McFarland City Council
June 11, 2025

-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
2022-23 Actual 2023-24 Actual 2024-25 Projection 2025-26 Budget McFarland Improvement Authority Expenditures
Operating
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2022-23 Actual 2023-24 Actual 2024-25 Projection 2025-26 Budget McFarland Improvement Authority Revenues
227

Fund: 54 Division: 980 2022-23 2023-24 2024-25 2024-25 2025-26 Actual Actual Budgeted Projected Budget

REVENUES
McFarland Improvement Authority
42800 Interest Income 111,912 - - - -
48200 Miscellaneous Revenue - MIA (0) 189,177 - 94,681 2,500,000 42350 Rents 269,150 271,000 319,177 292,910 315,727
Total McFarland Improvement Authority Revenues 381,062 460,177 319,177 387,591 2,815,727

EXPENDITURES
42340 Administration Fees 4,013 2,035 - - -
54600 Interest Expense 164,150 161,000 157,700 157,700 154,250 58900 Debt Principal Redeemed 105,000 110,000 115,000 88,733 115,000 Total McFarland Improvement Authority Expenditures 273,163 273,035 272,700 246,433 269,250 McFarland Improvement Authority Fund Detail Revenues and Expenditures 228

CAPITAL IMPROVEMENT

PROGRAM (CIP)
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Capital Improvement Program
FY 2025–26
229

Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Capital Improvement Program
A Capital Improvement Program (CIP) is a multi-year planning instrument used by the City to identify needed capital projects and to coordinate the financing and timing of improvements in a way that maximizes the return to the public. The first year of the CIP is called the “Capital Budget”. The Capital Budget is incorporated in the Adopted Budget that appropriates funds for facilities, equipment and improvement. Projects slated for subsequent years in the program are approved on a planning basis and do not receive ultimate expenditure authority until they are eventually incorporated in a Capital Budget. The CIP is a “rolling” process because subsequent year items in the CIP are moved up in each future year. Each project must, however, be reconsidered for the Capital Budget.

The City of McFarland’s Capital Improvement Program is a planning tool that is intended to evaluate the City’s long-range capital needs and prioritize them over a fiveyear period. Each year, the City Council adopts the entire five-year CIP, however funding is appropriated only for the current year Capital Budget.

FY 2025–26
230

CIP SUMMARY BY FUNDING SOURCE AND CATEGORY BY YEAR
2025-26 2026-27 2027-28 2028-29 2029-30
CIP Projects By Funding Source
Capital Outlay Fund
General Fund 2,749,625 7,166,771 14,900,000 - -
Grants 19,071,482 - - - -
Gas Tax/SB1 796,509 630,678 - - -
Transportation Development Act (TDA) 731,975 90,500 99,000 107,000 115,000 Development Impact Fee Fund 162,500 - - - -
Total Capital Outlay Fund 23,512,091 7,887,949 14,999,000 107,000 115,000 Enterprise Funds
Sewer 260,000 1,480,000 9,315,060 12,784,060 -
Water 8,358,000 12,682,402 6,000,000 4,000,000 4,000,000 Refuse - - - - -
Transit 1,677,824 71,041 - - -
Total Enterprise Funds 8,689,041 15,840,226 15,315,060 16,784,060 4,000,000 TOTAL 32,201,132 23,728,175 30,314,060 16,891,060 4,115,000 CIP Projects By Category
2025-26 2026-27 2027-28 2028-29 2029-30
City Buildings and Facilities 7,862,125 6,566,771 5,500,000 - - Park Improvements - 600,000 9,400,000 - -
Streets & Transportation 15,649,966 721,178 99,000 107,000 115,000 Sewer System 260,000 1,480,000 9,315,060 12,784,060 -
Water System 8,358,000 12,682,402 6,000,000 4,000,000 4,000,000 Refuse System - - - - -
Transit 1,677,824 71,041 - - -
TOTAL 32,201,132 23,728,175 30,314,060 16,891,060 4,115,000 231

CIP SUMMARY BY FUNDING SOURCE AND CATEGORY BY YEAR
2025-26 2026-27 2027-28 2028-29 2029-30
CAPITAL OUTLAY FUND 23,512,091 7,887,949 14,999,000 107,000 115,000 General Fund 2,749,625 7,166,771 14,900,000 - -
City Buildings and Facilities 2,714,625 6,566,771 5,500,000 - - New Police Department 2,500,000 6,500,000
Multipurpose/Emergency Operations Center
Building
5,500,000
City Access Control 66,771
Laserfiche Digital Records Management 19,000
Council Chambers Interior Improvements 16,825
Animal Control Building Remodel 88,800
Citywide Workstation Modernization Project 90,000
Park Improvements - 600,000 9,400,000 - -
McFarland Community Change Projects 600,000 9,400,000
Streets & Transportation 35,000 - - - -
Paint Striper 35,000
Grants 19,071,482 - - - -
City Buildings and Facilities 5,147,500 - - - -
Senator Hurtado/Assemblymemeber Bains - New
Police Department
4,660,000
CalOES (FEMA)- Poso Creek Flood Protection 487,500
Streets & Transportation 13,923,982 - - - -
Valadao Community Grants - Road
Rehabilitation - Sherwood, Perkins and Elmo
Overpasses
250,450
Road Rehabilitation (RSTP) - West Kern Avenue
- 3rd to 5th Street
429,686
Valadao Community Grants - Road
Rehabilitation - 7th Street - California to W.

Perkins
614,500
Valadao Community Grants - Road
Rehabilitation - A Street - Browning to Wiley
589,800
Valadao Community Grants - Road
Rehabilitation - B Street - Industrial to Wiley
859,000
Valadao Community Grants - Road
Rehabilitation - Robertson Ave - 5th to 2nd
426,300
Valadao Community Grants - Road
Rehabilitation - 9th Street - Kern to Perkins
392,300
Valadao Community Grants - Road
Rehabilitation - San Juan - Perkins to Glenwood
336,700
Valadao Community Grants - Road
Rehabilitation - Mount Arbor Street - Sherwood
to Kern
375,300
Valadao Community Grants - Road
Rehabilitation - 3rd Street - Hail Lane to
Frontage Road
344,900
Valadao Community Grants - Streets Patch Truck 15,000
232

CIP SUMMARY BY FUNDING SOURCE AND CATEGORY BY YEAR
2025-26 2026-27 2027-28 2028-29 2029-30
Valadao Community Grants - Emulsion Spray
Trailer
(HSIP) - Cycle 12-Various crosswalks 394,600
CA HCD - McFarland Sustainable Communities
Projects
8,895,446
GAS TAX/SB1 796,509 630,678 - - -
SB1
Road Rehabilitation - Sherwood, Perkins and
Elmo Overpasses
Road Rehabilitation - East Kern Avenue -
Industrial to San Pedro
396,847
Road Rehabilitation - West Kern Avenue - 3rd to
5th Street
Road Rehabilitation - 3rd Street - W. Sherwood
to W. Perkins
362,297
Road Rehabilitation - San Pedro Street - E.

Sherwood to E. Perkins
37,365 630,678
TDA 731,975 90,500 99,000 107,000 115,000
Road Rehabilitation - West Kern Avenue - 3rd to
5th Street
55,672
Road Rehabilitation - 3rd Street - W. Sherwood
to W. Perkins
326,303
Asphalt Rejuvenation - Various Streets 350,000 90,500 99,000 107,000 115,000 DEVELOPMENT IMPACT FEE FUND 162,500 - - - -
Poso Creek Flood Protection 162,500
TOTAL GOVERNMENTAL FUNDS 23,512,091 7,887,949 14,999,000 107,000 115,000

ENTERPRISE FUNDS
Water Fund 8,358,000 12,682,402 6,000,000 4,000,000 4,000,000 Water System Improvements
2,113,000 2,000,000 2,000,000 - -
PLC & SCADA Upgrades at Garzoli Well
New Well For Expansion 2,000,000 2,000,000 2,000,000
Garzoli Well Media Filtration Cleaning 85,000
Reverse Osmosis Media Filtration 28,000
Garzoli Well Emergency Standby Generator
Water Fleet Replacement
45,000 50,000 - - -
Fleet Replacement Program 45,000 50,000
233

CIP SUMMARY BY FUNDING SOURCE AND CATEGORY BY YEAR
2025-26 2026-27 2027-28 2028-29 2029-30
Water - Impact Fees
200,000 - - - -
New Well For Expansion 200,000
State Revolving Fund - Grant
6,000,000 10,632,402 4,000,000 4,000,000 4,000,000
Taylor Water Well Replacement 500,000 2,000,000 2,000,000 2,000,000 Well No. 6 Replacement 500,000 2,000,000 2,000,000 2,000,000 Browning Road Well Replacement 6,000,000 2,032,402

1.0 MG Storage Tank and Booster 3,750,000
Emgergency Standby Generators 850,000
Advanced Metering Infrastructure 3,000,000
Sewer Fund 260,000 1,480,000 9,315,060 12,784,060 -
Sewer System Improvements 160,000 - - - -
PLC/Pump Control Panels
Metal Building 27,000
Emergency Generator 5,000
Skid Steer 8,000
SCADA Upgrade 50,000
Rover Pipeline Camera 70,000
Sewer Fleet Replacement
45,000 50,000 - - -
Replace Aging WasteWater Fleet 45,000 50,000
Sewer - Impact Fees
- - - 1,550,000 -
Wastewater Line to Eastside (Taylor) 1,550,000
Valadao Community Projects Grant
55,000 690,000 1,168,000 3,087,000 -
Wastewater Line to Eastside (Taylor) 55,000 690,000 1,168,000 3,087,000 State Revolving Fund - Grant - 740,000 8,147,060 8,147,060 - Wastewater Expansion - 740,000 8,147,060 8,147,060
Transit Fund
New Transit Station
71,041 1,677,824 - - -
State of Good Repair (Awarded) 49,321
TIRCP/ZETCP (Awarded) 1,628,503
Electric Transit Van
LCTOP (Awarded) 71,041
TOTAL ENTERPRISE FUNDS 8,689,041 15,840,226 15,315,060 16,784,060 4,000,000 234

CITY ACCESS CONTROL
Project Summary: Install keyless door access at various City buildings and facilities.

Total Project Cost: $66,771
Justification: The keyless door access will enhance security throughout the various buildings and facilities. Currently keys are issued to employees but in the event of a potential security compromise, the City would be forced to rekey every door.

Additionally, a keyless system would permit for automation of door locks eliminating potential errors and security breaches.

Additional Funding Requested: N/A
Goal and Policy Links: This purchase and installation will ensure the City continues operating in an efficient and effective manner.

Project Contact: City Manager
Project Status: Waiting on approval in order to commence.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total -
General Fund 66,771 66,771
-
Total - - 66,771 - - - 66,771
Project Funding Sources
Project Effect on the Operating Budget: Yearly Maintenance Cost of $4,680 split among various divisions.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Software Programming -
Equipment Acquisition 66,771 66,771
Total - - 66,771 - - - 66,771
Project Costs by Phase
235

Laserfiche
Project Summary: The implementation of Laserfiche, a content management system, to serve as the City’s centralized digital document management system for storing, organizing, and saving documents.

Total Project Cost: $19,000
Justification: Currently, the city relies on shared network drives storing digital files, which presents limitations in organization, accessibility, and security. The lack of a centralized, role-based access system creates inefficiencies in locating, securing, and managing documents across departments, especially the City Clerk as locating documents for Public Records Request is a crucial part of her role.

Additional Funding Requested: N/A
Goal and Policy Links: This project aligns with the City Council’s goals of Promoting government efficiency and transparency, investing in sustainable infrastructure, and Modernizing City operations to better serve residents and staff
Project Contact: City Clerk
Project Status: Anticipated transition 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total General Fund 19,000 19,000
-
-
Total - 19,000 - - - - 19,000
Project Funding Sources
Project Effect on the Operating Budget: Increased staff efficiency, reduced reliance on paper-based processes, and streamlined document retrieval across departments. There will be an annual license fee of $4,150.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 19,000 19,000
Total - 19,000 - - - - 19,000
Project Costs by Phase
236

Citywide Workstation Modernization Project
Project Summary: This project involves a citywide upgrade of computer workstations across all departments. It includes full replacements for systems at the end of their useful life and targeted upgrades—such as solid-state drives (SSDs) and memory (RAM)—for units that can be extended. These improvements are essential in a fully digital work environment where nearly all municipal operations rely on electronic platforms.

Total Project Cost: $90,000
Justification: Many existing workstations are outdated and no longer meet performance demands, causing delays, frequent service issues, and inefficiencies. Upgrading or replacing this equipment will improve reliability, reduce downtime, and ensure staff can effectively use modern software and cloud-based systems to deliver services.

Additional Funding Requested: N/A
Goal and Policy Links: This project aligns with the City Council’s priorities by promoting an efficient and effective government through improved service delivery and staff productivity. It supports sustainable infrastructure by replacing or extending the life of critical technology assets in a cost-effective manner.

Additionally, it demonstrates the City’s commitment to workforce support by equipping employees with reliable tools, and it advances cybersecurity and digital transformation efforts by ensuring systems are compatible with modern software and security requirements.

Project Contact: City Manager
Project Status: Anticipated transition 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total General Fund 90,000 90,000
-
Total - 90,000 - - - - 90,000
Project Funding Sources
Project Effect on the Operating Budget: This project has no ongoing operating costs and may result in savings through reduced downtime, fewer IT support needs, and extended equipment life.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Construction -
Construction Management -
Equipment Acquisition 90,000 90,000
Total - 90,000 - - - - 90,000
Project Costs by Phase
237

Poso Creek Flood Protection
Project Summary: Design and construct a flood control
retention basin to capture flood waters from Poso Creek Total Project Cost: $650,000
Justification: The creation of a retention basin to capture flood waters from the overflow of Poso Creek will reduce damage and impact to East McFarland neighborhood and
Highway 99
Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and
developing a neighborly safe community.

Project Contact: Community Development Director
Project Status: Budget, design, and construction anticipated in 2024-2025.

Project Costs and Funding Sources: $650,000 $487,500 from Hazard Mitigation Assistance and $162,500 in non-federal match from City (in-kind, land and other).

Project Costs by Phase
Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 54,000 54,000
Construction 596,000 596,000
Construction Management -
Equipment Acquisition -
Total - 650,000 - - - - 650,000
Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Storm Drain Impact Fees 162,500 162,500
Cal OES (FEMA) 487,500 487,500
-
Total - 650,000 - - - - 650,000
Project Funding Sources
238

McFarland Community Change Projects
Project Summary: Design and construct dog park within
the flood retention basin on Sherwood, trail expansion and safe path to school routes along Sherwood
Total Project Cost: $10,000,000
Justification: The dog park will utilize the flood retention when emergency retention is not needed. The additional
improvements are related to the community change grant
opportunity.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and
developing a neighborly safe community.

Project Contact: Community Development Director
Project Status: Budget, design, and construction anticipated in 2024-2025.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review 100,000 100,000
Land Acquisition -
Site Preparation -
Design 500,000 500,000
Construction 9,000,000 9,000,000
Construction Management 400,000 400,000
Equipment Acquisition -
Total - - 600,000 9,400,000 - - 10,000,000
Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total -
Unknown 600,000 9,400,000 10,000,000
-
Total - - 600,000 9,400,000 - - 10,000,000
Project Funding Sources
239

McFarland Sustainable Communities Projects
Project Summary: The City received an
award through the Affordable Housing and
Sustainable Communities Program for
complete streets construction, bike paths,
transit enhancements.

Total Project Cost: $8,895,446
Justification: The allocation of funds were
part of the tax credit allocation for the
Sherwood Apartments and will provide
multimodal improvements to the
surrounding area.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Community Development Director
Project Status: Budget, design, and construction commencement anticipated in 2024-2025.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation 459,413 459,413
Design 1,075,922 1,075,922
Construction 5,655,062 5,655,062
Construction Management 450,000 450,000
Equipment Acquisition 1,255,049 1,255,049
Total - 8,895,446 - - - - 8,895,446
Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total California HCD 8,895,446 8,895,446
-
-
Total - 8,895,446 - - - - 8,895,446
Project Funding Sources
240

City Council Chambers Interior Improvements
Project Summary: Perform Interior Improvements at the City Council Chambers
Total Project Cost: $16,825
Justification: The City Council Chambers is in need of upgraded flooring, paint, and countertops. Re-organizing and re-arranging IDF cabinet and screens for council members and city clerk is needed to provide efficiency during council meetings
Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: Awaiting funding to commence project
Project Costs and Funding Sources:

Project Costs by Phase

Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total General Fund 16,825 16,825
-
-
Total - 16,825 - - - - 16,825
Project Funding Sources
Project Effect on the Operating Budget: None.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 16,825 16,825
Construction Management -
Equipment Acquisition -
Total - 16,825 - - - - 16,825
Project Costs by Phase
241

Animal Control Building Remodel
Project Summary: The Animal Control Department is in the process of building several rooms inside the facility to aid in the mission of animal care, control, and community engagement.

Total Project Cost: $88,800.

Justification: The McFarland Animal Control Department is operating in a facility that is inadequate for the needs of the animal shelter. We currently lack an adequate medical exam room, medication storage, community interaction or meet and greet room, sufficient supply storage, office space, and a break room for staff.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties to the existing city goals and policies as it will assist with providing updated resources to provide for a more sustainable infrastructure and a neighborly and safe community. This project will complete the Animal Control facility to adhere to state guidelines regarding animal care, medical needs, medication storage and allow additional room for the expanding staffing needs.

Project Contact: Chief Brian Knox
Project Status: The project is in the design development process of the Pre-construction phase., Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total General Fund 88,800 88,800
-
-
Total - 88,800 - - - - 88,800
Project Funding Sources
Project Effect on the Operating Budget: This project will no incur any additional costs to the budget but will allow for the animal shelter to mitigate the overpopulation of dogs in our community and stay in compliance with state regulations.

Attachment A
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 88,800 88,800
Construction Management -
Equipment Acquisition -
Total - 88,800 - - - - 88,800
Project Costs by Phase
242

NEW POLICE STATION
Project Summary: Design, site improvements and construction of a new police station.

