525,456 Utilities 1 0 $1 $0 $0 $1
Unknown 0 0 $0 $0 $0 $0
Zone AH
Total
96 91 $4,848,010 $12,451,631 $6,225,816 $23,525,457
Zone AO
Agricultural 8 8 $5,225,236 $369,166 $369,166 $5,963,568 Commercial 0 0 $0 $0 $0 $0
Government 1 1 $170,119 $9,543 $9,543 $189,205
Industrial 0 0 $0 $0 $0 $0
Institutional 1 1 $144,470 $14,147 $14,147 $172,764
Residential 300 288 $13,138,577 $33,570,214 $16,785,107 $63,493,898 Utilities 7 0 $51 $0 $0 $51
Unknown 0 0 $0 $0 $0 $0
Zone AO
Total
317 298 $18,678,453 $33,963,070 $17,177,963 $69,819,486 1% Annual
Chance Flood
Hazard Total
491 438 $32,067,694 $53,198,896 $26,795,876 $112,062,466
0.2% Annual Chance Flood Hazard (Zone X – Shaded)
Agricultural 5 3 $513,202 $258,038 $258,038 $1,029,278
Commercial 262 202 $18,446,283 $55,003,356 $55,003,356 $128,452,995 Government 32 2 $498,555 $76,478 $76,478 $651,511
Industrial 24 6 $552,949 $217,303 $325,955 $1,096,207
Institutional 23 19 $633,943 $3,411,390 $3,411,390 $7,456,723 Residential 2,416 1,922 $66,247,954 $177,737,705 $88,868,853 $332,854,512 Utilities 43 1 $57,406 $162,846 $162,846 $383,098
Unknown 20 2 $123,395 $999,479 $999,479 $2,122,353
0.2% Annual
Chance Flood
Hazard Total
2,825 2,157 $87,073,687 $237,866,595 $149,106,394 $474,046,676 Madera County City of Madera Annex B-21
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Flood Zone /
Property Use
Total Parcel
Count
Improved
Parcel Count
Total Land
Value
Improved
Structure
Value
Estimated
Contents
Value
Total Value
Zone X – unshaded (Outside of Mapped Flood Hazard)
Agricultural 36 10 $9,858,447 $748,171 $748,171 $11,354,789 Commercial 747 554 $125,148,423 $325,285,262 $325,285,262 $775,718,947 Government 102 4 $7,233,561 $1,120,752 $1,120,752 $9,475,065 Industrial 214 102 $28,483,573 $105,387,204 $158,080,806 $291,951,583 Institutional 60 43 $2,570,016 $20,014,228 $20,014,228 $42,598,472 Residential 11,346 10,815 $446,651,974 $1,240,837,170 $620,418,585 $2,307,907,729 Utilities 180 3 $390,105 $142,206 $142,206 $674,517
Unknown 50 6 $5,798,072 $4,795,611 $4,795,611 $15,389,294 Zone X
(unshaded)
Total
12,735 11,537 $626,134,171 $1,698,330,604 $1,130,605,621 $3,455,070,396 Source: FEMA 9/26/2008 DFIRM, Madera County April 2017 Parcel/Assessor’s Data Table B-11 summarizes Table B-10 above and shows City of Madera loss estimates and shows improved values at risk by FEMA 1% and 0.2% annual chance flood zones. As shown in this table, there is no 500- year flood risk in the City.
Table B-11 City of Madera – Flood Loss Summary
Flood
Zone /
Property
Use
Total
Parcel
Count
Improved
Parcel
Count
Total Land
Value
Improved
Structure
Value
Estimated
Contents
Value
Total Value Loss
Estimate
Loss
Ratio
1%
Annual
Chance
Flood
317 298 $18,678,453 $33,963,070 $17,177,963 $51,141,033 $10,228,207 0.37%
0.2%
Annual
Chance
Flood
2,825 2,157 $87,073,687 $237,866,595 $149,106,394 $386,972,989 $77,394,598 2.83% Grand
Total
3,142 2,455 $105,752,140 $271,829,665 $166,284,357 $438,114,022 $87,622,804 3.20% Source: FEMA 9/26/2008 DFIRM, Madera County April 2017 Parcel/Assessor’s Data According to Table B-10 and Table B-11, the City of Madera has 298 improved parcels and approximately $51 million of structure and contents value in the 1% annual chance floodplain; an 2,157 improved parcels and approximately $387 million of structure and contents values in the 0.2% annual chance floodplain.
These values can be refined a step further. Applying the 20 percent damage factor as previously described in Section 4.3.7 of the base plan, there is a 1% chance in any given year of a flood event causing roughly $10,228,207 and a 0.2% annual chance in any given year of a flood event causing $77,394,598 million in Madera County City of Madera Annex B-22
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damage in the City of Madera. A loss ratio of 3.2% indicates that losses in Madera to flood would be somewhat minor.
Flooded Acres
Also of interest is the land area affected by the various flood zones. The following is an analysis of flooded acres in the City in comparison to total area within the City limits. The same methodology, as discussed in Section 4.3.8 of the base plan, was used for the City of Madera as well as for the County as a whole. Table B-12 and Table B-13 represents a detailed and summary analysis, respectively, of total acres for each FEMA DFIRM flood zone in the City.
Table B-12 City of Madera – Flooded Acres by Land Use Type Flood Zone / Property Use Total Flooded Acres Improved Flooded Acres 1% Annual Chance Flood Hazard
Zone AE Floodway
Agricultural 0 0
Commercial 0 0
Government 7 0
Industrial 0 0
Institutional 0 0
Residential 6 0
Utilities 0 0
Unknown 12 0
Zone AE Floodway Total 26 0
Zone AE
Agricultural 0 0
Commercial 98 0
Government 0 0
Industrial 0 0
Institutional 0 0
Residential 0 0
Utilities 0 0
Unknown 0 0
Zone AE Total 98 0
Zone A
Agricultural 45 0
Commercial 0 0
Government 32 0
Industrial 0 0
Institutional 0 0
Madera County City of Madera Annex B-23
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March 2016
Flood Zone / Property Use Total Flooded Acres Improved Flooded Acres Residential 37 13
Utilities 2 0
Unknown 0 0
Zone A Total 117 13
Zone AH
Agricultural 0 0
Commercial 0 0
Government 0 0
Industrial 0 0
Institutional 0 0
Residential 20 11
Utilities 0 0
Unknown 0 0
Zone AH Total 20 11
Zone AO
Agricultural 387 387
Commercial 0 0
Government 7 7
Industrial 0 0
Institutional 14 14
Residential 43 41
Utilities 18 0
Unknown 0 0
Zone AO Total 469 449
1% Annual Chance Flood Hazard
Total
729 473
0.2% Annual Chance Flood Hazard (Zone X – Shaded)
Agricultural 39 15
Commercial 106 67
Government 58 0
Industrial 9 4
Institutional 8 6
Residential 578 363
Utilities 63 0
Unknown 15 5
Zone X (shaded) Total 876 461
0.2% Annual Chance Flood
Hazard Total
876 461
Madera County City of Madera Annex B-24
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March 2016
Flood Zone / Property Use Total Flooded Acres Improved Flooded Acres Zone X – unshaded (Outside of Mapped Flood Area)
Agricultural 332 116
Commercial 1,062 622
Government 1,549 61
Industrial 698 350
Institutional 156 87
Residential 2,755 2,311
Utilities 337 2
Unknown 101 15
Zone X (unshaded) Total 6,990 3,565
Source: FEMA 9/26/2008 DFIRM, Madera County April 2017 Parcel/Assessor’s Data Table B-13 City of Madera – Flooded Acres Summary
Flood Zone Total Flooded Acres Improved Flooded Acres % of Improved Flooded Acres
1% Annual Chance Flood
Hazard
729 473 10.5%
0.2% Annual Chance Flood
Hazard
876 461 10.2%
Outside of Flood Zone 6,990 3,565 79.2%
Grand Total 8,595 4,499 100.0%
Source: FEMA 9/26/2008 DFIRM, Madera County April 2017 Parcel/Assessor’s Data Population at Risk
The DFIRM flood zones were overlayed on the parcel layer. Those residential parcel centroids that intersect the severity zones were counted and multiplied by the 2010 Census Bureau average household factors for Madera. According to this analysis, there is a total population of 1,635 and 7,342 residents of the City at risk to flooding in the 1% and 0.2% annual chance floodplains, respectively. This is shown in Table B-14.
Table B-14 City of Madera – Count of Improved Residential Parcels and Population by Flood Zone
Flood Zone Improved Residential Parcels Population*
1% Annual Chance 428 1,635
0.2% Annual Chance) 1,922 7,342
Total 2,350 8,977
Source: FEMA 9/26/2008 DFIRM, Madera County April 2017 Parcel/Assessor’s Data, US Census Bureau * Average household populations from the 2010 US Census were used: Madera– 3.82 Madera County City of Madera Annex B-25
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Historical, Cultural, and Natural Resources at Risk
The City of Madera has significant cultural and natural resources located throughout the City as previously described. Vulnerability analysis of these resources was not possible due to data limitations.
Critical Facilities at Risk
An analysis was performed on the critical facility inventory in Madera in identified FEMA DFIRMs. GIS was used to determine whether the facility locations intersects a DFIRM flood hazard areas, and if so, which zone it intersects. Details of critical facilities in the floodplain in the City of Madera are shown in Figure B-5 and Table B-15. As shown on the figure, Madera has one critical facility located in 1% annual chance and two in the 0.2% annual chance DFIRM flood zones. Details of critical facility definition, type, name and address and jurisdiction by flood zone are listed in Appendix E.
Figure B-5 City of Madera – Critical Facilities and Flood Zones Madera County City of Madera Annex B-26
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Table B-15 City of Madera – Critical Facilities in DFIRM Flood Zones Critical Facility Category / Flood
Zone
Critical Facility Type Critical Facility Count
1% Annual Chance Flood Hazard
Zone AO
At Risk Populations School 1
Total 1
1% Annual Chance Flood Hazard Total 1
0.2% Annual Chance Flood Hazard (Zone X – Shaded)
Essential Services Fire Command Center 1
Total 1
At Risk Populations School 2
Total 2
0.2% Annual Chance Flood Hazard Total 3
Source: FEMA 9/26/2008 DFIRM, Madera County GIS
Insurance Coverage, Claims Paid, and Repetitive Losses
The City of Madera joined the National Flood Insurance Program (NFIP) on June 4, 1987. The City does not participate in the CRS program. NFIP data indicates that as of September 19, 2016, there were 28 flood insurance policies in force in the City with $7,741,500 of coverage. Yearly premiums for flood insurance total $15,785. Of the 28 policies, 27 were residential (single-family homes), and 1 was multi-family or other residential, and none were non-residential. 5 of the policies were in A zones, and the remaining 23 were in B, C, and X zones. The GIS parcel analysis detailed above identified 298 parcels in the 100-year flood zone. 5 policies for 298 parcels in the 100-year floodplain equates to insurance coverage of 1.7 percent.
There have been 8 historical claims for flood losses totaling $88,293.47. There have been no substantial damage claims in the City. There are also no repetitive loss or severe repetitive loss structures in the City.
California Department of Water Resources Best Available Maps (BAM) The FEMA regulatory maps provide just one perspective on flood risks in Madera County. Senate Bill 5 (SB 5), enacted in 2007, authorized the California DWR to develop the Best Available Maps (BAM) displaying 100- and 200-year floodplains for areas located within the Sacramento-San Joaquin (SAC-SJ) Valley watershed. SB 5 requires that these maps contain the best available information on flood hazards and be provided to cities and counties in the SAC-SJ Valley watershed. This effort was completed by DWR in 2008. DWR has expanded the BAM to cover all counties in the State and to include 500-year floodplains.
Different than the FEMA DFIRMs which have been prepared to support the NFIP and reflect only the 100- year event risk, the BAMs are provided for informational purposes and are intended to reflect current 100- , 200-, and 500-year event risks using the best available data. The 100-year floodplain limits on the BAM are a composite of multiple 100-year floodplain mapping sources. It is intended to show all currently identified areas at risk for a 100-year flood event, including FEMA’s 100-year floodplains. The BAM are comprised of different engineering studies performed by FEMA, Corps, and DWR for assessment of Madera County City of Madera Annex B-27
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potential 100-, 200-, and 500-year floodplain areas. These studies are used for different planning and/or regulatory applications. They are for the same flood frequency, however, they may use varied analytical and quality control criteria depending on the study type requirements.
The value in the BAMs is that they provide a bigger picture view of potential flood risk to the City than that provided in the FEMA DFIRMs. This provides the community and residents with an additional tool for understanding potential flood hazards not currently mapped as a regulated floodplain. Improved awareness of flood risk can reduce exposure to flooding for new structures and promote increased protection for existing development. Informed land use planning will also assist in identifying levee maintenance needs and levels of protection. By including the FEMA 100-year floodplain, it also supports identification of the need and requirement for flood insurance. The BAM map for Madera is shown in Figure B-6.
Figure B-6 City of Madera Best Available Map
Source: California DWR
Legend explanation: Blue - FEMA 100-Year, Orange – Local 100-Year (developed from local agencies), Red – DWR 100-year (Awareness floodplains identify the 100-year flood hazard areas using approximate assessment procedures.), Pink – USACE 100- Year (2002 Sac and San Joaquin River Basins Comp Study), Yellow – USACE 200-Year (2002 Sac and San Joaquin River Basins Comp Study), Tan – FEMA 500-Year, Grey – Local 500-Year (developed from local agencies), Purple – USACE 500-Year (2002 Sac and San Joaquin River Basins Comp Study).
Future Development
The City enforces the floodplain ordinance. If any development is to occur in the floodplain, it would have to conform to the elevation standards of the floodplain ordinance. No development is expected in the floodplain in the future.
Severe Weather: Extreme Cold and Freeze
Likelihood of Future Occurrence–Highly Likely
Vulnerability–Medium
Madera County City of Madera Annex B-28
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March 2016
Hazard Profile and Problem Description
According to the NWS and the WRCC, winter events can include extreme cold and freeze conditions.
Heavy accumulations of ice can bring down trees, electrical wires, telephone poles and lines, and communication towers. Communications and power can be disrupted for days until the damage can be repaired. Power outages can have a significant impact on communities, especially critical facilities such as public utilities. Even small accumulations of ice may cause extreme hazards to motorists and pedestrians.
Past Occurrences
The City Planning Team noted that the Central Valley as a whole generally experiences a hard freeze every two to three years. Within the City, these freezes generally lead to above-ground pipe cracking.
Vulnerability to Cold and Freeze
Extreme cold and freeze events happen in Madera County and the City of Madera each year. Extreme cold often accompanies a winter storm or is left in its wake. Heavy accumulations of ice can bring down trees, electrical wires, telephone poles and lines, and communication towers leading to power outages. Pipes may freeze and burst in homes or buildings that are poorly insulated or without heat. Freezing temperatures and ice can cause accidents and road closures and can cause significant damage to the agricultural industry.
Prolonged exposure to cold can cause frostbite or hypothermia and can be life-threatening. Vulnerable populations to cold and freeze include:
➢ Homeless
➢ Infants and children under age five
➢ Elderly (65 and older)
➢ Individuals with disabilities
➢ Individuals dependent on medical equipment
➢ Individuals with impaired mobility
Also of concern is the impact to populations with special needs such as the elderly and those requiring the use of medical equipment. The residents of nursing homes and elder care facilities are especially vulnerable to extreme temperature events. It is encouraged that such facilities have emergency plans or backup power to address power failure during times of extreme cold and freeze.
In addition to vulnerable populations, pets and livestock are at risk to freeze and cold. However, many residents of the City are self-sufficient and accustomed to rural living and the climate extremes that are part of the territory.
Future Development
Future development built to code should be able to withstand snow loads from severe winter storms. Pipes at risk of freezing should be mitigated be either burying or insulating them from freeze as new facilities are improved or added. Current County codes provide such provisions for new construction. Vulnerability to extreme cold will increase as the average age of the population in the City shifts. Greater numbers of future senior citizens will result from the large number of baby boomers in the Planning Area as well as people Madera County City of Madera Annex B-29
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retiring to the area. However, as previously mentioned, many of the residents of the City are self-sufficient and accustomed to rural living.
Severe Weather: Extreme Heat
Likelihood of Future Occurrence–Highly Likely
Vulnerability–Medium
Hazard Profile and Problem Description
According to FEMA, “Heat kills by pushing the human body beyond its limits. In extreme heat and high humidity, evaporation is slowed and the body must work extra hard to maintain a normal temperature.” Most heat disorders occur because the victim has been overexposed to heat or has over-exercised for his or her age and physical condition. Older adults, young children, and those who are sick or overweight are more likely to succumb to extreme heat. Conditions that can induce heat-related illnesses include stagnant atmospheric conditions and poor air quality. Consequently, people living in urban areas may be at greater risk from the effects of a prolonged heat wave than those living in rural areas. Also, asphalt and concrete store heat longer and gradually release heat at night, which can produce higher nighttime temperatures known as the urban heat island effect.
Past Occurrences
The City Planning Team noted that the Central Valley as a whole experiences extreme heat each summer and sometimes into fall.
Vulnerability to Extreme Heat
Health impacts are the primary concern with this hazard, though economic impacts are also an issue. The elderly and individuals below the poverty level are the most vulnerable to extreme temperatures. Nursing homes and elder care facilities are especially vulnerable to extreme heat events if power outages occur and air conditioning is not available. In addition, individuals below the poverty level may be at increased risk to extreme heat if use of air conditioning is not affordable.
Reliance on air conditioning causes a strain on the electrical energy in the Madera area. Occasionally peak demands outweigh supply and a condition known as brown-out occurs. This is an extremely dangerous situation for electrical equipment as it operates without the needed electricity causing damage to the systems. Days of extreme heat have been known to result in medical emergencies, civil unrest, and unpredictable human behavior. Periods of extended heat and dryness (droughts) can have major economic, agricultural, and water resources impacts.
Future Development
Vulnerability to extreme heat will increase as the average age of the population in each City shifts. Greater numbers of future senior citizens will result from the large number of baby boomers in the City. The elderly are more at risk to the effects of extreme heat, especially those without proper air conditioning. However, Madera County City of Madera Annex B-30
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many of the residents of the City are accustomed to living with extreme heat and take precautions to guard against the threat of extreme heat.
Severe Weather: Fog
Likelihood of Future Occurrence–Likely
Vulnerability–Medium
Hazard Profile and Problem Description
The San Joaquin Valley can produce some extremely dangerous fogs in the winter and early spring months.
These are a type of radiation fog called “tule fog.” Tule fog forms on cold and clear nights, when the ground is moist and there is very little wind. Under such conditions the ground cools quickly and thus cools the air above it as well. The moisture in this cooled air condenses and can create extremely dense fog.
Since the air may be stagnant and there is little evaporative effect from the sun in winter months, tule fogs can last for several days and, in some instances, over a week. Under these conditions, visibility is often reduced to 600 feet, but can drop to less than 10 feet.
Past Occurrences
The City Planning Team note that the Central Valley experiences fog routinely during the winter months.
Generally, foggy conditions that preclude safe travel occur two to three times per year.
Vulnerability to Fog
Tule fog is likely to occur annually during the winter months in low-lying regions of the County of Madera, including the City of Madera. When tule fog forms, a severe risk is posed to traffic with the potential for multi-car pileups, especially on Highway 99. This may have an economic impact on the City due to delays in transportation times or even the shutting down of Highway 99. The same dense and lingering fog can also produce adverse health effects in those with respiratory ailments.
Future Development
Many of the residents of the City are accustomed to living with fog and take precautions to guard against the threat of fog, such as slowing down while traveling.
Severe Weather: Heavy Rains and Storms (winds, hail, and lightning) Likelihood of Future Occurrence–Highly Likely
Vulnerability–Medium
Hazard Profile and Problem Description
According to historical hazard data, severe weather is an annual occurrence in the City of Madera. Damage and disaster declarations related to severe weather have occurred and will continue to occur in the future.
Madera County City of Madera Annex B-31
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Heavy rain and thunderstorms are the most frequent type of severe weather occurrence in the area. Wind and lightning often accompany these storms and have caused damage in the past.
Past Occurrences
The City Planning Team noted that the City experiences generally at least one heavy rainfall event each winter, however it hasn’t gone past the level of a 25-year storm in several years. The rainfall causes localized flooding.
Vulnerability to Heavy Rains and Storms
Problems associated with the primary effects of severe weather include flooding, pavement deterioration, washouts, high water crossings, landslide/mudslides, debris flows, and downed trees. Most of the localized flooding in the City is generally limited to flooding within the street ROW and only has limited impact to private property. It is anticipated that a 100-year rainfall event would impact private facilities to varying degrees in various parts of the City.
Future Development
The City enforces the state building code and other ordinances, which regulate construction techniques that minimize damage from heavy storms and rain. Future development in the City is subject to these building codes. New critical facilities such as communications towers should be built to withstand hail damage, lightning, and heavy rains.
Severe Weather: Wind and Tornado
Likelihood of Future Occurrence–Highly Likely
Vulnerability–Medium
Hazard Profile and Problem Description
On an annual basis, the City of Madera experiences severe storms accompanied by strong wind and wind gusts. High winds combined have caused significant damage to public infrastructure (primarily the electric grid). In the City of Madera high winds occur in the winter, generally from November through March, although high winds may also occur in other months.
Past Occurrences
The City Planning Team noted no past occurrences of wind and tornado that had damaging effects on the City.
Vulnerability to Wind and Tornadoes
Strong wind is a frequent type of severe weather occurrence in the area. Wind often accompanies the region’s storms and has caused damage in the past. Buildings that house populations at risk such as schools, nursing homes, hospitals, and urgent care facilities are at risk to wind and tornadoes. Also at risk are power Madera County City of Madera Annex B-32
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lines, which can arc or be damaged during high wind events. The City has had power outages and damages to electric lines in past storms.
Future Development
The City enforces the state building code and other ordinances, which regulate construction techniques that minimize damage from high winds. Future development in the City is subject to these building codes.
Severe Weather: Winter Storms/Snow
Likelihood of Future Occurrence–Highly Likely
Vulnerability–Medium
Hazard Profile and Problem Description
According to the NWS and the WRCC, winter snow storms can include heavy snow, ice, and blizzard conditions. Heavy snow can immobilize a region, closing roads, stranding commuters, stopping the flow of supplies, and disrupting emergency and medical services. Accumulations of snow can collapse roofs and knock down trees and power lines. In rural areas, homes and farms may be isolated for days, and unprotected livestock may be lost. The cost of snow removal, damage repair, and business losses can have a tremendous impact on cities and towns.
Some winter storms are accompanied by strong winds, creating blizzard conditions with blinding winddriven snow, severe drifting, and dangerous wind chills. Strong winds accompanying these intense storms and cold fronts can knock down trees, utility poles, and power lines. Blowing snow can reduce visibility to only a few feet in areas where there are no trees or buildings. Serious vehicle accidents with injuries and deaths can result.
Past Occurrences
The City Planning Team noted no notable snow events have occurred in recent history. Hail and light snowfall have occurred, however accumulation of snow and/or hail generally does not occur within the City on the valley floor.
Vulnerability to Winter Storms and Snow
The western portion of the Madera County Planning Area, where the City of Madera is located, does experience rare snowfall on a seasonal basis; mostly between the months of November through March.
