Agenda packet — Madera City Council, May 20, 2026 (part 1 of 3)

Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 1 of 7 May 20, 2026

REGULAR MEETING OF THE MADERA CITY COUNCIL
205 W. 4th Street, Madera, California 93637

NOTICE AND AGENDA
Wednesday, May 20, 2026 Council Chambers
6:00 p.m. City Hall
The Madera City Council meetings are open to the public. This meeting will also be available for public viewing and participation through Zoom. Members of the public may also observe the live-streamed meeting on the City’s website at www.madera.gov/live. Members of the public may comment on agenda items at the meeting or remotely through an electronic meeting via phone by dialing (669) 900- 6833 enter ID: 812 3292 6824 #. Press *9 to raise your hand to comment and *6 to unmute yourself to speak. Comments will also be accepted via email at [email protected] or by regular mail at 205 W. 4th Street, Madera, CA 93637.
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Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 2 of 7 May 20, 2026
CALL TO ORDER:

ROLL CALL: Mayor Cece Gallegos
Mayor Pro Tem Rohi Zacharia, District 1
Councilmember Jose Rodriguez, District 2
Councilmember Steve Montes, District 3
Councilmember Anita Evans, District 4
Councilmember Elsa Mejia, District 5
Councilmember Artemio Villegas, District 6
INVOCATION: Pastor Sam Alvarado III, Grace Point Ministry PLEDGE OF ALLEGIANCE:

APPROVAL OF AGENDA:

PRESENTATIONS:

1. Certificate of Commendation for the Madtown Robotics Team – 4th World Championship Achievement

2. Presentation of Madera Unified School District’s OPTIONS Program

3. Proclamation Recognizing Letter Carriers’ Stamp Out Hunger Food Drive

4. Proclamation Recognizing Relay for Life

5. Proclamation Recognizing Public Service Week

6. Proclamation Recognizing International Firefighters Day

7. Proclamation Recognizing National Police Week

8. Proclamation Recognizing National Foster Care Awareness Month

9. Proclamation Recognizing Public Works Week

10. Proclamation Recognizing World No Tobacco Day
PUBLIC COMMENT:

The first 15 minutes of the meeting are reserved for members of the public to address the Council on items which are within the subject matter jurisdiction of the Council. Speakers shall be limited to three minutes.

Speakers will be asked, but are not required, to identify themselves and state the subject of their comments. If the subject is an item on the Agenda, the Mayor has the option of asking the speaker to hold the comment until that item is called. Comments on items listed as a Public Hearing on the Agenda should be held until the hearing is opened. The Council is prohibited by law from taking any action on matters discussed that are not on the agenda, and no adverse conclusions should be drawn if the Council does not respond to public comment at this time.

A. PUBLIC HEARINGS:

A-1 Consideration of General Plan Amendment (GPA 2026-03) and Rezone (REZ 2026-01) to change the General Plan Land Use Map and amend the Official Zoning Map Recommendation: The Planning Commission and Staff Recommend the City Council conduct a Public Hearing and Act as follows:

1. Adopt a Resolution Determining the Project is Exempt from the Provisions of the California Environmental Quality Act (CEQA) Pursuant to Section 21080.085 of the California Public Resources Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 3 of 7 May 20, 2026
Code and Approving General Plan Amendment (GPA) 2026-03, Amending the General Plan Land Use Map, to change the Land Use Designations for Three areas of the City to the High Density Residential Designation as Described in the City of Madera’s 2024- 2032 6th Cycle Housing Element.; and

2. Waive Full Reading and Introduce by Title only an Ordinance of the City Council of the City of Madera Approving Rezone (REZ) 2026-01 and Amending the Official City of Madera Zoning Map to Rezone Three areas of the City to the R-3 (Residential, One Unit for each 871 square feet of site area) Zone District as Described in the City of Madera’s Adopted 2024-2032 6th Cycle Housing Element (Report by Will Tackett)
A-2 Public Hearing Regarding Annexation No. 18 (Sienna Estates Subdivision) into Community Facilities District No. 2005-1 (Public Services) Under the Mello Roos Community Facilities Act of 1982 and Related Actions
Recommendation: 1. Hold the Public Hearing; and

2. Adopt a Resolution of the City Council (Council) of the City of Madera, California, Authorizing Annexation of Territory (Annexation No. 18) to Community Facilities District No. 2005-1 (Public Services); Authorizing the Levy of a Special Tax; and Submitting the Levy of Tax to the Qualified Electors; and

3. Conduct the Election of the Qualified Electors of Annexation No. 18; and

4. Adopt a Resolution Declaring Annexation of the Territory Adding the Territory Identified as Annexation No. 18 to Community Facilities District No. 2005-1 (Public Services), Annexation No. 18 (Report by Will Tackett)
B. CONSENT CALENDAR:

Matters listed under the Consent Calendar are considered routine and will be enacted by one motion and one vote. There will be no separate discussion of these items. If discussion is desired, a member of the public or a member of the Council may request an item be removed from the Consent Calendar and it will be considered separately.

B-1 Minutes – April 15, 2026
Recommendation: Approve the City Council Minutes of May 6, 2026 (Report by Alicia Gonzales)
B-2 Informational Report on Register of Audited Demands Recommendation: Review Register of Audited Demands Report for April 25 to May 8, 2026 (Report by Michael Lima)
B-3 Informational Report on Personnel Activity
Recommendation: This report is submitted for informational purposes only and there is no action requested from the City Council (Council) (Report by Wendy Silva) B-4 Second Reading and Adoption of Ordinance Text Amendment (OTA) 2026-01, for the Amendment of Chapter 3 of Title X: Planning and Zoning of the City Municipal Code regarding a Commercial Color Palette and the Establishment of Exterior Paint Color Standards for Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 4 of 7 May 20, 2026
Construction of New Buildings and Repainting Existing Buildings within the Commercial Zone Districts
Recommendation: The Planning Commission and Staff Recommend the City Council Conduct a Public Hearing and Take Action as follows:

1. Waive Full Reading and Adopt by Title Only an Ordinance of the City Council of the City of Madera determining the Project is Exempt Pursuant to Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines and Amending Chapter 3 of Title X:

Planning and Zoning of the City Municipal Code (CMC) Regarding Exterior Colors in Commercial Zone Districts. (Report by Will Tackett) B-5 Sale Agreement for a Manufactured Home Located at 1218 E. Cleveland Ave., Space 19 (Marcelino Castro and Guillermina Beltran)
Recommendation: Adopt a Resolution Rescinding Resolution No. 26-32 Approving Staff Sale Agreement Negotiations for the Mobile Home located at 1218 E.

Cleveland Ave. Space 19, Madera CA, 93638 and Approving the Updated Terms to the Sale Agreement for Said Mobile Home of $30,000 (Report by Mike Lima)
B-6 Edward Byrne Memorial Justice Assistance Grant (JAG) Program FY25 Grant Recommendation: Resolution to Ratify Submission of an Application to the Edward Byrne Memorial Justice Assistance Grant Program for Fiscal Year 2026/27 (Report by Giachino Chiaramonte)
B-7 Reimbursement Agreement among City of Madera, Fresno-Madera Federal Land Bank, FLCA and Stock Five Development, Inc
Recommendation: Adopt a Resolution Approving Reimbursement Agreement among City of Madera and Fresno-Madera Federal Land Bank, FLCA and Stock Five Development, Inc - Site Plan Review No. 2021-05 (Report by Keith Helmuth)
B-8 Grant of a Quitclaim Deed to State of California for land located at State Route 145 and Clemmensen Avenue
Recommendation: Adopt a Resolution Granting State of California a Quitclaim Deed located at State Route 145 and Clemmensen Avenue and Authorizing the City Clerk to Execute Deed and Cause it to be Recorded (Report by Keith Helmuth)
B-9 Final Program Year 2026/27 Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) Annual Action Plan Recommendation: Adopt Resolutions to:

1. Approve the PY 2026/27 CDBG and HOME Annual Action Plan; and

2. Approve the Funding of the PY 2026/27 CDBG Allocation in the amount of $957,097; and

3. Approve the Reallocation of CDBG-Revolving Loan Program Income to the Reconstruction of the City’s Centennial Park Pool in the amount of $239,322; and
Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 5 of 7 May 20, 2026

4. Approve the Funding of the PY 2026/27 HOME Allocation in the amount of $450,760 (Report by Michael Lima)
B-10 Change Vision Insurance Provider to Vision Service Plan (VSP) Recommendation: Adopt a Minute Order Approving VSP as the City of Madera’s (City’s) Vision Insurance Provider Effective July 1, 2026 (Report by Wendy Silva) C. WORKSHOP:

C-1 Fiscal Year 2026-2027 Budget Workshop – Revenues
Recommendation: This report is submitted for informational purposes only and there is no action requested from the City Council (Report by Michael Lima) C-2 Microtransit Feasibility Study Workshop
Recommendation: Receive the Madera Microtransit Feasibility Study Final Report and Provide Feedback and Direction to Staff. No Formal Action is being Requested at this Time (Report by Michael Lima)
D. PETITIONS, BIDS, RESOLUTIONS, ORDINANCES, AND AGREEMENTS:

D-1 Commercial Color Palette and Permitting
Recommendation: Adopt a Resolution Adopting a City-Approved Color Palette for the Painting of New Structures and Repainting of Existing Structures in Commercial Zone Districts (Report by Will Tackett)
D-2 Contract Award for the Replacement of Seven (7) HVAC Units at Multiple City facilities Recommendation: Adopt a Resolution:

1. Awarding IFB No. 202526-18 for Replacement of Seven (7) HVAC Units at three (3) City facilities; and

2. Authorizing the City Manager to Execute all Contract Documents and any Non-material Amendments Necessary for Project Completion; and

3. Adopting of CEQA Guidelines Section 15301 (Existing Facilities) Categorical 1 Exemption (Report by Harpiar Gandhi)
E. ADMINISTRATIVE REPORTS:

E-1 Update to Sidewalk Improvements Program
Recommendation: This item is informational only; therefore, no Council action is required (Report by Harpiar Gandhi)
E-2 Selecting Recipients for June Proclamations
Recommendation: Request for Council’s Selection of Recipients for the Proclamation Recognizing PRIDE Month and Juneteenth Day (Report by Alicia Gonzales) E-3 Vacant Positions in Fiscal Year (FY) 2026/27 Proposed Budget as of May 11, 2026 Recommendation: This is an informational report providing a point-in-time vacancy count in compliance with Government Code (GC) Section 3502.3 (Report by Wendy Silva)
Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 6 of 7 May 20, 2026
E-4 Presentation of Capital Improvement Program (CIP) for Fiscal Year (FY) 2026/27 to FY 2030/31
Recommendation: 1. Adopt a Minute Order Accepting the Proposed Projects in the City’s Draft Capital Improvement Program (CIP) for Fiscal Year (FY) 2026/27 to FY 2030/31; and

2. Authorize the City Engineer to Submit the Draft 5-year CIP for FY 2026/27 to FY 2030/31 to the Planning Commission for
Determination of Conformity with the General Plan (Report by Keith Helmuth)
E-5 Madera Municipal Golf Course Update 2026
Recommendation: This report is submitted for informational purposes only and there is no action requested from City Council (Report by Joseph Hebert) F. COUNCILMEMBER REPORTS/ANNOUNCEMENTS/FUTURE AGENDA ITEMS:

This portion of the meeting is reserved for the Mayor and Councilmembers (i) to make brief reports on boards, committees, and other public agencies, and at public events, (ii) to request updates, (iii) to initiate future agenda items, and (iv) to take action on matters initiated under this section of the agenda. Under this section, the Council may take action only on items specifically agendized and which meet other requirements for action.

G. CLOSED SESSION: None
G-1 Threat to Public Services or Facilities (Government Code §54957(a)) Consultation with: City Manager and City Attorney
FUTURE MEETING DATES:
 Wednesday, June 17, 2026
 Wednesday, July 1, 2026
ADJOURNMENT:

 The meeting room is accessible to the physically disabled. Requests for accommodations for persons with disabilities such as signing services, assistive listening devices, or alternative format agendas and reports needed to assist participation in this public meeting may be made by calling the City Clerk’s Office at (559) 661-5405 or emailing [email protected] . Those who are hearing impaired may call 711 or 1-800-735-2929 for TTY Relay Service. Requests should be made as soon as practicable as additional time may be required for the City to arrange or provide the requested accommodation.

Requests may also be delivered/mailed to: City of Madera, Attn: City Clerk, 205 W. 4th Street, Madera, CA 93637. At least seventy-two (72) hours’ notice prior to the meeting is requested but not required.

When making a request, please provide sufficient details that the City may evaluate the nature of the request and available accommodations to support meeting participation. Please also provide appropriate contact information should the City need to engage in an interactive discussion regarding the requested accommodation.
 Please silence or turn off cell phones and electronic devices while the meeting is in session.  Regular meetings of the Madera City Council are held the 1st and 3rd Wednesday of each month at 6:00 p.m. in the Council Chambers at City Hall.

Update 05/14/26 4:00 p.m. Madera City Council Agenda Page 7 of 7 May 20, 2026
 Any writings or documents provided to a majority of the City Council within 72 hours of the meeting regarding any item on this agenda will be made available for public inspection at the City Clerk’s office located at 205 W. 4th Street, Madera, CA 93637 and on the City website at www.madera.gov  Questions regarding the meeting agenda or conduct of the meeting, please contact the City Clerk’s Office at (559) 661-5405.
 Para asistencia en español sobre este aviso, por favor llame al (559) 661-5405.

I, Alicia Gonzales, City Clerk for the City of Madera, declare under penalty of perjury that I posted the above agenda for the Regular Meeting of the Madera City Council for May 20, 2026, near the front entrances of City Hall and on the City’s website www.madera.gov at 4:00 p.m. on May 14, 2026. _______________________
Alicia Gonzales, City Clerk

REPORT TO CITY COUNCIL
Approved by: Council Meeting of: May 20, 2026
_________________________________ Agenda Number:

Will Tackett, Community Development Director
Arnoldo Rodriguez, City Manager
SUBJECT:

Consideration of General Plan Amendment (GPA 2026-03) and Rezone (REZ 2026-01) to change the General Plan Land Use Map and amend the Official Zoning Map RECOMMENDATION:

The Planning Commission and staff recommend the City Council conduct a public hearing and act as follows:

1. Adopt a Resolution of the City Council of the City of Madera determining the project is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 21080.085 of the California Public Resources Code and approving General Plan Amendment (GPA) 2026-03, amending the General Plan Land Use Map, to change the land use designations for three areas of the City to the High Density Residential designation as described in the City of Madera’s 2024-2032 6th Cycle Housing Element.

2. Waive full reading and introduce by title only an Ordinance of the City Council of the City of Madera approving Rezone (REZ) 2026-01 and amending the official City of Madera Zoning Map to rezone three areas of the City to the R-3 (Residential, one unit for each 871 square feet of site area) zone district as described in the City of Madera’s adopted 2024-2032 6th Cycle Housing Element.

SUMMARY:

The Housing Element is one of eight mandatory elements of a General Plan and is required by California State Law to be updated every eight years. On February 4, 2026, the City Council adopted Resolution No. 26-02 approving General Plan Amendment (GPA) No. 2026-01 for the 2024-2032 6th Cycle Housing Element update.

A-1

RETURN TO AGENDA
The Housing Element serves as the State-mandated housing plan for a local jurisdiction and must identify adequate sites, policies, and programs to facilitate housing production across all income levels.

The City Housing Element includes goals, policies and programs which aim to encourage the development of a variety of housing opportunities and provide adequate sites to meet the Regional Housing Needs Allocation (RHNA) during the planning period (2024-2032). For this purpose, the Housing Element identifies a comprehensive inventory of vacant and non-vacant opportunity sites intended to accommodate the City’s RHNA. The Housing Element explains that the City must provide adequate zoning capacity and development opportunities across all income levels through a combination of existing residentially zoned land, redevelopment potential, and strategic rezoning programs.

Housing Element Program A-1 states the City will rezone to provide adequate sites to meet its housing needs. The City will process zoning amendments to fully accommodate the City’s remaining housing needs. Rezone sites will comply with the requirements of Government Code Section 65583.2(h) and (i). To address affirmatively furthering fair housing (AFFH) goals and improve access for a diverse array of housing opportunities for all residents of Madera, including members of protected classes, the City will seek to expand affordable and multifamily housing opportunities in areas of high resource. This includes rezoning 82 parcels (±123.4 acres) to the R 3 (Residential, one unit for each 871 square feet of site area) zone district (2,410 lower, 1,109 moderate, and 1,340 above-moderate RHNA units). These parcels were identified in Appendix A:

Sites Inventory Map and Appendix B: RHNA Sites Inventory to the City Housing Element and are illustrated as exhibits to the resolution and ordinance proposed for adoption.

While the City has adopted the 2024-2032 Housing Element, it has not yet completed the housing element process for the 6th cycle. The Housing Element will remain out of compliance with Government Code Sections 65583(c) and 65583.2(c), (h) & (i) until the rezoning has been completed and submitted and reviewed by HCD to meet all statutory requirements. Once the City completes the rezoning, copies of the Council resolution and ordinance are required to be transmitted to the State of California Department of Housing and Community Development (HCD). HCD will review the documentation and issue correspondence updating the status of the City’s housing element compliance.

BACKGROUND & ANALYSIS:

As required by California Government Code Section 65583, each jurisdiction must have land zoned to accommodate its fair share of the regional housing need. Each jurisdiction’s share of needs is known as the Regional Housing Needs Allocation (RHNA). HCD determines the needs for each region of the state. The Madera County Transportation Commission (MCTC) is the regional planning agency for the two incorporated cities (Madera and Chowchilla) and unincorporated County and is responsible for assigning each jurisdiction its share of the RHNA. The RHNA is broken down into the five income levels: extremely low, very low, low, moderate, and above moderate.

Regional housing needs allocation obligation:

The City is required to maintain sufficient land and sites capacity to meet the RHNA for the eightyear planning period, from 2024–2032. There must always be appropriate zoning and development standards in place for the RHNA to be met.

No Net Loss Buffer
State law requires cities to continually maintain adequate capacity in their sites inventories to meet their RHNA for all income levels. In the event that a site is developed below the density projected in the Housing Element, or at a different income level than projected, the City must take action(s) to ensure adequate sites are available to accommodate the remaining balance of the RHNA. If the City does not have any additional capacity within the existing zoning, it must identify and rezone new sites that can accommodate the remaining need within six months. For these reasons, the City is including a buffer of 20 percent above the remaining RHNA.

HCD has released the Housing Element Site Inventory Guidebook designed to assist a jurisdiction through the site inventory analysis required by Housing Element Law. Use of the Guidebook is not required for a determination of compliance by HCD. The Guidebook is intended to facilitate the jurisdiction in determining if adequate sites are available by income category to accommodate the jurisdiction’s share of the RHNA or if rezoning or other program actions are needed. To ensure that sufficient capacity exists in the housing element to accommodate the RHNA throughout the planning period, it is recommended the jurisdiction create a buffer in the housing element inventory of at least 15 to 30 percent more capacity than required, especially for capacity to accommodate the lower income RHNA.

For these reasons, the City is including a buffer of 20 percent above the remaining RHNA need once accounting for pending projects and accessory dwelling units (ADUs). The table below describes the RHNA allocation for the City and the units yielded from the identified opportunity sites.

Table 1: RHNA allocation and projected City residential unit yields Very Low
Income
Low
Income
Moderate
Income
Above Mod
Income
Total
RHNA
Area Median Income <50% 50%–80% 81%–120% > 120% -
6th Cycle Total RHNA
(2024–2032) 1,238 958 1,170 2,874 6,240
Current Projects - - - 352 352
ADUs (1) - - - 2 2
Unmet RHNA 1,238 958 1,170 2,520 5,886
Identified RHNA Site
Capacity 1,486 1,150 1,404 3,024 7,064
Resultant Target Buffer 20% 20% 20% 20% 20%
(1) Note: ADU = accessory dwelling unit
Existing Site Inventory & Capacity:

The Housing Element identifies substantial housing capacity on vacant residentially zoned sites.

The City estimates that vacant sites can accommodate approximately 5,255 housing units distributed among various zoning districts, including significant capacity within the R-3 highdensity residential zone. The Housing Element further notes that vacant sites accommodate approximately 68 to 69 percent of the City’s lower-income RHNA allocation.

Because vacant land alone was insufficient to fully accommodate the City’s RHNA, the Housing Element also identifies non-vacant and underutilized sites capable of redevelopment. The City identified approximately 1,809 units of additional capacity on non-vacant sites. The Housing Element states that non-vacant sites account for approximately 32 percent of the lower-income RHNA capacity and approximately 29 percent of the City’s total RHNA capacity.

To support the use of non-vacant sites, the Housing Element includes a detailed analysis of redevelopment trends and site characteristics within the City. The City evaluated recently developed and proposed residential projects occurring on previously developed properties and identified consistent redevelopment patterns involving underutilized parcels, older structures, low building coverage ratios, and sites containing excess vacant land.

The Housing Element established six criteria for evaluating redevelopment potential on nonvacant sites:

1. High land-to-improvement ratios indicating underutilization;

2. Older building age, generally greater than 40 years;

3. Existing land uses similar to previously redeveloped sites;

4. Low building coverage and high infill potential;

5. Proximity to services such as schools, grocery stores, and daycare facilities; and

6. Accessibility to public transit.

Using these criteria, the City identified numerous clusters of non-vacant properties suitable for redevelopment, including areas along Lincoln Avenue, Sharon Avenue, Adell Street, D Street, Pecan Avenue, Central Avenue, A Street, Terra Firma Drive, Storey Road, Linden Street, and Westberry Boulevard. Many of these sites contain older single-family residences situated on large parcels with significant excess vacant land and building coverage typically below 20 percent, thereby demonstrating realistic redevelopment potential while allowing for possible retention of existing structures.

Rezone Areas:

The Sites Inventory identifies 82 opportunity sites to be rezoned in order to create capacity for the number of units in the RHNA. As noted in Program A-1, ±123.4 total acres throughout the City are proposed to be rezoned to the R-3 (Residential, one unit for each 871 square feet of site area) zone. These parcels were identified in Appendix A: Sites Inventory Map and Appendix B:

RHNA Sites Inventory to the City Housing Element (Attachment 1 & 2 [abridged]) and are specifically illustrated as exhibits to the resolution and ordinance proposed for adoption.

Sherwood Way Rezone Area
Among the identified rezoning areas is the Sherwood Way Rezone Area (Attachment 3) where properties are currently designated by the General Plan for Medium Density Residential (7.1-15 dwelling units per acre) land use and zoned C-1 (Light Commercial) and PD-3000 (Planned Development, one unit for each 3,000 square feet of site area).

In accordance with Policy LU-32 and Table LU-A: General Plan/Zoning Consistency of the General Plan, GPA 2026-03 will amend the General Plan Land Use Map to change the land use designation for these properties from Medium Density Residential to High Density Residential (15.1-50 d.u./ac.). REZ 2026-01 will amend the Official Zoning Map to rezone these properties from the C- 1 and PD-3000 zone districts to the R-3 zone district.

The Housing Element explains that this rezoning would substantially increase allowable residential density and create additional opportunities for lower-income housing development on underutilized parcels currently occupied by single-family residences. It is important to note the properties located within the existing C-1 (Light Commercial) zone district in this area are not zoned in a manner which is consistent with the existing Medium Density Residential land use designation for those property as shown on the General Plan Land Use Map pursuant to Policy LU-32 and Table LU-A: General Plan/Zoning Consistency of the General Plan.

Northern Rezone Area
The Housing Element additionally identifies a major Northern Rezone Area (Attachment 4) consisting of approximately 65 parcels, including both vacant and non-vacant properties. This area includes properties which are designated for a mix of Low Density Residential (2.1-7 d.u./ac.), Medium Density Residential (7.1-15 d.u./ac.), Office and Commercial land uses on the General Plan Land Use map. Similarly, this area is zoned with a mix of R-1 (Residential, one unit for each 6,000 square feet of site area), PD-4500 & 1500 (Planned development one unit for each 4,500 & 1500 sq. ft. of site area, respectively), C-1 (Light Commercial), and U (Unclassified) zone districts. commercial or lower-density residential.

The proposed rezoning to R-3 high-density residential would increase the area’s estimated housing development potential from approximately 519 units to approximately 5,290 units. The City’s sites inventory assumes approximately 4,223 units within this rezone area, including approximately 1,694 units on non-vacant parcels. It is important to note the vast majority of the properties located within the existing C-1 (Light Commercial) zone district in this area are not zoned in a manner which is consistent with the existing Medium Density Residential and Office land use designations for those respective properties as shown on the General Plan Land Use Map pursuant to Policy LU-32 and Table LU-A: General Plan/Zoning Consistency of the General Plan.

Southern Rezone Area
The third area identified for rezoning in the Housing Element, the Southern Rezone Area, (Attachment 5) includes a vacant parcel and a portion of a larger vacant parcel comprising ± 5.6 acres in area. The Southern Rezone Area parcels are designated for Commercial and Office uses on the General Plan Land Use Map and are zoned H-C (Highway Commercial) and O (Office).

The City’s sites inventory assumes rezoning this area to R-3 high-density residential would increase the area’s estimated housing development potential by approximately 222 units. At this time, both the independent parcel and the portion of the larger parcel within the rezone area lack public street frontage and will require public streets to be dedicated (or private easements to be created) across adjacent parcels or portions thereof to create adequate access. Moreover, the abutting parcels (and adjacent portions of shared parcels) are designated for Commercial and Office uses on the General Plan Land Use Map. It must be noted that rezoning this area at this time would create a landlocked island of high-density residential property surrounded by the freeway and non-residential properties as well as split-zoning on two separate parcels. However, the split zoning will help ensure owners of the adjacent parcels or portions thereof will have a vested interest in planning for adequate access to the area with future development.

Approximately 7.75 acres of existing High Density Residential designated lands are located in near proximity to the west with opportunities to provide second points for connections and with which there may be future opportunity to aggregate. The City has received inquiries regarding potential development in the immediate vicinity; there is potential that investment interests could provide unique opportunities for owner collaboration.

Conclusion:

The Housing Element concludes that the identified sites, combined with the proposed rezoning programs and redevelopment trends analysis, demonstrate the City’s ability to accommodate its RHNA allocation and comply with State Housing Element law. The document further states that the selected non-vacant sites possess characteristics consistent with successful redevelopment projects already occurring within the City and therefore have a strong likelihood of redevelopment during the Housing Element planning period.

ENVIRONMENTAL REVIEW:

General Plan Amendment (GPA) 2026-03 and Rezone (REZ) 2026-01 implement the schedule of actions identified in the City of Madera 2024-2032 Housing Element as required by State law and has been reviewed for compliance with the requirements of the California Environmental Quality Act (CEQA) Guidelines.

Staff performed a preliminary environmental assessment and determined that the project is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 21080.085 of the California Public Resources Code because CEQA does not apply to a rezoning that implements the schedule of actions contained in an approved housing element pursuant to subdivision (c) of Section 65583 of the Government Code.

PLANNING COMMISSION RECOMMENDATION:

In accordance with the provisions of California Government Code § 65353(a) and City Municipal Code §§ 10-3.1507 & 10-3.1904, the City of Madera Planning Commission held a duly noticed public hearing during its regularly scheduled meeting on May 12, 2026. Following the hearing, the Commission adopted the attached Resolution (Attachment 6), recommending the Council of the City of Madera approve General Plan Amendment (GPA) No. 2026-03 and Rezone (REZ) 2026-

01. FISCAL IMPACT:

The Housing Element is one of eight mandatory elements of a General Plan and is required by California State Law to be updated every eight years.

On June 21, 2023, the City Council adopted Resolution No. 23-115 approving the Professional Services Agreement with Michael baker International for preparation of the City of Madera 6th Cycle Housing Element update, which included a Schedule of Compensation for a cost of $326,650. The agreement was financed in part by the Senate Bill 2 Planning Grant ($62,560) and Local Early Action Plan (LEAP) Grant ($187,440) for a total of $250,000 (the maximum allowable) in program funding with the balance of funds financed by money set aside in the approved Planning Department FY ‘23/’24, ‘24/’25 & ‘25/’26 annual operating budgets.

This report and associated documentation were prepared by City staff. There is no impact on the General Fund.

ALTERNATIVES:

1. Move to continue the public hearing to a future City Council meeting at a date and time certain (City Council to specify date) or refer the matter back to staff to be rescheduled at a later meeting date to be determined; with directions to staff.

2. Move to alter or deny the General Plan Amendment to change the General Plan Land Use Map and/or the ordinance approving the Rezone to amend the Official Zoning Map or any parts thereof as set forth in the staff report and as the Council may deem to be advisable.

ATTACHMENTS:

1. Housing Element Appendix A: Sites Inventory Map

2. Housing Element Appendix B: RHNA Sites Inventory (Abridged, Rezone Sites)

3. Sherwood Way Rezone Area

4. Northern Rezone Area

5. Southern Rezone Area

6. Planning Commission Recommendation (PC Resolution)

7. City Council Resolution Approving General Plan Amendment (GPA) 2026-03; including, Exhibit “A”: GPA 2026-03 Existing and Proposed Land Use Maps

8. City Council Ordinance Approving Rezone (REZ) 2026-01; including:

Exhibit “A” REZ 2026-01 Existing and Proposed Official Zoning Maps ATTACHMENT 1
Housing Element Appendix A: Sites Inventory Map
Appendix A: Sites Inventory Map
RHNA Sites and Pending Projects
City of Madera Housing Element I 6th Cycle Housing Plan Legend
Rezone to R-3
Income Category
0 1
---===::::::i, Miles

0.5 APPENDIX Al
N
A
ATTACHMENT 2
Housing Element Appendix B: RHNA Sites Inventory
(Abridged, Rezone Sites)
APN Address / Intersection Zip Acreage
Zoning
(Existing) Zoning (New) GP
Max Density
du/ac (New)
Existing
Units
Very
Low Low Moderate
Above
Moderate
Total
Units Infrastructure
Publicly
Owned 4th Cycle 5th Cycle Existing Use
003-210-
026
Second Parcel West from
the Northwest Corner of
the Intersection of
Owens Street And
Sherwood Street
93638 1.6 C1 R3 MD 50 0 0 0 0 62 62 Yes No No No Vacant 003-210-
029
Second Parcel North
from the Northwest
Corner of the Intersection
of Owens Street And
Sherwood Street
93638 0.3 PD (3000) R3 MD 50 1 0 0 10 0 10 Yes No No No Vacant 003-210-
030
Northwest Corner of the
Intersection of Owens
Street And Sherwood
Street
93638 1.7 C1 R3 MD 50 1 0 0 0 67 67 Yes No No No Vacant 003-222-
010 133 W Clark St 93638 0.1 PD (4500) R3 LD 50 1 0 0 4 0 4 Yes No No No Vacant 003-240-
004
Second Parcel West of
the Southwest Corner of
the Intersection of Taylor
Street and Sarah Street
93638 0.5 PD (3000) R3 MD 50 1 0 0 0 19 19 Yes No No No Vacant 003-240-
005
Fourth Parcel North of
the Northeast Corner of
the Intersection of
Owens Street and W
Sherwood Way
93638 0.2 PD (3000) R3 MD 50 1 0 0 6 0 6 Yes No No No Vacant 003-240-
006
Fourth Parcel North and
Second Parcel East of the
Northeast Corner of the
Intersection of Owens
Street and W Sherwood
Way
93638 0.1 PD (3000) R3 MD 50 1 0 0 4 0 4 Yes No No No Vacant 003-240-
007
Third Parcel North of the
Northeast Corner of the
Intersection of Owens
Street and W Sherwood
Way
93638 0.1 PD (3000) R3 MD 50 1 0 0 3 0 3 Yes No No No Vacant 003-240-
009
Third Parcel North and
Second Parcel East of the
Northeast Corner of the
Intersection of Owens
Street and W Sherwood
Way
93638 0.6 PD (3000) R3 MD 50 1 0 0 0 22 22 Yes No No No Vacant 003-240-
010
Fourth Parcel North and
Fourth Parcel East of the
Northeast Corner of the
Intersection of Owens
Street and W Sherwood
Way
93638 0.2 PD (3000) R3 MD 50 1 0 0 6 0 6 Yes No No No Vacant 003-240-
011 1317 Owens St 93638 0.1 PD (3000) R3 MD 50 1 0 0 5 0 5 Yes No No No Vacant 003-240-
012 1315 Owens St 93638 0.8 PD (3000) R3 MD 50 1 0 0 0 33 33 Yes No No No Vacant 003-240-
013 1307 Owens St 93638 0.5 PD (3000) R3 MD 50 1 6 14 0 0 20 Yes No No No Residential 003-240-
016 1326 Sonora St 93638 1.7 PD (3000) R3 MD 50 1 0 0 0 67 67 Yes No No No Vacant 003-240-
018
Second Parcel North of
the Northwest Corner of
the Intersection of
Sonora Street And W
Sherwood Way
93638 0.7 PD (3000) R3 MD 50 1 7 21 0 0 28 Yes No No No Residential 003-240-
019
Northwest Corner of the
Intersection of Sonora
Street And W Sherwood
Way
93638 1.6 PD (3000) R3 MD 50 1 0 0 0 62 62 Yes No No No Vacant 003-250-
003 360 W Adell St 93638 5 C1 R3 O 50 1 79 61 31 28 199 Yes No No No Vacant 003-250-
012 407 W Clark St 93638 0.7 C1 R3 C 50 1 0 0 0 26 26 Yes No No No Residential 003-250-
013
Second Parcel North of
the Northwest Corner of
the Intersection of
Owens Street and W
Clark Street
93638 2.4 C1 R3 MD 50 1 27 20 24 23 94 Yes No No No Vacant 003-250-
014 1586 Owens St 93638 0.4 C1 R3 MD 50 1 0 0 15 0 15 Yes No No No Residential 003-250-
015 345 W Clark St 93638 0.5 C1 R3 MD 50 1 0 0 19 0 19 Yes No No No Vacant 003-250-
016 323 W Clark St 93638 0.5 C1 R3 MD 50 1 0 0 19 0 19 Yes No No No Residential 003-250-
017 1528 Owens St 93638 1.2 C1 R3 MD 50 1 0 0 0 48 48 Yes No No No Residential 003-250-
018 216 W Adell St 93638 5.1 PD (4500) R3 MD 50 1 85 66 25 25 201 Yes No No No Residential 003-250-
021
Second Parcel South and
Third Parcel East of the
Southeast corner of the
Intersection of Owens
Street and Adell Street
93638 0.3 PD (4500) R3 LD 50 1 0 0 13 0 13 Yes No No No Vacant 003-250-
022
Second Parcel South and
Fourth Parcel East of the
Southeast corner of the
Intersection of Owens
Street and Adell Street
93638 0.3 PD (4500) R3 LD 50 1 0 0 13 0 13 Yes No No No Vacant Appendix B: RHNA Sites Inventory
The Sites inventory is not utilizing consolidation to meet size requirements. No parcels are being considered as consolidated. All parcels utilized for lower-income sites are greater than 0.5 acres and less than 10 acres.

Additionally, there are 2 nonvacant sites designated for lower-income that were included in the prior housing element, and 2 vacant sites designated for lower-income that were included in the prior two housing elements. The City is including Program A- 1 to allow residential use by right, without discretionary review or action, on these 4 parcels for developments where at least 20 percent of the units are affordable to lower income households.

Table 104: RHNA Sites Inventory (Abridged, Rezone Sites) 003-250-
023 1557 Owens St 93638 1.4 PD (4500) R3 LD 50
1000 55 55 Yes No No No Residential
003-250-
024
Northeast Corner of the
Intersection of Owens
Street And W Clark
Street
93638 2.2 PD (4500) R3 LD 501000 89 89 Yes No No No Vacant 003-250-
027
Second Parcel West of
the Southwest Corner of
the Intersection of
Owens Street and Adell
Street
93638 2.7 C1 R3C 501 30 23 27 26 106 Yes No No No Vacant 003-250-
029
Second Parcel East of the
Northeast Corner of the
Intersection Road 26 and
W Clark Street
936384 C1 R3C 502 45 35 40 40 160 Yes No No No Vacant
003-260-
001
Southeast Corner of the
Intersection of Sharon
Boulevard and Adell
Street
936381U R3 MD 501 22 1700 39 Yes No No No Vacant
003-260-
002 1575 Sharon Blvd 93638
4U R3 MD 502 45 34 40 39 158 Yes No No No Residential
003-260-
004 1660 Cardwell St 93638 0.4
U R3 MD 50100 170 17 Yes No No No Residential,
Vacant Land
003-260-
005
Second Parcel South of
the Southwest Corner of
the Intersection of
Cardwell Street and Adell
Street
93638 0.5U R3 MD 501 11800 19 Yes No No No Vacant
003-260-
006 1692 Cardwell St 93638
1U R3 MD 501 22 1700 39 Yes No No No Vacant
003-260-
007 1697 Cardwell St 93638
5 C1 R3 MD 501 84 65 25 25 199 Yes No No No Residential 003-260-
008 1625 Cardwell St 93638 0.3 C1 R3 MD 50
100909 Yes No No No Vacant
003-260-
009 1615 Cardwell St 93638 0.8 C1 R3 MD 50
1 17 1200 29 Yes No No No Residential
003-260-
010
Fourth Parcel South of
the Southeast Corner of
the Intersection of
Cardwell Street and Adell
Street
93638 0.5 C1 R3 MD 501 11800 19 Yes No No No Vacant
003-260-
012 1585 Cardwell St 93638 0.3 C1 R3 MD 50
100 120 12 Yes No No No Residential,
Vacant Land
003-260-
013 1567 Cardwell St 93638 0.5
U R3 MD 501 11800 19 Yes No No No Vacant
003-260-
014 1543 Cardwell St 93638 0.5
U R3 MD 501 11800 19 Yes No No No Residential
003-260-
015 1521 Cardwell St 93638 0.9
U R3 MD 501 19 1400 33 Yes No No No Vacant
003-260-
016 787 W Clark St 93638 0.5
U R3 MD 501 11800 19 Yes No No No Vacant
003-260-
018 741 W Clark St 93638 0.4
U R3 MD 50100 130 13 Yes No No No Residential
003-260-
019
Fourth Parcel East of the
Northeast Corner of the
Intersection of Sharon
Boulevard and W Clark
Street
93638 0.4U R3 MD 50100 150 15 Yes No No No Vacant
003-260-
021
Third Parcel South and
Second Parcel East of the
Southeast Corner of the
Intersection of Cardwell
Street and Adell Street
93638 0.4 C1 R3 MD 50100 160 16 Yes No No No Vacant
003-260-
022 719 W Clark St 93638 2.3 C1 R3 MD 50
1 26 19 23 22 90 Yes No No No Residential
003-260-
025 609 W Clark St 93638 0.4 C1 R3 MD 50
100 160 16 Yes No No No Residential
003-260-
027 1584 Fairview St 93638 0.9 C1 R3 MD 50
1 20 1400 34 Yes No No No Residential
003-260-
028 653 Abby St 93638 1.6 C1 R3 MD 50
1 35 2700 62 Yes No No No Residential
003-260-
029 1626 Fairview St 93638 0.3 C1 R3 MD 50
100909 Yes No No No Residential
003-260-
030 646 W Adell St 93638 0.6 C1 R3 MD 50
1 13900 22 Yes No No No Residential
003-260-
031
Southwest Corner of the
Intersection of Fairview
Street And Adell Street
93638 0.9 C1 R3 MD 501 21 1600 37 Yes No No No Vacant
003-260-
032
Southeast Corner of the
Intersection of Fairview
Street And Adell Street
93638 3.1 C1 R3 MD 501 35 27 31 30 123 Yes No No No Vacant 003-260-
033
Second Parcel East from
Northeast Corner of the
Intersection of Fairview
Street And W Clark
Street
93638 5.2 C1 R3 MD 501 87 68 25 25 205 Yes No No No Vacant 003-260-
035 1535 Fairview St 93638 0.1 C1 R3 MD 50
100404 Yes No No No Vacant
003-260-
036 591 W Clark St 93638 0.5 C1 R3 MD 50
200 160 16 Yes No No No Residential
003-260-
037 1692 Country Club Dr 93638 0.4 C1 R3
C 50100 150 15 Yes No No No Residential
003-260-
038 1656 Country Club Dr 93638 0.4 C1 R3
C 50100 170 17 Yes No No No Vacant
003-260-
039 1632 Country Club Dr 93638 0.5 C1 R3
C 501 12800 20 Yes No No No Residential
003-260-
042 1487 Sharon Blvd 93638
1 PD (1500) R3 HD 501 22 1700 39 Yes No No Yes Vacant
003-260-
043 1463 Sharon Blvd 93638
4 PD (1500) R3 HD 501 46 35 40 40 161 Yes No No Yes Vacant 003-260-
047
Second Parcel South
from Southeast Corner of
the Intersection of
Fairview Street And Clark
Street
93638 2.7 C1 R3 MD 501 31 23 27 27 108 Yes No No No Vacant 003-260-
048 562 W Clark St 93638
1 C1 R3 MD 501 22 1600 38 Yes No No No Residential
003-260-
049 530 W Clark St 93638 0.6 C1 R3 MD 50
1 14 1000 24 Yes No No No Residential
003-260-
050 510 W Clark St 93638 0.3 C1 R3 MD 50
100 130 13 Yes No No No Residential
011-320-
004
Second Parcel West and
Second Parcel Northwest
of the Southwest Corner
of S Gateway Drive and
State Route 99
93638 2.3 CH R3C 500 26 19 23 22 90 Yes No No No Vacant 012-390-
027
Second Parcel West of
the Western Corner of
the Intersection of S
Gateway Drive and State
Route 99
93638 3.3 PO R3O 500 37 29 33 33 132 Yes No No No Vacant 038-060-
019 16372 Road 26 93638 0.4 R2 R3 MD 50
000 170 17 Yes No No No Institutional
038-060-
020 25965 Ellis St 93638 0.9 R2 R3 MD 50
0 20 1500 35 Yes No No No Residential
038-060-
030 16316 Road 26 93638 0.8 R2 R3 MD 50
0 18 1300 31 Yes No No No Vacant
038-060-
031
Second Parcel South of
the Southeast Corner Of
the Intersection of Road
26 And Ellis Street
93638 1.1 R2 R3 MD 501 26 1900 45 Yes No No No Vacant
038-070-
018 26240 Ellis St 93638
5 R1 R3 LD 501 84 65 25 25 199 Yes No No No Residential 038-070-
027
Second Parcel North of
the Northwest corner of
the Intersection of
Owens Street and Ellis
Street
93638 4.6 R1 R3 LD 501 51 40 46 45 182 Yes No No No Vacant 038-070-
028
Northwest Corner of the
Intersection of Owens
Street And Ellis Street
93638 1.7 R1 R3 LD 500 38 2900 67 Yes No No No Commercial 038-100-
002 16257 Road 26 93638 12 R1 R3 LD 50
100 240 240 480 Yes No No No Vacant
038-100-
005 26189 Adell St 93638 2.6 R1 R3 LD 50
1 30 22 26 25 103 Yes No No No Residential
038-100-
006
Second Parcel West from
the Northwest Corner of
the Intersection of
Owens Street and Adell
Street
93638 2.6 R1 R3 LD 501 30 22 26 25 103 Yes No No No Vacant 038-100-
007 16248 Owens St 93638 2.6 R1 R3 LD 50
1 30 22 26 25 103 Yes No No No Residential
038-110-
025 16258 Road 26 93638 0.8 R2 R3 MD 50
1 18 1300 31 Yes No No No Vacant
038-110-
028
Northwest Corner of the
Intersection of Road 26
And Adell Street
936381 R2 R3 MD 501 22 1700 39 Yes No No No Vacant
ATTACHMENT 3
Sherwood Way Rezone Area
REZ 2026-01
Sherwood Rezone Area
FROM (EXISTING): TO (PROPOSED):

GPA2026-03
GPA 2026-03
Legend
Commercial
High Density Residential (15.1-50 d.u./ac.)
Low Density Residential (2.1-7 d.u.lac.)
lv'edium Density Residential (7.1-15 d.u./ac.)
Office
Legend
Commercial
High Density Residential (15.1-50 d.u./ac.)
Low Density Residential (2.1-7 d.u.lac.)
Medium Density Residential (7.1-15 d,u./ac.)
Office
FROM (EXISTING): TO (PROPOSED):

REZ 2026-01
REZ 2026-01
C1 (Light Commercial)
C2 (Heavy Commercial)
PD (Planned Development)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2, 178 s.f. site area)
C1 (Light Commercial)
C2 (Heavy Commercial)
PD (Planned Development)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2,178 s.f. site area)
R3 (Residential, one unit/871 s.f. site area]
ATTACHMENT 4
Northern Rezone Area
REZ 2026-01
Northern Rezone Area
FROM (EXISTING): TO (PROPOSED):

GPA2026-03
GPA2026-03
Northern Rezone Area
General Plan Land Use Map
High Density Residential (15.1-50 d.u./ac.)
Q Low Density Residential (2.1-7 d.u./ac.)
Q Medium Density Residential (7.1-15 d.u./ac.)
- Office
- Open Space
- Public Facility
Q Resource Conservation
High Density Residential (15.1-50 d.u./ac.)
Q Low Density Residential (2.1-7 d.u/ac.)
Q Medium Density Residential (7.1-15 d.u./ac.)
- Office
- Open Space
- Public Facility
Q Resource Conservation
TO (PROPOSED): FROM (EXISTING):

REZ 2026-01
REZ 2026-01
C1 (Light Commercial)
C2 (Heavy Commercial)
PD (Planned Development)
PF (Public Facilities)
PO (Professional Office)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2, 178 s.f. site area)
R3 (Residential, one unit/871 s.f. site area)
RCO (Resource Conservation & Open Space)
U (Unclassified)
Legend
- C1 (Light Commercial)
- C2 (Heavy Commercial)
U PD (Planned Development)
- PF (Public Facilities)
- PO (Professional Office)
CJ R1 (Residential, one unit/6,000 s.f. site area)
U R2 (Residential, one unit/2,178 s.f. site area)
- R3 (Residential, one unit/871 s.f. site area)
- RCO (Resource Conservation & Open Space)
Q U (Unclassified)
ATTACHMENT 5
Southern Rezone Area
REZ 2026-01
Southern Rezone Area
FROM (EXISTING): TO (PROPOSED):

GPA2026-03
GPA2026-03
, Commercial
~ High Density Residential
, 0 Low Density Residential
Medium Density Residential
, Office
, Publ ic Facility
0 ommercial
igh Density Residential
ow Density Residential
dium Density Residential
Office
Public Facil ity
FROM (EXISTING): TO (PROPOSED):

REZ 2026-01
REZ 2026-01
Legend
# C1 (Light Commercial)
# C2 (Heavy Commercial)
# HC (Highway Commercial)
0 I (Industrial
0 PD {Planned Development)
# PF (Public Facilities)
# PO (Professional Office)
0 R1 (Residential, one unit/6,000 s.f. site area)
0 R2 (Residential, one unit/2, 178 s.f. site area)
C1 (Light Commercial)
C2 (Heavy Commercial)
HC (Highway Commercial)
I {Industrial
PD {Planned Development)
PF (Public Facilities)
PO (Professional Office)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2,178 s.f. site area)
ATTACHMENT 6
Planning Commission Recommendation
(Resolution)

Commissioners Tim Riche, Abel Perez, Balwinder Singh, Saim Mohammad, Vice Chairperson Ramon Lopez and Chairperson Robert Gran Jr.

None
None
None
Sherwood Way & Northern
Rezone Areas
General Plan Land Use Map
Sherwood Way & Northern
Rezone Areas
General Plan Land Use Map
FROM (EXISTING): TO (PROPOSED): Exhibit A.1
GPA2026-03
GPA 2026-03
Commercial
High Density Residential (15.1-50 d.u./ac.)
0 Low Density Residential (2.1-7 d.u./ac.)
0 Medium Density Residential (7.1-15 d.u./ac.)
- Office
- OpenSpace
- Public Facility
0 Resource Conservation
Legend
- Commercial
~ High Density Residential (15.1-50 d.u./ac.)
0 Low Density Residential (2.1-7 d.u./ac.)
0 Medium Density Residential (7.1-15d.u./ac.)
- Office
- Open Space
- Public Facility
0 Resource Conservation
FROM (EXISTING): TO (PROPOSED):

Exhibit A.2
GPA2026-03
GPA2026-03
, Commercial
~ High Density Residential
, 0 Low Density Residential
Medium Density Residential
, Office
, Publ ic Facility
0 ommercial
igh Density Residential
ow Density Residential
dium Density Residential
Office
Public Facil ity
Exhibit B.1
FROM {EXISTING):
l
TO {PROPOSED):
l
C1 (Light Commercial)
C2 (Heavy Commercial)
PD (Planned Development)
PF (Public Facilities)
PO (Professional Office)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2, 178 s.f. site area)
R3 (Residential, one unit/871 s.f. site area)
- RCO (Resource Conservation & Open Space)
0 U (Unclassified)
Legend
- C1 (Light Commercial)
- C2 (Heavy Commercial)
0 PD (Planned Development)
- PF (Public Facilities)
- PO (Professional Office)
0 R1 (Residential, one unit/6,000 s.f. site area)
0 R2 (Residential, one unit/2, 178 s.f. site area)
- R3 (Residential, one unit/871 s.f. site area)
- RCO (Resource Conservation & Open Space)
0 U (Unclassified)
FROM (EXISTING): TO (PROPOSED): Exhibit B.2
REZ 2026-01
REZ 2026-01
Legend
# C1 (Light Commercial)
# C2 (Heavy Commercial)
# HC (Highway Commercial)
0 I (Industrial
0 PD {Planned Development)
# PF (Public Facilities)
# PO (Professional Office)
0 R1 (Residential, one unit/6,000 s.f. site area)
0 R2 (Residential, one unit/2, 178 s.f. site area)
C1 (Light Commercial)
C2 (Heavy Commercial)
HC (Highway Commercial)
I {Industrial
PD {Planned Development)
PF (Public Facilities)
PO (Professional Office)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2,178 s.f. site area)
ATTACHMENT 7
City Council Resolution Approving General Plan
Amendment (GPA) 2026-03; including,
Exhibit “A”: GPA 2026-03 Existing and Proposed Land Use Maps RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA DETERMINING

THE PROJECT IS EXEMPT FROM THE PROVISIONS OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO SECTION 21080.085

OF THE CALIFORNIA PUBLIC RESOURCES CODE AND APPROVING GENERAL PLAN AMENDMENT (GPA) 2026-03, AMENDING THE GENERAL PLAN LAND

USE MAP, TO CHANGE THE LAND USE DESIGNATIONS FOR THREE AREAS OF

THE CITY TO THE HIGH DENSITY RESIDENTIAL DESIGNATION AS DESCRIBED IN THE CITY OF MADERA’S 2024-2032 6TH CYCLE HOUSING ELEMENT.

WHEREAS, the General Plan Housing Element serves as the State-mandated housing plan for a local jurisdiction and must identify adequate sites, policies, and programs to facilitate housing production across all income levels; and
WHEREAS, the California Government Code § 65588 establishes a revision cycle requiring a housing element to be updated every eight years; and
WHEREAS, the City of Madera 6th Cycle Housing Element (Housing Element), adopted on February 2, 2026 (City Council Resolution 26-02), includes goals, policies and programs which aim to encourage the development of a variety of housing opportunities and provide adequate sites to meet the Regional Housing Needs Allocation (RHNA) during the planning period (2024-2032); and
WHEREAS, the Housing Element includes Program A-1, which states the City will rezone three areas of the City (Rezone Areas) to provide adequate zoning capacity and development opportunities to address Affirmatively Furthering Fair Housing (AFFH) goals and improve access for a diverse array of housing opportunities for all residents of Madera, including protected class and across all income levels, to fully accommodate its RHNA and housing need; and.

WHEREAS, the Rezone Areas are identified within the comprehensive inventory of vacant and non-vacant opportunity sites intended to accommodate the City’s RHNA as illustrated in the Appendix A: Sites Inventory Map and the Appendix B: RHNA Sites Inventory to the Housing Element; and
WHEREAS, General Plan Amendment (GPA) No. 2026-03 proposes to amend the General Plan Land Use Map to change the planned land use designation to increase densities for the Rezone Areas to High Density Residential (15.1-50 dwelling units per acre) in accordance with Policy LU-32 and Table LU-A: General Plan/Zoning Consistency of the General Plan to facilitate rezoning of the Rezone Areas to the R3 (Residential, one unit for each 871 square feet of site area) zone district pursuant to Program A-1 of the Housing Element; and WHEREAS, a preliminary environmental assessment was performed, and the Project was found to be exempt from the provisions of the California Environmental Quality Act (“CEQA”) pursuant to Section 21080.085 of the California Public Resources Code; and WHEREAS, pursuant the California Government Code, the Planning Commission (Commission) has made a recommendation on the proposed adoption or amendment of a general plan and sent its recommendation (Resolution) to the legislative body; and WHEREAS, pursuant to City Municipal Code, a public hearing (for General Plan and Zoning Map amendments) shall be held before the City Council of the City of Madera (Council) and after the conclusion of the public hearing, the Council is authorized to approve, alter, or deny the amendment or any part thereof; and
WHEREAS, the City provided notice of the Council hearing as required by law for the hearing of May 20, 2026; and
WHEREAS, the Council received and independently reviewed GPA 2026-03 at the duly noticed meeting on May 20, 2026; and
WHEREAS, at the May 20, 2026 public hearing, the public was provided an opportunity to comment, and evidence, both written and oral, was considered by the Council; and WHEREAS, after due consideration of all the items before it, the Council now desires to adopt this Resolution determining the project is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 21080.085 of the California Public Resources Code and approving General Plan Amendment (GPA) 2026-03 to increase densities to facilitate and implement the programs, scheduled actions, and zone changes as described in the City of Madera’s adopted 2024-2032 6th Cycle Housing Element Update.

NOW THEREFORE, be it resolved by the City Council of the City of Madera as follows:

1. Recitals: The above recitals are true and correct and are incorporated herein.

2. CEQA: The City Council determines General Plan Amendment (GPA) 2026-03 and Rezone (REZ) 2026-01 (collectively, the Project) are exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 21080.085 of the California Public Resources Code because CEQA does not apply to a rezoning that implements the schedule of actions contained in an approved housing element pursuant to subdivision (c) of Section 65583 of the Government Code.

General Plan Amendment (GPA) 2026-03 is required to facilitate zone changes in accordance with Rezone (REZ) 2026-01 to implement the schedule of actions identified in Program A-1 of the City of Madera 2024-2032 Housing Element as required by State law.

3. Approval of GPA 2026-03: Based on the testimony, information and evidence in the record, the City Council hereby finds that the proposed amendment to the City of Madera General Plan is hereby found consistent with the intent and purpose of the Madera General Plan.

Among others, the goals, policies, and implements the programs, of the General Plan Housing Element which aim to encourage the development of a variety of housing opportunities and provide adequate sites to meet the Regional Housing Needs Allocation (RHNA) during the planning period (2024-2032). GPA 2026-03 facilitates the provision of adequate zoning capacity and development opportunities to address Affirmatively Furthering Fair Housing (AFFH) goals and improve access for a diverse array of housing opportunities for all residents of Madera, including protected classes and across all income levels, to fully accommodate the City RHNA and housing need
Additionally, The City Council finds the amendment prescribes reasonable controls and standards for affected land uses to ensure compatibility and integrity of those uses with other established uses. The Housing Element is one of eight mandatory elements of a General Plan and is required by California State Law to be updated every eight years. On February 5, 2025, the City Council adopted Ordinance No. 1014 C.S. which was initiated during the 6th Cycle Housing Element update with the intention of modifying the Zoning Regulations of the City Municipal Code to demonstrate compliance with State-mandated requirements related to housing and to minimize constraints for a variety of housing options, especially housing for special needs groups. The Zoning Regulations contain permissibility and property development standards (or controls) to ensure compatibility and integrity of new uses with other established uses.

Finally, the City Council finds that approval of General Plan Amendment 2026-03 is not detrimental, isin the best interest of the City and provides for the protection of the general public health, safety, and/or welfare of the community. Future development at a density and intensity consistent with the proposed changes to the General Plan Land Use Map and subsequent development in accordance with the standards of the Zoning Regulations and California Building Codes will protect for the public health, safety and/or welfare of the community. GPA 2026-03 facilitates the provision of adequate zoning capacity and development opportunities to address Affirmatively Furthering Fair Housing (AFFH) goals and improve access for a diverse array of housing opportunities for all residents of Madera, including protected classes and across all income levels, to fully accommodate the City RHNA. These goals are specifically intended to ensure adequate housing to meet the needs of all existing and future city residents as well as for the general welfare of the community.

As such, the City Council hereby approves the amendment of the City of Madera General Plan Land Use Map by amending the General Plan land use designation for the Rezone Areas to the High Density Residential (15.1-50 dwelling units per acre) land use designation for approximately ±123.4 acres of property as specified in attached Exhibit “A,” which is incorporated by reference.

4. Effective Date: This resolution is effective immediately. * * * * *
PASSED AND ADOPTED by the City Council of the City of Madera this 20th day of May 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:
_________________________________
Hon. Cecelia Gallegos, Mayor
ATTEST:
_________________________________
Alicia Gonzales, City Clerk
Exhibit “A”: GPA 2026-03 Land Use Maps
Exhibit “A”
GPA 2026-03 Existing and Proposed Land Use Maps
Sherwood Way & Northern
Rezone Areas
General Plan Land Use Map
Sherwood Way & Northern
Rezone Areas
General Plan Land Use Map
FROM (EXISTING): TO (PROPOSED): Exhibit A.1
GPA2026-03
GPA 2026-03
Commercial
High Density Residential (15.1-50 d.u./ac.)
0 Low Density Residential (2.1-7 d.u./ac.)
0 Medium Density Residential (7.1-15 d.u./ac.)
- Office
- OpenSpace
- Public Facility
0 Resource Conservation
Legend
- Commercial
~ High Density Residential (15.1-50 d.u./ac.)
0 Low Density Residential (2.1-7 d.u./ac.)
0 Medium Density Residential (7.1-15d.u./ac.)
- Office
- Open Space
- Public Facility
0 Resource Conservation
FROM (EXISTING): TO (PROPOSED):

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MADERA
APPROVING REZONE (REZ) 2026-01 AND AMENDING THE OFFICIAL CITY

OF MADERA ZONING MAP TO REZONE THREE AREAS OF THE CITY TO THE R-3 (RESIDENTIAL, ONE UNIT FOR EACH 871 SQUARE FEET OF SITE AREA) ZONE DISTRICT AS DESCRIBED IN THE CITY OF MADERA’S 2024-2032 6TH CYCLE HOUSING ELEMENT.

