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Department Summary
The Planning Department is one of the three departments that cumulatively make up the Community Development
Department of the City.
The Planning Department provides professional advice to City Council, Planning Commission, residents, businesses, and developers regarding policies that guide the physical
development of the community. The Department is
responsible for updating and maintaining the General Plan, specific plans, zoning ordinance and development-related policy documents. It is also responsible for processing various land use, zoning, subdivision, design, sign applications, and hearing processes. Planning staff is available Monday through Friday to answer general questions regarding growth and development of the City, and to explain permit review
requirements.
The budget year demonstrated a moderate increase in total entitlement application volumes. While new building permits are still being pursued in the residential sector, the fiscal year experienced a marked decline in the number of new dwelling permits issued (which aligns with a reduction in the number of overall permit applications received). The fiscal year did experience a marked increase in the number of residential units completed for occupancy. Interest in new residential entitlement applications does appear to be increasing with several new projects in the pipeline. Requests for extensions of existing subdivision and development entitlements
continue. These observations appear consistent with
2024-2025 Operating Budget | City of Madera 137
Planning Department
statewide trends which experienced a near 10% reduction in residential permits year-over-year. While conditions suggest a continued level of uncertainty in economic conditions and forecasts due to higher interest rates implemented by the Fed, inflation, and increases in average home prices, expectations are reported as positive for the coming fiscal year with the housing market expected to continue to rebound from 2023 lows. Sales tax performance reflects cautious behavior by consumers and less discretionary spending and delayed
purchases. Most recent projections remain soft but expect modest improvement in the next year. The Fed’s approach to the funds rate along with consumer confidence trends will inturn be expected to influence development activity.
The year once again brought changes in Department personnel with a vacancy created in the Planning Manager position.
Accordingly, these changes facilitated further evaluation and scrutiny of/to prior department practices, policies, and considerations respective to organizational structures, processes, and tools within the Planning Department. In the interest of improving performance, continued efforts have been made by staff to further streamline processes, foster accountability, as well as better transparency. These efforts are paramount to the City’s ability to provide effective, accessible and responsive Planning services in order to continue to improve performance; and will remain a principal focus for further improvement in the coming fiscal year to better meet expectations of the City Council, the citizens and business of the City and that of the development community.
Responsibility
The Planning Department is responsible for two distinct planning disciplines:
▪ Current Development: Processing of ministerial and
discretionary permits including, but not limited to,
site plan reviews, use permits, temporary use
permits, zoning administrator permits, sign permits
and home business occupation permits, precise plans,
variances, parcel maps, tentative subdivision maps,
vacation and abandonment of public right-of-way,
rezones, general plan amendments, and ordinance
amendment requests, all of which require the
approval of the Planning Department, the Planning
Commission and/or City Council.
▪ Long Range Planning: Includes the maintenance or
preparation of the City’s General Plan and its
elements, including annual housing program
implementation reports required by the California
Department of Housing and Community
Development, annexations, specific plans, master
plans, design guidelines and other documents specific
to the future vitality of the City.
A primary function of the Department is to serve as a
liaison to the Planning Commission. The Department also:
▪ Provides customer service to the citizens of Madera
via telephone and email communication, the
provision of walk-up service at the Planning public
counter, coordination, and scheduling of virtual or inperson meetings and appointments for site visitation. ▪ Provides dedicated service to the development
community including, but not limited to:
complimentary preliminary project reviews,
consultation, and regulatory guidance; project
entitlement management; implementation of threeparty programs providing opportunities for project expediting; and lead guidance for the review and
preparation of environmental analyses and findings.
▪ Implements the City’s General Plan, the various
specific plans of the City and Zoning Ordinance.
▪ Processes land division entitlements in conformance
with the Subdivision Map Act.
▪ Provides plan check reviews of new and remodeled
residential, commercial, industrial, and public
buildings for compliance with local ordinances, zoning
regulations and project conditions of approval.
▪ Provides site inspection of new/remodeled
commercial, industrial, and public buildings to ensure
development conforms with project conditions of
approval.
▪ Provides interdepartmental support and
documentation for Capital Improvement Program
projects as well as for state and federal grant funded
programs and projects.
▪ Provides Geographic Information Systems (e.g., maps
and data) support to multiple City departments.
▪ Provides intellectual support to all City departments and partnering agencies via preparation of a myriad
138 City of Madera | 2024-2025 Operating Budget
of deliverables ranging from park design and
placement, street landscaping, industry research,
statistical data reporting, impact fee update
assessments, amendments to local ordinances, and
spatial analyses pertaining to land uses and
infrastructure placement.
Key Accomplishments
▪ Planning implemented new policy respective to
Temporary Use Permit approvals for outdoor vendors
and worked collaboratively with the Parks
Department for special events to streamline and
simplify processes for City staff, organizers and
participants.
▪ Planning implemented new procedures in
conformance with recently adopted State legislation
aimed toward streamlining and/or reducing the need
for certain application processes such as the need for
rezoning; reducing time and costs for the
development of new housing units.
▪ In collaboration with the Building, Engineering and
other City Departments, as well as licensed software
service providers, Planning completed a full software
licensing systems assessment in order to identify
capabilities, methods and training needs in order to
reengineer and better utilize previously purchased
software solutions to greater capacity and affect.
While not yet fully implemented, this initiative, will
ultimately accommodate full electronic/digital
application submittal, review and processing and
facilitate improved project workflow, transparency
and tracking; creating a variety of efficiencies and
time and cost savings in the application review
process for both the City’s customers and its staff.
▪ Planning prepared and filed a City Annexation
Petition and obtained Madera Local Agency
Formation Commission (LAFCo) approval for the
Country Club Drive/Martin Street Annexation,
incorporating an additional 246 acres of land within
the City limits.
▪ Planning facilitated completion of the Council
selection and approval process for all available
Commercial Cannabis Standard Retail/Micro & Social
Equity businesses in the City of Madera; and executed
required agreements with awarded businesses. The
year witnessed the opening of the City’s first standard retail cannabis dispensary.
▪ Planning assisted the Engineering Department with
adoption of environmental findings, in accordance
with the provisions of the California Environmental
Quality Act (CEQA), for the Westberry Bridge capital
improvement project.
▪ Housing Streamlining/Production Accelerating Grant.
Obtained suballocated grant funding and completed
a draft ordinance amendment to the Zoning
Regulations for purposes of streamlining and
accelerating housing production for future
consideration by Council.
▪ Planning assisted with the approval and execution of
a new tax sharing agreement between the City of
Madera and County of Madera, which provides for
fair and equitable property and sales tax sharing and
the encouragement of sound economic growth.
▪ Planning adopted Department policies to better
define responsibilities and requirements relative to
review of landscape and irrigation plans in
accordance with the Model Water Efficient
Landscape Ordinance (MWELO) as well as organic
waste disposal reduction, recycling and solid waste
compliance in accordance with the provisions of
Senate Bill 1383.
Overview of entitlement applications in FY 2023/24:
Type # of
Applications
Annexation 1
Business License Review 206
Conditional Use Permit 25
General Plan Amendment 2
Home Occupational Permit 98
Lot Line Adjustment 4
Precise Plan 6
Preliminary Project Review 9
Prezone / Rezone 3
Sign Permit 45
Site Plan Review 44
Tentative Parcel Map 5
2024-2025 Operating Budget | City of Madera 139
Type # of
Applications
Tentative Subdivision Map 11
Temporary Use Permit 40
Variance 3
Zoning Administrator Permit 6
Zoning Clearance / Conformance
Review 18
Entitlement Approvals Included:
▪ New and expanded commercial developments –
financial / banking, restaurants, automotive repair,
drive-thru coffee house, medical and dental offices,
professional offices, beauty salons, car wash, service
stations; including but not limited to:
Two new 24-hour service stations with a total of 24
fueling stations (including one highway travel-center
with an additional five diesel/heavy truck fueling
stations), two convenience stores, a restaurant with
drive-through, and a 94-room hotel at the
intersection of Avenue 17 and Golden State
Boulevard/Airport Drive
▪ Multiple infill residential projects including new single family residential dwellings, accessory dwelling units, duplexes, and multi-unit residential development.
▪ Ventana Subdivision. 855-lot single family residential lots and 144 multi-family residential units on the
south side of Pecan Ave between Parkwood and State
Highway 99.
▪ Carmel Homes Subdivision Phases II & IV. 318 single
family residential lots at the southwest corner of East Pecan Avenue and Stadium Road.
▪ Food Bank. A new 20,000 square-foot warehouse and
office building for the Madera Food Bank at the
intersection of South Knox Street and Road 28.
▪ Evapco. Approximately 101,000 square-foot facilities
expansion adjacent to existing facilities located on
Almond Avenue.
▪ California Custom Processing. Approximately 52,000
square-foot facilities expansion adjacent to existing
facilities located on Aviation Drive.
▪ Semi-Public, social service and care facilities,
including:
Social Vocational Services. An adult day care center
serving adults with physical and developmental
disabilities. The center has a capacity for up to 60
adults per day with 24 employees.
Star Center. Alterations to an existing facility
providing site-based daytime program services to
adults with developmental disabilities and skilled
nursing needs, to now offer similar pediatric services
including therapeutic, social, day care activities and
medical services to children.
Crescent View Charter, an expansion to existing
facilities located within the Madera Marketplace
Shopping Center.
Active Planning Projects:
▪ Granite Creek. 176-acre annexation and
Neighborhood Plan incorporating Low, Medium &
High Density Residential, Village & Neighborhood
Mixed-Use, Public & Semi-Public and Open Space land
uses at the northwest corner of Rd. 24 and Sunset
Avenue. Phase I includes 345 single-family residential
lots.
▪ Multiple residential subdivisions proposing a
cumulative 450 single family residential lots and the
annexation of approximately 30 acres of land at
various locations throughout the City.
▪ Cleveland Avenue Industrial Complex. Approximately
400,000 square feet of light industrial/warehouse
space on the northwest corner of Westberry
Boulevard and Cleveland Avenue.
▪ Madera Town Center. Approximately 18 acres of
commercial retail/service land uses and
approximately 900,000 square feet of light
industrial/warehouse space on approximately 52
acres located on the northeast corner of Avenue 17
and State Route 99.
140 City of Madera | 2024-2025 Operating Budget
Non-entitlement project tasks:
▪ Collaborated with outside agencies through the
entitlement process of various commercial and
residential projects.
▪ Assisted the Engineering & Parks Departments with
the preparation of CEQA and/or NEPA environmental
documentation on CIP and grant-related projects.
▪ Completed numerous GIS projects in support of City
department needs, including updates to City parcel,
street and GIS layers as well as mapping efforts for
various purposes.
▪ Housing Element Update and Implementation.
Coordination and collaboration with contract
consultants relative to the preparation of the 6th Cycle Housing Element Update and completion of
implementation initiatives.
Goals & Performance Measures
▪ Improve customer service for all segments of the
population.
▪ Improve transparency and implement new options
for accessibility and self-service for customers;
including but not limited to:
Re-engineer and implement previously purchased
software solutions to greater capacity and affect.
Create online civic access portal for online application submittal and tracking. Convert fully to paperless
application processing through implementation of
electronic document review.
▪ Reevaluate and refine existing and continue to
consider alternative methods to improve standards
for the timely processing of planning entitlements,
assuring that all applications are processed within
suitable timeframes and scheduled for the earliest
possible public hearing dates.
▪ Collaborate wherever possible with other
departments to maximize the value of staff.
▪ Continue to pursue grant funding opportunities which
will help facilitate community planning and
development initiatives that will encourage and
incentivize housing and economic development,
supplement infrastructure and CIP projects, and
contribute to additional open space and recreational
opportunities.
▪ Continue partnerships and collaboration with outside
agencies and organizations with the preparation,
adoption and implementation of ordinances, plans,
and policies.
▪ Provide training opportunities for both staff and the Planning Commission, including attendance at the
League of California Cities Planning Commissioners
Conference and at the American Planning Association
Conference.
▪ Continue efforts related to the adoption of updates
to the zoning ordinance and the associated update of
the Official Zoning Map of the City.
▪ Respond proactively to the direction of the Council,
Planning Commission, and the City Manager to
positively influence the betterment of the
community.
▪ Assist with the preparation of a Development Impact
Fee workshop before the Council.
Changes/Additions to Budget
▪ $475,000 of General Fund resources are appropriated
for planning/environmental work ($100,000) and the
Housing Element implementation ($375,000)
Department Staffing & Structure
The Planning Department has 5 budgeted positions, 3 of which are filled. The Department is currently seeking to fill the Planning Manager and Senior Planner positions. Use of
contracted services assistance for entitlement processing was minimal the prior fiscal year. In order to maintain expectations of the development industry and the City’s customers, the Department may rely on the services of contract planners and/or planning and environmental consultant firms to
perform planning and zoning entitlements, environmental review and/or report preparation as directed by the Planning Department.
2024-2025 Operating Budget | City of Madera 141
(10204100) Planning
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4137 New Projects 114,548 - - - - 0.00%
4249 Zoning/Land Use/Annex Fees 311,596 253,527 197,780 200,000 200,000 0.00% 4434 Grants - - 62,560 610,000 300,000 -50.82%
4657 Miscellaneous Revenue 25 - - - - 0.00%
4659 Refunds and Reimbursements 4,025 53 50 - - 0.00%
Total Revenue $ 430,194 $ 253,580 $ 260,390 $ 810,000 $ 500,000 5000 Salaries/Full-time 301,055 329,422 306,082 424,074 461,432 8.80% 5005 Salaries/Part-time 4,056 23,909 45,490 113,729 34,928 -69.30% 5100 Salaries/Overtime 9,967 10,946 10,244 11,500 10,000 -13.00% 5105 Salaries/Leave Payout 3,031 1,330 12,565 - - 0.00% 5200 Salaries/Auto & Expense Allow - 128 128 129 129 0.00% 5300 Public Employee Retirement Sys 34,089 35,205 38,399 58,223 57,199 -1.80% 5302 Long Term Disability Insurance 1,161 848 965 986 780 -20.90% 5303 Life Insurance Premiums 338 284 249 337 363 7.70%
5304 Workers Compensation Insurance 25,081 32,676 32,420 49,198 42,850 -12.90% 5305 Medicare Tax- Employer's Share 4,742 5,364 5,524 8,084 7,519 -7.00% 5306 Unfunded Accrued Liability 64,961 66,269 71,817 71,817 80,522 12.10% 5307 Deferred Comp/Part-Time 152 528 174 674 405 -39.90% 5308 Deferred Compensation/Full-tim 8,070 7,803 8,986 12,836 14,771 15.10% 5309 Unemployment Insurance 1,097 892 1,066 1,026 1,050 2.30% 5310 Section 125 Benefit Allow. 71,212 68,710 64,043 82,572 77,262 -6.40% 6402 Telephone/Fax Charges 3,864 3,708 3,479 4,500 1,859 -58.70% 6403 Cell Phone Charges - - - - 1,325 0.00%
6404 Internet Charges - - - - 674 0.00%
6405 Copier Lease/Paper Charges 1,659 1,965 2,170 1,500 1,750 16.70% 6411 Advertising/Bids and Notices 27,344 20,166 12,439 38,000 37,080 -2.40% 6414 Professional Dues 992 - 957 2,500 2,829 13.20%
6415 Publications/Subscriptions 57 59 433 1,575 1,794 13.90% 6416 Office Supplies/Expendable 3,399 8,809 2,143 14,200 4,500 -68.30% 6417 Software Costs - - - - 23,239 0.00%
6418 Postage / Other Mailing Charge 3,458 4,840 3,509 6,300 5,360 -14.90% 6419 Food - 470 260 2,100 1,000 -52.40%
6440 Contracted Services 179,520 246,045 158,510 158,000 475,000 200.60% 6447 Cap/Master/Other Plan Updates - - 332,560 610,000 - -200.00% 6451 Bank Service Charges 986 1,325 902 - - 0.00%
6530 Conference/Training/Ed 3,681 12,698 5,804 26,000 23,200 -10.80% 6610 Contingency - - - - 3,400 0.00%
6900 Interfund Charge - Fac. Maint. 11,155 11,155 10,135 10,135 10,135 0.00% 6902 Interfund Charges- Central Sup 152 322 152 322 208 -35.40% 6903 Interfund Charges - Cost Distr - 21,435 - - - 0.00% 6918 Interfund Charges- Comp Maint 26,236 22,643 22,169 22,169 26,173 18.10% 6920 Interfund Charges - Computer R 5,619 6,052 10,333 10,333 6,288 -39.10% 6924 Interfund Charges- Motor Renta 800 857 680 680 1,120 64.70% 7000 Vehicles and Equipment - - - - 10,500 0.00%
Total Expense $ 797,936 $ 946,864 $ 1,164,787 $ 1,743,499 $ 1,426,644 Total Net Surplus/(Deficit) $ (367,742) $ (693,284) $ (904,397) $ (933,499) $ (926,644) 142 City of Madera | 2024-2025 Operating Budget
Department Summary
The Building Division is one of the divisions that cumulatively make up the Community Development Department.
The Building Division ensures the safe occupancy of buildings by verifying construction compliance with building and fire codes, which is achieved through the application and
enforcement of State laws and City ordinances governing the construction, use, and maintenance of structures on private and public property. In this capacity, the Building Division administers federal, state, and municipal regulations regarding architectural compliance, structural stability, seismic safety, electrical, mechanical, plumbing, disabled access, energy conservation, green building, and tenant protection during construction.
Services provided by the division include public counter permitting operations, plan reviews, inspections, and
maintenance of permit and construction records.
Responsibility
The Building Division is responsible for reviewing all activities associated with on-site construction projects. It administers the building permit process, which includes the submittal of building plans, subsequent plan check for compliance with City and State building code requirements, and the issuance of certificates of occupancy. The typical timing of this process varies. Plan review times for expedited projects range between 2-4 weeks, whereas typical projects range between 6-8 weeks.
The City contracts with a Fire Marshal that performs plan check 2024-2025 Operating Budget | City of Madera 143
Building Department
reviews and field inspections to ensure compliance with California Fire Code.
Projects requiring a building permit include new construction, remodels, modifications to existing plumbing and electrical systems, and heavy mechanical equipment (heating,
ventilation, and air conditioning systems).
Certain types of construction and installation projects that do not require a building permit include:
▪ Any structure less than 120 square feet without
plumbing or electrical work
▪ Surface treatments (paint, tile, etc.)
▪ On-site concrete work, not in an accessible path
▪ Fences that do not require footings
The Permitting Process
▪ Over-the-counter: These permits are common for
single-family homeowners and are completed with
relative ease, saving the customer time. Common
permits that do not require a plan check include
water heater replacements, re-roofs, electrical
service upgrades, window replacement, and HVAC
replacements.
▪ Plan Check: More complex permits that require
plans, such as new commercial/industrial buildings,
new homes, tenant improvements, or extensive
house remodels. As part of this process, applicants
submit plans identifying proposed improvements.
Staff reviews the plans for compliance with state
building codes to meet minimum codes.
▪ Inspections: The building division has a 24-hour
inspection request line. Inspections requested prior
to 4:00 pm are completed the next business day.
Key Accomplishments
Overview of accomplishments in FY 2023/24:
▪ The Building Division was active in issuing 2,611
building permits including both commercial and
residential projects. Over 9,600 building inspections
were performed reflecting an average of
approximately 10 stops per inspector daily.
▪ Implemented the SolarAPP+ program to expedite and
streamline the Solar (PV) plan check review and
permitting process.
▪ Initiated the implementation of an Electronic Plan
Review Program to streamline and expedite the plan
check review and permitting process.
▪ Initiated the digitization of paper records such as
permit applications, building plans and
supplementary documents. The digitized files are
being uploaded to Munis and attached to specific
permit records, creating that way a searchable
database.
▪ Created a physical plan room in conjunction with an
electronic plan room to ease the transition to fully
electronic plan reviews in the near future.
▪ The Building Inspectors have been provided with
tablets which are being used to update inspection
statuses live out in the field. This allows them to use their time in a more efficient way without generating
additional work for office staff.
▪ Deployed a plan check program to track projects from
permit application intake to permit issuance.
Notable completed projects include:
▪ In-N-Out on W. Cleveland Ave.
▪ Amond World Phase I on Condor Dr.
▪ Commercial Warehouse and Office Addition on
Yeager Dr.
▪ New Starbucks on 1451 Madera Ave.
▪ Smart and Final on W. Cleveland Ave.
▪ Ross Dress for Less on W. Cleveland Ave.
▪ Evapco Phase II on W. Almond Ave
▪ Embarc Madera Cannabis Store on E. Yosemite Ave.
Notable projects under construction:
▪ Linden Tree Apartments on Linden St.
▪ Madera Place Apartments on Milano Ave.
144 City of Madera | 2024-2025 Operating Budget
▪ Cannable Cannabis Store on E. Yosemite Ave.
▪ Amond World Phase II on Condor Dr.
▪ California Custom Processing (CCP) Phase II on
Aviation Dr.
▪ Miles Chemical on Pecan St.
▪ Food Bank on Knox St.
▪ Mi Rancho Market on E. 4th St.
Goals & Performance Measures
▪ Staff has managed to provide plan review reports in a timely manner, however, efforts continue to
streamline the Permit Application Intake at the Front
Counter to process new projects in a more efficient
way.
▪ The Department is in the exploratory phase
researching the capabilities and functionalities of
Bluebeam. Bluebeam allows electronic distribution
of plans and plan check. This program is intended to
replace hard copy sets submittals, expediating the
review process and saving customers the need to
submit paper copies.
▪ Further explore the Implementation of the Customer
Self Service (CSS) Portal in Munis to allow for
electronic permit applications and plan submittals to
streamline and expedite the plan check review and
permitting process.
▪ Implement a program to streamline and expedite the
Electric Vehicle Charging Stations plan check review
and permitting process.
▪ Staff has responded to 100 percent of building permit inspections the following business day, which will
continue to be the goal.
Changes/Additions to Budget
▪ A new fund to expend SB 1186 funds is established
with this budget. $8,000 of appropriations in this fund will be used to train staff in ADA accessibility issues and solutions.
Department Fund Summary
The Building Division currently has six budgeted full-time positions, a part-time building inspector, a part-time building intern, and a contracted Fire Consultant that reviews plans for compliance with the California Fire Code and the Building Code.
The Building Department is currently staffed with:
▪ Chief Building Official
▪ Two full-time Building Inspectors
▪ One Permit Technician
▪ One Administrative Assistant
▪ One Consultant for Fire Inspections and Building and
Fire Plan Checks
The Building Department has three vacant positions for which the recruiting process is already in progress:
▪ One part-time Building Inspector
▪ One full-time Plans Examiner
▪ One part-time Intern
2024-2025 Operating Budget | City of Madera 145
(10204200) Building
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4100 Permit Fees 68,701 80,776 55,892 50,000 50,000 0.00% 4103 Revenue/ Energy Regulation Fee 19,825 24,725 16,525 16,000 15,000 -6.30% 4104 Permits - Fire 123,038 130,173 103,569 100,000 100,000 0.00% 4105 Permits - Building 842,664 1,088,548 809,505 700,000 695,000 -0.70% 4106 Permits - Electrical 34,560 49,329 50,064 20,000 20,000 0.00% 4108 Permits - Mechanical 16,574 15,204 13,227 14,000 10,500 -25.00% 4109 Permits - Plumbing 19,766 17,529 24,274 14,000 14,000 0.00% 4119 S.M.I.P. - City Share 303 543 3,051 200 95 -52.50% 4120 SB-1473- City Share - - 3,338 - - 0.00%
4121 SB-1186 City Share - Bldg 12,009 8,829 1,877 3,000 5,000 66.70% 4208 Late Payment/Other Penalty 23,981 34,617 39,170 20,000 20,000 0.00% 4222 Overtime Fees 119,920 143,231 61,159 60,000 60,000 0.00% 4225 Revenue/ Plan Archival Fees 23,693 25,211 21,859 16,000 16,000 0.00% 4226 Plan Check Fees 448,397 473,847 269,610 300,000 270,000 -10.00% 4657 Miscellaneous Revenue 2,306 5,868 3,100 2,500 2,500 0.00% 4659 Refunds and Reimbursements 93 - 120 - - 0.00%
Total Revenue $ 1,755,829 $ 2,098,430 $ 1,476,339 $ 1,315,700 $ 1,278,095 5000 Salaries/Full-time 307,453 310,191 396,738 430,495 429,360 -0.30% 5005 Salaries/Part-time 4,039 26,397 38,002 49,689 70,177 41.20% 5100 Salaries/Overtime 3,134 8,503 8,492 20,000 3,000 -85.00% 5105 Salaries/Leave Payout 15,570 - 12,229 - - 0.00%
5110 Salaries/Uniform Pay 500 500 500 500 - -100.00%
5200 Salaries/Auto & Expense Allow - 129 129 129 129 0.00% 5300 Public Employee Retirement Sys 39,010 38,076 49,576 56,195 52,094 -7.30% 5302 Long Term Disability Insurance 996 957 1,264 1,425 1,021 -28.40% 5303 Life Insurance Premiums 338 298 347 365 412 12.90% 5304 Workers Compensation Insurance 25,824 30,695 39,324 44,929 43,525 -3.10% 5305 Medicare Tax- Employer's Share 5,174 5,376 6,890 7,734 7,469 -3.40% 5306 Unfunded Accrued Liability 81,686 81,521 86,216 86,216 96,665 12.10% 5307 Deferred Comp/Part-Time 179 1,047 309 674 675 0.10% 5308 Deferred Compensation/Full-tim 9,144 11,591 8,725 17,980 12,493 -30.50% 5309 Unemployment Insurance 1,010 1,115 1,176 1,026 1,197 16.70% 5310 Section 125 Benefit Allow. 47,845 53,329 65,543 77,311 88,517 14.50% 6402 Telephone/Fax Charges 6,359 6,896 6,753 7,500 2,270 -69.70% 6403 Cell Phone Charges - - - - 3,130 0.00%
6404 Internet Charges - - - - 804 0.00%
6405 Copier Lease/Paper Charges 181 1,028 17,011 23,100 8,587 -62.80% 6414 Professional Dues 2,185 560 1,139 4,500 1,800 -60.00% 6415 Publications/Subscriptions 7,491 2,400 - 1,600 1,000 -37.50% 6416 Office Supplies/Expendable 11,426 6,354 8,273 9,000 10,500 16.70% 6418 Postage / Other Mailing Charge 1,098 809 19 2,000 1,000 -50.00% 6425 Vehicle Fuel, Supplies & Maint 3,866 4,676 4,068 5,500 4,230 -23.10% 6440 Contracted Services 368,682 412,356 312,880 510,000 420,000 -17.60% 6451 Bank Service Charges 9,550 23,380 34,371 30,000 35,000 16.70% 6530 Conference/Training/Ed 4,477 6,046 3,916 12,768 12,200 -4.40% 6532 Maintenance/Other Supplies - - (275) 3,000 - -100.00% 6560 Liability / Property Insurance - - 1,059 1,059 1,202 13.50% 6562 Retiree Insurance Premiums 172 2,022 978 948 1,200 26.60% 6900 Interfund Charge - Fac. Maint. 10,043 10,043 9,125 9,125 9,125 0.00% 6902 Interfund Charges- Central Sup 328 541 86 541 308 -43.10% 6903 Interfund Charges - Cost Distr - 22,380 - - - 0.00% 6907 Interfund Chrg/Vehicle Replcmt 3,683 3,683 4,350 4,350 6,623 52.30% 6908 Interfund Chrg/Vehicle Maint. 7,059 7,158 8,433 8,433 6,824 -19.10% 146 City of Madera | 2024-2025 Operating Budget
(10204200) Building
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 6918 Interfund Charges- Comp Maint 31,338 22,643 22,169 22,169 26,173 18.10% 6920 Interfund Charges - Computer R 7,697 6,052 10,333 10,333 6,288 -39.10% 6924 Interfund Charges- Motor Renta 1,402 1,486 1,194 1,194 1,962 64.30% 6926 Interfund Chg Risk Charges - - - - 130 0.00%
7000 Vehicles and Equipment - - 39,625 73,920 - -100.00% Total Expense $ 1,018,941 $ 1,110,238 $ 1,200,966 $ 1,535,708 $ 1,367,090 Total Net Surplus/(Deficit) $ 736,889 $ 988,192 $ 275,373 $ (220,008) $ (88,995) 2024-2025 Operating Budget | City of Madera 147
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Department Summary
The Engineering Department is one of the units that make up the Community Development Department. The mission of the Engineering Department is to serve the needs of residents by providing professional engineering services to the community and city government. The department is dedicated to
maintaining the highest level of responsiveness, which serves to characterize a business-friendly environment forserving our community.
The Engineering Division includes both Inspection and Design.
The Inspection team provides construction management and inspection services on private development projects,
encroachment permit projects, and Capital Improvement
Program projects.
The Design team provides engineering and public facility design, plan review, administration, permitting, and
construction of public works and development projects,
including infrastructure, Capital Improvement Program, and replacement projects.
In addition, the department is responsible for enhancing mobility and safety citywide through ongoing transportation planning, traffic engineering, and signal operations activities.
Responsibility
The Engineering Department, under the direction of the City Engineer, is charged with overseeing, planning, design, and implementation of infrastructure projects.
Some of the Department's functions include:
▪ Transportation, water, sanitary sewer, and storm
drain engineering
▪ Asset management of transportation, drainage, and
other City infrastructure. Long-range planning for
capacity and financial support (rate studies).
▪ Construction Management & Inspection (CM&I) –
Managing Capital Improvement Program projects and
public works contracts for city departments,
inspection and oversight of private development
grading, sanitary sewer, water, stormwater and
improvements, inspection, and oversight of all
activity in the public right-of-way and provides
project management and development services for
civic projects
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Engineering Department
▪ Serve as the construction manager for projects not
initiated in the Engineering Department which
included monuments at Centennial & Rotary Parks
and a Transit Facility Canopy
▪ Program, plan, design and administer the
construction of the annual Capital Improvement
Program in cooperation with other departments
▪ Issue permits for work in the public right-of-way
▪ Inspect construction within the public right-of-way
▪ Plan check all development plans, parcel maps,
subdivision maps including those that impact other
department functions
▪ Manage the National Pollutant Discharge Elimination
System (NPDES) program activities
▪ Manage traffic engineering and transportation
planning activities
▪ Provide Interagency Coordination with agencies such
as Caltrans, County of Madera, Madera Irrigation
District, Madera County Transportation Commission
and Authority (MCTC & MCTA)
▪ Implement Council programs and policies to meet the
City's current and future infrastructure needs
▪ Provide ongoing, informative communications to City
Council and residents regarding key objectives,
challenges, and accomplishments
▪ Participation in the Sustainable Groundwater
Management Act (SGMA) activities that includes
preparation of the Groundwater Management Plan
(GMP)
▪ Participate in the Technical Advisory Committee of
the MCTC and MCTA and planning, programming, and
oversight of local, state, and federal transportation
funding sources
▪ Provide support to City Departments in areas of
infrastructure planning and construction
Key Accomplishments
The Department’s accomplishments are most visible in the completion of projects, those that are moving forward at any given time, and assistance provided toward other endeavors of the Council. Overview of accomplishments in FY 2023/24:
▪ Submitted 12 applications (18 State, 4 Federal) to
various agencies and offices to secure additional
project funding. Not all awards are final, but some of
the already approved funds awarded are:
o Congestion Mitigation & Air Quality -
$2,110,000: CMAQ Funds will be used for
upcoming alley paving projects within the
City
o Carbon Reduction Program - $544,000: CRP
Funds will be used to build new pedestrian
facilities within the City
o Safe Streets & Roads for All - $338,520: SS4A
Funds will be used to create a Citywide Local
Road Safety Plan
▪ Worked with the Madera County Transportation
Commission, its consultant, and newly formed
Steering Committee, to work towards making a new
Measure T renewal effort. By working with residents
and other stakeholders, a new Measure T initiative
will be put on the November 2024 ballot.
▪ As part of setting up an on-call program in the FY
2023/24, the following additional task orders have
been issued:
o 7 Sewer Projects
o 6 Water Projects
o 4 Park Projects
o 2 Storm Drain Projects
o 2 Bridge Projects
o 2 Traffic Signal Projects
o 1 Road Project
o 1 WWTP Project
This program assigns task orders to qualified consultants in lieu of typical requests for proposals (RFP) which are now reserved for larger more complex projects.
▪ Oversaw the reconstruction of the Engineering Office
front counter, making it ADA accessible, ensuring all
residents can access department services equitably
Designed and managed various Road Rehabilitation or
Miscellaneous Paving Projects including:
150 City of Madera | 2024-2025 Operating Budget
▪ Completed installation of missing sidewalk segments
at the following locations:
▪ Central Ave, from Gateway Ave to Lake St
▪ E Street, from Central Ave to 3rd Street
▪ 3rd Street – from E Street to Central Ave
▪ City Street 3R and ADA, Cycle 2022-23 – various
locations – Construction anticipated Summer, 2024
▪ RMRA Seals and Overlay, Cycle 2021/22 –
Construction anticipated Summer, 2024
▪ RMRA Seals and Overlays, Cycle 2022/23 -
Construction anticipated Summer, 2024
▪ Completed two alley paving projects which converted
approximately 16 alleys from dirt to pavement,
reducing dust particulate
▪ Almond Avenue Traffic Study – A final draft of the
traffic report has been submitted for staff review, this is a required step to extend Almond Ave and fill the
gap between Stadium Rd & Pine St
▪ Partnered with Caltrans for the Downtown CAPM
project which will include a reconfiguration of
Yosemite Ave in Downtown. Construction is
anticipated in Spring of 2025.
Managing design and construction of multiple pedestrian facilities including:
▪ Procured a new Pavement Management Program and
after a study of all City roads, generated a new and
more accurate Pavement Condition Index, including
local/residential roads for the first time
▪ Schnoor Avenue sidewalk project from Sunset to
Riverside (Congestion Management and Air Quality
(CMAQ) and Measure T) – Plans are 90 percent
complete
▪ Washington School sidewalk project (CMAQ) – Plans
are 90 percent complete
▪ Affordable Housing and Sustainable Communities
(AHSC) grant project which includes sidewalks, bike
lanes, stop sign flashers, rapid flashing pedestrian
crossing beacons – The flashing beacons have been
installed as part of this project
Managing design construction of new traffic signals at:
▪ Lake Street and Sherwood Way – Currently in Design
with plans at 90 percent
▪ Lake/4th/Central Intersection traffic signal following a study of alternatives. The design of a future signal
is approaching 90 percent complete
▪ Intersection of Olive Avenue at Knox and at Roosevelt as part of Olive Avenue Widening. Award of this
project occurred on June 19, 2024
Managing design of a new arterial width bridge over the Fresno River at Westberry Boulevard that is estimated to have a construction value of approximately $16,000,000
Managing design and construction of sewer and water
projects identified in the CIP:
▪ New Water Storage Tank in northeast Madera –
Purchase of land will be complete by July 2024 with
construction planned to begin in FY 2025/26
▪ Water Well 37, well was previously drilled, this
project will see the installation of a new pump and
associated electrical equipment
▪ Managed the installation 200+ water meters, with
construction finishing this fiscal year
▪ Managed the complete interior and exterior
refurbishment of the Loy Cook Water Tower on South
Street, including needed seismic retrofits
▪ Completed or near complete projects during this last
fiscal year was approximately $15.7M
▪ Through June 7, 2024, issued 295 encroachment
permits of all types within the public right-of-way
versus 367 same time last year and 270, 2 years ago
▪ Worked towards expending American Recovery Act
funds for multiple sewer & water projects. The City is
currently on track to spend or encumber all of the $23
Million dollars by December 31, 2024.
▪ Advanced the Avenue 13 Cured in Place Pipeline
(CIPP) sewer pipeline project and awarded the project
to successful bidder.
▪ Prior to award of the Avenue 13 CIPP sewer project,
two sewer collapses occurred on Avenue 13, west of
Granada Drive. The collapses required emergency
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repairs to replace the damaged pipe and repair the
overlying road surface. Staff mobilized all operations
required for the repairs, completing the repairs in
early August
Goals & Performance Measures
▪ Continue to support the Council and its goals toward
a more livable community through, in part,
infrastructure that supports the community today
and into the future.
▪ Advance Council infrastructure and planning priority
projects in a manner that demonstrates the highest
ideals of commitment to current and future residents.
▪ Continue effort to recruit new team members with
the continuing goal of reducing project backlog while
minimizing impacts to the General Fund through
continued allocations of staff time to those projects.
▪ Move the Northeast Water Tank, supporting pump
station and transmission mains to completion of the
design and obtain the necessary right-of-way for
construction.
▪ Provide ongoing ADA improvements to city sidewalk
facilities throughout the city as funding becomes
available.
▪ Continue support of SGMA activities previously
identified.
Changes/Additions to Budget
▪ The Proposed Budget contains appropriations for:
o $2,075,000 for street overlays (Measure T –
Rehab/Reconstruction Fund and Measure T
– Supplemental Street Maintenance Fund)
o $1,411,068 to support Public Works’ Street
Division activities (Measure T – Street
Maintenance Fund)
o $1,278,500 for sidewalk improvements
throughout Madera (Local Transportation
Fund)
o $750,000 for a traffic signal at Lake &
Sherwood (RSTP Fund).
Department Fund Summary
The department is responsible for one departmental budget as well as numerous project and program-related budgets that are too voluminous to repeat in this summary document.
The budget is comprised of multiple funds including:
▪ Local Transportations Funds
▪ Measure T
▪ Gas Tax Funds
▪ Staff time charges to CIP projects in which staff has been assigned
▪ Landscape Maintenance District management fees
▪ Drainage System Operations Fund
▪ Private Development Impact Fees
▪ General Fund
Department Staffing & Structure
The department is currently budgeted with:
▪ 17 full-time positions of which 3 are vacant
▪ 6 part-time positions; 2 of which are vacant intern
positions
152 City of Madera | 2024-2025 Operating Budget
(10204300) Engineering
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4100 Permit Fees 2,490 2,730 2,225 4,000 2,500 -37.50%
4104 Permits - Encroachment 39,928 90,400 47,310 45,000 45,000 0.00% 4216 Inspection/Plan Check Fees 148,862 158,115 117,371 150,000 150,000 0.00% 4344 Interfund Charges/ Project Mgt 664,074 561,280 672,294 750,000 850,000 13.30% 4347 Intrfnd Charges/ LA Zone Fees 51,072 50,089 53,062 53,064 19,684 -62.90% 4355 Transfer-In 615,000 572,000 684,360 684,360 701,800 2.50% 4657 Miscellaneous Revenue 39,282 20,865 104,515 - - 0.00% 4659 Refunds and Reimbursements 9,363 2,042 - - - 0.00% Total Revenue $ 1,570,072 $ 1,457,521 $ 1,681,137 $ 1,686,424 $ 1,768,984 5000 Salaries/Full-time 1,046,061 1,173,869 1,171,536 1,311,025 1,490,462 13.70% 5005 Salaries/Part-time 129,065 140,912 135,681 380,164 309,209 -18.70% 5100 Salaries/Overtime 3,782 1,618 3,382 2,500 2,500 0.00% 5105 Salaries/Leave Payout 20,010 16,284 3,553 - - 0.00% 5110 Salaries/Uniform Pay 1,141 1,000 1,250 1,000 1,000 0.00% 5200 Salaries/Auto & Expense Allow 893 1,087 1,029 1,029 1,029 0.00% 5300 Public Employee Retirement Sys 119,465 128,138 140,946 174,435 177,203 1.60% 5302 Long Term Disability Insurance 2,737 2,821 3,284 3,179 3,226 1.50% 5303 Life Insurance Premiums 823 891 887 1,021 1,151 12.70% 5304 Workers Compensation Insurance 95,188 120,981 117,525 151,685 156,613 3.20% 5305 Medicare Tax- Employer's Share 18,156 20,157 19,776 25,208 26,796 6.30% 5306 Unfunded Accrued Liability 220,589 240,372 232,686 232,686 260,889 12.10% 5307 Deferred Comp/Part-Time 3,184 3,952 234 1,348 675 -49.90% 5308 Deferred Compensation/Full-tim 37,718 40,558 40,088 49,150 54,172 10.20% 5309 Unemployment Insurance 3,439 2,721 2,778 2,916 3,381 15.90% 5310 Section 125 Benefit Allow. 179,503 203,905 223,569 213,753 256,807 20.10% 6401 Gas and Electric Utilities 16,232 24,795 26,284 28,800 26,557 -7.80% 6402 Telephone/Fax Charges 10,421 10,742 10,081 10,000 3,477 -65.20% 6403 Cell Phone Charges - - - - 2,528 0.00%
6404 Internet Charges - - - - 1,261 0.00%
6405 Copier Lease/Paper Charges - 2,964 9,570 4,000 8,500 112.50% 6411 Advertising/Bids and Notices 1,027 1,601 2,322 3,000 2,000 -33.30% 6415 Publications/Subscriptions 571 329 160 1,500 489 -67.40% 6416 Office Supplies/Expendable 9,738 3,343 2,633 6,500 5,500 -15.40% 6417 Software Costs 1,430 15,058 14,553 20,050 17,800 -11.20% 6418 Postage / Other Mailing Charge - 1,378 306 3,000 1,500 -50.00% 6425 Vehicle Fuel, Supplies & Maint 5,568 6,198 6,099 6,200 6,343 2.30% 6440 Contracted Services 181,191 135,037 231,312 380,750 116,054 -69.50% 6451 Bank Service Charges - - 2,092 2,500 800 -68.00%
6530 Conference/Training/Ed 1,116 1,643 1,767 5,000 5,000 0.00% 6532 Maintenance/Other Supplies 3,006 1,988 2,387 11,500 1,500 -87.00% 6560 Liability / Property Insurance - - 78,483 78,472 3,949 -95.00% 6900 Interfund Charge - Fac. Maint. 18,613 18,613 25,544 25,544 25,544 0.00% 6902 Interfund Charges- Central Sup 1,565 1,249 997 1,249 1,813 45.20% 6903 Interfund Charges - Cost Distr - 79,139 - - - 0.00% 6907 Interfund Chrg/Vehicle Replcmt 5,888 5,888 7,788 7,788 6,259 -19.60% 6908 Interfund Chrg/Vehicle Maint. 12,263 12,436 14,650 14,650 12,419 -15.20% 6918 Interfund Charges- Comp Maint 72,150 91,704 89,786 89,786 106,000 18.10% 6920 Interfund Charges - Computer R 16,177 24,510 41,848 41,848 25,465 -39.10% 6924 Interfund Charges- Motor Renta 547 586 466 466 765 64.20% 6926 Interfund Chg Risk Charges - - - - 427 0.00%
7000 Vehicles and Equipment - - - - 10,500 0.00%
2024-2025 Operating Budget | City of Madera 153
(10204300) Engineering
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 8200 Transfer Out - - - - 30,644 0.00%
8210 Transfers Out/Debt Service 738 1,653 4,303 4,303 4,302 0.00% Total Expense $ 2,239,994 $ 2,540,120 $ 2,671,635 $ 3,298,005 $ 3,172,509 Total Net Surplus/(Deficit) $ (669,922) $ (1,082,599) $ (990,498) $ (1,611,581) $ (1,403,525) 154 City of Madera | 2024-2025 Operating Budget
Department Summary
The Parks and Community Services (PCS) Department provides a wide range of direct services to the public and is divided into three major operational divisions:
▪ Administration
▪ Recreation & Community Services
▪ Parks Maintenance
The divisions work collectively to provide high-quality recreational pursuits, preservation of parks and open space areas, entertainment and leisure services to community
members of all ages.
Subdivisions include sports, seniors, aquatics, landscape maintenance districts, median landscaping, and special events.
The PCS Department also hosts special community events such as Movies in the Park, the Pomegranate Festival, Walk the Trail Days, Senior Days, Free Swim Day, and Madera Eats.
Responsibility
Administration:
▪ Preparation of grant applications and oversight of
allocated funds.
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Parks & Community Services Department
▪ Development of departmental policies and
procedures that align with mandated, required, and
other guidance as provided by local, state, or federal
laws.
▪ Actively participates and helps create annual budget
and staffing projections.
▪ Responsible for human resource management
activities and payroll submissions.
▪ Contract oversight and management for the efficient
maintenance and operation of the municipal golf
course by the Director.
Recreation & Community Services:
▪ Oversight and management of recreation facilities,
such as community and youth centers, senior centers,
and the aquatic complex.
▪ Implementation and management of recreation
programming for community members of all ages
including educational and leisure classes; youth,
adapted, and adult sports; swimming lessons and
other aquatics programming; day camps; after-school
programs; fitness/wellness programs; leadership and
career preparedness; and drop-in recreation
programs for youth, including sports, crafts,
technology, and music studio.
▪ Oversight of nutrition, recreation, and leisure
programs and services for residents, from youth to
seniors, including those with special needs.
Parks Maintenance:
▪ Management, oversight, and maintenance of varioussized parks, skate park, cross-city trail system, and other greenbelts and walkways throughout the City.
▪ Oversight of median island landscape maintenance
activities citywide.
▪ Management of the landscape maintenance activities
of the City's 80 Landscape Maintenance Zones (LMZs).
▪ Oversight, maintenance, and protection of the City's
urban forest and citywide tree maintenance.
▪ Regular cleanup in the Fresno River to help prevent
hazardous conditions.
Key Accomplishments
Overview of accomplishments in FY 2023/2024:
▪ Secured a Co-Locator Lease Agreement with Madera
Unified School District for utilization of the John Wells Youth Center, generating a monthly lease fee of
$1,719 per month.
▪ Facilitated a community meeting in the Riverview
Park neighborhood in September 2023 to discuss
planned playground equipment to be installed at the
park.
▪ Several times throughout the year, temporarily
assigned a team specifically dedicated to clean up in
around the Fresno river.
▪ Successfully awarded & Completed Phase 1 of the
McNally Park Improvements Project, funded by
Community Development Block Grant funds totaling
$609,307. Phase 1 included the installation of
playground equipment and all new park amenities to
replace outdated and worn-out equipment. A grand
opening of the playground was hosted for the
community, with a ribbon-cutting ceremony.
▪ Completed reconstruction of two basketball courts at
McNally Park. This was Phase 2 of the project. The
156 City of Madera | 2024-2025 Operating Budget
new courts feature concrete surfacing, and both are
standardized to measure 84 feet by 50 feet, including
proper striping. This project was funded by
Community Development Block Grant funding. A
grand opening event was hosted to celebrate the
improvements, with an impressive turnout by the
community.
▪ Successfully submitted the Outdoor Equity Grants
Program application, requesting $279,600 in funding
towards nature-based outdoor programming
including fishing, walking, camping, and birdwatching-related educational activities. Awardee list pending to be released.
▪ Successfully submitted the ORLP grant application
requesting $659,940 in funding for Tozer Park. Key
features: Half basketball court, kids’ soccer field,
pickleball courts, parcourse equipment and trail, tot
lot, and picnic area. There are no pickleball courts in any other City park, so this will be a unique and new
feature to the community.
▪ Secured a donation of $3,000 from Pacific Gas &
Electric Company towards the City’s annual Winter
Wonderland event. The funding augmented the
activities and refreshments able to be provided at the
family-geared event.
▪ Demolished the concession building located at the
Zero Gravity Skatepark due to the assessed best
interest of the City. The building was a hub for graffiti, vandalism, and trespassers. Costs to rehabilitate
exceeded the benefit of use.
▪ Successfully awarded $27,000 in CalFresh Healthy
Living Program funding by the County of Madera
Public Health Department. Funding towards
nutrition-based educational classes, physical activity
classes, toddler classes, and traffic safety events.
▪ Secured a donation of $1,000 from Madera Rotary
Club towards improvements at Rotary Park. Funding
was utilized to paint the infamous Rotary Park sign
and towards landscaping improvements.
▪ Successfully awarded $1,100,000 in General Fund
Specific Grants Fiscal Year 2023/24 Development &
Acquisition Projects funded by the State of California
Natural Resources Agency. Funding is to be utilized
primarily towards the restoration of the Lions Town &
Country Park trail system and other improvements to
the park.
▪ Successfully awarded $500,000 in Specified Grants –
Capital program, administered by the State of
California Department of Parks & Recreation, Office
of Grants and Local Services. Funding is to be utilized primarily to augment the restoration of the Lions
Town & Country Park trail system and other
improvements to the park.
▪ Successfully awarded $35,651 from Madera Unified
School District for the 2024 Summer Enrichment
STEM Camps to take place in July 2024.
▪ Successfully awarded $30,000 in Community
Development Block Grant funding towards aging
services programming, to be able to provide meals to
seniors.
▪ Completed the installation of new playground
equipment at Riverview Park. The park lot had no
amenities other than a bench and trash receptacles
before the improvements. This project was funded by
Caltrans Clean CA Local Grant Program funding.
▪ Completed the installation of five motion-capable
exercise equipment stations along a section of the
Vernon McCullough River Trail. This project aligns
with the City’s goal of providing opportunities for
physical activity in clean, safe areas, and promoting a healthy lifestyle. This project was funded by Caltrans
Clean CA Local Grant Program funding.
▪ Completed the installation of 36 trash receptacles
along the Vernon McCullough River Trail and
Riverview Park, funded by the Caltrans Clean CA Local
Grant Program funding. This initiative increases
access for residents to appropriately dispose of litter and trash in these areas and helps maintain our park
spaces clean and beautiful. Trash receptacles
replaced previously outdated and worn-out trash in
the trail and park.
▪ Completed an anti-litter campaign across the City,
asking residents to take the pledge to “Please Help
Keep Our City Clean.” Over 100 residents participated
in a kick-off event and received shirts to promote the
campaign. This campaign was funded by Caltrans
Clean CA Local Grant Program funding.
▪ Completed the restoration of the cross-city Vernon
McCullough River Trail. The restoration consisted of
complete seal coating, crack filling, pothole repairs, as well as widening and raising elevation points in
2024-2025 Operating Budget | City of Madera 157
certain sections of the trail. This project was funded
by Caltrans Clean CA Local Grant Program funding.
▪ Completed improvements to the Centennial Park
Pool Complex dive and lap pools. The improvements
consisted of replastering the pools, new tile, new tile in the ADA ramp as well as new ramp railing, and new
grab rails with anchors. This project was funded by
Community Development Block Grant funding in the
amount of $215,000.
▪ Secured donations totaling $2,445 towards the Sports
Program Fee Assistance Initiative. These donations
are aimed at helping families cover part of the costs
associated with youth sports fees in the City’s
recreational leagues and camps.
▪ Hosted the James Taubert Park Dedication event to
commemorate the naming of the park after Mr.
Taubert. Mr. Taubert passed away earlier this year.
The park is set to be built in 2025.
▪ Celebrated the installation of five artwork pieces
along the newly installed block wall on State Route
99. The celebration included an event, with the
selected artists present. This event marked the
successful partnership between the City and Caltrans
for the State Route 99 Block Wall Enhancement
Project, where the City was awarded $100,000 for the
completion of the project.
▪ Held a successful 8-week Movies in the Park summer
series held Friday evenings from July 7th to August
25th. The series drew an estimated 1,000 residents.
▪ Partnered with the Police Department to host the 4-
day in July 2023 MAD Kids Camp program. Program
Leaders oversaw participants and assisted with
implementing daily programming.
▪ The Sports Division started an adult open gym
volleyball program which was very well received by
the community, with an average of 30 players
attending weekly.
▪ A new Recreation Youth Futsal League commenced,
featuring 40 players.
▪ The Aging Division hosted its first annual Aging Expo, which included 40 vendors offering a variety of
services and information, a wire fraud presentation
facilitated by staff from the FBI and had over 300+
attendees.
▪ Partnered with Madera County Department of
Behavioral Health to facilitate the first annual
Wellness Walk in May 2024 to commemorate Mental
Health Awareness Month, specifically targeting the
aging population.
▪ Partnered with Madera County Public Health
Department to conduct Health Check Clinics at the
senior centers; Frank Bergon and Pan-American sites.
▪ Over the course of the year, cooling centers helped
keep Madera residents cool and comfortable for over
27 days this year. This included weekdays and 3
weekends.
▪ The Aging Division had tremendous success in its
programming during FY 2023/24, with programming
aimed at fitness, wellness, and life-long learning that included Bailoterapia, Chair Yoga, Walking Club, Aqua
Dash, Passport Travel, Computer Classes & Lab,
Smartphone classes, Book Club, Gardening with
Master Gardeners, Day Trips, and new Tai Chi and
Pickle Ball classes.
▪ The Aquatics division extended and increased
swimming lesson opportunities for the community for
the 2024 summer season. There was also an increase
in the opportunity for rental of the swimming pool
complex for private rentals, as the community highly
requests this community amenity for private events.
▪ Special events hosted by the Department consisted of
the Jolly Trolly, Winter Wonderland, two Fishing
Derbies, and several golf tournaments including the
Spring Swing and 4th of July tournaments.
Projects Planned for FY 24/25
▪ Continue initiative of much-needed trail
rehabilitation at Lions Town & Country Park, with
funding from the Department of Parks and Recreation
in the amount of $500,000 and the Natural Resources
Agency totaling $1,100,000 for a grand total of
$1,600,000 towards improvements at the park.
▪ Complete installation of batting cages at Lions Town
& Country Park, in part with a $25,000 donation from
DICKS Sporting Goods Foundation, and additional
funds from the General Fund to complete the project
to standards.
158 City of Madera | 2024-2025 Operating Budget
▪ Complete the rehab of several parking lots related to Public Parks and facilities. Resurfacing will include
parking lots at the Pan AM, Center, John Wells Youth
Center, Rotary Park, Sunrise Rotary Sports Complex
and the Frank Bergon Senior Center. This project will
be led by the City’s engineering team and will utilize
awarded CBDG funds totaling $642,172.
▪ Complete restroom renovations at Lions Town &
Country Park, with $177,952 funding from the 2018
Parks Bond Act Per Capita Grant Program. The
restroom to be restored sits between the park’s most
utilized baseball fields, facing Howard Road.
▪ Complete installation of playground equipment at
Sunrise Rotary Sports Complex, specifically a toddler
lot on the southwest side of the park. Funding for this project was made available through $15,059 from
Chukchansi Grant and $43,941 from General Fund.
▪ Complete remodel of the Frank Bergon Senior Center
kitchen. The remodel will include new granite
countertops and new appliances to replace outdated
and malfunctioning existing appliances. The kitchen
space will provide a new look for the center, as well
as incentivize the area for rental opportunities.
Funding for this project comes from Community
Development Block Grant funding of $148,386.
▪ Complete installation of perimeter fencing at the
Frank Bergon Senior Center, so as to increase safety
and prevent vandalism to the building. Funding for
this project also comes from Community
Development Block Grant funding of $148,386.
▪ Complete or begin construction on three new parks
projects, Santa Fe Park, James Taubert, and Tozer
Park.
▪ Complete improvements to the office space for the
Parks Maintenance division, which transitioned from
their former location of the Casa Building to the newly renovated Public Works building office space. The
office space will provide breakroom space and offer a
conference room-style setup.
Goals & Performance Measures
▪ Sports programming will seek to expand youth flag
football to host a league and not just a camp, after
community feedback indicates this would be a
successful transition. This goal can be tracked
through registration and participation data.
▪ Other Sports programming goals include increasing
adult sports and youth tournaments, as well as
increasing the number of sports programs available in
general since registrations exceed capacity for
existing programming.
▪ The Aging Division has goals of introducing and
expanding several programs that include senior
sports leagues, life-long learning classes, and
continuing active participation with collaborative
partnerships in community-wide programs.
▪ The Recreation Division aims to increase recreationrelated participation by 20 percent, based on tracked daily attendance at the John Wells Youth Center and
Pan-American Community Center, as compared to
year-end totals from 2023/2024.
▪ The Department sees the benefit of having an active
social media presence, as this allows for sharing of
projects, programming, updates, alerts, and overall
sharing of Department activities. The Department will
continue to expand its social media presence to
ensure it reaches maximum residents.
▪ Staff see several opportunities to collaborate with
local stakeholders and user groups to more efficiently
and effectively serve the community. This includes
partnering with such stakeholders such as Madera
Unified School District for free sports programs;
Madera Coalition for Community Justice for an
improved community garden space; and local
businesses for litter clean-up events.
Changes/Additions to Budget
▪ Funds to replace the projector in the upstairs
conference room at the John Wells Youth Center are
included in this budget. The $8,057 for this project
includes a big screen TV and wireless connectivity.
This purchase is funded by the General Fund.
▪ Several facilities improvements are proposed for
funding, including batting cages at Lions Town &
Country Park ($70,000), goal post replacement as the
Sunset Rotary Sports Complex ($10,000), and musical
equipment installation at McNally Park ($42,079). All
of these improvements are funded through the
General Fund or combined with a grant.
2024-2025 Operating Budget | City of Madera 159
▪ $116,152 has been budgeted in the Golf Course Fund
to address deferred maintenance issues at the
course.
▪ The Parks budget contains appropriations for a
variety of capital projects, including $1,813,936 for
the construction of James Taubert Park, and
$1,425,315 for the rehabilitation of trails at Lions
Town and Country Park. Both projects are
appropriated in the Parks Grants Fund.
Department Fund Summary
The current budget reflects the following assumptions
regarding programming:
▪ Efforts to promote the rental of park facilities and
centers as a revenue-generating source will help
offset General Fund expenditures.
▪ Increased duties, responsibilities, capital
improvement projects, and maintenance areas lead
to requesting additional staffing support both in fulltime and part-time coverage.
Department Staffing & Structure
The Department is responsible for 11 individual budgets, which include:
▪ Administration
▪ Aging Services
▪ Aquatics
▪ Community & Recreation Centers
▪ Golf Course
▪ Landscape Maintenance District (LMD)
▪ Median Landscaping
▪ Parks Maintenance
▪ Recreation
▪ Special Events
▪ Sports
Administration
The Administration Division is devoted to managing and
overseeing the entire PCS Department. Specific functions include management of the department’s purchasing, safety, policy, grant-writing, grant management, procedures, and marketing, as well as all fiscal and contractual functions.
Aging Services
The Aging Services budget funds the operations of two senior centers and associated programming for senior citizens. This budget includes senior recreation programs, enrichment
classes, and day trips.
Aquatics
The Aquatics Program budget provides maintenance,
operations, and staffing of the swimming pool complex and programming services. Revenue is received from concession stands, swimming lessons, and pool rentals.
Community & Recreation Centers
The Center budget provides personnel, maintenance, and
operations for the department’s community centers. Centers included are the John W. Wells Youth Center, Pan-American Community Center, Bergon Senior Center, Youth Hut, Mexican American Center, Millview Center, Zero Gravity Skate Park, and LTC Amphitheater. Revenue is primarily received from rentals of these centers.
Golf Course
The PCS Department oversees the Golf Course budget which supports a contract with a private vendor who manages the operations and maintenance of the City's municipal golf course. This year’s budget highlights include the retirement of the outstanding golf course related debt as well as direction from Council to assign future golf course revenue to Capital improvements.
Landscape Maintenance District
The Landscape Maintenance District budget supports staff efforts to maintain landscaping in the City's 80 distinct zones.
Revenues are made up solely of assessments paid by individual parcel owners with their biannual property tax payments. 160 City of Madera | 2024-2025 Operating Budget
Median Landscaping
The Median Island budget provides for landscaping
maintenance and upkeep of median islands throughout the city. Gas tax is the sole source of revenue for the activities reflected within this cost center for the 2024/25 fiscal year.
This work is contracted to an outside vendor.
Parks Maintenance
The Parks Maintenance budget funds full and part-time
personnel engaged in the maintenance of all the City parks, trails, and public green spaces. Day-to-day operations include maintenance of turf, trees, landscape, trails, public restrooms, picnic areas, and pavilions, addressing repairs, vandalism, and capital improvement projects. Revenue in this budget is tracked through rentals of parks and pavilion spaces, as well as fees paid by local baseball and soccer leagues for utilization of field space and lighting.
Recreation
The Recreation budget reflects revenues and expenses
necessary to support maintenance and operations, materials, and staffing for delivering recreation programs and activities.
Revenue is received through concession stands, and
partnership agreements.
Special Events
The Special Events budget details revenues and expenditures for community events including golf tournaments, Movies in the Park, Pomegranate Festival, Madera Eats, etc. Revenue in this budget is collected from tournament registration fees, photo booth, and donations.