Winter weather can occasionally be accompanied by high winds, which can cause downed trees and power lines, power outages, accidents, and road closures. Transportation networks, communications, and utilities infrastructure are the most vulnerable physical assets to impacts of severe winter weather in the City. The ability for the City to continue to operate during periods of winter storm and snow is paramount. Vulnerable populations to winter storms and snow include:
➢ Homeless
➢ Infants and children under age five
Madera County City of Madera Annex B-33
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➢ Elderly (65 and older)
➢ Individuals with disabilities
➢ Individuals dependent on medical equipment
➢ Individuals with impaired mobility
However, many residents of the City are self-sufficient and accustomed to the climate extremes that are part of the territory. The residents of nursing homes and elder care facilities are especially vulnerable to extreme temperature events. It is encouraged that such facilities have emergency plans or backup power to address power failure during times of winter storm and heavy snows.
Other impacts to the City as a result of winter snow storms include damage to infrastructure, frozen pipes, utility outages, road closures, traffic accidents, and interruption in business and school activities. Also of concern is the impact to populations with special needs such as the elderly and those requiring the use of medical equipment. Delays in emergency response services can be of significant concern. Further, there are economic impacts associated with areas prone to heavy snow. Although the eastern portion of the county is the most vulnerable to the effects of snow, snowfall occurring in the lower elevations can create significant issues, as residents working and living in those areas may not be as prepared for snowfall.
Future Development
Future development built to code should be able to withstand snow loads from severe winter storms. Current City codes provide such provisions for new construction. Vulnerability to winter snow storms will increase as the average age of the population in the County shifts. Greater numbers of future senior citizens will result from the large number of baby boomers in the City and surrounding area.
Wildfire
Likelihood of Future Occurrence–Likely
Vulnerability–Medium
Hazard Profile and Problem Description
Although rated as low by the City Planning Team, due to wildfire’s importance in the County and the State of California, it is included here. Wildfires can cause short-term and long-term disruption to the County.
Fires can have devastating effects on watersheds through loss of vegetation and soil erosion, which may impact the County by changing runoff patterns, increasing sedimentation, reducing natural and reservoir water storage capacity, and degrading water quality. Fires may result in casualties and can destroy buildings and infrastructure.
Following the methodology described in Section 4.3.2 Vulnerability of Madera County to specific hazards, a wildfire map for the City of Madera was created (see Figure B-7). Wildfire threat within the city ranges from low to moderate. The highest threat occurs along the eastern edge of the city.
Madera County City of Madera Annex B-34
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Figure B-7 City of Madera’s Fire Severity Zones
Past Occurrences
The City Planning Team noted that there are no notable wildfire events within the City limits within recent history. Vegetation fires occur during the dry months but these are small and quickly contained.
Vulnerability to Wildfire
Values at Risk
Analysis results for Madera are shown in Table B-16, which summarizes total parcel counts, improved parcel counts and their structure values by occupancy type as well as the percentage of parcels affected by fire.
Madera County City of Madera Annex B-35
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Table B-16 City of Madera – Count and Value of Parcels by Property Use and Fire Severity Zone
Fire Hazard
Severity Zone /
Property Use
Total Parcel
Count
Improved
Parcel Count
Total Land
Value
Improved
Structure
Value
Estimated
Contents
Value
Total Value*
Very High
Agricultural 0 0 $0 $0 $0 $0
Commercial 0 0 $0 $0 $0 $0
Government 0 0 $0 $0 $0 $0
Industrial 0 0 $0 $0 $0 $0
Institutional 0 0 $0 $0 $0 $0
Residential 0 0 $0 $0 $0 $0
Utilities 0 0 $0 $0 $0 $0
Unknown 0 0 $0 $0 $0 $0
Very High
Total
0 0 $0 $0 $0 $0
High
Agricultural 0 0 $0 $0 $0 $0
Commercial 0 0 $0 $0 $0 $0
Government 0 0 $0 $0 $0 $0
Industrial 0 0 $0 $0 $0 $0
Institutional 0 0 $0 $0 $0 $0
Residential 0 0 $0 $0 $0 $0
Utilities 0 0 $0 $0 $0 $0
Unknown 0 0 $0 $0 $0 $0
High Total 0 0 $0 $0 $0 $0
Moderate
Agricultural 9 1 $450,697 $73,549 $73,549 $597,795
Commercial 28 15 $7,763,191 $10,579,302 $10,579,302 $28,921,795 Government 3 0 $3,814 $0 $0 $3,814
Industrial 15 4 $2,438,666 $5,557,179 $8,335,769 $16,331,614 Institutional 0 0 $0 $0 $0 $0
Residential 584 517 $21,609,599 $64,078,678 $32,039,339 $117,727,616 Utilities 14 0 $8,959 $0 $0 $8,959
Unknown 3 0 $1 $0 $0 $1
Moderate Total 656 537 $32,274,927 $80,288,708 $51,027,959 $163,591,594 Non-Wildland/Non-Urban
Agricultural 26 14 $13,929,785 $995,381 $995,381 $15,920,547 Commercial 20 4 $5,549,304 $3,031,372 $3,031,372 $11,612,048 Madera County City of Madera Annex B-36
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Fire Hazard
Severity Zone /
Property Use
Total Parcel
Count
Improved
Parcel Count
Total Land
Value
Improved
Structure
Value
Estimated
Contents
Value
Total Value*
Government 17 2 $2,879,561 $16,797 $16,797 $2,913,155
Industrial 81 10 $9,695,627 $13,359,401 $20,039,102 $43,094,130 Institutional 2 2 $379,863 $573,507 $573,507 $1,526,877 Residential 1,999 1,640 $93,368,776 $226,511,495 $113,255,748 $433,136,019 Utilities 33 0 $6,700 $0 $0 $6,700
Unknown 2 0 $46,074 $0 $0 $46,074
NonWildland/NonUrban Total2,180 1,672 $125,855,690 $244,487,953 $137,911,906 $508,255,549 Urban Unzoned
Agricultural 19 6 $1,219,164 $306,445 $306,445 $1,832,054 Commercial 963 737 $136,464,063 $366,677,944 $366,677,944 $869,819,951 Government 120 5 $5,018,860 $1,189,976 $1,189,976 $7,398,812 Industrial 142 94 $16,902,229 $86,687,927 $130,031,891 $233,622,047 Institutional 82 61 $2,968,566 $22,866,258 $22,866,258 $48,701,082 Residential 11,635 11,008 $418,264,286 $1,180,790,742 $590,395,371 $2,189,450,399 Utilities 186 4 $431,904 $305,052 $305,052 $1,042,008
Unknown 68 8 $5,875,863 $5,795,090 $5,795,090 $17,466,043 Urban
Unzoned Total
13,215 11,923 $587,144,935 $1,664,619,434 $1,117,568,027 $3,369,332,396 Grand Total 16,051 14,132 $745,275,552 $1,989,396,095 $1,306,507,891 $4,041,179,538 Source: Madera County April 2017 Parcel/Assessor’s Data, CAL FIRE Population at Risk
The Fire Severity Zone dataset was overlayed on the parcel layer. Those residential parcel centroids that intersect the severity zones were counted and multiplied by the 2010 Census Bureau average household factors for each jurisdiction and unincorporated area. Results were tabulated by jurisdiction. According to this analysis, there is a total population of 91 residents of Madera at risk to moderate or higher wildfire risk.
This is shown in Table B-17.
Madera County City of Madera Annex B-37
Local Hazard Mitigation Plan Update
March 2016
Table B-17 City of Madera – Count of Improved Residential Parcels and Population by Fire Severity Zone
Fire Severity Zone Improved Residential Parcels Population* Very High 0 0
High 0 0
Moderate 517 1,975
Total 517 1,975
Source: Madera County April 2017 Parcel/Assessor’s Data, CAL FIRE * Average household populations for Madera (3.82) from the 2010 US Census were used Historical, Cultural, and Natural Resources at Risk
The City of Madera has significant cultural and natural resources located throughout the City as previously described. Vulnerability analysis of these resources was not possible due to data limitations.
Critical Facilities at Risk
Wildfire analysis was performed on the critical facility inventory in Madera County and all jurisdictions.
GIS was used to determine whether the facility locations intersect a fire severity zone provided by CAL FIRE, and if so, which zone it intersects. There are no facilities in the moderate or higher fire severity zone in the City. These are shown in Figure B-8. Details of critical facility definition, type, name and address and jurisdiction by fire severity zone are listed in Appendix F.
Madera County City of Madera Annex B-38
Local Hazard Mitigation Plan Update
March 2016
Figure B-8 City of Madera – Critical Facilities in the Fire Severity Zone Future Development
There are small patches of moderate fire hazard zones in the City. Development may occur in the moderate or higher wildfire severity areas; however, City ordinances for building in these areas are enforced.
B.6 Capability Assessment
Capabilities are the programs and policies currently in use to reduce hazard impacts or that could be used to implement hazard mitigation activities. This capabilities assessment is divided into five sections:
regulatory mitigation capabilities, administrative and technical mitigation capabilities, fiscal mitigation capabilities, mitigation education, outreach, and partnerships, and other mitigation efforts.
B.6.1. Regulatory Mitigation Capabilities
Table B-18 lists regulatory mitigation capabilities, including planning and land management tools, typically used by local jurisdictions to implement hazard mitigation activities and indicates those that are in place in the City of Madera.
Madera County City of Madera Annex B-39
Local Hazard Mitigation Plan Update
March 2016
Table B-18 City of Madera’s Regulatory Mitigation Capabilities Plans
Y/N
Year
Does the plan/program address hazards?
Does the plan identify projects to include in the mitigation strategy?
Can the plan be used to implement mitigation actions?
Comprehensive/Master Plan Y
2014
Storm Drainage Master Plan, yes to all questions
Capital Improvements Plan Y
2017/18
Yes to all questions – as funded.
Economic Development Plan
Local Emergency Operations Plan Y
2017
Yes to all questions
Continuity of Operations Plan Y
2017
Transportation Plan Y
2009
Within General Plan
Stormwater Management Plan/Program Y
2014
Storm drainage master plan. Yes to all questions.
Engineering Studies for Streams N
Community Wildfire Protection Plan N
Other special plans (e.g., brownfields
redevelopment, disaster recovery, coastal
zone management, climate change
adaptation)
Y Climate action plan.
Building Code, Permitting, and
Inspections Y/N Are codes adequately enforced?
Building Code Y Version/Year: 2016
Building Code Effectiveness Grading
Schedule (BCEGS) Score
Score:
Fire department ISO rating: Y Rating: 4
Site plan review requirements Y Yes as required by Planning or Engineering Land Use Planning and Ordinances Y/N
Is the ordinance an effective measure for reducing hazard impacts?
Is the ordinance adequately administered and enforced?
Zoning ordinance Y It is effective and enforced.
Subdivision ordinance Y It is effective and enforced.
Floodplain ordinance Y It is effective and enforced.
Natural hazard specific ordinance
(stormwater, steep slope, wildfire)
N
Flood insurance rate maps Y
Elevation Certificates Y Included in proposed update to Floodplain Management Ordinance
Acquisition of land for open space and
public recreation uses
N The City does not have a Quimby Act Ordinance
Madera County City of Madera Annex B-40
Local Hazard Mitigation Plan Update
March 2016
Erosion or sediment control program N
Other
How can these capabilities be expanded and improved to reduce risk? They can be reviewed routinely for necessary updates and modifications.
Source: City of Madera
2009 City of Madera General Plan
In 2009, after an extensive visioning process and public comment, the City adopted an updated General Plan which “represents the product of years of efforts on the part of residents and businesses in the community working to maintain and improve Madera’s quality of life and implement the community’s shared vision for the future”.
The General Plan serves as the City’s blueprint for long term development. The General Plan contains goals, policies and implementation strategies that address Madera’s growth and the quality of life of its residents. The General Plan is organized into chapters, or elements, that cover specific topics. Madera’s Plan covers all of the mandatory features required by the State of California, as well as several optional topics that were emphasized through Vision 2025. A total of ten topical elements are included in the Madera General Plan: Community Design, Circulation and Infrastructure, Conservation, Health and Safety, Housing, Land Use, Noise, Historic and Cultural Resources, Parks and Recreation, and Sustainability.
These goals and policies adopted as part of the General Plan are the standards that all new development in the City is measured by. The City must find that new project proposed within the City limits are consistent with the General Plan as part of any approval process
The General Plan includes a Health and Safety Element that focuses on safety issues to be considered in planning for the present and future development of the Madera Planning Area. Identified hazards include dam failure, geologic/seismic, flooding, and other natural and man-made hazards. Mitigation-related goals are presented below.
Health and Safety Element Goals
Goal HS-1 A safe and healthy environment for all Maderans that includes: clean air and water; adequate levels of police and fire protection; safe housing; and safe places to work and play.
Goal HS-2 A healthy and fit population with access to health care, healthful food, and places to be active and exercise.
Goal HS-3 Working with other agencies to protect residents and businesses from hazards caused by flooding.
Goal HS-4 Working with other agencies to protect and manage natural drainage ways, floodplains and flood retention basins, to maintain flood carrying capacity in harmony with environmental, recreational and open space objectives.
Madera County City of Madera Annex B-41
Local Hazard Mitigation Plan Update
March 2016
Mitigation Related Ordinances
Emergency Services (Title III, Chapter 2)
The declared purposes of this chapter are to provide for the preparation and carrying out of plans for the protection of persons and property within the city in the event of an emergency or disaster and to provide for the coordination of the emergency functions of the city with all public agencies and affected private persons, corporations, and organizations. Any expenditures made in connection with such emergency and disaster activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the City.
Buildings Regulations (Title IX)
This Title lays out the regulations the City places on the construction of buildings. Pursuant to Cal. Gov't Code § 50022.1 through 50022.6, the texts of those certain publications of the International Conference of Building Officials, the International Association of Plumbing and Mechanical Officials, the Western Fire Chiefs Association and the National Fire Protection Association, together with parts of the appendices thereto, the 2007 California Building Code, based on the 2006 International Building Code, the 2007 California Mechanical Code, based on the 2006 Uniform Mechanical Code, the 2007 California Fire Code, based on the 2006 International Fire Code, the 2007 California Plumbing Code, based on the 2006 Uniform Plumbing Code, the Uniform Swimming Pool, Spa and Hot Tub Code - 2006 Edition, the 2007 California Electrical Code, based on the 2005 National Electrical Code, the 2007 Energy Code, the 2009 International Property Maintenance Code, the 1997 Uniform Code for the Abatement of Dangerous Buildings, and the 2006 International Existing Building Code are hereby adopted as the rules, regulations and standards within this city as to all matters therein contained except as herein otherwise provided. The mandatory requirements of the listed appendices to such codes shall be enforceable to the same extent as if contained in the body of such Code of said regulations and one copy of said regulations are and shall be at all times kept on file with the office of the City Clerk in accordance with Cal. Gov't Code § 50022.6.
Subdivisions (Title X, Chapter 2)
It is the purpose of this chapter to regulate and control the division of land within the city and to supplement the provisions of the Subdivision Map Act concerning the design, improvement, and survey data of subdivisions, the form and content of all maps provided for by the Subdivision Map Act and the procedure to be followed in securing the official approval of the Development Review Committee, Planning Commission, the Planning Department, and City Council regarding such maps. To accomplish this purpose, the regulations outlined in this chapter are determined to be necessary for the preservation of the public health, safety, and general welfare, to promote orderly growth and development and to promote open space, conservation, protection, and proper use of land and to insure provision for adequate traffic circulation, utilities, and services.
Madera County City of Madera Annex B-42
Local Hazard Mitigation Plan Update
March 2016
Zoning (Title X, Chapter 3)
An official land use plan for the city is adopted and established to promote the growth of the city in an orderly manner and to promote and protect the public health, safety, peace, comfort, and general welfare, and to provide the economic and social advantages resulting from an orderly planned use of land resources Floodplain Management (Title III, Chapter 3)
This chapter applies to all areas of special flood hazard, areas of flood-related erosion hazards, and areas of mud flow hazards identified by the Federal Emergency Management Agency or the Federal Insurance Administration in a scientific and engineering report entitled “Flood Insurance Study for the City of Madera, California” dated September 26, 2008, with an accompanying Flood Insurance Rate Map which is on file with the office of the City Clerk and to which reference is made. This Flood Insurance Study is a minimum area of applicability of this chapter and may be supplemented by studies for other areas which allow implementation of this chapter and which are recommended to the City Council by the Flood Plain Administrator.
No structure or land shall hereafter be constructed, located, extended, converted, or altered without full compliance with all of the rules, requirements, terms, and provisions of a resolution of the City Council which shall be adopted pursuant to this chapter to implement this chapter.
Weed Abatement Regulations (Title III, Chapter 3-15)
The purpose of this chapter is to protect citizens and residential neighborhoods of the city from noxious weeds and wildfire. The chapter is essential for maintaining the city healthy, clean, and safe from any pernicious, natural and/or unnatural materials, including without limitations weeds, rubbish, dirt, and/or brush which constitute a public nuisance.
B.6.2. Administrative/Technical Mitigation Capabilities Table B-19 identifies the City department(s) responsible for activities related to mitigation and loss prevention in Madera.
Table B-19 City of Madera’s Administrative and Technical Mitigation Capabilities Administration Y/N
Describe capability
Is coordination effective?
Planning Commission Y
Mitigation Planning Committee N
Maintenance programs to reduce risk
(e.g., tree trimming, clearing drainage
systems)
Y Public Works and Parks
Mutual aid agreements Y
Other
Madera County City of Madera Annex B-43
Local Hazard Mitigation Plan Update
March 2016
Staff
Y/N
FT/PT
Is staffing adequate to enforce regulations?
Is staff trained on hazards and mitigation?
Is coordination between agencies and staff effective?
Chief Building Official Y
FT
Staffing is adequate and trained. Coordination is effective.
Floodplain Administrator Y
FT
Staffing is adequate and trained. Coordination is effective.
Emergency Manager Y
FT
Staffing is adequate and trained. Coordination is effective.
Community Planner Y
FT
Staffing is adequate and trained. Coordination is effective.
Civil Engineer Y
FT
Staffing is adequate and trained. Coordination is effective.
GIS Coordinator N
Other
Technical Y/N
Describe capability
Has capability been used to assess/mitigate risk in the past?
Warning systems/services
(Reverse 911, outdoor warning signals)
Y Nixel and NextDoor apps; coordination with County Sheriff for Everbridge
Hazard data and information N
Grant writing Y
Hazus analysis
Other
How can these capabilities be expanded and improved to reduce risk? Source: City of Madera
B.6.3. Fiscal Mitigation Capabilities
Table B-20 identifies financial tools or resources that the City could potentially use to help fund mitigation activities.
Table B-20 City of Madera’s Fiscal Mitigation Capabilities Funding Resource
Access/
Eligibility
(Y/N)
Has the funding resource been used in past
and for what type of activities?
Could the resource be used to fund future
mitigation actions?
Capital improvements project funding Y Annual CIP budget adopted by Council Authority to levy taxes for specific purposes Y With public vote Fees for water, sewer, gas, or electric services Y
Impact fees for new development Y
Storm water utility fee Y
Madera County City of Madera Annex B-44
Local Hazard Mitigation Plan Update
March 2016
Funding Resource
Access/
Eligibility
(Y/N)
Has the funding resource been used in past
and for what type of activities?
Could the resource be used to fund future
mitigation actions?
Incur debt through general obligation bonds and/or
special tax bonds
Y The City can, but generally does not.
Incur debt through private activities N
Community Development Block Grant Y
Other federal funding programs Y
State funding programs Y
Other
How can these capabilities be expanded and improved to reduce risk? Source: City of Madera
B.6.4. Mitigation Education, Outreach, and Partnerships Table B-21 identifies education and outreach programs and methods already in place that could be/or are used to implement mitigation activities and communicate hazard-related information. More information can be found below the table. CAN THE TABLE BE FILLED OUT? – THERE WAS A QUESTION WHERE THESE COME FROM. USUALLY JURISDICTIONS DO SOME OF THE ITEMS BELOW AS A PARTNERSHIP WITH OTHER ORGANIZATIONS.
Table B-21 City of Madera’s Mitigation Education, Outreach, and Partnerships Program/Organization Yes/No
Describe program/organization and how
relates to disaster resilience and mitigation.
Could the program/organization help
implement future mitigation activities?
Local citizen groups or non-profit organizations
focused on environmental protection, emergency
preparedness, access and functional needs
populations, etc.
Ongoing public education or information program
(e.g., responsible water use, fire safety, household
preparedness, environmental education)
Natural disaster or safety related school programs
StormReady certification
Firewise Communities certification
Public-private partnership initiatives addressing
disaster-related issues
Other
How can these capabilities be expanded and improved to reduce risk? Madera County City of Madera Annex B-45
Local Hazard Mitigation Plan Update
March 2016
B.7 Mitigation Strategy
B.7.1. Mitigation Goals and Objectives
The City of Madera adopts the hazard mitigation goals and objectives developed by the HMPC and described in Chapter 5 Mitigation Strategy.
B.7.2. NFIP Mitigation Strategy
The City of Madera joined the National Flood Insurance Program (NFIP) on June 4, 1987. As a participant of the NFIP, the City of Madera has administered floodplain management regulations that meet the minimum requirements of the NFIP. The management program objective is to protect people and property within the City. The City of Madera will continue to comply with the requirements of the NFIP in the future. In addition, the City of Madera actively participates with the County to address local NFIP issues through a regional approach. Many of the program activities are the same for the City of Madera as for Madera County since participation at the County level includes all local jurisdictions.
The City’s regulatory activities apply to existing and new development areas of the City; implementing flood protection measures for existing structures and new development, and maintaining drainage systems.
The goal of the program is to enhance public safety, and reduce impacts and losses while protecting the environment. The City’s Municipal Code has a Flood Damage Prevention Section under the Zoning Ordinance that regulates construction in the floodplain. The City intends to continue to implement the ordinance and participate at the regional level with Madera County implementing appropriate measures to mitigate exposure and damages within designated flood prone areas.
The National Flood Insurance Program’s (NFIP) Community Rating System (CRS) is a voluntary incentive program that recognizes and encourages community floodplain management activities that exceed the minimum NFIP requirements. As a result, flood insurance premium rates are discounted to reflect the reduced flood risk resulting from the community actions meeting the three goals of the CRS which are to reduce flood losses, facilitate accurate insurance rating, and promote the awareness of flood insurance. The City of Madera is not a current participant in the CRS program.
More information about the floodplain administration in the City of Madera can be found in Table B-22.
Table B-22 City of Madera Compliance with NFIP
NFIP Topic Comments
Insurance Summary
How many NFIP policies are in the community? What is the total premium and coverage?
28 policies
$15,785 in annual premiums
$7,741,500 of coverage in force
How many claims have been paid in the community? What is the total amount of paid claims? How many of the claims were for substantial damage?
8 paid losses
$88,293n paid claims
0 substantial damage claims
Madera County City of Madera Annex B-46
Local Hazard Mitigation Plan Update
March 2016
NFIP Topic Comments
How many structures are exposed to flood risk within the community? 298 (1% annual chance flood) 2,157 (0.2% annual chance flood)
Describe any areas of flood risk with limited NFIP policy coverage None know.
Staff Resources
Is the Community Floodplain Administrator or NFIP Coordinator certified? Y Provide an explanation of NFIP administration services (e.g., permit review, GIS, education or outreach, inspections, engineering capability) Permit review, inspections, engineering
capability, respond to public inquiry
What are the barriers to running an effective NFIP program in the community, if any?