WHEREAS, the Rezone Areas are identified within the comprehensive inventory of vacant and non-vacant opportunity sites intended to accommodate the City’s RHNA as illustrated in the Appendix A: Sites Inventory Map and the Appendix B: RHNA Sites Inventory to the Housing Element; and
WHEREAS, Rezone (REZ) No. 2026-01 proposes to amend the Official Zoning Map to rezone the Rezone Areas to R-3 (Residential, one unit for each 871 square feet of site area) zone district pursuant to Program A-1 of the Housing Element; and WHEREAS, a preliminary environmental assessment was performed, and the Project was found to be exempt from the provisions of the California Environmental Quality Act (“CEQA”) pursuant to Section 21080.085 of the California Public Resources Code; and WHEREAS, pursuant the California Government Code, the Planning Commission (Commission) has made a recommendation on the proposed adoption or amendment of a general plan and sent its recommendation (Resolution) to the legislative body; and WHEREAS, pursuant to City Municipal Code, a public hearing (for General Plan and Zoning Map amendments) shall be held before the City Council of the City of Madera (Council) and after the conclusion of the public hearing, the Council is authorized to approve, alter, or deny the amendment or any part thereof; and
WHEREAS, the City provided notice of the Council hearing as required by law for the hearing of May 20, 2026; and
WHEREAS, the Council received and independently reviewed GPA 2026-03 at the duly noticed meeting on May 20, 2026; and
WHEREAS, at the May 20, 2026 public hearing, the public was provided an opportunity to comment, and evidence, both written and oral, was considered by the Council; and WHEREAS, after due consideration of all the items before it, the Council now desires to adopt this Resolution determining the project is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 21080.085 of the California Public Resources Code and approving General Plan Amendment (GPA) 2026-03 to increase densities to facilitate and implement the programs, scheduled actions, and zone changes as described in the City of Madera’s adopted 2024-2032 6th Cycle Housing Element Update.

NOW THEREFORE, the City Council of the City of Madera ordains as follows:

SECTION 1. Recitals. The City Council hereby finds that all of the facts set forth in the recitals above are true and correct and incorporated herein.

SECTION 2. CEQA Determination. This project has been previously assessed. On May 20, 2026, the Council adopted a Resolution of the City Council of the City of Madera adopted a Resolution of the City Council of the City of Madera determining General Plan Amendment (GPA) 2026-03 and Rezone (REZ) 2026-01 (collectively, the Project) is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 21080.085 of the California Public Resources Code and approving General Plan Amendment (GPA) 2026-03, amending the General Plan Land Use Map, to change the land use designations for three areas of the City to the High Density Residential designation for purposes of facilitating approval of Rezone (REZ) 2026-01 to provide adequate zoning capacity to meet the City RHNA and as described in the City of Madera’s 2024-2032 6th Cycle Housing Element
a. No substantial changes are proposed in the project which will require major revisions of the previous assessment leading to the determination of exemption due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified potential significant effects. In this case, the City Council determined the project is exempt almost immediately prior to the adoption of this Ordinance. REZ 2026-01 is consistent with the same density, intensity, and use, and is exactly as contemplated by the collective Project. REZ 2026-01 is exactly consistent with the determination of exemption pursuant to Section 21080.085 of the California Public Resources Code and is specifically contemplated by it. CEQA does not apply to a rezoning that implements the schedule of actions contained in an approved housing element pursuant to subdivision (c) of Section 65583 of the Government Code. b. No substantial changes have occurred with respect to the circumstances under which the project is being undertaken, which will require major revisions of the previous environmental assessment due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects. In this case, REZ 2026-01 is exactly consistent with the determination of exemption pursuant to Section 21080.085 of the California Public Resources Code and is specifically contemplated by it. CEQA does not apply to a rezoning that implements the schedule of actions contained in an approved housing element pursuant to subdivision (c) of Section 65583 of the Government Code.

Additionally, approval of REZ 2026-01 is contingent upon the approval of the General Plan Amendment (GPA) 2026-03 approved by the City Council as part of the determination of exemption. The Rezone Areas will be zoned and will be used for high density residential uses as originally contemplated and there are no new substantial changes in the physical environment that were not anticipated in the previous assessment, including its analysis in light of the rezone contemplated.
c. There is no new information, which was not known and could not have been known at the time of the previous determination that the project is exempt from the provision of CEQA pursuant to Section 21080.085 of the California Public Resources Code was made and therefore, REZ 2022-09 was specifically contemplated by the determination of exemption. Furthermore, since there are no significant effects associated with the Project, the considerations set forth in CEQA Guidelines § 15162(a)(3)(C) and (D), related to the adequacy and feasibility of previously adopted mitigation measures, are not applicable.

Based upon these findings, the City Council determines that this project has already been environmentally assessed, and no further environmental documentation is required for REZ 2026-01.

SECTION 3. Approval of REZ 2026-01. The Council hereby approves REZ 2026-01 and hereby amends the City of Madera Zoning Map, as provided for in Chapter 3 of Title X of the City Municipal Code, as illustrated in the hereto attached Exhibit “A,” which indicates the segments of the City of Madera Zoning Map to be amended.

SECTION 4. Severability. If any section, subsection, sentence, clause, phrase, or portion of this ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have adopted this ordinance and each section, subsection, sentences, clauses, phrases, or portions thereof may be declared invalid or unconstitutional.

SECTION 5. Publication. The City Clerk shall certify to the passage and adoption of this Ordinance by the City Council of the City of Madera and shall cause this Ordinance to be published or posted in accordance with Government Code Section 36933 as required by law.

SECTION 6. Effective Date of Ordinance. This Ordinance shall be effective and of full force and effect at 12:01 a.m. on the thirty-first day after its passage. * * * * *
The foregoing Ordinance was introduced at a regular meeting of the City Council of the City of Madera on the 20th day of May, 2026, and was passed and adopted at a regular meeting of the City Council on the 17th day of June, 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_________________________________
Hon. Cecelia Gallegos, Mayor
ATTEST: APPROVED AS TO FORM:
_________________________________ ___________________________________ Alicia Gonzales, City Clerk Shannon Chaffin, City Attorney Exhibit “A” REZ 2026-01 Existing and Proposed Official Zoning Maps Exhibit “A”
REZ 2026-01 Existing and Proposed Official Zoning Maps
Exhibit A.1
FROM {EXISTING):
l
TO {PROPOSED):
l
C1 (Light Commercial)
C2 (Heavy Commercial)
PD (Planned Development)
PF (Public Facilities)
PO (Professional Office)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2, 178 s.f. site area)
R3 (Residential, one unit/871 s.f. site area)
- RCO (Resource Conservation & Open Space)
0 U (Unclassified)
Legend
- C1 (Light Commercial)
- C2 (Heavy Commercial)
0 PD (Planned Development)
- PF (Public Facilities)
- PO (Professional Office)
0 R1 (Residential, one unit/6,000 s.f. site area)
0 R2 (Residential, one unit/2, 178 s.f. site area)
- R3 (Residential, one unit/871 s.f. site area)
- RCO (Resource Conservation & Open Space)
0 U (Unclassified)
FROM (EXISTING): TO (PROPOSED): Exhibit A.2
REZ 2026-01
REZ 2026-01
Legend
# C1 (Light Commercial)
# C2 (Heavy Commercial)
# HC (Highway Commercial)
0 I (Industrial
0 PD {Planned Development)
# PF (Public Facilities)
# PO (Professional Office)
0 R1 (Residential, one unit/6,000 s.f. site area)
0 R2 (Residential, one unit/2, 178 s.f. site area)
C1 (Light Commercial)
C2 (Heavy Commercial)
HC (Highway Commercial)
I {Industrial
PD {Planned Development)
PF (Public Facilities)
PO (Professional Office)
R1 (Residential, one unit/6,000 s.f. site area)
R2 (Residential, one unit/2,178 s.f. site area)

REPORT TO CITY COUNCIL
Approved by: Council Meeting of: May 20, 2026
_________________________________ Agenda Number: ___________ Will Tackett, Community Development Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Public Hearing Regarding Annexation No. 18 (Sienna Estates Subdivision) into Community Facilities District No. 2005-1 (Public Services) Under the Mello Roos Community Facilities Act of 1982 and Related Actions RECOMMENDATION:

Hold the public hearing and, after its close, take the following actions:

1. Adopt a Resolution of the City Council (Council) of the City of Madera, California, Authorizing Annexation of Territory (Annexation No. 18) to Community Facilities District No. 2005-1 (Public Services); Authorizing the Levy of a Special Tax; and Submitting the Levy of Tax to the Qualified Electors.

2. Adopt a Resolution of the Council of the City, Calling a Special Election and Submitting to the Voters of Annexation No. 18 of the City’s CFD 2005-01 Propositions Regarding the Annual Levy of Special Taxes within Annexation No. 18 to Finance Police Protection Services, Fire Protection and Suppression Services, Park Maintenance, and Storm Drainage System Operation and Maintenance Within the District.

Conduct the Election of the Qualified Electors of Annexation No. 18 and take the following actions:

3. Adopt a Resolution of the City Council of the City of Madera, California, Making Certain Findings, Declaring and Certifying the Results of a Special Election, and Adding the Territory Identified as Annexation No. 18 to Community Facilities District No. 2005-1 (Public Services).

SUMMARY:

At the regular meeting of the City Council held on April 15, 2026, the Council approved Resolution No. 26- 48, declaring the City’s intention to annex the proposed territory (as depicted on the boundary map attached thereto) into Community Facilities District No. 2005-1 (Public Services) (“CFD 2005-1”) and setting May 20, 2026 as the date to conduct a public hearing for Annexation No. 18 to the CFD. At the regularly scheduled meeting on May 20, 2026, after the closure of the public hearing, the Council has two A-2

RETURN TO AGENDA
resolutions to consider. The first resolution sets forth the Council’s approval to annex territory to CFD 2005-1 and to levy a special tax. The first resolution also identifies the need for the annexation election and refers to the annexation map showing the parcels to be annexed. The second resolution is for adoption by the Council after the results of the election are announced by the City Clerk. The second resolution also directs the filing of the Notice of Special Tax Lien against the annexed property to provide authority for the City to collect the special tax.

DISCUSSION:

On November 16, 2005, by Resolution No. 05-334, the City Council established CFD 2005-1, a Mello Roos Community Facilities District with the intention that future development within the City would annex into this district. The special taxes collected from the property owners within the district are used for the funding of police and fire protection services, storm drain infrastructure maintenance and operations, and park maintenance. Property owner assessments are paid as a component of the property tax collection process. As was originally envisioned with the establishment of the CFD, future residential projects not included in the initial formation process are required to go through an annexation process in order to be included in CFD 2005-1. Projects may be annexed one at a time, or in a group if they are ready at the same time.

The Sienna Estates Subdivision (a phased subdivision map) is prepared to proceed with the annexation process into CFD 2005-1. The Project includes the development of approximately 113 single family residential units comprised of a portion of Tract 05-S-09 (Phase I) and the entirety of Tract 22-S-01 (Phase II) and one Outlot (Outlot A of Tract 05-S-09, reserved for a City Well Site). The boundaries of the Project consist of the area within original Assessor’s Parcel Number’s (APN’s) 008-131-001 through -045, 008- 131-050 through -057, 008-132-021 through -047, 008-132-049, and 008-132-050 but the territory to be annexed into the CFD excludes APNs 008-131-046 through 049 and APNs 008-132-001 through 020, as depicted on Attachment 4.

Table 1: Project Overview
Project Name Owner Units Location
Sienna Estates
Phase Subdivision
Tarlton Properties, LLC,
Tarlton Las Vegas, LLC,
and
Tarlton Fresno, LLC
113
Northeast of the
Storey Road and East
Yosemite Avenue (State
Route 145) Intersection
As with all residential subdivisions, conditions of approval for the subdivision require annexation into CFD 2005-1 prior to recordation of the final subdivision map. This will comprise the 18th annexation (Attachment 5).

FINANCIAL IMPACT:

The 2026/2027 Fiscal Year CFD 2005-1 special tax for single-family residential development is not yet available. However, the 2025/2026 Fiscal Year CFD 2005-1 special tax for single-family residential development is $583.98 per dwelling unit. Based on this figure, the estimated annual revenue that will be received by the City (Fund 76650) for all 113 units in Annexation No. 18 will be $65,989.74. Assessment rates for CFD 2005-1 include an annual Consumer Price Index (“CPI”) adjustment; therefore, this amount will escalate over time. The process for annexation is funded by the developer and no General Fund monies are used for this effort.

ALTERNATIVES:

The City Council adopted Ordinance C.S. 792 on December 7, 2005, authorizing the levy of a Special Tax within CFD 2005-1 commencing in fiscal year 2006/2007 and each year thereafter. The Council could, at its discretion, consider alternative methods for funding the necessary services that are demanded by residential development and supported by CFD 2005-1. Amendment of the ordinance would be required.

ATTACHMENTS:

1. Resolution of Annexation
Exhibit A - Rate and Method of Apportionment
Exhibit B – Ballot

2. Resolution Calling for Election
Exhibit A – Ballot

3. Resolution of Results of Election
Exhibit A – Statement of Votes Cast
Exhibit B – Annexation Map
Exhibit C – List of Properties

4. Sienna Estates Phase 1 & 2 Subdivision Map

5. CFD 2005-1 Map
ATTACHMENT 1
Resolution of Annexation
Including:

Exhibit A – Rate and Method of Apportionment
Exhibit B – Ballot
RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA, AUTHORIZING THE ANNEXATION OF TERRITORY (ANNEXATION NO. 18) TO COMMUNITY FACILITIES DISTRICT NO. 2005-1 (PUBLIC SERVICES),

AUTHORIZING THE LEVY OF A SPECIAL TAX, AND SUBMITTING THE LEVY OF TAX

TO THE QUALIFIED ELECTORS
WHEREAS, this City Council (“Council”), on April 15, 2026, adopted Resolution No. 26-48, (hereafter referred to as the “Resolution of Intention”) stating its intention to annex territory to City of Madera Community Facilities District No. 2005-1 (Public Services) (hereafter referred to as “CFD No. 2005-1”), pursuant to the Mello-Roos Community Facilities Act of 1982, as amended (hereafter referred to as the “Act”); and
WHEREAS, a copy of the Resolution of Intention, which states the authorized services to be provided and financed by CFD No. 2005-1, and a description and map of the proposed boundaries of the territory to be annexed known as Sienna Estates Phase Subdivision (“Annexation No. 18”) to CFD No. 2005-1, is on file with the City Clerk and the provisions thereof are fully incorporated herein by this reference as if fully set forth herein. Annexation No. 18 will consist of 113 single family residential units and one outlot located northeast of the Storey Road and East Yosemite Avenue (State Route 145) intersection.

WHEREAS, on May 20, 2026, the Council held a noticed public hearing as required by the Act and the Resolution of Intention relative to the proposed annexation of territory to CFD No. 2005-1; and
WHEREAS, at said hearing all interested persons desiring to be heard on all matters pertaining to the annexation of territory to CFD No. 2005-1 and the levy of said special taxes within the area proposed to be annexed were heard and a full and fair hearing was held; and WHEREAS, prior to the time fixed for said hearing, written protests had not been filed against the proposed annexation of territory to CFD No. 2005-1 by (i) 50% or more of the registered voters, or six registered voters, whichever is more, residing in CFD No. 2005-1, or (ii) 50% or more of the registered voters, or six registered voters, whichever is more, residing in the territory proposed to be annexed to CFD No. 2005-1, or (iii) owners of one-half or more of the area of land in the territory proposed to be annexed to CFD No. 2005-1; and WHEREAS, a boundary map for Annexation No. 18 to CFD No. 2005-1 has been filed with the County Recorder of the County of Madera, which map shows the territory to be annexed in these proceedings, and a copy thereof is on file with the City Clerk.

NOW, THEREFORE, BE IT RESOLVED, determined and ordered by the City Council for the City of Madera as follows:

SECTION 1. The above recitals are all true and correct.

SECTION 2. All prior proceedings taken by this Council with respect to CFD No. 2005-1 and the proposed annexation of territory thereto have been duly considered and are hereby determined to be valid and in conformity with the Act.

SECTION 3. The description and map of the boundaries of the territory to be annexed to CFD No. 2005-1, on file with the City Clerk are hereby finally approved, are incorporated herein by reference, and shall be included within the boundaries of CFD No. 2005-1, and said territory is hereby annexed to CFD No. 2005-1, subject to voter approval of the levy of the special taxes therein as hereinafter provided.

SECTION 4. The services which CFD No. 2005-1 is authorized to finance are in addition to those provided in or required for the territory within CFD No. 2005-1 and the territory to be annexed to CFD No. 2005-1 and will not be replacing services already available. A general description of the services to be financed is as follows:

Police protection services and fire protection and suppression services, including but not limited to (i) the costs of contracting services, (ii) equipment, vehicles, ambulances and paramedics, fire apparatus, supplies, (iii) the salaries and benefits of City staff that directly provide police protection services and fire protection and suppression services and other services as defined herein, respectively, and (iv) City overhead costs associated with providing such services within the District. On each July 1 following the Base Year the increases attributed to salaries and benefits shall be calculated and limited to the increase based on the Annual Escalation Factor as provided in the Rate and Method of Apportionment of the Special Taxes. The Special Tax will finance Services that are in addition to those provided in or required for the territory within the District and will not be replacing services already available. The Special Tax provides only partial funding for police and fire services.

Park Maintenance of the City of Madera, including but not limited to, labor, material, administration, personnel, equipment, and utilities necessary to maintain park improvements within the District, including recreational facilities, trees, plant material, sod, irrigation systems, sidewalks, drainage facilities, weed control and other abatements, public restrooms, signs, monuments, and associated appurtenant facilities located within the District.

Storm drainage system maintenance and operations of the City of Madera, including but not limited to, labor, material, administration, personnel, equipment, and utilities necessary to maintain and operate the storm drainage system within the District.

SECTION 5. It is the intention of this legislative body that, except where funds are otherwise available, a special tax sufficient to pay for said services to be provided in CFD No. 2005-1 and the territory proposed to be annexed as part of Annexation No. 18, secured by recordation of a continuing lien against all non-exempt real property in Annexation No. 18, will be levied annually within the boundaries of Annexation No. 18 from and after the annexation of such property to CFD No. 2005-1. The special taxes shall be those as originally authorized through the formation of CFD No. 2005-1 and adopted by Ordinance of this legislative body, and no changes or modifications are proposed in the special taxes from those as originally set forth and made applicable to CFD No. 2005-1.

For particulars as to the rate and method of apportionment of the proposed special tax (the “RMA”), reference is made to the attached and incorporated Exhibit A which sets forth in sufficient detail the method of apportionment to allow each landowner or resident within the Annexation No. 18 to clearly estimate the maximum annual amount that said person will have to pay on said special tax.

SECTION 6. The provisions of the Resolution of Intention of the City each as heretofore adopted by this Council are by this reference incorporated herein, as if fully set forth herein. (a) Pursuant to the provisions of the Act, the proposition of the levy of the special tax within Annexation No. 18 shall be submitted to the voters within Annexation No. 18 at a special election called therefor as hereinafter provided.

This Council hereby finds that fewer than 12 persons have been registered to vote within Annexation No. 18 for each of the 90 days preceding the close of the hearing heretofore conducted and concluded by this Council for the purposes of these annexation proceedings. Accordingly, and pursuant to Section 53326 of the Act, this Council finds that for purposes of these proceedings the qualified electors are the landowners within Annexation No. 18 and that the vote shall be by said landowners, each having one vote for each acre or portion thereof such landowner owns in Annexation No. 18.
(b) Pursuant to Section 53326 of the Act, the election shall be conducted by mail ballot under section 1340 of the California Elections Code. The Council called a special election to consider the measures described and incorporated as Exhibit A which election will be conducted on May 20, 2026 (hereafter referred to as “Election Day”). The City Clerk is the election official to conduct the election and provided each landowner in the territory to be annexed to CFD No. 2005-1, a ballot in the form of Exhibit B, which form is hereby approved. The City Clerk has accepted the ballots of the qualified electors received prior to 6:00 p.m. on Election Day, whether received by mail or by personal delivery. (c) This Council hereby further finds that the provision of Section 53326 of the Act requiring a minimum of 90 days to elapse before said election is for the protection of voters, that the voters have waived such requirement and the date for the election hereinabove specified is established accordingly.

SECTION 7. This resolution is effective immediately.
* * * * *

EXHIBIT A

CITY OF MADERA
COMMUNITY FACILITIES DISTRICT 2005-1 (PUBLIC SERVICES)

RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
A Special Tax of Community Facilities District No. 2005-1 of the City of Madera (the “District”) shall be levied on all Assessor’s Parcels in the District and collected each Fiscal Year commencing Fiscal Year 2006-07 in an amount determined by the City through the application of the rate and method of apportionment of the Special Tax set forth below. All of the real property in the District, unless exempted by law or by the provisions hereof shall be taxed for the purposes, to the extent and in the manner herein provided.

A. DEFINITIONS
The terms hereinafter set forth have the following meanings:
“Acre or Acreage” means the land area of an Assessor’s Parcel as shown on an Assessor’s Parcel Map, or if the land area is not shown on an Assessor’s Parcel Map, the land area shown on the applicable final subdivision map, other final map, other parcel map, other condominium plan, or functionally equivalent map or instrument recorded in the Office of the County Recorder. The square footage of an Assessor’s Parcel is equal to the Acreage multiplied by 43,560. “Act” means the Mello-Roos Community Facilities Act of 1982, being Chapter 2.5, Part 1, Division 2 of Titles of the Government Code of the State of California, as amended, which authorizes the establishment of the District to finance: a) police protection services, and b) fire protection and suppression services, c) park maintenance, d) storm drainage system operation and maintenance and other services as defined herein including but not limited to ambulance and paramedic services. “Administrative Expenses” means the actual or estimated costs incurred by the City as administrator of the District to determine, levy and collect the Special Taxes, including the proportionate amount of the salaries and benefits of City employees whose duties are directly related to administration of the District and the fees of consultants, legal counsel, the costs of collecting installments of the Special Taxes upon the general tax rolls, preparation of required reports; and any other costs required to administer the District as determined by the City.
“Annual Escalation Factor” means the greater of the increase in the annual percentage change of the All Urban Consumers Consumer Price Index (CPI) or three percent (3%). The annual CPI used shall be for the area of San Francisco- Oakland-San Jose, CA as reflected in the then-current April update. The annual CPI used shall be as determined by the United States Department of Labor, Bureau of Labor Statistics, and may be obtained t1rou the California Division of Labor Statistics and Research (www.dir.ca.gov/dlsr). If the foregoing index is not available, the District Administrator shall select a reasonably comparable index.
“Assessor’s Parcel” means a lot or parcel shown in an Assessor’s Parcel Map with an assigned assessor’s parcel number.
“Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by assessor’s parcel number.
“Base Year” means Fiscal Year ending June 30, 2007.
“City” means the City of Madera.
“Council” means the City Council of the City of Madera, acting as the legislative body of the District. “County” means the County of Madera, California.
”Developed Multi-Family Residence” means all Assessor’s Parcels of Developed Property for which a building permit has been issued for purposes of constructing a residential structure consisting of two or more residential units that share common walls, including but not limited to, duplexes, triplexes, town homes, condominiums, and apartment units.
”Developed Property” means all Taxable Property, exclusive of Property Owner Association Property, Non-Residential Property, or Public Property, for which a building permit was issued after January 1, 2005, and prior to May 1st preceding the Fiscal Year in which the Special Tax is being levied.
”Developed Single-Family Residence” means all Assessor’s Parcels of Developed Property for which a building permit(s) has been issued for purposes of constructing one single-family residential dwelling unit.
“District Administrator” means an official of the City, or designee thereof responsible for determining the Special Tax Requirement and providing for the levy and collection of the Special Taxes. “District” means Community Facilities District No. 2005-1 of the City of Madera. “Entitled Property” means an Assessor’s Parcel and/or Lot in the District, which has a Final Map recorded prior to January 1st preceding the Fiscal Year in which the Special Tax is being levied, but for which no building permit has been issued prior to the May Pt preceding the Fiscal Year in which the Special Tax is being levied. The term “Entitled Property” shall apply only to Assessors’ Parcels and/or Lots, which have been subdivided for the purpose of residential development, excluding any Assessor’s Parcel that is designated as a remainder parcel determined by final documents and/or maps available to the District Administrator.
“Final Map” means an Assessor’s Parcel Map, a final subdivision map, other parcel map, other final map, other condominium plan, or functionally equivalent map that has been recorded in the Office of the County Recorder.
“Fiscal Year” means the period starting July 1 and ending on the following June 30. “Land Use Class” means any of the classes listed in Table 1. “Lot” means property within a recorded Final Map identified by a lot number for which a building permit has been issued or may be issued.
“Maximum Special Tax” means the maximum Special Tax, determined in accordance with Section C below that can be levied in the District in any Fiscal Year on any Assessor’s Parcel. “Non-Residential Property” means all Assessors’ Parcels for which a building permit(s) has been issued for a non-residential use and does not contain any residential units as defined under Developed Single Family Residence or Developed Multi-Family Residence. “Property Owner Association Property” means any property within the boundaries of the District that is owned by, or irrevocably dedicated as indicated in an instrument recorded with the County Recorder to a property owner association, including any master or sub- association. ”Proportionately” means in a manner such that the ratio of the actual Special Tax levy to the Maximum Special Tax is equal for all Assessor’s Parcels within each Land Use Class. “Public Property” means any property within the boundaries of the District that is, at the time of the District formation or at the time of an annexation, expected to be used for rights-of-way, parks, schools or any other public purpose and is owned by or irrevocably offered for dedication to the federal government, the State, the County, the City or any other public agency. “Service Costs” means the estimated and reasonable costs of providing police protection services and fire protection and suppression services, including but not limited to (i) the costs of contracting services, (ii) equipment, vehicles, ambulances and paramedics, fire apparatus, supplies, (iii) the salaries and benefits of City staff that directly provide police protection services and fire protection and suppression services and other services as defined herein, respectively, (iv) City overhead costs associated with providing such services within the District, (v) park maintenance, and (vi) storm drainage system operation and maintenance. On each July 1 following the Base Year, the increases attributed to salaries and benefits shall be calculated and limited to the increase based on the Annual Escalation Factor. The Special Tax will finance Services that are in addition to those provided in or required for the territory within the District and will not be replacing Services already available. The Special Tax provides only partial finding for police services, fire suppression and protection services, park maintenance, and storm drainage system operation and maintenance. ”Special Tax” means the Special Tax to be levied in each Fiscal Year on each Assessor’s Parcel of Taxable Property to find the Special Tax Requirement, and shall include Special Taxes levied or to be levied under Sections C and D, below.
”Special Tax Requirement” means that amount required in any Fiscal Year for the District to: (i) pay for Service Costs; (ii) pay reasonable Administrative Expenses; (iii) pay any amounts required to establish or replenish any reserve funds; and (iv) pay for reasonably anticipated delinquent Special Taxes based on the delinquency rate for Special Taxes levied in the previous Fiscal Year; less any surplus of funds available from the previous Fiscal Year’s Special Tax levy. “State” means the State of California.
”Property” means all of the Assessor’s Parcels within the boundaries of the District and any future annexation to the District that are not exempt from the Special Tax pursuant to law or as defined herein. ”Tax Exempt Property” means an Assessor’s Parcel not subject to the Special Tax. Tax- Exempt Property includes: (i) Public Property, (ii) Property Owner Association Property, (iii) Non-Residential Property, and (iv) property designated by the City or District Administrator as Tax-Exempt Property. ”Undeveloped Property” means, for each Fiscal Year, all Assessor’s Parcels of Taxable Property not classified as Developed Property or Entitled Property, including an Assessor’s Parcel that is designated as a remainder parcel and is not identified as potential Public Property by any final documents and/or maps available to the District Administrator means any separate residential dwelling unit in which a person or persons may live, which comprises an independent facility capable of conveyance separate from adjacent residential dwelling units and is not considered to be for commercial or industrial use.

B ASSIGNMENT TO LAND USE CATEGORIES
Each Fiscal Year using the definitions above, all Taxable Property within the District shall be classified as Developed Property, Entitled Property, or Undeveloped Property. Developed Property shall be further classified as Developed Single-Family Residence or Developed Multi-Family Residence.

Commencing with the Base Year and for each subsequent Fiscal Year, all Taxable Property shall be subject to Special Taxes pursuant to Sections C and D below.

C. MAXIMUM SPECIAL TAX RATE

1. DEVELOPED PROPERTY
TABLE 1

MAXIMUM SPECIAL TAX FOR DEVELOPED PROPERTY
COMMUNITY FACILITIES DISTRICT NO. 2005-1
Land Use Class Description Maximum Special
Tax Per Unit1
1 Developed Single-Family Residence $311 per unit
2 Developed Multi-Family Residence $285 per unit
1 Maximum Special Tax includes Administrative Expenses

2. ENTITLED PROPERTY
TABLE 2

MAXIMUM SPECIAL TAX FOR ENTITLED PROPERTY
COMMUNITY FACILITIES DISTRICT NO. 2005-1
Land Use Class Description Maximum Special Tax
Per Unit1
3 Entitled Property $166 per lot
1 Maximum Special Tax includes Administrative Expenses
On each July 1 following the Base Year (i.e., July 1, 2007), the Maximum Special Tax Rates in Table 1 and Table 2 shall be increased in accordance with the Annual Escalation Factor.

3. UNDEVELOPED PROPERTY
No Special Tax shall be levied on Undeveloped Property.

4. TAX-EXEMPT PROPERTY
No Special Tax shall be levied on Tax-Exempt Property.

5. MULTIPLE LAND USE CLASSES
In some instances, an Assessor’s Parcel may contain more than one Land Use Class. The Maximum Special Tax levied on an Assessor’s Parcel shall be the sum of the Maximum Special Tax levies that can be imposed on all Land Use Classes located on that Assessor’s Parcel.

D. METHOD OF APPORTIONMENT OF SPECIAL TAXES
Commencing with Fiscal Year 2006-07, and for each subsequent Fiscal Year, the District Administrator shall calculate the Special Tax Requirement based on the definitions in Section A and levy the Special Tax as follows until the amount of the Special Tax levied equals the Special Tax Requirement. First, the Special Tax shall be levied each Fiscal Year on each Assessor’s Parcel of Developed Property Proportionately between Developed Single- Family Residence and Developed Multi- Family Residence up to 100% of the applicable Maximum Special Tax. Second, if the Special Tax Requirement has not been satisfied by the first step, then the Special Tax shall be levied each Fiscal Year on each Assessor’s Parcel of Entitled Property up to 100% of the applicable Maximum Special Tax for Entitled Property.

E. APPEALS
Any taxpayer that believes that the amount of the Special Tax assigned to an Assessor’s Parcel is in error may file a written notice with the District Administrator appealing the levy of the Special Tax. This notice is required to be filed with the District Administrator during the Fiscal Year the error is believed to have occurred. The District Administrator or designee will then promptly review the appeal and, if necessary, meet with the taxpayer. If the District Administrator verifies that the tax should be changed, the Special Tax levy shall be corrected and, if applicable in any case, a refund shall be granted.

F. EXEMPTIONS
No Special Tax shall be levied on Non-Residential Property, Undeveloped Property, Property Owner Association Property or Public Property.

G. MANNER OF COLLECTION
Special Tax as levied pursuant to Section D above shall be collected in the same manner and at the same time as ordinary ad valorem property taxes; provided, however, that the District Administrator may directly bill the Special Tax, may collect Special Taxes at a different time or in a different manner if necessary to meet the financial obligations of the District or as otherwise determined appropriate by the District Administrator.

H. TERM OF SPECIAL TAX
After the establishment of the District, the City Council may reexamine, if deemed necessary by City Council, the necessity of the continuance of the Special Tax through the preparation of a Fiscal Impact Analysis, otherwise the Special Tax shall be levied in perpetuity.

EXHIBIT B
City of Madera
Community Facilities District No. 2005-1, (Public Services), Annexation No. 18

OFFICIAL BALLOT

SPECIAL TAX ANNEXATION ELECTION
This ballot is for the special landowner election. You must return this ballot in the enclosed envelope to the office of the City Clerk of the City of Madera no later than 6:00 o’clock p.m. on Wednesday, May 20, 2026 either by mail or in person. The City Clerk’s office is located at City Hall, 205 W. Fourth Street, Madera, California 93637.

To vote, mark in the voting square after the word “YES” or after the word “NO”. For a list of acceptable marks, please refer to the back of this ballot.

If you wrongly mark, tear, or deface this ballot, return it to the City Clerk of the City of Madera and obtain another.

BALLOT MEASURE: Shall the City of Madera, by and for its Community Facilities District No. 2005-1 (Public Services) (the “CFD”), be authorized to levy special taxes within the territory annexed to the CFD pursuant to and as described in the Resolution of Intention of the City of Madera adopted by its Council on April 15, 2026?
YES:

NO:

By execution in the space provided below, you also confirm your waiver of the time limit pertaining to the conduct of the election and any requirement for notice of election and analysis and arguments with respect to the ballot measure, as such waivers are described and permitted by Section 53326 (a) and 53327 (b) of the California Government Code.

Acres Owned Within Territory Annexed:

Number of Votes:

Property Owner:

Property Owner/Authorized Representative Signature: ________________________ ATTACHMENT 2
Resolution of Results of Election
Including:

Exhibit A – Ballot
RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA,

CALLING A SPECIAL ELECTION AND SUBMITTING TO THE VOTERS OF ANNEXATION NO. 18 OF CITY OF MADERA COMMUNITY FACILITIES DISTRICT NO. 2005-1 (PUBLIC SERVICES) THE PROPOSITION REGARDING THE ANNUAL LEVY OF SPECIAL TAXES WITHIN ANNEXATION NO. 18 TO FINANCE POLICE

PROTECTION SERVICES, FIRE PROTECTION AND SUPPRESSION SERVICES, PARK

MAINTENANCE, AND STORM DRAINAGE SYSTEM OPERATION AND

MAINTENANCE WITHIN THE DISTRICT
WHEREAS, pursuant to Section 53325.1 of the California Government Code the City Council (the “City Council”) of the City of Madera (hereafter referred to as the “City”) has adopted the resolution authorizing the annexation of territory known as Sienna Estates Phase Subdivision (“Annexation No. 18”) to City of Madera Community Facilities District No. 2005-1, County of Madera, State of California (hereafter referred to as “CFD No. 2005-1”). Annexation No. 18 will consist of 113 single family residential units and one outlot located northeast of the Storey Road and East Yosemite Avenue (State Route 145) intersection; and WHEREAS, by that resolution, the City Council called a special election on the propositions to be submitted to the voters of the territory proposed to be annexed to CFD No. 2005-1 with respect to the levy of special taxes therein for the financing of police protection services, fire protection and suppression services, park maintenance, and storm drainage system operation and maintenance within CFD No. 2005-1; and
WHEREAS, pursuant to Section 53326 of the California Government Code, it is necessary that the City Council submit to the voters of Annexation No. 18 the annual levy of special taxes on taxable property within Annexation No. 18; and
WHEREAS, the Community Development Director has advised the City Council that the property owners of the subject parcels have reported to the City staff that all of the subject parcels are uninhabited with no voters registered at the subject parcel. City Staff has personally visited the sites and found that there are no occupied dwellings on the subject parcels. Staff has advised the City Council that the annexation area qualifies as uninhabited as there are less than 12 persons registered to vote within Annexation No. 18; NOW, THEREFORE, BE IT RESOLVED, determined, and ordered by the City Council for the City of Madera Community Facilities District No. 2005-1, Annexation No. 18 as follows:

SECTION 1. The City Council finds that: (i) the foregoing recitals are true and correct; (ii) 12 persons have not been registered to vote within the territory to be annexed to CFD No. 2005-1 for each of the 90 days preceding the close of the public hearing on May 20, 2026 (iii) pursuant to Section 53326 of the California Government Code, as a result of the findings set forth in clause (ii) above, the vote in the special election called by this resolution shall be by the landowners of the territory to be annexed to CFD No. 2005-1, whose property would be subject to the special taxes if they were levied at the time of the election, and each landowner shall have one vote for each acre, or portion thereof, which he or she owns within Annexation No. 18 which would be subject to the proposed special taxes if they were levied at the time of the election; (iv) the owners of all of the land in Annexation No. 18 by written consent (a) waived the time limits set forth in Section 53326 of the California Government Code for holding the election called by this resolution and the election on the propositions, (b) consented to the holding of the election on May 20, 2026, (c) waived notice and mailed notice of the time and date of the election, (d) waived an impartial analysis by the City Attorney of the ballot propositions pursuant to Section 9280 of the California Elections Code and arguments and rebuttals pursuant to Sections 9281 to 9287, inclusive, and 9295 of that Code, and mailing of a statement pursuant to Section 9401 of that Code, and (e) waived a synopsis of the measures to be included in the official ballot for said elections pursuant to Section 12111 of that Code; and (v) the City Clerk (hereafter referred to as the “City Clerk”) has consented to the holding of the election on May 20, 2026.

SECTION 2. The City Council hereby calls and schedules a special election for May 20, 2026, on the proposition of the annual levy of special taxes on taxable property within Annexation No. 18 to CFD No. 2005-1 to finance police protection services, fire protection and suppression services, park maintenance, and storm drainage system operation and maintenance within Annexation No. 18 to CFD No. 2005-1.

SECTION 3. The proposition to be submitted to the voters of Annexation No. 18 at such special election shall be as follows:

Shall the City of Madera, by and for its Community Facilities District No. 2005-1 (Public Services) (the “CFD”), be authorized to levy special taxes within the territory annexed to the CFD pursuant to and as described in the Resolution of Intention of the City of Madera adopted by its Council on April 15, 2026.

SECTION 4. Except as otherwise provided in Section 6 hereof, the special election shall be conducted by the City Clerk in accordance with the provisions of the California Elections Code governing mail ballot elections of cities, and in particular the provisions of Division 4 (commencing with Section 4000), of that Code, insofar as they may be applicable.

SECTION 5. The procedures to be followed in conducting the special election on the proposition with respect to the levy of special taxes on taxable property within Annexation No. 18 to CFD No. 2005-1 to pay for police protection services, fire protection and suppression services, park maintenance, and storm drainage system operation and maintenance within the District:
(a) Pursuant to Section 53326 of the California Government Code, ballots for the Special Election shall be distributed to the qualified electors by the City Clerk by mail or by personal service.
(b) Pursuant to applicable sections of the California Elections Code governing the conduct of mail ballot elections of cities, and in particular Division 4 (commencing with Section 4000) of that Code with respect to election conducted by mail, the City Clerk, or designated official shall mail or deliver to each qualified elector an official ballot in the appropriate form attached hereto as Exhibit A and shall also mail or deliver to all such qualified electors a ballot pamphlet and instructions to voter, a return identification envelope addressed to the City Clerk for the return of voted official ballots.
(c) The official ballot to be mailed or delivered by the City Clerk to each landowner-voter shall have printed or typed thereon the name of the landownervoter and the number of votes to be voted by the landowner-voter and shall have appended to it a certification to be signed by the person voting the official ballot which shall certify that the person signing the certification is the person who voted the official ballot, and if the landowner-voter is other than a natural person, that he or she is an officer of or other person affiliated with the landowner-voter entitled to vote such official ballot, that he or she has been authorized to vote such official ballot on behalf of the landowner-voter, that in voting such official ballot it was his or her intent, as well as the intent of the landowner-voter, to vote all votes to which the landowner-voter is entitled based on its land ownership on the propositions set forth in the official ballot as marked thereon in the voting square opposite each such proposition, and further certifying as to the acreage of the landowner-voter’s land ownership within Annexation No. 18 to CFD No. 2005-1.
(d) The return identification envelope mailed or delivered by the City Clerk to each landowner-voter shall have printed or typed thereon the following: (i) the name of the landowner, (ii) the address of the landowner, (iii) a declaration under penalty of perjury stating that the voter is the landowner or the authorized representative of the landowner entitled to vote the enclosed ballot and is the person whose name appears on the identification envelope, (iv) the printed name and signature of the voter, (v) the address of the voter, (vi) the date of signing and place of execution of the declaration, and (vii) a notice that the envelope contains an official ballot and is to be opened only by the City Clerk. (e) The information to voter form to be delivered by the City Clerk to the landowner-voters shall inform them that the official ballots shall be returned to the City Clerk properly voted as provided thereon and with the certification appended thereto properly completed and signed in the sealed return identification envelope with the certification thereon completed and signed and all other information to be inserted thereon properly inserted by 6:00 p.m. on the 20th day of May 2026 provided that if all qualified electors have voted, the elections shall be closed with the concurrence of the City Clerk. (f) Upon receipt of the return identification envelopes, which are returned prior to the voting deadline on the date of the elections, the City Clerk shall canvass the votes cast in the election and shall file a statement with the City Council as to the results of such canvass and the election on each proposition set forth in the official ballot.

SECTION 6. This resolution is effective immediately.
* * * * *

EXHIBIT A
City of Madera
Community Facilities District No. 2005-1, (Public Services), Annexation No. 18

OFFICIAL BALLOT

To vote, mark in the voting square after the word “YES” or after the word “NO”. For a list of acceptable marks, please refer to the back of this ballot.

If you wrongly mark, tear, or deface this ballot, return it to the City Clerk of the City of Madera and obtain another.

NO:

Acres Owned Within Territory Annexed:

Number of Votes:

Property Owner:

Property Owner/Authorized Representative Signature: ________________________ ATTACHMENT 3
Resolution of Results of Election
Including:

Exhibit A – Statement of Votes Cast
Exhibit B – Annexation Map
Exhibit C – List of Properties
RESOLUTION NO. ____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA, CALIFORNIA,

MAKING CERTAIN FINDINGS, DECLARING AND CERTIFYING THE RESULTS OF A

SPECIAL ELECTION AND ADDING THE TERRITORY IDENTIFIED AS ANNEXATION NO. 18 TO COMMUNITY FACILITIES DISTRICT NO. 2005-1 (PUBLIC SERVICES)
WHEREAS, the City Council of the City of Madera (the "City Council"), has previously formed a Community Facilities District pursuant to the provisions of the "Mello-Roos Community Facilities Act of 1982", being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California, said Article 3.5 thereof. The existing Community Facilities District being designated as Community Facilities District No. 2005-1 (Public Services) (hereafter referred to as “CFD No. 2005-1”); and
WHEREAS, the City Council initiated proceedings to annex certain territory known as the Sienna Estates Subdivision (“Annexation No. 18”) to Community Facilities District No. 2005-1 (Public Services). Annexation No. 18 will consist of 113 single family residential units and one outlot located northeast of the Storey Road and East Yosemite Avenue (State Route 145) intersection; and
WHEREAS, at this time the unanimous consent to the annexation of Annexation No. 18 has been received from the property owner or owners of such territory; and WHEREAS, twelve (12) or more registered voters have not resided within the territory of Annexation No. 18 for each of the ninety (90) days preceding May 20, 2026, therefore, pursuant to the Act the qualified electors of Annexation No. 18 shall be the "landowners" of Annexation No. 18 as such term is defined in Government Code Section 53317(f), and each such landowner who is the owner of record, or the authorized representative thereof, shall have one vote for each acre or portion of an acre of land that she or he owns within Annexation No. 18; and WHEREAS, the time limit specified by the Act for conducting an election to submit the levy of the special taxes on the property within Annexation No. 18 to the qualified electors of Annexation No. 18 and the requirements for impartial analysis and ballot arguments have been waived with the unanimous consent of the qualified electors of Annexation No. 18; and WHEREAS, the City Clerk of the City of Madera has caused ballots to be distributed to the qualified electors of Annexation No. 18, has received, and canvassed such ballots and made a report to the City Council regarding the results of such canvas, a copy of which is attached as Exhibit A hereto and incorporated herein by this reference; and WHEREAS, at this time the measures voted upon did receive the favorable two-thirds vote of the qualified electors, and the City Council desires to declare the results of the election; and
WHEREAS, a map showing the territory to be annexed and designated as Annexation No. 18 (hereafter referred to as the "Annexation Map"), a copy of which is attached as Exhibit B hereto and incorporated herein by this reference, and a list of Assessor Parcel Numbers and landowners, a copy of which is attached as Exhibit C hereto and incorporated herein by this reference, has been submitted to the City Council.

NOW, THEREFORE, BE IT RESOLVED, determined and ordered by the City Council for the City of Madera Community Facilities District No. 2005-1 (Public Services), Annexation No. 18 as follows:

SECTION 1. The above recitals are all true and correct.

SECTION 2. This City Council does hereby determine as follows:
(a) The unanimous consent to the annexation of Annexation No. 18 to CFD No. 2005-1 has been given by all of the owners within Annexation No. 18, and such consent shall be kept on file in the Office of the City Clerk. (b) Twelve (12) or more registered voters have not resided within the territory of Annexation No. 18 for each of the ninety (90) days preceding May 20, 2026 therefore, pursuant to the Act the qualified electors of Annexation No. 18 shall be the "landowners" of such Annexation No. 18 as such term is defined in Government Code Section 53317(f).
(c) The qualified electors of Annexation No. 18 have voted in favor of the levy of special taxes within Annexation No. 18 upon its annexation to CFD No. 2005-1.

SECTION 3. The boundaries and parcels of territory within Annexation No. 18 and on which special taxes will be levied in order to pay for the costs and expenses of authorized public services are shown on the Annexation Map as submitted to and hereby approved by this City Council.

SECTION 4. The City Council does hereby determine and declare that Annexation No. 18 is now added to and becomes a part of CFD No. 2005-1. The City Council, acting as the legislative body of CFD No. 2005-1, is hereby empowered to levy the authorized special tax within Annexation No. 18.

SECTION 5. Immediately upon adoption of this Resolution, notice shall be given as follows:

An Amendment No. 18 to the Amended Notice of Special Tax Lien shall be recorded in the Office of the County Recorder no later than fifteen (15) days after the date of adoption of this Resolution.

SECTION 6. This resolution is effective immediately.
* * * * *

EXHIBIT A
Certificate of Election Official and Statement of Votes Cast

STATE OF CALIFORNIA )
COUNTY OF MADERA ) ss.

CITY OF MADERA )
The undersigned, ELECTION OFFICIAL OF THE CITY OF MADERA, COUNTY OF MADERA, STATE OF CALIFORNIA, DOES HEREBY CERTIFY that pursuant to the provisions of Section 53326 of the Government Code and Division 12, commencing with Section 17000 of the Elections Code of the State of California, I did canvass the returns of the votes cast at the

CITY OF MADERA
COMMUNITY FACILITIES DISTRICT NO. 2005-1
(PUBLIC SERVICES)
ANNEXATION NO. 18

SPECIAL ELECTION
held in the City of Madera, on May 20, 2026.

I FURTHER CERTIFY that this Statement of Votes Cast shows the whole number of votes cast in the area proposed to be annexed, Annexation No. 18 to Community Facilities District No. 2005-1 (Public Services) of the City of Madera for or against the Measure are full, true and correct.

VOTES CASTED: YES________
NO ________
WITNESS my hand this _____ day of _______________, 2026

EXHIBIT B

EXHIBIT C
List of Assessor Parcel Numbers and Landowners
APN Landowner
008-131-001 Tarlton Properties, LLC
008-131-002 Tarlton Properties, LLC
008-131-003 Tarlton Properties, LLC
008-131-004 Tarlton Properties, LLC
008-131-005 Tarlton Properties, LLC
008-131-006 Tarlton Properties, LLC
008-131-007 Tarlton Properties, LLC
008-131-008 Tarlton Properties, LLC
008-131-009 Tarlton Properties, LLC
008-131-010 Tarlton Properties, LLC
008-131-011 Tarlton Properties, LLC
008-131-012 Tarlton Properties, LLC
008-131-013 Tarlton Properties, LLC
008-131-014 Tarlton Properties, LLC
008-131-015 Tarlton Properties, LLC
008-131-016 Tarlton Properties, LLC
008-131-017 Tarlton Properties, LLC
008-131-018 Tarlton Properties, LLC
008-131-019 Tarlton Properties, LLC
008-131-020 Tarlton Properties, LLC
008-131-021 Tarlton Properties, LLC
008-131-022 Tarlton Properties, LLC
008-131-023 Tarlton Properties, LLC
008-131-024 Tarlton Properties, LLC
008-131-025 Tarlton Properties, LLC
008-131-026 Tarlton Properties, LLC
008-131-027 Tarlton Properties, LLC
008-131-028 Tarlton Properties, LLC
008-131-029 Tarlton Properties, LLC
008-131-030 Tarlton Properties, LLC
008-131-031 Tarlton Las Vegas, LLC
008-131-032 Tarlton Las Vegas, LLC
008-131-033 Tarlton Las Vegas, LLC
008-131-034 Tarlton Fresno, LLC
008-131-035 Tarlton Fresno, LLC
008-131-036 Tarlton Fresno, LLC
008-131-037 Tarlton Properties, LLC
008-131-038 Tarlton Properties, LLC
008-131-039 Tarlton Properties, LLC
008-131-040 Tarlton Properties, LLC
008-131-041 Tarlton Properties, LLC
008-131-042 Tarlton Properties, LLC
008
-131-043 Tarlton Properties, LLC
008-131-044 Tarlton Properties, LLC
008-131-045 Tarlton Properties, LLC
008-131-050 Tarlton Fresno, LLC
008-131-051 Tarlton Fresno, LLC
008-131-052 Tarlton Fresno, LLC
008-131-053 Tarlton Fresno, LLC
008-131-054 Tarlton Fresno, LLC
008-131-055 Tarlton Fresno, LLC
008-131-056 Tarlton Fresno, LLC
008-131-057 Tarlton Fresno, LLC
008-132-021 Tarlton Properties, LLC
008-132-022 Tarlton Properties, LLC
008-132-023 Tarlton Properties, LLC
008-132-024 Tarlton Properties, LLC
008-132-025 Tarlton Properties, LLC
008-132-026 Tarlton Properties, LLC
008-132-027 Tarlton Properties, LLC
008-132-028 Tarlton Properties, LLC
008-132-029 Tarlton Properties, LLC
008-132-030 Tarlton Properties, LLC
008-132-031 Tarlton Las Vegas, LLC
008-132-032 Tarlton Las Vegas, LLC
008-132-033 Tarlton Las Vegas, LLC
008-132-034 Tarlton Las Vegas, LLC
008-132-035 Tarlton Las Vegas, LLC
008-132-036 Tarlton Las Vegas, LLC
008-132-037 Tarlton Las Vegas, LLC
008-132-038 Tarlton Las Vegas, LLC
008-132-039 Tarlton Las Vegas, LLC
008-132-040 Tarlton Fresno, LLC
008-132-041 Tarlton Fresno, LLC
008-132-042 Tarlton Fresno, LLC
008-132-043 Tarlton Fresno, LLC
008-132-044 Tarlton Fresno, LLC
008-132-045 Tarlton Fresno, LLC
008-132-046 Tarlton Fresno, LLC
008-132-047 Tarlton Fresno, LLC
008-132-049 Tarlton Properties, LLC
008-132-050 Tarlton Properties, LLC
ATTACHMENT 4
Sienna Estates Phase 1 & 2 Subdivision Maps
Attachment 4(a) Attachment 2(a)
Attachment 4(b) Attachment 2(b)
NOT A PART NOT A PART Attachment 4(c) Attachment 2(c)
Attachment 4(d) Attachment 2(d)
"Building a World!"
PLS 8026

PROFESSIONAL LAND SURVEYOR

STATE OF CAL I FORN I A

RUBEN APARICIO
I I I
Attachment 4(e) Attachment 2(e)
"Building a World!"
Attachment 2(f) Attachment 4(f)
"Building a World!"
Attachment 2(g) Attachment 4(g)
ATTACHMENT 5
CFD 2005-1 Map
ATTACHMENT 5 – CFD 2005-1 Map
ATTACHMENT 5
CFD 2005-1 Map

City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 1 of 7
Minutes of a Regular Meeting of the Madera City Council Wednesday, May 6, 2026 Council Chambers
6:00 p.m. City Hall
The Madera City Council meetings are open to the public. The meeting was available for public viewing and participation through Zoom. Members of the public were able to observe the live-streamed meeting on the City’s website and were able to comment on agenda items at the meeting, remotely through an electronic meeting via phone, via email and by regular mail.

CALL TO ORDER: Meeting was called to order at 6:00 p.m.

ROLL CALL:

Present: Mayor Cece Gallegos
Mayor Pro Tem Rohi Zacharia, District 1
Councilmember Jose Rodriguez, District 2
Councilmember Steve Montes, District 3
Councilmember Anita Evans, District 4
Councilmember Artemio Villegas, District 6

Absent: Councilmember Elsa Mejia, District 5
(Councilmember Mejia joined the meeting under Gov. Code 54953.8.3, however due to technical difficulties, consistent visual display per Gov. Code was not possible. Councilmember Mejia left the meeting at 6:08 p.m.) Others present were City Manager Arnoldo Rodriguez, City Clerk Alicia Gonzales, City Attorney Shannon L. Chaffin, City Engineer Keith Helmuth, Community Development Director Will Tackett, Director of Financial Services Michael Lima, Division Fire Chief Larry Pendarvis, Director of Human Resources Wendy Silva, Network Administrator Jeffrey Neri, Director of Parks and Community Services Joseph Hebert, Planning Manager David Brletic, Chief of Police Giachino Chiaramonte, Public Works Director Harpiar Gandhi, Senior Civil Engineer Steve Bettencourt, Administrative Analyst I (Engineering) Nicole Say, and Communication Specialist Joseph Carrello.

INVOCATION: Pastor Sam Alvarado, III, Grace Point Ministry PLEDGE OF ALLEGIANCE: Mayor Pro Tem Zacharia
Mayor Gallegos requested a moment of silence in honor of former Mayor Santos Garcia and Board Supervisor Max Rodriguez, in remembrance of their passing.

A short recess was called due to technical difficulties affecting the consistent visual display of Councilmember Mejia, as required by government code. Councilmember Mejia subsequently left the meeting so the meeting could continue.

APPROVAL OF AGENDA:

ON MOTION BY COUNCIMEMBER EVANS AND SECONDED BY COUNCILMEMBER VILLEGAS, THE AGENDA MOVING ITEM F. COUNCILMEMBER REPORTS BEFORE PUBLIC COMMENT, AND CONTINUING Item: B-1
Minutes for: 05/06/2026
Adopted: 05/20/2026

RETURN TO AGENDA
City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 2 of 7
PRESENTATIONS, AND ITEMS E-1 & E-2 TO THE MAY 20TH COUNCIL MEETING WAS APPROVED BY A 6/0 VOTE. ABSENT: COUNCILMEMBER MEJIA.

PRESENTATIONS:

1. Proclamation Recognizing Letter Carriers’ Stamp Out Hunger Food Drive

2. Proclamation Recognizing Relay for Life

3. Proclamation Recognizing Public Service Week

4. Proclamation Recognizing International Firefighters Day

5. Proclamation Recognizing National Police Week

6. Proclamation Recognizing National Foster Care Awareness Month

7. Presentation of Madera Unified School District’s OPTIONS Program This item was continued to the May 20, 2026 Council meeting.

PUBLIC COMMENT:

The first 15 minutes of the meeting are reserved for members of the public to address the Council on items which are within the subject matter jurisdiction of the Council. The Council is prohibited by law from taking any action on matters discussed that are not on the agenda, and no adverse conclusions should be drawn if the Council does not respond to public comment at this time.

Anthony Forestiere expressed his condolences on the passing of former Mayor Santos Garcia and Board Supervisor Max Rodriguez. Mr. Forestiere asked for Council support in his candidacy for Auditor Controller of Madera County.

Monica Ramirez, Executive Director of First 5 Madera County and Family Resource Center, presented Council with a thank-you card to honor Council’s hard work.

Monica Bravo, CEO of Latinos Madera Group expressed their condolences on the passing of former Mayor Santos Garcia and Board Supervisor Max Rodriguez.

City Clerk Alicia Gonzales stated that written Public Comment was submitted by Josh Hylden. A copy of the comment was distributed to Council and extra copies are available at the podium.

City Clerk Alicia Gonzales read written Public Comment submitted by Gabriella Khatchadourian.

I’m reaching out regarding the maintenance in the area behind Parkwood Elementary. Where can we locate a calendar when maintenance is completed in this area, New Parkwood Valencia? My next question is if there are resources available for residents to cover some of the medical expenses? I only ask because some concerns have been brought up that residents have been discouraged to use the hospital because they are being told there is no fee waivers that Madera offers.

No further Public Comment was presented. Public Comment was closed.

A. PUBLIC HEARINGS:

A-1 Consideration of Ordinance Text Amendment (OTA) 2026-01, for the Amendment of Chapter 3 of Title X: Planning and Zoning of the City Municipal Code regarding a Commercial Color Palette and the Establishment of Exterior Paint Color Standards for Construction of New Buildings and Repainting Existing Buildings, within the Commercial Zone Districts City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 3 of 7
Recommendation: The Planning Commission and staff recommend the City Council conduct a public hearing and take action as follows:

1. Waive full reading and introduce by title only an Ordinance of the City Council of the City of Madera determining the project is exempt pursuant to Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines and amending Chapter 3 of Title X:

Planning and Zoning of the City Municipal Code (CMC) regarding Exterior Colors in Commercial Zone Districts (Report by Will Tackett)

ON MOTION BY COUNCILMEMBER EVANS AND SECONDED BY COUNCILMEMBER VILLEGAS, ITEM A-1 WAS APPROVED BY A 6/0 VOTE. ABSENT: COUNCILMEMBER MEJIA.

INTRO ORD AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MADERA

DETERMINING THE PROJECT IS EXEMPT PURSUANT TO SECTION
15061(B)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) GUIDELINES AND AMENDING CHAPTER 3 OF TITLE X: PLANNING AND

ZONING OF THE CITY MUNICIPAL CODE (CMC) REGARDING EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS.

B. CONSENT CALENDAR:

Matters listed under the Consent Calendar are considered routine and will be enacted by one motion and one vote.