Sports
The Sports budget reflects revenues and expenditures related to youth and adult sports programming. The Department
provides organized, fee-based sports leagues and
tournaments for Madera residents of all ages. Basketball, softball, T-Ball, flag football, and soccer are among the department's many sports offerings. This budget tracks
revenue received from registration fees and league fees associated with the youth and adult sports programming. 2024-2025 Operating Budget | City of Madera 161
(10206000) Parks Administration
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4301 Donations 2,500 40 - - - 0.00%
4344 Interfund Charges/ Project Mgt - 73 - - - 0.00%
4649 Admin Fees 9,205 11,026 14,713 5,000 10,000 100.00% 4659 Refunds and Reimbursements 59 - 10,000 - - 0.00%
Total Revenue $ 11,764 $ 11,138 $ 24,713 $ 5,000 $ 10,000 5000 Salaries/Full-time 78,608 140,849 235,067 244,760 274,317 12.10% 5005 Salaries/Part-time 18,736 49,740 24,976 25,504 17,485 -31.40% 5100 Salaries/Overtime - 1,076 866 500 750 50.00%
5105 Salaries/Leave Payout 2,647 - - - - 0.00%
5300 Public Employee Retirement Sys 9,839 19,360 29,319 33,417 33,488 0.20% 5302 Long Term Disability Insurance 194 282 588 552 621 12.50% 5303 Life Insurance Premiums 94 169 256 250 266 6.40%
5304 Workers Compensation Insurance 7,853 17,304 24,676 24,068 25,344 5.30% 5305 Medicare Tax- Employer's Share 1,549 2,874 3,961 4,121 4,414 7.10% 5306 Unfunded Accrued Liability 16,247 34,895 44,078 44,078 49,420 12.10% 5307 Deferred Comp/Part-Time - 68 505 - 656 0.00%
5308 Deferred Compensation/Full-tim 3,301 5,747 8,006 10,656 6,069 -43.00% 5309 Unemployment Insurance 278 361 697 569 670 17.80%
5310 Section 125 Benefit Allow. 19,464 26,637 53,219 41,228 61,433 49.00% 6402 Telephone/Fax Charges 3,235 3,557 3,813 3,200 2,778 -13.20% 6403 Cell Phone Charges - - - - 635 0.00%
6404 Internet Charges - - - - 494 0.00%
6405 Copier Lease/Paper Charges - 974 4,348 3,500 4,252 21.50% 6410 Advertising/Job Announcements 4,897 - - - - 0.00%
6411 Advertising/Bids and Notices - 352 210 1,000 - -100.00% 6412 Advertising/Other 4,417 258 - - - 0.00%
6413 Promotional Items - 2,976 579 4,000 1,000 -75.00%
6415 Publications/Subscriptions - - 1,367 2,373 2,590 9.10% 6416 Office Supplies/Expendable 233 1,192 1,422 1,200 1,500 25.00% 6417 Software Costs - - - - 1,860 0.00%
6418 Postage / Other Mailing Charge - - 300 300 500 66.70% 6440 Contracted Services 14,689 5,459 1,333 - - 0.00%
6451 Bank Service Charges - - 1 3,000 100 -96.70%
6530 Conference/Training/Ed 1,927 695 9,007 10,000 7,000 -30.00% 6532 Maintenance/Other Supplies 184 574 3,208 4,000 5,400 35.00% 6902 Interfund Charges- Central Sup - 455 76 455 152 -66.60% 6918 Interfund Charges- Comp Maint 40,302 16,982 16,627 16,627 19,630 18.10% 6920 Interfund Charges - Computer R 9,021 4,539 7,750 7,750 4,716 -39.10% 7000 Vehicles and Equipment - - - - 8,057 0.00%
8260 Transfer-Out CIP - - - 130,000 - -100.00%
Total Expense $ 237,714 $ 337,378 $ 476,255 $ 617,108 $ 535,597 Total Net Surplus/(Deficit) $ (225,951) $ (326,240) $ (451,542) $ (612,108) $ (525,597) 162 City of Madera | 2024-2025 Operating Budget
(10206100) Parks
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4171 Rents and Leases/ Athletic Fie 26,696 27,277 28,441 22,000 25,000 13.60% 4172 Rents and Leases/ Ath Field Ut 11,061 12,937 22,604 14,000 20,000 42.90% 4173 Rents and Leases/Lions Pavil 7,908 6,990 7,085 7,000 5,000 -28.60% 4174 Rents and Leases/Rotary Pavil 5,700 5,141 6,199 5,000 4,000 -20.00% 4175 Rents and Leases/Millview Pavi 2,125 1,950 1,725 2,000 2,500 25.00% 4301 Donations 33,157 1,000 1,000 1,000 - -100.00%
4346 Interfund Charges/ Cost Dist 90,000 90,000 90,000 90,000 92,250 2.50% 4347 Intrfnd Charges/ LA Zone Fees 61,712 60,516 64,120 64,120 27,838 -56.60% 4355 Transfer-In 180,000 180,000 180,000 180,000 180,000 0.00% 4360 Transfer-In CIP - 609,307 - - - 0.00%
4434 Grants - 396,524 - - - 0.00%
4600 Assessments 778 1,729 1,344 1,500 1,536 2.40%
4657 Miscellaneous Revenue 310 240 568 - - 0.00%
4659 Refunds and Reimbursements 4,215 12,555 22,932 5,000 5,000 0.00% Total Revenue $ 423,661 $ 1,406,166 $ 426,018 $ 391,620 $ 363,124 5000 Salaries/Full-time 504,402 594,286 619,091 632,174 769,319 21.70% 5005 Salaries/Part-time 177,974 151,337 181,212 204,988 211,600 3.20% 5100 Salaries/Overtime 21,662 47,261 68,638 20,000 50,000 150.00% 5105 Salaries/Leave Payout - 1,212 1,993 - - 0.00%
5110 Salaries/Uniform Pay 2,400 2,900 2,800 2,900 - -100.00% 5300 Public Employee Retirement Sys 67,908 76,577 86,718 100,525 109,500 8.90% 5302 Long Term Disability Insurance 1,610 1,736 1,809 1,746 1,982 13.50% 5303 Life Insurance Premiums 701 779 767 815 948 16.30% 5304 Workers Compensation Insurance 54,302 78,422 77,420 82,017 84,954 3.60% 5305 Medicare Tax- Employer's Share 10,630 13,298 13,177 13,548 15,634 15.40% 5306 Unfunded Accrued Liability 149,335 167,058 162,595 162,595 182,302 12.10% 5307 Deferred Comp/Part-Time 6,216 8,525 6,377 7,687 7,935 3.20% 5308 Deferred Compensation/Full-tim 20,362 23,805 25,151 30,657 34,894 13.80% 5309 Unemployment Insurance 4,331 4,130 3,645 1,733 2,165 24.90% 5310 Section 125 Benefit Allow. 188,250 228,084 192,625 213,146 217,116 1.90% 6401 Gas and Electric Utilities 46,326 70,432 70,338 50,000 73,152 46.30% 6402 Telephone/Fax Charges 3,285 4,388 4,949 4,000 1,659 -58.50% 6403 Cell Phone Charges - - - - 2,642 0.00%
6404 Internet Charges - - - - 631 0.00%
6416 Office Supplies/Expendable 885 1,131 393 1,000 1,000 0.00% 6423 Office Furniture - - - - 22,889 0.00%
6425 Vehicle Fuel, Supplies & Maint 68,073 74,029 66,479 74,823 69,022 -7.80% 6428 Repairs - - 300 1,000 40,000 3900.00%
6440 Contracted Services 249,129 432,430 274,627 275,096 288,760 4.97% 6461 Safety Inspections/Repairs - 654 421 600 1,000 66.70% 6501 Parks On-line Registration 7,393 9,810 14,090 3,500 9,000 157.10% 6530 Conference/Training/Ed 316 - - 500 2,500 400.00%
6532 Maintenance/Other Supplies 142,097 136,986 154,708 132,850 139,493 5.00% 6560 Liability / Property Insurance 1,558 1,797 193,877 193,851 297,722 53.60% 6610 Contingency - - - - 30,000 0.00%
6900 Interfund Charge - Fac. Maint. 8,077 8,077 18,204 18,204 18,204 0.00% 6902 Interfund Charges- Central Sup 30,407 39,860 41,972 39,860 29,396 -26.30% 6903 Interfund Charges - Cost Distr - 56,867 - - - 0.00% 6907 Interfund Chrg/Vehicle Replcmt 57,930 70,396 81,230 81,230 102,330 26.00% 6908 Interfund Chrg/Vehicle Maint. 97,218 96,667 116,780 116,780 98,815 -15.40% 6918 Interfund Charges- Comp Maint 14,417 22,643 22,169 22,169 26,173 18.10% 6920 Interfund Charges - Computer R 3,048 6,052 10,333 10,333 6,288 -39.10% 6924 Interfund Charges- Motor Renta 10,756 12,835 9,143 9,143 16,977 85.70% 2024-2025 Operating Budget | City of Madera 163
(10206100) Parks
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 6926 Interfund Chg Risk Charges - - - - 32,162 0.00%
7030 Facilities And Improvements 3,273 219 55,000 55,000 122,079 122.00% 7040 Parks/Facilities Equipment 82,748 308,663 109,054 115,000 - -100.00% 8200 Transfer Out - - 232,500 232,500 - -100.00%
8210 Transfers Out/Debt Service 4,953 12,890 32,694 32,694 32,684 0.00% Total Expense $ 2,041,971 $ 2,766,236 $ 2,953,279 $ 2,944,664 $ 3,152,927 Total Net Surplus/(Deficit) $ (1,618,311) $ (1,360,070) $ (2,527,262) $ (2,553,044) $ (2,789,803) 164 City of Madera | 2024-2025 Operating Budget
(10206110) Landscape Maintenance District Services
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4347 Intrfnd Charges/ LA Zone Fees 276,640 271,297 287,433 287,433 428,998 49.30% Total Revenue $ 276,640 $ 271,297 $ 287,433 $ 287,433 $ 428,998 5000 Salaries/Full-time 109,100 114,975 123,716 131,451 147,078 11.90% 5005 Salaries/Part-time 60,030 154,982 118,564 183,768 170,720 -7.10% 5100 Salaries/Overtime 6,943 10,861 16,219 2,000 10,000 400.00% 5110 Salaries/Uniform Pay 500 500 500 500 - -100.00%
5300 Public Employee Retirement Sys 10,203 10,894 13,408 15,789 16,974 7.50% 5302 Long Term Disability Insurance 282 294 356 335 394 17.60% 5303 Life Insurance Premiums 143 148 151 154 168 9.10%
5304 Workers Compensation Insurance 13,815 16,309 22,272 28,423 27,970 -1.60% 5305 Medicare Tax- Employer's Share 2,663 2,738 3,863 4,736 4,947 4.50% 5306 Unfunded Accrued Liability 17,021 18,581 18,375 18,375 20,602 12.10% 5307 Deferred Comp/Part-Time 2,417 2,304 4,561 6,891 6,402 -7.10% 5308 Deferred Compensation/Full-tim 4,236 4,648 5,053 6,148 6,811 10.80% 5309 Unemployment Insurance 1,053 993 1,372 409 478 16.90% 5310 Section 125 Benefit Allow. 38,573 50,712 47,608 54,266 46,190 -14.90% 6425 Vehicle Fuel, Supplies & Maint 9,092 10,277 12,448 7,931 12,878 62.40% 6532 Maintenance/Other Supplies - 2,489 15,158 - 10,000 0.00% 6560 Liability / Property Insurance - - 643 643 730 13.50% 6907 Interfund Chrg/Vehicle Replcmt 6,867 8,067 9,467 9,467 12,300 29.90% 6908 Interfund Chrg/Vehicle Maint. 12,115 12,875 15,168 15,168 12,274 -19.10% 6926 Interfund Chg Risk Charges - - - - 79 0.00%
Total Expense $ 295,052 $ 422,646 $ 428,903 $ 486,454 $ 506,995 Total Net Surplus/(Deficit) $ (18,412) $ (151,350) $ (141,470) $ (199,021) $ (77,997) 2024-2025 Operating Budget | City of Madera 165
(10206120) Median Landscaping
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In 119,100 134,580 150,730 150,730 150,732 0.00% Total Revenue $ 119,100 $ 134,580 $ 150,730 $ 150,730 $ 150,732 6440 Contracted Services 139,650 127,835 163,290 150,730 150,732 0.00% Total Expense $ 139,650 $ 127,835 $ 163,290 $ 150,730 $ 150,732 Total Net Surplus/(Deficit) $ (20,550) $ 6,745 $ (12,560) $ - $ - 166 City of Madera | 2024-2025 Operating Budget
(10206200) Recreation
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4185 Kids Camp Program Fees 708 - - - - 0.00%
4186 Leisure/Enrichment Fees - 55 42 1,000 1,000 0.00%
4258 Concession 656 3,217 2,617 3,000 3,000 0.00%
4659 Refunds and Reimbursements 24,999 - 23,604 36,482 - -100.00% Total Revenue $ 26,363 $ 3,271 $ 26,263 $ 40,482 $ 4,000 5000 Salaries/Full-time 49,350 55,428 38,933 39,944 38,068 -4.70% 5005 Salaries/Part-time 84,246 176,904 135,477 133,280 160,058 20.10% 5100 Salaries/Overtime 675 2,804 3,446 2,400 3,000 25.00% 5105 Salaries/Leave Payout 5,575 2,614 - - - 0.00%
5300 Public Employee Retirement Sys 6,834 7,415 4,636 4,424 4,092 -7.50% 5302 Long Term Disability Insurance 161 179 124 125 109 -12.80% 5303 Life Insurance Premiums 55 72 52 50 51 2.00%
5304 Workers Compensation Insurance 11,028 21,229 15,485 15,105 17,435 15.40% 5305 Medicare Tax- Employer's Share 2,126 3,605 2,759 2,706 3,082 13.90% 5306 Unfunded Accrued Liability 11,515 13,231 18,616 18,616 20,873 12.10% 5307 Deferred Comp/Part-Time 2,526 6,323 5,052 4,998 6,002 20.10% 5308 Deferred Compensation/Full-tim 1,983 2,247 1,515 1,691 1,606 -5.00% 5309 Unemployment Insurance 1,906 3,129 2,116 228 399 75.00% 5310 Section 125 Benefit Allow. 13,118 16,522 4,320 4,320 3,780 -12.50% 6401 Gas and Electric Utilities 11,575 5,766 22,343 6,500 23,237 257.50% 6402 Telephone/Fax Charges 658 528 712 800 - -100.00%
6404 Internet Charges - - - - 900 0.00%
6412 Advertising/Other 717 4 - 1,200 1,200 0.00%
6416 Office Supplies/Expendable 65 951 629 1,000 1,000 0.00% 6417 Software Costs 119 - - - - 0.00%
6440 Contracted Services 1,668 3,115 2,496 5,000 - -100.00% 6445 Field Trips - - - - 3,000 0.00%
6480 Program Expense - 6,398 13,699 17,596 - -100.00%
6530 Conference/Training/Ed 43 1,769 1,112 3,500 3,000 -14.30% 6532 Maintenance/Other Supplies 16,564 10,405 11,418 10,000 10,000 0.00% 6902 Interfund Charges- Central Sup - 76 - 76 25 -67.10% 6903 Interfund Charges - Cost Distr - 3,293 - - - 0.00% 8210 Transfers Out/Debt Service 2,891 3,467 274 274 274 0.00% Total Expense $ 225,398 $ 347,472 $ 285,213 $ 273,833 $ 301,191 Total Net Surplus/(Deficit) $ (199,035) $ (344,201) $ (258,950) $ (233,351) $ (297,191) 2024-2025 Operating Budget | City of Madera 167
(10206218) Sr. Citizen Community Service
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4304 Donations/C-2 - - 38 - - 0.00%
4315 Fundraising - 2,009 2,135 2,000 2,000 0.00%
4355 Transfer-In 39,238 21,402 - - - 0.00%
Total Revenue $ 39,238 $ 23,410 $ 2,173 $ 2,000 $ 2,000 5000 Salaries/Full-time 11,780 29,363 51,247 50,496 55,572 10.10% 5005 Salaries/Part-time 7,896 61,776 59,852 70,938 69,931 -1.40% 5100 Salaries/Overtime 200 671 1,493 500 500 0.00%
5105 Salaries/Leave Payout 6,057 - - - - 0.00%
5300 Public Employee Retirement Sys 2,100 7,929 10,548 12,507 9,745 -22.10% 5302 Long Term Disability Insurance 34 96 162 159 172 8.20% 5303 Life Insurance Premiums 13 37 62 60 67 11.70%
5304 Workers Compensation Insurance 1,881 8,196 9,268 11,062 11,044 -0.20% 5305 Medicare Tax- Employer's Share 378 1,337 1,567 1,781 1,867 4.80% 5306 Unfunded Accrued Liability 4,655 16,009 13,857 13,857 15,537 12.10% 5307 Deferred Comp/Part-Time 123 872 1,132 1,452 2,623 80.60% 5308 Deferred Compensation/Full-tim 437 1,201 2,076 2,445 2,730 11.70% 5309 Unemployment Insurance 93 703 609 442 384 -13.10%
5310 Section 125 Benefit Allow. 4,020 14,958 26,474 26,427 29,205 10.50% 6401 Gas and Electric Utilities 602 1,347 1,178 1,200 1,295 7.90% 6402 Telephone/Fax Charges 2,312 2,298 2,585 2,328 1,664 -28.50% 6403 Cell Phone Charges - - - - 344 0.00%
6404 Internet Charges - - - - 492 0.00%
6405 Copier Lease/Paper Charges - - - - 3,000 0.00%
6413 Promotional Items - - 261 400 400 0.00%
6416 Office Supplies/Expendable 122 384 305 750 750 0.00% 6440 Contracted Services - 5,400 780 1,500 - -100.00%
6445 Field Trips 31 10,947 (2,700) 6,000 6,000 0.00%
6518 Other Supplies - 9,300 (404) - - 0.00%
6530 Conference/Training/Ed 130 220 394 2,000 3,000 50.00% 6532 Maintenance/Other Supplies 3,127 4,566 5,204 4,500 4,500 0.00% 6903 Interfund Charges - Cost Distr - 4,324 - - - 0.00% 7040 Parks/Facilities Equipment - - (5,400) - - 0.00%
8210 Transfers Out/Debt Service 85 165 699 699 699 0.00% Total Expense $ 46,075 $ 182,099 $ 181,248 $ 211,503 $ 221,521 Total Net Surplus/(Deficit) $ (6,837) $ (158,688) $ (179,076) $ (209,503) $ (219,521) 168 City of Madera | 2024-2025 Operating Budget
(10206220) Sports Program
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4200 Adult Sport Fees 11,674 29,956 35,539 25,000 30,000 20.00% 4248 Revenue/Youth Sports 57,700 52,767 65,064 45,000 55,000 22.20% 4301 Donations - 5,253 2,445 5,000 2,500 -50.00%
Total Revenue $ 69,374 $ 87,976 $ 103,048 $ 75,000 $ 87,500 5000 Salaries/Full-time 13,594 13,584 54,082 53,466 55,572 3.90% 5005 Salaries/Part-time 40,836 80,144 78,855 88,883 83,508 -6.00% 5100 Salaries/Overtime 187 433 453 500 500 0.00%
5300 Public Employee Retirement Sys 1,638 1,306 5,762 6,639 6,802 2.50% 5302 Long Term Disability Insurance 37 38 172 161 172 6.80% 5303 Life Insurance Premiums 15 15 66 64 67 4.70%
5304 Workers Compensation Insurance 4,173 8,446 11,159 12,885 12,252 -4.90% 5305 Medicare Tax- Employer's Share 821 1,414 1,945 2,143 2,111 -1.50% 5307 Deferred Comp/Part-Time 1,493 3,034 2,846 3,353 3,132 -6.60% 5308 Deferred Compensation/Full-tim 477 503 2,206 2,589 2,730 5.40% 5309 Unemployment Insurance 898 1,193 1,130 763 879 15.20% 5310 Section 125 Benefit Allow. 4,867 6,282 28,031 27,982 29,205 4.40% 6412 Advertising/Other 10 753 774 1,000 1,000 0.00%
6416 Office Supplies/Expendable 171 152 313 400 500 25.00% 6428 Repairs - - - - 3,000 0.00%
6440 Contracted Services - 10,695 14,876 15,000 15,000 0.00% 6501 Parks On-line Registration - 185 - - - 0.00%
6503 Parks Online Registration - - - - 2,445 0.00%
6530 Conference/Training/Ed - - - 1,500 3,000 100.00%
6532 Maintenance/Other Supplies 16,829 10,503 6,981 10,000 10,000 0.00% 6903 Interfund Charges - Cost Distr - 106 - - - 0.00%
8200 Transfer Out - - 41,000 41,000 - -100.00%
Total Expense $ 86,046 $ 138,786 $ 250,653 $ 268,328 $ 231,875 Total Net Surplus/(Deficit) $ (16,672) $ (50,810) $ (147,605) $ (193,328) $ (144,375) 2024-2025 Operating Budget | City of Madera 169
(10206230) Aquatics Program
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4238 Public Swim - 5,062 5,861 5,000 5,000 0.00%
4258 Concession - 4,944 5,887 4,000 4,500 12.50%
4259 Lessons - 10,370 22,144 10,000 10,000 0.00%
4260 Pool Rentals 960 7,220 13,068 6,000 8,000 33.30%
Total Revenue $ 960 $ 27,596 $ 46,959 $ 25,000 $ 27,500 5000 Salaries/Full-time 8,925 17,603 17,942 17,822 29,033 62.90% 5005 Salaries/Part-time 17,316 49,399 70,046 100,101 77,968 -22.10% 5100 Salaries/Overtime 255 1,528 1,552 500 1,500 200.00% 5300 Public Employee Retirement Sys 2,866 4,596 4,421 3,932 5,266 33.90% 5302 Long Term Disability Insurance 29 58 57 56 87 55.40% 5303 Life Insurance Premiums 11 22 22 21 36 71.40%
5304 Workers Compensation Insurance 1,963 6,127 8,715 12,579 9,417 -25.10% 5305 Medicare Tax- Employer's Share 390 1,010 1,489 2,161 1,637 -24.20% 5307 Deferred Comp/Part-Time 347 1,388 2,694 4,491 2,655 -40.90% 5308 Deferred Compensation/Full-tim 356 720 733 862 1,332 54.50% 5309 Unemployment Insurance 184 661 1,234 727 874 20.20% 5310 Section 125 Benefit Allow. 3,771 8,976 9,344 9,327 9,462 1.40% 6401 Gas and Electric Utilities 20,790 9,046 10 6,975 - -100.00% 6402 Telephone/Fax Charges 253 273 321 300 276 -8.00%
6403 Cell Phone Charges - - - - 74 0.00%
6428 Repairs - 2,496 8,211 10,525 7,500 -28.70%
6440 Contracted Services 23,168 13,229 12,790 13,000 14,532 11.80% 6460 Pre-Employment Costs - - 1,610 1,250 1,500 20.00%
6480 Program Expense - - 7,520 10,000 7,000 -30.00%
6530 Conference/Training/Ed 1,135 1,817 1,080 1,800 500 -72.20% 6532 Maintenance/Other Supplies 7,946 8,231 5,059 5,000 8,000 60.00% 6560 Liability / Property Insurance - - 2,382 2,382 9,933 317.00% 6900 Interfund Charge - Fac. Maint. 4,013 4,013 9,043 9,043 9,043 0.00% 6903 Interfund Charges - Cost Distr - 69 - - - 0.00%
6926 Interfund Chg Risk Charges - - - - 1,073 0.00%
7030 Facilities And Improvements - - 26,305 26,305 - -100.00% 8210 Transfers Out/Debt Service 1,594 5,538 7,115 7,115 7,113 0.00% Total Expense $ 95,315 $ 136,799 $ 199,695 $ 246,274 $ 205,811 Total Net Surplus/(Deficit) $ (94,355) $ (109,204) $ (152,735) $ (221,274) $ (178,311) 170 City of Madera | 2024-2025 Operating Budget
(10206240) Community & Recreation Centers
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4155 Rents/ Bergon Center - 3,613 3,558 4,500 4,500 0.00% 4166 Lease/Colocator Lease - - 17,691 17,690 20,630 16.60% 4167 Rents and Leases 18,432 16,438 29,529 9,000 9,000 0.00% 4168 Rents/ Pan Am Center - 11,375 26,719 17,000 20,000 17.60% 4181 Youth Program Leases - 990 3,675 - - 0.00%
4183 Rents/Youth Hut - 680 479 2,000 1,500 -25.00%
4261 Programs Fees 9,527 - 5,746 10,000 - -100.00%
4301 Donations - 300 - - 10,000 0.00%
4659 Refunds and Reimbursements 291 39,824 675 - - 0.00% Total Revenue $ 28,250 $ 73,220 $ 88,071 $ 60,190 $ 65,630 5000 Salaries/Full-time 16,800 17,573 29,904 29,704 30,873 3.90% 5005 Salaries/Part-time 33,690 26,612 45,694 67,349 67,568 0.30% 5100 Salaries/Overtime 405 1,164 5,751 500 1,000 100.00% 5300 Public Employee Retirement Sys 4,849 4,479 6,991 6,945 7,991 15.10% 5302 Long Term Disability Insurance 56 58 95 94 95 1.10% 5303 Life Insurance Premiums 22 22 37 36 38 5.60%
5304 Workers Compensation Insurance 3,914 4,041 6,995 8,710 8,690 -0.20% 5305 Medicare Tax- Employer's Share 754 664 1,195 1,443 1,475 2.20% 5307 Deferred Comp/Part-Time 756 575 1,332 1,963 1,903 -3.10% 5308 Deferred Compensation/Full-tim 678 717 1,221 1,439 1,517 5.40% 5309 Unemployment Insurance 452 302 609 315 369 17.10%
5310 Section 125 Benefit Allow. 6,952 8,979 15,573 15,546 16,225 4.40% 6401 Gas and Electric Utilities 58,330 82,474 77,722 80,000 80,831 1.00% 6402 Telephone/Fax Charges 28,711 27,884 24,605 23,000 26,326 14.50% 6403 Cell Phone Charges - - - - 1,551 0.00%
6404 Internet Charges - - - - 1,329 0.00%
6412 Advertising/Other - - 1,741 3,000 1,000 -66.70%
6416 Office Supplies/Expendable 488 - 105 100 100 0.00% 6428 Repairs - 8,979 24,159 26,100 15,000 -42.50%
6440 Contracted Services 100,464 149,507 138,020 132,700 120,500 -9.20% 6480 Program Expense 62 - 450 1,000 3,000 200.00%
6530 Conference/Training/Ed - - - - 3,000 0.00%
6532 Maintenance/Other Supplies 19,686 18,926 15,079 14,000 15,000 7.10% 6560 Liability / Property Insurance - - 66,169 66,160 66,748 0.90% 6900 Interfund Charge - Fac. Maint. 140,056 140,056 249,981 249,981 249,981 0.00% 6902 Interfund Charges- Central Sup - - - - 3 0.00%
6903 Interfund Charges - Cost Distr - 156 - - - 0.00%
6918 Interfund Charges- Comp Maint 17,330 47,550 46,555 46,555 54,963 18.10% 6920 Interfund Charges - Computer R 3,664 12,709 21,699 21,699 13,204 -39.10% 6926 Interfund Chg Risk Charges - - - - 7,211 0.00%
7030 Facilities And Improvements - - 13,139 12,593 - -100.00% 7040 Parks/Facilities Equipment - 2,166 - - - 0.00%
8210 Transfers Out/Debt Service 9,593 15,485 53,133 53,133 53,117 0.00% Total Expense $ 447,711 $ 571,077 $ 847,953 $ 864,065 $ 850,608 Total Net Surplus/(Deficit) $ (419,461) $ (497,857) $ (759,882) $ (803,875) $ (784,978) 2024-2025 Operating Budget | City of Madera 171
(10206270) Special Events
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4301 Donations 2,256 31,000 16,450 13,000 - -100.00%
4315 Fundraising 2,948 9,777 450 - - 0.00%
4657 Miscellaneous Revenue - 42 10,290 5,000 10,000 100.00% 4659 Refunds and Reimbursements - - 160 - - 0.00%
4683 Program Revenue - 55,000 - 15,000 - -100.00%
Total Revenue $ 5,204 $ 95,819 $ 27,350 $ 33,000 $ 10,000 5000 Salaries/Full-time 17,969 26,892 36,456 36,720 30,506 -16.90% 5005 Salaries/Part-time 4,034 9,838 3,143 12,074 8,960 -25.80% 5100 Salaries/Overtime 225 1,097 887 500 500 0.00%
5105 Salaries/Leave Payout 1,394 - - - - 0.00%
5300 Public Employee Retirement Sys 2,183 3,408 4,894 5,600 4,839 -13.60% 5302 Long Term Disability Insurance 58 86 117 113 94 -16.80% 5303 Life Insurance Premiums 21 34 46 46 38 -17.40%
5304 Workers Compensation Insurance 1,842 3,332 3,496 4,588 3,437 -25.10% 5305 Medicare Tax- Employer's Share 356 567 611 745 600 -19.50% 5306 Unfunded Accrued Liability 4,016 6,926 6,952 6,952 7,795 12.10% 5307 Deferred Comp/Part-Time 112 328 124 441 336 -23.80% 5308 Deferred Compensation/Full-tim 728 1,085 1,479 1,719 1,479 -14.00% 5309 Unemployment Insurance 105 220 142 246 220 -10.60% 5310 Section 125 Benefit Allow. 5,768 10,937 15,096 15,070 14,872 -1.30% 6412 Advertising/Other - - - 1,000 - -100.00%
6415 Publications/Subscriptions - - 513 750 650 -13.30% 6440 Contracted Services - 4,461 7,370 - - 0.00%
6518 Other Supplies 281 2,412 20,045 20,000 10,000 -50.00% 6532 Maintenance/Other Supplies 9,775 14,329 23,619 30,900 26,500 -14.20% 6903 Interfund Charges - Cost Distr - 813 - - - 0.00%
Total Expense $ 48,867 $ 86,766 $ 124,990 $ 137,464 $ 110,826 Total Net Surplus/(Deficit) $ (43,663) $ 9,053 $ (97,640) $ (104,464) $ (100,826) 172 City of Madera | 2024-2025 Operating Budget
Enterprise Funds
Revenues & Expenses by Organization
Water
Sewer
Solid Waste
Drainage
Airport
Public Transit
Golf
Enterprise funds are municipal services that are funded through fees charged to partly or wholly cover the costs of the services provided. Enterprise activities are roughly analogous to a private sector business.
Water Fund
The Water Fund obtains its revenues through user fees,
which pays for the operations and maintenance of the
municipal water system including 20 wells, a one million gallon above ground storage tank, miles of distribution mains, and approximately 13,000 water meters and services.
The fund supports the city’s efforts to provide clean water to the community, conserve water resources, and to plan for future growth.
Sewer Fund
The Sewer Fund is funded by user fee revenue which pays for the maintenance and operation of the sewage collection
system and the Wastewater Treatment Plant (WWTP).
Solid Waste Fund
The Solid Waste Fund is funded by user fee revenue which pays for solid waste collection and street sweeping. When the solid waste rates were in 2022, revenues were expected to exceed billing by 25 for residential customers and 20 percent for commercial customers. The additional funds help pay for utility billing staff, mailings, postage, etc. In addition, some funds are allocated to the Streets Division for pothole repair, graffiti abatement, tree trimming over public streets, and code enforcement.
Drainage Fund
The Drainage Fund is funded by user fee revenue which pays for drainage. Drainage user fees are expected to remain level in FY 2023/24.
Airport Fund
The Airport Fund is funded by user fees and rental and lease income. Some of the major capital expenses are eligible for grant assistance from the state and/or federal government.
Currently, the airport leases nearby land for agricultural purposes for approximately $170,000 annually. However,
with continual state mandates for water reduction, this revenue source may be eliminated if farming within the city limits is identified as a method for major water use
reduction. It also receives $64,803 in rent from the Golf Course Fund, as the golf course sits on Airport property.
Transit Fund
The Transit Fund consists of both the Madera Metro fixed route system and Dial-A-Ride (DAR). Revenues are generated through federal and state grants as well as local
transportation funds and fare collections. Much of the
capital outlay is funded by grants that are accounted for in Special Revenue Funds.
Golf Course Fund
The Golf Course obtains its revenues through green fees and cart rentals. The golf course is operated by a third-party vendor. With the adoption of a new contract between the City and the golf course operator, $75,000 per year is being deposited in a Golf Course Improvement Org for capital
improvements at the golf course. Per Council direction, any additional “profit” made at the golf course is also deposited in this org. For FY 2024/25, there is just over $116,000 budgeted in the Golf Course Improvement Org.
174 City of Madera | 2024-2025 Operating Budget
Enterprise Funds Operating Budget Overview
Expense Summaries
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Water Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 20300000-Water Utility (38) - - - - 0.00%
20301220-Utility Billing/Water 694,709 697,559 733,065 760,570 583,332 -23.30% 20303800-Water Mtnc/Operations 4,770,923 5,565,978 5,686,281 5,943,442 6,475,204 8.95% 20303810-Water Quality Control 704,667 923,554 829,296 808,918 842,518 4.15% 20303820-Water Conservation Program 267,587 264,058 491,493 465,974 487,304 4.58% 20303825-Integrated Regional Water Mgt - 21,347 758,306 779,653 - -100.00% 20303830-Water Capital Outlay 602,309 (315,676) 4,712,639 16,332,585 21,168,796 29.61% 20303840-Water Debt Service/Rev Bonds 274,807 260,583 787,864 783,745 789,327 0.71% Total Water $ 7,314,965 $ 7,417,403 $ 13,998,944 $ 25,874,887 $ 30,346,481 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Sewer Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 20401230-Utility Billing/Sewer 353,354 338,354 367,882 387,346 294,522 -23.96% 20403400-Sewer Mtnc/Operations 1,253,783 1,468,682 1,578,424 1,780,989 1,929,386 8.33% 20403410-WWT Plant 4,223,376 3,747,925 4,960,672 4,770,559 5,209,889 9.21% 20403420-Sewer Capital Outlay 172,205 1,741,602 2,380,100 17,800,063 33,618,563 88.87% 20403430-WWTP Bond Admin 982,864 861,095 1,214,195 2,527,048 2,529,375 0.09% Total Sewer $ 6,985,581 $ 8,157,657 $ 10,501,273 $ 27,266,005 $ 43,581,735 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Solid Waste Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 47601235-Utility Billing/Garbage 340,085 347,103 411,541 386,410 292,722 -24.25% 47603600-Solid Waste Disposal 5,901,256 7,991,536 5,693,700 7,640,276 8,327,220 8.99% 47603620-Solid Waste Recycling 1,842 - - - - 0.00%
47603630-Street Cleaning 569,617 639,014 763,394 688,518 854,632 24.13% 47603640-Beverage Container Recycling 9,703 14,915 6,840 16,349 16,349 0.00% 47603730-Tire Clean Up 24,733 25,623 21,860 117,341 30,501 -74.01% Total Solid Waste $ 6,847,236 $ 9,018,191 $ 6,897,335 $ 8,848,894 $ 9,521,424 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Drainage Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 45003040-Drainage Capital Outlay - - - 811,500 587,500 -27.60% 45003080-Drainage Operations 97,028 97,324 131,244 130,245 129,645 -0.46% 45003090-Drainage Flood Control 622,694 748,716 1,011,779 1,036,377 914,290 -11.78% Total Drainage $ 719,721 $ 846,040 $ 1,143,022 $ 1,978,122 $ 1,631,435 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Airport Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 20503270-Airport Operations 624,726 546,546 581,903 553,909 638,013 15.18% 20503510-Airport Capital Projects 83,613 1,092,428 75,218 1,871,000 490,000 -73.81% Total Airport $ 708,339 $ 1,638,974 $ 657,121 $ 2,424,909 $ 1,128,013 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Transit Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 21285290-Transportation- Dial-A-Ride 1,114,684 1,214,800 1,349,405 1,315,054 1,431,093 8.82% 21295300-Transportation - Fixed Route 1,619,619 1,634,668 1,942,609 2,027,163 2,246,882 10.84% 21295425-SB1-State of Good Repair 9,311 - - 66,676 760,129 1040.03% 21295491-Low Carbon Transit Operation 24,775 - - 350,000 300,000 -14.29% 21295500-Fixed Route - Capital Outlay - 33,423 4,662 - - 0.00% 21295590-Prop 1B PTMISEA 1,128 565,382 260,656 205,748 152,644 -25.81% 21295595-Caltrans - Transit Study Grant 93,557 - - - - 0.00% Total Transit $ 2,863,074 $ 3,448,272 $ 3,557,331 $ 3,964,641 $ 4,890,748 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Golf Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 20606290-Golf Operations 64,083 64,083 78,542 78,540 84,098 7.08% 20606295-Golf Course Capital - - 75,000 75,000 116,152 54.87% 20606299-Golf Course Debt Service 20,962 11,910 164,381 164,381 - -100.00% Total Golf $ 85,045 $ 75,993 $ 317,923 $ 317,921 $ 200,250 Total $ 25,523,961 $ 30,602,531 $ 37,072,949 $ 70,675,379 $ 91,300,086 Expense Summaries
2024-2025 Operating Budget | City of Madera 175
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Water
(20300000) Water Utility
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income 185,003 549,552 500,579 600,000 750,000 25.00% 4202 Application Fee 35,098 28,430 27,485 28,000 28,000 0.00% 4206 Revenue/ Const Usage Fee 11,179 4,007 4,071 3,500 4,000 14.30% 4208 Late Payment/Other Penalty - 220,956 259,507 130,000 200,000 53.80% 4220 Meter Amortization 25,567 17,286 21,765 - 21,765 0.00% 4221 Meter Setup / Relocation Fee 5,428 3,007 2,172 4,000 2,172 -45.70% 4224 Revenue/Water Patrol Fines - 775 1,600 1,000 1,600 60.00% 4229 User Charges 12,913,827 11,270,063 11,540,757 12,500,000 11,500,000 -8.00% 4246 Water Permits and Fees (62) - - 1,646 - -100.00%
4346 Interfund Charges/ Cost Dist 4,327 4,327 4,327 4,327 4,435 2.50% 4659 Refunds and Reimbursements 6,551 8,392 (4,944) - - 0.00% 4682 Collection Recovery 173,795 232,466 574,009 120,570 125,000 3.70% Total Revenue $ 13,360,712 $ 12,339,263 $ 12,931,328 $ 13,393,043 $ 12,636,972 8000 Interest Expense (38) - - - - 0.00%
Total Expense $ (38) $ - $ - $ - $ -
Total Net Surplus/(Deficit) $ 13,360,750 $ 12,339,263 $ 12,931,328 $ 13,393,043 $ 12,636,972 178 City of Madera | 2024-2025 Operating Budget
(20301220) Utility Billing/Water
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - - 37,026 37,026 26,436 -28.60%
4659 Refunds and Reimbursements - - 4,906 - - 0.00%
4682 Collection Recovery - - 228 - - 0.00%
Total Revenue $ - $ - $ 42,160 $ 37,026 $ 26,436
5000 Salaries/Full-time 255,374 245,825 262,264 275,966 188,650 -31.60% 5005 Salaries/Part-time 10,259 1,950 - - - 0.00%
5100 Salaries/Overtime 1,439 1,152 7,204 1,000 1,050 5.00% 5105 Salaries/Leave Payout 1,802 5,511 1,021 - - 0.00%
5200 Salaries/Auto & Expense Allow 30 - - - - 0.00%
5300 Public Employee Retirement Sys 30,686 27,985 31,948 38,048 22,280 -41.40% 5301 Health Insurance Benefits 787 - - - - 0.00%
5302 Long Term Disability Insurance 668 609 717 700 385 -45.00% 5303 Life Insurance Premiums 295 261 250 288 204 -29.20% 5304 Workers Compensation Insurance 20,846 24,559 26,835 28,158 16,115 -42.80% 5305 Medicare Tax- Employer's Share 4,145 3,468 4,004 4,103 2,859 -30.30% 5306 Unfunded Accrued Liability 60,511 56,033 56,350 56,350 63,180 12.10% 5307 Deferred Comp/Part-Time - 29 - - - 0.00%
5308 Deferred Compensation/Full-tim 9,566 9,178 10,040 11,257 7,146 -36.50% 5309 Unemployment Insurance 937 613 735 581 467 -19.60% 5310 Section 125 Benefit Allow. 86,180 105,887 109,707 112,732 69,756 -38.10% 6402 Telephone/Fax Charges 8,642 8,421 7,647 8,484 6,894 -18.70% 6403 Cell Phone Charges - - - - 742 0.00%
6404 Internet Charges - - - - 849 0.00%
6411 Advertising/Bids and Notices 113 267 - - - 0.00%
6414 Professional Dues - - - 75 - -100.00%
6416 Office Supplies/Expendable 2,935 1,300 2,677 5,000 5,000 0.00% 6418 Postage / Other Mailing Charge 43,840 38,817 50,338 48,000 48,800 1.70% 6425 Vehicle Fuel, Supplies & Maint - - - 250 - -100.00% 6426 Equipment Fuel/Supplies/Mtnc 255 - - - - 0.00%
6440 Contracted Services 48,121 25,505 30,430 57,800 29,216 -49.50% 6451 Bank Service Charges 15,138 22,254 36,132 17,500 29,300 67.40% 6530 Conference/Training/Ed - - 997 1,300 1,495 15.00%
6532 Maintenance/Other Supplies 1,198 393 790 - - 0.00% 6562 Retiree Insurance Premiums 1,676 - - - - 0.00%
6902 Interfund Charges- Central Sup - - - - 10 0.00%
6903 Interfund Charges - Cost Distr - 24,903 - - - 0.00% 6904 Interfund Charges - Admin. Ove 37,845 37,845 37,845 37,845 37,845 0.00% 6918 Interfund Charges- Comp Maint 33,810 34,984 34,253 34,253 40,439 18.10% 6920 Interfund Charges - Computer R 7,486 9,350 15,964 15,964 9,714 -39.20% 6924 Interfund Charges- Motor Renta 668 716 569 569 936 64.50% 6926 Interfund Chg Risk Charges - - 4,347 4,347 - -100.00% 8000 Interest Expense (121) (27) - - - 0.00%
8220 Transfers Out - Insurance Rese 9,577 9,769 - - - 0.00% Total Expense $ 694,709 $ 697,559 $ 733,065 $ 760,570 $ 583,332 Total Net Surplus/(Deficit) $ (694,709) $ (697,559) $ (690,905) $ (723,544) $ (556,896) 2024-2025 Operating Budget | City of Madera 179
(20303800) Water Maintenance & Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - 544,758 76,233 76,233 78,134 2.50%
4657 Miscellaneous Revenue - 620 - - - 0.00%
4659 Refunds and Reimbursements 159 7,331 4,495 - - 0.00% 4676 Workers Comp Recovery - Wages - - 4,492 - - 0.00%
Total Revenue $ 159 $ 552,709 $ 85,220 $ 76,233 $ 78,134 5000 Salaries/Full-time 648,803 701,223 715,183 799,422 776,692 -2.80% 5005 Salaries/Part-time - - 35,384 33,613 34,971 4.00%
5100 Salaries/Overtime 81,943 60,482 73,314 67,000 67,500 0.70% 5105 Salaries/Leave Payout 56 23,849 34,789 - - 0.00%
5110 Salaries/Uniform Pay 1,998 1,998 2,248 2,248 - -100.00% 5200 Salaries/Auto & Expense Allow - 129 129 129 129 0.00% 5300 Public Employee Retirement Sys 83,363 94,150 96,079 120,450 113,603 -5.70% 5302 Long Term Disability Insurance 1,696 1,767 1,963 1,877 1,760 -6.20% 5303 Life Insurance Premiums 607 659 668 712 769 8.00%
5304 Workers Compensation Insurance 45,846 70,264 83,196 82,210 67,019 -18.50% 5305 Medicare Tax- Employer's Share 11,165 9,746 12,635 13,322 13,006 -2.40% 5306 Unfunded Accrued Liability 183,124 209,856 217,391 217,391 243,740 12.10% 5307 Deferred Comp/Part-Time - - 1,332 1,260 1,311 4.00% 5308 Deferred Compensation/Full-tim 23,331 26,625 24,891 32,096 31,384 -2.20% 5309 Unemployment Insurance 1,389 1,635 2,023 1,574 1,837 16.70% 5310 Section 125 Benefit Allow. 140,054 194,096 192,032 210,716 208,339 -1.10% 6401 Gas and Electric Utilities 1,846,642 2,348,309 2,179,820 2,200,000 2,220,547 0.90% 6402 Telephone/Fax Charges 2,956 2,760 2,901 2,800 851 -69.60% 6403 Cell Phone Charges - - - - 2,769 0.00%
6404 Internet Charges - - - - 860 0.00%
6405 Copier Lease/Paper Charges - - 775 - 1,000 0.00%
6412 Advertising/Other 4,467 - - 2,000 2,000 0.00%
6414 Professional Dues 200 4,641 4,618 6,000 6,000 0.00% 6416 Office Supplies/Expendable 2,318 1,781 1,916 2,000 2,000 0.00% 6418 Postage / Other Mailing Charge 841 504 473 1,000 1,000 0.00% 6425 Vehicle Fuel, Supplies & Maint 40,680 43,631 47,159 43,000 49,045 14.10% 6440 Contracted Services 137,633 82,489 77,258 107,000 260,000 143.00% 6470 Funding to Outside Agencies - - - - 95,473 0.00%
6515 Taxes and Assessments 1,250 2,675 3,881 4,000 4,000 0.00% 6516 Permits and Fees - - - - 5,000 0.00%
6530 Conference/Training/Ed 12,882 10,378 14,828 20,600 20,600 0.00% 6532 Maintenance/Other Supplies 170,205 156,942 237,613 204,000 405,000 98.50% 6560 Liability / Property Insurance 230,547 265,924 44,715 44,709 57,712 29.10% 6562 Retiree Insurance Premiums 1,629 2,797 2,335 2,214 2,550 15.20% 6610 Contingency 38,756 100,000 - 25,000 100,000 300.00% 6900 Interfund Charge - Fac. Maint. 139,393 139,393 225,805 225,805 225,805 0.00% 6902 Interfund Charges- Central Sup 14,423 14,136 21,737 14,136 17,123 21.10% 6903 Interfund Charges - Cost Distr 214,917 264,451 214,917 214,917 220,290 2.50% 6904 Interfund Charges - Admin. Ove 281,404 281,404 281,404 281,404 281,404 0.00% 6907 Interfund Chrg/Vehicle Replcmt 71,370 66,537 89,967 89,967 247,592 175.20% 6908 Interfund Chrg/Vehicle Maint. 55,535 51,085 60,183 60,183 46,237 -23.20% 6918 Interfund Charges- Comp Maint 90,005 39,342 38,519 38,519 45,475 18.10% 6920 Interfund Charges - Computer R 19,302 10,515 17,953 17,953 10,925 -39.10% 6924 Interfund Charges- Motor Renta 1,558 1,652 1,328 1,328 2,182 64.30% 6926 Interfund Chg Risk Charges - - 9,296 9,296 6,235 -32.90% 7000 Vehicles and Equipment - - - 107,399 - -100.00%
8200 Transfer Out 60,000 60,000 100,000 120,570 60,000 -50.20% 8210 Transfers Out/Debt Service 88,153 197,263 513,622 513,622 513,469 0.00% 180 City of Madera | 2024-2025 Operating Budget
(20303800) Water Maintenance & Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 8220 Transfers Out - Insurance Rese 20,482 20,891 - - - 0.00% Total Expense $ 20,482 $ 20,891 $ - $ - $ -
Total Net Surplus/(Deficit) $ (20,323) $ 531,818 $ 85,220 $ 76,233 $ 78,134 2024-2025 Operating Budget | City of Madera 181
(20303810) Water Quality Control
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - - 14,151 14,151 20,110 42.10%
4659 Refunds and Reimbursements - 3,720 - - - 0.00%
Total Revenue $ - $ 3,720 $ 14,151 $ 14,151 $ 20,110
5000 Salaries/Full-time 109,367 165,853 161,775 154,843 173,352 12.00% 5100 Salaries/Overtime 1,268 6,800 6,486 3,500 6,000 71.40% 5105 Salaries/Leave Payout - 710 133 - - 0.00%
5110 Salaries/Uniform Pay 500 750 500 500 - -100.00%
5300 Public Employee Retirement Sys 11,046 17,242 15,608 16,778 18,907 12.70% 5302 Long Term Disability Insurance 282 415 370 285 376 31.90% 5303 Life Insurance Premiums 111 198 159 155 165 6.50%
5304 Workers Compensation Insurance 6,379 17,657 18,733 16,310 13,102 -19.70% 5305 Medicare Tax- Employer's Share 1,708 2,246 2,490 2,359 2,674 13.40% 5306 Unfunded Accrued Liability 21,989 32,906 40,663 40,663 45,592 12.10% 5308 Deferred Compensation/Full-tim 3,792 6,274 5,043 5,651 6,337 12.10% 5309 Unemployment Insurance 309 425 336 278 324 16.50%
5310 Section 125 Benefit Allow. 19,559 51,900 50,011 43,440 57,620 32.60% 6402 Telephone/Fax Charges 1,006 1,002 947 1,200 297 -75.30% 6403 Cell Phone Charges - - - - 593 0.00%
6404 Internet Charges - - - - 310 0.00%
6405 Copier Lease/Paper Charges - - 1,935 500 1,800 260.00% 6411 Advertising/Bids and Notices - - - 400 400 0.00%
6412 Advertising/Other - 140 - 200 200 0.00%
6414 Professional Dues 280 60 334 300 600 100.00%
6416 Office Supplies/Expendable 531 609 540 900 900 0.00% 6418 Postage / Other Mailing Charge - 154 299 400 600 50.00% 6425 Vehicle Fuel, Supplies & Maint 9,650 9,850 12,232 12,000 12,696 5.80% 6440 Contracted Services 74,305 85,210 59,805 50,000 37,000 -26.00% 6515 Taxes and Assessments 52,598 63,276 65,000 65,000 75,000 15.40% 6530 Conference/Training/Ed 3,930 5,963 7,648 7,000 7,000 0.00% 6532 Maintenance/Other Supplies 27,939 40,336 56,243 64,000 55,000 -14.10% 6555 Water Conservation Program 1,839 - - - - 0.00%
6560 Liability / Property Insurance - - 1,335 1,335 1,514 13.40% 6900 Interfund Charge - Fac. Maint. 88,789 88,789 - - - 0.00% 6902 Interfund Charges- Central Sup 6,172 619 370 619 2,805 353.20% 6903 Interfund Charges - Cost Distr 170,009 177,809 170,009 170,009 174,259 2.50% 6904 Interfund Charges - Admin. Ove 53,258 53,258 53,258 53,258 53,258 0.00% 6907 Interfund Chrg/Vehicle Replcmt 13,593 10,503 11,900 11,900 13,919 17.00% 6908 Interfund Chrg/Vehicle Maint. 14,240 11,857 11,622 11,622 9,405 -19.10% 6918 Interfund Charges- Comp Maint - 47,550 46,555 46,555 54,963 18.10% 6920 Interfund Charges - Computer R - 12,709 21,699 21,699 13,204 -39.10% 6924 Interfund Charges- Motor Renta 1,558 1,652 1,328 1,328 2,182 64.30% 6926 Interfund Chg Risk Charges - - 3,931 3,931 164 -95.80% 8220 Transfers Out - Insurance Rese 8,660 8,833 - - - 0.00% Total Expense $ 704,667 $ 923,554 $ 829,296 $ 808,918 $ 842,518 Total Net Surplus/(Deficit) $ (704,667) $ (919,834) $ (815,145) $ (794,767) $ (822,408) 182 City of Madera | 2024-2025 Operating Budget
(20303820) Water Conservation Program
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4244 Water Conservation Revenue 473,318 498,998 541,465 450,000 - -100.00% 4355 Transfer-In - - 12,840 12,840 14,329 11.60%
Total Revenue $ 473,318 $ 498,998 $ 554,305 $ 462,840 $ 14,329 5000 Salaries/Full-time 47,970 60,394 98,314 97,988 102,226 4.30% 5100 Salaries/Overtime 50 50 315 - 500 0.00%
5110 Salaries/Uniform Pay 250 250 500 500 - -100.00%
5300 Public Employee Retirement Sys 6,831 7,349 14,858 16,389 16,870 2.90% 5302 Long Term Disability Insurance 161 171 311 305 310 1.60% 5303 Life Insurance Premiums 72 76 127 126 129 2.40%
5304 Workers Compensation Insurance 3,100 4,516 9,590 9,199 8,791 -4.40% 5305 Medicare Tax- Employer's Share 703 645 1,438 1,437 1,513 5.30% 5306 Unfunded Accrued Liability 15,507 17,044 15,803 15,803 17,718 12.10% 5308 Deferred Compensation/Full-tim 1,946 2,134 3,991 4,529 4,769 5.30% 5309 Unemployment Insurance 147 126 294 252 294 16.70%
5310 Section 125 Benefit Allow. 15,930 21,160 33,267 33,206 34,695 4.50% 6412 Advertising/Other 3,278 - - - - 0.00%
6413 Promotional Items 179 - - - - 0.00%
6418 Postage / Other Mailing Charge - - - 300 250 -16.70% 6440 Contracted Services - 33 - - - 0.00%
6555 Water Conservation Program 151,250 125,209 146,745 120,000 135,000 12.50% 6900 Interfund Charge - Fac. Maint. - - 147,773 147,773 147,773 0.00% 6903 Interfund Charges - Cost Distr - 4,611 - - - 0.00% 6904 Interfund Charges - Admin. Ove 16,466 16,466 16,466 16,466 16,466 0.00% 6926 Interfund Chg Risk Charges - - 1,701 1,701 - -100.00% 8220 Transfers Out - Insurance Rese 3,749 3,823 - - - 0.00% Total Expense $ 267,587 $ 264,058 $ 491,493 $ 465,974 $ 487,304 Total Net Surplus/(Deficit) $ 205,731 $ 234,940 $ 62,812 $ (3,134) $ (472,975) 2024-2025 Operating Budget | City of Madera 183
(20303825) Integrated Regional Water Management
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 7050 Construction/Infrastructure - 21,347 758,306 779,653 - -100.00% Total Expense $ - $ 21,347 $ 758,306 $ 779,653 $ -
Total Net Surplus/(Deficit) $ - $ (21,347) $ (758,306) $ (779,653) $ - 184 City of Madera | 2024-2025 Operating Budget
(20303830) Water Capital Outlay
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4320 Capital Contribution 259,298 130,260 - - - 0.00%
4360 Transfer-In CIP - - 4,012,980 8,345,515 - -100.00% 4434 Grants - - - 779,653 - -100.00%
4659 Refunds and Reimbursements 30 - - - - 0.00%
4900 Budgetary Carryover - - - 1,382,695 17,570,500 1170.70% Total Revenue $ 259,328 $ 130,260 $ 4,012,980 $ 10,507,863 $ 17,570,500 6532 Maintenance/Other Supplies - - 5,858 - - 0.00%
6804 Infrastructure Study 8,502 (39,246) - 296,000 - -100.00% 7030 Facilities And Improvements - 128 150 85,000 - -100.00% 7050 Construction/Infrastructure 593,807 (276,558) 4,706,630 15,951,585 21,168,796 32.71% Total Expense $ 602,309 $ (315,676) $ 4,712,639 $ 16,332,585 $ 21,168,796 Total Net Surplus/(Deficit) $ (342,981) $ 445,936 $ (699,659) $ (5,824,722) $ (3,598,296) 2024-2025 Operating Budget | City of Madera 185
(20303840) Water Debt Service/Rev Bonds
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 6440 Contracted Services 1,000 - - - - 0.00%
6448 Bond/Loan Admin Fees 2,893 4,120 4,120 - 5,000 0.00% 8000 Interest Expense 270,914 256,463 246,624 246,625 231,419 -6.20% 8001 Principal Payment - - 537,120 537,120 552,908 2.90% Total Expense $ 274,807 $ 260,583 $ 787,864 $ 783,745 $ 789,327 Total Net Surplus/(Deficit) $ (274,807) $ (260,583) $ (787,864) $ (783,745) $ (789,327) 186 City of Madera | 2024-2025 Operating Budget
Sewer
(20400000) Sewer Fund
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4000 Current Secured Property Tax 95,971 162,645 168,451 80,000 165,000 106.30% 4162 Interest Income 54,792 166,493 136,415 110,000 125,000 13.60% 4208 Late Payment/Other Penalty 520 209,332 238,421 80,000 100,000 25.00% 4223 Parksdale Sewer #3 User Fees 293,758 310,611 329,148 300,000 329,148 9.70% 4229 User Charges 10,182,472 10,745,896 11,546,015 11,300,000 11,865,000 5.00% 4232 Septic Dump Income 291,263 431,011 320,817 340,000 320,836 -5.60% 4355 Transfer-In 4,000 4,000 3,468 3,468 - -100.00%
4649 Admin Fees 9,257 (857) - - - 0.00%
4659 Refunds and Reimbursements - 78 - - - 0.00%
4682 Collection Recovery - 1,106 502 - - 0.00%
4900 Budgetary Carryover - - - - 12,734,620 0.00%
Total Revenue $ 10,932,032 $ 12,030,315 $ 12,743,237 $ 12,213,468 $ 25,639,604 Total Net Surplus/(Deficit) $ 10,932,032 $ 12,030,315 $ 12,743,237 $ 12,213,468 $ 25,639,604 188 City of Madera | 2024-2025 Operating Budget
(20401230) Utility Billing/Sewer
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - - 18,514 18,514 13,219 -28.60%
4659 Refunds and Reimbursements - - 2,453 - - 0.00%
Total Revenue $ - $ - $ 20,967 $ 18,514 $ 13,219
5000 Salaries/Full-time 127,689 122,914 130,298 137,984 94,326 -31.60% 5005 Salaries/Part-time 5,130 975 - - - 0.00%
5100 Salaries/Overtime 720 576 3,602 500 525 5.00%
5105 Salaries/Leave Payout 901 2,756 511 - - 0.00%
5200 Salaries/Auto & Expense Allow 15 - - - - 0.00%
5300 Public Employee Retirement Sys 15,212 13,966 15,975 19,021 11,136 -41.50% 5301 Health Insurance Benefits 394 - - - - 0.00%
5302 Long Term Disability Insurance 334 304 359 350 191 -45.40% 5303 Life Insurance Premiums 149 132 126 141 101 -28.40% 5304 Workers Compensation Insurance 10,423 12,280 13,346 14,079 8,057 -42.80% 5305 Medicare Tax- Employer's Share 2,073 1,734 1,990 2,055 1,435 -30.20% 5306 Unfunded Accrued Liability 30,256 28,017 28,176 28,176 31,591 12.10% 5307 Deferred Comp/Part-Time - 14 - - - 0.00%
5308 Deferred Compensation/Full-tim 4,784 4,590 5,021 5,634 3,573 -36.60% 5309 Unemployment Insurance 468 307 368 287 227 -20.90% 5310 Section 125 Benefit Allow. 43,090 52,944 54,854 56,359 34,875 -38.10% 6402 Telephone/Fax Charges 4,248 3,657 3,326 4,236 3,449 -18.60% 6403 Cell Phone Charges - - - - 300 0.00%
6404 Internet Charges - - - - 487 0.00%
6405 Copier Lease/Paper Charges - - - 875 - -100.00%
6411 Advertising/Bids and Notices 56 267 - - - 0.00%
6416 Office Supplies/Expendable 1,466 653 1,278 2,500 2,500 0.00% 6418 Postage / Other Mailing Charge 21,310 18,762 24,521 22,900 24,400 6.60% 6425 Vehicle Fuel, Supplies & Maint - - - 125 - -100.00% 6426 Equipment Fuel/Supplies/Mtnc 128 - - - - 0.00%
6440 Contracted Services 29,021 11,916 13,668 35,400 14,350 -59.50% 6451 Bank Service Charges 9,782 15,670 23,889 10,000 18,200 82.00% 6530 Conference/Training/Ed - - 498 650 748 15.10%
6532 Maintenance/Other Supplies 548 - - - - 0.00%
6562 Retiree Insurance Premiums 838 - - - - 0.00%
6904 Interfund Charges - Admin. Ove 18,548 18,548 18,548 18,548 18,548 0.00% 6918 Interfund Charges- Comp Maint 16,905 17,463 17,098 17,098 20,186 18.10% 6920 Interfund Charges - Computer R 3,743 4,667 7,969 7,969 4,849 -39.20% 6924 Interfund Charges- Motor Renta 334 358 285 285 468 64.20% 6926 Interfund Chg Risk Charges - - 2,174 2,174 - -100.00% 8220 Transfers Out - Insurance Rese 4,789 4,885 - - - 0.00% Total Expense $ 353,354 $ 338,354 $ 367,882 $ 387,346 $ 294,522 Total Net Surplus/(Deficit) $ (353,354) $ (338,354) $ (346,915) $ (368,832) $ (281,303) 2024-2025 Operating Budget | City of Madera 189
(20403400) Sewer Maintenance & Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4320 Capital Contribution 153,370 38,100 - - - 0.00%
4355 Transfer-In - - 38,206 38,206 43,941 15.00%
4657 Miscellaneous Revenue - 521 95 - - 0.00%
4659 Refunds and Reimbursements - - 278 - - 0.00%
Total Revenue $ 153,370 $ 38,621 $ 38,578 $ 38,206 $ 43,941 5000 Salaries/Full-time 300,840 364,139 360,617 406,109 393,523 -3.10% 5005 Salaries/Part-time - - 17,265 33,613 17,485 -48.00% 5100 Salaries/Overtime 5,920 18,708 15,833 13,000 10,000 -23.10% 5105 Salaries/Leave Payout - 710 20,161 - - 0.00%
5110 Salaries/Uniform Pay 1,203 1,203 1,203 1,203 - -100.00% 5200 Salaries/Auto & Expense Allow - 129 129 129 129 0.00% 5300 Public Employee Retirement Sys 41,882 49,471 47,462 61,172 56,679 -7.30% 5302 Long Term Disability Insurance 988 1,100 976 1,129 934 -17.30% 5303 Life Insurance Premiums 295 330 359 392 451 15.10% 5304 Workers Compensation Insurance 23,983 37,988 41,167 43,221 33,648 -22.10% 5305 Medicare Tax- Employer's Share 5,344 5,436 6,117 6,816 6,262 -8.10% 5306 Unfunded Accrued Liability 93,253 111,363 117,084 117,084 131,276 12.10% 5307 Deferred Comp/Part-Time - - 650 1,260 656 -47.90%
5308 Deferred Compensation/Full-tim 12,013 13,632 11,841 15,907 15,528 -2.40% 5309 Unemployment Insurance 707 881 891 917 1,072 16.90% 5310 Section 125 Benefit Allow. 68,562 97,173 100,073 108,018 120,672 11.70% 6401 Gas and Electric Utilities 30,793 36,575 37,736 35,000 38,414 9.80% 6402 Telephone/Fax Charges 4,096 4,051 3,990 4,300 3,248 -24.50% 6403 Cell Phone Charges - - - - 769 0.00%
6404 Internet Charges - - - - 483 0.00%
6405 Copier Lease/Paper Charges - - 1,168 750 1,000 33.30% 6411 Advertising/Bids and Notices 1,362 - - - 2,000 0.00% 6416 Office Supplies/Expendable 3,758 1,108 1,448 1,200 2,000 66.70% 6417 Software Costs - - - - 530 0.00%
6425 Vehicle Fuel, Supplies & Maint 26,563 28,433 27,267 32,000 28,352 -11.40% 6440 Contracted Services 57,585 21,646 25,056 123,400 65,000 -47.30% 6515 Taxes and Assessments 20,980 26,210 28,085 21,000 - -100.00% 6516 Permits and Fees - - - - 35,000 0.00%
6530 Conference/Training/Ed 3,295 4,900 7,894 12,300 12,000 -2.40% 6532 Maintenance/Other Supplies 41,294 86,030 23,145 60,000 35,000 -41.70% 6560 Liability / Property Insurance 42,059 48,513 136,020 136,002 136,661 0.50% 6562 Retiree Insurance Premiums 1,629 2,797 2,335 2,214 2,550 15.20% 6610 Contingency - - - - 50,000 0.00%
6900 Interfund Charge - Fac. Maint. 75,398 75,397 122,471 122,471 122,471 0.00% 6902 Interfund Charges- Central Sup 5,057 4,469 4,069 4,469 4,563 2.10% 6903 Interfund Charges - Cost Distr 112,903 141,881 112,903 112,903 115,726 2.50% 6904 Interfund Charges - Admin. Ove 70,013 70,013 70,013 70,013 70,013 0.00% 6907 Interfund Chrg/Vehicle Replcmt 99,696 115,121 127,858 127,858 202,596 58.50% 6908 Interfund Chrg/Vehicle Maint. 49,194 49,887 58,771 58,771 45,094 -23.30% 6918 Interfund Charges- Comp Maint 28,787 12,171 11,916 11,916 14,068 18.10% 6920 Interfund Charges - Computer R 6,233 3,253 5,554 5,554 3,380 -39.10% 6924 Interfund Charges- Motor Renta 1,789 1,897 1,525 1,525 2,505 64.30% 6926 Interfund Chg Risk Charges - - 6,482 6,482 14,763 127.80% 7000 Vehicles and Equipment 149 - - - 112,000 0.00%
8210 Transfers Out/Debt Service 1,877 17,502 20,891 20,891 20,885 0.00% 8220 Transfers Out - Insurance Rese 14,281 14,567 - - - 0.00% Total Expense $ 1,253,783 $ 1,468,682 $ 1,578,424 $ 1,780,989 $ 1,929,386 Total Net Surplus/(Deficit) $ (1,100,413) $ (1,430,061) $ (1,539,846) $ (1,742,783) $ (1,885,445) 190 City of Madera | 2024-2025 Operating Budget
(20403410) Waste Water Treatment Plant
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - - 70,229 70,229 88,136 25.50%
4657 Miscellaneous Revenue - 7,350 22,050 - - 0.00%
4659 Refunds and Reimbursements 14,960 - 87,485 - - 0.00% Total Revenue $ 14,960 $ 7,350 $ 179,764 $ 70,229 $ 88,136 5000 Salaries/Full-time 687,500 720,441 846,131 810,890 890,543 9.80% 5100 Salaries/Overtime 48,540 82,635 79,240 60,000 60,000 0.00% 5105 Salaries/Leave Payout 12,370 1,580 1,556 - - 0.00% 5110 Salaries/Uniform Pay 2,763 2,700 3,250 2,700 - -100.00% 5300 Public Employee Retirement Sys 78,835 76,784 96,805 103,434 111,760 8.00% 5302 Long Term Disability Insurance 1,868 1,803 2,352 2,072 2,426 17.10% 5303 Life Insurance Premiums 630 672 764 746 820 9.90%
5304 Workers Compensation Insurance 54,743 72,614 89,255 82,694 74,784 -9.60% 5305 Medicare Tax- Employer's Share 11,521 11,136 13,903 13,109 14,343 9.40% 5306 Unfunded Accrued Liability 158,078 152,585 144,723 144,723 162,264 12.10% 5308 Deferred Compensation/Full-tim 27,861 27,967 31,647 34,685 38,333 10.50% 5309 Unemployment Insurance 1,753 1,299 1,846 1,449 1,691 16.70% 5310 Section 125 Benefit Allow. 136,381 169,010 215,090 202,734 236,312 16.60% 6401 Gas and Electric Utilities 1,052,738 423,687 952,497 900,000 1,044,463 16.10% 6402 Telephone/Fax Charges 3,445 2,990 2,934 3,000 1,187 -60.40% 6403 Cell Phone Charges - - - - 1,877 0.00%
6404 Internet Charges - - - - 436 0.00%
6405 Copier Lease/Paper Charges - - 2,828 475 2,500 426.30% 6412 Advertising/Other 3,297 195 359 1,500 1,500 0.00%
6416 Office Supplies/Expendable 751 655 3,004 1,000 1,500 50.00% 6420 Mileage Reimbursements 295 184 266 200 200 0.00%
6425 Vehicle Fuel, Supplies & Maint 21,691 40,028 60,947 38,000 63,379 66.80% 6440 Contracted Services 345,562 388,519 463,150 440,300 325,000 -26.20% 6515 Taxes and Assessments 53,198 54,310 37,739 37,739 - -100.00% 6516 Permits and Fees - - - - 75,000 0.00%
6530 Conference/Training/Ed 8,693 13,045 8,769 12,000 12,000 0.00% 6532 Maintenance/Other Supplies 258,374 29,460 413,141 390,261 325,000 -16.70% 6536 Tuition Reimbursement - - 2,400 - 3,000 0.00%
6560 Liability / Property Insurance 461,095 531,849 293,107 293,068 293,072 0.00% 6610 Contingency - - - - 200,000 0.00%
6900 Interfund Charge - Fac. Maint. 187,597 187,597 312,130 312,130 312,130 0.00% 6902 Interfund Charges- Central Sup 1,879 1,803 989 1,803 1,533 -15.00% 6903 Interfund Charges - Cost Distr - 54,795 - - - 0.00% 6904 Interfund Charges - Admin. Ove 339,651 339,651 339,651 339,651 339,651 0.00% 6907 Interfund Chrg/Vehicle Replcmt 80,617 80,034 90,400 90,400 156,862 73.50% 6908 Interfund Chrg/Vehicle Maint. 70,016 64,940 72,854 72,854 56,978 -21.80% 6918 Interfund Charges- Comp Maint 27,293 70,760 69,279 69,279 81,791 18.10% 6920 Interfund Charges - Computer R 5,821 18,912 32,290 32,290 19,649 -39.10% 6924 Interfund Charges- Motor Renta 5,671 6,199 4,828 4,828 7,938 64.40% 6926 Interfund Chg Risk Charges - - 12,161 12,161 31,660 160.30% 8210 Transfers Out/Debt Service 46,055 89,757 258,384 258,384 258,307 0.00% 8220 Transfers Out - Insurance Rese 26,795 27,330 - - - 0.00% Total Expense $ 4,223,376 $ 3,747,925 $ 4,960,672 $ 4,770,559 $ 5,209,889 Total Net Surplus/(Deficit) $ (4,208,416) $ (3,740,575) $ (4,780,908) $ (4,700,330) $ (5,121,753) 2024-2025 Operating Budget | City of Madera 191
(20403420) Sewer Capital Outlay
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - 145,913 - - - 0.00%
4360 Transfer-In CIP - - 2,423,686 7,818,000 9,046,835 15.70% 4434 Grants - - - 8,500,000 8,500,000 0.00%
Total Revenue $ - $ 145,913 $ 2,423,686 $ 16,318,000 $ 17,546,835 6804 Infrastructure Study - (30,704) - 695,000 - -100.00% 7030 Facilities And Improvements 9,608 205,750 240,981 780,000 - -100.00% 7050 Construction/Infrastructure 162,597 1,566,556 2,139,119 16,325,063 33,618,563 105.93% Total Expense $ 172,205 $ 1,741,602 $ 2,380,100 $ 17,800,063 $ 33,618,563 Total Net Surplus/(Deficit) $ (172,205) $ (1,595,689) $ 43,586 $ (1,482,063) $ (16,071,728) 192 City of Madera | 2024-2025 Operating Budget
(20403430) Waste Water Treatment Plant Bond Administration FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income - - 1,264,568 - - 0.00%
4355 Transfer-In 250,000 250,000 250,000 250,000 250,000 0.00% Total Revenue $ 250,000 $ 250,000 $ 1,514,568 $ 250,000 $ 250,000 6448 Bond/Loan Admin Fees 4,910 6,870 3,220 - - 0.00%
8000 Interest Expense 962,954 1,262,620 511,475 890,048 834,375 -6.30% 8001 Principal Payment 15,000 (408,395) 699,500 1,637,000 1,695,000 3.50% Total Expense $ 982,864 $ 861,095 $ 1,214,195 $ 2,527,048 $ 2,529,375 Total Net Surplus/(Deficit) $ (732,864) $ (611,095) $ 300,373 $ (2,277,048) $ (2,279,375) 2024-2025 Operating Budget | City of Madera 193
(20410000) Sewer Rate Stabilization
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income 1,090 2,807 2,432 - - 0.00%
Total Revenue $ 1,090 $ 2,807 $ 2,432 $ - $ -
Total Net Surplus/(Deficit) $ 1,090 $ 2,807 $ 2,432 $ - $ - 194 City of Madera | 2024-2025 Operating Budget
Solid Waste
(47601235) Utility Billing/Garbage
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - - 18,513 18,513 13,219 -28.60%
4659 Refunds and Reimbursements - 636,039 2,453 - - 0.00% Total Revenue $ - $ 636,039 $ 20,966 $ 18,513 $ 13,219
5000 Salaries/Full-time 127,689 122,914 170,598 137,984 94,326 -31.60% 5005 Salaries/Part-time 5,130 975 - - - 0.00%
5100 Salaries/Overtime 720 576 3,602 500 525 5.00%
5105 Salaries/Leave Payout 901 2,756 511 - - 0.00%
5200 Salaries/Auto & Expense Allow 15 - - - - 0.00%
5300 Public Employee Retirement Sys 15,212 13,966 15,975 19,021 11,136 -41.50% 5301 Health Insurance Benefits 394 - - - - 0.00%
5302 Long Term Disability Insurance 334 304 359 350 191 -45.40% 5303 Life Insurance Premiums 149 132 126 141 101 -28.40% 5304 Workers Compensation Insurance 10,423 12,280 16,784 14,079 8,057 -42.80% 5305 Medicare Tax- Employer's Share 2,073 1,734 2,575 2,055 1,435 -30.20% 5306 Unfunded Accrued Liability 30,256 28,017 28,176 28,176 31,591 12.10% 5307 Deferred Comp/Part-Time - 14 - - - 0.00%
5308 Deferred Compensation/Full-tim 4,784 4,590 5,021 5,634 3,573 -36.60% 5309 Unemployment Insurance 468 307 368 287 227 -20.90% 5310 Section 125 Benefit Allow. 43,090 52,944 54,854 56,359 34,875 -38.10% 6402 Telephone/Fax Charges 4,248 3,657 3,326 4,000 3,449 -13.80% 6403 Cell Phone Charges - - - - 300 0.00%
6404 Internet Charges - - - - 487 0.00%
6405 Copier Lease/Paper Charges - - - 875 - -100.00%
6411 Advertising/Bids and Notices 56 267 - - - 0.00%
6416 Office Supplies/Expendable 1,466 653 1,278 1,500 1,500 0.00% 6418 Postage / Other Mailing Charge 21,301 18,762 24,521 23,000 24,400 6.10% 6425 Vehicle Fuel, Supplies & Maint - - - 125 - -100.00% 6426 Equipment Fuel/Supplies/Mtnc 128 - - - - 0.00%
6440 Contracted Services 18,454 11,916 13,668 33,600 14,350 -57.30% 6451 Bank Service Charges 7,089 12,083 23,226 12,000 17,400 45.00% 6530 Conference/Training/Ed - - 498 650 748 15.10%
6532 Maintenance/Other Supplies 548 - - - - 0.00%
6562 Retiree Insurance Premiums 838 - - - - 0.00%
6903 Interfund Charges - Cost Distr - 12,334 - - - 0.00% 6904 Interfund Charges - Admin. Ove 18,548 18,548 18,548 18,548 18,548 0.00% 6918 Interfund Charges- Comp Maint 16,905 17,463 17,098 17,098 20,186 18.10% 6920 Interfund Charges - Computer R 3,743 4,667 7,969 7,969 4,849 -39.20% 6924 Interfund Charges- Motor Renta 334 358 285 285 468 64.20% 6926 Interfund Chg Risk Charges - - 2,174 2,174 - -100.00% 8220 Transfers Out - Insurance Rese 4,789 4,885 - - - 0.00% Total Expense $ 340,085 $ 347,103 $ 411,541 $ 386,410 $ 292,722 Total Net Surplus/(Deficit) $ (340,085) $ 288,937 $ (390,575) $ (367,897) $ (279,503) 196 City of Madera | 2024-2025 Operating Budget
(47603600) Solid Waste Disposal
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income 8,835 13,980 35,307 - 30,000 0.00% 4208 Late Payment/Other Penalty - 165,791 253,458 130,000 100,000 -23.10% 4209 Revenue/ Disp Collection Fees 5,669,567 7,986,659 11,121,623 8,100,000 11,677,704 44.20% 4355 Transfer-In - - 5,716 5,716 7,511 31.40%
4649 Admin Fees 27,986 - 153,244 20,000 - -100.00%
4682 Collection Recovery - 658 644 - - 0.00%
Total Revenue $ 5,706,388 $ 8,167,089 $ 11,569,991 $ 8,255,716 $ 11,815,215 5000 Salaries/Full-time 37,607 70,058 75,885 76,685 80,852 5.40% 5100 Salaries/Overtime 328 1,259 1,728 1,100 - -100.00% 5105 Salaries/Leave Payout - 710 133 - - 0.00%
5200 Salaries/Auto & Expense Allow - 129 129 129 129 0.00% 5300 Public Employee Retirement Sys 4,348 8,266 9,091 9,948 10,394 4.50% 5302 Long Term Disability Insurance 105 176 199 189 204 7.90% 5303 Life Insurance Premiums 40 67 67 64 72 12.50%
5304 Workers Compensation Insurance 2,452 6,516 7,399 7,291 7,047 -3.30% 5305 Medicare Tax- Employer's Share 556 944 1,123 1,121 1,179 5.20% 5306 Unfunded Accrued Liability 8,897 17,634 23,665 23,665 26,533 12.10% 5308 Deferred Compensation/Full-tim 1,032 1,466 1,136 1,322 1,420 7.40% 5309 Unemployment Insurance 81 148 129 101 116 14.90%
5310 Section 125 Benefit Allow. 8,084 15,972 17,815 16,463 19,706 19.70% 6401 Gas and Electric Utilities 3,970 5,794 5,588 10,000 5,964 -40.40% 6402 Telephone/Fax Charges 1,087 1,008 1,127 1,200 530 -55.80% 6403 Cell Phone Charges - - - - 134 0.00%
6404 Internet Charges - - - - 536 0.00%
6405 Copier Lease/Paper Charges - - 1,168 713 1,100 54.30% 6412 Advertising/Other 11,405 9,226 11,798 13,000 13,000 0.00% 6416 Office Supplies/Expendable 54 523 - 900 750 -16.70% 6440 Contracted Services 4,811,893 6,764,444 4,659,134 6,600,000 7,282,000 10.30% 6560 Liability / Property Insurance 28,040 32,342 8,284 8,283 9,397 13.40% 6900 Interfund Charge - Fac. Maint. 26,339 26,339 40,823 40,823 40,823 0.00% 6903 Interfund Charges - Cost Distr 4,327 7,041 4,327 4,327 4,435 2.50% 6904 Interfund Charges - Admin. Ove 226,492 226,492 226,492 226,492 226,492 0.00% 6909 Interfund Chrg/ Route/Roll-Off 108,150 - - - - 0.00% 6918 Interfund Charges- Comp Maint 16,441 15,001 14,687 14,687 17,339 18.10% 6920 Interfund Charges - Computer R - 4,009 6,845 6,845 4,165 -39.20% 6926 Interfund Chg Risk Charges - - 2,025 2,025 - -100.00% 8200 Transfer Out 593,857 770,288 572,903 572,903 572,903 0.00% 8210 Transfers Out/Debt Service 1,212 1,132 - - - 0.00% 8220 Transfers Out - Insurance Rese 4,460 4,550 - - - 0.00% Total Expense $ 5,901,256 $ 7,991,536 $ 5,693,700 $ 7,640,276 $ 8,327,220 Total Net Surplus/(Deficit) $ (194,868) $ 175,553 $ 5,876,291 $ 615,440 $ 3,487,995 2024-2025 Operating Budget | City of Madera 197