Funding
Compliance History
Is the community in good standing with the NFIP? Y
Are there any outstanding compliance issues (i.e., current violations)? N When was the most recent Community Assistance Visit (CAV) or Community Assistance Contact (CAC)?
7/21/2016
Is a CAV or CAC scheduled or needed? N
Regulation
When did the community enter the NFIP? 1987
Are the FIRMs digital or paper? Digital
Do floodplain development regulations meet or exceed FEMA or State minimum requirements? If so, in what ways?
Meet
Provide an explanation of the permitting process. An expanded permitting process is included in the upcoming update to the
floodplain management ordinance. It is
a multi-step process that has several
levels of review
Community Rating System
Does the community participate in CRS? No
What is the community’s CRS Class Ranking? –
What categories and activities provide CRS points and how can the class be improved?
–
Does the plan include CRS planning requirements? –
B.7.3. Mitigation Actions
The planning team for the City of Madera identified and prioritized the following mitigation actions based on the risk assessment. Background information and information on how each action will be implemented and administered, such as ideas for implementation, responsible office, potential funding, estimated cost, and timeline are also included.
Action 1. Integrate Local Hazard Mitigation Plan into Safety Element of General Plan Hazards Addressed: All hazards
Madera County City of Madera Annex B-47
Local Hazard Mitigation Plan Update
March 2016
Goals Addressed: 1, 2, 3, 4, 5, 6, 7
Issue/Background: Local jurisdictional reimbursement for mitigation projects and cost recovery after a disaster is guided by Government Code Section 8685.9 (AB 2140).
Project Description: Specifically, this section requires that each jurisdiction adopt a local hazard mitigation plan (LHMP) in accordance with the federal Disaster Mitigation Act of 2000 as part of the Safety Element of its General Plan. Adoption of the LHMP into the Safety Element of the General Plan may be by reference or incorporation.
Other Alternatives: No action
Existing Planning Mechanisms through which Action will be Implemented: Safety Element of General Plan
Responsible Office: City of Madera Planning Department
Priority: High
Cost Estimate: Jurisdictional board/staff time
Potential Funding: Local budgets
Benefits (avoided Losses): Incorporation of an adopted LHMP into the Safety Element of the General Plan will help jurisdictions maximize the cost recovery potential following a disaster.
Timeline: As soon as possible
Action 2. Installation of variable frequency drives onto wells to increase capacity Hazards Addressed: Drought & Water Supply
Goals Addressed: 1, 2, 3, 5, 7
Issue/Background: To better regulate the water supply to increase efficiency (not capacity) on high production wells.
Project Description: Well 20, Well 21
Other Alternatives: No action.
Existing Planning Mechanisms through which Action will be Implemented:
Responsible Office: City & County
Priority: Medium
Cost Estimate: $25,000 each ($50,000 total)
Madera County City of Madera Annex B-48
Local Hazard Mitigation Plan Update
March 2016
Potential Funding: To be determined
Benefits (avoided Losses): Water pressure spikes and dips.
Timeline: 1-2 years
Action 3. Install backup motors for wells with an emphasis on critical facilities. Provide backup generators for wells.
Hazards Addressed: Drought & Water Supply/ Earthquakes
Goals Addressed: 1, 2, 3, 5, 7
Issue/Background: Ensure water distribution is preserved during natural disasters.
Project Description: City to purchase more backup generators for critical wells (3).
Other Alternatives: CNG Motors.
Existing Planning Mechanisms through which Action will be Implemented:
Responsible Office: City Public Works, City Engineering & County Priority: Medium
Cost Estimate: $100,000 each ($300,000 total)
Potential Funding: To be determined
Benefits (avoided Losses): Critical wells will still pump if electricity is lost.
Timeline: 3 years
Action 4. Install Variable Frequency Drives (VFD) on Existing City Wells to Increase Capacity Hazards Addressed: Drought, Water Supply
Goals Addressed: 1, 2, 3, 5, 7
Issue/Background: Addresses capacity of wells as they are impacted by fluctuating water levels.
Installation of these improvements are more directly affect the anticipated long term drop in water levels.
Without the use of VFDs, the efficiency of wells decreases as water levels drop. VFDs compensate for this lowering of the water level.
Project Description: Install VFDs at wells where water level fluctuation has shown a decrease in well efficiency. Installation of VFDs shall proceed at wells most susceptible to this affect.
Other Alternatives: No action.
Madera County City of Madera Annex B-49
Local Hazard Mitigation Plan Update
March 2016
Existing Planning Mechanisms through which Action will be Implemented: City's Capital Improvement Program
Responsible Office: City Engineering Department
Priority: High
Cost Estimate: $160,000 (first 4 wells that have been identified) Potential Funding: To be determined
Benefits (avoided Losses): Avoidance of property damage and to a lesser degree injuries associated with flood events
Timeline: 2 years for initial wells
Action 5. Provide Backup Generators for City Wells
Hazards Addressed: Earthquake, Water Supply
Goals Addressed: 1, 2, 3, 5, 7
Issue/Background: Earthquakes, and other natural disasters, have potential to cause widespread power outages that may interfere with City's ability to deliver water to residents and businesses.
Project Description: Install generators at well in accordance with recommendation provided in the City's Water System Master Plan
Other Alternatives: No action.
Existing Planning Mechanisms through which Action will be Implemented: City's Water System Master Plan and Capital Improvement Program
Responsible Office: City Engineering Department
Priority: Medium
Cost Estimate: $1,200,000 (8 generators)
Potential Funding: Water Rates (assuming sufficient reserve exist) Benefits (avoided Losses): Preserve ability to provide potable, and to a minimal degree, irrigation water to residents
Timeline: 2-10 years
Madera County City of Madera Annex B-50
Local Hazard Mitigation Plan Update
March 2016
Action 6. Implement Improvements Recommended in the Storm Drainage System Master Plan Hazards Addressed: Flooding
Goals Addressed: 1, 2, 3, 6, 7
Issue/Background: Addresses flooding concerns/issues within the City of Madera that range from nuisance flooding to larger events that may cause significant property damage.
Project Description: Install unfunded improvements identified in the Storm Drainage System Master Plan, on a prioritized basis.
Other Alternatives: No action.
Existing Planning Mechanisms through which Action will be Implemented: City's Storm Drainage System Master Plan and Capital Improvement Program
Responsible Office: City Engineering Department
Priority: High
Cost Estimate: $45,000,000
Potential Funding: To be determined
Benefits (avoided Losses): Avoidance of property damage and injuries associated with flood events Timeline: 2 to 25 years
Action 7. 4th Street Flooding Improvements Installed in accordance with that recommended in the Storm Drainage System Master Plan
Hazards Addressed: Flooding
Goals Addressed: 1, 2, 3, 6, 7
Issue/Background: Addresses flooding concerns/issues within the 4th Street right-of-way near City Hall.
Project Description: Install unfunded improvements identified in the Storm Drainage System Master Plan.
Other Alternatives: No action.
Existing Planning Mechanisms through which Action will be Implemented: City's Storm Drainage System Master Plan and Capital Improvement Program
Responsible Office: City Engineering Department
Priority: High
Madera County City of Madera Annex B-51
Local Hazard Mitigation Plan Update
March 2016
Cost Estimate: $2,000,000
Potential Funding: Grants
Benefits (avoided Losses): Avoidance of property damage and to a lesser degree injuries associated with flood events
Timeline: 2 to 5 years
Action 8. Conduct New Studies/Modeling and Mapping of the Fresno River within the City's Growth Boundary
Hazards Addressed: Flooding
Goals Addressed: 1, 2, 3, 6, 7
Issue/Background: Portion of the river are not modeled while other portions appear to be dated with respect to current understanding of what a 100-year storm may represent. As such, an accurate understanding of flooding risks may not be available.
Project Description: Perform modeling of the Fresno River with the City's growth boundary. Update FIRM maps as may be necessary to incorporate revised flood zones.
Other Alternatives: No action.
Existing Planning Mechanisms through which Action will be Implemented: City's Capital Improvement Program - Action is required to include this in this document.
Responsible Office: City Engineering Department
Priority: Medium
Cost Estimate: $150,000
Potential Funding: Grants
Benefits (avoided Losses): Preserve ability to provide potable, and to a minimal degree, irrigation water to residents as supplies may be affected during periods of drought Timeline: 2-10 years
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Provost & Pritchard Consulting Group • September 2022
Appendix C
Adoption Resolution
(Left Blank Until Adoption)
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REPORT TO CITY COUNCIL
Approved by:
_________________________________
Council Meeting of: September 21, 2022
Agenda Number: D-1
Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Initiation of proceedings for the annexation of Vineyard Estates Phase III, Tract S1-S-02 & S1-S03/TSM 2020-04 Subdivision into Community Facilities District 2005-1 RECOMMENDATION:
That Council adopt Resolutions:
1. Adopting a Boundary Map Showing the Territory Proposed for Annexation to Community Facilities District No. 2005-1; and,
2. Declaring Its Intention To Annex Territory (Tract S1-S-02 & S1-S-03/TSM 2020-04 Subdivision) to Community Facilities District No. 2005-1 (Public Services), to Authorize the Levy Of Special Taxes Therein, and Setting Public Hearing (Annexation No. 13) SUMMARY:
The attached resolutions will begin the proceedings for the annexation of the development project known as Vineyard Estates Phase III Subdivision (the “Project”) into Community Facilities District 2005 - 1 (CFD) 2005-1. The conditions of approval for the Project require annexation into CFD 2005-1, which was established as an annexable district to provide funding to offset the increased cost for public safety, open space, and parks maintenance created by new development.
DISCUSSION:
By Resolution No. 05-334, the City Council established CFD 2005-1, a Mello Roos Community Facilities District with the intention that future development within the City of Madera (City) would annex into this district. The special taxes collected from the property owners within the district are used for the funding of police and fire protection services, storm drain infrastructure maintenance and operations, and park maintenance. Property owner assessments are paid as a component of the property tax collection process. As was originally envisioned with the establishment of the CFD, future residential projects not included in the initial formation process are required to go through an annexation process in order to be included in CFD 2005-1. Projects may be annexed one at a time, or in a group if they are ready at the same time.
Vineyard Estates Phase III Subdivision makes up Annexation No. 13. Vineyard Estates Phase III Subdivision Tract S1-S-02 & S1-S-03/TSM 2020-04 is owned by DMP Development Corp. The Project includes the development of approximately 135 single family residential units and two (2) landscaped lots. Only residential properties are assessed within CFD 2005-1 and therefore the two (2) landscaped lots are not expected to be included. The boundaries of the Project consist of the area within the original assessor’s parcel number (APN) 006-450-011 as depicted on Attachment 1.
Table 1: Project Overview
Project Name Owner Units Location
Vineyard Estates Phase
III
DMP Development
Corp. 135 Between Riverview Drive & Sunset Avenue, east of Caitlan Drive The attached resolutions represent the first steps that must be taken in the annexation process.
The resolution adopting a boundary map depicting the territory that is proposed for annexation.
A second resolution declares the City’s intention to annex the proposed territory into CFD 2005-
1. Establishing November 2, 2022, as the public hearing date for the final consideration of the annexation of the property into CFD 2005-1. See Attachment 1 to view a map of the subdivision.
As with all residential subdivisions, conditions of approval for the subdivision require annexation into CFD 2005-1 prior to recordation of the final subdivision map. This will comprise the 13th annexation. See Attachment 2 for a history of annexations into CFD 2005-1.
FINANCIAL IMPACT:
The 2022/23 Fiscal Year CFD 2005-1 assessment for single-family residential development is approximately $524.41 per dwelling unit. Based on this figure, the estimated annual revenue that will be received by the City (Fund 76650) for all 135 units in Annexation No. 13 will be $70,795.40. CFD 2005-1 includes an annual Consumer Price Index (CPI) adjustment, therefore, this amount will escalate over time. The process for annexation is funded by the developer and no General Fund monies are used for this effort.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
The proposed action is not specifically addressed as part of the plan, is not in conflict with the plan, but rather is sympathetic of the underlying principles of the Vision 2025 Plan.
ALTERNATIVES:
The City Council adopted Ordinance C.S. 792, which established the district and its special tax structure, on December 7, 2005. The Council could, at its discretion, consider alternative methods for funding the necessary services that are demanded by residential development and supported by CFD 2005-1. Amendment of the ordinance would be required.
ATTACHMENTS:
1. Resolution – Adopt Boundary Map
Exhibit A – Annexation Map No. 13
Resolution – Intent to Annex No. 13
Exhibit A – Annexation No. 13 Map
Exhibit B – Rate and Method of Apportionment
2. Vineyard Estates Phase III, Tract S1-S-02 & S1-S-03/TSM 2020-04 Subdivision Map
3. CFD 2005-1 Annexation No. 11 Map
4. CFD 2005-1 Boundary Map
5. Rate and Method of Apportionment
RESOLUTION NO. _____
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA, ADOPTING A BOUNDARY MAP SHOWING TERRITORY
PROPOSED FOR ANNEXATION TO CITY OF MADERA COMMUNITY
FACILITIES DISTRICT NO. 2005-1 (ANNEXATION NO. 13)
WHEREAS, the City Council of the City of Madera, California, (“City Council”), formed a Community Facilities District, designated as Community Facilities District No. 2005-1 (hereafter referred to as “CFD No. 2005-1”), pursuant to the terms and provisions of the “Mello-Roos Community Facilities Act of 1982”, being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California (the “Act”); and
WHEREAS, the City Council desires to initiate proceedings to annex the territory known as Vineyard Estates Phase III, Tract S1-S-02 & S1-S-03/TSM 2020-04 Subdivision (“Annexation No. 13”) to CFD No. 2005-1 Annexation No. 13 will consist of 135 single family residential units and 2 landscape lots located between Riverview Drive and Sunset Avenue, east of Caitlan Drive. Only residential properties are assessed within CFD 2005-1 and therefore the two (2) landscape lots are not expected to be included; and
WHEREAS, there has been submitted a map attached as Exhibit A showing the territory proposed to be annexed to CFD No. 2005-1, said area to be designated as Community Facilities District No. 2005-1, Annexation No. 13.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MADERA DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Recitals. The above recitals are all true and correct.
SECTION 2. Annexation Map. The map showing Annexation No. 13 and to be subject to the levy of a special tax by CFD No. 2005-1 upon the annexation of such territory to CFD No. 2005-1 is hereby approved and adopted. Such map is designated by the name of “Annexation No. 13 to City of Madera Community Facilities District No. 2005-1.” SECTION 3. Certificate. A certificate shall be endorsed on the original and on at least one (1) copy of the map of Annexation No. 13, evidencing the date and adoption of this Resolution, and within fifteen days after the adoption of the Resolution fixing the time and place of the Public Hearing on the intention to annex Annexation No. 13 to CFD No. 2005-1, a copy of said map shall be filed with the correct and proper endorsements thereon with County Recorder, all in the manner and form provided for in Section 3111 of the Streets and Highways Code of the State California.
EXHIBIT A
RESOLUTION NO. ______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA, DECLARING ITS INTENTION TO ANNEX TERRITORY
(VINEYARD ESTATES PHASE III TRACT S1-S-02 & S1-S-03/TSM 2020-04
SUBDIVISION) TO THE CITY OF MADERA COMMUNITY FACILITIES DISTRICT NO. 2005-1 (PUBLIC SERVICES), TO AUTHORIZE THE LEVY OF
SPECIAL TAXES THEREIN, AND SETTING PUBLIC HEARING (ANNEXATION NO. 13)
WHEREAS, the City Council of the City of Madera has conducted proceedings to establish Community Facilities District No. 2005-1 (Public Services) (the “CFD”) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended (the “Act”), Chapter 2.5 of Part 1 of Division 2 of Title 5, commencing at Section 53311, of the California Government Code; and WHEREAS, under the Act, the City Council, as the legislative body for the CFD, is empowered with the authority to annex territory to the CFD, and now desires to undertake proceedings to annex the territory known as Vineyard Estates Phase III Tract S1-S-02 & S1-S03/TSM 2020-04 Subdivision (“Annexation No. 13”) to the CFD. Annexation No. 13 will consist of 135 single family residential units and 2 landscape lots located between Riverview Drive and Sunset Avenue, east of Caitlan Drive. Only residential properties are assessed within CFD 2005-1 and therefore the 2 landscape lots are not expected to be included.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MADERA, HEREBY RESOLVES:
SECTION 1. This Council hereby finds and determines that public convenience and necessity require that territory be added to the CFD.
SECTION 2. The name of the existing CFD is “Community Facilities District No. 2005-1 (Public Services)”.
SECTION 3. The territory included in the existing CFD is as shown on the maps thereof filed in the office of the County Recorder, County of Madera State of California, to which maps reference is hereby made which have been filed with the Madera County Recorder’s Office.
The territory now proposed to be annexed to the CFD is as shown on the Boundary Map of Annexation No. 13 to the CFD, on file with the City Clerk, a copy of which is attached hereto as Exhibit “A” and made a part hereof, the boundaries of which territory are hereby preliminarily approved. The City Clerk is hereby directed to cause the recordation of said Boundary Map of Annexation No. 13 to the CFD, showing the territory to be annexed, in the Office of the County Recorder of the County of Madera within fifteen days of the date of adoption of this resolution.
SECTION 4. The types of public services financed by the CFD and pursuant to the Act consist of those services (the “Services”) described in Exhibit A to Resolution No. 05-334 adopted by the Council on the 16st day of November 2005 (the “Resolution of Formation”). It is presently intended that the Services will be shared, without preference or priority, by the existing territory in the CFD and the territory proposed to be annexed to the CFD.
SECTION 5. Except to the extent that funds are otherwise available to the CFD to pay for the Services and/or the principal and interest as it becomes due on bonds of the CFD issued to finance the Services, a special tax sufficient to pay the costs thereof is intended to be levied annually within the CFD, and collected in the same manner as ordinary ad valorem property taxes. The proposed rate and method of apportionment of the special tax among the parcels of real property within the CFD, as now in existence and following the annexation proposed herein, and in sufficient detail to allow each landowner within the territory proposed to be annexed to the CFD to estimate the maximum amount such owner will have to pay, is described in Exhibit B, which is hereby incorporated by this reference.
SECTION 6. The City Staff presented Annexation No. 13 to City Council at a Council Meeting on September 21, 2022, in order to begin annexation proceedings.
SECTION 7. Notice is given that on November 2, 2022, at 6:00 p.m., in the regular meeting place of this Council, being the City Council Chambers, located at 205 W. 4th St, Madera, California, the Council, as legislative body for the CFD, will conduct a public hearing on the annexation of territory to the CFD and consider and finally determine whether the public interest, convenience and necessity require said annexation of territory to the CFD and the levy of said special tax therein.
SECTION 8. The City Clerk is hereby directed to cause notice of said public hearing to be given by publication one time in a newspaper of general circulation in the area of the CFD. The publication of said notice shall be completed at least seven days before the date herein set for said hearing. Said notice shall be substantially in the form specified in Section 53339.4 of the Act. The City Clerk shall also cause a copy of the Resolution of Annexation, or a notice thereof, to be mailed to each landowner (and to each registered voter, if any) within the territory proposed to be annexed, which resolution or notice shall be mailed at least fifteen days before the date of said hearing.
Exhibit A
Exhibit B
RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
A Special Tax of Community Facilities District No. 2005-1 of the City of Madera (the “District”) shall be levied on all Assessor’s Parcels in the District and collected each Fiscal Year commencing Fiscal Year 2006-07 in an amount determined by the City through the application of the rate and method of apportionment of the Special Tax set forth below.
All of the real property in the District, unless exempted by law or by the provisions hereof shall be taxed for the purposes, to the extent and in the manner herein provided.
DEFINITIONS
The terms hereinafter set forth have the following meanings:
“Acre or Acreage” means the land area of an Assessor’s Parcel as shown on an Assessor’s Parcel Map, or if the land area is not shown on an Assessor’s Parcel Map, the land area shown on the applicable final subdivision map, other final map, other parcel map, other condominium plan, or functionally equivalent map or instrument recorded in the Office of the County Recorder. The square footage of an Assessor’s Parcel is equal to the Acreage multiplied by 43,560.
“Act” means the Mello-Roos Community Facilities Act of 1982, being Chapter 2.5, Part 1, Division 2 of Titles of the Government Code of the State of California, as amended, which authorizes the establishment of the District to finance: a) police protection services, and b) fire protection and suppression services, c) park maintenance, d) storm drainage system operation and maintenance and other services as defined herein including but not limited to ambulance and paramedic services.
“Administrative Expenses” means the actual or estimated costs incurred by the City as administrator of the District to determine, levy and collect the Special Taxes, including the proportionate amount of the salaries and benefits of City employees whose duties are directly related to administration of the District and the fees of consultants, legal counsel, the costs of collecting installments of the Special Taxes upon the general tax rolls, preparation of required reports; and any other costs required to administer the District as determined by the City.
“Annual Escalation Factor” means the greater of the increase in the annual percentage change of the All Urban Consumers Consumer Price Index (CPI) or three percent (3%).
The annual CPI used shall be for the area of San Francisco-Oakland-San Jose, CA as reflected in the then-current April update. The annual CPI used shall be as determined by the United States Department of Labor, Bureau of Labor Statistics, and may be obtained through the California Division of Labor Statistics and Research (www.dir.ca.gov/dlsr). If the foregoing index is not available, the District Administrator shall select a reasonably comparable index.
“Assessor’s Parcel” means a lot or parcel shown in an Assessor’s Parcel Map with an assigned assessor’s parcel number.
“Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by assessor’s parcel number.
“Base Year” means Fiscal Year ending June 30, 2007.
“City” means the City of Madera.
“Council” means the City Council of the City of Madera, acting as the legislative body of the District. “County” means the County of Madera, California. ”Developed Multi-Family Residence” means all Assessor’s Parcels of Developed Property for which a building permit has been issued for purposes of constructing a residential structure consisting of two or more residential units that share common walls, including but not limited to, duplexes, triplexes, town homes, condominiums, and apartment units.
”Developed Property” means all Taxable Property, exclusive of Property Owner Association Property, Non-Residential Property, or Public Property, for which a building permit was issued after January 1, 2005, and prior to May 1st preceding the Fiscal Year in which the Special Tax is being levied.
”Developed Single-Family Residence” means all Assessor’s Parcels of Developed Property for which a building permit(s) has been issued for purposes of constructing one single-family residential dwelling unit.
“District Administrator” means an official of the City, or designee thereof responsible for determining the Special Tax Requirement and providing for the levy and collection of the Special Taxes.
“District” means Community Facilities District No. 2005-1 of the City of Madera. “Entitled Property” means an Assessor’s Parcel and/or Lot in the District, which has a Final Map recorded prior to January 1st preceding the Fiscal Year in which the Special Tax is being levied, but for which no building permit has been issued prior to the May 1st preceding the Fiscal Year in which the Special Tax is being levied. The term “Entitled Property” shall apply only to Assessors’ Parcels and/or Lots, which have been subdivided for the purpose of residential development, excluding any Assessor’s Parcel that is designated as a remainder parcel determined by final documents and/or maps available to the District Administrator.
“Final Map” means an Assessor’s Parcel Map, a final subdivision map, other parcel map, other final map, other condominium plan, or functionally equivalent map that has been recorded in the Office of the County Recorder.
“Fiscal Year” means the period starting July 1 and ending on the following June 30. “Land Use Class” means any of the classes listed in Table 1. “Lot” means property within a recorded Final Map identified by a lot number for which a building permit has been issued or may be issued.
“Maximum Special Tax” means the maximum Special Tax, determined in accordance with Section C below that can be levied in the District in any Fiscal Year on any Assessor’s Parcel.