ON MOTION BY COUNCILMEMBER MONTES AND SECONDED BY COUNCILMEMBER RODRIGUEZ, THE CONSENT CALENDAR WAS APPROVED BY A 6/0 VOTE. ABSENT:

COUNCILMEMBER MEJIA.

B-1 Minutes – April 15, 2026
Recommendation: Approve the City Council Minutes of April 15, 2026 (Report by Alicia Gonzales)
B-2 Informational Report on Register of Audited Demands Recommendation: Review Register of Audited Demands Report for April 4 to April 24, 2026 (Report by Michael Lima)
B-3 Second Reading and Adoption of Ordinance Amending the City’s Municipal Code Relating to Fireworks
Recommendation: Waive full reading and adopt by title only an Ordinance of the City Council of the City of Madera repealing chapters 13 and 13B of Title III, and adopting a new chapter 13 of Title III entitled “Regulation of Fireworks”(Report by Giachino Chiaramonte)
ORD 1020 C.S. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MADERA REPEALING CHAPTERS 13 AND CHAPTER 13B OF TITLE III, AND ADOPTING A NEW CHAPTER 13 OF TITLE III ENTITLED “REGULATION OF FIREWORKS” B-4 Reciprocal Easement Agreement with Covenants, Conditions, and Restrictions, Parcel Map No. 25-P-04 (Tentative Parcel Map No. 2025-05)
Recommendation: 1. Adopt a Resolution of the City Council of the City of Madera Approving the City of Madera as Covenantor to the Reciprocal City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 4 of 7
Easement Agreement with Covenants, Conditions, and Restrictions, Parcel Map No. 25-P-04 (Tentative Parcel Map No. 2025-05) (Report by Will Tackett)
RES 26-66 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA

APPROVING THE CITY OF MADERA AS COVENANTOR TO THE RECIPROCAL

EASEMENT AGREEMENT WITH COVENANTS, CONDITIONS, AND
RESTRICTIONS, PARCEL MAP NO. 25-P-04 (TENTATIVE PARCEL MAP NO. 2025-05)
B-5 Fleet Mechanics Electric Vehicle Training and Grant Application Recommendation: Adopt a Resolution approving an agreement with Advanced Automotive Training for Electrical Vehicle Maintenance Training and submittal of an application to the San Joaquin Valley Air Pollution Control District for reimbursement for above training through the Remove II Program (Report by Michael Lima)
RES 26-67 RESOLUTION APPROVING AN AGREEMENT WITH ADVANCED

AUTOMOTIVE TRAINING FOR ELECTRICAL VEHICLE MAINTENANCE

TRAINING AND SUBMITTAL OF AN APPLICATION TO THE SAN JOAQUIN

VALLEY AIR POLUTION CONTROL DISTRICT FOR REIMBURSEMENT FOR

THIS TRAINING THROUGH THE REMOVE II PROGRAM
B-6 Proclamation Recognizing World No Tobacco Day
Recommendation: Adopt a Minute Order for a Proclamation Recognizing World No Tobacco Day (Report by Alicia Gonzales)
B-7 Addition of One (1) Deputy City Engineer Position to the Engineering Department Recommendation: Adopt a resolution approving the addition of one (1) Deputy City Engineer position to the Engineering Department (Report by Wendy Silva) RES 26-68 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA

APPROVING THE ADDITION OF ONE DEPUTY CITY ENGINEER POSITION TO

THE ENGINEERING DEPARTMENT
C. WORKSHOP: None
D. PETITIONS, BIDS, RESOLUTIONS, ORDINANCES, AND AGREEMENTS:

D-1 Landscape and Lighting Assessment District Zones of Benefit: Engineer’s Report and Intention to Levy and Collect Annual Assessment for City Wide Landscape and Lighting Assessment District Zones of Benefit for Fiscal Year 2026/2027
Recommendation: 1. Adopt Resolution Ordering The City Engineer To File A Report With Regard To City Wide Landscape And Lighting Assessment District Zones of Benefit 1, 2, 3, 4, 6-A, 6-B, 7, 8, 9, 10-A, 10-B, 10-C, 10-D, 10- E, 10-F, 10-G, 10-H,10-I, 12, 13, 14, 15, 15-B, 15-C, 16, 17-A, 17-B, 17- C, 17-D, 18, 20-A, 20-B, 20-C, 21-A, 21-B, 21-C, 21-D, 23, 24, 25-C, 25- D, 26, 26-B, 26-C,26-D, 27, 27-B, 28, 28-B, 29, 29-B, 29-C, 29-D, 29-E, 30, 31-A, 31-B, 32-A, 32-B, 33, 34, 34-B, 34-C, 35, 36-A, 36-B, 36-C, 37, 39, 40, 41, 43-A, 43-C, 43-D, 43-E, 44, 45-A, 46, 50 & 51 For Fiscal Year (FY) 2026/27; and
City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 5 of 7

2. Adopt a Resolution Of Intention To Levy And Collect Annual Assessments For City Wide Landscape And Lighting Assessment District Zones Of Benefit 1, 2, 3, 4, 6-A, 6-B, 7, 8, 9, 10-A, 10-B, 10-C, 10-D, 10-E, 10-F, 10-G, 10-H,10-I, 12, 13, 14, 15, 15-B, 15-C, 16, 17-A, 17-B, 17-C, 17-D, 18, 20-A, 20-B, 20-C, 21-A, 21-B, 21-C, 21-D, 23, 24, 25-C, 25-D, 26, 26-B, 26-C,26-D, 27, 27-B, 28, 28-B, 29, 29-B, 29-C, 29- D, 29-E, 30, 31-A, 31-B, 32-A, 32-B, 33, 34, 34-B, 34-C, 35, 36-A, 36-B, 36-C, 37, 39, 40, 41, 43-A, 43-C, 43-D, 43-E, 44, 45-A, 46, 50 & 51 for FY 2026/27 And Setting Date For Public Hearing (Report by Keith Helmuth)

ON MOTION BY COUNCILMEMBER MONTES AND SECONDED BY COUNCILMEMBER VILLEGAS, ITEM D-1 WAS APPROVED BY A 6/0 VOTE. ABSENT: COUNCILMEMBER MEJIA.

RES 26-69 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA ORDERING THE CITY ENGINEER TO FILE A REPORT WITH

REGARD TO CITY WIDE LANDSCAPE AND LIGHTING DISTRICT ZONES OF BENEFIT 1, 2, 3, 4, 6-A, 6-B, 7, 8, 9, 10-A, 10-B, 10-C, 10-D, 10-E, 10-F, 10- G, 10-H, 10-I, 12, 13, 14, 15, 15-B, 15-C, 16, 17-A, 17-B, 17-C, 17-D, 18, 20- A, 20-B, 20-C, 21-A, 21-B, 21-C, 21-D, 23, 24, 25-C, 25-D, 26, 26-B, 26-C, 26-D, 27, 27-B, 28, 28-B, 29, 29-B, 29-C, 29-D, 29-E, 30, 31-A, 31-B, 32-A, 32-B, 33, 34, 34-B, 34-C, 35, 36-A, 36-B, 36-C, 37, 39, 40, 41, 43-A, 43-C, 43-D, 43-E, 44, 45-A, 46, 50 & 51 for FY 2026/27
RES 26-70 A RESOLUTION OF INTENTION OF THE CITY COUNCIL OF THE CITY OF

MADERA, CALIFORNIA, TO LEVY AND COLLECT ANNUAL ASSESSMENTS

FOR CITY WIDE LANDSCAPE AND LIGHTING DISTRICT ZONES OF BENEFIT 1, 2, 3, 4, 6-A, 6-B, 7, 8, 9, 10-A, 10-B, 10-C, 10-D, 10-E, 10-F, 10-G, 10-H, 10-I, 12, 13, 14, 15, 15-B, 15-C, 16, 17-A, 17-B, 17-C, 17-D, 18, 20-A, 20-B, 20-C, 21-A, 21-B, 21-C, 21-D, 23, 24, 25-C, 25-D, 26, 26-B, 26-C, 26-D, 27, 27-B, 28, 28-B, 29, 29-B, 29-C, 29-D, 29-E, 30, 31-A, 31-B, 32-A, 32-B, 33, 34, 34-B, 34-C, 35, 36-A, 36-B, 36-C, 37, 39, 40, 41, 43-A, 43-C, 43-D, 43- E, 44, 45-A, 46, 50 & 51 for FY 2026/27 AND SETTING DATE FOR PUBLIC

HEARING
D-2 Raymond Road Street Improvements Rebid, City Project R-37, CMAQ 5157(094), Shoulder Paving and RMRA Street Rehab
Recommendation: Adopt a Resolution Approving the Contract Award for the Raymond Road Street Improvements Rebid, City Project R-37, CMAQ CML 5157 (094), Shoulder Paving and RMRA Pavement Rehab in the amount of $443,261 to Juarez Brothers General Engineering Inc. and adopting a CEQA Class 1 (Existing Facilities) categorical exemption for the project (Report by Keith Helmuth)

ON MOTION BY COUNCILMEMBER EVANS AND SECONDED BY MAYOR PRO TEM ZACHARIA, ITEM D-2 WAS APPROVED BY A 6/0 VOTE. ABSENT: COUNCILMEMBER MEJIA.

RES 26-71 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA APPROVING THE CONTRACT AWARD FOR RAYMOND ROAD STREET IMPROVEMENTS REBID, CITY PROJECT R-37, CMAQ CML 5157 (094), SHOULDER PAVING AND RMRA PAVEMENT REHAB IN THE
City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 6 of 7
AMOUNT OF $443,261 TO JUAREZ BROTHERS GENERAL ENGINEERING INC. AND AUTHORIZING CONTRACT CONTINGENCIES RELATED TO THE

CONTRACT
E. ADMINISTRATIVE REPORTS:

E-1 Update on Sidewalk Improvements Program
Recommendation: This item is informational only; therefore, no Council action is required (Report by Harpiar Gandhi)
This item was continued to the May 20, 2026 Council meeting.

E-2 Selecting Recipients for June Proclamations
Recommendation: Request for Council’s Selection of Recipients for the Proclamation Recognizing PRIDE Month and Juneteenth Day (Report by Alicia Gonzales) This item was continued to the May 20, 2026 Council meeting.

E-3 Direction Regarding Animal Control Services Agreement with the County of Madera and Consideration of Establishing a City/County Ad-Hoc Committee Recommendation: Staff recommends that the City Council:

1. Provide direction regarding the City’s approach to the County of Madera’s request to amend the existing Animal Control Services Agreement; and

2. Approve the establishment of a City Council ad-hoc committee to meet with a corresponding County Board of Supervisors adhoc committee to discuss potential modifications to the agreement (Report by Arnoldo Rodriguez)
ON MOTION BY MAYOR GALLEGOS AND SECONDED BY COUNCILMEMBER MONTES, ITEM E-3

NOMINATING MAYOR GALLEGOS, COUNCILMEMBER RODRIGUEZ AND MAYOR PRO TEM

ZACHARIA TO SERVE AS THE CITY COUNCIL REPRESENTATIVES IN THE AD-HOC COMMITTEE WAS APPROVED BY A 6/0 VOTE. ABSENT: COUNCILMEMBER MEJIA.

F. COUNCILMEMBER REPORTS/ANNOUNCEMENTS/FUTURE AGENDA ITEMS:

Councilmember Rodriguez extended his condolences on the passing of former Mayor Santos Garcia and Board Supervisor Maz Rodriguez. He participated in the League of CA Cities Leaders Summit along with Mayor Pro Tem Zacharia, Councilmembers Mejia, Evans, Villegas and City Manager Arnoldo Rodriguez. He proposed that staff look into adding a website chat box. He participated in the San Joaquin Regional Policy Retreat focusing on transportation, housing and air quality issues.

Councilmember Villegas expressed his condolences on the passing of former Mayor Santos Garcia. He noted the significant mentorship he received from the former Mayor and from Councilmember Rodriguez.

City of Madera City Council Minutes
205 W. 4th Street May 6, 2026
Madera, CA 93637 Page 7 of 7
Councilmember Evans expressed her condolences on the passing of former Mayor Santos Garcia whom she regarded as a brother. She attended the Celebration of Life for Board Supervisor Max Rodriguez.

Mayor Pro Tem Zacharia expressed his condolences on the passing of former Mayor Santos Garcia. He requested that a proclamation be issued to the Robotic Team in recognition of their 4th World Championship this past Saturday.

Councilmember Montes expressed his condolences on the passing of former Mayor Santos Garcia and Board Supervisor Max Rodriguez.

Mayor Gallegos announced that Relay for Life raised $57,000 in Madera. The community welcomed grand openings with Doors of Hope and Gonzalez Boxing this weekend. The Madera High Coyotes held a volleyball camp for K-6th grade students. Madera County Office of Education held an Art Fest. She witnessed Law Enforcement United cycle through Madera honoring fallen officers during their miles long trek. Mayor Gallegos attended a ribbon cutting where the Governor shared a 30-year/ 30,000 square feet expansion of parklands. The Mayor announced that free national park passes are available at the Madera County Library. She reminded everyone of tomorrow’s Madera Prayer Breakfast.

G. CLOSED SESSION:

G-1 Conference with Labor Negotiators Pursuant to Government Code §54957.6 Agency Designated Representatives: Arnoldo Rodriguez, Wendy Silva, and Michael Lima Employee Organizations: Madera Affiliated City Employees’ Association, Madera Police Officers’ Association, Mid Management
Employee Group, and Law Enforcement Mid
Management Employee Group
City Attorney Shannon Chaffin made the closed session announcement at 7:20 p.m. Mr. Chaffin and Council returned from Closed Session at 7:36 p.m. Mr. Chaffin stated there was no reportable action.

FUTURE MEETING DATES:
 Wednesday, May 20, 2026
 Wednesday, June 17, 2026
ADJOURNMENT: Meeting was adjourned at 7:36 p.m.
_____________________________________ ___________________________________ ALICIA GONZALES, City Clerk CECELIA K. GALLEGOS, Mayor
_____________________________________

MINUTES PREPARED BY
ZELDA LEÓN, Deputy City Clerk

REPORT TO CITY COUNCIL
Approved by:
_________________________________
Council Meeting of: May 20, 2026
Agenda Number: B-2
Michael Lima, Director of Financial Services
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Informational Report on Register of Audited Demands
RECOMMENDATION:

Review Register of Audited Demands Report for April 25 to May 8, 2026 SUMMARY:

The Register of Audited Demands for the City covering obligations paid during the period of April 25 to May 8, 2026 is summarized in the following tables. Attachment A contains Warrants while Table 2 is a summary of the wire transfers.

Table 1: Warrant Distribution Summary
Description Check #’s Amount
General Warrants 45260 – 45383 $1,596,288.96
Table 2: Wire Transfer Summary
Description Vendor Amount
Payroll and Taxes US Bank $740,659.70
SDI EDD $3,663.55
CalPERS Payment CalPERS $328,173.79
DISCUSSION:

Warrant requests are processed weekly based on the Fiscal Year 2025/2026 Adopted Budget and released for payment every Monday. Each demand has been audited, and the Finance Director hereby certifies as to their accuracy and that there were sufficient funds for their payment. Per

RETURN TO AGENDA
request of City Council, we have included the departments from which each of the respective warrants were requested as well as the fund/division description from which they were paid.

FINANCIAL IMPACT:

Demands for payments are made within the constraints of the Fiscal Year 2025/2026 Adopted Budget.

ALTERNATIVES:

Informational only.

ATTACHMENTS:

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT 45260 04/28/2026 TRANS - FIXED MV TRANSPORTATION, INC. TRANSIT OPERATOR 03/26 136,283.29 45260 04/28/2026 TRANS - DAR MV TRANSPORTATION, INC. TRANSIT OPERATOR 03/26 87,720.33 45261 04/28/2026 Finance THE PUN GROUP PROFESSIONAL AUDITING SVS 6,667.00 45262 04/28/2026 Finance HINDERLITER, DE LLAMAS AND ASSOCIATES Q1 25/26 CONTRACT/AUDIT SALES 650.98 45262 04/28/2026 MEAS K - FIRE HINDERLITER, DE LLAMAS AND ASSOCIATES Q3 FY 25/26 CONTRACT SVS - TRANSACTIONS TAX 300.00 45262 04/28/2026 MEAS K - PD HINDERLITER, DE LLAMAS AND ASSOCIATES Q3 FY 25/26 CONTRACT SVS - TRANSACTIONS TAX 300.00 45263 04/28/2026 TRANS - FIXED FLEXLYNQS, LLC MICRO TRANSIT FEASIBILITY STUDY 14,451.16 45263 04/28/2026 TRANS - DAR FLEXLYNQS, LLC MICRO TRANSIT FEASIBILITY STUDY 14,451.15 45264 04/28/2026 Computer Replacement EKC ENTERPRISES, INC. COMMUNICATIONS/MEDIA/AV SYSTEM 25,585.18 45265 04/28/2026 STREETS QA CONSTRUCTORS INC. ASPHALT PAVING/PATCHING 218,740.00 45265 04/28/2026 Water Mtnc/Operations QA CONSTRUCTORS INC. ASPHALT PAVING/PATCHING 150,000.00 45266 04/28/2026 WWTP HOLLOWAY ENVIRONMENTAL SOLUTIONS, LLC SLUDGE HAULING & DISPOSAL 38,554.70 45267 04/28/2026 TRANS - FIXED SAUNDERS AUTOMATIC SERVICE INC UNIT #8053 TRANSMISSION REPAIRS 7,054.68 45268 04/28/2026 Home Program Income MEADOWS MOBILE HOME PARK SPACE RENTAL #19 05/26 999.87 45269 04/28/2026 Home Program Income MEADOWS MOBILE HOME PARK SPACE RENTAL #23 05/26 958.47 45270 04/28/2026 Home Program Income MEADOWS MOBILE HOME PARK SPACE RENTAL #86 05/26 950.58 45271 04/28/2026 Finance STATE CONTROLLER'S OFFICE ANNUAL STREET REPORT FY 24/25 3,000.00 45272 04/28/2026 SUPP LAW ENF CARAHSOFT TECHNOLOGY CORPORATION FORENSIC SOFTWARE 20,833.60 45273 04/28/2026 City Clerk's Office CNA SURETY BOND - DEPUTY CITY CLERK 100.00 45274 04/28/2026 CFD 2005-1 City-Wide Services WILLDAN FINANCIAL SERVICES Q4 FY 25/26 CFD 2005-1 & 2006-1 2,273.68 45274 04/28/2026 CFD 2006-1 KB Home WILLDAN FINANCIAL SERVICES Q4 FY 25/26 CFD 2005-1 & 2006-1 1,065.37 45274 04/28/2026 General Trust Fund WILLDAN FINANCIAL SERVICES CFD 2005-1 ANNEXATION #17 3,500.00 45275 04/28/2026 Water Capital Outlay PROVOST & PRITCHARD CONSULTING PROFESSIONAL ENGINEERING SVS 59,244.06 45275 04/28/2026 Water Mtnc/Operations PROVOST & PRITCHARD CONSULTING PROFESSIONAL ENGINEERING SVS 5,953.20 45276 04/28/2026 Sewer Capital Outlay STANTEC CONSULTING SERVICES INC. PROFESSIONAL ENGINEERING SVS 47,414.25 45277 04/28/2026 General Fund US BANK CORPORATE PAYMENT SYSTEMS SERVICES FOR PERIOD 11/01/25-01/31/26 3,700.37 45278 04/28/2026 Facilities Maintenance OTP - FINANCE PER DIEM - LEVEL II - ADV TRAFFIC SIGNAL TRAINING 129.00 45279 05/07/2026 STREETS TRENTMAN CORPORATION POST & ANCHORS 2,842.92 45279 05/07/2026 STREETS TRENTMAN CORPORATION EZ KOTE & PAINT 2,083.81 45280 05/07/2026 WWTP TERRAFORM POWER, LLC. SOLAR ELECTRIC UTILITIES 03/26 34,624.13 45281 05/07/2026 WWTP PIERCE CRANE INC CRANE RENTAL 1,656.00 45282 05/07/2026 Water Capital Outlay CAROLLO ENGINEERS, INC PROFESSIONAL ENGINEERING SVS 3,848.02 45283 05/07/2026 Sports Programs J & D MANUFACTURING SPRING BASEBALL SHIRTS 2,914.63 45283 05/07/2026 Sports Programs J & D MANUFACTURING SPRING BASEBALL SHIRTS 3,526.79

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45284 05/07/2026 PD Operations DIEBERTS CREATIVE COPY INC BUSINESS CARDS - PD 75.78 45285 05/07/2026 PD Operations TIM J LAW EMPLOYMENT BACKGROUND 6,400.00 45286 05/07/2026 Recreation AMAZON.COM OFFICE SUPPLIES 832.22 45287 05/07/2026 Fire BAUER COMPRESSORS, INC ANNUAL FLOW TEST 2,068.52 45288 05/07/2026 PD Operations LAW DOG K9 K9 VENDOR TRAINING 1,050.00 45289 05/07/2026 Street Cleaning LACAL EQUIPMENT INC GUTTER BROOMS 4,836.04 45290 05/07/2026 PD Operations CINTAS CORPORATION MEDICAL SUPPLIES 111.77 45291 05/07/2026 Fleet Maintenance GERARDO YANEZ REIMBURSEMENT - DOT PHYSICAL 210.00 45292 05/07/2026 STREETS POTTERS INDUSTRIES LLC HIGHWAY SAFETY MARKING SPHERES 4,991.62 45293 05/07/2026 Transportation Impact Fee CORNERSTONE STRUCTURAL ENGINEER GROUP B-02 DESIGN SERVICES FOR WESTBERRY BRIDGE P, INC. 16,996.58 45294 05/07/2026 Parks EAGLESHIELD PEST CONTROL RODENT CONTROL - MILLVIEW 150.00 45294 05/07/2026 AIRPORT OPS EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 39.00 45294 05/07/2026 Central Admin EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 39.00 45294 05/07/2026 Comm & Rec Centers EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 234.00 45294 05/07/2026 Engineering EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 78.00 45294 05/07/2026 Fire EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 117.00 45294 05/07/2026 INTERMODAL BLDG EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 78.00 45294 05/07/2026 Parks EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 156.00 45294 05/07/2026 Sewer Mtnc/Operations EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 19.49 45294 05/07/2026 WATER CONSERV EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 4.88 45294 05/07/2026 Water Mtnc/Operations EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 9.75 45294 05/07/2026 Water Quality Control EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 4.88 45294 05/07/2026 WWTP EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 39.00 45294 05/07/2026 PD Operations EAGLESHIELD PEST CONTROL PEST CONTROL SERVICES 04/26 39.00 45295 05/07/2026 HR/RISK MGT MARIO SOLIS EMPLOYEE APPRECIATION LUNCH 1,039.20 45296 05/07/2026 MEAS K - FIRE BURTON'S FIRE, INC MISC PARTS 2,447.54 45297 05/07/2026 STREETS INTERNATIONAL COATINGS COMPANY, INC. TRAFFIC PAINT 9,465.69 45298 05/07/2026 Parks Grants FENCE FACTORY RENTALS TEMPORARY FENCE RENTAL 78.00 45299 05/07/2026 Madera Groundwater JPA Committ CALTECH WEB LLC WEB DESIGN & MAINTENANCE - 03/10/26-04/10/26 99.00 45300 05/07/2026 CDBG Public ImprovementsISMAEL VALENZUELA TREE REMOVAL 52,175.00 45301 05/07/2026 TRANS - FIXED FRGM LLC NEW TRANSMISSION #50 6,540.01 45302 05/07/2026 AIRPORT OPS CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 827.09 45302 05/07/2026 AIRPORT OPS CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 827.09 45302 05/07/2026 AIRPORT OPS CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 827.09 45302 05/07/2026 AIRPORT OPS CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 827.09

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45302 05/07/2026 Central Admin CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 2,240.75 45302 05/07/2026 Central Admin CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 2,240.75 45302 05/07/2026 Central Admin CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 2,240.75 45302 05/07/2026 Central Admin CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 2,240.75 45302 05/07/2026 Comm & Rec Centers CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 8,048.99 45302 05/07/2026 Comm & Rec Centers CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 8,048.99 45302 05/07/2026 Comm & Rec Centers CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 8,048.99 45302 05/07/2026 Comm & Rec Centers CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 8,048.99 45302 05/07/2026 COMPUTER MAINT CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 264.37 45302 05/07/2026 COMPUTER MAINT CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 264.37 45302 05/07/2026 COMPUTER MAINT CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 264.37 45302 05/07/2026 COMPUTER MAINT CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 264.37 45302 05/07/2026 Engineering CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 1,567.50 45302 05/07/2026 Engineering CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 1,567.50 45302 05/07/2026 Engineering CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 1,567.50 45302 05/07/2026 Engineering CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 1,567.50 45302 05/07/2026 Finance CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 264.36 45302 05/07/2026 Finance CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 264.36 45302 05/07/2026 Finance CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 264.36 45302 05/07/2026 Finance CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 264.36 45302 05/07/2026 INTERMODAL BLDG CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 920.13 45302 05/07/2026 INTERMODAL BLDG CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 920.13 45302 05/07/2026 INTERMODAL BLDG CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 920.13 45302 05/07/2026 INTERMODAL BLDG CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 920.13 45302 05/07/2026 Parks CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 87.55 45302 05/07/2026 Parks CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 87.55 45302 05/07/2026 Parks CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 87.55 45302 05/07/2026 Parks CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 87.55 45302 05/07/2026 Sewer Mtnc/Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 257.50 45302 05/07/2026 Sewer Mtnc/Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 257.50 45302 05/07/2026 Sewer Mtnc/Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 257.50 45302 05/07/2026 Sewer Mtnc/Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 257.50 45302 05/07/2026 SOLID WASTE CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 1,964.03 45302 05/07/2026 SOLID WASTE CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 1,964.03 45302 05/07/2026 SOLID WASTE CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 1,964.03

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45302 05/07/2026 SOLID WASTE CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 1,964.03 45302 05/07/2026 TRANS - FIXED CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 890.26 45302 05/07/2026 TRANS - FIXED CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 890.26 45302 05/07/2026 TRANS - FIXED CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 890.26 45302 05/07/2026 TRANS - FIXED CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 890.26 45302 05/07/2026 TRANS - DAR CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 890.25 45302 05/07/2026 TRANS - DAR CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 890.25 45302 05/07/2026 TRANS - DAR CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 890.25 45302 05/07/2026 TRANS - DAR CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 890.25 45302 05/07/2026 UB - Garbage CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 264.37 45302 05/07/2026 UB - Garbage CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 264.37 45302 05/07/2026 UB - Garbage CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 264.37 45302 05/07/2026 UB - Garbage CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 264.37 45302 05/07/2026 UB - Water CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 264.36 45302 05/07/2026 UB - Water CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 264.36 45302 05/07/2026 UB - Water CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 264.36 45302 05/07/2026 UB - Water CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 264.36 45302 05/07/2026 WWTP CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 1,138.86 45302 05/07/2026 WWTP CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 1,138.86 45302 05/07/2026 WWTP CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 1,138.86 45302 05/07/2026 WWTP CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 1,138.86 45302 05/07/2026 MEAS K - PD CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 1,092.83 45302 05/07/2026 MEAS K - PD CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 1,092.83 45302 05/07/2026 MEAS K - PD CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 1,092.83 45302 05/07/2026 MEAS K - PD CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 1,092.83 45302 05/07/2026 PD Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 03/26 4,518.61 45302 05/07/2026 PD Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 04/26 4,518.61 45302 05/07/2026 PD Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 05/26 4,518.61 45302 05/07/2026 PD Operations CCS FACILITY SERVICES - FRESNO, INC. JANITORIAL SERVICES 02/26 4,518.61 45303 05/07/2026 Fleet Acquisition CDCE, INC. PANASONIC DOCK 9,578.90 45304 05/07/2026 WWTP BLUE TRITON BRANDS INC WWTP - LAB & DRINKING WATER 437.52 45305 05/07/2026 LTF - Streets WESTWOOD PROFESSIONAL SERVICES, INC. DESIGN SERVICES R-000094 BID PACKAGE 3 9,920.00 45306 05/07/2026 INS/RISK MGT EMPLOYMENT RISK MANAGEMENT AUTHORITY Q2 LEGAL INVOICES RMA) 75.00 45307 05/07/2026 Fire KALMIKOV ENTERPRISES, INC REPAIR WORK 4,650.64 45308 05/07/2026 WWTP PYRO COMBUSTION OF CALIFORNIA, INC. WWTP HEAT EXCHANGER 720.00

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45309 05/07/2026 MEAS K - FIRE DREAMSEATS LLC ROCKER RECLINER 5,198.96 45310 05/07/2026 MEAS K - FIRE DELRAY TIRE MISC REPAIRS AND PARTS 4,954.98 45311 05/07/2026 Parks Grants CENTRAL VALLEY CONCRETE, INC CONCRETE - BATTING CAGES 6,454.56 45312 05/07/2026 Water Quality Control DELLAVALLE LABORATORY,INC. QUARTERLY MONITORING 1,349.00 45312 05/07/2026 Water Quality Control DELLAVALLE LABORATORY,INC. WEEKLY SAMPLING 1,824.00 45313 05/07/2026 Building AT&T 03/26 CALNET SERVICE 9391031559 18.77 45313 05/07/2026 Building AT&T 03/26 CALNET SERVICE 9391026390 34.97 45313 05/07/2026 City Attorney AT&T 03/26 CALNET SERVICE 9391031559 7.04 45313 05/07/2026 City Attorney AT&T 03/26 CALNET SERVICE 9391026390 9.97 45313 05/07/2026 City Clerk's Office AT&T 03/26 CALNET SERVICE 9391031559 4.69 45313 05/07/2026 City Clerk's Office AT&T 03/26 CALNET SERVICE 9391026390 9.97 45313 05/07/2026 Code Enforcement AT&T 03/26 CALNET SERVICE 9391026413 62.72 45313 05/07/2026 Comm & Rec Centers AT&T 03/26 CALNET SERVICE 9391026392 63.88 45313 05/07/2026 Comm & Rec Centers AT&T 03/26 CALNET SERVICE 9391026393 94.17 45313 05/07/2026 Comm & Rec Centers AT&T 03/26 CALNET SERVICE 9391026391 311.85 45313 05/07/2026 Comm & Rec Centers AT&T 03/26 CALNET SERVICE 9391026396 267.34 45313 05/07/2026 COMPUTER MAINT AT&T 03/26 CALNET SERVICE 9391031559 2.35 45313 05/07/2026 COMPUTER MAINT AT&T 03/26 CALNET SERVICE 9391026390 19.98 45313 05/07/2026 Engineering AT&T 03/26 CALNET SERVICE 9391031559 35.20 45313 05/07/2026 Engineering AT&T 03/26 CALNET SERVICE 9391026390 69.93 45313 05/07/2026 Facilities Maintenance AT&T 03/26 CALNET SERVICE 9391026394 24.59 45313 05/07/2026 Facilities Maintenance AT&T 03/26 CALNET SERVICE 9391031564 13.80 45313 05/07/2026 Finance AT&T 03/26 CALNET SERVICE 9391031559 23.47 45313 05/07/2026 Finance AT&T 03/26 CALNET SERVICE 9391026388 63.52 45313 05/07/2026 Finance AT&T 03/26 CALNET SERVICE 9391026390 54.94 45313 05/07/2026 Fire AT&T 03/26 CALNET SERVICE 9391068734 62.76 45313 05/07/2026 Fleet Maintenance AT&T 03/26 CALNET SERVICE 9391026394 16.42 45313 05/07/2026 Fleet Maintenance AT&T 03/26 CALNET SERVICE 9391031564 9.20 45313 05/07/2026 GRANT OVERSIGHT AT&T 03/26 CALNET SERVICE 9391031559 11.73 45313 05/07/2026 GRANT OVERSIGHT AT&T 03/26 CALNET SERVICE 9391026390 19.98 45313 05/07/2026 HR/RISK MGT AT&T 03/26 CALNET SERVICE 9391031559 7.04 45313 05/07/2026 HR/RISK MGT AT&T 03/26 CALNET SERVICE 9391026390 14.96 45313 05/07/2026 Planning AT&T 03/26 CALNET SERVICE 9391031559 11.73 45313 05/07/2026 Planning AT&T 03/26 CALNET SERVICE 9391026390 24.96 45313 05/07/2026 STREETS AT&T 03/26 CALNET SERVICE 9391026394 41.02

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45313 05/07/2026 STREETS AT&T 03/26 CALNET SERVICE 9391031564 23.01 45313 05/07/2026 Sewer Mtnc/Operations AT&T 03/26 CALNET SERVICE 9391026394 28.69 45313 05/07/2026 Sewer Mtnc/Operations AT&T 03/26 CALNET SERVICE 9391031564 16.10 45313 05/07/2026 SOLID WASTE AT&T 03/26 CALNET SERVICE 9391026394 32.80 45313 05/07/2026 SOLID WASTE AT&T 03/26 CALNET SERVICE 9391031564 18.43 45313 05/07/2026 Sr Citizen Community ServiceAT&T 03/26 CALNET SERVICE 9391026403 34.67 45313 05/07/2026 UB - Garbage AT&T 03/26 CALNET SERVICE 9391031559 6.26 45313 05/07/2026 UB - Garbage AT&T 03/26 CALNET SERVICE 9391026394 8.20 45313 05/07/2026 UB - Garbage AT&T 03/26 CALNET SERVICE 9391026390 16.22 45313 05/07/2026 UB - Garbage AT&T 03/26 CALNET SERVICE 9391031564 4.60 45313 05/07/2026 UB - Sewer AT&T 03/26 CALNET SERVICE 9391031559 6.26 45313 05/07/2026 UB - Sewer AT&T 03/26 CALNET SERVICE 9391026394 8.20 45313 05/07/2026 UB - Sewer AT&T 03/26 CALNET SERVICE 9391026390 16.23 45313 05/07/2026 UB - Sewer AT&T 03/26 CALNET SERVICE 9391031564 4.60 45313 05/07/2026 UB - Water AT&T 03/26 CALNET SERVICE 9391031559 12.52 45313 05/07/2026 UB - Water AT&T 03/26 CALNET SERVICE 9391026394 16.42 45313 05/07/2026 UB - Water AT&T 03/26 CALNET SERVICE 9391026390 32.52 45313 05/07/2026 UB - Water AT&T 03/26 CALNET SERVICE 9391031564 9.21 45313 05/07/2026 Water Mtnc/Operations AT&T 03/26 CALNET SERVICE 9391026394 36.89 45313 05/07/2026 Water Mtnc/Operations AT&T 03/26 CALNET SERVICE 9391031564 20.70 45313 05/07/2026 Water Quality Control AT&T 03/26 CALNET SERVICE 9391026394 16.42 45313 05/07/2026 Water Quality Control AT&T 03/26 CALNET SERVICE 9391031564 9.20 45313 05/07/2026 WWTP AT&T 03/26 CALNET SERVICE 9391026394 24.59 45313 05/07/2026 WWTP AT&T 03/26 CALNET SERVICE 9391031564 13.80 45313 05/07/2026 City Manager AT&T 03/26 CALNET SERVICE 9391031559 9.39 45313 05/07/2026 City Manager AT&T 03/26 CALNET SERVICE 9391026390 9.97 45313 05/07/2026 Purchasing AT&T 03/26 CALNET SERVICE 9391026394 24.59 45313 05/07/2026 Purchasing AT&T 03/26 CALNET SERVICE 9391031564 13.80 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391031561 156.45 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391026411 98.83 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391031579 287.31 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391059143 4,000.77 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391064552 287.87 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391084616 386.68 45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391031578 157.21

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45313 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391031566 156.45 45314 05/07/2026 Aquatics Programs AT&T 03/26 CALNET SERVICE 9391026397 30.34 45314 05/07/2026 Building AT&T 03/26 CALNET SERVICE 9391026407 31.91 45314 05/07/2026 Fire AT&T 03/26 CALNET SERVICE 9391026402 31.91 45314 05/07/2026 Sr Citizen Community ServiceAT&T 03/26 CALNET SERVICE 9391026389 31.91 45314 05/07/2026 Sr Citizen Community ServiceAT&T 03/26 CALNET SERVICE 9391026395 31.91 45314 05/07/2026 Sr Citizen Community ServiceAT&T 03/26 CALNET SERVICE 9391026398 31.91 45314 05/07/2026 PD Operations AT&T 03/26 CALNET SERVICE 9391026401 31.91 45315 05/07/2026 AIRPORT OPS AT&T 03/26 FIRSTNET SERVICE 287302656 188.32 45315 05/07/2026 Building AT&T 03/26 FIRSTNET SERVICE 287302656 233.78 45315 05/07/2026 City Clerk's Office AT&T 03/26 FIRSTNET SERVICE 287302656 90.96 45315 05/07/2026 City Council AT&T 03/26 FIRSTNET SERVICE 287302656 285.18 45315 05/07/2026 Code Enforcement AT&T 03/26 FIRSTNET SERVICE 287302656 45.48 45315 05/07/2026 Comm & Rec Centers AT&T 03/26 FIRSTNET SERVICE 287302656 50.53 45315 05/07/2026 COMPUTER MAINT AT&T 03/26 FIRSTNET SERVICE 287302656 734.88 45315 05/07/2026 Engineering AT&T 03/26 FIRSTNET SERVICE 287302656 237.81 45315 05/07/2026 Facilities Maintenance AT&T 03/26 FIRSTNET SERVICE 287302656 318.98 45315 05/07/2026 Finance AT&T 03/26 FIRSTNET SERVICE 287302656 149.23 45315 05/07/2026 Fleet Maintenance AT&T 03/26 FIRSTNET SERVICE 287302656 45.48 45315 05/07/2026 HR/RISK MGT AT&T 03/26 FIRSTNET SERVICE 287302656 50.53 45315 05/07/2026 LMD Services AT&T 03/26 FIRSTNET SERVICE 287302656 50.53 45315 05/07/2026 Parks AT&T 03/26 FIRSTNET SERVICE 287302656 96.01 45315 05/07/2026 Parks Administration AT&T 03/26 FIRSTNET SERVICE 287302656 91.27 45315 05/07/2026 Planning AT&T 03/26 FIRSTNET SERVICE 287302656 96.01 45315 05/07/2026 STREETS AT&T 03/26 FIRSTNET SERVICE 287302656 168.77 45315 05/07/2026 Recreation AT&T 03/26 FIRSTNET SERVICE 287302656 45.48 45315 05/07/2026 Sewer Mtnc/Operations AT&T 03/26 FIRSTNET SERVICE 287302656 92.47 45315 05/07/2026 Sports Programs AT&T 03/26 FIRSTNET SERVICE 287302656 45.48 45315 05/07/2026 Sr Citizen Community ServiceAT&T 03/26 FIRSTNET SERVICE 287302656 60.48 45315 05/07/2026 Water Mtnc/Operations AT&T 03/26 FIRSTNET SERVICE 287302656 87.42 45315 05/07/2026 Water Quality Control AT&T 03/26 FIRSTNET SERVICE 287302656 45.48 45315 05/07/2026 WWTP AT&T 03/26 FIRSTNET SERVICE 287302656 48.50 45315 05/07/2026 City Manager AT&T 03/26 FIRSTNET SERVICE 287302656 141.80 45315 05/07/2026 Purchasing AT&T 03/26 FIRSTNET SERVICE 287302656 45.48 45315 05/07/2026 PD Operations AT&T 03/26 FIRSTNET SERVICE 287302656 50.53

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45315 05/07/2026 PD Operations AT&T 03/26 FIRSTNET SERVICE 287302656 6,610.42 45316 05/07/2026 STREETS ALERT-O-LITE BARRICADES 3,033.26 45316 05/07/2026 STREETS ALERT-O-LITE BARRICADES 3,033.26 45317 05/07/2026 Engineering AMERICAN BUSINESS MACHINES PLOTTER LEASE 368.00 45318 05/07/2026 Parks BSN SPORTS SOCCER GOALS 2,251.59 45319 05/07/2026 Computer Replacement CDW GOVERNMENT, INC SQL LICENSES 5,937.53 45320 05/07/2026 MEAS K - PD CALIFORNIA FORENSIC INSTITUTE PRE-EMPLOYMENT EXAM 450.00 45321 05/07/2026 PD Operations COMCAST SVS 8155500320092096 04/26 234.81 45322 05/07/2026 UB - Garbage DATAPROSE, LLC BILLING 03/26 3,544.20 45322 05/07/2026 UB - Sewer DATAPROSE, LLC BILLING 03/26 3,544.21 45322 05/07/2026 UB - Water DATAPROSE, LLC BILLING 03/26 7,088.41 45323 05/07/2026 Parks ENVIRO CLEAN PARKS MAINTENANCE ITEMS 3,415.84 45324 05/07/2026 Sr Citizen Comm. Serv. FRESNO MADERA AREA AGENCY ON AGING e NUTRITION MEALS 1,065.30 45325 05/07/2026 Sewer Capital Outlay KRAZAN & ASSOCIATES, INC. SS-06 TESTING LAB 1,310.00 45326 05/07/2026 PD Operations LANGUAGE LINE SERVICES, INC. INTERPRETATION SERVICES 2,534.16 45327 05/07/2026 SUPP LAW ENF MADERA ANIMAL HOSPITAL VETERINARY SERVICES 1,018.73 45328 05/07/2026 Successor Agency Admin MADERA CHAMBER OF COMMERCE 2026 MEMBERSHIP DUES 250.00 45329 05/07/2026 PD Operations MADERA COUNTY TREASURER COUNTY'S PORTION PARKING PENALTIES PAID 02/26 340.00 45330 05/07/2026 CDBG ADMIN MADERA COUNTY E D C EDC Q1 FY 25/26 1,092.68 45331 05/07/2026 Water Mtnc/Operations MADERA PUMPS, INC. WELL #34 MAINTENANCE 74,500.00 45332 05/07/2026 Permanent Local Housing MADERA RESCUE MISSION, INC. lloca PLHA INVOICE 03/26 8,204.79 45333 05/07/2026 HR/RISK MGT MADERA TRIBUNE JOB ADVERSTISEMENT 91.20 45334 05/07/2026 DRAINAGE MID VALLEY DISPOSAL INC. WASTE DISPOSAL SVS 9,155.35 45334 05/07/2026 Street Cleaning MID VALLEY DISPOSAL INC. WASTE DISPOSAL SVS 17,522.92 45334 05/07/2026 PW Safe & Clean Initiative MID VALLEY DISPOSAL INC. WASTE DISPOSAL SVS 5,672.16 45335 05/07/2026 Street Cleaning MUNICIPAL MAINTENANCE EQUIP., INC. SWEEPER BRUSH 3,279.01 45336 05/07/2026 Finance NICHOLS CONSULTING ENGINEERS, CHTD. ENGINEERING CONSULTING SVS 4,200.00 45337 05/07/2026 AIRPORT OPS PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 23.05 45337 05/07/2026 AIRPORT OPS PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 94.33 45337 05/07/2026 Central Admin PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 155.14 45337 05/07/2026 Central Admin PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 23.56 45337 05/07/2026 Comm & Rec Centers PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 2,919.16 45337 05/07/2026 Comm & Rec Centers PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 2,796.76 45337 05/07/2026 DRAINAGE PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 637.66 45337 05/07/2026 DRAINAGE PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 667.27

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 1715785853-5 2,279.27 45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 1598348280-1 81.78 45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 5225647713-5 14.29 45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 9787342989-4 335.49 45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 5207933925-6 191.91 45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 6,834.58 45337 05/07/2026 Facilities Maintenance PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 36,609.45 45337 05/07/2026 Fire PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 364.20 45337 05/07/2026 Fire PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 1,194.91 45337 05/07/2026 INTERMODAL BLDG PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 686.32 45337 05/07/2026 Parks PACIFIC GAS & ELECTRIC 03/26 SERVICE 8675479583-8 108.68 45337 05/07/2026 Parks PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 202.59 45337 05/07/2026 Parks PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 9,066.37 45337 05/07/2026 Sewer Mtnc/Operations PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 237.71 45337 05/07/2026 Sewer Mtnc/Operations PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 2,161.85 45337 05/07/2026 SOLID WASTE PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 119.05 45337 05/07/2026 SOLID WASTE PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 9.44 45337 05/07/2026 Sr Citizen Comm. Serv. PACIFIC GAS & ELECTRIC e 03/26 SERVICE 9920095153-3 7.84 45337 05/07/2026 Water Mtnc/Operations PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 16,285.56 45337 05/07/2026 Water Mtnc/Operations PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 91,754.23 45337 05/07/2026 WWTP PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 8,338.50 45337 05/07/2026 Zone 34B Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 0443905948-8 22.07 45337 05/07/2026 Zone 24 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 21.14 45337 05/07/2026 Zone 24 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 9.88 45337 05/07/2026 Zone 26 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 9.52 45337 05/07/2026 Zone 31A Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 19.05 45337 05/07/2026 Zone 31A Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 29.65 45337 05/07/2026 Zone 20B Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 21.58 45337 05/07/2026 Zone 27B Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 10.70 45337 05/07/2026 Zone 2 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 51.96 45337 05/07/2026 Zone 3 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 39.22 45337 05/07/2026 Zone 31B Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 29.65 45337 05/07/2026 Zone 4 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 9.52 45337 05/07/2026 Zone 6A Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 65.95 45337 05/07/2026 Zone 29C Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 10.90

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45337 05/07/2026 Zone 8 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 66.93 45337 05/07/2026 Zone 16 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 22.24 45337 05/07/2026 Zone 13 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 3533032414-2 147.54 45337 05/07/2026 PD Operations PACIFIC GAS & ELECTRIC 03/26 SERVICE 9920095153-3 729.79 45337 05/07/2026 Zone 39 Activities PACIFIC GAS & ELECTRIC 03/26 SERVICE 6948316261-1 42.71 45338 05/07/2026 Parks PARK ASSOCIATES PARKS AMENITIES 4,475.48 45339 05/07/2026 PD Operations PECK'S PRINTERY PD - 72 HR ASSESSMENT 865.94 45339 05/07/2026 PD Operations PECK'S PRINTERY PD - ANNUAL REPORT BOOKLETS 2,110.88 45340 05/07/2026 Finance PHOENIX GROUP INFO SYS CITATIONS 02/26 284.14 45340 05/07/2026 Parking Dist Operation PHOENIX GROUP INFO SYS CITATIONS 02/26 18.82 45341 05/07/2026 WWTP ROCKWELL ENG. & EQ. CO.,INC. WWTP MIXING PUMP PARTS 998.96 45342 05/07/2026 Comm & Rec Centers TK ELEVATOR CORPORATION YC ELEVATOR MAINTENANCE 367.59 45343 05/07/2026 Parks WEST COAST ARBORISTS, INC. CITY WIDE TREE TRIMMING 12,390.00 45344 05/07/2026 Engineering YAMABE & HORN ENGINEERING MAP & PLAN CHECK 348.00 45345 05/07/2026 STREETS OTP - FINANCE REIMBURSEMENT - DOT EXAM 100.00 45346 05/07/2026 WATER CONSERV OTP- REBATES TURF REBATE - 10000283-551293 840.00 45347 05/07/2026 WATER CONSERV OTP- REBATES TURF REBATE - 8002217-502028 3,000.00 45348 05/07/2026 Water Fund OTP- UB REFUNDS UB 9925914 TERM REFUND 255.31 45349 05/07/2026 Water Fund OTP- UB REFUNDS UB 9921786 TERM REFUND 280.16 45350 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924660 TERM REFUND 164.88 45351 05/07/2026 Water Fund OTP- UB REFUNDS UB 9915700 TERM REFUND 322.47 45352 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924999 TERM REFUND 377.75 45353 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924912 TERM REFUND 409.22 45354 05/07/2026 Water Fund OTP- UB REFUNDS UB 9911373 TERM REFUND 198.23 45355 05/07/2026 Water Fund OTP- UB REFUNDS UB 9922562 TERM REFUND 134.11 45356 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924409 TERM REFUND 271.31 45357 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924653 TERM REFUND 21.32 45358 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924500 3140 TERM REFUND 107.39 45359 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924642 TERM REFUND 2,425.52 45360 05/07/2026 Water Fund OTP- UB REFUNDS UB 9189301 TERM REFUND 85.76 45361 05/07/2026 Water Fund OTP- UB REFUNDS UB 9921504 TERM REFUND 147.32 45362 05/07/2026 Water Fund OTP- UB REFUNDS UB 9925379 TERM REFUND 272.72 45363 05/07/2026 Water Fund OTP- UB REFUNDS UB 10000655 TERM REFUND 15.00 45364 05/07/2026 Water Fund OTP- UB REFUNDS UB 9914337 TERM REFUND 209.74 45365 05/07/2026 Water Utility OTP- UB REFUNDS UB TERM REFUND 7429041-501737 26,016.06

CHECK PAY DATE PAID FROM ORG ISSUED TO DESCRIPTION AMOUNT

CITY OF MADERA
REGISTER OF AUDITED DEMANDS FOR BANK #1 - US BANK GENERAL ACCOUNT May 20, 2026
45366 05/07/2026 Water Fund OTP- UB REFUNDS UB 6202002 TERM REFUND 140.23 45367 05/07/2026 Water Fund OTP- UB REFUNDS UB 9923490 TERM REFUND 228.46 45368 05/07/2026 Water Fund OTP- UB REFUNDS UB 9906323 TERM REFUND 99.92 45369 05/07/2026 Water Fund OTP- UB REFUNDS UB 9926453 TERM REFUND 237.74 45370 05/07/2026 Water Fund OTP- UB REFUNDS UB 9915726 TERM REFUND 137.21 45371 05/07/2026 Water Fund OTP- UB REFUNDS UB TERM REFUND 9910048 921.23 45372 05/07/2026 Water Fund OTP- UB REFUNDS UB 9926131 TERM REFUND 207.58 45373 05/07/2026 Water Fund OTP- UB REFUNDS UB 9917694 TERM REFUND 160.00 45374 05/07/2026 Water Fund OTP- UB REFUNDS UB 7457009 TERM REFUND 164.52 45375 05/07/2026 Water Fund OTP- UB REFUNDS UB 9924786 TERM REFUND 198.23 45376 05/07/2026 Water Fund OTP- UB REFUNDS UB 9918975 TERM REFUND 158.71 45377 05/07/2026 Water Fund OTP- UB REFUNDS UB 9912842 TERM REFUND 73.63 45378 05/07/2026 Water Fund OTP- UB REFUNDS UB 9911282 TERM REFUND 169.50 45379 05/07/2026 Water Fund OTP- UB REFUNDS UB 3751003 TERM REFUND 217.92 45380 05/07/2026 Water Fund OTP- UB REFUNDS UB 9923436 TERM REFUND 88.70 45381 05/07/2026 Water Fund OTP- UB REFUNDS UB 9926402 TERM REFUND 220.19 45382 05/07/2026 Water Fund OTP- UB REFUNDS UB 10000381 3606 TERM REFUND 29.86 45383 05/07/2026 HR/RISK MGT SIJ HOLDINGS LLC JOB ADVERSTISEMENT 8,802.00 BANK #1 - US BANK GENERAL ACCOUNT TOTAL $ 1,596,288.96

REPORT TO CITY COUNCIL
Approved by: Council Meeting of: May 20, 2026
_________________________________ Agenda Number: ___________ Wendy Silva, Director of Human Resources
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Informational Report on Personnel Activity
RECOMMENDATION:

This report is submitted for informational purposes only and there is no action requested from the City Council (Council)
SUMMARY:

The purpose of this report is to provide the Council an informational update on employment matters, including new hires, transfers, and terminations. This report represents activity since the prior report submitted on the April 15, 2026, City Council agenda.

DISCUSSION:

The Civil Service Commission (Commission) met May 5, 2026, and approved eligibility lists for the following classifications.
▪ Senior Civil Engineer
▪ Deputy City Engineer
▪ Animal Control Officer
▪ Public Safety Dispatcher II
The following employees began employment with the City since our last report.

Table 1: New Hires and Re-hires
Name Position Department Status* Effective
Date
Jose Delgado Park Aide Parks & Community
Services
PT 4/20/26
Luz Vasquez Bautista Public Safety Dispatcher I Police FT 4/20/26 B-3

RETURN TO AGENDA
Table 1: New Hires and Re-hires, continued
Name Position Department Status* Effective
Date
Oscar Calderon Parks Worker I Parks & Community
Services
FT 5/4/26
Luis Cervantes Animal Control Officer Police FT 5/11/26 *Status: FT = Full Time, PT = Part Time, RA = Retired Annuitant The following promotions, transfers, or assignment changes occurred since our last report.

Table 2: Promotions, Transfers, or Assignment Changes
Name Old Position New Position Effective
Date
Dayana Elms Police Officer I Police Officer II 11/22/25 The following employees separated from employment since our last report.

Table 3: Separations
Name Position Department Status* Effective
Date
Jacob Edwards Program Leader I Parks & Community
Services PT 3/4/26
Jesus Daza-Miron Park Aide Parks & Community
Services PT 4/2/26
Johnny Rey Park Aide Parks & Community
Services PT 4/8/26
Johnny TorresGonzalez Park Aide Parks & Community
Services PT 4/14/26
Richard Marin Wastewater Treatment
Plant Operator II Public Works FT 4/21/26
Markus Williamson Construction Inspector I Engineering FT 4/30/26 *Status: FT = Full Time, PT = Part Time, RA = Retired Annuitant FINANCIAL IMPACT:

Funding for positions and employees to fill those positions is contemplated annually by the Council in the budget process. During the course of any given fiscal year, individual employees filling specific positions may change due to a number of various circumstances. All hiring and termination decisions are subject to the approval of the City Manager.

ALTERNATIVES:

This report is for informational purposes only.

ATTACHMENTS:

None

REPORT TO THE CITY COUNCIL
Approved by: Council Meeting of: May 20, 2026
_________________________________ Agenda Number:

Will Tackett, Community Development Director
_________________________________
Arnoldo Rodriguez, City Manager

SUBJECT
Second reading and adoption of Ordinance Text Amendment (OTA) 2026-01, for the amendment of Chapter 3 of Title X: Planning and Zoning of the City Municipal Code regarding a Commercial Color Palette and the establishment of exterior paint color standards for construction of new buildings and repainting existing buildings within the Commercial Zone districts

RECOMMENDATION
The Planning Commission and staff recommend the City Council conduct a public hearing and take action as follows:

1. Waive full reading and adopt by title only an Ordinance of the City Council of the City of Madera determining the project is exempt pursuant to Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines and amending Chapter 3 of Title X: Planning and Zoning of the City Municipal Code (CMC) regarding Exterior Colors in Commercial Zone Districts.

SUMMARY:

An amendment of the City’s zoning regulations requires two actions by the City Council (Council):
the introduction of the Ordinance (first reading); and the adoption of the Ordinance (second reading). The Council waived the first reading and introduced by title only (OTA) 2026-01, for the amendment of Chapter 3 of Title X: Planning and Zoning of the City Municipal Code at a public hearing held on May 6, 2026.

The City Council expressed concerns regarding painting of commercial structures with colors that distract from the character of established commercial zones during the Councilmember Reports/Announcement/Future Agenda Items portion of the Council Agenda for the regularly scheduled meeting of the Council held on February 4, 2026.

B-4

RETURN TO AGENDA
Staff presented an Administrative Report to the City Council on February 18, 2026. The City Council discussed the City’s authority under Government Code Section 65850 to adopt regulations, by ordinance, to protect the community's “scenic beauty” and general welfare, including regulation of paint color. The Council direction was to establish standards for Commercial zone districts through pre-approved palettes of colors for new development and to require administrative approval when repainting existing buildings in Commercial zones with an emphasis on prohibition of certain “nuisance” colors that are garishly bright or psychedelic colors.

The City Council directed staff to bring forward a resolution to initiate an Ordinance Text Amendment regarding permitted color palettes for new development and repainting of existing structures in Commercial zones. City Council Resolution No. 26-45, an Initiation of a Text Amendment to the Zoning Regulations of the City Municipal Code to Establish Permitted Color Palettes for New Development and Repainting of Existing Structures in the Commercial Zones was adopted by the City Council on March 18, 2026.

As a result, the City initiated Ordinance Text Amendment (OTA) 2026-01 to Chapter 3 of Title X:

Planning and Zoning of the City Municipal Code. Staff propose the Council adopt the proposed Ordinance which will repeal Section 10-3.419 (RESERVED) and add a new Section 10-3.419 EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS to set the standards for approval of exterior paint colors for structures within Commercial Zones.

ANALYSIS:

OTA 2026-01 would amend the Zoning Regulations (Chapter 3 of Title X: Planning and Zoning of the CMC), by repealing Section 10-3.419 (RESERVED) in its entirety and adding a new Section 10-3.419 EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS, to set standards for approval of exterior paint colors for structures within Commercial Zones. These proposed standards include the adoption of permitted color palettes by resolution of the City Council for purposes of use in new development and the repainting of existing structures in Commercial zone districts. The proposed standards also establish a ministerial review and approval process for repainting existing structures in Commercial zone districts, as well as the provision of an appeal process (to the Planning Commission and ultimately to the City Council).

In accordance with the provisions of Sections 10-3.1507 and 10-3.1508 of the City Municipal Code (CMC), staff prepared the proposed amendments to the Zoning Regulations in the form of the draft ordinance and then scheduled a required public hearing before the Planning Commission for consideration and a recommendation to the City Council on the proposed amendment. The draft ordinance was presented to the Planning Commission on April 21, 2026. Following Planning Commission’s review, the Planning Commission adopted Resolution No. 2049, forwarding their recommendation for approval to the City Council.

In accordance with the provisions of CMC Section 10-3.1509, following receipt of the recommendation made by the Commission, the Council may adopt, revise or deny the amendment, or any part thereof, in such form as the Council may deem to be advisable.

The draft Ordinance specifies that the City-approved color palette is to be adopted by resolution of the City Council. A draft color palette and application form are included within this staff report.

Following the public hearing, introduction and contingent upon Council adoption of the ordinance, a resolution approving the color palette will be brought before the City Council at a subsequent meeting.

ENVIRONMENTAL REVIEW:

The California Environmental Quality Act (CEQA) Guidelines (California Code of Regulations, Title 14, Chapter 3, Section 15000, et seq.)specify that a “project” consists of the whole of an action (i.e., not the individual pieces or components) that may have a direct or reasonably foreseeable indirect effect on the environment. This proposal qualifies as a project under CEQA because it involves an amendment to the zoning ordinance as described in CEQA Guidelines Section 15378(a)(1) but has no direct or reasonably foreseeable indirect effect on the environment.