(47603620) Solid Waste Recycling
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - 67,311 - - - 0.00%
Total Revenue $ - $ 67,311 $ - $ - $ -
6416 Office Supplies/Expendable 1,804 - - - - 0.00%
6440 Contracted Services 38 - - - - 0.00%
Total Expense $ 1,842 $ - $ - $ - $ -
Total Net Surplus/(Deficit) $ (1,842) $ 67,311 $ - $ - $ - 198 City of Madera | 2024-2025 Operating Budget
(47603630) Street Cleaning
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4208 Late Payment/Other Penalty - 7 2 5,000 - -100.00%
4256 Street Sweeping Fees 409,822 26,253 443,920 450,000 450,000 0.00% 4355 Transfer-In - 50,000 13,885 13,885 15,404 10.90%
4657 Miscellaneous Revenue - 240 - - - 0.00%
4682 Collection Recovery - 45 91 - - 0.00%
Total Revenue $ 409,822 $ 76,544 $ 457,897 $ 468,885 $ 465,404 5000 Salaries/Full-time 170,357 202,817 216,225 210,605 222,323 5.60% 5100 Salaries/Overtime 16,353 17,994 23,673 15,000 15,000 0.00% 5105 Salaries/Leave Payout 8,204 710 1,534 - - 0.00%
5110 Salaries/Uniform Pay 800 800 800 801 - -100.00%
5300 Public Employee Retirement Sys 19,761 23,584 28,223 29,121 30,208 3.70% 5302 Long Term Disability Insurance 480 534 572 531 574 8.10% 5303 Life Insurance Premiums 222 253 239 244 218 -10.70% 5304 Workers Compensation Insurance 11,515 18,283 24,592 19,995 18,657 -6.70% 5305 Medicare Tax- Employer's Share 3,119 2,728 3,752 3,533 3,711 5.00% 5306 Unfunded Accrued Liability 41,982 49,964 56,361 56,361 63,192 12.10% 5308 Deferred Compensation/Full-tim 6,135 7,582 7,650 8,350 8,762 4.90% 5309 Unemployment Insurance 471 456 513 428 497 16.10%
5310 Section 125 Benefit Allow. 23,794 28,576 29,598 28,452 31,344 10.20% 6402 Telephone/Fax Charges 6 10 18 100 - -100.00%
6403 Cell Phone Charges - - - - 100 0.00%
6425 Vehicle Fuel, Supplies & Maint 44,582 49,678 46,915 50,000 48,792 -2.40% 6440 Contracted Services 21,416 332 64,530 500 - -100.00% 6532 Maintenance/Other Supplies 12,825 9,506 13,702 20,000 45,000 125.00% 6560 Liability / Property Insurance 7,789 8,984 - - - 0.00% 6610 Contingency - - - - 50,000 0.00%
6900 Interfund Charge - Fac. Maint. - - 12,144 12,144 12,144 0.00% 6903 Interfund Charges - Cost Distr - 11,830 - - - 0.00% 6904 Interfund Charges - Admin. Ove 19,148 19,148 19,148 19,148 19,148 0.00% 6907 Interfund Chrg/Vehicle Replcmt 82,617 106,617 124,450 124,450 214,030 72.00% 6908 Interfund Chrg/Vehicle Maint. 72,857 73,341 86,402 86,402 69,917 -19.10% 6926 Interfund Chg Risk Charges - - 2,353 2,353 1,015 -56.90% 8220 Transfers Out - Insurance Rese 5,186 5,289 - - - 0.00% Total Expense $ 569,617 $ 639,014 $ 763,394 $ 688,518 $ 854,632 Total Net Surplus/(Deficit) $ (159,795) $ (562,470) $ (305,497) $ (219,633) $ (389,228) 2024-2025 Operating Budget | City of Madera 199
(47603640) Beverage Container Recycling
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4434 Grants 16,662 21,661 - 16,349 16,349 0.00%
Total Revenue $ 16,662 $ 21,661 $ - $ 16,349 $ 16,349
6412 Advertising/Other 9,703 14,915 6,840 16,349 16,349 0.00% Total Expense $ 9,703 $ 14,915 $ 6,840 $ 16,349 $ 16,349 Total Net Surplus/(Deficit) $ 6,959 $ 6,746 $ (6,840) $ - $ - 200 City of Madera | 2024-2025 Operating Budget
(47603730) Tire Clean Up
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - 109,120 1,650 1,650 1,840 11.50%
4434 Grants - 87,781 - 87,781 28,661 -67.30%
Total Revenue $ - $ 196,901 $ 1,650 $ 89,431 $ 30,501
5000 Salaries/Full-time 13,949 13,539 14,326 20,658 19,178 -7.20% 5100 Salaries/Overtime 298 216 44 - 50 0.00%
5110 Salaries/Uniform Pay 125 250 - 125 - -100.00%
5300 Public Employee Retirement Sys 1,235 1,302 1,666 2,291 2,247 -1.90% 5302 Long Term Disability Insurance - 28 51 68 - -100.00% 5303 Life Insurance Premiums 15 18 23 30 24 -20.00%
5304 Workers Compensation Insurance 967 1,203 1,305 1,839 1,658 -9.80% 5305 Medicare Tax- Employer's Share 216 219 252 354 289 -18.40% 5308 Deferred Compensation/Full-tim 516 556 636 906 859 -5.20% 5309 Unemployment Insurance 128 63 63 62 71 14.50%
5310 Section 125 Benefit Allow. 3,067 2,707 1,976 2,700 5,625 108.30% 6440 Contracted Services 3,056 973 990 87,781 - -100.00% 6532 Maintenance/Other Supplies - 2,920 - - 500 0.00%
6903 Interfund Charges - Cost Distr - 445 - - - 0.00%
6926 Interfund Chg Risk Charges - - 527 527 - -100.00%
8220 Transfers Out - Insurance Rese 1,161 1,184 - - - 0.00% Total Expense $ 24,733 $ 25,623 $ 21,860 $ 117,341 $ 30,501 Total Net Surplus/(Deficit) $ (24,733) $ 171,278 $ (20,210) $ (27,910) $ - 2024-2025 Operating Budget | City of Madera 201
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Drainage
(45003040) Drainage Capital Outlay
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4320 Capital Contribution 616,807 196,180 - - - 0.00%
4355 Transfer-In - - - 70,000 - -100.00%
4900 Budgetary Carryover - - - 741,500 635,174 -14.30%
Total Revenue $ 616,807 $ 196,180 $ - $ 811,500 $ 635,174 7050 Construction/Infrastructure - - - 811,500 587,500 -27.60% Total Expense $ - $ - $ - $ 811,500 $ 587,500
Total Net Surplus/(Deficit) $ 616,807 $ 196,180 $ - $ - $ 47,674 204 City of Madera | 2024-2025 Operating Budget
(45003080) Drainage Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income 5,480 15,708 11,288 10,000 12,000 20.00% 4208 Late Payment/Other Penalty - 13,984 15,068 15,000 10,000 -33.30% 4210 Drainage User Fees 723,559 698,663 718,604 725,000 725,000 0.00% 4346 Interfund Charges/ Cost Dist 170,009 170,009 170,009 170,009 174,259 2.50% 4355 Transfer-In - - - - 40,000 0.00%
4682 Collection Recovery - 52 132 - - 0.00%
Total Revenue $ 899,048 $ 898,416 $ 915,101 $ 920,009 $ 961,259 6451 Bank Service Charges 343 639 789 600 - -100.00%
6900 Interfund Charge - Fac. Maint. 49,750 49,750 82,710 82,710 82,710 0.00% 6904 Interfund Charges - Admin. Ove 1,935 1,935 1,935 1,935 1,935 0.00% 8200 Transfer Out 45,000 45,000 45,000 45,000 45,000 0.00% 9171 Sale of Real and Personal Prop - - 810 - - 0.00%
Total Expense $ 97,028 $ 97,324 $ 131,244 $ 130,245 $ 129,645 Total Net Surplus/(Deficit) $ 802,020 $ 801,092 $ 783,857 $ 789,764 $ 831,614 2024-2025 Operating Budget | City of Madera 205
(45003090) Drainage Flood Control
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In - - 35,556 35,556 35,002 -1.60%
4657 Miscellaneous Revenue - 130 190 - - 0.00%
4900 Budgetary Carryover - - - 211,057 - -100.00%
Total Revenue $ - $ 130 $ 35,746 $ 246,613 $ 35,002
5000 Salaries/Full-time 198,118 252,218 272,664 290,888 291,378 0.20% 5005 Salaries/Part-time 322 20 - - - 0.00%
5100 Salaries/Overtime 10,917 19,247 26,616 10,000 15,000 50.00% 5105 Salaries/Leave Payout - 631 477 - - 0.00%
5110 Salaries/Uniform Pay 940 1,103 928 1,093 - -100.00% 5200 Salaries/Auto & Expense Allow - 129 129 129 129 0.00% 5300 Public Employee Retirement Sys 20,519 28,055 32,347 37,499 36,788 -1.90% 5302 Long Term Disability Insurance 477 583 764 637 754 18.40% 5303 Life Insurance Premiums 258 319 341 361 334 -7.50% 5304 Workers Compensation Insurance 13,497 24,399 29,973 28,352 24,872 -12.30% 5305 Medicare Tax- Employer's Share 3,299 3,676 4,661 4,587 4,613 0.60% 5306 Unfunded Accrued Liability 39,180 56,301 62,779 62,779 70,388 12.10% 5308 Deferred Compensation/Full-tim 7,438 9,201 9,581 11,669 11,431 -2.00% 5309 Unemployment Insurance 651 627 637 620 659 6.30%
5310 Section 125 Benefit Allow. 51,095 81,555 85,165 96,080 91,242 -5.00% 6401 Gas and Electric Utilities 26,077 31,937 28,667 33,000 30,968 -6.20% 6425 Vehicle Fuel, Supplies & Maint 9,536 18,617 22,789 18,000 23,701 31.70% 6440 Contracted Services 76,304 18,889 28,824 20,000 35,000 75.00% 6515 Taxes and Assessments 26,498 26,498 26,498 27,000 - -100.00% 6516 Permits and Fees - - - - 30,000 0.00%
6532 Maintenance/Other Supplies 17,500 28,414 14,228 30,000 35,000 16.70% 6560 Liability / Property Insurance - - 212,097 212,068 14,833 -93.00% 6902 Interfund Charges- Central Sup 76 - - - 25 0.00%
6903 Interfund Charges - Cost Distr - 13,280 - - - 0.00% 6904 Interfund Charges - Admin. Ove 35,534 35,534 35,534 35,534 35,534 0.00% 6907 Interfund Chrg/Vehicle Replcmt 22,434 23,234 24,734 24,734 80,218 224.30% 6908 Interfund Chrg/Vehicle Maint. 34,360 34,844 40,201 40,201 32,530 -19.10% 6918 Interfund Charges- Comp Maint 11,697 18,397 18,013 18,013 21,266 18.10% 6920 Interfund Charges - Computer R 2,649 4,917 8,395 8,395 5,109 -39.10% 6926 Interfund Chg Risk Charges - - 3,816 3,816 1,602 -58.00% 8210 Transfers Out/Debt Service 4,909 7,514 20,922 20,922 20,916 0.00% 8220 Transfers Out - Insurance Rese 8,408 8,577 - - - 0.00% Total Expense $ 622,694 $ 748,716 $ 1,011,779 $ 1,036,377 $ 914,290 Total Net Surplus/(Deficit) $ (622,694) $ (748,586) $ (976,032) $ (789,764) $ (879,288) 206 City of Madera | 2024-2025 Operating Budget
Airport
(20503270) Airport Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4002 Current Unsecured Property Tax 151,653 96,082 110,365 90,000 130,000 44.40% 4150 Rents/Admin Building 16,830 16,480 11,300 8,000 12,000 50.00% 4151 Lease/Agricultural 178,881 131,375 162,550 140,000 162,550 16.10% 4152 Lease/Airport Land Area 139,958 145,126 144,261 150,000 85,917 -42.70% 4153 Airport Hanger Rentals 181,020 135,200 173,540 220,000 180,000 -18.20% 4155 Hangar Rentals - 44,850 (1,350) - - 0.00%
4158 Commercial Op User Fees 1,500 1,500 1,500 1,500 1,500 0.00% 4161 F.B.O. Fuel Flowage Fees 9,857 14,026 2,210 18,000 2,500 -86.10% 4162 Interest Income 9,100 17,918 10,493 12,000 12,000 0.00% 4177 Tiedown Rentals 4,360 4,356 5,058 4,500 5,058 12.40% 4240 Utility Reimbursement 120 120 120 120 120 0.00%
4333 Interfund Chg Land Rent - - - - 64,083 0.00%
4355 Transfer-In - - 9,840 9,840 13,281 35.00%
4450 Federal Aviation Airport Grant - - - - 184,175 0.00% 4657 Miscellaneous Revenue - 30 - - - 0.00%
4659 Refunds and Reimbursements - 848 10 - - 0.00%
4676 Workers Comp Recovery - Wages - - 1,506 - - 0.00%
Total Revenue $ 693,279 $ 607,911 $ 631,403 $ 653,960 $ 853,184 5000 Salaries/Full-time 69,374 82,943 91,841 92,514 96,053 3.80% 5005 Salaries/Part-time 17,925 12,130 16,983 16,806 17,485 4.00% 5100 Salaries/Overtime 452 25 16 - 500 0.00%
5105 Salaries/Leave Payout - 1,699 399 - - 0.00%
5110 Salaries/Uniform Pay 250 250 250 250 - -100.00%
5300 Public Employee Retirement Sys 11,265 10,311 11,961 13,713 14,295 4.20% 5302 Long Term Disability Insurance 215 234 245 245 264 7.80% 5303 Life Insurance Premiums 91 99 99 95 108 13.70%
5304 Workers Compensation Insurance 5,887 8,412 10,210 9,987 9,800 -1.90% 5305 Medicare Tax- Employer's Share 1,313 1,251 1,580 1,606 1,690 5.20% 5306 Unfunded Accrued Liability 21,540 22,221 27,749 27,749 31,112 12.10% 5307 Deferred Comp/Part-Time 108 455 637 630 656 4.10%
5308 Deferred Compensation/Full-tim 2,700 3,222 3,003 3,496 3,757 7.50% 5309 Unemployment Insurance 481 413 390 303 353 16.50%
5310 Section 125 Benefit Allow. 20,174 25,777 30,229 26,836 34,397 28.20% 6401 Gas and Electric Utilities 21,004 11,516 10,974 16,000 12,451 -22.20% 6402 Telephone/Fax Charges 8,132 6,815 5,341 7,000 6,000 -14.30% 6405 Copier Lease/Paper Charges - - 888 475 800 68.40%
6412 Advertising/Other 2,350 - - - 1,000 0.00%
6416 Office Supplies/Expendable 61 37 423 100 1,000 900.00% 6418 Postage / Other Mailing Charge - 134 299 200 400 100.00% 6425 Vehicle Fuel, Supplies & Maint 3,021 2,332 1,826 3,000 1,889 -37.00% 6440 Contracted Services 42,676 10,507 34,766 29,650 47,000 58.50% 6515 Taxes and Assessments 22,109 16,449 14,400 20,650 25,000 21.10% 6516 Permits and Fees - - 151 - 100 0.00%
6530 Conference/Training/Ed 1,237 - 1,716 2,000 3,000 50.00% 6532 Maintenance/Other Supplies 66,616 26,348 22,505 15,000 45,500 203.30% 6536 Tuition Reimbursement - - - - 2,400 0.00%
6560 Liability / Property Insurance 120,395 131,165 59,286 54,947 48,942 -10.90% 6570 Settlements 25,000 - - - - 0.00%
6900 Interfund Charge - Fac. Maint. 21,765 21,765 36,146 36,146 36,146 0.00% 6902 Interfund Charges- Central Sup 860 404 885 404 549 35.90% 6903 Interfund Charges - Cost Distr - 6,409 - - - 0.00% 6904 Interfund Charges - Admin. Ove 69,276 69,277 69,277 69,277 69,277 0.00% 6907 Interfund Chrg/Vehicle Replcmt 18,050 17,983 22,758 22,758 46,767 105.50% 208 City of Madera | 2024-2025 Operating Budget
(20503270) Airport Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 6908 Interfund Chrg/Vehicle Maint. 22,987 23,311 27,462 27,462 22,222 -19.10% 6918 Interfund Charges- Comp Maint 12,754 11,322 11,085 11,085 13,087 18.10% 6920 Interfund Charges - Computer R 2,747 3,026 5,166 5,166 3,144 -39.10% 6926 Interfund Chg Risk Charges - - 1,577 1,577 4,099 159.90% 8000 Interest Expense 2,123 634 - - - 0.00%
8001 Principal Payment - (1) - - - 0.00%
8210 Transfers Out/Debt Service 6,313 14,127 36,782 36,782 36,770 0.00% 8220 Transfers Out - Insurance Rese 3,475 3,545 - - - 0.00% 9171 Sale of Real and Personal Prop - - 22,600 - - 0.00% Total Expense $ 624,726 $ 546,546 $ 581,903 $ 553,909 $ 638,013 Total Net Surplus/(Deficit) $ 68,553 $ 61,365 $ 49,500 $ 100,051 $ 215,171 2024-2025 Operating Budget | City of Madera 209
(20503510) Airport Capital Projects
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4419 CalTrans Aeronautic Grant 17,038 - 47,606 98,505 11,250 -88.60% 4450 Grant/ Capital Grant 74,004 - 1,126,921 1,611,900 225,000 -86.00% 4900 Budgetary Carryover - - - 160,595 38,579 -75.98%
Total Revenue $ 91,042 $ - $ 1,174,527 $ 1,871,000 $ 274,829 7030 Facilities And Improvements 83,613 1,092,428 75,218 1,494,000 - -100.00% 7050 Construction/Infrastructure - - - 377,000 490,000 29.97% Total Expense $ 83,613 $ 1,092,428 $ 75,218 $ 1,871,000 $ 490,000 Total Net Surplus/(Deficit) $ 7,429 $ (1,092,428) $ 1,099,309 $ - $ (215,171) 210 City of Madera | 2024-2025 Operating Budget
(21500000) Airport Development
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income 768 1,977 1,713 - - 0.00%
Total Revenue $ 768 $ 1,977 $ 1,713 $ - $ -
Total Net Surplus/(Deficit) $ 768 $ 1,977 $ 1,713 $ - $ - 2024-2025 Operating Budget | City of Madera 211
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Transit
(21285290) Transportation - Dial-A-Ride
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income 469 2,691 4,903 4,000 3,500 -12.50% 4239 Ticket Sales - 904 3,295 1,500 3,295 119.70%
4354 Interfund Salary & Bene Reimb 6,353 879 - - - 0.00% 4423 Federal Grant Sec 5307 1,036,361 820,405 448,810 575,173 474,422 -17.50% 4424 Local Transportation Allocatio - - 230,651 - 168,707 0.00% 4425 State Transit Assistance - Cit 71,014 429,695 364,091 208,343 111,524 -46.50% 4434 Grants - - - 625,427 669,645 7.07%
4657 Miscellaneous Revenue - 49 - - - 0.00%
Total Revenue $ 1,114,197 $ 1,254,623 $ 1,051,750 $ 1,414,443 $ 1,431,093 5000 Salaries/Full-time 153,675 165,135 166,294 163,722 177,900 8.70% 5005 Salaries/Part-time - 555 54 - - 0.00%
5100 Salaries/Overtime 95 3,326 5,496 100 10,000 9900.00% 5105 Salaries/Leave Payout 4,082 - - - - 0.00%
5110 Salaries/Uniform Pay 573 573 573 573 - -100.00%
5200 Salaries/Auto & Expense Allow 20 - - - - 0.00%
5300 Public Employee Retirement Sys 18,067 19,593 20,223 21,864 23,276 6.50% 5302 Long Term Disability Insurance 435 438 492 404 496 22.80% 5303 Life Insurance Premiums 128 129 132 132 152 15.20% 5304 Workers Compensation Insurance 10,817 15,075 15,773 14,913 14,939 0.20% 5305 Medicare Tax- Employer's Share 2,466 2,319 2,546 2,495 2,815 12.80% 5306 Unfunded Accrued Liability 35,922 39,588 29,705 29,705 33,305 12.10% 5308 Deferred Compensation/Full-tim 5,909 6,783 6,372 7,179 7,792 8.50% 5309 Unemployment Insurance 369 419 367 290 350 20.70%
5310 Section 125 Benefit Allow. 29,623 37,611 37,854 36,747 42,640 16.00% 6402 Telephone/Fax Charges - - - 2,400 - -100.00%
6405 Copier Lease/Paper Charges - - 1,421 1,350 1,350 0.00% 6412 Advertising/Other 993 - 213 1,200 1,200 0.00%
6416 Office Supplies/Expendable 1,152 1,188 139 1,000 1,000 0.00% 6418 Postage / Other Mailing Charge 44 - - 150 150 0.00% 6425 Vehicle Fuel, Supplies & Maint 76,896 111,762 127,675 100,000 128,327 28.30% 6440 Contracted Services 505,243 535,020 842,505 711,121 897,133 26.20% 6470 Funding to Outside Agencies - - - 125,086 - -100.00% 6520 Ticket Purchases - - - 1,500 1,500 0.00%
6530 Conference/Training/Ed 325 833 179 2,400 2,400 0.00% 6902 Interfund Charges- Central Sup 6,090 6,103 6,773 6,103 6,050 -0.90% 6903 Interfund Charges - Cost Distr 213,687 191,192 7,958 7,958 - -100.00% 6904 Interfund Charges - Admin. Ove 40,208 40,208 40,208 40,208 40,208 0.00% 6918 Interfund Charges- Comp Maint 4,515 4,812 4,711 4,711 5,562 18.10% 6920 Interfund Charges - Computer R 1,045 1,286 2,196 2,196 1,336 -39.20% 6926 Interfund Chg Risk Charges - - 1,047 1,047 2,712 159.00% 8200 Transfer Out - 28,500 28,500 28,500 28,500 0.00%
8220 Transfers Out - Insurance Rese 2,306 2,352 - - - 0.00% Total Expense $ 1,114,684 $ 1,214,800 $ 1,349,405 $ 1,315,054 $ 1,431,093 Total Net Surplus/(Deficit) $ (487) $ 39,823 $ (297,655) $ 99,389 $ - 214 City of Madera | 2024-2025 Operating Budget
(21295300) Transportation - Fixed Route
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4239 Ticket Sales - - 27 12,123 - -100.00%
4354 Interfund Salary & Bene Reimb 6,353 879 - - - 0.00% 4423 Federal Grant Sec 5307 1,533,952 1,157,443 613,348 1,757,924 953,087 -45.80% 4424 Local Transportation Allocatio - - 327,556 - 317,060 0.00% 4425 State Transit Assistance - Cit 79,627 479,515 484,033 1,652,338 307,089 -81.40% 4434 Grants - - - - 669,646 0.00%
4657 Miscellaneous Revenue - 49 - - - 0.00%
Total Revenue $ 1,619,932 $ 1,637,886 $ 1,424,964 $ 3,422,385 $ 2,246,882 5000 Salaries/Full-time 153,660 165,137 166,333 163,722 177,900 8.70% 5005 Salaries/Part-time - 555 54 - - 0.00%
5100 Salaries/Overtime 19,649 16,863 5,496 20,000 10,000 -50.00% 5105 Salaries/Leave Payout 4,082 - - - - 0.00%
5110 Salaries/Uniform Pay 573 573 573 573 - -100.00%
5200 Salaries/Auto & Expense Allow 20 - - - - 0.00%
5300 Public Employee Retirement Sys 17,951 19,674 20,229 21,864 23,279 6.50% 5302 Long Term Disability Insurance 436 439 492 401 497 23.90% 5303 Life Insurance Premiums 141 138 132 141 153 8.50%
5304 Workers Compensation Insurance 12,328 16,294 15,777 16,608 14,939 -10.00% 5305 Medicare Tax- Employer's Share 2,686 2,468 2,547 2,743 2,814 2.60% 5306 Unfunded Accrued Liability 35,953 39,774 29,705 29,705 33,305 12.10% 5308 Deferred Compensation/Full-tim 5,909 6,806 6,374 7,180 7,792 8.50% 5309 Unemployment Insurance 404 446 367 314 349 11.10%
5310 Section 125 Benefit Allow. 29,623 37,611 37,854 36,747 42,640 16.00% 6402 Telephone/Fax Charges - - - 2,400 - -100.00%
6405 Copier Lease/Paper Charges - - 1,421 1,350 1,350 0.00% 6412 Advertising/Other 734 773 169 1,200 1,200 0.00%
6416 Office Supplies/Expendable 1,334 1,183 425 1,000 1,000 0.00% 6418 Postage / Other Mailing Charge - - - 150 150 0.00% 6425 Vehicle Fuel, Supplies & Maint 104,001 133,707 178,209 110,000 156,859 42.60% 6440 Contracted Services 856,371 854,717 1,336,457 1,466,079 1,625,000 10.84% 6520 Ticket Purchases - - - 1,500 1,500 0.00%
6530 Conference/Training/Ed 325 1,908 179 2,400 2,400 0.00% 6532 Maintenance/Other Supplies 98,267 50,204 40 - - 0.00% 6560 Liability / Property Insurance - - 40,473 40,363 50,211 24.40% 6902 Interfund Charges- Central Sup 5,108 7,800 6,377 7,800 6,923 -11.20% 6903 Interfund Charges - Cost Distr 213,687 192,135 7,958 7,958 - -100.00% 6904 Interfund Charges - Admin. Ove 48,511 48,511 48,511 48,511 48,511 0.00% 6918 Interfund Charges- Comp Maint 4,515 4,812 4,711 4,711 5,562 18.10% 6920 Interfund Charges - Computer R 1,045 1,286 2,196 2,196 1,336 -39.20% 6926 Interfund Chg Risk Charges - - 1,047 1,047 2,712 159.00% 8200 Transfer Out - 28,500 28,500 28,500 28,500 0.00%
8220 Transfers Out - Insurance Rese 2,306 2,352 - - - 0.00% Total Expense $ 1,619,619 $ 1,634,668 $ 1,942,609 $ 2,027,163 $ 2,246,882 Total Net Surplus/(Deficit) $ 313 $ 3,218 $ (517,645) $ 1,395,222 $ - 2024-2025 Operating Budget | City of Madera 215
(21295425) SB1-State of Good Repair
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4265 State of Good Repair 9,311 26,982 - 66,676 635,499 853.10% 4434 Grants - - - - 124,630 0.00%
Total Revenue $ 9,311 $ 26,982 $ - $ 66,676 $ 760,129
7000 Vehicles and Equipment - - - - 124,630 0.00%
7030 Facilities And Improvements 9,311 - - 66,676 635,499 853.12% Total Expense $ 9,311 $ - $ - $ 66,676 $ 760,129
Total Net Surplus/(Deficit) $ - $ 26,982 $ - $ - $ -
216 City of Madera | 2024-2025 Operating Budget
(21295491) Low Carbon Transit Operation
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4266 Low Carbon Transit Op Prog 24,775 - - 350,000 300,000 -14.29% Total Revenue $ 24,775 $ - $ - $ 350,000 $ 300,000
7030 Facilities And Improvements 24,775 - - 350,000 - -100.00% 7050 Construction/Infrastructure - - - - 300,000 0.00%
Total Expense $ 24,775 $ - $ - $ 350,000 $ 300,000
Total Net Surplus/(Deficit) $ - $ - $ - $ - $ -
2024-2025 Operating Budget | City of Madera 217
(21295500) Fixed Route - Capital Outlay
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4320 Capital Contribution - 13,819 - - - 0.00%
4421 Grant/FTA Section 5339 - 66,623 - - - 0.00%
4423 Federal Grant Sec 5307 - - 389,749 - - 0.00%
Total Revenue $ - $ 80,442 $ 389,749 $ - $ -
7000 Vehicles and Equipment - 66,623 4,662 - - 0.00%
7030 Facilities And Improvements - (33,200) - - - 0.00% Total Expense $ - $ 33,423 $ 4,662 $ - $ -
Total Net Surplus/(Deficit) $ - $ 47,019 $ 385,087 $ - $ - 218 City of Madera | 2024-2025 Operating Budget
(21295590) Prop 1B PTMISEA
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4424 Local Transportation Allocatio - - 1,008 - - 0.00% 4425 State Transit Assistance - Cit - 1,031 2,284 - - 0.00% 4490 Proposition 1B PTMISEA 1,128 571,930 354,317 205,748 152,644 -25.80% Total Revenue $ 1,128 $ 572,961 $ 357,609 $ 205,748 $ 152,644 7000 Vehicles and Equipment - 523,649 5,579 - - 0.00%
7030 Facilities And Improvements 1,128 41,733 255,077 205,748 152,644 -25.80% Total Expense $ 1,128 $ 565,382 $ 260,656 $ 205,748 $ 152,644 Total Net Surplus/(Deficit) $ - $ 7,579 $ 96,953 $ - $ - 2024-2025 Operating Budget | City of Madera 219
(21295595) Caltrans - Transit Study Grant
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4434 Grants 86,709 13,203 - - - 0.00%
Total Revenue $ 86,709 $ 13,203 $ - $ - $ -
6440 Contracted Services 93,557 - - - - 0.00%
Total Expense $ 93,557 $ - $ - $ - $ -
Total Net Surplus/(Deficit) $ (6,848) $ 13,203 $ - $ - $ - 220 City of Madera | 2024-2025 Operating Budget
Golf
(20606295) Golf Course Capital
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4320 Capital Contribution - - 50,000 50,000 50,000 0.00% 4355 Transfer-In - - 25,000 25,000 - -100.00%
Total Revenue $ - $ - $ 75,000 $ 75,000 $ 50,000
7040 Parks/Facilities Equipment - - 75,000 75,000 116,152 54.90% Total Expense $ - $ - $ 75,000 $ 75,000 $ 116,152
Total Net Surplus/(Deficit) $ - $ - $ - $ - $ (66,152)
222 City of Madera | 2024-2025 Operating Budget
(20606290) Golf Operations
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4169 Rents/ Pro Shop 19,970 24,267 61,632 65,000 65,000 0.00% 4213 Green Fee User Charges 54,742 59,878 98,208 82,500 85,250 3.30% 4355 Transfer-In 298,151 298,804 95,421 95,421 - -100.00% Total Revenue $ 372,863 $ 382,949 $ 255,261 $ 242,921 $ 150,250 6560 Liability / Property Insurance - - 14,459 14,457 18,064 24.90% 6921 Interfund Charges - Land Rent 64,083 64,083 64,083 64,083 64,083 0.00% 6926 Interfund Chg Risk Charges - - - - 1,951 0.00%
Total Expense $ 64,083 $ 64,083 $ 78,542 $ 78,540 $ 84,098 Total Net Surplus/(Deficit) $ 308,780 $ 318,866 $ 176,719 $ 164,381 $ 66,152 2024-2025 Operating Budget | City of Madera 223
(20606299) Golf Course Debt Service
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 8000 Interest Expense 20,962 11,910 2,581 2,581 - -100.00% 8001 Principal Payment - - 161,800 161,800 - -100.00%
Total Expense $ 20,962 $ 11,910 $ 164,381 $ 164,381 $ - Total Net Surplus/(Deficit) $ (20,962) $ (11,910) $ (164,381) $ (164,381) $ - 224 City of Madera | 2024-2025 Operating Budget
Special Revenue Funds
Revenues & Expenses by Organization
Development Impact Fees
State Gas Tax
Measure T
Business Improvement District
Park Development
Parking District
Federal Aid Urban Grant
Local Transportation
Landscaping Assessment
Supplemental Law
Intermodal
Residential Rehab Housing
Low-Moderate Income Housing
Community Facilities Districts (CFD)
Special Revenue Funds are established to track and report monies that must be expended for specified purposes. The following is a summary of the various Funds that collectively make up the Special Revenue Funds:
Special Gas Tax
This fund goes toward public works and transportation for street maintenance. Gas tax revenues for streets and roads are received from multiple sources monthly from the State Controller’s Office. Funds are transferred to the Streets Department through the annual budget process to support the streets operations and projects.
Regional Surface Transportation Program (RSTP)
Exchange
This fund provides flexible funding for projects to preserve and improve Federal-Aid highway, bridge, and tunnel
projects on public roads, pedestrian and bicycle
infrastructure, and intercity passenger projects. Funds are received as reimbursement for costs incurred.
State Transportation Improvement Program (STIP)
A multi-year capital improvement program of transportation projects on and off the State Highway System. Funds are programmed within the Madera County region to prioritize regional projects. There are currently no projects scheduled to receive STIP funds.
Proposition 1B LPP
State Program created by the Road Repair and Accountability Act of 2017 (Senate Bill (SB) 1) to provide funding to local and regional transportation agencies that have sought and
received voter approved taxes (i.e. Measure T) and enacted fees for Road Maintenance and Rehabilitation (RMRA)
projects. Projects require a 50 percent local match. Funds are received as reimbursement for costs incurred.
Road Maintenance & Rehabilitation Account
(RMRA)
Utilized to address road maintenance, rehabilitation, and critical safety projects, this fund was created by the Road Repair and Accountability Act of 2017, SB 1. These funds are received monthly from the state.
Measure T
Current ½ cent sales tax for local transportation projects and programs. It is a 20-year program that sunsets in 2027 that funds highway and road capital projects designed to improve traffic safety; relieve congestion; enhanced street
maintenance; environmental enhancement through
transportation projects; transit improvements; and leverage other state and federal funds. Funds are received quarterly from Madera County.
San Joaquin Valley Air Pollution Control District
(SJVAPCD) REMOVE II Grant
This grant provides funding for projects consistent with the goals of the SJVAPCD.
Transportation
Prop 1B Public Transportation Modernization,
Improvement and Service Enhancement Account
(PTMISEA)
This program is aimed at transit modernization and
improvement and service enhancement. This program is
currently being used to fund a portion of the transit facility.
Funds are received as reimbursement for costs incurred.
Low Carbon Transit Operations Program (LCTOP)
This program provides funding to be used by transit
operators to reduce greenhouse emissions. The City has
utilized these funds to improve transit stop amenities.
Local Transportation Fund (LTF)
This program is to fund Public Transportation including planning and program activities, pedestrian and bicycle facilities, community transit services, and bus and rail projects. Additionally, LTF may be used for construction and maintenance of local streets and roads. It is a component of the Transportation Development Act (TDA).
Sustainable Communities Grant
Grant program created to maintain and integrate multimodal transportation, also from the Road Repair and Accountability Act of 2017, SB 1.
226 City of Madera | 2024-2025 Operating Budget
Special Revenue Funds Budget Overview
Parks
Parks Grants Fund
The Parks Grants Fund is used to track grant funding for the creation and renovation of parks and community recreation facilities. Among the grants tracked in the Parks Grant Fund are:
- CalTrans Grant
Funding from this grant will be used to install art on
the Highway 99 soundproofing wall between
Yosemite Avenue and 4th Street.
- Statewide Park Development Program (SPP)
This grant is awarded through the State of California
Parks and Recreation Department. The goal of the
grant program is to create new parks and recreation
opportunities in underserved communities across
California. This grant is funding park construction in
the FY 24/25 Proposed Budget.
- Clean California Local Grant
This grant is provided by the State of California to
improve existing parks and/or fund the creation of
new park space. The monies can be spent on either
improving open park land or on structures that exist
on current park land. The grant is funding one
project in the FY 24/25 Proposed Budget
- MUSD Afterschool Program
The Madera Unified School District is partnering
with the City to provide afterschool programming to
Madera’s youth. The funds will be used to pay the
salary and benefits of several Part-Time Parks
employees, as well as supplies for the program. -
- Special Legislative Grant
This City received a $1.6 million allocation in the
most recently approved State budget for
improvements at a local park. This money isfunding
one project in the FY 24/25 Proposed Budget.
- MUSD Agreements Program
The Madera Unified School District is partnering
with the City to provide programming to Madera’s
youth. The funds will be used to pay the salary and
benefits of several Part-Time Parks employees, as
well as supplies for the program.
- MCDPH Agreements Program
The Madera County Department of Public Health is
partnering with the City to provide programming.
The funds will be used to pay the salary and benefits
of several Part-Time Parks employees, as well as
supplies for the program.
Dick’s Sporting Goods
Dick’s Sporting Goods has provided a $25,000 grant to fund one project in the current CIP.
Development Impact Fees (DIF)
There is a Local Fee imposed on new development to fund the city’s capital facilities. Revenues depend on
development activity. Funds are collected during the
permitting process and deposited into multiple assigned accounts, each having a specific purpose.
Special Districts
Parking District Operations
Established by the city, this fund supports the acquisition, construction, installation or maintenance of parking
facilities, street lighting, refuse receptacles, benches, parks, or fountains in the downtown area. The city serves as the fiscal agent and participants are billed quarterly. Currently, funds are used to pay for a part-time parking enforcement officer, refuse collection, gardening services, and a portion of the crow abatement program.
Business Improvement District
Established by the city, this program supports activities, and promotes events and tourism within the Business
Improvement District. The city serves as the fiscal agent and participants are billed quarterly. The city remits the funds to the Madera Downtown Association quarterly, less expenses it incurs.
Community Facilities Districts (CFD)
CFD 2005-1 Special Tax is for city services and CFD 2006-1 Special Tax is for debt service on infrastructure
improvements. CFD 2006-01 applies to a single subdivision. 2024-2025 Operating Budget | City of Madera 227
Landscape Maintenance Districts (LMD)
Funding for landscaping in 80 defined zones within the city.
Special assessments are prepared in accordance with the Streets and Highway Code.
Federal Aid
Community Development Block Grant (CDBG)
CDBG funds are distributed by the Federal Department of Housing and Urban Development. The goal of the funding is to support community development activities to build
stronger and more resilient communities. CDBG monies are distributed on an entitlement method based on poverty
levels within census tracks. The City, which receives
approximately $1 million/year of CDBG entitlement funds, spends its CDBG entitlement allocation on a variety of
initiatives, including supporting local non-profits and enhancing park facilities.
Active Transportation Program (ATP)
State program that consolidates existing Federal and State transportation programs, including Transportation
Alternatives Program (TAP), Bicycle Transportation Account (BTA), and State Safe Routes to School (SR2S) into a single program. Currently, there are no new projects funded
through this program. Previously, ATP funds were utilized for one CIP project (PK-00008). Funds are received as
reimbursement for costs incurred.
Bridge Preventive Maintenance Program (BPMP)
Intended to maintain existing inventory of bridges and is currently funding one CIP project (B-000004). Funds are received as reimbursement for costs incurred.
Congestion Mitigation & Air Quality Program
(CMAQ)
Intended to fund transportation projects that will contribute to attainment of national air quality standards. Currently funding many CIP projects. Funds are received as
reimbursement for costs incurred.
Highway Safety Improvement Program (HSIP)
Federal aid program available to states for achieving a significant reduction in fatalities and serious injuries on public roads. This program currently funds two CIP projects (R-000031 and R-000066). Funds are received as
reimbursement for costs incur.
American Rescue Plan Act (ARPA)
Federal grant program enacted into law in March 2021. The City received a one-time allocation of $23.1 million of ARPA funds. ARPA funds have a specific set of eligible items on which the funds can be spent. From that set, the City has chosen to spend its entire allocation on Water and Sewer infrastructure projects. ARPA funds must be fully
encumbered by 12/31/2024, and fully spent by 12/31/2026.
Housing
Home/CalHome Down Payment Assistance and
Program Income
Grant money to assist first-time home buyers with down
payment assistance. Funds recaptured from loan payments are deposited into Program Income to be used for further down payment assistance.
HOME Project Jurisdiction (HOME PJ)
Grant money to assist with the affordability of housing.
Potential uses include rehabbing or reconstructing homes, building affordable housing and rental units, funding a downpayment assistance program, and funding a renter’s
security deposit program.
Affordable Housing and Sustainable Communities
Program (AHSC)
Administered by the Strategic Growth Council and
implemented by the Department of Housing and Community
Development (HCD), the AHSC Program funds land-use,
housing, transportation, and land preservation projects to support infill and compact development that reduce
greenhouse gas ("GHG") emissions.
Funding for the AHSC Program is provided from the
Greenhouse Gas Reduction Fund (GGRF), an account
established to receive Cap-and-Trade auction proceeds.
SB 1186
Paid along with the business license tax at the time of the business license renewal or establishment, SB 1186 monies are to be used for ADA training and compliance. For the FY 228 City of Madera | 2024-2025 Operating Budget
2024/25 budget, the monies will be used for training of Building staff in ADA best practices.
Law Enforcement Grants
Supplemental Law Enforcement Services Fund (SLESF)
Funds allocated to provide front-line law enforcement
services. These monies are being used for supplies and
equipment purchases in the FY 24/25 Proposed Budget.
Police Grants Fund
The Police Grants Fund is used to track grant funding for the hiring and equipping of law enforcement personnel. Among the grants tracked in the Police Grant Fund are:
- Justice Assistance Grant (JAG)
Funds allocated for the purpose of enforcing State
and local laws improving the criminal justice
system, with an emphasis on preventing violent
crime. Grants may provide for personnel,
equipment, training, technical assistance, and
criminal justice information systems for the more
widespread apprehension, prosecution,
adjudication, detention, and rehabilitation of
persons who violate criminal laws.
- Tobacco Law Enforcement Grant
Department of Justice Grant funds to be used for
police activities relating to the reduction of illegal
sales and marketing of tobacco products to minors.
- Citizens’ Option for Public Safety (COPS)
Hiring
The COPS Hiring Grant is administered by the
Federal Department of Justice on a competitive
basis. The goal of the grant is to provide funding to
law enforcement agencies to hire and/or rehire
additional career law enforcement officers in an
effort to increase community policing capacity and
crime prevention. COPS is budgeted to cover the
salaries of new officers.
- Proposition 64 Health and Public Safety
Proposition 64 was an initiative that approved
recreational cannabis use in California. As part of
that initiative, a grant program was established
from taxes collected by the State of California to
fund law enforcement efforts for preventing the
misuse of cannabis beyond that which was
permitted by Proposition 64. The Proposition 64
grant will pay for the salary and benefits of a new
officer to the City’s Police Department.
- Health and Wellness
A grant provided by the State of California to fund
initiatives that improve the physical and mental
wellbeing of law enforcement officers.
- Opioid Settlement
The City is receiving payments from several opioid
manufacturers and distributors as part of a
settlement between these companies and the
Federal Government. The funds are to be used for
opioid abuse mitigation and prevention programs.
Police will use these funds to partially fund an
officer.
- Schools Policing
Funding for School Resource Officers paid by the
Madera Unified School District.
- Housing Authority
Funding for Police staff to provide security at
Madera Housing Authority properties
- Special Legislative Grant
A grant provided by the State of California’s
Legislature to fund the purchase of a mobile
command vehicle.
.
2024-2025 Operating Budget | City of Madera 229
Expense Summaries
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Development Impact Fees Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 40800000-Water Develop Impact Fee - - - 33,567 267 -99.20% 40810000-Water Pipe Dev Impact Fee - 36,281 - 194,200 219,000 12.77% 40820000-Water Well Impact Fee 15,138 10,272 11,571 145,805 674,393 362.53% 40830000-Waste Water Dev Impact Fee 250,000 250,000 251,500 541,122 728,551 34.64% 40840000-Westberry Ellis Dev Impact Fee 200,507 (3,629) (12,000) 26,383 5,808 -77.99% 40850000-Rd 28 Sewer Int Dev Impact Fee 4,000 3,813 3,468 3,468 342 -90.14% 40860000-Develop Impact Fee/Fire - - - 102,218 56,989 -44.25% 40870000-Develop Impact Fee/Police 125,020 128,642 128,771 150,017 128,771 -14.16% 40880000-Develop Impact Fee/Parks 5,943 626,838 - 692,861 356,700 -48.52% 40890000-Develop Imp Fee/Public Works - (274) - 112,735 100,253 -11.07% 40920000-General Government Impact Fee - (731) - 71,316 42,444 -40.48% 40930000-Transportation Impact Fee - 555,792 10,398 1,690,000 323,231 -80.87% 40940000-Administrative Services 15,000 13,825 15,000 23,438 15,000 -36.00% 40950000-Median Island Impact Fee - 60,151 99,481 99,944 59,859 -40.11% 40960000-Arterial/Collector Impact Fee - 695,977 519,236 1,080,000 230,875 -78.62% 40970000-Traffic Signal Impact Fee 17,926 56,350 (34,661) 554,803 172,938 -68.83% 40980000-Traffic Special Impact Fee - (158) - 2,000 2,314 15.70% 40990000-Sewer New Req - - 73,202 38,608 3,833 -90.07%
41000000-Sewer NW Quad 15,769 6,946 - 463 151 -67.39%
41010000-Sewer NE Quad - - - 172,159 43,000 -75.02%
41020000-Sewer SW Quad - (334) 460,090 58,147 11,288 -80.59% 41030000-Sewer SE Quad 14,662 144 242,073 74,770 261 -99.65% 41040000-Drainage Dev Imp Fee - 99,044 - 193,926 280,472 44.63% 41050000-Storm Drain NW Quad - (136) 536,569 536,569 103,300 -80.75% 41060000-Storm Drain NE Quad - - - 179,883 193,300 7.46% 41070000-Storm Drain SW Quad - - 145,377 145,380 25,137 -82.71% 41080000-Storm Drain SE Quad 380,569 269,938 - 310,017 80 -99.97% Total Development Impact Fees $ 1,044,533 $ 2,808,748 $ 2,450,077 $ 7,233,799 $ 3,778,557 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
State Gas Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41303310-Gas Tax - Street Maintenance 2,656,404 1,075,042 2,230,011 6,148,395 6,969,023 13.35% 41305422-REMOVE II - SJVAPCD 3,545 - - 13,300 - -100.00% 41305424-SB1-LPP (Local Partnership Program) 287,561 - - 334,000 334,000 0.00% 41315320-RSTP - Fed Exchange 292,374 (142,683) 69,130 1,035,600 4,084,984 294.46% 41500000-Measure A - - - 1,120,000 - -100.00%
Total State Gas $ 3,239,884 $ 932,359 $ 2,299,141 $ 8,651,295 $ 11,388,007 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Measure T Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41514470-Measure T - RTP - Rehab/Recons 487,495 44,958 33,173 7,023,172 2,383,708 -66.06% 41520000-Measure T - LTP Street Maint 537,040 536,421 860,000 1,860,000 2,271,068 22.10% 41530000-Measure T - LTP Suppl Sts. Maint 407,367 361,053 - 1,484,747 1,700,000 14.50% 41540000-Measure T - LTP ADA Compliance 26,417 1,847 - 136,050 152,150 11.83% 41550000-Measure T - Transit Enhancement - 2,576 - 460,000 400,000 -13.04% 41560000-Measure T - Transit Enh/ADA/Sr. - 630 - - - 0.00% 41570000-Measure T - Enviro Enhan/Bike/Pe 15,025 86,355 367,284 429,091 140,711 -67.21% 41580000-Measure T - LTP - Flexible - - - 61,328 - -100.00% Total Measure T $ 1,473,344 $ 1,033,840 $ 1,260,457 $ 11,454,388 $ 7,047,637 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Business Improvement District Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41600000-Madera Downtown BID 22,915 18,594 13,537 20,000 18,217 -8.92% Total Business Improvement District $ 22,915 $ 18,594 $ 13,537 $ 20,000 $ 18,217 230 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Park Development Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41096355-CalTrans Grant - - 99,567 100,000 433 -99.57%
41096356-Prop 68 Grant - 6,034 351,816 2,291,206 1,817,166 -20.69% 41096357-CCLP Grant - - 513,025 518,737 - -100.00%
41096358-MUSD After School Program - - 169,749 323,671 137,146 -57.63% 41096359-Special Legislative Grant - - 174,685 915,712 1,425,315 55.65% 41096360-MUSD Agreements - - - - 35,651 0.00%
41096361-MCDPH Agreements - - - - 27,000 0.00%
Total Park Development $ - $ 6,034 $ 1,308,842 $ 4,149,326 $ 3,442,711 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Parking District Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41400000-Parking Dist Operations 22,727 25,900 29,232 37,291 35,974 -3.53% Total Parking District $ 22,727 $ 25,900 $ 29,232 $ 37,291 $ 35,974 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Federal Aid Urban Grant Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41705070-FAU CMAQ 142,491 155,323 713,945 3,568,766 3,070,472 -13.96% 41705075-Carbon Reduction Program - - - - 83,000 0.00%
41705080-Highway Safety Improv Program - - - 113,760 113,760 0.00% 41705087-Safe Streets & Roads For All - - - - 338,520 0.00% 41705100-CRRSSA fund - - - 303,000 303,000 0.00%
41705730-Bridge Preventative Maint. Program 2,993 938 32,673 212,771 350,539 64.75% 41705735-Highway Bridge Program - - - - 74,365 0.00%
Total Federal Aid Urban Grant $ 145,484 $ 156,260 $ 746,619 $ 4,198,297 $ 4,333,656 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
ARPA Funds Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 48250000-ARPA FUNDS - 205,058 6,436,666 16,163,515 9,046,835 -44.03% Total ARPA Funds $ - $ 205,058 $ 6,436,666 $ 16,163,515 $ 9,046,835 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Local Transportation Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 42005330-Local Transportation- Streets 660,264 740,722 149,687 5,281,815 4,176,924 -20.92% 42005410-Local Transportation- Parks 8,023 365 148 - 130,000 0.00% 42005493-Local Transportation- Transit 14,368 121,609 17 - 115,926 0.00% Total Local Transportation $ 682,655 $ 862,696 $ 149,852 $ 5,281,815 $ 4,422,850 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Landscape Maintenance District Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE LMD 419,236 390,601 423,274 443,400 803,519 81.22%
Total Landscape Maintenance District $ 419,236 $ 390,601 $ 423,274 $ 443,400 $ 803,519 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
PD Grants Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 47700000- Supplemental Law Enforcement 67,731 70,527 62,424 106,000 174,750 64.86% 47810000- JAG Grant 21,580 - 58,368 58,398 - -100.00%
47810110- Health and Wellness - - 19,165 40,721 21,424 -47.39% 47810210- OJP BJA COVID-19 Grant 17,613 - - - - 0.00%
47810310- Prop 64 Health & Public Safety - - 83,359 107,748 126,762 17.65% 47810410-PD Special Investigation Unit - - 292,703 464,430 304,908 -34.35% 47811100- PD Opioid Settlement Funds - - - - 114,497 0.00% 47812030- PD Schools Policing - - - - 444,456 0.00%
47812040- PD Housing Authority - - - - 153,752 0.00%
47812050-COPS Hiring Grant - - 253,540 409,142 381,981 -6.64% 47813010- PD Central Command Center - - - 300,000 300,000 0.00% 47813011-PD Parking Lot Resurfacing - - 350,000 350,000 - -100.00% 47813012-PD Safe & Clean - - - 223,124 300,000 34.45%
47813013-PD Tire Amnesty Grant - - 880 37,270 92,326 147.72% 47813015-PD Abandoned Vehicle Abatement - - - - 102,305 0.00% 47900000-DUI Enforcement & Awareness Grant 61,385 59,643 120,570 125,000 83,470 -33.22% 2024-2025 Operating Budget | City of Madera 231
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
PD Grants Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 47910000-Tobacco Law Enforcement Grant 70,854 94,196 70,343 111,606 13,800 -87.64% 47920000-OTS/ABC Shoulder Tap Grant 136 - - - - 0.00%
47930000-OTS/STEP DUI Grant - 2,741 - - - 0.00%
48301100-Opioid Settlement Fund - - - - 70,000 0.00%
76102657-PD Community Outreach - - 700 4,500 3,300 -26.67% Total PD Grants $ 239,299 $ 227,107 $ 1,312,052 $ 2,337,939 $ 2,687,731 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Intermodal Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41100000-Madera Transit Center 21,950 27,268 7,339 - 13,000 0.00% 41108060-Intermodal Building 104,929 93,782 143,292 175,584 135,741 -22.69% Total Intermodal $ 126,879 $ 121,050 $ 150,631 $ 175,584 $ 148,741 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Community Development Block Grant Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 10211300-General/Grant Oversight 75,113 618,822 60,454 64,482 - -100.00% 10218000-CDBG Admin 215,447 268,753 142,501 170,189 206,680 21.44% 10218010-CDBG Public Services 427,516 334,789 146,657 188,037 675,281 259.12% 10218020-CDBG Public Improvements 593,080 615,803 1,099,878 1,615,193 1,822,639 12.84% 10218030-CDBG Revolving Loan Fund - - 190 - - 0.00%
Total Community Development Block Grant $ 1,311,156 $ 1,838,168 $ 1,449,681 $ 2,037,901 $ 2,704,600 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Economic Development Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 42500000-Economic Development Fund 2,278 2,523 2,000 161,500 159,000 -1.55% Total Economic Development $ 2,278 $ 2,523 $ 2,000 $ 161,500 $ 159,000 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Residential Rehab Housing Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 43800000-Home DAP 304,146 7,270 - - 15,000 0.00%
44004430-DAP Program Income 14,718 19,685 22,901 24,543 26,309 7.20% 44004432-CalHome Mobile Home Rehab 31,596 32,295 1 - - 0.00% 44004440-HOME PJ - - - - 500,000 0.00%
44004460-HOME Program 43,178 49,589 50,527 262,574 268,913 2.41% 44004620-CalHOME OOR - - 206 - - 0.00%
44004630-CalHOME Program Income 1,429 44 41 1,500 - -100.00% 44004640-Permanent Local Housing Allocation - - 27,895 422,319 422,319 0.00% 44900000-Residential Rehab - - - - 45,780 0.00%
Total Residential Rehab Housing $ 395,066 $ 108,883 $ 101,569 $ 710,936 $ 1,278,321 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Low/Moderate Income Housing Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 40200000-Low/Mod Housing Fund 559 801 694 5,000 - -100.00% 40210000- Affordable Housing 57,797 540,111 37,558 2,858,500 2,128,600 -25.53% Total Low/Mod Income Housing $ 58,356 $ 540,912 $ 38,252 $ 2,863,500 $ 2,128,600 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
CFD Special Revenue Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 48000000-CFD 2005-1 City Wide Services 304,602 305,359 308,395 306,303 308,403 0.69% 48010000-CFD 2006-1 KB Homes 168,186 173,259 184,198 184,191 189,690 2.99% 48030000-CFD 2012-1 Public Service 9,750 9,750 9,750 9,750 9,750 0.00% 48040000-CFD 2013-1 Madera Family Apts 7,850 6,690 6,690 6,690 6,690 0.00% 48500000-CFD 2006 Bond Debt 172,472 87,091 179,155 179,634 185,133 3.06% Total CFD Special Revenue $ 662,861 $ 582,149 $ 688,188 $ 686,568 $ 699,666 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
SB-1186 Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 48404200-SB-1186 Proceeds - - 2 - 8,000 0.00%
Total SB-1186 $ - $ - $ 2 $ - $ 8,000
232 City of Madera | 2024-2025 Operating Budget
Expenditures by Organizational Code
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 40800000 - Water Develop Impact Fee Fund
6570 Settlements - - - 31,286 - -100.00%
6800 Developer Reimbursement - - - - 267 0.00%
7050 Construction/Infrastructure - - - 2,281 - -100.00% $ - $ - $ - $ 33,567 $ 267
40810000 - Water Pipe Impact Fee Fund
6800 Developer Reimbursement - 36,172 - - - 0.00%
7030 Facilities And Improvements - - - - 219,000 0.00%
7050 Construction/Infrastructure - 109 - 194,200 - -100.00% $ - $ 36,281 $ - $ 194,200 $ 219,000
40820000 - Water Well Impact Fee Fund
7030 Facilities And Improvements 15,138 10,272 - - 674,393 0.00% 7050 Construction/Infrastructure - - 11,571 145,805 - -100.00% $ 15,138 $ 10,272 $ 11,571 $ 145,805 $ 674,393
40830000 - Waste Water Impact Fee Fund
6800 Developer Reimbursement - - - 91,122 420,218 361.20% 7030 Facilities And Improvements - - 1,500 200,000 58,333 -70.80% 8200 Transfer Out 250,000 250,000 250,000 250,000 250,000 0.00% $ 250,000 $ 250,000 $ 251,500 $ 541,122 $ 728,551
40840000 - Waste Water Impact Fee Fund
6440 Contracted Services - (3,629) (12,000) - - 0.00%
6800 Developer Reimbursement 200,507 - - 26,383 5,808 -78.00% $ 200,507 $ (3,629) $ (12,000) $ 26,383 $ 5,808
40850000 - Road 28 Sewer Impact Fee Fund
6440 Contracted Services - (187) - - - 0.00%
7030 Facilities And Improvements - - - - 342 0.00%
8200 Transfer Out 4,000 4,000 3,468 3,468 - -100.00%
$ 4,000 $ 3,813 $ 3,468 $ 3,468 $ 342
40860000 - Fire Impact Fee Fund
6440 Contracted Services - - - 102,218 - -100.00%
6800 Developer Reimbursement - - - - 56,989 0.00%
$ - $ - $ - $ 102,218 $ 56,989
40870000 - Police Impact Fee Fund
6440 Contracted Services - (129) - 21,246 - -100.00%
8200 Transfer Out 125,020 128,771 128,771 128,771 128,771 0.00% $ 125,020 $ 128,642 $ 128,771 $ 150,017 $ 128,771
40880000 - Parks Impact Fee Fund
6440 Contracted Services - (350) - - - 0.00%
6800 Developer Reimbursement - 522,558 - 692,861 356,700 -48.50% 7050 Construction/Infrastructure 5,943 104,631 - - - 0.00% $ 5,943 $ 626,838 $ - $ 692,861 $ 356,700
40890000 - Public Works Impact Fee Fund
6440 Contracted Services - (274) - 112,735 - -100.00%
6800 Developer Reimbursement - - - - 100,253 0.00%
$ - $ (274) $ - $ 112,735 $ 100,253
40920000 - General Government Impact Fee Fund
6440 Contracted Services - (731) - - - 0.00%
6800 Developer Reimbursement - - - 71,316 42,444 -40.50% $ - $ (731) $ - $ 71,316 $ 42,444
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 233
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 40930000 - Transportation Impact Fee Fund
6440 Contracted Services - (1,259) - - - 0.00%
6800 Developer Reimbursement - - - - 178,231 0.00%
7030 Facilities And Improvements - - - - 145,000 0.00%
7050 Construction/Infrastructure - 557,051 10,398 1,690,000 - -100.00% $ - $ 555,792 $ 10,398 $ 1,690,000 $ 323,231
40940000 - Admin Services Impact Fee Fund
6440 Contracted Services - (1,175) - 8,438 - -100.00%
8200 Transfer Out 15,000 15,000 15,000 15,000 15,000 0.00% $ 15,000 $ 13,825 $ 15,000 $ 23,438 $ 15,000
40950000 - Median Island Impact Fee Fund
6800 Developer Reimbursement - 60,151 99,481 99,944 59,859 -40.10% $ - $ 60,151 $ 99,481 $ 99,944 $ 59,859
40960000 - Arterial/Collector Impact Fee Fund
6440 Contracted Services - (220) - - - 0.00%
6800 Developer Reimbursement - 696,197 519,236 520,253 230,875 -55.60% 7050 Construction/Infrastructure - - - 559,747 - -100.00% $ - $ 695,977 $ 519,236 $ 1,080,000 $ 230,875
40970000 - Traffic Signal Impact Fee Fund
6570 Settlements - - - 495,942 - -100.00%
6800 Developer Reimbursement - 56,350 - - - 0.00%
7030 Facilities And Improvements - - - - 172,938 0.00%
7050 Construction/Infrastructure 17,926 - (34,661) 58,861 - -100.00% $ 17,926 $ 56,350 $ (34,661) $ 554,803 $ 172,938
40980000 - Traffic Special Impact Fee Fund
6440 Contracted Services - (158) - 2,000 - -100.00%
6800 Developer Reimbursement - - - - 2,314 0.00%
$ - $ (158) $ - $ 2,000 $ 2,314
40990000 - New Sewer Impact Fee Fund
6800 Developer Reimbursement - - 73,202 18,608 3,833 -79.40% 7030 Facilities And Improvements - - - 20,000 - -100.00% $ - $ - $ 73,202 $ 38,608 $ 3,833
41000000 - Sewer N/W Quad Impact Fee Fund
6440 Contracted Services - (54) - - - 0.00%
6800 Developer Reimbursement 15,769 7,000 - 463 151 -67.40% $ 15,769 $ 6,946 $ - $ 463 $ 151
41010000 - Sewer N/E Quad Impact Fee Fund
6570 Settlements - - - 127,591 - -100.00%
7030 Facilities And Improvements - - - - 43,000 0.00%
7050 Construction/Infrastructure - - - 44,568 - -100.00% $ - $ - $ - $ 172,159 $ 43,000
41020000 - Sewer S/W Quad Impact Fee Fund
6440 Contracted Services - (334) - - - 0.00%
6800 Developer Reimbursement - - 459,007 58,147 11,288 -80.60% 7050 Construction/Infrastructure - - 1,083 - - 0.00%
$ - $ (334) $ 460,090 $ 58,147 $ 11,288
41030000 - Sewer S/E Quad Impact Fee Fund
6440 Contracted Services - (158) - - - 0.00%
6800 Developer Reimbursement - - 240,256 74,770 261 -99.70% 7050 Construction/Infrastructure 14,662 302 1,817 - - 0.00% $ 14,662 $ 144 $ 242,073 $ 74,770 $ 261
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
234 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41040000 - Drainage Impact Fee Fund
6440 Contracted Services - (510) - - - 0.00%
6800 Developer Reimbursement - 99,554 - 173,926 137,072 -21.20% 7030 Facilities And Improvements - - - - 130,000 0.00%
8200 Transfer Out - - - - 13,400 0.00%
8260 Transfer-Out CIP - - - 20,000 - -100.00%
$ - $ 99,044 $ - $ 193,926 $ 280,472
41050000 - Storm Drain N/W Quad Impact Fee Fund
6440 Contracted Services - (136) - - - 0.00%
6800 Developer Reimbursement - - 536,569 536,569 - -100.00% 7030 Facilities And Improvements - - - - 90,000 0.00%
8200 Transfer Out - - - - 13,300 0.00%
$ - $ (136) $ 536,569 $ 536,569 $ 103,300
41060000 - Storm Drain N/E Quad Impact Fee Fund
6800 Developer Reimbursement - - - 1,883 - -100.00%
7030 Facilities And Improvements - - - - 180,000 0.00%
7050 Construction/Infrastructure - - - 168,210 - -100.00% 8200 Transfer Out - - - - 13,300 0.00%
8260 Transfer-Out CIP - - - 9,790 - -100.00%
$ - $ - $ - $ 179,883 $ 193,300
41070000 - Storm Drain S/W Quad Impact Fee Fund
6800 Developer Reimbursement - - 145,377 25,380 5,137 -79.80% 7030 Facilities And Improvements - - - - 20,000 0.00%
7050 Construction/Infrastructure - - - 100,000 - -100.00% 8260 Transfer-Out CIP - - - 20,000 - -100.00%
$ - $ - $ 145,377 $ 145,380 $ 25,137
41080000 - Storm Drain S/E Quad Impact Fee Fund
6440 Contracted Services - (62) - - - 0.00%
6800 Developer Reimbursement - 270,000 - 309,807 80 -100.00% 7050 Construction/Infrastructure 11,541 - - - - 0.00%
7100 Land 369,028 - - - - 0.00%
8260 Transfer-Out CIP - - - 210 - -100.00%
$ 380,569 $ 269,938 $ - $ 310,017 $ 80
41303310 - Gas Tax Streets Fund
6900 Interfund Charge - Fac. Maint. - - 419,504 419,504 419,504 0.00% 6903 Interfund Charges - Cost Distr 660,182 - - - - 0.00% 7050 Construction/Infrastructure 1,365,756 10,035 2,095 3,920,479 4,741,105 20.90% 8200 Transfer Out 630,467 1,060,684 1,808,412 1,808,412 1,808,414 0.00% 8260 Transfer-Out CIP - 4,323 - - - 0.00%
$ 2,656,404 $ 1,075,042 $ 2,230,011 $ 6,148,395 $ 6,969,023 41305422 - SJVAPCD Grant
7050 Construction/Infrastructure 3,545 - - 13,300 - -100.00% $ 3,545 $ - $ - $ 13,300 $ -
41305424 - SB1 Fund
7050 Construction/Infrastructure 287,561 - - 334,000 334,000 0.00% $ 287,561 $ - $ - $ 334,000 $ 334,000
41315320 - RSTP - Fed Exchange Fund
7050 Construction/Infrastructure 292,374 (142,683) 69,130 1,035,600 4,084,984 294.50% $ 292,374 $ (142,683) $ 69,130 $ 1,035,600 $ 4,084,984
41500000 - Measure A Fund
6570 Settlements - - - 1,120,000 - -100.00%
$ - $ - $ - $ 1,120,000 $ -
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 235
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41514470 - Measure T - RTP Fund
7050 Construction/Infrastructure 487,495 44,958 33,173 7,023,172 2,383,708 -66.10% $ 487,495 $ 44,958 $ 33,173 $ 7,023,172 $ 2,383,708
41520000 - Measure T - LTP Street Maint. Fund
7050 Construction/Infrastructure 619 - - 1,000,000 1,411,068 41.10% 8200 Transfer Out 536,421 536,421 860,000 860,000 860,000 0.00% $ 537,040 $ 536,421 $ 860,000 $ 1,860,000 $ 2,271,068
41530000 - Measure T - LTP Suppl. Street Maint. Fund
7050 Construction/Infrastructure 46,314 - - 1,484,747 1,700,000 14.50% 8200 Transfer Out 361,053 361,053 - - - 0.00%
$ 407,367 $ 361,053 $ - $ 1,484,747 $ 1,700,000
41540000 - Measure T - LTP ADA Fund
7050 Construction/Infrastructure 26,417 1,847 - 136,050 152,150 11.80% $ 26,417 $ 1,847 $ - $ 136,050 $ 152,150
41550000 - Measure T - Transit Enhancement Fund
6440 Contracted Services - 2,576 - - - 0.00%
7030 Facilities And Improvements - - - 400,000 - -100.00% 7050 Construction/Infrastructure - - - 60,000 400,000 566.70% $ - $ 2,576 $ - $ 460,000 $ 400,000
41560000 - Measure T - Transit Enhancement/ADA Fund
7030 Facilities And Improvements - 630 - - - 0.00%
$ - $ 630 $ - $ - $ -
41570000 - Measure T - Environmental Enhance Fund
7050 Construction/Infrastructure 15,025 86,355 367,284 429,091 140,711 -67.20% $ 15,025 $ 86,355 $ 367,284 $ 429,091 $ 140,711
41580000 - Measure T - Flex Category Fund
7050 Construction/Infrastructure - - - 61,328 - -100.00% $ - $ - $ - $ 61,328 $ -
41600000 - Madera Downtown BID Category Fund
6440 Contracted Services 24 13 13 100 100 0.00%
6470 Funding to Outside Agencies 21,601 17,291 12,235 18,610 16,827 -9.60% 6904 Interfund Charges - Admin. Ove 1,290 1,290 1,290 1,290 1,290 0.00% $ 22,915 $ 18,594 $ 13,537 $ 20,000 $ 18,217
41096355 - CalTrans Grant
6440 Contracted Services - - 48,250 48,250 - -100.00%
6518 Other Supplies - - 51,317 51,750 433 -99.20%
$ - $ - $ 99,567 $ 100,000 $ 433
41096356 - Prop 68 Grant
7030 Facilities And Improvements - 6,034 166,355 177,952 3,230 -98.20% 7030 Facilities And Improvements - - 9,397 - - 0.00%
7050 Construction/Infrastructure - - 176,065 2,113,254 1,813,936 -14.20% $ - $ 6,034 $ 351,816 $ 2,291,206 $ 1,817,166
41096357 - CCLP Grant
6440 Contracted Services - - 6,786 5,000 - -100.00%
7040 Parks/Facilities Equipment - - 506,222 513,737 - -100.00% 7050 Construction/Infrastructure - - 17 - - 0.00%
$ - $ - $ 513,025 $ 518,737 $ -
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
236 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41096358 - MUSD After School Program
5005 Salaries/Part-time - - 115,967 192,447 - -100.00%
5100 Salaries/Overtime - - 214 - - 0.00%
5300 Public Employee Retirement Sys - - 11 - - 0.00%
5304 Workers Compensation Insurance - - 9,587 16,418 - -100.00% 5305 Medicare Tax- Employer's Share - - 1,689 2,895 - -100.00% 5307 Deferred Comp/Part-Time - - 4,207 7,217 - -100.00% 5309 Unemployment Insurance - - 2,113 126 - -100.00%
6410 Advertising/Job Announcements - - 450 450 - -100.00% 6460 Pre-Employment Costs - - 4,517 5,265 - -100.00%
6518 Other Supplies - - 30,995 98,853 - -100.00%
6561 Miscellaneous Expenses - - - - 137,146 0.00%
$ - $ - $ 169,749 $ 323,671 $ 137,146
41096359 - Special Legislative Grant
7050 Construction/Infrastructure - - 174,685 915,712 1,425,315 55.70% $ - $ - $ 174,685 $ 915,712 $ 1,425,315
41096360 - MUSD Agreements
5005 Salaries / Part-time - - - - 13,760 0.00%
5304 Workers Compensation Insurance - - - - 1,224 0.00% 5305 Medicare Tax- Employer's Share - - - - 207 0.00%
5307 Deferred Comp/Part-Time - - - - 516 0.00%
5309 Unemployment Insurance - - - - 194 0.00%
6480 Program Expense - - - - 19,750 0.00%
$ - $ - $ - $ - $ 35,651
41096361 - MCDPH Agreements
5005 Salaries / Part-time - - - - 5,760 0.00%
5304 Workers Compensation Insurance - - - - 512 0.00%
5305 Medicare Tax- Employer's Share - - - - 87 0.00%
5307 Deferred Comp/Part-Time - - - - 216 0.00%
5309 Unemployment Insurance - - - - 121 0.00%
6480 Program Expense - - - - 20,304 0.00%
$ - $ - $ - $ - $ 27,000
41400000 - Parking District
5005 Salaries/Part-time 4,158 1,829 9,766 15,475 16,000 3.40% 5100 Salaries/Overtime - 6 - - - 0.00%
5304 Workers Compensation Insurance 317 165 833 1,320 1,423 7.80% 5305 Medicare Tax- Employer's Share 63 28 147 233 241 3.40% 5307 Deferred Comp/Part-Time 158 69 366 580 600 3.40%
5309 Unemployment Insurance 78 33 192 126 147 16.70%
6401 Gas and Electric Utilities 3,667 3,449 1,132 3,000 1,123 -62.60% 6440 Contracted Services 8,985 9,036 11,407 11,500 11,500 0.00% 6441 Contracted Services/ Citations 550 64 832 500 500 0.00% 6518 Other Supplies 1,582 - - - - 0.00%
6902 Interfund Charges- Central Sup 75 - - - 25 0.00%
6904 Interfund Charges - Admin. Ove 2,192 2,192 2,192 2,192 2,192 0.00% 6926 Interfund Chg Risk Charges - - 141 141 - -100.00%
8200 Transfer Out - 7,709 - - - 0.00%
8210 Transfers Out/Debt Service 592 1,004 2,224 2,224 2,223 0.00% 8220 Transfers Out - Insurance Rese 311 317 - - - 0.00% $ 22,727 $ 25,900 $ 29,232 $ 37,291 $ 35,974
41705070 - FAU CMAQ