“Non-Residential Property” means all Assessors’ Parcels for which a building permit(s) has been issued for a non-residential use and does not contain any residential units as defined under Developed Single Family Residence or Developed Multi-Family Residence.
“Property Owner Association Property” means any property within the boundaries of the District that is owned by, or irrevocably dedicated as indicated in an instrument recorded with the County Recorder to a property owner association, including any master or sub- association.
“Proportionately” means in a manner such that the ratio of the actual Special Tax levy to the Maximum Special Tax is equal for all Assessor’s Parcels within each Land Use Class.
“Public Property” means any property within the boundaries of the District that is, at the time of the District formation or at the time of an annexation, expected to be used for rights-of-way, parks, schools or any other public purpose and is owned by or irrevocably offered for dedication to the federal government, the State, the County, the City or any other public agency.
“Service Costs” means the estimated and reasonable costs of providing police protection services and fire protection and suppression services, including but not limited to (i) the costs of contracting services, (ii) equipment, vehicles, ambulances and paramedics, fire apparatus, supplies, (iii) the salaries and benefits of City staff that directly provide police protection services and fire protection and suppression services and other services as defined herein, respectively, (iv) City overhead costs associated with providing such services within the District, (v) park maintenance, and (vi) storm drainage system operation and maintenance. On each July 1 following the Base Year, the increases attributed to salaries and benefits shall be calculated and limited to the increase based on the Annual Escalation Factor. The Special Tax will finance Services that are in addition to those provided in or required for the territory within the District and will not be replacing Services already available. The Special Tax provides only partial finding for police services, fire suppression and protection services, park maintenance, and storm drainage system operation and maintenance.
“Special Tax” means the Special Tax to be levied in each Fiscal Year on each Assessor’s Parcel of Taxable Property to find the Special Tax Requirement, and shall include Special Taxes levied or to be levied under Sections C and D, below. “Special Tax Requirement” means that amount required in any Fiscal Year for the District to: (i) pay for Service Costs; (ii) pay reasonable Administrative Expenses; (iii) pay any amounts required to establish or replenish any reserve funds; and (iv) pay for reasonably anticipated delinquent Special Taxes based on the delinquency rate for Special Taxes levied in the previous Fiscal Year; less any surplus of funds available from the previous Fiscal Year’s Special Tax levy.
“State” means the State of California.
“Property” means all of the Assessor’s Parcels within the boundaries of the District and any future annexation to the District that are not exempt from the Special Tax pursuant to law or as defined herein.
“Tax Exempt Property” means an Assessor’s Parcel not subject to the Special Tax.
Tax- Exempt Property includes: (i) Public Property, (ii) Property Owner Association Property, (iii) Non-Residential Property, and (iv) property designated by the City or District Administrator as Tax-Exempt Property.
“Undeveloped Property” means, for each Fiscal Year, all Assessor’s Parcels of Taxable Property not classified as Developed Property or Entitled Property, including an Assessor’s Parcel that is designated as a remainder parcel and is not identified as potential Public Property by any final documents and/or maps available to the District Administrator means any separate residential dwelling unit in which a person or persons may live, which comprises an independent facility capable of conveyance separate from adjacent residential dwelling units and is not considered to be for commercial or industrial use.
ASSIGNMENT TO LAND USE CATEGORIES
Each Fiscal Year using the definitions above, all Taxable Property within the District shall be classified as Developed Property, Entitled Property, or Undeveloped Property.
Developed Property shall be further classified as Developed Single-Family Residence or Developed Multi-Family Residence. Commencing with the Base Year and for each subsequent Fiscal Year, all Taxable Property shall be subject to Special Taxes pursuant to Sections C and D below.
1. DEVELOPED PROPERTY
TABLE 1
MAXIMUM SPECIAL TAX FOR DEVELOPED PROPERTY
COMMUNITY FACILITIES DISTRICT NO. 2005-1
Land Use Class Description Maximum Special
Tax Per Unit1
1 Developed Single-Family Residence $311 per unit
2 Developed Multi-Family Residence $285 per unit
1 Maximum Special Tax includes Administrative Expenses
2. ENTITLED PROPERTY
TABLE 2
MAXIMUM SPECIAL TAX FOR ENTITLED PROPERTY
COMMUNITY FACILITIES DISTRICT NO. 2005-1
Land Use Class Description Maximum Special Tax
Per Unit1
3 Entitled Property $166 per lot
1 Maximum Special Tax includes Administrative Expenses
On each July 1 following the Base Year (i.e., July 1, 2007), the Maximum Special Tax Rates in Table 1 and Table 2 shall be increased in accordance with the Annual Escalation Factor.
3. UNDEVELOPED PROPERTY
No Special Tax shall be levied on Undeveloped Property.
4. TAX-EXEMPT PROPERTY
No Special Tax shall be levied on Tax-Exempt Property.
5. MULTIPLE LAND USE CLASSES
In some instances an Assessor’s Parcel may contain more than one Land Use Class. The Maximum Special Tax levied on an Assessor’s Parcel shall be the sum of the Maximum Special Tax levies that can be imposed on all Land Use Classes located on that Assessor’s Parcel.
METHOD OF APPORTIONMENT OF SPECIAL TAXES
Commencing with Fiscal Year 2006-07, and for each subsequent Fiscal Year, the District Administrator shall calculate the Special Tax Requirement based on the definitions in Section A and levy the Special Tax as follows until the amount of the Special Tax levied equals the Special Tax Requirement. First, the Special Tax shall be levied each Fiscal Year on each Assessor’s Parcel of Developed Property Proportionately between Developed Single- Family Residence and Developed Multi-Family Residence up to 100% of the applicable Maximum Special Tax. Second, if the Special Tax Requirement has not been satisfied by the first step, then the Special Tax shall be levied each Fiscal Year on each Assessor’s Parcel of Entitled Property up to 100% of the applicable Maximum Special Tax for Entitled Property.
APPEALS
Any taxpayer that believes that the amount of the Special Tax assigned to an Assessor’s Parcel is in error may file a written notice with the District Administrator appealing the levy of the Special Tax. This notice is required to be filed with the District Administrator during the Fiscal Year the error is believed to have occurred. The District Administrator or designee will then promptly review the appeal and, if necessary, meet with the taxpayer.
If the District Administrator verifies that the tax should be changed, the Special Tax levy shall be corrected and, if applicable in any case, a refund shall be granted.
EXEMPTIONS
No Special Tax shall be levied on Non-Residential Property, Undeveloped Property, Property Owner Association Property or Public Property.
MANNER OF COLLECTION
Special Tax as levied pursuant to Section D above shall be collected in the same manner and at the same time as ordinary ad valorem property taxes; provided, however, that the District Administrator may directly bill the Special Tax, may collect Special Taxes at a different time or in a different manner if necessary to meet the financial obligations of the District or as otherwise determined appropriate by the District Administrator.
TERM OF SPECIAL TAX
After the establishment of the District, the City Council may reexamine, if deemed necessary by City Council, the necessity of the continuance of the Special Tax through the preparation of a Fiscal Impact Analysis, otherwise the Special Tax shall be levied in perpetuity.
Attachment 2
Attachment 3
Attachment 4 - CFD 2005-1 Map
Attachment 5
RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
A Special Tax of Community Facilities District No. 2005-1 of the City of Madera (the “District”) shall be levied on all Assessor’s Parcels in the District and collected each Fiscal Year commencing Fiscal Year 2006-07 in an amount determined by the City through the application of the rate and method of apportionment of the Special Tax set forth below.
All of the real property in the District, unless exempted by law or by the provisions hereof shall be taxed for the purposes, to the extent and in the manner herein provided.
DEFINITIONS
The terms hereinafter set forth have the following meanings:
“Acre or Acreage” means the land area of an Assessor’s Parcel as shown on an Assessor’s Parcel Map, or if the land area is not shown on an Assessor’s Parcel Map, the land area shown on the applicable final subdivision map, other final map, other parcel map, other condominium plan, or functionally equivalent map or instrument recorded in the Office of the County Recorder. The square footage of an Assessor’s Parcel is equal to the Acreage multiplied by 43,560.
“Act” means the Mello-Roos Community Facilities Act of 1982, being Chapter 2.5, Part 1, Division 2 of Titles of the Government Code of the State of California, as amended, which authorizes the establishment of the District to finance: a) police protection services, and b) fire protection and suppression services, c) park maintenance, d) storm drainage system operation and maintenance and other services as defined herein including but not limited to ambulance and paramedic services.
“Administrative Expenses” means the actual or estimated costs incurred by the City as administrator of the District to determine, levy and collect the Special Taxes, including the proportionate amount of the salaries and benefits of City employees whose duties are directly related to administration of the District and the fees of consultants, legal counsel, the costs of collecting installments of the Special Taxes upon the general tax rolls, preparation of required reports; and any other costs required to administer the District as determined by the City.
“Annual Escalation Factor” means the greater of the increase in the annual percentage change of the All Urban Consumers Consumer Price Index (CPI) or three percent (3%).
The annual CPI used shall be for the area of San Francisco-Oakland-San Jose, CA as reflected in the then-current April update. The annual CPI used shall be as determined by the United States Department of Labor, Bureau of Labor Statistics, and may be obtained through the California Division of Labor Statistics and Research (www.dir.ca.gov/dlsr). If the foregoing index is not available, the District Administrator shall select a reasonably comparable index.
“Assessor’s Parcel” means a lot or parcel shown in an Assessor’s Parcel Map with an assigned assessor’s parcel number.
“Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by assessor’s parcel number.
“Base Year” means Fiscal Year ending June 30, 2007.
“City” means the City of Madera.
“Council” means the City Council of the City of Madera, acting as the legislative body of the District. “County” means the County of Madera, California. ”Developed Multi-Family Residence” means all Assessor’s Parcels of Developed Property for which a building permit has been issued for purposes of constructing a residential structure consisting of two or more residential units that share common walls, including but not limited to, duplexes, triplexes, town homes, condominiums, and apartment units.
”Developed Property” means all Taxable Property, exclusive of Property Owner Association Property, Non-Residential Property, or Public Property, for which a building permit was issued after January 1, 2005, and prior to May 1st preceding the Fiscal Year in which the Special Tax is being levied.
”Developed Single-Family Residence” means all Assessor’s Parcels of Developed Property for which a building permit(s) has been issued for purposes of constructing one single-family residential dwelling unit.
“District Administrator” means an official of the City, or designee thereof responsible for determining the Special Tax Requirement and providing for the levy and collection of the Special Taxes.
“District” means Community Facilities District No. 2005-1 of the City of Madera. “Entitled Property” means an Assessor’s Parcel and/or Lot in the District, which has a Final Map recorded prior to January 1st preceding the Fiscal Year in which the Special Tax is being levied, but for which no building permit has been issued prior to the May 1st preceding the Fiscal Year in which the Special Tax is being levied. The term “Entitled Property” shall apply only to Assessors’ Parcels and/or Lots, which have been subdivided for the purpose of residential development, excluding any Assessor’s Parcel that is designated as a remainder parcel determined by final documents and/or maps available to the District Administrator.
“Final Map” means an Assessor’s Parcel Map, a final subdivision map, other parcel map, other final map, other condominium plan, or functionally equivalent map that has been recorded in the Office of the County Recorder.
“Fiscal Year” means the period starting July 1 and ending on the following June 30. “Land Use Class” means any of the classes listed in Table 1. “Lot” means property within a recorded Final Map identified by a lot number for which a building permit has been issued or may be issued.
“Maximum Special Tax” means the maximum Special Tax, determined in accordance with Section C below that can be levied in the District in any Fiscal Year on any Assessor’s Parcel.
“Non-Residential Property” means all Assessors’ Parcels for which a building permit(s) has been issued for a non-residential use and does not contain any residential units as defined under Developed Single Family Residence or Developed Multi-Family Residence.
“Property Owner Association Property” means any property within the boundaries of the District that is owned by, or irrevocably dedicated as indicated in an instrument recorded with the County Recorder to a property owner association, including any master or sub- association.
“Proportionately” means in a manner such that the ratio of the actual Special Tax levy to the Maximum Special Tax is equal for all Assessor’s Parcels within each Land Use Class.
“Public Property” means any property within the boundaries of the District that is, at the time of the District formation or at the time of an annexation, expected to be used for rights-of-way, parks, schools or any other public purpose and is owned by or irrevocably offered for dedication to the federal government, the State, the County, the City or any other public agency.
“Service Costs” means the estimated and reasonable costs of providing police protection services and fire protection and suppression services, including but not limited to (i) the costs of contracting services, (ii) equipment, vehicles, ambulances and paramedics, fire apparatus, supplies, (iii) the salaries and benefits of City staff that directly provide police protection services and fire protection and suppression services and other services as defined herein, respectively, (iv) City overhead costs associated with providing such services within the District, (v) park maintenance, and (vi) storm drainage system operation and maintenance. On each July 1 following the Base Year, the increases attributed to salaries and benefits shall be calculated and limited to the increase based on the Annual Escalation Factor. The Special Tax will finance Services that are in addition to those provided in or required for the territory within the District and will not be replacing Services already available. The Special Tax provides only partial finding for police services, fire suppression and protection services, park maintenance, and storm drainage system operation and maintenance.
“Special Tax” means the Special Tax to be levied in each Fiscal Year on each Assessor’s Parcel of Taxable Property to find the Special Tax Requirement, and shall include Special Taxes levied or to be levied under Sections C and D, below. “Special Tax Requirement” means that amount required in any Fiscal Year for the District to: (i) pay for Service Costs; (ii) pay reasonable Administrative Expenses; (iii) pay any amounts required to establish or replenish any reserve funds; and (iv) pay for reasonably anticipated delinquent Special Taxes based on the delinquency rate for Special Taxes levied in the previous Fiscal Year; less any surplus of funds available from the previous Fiscal Year’s Special Tax levy.
“State” means the State of California.
“Property” means all of the Assessor’s Parcels within the boundaries of the District and any future annexation to the District that are not exempt from the Special Tax pursuant to law or as defined herein.
“Tax Exempt Property” means an Assessor’s Parcel not subject to the Special Tax.
Tax- Exempt Property includes: (i) Public Property, (ii) Property Owner Association Property, (iii) Non-Residential Property, and (iv) property designated by the City or District Administrator as Tax-Exempt Property.
“Undeveloped Property” means, for each Fiscal Year, all Assessor’s Parcels of Taxable Property not classified as Developed Property or Entitled Property, including an Assessor’s Parcel that is designated as a remainder parcel and is not identified as potential Public Property by any final documents and/or maps available to the District Administrator means any separate residential dwelling unit in which a person or persons may live, which comprises an independent facility capable of conveyance separate from adjacent residential dwelling units and is not considered to be for commercial or industrial use.
ASSIGNMENT TO LAND USE CATEGORIES
Each Fiscal Year using the definitions above, all Taxable Property within the District shall be classified as Developed Property, Entitled Property, or Undeveloped Property.
Developed Property shall be further classified as Developed Single-Family Residence or Developed Multi-Family Residence. Commencing with the Base Year and for each subsequent Fiscal Year, all Taxable Property shall be subject to Special Taxes pursuant to Sections C and D below.
1. DEVELOPED PROPERTY
TABLE 1
MAXIMUM SPECIAL TAX FOR DEVELOPED PROPERTY
COMMUNITY FACILITIES DISTRICT NO. 2005-1
Land Use Class Description Maximum Special
Tax Per Unit1
1 Developed Single-Family Residence $311 per unit
2 Developed Multi-Family Residence $285 per unit
1 Maximum Special Tax includes Administrative Expenses
2. ENTITLED PROPERTY
TABLE 2
MAXIMUM SPECIAL TAX FOR ENTITLED PROPERTY
COMMUNITY FACILITIES DISTRICT NO. 2005-1
Land Use Class Description Maximum Special Tax
Per Unit1
3 Entitled Property $166 per lot
1 Maximum Special Tax includes Administrative Expenses
On each July 1 following the Base Year (i.e., July 1, 2007), the Maximum Special Tax Rates in Table 1 and Table 2 shall be increased in accordance with the Annual Escalation Factor.
3. UNDEVELOPED PROPERTY
No Special Tax shall be levied on Undeveloped Property.
4. TAX-EXEMPT PROPERTY
No Special Tax shall be levied on Tax-Exempt Property.
5. MULTIPLE LAND USE CLASSES
In some instances an Assessor’s Parcel may contain more than one Land Use Class. The Maximum Special Tax levied on an Assessor’s Parcel shall be the sum of the Maximum Special Tax levies that can be imposed on all Land Use Classes located on that Assessor’s Parcel.
METHOD OF APPORTIONMENT OF SPECIAL TAXES
Commencing with Fiscal Year 2006-07, and for each subsequent Fiscal Year, the District Administrator shall calculate the Special Tax Requirement based on the definitions in Section A and levy the Special Tax as follows until the amount of the Special Tax levied equals the Special Tax Requirement. First, the Special Tax shall be levied each Fiscal Year on each Assessor’s Parcel of Developed Property Proportionately between Developed Single- Family Residence and Developed Multi-Family Residence up to 100% of the applicable Maximum Special Tax. Second, if the Special Tax Requirement has not been satisfied by the first step, then the Special Tax shall be levied each Fiscal Year on each Assessor’s Parcel of Entitled Property up to 100% of the applicable Maximum Special Tax for Entitled Property.
APPEALS
Any taxpayer that believes that the amount of the Special Tax assigned to an Assessor’s Parcel is in error may file a written notice with the District Administrator appealing the levy of the Special Tax. This notice is required to be filed with the District Administrator during the Fiscal Year the error is believed to have occurred. The District Administrator or designee will then promptly review the appeal and, if necessary, meet with the taxpayer.
If the District Administrator verifies that the tax should be changed, the Special Tax levy shall be corrected and, if applicable in any case, a refund shall be granted.
EXEMPTIONS
No Special Tax shall be levied on Non-Residential Property, Undeveloped Property, Property Owner Association Property or Public Property.
MANNER OF COLLECTION
Special Tax as levied pursuant to Section D above shall be collected in the same manner and at the same time as ordinary ad valorem property taxes; provided, however, that the District Administrator may directly bill the Special Tax, may collect Special Taxes at a different time or in a different manner if necessary to meet the financial obligations of the District or as otherwise determined appropriate by the District Administrator.
TERM OF SPECIAL TAX
After the establishment of the District, the City Council may reexamine, if deemed necessary by City Council, the necessity of the continuance of the Special Tax through the preparation of a Fiscal Impact Analysis, otherwise the Special Tax shall be levied in perpetuity.
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: September 21, 2022
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
DICK’S Sporting Goods Foundation Grant Award
RECOMMENDATION:
Adopt a Resolution Approving the DICK’S Sporting Goods Foundation Grant Award Agreement in the amount of $25,000 as part of the Sports Matter Program SUMMARY:
Established in 2011, The DICK’S Sporting Goods Foundation (Foundation) is a tax exempt 501(c)(3) non-profit corporation with a mission to inspire and enable sports participation. It was created by DICK’S Sporting Goods, Inc. as a private corporate foundation to support DICK’S charitable and philanthropic activities.
The Foundation believes “Sports Matter” because “participation in sports makes people better”.
Sports may increase confidence and motivate kids to stay in the classroom and aim for higher education. It is also believed that they help build character and teach life lessons that extend well beyond the playing field. That’s why DICKS has made it the mission of their Sports Matter programs to give local athletes the opportunity to play.
DISCUSSION:
Since 2018, the Foundation has pledged more than $14 million to partner with DICK’S Sporting Goods Store Managers and Community Marketing Managers to provide meaningful grants to support youth sports teams, leagues, and programs in local communities throughout the country.
The Parks and Community Services Department initially submitted a request under the Sports Matter Program for a donation or sponsorship to the Foundation, proposing new batting cages _________________________________ Agenda Number: D-2
Joseph Hebert, Parks & Community Services Director
to be installed at Lions Town & Country Park, to augment on the community’s diverse baseball community that actively utilizes the park. The initial request was of $15,000 for the install of two batting cages.
The Foundation confirmed receipt of the request and responded with an approval, granting an additional $10,000 to the request. A total of $25,000 for the project was awarded.
The City intends to utilize the funds to install two batting cages near Ballfield 1. Funds will cover the install of the two batting cages, relocation of sprinkler lines and sprinkler heads, as well as concrete framing to support the install of the batting cages. It is noted that outside of the local schools, there are no public batting cages in the City.
FINANCIAL IMPACT:
The City of Madera anticipates no internal financial impact as the project is being funded solely by the $25,000 grant award.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
• Strategy #113 – Promote greater accessibility of City facilities and services to meet the needs of various cultural, socio-economic, and disabled groups. • Strategy #202 – Develop/expand and promote community gathering places that reflect the multicultural community in Madera.
ALTERNATIVES:
Council may direct staff to not enter into an agreement with DICK’S Sporting Goods Foundation at this time. This will result in no further improvements associated with ballfields enhancements being considered at Lions Town & Country Park.
ATTACHMENTS:
1. Map of Planned Location for Batting Cages
2. Resolution Approving Agreement
a. Exhibit A – Grant Award Agreement
ATTACHMENT 1
General location of the of the Batting Cages
ATTACHMENT 2
Resolution Approving Agreement
RESOLUTION NO. 20 - __________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA APPROVING THE DICK’S SPORTING GOODS FOUNDATION GRANT AWARD AGREEMENT IN THE AMOUNT OF $25,000 AS PART OF
THE SPORTS MATTER PROGRAM
WHEREAS, the established in 2011, The DICK’S Sporting Goods Foundation is a tax exempt 501(c)(3) non-profit corporation with a mission to inspire and enable sports participation; and WHEREAS, it was created by DICK’S Sporting Goods, Inc. as a private corporate foundation to support DICK’S charitable and philanthropic activities; and WHEREAS, DICK’S Sporting Goods and the DICK’S Sporting Goods Foundation believes Sports Matter because participation in sports makes people better; and WHEREAS, a total of $25,000 has been awarded to the City of Madera for batting cages project at Lions Town & Country Park.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MADERA finds, orders and resolves as follows:
1. The above recitals are true and correct.
2. The City Council approves the Grant Award Agreement in the amount of $25,000 for batting cages at Lions Town & Country Park, which is attached to this resolution as Exhibit A.
3. Delegates the authority to the City Manager to sign and submit all documents, including, but not limited to the Grant Award Agreement.
4. This Resolution is effective immediately upon adoption. ********************
Exhibit A to Resolution
Grant Award Agreement
1 LFGAA 7.15.19
GRANT AWARD AGREEMENT
City of Madera
\/\/DSG_emp_date\/\/
City of Madera
Attn: Arnoldo Rodriguez
701 East 5th Street
Madera, California 93638
TAX ID NUMBER: 94-6000365
Dear Arnoldo Rodriguez:
Congratulations! The DICK’S Sporting Goods Foundation (the “Foundation”) is pleased to inform you that it has approved a grant to City of Madera (the “Grantee”) in the amount of $25,000.00 as part of its Sports Matter Program (“Program”). The grant and any income thereon is to be used solely to support the Grantee’s public batting cage access to the citizen participants of Madera.
Grantee Obligations
In consideration of the grant, Grantee agrees that it will cooperate with the Foundation and its partners to promote the Program. Grantee and the Foundation shall mutually agree on promotional activities during the term of the agreement. By way of example and not limitation, promotional activities may include items like the following: (i) a community event to celebrate the receipt of the grant; (ii) the creation of a video detailing the impact of the grant on the Grantee and community; (iii) surveys about the Program; (iv) media events, press releases and social media campaigns; and (v) placement of the Foundation Logo on the Grantee’s website (if one exists).