OTA 2026-01 does not authorize any particular activity beyond what will already have been evaluated for purposes of CEQA and is being implemented to address paint color in commercial districts. Staff supports a finding consistent with CEQA Guidelines Section 15061(b)(3). Under this “common sense” rule, it can be shown with certainty that the project does not have the potential to have a significant effect on the environment, and therefore it is not subject to further environmental review.

COUNCIL ACTION:

The Council will be acting on OTA 2026-01. Staff and the Planning Commission recommend that the Council:

ALTERNATIVES:

As an alternative, the Council may elect to:

1. Move to refer the item back to staff and/or continue the public hearing to a future City Council meeting at a date and time certain with direction to staff to return with an updated staff report and/or Ordinance (Council to specify and articulate reasons for referral/continuance).

2. Move to deny the request based on specified findings (Council to articulate reasons for denial).

3. Provide staff with other alternative directives.

ATTACHMENTS:

1. City Council Resolution No. 26-45 (Intention to Initiate)

2. Planning Commission Resolution No. 2049 (Recommendation)

3. City Council Ordinance
ATTACHMENT 1
City Council Resolution 26-45
RESOLUTION NO. 26-45

RESOLUTION OF INTENTION OF THE CITY COUNCIL OF THE CITY OF MADERA TO INITIATE PROCEDURE TO AMEND CHAPTER 3, TITLE X OF THE CITY

MUNICIPAL CODE RELATING TO COMMERCIAL ZONES IN ACCORDANCE WITH THE PROVISIONS OF SECTION 10-3.1500 ET SEQ. OF THE CITY

MUNICIPAL CODE
WHEREAS, on February 18, 2026, City of Madera City Council (Council), during the Administrative Reports section of its regularly scheduled meeting, directed staff to bring forward an item regarding Permitted Color Palettes for New Development and Repainting of Existing Structures in Commercial Zones; and
WHEREAS, Government Code Section 65850 provides cities with e authority to adopt regulations to protect the community's "Scenic beauty" and general welfare, including regulation of paint color; and
WHEREAS, Section 10-3.1500 et seq. of the City Municipal Code contains provisions for amending or changing the Zoning Regulations contained in Chapter 3, Title X of the City Municipal Code whenever the public necessity, convenience, general welfare, or good zoning practices require; and
WHEREAS, City staff is requesting an Initiation of Procedure to amend the text of the Zoning Regulations in accordance with direction provided by Council; and WHEREAS, pursuant to City Municipal Code Section 10-3.1502, initiation of amendments to the Zoning Regulations in Chapter 3, Title X may be made by the Council by resolution and referred to the Planning Commission for public hearing and recommendations to the Council.

NOW, THEREFORE, the City Council of the City of Madera does hereby resolve, find and order as follows:

1. The recitals listed above are true and correct.

2. The Council hereby initiates a zoning text amendment ("ordinance") to the City Municipal Code relating to Permitted Color Palettes for New Development and Repainting of Existing Structures in Commercial Zones

3. The Resolution is effective immediately upon adoption. *****
PASSED AND ADOPTED by the City Council of the City of Madera on this 18th day of March 2026 by the following vote:

AYES:

NOES:

Mayor Gallegos and Councilmembers Zacharia, Rodriguez, Montes, Evans, Mejia and Villegas.

None.

ABSTENTIONS: None.

ABSENT: None.

ATTACHMENT 2
Planning Commission Resolution 2049
RESOLUTION NO. 2049

RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF MADERA

RECOMMENDING THE CITY COUNCIL OF THE CITY OF MADERA ADOPT AN ORDINANCE AMENDING TITLE X OF CHAPTER 3: PLANNING AND ZONING OF

THE CITY MUNICIPAL CODE (CMC) REGARDING COMMERCIAL ZONE EXTERIOR PAINT COLOR (CMC § 10-3.4.415.1)
WHEREAS, pursuant to the authority granted to the City of Madera ("City") by Article XI, Section 7 of the California Constitution, the City has the police power to adopt regulations designed to promote public health, public morals, or public safety; and
WHEREAS, comprehensive zoning regulations and regulations upon the use of land and property within the City lie within the City's police power; and WHEREAS, Section 10-3.1500 et seq. of the CMC contain provisions for amending or changing the Zoning Regulations contained in Title X, Chapter 3 of the CMC whenever the public necessity, convenience, general welfare, or good zoning practices require; and WHEREAS, Section 10-3.415.1, is currently reserved; and WHEREAS, pursuant to Section 10-3.1502 of the City Municipal Code, an amendment to the Zoning Regulations contained in Title X, Chapter 3 of the City Municipal Code, may be initiated by the Council by Resolution of Intention and referred to the Planning Commission for public hearing and recommendations to the Council; and
WHEREAS, at the regularly scheduled meeting of the City of Madera City Council held on March 18, 2026, the City Council adopted Resolution No. 2049, a Resolution of Intention to initiate procedure to amend Title X, Chapter 3 of the City Municipal Code (CMC) relating to: Commercial Zone Exterior Paint Color (CMC § 10-3.4.415.1); and
WHEREAS, the City has determined that the project is exempt under the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15061(b}(3) and that no additional environmental analysis is required; and
WHEREAS, under the CMC, the Planning Commission (Commission) is a recommending body for Ordinance Text Amendments and will forward a recommendation to the Madera City Council (Council) on OTA 2026-01; and
WHEREAS, the City provided notice of the Commission meeting on April 14, 2026, as required by law; and
WHEREAS, the Planning Commission hearing of April 14, 2026, was continued to April 21, 2026; and
WHEREAS, the Commission received and independently reviewed OTA 2026-01 at the duly noticed meeting on April 21, 2026; and
WHEREAS, at the April 21, 2026, Commission meeting, a public hearing was held, the public was provided with an opportunity to comment, and evidence, both written and oral, was considered by the Commission; and
WHEREAS, the Commission has independently completed its review of the staff report and documents submitted for OTA 2026-01, evaluated the information contained within the report and documents submitted, and considered testimony received as part of the public hearing process; and WHEREAS, after due consideration of the items before it, the Commission now desires to adopt this Resolution recommending that the Council determine the project to be exempt pursuant to Section 15061(b)(3) of the CEQA Guidelines and adopt an ordinance approving OTA 2026-01.

NOW, THEREFORE, be it resolved by the Pia nning Commission of the City of Madera as follows:

1. Recitals: The above recitals are true and correct and are incorporated herein.

2. !&M: A preliminary environmental assessment was prepared for this project in accordance with the requirements of the California Environmental Quality Act (CEQA). The Planning Commission recommends the City Council determine the project is exempt pursuant to Section 15061(b)(3) of the CEQA Guidelines. The activity is covered by the "Common Sense" exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment.

Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Here, OTA 2026-01 does not authorize any particular activity beyond what will already been evaluated for purposes of CEQA and proposes amendments to local ordinance only for the purpose of implementing local policy. Any proposed future development or requests for discretionary extensions would be subject to CEQA analysis as mandated for project discretionary approvals. No further environmental analysis is required.

3. Recommendation: The Commission hereby recommends that the Council approve OTA 2026-01, amending the sections ofTitle X of Chapter 3 of the CMC enumerated herein and in substantially the form contained in Exhibit "A" attached hereto with addition of text as shown.

The following sections have been proposed for amendment:
• Reserved (CMC § 10-3.4.415.1);

4. Effective Date: This resolution is effective immediately. * * * * *
Passed and adopted by the Planning Commission of the City of Madera this 21st day of April 2026, by the following vote:

Commissioners Abel Perez, Balwinder Singh, Saim Mohammad, Vice Chairperson Ramon Lopez, Chairperson Robert Gran Jr.

Commissioner Tim Riche
None
None
AYES:

NOES:

ABSTENTIONS:

ABSENT:

Attest: ll r .j__>
~ '-f~l_J
David Brletic
Planning Manager
Exhibit "A" - OTA 2026-01 Draft Ordinance
Robert Gran Jr.

Planning Commission Chairperson
ATTACHMENT 3
City Council Ordinance
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MADERA
DETERMINING THE PROJECT IS EXEMPT PURSUANT TO SECTION 15061(B)(3)

OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) GUIDELINES AND AMENDING CHAPTER 3 OF TITLE X: PLANNING AND ZONING OF THE CITY

MUNICIPAL CODE (CMC) REGARDING EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS.

WHEREAS, pursuant to the authority granted to the City of Madera (“City”) by Article XI, Section 7 of the California Constitution, the City has the police power to adopt regulations designed to promote public health, public morals, or public safety; and
WHEREAS, comprehensive zoning regulations and regulations upon the use of land and property within the City, including regulation of paint color, lie within the City’s police power; and WHEREAS, pursuant to the provisions of Section 10-3.1502 of the City Municipal Code (CMC) an amendment to the Zoning Regulations contained in Title X, Chapter 3 Planning and Zoning of the CMC may be initiated by the City Council (Council) whenever the public necessity, convenience, general welfare, or good zoning practices require; and
WHEREAS, at the regularly scheduled meeting of the Council held on March 18, 2026, the Council adopted Resolution No. 26-45 initiating the procedure for Ordinance Text Amendment (OTA) 2026-01 to amend the provisions of the Zoning Regulations to set standards for approval of exterior paint colors, which are applicable to new construction and repainting existing buildings in the Commercial zone districts; and
WHEREAS, a preliminary environmental assessment was performed, and the proposed project was found to be exempt pursuant to Section 15061(b)(3) (General Rule/Common Sense) of the California Environmental Quality Act (CEQA) Guidelines; and.

WHEREAS, pursuant to the provisions of Section 10-3.1500 et seq. of the CMC, the Planning Commission held a duly noticed public hearing for OTA 2026-01 on April 21, 2026, conducted a public hearing and after due consideration of all the items before it, adopted Resolution No. 2049 recommending that the Council approve OTA 2026-01; and
WHEREAS, in accordance with the provisions of CMC Section 10-3.1509, following receipt of the recommendation made by the Planning Commission, the Council shall set the matter for public hearing and may adopt the amendment, or any part thereof, set forth in the petition in such form as the Council may deem to be advisable; and
WHEREAS, the City provided notice of the Council hearing of May 6, 2026, on April 25, 2026, as required by law; and.

WHEREAS, the Council received and independently reviewed OTA 2026-01 at the regularly scheduled meeting of the Council held on May 6, 2026; and ---
WHEREAS, at the May 6, 2026, Council meeting, a public hearing was held, the public was provided the opportunity to comment, and evidence, both written and oral, was considered by the Council; and.

WHEREAS, after due consideration of the items before it, the Council now desires to approve OTA 2026-01 and adopt this Ordinance amending Chapter 3 of Title X: Planning and Zoning of the CMC by repealing Section 10-3.419 (RESERVED) and adding a new Section 10-3.419 EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS .

NOW, THEREFORE, the City Council of the City of Madera ordains as follows:

1. Recitals: The City Council hereby finds that all of the facts set forth in the recitals are true and correct and are incorporated herein.

2. CEQA: A preliminary environmental assessment was prepared for this project in accordance with the requirements of the California Environmental Quality Act (CEQA). The City Council has determined the project is exempt pursuant to Section 15061(b)(3) of the CEQA Guidelines. The activity is covered by the “Common Sense” exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Here, OTA 2026-01 does not authorize any particular activity beyond what will already have been evaluated for purposes of CEQA and proposes amendments to local ordinance only for the purpose of implementing local policy. Any proposed future development or requests for discretionary action would be subject to CEQA analysis as mandated for project discretionary approvals. No further environmental analysis is required.

3. Approval of OTA 2026-01: The Council hereby approves OTA 2026-01, hereby amending Chapter 3 of Title X of the CMC by repealing Section 10-3.419 (RESERVED) in its entirety and adding a new Section 10-3.419 EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS as follows:
§ 10-3.419 EXTERIOR COLORS IN COMMERCIAL ZONE DISTRICTS This section sets standards for approval of exterior paint color for structures within Commercial Zones.
(A) Applicability. The standards of this section apply to:
(1) New buildings;
(2) Additions to existing buildings;
(3) Reconstruction of existing buildings caused by a natural disaster or other catastrophic event; (4) Repainting of existing buildings.
(5) Exception: This section shall not apply to remediation of vandalism, such as graffiti, provided the paint color substantially matches the existing building color. (B) Color selection.
(1) Exterior façade colors of structures within commercial zones shall be low reflectance, subtle, neutral or earth tone colors. The use of high-intensity or fluorescent colors is prohibited. The City-approved color palette is as adopted by resolution of the City Council. (2) Trim and accent areas up to a maximum of 10 percent of the building façade may feature brighter, more intense colors, including primary colors. (3) The transition between base and accent colors shall relate to changes in building materials or the change of building surface planes. Colors shall not meet or change without some physical change or definition to the surface plane.
(C) Approval required. Except as specifically provided in this article, no person shall paint the exterior of any commercially zoned building, without having first obtained an approval from the City regarding the color selected.
(D) Application. An application for an exterior paint permit shall be made to the Planning Department.
(E) Fee. There shall be no fee required for the exterior paint permit. (F) Compliance. The provisions of this section shall apply to all new construction and repainting proposed after the adopted ordinance.
(G) Appeals.
(1) The applicant or any aggrieved person may appeal, in writing, setting forth his reasons for such appeal, to the Planning Commission. Such appeal shall be filed with the Community Development Director within 15 days after the receipt of the notice of such decision.

The appeal shall be placed on the agenda of the Commission’s next available regular meeting after the appeal is filed. The Commission shall review the sign review permit and shall approve, approve with conditions, or disapprove, based on the criteria set forth in § 10-3.419 (B). The decision of the Commission shall be final unless appealed to the Council. (2) The applicant or any aggrieved person may appeal, in writing, setting forth his reasons for such appeal, to the Council within 15 days after the Commission’s decision. The appeal shall be filed with the City Clerk and shall be placed on the agenda of the Council’s next available regular meeting after the appeal is filed. The Council shall review the application and shall approve, approve with conditions, or disapprove, based on the criteria set forth in §10-3.419 (B). The decision of the Council shall be final.
(3) The appellant or his authorized representative shall appear in person at the appropriate Planning Commission hearing and/or the Council hearing. If no such appearance is made by the appellant or his or her authorized representative, and no continuance of such hearing has been sought, the appeal shall be automatically denied.

4. Severability. If any section, subsection, sentence, clause, phrase, or portion of this ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have adopted this ordinance and each section, subsection, sentences, clauses, phrases, or portions thereof may be declared invalid or unconstitutional.

5. Publication. The City Clerk shall certify to the passage and adoption of this Ordinance by the City Council of the City of Madera and shall cause this Ordinance to be published or posted in accordance with Government Code Section 36933 as required by law.

6. Effective Date of Ordinance: This Ordinance shall be effective and of full force and effect at 12.01 a.m. on the thirty-first day after its passage. * * * * *

REPORT TO CITY COUNCIL
Approved by:
_________________________________
Council Meeting of: May 20, 2026
Agenda Number: ___________
Michael Lima, Director of Financial Services
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Sale Agreement for a manufactured home located at 1218 E. Cleveland Ave., Space 19 (Marcelino Castro and Guillermina Beltran)
RECOMMENDATION:

Adopt a Resolution rescinding Resolution No. 26-32 approving staff sale agreement negotiations for the mobile home located at 1218 E. Cleveland Ave. Space 19, Madera CA, 93638 and approving the updated terms to the Sale Agreement for said mobile home of $30,000
SUMMARY:

In 2018, the City received a grant award to assist owners with the purchase or rehabilitation of a manufactured home. Fifteen loans were funded. Over time, three of the original defaulted on their loans. As a result of these defaults, the City assumed ownership of the homes. At the direction of the City Council, staff placed the homes for sale. During the Council meeting on March 4, 2026, a sale agreement for one of the manufactured homes was approved. However, after Council’s initial approval, updated terms to the agreement were submitted. Those terms were a lower purchase price, no seller’s credit for buyer’s closing costs, and no financing for the sale.

Staff is requesting Council approval of the revised terms for the sale agreement previously approved.

DISCUSSION:

The Office of Housing and Community Development (HCD) awarded the City with a $1,000,000 CalHOME Program, Owner- Occupied Residential Rehabilitation or Replacement of Manufactured Housing Grant in 2018. The City funded 15 loans to assist families residing in the Meadows Mobile Home Park. The terms of the loans require the homeowner to remain in the unit through the 15-year affordability period. In the event the B-5

RETURN TO AGENDA
homeowner is unable to meet these terms, the loan defaulted. Staff made diligent and good-faith efforts to collaborate with the homeowner to prevent foreclosure.

Over the last few years, three loans went into default when the owners passed away and their heirs indicated they had no interest in fulfilling the terms of the loans. Consequently, the City gained ownership of these three units through the foreclosure process. The City assumed ownership of Space 19 on January 29, 2024.

Assumption of these units resulted in the City paying monthly rent to the Meadows. To stop these rent payments, staff received guidance from Council on March 6, 2024 to move forward with the sale of the units. On July 21, 2025, the units were listed on the open market. The mobile homes were marketed on the Fresno MLS. The listing price was $42,000.

The City received an offer for Space 19 on January 12, 2026. After reviewing the initial offer, the City counter-offered with the following terms:

1. Purchase price lowered to $40,000

2. The City did not accept the buyers request to split the cost of the home warranty.

3. The City did not agree to pay the buyer’s broker any amount of compensation.

4. The City agreed to a $5,000 credit for buyer’s closing costs.

Council approved the terms of the counteroffer on March 4, 2026. The seller accepted the City’s counteroffer on February 10, 2026, and a 35-day escrow began. As is normal in a sale of property, home inspections were conducted to determine if there were any issues with the residence that needed to be resolved before escrow closed. During the home inspection of this property, it was discovered that the mobile home’s air conditioner is inoperable. In response to this discovery, the buyer requested either the installation of a new air conditioning unit, or a reduction in the purchase price so that a new unit could be purchased by the buyer. . On April 10, 2026, staff received a counteroffer to the previously agreed upon terms of sale. The requested changes to the City’s counteroffer include the following terms:

1. Purchase price lowered to $30,000

2. No seller concession of $5,000 credit for buyer’s closing costs.

3. Purchase of the manufactured home will be a cash purchase.

FINANCIAL IMPACT:

After applying the updated terms of sale, paying seller’s broker’s commission, and paying all fees associated with the transfer of ownership, the City is projected to net $24,099.67 on this sale.

Home program income has been used to cover rent expenses for Space 19. The City has been paying monthly rent for 26 months. The total paid to date is $23,001.94. Proceeds of the sale will go to reimburse the Home Fund for rent paid. Any additional proceeds left over after reimbursing the rent expenses incurred will be used on future homeownership loans.

ALTERNATIVES:

As an alternative, Council may:

1. Request additional information from staff prior to taking action.

2. Direct staff not to proceed with the counteroffer. However, this action may result in agreement cancellation fees.

ATTACHMENTS:

1. Attachment A – Resolution
a. Exhibit 1 – Sale Agreement Offer and Counteroffer
RESOLUTION NO. 26-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA
RESCINDING RESOLUTION NO. 26-32 WHICH APPROVED STAFF SALE AGREEMENT NEGOTIATIONS FOR THE MOBILE HOME LOCATED AT 1218 E. CLEVELAND AVE., SPACE 19, MADERA, CA 93638 AND APPROVING THE SALE OF THE MOBILE HOME FOR $30,000
WHEREAS, the City of Madera entered into an agreement with the Office of Housing and Community Development (HCD) for the 14-CALHOME-9834 grant award in the amount of $1,000,000; and
WHEREAS, the City of Madera (City) provided housing assistance to 15 residents of the Meadows Mobile Home park in the form of down payment or rehabilitation of manufactured housing; and
WHEREAS, the City, through the foreclosure process, assumed ownership of the unit located at 1218 E. Cleveland Ave. Space 19, Madera, CA 93638 on January 29, 2024; and WHEREAS, on March 6, 2024, Council provided staff guidance to proceed with the sale of the mobile home; and
WHEREAS, the City Manager received and reviewed a Sale Agreement dated January 12, 2026; and
WHEREAS, the City Manager executed a counteroffer on February 4, 2026; and WHEREAS, the City’s counteroffer was accepted on February 10, 2026, and a 35-day escrow opened; and
WHEREAS, on March 4, 2026 Council adopted Resolution No. 26-32 accepting the sale agreement for the manufactured home in the amount of $40,000; WHEREAS, the City received and reviewed a subsequent counteroffer requesting to lower the purchase price to $30,000; and
WHEREAS, staff recommends approval of the updated Sale Agreement negotiations for the purchase of the mobile home unit located at 1218 E. Cleveland Ave., Space 19, Madera, CA 93638 in the amount of $30,000.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MADERA HEREBY finds, determines, resolves and orders as follows:

1. The foregoing recitals are true and correct and are incorporated herein by reference.

2. Council rescinds Resolution No. 26-32.

3. Council approves the Sale Agreement negotiations for the purchase of the mobile home unit located at 1218 E. Cleveland Ave., Space 19, Madera, CA 93638 in the amount of $30,000, of which a copy of the offer and counteroffer is attached as Exhibit A to this resolution and incorporated by reference.

4. This resolution is effective immediately upon adoption.

AMENDMENT OF EXISTING AGREEMENT TERMS No.
(C.A.R. Form AEA, Reviewed 6/25)
This is a proposal to amend (“Amendment”) the terms and conditions of the Purchase Agreement, OR Residential Lease or Monthto-Month Rental Agreement, Other (“Agreement”), which was already mutually executed by the Parties, dated , on property known as (Property/Premises),
in which is referred to as (“Buyer/Tenant”)
and is referred to as (“Seller/Housing Provider”).

The term "Housing Provider" also includes Landlord or Rental Property Owner. Buyer/Tenant and Seller/Housing Provider are referred to as the “Parties.”

1. 2. EXPIRATION: Buyer/Tenant, Seller/Housing Provider proposes this Amendment Of Existing Agreement Terms, which: (i) may be withdrawn by the Party initiating this proposed Amendment at any time prior to acceptance, and (ii) shall be deemed revoked unless by 5:00 PM on the third Day after it is Signed by the initiating Party (or by AM PM on date) this proposed Amendment is Signed by the other Party and a Copy of this Amendment is Delivered to the initiating Party.

Buyer/Tenant, Seller/Housing Provider Date
Buyer/Tenant, Seller/Housing Provider Date

3. ACCEPTANCE: The foregoing terms and conditions amending the existing Agreement are hereby accepted, and the undersigned agrees to the above terms and conditions and acknowledges receipt of a Copy of this Amendment Of Existing Agreement Terms.

Upon Acceptance, this Amendment shall be deemed incorporated into the Agreement.

Buyer/Tenant, Seller/Housing Provider Date
Buyer/Tenant, Seller/Housing Provider Date
AMENDMENT NOT ACCEPTED: / . This amendment was NOT accepted by Buyer/Tenant/Seller/Housing Provider on (date). Buyer/Tenant/Seller/Housing Provider Initials © 2025, California Association of REALTORS®, Inc. United States copyright law (Title 17 U.S. Code) forbids the unauthorized distribution, display and reproduction of this form, or any portion thereof, by photocopy machine or any other means, including facsimile or computerized formats. THIS FORM HAS BEEN APPROVED BY THE CALIFORNIA ASSOCIATION OF REALTORS®. NO REPRESENTATION IS MADE AS TO THE LEGAL VALIDITY OR ACCURACY OF ANY PROVISION IN ANY SPECIFIC TRANSACTION. A REAL ESTATE BROKER IS THE PERSON QUALIFIED TO ADVISE ON REAL ESTATE TRANSACTIONS. IF YOU DESIRE LEGAL OR TAX ADVICE, CONSULT AN APPROPRIATE PROFESSIONAL. This form is made available to real estate professionals through an agreement with or purchase from the California Association of REALTORS®.

Published and Distributed by: REAL ESTATE BUSINESS SERVICES, LLC. a subsidiary of the California Association of REALTORS® AEA REVIEWED 6/25 (PAGE 1 OF 1)
AMENDMENT OF EXISTING AGREEMENT TERMS (AEA PAGE 1 OF 1) Phone: Fax:

Produced with Lone Wolf Transactions (zipForm Edition) 717 N Harwood St, Suite 2200, Dallas, TX 75201 www.lwolf.com One
1218 E Cleveland Ave
Space 19 , Madera, Ca 93638
Marcelino Castro, Guillermina Reyes Beltran
City of Madera
Purchase price to be Total of $30,000
No seller concessions to buyers
All parties are aware the purchase will be a cash purchase All parties are aware Buyer #2 Guillermina Reyes Beltran Close of escrow to be 4/24/2026 or sooner
X
X Marcelino Castro
X Guillermina Reyes Beltran
X City of Madera
X
Park Place Real Estate, 418 Clovis Ave Clovis CA 93612 5597184056 1218 E. Cleveland Rosa Ochoa
Authentisign ID: D79F83BC-DC32-F111-8EF2-000D3A55CAFE Exhibit A Exhibit A

City of Madera
Arnoldo Rodriguez
Arnoldo Rodriguez City Manager
2/4/26

2/4/26
2/4/26

2/4/26

SELLER COUNTER OFFER No. One
May not be used as a multiple counter offer.
(C.A.R. Form SCO, Revised 12/24}
K�J-\LI T

CONCEPTS

THE FAMILY COMPANY
Date 01/26/2026
This is a counter offer to the Purchase Agreement, OR D Buyer Counter Offer No. __ , D Other __________ ("Offer"),
dated 01/12/2026, on property known as 1218 E. Cleveland Ave. Spc #19, Madera, CA 93638 ("Property"), between Marcelino Castro ("Buyer")
and City of Madera ("Seller").

Buyer and Seller are referred to as the "Parties."

1. TERMS: The terms and conditions of the above referenced document are accepted subject to the following:

A. The Liquidated Damages and Arbitration of Disputes paragraphs in the Offer each require initials by all Parties. If either of those paragraphs is not initialed by all Parties, that paragraph is excluded from the final agreement unless specifically referenced for inclusion in paragraph 1 D below or in another Counter Offer or addendum.

8. Unless Otherwise Agreed or altered in another Counter Offer, the down payment and loan amount(s) will be adjusted in the same proportion as in the original Offer, but the dollar amount of any initial and increased deposit and Seller credits shall remain unchanged from the original Offer.

C. Unless Otherwise Agreed or altered in another Counter Offer, if, in the original offer, the appraisal contingency amount is lower than the original offered price (e.g., the optional box is checked in the third column in paragraph 3L(2) of the RPA), then the dollar amount of any difference ("Appraisal Gap") shall remain unchanged and shall be deducted from the final contract price to create the final appraisal contingency amount. (For example, if the purchase price in the offer is $1,000,000, and Buyer reduces the appraisal contingency value to $950,000, the "Appraisal Gap" is $50,000. If the purchase price is increased to $1,200,000 as a result of this counter offer, the appraisal contingency value shall be adjusted to $1,150,000 ($1,200,000 less $50,000). If the property appraises below $1,150,000, Buyer may exercise Buyer's appraisal contingency right to cancel this Agreement.) D. OTHER TERMS: 1. Seller does not agree to split the cost of the home warranty.

2. Seller does not agree to pay buyer's broker any amount of compensation.

3. Residential Purchase Agreement expiration is extended to 02/04/26.

E. The following attached documents are incorporated into this Seller Counter Offer when Signed and Delivered by both Parties (and if both parties do not Sign and Deliver all attached addenda, then any acceptance of this Seller Counter Offer is not valid):

Addendum No. ___ (C.A.R. Form ADM)
Back Up Offer Addendum (C.A.R. Form BUO)
Seller License to Remain in Possession Addendum (CAR. Form SIP) (occupancy up to 29 days) Seller Purchase of Replacement Property (CAR. Form SPRP) Tenant Occupied Property Addendum (CAR. Form TOPA)
Residential Lease After Sale (CAR. Form RLAS) (occupancy for 30 or more days) Seller Intent to Exchange Addendum (CAR. Form SXA)
Other __________________ D Other ______________ __ _

2. EXPIRATION: This Seller Counter Offer shall be deemed revoked and the deposits, if any, shall be returned:

A. Unless by 5:00 PM on the third Day after the date this Seller Counter Offer is Signed in paragraph 4 (if more than one signature, then the last signature date)(or by __ DAM/ D PM on _____ (date)) (i) it is Signed in paragraph 5 by Buyer and (ii) a Copy of the Signed Seller Counter Offer is Delivered to Seller or Seller's Authorized Agent.

8. OR If Seller withdraws this Seller Counter Offer anytime prior to Buyer's Acceptance by communicating withdrawal to Buyer or Buyer's Agent (CAR. Form WOO may be used).

C. OR If Seller accepts another offer prior to Buyer's Acceptance of this Seller Counter Offer.

3. MARKETING TO OTHER BUYERS: Seller has the right to continue to offer the Property for sale. Seller has the right to accept any other offer received, prior to Acceptance of this Counter Offer by Buyer as specified in 2A and 5. In such event, Seller is advised to withdraw this Seller Counter Offer before accepting another offer.

4. OFFER: SELLER MAKES THIS COUNTER OFFER ON THE TERMS ABOVE AND ACKNOWLEDGES RECEIPT OF A COPY. BY MAKING THIS COUNTER OFFER, ANY PREVIOUS OFFER OR COUNTER OFFER CAN NO LONGER BE ACCEPTED. THIS

COUNTER OFFER IS VALID REGARDLESS OF WHETHER ANY PREVIOUS OFFER OR COUNTER OFFER EXPIRED BY ITS TERMS. The terms and conditions of those documents are incorporated into this Seller Counter Offer unless Otherwise Agreed.

Seller
Seller
City of Madera Date ----==-
----------------------------------Date -------
SCO Revised 12/24 (PAGE 1 OF 2)
SELLER COUNTER OFFER SCO PAGE 1 OF 2
Realty Concepts - Fresno, 575 E Alluvial Ave #IOI Fresno, CA 93720 Phone: (559) 490-1500 Fax: (559) 225-3465 Alyson .Jansen Produced with Lone Wolf Transactions (zipForm Edition) 717 N Harwood St, Suite 2200, Dallas, TX 75201 www.lwolf.com 1218 E Cleveland
2/4/26

REPORT TO CITY COUNCIL
Approved by:
_________________________________
Giachino Chiaramonte, Chief of Police
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Edward Byrne Memorial Justice Assistance Grant (JAG) Program FY25 Grant RECOMMENDATION:

Resolution to ratify submission of an application to the Edward Byrne Memorial Justice Assistance Grant program for fiscal year 2026/27.

SUMMARY:

The goal of the subject grant application is to utilize the City’s allocation of JAG funds to purchase Motorola handheld radios to enhance communication capabilities and improve officer safety.

These radios will be deployed to police personnel to ensure reliable, secure, and interoperable communication during daily operations, critical incidents, and emergency responses.

DISCUSSION:

The U.S. Department of Justice makes awards of Edward Byrne Justice Assistance Grant (JAG) funds to state and local governments on a formula basis. JAG funds support all components of the criminal justice system, from multijurisdictional drug and gang task forces to crime prevention and domestic violence programs. As determined by the JAG formula, the City is eligible to receive $24,324 from the JAG program’s FY25 allocation.

Staff has evaluated the needs of the Madera Police Department and believes our community should dedicate these funds towards purchasing portable, handheld radios to be utilized by patrol officers. The City of Madera Police Department believes it is prudent to invest these funds in modernizing its communication equipment to ensure officers are equipped with dependable tools necessary to effectively respond to calls for service and coordinate operations. Portable radios provide essential, real-time communication that allows for efficient deployment of resources, improved coordination among units, and enhanced situational awareness in the field.

Council Meeting of: May 20, 2026
Agenda Number: B-6

RETURN TO AGENDA
The acquisition of these radios supports JAG Areas of Emphasis including law enforcement operations, officer safety, and technology enhancement. The City of Madera has carefully evaluated the needs of its law enforcement personnel and has determined that this investment represents the most effective and impactful use of its JAG allocation.

Application deadline for JAG was April 30th, 2026. At the time we received the due date, we did not have a council meeting available to present a request for submission of an application to Council. City Manager Arnoldo Rodriguez signed the document, and we are asking Council to ratify the application.

FINANCIAL IMPACT:

Submission of a JAG application will provide the City with $24,324 in Federal grant funding to support local law enforcement. As a result, it will not adversely affect the General Fund and may benefit it by defraying costs within the Police Department.

ALTERNATIVES:

Council may decline ratifying the grant application or may request additional information.

ATTACHMENTS:

1. Resolution to ratify submission of an application for JAG Local Solicitation RESOLUTION NO._________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA, RATIFYING THE SUBMISSION OF AN APPLICATION FOR

AWARD TO THE EDWARD BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT

PROGRAM
WHEREAS, the City of Madera Police Department is responsible for the safety of the citizens of the community; and
WHEREAS, the Madera Police Department spends considerable resources in its efforts to provide frontline law enforcement services to the community; and WHEREAS, the Council of the City of Madera supports the efforts of the police department to secure resources by the most efficient means possible; and WHEREAS, the Congress of the United States has allocated $24,324 through the Edward Byrne Memorial Justice Assistance Grant (JAG) program to the City of Madera to be used for frontline law enforcement services; and
NOW THEREFORE, THE COUNCIL OF THE CITY OF MADERA does hereby find, resolve, and order:

1. The above recitals are true and correct.

2. The City Council approves and ratifies all actions of the City Manager regarding an U.S.

Department of Justice submission for Edward Byrne Justice Assistance Grant (JAG) funds for use for frontline law enforcement services. The City Council further authorizes the City Manager or designee to take any further action on behalf of the City of Madera necessary to acquire the same including executing all required documents.

3. This resolution shall be effective immediately upon adoption. *********************************

REPORT TO CITY COUNCIL
Approved by:
_________________________________
Keith Helmuth, P.E., Department Director
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Reimbursement Agreement among City of Madera, Fresno-Madera Federal Land Bank, FLCA and Stock Five Development, Inc
RECOMMENDATION:

Adopt Resolution Approving Reimbursement Agreement among City of Madera and FresnoMadera Federal Land Bank, FLCA and Stock Five Development, Inc - Site Plan Review No. 2021- 05 (Agreement)
SUMMARY:

As a condition of approval dated April 20, 2021, Site Plan Review (SPR 2021-05) for the FresnoMadera Farm Credit Project (Project), the parcel owner at the time Stock Five Holdings, LLC (Owner) was required to construct certain public improvements in connection with the Project.

Pursuant to the City’s Municipal Code, a developer may seek reimbursement for the construction of oversized or excess-capacity public improvements through a reimbursement agreement approved by the City Council. The proposed resolution approves the Agreement with FresnoMadera Federal Land Bank, FLCA and Stock Five Development, Inc (collectively, “Developer”). As the developer for the purposes of this Agreement, the Developeris for eligible for reimbursement of certain public improvements or portions thereof.

DISCUSSION:

The Developer has previously submitted a request for reimbursement for improvements eligible for reimbursement that include street, sewer main, water main, storm drain, and street improvements along Golden State Highway through the City’s Development Impact Fee Program.

In order for the City to reimburse the Developer, a reimbursement agreement must be executed between both parties.

Council Meeting of: May 20, 2026
Agenda Number: B-7

RETURN TO AGENDA
Pursuant to Madera Municipal Code Section 10-8.12(A), the following findings must be satisfied:

1. Developer has been required or permitted to install and dedicate a public facility identified in the applicable Technical Report that is oversized (including additional size, length, or capacity) beyond what is attributable to the specific development.

2. The value of the installed facilities exceeds the improvements that would otherwise be required absent such oversizing.

3. The facility for which reimbursement is sought has been identified by the City as a priority project to be funded within four (4) years following completion.

The required public improvements are necessary for the Project to become operational and are therefore needed within the identified four-year period.

FINANCIAL IMPACT:

Developer has paid the required inspection and plan checking fees prior to the issuance of the encroachment permit for all off-site improvements. Acceptance of these improvements will result in additional maintenance and resulting costs from Developer to City. Reimbursements will be funded through the City’s Impact Fee Program.

ALTERNATIVES:

Not approve one or more items associated with this Staff Report. If Council does not approve the execution of the Agreement, it would result in the inability to reimburse the Developer for the completed improvements.

ATTACHMENTS:

1. Resolution
Exhibit A: Reimbursement Agreement
Exhibit B: Development Impact Fees
Exhibit C: Insurance Requirements
Exhibit D: Schedule of Reimbursable Items
Attachment 1
Resolution
RESOLUTION NO. 26-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA APPROVING REIMBURSEMENT AGREEMENT AMONG CITY

OF MADERA, FRESNO-MADERA FEDERAL LAND BANK, FLCA AND STOCK FIVE DEVELOPMENT, INC (SITE PLAN REVIEW NO. 2021-05)
WHEREAS, Stock Five Development, Inc, LLC, submitted a development project for review by City and obtained entitlements under for its development project; and WHEREAS, the Site Plan Review conditioned the approvals on Owner’s construction of a street, storm drain, water main and sewer improvements in Golden State Boulevard; and WHEREAS, the plans for the Public Improvements were prepared by (“Owner”), and have been approved by the City Engineer; and
WHEREAS, City staff has presented evidence that the conditions set forth in Madera Municipal Code Section 10-8.12(A)(1) to (A)(4) have been met in that the infrastructure is oversized for a development of this size, and has been identified as a priority in the City’s Master Plan, reimbursements will be made from the City’s Impact Fee program upon request from the developer and availability of funds; and
WHEREAS, the Owner is required to enter into an agreement with the City for reimbursements of costs relating to the required Public Improvements.

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 conditions for reimbursement set forth in Madera Municipal Code Section 10-8.12(A)(1) to (A)(4) have been met as set forth in the recitals above.

3. The Reimbursement Agreement entitled Reimbursement Agreement among City of Madera and Fresno-Madera Federal Land Bank, FLCA and Stock Five Developments, Inc (Site Plan Review No. 2021-05) (Reimbursement Agreement) attached to this resolution as Exhibit A is approved.

4. The City Engineer is authorized to cause the Reimbursement Agreement to be recorded.

5. This resolution is effective immediately upon adoption. * * * * * * * * * * *
Exhibit A
Reimbursement Agreement

REPORT TO CITY COUNCIL
Approved by: _________________________________ Keith Helmuth, City Engineer _________________________________ Arnoldo Rodriguez, City Manager SUBJECT:

Grant of a Quitclaim Deed to State of California for land located at State Route 145 and Clemmensen Avenue
RECOMMENDATION:

Adopt a Resolution Granting State of California a Quitclaim Deed located at State Route 145 and Clemmensen Avenue and Authorizing the City Clerk to Execute Deed and Cause it to be Recorded
SUMMARY:

Caltrans (State of California or State) is requesting the City of Madera (City) grant a Quitclaim deed for a strip of land that lies within State Route 145 (Madera Avenue) near Clemmensen Avenue. The Quitclaim deed, once recorded, transfers any interest the City may have in this land to the State of California.

DISCUSSION:

The State maintains right-of-way maps for highways owned and maintained by the State.

The State has identified an approximately 5 foot wide by 276-foot-long strip of land within the existing boundaries of State Route 145, within the City, that does not appear to have been previously dedicated to the State.

The “un-dedicated” land appears to have been related to a subdivision map known as the Abshire & Denney Subdivision map recorded in Book 18, Page 67 of Madera County Records.

Although the requested land to be quitclaimed lies outside the boundary of this tract, the length of the dedication, being approximately 276 feet, matches the length of this tract along State Route 145.

The State of California has requested the subject land be quitclaimed to the State at no charge per California Streets and Highways Code Section 83 and has prepared the deed for execution.

Council Meeting of: May 20, 2026
Agenda Number: _____ B-8

RETURN TO AGENDA
California Streets and Highways Code Section 83 states that any public street or highway portion within the boundaries of a state highway (including adopted traversable highways) becomes part of that State highway's right-of-way without compensation. The California Department of Transportation (Caltrans) holds jurisdiction and maintenance responsibility for these areas.

FINANCIAL IMPACT:

Approving the granting of the Quitclaim deed imposes no additional expense to the City or the General Fund.

ALTERNATIVES:

The Council may elect to not grant the Quitclaim Deed resulting in the State’s inability to transfer any interest or liability the City may currently have of a portion of State Route 145 from City to State.

ATTACHMENTS:

1. Resolution
Exhibit A - Quitclaim Deed

2. Location Map
Attachment 1
Resolution
RESOLUTION NO. 26 - ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA, GRANTING STATE OF CALIFORNIA A QUITCLAIM DEED AT STATE ROUTE 145 AND CLEMMENSEN AVENUE AND AUTHORIZING

THE CITY CLERK TO EXECUTE AND CAUSE IT TO BE RECORDED
WHEREAS, the State of California owns and maintains State Route 145 (Madera Avenue) which goes through the City of Madera; and
WHEREAS, the State of California has identified an approximately 5 foot wide by 276-footlong strip of land within the existing boundaries of State Route 145 that does not appear to have been previously dedicated to the State; and
WHEREAS, the State of California has requested the City of Madera grant to the State of California a Quitclaim Deed prepared by the State, for said strip of land.

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 grants a Quitclaim Deed to the State of California

3. The City Clerk is hereby authorized and directed to execute and cause the Quitclaim Deed to be recorded.

4. This resolution is effective immediately upon adoption. * * * * * * *
Exhibit A
Quitclaim Deed

RECORDING REQUESTED BY AND
WHEN
RECORDED MAIL TO:

California Department of Transportation
2015 East Shields Avenue, Suite 100
Fresno, CA 93726-5428
State Business No Recording Fee
(Gov. Code 27383)
DEPT. OF TRANSPORTATION
Space above this line for Recorders Use
89638-1_cover.docx 01/2023
QUITCLAIM DEED District County Route Postmile Number
06 MAD 145 8.75 89638-1
City of Madera,
hereinafter called GRANTOR, hereby releases and quitclaims to the State of California, Department of Transportation, hereinafter called STATE, all right, title and interest in and to all that real property in the City of Madera, County of Madera, State of California, described as follows:

See Exhibit A, attached.

Number
89638-1
89638-1_cover.docx 01/2023
The GRANTOR further understands that the present intention of the STATE is to construct and maintain a public highway on the lands hereby conveyed and the GRANTOR, for itself and its successors and assigns, hereby waive any and all claims for damages to GRANTOR's remaining property contiguous to the property hereby conveyed by reason of the location, construction, landscaping or maintenance of the highway.

City of Madera
City of Madera
Dated By
Signature
Print Name and Title
This is to certify that the State of California, acting by and through the Department of Transportation (according to Section 27281 of the Government Code), accepts for public purposes the real property described in this deed and consents to its recordation.

Dated By
Dina A. El-Tawansy
Director of Transportation

By
Chanin McKeighen
Acquisitions Branch, Chief
Right of way

Attachment 2
Location Map

___________________________________
Michael Lima, Director of Financial Services
____________________________
Arnoldo Rodriguez, City Manager

REPORT TOCITY COUNCIL
Council Meeting of: May 20, 2026
Agenda Number:

SUBJECT:

Final Program Year 2026/27 Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) Annual Action Plan RECOMMENDATION:

Adopt Resolutions to:

1. Approve the PY 2026/27 CDBG and HOME Annual Action Plan

2. Approve the funding of the PY 2026/27 CDBG allocation in the amount of $957,097

3. Approve the reallocation of CDBG-Revolving Loan Program Income to the reconstruction of the City’s Centennial Park Pool in the amount of $239,322

4. Approve the funding of the PY 2026/27 HOME allocation in the amount of $450,760 SUMMARY:

The City is an entitlement grantee under the U.S. Department of Housing and Urban Development (HUD). HUD requires entitlement grantees to adopt a comprehensive, longterm plan known as the Five-Year Consolidated Plan (Con Plan). HUD annually allocates CDBG and HOME funding to participating jurisdictions. Each year, the City is eligible to apply for and receive the funds through the development and submittal of an Annual Action Plan (AAP), which addresses the needs identified in the Fiscal Years (FYs) 2025-2029 Con Plan.

The Program Year (PY) 2026/27 AAP is the 2nd of 5 Action Plans that will support FYs 2025- 2029 Con Plan. The PY 2026/27 AAP proposes multiple funding resources for projects, including the current CDBG and HOME allocations, as well as unexpended Revolving Loan program income funds.

Staff recommends acceptance of the PY 2026/27 AAP and the funding for projects as written.

Approved by:

B-9

RETURN TO AGENDA
DISCUSSION:

The FYs 2025-2029 Con Plan analyzes the City’s housing and community development needs, with a priority focus on low-and-moderate income individuals, households, and neighborhoods. It also describes long-term strategies for meeting those needs.

The local funding priorities identified through the community participation process for the FYs 2025-2029 Con Plan include:
 Increase in Affordable Housing (advance the development of affordable housing and owner-occupied rehabilitation)
 Enhance Public Improvements and Public Infrastructure (enhance the quality and use of Madera’s physical infrastructure)
 Address Homeless Needs and Services (addressing the individual families that are experiencing homelessness and preventing others from becoming homeless)  Improve Public Services (support services for lower income households to obtain and maintain standard affordable housing)
 Community and Economic Development (enhance the economic well-being of all citizens through education and training, employment opportunities, and business development)
The City’s guidelines for the allocation and reallocation of funds include following the City’s Citizen Participation Process (CPP). The CPP includes issuing a notice providing the public 30 days to review and comment on the proposed funding and holding a public hearing regarding the proposed funding and its allocation. The City posted a notice of public comment on March 4, 2026. The public comment period concluded on April 6, 2026. One public comment was received from the Community Action Partnership Agency of Madera County (CAPMC).

The AAP is a detailed document submitted yearly that outlines the specific goals, and objectives, and actions needed to achieve the strategic goals that were set in the Consolidated Plan.

The deadline to submit the PY 2026/27 AAP to HUD is August 16, 2026.

Funding Sources
CDBG
The City is a CDBG entitlement jurisdiction that receives an annual funding allocation. Each year, the City is eligible to apply for and receive the funds through the development and submittal of an AAP. Activities proposed in the AAP must support a local priority as defined in the FYs 2025-2029 Con Plan and meet, at a minimum, one of the HUD’s National Objectives:

1. Benefit to low- and moderate-income (LMI) persons; or

2. Aid in the prevention or elimination of slums or blight; or

3. Meet a need having a particular urgency (referred to as urgent need).

HUD mandates the allocation of funds across three distinct categories, each subject to a specified maximum amount, as part of its expenditure requirements. The funding category allocation amounts must be based on the current year’s award. HUD released the PY 2026/27 CDBG and HOME allocations on April 3, 2026. The CDBG allocation decreased by approximately 3.3% ($32,694).

The final maximum funding allocations are provided in Table 1.

Summary of Subrecipient Grant Applications and Council Allocations OnDecember 8, 2025,the City released a Requestfor Funding Proposal(RFP)inviting eligible and interested entities to submit applications for the CDBG PY 2026/27 funding cycle. Thirteen applications were received. A summary of proposed allocations follows:

Administration
During its April 15, 2026 meeting, Council reviewed both the difference in the final 2026/27 CDBG allocation and the request on behalf of the Community Action Partnership of Madera County to rescind both their administration and public service allocations. As a result of both of those changes, a total of $7,306 remained unallocated. Council unanimously awarded the $7,306 to the City for administrative costs. Even though the administration allocation awarded to the City increased, the new allocation of $190,264 is still under the maximum administration allocation of $191,419. The final funding allocations are provided in Table 2.

Table 1: Program Year 2026/27 Maximum Allocations
Funding Categories Maximum %
per category
Actual Funding
Maximum $ per
category
Administration 20% $191,419
Public Service 15% $143,565
Capital Projects/Public Improvements No max. $622,113
Total 100% $957,097
Table 2: Program Year 2026/27 Administration Allocations Applicant
Council Tentative
Allocations
03/18/26
Council Final
Recommended
Allocations
04/15/26
City of Madera Action Plan Administration
Administration to Oversee the CDBG program $182,958 $190,264 Community Action Partnership of Madera County
Fresno Madera Continuum of Care
$15,000 $0.00
Total 197,958 $190,264
Public Service
The Public Service allocations previously approved during the March 18, 2026 Council meeting were also impacted by CAPMC’s request to rescind their allocations. The Public Service allocations were adjusted to reflect this reduction. The final public service allocation is less than the maximum allowed. Council unanimously voted to approve the allocation recommendationsin the amount of $123,468 at its April 15, 2026 meeting. The final funding allocations are provided in Table 3.

Table 3: Program Year 2026/27 Public Service Allocations Applicant
Council Tentative
Allocations
03/18/26
Council Final
Recommended
Allocations
04/15/26
Community Action Partnership
Housing Stabilization $25,000 $0
Project Run Madera
Project Run Madera $17,500 $17,500
O.L.I.V.E. Charitable Organization
The Bennet House $15,000 $15,000
United Way-Fresno & Madera Counties
Community -Based Navigation and Support $17,500 $17,500 Madera County Food Bank
Food Access & Family Support Project $43,468 $43,468
City of Madera Parks Department
Madera Seniors Nutrition & Recreational Program $30,000 $30,000 Total $148,468 $123,468
Capital Projects/Public Improvements
The City received four applications in the Capital/Public Improvements category totaling $659,000. The amount available for this funding category, assuming the maximum funding allocations are met for Administration and Public Services, is $622,113. Council unanimously agreed to the proposed funding for all four projects in the amount of $643,365. As maximum funding allocations were not awarded in both the Administration and the Public Services categories, the amount over the $622,113 that is eligible to be awarded in this category. Table 4 below provides funding detail for the approved Capital Project/Public Improvements funding proposals.

Table 4: Program Year 2026/27 Capital and Public Improvements Allocations Applicant Amount Requested by
Applicants
Council
Recommended
Allocations
City Public Works
Sidewalk and ADA Corner Ramp (2026) $230,000 $230,000
City of Madera Parks Department
Horseshoe Pits- Design $51,000 $51,000
City of Madera Parks Department
Clinton Street Widening $78,000 $78,000
City of Madera Parks Department
Demolition Project: Mexican-American &
CASA Buildings
$300,000 $284,365
Total $659,000 $643,365
Unexpended Funds
During the Council meeting on March 18, 2026, Council approved the reallocation of CDBGRevolving Loan Program Income to the reconstruction of the City’s Centennial Park Pool. Table 5 provides funding detail.

Table 5: Proposed Allocation of the CDBG-RLF Program Income Funding Source Reallocation Project Amount to
Reallocate
Proposed
Funding Total

CDBG-RLF
Program Income
City of Madera Parks
Centennial Park Pool $239,322 $239,322
Home Investment Partnership Program Funds
The City is an entitlement jurisdiction for the HOME Investment Partnerships Program (HOME).

The updated Program Year 2026/27 eligible allocation is $450,760, which is an increase of $52,203.

An eligible HOME project must be a form of an affordable housing activity and serve low-moderate income families. Eligible activities for HOME funds are:
 Housing rehabilitation
 New construction of affordable housing units
 Acquisition and rehabilitation
 Multifamily projects
 New construction
 Down payment assistance programs
 First-time homebuyer down payment assistance
 Owner occupied rehabilitation
 Tenant-based rental assistant programs
 Predevelopment loans to CHDOs
The FYs 2025-2029 Con Plan found that affordable housing is the number one priority needed in the City. Therefore, the City is proposing Project HOME in the amount of $365,184. The activities tied to this project will work to preserve and expand the supply of affordable housing. The remaining balance of $40,576 will be allocated to the administration of Project HOME.

FINANCIAL IMPACT:

This allocation will not have an impact on the General Fund. The City will administer the CDBG and HOME grants with existing staff. All of the CDBG and HOME monies mentioned in this staff report will be included in the Fiscal Year 2026/27 Proposed City Budget for Council consideration.

It should be noted that failure to meet HUD’s submission deadline of August 16, 2026 may result in reduction or loss of federal funding.

ALTERNATIVES:

As an alternative, to the proposed funding recommendations, Council may:

1. Reject the proposed funding allocations.

2. Adjust the proposed funding allocations.

3. Develop new allocations.

ATTACHMENTS:

1. Resolution authorizing the submission of the 2026/27 CDBG and HOME Annual Action Plan and Exhibit A to the resolution, the PY 2026/27 Annual Action Plan

2. Resolution authorizing the acceptance of the PY 2026/27 CDBG annual entitlement in the amount of $957,097 and Exhibit A to the resolution, the PY 2026/27 Annual Action Plan

3. Resolution authorizing the acceptance of the PY 2026/27 HOME annual entitlement in the amount of $450,056 and Exhibit A to the resolution, the PY 2026/27 Annual Action Plan

4. Resolution authorizing the reallocation of the CDBG Revolving Loan Program Income to the reconstruction of the City’s Centennial Park Pool in the amount of $239,322.

5. Attachment A: PY 2026/27 Council Allocation Final Funding Allocation RESOLUTION NO. 26-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA APPROVING THE COMMUNITY DEVELOPMENT

BLOCK GRANT (CDBG) AND HOME INVESTMENT PARTNERSHIPS
PROGRAM (HOME) 2026/27 ANNUAL ACTION PLAN
WHEREAS, the U.S. Department of Housing and Urban Development (HUD) requires recipients of Community Development Block Grant (CDBG) funding to submit an Annual Action Plan; and
WHEREAS, the City has completed the development process for the Annual Action Plan; and
WHEREAS, the Annual Action Plan is due to HUD by August 16, 2026.

NOW THEREFORE, the City Council of the City of Madera hereby finds, orders and resolves as follows:

1. The foregoing recitals are true and correct and are incorporated herein by reference.

2. The City Council approves submission of the U.S. Department of Housing and Urban Development City of Madera CDBG and HOME 2026/27 Annual Action Plan, which is attached as Exhibit A to this resolution and incorporated by reference.

3. This resolution is effective immediately upon adoption.

RESOLUTION NO. 26-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA APPROVING THE COMMUNITY DEVELOPMENT
BLOCK GRANT (CDBG) PROGRAM YEAR 2026/27 ALLOCATION IN
THE AMOUNT OF $957,097 IN THE PROGRAM YEAR 2026/27

ANNUAL ACTION PLAN
WHEREAS, the U.S. Department of Housing and Urban Development (HUD) requires recipients of Community Development Block Grant (CDBG) funding to submit a five-year Consolidated Plan; and
WHEREAS, the City has completed the development process for the Program Year 2026/27 Annual Action Plan; and
WHEREAS, the City is an entitlement jurisdiction for the CDBG program and funding is dependent upon the submission of an Annual Action Plan:

WHEREAS: the City’s CDBG entitlement allocation for the Program Year 2026/27 is $957,097; and
WHEREAS: the Annual Action Plan is due to HUD by August 16, 2026.

NOW THEREFORE, the City Council of the City of Madera hereby finds, orders and resolves as follows:

1. The foregoing recitals are true and correct and are incorporated herein by reference.

2. The City Council approves allocation of the Program Year 2026/27 U.S.

Department of Housing and Urban Development City of Madera CDBG allocation in the amount $957,097 in the Program Year 2026/27 Annual Action Plan, which is attached as Exhibit A to this resolution and incorporated by reference.

3. This resolution is effective immediately upon adoption.

RESOLUTION NO. 26-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MADERA,

CALIFORNIA APPROVING THE HOME INVESTMENT
PARTNERSHIPS PROGRAM (HOME) PROGRAM YEAR 2025/26
ALLOCATION IN THE AMOUNT OF $450,760 IN THE PROGRAM
YEAR 2026/27 ANNUAL ACTION PLAN
WHEREAS, the U.S. Department of Housing and Urban Development (HUD) requires recipients of Community Development Block Grant (CDBG) funding to submit a five-year Consolidated Plan; and
WHEREAS, the City has completed the development process for the Program Year 2026/27 Annual Action Plan; and
WHEREAS, the City is an entitlement jurisdiction for the HOME program and funding is dependent upon the submission of an Annual Action Plan:

WHEREAS: the City’s HOME entitlement allocation for the Program Year 2026/27 is $450,760; and
WHEREAS: the Annual Action Plan is due to HUD by August 16, 2026.

NOW THEREFORE, the City Council of the City of Madera hereby finds, orders and resolves as follows:

1. The foregoing recitals are true and correct and are incorporated herein by reference.

2. The City Council approves allocation of the Program Year 2026/27 U.S.

Department of Housing and Urban Development City of Madera HOME allocation in the amount $450,760 in the Program Year 2026/27 Annual Action Plan, which is attached as Exhibit A to this resolution and incorporated by reference.

3. This resolution is effective immediately upon adoption.

RESOLUTION NO. 26- _____

A RESOLUTION OF THE CITY COUNCIL, OF THE CITY OF MADERA, CALIFORNIA, APPROVING THE REALLOCATION OF $239,322 OF REOLVING LOAN FUNDS TO THE CITY OF MADERA PARKS DEPARTMENT’S PROGRAM YEAR 2025/26 CENTENNIAL PARK POOL PROJECT
WHEREAS, the City has a Revolving Loan Fund program funded with Community Development Block Grant (CDBG) monies and administered by the Madera County Economic Commission (MCEDC); and
WHEREAS, the last approved loan was issued in January 2021; and WHEREAS, on February 18, 2026 staff provided Council with an informational report that include the CDBG Revolving Loan Fund Program Income balance in the amount of $389,322; and
WHEREAS; the MCEDC requested to retain $150,000 of the Program Income balance; and
WHEREAS; the Program Income balance returned to the City in the amount of $239,322 needs to be allocated to a new or existing capital or public improvement project; and WHEREAS, the City is proposing the allocation of the CDBG Revolving Loan Program Income unexpended balance to the Program Year 2025/26 City Parks Centennial Park Pool Project in the amount of $239,322 in the Program Year 2026/27 CDBG and HOME Investments and Partnership Program (HOME) Annual Action Plan.

NOW, THEREFORE, the City Council of the City of Madera finds, determines, resolves and orders as follows:

1. The foregoing recitals are true and correct and are incorporated herein by reference.

2. The City Manager is hereby authorized to take such action to implement the terms of the Resolution.

3. This resolution is effective immediately upon adoption. *****
City of Madera
2026/27 Fiscal Year
Community Development Block Grant and HOME
Investment Partnership Program
Annual Action Plan
Exhibit A
Annual Action Plan
2026
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

6. Summary of comments or views not accepted and the reasons for not accepting them

7. Summary
Annual Action Plan
2026
2 OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator MADERA Finance Department, Grants Division HOME Administrator MADERA Finance Department, Grants Division Table 1 – Responsible Agencies
Narrative (optional)
The City of Madera Grants Department is the lead agency in administering the Community Development Block Grant and the HOME Inverstments Partnerhsip Program grant from the U.S. Department of Housing and Urban Development. The Grants Department is also responsible for the preparation of the Consolidated Plan, Annual Action Plans, and the Consolidated Annual Performance Report.

