Agenda packet — McFarland City Council, April 8, 2026 (part 1 of 2)

MCFARLAND CITY COUNCIL
McFarland Successor Agency, McFarland Public Finance Authority, McFarland Improvement Authority, McFarland Parking Authority Regular Meeting Notice and Agenda
Council Chambers
103 W. Sherwood Ave, Mcfarland, CA
Website: https://www.mcfarlandcity.org/
Wednesday, April 8, 2026
6:00 PM
SAUL AYON, Mayor
RICARDO CANO, Vice Mayor
MARTIN GUTIERREZ, Council Member
ANITA GONZALEZ, Council Member
MARÍA T. PÉREZ , Council Member
VIEW THE MEETING RECORDINGS ONLINE at www.mcfarlandcity.org/AgendaCenterRecordings will be available approximately one week following the meeting.

HOW TO SUBMIT PUBLIC COMMENTS: The meetings of the City Council and all municipal entities, commissions, and boards (“the City”) are open to the public. At regularly scheduled meetings, members of the public may address the city on any item listed on the agenda, or on any non-listed matter over which the city has jurisdiction. At special or emergency meetings, members of the public may only address the city on items listed on the agenda. There is a time limitation of two minutes per person. For any item that is not on the agenda and within the jurisdiction or interest of the city, please come to the podium at this time. The Brown Act does not permit any action or discussion on items not listed on the agenda. If you wish to speak regarding a scheduled agenda item, please come to the podium when the item number and subject matter are announced, and the mayor opens Public Comment on the item. When recognized, please begin by providing your name and address for the record (optional). Anyone wishing to submit written information at the meeting needs to furnish ten (10) copies to the City Clerk in advance to allow for distribution to City Council, staff, and the media.

Willful disruption of the meeting shall not be permitted. If the Mayor finds that there is in fact willful disruption of any City Council Meeting, he/she may order the disrupting parties out of the room and subsequently conduct the City’s business without them present.

PUBLIC ACCOMMODATIONS: The City of McFarland does not discriminate based on disability and complies with the provisions of the Americans with Disabilities Act (ADA). If you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (661) 792-3091 at least 48 hours prior to the meeting to make reasonable arrangements to ensure accessibility to this meeting.

INTERPRETATION: If you need an interpretation of your communications to the City Council into English, please contact the City Clerk Department at 661-792-3091 ext. 2135 at least 48 hours prior to the meeting.

CALL TO ORDER: Mayor Saul Ayon
ROLL CALL:

Mayor/Chair, Saul Ayon

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Vice Mayor/Vice-Chair, Ricardo Cano
Council Member/Board Member, Martin Gutierrez
Council Member/Board Member, Anita Gonzalez
Council Member/Board Member, María T. Pérez
INVOCATION: Community Development Director Megan Snyder PLEDGE OF ALLEGIANCE: City Clerk Erika De La Cruz

APPROVE AGENDA AS TO FORM
FEATURED PET:

Is a feature that highlights a pet available for adoption from the McFarland Animal Shelter. ● Featured Pet Presented by Community Development Director Snyder

PRESENTATIONS, INTRODUCTIONS AND AWARDS

1. A Proclamation Declaring in the City of McFarland April 2026 as Child Abuse Prevention Month

2. A Proclamation Declaring in the City of McFarland April 2026 as Autism Accepatance Month
CONSENT AGENDA: The Consent Agenda consists of items that in staff’s opinion are routine and non-controversial. These items are approved in one motion unless a Council Member/ Board Member or Member from the Public requests to remove a particular item.

3. Approval of Expense Report in the Amount of $194,155.17 from 3/14/2026 to 3/27/2026.

4. Approval of Payroll Report for the Month of March 2026 in the Amount of $430,954.39.

5. Approval of March 25, 2026, Regular Meeting Minutes

6. Approval of Resolution No. 2026-34 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF MCFARLAND, CALIFORNIA ESTABLISHING RULES OF DECORUM FOR

PUBLIC MEETINGS OF THE CITY COUNCIL, COMMISSIONS, AND STANDING

COMMITTEES

7. Approval of Resolution No. 2026-36 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF MCFARLAND, CALIFORNIA APPROVING THE WAIVER OF THE FACILITY

USE AGREEMENT FEES, DEPOSIT, AND THE GENERAL LIABILITY INSURANCE

REQUIREMENT FOR MCFARLAND LIONS CLUB

PUBLIC HEARINGS

ADMINISTRATIVE AGENDA

8. Approval of Resolution No. 2026-35 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING THE FINAL FIVE (5) YEAR TRANSIT

DEVELOPMENT PLAN
PUBLIC COMMENT: Members of the public wishing to address the Council about any item not on the agenda may do so at this time. Speakers are limited to two minutes for each person. Fifteen

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minutes total will be allowed for any one subject. Please state your name and address for the record prior to making a presentation.

COUNCIL COMMENTS

REPORTS FROM CITY COUNCIL ON COMMITTEE/SPECIAL DISTRICT MEETINGS a. Public Policy and Finance Committee
b. Public Safety Committee
c. Quality of Life Committee
COUNCIL STATEMENTS AND REPORTS:

On their own initiative, Council Members may make a brief announcement or a brief report on their own activities. In addition, Council Members may ask a question of staff or the public for clarification on any matter, provide a reference to staff or other resources for information. Alternatively, request staff to report to the City Council at a later meeting concerning any matter. Furthermore, the City Council, or any member thereof, may take action to direct staff to place a matter of business on a future agenda.

CLOSED SESSION

ADJOURNMENT
This is to certify this agenda was posted at McFarland City Hall on April 3, 2026.

Erika De La Cruz, City Clerk
Diego Viramontes, City Manager
Next Meeting: Regular City Council April 22, 2026.

The City of McFarland does not discriminate based on disability and complies with the provisions of the Americans with Disabilities Act (ADA). If you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (661) 792-3091 at least 48 hours prior to the meeting to make reasonable arrangements to ensure accessibility to this meeting. Special meeting needs hour change
All agenda item and/or supporting documentation is available for public review on the city website at www.mcfarlandcity.org and the office of the City Clerk of the City of McFarland, at 401 W, Kern Ave.

McFarland, CA 93250 during regular business hours of 8:00 am – 5:00 pm Monday through Friday, following the posting of the agenda. Any supporting documentation related to an agenda item for an open session of any regular meeting that is distributed after the agenda is posted and prior to the meeting will also be available for review at the same location and available at the meeting.

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CITY OF MCFARLAND ANIMAL SHELTER

PET OF THE WEEK
Name: Pheobe
Breed: Chihuahua Mix
Age: Approx 1 year
Sex: Female
Description: Pheobe is a playful and sweet puppy looking for her forever home.

Adopt Don’t Shop!
Thank you for supporting McFarland’s shelter pets! ❤
____________________________________________________________________________________ McFarland Animal Shelter | 12941 Melcher Rd, McFarland, CA 93250 | Phone: (661) 792-2121 | cityofmcfarland.org

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Child Abuse Prevention Month
April 2026
WHEREAS, child abuse and neglect remain serious and ongoing concerns in Kern County, with 13,512 children reported as suspected victims in 2024, averaging 37 reports per day; and WHEREAS, during the same period, 2,570 children were confirmed victims of abuse or neglect, underscoring the continued need for prevention, early intervention, and family support services; and
WHEREAS, the tragic impact of abuse is reflected in child fatalities, severe injuries, and cases of abusive head trauma, emphasizing the importance of community awareness and protective efforts; and
WHEREAS, young children, particularly those under the age of five and those experiencing homelessness, are among the most vulnerable populations, and many at-risk children remain unidentified and without access to supportive resources; and WHEREAS, community-wide efforts-including public education, awareness campaigns such as Wear Blue Day, and events like the Strong Families, Safer Futures Resources Event on April 16, 2026, hosted by the Kern County Network for Children-provide vital resources, support services, and opportunities to strengthen families and promote child safety; and NOW, THEREFORE, I, Mayor Saul Ayon, on behalf of the City Council of the City of McFarland do hereby proclaim April 2026 as Child Abuse Prevention Month.

IN TESTIMONY WHEREOF, I have hereunto set my hand and caused to be affixed the Great Seal of McFarland, CA, on this 8th day April 2026.

Saul Ayon
Mayor

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Autism Acceptance Month
April 2026
WHEREAS, last week we celebrated World Autism Awareness Day, we recognize the millions of Americans living with autism spectrum disorder, especially those living within the McFarland community. The City of McFarland proudly recognizes April as Autism Acceptance Month; and WHEREAS, Autism now affects 1 in 36 children in the United States, a staggering increase from the 1980s, when the disorder was found in only 1 to 4 out of every 10,000 individuals.  Autism Spectrum Disorder affects individuals of all backgrounds, and this month provides an opportunity to increase understanding, promote acceptance, and support those living with autism and their families; and
WHEREAS, this Autism Acceptance month, we share our support of individuals, families, and many others who are dedicated to uplifting and assisting individuals with autism. ; and WHEREAS, McFarland is committed to fostering an inclusive community where all residents have access to resources, opportunities, and support systems that allow them to thrive; and NOW, THEREFORE, I, Mayor Saul Ayon, on behalf of the City Council of the City of McFarland do hereby proclaim April 2026 as Autism Acceptance Month.

IN TESTIMONY WHEREOF, I have hereunto set my hand and caused to be affixed the Great Seal of McFarland, CA, on this 8th day April 2026.

Saul Ayon
Mayor

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4/2/2026 12:04:31 PM Page 1 of 15
Expense Approval Report
City of McFarland, CA By Vendor Name
Payment Dates 3/14/2026 - 3/27/2026
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Vendor: Aflac - Aflac
Aflac INV0032721 03/19/2026 AFLAC - Accident 01-22400-0000-1 20.93 Aflac INV0032721 03/19/2026 AFLAC - Accident 20-22400-0000-1 6.97 Aflac INV0032721 03/19/2026 AFLAC - Accident 30-22400-0000-1 13.96 Aflac INV0032721 03/19/2026 AFLAC - Accident 32-22400-0000-1 13.94 Aflac INV0032721 03/19/2026 AFLAC - Accident 34-22400-0000-1 22.14 Aflac INV0032722 03/19/2026 Critical Illness - AFLAC 01-22400-0000-1 15.93 Aflac INV0032722 03/19/2026 Critical Illness - AFLAC 20-22400-0000-1 5.31 Aflac INV0032722 03/19/2026 Critical Illness - AFLAC 30-22400-0000-1 14.61 Aflac INV0032722 03/19/2026 Critical Illness - AFLAC 32-22400-0000-1 14.61 Aflac INV0032722 03/19/2026 Critical Illness - AFLAC 34-22400-0000-1 19.92 Aflac INV0032723 03/19/2026 Health FSA 01-22600-0000-1 47.30 Aflac INV0032723 03/19/2026 Health FSA 30-22600-0000-1 17.30 Aflac INV0032723 03/19/2026 Health FSA 31-22600-0000-1 5.78 Aflac INV0032723 03/19/2026 Health FSA 32-22600-0000-1 17.31 Aflac INV0032724 03/19/2026 Hospital - AFLAC 01-22400-0000-1 55.71 Aflac INV0032724 03/19/2026 Hospital - AFLAC 20-22400-0000-1 18.57 Aflac INV0032724 03/19/2026 Hospital - AFLAC 30-22400-0000-1 4.04 Aflac INV0032724 03/19/2026 Hospital - AFLAC 32-22400-0000-1 4.00 Aflac INV0032741 03/19/2026 AFLAC - Accident 01-22400-0000-1 171.54 Aflac INV0032742 03/19/2026 Cancer - AFLAC 01-22400-0000-1 137.41 Aflac INV0032743 03/19/2026 Critical Illness - AFLAC 01-22400-0000-1 89.58 Aflac INV0032744 03/19/2026 Hospital - AFLAC 01-22400-0000-1 182.76 Aflac INV0032768 03/19/2026 AFLAC - Accident 01-22400-0000-1 31.62 Aflac INV0032768 03/19/2026 AFLAC - Accident 30-22400-0000-1 4.29 Aflac INV0032768 03/19/2026 AFLAC - Accident 31-22400-0000-1 4.29 Aflac INV0032768 03/19/2026 AFLAC - Accident 32-22400-0000-1 4.26 Aflac INV0032769 03/19/2026 Cancer - AFLAC 01-22400-0000-1 10.35 Aflac INV0032769 03/19/2026 Cancer - AFLAC 30-22400-0000-1 18.30 Aflac INV0032769 03/19/2026 Cancer - AFLAC 31-22400-0000-1 5.58 Aflac INV0032769 03/19/2026 Cancer - AFLAC 32-22400-0000-1 18.33 Aflac INV0032770 03/19/2026 Critical Illness - AFLAC 01-22400-0000-1 8.30 Aflac INV0032770 03/19/2026 Critical Illness - AFLAC 30-22400-0000-1 13.91 Aflac INV0032770 03/19/2026 Critical Illness - AFLAC 31-22400-0000-1 2.95 Aflac INV0032770 03/19/2026 Critical Illness - AFLAC 32-22400-0000-1 13.90 Aflac INV0032771 03/19/2026 Health FSA 01-22600-0000-1 9.62 Aflac INV0032771 03/19/2026 Health FSA 30-22600-0000-1 28.85 Aflac INV0032771 03/19/2026 Health FSA 31-22600-0000-1 28.85 Aflac INV0032771 03/19/2026 Health FSA 32-22600-0000-1 28.83 Aflac INV0032772 03/19/2026 Hospital - AFLAC 01-22400-0000-1 55.57 Aflac INV0032772 03/19/2026 Hospital - AFLAC 30-22400-0000-1 10.08 Aflac INV0032772 03/19/2026 Hospital - AFLAC 31-22400-0000-1 10.08 Aflac INV0032772 03/19/2026 Hospital - AFLAC 32-22400-0000-1 10.07 Vendor Aflac - Aflac Total: 1,217.65
Vendor: Amazon Capital Servi - Amazon Capital Services, Inc.

Amazon Capital Services, Inc. 1T61-C6Q6-61YL 03/17/2026 INV 1T61-C6Q6-61YL- Office S… 01-105-57200-0000-1 144.67 Amazon Capital Services, Inc. 1T61-C6Q6-61YL 03/17/2026 INV 1T61-C6Q6-61YL- Office S… 01-111-57400-0000-1 5.49 Amazon Capital Services, Inc. 1T61-C6Q6-61YL 03/17/2026 INV 1T61-C6Q6-61YL- Office S… 01-112-57200-0000-1 28.89 Amazon Capital Services, Inc. 1JGF-LG4L-RC1J 03/18/2026 INV 1JGF-LG4L-RC1J 03/16/26 01-175-57200-0000-1 104.36 Amazon Capital Services, Inc. 19CN-7LDM-XRVD 03/25/2026 Inv. 19CN-7LDM-XRVD Office … 01-150-57200-0000-1 125.52 Amazon Capital Services, Inc. 1QML-JNFK-DTKH 03/25/2026 Inv. 1QML-JNFK-DTKH Office … 01-150-57200-0000-1 66.74 Amazon Capital Services, Inc. 1QML-JNFK-DTKH 03/25/2026 Inv. 1QML-JNFK-DTKH Ops Su… 01-150-57400-0000-1 178.27 Amazon Capital Services, Inc. 1XCY-GP4P-R4G1 03/25/2026 Inv. 1XCY-GP4P-R4G1 WiFi 7 A…01-190-57400-0000-1 352.88 Amazon Capital Services, Inc. 19PN-3L6H-3YGQ 03/26/2026 INV 19PN-3L6H-3YGQ Streets … 01-180-56600-0000-1 39.39

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 2 of 15
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Amazon Capital Services, Inc. 1TWJ-MC63-C3YQ 03/26/2026 INV #1TWJ-MC63-C3YQ CDD … 01-155-57200-0000-1 211.49 Vendor Amazon Capital Servi - Amazon Capital Services, Inc. Total: 1,257.70 Vendor: Arredondo Automotive - Arredondo Automotive Group Arredondo Automotive Group 310646 03/25/2026 Inv. 310646 Unit40 -Engine Oil…01-150-56600-0000-1 116.45 Arredondo Automotive Group 310846 03/25/2026 Inv. 310846 Unit 45 -Oil Chan… 01-150-56600-0000-1 116.45 Vendor Arredondo Automotive - Arredondo Automotive Group Total: 232.90 Vendor: At&t Mobility - At&t Mobility
At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-110-57800-0000-1 27.04 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-111-57800-0000-1 27.22 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-112-57800-0000-1 20.93 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-115-57800-0000-1 40.32 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-140-57800-0000-1 15.48 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-160-57800-0000-1 66.53 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-165-57800-0000-1 17.02 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 01-175-57800-0000-1 13.28 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 30-500-57800-0000-1 153.29 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 31-505-57800-0000-1 58.53 At&t Mobility March 2026 Monthly 287237… 03/24/2026 March 2026 Monthly 287237… 32-510-57800-0000-1 153.35 Vendor At&t Mobility - At&t Mobility Total: 592.99
Vendor: Auto Zone - Auto Zone
Auto Zone 06270265923 03/25/2026 Inv. 06270265923 Duralast Ba…01-150-56600-0000-1 157.35 Auto Zone 06270274519 03/26/2026 INV 06270274519 WWTP Ford…30-500-56600-0000-1 71.17 Auto Zone 06270279950 03/26/2026 INV 06270279950 Streets Dep…01-180-56600-0000-1 13.64 Vendor Auto Zone - Auto Zone Total: 242.16
Vendor: BP&W - Bakersfield Paint & Wallpaper Inc
Bakersfield Paint & Wallpaper …KVGQA 03/26/2026 INV #KVGQA Paint for Shelter …01-155-52910-2608-1 347.49 Vendor BP&W - Bakersfield Paint & Wallpaper Inc Total: 347.49 Vendor: Berchtold Equipment - Berchtold Equipment
Berchtold Equipment W15488 03/18/2026 INV W15488 Tractor Loader R… 01-180-56430-0000-1 2,292.25 Vendor Berchtold Equipment - Berchtold Equipment Total: 2,292.25 Vendor: Boot Barn - Boot Barn Inc.