Intellectual Property
In connection with the foregoing, the Grantee, on behalf of itself, its parents, subsidiaries, affiliates, administrators, successors and assigns, hereby grants the Foundation an irrevocable, non-exclusive, sub-licensable, perpetual, royalty-free, worldwide license and right to broadcast, publicly display, exhibit and/or otherwise use any trademarks, trade names, and content owned, licensed, developed or controlled by Grantee and provided to the Foundation in connection with the Program (“Grantee Content”), in any manner or medium now or hereafter known or devised. At all times, the Grantee Content shall DocuSign Envelope ID: 620B7384-59C0-4EDD-B8BC-AFDD06F614A1 9/9/2022
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2 LFGAA 7.15.19
remain the property of Grantee. Notwithstanding the foregoing, the Foundation will have the right to make and/or use unlimited derivative works from the Grantee Content, to assign or transfer any or all such rights and to grant unlimited sublicenses. Without limiting the foregoing, the Foundation will have the right to use the Grantee Content, and any portion thereof, in any merchandising, advertising, marketing, promotion or any other commercial or non-commercial purpose in relation to the Program. This license and right shall survive any expiration or termination of this Agreement.
Grantee acknowledges that it has no right of approval or consultation with respect to the Foundation’s use of the Grantee Content. The Foundation will not be responsible for the return or preservation of the Grantee Content. The Foundation shall use its sole and absolute discretion in determining the extent and manner of the use of the Grantee Content, and the Foundation is not obligated in any way to use or exploit the same or any rights granted by the Grantee, or any portion thereof, in any medium or any manner whatsoever, including but not limited to use on the Foundation website(s) or as the Foundation may choose to use any Grantee Content, or part thereof. Grantee further agrees that Grantee Content has not been, and will not be submitted in confidence or in trust, and that no confidential or fiduciary relationship is intended or created.
Grantee represents and warrants that: (a) the Grantee Content: (i) has been legally obtained and/or created; (ii) does not infringe the intellectual property, privacy or publicity rights or any other legal or moral rights of any third party or violate applicable laws, regulations or network standards and; (b) it (i) has not done anything which has impaired and will not do anything to impair the rights granted to the Foundation in any way; and (ii) acknowledges that, if applicable, it has secured written permission from all individuals depicted in any photograph(s) and/or video(s) included with the Grantee Content, and further that such permission is extended to the Foundation for the Foundation’s use as set forth herein and in any manner it deems appropriate.
Indemnification
Grantee agrees to indemnify and hold harmless the Foundation, its agencies and each of their designated agents, their respective parents, and their subsidiaries, affiliates, successors, licensees, and assigns, and each of their directors, officers, agents, equity holders and employees (“Released Parties”), from and against any and all claims, losses, costs, damages, liabilities and costs and expenses (including reasonable attorneys' fees and costs) which arise out of (i) Grantee’s acts or omissions related to the Program and (ii) any breach of this agreement.
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Limitation of Liability; Remedies
Grantee agrees that: (i) any and all disputes, claims and causes of action arising out of or connected with the Program and/or any grant of funds hereunder will be resolved individually, without resort to any form of class action; (ii) any and all claims, judgments and awards will be limited to actual third-party, out-of-pocket costs incurred, but in no event will attorneys' fees be awarded or recoverable; (iii) under no circumstances will Grantee be permitted to obtain any award for, and Grantee knowingly and expressly waives all rights to seek, punitive, incidental, consequential or special damages, lost profits and/or any other damages; (iv) it irrevocably waives any right to seek injunctive or equitable relief; and (v) it releases and holds harmless Released Parties from any and all claims that any commercial, advertising, presentation, web content or any other material subsequently produced, presented, and/or prepared by or on behalf of the Foundation infringes on the rights of the Grantee contained in any Grantee Content or otherwise.
Use of the Grant and Restrictions
Grantee agrees that the grant funds must be used exclusively for purposes described in section 501(c)(3) of the Internal Revenue Code of 1986 (the “Code”). No funds may be spent for any other purpose.
The grant funds and income thereon may not be used for any of the following purposes:
(1) to carry on propaganda, or otherwise to attempt, to influence legislation within the meaning of section 4945(d)(1) of the Code; (2) to influence the outcome of any specific public election, or to carry on, directly or indirectly, any voter registration drive within the meaning of section 4945(d)(2) of the Code; (3) to make any grant to an individual or organization which does not comply with the requirements of section 4945(d)(3) or (4) of the Code; or (4) to undertake any activity which is not charitable within the meaning of section 501(c)(3) of the Code.
All grant funds and the income thereon must be expended only for purposes described in section 501(c)(3) of the Code. This grant is made only for the purposes stated in this agreement, and the grant funds as well as any income thereon may not be expended for any other purpose without the Foundation's prior written approval. Any funds not expended or committed for the purposes of the grant must be returned to the Foundation.
Grantee agrees that the Foundation has standing to enforce the conditions of this agreement, including repayment of diverted funds.
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4 LFGAA 7.15.19
Grantee shall provide annual narrative and financial reports on the use of the grant funds, including income thereon, to the Foundation. The reports shall be made within a reasonable time after the end of Grantee's fiscal year in which funds are expended, but no later than Friday, June 30, 2023. The reports shall provide an analysis of the charitable purposes accomplished through use of the grant funds for the Program.
Although the grant funds need not be physically segregated, the funds and the income thereon should be accounted for separately on Grantee's books and records. Records of receipts and expenditures under the grant, as well as copies of reports submitted to the Foundation, must be kept by Grantee for at least four years after the payment of the funds.
Grantee's books and records must be available for the Foundation's inspection at reasonable times.
The Grantee shall take reasonable steps to ensure that funds provided by the Foundation are neither distributed to terrorists or their support networks nor used for activities that support terrorism or terrorist organizations.
The conditions with respect to the grant set forth in this agreement are intended to satisfy the requirements for expenditure responsibility under section 4945(h) of the Code. If additional requirements are deemed to be necessary by the Foundation to comply with the requirements under section 4945(h) of the Code, Grantee agrees to comply with any additional requirements.
General
The construction, validity, interpretation and enforceability of this agreement will be governed by and construed in accordance with the laws of the Commonwealth of Pennsylvania, without giving effect to any choice of law or conflict of law rules. Grantee consents to the jurisdiction and venue of the federal, state and local courts located in Pittsburgh, Pennsylvania. Notwithstanding the foregoing, Grantee acknowledges that the Foundation may nonetheless: (1) seek to obtain injunctive or other equitable relief from a court to enforce the provisions of this agreement; and/or (2) bring an action in court to protect or interpret any of the Foundation’s purported intellectual property rights.
The Foundation may include information on this grant in its periodic public reports.
This agreement and the grant contemplated herein are not assignable by Grantee. The Foundation, its parents, successors and assigns, will have the unlimited right to assign this agreement and the rights granted at any time, in whole or in part, to any party.
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5 LFGAA 7.15.19
The payment of grant funds will not be made by the Foundation until receipt by the Foundation of a copy of this agreement signed by an authorized officer of Grantee indicating acceptance of the terms of the proposed grant.
If the terms and conditions of the grant are acceptable to you, please execute in the applicable area below and return the original, fully executed document to The DICK’S Sporting Goods Foundation at the address set forth above.
Sincerely,
\/\/DSG_emp\/\/
Aimee Watters
Executive Director
The DICK’S Sporting Goods Foundation
ACCEPTED AND AGREED:
City of Madera, a registered 501(c)(3) non-profit organization in the State of Signature: \/\/DSG_grantee\/\/
Printed Name: Arnoldo Rodriguez
Title:
Date: \/\/DSG_grantee_date\/\/
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REPORT TO CITY COUNCIL
Approved by:
_________________________________
Kingsley, Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Madera Metro Transit Plan and Service Design Guidelines RECOMMENDATION:
Adopt a Resolution Approving the Final Report of the Madera Metro Transit Plan (MTP) and the City’s Transit System Service Design Guidelines
SUMMARY:
On April 21, 2021 the City retained WSP USA, Inc (WSP), a leader in public transit planning. While the City initially planned on developing a new transit plan in a single phase, as the project evolved, it was determined that a two-phase approach was more appropriate. This item is for Phase I only, while Phase II will be presented to Council at a future date.
BACKGROUND:
Council may recall that WSP was originally retained to complete Phase I of the study; however, as the plan evolved, staff recommended that a second phase (Phase II) be added to implement the recommendations found in Phase I in an effort to make the transit system more robust. A resolution to approve the agreement with WSP for Phase II was presented and adopted by Council on July 20, 2022. While staff is recommending that the Council adopt Phase I of the MTP, it is noted that the MTP is expected to be treated as a fluid document and modifications are expected as passenger and/or land use patterns change; however, the MTP outlines key principles. Moreover, while Phase I included a public outreach component, additional outreach is called for as part of Phase II.
As Council may be aware, the existing transit system evolved as the City developed based on passenger demand. In certain situations, stops appear logical, whereas in others they may have been added based on a passengers preferred location (i.e., at the intersection near their home).
Council Meeting of: September 21, 2022
Agenda Number: D-3
Unfortunately, in some situations, it appears that some stops may no longer be conducive to high ridership. Moreover, as the City grows and new destinations are introduced, passenger behavior should be analyzed to ensure that preferred destinations are added, while those that have less riders are eliminated resulting in an efficient system. As a result, staff recommended to reevaluate the system employing a holistic approach, thus the need for the preparation of the MTP.
DEFINING PHASE I AND PHASE II
Phase I of the MTP focused on assessing the network and redesigning the fixed-route bus system, including identifying ideal stops. This included updating route schedules, reducing headways, and assessing destinations by marrying land use patterns with public transit needs, or ensuring that routes led to desired destinations. The following provides a synopsis of Phase I. Phase I was conducted from July 2021 – July 2022 and included the following elements:
o Analysis of existing system
o Research of peer agencies and industry best practices o Development of preliminary route realignment recommendations o Development of the MTP
It should be noted that in an effort to gain insight as part of Phase I, WSP consulted the following stakeholders:
The City’s Transit Advisory Board
Community members
Community stakeholders, and
City staff
While Phase I identified new routes, additional consideration should be given to ensure that the routes reflect the desires of the community. To do so, the team plans on the following for Phase II:
Phase II is scheduled to be conducted from August 2022 – April 2023 and will include the following elements:
o Robust public outreach of route proposals
o Refining of route proposals
o Development of the service implementation plan/schedule o Finalization of routes and implementation of new service in April 2023
GOALS OF THE MTP
The intent of the MTP is to:
Evaluate the City’s transit system and devise operational and policy changes. Improve connectivity with other modes of transportation. Improve systems to advance multi-modal transportation within the region. Evaluate the changes that should be implemented or enhanced, in order to improve the efficiencies and the connectivity with current planned transportation systems.
As part of the MTP, the Madera Metro Service Design Standards (Guidelines) establishes policies and procedures to follow when seeking transit improvements and/or route alterations to ensure the Madera Metro fixed-route network can grow and improve. Specifically, the Guidelines aim to bring clarity and consistency to the decision-making process with regards to making changes and/or additions to the network.
The service design guidelines apply to the following items:
Bus Route and Stop Design
Bus Stop Development and Changes
Fixed-Route Scheduling
Performance Measurements
DISCUSSION:
According to the 2014 Transportation Plan and Sustainable Communities Strategy, the forecast for traffic generated by the projected population, housing and employment shows that total vehicle trips in the County will increase by approximately 93 percent between 2010 and 2040.
Furthermore, vehicle miles of travel in 2040 are forecasted to increase by approximately 44 percent from 2010 due to longer trips and commute trips to and from Fresno. The 2014 Regional Transportation Plan (RTP) also focuses on creating a more balanced, multi-modal transportation system while increasing accessibility to land use patterns that support social equity.
On June 30, 2020 the City was awarded the Sustainable Transportation Planning Grant in the amount of $100,000 from the California Department of Transportation (Caltrans), Division of Transportation Planning. The purpose of this grant is to develop a Madera Transit Plan focused on evaluating the City’s transit system, devising operational and policy changes, improving connectivity with other modes of transportation, improving systems to advance multi-modal transportation within the region, and evaluating changes that should be implemented or enhanced in an attempt to improve efficiency and connectivity with the current transportation systems.
In April 2021, Council approved the agreement with WSP for transit consulting services for the development of the MTP. The Project objective included:
Facilitation of community forums, Committee meetings, and Public Hearings. Development and implementation of a survey to assess the public concerns surrounding the City’s transit system.
Aggregation of survey data to inform Project Committee, City staff and other stakeholders as identified.
Cataloging, mapping, and inspecting all fixed route bus stops including bike path/lane accessibility and determining if stop is essential or deemed obsolete. Confirming current headways on all routes during peak time of day and non-peak time of day and documenting fixed issues such as school dismissal traffic and/or speed limits. Researching and developing policy recommendations on best practices for new and/or retiring stops, improving headways and schedules, developing efficient route, enhancing safety, and fueling timetables.
Evaluating the current fixed route efficiencies and proposing new routes deemed necessary based on assessment criteria.
The project will contribute to the implementation of the RTP goals and objectives, including the regional 2017 Active Transportation Plan (ATP), which will serve as a guide in developing the project. This comprehensive transit study will serve as a tool for the City towards effectively planning and investing capital dollars in amenities at proper locations to support transit goals and meet the needs of the community.
FINANCIAL IMPACT:
Transit services and personnel time is expended through Local Transportation Funds (LTF) and other Transit related budgets which are grant funded. This project required a 11.47% ($12,956) Local Share Match which was fulfilled through LTF.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
The updated Transit Asset Management (TAM) Plan supports the Vision Madera 2025 Plan as follows:
Strategy 121
o Multi-modal transportation: Develop a city-wide multi-modal transportation plan to ensure safe, affordable and convenient transportation modes for residents and businesses within Madera.
ALTERNATIVES:
Potential Council alternatives include:
Request the inclusion of additional items into the Service Design Guidelines and postpone adopting the resolution. Note: this would result in extending the timeline of the project and consequently the agreement with WSP.
ATTACHMENTS:
1. Attachment A – Resolution
2. Attachment B – Madera Transit Plan Draft Final
Exhibit A – Madera Transit Plan Timeline
3. Attachment C – Madera Service Design Guidelines
RESOLUTION NO. 22-___
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA
ADOPTING THE CITY OF MADERA TRANSIT PLAN AND THE MADERA TRANSIT
SYSTEM SERVICE DESIGN GUIDELINES
WHEREAS, the City of Madera operatesthe Madera Metro Fixed Route and Dial-A-Ride Transit System; and
WHEREAS,the Madera Transit Plan is a network assessment and proposed redesign of the existing transit system; and
WHEREAS,the primary objective of the Madera Transit Plan is to analyze the current system to develop recommendations for revising routes, updating route schedules, and improving headway times; and
WHEREAS,the purpose of the Madera Metro Service Design Guidelines is to establish criteria and standards to ensure the City’s Transit system can consistently grow and improve; and WHEREAS,the guidelines aim to bring clarity and consistency to the decision-making process when considering changes and/or additions to the network; and WHEREAS, establishing these guidelines ensures the network continues to evolve to respond to customer needs while confirming Madera Metro resources are used in an efficient manner; and NOW THEREFORE, the City Council of the City of Madera hereby finds, orders and resolves as follows:
1. The above recitals are true and correct.
2. The Council hereby adoptsthe City of Madera Transit Plan and the Madera Metro Service Design Guidelines.
3. This resolution is effective immediately upon adoption. ***
MADERA METRO
DRAFT MADERA TRANSIT PLAN
DRAFT REPORT
AUGUST 2022
TABLE OF CONTENTS
1 INTRODUCTION.................................................................... 2 2 DEVELOPMENT PROCESS..............................................5 3 PROPOSED ROUTES......................................................... 11 4 NEXT STEPS ........................................................................20
LIST OF FIGURES
FIGURE 1 MADERA METRO SERVICE AREA................................................... 2 FIGURE 2 MTP PHASES................................................................................................ 3 FIGURE 3 MTP GOALS................................................................................................... 4 FIGURE 4 MTP DEVELOPMENT PROCESS.......................................................5 FIGURE 5 MADERA METRO EXISTING SYSTEM...........................................6 FIGURE 6 SAMPLE BUS STOP FACT SHEET....................................................8 FIGURE 7 ROUTE AND BUS STOP STANDARDS..........................................9 FIGURE 8 STAKEHOLDER COORDINATION SUMMARY......................10 FIGURE 9 COMMUNITY OUTREACH SUMMARY.......................................10 FIGURE 10 PROPOSED MADERA METRO FIXED-ROUTE SYSTEM.11
FIGURE 11 PROPOSED PURPLE LINE ALIGNMENT....................................12 FIGURE 12 PROPOSED ORANGE LINE ALIGNMENT ................................14 FIGURE 13 PROPOSED GREEN LINE ALIGNMENT....................................16 FIGURE 14 PROPOSED BLUE LINE ALIGNMENT........................................18 FIGURE 15 PHASE II TIMELINE................................................................................21
LIST OF TABLES
TABLE 1 EXISTING ROUTE ANALYSIS.................................................................. 7 TABLE 2 PROPOSED PURPLE LINE STATS.....................................................13 TABLE 3 PROPOSED ORANGE LINE STATS.................................................. 15 TABLE 4 PROPOSED GREEN LINE STATS.......................................................17 TABLE 5 PROPOSED BLUE LINE STATS ..........................................................19 1 INTRODUCTION
Located in the Central Valley of California, the City of Madera encompasses approximately 14 square miles and is separated by State Route (SR) 99 and SR 145 (also known as East Yosemite Avenue). Transit service in the city is provided by Madera Metro, a system comprising of three fixed-routes, Dial-a-Ride, and Americans with Disabilities Act (ADA)/Paratransit service. The service area (shown in Figure 1) is bounded by Avenue 19 to the north, Road 23 to the west, Avenue 12 to the south, and Road 29 ½/Road 30 ½ to the east. Service is provided by a third-party operator, MV Transportation, and the system serves approximately 110,000 customers per year (pre-COVID). As of 2021, annual ridership has dipped to 55,000 customers due to the pandemic.
The City of Madera has recently made commitments to improving the system through utilizing local and State funds to improve bus shelters and other customer amenities, developing a new logo, expanding the fleet, constructing a new Transit Center, and beginning work on a new bus stop sign design.
Figure 1 Madera Metro Service Area
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WHAT IS THE MADERA TRANSIT PLAN (MTP)?
The MTP is a network assessment and proposed redesign of the existing Madera Metro fixed-route system.
The MTP includes developing revised route alignments and new or updated bus stop locations. The primary objectives of the MTP are to analyze the current system to develop recommendations for revising routes, update route schedules, and improve headways to provide a better transit service to the Madera community.
The MTP is divided into two phases: Phase I and Phase II. Figure 2 describes the division of Phase I and Phase II project elements.
The MTP utilizes a holistic approach to develop recommendations to the Madera Metro fixed-route system.
The MTP’s route recommendations are based on analyzing the existing system, applying industry best practices and common transit planning concepts, and incorporating feedback from stakeholders and the public. Phase II will include finalized route alignments, bus stop locations, and schedules to be implemented in April 2023. More information on next steps is provided in Section 5.
WHY DEVELOP THE MTP?
The current Madera Metro fixed-route system consists of three routes. These routes have organically grown over time to respond to passenger demand, calls to City Hall, and the annual Madera County Transit Commission’s Unmet Transit Needs hearing process. This has created a system of routes that covers the city but in an inefficient and duplicative way. Additionally, bus stops have been implemented with little regard to the impact on the overall route, and this has led to several issues that negatively impact route performance and potentially ridership:
1) Uneven distances between stops that make it difficult for customers to use the system, reduce route reliability, and worsen travel times
2) Locating bus stops in low activity areas where passengers may feel unprotected while waiting for the bus
3) Locating bus stops with little or no ADA access to and from the bus stop The MTP catalogs all the system’s bus stops and provides an inventory of each with recommendations of changes for Madera Metro to implement.
Figure 2 MTP Phases
Phase I
July 2021 - July 2022
✓ Analyze existing system
Research peer agencies and
industry best practices
Develop preliminary route
realignment
recommendations
Develop MTP
Phase II
August 2022 - April 2023
Robust public outreach on
route proposals
Refine route proposals
Create service
implementation
plan/schedule
Finalize routes and
implement new service in
April 2023
The MTP recommends new route alignments and bus stop locations to make the system more efficient and effective. The main strategies for achieving this are through streamlining routes to eliminate unnecessary turns and shortening routes in areas that aren’t conducive to high ridership. Figure 3 summarizes the primary goals of the MTP, and the strategies used to achieve them.
Figure 3 MTP Goals
Higher Ridership
Eliminating
unnecessary turns and
right sizing bus stop
spacing will allow for
more frequent service
that can boost ridership
Improved Reliability
Buses are more likely to
show up at their
scheduled time if route
paths are as straight
and short as possible
Increased Productivity
Reducing route
redundancy and
providing straight,
direct route paths
ensures resou rces are
used as efficiently as
possible
2 DEVELOPMENT PROCESS
Figure 4 shows the four major tasks that were completed to recommend new route alignments and bus stop locations as part of the MTP. This process included a combination of data analysis, field visits to examine existing conditions, and soliciting feedback from stakeholders and the public. To that end, these steps ensured that the development of the new system was informed by both qualitative and quantitative data.
The route development process will continue in Phase II with a robust public outreach plan to solicit further comments from the public and stakeholders to ensure the finalized network responds to customer needs and improves the bus riding experience. Further explanation of the MTP development process is described in the following sections.
Figure 4 MTP Development Process
Community
Outreach
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02 04
Identify
Best
Practices
2.1 ANALYZE EXISTING SYSTEM
Figure 5 shows the existing Madera Metro fixed-route system. Each route was analyzed to determine their frequencies, length, number of turns, average distance between stops, and ability to serve key destinations among numerous other factors. These findings were then used to determine changes to each route to remove unnecessary turns and ensure portions of the city were not overserved. Table 1 includes a high-level summary of these findings.
Figure 5 Madera Metro Existing System
Legend
T ·p Generators - Key n
r - -, Dial-a-R1 ·ct e Service Area L--
- Routel
Table 1 Existing Route Analysis
Route Strengths Weaknesses
Route 1
+ Serves large portion of the city
+ Serves several key destinations
(downtown, Madera Hospital,
Walmart)
+ Most frequent route in the
system
+ “Workhorse” of the system
− Route is circuitous which impacts travel
times/reliability and is confusing for
customers
− Stops are unevenly spaced
− Few opportunities to transfer to the other two
routes
− Schedule is confusing for customers
Route 2
+ Covers NW and SW quadrants of
city well
+ Serves Walmart and Madera
Hospital
− Route is infrequent
− Stops are unevenly spaced
− Few opportunities to transfer to other two
routes
Route 3
+ Covers NW and SW quadrants of
city well
+ Serves Walmart and Madera
Community College
− Route is infrequent
− Few opportunities to transfer to other two
routes
Additionally, each bus stop in the Madera Metro system was visited to document and analyze existing conditions. Information collected during these site visits included ADA accessibility of the stop, availability of route information, and stop amenities including the presence of benches, shelters, trash cans, and lighting.
These findings were then summarized in bus stop fact sheets and used to determine whether each stop should be retained, removed, or relocated. An example of a bus stop fact sheet is shown in Figure 6.