Consolidated Plan Public Contact Information
Marcela Zuniga
Grants Administrator - Grants
City of Madera
205 W Fourth Street
Madera, CA 93637
559-661-3692
[email protected]
Annual Action Plan
2026
3 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
Throughout the preparation of the Annual Action Plan, the City consulted with local stakeholders to ensure local needs are met. The City also attended meetings and spoke with local housing and homeless service providers to gain additional input. The goal of the consultation process was to gather data, inform the community, and determine the priorities of the Madera residents.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City has an active relationship with the local housing authority. Staff have a mutual understanding of the need to increase access to affordable housing as well as improve the appeal of the current public housing inventory. Both entities are focused on developing strategies that are within the capacity of each. City staff attend the Homeless Implementation Committee monthly meetings. This is a group of local stakeholders focused on the systemic barriers affecting individuals experiencing homelessnes or persons at risk of homelessness.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The Fresno-Madera Continuum of Care (FMCoC) provides comprehensive homeless and housing services to individuals in both the Fresno and Madera regions. FMCoC assists homeless persons make the transition from homelessness to independent or supportive permanent housing. FMCoC provides access to education, health and mental health services, employment training, and life skills development. In 2020 FMCoC is comprised of 35 members from a broad spectrum, including: service providers, government agencies, housing providers, and community coalitions. The needs of the Madera community are different than those in Fresno, therefore a more strategic approach is in process between FMCoC leadership and Madera stakeholders. The goal is to streamline the process of implementing the Point in Time Count while ensuring accurate data collection.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City of Madera does not apply for ESG funds.

Annual Action Plan
2026
4 OMB Control No: 2506-0117 (exp. 09/30/2021)

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
Annual Action Plan
2026
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Community Action Partnership of Madera County Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
Service-Fair Housing
Services - Victims
Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Staff meets with CAPMC staff monthly during the Homeless Implementation Committee meetings and receives updates on the homeless in the community. With this partnership, staff anticipates maintaining an accurate understanding of the homeless needs in the community.

Annual Action Plan
2026
6 OMB Control No: 2506-0117 (exp. 09/30/2021)
Identify any Agency Types not consulted and provide rationale for not consulting Staff consults with the entire Homeless Implementation Committee. None of the agencies are excluded from this discussion.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Fresno Housing
Authorities
The strategic plan and Fresno/Madera Continuum of Care both address the need to provide services and housing for homeless persons.

Table 3 – Other local / regional / federal planning efforts Narrative (optional)
Staff participation in the Housing Implementation Committee will improve staff's understanding of the local homeless needs. Staff also consulted directly with leadership from the Madera Contiuum of Care to improve understanding of role it plays in the Madera community in supporting the needs of persons experiencing homelessness. This deeper understanding will support ongoing conversations with City staff to identify future CDBG and HOME funding criteria and work toward reaching the goals outlined in the City's 2024-2029 Consolidation Plan.

Annual Action Plan
2026
7 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The Community had several opportunities to participate and was encouraged to provide input and listen to the selection process. After applications were received, the public was invited to attend the Block Grant commission meeting on March 2, 2026. During this meeting, applicants provided a brief presentation of their program. Following their presentations, applicants were available for questions and answers. On March 4, 2026 a 30-day public review and comment period began and ended April 6, 2026. A Public Hearing was held on March 18, 2026 during a regular meeting of the Madera City Council.

The CDBG Block Grant Commission based their funding recommendations on the goals as identified in the 2025-2029 Consolidated Plan. City Council maintained the funding recommendations as presented with minimal changes.

Annual Action Plan
2026
8 OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Meeting
Minorities
Non-English
Speaking - Specify
other language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of Public
and Assisted
Housing
March 2, 2026: a
Block Grant
Commission (BGC)
meeting was held.

City staff, members
of the BGC, and
representatives from
the 2026/27 CDBG
applicants were in
attendance.

All applicants in
attendance
provided a short
presentation on the
proposed project
and answered
questions from the
BGC members.

All comments were
received and
considered by the BGC
members. No
comments were
rejected.

Annual Action Plan
2026
9 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
2 Newspaper Ad
Minorities
Non-English
Speaking - Specify
other language:

Spansih
Persons with
disabilities
Nontargeted/broad
community
Residents of Public
and Assisted
Housing
A notice of the 30-
day public comment
period and upcoming
Public Hearing was
published in the
Madera Tribune on
March 7, 2026. The
public comment
period began on
March 4, 2026 and
concluded on April 6,
2026. Members of
the BGC and
applicants were
invited to attend.

There were no
public comments
received.

This is not applicable.

Annual Action Plan
2026
10 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
3 Public Hearing
Minorities
Non-English
Speaking - Specify
other language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of Public
and Assisted
Housing
March 18, 2026: A
public hearing was
held during a
regularly scheduled
Council Meeting. City
Council members
discussed the
proposed funding for
projects as
recommended by the
BGC. After
deliberation, minimal
changes were made
and agreed to by
motion. Provide that
final allocations for
the 2026/27 program
year had not been
released yet, final
allocations would be
approved in a
subsequent Council
meeting.

No public
comments were
received.

This is not applicable.

Annual Action Plan
2026
11 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
4 Public Meeting
Minorities
Non-English
Speaking - Specify
other language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of Public
and Assisted
Housing
April 15, 2026: Final
allocations for the
CDBG and HOME
programs were
released on April 3,
2026. Staff presented
final allocations to
City Council for final
approval.

One public
comment letter
was received from
the Community
Action Partnership
of Madera County
(CAPMC) on March
25, 2026 for
Council review and
consideration
during the April 15,
2026 meeting. The
letter stated
CAPMC's intentions
to rescind both the
administration and
public service
allocations. No
other public
comment received.

Council accepted the
public comment and
the CDBG awards for
CAPMC previously
agreed upon during the
March 18, 2026
meeting were
reallocated.

Table 4 – Citizen Participation Outreach
Annual Action Plan
2026
12 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Action Plan
2026
13 OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City's total Program Year 2026/27 eligible funding total is $1,647,179 and includes three financial resources:

1. The City's CDBG annual entitlement award in the amount of $957,097

2. The City's HOME entitlement allocation in the amount of $450,760

3. The City's prior Year's Resources: CDBG Revolving Loan unexpended program income in the amount of $239,322 Anticipated Resources
Annual Action Plan
2026
14 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
957,097.00 4,000.00 239,322.00 1,200,419.00 3,020,067.00 The City was allocated $957,097
for the 2026/27 PY.The City
anticipates receiving
approximately $4,000 in program
income from outstanding
Revolving Loan Program
recipients throughout the PY. The
City will be reallocating $239,322
of unexpended CDBG Revolving
loan funds. These funds will be
allocated towards the 2025/26
City Parks Centennial Park Pool
project. The expected amount
available is the total of the
2025/26 amount (3,973,164)
adding the expected PI and
reducing the 2026/27 CDBG
allocation.

Annual Action Plan
2026
15 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA 450,760.00 0.00 0.00 450,760.00 963,466.16
The City was allocated $450,760
for the 2026/27PY. The expected
amount available is the total of
the 2025/26 amount
($1,414,226.16) and reducing the
2026/27 HOME allocation.

Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The CDBG program does not have a matching requirement. However, in evaluating the proposals for CDBG funding each year, the City uses the availability of matching funds as a factor in determining recommended allocations.

Annual Action Plan
2026
16 OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Madera is considering an mixed use affordable housing project in downtown Madera. The property is owned by the City. The project would be funded by federal and state grants including HOME, Regional Early Action Planning (REAP), and Permanent Local Housing Allocation (PLHA). If brought to fruition, this project would increase affordable housing stock and allow for public transit access.

Discussion
The projects described above support two of the goals identified in the 2025/29 Consolidated Plan.

The highest local need is increase of the affordable housing stock. HOME funds will be used toward increasing housing stock and/or improving the existing housing stock in the community. This may be met through the implementation of an owner-occupied rehabilitation program and/or through the development of new affordable housing.

Improving community assets is also an identified concern. Currently the only public pool in Madera is located at Centennial Pool Park. However, a malfunction in the pool's filtration system was identified in June 2025 and has been closed since. The addition of funds to this project is in support of a major rehabiliation required to safely re-open the pools.

Annual Action Plan
2026
17 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Low- to moderateincome citizens will
have access
2025 2029 Affordable
Housing
City of
Madera City
Limits
Increase Affordable
Housing
HOME:
$365,184.00
Homeowner Housing Added:
2 Household Housing Unit
2 Improve the quality
and access to
programs and fac
2025 2029 Non-Homeless
Special Needs
City of
Madera City
Limits
Improve Public
Services
CDBG:
$108,468.00
Public service activities other
than Low/Moderate Income
Housing Benefit: 4400
Persons Assisted
3 Enhance the
economic wellbeing of all citizens
th
2025 2029 Non-Housing
Community
Development
City of
Madera City
Limits
Community and
Economic
Development
4 Enhance the quality
and use of the
physical infras
2025 2029 Non-Housing
Community
Development
City of
Madera City
Limits
Enhance Public
Improvements and
Public Infrastruct
CDBG:
$598,322.00
Public Facility or
Infrastructure Activities other
than Low/Moderate Income
Housing Benefit: 22011
Persons Assisted
5 Prevent and reduce
homelessness
2025 2029 Homeless City of
Madera City
Limits
Address Homeless
Needs and Services
CDBG:
$15,000.00
Homelessness Prevention: 25
Persons Assisted
Annual Action Plan
2026
18 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
6 Administration 2025 2029 Administration City of
Madera City
Limits
Increase Affordable
Housing
Enhance Public
Improvements and
Public Infrastruct
Address Homeless
Needs and Services
Improve Public
Services
Community and
Economic
Development
CDBG:
$190,264.00
HOME:
$40,576.00
Other: 0 Other
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Low- to moderate-income citizens will have access Goal
Description
Project HOME will serve low-to-moderate-income households through the development of affordable housing and/or through rehabilitating existing housing stock. The City is in the planning phase of planning for affordable housing development but understands the need to increase/improve housing stock. Therefore, this project is designed to develop housing and/or rehabilitate existing housing.
2 Goal Name Improve the quality and access to programs and fac Goal
Description
Will help to address basic needs as well as provide important services to the community.

Annual Action Plan
2026
19 OMB Control No: 2506-0117 (exp. 09/30/2021)
3 Goal Name Enhance the economic well-being of all citizens th Goal
Description
The activities tied to this goal will work to increase residents’ job readiness through skill training, promotion of business, educational opportunities, and other strategies that may serve low-income populations in their attempts to seek economic opportunities. No activities will be funded this program year that support this Plan goal. 4 Goal Name Enhance the quality and use of the physical infras Goal
Description
The investment in publicly owned facilities and infrastructure improves the community and neighborhoods in which they serve. This investment directly impacts housing development and economic growth of communities. The activities tied to this goal may include improvements to parks, streets, sidewalks, lighting, ADA accessibility, among other infrastructure and/or facilities that serve residents. The funding breakdown is as follows:

CDBG: $359,000
Prior Year Resources: $239,322
5 Goal Name Prevent and reduce homelessness
Goal
Description
The activities tied to this goal will support getting individuals and families out of homelessness as well as preventing individuals and families from becoming homeless.
6 Goal Name Administration
Goal
Description
Provide Administrative Services to Achieve Madera 2025-2029 Consolidated Plan Goals.

Annual Action Plan
2026
20 OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects
AP-35 Projects – 91.220(d)
Introduction
The following is a list of the projects funded through the 2025/2026 CDBG Annual Action Plan. The projects consist of administration, public services and capital projects. All funded projects are expected to be completed by June 30, 2026.

Projects
# Project Name
2 City of Madera HOME Admin 25/26
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The projects that were prioritized were housing, homelessness, and infrastructure. These priorities were identified through the data analysis and citizen participation feedback for the 2025/29 Consolidated Plan. While there are several constraints to meeting the needs of low-income residents, the primary obstacle is that there is a lack of funding to fully address all needs. The economic challenges facing the nation have forced many nonprofits to cut services at a time when governmental entities and others are least able to provide them.

Annual Action Plan
2026
21 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
Annual Action Plan
2026
22 OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Project Name City of Madera HOME Admin 25/26
Target Area City of Madera City Limits
Goals Supported Administration
Needs Addressed Increase Affordable Housing
Address Homeless Needs and Services
Funding :

Description The City of Madera provides full oversight of the HOME program. Administrative funding will be applied to personnel costs associated with providing such oversight.

Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
This activity provides administration oversight of the CDBG program; therefore, an estimated number of participants isn't proposed.

Location Description The City of Madera provides full oversight of the HOME program. Administrative funding will be applied to personnel costs associated with providing such oversight.

Planned Activities HOME administration includes all program development and implementation. It involves reimbursement processing and monitoring of the HOME grant for compliance.

Annual Action Plan
2026
23 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City of Madera does not direct assistance geographically.

Geographic Distribution
Target Area Percentage of Funds
City of Madera City Limits 100
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The rationale is driven by Madera's identified priority needs. All CDBG funds are allocated either to citywide services and programs or withing eligible census tracts.

Discussion
The City has not designated specific geographic areas within its jurisdiction to target or provide direct assistance.

Annual Action Plan
2026
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City understands the critical need to increase the affordable housing stock. The HOME program will fund Project HOME which will focus on developing and/or preserving affordable housing.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 4
Special-Needs 0
Total 4
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 4
Acquisition of Existing Units 0
Total 4
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
The reduction or prevention of homelessness is one of the highest rated local needs in the 2025-2029 Consolidated Plan.

The HOME funds will be used to target the highest rated need, affordable housing. The City recognizes the need to work toward this goal. While the production of affordable housing is time-consuming, the City intends on supporting this need through a two-pronged approach: 1) affordable housing development and 2) restoration/rehabilitation of existing housing stock. A total of 4 households may be served by this project.

Annual Action Plan
2026
25 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing – 91.220(h)
Introduction
The City of Madera maintains a strong relationship with the local housing authority. Both the City and the Housing Authority of the City of Madera (HACM) are eager to partner as opportunites arise to improve the lives of local residents.

Actions planned during the next year to address the needs to public housing Public housing needs are addressed through the HACM. The HACM is independent of the City of Madera, and the City retains no control over its funding or implementation programs.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
HACM staff have expressed concern of the impact of the shortage of affordable housing units. While, they have voucher availability, it is difficult for those clients to located affordable housing units.

Staff will continue strategizing with HACM staff during the 2026/27 PY to discuss how to effectively address public housing needs as described in the HACM Public Housing Annual Plan and those identified in the City’s 2025-2029 Consolidated Plan. Specifically, the City is actively participating in multiple community groups in partnership with the HACM including Housing our Homeless and Strategic Housing Needs.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Housing Authority is not designated as troubled and is in good standing under 24 CFR 902.

Discussion
For any additional information or inquiries about the Housing Authority's Public Housing Plan, requests can be sent to 205 North "G" Street, Madera, CA 93637.

Annual Action Plan
2026
26 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City's strategy related to the needs of the homeless, those at risk of homelessness, and other special needs populations is focused on participating in the Housing Our Homeless Committee and collaborating with the Fresno/Madera Continuum of Care (FMCoC).

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
During Program Year 2026/27 the City will continue its participation in the Housing Our Homeless Committee and partnership with the FMCoC. These partnerships support address ongoing homeless needs and the FMCoC annual Point-in-Time survey count, which assesses the needs of the homeless population.

Members of the Housing Our Homeless Committee work closely with the FMCoC to help address reaching a functional zero with homelessness. Currently, the FMCoC has a by-name registry list that includes all homeless individuals encountered that are willing to complete a Vulnerability-Index Service Prioritization Decision Tool survey. The survey prioritizes the vulnerability of the individual on the basis of chronic homelessness, medical history, mental health issues, substance use history, veteran status, and various other factors. The target is to be able to coordinate housing the most vulnerable and the most chronic homeless in housing program vacancies. The FMCoC currently operates the Multi-agency Access Program Point (MAPP), located in Fresno that is a one-stop service and referral for all homeless. The FMCoC is working to establishing a MAPP in Madera County to enhance the utilization of the coordinated entry and by-name registry list.

Addressing the emergency shelter and transitional housing needs of homeless persons The FMCoC applies for and receives almost $6 million annually in HUD homeless funds. Ongoing collaboration with FMCoC supports Madera in remaining eligible for HUD funds to address homelessness.

Additionally, the Madera Rescue Mission is a subrecipient of Permanent Local Housing Allocation (PLHA) funds. The Mission provides emergency and rapid rehousing services. During the 2022/23 program year, the City of Madera awarded the mission monies for the facility improvements and ongoing operation costs. The mission has not exhausted these funds and will continue these improvements during this PY.

Helping homeless persons (especially chronically homeless individuals and families, families Annual Action Plan
2026
27 OMB Control No: 2506-0117 (exp. 09/30/2021)
with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Homelessness is a challenging obstacle to address. Through local partnerships, the City will collaborate efforts towards reducing the homeless population and recidivism back into a homeless state.

As previously mentioned, the Madera Rescue Mission also assists homeless persons in transitioning to permanent housing. The Mission announced thas six Tiny Homes available that serve as a source of transitional/rapid rehousing. Case management is provided to the persons living in these homes. The City works collaboratively with Mission staff to identify ongoing efforts to address homelessness.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

Participation in the Housing our Homeless Committee is criticial in increasing knowledge about the resources available to homeless individuals. This group is comprised of numerous local stakeholders include law enforcement, public health, social services, and private entities. This collaboration supports local stakeholders to bring community awareness to the homeless populations and provide outreach and education on the resources available for residents at-risk of becoming homeless. An example of outreach and education efforts is the annual Homeless Awareness Day event hosted by Community Action Partnership of Madera County.

Discussion
The City recognizes the need for strong and ongoing partnerships to continue the efforts in reducing and preventing homelessness. As one of the highest needs in the community, it is imperative to collaborate with local stakeholders, share assets, and strategize as a community to work toward this goal.

Annual Action Plan
2026
28 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Market and governmental factors pose constraints to the provision of adequate and affordable housing.

These factors tend to disproportionately affect lower-income households due to their limited resources for absorbing the costs. Local jurisdictions have little influence over the market factors, such as the cost of labor and construction materials, cost of land, and the availability of financing, or statewide and national policies, such as prevailing wage requirements and environmental protection. As discussed in the Market Analysis, other local factors that could impede affordable housing development include:
• Land Use Controls
• Residential Development Standards
• Off-site Improvement Requirements
• Permit and approval process
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City is undertaking several actions to reduce potential barriers and constraints to affordable housing, as well as promote housing for special needs populations. In its 2024 – 2023 Housing Element, the City describes planned efforts to mitigate housing barriers. These include the following:
• The City updated its Accessory Dwelling Unit (ADU) Ordinance to encourage ADU production. • The City is using PLHA funding for the development of ADU plans that will be available for distribution to low-income families.
• To address the time constraint in the planning review and processing timeline, the City has developed an expedited permit processing for qualifying affordable housing projects. • Finally, to streamline the development review and impact fee process, the City has compiled all development standards in an easily accessible online location.

Discussion:

The City is aware of the barriers to affordable housing and the impact it has on the community.

Correcting these issues would work toward reducing the barriers to accessing affordable housing. The impact of the above-mentioned changes will be continuously monitored and assessed.

Annual Action Plan
2026
29 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-85 Other Actions – 91.220(k)
Introduction:

The City of Madera uses a range of strategies to address the housing, homeless, and community development goals identified in the Consolidated Plan. This section discusses actions planned to foster and maintain affordable housing, to reduce lead-based paint hazards, to reduce the number of povertylevel families in Madera, and to coordinate activities in these areas with other entities.

Actions planned to address obstacles to meeting underserved needs The primary obstacle to meeting underserved needs is the limited amount of Federal, State, and local resources available to meet the many needs in the community. The City of Madera will continue to pursue State and Federal resources as available to meet underserved needs and support efforts of nonprofits serving the community.

Actions planned to foster and maintain affordable housing The City will continue to foster and maintain affordable housing through the following programs:
• The Downpayment Assistance Program for First Time Homebuyers • Counseling for first time homebuyers
• The Owner-Occupied Residential Rehabilitation Program • HOME investment partnership program
Actions planned to reduce lead-based paint hazards
Lead-based paint hazards are identified and abated prior to construction or close of escrow when the City assists a housing unit built before 1978. Also, the City will continue to provide deferred, zerointerest loans through the Owner-Occupied Residential Rehabilitation Program (OOR) to abate leadbased paint hazards.

Actions planned to reduce the number of poverty-level families The City’s anti-poverty strategy is based on addressing and preventing homelessness and providing a range of employment opportunities and supportive services aimed at enabling those in poverty to move into the workforce. For the 2025/26 PY, four activities are proposed for funding to address this Annual Action Plan
2026
30 OMB Control No: 2506-0117 (exp. 09/30/2021)
need. These activities are:
• The Community Action Partnership of Madera County and Fresno- Housing Stabilization Project • OLIVE Safe House Project
• Madera County Workforce- In-home Child Care Pilot Program Project • Madera Coalition for Community Justice- Madera Microenterprise Education Project Actions planned to develop institutional structure
The City’s anti-poverty strategy is based on addressing and preventing homelessness and providing a range of employment opportunities and supportive services aimed at enabling those in poverty to move into the workforce. For the 2025/26 PY, four activities are proposed for funding to address this need. These activities are:
• The Community Action Partnership of Madera County and Fresno- Housing Stabilization Project • OLIVE Safe House Project
• Madera County Workforce- In-home Child Care Pilot Program Project • Madera Coalition for Community Justice- Madera Microenterprise Education Project Actions planned to enhance coordination between public and private housing and social service agencies
The City of Madera also relies on the non-profit service sector to provide emergency shelter and transitional housing. The City of Madera will continue to support eligible organizations and their activities with local, state and federal funding as it’s made available and upon their governing entity’s approval.

Discussion:

The City’s anti-poverty plan is focused on promoting the work force and increasing access to direct services. In this manner, persons in the community will benefit from job training and/or employment.

Direct services will support the employment. Together, these strategies can assist in reducing poverty in the community.

Annual Action Plan
2026
31 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

The City of Madera strives to allocate CDBG and HOME funding to low-moderate income residents. The City has allocated all anticipated revenues in the PY 2026/27 Annual Action Plan.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income.Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

The City of Madera will not use HOME funds for anything other than the eligible activities identified Annual Action Plan
2026
32 OMB Control No: 2506-0117 (exp. 09/30/2021)
in section 92.205.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

The City just received executed HUD agreeements and is still in the process of developing HOME investment partnership program guidelines. However, they will closely relate to the City’s current CalHOME guidelines.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

Repayment of loan is voluntary for the first 30-years after receiving the loan. Payments are voluntary, but if periodic payments are received, they are considered program income. In the event homebuyer sells or forecloses during the affordability period, homebuyer will pay the loan first and assume any profit remaining.

Changes in title or occupancy must be in keeping with the objective of benefit to low-income households (below 80 percent of AMI).

Change from owner-occupant to owner-occupant occurs at a sale. When a new owner-occupant is not low-income, the loan is not assumable, and the loan balance is immediately due and payable. If the new owner-occupant qualifies as low-income, the purchaser may either pay the loan in full or assume all loan repayment obligations of the original owner-occupant, subject to the approval of the Lender’s Loan Committee.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

As the City updates it existing Calhome guidelines, the refinancing of debt will be included to comply with 24 CFR. 92.206.

5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).

The City is not planning to implement a TBRA project

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific Annual Action Plan
2026
33 OMB Control No: 2506-0117 (exp. 09/30/2021)
category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)).

As mentioned, the City is not planning a HOME TBRA program.

7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR

92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

The City is not implementing any preference or limitation for rental housing projects.

The City will use all CDBG and HOME funds to assist low, moderate-income individuals. CDBG and HOME policies and procedures are continuously reviewed for compliance. Special requirements for both programs are reviewed by staff for understanding and implementation.

Annual Action Plan
2026
34 OMB Control No: 2506-0117 (exp. 09/30/2021)
Activity Type
Estimated
Maximum
Allocation Proposal
Amount
Requested
Block Grant
Commission
Funding Proposals
03/02/26
City Council
Proposals
03/18/26
City Council
Final
Allocations
04/15/26
Max. Remaining
Funds
Administration $ 191,419 City of Madera
CDBG Administration $ 198,000 $ 182,958 $ 182,958 $ 190,264 CAPMC Fresno Madera Continuum of Care
Point-In-Time Administration $ 15,000 $ 15,000 $ 15,000 $ - Total Administration: $ 213,000 $ 197,958 $ 197,958 $ 190,264 $1,155 Activity Type
Estimated
Maximum
Allocation Proposal
Amount
Requested
Block Grant
Commission
City Council
Proposals
03/18/26
City Council
Final
Allocations
04/15/26
Max. Remaining
Funds
Community Action Partnerhsip
Housing Stabilization $ 65,000 $ 30,000 $ 25,000 $ -
City Parks Dept.

Seniors Nutrition & Recreational Program $ 65,000 $ 30,000 $ 30,000 $ 30,000 O.L.I.V.E Charitable Organization
The Bennet House $ 15,000 $ 15,000 $ 15,000 $ 15,000
Pequenos Empresarios
Madera Elevate $ 75,000 $ - $ - $ -
Project Run
Project Run Madera $ 20,000 $ 15,000 $ 17,500 $ 17,500
United Way- Fresno & Madera Counties
Community-Based Navigation and Support $ 50,000 $ 15,000 $ 17,500 $ 17,500 Madera County Food Bank
Food Access & Family Support Project $ 150,000 $ 43,468 $ 43,468 $ 43,468 Total Public Services: $ 440,000 $ 148,468 $ 148,468 $ 123,468 $ 20,097 Activity Type
Estimated
Maximum
Allocation Proposal
Amount
Requested
Block Grant
Commission
City Council
Proposals
03/18/26
City Council
Final
Allocations
04/15/26
Max. Remaining
Funds
City Public Works
Sidewalk and ADA Corner Ramp (2026) $ 230,000 $ 230,000 $ 230,000 $ 230,000 City Parks Dept.

Horseshoe Pits, Design $ 51,000 $ 51,000 $ 51,000 $ 51,000 City Parks Dept.

Clinton Street Widening $ 78,000 $ 78,000 $ 78,000 $ 78,000 City Parks Dept.

Demolition Project- Mexican American & Casa
Buildings $ 300,000 $ 284,365 $ 284,365 $ 284,365
Total Capital Projects/Public Improvements: $ 659,000 $ 643,365 $ 643,365 $ 643,365 $ (21,252) $ 957,097
$ 957,097
Public Services $ 143,565
Capital/Public
Improvements $ 622,113
Total Projected Funding
Total Allocated Funding
City of Madera 2026/27 Proposed Allocations
Community Development Block Grant Programs and Projects S:\CDBG Program\PLANNING (Con AI Fair Housing AA)\Action Plans\2026-2027 Action Plan\Funding Proposals\Allocation Proposals _Final CDBG 26-27 Funding Proposals Attachment A

Change vision insurance provider to Vision Service Plan (VSP) RECOMMENDATION:

Adopt a Minute Order approving VSP as the City of Madera’s (City’s) vision insurance provider effective July 1, 2026
SUMMARY:

The City’s current vision insurance is provided by Superior Vision (Superior). City employees have begun to experience network disruption and difficulty in accessing services. Due to an increase in the frequency of employee reports of issues when seeking services, staff requested the City’s broker evaluate alternative vision providers. It is recommended the City change vision insurance providers to VSP effective July 1, 2026.

DISCUSSION:

The City provides medical, dental, and vision insurance for employees and their families. The City has contracted with Superior since 2015 for vision benefits, including eye exams, glasses, and contact lenses. Starting about a year ago, employees began to experience coverage issues at provider offices as well as receive notices from long-time providers that they will no longer accept Superior insurance. Staff reached out to the City’s broker for assistance. The City’s broker has discussed the City’s concerns with Superior, however employees continue to experience network disruption and difficulty obtaining services and benefits. As the situation has not improved, staff requested the City’s broker evaluate alternative vision insurance providers. Of alternatives evaluated, VSP through the PRISM Benefits insurance pool most closely aligns with the City’s current vision plan design. VSP is a well-known vision insurance provider and has a wide network of providers in the Central Valley.

B-10

RETURN TO AGENDA

FINANCIAL IMPACT
Table 1 provides a comparison of current Superior Vision monthly premiums and proposed VSP monthly premiums. The VSP premiums will be an 18-month rate guarantee through 12/31/2027.

Table 1: Monthly Premiums in US Dollars
Enrollment Tier Superior VSP Difference
Employee Only 6.24 7.30 1.06
Employee + 1 9.69 11.30 1.61
Employee + Family 15.36 17.90 2.54
If the change to VSP is approved by Council, staff will include the change to VSP in the Fiscal Year 2026/27 Proposed Budget. The anticipated breakdown of the increase across funds is shown in Table 2, based on current enrollment.

Table 2: Annual Premium Increase by Fund in US Dollars (rounded) Fund Name Increase
General 2,844
CDBG Administration 8
Measure K 178
Water 317
Sewer 378
Airport 3
Dial-A-Ride 39
Fixed-Route 39
Fleet Acquisition 5
Fleet Maintenance 39
Facilities Maintenance 194
Computer Maintenance 13
Housing Development 5
Flood Control 75
Solid Waste 53
Street Cleaning 44
Tire Clean-up 9
PD Grants 158
Total 4,401
ALTERNATIVES:

Council may direct staff to keep the current vision insurance provider or seek additional proposals.

ATTACHMENTS:

None
Madera City Council Agenda
May 20, 2026
Agenda Item C-1
Budget Workshop – Revenues
(Report by Michael Lima)
There is no written report for this item.

RETURN TO AGENDA

REPORT TO CITY COUNCIL
Approved by: Council Meeting of: May 20, 2026
_________________________________ Agenda Number: ___________ Michael Lima, Director of Financial Services
_________________________________
Arnoldo Rodriguez, City Manager
SUBJECT:

Microtransit Feasibility Study Workshop
RECOMMENDATION:

Receive the Madera Microtransit Feasibility Study Final Report and provide feedback and direction to staff. No formal action is being requested at this time.

SUMMARY:

The City entered into a contract for consultant services with Flexlynqs, LLC. (Consultant) on June 18, 2025. The purpose of the contract was to develop a Micro-Transit Feasibility Study of the Madera Transit services. The study’s goal was to determine the feasibility of incorporating microtransit into the City’s public transit system. The feasibility was determined through systems assessment and community engagement.

After several months of study and dialogue between the community, City staff, and Flexlynqs, the Madera Microtransit Feasibility Study Final Report has been completed. The report recommends:
 Discontinuance of two existing fixed bus routes
 Expansion and modification of the current Dial-A-Ride service to a full microtransit service, and
 Establishment of two pilot programs to enhance regional connectivity and expanded service hours.

Should the Council direct staff to implement the recommendations outlined in the report, it is anticipated that implementation would take approximately 12 to 24 months.

C-2

RETURN TO AGENDA
DISCUSSION:

Flexlynqs was responsible for the management of the project’s tasks and its timelines. Table 1 provides an overview of the deliverables and timelines.

Table 1: Project Tasks and Timeline
Task Timeline
Analyzing Existing Conditions September 2025
Phase 1: Outreach November 2025
Analysis October 2025 – April 2026
Phase 2: Outreach March 2026
Final Recommendations May 2026
The Final Report identifies practical, implementable strategies that improve mobility, increase system efficiency, and better align transit services with how residents in Madera travel today.

Summary of the Madera Microtransit Feasibility Study Final Report Current System Challenges:

Throughout the study, community outreach, stakeholder engagement and quantitative analysis were conducted to assess and understand the transportation challenges faced by Madera residents and the performance of the existing transit system. The key themes that emerged from this outreach and analysis include:

1. Residents want faster and more reliable service.

2. Residents are interested in on-demand transportation.

3. Current fixed-routes are not structured in a way that is meeting demand efficiently.

4. The expansion of transit services.

5. The lack of public awareness about the services offered by the City’s existing transit system.

Proposed Alternatives:

After an analysis of data, community feedback, and internal discussions between the City and Flexlynqs, a hybrid approach is recommended. The proposed solution includes:

1. Retention of the two higher performing fixed routes (Purple and Orange) with modifications that include consistent 30-minute headways.

2. Discontinuance of two lower performing fixed routes (Green and Blue). a. Green route: travels to Madera Community College
b. Blue route: travels to Amtrak and near Matilda Torres High School

3. Introduction of on-demand microtransit service.

4. Introduction of complementary personal mobility on-demand (PMOD) enhancements.

5. Recommendation to implement pilot programs involving weekend microtransit service as well as dedicated service to and from Fresno for medical appointments and education activities.

If implemented, the recommendations outlined in the study are anticipated to increase ridership while reducing operating costs, as the existing fixed-route system is not considered the most cost-effective transit model based on current ridership demand. This study was presented to the Transit Advisor Board (TAB) at its May 11, 2026 meeting. After hearing the presentation and reviewing the plan, the TAB approved the concepts and recommendations in the plan.

Summary and Projected Impacts:

The recommended approach anticipates measurable changes to system performance, cost, and service delivery. Key projected impacts include:

1. Increase in ridership.

2. Reduction in annual operating cost.

3. Reduction in the cost per trip.

4. Reduction in the number of fixed routes.

5. Change from traditional Dial-A-Ride to On-Demand microtransit.

6. Introduction of supplemental on-demand services.

There are additional impacts of implementing the recommended hybrid approach affect the City’s fleet and existing bus stops:

1. Bus stops and passenger facilities: If the Green and Blue Lines are eliminated as fixed routes and on-demand microtransit serves those areas instead, some existing stops along those routes would no longer be served by a scheduled bus. Staff would evaluate each stop as part of implementation planning to determine whether it should be retained, relocated, repurposed, or removed.

2. Fleet mechanics and maintenance: Microtransit would not automatically eliminate the need for the City’s fleet mechanics. The City currently has 21 transit vehicles. If the City continues to own and maintain the vehicles used for microtransit, City mechanics would still be needed, although the nature of the work may shift over time toward a more varied fleet that includes smaller vehicles like vans. If the City procures a private provider that supplies vehicles and maintenance, the City’s direct maintenance responsibilities could decrease, but staff may still need to oversee vehicle condition, accessibility, safety, contract compliance, and performance. There is also a likelihood that, should a private provider be able to maintain the vehicles, current City staff will be transitioned to maintaining other vehicles within the City fleet.

3. Future Fleet composition: The City’s existing fleet includes a mix of cutaway-style buses, larger fixed-route vehicles, and smaller vans, including Dodge Voyager/BraunAbility vehicles used for demand-response service. Under the recommended approach, the fleet would likely become more “right-sized” over time. The City would still need vehicles capable of serving the retained fixed routes, but microtransit service could rely more heavily on smaller vehicles such as accessible vans, minivans, cutaways, or similar vehicles that are easier to deploy dynamically and more appropriate for lower-density neighborhoods or lower-volume service periods. Any future fleet plan would need to preserve wheelchair-accessible service and meet ADA requirements.

What Might Microtransit Look Like?
If implemented, the hybrid system would operate more like a shared ride service rather than a traditional fixed route or Dial–A–Ride service. Notable differences include:

1. Rather than requiring riders to wait at a fixed bus stop for a bus operating on a set route and schedule, riders would request trips within a defined service area using a mobile app, website, or by telephone call.

2. The existing Dial-A-Ride system would be modernized into microtransit that includes app and phone-based trip booking, as well as real-time vehicle and trip tracking.

There are several operating models that may be used to implement microtransit. For example, the City could continue using a contracted transit operator and use City-owned vehicles. Another option would be to contract a microtransit company to provide some combination of drivers, vehicles, and customer service alongside the microtransit software itself.

The Final Report also recommends limited personal mobility on-demand (PMOD) pilots using shared ride services such as Uber and Lyft. These pilots would function as pay-per trip services that would fill service gaps.

Next Steps
The Final Report does not prescribe an exact implementation method. If Council approves the recommended hybrid approach, staff will begin the implementation phase and develop strategies to support the transition away from the current system.

Overall, the recommended service approach maintains the core elements of the existing fixed route system while introducing targeted improvements to better meet community needs. These improvements are designed to be achieved within the existing budget by using resources more efficiently and focusing investment where it delivers the greatest benefit. A copy of the report is included with this staff report, along with a presentation that provides an overview of the report and key findings.

The timeline to implement the final recommendations and suggested implementation strategies are largely driven by the expiration of the contract with the current transit operator. This contract’s base term ends on June 30, 2027, with a possible one-year extension ending on June 30, 2028.

Staff is seeking Council feedback based on the information and recommendations presented in the Final Report. Staff will include Council recommendations into the Final Report and return to Council at a later date requesting action. The implementation of strategies presented in the Final Report will not be immediate. Rather they will occur over approximately 12-24 months after Council approval.

FINANCIAL IMPACT:

Transit expenses and personnel time are paid for by Federal Transit Authority, State of California, and local annual allocations of State of Good Repair, Low Carbon Transit Operations Program, Local Transportation Fund, and Measure T monies. This study is being paid with Measure T funds.

The cost of the study is $198,505.

ALTERNATIVES:

1. Reject the Madera Microtransit Feasibility Study Final Report.

2. Provide suggestions to incorporate into the Final Report.

3. Direct staff to continue working with Flexlynqs in developing the Final Report.

ATTACHMENTS:

1. Exhibit A – Madera Microtransit Feasibility Study Report

2. Flexlynqs Presentation
MADERA METRO TRANSIT May 2026

MICROTRANSIT

FEASIBILITY STUDY

FINAL REPORT
Exhibit A
Microtransit Feasibility Study
Final Report
Prepared for
City of Madera
Madera Metro
205 W. 4th Street
Madera, CA 93637
Prepared by
Flexlynqs LLC
39899 Balentine Drive, Suite 200
Newark, CA 94560
In partnership with
Ontra Mobility
Bodewell Group
May 2026

[This page intentionally left blank]
Table of Contents
Table of Contents
EXECUTIVE SUMMARY........................................................................................................................1 CURRENT SYSTEM CHALLENGES ........................................................................................................................1 PROPOSED SOLUTION ......................................................................................................................................5 SUMMARY AND PROJECTED IMPACTS .................................................................................................................12 A WAY FORWARD..........................................................................................................................................14 1 INTRODUCTION ........................................................................................................................15 2 EXISTING CONDITIONS .............................................................................................................16

2.1 DEMOGRAPHICS ...............................................................................................................................16

2.2 TRAVEL PATTERNS .............................................................................................................................18

2.3 TRANSIT SERVICES AND POLICIES .........................................................................................................20

2.3.1 Madera Metro Fixed-Route............................................................................................21

2.3.2 Route Design Characteristics ........................................................................................23

2.3.3 Dial-A-Ride & ADA/Paratransit.......................................................................................30

2.3.4 Technology .................................................................................................................34

2.4 VEHICLE FLEET .................................................................................................................................35

2.4.1 Regional Transit Services ..............................................................................................35 3 COMMUNITY FEEDBACK ...........................................................................................................37

3.1 PHASE 1 OUTREACH..........................................................................................................................37

3.1.1 Quantitative Results.....................................................................................................37

3.1.2 Qualitative Feedback ...................................................................................................41

3.2 PHASE 2 OUTREACH..........................................................................................................................42

3.2.1 Quantitative Results.....................................................................................................42

3.3 SUMMARY OF PHASE 2 QUALITATIVE FEEDBACK .......................................................................................49 Several Themes Emerged ............................................................................................................49 4 BEST PRACTICES.......................................................................................................................51

4.1 SERVICE DESIGN...............................................................................................................................51

4.2 TECHNOLOGY AND OPERATIONS ..........................................................................................................52

4.3 EQUITY AND ACCESSIBILITY .................................................................................................................52

4.4 PERFORMANCE MEASUREMENT AND ADAPTATION ....................................................................................53

4.5 KEY TAKEAWAYS................................................................................................................................53 5 SERVICE DESIGN ALTERNATIVES ...............................................................................................54

5.1 METHODOLOGY ................................................................................................................................54

5.1.1 Concept Generation and Initial Screening.......................................................................54

5.1.2 Developing a Demand Model ........................................................................................55

5.1.3 Scenario Testing ..........................................................................................................55

5.2 INITIAL ALTERNATIVES.........................................................................................................................56

5.2.1 Baseline .....................................................................................................................56

5.2.2 Modified Fixed-Routes with On-Demand: Maximum Cost Efficiency (Option A) ...................57

5.2.3 Modified Fixed-Route with On-Demand: Maximum Ridership (Option B).............................59 Table of Contents

5.2.4 On-Demand Microtransit Only (Option C) .......................................................................60

5.2.5 Additional Options.......................................................................................................62 6 EVALUATION AND RECOMMENDATIONS.....................................................................................66

6.1 RECOMMENDED APPROACH................................................................................................................66

6.2 SUMMARY AND PROJECTED IMPACTS .....................................................................................................73

6.2.1 Vehicle Miles Traveled (VMT) Reduction and Cost Effectiveness ........................................75 7 A WAY FORWARD ......................................................................................................................77

7.1 FUNDING STRATEGIES ........................................................................................................................77

7.1.1 Use Existing Transit Funds as the Foundation ..................................................................77

7.1.2 Leverage Air Quality Funding (High Priority) .....................................................................78

7.1.3 Position Microtransit as an Equity Investment .................................................................78

7.1.4 Coordinate with Regional Partners.................................................................................78

7.1.5 Start with a Pilot Program..............................................................................................79

7.1.6 Combine Public Funding with Local and Institutional Support ...........................................79

7.1.7 Align the Project with Specific Use Cases .......................................................................79

7.1.8 Plan for Long-Term Sustainability ...................................................................................80

7.1.9 Key Takeaways ............................................................................................................80

7.2 OVERVIEW OF FUNDING PROGRAMS .....................................................................................................80

7.2.1 Federal Programs...........................................................................................................80

7.2.2 State Programs ..............................................................................................................81

7.2.3 Regional/Local ............................................................................................................81

7.3 PHASED IMPLEMENTATION...................................................................................................................81

7.3.1 Phase 1: Transition to On-Demand Microtransit...............................................................81

7.3.2 Phase 2: Fixed-Route Refinement and Public Communication ..........................................82

7.3.3 Phase 3: Fixed-Route Service Implementation ................................................................82

7.3.4 Ongoing Monitoring and Adjustment ..............................................................................85

7.4 KPI FRAMEWORK ..............................................................................................................................85 8 MARKETING, BRANDING, AND COMMUNICATIONS STRATEGY ....................................................88

8.1 GUIDING PRINCIPLES.........................................................................................................................88

8.2 BRANDING STRATEGY.........................................................................................................................89

8.2.1 Microtransit Service Identity..........................................................................................89

8.2.2 Vehicle Design and Visual Identity .................................................................................89

8.2.3 System Branding Integration .........................................................................................89

8.3 MARKETING STRATEGY........................................................................................................................90

8.3.1 Traditional Media .........................................................................................................90

8.3.2 Social Media ...............................................................................................................90

8.3.3 Word-of-Mouth and Ambassador Programs ....................................................................90

8.3.4 Incentive-Based Adoption.............................................................................................91

8.3.5 Targeted Outreach and Community Partnerships.............................................................91

8.4 COMMUNICATION MATERIALS ..............................................................................................................92 APPENDIX A. EXISTING CONDITIONS ................................................................................................94 APPENDIX B. INDUSTRY SCAN ..........................................................................................................95 Table of Contents
APPENDIX C. OUTREACH SUMMARY REPORT ....................................................................................96 Table of Tables
Table ES-1. Proposed Changes to Fixed-Route Services ............................................................. 8 Table ES-2. Proposed Changes to Dial-A-Ride Services .............................................................. 9 Table ES-3. Summary of Proposed Changes and Projected Impact........................................... 12 Table ES-4. Cost Summary by Route / Service ........................................................................... 13 Table 2-1. Population Trends by Age Group: Absolute and Percentage Change (The City of Madera)......................................................................................................................................... 17 Table 2-2. Salient Aspects per Route ........................................................................................... 22 Table 3-1. Overall Sentiment ........................................................................................................ 38 Table 3-2. Reasons for Not Using Transit..................................................................................... 38 Table 3-3. Desired Transit Improvements (Top Responses)........................................................ 39 Table 3-4. Student Preferences and Perceptions ........................................................................ 40 Table 3-5. Student-Identified Improvements ................................................................................ 40 Table 3-6. Interest in Using On-Demand Microtransit .................................................................. 43 Table 3-7. Expected Frequency of Use ........................................................................................ 44 Table 3-8. Maximum Acceptable Wait Time for Pickup ................................................................ 44 Table 3-9. Fare That Would Feel Like a Good Value ................................................................... 45 Table 3-10. Interest in Using Microtransit Outside Current Operating Hours .............................. 45 Table 3-11. Comfort with Microtransit as the Only Transit Option................................................ 46 Table 3-12. Features of Fixed-Routes That Continue to Matter................................................... 46 Table 3-13. If Fixed-Routes Were Changed, What Would Matter Most....................................... 46 Table 3-14. Interest in On-Demand Service to Fresno for Medical Appointments ...................... 47 Table 3-15. Current and Preferred Information Sources .............................................................. 48 Table 5-1. Initial Extended On-Demand Service Projections ....................................................... 62 Table 6-1. Proposed Changes to Fixed-Route Services .............................................................. 69 Table 6-2. Proposed Changes to Dial-A-Ride Services ............................................................... 70 Table 6-3. Recommended Changes to Shoulder Hour PMOD & Fresno Connector .................. 72 Table 6-4. Summary of Proposed Scenarios and Projected Impacts .......................................... 73 Table 6-5. Summary of Route by Service..................................................................................... 73 Table 7-1. On-Demand Microtransit Service KPIs ....................................................................... 86 Table of Contents
Table of Figures
Figure ES-1. DAR & Paratransit Ridership by Fiscal Quarter........................................................ 2 Figure ES-2. Fixed-Route Ridership by Fiscal Quarter.................................................................. 2 Figure ES-3. Riders per Revenue Hour for Q2 of FY25/26 ........................................................... 3 Figure ES-4. Current Demand Among Transit Users..................................................................... 4 Figure ES-5. Proposed Changes to Fixed-Route Network ............................................................ 6 Figure ES-6. Proposed Madera On-Demand Microtransit Zone with Extended Hours................. 7 Figure ES-7. Proposed Fresno Connector Service through PMOD subsidies .............................. 7 Figure 2-1. Madera Population Density........................................................................................ 16 Figure 2-2. Household Income Distribution – Regional Comparison .......................................... 17 Figure 2-3. Vehicle Ownership by Household (The City of Madera) ........................................... 19 Figure 2-4. Current Demand Among Transit Users...................................................................... 19 Figure 2-5. Madera Metro Fixed-Route Network.......................................................................... 22 Figure 2-6. Metro Fixed-Route Performance Summary, 2020 – 2024......................................... 25 Figure 2-7. Total Operating Cost, 2020 - 2024............................................................................. 26 Figure 2-8. Annual Boardings and Revenue Vehicle Hours, 2020 - 2024................................... 26 Figure 2-9. Cost per Boarding and Revenue Hour, 2020 – 2024 ................................................ 26 Figure 2-10. Boardings per Hour and per Capita, 2020 – 2024 .................................................. 26 Figure 2-11. 2024/2025 System Ridership ................................................................................... 27 Figure 2-12. 2024/2025 System Ridership - Graph ..................................................................... 27 Figure 2-13. Distribution of Annual Ridership by Route (FY 2024-2025) .................................... 28 Figure 2-14. Distribution of Revenue Hours by Route (2025)...................................................... 28 Figure 2-15. Distribution of Revenue Hours by Route (2025)...................................................... 29 Figure 2-16. Riders per Revenue Hour by Route (2025)............................................................. 29 Figure 2-17. Peer Agency Review (2023) .................................................................................... 30 Figure 2-18. DAR and ADA/Paratransit Service Area .................................................................. 31 Figure 2-19. Annual Operating Statistics and KPIs - DAR & ADA/Paratransit (2020-2024) ....... 31 Figure 2-20. DAR and ADA/Paratransit Ridership by Month (FY2024-2025).............................. 33 Figure 2-21. DAR and ADA/Paratransit Ridership by Month (FY2024-2025) – Graph ............... 33 Figure 2-22. Fleet Inventory.......................................................................................................... 35 Figure 3-1. Familiarity with On-Demand Microtransit Before the Survey .................................... 43 Figure 5-1. Map of Baseline Scenario .......................................................................................... 56 Figure 5-2. Map of Option A - Fixed-Route Modified: Maximum Cost Efficiency ........................ 58 Figure 5-3. Map of Option B - Fixed-Route Modified: Maximum Ridership................................. 60 Figure 5-4. Map of Option C – On-Demand Only ........................................................................ 61 Figure 6-1. Recommended Approach .......................................................................................... 66 Figure 6-2. Recommended Approach - Including Entire Service Area ........................................ 67 Figure 6-3. Recommended Approach (Zoomed Out)................................................................... 68 Figure 7-1. Phased Implementation Approach............................................................................. 84 Executive Summary
pg. 1
Executive Summary
The City of Madera initiated this Microtransit Feasibility Study to evaluate how its transit system can better meet existing and future mobility needs. Madera Metro currently provides fixed-route, Dial-A-Ride (DAR), and ADA/Paratransit services, but the City recognizes that gaps remain in coverage, convenience, and overall system performance.

This study builds on prior planning efforts by evaluating both existing services and potential new service models in a coordinated way. The intent is to identify practical, implementable strategies that improve mobility, increase system efficiency, and better align transit services with how people travel in Madera today.

Current System Challenges
Throughout the study, the team conducted community outreach, stakeholder engagement, and quantitative analysis to assess and understand the transportation challenges facing Madera residents and the performance of the existing Madera Metro system. As part of that analysis, several key themes emerged.

1. Residents want faster and more reliable service. Lengthy walk distances to stops, infrequent service, having to wait for service in inclement weather, and inconsistent ontime performance all contribute to the perception that transit is not convenient or dependable.

2. Residents are interested in on-demand transportation. While they are not at this time fully willing to forgo fixed-route transportation, an overwhelming majority of survey respondents and stakeholders expressed interest in using on-demand microtransit. In analyzing the data, we also see that in recent months, growth in ridership is primarily driven by growth in DAR trips rather than fixed-route. Figure ES-1 presents DAR and paratransit ridership by fiscal quarter, where the DAR trend shows a modest early dip followed by a steady overall increase, reaching its highest level in the most recent quarter.

Additionally, Figure ES-2 shows a decline in fixed-route ridership in the last quarter, further supporting a shift in demand toward on-demand services.

Executive Summary
pg. 2
Figure ES-1. DAR & Paratransit Ridership by Fiscal Quarter Figure ES-2. Fixed-Route Ridership by Fiscal Quarter
Executive Summary
pg. 3

3. Current fixed-routes are not structured in a way that is meeting demand efficiently.

Long wait times, inefficient routes, and underused routes consume resources and limiting hours of coverage and other opportunities to enhance service. The result is a high cost per trip, suggesting that many trips may be more efficiently served by on-demand microtransit from an operational perspective. As shown in Figure ES-2, there is a decline in ridership in the most recent quarter, further indicating weakening performance. In addition, Figure ES-3, highlights trips per revenue hour by route, where routes such as 3 and 4 average roughly one trip per revenue hour, suggesting these underutilized routes may be contributing to higher cost per trip and inefficient use of resources.

Figure ES-3. Riders per Revenue Hour for Q2 of FY25/26
Executive Summary
pg. 4
Figure ES-4. Current Demand Among Transit Users

4. Services could be expanded to better meet the needs of early morning and later evening travelers, weekend travelers, and travelers to and from Fresno for medical appointments and school. Opportunities to supplement current services with other flexible on demand service delivery types would improve access to more destinations at more hours for these travelers. See Figure ES-4 for a summary of current demand among transit users within the Madera service area.

5. The public lacks information about the services the City provides. Throughout the course of this study, it became clear that residents do not have a good understanding of what options are currently available to them and how to best use the system to meet their needs. Any future changes to the system represent an opportunity to improve communication and public awareness, ensuring that transit services are clearly understood and accessible to the community.

Executive Summary
pg. 5
Proposed Solution
After careful analysis of the leading alternatives and incorporating feedback from the community as well as City staff, our team is proposing a hybrid approach. This proposed system would maintain essential fixed-routes with higher demand and improve those fixed-routes in terms of their structure and headways, while also rolling out on-demand microtransit service and introducing complementary personal mobility on-demand (PMOD) enhancements. In so doing, the City will have the opportunity to combine the most reliable and efficient elements of fixed-route service while introducing more modern and scalable mobility options, without sacrificing coverage or increasing the overall budget. The result would be a more reliable and accessible transit network.

Specifically, based on study outcomes, it is recommended to convert DAR service to a modernized on-demand microtransit service with expanded hours, improved customer experience, and enhanced connectivity to key destinations, including select locations in Fresno.

Then, we suggest modifying the Purple and Orange lines to be more linear and operate with more consistent 30-minute headways. Lower performing routes and route segments would then be eliminated, and service in those areas would be provided through improved on-demand microtransit. All of these changes together are projected to increase ridership while reducing overall system costs. The proposed alternative is summarized in Figure ES-5 through Figure ES-7 below:

Executive Summary
pg. 6
Figure ES-5. Proposed Changes to Fixed-Route Network
Executive Summary
pg. 7
Figure ES-6. Proposed Madera On-Demand Microtransit Zone with Extended Hours Figure ES-7. Proposed Fresno Connector Service through PMOD subsidies Executive Summary
pg. 8
Specific proposed changes to the fixed-route and on-demand services are outlined in Table ES-1 and Table ES-2 below.

Table ES-1. Proposed Changes to Fixed-Route Services

METRIC BASELINE SCENARIO PROPOSED SCENARIO CHANGE
Route 1 (Purple Line /
Cleveland Ave)
Headway: 30 min
Cost: $726,390/yr
Ridership: 30,000–34,600
Hours: 7-6:30pm Weekdays, 9-4pm
Weekends
Headway: 30 min
Cost: $828,576/yr
Ridership: 32,900–42,700
Unchanged service span
✓ More direct routing
✓ More reliable
headways
✓ Focus on highestdemand corridor
✓ +2,900–8,100 riders
Route 2 (Orange Line /
Yosemite Ave)
Headway: 60 min
Cost: $726,390/yr
Ridership: 22,100–24,400
Hours: 7-6:30pm Weekdays, 9-4pm
Weekends
Headway: 30 min
Cost: $828,576/yr
Ridership: 19,700–26,300
Unchanged service span
✓ 2x frequency
improvement
✓ More direct routing
✓ Improved travel time
reliability
Route 3 (Green Line) Headway: 60 min Cost: $647,010/yr
Ridership: 10,300–13,400
Now served by on-demand
microtransit
✓ Riders served at
comparable or even
faster travel times
✓ ~$647K redirected to
higher-demand
corridors
Executive Summary
pg. 9

METRIC BASELINE SCENARIO PROPOSED SCENARIO CHANGE
Route 4 (Blue Line) Headway: 60 min Cost: $238,140/yr
Ridership: 2,300–3,800
Now served by on-demand
microtransit
✓ Riders served at
comparable or even
faster travel times
✓ ~$238K redirected
to core service with
higher demand
Table ES-2. Proposed Changes to Dial-A-Ride Services

SERVICE ASPECT BASELINE (DIAL-A-RIDE) PROPOSED (MICROTRANSIT) CHANGE Operating Hours Weekdays: 7am–6:30pm Saturday:
9am–4pm Sunday: 8:30am–2:30pm
Weekdays: same Saturday: 9am–
6:30pm (+2.5 hrs)
Sunday: same
✓ Expanded weekend
service hours
✓ Better alignment with
community travel needs
Annual Operating Cost $1,757,340 $2,327,940
+$570,600 (expanded
service, improved fleet)
(Note: Costs may
decrease through
competitive
procurement; we
assumed current cost
per hour which is high
relative to industry
benchmarks)
Projected Annual Ridership 21,500–32,200 32,300–47,900 +10,800–15,700 riders

SERVICE DESCRIPTION & MODEL OPERATING HOURS COST &

RIDERSHIP
Executive Summary
pg. 11
Shoulder Hour PMOD (Within
Madera)
-City-subsidized shared-ride PMOD trips
(Uber/Lyft) to fill early morning and evening
gaps
-Pay-per-trip model
Weekdays: 6–7am, 6:30–
8pm
Saturday: 6:30–8pm
Cost:
~$3,750/yr
Riders: 250–
1,300
Fresno Connector
-On-demand service connecting Madera to
Fresno
-Can transition to scheduled shuttle if
demand grows, with minimal cost increase
while maintaining coverage
-Evaluates long-term regional connectivity
demand
Weekdays: 7am–6:30pm
Cost:
~$34,500/yr
Riders: 1,200–
3,500
Summary and Projected Impacts
The recommended approach results in measurable changes to system performance, cost, and service delivery. Summary and key projected impacts are presented in Table ES-3 and Table ES-4 below.

Executive Summary
pg. 12
Table ES-3. Summary of Proposed Changes and Projected Impact

METRIC BASELINE SCENARIO PROPOSED SCENARIO CHANGE
Estimated Annual Ridership 86,100 – 108,300 86,300 – 121,600 +300 to +13,300 riders Total Annual Operating Cost ~$4,095,270 ~$4,023,342 -$71,928 (↓ 1.8%) Cost Per Trip $38 $33 -$5 per trip (↓ 13%)
Number of Fixed-Routes 4 routes 2 routes Strategic consolidation to core corridors
On-Demand Service Type Traditional DAR On-demand microtransit Modernized service delivery and
customer experience, expanded
hours
Supplemental On-Demand
Services None
Subsidized shared-ride Uber/Lyft
trips during shoulder hours and to
Fresno
Expanded hours; improved
access to Fresno medical
appointments and college
classes
Executive Summary
pg. 13
Table ES-4. Cost Summary by Route / Service

SERVICE BASELINE COST PROPOSED COST DIFFERENCE
Dial-A-Ride / Microtransit $1,757,340 $2,327,940 +$570,600 Route 1 (Purple) $726,390 $828,576 +$102,186
Route 2 (Orange) $726,390 $828,576 +$102,186
Route 3 (Green) $647,010 $0 -$647,010
Route 4 (Blue) $238,140 $0 -$238,140
Shoulder Hour PMOD $0 $3,750 +$3,750
Fresno Connector $0 $34,500 +$34,500
TOTAL SYSTEM $4,095,270 $4,023,342 -$71,928 (↓ 1.8%)
Executive Summary
pg. 14
Overall, the recommended service approach maintains the core elements of the existing system while introducing targeted improvements to better meet community needs. Fixed-route service continues along key corridors and to critical destinations, ensuring stability and continuity for current riders, while ADA accessibility remains a central priority. At the same time, the system is restructured to provide more direct trips, shorter wait times, and expanded service hours. The addition of on-demand microtransit provides flexible, citywide coverage that complements fixedroutes and improves overall convenience. New pilot programs, including early morning and evening service and potential regional connections, allow the City to test and refine service enhancements before broader implementation.