7030 Facilities And Improvements 20,356 6,461 - - - 0.00% 7050 Construction/Infrastructure 122,135 148,862 713,945 3,568,766 3,070,472 -14.00% $ 142,491 $ 155,323 $ 713,945 $ 3,568,766 $ 3,070,472
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 237
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41705075 - FAU Carbon Reduction Program
7050 Construction/Infrastructure - - - - 83,000 0.00%
$ - $ - $ - $ - $ 83,000
41705080 - FAU Highway Safety Improv Program
7050 Construction/Infrastructure - - - 113,760 113,760 0.00% $ - $ - $ - $ 113,760 $ 113,760
41705087 - Safe Streets and Roads Program
7050 Construction/Infrastructure - - - - 338,520 0.00%
$ - $ - $ - $ - $ 338,520
41705100 - CRSSA Program
7050 Construction/Infrastructure - - - 303,000 303,000 0.00% $ - $ - $ - $ 303,000 $ 303,000
41705730 - Bridge Preventative Maint. Program
7050 Construction/Infrastructure 2,993 938 32,673 212,771 350,539 64.70% $ 2,993 $ 938 $ 32,673 $ 212,771 $ 350,539
41705735 - Highway Bridge Program
7050 Construction/Infrastructure - - - - 74,365 0.00%
$ - $ - $ - $ - $ 74,365
48250000 - ARPA
8200 Transfer Out - 205,058 - - - 0.00%
8260 Transfer-Out CIP - - 6,436,666 16,163,515 9,046,835 -44.00% $ - $ 205,058 $ 6,436,666 $ 16,163,515 $ 9,046,835
42005330 - LTP Streets Program
6800 Developer Reimbursement - - 8,555 8,556 - -100.00% 7025 Software Cost - - - 25,000 - -100.00%
7050 Construction/Infrastructure 148,264 228,722 (440,228) 4,278,449 3,578,124 -16.40% 8200 Transfer Out 512,000 512,000 581,360 581,360 598,800 3.00% 8260 Transfer-Out CIP - - - 388,450 - -100.00%
$ 660,264 $ 740,722 $ 149,687 $ 5,281,815 $ 4,176,924
42005410 - LTP Parks Program
7030 Facilities And Improvements - - 148 - 130,000 0.00% 7050 Construction/Infrastructure 8,023 365 - - - 0.00%
$ 8,023 $ 365 $ 148 $ - $ 130,000
42005493 - LTP Transit Program
6440 Contracted Services 14,368 110,873 - - 115,926 0.00% 7000 Vehicles and Equipment - 10,736 - - - 0.00%
7030 Facilities And Improvements - - 17 - - 0.00%
$ 14,368 $ 121,609 $ 17 $ - $ 115,926
LMD Funds
6401 Gas and Electric Utilities 14,240 3,070 3,181 23,307 36,173 55.20% 6424 Equipment Use Charge - - - - 22,535 0.00%
6426 Equipment Fuel/Supplies/Mtnc - - - - 6,348 0.00%
6426 Equipment Fuel/Supplies/Mtnc - - - - 386 0.00%
6440 Contracted Services - 0 - - 248,719 0.00%
6516 Permits and Fees - - - - 5,235 0.00%
6516 Permits and Fees - - - - 484 0.00%
6901 Interfund Charges - Parks Main 276,640 271,297 287,433 287,433 428,998 49.25% 6904 Interfund Charges - Admin. Ove 51,072 50,089 53,062 53,062 19,684 -62.90% 6910 Interfund Charges - Legal Fees 4,256 4,207 4,422 4,422 4,201 -5.00% 6911 Interfund Charges - Park Admin 61,712 60,516 64,120 64,120 27,838 -56.58% 6919 Interfund Charges - Finance 10,640 - 11,056 11,056 2,918 -73.61% Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
238 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE LMD Funds
8210 Transfers Out/Debt Service 677 1,421 - - - 0.00%
$ 419,236 $ 390,601 $ 423,274 $ 443,400 $ 803,519
47700000 - Supplemental Law Enforcement Fund
6530 Conference/Training/Ed 318 3,004 - 3,000 - -100.00% 6532 Maintenance/Other Supplies 67,413 67,523 62,424 103,000 35,550 -65.50% 7000 Vehicles and Equipment - - - - 139,200 0.00%
$ 67,731 $ 70,527 $ 62,424 $ 106,000 $ 174,750
47810000 - JAG Grant
7000 Vehicles and Equipment 21,580 - 58,368 58,398 - -100.00% Total Expense $ 21,580 $ - $ 58,368 $ 58,398 $ -
47810110 - Health and Wellness Category
6532 Maintenance/Other Supplies - - 19,165 40,721 21,424 -47.40% $ - $ - $ 19,165 $ 40,721 $ 21,424
47810210 - OJP Covid-19 Grant
5000 Salaries/Full-time 8,550 - - - - 0.00%
5100 Salaries/Overtime 1,977 - - - - 0.00%
5105 Salaries/Leave Payout 268 - - - - 0.00%
5110 Salaries/Uniform Pay 179 - - - - 0.00%
5300 Public Employee Retirement Sys 1,320 - - - - 0.00% 5302 Long Term Disability Insurance 37 - - - - 0.00%
5303 Life Insurance Premiums 13 - - - - 0.00%
5304 Workers Compensation Insurance 996 - - - - 0.00%
5305 Medicare Tax- Employer's Share 172 - - - - 0.00%
5309 Unemployment Insurance 0 - - - - 0.00%
5310 Section 125 Benefit Allow. 4,101 - - - - 0.00%
$ 17,613 $ - $ - $ - $ -
47810310 - Prop 64 Health & Public Safety
5000 Salaries/Full-time - - 46,091 50,127 66,689 33.00% 5100 Salaries/Overtime - - (3) - - 0.00%
5110 Salaries/Uniform Pay - - 743 677 1,017 50.20%
5300 Public Employee Retirement Sys - - 6,038 5,903 10,409 76.30% 5302 Long Term Disability Insurance - - 572 197 830 321.30% 5303 Life Insurance Premiums - - 47 43 71 65.10%
5304 Workers Compensation Insurance - - 4,001 4,574 5,658 23.70% 5305 Medicare Tax- Employer's Share - - 709 769 992 29.00% 5308 Deferred Compensation/Full-tim - - - 2,252 - -100.00% 5309 Unemployment Insurance - - 146 126 147 16.70%
5310 Section 125 Benefit Allow. - - 23,538 11,743 32,449 176.30% 6518 Other Supplies - - 1,479 28,837 6,000 -79.20%
6530 Conference/Training/Ed - - - 2,500 2,500 0.00%
$ - $ - $ 83,359 $ 107,748 $ 126,762
47810410 - PD Special Investigation Unit
5000 Salaries/Full-time - - 185,093 244,960 202,234 -17.40% 5100 Salaries / Overtime - - 1,929 - 6,700 0.00%
5105 Salaries / Leave Payout - - 6,635 - - 0.00%
5110 Salaries/Uniform Pay - - 2,956 3,051 2,034 -33.30% 5300 Public Employee Retirement Sys - - 35,957 56,243 29,059 -48.30% 5302 Long Term Disability Insurance - - 488 427 492 15.20% 5303 Life Insurance Premiums - - 107 132 121 -8.30%
5304 Workers Compensation Insurance - - 16,630 25,099 16,221 -35.40% 5305 Medicare Tax- Employer's Share - - 2,078 3,479 3,029 -12.90% 5306 Unfunded Accrued Liability - - - 46,604 - -100.00% Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 239
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 47810410 - PD Special Investigation Unit
5309 Unemployment Insurance - - 201 260 294 13.10%
5310 Section 125 Benefit Allow. - - 40,630 84,175 44,724 -46.90% $ - $ - $ 292,703 $ 464,430 $ 304,908
47811100 - PD Opioid Settlement Funds
5000 Salaries / Full-Time - - - - 82,764 0.00%
5300 Public Employees Retirement Sy - - - - 12,621 0.00% 5302 Long Term Disability Insurance - - - - 262 0.00%
5303 Life Insurance Premiums - - - - 52 0.00%
5304 Workers Compensation Insurance - - - - 7,229 0.00% 5305 Medicare Tax- Employer's Share - - - - 981 0.00%
5309 Unemployment Insurance - - - - 132 0.00%
5310 Section 125 Benefit Allow. - - - - 10,456 0.00%
$ - $ - $ - $ - $ 114,497
47812030 - PD Schools Policing
5000 Salaries/Full-time - - - - 220,559 0.00%
5100 Salaries/Overtime - - - - 45,000 0.00%
5300 Public Employee Retirement Sys - - - - 49,026 0.00% 5302 Long Term Disability Insurance - - - - 657 0.00%
5303 Life Insurance Premiums - - - - 159 0.00%
5304 Workers Compensation Insurance - - - - 19,220 0.00% 5305 Medicare Tax- Employer's Share - - - - 3,303 0.00% 5306 Unfunded Accrued Liability - - - - 85,350 0.00%
5309 Unemployment Insurance - - - - 429 0.00%
5310 Section 125 Benefit Allow. - - - - 20,753 0.00%
$ - $ - $ - $ - $ 444,456
47812040 - PD Housing Authority
5000 Salaries/Full-time - - - - 82,764 0.00%
5300 Public Employee Retirement Sys - - - - 27,562 0.00% 5302 Long Term Disability Insurance - - - - 262 0.00%
5303 Life Insurance Premiums - - - - 41 0.00%
5304 Workers Compensation Insurance - - - - 7,229 0.00% 5305 Medicare Tax- Employer's Share - - - - 1,114 0.00% 5306 Unfunded Accrued Liability - - - - 30,631 0.00%
5309 Unemployment Insurance - - - - 133 0.00%
5310 Section 125 Benefit Allow. - - - - 4,016 0.00%
$ - $ - $ - $ - $ 153,752
47812050 - COPS Hiring Grant
5000 Salaries/Full-time - - 164,260 159,052 254,161 59.80% 5100 Salaries/Overtime - - 415 - - 0.00%
5105 Salaries/Leave Payout - - 34 - - 0.00%
5110 Salaries/Uniform Pay - - 2,280 2,708 4,068 50.20%
5300 Public Employee Retirement Sys - - 18,716 19,044 36,116 89.60% 5302 Long Term Disability Insurance - - 449 788 687 -12.80% 5303 Life Insurance Premiums - - 181 172 263 52.90%
5304 Workers Compensation Insurance - - 15,890 14,756 21,779 47.60% 5305 Medicare Tax- Employer's Share - - 2,588 2,452 3,863 57.50% 5308 Deferred Compensation/Full-tim - - 4,598 7,264 - -100.00% 5309 Unemployment Insurance - - 614 504 588 16.70%
5310 Section 125 Benefit Allow. - - 37,799 46,972 51,756 10.20% 6518 Other Supplies - - 5,715 10,764 8,700 -19.20%
7000 Vehicles and Equipment - - - 144,666 - -100.00%
$ - $ - $ 253,540 $ 409,142 $ 381,981
47813010 - PD Central Command Center
7000 Vehicles and Equipment - - - 300,000 300,000 0.00% $ - $ - $ - $ 300,000 $ 300,000
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
240 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 47813011 - PD Parking Lot Resurfacing
7030 Facilities And Improvements - - 350,000 350,000 - -100.00% $ - $ - $ 350,000 $ 350,000 $ -
47813012 - PD Safe & Clean
5000 Salaries/Full-time - - - 94,292 - -100.00%
5110 Salaries/Uniform Pay - - - 750 - -100.00%
5300 Public Employee Retirement Sys - - - 11,245 - -100.00% 5302 Long Term Disability Insurance - - - 591 - -100.00% 5303 Life Insurance Premiums - - - 129 - -100.00%
5304 Workers Compensation Insurance - - - 8,714 - -100.00% 5305 Medicare Tax- Employer's Share - - - 1,312 - -100.00% 5308 Deferred Compensation/Full-tim - - - 4,289 - -100.00% 5309 Unemployment Insurance - - - 378 - -100.00%
5310 Section 125 Benefit Allow. - - - 26,424 - -100.00% 6532 Maintenance/Other Supplies - - - 75,000 - -100.00% 8200 Transfer Out - - - - 300,000 0.00%
$ - $ - $ - $ 223,124 $ 300,000
47813013 - PD Tire Amnesty Grant
5000 Salaries / Full-Time - - - 7,281 22,842 213.70%
5100 Salaries / Overtime - - - 3,821 1,080 -71.70%
5300 Public Employees Retirement Sy - - - - 3,493 0.00% 5302 Long Term Disability Insurance - - - - 63 0.00%
5303 Life Insurance Premiums - - - 28 23 -17.90%
5304 Workers Compensation Insurance - - - 1,162 1,959 68.60% 5305 Medicare Tax- Employer's Share - - - 172 358 108.10% 5308 Deferred Compensation/Full-tim - - - - 1,023 0.00% 5309 Unemployment Insurance - - - 20 48 140.00%
5310 Section 125 Benefit Allow. - - - - 6,922 0.00%
6412 Advertising/Other - - - 1,208 3,020 150.00%
6418 Postage / Other Mailing Charge - - - 1,200 3,000 150.00% 6440 Contracted Services - - 880 15,680 34,625 120.80%
6470 Funding to Outside Agencies - - - 4,583 11,455 149.90% 6518 Other Supplies - - - 2,115 2,415 14.20%
$ - $ - $ 880 $ 37,270 $ 92,326
47813015 - PD Abandoned Vehicle Abatement
5000 Salaries / Full-Time - - - - 18,937 0.00%
5005 Salaries / Part-time - - - - 23,000 0.00%
5100 Salaries / Overtime - - - - 1,875 0.00%
5300 Public Employees Retirement Sy - - - - 3,138 0.00% 5302 Long Term Disability Insurance - - - - 52 0.00%
5303 Life Insurance Premiums - - - - 19 0.00%
5304 Workers Compensation Insurance - - - - 3,657 0.00% 5305 Medicare Tax- Employer's Share - - - - 651 0.00%
5307 Deferred Comp/Part-Time - - - - 862 0.00%
5308 Deferred Compensation/Full-tim - - - - 857 0.00%
5309 Unemployment Insurance - - - - 183 0.00%
5310 Section 125 Benefit Allow. - - - - 7,428 0.00%
6440 Contracted Services - - - - 41,646 0.00%
$ - $ - $ - $ - $ 102,305
47900000 - DUI Enforcement & Awareness Grant
5100 Salaries / Overtime - - - - 31,313 0.00%
5100 Salaries/Overtime 51,524 50,994 88,310 85,187 48,000 -6.90% 5303 Life Insurance Premiums 29 27 42 - 20 0.00%
5304 Workers Compensation Insurance 4,030 4,589 7,631 12,100 - -100.00% 5305 Medicare Tax- Employer's Share 648 620 1,073 1,713 2,092 22.12% 5309 Unemployment Insurance 83 38 165 - 45 0.00%
6518 Other Supplies 4,769 49 1,151 2,160 1,000 -53.70%
6530 Conference/Training/Ed 222 - 2,197 3,840 1,000 -73.96% Total Expense
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 241
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 47900000 - DUI Enforcement & Awareness Grant
7000 Vehicles and Equipment 81 3,326 20,000 20,000 - -100.00% $ 61,385 $ 59,643 $ 120,570 $ 125,000 $ 83,470
47910000 - Tobacco Law Enforcement Grant
5000 Salaries/Full-time 37,727 47,966 45,569 51,690 - -100.00% 5100 Salaries/Overtime 1,837 2,998 1,249 13,314 11,739 -11.80% 5110 Salaries/Uniform Pay 250 250 500 250 - -100.00%
5300 Public Employee Retirement Sys 3,648 4,575 4,854 6,239 - -100.00% 5302 Long Term Disability Insurance 128 153 123 150 - -100.00% 5303 Life Insurance Premiums 52 63 63 61 4 -93.40%
5304 Workers Compensation Insurance 4,615 6,916 4,550 7,975 - -100.00% 5305 Medicare Tax- Employer's Share 563 720 761 933 145 -84.50% 5308 Deferred Compensation/Full-tim 1,521 1,916 1,840 2,393 - -100.00% 5309 Unemployment Insurance 322 126 242 126 12 -90.50%
5310 Section 125 Benefit Allow. 19,591 27,379 10,590 28,475 - -100.00% 6518 Other Supplies 600 1,132 - - 1,900 0.00%
$ 70,854 $ 94,196 $ 70,343 $ 111,606 $ 13,800
47920000 - OTS/ABC Shoulder Tap Grant
5100 Salaries/Overtime 125 - - - - 0.00%
5303 Life Insurance Premiums 0 - - - - 0.00%
5304 Workers Compensation Insurance 10 - - - - 0.00%
5305 Medicare Tax- Employer's Share 1 - - - - 0.00%
$ 136 $ - $ - $ - $ -
47930000 - OTS/STEP DUI Grant
5100 Salaries/Overtime - 2,481 - - - 0.00%
5303 Life Insurance Premiums - 2 - - - 0.00%
5304 Workers Compensation Insurance - 223 - - - 0.00%
5305 Medicare Tax- Employer's Share - 34 - - - 0.00%
5309 Unemployment Insurance - 2 - - - 0.00%
$ - $ 2,741 $ - $ - $ -
48301100 - Opioid Settlement Fund
8200 Transfer Out - - - - 70,000 0.00%
$ - $ - $ - $ - $ 70,000
76102657 - PD Community Outreach
6561 Miscellaneous Expenses - - 700 4,500 3,300 -26.70% $ - $ - $ 700 $ 4,500 $ 3,300
41100000 - Madera Transit Center
5100 Salaries/Overtime - 2,481 - - - 0.00%
5303 Life Insurance Premiums - 2 - - - 0.00%
5304 Workers Compensation Insurance - 223 - - - 0.00%
5305 Medicare Tax- Employer's Share - 34 - - - 0.00%
5309 Unemployment Insurance - 2 - - - 0.00%
6440 Contracted Services 21,699 27,268 7,339 - 13,000 0.00% 6532 Maintenance/Other Supplies 250 - - - - 0.00%
$ 21,950 $ 27,527 $ 7,339 $ - $ 13,000
41108060 - Intermodal Building
5005 Salaries/Part-time 19,857 7,497 2,713 15,475 - -100.00% 5100 Salaries/Overtime 142 2,481 - - - 0.00%
5300 Public Employee Retirement Sys 2,036 744 299 1,704 - -100.00% 5303 Life Insurance Premiums - 2 - - - 0.00%
5304 Workers Compensation Insurance 1,568 898 237 1,320 - -100.00% 5305 Medicare Tax- Employer's Share 290 143 39 224 - -100.00% 5306 Unfunded Accrued Liability 3,274 1,204 1,217 1,217 1,365 12.20% 5309 Unemployment Insurance 207 62 45 126 - -100.00%
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
242 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 41108060 - Intermodal Building
6401 Gas and Electric Utilities 14,719 19,543 16,289 16,000 15,620 -2.40% 6440 Contracted Services 18,495 14,345 22,428 37,500 24,500 -34.70% 6532 Maintenance/Other Supplies 532 2,328 5 2,000 - -100.00% 6560 Liability / Property Insurance 3,116 3,594 15,459 15,457 8,855 -42.70% 6900 Interfund Charge - Fac. Maint. 30,748 30,748 64,453 64,453 64,453 0.00% 6904 Interfund Charges - Admin. Ove 7,610 8,610 7,610 7,610 7,610 0.00% 6926 Interfund Chg Risk Charges - - 113 113 957 746.90% 8210 Transfers Out/Debt Service 2,087 4,072 12,385 12,385 12,381 0.00% 8220 Transfers Out - Insurance Rese 249 254 - - - 0.00% $ 104,929 $ 96,523 $ 143,292 $ 175,584 $ 135,741
10211300 - General Grant Oversight
5000 Salaries/Full-time 19,369 15,116 10,671 12,057 - -100.00% 5100 Salaries/Overtime 8 13 - - - 0.00%
5105 Salaries/Leave Payout 2,491 - - - - 0.00%
5200 Salaries/Auto & Expense Allow 75 - - - - 0.00%
5300 Public Employee Retirement Sys 2,042 1,483 1,150 1,427 - -100.00% 5302 Long Term Disability Insurance 16 6 31 10 - -100.00% 5303 Life Insurance Premiums 16 10 7 10 - -100.00%
5304 Workers Compensation Insurance 1,577 1,348 917 1,119 - -100.00% 5305 Medicare Tax- Employer's Share 283 207 154 176 - -100.00% 5306 Unfunded Accrued Liability 3,507 2,548 1,519 1,519 - -100.00% 5308 Deferred Compensation/Full-tim 724 598 406 515 - -100.00% 5309 Unemployment Insurance 87 50 22 20 - -100.00%
5310 Section 125 Benefit Allow. 2,066 3,368 3,339 3,550 - -100.00% 6402 Telephone/Fax Charges 3,816 3,359 3,381 3,768 - -100.00% 6410 Advertising/Job Announcements 1,000 - - - - 0.00%
6416 Office Supplies/Expendable 232 513 248 1,000 - -100.00% 6440 Contracted Services 5,303 6,210 291 1,000 - -100.00% 6470 Funding to Outside Agencies - 526,918 - - - 0.00%
6900 Interfund Charge - Fac. Maint. 4,679 4,679 4,251 4,251 - -100.00% 6902 Interfund Charges- Central Sup 76 152 159 152 - -100.00% 6903 Interfund Charges - Cost Distr - 21,783 - - - 0.00% 6918 Interfund Charges- Comp Maint 21,221 22,643 22,169 22,169 - -100.00% 6920 Interfund Charges - Computer R 4,875 6,052 10,333 10,333 - -100.00% 6924 Interfund Charges- Motor Renta 1,651 1,767 1,406 1,406 - -100.00% $ 75,113 $ 618,822 $ 60,454 $ 64,482 $ -
10218000 - CDBG Admin
5000 Salaries/Full-time 68,348 73,526 89,388 92,883 99,602 7.20% 5005 Salaries/Part-time - 1,089 - - - 0.00%
5100 Salaries/Overtime 16 26 - - - 0.00%
5105 Salaries/Leave Payout 5,055 - 779 - - 0.00%
5200 Salaries/Auto & Expense Allow 20 - - - - 0.00%
5300 Public Employee Retirement Sys 7,772 7,161 9,619 10,682 11,169 4.60% 5302 Long Term Disability Insurance 149 184 223 164 222 35.40% 5303 Life Insurance Premiums 80 58 62 62 70 12.90%
5304 Workers Compensation Insurance 5,949 6,549 7,757 8,437 8,223 -2.50% 5305 Medicare Tax- Employer's Share 1,122 1,074 1,280 1,323 1,436 8.50% 5308 Deferred Compensation/Full-tim 2,668 2,870 3,479 3,973 4,251 7.00% 5309 Unemployment Insurance 342 348 198 170 191 12.40%
5310 Section 125 Benefit Allow. 12,145 15,468 20,001 20,395 21,002 3.00% 6411 Advertising/Bids and Notices 1,221 1,841 1,986 2,000 2,000 0.00% 6415 Publications/Subscriptions 1,630 - - - - 0.00%
6416 Office Supplies/Expendable 114 322 230 600 600 0.00% 6417 Software Costs - 3,750 7,500 7,500 8,000 6.70%
6440 Contracted Services 13,225 3,750 - - 27,914 0.00%
6470 Funding to Outside Agencies - - - 20,000 20,000 0.00% 6530 Conference/Training/Ed 10 738 - 2,000 2,000 0.00%
6922 Interfund Charges - Grants 95,581 150,000 - - - 0.00% $ 215,447 $ 268,753 $ 142,501 $ 170,189 $ 206,680
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 243
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 10218010 - CDBG Public Services
6419 Food - - 36,393 51,402 30,000 84.82%
6419 Food/Meals - - - - 65,000 0.00%
6470 Funding to Outside Agencies 388,278 313,387 95,034 117,259 580,281 394.87% 6518 Other Supplies - - 15,229 19,376 - -100.00%
8200 Transfer Out 39,238 21,402 - - - 0.00%
$ 427,516 $ 334,789 $ 146,657 $ 188,037 $ 675,281
10218020 - CDBG Public Improvements
5000 Salaries / Full-Time - - 76,649 - 65,000 0.00%
5005 Salaries / Part-time - - 6,342 - - 0.00%
5300 Public Employees Retirement Sy - - 1,789 - - 0.00% 5302 Long Term Disability Insurance - - 45 - - 0.00%
5303 Life Insurance Premiums - - 21 - - 0.00%
5304 Workers Compensation Insurance - - 1,155 - - 0.00% 5305 Medicare Tax- Employer's Share - - 183 - - 0.00%
5308 Deferred Compensation/Full-tim - - 569 - - 0.00%
5309 Unemployment Insurance - - 35 - - 0.00%
5310 Section 125 Benefit Allow. - - 31,828 - - 0.00%
6428 Repairs - - 12,500 48,386 4,839 -90.00%
6440 Contracted Services 27,436 - - - - 0.00%
6470 Funding to Outside Agencies 108,096 - - - - 0.00%
7030 Facilities And Improvements 7,529 62 271,203 315,000 519,652 64.97% 7040 Parks/Facilities Equipment - - 607,073 609,307 41,976 -93.10% 7050 Construction/Infrastructure 450,019 6,434 90,486 642,500 1,191,172 85.40% 8260 Transfer-Out CIP - 609,307 - - - 0.00%
$ 593,080 $ 615,803 $ 1,099,878 $ 1,615,193 $ 1,822,639 10218030 - CDBG Revolving Loan Fund
6561 Miscellaneous Expenses - - 190 - - 0.00%
$ - $ - $ 190 $ - $ -
42500000 - Economic Development Fund
6515 Taxes and Assessments 2,278 2,523 2,000 5,000 2,500 -50.00% 7050 Construction/Infrastructure - - - 156,500 156,500 0.00% $ 2,278 $ 2,523 $ 2,000 $ 161,500 $ 159,000
43800000 - Home DAP
6440 Contracted Services - 7,270 - - 15,000 0.00%
6503 Down Payment Assistance 304,146 - - - - 0.00%
$ 304,146 $ 7,270 $ - $ - $ 15,000
44004430 - DAP Program Income
5000 Salaries/Full-time 8,188 12,246 14,558 15,657 17,035 8.80% 5105 Salaries/Leave Payout 1,591 - - - - 0.00%
5200 Salaries/Auto & Expense Allow 12 - - - - 0.00%
5300 Public Employee Retirement Sys 795 1,182 1,578 1,849 1,965 6.30% 5302 Long Term Disability Insurance 16 - 44 - 44 0.00%
5303 Life Insurance Premiums 9 8 10 9 11 22.20%
5304 Workers Compensation Insurance 767 1,082 1,252 1,452 1,386 -4.50% 5305 Medicare Tax- Employer's Share 159 185 210 228 249 9.20% 5308 Deferred Compensation/Full-tim 213 464 555 666 730 9.60% 5309 Unemployment Insurance 18 19 22 18 22 22.20%
5310 Section 125 Benefit Allow. 2,951 4,499 4,672 4,664 4,867 4.40% $ 14,718 $ 19,685 $ 22,901 $ 24,543 $ 26,309
44004432 - CalHome Mobile Home Rehab
6416 Office Supplies/Expendable - 194 1 - - 0.00%
6903 Interfund Charges - Cost Distr 31,596 32,101 - - - 0.00% $ 31,596 $ 32,295 $ 1 $ - $ -
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
244 City of Madera | 2024-2025 Operating Budget
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 44004440 - HOME PJ
6440 Contracted Services - - - - 500,000 0.00%
$ - $ - $ - $ - $ 500,000
44004460 - HOME Program
5000 Salaries/Full-time 4,120 6,368 4,831 8,092 12,608 55.80% 5100 Salaries/Overtime 40 64 - - - 0.00%
5300 Public Employee Retirement Sys 605 626 491 963 1,415 46.90% 5302 Long Term Disability Insurance 14 21 9 50 24 -52.00% 5303 Life Insurance Premiums 6 7 5 10 12 20.00%
5304 Workers Compensation Insurance 464 579 412 746 1,018 36.50% 5305 Medicare Tax- Employer's Share 91 92 73 112 192 71.40% 5308 Deferred Compensation/Full-tim 161 250 176 367 538 46.60% 5309 Unemployment Insurance 37 53 37 32 37 15.60%
5310 Section 125 Benefit Allow. 496 1,840 1,125 2,202 3,069 39.40% 6440 Contracted Services 2,000 4,545 3,641 - 16,290 0.00% 6503 Down Payment Assistance - - 39,727 250,000 233,710 -6.50% 6903 Interfund Charges - Cost Distr 35,144 35,144 - - - 0.00% $ 43,178 $ 49,589 $ 50,527 $ 262,574 $ 268,913
44004620 - CalHOME OOR
6416 Office Supplies/Expendable - - 206 - - 0.00%
$ - $ - $ 206 $ - $ -
44004630 - CalHOME Program Income
6440 Contracted Services 1,429 44 41 1,500 - -100.00%
$ 1,429 $ 44 $ 41 $ 1,500 $ -
44004640 - Permanent Local Housing Allocation
6481 Grant Expense - - 27,895 422,319 422,319 0.00%
$ - $ - $ 27,895 $ 422,319 $ 422,319
44900000 - Residential Rehab
6440 Contracted Services - - - - 45,780 0.00%
$ - $ - $ - $ - $ 45,780
40200000 - Low/Mod Housing Fund
6515 Taxes and Assessments - - - 4,306 - -100.00%
6562 Retiree Insurance Premiums 559 801 694 694 - -100.00% $ 559 $ 801 $ 694 $ 5,000 $ -
40210000 - Affordable Housing
6440 Contracted Services - (11,890) - - - 0.00%
7030 Facilities And Improvements - - - 150,000 - -100.00% 7050 Construction/Infrastructure 57,797 552,001 37,558 2,708,500 2,128,600 -21.40% $ 57,797 $ 540,111 $ 37,558 $ 2,858,500 $ 2,128,600
48000000 - CFD 2005-1 City Wide Services
6440 Contracted Services 4,300 5,056 8,092 6,000 8,100 35.00% 6904 Interfund Charges - Admin. Ove 303 303 303 303 303 0.00% 8200 Transfer Out 300,000 300,000 300,000 300,000 300,000 0.00% $ 304,602 $ 305,359 $ 308,395 $ 306,303 $ 308,403
48010000 - CFD 2006-1 KB Homes
6440 Contracted Services 3,103 3,246 4,207 4,200 4,200 0.00% 6904 Interfund Charges - Admin. Ove 357 357 357 357 357 0.00% 8200 Transfer Out - 169,656 - - - 0.00%
8210 Transfers Out/Debt Service 164,725 - 179,634 179,634 185,133 3.10% $ 168,186 $ 173,259 $ 184,198 $ 184,191 $ 189,690
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
Total Expense
2024-2025 Operating Budget | City of Madera 245
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 48030000 - CFD 2012-1 Public Service
8200 Transfer Out 9,750 9,750 9,750 9,750 9,750 0.00%
$ 9,750 $ 9,750 $ 9,750 $ 9,750 $ 9,750
48040000 - CFD 2013-1 Madera Family Apts
8200 Transfer Out 7,850 6,690 6,690 6,690 6,690 0.00%
$ 7,850 $ 6,690 $ 6,690 $ 6,690 $ 6,690
48500000 - CFD 2006 Bond Debt
6448 Bond/Loan Admin Fees 4,313 6,175 3,522 4,000 4,000 0.00% 8000 Interest Expense 84,114 80,916 77,334 77,335 73,389 -5.10% 8001 Principal Payment 84,046 - 98,299 98,299 107,744 9.60% $ 172,472 $ 87,091 $ 179,155 $ 179,634 $ 185,133
48404200 - SB-1186 Proceeds
6415 Publications/Subscriptions - - - - 1,700 0.00%
6440 Contracted Services - - 2 - 3,370 0.00%
6530 Conference/Training/Ed - - - - 2,930 0.00%
$ - $ - $ 2 $ - $ 8,000
Total Expense
Total Expense
Total Expense
Total Expense
246 City of Madera | 2024-2025 Operating Budget
Internal Service Funds
Revenues & Expenses by Organization
Fleet
Facilities
Information Technology
Internal Service Funds are used in governmental accounting to track services provided internally to the organization. The City currently operates three Internal Service Funds:
Facilities
Fleet
Computer Acquisition and Maintenance
Each department in the organization is charged for the services the internal service fund provides through interfund transfers.
The following is a summary of each:
Facilities:
The Facilities Division provides routine maintenance to the City's buildings, equipment, and facilities. Each internal department is charged a facility fee for the services.
Allocations are based on the square footage of the area occupied by the department and a time study of facility personnel.
Fleet Management:
Fleet Management maintains a variety of vehicles that are used by City staff. Each department is charged a fee based on the number and type of vehicles assigned to the department.
Replacement of vehicles is also included based on the number and type of vehicles and useful life estimates for replacement, whereas motor pool charges are based on the prior year’s usage.
Worth noting is that fire engines are covered under the City’s Fire Engine Replacement program implemented in FY 2019/20.
Funds for this program are allocated from Measure K and the City recently purchased its first fire engine under this program.
After delays by the manufacturing, the City received its engine in FY 2023/24.
Information Services:
Computer services provided by the City’s Information Services Department are charged based on computer users per
department considering all peripherals, servers, and licenses required to maintain and upgrade the current technology.
Budgets for Internal Service Funds are designed to balance.
The exceptions are both the Fleet and Computer Replacement funds, where money is set aside by the department so that when vehicles and computers have reached the end of their useful life, funds are available for replacements. Some years will experience greater revenues than expenses and vice versa, which largely depends on the number of vehicles and
computers slated to be replaced in that period. Each fund tracks the balances available by the department and
determines when equipment should be replaced.
248 City of Madera | 2024-2025 Operating Budget
Internal Service Funds Budget Overview
Expense Summaries
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Fleet Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 30650000-Fleet Acquisition - - - - 1,813,402 0.00%
30701240-Fleet Maintenance 988,062 948,710 1,096,169 1,153,330 4,471,503 287.70% 30701250-Fleet Acquisition 1,002,565 (93,744) 1,768,931 1,783,587 - -100.00% 30701260-Fleet Motor Pool 36,370 35,086 28,356 29,918 51,172 71.04% Total Fleet $ 2,026,997 $ 890,051 $ 2,893,455 $ 2,966,835 $ 6,336,077 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Facilities Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 30710000-Facilities Maintenance 1,670,001 2,056,632 2,329,070 2,300,650 2,915,693 26.73% 30750000-Deferred Maintenance - - - - 396,000 0.00%
Total Facilities $ 1,670,001 $ 2,056,632 $ 2,329,070 $ 2,300,650 $ 3,311,693 FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Information Technology Org List ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 30720000-Computer Maintenance 1,207,811 1,315,142 1,596,875 1,584,644 2,162,020 36.44% 30730000-Computer Acquisition - - - - 1,173,345 0.00%
Total Information Technology $ 1,207,811 $ 1,315,142 $ 1,596,875 $ 1,584,644 $ 3,335,365 Total $ 4,904,809 $ 4,261,825 $ 6,819,400 $ 6,852,129 $ 12,983,135 Expense Summaries
2024-2025 Operating Budget | City of Madera 249
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Department Summary
The Fleet Services Division (Fleet) is responsible for acquiring, maintaining, and disposing of the City's mobile equipment.
This includes on-road sedans, pickups, heavy-duty vehicles, and Transit buses. Fleet also services off-road and mobile equipment consisting of tractors, graders, backhoes, portable air compressors, and generators, to name a few.
Fleet funds labor, parts, and services necessary to maintain the City's fleet of vehicles. This program funds asset replacement and vehicle outfitting. Fleet assets enable client departments to achieve their operational mission safely and efficiently.
The City’s fleet consists of more than 280 vehicles and equipment, with a replacement value of over $8 million, necessary to complete the city’s mission of delivering quality and efficient services. Fleet funds labor, parts, services, fuel, and oil necessary to maintain the City’s fleet of vehicles and equipment. Fleet is funded through vehicle type and utilization charges.
Fleet has three programs to accomplish its mission. This consists of Equipment Maintenance Program, which funds the annual cost of maintenance and repairs, the Replacement Program used for purchasing new vehicles and equipment, and the Motor Pool Program.
The Fleet Vehicle Replacement program is funded through a replacement charge for each vehicle or equipment in service, determined by actual costs of vehicle procurement divided by the expected life of the vehicle. This program funds asset replacement and vehicle outfitting. Cost-effective vehicle procurement is achieved through cooperative purchasing
Fleet
2024-2025 Operating Budget | City of Madera 251
agreements and bidding processes. Revenue is collected from the sale of retired city fleet assets at auction.
Fleet works tirelessly on improving equipment and efficiencies as technology improves and changes. Air quality has
regulations that require annual reporting as well as clean air goals that must be met. New regulations are being introduced as well as existing ones being updated. Fleet must continuously update and adapt our policies and equipment to ensure these are being met.
Responsibility
Fleet is responsible for providing the vehicles and equipment the City needs to perform its essential tasks and duties. Safety is a high priority in maintaining the equipment to high standards and maximum up-time to ensure departments can work efficiently.
Equipment purchases are made with the end task in mind to obtain the proper and best fit for the application. The replacement fund charges a pro-rated amount over the life of the equipment to ensure funds are available when the
equipment has reached its life expectancy and a replacement is purchased. As funds are collected through Fleet, the department sees a consistent charge annually and the
purchases are made with Fleet funds.
Disposal of equipment is done when it has reached its useful life. This is done through a public online auction site.
Key Accomplishments
Overview of accomplishments in FY 2023/24:
▪ Completed 1,251 work orders for the fiscal year.
▪ Completed epoxy coating on shop floors.
▪ Completed interior painting of shop.
▪ Procured, upfitted, and put into service three new 26- foot Transit buses.
▪ Surplus and auctioned 53 vehicles and other
equipment.
▪ Completed registration and data entry for California
Air Resources Board’s new Advanced Clean Fleet
regulation for medium and heavy-duty vehicles.
Goals & Performance Measures
▪ Continue to clean up the shop by removing
old/unused equipment and supplies.
▪ Continue to update Fleet equipment to maintain
efficiency and better meet our current needs.
▪ Assist new Mechanic I with training and resources to
work toward Mechanic II qualifications.
▪ Stay updated and current on existing and new air
quality regulations and regulatory policies.
▪ Receive and put into service our first all-electric
medium duty truck to meet new Advanced Clean
Fleet regulations.
▪ Complete the installation of new bay doors
Changes/Additions to Budget
▪ Separated Fleet acquisition funding from Fleet
operations funding and set up new fund for Fleet
Acquisition. The separation is being proposed in
order to better account for Fleet operations and
acquisitions costs.
▪ $45,000 for fleet management software
implementation. Staff will be evaluating various fleet
management software packages for possible
implementation during the fiscal year. The proposed
funding is anticipated to provide initial funding for the software.
▪ Vehicles planned for purchase in Fiscal Year 2024/25
include a dump truck ($450,000), an electric street
sweeper ($500,000), a tractor for the Safe and Clean
Team ($110,000) and two Polce interceptor
replacement vehicles ($150,000).
Department Staffing & Structure
Fleet has six budgeted positions: the Manager and five
mechanics.
The mechanics are divided by service area. These consist of one light-duty mechanic, one heavy-duty mechanic, one Police services mechanic, and two Transit services mechanics.
252 City of Madera | 2024-2025 Operating Budget
(30650000) Fleet Acquisition
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4351 Interfund Charges/ Veh Replace - - - - 1,720,338 0.00% 4355 Transfer In - - - - 3,840,793 0.00%
Total Revenue $ - $ - $ - $ - $ 5,561,131
5000 Salaries / Full-Time - - - - 15,164 0.00%
5300 Public Employees Retirement Sy - - - - 2,529 0.00% 5302 Long Term Disability Insurance - - - - 46 0.00%
5303 Life Insurance Premiums - - - - 11 0.00%
5304 Workers Compensation Insurance - - - - 1,329 0.00% 5305 Medicare Tax- Employer's Share - - - - 231 0.00%
5308 Deferred Compensation/Full-tim - - - - 703 0.00%
5309 Unemployment Insurance - - - - 22 0.00%
5310 Section 125 Benefit Allow. - - - - 4,867 0.00%
7000 Vehicles and Equipment - - - - 1,788,500 0.00%
Total Expense $ - $ - $ - $ - $ 1,813,402
Total Net Surplus/(Deficit) $ - $ - $ - $ - $ 3,747,729 2024-2025 Operating Budget | City of Madera 253
(30700000) Fleet Unassigned
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income - - 43,557 - 25,000 0.00%
Total Revenue $ - $ - $ 43,557 $ - $ 25,000
Total Net Surplus/(Deficit) $ - $ - $ 43,557 $ - $ 25,000 254 City of Madera | 2024-2025 Operating Budget
(30701240) Fleet Maintenance
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4351 Interfund Charges/ Veh Repairs 909,246 866,127 997,436 997,436 804,000 -19.40% 4354 Interfund Salary & Bene Reimb - 2,300 - - - 0.00%
4355 Transfer-In - 57,000 70,894 70,894 75,684 6.80%
4657 Miscellaneous Revenue 3,533 5,984 4,452 10,000 5,000 -50.00% 4659 Refunds and Reimbursements 221,842 16,284 117,484 75,000 120,000 60.00% 4900 Budgetary Carryover - - - - 3,440,665 0.00%
Total Revenue $ 1,134,621 $ 947,695 $ 1,190,266 $ 1,153,330 $ 4,445,349 5000 Salaries/Full-time 241,183 236,110 227,923 225,744 237,952 5.40% 5100 Salaries/Overtime 3,092 3,650 6,118 - 6,650 0.00%
5105 Salaries/Leave Payout - - 825 - - 0.00%
5110 Salaries/Uniform Pay 3,255 2,655 2,561 1,755 - -100.00% 5300 Public Employee Retirement Sys 32,808 33,756 32,424 39,512 34,579 -12.50% 5302 Long Term Disability Insurance 758 764 682 791 702 -11.30% 5303 Life Insurance Premiums 228 232 215 250 260 4.00%
5304 Workers Compensation Insurance 14,916 20,978 23,467 19,970 20,521 2.80% 5305 Medicare Tax- Employer's Share 3,954 3,158 3,739 3,295 3,843 16.60% 5306 Unfunded Accrued Liability 74,539 78,148 76,234 76,234 85,474 12.10% 5308 Deferred Compensation/Full-tim 9,275 9,676 8,968 9,757 9,802 0.50% 5309 Unemployment Insurance 523 451 618 466 508 9.00%
5310 Section 125 Benefit Allow. 37,906 44,410 33,295 26,323 41,392 57.20% 6402 Telephone/Fax Charges 1,231 1,053 1,133 1,300 280 -78.50% 6403 Cell Phone Charges - - - - 616 0.00%
6404 Internet Charges - - - - 292 0.00%
6412 Advertising/Other 111 - - 150 150 0.00%
6415 Publications/Subscriptions 499 3,956 4,211 3,500 4,200 20.00% 6416 Office Supplies/Expendable - 928 519 300 300 0.00% 6425 Vehicle Fuel, Supplies & Maint 159,254 156,793 6,261 10,000 6,338 -36.60% 6427 Major Repair Parts/Supplies 26,839 16,754 35,433 30,500 60,000 96.70% 6428 Repairs - - 151,252 190,000 190,000 0.00%
6440 Contracted Services 10,213 13,525 12,525 11,000 57,000 418.20% 6530 Conference/Training/Ed 1,226 193 2,687 2,750 2,750 0.00% 6532 Maintenance/Other Supplies 8,210 10,127 6,332 9,000 9,000 0.00% 6551 Expense/ Damaged Vehicle Ins 187,444 72,298 43,718 87,241 89,435 2.50% 6560 Liability / Property Insurance 42,059 48,513 7,385 7,384 15,212 106.00% 6900 Interfund Charge - Fac. Maint. 10,364 10,364 38,757 38,757 38,757 0.00% 6902 Interfund Charges- Central Sup 6,525 15,917 27,300 15,917 12,825 -19.40% 6904 Interfund Charges - Admin. Ove 57,229 61,637 57,229 57,229 57,229 0.00% 6907 Interfund Chrg/Vehicle Replcmt 4,107 4,107 5,440 5,440 6,653 22.30% 6908 Interfund Chrg/Vehicle Maint. 6,723 6,804 - - - 0.00% 6918 Interfund Charges- Comp Maint 8,519 26,606 26,049 26,049 30,753 18.10% 6920 Interfund Charges - Computer R 1,834 7,111 12,140 12,140 7,387 -39.20% 6926 Interfund Chg Risk Charges - - 3,576 3,576 1,643 -54.10% 7000 Vehicles and Equipment 25,361 - 237,154 237,000 - -100.00% 8200 Transfer Out - 50,000 - - 3,439,000 0.00%
8220 Transfers Out - Insurance Rese 7,878 8,036 - - - 0.00% Total Expense $ 988,062 $ 948,710 $ 1,096,169 $ 1,153,330 $ 4,471,503 Total Net Surplus/(Deficit) $ 146,559 $ (1,014) $ 94,096 $ - $ (26,154) 2024-2025 Operating Budget | City of Madera 255
(30701250) Fleet Acquisition
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4351 Interfund Charges/ Veh Replace 935,813 1,072,502 1,226,130 1,226,129 - -100.00% 4355 Transfer-In - - 749,500 816,587 - -100.00%
4659 Refunds and Reimbursements - 26,051 - - - 0.00%
Total Revenue $ 935,813 $ 1,098,553 $ 1,975,630 $ 2,042,716 $ - 7000 Vehicles and Equipment 1,002,565 93,744 1,768,931 1,783,587 - -100.00% Total Expense $ 1,002,565 $ 93,744 $ 1,768,931 $ 1,783,587 Total Net Surplus/(Deficit) $ (66,752) $ 1,004,809 $ 206,699 $ 259,129 $ - 256 City of Madera | 2024-2025 Operating Budget
(30701260) Fleet Motor Pool
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4352 Interfund Charges Revenue - Ve 35,148 39,141 29,918 29,918 51,122 70.90% 4355 Transfer-In - - - - 1,204 0.00%
Total Revenue $ 35,148 $ 39,141 $ 29,918 $ 29,918 $ 52,326 5000 Salaries / Full-Time - - - - 14,111 0.00%
5100 Salaries / Overtime - - - - 350 0.00%
5300 Public Employees Retirement Sy - - - - 2,127 0.00% 5302 Long Term Disability Insurance - - - - 43 0.00%
5303 Life Insurance Premiums - - - - 13 0.00%
5304 Workers Compensation Insurance - - - - 1,219 0.00% 5305 Medicare Tax- Employer's Share - - - - 227 0.00%
5308 Deferred Compensation/Full-tim - - - - 626 0.00%
5309 Unemployment Insurance - - - - 28 0.00%
5310 Section 125 Benefit Allow. - - - - 2,777 0.00%
6425 Vehicle Fuel, Supplies & Maint 3,535 2,088 2,737 4,000 2,846 -28.90% 6532 Maintenance/Other Supplies 129 79 - 300 300 0.00%
6560 Liability / Property Insurance - - 3,451 3,451 3,915 13.40% 6907 Interfund Chrg/Vehicle Replcmt 17,547 17,547 22,167 22,167 22,167 0.00% 6908 Interfund Chrg/Vehicle Maint. 15,159 15,372 - - - 0.00% 6926 Interfund Chg Risk Charges - - - - 423 0.00%
Total Expense $ 36,370 $ 35,086 $ 28,356 $ 29,918 $ 51,172 Total Net Surplus/(Deficit) $ (1,222) $ 4,055 $ 1,562 $ - $ 1,154 2024-2025 Operating Budget | City of Madera 257
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Department Summary
The Facilities and Electrical Division is within the organizational structure of the Public Works Department and ensures that the City’s buildings, equipment, and facilities are maintained.
The team manages complex repairs and renovations to minor repairs, such as repairing light fixtures. The team also excels in problem-solving skills as they maintain all critical components within the City’s infrastructure.
Responsibilities
Facilities staff maintain or repair the City’s:
▪ Solar array systems
▪ Plumbing systems
▪ Electrical systems including lights, switches, and
receptacles.
▪ Meating and ventilation (HVAC) systems
▪ Various pumps and water well control systems
▪ Sports field lighting
Facilities
2024-2025 Operating Budget | City of Madera 259
▪ Electrical components at the Wastewater Treatment
Facility
▪ Roofs
▪ Painting
▪ Fire alarm systems
▪ Sewer lift stations
▪ Storm drain pumps,
▪ Streetlights
▪ Traffic signals and their controller cabinets and
programming.
Another significant responsibility is the Wastewater Treatment Plant. This is the City's single most expensive asset and is a complex system that requires maintenance, diagnosing, and fine-tuning assets such as the SCADA instrumentation and PLCbased process control systems, variable frequency drives for a host of electrical motors, influent and effluent pumps, mixers, oxidization ditch mixing pumps, secondary clarifier equipment, and large centrifuges.
Whether coordinating a large-scale project or handling daily maintenance, the Facilities and Electrical Division thrives in a cross-functional environment that changes daily.
Key Accomplishments
Some of the notable accomplishments of the Division within the past fiscal year include:
▪ Conducted 562 repairs, replacements, and
maintenance tasks related to streetlights, traffic
signals, plumbing leaks, and HVAC issues.
▪ Ensured the proper operation and programming of 42
traffic signals.
▪ Coordinated the safe electrical operation of 20 water wells, 5 sewer lift stations, 21 storm drain lift stations, and other related systems.
▪ Maintained over 3,300 conventional streetlights and
196 solar-powered street lights.
▪ Drafted a capital asset replacement plan for the major systems throughout the City that will ensure that the
maximum lifespan of assets is being reached while
reducing unexpected breakdowns.
▪ Upgraded and remodeled a section of former Parks
Administration office at the Corporation Yard for the
relocation of Parks Department maintenance staff
and the Information Technology Department.
Goals & Performance Measures
▪ Strive to make the most efficient use of all building systems in an aging environment while
simultaneously reducing operating costs where
possible.
▪ Increase the technological abilities of the various
monitoring systems to allow workers to focus more
on preventative maintenance and systems
refinements.
▪ Continue to uphold the high safety standards
involved in being on roofs, in underground confined
spaces, and around high-voltage electrical panels in
the environment.
▪ Promote the City's transition to green energy and
increasing the efficiency of the City's various lighting, heating, cooling, and plumbing systems.
▪ Refine the City’s Facility Maintenance Program to
ensure that all buildings are scheduled for on-going
maintenance, including roof repairs, flooring,
painting, HVAC systems, and doors.
Changes/Additions to Budget
▪ To address the backlog of deferred maintenance that
exists with the City’s facilities, the Facilities and
Electrical Division is recommending the creation of a
Deferred Maintenance Fund. This new fund will
provide a dedicated source of monies to fund
maintenance of the City’s buildings. Initial financial
resources for this fund come from the Facilities
Fund’s fund balance. An interdepartmental charge
will be set up in future fiscal years to provide an
ongoing revenue stream for this fund.
▪ Projects that are appropriated in the Deferred
Maintenance Fund this fiscal year include:
o $80,000 for door replacement at the Pan Am
Center
o $30,000 for air conditioner replacement at
Police Headquarters
o $30,000 for air conditioner replacement at
Fire Station 57
o $20,000 for City Hall exterior enhancements
260 City of Madera | 2024-2025 Operating Budget
o $10,000 for door/lock replacement.
Department Fund Summary
Facilities is an Internal Service Fund. It receives gas tax revenue to offset the cost of maintaining streetlights and traffic signals.
The remainder of the costs are then split proportionally throughout each department in the City.
Department Staffing & Structure
The Facilities and Electrical Division has eight budgeted positions: one manager and four electricians and three
facilities maintenance technicians. These eight workers care for building systems in every City-owned building in Madera. 2024-2025 Operating Budget | City of Madera 261
(30710000) Facilities Maintenance
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income - - 14,264 2,000 10,000 400.00%
4332 Interfund Chg Facility Maint. - - - - 2,161,395 0.00% 4346 Interfund Charges/ Cost Dist - 1,100,001 - - - 0.00% 4348 Interfund Charges/ Admin OH 1,686,640 1,026,457 2,161,395 2,161,395 - -100.00% 4355 Transfer-In - - 75,778 75,778 85,006 12.20%
4657 Miscellaneous Revenue - 316 - - - 0.00%
4659 Refunds and Reimbursements - (7,620) 25,550 - - 0.00% 4900 Budgetary Carryover - - - 61,477 659,292 972.40%
Total Revenue $ 1,686,640 $ 2,119,154 $ 2,276,987 $ 2,300,650 $ 2,915,693 5000 Salaries/Full-time 544,935 618,626 618,743 620,221 648,272 4.50% 5100 Salaries/Overtime 4,359 7,115 9,879 5,000 10,000 100.00% 5105 Salaries/Leave Payout - 215 - - - 0.00%
5110 Salaries/Uniform Pay 1,900 1,900 1,900 1,900 - -100.00% 5300 Public Employee Retirement Sys 65,809 72,286 82,152 90,598 93,278 3.00% 5302 Long Term Disability Insurance 1,722 1,791 1,953 1,752 1,949 11.20% 5303 Life Insurance Premiums 574 604 596 586 612 4.40%
5304 Workers Compensation Insurance 33,462 52,594 62,968 58,758 56,181 -4.40% 5305 Medicare Tax- Employer's Share 8,482 7,596 9,364 9,360 9,899 5.80% 5306 Unfunded Accrued Liability 134,170 151,441 150,951 150,951 169,247 12.10% 5308 Deferred Compensation/Full-tim 22,000 24,436 24,813 27,927 29,435 5.40% 5309 Unemployment Insurance 1,183 1,039 1,198 1,027 1,198 16.70% 5310 Section 125 Benefit Allow. 154,735 216,627 216,515 216,143 225,370 4.30% 6401 Gas and Electric Utilities 321,724 450,932 465,435 420,000 528,058 25.70% 6402 Telephone/Fax Charges 9,277 12,405 10,359 13,000 383 -97.10% 6403 Cell Phone Charges - - - - 9,246 0.00%
6404 Internet Charges - - - - 391 0.00%
6416 Office Supplies/Expendable 648 1,268 1,306 1,600 1,500 -6.30% 6423 Office Furniture - - - - 4,000 0.00%
6425 Vehicle Fuel, Supplies & Maint 9,214 8,187 7,115 11,000 7,400 -32.70% 6440 Contracted Services 51,975 34,793 44,011 40,000 60,000 50.00% 6516 Permits and Fees - - - - 5,000 0.00%
6530 Conference/Training/Ed 6,526 2,220 6,766 7,000 7,000 0.00% 6532 Maintenance/Other Supplies 10,171 8,250 17,275 9,000 21,000 133.30% 6533 Street Signs/Lights 66,258 68,966 89,802 61,000 100,000 63.90% 6560 Liability / Property Insurance - - 9,479 9,478 9,625 1.60% 6902 Interfund Charges- Central Sup 3,980 7,782 6,418 7,782 5,031 -35.40% 6903 Interfund Charges - Cost Distr - - 22 - - 0.00%
6904 Interfund Charges - Admin. Ove 77,697 83,682 77,697 77,697 77,697 0.00% 6907 Interfund Chrg/Vehicle Replcmt 15,494 18,994 24,202 24,202 62,019 156.30% 6908 Interfund Chrg/Vehicle Maint. 26,408 31,509 37,120 37,120 30,037 -19.10% 6918 Interfund Charges- Comp Maint 36,730 51,796 50,712 50,712 59,870 18.10% 6920 Interfund Charges - Computer R 7,816 13,843 23,636 23,636 14,383 -39.10% 6924 Interfund Charges- Motor Renta 1,879 1,992 1,601 1,601 2,630 64.30% 6926 Interfund Chg Risk Charges - - 7,060 7,060 1,040 -85.30% 8200 Transfer Out - - - 46,517 396,000 751.30%
8210 Transfers Out/Debt Service 35,323 87,877 268,022 268,022 267,942 0.00% 8220 Transfers Out - Insurance Rese 15,553 15,865 - - - 0.00% Total Expense $ 1,670,001 $ 2,056,632 $ 2,329,070 $ 2,300,650 $ 2,915,693 Total Net Surplus/(Deficit) $ 16,638 $ 62,522 $ (52,082) $ - $ - 262 City of Madera | 2024-2025 Operating Budget
(30750000) Deferred Maintenance
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer In - - - - 396,000 0.00%
Total Revenue $ - $ - $ - $ - $ 396,000
7050 Construction/Infrastructure - - - - 396,000 0.00%
Total Expense $ - $ - $ - $ - $ 396,000
Total Net Surplus/(Deficit) $ - $ - $ - $ - $ -
2024-2025 Operating Budget | City of Madera 263
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Department Summary
The Information Technology (IT) Department operates under the leadership of the Director of Information Technology. The department centrally manages the City's Information and Technology assets, planning, support, and alignment of the City’s technology infrastructure with departmental business needs and requirements.
The mission of the department is to connect employees within the city government and residents to their government. The department strives to promote the effectiveness and
efficiency of government and build stronger connections through reliable and secure infrastructure and applications, responsive service delivery, and greater transparency of information.
Responsibility
The department provides the organizational support
necessary to:
▪ Maintain, sustain, and update the computer,
network, and phone systems.
▪ Build a strong, secure internal network and asset
infrastructure.
▪ Provide proactive, relevant, and up-to-date
infrastructure planning, replacement, and upgrading.
▪ Provide high-level technical problem-solving and
troubleshooting.
▪ Provide digital resource management and security of
those resources.
▪ Ensure staff have the technical resources they need
to do their job effectively.
▪ Provide clear and concise information to the
community via public applications and customer
portals.
Hardware maintained by IT:
▪ 16 Servers
▪ 85 Servers/Virtual Servers
▪ 50 Managed Network Switches
▪ 20 Telecommunications Switches
▪ 28 Battery Backups
▪ 6 Firewalls
▪ 240+ Mobile Devices
▪ 100+ Notebooks
▪ 150+ Desktops
▪ 4 Large Data Storage Clusters
2024-2025 Operating Budget | City of Madera 265
Information Services Department
▪ 350+ Cloud Based Desk VoIP Phones
▪ 30 Wireless Access Points
▪ 90 Security Cameras
Software maintained by the ITDepartment:
▪ Tyler Enterprise ERP (formerly Munis)
▪ Microsoft user accounts
▪ Office 365
▪ Adobe enterprise
▪ Zoom communication for video and phone
▪ GIS mapping
▪ AutoCAD and Engineering design
▪ System backups
▪ Virus protection
▪ Public safety software support
▪ Network monitoring software
▪ Multiple department-specific applications
Key Accomplishments
Overview of accomplishments in FY 2023/24:
▪ Migrated from the old Mitel telephone system to the
new ZOOM VoIP system.
▪ Refreshed half of the City’s servers. Staff will update the other half this fiscal year. Staff have outlined a 5- year replacement plan.
▪ Replaced all the City’s firewalls with new state-of-theart Palo Alto Networks firewalls, to increase the security and efficiency of the data network.
▪ Tested the network’s cybersecurity status and
optimized security settings to improve the security of
all networks.
▪ Optimized the City’s Anti-Phishing platform to further protect users from phishing campaigns.
▪ Updated and reconfigured the monitoring program
that alerts IT staff to server failures, overheating
environments, and disrupted phone lines within the
dispatch network, ensuring optimal operational
efficiency and swift problem resolution.
▪ Upgraded Building Inspectors field devices to Surface Tablets with LTE connectivity to improve their ability
to do their job functions while out on the jobsites.
▪ Created up-to-date, accurate network diagrams of all
City IT networks.
▪ Updated Veeam backup servers for City Hall and
Police Department.
Goals & Performance Measures
The following department strategic projects are the main goals for this year (FY 2024/25). They either enable better service delivery citywide, mitigate a potentially critical issue, or create the potential for significant citywide savings.
▪ Enhance the efficiency and functionality of computers and systems within police vehicles, ensuring
optimized mobile computing capabilities and
seamless connectivity to support operational needs.
▪ Develop and implement a centralized city-wide
printer network that will allow departments to have a
convenient and reliable way to print, copy, scan and
fax data, while saving money for the City.
▪ Develop a scalable Storage Area Network to handle
the data storage needs of all City departments. This
will give the City the capacity to securely store any
type of data and be able to retrieve, analyze and use
their data in the most efficient manner.
▪ Devise and execute a robust and scalable long-term
data storage strategy for the City, focusing mainly on
video storage for the Police Department, in support
of their goals to create a Realtime Crime Center.
▪ Replace aging IT infrastructure and build a life-cycle management plan for future upgrades to critical
system components.
▪ Continue end user cyber security awareness training.
266 City of Madera | 2024-2025 Operating Budget
▪ Ensure department staff are knowledgeable in the
City’s cyber incident protocols required by cyber
liability insurance.
▪ Continue to support City departments with all aspects of their technological needs in a timely and effective
manner.
Changes/Additions to Budget
▪ To make it easier to determine how much is being
spent on IT equipment purchases/replacement and
how much is being spent on IT operations, a new fund
has been created within the IT Department for
technology purchases. The new fund, which will earn
its revenue through interdepartmental charges, will
provide greater transparency on how the City’s
dollars are spent on IT.
▪ The IT Operations Fund contains an $80,000
appropriation for Dell server/storage hardware
maintenance support.
▪ The IT Equipment Fund has appropriations to pay for
a variety of equipment, including $480,000 for
server/storage hardware replacement and $150,000
for a Storage Area Network (SAN) acquisition.
Department Fund Summary
The Information Technology Department is responsible for two distinct budgets:
Computer Operations and Maintenance
The Computer Operations and Maintenance budget provides for servicing and maintaining all the City's technological equipment. City departments are supported by minimizing costs, maximizing uptime, regularly refreshing equipment, updating software, and using support tools.
Computer and Equipment Replacement
The Information Systems Computer and Equipment
Replacement budget is a fully funded internal service fund. All current IT equipment has been inventoried and assigned a replacement value and a replacement lifecycle. This will ensure that costs are allocated to departments correctly and that all IT assets will be funded and regularly replaced. A replacement fund is maintained to ensure funds are available when needed. The departments make pro-rated annual
contributions to this fund based on capital cost and the expected life of the equipment.
Department Staffing & Structure
The IT Department is staffed with four full-time positions (Two Network Administrators and two Computer Technicians) and one Intern. The Director of Information Technology reports to the City Manager and has overall responsibility for the department.
2024-2025 Operating Budget | City of Madera 267
(30720000) Information Technology Maintenance
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4162 Interest Income - - 11,267 - 9,024 0.00%
4350 Interfund Charges/Computer Mai 1,309,287 1,372,691 1,550,752 1,550,752 1,248,780 -19.50% 4355 Transfer-In - - 27,399 27,399 18,716 -31.70%
4657 Miscellaneous Revenue - 218 - - - 0.00%
4900 Budgetary Carryover - - - 6,493 885,500 13537.80%
Total Revenue $ 1,309,287 $ 1,372,909 $ 1,589,418 $ 1,584,644 $ 2,162,020 5000 Salaries/Full-time 339,605 315,149 265,131 273,121 464,557 70.10% 5005 Salaries/Part-time - - 12,119 11,609 18,000 55.10% 5100 Salaries/Overtime 4,576 6,902 1,877 2,372 3,000 26.50% 5105 Salaries/Leave Payout 3,629 24,592 21,995 22,000 - -100.00% 5200 Salaries/Auto & Expense Allow 900 738 - - - 0.00%
5300 Public Employee Retirement Sys 41,871 41,693 33,079 33,154 52,888 59.50% 5302 Long Term Disability Insurance 1,058 1,035 702 703 1,171 66.60% 5303 Life Insurance Premiums 262 250 195 198 349 76.30% 5304 Workers Compensation Insurance 24,112 31,744 28,725 26,604 41,515 56.00% 5305 Medicare Tax- Employer's Share 5,308 4,647 4,643 4,756 7,509 57.90% 5306 Unfunded Accrued Liability 88,129 90,628 70,297 70,297 78,817 12.10% 5307 Deferred Comp/Part-Time - - 457 440 675 53.40%
5308 Deferred Compensation/Full-tim 8,583 9,112 7,653 7,650 13,338 74.40% 5309 Unemployment Insurance 587 504 962 939 877 -6.60%
5310 Section 125 Benefit Allow. 74,477 82,029 32,286 32,287 30,275 -6.20% 6402 Telephone/Fax Charges 7,701 11,795 11,676 7,500 1,281 -82.90% 6403 Cell Phone Charges - - - - 6,185 0.00%
6404 Internet Charges - - - - 1,036 0.00%
6416 Office Supplies/Expendable 722 1,155 920 750 1,250 66.70% 6420 Mileage Reimbursements - - - 200 200 0.00%
6423 Office Furniture - - - - 41,725 0.00%
6425 Vehicle Fuel, Supplies & Maint 50 88 92 93 96 3.20% 6440 Contracted Services 198,083 330,568 419,534 417,085 84,650 -79.70% 6530 Conference/Training/Ed 3,775 1,099 5,995 5,500 10,496 90.80% 6532 Maintenance/Other Supplies 1,767 3,735 8,605 12,000 500 -95.80% 6560 Liability / Property Insurance - - 311 416 472 13.50% 6900 Interfund Charge - Fac. Maint. 14,510 14,510 24,239 24,239 24,239 0.00% 6904 Interfund Charges - Admin. Ove 59,873 64,485 59,873 59,873 59,873 0.00% 6907 Interfund Chrg/Vehicle Replcmt 1,867 1,867 2,467 2,467 2,467 0.00% 6908 Interfund Chrg/Vehicle Maint. 1,964 1,992 2,346 2,346 1,899 -19.10% 6918 Interfund Charges- Comp Maint 21,681 - - - - 0.00% 6920 Interfund Charges - Computer R 6,709 - - - - 0.00% 6924 Interfund Charges- Motor Renta 132 141 112 112 184 64.30% 6926 Interfund Chg Risk Charges - - 4,583 4,583 51 -98.90% 7000 Vehicles and Equipment 210,664 176,849 471,971 463,000 - -100.00% 7025 Software Cost 75,119 87,537 104,031 98,350 - -100.00% 8200 Transfer Out - - - - 1,212,445 0.00%
8220 Transfers Out - Insurance Rese 10,097 10,299 - - - 0.00% Total Expense $ 1,207,811 $ 1,315,142 $ 1,596,875 $ 1,584,644 $ 2,162,020 Total Net Surplus/(Deficit) $ 101,476 $ 57,767 $ (7,457) $ - $ - 268 City of Madera | 2024-2025 Operating Budget
(30730000) Information Technology Acquisition
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4350 Interfund Charges/Computer Mai - - - - 300,000 0.00% 4355 Transfer-In - - - - 1,212,445 0.00%
Total Revenue $ - $ - $ - $ - $ 1,512,445
7000 Vehicles and Equipment - - - - 735,000 0.00%
7025 Software Cost - - - - 438,345 0.00%
Total Expense $ - $ - $ - $ - $ 1,173,345
Total Net Surplus/(Deficit) $ - $ - $ - $ - $ 339,100
2024-2025 Operating Budget | City of Madera 269
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City
Debt
Debt Service
The City Council established a Debt Management Policy on October 18, 2017 by adopting Resolution 17-163. The Debt Policy provides guidance in the issuance and management of debt and compliance with Government Code (GC) 8855(i).
Consistent with the requirements of GC 8855(i), the policy includes the purpose of the debt, type of debt that may be issued, relation of the debt to the capital improvement plan (if applicable), policy goals and internal control procedures to ensure that the proceeds of the debt issuance will be directed to the intended use.
The policy provides guidance for maintaining sound financial position while designing the debt issuance. The goals of the policy include ensuring flexibility in response to future service demands, changing revenue streams, fluctuations in operating expenses and meeting capital improvement objectives. Longterm debt may be issued to finance or refinance the construction, acquisition, and rehabilitation of capital improvements, equipment, and land. All debt must be
approved by the City Council. Short-term debt may be issued for operational cash flow or short-lived assets. The issuance of debt must not constitute an unreasonable burden to
taxpayers, ratepayers or constituents.
A summary of the City’s debt service obligations due during the Fiscal Year 2024/25 and included in this budget is presented Schedule A below. A detailed discussion of each of the related debt obligations are presented in the City’s audited Annual Comprehensive Financial Report. A copy can be viewed online at the city website. A hard copy is available at the City Clerk’s office in City Hall.
Summary of City Debt Service for Fiscal Year 2024/25 (Schedule A) Fund Issuance Principal Interest Total
General Fund 2019 Solar Energy Lease $856,000 $459,072 $1,315,072 General Fund 2018 Police Facility Loan $120,800 $4,206 $125,006 General Fund 2019 LRBs (Fire Station) $155,000 $147,850 $302,850 Total General Fund $1,131,800 $611,128 $1,742,928
Water Enterprise 2015 Water/Wastewater Refunding Revenue Bonds $95,000 $51,430 $146,430 Water Enterprise 2019 Water Refunding Revenue Bonds $457,908 $179,989 $637,897 Total Water Fund $552,908 $231,419 $784,327
Sewer Enterprise 2021 BBVA Loan $395,000 $123,790 $518,790 Sewer Enterprise 2015 Water/Wastewater Refunding Revenue Bonds $1,300,000 $710,585 $2,010,585 Total Sewer Fund $1,695,000 $834,375 $2,529,375
CFD 2006 Fund 2018 KB Home Bond $107,744 $73,389 $181,133 Successor Agency 2018 Tax Allocation Bonds $1,570,000 $1,270,696 $2,840,696 Total Miscellaneous Funds $1,677,744 $1,344,085 $3,021,829 Total Debt Service $5,057,452 $3,021,007 $8,078,459
272 City of Madera | 2024-2025 Operating Budget
The City issued special tax and assessment bonds on behalf of property owners, pursuant to the Improvement Bond Act of 1915 and the Mello-Roos Community Facilities Act of 1982, to finance the acquisition and construction of certain infrastructure improvements within the assessment districts and community facilities districts.
The City acts solely as an agent for those paying special tax and assessments and remits the amounts collected to the bondholders. The City is acting as an agent and is in no way liable for the special assessment debt and, accordingly, the debt is not recorded in the financial statements.