Boot Barn Inc. INV00581185 03/24/2026 FY25-26 Boot Allowance INV0… 30-500-51800-0000-1 75.50 Boot Barn Inc. INV00581185 03/24/2026 FY25-26 Boot Allowance INV0… 32-510-51800-0000-1 75.50 Vendor Boot Barn - Boot Barn Inc. Total: 151.00
Vendor: the round up - Bramaloma Inc
Bramaloma Inc 0084139 03/18/2026 Inv. 0084139 - K9 Police Progr… 01-150-56000-0000-1 160.19 Vendor the round up - Bramaloma Inc Total: 160.19
Vendor: WASCO VET - Brian L. Edick
Brian L. Edick 00007963 03/18/2026 INV #00007963 Wasco vet visit…01-155-51150-0000-1 25.00 Brian L. Edick 00007964 03/18/2026 INV #00007964 Wasco vet visit…01-155-51150-0000-1 25.00 Brian L. Edick 00007965 03/18/2026 INV #00007965 Wasco Vet visi…01-155-51150-0000-1 79.00 Brian L. Edick 00007966 03/18/2026 INV #00007964 Wasco vet visit…01-155-51150-0000-1 540.00 Brian L. Edick 00007967 03/18/2026 INV #00007967 Wasco vet visit…01-155-51150-0000-1 44.00 Brian L. Edick 00007968 03/18/2026 INV #00007968 Wasco vet visit…01-155-51150-0000-1 200.00 Brian L. Edick 00007996 03/18/2026 INV #00007996 Wasco vet visit…01-155-51150-0000-1 254.50 Vendor WASCO VET - Brian L. Edick Total: 1,167.50
Vendor: BSK ASSOCIATES - BSK ASSOCIATES
BSK ASSOCIATES BJ00856 03/26/2026 INV BJ00856 B-Coliforrm 2/23… 32-510-58200-0000-1 122.44 BSK ASSOCIATES BJ00921 03/26/2026 INV BJ00921 B-Coliform & B-… 32-510-58200-0000-1 178.66 BSK ASSOCIATES BJ00936 03/26/2026 INV BJ00936 WWTP BOD & TS…30-500-58200-0000-1 150.00 BSK ASSOCIATES BJ01031 03/26/2026 INV BJ01031 WWTP BOD & TS…30-500-58200-0000-1 150.00 BSK ASSOCIATES BJ01061 03/26/2026 INV BJ01061 B-Coliform 3/3/26 32-510-58200-0000-1 94.33 BSK ASSOCIATES BJ01144 03/26/2026 INV BJ01144 Water Dept. Nitr… 32-510-58200-0000-1 172.47 BSK ASSOCIATES BJ01153 03/26/2026 INV BJ01153 B-Coliform 3/9/26 32-510-58200-0000-1 102.76 Vendor BSK ASSOCIATES - BSK ASSOCIATES Total: 970.66
Vendor: CALCLEAN - Cal Clean LLC
Cal Clean LLC 0000498 03/18/2026 INV 0000498 Cal Clean City Co…01-190-52200-0000-1 280.00

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 3 of 15
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Cal Clean LLC 0000499 03/18/2026 INV 0000499 Animal Shelter &…01-190-52200-0000-1 400.00 Cal Clean LLC 0000500 03/18/2026 INV 0000500 Cal Clean Service…01-190-52200-0000-1 920.00 Vendor CALCLEAN - Cal Clean LLC Total: 1,600.00
Vendor: CalPers - CalPers
CalPers 100000018008650 03/17/2026 Inv. 100000018008650 01-112-53200-0000-1 265.00 Vendor CalPers - CalPers Total: 265.00
Vendor: Cannon - Cannon Corporation
Cannon Corporation 94943 03/17/2026 INV 94943 Project 161102 I&E…30-500-56000-7820-1 1,037.00 Vendor Cannon - Cannon Corporation Total: 1,037.00
Vendor: Cintas - Cintas Corporation No.3
Cintas Corporation No.3 4259637713 03/26/2026 INV 4259637713 PW Laundry … 01-180-51800-0000-1 150.33 Cintas Corporation No.3 4259637713 03/26/2026 INV 4259637713 PW Laundry … 01-190-51800-0000-1 73.51 Cintas Corporation No.3 4259637713 03/26/2026 INV 4259637713 PW Laundry … 20-200-51800-0000-1 42.75 Cintas Corporation No.3 4259637713 03/26/2026 INV 4259637713 PW Laundry … 30-500-51800-0000-1 78.98 Cintas Corporation No.3 4259637713 03/26/2026 INV 4259637713 PW Laundry … 32-510-51800-0000-1 78.98 Cintas Corporation No.3 4259637713 03/26/2026 INV 4259637713 PW Laundry … 32-510-57400-0000-1 127.08 Cintas Corporation No.3 4261164819 03/26/2026 INV 4261164819 PW Laundry … 01-180-51800-0000-1 145.73 Cintas Corporation No.3 4261164819 03/26/2026 INV 4261164819 PW Laundry … 01-190-51800-0000-1 72.98 Cintas Corporation No.3 4261164819 03/26/2026 INV 4261164819 PW Laundry … 20-200-51800-0000-1 41.22 Cintas Corporation No.3 4261164819 03/26/2026 INV 4261164819 PW Laundry … 30-500-51800-0000-1 78.97 Cintas Corporation No.3 4261164819 03/26/2026 INV 4261164819 PW Laundry … 32-510-51800-0000-1 78.98 Cintas Corporation No.3 4261164819 03/26/2026 INV 4261164819 PW Laundry … 32-510-57400-0000-1 127.09 Cintas Corporation No.3 4262643470 03/26/2026 INV 4262643470 PW Laundry … 01-180-51800-0000-1 136.71 Cintas Corporation No.3 4262643470 03/26/2026 INV 4262643470 PW Laundry … 01-190-51800-0000-1 71.79 Cintas Corporation No.3 4262643470 03/26/2026 INV 4262643470 PW Laundry … 20-200-51800-0000-1 38.24 Cintas Corporation No.3 4262643470 03/26/2026 INV 4262643470 PW Laundry … 30-500-51800-0000-1 78.84 Cintas Corporation No.3 4262643470 03/26/2026 INV 4262643470 PW Laundry … 32-510-51800-0000-1 78.83 Cintas Corporation No.3 4262643470 03/26/2026 INV 4262643470 PW Laundry … 32-510-57400-0000-1 435.45 Vendor Cintas - Cintas Corporation No.3 Total: 1,936.46 Vendor: CLA - CLIFTONLARSONALLEN LLP
CLIFTONLARSONALLEN LLP L261137314 03/26/2026 INV L261137314 Audit Perfor… 01-130-56050-0000-1 312.00 CLIFTONLARSONALLEN LLP L261137314 03/26/2026 INV L261137314 Audit Perfor… 30-500-56050-0000-1 312.00 CLIFTONLARSONALLEN LLP L261137314 03/26/2026 INV L261137314 Audit Perfor… 31-505-56050-0000-1 144.00 CLIFTONLARSONALLEN LLP L261137314 03/26/2026 INV L261137314 Audit Perfor… 32-510-56050-0000-1 324.00 CLIFTONLARSONALLEN LLP L261137314 03/26/2026 INV L261137314 Audit Perfor… 34-520-56050-0000-1 108.00 Vendor CLA - CLIFTONLARSONALLEN LLP Total: 1,200.00
Vendor: CopWare, Inc - CopWare, Inc
CopWare, Inc 87400 03/18/2026 Inv. 87400 CA Peace Officers L…01-150-56000-0000-1 705.00 Vendor CopWare, Inc - CopWare, Inc Total: 705.00
Vendor: Cornerstone Engineer - Cornerstone Engineering Inc.

Cornerstone Engineering Inc. 44767 03/17/2026 INV #44767 -Laserfiche Recor… 01-111-52930-2602-1 237.00 Vendor Cornerstone Engineer - Cornerstone Engineering Inc. Total: 237.00 Vendor: Data Ticket, Inc - Data Ticket, Inc
Data Ticket, Inc 022026INV 03/18/2026 INV #022026 Code enforceme… 01-165-56000-0000-1 100.00 Vendor Data Ticket, Inc - Data Ticket, Inc Total: 100.00 Vendor: De Lage Landen - De Lage Landen Financial Services Inc De Lage Landen Financial Serv… 596145368 03/18/2026 Inv.596145368 03/08/2026 5… 01-140-52200-0000-1 59.00 De Lage Landen Financial Serv… 596145368 03/18/2026 Inv.596145368 03/08/2026 5… 01-180-56000-0000-1 58.99 Vendor De Lage Landen - De Lage Landen Financial Services Inc Total: 117.99 Vendor: Dee Jaspar - Dee Jaspar & Associates, Inc
Dee Jaspar & Associates, Inc 26-00234 03/26/2026 INV 26-00234 General Fund P… 32-510-56000-0000-1 711.83 Dee Jaspar & Associates, Inc 26-00238 03/26/2026 INV 26-00238 Tract 7394 Insp… 01-140-56000-0000-1 474.00 Vendor Dee Jaspar - Dee Jaspar & Associates, Inc Total: 1,185.83 Vendor: EDD - EDD
EDD INV0032734 03/19/2026 State Income Tax Withholding 01-22200-0000-1 793.90 EDD INV0032734 03/19/2026 State Income Tax Withholding 20-22200-0000-1 45.11 EDD INV0032734 03/19/2026 State Income Tax Withholding 30-22200-0000-1 241.06

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 4 of 15
Vendor Name Payable Number Post Date Description (Item) Account Number Amount EDD INV0032734 03/19/2026 State Income Tax Withholding 31-22200-0000-1 32.88 EDD INV0032734 03/19/2026 State Income Tax Withholding 32-22200-0000-1 241.58 EDD INV0032734 03/19/2026 State Income Tax Withholding 34-22200-0000-1 135.96 EDD INV0032735 03/19/2026 SDI - State Disability Insurance 01-22200-0000-1 474.23 EDD INV0032735 03/19/2026 SDI - State Disability Insurance 20-22200-0000-1 37.82 EDD INV0032735 03/19/2026 SDI - State Disability Insurance 30-22200-0000-1 208.30 EDD INV0032735 03/19/2026 SDI - State Disability Insurance 31-22200-0000-1 32.08 EDD INV0032735 03/19/2026 SDI - State Disability Insurance 32-22200-0000-1 208.70 EDD INV0032735 03/19/2026 SDI - State Disability Insurance 34-22200-0000-1 56.90 EDD INV0032736 03/19/2026 State Unemployment Insuran… 01-22250-0000-1 127.32 EDD INV0032736 03/19/2026 State Unemployment Insuran… 20-22250-0000-1 8.04 EDD INV0032736 03/19/2026 State Unemployment Insuran… 30-22250-0000-1 25.03 EDD INV0032736 03/19/2026 State Unemployment Insuran… 31-22250-0000-1 8.34 EDD INV0032736 03/19/2026 State Unemployment Insuran… 32-22250-0000-1 25.04 EDD INV0032737 03/19/2026 Employment Training Tax 01-22275-0000-1 3.53 EDD INV0032737 03/19/2026 Employment Training Tax 20-22275-0000-1 0.22 EDD INV0032737 03/19/2026 Employment Training Tax 30-22275-0000-1 0.69 EDD INV0032737 03/19/2026 Employment Training Tax 31-22275-0000-1 0.23 EDD INV0032737 03/19/2026 Employment Training Tax 32-22275-0000-1 0.71 EDD INV0032761 03/19/2026 State Income Tax Withholding 01-22200-0000-1 4,416.80 EDD INV0032762 03/19/2026 SDI - State Disability Insurance 01-22200-0000-1 1,202.56 EDD INV0032763 03/19/2026 State Unemployment Insuran… 01-22250-0000-1 12.01 EDD INV0032764 03/19/2026 Employment Training Tax 01-22275-0000-1 0.33 EDD INV0032778 03/19/2026 State Income Tax Withholding 01-22200-0000-1 508.69 EDD INV0032778 03/19/2026 State Income Tax Withholding 20-22200-0000-1 9.57 EDD INV0032778 03/19/2026 State Income Tax Withholding 30-22200-0000-1 259.16 EDD INV0032778 03/19/2026 State Income Tax Withholding 31-22200-0000-1 212.04 EDD INV0032778 03/19/2026 State Income Tax Withholding 32-22200-0000-1 259.15 EDD INV0032778 03/19/2026 State Income Tax Withholding 34-22200-0000-1 9.58 EDD INV0032779 03/19/2026 SDI - State Disability Insurance 01-22200-0000-1 258.48 EDD INV0032779 03/19/2026 SDI - State Disability Insurance 20-22200-0000-1 3.55 EDD INV0032779 03/19/2026 SDI - State Disability Insurance 30-22200-0000-1 80.51 EDD INV0032779 03/19/2026 SDI - State Disability Insurance 31-22200-0000-1 51.53 EDD INV0032779 03/19/2026 SDI - State Disability Insurance 32-22200-0000-1 80.52 EDD INV0032779 03/19/2026 SDI - State Disability Insurance 34-22200-0000-1 3.54 EDD INV0032780 03/19/2026 State Unemployment Insuran… 01-22250-0000-1 152.82 EDD INV0032781 03/19/2026 Employment Training Tax 01-22275-0000-1 4.25 Vendor EDD - EDD Total: 10,232.76
Vendor: EFTPS - Electronic Federal Tax Payment System
Electronic Federal Tax Paymen…INV0032732 03/19/2026 Federal Income Tax Withholdi… 01-22050-0000-1 2,005.26 Electronic Federal Tax Paymen…INV0032732 03/19/2026 Federal Income Tax Withholdi… 20-22050-0000-1 156.42 Electronic Federal Tax Paymen…INV0032732 03/19/2026 Federal Income Tax Withholdi… 30-22050-0000-1 420.82 Electronic Federal Tax Paymen…INV0032732 03/19/2026 Federal Income Tax Withholdi… 31-22050-0000-1 38.71 Electronic Federal Tax Paymen…INV0032732 03/19/2026 Federal Income Tax Withholdi… 32-22050-0000-1 421.47 Electronic Federal Tax Paymen…INV0032732 03/19/2026 Federal Income Tax Withholdi… 34-22050-0000-1 172.42 Electronic Federal Tax Paymen…INV0032733 03/19/2026 Social Security 01-22100-0000-1 4,523.08 Electronic Federal Tax Paymen…INV0032733 03/19/2026 Social Security 20-22100-0000-1 361.06 Electronic Federal Tax Paymen…INV0032733 03/19/2026 Social Security 30-22100-0000-1 1,986.76 Electronic Federal Tax Paymen…INV0032733 03/19/2026 Social Security 31-22100-0000-1 306.20 Electronic Federal Tax Paymen…INV0032733 03/19/2026 Social Security 32-22100-0000-1 1,990.72 Electronic Federal Tax Paymen…INV0032733 03/19/2026 Social Security 34-22100-0000-1 542.78 Electronic Federal Tax Paymen…INV0032738 03/19/2026 Medicare 01-22150-0000-1 1,057.82 Electronic Federal Tax Paymen…INV0032738 03/19/2026 Medicare 20-22150-0000-1 84.42 Electronic Federal Tax Paymen…INV0032738 03/19/2026 Medicare 30-22150-0000-1 464.76 Electronic Federal Tax Paymen…INV0032738 03/19/2026 Medicare 31-22150-0000-1 71.68 Electronic Federal Tax Paymen…INV0032738 03/19/2026 Medicare 32-22150-0000-1 465.34 Electronic Federal Tax Paymen…INV0032738 03/19/2026 Medicare 34-22150-0000-1 126.94 Electronic Federal Tax Paymen…INV0032759 03/19/2026 Federal Income Tax Withholdi… 01-22050-0000-1 9,776.33 Electronic Federal Tax Paymen…INV0032760 03/19/2026 Social Security 01-22100-0000-1 11,470.76 Electronic Federal Tax Paymen…INV0032765 03/19/2026 Medicare 01-22150-0000-1 2,682.72

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Vendor Name Payable Number Post Date Description (Item) Account Number Amount Electronic Federal Tax Paymen…INV0032776 03/19/2026 Federal Income Tax Withholdi… 01-22050-0000-1 1,090.11 Electronic Federal Tax Paymen…INV0032776 03/19/2026 Federal Income Tax Withholdi… 20-22050-0000-1 20.08 Electronic Federal Tax Paymen…INV0032776 03/19/2026 Federal Income Tax Withholdi… 30-22050-0000-1 562.53 Electronic Federal Tax Paymen…INV0032776 03/19/2026 Federal Income Tax Withholdi… 31-22050-0000-1 427.25 Electronic Federal Tax Paymen…INV0032776 03/19/2026 Federal Income Tax Withholdi… 32-22050-0000-1 562.53 Electronic Federal Tax Paymen…INV0032776 03/19/2026 Federal Income Tax Withholdi… 34-22050-0000-1 20.08 Electronic Federal Tax Paymen…INV0032777 03/19/2026 Social Security 01-22100-0000-1 2,465.34 Electronic Federal Tax Paymen…INV0032777 03/19/2026 Social Security 20-22100-0000-1 33.84 Electronic Federal Tax Paymen…INV0032777 03/19/2026 Social Security 30-22100-0000-1 768.08 Electronic Federal Tax Paymen…INV0032777 03/19/2026 Social Security 31-22100-0000-1 491.54 Electronic Federal Tax Paymen…INV0032777 03/19/2026 Social Security 32-22100-0000-1 768.00 Electronic Federal Tax Paymen…INV0032777 03/19/2026 Social Security 34-22100-0000-1 33.86 Electronic Federal Tax Paymen…INV0032782 03/19/2026 Medicare 01-22150-0000-1 576.58 Electronic Federal Tax Paymen…INV0032782 03/19/2026 Medicare 20-22150-0000-1 7.92 Electronic Federal Tax Paymen…INV0032782 03/19/2026 Medicare 30-22150-0000-1 179.64 Electronic Federal Tax Paymen…INV0032782 03/19/2026 Medicare 31-22150-0000-1 114.94 Electronic Federal Tax Paymen…INV0032782 03/19/2026 Medicare 32-22150-0000-1 179.62 Electronic Federal Tax Paymen…INV0032782 03/19/2026 Medicare 34-22150-0000-1 7.92 Vendor EFTPS - Electronic Federal Tax Payment System Total: 47,436.33 Vendor: erika de la cruz - Erika De La Cruz
Erika De La Cruz Reimbursement-Costco 03/26…03/26/2026 Reimbursement-Costco-Erika … 01-105-57100-2613-1 119.97 Vendor erika de la cruz - Erika De La Cruz Total: 119.97 Vendor: flextg llc - Flex Technology Group LLC
Flex Technology Group LLC 4604109-CAL 03/17/2026 Inv. 4604109-CAL CN29305-01…01-130-52200-0000-1 228.52 Flex Technology Group LLC 4604110-CAL 03/17/2026 Inv. 4604110-CAL CN33785-01…01-130-52200-0000-1 255.22 Vendor flextg llc - Flex Technology Group LLC Total: 483.74 Vendor: GHD Services - GHD Services Inc.

GHD Services Inc. 340-0168139 03/24/2026 INV #340-0168139 Professiona…01-130-56000-0000-1 5,026.59 Vendor GHD Services - GHD Services Inc. Total: 5,026.59 Vendor: gotocom - GoTo Communications Inc
GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-110-57800-0000-1 47.95 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-111-57800-0000-1 9.03 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-112-57800-0000-1 5.66 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-113-57800-0000-1 22.53 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-115-57800-0000-1 25.41 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-140-57800-0000-1 43.97 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-145-57800-0000-1 9.03 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-150-57800-0000-1 338.42 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-155-57800-0000-1 24.82 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-160-57800-0000-1 43.97 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-165-57800-0000-1 11.32 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-175-57800-0000-1 36.13 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…01-180-57800-0000-1 18.07 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…20-200-57800-0000-1 2.28 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…30-500-57800-0000-1 152.67 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…31-505-57800-0000-1 67.00 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…32-510-57800-0000-1 132.32 GoTo Communications Inc IN7105208422 03/24/2026 IN7105208422 Monthly Billing…34-520-57800-0000-1 2.08 Vendor gotocom - GoTo Communications Inc Total: 992.66
Vendor: Granite Auto Parts I - Granite Auto Parts Inc
Granite Auto Parts Inc 868573 03/18/2026 INV #868573 ACO Vehicle sup… 01-155-56600-0000-1 53.58 Vendor Granite Auto Parts I - Granite Auto Parts Inc Total: 53.58 Vendor: Gregs Petroleum - Gregs Petroleum
Gregs Petroleum 610646 03/18/2026 Fuel INV 610646 02/20/2026 01-150-54000-0000-1 1,197.35 Gregs Petroleum 616093 03/18/2026 Fuel INV 616093 03/13/2026 01-150-54000-0000-1 1,675.95 Gregs Petroleum 616094 03/18/2026 Fuel INV 616094 03/13/2026 01-150-54000-0000-1 736.02 Gregs Petroleum 617212 03/26/2026 Fuel INV 617212 03/17/26 01-150-54000-0000-1 1,553.87

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Vendor Name Payable Number Post Date Description (Item) Account Number Amount Gregs Petroleum 618224 03/26/2026 Fuel INV 618224 03/20/26 01-150-54000-0000-1 1,667.30 Vendor Gregs Petroleum - Gregs Petroleum Total: 6,830.49 Vendor: Haaker Equipment Co. - Haaker Equipment Co.