These improvements are designed to be achieved within the existing budget by using resources more efficiently and focusing investment where it delivers the greatest benefit. The result is a system that provides more transportation options, faster and more reliable trips, and improved access to jobs, education, healthcare, and essential services, ultimately enhancing equity and accessibility through mobility for Madera residents. Overall, the proposed service plan achieves both VMT reduction and cost savings while improving ridership - an uncommon and highly favorable outcome.

A Way Forward
Implementing these changes to service should be done in phases. It is recommended that the first phase focuses on replacing DAR with on-demand microtransit, followed by the implementation of a pilot for personal mobility on-demand services (shoulder hours and connector service to Fresno). Then, a second phase would focus on changes to the fixed-route network.

Throughout all of these modifications, marketing and communication will be paramount to the success of the service. Execution of the marketing, branding, and communication strategy found in this report will help the City ensure that the community is receiving correct and updated information about the services available to them and will help foster growth and sustain success of the transit program.

Introduction
pg. 15
1 Introduction
The City of Madera engaged in a Microtransit Feasibility Study to evaluate how its transit system can evolve to better serve the community’s mobility needs. While Madera Metro provides a combination of fixed-route, Dial-a-Ride (DAR), and ADA/Paratransit services, the City recognizes that many residents still face barriers in accessing reliable, convenient, and equitable transportation. As the population grows and travel patterns shift, the need to evaluate more modern, flexible, technology-enabled options such as microtransit has become paramount.

This effort is built on the findings of the City’s previous Madera Transit Plan, which identified persistent challenges in network connectivity and service gaps for seniors, students, and lowincome households. That earlier process ultimately led to a system redesign of fixed-route service, strengthening the core network. However, it did not evaluate Dial-a-Ride operations or consider flexible, on-demand services as part of the solution. At the same time, new technologies being piloted for fixed-route (Tripshot) and DAR (Spare) are creating an opportunity to rethink how information is disseminated and how on-demand bookings can take place. As a result, the team engaged in this study to evaluate different service options that address both equity and productivity concerns and incorporate both fixed-route and on-demand services. By explicitly connecting these service types, the City can better understand how they complement one another, where they overlap, and when and where changes may be most effective.

This report summarizes the findings from the study, including existing conditions analysis, community engagement, service design alternatives, and final recommendations for a phased implementation of modified service. It also creates a high-level marketing, communications, and outreach strategy for communicating future changes and transit information to the community.

The goal of these recommendations is to make transit services in Madera more useful, reliable, and cost-effective, while ensuring that no one in Madera is left without access.

Existing Conditions
pg. 16
2 Existing Conditions
Foundational to any study is the deep understanding of both community demographics as well as travel patterns and existing transit services. This analysis sets the stage for what areas of improvement there may be for on-demand microtransit services to address. The full existing conditions report can be found in Appendix A – Existing Conditions.

2.1 Demographics
The City of Madera is home to approximately 69,000 residents, having experienced steady population growth over the past decade. Population density as seen in Figure 2-1, is highest in the north and northeast parts of the city. Many residences are in neighborhoods near E. Yosemite Ave. and E. Cleveland Ave. However, several dense blocks also exist in select portions of the south end of the City, in Parkwood, as well as a couple neighborhoods in the west, such as those along Driftwood Dr. Lower-density residential development extends toward the city's edges, particularly in the west and near Parksdale.

Figure 2-1. Madera Population Density
Madera’s population is relatively young, but aging. While residents under the age of 19 continue to represent a large share of the population, the most significant growth since 2010 has occurred among adults ages 20–44, 45–64, and 65 and older. The population of residents 45-64 grew nearly 25% from 2010 to 2024. Table 2-1 presents a breakdown of population trends by age group between 2010 and 2024.

Existing Conditions
pg. 17
Table 2-1. Population Trends by Age Group: Absolute and Percentage Change (The City of Madera) AGE GROUP 2010 2024 ABSOLUTE
CHANGE % CHANGE
Under 19 22,926 24,582 1,656 7.2%
20 – 44 21,018 25,648 4,630 22%
45 – 64 13,453 17,805 4,352 24.5%
65+ 5,118 6,220 1,102 21.5%
Madera is characterized by a predominantly Hispanic or Latino population, with more than 80 percent of residents identifying as Hispanic or Latino. As seen in Figure 2-2, Median household incomes in Madera are lower than regional averages, and poverty rates remain elevated.

Figure 2-2. Household Income Distribution – Regional Comparison Why it Matters
Madera’s demographic profile has direct implications for how transit services should be designed and delivered. Population growth is occurring across multiple age groups, with especially strong increases among working-age adults and older adults. This reinforces the need for a system that can support both traditional commute trips and non-work travel such as medical appointments, shopping, and social services. Growth in the senior population Existing Conditions
pg. 18
underscores the importance of accessible vehicles, curb-to-curb options, and services that are easy to understand and use without relying exclusively on smartphones.

At the same time, the city’s large youth and young adult population highlights the continued importance of reliable transportation to schools, Madera Community College, and earlycareer employment. These markets often generate trips outside of traditional peak commute periods and may not align well with infrequent or circuitous fixed-route service.

Lower median household incomes and higher poverty rates increase sensitivity to travel costs and reliability. For many households, even those with access to a vehicle, transit may play an important role in enabling daily mobility when vehicles are unavailable, shared among multiple household members, or too costly to operate regularly. Together, these demographic conditions suggest that Madera’s transit system must balance affordability, flexibility, and accessibility, and that a one-size-fits-all service model is unlikely to meet the needs of all riders effectively.

2.2 Travel Patterns
Travel patterns in Madera reflect a mix of local circulation needs and regional commuting. Per 2022 NHTS data, it is noteworthy that trips originating in Madera County with a destination in Fresno County represented one of the top 100 Origin-Destination (OD) pairs for all travel nationally with nearly 39 million trips. Over 27 million of those trips were for non-work purposes, too, indicating that most travel from Madera to Fresno is for other purposes like social, medical, or shopping needs. Still, over 150 million trips took place within the county, indicating that local travel is still predominant.

As seen in Figure 2-3, Vehicle ownership data indicate that 91% of households have access to at least one vehicle, meaning most travel in the City is done by private vehicle. This largely mirrors national averages.

Figure 2-3. Vehicle Ownership by Household (The City of Madera) Existing Conditions
pg. 19
Still, there are 9% of non-vehicle households for which significant mobility constraints may exist.

Even in one-vehicle households, transit often plays a critical role for secondary trips, off-peak travel, and trips made by non-drivers. This population represents dependent riders who utilize transit or other modes for their everyday needs. Beyond that, attractive transit services may further entice other car-heavy households to ride, though the conversion of drivers to transit once they have a car is a well-documented, difficult prospect.

Analysis of fixed-route and on-demand ridership data indicates strong trip activity to destinations such as Madera Community College, Walmart, Walgreens, grocery stores (including Rancho San Miguel and El Toro), the Intermodal Transit Center, the Sherwood Way and Country Club Drive area, and the Madera Department of Corrections. Yosemite Ave. is the densest corridor for trips.

Figure 2-4. Current Demand Among Transit Users
Major employment centers within the City include the Madera Unified School District, Madera Community Hospital, manufacturing and industrial employers near Highway 99, and large retail centers such as Walmart. Some residents also commute regionally to Fresno, or to agricultural jobs in other parts of Madera County.

Existing Conditions
pg. 20
In addition to existing employment centers, new development is expected to generate additional travel demand. Notably, the planned North Fork Mono Casino is anticipated to create a substantial number of new jobs with non-traditional work hours, further increasing demand for off-peak and late-night transportation options that are difficult to serve with fixed-route service alone. Figure 2-4 provides a map of current demand among transit users.

Why it Matters
Travel behavior in Madera reflects a combination of constrained vehicle access, dispersed trip purposes, and a strong need for local circulation. While overall vehicle ownership is relatively high, the prevalence of one-vehicle and zero-vehicle households creates consistent demand for transit among groups including but not limited to students, seniors, and households with competing travel needs. Even among households with vehicles, transit often functions as a critical secondary option, particularly for off-peak trips, non-drivers, and essential travel.

Travel via the transit system is dispersed, but the highest level of concentration exists along Cleveland and Yosemite Avenues. Stops such as Walgreens, the Intermodal, and local supermarkets generate the most ridership along fixed-routes. At the same time, there are many trips being served by DAR within the zone that are not served by fixed-routes.

Taken together, these travel patterns highlight a fundamental challenge for the existing system: fixed-route transit alone struggles to efficiently serve the full range of trip types, locations, and times demanded by riders. Understanding where and when demand is concentrated helps to evaluate alternative service models and identify opportunities to improve both productivity and customer experience.

2.3 Transit Services and Policies
Public transit plays a critical role in ensuring mobility, accessibility, and equity within urban and rural communities. In Madera, the local transit system serves as a vital link connecting residents to employment, education, healthcare, and regional destinations. Understanding how the transit system performs is essential for guiding improvements, allocating resources effectively, and meeting the community’s evolving mobility needs.

The City contracts with MV Public Transportation, Inc. for the provision of key personnel and management of transit services. The term of the current contract is from July 1, 2025, through June 30, 2027, with an option to extend for one additional year, through to June 30, 2028. The City completed the construction of the Madera Transit Center located at 1951 Independence Drive. The facility opened in the Fall of 2020 and provides facilities for parking and dispatch of transit vehicles, as well as housing administrative functions. The City’s Fleet Services / Fleet Maintenance Division handles maintenance of transit vehicles. Maintenance is performed at the City Corporation Yard, and vehicles are fueled at either Tesei Petroleum or Madera Unified School District pumps.

This analysis provides a review of the City’s transit operations, focusing on service efficiency, ridership trends, and overall system effectiveness. By examining key performance metrics such Existing Conditions
pg. 21
as on-time performance, passenger trips per revenue hour, cost per passenger, and service coverage, this study aims to identify strengths, challenges, and opportunities for optimization.

Additionally, the analysis contextualizes Madera transit’s performance relative to peer systems and national benchmarks, providing decision-makers with actionable insights for strategic planning and future investment.

2.3.1 Madera Metro Fixed-Route
Figure 2-5 presents a map of the current Madera Metro route network. Salient aspects of the route network include:
• Madera Metro currently operates four fixed-routes (Purple / Route 1, Orange / Route 2, Green / Route 3, Blue / Route 4).
• Fixed-route service runs weekdays 7:00 a.m. – 6:30 p.m., and Saturdays 9:00 a.m. – 4:00 p.m.
• Fares for fixed-routes have been waived (fare-free) until further notice. • Notably: Green (Route 3) and Blue (Route 4) do not run on Saturdays • The Blue Line’s scheduled stop at the Amtrak Station is paused as of the latest updates; currently its terminal is Matilda Torres High School.
• Key transfer points exist for multiple routes at the Intermodal Center (downtown Madera) and Walgreens.

Existing Conditions
pg. 22
Figure 2-5. Madera Metro Fixed-Route Network
The following provides salient aspects for each of the four routes:

Table 2-2. Salient Aspects per Route
ROUTE

KEY STREETS / CORRIDORS
SERVED

MAJOR STOPS / LANDMARKS

FREQUENCY &

OPERATION
Route 1
Purple
Primarily serves Cleveland,
Yosemite, Olive, Tozer, Almond
Walgreens at Cleveland, Intermodal
Center, P & Yosemite, Madera South
High School, Madera Community
Hospital
~30 min headways
typical. See more
information here.

Existing Conditions
pg. 23
ROUTE

KEY STREETS / CORRIDORS
SERVED

MAJOR STOPS / LANDMARKS

FREQUENCY &

OPERATION
Route 2
Orange
Covers Granada, Stadium,
Pecan, Tozer, Olive corridors
Intermodal Center, P & Yosemite,
Madera South High, various west /
southwest neighborhoods
Less frequent than
Route 1 — typical
round-trip time ~60
minutes.

Route 3
Green
Through Schnoor, Howard, Stadi
um, Pecan corridors
toward Madera Community
College
P & Yosemite, Madera South High
School, Madera College, various
neighborhoods along Howard / Schnoor
Runs Monday–Friday
only (no Saturday
service).

Route 4
Blue
East-west / northern corridors,
parts of northeastern Madera
Matilda Torres High School (current
terminus), Intermodal transfers, other
shared stops
Weekdays only (no
Saturday service)

2.3.2 Route Design Characteristics

1. Hub-and-Spoke Structure
o The system is centered around a downtown transfer point, where three of the four routes converge.
o This design enables easy transfers between routes, increasing connectivity across the system.

2. Fixed-Routes with Loops
o Each route generally operates as a one-way or bi-directional loop, covering residential areas, commercial zones, schools, and public services. o This loop structure allows for broad coverage while minimizing the need for multiple transfers.

3. Geographic Coverage
o The routes are designed to cover all major quadrants of the city, ensuring that most residents are within walking distance of a stop.
o Routes are structured to provide access to:
▪ Downtown Madera
▪ Government buildings and the civic center
▪ Shopping centers
▪ Medical facilities
▪ Schools and colleges
▪ Residential neighborhoods
Existing Conditions
pg. 24

4. Service Frequency & Hours
o Routes typically operate on weekday schedules, with limited or no service on weekends.
o Frequencies may vary by route, with more frequent service on high-demand corridors (e.g., Route 1).
o Hours of service are generally designed to accommodate commuting, school travel, and midday errands.

Transfers & Interconnectivity
• Routes 1, 2, and 3 are designed to allow transfers at a central location, the Intermodal Center Bus Station, in downtown Madera.
• Routes 1, 2, 3, and 4 are designed to also facilitate transfers at the Walgreens, another key destination for riders.
• This setup enables citywide mobility even though each individual route operates as a loop or radial.

Strengths of the Route Structure
• Simple and easy to understand: Fewer routes with consistent paths. • Broad coverage of the City despite a small fleet.
• Centralized transfer point helps riders access most destinations with one transfer.

Challenges
• Loop routes may increase travel time for some trips.
• Limited frequency can make transfers inconvenient.
• Weekend or evening service gaps may reduce accessibility for certain populations.

Madera Metro Key Performance Indicators (KPIs)
The analysis of the Madera Metro transit system reveals insights into operational efficiency, service effectiveness, and rider experience. Key performance indicators (KPIs) identify opportunities for improvement.

Summary operating statistics and key performance indicators for the five-year period – 2020 through 20241 are presented in Figure 2-6.
1 Of note: the Covid pandemic: 2020/21
Existing Conditions
pg. 25
Figure 2-6. Metro Fixed-Route Performance Summary, 2020 – 2024 Key Takeaways (2020-2024 KPIs)
• Increased Costs: Net operating costs increased by 56.6% o Net cost per boarding increased by 67.7%
o Net cost per revenue hour increased by 65.4% while the number of revenue hours saw a slight decline of 5.4%
• Declining Ridership: Annual boardings decreased by 6.6% o Boardings per revenue hour declined only 2.1%
o Annual boardings per capita declined 10.4%
For this same five-year period, Total Operating Cost, Annual Boardings and Revenue Vehicle Hours, Cost per Boarding and Revenue Hour, and Boardings per Hour and per Capita, are presented in Figure 2-7 through Figure 2-10, respectively.

Existing Conditions
pg. 26
Figure 2-7. Total Operating Cost, 2020 - 2024 Figure 2-8. Annual Boardings and Revenue Vehicle Hours, 2020 - 2024 Figure 2-9. Cost per Boarding and Revenue Hour, 2020 – 2024 Figure 2-10. Boardings per Hour and per Capita, 2020 – 2024 Existing Conditions
pg. 27
2024/2025 Metro Ridership
Figure 2-11 and Figure 2-12 present fixed-route ridership by month for each of the four routes, for the 2024-2025 fiscal period.

Figure 2-13 illustrates the distribution of annual ridership by route (2024/2025).

Figure 2-11. 2024/2025 System Ridership
Figure 2-12. 2024/2025 System Ridership - Graph
MONTH ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4
FR

MONTHLY
TOTAL
July 3,341 2,146 430 253 6,170
August 3,025 2,540 781 179 6,525
September 2,495 2,068 1,269 198 6,030
October 2,686 1,803 1,653 228 6,370
November 2,504 1,597 1,125 235 5,461
December 2,465 1,627 804 185 5,081
January 2,898 2,260 1,252 369 6,779
February 2,863 1,926 1,238 339 6,366
March 2,942 2,151 1,325 334 6,752
April 3,261 2,376 1,152 345 7,134
May 3,156 2,234 1,118 346 6,854
June 2,848 2,306 594 276 6,024
SUBTOTALS 34,484 25,034 12,741 3,287 75,546
Existing Conditions
pg. 28
Figure 2-13. Distribution of Annual Ridership by Route (FY 2024-2025) The current distribution of revenue hours by route is presented in Figure 2-14 and Figure 2-15.

Figure 2-16 presents the number of trips per revenue hour by route.

Figure 2-14. Distribution of Revenue Hours by Route (2025) Existing Conditions
pg. 29
Figure 2-15. Distribution of Revenue Hours by Route (2025) Figure 2-16. Riders per Revenue Hour by Route (2025)

2.3.2.1 Peer Agency Review
The purpose of this Peer Agency Review was to evaluate Madera Metro's transit services by comparing them to those of similar-sized and similarly structured transit agencies. This process allows Madera Metro to benchmark its performance and will inform the development of service improvement strategies including the feasibility of microtransit to improve local transit service delivery, efficiency, and rider satisfaction.

The Peer Agency Review is presented in Figure 2-17.

Existing Conditions
pg. 30
Figure 2-17. Peer Agency Review (2023)

2.3.3 Dial-A-Ride & ADA/Paratransit
Madera Metro’s Dial-A-Ride service is a curb-to-curb, demand-responsive transit service available to the general public within the City. It is designed to serve residents who may not have easy access to the fixed-route bus system, including seniors, people with disabilities, and those traveling outside of fixed-route coverage or service hours.

DAR’s service hours are:
• Monday—Friday: 7:00am—6:30pm
• Saturday: 9:00am—4:00pm
• Sunday: 8:30am—2:30pm
DAR is free for people under 17 years of age, seniors (60+), people with disabilities, veterans, and college students with ID. Others pay a $3.00 fare.

The City of Madera Transit Services provides ADA/Paratransit service for Seniors (60+), Veterans, and ADA-eligible passengers. This service provides complementary curb-to-curb transportation for individuals who are unable to use the fixed-route bus system due to a disability. Riders must be certified as ADA-eligible through an application and approval process. Trips must be scheduled at least one day in advance, though same-day service may be offered if space is available.

Figure 2-18 illustrates the DAR and ADA/Paratransit service area.

Agency Population Fixed Route
Ridership
Ridership
per Capita
Operating
Expenses
Cost per
Mile
Cost per
Hour
Cost per
Passenger
Cost per
Capita
Trips per
Hour
Madera 68,083 62,770 0.92 $1,584,061 $7.79 $112.14 $25.24 $23.27 4.4 Fresno 591,531 8,184,511 13.84 $63,053,188 $13.04 $147.79 $7.70 $106.59 19.2 Merced (JPA) 136,957 545,587 3.98 $13,045,223 $8.11 $123.11 $23.91 $95.25 5.1 Porterville (2022) 75,691 223,914 2.96 $2,911,372 $9.20 $104.76 $13.00 $38.46 8.1 Visalia 171,092 581,405 3.40 $13,046,075 $7.43 $109.93 $22.44 $76.25 4.9 Tracy 93,000 100,139 1.08 $4,157,019 $14.98 $175.14 $41.51 $44.70 4.2 Lodi 67,258 168,641 2.51 $2,902,728 $11.89 $139.65 $17.21 $43.16 8.1 Kings County 85,025 424,837 5.00 $5,154,467 $7.30 $117.73 $12.13 $60.62 9.7 Kern Regional 155,249 155,105 1.00 $6,156,170 $3.69 $143.50 $39.69 $39.65 3.6 Average of Peer
Agencies *
112,039 314,233 3 $6,767,579.14 $8.94 $130.55 $24.27 $56.87 6.2 * excludes Fresno
Existing Conditions
pg. 31
Figure 2-18. DAR and ADA/Paratransit Service Area
Figure 2-19 presents annual (calendar year 2020 – 2024) operating statistics and KPIs for the DAR and ADA/Paratransit services.

Figure 2-19. Annual Operating Statistics and KPIs - DAR & ADA/Paratransit (2020-2024) Existing Conditions
pg. 32
Key Takeaways (calendar year 2020-2024 KPIs):
• Increased Costs: Net operating costs increased by 26.4% o Net cost per boarding declined by 8.8%
o Net cost per revenue hour increased by 27.6% while the number of revenue hours saw a slight decline of 1%
• Increased Ridership: Annual boardings increased by 38.6% o Boardings per revenue hour increased 37.5% (indicator of increased productivity) o Annual boardings per capita increased 36.8%

2.3.3.1 2024/2025 DAR & ADA/Paratransit Ridership
Figure 2-20 and Figure 2-21 present DAR and ADA/Paratransit ridership by month for the 2024- 2025 fiscal period.

Of note, there is a marginal seasonal fluctuation in demand with slight peaking in demand in the Fall and Spring months.

Existing Conditions
pg. 33
Figure 2-20. DAR and ADA/Paratransit Ridership by Month (FY2024- 2025)
Figure 2-21. DAR and ADA/Paratransit Ridership by Month (FY2024-2025) – Graph
Existing Conditions
pg. 34

2.3.4 Technology
To enhance the efficiency, accessibility, and user experience of its transit services, Madera Metro has recently deployed (September 2025) two key technology platforms: TripShot and Spare Labs.

These tools support the city's efforts to modernize both fixed-route operations and on-demand transit services, providing real-time data, digital trip management, and improved communication between riders and transit staff.

TripShot - Fixed-Route Operations Management:

TripShot is used to manage Madera Metro’s fixed-route bus system, offering real-time vehicle tracking, schedule
adherence monitoring, and improved coordination for
operations staff. It also enhances the rider experience by providing up-to-date bus arrival information and alerts through mobile and web applications.

Spare Labs - Demand-Responsive Transit Platform:

Spare Labs powers Madera Metro’s ADA/Paratransit and
DAR services. This platform allows eligible riders to book, modify, and track their trips through a user-friendly mobile app or call-in interface.

Existing Conditions
pg. 35

2.4 Vehicle Fleet
The City currently has a fleet of 21 vehicles (including spares), as shown in Figure 2-22. Thirteen vehicles are designated to operate fixed-routes, and 8 vehicles are used to operate DAR and ADA/Paratransit. Vehicles are maintained by the City’s Public Works Department.

Figure 2-22. Fleet Inventory

2.4.1 Regional Transit Services
The following profiles the range of regional transit services designed to connect urban centers, rural communities, medical facilities, and key destinations both inside and outside City limits. The goal is to ensure mobility for those without private transportation, link communities, and support economic, healthcare, educational, and recreational access across the county and beyond.

Key Providers & Service Types
• Madera County Connection (MCC): A primary intercity fixed-route bus network connecting cities like Madera and Chowchilla, as well as smaller unincorporated areas.

Includes fixed-routes, DAR services, and senior and medical escort services.

Bus # Service Year Make Model Fuel Type #SEATS LENGTH DELIVERY

DATE LIFT ULB
39 DAR 2012 Ford E-450 Elkhart GAS 18/2 26 FT 2012 X -2 40 DAR 2012 Ford E-450 Elkhart CNG 18/2 26 FT 2012 X -2 43 DAR 2013 Ford E-450 Starcraft CNG 18/2 26 FT 2014 X -1 44 FR 2013 Ford E-450 Starcraft CNG 18/2 26 FT 2014 X -2 45 FR 2013 Ford E-450 Starcraft CNG 18/2 26 FT 2014 X -2 46 DAR 2013 Ford E-450 Starcraft CNG 18/2 26 FT 2014 X -1 47 FR 2019 Ford E-450 Starcraft GAS 17 26 FT 2019 X 7
48 DAR 2019 Ford E-450 Starcraft GAS 17 26 FT 2019 X 5
49 FR 2019 Chevy 4500 Arboc GAS 17 26 FT 2019 X 7
50 FR 2019 Chevy 4500 Arboc GAS 17 26 FT 2019 X 7
51 FR 2019 Chevy 4500 Arboc GAS 17 26 FT 2019 X 7
52 FR 2020 International Starcraft Diesel 27 32 FT 2019 X 8 53 FR 2020 International Starcraft Diesel 27 32 FT 2019 X 8 54 FR 2019 Aero Elite 320 ElDorado CNG 27 32 FT 2020 X 8 55 FR 2019 Ford F-550 ElDorado CNG 27 32 FT 2020 X 8
56 DAR 2022 Dodge Voyager (Braun) BraunAbility Gas 5/1 Van 2023 X 8 57 DAR 2022 Dodge Voyager (Braun) BraunAbility Gas 5/1 Van 2023 X 8 58 DAR 2022 Dodge Voyager (Braun) BraunAbility Gas 5/1 Van 2023 X 8 59 FR 2023 Ford E-450 Starcraft Gas 18/2 26 FT 2023 X 12 60 FR 2023 Ford E-450 Starcraft Gas 18/2 26 FT 2023 X 12 61 FR 2023 Ford E-450 Starcraft Gas 18/2 26 FT 2023 X 12 FY24/25

FLEET INVENTORY
Existing Conditions
pg. 36
• Chowchilla Area Transit Express (CATX): A demand-response (DAR style) service within Chowchilla and contiguous unincorporated areas. CATX helps serve local mobility, especially for those underserved by fixed-routes.
• Other Supporting Services
o Senior Bus / Medical Escort programs in rural and eastern sections of the county.
o Yosemite Area Regional Transportation System (YARTS): While not exclusively Madera County, YARTS provides seasonal and year-round service along highways that include segments in Madera County, to link communities to Yosemite National Park.
o Private intercity services (like Greyhound) and passenger rail (Amtrak) augment local/regional services. Madera has a train station served by Amtrak’s San Joaquin line.

Community Feedback
pg. 37
3 Community Feedback
Beginning in September 2025, the Flexlynqs team created and distributed surveys to evaluate current perceptions of Madera Metro service and get a better understanding of things that were working well or perhaps not working well from the community perspective. To augment online dissemination of surveys (pushed on social media and the Madera Metro webpage), surveys were also placed on board vehicles and the Flexlynqs team also hosted several pop-up events in the community to encourage survey participation and garner verbal feedback. This initial outreach constituted Phase 1 of the project outreach plan.

In February 2026, once the team had a list of concrete service alternatives and more specific questions about on-demand service established, Phase 2 of the outreach plan was launched to better understand community interest and acceptance of on-demand microtransit specifically and help define the parameters around on-demand microtransit to fine-tune recommendations. A summary of the feedback received during both rounds of engagement is outlined below. More details on the engagement approach and a catalog of survey results and meetings that took place can be found in Appendix C – Outreach Summary Report.

3.1 Phase 1 Outreach

3.1.1 Quantitative Results
Surveys were distributed through eblast to stakeholder contact lists, posted on the project website with links to the City of Madera website, linked to printed material through QR codes. The City conducted a Microtransit Feasibility Survey in 2025, collecting 66 responses from various community locations to understand transportation usage, perceptions of the Madera Metro bus service, and desired transit improvements. The study gathered insights from English and Spanish speakers, as well as a college student survey, highlighting key challenges and preferences regarding public transit in Madera.

3.1.1.1 Perception of Existing Service
Survey responses indicate generally mixed perceptions of Madera Metro service, with a notable share of respondents selecting “Unsure” across multiple service attributes. Please see Table 3-- 1 for further details.

Community Feedback
pg. 38
Table 3-1. Overall Sentiment

EVALUATION RESULT
Overall
Sentiment
“Unsure” was the most common response across key attributes including travel time, punctuality, and overall satisfaction
Positive
Responses
“Often” and “Almost always” were also common, particularly for safety and convenience
This pattern suggests that while many users have positive experiences, a significant portion of the population lacks familiarity or consistent experience with the system.

3.1.1.2 Barriers to Transit Use
Among respondents who do not regularly use transit, several key barriers emerged; Table 3-2 provides a detailed distribution of responses by percentage.

Table 3-2. Reasons for Not Using Transit

RESPONSE PERCENTAGE
Doesn’t go close enough to destinations 43.18%
Infrequent service 40.68%
Don’t know what bus to take 37.96%
Routes are not direct enough 23.87%
Travel time is too long 21.37%
Limited service hours/days 12.05%
Buses too crowded 7.05%
Safety concerns 2.50%
Would not take transit 2.28%
Community Feedback
pg. 39
The most significant barriers relate to service design and usability, rather than safety or crowding.

3.1.1.3 Desired Improvements
Respondents identified a range of improvements that would make transit more useful and attractive; Table 3-3 provides a detailed distribution of responses by percentage.

Table 3-3. Desired Transit Improvements (Top Responses)

RESPONSE PERCENTAGE
Better information on how to use the system 66.77%
Expanded weekend service 40.37%
More bus stops 38.43%
Later weeknight service 33.85%
More direct service 25.78%
More shelters or benches 25.55%
Mobile app with real-time information 22.36%
More frequent service 10.87%
On-demand microtransit 8.30%
The most prominent theme is the need for improved information and system usability, followed by expanded service availability and better physical infrastructure.

3.1.1.4 Student Travel Patterns and Preferences
Student survey responses provide additional insight into a key transit-dependent population.

Key findings include:
• Many students do not have consistent access to a personal vehicle and rely on family members for transportation
• Class schedules span throughout the day, requiring service across a broad time window Community Feedback
pg. 40
• Travel patterns are highly directional, with most trips occurring between home and school Student preferences indicate strong support for both structured and flexible service models; Table 3-4 provides a detailed distribution of responses by percentage.

Table 3-4. Student Preferences and Perceptions

STATEMENT AGREE
Prefer on-demand service 90.9%
Prefer fixed-route service 72.7%
Bus provides independence 81.8%
Feel safe riding transit 72.7%
Students also identified several improvements that would encourage greater transit use. Table 3-5 provides a detailed distribution of responses by percentage.

Table 3-5. Student-Identified Improvements

IMPROVEMENT PERCENTAGE
Mobile app for real-time information 63.6%
More direct service / fewer transfers 54.5%
More bus stops 54.5%
More frequent service 45.5%
Later evening service 45.5%
On-demand service options 36.4%
These findings reinforce the importance of reliability, information access, and flexible service options for younger riders.

3.1.1.5 Key Takeaways
Across all survey responses, several consistent conclusions emerge:

Community Feedback
pg. 41
• Personal vehicle use dominates, but a segment of the population remains transitdependent • Awareness and understanding of the system are significant barriers to use • Reliability, frequency, and direct routing are primary concerns • Expanded service hours and improved access to key destinations are high priorities • Interest in flexible, on-demand service exists but is secondary to improving core service usability

3.1.2 Qualitative Feedback
In addition to the quantitative survey results presented above, qualitative feedback was collected through stakeholder discussions and open-ended survey responses. This input provides additional context into how residents experience the system and helps explain the trends observed in the data. While not statistically representative on their own, these perspectives offer valuable insight into user needs and perceptions.

Several consistent themes emerged:
• Reliability and on-time performance
Riders frequently reported that buses arrive late or inconsistently, sometimes by 30 minutes or more. These delays result in missed school start times, difficulty attending appointments, and reliance on costly alternatives such as taxis. • Limited coverage and accessibility
Many residents indicated that they live too far from existing routes or that service does not reach key destinations. Long walks to stops and indirect routing make transit difficult to use, particularly for those without access to a vehicle. • Inefficient routes and long travel times
Existing routes are not always direct, requiring extended travel times for common trips.

This is especially challenging for students and those traveling to major destinations such as Madera Community College or locations outside the city. • Strong reliance on and interest in flexible service
DAR is viewed as an important service, particularly for those outside fixed-route coverage.

There is strong interest in expanding flexible, on-demand options, especially for seniors and individuals without reliable transportation.
• Gaps in service hours and regional connectivity
Respondents identified a need for earlier morning, later evening, and expanded weekend service. Improved connections to Fresno for education, healthcare, and employment were also frequently noted.

Community Feedback
pg. 42
• Barriers related to information and system usability
Many riders expressed confusion about routes, service changes, and how to use the system. Language barriers and limited access to clear, user-friendly information further contribute to these challenges.
• Stop conditions and passenger amenities
Riders highlighted the need for more shelters and improved stop infrastructure to provide protection from weather and improve overall comfort while waiting.

Overall, this qualitative feedback reinforces the need for a system that is more reliable, easier to understand, and more flexible in how it serves different trip types. When combined with the quantitative findings, these insights informed the development of the recommended service approach.

3.2 Phase 2 Outreach
In February 2026, the project team returned to the community to actively seek feedback from residents regarding various on-demand ideas and proposed changes. The team engaged with community members through discussions and surveys to better understand their needs and preferences, ensuring that the proposed initiatives align with the desires of the community.

3.2.1 Quantitative Results
Overall, the results indicate strong interest in on-demand microtransit, especially as a supplement to the existing system. At the same time, respondents made clear that fixed-route service continues to play an important role and should not be fully replaced. Survey responses also reinforce the importance of frequency, reliability, accessible information, and expanded service hours.

3.2.1.1 Awareness and Interest in Microtransit
Prior awareness of on-demand microtransit was relatively limited, but interest in using the service was high once the concept was introduced. Figure 3-1 provides a detailed distribution of responses by percentage.

Community Feedback
pg. 43
Figure 3-1. Familiarity with On-Demand Microtransit Before the Survey Most respondents were not familiar with on-demand microtransit before taking the survey, indicating a need for public education and outreach if the service is introduced.

Table 3-6. Interest in Using On-Demand Microtransit

RESPONSE PERCENTAGE
Very interested 55.1%
Somewhat interested 20.3%
Neutral 15.9%
Somewhat uninterested 2.9%
Not interested 5.8%
Taken together, 75.4 percent of respondents indicated positive interest in using on-demand microtransit, despite the fact that most were not previously familiar with the concept. This suggests both a need for public education and a strong base of potential interest. Table 3-6 provides a detailed distribution of responses by percentage.

3.2.1.2 Expected Use, Wait Times, and Fare Expectations Respondents indicated that they would use microtransit regularly if it were available, and most expressed expectations for relatively short wait times and low fares.

Community Feedback
pg. 44
Table 3-7. Expected Frequency of Use

RESPONSE PERCENTAGE
Daily 27.5%
A few times per week 21.7%
A few times per month 33.3%
Rarely 8.7%
Never 8.7%
A combined 82.5 percent of respondents indicated they would use microtransit at least a few times per month, and nearly half indicated they would use it weekly or daily. Table 3-7 provides a detailed distribution of responses by percentage.

Table 3-8. Maximum Acceptable Wait Time for Pickup

RESPONSE PERCENTAGE
10 minutes or less 20.3%
15 minutes 26.1%
20 minutes 11.6%
30 minutes 23.2%
More than 30 minutes 11.6%
Expectations cluster around a 10-to-30-minute pickup window, with 15 minutes as the single most selected response. Nearly half of respondents expect pickup within 15 minutes or less. Table 3-8 provides a detailed distribution of responses by percentage.

Community Feedback
pg. 45
Table 3-9. Fare That Would Feel Like a Good Value

RESPONSE PERCENTAGE
I would not pay for this 18.8%
$2 per one-way trip 42.0%
$3 to $4 per one-way trip 15.9%
$5 per one-way trip 11.6%
I would pay anything less than
Uber/Lyft 10.1%
The $2 fare point emerged as the strongest value threshold. At the same time, nearly one in five respondents indicated they would not pay for the service, suggesting that affordability and subsidy remain important considerations. Table 3-9 provides a detailed distribution of responses by percentage.

3.2.1.3 Preferred Service Hours and Relationship to Fixed-Routes Support for expanded service hours was strong across all options presented, particularly on weekends and outside current operating hours. Table 3-10 provides a detailed distribution of responses by percentage.

Table 3-10. Interest in Using Microtransit Outside Current Operating Hours

RESPONSE PERCENTAGE
Early mornings (before 7 a.m.) 55.1%
At night (after 7 p.m.) 50.7%
On Saturdays 60.9%
On Sundays 58.0%
These results suggest broad support for extending service beyond current weekday daytime conditions.

At the same time, respondents were clear that microtransit should complement, not fully replace, fixed-route service.

Community Feedback
pg. 46
Table 3-11. Comfort with Microtransit as the Only Transit Option

RESPONSE PERCENTAGE
Yes 29.0%
No, I would still need the 4 fixed bus routes 53.6%
I do not use the bus routes now 17.4%
More than half of respondents said they would still need the four fixed-routes, reinforcing the role of a hybrid system. Table 3-11 provides a detailed distribution of responses by percentage.

Table 3-12. Features of Fixed-Routes That Continue to Matter

RESPONSE PERCENTAGE
No booking required 40.6%
More predictable schedule 39.1%
I already know how it works 18.8%
Worried on-demand will cost more 18.8%
No app required 15.9%
Worried on-demand will take longer 14.5%
Other 1.4%
Respondents continue to value the ease and predictability of fixed-route service, especially the ability to ride without advance booking. Table 3-12 provides a detailed distribution of responses by percentage.

Table 3-13. If Fixed-Routes Were Changed, What Would Matter Most

RESPONSE PERCENTAGE
Buses come more often (frequency) 52.2%
Better on-time performance 31.9%
Community Feedback
pg. 47

RESPONSE PERCENTAGE
Routes go more directly to key destinations 30.4%
Later evening service 18.8%
Better weekend service 15.9%
Faster trips (fewer stops) 13.0%
Earlier morning service 11.6%
Other 5.8%
Among potential changes to fixed-route service, increased frequency was the top priority by a wide margin, followed by better on-time performance and more direct routing. Table 3-13 provides a detailed distribution of responses by percentage.

3.2.1.4 Interest in Expanded Services and Communication Preferences Interest in supplemental on-demand service to Fresno was especially strong. 89.9% of respondents indicated interest in On-Demand Service to Fresno for medical appointments. Table 3-14 provides further details.

Table 3-14. Interest in On-Demand Service to Fresno for Medical Appointments

RESPONSE PERCENTAGE
Yes 89.9%
No 1.4%
Not sure 8.7%
This is one of the strongest findings in the Phase 2 survey and indicates substantial demand for regional connectivity.

Survey responses also show that current communication channels are not well aligned with how respondents would prefer to receive information in the future.

Currently, word of mouth is the dominant source of transit information. Looking ahead, respondents expressed a preference for more proactive and visible communication channels, Community Feedback
pg. 48
especially social media, flyers/signage, community events, and mobile applications. Table 3-15 provides further details.

Table 3-15. Current and Preferred Information Sources

CHANNEL CURRENT SOURCE PREFERRED FUTURE SOURCE
Madera Metro website 24.6% 30.4%
Madera Metro app 7.2% 33.3%
Word of mouth 43.5% 24.6%
Social media 11.6% 55.1%
Posted flyers and signs 11.6% 44.9%
Community events 11.6% 34.8%

3.2.1.5 Key Takeaways
Several clear conclusions emerged from the Phase 2 survey results:
• Awareness of microtransit is still limited, but interest in using it is high • Respondents expect relatively short wait times and affordable fares • There is strong support for service outside current operating hours, especially on weekends
• Most respondents do not want microtransit to fully replace fixed-routes • If fixed-routes are modified, frequency and reliability are the top priorities • Interest in a Fresno medical connector is extremely strong • Future communication should rely less on word of mouth and more on digital and community-based channels
These findings suggest that the public is receptive to a hybrid transit model that improves fixedroute service while expanding flexible on-demand options.

Community Feedback
pg. 49

3.3 Summary of Phase 2 Qualitative Feedback
In addition to the survey results, qualitative feedback was collected through the Madera City Hall workshop and the Madera Community College listening sessions, as well as feedback from popups at the Walgreens Transit stop and Flea Market. This input provides additional context on how community members and institutional partners react to the proposed service concepts. While not statistically representative on its own, it helps explain the priorities and implementation issues that surfaced in the survey data.

Several Themes Emerged
• Accessible booking and rider information
Participants emphasized that any on-demand service should support multiple ways to request rides, including phone-based and app-based booking. There was also interest in more visual, multilingual, and accessible tools to better serve riders with different language needs and abilities.
• ADA accessibility and vehicle design
Participants raised questions about whether on-demand vehicles would have wheelchair ramps or lifts and whether the service would provide sufficient ADA-compliant options.

These comments suggest that accessible service design must remain central to implementation.
• Reliability and usability of existing service
Existing transit continues to be viewed as a meaningful option, but concerns remain about buses not arriving on time. Questions about whether a transit app currently exists also reinforce the need for clearer information and improved system visibility. This implies there is keen interest in maintaining but improving some elements of the fixed-route system. • Student transportation barriers
At Madera Community College, participants described transportation as a barrier to education, especially for evening classes. Students reported relying on family, informal parking arrangements, or ride-hailing services, and some noted that they cannot remain on campus for later courses because they do not have a way home. • Regional access and partnership opportunities
Students also expressed strong interest in transit connections between Fresno community colleges and Madera Community College. College representatives also noted that funding already exists to support students with gas cards or Uber assistance, and that there may be an opportunity to partner with the City on a transit pilot instead. • Service design and location-specific needs
Community Feedback
pg. 50
Questions were raised about possible service to locations such as the Casa Grande Motel, where residents need access to social and behavioral health services. Other questions focused on how on-demand service would operate in practice, including whether trips could include drive-thru access for riders with mobility needs, how fare levels might be affected by fleet type, and how DAR vehicles are typically utilized today.

Overall, the Phase 2 qualitative feedback reinforces the survey findings. Participants showed strong interest in more flexible and accessible transit options, but also emphasized that reliability, accessible technology, ADA service quality, and practical implementation details will be critical to the success of any new service model.

Best Practices
pg. 51
4 Best Practices
This section summarizes best practices for planning and implementing microtransit and ondemand services based on a national and regional industry scan of small-urban transit systems.

The findings are drawn from national studies, regional research, and peer agency case evaluations of on-demand and microtransit services across the United States, with a focus on communities comparable to Madera in size, density, and demographic profile. More detailed case studies and performance metrics are documented in Appendix B – Industry Scan.

Rather than recommending a single model, the industry scan highlights recurring themes related to service design, technology, governance, equity, and performance management. Together, these best practices provide a framework for evaluating which service concepts are most appropriate for Madera’s specific travel patterns, operational environment and community needs.

4.1 Service Design
Across peer systems, successful microtransit programs are designed around clearly defined service zones that reflect where and when demand exists. Zone-based, dynamically routed services consistently outperform corridor-based or route-deviation models in low-density environments, particularly where fixed-routes generate low ridership or require long, indirect travel paths.

Many agencies have deployed microtransit as:
• A replacement for underperforming fixed-routes,
• A complement to fixed-routes during off-peak periods, or • A coverage service in areas where fixed-route transit is not viable.

Programs that perform best establish clear operating parameters, including service hours, booking rules, and wait-time expectations, rather than attempting to replicate the flexibility of private ride-hailing services. Phased implementation is common, allowing agencies to test limited zones or trip types before expanding service geographically or temporally.

Why it Matters
Madera’s dispersed trip patterns, strong non-work travel demand, and lower-density residential areas mirror conditions where zone-based microtransit has proven effective. Best practices suggest that clearly bound service areas and targeted use of on-demand microtransit service can improve accessibility, cost-effectiveness and reliability without overextending resources.

Best Practices
pg. 52

4.2 Technology and Operations
Peer agencies consistently rely on robust technology platforms to manage on-demand services effectively. Dynamic dispatch software enables real-time routing, automated scheduling, and integrated performance dashboards, improving an agency’s ability to effectively manage demand fluctuations, monitor wait times and track productivity. Mobile applications are commonly paired with call-in booking options to ensure accessibility for riders without smartphones.

Agencies that integrate on-demand microtransit technology with existing systems, such as fixedroute scheduling, fare payment, or paratransit software, report improved operational efficiencies and customer experience. Performance dashboards and automated reporting tools are also widely used to track key indicators including trips per hour, cost per trip, and on-time performance.

Why it Matters
Madera Metro is already investing in new technology for both fixed-route and demand-response services. Best practices indicate that leveraging these platforms to support flexible service models, and to improve real-time information and ease of use, can directly address many of the informational and reliability barriers identified in the existing conditions analysis.

4.3 Equity and Accessibility
Equity considerations are central to a successful microtransit implementation. High-performing programs maintain multiple booking options, integrating mobile application booking with telephone and cash payment options to guarantee access for older adults, individuals with smartphones, and those with limited English proficiency. Many agencies use ADA-compliant vehicles and integrated microtransit and paratransit systems to improve efficiency while preserving required service quality for riders with disabilities and maintaining Title VI compliance.

Community engagement, including targeted outreach in multiple languages, and travel training are frequently cited as critical components, particularly in communities with large shares of lowincome households, seniors, or limited-English-proficiency residents.

Why it Matters
Madera’s demographic profile, including a high proportion of Hispanic/Latino residents, seniors, and lower-income households, closely aligns with communities where inclusive service design is essential. Best practices reinforce the need for services that are simple to understand, do not rely exclusively on smartphones, and are communicated clearly in Spanish and English.

Best Practices
pg. 53

4.4 Performance Measurement and Adaptation
Across the industry, microtransit is most successful when treated as an adaptive service, rather than a fixed solution. Agencies routinely adjust service zones, hours, and policies based on observed demand and performance data. Key metrics commonly tracked include cost per passenger, per vehicle hour, and shared ride data. These metrics are used to evaluate vendor performance and inform contract renewal, expansion, or termination decisions, effectively aligning technology partnerships with measurable service outcomes.

Programs that fail to meet performance expectations are often restructured, scaled back, or replaced, highlighting the importance of ongoing evaluation rather than long-term commitment to an underperforming model.

Why it Matters
Best practices emphasize that microtransit should be evaluated alongside fixed-route and DAR services using consistent metrics. This approach supports data-driven decisions about where flexible services add value and where traditional service remains more effective.

4.5 Key Takeaways
The industry scan demonstrated that microtransit can be a practical and scalable tool for smallurban transit systems when it is carefully designed, actively managed, and aligned with community needs. There is no single “right” model; instead, the most successful agencies tailor service design, technology, and governance to local conditions.

These best practices directly informed the development and evaluation of service design alternatives, helping to identify concepts that are operationally feasible, equitable, and responsive to Madera’s travel patterns, operational environment and community priorities.

Service Design Alternatives
pg. 54
5 Service Design Alternatives
Building from existing conditions assessment and best practices research, our next step in this process was to develop, test, and refine service design concepts that would address what the community and the data were illustrating. The intent of this exercise was not to prematurely select a preferred alternative, but rather to systematically narrow a broad universe of possible service concepts into a small set of feasible, high-performing options that warrant further evaluation and community discussion.

5.1 Methodology
The following section describes the methodology that was followed in creating and filtering scenarios for consideration.

5.1.1 Concept Generation and Initial Screening
Service design concepts were developed by synthesizing findings from the existing conditions analysis, community and stakeholder feedback, best practices research, and the project team’s experience with similar systems in small urban and rural contexts. Together, these inputs highlighted recurring themes—such as challenges with coverage, service frequency, span of service, and clarity of the network—that informed the types of service changes worth testing.

Rather than beginning with a single recommended approach, the study intentionally started with a wide range of conceptual ideas reflecting different strategic directions. These included variations of:
• Adjustments to the existing fixed-route network (e.g., simplifying routes, modifying service spans, or reallocating service hours),
• Expanded or targeted on-demand service models,
• Hybrid approaches that combine fixed-route service during certain times or in certain corridors with on-demand service elsewhere, and
• Flexible service concepts such as route deviation or zone-based services.

These initial concepts were screened qualitatively to ensure they were:
• Operationally plausible within Madera’s context,
• Consistent with funding and fleet constraints at a conceptual level, and • Responsive to clearly identified community needs and travel patterns.

Concepts that were clearly infeasible or misaligned with community priorities were not advanced to modeling, allowing the analysis to focus on realistic and policy-relevant options. Overall, 14 such feasible scenarios were developed.

Service Design Alternatives
pg. 55

5.1.2 Developing a Demand Model
Once the set of candidate concepts was established, the team used a demand model to understand how each concept might perform relative to existing service. The demand model was designed to estimate how riders are likely to respond to changes in service design, rather than to predict exact future ridership totals.

The model integrated:
• Demographic characteristics such as population density, income, age distribution, and vehicle ownership,
• Land use and trip generators including schools, healthcare facilities, retail, employment centers, and transit hubs,
• Observed ridership patterns from fixed-route and demand-response services, and • Service attributes such as travel time, wait time, service span, and geographic coverage.

Using these inputs, the model estimates changes in travel behavior across different service configurations, allowing the project team to compare scenarios on a consistent basis. Importantly, the model focuses on relative performance differences (for example, whether one concept is likely to generate more trips per service hour than another) rather than producing a single forecast.

5.1.3 Scenario Testing
Each service concept advanced to modeling is tested using a consistent set of assumptions and evaluation measures. This allows differences in outcomes to be attributed to service design choices rather than to changes in external assumptions.

Key metrics examined include:
• Estimated ridership and changes relative to the baseline, • Distribution of demand by time of day and trip purpose, • Revenue hours required to operate each concept, and
• Productivity indicators such as trips per revenue hour.

Where possible, scenarios were tested under similar overall budget or resource constraints to illustrate tradeoffs between coverage, frequency, and flexibility. This approach makes explicit the consequences of reallocating service hours—for example, shifting resources from low-performing fixed-route segments to on-demand service, or concentrating fixed-route service into fewer but more frequent corridors.

5.2 Initial Alternatives
After preliminary scenario development and testing, three alternatives emerged with strong characteristics in modeling projections. Each of these scenarios is discussed in more detail below.

Service Design Alternatives
pg. 56

5.2.1 Baseline
The baseline scenario reflects the current transit system in Madera, consisting of four fixed-routes operating alongside DAR and ADA/Paratransit service. More information on performance metrics in this scenario can be found in Section 2.3.1.1. This scenario serves as the reference point against which all other alternatives are evaluated.

It is important to note that this study’s outcomes do not support a continuation of current service structure due to the issues with cost, productivity, and ridership. On-demand ridership has been growing year-over-year, and fixed-route ridership has been relatively stable. Figure 5-1 provides a map of the baseline scenario.

Figure 5-1. Map of Baseline Scenario
Service Design Alternatives
pg. 57

5.2.2 Modified Fixed-Routes with On-Demand: Maximum Cost Efficiency (Option A)
Option A (as shown in Figure 5-2) represents a focused refinement of the existing fixed-route network while maintaining current DAR (rebranded to on-demand microtransit) and ADA/Paratransit services. Under this scenario, fixed-route service is streamlined to improve efficiency and productivity by simplifying route alignments, increasing directness, and concentrating service in corridors with the strongest existing demand. On-demand microtransit service focuses primarily on improved branding, alternative vehicle sizes, and improved appbased booking experiences rather than zone changes from current DAR service.

The fixed-route network is reduced to two core routes that prioritize service along Yosemite and Cleveland Avenues, where ridership demand is consistently highest. These routes would operate at 30-minute frequencies, improving upon the current 60-minute headways that exist on three of the four existing routes (with Route 1 already operating at 30-minute headways). This approach shifts fixed-route service toward fewer, stronger corridors while improving reliability and convenience for riders using those routes.

Lower-demand segments that are currently served by fixed-route buses under baseline conditions would instead be covered by on-demand microtransit service. Operating with the same service hours and response times as today, on-demand microtransit service would play a critical role in the overall network and is expected to absorb additional demand from riders who are better served through flexible, request-based trips. Microtransit ridership increases slightly and may increase even further with additional marketing and awareness of the new program.

The result of this scenario is a combined fixed-route and on-demand system that maintains ridership levels comparable to current conditions, but at a significantly reduced operating cost.

This scenario achieves meaningful cost savings while preserving access and mobility for riders.

While some areas would no longer receive fixed-route service, those trips would continue to be served by on-demand service, which provides reliable, high-quality service with average response times typically under 11 minutes.

Service Design Alternatives
pg. 58
Figure 5-2. Map of Option A - Fixed-Route Modified: Maximum Cost Efficiency Service Design Alternatives
pg. 59

5.2.3 Modified Fixed-Route with On-Demand: Maximum
Ridership (Option B)
Option B (as shown in Figure 5-3) explores a different reconfiguration of fixed-route service, placing a stronger emphasis on increasing ridership while keeping costs stable. This scenario further concentrates fixed-route service in the highest-performing corridors and makes more substantial changes to route structure with a greater emphasis on direct travel paths. On-demand microtransit is still deployed and, like scenario A, utilizes the same geographic bounds as DAR service while making changes to booking process, vehicle type, and new branding.

Relative to the baseline and Option A, this scenario offers improved fixed-route ridership and would not cut any fixed-route services. Rather, fixed-route service would be realigned in some places and added to in others to produce a network that better reflects current demand and growth in the future. Specifically, routes 1 and 4 are maintained in this scenario, but three new routes are introduced to bolster ridership to key destinations while keeping service efficient.

The key benefit of this approach is its potential to generate stronger ridership and a lower cost per passenger while building three new routes on top of two existing routes that perform well. In addition, on-demand services offer point-to-point service for passengers at the same service quality presented in Option A. On-demand microtransit may grow as adoption of application-based booking and knowledge of the service grows. This would continue to be a critical service that builds as some fixed-route service along Granada Drive is replaced with on-demand service because of low fixed-route demand along that corridor.

Service Design Alternatives
pg. 60
Figure 5-3. Map of Option B - Fixed-Route Modified: Maximum Ridership

5.2.4 On-Demand Microtransit Only (Option C)
The third scenario, Option C, (as seen in Figure 5-4) explored eliminates fixed-route service entirely and transitions the system to an on-demand–only model. Early in the evaluation, the study team considered dividing the City into smaller microtransit zones to limit vehicle circulation, which could improve response times and potentially reduce operating costs. However, because the existing Dial-a-Ride service already operates citywide, narrowing service areas was determined to carry risk; restricting zones could negatively affect rider perception and reduce ridership, particularly during the early stages of transition, when overall appetite for an on-demand–only system may still be developing.

Adoption of an on-demand–only service model is inherently uncertain, particularly in the absence of fixed-route service. To reflect this uncertainty, multiple ridership assumptions were tested, Service Design Alternatives
pg. 61
including scenarios in which on-demand service captures approximately 70 percent, 100 percent, and 150 percent of current fixed-route ridership. Across these scenarios, cost per trip is higher than under fixed-route service, and total ridership is somewhat lower in the near term. These results reflect the higher unit cost of providing door-to-door or curb-to-curb service and the challenges of achieving scale without sufficient demand density.

Despite these tradeoffs, the on-demand–only scenario represents the most forward-looking and growth-oriented approach considered. Recent trends in Madera indicate that demand-response ridership has grown more consistently than fixed-route ridership, and as fixed-route service continues to face productivity challenges, expanding flexible, on-demand options may better align with evolving travel behavior. Over time, this approach has the potential to attract new riders seeking more direct and convenient trips while also converting existing transit users to shorter, more efficient travel experiences.

Figure 5-4. Map of Option C – On-Demand Only
Service Design Alternatives
pg. 62

5.2.5 Additional Options
There are two other service changes the team explored that could be easily implemented in addition to any of the alternative scenarios described above. These are extended hours for ondemand service and Personal Mobility On-Demand Subsidies.

5.2.5.1 Extended On-Demand Service
The On-Demand Extended Service scenarios expand the availability of on-demand transit beyond the current service span, particularly into late-night periods when fixed-route service is limited or unavailable. Under this scenario, the structure of daytime service remains unchanged, but additional on-demand service is added to better align transit availability with community travel needs. This would be directly operated by the City’s contractor as with regular on-demand service.

Adding hours (weekend or late-night)
Compared to baseline conditions, this scenario directly addresses gaps that occur after the last fixed-route trips of the day. Rather than extending low-frequency or low-productivity fixed-routes into late hours, on-demand service is used as a more flexible and cost-efficient way to serve trips related to late-shift employment, school activities, shopping, medical needs, and social travel.

This approach recognizes that demand during evening hours is typically more dispersed and less predictable, making fixed-route service less effective. Table 5-1 provides a detailed breakdown of extended on-demand service projections.

The primary benefit of extending on-demand service hours is improved access and reliability during times when transit options are currently limited. Riders gain the ability to make trips later in the evening without needing to plan around early service cutoffs, and the City can respond more effectively to non-traditional work schedules and evolving travel patterns. Because service is demand-responsive, vehicles are only deployed when trips are requested, helping to control operating costs.

Table 5-1. Initial Extended On-Demand Service Projections

SCENARIO VEHICLES REVENUE
HOURS

ADDITIONAL

PASSENGE
RS
COST $ PER TRIP
1 hour extension 1 247 741 $29,020 $39
4-hour extension 1 617.5 988 $72,550 $73
Potential drawbacks include increased operating expenses associated with longer service days and the possibility of lower utilization during late-night period or weekends. Careful monitoring would be needed to ensure that extended hours are appropriately scaled to demand. In some respects, starting with a subsidized personal mobility on-demand service (discussed below) may Service Design Alternatives
pg. 63
be a precursor to expanding on-demand service, until demand adequately brings costs per trip down into the range of $20/trip or less.

5.2.5.2 Personal Mobility On-Demand Subsidies (PMOD)
The PMOD service scenario explores the use of third-party, app-based ride-hailing providers, also known as Transportation Networking Companies or TNCs (such as Uber or Lyft) to supplement Madera’s existing transit services in a targeted and cost-controlled way. Rather than operating new fixed-routes or expanding City-run on-demand service into areas with low or uncertain demand, this approach allows the City to purchase trips on demand from private providers for a limited number of riders or trip types.