Total Project Cost: $14,000,000
Justification: A new police station is necessary due to the inadequate footprint of the existing police station. A new police station will provide adequate facilities for modern policing, increase workspace for officers, address health and safety concerns, accommodate growth and expansion, and improve overall efficiency and effectiveness of law enforcement in the community.

Additional Funding Requested: $0
Goal and Policy Links: A new police station can contribute to a safe and neighborly community.

Project Contact: Brian Knox, Chief of Police
Project Status: In construction design phase. Expected to break ground in FY25-26.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Hurtado/Bains 340,000 4,660,000 5,000,000
Unknown 2,500,000 6,500,000 9,000,000
-
Total 340,000 7,160,000 14,000,000 - - - 14,000,000
Project Funding Sources
Project Effect on the Operating Budget: Significant increase in ongoing repairs, maintenance and utilities will occur. Total impact is difficult to quantify until the design is complete.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 340,000 660,000 1,000,000
Construction 6,500,000 6,500,000 13,000,000
Software Programming -
Equipment Acquisition -
Total 340,000 7,160,000 6,500,000 - - - 14,000,000
Project Costs by Phase
243

NEW MULTIPURPOSE FACILITY AND EMERGENCY OPERATIONS CENTER Project Summary: Design, site improvements and
construction of a new facility to serve as an emergency operations center and multipurpose building.

Total Project Cost: $5,500,000
Justification: The City currently lacks an emergency
operations center and adequate space for public works
operations. The absence of an EOC can impede
emergency response efforts during natural disasters,
severe weather, or other crisis situations. Also, existing City facilities do no provide adequate space for public works operations, such as storage for vehicles and equipment, maintenance areas, and administrative offices.

Additional Funding Requested: N/A
Goal and Policy Links: A new multipurpose facility and emergency operations center can contribute to a safe and neighborly community and an efficient and effective government.

Project Contact: Brian Knox, Chief of Police
Project Status: Waiting on funding in order to commence.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total -
Unknown 5,500,000 5,500,000
-
Total - - - 5,500,000 - - 5,500,000
Project Funding Sources
Project Effect on the Operating Budget: Significant increase in ongoing repairs, maintenance and utilities will occur. Total impact is difficult to quantify until the design is complete.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 5,500,000 5,500,000
Software Programming -
Equipment Acquisition -
Total - - - 5,500,000 - - 5,500,000
Project Costs by Phase
244

Overpasses- Sherwood, Perkins, Elmo
Project Summary: Grind 3” of existing asphalt paving, cap with new AC.

Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, and signage.

Total Project Cost: $2,037,615
Justification: Overpasses above the state Highway 99 and railroad are listed as “poor to failed” on the November 2022 pavement management report, with a pavement condition index of 20% and 37% on a scale of 1 to 100% these overpasses experience a high volume of traffic.

Additional Funding Requested: $250,450
Goal and Policy Links: This project ties directly to the City Councils priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design 100% complete. Anticipate construction in 2025-2026 pending funding.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total SB1 37,615 37,615
Valadao Community Grant 1,749,550 250,450 2,000,000
-
Total 1,787,165 250,450 - - - - 2,037,615
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 37,615 37,615
Construction 1,749,550 250,450 2,000,000
Construction Management -
Equipment Acquisition -
Total 1,787,165 250,450 - - - - 2,037,615
Project Costs by Phase
245

East Kern Ave.- Industrial to San Pedro
Project Summary: Grind 3” of existing asphalt paving, cap with new AC.

Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $427,402
Justification: East Kern is a residential/commercial street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 19% and 23% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design complete. Construction pending approval of grant for pedestrian and landscaping improvements along E. Kern.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total SB1 30,555 396,847 427,402
-
-
Total 30,555 396,847 - - - - 427,402
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 30,555 30,555
Construction 396,847 396,847
Construction Management -
Equipment Acquisition -
Total 30,555 396,847 - - - - 427,402
Project Costs by Phase
246

W. Kern Ave. Reconstruction
3rd St. to 5th St.

Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps. Install new crosswalks, centerlines, parking stalls, and signage.

Total Project Cost: $615,000
Justification: W. Kern Ave. is a heavily utilized collector street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 13% and 19% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Councils priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase complete, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total SB1 85,000 85,000
RSTP 429,686 429,686
TDA 55,672 55,672
Total 85,000 485,358 - - - - 570,358
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 85,000 85,000
Construction 485,358 485,358
Construction Management -
Equipment Acquisition -
Total 85,000 485,358 - - - - 570,358
Project Costs by Phase
247

3rd St. Rehab – W. Sherwood to W. Perkins
Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $741,600
Justification: 3rd St. is a collector/residential street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 18% and 23% on a scale of 1 to 100%.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total SB1 53,000 362,297 415,297
TDA 326,303 326,303
-
Total 53,000 688,600 - - - - 741,600
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 53,000 53,000
Construction 626,000 626,000
Construction Management 62,600 62,600
Equipment Acquisition -
Total 53,000 688,600 - - - - 741,600
Project Costs by Phase
248

Asphalt RejuvenationVarious Streets
Project Summary: Rejuvenate existing streets classified as excellent or good on the November 2022 pavement management report with reclamite, a maltene-based asphalt rejuvenation product.

Total Project Cost: $$1,066,327
Justification: Rejuvenation will extend the useful life of streets rated good to excellent by 5-7 years or about 30%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Councils priorities of sustainable infrastructure and efficient and effective government.

Project Contact: Public Works Director
Project Status: Budget phase, ongoing on an annual basis.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total TDA 304,827 350,000 90,500 99,000 107,000 115,000 1,066,327 -
-
Total 304,827 350,000 90,500 99,000 107,000 115,000 1,066,327 Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will remain the same but CIP budget will be reduced long term.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 304,827 350,000 90,500 99,000 107,000 115,000 1,066,327 Construction Management -
Equipment Acquisition -
Total 304,827 350,000 90,500 99,000 107,000 115,000 1,066,327 Project Costs by Phase
249

7th St. Rehab – California Ave. to W. Perkins Ave.

Project Summary: Grind 3” of existing asphalt paving, cap with new AC.

Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $678,700
Justification: 7th St. is a residential street and is listed as “failed” on the November 2022 pavement management report, with an average pavement condition index of 17% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 64,200 614,500 678,700
-
-
Total 64,200 614,500 - - - - 678,700
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 64,200 64,200
Construction 542,900 542,900
Construction Management 71,600 71,600
Equipment Acquisition -
Total 64,200 614,500 - - - - 678,700
Project Costs by Phase
250

A St. Rehab – Browning Rd to Wiley St
Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $651,400
Justification: A St. is a residential street and is listed as “failed” and “fair” on the November 2022 pavement management report, with an average pavement condition index of 38% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly, safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025- 2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant $ 61,600 $ 589,800 $ 651,400
$ -
$ -
Total $ 61,600 $ 589,800 $ - - $ - $ - $ $ 651,400
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 61,600 61,600
Construction 521,100 521,100
Construction Management 68,700 68,700
Equipment Acquisition -
Total 61,600 589,800 - - - - 651,400
Project Costs by Phase
251

B St. Rehab – Industrial St. to Wiley St.

Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $948,700
Justification: B St. is a residential street and is listed as “failed” on the November 2022 pavement management report, with an average pavement condition index of 21% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 89,700 859,000 948,700
-
-
Total 89,700 859,000 - - - - 948,700
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 89,700 89,700
Construction 759,300 759,300
Construction Management 99,700 99,700
Equipment Acquisition -
Total 89,700 859,000 - - - - 948,700
Project Costs by Phase
252

Robertson Ave. Rehab – 5th St. to 2nd St.

Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $470,800
Justification: Robertson Ave. is a residential street and is listed as “failed” on the November 2022 pavement management report, with an average pavement condition index of 18% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 44,500 426,300 470,800
-
-
Total 44,500 426,300 - - - - 470,800
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 44,500 44,500
Construction 376,400 376,400
Construction Management 49,900 49,900
Equipment Acquisition -
Total 44,500 426,300 - - - - 470,800
Project Costs by Phase
253

9th St. Rehab – W. Kern Ave. to W. Perkins Ave.

Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $433,200
Justification: 9th St. is a residential street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 21% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 40,900 392,300 433,200
-
-
Total 40,900 392,300 - - - - 433,200
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 40,900 40,900
Construction 346,300 346,300
Construction Management 46,000 46,000
Equipment Acquisition -
Total 40,900 392,300 - - - - 433,200
Project Costs by Phase
254

San Juan St. Rehab – E. Perkins Ave to Glenwood Ave
Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $371,800
Justification: San Juan St. is a residential street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 23% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council's priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 35,100 336,700 371,800
-
-
Total 35,100 336,700 - - - - 371,800
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 35,100 35,100
Construction 297,100 297,100
Construction Management 39,600 39,600
Equipment Acquisition -
Total 35,100 336,700 - - - - 371,800
Project Costs by Phase
255

Mt. Arbor Rehab – E. Sherwood Ave. to E. Kern Ave.

Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $414,400
Justification: Mt. Arbor Ave. is a residential street and is listed as “failed” and “fair” on the November 2022 pavement management report, with an average pavement condition index of 34% on a scale of 1 to 100%.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 39,100 375,300 414,400
-
-
Total 39,100 375,300 - - - - 414,400
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 39,100 39,100
Construction 331,200 331,200
Construction Management 44,100 44,100
Equipment Acquisition -
Total 39,100 375,300 - - - - 414,400
Project Costs by Phase
256

Patch Truck
Project Summary: Purchase of a Heated Patch Truck for repair of asphalt and maintenance of roads.

Total Project Cost: $280,320
Justification: To replace existing equipment that has been outgrown by city growth and annexations of numerous roads.

Additional Funding Requested: $15,000
Goal and Policy Links: This purchase will ensure that the City continues to maintain a safe driving environment for our community.

Project Contact: Public Works Director.

Project Status: Waiting for approval in order to commence.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant $265,320 15,000 280,320
-
-
Total 265,320 15,000 - - - - 280,320
Project Funding Sources
Project Effect on the Operating Budget: No additional on-going cost. One-Time purchase.

Prior Years 2025-26 2026-27 2027-28 2027-28 2028-29 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 265,320 15,000 280,320
Total 265,320 15,000 - - - - 280,320
Project Costs by Phase
257

Emulsion Spray Trailer
Project Summary: Purchase of a Heated Emulsion Spray Trailer for application of various asphalt emulsions for maintenance of roads.

Total Project Cost: $33,005
Justification: To increase street maintenance operations and to prolong the life expectancy of existing roads in good condition.

Additional Funding Requested: $0
Goal and Policy Links: This purchase will ensure that the City continues to maintain a safe driving environment for our community.

Project Contact: Public Works Director
Project Status: Waiting on approval in order to commence.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 33,005 33,005
-
-
Total 33,005 - - - - - 33,005
Project Funding Sources
Project Effect on the Operating Budget: No additional on-going cost. One-Time purchase.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 33,005 33,005
Total 33,005 - - - - - 33,005
Project Costs by Phase
258

3rd St. Rehab – Hail Ln to Frontage Rd
Project Summary: Grind 3” of existing asphalt paving, cap with new AC. Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, parking stalls, and signage.

Total Project Cost: $344,900
Justification: 3rd St. is a residential street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 18% on a scale of 1 to 100%.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipated completion 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 344,900 344,900
-
-
Total - 344,900 - - - - 344,900
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 33,400 33,400
Construction 275,660 275,660
Construction Management 35,840 35,840
Equipment Acquisition -
Total - 344,900 - - - - 344,900
Project Costs by Phase
259

Ride-On Automatic Paint Striper
Project Summary: Purchase of a ride-on paint striper
Total Project Cost: $35,000
Justification: The current aging striper has undergone numerous repairs over time and is now inoperable. The frequency and rising cost of these repairs have made continued maintenance no longer costeffective. Additionally, recently annexed areas have increased the total roadway mileage maintained by city staff. Upgrading to a new striper with an onboard bead system would enhance efficiency and improve nighttime visibility through increased reflectivity.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: Waiting on funds for purchase
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total General Fund 35,000 35,000
-
-
Total - 35,000 - - - - 35,000
Project Funding Sources
Project Effect on the Operating Budget: No additional on-going cost. One-Time purchase Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 35,000 35,000
Total - 35,000 - - - - 35,000
Project Costs by Phase
260

HSIP Cycle 12 – Various Crosswalks
Project Summary: Install warning signs, upgrade markings to the high visibility, install curb ramps where missing and other enhanced safety features at the following uncontrolled intersections; W. Sherwood Ave. and 3rd St, E. Taylor Ave. and Melgar Ave., Garzoli Ave. and Horizon Dr., Browning Rd and Isabel Ct.

Total Project Cost: $394,600
Justification: Many uncontrolled intersections along collectors create safety hazards to pedestrians and vehicles alike. The City’s systemic analysis report identifies the listed intersections as unsafe. This project will increase the safety for pedestrians and drivers at these intersections.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of a neighborly safe community.

Project Contact: Public Works Director
Project Status: Design complete, construction anticipated 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 394,600 394,600
-
-
Total - 394,600 - - - - 394,600
Project Funding Sources
Project Effect on the Operating Budget: This project will have minimal effect either in savings or additional cost.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 44,700 44,700
Construction 349,900 349,900
Construction Management -
Equipment Acquisition -
Total - 394,600 - - - - 394,600
Project Costs by Phase
HSIP Cycle 12
261

San Pedro St.- E. Sherwood to E. Perkins
Project Summary: Grind 3” of existing asphalt paving, cap with new AC.

Demo and install new curb and gutter where damaged, new ADA curb ramps, centerlines, and signage.

Total Project Cost: $668,043
Justification: San Pedro is a residential street and is listed as “failed” on the November 2022 pavement management report, with a pavement condition index of 26% and 40% on a scale of 1% to 100%.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly safe community.

Project Contact: Public Works Director
Project Status: Design in progress, anticipate completion in 25-26. Anticipate construction completed 2026- 2027.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 37,365 630,678 668,043
-
-
Total - 37,365 630,678 - - - 668,043
Project Funding Sources
Project Effect on the Operating Budget: Maintenance on the roadway will be reduced.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design $37,365 37,365
Construction 630,678 630,678
Construction Management -
Equipment Acquisition -
Total - 37,365 630,678 - - - 668,043
Project Costs by Phase
SB1
262

Wastewater Expansion
Project Summary: Increase the capacity of the Wastewater Treatment Plant by changing the plant from lagoon treatment system to an activated sludge treatment process. This will be accomplished by construction of various items within the existing plant.

Total Project Cost: $17,034,000
Justification: The existing wastewater plant demand is almost at capacity. To meet the needs of future development and adherence to increasingly stringent state mandated discharge requirements the capacity of the wastewater plant must be significantly increased.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and neighborly and safe community.

Project Contact: Public Works Director
Project Status: Budget process, design expected to begin in 2025-2026 with construction starting by 2026-2027, contingent on funding.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State Revolving Fund 740,000 8,147,000 8,147,000 17,034,000 -
-
Total - - 740,000 8,147,000 8,147,000 - 17,034,000
Project Funding Sources
Project Effect on the Operating Budget: Substantial cost increase in manpower, equipment, and utilities will occur. Total impact will not be understood until design is complete.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 740,000 740,000
Construction 8,147,060 8,147,060 16,294,120
Construction Management -
Equipment Acquisition -
Total - - 740,000 8,147,060 8,147,060 - 17,034,120
Project Costs by Phase
263

Wastewater Line to Eastside (Taylor)
Project Summary: Increase the pipeline infrastructure of the City’s sewer system by constructing a sewer main on the southeast quadrant of the City of McFarland including boring under State Highway 99 and railroad tracks. This new line would tie into the existing sewer main running along Taylor Ave, West of Highway 99. This project will be built in three phases.

Total Project Cost: $6,550,000
Justification: The City of McFarland recently annexed 1900 acres of land for future expansion. The majority of this expansion is for commercial, industrial and light industrial uses east of State Hwy 99.

Currently this area has no tie-in with the wastewater plant. This pipeline would provide the necessary connection.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure, neighborly and safe community.

Project Contact: Public Works Director
Project Status: Budget process, design expected to begin in 2025-2026 with construction starting by 2026-2027, contingent on funding. Project will occur in three phases.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Valadao Community Grant 55,000 690,000 1,168,000 3,087,000 5,000,000 Wastewater Reserves 1,550,000 1,550,000
-
Total - 55,000 690,000 1,168,000 4,637,000 - 6,550,000
Project Funding Sources
Project Effect on the Operating Budget: Increased sewer line maintenance because of expansion.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 55,000 95,000 163,000 313,000
Construction 595,000 1,005,000 4,637,000 6,237,000
Construction Management -
Equipment Acquisition -
Total - 55,000 690,000 1,168,000 4,637,000 - 6,550,000
Project Costs by Phase
264

Fleet Replacement Program
Project Summary: Annually purchase one vehicle to keep Wastewater Department fleet operational.

Total Project Cost: $170,000 over 4 years.

Justification: Provide safe, reliable vehicles for work related staff use, maximizing reliability while minimizing repair cost.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: Ongoing for over four years.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total -
-
Wastewater Reserves 75,000 45,000 50,000 170,000
Total 75,000 45,000 50,000 - - - 170,000
Project Funding Sources
Project Effect on the Operating Budget: Reduced auto repairs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 75,000 45,000 50,000 170,000
Total 75,000 45,000 50,000 - - - 170,000
Project Costs by Phase
265

PLC/Pump Control Panels
Project Summary: Design, purchase and install new electrical control panels at San Juan lift station. Hail Lane sewer lift station project has been completed.

Total Project Cost: $190,000
Justification: Replace old outdated unreliable electrical controls with new electronic controls that can tie-into emergency back-up electrical generator.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priority of sustainable infrastructure.

Project Contact: Public Works Director
Project Status: Budget phase, complete in 2024-2025.

Procurement 2025-2026
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Wastewater Reserve 190,000 190,000
-
-
Total 190,000 - - - - 190,000
Project Funding Sources
Project Effect on the Operating Budget: This project will reduce maintenance costs at the lift stations and frequent sewer backups.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 190,000 190,000
Total 190,000 - - - - - 190,000
Project Costs by Phase
266

WWTP Pre-engineered Metal Building
Project Summary: Install a Parking/Storage Garage at the WWTP.