Haaker Equipment Co. INV29667 03/26/2026 INV 29667 Street Sweeper Ma…01-180-56440-0000-1 943.72 Vendor Haaker Equipment Co. - Haaker Equipment Co. Total: 943.72 Vendor: Home Depot - Home Depot
Home Depot 1082527 02/04/2026 Credit to Invoice 1082527 01-155-52910-2608-1 -254.55 Home Depot 4094735 02/11/2026 Credit to Invoice 4094735 01-190-56400-0000-1 -275.81 Home Depot 4093465 03/17/2026 INV 4093465 Facilities Maint. … 01-190-56400-0000-1 98.91 Home Depot 4094736 03/17/2026 INV 4094736 Facilities Mainte… 01-190-56400-0000-1 97.41 Home Depot 5093413 03/17/2026 INV 5093413 Facilities Maint. … 01-190-56400-0000-1 484.06 Home Depot 5901073 03/17/2026 INV 5901073 EPA Line Burial 1…32-510-56410-0000-1 74.41 Home Depot 901342 03/17/2026 INV 901342 WWTP Repairs an…30-500-56410-0000-1 74.84 Home Depot 1901837 03/18/2026 INV 1901837 Animal Shelter P… 01-155-52910-2608-1 418.05 Home Depot 3032062 03/18/2026 INV 3032062 Animal Shelter P… 01-155-52910-2608-1 429.50 Home Depot 3511581 03/18/2026 INV 3511581 Armor and Seal L…01-155-52910-2608-1 213.32 Home Depot 4094737 03/18/2026 INV 4094737 Animal Shelter P… 01-155-52910-2608-1 93.01 Home Depot 4511508 03/18/2026 INV 4511508 Streets Dept. Ma…01-180-56500-0000-1 58.35 Home Depot 5902699 03/18/2026 INV 5902699 Water Dept. Sup…32-510-57400-0000-1 96.08 Home Depot 6534877 03/18/2026 INV 6534877 Water Dept. Sup…32-510-57400-0000-1 51.13 Home Depot 6902104 03/18/2026 INV 6902104 Animal Shelter P… 01-155-52910-2608-1 516.36 Home Depot 8901496 03/18/2026 INV 8901496 Facilties Mainte… 01-190-56400-0000-1 551.62 Home Depot 8901499 03/18/2026 INV 8901499 Facilties Mainte… 01-190-56400-0000-1 551.62 Home Depot 9901985 03/18/2026 INV 9901985 Animal Shelter P… 01-155-52910-2608-1 2,734.56 Home Depot 4903966 03/25/2026 Inv. 4903966- Combo Lock 01-150-56400-0000-1 12.08 Home Depot 7032182 03/25/2026 Inv. 7032182 - Brass Key 01-150-56000-0000-1 10.76 Home Depot 8511972 03/26/2026 INV 8511972 Streets Dept. Su… 01-180-56500-0000-1 86.46 Home Depot 901943 03/26/2026 INV 901943 Facilities Mainten… 01-190-56400-0000-1 72.35 Vendor Home Depot - Home Depot Total: 6,194.52
Vendor: Interwest Consulting - Interwest Consulting Group, Inc Interwest Consulting Group, I… 3209116 03/26/2026 INV #3209116 Plan Review 31… 01-160-41550-0000-1 140.00 Interwest Consulting Group, I… 3446317 03/26/2026 INV #3446317 Plan Review for…01-160-41550-0000-1 180.00 Interwest Consulting Group, I… 3451969 03/26/2026 INV #3451969 Plan review for… 01-160-41550-0000-1 460.00 Interwest Consulting Group, I… 3613956 03/26/2026 INV #3613956 Plan Review for…01-160-51400-0000-1 210.00 Interwest Consulting Group, I… 3664746 03/26/2026 INV #3664746 Plan review 974…01-160-41550-0000-1 697.50 Vendor Interwest Consulting - Interwest Consulting Group, Inc Total: 1,687.50 Vendor: Irrigation Concepts - Irrigation Concepts
Irrigation Concepts 50646 03/26/2026 INV 50646 Water Dept. Full Fa…32-510-57400-0000-1 21.11 Vendor Irrigation Concepts - Irrigation Concepts Total: 21.11 Vendor: Gonzalez Upholsterin - Ismael Gonzalez
Ismael Gonzalez 383969 03/25/2026 Inv. 383969 Repair Driver Seat…01-150-56600-0000-1 180.00 Vendor Gonzalez Upholsterin - Ismael Gonzalez Total: 180.00 Vendor: Jim Burke - Jim Burke
Jim Burke 289569C 03/26/2026 Inv. 289569C Unit 55 Spark Pl… 01-150-56600-0000-1 4,271.24 Jim Burke 289762C 03/26/2026 Inv. 289762C Unit 51 Replaced…01-150-56600-0000-1 327.87 Vendor Jim Burke - Jim Burke Total: 4,599.11
Vendor: John Hancock - John Hancock
John Hancock INV0032718 03/19/2026 401K - Employer 01-20800-0000-1 2,138.24 John Hancock INV0032718 03/19/2026 401K - Employer 20-20800-0000-1 117.74 John Hancock INV0032718 03/19/2026 401K - Employer 30-20800-0000-1 1,447.16 John Hancock INV0032718 03/19/2026 401K - Employer 31-20800-0000-1 239.36 John Hancock INV0032718 03/19/2026 401K - Employer 32-20800-0000-1 1,450.31 John Hancock INV0032718 03/19/2026 401K - Employer 34-20800-0000-1 400.39 John Hancock INV0032719 03/19/2026 401K - Employee 01-20800-0000-1 545.30 John Hancock INV0032719 03/19/2026 401K - Employee 20-20800-0000-1 63.59 John Hancock INV0032719 03/19/2026 401K - Employee 30-20800-0000-1 431.83 John Hancock INV0032719 03/19/2026 401K - Employee 31-20800-0000-1 25.40 John Hancock INV0032719 03/19/2026 401K - Employee 32-20800-0000-1 431.72

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Vendor Name Payable Number Post Date Description (Item) Account Number Amount John Hancock INV0032720 03/19/2026 401K - Employer 01-20800-0000-1 154.02 John Hancock INV0032720 03/19/2026 401K - Employer 20-20800-0000-1 51.34 John Hancock INV0032725 03/19/2026 401K Loan 1 01-20800-0000-1 26.82 John Hancock INV0032725 03/19/2026 401K Loan 1 30-20800-0000-1 26.82 John Hancock INV0032725 03/19/2026 401K Loan 1 31-20800-0000-1 8.94 John Hancock INV0032725 03/19/2026 401K Loan 1 32-20800-0000-1 26.83 John Hancock INV0032726 03/19/2026 401K Loan 2 01-20800-0000-1 36.05 John Hancock INV0032726 03/19/2026 401K Loan 2 20-20800-0000-1 12.01 John Hancock INV0032727 03/19/2026 401K Loan 4 01-20800-0000-1 214.45 John Hancock INV0032727 03/19/2026 401K Loan 4 20-20800-0000-1 71.46 John Hancock INV0032728 03/19/2026 401k Contribution 01-20800-0000-1 229.04 John Hancock INV0032728 03/19/2026 401k Contribution 20-20800-0000-1 76.32 John Hancock INV0032729 03/19/2026 401k Contribution 01-20800-0000-1 1,165.25 John Hancock INV0032730 03/19/2026 401k Contribution 01-20800-0000-1 197.16 John Hancock INV0032730 03/19/2026 401k Contribution 20-20800-0000-1 65.72 John Hancock INV0032731 03/19/2026 401k Contribution 01-20800-0000-1 262.88 John Hancock INV0032739 03/19/2026 401K - Employer 01-20800-0000-1 5,048.93 John Hancock INV0032740 03/19/2026 401K - Employee 01-20800-0000-1 3,122.51 John Hancock INV0032746 03/19/2026 401K Loan 1 01-20800-0000-1 89.29 John Hancock INV0032747 03/19/2026 401K Loan 1 01-20800-0000-1 112.59 John Hancock INV0032748 03/19/2026 401K Loan 1 01-20800-0000-1 159.86 John Hancock INV0032749 03/19/2026 401K Loan 1 01-20800-0000-1 107.12 John Hancock INV0032750 03/19/2026 401K Loan 2 01-20800-0000-1 142.48 John Hancock INV0032751 03/19/2026 401K Loan 2 01-20800-0000-1 107.06 John Hancock INV0032752 03/19/2026 401k Contribution 01-20800-0000-1 386.34 John Hancock INV0032753 03/19/2026 401k Contribution 01-20800-0000-1 440.01 John Hancock INV0032754 03/19/2026 401k Contribution 01-20800-0000-1 353.30 John Hancock INV0032755 03/19/2026 401k Contribution 01-20800-0000-1 292.56 John Hancock INV0032756 03/19/2026 401k Contribution 01-20800-0000-1 519.23 John Hancock INV0032757 03/19/2026 401k Contribution 01-20800-0000-1 206.26 John Hancock INV0032758 03/19/2026 401k Contribution 01-20800-0000-1 310.34 John Hancock INV0032766 03/19/2026 401K - Employer 01-20800-0000-1 1,768.79 John Hancock INV0032766 03/19/2026 401K - Employer 20-20800-0000-1 27.30 John Hancock INV0032766 03/19/2026 401K - Employer 30-20800-0000-1 475.49 John Hancock INV0032766 03/19/2026 401K - Employer 31-20800-0000-1 393.60 John Hancock INV0032766 03/19/2026 401K - Employer 32-20800-0000-1 475.52 John Hancock INV0032766 03/19/2026 401K - Employer 34-20800-0000-1 27.28 John Hancock INV0032767 03/19/2026 401K - Employee 01-20800-0000-1 117.23 John Hancock INV0032767 03/19/2026 401K - Employee 20-20800-0000-1 5.46 John Hancock INV0032767 03/19/2026 401K - Employee 30-20800-0000-1 32.75 John Hancock INV0032767 03/19/2026 401K - Employee 31-20800-0000-1 16.38 John Hancock INV0032767 03/19/2026 401K - Employee 32-20800-0000-1 32.75 John Hancock INV0032767 03/19/2026 401K - Employee 34-20800-0000-1 5.46 John Hancock INV0032773 03/19/2026 401K Loan 2 01-20800-0000-1 2.98 John Hancock INV0032773 03/19/2026 401K Loan 2 30-20800-0000-1 4.47 John Hancock INV0032773 03/19/2026 401K Loan 2 32-20800-0000-1 4.46 John Hancock INV0032774 03/19/2026 401K Loan 3 01-20800-0000-1 26.71 John Hancock INV0032774 03/19/2026 401K Loan 3 30-20800-0000-1 40.07 John Hancock INV0032774 03/19/2026 401K Loan 3 32-20800-0000-1 40.05 John Hancock INV0032775 03/19/2026 401k Contribution 01-20800-0000-1 131.59 John Hancock INV0032775 03/19/2026 401k Contribution 30-20800-0000-1 197.40 John Hancock INV0032775 03/19/2026 401k Contribution 32-20800-0000-1 197.36 Vendor John Hancock - John Hancock Total: 25,337.13
Vendor: CAR100 - Jose Cardenas
Jose Cardenas Reimbursement 03/05/2026 03/26/2026 FY 25-26 Reimbursement For… 32-510-53250-0000-1 90.00 Vendor CAR100 - Jose Cardenas Total: 90.00
Vendor: J's Automotive - J's Automotive
J's Automotive 10170 03/25/2026 Inv. 10170 Unit 64 Oil Change 01-150-56600-0000-1 76.13 J's Automotive 10190 03/26/2026 INV 10190 Transit Inspection … 34-520-56600-0000-1 65.00

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Vendor Name Payable Number Post Date Description (Item) Account Number Amount J's Automotive 10193 03/26/2026 Inv. 10193 Unit 24 Check for O…01-150-56600-0000-1 35.00 Vendor J's Automotive - J's Automotive Total: 176.13
Vendor: K.C. Waste - K.C. Waste
K.C. Waste February 2026 Gate Fees 03/18/2026 February 2026 Gate Fees Repo…31-505-52800-0000-1 5,299.28 Vendor K.C. Waste - K.C. Waste Total: 5,299.28
Vendor: Kern Council of Gov. - Kern Council of Gov.

Kern Council of Gov. 2617 03/17/2026 INV. 2617 Regional Awards Di… 01-110-52000-0000-1 130.00 Vendor Kern Council of Gov. - Kern Council of Gov. Total: 130.00 Vendor: Kern Machinery - Kern Machinery
Kern Machinery 103-1315834 03/26/2026 INV 103-1315834 LLMD Suppl… 20-200-57400-0000-1 257.70 Kern Machinery 103-1315851 03/26/2026 INV 103-1315851 JDC Blade 2… 20-200-57400-0000-1 93.21 Vendor Kern Machinery - Kern Machinery Total: 350.91
Vendor: Leaf - LEAF Capital Funding LLC
LEAF Capital Funding LLC 19997698 03/26/2026 INV 19997698 Xerox C8255 M… 01-130-52200-0000-1 475.11 Vendor Leaf - LEAF Capital Funding LLC Total: 475.11
Vendor: League of California - League of California Cities SSJVD League of California Cities SSJ… 8259 03/26/2026 INV 8259 01/21/2026 01-110-53200-0000-1 59.01 League of California Cities SSJ… 8259 03/26/2026 INV 8259 01/21/2026 30-500-53200-0000-1 59.01 League of California Cities SSJ… 8259 03/26/2026 INV 8259 01/21/2026 32-510-53200-0000-1 60.81 Vendor League of California - League of California Cities SSJVD Total: 178.83 Vendor: Liebert C. Whitmore - Liebert C. Whitmore
Liebert C. Whitmore 318087 03/24/2026 INV 318087 Gen.Profess Serv.… 01-130-56100-0000-1 95.00 Vendor Liebert C. Whitmore - Liebert C. Whitmore Total: 95.00 Vendor: LYNN PEAVEY COMPANY - LYNN PEAVEY COMPANY
LYNN PEAVEY COMPANY 425555 03/25/2026 Inv. 425555 - Operating Suppli…01-150-57400-0000-1 330.98 Vendor LYNN PEAVEY COMPANY - LYNN PEAVEY COMPANY Total: 330.98 Vendor: Maria Martinez - Maria Martinez
Maria Martinez Veterans Hall Deposit Refund … 03/17/2026 Veteran's Hall Rental Deposit … 01-24000-0000-1 350.00 Vendor Maria Martinez - Maria Martinez Total: 350.00
Vendor: Mcfarland POA - McFarland Police Officers Association McFarland Police Officers Ass… INV0032745 03/19/2026 Association Dues 01-20200-0000-1 960.00 Vendor Mcfarland POA - McFarland Police Officers Association Total: 960.00 Vendor: MVP Sanitation - MVP Sanitation
MVP Sanitation 000098585 03/18/2026 INV 000098585 Porta Potty &… 01-180-53800-0000-1 255.00 Vendor MVP Sanitation - MVP Sanitation Total: 255.00
Vendor: Office Depot - Office Depot
Office Depot 459205060001 03/17/2026 INV 459205060001-ODP Busi… 01-112-57200-0000-1 58.15 Vendor Office Depot - Office Depot Total: 58.15
Vendor: P & J Electric - P & J Electric
P & J Electric 9776 03/26/2026 INV 9776 WWTP Troubleshoot…30-500-56000-7820-1 725.80 Vendor P & J Electric - P & J Electric Total: 725.80
Vendor: PG&E COMPANY - PG&E COMPANY
PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 2012021553-6 Tract 6416 P.6… 01-155-58100-0000-1 1,058.93 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 3877090180-9 PO BOX 1488 … 01-155-58100-0000-1 441.61 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 6372122228-7 Tract 6373 A &… 01-155-58100-0000-1 727.98 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 7336692458-4 Robertson Ave… 01-155-58100-0000-1 1,501.98 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 4483764300-4 TRACT 6081&6… 01-155-58100-0000-1 52.74 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 3564487526-8 221 2nd St 01-155-58100-0000-1 74.44 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0425382282-1 Mcfarland Ele… 01-155-58100-0000-1 133.89 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 4191871709-5 103 Sherwood …01-155-58100-0000-1 1,227.06 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 4453174177-3 413 Kern Ave. 01-180-58000-0000-1 803.25 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 4022268837-2 600 Frontage Rd 01-180-58000-0000-1 177.67 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 7576987527-1 689 Frontage R…01-180-58000-0000-1 202.54 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0891499733-6 400 3rd St 01-180-58000-0000-1 105.15 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0469953204-2 974 Frontage R…01-180-58000-0000-1 114.42 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 2514556883-5 700 Ebell St-Irri…01-180-58000-0000-1 63.90

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 9 of 15
Vendor Name Payable Number Post Date Description (Item) Account Number Amount PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0664171738-1 12646 Davis Rd. 01-180-58000-0000-1 26.60 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 8694708837-2 974 Frontage Rd 01-180-58000-0000-1 386.05 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 5568620890-5 705 Mast Ave. 01-180-58100-0000-1 10.19 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0741726506-8 PO Box 1488 01-180-58100-0000-1 532.95 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 1601672325-2 PO Box 1488 01-180-58100-0000-1 289.14 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 6094933730-1 SW Cor Garzoli… 01-180-58100-0000-1 219.02 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 5629608181-5 PO Box 1488 01-180-58100-0000-1 28.65 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 7663752590-8 Eighth Street-S… 01-180-58100-0000-1 26.08 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 7668473786-9 401 W. Kern A… 01-190-58000-0000-1 2,354.73 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 5794429226-7 Tract 6572 - Al… 20-200-58100-0000-1 425.18 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0309941756-4 550 2nd St. 20-200-58100-0000-1 299.07 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0979037755-1 401 2nd St. 20-200-58100-0000-1 60.92 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 3047362805-2 100 W. Kern A… 20-200-58100-0000-1 208.14 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 9048125100-8 900 Garzoli Rd. 30-500-58000-0000-1 164.81 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 5842445837-8 Hail Lane & Kal… 30-500-58000-0000-1 147.28 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 2687153110-4 NE SE NW12 26…32-510-58000-0000-1 6,753.98 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 7699604118-2 Sherwood & Se…32-510-58000-0000-1 3,618.33 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 0843084856-7 778 Taylor Ave. 32-510-58000-0000-1 375.35 PG&E COMPANY March 2026 Montly Billing Per…03/18/2026 6395880662-0 SE SE 11 26 25 32-510-58000-0000-1 24.64 Vendor PG&E COMPANY - PG&E COMPANY Total: 22,636.67
Vendor: Phillip Garza - Phillip Garza
Phillip Garza Meals & IE 03/26 - 03/28/2026 03/18/2026 Reimbursement - Meals & IE -… 01-150-52010-0000-1 301.00 Vendor Phillip Garza - Phillip Garza Total: 301.00
Vendor: Pitney Bowes Global - Pitney Bowes Global
Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-105-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-110-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-115-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-130-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-140-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-150-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-155-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-160-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-165-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 01-175-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 30-500-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 31-505-55600-0000-1 16.33 Pitney Bowes Global 3107719476 03/24/2026 INV 3107719476 01/10/26 - 0… 32-510-55600-0000-1 16.37 Vendor Pitney Bowes Global - Pitney Bowes Global Total: 212.33 Vendor: Pitney Bowes - Pitney Bowes
Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-105-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-110-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-115-55600-0000-1 23.16 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-130-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-140-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-150-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-155-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-160-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-165-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 01-175-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 30-500-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 31-505-55600-0000-1 23.07 Pitney Bowes 8000-9000-0937-7825 02/13/… 03/24/2026 8000-9000-0937-7825 02/13/… 32-510-55600-0000-1 23.07 Vendor Pitney Bowes - Pitney Bowes Total: 300.00
Vendor: Rancho Tree Service - Rancho Tree Service
Rancho Tree Service 12626 03/17/2026 INV 12626 Tree Trimming Serv…20-200-56000-0000-1 565.00 Vendor Rancho Tree Service - Rancho Tree Service Total: 565.00 Vendor: PLATT - Rexel USA Supply
Rexel USA Supply 7D48253 03/26/2026 INV 7D48253 Food Truck 3/10…01-190-56400-0000-1 988.78 Rexel USA Supply 7E22269 03/26/2026 INV 7E22269 Animal Shelter P… 01-155-52910-2608-1 240.98

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 10 of 15
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Rexel USA Supply 7E28701 03/26/2026 INV 7E28701 Food Truck 3/16… 01-190-56400-0000-1 166.83 Vendor PLATT - Rexel USA Supply Total: 1,396.59
Vendor: 661 Communications - Roger C Goodman JR
Roger C Goodman JR 2065 03/26/2026 Inv. 2065 Radio Swap Unit 32 … 01-150-56600-0000-1 95.00 Roger C Goodman JR 2066 03/26/2026 Inv. 2066 Dispatch - LCD Moni… 01-150-56410-0000-1 271.32 Vendor 661 Communications - Roger C Goodman JR Total: 366.32 Vendor: Self-Help Enterprise - Self-Help Enterprises
Self-Help Enterprises 22-PLHA-17660 - 2021 RFF 03/26/2026 INV #22-PLHA-17660- 2021 RF…01-175-56000-0000-1 300.00 Self-Help Enterprises MCF22PLHA Feb-26 03/26/2026 INV #MCF22PLHA Feb-26 3/19…01-175-56000-0000-1 154.54 Self-Help Enterprises MCFADM Feb-26 03/26/2026 INV #MCFADM Feb-26 3/5/26 01-175-56000-0000-1 758.55 Vendor Self-Help Enterprise - Self-Help Enterprises Total: 1,213.09 Vendor: The Gas Co. - SoCalGas
SoCalGas Feb 2026 Gas City Hall 075916…03/17/2026 Feb 2026 Gas City Hall 075916…01-190-58000-0000-1 77.43 Vendor The Gas Co. - SoCalGas Total: 77.43
Vendor: Southern Tire Mart - Southern Tire Mart, LLC
Southern Tire Mart, LLC 7170013690 03/26/2026 INV 7170013690 Transit Servi… 34-520-56600-0000-1 676.90 Vendor Southern Tire Mart - Southern Tire Mart, LLC Total: 676.90 Vendor: Spectrum - Spectrum
Spectrum 119560501030126 03/18/2026 March 2026 Monthly INV1195…01-130-57800-0000-1 1,190.00 Vendor Spectrum - Spectrum Total: 1,190.00
Vendor: Stinson Stationers, - Stinson Stationers, Inc.