Under this scenario, Madera would identify specific trips, trip types, or service windows where using a third-party provider could improve reliability, fill service gaps, or test new markets. These trips would be subsidized by the City and made available to eligible riders through a defined program, rather than being open-ended or systemwide.

This approach differs from the baseline in that it does not expand City-operated service. Instead, it adds flexibility by allowing the City to “buy mobility as needed,” particularly where operating a bus or city-run on-demand vehicle would be inefficient or cost-prohibitive.

How the PMOD Model Works
PMOD programs typically operate through a competitive procurement or bidding process. The City would issue a request for proposals to qualified ride hailing providers outlining key program parameters, such as eligible trip types or destinations, service hours, maximum subsidy per trip or per rider, fare structure for riders, and reporting and data-sharing requirements.

For example, the City might solicit bids from Uber and Lyft to provide up to X number of subsidized trips per day for a defined set of trips, such as late-running connections, medical appointments, or regional trips. Providers would submit pricing based on a per-trip or per-mile basis, and the City would select one or more providers based on cost, coverage, reliability, and data transparency.

Once implemented, eligible riders would request trips either directly through the participating ride hailing provider’s app or through a designated booking interface, which could include integration within the City’s on-demand or microtransit platform (such as Spare), allowing riders to access PMOD trips alongside other transit services. The City would subsidize a portion of the fare, and the rider would pay the remaining amount, if any. The City’s financial exposure would be capped by the number of trips or total subsidy authorized under the program.

Pros and Cons of the PMOD Approach
This approach offers high flexibility and scalability. PMOD allows the City to test new service concepts without committing to full-time service or purchasing additional vehicles. It can improve reliability for specific trips, reduce missed connections, and provide service in areas or time Service Design Alternatives
pg. 64
periods where traditional transit performs poorly. Costs can be tightly controlled through caps on trips or subsidies.

Potential drawbacks include reliance on third-party providers and equity considerations related to smartphone access or familiarity with ride-hailing platforms. Careful program design would be needed to ensure access for riders without smartphones and to avoid undermining existing transit services. Because per-trip costs are higher than fixed-route service, PMOD is best suited for targeted, limited-use applications rather than broad systemwide coverage.

Fare Considerations and Policy Flexibility
Fares under a PMOD-based Fresno connector do not need to mirror fares for fixed-route or Cityoperated on-demand service. Even with a higher rider fare for out-of-town trips, the service would likely remain heavily subsidized compared to the typical market cost of a rideshare trip between Madera and Fresno. This flexibility allows the City to balance affordability with cost recovery and to differentiate regional or premium services from local transit. Fare levels, eligibility criteria, and subsidy amounts will continue to be explored further through stakeholder discussions and policy review prior to implementation.

Possible Applications
Application of PMOD for Fresno Connector Service
One potential application of the PMOD model is to provide limited, subsidized connections between Madera and Fresno. Current demand modeling suggests that operating a fixed-route or City-run on-demand zone extending into Fresno would likely be expensive relative to anticipated ridership, particularly in the near term. However, there is clear demand for occasional regional trips, especially for medical appointments, shopping, and specialized services that are not available in Madera.

Rather than committing to a service extension, the City could pilot a PMOD-based Fresno connector. Under this approach, Madera residents would be eligible for subsidized ride hailing trips to specific destinations in Fresno and back. A potential destination is El Paseo, a shopping center near the northern edge of Fresno with relatively direct access via the Golden State Highway and convenient connections to Fresno’s fixed-route transit network. Another potential destination is the River Park area. River Park is a particularly strategic destination, as it includes major retail, multiple healthcare facilities such as Kaiser Permanente and Fresno Heart and Surgical Hospital, and equally convenient connections to Fresno’s fixed-route transit network as El Paseo.

This model would allow the City to meet regional mobility needs while limiting financial risk. Trips could be capped per day or per month, restricted to certain purposes, or limited to specific rider groups. Data from the pilot could then be used to assess whether demand is strong enough to justify a more permanent service in the future.

Potential Use for School and Student Trips
PMOD service could also be used to supplement on-demand capacity for school-related trips if demand exceeds available vehicles or if specific trip patterns emerge that are difficult to serve Service Design Alternatives
pg. 65
efficiently with City-operated service. This could include overflow demand during peak school travel windows or specialized trips requested by students. Additional clarity on this potential application will be informed by upcoming engagement with Madera Unified School District and Madera Community College.

Augmenting On-Demand Service
PMOD service could also be used as a targeted tool to augment City-operated on-demand service during periods of high demand or limited availability. When microtransit response times increase due to peak usage, vehicle constraints, or staffing limitations, PMOD trips could be deployed selectively to absorb overflow demand and maintain acceptable wait times for riders. This approach allows the City to preserve service quality without permanently expanding fleet size or operating hours. Similarly, PMOD could be used to extend service into late-night hours when operating City-run vehicles may be cost-prohibitive. By subsidizing a limited number of late-night trips through a third-party provider, the City could address unmet mobility needs related to late shifts, social trips, or emergencies while maintaining tight control over costs and program scope.

Evaluation and Final Recommendations
pg. 66
6 Evaluation and Recommendations
After discussing the leading alternatives with City staff, completing another round of public engagement, and refining our modeling and route construction, the team consolidated recommendations into a single feasible approach for moving forward, and developed an evaluation framework that addresses implementation considerations and associated risks. This recommendation is outlined below. Figure 6-1 through Figure 6-3 provide map-based visualizations of the recommended approach.

6.1 Recommended Approach
Figure 6-1. Recommended Approach
After careful analysis of the leading alternatives and incorporating feedback from the community as well as City staff, our team is proposing a hybrid approach. From Section 5, this approach Evaluation and Final Recommendations
pg. 67
most closely resembles option A, but with some minor improvements (such as extending Route 1 to the hospital, recoloring routes to match current routes, and better defining brokered services.) This proposed system would maintain essential fixed-routes with higher demand and improve those fixed-routes in terms of their structure and headways, while also rolling out on demand microtransit service and introducing complementary personal mobility on-demand enhancements.

In so doing, the City will have the opportunity to combine the most reliable and efficient elements of fixed-route service while introducing more modern and scalable mobility options, without sacrificing coverage or increasing the overall budget. The result would be a more reliable and accessible transit network.

Figure 6-2. Recommended Approach - Including Entire Service Area The recommendation is to convert Dial-A-Ride service to a modernized microtransit service with expanded hours, improved customer experience, and enhanced connectivity to key destinations, including select locations in Fresno. Then, we suggest modifying the Purple and Orange lines to be more linear and operate with more consistent 30-minute headways. Lower performing routes and route-segments would then be eliminated, with service in those areas being provided through microtransit. All of these changes together are projected to increase ridership while reducing Evaluation and Final Recommendations
pg. 68
overall system costs. The proposed alternative is summarized on the maps below. Note that in the initial term, it is recommended that later evening hours and earlier mornings as well as Fresno connector service are brokered to TNCs (like Uber and Lyft), at least until demand justifies a more regular shuttle or City-operated service.

Figure 6-3. Recommended Approach (Zoomed Out)
Evaluation and Final Recommendations
pg. 69
Specific proposed changes to the fixed-route and on-demand services as proposed in this scenario are outlined via Table 6-1 and Table 6-2 below.

Table 6-1. Proposed Changes to Fixed-Route Services

SERVICE ASPECT BASELINE (DIAL-A-RIDE) PROPOSED (MICROTRANSIT) CHANGE Vehicle & Booking Traditional vehicles Phone-based
booking
Modern fleet, emphasis on app-first
booking (phone still available)
✓ Real-time tracking
✓ Improved customer
experience
✓ Stronger system
branding
Operating Hours Weekdays: 7am–6:30pm Saturday:
9am–4pm Sunday: 8:30am–2:30pm
Weekdays: same Saturday: 9am–
6:30pm (+2.5 hrs)
Sunday: same
✓ Expanded weekend
service hours
✓ Better alignment with
community travel needs
Evaluation and Final Recommendations
pg. 71

SERVICE ASPECT BASELINE (DIAL-A-RIDE) PROPOSED (MICROTRANSIT) CHANGE Annual Operating Cost $1,757,340 $2,327,940
+$570,600 (expanded
service, improved fleet)
(Note: Costs may
decrease through
competitive
procurement; we
assumed current cost
per hour which is high
relative to industry
benchmarks)
Projected Annual Ridership 21,500–32,200 32,300–47,900 +10,800–15,700 riders Evaluation and Final Recommendations
pg. 72
Table 6-3 provides a breakdown of recommended changes to shoulder hour PMOD & Fresno Connector.

Table 6-3. Recommended Changes to Shoulder Hour PMOD & Fresno Connector

SERVICE DESCRIPTION & MODEL OPERATING HOURS COST &

RIDERSHIP
Shoulder Hour PMOD (Madera)
-City-subsidized shared-ride PMOD trips
(Uber/Lyft) to fill early morning and evening
gaps
-Pay-per-trip model
Weekdays: 6–7am, 6:30–
8pm
Saturday: 6:30–8pm
Cost:
~$3,750/yr
Riders: 250–
1,300
Fresno Connector
-On-demand service connecting Madera to
Fresno
-Can transition to scheduled shuttle if
demand grows, with minimal cost increase
while maintaining coverage
-Evaluates long-term regional connectivity
demand
Weekdays: 7am–6:30pm
Cost:
~$34,500/yr
Riders: 1,200–
3,500
Evaluation and Final Recommendations
pg. 73

6.2 Summary and Projected Impacts
The recommended approach results in measurable changes to system performance, cost, and service delivery. Summary and key projected impacts are summarized in Table 6-4 below.

Table 6-4. Summary of Proposed Scenarios and Projected Impacts

METRIC BASELINE SCENARIO PROPOSED SCENARIO CHANGE
Estimated Annual
Ridership 86,100 – 108,300 86,300 – 121,600 +300 to +13,300 riders Total Annual
Operating Cost ~$4,095,270 ~$4,023,342 -$71,928 (↓ 1.8%) Cost Per Trip $38 $33 -$5 per trip (↓ 13%)
Number of FixedRoutes 4 routes 2 routes
Strategic
consolidation to core
corridors
On-Demand Service
Type Traditional Dial-A-Ride On-demand microtransit
Modernized service
delivery and
customer
experience,
expanded hours
Supplemental OnDemand Services None
Subsidized shared-ride
Uber/Lyft trips during
shoulder hours and to
Fresno
Expanded hours;
improved access to
Fresno medical
appointments and
college classes
A cost summary by route/service can be found in Table 6-5.

Table 6-5. Summary of Route by Service

SERVICE BASELINE COST PROPOSED COST DIFFERENCE
Dial-A-Ride /
Microtransit $1,757,340 $2,327,940 +$570,600
Evaluation and Final Recommendations
pg. 74

SERVICE BASELINE COST PROPOSED COST DIFFERENCE
Route 1 (Purple) $726,390 $828,576 +$102,186
Route 2 (Orange) $726,390 $828,576 +$102,186
Route 3 (Green) $647,010 $0 -$647,010
Route 4 (Blue) $238,140 $0 -$238,140
Shoulder Hour PMOD $0 $3,750 +$3,750
Fresno Connector $0 $34,500 +$34,500
TOTAL SYSTEM $4,095,270 $4,023,342 -$71,928 (↓ 1.8%)
Overall, the recommended service approach maintains the core elements of the existing system while introducing targeted improvements to better meet community needs. Fixed-route service continues along key corridors and to critical destinations, ensuring stability and continuity for current riders, while ADA accessibility remains a central priority. At the same time, the system is restructured to provide more direct trips, shorter wait times, and expanded service hours. The addition of microtransit provides flexible, citywide coverage that complements fixed-routes and improves overall convenience. New pilot programs, including early morning and evening service and potential regional connections, allow the City to test and refine service enhancements before broader implementation.

Evaluation and Final Recommendations
pg. 75

6.2.1 Vehicle Miles Traveled (VMT) Reduction and Cost
Effectiveness
VMT Reduction Analysis
The proposed transit improvements are expected to generate measurable reductions in vehicle miles traveled (VMT) by shifting trips from private automobiles to transit services. Based on projected increases in annual ridership (and reflecting a phased approach for deployment), from approximately 300 to 13,300 additional riders annually, VMT reductions were estimated using standard planning assumptions for mode shift and trip length.

Applying a range of reasonable assumptions (50 - 70% auto diversion and 5 - 7 miles per trip), the proposed service plan is estimated to reduce approximately:
750 to 65,000 VMT annually
This range reflects uncertainty in rider behavior and trip characteristics but demonstrates that the proposed improvements, particularly expanded microtransit service (both locally and connectivity to Fresno), have the potential to meaningfully reduce reliance on private vehicles. The majority of VMT reduction is driven by increased ridership associated with the enhanced on-demand microtransit service, which provides greater coverage, flexibility, and accessibility.

It is important to note that these estimates represent gross VMT reduction. A more detailed analysis would account for additional transit vehicle miles associated with expanded service hours and operations to determine net VMT reductions.

Cost Analysis
The proposed service plan results in a net reduction in total annual operating cost, decreasing from approximately $4.10 million to $4.02 million, representing a savings of approximately $71,928 (1.8%) annually.

This cost reduction is achieved through:
• Consolidation of underperforming fixed-routes
• Reallocation of resources to higher-demand corridors
• Strategic use of microtransit and targeted on-demand services Despite increased investment in microtransit service, overall system efficiency improves, resulting in lower total cost and reduced cost per trip (from $38 to $33).

Cost Effectiveness (Cost per VMT Reduced)
Cost effectiveness was evaluated by comparing annual system costs to estimated VMT reductions.

Evaluation and Final Recommendations
pg. 76
Incremental Cost Effectiveness
Because the proposed scenario reduces total operating cost relative to the baseline, the project achieves VMT reductions at a net cost savings, resulting in:
-$1 to -$100 per VMT reduced
This indicates that the project not only reduces VMT but does so while lowering overall system costs, representing a highly favorable outcome.

Total Cost Perspective
When evaluated using total system cost, the cost per VMT reduced ranges from approximately:
$60 to $5,400 per VMT reduced
This wide range reflects uncertainty in VMT reduction assumptions and highlights the importance of using incremental cost measures for evaluating project efficiency.

Key Findings
• The proposed service plan achieves both VMT reduction and cost savings, an uncommon and highly favorable outcome.
• Expanded microtransit service is the primary driver of new ridership and associated VMT reduction.
• System restructuring improves efficiency by reallocating resources from low-performing routes to higher-demand services.
• Cost-effectiveness improves significantly when evaluated on an incremental basis, demonstrating that the proposed plan delivers environmental benefits without increasing operating costs.

Conclusion
The proposed transit improvements represent a cost-effective strategy for reducing VMT and improving system performance. By increasing ridership, enhancing service flexibility, and optimizing resource allocation, the plan reduces dependence on private vehicle travel while simultaneously lowering operating costs. These outcomes support broader goals related to sustainability, equity, and efficient service delivery, and position the Madera project favorably for competitive funding opportunities.

A Way Forward
pg. 77
7 A Way Forward
This section outlines how the City can start implementing and later evaluating these changes to Madera Metro.

7.1 Funding Strategies
The City of Madera is positioned to implement service improvement strategies and expand its public transportation system through a layered funding strategy combining federal, state, regional, and local funding sources. This section provides a primer on funding opportunities for Madera Metro fixed-route transit, DAR, and proposed on-demand microtransit service.

There is no single “microtransit grant.” Instead, successful implementation depends on aligning multiple funding programs with policy priorities such as equity, air quality, safety, and regional connectivity.

Funding for an on-demand microtransit service will require a layered and strategic approach that aligns with how transportation funding is awarded in California and federally. Rather than relying on a single grant, the City should combine multiple funding sources and position microtransit as a solution to broader policy goals. Section 7.2 presents an overview of Funding Programs.

7.1.1 Use Existing Transit Funds as the Foundation
Madera already receives funding through programs such as Federal Transit Administration (FTA) Section 5307 Urbanized Area Formula Grants and TDA revenues. These sources should serve as the baseline funding for implementing microtransit.

The City can:
• Reallocate resources from underperforming fixed-routes • Integrate microtransit into existing Dial-A-Ride operations • Use 5307 funds for eligible operating, planning, and capital costs This approach allows Madera to launch service without waiting for new grant awards.

7.1.2 Leverage Air Quality Funding (High Priority)
Because Madera is located in the San Joaquin Valley air basin, it is eligible for strong air quality funding opportunities. The most important is the Congestion Mitigation and Air Quality Improvement Program (CMAQ), which can fund:

A Way Forward
pg. 78
• New transit services (including microtransit)
• Operating costs for the first 2–3 years
• Projects that reduce Vehicle Miles Traveled (VMT) and emissions Additionally, California’s Low Carbon Transit Operations Program (LCTOP) can support:
• On-demand transit service
• Fare subsidies
• Zero-emission vehicle deployment
For Madera, framing microtransit as an emissions-reduction strategy is critical to unlocking these funds.

7.1.3 Position Microtransit as an Equity Investment
Many state and federal programs prioritize Disadvantaged Communities (DACs) and mobility equity. Madera can strengthen funding applications by demonstrating that microtransit:
• Serves low-income neighborhoods
• Supports zero-vehicle households
• Improves access to jobs, healthcare, and education
• Enhances mobility for seniors and individuals with disabilities Equity-focused positioning is especially important for programs like LCTOP and TIRCP.

7.1.4 Coordinate with Regional Partners
Funding in California is often controlled or influenced by regional agencies such as the San Joaquin Valley Council of Governments and Fresno Council of Governments (COGs). To maximize funding opportunities, Madera should:
• Align the microtransit project with regional transportation plans • Coordinate applications and programming with the San Joaquin Valley COG and/or Fresno COG
• Position the service as improving regional connectivity between Madera and Fresno
Regional coordination is essential for accessing programs like CMAQ and Senate Bill 125 (SB 125) transit funding.

A Way Forward
pg. 79

7.1.5 Start with a Pilot Program
A phased pilot approach is the most realistic path forward.

An eighteen-to-twenty-four-month microtransit pilot allows the City to:
• Use short-term funding sources (CMAQ, LCTOP, grants)
• Test service design and demand
• Collect performance data (ridership, cost per trip, emissions reduction) Pilot results can then support future funding applications and long-term adoption.

7.1.6 Combine Public Funding with Local and Institutional Support
In addition to grants, Madera can strengthen its funding strategy by leveraging local contributions.

Potential sources include:
• Local general fund or transportation allocations
• Partnerships with major employers (for workforce access) • Healthcare providers (for patient transportation)
• Educational institutions (MUSD and/or MCC)
These partnerships can help fund specific service zones or rider groups, reducing the burden on public funding.

7.1.7 Align the Project with Specific Use Cases
Microtransit is most competitive for funding when tied to clearly defined goals.

For Madera, the strongest use cases, as reflected in outcomes from the feasibility study, include:
• City-wide microtransit deployment
• Replacing low-ridership fixed-routes
• Improving access to Fresno education and medical centers • Enhancing Dial-A-Ride efficiency
Clearly defining the purpose of the service makes it easier to match with funding programs.

A Way Forward
pg. 80

7.1.8 Plan for Long-Term Sustainability
A common challenge is sustaining service after initial funding expires.

To address this, Madera should:
• Identify long-term funding sources early (e.g., 5307, TDA, SB 125) • Design the pilot with scalability in mind
• Transition from grant-funded operations to stable funding streams Building a long-term funding plan from the outset ensures that successful pilot programs can continue beyond initial grant cycles.

7.1.9 Key Takeaways
The most effective funding strategy for microtransit in Madera is to:
• Start with existing funding (5307, TDA)
• Launch using CMAQ and LCTOP
• Coordinate regionally (Fresno COG, SB 125)
• Scale with TIRCP and federal fleet programs
Success will depend less on finding new funding sources and more on strategically aligning microtransit with air quality, equity, and regional mobility goals.

7.2 Overview of Funding Programs

7.2.1 Federal Programs
• FTA Section 5307 Urbanized Area Formula Grants – core funding for operations, planning, and capital
• FTA Section 5339 Bus and Bus Facilities Program – funding for vehicles and facilities • CMAQ – supports projects that reduce emissions and traffic congestion • Safe Streets and Roads for All (SS4A) – safety-focused planning and implementation funding
• Accelerating Innovative Mobility (AIM) – supports innovative transit pilots • Buses and Bus Facilities / Low or No Emission Vehicle Program (Bus/Low-No) – supports fleet electrification
A Way Forward
pg. 81

7.2.2 State Programs
• LCTOP – funds low-emission transit operations
• Transit and Intercity Rail Capital Program (TIRCP) – large-scale capital investments • Senate Bill 125 Transit Funding (SB 125) – flexible regional transit support • Senate Bill 1 State of Good Repair Program (SB1 SGR) – maintenance and rehabilitation funding

7.2.3 Regional/Local
• TDA - primary local transit funding
• State Transit Assistance (STA) – formula-based state support • San Joaquin Valley Council of Governments (COG) – regional agency allocating funding

7.3 Phased Implementation
Implementation of the recommended service concept should follow a phased approach that allows the City to manage risk, maintain service continuity, and refine key operational details prior to full system transition. Figure 7-1 provides a visual summary of the phased implementation approach.

7.3.1 Phase 1: Transition to On-Demand Microtransit
The first phase focuses on transitioning the existing Dial-A-Ride service to a modernized ondemand microtransit model. This component can be implemented relatively quickly and provides immediate benefits in terms of customer experience, flexibility, and expanded service availability.

Initial steps include:
• Development of a Request for Proposals (RFP) for microtransit service delivery and technology
• Procurement and vendor selection
• Service planning and configuration, including service zones, hours, and policies • Implementation of the new microtransit service
A competitive RFP process for on-demand microtransit service could take 3-6 months from notice to proceed to having the vendor onboard, depending on requirements. Implementation is expected to take approximately 12 weeks following contract award.

Launching microtransit first allows the City to expand flexible service capacity early, which will be important for supporting later system changes.

A Way Forward
pg. 82

7.3.2 Phase 2: Fixed-Route Refinement and Public
Communication
While the microtransit procurement and implementation are underway, the City can advance detailed refinement of fixed-route elements alongside a coordinated public communication effort.

This phase includes:
• Stop spacing analysis
• Evaluation of stop infrastructure needs (including shelters, signage, amenities), as well as identification of stops to be relocated or eliminated, which may require infrastructure changes
• Development of updated schedules and timetables
• Fare policy analysis
• Preparation and rollout of clear communication materials explaining upcoming service changes
• Outreach through community channels, including schools, employers, and local organizations
• Rider education on how to use updated services and new tools Conducting refinement and communication concurrently ensures that service details are welldefined and that the public is informed well in advance of implementation. Overall this phase would be expected to take about 6 months.

7.3.3 Phase 3: Fixed-Route Service Implementation
The final phase involves implementation of the revised fixed-route network.

This includes:
• Launch of streamlined fixed-route services focused on core corridors • Transition from existing routes to the updated network • Initial monitoring of system performance using established KPIs and adjustments as needed
Targeting to have this implementation ready prior to the next operator contract allows sufficient time for planning, outreach, and coordination, while ensuring that the microtransit system is fully operational prior to fixed-route changes. This phase would not take long to put into effect after the conclusion of phase 2, but staff should allocate time over the first month of the implementation to conduct ongoing outreach, troubleshooting, and budget reviews.

A Way Forward
pg. 83
Figure 7-1. Phased Implementation Approach
A Way Forward
pg. 84

7.3.4 Ongoing Monitoring and Adjustment
Following implementation, the City should continue to monitor performance across services. Key metrics such as ridership, cost per trip, wait times, and customer experience should be tracked to inform ongoing refinements.

This phased approach allows the City to introduce improvements in a controlled and strategic manner, reducing implementation risk while delivering early benefits to residents.

7.4 KPI Framework
Several Key Performance Indicators (KPIs) will be helpful as the City continually evaluates the success of the on-demand microtransit services. Many of these are familiar measurements when compared to fixed-route KPIs, but targets may differ.

It is important to note that the first several months of a microtransit program are focused on marketing and increasing adoption. It is not advised to evaluate the service against the metrics in this document until the year 1 mark. After 6 months, the City may consider using 80% of the target values listed as a quick check to see if things are on the right track. Continuous refinement with any microtransit vendor is advised in order to achieve best results. Table 7-1 provides the KPIs for on-demand microtransit service.

A Way Forward
pg. 85
Table 7-1. On-Demand Microtransit Service KPIs
Business
Function KPI Target
Mobility / Service
O&M
Agency-operated microtransit
productivity 2.5-4.0 completed passenger trips per revenue vehicle hour Demand fulfillment rate >=90% for agency-operated microtransit trips; >=95% for brokered TNC trips Average passenger wait time <=15 minutes average for trips within Madera; 90th percentile <=25 minutes On-time pickup performance >=90% of trips picked up within the promised pickup window Overall trip time objective
Average completed local trip time (pickup to drop-off) <=30 minutes within Madera; >=90% of Fresno connector trips arrive within 15 minutes of the requested arrival window
SaaS platform availability >=99.9% monthly uptime for the on-demand booking and dispatch platform Shared-ride rate >=25% of completed agency-operated trips shared with another passenger Equity
Equivalent service quality by
district
Average wait time in each council district should be no worse than 10% above the systemwide average
Non-digital booking parity 100% of pilot trips bookable by phone; phone-booked trip fulfillment rate >=90% and average call wait times <5 minutes
Language access coverage 100% of rider-facing materials, booking channels, and customer support available in English and Spanish
Accessible trip availability 100% of eligible WAV and ADA-compliant requests accommodated on service days Payment inclusion No surcharge for phone booking or cash-equivalent payment options; riders must be able to access service without requiring a smartphone or bank card A Way Forward
pg. 86
Business
Function KPI Target
Customer
Satisfaction
Overall rider satisfaction >=4.5 out of 5 average across all trips Satisfied / very satisfied after
one year
>=85% of surveyed riders report being satisfied or very satisfied after one year of service
Complaint rate <=5 complaints per 1,000 trips; safety and security complaints <=1 per 1,000 trips Repeat-use rate By month 12, >=50% of monthly riders take 2 or more trips per month Finance
Net cost per completed
microtransit trip <=$50 average
Average subsidy per
brokered trip Within Madera: <=$15 per trip; Fresno connector service: <=$30 per trip Budget adherence Monthly pilot operating spend remains within +/-10% of the adopted budget unless an approved service change is made
Brokerage utilization cap Brokered trips should remain <=10% of standard microtransit trips Environmental
Net VMT reduction Pilot should achieve >=10% lower net passenger VMT per completed trip than the baseline solo-auto or solo-TNC alternative
Deadhead share <=35% of total vehicle miles
Marketing, Branding, and Communications Strategy
pg. 87
8 Marketing, Branding, and
Communications Strategy
The transition to a modernized transit system in Madera, including the introduction of microtransit, expansion of on-demand mobility, and modifications to the fixed-route network, represents a significant change in how residents will access and understand local transportation. This shift requires a coordinated marketing, branding, and communications effort to ensure that new services are clearly understood, widely adopted, and trusted by the community.

Community engagement conducted as part of this study indicates that riders are seeking clearer information, improved ease of use, and better awareness of available services. Feedback also suggests that many residents rely on personal networks, social media, and community-based institutions as their primary sources of information. In addition, prior outreach efforts have emphasized the need for multilingual materials and engagement strategies that reach both riders and non-riders across the city.

Given these findings, the following strategy focuses on positioning the new system as easy to use, visible within the community, and aligned with how residents already access information.

8.1 Guiding Principles
The recommended approach is based on six key principles that should guide all marketing, branding, and outreach activities.
• Transit should be presented as modern and relevant. On-demand microtransit should be positioned as convenient, technology-enabled mobility option that provide a viable alternative to driving.
• Outreach should occur where people already are. This includes both physical locations such as retail centers and community spaces, as well as digital platforms that residents use regularly.
• The strategy should leverage word-of-mouth communication. Information shared through trusted personal networks is often more influential than formal messaging, and outreach efforts should be designed to support and amplify this dynamic. • Messaging should be simple and focused. Communications should clearly explain what the service is, how to use it, and why it benefits the user. • All materials and engagement should be accessible and culturally responsive. Bilingual materials and outreach through trusted community channels are essential given Madera’s demographics.
• The system should be presented as a single, coordinated network. Messaging should clearly explain how fixed-route, on-demand, and regional connection services work together, rather than treating them as separate services.

Marketing, Branding, and Communications Strategy
pg. 88

8.2 Branding Strategy

8.2.1 Microtransit Service Identity
A distinct identity should be developed for microtransit services to differentiate them from traditional fixed-route transit and to emphasize flexibility and ease of use.

Effective naming conventions observed in peer systems are short, intuitive, and easy to remember. Potential examples include Madera Go, Vamos, or Ride Madera. These types of names communicate movement and accessibility without requiring explanation.

The service should be positioned in simple terms as a flexible ride option that can be requested when needed, rather than as a traditional transit service with fixed schedules. While microtransit should have a distinct identity, it should be framed as one component of a broader system that includes fixed-route service and regional connections.

8.2.2 Vehicle Design and Visual Identity
Vehicle design plays an important role in communicating the new service. Microtransit vehicles should have a distinct visual identity that sets them apart from fixed-route buses. This can be achieved through the use of modern wraps, simplified graphics, and clear messaging about how the service works.

Smaller vehicles should be used where feasible, as they reinforce the perception of flexibility and responsiveness. Exterior messaging should include concise instructions and visual cues, such as references to app-based booking and QR codes that link directly to service information.

Vehicles will serve as highly visible, mobile marketing tools throughout the community.

8.2.3 System Branding Integration
While microtransit should have its own identity, it should remain clearly connected to Madera Metro services. This can be achieved through a unified logo system, consistent color hierarchies, and a simple system map that illustrates how fixed-route and on-demand microtransit work together.

Marketing, Branding, and Communications Strategy
pg. 89

8.3 Marketing Strategy

8.3.1 Traditional Media
Consider paid coverage on Spanish-language radio and TV serving the Fresno–Madera market (e.g. Radio Bilingüe, Radio Campesina, Univision/Telemundo affiliates). For English market, the Madera Tribune and ABC-30 midday local shows would be appropriate channels.

8.3.2 Social Media
A strong social media presence should be central to the marketing effort. Platforms such as Facebook and Instagram are particularly important for reaching a broad cross-section of Madera residents.

Content should focus on practical, easy-to-understand information. This includes short videos demonstrating how to book a ride, explanations of when to use different services, and testimonials from local riders. Visual and video-based content will be more effective than text-heavy materials.

The goal is to create content that residents are willing to share within their own networks, extending the reach of the campaign organically.

Consider running paid seasonal social media campaigns for times of specific need (1 week at a time oriented around projected heat warnings, high smoke days, holiday shopping periods, etc.), positioning on-demand microtransit as a comfortable, convenient alternative.

8.3.3 Word-of-Mouth and Ambassador Programs
To support informal information sharing, the City should consider establishing a transit ambassador program. This program can include students, community leaders, community-based organizations, healthcare workers, and frequent riders who are trained to explain how the service works and encourage others to try it.

Ambassadors can play a role in both in-person outreach and online engagement. Providing small incentives or recognition can help sustain participation over time. Ambassadors should be trained to deliver lessons/information about the service, direct potential riders to information, and get them ready to ride. This type of federalized travel training model will be critical in making people aware of the transit options.

Marketing, Branding, and Communications Strategy
pg. 90

8.3.4 Incentive-Based Adoption
An initial free ride period of approximately 60-180 days is recommended to reduce barriers to trying the new on-demand microtransit service.

Following this period, referral programs should be introduced and maintained on an ongoing basis. These programs can provide incentives for existing users to invite others to try the service, helping to sustain growth beyond the initial launch. In addition, ongoing incentive programs can be explored as one-off exercises to continue inducing demand – for example, “Families Ride Free this Saturday”, “3-rides free if you register by XXX date”.

Partnerships with local businesses should also be explored as a longer-term strategy. For example, riders could receive discounts or promotions at participating businesses, reinforcing the connection between transit use and local economic activity.

Consider a “rider of the month” campaign with and provide ride credits to “winners” that allow the City to profile them and do a human-interest story online/social media explaining what the service means to them. The goal is to humanize the service and let people know how valuable transit services can be.

8.3.5 Targeted Outreach and Community Partnerships
Outreach efforts should be tailored to specific groups and locations within Madera, using the stakeholder database developed as part of this project as a starting point. Outreach efforts should not only introduce new services but also explain how existing services are changing. Many riders will be most affected by adjustments to fixed-route service, including route consolidation and changes in frequency. Clear, location-specific communication will be critical to ensure that existing riders understand how their trips may change and what alternatives are available.

Key audiences and outreach approaches include:

Students
• Continue coordination with Madera Unified School District and Madera Community College.
o Integrate how-to-ride materials into school registration days and campus orientations
o Coordinate with school administrators and school district officials to ensure information is posted in newsletters, hallways, and any other applicable school channels like Parent Square.
o Offer hands-on tutorials at schools as needed to ensure students know how to use the services available to them.

Marketing, Branding, and Communications Strategy
pg. 91
o Consider offering student ambassador challenges with rewards for sign-ups Seniors
• Focus on senior centers and programs serving older adults. Messaging should emphasize ease of use, safety, and the availability of phone-based booking. Coordination with staff at these facilities will be important for building trust and awareness. • Have drop-in sessions to promote the service and have tablets on hand so people can register and practice booking a trip
Community locations and high-activity destinations
• Conduct outreach at locations where residents already gather, including:
o Madera Flea Market
o Walgreens
o Grocery stores such as El Toro and other neighborhood markets o Community events like Madera Fair and Pomegranate Festival Faith-based organizations and non-profits
• Provide bulletin inserts and after-service demos at churches (including Spanish-language) and other faith centers

8.4 Communication Materials
Communications should focus heavily on explaining how to use the system. A dedicated effort should be made to provide clear, step-by-step guidance on booking trips, understanding service options, and navigating the system.

Materials should be available in multiple formats, including:
• Flyers/Posters
o Consider having flyers on vehicles, at community events, and also around town at major destinations (laundromats, grocery stores, pharmacies, panaderias, libraries, senior centers, healthcare centers, etc.). Flyers at key destinations might say “How to get here with Madera Metro” with a QR code to the website that explains services
• Printed handouts/mailouts
o Consider door hangers/postcards mailed directly to residents, particularly neighborhoods where fixed-route service is being removed to ensure they are aware of the on-demand service.

Marketing, Branding, and Communications Strategy
pg. 92
• Traditional media advertisements
• Short videos and social media content
• Mobile-friendly digital materials (for pushing emails to on-demand users and stakeholder groups)
o These digital materials, including route maps, should be posted in accessible formats in multiple languages, and made available to the City in editable formats so that future changes can be made easily.
• Updated webpages
o Important note: both City and County webpages should be accurate and consistent. Current search results prioritize the County webpage over the City's in several common queries.

Visual elements such as icons and diagrams should be used to reduce reliance on text and improve clarity. Pictograms for low-literacy users, ensuring large print and high contrast, will be most useful.

All materials should be provided in both English and Spanish, and messaging should be tested to ensure clarity across different user groups.

In addition to promoting new services, communication materials must clearly explain the changes to the existing system. This includes:
• The transition from four fixed-routes to a smaller number of more frequent routes • The role of on-demand service in providing coverage and extending service hours • The availability of new or expanded connections, including potential service to Fresno Messaging should emphasize the benefits of these changes, including improved frequency on core corridors, more flexible service options, and expanded access to key destinations. pg. 93
Appendix A. Existing Conditions
www.flexlynqs.com
Existing Conditions Report
City of Madera
Project: Microtransit Feasibility Study
April 29, 2026
Table of Contents
1 INTRODUCTION ..........................................................................................................................1 2 DATA SOURCES USED FOR THIS REVIEW......................................................................................2 3 DEMOGRAPHIC AND TRAVEL MARKET ANALYSIS ..........................................................................3

3.1 POPULATION ......................................................................................................................................3

3.2 AGE DISTRIBUTION ..............................................................................................................................5

3.3 RACE AND ETHNICITY...........................................................................................................................5

3.4 INCOME ............................................................................................................................................7

3.5 VEHICLE OWNERSHIP ..........................................................................................................................9

3.6 TRAVEL PATTERNS .............................................................................................................................11

3.6.1 Employment-Generated Trips........................................................................................11

3.6.2 Non-Employment Generated Trips .................................................................................13 4 TRANSIT OPERATIONS...............................................................................................................15

4.1 MADERA METRO FIXED ROUTE.............................................................................................................16

4.1.1 Madera Metro Key Performance Indicators (KPIs).............................................................19

4.1.2 Peer Agency Review .....................................................................................................26

4.2 DIAL-A-RIDE &ADA PARATRANSIT .......................................................................................................26

4.2.1 2024/2025 DAR & Paratransit Ridership.................................................................................28

4.3 TECHNOLOGY...................................................................................................................................30

4.4 MADERA METRO AND DIAL-A-RIDE VEHICLE FLEET..................................................................................31

4.5 REGIONAL TRANSIT SERVICES ..............................................................................................................31 5 NEXT STEPS ..............................................................................................................................33 Table Of Figures
Figure 3-1. Madera Population Density.......................................................................................... 4 Figure 3-2. Household Income Distribution – Regional Comparison ............................................ 7 Figure 3-3. Household Income Distribution (The City of Madera) ................................................. 8 Figure 3-4. Poverty Rate by Year (The City of Madera)................................................................. 9 Figure 3-5. Vehicle Ownership by Household (The City of Madera) ........................................... 10 Figure 3-6. Jobs Per Square Mile (The City of Madera) .............................................................. 12 Figure 4-1. Madera Metro Route Network.................................................................................... 16 Figure 4-2. Metro Fixed Route Performance Summary, 2020 - 2024.......................................... 19 Figure 4-3. Total Operating Cost, 2020 - 2024............................................................................. 20 Figure 4-4. Annual Boardings and Revenue Vehicle Hours, 2020 - 2024................................... 20 Figure 4-5. Cost per Boarding and Revenue Hour, 2020 – 2024 ................................................ 21 Figure 4-6. Boardings per Hour and per Capita, 2020 - 2024 ..................................................... 21 Figure 4-7. 2024/2025 System Ridership..................................................................................... 23 Figure 4-8. 2024/2025 System Ridership - Graph ...................................................................... 23 Figure 4-9. Distribution of Annual Ridership by Route (FY 2024-2025) ...................................... 24 Figure 4-10. Distribution of Revenue Hours by Route (2025)...................................................... 24 Figure 4-11. Distribution of Revenue Hours by Route (2025)...................................................... 25 Figure 4-12. Trips per Revenue Hour by Route (2025)................................................................ 25 Figure 4-13. Peer Agency Review (2023) .................................................................................... 26 Figure 4-14. DAR and ADA Paratransit Service Area .................................................................. 27 Figure 4-15. Annual Operating Statistics and KPIs – DAR & Paratransit (Calendar Year 2020- 2024) ............................................................................................................................................. 28 Figure 4-16. DAR and Paratransit Ridership by Month (FY2024-2025)...................................... 29 Figure 4-17. DAR and Paratransit Ridership by Month (FY2024-2025) - Graph ........................ 29 Figure 4-18. Fleet Inventory.......................................................................................................... 31 Table of Tables
Table 3-1. Population Trends by Age Group: Absolute and Percentage Change (The City of Madera)........................................................................................................................................... 5 Table 3-2. Race & Ethnicity Breakdown Non-Hispanic or Latino (The City of Madera) ................ 6 Table 3-3. Race & Ethnicity Breakdown Hispanic or Latino (The City of Madera) ........................ 6 Table 3-4. Major Employers in the City of Madera ........................................................................11 Table 4-1. Prominent Features by Route...................................................................................... 17 Introduction
April 29, 2026 1
1 Introduction
The City of Madera has embarked on a Microtransit Feasibility Study to evaluate how its transit system can evolve to better serve the community’s mobility needs. While Madera Metro provides a combination of fixed route, Dial-a-Ride, and ADA paratransit services, the city recognizes that many residents still face barriers in accessing reliable, convenient, and equitable transportation.

As the population grows and travel patterns shift, the need to evaluate more modern, flexible, technology-enabled options such as microtransit has become paramount.

This effort builds on the findings of the City’s previous Madera Transit Plan, which identified persistent challenges in network connectivity and service gaps for seniors, students, and lowincome households. That earlier process ultimately led to a system redesign of fixed-route service, strengthening the core network. However, it did not evaluate Dial-a-Ride operations or consider flexible, on-demand services as part of the solution. As a result, opportunities remain to evaluate different service types and create conceptual alternatives that address both coverage and equity concerns. The current study aims to address those gaps by examining fixed-route and on-demand services in tandem. By explicitly connecting these service types, the city can better understand how they complement one another, where they overlap, and if (and where) new models may be most effective.

This Existing Conditions Analysis is the critical first step in this process. Before new options can be considered, it is essential to develop a clear picture of how the system functions today:
where it performs well, where it struggles, and how different people experience it. This task combines a review of policies and operations, a detailed assessment of fixed-route, demandresponse, and ADA paratransit service data, a thorough demographic analysis, and initial feedback from the community and key stakeholders.

Together, these components establish the baseline conditions against which future alternatives will be informed and evaluated against. The takeaways from this memo should help frame the opportunities and challenges facing Madera Metro today, highlight areas where unmet needs are most pressing, and set the stage for developing targeted, data-driven scenarios in subsequent phases of the study.

Data Sources Used for this Review
April 29, 2026 2
2 Data Sources Used for this Review
To complete a comprehensive review and assessment of existing conditions in Madera, several sources of data were utilized. This included:
• Fixed-route ridership by route and year
• Fixed-route ridership by stop for select days in September • Dial-a-Ride and ADA paratransit ridership by hour
• Service policies, governance, and fare structures
• Fleet inventory and capital asset records
• 2010, 2020 and 5-year ACS Census data for population density, ethnicity, income, and vehicle ownership
• Longitudinal Employer-Household Dynamics (LEHD) employment origin-destination data
• Land-use data (schools, healthcare facilities, retail, employment hubs) • Previous Madera Transit Plan (MTP) and unmet needs analysis • National Transit Database reports (2020-2024)
Demographic and Travel Market Analysis
April 29, 2026 3
3 Demographic and Travel Market Analysis
To make informed recommendations about service changes, it is critical to document and interpret key demographics in Madera’s service area. The majority of data presented in this section is drawn from the 2020 Census or the most recent American Community Survey (ACS) 2024 estimates, where available. For trendline analysis, 2019–2023 ACS 5-year aggregated estimates are used (2024 ACS is not incorporated into 5-year estimate tables at the time of this writing), and in some cases 2010 data is presented to illustrate longer-term shifts. Commuting and employment patterns are further informed by the Census OnTheMap tool, which utilizes 2022 LEHD data.

Together, these sources provide both a snapshot and a trajectory of how the city is changing.

Where possible, this data is corroborated and expanded upon through conversations with City staff and elected officials that took place in September 2025.

Population and density figures establish the baseline conditions that shape transit viability; Madera’s moderate density supports a possibility for fixed-route services but also highlights opportunities for more flexible coverage, particularly in lower-density neighborhoods and to schools. Income, poverty, and vehicle ownership data reveal the extent of transit dependency and affordability considerations that will impact service decisions such as fares, as well as highlight the presence of a captive market (riders who do not have alternatives to transit). At the same time, age distribution analysis underscores the need for a dual-access approach that serves both digitally connected youth and seniors who rely on more traditional booking mechanisms.

Race and ethnicity data underscore the need for bilingual access, materials, and communityembedded outreach. Meanwhile, travel patterns reveal the limitations of local transit for accessing regional or agricultural jobs and underscore the need to evaluate service in the context of major trip generators. Collectively, these demographic insights not only describe who lives and works in Madera but also frame the strategic implications for how fixed-route, paratransit, and potential microtransit services can best be integrated to meet community needs.

3.1 Population
Madera is one of only two incorporated cities in Madera County, positioned in the county’s southwestern area and bordered primarily by unincorporated land. According to the 2024 ACS, the city’s population is estimated at 69,097.
1 Between 2010 and 2024, Madera County overall grew by 9.7% percent, while the City of Madera grew at a notably faster pace of 17.1% percent, adding roughly 10,000 residents. This growth rate is nearly double that of the county as a whole.2 1 2024 ACS
2 2010 Decennial Census and 2024 ACS
Demographic and Travel Market Analysis
April 29, 2026 4
Figure 3-1. Madera Population Density
As Figure 1 shows, the population of Madera is densest in the north and northeast parts of the city. In particular, many residences are located in neighborhoods near E. Yosemite Ave. and E.

Cleveland Ave. This trend is not uniform, however. Several dense blocks exist in the south end of the City in Parkwood, as well as neighborhoods in the west, such as those along Driftwood Dr.

Why it Matters
Population size and density have direct implications for transit viability. Research consistently shows that higher-density environments support stronger fixed-route performance, as routes are more likely to capture walk-up riders and serve multiple trip purposes along a corridor. In Madera, density levels are moderate: the city is compact enough that fixed routes can provide reasonable coverage if routes are designed efficiently, but not so dense that traditional fixedroute services will naturally attract large ridership volumes. Fixed routes may continue to have a role along the densest corridors where multiple trip generators (such as retail or employment centers) align, while on-demand services may be better suited to extend coverage into lowerdensity neighborhoods where fixed routes are less efficient, or during certain hours to help serve additional populations like high school and community college students. Population growth also matters: with steady increases in residents, demand for mobility options is likely to continue rising, and services designed today should anticipate additional capacity needs over the next decade.

Demographic and Travel Market Analysis
April 29, 2026 5

3.2 Age Distribution
Madera’s population skews younger, with just over 1/3 of the population below the age of 19.

However, the 20-44, 45-64 and 65+ age groups are growing at a much faster rate. Between 2010 and 2024, these groups grew 22%, 24.5%, and 21.5% respectively. Meanwhile, the population of residents under 19 rose by just 1,656 persons, or 7.2%. This suggests that while the youth population is high in Madera, there is a more rapidly growing middle age and older adult population, mirroring trends that are common across much of the United States.

Table 3-1. Population Trends by Age Group: Absolute and Percentage Change (The City of Madera) Age Group 2010 2024
Absolute
Change % Change
Under 19 22,926 24,582 1,656 7.2%
20 – 44 21,018 25,648 4,630 22%
45 – 64 13,453 17,805 4,352 24.5%
65+ 5,118 6,220 1,102 21.5%
Why it Matters
A youthful population increases demand for school and education-related trips, while also indicating a customer base that is relatively comfortable with app-based booking for ondemand trips. At the same time, the growing senior population conveys the importance of robust ADA paratransit services and non-app based offerings for transit as well. Senior riders often require accessible vehicles, phone-based booking, and greater assistance from drivers.

Together, this suggests the need for a dual-access system: smartphone booking and technology-driven improvements for younger riders, and accessible and supportive services for seniors and those less comfortable with technology.

3.3 Race and Ethnicity
The City of Madera is characterized by a predominantly Hispanic or Latino population, with more than 53,000 residents identifying in this group. This represents over 80% of the City’s population.

While other groups are much smaller in size, Madera does contain a diverse population inclusive of many different races and ethnicities, including American Indian and Alaska Native residents, Asian residents, Black or African American residents, and Native Hawaiian and Pacific Islander residents.

Demographic and Travel Market Analysis
April 29, 2026 6
Table 3-2. Race & Ethnicity Breakdown Non-Hispanic or Latino (The City of Madera) Category Total Percent
White alone 8,523 12.7%
Black or African American alone 2,000 3%
American Indian & Alaska Native alone 107 0.2%
Asian alone 1,285 1.9%
Native Hawaiian & Pacific Islander alone 98 0.1%
Some other race alone 39 0.1%
Two or more races 1,235 1.8%
Subtotal (Not Hispanic or Latino) 13,287 19.8%
Table 3-3. Race & Ethnicity Breakdown Hispanic or Latino (The City of Madera) Category Total Percent
White alone 12,420 18.5%
Black or African American alone 86 0.1%
American Indian & Alaska Native alone 1,212 1.8%
Asian alone 42 0.1%
Native Hawaiian & Pacific Islander alone 40 0.1%
Some other race alone 28,210 42%
Two or more races 11,836 17.6%
Subtotal (Hispanic or Latino) 53,846 80.2%
Why it Matters
Language accessibility is fundamental to service design in Madera. Bilingual apps, printed schedules, and call center support are not optional features but essential for ensuring equitable access. Marketing and outreach must also take place through trusted community channels such as churches, schools, and Spanish-language media. Without these measures, the uptake of any new transit service offerings or service designs—especially technologydriven ones—would risk being limited to a narrow segment of the population.

Operations also need to be cognizant of cultural diversity. Services should accommodate special events, employment centers, schools, and other destinations frequented by such a diverse community.

Demographic and Travel Market Analysis
April 29, 2026 7

3.4 Income
With a median household income of $63,6193, household incomes in Madera are relatively lower compared to regional, statewide, and national averages. Incomes skew slightly towards lower brackets but are overall distributed relatively evenly (see Figure 3-3).

Figure 3-2. Household Income Distribution – Regional Comparison 3 2023 ACS
Demographic and Travel Market Analysis
April 29, 2026 8
Figure 3-3. Household Income Distribution (The City of Madera) Poverty rates are also reported via the ACS. The definition of poverty rate is the percentage of people whose income in the past 12 months is below the federal poverty threshold, which is set each year by the Census Bureau using official poverty thresholds based on family size and composition. For example, in 2023 the poverty threshold for a family of four was $29,960.

Over the last five years, between one-fifth and one-quarter of households in Madera have been considered below the poverty line. These estimates are relatively stable but have declined slightly over the last five years.

Demographic and Travel Market Analysis
April 29, 2026 9
Figure 3-4. Poverty Rate by Year (The City of Madera)
Why it Matters
Lower household incomes and higher poverty rates are closely associated with higher transit dependency, as fewer households can afford multiple vehicles or the costs of fuel, insurance, and maintenance.4 For Madera, this means a significant share of riders are likely “captive riders”—residents who depend on transit because they lack other options. This increases the importance of keeping fares affordable (or free) and predictable. For microtransit, in particular, it raises a caution: if pricing drifts toward ride hailing models (i.e., Uber/Lyft), it risks excluding the very populations most likely to rely on the service.

3.5 Vehicle Ownership
Vehicle ownership and travel patterns help inform areas of critical service for transit agencies and help identify target areas or populations. The latest available mode splits detailing travel patterns in Madera County indicate that the vast majority of travel is conducted via private automobile. An estimated 91% of county residents have at least one vehicle.5 Still, for the remaining population and in many cases for vehicle owners, transit still plays a crucial role in the mobility ecosystem. 4 Taylor, B.D. & Morris, E.A. (2015). “Public transportation objectives and rider demographics.” Transportation Research.
5 ACS 2023
Demographic and Travel Market Analysis
April 29, 2026 10
Figure 3-5. Vehicle Ownership by Household (The City of Madera) While commutes in the United States do not account for all travel, they do represent one of the largest trip generators. Commute times in Madera average 26 minutes, with many residents working in Fresno or other surrounding areas. Jobs in Madera are most concentrated in the City core and near Golden State Highway, specifically around Howard and Pine6.

Why it Matters
Beyond zero-car households, high shares of one-vehicle households mean that many families may have a vehicle but that it’s not available to some people within the house during some hours. This is particularly common for students, seniors, and part-time workers who may be left without access when the household’s single vehicle is being used for commuting. Transit thus becomes essential not just for those without any car, but also for those with limited access to one. For Madera, this implies steady demand for local mobility options during school, mid-day, and evening periods—times when fixed routes are operating with reduced service. Microtransit could play a strong role in filling these gaps. 6 US Census On The Map Tool
Demographic and Travel Market Analysis
April 29, 2026 11

3.6 Travel Patterns

3.6.1 Employment-Generated Trips
In 2022, the Madera County Transportation Commission (Madera CTC) released a Short-Range Transition Plan covering FY 2022/23 to 2026/27. This plan highlighted major employers within Madera County. Table 4 summarizes the information shared in the plan by focusing on the major employers located in the City of Madera specifically.

Table 3-4. Major Employers in the City of Madera7
Employer Number of Employees
Madera Unified School District 3,500
Madera Community Hospital 936
City of Madera 400
Ardagh Group 350
Constellation Brands 350
Walmart 350
U.S. Government 300
Cherokee Freight Lines 250-499
Baltimore Aircoil Co. 242
Community Action Partnership of Madera County 235
JBT Food Tech 165
EVAPCO, Inc. 140
Georgia-Pacific Corp-Madera 125
Home Depot 100-249
Lowe’s Home Improvement 100-249
Span Construction, Inc. 100-249
Madera Rehab Center 100-249
Azteca Milling 100
Oldcastle Enclosure Solutions 100
Figure 3-6 offers a visual representation of the density of employment within the City of Madera, measured as the number of jobs per square mile. The graphic shows that east and west of Highway 99 in Central Madera serve as major employment centers, with several areas reaching a maximum density of about 10,500 jobs per square mile. It’s critical to note however, that nearly 24% of jobs for Madera residents are agricultural and most of those jobs are outside of the City.8 7 Madera County Transportation Commission. (2022). Short Range Transition Plan FY 2022/23 to 2026/27. Madera County Transportation Commission.
8 2023 ACS
Demographic and Travel Market Analysis
April 29, 2026 12
In addition, more people are leaving the City of Madera to go to work than are living and working in Madera or living outside of Madera and coming there to work.

Figure 3-6. Jobs Per Square Mile (The City of Madera)
Demographic and Travel Market Analysis
April 29, 2026 13

3.6.1.1 Emerging Major Employers
The North Fork Mono Casino
The North Fork Mono Casino is expected to open in Summer 2026, located near Highway 99 between Avenue 17 and Avenue 18 ½ exits. It will create over 1,000 jobs and include two fullservice restaurants. The casino plans to be open 24/7. Although a few job listings are currently available, most positions are expected to be posted in early 2026.

Why it Matters
Employment-generated trips are critical to evaluate for any transit service planning exercise, and there certainly are areas within Madera where many jobs are relatively dense. For employees working in Madera, it will be important to design transit services that accommodate all kinds of work schedules, including shift rotations with off-peak hours. This can be accomplished either by adjusting route schedules or by integrating more flexible services to support employees with flexible transit solutions such as microtransit that can be utilized during off-peak times.

Still, many jobs Madera residents have are outside of the City. Microtransit or any modification to fixed-route service within the city limits is unlikely to substitute for long regional commutes.

Instead, its greatest value may be in supporting first/last-mile connections to other regional services. In other words, modifications to service should be seen as a tool to improve local circulation and system connectivity while complementing regional services, not as a replacement for all commuter traffic.

Lastly, it is imperative to consider and strategically plan for significant emerging employmentdriven trip generators, such as the North Fork Mono Casino. Given that the casino is projected to employ more than 1,000 individuals, this presents a substantial opportunity for Madera to support its community by providing dependable and efficient transportation to this new workforce. Appropriately addressing the needs of this community could benefit transitdependent residents and potentially encourage privately-vehicle owners to utilize public transit, thereby alleviating congestion during peak periods and reducing overall emissions.

3.6.2 Non-Employment Generated Trips
Non-employment trip generators include travel to schools, retail, commercial, health and entertainment destinations. Many of the major trip generators in this category include trips to and from Madera Community College, Walmart/Walgreens, grocery stores such as San Miguel market, the intermodal station, shops along Sherwood Way and Country Club Drive, and Madera Department of Corrections. There are also trips generated between Madera and Fresno for shopping, medical appointments, and other trip purposes that are not currently accommodated by transit.

Demographic and Travel Market Analysis
April 29, 2026 14
While fixed-route services support many of these major non-employment trip generators within Madera, travel times to these destinations can be significant. Additionally, the demand for travel to specific non-employment destinations can vary significantly. For example, school trips will be higher in demand during weekdays than weekends and will not have the same demand in the summers. It’s also important to examine the needs of the passenger for these trip types. For instance, travelers going to grocery stores often leave with multiple bags, and the walk either to the fixed-route stop, or in some cases all the way home which can be burdensome. Lastly, since these non-employment trip generators are not centralized, it can be quite difficult for a fixed-route system to serve every destination efficiently.

Why it Matters
Focusing solely on commuter trips risks overlooking the majority of travel demand in Madera.

Given the city’s demographics and household patterns, non-work trips are central to mobility needs. Microtransit services can be particularly effective in these areas because they can be flexible, can serve off-peak demand, and can extend coverage to areas where fixed-route service is not viable or timely.

At the same time, regional coordination to facilitate better travel to and from the Fresno area on transit is important. Residents of Madera are not living their whole lives within the boundaries of the city, and travel to regional locations without an automobile proves particularly inconvenient and time consuming.

Transit Operations
April 29, 2026 15
4 Transit Operations
Public transit plays a critical role in ensuring mobility, accessibility, and equity within urban and rural communities. In Madera, the local transit system serves as a vital link connecting residents to employment, education, healthcare, and regional destinations. Understanding how the transit system performs is essential for guiding improvements, allocating resources effectively, and meeting the community’s evolving mobility needs.

The city contracts with MV Public Transportation, Inc. for the provision of key personnel and management of transit services. The term of the current contract is from July 1, 2025, through June 30, 2027, with an option to extend for one additional year, through to June 30, 2028. The city completed the construction of the Madera Transit Center located at 1951 Independence Drive.

The facility opened in the fall of 2020 and provides facilities for fueling, washing, maintenance, parking, and administrative functions. The City’s Fleet Services / Fleet Maintenance Department handles maintenance of transit vehicles.

This analysis provides a review of Madera’s transit operations, focusing on service efficiency, ridership trends, and overall system effectiveness. By examining key performance metrics such as on-time performance, passenger trips per revenue hour, cost per passenger, and service coverage, this study aims to identify strengths, challenges, and opportunities for optimization.

Additionally, the analysis contextualizes Madera’s performance relative to peer systems and national benchmarks, providing decision-makers with actionable insights for strategic planning and future investment.

Ultimately, the goal of this performance analysis is to support data-driven decisions that enhance transit service quality, improve rider experience, and promote sustainable and equitable transportation solutions throughout the Madera community.

Analytical Approach: The performance analysis applies a combination of descriptive statistics, benchmarking, and ratio-based performance indicators, including:
• Productivity Metrics: Passengers per revenue hour, passengers per trip. • Cost Efficiency Metrics: Operating cost per passenger, cost per revenue mile. • Trend Analysis: Year-over-year changes in ridership, service hours, and operational costs.