Total Project Cost: $102,000
Justification: Provide a secure area to park city vehicles on site, reduce fuel and staff costs. Staff is currently storing vehicles at city hall, due to unsecure parking area at WWTP. The ability to respond to emergency situations and spills in a timely and efficient manner, by arriving at WWTP where all the controls are located for the city’s lift stations. This would maximize the time and efficiency of the operators.

Additional Funding Requested: $27,000
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: Planning Phase, Design for grading and Foundation scheduled for Fiscal Year 2025-26, Construction anticipated to start 2025-26
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Wastewater Reserves 75,000 27,000 102,000
-
-
Total 75,000 27,000 - - - - 102,000
Project Funding Sources
Project Effect on the Operating Budget: This project will have minimal cost implications.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 12,000 12,000
Construction 75,000 15,000 90,000
Construction Management -
Equipment Acquisition -
Total 75,000 27,000 - - - - 102,000
Project Costs by Phase
267

Wastewater Emergency Generator
Project Summary: Purchase portable emergency back-up generators for Lift Stations
Total Project Cost: $35,000
Justification: To ensure that lift station pumps continue to effectively direct sewage toward the wastewater treatment plant, it is essential to have reliable emergency response measures in place. This includes securing emergency generators to respond promptly to power outages and maintain uninterrupted operation of the sewer system.

Additional Funding Requested: $5,000
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget. Procurement to occur in 2024-2025.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Wastewater Reserves 30,000 5,000 35,000
-
-
Total 30,000 5,000 - - - - 35,000
Project Funding Sources
Project Effect on the Operating Budget: Increased cost due to permitting and fuel costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 30,000 5,000 35,000
Total 30,000 5,000 - - - - 35,000
Project Costs by Phase
268

Wastewater Skid Steer
Project Summary: Purchase one Skid Steer for maintenance of the Wastewater Treatment plant.

Total Project Cost: $80,000
Justification: A skid steer will provide staff the equipment to ensure efficient maintenance of the 49 acres, lagoons, and reservoirs at the wastewater plant.

Additional Funding Requested: $8,000
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: One time purchase in 2025-2026
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total -
-
Wastewater Reserves 72,000 8,000 80,000
Total 72,000 8,000 - - - - 80,000
Project Funding Sources
Project Effect on the Operating Budget: Reduced labor hours

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 72,000 8,000 80,000
Total 72,000 8,000 - - - - 80,000
Project Costs by Phase
269

WWTP SCADA
Project Summary: Design, purchase and install new SCADA control panels at WWTP.

Total Project Cost: $175,800.00
Justification: Replace old outdated unreliable SCADA controls with new electronic controls that are easily repaired with new in stock parts. Current system is obsolete and unable to get parts, only parts available are used online with no warranty. Reduce cost of constant service calls for SCADA related issues.

Additional Funding Requested: $50,000
Goal and Policy Links: This project ties directly to the City Council’s priority of sustainable infrastructure.

Project Contact: Public Works Director
Project Status: Budget/phase, complete in 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-3 Total Wastewater Reserves 125,800 50,000 175,800
-
-
Total 125,800 50,000 - - - - 175,800
Project Funding Sources
Project Effect on the Operating Budget: This project will reduce maintenance costs at the lift stations.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 125,800 50,000 175,800
Total 125,800 50,000 - - - - 175,800
Project Costs by Phase

270

Rover Pipeline Camera
Project Summary: One time purchase of Pipeline Camera system Total Project Cost: $70,000
Justification: Provide Staff the ability to diagnose and troubleshoot any issues in our sewer line system by deploying a camera system. The Rover Camera device also allows staff to localize sewer laterals that are not marked on the master plan.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: Awaiting funding to purchase
Project Costs and Funding Sources:

Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 70,000 70,000
Total - 70,000 - - - - 70,000
Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Wastewater Reserves 70,000 70,000
-
-
Total - 70,000 - - - - 70,000
Project Funding Sources
Project Effect on the Operating Budget: Reduce cost to 3rd party vendors. Time efficiency to respond to emergency call outs for equipment failures and possibility of Sewer spills on public roads and community. 271

Taylor Well Replacement
Project Summary: Drill a new document water well at the Taylor Well site.

Total Project Cost: $6,500,000
Justification: The Taylor Ave. water well is not currently being utilized because of excess sand and bio growth. Without this well in service the City of McFarland experiences difficulty supplying water at adequate volume and pressure with no reserve.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget phase. Design and Construction contingent on SWRCB Funding.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State Revolving Fund 500,000 2,000,000 2,000,000 2,000,000 6,500,000 -
-
Total - - 500,000 2,000,000 2,000,000 2,000,000 6,500,000 Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 500,000 500,000
Construction 2,000,000 2,000,000 2,000,000 6,000,000
Construction Management -
Equipment Acquisition -
Total - - 500,000 2,000,000 2,000,000 2,000,000 6,500,000 Project Costs by Phase
272

Well #6 Replacement
Project Summary: Drill a new domestic water well at the existing Well #6 site on Hail Ln.

Total Project Cost: $6,500,000
Justification: Water from Well #6 is pumped intermittently and blended with water from other sites because of issues with hydrogen sulfide (H2S) and nitrate levels. By drilling a new, deeper well these issues can be significantly reduced.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s Priority of sustainable infrastructure.

Project Contact: Public Works Director
Project Status: Budget phase. Design and construction contingent on SWRCB funding
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State Revolving Fund 500,000 2,000,000 2,000,000 2,000,000 6,500,000 -
-
Total - - 500,000 2,000,000 2,000,000 2,000,000 6,500,000 Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 500,000 500,000
Construction 2,000,000 2,000,000 2,000,000 6,000,000
Construction Management -
Equipment Acquisition -
Total - - 500,000 2,000,000 2,000,000 2,000,000 6,500,000 Project Costs by Phase
273

1.0 MG Storage Tank and Booster
Project Summary: Design and construct a new water storage tank and pressure boosting pump.

Total Project Cost: $3,750,000
Justification: As the Taylor Ave well is brought back online and development begins as a result of the recent annexation of 1900 acres into the City of McFarland, there will be a need to build an additional water storage tank.

This will enable distribution of both volume of water and pressure to both the residents and commercial users.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget phase. Design and Construction contingent on SWRCB Funding
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State Revolving Fund 3,750,000 3,750,000
-
-
Total - - 3,750,000 - - - 3,750,000
Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 3,750,000 3,750,000
Construction Management -
Equipment Acquisition -
Total - - 3,750,000 - - - 3,750,000
Project Costs by Phase
274

Emergency Standby Generators
Project Summary: Install emergency back-up generators for the Taylor replacement well, new well and Garzoli well.

Total Project Cost: $1,275,000
Justification: To ensure water delivery during extended electrical power outages, emergency generators are needed. This will become increasingly necessary as the city expands its commercial and industrial footprint.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget. Procurement and installation to occur in 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Water Reserves 425,000 425,000
State Revolving Fund 850,000 850,000
-
Total 425,000 - 850,000 - - - 1,275,000
Project Funding Sources
Project Effect on the Operating Budget: Increased cost due to permitting and fuel costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 425,000 850,000 1,275,000
Construction Management -
Equipment Acquisition -
Total 425,000 - 850,000 - - - 1,275,000
Project Costs by Phase
275

Advanced Metering Infrastructure
Project Summary: Install infrastructure and water metering equipment to enable remote monthly meter reading.

Total Project Cost: $3,000,000
Justification: Currently water meters are read monthly, on a manual basis.

The cost of this effort is about $80,000 per year and is time consuming and prone to error. Converting to a remote system will significantly reduce manpower/ contract services and streamline the water meter reading/billing process. It will also result in much more accurate meter recording devices.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget phase. Construction contingent on SWRCB Funding.

Project Costs and Funding Sources:

Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 3,000,000 3,000,000
Construction Management -
Equipment Acquisition -
Total - - 3,000,000 - - - 3,000,000
Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State Revolving Fund 3,000,000 3,000,000
-
-
Total - - 3,000,000 - - - 3,000,000
Project Funding Sources
Project Effect on the Operating Budget: Cost savings of $100,000 per year. 276

New Well for Expansion
Project Summary: Drill a new domestic water well to serve the residents and commercial developments.

Total Project Cost: $6,500,000
Justification: Recently the city annexed 1900 acres for future residential, commercial, and industrial development. This development will require additional water supplies. Drilling a new well will satisfy the demand for additional water.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s overarching priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director, Community Development Director.

Project Status: Design Phase. Construction anticipated to begin in 2025- 26 under current 3 year plan
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Water Reserves 300,000 200,000 500,000
TCP Litigation Funds 2,000,000 2,000,000 2,000,000 6,000,000 -
Total 300,000 2,200,000 2,000,000 2,000,000 - - 6,500,000 Project Funding Sources
Project Effect on the Operating Budget: Increase cost of utilities and personnel.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 300,000 200,000 500,000
Construction 2,000,000 2,000,000 2,000,000 6,000,000
Construction Management -
Equipment Acquisition -
Total 300,000 2,200,000 2,000,000 2,000,000 - - 6,500,000 Project Costs by Phase
277

Fleet Replacement Program-Water Department
Project Summary: Annually purchase one vehicle to keep Water Department fleet operational.

Total Project Cost: $170,000 over 4 years.

Justification: Provide safe, reliable vehicles for work related staff use, maximizing reliability while minimizing repair cost.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to all three of the City Council’s priorities of sustainable infrastructure, neighborly and safe community, and efficient and effective government.

Project Contact: Public Works Director
Project Status: Ongoing for over Four years.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30
Water Reserves 75,000 45,000 50,000 170,000
-
-
Total 75,000 45,000 50,000 - - - 170,000
Project Funding Sources
Project Effect on the Operating Budget: Reduced auto repairs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 75,000 45,000 50,000 170,000
Total 75,000 45,000 50,000 - - - 170,000
Project Costs by Phase
278

Browning Road Well Replacement
Project Summary: Design and install a coconut activated carbon absorption/filtration system at the Browning Rd. water well.

Total Project Cost: $8,532,402
Justification: The Browning Rd. well water contains 1,2,3 Tri chloropropane (TCP) & Nitrate in concentrations the State of California exceeding drinking standards. City water engineers conducted an alternatives analysis and determined that drilling a new well to replace the Browning Road well would be the most cost effective long-term solution. The State Water Resources Control agreed with this determination and authorized the funding to design and drill a new well.

Additional Funding Requested: $0
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe, community.

Project Contact: Public Works Director
Project Status: Design Phase. Construction to occur in 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State Expedited Drinking Water Grant 500,000 6,000,000 2,032,402 8,532,402 -
-
Total 500,000 6,000,000 2,032,402 - - - 8,532,402
Project Funding Sources
Project Effect on the Operating Budget: Both labor and supply cost will increase as a result of this project. Not defined at this point.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 500,000 500,000
Construction 6,000,000 2,032,402 8,032,402
Construction Management -
Equipment Acquisition -
Total 500,000 6,000,000 2,032,402 - - - 8,532,402
Project Costs by Phase

279

Water PLC & SCADA Upgrade at Garzoli
Project Summary: Design, purchase and install new PLC and SCADA control panels at Garzoli Well.

Total Project Cost: $100,000
Justification: Replace old outdated unreliable PLC and SCADA controls with new electronic controls that are easily repaired with new in stock parts. The current system is obsolete and unable to get parts, only parts available are used online with no warranty. Reduce cost of constant service calls for SCADA related issues.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priority of sustainable infrastructure.

Project Contact: Public Works Director
Project Status: Budget/phase, to be completed in 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 100,000 100,000
Total 100,000 - - - - - 100,000
Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Water Reserves 100,000 100,000
-
-
Total 100,000 - - - - - 100,000
Project Funding Sources
Project Effect on the Operating Budget: This project will reduce maintenance costs at the lift stations. 280

Garzoli Well Media Filtration Cleaning
Project Summary: Clean the Filtration Media at Garzoli
Well Vessels
Total Project Cost: $85,000

Justification: The Media Filtration Vessels at the
Garzoli Well are required to be cleaned or replaced every 5 years. The Media has surpassed its useful life. Media cleaning is required to consistently provide safe drinking water.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget phase. Work to occur in 2025-2026 pending budget approval
Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Water Reserves 85,000 85,000
-
-
Total - 85,000 - - - - 85,000
Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 85,000 85,000
Total - 85,000 - - - - 85,000
Project Costs by Phase
281

Reverse Osmosis – Media Filtration Install & Vessel Cleaning Project Summary: The Reverse Osmosis Unit will need media filtration installed and cleaning of the Vessels
Total Project Cost: $28,000

Justification: The Reverse Osmosis Unit that was purchased did not come with Media Filtration from the Factory. To reduce the cost of cartridge filters and prolong the life of the RO system, filtration and cleaning of the vessels is needed.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of sustainable infrastructure and developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Budget phase. Work to occur in 2025-2026 pending budget approval
Project Costs and Funding Sources:

Project Costs by Phase
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction 28,000 28,000
Construction Management -
Equipment Acquisition -
Total - 28,000 - - - - 28,000
Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Water Reserves 28,000 28,000
-
-
Total - 28,000 - - - - 28,000
Project Funding Sources
Project Effect on the Operating Budget: This project will result in additional utility and maintenance costs. 282

Transit Facility
Project Summary: Design and construct a transit station providing a transit office, waiting area, and restrooms for public utilizing the transit system, along with a garage to house an eighteen-passenger bus and van, with area for minor repair and electric charging stations.

Total Project Cost: $1,807,824
Justification: Existing bus/van parking area is not conducive to interface with the public. It does not allow for charging stations and does not provide an area for maintenance.

Additional Funding Requested: $457,824
Goal and Policy Links: This project ties directly to the City Council’s priorities of developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Design phase, anticipate completion 2026-2027.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total State of Good Repair 130,000 49,321 179,321
TIRCP/ZETCP 1,628,503 1,628,503
-
Total 130,000 - 1,677,824 - - - 1,807,824
Project Funding Sources
Project Effect on the Operating Budget: Increase in operating costs due to new facility has yet to be determined.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design 130,000 130,000
Construction 1,547,824 1,547,824
Construction Management 130,000 130,000
Equipment Acquisition -
Total 130,000 - 1,677,824 - - - 1,807,824
Project Costs by Phase
283

Purchase Electric Transit Van
Project Summary: Purchase of a new E-Transit Passenger Van Total Project Cost: $71,041
Justification: The State of California has mandated that Municipalities have a certain percentage of Electric Vehicles in their fleet by 2035. The City of McFarland received LCTOP funds on a yearly basis which must be utilized before they are reallocated.

The purchase of a new Electric Van would allow the City to utilize the LCTOP funds and provide reliable transportation to the residents.

Additional Funding Requested: N/A
Goal and Policy Links: This project ties directly to the City Council’s priorities of developing a neighborly safe community.

Project Contact: Public Works Director
Project Status: Planning, anticipate procurement 2025-2026.

Project Costs and Funding Sources:

Project Costs by Phase
Project Funding Sources
Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total LCTOP 71,041 71,041
-
-
Total - 71,041 - - - - 71,041
Project Funding Sources
Project Effect on the Operating Budget: None.

Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Study -
Environmental Review -
Land Acquisition -
Site Preparation -
Design -
Construction -
Construction Management -
Equipment Acquisition 71,041 71,041
Total - 71,041 - - - - 71,041
Project Costs by Phase
284

STAFFING
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Staffing
FY 2025–26
285

City Manager Contract
Police Chief Contract
Police Captain Contract
Cold Case Investigator Contract
Finance Director Contract
Public Works Director Contract
Assistant Public Works Director Contract
Community Development Director Contract
Human Resources Director Contract
City Councilmembers $200