CFD 2006-1 Special Tax Refunding Bond
Year Principal Interest Total
2025 107,744 73,389 181,133
2026 117,070 69,083 186,153
2027 121,274 64,519 185,793
2028 130,399 59,700 190,099
2029 144,143 54,442 198,585
2030 152,664 48,758 201,422
2031 161,011 42,751 203,762
2032 174,178 36,332 210,510
2033 187,099 29,414 216,513
2034 194,765 22,101 216,866
2035 212,224 14,307 226,531
2036 224,352 5,947 230,299
2037 43,098 825 43,923
Total $1,970,021 $521,568 $2,491,589
2024-2025 Operating Budget | City of Madera 273
The figure above summarizes the City’s debt service payments from Fiscal Year 2024/25 to maturity. $0
$1
$2
$3
$4
$5
$6
$7
$8
$9
Millions
Fiscal Year
Citywide Debt Service Bonds/Loans
Solar Bond General Fund Backed Enterprise Bonds/Loans CFD Bond Successor Agency Bonds 274 City of Madera | 2024-2025 Operating Budget
Capital Funds &
Projects
(70000000) Roads/Streets Capital Projects
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4360 Transfer-In CIP - 4,323 - - - 0.00%
Total Revenue $ - $ 4,323 $ - $ - $ -
7050 Construction/Infrastructure 4,323 - - - - 0.00%
Total Expense $ 4,323 $ - $ - $ - $ -
Total Net Surplus/(Deficit) $ (4,323) $ 4,323 $ - $ - $ - 276 City of Madera | 2024-2025 Operating Budget
(70103400) General Capital Projects
FY 21/22 FY 22/23 FY 23/24 FY 23/24 FY 24/25 PCT
Object Object Description ACTUALS ACTUALS ACTUALS BUDGET PROPOSED CHANGE 4355 Transfer-In 225,773 505,223 1,315,465 1,315,465 1,345,717 2.30% 4360 Transfer-In CIP - - - 130,000 - -100.00%
4659 Refunds and Reimbursements 100,000 - - - - 0.00%
Total Revenue $ 325,773 $ 505,223 $ 1,315,465 $ 1,445,465 $ 1,345,717 7030 Facilities And Improvements 597 (654,538) - - 30,644 0.00% 7050 Construction/Infrastructure - - - 130,000 - -100.00% 8000 Interest Expense 527,353 505,220 482,465 482,465 459,073 -4.80% 8001 Principal Payment 788,000 810,000 833,000 833,000 856,000 2.80% Total Expense $ 1,315,950 $ 660,682 $ 1,315,465 $ 1,445,465 $ 1,345,717 Total Net Surplus/(Deficit) $ (990,177) $ (155,459) $ 0 $ - $ - 2024-2025 Operating Budget | City of Madera 277
Capital Improvement Program
City of Madera, California
PROJECTS BY DEPARTMENT
'24/'25 thru '28/'29
Department Project # '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total Airport
AIR-0001 - T-Hangar Development Phase 1 AIR-0001 0 0
AIR-0002 - Tee Hangar Development Const-II AIR-0002 0 0 0 0 0 AIR-0003 - Commercial Hangar Develp Extend-III AIR-0003 0 0 AIR-0004 - Runway 12-30 Mill & Fill AIR-0004 330,000 5,683,000 6,013,000 AIR-0005 - Taxiway Mill & Fill AIR-0005 1,617,000 1,617,000 AIR-0006 - Airport Layout Plan & GIS Survey AIR-0006 250,000 250,000 AIR-0007 Pavement Maintenance Management Plan AIR-0007 0 0 Airport Total 250,000 330,000 0 7,300,000 7,880,000
Community Development
CD-00001 City Hall Relocation & Expansion CD-00001 500,000 500,000 Community Development Total 500,000 500,000
Engineering
ALY-0004 ALLEY PAVING 2024 - NORTHWEST ALY-0004 111,000 614,000 725,000 ALY-0005 - ALLEY PAVING 2024 - SOUTHWEST ALY-0005 111,000 614,000 725,000 ALY-0006 - ALLEY PAVING 2024 - NORTHEAST ALY-0006 140,000 800,000 940,000 B-000002 Westberry Bridge Construction B-000002 145,000 16,600,000 16,745,000 B-000004 BPMP Rehab/Repair of 3 Bridges B-000004 396,000 396,000 B-000005 Granada Pedestrian Bridge B-000005 180,000 2,090,000 2,270,000 B-000006 CLARK STREET BRIDGE B-000006 84,000 583,000 667,000 CD-00003 - ENGINEERING DIVISION SIGN REHAB CD-00003 30,644 30,644 CURRENT DEVELOPER REIMBURSEMENTS DEVREMCUR 218,218 218,218 FUTURE DEVELOPER REIMBURSEMENTS DEVREMFUTURE 3,867,009 3,867,009 ENG A Federal/State-Local Match ENG A 80,000 80,000 80,000 80,000 80,000 400,000 ENG F CIP Engineering ENG F 598,800 611,000 629,000 648,000 668,000 3,154,800 ENG S LTF FAIR SHARE AVE 17 vicinity SR99 ENG S 524,296 524,296 ENG-000C Traffic Warrants ENG-000C 25,000 25,000 25,000 25,000 25,000 125,000 ENG-000G Pavement Management Program (PMP) ENG-000G 70,000 100,000 170,000 MUP-UDII Master Utility Plan Update, II MUP-UDII 973,333 973,333 PK-00048 Tulare/Cleveland/Raymond Bike Path PK-00048 30,000 315,000 345,000 PK-00081 Parks & Rec Facilities Paving Project PK-00081 642,172 642,172 R-000010 Olive Ave Widening-Gateway to Knox R-000010 1,140,000 5,958,000 7,098,000 R-000031 Misc. Transportation Projects/Planning R-000031 188,000 194,000 200,000 206,000 212,000 1,000,000 R-000032 UPPR Crossing - Street Approach R-000032 80,000 80,000 80,000 80,000 80,000 400,000 R-000037 Raymond Rd Shoulder-n/o Cleveland R-000037 274,500 274,500 R-000041 Concrete Projects - Share Program R-000041 20,000 20,000 20,000 20,000 20,000 100,000 R-000046 Lake St Widening-Fourth to Cleveland R-000046 400,000 400,000 7,200,000 8,000,000 R-000050 Pine St Reconstr-Howard to Fourth St R-000050 50,000 540,000 590,000 R-000054 Cleveland Ave Widen-Schnoor to SR99 R-000054 360,000 4,000,000 4,360,000 R-000057 Lake-Fourth-Central Intersection R-000057 1,043,500 1,043,500 R-000058 Schnoor Ave Sidewalk-Sunset to River R-000058 527,600 527,600 R-000060 Storey Rd Shoulder Paving R-000060 438,300 438,300 R-000064 ADA Walkability Sidewalks Program R-000064 80,000 80,000 80,000 80,000 80,000 400,000 Capital Improvement Plan - DRAFT FY 24/25 278 City of Madera | 2024-2025 Operating Budget Page 1 Tuesday, June 25, 2024 Department Project # '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total R-000067 Pecan Ave Shoulder Paving R-000067 535,100 535,100 R-000079 RMRA Seals/Overlays 2021-22 R-000079 2,260,000 2,260,000 R-000080 RMRA Seals/Overlays 2022-23 R-000080 2,050,000 2,050,000 R-000081 2022-23 City Streets 3R & ADA Project R-000081 1,387,000 1,387,000 R-000082 Almond Ave Extension - Pine to Stadium R-000082 605,000 200,000 6,100,000 6,905,000 R-000087 Almond/Pine/Stadium Traffic Study R-000087 83,950 83,950 R-000093 Washington School Sidewalks CMAQ R-000093 678,000 678,000 R-000094 Sidewalk Improvements Var Locations R-000094 3,375,000 3,375,000 R-000096 Caltrans Downtown Madera CAPM Project R-000096 1,000,000 2,000,000 3,000,000 R-000097 CLINTON AVE SEWER & WATER R-000097 985,000 985,000
IMPROVEMENTS
R-000098 - RMRA Seals/Overlays 2023-24 R-000098 1,595,479 1,595,479 R-000099 - FY24 STREET REHAB AND RECON R-000099 2,400,000 2,400,000
PROJECT
R-000100 Clinton Street Ped Facilities R-000100 30,000 170,000 200,000 R-000101 D Street and Clark Street Ped Facilities R-000101 35,000 195,000 230,000 R-000102 Howard & Granada Ped Facilities R-000102 39,000 221,000 260,000 R-000103 - LOCAL ROADWAY SAFETY PLAN R-000103 423,150 423,150
DEVELOPMENT
R-000104 - RMRA SEALS/OVERLAYS 2024-25 R-000104 1,700,000 1,700,000 S-000012 Schnoor Ave Trunk Sewer Rehab S-000012 1,150,000 1,150,000 S-000995 Road 28 Sewer Loan Repayment S-000995 4,000 4,000 4,000 4,000 4,000 20,000 S-000996 Southeast Quad Sewer Improvement S-000996 455,000 455,000 S-000997 Northeast Quad Sewer Improvement S-000997 208,602 208,602 S-000998 Northwest Quad Sewer Improvement S-000998 352,000 352,000 SD-00017 G St Storm Drain Improvements SD-00017 118,410 51,590 1,361,500 1,531,500 SD-00018 Sunset Avenue Pipeline SD-00018 287,500 3,162,800 3,450,300 SD-00019 Lake Street Pipeline Clark to Wessmith SD-00019 40,000 210,000 250,000 SD-00020 Lake St Pipeline 80' n/o Kennedy to Clark SD-00020 30,000 150,000 180,000 SD-00021 HOWARD ROAD STORM DRAIN PIPE SD-00021 670,000 140,000 7,119,250 7,929,250 SD-000997 NW Quad Storm Drain Improvement SD-000997 7,400,000 7,400,000 SD-000998 SE Quad Storm Drain Improvements SD-000998 17,500,000 17,500,000 SD-13-PX Retention Basin Land Acquisition SD-13-PX 40,000 70,000 40,000 40,000 190,000 SD-14-P11 Granada Dr/Ave 12.5 Retention Basin SD-14-P11 100,000 100,000 SD-15-P7 Ellis St/Krohn St Retention Basin SD-15-P7 100,000 100,000 SS-00000 Engineering Support for Sewer Projects SS-00000 25,000 25,000 25,000 25,000 25,000 125,000 SS-00006 Fairgrounds Liftstation-VFD SS-00006 2,005,000 2,005,000 SS-00008 2018 Sewer Manhole Project SS-00008 130,000 130,000 SS-00009 2018 Sewer Repairs SS-00009 4,174,000 4,174,000 SS-00010 Airport Lift Station Pumps Replacement SS-00010 170,000 170,000 SS-00011 Mainberry Sewer - Howard to Sunset SS-00011 105,000 640,000 745,000 SS-00012 Doubletree Sewer - Westberry to Liberty SS-00012 175,000 175,000 SS-00013 Pecan Ave Parallel Sewer Main SS-00013 2,046,700 2,046,700 SS-00014 Avenue 13 Sewer Trunk Main Rehabilitation SS-00014 14,420,000 7,150,000 21,570,000 SS-00015 SEWER LIFT STATION R&R SS-00015 200,000 200,000 S-STDY-1 Sewer System Assess/Rehab Phase 2 S-STDY-1 140,563 140,563 S-STDY-2 Sewer Asset Mgmt Software S-STDY-2 75,000 75,000 S-VI-002 Sewer Main Video Inspection Phase 2 S-VI-002 695,000 150,000 150,000 150,000 150,000 1,295,000 TS-00023 HOPYQ Intersection Traffic Signals TS-00023 297,000 297,000 TS-00024 Cleveland/Granada Dr Traffic Signal TS-00024 549,000 549,000 TS-00030 Miscellaneous Traffic Safety Items TS-00030 20,000 20,000 20,000 20,000 20,000 100,000 TS-00032 D St/South St Traffic Signal TS-00032 613,250 613,250 TS-00034 Granada Dr Pedestrian Improvements TS-00034 304,240 304,240 TS-00035 LAKE & SHERWOOD TRAFFIC SIGNAL TS-00035 750,000 750,000 W-000000 Engineering Support for Water Projects W-000000 25,000 25,000 25,000 25,000 25,000 125,000 W-000004 Water Main Upgrades - Locations 13-23 W-000004 2,415,000 2,415,000 W-000006 H St-Water Main Upgrades W-000006 50,000 650,000 700,000 W-000008 10th St-Water Main Upgrades W-000008 50,000 1,600,000 1,650,000 Capital Improvement Plan - DRAFT FY 24/25 2024-2025 Operating Budget | City of Madera Page 2 Tuesday, June 25, 2024 279 Department Project # '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total W-000009 Gateway-Riverside River Crossing W-000009 460,000 460,000 W-000026 Water Tower Demolition W-000026 60,000 660,000 720,000 W-000031 Manual Read Water Meter Replacements/AMR W-000031 214,796 214,796 W-000032 2018-19 New Water Meter Installations W-000032 3,000,000 3,000,000 W-000033 Residential AMR Water Meter Replacements W-000033 604,000 1,040,000 1,040,000 575,000 3,259,000 W-000038 Well 27 Rehabilitation W-000038 165,000 1,810,000 1,975,000 W-000039 2022 Year 2 Pipeline Replacements W-000039 2,130,000 2,130,000 W-000040 2021 Year 1 Pipeline Replacements W-000040 2,420,000 2,420,000 W-000041 2021 Leak Detection CIP W-000041 255,000 255,000 W-000043 SR145 WATER MAIN REPLACEMENTS W-000043 5,703,000 5,703,000 W-GW-001 Water Well 37-Install Pump W-GW-001 2,770,000 2,770,000 W-GW-003 Water Well 36- SR145/Indigo W-GW-003 120,000 2,600,000 2,720,000 W-PSW-45 Almond Ave Water Main, Pine-Stadium W-PSW-45 88,000 188,000 276,000 W-STDY-2 Water System Condition Assess/Rehab W-STDY-2 296,000 296,000 W-STDY-3 Water Asset Mgmt Software W-STDY-3 150,000 150,000 W-T-0001 Water Storage Tank Installation W-T-0001 2,550,000 25,280,000 27,830,000 Engineering Total 77,334,095 57,553,415 16,923,840 35,202,300 33,554,602 220,568,252 Fire Department
FD-00004 Fire station 56 Upgrades & Improvements FD-00004 100,000 100,000 FD-00005 Fire station 57 Upgrades & Improvements FD-00005 100,000 100,000 FD-00006 Fire station 58 Upgrades & Improvements FD-00006 134,340 134,340 Fire Department Total 334,340 334,340
Parks & Community Services
PK-00001 Ped/Bike Facilities PK-00001 100,000 40,000 50,000 50,000 100,000 340,000 PK-00013 Sunrise Rotary Sports Complex PK-00013 150,000 1,700,000 1,850,000 PK-00056 Bike/Ped Path, FRT-Cleveland Ave PK-00056 45,000 339,000 384,000 PK-00058 FRT-Granada to MID, North Bank PK-00058 40,000 156,000 196,000 PK-00064 India Park PK-00064 200,000 200,000
PK-00067 James Taubert Park PK-00067 1,917,254 1,917,254 PK-00068 North/West Land Acquisition PK-00068 300,000 300,000 PK-00069 South/East Land Acquisition PK-00069 300,000 300,000 PK-00070 Sunset Park Development PK-00070 725,000 725,000 PK-00071 Town & Country Connectivity Project PK-00071 1,663,750 1,663,750 PK-00073 McNally Park Rehabilitation PK-00073 50,000 50,000 PK-00074 Parkwood Park Rehabilitation PK-00074 100,000 100,000 PK-00078 REHABILITATION AT PAN AMERICAN PK-00078 100,000 100,000 CENTER
PK-00079 TOWN & COUNTRY PARK BATTING CAGES PK-00079 70,000 70,000 Parks & Community Services Total 3,951,004 1,050,000 2,445,000 650,000 100,000 8,196,004 Public Works
PWTRANS - PUBLIC WORKS STREETS DEPT. PWTRANS 2,781,975 2,970,000 3,070,000 3,170,000 3,170,000 15,161,975
ACTIVITY
RM-00001 Rtne Maint City Bridges Fresno RVR RM-00001 80,000 80,000 80,000 80,000 80,000 400,000 W-000029 Downtown Valve Replacement W-000029 390,000 390,000 W-000034 South St Water Tower Exterior Rehab W-000034 134,030 134,030 W-000036 4th/Gateway Line and Valve W-000036 80,000 990,000 1,070,000 W-000042 Chlorine Analyzers & Generators W-000042 481,000 175,000 656,000 W-000044 WELL 16 DEMOLITION W-000044 95,000 95,000
WWTP23-01 - WWTP CENTRIFUGE UNITS WWTP23-01 1,266,000 1,266,000 WWTP23-02 - HEADWORKS & PIPELINE CIPP LINING WWTP23-02 1,198,000 1,198,000 WWTP23-03 - SLUDGE BELT THICKENER WWTP23-03 777,000 777,000 Capital Improvement Plan - DRAFT FY 24/25 280 City of Madera | 2024-2025 Operating Budget Page 3 Tuesday, June 25, 2024 Department Project # '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total WWTP23-04 - WWTP PERIMETER FENCING WWTP23-04 348,000 348,000 WWTP23-05 - WWTP WASTE GAS FLARE UNIT WWTP23-05 115,000 548,000 663,000 (DIGESTOR)
WWTP24-01 - 2024 Improvement Project WWTP24-01 8,460,000 8,460,000 Public Works Total 14,163,005 6,806,000 3,150,000 3,250,000 3,250,000 30,619,005 RDA Successor Agency
RDA-16-01 Adell St Utility Project RDA-16-01 50,000 1,735,000 1,785,000 RDA-16-07 Adelaide Subdivision RDA-16-07 1,598,478 1,598,478 RDA-17-02 Yosemite Lot Development RDA-17-02 550,970 550,970 RDA-18-02 Adell St Interconnect, Kennedy & Adell RDA-18-02 265,000 265,000 RDA Successor Agency Total 50,000 2,550,970 1,598,478 4,199,448 Transit Program
TRANS-01 Madera Transit Center Trans-01 85,526 85,526
Trans-10 AHSC Transit Developments Trans-10 642,928 642,928 TRANS-11 Transit Center Charging Station Project TRANS-11 67,118 599,667 666,785 TRANS-12 BUS SHELTER RELOCATION TRANS-12 400,000 400,000 Transit Program Total 1,195,572 599,667 1,795,239
GRAND TOTAL 97,278,016 68,890,052 24,117,318 46,402,300 37,404,602 274,092,288 Capital Improvement Plan - DRAFT FY 24/25 2024-2025 Operating Budget | City of Madera Page 4 Tuesday, June 25, 2024 281 282 City of Madera | 2024-2025 Operating Budget Purpose Fund Department Amount Fund Department Amount Dial A Ride Fund Finance - Transit 28,500 $ Equipment Fund Finance - Fleet 57,000 $ To cover maintenance costs on Transit vehicles. Fixed Route Fund Finance - Transit 28,500 General Fund Central Admin 11,524 $ General Capital Projects Engineering 1,315,073 $ Solar Lease Payment General Fund Police 40,611 General Fund Fire 25,070 General Fund Parks Admin 32,684 General Fund Recreation 274 General Fund Sr. Citizen Com. Service 699 General Fund Aquatics Program 7,113 General Fund Comm & Rec Centers 53,117 Measure K - Police Police 6,786 Faciliites Public Works 267,942 Madera Transit Center Transit 12,381 Parking Grants 2,223 Drainage System Public Works 20,916 Sewer Maintenance Public Works 20,885 Waste Water Treatment Plant Public Works 258,307 General Fund Engineering 4,302 Water Operations Public Works 513,469 Airport Public Works 36,770 Non-Housing Tax Increment Successor Agency 2,865,696 $ Successor Agency Debt Service Fund Successor Agency 2,865,696 $ To cover Successor Agency annual debt service. CFD 2006-1, KB Homes Finance 185,133 $ CFD Debt Fund - 2006 Bonds Finance 185,133 $ Annual Debt Service Payment General Fund Finance 158,459 $ Zone 1 Activities Landscape Maintenance Zones 581 $ General Fund Subsidy to Cover FY 24 Expenditures Zone 3 Activities Landscape Maintenance Zones 4,012 Zone 5 Activities Landscape Maintenance Zones 4,151 Zone 6B Activities Landscape Maintenance Zones 518 Zone 7 Activities Landscape Maintenance Zones 6,804 Zone 8 Activities Landscape Maintenance Zones 2,722 Zone 9 Activities Landscape Maintenance Zones 2,720 Zone 10A Activities Landscape Maintenance Zones 3,243 Zone 10D Activities Landscape Maintenance Zones 680 Zone 10G Activities Landscape Maintenance Zones 1,343 Zone 10H Activities Landscape Maintenance Zones 2,541 Zone 12 Activities Landscape Maintenance Zones 10,381 Zone 13 Activities Landscape Maintenance Zones 6,127 Zone 14 Activities Landscape Maintenance Zones 176 Zone 15B Activities Landscape Maintenance Zones 1,779 Zone 16 Activities Landscape Maintenance Zones 1,578 Zone 17A Activities Landscape Maintenance Zones 6,903 Zone 17C Activities Landscape Maintenance Zones 2,215 Zone 17D Activities Landscape Maintenance Zones 3,421 Zone 20B Activities Landscape Maintenance Zones 7,769 Zone 21A Activities Landscape Maintenance Zones 46,131 Zone 23 Activities Landscape Maintenance Zones 1,958 Zone 25C Activities Landscape Maintenance Zones 2,521 Zone 26 Activities Landscape Maintenance Zones 2,499 Zone 26B Activities Landscape Maintenance Zones 531 Zone 26D Activities Landscape Maintenance Zones 5,379 Zone 27B Activities Landscape Maintenance Zones 3,845 Zone 30 Activities Landscape Maintenance Zones 1,840 Zone 31A Activities Landscape Maintenance Zones 21,205 Zone 36B Activities Landscape Maintenance Zones 528 Zone 50 Activities Landscape Maintenance Zones 1,166Zone 52 Activities Landscape Maintenance Zones 1,192 Transfer Schedule
FY 24-25 Budget
From To
Transfer Schedule
2024-2025 Operating Budget | City of Madera 283
CFD 2005-1, City Wide Services Finance 300,000 $ General Fund Finance 316,440 $ Payment for City Services Provided Within CFDs CFD 2012-1, Public Service Finance 9,750
CFD 2013-1 Madera Family Apts Finance 6,690Opioid Settlement Fund Central Admin 70,000 $ Police Grants Fund Police 70,000 $ Use of Opioid Settlement Funds for officer salaryGeneral Fund Police -General Fund Finance 698,235 $ General Grants Fund Finance 8,781 $ To cover cost of Lump Sum employee stipend and additional Health Insurance costs.
Measure K - Police Fund Police 93,229Water Fund Public Works 139,009 Sewer Fund Public Works 145,296
Airport Fund Public Works 13,281Fleet Acquisition Finance 1,793Equipment Mgt. Fund Finance 19,888Facilties Fund Public Works 85,006IT Fund Information Technology 18,716Housing Development Fund Finance 3,172Drainage Fund Public Works 35,002Solid Waste Public Works 37,974Police Grants Fund Police 97,088 Non-Housing Tax Increment Successor Agency 250,000 $ Successor Agency Admin Successor Agency 250,000 $ To cover administrative costs for the Successor AgencyFacilities Public Works 396,000 $ Deferred Maintenance Public Works 396,000 $ To set up funding for new Deferred Maintenance fundEquipment Fund Finance 3,439,000 $ Fleet Acquisition Fund Finance 3,439,000 $ To set up funding in new Fleet Acquisition FundIT Fund Information Technology 1,212,445 $ IT Equipment Fund Information Technology 1,212,445 $ To set up funding in new IT Eqiupment FundWaste Water Development Impact Fee Fund Engineering 250,000 $ Sewer Operating Public Works - Sewer 250,000 $ Transfer to cover new development's portion of Waste Water BondDevelopment Impact Fee - Police Fund Engineering 128,771 $ General Fund Police 128,771 $ Transfer to cover new development's portion of additional Police costsAdmin Services Development Impact Fee Fund Engineering 15,000 $ General Fund Engineering 15,000 $ Transfer to cover engineering services proved to development impact fee fundsDevelopment Impact Fee - Drainage Existing Area Engineering 13,400 $ Drainage Operating Fund Public Works 40,000 $ To cover the cost of retention basin land acquisitionDevelopment Impact Fee - Drainage NE Quadrant Engineering 13,300Development Impact Fee - Drainage NW Quadrant Engineering 13,300General Fund Police 259,368 $ Police Grants Fund Police 259,368 $ Grant match paymentGeneral Fund Public Works 110,000 $ Fleet Equipment Finance 400,000 $ Purchase of a tractor for Streets and Dump Truck for Safe & Clean TeamGeneral Fund Public Works 290,000Drainage Fund Public Works 45,000 $ General Fund Engineering 45,000 $ To cover cost of drainage engineering servicesGeneral Fund Finance 127,935 $ Housing Development Fund Finance 127,935 $ To supplement funding for HOME PJ programARPA Finance 9,046,835 $ Sewer Fund Public Works 9,046,835 $ ARPA Funded ProjectsMeasure K - Police Police 112,000 $ General Fund Finance 112,000 $ Annual repayment amount on loan made by General Fund in 2018Local Transportation Fund Engineering 598,800 $ General Fund Engineering 598,800 $ Transfer to cover engineering services provided to transportation projects.Solid Waste Operations Fund Public Works 390,000 $ General Fund Public Works - Streets 390,000 $ To cover alley paving contract costs.Solid Waste Operations Fund Public Works 44,000 $ General Fund Police - Graffiti Abatement 44,000 $ To cover cost of graffiti abatement.Solid Waste Operations Fund Public Works 18,903 $ General Fund Police - Code Enforcement 18,903 $ Transfer to cover Code Enforcement activity related to solid waste issuesSolid Waste Operations Fund Public Works 120,000 $ General Fund Parks 120,000 $ To cover the cost of garbage collection services provided by Parks employees.Measure T Street Maintenance Engineering 860,000 $ General Fund Public Works-Streets 860,000 $ Transfer Measure T for Operational CostsWater Operations Fund Public Works 60,000 $ General Fund Parks 60,000 $ To cover cost of ponding basins on Parks property. 284 City of Madera | 2024-2025 Operating Budget Gas Tax - Street Maintenance Engineering 43,000 $ General Fund Engineering 43,000 $ To cover cost of streets engineering services Gas Tax - Street Maintenance Public Works 74,682 $ General Fund Public Works- Streets 74,682 $ Loan Repayment to General Fund Gas Tax - Street Maintenance Public Works 1,690,732 $ General Fund Public Works - Streets 1,500,000 $ Transfer Gas Tax For Operational Costs General Fund Police - Graffiti Abatement 40,000 General Fund Parks - Median Landscaping 150,732 General Fund Engineering 30,644 $ General Capital Projects Fund Engineering 30,644 $ To cover cost of Enginneering Division Sign project. General Fund Police 32,541 $ Police Grants Fund Police 32,541 $ To partially cover costs of Police Officer assigned to Opioid Prevention Police Grants Fund Police 300,000 $ General Fund Public Works 300,000 $ To cover Safe and Clean Team costs. Total 25,651,692 $ 25,651,692 $
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: August 21, 2024
_________________________________ Agenda Number: ___________ Keith Helmuth, P.E., Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Initiating Annexation Proceedings of properties into the City of Madera Landscape Maintenance District (LMD) Zones of Benefit 1 & 51
RECOMMENDATION:
Adopt Resolutions to:
1. Initiate Proceedings Pursuant to the Landscaping and Lighting Act of 1972 for the Annexation of Property into the City’s LMD Zone of Benefit 1, to Review the Assessments for Fiscal Year 2024/25, and Setting a Public Hearing
2. Initiate Proceedings Pursuant to the Landscaping and Lighting Act of 1972 for the Annexation of Properties into the City’s LMD Zones of Benefit 51, to Review the Assessments for Fiscal Year 2024/25, and Setting a Public Hearing SUMMARY:
As part of the entitlement approval process, the following projects included a requirement to annex into one of the City’s existing LMD Zones of Benefit for perpetual maintenance of landscaping:
Full Throttle Suspension: On February 19, 2019, the City approved Conditional Use Permits 2019-03 & 2019-04, and Site Plan Review 2019-05. Applicable Zone of Benefit - 1 Specialty Crop: On June 21, 2021, the City approved Site Plan Review 2021-08. Applicable Zone of Benefit - 1
In-N-Out: On April 12, 2022, the City approved Conditional Use Permit 2021-19 and Site Plan Review 2021-39. Applicable Zone of Benefit - 51
California Custom Processing: On February 15, 2021, the City approved Site Plan Review 2023-21. Applicable Zone of Benefit – 51
D-2
Amond World Phase I: On March 8, 2022, the City approved Site Plan Review 2021-41 and Mitigated Negative Declaration 2021-61. Applicable Zone of Benefit - 51 Amond World Phase II: On November 30, 2021, the City approved Site Plan Review 2022-
26. Applicable Zone of Benefit – 51
Fast Track Car Wash: On June 8, 2021, the City approved Conditional Use Permit 2020-12 Site Plan Review 2020-15. Applicable Zone of Benefit – 51 Fresno Madera Farm Credit: On February 19, 2021, the City approved Site Plan Review 2021-05. Applicable Zone of Benefit – 51
DISCUSSION:
As a condition of acceptance, the previously described properties are required to be annexed into one of the City’s LMD Zones of Benefit. All property owners have signed a Landowner’s Consent for annexation into their respective LMD Zone of Benefit, annexation into a City LMD zone covers the cost of shared landscaping in the City right-of-way within each project’s respective Zone of Benefit. LMD zones, in addition to landscaping, can include components such as maintaining masonry walls, storm water holding ponds, and roundabouts. These are not however typical to the City.
FINANCIAL IMPACT:
Properties will be responsible for participating in the cost of maintaining existing and proposed landscaping within the subject zone. As such, there are no financial impacts to the General Fund so long as assessments are adjusted in a timely manner. The amount of each assessment is as follows:
Table 1: Assessment Amounts
Property Assessor’s Parcel # Annual Assessment
per Parcel
Full Throttle Suspension 013-050-006 $325.00
Specialty Crop 013-050-011 $50.00
In-N-Out 006-390-033 $90.42
California Custom Processing 013-200-012 $188.44
California Custom Processing 013-200-013 $96.35
Amon World Phase I 013-200-005 $928.61
Amon World Phase II 013-200-004 $917.31
Fast Track Car Wash 003-250-028 $72.42
Fresno Madera Farm Credit 013-210-009 $76.23
ALTERNATIVES:
The City Council is presented with several alternatives regarding landscape maintenance districts (LMDs):
1. No Action and Request Additional Information: The Council may choose not to take any action at this time and request additional information or analysis. This would allow for further review and consideration before making a decision.
2. Not Adopt Resolution Initiating Annexation Proceedings: The Council may decide not to adopt the resolution initiating annexation proceedings into the existing LMD zones.
Should the Council choose not to proceed with annexation proceedings, the goal of spreading costs to as many eligible parcels as possible will be negatively impacted. This could result in higher costs for the current parcels within the LMD zones and reduced efficiency in maintaining the landscape areas.
ATTACHMENTS:
1. Zone Location Map
2. Resolution – Initiation of Proceedings for Annexation into Zone of Benefit 1 Exhibit A – Zone of Benefit 1 Zone Location Map
Exhibit B – Property to be Annexed into Zone of Benefit 1 Diagram Exhibit C – Assessment Amounts
Exhibit D – Annexation Consent and Protest Waiver, Full Throttle Suspension Exhibit E - Annexation Consent and Protest Waiver, Specialty Crop
3. Resolution – Initiation of Proceedings for Annexation into Zone of Benefit 51 Exhibit A – Zone of Benefit 51 Zone Location Map
Exhibit B – Property to be Annexed into Zone of Benefit 51 Diagram Exhibit C – Assessment Amounts
Exhibit D – Annexation Consent and Protest Waiver – In-N-Out Exhibit E – Annexation Consent and Protest Waiver – California Custom Processing Exhibit F – Annexation Consent and Protest Waiver – Amon World Phase I Exhibit G – Annexation Consent and Protest Waiver – Amon World Phase II Exhibit H – Annexation Consent and Protest Waiver – Fast Track Car Wash Exhibit I – Annexation Consent and Protest Waiver – Fresno Madera Farm Credit
Attachment 1
Zone Location Map
Attachment 2
Resolution for Initiation of Proceedings for Annexation into Zone of Benefit 1 RESOLUTION NO. 24-_____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA INITIATING PROCEEDINGS PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 FOR THE ANNEXATION OF PROPERTY INTO
CITY OF MADERA LANDSCAPE MAINTENANCE DISTRICT (LMD) ZONE OF BENEFIT 1, TO REVIEW THE IMPROVEMENTS AND ASSESSMENTS FOR FISCAL YEAR 2024-2025, AND SETTING A PUBLIC HEARING
WHEREAS, the Landscaping and Lighting Act of 1972 (“Act”) provides and establishes procedures for annexing properties to an existing Landscaping and Lighting Assessment District; and
WHEREAS, the City of Madera LMD (District) was formed by Resolution No. 91-67, approved June 17, 1991, pursuant to Part 2 of Division 15 of the Streets and Highways Code (Landscape and Lighting Act of 1972), herein the “Act” to levy and collect assessments to cover the cost of maintaining all landscaping, and irrigation systems within the District public right-ofway; and WHEREAS, not only will annexing this new development into the existing District ensure that all benefitting parcels share equally in the costs to maintain the improvements, but consolidating the benefitting developments into a single assessment district will facilitate their management by the City; and
WHEREAS, the proceedings for the annexation of the aforementioned tracts and public lands to the District are authorized by and will be conducted pursuant to the provisions of the Landscaping and Lighting Act of 1972, Part 2 (commencing with Section 22500) of Division 15 of the California Streets and Highways Code; and
WHEREAS, pursuant to Streets and Highways Code section 22608, resolutions, reports, notices of hearing, and the right of majority protest may be waived with the written consent of all landowners of the territory to be annexed; and
WHEREAS, Full Throttle Suspension is the landowner of the property proposed for annexation and generally located on Falcon Drive, just North of Avenue 16, and Specialty Crop is the landowner of the property proposed for annexation and generally located on Airport Drive, just South of Yeager Drive, as further described or depicted on Exhibit A (“Subject Property”) and diagrammed in Exhibit B; and
WHEREAS, Full Throttle Suspension and Specialty Crop have provided a petition for annexation and written consent to waiver of resolutions, reports, notices of hearing, and the right of majority protest regarding the Subject Properties, as well as consenting to the amount of the proposed levy for the current fiscal year; and
WHEREAS, as a result, no report by the City Engineer is required to be prepared and filed with the City Clerk which outlines the land to be annexed, etc.; and WHEREAS, this City Council now desires to proceed to adopt this Resolution of Intention to declare its intent to annex the Subject Property into LMD Zone of Benefit 1, and to set and specify the levy and collection of assessments, and to set a time and place for a public hearing relating to the annexation of the subject property into LMD Zone of Benefit 1.
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 City Council proposes to annex the Subject Property into LMD Zone of Benefit 1 of City of Madera City of Madera Landscape Maintenance District formed by the City Council for the City of Madera per Resolution No. 91-67, approved June 17, 1991, pursuant to Part 2 of Division 15 of the Streets and Highways Code and pursuant to the Landscaping and Lighting Act of 1972 (Section 22500 and following, Streets and Highways Code). The property proposed to be annexed is identified on Exhibit “A” and diagrammed in Exhibit “B”.
3. The Subject Property proposed to be annexed and to be specifically charged for the improvements shall include all of the land identified on Exhibit “A” and shall be designated part of LMD Zone of Benefit 1
4. The improvements which are provided for the properties within City of Madera Landscape Maintenance District, and which shall be provided for the property within LMD Zone of Benefit 1 by and through the assessments levied annually thereon shall include the following:
a. The installation or planting of landscaping, including, but not limited to, street trees, parkways, and median islands; and
b. The installation or construction of irrigation systems; and c. The maintenance and servicing of any of the foregoing.
5. The City Engineer of the City of Madera is hereby designated the engineer for the annexation proceedings. The City Council finds that the landowner has presented a written consent, and that the engineer is not required to prepare and file with the City Clerk a report in accordance with Article 4 of Chapter 1 of the Landscaping and Lighting Act of 1972 for the annexation proceedings, consistent with the Landscaping and Lighting Act of 1972.
6. The City Engineer is hereby directed to review, and modify the assessments levied against parcels previously within LMD Zone of Benefit 1 district boundaries in accordance with Article 4 of Chapter 1 of the Landscaping and Lighting Act of 1972 for the annexation proceedings, as required by Chapter 2 of Part 2 of Division 15 of the Landscaping and Lighting Act of 1972. The proposed assessments upon the lots and parcels of land are set forth in Exhibit “C.”
7. Notice is given that on October 30, 2024, at the hour of 6:00 p.m., in the regular meeting place of the City Council being the Council Chambers located at 205 W.
Fourth Street, Madera, California 93637, a public hearing will be held where this City Council will consider the authorization for the annexation of the Subject Property into City of Madera Landscape Maintenance District Zone of Benefit 1, the proposed assessment of the levy with the Subject Property and all other matters as set forth in this Resolution of Intention. Pursuant to the petition, all of the landowner(s) within the Subject Property have waived all applicable resolutions, reports, notices of hearing, and the right of majority protest.
At such public hearing, the testimony or protest of all interested persons for or against the annexation of the Subject Property or the imposition of levy of assessments within the Subject Property will be heard.
8. This resolution is effective immediately upon adoption. * * * * * * * * * * * * *
Exhibit A
Zone of Benefit 1 Zone Location Map
Exhibit B
Property to be Annexed into Zone of Benefit 1 Diagram
Exhibit C
Assessment Amounts
Property Assessor’s Parcel # Assessment per Parcel
Full Throttle Suspension 013-050-006 $325.00
Specialty Crop 013-050-011 $50.00
Exhibit D
Annexation Consent and Protest Waiver - Full Throttle Suspension
Exhibit E
Annexation Consent and Protest Waiver – Specialty Crop
Attachment 3
Resolution for Initiation of Proceedings for Annexation into Zone of Benefit 51 RESOLUTION NO. 24-_____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA INITIATING PROCEEDINGS PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 FOR THE ANNEXATION OF PROPERTY INTO
CITY OF MADERA LANDSCAPE MAINTENANCE DISTRICT (LMD) ZONE OF BENEFIT 51, TO REVIEW THE IMPROVEMENTS AND ASSESSMENTS FOR FISCAL YEAR 2024-2025, AND SETTING A PUBLIC HEARING
WHEREAS, the Landscaping and Lighting Act of 1972 (“Act”) provides and establishes procedures for annexing properties to an existing Landscaping and Lighting Assessment District; and
WHEREAS, the City of Madera Landscape Maintenance District (District) was formed by Resolution No. 91-67, approved June 17, 1991, pursuant to Part 2 of Division 15 of the Streets and Highways Code (Landscape and Lighting Act of 1972), herein the “Act” to levy and collect assessments to cover the cost of maintaining all landscaping, and irrigation systems within the District public right-of-way; and
WHEREAS, not only will annexing this new development into the existing district ensure that all benefitting parcels share equally in the costs to maintain the improvements, but consolidating the benefitting developments into a single assessment district will facilitate their management by the City; and
WHEREAS, the proceedings for the annexation of the aforementioned tracts and public lands to the District are authorized by and will be conducted pursuant to the provisions of the Landscaping and Lighting Act of 1972, Part 2 (commencing with Section 22500) of Division 15 of the California Streets and Highways Code; and
WHEREAS, pursuant to Streets and Highways Code section 22608, resolutions, reports, notices of hearing, and the right of majority protest may be waived with the written consent of all landowners of the territory to be annexed; and
WHEREAS, In-N-Out, California Custom Processing, Amon World Phase I, Amon World Phase II, Fast Track Car Wash, and Fresno Madera Farm Credit are the landowners of the properties proposed for annexation and located at multiple locations as further described or depicted on EXHIBIT “A” (“Subject Property”) and diagrammed in Exhibit “B”; and WHEREAS, Property owners have provided a petition for annexation and written consent to waiver of resolutions, reports, notices of hearing, and the right of majority protest regarding their Subject Property, as well as consenting to the amount of the proposed levy for the current fiscal year; and
WHEREAS, as a result, no report by the City Engineer is required to be prepared and filed with the City Clerk which outlines the land to be annexed, etc.; and WHEREAS, this City Council now desires to proceed to adopt this Resolution of Intention to declare its intent to annex the Subject Properties into LMD Zone of Benefit 51, and to set and specify the levy and collection of assessments, and to set a time and place for a public hearing relating to the annexation of the Subject Properties into LMD Zone of Benefit 51.
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 City Council proposes to annex the Subject Properties into LMD Zone of Benefit 51 of City of Madera City of Madera Landscape Maintenance District formed by the City Council for the City of Madera per Resolution No. 91-67, approved June 17, 1991, pursuant to Part 2 of Division 15 of the Streets and Highways Code and pursuant to the Landscaping and Lighting Act of 1972 (Section 22500 and following, Streets and Highways Code). The property proposed to be annexed is identified on Exhibit “A” and diagrammed in Exhibit “B”.
3. The Subject Properties proposed to be annexed and to be specifically charged for the improvements shall include all of the land identified on Exhibit “A” and shall be designated part of LMD Zone of Benefit 51
4. The improvements which are provided for the properties within City of Madera Landscape Maintenance District, and which shall be provided for the properties within LMD Zone of Benefit 51 by and through the assessments levied annually thereon shall include the following:
a. The installation or planting of landscaping, including, but not limited to, street trees, parkways, and median islands; and
b. The installation or construction of irrigation systems; and c. The maintenance and servicing of any of the foregoing.
5. The City Engineer of the City of Madera is hereby designated the engineer for the annexation proceedings. The City Council finds that the landowners have presented a written consent, and that the engineer is not required to prepare and file with the City Clerk a report in accordance with Article 4 of Chapter 1 of the Landscaping and Lighting Act of 1972 for the annexation proceedings, consistent with the Landscaping and Lighting Act of 1972.
6. The City Engineer is hereby directed to review, and modify the assessments levied against parcels previously within LMD Zone of Benefit 51 district boundaries in accordance with Article 4 of Chapter 1 of the Landscaping and Lighting Act of 1972 for the annexation proceedings, as required by Chapter 2 of Part 2 of Division 15 of the Landscaping and Lighting Act of 1972. The proposed assessments upon the lots and parcels of land are set forth in Exhibit “C.”
7. Notice is given that on October 30, 2024, at the hour of 6:00 p.m., in the regular meeting place of the City Council being the Council Chambers located at 205 W.
Fourth Street, Madera, California 93637, a public hearing will be held where this City Council will consider the authorization for the annexation of the Subject Property into City of Madera Landscape Maintenance District Zone of Benefit 51, the proposed assessment of the levy with the Subject Property and all other matters as set forth in this Resolution of Intention. Pursuant to the petition, all of the landowner(s) within the Subject Property have waived all applicable resolutions, reports, notices of hearing, and the right of majority protest.
At such public hearing, the testimony or protest of all interested persons for or against the annexation of the Subject Property or the imposition of levy of assessments within the Subject Property will be heard.
8. This resolution is effective immediately upon adoption. * * * * * * * * * * * * *
Exhibit A
Zone of Benefit 51 Location Map
Exhibit B
Properties to be Annexed into Zone of Benefit 51 Diagram
Exhibit C
Assessment Amounts
Property Assessor's
Parcel #
Annual
Assessment per
Parcel
In-N-Out 006-390-033 $90.42
California Custom Processing 013-200-012 $188.44
California Custom Processing 013-200-013 $96.35
Amon World Phase I 013-200-005 $928.61
Amon World Phase II 013-200-004 $917.31
Fast Track Car Wash 003-250-028 $72.42
Fresno Madera Farm credit 013-210-009 $72.63
Exhibit D
Annexation Consent and Protest Waiver – In-N-Out
Exhibit E
Annexation Consent and Protest Waiver – California Custom Processing
Exhibit F
Annexation Consent and Protest Waiver – Amon World Phase I
Exhibit G
Annexation Consent and Protest Waiver - Amon World Phase II
Exhibit H
Annexation Consent and Protest Waiver – Fast Track Car Wash
Exhibit I
Annexation Consent and Protest Waiver – Fresno Madera Farm Credit
REPORT TO CITY COUNCIL
Approved by:
_________________________________
Keith Helmuth, P.E. Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Update on 2024 emergency repair of Avenue 13 sewer trunk main failures and renew a finding of emergency relating to emergency response and repairs necessitating emergency contracts without competitive bidding
RECOMMENDATION:
1. Receive an update on the status of emergency repairs to the Avenue 13 sewer trunk main failures that occurred June 3, 2024 and June 10, 2024; and
2. Adopt a resolution renewing a finding of emergency relating to emergency response and repairs to the sanitary sewer main pursuant to Public Contract Code Section 22050 SUMMARY:
The City of Madera (City) experienced an unexpected failure of the sewer trunk line in Avenue 13 approximately 3,000 feet west of Granada Drive on Monday, June 3, 2024. In a separate, unrelated incident, an additional significant, unexpected failure occurred in the same line in Avenue 13, approximately 100 feet west of Granada Drive on Monday, June 10, 2024. The City Manager as Director of Emergency Services issued a declaration of local emergency for each failure due to conditions of extreme peril to the health and safety of persons and property within Madera. Staff immediately mobilized emergency work efforts to respond to the collapse and provide sanitary sewer services to City residents, as well as residents of the areas of Parksdale and Parkwood that connect to the City’s sewer line. Relating to the June 3, 2024, failure, on June 5, 2024, the City Council adopted Resolution number 24-80 making findings of emergency relating to the emergency response and repairs pursuant for that incident consistent with Public Contract Code 22050 allowing staff to continue with accelerated repair and construction at the failure site without a formal competitive bidding process. Relating to the June 10, 2024, failure, on June 12, 2024, the City Council adopted Resolution number 24-82 making findings of emergency relating to the emergency response and repairs pursuant for that incident consistent Council Meeting of: August 21, 2024
Agenda Number: D-3
with Public Contract Code 22050 allowing staff to continue with accelerated repair and construction at the failure site without a formal competitive bidding process. On June 19, 2024, City Council adopted Resolution number 24-98 ratifying action taken by City Council on June 12, 2024 and renewing the finding of continuing emergency. At the regular meetings of July 3, 2024, July 17, 2024, and August 7, 2024, City Council continued the finding of emergency by adopting Resolution numbers 24-108, 24-114, and 24-119, respectively . The requested action is to renew these findings and continue the findings of emergency consistent with Public Contract Code 22050.
DISCUSSION:
The failed sewer main and resulting sink holes have been fully repaired at both locations.
Geotechnical investigations of the roadway over the existing pipeline between Granada Drive and Road 24 are approximately two-thirds complete at this time of this report. The results to date are favorable with the potential voids being confirmed as only contrasting materials. We anticipate those areas can be open to traffic notwithstanding construction activities related to the CIPP lining project. The investigations should be complete for a report on the entire roadway during the presentation of this item at the Council meeting. Should any areas of concern be discovered, a contractor will be hired under the emergency procurement policy to make repairs immediately such that the road can be opened as soon as possible.
Regarding the CIPP lining project, the first phase is complete and the sewer trunk main is fully lined to Road 24. There is some minor rehabilitation work planned at three manhole locations scheduled through Saturday, August 17th. The contractor will then start breaking down the bypass pumping operation to move west to the next phase. Traffic control will remain is some fashion until obstacles are cleared and trenches associated with the bypass are restored.
BACKGROUND:
On June 3, 2024, at approximately 2:30 PM, County staff was notified by a resident of a significant failure in Avenue 13 near Mission Bell winery. County crews notified City staff of a likely sewer failure at the location. City crews confirmed by visual inspection that the sewer trunk main had experienced a failure causing a large void in the road and partially obstructing the flow. This event resulted in a declaration of emergency by the City Manager as Director of Emergency Services.
At a special meeting on June 5, 2024, the City Council took action via adoption of resolution number 24-80 affirming the state of emergency, the emergency actions and repairs, and ratifying the award of emergency contracts without competitive bidding.
On Monday, June 10, 2024, at approximately 10:30 AM, City staff was informed of a roadway collapse approximately 100 feet to the west of the intersection of Avenue 13 (Pecan Avenue) and Road 25 (Granada Drive). The rear trailer of a truck pulling two (2) trailers had fallen into a hole in the roadway directly above the City’s sewer trunk line. The sewer trunk line is the main collection line for the City’s sewer system that carries the flow of sewage from City residents and businesses to the Waste Water Treatment Plant (WWTP). It was determined that the sewer trunk line had collapsed at this location and flow was impeded. The health and safety of residents was at risk due to the imminent backup of raw sewage in the system if the collapse was not addressed immediately. The City Manager as Director of Emergency Services declared a local emergency. At a special meeting on June 12, 2024, the City Council took action via resolution numbers 24-81 and 24-82 affirming the state of emergency, the emergency actions and repairs, and ratifying the award of emergency contracts without competitive bidding.
Due to the critical nature of the repair at the failure sites and the potential disastrous impact to the community from the complete loss of sewer collection infrastructure and the potential for the backup of raw sewage, immediate action was taken by the City to secure the sites, implement a bypass pumping operation, stabilize the collapsed roadway portions and risk to adjacent utilities, and plan for emergency repairs to the sewer line in both locations.
The City engaged several contractors under Public Contract Code section 22050, which allows the City Council to authorize the City Manager to enter into contracts for emergency work without engaging in competitive bidding. This allowed the City to begin work on the site immediately to protect the health and safety of the public.
State law requires that the City Council review the emergency action at its next regularly scheduled meetings until the action is terminated. A four-fifths vote is also required, along with a determination that there is a need to continue the action. The requested action is to renew and continue the findings of need for emergency contracts to protect the health and safety of Madera’s residents for both failures.
FINANCIAL IMPACT:
Determination of actual costs incurred to date to repair the two collapsed sections and roadway is ongoing as invoices are coming in and being reviewed. At this time, costs are projected to exceed $2,800,000. A true final accounting should be available in September after the monthly invoices have been received through August.
Additionally, there will be change order costs associated with CIPP lining project that was awarded to SAK Construction on June 12, 2024 due to accelerated mobilization and extra work tied to the emergency repair. The contract for SAK Construction was awarded by Council at a Special Meeting on June 12, 2024. Table 1 on the following page provides an overview of costs for the emergency repairs (this item) and the CIPP lining project.
Table 1: Budget for Avenue 13 Sewer Main Repairs & Rehabilitation Line Item Amount (1)
2024 Emergency Repairs for the two collapsed sections of sewer main (2) Floyd Johnson/Rain for Rent/ et al (3) $2,800,000
Cured-in-place (CIPP) Lining (Granada to the Waste Water Treatment Plant; ±3.5 miles) (4) SAK construction contract $8,328,452
Project contingency $1,665,690
Various related services $832,845
Total Project Budget for CIPP $10,826,988
Total for both projects (5) $13,626,988
1. All figures rounded to nearest dollar and may not add up due to rounding.
2. Includes both collapsed sections.
3. Estimate as of July 10, 2024.
4. Contract was awarded by the City Council at a Special meeting on June 12, 2024
5. Total includes Floyd Johnson, Rain for Rent, et al and SAK.
It is anticipated that the cost of emergency repairs and bypass pumping will be applied to the Avenue 13 Sewer Trunk Main Rehabilitation Project, SS-00014. Those funding sources have been identified as American Rescue Plan Act (ARPA) and monies received from the State of California specifically for this rehabilitation project.
ALTERNATIVES:
The City Council may choose not to renew the emergency action. Staff does not recommend this at this time as the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
ATTACHMENTS:
1. Resolution renewing a finding of emergency relating to emergency response and repairs to the sanitary sewer main, and ratifying the award of emergency contracts without competitive bidding for the emergency repairs on the sewer main
2. Staff report packet for Agenda Item A-1 of the Special Council Meeting of June 5, 2012
3. Staff report packet for Agenda item A-1 of the Special Council Meeting of June 12, 2024 ATTACHMENT 1
RESOLUTION NO. 24-__
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA, RENEWING A FINDING OF CONTINUING EMERGENCY
RELATING TO MULTIPLE SEWER FAILURES ON THE SEWER MAIN AT AVENUE 13 WEST OF GRANADA DRIVE, AFFIRMING THE EMERGENCY
ACTIONS TAKEN BY THE CITY MANAGER TO MAKE EMERGENCY REPAIRS
ON THE SANITARY SEWER MAIN, AND RATIFYING THE AWARD OF
EMERGENCY CONTRACTS WITHOUT COMPETITIVE BIDDING FOR THE
EMERGENCY REPAIRS ON THE SEWER MAIN
WHEREAS, Public Contract Code Section 22050 provides that in the case of an emergency, a public agency, pursuant to a four-fifths vote of its governing body, may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
WHEREAS, Public Contract Code further provides that before a governing body takes any action as set in the recital hereinabove, it shall make a finding, based on substantial evidence set forth in the minutes of its meeting, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
WHEREAS, pursuant to Public Contract Code Section 1102 an “emergency,” means a sudden, unexpected occurrence that poses a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
WHEREAS, the sewer main located at Avenue 13 west of Granada Drive is the sole sewer main that conveys all City sewerage to the City’s Wastewater Treatment Plant; and WHEREAS, the City experienced an unexpected sewer main collapse on June 3, 2024, and the sewer main had a secondary collapsed on June 10, 2024, in a different location, both resulting in a large void in the roadway and sewerage flows temporarily backing up into the City system requiring operators to install temporary by-pass pumps in order to pump the sewerage past the localized line break and to maintain by-pass pumping continuously on a 24-hr basis at all hours until the repair is complete; and
WHEREAS, the sewer main services the entire City and community of Parkwood and failure of the pipeline, without the by-pass pumping, would result in a large sanitary sewer overflow; and
WHEREAS, sanitary sewer overflows over 1,000 gallons will result in a Notice of Violation from the California Water Board per Water Quality Order 2006-0003-DWQ; and WHEREAS, the repairs necessary are described as follows: provide traffic control, pump out and bypass the area of main collapse, remove and replace the main at the line break, make repairs and rehabilitation to potential failure conditions upon further discovery and investigation, secure all utilities in conflict at the location, backfill and around sewer main and trench, repair damage to street and demobilize; and
WHEREAS, the City of Madera has secured several contractors and specialty trades to remedy the situation including Floyd Johnston Construction to make the necessary repairs and investigation, Rain for Rent to provide temporary pumps to provide by-pass pumping of the sewage; AWP Traffic (formerly Statewide) to provide traffic control for the road closure and site protection; and
WHEREAS, additional goods, trades and services may be required including but not limited to sewer video inspection, pipe cleaning, geotechnical engineering, materials and appurtenances for repairs; and
WHEREAS, the City crews also worked overtime to maintain the sewer pumps and to provide Construction Management for this project; and
WHEREAS, in accordance with Madera City Code Section 3-2.04, the City Manager has provided a detailed staff report setting forth the specific facts establishing the emergency, why the emergency did not permit a delay resulting from a competitive solicitation for bids, and why his actions were necessary to respond to the emergency associated with the aforementioned repairs as well as on the costs associated with the repairs; and WHEREAS, it is highly likely that failure to immediately make the required repairs will result in danger to the health, safety, and welfare of the City residents, members of the public, and/or public facilities; and
WHEREAS, the City Council has considered the written reports and verbal reports of the City Manager at special meetings on June 5, 2024, and June 12, 2024, at regular meetings of June 19, 2024, July 3, 2024, July 17, 2024, and August 7, 2024, and determined that the facts and circumstances are such that emergency repairs were and are needed.
WHEREAS, the City Council has considered the report of the City Manager at a regular meeting and again desires to determine that the facts and circumstances are such that emergency repairs were and are needed, and that emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
NOW, THEREFORE the City Council resolves as follows:
1. The staff reports and any presentation regarding this emergency, and recitals herein, are incorporated into this resolution by reference.
2. The repairs described in the recitals and staff report constitute a continuing emergency requiring the continuing need to take immediate action and require procurement of necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
3. The “emergency” described in this resolution meets the requirements as set forth in the Public Contract Code as it constitutes a sudden, unexpected occurrence that posed a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
4. The Council renews its finding that the emergency will not permit a delay resulting from a competitive solicitation for bids and that the action was and is necessary to respond to the emergency.
5. The City Council ratifies any interim emergency action taken by the City Manager, including any award of emergency purchase orders and contracts without competitive bidding for the emergency repairs.
6. Upon completion of the aforementioned emergency repairs and stabilization work, any other work shall be made through a competitive bid process as required by the Madera City Code and Public Contract Code.
7. The City Council hereby directs the City Manager to make status reports at each regularly scheduled Council meeting, pursuant to Section 22050 of the Public Contracts Code until the repairs have been completed.
8. This Resolution shall become effective upon adoption. ***********
ATTACHMENT 2
REPORT TO CITY COUNCIL
Approved by:
_________________________________
Council Meeting of: June 5, 2024
Agenda Number: A-1
Keith Helmuth, Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Emergency Repairs to Avenue 13 Sewer Trunk Main between Granada Drive and Road 24 RECOMMENDATION:
Adopt a Resolution making a finding of emergency relating to sewer failures on the sewer main in Avenue 13 between Granada Drive and Road 24, affirming the emergency actions taken by the City Manager to make emergency repairs on the sanitary sewer main, and ratifying the award of emergency contracts without competitive bidding for the emergency repairs on the sewer main SUMMARY:
On Monday, June 3, 2024, at approximately 2:30 PM, County staff was notified by a resident of a significant failure in Avenue 13 near Mission Bell winery. County crews notified City staff of a likely sewer failure at the location. City crews confirmed by visual inspection that the 48-inch sewer trunk main had experienced a failure in the top of the pipe causing a large void in the road and partially obstructing the flow.
The condition is very similar to the initial sewer and roadway collapse along the northern shoulder of Avenue 13 (Pecan Avenue), 30 feet west of Granada Drive, that occurred in January, 2023. Due to the critical nature of the repair and the potential disastrous impact to the community from the complete loss of sewer collection infrastructure, immediate action was taken by the City to secure the site, implement bypass pumping and plan for the repair.
The City engaged several contractors under Public Contract Code section 22050, which allows the City Council to authorize the City Manager to enter into contracts for emergency work without engaging in competitive bidding. This allowed the City to start work on this project immediately.
Funds for the sewer repairs are included in the City’s Fiscal Year (FY) 2023/24 Sewer Budget under the Avenue 13 Sewer Trunk Main Rehabilitation Project.
for
Adoption of this resolution requires a 4/5 vote of the Council.
DISCUSSION:
Though we are still investigating, it is believed the pipe failure was caused by concrete degradation in the top of the pipe. The pipe is subject to high Hydrogen Sulfide (H2S) gas concentrations, which is a byproduct of the natural degradation process of raw sewage. This H2S gas contributesto the pipe deterioration process. The location is downstream of the convergence of two large sewer mains which also contributes to the condition noted above.
While the collapse was sudden, there have been concerns relative to the structural integrity of pipelines within the City to which the Engineering staff has been actively addressing. On November 3, 2021, the City hired MKN and Associates (MKN) for professional engineering and construction management services for the Avenue 13 Interceptor Sewer Rehabilitation, City Project No. SS-00014 (“Project”). The Project consists of rehabilitating 24,570 Lineal Feet (LF) of 42-inch to 48-inch sanitary sewer. A portion of the sewer line is located along Schnoor Avenue, from Industrial Avenue to Almond Avenue. The remaining portion is on City easements south of Schnoor (Evapco & ADS properties) and along Avenue 13, east of Road 25, leading to the City’s Waste Water Treatment Plant (WWTP).
With assistance from American Rescue Plan Act funds and earmarks from Congressman Costa, Senator Caballero, and Congressman Duarte, the City has been able to prioritize rehabilitation of the Avenue 13 sewer trunk main. Ironically, the City recently advertised and opened bids on Phase I and Phase II, combined, which will rehabilitate the pipeline from Granada Drive all the way to Road 21 ½ at the WWTP. This emergency repair is within the limits of that project.
Fortunately, it does not compromise the planned project moving forward.
Staff requests that an emergency action in accordance with Public Contract Code 22050 be declared, allowing staff to continue with an accelerated repair and construction. Such a declaration would enable staff to perform these tasks and forego the steps typically required for advertisement and award under the requirements of the Public Contract Code.
The remainder of the Avenue 13 project is on track for construction this summer with award of the project anticipated for the June 19 City Council meeting. The City received four bids on May 29th that appear to have met all the requirements of the bid documents and are within the project budget.
FINANCIAL IMPACT:
It is difficult to provide a cost estimate at this time due to the unknown conditions. Based on costs from the previous sewer collapse, traffic control costs are estimated around $40,000. Set up and break down costs and the first week of bypass pumping are in the neighborhood of $60,000; following weeks of bypass pumping are currently estimated at $25,000 per week. The quote from FJC for the previous initial repair ofsewer main failure at Granada Drive was $150,000 to repair the pipeline and roadway.
City Council will be notified of project costs as they occur and are identified. Table 1 identifies a preliminary project cost.
Table 1: Estimated Emergency Repair Costs
Item Responsible Party Cost
Repair the pipeline and street repair FJC $150,000
By-pass pump rental for week one Rain-for-Rent $60,000
Traffic Control Safety Network $40,000
Testing and Investigations Various 10,000
It is anticipated that the cost of emergency repairs and bypass pumping will be applied to the Avenue 13 Sewer Trunk Main Rehabilitation Project, SS-00014.
ALTERNATIVES:
Given that emergency repairs have commenced, there are not likely any reasonable options to be considered.
ATTACHMENTS:
1. Resolution
2. Location Map
3. Photos
ATTACHMENT 1
Resolution
Exhibit 2
RESOLUTION NO. 24-80
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA, MAKING A FINDING OF EMERGENCY RELATING TO SEWER FAILURES ON THE SEWER MAIN AT AVENUE 13 BETWEEN GRANADA DRIVE AND ROAD 24, AFFIRMING THE EMERGENCY ACTIONS TAKEN BY
THE CITY MANAGER TO MAKE EMERGENCY REPAIRS ON THE SANITARY
SEWER MAIN, AND RATIFYING THE AWARD OF EMERGENCY CONTRACTS
WITHOUT COMPETITIVE BIDDING FOR THE EMERGENCY REPAIRS ON THE
SEWER MAIN
WHEREAS, Public Contract Code Section 220250 provides that in the case of an emergency, a public agency, pursuant to a four-fifths vote of its governing body, may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
WHEREAS, Public Contract Code further provides that before a governing body takes any action as set in the recital hereinabove, it shall make a finding, based on substantial evidence set forth in the minutes of its meeting, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
WHEREAS, pursuant to Public Contract Code Section 1102 an "emergency," means a sudden, unexpected occurrence that poses a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
WHEREAS, the sewer main located at Avenue 13 between Granada Drive and Road 24 is the sole sewer main that conveys all City sewerage to the City's Wastewater Treatment Plant; and
WHEREAS, the sewerage main collapsed on June 3, 2024 resulting in a large void in the roadway and sewerage flows temporarily backing up into the City system requiring operators to install temporary by-pass pumps in order to pump the sewerage past the localized line break and to maintain by-pass pumping continuously on a 24-hr basis at all hours until the repair is complete; and
WHEREAS, the sewer main services the entire City and community of Parkwood and failure of the pipeline, without the by-pass pumping, would result in a large sanitary sewer overflow; and
WHEREAS, sanitary sewer overflows over 1,000 gallons will result in a Notice of Violation from the California Water Board per Water Quality Order 2006-0003-DWQ; and Exhibit 2
WHEREAS, the repairs necessary are described as follows: provide traffic control, pump out and bypass the area of main collapse, remove and replace the main at the line break, make repairs and rehabilitation to potential failure conditions upon further discovery and investigation, secure all utilities in conflict at the location, backfill and around sewer main and trench, repair damage to street and demobilize; and
WHEREAS, the City of Madera has secured several contractors and specialty trades to remedy the situation including Floyd Johnston Construction to make the necessary repairs and investigation, Rain for Rent to provide temporary pumps to provide by-pass pumping of the sewage; Safety Network to provide traffic control for the road closure and site protection; and WHEREAS, additional goods, trades and services may be required including but not limited to sewer video inspection, pipe cleaning, geotechnical engineering, materials and appurtenances for repairs; and
WHEREAS, the City crews also worked overtime to maintain the sewer pumps and to provide Construction Management for this project; and
WHEREAS, in accordance with Madera City Code Section 3-2.04, the City Manager has provided a detailed staff report setting forth the specific facts establishing the emergency, why the emergency did not permit a delay resulting from a competitive solicitation for bids, and why his actions were necessary to respond to the emergency associated with the aforementioned repairs as well as on the costs associated with the repairs; and WHEREAS, it is highly likely that failure to immediately make the required repairs will result in danger to the health, safety, and welfare of the City residents, members of the public, and/or public facilities; and
WHEREAS, the City Council has considered the written report and verbal report of the City Manager at a regular meeting and determined that the facts and circumstances are such that emergency repairs were and are needed.
NOW, THEREFORE the City Council resolves as follows :
1. The staff report regarding this resolution and the recitals herein are incorporated herein by reference.
2. The repairs described in the recitals and staff report constitute an emergency requiring the need to take immediate action and require procurement of necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
3. The "emergency" described in this resolution meets the requirements as set forth in the Public Contract Code as it constitutes a sudden, unexpected occurrence that posed a clear Exhibit 2
and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
4. The Council finds the emergency will not permit a delay resulting from a competitive solicitation for bids and that the action was and is necessary to respond to the emergency.
5. The City Council ratifies the emergency action taken by the City Manager, including the award of an emergency purchase orders and contracts without competitive bidding for the emergency repairs.
6. Upon completion of the aforementioned emergency repairs and stabilization work, any other work shall be made through a competitive bid process as required by the Madera City Code and Public Contract Code.
7. The City Council hereby directs the City Manager to make status reports at each regularly scheduled Council meeting, pursuant to Section 22050 of the Public Contracts Code until the repairs have been completed.
8. This Resolution shall become effective upon adoption. ***********
Exhibit 2
Res. No. 24-80
PASSED AND ADOPTED by the City Council of the City of Madera this 5th day of June 2024 by the following vote:
AYES: Mayor Garcia, Councilmembers Rodriguez, Montes, Evans, Mejia and Villegas.
NOES: None.
ABSTENTIONS: None.
ABSENT: Mayor Pro Tern Gallegos.
APPROVED:
ATTEST:
~
ATTACHMENT 2
Location Map
AVENUE13
CLOSED
ATTACHMENT 3
Photos
Hole approximately 18 feet
deep and 20 feet wide I L_ __ I
Bypass Pumping Set Up
ATTACHMENT 3
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: June 12, 2024
_________________________________ Agenda Number: ____________ Wendy Silva, Department Director
_________________________________
Keith Helmuth, City Engineer
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Ratify declaration of a local emergency and emergency repairs to Avenue 13 sewer trunk main due to multiple failure sites
RECOMMENDATION:
Adopt Resolutions:
1. Ratifying the declaration of a local emergency by the City Manager as Director of Emergency Services due to additional failure of the City sewer trunk line on June 10, 2024; and
2. Making a finding of emergency relating to emergency response and repairs to the sanitary sewer main and ratifying the award of emergency contracts without competitive bidding for the emergency repairs on the sewer main
SUMMARY:
The City of Madera (City) experienced an unexpected, significant failure of the sewer trunk line in Avenue 13, approximately 100 feet west of Granada drive on Monday, June 10, 2024. The City Manager as Director of Emergency Services issued a declaration of local emergency due to conditions of extreme peril to the health and safety of persons and property within Madera. Staff immediately mobilized emergency work efforts to respond to the collapse and provide sanitary sewer services to City residents, as well as residents of the areas of Parksdale and Parkwood that connect to the City’s sewer line. The requested action is twofold: (1) to ratify the declaration of local emergency, and (2) to make a finding of emergency relating to the emergency response and repairs pursuant to Public Contract Code 22050 allowing staff to continue with accelerated repair and construction at the failure site without a formal competitive bidding process.
DISCUSSION:
On Monday, June 10, 2024, at approximately 10:30 AM, City staff was informed of a roadway collapse approximately 100 feet to the west of the intersection of Avenue 13 (Pecan Avenue) and Road 25 (Granada Drive). The rear trailer of a truck pulling two (2) trailers had fallen into a hole in the roadway directly above the City’s sewer trunk line. The sewer trunk line is the main collection line for the City’s sewer system that carries the flow of sewage from City residents and businesses to the Waste Water Treatment Plant (WWTP).
It was determined that the sewer trunk line had collapsed at this location and flow was impeded.
The health and safety of residents was at risk due to the imminent backup of raw sewage in the system if the collapse was not addressed immediately. The City Manager as Director of Emergency Services declared a local emergency, calling on residents to take immediate actions to limit the introduction of flow to the sewer system. The first resolution contemplated with this report ratifies the declaration of a local emergency.
Due to the critical nature of the repair at the failure site and the potential disastrous impact to the community from the complete loss of sewer collection infrastructure and the potential for the backup of raw sewage, immediate action was taken by the City to secure the site, implement a bypass pumping operation, stabilize the collapsed roadway and risk to adjacent utilities, and plan for emergency repairs to the sewer line.
The City engaged several contractors under Public Contract Code section 22050, which allows the City Council to authorize the City Manager to enter into contracts for emergency work without engaging in competitive bidding. This allowed the City to begin work on the site immediately to protect the health and safety of the public. The second resolution contemplated with this report ratifies the award of emergency contracts under the referenced Public Contract Code section. It should be noted that the second resolution requires a 4/5 vote of the City Council.
Previously, on June 3, 2024, at approximately 2:30 PM, County staff was notified by a resident of a significant failure in Avenue 13 near Mission Bell winery. County crews notified City staff of a likely sewer failure at the location. City crews confirmed by visual inspection that the sewer trunk main had experienced a failure causing a large void in the road and partially obstructing the flow.
This event resulted in a declaration of emergency by the City Manager as Director of Emergency Services. The City Council ratified the declaration and emergency contracts for the June 3, 2024, collapse at its June 5, 2024, meeting. The resolution from this action is provided as Exhibit 2 to the first resolution for reference.
FINANCIAL IMPACT:
It is difficult to provide a cost estimate at this time due to the unknown conditions and early stages of the situation. The City Council will be provided regular reportsrelating to the emergency contracts and expenditures to address the June 10, 2024, sewer line failure.
ALTERNATIVES:
Staff does not recommend any alternatives than proceeding with emergency repairs to ensure the health and safety of the public.