Where applicable, the analysis benchmarks Madera’s performance against peer transit systems of similar size and demographics, as reported to the National Transit Database (NTD). This approach identifies both relative strengths and areas requiring improvement.

Madera Metro operates a fixed-route bus system designed to provide local public transportation within the City of Madera. The route structure is built around four main bus routes, each serving distinct corridors while connecting key destinations across the city.

Transit Operations
April 29, 2026 16

4.1 Madera Metro Fixed Route
Figure 4-1 presents a map of the current Madera Metro route network. Salient aspects of the route network include:
• Madera Metro currently operates four fixed routes (Purple / Route 1, Orange / Route 2, Green / Route 3, Blue / Route 4).
• Fixed-route service runs weekdays 7:00 a.m. – 6:30 p.m., and Saturdays 9:00 a.m. – 4:00 p.m.
• Fares for fixed routes have been waived (fare-free) until further notice. • Notably: Green (Route 3) and Blue (Route 4) do not run on Saturdays • The Blue Line’s scheduled stop at the Amtrak Station is paused as of the latest updates; currently its terminal is Matilda Torres High School.
• Some routes have major transfer points, at the Intermodal Center (downtown Madera), and Walgreens.

Figure 4-1. Madera Metro Route Network
Transit Operations
April 29, 2026 17
The following provides salient aspects for each of the four routes:

Table 4-1. Prominent Features by Route
Route Key Streets / Corridors
Served
Major Stops / Landmarks Frequency &
Operation
Route 1
Purple
Primarily
serves Cleveland, Yosemite,
Olive, Tozer, Almond
Walgreens at Cleveland,
Intermodal Center, P & Yosemite,
Madera South High School,
Madera Community Hospital
~30 min headways
typical. https://ww
w.transit.land/rout
es/r-9qddkroute1?utm_sourc
e=chatgpt.com
Route 2
Orange
Covers Granada, Stadium,
Pecan, Tozer, Olive corridors
Intermodal Center, P & Yosemite,
Madera South High, various west /
southwest neighborhoods
Less frequent than
Route 1 — typical
round-trip time ~60
minutes.

Route 3
Green
Through Schnoor, Howard,
Stadium, Pecan corridors
toward Madera Community
College
P & Yosemite, Madera South High
School, Madera College, various
neighborhoods along Howard /
Schnoor
Runs Monday–
Friday only (no
Saturday service).

Route 4
Blue
East-west / northern
corridors, parts of
northeastern Madera
Matilda Torres High School
(current terminus), Intermodal
transfers, other shared stops
Weekdays only (no
Saturday service)
Route Design Characteristics:

2. Fixed Routes with Loops
o Each route generally operates as a one-way or bi-directional loop, covering residential areas, commercial zones, schools, and public services. o This loop structure allows for broad coverage while minimizing the need for multiple transfers.

3. Geographic Coverage
o The routes are designed to cover all major quadrants of the city, ensuring that most residents are within walking distance of a stop.
o Routes are structured to provide access to:
▪ Downtown Madera
▪ Government buildings and the civic center
Transit Operations
April 29, 2026 18
▪ Shopping centers
▪ Medical facilities
▪ Schools and colleges
▪ Residential neighborhoods

Transfers & Interconnectivity:
• Routes 1, 2, and 3 are designed to allow transfers at a central location, the Intermodal Center Bus Station, in downtown Madera.
• This setup enables citywide mobility even though each individual route operates as a loop or radial.

Strengths of the Route Structure:
• Simple and easy to understand: Fewer routes with consistent paths. • Broad coverage of city areas despite a small fleet.
• Centralized transfer point helps riders access most destinations with one transfer.

Challenges:
• Loop routes may increase travel time for some trips.
• Limited frequency can make transfers inconvenient.
• Weekend or evening service gaps may reduce accessibility for certain populations.

Transit Operations
April 29, 2026 19

4.1.1 Madera Metro Key Performance Indicators (KPIs)
The analysis of Madera Metro transit system reveals insights into operational efficiency, service effectiveness, and rider experience. Key performance indicators (KPIs) identify opportunities for improvement.

Summary operating statistics and key performance indicators for the five-year period – 2020 through 20249is presented in Figure 4-2.

For this same five-year period, Total Operating Cost, Annual Boardings and Revenue Vehicle Hours, Cost per Boarding and Revenue Hour, and Boardings per Hour and per Capita, are presented in Figure 4-3 through Figure 4-6, respectively Figure 4-2. Metro Fixed Route Performance Summary, 2020 - 2024 9 Of note: the Covid pandemic: 2020/21
Transit Operations
April 29, 2026 20
Figure 4-3. Total Operating Cost, 2020 - 2024
Figure 4-4. Annual Boardings and Revenue Vehicle Hours, 2020 - 2024 Transit Operations
April 29, 2026 21
Figure 4-5. Cost per Boarding and Revenue Hour, 2020 – 2024 Figure 4-6. Boardings per Hour and per Capita, 2020 - 2024 Key Takeaways (2020-2024 KPIs):
• Increased Costs: Net operating costs increased by 56.6% o Net cost per boarding increased by 67.7%
Transit Operations
April 29, 2026 22
o Net cost per revenue hour increased by 65.4% while the number of revenue hours saw a slight decline of 5.4%
• Declining Ridership: Annual boardings decreased by 6.6% o Boardings per revenue hour declined only 2.1%
o Annual boardings per capita declined 10.4%
2024/2025 Metro Ridership
Figures 4-7 and 4-8 present fixed route ridership by month for each of the four routes, for the 2024-2025 fiscal period.

Figure 4-9 illustrates the distribution of annual ridership by route (2024/2025) Transit Operations
April 29, 2026 23
Figure 4-7. 2024/2025 System Ridership
Figure 4-7. 2024/2025 System Ridership
Figure 4-8. 2024/2025 System Ridership - Graph
MONTH ROUTE 1 ROUTE 2 ROUTE 3 ROUTE 4
FR

MONTHLY
TOTAL
July 3,341 2,146 430 253 6,170
August 3,025 2,540 781 179 6,525
September 2,495 2,068 1,269 198 6,030
October 2,686 1,803 1,653 228 6,370
November 2,504 1,597 1,125 235 5,461
December 2,465 1,627 804 185 5,081
January 2,898 2,260 1,252 369 6,779
February 2,863 1,926 1,238 339 6,366
March 2,942 2,151 1,325 334 6,752
April 3,261 2,376 1,152 345 7,134
May 3,156 2,234 1,118 346 6,854
June 2,848 2,306 594 276 6,024
SUBTOTALS 34,484 25,034 12,741 3,287 75,546
Transit Operations
April 29, 2026 24
Figure 4-9. Distribution of Annual Ridership by Route (FY 2024-2025) The current distribution of revenue hours by route is presented in Figures 4-10 and 4-11. Figure 4-12 presents the number of trips per revenue hour by route.

Figure 4-10. Distribution of Revenue Hours by Route (2025) Transit Operations
April 29, 2026 25
Figure 4-11. Distribution of Revenue Hours by Route (2025) Figure 4-12. Trips per Revenue Hour by Route (2025)
Transit Operations
April 29, 2026 26

4.1.2 Peer Agency Review
The purpose of this Peer Agency Review is to evaluate Madera Metro's transit services by comparing them to those of similar-sized and similarly structured transit agencies. This process allows Madera Metro to benchmark its performance and will inform on the development of service improvement strategies including the feasibility of microtransit to improve local transit service delivery, efficiency, and rider satisfaction.

The Peer Agency Review is presented in Figure 4-13.

4.2 Dial-A-Ride & ADA Paratransit
Madera Metro Dial-A-Ride (DAR) is a curb-to-curb, demand-responsive transit service available to the general public within the City of Madera. It is designed to serve residents who may not have easy access to the fixed-route bus system, including seniors, people with disabilities, and those traveling outside of fixed-route coverage or service hours.

DAR’s service hours are:
• Monday—Friday: 7:00am—6:30pm
• Saturday: 9:00am—4:00pm
• Sunday: 8:30am—2:30pm
Transit Operations
April 29, 2026 27
DAR is free for people under 17 years of age, seniors (60+), disabled, veterans, and college students with ID. Others pay a $3.00 fare.

City of Madera Transit Services provide ADA/Paratransit (ADAP) Service for Seniors (60+), Veterans, and ADA eligible passengers. This service provides complementary curb-to-curb transportation for individuals who are unable to use the fixed-route bus system due to a disability.

Riders must be certified as ADA-eligible through an application and approval process. Trips must be scheduled at least one day in advance, though same-day service may be offered if space is available.

Figure 4-14 illustrates the and ADA paratransit service area.

Figure 4-14. DAR and ADA Paratransit Service Area
Figure 4-2 presents annual (2020 – 2024) operating statistics and KPIs for the DAR and Paratransit services.

Transit Operations
April 29, 2026 28
Figure 4-15. Annual Operating Statistics and KPIs – DAR & Paratransit (Calendar Year 2020-2024) Key Takeaways (2020-2024 KPIs):
• Increased Costs: Net operating costs increased by 26.4% o Net cost per boarding declined by 8.8%
o Net cost per revenue hour increased by 27.6% while the number of revenue hours saw a slight decline of 1%
• Increased Ridership: Annual boardings increased by 38.6% o Boardings per revenue hour increased 37.5% (indicator of increased productivity) o Annual boardings per capita increased 36.8%

4.2.1 2024/2025 DAR & Paratransit Ridership
Figures and 4-17 present DAR and Paratransit ridership by month for the 2024-2025 fiscal period.

Of note, there is a marginal seasonal fluctuation in demand with slight peaking in demand in the Fall and Spring months.

Transit Operations
April 29, 2026 29
Figure 4-16. DAR and Paratransit Ridership by Month (FY2024-2025) Figure 4-17. DAR and Paratransit Ridership by Month (FY2024-2025) - Graph Transit Operations
April 29, 2026 30

4.3 Technology
To enhance the efficiency, accessibility, and user experience of its transit services, Madera Metro has recently deployed (September 2025) two key technology platforms: TripShot and Spare Labs.

TripShot: Fixed-Route Operations Management: TripShot is used to manage Madera Metro’s fixed-route bus system, offering real-time vehicle tracking, schedule adherence monitoring, and improved coordination for operations staff. It also enhances the rider experience by providing up-todate bus arrival information and alerts through mobile and web applications.

Spare Labs: Demand-Responsive Transit Platform: Spare Labs powers Madera Metro’s ADA Paratransit and Dial-A-Ride services. This platform allows eligible riders to book, modify, and track their trips through a userfriendly mobile app or call-in interface.

Transit Operations
April 29, 2026 31

4.4 Madera Metro and Dial-A-Ride Vehicle Fleet
The city currently has a fleet of 21 vehicles (including spares), as shown in Figure 4-18. Thirteen vehicles designated for use to operate Madera Metro, and 8 vehicles are used to operate DialA-Ride and Paratransit. Vehicles are maintained by the City’s Public Works Department.

Bus # Service Year Make Model Fuel Type #SEATS LENGTH DELIVERY

FLEET INVENTORY
Figure 4-18. Fleet Inventory

4.5 Regional Transit Services
The following profiles the range of regional transit services designed to connect urban centers, rural communities, medical facilities, and key destinations both inside and outside city limits. The goal is to ensure mobility for those without private transportation, link communities, and support economic, healthcare, educational, and recreational access across the county and beyond.

Key Providers & Service Types
• Madera County Connection (MCC): A primary intercity fixed-route bus network connecting cities like Madera and Chowchilla, as well as smaller unincorporated areas.

Includes fixed routes, dial-a-ride services, senior and medical escort services.

Transit Operations
April 29, 2026 32
• Chowchilla Area Transit Express (CATX): A demand-response (dial-a-ride style) service within Chowchilla and contiguous unincorporated areas. CATX helps serve local mobility, especially for those underserved by fixed routes.
• Other supporting services:
o Senior Bus / Medical Escort programs in rural and eastern sections of the county.
o Yosemite Area Regional Transportation System (YARTS): While not exclusively Madera County, YARTS provides seasonal and year-round service along highways that include segments in Madera County, to link communities to Yosemite National Park.
o Private intercity services (like Greyhound) and passenger rail (Amtrak) augment local/regional services. Madera has a train station served by Amtrak’s San Joaquins line.

Next Steps
April 29, 2026 33
5 Next Steps
The Existing Conditions analysis provides a foundational understanding of the demographic, socio-economic, and mobility landscape within Madera. These insights will guide the development of data-driven strategies to enhance Madera Metro’s service effectiveness, equity, and sustainability. Building on this baseline assessment, the Flexlynqs team will be advancing the following next steps:

1. Building on the Identification of Key Markets, Service Needs and Transit Performance Develop demand models that combine historical ridership, census demographics, and travel behavior data. Demand is segmented by service type to capture both existing and latent demand. The modeling will test rider response to new service designs and technology upgrades, while identifying overlaps and gaps across populations and trip purposes.

2. Engage the Community and Stakeholders Conduct targeted outreach—through surveys (general community, high school students and college students), and pop-up events - to validate findings, identify unmet mobility needs, and understand community priorities for transit service improvements.

3. Assess Service Gaps and Opportunities Overlay existing service performance with demand indicators to identify areas where transit coverage, frequency, or connectivity can be improved. This may include potential new service corridors and first/last-mile opportunities.

4. Develop Service Improvement Scenarios Based on performance data and community input, the team will draft potential service strategies and network concepts. These may include route restructuring, increased service frequency, expanded span of service, or new service models such as microtransit.

5. Evaluate Equity and Accessibility Impacts Ensure proposed service changes align with Title VI

6. Coordinate with Regional Planning Efforts Align Madera Metro’s service planning with broader city, county, and regional transportation and land use initiatives to maximize efficiency and support future growth.

7. Prepare for Alternatives Analysis and Plan Development The findings from this report will directly inform the next phase of the study—developing and evaluating service alternatives and implementation strategies. This will include ridership forecasting, cost estimation, and phasing considerations.
pg. 94
Appendix B. Industry Scan
Industry Scan
City of Madera
Project: Microtransit Feasibility Study
March 26, 2026
Table of Contents
EXECUTIVE SUMMARY ......................................................................................................... 4 1 INTRODUCTION ............................................................................................................. 5

1.1 PURPOSE AND OBJECTIVES................................................................................................ 5

1.2 SCOPE OF ANALYSIS ........................................................................................................ 5

1.3 CONTEXT ...................................................................................................................... 5 2 METHODOLOGY............................................................................................................. 7

2.1 APPROACH.................................................................................................................... 7

2.2 DATA SOURCES .............................................................................................................. 7

2.3 ANALYTICAL FRAMEWORK ................................................................................................. 8 3 IDENTIFIED TRENDS....................................................................................................... 9

3.1 SERVICE MODELS ........................................................................................................... 9

3.2 TECHNOLOGY AND OPERATIONS ........................................................................................12

3.3 FUNDING AND GOVERNANCE ............................................................................................12

3.4 EQUITY AND ACCESSIBILITY ..............................................................................................12

3.5 PERFORMANCE METRICS AND OUTCOMES ...........................................................................12

3.6 COMPARATIVE ASSESSMENT .............................................................................................13 4 EMERGING TRENDS ......................................................................................................16

4.1 MOBILITY-AS-A-SERVICE (MAAS) INTEGRATION.....................................................................16

4.2 REGIONAL COORDINATION AND INTERAGENCY PARTNERSHIPS..................................................16

4.3 AUTONOMOUS AND CONNECTED VEHICLE PILOTS..................................................................16

4.4 EQUITY AND INCLUSION INNOVATIONS ................................................................................17 5 TARGETED APPLICATIONS AND REGIONAL PROFILES .....................................................18

5.1 FIXED-ROUTE REPLACEMENT MODELS ................................................................................18

5.2 MICROTRANSIT FOR STUDENTS..........................................................................................20 pg. 3
HIGH SCHOOL AND DISTRICT APPLICATIONS...................................................................................... 20 HIGHER-EDUCATION APPLICATIONS................................................................................................. 21

5.3 MIGRANT AND AGRICULTURAL WORKER MOBILITY .................................................................22

5.4 MICROTRANSIT IN CALIFORNIA’S CENTRAL VALLEY ................................................................24 6 CONCLUSIONS AND RECOMMENDATIONS ....................................................................26

6.1 KEY FINDINGS...............................................................................................................26 POLICY AND IMPLEMENTATION RECOMMENDATIONS .......................................................................27

6.2 RELEVANCE TO MADERA ..................................................................................................28 7 BIBLIOGRAPHY .............................................................................................................29 Table of Figures
Figure 3-1. Using PSTA's Direct Connect in the Transit App [1] ................................................. 9 Figure 4-1. PRESTO Bishop Ranch Shuttle Loop [26] ............................................................... 17 Figure 5-1. Wilson, NC – RIDE by Via - Popular Destinations [27]............................................. 18 Figure 5-2. HopSkipDrive's Website – RideIQ [34]..................................................................... 21 Figure 5-3. San Joaquin Regional Transit District (RTD) – Van Go! [39] ................................... 24 Table of Tables
Table 3-1. Illustrative U.S. Microtransit Service Models and Case Examples ............................ 10 Table 3-2. Summary of Microtransit Program Performance Metrics, Key Results and Lessons Learned....................................................................................................................................... 14 Table 5-1. Summary of Fixed-Route Replacement Microtransit Programs and Key Performance Outcomes.................................................................................................................................... 19 Table 5-2. Summary of Migrant and Agricultural Worker Mobility Programs and Key Lessons Learned....................................................................................................................................... 23 Table 5-3 Summary of Microtransit Programs and Regional Coordination Efforts in California’s Central Valley.............................................................................................................................. 25 pg. 4
Executive Summary
Across the United States, small-urban transit systems are increasingly adopting on-demand and microtransit models to expand coverage, improve cost efficiency, and meet diverse mobility needs. Drawing upon national research and agency case studies including AC Transit Flex (Alameda-Contra Costa Transit District, California), PSTA Direct Connect (Pinellas Suncoast Transit Authority, Florida, and GoMonrovia (City of Monrovia, California), this report synthesizes best practices and implementation lessons pertinent to areas with populations ranging from approximately 50,000 to 250,000 residents. Microtransit addresses service gaps where fixedroute services are insufficient. Effective programs typically incorporate well-defined service zones, contracts contingent on performance metrics, integrated booking technology, and collaboration with paratransit or fixed-route networks. The ensuing findings summarize the primary considerations related to service quality, technological integration, financial support, equity, and innovative approaches that contribute to successful microtransit operations within small-urban environments.

Key findings include:
• Service Design: Zone-based microtransit with dynamic routing yields optimal performance in low-density environments.
• Technology: Mobile booking, real-time routing, and integrated fare payment enhance reliability
• Funding & Governance: Performance-based contracts combined with modest subsidies help ensure sustainability.
• Equity: Call-in and cash options maintain compliance with ADA and Title VI. • Innovation: MaaS1, AI-enabled dispatch and electric vehicles are enhancing system capabilities.

These principles, along with insights from fixed-route replacements, student-focused initiatives, migrant-community programs, and regional deployments, showcase microtransit as a versatile, cost-effective, inclusive, and scalable transportation solution. 1 MaaS (Mobility as a Service) refers to a service model that integrates various forms of transport and transportrelated services into a single, comprehensive, and on-demand mobility service. It allows users to plan, book, and pay for multiple types of mobility services through an integrated platform, offering flexible mobility solutions based on individual travel needs.
pg. 5
1 Introduction

1.1 Purpose and Objectives
This report identifies practical strategies, innovations, and lessons learned in the planning and implementation of on-demand and microtransit services within small-urban settings. It provides comprehensive guidance for agencies and MPOs assessing flexible mobility solutions aimed at enhancing efficiency, equity, and customer satisfaction.

1.2 Scope of Analysis
This report consolidates insights from national studies, agency evaluations, and regional implementation research to highlight successful models for on-demand and microtransit services in small-urban areas. The focus is on practical lessons, performance results, and governance structures that local and regional transit agencies can replicate or modify.

The report includes a wide variety of case studies and implementation reviews from throughout the United States including but not limited to:
• Technology-driven programs such as AC Transit Flex (CA), PSTA Direct Connect (FL), S AM (Sioux Area Metro) On Demand (SD), and SacRT SmaRT Ride (CA) • Fixed-route replacement initiatives in Wilson (NC) and Arlington (TX). • Specialized mobility pilots serving students and others supporting migrants workers; and • Regional planning efforts in including but not limited to Fresno COG.

The scope is limited to U.S. programs and research that is relevant to small-urban and rural regions, typically featuring city populations between approximately 50,000 and 250,000. This focus is intended to align with domestic policy, funding considerations, and comparable demographic challenges and requirements. Additionally, the report examines emerging trends and approaches that might not be relevant to every small-urban or rural setting but offer valuable insights across the industry, supporting a thorough and well-rounded analysis. The report highlights lessons that can support implementation, performance measurement, technology procurement, and interagency coordination for transit providers aiming to modernize services in small-urban environments.

1.3 Context
Microtransit, technology-enabled demand-responsive service using small vehicles, has shifted from pilot programs to a standard practice. For small-urban agencies, it provides an effective balance between coverage and efficiency, helps address workforce shortages, and aligns with federal priorities around innovation and equitable access.The following sections present findings pg. 6
on service models, technological innovations, governance structures, equity issues, and implementation trends.
pg. 7
2 Methodology

2.1 Approach
A comparative analysis of multiple sources was undertaken, considering the following criteria as applicable:
• Service design (zone, corridor, or route deviation)
• Technology platform capabilities
• Performance metrics (productivity, cost per trip, wait times) • Governance and funding models
• Equity and accessibility criteria
Both qualitative and quantitative evidence informed cross-case comparison and pattern identification.

2.2 Data Sources
This report combines insights from national studies, agency evaluations, and regional research to showcase effective models for on-demand and microtransit services in small-urban areas.

Primary source materials consist of federal research sponsored by the Federal Transit Administration (FTA) and the Transit Cooperative Research Program (TCRP). These include reports produced by industry consultant groups (inclusive of work conducted by our team) and case studies from various agencies that offer practical insights into planning and operational practices. Additionally, primary research includes reviews of recent agency documentation, such as board meeting minutes, service change updates, published ridership reports, and relevant industry articles. This review aims to further investigate microtransit and mobility-on-demand pilots, technological integration, and policy issues relevant to small-urban and rural settings.

Case studies and implementation reviews were selected to highlight a variety of operating environments, governance structures, and technology providers. They include, but are not limited to, suburban and small-urban programs in California, Florida, and Texas, as well as regional efforts. Together, these sources provide insights into:
• Service design and performance metrics (ridership, cost per trip, productivity); • Contracting and governance structures;
• Technology platforms and data management practices; and • Equity and accessibility considerations.

Together, these materials offer both quantitative and qualitative insights, allowing for comparisons of microtransit results across different geographic, demographic, and other contextual factors.

The data are examined to find common success factors, lessons learned, main takeaways, and pg. 8
emerging practices that can help small-urban transit agencies develop, assess, and grow ondemand service models.

2.3 Analytical Framework
Key performance measures were benchmarked to assess overall service effectiveness, understand operational trends, and support comparisons across different service models. Results were arranged to highlight the most transferable best practices.
pg. 9
3 Identified Trends

3.1 Service Models
Across the United States, agencies are adopting microtransit and on-demand services through various structural models tailored to regional needs. The examples below show how agencies have implemented different service models including ADA paratransit and microtransit managed via a unified software platform, employer and destination shuttles, public–private partnerships, and flexible zone-based microtransit to support flexible, demand-responsive mobility goals. Table 3-1 outlines the range of deployments, including several initiatives that have since been discontinued. Including both active and discontinued services offers a more complete understanding of how changing rider expectations, evolving travel patterns, and operational challenges affect the sustainability of flexible service models. This highlights the ongoing difficulty agencies face in finding service designs that remain effective in dynamic and often unpredictable operational environments. Lessons learned from discontinued programs are further detailed in Table 3-2.

Figure 3-1. Using PSTA's Direct Connect in the Transit App [1] pg. 10
Table 3-1. Illustrative U.S. Microtransit Service Models and Case Examples Service Model Type Program / Agency (State) Description of Structure and Operations Status Source ADA Paratransit &
Microtransit
(operated via the
same software)
SAM On Demand
Sioux Area Metro
(SD)
SAM Transit provides accessible microtransit alongside
paratransit. Microtransit and paratransit operate on the same software (Via), with approximately 16% of trips by paratransit-eligible riders in 2024 served through
microtransit.

SAM (Sioux Area Metro) On Demand remains an active service at SAM Transit. Riders can pay via app or with cash vouchers on board. [2] [ [3] [4]
Employer /
Destination Shuttles
COTA GREAT Shuttle
Service
Central Ohio Transit
Authority
(OH)
The GREAT Shuttle functions as a fixed-stop, workforceoriented connector service that links COTA bus routes with nearby employers within the industrial zones of
Rickenbacker and Groveport–Obetz. It operates along
predetermined routes, making stops at all designated
shuttle stops. The schedule is aligned with major employee shift times to provide dependable access to employment
sites. This service is provided at no cost to passengers and is supported through collaborations with local
municipalities and regional organizations.

The GREAT Shuttle continues to operate as an active
workforce-mobility program supporting the region’s
expanding logistics and industrial corridor. Service
adjustments are ongoing to address changing employer
needs, ridership trends, and shift schedules. It is part of larger regional mobility planning efforts. For example, COTA is launching a new transit hub, the Rickenbacker Area Mobility Center (RAMC), which will enhance connections between
COTA’s fixed-route buses and various workforce shuttle
options, including the Groveport Rickenbacker Employee
Access Transit (GREAT).
[5] [6] [7]
Public–Private
Partnerships
PSTA Direct Connect
Pinellas Suncoast
Transit Authority
(FL)
PSTA Direct Connect partners with Uber, Lyft, United Taxi, and Wheelchair Transport to provide subsidized first- and last-mile transportation within Pinellas County. PSTA will cover up to $5 of your trip via Uber, Lyft, or United Taxi, and $25 off your trip via Wheelchair Transport.

Direct Connect currently operates in 26 locations across the county from 5:00 a.m. until 12:00 a.m., seven days a week, and can now be accessed via the Transit App. [1]
Public–Private
Partnerships
GoMonrovia Lyft Pass
GoMonrovia
(CA)
GoMonrovia Lyft Pass is a public-private transit program in partnership with Lyft. Passengers within the designated service area are eligible to utilize discounted Lyft rides, accommodating up to four passengers within the area.

After creating a Lyft account, riders may apply the code "GOMONROVIA" as a Lyft pass. The passenger is
responsible for paying the first $6.00, and GoMonrovia will cover up to $15.00 of the remaining fare.

The GoMonrovia Lyft Pass remains operational. During the fiscal year 2023-24, GoMonrovia completed a total of 162,310 trips, representing a 30 percent increase compared to 2022- 2023. [8] [9]
pg. 11
Service Model Type Program / Agency (State) Description of Structure and Operations Status Source Public–Private
Partnerships
Southwest Prime
Southwest Transit
(MN)
SW Prime is an on-demand, shared-ride microtransit
service serving the Southwest Twin Cities area, allowing riders to request trips through a mobile app or by phone.

The service is designed with a flexible implementation
approach that tailors service to different trip needs through targeted programs and designated pickup and drop-off
locations. This approach includes collaboration with major employment centers, commercial corridors, grocery
retailers, and medical institutions to improve access and, in some cases, offer discounted or subsidized fares. SW Prime also incorporates optional connections to third-party rideshare services to expand coverage and enhance firstand last-mile mobility.

Southwest Prime launched in July 2015 and continues to
operate today. Building on its partnership-based approach, the service introduced five autonomous vehicles to the SW Prime fleet in November 2024. These vehicles operate
exclusively within a designated zone in Eden Prairie. Target wait time for all SW Prime service is 20 – 25 minutes.
[10] [11]
Public–Private
Partnerships
Click-and-Ride
Plymouth Metrolink
(MN)
Launched in 2021, Click-and-Ride provides on-demand
public transit service throughout Plymouth, with limited service available to select destinations outside the city.

Trips to or from these designated external destinations must begin or end within Plymouth. The City of Plymouth contracts with First Transit to provide Click-and-Ride.

Click-and-Ride remains an active service. Service is available seven days a week, with hours varying by day. Riders can book trips on-demand or up to 30 days in advance using the Clickand-Ride mobile app, or by calling 763-559-5057. [11] [12] Flexible Zone-Based
Microtransit
AC Transit Flex
Alameda–Contra Costa
Transit District
(CA)
AC Transit Flex operates using small, accessible buses (ex. twelve-passenger) within designated zones in Newark,
Castro Valley, and Fremont. The program has been
established to replace low-ridership fixed routes while preserving ADA accessibility and Clipper Card fare
integration. Trips are scheduled via a mobile application or call center and are dynamically routed in real time.

AC Transit Flex was introduced in 2016. However, due to the pandemic, the service was suspended and remains
suspended while the district aims to restore service levels. [13]
Flexible Zone-Based
Microtransit
SacRT SmaRT Ride
Sacramento Regional
Transit District
(CA)
SacRT SmaRT Ride employs a similar zone-based model in
Sacramento County. Riders can use a smartphone app to
request a ride within each specific zone.

SmaRT Ride was discontinued in December 2024. The service concluded due to insufficient funding, low ridership, and elevated operating costs. It was replaced by the SacRT Flex program in January 2025. To utilize SacRT Flex, riders are required to apply and register in advance. Eligibility is limited to seniors, individuals with disabilities, low-income persons, or applicants representing minors (ages 13 to 17) from lowincome households. [14] [15]
Status
Active Service
Service Suspended
pg. 12

3.2 Technology and Operations
Dynamic routing and AI dispatch systems (Via, RideCo, TransLoc) enhance resource allocation.

Mobile applications facilitate real-time trip management and integrated payment solutions. Private technology providers, including Via, RideCo, and TransLoc, have been at the forefront of this innovation by implementing real-time algorithms and demand-prediction tools that improve vehicle utilization and decrease customer wait times.

3.3 Funding and Governance
Subsidy caps in the $5 - $9 range have been adopted by many agencies; however, fare and subsidy structures across microtransit and TNC-partnership programs remain quite varied.

Performance-based provisions are also frequently included in these contracts. Grants from the FTA MOD Sandbox and IMI programs can help offset early-stage costs for microtransit, particularly when services are deployed as part of broader integrated mobility strategies.

Additionally, shared-cost agreements with municipalities and employers facilitate financial sustainability.

3.4 Equity and Accessibility
Inclusive features include phone booking, cash fares, ADA vehicles, and multilingual training.

Community travel training and outreach are critical for Title VI compliance and user confidence.

3.5 Performance Metrics and Outcomes
Performance metrics offer tangible evidence of how microtransit systems operate in comparison to conventional fixed-route or demand-response services. Key indicators include trips per hour, subsidy per trip, technological platforms, and program outcomes. pg. 13

3.6 Comparative Assessment
Comparative assessments allow agencies to evaluate the effectiveness of different design, technological, and governance strategies across various microtransit programs. Comparing these features side by side helps understand the conditions where specific service models perform best, whether that’s focusing on cost efficiency, equity, technology integration, or regional scalability.

The following table reviews the services described in Table 3-1 by indicators such as subsidy per trip, technological platforms, and program outcomes (where publicly shared). It also provides an analysis of key takeaways from each project, sharing lessons learned where applicable or relevant.
pg. 14
Table 3-2. Summary of Microtransit Program Performance Metrics, Key Results and Lessons Learned Service Model Type Program / Agency
(State) Status Subsidy per Trip Technology Key Results / Lessons Learned Source(s) ADA Paratransit &
Microtransit (operated
via the same software)
SAM On Demand
Sioux Area Metro
(SD) Active N/A Via
SAM Transit is an agency that employs the same software for both paratransit and microtransit, enhancing overall network ejiciency and resource utilization. This configuration can allow for the sharing of reservationists and dispatchers across multiple services, should such sharing be desired.

Although training on service requirements remains necessary, utilizing the same software platform simplifies cross-training ejorts and allows agents to ejiciently handle bookings and dispatching for various services concurrently. [16] [17]
Employer / Destination
Shuttles
COTA GREAT Shuttle
Service
Central Ohio Transit
Authority
(OH)
Active Free to all riders N/A
A rider survey in 2017, conducted during a regional planning study, found that 56% of riders reported having no working vehicles at home, while 25% had one available. The service has been crucial in providing employees in the area with a safe means of commuting to and from work. [6] [18] Public–Private
Partnerships
PSTA Direct Connect
Pinellas Suncoast
Transit Authority
(FL)
Active
Up to $5 per trip for
Uber, Lyft, or United Taxi
Transit App, Uber, Lyft,
United Taxi, and
Wheelchair Transport
In the initial pilot phase, Direct Connect was launched with four designated stops across two zones (Pinellas Park and East Lake), offering a $3 subsidy per ride. By January 2017, the program was expanded to eight designated stops across the county and the subsidy was increased to $5 per trip.

This advancement enabled most riders to access nearby transit stops with an out-of-pocket expense of approximately $1. Today, Direct Connect has expanded to 26 locations across Pinellas County, supported by Uber, Lyft, United Taxi, and Wheelchair Transport. Current subsidies offer $5 off trips booked through Uber, Lyft, or United Taxi, and $25 off rides using Wheelchair Transport. The service operates daily from 5:00 a.m. to midnight, with discounts automatically applied through the Transit App, providing broad and consistent first- and last-mile mobility throughout the county.

Positive outcomes:
• 27% year-over-year growth in monthly ridership (7,211 trips vs. 5,666 last year) • 23% increase year-to-date, rising from 58,981 to 72,360 trips • Strong upward trend indicates expanding usage and growing rider awareness • Service locations increased from 4 to 26 - a 550% expansion in designated Direct Connect stops across Pinellas County. • Subsidy increased from $3 to $5 for standard rides - a 66% increase in the per-trip subsidy for Uber, Lyft, and United Taxi. [19] [1] [20]
Public–Private
Partnerships
GoMonrovia Lyft Pass
GoMonrovia
(CA)
Active
The passenger is
responsible for paying
the first $6.00, and
GoMonrovia will cover
up to $15.00 of the
remaining fare.

Lyft App
The City of Monrovia launched GoMonrovia in March 2018, in collaboration with Lyft and LimeBike, ojering subsidized on-demand ride-hailing and bicycle-sharing services. The GoMonrovia Lyft Pass continues to operate. During the fiscal year 2023-24, GoMonrovia completed a total of 162,310 trips, reflecting a 30 percent increase compared to the fiscal year 2022-2023. Furthermore, Monrovia Transit experienced an increase in its annual ridership, rising from 8,716 to 14,601. [8] [9] [21]
Public–Private
Partnerships
Southwest Prime
Southwest Transit
(MN)
Active
SW Prime ojers a range
of fare and subsidy
options, including
discounted fares for
trips associated with
partner institutions,
reduced fares for
essential trips such as
grocery access, and
fully subsidized fares for
select medical trips,
depending on the
specific service and
partnership.

SpareLabs
Key outcomes from SW Prime highlight the ejectiveness of a partnership-driven service model. Collaborations with employers, commercial centers, grocery retailers, and medical institutions helped reduce fares for specific rider groups and, in some cases, fully subsidize trips, improving ajordability and access. Partnerships also expanded vehicle availability and service flexibility by integrating multiple vehicle and driver providers, Transdev, May Mobility, and Lyft based on the needs of specific trip types, such as airport travel or localized service zones. Overall, SW Prime demonstrates how strategic partnerships can enhance mobility options while aligning service design, pricing, and capacity with community and institutional needs. [10] [11]
Public–Private
Partnerships
Click-and-Ride
Plymouth Metrolink
Plymouth
(MN)
Active Click-and-Ride fares are
$3 per trip. RideCo Inc
Launched in 2019, Click-and-Ride serves as an example of how on-demand, shared-ride transit can support community mobility when initiated through a transit operating budget. The service demonstrates the value of flexible service delivery and the use of contracted providers, such as First Transit for vehicles and drivers, to provide reliable transit operations. [11] [12] pg. 15
Service Model Type Program / Agency
(State) Status Subsidy per Trip Technology Key Results / Lessons Learned Source(s) Flexible Zone-Based
Microtransit
AC Transit Flex
Alameda–Contra Costa
Transit District
(CA)
Service
Suspended N/A DemandTrans
AC Transit evaluated the viability of on-demand service in very low-density areas to see if it could maintain or lower costs while improving mobility and freeing resources for higher-frequency fixed routes. Conducted across two zones—one replacing a fixed route and the other adding to existing services - the pilot demonstrated high rider satisfaction but also highlighted clear productivity limitations that restricted its scalability. In 2018 an article was published by the Transit Center, that shared the following performance metrics regarding AC Transit Flex service:

Positive outcomes:
• Over 700 riders used AC Transit Flex, completing 23,000 trips, with 70% returning after their first ride. • On-time performance improved despite dynamically changing routes. • Rider satisfaction was notably high: 94% preferred Flex over restoring the fixed route, and 70% indicated they would increase their usage of AC Transit if Flex services were expanded.

Performance challenges:
• Productivity averaged 3 passengers per hour, less than half of the fixed route it replaced • The reservation requirement reduced demand, with 40% more trips starting at BART (where no reservation was needed) than ending there (where one was required). This pattern indicates many riders avoided making reservations altogether. [22] [13]
Flexible Zone-Based
Microtransit
SacRT SmaRT Ride
Sacramento Regional
Transit District
(CA)
Service
Suspended N/A
TransLoc (early SmaRT
Ride pilot)
Via Transportation (later /
primary vendor during
mature operations)
SmaRT Ride was discontinued in December 2024. The service concluded due to insujicient funding, low ridership, and elevated operating costs. It was replaced by the SacRT Flex program in January 2025. To utilize SacRT Flex, riders are required to apply and register in advance. Eligibility is limited to seniors, individuals with disabilities, low-income persons, or applicants representing minors (ages 13 to 17) from low-income households. [23] [24] pg. 16
4 Emerging Trends

4.1 Mobility-as-a-Service (MaaS) Integration
Mobility-as-a-Service (MaaS) platforms integrate planning, reservation, and payment processes across various transportation modalities within a single application. Notable examples include Dallas Area Rapid Transit’s (DART) GoPass and Vamos Mobility in California’s San Joaquin Valley. These platforms facilitate multimodal coordination, uninterrupted fare transactions, and comprehensive trip planning.

Artificial Intelligence and Data-Driven Operations
AI-enabled platforms from Via, RideCo, and TransLoc support transit agencies by improving demand responsiveness, optimizing routing decisions, and identifying service gaps through datadriven planning and real-time analytics.

4.2 Regional Coordination and Interagency Partnerships
Regional coordination improves cost efficiency and enhances the user experience through the support of consistent branding and fare reciprocity. The implementation of shared procurement processes, standardization of data, and interagency collaboration contribute to the reduction of redundant administrative and technological costs. A notable example is the NEORide consortium spanning multiple Midwestern states.

4.3 Autonomous and Connected Vehicle Pilots
Emerging autonomous and connected vehicle pilots are currently evaluating the integration of microtransit services within controlled environments. The Bishop Ranch Shuttle in San Ramon, California, demonstrates that electric vehicles are capable of safely facilitating short, first/last-mile journeys. As illustrated below, the PRESTO Bishop Ranch Shuttle operated on a continuous loop from Monday to Friday, from 7:30 AM to 5:30 PM. This pilot program, running from February 2023 to July 2025, has offered more than 2,000 free rides to people in San Ramon [25]. These initiatives demonstrate the prospective potential for small urban transit systems to mitigate operator shortages and attain sustainability objectives, contingent upon the resolution of regulatory and liability concerns considerations.
pg. 17
Figure 4-1. PRESTO Bishop Ranch Shuttle Loop [26]

4.4 Equity and Inclusion Innovations
Modern microtransit emphasizes inclusive design by offering various booking options, using cash and stored-value fare systems, and ensuring fleets are ADA-accessible. In addition, collaborations with the community and local organizations show that co-designed mobility efforts can effectively reduce social and geographic isolation, boosting trust and adoption. A notable example being the Green Raiteros program described in Section 5.3. pg. 18
5 Targeted Applications and Regional
Profiles

5.1 Fixed-Route Replacement Models
As agencies confront declining ridership and increasing costs on underperforming fixed routes, many are exploring on-demand microtransit as a strategic alternative. Replacing fixed routes allows agencies to maintain geographic coverage while providing more adaptable, customerresponsive services in low-density corridors. These models typically emerge in contexts where fixed routes attract fewer than ten boardings per hour, have limited first/last-mile connections, or exhibit overlapping paratransit coverage. The following examples illustrate how agencies have implemented replacement programs to improve efficiency, reduce subsidy costs per trip, and better align service supply with actual travel demand.

Figure 5-1. Wilson, NC – RIDE by Via - Popular Destinations [27] pg. 19
Table 5-1. Summary of Fixed-Route Replacement Microtransit Programs and Key Performance Outcomes Agency / Location Status Program Description Service Metrics / Outcomes Source(s) RIDE (by Via)
Wilson, NC Active
The city switched from a fixed-route bus
network to a fully on-demand system
operated by Via in 2020. An individual
ride is $2.50.

A 2021 study indicated that Wilson’s RIDE microtransit system averaged approximately 2,700 trips per week, compared to fewer than 1,400 trips per week on the fixed route service it replaced. The study also reported that the average wait time was approximately 15 minutes from the moment a rider books a trip until the vehicle's arrival. This duration was significantly shorter than the wait times associated with traditional dial-a-ride services, which often require 24 to 48 hours of advance booking. [28] [29] [30] [31]
Arlington OnDemand (formally
known as Via OnDemand)
Arlington, TX
Active
Arlington transitioned from a single
fixed-route line to a microtransit service
operated by Via commencing in 2017.

Fares are based on distance traveled.

By 2021, it was reported that the service had completed approximately 494,000 total rides since its launch. Overall, the agency has experienced a tenfold increase in public transit ridership since the site's launch. In December 2017, the agency started operations with an initial fleet of 18 vehicles in a designated reduced zone in Arlington.

Since then, the fleet has increased to 53 vehicles, with plans to expand soon to 68 vehicles covering the entire city. Arlington has become the first city to operate entirely on microtransit. This example demonstrates how gradually expanding from a single corridor to the entire network can boost ridership, increase public awareness, and build institutional trust.
[28] [32] [33]
Fixed-route replacements exemplify how on-demand microtransit can sustain coverage while significantly enhancing cost efficiency and customer satisfaction. The effectiveness hinges on transparent performance reporting, clear communication with riders during the transition process, and adaptive contracting strategies to refine service zones as travel patterns change. For small urban agencies, these case studies underscore the significance of phased implementation, multimodal integration, and flexible fare policies to guarantee equitable and financially sustainable results. pg. 20

5.2 Microtransit for Students
High School and District Applications
Student-centered mobility programs represent a notable and growing implementation of microtransit principles within the United States. These services use the same flexible, technologyenabled approach that supports public on-demand transit, including customized routing, smaller vehicles, and real-time tracking, to address the specific requirements of K–12 and higher education students. Programs like HopSkipDrive and EverDriven have direct contracts with school districts and sometimes other education agencies to provide transportation for students who cannot be served by traditional yellow-bus services.

HopSkipDrive
HopSkipDrive, founded in Los Angeles in 2014, now serves over 600 districts and county education offices across 13 states, including California, Colorado, Texas, and Washington. Its centralized scheduling and tracking platform, RideIQ, offers real-time visibility to all individuals responsible for supporting the rider, which can be accessed via web, mobile application, or SMS.

HopSkipDrive utilizes RouteWise AI to enhance routing software. This system assists in mitigating bus driver shortages by designing routes with high ridership potential, lowering emissions through monitoring carbon impact, and rerouting to more efficient paths when feasible. Additionally, it facilitates effective planning by incorporating school-specific details such as bell schedules times.

HopSkipDrive can fill transportation gaps that conventional services often miss. It allows for trips to be scheduled just a few hours in advance, supporting youth experiencing homelessness and those in foster care, especially during sudden placement changes and helping districts meet McKinney-Vento requirements. This quick response eliminates transportation barriers that could prevent students from staying in their original schools. Such flexibility helps maintain school stability, reduces attendance gaps, and minimizes disruptions for students during stressful transitions.

EverDriven
Similarly, EverDriven Technologies, founded in the early 2000s in Orange County, California, and now headquartered in Colorado, provides transportation for students across hundreds of school districts. It currently operates in 36 states. EverDriven utilizes their District Portal as a centralized platform to enable school districts to request and manage Alternative Student Transportation efficiently. The portal provides flexible scheduling tools and vital insights. EverDriven reports that 90% of trips arrive within 5 minutes of schedule, and 99.63% of trips were completed successfully in the last 12 months.
pg. 21
These programs collectively demonstrate how microtransit concepts such as on-demand routing, smaller vehicles, and data-guided service management can transform student transportation. Both systems illustrate that flexible contracting and technological oversight can broaden access for students with specific needs and minimize administrative burdens for districts.

Figure 5-2. HopSkipDrive's Website – RideIQ [34]
Higher-Education Applications
In the postsecondary environment, universities have adopted microtransit and multimodal services to enhance campus mobility and safety. For instance, the University of Southern California offers Lyft Rides free to current students, faculty, and staff, though these rides are limited to specific zones and must be requested within set time frames. The University of California San Diego has partnered with Transloc to implement advanced fixed-route technology, while Spin provides e-bike and e-scooter sharing services. Additionally, UC San Diego has partnered with Lyft to offer on-demand late-night transportation, with a maximum of $10 per ride. Each quarter, students receive a set number of $10 ride credits for late-night trips starting or ending on campus.

These programs demonstrate the versatility of on-demand transit concepts across diverse educational settings, rendering them particularly pertinent for small-urban college towns where demand is spread out and resources are constrained. Microtransit-style student transportation highlights the potential of technology, flexible contracting, and tailored service design to promote equity and efficiency in both K–12 and higher education systems. pg. 22

5.3 Migrant and Agricultural Worker Mobility
Microtransit and community-based mobility initiatives have become essential tools for improving access within agricultural regions where traditional fixed-route transit systems are inadequate. In California’s Central Valley and similar rural regions, migrant and seasonal farmworkers often face significant distances to work sites, facing limited public transportation options along with challenges related to language and digital literacy. As a result, local nonprofits, community organizations, and public agencies have established flexible, equity-focused mobility programs designed to meet the specific travel patterns and needs of these populations. The following table offers examples of prominent migrant-focused and agricultural worker transportation programs, highlighting their operational models, important lessons, and key insights relevant to microtransit implementations in rural areas with specific demographic needs. pg. 23
Table 5-2. Summary of Migrant and Agricultural Worker Mobility Programs and Key Lessons Learned Program / Location Status Program Description Key Lessons / Takeaways Source(s) Green Raiteros
Huron, CA
Active
Launched in 2018, the Green Raiteros program shows how
community-led ejorts and electric vehicles can improve mobility access, cut emissions, and build trust within farmworker communities. The initiative is based on Huron’s historic raiteros system, an informal network where trusted community members provided essential rides for farmworkers, ensuring that new mobility services stay culturally relevant and rooted in community traditions. By formalizing this informal but important Indigenous rideshare network, Green Raiteros provides a modern, sustainable version of a deeply rooted tradition.

Green Raiteros demonstrates that community-driven
models can effectively address rural transportation
inequities by respecting local history and social dynamics.

Utilizing trusted community networks facilitates the rapid adoption of new services, while integrating these networks with environmentally friendly transportation technologies can yield social and environmental advantages. The program indicates that rural mobility solutions can achieve optimal success when they incorporate cultural relevance,
community trust, and sustainability from the beginning. [35]
[36] [37]
CalVans (California Vanpool
Authority)
(formally known as Agricultural
Industries Transportation Services,
AITS)
CA
Active
AITS began in 2002 as a pilot project to provide safe and reliable transportation for agricultural workers. After regulatory updates and a federal agreement in 2016, the program was integrated into CalVans as its dedicated agricultural and farmworker vanpool model. The promising pilot grew into a permanent program once it was ojicially established as a statewide-regulated and regionally managed system, which has been able to ojer ongoing support for the mission.

The program demonstrates how integrating a cooperative
governance model within a statewide-regulated, regionally managed framework can create a service that is both
scalable and sustainable.
[38]
These programs collectively highlight the importance of community trust, cultural competency, and flexible service design in improving mobility for migrant and agricultural workers. Electrified fleets, supported by environmental and sustainability grants, further enhance cost efficiency and resilience. These models demonstrate that community engagement can significantly contribute to the success of microtransit programs.
pg. 24

5.4 Microtransit in California’s Central Valley
California’s Central Valley has emerged as a prominent area for testing and expanding microtransit initiatives within small urban and rural settings. The region’s extensive geography, agricultural sector, and scattered population hubs provide optimal conditions for adaptable, technology-driven service models. Several regional agencies and joint powers authorities have initiated on-demand programs or undertaken feasibility studies to evaluate how microtransit can address first- and last-mile connectivity and link low-density regions. The table below shows several Microtransit Programs at different development stages, from initial planning and feasibility assessments to active service operation.

Figure 5-3. San Joaquin Regional Transit District (RTD) – Van Go! [39] pg. 25
Table 5-3 Summary of Microtransit Programs and Regional Coordination Efforts in California’s Central Valley.

Agency / Location Status Program Description Key Lessons / Takeaways / Service Updates Source(s) Van Go!
San Joaquin
Regional Transit
District (RTD)
(CA)
Active
Van Go! is a pilot rideshare service accessible
via app. Bookings can be made through a
smartphone or computer. It’s designed to
connect underserved areas, including rural
San Joaquin County, offering flexible trips
such as social outings, shopping, and casual
trips. Since vehicle availability is limited, the
service functions on a first-come, first-served
basis. Riders pay $4 per person for the initial 5
miles and $0.50 for each additional mile
Van Go! demonstrated that on-demand transit
can enhance regional mobility in low-density
regions; however, it encountered challenges
with low ridership and elevated operating costs
in urban areas. Consequently, the service has
been scaled back to concentrate on rural trips
where it provides the greatest value and
operates more sustainably.
[40] [41]
[42]
Dial-A-Ride
Kern Transit
(CA)
Active
Reservation-based, curb-to-curb demandresponsive service provided by Kern Transit in various communities throughout Kern
County. Passengers are required to call in
advance to reserve their trips, and the service
is limited to designated service areas only.

Kern Transit is currently implementing Mobility
by Ecolane, which will enable online scheduling
and real-time availability for Dial-A-Ride and
associated services. Kern Transit illustrates how
beginning with basic microtransit features such
as reservation-based, curb-to-curb trips
bookable only by phone can help an agency both
acclimate to operating the service and better
understand and refine rider needs. As the agency
gains experience, it can gradually integrate
additional elements, such as technology that
enables online scheduling and real-time
availability. This phased approach supports a
smooth transition while building a stronger
understanding of passenger needs and
enhancing service over time.
[43] [44]
[45]
Regional
Microtransit
Feasibility Study
Fresno Council of
Governments
(Fresno COG)
(CA)
N/A
The Regional Microtransit Feasibility Study
(2023) was conducted to evaluate whether
microtransit could be a viable and sustainable
model for local transportation in select areas
of the County.

The study evaluates 12 potential microtransit
opportunity zones to determine their feasibility
for microtransit operations. Conducting a
feasibility study prior to the implementation of
microtransit is essential to ensure that the
service is appropriately tailored to community
needs, operationally viable, and financially
sustainable
[46]
Visalia Connect
City of Visalia /
Visalia Transit Active
Visalia Transit launched Visalia Connect in
June 2025, providing a flexible microtransit
service across Visalia through a mobile
application. The service operates within a
single zone for a fee of $5 per trip per person.
during the same hours as Visalia Transit’s
fixed routes to ensure consistency and
coverage across the city. Its primary objective
is to supplement the existing public
transportation system by enhancing mobility
options, particularly in regions with limited
fixed-route services or for passengers
requiring greater flexibility.

Visalia illustrates how microtransit can serve as
a complementary layer within an existing transit
system instead of operating as a separate
service. By aligning service hours and
implementing a straightforward fare system, the
agency offers a smooth and user-friendly
experience for passengers. This strategy shows
how transit agencies can increase coverage and
flexibility while supporting, rather than
competing with, fixed-route services.
[47]
For smaller urban agencies, these efforts emphasize the importance of feasibility planning, regional coordination, and adaptable vendor partnerships to promote equitable and affordable mobility. Additionally, these programs demonstrate that understanding rider needs and careful planning are crucial for successful implementation. Regular performance assessments are also key to determining whether scaling operations up or down is necessary to meet shifting community demands.
pg. 26
6 Conclusions and Recommendations

6.1 Key Findings
Microtransit has emerged as a crucial element within the modern mobility landscape, especially in small urban and suburban areas where traditional fixed-route services often struggle to meet coverage and efficiency goals. A review of national studies, federal research, and regional case studies shows that, when carefully planned and well-managed, microtransit can dramatically improve accessibility, cost-effectiveness, and rider satisfaction. Several consistent themes emerge throughout the research and programs reviewed, as well as across established industry standards.
• Defined service zones tailored to community demand.

Clearly defining service zones and operating hours based on demand data is essential for creating an effective service. Setting geographic boundaries and service hours through data analysis prevents oversaturation and ensures vehicles remain productive throughout the day.
• Robust technology supporting dynamic dispatch and data monitoring.

Real-time routing, automated scheduling, and integrated performance dashboards enable agencies to effectively manage demand fluctuations, monitor wait times, and track productivity metrics. Furthermore, these systems facilitate simplified reporting and contract management more easily.
• Inclusive design emphasizing accessibility.

Programs that integrate mobile application booking with telephone and cash payment options guarantee equitable access for older adults, individuals without smartphones, and those with limited English proficiency. ADA-compliant vehicles and integrated paratransit systems continue to be fundamental to compliance with Title VI and adherence to universal design principles.
• Transparent, performance-based partnerships.

Agencies that mandate regular data reporting can implement evidence-based adjustments, thereby enhancing accountability and value for money. Contracts with technology providers commonly define and monitor performance metrics such as cost per passenger, per vehicle hour, and shared ride rate. These metrics are used to evaluate vendor performance and inform contract renewal, expansion, or termination decisions, effectively aligning technology partnerships with measurable service outcomes. pg. 27
• Regional collaboration and interoperability.

Multi-agency partnerships such as NEORide facilitate joint procurement, standardized branding, and integrated fare collection systems. These strategies enhance cost efficiency, minimize administrative redundancy, and provide a more cohesive experience for passengers traversing different jurisdictions.

Overall, these findings show that microtransit is not just a temporary solution but can serve as a sustainable alternative or complement to fixed-route systems when designed with community needs, performance data, and equitable access principles in mind.

Policy and Implementation Recommendations
Transitioning from pilot projects to long-term operations requires careful policy alignment, performance tracking, and often regional collaboration. The following suggestions aim to assist small-urban transit agencies, MPOs, and partner jurisdictions in planning and implementing sustainable microtransit services. It is crucial to set measurable service goals and performance metrics. Establish clear benchmarks for ridership, trip cost, wait times, and customer satisfaction before launching. Monitoring these indicators allows agencies to assess performance and support ongoing investment. An examination of relevant research and comparable programs highlights several core principles, as described below:
• Prioritize inclusivity and accessibility.

Maintain multiple booking channels, including telephone and in-person options, and guarantee the availability of ADA-compliant vehicles are available in all zones. Incorporate cash acceptance and multilingual outreach from the outset to promote equitable participation.
• Leverage regional partnerships for technology and branding.

Shared platforms and cooperative procurement models lower technology costs and promote interoperability among agencies. Regional integration also makes travel easier for riders crossing service boundaries.
• Align microtransit with education, workforce, and social service programs Engage with school districts, colleges, and workforce development agencies to cofinance or coordinate mobility programs. These collaborations enhance access to essential destinations while distributing costs among multiple funding sources. • Adopt open data and interoperability standards.

Implement data formats to enable real-time tracking, performance monitoring, and integration with regional mobility platforms. Using open data standards promotes transparency and ensures consistent long-term planning. pg. 28
• Incorporate environmental and sustainability goals.

Pursue opportunities to upgrade fleets via collaborations with utility providers and environmental funding initiatives. Electric and hybrid vehicles decrease operating expenses and adhere to state and federal carbon reduction objectives. • Use phased implementation to balance innovation and risk.

Commence with restricted pilot zones or specific corridors, expanding services only upon reaching established performance benchmarks. Phased development enables agencies to refine technology, governance, and communication strategies prior to broader implementation.
• Communicate performance transparently to stakeholders.

Regularly publish key performance indicators and public dashboards to foster accountability and enhance community trust. Transparent reporting guarantees alignment between service outcomes and policy objectives.

In conclusion, microtransit demonstrates a practical, flexible, and scalable approach for smallurban transit systems seeking to modernize. The experiences of different agencies across the United States show that success depends not only on technology but also on how agencies set goals, work with partners, and create inclusive service models. By grounding innovation in clear performance metrics, equity principles, and regional collaboration, microtransit can serve as a sustainable base for resilient, interconnected, and community-centered public transportation.

6.2 Relevance to Madera
Madera operates within a small urban service area characterized by dispersed travel patterns, moderate demand densities, and an increasing necessity for adaptable, first- and last-mile mobility solutions. The findings of this report are relevant to Madera’s ongoing initiatives to improve current demand-response services and to further support mobility within the region.

Insights from peer systems suggest that strategies such as zone-based microtransit, integration with existing paratransit and fixed-route networks, and the implementation of shared technology platforms may offer potential advantages that warrant further investigation. It is recommended that Madera evaluate these and other service models, analyzing how on-demand approaches could complement existing operations. Collaboration with regional partners, including neighboring transit agencies, metropolitan planning organizations (MPOs), and educational or workforce institutions, should also be considered to coordinate technological investments and leverage funding opportunities. An ongoing assessment of these strategies would enable Madera to make informed decisions regarding the deployment of flexible, data-driven mobility services aligned with its long-term goals of efficiency, accessibility, and community-oriented transportation. pg. 29
7 Bibliography
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pg. 30
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pg. 95
Appendix C. Outreach Summary Report
Madera Microtransit Feasibility Study
Outreach Summary Report
City of Madera
April 2026

Madera City CouncilMay 20, 2026

Madera City Council
May 20, 2026