TITLE RANGE STEP A STEP B STEP C STEP D STEP E STEP F STEP A STEP F Administrative Assistant I 15 1,489.75 1,564.24 1,642.45 1,724.57 1,810.80 1,901.34 18.62 23.77 Accounting Clerk I 15 1,489.75 1,564.24 1,642.45 1,724.57 1,810.80 1,901.34 18.62 23.77 Community Service Officer 15 1,489.75 1,564.24 1,642.45 1,724.57 1,810.80 1,901.34 18.62 23.77 Accounting Clerk II 19 1,644.41 1,726.63 1,812.96 1,903.61 1,998.79 2,098.72 20.56 26.23 Animal Control/Code Enforcement Officer 19 1,644.41 1,726.63 1,812.96 1,903.61 1,998.79 2,098.72 20.56 26.23 Police Office Technician 19 1,644.41 1,726.63 1,812.96 1,903.61 1,998.79 2,098.72 20.56 26.23 Community Development Technician 19 1,644.41 1,726.63 1,812.96 1,903.61 1,998.79 2,098.72 20.56 26.23 Water Operator In Training 19 1,644.41 1,726.63 1,812.96 1,903.61 1,998.79 2,098.72 20.56 26.23 Wastewater Treatment Plant Operator In Training 19 1,644.41 1,726.63 1,812.96 1,903.61 1,998.79 2,098.72 20.56 26.23 Street Maintenance I 22 1,770.85 1,859.39 1,952.36 2,049.97 2,152.47 2,260.10 22.14 28.25 Police Emergency Dispatcher 25 1,907.01 2,002.36 2,102.47 2,207.60 2,317.98 2,433.88 23.84 30.42 Accounting Clerk III 25 1,907.01 2,002.36 2,102.47 2,207.60 2,317.98 2,433.88 23.84 30.42 Sweeper/Street Maintenance Worker I 25 1,907.01 2,002.36 2,102.47 2,207.60 2,317.98 2,433.88 23.84 30.42 Transit Operator 25 1,907.01 2,002.36 2,102.47 2,207.60 2,317.98 2,433.88 23.84 30.42 Administrative Assistant II 26 1,954.68 2,052.42 2,155.04 2,262.79 2,375.93 2,494.72 24.43 31.18 Facilities Maintenance Specialist 27 2,003.55 2,103.73 2,208.91 2,319.36 2,435.33 2,557.09 25.04 31.96 Water Operator I 27 2,003.55 2,103.73 2,208.91 2,319.36 2,435.33 2,557.09 25.04 31.96 Wastewater Treatment Plant Operator I 27 2,003.55 2,103.73 2,208.91 2,319.36 2,435.33 2,557.09 25.04 31.96 Crime Scene Technician 27 2,003.55 2,103.73 2,208.91 2,319.36 2,435.33 2,557.09 25.04 31.96 Police Officer Reserve/Trainee 27 2,003.55 2,103.73 2,208.91 2,319.36 2,435.33 2,557.09 25.04 31.96 Communications and Marketing Specialist 27 2,003.55 2,103.73 2,208.91 2,319.36 2,435.33 2,557.09 25.04 31.96 Animal Control/Code Enforcement Supervisor 29 2,104.98 2,210.23 2,320.74 2,436.78 2,558.61 2,686.55 26.31 33.58 Administrative Assistant III 30 2,157.60 2,265.48 2,378.76 2,497.70 2,622.58 2,753.71 26.97 34.42 Water Operator II 30 2,157.60 2,265.48 2,378.76 2,497.70 2,622.58 2,753.71 26.97 34.42 Wastewater Treatment Plant Operator II 30 2,157.60 2,265.48 2,378.76 2,497.70 2,622.58 2,753.71 26.97 34.42 Parks and Streets Maintenance Supervisor 32 2,266.83 2,380.17 2,499.18 2,624.14 2,755.35 2,893.12 28.34 36.16 Staff Accountant 32 2,266.83 2,380.17 2,499.18 2,624.14 2,755.35 2,893.12 28.34 36.16 Police Officer 33 2,323.50 2,439.68 2,561.66 2,689.74 2,824.23 2,965.44 29.04 37.07 School Resource Officer 33 2,323.50 2,439.68 2,561.66 2,689.74 2,824.23 2,965.44 29.04 37.07 Building Inspector I/Code Enforcement Officer 35 2,441.13 2,563.19 2,691.35 2,825.91 2,967.21 3,115.57 30.51 38.94 Police Corporal 37 2,564.71 2,692.95 2,827.59 2,968.97 3,117.42 3,273.29 32.06 40.92 Communication/Records Supervisor 38 2,628.83 2,760.27 2,898.28 3,043.20 3,195.36 3,355.13 32.86 41.94 Wastewater Treatment Plant Operator III/ Supervisor 38 2,628.83 2,760.27 2,898.28 3,043.20 3,195.36 3,355.13 32.86 41.94 Water Operator III/Supervisor 38 2,628.83 2,760.27 2,898.28 3,043.20 3,195.36 3,355.13 32.86 41.94 Accounting Supervisor 38 2,628.83 2,760.27 2,898.28 3,043.20 3,195.36 3,355.13 32.86 41.94 Police Sergeant 41 2,830.96 2,972.51 3,121.14 3,277.19 3,441.05 3,613.10 35.39 45.16 City Clerk (Non-Certified) 35 2,441.13 2,563.19 2,691.35 2,825.91 2,967.21 3,115.57 30.51 38.94 City Clerk (Certified) 41 2,830.96 2,972.51 3,121.14 3,277.19 3,441.05 3,613.10 35.39 45.16 Assistant Engineer/Projects Manager 46 3,202.97 3,363.12 3,531.28 3,707.84 3,893.23 4,087.90 40.04 51.10 Grant Manager 46 3,202.97 3,363.12 3,531.28 3,707.84 3,893.23 4,087.90 40.04 51.10 Senior City Planner 46 3,202.97 3,363.12 3,531.28 3,707.84 3,893.23 4,087.90 40.04 51.10 Finance Manager 46 3,202.97 3,363.12 3,531.28 3,707.84 3,893.23 4,087.90 40.04 51.10

EXEMPT EMPLOYEE PAY SCHEDULE - BIWEEKLY HOURLY PAY

CITY OF MCFARLAND

POSITION & SALARY RANGE LIST
EFFECTIVE 07/01/2025-06/30/2026

CONTRACT EMPLOYEES

CITY COUNCIL - MONTHLY

NON- EXEMPT EMPLOYEE PAY SCHEDULE - BIWEEKLY HOURLY PAY 286

CITY CITY CITY HUMAN COMM PUBLIC ANIMAL CODE PUBLIC

COUNCIL ADMIN CLERK RESOURCES MARKETING FINANCE PLANNING ENGNEERING SAFETY CONTROL BUILDING ENFORCEMENT GRANTS STREETS FACILITIES LLMD SEWER REFUSE WATER TRANSIT TOTAL Accounting Clerk I Total - - - - - - - - - - - - - - - 0.66 0.66 0.68 - 2.00 Accounting Clerk II Total - - - - - - - - - - - - - - - 0.33 0.33 0.34 - 1.00 Accounting Clerk III Total - - - - 0.60 - - - - - - - - - - 0.60 0.20 0.60 - 2.00 Accounting Supervisor Total - - - - 0.30 - - - - - - - - - - 0.30 0.10 0.30 - 1.00 Administrative Assistant I Total - - - - - - - - - - - - 0.20 - - 0.30 0.20 0.30 - 1.00 Administrative Assistant III Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Animal Control/Code Enforcement Officer Total - - - - - - - - 1.00 - 1.00 - - - - - - - - 2.00 Animal Control/Code Enforcement Supervisor Total - - - - - - - - 0.50 - 0.50 - - - - - - - - 1.00 Assistant Public Works Director Total - - - - - - - - - - - - 0.15 - 0.05 0.30 0.15 0.30 0.05 1.00 Assistant Engineer/Projects Manager Total - - - - - - 0.40 - - - - - 0.30 - - 0.15 - 0.15 - 1.00 Building Inspector/Code Enfrocement Officer Total - - - - - - - - - 0.75 0.25 - - - - - - - - 1.00 City Clerk Total - - 0.40 - - - - - - - - - - - - 0.30 - 0.30 - 1.00 City Manager/Finance Director Total - 0.13 - - 0.13 - - - - - - - - - - 0.25 0.25 0.25 - 1.00 Cold Case Investigator Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Communication/Records Supervisor Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Communications & Marketing Specialist Total - - - - 1.00 - - - - - - - - - - - - - - - 1.00 Community Development Director Total - - - - - 0.35 - - - 0.35 - 0.30 - - - - - - - 1.00 Community Development Technician Total - - - - - 0.25 - - - 0.50 0.25 - - - - - - - - 1.00 Community Service Officer Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Council Member Total 5.00 - - - - - - - - - - - - - - - - - - 5.00 Crime Scene Technician Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Economic Development Manager Total - - - - - 0.35 - - - 0.35 - 0.30 - - - - - - - 1.00 Facility Maintenance Specialist Total - - - - - - - - - - - - - 1.00 - - - - - 1.00 Finance Manager Total - - - - 0.10 - - - - - - - - - - 0.30 0.30 0.30 - 1.00 Grants Manager Total - - - - - - - - - - - 1.00 - - - - - - - 1.00 Human Resources Director Total - - - 0.25 - - - - - - - - - - - 0.38 - 0.38 - 1.00 Police Captain Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Police Chief Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Police Corporal Total - - - - - - - - 3.00 - - - - - - - - - - - 3.00 Police Emergency Dispatcher Total - - - - - - - - 2.00 - - - - - - - - - - - 2.00 Police Office Technician Total - - - - - - - 3.00 - - - - - - - - - - - 3.00 Police Officer Total - - - - - - - 7.00 - - - - - - - - - - - 7.00 Police Officer Reserve/Trainee Total - - - - - - - 1.00 - - - - - - - - - - - 1.00 Police Sergeant Total - - - - - - - 4.00 - - - - - - - - - - - 4.00 Public Works Director Total - - - - - - - - - - - - 0.15 - 0.05 0.30 0.15 0.30 0.05 1.00 School Resource Officer Total - - - - - - - - 2.00 - - - - - - - - - - - 2.00 Senior City Planner Total - - - - - 1.00 - - - - - - - - - - - - - 1.00 Staff Accountant Total - - - - 0.30 - - - - - - - - - - 0.30 0.10 0.30 - 1.00 Street Maintenance I Total - - - - - - - - - - - - 3.75 - 1.25 - - - - 5.00 Street Maintenance Supervisor Total - - - - - - - - - - - - 0.75 - 0.25 - - - - 1.00 Street Sweeper Total - - - - - - - - - - - - 1.00 - - - - - - 1.00 Transit Driver Total - - - - - - - - - - - - - - - - - - 2.00 2.00 Wastewater Treatment Plant Operator I Total - - - - - - - - - - - - - - - 1.00 - - - 1.00 Wastewater Treatment Plant Operator II Total - - - - - - - - - - - - - - - - 2.00 - - - 2.00 Wastewater Treatment Plant Operator III/ Supervisor Total - - - - - - - - - - - - - - - 1.00 - - - 1.00 Water Operator I Total - - - - - - - - - - - - - - - - - 1.00 - 1.00 Water Operator II Total - - - - - - - - - - - - - - - - - 3.00 - 3.00 Water Operator III/Supervisor Total - - - - - - - - - - - - - - - - - 1.00 - 1.00 GRAND TOTAL 5.00 0.13 0.40 0.25 1.00 1.43 1.95 0.40 29.00 1.50 1.95 2.00 1.60 6.30 1.00 1.60 8.47 2.44 9.50 2.10 78.00

SALARY AND BENEFITS DISTRIBUTION RECAP

POSITION
287

FUND TYPE DEPARTMENT

AUTHORIZED
FY23-24

AUTHORIZED
FY24-25

AUTHORIZED
FY25-26
General Fund
City Council
City Clerk
Executive Administrative Specialist
Administrative Assistant
Council Member 5.00 5.00 5.00
Total City Council 5.00 5.00 5.00
City Administration
Assistant City Manager
Executive Administrative Specialist
Administrative Assistant 0.90 0.50
City Manager 0.25
City Manager/Finance Director 0.13 0.13
Human Resources Director
Deputy Public Works Director
Total City Administration 1.15 0.63 0.13
City Clerk
City Clerk 0.40 0.40 0.40
Administrative Assistant 0.10
Total City Clerk 0.50 0.40 0.40
Human Resources/Risk Management
Human Resources Director 0.25 0.25 0.25
Total Human Resources/Risk Management 0.25 0.25 0.25
Communications & Marketing
Communications & Marketing Specialist 1.00
Total Communications & Marketing - - 1.00
Finance and Accounting
Staff Accountant 0.60 0.30 0.30
Accounting Clerk III 0.20 0.60 0.60
City Manager/Finance Director 0.13 0.13
Finance Director 0.10
Accounting Supervisor 0.10 0.10 0.30
Finance Manager 0.10 0.10
Total Finance and Accounting 1.00 1.23 1.43
Planning
Senior City Planner 1.00 1.00 1.00
Community Development Director 0.60 0.35 0.35
Assistant Engineer/Projects Manager 0.75
Economic Development Manager 0.35
Community Development Technician 0.40 0.25
Administrative Assistant 0.10

CITY OF MCFARLAND

FULL-TIME EQUIVALENT POSITIONS
288

FUND TYPE DEPARTMENT

AUTHORIZED
FY23-24

AUTHORIZED
FY24-25

AUTHORIZED
FY25-26

CITY OF MCFARLAND

FULL-TIME EQUIVALENT POSITIONS
Total Planning 1.70 2.50 1.95
Engineering
Assistant Engineer/Projects Manager 0.40
Total Engineering - - 0.40
Public Safety
Administrative Assistant 1.00 0.50 1.00
City Manager 0.25
Community Service Officer 1.00 1.00 1.00
Police Corporal 1.00 1.00 3.00
Crime Scene Tech 1.00 1.00 1.00
Deputy Police Chief
Police Chief 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00
Police Lieutenant 2.00 1.00
Police Office Technician 4.00 4.00 3.00
Police Office Technician - Part Time 2.00
Police Emergecy Dispatcher 1.00 2.00
Police Officer 10.00 8.00 7.00
Police Officer Reserve/Trainee 1.00 1.00
Police Sergeant 4.00 4.00 4.00
School Resource Officer 1.00 2.00
Cold Case Investigator 1.00
Communication/Records Supervisor 1.00 1.00 1.00
Special Project Manager/Police Oversight Advisor 1.00
Senior Police Communication/Records Administrator
Total Public Safety 29.25 27.50 29.00
Animal Control
Animal Control Officer 2.00
Animal Control/Code Enforcement Officer 1.00 1.00
Animal Control/Code Enforcement Officer Supervisor 1.00 0.50 Community Development Director
Total Animal Control 2.00 2.00 1.50
Building Inspection
Community Development Director 0.20 0.35 0.35
Economic Development Manager 0.35
Community Development Technician 0.50
Building Inspector/Code Enforcement Officer 0.50 0.75
Building Inspector I 1.00 0.60
Total Building Inspection 1.20 1.45 1.95
Code Enforcement
Animal Control/Code Enforcement Officer 1.00 1.00
Building Inspector/Code Enforcement Officer 0.50 0.25
Animal Control/Code Enforcement Officer Supervisor 0.50 289

FUND TYPE DEPARTMENT

AUTHORIZED
FY23-24

AUTHORIZED
FY24-25

AUTHORIZED
FY25-26

CITY OF MCFARLAND

FULL-TIME EQUIVALENT POSITIONS
Community Development Technician 0.25
Code Enforcement Officer 0.73
Code Enforcement Officer - Part Time 0.73
Community Development Director 0.20
Total Code Enforcement 1.66 1.50 2.00
Grants Administration
Assistant Engineer/Projects Manager 0.25
Grants Administrator 1.00
Community Development Director 0.30 0.30
Economic Development Manager 0.30
Grant Manager 1.00 1.00
Grants Administrator in Training 1.00
Total Grants Administration 2.00 1.55 1.60
Streets
Public Works Director 0.20 0.15 0.15
Street Maintenance Supervisor 0.97 0.75 0.75
Street Maintenance I 2.00 2.25 3.75
Street Sweeper 1.00 1.00 1.00
Assistant Public Works Director 0.20 0.15 0.15
Assistant Engineer/Projects Manager 0.30
Administrative Assistant I 0.10 0.20 0.20
Total Streets 4.47 4.50 6.30
Facilities Maintenance
Facilities Maintenance Specialist 1.00 1.00
Total Facilities Maintenance - 1.00 1.00
Total General Fund 50.18 49.50 53.90
Special Revenue Funds
Lighting Landscaping and Maintenance District
Assistant Public Works Director 0.05 0.05
Public Works Director 0.05 0.05
Street Maintenance Supervisor 0.03 0.25 0.25
Street Maintenance I 2.75 1.25
Groundskeeper 2.00
Total Lighting Landscaping and Maintenance District 2.03 3.10 1.60 Total Special Revenue Funds 2.03 3.10 1.60
Enterprise Funds
Sewer
City Clerk 0.30 0.30 0.30
Executive Administrative Specialist
Staff Accountant 0.60 0.30 0.30
Assistant City Manager
Code Enforcement Officer 0.14
Code Enforcement Officer - Part Time 0.14
290

FUND TYPE DEPARTMENT

AUTHORIZED
FY23-24

AUTHORIZED
FY24-25

AUTHORIZED
FY25-26

CITY OF MCFARLAND

FULL-TIME EQUIVALENT POSITIONS
Accounting Clerk I 0.66 0.33 0.66
Public Works Director 0.30 0.30 0.30
Accounting Clerk III 0.60 0.60 0.60
WWTPO III/Supervisor 1.00 1.00 1.00
Wastewater Treatment Plant Operator I 2.00 2.00 1.00
Wastewater Treatment Plant Operator I 2.00
Wastewater Treatment Plant Operator In Training 1.00 1.00 Accounting Clerk II 0.33 0.66 0.33
Finance Director 0.30
City Manager 0.20
City Manager/Finance Director 0.25 0.25
Human Resources Director 0.38 0.38 0.38
Accounting Supervisor 0.30 0.30 0.30
Finance Manager 0.30 0.30
Assistant Public Works Director 0.30 0.30 0.30
Assistant Engineer/Projects Manager 0.15
Administrative Assistant 0.30 0.30 0.30
Total Sewer 8.84 8.32 8.47
Refuse
Staff Accountant 0.20 0.10 0.10
Assistant City Manager
Accounting Clerk I 0.66 0.33 0.66
Public Works Director 0.20 0.15 0.15
Accounting Clerk III 0.60 0.20 0.20
Accounting Clerk II 0.33 0.66 0.33
Finance Director 0.30
City Manager 0.10
City Manager/Finance Director 0.25 0.25
Accounting Supervisor 0.30 0.30 0.10
Finance Manager 0.30 0.30
Assistant Public Works Director 0.20 0.15 0.15
Administrative Assistant 0.20 0.20 0.20
Total Refuse 3.09 2.64 2.44
Water
City Clerk 0.30 0.30 0.30
Executive Administrative Specialist
Staff Accountant 0.60 0.30 0.30
Water Operator In Training 3.00 2.00
Assistant City Manager
Code Enforcement Officer 0.14
Code Enforcement Officer - Part Time 0.14
Utility Technician
Accounting Clerk I 0.34 0.34 0.68
Public Works Director 0.30 0.30 0.30
Accounting Clerk III 0.60 0.60 0.60
Accounting Clerk II 0.34 0.68 0.34
291

FUND TYPE DEPARTMENT

AUTHORIZED
FY23-24

AUTHORIZED
FY24-25

AUTHORIZED
FY25-26

CITY OF MCFARLAND

FULL-TIME EQUIVALENT POSITIONS
Finance Director 0.30
City Manager 0.20
City Manager/Finance Director 0.25 0.25
Human Resources Director 0.38 0.38 0.38
Accounting Supervisor 0.30 0.30 0.30
Finance Manager 0.30 0.30
Assistant Public Works Director 0.30 0.30 0.30
Assistant Engineer/Projects Manager 0.15
Water Supervisor 1.00 1.00 1.00
Water Operator I 1.00
Water Operator II 1.00 2.00 3.00
Administrative Assistant 0.30 0.30 0.30
Accounting Clerk I 0.34
Total Water 9.87 9.35 9.50
Public Transportation
Transit Driver 1.00 2.00 2.00
Public Works Director 0.05 0.05
Assistant Public Works Director 0.05 0.05
Total Public Transportation 1.00 2.10 2.10
Total Enterprise Funds 22.79 22.40 22.50
Grand Total All Funds 75.00 75.00 78.00
292

APPENDIX
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Appendix
FY 2025–26
293

BUDGET CALENDAR
The following outlines key budget tasks, dates and responsibilities in developing the 2025-26 Budget.