Stinson Stationers, Inc. 371345-0 03/18/2026 INV 371345-0 Copy/Laser Pap…01-130-57200-0000-1 216.45 Vendor Stinson Stationers, - Stinson Stationers, Inc. Total: 216.45 Vendor: SunRise - SunRise
SunRise 159007 03/26/2026 INV 159007 Streets Dept. Supp…01-180-56410-0000-1 287.13 Vendor SunRise - SunRise Total: 287.13
Vendor: the Bakersfield Cal. - The Bakersfield Californian The Bakersfield Californian 565240 03/17/2026 INV 565240 Bakersfield Califo… 01-111-53400-0000-1 365.98 Vendor the Bakersfield Cal. - The Bakersfield Californian Total: 365.98 Vendor: The Print Shop Inc. - The Print Shop Inc.

The Print Shop Inc. 10045 03/24/2026 INV 10045 03/18/26 Polos,Ou… 01-180-51800-0000-1 53.60 The Print Shop Inc. 10045 03/24/2026 INV 10045 03/18/26 Polos,Ou… 01-190-51800-0000-1 38.29 The Print Shop Inc. 10045 03/24/2026 INV 10045 03/18/26 Polos,Ou… 20-200-51800-0000-1 38.29 The Print Shop Inc. 10045 03/24/2026 INV 10045 03/18/26 Polos,Ou… 34-520-51800-0000-1 22.97 The Print Shop Inc. 10048 03/24/2026 INV 10048 03/19/26 Polos,Ou… 01-115-51800-0000-1 146.65 Vendor The Print Shop Inc. - The Print Shop Inc. Total: 299.80 Vendor: USDA Rural - USDA Rural Development
USDA Rural Development USDA Case#598927710 cfl 1-1…03/18/2026 USDA Case#598927710 CFL 1-… 01-155-54600-0000-1 11,873.98 Vendor USDA Rural - USDA Rural Development Total: 11,873.98 Vendor: Velocity - Velocity Oilfield Service Inc.

Velocity Oilfield Service Inc. I26-00401 03/26/2026 INV I26-00401 WWTP Seimen …30-500-56000-7820-1 770.00 Vendor Velocity - Velocity Oilfield Service Inc. Total: 770.00 Vendor: Verizon Business - Verizon Business
Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-105-57800-0000-1 241.68 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-110-57800-0000-1 48.32 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-115-57800-0000-1 4.84 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-140-57800-0000-1 65.23 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-145-57800-0000-1 19.35 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-155-57800-0000-1 48.32 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-160-57800-0000-1 16.90 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-165-57800-0000-1 62.84 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-175-57800-0000-1 48.32 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…01-180-57800-0000-1 14.52 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…30-500-57800-0000-1 21.74 Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…31-505-57800-0000-1 14.52

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 11 of 15
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Verizon Business 6135895219 03/24/2026 INV 6135895219 Jan 25 City Te…32-510-57800-0000-1 21.81 Vendor Verizon Business - Verizon Business Total: 628.39 Vendor: Verizon - Verizon Connect
Verizon Connect 615000083232 03/24/2026 INV 615000083232 Vehicle Tr… 01-180-53200-0000-1 218.18 Verizon Connect 615000083232 03/24/2026 INV 615000083232 Vehicle Tr… 30-500-53200-0000-1 109.09 Verizon Connect 615000083232 03/24/2026 INV 615000083232 Vehicle Tr… 32-510-53200-0000-1 109.09 Verizon Connect 615000083232 03/24/2026 INV 615000083232 Vehicle Tr… 34-520-53200-0000-1 109.09 Vendor Verizon - Verizon Connect Total: 545.45
Vendor: waterworkforce - WaterWorkforce Inc
WaterWorkforce Inc 1522 03/18/2026 INV 1522 WWTP CPO and Wa… 30-500-56000-7820-1 5,877.50 WaterWorkforce Inc 1522 03/18/2026 INV 1522 WWTP CPO and Wa… 32-510-56000-0000-1 5,877.50 Vendor waterworkforce - WaterWorkforce Inc Total: 11,755.00 Vendor: wex bank - Wex Bank
Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-112-53200-0000-1 2.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-115-52200-0000-1 2.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-140-52200-0000-1 2.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-150-52200-0000-1 44.94 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-150-54000-0000-1 1,239.54 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-155-56000-0000-1 2.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-165-54000-0000-1 168.28 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…01-180-52200-0000-1 4.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…30-500-52200-0000-1 2.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…30-500-54000-0000-1 31.73 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…32-510-52200-0000-1 6.00 Wex Bank INV0032787 03/27/2026 Inv. 111403439 Wex Fleet Serv…34-520-54000-0000-1 2.00 Vendor wex bank - Wex Bank Total: 1,506.49
Vendor: rod110 - Yendi Rodriguez
Yendi Rodriguez Reimbursement-Hr Services 0… 03/26/2026 REIMBURSEMENT- YENDI R. - … 01-112-57200-0000-1 40.00 Vendor rod110 - Yendi Rodriguez Total: 40.00
Vendor: zenaido garza - Zenaido Garza Jr
Zenaido Garza Jr Translation Services Feb/Marc…03/26/2026 Translating Services-Zenaida … 01-105-56000-0000-1 300.00 Vendor zenaido garza - Zenaido Garza Jr Total: 300.00
Grand Total: 194,155.17

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 12 of 15
Report Summary
Fund Summary
Fund Payment Amount
01 - GENERAL FUND 133,529.09
20 - LIGHTING & LANDSCAPING-DISTRICT 1 3,361.84
30 - SEWER 18,340.29
31 - REFUSE/RECYCLING 8,151.36
32 - WATER 28,201.38
34 - PUBLIC TRANSPORTATION 2,571.21
Grand Total: 194,155.17
Account Summary
Account Number Account Name Payment Amount
01-105-55600-0000-1 Postage 39.40
01-105-56000-0000-1 Professional Services - O… 300.00
01-105-57100-2613-1 Special Activities - State … 119.97 01-105-57200-0000-1 Supplies - Office 144.67
01-105-57800-0000-1 Telephone & Communic… 241.68
01-110-52000-0000-1 Conferences/Meetings/T… 130.00
01-110-53200-0000-1 Dues & Subscriptions 59.01
01-110-55600-0000-1 Postage 39.40
01-110-57800-0000-1 Telephone & Communic… 123.31
01-111-52930-2602-1 Computer Hard/Softwar… 237.00
01-111-53400-0000-1 Election Expense 365.98
01-111-57400-0000-1 Supplies- Operating 5.49
01-111-57800-0000-1 Telephone & Communic… 36.25
01-112-53200-0000-1 Dues & Subscriptions 267.00
01-112-57200-0000-1 Supplies - Office 127.04
01-112-57800-0000-1 Telephone & Communic… 26.59
01-113-57800-0000-1 Telephone & Communic… 22.53
01-115-51800-0000-1 Clothing Allowance 146.65
01-115-52200-0000-1 Contract Services 2.00
01-115-55600-0000-1 Postage 39.49
01-115-57800-0000-1 Telephone & Communic… 70.57
01-130-52200-0000-1 Contract Services 958.85
01-130-55600-0000-1 Postage 39.40
01-130-56000-0000-1 Professional Services - O… 5,026.59 01-130-56050-0000-1 Accounting/Auditing Ser… 312.00
01-130-56100-0000-1 Legal Services 95.00
01-130-57200-0000-1 Supplies - Office 216.45
01-130-57800-0000-1 Telephone & Communic… 1,190.00
01-140-52200-0000-1 Contract Services 61.00
01-140-55600-0000-1 Postage 39.40
01-140-56000-0000-1 Professional Services - O… 474.00
01-140-57800-0000-1 Telephone & Communic… 124.68
01-145-57800-0000-1 Telephone & Communic… 28.38
01-150-52010-0000-1 Conference/Meeting/Tr… 301.00
01-150-52200-0000-1 Contract Services 44.94
01-150-54000-0000-1 Fuel 8,070.03
01-150-55600-0000-1 Postage 39.40
01-150-56000-0000-1 Professional Services - O… 875.95
01-150-56400-0000-1 Repairs & Maint - Build &… 12.08
01-150-56410-0000-1 Repairs & Maintenance … 271.32
01-150-56600-0000-1 Repairs & Maintenance -… 5,375.49
01-150-57200-0000-1 Supplies - Office 192.26
01-150-57400-0000-1 Supplies - Operating 509.25
01-150-57800-0000-1 Telephone & Communic… 338.42
01-155-51150-0000-1 Dog Clinic 1,167.50
01-155-52910-2608-1 Building & Improvement… 4,738.72
01-155-54600-0000-1 Interest Expense 11,873.98

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Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 13 of 15
Account Summary
Account Number Account Name Payment Amount
01-155-55600-0000-1 Postage 39.40
01-155-56000-0000-1 Professional Services - O… 2.00
01-155-56600-0000-1 Repairs & Maintenance -… 53.58
01-155-57200-0000-1 Supplies - Office 211.49
01-155-57800-0000-1 Telephone & Communic… 73.14
01-155-58100-0000-1 Street Lighting 5,218.63
01-160-41550-0000-1 Building Plan Check 1,477.50
01-160-51400-0000-1 Builiding Plan Check/Ins… 210.00
01-160-55600-0000-1 Postage 39.40
01-160-57800-0000-1 Telephone & Communic… 127.40
01-165-54000-0000-1 Fuel 168.28
01-165-55600-0000-1 Postage 39.40
01-165-56000-0000-1 Professional Services-Ot… 100.00
01-165-57800-0000-1 Telephone & Communic… 91.18
01-175-55600-0000-1 Postage 39.40
01-175-56000-0000-1 Professional Services 1,213.09
01-175-57200-0000-1 Supplies - Office 104.36
01-175-57800-0000-1 Telephone & Communic… 97.73
01-180-51800-0000-1 Clothing Allowance 486.37
01-180-52200-0000-1 Contract Services 4.00
01-180-53200-0000-1 Dues & Subscriptions 218.18
01-180-53800-0000-1 Rental Equipment/Other 255.00
01-180-56000-0000-1 Professional Services - O… 58.99
01-180-56410-0000-1 Repairs & Maintenance … 287.13
01-180-56430-0000-1 Repairs & Maintenance -… 2,292.25
01-180-56440-0000-1 Repairs & Maintenance-… 943.72
01-180-56500-0000-1 Repairs/Maintenance St… 144.81
01-180-56600-0000-1 Repairs/Maintenance - … 53.03
01-180-57800-0000-1 Telephone & Communic… 32.59
01-180-58000-0000-1 Utilities 1,879.58
01-180-58100-0000-1 Street Lighting 1,106.03
01-190-51800-0000-1 Clothing Allowance 256.57
01-190-52200-0000-1 Contract Services 1,600.00
01-190-56400-0000-1 Repairs & Maint - Build &… 2,735.77 01-190-57400-0000-1 Supplies - Operating 352.88
01-190-58000-0000-1 Utilities 2,432.16
01-20200-0000-1 Accounts Payable 960.00
01-20800-0000-1 Pension Payable 18,414.39
01-22050-0000-1 Federal Withholding Pay… 12,871.70
01-22100-0000-1 FICA Payable 18,459.18
01-22150-0000-1 Medicare Payable 4,317.12
01-22200-0000-1 State Withholding Payab… 7,654.66
01-22250-0000-1 SUTA Payable 292.15
01-22275-0000-1 ETT Payable 8.11
01-22400-0000-1 Aflac Insurance 779.70
01-22600-0000-1 Health FSA 56.92
01-24000-0000-1 Deposits 350.00
20-200-51800-0000-1 Clothing Allowance 160.50
20-200-56000-0000-1 Professional Services - O… 565.00
20-200-57400-0000-1 Supplies - Operating 350.91
20-200-57800-0000-1 Telephone & Communic… 2.28
20-200-58100-0000-1 Street Lighting 993.31
20-20800-0000-1 Pension Payable 490.94
20-22050-0000-1 Federal Withholding Pay… 176.50
20-22100-0000-1 FICA Payable 394.90
20-22150-0000-1 Medicare Payable 92.34
20-22200-0000-1 State Withholding Payab… 96.05
20-22250-0000-1 SUTA Payable 8.04

Page 19 of 256 ends

Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 14 of 15
Account Summary
Account Number Account Name Payment Amount
20-22275-0000-1 ETT Payable 0.22
20-22400-0000-1 Aflac Insurance 30.85
30-20800-0000-1 Pension Payable 2,655.99
30-22050-0000-1 Federal Withholding Pay… 983.35
30-22100-0000-1 FICA Payable 2,754.84
30-22150-0000-1 Medicare Payable 644.40
30-22200-0000-1 State Withholding Payab… 789.03
30-22250-0000-1 SUTA Payable 25.03
30-22275-0000-1 ETT Payable 0.69
30-22400-0000-1 Aflac Insurance 79.19
30-22600-0000-1 Health FSA 46.15
30-500-51800-0000-1 Clothing Allowance 312.29
30-500-52200-0000-1 Contract Services 2.00
30-500-53200-0000-1 Dues & Subscriptions 168.10
30-500-54000-0000-1 Fuel 31.73
30-500-55600-0000-1 Postage 39.40
30-500-56000-7820-1 Professional Services - … 8,410.30
30-500-56050-0000-1 Accounting/Auditing Ser… 312.00
30-500-56410-0000-1 Repairs & Maintenance … 74.84
30-500-56600-0000-1 Repairs & Maintenance -… 71.17
30-500-57800-0000-1 Telephone & Communic… 327.70
30-500-58000-0000-1 Utilities 312.09
30-500-58200-0000-1 Water/Soil/Other Analys… 300.00
31-20800-0000-1 Pension Payable 683.68
31-22050-0000-1 Federal Withholding Pay… 465.96
31-22100-0000-1 FICA Payable 797.74
31-22150-0000-1 Medicare Payable 186.62
31-22200-0000-1 State Withholding Payab… 328.53
31-22250-0000-1 SUTA Payable 8.34
31-22275-0000-1 ETT Payable 0.23
31-22400-0000-1 Aflac Insurance 22.90
31-22600-0000-1 Health FSA 34.63
31-505-52800-0000-1 County Waste Managem… 5,299.28
31-505-55600-0000-1 Postage 39.40
31-505-56050-0000-1 Accounting/Auditing Ser… 144.00
31-505-57800-0000-1 Telephone & Communic… 140.05
32-20800-0000-1 Pension Payable 2,659.00
32-22050-0000-1 Federal Withholding Pay… 984.00
32-22100-0000-1 FICA Payable 2,758.72
32-22150-0000-1 Medicare Payable 644.96
32-22200-0000-1 State Withholding Payab… 789.95
32-22250-0000-1 SUTA Payable 25.04
32-22275-0000-1 ETT Payable 0.71
32-22400-0000-1 Aflac Insurance 79.11
32-22600-0000-1 Health FSA 46.14
32-510-51800-0000-1 Clothing Allowance 312.29
32-510-52200-0000-1 Contract Services 6.00
32-510-53200-0000-1 Dues & Subscriptions 169.90
32-510-53250-0000-1 Permits & Certificates 90.00
32-510-55600-0000-1 Postage 39.44
32-510-56000-0000-1 Professional Services - O… 6,589.33 32-510-56050-0000-1 Accounting/Auditing Ser… 324.00
32-510-56410-0000-1 Repairs & Maintenance- … 74.41
32-510-57400-0000-1 Supplies - Operating 857.94
32-510-57800-0000-1 Telephone & Communic… 307.48
32-510-58000-0000-1 Utilities 10,772.30
32-510-58200-0000-1 Water/Soil/Other Analys… 670.66
34-20800-0000-1 Pension Payable 433.13

Page 20 of 256 ends

Expense Approval Report Payment Dates: 3/14/2026 - 3/27/2026 4/2/2026 12:04:31 PM Page 15 of 15
Account Summary
Account Number Account Name Payment Amount
34-22050-0000-1 Federal Withholding Pay… 192.50
34-22100-0000-1 FICA Payable 576.64
34-22150-0000-1 Medicare Payable 134.86
34-22200-0000-1 State Withholding Payab… 205.98
34-22400-0000-1 Aflac Insurance 42.06
34-520-51800-0000-1 Clothing Allowance 22.97
34-520-53200-0000-1 Dues & Subscriptions 109.09
34-520-54000-0000-1 Fuel 2.00
34-520-56050-0000-1 Accounting/Auditing Ser… 108.00
34-520-56600-0000-1 Repairs & Maintenance -… 741.90
34-520-57800-0000-1 Telephone & Communic… 2.08
Grand Total: 194,155.17
Project Account Summary
Project Account Key Payment Amount
**None** 194,155.17
Grand Total: 194,155.17

Page 21 of 256 ends

Salary Actual Time - Salary Actual Time Worked 2 160.33 0 Total: 320.33 14877.65
110 - City Administration Total: 496.41 20748
4/2/2026 12:06:49 PM Page 1 of 18
Sick - Sick Pay 3 3 98.58
Total: 176.08 5870.35
Holiday Pay - Holiday Pay 1 8 732.89
Salary - Salary 2 152 14144.76
Holiday Pay - Holiday Pay 3 9 295.74
Hourly - Hourly 6 148 4863.28
Hourly - Reg - Hourly - Regular 3 0.25 8.22
Live Scan - Live Scan 6 0 27.7
OT - Overtime 6 9.83 484.53
105 - City Council Total: 0 1000
Department: 110 - City Administration
Pay Code # of Payments Units Pay Amount
Bilingual - Bilingual 6 0 92.3
Comp Time Earned - Comp Time Earned 3 6 0
Salary - Elected - Salary - Elected Officials 1 0 200
Total: 0 200
Salary - Elected - Salary - Elected Officials 1 0 200
Total: 0 200
Salary - Elected - Salary - Elected Officials 1 0 200
Total: 0 200
Salary - Elected - Salary - Elected Officials 1 0 200
Total: 0 200
City of McFarland, CA Pay Code Report
Summary By Department
3/1/2026 - 3/31/2026
Payroll Set: City-City of McFarland
Department: 105 - City Council
Pay Code # of Payments Units Pay Amount
Salary - Elected - Salary - Elected Officials 1 0 200
Total: 0 200

Page 22 of 256 ends

4/2/2026 12:06:49 PM Page 2 of 18
Hourly - Reg - Hourly - Regular 1 0.08 2
OT - Overtime 2 1.1 41.31
Sick - Sick Pay 1 4 100.16
Total: 161.18 4511.25
113 - Communications & Marketing Total: 161.18 4511.25
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Holiday Pay - Holiday Pay 1 9 225.36
Hourly - Hourly 2 147 3680.88
Salary Actual Time - Salary Actual Time Worked 2 156.93 0 Sick - Sick Pay 1 8 376.35
Total: 316.93 7526.92
112 - Human Resources Total: 316.93 7526.92
Department: 113 - Communications & Marketing
Pay Code # of Payments Units Pay Amount
111 - City Clerk Total: 306.35 5536.78
Department: 112 - Human Resources
Pay Code # of Payments Units Pay Amount
Holiday Pay - Holiday Pay 1 8 376.35
Salary - Salary 2 144 6774.22
Notary - Notary 2 0 27.7
Salary - Salary 2 136 4580.71
Salary Actual Time - Salary Actual Time Worked 2 146.35 0 Sick - Sick Pay 1 9 303.14
Total: 306.35 5536.78
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Holiday Pay - Holiday Pay 1 9 303.14
Jury Duty - Jury Duty 1 6 202.09
Live Scan - Live Scan 2 0 27.7
Payroll Set: City-City of McFarland
Department: 111 - City Clerk
Pay Code # of Payments Units Pay Amount

Page 23 of 256 ends

Total: 122.99 3440.76
4/2/2026 12:06:49 PM Page 3 of 18
Hourly - Hourly 6 151 5476.77
OT - Overtime 6 17.34 943.38
Total: 177.34 6838.88
Hourly - Hourly 2 120 3316.8
OT - Overtime 2 2.99 123.96
Vacation - Vacation Pay 2 2.08 65.06
Total: 162.34 5296.39
Bilingual - Bilingual 6 0 92.3
Holiday Pay - Holiday Pay 3 9 326.43
Holiday Pay - Holiday Pay 1 9 281.52
Hourly - Hourly 2 130.92 4095.18
Hourly - Reg - Hourly - Regular 2 0.18 5.64
OT - Overtime 1 2.16 101.35
Sick - Sick Pay 1 18 563.04
Sick - Sick Pay 1 9 194.4
Vacation - Vacation Pay 1 6 129.6
Total: 160.66 3496.29
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Bilingual - Bilingual 2 0 92.3
Total: 168.5 3550.02
Holiday Pay - Holiday Pay 1 9 194.4
Hourly - Hourly 2 134.25 2899.8
OT - Overtime 2 2.41 78.09
Holiday Pay - Holiday Pay 1 9 184.95
Hourly - Hourly 2 150.42 3091.14
OT - Overtime 2 8.5 262.01
Sick - Sick Pay 1 0.58 11.92
Holiday Pay - Holiday Pay 3 8 410
Salary - Salary 6 144 7380.08
Salary Actual Time - Salary Actual Time Worked 6 143.31 0 Vacation - Vacation Pay 3 8 410
Total: 303.31 8384.68
Payroll Set: City-City of McFarland
Department: 115 - Finance & Accounting
Pay Code # of Payments Units Pay Amount
Bachelor's Degree - Bachelor's Degree 6 0 92.3
Bilingual - Bilingual 6 0 92.3