ATTACHMENTS:
1. Resolution Ratifying the declaration of a local emergency by the city Manager as Director of Emergency Services due to additional failure of the City Sewer trunk line on June 10, 2024
Exhibit 1: Declaration proclaiming the existence of a local emergency for the June 10, 2024, sewer trunk failure
Exhibit 2: City Council Resolution 24-80 ratifying the existence of a local emergency
2. Resolution Making a finding of emergency relating to emergency response and repairs to the sanitary sewer main, and ratifying the award of emergency contracts without competitive bidding for the emergency repairs on the sewer main Attachment 1
RESOLUTION NO. 24-81
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA,
RATIFYING THE DECLARATION OF A LOCAL EMERGENCY BY THE CITY MANAGER
AS THE DIRECTOR OF EMERGENCY SERVICES DUE TO ADDITIONAL FAILURE OF THE CITY'S SEWER TRUNK LINE ON JUNE 10, 2024
WHEREAS, Section 3-2.04 of the Madera Municipal Code designates the City Manager as the Director of Emergency Services for the City of Madera; and WHEREAS, California Government Code Sections 8558 and 8630, et seq., and Section 3-
2.04 (A) of the Madera Municipal Code authorizes the Director of Emergency Services to proclaim the existence of a local emergency within the City of Madera when the City Council is not in session and the City of Madera is affected or likely to be affected by the existence or threatened existence of conditions of emergency or of extreme peril to the health and safety of persons and property within the territorial limits of the City of Madera; and WHEREAS, a local emergency declared by the Director of Emergency Services shall not remain in effect for a period in excess of seven (7) days unless it has been ratified by the City Council; and
WHEREAS, the health, safety, and welfare of City residents, businesses, visitors, and staff are of utmost importance to the City and additional future measures may be needed to protect the community. The mobilization of local resources, ability to coordinate interagency response, accelerate procurement of vital supplies, use mutual aid, and allow for future reimbursement by the state and federal governments will be critical to successfully responding to the present state of emergency. The City may require additional assistance in the future, and proclamation of local emergency allows additional resources to flow to the City in a timely manner; and WHEREAS, on June 3, 2024, the City Council was not in session and the City Manager as Director of Emergency Services declared a local emergency due to the existence of conditions of extreme peril to the health and safety of persons and property within the City of Madera caused by failure of the main sewer trunk line in Avenue 13 between Granada Drive and Road 24 in Madera, California; and
WHEREAS, the City Council of the City of Madera ratified this action at its meeting on June 5,2024;and
WHEREAS, additional sewer trunk line failure occurred on or about Monday, June 10, 2024, causing significant impact to the sanitary sewer system serving all residents and businesses within the City of Madera and the Parksdale and Parkwood areas of Madera County; and WHEREAS, on June 10, 2024, the City Council was not in session and the City Manager as Director of Emergency Services declared a local emergency for response and repairs to the additional sewer trunk line collapse to protect the health and safety of persons and property within the City of Madera; and
WHEREAS, The Director of Emergency Services requests that the City Council ratify the declaration of a state of local emergency for the City of Madera as impacts from the sewer trunk collapses are evaluated, repaired, and or mitigated; and WHEREAS, after consideration of all facts reasonably available for review and all items, the City Council of the City of Madera now desires to ratify the proclamation and affirm the existence of a state of emergency throughout the City to make additional resources available to address the impacts of the above-described sewer trunk line failures, ratify the proclamation of the Director of Emergency Services made on June 10, 2024, and affirm the existence of a state of local emergency for the City of Madera as of the date June 3, 2024 when the first collapse was discovered.
NOW, THEREFORE, THE COUNCIL OF THE CITY OF MADERA hereby resolves, finds, and orders as follows:
1. Recitals. The above recitals are true and correct and incorporated herein as findings by the City Council.
2. Proclamation of Local Emergency. The actual existence of conditions of extreme peril to the safety of persons and property have arisen within the City of Madera, caused by the effects of the above-described sewer trunk line failures. The City Council, based upon the foregoing, now does proclaim, declare and affirm the continuing existence of a local emergency throughout the City.
3. Ratification. The aforementioned conditions of extreme peril warranted and necessitated the extension of the proclamation of the existence of a local emergency throughout the City of Madera by the City's Director of Emergency Services on June 10, 2024. The City Council of the City of Madera does hereby ratify and affirm the need to continue the proclamation of a local emergency throughout the City of Madera by the City's Director of Emergency Services on June 10, 2024, attached hereto as Exhibit 1 and incorporated herein by reference.
4. Effective Date of Local Emergency. The City Council of the City of Madera does hereby extend and affirm the existence of a state of local emergency for the City of Madera as of the date of June 3, 2024, when the City's Director of Emergency Services originally declared the existence of a state of emergency for the City of Madera as affirmed by City Council Resolution No. 24-80 (attached hereto as Exhibit 2 and incorporated herein by reference), for the reasons articulated herein, and for the additional reasons in the proclamation of a local emergency throughout the City of Madera by the City's Director of Emergency Services proclaimed on June 10, 2024.
5. Authority. During the existence of said local emergency, the powers, authority, functions and duties of the Director of Emergency Services and the City's emergency services organizations shall be those prescribed by state law, City ordinances, resolutions, and approved plans of the City in order to mitigate the effects of said local emergency. In this regard, the Council desires to make clear the powers, functions, and duties include:
a. As necessary for the public health, life, and property, entering into contracts to arrange for the procurement of materials, goods, and services needed to assist in preparing for, containing, responding to, mitigating the effects of, and recovering from the significant sewer trunk failures. Applicable provisions of the Government Code and the Public Contract Code, including but not limited to travel, advertising, and competitive bidding requirements, as well as any City procurement or related policy, are suspended to the extent reasonably necessary to address the effects of the significant sewer system failure.
b. The Emergency Services Director is expressly authorized to assist with any lawful order, including the enforcement of an order issued by the State of California. c. The designation and authorization of Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, as the Local Hazard Mitigation Coordinator of the City of Madera is reaffirmed, including for the purposes of i) assessing damage within the City of Madera and consulting with federal/state survey teams about hazard mitigation actions; and ii) authorized representative for individual assistance of the City of Madera for purposes of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available state and federal assistance
6. Duration. Per Government Code Section 8630, this ratification of the proclamation of local emergency shall expire in sixty (60) days unless extended by the City Council. At the direction of the Emergency Services Director, City Staff are directed to return this item for Council review of the need for continuing the local emergency prior to the expiration of the sixty (60) day period.
7. Notice to Agencies. In accordance to the California Disaster Assistance Act and the Stafford Act, the Emergency Services Director is authorized to send a copy of this ratification of a proclamation of local emergency be forwarded to the Director of California Governor's Office of Emergency Services requesting that the Director find it acceptable in accordance with State law; that the Governor waive regulations that may hinder response and recovery efforts; that recovery assistance be made available under the California Disaster Assistance Act; and that the State expedite access to State and Federal resources and any other appropriate federal disaster relief programs. A copy of this Resolution shall be forwarded to the Madera County Office of Emergency Services.
8. Severability. If any subsection, sentence, clause, phrase, or word of this Resolution or any application of it to any person, structure, gathering, or circumstance is held to be invalid or unconstitutional by a decision of a court of competent jurisdiction, then such decision will not affect the validity of the remaining portions or applications of this Resolution.
9. Effective Date of Resolution. This Resolution shall be effective immediately upon passage and adoption. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.
10. Publication. This Resolution and its contents will be published and promulgated in as widespread a manner as is reasonably feasible under the conditions prevailing during this local emergency.
**************
PASSED AND ADOPTED by the City Council of the City of Madera this 12th day of June 2024 by the following vote:
AYES: Mayor Garcia, Councilmembers Gallegos, Rodriguez, Evans and Villegas.
NOES: None.
ABSTENTIONS: None.
ABSENT: Councilmembers Montes and Mejia.
APPROVED:
ATTEST:
ALICIA ~~ GONZAL5,Ctty(Jerk •
Exhibit 1
Exhibit 1
DECLARATION PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY JUNE 10, 2024, SEWER TRUNK FAILURE
WHEREAS, the Director of Emergency Services does hereby find that conditions of extreme peril to the health and safety of persons and property have arisen within the City of Madera, caused by failure of the main sewer trunk line in Avenue 13, east of Granada Drive, in Madera, California, on or about Monday, June 11, 2024; and WHEREAS, this failure of the pipe significantly impacted the sanitary sewer system serving all residents and businesses within the City of Madera and the Parksdale and Parkwood areas of Madera County, placing the entire sewer system at risk of raw sewage backup, and included significant failure of the transportation infrastructure in the immediate vicinity of the sewer trunk failure; and
WHEREAS, all users of the sewer system were ordered to take immediate actions to limit the introduction of flow to the sewer system; and
WHEREAS, strict compliance with certain Madera Municipal Code ("MMC") and other City regulations would prevent, hinder, or delay appropriate actions to prevent and mitigate the effects of the significant sewer failure, which issues cannot be timely addressed absent a declaration of emergency; and
WHEREAS, the mobilization of local resources, ability to coordinate interagency response, accelerate procurement of vital supplies, use mutual aid, and allow for future participation by the county, state and federal governments will be critical to successfully responding to the failed sewer infrastructure; and
WHEREAS, local resources have been deployed by the City of Madera to mitigate and recover from this significant failure, thereby depleting strained public safety resources such as Law Enforcement, Public Works, and Engineering services; and WHEREAS, Section 3-2.04 of the Madera Municipal Code designates the City Manager as the Director of Emergency Services for the City of Madera; and WHEREAS, California Government Code Sections 8558 and 8630, et seq., and Section 3-
2.04 (A) of the Madera Municipal Code authorizes the Director of Emergency Services to proclaim the existence of a local emergency within the City of Madera when the City Council is not in session and the City of Madera is affected or likely to be affected by the existence or threatened existence of conditions of emergency or of extreme peril to the health and safety of persons and Administration Department
205 W. 4,h Street, Madera, CA 93637 t. (559) 661-5402 f. (559) 673-1655 www.madera.gov
Exhibit 1
City of Madera Declaration of Local Emergency: June 10, 2024, Sewer Trunk Failure Page 2 of 3 property within the territorial limits of the City of Madera; and WHEREAS, a local emergency declared by the Director of Emergency Services shall not remain in effect for a period in excess of seven (7) days unless it has been ratified by the City Council; and
WHEREAS, the health, safety, and welfare of City residents, businesses, visitors, and staff are of utmost importance to the City and additional future measures may be needed to protect the community. The mobilization of local resources, ability to coordinate interagency response, accelerate procurement of vital supplies, use mutual aid, and allow for future reimbursement by the state and federal governments will be critical to successfully responding to the present state of emergency. The City may require additional assistance in the future, and proclamation of local emergency allows additional resources to flow to the City in a timely manner; and WHEREAS, after consideration of all items the Director of Emergency Services now desires to proclaim the existence of a state of emergency to make additional resources available to address the effects of the sewer trunk failure.
NOW, THEREFORE, the Director of Emergency Services for the City of Madera does hereby find and proclaim as follows:
1. The above recitals are true and correct and incorporated herein as findings by the Director of Emergency Services.
2. The Director of Emergency Services finds that conditions of extreme peril to the health and safety of persons and property have arisen within the City of Madera, caused by a second significant failure of the sewer trunk line on or about June 10, 2024.
3. The Director of Emergency Services further finds that the City Council is not currently in session.
4. The aforementioned conditions of extreme peril caused by additional sewer trunk line failure warrant and necessitate the proclamation of the existence of a local emergency by the City's Director of Emergency Services. Pursuant to the authority granted by City ordinance, I hereby proclaim that a local emergency now exists throughout the City as of the date of June 10, 2024, when the collapse was discovered for the reasons articulated herein.
5. It is further proclaimed and ordered that during the existence of said local emergency, the powers, functions, and duties of the Emergency Services Director and the Madera Disaster Council shall be those prescribed by State Law, City ordinances, resolutions, and approved plans of the City in order to mitigate the effects of said local emergency.
7. It is further proclaimed and ordered that in accordance with the California Disaster Exhibit 1
City of Madera Declaration of Local Emergency: June 10, 2024, Sewer Trunk Failure Page 3 of 3 Assistance Act and the Stafford Act, a copy of this proclamation be forwarded to the Director of the California Governor's Office of Emergency Services requesting that the Director find it acceptable in accordance with State law; that the Governor waive regulations that may hinder response and recovery efforts; that recovery assistance be made available under the California Disaster Assistance Act; and that the State expedite access to State and Federal resources and any other appropriate federal disaster relief programs. It is further proclaimed and ordered that a copy of this Declaration be forwarded to the Madera County Office of Emergency Services.
8. It is further proclaimed and ordered that Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, is hereby designated as the Local Hazard Mitigation Coordinator of the City of Madera for the purpose of assessing damage within the City of Madera and consulting with federal/state survey teams about hazard mitigation actions.
9. It is further proclaimed and ordered that Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, is hereby designated as the authorized representative for public assistance, and Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, is hereby designated as the authorized representative for individual assistance of the City of Madera for purposes of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available state and federal assistance.
10. This proclamation and its contents will be published and promulgated in as widespread a manner as is reasonable feasible under the conditions prevailing during this local emergency.
11. This proclamation of a local emergency shall take effect immediately as of the date first set forth below. Consistent with Subsection 3-2.04(A) of the MMC and California Government Code Section 8630(b) the local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified by the City Council.
Arnoldo Rodriguez, City Ma ge
Director of Emergency Services
6/10/2024
Date
Exhibit 2
Exhibit 2
RESOLUTION NO. 24-80
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA, MAKING A FINDING OF EMERGENCY RELATING TO SEWER FAILURES ON THE SEWER MAIN AT AVENUE 13 BETWEEN GRANADA DRIVE AND ROAD 24, AFFIRMING THE EMERGENCY ACTIONS TAKEN BY
THE CITY MANAGER TO MAKE EMERGENCY REPAIRS ON THE SANITARY
SEWER MAIN, AND RATIFYING THE AWARD OF EMERGENCY CONTRACTS
WITHOUT COMPETITIVE BIDDING FOR THE EMERGENCY REPAIRS ON THE
SEWER MAIN
WHEREAS, Public Contract Code Section 220250 provides that in the case of an emergency, a public agency, pursuant to a four-fifths vote of its governing body, may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
WHEREAS, Public Contract Code further provides that before a governing body takes any action as set in the recital hereinabove, it shall make a finding, based on substantial evidence set forth in the minutes of its meeting, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
WHEREAS, pursuant to Public Contract Code Section 1102 an "emergency," means a sudden, unexpected occurrence that poses a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
WHEREAS, the sewer main located at Avenue 13 between Granada Drive and Road 24 is the sole sewer main that conveys all City sewerage to the City's Wastewater Treatment Plant; and
WHEREAS, the sewerage main collapsed on June 3, 2024 resulting in a large void in the roadway and sewerage flows temporarily backing up into the City system requiring operators to install temporary by-pass pumps in order to pump the sewerage past the localized line break and to maintain by-pass pumping continuously on a 24-hr basis at all hours until the repair is complete; and
WHEREAS, the sewer main services the entire City and community of Parkwood and failure of the pipeline, without the by-pass pumping, would result in a large sanitary sewer overflow; and
WHEREAS, sanitary sewer overflows over 1,000 gallons will result in a Notice of Violation from the California Water Board per Water Quality Order 2006-0003-DWQ; and Exhibit 2
WHEREAS, the repairs necessary are described as follows: provide traffic control, pump out and bypass the area of main collapse, remove and replace the main at the line break, make repairs and rehabilitation to potential failure conditions upon further discovery and investigation, secure all utilities in conflict at the location, backfill and around sewer main and trench, repair damage to street and demobilize; and
WHEREAS, the City of Madera has secured several contractors and specialty trades to remedy the situation including Floyd Johnston Construction to make the necessary repairs and investigation, Rain for Rent to provide temporary pumps to provide by-pass pumping of the sewage; Safety Network to provide traffic control for the road closure and site protection; and WHEREAS, additional goods, trades and services may be required including but not limited to sewer video inspection, pipe cleaning, geotechnical engineering, materials and appurtenances for repairs; and
WHEREAS, the City crews also worked overtime to maintain the sewer pumps and to provide Construction Management for this project; and
WHEREAS, in accordance with Madera City Code Section 3-2.04, the City Manager has provided a detailed staff report setting forth the specific facts establishing the emergency, why the emergency did not permit a delay resulting from a competitive solicitation for bids, and why his actions were necessary to respond to the emergency associated with the aforementioned repairs as well as on the costs associated with the repairs; and WHEREAS, it is highly likely that failure to immediately make the required repairs will result in danger to the health, safety, and welfare of the City residents, members of the public, and/or public facilities; and
WHEREAS, the City Council has considered the written report and verbal report of the City Manager at a regular meeting and determined that the facts and circumstances are such that emergency repairs were and are needed.
NOW, THEREFORE the City Council resolves as follows :
1. The staff report regarding this resolution and the recitals herein are incorporated herein by reference.
2. The repairs described in the recitals and staff report constitute an emergency requiring the need to take immediate action and require procurement of necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
3. The "emergency" described in this resolution meets the requirements as set forth in the Public Contract Code as it constitutes a sudden, unexpected occurrence that posed a clear Exhibit 2
and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
4. The Council finds the emergency will not permit a delay resulting from a competitive solicitation for bids and that the action was and is necessary to respond to the emergency.
5. The City Council ratifies the emergency action taken by the City Manager, including the award of an emergency purchase orders and contracts without competitive bidding for the emergency repairs.
6. Upon completion of the aforementioned emergency repairs and stabilization work, any other work shall be made through a competitive bid process as required by the Madera City Code and Public Contract Code.
7. The City Council hereby directs the City Manager to make status reports at each regularly scheduled Council meeting, pursuant to Section 22050 of the Public Contracts Code until the repairs have been completed.
8. This Resolution shall become effective upon adoption. ***********
Exhibit 2
Res. No. 24-80
PASSED AND ADOPTED by the City Council of the City of Madera this 5th day of June 2024 by the following vote:
AYES: Mayor Garcia, Councilmembers Rodriguez, Montes, Evans, Mejia and Villegas.
NOES: None.
ABSTENTIONS: None.
ABSENT: Mayor Pro Tern Gallegos.
APPROVED:
ATTEST:
~
Exhibit 2
DECLARATION PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY JUNE 3, 2024, SEWER TRUNK FAILURE
WHEREAS, the Director of Emergency Services does hereby find that conditions of extreme peril to the health and safety of persons and property have arisen within the City of Madera, caused by failure of the main sewer trunk line in Avenue 13 between Granada Drive and Road 24 in Madera, California, on or about Monday, June 3, 2024; and
WHEREAS, this failure of the pipe significantly impacted the sanitary sewer system serving all residents and businesses within the City of Madera and the Parksdale and Parkwood areas of Madera County, placing the entire system at risk of raw sewage backup; and WHEREAS, all users of the sewer system were ordered to take immediate actions to limit the introduction of flow to the sewer system; and
WHEREAS, strict compliance with certain Madera Municipal Code ("MMC") and other City regulations would prevent, hinder, or delay appropriate actions to prevent and mitigate the effects of the significant sewer failure, which issues cannot be timely addressed absent a declaration of emergency; and WHEREAS, the mobilization of local resources, ability to coordinate interagency response, accelerate procurement of vital supplies, use mutual aid, and allow for future participation by the county, state and federal governments will be critical to successfully responding to the failed sewer infrastructure; and
WHEREAS, local resources have been deployed by the City of Madera to mitigate and recover from this significant failure, thereby depleting strained public safety resources such as Law Enforcement, Public Works, and Engineering services; and
WHEREAS, Section 3-2.04 of the Madera Municipal Code designates the City Manager as the Director of Emergency Services for the City of Madera; and WHEREAS, California Government Code Sections 8558 and 8630, et seq., and Section 3-2.04 (A) of the Madera Municipal Code authorizes the Director of Emergency Services to proclaim the existence of a local emergency within the City of Madera when the City Council is not in session and the City of Madera is affected or likely to be affected by the existence or threatened existence of conditions of emergency or of extreme peril to the health safety of persons and property within the territorial limits of the City of Madera; and
WHEREAS, a local emergency declared by the Director of Emergency Services shall not remain in effect for a period in excess of seven (7) days unless it has been ratified by the City Council; and Administration Department
205 W. 4th Street, Madera, CA 93637 t. (559) 661-5402 f. (559) 673-1655 www.madera.gov
Exhibit 2
City of Madera Declaration of Local Emergency: June 3, 2024, Sewer Trunk Failure Page 2 of 3 WHEREAS, the health, safety and welfare of City residents, businesses, visitors and staff are of utmost importance to the City and additional future measures may be needed to protect the community.
The mobilization of local resources, ability to coordinate interagency response, accelerate procurement of vital supplies, use mutual aid, and allow for future reimbursement by the state and federal governments will be critical to successfully responding to the present state of emergency. The City may require additional assistance in the future, and proclamation of local emergency allows additional resources to flow to the City in a timely manner; and
WHEREAS, after consideration of all items the Director of Emergency Services now desires to proclaim the existence of a state of emergency to make additional resources available to address the effects of the sewer trunk failure.
NOW, THEREFORE, the Director of Emergency Services for the City of Madera does hereby find and proclaim as follows:
1. The above recitals are true and correct and incorporated herein as findings by the Director of Emergency Services.
2. The Director of Emergency Services finds that conditions of extreme peril to the health and safety of persons and property have arisen within the City of Madera, caused by a significant failure of the sewer trunk line on or about June 3, 2024.
3. The Director of Emergency Services further finds that the City Council is not currently in session.
4. The aforementioned conditions of extreme peril warrant and necessitate the proclamation of the existence of a local emergency by the City's Director of Emergency Services. Pursuant to the authority granted by City ordinance, I hereby proclaim that a local emergency now exists throughout the City as of the date of June 3, 2024, when the collapse was discovered for the reasons articulated herein.
5. It is further proclaimed and ordered that during the existence of said local emergency, the powers, functions, and duties of the Emergency Services Director and the Madera Disaster Council shall be those prescribed by State Law, City ordinances, resolutions, and approved plans of the City in order to mitigate the effects of said local emergency.
7. It is further proclaimed and ordered that in accordance with the California Disaster Assistance Act and the Stafford Act, a copy of this proclamation be forwarded to the Director of the California Governor's Office of Emergency Services requesting that the Director find it acceptable in accordance with State law; that the Governor waive regulations that may hinder response and recovery efforts; that recovery assistance be made available under the California Disaster Assistance Act; and that the State expedite access to State and Federal resources and any other appropriate federal disaster relief programs. It is further proclaimed and ordered that a copy of this Declaration be forwarded to the Madera County Office of Emergency Services.
8. It is further proclaimed and ordered that Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, is hereby designated as the Local Hazard Mitigation Exhibit 2
City of Madera Declaration of Local Emergency: June 3, 2024, Sewer Trunk Failure Page 3 of 3 Coordinator of the City of Madera for the purpose of assessing damage within the City of Madera and consulting with federal/state survey teams about hazard mitigation actions.
9. It is further proclaimed and ordered that Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, is hereby designated as the authorized representative for public assistance, and Arnoldo Rodriguez, City Manager and Emergency Services Director, or his designee, is hereby designated as the authorized representative for individual assistance of the City of Madera for purposes of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available state and federal assistance.
10. This proclamation and its contents will be published and promulgated in as widespread a manner as is reasonable feasible under the conditions prevailing during this local emergency.
11. This proclamation of a local emergency shall take effect immediately as of the date first set forth below. Consistent with Subsection 3-2.04(A) of the MMC and California Government Code Section 8630(b) the local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified by the City Council.
Arnoldo Rodriguez, City Manager
Director of Emergency Services
6/3/2024
Date
ATTACHMENT 2
RESOLUTION NO. 24-82
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,
CALIFORNIA, MAKING A FINDING OF CONTINUING EMERGENCY
RELATING TO SEWER FAILURES ON THE SEWER MAIN AT AVENUE 13
WEST OF GRANADA DRIVE, AFFIRMING THE EMERGENCY ACTIONS
TAKEN BY THE CITY MANAGER TO MAKE EMERGENCY REPAIRS ON THE
SANITARY SEWER MAIN, AND RATIFYING THE AWARD OF EMERGENCY
CONTRACTS WITHOUT COMPETITIVE BIDDING FOR THE EMERGENCY
REPAIRS ON THE SEWER MAIN
WHEREAS, Public Contract Code Section 22050 provides that in the case of an emergency, a public agency, pursuant to a four-fifths vote of its governing body, may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
WHEREAS, Public Contract Code further provides that before a governing body takes any action as set in the recital hereinabove, it shall make a finding, based on substantial evidence set forth in the minutes of its meeting, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
WHEREAS, pursuant to Public Contract Code Section 1102 an "emergency," means a sudden, unexpected occurrence that poses a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
WHEREAS, the sewer main located at Avenue 13 west of Granada Drive is the sole sewer main that conveys all City sewerage to the City's Wastewater Treatment Plant; and WHEREAS, in addition to the current emergency as a result of the sewer collapse on June 3, 2024, the sewer main has a secondary collapsed on June 10, 2024 resulting in a large void in the roadway and sewerage flows temporarily backing up into the City system requiring operators to install temporary by-pass pumps in order to pump the sewerage past the localized line break and to maintain by-pass pumping continuously on a 24-hr basis at all hours until the repair is complete; and
WHEREAS, the sewer main services the entire City and community of Parkwood and failure of the pipeline, without the by-pass pumping, would result in a large sanitary sewer overflow; and
WHEREAS, sanitary sewer overflows over 1,000 gallons will result in a Notice of Violation from the California Water Board per Water Quality Order 2006-0003-DWQ; and WHEREAS, the repairs necessary are described as follows: provide traffic control, pump out and bypass the area of main collapse, remove and replace the main at the line break, make repairs and rehabilitation to potential failure conditions upon further discovery and investigation, secure all utilities in conflict at the location, backfill and around sewer main and trench, repair damage to street and demobilize; and
WHEREAS, the City of Madera has secured several contractors and specialty trades to remedy the situation including Floyd Johnston Construction to make the necessary repairs and investigation, MPS to provide temporary pumps to provide by-pass pumping of the sewage; Safety Network to provide traffic control for the road closure and site protection; and WHEREAS, additional goods, trades and services may be required including but not limited to sewer video inspection, pipe cleaning, geotechnical engineering, materials and appurtenances for repairs; and
WHEREAS, the City crews also worked overtime to maintain the sewer pumps and to provide Construction Management for this project; and
WHEREAS, in accordance with Madera City Code Section 3-2.04, the City Manager has provided a detailed staff report setting forth the specific facts establishing the emergency, why the emergency did not permit a delay resulting from a competitive solicitation for bids, and why his actions were necessary to respond to the emergency associated with the aforementioned repairs as well as on the costs associated with the repairs; and WHEREAS, it is highly likely that failure to immediately make the required repairs will result in danger to the health, safety, and welfare of the City residents, members of the public, and/or public facilities; and
WHEREAS, the City Council has considered the written report and verbal report of the City Manager at a regular meeting and determined that the facts and circumstances are such that emergency repairs were and are needed.
NOW, THEREFORE the City Council resolves as follows:
1. The staff report regarding this resolution and the recitals herein are incorporated herein by reference.
2. The repairs described in the recitals and staff report constitute an emergency requiring the need to take immediate action and require procurement of necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
3. The "emergency" described in this resolution meets the requirements as set forth in the Public Contract Code as it constitutes a sudden, unexpected occurrence that posed a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.
4. The Council finds the emergency will not permit a delay resulting from a competitive solicitation for bids and that the action was and is necessary to respond to the emergency.
5. The City Council ratifies the emergency action taken by the City Manager, including the award of an emergency purchase orders and contracts without competitive bidding for the emergency repairs.
6. Upon completion of the aforementioned emergency repairs and stabilization work, any other work shall be made through a competitive bid process as required by the Madera City Code and Public Contract Code.
7. The City Council hereby directs the City Manager to make status reports at each regularly scheduled Council meeting, pursuant to Section 22050 of the Public Contracts Code until the repairs have been completed.
8. This Resolution shall become effective upon adoption. ***********
PASSED AND ADOPTED by the City Council of the City of Madera this 12th day of June 2024 by the following vote:
AYES: Mayor Garcia, Councilmembers Gallegos, Rodriguez, Evans and Villegas.
NOES: None.
ABSTENTIONS: None.
ABSENT: Councilmembers Montes and Mejia.
APPROVED:
ATTEST:
REPORT TO CITY COUNCIL
Approved by:
_________________________________
Council Meeting of: August 21, 2024
Agenda Number: D-4
Arnoldo Rodriguez, City Manager
SUBJECT:
Budget Amendment and direction on the Railroad Crossing Elimination Grant Program for the Cleveland Avenue and Union Pacific Railroad Crossing
RECOMMENDATION:
1. Adopt a Resolution amending the Fiscal Year 2024/2025 budget by allocating $60,000 to retain a consultant to prepare a grant application per the Railroad Crossing Elimination Grant Program administered by the Federal Railroad Administration (FRA), US Department of Transportation (DOT). Funds will be divided between Measure T and Local Transportation Funds (LTF)
2. Provide direction regarding the potential allocation of Measure T, Local Transportation Funds (LTF), or General Fund to meet the minimum 20 percent non-federal fund share should the City be awarded the grant
SUMMARY:
The Federal Railroad Administration (FRA), US Department of Transportation (DOT) recently issued a Notice of funding opportunity (NOFO) for eligible projects under the Railroad Crossing Elimination (RCE) Program. The program has approximately $1.1 billion in funding available, $38 million reserved for planning projects.
It is well recognized that the intersection of State Route 99, North Gateway Drive, Cleveland Avenue, Country Club Drive, and the Union Pacific Railroad line presents a significant and complex transportation challenge. While the City is not currently in a position to resolve these issues independently, staff proposes to retain a consultant to assist in applying for a Project Planning grant with the FRA. This grant would serve as the first step in identifying potential improvement options.
To apply, staff recommends a budget amendment and requests direction on use of transportation funds, as the grant requires a minimum 20 percent non-federal match, which can be sourced from public (e.g. State or local) or private sector funding. Potential matching funds include Measure T, Local Transportation Funds (LTF), or General Fund.
DISCUSSION:
Complex intersection
As Council is aware, the intersection of State Route 99, North Gateway Drive, Cleveland Avenue, Country Club Drive, and the Union Pacific Railroad line presents numerous challenges. The combination of various road segments and high traffic volume has long been a source of frustration for community members, particularly during prolonged delays caused by trains traversing the intersection. Although traffic signals are in place, these factors combine to create a challenge for drivers, pedestrians, and cyclists.
Overview of the Railroad Crossing Elimination Program (RCE) The RCE Program aims to fund railroad grade crossing improvements. Eligible projects include:
▪ Grade separation, such as bridges or tunnels
▪ Crossing closures
▪ Track relocation
▪ Improvement or installation of protective devices, signals, signs, or other technological solutions
▪ Planning, environmental review, and design of an eligible project type.
The overarching goal of the program is to improve the safety and mobility of both people and goods. According to the FRA, “[s]uch projects will improve American rail infrastructure to enhance rail safety, improve the health and safety of communities, eliminate highway-rail and pathway-rail grade crossings that are frequently blocked by trains, and reduce the impacts that freight movement and railroad operations may have on underserved communities.” Application Tracks
The FRA has identified three tracks (i.e., categories) of applications under the RCE Program.
These are outlined below, followed by a brief summary of each:
Track 1: Project Planning
Consists of Project Planning, including:
▪ Defining purpose and need statement
▪ Completion of conceptual engineering and other design ▪ Documentation showing that project alternatives were considered ▪ Completion of an environmental resource inventory and potential environmental concerns analysis
▪ Scale design drawings
▪ Public and stakeholder involvement
▪ Completion of an order-of-magnitude project cost estimate ▪ Major Projects, completion of an initial Project Management Plan Track 2: Project Development
Consists of projects for eligible Project Development activities, including:
▪ Completion of Professional Engineer (PE) and architectural or other design ▪ PE drawings and specifications (scale drawings at the 30 percent design level, including track geometry as appropriate)
▪ Design criteria, schematics and/or track charts that support the development of PE ▪ Work that can be funded in conjunction with developing PE, such as operations modeling, surveying, project work/management plans, preliminary cost estimates, and preliminary project schedules
▪ Completion of environmental review (California Environmental Quality Act and National Environmental Quality Act)
▪ Completion of applicable project management documentation (such as a Project Management Plan, schedule, capital cost estimate, and financial plan) Track 3—Final Design (FD)/Construction:
Consists of projects for eligible FD and Construction activities, including:
▪ Completion of necessary Planning and Project Development stages, including PE and NEPA requirements, prior to moving to the FD/Construction stage of a project. ▪ FD activities may include completion of the FD documentation, acquisition of right-ofway, resolving remaining uncertainties or risks associated with changes to the design and scope of the Capital Project
▪ Addressing procurement processes
▪ Updating/completing the applicable project management documentation ▪ Construction activities may include physical construction and installation of the Capital Project, including procurement and manufacturing of vehicles and equipment, project administration, testing of equipment (e.g., signal equipment and rolling stock), systems integration testing, workforce training, system certification, procurement of insurance, provision of warrantees, pre-revenue service, and start-up testing.
Potential Next Steps
Currently, the City has not yet defined a specific plan to begin identifying potential options for improving the area. Thus, staff recommends applying for a Task 1 grant, which provides Project Planning funding. If awarded, the City would then prepare a Request for Proposal (RFP) to retain a consultant to carry out the tasks outlined in Task 1 in accordance with FRA guidelines. This approach will allow the City to systematically evaluate solutions for the transportation challenges at the intersection.
FINANCIAL IMPACT:
Due to the exploratory nature of the grant application, it is challenging to quantify the overall project costs at this stage. However, it should be acknowledged that construction would be tens of millions of dollars and will likely exceed $100 million. While these figures represent potential future costs, the immediate request is to allocate up to $60,000 to retain a consultant to assist the City in applying for a grant for Task 1.
If the City successfully secures the grant, the City will be required to contribute a minimum of 20 percent in matching funds. The exact amount of this match is also difficult to determine until a consultant is retained and additional project details are clarified. Initial estimates suggest that the 20 percent for Task 1 could range between $200k and $400k, assuming that the City is awarded between $1M to $2M.
It is noted that the minimum grant award under the RCE Program is $1 million; however, during a recent webinar, the presenter indicated that the minimum award for Task 1, Project Planning, is $800k. Regardless of this threshold, staff anticipates that, given the complexity of the intersection, a larger amount of funding will be required to adequately address the planning and analysis needed for this project.
Table 1: Task 1 Costs
Tasks Source of Funds Amount
Contract for grant writer Measure T/LTF $60,000
Task 1: Project Planning (1) Measure T, LTF, General Fund or combination $300k-$400k (1) Assumes that the City is awarded the grant for approximately $2M Future Grants & Funding
It is noted that if the City is awarded funding as part of Task 1, additional grants will be necessary to proceed to Tasks 2 and 3. While there may be other grant opportunities, as well as State or federal programs available for funding, the tasks outlined by the RCE Program align with standard capital improvement practices. Securing funding for each phase will be crucial for the successful completion of the project.
ALTERNATIVES:
Council may instruct staff to not retain a consultant, to complete the grant inhouse, or to postpone applying to a future grant cycle.
ATTACHMENTS:
1. Resolution Amending the Fiscal Year 2024/25 Budget
RESOLUTION NO. 24-______
A RESOLUTION AMENDING THE FISCAL YEAR 2024/2025 BUDGET BY ALLOCATING $60,000 TO RETAIN A CONSULTANT TO PREPARE A GRANT
FOR THE RAILROAD CROSSING ELIMINATION PROGRAM AND A LOCAL MATCH OF 20 PERCENT USING NON-FEDERAL FUNDS TO COMPLETE TASK 1 UNDER FEDERAL RAILROAD ADMINISTRATION GUIDELINES
WHEREAS, on July 10, 2024, the Federal Railroad Administration (FRA) of the U.S.
Department of Transportation (DOT) issued a Notice of Funding Opportunity (NOFO) for eligible projects under the Railroad Crossing Elimination (RCE) Program, which has approximately $1.1 billion in available funding, including $38 million reserved for planning projects; and WHEREAS, the RCE Program aims to fund highway-rail or pathway-rail grade crossing improvement projects that focus on improving the safety and mobility of people and goods; and WHEREAS, the intersection of State Route 99, North Gateway Drive, Cleveland Avenue, Country Club Drive, and the Union Pacific Railroad line presents significant transportation challenges, including prolonged delays and safety concerns for drivers, pedestrians, and cyclists; and
WHEREAS, the City is currently not in a position to resolve these challenges independently and seeks to apply for a Project Planning grant under the US Department of Transportation Federal Administration’s RCE Program to identify potential solutions to remedy these challenges; and
WHEREAS, the Federal Railroad Administration has identified the RCE Program as a key initiative to improve safety and mobility at railroad grade crossings through funding for grade separation, crossing closures, track relocation, protective devices, and planning activities; and WHEREAS, to apply for the RCE Program, the City needs to retain a consultant to prepare a grant application and provide a minimum 20 percent non-federal match for the grant.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Madera, California, as follows:
1. The above recitals are true and correct.
2. The City Council hereby approves a budget amendment for Fiscal Year 2024/2025 to allocate up to $30,000 in Local Transportation Funds (LTF) and $30,000 in Measure T Funds, per Exhibit A, to retain a consultant for the preparation of the grant application for the Railroad Crossing Elimination Program.
3. The City Council directs staff to explore the potential use of Measure T, Local Transportation Funds (LTF), or General Fund to meet the minimum 20 percent non-federal match required for Task 1 under the FRA guidelines. The estimated match amount is anticipated to range between $200,000 and $400,000, depending on the grant award amount.
4. Upon approval of the budget amendment and funding sources, the City Council authorizes staff to proceed with the process of retaining a consultant for the preparation and submittal of the grant application for the RCE Program.
5. The City Council acknowledges that securing additional grants will be necessary to proceed to subsequent tasks (Task 2 and Task 3) under the RCE Program and that future funding opportunities should be explored to support these phases.
6. The City Council has considered alternatives including not retaining a consultant, completing the grant application in-house, or postponing the application to a future grant cycle, and finds the proposed approach to be the most effective for addressing the transportation challenges at the intersection.
* * * *
ORG OBJECT
FUND CODE CODE DESCRIPTION (+) (-)
Local Transportation - Streets 42005330 4900 Budgetary Carryover - $ (30,000) Local Transportation - Streets 42005330 6440 Transfer Out 30,000 Measure T - Rehab/Reconstruction 41514470 4900 Budgetary Carryover (30,000) Measure T - Rehab/Reconstruction 41514470 6440 Grants 30,000 $ 60,000 $ (60,000)
EXHIBIT A
CITY OF MADERA
Budget Appropriations: Res. 24-______
Budget Adjustments for Fiscal Year 2024/25
1 Madera City Council Meeting
August 21, 2024
Agenda Item: E-1
Select Recipient for the Proclamation Recognizing Old Timers Week Recommendation: Request for Councils selection of a recipient for the Proclamation Recognizing Old Timers Week (Report by Alicia Gonzales) There is no written report for this item.
REPORT TO CITY COUNCIL
Approved by: Council Meeting of: August 21, 2024
_________________________________ Agenda Number: ___________ Keith Helmuth, City Engineer
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:
Presentation of Intersection Control Options for Lake Street/4th Street/Central Avenue Intersection; City Project R-57
RECOMMENDATION:
Consider the information presented and provide direction to staff regarding course of future activity for this project
SUMMARY:
The Lake Street/4th Street/Central Avenue Intersection is a 5-legged intersection with all-way stop control. In 2016, the City retained a consultant to help determine the most suitable form of traffic control for current and expected future traffic volumes with the expectation that the same consultant would then perform design and assist with project construction. Three alternatives, roundabout, traffic signal and No-Build, were discussed at the Council meeting on February 19, 2020. During this meeting it was decided that staff should proceed with the design and construction of a traffic signal at this intersection rather than a roundabout. At the time, the City was unaware that the Yosemite Avenue project, with three roundabouts, was moving forward.
Considering the nearby project, this item is for the purpose of providing Council an opportunity to reassess the intersection control options, the benefits and costs, and to provide direction to staff as to whether the current design of a traffic signal shall continue, or intersection design be switched to a roundabout.
DISCUSSION:
In 2016, the City contracted with GHD (formerly Omni-Means) to study the intersection of Lake Street/4th Street/Central Avenue to determine the best alternative to accommodate current and future traffic flows. Being that this is a complicated intersection the solution was not considered an obvious decision. The alternatives included:
E-2
Maintain all-way stop control (No-Build)
Construct Traffic Signal
Construct Roundabout
GHD conducted an analysis of this intersection that was based on Caltrans Traffic Operations Policy Directive 13-02. This policy is used to evaluate impacts to intersection traffic to identify the most effective and comprehensive alternatives. Its fundamental objective is to balance the needs of all modes and users with system performance goals rather than simply addressing traffic flow. A copy of the complete Report, hereafter called Intersection Control Evaluation (ICE), is included in Attachment 1.
Traffic Signal Alternative
With this alternative the intersection would be signalized with lane geometry modified to accommodate 2040 Design Year traffic volumes. Proposed changes to the intersection include:
Eliminating the 4th Street left turn pocket for east to northbound movements and converting the existing through lane into the left turn lane Constructing a narrow median for northbound Lake Street Terminating the northeast leg of 4th Street at the intersection Elimination of approximately 34 on-street parking spaces along Lake Street and 4th Street The analysis showed that for the 2040 Design Year the AM Level of Service (LOS) and delay would improve with the Traffic Signal Alternative vs the No-Build Alternative. Queuing will be acceptable for all movements except northbound Lake Street during the PM Peak hour in which vehicles may occasionally back into and block the 5th Street intersection. LOS is expected to be C for the AM and PM peak hour for the 2040 Design Year.
Based on the 90 percent design plans, right-of-way (ROW) is necessary for a larger radius curb return to accommodate truck turning movements at the northwest corner of Lake Street and Central Avenue. See Attachment 2 for the Preliminary Layout for the Traffic Signal Alternative.
Impacts to on-street parking are also highlighted on this drawing.
Roundabout Alternative
This alternative would reconfigure the intersection and construct a single lane roundabout. The Roundabout Alternative has less queuing, vehicle delays, and a higher LOS than both the No-Build alternative and the Traffic Signal Alternative for both the AM and PM Peak Hours and therefore will operate more efficiently. Queuing is not expected to exceed available storage. LOS is expected to be B for the AM and PM peak hours for the 2040 Design year. See attachment 3 for a Preliminary Layout.
The Preliminary Layout completed in 2020 by GHD indicates additional ROW would be required.
Depending upon the final configuration of the intersection, the City was advised it may be required to fully purchase three properties at this intersection. Additional ROW would also have been needed at the remaining two properties. It was estimated that the ROW would cost $750,000 or more with this Alternative. Approximately 62 on-street parking spaces would be eliminated with this Alternative along all legs of the intersection to accommodate the revised configurations.
Safety Considerations
Safety considerations were included in the analysis of the ICE Report. Roundabouts are a proven safety strategy for improving intersection safety by eliminating or altering conflict types, reducing crash severity, and causing drivers to reduce speeds as they proceed into and through the intersection. By their geometric design elements, roundabouts have fewer conflicting points when compared to other intersection types. In a typical 4-legged intersection, traffic signals have 32 conflict points, whereas roundabouts have 8. Figure 1 below shows various vehicle conflict points for signalized and roundabout controlled intersections.
Figure 1: Vehicle Conflict Point Comparison
Comparison of Alternatives
The conclusion of the Intersection Control Evaluation (ICE) Report was that the Roundabout Alternative is the preferred option from an operational and safety standpoint. The costs for the Traffic Signal Alternative and the Roundabout Alternative were estimated to be $1,050,000 and $1,620,000 respectively, not including design, ROW, and construction management costs. ii ◄
• Diverging
Q Merging
O Crossing
Public Input
On January 16, 2020, the City held a public meeting at City Hall to discuss project alternatives.
Fifteen people attended this meeting. Some of the attendees expressed concern over the elimination of on-street parking and one attendee provided a history of the intersection. A summary of the questions asked and a copy of the letter describing the intersection history are included in Attachment 4.
Staff at the February 19th 2020 Council Meeting did not feel the Roundabout Alternative justified the significant additional costs and impacts to the existing neighborhood. During that same meeting Council directed staff to construct a traffic signal at the intersection based on the analysis of the ICE and public input. The construction documents for the traffic signal alternative are at 90% design pending completion of a left turn study amendment which was brought to Council on February 21, 2024.
Project Cost Estimates
To reevaluate the intersection control options staff has requested GHD update their 2018 estimates for the traffic signal construction, roundabout design, and roundabout construction costs. The following table summarizes these estimated costs:
Table 1: Existing and Traffic Signal Costs
Includes $ (1)
Original Contract +
Amendments (1,2,3)
Intersection Control Evaluation, Traffic Signal
Design and Construction Support, Environmental
Studies, Left Turn Study
$200,189
Traffic Signal ROW Cost One ROW take on Northwest Corner $3,500 Traffic Signal
Construction
Contingency and Construction Management $865,000
(1) Rounded to nearest dollar
Table 2: Roundabout Costs
Includes $ (1)
Original Contract +
Amendments (1,2,3)
Intersection Control Evaluation, Traffic Signal
Design to date and Construction Support,
Environmental Studies, Left Turn Study
$200,189
Update ICE Study Update with current Traffic Counts and Update Roundabout Layout
$36,248
Roundabout ROW Cost Three full ROW takes and two small takes $957,000 Roundabout Design Cost - $310,000
Roundabout
Construction Costs
Contingency and Construction Management $2,067,120
(1) Rounded to nearest dollar
Present Day Considerations
A concern rose regarding the potential for the Caltrans’s Road diet project on Yosemite Avenue to overwhelm the planned traffic signal at the intersection. The ICE study was based on an assumed 150 percent increase of traffic volume over the next 20 years due to planned development. It did not anticipate the road diet on Yosemite Avenue.
FINANCIAL IMPACT:
Project funding is from a federal grant and local transportation funding sources. Depending on the direction provided by Council, additional local transportation funding may be required.
ALTERNATIVES:
Council may instruct staff further pursue the Roundabout Alternative with an updated ICE Study and Roundabout geometric layout.
ATTACHMENTS:
1. Intersection Control Evaluation Report
2. Preliminary Layout – Traffic Signal Alternative
3. Preliminary Layout – Roundabout Alternative
4. Comments from Public Meeting
ATTACHMENT 1
Lake Street/4th Street/Central Avenue
Intersection Control Evaluation (ICE)
Report
City of Madera
Lake Street/4th Street/Central Avenue
Intersection Control Evaluation (ICE) Report
Prepared for:
City of Madera
205 W. Fourth Street
Madera, CA 93637
Prepared by:
GHD
669 Pacific Street, Suite A
San Luis Obispo, CA 93401
February 2019
11144963
R2264RPT003.docx
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page i City of Madera R2264RPT003
TABLE OF CONTENTS
1. Introduction ............................................................................................................... 1
1.1 Purpose ............................................................................................................................. 1
1.2 Project Setting/ Land Use ................................................................................................. 2
2. Screening Objectives ................................................................................................ 2
2.1 Project Analysis Scenarios ................................................................................................ 2
2.1.1 Existing Year (2017) ................................................................................................. 3
2.1.2 Design Year (2040) .................................................................................................. 3
2.2 Project Design Alternatives ............................................................................................... 4
2.2.1 No Build Alternative .................................................................................................. 4
2.2.2 Traffic Signal Alternative .......................................................................................... 4
2.2.3 Roundabout Alternative ............................................................................................ 4
3. Screening Criteria ..................................................................................................... 4
3.1 Traffic Operations Analysis ......................................................................................... 5
3.2 Analysis Factors ................................................................................................................ 6
4. Capacity Assessment/Analysis – Existing Intersection (5-Leg)............................ 6
4.1 No Build Analysis .............................................................................................................. 6
4.1.1 Existing Year (2017) ................................................................................................. 7
4.1.2 Design Year (2040) .................................................................................................. 8
4.2 Traffic Signal Analysis ....................................................................................................... 9
4.2.1 Existing Year (2017) ................................................................................................. 9
4.2.2 Design Year (2040) ................................................................................................ 10
4.3 Roundabout Analysis ...................................................................................................... 11
4.3.1 Existing Year (2017) ............................................................................................... 11
4.3.2 Design Year (2040) ................................................................................................ 12
5. Build Alternatives Footprint Development & Assessment .................................. 14
5.1 Traffic Signal Alternative ................................................................................................. 14
5.1.1 Traffic Signal Performance Checks ........................................................................ 14
5.2 Roundabout Alternative ................................................................................................... 16 Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page ii City of Madera R2264RPT003
5.2.1 Roundabout Performance Checks ......................................................................... 16
5.2.2 Fastest Path and Vehicle Speed Checks ............................................................... 18
5.2.3 Sight Distance ........................................................................................................ 19
5.2.4 View Angles ........................................................................................................... 20
6. Build Alternatives Capacity Assessment/ Analysis ............................................. 20
6.1 Traffic Signal Alternative Analysis ................................................................................... 20
6.1.1 Existing Year (2017) ............................................................................................... 21
6.1.2 Design Year (2040) ................................................................................................ 21
6.2 Roundabout Alternative Analysis .................................................................................... 23
6.2.1 Existing Year (2017) ............................................................................................... 23
6.2.2 Design Year (2040) ................................................................................................ 24
7. Safety Considerations ............................................................................................ 25
7.1 Historic Collision Data ..................................................................................................... 25
7.2 Safety Analysis ................................................................................................................ 25
7.2.1 Crash Modification Factors .................................................................................... 25
7.2.2 Number of Conflicting Points .................................................................................. 26
7.2.3 Reduced Speed Potential and Crash Severity Potential ........................................ 26
7.2.4 Pedestrian and Bike Safety .................................................................................... 26
8. Alternatives Comparison ........................................................................................ 27
8.1 Traffic Signal Alternative ................................................................................................. 27
8.2 Roundabout Alternative ................................................................................................... 27
9. Life-Cycle Analysis ................................................................................................. 28
9.1 Collision Costs ................................................................................................................ 28
9.2 Fuel Costs ....................................................................................................................... 28
9.3 Environmental Costs ....................................................................................................... 29
9.4 Capital Costs ................................................................................................................... 29
9.4.1 Construction Costs ................................................................................................. 29
9.4.2 Right-of-Way Costs ................................................................................................ 29
9.5 Other Costs ..................................................................................................................... 30 Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page iii City of Madera R2264RPT003
9.5.1 Operation & Maintenance Cost .............................................................................. 30
9.5.2 Landscape Maintenance Cost ................................................................................ 30
9.5.3 Pavement Rehabilitation ........................................................................................ 30
9.6 Service Life ..................................................................................................................... 31
10. Summary of Findings ............................................................................................ 31
11. Conclusions ........................................................................................................... 33 Appendix ..........................................................................................................................
LIST OF FIGURES
Figure 1: Study Area ..................................................................................................................... 1 Figure 2: Peak Hour Traffic Volumes ............................................................................................ 3 Figure 3: Traffic Signal Alternative Preliminary Layout ............................................................... 15 Figure 4: Roundabout Alternative Preliminary Layout ................................................................ 17 Figure 5 - Fast Path Critical Speed Locations ............................................................................ 18 Figure 6 – Typical Conflict Points at Typical Intersections .......................................................... 26
LIST OF TABLES
Table 1 Level-of-Service (LOS) Criteria ........................................................................................ 5 Table 2A No Build - Existing Year (2017) AM Peak Hour Traffic Operations ............................... 7 Table 2B No Build - Existing Year (2017) PM Peak Hour Traffic Operations ............................... 7 Table 3A No Build - Design Year (2040) AM Peak Hour Traffic Operations ................................. 8 Table 3B No Build - Design Year (2040) PM Peak Hour Traffic Operations ................................. 8 Table 4A Signal - Existing Year (2017) AM Peak Hour Traffic Operations ................................... 9 Table 4B Signal - Existing Year (2017) PM Peak Hour Traffic Operations ................................. 10 Table 5A Signal - Design Year (2040) AM Peak Hour Traffic Operations .................................. 10 Table 5B Signal - Design Year (2040) PM Peak Hour Traffic Operations .................................. 11 Table 6A Roundabout - Existing Year (2017) AM Peak Hour Traffic Operations ....................... 12 Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page iv City of Madera R2264RPT003
Table 6B Roundabout - Existing Year (2017) PM Peak Hour Traffic Operations ....................... 12 Table 7A Roundabout - Design Year (2040) AM Peak Hour Traffic Operations ......................... 13 Table 7B Roundabout - Design Year (2040) PM Peak Hour Traffic Operations ......................... 13 Table 8: Fastest Path Speeds (MPH) ......................................................................................... 19 Table 9: Intersection Sight Distance ........................................................................................... 19 Table 10: Stopping Sight Distance to Entry ................................................................................ 20 Table 11: Stopping Sight Distance to Pedestrian Crossing ........................................................ 20 Table 12A Traffic Signal Alternative - Existing Year (2017) AM Peak Hour Traffic Operations .. 21 Table 4B Traffic Signal Alternative - Existing Year (2017) PM Peak Hour Traffic Operations .... 21 Table 13A Traffic Signal Alternative - Design Year (2040) AM Peak Hour Traffic Operations ... 22 Table 13B Traffic Signal Alternative - Design Year (2040) PM Peak Hour Traffic Operations ... 22 Table 14A Roundabout Alternative - Existing Year (2017) AM Peak Hour Traffic Operations ... 23 Table 14B Roundabout Alternative - Existing Year (2017) PM Peak Hour Traffic Operations ... 23 Table 15A Roundabout Alternative - Design Year (2040) AM Peak Hour Traffic Operations ..... 24 Table 15B Roundabout Alternative - Design Year (2040) PM Peak Hour Traffic Operations ..... 24 Table 16 Collision Data ............................................................................................................... 25 Table 17 Preliminary Right-of-Way Impacts and Costs .............................................................. 30 Table 18 Alternative performance Comparison .......................................................................... 32 Table 19 Life Cycle Cost Summary Performance Comparison .................................................. 33
APPENDIX
Appendix A – Capacity Assessment/Analysis Existing 5-Leg Intersection Appendix B – Traffic Signal Alternative
Appendix C – Roundabout Alternative
Appendix D – Benefit/Cost Ratio Back-Up
Appendix E – Alternatives Comparison Back-Up
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 1 City of Madera R2264RPT003
1. Introduction
1.1 Purpose
This document has been prepared to present the results of a conceptual alternatives analysis performed by Omni-Means for the City of Madera in support of the Intersection Control Evaluation (ICE) process. The analysis evaluates potential alternative improvements at the Lake Street/4th Street/Central Avenue intersection. Though this intersection is not on the state highway system, this analysis has been conducted consistent with guidelines provided in Caltrans Traffic Operations Policy Directive 13-02 for intersection improvements on the state highway system.
The purpose of the study is to identify viable alternatives (project) to improve safety, reduce delay, and enhance mobility for all travel modes at the intersection of Lake Street/4th Street/Central Avenue. The project would improve traffic circulation, access, and safety for all modes of transportation. It would relieve anticipated future traffic congestion associated with planned development in the City and improve local traffic circulation.
The intersection of Lake Street/4th Street/Central Avenue is located in the northeast quadrant of the City of Madera, in the urbanized City limits, south of the Fresno River, east of SR 99 and northwest of Highway 145. Although this intersection currently does not experience severe delay or congestion, traffic forecast data shows this intersection reaching an LOS of E in the PM peak hour by the year 2040. There are five approaches to the intersection (as shown in Figure 1) and the 5-legged nature of this intersection presents unique design challenges.
Figure 1: Study Area
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 2 City of Madera R2264RPT003
This document contains a description of the following sections consistent with the Caltrans ICE document guidelines including:
Screening Objectives;
Screening Criteria;
Capacity Assessment/Analysis;
Footprint Development & Assessment;
Safety Considerations
Life-Cycle Costs; and
Recommendations & Documentation.
1.2 Project Setting/ Land Use
The intersection of Lake Street/4th Street/Central Avenue is located in the northeast quadrant of the City of Madera, east of SR 99 and northwest of Highway 145. Lake Street serves as a northsouth arterial in the City. About half a mile to the southwest Lake Street intersects Sunrise Avenue, and at the study intersection Lake Street turns and continues due north well beyond the City limits.
The southwest leg of 4th Street is an arterial and has an interchange with SR 99 about half a mile southwest of the study intersection. The northeast leg of 4th Street is a local road that terminates at Flume Street after one block. Central Avenue is an east/west collector street that extends from H Street to Lake Street.
The primary land use directly adjacent to the study intersection is single family residential.
Centennial Park is located northeast of the intersection at the end of 4th Street. It includes a pool, youth and community center, and a community garden. City of Madera Fire Station #6 is located north of the study intersection on Lake Street. Although there are residential homes located at each corner of the intersection, there are not a significant number of driveways. Most properties in this area have their access off of an alley that serves as a communal driveway for an entire block of houses. This will result in minimal impacts to property access, even if there are other property impacts around the intersection. There is also a significant heavy vehicle presence at this intersection during the morning peak hour.
Lake Street crosses the Fresno River approximately 400 feet north of the study intersection. The bridge at this location is a constraint and any impacts to it should be avoided.
2. Screening Objectives
In August 2013, Caltrans issued Traffic Operations Policy Directive (TOPD) 13-02 regarding Intersection Control Evaluation (ICE). According to this directive, all proposals to install or modify intersection control on state highways must consider all three intersection control strategies (traffic signal, yield control roundabout, and all-way stop control) and the supporting design configurations during the ICE screening process. Consistent with the intent of this Directive, the objective of this report is to determine which of these intersection control strategies are contextappropriate, practical to implement, and merit further consideration.
2.1 Project Analysis Scenarios
This section contains a brief description of the time frames for which the traffic operations analysis was conducted. The project design alternatives (discussed within the next section) were analyzed for Existing Year (Year 2017) and Design Year (Year 2040) conditions. The analysis was Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 3 City of Madera R2264RPT003
conducted for both the AM and PM peak hour conditions. The peak hour turning movement volumes are summarized on Figure 2.
Comparing the traffic data, the AM and PM peak hours are fairly balanced, but there are about 10% more vehicles entering the intersection in the PM peak hour. Northbound Lake Street and eastbound 4th Street have significantly more vehicles in the PM peak hour than in the AM Peak Hour. The other three legs are more balanced between the two peak hours.
Figure 2: Peak Hour Traffic Volumes
A comparison of volumes by directionality (NB and SB on the corridor) indicated that, in general, the northbound traffic volumes (northbound Lake Street and 4th Street) are higher than the southbound Lake Street volumes. This trend is more significant in the PM peak hour.
One of the primary objectives of TOPD 13-02 is to balance the needs of all modes and users with system performance goals. For that reason, volumes for pedestrians and bicycles were also collected and analyzed. There were 6 cyclists using the study intersection during the AM peak hour and 10 in the PM peak hour. In the AM peak hour, about half of the cyclists were approaching from Central Avenue. In the PM peak hour, about half were approaching from the northeast leg of 4th Street. About 24 pedestrians used the intersection during the AM peak hour and about 27 pedestrians in the PM peak hour. Pedestrians cross on each leg of the intersection during both peak hours.
2.1.1 Existing Year (2017)
Traffic volumes collected in February 2017 during both AM and PM peak hours are utilized in this study. Pedestrian, cyclist, and truck volumes were measured as part of the counts, and peak hour factors were determined. These volumes were used as a base line for future year projections.
See Figure 2 for a summary of the turning movement volumes for the study intersection.
2.1.2 Design Year (2040)
Omni-Means received year 2035 forecast volumes from the Madera County Transportation Commission (MCTC) Regional Travel Demand Model (RTDM) on February 22, 2017. The forecast volumes were link-based volumes; therefore, Omni-Means converted the existing traffic 2017
XX=AM Peak Hour Volumes
(XX)=PM Peak Hour Volumes
2040
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 4 City of Madera R2264RPT003
count data to approach volumes, in order to compare them to the data provided by MCTC. The growth rates between the existing traffic counts and MCTC's 2035 traffic forecast volumes were calculated for each leg of the intersection and were found to be about 4%.
As a 4%/year growth rate seemed high, Omni-Means requested existing year volumes that were used in the MCTC RTDM. Omni-Means received the requested 2017 link based traffic volumes from the RTDM and determined that these traffic volumes had an average annual growth rate of about 0-1.1% between the RTDM’s 2017 and 2035 volumes. Based on this determination, OmniMeans used a 1% annual growth rate applied on the existing turning movements’ counts to the year 2040. See Figure 2 for the forecasted 2040 traffic volumes.
2.2 Project Design Alternatives
This study analyzes three alternatives. The first is a No Build Alternative that assumes existing lane geometrics and all-way stop control. The second alternative is signalization with modified lane geometrics. The third alternative is a yield-control roundabout with modified lane geometrics.
2.2.1 No Build Alternative
The No-Build Alternative leaves the existing lane geometrics and all-way stop-control in place.
2.2.2 Traffic Signal Alternative
With this alternative, the intersection is signalized and the lane geometrics have been modified to accommodate the Design Year volumes. The northeast leg of 4th Street will be terminated at the alley, and the intersection will only feature 4 legs. The Signal Alternative lane geometrics can be found on Figure 3 and is provided in Appendix B of this report.
2.2.3 Roundabout Alternative
This alternative would replace the intersection with a modern single lane roundabout designed to accommodate the Design Year traffic forecast volumes. The northeast leg of 4th Street will be terminated at the alley, and the intersection will only feature 4 legs. The Roundabout Alternative layout shown on Figure 4 and is provided in Appendix C of this report.
3. Screening Criteria
The traffic operations for the No-Build Alternative, Signal Alternative, and Roundabout Alternative were analyzed for the AM and PM peak hours under existing (2017) and design (2040) year conditions.
Both the No-Build and Signal Alternatives were analyzed using Synchro 9 and SimTraffic analysis software. Synchro 9 is a macroscopic analysis and optimization application that reports the Level of Service (LOS) and delay as per the Highway Capacity Manual (HCM) 2010 methodologies.
SimTraffic is a traffic micro-simulation application that individually tracks and records each vehicle in the model simulating real world conditions. SimTraffic was used to record queuing characteristics for the No-Build and Traffic Signal Alternatives.
SIDRA analysis software was used for the Roundabout Alternative to determine the LOS, volume to capacity ratio (V/C), delay, and the 95th percentile queues. The volume to capacity ratio (V/C) compares roadway demand (vehicle volume) with roadway carrying capacity. A V/C of 1.00 indicates that a roadway facility is operating at full capacity.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 5 City of Madera R2264RPT003
3.1 Traffic Operations Analysis
Traffic operations have been quantified through the determination of LOS. LOS is a qualitative measure of traffic conditions, whereby a letter grade "A" through "F" is assigned to an intersection or roadway segment representing progressively worsening traffic conditions. LOS definitions for different types of intersection controls are outlined in Table 1.
TABLE 1
LEVEL-OF-SERVICE (LOS) CRITERIA
LOS
Type of
Flow Delay Maneuverability
Stopped
Delay/Vehicle
Signal/
Rndbt
Unsignalized
A
Stable
Flow
Very slight delay. Progression is very
favorable, with most vehicles arriving
during the green phase not stopping at all.
Turning movements are easily
made, and nearly all drivers
find freedom of operation.
< 10.0 < 10.0
B
Stable
Flow
Good progression and/or short cycle
lengths. More vehicles stop than for LOS
A, causing higher levels of average delay.
Vehicle platoons are formed.
Many drivers begin to feel
somewhat restricted within
groups of vehicles.
>10.0
and
< 20.0
>10.0
and
< 15.0
C
Stable
Flow
Higher delays resulting from fair
progression and/or longer cycle lengths.
Individual cycle failures may begin to
appear at this level. The number of
vehicles stopping is significant, although
many still pass through the intersection
without stopping.
Back-ups may develop behind
turning vehicles. Most drivers
feel somewhat restricted
>20.0
and
< 35.0
>15.0
and
< 25.0
D
Approaching
Unstable
Flow
The influence of congestion becomes
more noticeable. Longer delays may
result from some combination of
unfavorable progression, long cycle
lengths, or high volume-to-capacity ratios.
Many vehicles stop, and the proportion of
vehicles not stopping declines. Individual
cycle failures are noticeable.
Maneuverability is severely
limited during short periods
due to temporary back-ups.
>35.0
and
< 55.0
>25.0
and
< 35.0
E
Unstable
Flow
Generally considered to be the limit of
acceptable delay. Indicative of poor
progression, long cycle lengths, and high
volume-to-capacity ratios. Individual cycle
failures are frequent occurrences.
There are typically long
queues of vehicles waiting
upstream of the intersection.
>55.0
and
< 80.0
>35.0
and
< 50.0
F
Forced Flow
Generally considered to be unacceptable
to most drivers. Often occurs with over
saturation. May also occur at high volumeto-capacity ratios. There are many individual cycle failures. Poor progression
and long cycle lengths may also be major
contributing factors.
Jammed conditions. Back-ups
from other locations restrict or
prevent movement. Volumes
may vary widely, depending
principally on the downstream
back-up conditions.
> 80.0 > 50.0
In the City's General Plan Circulation and Infrastructure Element, Policy CI-22 states that "in the Downtown District (as defined in the Land Use Element of this General Plan), the City shall seek to maintain LOS D." This intersection is located within the Downtown District; therefore, LOS "D" Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 6 City of Madera R2264RPT003
is assumed to represent the appropriate LOS target.
In addition to providing acceptable LOS and delay, a goal of the build alternatives will be to reduce standing queues on all approaches.
3.2 Analysis Factors
The following criteria are incorporated in the analysis in order to most accurately reflect intersection operating conditions:
The peak hour factor (PHF) was calculated based on data from the traffic counts collected in February 2017. The PHF represents how constant vehicle volumes are during the peak hour and is equal to the peak hour volume divided by 4 times the peak 15-minute volume.
A PHF of 0.81 was used for the AM peak hour, and a PHF of 0.98 was used for the PM peak hour.
Truck percentages were calculated based on data from counts collected in February 2017.
The AM peak hour experiences about 4% heavy vehicles, and about 1% in the PM peak hour.
SIDRA software includes an environmental factor that modifies capacity reflecting driver response times, standard of intersection geometry, visibility, operating speeds, vehicle sizes, pedestrian interference, parking, buses stopping, etc. For the analysis performed for this report, an environmental factor of 1.02 was used for roundabout analysis.
4. Capacity Assessment/Analysis – Existing
Intersection (5-Leg)
Section 4 includes a capacity assessment and analysis of the existing 5-legged Lake Street/4th Street/Central Avenue intersection for the No Build Alternative as well as for a Traffic Signal Alternative and for a Roundabout Alternative. Each alternative is evaluated under both Existing (2017) and Design Year (2040) conditions. LOS worksheets for each alternative are provided in Appendix A.
4.1 No Build Analysis
The following section summarizes the traffic operations analysis and results for the No-Build Alternative under Existing (2017) and Design Year (2040) conditions. LOS worksheets for each analysis condition are provided in Appendix A.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 7 City of Madera R2264RPT003
4.1.1 Existing Year (2017)
Tables 2A and 2B present the Existing Condition peak hour intersection LOS and delay for the No Build Alternative.
TABLE 2A
NO BUILD - EXISTING YEAR (2017) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 2A, the No Build Alternative is currently providing acceptable intersection LOS and delay for the study intersection during the AM peak hour. The No Build Alternative has acceptable 95th percentile queues for all movements.
TABLE 2B
NO BUILD - EXISTING YEAR (2017) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 2B, the No Build Alternative is currently providing acceptable intersection LOS and delay the study intersection during the PM peak hour. The No Build Alternative has acceptable 95th percentile queues for all movements, except for the following:
The queue for the eastbound 4th Street left-turn exceeds the available storage.
Intersection/Approach
Delay
(sec)2
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 10.2 B --
Northbound Lake Street Left/Thru/Right 9.9 A 350 75
Southbound Lake Street Left/Thru 660 190
Southbound Lake Street Right 65 20
Eastbound 4th Street Left 60 50
Eastbound 4th Street Thru 320 10
Eastbound 4th Street Right 75 40
Eastbound Central Avenue Left/Thru/Right 11.5 B 445 70
Westbound 4th Street Left/Thru/Right 8.4 A 325 25
7.4 A
2. Traffic Operation outputs calculated using SimTraffic simulation results.
15.9 B
1.V/C ratio not available for 5-leg AWSC intersection.
Intersection/Approach
Delay
(sec)2
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 14.8 B --
Northbound Lake Street Left/Thru/Right 18.2 B 350 170
Southbound Lake Street Left/Thru 660 175
Southbound Lake Street Right 65 20
Eastbound 4th Street Left 60 75
Eastbound 4th Street Thru 320 20
Eastbound 4th Street Right 75 35
Eastbound Central Avenue Left/Thru/Right 13.2 C 445 75
Westbound 4th Street Left/Thru/Right 5.8 A 325 30
20.1 1.V/C ratio not available for 5-leg AWSC intersection.
2. Traffic Operation outputs calculated using SimTraffic simulation results.
C
12.5 C
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 8 City of Madera R2264RPT003
4.1.2 Design Year (2040)
Tables 3A and 3B present the Design Year Condition peak hour intersection LOS and delay for the No Build Alternative.
TABLE 3A
NO BUILD - DESIGN YEAR (2040) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 3A, the No Build Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The projected 95th percentile queues are accommodated for all movements, except for the following:
The projected queue for the southbound Lake Street right-turn exceeds the available storage.
The queue for the eastbound 4th Street left-turn exceeds the available storage.
TABLE 3B
NO BUILD - DESIGN YEAR (2040) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 3B, the No Build Alternative is not projected to provide acceptable intersection LOS or delay for the study intersection during the PM peak hour. The projected 95th percentile Intersection/Approach
Delay
(sec)2
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 23.0 C --
Northbound Lake Street Left/Thru/Right 15.1 B 350 125
Southbound Lake Street Left/Thru 660 420
Southbound Lake Street Right 65 195
Eastbound 4th Street Left 60 70
Eastbound 4th Street Thru 320 20
Eastbound 4th Street Right 75 50
Eastbound Central Avenue Left/Thru/Right 12.7 B 445 90
Westbound 4th Street Left/Thru/Right 8.0 A 325 20
1.V/C ratio not available for 5-leg AWSC intersection.
2. Traffic Operation outputs calculated using SimTraffic simulation results.
10.6 B
42.3 E
Intersection/Approach
Delay
(sec)2
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 43.4 E --
Northbound Lake Street Left/Thru/Right 53.4 F 350 380
Southbound Lake Street Left/Thru 660 415
Southbound Lake Street Right 65 240
Eastbound 4th Street Left 60 125
Eastbound 4th Street Thru 320 260
Eastbound 4th Street Right 75 135
Eastbound Central Avenue Left/Thru/Right 15.2 B 445 70
Westbound 4th Street Left/Thru/Right 14.0 B 325 30
1.V/C ratio not available for 5-leg AWSC intersection.
2. Traffic Operation outputs calculated using SimTraffic simulation results.
39.7 E
59.6 F
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 9 City of Madera R2264RPT003
queues are accommodated for all movements, except for the following:
The projected queue for the northbound Lake Street exceeds the available storage and would spill back into the intersection of 5th Street.