When Who What
March 14 Finance Distributes Operating and CIP budget instructions and worksheets
March 17-21 Finance Brief departments on budget process/worksheet preparation April 04 Departments Submit New Regular Staff Requests
April 11 Finance Distributes regular staffing, insurance and G&A costs April 18 Departments Submit budget worksheets, strategic initiatives, accomplishments and objectives, division descriptions and CIP project requests
April 21 to
April 25
Finance Review department submittals: meet with departments as needed
Prepare revenue, expenditure and changes in fund
balance/working capital projections
April 28 to
May 02
Finance Brief City Manager on revenue, expenditure and changes in fund balance projections and results of department review May 05 Departments Present any “appeals” to City Manager May 06 to
May 15
Finance
City Manager
Prepare Preliminary Budget
Review and approve Preliminary Budget
May 16 City Manager Issue 2025-26 Preliminary Budget
May 21 Council Preliminary Budget: Overview, General and Special Funds May 21 Council Preliminary Budget: Enterprise and Internal Service Funds June 11 Council Budget adoption (Regular Meeting)
294

APPROPRIATIONS LIMIT
In 1979, California voters approved Proposition 4 (Article XIII-B of the California State Constitution).

Informally known as the “Gann Spending Initiative,” this provision limits the total amount of appropriations in any fiscal year from “proceeds of taxes.” Accordingly, it is essentially a limitation on revenues from taxes, rather than a direct limit on spending.

In 1980, the State Legislature added Section 9710 to the Government Code which requires that the Council of each establish, by resolution, an appropriations limit for the following year. The limit for any fiscal year is equal to the previous year’s limit, adjusted for population changes and the change in the U.S. Consumer Price Index (or California per capita personal income, if smaller). The necessary statistical information is provided by the California Department of Finance.

The original Article XIII-B (Proposition 4) and its implementing legislation were further modified by Proposition 111 (approved by the voters in June 1990). The changes were incorporated into the 1990-91 and 1991-92 Appropriations Limits. Beginning with the 1990-91 Appropriations Limit, a city may choose annual adjustment factors. The adjustment factors include the growth in the California per capita income or the growth in the non-residential assessed valuation due to construction within the city; and the population growth within the county or the city.

The following compares the difference between McFarland’s 2025-26 Appropriations Limit and the estimated proceeds of taxes in the adopted 2025-26 Annual Budget. As reflected below, the City remains well below its Appropriations Limit for 2025-26.
295

Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Glossary
ACCOUNTING: (a)-The special field concerned with the design and implementation of procedures for the accumulation and reporting of financial data. (b)- The process of identifying, measuring, and communicating financial information to permit informed judgments and decisions by users of the information.

ACCOUNTING PERIOD: Any period of time at the end of which an agency determines its financial position and results of operations.

ACCOUNTING PROCEDURES: All processes that identify, record, classify, and summarize financial information to produce reports and to provide internal controls.

ACCOUNTING SYSTEM: The total structure of records and procedures which identify, record, classify, and report information on the financial operations of an agency through its funds, balance account groups, and organizational components.

ACCOUNTS PAYABLE: A short-term liability account reflecting amounts due to others for goods and services prior to the end of the accounting period (includes amounts billed but not paid).

ACCOUNTS RECEIVABLE: An asset account reflecting amounts due from others for goods and services provided prior to the end of an accounting period (includes amounts advanced but not repaid).

ACCRUAL BASIS: The method of accounting which calls for recognizing revenue/gains and expenditures/losses in the accounting period in which the transactions occur regardless of the timing of the related cash flow. Contrast with Cash Basis.

ACCUMULATED DEPRECIATION: The amount of depreciation that has accumulated to date during the existing useful life of City assets.

ACTUAL FISCAL YEAR: Amounts represent actual expenditures and financing sources for two fiscal years prior to the Recommended Budget fiscal year.

AD VALOREM TAXES: Revenue from taxes paid on real property and personal property which is calculated based on the “value” of the property.

ADOPTED BUDGET: The official budget is a legal document that is approved by a legislative body at the start of each fiscal year.

ALLOCATION: Division or distribution of resources according to a predetermined plan.

APPORTIONMENT: Allocation of State or Federal aid, district taxes, or other moneys to cities or other governmental units.

APPROPRIATION: A legal authorization to make expenditures and incur obligations for specific purposes.

GLOSSARY
FY 2025–26
296

GLOSSARY

GLOSSARY
ASSESSMENT: The process of making the official valuation of property for purposes of taxation.

ASSETS: A probable future economic benefit obtained or controlled by an entity as a result of past transactions or events.

AUDIT: An examination of financial statements and related documents, records, and accounts for the purpose of determining the propriety of transactions, whether transactions are recorded properly and whether statements drawn from accounts reflect an accurate picture of financial operations and financial status. Audits may also include reviews of compliance with applicable laws and regulations, economy and efficiency of operations and effectiveness in achieving program results. The general focus of the annual audit conducted on the City is usually a financial statement examination and compliance review.

AGENCY FUND: Includes the Successor Agency and McFarland Improvement Authority, which are under the authority of the Council, but are separate legal entities.

BALANCE SHEET: A basic financial statement that shows assets, liabilities, and fund balance of an entity as of a specific date.

BASIS OF BUDGETING: Basis of budgeting refers to the method used for recognizing revenues and expenditures in the budget. For the City of McFarland, the basis of budgeting is the same basis used for accounting: modified accrual.

BOND: Most often, a written promise to pay a specified sum of money, called the face value, at a specified date or dates in the future, called the maturity date(s), together will periodic interest at a specified rate.

BUDGET: A financial plan consisting of an estimate of proposed expenditures, the proposed means of financing and corresponding purpose for a given time period.

BUDGETARY CONTROL: The management of business affairs in accordance with an approved plan of estimated income and expenditures.

BUDGET EXPLANATION: A general discussion of the recommended budget as presented in writing to the City Council. The budget explanation contains a description of the principal budget items and their financial status at the time of budget development.

BUDGET FINANCIAL SCHEDULES: Provides summary and detailed information on financing sources/uses.

BUDGETARY AMENDMENT/MODIFICATION: A change in resources needed to accomplish an existing service level. This is a necessary adjustment to the current year budget already approved by the City Council.

BUDGET UNIT: The classification of expenditures and revenue into appropriately identified accounting or cost centers deemed necessary or desirable for control of financial operations.

Such units are devised at the discretion of the City.

GLOSSARY
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Glossary
FY 2025–26
297

GLOSSARY
BUDGETED POSITION: A unit of measure used to standardize positions with different bases (e.g., hours, months). All items are converted to full-time equivalent positions, which are represented as budgeted positions in departmental operations. A full time equivalent represents one employee working full-time for one year.

CANCEL (OR DECREASE) RESERVES: An accounting transaction to release obligated fund balances to finance appropriations.

CAPITAL IMPROVEMENT: A permanent addition to the City assets, including purchase of land, the design and construction of buildings and facilities or major renovations of the same.

CAPITAL IMPROVEMENT PLAN (CIP): A financial plan of proposed capital improvement projects with single and multiple-year capital expenditures. Th CIP plans for five years and is updated annually.

CAPITAL OUTLAY: The acquisition of fixed assets or additions to fixed assets, including land or existing buildings, improvements of grounds, construction of buildings, additions to buildings, remodeling of buildings, or equipment.

CASH: An asset account reflecting currency, checks, money orders, bank deposits, and banker’s drafts either on hand or on deposit with an official or agent designated as custodian of cash.

Any restrictions or limitations as to the use of cash must be indicated.

CASH BASIS: Method of accounting in which income and expenditures are recorded only when cash is actually received or disbursed (contrast with accrual basis).

CHART OF ACCOUNTS: A systematic list of accounts applicable to a specific entity.

CHANGE FROM BUDGET: The resulting variance when the recommended budget is compared to the adopted budget of the preceding year.

CONTRACTED SERVICES: Services rendered by personnel who are not on the payroll of the City, including all related expense covered by contract.

COST ALLOCATION: Overhead accounting provides for cost allocation of administrative and support service costs to service providing organizations. Allocation is based on different methods in unison or in combination, including expenditure budget amount, FTE employees and facility square footage. A weighting of overhead charges is further broken out for operational costs verses CIP. This service enables the City to determine the full cost of program budgeting and to recapture General Fund costs expended in contracting with outside agencies and in serving other funds of the City.

COST OF LIVING ADJUSTMENT (COLA): The COLA is commonly used to refer to general salary increases granted to employees or increases in benefit payments for recipients of public assistance to keep pace with inflation in the cost of goods and services as measured by the Consumer Price Index (CPI).

GLOSSARY
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Glossary
FY 2025–26
298

GLOSSARY
CURRENT LIABILITIES: Amounts due and payable for goods and services received prior to the end of the fiscal year. Current liabilities are paid within a relatively short period of time, usually within a year.

DEBT SERVICE FUND: A fund used to account for the accumulation of resources to make payments of principal and interest on general obligation bonds and other long-term debt.

DEBT SERVICE REQUIREMENTS: The amount of money required to pay interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds.

DEFICIT: (1)-Excess of liabilities over assets. (2)- The excess of expenditures or expenses over revenues during an accounting period.

DEPARTMENTAL PROGRAM SUMMARY: Provides information such as the legal authority for the program, whether the program is mandated or discretionary, the description of the program and summary budget information reflecting the base budget.

DEPRECIATION: The decrease in value of physical assets due to use and the passage of time.

ENTERPRISE FUND: A fund used to account for those operations that are financed and run like commercial entities, where the intent is to recover the cost of providing ongoing services, primarily by user charges. An example is the Wastewater Enterprise Fund, supported financially by monthly rates and charges paid by businesses and residents.

EDUCATIONAL REVENUE AUGMENTATION FUND (ERAF): Implemented in 1992- 1993, ERAF legislation allows a portion of local property tax going to counties, cities and other local agencies to be redirected to educational agencies within that county.

ESTIMATED FISCAL YEAR: Reflects estimated expenditures and financing sources for the entire current fiscal year.

EXPENDITURE: The spending or disbursement of financial resources.

FEES: Amounts collected from or paid to individuals or groups for services or use of facilities.

FULL-TIME EQUIVALENT (FTE): The number of employees working full time. In other words, one FTE is equivalent to one employee working full time.

FINANCING SOURCES: Reflects the total resources utilized to finance expenditure needs.

FINANCING USES: Total needs requiring financing for the fiscal year, consisting of expenditure appropriations and increases to reserves.

FISCAL YEAR: A yearly accounting period, beginning on July 1 and lasting through June 30 of the next year, to which the annual operating budget applies. Fiscal years are designated by either the calendar year in which they begin and end or only in which they end. Abbreviation: FY FIXED ASSETS: Fixed assets are assets of a permanent character that have continuing value such as land, buildings, machinery, furniture, and equipment.

GLOSSARY
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Glossary
FY 2025–26
299

GLOSSARY
FIXED COST: Fixed costs are those costs that remain relatively constant regardless of enrollment or volume of business. Examples include interest, insurance, and contributions to retirement systems.

FUNCTION: A group of related activities aimed at accomplishing a major service or regulatory program.

FUND: A separate fiscal and accounting entity with a self-balancing set of accounts recording financing sources, financing uses, assets and liabilities.

FUND BALANCE: The amount remaining at fiscal year-end representing the difference between current assets and current liabilities. In enterprise funds, this is also referred to as Net Position.

FUND BALANCE AVAILABLE: That portion of the fund balance not obligated and therefore available for financing the budgetary requirements of the Proposed Budget.

FUND SOURCES: Identifies fund(s) that will provide money for project expenditures.

FUND NUMBER: A Fund Number is a number with two digits which uniquely identifies the fund in the City’s financial system. As an example, the General Fund is 01, Special Revenue Fund 10 and Enterprise Fund is 30.

GENERAL FUND: The fund used to account for all citywide operations except those required to be accounted for in another fund.

GENERAL LEDGER: A book, software file, or other device in which accounts are kept to a degree of detail necessary to summarize the financial transactions of the City of McFarland system.

General ledger accounts may be kept for any group of items of receipts or expenditures.

GENERAL PLAN: The General Plan is a long range planning document that provides the City a framework for action and the direction in which to focus that action. General Plan Elements are areas in which the City has elected to administer and manage the delivery of services to its community.

GENERAL ACCEPTED ACCOUNTING PRINCIPLES (GAAP): GAAP is a set of uniform minimum standards and guidelines for financial accounting and reporting.

GOVERNMENTAL ACCOUNTING STANDARD BOARD (GASB): GASB is the authoritative accounting and financial reporting standard-setting body for governmental entities GRANT: A contribution by a government or other organization to support a particular function.

INTERFUND ACCOUNTS: Accounts in which transactions between funds are reflected.

INTERFUND TRANSFERS: Money that is taken from one fund and added to another fund without an expectation of repayment.

INTRABUDGET TRANSFERS: Amounts transferred from one appropriation account to another within the same fund.

GLOSSARY
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Glossary
FY 2025–26
300

GLOSSARY
LAFCO: Local Agency Formation Commission.

MODIFIED ACCRUAL BASIS OF ACCOUNTING: The City's basis of accounting. Revenues are recognized when they become both measurable and available to finance expenditures.

Expenditures are generally recognized when incurred, except for self-insurance, litigation, and employee benefits, which are accounted for on a cash basis.

NET FUND OBLIGATION: The amount of the operation financed by general purpose revenues, such as property taxes, after deducting revenues generated by the operation and transfers from other funds attributable to the operation in question
OBJECT CODE: A sequence of numbers and/or letters assigned to ledger accounts for ease of reference.

OBJECTIVE: Describes in specific and measurable terms the results which a program is expected to achieve.

OPERATING BUDGET: A financial plan for the provision of direct services and support functions.

OPERATING TRANSFERS: Council-authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended.

OTHER CHARGES: An object of expense that reflects costs not directly associated with the daily expenses of running an operation. Includes payments for interest and principal charges, capital lease payments, payments to other governmental agencies, and judgments and/or settlements.

PERFORMANCE INDICATOR: A performance indicator is a measurement designed by a reasoning process to determine whether or not a service objective has been met. It measures the effectiveness of achieving the objective or how well the objective has been accomplished.

PETTY CASH: A sum of money set aside for the purpose of immediate payments of small amounts for which the issuance of a formal voucher and check would be too expensive and time- consuming.

PHASE OF PROJECT: Projects progress in phases from initial planning to ultimate completion.

Possible phases are: planning, design, construction, implementation and completion. Some projects are of an ongoing nature and do not fit into a phrase.

POLICY: A direction that must be followed to advance toward a goal. The direction can be a course of action or a guiding principle.

PROPOSED BUDGET: The recommendations of the City Manager for how the resources of the City should be prioritized and spent in the upcoming fiscal year. Upon submittal of the Proposed Budget by the City Manager to the City Council, public hearings are held before the City Council approves the final budget, not later than June 30.

GLOSSARY
Preliminary Annual Operating Budget
Fiscal year 2025-2026 | Glossary
FY 2025–26
301

Preliminary Annual Operating Budget
Fiscal year 2024-2025 | Glossary

GLOSSARY
SUCCESSOR AGENCY: This fund is used to account for the activities of the former Redevelopment Agency of the City of McFarland, which was created by the City Council to prepare and carry out redevelopment plans for designated areas of the City.

REFUSE COLLECTION: Used to account for revenues and expenses related to refuse collection and disposal services.

RESERVES: Portions of fund balance set aside due to legal or contractual restrictions and not available for appropriation. The City has traditionally reserved funds for debt service and rate stabilization.

RESOLUTION: A special order of the City Council which requires less legal formality than an ordinance in terms of public notice and the number of public readings prior to approval.

REVENUE: Source of income to an operation other than debt issue proceeds, transfers from another fund, or use of reserves.

SALARIES AND EMPLOYEE BENEFITS: An object of expense reflecting the City’s costs for employee compensation. Includes salaries and wages, insurance (health, dental, life, unemployment and workers' compensation), retirement, overtime, and flexible benefit plans.

SERVICES AND SUPPLIES: An object of expense reflecting the purchase of goods and services within the year.

SPECIAL FUNDS: Used to account for proceeds of specific legally restricted revenue for and generated from activities.

SPENDING LIMITATIONS (GANN LIMIT): Article XIIIB of the California Constitution establishes a spending limitation on government agencies within California. The spending limit is a mandated calculation of how much the City is allowed to expend in one fiscal year.

Annually, local governments may increase the appropriation limit by a factor comprised of the change in population combined with the California per capita income.

USER FEES: The payment of a fee for direct receipt of a public service by benefiting from the service.

WASTEWATER FUND: This fund is used to account for all the revenues and expenses related to the city-operated sewer collection.

YEAR-END: This term means as of June 30th (the end of the fiscal year).

FY 2025–26
302

GLOSSARY

RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING THE CITY’S ANNUAL OPERATING BUDGET FOR THE FISCAL YEAR 2025-26 AND 2025-30 CAPITAL IMPROVEMENT PROGRAM
WHEREAS, the City Manager has submitted the 2025-26 Preliminary Budget and 2025-30 Capital Improvement Program (CIP) to the City Council for its review and consideration in accordance with the strategic goals and policies established by the City Council, and in accordance with Section 2.16.120 of the Municipal Code; and
WHEREAS, the 2025-26 Budget is based upon extensive City Council review and discussion after two budget workshops and hearings; and
WHEREAS, the City of McFarland has complied with all provisions of Article XIIIB, as amended, in determining the appropriations limit for the Fiscal Year 2025-26.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of McFarland that it hereby finds and determines as follows:
1) The 2025-26 Operating Budget and 2025-30 Capital Improvement Program are hereby adopted as presented in the Preliminary Budget and CIP, with modifications approved by the City Council on June 11, 2025.