Page 24 of 256 ends

140 - Planning Total: 1053.12 25444.17
4/2/2026 12:06:49 PM Page 4 of 18
Salary - Salary 3 128 7584.96
Salary Actual Time - Salary Actual Time Worked 2 141.5 0 Sick - Sick Pay 1 8 472.08
Vacation - Vacation Pay 1 0 10.56
Total: 301.5 9483.84
Salary - Salary 2 152 5005.78
Salary Actual Time - Salary Actual Time Worked 2 153.5 0 Total: 353.5 6586.55
Bereavement - Bereavement Pay 1 16 944.16
Holiday Pay - Holiday Pay 1 8 472.08
Hourly - Hourly 2 77.81 1448.82
Total: 77.81 1448.82
Cash Out - VAC - Cash Out - Vacation 1 40 1317.31
Holiday Pay - Holiday Pay 1 8 263.46
Notary - Notary 2 0 27.7
Salary - Salary 2 150.7 7351.3
Salary Actual Time - Salary Actual Time Worked 2 160.31 0 Sick - Sick Pay 1 0.3 14.63
Total: 320.31 7924.96
115 - Finance & Accounting Total: 1372.8 38380.38
Department: 140 - Planning
Pay Code # of Payments Units Pay Amount
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Holiday Pay - Holiday Pay 1 9 439.03
Hourly - Hourly 6 142 3924.88
Hourly - Reg - Hourly - Regular 3 0.75 20.73
OT - Overtime 6 7.41 307.22
Sick - Sick Pay 3 9 248.76
Total: 168.16 4842.65
Cash Out - VAC - Cash Out - Vacation 1 71 1610.99
Holiday Pay - Holiday Pay 1 9 204.21
Hourly - Hourly 1 20.5 465.15
Total: 109.5 2530.71
Bilingual - Bilingual 6 0 92.3
Holiday Pay - Holiday Pay 3 9 248.76
Payroll Set: City-City of McFarland
Bilingual - Bilingual 1 0 46.15
Cash Out - Pers Day - Cash Out - Pers Day 1 9 204.21

Page 25 of 256 ends

Shift Differentials - Shift Differentials 2 137 109.71
Vacation - Vacation Pay 1 12 480.48
Total: 376.5 11017.4
4/2/2026 12:06:49 PM Page 5 of 18
Holiday Pay - Holiday Pay 1 12 480.48
Hourly - Hourly 2 144 5765.76
Hourly - Reg - Hourly - Regular 1 12 480.48
OT - Overtime 2 49 2942.94
PD - Court Appear - PD - Court Appearance2 10.5 630.63
Hourly - Reg - Hourly - Regular 1 10 250.4
Total: 170 4256.8
Bilingual - Bilingual 2 0 92.3
FTO - Field Training Officer 1 0 34.62
OT - Overtime 2 64.5 3339.81
Shift Differentials - Shift Differentials 2 117.5 81.13 Total: 350 9220.3
Holiday Pay - Holiday Pay 1 10 250.4
Hourly - Hourly 2 150 3756
SRO Sick - School Resource Officer Sick Pay1 2 69.04
Total: 191.59 6666.75
Holiday Pay - Holiday Pay 1 12 414.24
Hourly - Hourly 2 156 5385.12
Hourly - Reg - Hourly - Regular 1 8 276.16
OT - Overtime 2 10.92 565.44
Shift Differentials - Shift Differentials 1 3.67 2.53
SRO - School Resource Officer 2 142 4901.84
SRO Holiday - School Resource Officer Holiday Pay 1 8 276.16 Bachelor's Degree - Bachelor's Degree 2 0 92.3
Comp Time Earned PD - Comp Time Earned PD 1 3 0
Comp Time Taken PD - Comp Time Taken PD1 8 276.16
Hourly - Hourly 2 6 207.12
Salary - Salary 2 151 6351.66
Salary Actual Time - Salary Actual Time Worked 2 156.81 0 Total: 316.81 6822.54
145 - Engineering Total: 316.81 6822.54
Department: 150 - Police
Pay Code # of Payments Units Pay Amount
Payroll Set: City-City of McFarland
Department: 145 - Engineering
Pay Code # of Payments Units Pay Amount
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Holiday Pay - Holiday Pay 1 9 378.58

Page 26 of 256 ends

Intermediate POST - Intermediate POST Certificate 2 0 92.3 OT - Overtime 2 21.5 1356.44
Shift Differentials - Shift Differentials 2 181.5 152.68 Total: 383 9541.46
4/2/2026 12:06:49 PM Page 6 of 18
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Holiday Pay - Holiday Pay 1 12 504.72
Hourly - Hourly 2 156 6561.36
Hourly - Reg - Hourly - Regular 1 12 504.72
Hourly - Hourly 2 144 7380
OT - Overtime 2 27 2075.63
Shift Differentials - Shift Differentials 2 18 18.45
Supervisory Post - Supervisory POST Certificate 2 0 184.6 Total: 234 10888.68
Total: 286.5 12820.82
Comp Time Earned PD - Comp Time Earned PD 2 21 0
Comp Time Taken PD - Comp Time Taken PD1 16 820
Holiday Pay - Holiday Pay 1 8 410
Hourly - Hourly 1 84 3900.12
Hourly - Reg - Hourly - Regular 1 12 557.16
OT - Overtime 2 61.5 4283.17
Shift Differentials - Shift Differentials 2 45 41.79
Sick - Sick Pay 1 72 3342.96
PD - Court Appear - PD - Court Appearance1 3 230.63
Shift Differentials - Shift Differentials 2 151 154.78
Vacation - Vacation Pay 2 33.5 1716.88
Total: 377.75 13650.44
Advanced POST - Advanced POST Certificate2 0 138.46
Holiday Pay - Holiday Pay 1 12 557.16
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Holiday Pay - Holiday Pay 1 12 615
Hourly - Hourly 2 122.5 6278.13
OT - Overtime 2 55.75 4285.78
Hourly - Hourly 2 132 5285.28
Hourly - Reg - Hourly - Regular 1 12 480.48
Shift Differentials - Shift Differentials 2 157 125.73
Vacation - Vacation Pay 1 24 960.96
Total: 363.25 7332.93
Payroll Set: City-City of McFarland
Comp Time Earned PD - Comp Time Earned PD 1 26.25 0
Holiday Pay - Holiday Pay 1 12 480.48

Page 27 of 256 ends

Total: 362 12469.62
4/2/2026 12:06:49 PM Page 7 of 18
Comp Time Taken PD - Comp Time Taken PD1 2 88.38
Holiday Pay - Holiday Pay 1 12 530.28
Hourly - Hourly 2 154 6805.26
OT - Overtime 2 71 4706.24
Shift Differentials - Shift Differentials 2 123 108.7
OT - Overtime 2 10 308.4
Shift Differentials - Shift Differentials 1 84 34.54
Sick - Sick Pay 1 15 308.4
Total: 267 3714.78
Advanced POST - Advanced POST Certificate2 0 138.46
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Comp Time Earned PD - Comp Time Earned PD 1 9 0
Holiday Pay - Holiday Pay 1 12 246.72
Hourly - Hourly 2 129 2652.24
Hourly - Reg - Hourly - Regular 1 8 164.48
Hourly - Hourly 2 132 2851.2
OT - Overtime 2 38 1231.2
Shift Differentials - Shift Differentials 2 90 38.88
Vacation - Vacation Pay 1 12 259.2
Total: 284 4731.98
Standby ET - Standby ET 2 28 400.12
Vacation - Vacation Pay 1 4 122.04
Total: 221 6551.57
Bilingual - Bilingual 2 0 92.3
Holiday Pay - Holiday Pay 1 12 259.2
Holiday Pay - Holiday Pay 1 12 366.12
Hourly - Hourly 2 131.5 4012.07
OT - Overtime 2 24 1098.36
Shift Differentials - Shift Differentials 1 3.5 2.14
Sick - Sick Pay 1 12 366.12
Total: 359.5 13061.05
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Bilingual - Bilingual 2 0 92.3
Comp Time Earned PD - Comp Time Earned PD 1 6 0
Payroll Set: City-City of McFarland
Holiday Pay - Holiday Pay 1 12 480.48
Hourly - Hourly 2 162.5 6506.5
OT - Overtime 2 100 6006
Shift Differentials - Shift Differentials 2 85 68.07

Page 28 of 256 ends

Shift Differentials - Shift Differentials 1 17.75 18.19 Supervisory Post - Supervisory POST Certificate 2 0 184.6 Total: 225.5 12022.61
4/2/2026 12:06:49 PM Page 8 of 18
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Holiday Pay - Holiday Pay 1 12 615
Hourly - Hourly 1 72 3690
Hourly - Reg - Hourly - Regular 1 12 615
OT - Overtime 1 27.75 2133.28
Hourly - Reg - Hourly - Regular 1 9 185.04
OT - Overtime 2 24 740.16
Shift Differentials - Shift Differentials 2 133 54.69
Total: 326 4731.03
Admin Leave - Admin Leave 1 84 4305
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Bilingual - Bilingual 2 0 92.3
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Holiday Pay - Holiday Pay 1 12 246.72
Hourly - Hourly 2 148 3042.88
Advanced POST - Advanced POST Certificate2 0 138.46
SRO - School Resource Officer 2 88 3701.28
Workers Comp - Workers Comp Pay 1 72 3028.32
Total: 160 6868.06
Holiday Pay - Holiday Pay 1 8 519.23
Salary - Salary 2 152 9865.39
Salary Actual Time - Salary Actual Time Worked 2 152 0
Total: 312 10384.62
Hourly - Hourly 2 140 3024
OT - Overtime 1 2 64.8
Shift Differentials - Shift Differentials 1 1 0.43
Sick - Sick Pay 1 20 432
Total: 163 3982.77
OT - Overtime 2 48 2365.93
PD - Court Appear - PD - Court Appearance1 3 147.87
Shift Differentials - Shift Differentials 2 124.5 81.82 Total: 343.5 8116.1
Bachelor's Degree - Bachelor's Degree 2 0 92.3
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Payroll Set: City-City of McFarland
Holiday Pay - Holiday Pay 1 12 394.32
Hourly - Hourly 2 156 5126.16

Page 29 of 256 ends

OT - Overtime 2 12.49 385.19
Standby ET - Standby ET 1 6 85.74
Total: 178.49 3760.53
4/2/2026 12:06:49 PM Page 9 of 18
Department: 155 - Animal Control
Pay Code # of Payments Units Pay Amount
Holiday Pay - Holiday Pay 1 10 205.6
Hourly - Hourly 2 150 3084
K9 OT - K9 Overtime 2 14 928
OT - Overtime 2 5.5 364.57
Shift Differentials - Shift Differentials 2 139 122.85
Total: 338.5 9508.08
150 - Police Total: 7056.59 197558.28
Advanced POST - Advanced POST Certificate2 0 138.46
Holiday Pay - Holiday Pay 1 12 530.28
Hourly - Hourly 2 156 6893.64
Hourly - Reg - Hourly - Regular 1 12 530.28
Hourly - Hourly 2 152 3806.08
Hourly - Reg - Hourly - Regular 1 8 200.32
OT - Overtime 2 21 788.76
Shift Differentials - Shift Differentials 2 203 101.67
Total: 429 5289.61
Total: 345 3932.72
Bilingual - Bilingual 2 0 92.3
Comp Time Earned PD - Comp Time Earned PD 1 33 0
Holiday Pay - Holiday Pay 1 12 300.48
Hourly - Hourly 2 140 2878.4
Hourly - Reg - Hourly - Regular 1 2 41.12
OT - Overtime 2 20 616.8
Shift Differentials - Shift Differentials 2 164 67.44
Sick - Sick Pay 1 4 82.24
Sick - Sick Pay 1 5 181.35
Total: 188 6798.1
Comp Time Earned PD - Comp Time Earned PD 1 3 0
Holiday Pay - Holiday Pay 1 12 246.72
Holiday Pay - Holiday Pay 1 12 435.24
Hourly - Hourly 2 131 4751.37
Hourly - Reg - Hourly - Regular 1 4.5 163.22
OT - Overtime 2 8.5 462.44
Personal - Personal Day 1 12 435.24
Payroll Set: City-City of McFarland
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Comp Time Earned PD - Comp Time Earned PD 2 15 0

Page 30 of 256 ends

4/2/2026 12:06:49 PM Page 10 of 18
Department: 165 - Code Enforcement
Pay Code # of Payments Units Pay Amount
Hourly - Hourly 2 89 1829.84
Total: 89 1829.84
165 - Code Enforcement Total: 89 1829.84
Hourly - Reg - Hourly - Regular 1 0.51 18.96
OT - Overtime 2 1.82 101.5
Sick - Sick Pay 1 6 223.08
Total: 162.33 6069.26
160 - Building Inspection Total: 162.33 6069.26
Department: 160 - Building Inspection
Pay Code # of Payments Units Pay Amount
Holiday Pay - Holiday Pay 1 9 334.62
Hourly - Hourly 2 145 5391.1
OT - Overtime 2 2.83 87.27
Standby ET - Standby ET 2 10 142.9
Vacation - Vacation Pay 1 4.59 94.37
Total: 172.83 3519.77
155 - Animal Control Total: 664.97 15092.31
OT - Overtime 1 0.33 10.18
Standby ET - Standby ET 2 5 71.45
Total: 150.5 3066.33
Holiday Pay - Holiday Pay 1 10 205.6
Hourly - Hourly 2 145.41 2989.63
OT - Overtime 2 2.57 111.94
Sick - Sick Pay 1 1 29.04
Standby ET - Standby ET 2 2 28.58
Total: 163.15 4745.68
Holiday Pay - Holiday Pay 1 10 205.6
Hourly - Hourly 2 135.17 2779.1
Payroll Set: City-City of McFarland
Holiday Pay - Holiday Pay 1 8 232.32
Hourly - Hourly 2 149.58 4343.8

Page 31 of 256 ends

Salary Actual Time - Salary Actual Time Worked 2 157.24 0 Total: 317.24 7475.06
4/2/2026 12:06:49 PM Page 11 of 18
Total: 162.39 3621.77
Holiday Pay - Holiday Pay 1 9 417.88
PW Cert - Grade 2 - Public Works Certification - Grade 2 2 0 46.16 Salary - Salary 2 151 7011.02
Total: 326 10918.4
Holiday Pay - Holiday Pay 1 9 199.26
Hourly - Hourly 2 151 3343.14
OT - Overtime 2 2.39 79.37
Total: 167.46 5625.31
Holiday Pay - Holiday Pay 1 8 545.92
Salary - Salary 2 152 10372.48
Salary Actual Time - Salary Actual Time Worked 2 166 0
Total: 173.45 4398.89
Holiday Pay - Holiday Pay 1 9 295.74
Hourly - Hourly 2 151 4961.86
OT - Overtime 2 7.46 367.71
Comp Time Earned - Comp Time Earned 1 3 0
Holiday Pay - Holiday Pay 1 9 225.36
Hourly - Hourly 2 151 3781.04
OT - Overtime 2 10.45 392.49
Hourly - Reg - Hourly - Regular 1 0.08 2.05
OT - Overtime 1 10.82 416.62
Sick - Sick Pay 2 48.21 1237.55
Vacation - Vacation Pay 1 67.79 1740.17
Total: 170.9 4525.87
Department: 180 - Public Works
Pay Code # of Payments Units Pay Amount
Holiday Pay - Holiday Pay 1 9 231.03
Hourly - Hourly 1 35 898.45
Holiday Pay - Holiday Pay 1 9 214.56
Hourly - Hourly 2 109.68 2614.78
Sick - Sick Pay 2 31.85 759.3
Total: 153.95 3651.82
175 - Grants Administration Total: 153.95 3651.82
Payroll Set: City-City of McFarland
Department: 175 - Grants Administration
Pay Code # of Payments Units Pay Amount
Comp Time Earned - Comp Time Earned 1 0.77 0
Comp Time Taken - Comp Time Taken 1 2.65 63.18

Page 32 of 256 ends

4/2/2026 12:06:49 PM Page 12 of 18
Hourly - Reg - Hourly - Regular 1 0.9 23.1
OT - Overtime 2 1.12 43.12
Vacation - Vacation Pay 1 4 102.68
Total: 162.02 4173.41
200 - Lighting & Landscaping Total: 162.02 4173.41
Department: 200 - Lighting & Landscaping
Pay Code # of Payments Units Pay Amount
Holiday Pay - Holiday Pay 1 9 231.03
Hourly - Hourly 2 147 3773.48
Sick - Sick Pay 1 0 26.46
Total: 173.01 6164.68
Hourly - Hourly 2 106.67 2193.14
Total: 106.67 2193.14
190 - Facilities Maintenance Total: 279.68 8357.82
Holiday Pay - Holiday Pay 2 9 340.74
Hourly - Hourly 3 151 5086.23
Hourly - Reg - Hourly - Regular 1 0 1.45
OT - Overtime 3 13.01 709.8
OT - Overtime 1 2.18 60.89
Total: 166.2 3040.09
180 - Public Works Total: 1692.18 44925.71
Department: 190 - Facilities Maintenance
Pay Code # of Payments Units Pay Amount
Total: 168.29 4426.41
Comp Time Earned - Comp Time Earned 1 4.02 0
Holiday Pay - Holiday Pay 1 9 167.58
Hourly - Hourly 2 151 2811.62
Total: 40.25 893.91
Holiday Pay - Holiday Pay 1 9 231.03
Hourly - Hourly 2 151 3876.18
OT - Overtime 2 8.29 319.2
Payroll Set: City-City of McFarland
Hourly - Hourly 1 40 885.61
OT - Overtime 1 0.25 8.3

Page 33 of 256 ends

Total: 192.24 6255.7
4/2/2026 12:06:49 PM Page 13 of 18
Hourly - Reg - Hourly - Regular 1 3 93.84
OT - Overtime 2 21.24 996.58
PW Cert - Grade 2 - Public Works Certification - Grade 2 2 0 46.16 Sick - Sick Pay 1 9 281.52
Standby ET - Standby ET 1 8 114.32
PW Cert - Grade 2 - Public Works Certification - Grade 2 2 0 46.16 Sick - Sick Pay 2 13.58 504.9
Standby ET - Standby ET 2 8 114.32
Total: 201.99 7785.05
Holiday Pay - Holiday Pay 1 9 281.52
Hourly - Hourly 2 142 4441.76
Holiday Pay - Holiday Pay 1 9 334.62
Hourly - Hourly 2 137.42 5109.28
Hourly - Reg - Hourly - Regular 2 9.01 334.99
OT - Overtime 2 24.98 1340.78
Standby ET - Standby ET 2 15 214.35
Total: 229.59 4936.91
500 - Sewer Total: 648.35 13903.66
Department: 510 - Water
Pay Code # of Payments Units Pay Amount
Hourly - Hourly 2 142 4024.28
Hourly - Reg - Hourly - Regular 1 1.07 30.32
OT - Overtime 1 3.17 134.76
PW Cert - Grade 1 - Public Works Certification - Grade 1 2 0 23.08 Sick - Sick Pay 1 9 255.06
Hourly - Hourly 2 151 3104.56
Standby ET - Standby ET 2 13 185.77
Total: 197.12 3475.37
Comp Time Earned - Comp Time Earned 2 50.35 0
Holiday Pay - Holiday Pay 1 9 255.06
OT - Overtime 2 49.64 1689.5
Standby ET - Standby ET 2 12 171.48
Total: 221.64 5491.38
Comp Time Earned - Comp Time Earned 2 24.12 0
Holiday Pay - Holiday Pay 1 9 185.04
Payroll Set: City-City of McFarland
Department: 500 - Sewer
Pay Code # of Payments Units Pay Amount
Holiday Pay - Holiday Pay 1 9 204.21
Hourly - Hourly 2 151 3426.19