Figure 6 Sample Bus Stop Fact Sheet
ADA Accessbility
Routes that serve
the stop/number
of miles from
previous stop
Amenities
Street
Characteristics
Notes
Sidewalk f_ ✓ ---- Route
9 Route 1
95 # of Q 4
Miles •
Bench
✓
Shelte<
rrrr ✓
Tr~hcan
@ ✓
Lighting
r ✓ • ADA accessib1lily from crosswalk and complex dnveway • Sidewalk m good condition
• Sufflaem wa1hng area
• Surrounding area conStsts of comercial buildings
RECOMMENDATIONS
2.2 IDENTIFY BEST PRACTICES
Industry best practices concerning common route design concepts were reviewed for applicability to Madera Metro and incorporated into the route redesign recommendations. Known as Service Design Guidelines (SDG), the SDG are an overarching framework for assisting with the design and operation of transit service. A separate report, titled “Madera Metro Service Design Guidelines” documents those recommendations. The operating SDG concepts were identified through an analysis of industry best practices from peer transit agencies. Figure 7 lists some of these concepts that were used to redesign the routes and determine bus stop locations.
2.3 STAKEHOLDER COORDINATION
Throughout Phase I of the MTP, the project team met with various stakeholders to promote collaboration, solicit feedback on the existing Madera Metro system, and build consensus among various parties on potential improvements to the system. A summary of the various stakeholder coordination activities completed are shown in Figure 8.
Figure 7 Route and Bus Stop Standards
Route Design
., Straight, short route path
., Serve key destinations
., Provide easy connections to other routes
., Reduce route redundancy
Bus Stop Location
~ Spaced evenly throughout route
~ Located near key destinations
~ Located near adequate pedestrian
infrastructure (where possible)
~ Placed at far or near-side of intersection
based on pedestrian environment, traffic
levels, etc.
2.4 COMMUNITY OUTREACH
In addition to meeting with various stakeholders, the project team held a community forum in October of 2021 and distributed a survey to Madera Community College students throughout April and May of 2022. A summary of the community outreach activities conducted, including frequent comments heard that were incorporated into the design of the proposed system, are shown in Figure 9.
Figure 8 Stakeholder Coordination Summary
Figure 9 Community Outreach Summary
Interviews
Key Interviews with:
• City of Madera Staff
• Madera County
Transportation
Commission
• Madera Health Services
• Madera Unified School
District
• Madera Community
College
• MV Contract Services
• Leadership Counsel
ESTIMATED Tl MELINE
lJuly2021:
TAB
Meeting
# 1
Community Forum
Community Forum held on
October 21, 2021
Summary:
• Better route and schedule
messaging
• Support for bus stop
improvements
• Expand service hours
• More dial-a-ride buses
• Better connections to key
destinations
ESTIMATED TIMELINE
l Aug.2022:
Begin
outreach
l Sept. 2022:
Community
Forums
Meetings
Key stakeholder
meetings with:
• Transit Advisory Board
• Transit Project
Committee
lJan2022: l March 2022: l April 2022:
TAB Transit City Staff
Meeting Committee update
#2 Meeting
Madera Community
College Survey
Survey distributed
between April/May 2022
Summary:
• Improve cleanliness
Higher frequencies
• Better reliability
• Serve larger portion of
population
• Increase awareness of
Madera Metro services
loct. 2022:
Pop-Up
events
lNov. 2022:
Synopsis
Report
Surveys
Conduct surveys with:
• Operators
• Accessibility Committee
Findings:
• Serve grocery stores and
high schools
• More frequent service
• Safer stops
June 2022: July 2022:
City Manager City
update Council
update
Phase II Activities (Planned)
• Community forums
• Special/pop-up
events
• Online surveys
• Project flyers
• Social media
advertising
• Stakeholder meetings
April 2023:
New service
implementation
3 PROPOSED ROUTES
In addition to proposing changes to route alignments, the MTP recommends changing the route names and colors to reflect the new routes. The following routes make up the proposed Madera Metro system:
• Purple Line
• Orange Line
• Green Line
• Blue Line
As the proposed system map shows in Figure 10, a new transfer point for the Purple/Orange/Green lines will be located at the Madera Intermodal Station at the intersection of North E Street and East Yosemite Avenue.
There will also be a transfer point located at Walmart where all four routes will meet. These transfer points will provide an easy and convenient opportunity for customers to transfer between routes to access more of the city. Further details on each new route are described in the following sections.
Figure 10 Proposed Madera Metro Fixed-Route System
Legend
0 Wal mart Transfer Stop
0 New Transfer Bus Stop
11111 Key Trip Generators
- Purple Line
- Orange Line
- Green line
- Blue line
3.1 PROPOSED PURPLE LINE
The proposed Purple Line is designed to focus on providing service to the area of the city east of SR 99. This allows for a shorter and more direct travel path compared to the original Route 1 that will improve route reliability and provide an opportunity to reinvest resources into improving frequencies and/or expanding spans for the system. The route will serve several key destinations including multiple grocery stores, the Madera Intermodal Station, and Walmart. Figure 111shows the proposed route alignment. Table 2 provides a summary of the proposed route stats.
1 Stops with multiple directions (e.g. NB and SB) are shown as one stop for presentation purposes.
Figure 11 Proposed Purple Line Alignment
Legend
0 New Transfer Bus Stop
0 Wal mart Transfer Stop
• Proposed Bus Stops
-Key Trip Generators
- Purple Line
0 0.5 l.5 2 2.5 3
Table 2 Proposed Purple Line Stats
First Stop NB: Road 28 at County Complex SB: Walgreens at Cleveland Avenue
Last Stop NB: Walgreens at Cleveland
Avenue SB: Road 28 at County Complex
Key Destinations Served Walmart, Madera Intermodal Station, Multiple Grocery Stores Route Length 13 Miles
3.2 PROPOSED ORANGE LINE
The proposed Orange Line is designed to focus on serving the area of the city west of SR 99. This route path provides access to the Madera Intermodal Station for transfer opportunities to the Purple and Green Lines.
This route also connects multiple key destinations in the city including Walmart, Madera High School, and Madera Hospital. Figure 12
2 shows the proposed route alignment. Table 3 provides a summary of the proposed route stats.
2 Stops with multiple directions (e.g. NB and SB) are shown as one stop for presentation purposes.
Figure 12 Proposed Orange Line Alignment
Legend
0 New Transfer Bus Stop
0 Wal mart Transfer Stop
• Proposed Bus Stops
11111 Key Trip Generators
- Orange Line
1.5 2 2.5
Table 3 Proposed Orange Line Stats
First Stop NB: Madera Hospital SB: Walgreens at Cleveland Avenue
Last Stop NB: Walgreens at Cleveland
Avenue SB: Madera Hospital
Key Destinations Served Walmart, Madera Intermodal Station, Madera Hospital Route Length 13 Miles
3.3 PROPOSED GREEN LINE
The proposed Green Line is designed to serve the area of the city west of SR 99 and southeast along Avenue
12. The route will maintain existing service to Madera Community College for residents west of SR 99 and will provide a new connection to the area for residents along Road 28, Avenue 14, and Road 29. The route will also serve Walmart as well as the Madera Intermodal Station for convenient transfers to the Purple and Orange Lines. Figure 13
3 shows the proposed route alignment. Table 4 provides a summary of the proposed route stats.
3 Stops with multiple directions (e.g. NB and SB) are shown as one stop for presentation purposes.
Figure 13 Proposed Green Line Alignment
Legend
0 Wal mart Transfer Stop Avenuel3 1111
0 New Transfer Bus Stop
- Green Line
0 0.5 1.5 2 2.5 3 3.5
1111 Key Trip Generators Miles
Table 4 Proposed Green Line Stats
First Stop NB: Community College Center SB: Walgreens at Cleveland Avenue
Last Stop NB: Walgreens at Cleveland
Avenue SB: Community College Center
Key Destinations Served Walmart, Madera Intermodal Station, Community College Route Length 25 Miles
3.4 PROPOSED BLUE LINE
The proposed Blue Line provides service to the area of the city north of West Cleveland Avenue that is not currently served by the Madera Metro fixed-route system. The route will provide access to Walmart, PanAmerican Park, Matilda Torres High School, and the existing Amtrak Station. Figure 14 4 shows the proposed
route alignment. Table 5 provides a summary of the proposed route stats. 4 Stops with multiple directions (e.g. NB and SB) are shown as one stop for presentation purposes.
Figure 14 Proposed Blue Line Alignment
Legend
0 Wal mart Transfer Stop
■ Proposed Bus Stops
!Ill Key Trip Generators
- Blue line
1.5 2 2.5 3 3.5
Table 5 Proposed Blue Line Stats
First Stop NB: Walgreens at Cleveland
Avenue SB: Amtrak Station
Last Stop NB: Amtrak Station SB: Walgreens at Cleveland Avenue
Key Destinations Served Walmart, Pan-American Park, Existing Amtrak Station Route Length 11 Miles
4 NEXT STEPS
The redesigned network presented in this plan serves as a foundation for a more efficient bus system for the residents of Madera and will be finalized through a collaborative engagement process. Phase II will continue the work from Phase I by presenting the proposed redesigned routes to the community through a robust public outreach effort. Through a wide range of activities, the team hopes to solicit feedback to include in the refinement process before the proposed routes are finalized for implementation. Specific public outreach activities will include:
• Online survey
• Project flyer
• Social media advertisements
• Community forums
• Pop-up events
In addition to meeting with the public, stakeholder engagement will continue with presentations to the following groups:
• Transit Advisory Board
• Madera City Council
• Madera County Transportation Commission
• Madera Unified School District
• City of Madera ADA Advisory Council
• Madera County Social Services Department
Following these public outreach efforts, the proposed routes will be revised and finalized. An implementation plan will outline any schedule or frequency changes, including identifying different cost considerations. The anticipated implementation of new service is April 2023. Figure 15 shows a preview of Phase II activities.
Figure 15 Phase II Timeline
Spring 2023
Create service
implementation
plan/ schedule
Fall 2022
Conduct public
outreach on route
proposals
April 2023
Implement new
service changes
Schedule Revised May 2021
Task May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23
2.1: Advertise Community Forum and TAB Committee
2.2: Coordinate with City on TAB Committee
2.3: Facilitate Community Forums l
2.4: Develop and Distribute Survey
2.5: Appoint Citizens to Project Committee
2.6: Compile Results and Inform Project Committee u
2.7: TAB Project Committee Meetings l l l l
2.8: Discuss and Devise Outreach Implementation
2.9: Committee's Final Report/Recommendations
3.1: City Staff, Caltrans, and TAB approve RFP
3.2: Advertise and Conduct a Procurement Process
3.3: Select a Consultant and Execute Agreement
3.4: Catalog, Map, and Inspect Bus Stops and Bike
Path/Lane accessibility
3.5: Confirm Headways in Varying Conditions
3.6: Compile and/or Formulate Policy Recommendations u
4.1: Workshop on Findings u
4.2: Draft Madera Transit Service Design Standards and
Efficient Performance Plan u
4.3: Circulate the Revised Draft Plan/Matrix u
4.4: Prepare Final Grant Report
4.5: Present Final Transit Plan
4.6: City Adopting Final Plan u
l Project Committee Meeting
u Deliverable
Work Performed by Non-WSP Team Staff
Work Performed by WSP Team Staff
Task 4: Madera Transit Plan
2021 2022 2023
Task 2: TAB Project Committee Coordination
Task 3: Service Study & Operational and Policy Recommendations
MADERA METRO
SERVICE DESIGN GUIDELINES
AUGUST 2022
TABLE OF CONTENTS
1 INTRODUCTION.................................................................... 2 2 BUS ROUTE AND STOP DESIGN..................................5 3 BUS STOP DEVELOPMENT AND CHANGE
POLICY...................................................................................... 11 4 FIXED-ROUTE SCHEDULING ........................................12 5 PERFORMANCE MEASURES....................................... 15 6 GLOSSARY.............................................................................18
LIST OF FIGURES
FIGURE 1 MADERA METRO MISSION ................................................................. 2 FIGURE 2 ROUTE DESIGN CONCEPTS...............................................................6 FIGURE 3 BUS STOP EXAMPLES............................................................................ 7 FIGURE 4 MADERA METRO BUS STOP SIGN AND SHELTER .............9 FIGURE 5 TRANSIT PRIORITY TREATMENTS...............................................10 FIGURE 6 PROPOSED BUS STOP CHANGE POLICY .................................11 FIGURE 7 TIMED TRANSFER SCENARIO .........................................................13
LIST OF TABLES
TABLE 1 PEER CASE STUDIES AND INDUSTRY BEST PRACTICES
SUMMARY .................................................................................................................. 3 TABLE 2 POTENTIAL SERVICE LEVELS ALLOCATION..............................14 TABLE 3 PERFORMANCE MEASURES ............................................................. 15 1 INTRODUCTION
WHAT ARE THE SERVICE DESIGN
GUIDELINES?
The Madera Metro Service Design Guidelines establish criteria and standards to ensure the Madera Metro fixed-route network can grow and improve following standard guidelines that delivers consistent service to its customers and supports the mission of the department as shown in Figure 1. Specifically, these guidelines aim to bring clarity and consistency to the decision-making process when Madera Metro staff consider changes and/or additions to the network. Establishing these guidelines ensures the network continues to evolve to respond to customer needs while confirming Madera Metro resources are used in an efficient manner. The guidelines apply to the following topics:
− Bus Route and Stop Design
− Bus Stop Development and Changes
− Fixed-Route Scheduling
− Performance Measurements
HOW WERE THE SERVICE DESIGN GUIDELINES DEVELOPED?
The Service Design Guidelines were developed utilizing common transit planning concepts and a robust review of relevant industry white papers and peer case studies. These high-level concepts and strategies were then tailored to account for available Madera Metro resources along with the city’s land use, street network including the pedestrian environment, customers’ travel patterns, and key trip generators in the city. Table 1 provides a summary of the documents reviewed and how they were incorporated into the Service Design Guidelines.
The City of Madera Transit
Division seeks to provide transit
customers in the City’s transit
service area with public
transportation to specified
destinations in a professional,
courteous, and timely manner
with equipment that is
accessible, affordable, and
comfortable.
Figure 1 Madera Metro Mission
Table 1 Peer Case Studies and Industry Best Practices Summary Document Date
Published Description Document Reference
TCRP Synthesis
139: Transit
Service
Evaluation
Standards
2019
Provides an overview of the purpose, use,
and application of performance measures,
service evaluation standards, and data
collection methods at North American
transit agencies.
Section 5 – Performance
Measures:
Provided list of possible
measurements/metrics to
use and definitions of
various transit planning
concepts.
TransLink
Transit Service
Guidelines
June 2018
Provides a framework for TransLink to meet
its objectives of planning, managing, and
delivering an integrated transit network
and provide access and mobility for people
across the Vancouver, B.C. region.
Section 2 – Bus Route and
Stop Design:
Provided route design
standards and definitions of
various transit planning
concepts.
Santa Clara
Valley
Transportation
Authority
Transit (VTA)
Service
Guidelines
April 2018
Guides VTA’s service planning efforts by
establishing a framework to monitor and
evaluate VTA’s transit services, process to
develop service design recommendations
for the VTA Board of Directors to consider,
and measures to guide service planning
decisions that are equitable, systematic,
timely, and move VTA toward achieving the
goal of providing Faster Frequent Reliable
Transit from the VTA Strategic Plan.
Section 2 – Bus Route and
Stop Design:
Provided route design
standards.
Regional
Transportation
District (RTD)
Transit Service
Policies &
Standards
July 2016
Establishes a set of service standards
maintained by RTD to ensure consistent
evaluation of service proposals and that
service being provided represents the most
cost-effective use of the District’s resources.
Section 2 – Bus Route and
Stop Design:
Provided stop spacing
standards.
National
Association of
City
Transportation
Officials
(NACTO) Transit
Street Design
Guide
April 2016
Provides design guidance for the
development of transit facilities on city
streets, and for the design and engineering
of city streets to prioritize transit, improve
transit service quality, and support other
goals related to transit.
Section 2 – Bus Route and
Stop Design:
Provided various route and
bus stop design standards,
graphics, and definitions of
various transit planning
concepts.
OmniTrans
Transit Design
Guidelines
March
2013
Provides design criteria guidelines that
should be considered when designing and
placing safe and secure transit facilities.
Section 2 – Bus Route and
Stop Design:
Document Date
Published Description Document Reference
Provided graphics and
concepts for bus stop
placement.
Section 3 – Bus Stop Change
and Development Policy:
Provided potential steps to
include in the bus stop
change process.
TCRP Report 165:
Transit Capacity
and Quality of
Service Manual
2013
Provides current research-based guidance
on evaluating quality of transit service,
measuring transit capacity, speed, and
reliability, sizing elements of transit stops
and stations, and guidance on ways to
positively influence all the above.
Section 2 – Bus Route and
Stop Design:
Provided stop spacing
standards.
USF Best
Practices in
Transit Service
Planning
March
2009
Defines operating standards and
philosophies, provides a framework for
transit service planning, and formulizes a
decision process to make transit service
changes.
Section 4 – Fixed Route
Scheduling:
Provided metrics and
standards to use when
deciding on potential
headways.
USING THE SERVICE DESIGN GUIDELINES
The Service Design Guidelines should be used by Madera Metro staff to support and guide decision making related to adding, adjusting, or eliminating various elements of transit service. These guidelines should be consulted whenever Madera Metro staff receive a request from the public either as a standalone comment or through the Madera County Transportation Commission’s (MCTC) Unmet Transit Needs process. Typical applications for each section of the Service Design Guidelines can be found below:
- Bus Route and Stop Design: This section should be consulted when Madera Metro staff are choosing to amend or add a new route or bus stop.
- Bus Stop Development and Change Policy: This section includes a process Madera Metro staff should follow whenever they receive a request to add, remove, or change a bus stop’s location. - Fixed-Route Scheduling: This section should be consulted when Madera Metro staff are determining schedules and headways for new or amended routes.
- Performance Measures: This section should be used to establish a performance measurement process to determine the performance of the network and develop potential necessary changes for improvement.
2 BUS ROUTE AND STOP DESIGN
2.1 OVERVIEW
The following section outlines recommended standards for the design of Madera Metro’s routes and bus stop elements. This section was developed utilizing common transit planning concepts along with findings from the relevant industry white papers and peer case studies listed in Section 1. These high-level concepts and strategies were then tailored to account for available Madera Metro resources along with the city’s land use, population and demographics, street network including the pedestrian environment, and key trip generators in the city.
Route design refers to the length and directness of a route. Section 2.2 establishes standards for how routes should be designed to optimize travel times, reliability, and ease of use for the customer. At a minimum, routes should be designed to be as direct (limited number of turns) and short as possible while still serving key trip generators. Bus stop design, addressed in Section 2.3, refers to where a stop should be located in relation to an intersection, how far apart stops should be spaced, and possible amenities to be provided at each stop.
2.2 ROUTE DESIGN
Madera Metro’s routes should have a simple and consistent design and alignment that is easy for customers to use and understand. This will assist with easing a customer's understanding of how to complete a trip using Madera Metro. Ensuring that routes operate on the same street in each direction where possible can assist with this. However, in cases where this design is not possible due to one-way streets, the alignment of the route in the opposite direction should be as close as possible. 1 To prevent duplicative service, routes should be spaced approximately ½ mile from each other where the street network and land use allows. This will ensure access to the network is provided without overserving areas. Routes should also be located on streets that are conducive to high-quality transit service including those that serve key destinations and areas with more intense/mixed-use development, and provide safe pedestrian environments (sidewalks, marked crosswalks, etc.). Establishing “anchors” (key trip generators) at each end of the route also provides an opportunity to serve a potential high ridership area and provide them access to destinations throughout the route path.
As stated in Section 2.1. routes should have a minimal number of turns (specifically left-turns) and short travel paths to improve travel times and ensure reliability. Short and direct travel paths ensure that resources spent serving low transit-demand areas can be redistributed to providing high-frequency service to potential high ridership areas. Although a large amount of turns for a route typically causes an increase in travel time, there are some cases where a more circuitous route alignment can be considered. Specifically, adding turns to a route should be considered if it will increase the route’s overall productivity, serve a greater number of customers, and will not interfere with its own service frequencies.
Typical key route design concepts are shown in Figure 2. 2 1
Santa Clara VTA Transit Service Guidelines
2 NACTO Transit Street Design Guide
2.3 BUS STOP DESIGN
SPACING
The distance between stops should be carefully considered when implementing a new bus stop or removing/adjusting an existing bus stop. Establishing stop spacing standards is critical as greater distances between stops will cause longer walking distances for customers but allow for faster travel times. Conversely, stops spaced closer together will reduce customer walking distances but lead to slower and more unreliable travel times.
It can be expected that customers will typically walk up to 5 minutes, or ¼ mile (1,320 feet), to access a stop.3 Therefore, it is recommended that bus stops be spaced no further than ¼ mile from each other. However, the placement of each bus stop should be considered on a case-by-case basis and the ¼ mile-standard can be amended as necessary based on a wide variety of factors, including, but not limited to, the following:
- Bus schedule adherence: Stops spaced too closely together can cause delays and bus bunching for the next trip(s).
- Pedestrian environment: The desired average stop distance can be adjusted to ensure stops are located near crosswalks.
- Key trip generators: The desired average stop distance can be adjusted based on the presence of key trip generators.
3 TCRP Report 165: Transit Capacity and Quality of Service Manual Routes are aligned to facilitate transfers
between various lines.
Where possible, routes operate on the same street
in each direction. For one-way streets, routes are
aligned as closely as possible in each direction.
Routes are as straight as possible while
ensuring key destinations are served.
1 1
1 1
2 2
2 2
3 3
3 3
1 1
1 1
2 2
2 2
3 3
3 3
4 4
4 4
4 4
4 4
Figure 2 Route Design Concepts
Where possible, routes are spaced
approximately ½ mile from each other to
ensure network accessibility without
overserving an area.
Where possible, routes are spaced approximately
½ mile from each other to ensure network
accessibility without overserving an area.
Where possible, routes are spaced approximately
½ mile from each other to ensure network
accessibility without overserving an area.
Where possible, routes are spaced approximately
½ mile from each other to ensure network
accessibility without overserving an area.
,... 57 ,... ,... ,...
)
ROUTE60 ROUTE 87
ROUTE 25 ( )
l ■ ■
■ ■
- Surrounding land use: Stops can be located further apart than ¼ mile if the route travels through areas with sparse development.