PASSED AND ADOPTED at a special meeting of the City Council of the City of McFarland on the 11th day of June 2025 by the following vote:

AYES: ____________________
NOES:

ABSTAIN:

ABSENT: _______
ATTEST:

Erika De La Cruz, City Clerk
CITY OF MCFARLAND:
303

Saul Ayon, Mayor
I, _________________________, City Clerk of the City of McFarland, California, DO HEREBY CERTIFY that the foregoing resolution is a true and accurate copy of the Resolution passed and adopted by the City Council of the City of McFarland on the date and by the vote indicated herein.

Erika De La Cruz, City Clerk
304

RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND

APPROVING AND ADOPTING THE ANNUAL APPROPRIATIONS LMIT FOR THE FISCAL YEAR 2025-26
WHEREAS, the voters of California on November 6, 1979, added Article XIIIB to the State Constitution placing various limitations on the appropriations of the state and local governments; and WHEREAS, Article XIIIB provides that the appropriations limit for Fiscal Year 2025-26 is to be calculated by adjusting the base year appropriations of Fiscal Year 1978-1979 for changes in the per capita cost-of-living and population; and
WHEREAS, the City of McFarland has complied with all provisions of Article XIIIB, as amended, in determining the appropriations limit for the Fiscal Year 2025-26; and WHEREAS, pursuant to California Government Code Section 7910, the documentation provided by the Finance Director upon which the determination and establishment of this resolution is based and is on file with and available for public inspection in the office of the City Clerk for fifteen (15) days prior to the date of adoption of this resolution.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of McFarland that the Appropriations Limit for Fiscal Year 2025-26 is $22,240,786.

PASSED AND ADOPTED at a special meeting of the City Council of the City of McFarland on the 11th day of June 2025 by the following vote:

AYES: ____________________
NOES:

ABSTAIN:

ABSENT: _______
ATTEST:

Erika De La Cruz, City Clerk
CITY OF MCFARLAND:

305

Saul Ayon, Mayor
I, _________________________, City Clerk of the City of McFarland, California, DO HEREBY CERTIFY that the foregoing resolution is a true and accurate copy of the Resolution passed and adopted by the City Council of the City of McFarland on the date and by the vote indicated herein.

Erika De La Cruz, City Clerk
306

City of McFarland
City Council Meeting

STAFF REPORT
Agenda Item No. 22.

Section: ADMINISTRATIVE
AGENDA
Meeting Date: June 11, 2025
TO: Honorable Mayor and Council Members
FROM: Diego Viramontes, City Manager
SUBJECT: Approval of Resolution No. 2025-76 A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF MCFARLAND APPROVING AND ADOPTING THE
ANNUAL APPROPRIATIONS LMIT FOR THE FISCAL YEAR 2025-26
SUMMARY:

Under the Gann Spending-Limitation Initiative (Article XIII B of the State Constitution) adopted as Proposition 4 in June 1979 (and subsequently modified by Proposition 111 in June 1990), the City is required to annually adopt a resolution setting an appropriations limit for the upcoming fiscal year. For 2025-2026, the City's appropriations subject to limitation are about $4.6 million, which is far less than the calculated limit of $22.2 million.

Background and Key Concepts
The Gann Spending-Limitation Initiative provides for the limitation of state and local government appropriations. As discussed in the following summary of the major provisions of the Gann Initiative and Proposition 111 modifications, the Gann Initiative is actually a limitation on tax revenues rather than a direct limitation on appropriations.

1. Appropriations subject to limitation may not exceed appropriations made in 1978-79 except as adjusted for increases in the cost of living, population and service responsibility transfers.

2. Appropriations financed through service fees (to the degree that they do not exceed the cost of performing the service), grant programs, fines and forfeitures, and other specified "rì.orì-tax" sources are not subject to the appropriations limit. Additionally, appropriations for long-term indebtedness incurred prior to 1978-79, debt service on qualified capital outlays beginning in 1990-9I, qualified capital outlays in excess of $100,000 and increased costs as a result of federally mandated programs, are also excluded from the limit. Essentially, with the exception of major capital-related expenditures, only appropriations funded through tax revenues are subject to limitation.

3. For the purpose of identifying "proceeds from taxes" under the Gann Initiative, state subventions that are unrestricted as to their use are considered to be tax sources. On the other hand, the use of subventions like gas tax and transportation development act funds is restricted by the State, and as such, is classified as non-tax sources.

4. Under the original Gann Initiative, all proceeds from taxes received in excess of the appropriations limit were required to be returned through refunds or revisions in tax rates and fee schedules within the next two fiscal years; or voter approval to increase

the appropriations limit was required. Proposition 111 provides a one-year carryover feature to determine excess revenues under which refunds can be avoided if in the subsequent year the City is below the limit by the amount of the prior year excess. Any voter-approved increase to the appropriations limit cannot exceed four years.

5. Originally, the Gann Initiative was self-executing, requiring no formal review; however, Proposition 111 requires that the annual calculation be reviewed as part of the annual financial audit.

6. Major concepts in implementing the Gann Initiative as modified by Proposition 111 include: appropriations funded through tax sources are subject to the limit, not actual expenditures; and any excess of actual tax revenues over the appropriations limit, not actual expenditures or appropriations, are subject to refund.

Adjustment Factors
The annual adjustment factors for changes in population and cost of living for the appropriations limit calculation must be selected by a recorded vote of the Council, and include the following:

1. Population. Based on data provided annually by the State Department of Finance, cities may annually choose either the growth in their city's or the county's population.

For this year's calculation, the City's population growth factor of 2.24% is the recommended adjustment factor.

2. Cost of living. Local governments may annually choose either the percentage change in California per capita personal income or the percentage change in their jurisdiction's assessed valuation that is attributable to non-residential new construction.For this year's calculation, due to delays in obtaining the assessed valuations from the Kern County Assessor Office, the percentage change in California per capita personal income is the recommended adjustment factor at 6.44%.

Calculation Summary
The City’s appropriations limit for 2025-26 is $22,240,786, calculated as follows:

FINANCIAL IMPACT:

There is no negative fiscal impact resulting from adoption of the City’s 2025-26 appropriations limit.

RECOMMENDATION:

Staff recommends the City Council adopt the attached resolution establishing the City’s 2025-

26 Appropriations Limit.

ATTACHMENTS:

None

RESOLUTION NO. 2025-76

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING AND ADOPTING THE ANNUAL APPROPRIATIONS LMIT FOR THE FISCAL YEAR 2025- 26 WHEREAS, the voters of California on November 6, 1979, added Article XIIIB to the State Constitution placing various limitations on the appropriations of the state and local governments; and WHEREAS, Article XIIIB provides that the appropriations limit for Fiscal Year 2025-26 is to be calculated by adjusting the base year appropriations of Fiscal Year 1978-1979 for changes in the per capita cost-of-living and population; and
WHEREAS, the City of McFarland has complied with all provisions of Article XIIIB, as amended, in determining the appropriations limit for the Fiscal Year 2025-26; and WHEREAS, pursuant to California Government Code Section 7910, the documentation provided by the Finance Director upon which the determination and establishment of this resolution is based and is on file with and available for public inspection in the office of the City Clerk for fifteen (15) days prior to the date of adoption of this resolution.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of McFarland that it hereby finds and determines as follows:

1. The Appropriations Limit for Fiscal Year 2024-25 is $22,240,786.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of McFarland on June 11, 2025 by the following vote:

Aye Nae Abstain Absent
Saul Ayon
Ricardo Cano
Anita Gonzalez
María T. Pérez
Martin Gutierrez

CITY OF MCFARLAND
____________________________
Saul Ayon, Mayor
ATTEST:
_____________________________
Erika De La Cruz, City Clerk
I, _________________________, City Clerk of the City of McFarland, California, DO HEREBY CERTIFY that the foregoing resolution is a true and accurate copy of the Resolution passed and adopted by the City Council of the City of McFarland on the date and by the vote indicated herein.

APPROVED AS TO FORM:
_____________________________
Nathan Hodges, City Attorney

City of McFarland
City Council Meeting

STAFF REPORT
Agenda Item No. 23.

Section: ADMINISTRATIVE
AGENDA
Meeting Date: June 11, 2025
TO: Honorable Mayor and Council Members
FROM: Diego Viramontes, City Manager
SUBJECT: Approval of Resolution No. 2025-67 A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF MCFARLAND APPROVING AN AGREEMENT BETWEEN

THE CITY OF MCFARLAND AND FORWARD GLOBAL FOR FEDERAL

LEGISLATIVE ADVOCACY SERVICES
SUMMARY:

The City of McFarland is pursuing the development of a new Police Department facility to better serve the community’s public safety needs. To support this priority, staff has identified Forward Global—a firm with extensive experience in strategic communications and political advocacy—to assist the City in securing federal appropriations and elevating its profile among key decision-makers in Washington, D.C. Forward Global will lead a focused advocacy campaign that combines media outreach, op-ed placements, influencer engagement, and coalition building with prominent conservative organizations, including the America First Policy Institute and CPAC. The campaign will aim to raise awareness of the City’s law enforcement infrastructure needs, engage federal lawmakers, and position McFarland as a model of responsible leadership among small municipalities. The proposed scope of services includes stakeholder mapping, message development, media relations, and third-party validation, at a cost of $10,000 per month with a three-month minimum commitment, totaling $30,000.

FINANCIAL IMPACT:

An estimate of $30,000 be used from the general fund.

RECOMMENDATION:

Staff recommends that the City Council approve an agreement with Forward Global for a strategic communications and federal advocacy campaign to support the City of McFarland’s efforts in securing federal funding for the McFarland Police Department Station.

ATTACHMENTS:

1. McFarland Approps Proposal - Forward Global

2. Forward Global Consultant Agreement

RESOLUTION NO. 2025-67

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING

AN AGREEMENT BETWEEN THE CITY OF MCFARLAND AND FORWARD GLOBAL FOR

FEDERAL LEGISLATIVE ADVOCACY SERVICES
WHEREAS, the City of McFarland recognizes the need to develop a new Police Department facility to enhance public safety and better serve its residents; and WHEREAS, securing federal funding is critical to supporting the construction of the proposed Police Department facility; and
WHEREAS, Forward Global is a strategic communications and political advocacy firm with proven experience working with municipalities, elected officials, and national organizations to advance federal funding initiatives; and
WHEREAS, Forward Global will lead a targeted advocacy campaign focused on expanding awareness of McFarland’s law enforcement infrastructure needs, engaging federal lawmakers, and elevating the City’s reputation as a model of responsible municipal leadership; and WHEREAS, the campaign will include key activities such as stakeholder mapping, message development, media outreach, op-ed placements, third-party validation, and coalition building with influential conservative organizations, including the America First Policy Institute and CPAC; and WHEREAS, the proposed campaign will be conducted over a six-month period with a minimum three-month commitment, at a monthly cost of $10,000, with total anticipated costs $30,000; and
WHEREAS, the City Council finds that engaging Forward Global is in the best interest of the City to advance its public safety goals and maximize opportunities for federal funding.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of McFarland that it hereby finds and determines as follows:

1. The City Council hereby authorizes the City Manager, to enter into a professional services

agreement with Forward Global to implement a federal advocacy campaign aimed at securing funding for the development of a new Police Department facility.

2. The agreement shall include services such as strategic communications, stakeholder mapping, message development, media outreach, op-ed placement, third-party validation, and coalition building with national organizations and policymakers.

3. The term of the agreement shall be for a minimum of three (3) months, with the option to extend up to six (6) months, at a cost not to exceed $10,000 per month, plus any additional pre-approved out-of-pocket expenses.

4. Funding for the services provided by Forward Global shall be allocated from the City’s General Fund, as approved by the City Council.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of McFarland on June 11, 2025 by the following vote:

Aye Nae Abstain Absent
Saul Ayon
Ricardo Cano
Anita Gonzalez
María T. Pérez
Martin Gutierrez

CITY OF MCFARLAND
____________________________
Saul Ayon, Mayor
ATTEST:
_____________________________
Erika De La Cruz, City Clerk
I, _________________________, City Clerk of the City of McFarland, California, DO HEREBY CERTIFY that the foregoing resolution is a true and accurate copy of the Resolution passed and adopted by the City Council of the City of McFarland on the date and by the vote indicated herein.

APPROVED AS TO FORM:

_____________________________
Nathan Hodges, City Attorney

PROGRAM OBJECTIVES & STRATEGIC APPROACH

PROGRAM OBJECTIVE
Forward Global will establish and expand “awareness” of the need for increased funding for Law Enforcement and supporting facilities in the city of McFarland CA. Engage relevant DC lawmakers with the purpose of requesting funds to be appropriated toward the city. Position the city of McFarland as an example of what responsible leadership will look like for small cities and municipalities in California.

Forward Global looks forward to supporting Mayor Saul Ayon, and the city of McFarland to advance the following objectives:

1. Grow and solidify a base of elected officials who support appropriating funds to the city of McFarland.

2. Establish a conversation that highlights the need for and benefit of federal funding toward law enforcement.

3. Foster political advocacy and mobilization apparatus to bolster support for the city of McFarland.

STRATEGIC APPROACH
To achieve this goal, Forward Global will deploy a comprehensive campaign comprised of four core components:
• Strategic Communications: Forward Global will support a communications campaign to raise awareness of the need for funding for law enforcement and facilities. • Coalition Building and Stakeholder Engagement: We will build strategic partnerships with prominent conservative organizations such as AFPI to elevate the reputation of Mayor Saul Ayon and the city of McFarland within the network of individuals connected to the White House.

SUPPORTING TACTICS
Strategic Communications
Forward Global has delivered successful brand- and reputation-management, and strategic communications programs on five continents for clients ranging from multinational companies to sovereign states, to highnet-worth individuals. Forward Global will develop and execute a targeted strategic communications campaign with the goal of influencing U.S. policymakers and voters to support the need for Law Enforcement funding and supporting facilities.
• Stakeholder Mapping: Forward Global will build a list of lawmakers, members of the media, opinion leaders, and others that have influence with the Trump White House. This exercise will inform the target audiences, messaging nuances, and determine the most salient pressure points to achieve this project’s objective.
• Message and Content Development: Forward Global will help develop a comprehensive and personalized platform of messages for key audiences that will become the foundational touchstone for all program and campaign content, including op-eds, earned media pitches, and more.

• Opinion Editorial Drafting and Placement: Forward Global will develop and place opinioneditorial pieces authored by relevant voices in government and law enforcement. These op-eds will serve to advance the key messaging and insight.
• Third Party Validation: Forward Global’s proprietary Global Publishing Network (GPN) hosts a wide roster of former elected officials, opinion leaders, subject matter experts, and other notable individuals for whom the firm enjoys close working relationships. • National and Political Outlets: The Washington Examiner, The Washington Times, RealClear, National Review, Town Hall, RedState, One America News, Fox News, Washington Reporter, Newsmax, Daily Caller, Daily Wire, Breitbart, • State and Local Outlets: We will determine the best outlet in each target market. • Media Relations: Forward Global will engage directly with national publications, tv and radio stations, and podcasts, to seek earned media opportunities for Mayor Saul Ayona and other relevant principals.
• Influencer Social Media Mobilization: As an extension of Forward Global’s Global Publishing Network, the firm maintains close relationships with Conservative social media influencers with sizable platforms on X and Truth Social. Forward Global will equip our network of social media influencers with relevant messaging to post to their platforms and engage with their followers during inflection points in this campaign or to elevate related published articles, op-eds, or messaging pillars.

Coalition Building and Stakeholder Engagement:

Forward Global will work with YES Brazil on identifying and forging relationships with outside stakeholders. • Conservative Organizations: CPAC, Libre Initiative, ACLJ, Jordan Sekulow, America First Policy Institute, Turning Point USA, Liberty University, and others. • Policy makers: Identified members of Congress, Trump Administration officials, governors, state lawmakers, and others.

PROPOSED SCOPE OF SERVICES
Forward Global proposes a six-month initial campaign (three-month minimum commitment) billed at $10,000 a month.

Forward Global Campaign & Strategic Counsel (min. 3 mos.) • Strategic Communications
o Stakeholder Mapping
o Message and Content Development
o Opinion Editorial Drafting and Placement
o Third Party Validation

o Earned Media
• Coalition Building and Stakeholder Engagement
All campaign and strategic counsel elements include full, regular access to Forward Global principals, overall global campaign management, execution, monitoring, regular reporting, strategy updates, etc., as needed and required.

Additional Out-of-Pocket Costs
• Third party honorarium for op-ed authors ($2,500-$10,000+) • Influencer social media mobilization ($1,500+ per engagement) • Digital elevation ($1,000+ per engagement)
All out-of-pocket costs will be pre-approved by client and billed as incurred. Out-of-pocket costs are estimates. All figures are listed in U.S. dollars.

FORWARD GLOBAL TEAM
Jose Mallea
Managing Partner
Jose Mallea is the Managing Partner of Forward Global Miami. He began his career in government, serving in the U.S. Small Business Administration, the U.S. Department of State and most notably as Personal Aide to the Chief of Staff to the President at the White House in the George W. Bush Administration. Jose also served as Chief of Staff to the Mayor of Miami and the Mayor of Miami-Dade County. He has worked on numerous presidential campaigns, and in 2010 was campaign manager for the Marco Rubio for U.S. Senate campaign. Jose also served as General Consultant for Congressman Brian Mast, Chairman of the House Foreign Affairs Committee. Most recently he served as the CEO of the Libre Initiative, the largest and most consequential conservative Latino outreach organization in the country with operations in 13 states.

Jaime Figueras
Principal
Jaime Figueras is a seasoned public affairs and political operative, bringing more than a decade of experience in strategic and political communications and crisis management. His work with clients is focused on commercial and sovereign engagements in Latin America across multiple sectors, including broad geopolitical risk management, finance, aviation, education, and others. Jaime previously worked in numerous political strategy roles specializing in coalition development and stakeholder engagement, delivering differential, highimpact results within critical constituencies.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

AGREEMENT FOR FEDERAL LEGISLATIVE ADVOCACY

CONSULTANT SERVICES

BETWEEN

CITY OF MCFARLAND, CALIFORNIA,
AND

FORWARD GLOBAL
THIS AGREEMENT (“Agreement”) is made and entered into as of the date of execution by the CITY OF MCFARLAND (the "City") and Forward Global, (“Consultant”).