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4/2/2026 12:06:49 PM Page 14 of 18
Sick - Sick Pay 1 5.5 144.71
Vacation - Vacation Pay 1 36 947.16
Total: 162.5 4435.68
520 - Public Transit Total: 320.38 8665.85
Report Total: 15736.95 430954.39
Holiday Pay - Holiday Pay 1 9 236.79
Hourly - Hourly 2 100.5 2644.16
Hourly - Reg - Hourly - Regular 2 0.84 22.1
OT - Overtime 1 1.66 65.51
Personal - Personal Day 1 9 236.79
OT - Overtime 2 0.4 14.3
Total: 157.88 4230.17
Bilingual - Bilingual 2 0 92.3
GPPV License - GPPV License 2 0 46.16
Bilingual - Bilingual 2 0 92.3
Cash-in-Lieu - Cash-in-Lieu 2 0 369.24
Holiday Pay - Holiday Pay 1 9 214.56
Hourly - Hourly 2 148.48 3539.77
Military - Paid - Military - Paid Leave 1 80 2381.6
PW Cert - Grade 2 - Public Works Certification - Grade 2 2 0 46.16 Total: 89.67 2715.64
510 - Water Total: 483.9 16756.39
Department: 520 - Public Transit
Pay Code # of Payments Units Pay Amount
Payroll Set: City-City of McFarland
Holiday Pay - Holiday Pay 1 9 267.93
Hourly - Hourly 1 0.67 19.95

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01-190-50200-0000-1 Overtime 13.01 709.8
4/2/2026 12:06:49 PM
01-180-50100-0000-1 Salaries - Permanent Employees 894.74 24783.4 01-180-50200-0000-1 Overtime 33.65 1330.44
01-180-50350-0000-1 Stipends 0 27.7
01-185-50150-0000-1 Wages - Temporary Employees 106.67 2193.14 01-190-50100-0000-1 Salaries - Permanent Employees 160 5454.88 01-160-50200-0000-1 Overtime 1.37 76.12
01-165-50100-0000-1 Salaries - Permanent Employees 434.77 10404.29 01-165-50200-0000-1 Overtime 9.54 322.65
01-165-50350-0000-1 Stipends 11.5 164.31
01-175-50100-0000-1 Salaries - Permanent Employees 108 4821.09 01-155-50100-0000-1 Salaries - Permanent Employees 356.4 7999.47 01-155-50200-0000-1 Overtime 9.13 297.31
01-155-50350-0000-1 Stipends 11.5 164.36
01-160-50100-0000-1 Salaries - Permanent Employees 322.98 11926.4 01-160-50150-0000-1 Wages - Temporary Employees 25.69 478.11 01-145-50100-0000-1 Salaries - Permanent Employees 64 2692.1 01-145-50350-0000-1 Stipends 0 36.92
01-150-50100-0000-1 Salaries - Permanent Employees 6200.17 156562.3 01-150-50200-0000-1 Overtime 730.25 42157.81
01-150-50350-0000-1 Stipends 28 4708.52
01-115-50200-0000-1 Overtime 8.97 442.78
01-115-50350-0000-1 Stipends 0 129.28
01-140-50100-0000-1 Salaries - Permanent Employees 324.29 14342.58 01-140-50150-0000-1 Wages - Temporary Employees 26.45 492.6 01-140-50350-0000-1 Stipends 0 120
01-112-50100-0000-1 Salaries - Permanent Employees 40 1881.74 01-113-50100-0000-1 Salaries - Permanent Employees 160.08 4008.4 01-113-50200-0000-1 Overtime 1.1 41.31
01-113-50350-0000-1 Stipends 0 461.54
01-115-50100-0000-1 Salaries - Permanent Employees 216.29 8251.79 01-105-50100-0000-1 Salaries - Permanent Employees 0 1000 01-110-50100-0000-1 Salaries - Permanent Employees 20 1859.71 01-110-50150-0000-1 Wages - Temporary Employees 25.67 478.11 01-111-50100-0000-1 Salaries - Permanent Employees 64 2155.65 01-111-50350-0000-1 Stipends 0 59.08
City of McFarland, CA Pay Code Report
Account Summary
3/1/2026 - 3/31/2026
Payroll Set: City-City of McFarland
Account Account Description Units Pay Amount
**BENEFIT AND NON GL TRANSACTIONS** 1898.79 0
- Total: 1898.79 0

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34-520-50200-0000-1 Overtime 2.06 79.81
34-520-50350-0000-1 Stipends 0 600
34 - PUBLIC TRANSPORTATION Total: 328.38 9211.75
Report Total: 15736.95 430954.39
4/2/2026 12:06:49 PM
32-510-50100-0000-1 Salaries - Permanent Employees 1179.54 41070.1 32-510-50200-0000-1 Overtime 62.82 2657.45
32-510-50350-0000-1 Stipends 21.5 650.84
32 - WATER Total: 1263.86 44378.39
34-520-50100-0000-1 Salaries - Permanent Employees 326.32 8531.94 30 - SEWER Total: 1259.6 44283.12
31-505-50100-0000-1 Salaries - Permanent Employees 345.26 13303.33 31-505-50200-0000-1 Overtime 7.03 272.01
31-505-50350-0000-1 Stipends 0 107.59
31 - REFUSE/RECYCLING Total: 352.29 13682.93
20-200-50200-0000-1 Overtime 7.57 308.55
20 - LIGHTING & LANDSCAPING-DISTRICT 1 Total: 225.81 6362.51 30-500-50100-0000-1 Salaries - Permanent Employees 1175.34 40978.29 30-500-50200-0000-1 Overtime 62.76 2654.1
30-500-50350-0000-1 Stipends 21.5 650.73
Payroll Set: City-City of McFarland
Account Account Description Units Pay Amount
01 - GENERAL FUND Total: 10408.22 313035.69
20-200-50100-0000-1 Salaries/Permanent Employees 218.24 6053.96

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4/2/2026 12:06:49 PM Page 17 of 18
SRO Sick - School Resource Officer Sick Pay School Resource Officer Sick Pay 1 2 69.04 Standby ET - Standby ET Standby ET 18 107 1529.03
Supervisory Post - Supervisory POST Certificate Supervisory POST Certificate 4 0 369.2 Vacation - Vacation Pay Vacation Pay 17 213.96 7039.16
Shift Differentials - Shift Differentials Shift Differentials 35 1978.42 1386.22 Sick - Sick Pay Sick Pay 32 321.02 10557.75
SRO - School Resource Officer Shool Resource Officer 4 230 8603.12 SRO Holiday - School Resource Officer Holiday Pay School Resource Officer Holiday Pay 1 8 276.16 PW Cert - Grade 2 - Public Works Certification - Grade 2 Public Works Certification - Grade 2 8 0 184.64 Salary - Salary Salary 27 1612.7 86422.36
Salary - Elected - Salary - Elected Officials Salary - Elected Officials 5 0 1000 Salary Actual Time - Salary Actual Time Worked Salary Actual Time Worked 26 1694.28 0 OT - Overtime Overtime 100 918.76 49413.01
PD - Court Appear - PD - Court Appearance PD - Court Appearance 4 16.5 1009.13 Personal - Personal Day Personal Day 2 21 672.03
PW Cert - Grade 1 - Public Works Certification - Grade 1 Public Works Certification - Grade 1 2 0 23.08 K9 OT - K9 Overtime K9 Overtime 2 14 928
Live Scan - Live Scan Live Scan 8 0 55.4
Military - Paid - Military - Paid Leave Military - Paid Leave 1 80 2381.6 Notary - Notary Notary 4 0 55.4
Hourly - Hourly Hourly 121 7251.98 214774.34
Hourly - Reg - Hourly - Regular Hourly - Regular 32 138.17 5012.26 Intermediate POST - Intermediate POST Certificate Intermediate POST Certificate 2 0 92.3 Jury Duty - Jury Duty Jury Duty 1 6 202.09
Comp Time Taken PD - Comp Time Taken PD Comp Time Taken PD 3 26 1184.54 FTO - Field Training OfficerField Training Officer 1 0 34.62 GPPV License - GPPV LicenseGPPV License 2 0 46.16
Holiday Pay - Holiday Pay Holiday Pay 70 598 20483.77
Cash-in-Lieu - Cash-in-LieuCash-in-Lieu 16 0 2953.92
Comp Time Earned - Comp Time Earned Comp Time Earned 10 88.26 0 Comp Time Earned PD - Comp Time Earned PD Comp Time Earned PD 10 116.25 0 Comp Time Taken - Comp Time Taken Comp Time Taken 1 2.65 63.18 Bereavement - Bereavement Pay Berevement Pay 1 16 944.16 Bilingual - Bilingual Bilingual 41 0 1153.75
Cash Out - Pers Day - Cash Out - Pers Day Cash Out - Pers Day 1 9 204.21 Cash Out - VAC - Cash Out - Vacation Cash Out - Vacation 2 111 2928.3 Payroll Set: City-City of McFarland
Pay Code Description # of Payments Units Pay Amount
Admin Leave - Admin LeaveAdmin Leave 1 84 4305
Advanced POST - Advanced POST Certificate Advanced POST Certificate 8 0 553.84 Bachelor's Degree - Bachelor's Degree Bachelor's Degree 26 0 1015.3 City of McFarland, CA Pay Code Report
Pay Code Summary
3/1/2026 - 3/31/2026

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4/2/2026 12:06:49 PM Page 18 of 18
Payroll Set: City-City of McFarland
Pay Code Description # of Payments Units Pay Amount
Workers Comp - Workers Comp Pay Workers Comp Pay 1 72 3028.32 Report Total: 15736.95 430954.39

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REGULAR CITY COUNCIL MINUTES

IN-PERSON MEETING
March 25, 2026

MCFARLAND CITY COUNCIL

MCFARLAND SUCCESSOR AGENCY

MCFARLAND PUBLIC FINANCE AUTHORITY

MCFARLAND IMPROVEMENT AUTHORITY

MCFARLAND PARKING AUTHORITY

CALL TO ORDER
Mayor Ayon called the meeting to order at 6:08p.m.

ROLL CALL
Councilmembers Present: Mayor Saul Ayon, Vice-Mayor Ricardo Cano, Councilmember Martin Gutierrez, Councilmember María Pérez, Councilmember Anita Gonzalez Councilmembers Absent:

OFFICIALS PRESENT
City Attorney Nathan Hodges, City Manager Diego Viramontes, Chief of Police Adrain Olmos, Community Development Director Megan Snyder, Human Resources Director Serrena McCuan, City Clerk Erika De La Cruz

INVOCATION
Offered by Human Resources Director Serrena McCuan

PLEDGE OF ALLEGIANCE
Offered by Public Works Director Yerlys Hernandez

APPROVE AGENDA AS TO FORM
Motion by Vice Mayor Cano, Seconded by Councilmember Pérez to Approve the Agenda as to Form at the meeting of March 25, 2026. Motion Approved by 5/0 Roll-Call Majority Vote.

Roll Call Vote:

AYES: S. Ayon, R. Cano, M. Gutierrez, M. Pérez, A. Gonzalez

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NOES: None
ABSENT: None
ABSTAIN: None
PASSED: 5-0

FEATURED PET
Featured Pet, Dhalia, presented by Community Development Director Snyder

PRESENTATIONS, INTRODUCTIONS AND AWARDS

1. Recognition And Commendation Of Outstanding Performance: K-9 Handler Ubaldo "Joe" Weiss And K-9 Partner "Khan", For Second Place Achievement At K-9 Trial

2. Recognition Of Officer Navarro For Successful Completion Of Field Training And Transition To Solo Patrol Officer For The City of McFarland

3. Proclamation: Government Finance Professionals Week March 23-27, 2026 in the City of McFarland

DEPARTMENTAL REPORTS
None

CONSENT AGENDA

4. Approval of Expense Report in the Amount of $500,998.38 from 2/28/2026 to 3/13/2026.

5. Approval of March 11, 2026, Regular Meeting Minutes

6. Approval of March 12, 2026, City of McFarland City Council Goals and Priorities Strategic Workshop Meeting Minutes

7. Approval of March 13, 2026, Special Meeting Minutes

8. Approval of March 16, 2026, Adjourned City Council Goals and Priorities Strategic Workshop Meeting Minutes

9. Approval of Resolution No. 2026-33 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF MCFARLAND, CALIFORNIA APPROVING THE UTILIZATION OF GRANT FUNDING TO PURCHASE FOUR (4) POLICE E-BIKES IN THE AMOUNT OF $20,304.00 THROUGH RECON POWER BIKES
Motion by Councilmember Guttierez, Seconded by Councilmember Gonzalez to Approve the Consent Agenda at the meeting of March 25, 2026. Motion Approved by 5/0 Roll-Call Majority Vote.

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Roll Call Vote:

AYES: S. Ayon, R. Cano, M. Gutierrez, M. Pérez, A. Gonzalez NOES: None
ABSENT: None
ABSTAIN: None
PASSED: 5-0

PUBLIC HEARINGS
None

ADMINISTRATIVE AGENDA

10. Approval of Resolution No. 2026-15 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF MCFARLAND, CALIFORNIA ACCEPTING THE BID SUBMITTED BY

DOOLITTLE ROAD CONSTRUCTION FOR THE STREET REJUVENATION AND SLURRY SEAL PROJECT AT VARIOUS LOCATIONS IN THE AMOUNT OF $232,000 AND AN APPROPRIATION OF $23,200 FOR CONSTRUCTION CONTINGENCY, AND

AUTHORIZING THE CITY MANAGER TO SIGN AND EXECUTE THE

CONSTRUCTION AGREEMENT
Motion by Councilmember Gonzalez, Seconded by Councilmember Pérez for the Approval of Resolution No. 2026-15 at the meeting of March 25, 2026. Motion Approved by 5/0 Roll-Call Majority Vote.

Roll Call Vote:

AYES: S. Ayon, R. Cano, M. Gutierrez, M. Pérez, A. Gonzalez NOES: None
ABSENT: None
ABSTAIN: None
PASSED: 5-0

PUBLIC COMMENT
None

COUNCIL COMMENTS
None

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REPORTS FROM CITY CO UNCIL ON COMMITTEE/SPECIAL DISTRICT

MEETINGS
a. Kern Council of Governments (KCOG)
Mayor Ayon stated that the discussion for KCOG have been centered on current and upcoming funding opportunities from both federal and state sources. A recent visit to Sacramento included discussions regarding the High-Speed Rail project, emphasizing that decisions should reflect the broader public interest rather than individual agendas. b. Kern Local Agency Formation Commission (LAFCO)
Councilmember Pérez reported concerns regarding governance and service issues within the Lamont Community Services District. It was noted that some individuals involved reside within the community but are not property owners. Additionally, ongoing flooding issues in Lamont were discussed, and it was indicated that Kern County is assuming a more active role in addressing these concerns.
c. Delano Mosquito Abatement District (DMAD)
The Vice Mayor reported that recent meetings highlighted the impact of a wet winter, which contributed to increased mosquito activity earlier in the season. Residents are encouraged to remain vigilant, and report concerns to the Delano Mosquito Abatement District for appropriate response and mitigation.
d. San Joaquin Valley Air Pollution Control District (SJVAPCD) Councilmember Gonzalez stated that the next meeting is scheduled for March 31st.

COUNCIL STATEMENTS AND REPORTS:

Council Member Gutierrez mentioned appreciation to those in attendance, recognized two police officers for their outstanding service, thanked the Finance Department for their work, and expressed gratitude for the support received during their first year in office.

Council Member Gonzalez thanked attendees for their participation and commended the Finance Department for their efforts.

Council Member Pérez echoed prior comments, addressed concerns regarding e-scooter safety among youth, emphasized the importance of helmet use to prevent injuries, noted the upcoming school district spring break, and thanked staff and attendees.

Vice Mayor Cano thanked attendees, encouraged public participation in Council meetings, and invited the community to attend the upcoming State of the City event at the high school student center.

Mayor Ayon thanked attendees, including those watching via livestream, highlighted the City’s commitment to transparency, expressed appreciation to City staff including police and fire departments, acknowledged the City’s ongoing progress, promoted the upcoming State of the City event, and extended well wishes for a safe spring break and Easter holiday.

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CLOSED SESSION

11. Council gave direction to City Attorney concerning procedural aspects of the lawsuit. No further reportable action.

ADJOURNEMENT
The meeting adjourned approximately at 7:45p.m.

CITY OF MCFARLAND
_______________________________
Erika De La Cruz, City Clerk

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City of McFarland
City Council Meeting

STAFF REPORT
Agenda Item No. 6.

Section: CONSENT AGENDA
Meeting Date: April 8, 2026
TO: Honorable Mayor and Council Members
FROM: Diego Viramontes, City Manager
Erika De La Cruz, City Clerk
SUBJECT: Approval of Resolution No. 2026-34 A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF MCFARLAND, CALIFORNIA ESTABLISHING RULES OF

DECORUM FOR PUBLIC MEETINGS OF THE CITY COUNCIL,

COMMISSIONS, AND STANDING COMMITTEES
SUMMARY:

Since the adoption of Senate Bill 707, the City Clerk’s Office has been actively working to ensure the City remains in full compliance with evolving legal requirements governing public meetings and public participation.

As part of this effort, staff is recommending the adoption of formal Rules of Decorum to provide clear guidance on how public meetings are to be conducted. Establishing these standards is important to maintaining an environment that is orderly, respectful, and conducive to conducting the City’s business effectively.

The proposed Rules of Decorum are intended to reinforce the City’s commitment to transparency and public engagement, while also ensuring that all participants— Councilmembers, staff, and members of the public—are able to participate in a safe and respectful setting. Additionally, the policy outlines procedures for addressing disruptive behavior in a manner that is fair, consistent, and compliant with applicable laws, including the Brown Act.

If individuals fail to adhere to these standards, the policy provides the presiding officer with clear, structured enforcement options to maintain order and allow the meeting to proceed without disruption.

Staff believes that adopting these Rules of Decorum will strengthen the City’s ability to conduct efficient and accessible meetings while protecting the public’s right to be heard.

FINANCIAL IMPACT:

No Financial Impact.

RECOMMENDATION:

Staff recommends City Council approve Resolution No. 2026-34 and adopts the Rules of

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Decorum attached hereto as Exhibit A.

ATTACHMENTS:

1. EXHIBIT A - City of McFarland Rules of Decorum

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RESOLUTION NO. 2026-34

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

ESTABLISHING RULES OF DECORUM FOR PUBLIC MEETINGS OF THE CITY

COUNCIL, COMMISSIONS, AND STANDING COMMITTEES
WHEREAS, the City Council of the City of McFarland is committed to conducting open, fair, respectful, and efficient proceedings is critical to carrying out the public business of the City; and WHEREAS, the City recognizes the importance of balancing the public's right to participate in government meetings with the need to maintain order and ensure the efficient conduct of business; and WHEREAS, disruptive conduct during public meetings undermines the orderly transaction of business, interferes with the rights of individuals to be heard, and impedes the City Council's deliberative process; and
WHEREAS, conduct that is threatening, violent, abusive, or that includes profane or obscene behavior may disrupt meetings and compromise the ability of individuals to safely participate in public proceedings; and
WHEREAS, conduct that incites disruption or provokes others to engage in disruptive behavior similarly interferes with the City's ability to conduct its business and with the public's ability to participate; and
WHEREAS, failure to comply with established rules of procedure or to heed reasonable warnings from the presiding officer impedes the ability of the City Council, City staff, and the public to participate in meetings in a fair, orderly, and efficient manner; and WHEREAS, the City Council finds that the adoption of Rules of Decorum is necessary to ensure that public meetings are conducted in a manner that is consistent with applicable law, including the Ralph M. Brown Act (California Government Code § 54950 et seq.); and WHEREAS, the purpose of the Rules of Decorum is to establish clear, reasonable, and viewpoint-nuetral standards for participation in public meetings of the City,

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

1. The above recitals are true and correct and are hereby incorporated by this reference.

2. The City Council hereby adopts the Rules of Decorum attached hereto as Exhibit A, which shall apply to all meetings of the City Council, its committees, and all boards, commissions, and other legislative bodies of the City subject to the Ralph M. Brown Act.

3. The Rules of Decorum shall be enforced by the Mayor or presiding officer and shall be applied in a content-neutral manner. These rules are intended to supplement, and not replace, applicable federal, state, or local laws. In the event of a conflict, applicable law shall control.

4. This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of McFarland on April 8, 2026 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:

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_____________________________
Nathan Hodges, City Attorney

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EXHIBIT A

CITY OF MCFARLAND RULES OF DECORUM
A. General Standard
All persons attending or participating in City public meetings, whether in-person or remotely, shall refrain from conduct that disrupts or disturbs the orderly conduct of the meeting.