PLACEMENT
Whether it be along the far-side of the intersection, near-side of the intersection, or mid-block, stop placements should be carefully considered as it can affect traffic and pedestrian safety. A far-side stop is a stop that is located immediately after an intersection. A near-side stop is a stop that is located immediately before an intersection. Lastly, a mid-block stop is a stop located 200 feet or more beyond or before an intersection. Additionally, if a stop exists in one direction, a stop in the opposite direction should be provided as well (creating a “bus stop pair”) to allow the customer to easily return to their original location. Figure 3 provides examples of the three types of stops4and when to implement them. 5 4 NACTO Transit Street Design Guide
5 OmniTrans Transit Design Guidelines
Figure 3 Bus Stop Examples
Far-Side Stop
LE....'.....e.. I p p p p F
P P P I
Near-Side Stop
~
Mid-Block Stop
I P , P , P
! PP P~ ~
'1<-----;,200'~
When to Implement:
• Traffic volumes are higher at near-side of intersection • Route requires a left or right turn (near-side stops increase difficulty of accessing left-turn lanes especially)
• Intersection has heavy turn volumes
• Far-side of intersection has safer pedestrian environment (including signalized street crossing) and dedicated area for customers getting on and off the bus When to Implement:
• Traffic volumes are higher at far-side of intersection • Near-side of intersection has safer pedestrian environment (including signalized street crossing) and dedicated area for customers getting on and off the bus
• Bus route continues straight through intersection
When to Implement:
• Safe, well-marked crossing or signalized crossing is located adjacent to the stop • Block is long (>300 feet) and locating the stop close to the intersection is not feasible
AMERICANS WITH DISABILITIES ACT (ADA) CONSIDERATIONS
Bus stop locations should meet ADA requirements.6 This includes providing an accessible boarding area at least 96 inches long and 60 inches wide and connected to streets, sidewalks, or pedestrian paths by an accessible route. The boarding area should be at least five feet wide for a wheelchair waiting area, plus additional width to deploy a wheelchair ramp to serve the waiting area (typically three feet).7 Regardless of location in relation to the intersection, bus stops should be placed in areas where wheelchair lifts or ramps can be deployed on a firm, stable surface. Where possible, stops should also be located near crosswalks for added pedestrian safety.
AMENITIES
Bus stop amenities can improve the customer experience and promote increased ridership. To help customers use the network, all stops should have signs that identify the bus stop’s location, route information (route name, headways, spans, etc.), and display Madera Metro’s telephone number and website.
If possible, adding real-time arrival information at bus stops will greatly improve the customer experience.
The following amenities should also be implemented at bus stop locations where possible:
- Benches: Benches provide a comfortable option for customers to use while waiting for their bus to arrive. Comfortable seating at bus stops dramatically improves the customer experience. Providing seating options at bus stops is also a way to foster a sense of place by incorporating an attractive and recognizable design. Benches should be prioritized at frequently used stops (ex: stops that serve 10 or more customers per day) or when the route has a long headway (ex: routes that provide service every 60 minutes or worse).
- Shelters: Locating shelters at bus stops can also add to the customer experience. Shelters can provide refuge from inclement weather as well as seating options and information on available transit services at the stop. This can significantly improve the perception of wait time and customer satisfaction.
Shelters should be prioritized at transfer points, frequently used stops, and in areas that serve higher senior populations and residents with disabilities. Shelters should not be placed directly on the wheelchair landing area, sidewalk, or in front of store windows. The shelter should also be designed in a way that provides wheelchair accessibility and seating for at least four people. - Lighting: When feasible, a bus stop should be placed where there is already an existing streetlight.
However, when this is not feasible, ornamental streetlights should be used at the bus stop. Adequate lighting at bus stops increases safety for customers and promotes use of the network at different times of the day and night.
- Trash receptacles: Bus stops should also be equipped with trash receptacles. This will ensure cleanliness of the stop itself and the surrounding area. Customers will feel more comfortable using the stop and the overall customer experience will be improved as a result. Location of trash receptacles should also prevent any conflicts with wheelchair accessibility and be placed outside the curb clear zone or landing area.
6 Americans with Disabilities Act
7 NACTO Transit Street Design Guide
The photo on the left in Figure 4 shows an example of the elements listed above that should be located at a minimum at each stop. The photo on the right shows a typical shelter that should be implemented where possible based on available resources and level of ridership at a particular stop.
Figure 4 Madera Metro Bus Stop Sign and Shelter
2.4 TRANSIT PRIORITY TREATMENTS
Figure 5 shows potential transit priority treatments that can be implemented in the future as Madera Metro ridership increases and more funding becomes available.8 These treatments are not intended to be prescriptive, but rather provide examples of infrastructure investments that can improve Madera Metro service and increase ridership as a result. These treatments can help alleviate reliability issues transit services may experience on surface streets and are context-sensitive to unique street conditions. Deploying these strategies should be considered on a case-by-case basis. 8 NACTO Transit Street Design Guide
Figure 5 Transit Priority Treatments
Transit Signal Priority
Modifies traffic signal timing or phasing to
prioritize movement of transit vehicles
through an intersection.
Bus Bulbs
Curb extensions that align the bus stop
with the parking lane to allow buses to
stop and board customers without leaving
the travel lane.
Queue Jump Lanes
Utilize either a leading bus interval or
active signal priority to allow buses to
easily enter traffic flow in a priority
position.
3 BUS STOP DEVELOPMENT AND CHANGE
POLICY
A policy should be developed and implemented to evaluate requests for adding, removing, or making changes to any bus stop. These requests can be received through passenger demand, calls to Madera Metro, and the annual Unmet Transit Needs process.
The proposed process below ensures any request to change bus stop locations do not adversely affect existing routes and are placed in areas that are safe for customers to access and serve key destinations. The standards described in Section 2.2 should be used as the basis for approving or denying bus stop requests during reviews. Once a request is received, the proposed process shown in Figure 6 should be followed.
Figure 6 Proposed Bus Stop Change Policy
Receive
Request
Change request is received
from Madera Metro staff,
customers, or the public.
Establish log to track and
document all requests.
Review
Request
Change request is reviewed
by Madera Metro staff for
approval or denial based on
safety, land use, existing
data, and available
resour ces. Coordinate with
other necessary city
departments, as necessary.
Approve/
Deny
Determine approval or
denial of the request. If
approved, Madera Metro
staff will notify adjacent
property owners of the
changes.
Implement
Changes
Madera Metro staff will
develop plan to notify riders
of changes prior to
implementation.
4 FIXED-ROUTE SCHEDULING
4.1 OVERVIEW
Bus route scheduling determines when a bus will arrive at a given stop. The time intervals between the arrival times of buses at a bus stop is called a headway. Headways are often set at 15-minute intervals and can be set based on the clock face or schedule. Determining headways are based on several factors, such as ridership demand, resource availability (operating budget), operator availability, route length (time to complete round trip) and vehicle availability. 15, 30, and 60-minute windows are common headways that reflect the operator’s ability to deliver the service based on the above factors. Establishing consistent headways ensures buses show up on time consistently.
Frequency of service is the number of vehicles that arrive at the bus stop in one hour. Headway based schedules are typically easier for the public to understand compared to frequency of service, which may not have even intervals for buses arriving at the bus stop.
Span of service is the timeframe in which transit service is provided (ex: 6:00 AM to 8:00 PM). Madera Metro route spans should be developed in a way that works for the city. Shorter spans require fewer resources; however, longer spans can provide more access to services for a larger portion of the population. Spans and frequencies should balance meeting ridership demand and available financial resources.
In addition to regular fixed route trips that have the same origin and destination for each trip, Madera Metro should consider offering trips during typical school arrival and departure time periods that specifically serve school locations in the city. These trips would deviate from their typical travel path during these specific time periods to provide direct service for school students.
4.2 SCHEDULING CONSIDERATIONS
TIMED TRANSFERS
Timed transfers are a scheduling strategy where vehicles from different routes are routed and scheduled to meet simultaneously at common stops to reduce the time needed to transfer to different routes. Timed transfers are typically deployed for routes with longer headways where transit demand may be lower. Two potential locations to implement timed transfers include the existing Walmart stop on Cleveland Avenue and the Madera Intermodal Station on North E Street. Madera Metro staff should examine the feasibility of timed transfers to improve connectivity of the network and ease the process of transferring to another route.
An example of a timed transfer scenario can be found in Figure 7. Note that the routes are scheduled to arrive at the transfer point at 7:35 AM and each route is also scheduled to have a seven-minute layover before departing to give customers sufficient time to make their connection.
SERVICE LEVEL ALLOCATION
Working within a constrained budget requires making tough decisions in terms of providing transit service.
It’s important for Madera Metro to establish their priorities and realize span of service and headways may be in competition with each other for scarce resources.
To help match service levels with ridership demand, transit systems typically provide different levels of service for different periods of the day (peak vs. off-peak) and days of the week (weekdays vs. weekends).
Peak periods are times in the day (typically in the morning and late afternoon) where ridership demand is highest.
Table 2 shows an example of three routes with different spans and levels of service. While the Purple Line has the highest level of service and longest span, there is a trade-off between the Orange Line and Green Line where one has a shorter span but shorter headways in the peaks, while the other offers longer headways but also a longer span. These time windows and headways can be adjusted as necessary based on factors including, but not limited to, ridership demand, available resources, and areas that are being served.
Figure 7 Timed Transfer Scenario
Table 2 Potential Service Levels Allocation
Route Span
Headways
Overnight
12:00 AM
– 6:00 AM
AM Peak
6:00 AM –
9:00 AM
Midday
9:00 AM –
4:00 PM
PM Peak
4:00 PM –
7:00 PM
Early
Evening
7:00 PM –
9:00 PM
Late
Evening
9:00 PM –
12:00 AM
Purple 24 hours 60 min 15 min 30 min 15 min 30 min 60 min Orange
4:00 AM
– 10:00
PM
60 min 30 min 60 min 30 min 60 min 60 min
Green
6:00 AM
– 8:00
PM
N/A 15 min 30 min 15 min 30 min N/A
5 PERFORMANCE MEASURES
5.1 MONITORING AND REPORTING PROCESS
Performance measurements provide a set of standards and strategies to measure the effectiveness of a transit network in many different areas. These measurements can be either quantitative based on available data from the operator, or qualitative based on surveying customers’ travel behavior and feelings towards the services provided. These measurements should be reported on a regular basis (monthly, quarterly, or annually depending on staff resources) to both internal stakeholders and the public. Analyzing the results of these measurements can guide future decision making on changes to the network to improve any lowperforming routes.
5.2 METRICS
The metrics shown in Table 3 provide both qualitative and quantitative measures to analyze the Madera Metro network and propose changes to meet customers’ needs and improve route performance and productivity.
Table 3 Performance Measures
Category Performance Measure Description Target
Standard
Ridership
Annual Average Ridership Total number of unlinked one-way trips > 100,000
Customers Per Revenue
Hour
Number of customers that board the
system divided by the amount of
revenue hours over the same period
> 8
Customers Per Revenue
Mile
Number of customers that board the
system divided by the amount of
revenue miles over the same period
> 1
Performance
On-Time Performance
The percentage of trips that are picked
up on-time (within an established time
period)
> 80%
Productivity
Operating Cost Per
Revenue Hour
Cost to operate service divided by
revenue hours < $82.00
Operating Cost Per
Revenue Mile
Cost to operate service divided by
amount of revenue miles < $6.00
Farebox Recovery Amount of fare received per the cost
to operate service > 15%
Cost Per Passenger
Total operating expenses required to
deliver service divided by total
number of boardings
< $23.00
0 Category Performance Measure Description Target
Standard
Subsidy Per Passenger
Total operating cost of providing
service minus any fare (and other
revenue) per the number of customers
< $23.00
Average Fare Per
Passenger
Total fare received divided by number
of customers that board the system TBD
Customer
Satisfaction On-Board Ridership
Survey
Survey should be conducted regularly
to gauge customer satisfaction with
the network
Complete
twice per
year
Access
Population Within ¼ Mile
of a Bus Stop
Measure of percentage of residents
within walking distance (¼ mile) of a
bus stop
> 85%
Safety
Accidents Per 100,000
Vehicle Miles Traveled
Identifies how often preventable
accidents occur over time <2 accidents
5.3 EQUITY
In addition to the performance measures listed above, Madera Metro should make consistent efforts to ensure their services are adequately serving areas of the city with higher percentages of households with low income, people of color, seniors, people with disabilities, and other traditionally underserved populations.
This includes identifying populations that rely on transit service the most and developing strategies to improve transit service in those areas. As updates are made to the network and services are expanded and/or adjusted, it is imperative that these changes are not made at the expense of those that use the network the most.
Future changes to the network should be made in consultation with the findings of the equity analysis conducted as part of the MCTC’s 2022 Regional Transportation Plan & Sustainable Communities Strategy.9 Specifically, the plan states, “Residents who rely on public transit most, should subsequently receive the largest share of transit investment.”
The plan also defines five Target Areas in the Madera Region listed below. It should be noted that Target Area III, which includes the City of Madera, has the largest proportion of minority and low-income residents. − Target Area I: Town of La Vina, located in the southwest corner of Madera County − Target Area II: City of Chowchilla and surrounding block groups. − Target Area III: City of Madera and surrounding block groups. 9 MCTC 2022 Regional Transportation Plan & Sustainable Communities Strategy − Target Area IV: Madera Ranchos area near Avenue 12 between Highway 41 and Road 34. − Target Area V: Mountain communities within Madera County, north of the Madera Canal. 6 GLOSSARY
Americans with Disabilities Act (ADA): Civil rights law passed by Congress in 1990 which makes it illegal to discriminate against people with disabilities in employment, services provided by state and local governments, public and private transportation, public accommodations, and telecommunications.
Fixed Route: Service provided on a repetitive, fixed-schedule basis along a specific route with vehicles stopping to pick up and deliver passengers to specific locations.
Frequency: The number of vehicles that arrive at the bus stop in one hour.
Headway: Time interval between vehicles moving in the same direction on a particular route.
Layover: Time built into a schedule between arrival at the end of a route and the departure for the return trip.
MCTC: Madera County Transit Commission
Peak Period: Time periods when transit ridership is highest.
Span of Service: The time that service starts and ends.
Transfer: When passengers interchange from one route or vehicle to another.
REPORT TO CITY COUNCIL
Approved by:
_________________________________
Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Fare adjustments for Madera Metro and Dial-A-Ride
RECOMMENDATION:
Adopt a Resolution Approving a Modified Fare Structure for the Fixed Route Transit System and Limited Dial-A-Ride Transit System and Rescinding Resolution No. 20-58 SUMMARY:
On April 14, 2020 the Federal Transit Administration (FTA) issued Safety Advisory 20-01, pursuant to 49 CFR § 5.25 recommending that transit agencies develop and implement procedures and practices to ensure the safety of transit passengers, employees and the public during the COVID19 national emergency. The Coronavirus Aid, Relief, and Economic Security (CARES) Act provided $25 billion to transit agencies to help prevent, prepare for, and respond to the pandemic.
In response to this Safety Advisory, on April 15, 2020, Council adopted Resolution No. 20-58 which:
▪ Temporarily eliminated fares for Madera Metro’s fixed route system to avoid drivers and passengers from exchanging fares
▪ Limited Dial-A-Ride (DAR) to disabled and senior passengers given that measures were being implemented to protect passengers and drivers
Given the evolvement of COVID-19, staff is proposing an updated fare structure. The following summarizes the existing and proposed rates:
▪ Prior to COVID-19 most riders, including the disabled and elderly, were charged a fare as reflected in Table 1 below.
▪ The modified fare structure described in Table 2 below will allow most riders to continue using the City’s transit system with no fare charged.
Council Meeting of: September 21, 2022
Agenda Number: D-4
▪ Staff is recommending that the updated fares go into effect January 1, 2023 ▪ The effective date is to allow Madera Community College students to obtain their required school ID, and for the City to sufficiently advertise the new fare requirements.
It is noted that Madera Metro provides service on thirty-two- and twenty-six-foot buses at prescheduled stops. Approximately up to thirty-five passengers may be accommodated per bus.
In comparison, DAR provides door-to-door service in a twenty-six-foot transit bus that is capable of accommodating up to twenty-four passenger per bus. Overall, operating costs are higher for Madera Metro in comparison to DAR; however, cost per passenger is greater for DAR in comparison to Madera Metro given that it provides door-to-door service.
Table 1 summarizes the City’s Transit System Fare Structure Pre-Covid:
Table 1: Transit Fare Structure (Pre-Covid)
Fixed Route Transit Service Fare
Cash Fare $1.00
Monthly Pass (unlimited rides) $26.00
Transfer No Charge
Children Under 3 Years Old No Charge
Seniors, Disabled, Medicare Cardholders $0.50
Dial-A-Ride (DAR)
Cash Fares (General Public) $3.00
Children Under 1 Year $1.00
Senior (60+) Disabled – City Area (Trips beginning in the City) $1.00 Senior (60+) Disabled – County Area (Trips beginning in the County) $2.00
DAR TICKETS
General Public – Book of 20 $40.00
Disabled – Book of 10 $9.00
Senior (60+) – Book of 10 $5.00
Table 2 summarizes the Proposed Transit System Fare Structure:
Table 2: Proposed Transit System Fare Structure beginning on January 1, 2023 Fixed Route Transit Service Fare
General Public – All Ages No Charge
Dial-A-Ride (DAR)
General Public (17 years of age and under) No Charge
General Public (Ages 18+) $3.00
College Students No charge with valid student ID
Senior (60+), Disabled, Veterans No Charge
ADA/Paratransit (ADAP)
Senior (60+), Disabled, Veterans (only) No Charge
ADAP Personal Care Attendant No Charge
Companions of ADAP Passenger $3.00
While staff is recommending that most fares be waived, revenue that otherwise could have been generated with rider fares will be offset with the Low Carbon Transit Operations Program (LCTOP) State Funds which are apportioned to the City annually.
Table 3 provides a comparison of previous City LCTOP annual allocations with transit revenues through Transit Fares
Table 3: Transit Revenue Streams
Fiscal Year LCTOP
Annual Allocation
Dial-A-Ride
Fare Revenue
Fixed Route
Fare Revenue
2019/20 $123,774 $43,860 $83,000
2020/21* $124,327 $38,637 $81,500
2021/22* $68,516 $0 $0
2022/23* $161,158 $0 $0
*April 15, 2020, Council adopted Resolution No. 20-58 which approved the elimination of fares for Madera Metro’s Transit System due to the COVID-19 pandemic DISCUSSION:
City staff, Transit Advisory Board members, and other stakeholders continuously strategize new ways to improve and enhance the City’s public transit system. As City staff reviewed and assessed all transit needs, the need to make transit affordable and reliable has become an ongoing request. To address making transit affordable for all users, staff contacted Madera County Transportation Commission (MCTC) who serves as the City Metropolitan Planning Organization (MPO) and Caltrans – District 6 representative on eligible LCTOP projects.
LCTOP is one of the several programs that are part of the Transit, Affordable Housing, and Sustainable Community Programs established by the California Legislature in 2014 by Senate Bill 862. LCTOP was created to provide operating and capital assistance for transit agencies to reduce greenhouse gas emissions, vehicle miles traveled, and improve mobility, with a priority on service to disadvantage communities. “Free Transit Services” is an eligible LCTOP project and will allow the City’s transit system to provide free services to majority of its passengers.
Staff became aware that the City’s vulnerable population (Seniors and Disabled) faced challenges when needing to make a reservation through the City DAR service. In response, City staff implemented changes to clearly distinguish the difference between DAR and ADAP with the revision of ADAP policies and procedures, marketing material, and reservation and eligibility requirements. This change has proven beneficial to these riders. Staff is confident the modified fare structure will complement the latter change and improve the City’s transit service for riders.
FINANCIAL IMPACT:
Designating the use of LCTOP funds will not have an impact on the City’s General Funds as all transit operation and preventative maintenance costs are funded with Local Transportation and Federal Transit Administration grant funds.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
Being awarded these available funds supports the Vision Madera 2025 Plan as follows:
▪ Strategy 121
o Multi-modal transportation: Develop a city-wide multi-modal transportation plan to ensure safe, affordable and convenient transportation modes for residents and businesses within Madera.
▪ Strategy 433
o Air Quality: Maintain or improve air quality through innovative programs and cooperative local plans. Ensure adherence to State and Federal air-quality policies.
ALTERNATIVES:
As an alternative, Council may:
1. Request staff to further modify the proposed fare structure.
2. Find alternative revenue streams besides LCTOP.
3. Retract Resolution 20-58 with no recommended modification and return operations to Table 1 Fare Structure
ATTACHMENTS:
1. Attachment A - Resolution Approving New Rate Structure and Rescinding Resolution No. 20-58
▪ Exhibit A – Proposed Transit Fare Structure
2. Attachment B - Resolution No. 20-58
RESOLUTION NO: 22 - ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA APPROVING A MODIFIED FARE STRUCTURE FOR THE CITY OF
MADERA FIXED ROUTE TRANSIT SYSTEM AND DIAL-A-RIDE TRANSIT SYSTEM AND RESCINDING RESOLUTION NO. 20-58
WHEREAS, on April 14, 2020, the Federal Transit Administration (FTA) Safety Advisory 20- 01 issued recommendations that transit agencies develop and implement procedures and practices to ensure the safety of transit passengers, employees and the public during the COVID19 national emergency; and WHEREAS, on April 15, 2020, the City Council of the City of Madera (Council) adopted Resolution No. 20-58 approving the elimination of passenger fares on City of Madera (City) Transit System Fixed Routes and Limiting Dial-A-Ride (DAR) Service to Disabled and Senior passengers during the Covid-19 National Emergency period; and WHEREAS, City staff has recommended (i) the reinstatement of passenger fares for the City’s DAR Transit System with a modified fare structure; (ii) allowing the General Public to Access the City’s DAR Transit System; and (iii) the continued elimination of fares for the City’s Fixed Route Transit System; and
WHEREAS, City staff has further recommended the rates as outlined in attached Exhibit A; and
WHEREAS, City staff has developed a plan for the implementation of the continued elimination of fares for the City’s Fixed Route Transit System and the DAR modified fare structure with the use of Low Carbon Transit Operations Program (LCTOP) State Funds.
NOW, THEREFORE, the City Council, of the City of Madera, California resolves as follows:
1. The foregoing recitals are true and correct and incorporated herein by reference.
2. The City Council approves the new structure as identified on Exhibit A.
3. Resolution 20-58 is rescinded effective January 1, 2023.
4. This Resolution is effective January 1, 2023.
* * *
Exhibit A – Proposed Transit System Fare Structure
The following Table 1 would go into effect beginning on January 1, 2023 following Council’s approval.
Table 1: Proposed Transit System Fare Structure
Fixed Route Transit Service Fare
General Public – All Ages No Charge
Dial-A-Ride (DAR)
General Public (17 years of age and under) No Charge
General Public (Ages 18+) $3.00
College Students No charge with valid student ID
Senior (60+), Disabled, Veterans No Charge
ADA/Paratransit (ADAP)
Senior (60+), Disabled, Veterans (only) No Charge
ADAP Personal Care Attendant No Charge
Companions of ADAP Passenger $3.00
RESOLUTION NO: 20 -2!L._
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA
ELIMINATING PASSENGER FARES ON CITY OF MADERA TRANSIT SYSTEM (MADERA METRO) FIXED ROUTES AND LIMITING DIAL-A-RIDE SERVICE TO
DISABLED AND SENIOR PASSENGERS DURING THE
COVID-19 NATIONAL EMERGENCY PERIOD
WHEREAS, on April 14, 2020, the Federal Transit Administration (FTA) Safety Advisory 20- 01 issued recommendations that transit agencies develop and implement procedures and practices to ensure the safety of transit passengers, employees and the public during the COVID19 national emergency; and WHEREAS, the Coronavirus Aid, Relief, and Economic Security (CARES) Act provides $25 billion to transit agencies to help to prevent, prepare for and respond to the pandemic; and WHEREAS, City staff recommend eliminating fares for Madera Metro's fixed Route system and limiting Dial-a-Ride (DAR) to disabled and senior passengers as a measure for improving the safety of transit bus drivers, transit staff and the public during the COVID-19 pandemic; and
WHEREAS, transit agencies are advised to follow the current Centers for Disease Control and Prevention (CDC) and the Occupational Safety and Health Administration (OSHA) recommendations for the spread of COVID-19, which include face coverings, social distancing, frequent hand washing, facility and vehicle cleaning, and other measures to the maximum extent practicable, to ensure the continued safety of transit passenger and employees during this national emergency; and
WHEREAS, City of Madera (City) staff has developed a plan for the implementation of the fare elimination and the modification to its DAR service with its transit operator, MV Transportation, Inc., for the changes to the services to be done seamlessly without significant impact to any service; and
WHEREAS, the reason for needing to limit DAR to disabled and seniors is because the general public would opt to only use DAR service instead of the fixed route, if it was a no-fare service; and
WHEREAS, CARES funding will be disbursed through FTA apportionments to its Urbanized Area (5307) programs, which is the fund that Madera Urbanized Area is eligible to receive on a reimbursable basis in the amount of up to $6,440,671; and WHEREAS, City staff shall apply for the CARES funding to offset loss of fare revenues, which funding covers 100 percent of the costs associated with implementing the FTA advisory, with no local match required; and
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: September 21, 2022
_________________________________ Agenda Number: ___________ Joseph Hebert, Parks & Community Services Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Request for Direction in Naming of Olive Avenue/Knox Street Park Site RECOMMENDATION:
Request for direction regarding the naming of the new park at Olive Avenue and Knox Street SUMMARY:
During the August 17, 2022, regular meeting of the City Council (Council), several public comments from residents were made recommending to naming of the yet to be constructed park to be located at the southwest intersection of Olive Avenue and Knox Street. The public comments were to dedicate the park and have it named in recognition of Mr. James Taubert for his service and dedication to the community and its residents during his career.