RECITALS
The City requires outside assistance to provide the following services:

Federal Legislative Advocacy
WHEREAS, Consultant represents itself as possessing the necessary skills and qualifications to provide the services required by the City and as being duly qualified to perform those services in accordance with the standard of quality ordinarily expected of competent professionals in Consultant’s field of expertise;
WHEREAS, Consultant will render such professional services, as hereinafter defined, on the following terms and conditions;
NOW THEREFORE, in consideration of these recitals, and the mutual covenants contained herein, the City and Consultant agree as follows:

AGREEMENT

1. TERM OF AGREEMENT.

1.1. This Agreement shall be effective on and from the day, month and year of the execution of this document by the City.

1.2. Consultant shall commence the performance of the services in accordance with the Scope of Work section provided in Attachment “A” to this Agreement and shall continue such services until all tasks to be performed are completed, or this Agreement is otherwise terminated. Consultant shall complete the services and provide final data and reports no later than December 31, 2025, unless an extension of time is mutually agreed to by both parties in writing.

2. CONSULTANT'S OBLIGATIONS- SCOPE OF WORK (ATTACHMENT A).

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

2.1. Consultant shall provide the City with the following services: The specific manner in which the services are to be performed is described in Attachment “A” which is attached hereto and incorporated herein as though fully set forth at length, collectively hereinafter referred to as “Described Services.”

2.2. Consultant shall perform all work required to accomplish the Described Services in conformity with applicable requirements of Federal, State and Local law.

2.3. Consultant is hired to render the Described Services and any payments made to Consultant are compensation fully for such services.

2.4. Consultant shall maintain professional certifications as required to properly comply with all City, State, and Federal law.

2.5. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. If the City, in good faith, at any time during the term of this Agreement, desires the removal of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, cause the removal of such person or persons.

2.6. If a license or certification of any kind is required of Consultant, its employees, agents, or subcontractors by federal, state or law and regulation, Consultant warrants that such license has been obtained, is valid and in good standing, and shall keep in effect at all times during the term of this Agreement, and that any applicable bond has been posted in accordance with all applicable laws and regulations.

2.7. Consultant shall provide the City with timely written reports of all significant developments or delays arising during performance of its services.

3. PAYMENT FOR SERVICES (ATTACHMENT B).

3.1. Payment to Consultant to perform its Scope of Work is set forth in Attachment B, attached hereto and incorporated herein. The payments provided in this Section are full compensation for the Scope of Work as described in Attachment A.

3.2. Consultant shall submit monthly bills to the City, describing its services and costs provided during the previous month, based upon percentage of task completed. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person. Consultant's monthly bills shall include the following information to which such services or costs pertain:
- a description of services performed;
- the date the services were performed;
- the number of hours spent and by whom;
- a description of all costs incurred, and the Consultant's signature.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
Consultant agrees to use every appropriate method to contain fees and costs under this Agreement. Once invoice is submitted and approved by the City, City payment will be made within 30 days of approval.

3.3. The amount set forth in Attachment B may be modified or amended only by a written document executed by both Consultant and authorized City representative prior to the performance of the additional work. Such document shall expressly state that it is intended by the parties to amend the terms and conditions of this Agreement.

4. SUBCONTRACTING.

4.1. Consultant will not subcontract any portion of its Scope of Work without prior written approval of City. If Consultant subcontracts for any of the work to be performed under this Agreement, Consultant shall be as fully responsible to the City for the acts and omissions of Consultant’s subcontractors/subconsultants and for the persons either directly or indirectly employed by the subcontractors/subconsultants, as Consultant is for the acts and omissions of persons directly employed by Consultant. Nothing contained in the Agreement shall create any contractual relationship between any subcontractor/subconsultant of Consultant and the City. Consultant will be responsible for payment of subcontractors/subconsultants. Consultant shall bind every subcontractor/subconsultant to the terms of the Agreement applicable to Consultant’s work unless specifically noted to the contrary in the subcontract in question and approved in writing by the City. Consultant agrees that the City is an intended third-party beneficiary of any services agreement entered into between Consultant and any subcontractor or subconsultant.

5. PROJECT SCHEDULE AND COMPLETION DATE (ATTACHMENT C).

5.1. Attachment C is the project schedule that Consultant shall strictly meet, including benchmark dates and completion date, which is attached hereto and incorporated herein.

Consultant agrees to diligently prosecute the services to be provided under this Agreement to completion and in accordance with the schedule specified herein. In the performance of this Agreement, time is of the essence.

5.2. Consultant shall promptly notify the City of any anticipated or unforeseen delays to the project schedule. Extensions to the project schedule and to this Agreement shall not be made without the prior written approval of the City. All requests for extensions to the project schedule shall be by written request only and submitted to the City prior to the commencement of such work.

6. CHANGES IN WORK AND EXTRA WORK. Consultant shall not change the scope or duration of work or perform work in excess of the Scope of Work without the prior, written approval of the City by an executed Change Order, describing in detail the revision to Scope of Work, revisions in payment and/or time, fully executed by both parties. Failure to obtain a Change Order prior to the commencement of any revision waives Contractor’s right to payment for such additional services.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

7. RESPONSIBILITIES OF AND TASKS TO BE PERFORMED BY CITY. City designates Diego Viramontes, its City Manager, to represent the City in all matters within the scope of this Contract relating to the conduct and approval of the work to be performed. Whenever the term “approval of City,” “consult with City,” “confer with City,” or similar terms are used, they shall refer to the City Manager. The City Manager may designate an assistant to act in his/her stead.

The CITY shall furnish upon request, without charge, all standard plans and specifications and any other information which the City now has in its files that may be of use to Consultant.

8. VERBAL AGREEMENT OR CONVERSATION. No verbal agreement or conversation with any officer, agent, or employee of the City, either before, during or after the execution of this Agreement, shall affect or modify any of the terms or obligations herein contained nor shall such verbal agreement or conversation entitle Consultant to any additional payment whatsoever.

9. TERMINATION OF AGREEMENT.

9.1. Termination for Convenience City may terminate this Contract for City’s convenience at any time by providing Consultant thirty days written notice. Upon receipt of the notice of termination, Consultant shall immediately take action not to incur any additional obligations, costs or expenses, except as may be necessary to terminate its activities. City shall pay Consultant its reasonable and allowable costs through the effective date of termination and those reasonable and necessary costs incurred by Consultant to effect the termination. Thereafter, Consultant shall have no further claims against City under this Contract. All finished and unfinished documents and materials procured for or produced under this Contract, including all intellectual property rights City is entitled to, shall become City property upon the date of the termination. Consultant agrees to execute any documents necessary for City to perfect, memorialize, or record City’s ownership of rights provided herein.

9.2. Termination for Breach of Contract.

9.2.1. Except as provided in Attachment “C”, if Consultant fails to perform any of the provisions of this Contract or so fails to make progress as to endanger timely performance of this Contract, City may give Consultant written notice of the default.

City’s default notice will indicate whether the default may be cured and the time period to cure the default to the sole satisfaction of City. Additionally, City’s default notice may offer Consultant an opportunity to provide City with a plan to cure the default, which shall be submitted to City within the time period allowed by City. At City’s sole discretion, City may accept or reject Consultant’s plan. If the default cannot be cured or if Consultant fails to cure within the period allowed by City, then City may terminate this Contract due to Consultant’s breach of this Contract.

9.2.2. If the default under this Contract is due to Consultant’s failure to maintain the insurance required under this Contract, Consultant shall immediately: (1) suspend performance of any services under this Contract for which insurance was required; and (2) notify its employees and Subconsultants of the loss of insurance coverage and

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
Consultant’s obligation to suspend performance of services. Consultant shall not recommence performance until Consultant is fully insured and in compliance with City’s requirements.

9.2.3. If a federal or state proceeding for relief of debtors is undertaken by or against Consultant, or if Consultant makes an assignment for the benefit of creditors, then City may immediately terminate this Contract.

9.2.4. If Consultant engages in any dishonest conduct related to the performance or administration of this Contract or violates City’s laws, regulations or policies relating to lobbying, then City may immediately terminate this Contract.

9.2.5. Acts of Moral Turpitude.
a. Consultant shall immediately notify City if Consultant T or any Key Person, as defined below, is charged with, indicted for, convicted of, pleads nolo contendere to, or forfeits bail or fails to appear in court for a hearing related to, any act which constitutes an offense involving moral turpitude under federal, state, or local laws (“Act of Moral Turpitude”). b. If Consultant or a Key Person is convicted of, pleads nolo contendere to, or forfeits bail or fails to appear in court for a hearing related to, an Act of Moral Turpitude, City may immediately terminate this Contract. c. If Consultant or a Key Person is charged with or indicted for an Act of Moral Turpitude, City may terminate this Contract after providing Consultant an opportunity to present evidence of Consultant’s ability to perform under the terms of this Contract.
d. Acts of Moral Turpitude include, but are not limited to: violent felonies as defined by Penal Code Section 667.5, crimes involving weapons, crimes resulting in serious bodily injury or death, serious felonies as defined by Penal Code Section 1192.7, and those crimes referenced in the Penal Code and articulated in California Public Resources Code Section 5164(a)(2); in addition to and including acts of murder, rape, sexual assault, robbery, kidnapping, human trafficking, pimping, voluntary manslaughter, aggravated assault, assault on a peace officer, mayhem, fraud, domestic abuse, elderly abuse, and child abuse, regardless of whether such acts are punishable by felony or misdemeanor conviction.
e. For the purposes of this provision, a Key Person is a principal, officer, or employee assigned to this Contract, or owner (directly or indirectly, through one or more intermediaries) of ten percent or more of the voting power or equity interests of Consultant.

9.2.6. In the event City terminates this Contract as provided in this section, City may procure, upon such terms and in the manner as City may deem appropriate, services similar in scope and level of effort to those so terminated, and Consultant shall be liable to City for all of its costs and damages, including, but not limited to, any excess costs for such services.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

9.2.7. If, after notice of termination of this Contract under the provisions of this section, it is determined for any reason that Consultant was not in default under the provisions of this section, or that the default was excusable under the terms of this Contract, the rights and obligations of the parties shall be the same as if the notice of termination had been issued pursuant to Article 8 Termination for Convenience.

9.2.8. The rights and remedies of City provided in this section shall not be exclusive and are in addition to any other rights and remedies provided by law or under this Contract.

9.3. In the event that this Contract is terminated, Consultant shall immediately notify all employees and Subconsultants, and shall notify in writing all other parties contracted with under the terms of this Contract within five (5) working days of the termination.

10. COVENANTS AGAINST CONTINGENT FEES. Consultant warrants that it has not employed or retained any company or person, other than a bona fide employee working for Consultant, to solicit or secure this Agreement, and that Consultant has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award or making of this Agreement. For breach or violation of this warranty, the City shall have the right to terminate this Agreement without liability or, at the City’s discretion, to deduct from the Agreement price or consideration, or otherwise recover the full amount of such fee, commission, percentage, brokerage fee, gift or contingent fee.

11. OWNERSHIP OF DOCUMENTS.

11.1. All computer data, computer drawing files, plans, studies, sketches, drawings, reports, specifications, and all work product produced by Consultant under this Agreement are the property of the City, whether or not the City completes the Scope of Work or proceeds with the project for which such documents are prepared.

11.2. This Agreement creates a nonexclusive and perpetual right or license for City to copy, use, modify, reuse, and sublicense any and all copyrights, designs, and other intellectual property embodied in the writings prepared by Consultant, and Consultant subcontractors, under this Agreement. In the event the City should ever desire to undertake a project or review other proposed projects based upon the documents, the Consultant agrees that the City shall have the right to reuse all or any portion of the documents at no additional compensation to the Consultant.

12. INDEPENDENT CONTRACTOR.

12.1. The Consultant shall perform the services provided for herein in a manner of Consultant's own choice, as an independent Contract and in pursuit of Consultant's independent calling, and not as an employee of the City. Consultant shall be under control of the City only as to the result to be accomplished and the personnel assigned to the Project.

12.2. If the Consultant subcontracts any of the work to be performed under this Agreement pursuant to the terms of this Agreement, Consultant shall be as fully responsible to the City or the acts and omissions of the Consultant's subcontractor and of

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
the persons either directly or indirectly employed by the subcontractor, as Consultant is for the acts and omissions of persons directly employed by Consultant. Nothing contained in the Agreement shall create any contractual relationship between any subcontractor of Consultant and the City. The Consultant shall bind every subcontract by the terms of the Agreement applicable to Consultant's work, including indemnity and insurance requirements.

13. HOLD HARMLESS AND INDEMNIFICATION.

13.1. Indemnification - It is understood and agreed that Consultant has the professional skills, experience, and knowledge necessary to perform the work agreed to be performed under this Agreement and that City relies upon the professional skills of Consultant to do and perform Consultant's work in a skillful and professional manner, and Consultant thus agrees to so perform the work.

13.2. Acceptance by City of the work performed under this Agreement does not operate as a release of said Consultant from such professional responsibility for the work performed. It is further understood and agreed that Consultant is apprised of the scope of the work to be performed under this Agreement and Consultant agrees that said work can and shall be performed in a fully competent manner.

13.3. Consistent with California Civil Code section 2782.8, when the services to be provided under this Agreement are design professional services to be performed by a design professional, as that term is defined under said section 2782.8, Consultant shall, to the fullest extent permitted by law, indemnify, protect, immediately defend, and hold harmless City, and its officers, employees, agents, and volunteers, from and against all claims, demands, damages, costs, or liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, or costs of any kind, interest, defense costs, and expert witness fees) arising out of, pertaining to, or relating to the negligence, recklessness, or willful misconduct of Consultant, its officers, employees, subcontractors, subconsultants or agents during the performance this Agreement, or from any violation of any federal, state, or municipal law or ordinance to the extent caused, in whole or in part, by the negligence, reckless, or willful misconduct of Consultant or its employees, subcontractors, or agents, or by the quality or character of Consultant’s work, excepting only liability arising from the sole negligence, sole active negligence, or intentional misconduct of City, its officers, employees, agents, and volunteers.

13.4. Other than in the performance of professional services by a design professional, which law shall be solely as addressed in subparagraph 12.3 above, and to the fullest extent permitted by law, Consultant shall indemnify, protect, defend, and hold harmless City, and its officers, employees, agents, and volunteers, from and against any claims, demands, damages, costs, or liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, or costs of any kind, interest, defense costs, and expert witness fees) arising out of the performance of this Agreement by Consultant, its officers, employees, agents, subcontractors and subconsultants, excepting only that resulting from the sole negligence,

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
sole active negligence, or intentional misconduct of City, its officers, employees, agents, and volunteers. It is understood that the duty of Consultant to indemnify and hold harmless includes the duty to defend as set forth in section 2778 of the California Civil Code.

13.5. Acceptance of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

14. ASSIGNMENT OF AGREEMENT. Consultant is without right to and shall not assign this Agreement or any part thereof or any monies due hereunder without the prior written consent of the City.

15. INSURANCE.

15.1. Insurance. On or before beginning any of the services or work called for by any term of this Agreement, Consultant, at its own cost and expense, shall carry, maintain for the duration of the Agreement (including all extensions provided), and provide proof thereof that is acceptable to the City the insurance specified in subsections (A) through (F) below with insurers and under forms of insurance satisfactory in all respects to the City.

Consultant shall not allow any subcontractor to commence work on any subcontract until all insurance required of the Consultant has also been obtained for the subcontractor. The Certificate of Insurance shall clearly identify the project name and number in the space labeled “Description of Operations/Locations/Special Items” on the form.

A. Commercial General and Automobile Liability. Consultant, at Consultant's own cost and expense, shall maintain commercial general and automobile liability insurance for the period covered by this Agreement in an amount not less than one million dollars ($1,000,000) per occurrence, combined single limit coverage for risks associated with the work contemplated by this Agreement. If a Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from activities contemplated under this Agreement, including the use of owned and non-owned automobiles.

Coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 and Insurance Services Office Automobile Liability form CA 0001 Code 1 (any auto).

Each of the following shall be included in the insurance coverage or added as an additional insured endorsement to the policy: City, its officers, employees, agents, and volunteers are to be covered as insured’s as respects each of the

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
following: liability arising out of activities performed by or on behalf of Consultant, including the insured's general supervision of Consultant; products and completed operations of Consultant; premises owned, occupied or used by Consultant; or automobiles owned, leased, hired, or borrowed by Consultant. In the event that Consultant purchases automobiles during the term of this Agreement, said automobiles shall be likewise covered. The coverage shall contain no special
An endorsement must state that coverage is primary insurance and that no other insurance affected by the City will be called upon to contribute to a loss under the coverage.

Insurance is to be placed with California-admitted insurers with a Best's rating of no less than A:VII.

B. Professional Liability. Consultant shall obtain, and during the term of this Agreement shall maintain, a policy of professional liability insurance that shall:
i. Be from an insurance company authorized to be in business in the State of California;
ii. Be in an insurable amount of not less than $1,000,000 for each occurrence; and
iii. Provide that the policy shall remain in full force during the full term of this Agreement and shall not be canceled, terminated, or allowed to expire without thirty (30) days prior written notice to the City from the insurance company.

C. Workers' Compensation. Statutory Workers' Compensation Insurance and Employer's Liability insurance for any and all persons employed directly or indirectly by Consultant shall be provided with limits not less than one million dollars. In the alternative, Consultant may rely on a self-insurance program to meet these requirements so long as the program of self-insurance complies fully with the provisions of the California Labor Code. The insurer, if insurance is provided, or the Consultant, if a program of self-insurance is provided, shall waive all rights of subrogation against the City for loss arising from work performed under this Agreement.

D. Deductibles and Self-Insured Retentions. During the period covered by this Agreement, upon express written authorization of City Risk Manager, Consultant may increase such deductibles or self-insured retentions with respect to City, its officers, employees, agents, and volunteers. The City may condition approval of an increase in deductible or self-insured retention levels upon a requirement that Consultant procure a bond guaranteeing payment of

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
losses and related investigations, claim administration, and defense expenses that is satisfactory in all respects to each of them.

E. Notice of Reduction in Coverage. In the event that any coverage required under subsections (A), (B), or (C) of this section of the Agreement is reduced, limited, or materially affected in any other manner, Consultant shall provide written notice to City at Consultant's earliest possible opportunity and in no case later than five day after Consultant is notified of the change in coverage.