B. Prohibited Conduct
Disruptive conduct includes, but is not limited to, the following:
➢ Shouting, yelling, chanting, or otherwise creating excessive noise; ➢ Banging, slamming, or throwing objects;
➢ Interrupting a speaker who has been recognized by the presiding officer; ➢ Engaging in audience outbursts, including yelling, stomping, jeering, or cheering that disrupts the meeting;
➢ Using amplified sound devices or playing audio that disrupts proceedings; ➢ Making threatening, abusive, profane, or obscene remarks or engaging in conduct that disrupts the meeting;
➢ Inciting others to engage in disruptive or disorderly conduct; ➢ Engaging in conduct that is likely to provoke violence or a breach of the peace; ➢ Continuing to speak after the allotted time has expired; ➢ Repetitious or irrelevant comments that impede the orderly progress of the meeting; ➢ Refusing to comply with lawful orders or warnings from the presiding officer; ➢ Blocking aisles, walkways, entrances, or exits, or otherwise impeding access or creating safety hazards.

C. Enforcement
The presiding officer shall have the authority to enforce these Rules of Decorum, including issuing warnings, limiting speaking time, muting remote participants, or ordering the removal of individuals who engage in disruptive conduct, in accordance with applicable law.

D. Applicability
These Rules of Decorum shall be enforced to the fullest extent permitted by law and shall apply equally to all persons, regardless of viewpoint.

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City of McFarland
City Council Meeting

STAFF REPORT
Agenda Item No. 7.

Section: CONSENT AGENDA
Meeting Date: April 8, 2026
TO: Honorable Mayor and Council Members
FROM: Diego Viramontes, City Manager
Yerlys Hernandez , Public Works Director
SUBJECT: Approval of Resolution No. 2026-36 A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF MCFARLAND, CALIFORNIA APPROVING THE WAIVER

OF THE FACILITY USE AGREEMENT FEES, DEPOSIT, AND THE

GENERAL LIABILITY INSURANCE REQUIREMENT FOR MCFARLAND

LIONS CLUB
SUMMARY:

McFarland Lions Club is a nonprofit organization dedicated to providing a variety of community service programs focused on food assistance, youth support, and public health. Key activities include recycling, food drives, scholarships, and community improvement projects.

In recognition of its nonprofit status and the valuable, no-cost services it provides to the community, McFarland Lions Club respectfully requests that the City Council approve a waiver of the $650 consisting of the $300 rental fee and $350 deposit, along with the General Liability Insurance requirement associated with the Facility Use Agreement for use of the kitchen at the Veteran's Hall Community Center to prepare meals for the Celebration of the Stars Banquet in support of the McFarland Unified School District's Celebration of the Stars Banquet.

FINANCIAL IMPACT:
$300 less to the 2025-2026 General Fund.

RECOMMENDATION:

City staff recommends the City Council waive the fees, deposit, and the General Liability Insurance requirement based on ordinance section 5.04.190 of the McFarland Municipal Code.

ATTACHMENTS:

1. 4.30.26 Lions Club Application_Redacted

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RESOLUTION NO. 2026-36

A RESOLUTION OF THE CITY OF MCFARLAND APPROVING THE WAIVER OF THE

FACILITY USE RENTAL FEES, DEPOSIT, AND THE GENERAL LIABILITY INSURANCE

REQUIREMENT FOR MCFARLAND LIONS CLUB
WHEREAS, McFarland Lions Club is a nonprofit organization that provides valuable, no-cost services to the community, including recycling, food drives, youth scholarships, and community improvement projects; and
WHEREAS, the organization relies primarily on donations and fundraising to support its programs, limiting available resources for administrative costs such as fees, deposit, and insurance associated with the Facility Use Agreement; and
WHEREAS, the requested use is limited to the kitchen at the Veteran's Hall Community Center for the purpose of preparing meals for the McFarland Unified School District's Celebration of the Stars Banquet, ensuring minimal impact on the facility; and
WHEREAS, waiving the $650 consisting of the $300 rental fee and $350 deposit along with the General Liability Insurance requirement associated with the Facility Use Agreement will allow McFarland Lions Club to allocate more resources directly to supporting the banquet and other community programs; and
WHEREAS, the City Council recognizes the benefit of supporting nonprofit organizations that provide essential services to the community.

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

1. The foregoing recitals are true and correct and incorporated herein as if set forth in full.

2. The waiver of the rental fees, deposit, and the General Liability Insurance requirement is in the best interest of the community.

3. The City Council does hereby authorize the waiver of the fees ($300), deposit ($350) and the General Liability Insurance requirement.

4. The City Clerk shall certify the passage and adoption of this resolution.

5. This resolution is effective immediately.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of McFarland on April

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8, 2026 by the following vote:

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

APPROVED AS TO FORM:
_____________________________
Nathan Hodges, City Attorney

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City of McFarland
City Council Meeting

STAFF REPORT
Agenda Item No. 8.

Section: ADMINISTRATIVE
AGENDA
Meeting Date: April 8, 2026
TO: Honorable Mayor and Council Members
FROM: Diego Viramontes, City Manager
Yerlys Hernandez , Public Works Director
Padraic Castillo, Assistant Engineer/Project Manager
SUBJECT: Approval of Resolution No. 2026-35 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING THE FINAL FIVE (5) YEAR

TRANSIT DEVELOPMENT PLAN
SUMMARY:

The McFarland Transit Development Plan (TDP) is a five-year roadmap for improving transit service, operations, and infrastructure in the City of McFarland. It was developed collaboratively with the public, City staff, and the consultant team. The plan reflects community needs and City priorities and will support future budgeting and grant applications.

There were two phases of outreach surveys, in-person engagement, and a bilingual virtual meeting that identified key community needs:
• Desire for later weekday service and weekend service
• Desire to have additional vehicles operating concurrently • Desire to reserve trips in advance
• Desire to have better coordination with Kern Transit
The City has already begun the process of acquiring new vehicles and is exploring options for a reservation service.

The City of McFarland's Dial-a-Ride service currently operates Monday-Thursday 7 AM-4:40 PM and Fridays 7 AM-Noon and 1 PM-2:40 PM.

The TDP includes 25 recommendations across four categories:

Service
• Add a second driver to weekday service
• Pilot extended Weekday service
• Pilot Saturday service
• Improve Kern Transit connectivity to destinations outside of McFarland • Investigate Kern Transit service to new McFarland Park and Ride Facility

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• Coordinate Senior transportation
Operations
• Create a dedicated Administrator Support/Dispatcher
• Improve coordination with Kern Transit
• Transition to Electronic Record Keeping
• Jointly procure new Dispatching Software
• Establish Countywide driver training program
• Establish Countywide Grant Resource Program
• Investigate a shared Dispatcher and/or Transit Coordinator position with Wasco and Shafter • Explore opportunities to share Zero-Emissions Vehicle Maintenance expertise Administrative/Policy
• Track performance data
• Promote Vanpool/Carpool use
• Improve customer communication and website
• Update Farebox Recovery Compliance Policy
• Develop rider Code of Conduct
• Allow advance reservations
• Create a Zero-Emission Transition Plan
Capital
• Continue development of new Transit Facility and Park and Ride Lot • Procure replacement vehicles
• Procure additional vehicle
• Continue to fill gaps in sidewalk network
The TDP provides a realistic, flexible, and community-driven roadmap for improving transit in McFarland.

Recommendations can be implemented as resources allow, and there is no penalty for adjusting timelines or reevaluating feasibility. Adoption of the TDP will guide transit improvements and strengthen the City's position for future funding.

FINANCIAL IMPACT:

Existing funding can support current service and pilot expansions. Permanent service expansions will require reallocating Local Transportation Fund (LTF) and State Transit Assistance Fund (STA) funding. Additional funding will be needed for the new transit facility.

However, collaboration with neighboring agencies may reduce barriers/costs for implementation.

RECOMMENDATION:

Staff recommends City Council approve this resolution accepting the Transit Development

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Plan to be used to guide transit improvements and use as a supporting document when applying for grants to secure additional funding.

ATTACHMENTS:

1. McFarland TDP

2. McFarland TDP Presentation

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RESOLUTION NO. 2026-35

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCFARLAND APPROVING THE FINAL FIVE (5) YEAR TRANSIT DEVELOPMENT PLAN
WHEREAS, the consultant team has developed a Transit Development Plan (TDP) as a fiveyear roadmap to improve transit service, operations, and infrastructure, in collaboration with the public and City Staff; and
WHEREAS, the TDP reflects community input gathered through surveys, in-person engagement, and a bilingual virtual meeting, identifying key needs such as extended weekday and weekend service, increased vehicle availability, advance trip reservations, and improved coordination with Kern Transit; and
WHEREAS, the TDP identifies opportunities to expand and enhance service to better meet the needs of residents; and
WHEREAS, the TDP outlines 25 recommendations across service, operations, administrative/policy, and capital improvements; and
WHEREAS, adoption of the TDP will provide a flexible, community-driven framework to guide future transit improvements, support budgeting decisions, and strengthen the City's ability to secure grant funding as resources become available.

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

1. The foregoing recitals are true and correct and incorporated herein as if set forth in full.

2. Adopts the TDP as a guiding document for improving transit services, operations, and infrastructure over the next five years.

3. Authorizes staff to implement the TDP recommendations in phases, as funding and resources become available, and to adjust timelines as necessary based on feasibility and community needs.

4. Supports ongoing coordination with Kern Transit and directs staff to monitor performance, report on progress, and recommend updates to ensure continued alignment with City priorities.

5. This resolution is effective immediately.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of McFarland on April

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8, 2026 by the following vote:

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

APPROVED AS TO FORM:
_____________________________
Nathan Hodges, City Attorney

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Kern Council of
Governments
City of
McFarland
Transit Development
Plan
March 2026

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McFarland Transit Development Plan Final Report
Kern Council of Governments i
Table of Contents
Page
Executive Summary.................................................................................................................iii 1 Introduction......................................................................................................................1 Project Background.........................................................................................................................................1 Plan Approach...................................................................................................................................................1 Purpose of Document....................................................................................................................................2 2 Overview of Transit in McFarland and Surrounding Areas ..........................................3 Local Transit.......................................................................................................................................................3 Other Local Operators ...................................................................................................................................3 Kern Transit........................................................................................................................................................4 Intercity Operators ..........................................................................................................................................7 3 Existing and Future Market Conditions..........................................................................9 Population........................................................................................................................................................10 Demographic Analysis .................................................................................................................................14 Employment.....................................................................................................................................................24 Major Activity Generators...........................................................................................................................30 4 Service Evaluation ..........................................................................................................40 Local Service Summary................................................................................................................................40 Historical Trends ............................................................................................................................................44 Current Performance....................................................................................................................................51 Transfers to Other Providers .....................................................................................................................53 Transit Need Analysis...................................................................................................................................53 Expenses and Revenues ..............................................................................................................................55 Fleet and Facilities .........................................................................................................................................57 Zero-Emission Transition Plan..................................................................................................................58 Agency Interview ...........................................................................................................................................58 Key Takeaways................................................................................................................................................59 5 Plan Review.....................................................................................................................60 2007 Western Kern Transit Development Plan ..................................................................................60 City of McFarland 2015 Transit Development Plan (TDP)..............................................................61 6 Outreach Overview and Phase One Summary .............................................................63 Phase One Public Outreach Summary...................................................................................................64 Phase One McFarland Survey Results....................................................................................................64 Key Takeaways................................................................................................................................................66

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7 Recommendations..........................................................................................................67 Resiliency: An Overarching Consideration...........................................................................................68 Service Recommendations.........................................................................................................................70 Operations Recommendations.................................................................................................................79 Administrative/Policy Recommendations ............................................................................................87 Capital Recommendations.........................................................................................................................93 8 Phase Two Public Outreach Summary..........................................................................97 McFarland Virtual Public Meeting...........................................................................................................97 Phase Two Survey..........................................................................................................................................98 9 Improvement Phasing................................................................................................. 119 Impact of Phase 2 Outreach Feedback on Implementation ......................................................120 Implementation Phasing Table..............................................................................................................121 10 Financial Forecast........................................................................................................ 125 Data Sources.................................................................................................................................................125 Financial Model and Assumptions.......................................................................................................125 Limitations.....................................................................................................................................................126 Revenue Sources.........................................................................................................................................127 Major Expenses............................................................................................................................................129 Recommendations and Improvement Costs....................................................................................130 Key Takeaways.............................................................................................................................................133 Appendix A: Countywide Demographic Maps

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McFarland Transit Development Plan Final Report
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EXECUTIVE SUMMARY
Kern Council of Governments (Kern COG) plays a critical role in planning and coordinating transportation in Kern County. This project is a combined effort that seeks to update nine Transit Development Plans (TDPs) for Kern County transit agencies as well as the Coordinated Human Services Transportation Plan. The City of McFarland TDP is one of the nine TDPs the Nelson\Nygaard team is updating as part of this project.

This project supports Kern COG’s Regional Transportation Plan, which is a long-term (20- year) plan for Kern County’s entire transportation network. This project is funded by a Caltrans Sustainable Communities grant under the Climate Adaptation Program.

Plan Objectives
TDPs are usually updated every five years and are planning tools focusing on short-term transit needs and improvements.

The City of McFarland’s previous TDP is now over 10 years old and must be updated to reflect the current environment. The goal of the TDP is to recommend improvements to transit service, connectivity, and access.

Plan Approach
The project team started by performing an existing conditions assessment. We analyzed existing data to identify potential issues, challenges, and opportunities for improving transit.

We also conducted an interview with city staff and asked transit riders in McFarland for their feedback and insights.

Based on the findings from the existing conditions assessment, Nelson\Nygaard developed recommendations to address the identified issues, challenges, and opportunities. Once recommendations were developed, we conducted two workshops with city staff to review and refine the recommendations. After further refinement the recommendations were presented to the public for input.

Using input from the public, Nelson\Nygaard then developed a five-year plan to implement the proposed recommendations. We also developed a financial model to help the City understand costs associated with implementation.

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Key Issues
The following issues were among those identified during the TDP existing conditions assessment:
 Span of service is limited. McFarland Dial-A-Ride service only operates from 7 a.m. to 4 p.m. on weekdays. There is no weekend service. Riders specifically requested later service as part of our outreach efforts.
 There is only one McFarland Dial-A-Ride driver, so any unplanned absences result in service being suspended. Riders specifically mentioned driver reliability as a major concern in our outreach efforts.
 Riders desire more intercity service. Riders noted the desire to travel outside McFarland to get essential items like groceries at Walmart.  McFarland Dial-A-Ride has no dedicated dispatcher and no dispatching software.

The lack of a dedicated dispatcher means that calls sometimes go unanswered when the driver is busy. No dispatching software makes it hard for the driver to optimize their route and manage the ongoing list of pickups and drop-offs.  Transit vehicles need to be replaced. Both of the City’s vehicles have exceeded the City’s useful life benchmark and must be replaced. The City is in the process of procuring two new vehicles.
 A new transit facility is needed. The City stated their current transit storage facility has limited space for vehicle storage and a new transit facility is needed.

Public Outreach
The project team engaged in continuous outreach with the community throughout this project to ensure the McFarland TDP reflects the input and priorities of McFarland residents.

The project team worked with Kern COG and McFarland city staff to conduct and advertise the outreach events, gathering input from residents for inclusion in the plan. There were two phases of community outreach:
 Phase One (June–July 2025): Listen and learn about the community’s challenges and aspirations for transit. This phase of outreach involved administering a survey to McFarland transit riders in person and online.
 Phase Two (October–November 2025): Present potential transit recommendations for feedback and gather input on how recommendations should be phased for implementation. This phase of outreach involved a virtual public meeting to explain the potential transit recommendations and a virtual survey to gather feedback from McFarland transit riders about the potential improvements.

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Phase One Outreach
The project team conducted outreach in McFarland on June 25, 2025, riding the McFarland Dial-A-Ride vehicle and administering a survey to riders. The bilingual (English and Spanish) survey also available online for three weeks.

During the ride-along, bilingual outreach staff (fluent in both English and Spanish) connected with approximately 35 community members. The 35 people the project team connected with represents about half of McFarland Dial-A-Ride’s daily ridership, indicating a successful outreach event with the community.

Overall, McFarland transit riders are generally satisfied with the service provided but raised concerns about limited service, capacity, and geographic reach.

Phase Two Outreach
Phase Two outreach took place between mid-October and mid-November 2025.

The goals of Phase Two outreach were to provide an update of the TDP project and to present the proposed recommendations to the public for feedback. The feedback received was used to refine the recommendations and help inform phasing of recommendations.

Phase Two outreach involved a virtual public meeting in McFarland in late October and an online survey.

McFarland Virtual Public Meeting
The consulting team with City staff held a virtual public meeting on Wednesday, October 22, 2025, at 5 p.m. The meeting was hosted on Zoom, with four community members attending.

Nelson\Nygaard staff presented seven proposed transit improvements, including later weekday service, new Saturday service, the addition of a second driver, advance trip reservations, and three Kern Transit Route 110 alignment changes to serve the Wonderful Industrial Park in Shafter, the Wasco Walmart, and the Delano Walmart. The meeting was presented in English and Spanish with bilingual slides and translation available throughout.

The presentation was recorded and posted online for individuals who could not attend.

Themes
More Buses: One vehicle is not enough.

Later Service: Early end times limit usefulness.

Driver Reliability: Service halts if the one driver is unavailable.

Longer-Distance Trips: Interest in destinations like the Delano Walmart.

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Participating community members shared support for extended service hours, improved regional connections, and continued investment in reliable Dial-A-Ride operations. Attendees also suggested other ways to get additional public feedback, including offering paper surveys for riders without smart phones and distributing materials at community events such as Trunk-or-Treat. Overall, residents supported the proposed improvements and expressed appreciation for the City’s responsiveness and continued investment in better transit options.

Phase Two Survey
A virtual survey administered as part of Phase Two outreach and was open for almost four weeks, from October 15 to November 7. Like the public meeting, the intent was to receive feedback on the recommendations and how the recommendations could be implemented in phases. Altogether, 14 people took the survey.

The Phase Two public survey asked riders which recommendations should be prioritized given the limited financial resources that the City of McFarland may have. Among the four improvements identified specifically for McFarland Dial-A-Ride (Improvements 1 to 4), improvements ranked as follows:

Priority Improvement
1st
(tied)
Improvement #1: Later Weekday Service
Improvement #3: Add Second Driver on Weekdays
3rd Improvement #2: New Saturday Service
4th Improvement #4: Advance Reservations
Improvement #3: Add Second Driver on Weekdays should be considered a top priority from a system reliability and resiliency standpoint. Nelson\Nygaard recommends this improvement be implemented in the first year of the plan.

Improvement #1: Later Weekday Service should be implemented next based on prioritization input from the public. Nelson\Nygaard recommends this improvement be piloted in the second year of the plan.

Improvement #2: New Saturday Service should be implemented third based on prioritization input from the public. Nelson\Nygaard recommends this improvement be piloted in the fourth year of the plan to allow time for the City to pilot and evaluate extended weekday service in the second and third years.

Improvement #4: Advance Reservations are contingent on having a dispatcher in place who can take calls and schedule trips. Once a dedicated dispatcher is onboarded, new

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dispatching software is acquired, and a second driver is onboarded to add capacity, advance reservations can be implemented. Advance reservations are being recommended for implementation in year 4.

System Recommendations
Recommendations are specific actions that the City of McFarland can take to address current challenges and transportation needs in the community. Some of these recommendations rely on strong partnerships with nearby cities and Kern Transit, aiming to increase regional resiliency and capacity.

Twenty-five different recommendations were developed by Nelson\Nygaard and are presented on the following pages. The recommendations are divided into four distinct categories:
 Service recommendations would increase existing service levels beyond what is operated today (longer weekday service, new Saturday service) and enhance access to transit by improving connectivity in McFarland and neighboring communities.  Operations recommendations focus on improving how service is delivered, which includes new approaches to dispatching, record keeping, coordinating with Kern Transit, and new programs for training drivers, as well as identifying and applying for grants.
 Administrative/policy recommendations identify approaches to improve customer experience, comply with state guidelines, monitor system performance, and smooth the transition to a zero-emission fleet.
 Capital recommendations involve capital projects that would upgrade or enhance agency assets, enhance agency resiliency, and improve transit access for riders.