Per City Policy, in order to have a park or recreation facility named after an individual/group, certain criteria must be met. The Parks and Community Services Department Naming Policy, Resolution No. 00-08, (Attachment 1) details this procedure. Per the Naming Policy, a suggestion for naming would be submitted to the Park and Recreation Advisory Board (Board) and then brought before Council for consideration. Since there is currently no active Board, the request for the recognition came directly to the City Council during public comment.
It is to be noted the policy states the Park and Recreation Advisory Board shall provide ample public notice of its intent to select a park name, providing sufficient time for other individuals/groups to propose other names prior to the Board making a decision. Since a recommendation for naming the park has been made, and with the Board not active, this responsibility falls upon Council.
E-1
Lastly, the policy references that typically, parks shall be named immediately after acquisition of the site in order to be identified from the onset. Currently the Olive/Knox Park site is in the design phase with the official naming of the park needing to occur soon to finalize any signage at the park.
DISCUSSION:
The Naming Policy, Resolution No. 00-08, outlines specific objectives that must be met in order for the naming of municipal parks. The term “parks” includes park, recreation facility, and fields, and portions thereof. Objectives are:
To enhance the values and heritage of the City of Madera and be compatible with community interest.
To encourage the dedication of land or funds for public use by individuals/groups in recognition of their achievements or community contribution. To encourage the dedication of land or funds for public use by individuals/groups in recognition of their achievements or community contribution.
As well as, if the park is to be named for a person in recognition of the public service the person has provided, the following criteria in addition to the above must apply (Per Item B of the Policy):
The person shall have made a major contribution to the community, the County, the State, or the field of recreation and parks.
Consideration of a person shall occur not less than 3 years following the date of the service for which the recognition is being made.
The service the person made shall have occurred over a period not less than 2 years. Typically, the service shall have been rendered in a volunteer, non-paid status. The person may be living or deceased.
Internally, the park site has unofficially been referred to as Olive Park, after the street that parallels the site. This has been term of reference for the park and was the name planned to move forward with the park design and construction. With the public comments made during the August 17, 2022 regular meeting of the Council, it has come to staff’s attention the interest from the community to name the park after a person. The Naming Policy notes the term “person” includes the plural, people; it also includes informal groups or formally established organizations.
FINANCIAL IMPACT:
The City anticipates no financial impact for the naming of the Olive Avenue/Knox Street park site, as funding for the park design and construction is part of the $1.9m grant contract with the Department of Parks and Recreation. In addition, staff anticipated a plaque at the park when preparing the grant, thus funds are available.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
121.10 - Add facilities and amenities for the public. 316.20 - Honor community service groups and volunteers at annual events. 316.10 - Further develop existing volunteer recruitment programs.
ALTERNATIVES:
1. Council may elect to revisit the Naming Policy, Resolution No. 00-08, to ensure it still captures intent and appropriate procedures for the naming of parks and recreation facilities. This would delay any naming of the park for now, until the policy is revised.
2. Council may elect to leave the new park site named “Olive Park” as has been the reference name of the park site.
3. Council may request a public notice be duly published requesting submissions of recommendations by the public to name the park be made, proving ample time to allow individuals/groups to propose name, bringing this topic to a subsequent meeting. The public notice would contain a deadline for submittal of recommendations by the public.
ATTACHMENTS:
1. Parks and Community Services Department Naming Policy, Resolution No. 00-08 ATTACHMENT 1
Parks and Community Services Department Naming Policy, Resolution No. 00-08 RESOLUTION NO?o-os -----
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF MADERA, CALIFORNIA
ESTABLISHING A POLICY FOR THE NAMING OF
PARK AND RECREATION FACILITIES
WHEREAS, the Parks and Recreation Advisory Board has recommended a policy describing the manner in which municipal park and recreation facilities are to be named,
And by definition as used herein, the term (Parks), includes "Park", "Recreation Facility'', and "Fields and portions thereof,
NOW, THEREFORE, the City Council of the City of Madera does hereby adopt the following policy governing the naming of municipal Parks:
A. Objectives. The name shall address one or more of these objectives; A1. To enhance the values and heritage of the City of Madera and be compatible with community interest.
A2. To be descriptive of the park's geographical location and/or function so that it will be easily identified.
A3. To encourage the dedication of land or funds for public use by individuals/groups in recognition of their achievements or community contribution.
B. If the park is to be named for a person in recognition of the public service the person has provided, the following criteria in addition to those in "A" must apply:
81. The person shall have made a major contribution to the community, the County, the State, or the field of recreation and parks.
82. Consideration of a person shall occur not less than 3 years following the date of the service for which the recognition is being made.
83. The service the person made shall have occurred over a period not less than 2 years.
84. Typically, the service shall have been rendered in a volunteer, nonpaid status.
85. The person may be living or deceased.
,,
C. If the park is to be named in recognition of a gift of resources for the acquisition or building of the park, the following criteria in addition to those in "A" apply.
C 1 . The gift of resources for the park from the donor shall exceed fifty percent (50%) of the capital cost of the park.
C2. If being named for a person, the person must have a record of outstanding citizenship; that is, the person is of exemplary character and integrity.
C3. A donor may stipulate the name of the park if (a) the stipulated name is part of a written agreement approved by the City Council at the time the donation of resources is offered; and (b) the stipulated name is consistent with paragraphs C.1 and C.2 and Section A of this policy.
D. Procedures for naming Parks:
D1. The Park and Recreation Advisory Board shall recommend to the City Council the names for Park and Recreation facilities.
D2. The criteria used by the Park and Recreation Advisory Board, and subsequently the City Council, for considering a park name shall be the criteria set forth in this policy.
D3. Typically, parks shall be named immediately after acquisition of the site in order to be identified from the onset.
D4. The Park and Recreation Advisory Board shall provide ample public notice of its intent to select a park name, providing sufficient time for other individuals/groups to propose other names prior to the Park and Recreation Advisory Board making a decision.
E. Change of Name. A park name may be changed if any of the following conditions are met:
E 1 . When the current name appears to be inappropriate.
E2. When the current name is inconsistent with the objectives of the park naming policy.
E3. If a serious oversight would result because a particularly deserving person could not be appropriately recognized unless an existing PARK was renamed.
ES. Selecting a new name for a facility already named shall be subject to the same objectives, criteria, and procedures described in this policy.
F. Definitions:
F1. The term "person" includes the plural, people; it also includes informal groups or formally established organizations.
* ** * ****
PASSED, APPROVED and ADOPTED by the City Council of the City of Madera this ----5TIPay of January , 2000, by the following vote:
AYES: Council Members Armentrout, Wells, Perez, Nal:ors, Skeels.
NOES: None.
ABSENT: None.
ABSTAIN: None.
APPROVED AS TO FORM:
~aJ:tY~· CIAORNEY
MAYOR
~
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: September 21, 2022
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Lions Town & Country Park Improvement Projects Update
RECOMMENDATION:
This report is submitted for informational purposes only and there is no action requested from the City Council (Council)
SUMMARY:
The purpose of this report is to provide the Council an informational update on recently completed, current, and planned improvement projects at Lions Town & Country (LTC) Park.
DISCUSSION:
LTC, bound by Howard Rd., S. Schnoor Ave., W. Industrial Ave., and S. Granada Dr. is the City’s largest park and consist of approximately 50 acres. The park has such amenities that include:
Play equipment Trail system spanning over one mile
Picnic areas and tables Horseshoe pits
Barbecue pits Volleyball area
Shade structures Baseball and softball fields
Restrooms Parking lot
Recently, staff has made a concerted effort to make improvements at LTC Park, including:
During Fiscal Year (FY) 2021-22, the City was successfully awarded $177,952 grant under the 2018 Parks Bond Act Per Capita Grant Program, for improvements at LTC Park. The grant performance period ends June 30, 2024. The funds are primarily intended for the _________________________________ Agenda Number: E-2
Joseph Hebert, Parks & Community Services Director
renovation of the restroom building between ballfields 1 & 2. The Parks & Community Services (PCS) Department, with assistance from the Public Works, Engineering, and Finance Department is overseeing the execution of the grant requirements. During FY 2021/22, the City received a $30k donation for improvements of Ballfields 1 & 2 at the park. The city published an Invitation for Bids, and the project was completed in March 2022. It is noted that Council allocated an additional $35k for the ballfield renovation for a total of $65k.
During FY 2021/22, the City installed eight motion capable exercise equipment stations along the walking trail at LTC Park. The equipment installation was made possible through a $80k grant from Kaiser Foundation Hospitals.
Initiative to replace outdated fountain receptors at parks, starting with the purchase of two stainless steel receptors for LTC Park. Since then, one of these purchased steel receptors was installed at McNally Park.
In spring of 2022, staff revitalized the north side entrance of the park, incorporating a drought-tolerant makeover. With assistance from Public Works staff members, the entryway received a facelift and converted the area into a new, fresh, and beautifully designed green zone, consuming over seventy percent less water than traditional green zones of the same size.
Solar panels were installed in the northern parking lot, as part of the partnership with ENGIE, to create a more environmentally conscious, energy-efficient city. ENGIE is an industry-leading expert providing public entities with energy conservation and costsavings opportunities via energy usage and reduction technology products and facilities management.
Another area of the park improved has included the softballs fields, which received some fencing modifications.
Paint upgrades to several bridges at the park also took place earlier this year, without abandoning the infamous red toned painted bridges LTC Park is known for. Installation of Smoke-Free signage at LTC Park has been completed, after Council unanimously voted to update existing regulations associated with smoking in May 2019.
The updates include the prohibition of smoking in all city park facilities. The new ordinance prohibits smoking in all public parks in the City of Madera, including electronic smoking devices.
There are several improvement projects currently underway, as well as several planned for the near future at the park.
The City recently purchased a rodent extermination machine for approximately $21,900 that allows for internal rodent control at parks, including address the specific gopher issues at Park. Gophers cause significant damage to the park as their burrowing causes hazards, destroys vegetation, as well as their capacity to breed is alarming. Purchasing a rodent extermination machine for in-house will significantly reduce the expenditure accrued if gopher extermination services were to continue to be contracted out. A donation of $25,000 from Dick’s Sporting Goods has been recently made for the install of batting cages at LTC Park. This item is pending, as approval from Council to sign off on an award agreement. The install of batting cages will augment on the park’s baseball and softball community participation and following.
$75,000 has been budgeted in the Parks Maintenance budget for FY 2022/23, #1020- 6100, for additional LTC Park rehabilitation. The budgeted amount will assist with projects which include addressing sunken concrete near ballfield 8, located at the intersection of Industrial Avenue and Schnoor Avenue. Staff will be replacing existing concrete slab, which includes compaction, testing compaction, and rebar dowel installation to existing concrete. In addition, there are sections of concrete lifted and cracked specifically near ballfield 1 that needs to be replaced. Additional improvement includes resurfacing the parking lot, painting the backstops, and replacing fencing around ballfields.
Capital Improvement Project PK-00071 plans to address the rehabilitation of the walking path trail, as part of the Town & Country Connectivity Project. This improvement project is estimated at $772,820. The project does not have funding secured. On April 17, 2022, staff submitted a funding allocation request through Congressman Jim Costa’s Office under the FY 2023 Transportation, Housing and Urban Development Appropriations Community Project for $850,000. At the time of writing this report, staff has not been notified if requested funding has been awarded.
In addition to the above-mentioned improvement projects, the LTC Park is regularly used to host City-sponsored event such as:
During FY 2021/22, the PCS Department hosted a Walk the Trail Day event to raise awareness of the new exercise amenities at the park trail, encourage regular exercise, and promote Healthy Eating Active Living. Local health-based organizations, as well as Madera Police Department, were invited to host informational booths. Movies in the Park recently took place this past summer with Madera residents attending over an 8-night program. Fortunately, the City has received some donations, including $20k earlier this year to offset program costs.
A new series of outdoor events, known as Madera Eats, featuring food vendors and local small businesses were a success with the community, with the last several of the Madera Eats events taking place at the park. The event provides marketing opportunity to local businesses and boost community usage of parks.
The LTC Park is a city jewel, providing numerous outdoor activities, and experiences to the community. It is the intent of staff to maintain park standards while actively and proactively working to accomplish such goal.
FINANCIAL IMPACT:
No financial impact associated with the presentation of this informational report.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
• Strategy #113: Promote greater accessibility of City facilities and services to meet the needs of various cultural, socioeconomic and disabled groups. • Strategy # 202: Develop/expand and promote community gathering places that reflect the multicultural community in Madera.
• Strategy #411: Enhance and expand recreational activities available in Madera.
ALTERNATIVES:
This report is for informational purposes only.
ATTACHMENTS:
None
REPORT TO CITY COUNCIL
Approved by:
_________________________________
Council Meeting of: September 21, 2022
Agenda Number: E-3
Wendy Silva, Director of Human Resources
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Professional recruitment services to conduct Director of Financial Services recruitment RECOMMENDATION:
Staff recommends Council approve a Minute Order authorizing staff to seek proposals from professional recruiting firms to assist the City in filling the currently vacant Director of Financial Services position
SUMMARY:
The Director of Financial Services position is a key member of the City Manager’s management team and responsible for the City’s budget, utility billing, business licensing, general accounting, expenditure controls, purchasing, grants administration, and maintenance of the City’s investment portfolio. The position has been vacant since August 2021. Since that time, City staff has conducted three (3) recruitments, with advertising costing approximately $2,600 per recruitment for this position. Unfortunately, a candidate with the skill set desired to fill the position has not been identified through these efforts. For this reason, staff is seeking concurrence from the City Council to proceed with obtaining professional recruiting services for this position. If approved to proceed, staff will publish a Request for Proposals and bring back award of any professional services agreement for Council’s consideration at a future meeting once the firm of choice has been selected. Based on an online search of awarded agreements for other public agencies, it is estimated that the recruitment fee and related reimbursable expenses will be around $25,000 depending on the defined scope of work.
DISCUSSION:
The City Manager operates with support from a management team consisting of at-will department heads, including the Director of Financial Services. This position has been vacant for over a year now, with the role filled by out-of-class assignment and interim consultants while the City conducted three (3) recruitments. These recruitments were conducted in July 2021, October 2021, and May 2022. Each recruitment costs approximately $2,600 in paid advertising plus staff time for non-paid advertising opportunities, application tracking and review, and interview of candidates. While each recruitment has netted applicants for the City’s consideration, no applicant has presented with the desired skill set needed to successfully serve as the City’s Director of Financial Services. For this reason, staff is requesting Council consider utilization of a professional recruiting firm to actively pursue candidates and identify the appropriate candidate for appointment to the position by the City Manager. If Council is amenable to this option, staff will prepare and publish a Request for Proposals and then bring a professional services agreement to a future Council meeting for consideration once the firm of choice has been identified.
FINANCIAL IMPACT:
While the adopted budget includes funds for standard City-conducted recruitments, a specific professional recruitment was not in consideration when line-item dollar figures were developed.
However, as time progresses through the budget year, salary savings are occurring. If staff is authorized to proceed with seeking proposals, once a firm cost is established, staff will review available funding sources within the existing budget and identify whether any additional appropriations will be needed from the unallocated unreserved fund balance.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
The information contained herein is not addressed by the Vision Madera 2025 plan, nor is the information in conflict with that plan.
ALTERNATIVES:
Council could direct staff to continue to recruit internally for the Director of Financial Services position.
ATTACHMENTS:
None
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: September 21, 2022
_________________________________ Agenda Number: Workshop-1 Arnoldo Rodriguez, City Manager
SUBJECT:
Workshop on $1 million request from Madera Community Hospital RECOMMENDATION:
Receive information from Madera Community Hospital on its request for $1 million in funding from the City and provide direction, if desired
SUMMARY:
This workshop is intended for Council to consider a request for funding for Madera Community Hospital. On August 3, 2022, Madera Community Hospital (MCH) CEO, Karen Paolinelli provided public comment on the state of the Hospital’s financial health as a result of the COVID-19 pandemic, including their financial deficit and a request for $1 million in assistance from the City’s American Rescue Plan Act (ARPA) Funds. As the item was not on the agenda, Council directed staff to gather financial information from the Hospital for review and to place the matter on the Agenda for further discussion in a future workshop.
It should be noted that the City received approximately $23 million in ARPA funds. The Council previously allocated 100 percent of ARPA funds to the City’s sewer and water system.
DISCUSSION:
On August 3, 2022, MCH informed Council, Staff and the public of financial challenges faced as a result of COVID-19 pandemic. MCH is a full-service, non-profit hospital that houses 106-beds and is the only community hospital in the city that serves the adult population of Madera.
As previously presented, MCH has stated that the Hospital has accrued a $15 million dollar deficit resulting from the pandemic. Specifically, increased labor costs, costly medications/treatments, reduced reimbursements and shouldering the cost of intensive care services during the pandemic have contributed to financial hardships faced by the hospital. Council approved to agendize the matter and directed Staff to acquire detailed financial information that supports the organization’s need for financial assistance. The information received was to be reviewed prior to a workshop at a future meeting.
During this workshop, MCH will present information to support its request for $1M funding. It is important to note that 100 percent of the City’s ARPA funds for the current fiscal year have been allocated to the Sewer and Water Enterprise Funds to mitigate significant rate increases. Senator Caballero organized a meeting which took place on Thursday, August 11th. In attendance, were:
State Senator Caballero
Representative for State Assemblyman Frank Bigelow
Representative for Congressman Jim Costa
Representatives from the Department of Justice (DOJ)
Madera County
Mayor Garcia
Hospital Board of Directors Deidre da Silva, Chair
Hospital CEO Karen Paolinelli
City Manager, Arnoldo Rodriguez
During this meeting, several potential avenues for funding were discussed, including:
MCH is owed $23 million from the State to which Senator Caballero’s office is intervening to expedite these funds
Madera County is owed a vehicle license refund of $3.6 million from the State DMV, with the possibility of allocating a portion of these funds to MCH (note that the County has not allocated said funds to the MCH)
If additional funding is not received, MCH has funding to operate until mid-November The requested allocation of $1 million from the City would allow the hospital to operate for an additional 1-2 weeks
There is potential Federal Emergency Management Agency (FEMA) funding for COVID relief. Congressman Jim Costa’s office recommended MCH urgently apply, as the Hospital has not tapped into this particular funding source.
After this discussion, on September 7, 2022, Senator Anna Caballero and Assemblyman Frank Bigelow announced that $5 million in state funding was secured to support MCH in recovering from their deficit and ensure services continue without interruption or closure until its merge with Trinity Health Corporation/St Agnes Medical Center.
CONSISTENCY WITH THE VISION MADERA 2025 PLAN:
The information contained herein is not addressed by the Vision Madera 2025 plan.
ALTERNATIVES:
No specific action is required of Council at this time; however, Council may provide staff direction.
ATTACHMENT:
1. Presentation prepared by Madera Community Hospital
Madera Community Hospital
Request for Allocation from City of Madera’s ARPA Funds September 21, 2022
Madera Community Hospital (MCH) is requesting the City of Madera allocate $1 million of the American Rescue Plan Act (ARPA) funds it received to MCH.
ARPA Eligible Uses (for nonprofits): Responding to the impacts of COVID-19 pandemic including assistance (grants) to nonprofits; Supporting public health responses, such as vaccination, medical care, testing, contract tracing, isolation and quarantine, capital investments such as physical plant improvements.
• Being the only hospital in the City and County that treats adult patients and the largest private employer in the City, it is important that City, County, State and Federal governments support this important resource in our community.
What Are We Requesting:
We are requesting you designate $1 million to MCH to
go towards the replacement of an air handler (a $3.2
million project) to promote better filtration of air within the facility for the protection of patients, visitors and staff during a pandemic. Investments in these projects
– one-time expenditures – free up nonprofit dollars
that can be used for services and to improve the
community.
• Madera Community Hospital plays a major role in the social and economic vitality of our city. Our hospital provides employment for more than 800 people and many other associates. This results in a huge positive economic impact to the City.
• MCH, as a non-profit, is not supported by taxpayer assessments. We are independent and get no other support. We very much appreciate our community and would like the City to recognize the work MCH did throughout the pandemic.
• COVID-19 has sent hospitals reeling, ours including, posing a significant challenge for patient care. Hospital closures since the pandemic are up nationwide. When a community loses a hospital they are losing access to healthcare and usually one of their largest employers.
Why is this important??
• Without a hospital in our community, people end up
going without care or care is delayed. Not having an
ER will impact the community negatively as
transportation to hospitals out of the area is a
problem. The Fresno and Merced hospitals are full
and cannot absorb Madera residents for care.
Covid-19 response
• MCH has treated almost 750 COVID-positive inpatients during the pandemic and administered over 16,500 COVID tests, more than any other local provider, while operating 24/7/365 during this stressful unprecedented time.
Following are highlights of expenses incurred by MCH since the beginning of the pandemic.
Contract Labor Costs
Registered Nurses, Dieticians, Clinical Lab Scientists
• Cost Increase of Contract Labor During the Pandemic:
Year Ended Total Monthly Average Incr. %
Pre-COVID - 6/30/2020 (annualized from 3/31/20) $953,000 $79,400 6/30/2021 $5,875,000 $489,600 617%
6/30/2022 $16,581,000 $1,381,750 1,740%
Annualized from July, 2022 $14,748,000 $1,229,000 1,548% Supplies Costs
Personal Protective Equipment; Ventilation Equipment; Oxygen, Supplies & Medications to Treat COVID-19 Patients • Cost of Supplies Increases:
Year Ended: Total Monthly Average Incr. %
6/30/2020 – pre-COVID $12,136,000 $1,011,250
6/30/2021 $13,487,000 $1,123,900 +11.1%
6/30/2022 $15,475,000 $1,289,600 +27.5%
Annualized from July, 2022 $15,068,000 $1,255,000 +24.1% Losses Incurred vs. Relief Payments Received:
Total Losses Incurred From the Beginning of the Pandemic $(29,306,299) (March, 2020 – July, 2022 – 29 months)
Total Relief Payments Received $12,182,251
(From Federal, State & County)
Deficit From Pandemic $(17,124,048)
THANK YOU!
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