F. Other Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option:
i. Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; ii. Order Consultant to stop work under this Agreement or withhold any payment which becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof;
iii. Terminate this Agreement.
iv. Exercise of any of the above remedies, however, is an alternative to other remedies City may have and is not the exclusive remedy for Consultant's failure to maintain insurance or secure appropriate endorsements.

16. DISPUTES.

16.1. If a dispute should arise regarding the performance of this Agreement, the following initial dispute resolution procedures shall be used:

A. Within twenty (20) City working days after a dispute regarding the performance of this Agreement arises, it shall be reduced to writing at staff level by the complaining party setting forth the nature of the dispute in detail, along with all pertinent back up documentation in support. The writing shall be delivered to the receiving party by first class mail or personal delivery directly to the party’s project manager, along with recommended methods of resolution.

B. The party receiving the letter shall reply to the letter with a detailed response, along with a recommended method of resolution, if any, within ten (10) City working days of receipt of the letter.

16.2. If the dispute is not resolved at staff level in accordance with Section 16.1, within five (5) City working days of the receiving party response (or longer if agreed between the parties) , the aggrieved party, through its respective project manager shall deliver to

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
the General Manager’s office a letter outlining the dispute for the General Manager’s review. The receiving party may submit further response, if required, to the General Manager within five (5) City working days thereafter. The General Manager, at his/her sole discretion may respond as he/she deems appropriate, including recommendations for resolution, discussions or rejection of the dispute within fifteen (15) working days of receipt of the complaint.

16.3. If the dispute remains unresolved and the parties have exhausted the procedures outlined in this section, the parties may then seek remedies available to them under this Agreement and at law, including, but not limited to, under the termination procedures.

This provision does not relieve Consultant of its obligation and Consultant is required to timely comply with all applicable provisions of the Government Claims Act before initiating any legal proceeding against City.

17. CONFLICT OF INTEREST. Contractor warrants and covenants that it presently has no interest in, nor shall any interest be hereinafter acquired in, any matter which will render the services required under the provisions of this Agreement a violation of any applicable state, local, or federal law, including, but not limited to, Government Code section 1090. If any principal provider of services is a "consultant" for the purposes of the Fair Political Practices Act (Gov. Code § 81000 et seq.), each such person shall comply with Form 721 Statement of Economic Interests filing requirements in accordance with state or City local Conflict of Interest Code. In addition, if any other conflict of interest should nevertheless hereinafter arise, Consultant shall promptly notify City of the existence of such conflict of interest so that the City may determine whether to terminate this Agreement.

18. CONSULTANT’S BOOKS AND RECORDS.

18.1. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant.

18.2. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from the date of termination or completion of this Agreement.

18.3. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City General Counsel, City Auditor, General Manager, or a designated representative of any of these officers. Copies of such documents shall be provided to City for inspection when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Consultant's address indicated for receipt of notices in this Agreement.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

18.4. City may, by written request by any of the above-named officers, require that custody of the records be given to City and that the records and documents be maintained in the General Manager's office. Access to such records and documents shall be granted to any party authorized by Consultant’s representatives, or Consultant’s successor in interest.

19. WRITTEN NOTIFICATION. Any notice, demand, request, consent, approval or communication that either party desires or is required to give to the other party shall be in writing and either served personally or sent by prepaid, first-class mail. Any such notice, demand, etc. shall be addressed to the other party at the address set forth below. Either party may change its address by notifying the other party of the change of address. Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of McFarland
Attn: City Manager
401 W. Kern Avenue
McFarland, CA 93250
If to Consultant: (Insert Contact Information)
Any party may change any of the foregoing as it relates to the party by giving written notice to the other party of the change in the manner set forth herein.

20. GENERAL PROVISIONS.

20.1. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

20.2. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

20.3. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Kern.

20.4. Time is of the essence with regard to each covenant, condition and provision of this Agreement.

20.5. This Agreement constitutes the entire agreement between the parties with regard to the subject matter herein and supersedes any prior oral and written agreements and understandings between the parties with respect thereto.

20.6. This Agreement may not be altered, amended, or modified except by a writing executed by duly authorized representatives of all parties.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

20.7. In the event any action or proceeding is instituted arising out of or relating to this Agreement, the prevailing party shall be entitled to its reasonable attorney's fees and actual costs.

20.8. This Agreement may be executed in counterparts. A facsimile or electronic copy of this Agreement shall be as effective as the original for all purposes.

20.9. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto, and their respective heirs, successors, and assigns. Notwithstanding the foregoing, Consultant shall not assign this Agreement or any part thereof to any other entity or individual.

20.10. City and Consultant each acknowledge that each party and their respective legal counsel have reviewed this Agreement and agree that this Agreement is the product of negotiations between the parties. This Agreement shall be interpreted without reference to the rule of interpretation of documents that uncertainties or ambiguities therein shall be determined against the party so drafting the Agreement.

20.11. All references to a statute or ordinance, shall incorporate any, or all, successor statute or ordinance enacted to govern the activity now governed by the statute or ordinance, noted herein to the extent, however, that incorporation of such successor statute or ordinance does not adversely affect the benefits and protections granted to the Developer under this Agreement.

21. CONSULTANT'S CERTIFICATION OF AWARENESS OF IMMIGRATION REFORM AND CONTROL ACT. Consultant certifies that Consultant is aware of the requirements of the Immigration Reform and Control Act of 1986 (8 USC §§ 1101-1525) and has complied and will comply with these requirements, including but not limited to, verifying the eligibility for employment of all agents, employees, subcontractors and consultants that are included in this Agreement.

22. ACCESS AND ACCOMMODATIONS

22.1. Consultant shall comply with the Americans with Disabilities Act, as amended, 42 U.S.C. Section 12101 et seq., the Rehabilitation Act of 1973, as amended, 29 U.S.C.

Section 701 et seq., the Fair Housing Act, and its implementing regulations and any subsequent amendments, and California Government Code Section 11135;

22.2. Consultant shall not discriminate on the basis of disability or on the basis of a person’s relationship to, or association with, a person who has a disability;

22.3. Consultant shall provide reasonable accommodation upon request to ensure equal access to CITY-funded programs, services and activities;

22.4. Construction, if any, will be performed in accordance with the Uniform Federal Accessibility Standards (UFAS), 24 C.F.R. Part 40; and

22.5. The buildings and facilities used to provide services under this Contract are in compliance with the federal and state standards for accessibility as set forth in the 2010 ADA Standards, California Title 24, Chapter 11, or other applicable federal and state law.

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
Consultant understands that City is relying upon these certifications and representations as a condition to funding this Contract. Any subcontract entered into by Consultant for work to be performed under this Contract must include an identical provision. [Signature Page Follows]
IN WITNESS WHEREOF, the Parties hereto have duly executed this Agreement on the day and year written below.

CITY CONSULTANT*

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

CITY OF MCFARLAND,
a municipal corporation
By: __________________________
Name: ________________________
Title: _________________________

Dated: _______________, 202__
ATTEST:

Francisca Alvarado,
City Clerk
Insert Name
Insert Entity Type
By: ____________________________
Name: __________________________
Title: ___________________________
Dated: ______________, 202__
By: ____________________________
Name: __________________________
Title: ___________________________
Dated: ______________, 202__
*Signatures of consultant must be notarized. Need
two signatures if contractor is a corporation.

Attach acknowledgement
APPROVED AS TO FORM:
____________________________
Nathan M. Hodges,
City Attorney

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
“ATTACHMENT “A”
Scope of Work

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

PROFESSIONAL CONSULTANT SERVICES AGREEMENT

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
ATTACHMENT “B”
Payment for Services
Once an invoice is submitted and approved by the City, City payment will be made within 30 days of approval. The payment provided is full compensation for the DESCRIBED SERVICES

PROFESSIONAL CONSULTANT SERVICES AGREEMENT
ATTACHMENT “C”
Project Schedule and Completion Date
To be determined based on mutual agreement.

Neither party shall be liable for its delay or failure to perform any obligation under and in accordance with this Contract, if the delay or failure arises out of fires, floods, earthquakes, epidemics, quarantine restrictions, other natural occurrences, strikes, lockouts (other than a lockout by the party or any of the party’s Subconsultants), freight embargoes, terrorist acts, insurrections or other civil disturbances, or other similar events to those described above, but in each case the delay or failure to perform must be beyond the control and without any fault or negligence of the party delayed or failing to perform (these events are referred to in this provision as "Force Majeure Events").

Notwithstanding the foregoing, a delay or failure to perform by a Subconsultant of Consultant shall not constitute a Force Majeure Event, unless the delay or failure arises out of causes beyond the control of both Consultant and Subconsultant, and without any fault or negligence of either of them. In such case, Consultant shall not be liable for the delay or failure to perform, unless the goods or services to be furnished by the Subconsultant were obtainable from other sources in sufficient time to permit Consultant to perform timely. As used in this Contract, the term “Subconsultant” means a subconsultant at any tier. In the event Consultant’s delay or failure to perform arises out of a Force Majeure Event, Consultant agrees to use commercially reasonable best efforts to obtain the goods or services from other sources, and to otherwise mitigate the damages and reduce the delay caused by the Force Majeure Event.

City of McFarland
City Council Meeting

STAFF REPORT
Agenda Item No. 24.

Section: ADMINISTRATIVE
AGENDA
Meeting Date: June 11, 2025
TO: Honorable Mayor and Council Members
FROM: Diego Viramontes, City Manager
SUBJECT: Approval of Resolution No. 2025-77 A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF MCFARLAND APPROVING THE REQUEST BY WASTE MANAGEMENT FOR A SERVICE RATE INCREASE OF 2.55% AND
ACKNOWLEDGING THE GATE FEE INCREASE OF 3.22% APPROVED BY

KERN COUNTY
SUMMARY:

Waste Management, the City's contracted hauler for trash, recycling, and organics, has requested an annual adjustment to the service rates as stipulated in the Solid Waste Agreement. This report addresses two separate rate adjustments:

1. A 2.55% increase in the service rates paid by the City to Waste Management for residential, commercial, and industrial services, which requires City Council approval.

2. A 3.22% increase in the gate fees established by Kern County, which affects nonresidential consumers and is passed through to the County.

These adjustments will not impact the rates charged to customers by the City, as those were established via our rate study.

BACKGROUND:

The City of McFarland has a franchise agreement with Waste Management to provide trash, recycling, and organics hauling services. According to Article 5 of the agreement, Waste Management is entitled to request an annual adjustment of service rates based on the Consumer Price Index (CPI) and other factors.

1. Service Rate Increase (2.55%):

Waste Management has requested a 2.55% increase in the service rates for residential, commercial, and industrial services. This proposed increase is based on the CPI increase in the most recent 12-month data. The City Council has the discretion to approve this request.

2. Gate Fee Increase (3.22%):

Kern County has approved a 3.22% increase in the gate fees, which are assessed on nonresidential consumers. The City of McFarland bills, collects, and remits these fees to Kern County. The City does not directly benefit from this fee. Residential gate fees are assessed on

property tax bills, while non-residential gate fees are included in the utility bills issued by the City.

DISCUSSION:

Service Rate Increase (2.55%):

The annual rate adjustment for service rates ensures that Waste Management can continue to provide high-quality services while accounting for changes in operational costs. The CPI adjustment is based on the most recent 12-month data and is capped at a 5% increase. This adjustment will not impact the rates charged to customers by the City, as those rates were established via our rate study. The increase pertains to the contract hauler rates that the City pays to Waste Management.

Gate Fee Increase (3.22%):

The gate fee increase, set by Kern County, is necessary to cover the costs of landfill operations and maintenance. The City of McFarland's role is to bill, collect, and remit these fees for non-residential customers. This adjustment will not impact residential customers, whose gate fees are assessed on their property tax bills.

FINANCIAL IMPACT:

The 2.55% increase in the contract hauler rates amounts to approximately $32,496 annually in additional costs for the City of McFarland. Annual CPI increases have been incorporated into our five-year rate study assumptions to ensure that our current rate structure can offset this cost increase.

RECOMMENDATION:

Staff recommends that the City Council:

1. Approve the 2.55% increase in the service rates paid by the City to Waste Management for residential, commercial, and industrial services.

2. Acknowledge the 3.22% increase in Kern County gate fees for non-residential consumers, which the City will bill, collect, and remit to the County.

ATTACHMENTS:

1. 2025-2026 McFarland CPI notification

2. McFarland CPI FY25-26

RESOLUTION NO. 2025-77

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING THE REQUEST BY WASTE MANAGEMENT FOR A SERVICE RATE INCREASE OF 2.55% AND ACKNOWLEDGING THE GATE FEE INCREASE OF 3.22% APPROVED BY KERN COUNTY
WHEREAS, the City of McFarland has a franchise agreement with Waste Management for trash, recycling, and organics hauling services; and
WHEREAS, Article 5 of the franchise agreement permits annual rate adjustments based on the Consumer Price Index and other factors; and
WHEREAS, Waste Management has requested an annual rate adjustment including a 2.55% increase in the service rates paid by the City for residential, commercial, and industrial services; and WHEREAS, Kern County has approved a 3.22% increase in gate fees for non-residential consumers, which the City bills, collects, and remits to the County; and WHEREAS, the proposed service rate adjustment will not impact the rates charged to customers by the City but will adjust the contract hauler rates paid by the City; NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of McFarland that it hereby finds and determines as follows:

1. The request by Waste Management for a 2.55% service rate increase, as detailed in their 2025- 2026 rate adjustment request, is hereby approved.

2. The 3.22% gate fee increase approved by Kern County for non-residential consumers is acknowledged, and the City will continue to bill, collect, and remit these fees to the County.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of McFarland on June 11, 2025 by the following vote:

Aye Nae Abstain Absent
Saul Ayon
Ricardo Cano
Anita Gonzalez

María T. Pérez
Martin Gutierrez

CITY OF MCFARLAND
____________________________
Saul Ayon, Mayor
ATTEST:
_____________________________
Erika De La Cruz, City Clerk
I, _________________________, City Clerk of the City of McFarland, California, DO HEREBY CERTIFY that the foregoing resolution is a true and accurate copy of the Resolution passed and adopted by the City Council of the City of McFarland on the date and by the vote indicated herein.

APPROVED AS TO FORM:
_____________________________
Nathan Hodges, City Attorney

May 6, 2025
Diego Viramontes
City Manager
City of McFarland
401 W. Kern Ave
McFarland, CA 93205
RE: 2025/2026 Rate Adjustment Request
Dear Mr. Viramontes,
Pursuant to Article 5 Sections 5.3.1, 5.3.2 and 5.4 of the current Solid Waste Agreement between the City of McFarland and Waste Management of California, Inc., we respectfully request an annual adjustment of service rates.

Summary of Adjustments Requested:

Calculated Annual Adjustment of Rates
Residential, Commercial and Industrial Service Rates
2024-2025 CPI Calculated Adjustment 2.55%
Kern County non-residential gate and bin fee increase 3.22% Commercial and Industrial Services
Effective July 1, 2025. Calculations and supporting documentation for these requests are enclosed with this letter.

As a company, WM is dedicated to making a positive difference in the City of McFarland’s environment and quality of life. Thank you for your favorable consideration. We look forward to discussing this request in further detail.

Sincerely,
Liz Gomez
Senior Account Executive
Attachments:
2025-2026 Proposed Rates and Supporting Calculations
Kern County Public Works Staff Report Public Hearing Notice

Bureau of Labor Statistics
FY25/26 Data Set
Series Id:

Series Title:

Area:

Item:

Base Period:

Years:

Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2015 133.487 134.053 134.969 135.222 135.977 136.391 136.371 136.125 135.837 135.735 135.393 134.788 2016 134.966 134.953 135.655 136.332 136.895 137.329 137.007 137.026 137.328 137.536 137.253 137.221 2017 138.035 138.403 138.461 138.810 138.922 138.989 138.755 139.128 139.878 139.782 139.720 139.546 2018 140.239 140.805 141.142 141.662 142.146 142.349 142.317 142.317 142.489 142.700 142.238 141.699 2019 142.001 142.571 143.297 143.926 144.183 144.243 144.409 144.388 144.428 144.629 144.518 144.251 2020 144.813 145.193 144.913 144.142 144.018 144.847 145.747 146.270 146.417 146.382 146.242 146.408 2021 147.125 147.845 148.746 149.903 151.022 152.295 153.076 153.301 153.734 154.884 155.538 155.926 2022 157.178 158.617 160.835 161.787 163.615 165.553 165.495 165.389 165.845 166.609 166.498 165.974 2023 167.267 168.069 168.501 169.376 169.774 170.303 170.461 171.128 171.490 171.421 170.946 170.718 2024 171.649 172.700 173.796 174.473 174.738 174.743 174.919 175.015 175.228 175.412 175.259 175.273 2025 176.398 177.163 177.546
171.147
175.514

4.367

2.55%
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BLS Data Pulled on 05/06/2025
Chained Consumer Price Index for All Urban Consumers (C-CPI-U): U.S. city average Original Data Value
SUUR0000SA0
Not Seasonally Adjusted
All items in U.S. city average, all urban consumers,
chained, not seasonally adjusted U.S. city average
All items
DECEMBER 1999=100
2015 to 2025
Percentage Carryover to Succeeding Year
2022 Average - Prior Year
2023 Average - Current Year
Change in CPI Prior v Current
% Change from Prior / 2025 CPI Adjustment
Maximum of 5%
Source: Bureau of Labor Statistics Generated on: May 8, 2024 (12:11:52 PM)

Bureau of Labor Statistics
Contract Language:

Source: Bureau of Labor Statistics Generated on: May 8, 2024 (12:11:52 PM)

For FY 25/26 Rate Adjustment Request
Old Rate 65.15 $ $ 2.10 Projected Impact (Old Rate x 3.22% ) New Rate 67.25 $ TRUE $ 67.25 Old Rate + Projected Impact = New Ra $ Change in Dollars 1.03

3.22% Change as a Percent
Approved on January 7, 20225
Kern County Public Works Non-Residential Gate Rate Increase

Approval from BOS
d Impact (Old Rate x 3.22% )
+ Projected Impact = New Rate
Contract Language