The projected queue for the southbound Lake Street right-turn lane exceeds the available storage.
The queues for the eastbound 4th Street left-turn and right-turn lanes exceed the available storages.
4.2 Traffic Signal Analysis
This section provides a summary of the AM and PM peak hour intersection operations associated with installation of a traffic signal with the existing 5-legged intersection under Existing Year (2017) and Design Year (2040) conditions. LOS worksheets for each analysis condition and lane geometrics used for this analysis are provided in Appendix A.
4.2.1 Existing Year (2017)
Tables 4A and 4B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Existing Year conditions during AM and PM peak hour conditions, respectively.
TABLE 4A
SIGNAL - EXISTING YEAR (2017) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 4A, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Traffic Signal Alternative has acceptable 95th percentile queues for all movements.
Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.46 20.4 C --
Northbound Lake Street Left 200 30
Northbound Lake Street Thru/Right 350 65
Southbound Lake Street Left 100 0
Southbound Lake Street Thru 660 105
Southbound Lake Street Right 200 135
Eastbound 4th Street Left 150 40
Eastbound 4th Street Left 320 110
Eastbound 4th Street Thru/Right 320 25
Eastbound Central Avenue Left/Thru/Right 0.52 28.8 C 445 85 Westbound 4th Street Left 100 0
Westbound 4th Street Thru/Right 325 10
0.39 22.8 C
0.43 17.7 B
0.01 21.3 C
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000)
0.49 18.8 B
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 10 City of Madera R2264RPT003
TABLE 4B
SIGNAL - EXISTING YEAR (2017) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 4B, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Traffic Signal Alternative has acceptable 95th percentile queues for all movements.
4.2.2 Design Year (2040)
Tables 5A & 5B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Design Year conditions during AM and PM peak hour conditions, respectively.
TABLE 5A
SIGNAL - DESIGN YEAR (2040) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 5A, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Traffic Signal Alternative Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.45 20.2 C --
Northbound Lake Street Left/Thru/Right 200 105
Northbound Lake Street Thru/Right 350 155
Southbound Lake Street Left 100 5
Southbound Lake Street Left/Thru 660 100
Southbound Lake Street Right 200 60
Eastbound 4th Street Left 150 40
Eastbound 4th Street Left 320 145
Eastbound 4th Street Thru/Right 320 25
Eastbound Central Avenue Left/Thru/Right 0.50 28.2 C 445 85 Westbound 4th Street Left 100 5
Westbound 4th Street Thru/Right 325 15
0.44 22.2
0.47 18.0 B
0.44 18.8 B
C
0.01 20.3 C
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000) Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.56 25.7 C --
Northbound Lake Street Left 200 95
Northbound Lake Street Thru/Right 360 155
Southbound Lake Street Left 100 5
Southbound Lake Street Thru 660 125
Southbound Lake Street Right 200 155
Eastbound 4th Street Left 150 115
Eastbound 4th Street Left 320 65
Eastbound 4th Street Thru/Right 320 15
Eastbound Central Avenue Left/Thru/Right 0.50 31.8 C 445 90 Westbound 4th Street Left 100 0
Westbound 4th Street Thru/Right 325 15
0.53 21.9 C
0.63 24.2 C
0.02 27.0 C
0.51 29.4 C
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000) Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 11 City of Madera R2264RPT003
has acceptable 95th percentile queues for all movements. Although the intersection delay and LOS are acceptable, they are worse than those projected for the No Build Alternative. The main long-term benefit of the Traffic Signal Alternative is the reduction in 95th percentile queues and delay on the southbound Lake Street approach.
TABLE 5B
SIGNAL - DESIGN YEAR (2040) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 5B, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Traffic Signal Alternative also has acceptable 95th percentile queues for all movements. For the design year PM peak hour, the Traffic Signal Alternative operates better than the No Build Alternative by reducing intersection delay from 43.4 seconds to 26.4 seconds and eliminates all 95th percentile queuing impacts.
4.3 Roundabout Analysis
This section provides a summary of the AM and PM peak hour intersection operations associated with installation of a roundabout with the existing 5-legged intersection under Existing Year (2017) and Design Year (2040) conditions. LOS worksheets for each analysis condition and lane geometrics used for this analysis are provided in Appendix A.
4.3.1 Existing Year (2017)
Tables 6A and 6B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Existing Year conditions during AM and PM peak hour conditions, respectively.
Intersection/Approach V/C Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.55 26.4 C --
Northbound Lake Street Left/Thru/Right 200 110
Northbound Lake Street Thru/Right 360 260
Southbound Lake Street Left 100 5
Southbound Lake Street Left/Thru 660 150
Southbound Lake Street Right 200 130
Eastbound 4th Street Left 150 110
Eastbound 4th Street Left 320 200
Eastbound 4th Street Thru/Right 320 45
Eastbound Central Avenue Left/Thru/Right 0.52 34.2 C 445 140 Westbound 4th Street Left 100 10
Westbound 4th Street Thru/Right 325 15
C
0.49 21.6 C
0.55 25.1
C
0.02 27.0
0.60 31.0
C
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000) Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 12 City of Madera R2264RPT003
TABLE 6A
ROUNDABOUT - EXISTING YEAR (2017) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 6A, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements.
TABLE 6B
ROUNDABOUT - EXISTING YEAR (2017) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 6B, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements.
For both the AM and PM peak hours, the Roundabout Alternative operates better than the No Build Alternative by improving LOS from B to A and significantly reducing the 95th percentile queues.
4.3.2 Design Year (2040)
Tables 7A & 7B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Design Year conditions during AM and PM peak hour conditions, respectively.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.49 7.4 A --
Northbound Lake Street 0.23 5.4 A 350 35
Southbound Lake Street 0.49 9.1 A 660 100
Eastbound 4th Street 0.30 6.7 A 320 50
Eastbound Central Avenue 0.13 6.0 A 445 20
Westbound 4th Street 0.01 4.1 A 325 0
1.Lane LOS values are based on average delay and v/c ratio per lane.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.44 7.4 A --
Northbound Lake Street 0.44 8.5 A 350 80
Southbound Lake Street 0.36 7.1 A 660 60
Eastbound 4th Street 0.34 7.0 A 320 55
Eastbound Central Avenue 0.11 5.1 A 445 15
Westbound 4th Street 0.01 4.6 A 325 0
1.Lane LOS values are based on average delay and v/c ratio per lane.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 13 City of Madera R2264RPT003
TABLE 7A
ROUNDABOUT - DESIGN YEAR (2040) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 7A, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements. The Roundabout Alternative is projected to improve the design year intersection LOS from a C to a B and reduces the projected queues.
TABLE 7B
ROUNDABOUT - DESIGN YEAR (2040) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 7B, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements. The Roundabout Alternative is projected to improve the design year intersection LOS from a E to a B and reduces the projected queues.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.67 10.5 B --
Northbound Lake Street 0.67 14.0 B 350 195
Southbound Lake Street 0.31 6.6 A 660 50
Eastbound 4th Street 0.42 8.9 A 320 75
Eastbound Central Avenue 0.20 8.2 A 445 35
Westbound 4th Street 0.01 4.5 A 325 0
1.Lane LOS values are based on average delay and v/c ratio per lane.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.60 10.3 B --
Northbound Lake Street 0.60 12.6 B 350 150
Southbound Lake Street 0.49 9.5 A 660 95
Eastbound 4th Street 0.47 9.5 A 320 85
Eastbound Central Avenue 0.17 6.4 A 445 25
Westbound 4th Street 0.02 5.6 A 325 0
1.Lane LOS values are based on average delay and v/c ratio per lane.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 14 City of Madera R2264RPT003
5. Build Alternatives Footprint Development &
Assessment
The following section summarizes the development of preliminary concept layouts of both a Traffic Signal Alternative and for a Roundabout Alternative. The layouts are useful for preliminary rightof-way needs for each alternative and also to illustrate truck-turning movements. The lane geometry for the alternatives is the same for all analysis scenarios and include terminating the northeast leg of 4th Street at the alley in advance of the intersection. Termination of this leg was discussed with and agreed to by the City.
5.1 Traffic Signal Alternative
The Traffic Signal Alternative features converting the intersection of Lake Street/4th Street/Central Avenue from a 5-way all-way stop-control to a 4-way traffic signal as shown in Figure 3. The Lake Street bridge over the Fresno River will be retained with no impacts to the structure. In order to accommodate the design vehicle turning movements, all five curb returns will need to be reconstructed. Other intersection lane geometrics improvements are illustrated in Figure 3 and are listed below:
The northbound 4th Street approach shows the existing left-turn lane eliminated, and the existing through lane converted to a left-turn lane.
The northbound Lake Street approach features a narrow median with a separate left-turn lane and a shared through/right-turn lane.
The southbound 4th Street approach is terminated at the alley in advance of the intersection.
The southbound Lake Street approach remains two lanes at the intersection. Central Avenue remains a single lane approach.
The traffic signal footprint encroaches beyond the right-of-way on the northwest corner of Central Avenue and Lake Street.
5.1.1 Traffic Signal Performance Checks
The following design criteria were used to analyze the geometrics and safety performance of the proposed Traffic Signal Alternative:
The “WB-40” design vehicle from the American Association of State Highway and Transportation Officials (AASHTO) Geometric Design of Highways and Streets, 5th Edition (updated 2004), shall be accommodated on all movements. The “S-BUS-40” design vehicle from the American Association of State Highway and Transportation Officials (AASHTO) Geometric Design of Highways and Streets, 5th Edition (updated 2004), shall be accommodated on all movements.
Exhibits illustrating the truck turns for each condition are provided in Appendix B.
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Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 16 City of Madera R2264RPT003
5.2 Roundabout Alternative
The Roundabout Alternative features converting the intersection of Lake Street/4th Street/Central Avenue from a 5-way all-way stop-control to a modern 4-leg single lane roundabout as shown on Figure 4. All approaches to the intersection are shown with shared lane markings, consistent with Madera County 2011 Regional Bicycle Transportation Plan. The Lake Street bridge over the Fresno River will be retained with no impacts to the structure. The roundabout has an inscribed circle diameter of 116' with an 84' diameter central island, 16' circulatory roadway, and an 8' truck apron. The shared-use path has a width of 10' with a minimum landscaped buffer of 3'-5'.
Pedestrian crossings are shown a minimum of 20'-25' from the circulatory roadway, and the pedestrian refuges at the splitter islands are at least 6' wide. Other intersection lane geometrics improvements are illustrated in Appendix C and are listed below:
The roundabout was centered in between the existing structures located on each corner, in order to minimize right-of-way impacts.
The northbound 4th Street approach shows a wider median, in order to provide speed control on this entry.
In order to accommodate a right-turning truck, a truck blister was added to the northwest and southern corners of the roundabout. The truck blister is constructed out of the same material as the truck apron and allows the back tires of the truck's trailer to off-track onto it as the truck completes the right turn.
The approach roadways are shown with splitter islands, which provide necessary deflection and speed control for entering vehicles.
The roundabout footprint encroaches beyond the right-of-way in four of the five corners with impacts to the adjacent properties. Property impacts could be reduced by modifying the minimum width of the proposed shared-use path and landscape buffer. The National Cooperative Highway Research Program (NCHRP) Report 672 entitled "Roundabouts: An Informational Guide, 2nd edition" is the design guide used to design roundabouts. This guide recommends a shared-use path width of 10’ with 8’ being the minimum, and a landscape buffer of 5’ with 3’ being the minimum. Removing the landscape buffer can be done, but a vertical barrier would be required between the circulatory roadway and the shared-use path, in order to be ADA compliant.
In addition to direct property impacts due to the construction footprint, there are other property impacts due to sight distance requirements. As illustrated on Figure 4, these property impacts encroach into three corners, and buildings on the west side restrict the available sight distance.
5.2.1 Roundabout Performance Checks
Due to the complexity in the design, several performance checks have been conducted to verify the Roundabout's feasibility. These performance checks meet current Caltrans TOPD 13- 02 and HDM 405.10 which mandates conformance with the National Cooperative Highway Research Program (NCHRP) Report 672 entitled "Roundabouts: An Informational Guide, 2nd edition".
The following design criteria were used to analyze the geometrics and safety performance of the proposed Roundabout Alternative:
Criteria and methodologies to be consistent with Caltrans DIB 80-01, Caltrans Highway Design Manual, and Report 672 of the National Cooperative Highway Research Program (NCHRP) titled Roundabouts: An Informational Guide (Second Edition). This document LEGEND:
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Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 18 City of Madera R2264RPT003
supersedes the original roundabout guide published by the FHWA in 2000. The “WB-40” design vehicle from the American Association of State Highway and Transportation Officials (AASHTO) Geometric Design of Highways and Streets, 5th Edition (updated 2004), shall be accommodated on all movements. This vehicle shall be accommodated such that the tractor portion of the vehicle does not need to mount any truck aprons.
The “S-BUS-40” design vehicle from the American Association of State Highway and Transportation Officials (AASHTO) Geometric Design of Highways and Streets, 5th Edition (updated 2004), shall be accommodated on all movements. This vehicle shall be accommodated such that the bus does not need to mount any truck aprons. Fast path entry speeds on single lane roundabout approaches should be 25 mph or less. Minimum stopping sight distance for posted speed limits should be provided for vehicles approaching roundabout entrances and pedestrian crosswalks. View angles for all legs of the roundabout should be no more than 15 degrees. Entry angles for all legs of the roundabout should be between 20 and 40 degrees.
Exhibits illustrating the truck turns for each condition and the fastest path analysis, stopping sight and intersection sight distance analysis, and intersection view angle exhibits are provided in Appendix C.
5.2.2 Fastest Path and Vehicle Speed Checks
The “Fastest Path” represents the path that the most aggressive drivers could take through the roundabout and assumes no other traffic to be within the intersection. NCHRP Report 672 indicates that the recommended maximum vehicle entry speeds along the fastest path should be less than 25 mph at urban single-lane roundabouts. NCHRP Report 672 also indicates that the differential speed between consecutive or conflicting projected fast path speeds should be less than 15 mph.
Fastest path speeds are determined for five locations per approach. These include entry speeds (referred to as V1); through movement circulating speeds (V2); exiting speeds (V3); left turn movement circulating speeds (V4); and right turn speeds (V5). A diagram of the described locations is shown in Figure 5.
Figure 5 - Fast Path Critical Speed Locations
Fastest path speeds for the Roundabout Alternative are shown in Table 8. Exhibits illustrating the fastest path analysis can be found in Appendix C.
R,
R1 = entry path radius
R2 = circulating path radius
R3 = exit path radius
R4 = left-turn path radius
RS = right-turn path radius
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 19 City of Madera R2264RPT003
TABLE 8: FASTEST PATH SPEEDS (MPH)
(N#) (S#) (NE#) (E#)
ENTERING (R1) 21.9 22.4 21.8 20.8
CIRCULATING (R2 22.5 24.4 31.2
EXITING (R3) 31.4 21.7 38.1
LEFT TURN (R4) 14.6 14.8 14.0
RIGHT TURN (R5) 13.4 15.7 15.4
2% cross-slope assumed for determining Fastest path
V3 exiting speeds are derived from vehicle acceleration formulas in NCHRP 672 V3 fast path speed measured at exit crosswalk or 100 feet downstream from V2.
N/A = Fastest path speed does not exist for this approach
MOVEMENT
NB LAKE
STREET
SB LAKE
STREET
EB CENTRAL
AVENUE
NEB 4TH
STREET
Notes:
All values are in miles per hour
As shown in Table 8, the fastest path entering and right-turn speeds are less than the maximum speed of 25 mph for a single lane approach. Therefore, these fastest path speeds are acceptable for this ICE planning document. Because the Roundabout Alternative naturally slows vehicles to 25 mph or less, the vehicle traffic will be quieter than the Traffic Signal Alternative.
5.2.3 Sight Distance
Intersection sight distance differs at roundabouts versus other intersections. Drivers must be able to see potentially conflicting oncoming traffic from the left as they approach the roundabout entry.
NCHRP Report 672 provides methodologies to establish the required sight distance triangles for conflicting traffic, as well as pedestrians in crosswalks, for both the entering and circulating vehicle movements. The stopping and intersection sight distance triangles were overlaid onto the proposed Roundabout Alternative to show clear vision areas for the intersection. Sight distance lengths vary according to vehicle fast path vehicle speeds. Intersection sight distances were calculated using a critical headway time tc of 5.0 seconds, unless noted otherwise.
Table 9 presents the required intersection sight distances with the corresponding sight triangles shown in Appendix C.
TABLE 9: INTERSECTION SIGHT DISTANCE
CONFLICTING
SPEED
SIGHT TRIANGLE
LENGTH
(MPH) (FT)
NEB 4TH STREET ENTERING LEG (D1) 21.8 159.9
EB CENTRAL AVENUE CIRCULATING LEG (D2) 14.0 103.0
SB LAKE
STREET NB LAKE STREET CIRCULATING LEG (D2) 14.6 107.1
EB CENTRAL AVENUE ENTERING LEG (D1) 26.0 183.2*
SB LAKE STREET CIRCULATING LEG (D2) 24.4 178.8
EB CENTRAL
AVENUE SB LAKE STREET ENTERING LEG (D1) 23.4 163.8**
*Critical Headway = 4.8 seconds.
**Critical Headway = 4.77 seconds.
LEG
Notes: Intersection Stopping Sight Distance criteria obtained from NCHRP Report 672 with 5 second Critical Headway (tc)
NB LAKE
STREET
APPROACH
NEB 4TH
STREET
Required stopping sight distances at the entries to the roundabout are provided in Table 10 and Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 20 City of Madera R2264RPT003
the pedestrian crossing stopping distances are provided in Table 11.
TABLE 10: STOPPING SIGHT DISTANCE TO ENTRY
INITIAL SPEED
STOPPING SIGHT
DISTANCE
(MPH) (FT)
NB LAKE STREET 35.0 247.3
SB LAKE STREET 35.0 247.3
NEB 4TH STREET 35.0 247.3
EB CENTRAL AVENUE 35.0 247.3
APPROACH
TABLE 11: STOPPING SIGHT DISTANCE TO PEDESTRIAN CROSSING
CONFLICTING
SPEED
SIGHT TRIANGLE
LENGTH
(MPH) (FT)
NB LAKE STREET INITIAL SPEED 35.0 247.3
NEB 4TH STREET RIGHT TURN (V5) 15.7 81.8
EB CENTRAL AVENUE CIRCULATING SPEED (V2) 26.0 161.0
SB LAKE STREET INITIAL SPEED 35.0 247.3
NB LAKE STREET CIRCULATING SPEED (V2) 22.2 129.2
NEB 4TH STREET INITIAL SPEED 35.0 247.3
EB CENTRAL AVENUE RIGHT TURN (V5) 15.4 79.6
SB LAKE STREET CIRCULATING SPEED (V2) 23.4 139.0
EB CENTRAL AVENUE INITIAL SPEED 35.0 247.3
SB LAKE STREET RIGHT TURN (V5) 13.4 66.3
NEB 4TH
STREET
EB
CENTRAL
LEG
NB LAKE
STREET
APPROACH
SB LAKE
STREET
From Tables 9, 10, and 11 and the corresponding figures in Appendix C, the proposed Roundabout Alternative provides sufficient sight distance. Special consideration to landscaping features in the sight triangles will be necessary to ensure proper sight distance at the intersections.
5.2.4 View Angles
The angle between consecutive entries must not be overly acute in order to allow drivers to comfortably turn their heads to the left to view oncoming traffic from the adjacent upstream entry.
Guidance from the NCHRP section 6.7.4 recommends a minimum 75° intersection angle (15° view angle). All approaches have view angles that are less than 15°; see Appendix C for the figure showing the view angles.
6. Build Alternatives Capacity Assessment/
Analysis
Section 6 includes a capacity assessment and analysis of the 4-leg Lake Street/4th Street/Central Avenue intersection for the Traffic Signal Alternative and for the Roundabout Alternative. Each alternative is evaluated under both Existing (2017) and Design Year (2040) conditions.
6.1 Traffic Signal Alternative Analysis
This section provides a summary of the AM and PM peak hour intersection operations associated with the Traffic Signal Alternative under Existing Year (2017) and Design Year (2040) conditions.
LOS worksheets for each analysis condition and lane geometrics used for this analysis are Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 21 City of Madera R2264RPT003
provided in Appendix B.
6.1.1 Existing Year (2017)
Tables 12A and 12B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Existing Year conditions during AM and PM peak hour conditions, respectively.
TABLE 12A
TRAFFIC SIGNAL ALTERNATIVE - EXISTING YEAR (2017) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 12A, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Traffic Signal Alternative has acceptable 95th percentile queues for all movements.
TABLE 12B
TRAFFIC SIGNAL ALTERNATIVE - EXISTING YEAR (2017) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 12B, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Traffic Signal Alternative has acceptable 95th percentile queues for all movements.
6.1.2 Design Year (2040)
Tables 13A & 13B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 23.8 C --
Northbound Lake Street Thru 0.86 350 160
Northbound Lake Street Left 0.40 200 65
Southbound Lake Street Thru 0.59 400 190
Southbound Lake Street Right 0.39 200 100
Eastbound 4th Street Left 0.67 320 105
Eastbound 4th Street Right 0.08 200 0
Eastbound Central Avenue Left/Thru/Right 0.54 22.6 C 445 65
40.0 D
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000)
17.4 B
21.8 C
Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 24.3 C --
Northbound Lake Street Thru 0.74 350 300
Northbound Lake Street Left 0.27 200 90
Southbound Lake Street Thru 0.58 400 145
Southbound Lake Street Right 0.13 200 45
Eastbound 4th Street Left 0.66 320 185
Eastbound 4th Street Right 0.07 200 0
Eastbound Central Avenue Left/Thru/Right 0.57 28.6 C 445 85
26.7 C
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000)
21.8 C
23.2 C
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 22 City of Madera R2264RPT003
queues for Design Year conditions during AM and PM peak hour conditions, respectively.
TABLE 13A
TRAFFIC SIGNAL ALTERNATIVE - DESIGN YEAR (2040) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 13A, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Traffic Signal Alternative has acceptable 95th percentile queues for all movements. Although the intersection delay and LOS are acceptable, they are worse than those projected for the No Build Alternative.
The main long term benefit of the Traffic Signal Alternative is the reduction in 95th percentile queues and delay on the southbound Lake Street approach.
TABLE 13B
TRAFFIC SIGNAL ALTERNATIVE - DESIGN YEAR (2040) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 13B, the Traffic Signal Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Traffic Signal Alternative has acceptable 95th percentile queues for all movements except the northbound Lake Street through movement and vehicles queuing on this approach may occasionally back into and block the 5th Street intersection. For the design year PM peak hour, the Traffic Signal Alternative operates better than the No Build Alternative by reducing intersection delay from 43.4 seconds to
38.3 seconds and eliminates 95th percentile queuing impacts except as noted above.
Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 28.2 C --
Northbound Lake Street Thru 0.90 350 220
Northbound Lake Street Left 0.42 200 85
Southbound Lake Street Thru 0.60 400 190
Southbound Lake Street Right 0.56 200 180
Eastbound 4th Street Left 0.57 320 160
Eastbound 4th Street Right 0.09 200 15
Eastbound Central Avenue Left/Thru/Right 0.63 30.6 C 445 95
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000)
21.6 C
20.7 C
49.7 D
Intersection/Approach
V/C
Ratio1
Delay
(sec)1
Level Of
Service
Available
Storage
95th
Percentile
Queue (ft)
Intersection 38.3 D --
Northbound Lake Street Thru 0.86 350 375
Northbound Lake Street Left 0.31 200 115
Southbound Lake Street Thru 0.84 400 290
Southbound Lake Street Right 0.49 200 140
Eastbound 4th Street Left 0.85 320 320
Eastbound 4th Street Right 0.09 200 35
Eastbound Central Avenue Left/Thru/Right 0.63 37.6 D 445 115
1.Traffic Operation outputs calculated using Synchro 9 (Queues/Signalized Intersection Summary - HCM 2000)
37.4 D
38.5 D
39.5 D
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 23 City of Madera R2264RPT003
6.2 Roundabout Alternative Analysis
This section provides a summary of the AM and PM peak hour intersection operations associated with the Roundabout Alternative under Existing Year (2017) and Design Year (2040) conditions.
LOS worksheets for each analysis condition and lane geometrics used for this analysis are provided in Appendix C.
6.2.1 Existing Year (2017)
Tables 14A and 14B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Existing Year conditions during AM and PM peak hour conditions, respectively.
TABLE 14A
ROUNDABOUT ALTERNATIVE - EXISTING YEAR (2017) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 14A, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements.
TABLE 14B
ROUNDABOUT ALTERNATIVE - EXISTING YEAR (2017) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 14B, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements.
For both the AM and PM peak hours, the Roundabout Alternative operates better than the No Build Alternative by improving LOS from B to A and significantly reducing the 95th percentile Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.49 7.4 A --
Northbound Lake Street 0.23 5.4 A 350 35
Southbound Lake Street 0.49 9.0 A 660 100
Eastbound 4th Street 0.30 6.7 A 320 50
Eastbound Central Avenue 0.13 5.9 A 445 20
1.Lane LOS values are based on average delay and v/c ratio per lane.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.43 7.3 A --
Northbound Lake Street 0.35 7.0 A 350 60
Southbound Lake Street 0.43 8.4 A 660 80
Eastbound 4th Street 0.33 6.9 A 320 55
Eastbound Central Avenue 0.11 5.1 A 445 15
1.Lane LOS values are based on average delay and v/c ratio per lane.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 24 City of Madera R2264RPT003
queues.
6.2.2 Design Year (2040)
Tables 15A & 15B show the projected volume/capacity (V/C) ratio, delay, LOS, and 95th percentile queues for Design Year conditions during AM and PM peak hour conditions, respectively.
TABLE 15A
ROUNDABOUT ALTERNATIVE - DESIGN YEAR (2040) AM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 15A, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the AM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements. The Roundabout Alternative is projected to improve the design year intersection LOS from a C to a B and reduces the projected queues.
TABLE 15B
ROUNDABOUT ALTERNATIVE - DESIGN YEAR (2040) PM PEAK HOUR TRAFFIC OPERATIONS As shown in Table 15B, the Roundabout Alternative is projected to provide acceptable intersection LOS and delay for the study intersection during the PM peak hour. The Roundabout Alternative has acceptable 95th percentile queues for all movements. The Roundabout Alternative is projected to improve the design year intersection LOS from a E to a B and reduces the projected queues.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.66 10.3 B --
Northbound Lake Street 0.30 6.5 A 350 50
Southbound Lake Street 0.66 13.6 B 660 190
Eastbound 4th Street 0.41 8.7 A 320 75
Eastbound Central Avenue 0.20 8.0 A 445 35
1.Lane LOS values are based on average delay and v/c ratio per lane.
Intersection/Approach
V/C
Ratio
Delay
(sec)
Level of
Service1
Available
Storage
95th
Percentile
Queue (ft)
Intersection 0.59 10.1 B --
Northbound Lake Street 0.48 9.2 A 350 90
Southbound Lake Street 0.59 12.3 B 660 145
Eastbound 4th Street 0.46 9.2 A 320 85
Eastbound Central Avenue 0.16 6.3 A 445 25
1.Lane LOS values are based on average delay and v/c ratio per lane.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 25 City of Madera R2264RPT003
7. Safety Considerations
Safety is a key evaluation factor brought forth in the Directive, and one of the goals of the ICE process is to identify projects that will ensure a reasonable level of safety and operational performance for all users.
7.1 Historic Collision Data
Historical collision data for a five-year interval (2011 through 2016) was obtained from the Statewide Integrated Traffic Records System (SWITRS). Table 16 provides the summary of the type of collisions that happened in that time period at the study intersections.
TABLE 16
COLLISION DATA
Intersections
Property
Damage
Only Fatal
Injury
(Severe)
Injury
(Other
visible)
Injury
(Complaint
of Pain)
Lake Street/4th Street/Central Avenue 900 0 1
As shown in Table 12, there were no fatal or severe injury collisions at the study intersection within the five-year interval. Most collisions resulted in property damage only, but there was one reported injury collision. Of the total 10 collisions, 4 were broadside or head-on collisions.
7.2 Safety Analysis
7.2.1 Crash Modification Factors
The technical report publication titled “Desktop Reference for Crash Reduction Factor” by the Federal Highway Administration (FHWA) documents Crash Modification Factors (CMF). The publication contains CMF values for conversion of an all-way stop control to a roundabout or traffic signal or a traffic signal to a roundabout. The CMF factors for both Total Collisions and Fatal/Severe Injury Collisions are reproduced below:
Total Collisions
CMF for converting all-way stop control to a roundabout: 72% with +/- 6% standard error CMF for converting all-way stop control to a traffic signal: -17% Fatal/Severe Injury Collisions
CMF for converting all-way stop control to a roundabout: 88% with +/- 8% standard error. CMF for converting all-way stop control to a traffic signal: -23% with +/- 22% standard error.
As can be seen, statistics have shown that, in general, the conversion of a stop-controlled intersection to a signal results in a negative CMF (increase in crashes) for both total number and fatal/severe injury collisions. Conversely, roundabouts have proven to result in fewer total collisions and fewer injury collisions compared to the stop-controlled and signalized intersections they replace.
I I I I I
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 26 City of Madera R2264RPT003
7.2.2 Number of Conflicting Points
CMF factors do not account for the 5-legged intersection, which needs a detailed examination of conflict point parameters for both the Signal Alternative and Roundabout Alternatives the number of conflicting points within an intersection directly correlates to the risk of an incident, especially at intersections. Conflicting points are locations at which a roadway user can cross, merge, diverge, etc. with another roadway user. A diagram of conflict locations at typical 4-legged intersections are provided in Figure 6.
Figure 6 – Typical Conflict Points at Typical Intersections The number of conflicting points for each of the proposed alternatives are provided below:
Traffic Signal Alternative= 32 Conflicts
Roundabout Alternative=8 Conflicts
The analysis above illustrates the advantages that the Roundabout Alternative provides by significantly reducing the number of conflict points between vehicles and further justifies the higher CMF values as the exposure to risk is significantly reduced at roundabout intersections.
7.2.3 Reduced Speed Potential and Crash Severity Potential Typically, the roundabout geometric design requires the driver to reduce the speed in the intersection to 15-25 MPH. Conversely, drivers can travel through a signalized intersection at speeds higher than posted speed limits due to lack of geometric constraints. Due to reduced travel speeds through the intersection and expected reduction in crashes, the Roundabout Alternative is likely to eliminate most severe crash types.
7.2.4 Pedestrian and Bike Safety
Bicycle and pedestrian safety features have been incorporated into the design of both alternatives. The Traffic Signal Alternative includes high-visibility crosswalks and a reconstructed curb ramp. According to the City’s Bike Plan, all entering legs to this intersection are identified as Class 3 shared roadways. For this reason, no bike lanes were shown on either concept.
The Roundabout Alternative includes several safety enhancements for both pedestrians and • Diverging 8
~ Merging 8
O Crossing 16
32 • Diverging 4
~ Merging 4
O Crossing o
8 Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 27 City of Madera R2264RPT003
cyclists. Cyclists have two options when using a roundabout: they can exit the roadway via a bike ramp to use the shared use path with pedestrians, or they can take the lane and ride through the roundabout with the vehicles. Cyclists may feel more comfortable taking the lane due to the slower speeds that a roundabout provides; the average vehicle speed is nearly the same speed as a cyclist. The shared-use path is separated from the circulatory roadway with a landscaped buffer.
This buffer screens pedestrians from the moving vehicles and also directs pedestrians to the correct crossing location. The crosswalks are split into two stages with the provision of pedestrian refuges in the splitter island. This means pedestrians only need to cross one direction of traffic at a time and they reduce the amount of sustained time a pedestrian is in potential conflict with motorized vehicles by limiting the length of each crossing.
Compared to the Roundabout Alternative, where a pedestrian only has to cross one lane of traffic at a time, with the Traffic Signal Alternative pedestrians will need to cross up to four lanes of traffic at a time.
8. Alternatives Comparison
8.1 Traffic Signal Alternative
Based on the geometric concept shown on Figure 3 and also provided in Appendix B, the Traffic Signal Alternative has the following potential impacts and considerations:
The intersection improvements under this alternative would encroach into the adjacent property at the northwest corner of the intersection. Partial or full acquisition of this parcel would be required.
Reconstructed curb return with ADA compliant pedestrian ramps will be provided on the northwest return.
The northeast leg of 4th Street will be terminated at the alley and will no longer be part of the intersection. A sidewalk connection will be provided between Lake Street and the existing sidewalk on this leg of 4th Street.
Approximately 29 on-street parking spaces will be eliminated on the approach roadways to accommodate the additional turn lanes. Eleven of these spaces are part of the northeast leg of 4th Street that will be removed.
The intersection will be converted from all-way stop control, and a traffic signal will be installed.
8.2 Roundabout Alternative
Based on the geometric concept shown on Figure 4 and also provided in Appendix C, Roundabout Alternative has the following potential impacts and considerations:
The intersection improvements under this alternative would encroach into the adjacent properties at the corners of the intersection. Partial or full acquisition of each parcel would be required.
The northeast leg of 4th Street will be terminated at the alley and will no longer be part of the intersection. A sidewalk connection will be provided between Lake Street and the existing sidewalk on this leg of 4th Street.
Shared-use paths (10') are proposed to be provided on each corner of the intersection with landscaped buffers.
Approximately 40 on-street parking spaces will be eliminated on the approach roadways Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 28 City of Madera R2264RPT003
to accommodate the proposed curb alignments. Eleven of these spaces are part of the northeast leg of 4th Street that will be removed.
9. Life-Cycle Analysis
9.1 Collision Costs
Costs associated with each crash type have been quantified using the expected crash reduction (CMF) for the intersection type as noted in the previous section and the number of accidents shown in the Collision history section. Transportation Planning Department of Caltrans provides the costs associated with accident types in Life-Cycle Benefit-Cost Analysis Economic Parameter 2016 webpage (www.dot.ca.gov/hq/tpp/offices/eab/benefit_cost/LCBCAeconomic _parameters.html). The costs are as follows:
Fatal Accident $10,800,000
Injury Accident: $148,800
Property Damage (PDO) Accidents: $9,700
Average Cost per Accident: $185,600
At the study intersection, there were a total of 10 reported collisions in the 5 year (2011- 2016) period. Out of those 10 collisions, one (1) collision was an injury collision and the remaining collisions were property damage collisions. As such, the total collision cost is calculated to be $236,100 [($148,800 x 1) + ($9,700 x 9)]. The annual collision cost is calculated to be $47,220. Using the CRF reduction of 17%, the cost reduction for the Signal Alternative is approximately $8,000/year.
Using the CRF reduction of 56%, the cost reduction for the Roundabout Alternative is $26,400/year.
Therefore, the Roundabout Alternative will result in lower collision costs when compared to the Signal Alternative.
9.2 Fuel Costs
To calculate the fuel cost for the alternatives, the vehicle operating costs were quantified for the project. The fuel costs (vehicle operating costs) were computed using the delay for the AM and PM peak hour periods for both the Signal and Roundabout alternatives. The output files showing the cost for all alternatives can be found in Appendix D.
The vehicle operating cost parameters were obtained from Life-Cycle Benefit-Cost Analysis Economic Parameters 2016 published by Caltrans. The cost of average fuel price was documented as $3.18 for regular unleaded which was utilized for analysis purpose. The average fuel cost for the Signal Alternative is $21,000/year. The average fuel cost for the Roundabout Alternative is $20,000/year.
Therefore, it can be concluded that the Roundabout Alternative will result in slightly lower fuel costs when compared to the Traffic Signal Alternative.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 29 City of Madera R2264RPT003
9.3 Environmental Costs
To calculate the environmental cost for the alternatives, the greenhouse gas emissions costs were quantified for the project. The fuel costs (vehicle operating costs) were computed using the delay for the AM and PM peak hour periods for both the Signal and Roundabout alternatives. The output files showing the cost for the alternatives can be found in Appendix C. The vehicle operating cost parameters were obtained from Life-Cycle Benefit-Cost Analysis Economic Parameters 2016 published by Caltrans. The cost of Carbon Monoxide (CO) in California urban area was stated to be $80/ton. The cost of Nitrogen Oxide (NOx) in California urban area was stated to be $18,700/ton.
The average environmental cost for the Signal Alternative is $1,505/year. The total environmental cost for the Roundabout Alternative is $1,505/year.
Therefore, it can be concluded that both alternatives will result in the same greenhouse emission costs.
9.4 Capital Costs
9.4.1 Construction Costs
Preliminary estimated construction costs have been developed for both the Traffic Signal Alternative and the Roundabout Alternative with copies of these preliminary cost estimates provided in Appendix B and C. The estimated construction costs for each alternative are provided below.
$1.05 Million for Traffic Signal Alternative
$1.62 Million for Roundabout Alternative
As shown, the construction costs, which represent an initial project capital investment, will be lower for the Traffic Signal Alternative when compared to the Roundabout Alternative.
9.4.2 Right-of-Way Costs
Preliminary ball-park costs for right-of-way were estimated and are provided in Table 17. For this study, $10 per square foot was assumed for partial right of way takes. For the Roundabout Alternative, there are three properties identified in Table 17 as full takes. These full takes are per discussions with the City and are based on property impacts due to both roundabout geometric and sight line impacts. It was also agreed that $250,000 per full take was a reasonable ball-park cost estimate for this study.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 30 City of Madera R2264RPT003
TABLE 17
PRELIMINARY RIGHT-OF-WAY IMPACTS AND COSTS
Property
Traffic Signal Alternative
(SQFT/COST)
Roundabout Alternative
(SQFT/COST)
NW Corner of Lake Street and Central
Avenue 160 / $1,600 Full Take / $250,000
SW Corner of Central Avenue and 4th
Street - Full Take / $250,000
North Side Central Avenue West of Lake
Street - 149 / $1,490
SE Corner of 4th Street and Lake Street - 392 / $3,920
NE Corner of 4th Street and Lake Street - Full Take / $250,000 Estimated Right-of-Way Costs $1,600 $755,410
As shown in Table 17, the Roundabout Alternative has a much larger impact on the adjacent properties and results in much greater right-of-way impacts and costs when compared to the Traffic Signal Alternative. These costs also represent and initial project capital investment.
9.5 Other Costs
Besides the collision, environmental and mobility cost, a significant portion of cost associated with both alternatives will be related to its operation & maintenance and pavement rehabilitation costs.
9.5.1 Operation & Maintenance Cost
The maintenance and operation cost for a traffic signal includes providing power service to the signal and street lighting ($1,500 annually), signal retiming ($3,000 every three years), and signal maintenance for power outages/new detector loops/etc. ($1,500 annually) for a total annual cost of $4,000 per year.
The roundabout alternative would incur much lower operation and maintenance costs limited to the cost to power street lighting, which is estimated at $750 annually.
9.5.2 Landscape Maintenance Cost
It is difficult to quantify the landscape maintenance cost at this level since the cost is directly proportional to the area covered by the landscape. Roundabouts typically have a central island covered by landscaping, as well as other landscaping features not typical for a signal.
The landscape maintenance cost is projected to be $1,500 per year for the Roundabout Alternative. The Traffic Signal Alternative is assumed to have no landscaping that will need to be maintained; therefore, a cost of $0 per year per signal was used for landscape maintenance cost.
9.5.3 Pavement Rehabilitation
It is necessary for the function of a roadway to keep the pavement in good condition and maintain roadway striping and markings to assist motorists to navigate through an intersection/corridor safely and efficiently.
Intersections with traffic signals experience a lot of differential loading and pavement heaving Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 31 City of Madera R2264RPT003
perpendicular to the direction of travel. This is caused by frequent stopping and starting of vehicles at the intersection.
Roundabout intersections experience less severe pavement heaving due to the lack of differential loading, but when heaving does occur at roundabouts, it is typically parallel to the direction of travel and occurs near the outer edge of the roadway, along the curb line. This is caused by the constant angular forces experienced in and near the circulatory roadway. As a result, roundabout intersection do not typically require structural section reconstruction just resurfacing.
Proper maintenance of the roadway profiles and cross slopes also ensure proper drainage flow and friction levels with a vehicle's tires and a roadway is typically resurfaced every 5-10 years.
For the purpose of this report pavement rehabilitation is expected to occur in the study area every 8 years.
The costs associated with pavement rehabilitation include removing and reconstructing the roadway structural section, resurfacing, and pavement delineation. Traffic signal rehabilitation projects typically require more structural section reconstruction than roundabout intersections, but roundabout intersections require more labor intensive control when replacing the pavement delineation (striping and markings).
9.6 Service Life
The roundabout and traffic signal alternatives proposed for the ultimate design year are projected to provide equal levels of service for the Design Year 2040; however, the roundabout alternative is projected to operate with lower delays and shorter queues for the Ultimate Design Year than the Traffic Signal Alternative.
It can be concluded that the Roundabout Alternative will provide increased benefit with regards to service life, when compared to the Traffic Signal Alternative.
10. Summary of Findings
The traffic forecast volumes for the Lake Street/4th Street/Central Avenue intersection show growth in this area. The No Build Alternative analysis shows congestion and delay in the design year (2040) indicating that significant improvements would need to be made to the study intersection. Table 18 summarizes and compares the performance for both the Traffic Signal Alternative and the Roundabout Alternative.
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 32 City of Madera R2264RPT003
TABLE 18
ALTERNATIVE PERFORMANCE COMPARISON
Table 19 provides a summary of the life cycle costs for the two alternatives.
Performance Measure
Traffic Signal
Alternative
Roundabout
Alternative
Delay - All approaches LOS "D" or better 2.4 4.8
LOS A rated at 5 and E rated at 1.
95th % Queue - Adequate queue storage
D B
$3,000 $1,700
$150,100 $100,800
$36,000 $11,000
$21,000 $20,000
$1,505 $1,505
$48,000 $119,000
Serves design vehicle for all movements
17% 56%
32 8
4 1
35-45 mph 15-25mph
Bicycle Safety - Exposure to traffic in terms of number of lanes, conflict points, and speed differential
Property Impacts
Maintains local access and circulation
Total Performance Measures Met 8 17
Cumulative Condition
Future Investment Needs
Costs
Truck Accommodations
Capital Costs - Annualized
Operations & Maintenance - Annualized
Safety
Property Impacts
Local Access
Vehicle Conflicts - The number of potential conflict points that may occur at the intersection based on layout geometry
Pedestrian Safety - Exposure to traffic in terms of number of lanes, conflict points, crossing times, and expected vehicular speeds.
Predictive Measures - Greatest crash reduction potential for expected fatal and injury crashes
Delay Costs - Annualized
Environmental Costs - Annualized
Fuel Costs - Annualized
Collision Costs - Annualized
Service Life – function past the design year
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Page 33 City of Madera R2264RPT003
TABLE 19
LIFE CYCLE COST SUMMARY PERFORMANCE COMPARISON
11. Conclusions
As shown in Table 18, 17 performance measure points were assigned to the Roundabout Alternative, as compared to 8 for the Traffic Signal Alternative. As shown in Table 19, when compared to the Traffic Signal Alternative, implementation of the Roundabout Alternative will result in lower life cycle costs. Based on these results, the Roundabout Alternative would provide superior performance at a lower overall cost then the Traffic Signal Alternative for the Lake Street/4th Street/Central Avenue intersection.
Life Cycle Costs (20 year design)
Traffic Signal
Alternative
Roundabout
Alternative
Collision Costs of predicted crashes $3,002,000 $2,016,000 Delay Costs $860,000 $260,000
Fuel and GHG Costs $537,000 $506,000
Operations and Maintenance Costs $60,000 $34,000
Project Costs (including R/W) $1,172,299 $2,609,802
Total Life Cycle Costs (Opening Year $ -
Net Present Value) $5,631,299 $5,425,802
Collision and Mobility Costs
Project Costs including design, construction and maintenance Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Appendix City of Madera R2264RPT003
Appendix
APPENDIX A – CAPICITY ASSESSMENT/ANALYSIS EXISTING 5-LEG
INTERSECTION
NO BUILD ANALYSIS
SIGNAL ANALYSIS
ROUNDABOUT ANALYSIS
APPENDIX B – TRAFFIC SIGNAL ALTERNATIVE
SIGNAL LAYOUT & TRUCK TURN EXHIBITS
SYNCHRO/SIMTRAFFIC ANALYSIS
CONSTRUCTION COST ESTIMATE
APPENDIX C – ROUNDABOUT ALTERNATIVE
ROUNDABOUT LAYOUT, FASTEST PATH, & TRUCK TURN EXHIBITS
SIDRA 7 ANALYSIS
CONSTRUCTION COST ESTIMATE
APPENDIX D – BENEFIT/COST RATIO BACK-UP
APPENDIX E – ALTERNATIVES COMPARISON BACK-UP
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Appendix A City of Madera R2264RPT003
APPENDIX A – CAPACITY ASSESSMENT/ANALYSIS
EXISTING 5-LEG INTERSECTION
NO BUILD ANALYSIS
SIGNAL ANALYSIS
ROUNDABOUT ANALYSIS
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) – Step 1 City of Madera
Appendix A
R2264RPT003.docx
APPENDIX A – NO BUILD ANALYSIS
SimTraffic Simulation Summary
AM 3/8/2017
4th & Lake Madera Exist No Build AM SimTraffic Report
NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 153 157 163 161 161 159
Vehs Exited 158 156 151 162 160 157
Starting Vehs 10 8 6 11 12 8
Ending Vehs 5 9 18 10 13 9
Travel Distance (mi) 27 27 27 28 28 28
Travel Time (hr) 1.9 1.7 1.7 1.7 1.8 1.8
Total Delay (hr) 0.7 0.5 0.6 0.5 0.6 0.6
Total Stops 155 157 163 160 161 159
Fuel Used (gal) 1.5 1.4 1.4 1.4 1.4 1.4
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 153 157 163 161 161 159
Vehs Exited 158 156 151 162 160 157
Starting Vehs 10 8 6 11 12 8
Ending Vehs 5 9 18 10 13 9
Travel Distance (mi) 27 27 27 28 28 28
Travel Time (hr) 1.9 1.7 1.7 1.7 1.8 1.8
Total Delay (hr) 0.7 0.5 0.6 0.5 0.6 0.6
Total Stops 155 157 163 160 161 159
Fuel Used (gal) 1.5 1.4 1.4 1.4 1.4 1.4
SimTraffic Performance Report
AM 3/8/2017
4th & Lake Madera Exist No Build AM SimTraffic Report
NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBT WBR2 NBL2 NBL NBT NBR SBT SBR SBR2 Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 3.8 0.1 3.8 0.1 0.1 0.2 0.2 0.2 0.4 0.5 2.7 Total Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.0 Total Del/Veh (s) 7.4 4.6 5.3 8.4 1.4 8.6 9.9 9.0 15.9 12.2 3.0 Stop Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.0 Stop Del/Veh (s) 5.8 2.7 5.7 5.1 1.4 5.5 7.7 5.1 11.6 11.3 3.0 2: N Lake St & E 4th St & Central Ave Performance by movement Movement SEL2 SEL SER All
Denied Delay (hr) 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 0.2 0.1 1.3
Total Delay (hr) 0.0 0.0 0.0 0.5
Total Del/Veh (s) 11.5 7.8 10.2
Stop Delay (hr) 0.0 0.0 0.0 0.4
Stop Del/Veh (s) 9.0 7.3 8.3
Queuing and Blocking Report
AM 3/8/2017
4th & Lake Madera Exist No Build AM SimTraffic Report
NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB NB SB SB SE
Directions Served <L T R LTR> <LTR LTR > <LR
Maximum Queue (ft) 47 7 38 26 69 162 16 58
Average Queue (ft) 32 2 20 7 42 99 6 40
95th Queue (ft) 50 10 42 25 76 189 20 70
Link Distance (ft) 362 330 430 406 473
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 60 75 65
Storage Blk Time (%) 0 0 20
Queuing Penalty (veh) 0 0 5
SimTraffic Simulation Summary
PM 3/8/2017
4th & Lake Madera Exist No Build PM SimTraffic Report
NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 193 199 215 191 191 197
Vehs Exited 199 186 196 194 194 193
Starting Vehs 12 6 7 14 18 12
Ending Vehs 6 19 26 11 15 13
Travel Distance (mi) 34 34 36 34 34 35
Travel Time (hr) 2.3 2.6 2.6 2.1 2.4 2.4
Total Delay (hr) 0.9 1.2 1.2 0.7 1.0 1.0
Total Stops 198 199 216 187 193 198
Fuel Used (gal) 1.8 1.8 1.9 1.7 1.8 1.8
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 193 199 215 191 191 197
Vehs Exited 199 186 196 194 194 193
Starting Vehs 12 6 7 14 18 12
Ending Vehs 6 19 26 11 15 13
Travel Distance (mi) 34 34 36 34 34 35
Travel Time (hr) 2.3 2.6 2.6 2.1 2.4 2.4
Total Delay (hr) 0.9 1.2 1.2 0.7 1.0 1.0
Total Stops 198 199 216 187 193 198
Fuel Used (gal) 1.8 1.8 1.9 1.7 1.8 1.8
SimTraffic Performance Report
PM 3/8/2017
4th & Lake Madera Exist No Build PM SimTraffic Report
NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBL WBT WBR WBR2 NBL2 NBL NBT NBR SBT Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 3.5 0.1 3.7 0.1 0.2 0.3 0.2 0.1 0.4
Total Delay (hr) 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 0.0 0.2 Total Del/Veh (s) 12.5 9.0 4.4 5.8 17.4 17.6 18.2 9.5 20.1 Stop Delay (hr) 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 0.0 0.2 Stop Del/Veh (s) 10.9 6.4 4.8 4.0 15.2 15.5 14.1 9.2 16.1 2: N Lake St & E 4th St & Central Ave Performance by movement Movement SBR SBR2 SEL2 SEL SER SER2 All
Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 0.6 3.1 0.2 0.1 1.3
Total Delay (hr) 0.1 0.0 0.0 0.0 0.0 0.0 0.8
Total Del/Veh (s) 15.8 3.8 13.2 5.6 9.5 14.8
Stop Delay (hr) 0.1 0.0 0.0 0.0 0.0 0.0 0.7
Stop Del/Veh (s) 15.4 3.6 10.8 4.7 9.0 12.6
Total Network Performance
Denied Delay (hr) 0.1
Denied Del/Veh (s) 1.3
Total Delay (hr) 0.9
Total Del/Veh (s) 16.3
Stop Delay (hr) 0.7
Stop Del/Veh (s) 13.1
Queuing and Blocking Report
PM 3/8/2017
4th & Lake Madera Exist No Build PM SimTraffic Report
NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB NB SB SB SE
Directions Served <L T R LTR> <LTR LTR > <LR>
Maximum Queue (ft) 71 18 35 26 143 147 16 64
Average Queue (ft) 43 4 10 7 89 91 7 39
95th Queue (ft) 77 22 33 32 169 177 18 75
Link Distance (ft) 351 330 430 406 462
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 60 75 65
Storage Blk Time (%) 5 0 26
Queuing Penalty (veh) 5 0 11
Network Summary
Network wide Queuing Penalty: 17
SimTraffic Simulation Summary
2040 AM 4/19/2017
4th & Lake Madera Exist No Build 2040 AM SimTraffic Report NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 200 211 220 202 203 207
Vehs Exited 193 196 200 204 195 198
Starting Vehs 11 8 9 16 12 12
Ending Vehs 18 23 29 14 20 19
Travel Distance (mi) 34 36 36 35 35 35
Travel Time (hr) 3.4 2.9 3.6 2.4 2.6 3.0
Total Delay (hr) 1.9 1.5 2.1 0.9 1.1 1.5
Total Stops 196 212 219 198 205 205
Fuel Used (gal) 2.0 1.9 2.0 1.8 1.8 1.9
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 200 211 220 202 203 207
Vehs Exited 193 196 200 204 195 198
Starting Vehs 11 8 9 16 12 12
Ending Vehs 18 23 29 14 20 19
Travel Distance (mi) 34 36 36 35 35 35
Travel Time (hr) 3.4 2.9 3.6 2.4 2.6 3.0
Total Delay (hr) 1.9 1.5 2.1 0.9 1.1 1.5
Total Stops 196 212 219 198 205 205
Fuel Used (gal) 2.0 1.9 2.0 1.8 1.8 1.9
SimTraffic Performance Report
2040 AM 4/19/2017
4th & Lake Madera Exist No Build 2040 AM SimTraffic Report NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBT WBR2 NBL2 NBL NBT NBR SBT SBR SBR2 Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 3.6 0.1 3.7 0.1 0.3 0.2 0.2 0.1 0.7 0.7 3.1 Total Delay (hr) 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.5 0.5 0.0 Total Del/Veh (s) 10.6 3.8 7.1 8.0 15.1 12.6 13.7 2.0 42.3 37.5 5.0 Stop Delay (hr) 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.4 0.5 0.0 Stop Del/Veh (s) 8.9 2.6 7.3 5.1 12.6 9.9 9.5 2.1 40.2 38.5 4.1 2: N Lake St & E 4th St & Central Ave Performance by movement Movement SEL2 SEL SER All
Denied Delay (hr) 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 0.2 0.1 0.2 1.3
Total Delay (hr) 0.0 0.0 0.1 1.4
Total Del/Veh (s) 12.4 6.6 12.7 23.0
Stop Delay (hr) 0.0 0.0 0.1 1.3
Stop Del/Veh (s) 10.4 5.6 12.1 21.6
Queuing and Blocking Report
2040 AM 4/19/2017
4th & Lake Madera Exist No Build 2040 AM SimTraffic Report NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB NB SB SB SE
Directions Served <L T R LTR> <LTR LTR > <LR
Maximum Queue (ft) 61 14 46 16 125 347 83 71
Average Queue (ft) 43 3 22 4 68 219 34 49
95th Queue (ft) 70 22 48 20 123 421 195 90
Link Distance (ft) 362 330 430 406 473
Upstream Blk Time (%) 2
Queuing Penalty (veh) 0
Storage Bay Dist (ft) 60 75 65
Storage Blk Time (%) 3 0 62
Queuing Penalty (veh) 3 0 21
SimTraffic Simulation Summary
2040 PM 4/19/2017
4th & Lake Madera Exist No Build 2040 PM SimTraffic Report NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 231 245 249 237 230 237
Vehs Exited 225 225 210 222 232 222
Starting Vehs 20 17 20 16 25 18
Ending Vehs 26 37 59 31 23 33
Travel Distance (mi) 39 41 39 40 41 40
Travel Time (hr) 5.4 4.4 5.3 4.0 4.9 4.8
Total Delay (hr) 3.8 2.8 3.7 2.4 3.3 3.2
Total Stops 235 244 242 230 234 237
Fuel Used (gal) 2.7 2.4 2.6 2.3 2.6 2.5
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 231 245 249 237 230 237
Vehs Exited 225 225 210 222 232 222
Starting Vehs 20 17 20 16 25 18
Ending Vehs 26 37 59 31 23 33
Travel Distance (mi) 39 41 39 40 41 40
Travel Time (hr) 5.4 4.4 5.3 4.0 4.9 4.8
Total Delay (hr) 3.8 2.8 3.7 2.4 3.3 3.2
Total Stops 235 244 242 230 234 237
Fuel Used (gal) 2.7 2.4 2.6 2.3 2.6 2.5
SimTraffic Performance Report
2040 PM 4/19/2017
4th & Lake Madera Exist No Build 2040 PM SimTraffic Report NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBL WBT WBR WBR2 NBL2 NBL NBT NBR SBL Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 3.9 0.5 3.7 0.1 0.1 0.5 0.4 0.4 0.1
Total Delay (hr) 0.5 0.0 0.1 0.0 0.0 0.0 0.0 0.1 0.1 0.8 0.0 0.0 Total Del/Veh (s) 39.7 19.3 11.1 5.6 14.0 52.7 50.4 53.4 27.0 Stop Delay (hr) 0.5 0.0 0.1 0.0 0.0 0.0 0.0 0.1 0.1 0.8 0.0 0.0 Stop Del/Veh (s) 38.9 17.0 10.8 4.7 10.6 52.0 50.2 51.6 27.3 2: N Lake St & E 4th St & Central Ave Performance by movement Movement SBT SBR SBR2 SEL2 SEL SER SER2 All
Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 0.7 0.8 3.6 0.2 0.1 0.2 1.6
Total Delay (hr) 0.7 0.4 0.0 0.0 0.0 0.0 0.0 3.0
Total Del/Veh (s) 59.6 51.6 6.2 14.7 15.2 13.5 43.4
Stop Delay (hr) 0.7 0.4 0.0 0.0 0.0 0.0 0.0 2.9
Stop Del/Veh (s) 58.2 53.2 5.2 12.4 13.8 12.7 42.5
Total Network Performance
Denied Delay (hr) 0.1
Denied Del/Veh (s) 1.6
Total Delay (hr) 3.1
Total Del/Veh (s) 43.5
Stop Delay (hr) 3.0
Stop Del/Veh (s) 41.9
Queuing and Blocking Report
2040 PM 4/19/2017
4th & Lake Madera Exist No Build 2040 PM SimTraffic Report NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB NB SB SB SE
Directions Served <L T R LTR> <LTR LTR > <LR>
Maximum Queue (ft) 99 159 72 30 312 327 154 56
Average Queue (ft) 82 76 33 9 217 235 49 43
95th Queue (ft) 127 262 135 32 380 417 242 69
Link Distance (ft) 351 330 430 406 462
Upstream Blk Time (%) 2 1 2
Queuing Penalty (veh) 0 0 0
Storage Bay Dist (ft) 60 75 65
Storage Blk Time (%) 44 1 78
Queuing Penalty (veh) 55 3 42
Network Summary
Network wide Queuing Penalty: 99
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) City of Madera
Appendix A
R2264RPT003.docx
APPENDIX A – TRAFFIC SIGNAL ANALYSIS
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt Exist AM 2/14/2017 Signal 2017 AM Synchro 9 Report NBC Page 1
Movement EBL2 EBL EBT EBR WBL WBT WBR2 NBL2 NBL NBT NBR SBL Lane Configurations
Traffic Volume (vph) 1 145 2 94 2 3 1 37 25 140 2 1
Future Volume (vph) 1 145 2 94 2 3 1 37 25 140 2 1
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 12 16 12 12 13 13 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 0.97 1.00 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 1.00 1.00 1.00 1.00
Flpb, ped/bikes 0.99 1.00 0.99 1.00 1.00 1.00 0.99
Frt 1.00 0.85 1.00 0.97 1.00 1.00 1.00
Flt Protected 0.95 1.00 0.95 1.00 0.95 1.00 0.95
Satd. Flow (prot) 3156 1444 1622 1896 1699 1785 1621
Flt Permitted 0.75 1.00 0.68 1.00 0.95 1.00 0.95
Satd. Flow (perm) 2506 1444 1163 1896 1699 1785 1621
Peak-hour factor, PHF 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 Adj. Flow (vph) 1 179 2 116 2 4 1 46 31 173 2 1
RTOR Reduction (vph) 0 0 95 004000100
Lane Group Flow (vph) 0 180 23 0 2 1 0 0 77 174 0 1
Confl. Peds. (#/hr) 6 9 3 1
Confl. Bikes (#/hr) 1 5 2
Turn Type Perm Perm NA Perm NA Prot Prot NA Prot
Protected Phases 2 6 3 3 8 7
Permitted Phases 2 2 6
Actuated Green, G (s) 11.8 11.8 11.8 11.8 6.8 25.5 0.7
Effective Green, g (s) 11.8 11.8 11.8 11.8 6.8 25.5 0.7 Actuated g/C Ratio 0.18 0.18 0.18 0.18 0.11 0.40 0.01
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 462 266 214 349 180 711 17
v/s Ratio Prot 0.02 0.00 c0.05 0.10 0.00
v/s Ratio Perm c0.07 0.00
v/c Ratio 0.39 0.09 0.01 0.00 0.43 0.25 0.06
Uniform Delay, d1 22.9 21.6 21.3 21.3 26.8 12.8 31.3
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.5 0.1 0.0 0.0 1.6 0.2 1.5
Delay (s) 23.5 21.8 21.3 21.3 28.4 13.0 32.8
Level of Service C C C C C B C
Approach Delay (s) 22.8 21.3 17.7
Approach LOS C C B
Intersection Summary
HCM 2000 Control Delay 20.4 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.46
Actuated Cycle Length (s) 64.0 Sum of lost time (s) 18.0 Intersection Capacity Utilization 45.3% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
------- ?f'i f+ __ "i f+ ____ ?i f+
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt Exist AM 2/14/2017 Signal 2017 AM Synchro 9 Report NBC Page 2
Movement SBT SBR SBR2 SEL2 SEL SER
Lane Configurations
Traffic Volume (vph) 178 216 27 14 2 65
Future Volume (vph) 178 216 27 14 2 65
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800
Lane Width 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00
Flpb, ped/bikes 1.00 1.00 1.00
Frt 1.00 0.85 0.89
Flt Protected 1.00 1.00 0.99
Satd. Flow (prot) 1731 1440 1527
Flt Permitted 1.00 1.00 0.99
Satd. Flow (perm) 1731 1440 1527
Peak-hour factor, PHF 0.81 0.81 0.81 0.81 0.81 0.81
Adj. Flow (vph) 220 267 33 17 2 80
RTOR Reduction (vph) 0 88 0000
Lane Group Flow (vph) 220 212 0 0 99 0
Confl. Peds. (#/hr) 8
Confl. Bikes (#/hr) 1
Turn Type NA Perm Prot Prot
Protected Phases 4 9 9
Permitted Phases 4
Actuated Green, G (s) 19.4 19.4 8.0
Effective Green, g (s) 19.4 19.4 8.0
Actuated g/C Ratio 0.30 0.30 0.12
Clearance Time (s) 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0
Lane Grp Cap (vph) 524 436 190
v/s Ratio Prot 0.13 c0.06
v/s Ratio Perm c0.15
v/c Ratio 0.42 0.49 0.52
Uniform Delay, d1 17.8 18.2 26.2
Progression Factor 1.00 1.00 1.00
Incremental Delay, d2 0.5 0.9 2.6
Delay (s) 18.4 19.1 28.8
Level of Service B B C
Approach Delay (s) 18.8 28.8
Approach LOS B C
Intersection Summary
t --- ?f
SimTraffic Simulation Summary
Signal 2017 AM 4/20/2017
4th & Lake Madera Signal Alt Exist AM SimTraffic Report NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 178 169 150 150 150 158
Vehs Exited 167 175 153 153 148 159
Starting Vehs 6 18 14 12 5 11
Ending Vehs 17 12 11 9 7 10
Travel Distance (mi) 30 31 27 26 26 28
Travel Time (hr) 2.1 2.1 1.9 1.7 1.8 1.9
Total Delay (hr) 1.0 1.0 0.9 0.8 0.8 0.9
Total Stops 123 124 111 106 115 115
Fuel Used (gal) 1.8 1.8 1.5 1.5 1.5 1.6
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 178 169 150 150 150 158
Vehs Exited 167 175 153 153 148 159
Starting Vehs 6 18 14 12 5 11
Ending Vehs 17 12 11 9 7 10
Travel Distance (mi) 30 31 27 26 26 28
Travel Time (hr) 2.1 2.1 1.9 1.7 1.8 1.9
Total Delay (hr) 1.0 1.0 0.9 0.8 0.8 0.9
Total Stops 123 124 111 106 115 115
Fuel Used (gal) 1.8 1.8 1.5 1.5 1.5 1.6
SimTraffic Performance Report
Signal 2017 AM 4/20/2017
4th & Lake Madera Signal Alt Exist AM SimTraffic Report NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by approach Approach EB WB NB SB SE All
Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 0.2 0.1 1.5 2.5 0.2 1.5
Total Delay (hr) 0.2 0.0 0.2 0.3 0.1 0.8
Total Del/Veh (s) 13.8 6.9 21.2 16.0 22.6 16.9
Stop Delay (hr) 0.2 0.0 0.2 0.3 0.1 0.6
Stop Del/Veh (s) 12.1 5.4 17.2 12.7 21.0 14.0
Queuing and Blocking Report
Signal 2017 AM 4/20/2017
4th & Lake Madera Signal Alt Exist AM SimTraffic Report NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB WB NB NB SB SB SB SE
Directions Served L TR TR> <L TR L T R> <LR
Maximum Queue (ft) 87 23 13 47 100 1 76 92 74
Average Queue (ft) 52 9 3 29 62 0 40 44 42
95th Queue (ft) 105 28 15 52 105 2 86 106 82
Link Distance (ft) 352 352 307 436 387 452
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 200 100 200
Storage Blk Time (%) 0
Queuing Penalty (veh) 1
Actuated Signals, Observed Splits
Signal 2017 AM 4/20/2017
4th & Lake Madera Signal Alt Exist AM SimTraffic Report NBC Page 4
Intersection: 2: N Lake St & E 4th St & Central Ave
Phase 2346789
Movement(s) Served EBTL NBL SBT WBTL SBL NBT SEL
Maximum Green (s) 31.4 18.5 41.5 31.4 5.0 55.0 20.6
Minimum Green (s) 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Recall None None None None None None None
Avg. Green (s) 12.0 6.9 14.7 12.0 0.0 20.6 10.5
g/C Ratio -0.01 -0.01 -0.01 -0.01 -0.01 -0.01 -0.01
Cycles Skipped (%) 15 42 8 15 100 42 42
Cycles @ Minimum (%) 0000000
Cycles Maxed Out (%) 0000000
Cycles with Peds (%) 8000008
Controller Summary
Average Cycle Length (s): NA
Number of Complete Cycles : 0
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt Exist PM 2/14/2017 Signal 2017 PM Synchro 9 Report NBC Page 1
Movement EBL2 EBL EBT EBR WBL WBT WBR WBR2 NBL2 NBL NBT NBR Lane Configurations
Traffic Volume (vph) 1 221 4 96 3 2 1 1 48 43 262 5
Future Volume (vph) 1 221 4 96 3 2 1 1 48 43 262 5
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 12 16 12 12 12 13 13 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 0.97 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 0.99 1.00 1.00
Flpb, ped/bikes 0.99 1.00 0.99 1.00 1.00 1.00
Frt 1.00 0.86 1.00 0.93 1.00 1.00
Flt Protected 0.95 1.00 0.95 1.00 0.95 1.00
Satd. Flow (prot) 3250 1493 1670 1852 1750 1836
Flt Permitted 0.76 1.00 0.69 1.00 0.95 1.00
Satd. Flow (perm) 2583 1493 1215 1852 1750 1836
Peak-hour factor, PHF 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 Adj. Flow (vph) 1 226 4 98 3 2 1 1 49 44 267 5
RTOR Reduction (vph) 0 0 78 001000010
Lane Group Flow (vph) 0 227 24 0 3 3 0 0 0 93 271 0
Confl. Peds. (#/hr) 6 9 3
Confl. Bikes (#/hr) 1 5 2
Turn Type Perm Perm NA Perm NA Prot Prot NA
Protected Phases 2 6 3 3 8
Permitted Phases 2 2 6
Actuated Green, G (s) 12.8 12.8 12.8 12.8 7.3 24.4
Effective Green, g (s) 12.8 12.8 12.8 12.8 7.3 24.4
Actuated g/C Ratio 0.20 0.20 0.20 0.20 0.11 0.38
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 519 300 244 372 200 704
v/s Ratio Prot 0.02 0.00 c0.05 c0.15
v/s Ratio Perm c0.09 0.00
v/c Ratio 0.44 0.08 0.01 0.01 0.47 0.39
Uniform Delay, d1 22.2 20.6 20.3 20.3 26.3 14.2
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.6 0.1 0.0 0.0 1.7 0.4
Delay (s) 22.8 20.7 20.4 20.3 28.0 14.5
Level of Service C C C C C B
Approach Delay (s) 22.2 20.3 18.0
Approach LOS C C B
Intersection Summary
HCM 2000 Control Delay 20.2 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.45
Actuated Cycle Length (s) 63.6 Sum of lost time (s) 18.0 Intersection Capacity Utilization 53.3% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
_____ ?i f+
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt Exist PM 2/14/2017 Signal 2017 PM Synchro 9 Report NBC Page 2
Movement SBL SBT SBR SBR2 SEL2 SEL SER SER2
Lane Configurations
Traffic Volume (vph) 2 213 150 42 32 2 58 2
Future Volume (vph) 2 213 150 42 32 2 58 2
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 1.00 0.98 0.99
Flpb, ped/bikes 0.99 1.00 1.00 1.00
Frt 1.00 1.00 0.85 0.91
Flt Protected 0.95 1.00 1.00 0.98
Satd. Flow (prot) 1672 1782 1483 1586
Flt Permitted 0.95 1.00 1.00 0.98
Satd. Flow (perm) 1672 1782 1483 1586
Peak-hour factor, PHF 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 Adj. Flow (vph) 2 217 153 43 33 2 59 2
RTOR Reduction (vph) 0 0 91 00000
Lane Group Flow (vph) 2 217 105 0 0 96 0 0
Confl. Peds. (#/hr) 1 8
Confl. Bikes (#/hr) 1 1
Turn Type Prot NA Perm Prot Prot
Protected Phases 7 4 9 9
Permitted Phases 4
Actuated Green, G (s) 0.7 17.8 17.8 7.7
Effective Green, g (s) 0.7 17.8 17.8 7.7
Actuated g/C Ratio 0.01 0.28 0.28 0.12
Clearance Time (s) 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 18 498 415 192
v/s Ratio Prot 0.00 0.12 c0.06
v/s Ratio Perm 0.07
v/c Ratio 0.11 0.44 0.25 0.50
Uniform Delay, d1 31.1 18.8 17.8 26.1
Progression Factor 1.00 1.00 1.00 1.00
Incremental Delay, d2 2.7 0.6 0.3 2.0
Delay (s) 33.9 19.4 18.1 28.2
Level of Service C B B C
Approach Delay (s) 18.8 28.2
Approach LOS B C
Intersection Summary
___ ?f
SimTraffic Simulation Summary
Signal 2017 PM 4/20/2017
4th & Lake Madera Signal Alt Exist PM SimTraffic Report NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 212 211 200 217 199 205
Vehs Exited 207 206 190 207 199 202
Starting Vehs 19 13 11 17 8 12
Ending Vehs 24 18 21 27 8 20
Travel Distance (mi) 37 37 34 37 35 36
Travel Time (hr) 2.7 3.0 2.6 2.9 2.4 2.7
Total Delay (hr) 1.3 1.6 1.3 1.5 1.2 1.4
Total Stops 148 163 153 165 140 154
Fuel Used (gal) 2.2 2.2 2.0 2.2 2.0 2.1
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 212 211 200 217 199 205
Vehs Exited 207 206 190 207 199 202
Starting Vehs 19 13 11 17 8 12
Ending Vehs 24 18 21 27 8 20
Travel Distance (mi) 37 37 34 37 35 36
Travel Time (hr) 2.7 3.0 2.6 2.9 2.4 2.7
Total Delay (hr) 1.3 1.6 1.3 1.5 1.2 1.4
Total Stops 148 163 153 165 140 154
Fuel Used (gal) 2.2 2.2 2.0 2.2 2.0 2.1
SimTraffic Performance Report
Signal 2017 PM 4/20/2017
4th & Lake Madera Signal Alt Exist PM SimTraffic Report NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBL WBT WBR WBR2 NBL2 NBL NBT NBR SBL Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 0.2 0.5 0.2 3.4 3.6 0.6 0.8
Total Delay (hr) 0.3 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.3 0.0 0.0 Total Del/Veh (s) 25.1 19.9 5.0 25.0 25.6 21.6 10.4
Stop Delay (hr) 0.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.2 0.0 0.0 Stop Del/Veh (s) 21.6 13.7 5.1 22.2 22.6 16.3 8.5
2: N Lake St & E 4th St & Central Ave Performance by movement Movement SBT SBR SBR2 SEL2 SER SER2 All
Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 1.0 3.5 3.4 0.2 0.2 1.2
Total Delay (hr) 0.2 0.1 0.0 0.0 0.1 0.0 1.2
Total Del/Veh (s) 20.4 18.0 11.8 24.8 26.2 20.8
Stop Delay (hr) 0.2 0.1 0.0 0.0 0.1 0.0 1.0
Stop Del/Veh (s) 15.3 15.7 10.9 22.1 24.9 17.3
Queuing and Blocking Report
Signal 2017 PM 4/20/2017
4th & Lake Madera Signal Alt Exist PM SimTraffic Report NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB WB NB NB SB SB SB SE
Directions Served <L L TR L TR> <L TR L T R> <LR>
Maximum Queue (ft) 22 123 32 3 16 63 200 1 110 78 91
Average Queue (ft) 6 79 9 1 4 42 116 0 54 41 53
95th Queue (ft) 38 137 38 5 16 72 218 2 121 88 98
Link Distance (ft) 341 341 307 436 387 438
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 150 100 200 100 200
Storage Blk Time (%) 0 3 2
Queuing Penalty (veh) 0 2 4
Actuated Signals, Observed Splits
Signal 2017 PM 4/20/2017
4th & Lake Madera Signal Alt Exist PM SimTraffic Report NBC Page 4
Intersection: 2: N Lake St & E 4th St & Central Ave
Phase 2346789
Movement(s) Served EBTL NBL SBT WBTL SBL NBT SEL
Maximum Green (s) 31.4 18.5 41.5 31.4 5.0 55.0 20.6
Minimum Green (s) 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Recall None None None None None None None
Avg. Green (s) 18.0 8.7 16.6 18.0 0.0 31.4 10.0
g/C Ratio NA -0.01 NA NA -0.01 -0.01 -0.01
Cycles Skipped (%) 0 13 0 0 100 25 11
Cycles @ Minimum (%) 0000000
Cycles Maxed Out (%) 0000000
Cycles with Peds (%) 13 0 11 13 0 0 0
Controller Summary
Average Cycle Length (s): NA
Number of Complete Cycles : 0
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt 2040 AM 2/14/2017 Signal 2040 AM Synchro 9 Report NBC Page 1
Movement EBL2 EBL EBT EBR WBL WBT WBR2 NBL2 NBL NBT NBR SBL Lane Configurations
Traffic Volume (vph) 1 182 3 118 3 4 1 47 31 176 3 1
Future Volume (vph) 1 182 3 118 3 4 1 47 31 176 3 1
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 12 16 12 12 13 13 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 0.97 1.00 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 1.00 1.00 1.00 1.00
Flpb, ped/bikes 0.99 1.00 0.98 1.00 1.00 1.00 0.98
Frt 1.00 0.85 1.00 0.97 1.00 1.00 1.00
Flt Protected 0.95 1.00 0.95 1.00 0.95 1.00 0.95
Satd. Flow (prot) 3148 1446 1619 1907 1699 1783 1617
Flt Permitted 0.75 1.00 0.59 1.00 0.95 1.00 0.95
Satd. Flow (perm) 2498 1446 1012 1907 1699 1783 1617
Peak-hour factor, PHF 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 Adj. Flow (vph) 1 225 4 146 4 5 1 58 38 217 4 1
RTOR Reduction (vph) 0 0 120 005000100
Lane Group Flow (vph) 0 226 30 0 4 1 0 0 96 220 0 1
Confl. Peds. (#/hr) 6 9 3 1
Confl. Bikes (#/hr) 1 5 2
Turn Type Perm Perm NA Perm NA Prot Prot NA Prot
Protected Phases 2 6 3 3 8 7
Permitted Phases 2 2 6
Actuated Green, G (s) 14.2 14.2 14.2 14.2 8.5 33.6 0.7
Effective Green, g (s) 14.2 14.2 14.2 14.2 8.5 33.6 0.7 Actuated g/C Ratio 0.18 0.18 0.18 0.18 0.11 0.42 0.01
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 445 257 180 339 181 751 14
v/s Ratio Prot 0.02 0.00 c0.06 0.12 0.00
v/s Ratio Perm c0.09 0.00
v/c Ratio 0.51 0.12 0.02 0.00 0.53 0.29 0.07
Uniform Delay, d1 29.6 27.5 27.0 26.9 33.7 15.2 39.2
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.9 0.2 0.0 0.0 3.0 0.2 2.2
Delay (s) 30.5 27.7 27.1 26.9 36.7 15.4 41.3
Level of Service C C C C D B D
Approach Delay (s) 29.4 27.0 21.9
Approach LOS C C C
Intersection Summary
HCM 2000 Control Delay 25.7 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.56
Actuated Cycle Length (s) 79.7 Sum of lost time (s) 18.0 Intersection Capacity Utilization 50.7% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
------- ?f'i f+ __ "i f+ ____ ?i f+
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt 2040 AM 2/14/2017 Signal 2040 AM Synchro 9 Report NBC Page 2
Movement SBT SBR SBR2 SEL2 SEL SER
Lane Configurations
Traffic Volume (vph) 224 272 34 18 3 82
Future Volume (vph) 224 272 34 18 3 82
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800
Lane Width 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00
Flpb, ped/bikes 1.00 1.00 1.00
Frt 1.00 0.85 0.89
Flt Protected 1.00 1.00 0.99
Satd. Flow (prot) 1731 1440 1529
Flt Permitted 1.00 1.00 0.99
Satd. Flow (perm) 1731 1440 1529
Peak-hour factor, PHF 0.81 0.81 0.81 0.81 0.81 0.81
Adj. Flow (vph) 277 336 42 22 4 101
RTOR Reduction (vph) 0 85 0000
Lane Group Flow (vph) 277 293 0 0 127 0
Confl. Peds. (#/hr) 8
Confl. Bikes (#/hr) 1
Turn Type NA Perm Prot Prot
Protected Phases 4 9 9
Permitted Phases 4
Actuated Green, G (s) 25.8 25.8 13.2
Effective Green, g (s) 25.8 25.8 13.2
Actuated g/C Ratio 0.32 0.32 0.17
Clearance Time (s) 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0
Lane Grp Cap (vph) 560 466 253
v/s Ratio Prot 0.16 c0.08
v/s Ratio Perm c0.20
v/c Ratio 0.49 0.63 0.50
Uniform Delay, d1 21.7 22.9 30.3
Progression Factor 1.00 1.00 1.00
Incremental Delay, d2 0.7 2.6 1.6
Delay (s) 22.4 25.5 31.8
Level of Service C C C
Approach Delay (s) 24.2 31.8
Approach LOS C C
Intersection Summary
t --- ?f
SimTraffic Simulation Summary
Signal 2040 AM 4/20/2017
4th & Lake Madera Signal Alt 2040 AM SimTraffic Report
NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 210 205 199 199 178 199
Vehs Exited 209 209 204 209 180 202
Starting Vehs 19 19 19 17 16 18
Ending Vehs 20 15 14 7 14 13
Travel Distance (mi) 37 37 35 36 31 35
Travel Time (hr) 2.6 2.9 2.5 2.4 2.2 2.5
Total Delay (hr) 1.3 1.5 1.2 1.1 1.1 1.2
Total Stops 136 147 143 143 137 140
Fuel Used (gal) 2.1 2.2 2.0 2.1 1.8 2.0
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 210 205 199 199 178 199
Vehs Exited 209 209 204 209 180 202
Starting Vehs 19 19 19 17 16 18
Ending Vehs 20 15 14 7 14 13
Travel Distance (mi) 37 37 35 36 31 35
Travel Time (hr) 2.6 2.9 2.5 2.4 2.2 2.5
Total Delay (hr) 1.3 1.5 1.2 1.1 1.1 1.2
Total Stops 136 147 143 143 137 140
Fuel Used (gal) 2.1 2.2 2.0 2.1 1.8 2.0
SimTraffic Performance Report
Signal 2040 AM 4/20/2017
4th & Lake Madera Signal Alt 2040 AM SimTraffic Report
NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBL WBT WBR2 NBL2 NBL NBT NBR SBT SBR Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 0.2 0.3 0.1 3.8 3.5 0.4 0.3 1.2 3.3
Total Delay (hr) 0.2 0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.1 0.0 0.2 0.3 Total Del/Veh (s) 21.8 4.6 14.0 29.3 27.6 15.1 2.6 18.5 19.2 Stop Delay (hr) 0.2 0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.1 0.0 0.2 0.2 Stop Del/Veh (s) 18.3 4.4 11.4 26.3 25.1 11.3 1.3 13.7 16.1 2: N Lake St & E 4th St & Central Ave Performance by movement Movement SBR2 SEL2 SEL SER All
Denied Delay (hr) 0.0 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 3.5 0.3 0.2 1.4
Total Delay (hr) 0.0 0.0 0.0 0.1 1.1
Total Del/Veh (s) 11.7 32.0 25.3 18.4
Stop Delay (hr) 0.0 0.0 0.0 0.1 0.9
Stop Del/Veh (s) 10.4 28.5 23.9 15.2
Queuing and Blocking Report
Signal 2040 AM 4/20/2017
4th & Lake Madera Signal Alt 2040 AM SimTraffic Report
NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB WB NB NB SB SB SE
Directions Served <L L TR L TR> <L TR T R> <LR
Maximum Queue (ft) 6 89 59 3 14 72 121 113 138 87
Average Queue (ft) 1 58 17 1 3 44 74 69 83 53
95th Queue (ft) 8 106 63 5 16 76 132 135 174 96
Link Distance (ft) 352 352 307 436 387 452
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 150 100 200 200
Storage Blk Time (%) 2 1
Queuing Penalty (veh) 7 2
Actuated Signals, Observed Splits
Signal 2040 AM 4/20/2017
4th & Lake Madera Signal Alt 2040 AM SimTraffic Report
NBC Page 4
Intersection: 2: N Lake St & E 4th St & Central Ave
Phase 2346789
Movement(s) Served EBTL NBL SBT WBTL SBL NBT SEL
Maximum Green (s) 31.4 18.5 41.5 31.4 5.0 55.0 20.6
Minimum Green (s) 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Recall None None None None None None None
Avg. Green (s) 15.8 8.7 18.4 15.8 0.0 27.7 12.6
g/C Ratio NA -0.01 NA NA -0.01 -0.01 -0.01
Cycles Skipped (%) 0 33 0 0 100 22 25
Cycles @ Minimum (%) 0000000
Cycles Maxed Out (%) 0000000
Cycles with Peds (%) 11 0 0 11 0 0 13
Controller Summary
Average Cycle Length (s): NA
Number of Complete Cycles : 0
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt 2040 PM 2/14/2017 Signal 2040 PM Synchro 9 Report NBC Page 1
Movement EBL2 EBL EBT EBR WBL WBT WBR WBR2 NBL2 NBL NBT NBR Lane Configurations
Traffic Volume (vph) 1 278 5 121 4 3 1 1 60 54 329 6
Future Volume (vph) 1 278 5 121 4 3 1 1 60 54 329 6
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 12 16 12 12 12 13 13 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 0.97 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 0.99 1.00 1.00
Flpb, ped/bikes 0.99 1.00 0.98 1.00 1.00 1.00
Frt 1.00 0.86 1.00 0.94 1.00 1.00
Flt Protected 0.95 1.00 0.95 1.00 0.95 1.00
Satd. Flow (prot) 3240 1493 1665 1885 1750 1837
Flt Permitted 0.75 1.00 0.63 1.00 0.95 1.00
Satd. Flow (perm) 2573 1493 1109 1885 1750 1837
Peak-hour factor, PHF 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 Adj. Flow (vph) 1 299 5 130 4 3 1 1 65 58 354 6
RTOR Reduction (vph) 0 0 105 001000010
Lane Group Flow (vph) 0 300 30 0 4 4 0 0 0 123 359 0
Confl. Peds. (#/hr) 6 9 3
Confl. Bikes (#/hr) 1 5 2
Turn Type Perm Perm NA Perm NA Prot Prot NA
Protected Phases 2 6 3 3 8
Permitted Phases 2 2 6
Actuated Green, G (s) 16.0 16.0 16.0 16.0 11.8 35.3
Effective Green, g (s) 16.0 16.0 16.0 16.0 11.8 35.3
Actuated g/C Ratio 0.19 0.19 0.19 0.19 0.14 0.43
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 497 288 214 364 249 784
v/s Ratio Prot 0.02 0.00 c0.07 0.20
v/s Ratio Perm c0.12 0.00
v/c Ratio 0.60 0.10 0.02 0.01 0.49 0.46
Uniform Delay, d1 30.5 27.5 27.0 27.0 32.7 16.9
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 2.1 0.2 0.0 0.0 1.5 0.4
Delay (s) 32.5 27.6 27.0 27.0 34.2 17.3
Level of Service C C C C C B
Approach Delay (s) 31.0 27.0 21.6
Approach LOS C C C
Intersection Summary
HCM 2000 Control Delay 26.4 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.55
Actuated Cycle Length (s) 82.7 Sum of lost time (s) 18.0 Intersection Capacity Utilization 60.3% ICU Level of Service B Analysis Period (min) 15
c Critical Lane Group
_____ ?i f+
HCM Signalized Intersection Capacity Analysis
2: N Lake St & E 4th St & Central Ave 4/19/2017
4th & Lake Madera Signal Alt 2040 PM 2/14/2017 Signal 2040 PM Synchro 9 Report NBC Page 2
Movement SBL SBT SBR SBR2 SEL2 SEL SER SER2
Lane Configurations
Traffic Volume (vph) 3 268 189 53 40 3 73 3
Future Volume (vph) 3 268 189 53 40 3 73 3
Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 1.00 0.98 0.99
Flpb, ped/bikes 0.99 1.00 1.00 1.00
Frt 1.00 1.00 0.85 0.91
Flt Protected 0.95 1.00 1.00 0.98
Satd. Flow (prot) 1669 1782 1483 1586
Flt Permitted 0.95 1.00 1.00 0.98
Satd. Flow (perm) 1669 1782 1483 1586
Peak-hour factor, PHF 0.93 0.93 0.93 0.93 0.93 0.93 0.93 0.93 Adj. Flow (vph) 3 288 203 57 43 3 78 3
RTOR Reduction (vph) 0 0 89 00000
Lane Group Flow (vph) 3 288 171 0 0 127 0 0
Confl. Peds. (#/hr) 1 8
Confl. Bikes (#/hr) 1 1
Turn Type Prot NA Perm Prot Prot
Protected Phases 7 4 9 9
Permitted Phases 4
Actuated Green, G (s) 0.7 24.2 24.2 12.7
Effective Green, g (s) 0.7 24.2 24.2 12.7
Actuated g/C Ratio 0.01 0.29 0.29 0.15
Clearance Time (s) 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 14 521 433 243
v/s Ratio Prot 0.00 c0.16 c0.08
v/s Ratio Perm 0.12
v/c Ratio 0.21 0.55 0.39 0.52
Uniform Delay, d1 40.7 24.7 23.4 32.2
Progression Factor 1.00 1.00 1.00 1.00
Incremental Delay, d2 7.6 1.3 0.6 2.0
Delay (s) 48.3 26.0 24.0 34.2
Level of Service D C C C
Approach Delay (s) 25.1 34.2
Approach LOS C C
Intersection Summary
___ ?f
SimTraffic Simulation Summary
Signal 2040 PM 4/20/2017
4th & Lake Madera Signal Alt 2040 PM SimTraffic Report
NBC Page 1
Summary of All Intervals
Run Number 1 2 3 4 5 Avg
Start Time 6:57 6:57 6:57 6:57 6:57 6:57
End Time 7:10 7:10 7:10 7:10 7:10 7:10
Total Time (min) 13 13 13 13 13 13
Time Recorded (min) 10 10 10 10 10 10
# of Intervals 222222
# of Recorded Intervals 111111
Vehs Entered 270 255 256 243 259 256
Vehs Exited 261 247 250 235 276 254
Starting Vehs 15 22 18 14 28 19
Ending Vehs 24 30 24 22 11 21
Travel Distance (mi) 47 44 44 42 47 45
Travel Time (hr) 3.9 3.3 3.3 3.1 4.3 3.6
Total Delay (hr) 2.2 1.7 1.7 1.6 2.5 1.9
Total Stops 202 180 181 168 194 183
Fuel Used (gal) 2.8 2.5 2.6 2.4 3.0 2.7
Interval #0 Information Seeding
Start Time 6:57
End Time 7:00
Total Time (min) 3
Volumes adjusted by Growth Factors.
No data recorded this interval.
Interval #1 Information Recording
Start Time 7:00
End Time 7:10
Total Time (min) 10
Volumes adjusted by Growth Factors.
Run Number 1 2 3 4 5 Avg
Vehs Entered 270 255 256 243 259 256
Vehs Exited 261 247 250 235 276 254
Starting Vehs 15 22 18 14 28 19
Ending Vehs 24 30 24 22 11 21
Travel Distance (mi) 47 44 44 42 47 45
Travel Time (hr) 3.9 3.3 3.3 3.1 4.3 3.6
Total Delay (hr) 2.2 1.7 1.7 1.6 2.5 1.9
Total Stops 202 180 181 168 194 183
Fuel Used (gal) 2.8 2.5 2.6 2.4 3.0 2.7
SimTraffic Performance Report
Signal 2040 PM 4/20/2017
4th & Lake Madera Signal Alt 2040 PM SimTraffic Report
NBC Page 2
2: N Lake St & E 4th St & Central Ave Performance by movement Movement EBL EBT EBR WBL WBT WBR WBR2 NBL2 NBL NBT NBR SBL Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Denied Del/Veh (s) 0.3 0.1 0.2 2.5 3.6 3.0 0.7 0.5
Total Delay (hr) 0.5 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.3 0.0 0.0 Total Del/Veh (s) 35.2 22.9 6.7 5.7 34.6 34.2 17.4 25.3 Stop Delay (hr) 0.4 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.2 0.0 0.0 Stop Del/Veh (s) 30.8 20.3 6.5 4.9 31.4 30.9 13.0 23.5
2: N Lake St & E 4th St & Central Ave Performance by movement Movement SBT SBR SBR2 SEL2 SEL SER SER2 All
Denied Delay (hr) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1
Denied Del/Veh (s) 1.1 3.4 3.4 0.1 0.2 0.2 1.2
Total Delay (hr) 0.3 0.2 0.0 0.1 0.0 0.1 0.0 1.8
Total Del/Veh (s) 20.0 21.2 14.0 33.0 59.8 30.6 23.4
Stop Delay (hr) 0.2 0.2 0.0 0.1 0.0 0.1 0.0 1.5
Stop Del/Veh (s) 14.9 18.6 12.4 29.1 56.4 28.5 19.7
Queuing and Blocking Report
Signal 2040 PM 4/20/2017
4th & Lake Madera Signal Alt 2040 PM SimTraffic Report
NBC Page 3
Intersection: 2: N Lake St & E 4th St & Central Ave
Movement EB EB EB WB WB NB NB SB SB SB SE
Directions Served <L L TR L TR> <L TR L T R> <LR>
Maximum Queue (ft) 118 173 27 5 9 102 188 2 129 130 124 Average Queue (ft) 42 117 10 1 2 67 124 0 78 64 77
95th Queue (ft) 149 198 32 6 11 122 235 3 136 142 136
Link Distance (ft) 341 341 307 436 387 438
Upstream Blk Time (%)
Queuing Penalty (veh)
Storage Bay Dist (ft) 150 100 200 100 200
Storage Blk Time (%) 0 4 3 4
Queuing Penalty (veh) 0 6 4 9
Actuated Signals, Observed Splits
Signal 2040 PM 4/20/2017
4th & Lake Madera Signal Alt 2040 PM SimTraffic Report
NBC Page 4
Intersection: 2: N Lake St & E 4th St & Central Ave
Phase 2346789
Movement(s) Served EBTL NBL SBT WBTL SBL NBT SEL
Maximum Green (s) 31.4 18.5 41.5 31.4 5.0 55.0 20.6
Minimum Green (s) 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Recall None None None None None None None
Avg. Green (s) 20.9 10.8 25.8 20.9 0.0 39.6 13.3
g/C Ratio NA -0.01 NA NA -0.01 NA NA
Cycles Skipped (%) 0 17 0 0 100 0 0
Cycles @ Minimum (%) 0000000
Cycles Maxed Out (%) 14 0 0 14 0 0 0
Cycles with Peds (%) 0 0 14 14 0 0 0
Controller Summary
Average Cycle Length (s): NA
Number of Complete Cycles : 0
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) City of Madera
Appendix A
R2264RPT003.docx
APPENDIX A – ROUNDABOUT ANALYSIS
LANE SUMMARY
Site: 1 [2017 AM Peak Hour ]
4th Street/Lake Street/Central Avenue
2017 AM Peak Hour
Roundabout
Lane Use and Performance
Demand Flows 95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Total HV Veh Dist Block.
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 252 4.0 1092 0.231 100 5.4 LOS A 1.4 36.1 Full 360 0.0 0.0 Approach 252 4.0 0.231 5.4 LOS A 1.4 36.1
NorthEast: 4th Street
Lane 1d 9 4.0 907 0.010 100 4.1 LOS A 0.0 1.3 Full 325 0.0 0.0 Approach 9 4.0 0.010 4.1 LOS A 0.0 1.3
North: North Lake Street
Lane 1d 521 4.0 1056 0.493 100 9.1 LOS A 3.9 99.6 Full 730 0.0 0.0 Approach 521 4.0 0.493 9.1 LOS A 3.9 99.6
West: East Central Avenue
Lane 1d 101 4.0 770 0.131 100 6.0 LOS A 0.8 20.9 Full 450 0.0 0.0 Approach 101 4.0 0.131 6.0 LOS A 0.8 20.9
SouthWest: 4th Street
Lane 1d 299 4.0 987 0.303 100 6.7 LOS A 1.9 49.1 Full 320 0.0 0.0 Approach 299 4.0 0.303 6.7 LOS A 1.9 49.1
Intersection 1181 4.0 0.493 7.4 LOS A 3.9 99.6
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Monday, April 10, 2017 10:34:42 AM Project: \\10.9.250.11\Common\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7 r
LANE SUMMARY
Site: 1 [2017 PM Peak Hour]
4th Street/Lake Street/Central Avenue
2017 PM Peak Hour
Roundabout
Lane Use and Performance
Demand Flows 95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Total HV Veh Dist Block.
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 385 1.0 1063 0.362 100 7.1 LOS A 2.5 61.8 Full 360 0.0 0.0 Approach 385 1.0 0.362 7.1 LOS A 2.5 61.8
NorthEast: 4th Street
Lane 1d 8 1.0 792 0.010 100 4.6 LOS A 0.1 1.3 Full 325 0.0 0.0 Approach 8 1.0 0.010 4.6 LOS A 0.1 1.3
North: North Lake Street
Lane 1d 438 1.0 1003 0.436 100 8.5 LOS A 3.2 80.4 Full 730 0.0 0.0 Approach 438 1.0 0.436 8.5 LOS A 3.2 80.4
West: East Central Avenue
Lane 1d 101 1.0 891 0.113 100 5.1 LOS A 0.7 17.3 Full 450 0.0 0.0 Approach 101 1.0 0.113 5.1 LOS A 0.7 17.3
SouthWest: 4th Street
Lane 1d 346 1.0 1022 0.339 100 7.0 LOS A 2.2 55.9 Full 320 0.0 0.0 Approach 346 1.0 0.339 7.0 LOS A 2.2 55.9
Intersection 1277 1.0 0.436 7.4 LOS A 3.2 80.4
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Monday, April 10, 2017 10:35:40 AM Project: \\10.9.250.11\Common\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7 r
LANE SUMMARY
Site: 1 [2040 AM Peak Hour]
4th Street/Lake Street/Central Avenue
2040 AM Peak Hour
Roundabout
Lane Use and Performance
Demand Flows 95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Total HV Veh Dist Block.
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 317 4.0 1032 0.307 100 6.6 LOS A 2.0 52.0 Full 360 0.0 0.0 Approach 317 4.0 0.307 6.6 LOS A 2.0 52.0
NorthEast: 4th Street
Lane 1d 11 4.0 816 0.014 100 4.5 LOS A 0.1 1.9 Full 325 0.0 0.0 Approach 11 4.0 0.014 4.5 LOS A 0.1 1.9
North: North Lake Street
Lane 1d 656 4.0 984 0.666 100 14.0 LOS B 7.5 194.1 Full 730 0.0 0.0 Approach 656 4.0 0.666 14.0 LOS B 7.5 194.1
West: East Central Avenue
Lane 1d 128 4.0 629 0.204 100 8.2 LOS A 1.4 35.7 Full 450 0.0 0.0 Approach 128 4.0 0.204 8.2 LOS A 1.4 35.7
SouthWest: 4th Street
Lane 1d 375 4.0 902 0.416 100 8.9 LOS A 2.9 74.8 Full 320 0.0 0.0 Approach 375 4.0 0.416 8.9 LOS A 2.9 74.8
Intersection 1488 4.0 0.666 10.5 LOS B 7.5 194.1
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Monday, April 10, 2017 8:37:21 AM Project: \\10.9.250.11\Common\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7 r
LANE SUMMARY
Site: 1 [2040 PM Peak Hour]
4th Street/Lake Street/Central Avenue
2040 PM Peak Hour
Roundabout
Lane Use and Performance
Demand Flows 95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Total HV Veh Dist Block.
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 483 1.0 988 0.489 100 9.5 LOS A 3.7 93.8 Full 360 0.0 0.0 Approach 483 1.0 0.489 9.5 LOS A 3.7 93.8
NorthEast: 4th Street
Lane 1d 10 1.0 656 0.015 100 5.6 LOS A 0.1 2.2 Full 325 0.0 0.0 Approach 10 1.0 0.015 5.6 LOS A 0.1 2.2
North: North Lake Street
Lane 1d 552 1.0 918 0.601 100 12.6 LOS B 6.0 150.0 Full 730 0.0 0.0 Approach 552 1.0 0.601 12.6 LOS B 6.0 150.0
West: East Central Avenue
Lane 1d 128 1.0 773 0.166 100 6.4 LOS A 1.1 27.2 Full 450 0.0 0.0 Approach 128 1.0 0.166 6.4 LOS A 1.1 27.2
SouthWest: 4th Street
Lane 1d 435 1.0 937 0.465 100 9.5 LOS A 3.4 86.0 Full 320 0.0 0.0 Approach 435 1.0 0.465 9.5 LOS A 3.4 86.0
Intersection 1608 1.0 0.601 10.3 LOS B 6.0 150.0
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Monday, April 10, 2017 8:36:31 AM Project: \\10.9.250.11\Common\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7 r
Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Appendix B City of Madera R2264RPT003
APPENDIX B – TRAFFIC SIGNAL ALTERNATIVE
SIGNAL LAYOUT & TRUCK TURN EXHIBITS
SYNCHRO/SIMTRAFFIC ANALYSIS
CONSTRUCTION COST ESTIMATE
l'.)
5 0
CD
0 0
X
w
"SJ·
CD
N
N
/
-qlO
('-I
N
/
7 [l'
Q_
/
2 <(
-q0
0 (Xl
0 N
~
(Xl
'"'
LEGEND:
- - - - EXISTING RIGHT-OF-WAY AND PROPERTY LINES
---- PROPOSED IMPROVEMENTS
RIGHT-OF-WAY IMPACTS
- - ESTIMATED LIMITS FOR NEW PAVEMENT SECTION
CONSTRUCT 25'
RADIUS RETURN.
CONSTRUCT RAMP
TO ADA STANDARDS
Traffic Signal Alternative: Preli,ninary Layout
r
)>
::,;;::
fTl
(/)
r+
-,
(D
(D
r+
......... . .. ... .... .... ... . .. . .. .. .. ... . .. .... ... . .. . ......... . ttii!
::::::::::::~-:-:-:-:-:-::
:-:-:-:-:;;,:-:-:-:-:-:-:-:-: ...... ........ .. . ... .. . ..... .. .. ... .. .. . ... . ::::~::::::::::::::::::::::•· i!i!i!i!i!i!i!i!i!i::==:\
·•::::::::::: : ... :•·
E LANDSCAPING
B, GUTTER, AN
ELBOW ENDING 4 TH STREET
INTO THE ALLEY.
PHASE DIAGRAM
__J2
t
11!2
'7275Eo
L..,__ ____ ~ -=,--,:...__ _____ ...::...,a::_L.,..._ __ ..JC;....:.Ja....._-........L..::........:..31........_----lt.....__.......:... __ .-....;..:Jl!!....,,;,:_,~-::___;:L..-_ _..L.,._.....i::...c.~........:i---~.....,;.:...,___.......31..__.:,.__.:.....;,....-....__..........JE.,._ ____ ~ ........ -.,.i2.,...__~--L--_J LAKE St/4TH St/CENTRAL Ave INTX IMPROVEMENTS FigureB1 ~ omni • means cft:]t> - A GHD Company liiiiil Madera, California 2264EX006.dwg
WB-40 Truck Turn (Left-Turn Move,nent Only)
l'.)
5 0
CD
0 0
X
w
-tj·
CD
N
N
./
-qlO
c·--1
N
./
7 [l'
VEHICLE PROFILE 7.50
WB-40 feet
Tractor Width 8.00
Troll.- 'Mdth 8.00
T meter T rock B. 00
Troller Track 8.00
_7- LEGEND
2 <(
CD
N
0 CD
0 N
~
CD
VEHICLE BODY
CLEARANCE
JJ.00
25.50 Lock to Lock Time
Steering Angle
Articulating Angle
__J
: 6.0
: 20.J
: 70.0
/
<
~
~ ~
~
Q'i°
''--. # / Scale: 1 "= 50
~----------~--~-~---~--------~----~~--~~~-~---~------~-----~~ LAKE St/4TH St/CENTRAL Ave INTX IMPROVEMENTS FigureB2 ~ omni • means cft:]t> - A GHD Company liiiiil Madera, California 2264EX006.dwg
WB-40 Truck Turn (Right-Turn Move,nent Only)
l'.)
5 0
CD
0 0
X
w
-tj·
CD
N
N
./
-qlO
c·--1
N
./
7 [l'
VEHICLE PROFILE 7.50
WB-40 feet
Tractor Width 8.00
Troll.- 'Mdth 8.00
T meter T rock B. 00
Troller Track 8.00
_7- LEGEND
2 <(
Lf)
N
0 (Xl
0 N
~
(Xl
VEHICLE BODY
CLEARANCE
JJ.00
25.50 Lock to Lock Time
Steering Angle
Articulating Angle
__J
: 6.0
: 20.J
: 70.0
J
NO TRUCK RIGHT TURNS FROM
CENTRAL AVENUE TO 4TH STREET
~ ' \ ~ ~
~
~ ~
~
Q'i°
''--. # / Scale: 1 "= 50
~----------~--~-~---~--------~----~~--~~~-~---~------~-----~~ LAKE St/4TH St/CENTRAL Ave INTX IMPROVEMENTS FigureB3 ~ omni • means cft:]t> - A GHD Company liiiiil Madera, California 2264EX006.dwg
Queues 4th/Lake/Central Intersection Improvement
2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative 2040 (AM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - AM (2040)_Mitigated.syn Page 1
Lane Group EBL EBR NBL NBT SBT SBR SEL
Lane Group Flow (vph) 199 128 85 191 243 333 112
v/c Ratio 0.56 0.28 0.28 0.60 0.60 0.69 0.43
Control Delay 31.0 2.9 29.6 38.0 30.1 19.6 31.3
Queue Delay 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Delay 31.0 2.9 29.6 38.0 30.1 19.6 31.3
Queue Length 50th (ft) 67 0 28 66 79 44 39
Queue Length 95th (ft) 158 15 85 #220 189 #182 95
Internal Link Dist (ft) 442 427 397 458
Turn Bay Length (ft) 200 200 200
Base Capacity (vph) 425 517 344 362 517 563 280
Starvation Cap Reductn 0000000
Spillback Cap Reductn 0000000
Storage Cap Reductn 0000000
Reduced v/c Ratio 0.47 0.25 0.25 0.53 0.47 0.59 0.40
Intersection Summary
# 95th percentile volume exceeds capacity, queue may be longer.
Queue shown is maximum after two cycles.
HCM Signalized Intersection Capacity Analysis 4th/Lake/Central Intersection Improvement 2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative 2040 (AM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - AM (2040)_Mitigated.syn Page 2
Movement EBL2 EBL EBR NBL2 NBL NBT SBT SBR SBR2 SEL SER SER2 Lane Configurations
Traffic Volume (vph) 1 182 118 47 31 176 224 272 34 18 82 3 Future Volume (vph) 1 182 118 47 31 176 224 272 34 18 82 3 Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 13 13 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 1.00 1.00 0.98 0.99
Flpb, ped/bikes 0.99 1.00 1.00 1.00 1.00 1.00 1.00
Frt 1.00 0.85 1.00 1.00 1.00 0.85 0.89
Flt Protected 0.95 1.00 0.95 1.00 1.00 1.00 0.99
Satd. Flow (prot) 1629 1439 1699 1788 1731 1439 1508
Flt Permitted 0.95 1.00 0.95 1.00 1.00 1.00 0.99
Satd. Flow (perm) 1629 1439 1699 1788 1731 1439 1508
Peak-hour factor, PHF 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Adj. Flow (vph) 1 198 128 51 34 191 243 296 37 20 89 3
RTOR Reduction (vph) 0 0 101 0 0 0 0 147 0 0 0 0
Lane Group Flow (vph) 0 199 27 0 85 191 243 186 0 112 0 0 Confl. Peds. (#/hr) 6 3 8
Confl. Bikes (#/hr) 1 1 1
Heavy Vehicles (%) 4% 4% 4% 4% 4% 4% 4% 4% 4% 4% 4% 4%
Turn Type Perm Perm Perm Split Split NA NA Perm Prot
Protected Phases 3334 1
Permitted Phases 2 2 2 4
Actuated Green, G (s) 12.2 12.2 6.8 6.8 13.3 13.3 6.8
Effective Green, g (s) 12.2 12.2 6.8 6.8 13.3 13.3 6.8
Actuated g/C Ratio 0.21 0.21 0.12 0.12 0.23 0.23 0.12
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 348 307 202 212 403 335 179
v/s Ratio Prot 0.05 c0.11 c0.14 c0.07
v/s Ratio Perm c0.12 0.02 0.13
v/c Ratio 0.57 0.09 0.42 0.90 0.60 0.56 0.63
Uniform Delay, d1 20.1 18.0 23.3 24.8 19.5 19.3 23.9
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 2.3 0.1 1.4 35.9 2.5 2.0 6.7
Delay (s) 22.4 18.1 24.7 60.7 22.1 21.3 30.6
Level of Service C B C E C C C
Approach Delay (s) 20.7 49.7 21.6 30.6
Approach LOS C D C C
Intersection Summary
HCM 2000 Control Delay 28.2 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.65
Actuated Cycle Length (s) 57.1 Sum of lost time (s) 18.0 Intersection Capacity Utilization 49.3% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
__ ?i t t _ V
Queues 4th/Lake/Central Intersection Improvement
2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative (AM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - AM_Mitigated.syn Page 1
Lane Group EBL EBR NBL NBT SBT SBR SEL
Lane Group Flow (vph) 180 116 77 173 220 300 99
v/c Ratio 0.48 0.23 0.25 0.53 0.59 0.61 0.35
Control Delay 24.8 1.0 25.9 33.8 32.6 14.7 25.2
Queue Delay 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Delay 24.8 1.0 25.9 33.8 32.6 14.7 25.2
Queue Length 50th (ft) 49 0 20 49 60 18 28
Queue Length 95th (ft) 107 0 64 #159 #189 #100 65
Internal Link Dist (ft) 442 427 397 458
Turn Bay Length (ft) 200 200 200
Base Capacity (vph) 442 557 337 355 436 533 279
Starvation Cap Reductn 0000000
Spillback Cap Reductn 0000000
Storage Cap Reductn 0000000
Reduced v/c Ratio 0.41 0.21 0.23 0.49 0.50 0.56 0.35
Intersection Summary
# 95th percentile volume exceeds capacity, queue may be longer.
Queue shown is maximum after two cycles.
HCM Signalized Intersection Capacity Analysis 4th/Lake/Central Intersection Improvement 2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative (AM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - AM_Mitigated.syn Page 2
Movement EBL2 EBL EBR NBL2 NBL NBT SBT SBR SBR2 SEL SER SER2 Lane Configurations
Traffic Volume (vph) 1 145 94 37 25 140 178 216 27 14 65 2 Future Volume (vph) 1 145 94 37 25 140 178 216 27 14 65 2 Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 13 13 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 1.00 1.00 0.98 0.99
Flpb, ped/bikes 0.99 1.00 1.00 1.00 1.00 1.00 1.00
Frt 1.00 0.85 1.00 1.00 1.00 0.85 0.89
Flt Protected 0.95 1.00 0.95 1.00 1.00 1.00 0.99
Satd. Flow (prot) 1631 1438 1699 1788 1731 1439 1507
Flt Permitted 0.95 1.00 0.95 1.00 1.00 1.00 0.99
Satd. Flow (perm) 1631 1438 1699 1788 1731 1439 1507
Peak-hour factor, PHF 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 0.81 Adj. Flow (vph) 1 179 116 46 31 173 220 267 33 17 80 2
RTOR Reduction (vph) 0 0 97 0 0 0 0 179 0 0 0 0
Lane Group Flow (vph) 0 180 19 0 77 173 220 121 0 99 0 0 Confl. Peds. (#/hr) 6 3 8
Confl. Bikes (#/hr) 1 1 1
Heavy Vehicles (%) 4% 4% 4% 4% 4% 4% 4% 4% 4% 4% 4% 4%
Turn Type Perm Perm Perm Split Split NA NA Perm Prot
Protected Phases 3334 1
Permitted Phases 2 2 2 4
Actuated Green, G (s) 7.7 7.7 5.3 5.3 10.2 10.2 5.7
Effective Green, g (s) 7.7 7.7 5.3 5.3 10.2 10.2 5.7
Actuated g/C Ratio 0.16 0.16 0.11 0.11 0.22 0.22 0.12
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 267 236 191 202 376 312 183
v/s Ratio Prot 0.05 c0.10 c0.13 c0.07
v/s Ratio Perm c0.11 0.01 0.08
v/c Ratio 0.67 0.08 0.40 0.86 0.59 0.39 0.54
Uniform Delay, d1 18.4 16.6 19.3 20.4 16.5 15.7 19.4
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 6.6 0.1 1.4 28.1 2.3 0.8 3.2
Delay (s) 25.0 16.7 20.7 48.6 18.8 16.5 22.6
Level of Service C B C D B B C
Approach Delay (s) 21.8 40.0 17.4 22.6
Approach LOS C D B C
Intersection Summary
HCM 2000 Control Delay 23.8 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.65
Actuated Cycle Length (s) 46.9 Sum of lost time (s) 18.0 Intersection Capacity Utilization 42.8% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
__ ?i t t _ V
Queues 4th/Lake/Central Intersection Improvement
2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative 2040 (PM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - PM (2040)_Mitigated.syn Page 1
Lane Group EBL EBR NBL NBT SBT SBR SEL
Lane Group Flow (vph) 303 132 124 358 291 263 125
v/c Ratio 0.85 0.30 0.32 0.87 0.84 0.64 0.63
Control Delay 52.8 6.0 28.8 52.1 53.4 21.0 47.9
Queue Delay 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Delay 52.8 6.0 28.8 52.1 53.4 21.0 47.9
Queue Length 50th (ft) 134 0 47 158 132 45 58
Queue Length 95th (ft) #321 36 113 #377 #290 138 115
Internal Link Dist (ft) 442 427 397 458
Turn Bay Length (ft) 200 200 150
Base Capacity (vph) 387 461 425 447 362 423 197
Starvation Cap Reductn 0000000
Spillback Cap Reductn 0000000
Storage Cap Reductn 0000000
Reduced v/c Ratio 0.78 0.29 0.29 0.80 0.80 0.62 0.63
Intersection Summary
# 95th percentile volume exceeds capacity, queue may be longer.
Queue shown is maximum after two cycles.
HCM Signalized Intersection Capacity Analysis 4th/Lake/Central Intersection Improvement 2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative 2040 (PM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - PM (2040)_Mitigated.syn Page 2
Movement EBL2 EBL EBR NBL2 NBL NBT SBT SBR SBR2 SEL SER SER2 Lane Configurations
Traffic Volume (vph) 1 278 121 60 54 329 268 189 53 40 73 3 Future Volume (vph) 1 278 121 60 54 329 268 189 53 40 73 3 Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 13 13 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 1.00 1.00 0.98 0.99
Flpb, ped/bikes 0.99 1.00 1.00 1.00 1.00 1.00 1.00
Frt 1.00 0.85 1.00 1.00 1.00 0.85 0.91
Flt Protected 0.95 1.00 0.95 1.00 1.00 1.00 0.98
Satd. Flow (prot) 1672 1482 1750 1842 1782 1482 1582
Flt Permitted 0.95 1.00 0.95 1.00 1.00 1.00 0.98
Satd. Flow (perm) 1672 1482 1750 1842 1782 1482 1582
Peak-hour factor, PHF 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Adj. Flow (vph) 1 302 132 65 59 358 291 205 58 43 79 3
RTOR Reduction (vph) 0 0 104 0 0 0 0 123 0 0 0 0
Lane Group Flow (vph) 0 303 28 0 124 358 291 140 0 125 0 0 Confl. Peds. (#/hr) 6 3 8
Confl. Bikes (#/hr) 1 1 1
Turn Type Perm Perm Perm Split Split NA NA Perm Prot
Protected Phases 3334 1
Permitted Phases 2 2 2 4
Actuated Green, G (s) 16.1 16.1 16.9 16.9 14.6 14.6 9.4 Effective Green, g (s) 16.1 16.1 16.9 16.9 14.6 14.6 9.4 Actuated g/C Ratio 0.21 0.21 0.23 0.23 0.19 0.19 0.13
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 358 318 394 415 346 288 198
v/s Ratio Prot 0.07 c0.19 c0.16 c0.08
v/s Ratio Perm c0.18 0.02 0.09
v/c Ratio 0.85 0.09 0.31 0.86 0.84 0.49 0.63
Uniform Delay, d1 28.3 23.6 24.2 27.9 29.1 26.9 31.2
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 16.6 0.1 0.5 16.7 16.6 1.3 6.4
Delay (s) 44.9 23.7 24.7 44.6 45.7 28.1 37.6
Level of Service D C CDDC D
Approach Delay (s) 38.5 39.5 37.4 37.6
Approach LOS D D D D
Intersection Summary
HCM 2000 Control Delay 38.3 HCM 2000 Level of Service D HCM 2000 Volume to Capacity ratio 0.81
Actuated Cycle Length (s) 75.0 Sum of lost time (s) 18.0 Intersection Capacity Utilization 60.1% ICU Level of Service B Analysis Period (min) 15
c Critical Lane Group
__ ?i t t _ V
Queues 4th/Lake/Central Intersection Improvement
2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative (PM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - PM_Mitigated.syn Page 1
Lane Group EBL EBR NBL NBT SBT SBR SEL
Lane Group Flow (vph) 227 98 93 267 182 196 94
v/c Ratio 0.66 0.21 0.27 0.74 0.58 0.45 0.44
Control Delay 33.5 1.0 26.4 40.3 32.3 7.5 32.0
Queue Delay 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Delay 33.5 1.0 26.4 40.3 32.3 7.5 32.0
Queue Length 50th (ft) 69 0 26 81 57 0 30
Queue Length 95th (ft) 183 0 90 #301 146 46 83
Internal Link Dist (ft) 442 427 397 458
Turn Bay Length (ft) 200 200 200
Base Capacity (vph) 385 500 383 403 335 453 216
Starvation Cap Reductn 0000000
Spillback Cap Reductn 0000000
Storage Cap Reductn 0000000
Reduced v/c Ratio 0.59 0.20 0.24 0.66 0.54 0.43 0.44
Intersection Summary
# 95th percentile volume exceeds capacity, queue may be longer.
Queue shown is maximum after two cycles.
HCM Signalized Intersection Capacity Analysis 4th/Lake/Central Intersection Improvement 2: N Lake St & E 4th St & Central Ave B-Traffic Signal Alternative (PM) 4th/Lake/Central Intersection Improvement Synchro 9 Report B-Traffic SIG ALT - PM_Mitigated.syn Page 2
Movement EBL2 EBL EBR NBL2 NBL NBT SBT SBR SBR2 SEL SER SER2 Lane Configurations
Traffic Volume (vph) 1 221 96 48 43 262 178 150 42 32 58 2 Future Volume (vph) 1 221 96 48 43 262 178 150 42 32 58 2 Ideal Flow (vphpl) 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800 Lane Width 12 12 12 12 13 13 12 12 12 12 12 12
Total Lost time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Lane Util. Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Frpb, ped/bikes 1.00 0.98 1.00 1.00 1.00 1.00 0.99
Flpb, ped/bikes 0.99 1.00 1.00 1.00 1.00 1.00 1.00
Frt 1.00 0.85 1.00 1.00 1.00 0.85 0.91
Flt Protected 0.95 1.00 0.95 1.00 1.00 1.00 0.98
Satd. Flow (prot) 1677 1482 1750 1842 1782 1515 1583
Flt Permitted 0.95 1.00 0.95 1.00 1.00 1.00 0.98
Satd. Flow (perm) 1677 1482 1750 1842 1782 1515 1583
Peak-hour factor, PHF 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 Adj. Flow (vph) 1 226 98 49 44 267 182 153 43 33 59 2
RTOR Reduction (vph) 0 0 78 0 0 0 0 161 0 0 0 0
Lane Group Flow (vph) 0 227 20 0 93 267 182 35 0 94 0 0 Confl. Peds. (#/hr) 6 3 8
Confl. Bikes (#/hr) 1 1 1
Turn Type Perm Perm Perm Split Split NA NA Prot Prot
Protected Phases 33344 1
Permitted Phases 2 2 2
Actuated Green, G (s) 11.6 11.6 11.1 11.1 10.0 10.0 5.9 Effective Green, g (s) 11.6 11.6 11.1 11.1 10.0 10.0 5.9 Actuated g/C Ratio 0.20 0.20 0.20 0.20 0.18 0.18 0.10
Clearance Time (s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5
Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Lane Grp Cap (vph) 343 303 343 361 314 267 165
v/s Ratio Prot 0.05 c0.14 c0.10 0.02 c0.06
v/s Ratio Perm c0.14 0.01
v/c Ratio 0.66 0.07 0.27 0.74 0.58 0.13 0.57
Uniform Delay, d1 20.7 18.1 19.3 21.4 21.4 19.6 24.1
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 4.7 0.1 0.4 7.7 2.6 0.2 4.5
Delay (s) 25.4 18.2 19.7 29.1 24.0 19.9 28.6
Level of Service C B B C C B C
Approach Delay (s) 23.3 26.7 21.8 28.6
Approach LOS C C C C
Intersection Summary
HCM 2000 Control Delay 24.3 HCM 2000 Level of Service C HCM 2000 Volume to Capacity ratio 0.65
Actuated Cycle Length (s) 56.6 Sum of lost time (s) 18.0 Intersection Capacity Utilization 49.0% ICU Level of Service A Analysis Period (min) 15
c Critical Lane Group
__ ?i t t _ V
Preliminary Opinion of Costs (Construction Costs Only)
4th Street/Lake Street/Central Avenue Intersection - Signal Alternative City of Madera 1/12/2018
55-4549-03/2264
No. Item Description Units Quantity Unit Cost Total
1 Traffic Control System LS 1 $60,000.00 $60,000.00
2 Remove Thermoplastic Traffic Stripe LF 200 $4.25 $850.00 3 Remove Thermoplastic Pavement Marking SQFT 50 $12.50 $625.00 4 Remove Roadside Sign EA 10 $155.00 $1,550.00
5 Remove Concrete Sidewalk SQYD 30 $31.50 $945.00
6 Remove Concrete (Curb & Gutter) LF 340 $12.50 $4,250.00 7 Roadway Excavation CY 560 $32.00 $17,920.00
8 Class 2 Aggregate Base CY 150 $53.00 $7,950.00
9 Hot Mix Asphalt (Type B) TON 140 $90.00 $12,600.00
10 Minor Concrete (Median Curb) CY 20 $770.00 $15,400.00 11 Minor Concrete (Curb and Gutter) CY 10 $355.00 $3,550.00 12 Minor Concrete (Medians) SQFT 150 $6.00 $900.00
13 Minor Concrete (Sidewalk) CY 20 $540.00 $10,800.00
14 Thermoplastic Traffic Stripe LF 1000 $2.00 $2,000.00 15 Thermoplastic Pavement Marking SQFT 840 $7.00 $5,880.00 16 Landscape SQFT 7800 $5.00 $39,000.00
17 Signs EA 20 $380.00 $7,600.00
18 Signals and Lighting LS 1 $350,000.00 $350,000.00
19 Storm Drain System LS 1 $50,000.00 $50,000.00
20 Mobilization LS 1 $53,200.00 $53,200.00
Subtotal (Construction Costs) $ 645,020.00
Minor/ Supplemental Items 30% $ 194,000.00
Construction Contingency 25% $ 210,000.00
$ 1,049,020.00
$ 1,050,000.00
Total Construction Costs
Rounded
R2264C003
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Lake St/4th St/Central Ave Intersection Control Evaluation (ICE) Appendix C City of Madera R2264RPT003
APPENDIX C – ROUNDABOUT ALTERNATIVE
ROUNDABOUT LAYOUT, FASTEST PATH, & TRUCK TURN EXHIBITS
SIDRA 7 ANALYSIS
CONSTRUCTION COST ESTIMATE
LEGEND:
- - EXISTING RJ8ITT-0F-WAY MIJ PR!OPERTYl.ftES
--PROPOSED NPROV'EIIENT8
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Roundabout Alternative: Preli,ninary Layout
ELBOW ENDING 4TH STREET
INTO THE ALLEY.
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IN8CRI~ QRO..E DIAIIETcft 110'
CEM"ER ISLAND DIAMETER: 8''
CRCULATORYWIDTH: 18'
TRIJQ( APRON WDTH: S"
&WIED USE P»\Tlt 'MD'TH: 11l'
LNilDSCN'E STRIP WHfflt Y-6' MIPI.._..
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NOTES:
1. EXITING SPEEDS ARE DIRECTLY CORRELATED TO CIRCULATING SPEEDS AND DERIVED AS FOLL , R3 SPEED= (R2 SPEED)+ (ACCELERATION RATE X DISTANCE TO EXIT LEG CROSSWALK)
2. N/A=FASTEST PATH SPEED DOES NOT EXIST FOR THIS APPROACH
3. 2% CROSS SLOPE ASSUMED FOR DETERMINING FASTEST PATH
FASTEST PATH RADIUS (FT)
CEN TRAL Avenue NB LAKE SB LAKE NEB 4TH EB CENTRAL
MOVEMENT STREET STREET STREET AVENUE
(N#) (S#) (NE#) (E#)
ENTERING (R1) 120.7 128.4 119.1 105.0
CIRCULA 11NG (R2 162.7 202.7 399.4
EXITING (R3) 543.7 118.0 505.0
LEFT TURN (R4) 50.2 51.8 45.2
RIGHT TIJRN (RS) 33.5 51.3 48.5
FASTEST PATH SPEED (MPH)
NB LAKE SB LAKE NEB4TH EB CENTRAL
MOVEMENT STREET STREET STREET AVENUE
(N#) (S#) (NE#) (E#)
ENTERING (R1) 21.9 22.4 21.8 20.8
CIRCULATING (R2 22.5 24.4 31.2
EXITING (R3) 31.4 21.7 38.1
LEFT TURN (R4) 14.6 14.8 14.0
RIGHT TURN (RS) 13.4 15.7 15.4
Scale: 1 "= 50 ~--------~~------------------------------------~-~~----------------------------~ LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureC2
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Widih : B.OD
Trock : 8.00
Lock. to Lode. nme : 6.0
Steering Angle : :54.4
CENTRAL Avenue
Bus 40 VehicleTurn (Through Move,nent Only)
.................... •.·.·.·.·.·.·.·.·.•.•.·.·.•.·.·.·.·.·.· .................. • • • • • • • • • • • • • • • ■ ••••••••••
. .. ........ . ·.·.·.·.·.•.·.·.·.·.· ...... . ...
o LEGEND
2 <(
0 l()
r--
0 N
-------
0)
N
"--- N
VEHICLE BODY
CLEARANCE
Scale: 1 "= 50 c__ _____________ ....t.....L... ________________________________ ------>..;"""""'"'----'------------------------' LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureC6
Madera, California
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2264EX007.dwg
l'.)
:s
0 r-:
0 0
X
w
s;J-
(D
N
N
/
'T
(D
N
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-,
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[L
/
VEHICLE PROFILE
g,-,'.·~,p
7.GO 20.DO
S-BUS-40
feet
Widih : B.OD
Trock : 8.00
Lock. to Lode. nme : 6.0
Steering Angle : :54.4
CENTRAL Avenue
Bus 40 VehicleTurn (Left-Turn Move,nent Only)
.... ·-· ............ . . . . . . . . . . . . . . . . . . . . . -................. . .................. • • • • • • • • • • • • • • - ■ ••••••••••
. .. ........ . ·.·.·.·.·.•.·.·.·.·.· ...... . ...
o LEGEND
(D
'T
r--
0 N
-------
0)
N
"--- N
VEHICLE BODY
CLEARANCE
Scale: 1 "= 50
L__----------------'---"'--------------------------------------''--"==----.....----------------------' LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureC7
Madera, California
~ omni · means <all•> ... A GHD Company liiiiiiiill
2264EX007.dwg
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:s
0 r-:
0 0
X
w
s;Jl.O
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VEHICLE PROFILE
g,-,'.·~,p
7.GO 20.DO
S-BUS-40
feet
Widih : B.OD
Trock : 8.00
Lock. to Lode. nme : 6.0
Steering Angle : :54.4
CENTRAL Avenue
Bus 40 VehicleTurn (Right-Turn Move,nent Only)
.... ·-· ............ . . . . . . . . . . . . . . . . . . . . . -................. . .................. • • • • • • • • • • • • • • - ■ ••••••••••
. .. ........ . ·.·.·.·.·.•.·.·.·.·.· ...... . ...
o LEGEND
I"
'T
I"
0 N
-------
0)
N
"--- N
VEHICLE BODY
CLEARANCE
L__ ____________ .<....L.._ _____________________________ ------>..;=.____,_ __________________ Scale: 1 "= 50 ___, LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureCB
Madera, California
~ omni · means <all•> ... A GHD Company liiiiiiiill
2264EX007.dwg
(_')
s:
0 ~
0 0
X
w
st
lD
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N
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0:::
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0 0
I
~ if
I I I!
j d/i Al
~II
7 1 11
J ;r,--=--~:
t I I
--i_ I _ II
_j_ l 11 -------------- - =- j I
LEG
NB LAKE
STREET
SB LAKE
STREET
NEB 4TH
STREET
EB
CENTRAL
Stopping Sight Distance
NOTES:
1. STOPPING SIGHT DISTANCE CRITERIA OBTAINED FROM NCHRP REPORT672
2. STOPPING SIGHT DISTANCE IS MEASURED USING AN ASSUMED DRIVER'S EYE HEIGHT OF 3.5 FT AND AN ASSUMED OBJECT HEIGHT OF 6 INCHES.
SSD-ENTRY
STOPPING SIGHT
INITIAL SPEED DISTANCE
APPROACH (MPH) (FT)
NB LAKE STREET 35.0 247.3
SB LAKE STREET 35.0 247.3
NEB 4TH STREET 35.0 247.3
EB CEN"TRAL AVENUE 35.0 247.3
SSD - PEDESTRIAN CROSSING
CONFLICTING SIGHT TRIANGLE
SPEED LENGTH
APPROACH (MPH) (FT)
NB LAKE STREET INITIAL SPEED 35.0 247.3
NEB 4TH STREET RIGHT TURN (VS) 15.7 81.8
EB CENTRAL AVENUE CIRCULATING SPEED (V2) 26.0 161 .0
SB LAKE STREET INITIAL SPEED 35.0 247.3
NB LAKE STREET CIRCULATING SPEED (V2) 22.2 129.2
NEB 4TH STREET INITIAL SPEED 35.0 247.3
EB CENTRAL AVENUE RIGHT TURN (VS) 15.4 79.6
SB LAKE STREET CIRCULATING SPEED (V2) 23.4 139.0
EB CENTRAL AVENUE INITIAL SPEED 35.0 247.3
SB LAKE STREET RIGHT TURN (VS) 13.4 66.3
DRIVER 'S HEIGHT=3.5 ' (TYP)
LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureC9 ~ omni · means <im •> -. A GHD Company liiiiiiiill Madera, California 2264EX007.dwg
OBJECT HEIGH T
=3.5' (TYP)--~HM~~.W~~,~
i_J
I
_J_J
I I
L __ J
0 -= :.J..___ - ~
----------
CEN1RAL
/
/
/
SIGHT LINE UNDER
BUILDING OVERHANG.
REDUCED CRITICAL
HEADWAY DUE TO
BU ILDI NG.
I I
L _ _j
DR IVER 'S HEIGHT =3.5' ( TYP)
(_')
s:
0 INTERSECTION SIGHT DISTANCE
~
0 0
X
w
st
lD
N
N
/
st
lO
N
N
/
--,
0:::
[)_
/
0 LEG
NB LAKE
STREET
SB LAKE
STREET
NEB 4TH
STREET
EB CENTRAL
AVENUE
APPROACH
NEB 4TH STREET ENTERING LEG (D1)
EB CENTRAL AVENUE CIRCULATING LEG (D2)
NB LAKE STREET CIRCULATING LEG (D2)
EB CENTRAL AVENUE ENTERING LEG (D1)
SB LAKE STREET CIRCULATING LEG (D2)
SB LAKE STREET ENTERING LEG (D1)
~ * CRITICAL HEADWAY=4.8 SECONDS
** CRITICAL HEADWAY=4.77 SECONDS
CONFLICTING
SPEED
(MPH)
21.8 14.0
14.6 26.0
24.4 23.4
SIGHT TRIANGLE
LENGTH
(FT)
159.9
103.0
107.1
183.2*
178.8
163.8**
Intersection Sight Distance
DR IVER'S HEIGHT =3.5'
L __ _J L_ _ _J
I I
Lr_J
__ Q
CENTRAL
__ o_~~-- 1
Ave
~ __
nue
o~- ~~
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/
OBJECT HEIGHT
=3.5' (TYP)
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I
OBJECT HEIGHT
=3.5' (TYP)- ~µJ-\----------\---'12.i.-t--1\
I
REDUCED CRITICAL
HEADWAY DUE TO ---._,
BU ILDI NG.-. 7
DR IVER'S HEIGH T
"' =3. 5 ' (TYP)
I
/
1/ /
/
<
/
/
/
/ ~ 1N.OTES:
(_/_,,~ INTERSECTION SIGHT DISTANCE IS MEASURED USING AN ASSUMED DRIVER'S f / EYE HEIGHT OF 3.5 FT AND AN ASSUMED OBJECT HEIGHT OF 3.5 FT. / ,//// 2. INTERSECTION SIGHT DISTANCE CRITERIA OBTAINED FROM NCHRP REPORT ,:f'' 672 WITH 5 SECOND CRITICAL HEADWAY (le), UNLESS NOTED OTHERWISE. ~50
~ I
Scale: 1 "= 50
LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureC10 ~ omni · means <im •> -. A GHD Company liiiiiiiill Madera, California 2264EX007.dwg
(_')
:s:
0 ~
0 0
X
w
-tjtD
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N
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0 2
<(
co
NOTE
VALUE SHOWN IS THE ANGLE BEYOND A DRIVER'S SHOULDER TO VIEW ONCOMING TRAFFIC AT THE ROUNDABOUT ENTRANCE. PER NCHRP 672 GUIDELINES, VIEW ANGLES SHOULD NOT EXCEED 15°.
CENTRAL Avenue
====__________,,,~ ~
VIEW ANGLE DOES NOT \
EXTEND BEYOND
DR IVER'S SHOULDER.
• VIEW ANGLE DOES NOT
.. •. •. • • • EXTEND BEYOND
•. •. •. •. •. • DRIVER'S SHOULDER.
... ... ... "' "' ... ... ... ... ... .., ., .............. ...
VIEW ANGLE DOES NOT
EXTEND BEYOND
DRIVER'S SHOULDER.
Viellfl Angles
20 I
Scale: 1 "= 20'
LAKE SU4TH SUCENTRAL Ave INTX IMPROVEMENTS FigureC11 ~ omni · means <all•> ... A GHD Company liiiiiiiill Madera, California 2264EX007.dwg
LANE SUMMARY
Site: 1 [2017 AM Peak Hour ]
4th Street/Lake Street/Central Avenue
2017 AM Peak Hour
Roundabout
Lane Use and Performance
Demand
Flows
95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Block.
Total HV Veh Dist
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 249 4.0 1098 0.227 100 5.4 LOS A 1.4 35.5 Full 360 0.0 0.0 Approach 249 4.0 0.227 5.4 LOS A 1.4 35.5
North: North Lake Street
Lane 1d 520 4.0 1064 0.488 100 9.0 LOS A 3.8 98.6 Full 730 0.0 0.0 Approach 520 4.0 0.488 9.0 LOS A 3.8 98.6
West: East Central Avenue
Lane 1d 99 4.0 777 0.127 100 5.9 LOS A 0.8 20.1 Full 450 0.0 0.0 Approach 99 4.0 0.127 5.9 LOS A 0.8 20.1
SouthWest: 4th Street
Lane 1d 296 4.0 992 0.299 100 6.7 LOS A 1.9 48.3 Full 320 0.0 0.0 Approach 296 4.0 0.299 6.7 LOS A 1.9 48.3
Intersectio
n
1164 4.0 0.488 7.4 LOS A 3.8 98.6
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Tuesday, December 19, 2017 7:41:56 AM Project: O:\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7
LANE SUMMARY
Site: 1 [2017 PM Peak Hour]
4th Street/Lake Street/Central Avenue
2017 PM Peak Hour
Roundabout
Lane Use and Performance
Demand
Flows
95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Block.
Total HV Veh Dist
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 380 1.0 1071 0.354 100 7.0 LOS A 2.4 60.1 Full 360 0.0 0.0 Approach 380 1.0 0.354 7.0 LOS A 2.4 60.1
North: North Lake Street
Lane 1d 435 1.0 1010 0.431 100 8.4 LOS A 3.1 79.3 Full 730 0.0 0.0 Approach 435 1.0 0.431 8.4 LOS A 3.1 79.3
West: East Central Avenue
Lane 1d 99 1.0 897 0.110 100 5.1 LOS A 0.7 16.7 Full 450 0.0 0.0 Approach 99 1.0 0.110 5.1 LOS A 0.7 16.7
SouthWest: 4th Street
Lane 1d 342 1.0 1028 0.333 100 6.9 LOS A 2.2 54.6 Full 320 0.0 0.0 Approach 342 1.0 0.333 6.9 LOS A 2.2 54.6
Intersectio
n
1256 1.0 0.431 7.3 LOS A 3.1 79.3
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Tuesday, December 19, 2017 7:41:38 AM Project: O:\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7
LANE SUMMARY
Site: 1 [2040 AM Peak Hour]
4th Street/Lake Street/Central Avenue
2040 AM Peak Hour
Roundabout
Lane Use and Performance
Demand
Flows
95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Block.
Total HV Veh Dist
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 314 4.0 1040 0.301 100 6.5 LOS A 2.0 50.8 Full 360 0.0 0.0 Approach 314 4.0 0.301 6.5 LOS A 2.0 50.8
North: North Lake Street
Lane 1d 654 4.0 994 0.658 100 13.6 LOS B 7.3 188.0 Full 730 0.0 0.0 Approach 654 4.0 0.658 13.6 LOS B 7.3 188.0
West: East Central Avenue
Lane 1d 125 4.0 638 0.196 100 8.0 LOS A 1.3 34.0 Full 450 0.0 0.0 Approach 125 4.0 0.196 8.0 LOS A 1.3 34.0
SouthWest: 4th Street
Lane 1d 372 4.0 909 0.409 100 8.7 LOS A 2.8 73.2 Full 320 0.0 0.0 Approach 372 4.0 0.409 8.7 LOS A 2.8 73.2
Intersectio
n
1464 4.0 0.658 10.3 LOS B 7.3 188.0
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Tuesday, December 19, 2017 7:41:48 AM Project: O:\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7
LANE SUMMARY
Site: 1 [2040 PM Peak Hour]
4th Street/Lake Street/Central Avenue
2040 PM Peak Hour
Roundabout
Lane Use and Performance
Demand
Flows
95% Back of Queue
Cap. Deg.
Satn
Lane
Util.
Average
Delay
Level of
Service
Lane
Config
Lane
Length
Cap.
Adj.
Prob.
Block.
Total HV Veh Dist
veh/h % veh/h v/c % sec ft ft % %
SouthEast: North Lake Street
Lane 1d 476 1.0 998 0.477 100 9.2 LOS A 3.6 90.9 Full 360 0.0 0.0 Approach 476 1.0 0.477 9.2 LOS A 3.6 90.9
North: North Lake Street
Lane 1d 548 1.0 926 0.592 100 12.3 LOS B 5.8 145.2 Full 730 0.0 0.0 Approach 548 1.0 0.592 12.3 LOS B 5.8 145.2
West: East Central Avenue
Lane 1d 125 1.0 782 0.160 100 6.3 LOS A 1.0 26.1 Full 450 0.0 0.0 Approach 125 1.0 0.160 6.3 LOS A 1.0 26.1
SouthWest: 4th Street
Lane 1d 430 1.0 946 0.455 100 9.2 LOS A 3.3 83.5 Full 320 0.0 0.0 Approach 430 1.0 0.455 9.2 LOS A 3.3 83.5
Intersectio
n
1580 1.0 0.592 10.1 LOS B 5.8 145.2
Site Level of Service (LOS) Method: Delay & v/c (HCM 2010). Site LOS Method is specified in the Parameter Settings dialog (Site tab).
Roundabout LOS Method: SIDRA Roundabout LOS.
Lane LOS values are based on average delay and v/c ratio (degree of saturation) per lane.
LOS F will result if v/c > 1 irrespective of lane delay value (does not apply for approaches and intersection).
Intersection and Approach LOS values are based on average delay for all lanes (v/c not used as specified in HCM 2010).
Roundabout Capacity Model: SIDRA Standard.
HCM Delay Formula option is used. Control Delay does not include Geometric Delay since Exclude Geometric Delay option applies.
Gap-Acceptance Capacity: SIDRA Standard (Akçelik M3D).
HV (%) values are calculated for All Movement Classes of All Heavy Vehicle Model Designation. d Dominant lane on roundabout approach
SIDRA INTERSECTION 7.0 | Copyright © 2000-2017 Akcelik and Associates Pty Ltd | sidrasolutions.com Organisation: OMNI-MEANS LTD | Processed: Tuesday, December 19, 2017 7:41:28 AM Project: O:\PRJ\2264\T2264\SIDRA\Lake Sidra.sip7
R2264C004
Preliminary Opinion of Costs (Construction Costs Only)
4th Street/Lake Street/Central Avenue Intersection Improvements - Roundabout Alternative City of Madera 1/2/2018
55-4549-03/2264
No. Item Description Units Quantity Unit Cost Total
1 Traffic Control System LS 1 $90,000.00 $90,000.00
2 Remove Tree EA 5 $800.00 $4,000.00
3 Remove Fence LF 220 $20.00 $4,400.00
4 Remove Thermoplastic Traffic Stripe LF 570 $4.25 $2,422.50 5 Remove Thermoplastic Pavement Marking SQFT 50 $12.50 $625.00 6 Remove Roadside Sign EA 20 $155.00 $3,100.00
7 Remove Concrete Curb LF 500 $19.50 $9,750.00
8 Remove Concrete Sidewalk SQYD 560 $31.50 $17,640.00
9 Remove Concrete (Curb & Gutter) LF 1900 $12.50 $23,750.00 10 Roadway Excavation CY 2400 $32.00 $76,800.00
11 Class 2 Aggregate Base CY 770 $53.00 $40,810.00
12 Hot Mix Asphalt (Type B) TON 720 $90.00 $64,800.00
13 Minor Concrete (Stamped Concrete -Truck Apron) CY 40 $690.00 $27,600.00 14 Minor Concrete (Median Curb) CY 40 $770.00 $30,800.00 15 Minor Concrete(Curb-Truck Apron) CY 10 $780.00 $7,800.00 16 Minor Concrete (Curb and Gutter) CY 80 $355.00 $28,400.00 17 Minor Concrete (Sidewalk) CY 140 $405.00 $56,700.00
18 Thermoplastic Traffic Stripe LF 3800 $2.00 $7,600.00 19 Thermoplastic Pavement Marking SQFT 640 $7.00 $4,480.00 20 Landscape SQFT 20000 $5.00 $100,000.00
21 Signs EA 30 $380.00 $11,400.00
22 Lighting and Sign Illumination LS 1 $250,000.00 $250,000.00 23 Storm Drain System LS 1 $50,000.00 $50,000.00
24 Mobilization LS 1 $82,300.00 $82,300.00
Subtotal (Construction Costs) $ 995,177.50
Minor/ Supplemental Items 30% $ 299,000.00
Construction Contingency 25% $ 324,000.00
$ 1,618,177.50
$ 1,620,000.00
Total Construction Costs
Rounded
-.'omni • means