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Service Recommendations
Number Recommendation Description Responsibility for
Implementation
Cost
S-1 Add a Second Driver to
Weekday Service
Hire a second driver to provide more
capacity and provide redundancy in
case of staff absences
McFarland $100,000
per year
S-2 Pilot Extended Weekday Service Extend weekday service into the evening McFarland $40,000Nine months
S-3 Pilot Saturday Service Implement Saturday service for at least six hours daily McFarland $10,000Six months
S-4
Improve Kern Transit
Connectivity to Destinations
Outside McFarland
Explore potential alignment changes to
Route 110 to serve regional points of
interest in Wasco, Shafter, and Delano
Kern Transit lead,
McFarland, Wasco,
Shafter, and Delano
support
Further Study Needed
S-5
Investigate Kern Transit Service
to New McFarland Park and
Ride Facility
Study impact of changing Route 110
alignment to serve new McFarland
transit facility/park-and-ride lot
Kern Transit lead,
McFarland support Further Study Needed
S-6 Coordinate Senior
Transportation
Work with Wasco, Shafter, and Kern
Transit to identify opportunities for
coordinated senior transportation in the
Wasco, Shafter, and McFarland area
Wasco, Shafter, and
McFarland with Kern
Transit Support
Further Study Needed
: Denotes a recommendation that supports agency resiliency

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Operations Recommendations
Number Recommendation Description Responsibility for
Implementation
Cost
O-1
Create a Dedicated
Administrator
Support/Dispatcher
Establish a dedicated position to take
calls and schedule rides McFarland $80,000
per year
O-2 Improve Coordination with Kern
Transit
Hold regular meetings with Kern Transit
to discuss issues
McFarland, Kern
Transit Minimal cost to agency
O-3 Transition to Electronic Record
Keeping
Use an Excel spreadsheet or other
electronic system to track data McFarland Minimal cost to agency O-4 Jointly Procure New
Dispatching Software
Study feasibility of jointly procuring
dispatching software with Kern COG
Kern COG lead,
McFarland and other
agencies support
Further Study Needed
O-5 Establish Countywide Driver
Training Program
Establish a standard driver training
program across the county by sharing
materials, centralizing training, or
developing a program at local colleges
Kern COG lead,
McFarland and other
agencies support
Further Study Needed
O-6 Establish Countywide Grant
Resource Program
Establish a grant resource program with
Kern COG to centralize information and
opportunities on grant funding
Kern COG lead,
McFarland and other
agencies support
Further Study Needed,
but could be minimal cost
O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
Shafter
Work with the Cities of Wasco and
Shafter to explore a shared dispatcher
position(s) and/or a shared Transit
Coordinator position(s) for the three cities
McFarland, Wasco,
Shafter Further Study Needed
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Investigate the possibility of sharing
maintenance resources (staff, training, or
both) for Dial-A-Ride
Kern COG lead,
McFarland and other
agencies support
Further Study Needed
: Denotes a recommendation that supports agency resiliency

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Administrative/Policy Recommendations
Number Recommendation Description
Responsibility for
Implementation Cost
A-1 Track Performance Data Track performance data such as on-time performance, missed trips, or trip denials McFarland Minimal cost to agency A-2 Promote Vanpool/Carpool Use
Raise awareness of vanpool and carpool
matching options with an educational
brochure and encourage their use by
collaborating with major local employers
McFarland Minimal cost to agency
A-3 Improve Customer
Communication and Website
Add more information to the website on
Dial-A-Ride service, Kern Transit Route
110, and vanpool/carpool options. Develop
a communication plan to let riders know
about service disruptions.

McFarland Minimal cost to agency
A-4 Update Farebox Recovery
Compliance Policy
Develop strategy when new guidance is
released to remain compliant McFarland Minimal cost to agency A-5 Develop Rider Code of Conduct
Develop and post a set of rules that outline
acceptable rider behaviors and
expectations and consequences for not
meeting them
McFarland Minimal cost to agency
A-6 Allow Advance Reservations
Allow trips to be reserved 24 hours in
advance. This can be applied to all trips or
just time-sensitive trips such as medical,
school, work, and transfers to Kern Transit
Route 110.

McFarland Minimal cost to agency
A-7 Create a Zero-Emission
Transition Plan
Develop a zero-emission transition plan to
navigate transition to zero-emission
operations
McFarland $10,000–$50,000
One time
: Denotes a recommendation that supports agency resiliency

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Capital Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
C-1
Continue Development of New
Transit Facility and Park and
Ride Lot
Continue development of new park and
ride and transit facility to allow for fleet
expansion and vanpool/carpool parking
McFarland To be determined by City
- Still in Planning/Design
C-2 Procure Replacement Vehicles Procure two replacement vehicles to maintain reliable service levels McFarland $80,000–$100,000 C-3 Procure Additional Vehicle Procure one additional vehicle to use as a spare in the fleet McFarland $80,000–$100,000
C-4 Continue to Fill Gaps in
Sidewalk Network
Continue filling in gaps in the sidewalk
network to provide safe access to
transit facilities
McFarland Requires Further Study
: Denotes a recommendation that supports agency resiliency

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Phasing Plan
There are 25 recommendations to be implemented by the City of McFarland. Since the TDP is a five-year plan, the improvement phasing matrix that follows is set up to organize which recommendations should be implemented during which year of the plan. The recommendations are intentionally staggered throughout the life of the plan to not overwhelm the City in the first few years.

Simpler and lower-cost recommendations can be implemented sooner. This includes items such as improving customer communications by updating the website or creating educational brochures for the vanpool/carpool program.

Many recommendations are interdependent on others. For example, Recommendation A-1 (Track Performance Data) should ideally be implemented after electronic recordkeeping (Recommendation O-3) and a dedicated admin support/dispatcher position (Recommendation O-1) are implemented. Interdependent recommendations are indicated in the matrix.

This implementation plan was used in the development of financial plan, discussed at the end of the executive summary.

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McFarland Transit Development Plan Final Report
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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) S-1 Add a Second Driver to
Weekday Service McFarland Continue hiring, onboarding, and training second driver S-2 Pilot Extended Weekday Service McFarland
 Establish evaluation metrics to
evaluate pilot
 Advertise and conduct 9-month
pilot
 Evaluate pilot at the 6-month
mark and collect customer
feedback
 Make decision to discontinue or
make pilot permanent before
end of 9-month pilot
If pilot successful, secure funding
to make permanent
S-3 Pilot Saturday Service McFarland
 Establish evaluation metrics to
evaluate pilot
 Advertise and conduct 6-month
pilot
 Evaluate pilot at the 4-month
mark and collect customer
feedback
Make decision to discontinue or
make pilot permanent before end
of 6-month pilot
 If pilot successful, secure
funding to make permanent
S-4
Improve Kern Transit
Connectivity to Destinations
Outside McFarland
Kern Transit Lead,
McFarland, Wasco,
Shafter, and Delano
support
Work with Kern Transit to evaluate
feasibility and costs of this and the
three other potential alignment
changes proposed for Route 110
Support Kern Transit with any
potential pilot program and/or
community outreach needed
S-5
Investigate Kern Transit Service
to New McFarland Park and
Ride Facility
Kern Transit Lead,
McFarland Support
Begin discussions with Kern
Transit about feasibility of serving
the new transit center
Finalize alignment and other
details for serving the new transit
center in advance of the park and
ride lot opening this year
S-6 Coordinate Senior
Transportation
Wasco, Shafter, and
McFarland with Kern
Transit Support
Discuss with Shafter, Wasco, and
Kern Transit about feasibility and
potential structure
Develop formal plan and
agreements, if necessary
Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) O-1
Create a Dedicated
Administrator
Support/Dispatcher
McFarland
Reorganize staffing responsibilities
or create a dedicated admin
support/dispatcher
O-2 Improve Coordination with Kern
Transit McFarland, Kern Transit
Add Kern Transit coordination item
to standing Kern County transit
operators meeting agendas

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McFarland Transit Development Plan Final Report
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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) O-3 Transition to Electronic Record
Keeping McFarland
Implement electronic
recordkeeping after a dedicated
admin support/dispatcher position
has been created
(Recommendation O-1)
O-4 Jointly Procure New
Dispatching Software
All interested transit
operators in Kern County
Begin discussions with other
interested transit operators in
Kern County
 Develop structure for
procurement and cost sharing
agreements.
 Begin procurement process
 Select vendor and onboard all
participating agencies
 Conduct necessary training
O-5 Establish Countywide Driver
Training Program
All interested transit
operators in Kern County
 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and build out structure of
program
 Connect with potential industry
and education partners
Continue development of program Finalize and roll out program O-6 Establish Countywide Grant
Resource Program
Kern COG lead, all
interested transit
operators in Kern County
support
 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and build out structure of
program
Finalize and roll out program
O-7
Investigate Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
Shafter
McFarland, Wasco, and
Shafter
Begin discussions with the cities
of Wasco and Shafter. Discuss
details and potential issues to
examine and study further. Jointly
procuring dispatching software
(Recommendation O-4) could be
completed concurrently if desired.
 Complete evaluations and
discussions and decide whether
to implement the
recommendation or not.
 If implemented: Develop
applicable cost sharing
agreements and procedures
 Launch shared dispatching
program
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Kern COG lead,
McFarland and other
agencies support
 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and determine feasibility
 Begin evaluation and feasibility
assessment
 Continue evaluation and
feasibility assessment
 Begin building out structure of
program
 Review plans with agency
partners
Begin implementation Continue implementation

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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) A-1 Track Performance Data McFarland
Begin tracking performance data
after electronic recordkeeping
(Recommendation O-3) and a
dedicated admin
support/dispatcher position has
been created (Recommendation
O-1)
Ongoing monitoring – Continue to
review performance data on a
regular basis (quarterly or semiannually) and make adjustments as needed to ensure service is
performing well
Ongoing monitoring – Continue to
review performance data on a
regular basis (quarterly or semiannually) and make adjustments as needed to ensure service is
performing well
A-2 Promote Vanpool/Carpool Use McFarland
Develop brochure showing transit
options available in McFarland
Begin discussions with major
employers to raise awareness of
vanpool/carpool options
A-3 Improve Customer
Communication and Website McFarland
 Update McFarland Transit
website
 Develop a communication plan
to let riders know about service
disruptions
A-4 Update Farebox Recovery
Compliance Policy McFarland Develop strategy when new guidance is released A-5 Develop Rider Code of Conduct McFarland Develop and post a set of rules for rider behavior and conduct
Continue development and
implementation if needed
A-6 Allow Advance Reservations McFarland
Implement advance reservations
for all trips or just time sensitive
trips, such as medical, school,
work, and transfers to Kern Transit
Route 110 after implementing a
second driver, a dedicated
dispatcher, and dispatching
software (Recommendations S-1,
O-1, and O-4)
A-7 Create a Zero-Emission
Transition Plan McFarland
McFarland to complete a zeroemission transition plan in-house or hire consultant support
Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) C-1
Continue Development of New
Transit Facility and Park and
Ride Lot
McFarland Secure funding for new park and
ride lot and new transit facility
Secure funding for new park and
ride lot and new transit facility
Construct new park and ride lot
and new transit facility

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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) C-2 Procure Replacement Vehicles McFarland
Continue current procurement
process to purchase two vehicles.

If a second driver is hired
(Recommendation S-1), one of the
new vehicles would be a fleet
expansion. The other would be a
vehicle replacement.

If second driver is hired
(Recommendation S-1), start new
procurement process to replace
second vehicle beyond its useful
life.

C-3 Procure Additional Vehicle McFarland
Continue current procurement
process to purchase two vehicles.

If a second driver is hired
(Recommendation S-1), one of the
new vehicles would be a fleet
expansion. The other would be a
vehicle replacement.

C-4 Continue to Fill Gaps in
Sidewalk Network McFarland
 Optional: Develop a sidewalk
prioritization plan to identify the
areas of greatest need and
options for phasing and
continuing investment
 Continuous implementation –
Implement as funding is
secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
: Denotes a recommendation that supports agency resiliency

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Financial Forecast
As part of this TDP Nelson\Nygaard developed a five-year financial model to understand projected revenues and expenditures for the life of the plan. Using projections built off historical data, these forecasts are meant to provide a high-level view of the City’s financial health, upcoming capital projects, and capacity to implement recommendations.

The table on the following page displays the current net position and the reserve between FY2027 and the end of the plan in FY2031. The reserve is calculated from the first year of the financial model (FY2022) and does not reflect any previous savings the City may have. It also provides the estimated costs of implementing each recommendation and the net position if all are implemented. For costs with a range due to different implementation options, a high and low estimate is given, and a best-case overall position is provided. These costs are planning-level estimates given in 2025 dollars.
 Nelson\Nygaard’s financial model shows that the City of McFarland should be able to operate Dial-A-Ride service at existing service levels over the next five years based on projected growth in operating funds. Existing revenues are not sufficient to add service.
 Over the last four years, the City has been spending between 0% to 12% of Local Transportation Fund (LTF) and State Transit Assistance Fund (STA) funding on transit operations. The City may need to consider reallocating additional LTF and STA funding to transit to implement all recommended service improvements.  The City of McFarland’s capital costs are primarily related to fleet replacement and expansion and facilities. The City has not provided information on the exact capital costs it expects to incur from FY 2027 to FY 2031; however it is likely that the City’s new transit facility and park and ride will cost at least $1 million. Much of this is expected to be funded using grant money. Given the uncertainty around future capital funding needs, our financial model does not include any capital expenses beyond fleet replacement.
 Because grant revenues usually cannot be used to pay for operations the City will likely need to identify additional resources to implement all service and operations recommendations. Possible revenue sources include resuming fare collection, although it would be a very small revenue stream, or reallocating more LTF and STA funds to transit operations.
 Creative implementation of the recommendations by the City, such as staggered workdays or shift times, and collaborating with the Cities of Shafter and Wasco, and Kern Transit, may reduce costs and allow more recommendations to be implemented within available funding means.

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City of McFarland’s Financial Position, Baseline and with Recommendations, FY27–31 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Baseline Net Position and Reserve
Net Position $100,362 $148,682 $66,538 $71,860 $77,497
Net Reserve $494,195 $642,877 $709,416 $781,276 $858,773 Estimated Recommendation Costs
S-1 Second
Driver and
Vehicle
$(100,000) $(100,000) $(100,000) $(100,000) $(100,000)
S-2 Extended
Service Pilot $0–$(40,000)
S-3 Saturday
Service Pilot $(10,000)
O-1 Dedicated
Admin/Dispatch
O-7 Shared
Admin/Dispatch
$(50,000)–
$(80,000)
$(50,000)–
$(80,000)
$(50,000)–
$(80,000)
$(50,000)–
$(80,000)
$(50,000)–
$(80,000)
A-7 Create
Zero-Emissions
Fleet Transition
Plan
$(10,000)–
$(50,000)
C-2 Procure
Replacement
Vehicles
$(100,000)–
$(200,000)
C-3 Procure
Additional
Vehicle
$(100,000)
Sum of Costs $(360,000)–
$(530,000)
$(150,000)–
$(220,000)
$(150,000)–
$(180,000)
$(160,000)–
$(190,000)
$(150,000)–
$(180,000)
Projected
Deficit
$(259,638)
minimum
$(1,318)
minimum
$(83,462)
minimum
$(88,140)
minimum
$(72,503)
minimum
Sources: Nelson\Nygaard Projection

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1 INTRODUCTION

PROJECT BACKGROUND
Kern Council of Governments (Kern COG) plays a critical role in planning and coordinating transportation in Kern County. This project is a combined effort that seeks to update nine Transit Development Plans (TDPs) for Kern County transit agencies as well as the Coordinated Human Services Transportation Plan. The City of McFarland TDP is one of the nine TDPs the Nelson\Nygaard team is updating as part of this project.

TDPs are usually updated every five years and are planning tools focusing on short-term transit needs and improvements. The City of McFarland’s previous TDP is now over 10 years old and must be updated to reflect the current environment. The goal of the TDP is to develop recommendations to improve service and enhance transit connectivity and access.

PLAN APPROACH
The project team started by performing an existing conditions assessment. We analyzed existing data to identify potential issues, challenges, and opportunities for improving transit.

We also conducted an interview with city staff and asked transit riders in McFarland for their feedback and insights.

Based on the findings from the existing conditions assessment, Nelson\Nygaard developed recommendations to address the identified issues, challenges, and opportunities. Once recommendations were developed, we conducted two workshops with city staff to review and refine the recommendations. Once city staff were comfortable, the recommendations were presented to the public for input.

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PURPOSE OF DOCUMENT
This document is the final report for the City of McFarland TDP. Topics by chapter are as follows:

Chapter Title What questions does the chapter answer?
2 Overview of Transit in
McFarland and Surrounding
Areas
 Who operates transit in McFarland?
 What local and regional services are available?
3 Existing and Future Market
Conditions
 Where do people live and work in McFarland?
 What are the population and employment projections for McFarland?
 Where are the major activity generators in McFarland and the surrounding areas?
4 Service Evaluation
 When is transit provided?
 How has transit performed over the past several years?  Where is the most demand, and need, for transit service?  What is the City’s current zero-emission transition plans? 5 Plan Review
 What previous studies and plans have been done for
McFarland?
 What is the implementation status of past
recommendations?
6 Public Outreach Overview
and Phase One Outreach
Summary
 What outreach was conducted for this project?
 What do transit riders think needs to be improved?
7 Recommendations
 How were recommendations developed?
 How is resiliency considered in these recommendations?  What are the recommendations for improving fixed-route and Dial-A-Ride transit?
8 Phase Two Outreach
Summary
 What do residents think of the proposed improvements?  Which improvements should be prioritized?
 Are there any needs that were missed?
9 Improvement Phasing
 Which recommendations should be implemented first?
 What actions should the City take in each of the five years of the plan to implement the recommendations?
10 Financial Forecast
 What is the City of McFarland’s current financial position?  What projects and costs are already expected in the future?  How will implementing recommendations impact the City of McFarland’s finances, and what is an affordable
implementation plan?

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2 OVERVIEW OF TRANSIT IN

MCFARLAND AND

SURROUNDING AREAS
This chapter discusses regional transit and transit operators, including both local services of neighboring towns and intercity transit operators, to help provide a holistic picture of regional transit and access to opportunities.

LOCAL TRANSIT
The City of McFarland operates general public Dial-A-Ride service. The Dial-A-Ride service operates within city limits on weekdays from 7 a.m. to 4 p.m.

There are four other local operators providing service in jurisdictions adjacent to McFarland (Wasco, Shafter, Delano, and Greater Bakersfield) and one county-wide operator (Kern Transit). Three intercity operators also provide service in Kern County.

A summary of each operator is presented in this chapter to give an overview of the services they provide.

OTHER LOCAL OPERATORS
The City of Wasco operates general public Dial-A-Ride service within Wasco city limits on weekdays from 8 a.m. to 4 p.m., with a lunch break between noon and 1 p.m. Reservations can be made 24 hours in advance to schedule both pickup and return trips. Same day service may be possible but is not guaranteed. Passengers must provide an exact fare.

The City of Shafter operates general public Dial-A-Ride service within city limits. The Dial-A-Ride service in city limits operates on weekdays from 7:30 a.m. to 4:15 p.m. and on Saturdays from 9 a.m. to 3 p.m.

The Mexican Colony and Smith’s Corner is served at 9 a.m., 11:30 a.m., 1:30 p.m., and 3:30 p.m. on weekdays only. The North Kern Labor Camp is served at 10 a.m., noon, 2 p.m., and 4 p.m. on

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weekdays only. The Wonderful Industrial Park, Shafter Cemetery, and Gossamer Grove are served at 8:30 a.m., 10:30 a.m., 12:30 p.m., and 2:30 p.m. on weekdays only.

The Delano Area Rapid Transit operates five fixed routes and a Dial-A-Ride service within Delano city limits. Fixed-route service operates Monday through Friday from 7 a.m. to 5 p.m., and on Saturdays from 8:30 a.m., and 4:30 p.m. In Delando, Dial-A-Ride service is a door-to-door service that is open to people age 61 and older and people with disabilities.

Golden Empire Transit in Greater Bakersfield operates 15 fixed routes and Get-A-Lift, a paratransit service for eligible riders with a disability. Fixed-route service operates in the City of Bakersfield with varying service hours depending on the route. Get-A-Lift is a shared-ride, curb-to-curb service operating in the same service area as the fixed-route system. The service operates seven days a week, with trips as early as 6:30 a.m. and as late as 7:30 p.m.

KERN TRANSIT
Kern Transit operates 12 fixed routes and Dial-A-Ride services in six communities. Route 110 is the only service offered in McFarland. Route 110 links McFarland to nearby communities including Delano, Wasco, Shafter, and Bakersfield (see alignment in Figure 1). The only stop in McFarland is at the McFarland Community Center (see location of stop in Figure 26 on page 41). Route 110 operates five trips in each direction on weekdays and three on Saturdays, with no Sunday service (Sunday service is expected to resume in July of 2026). In Bakersfield, Route 110 riders can transfer to six other fixed-routes that Kern Transit operates, as shown in Figure 2.

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Figure 1 Kern Transit Route 110 Alignment
Source: Kern Transit, 2025

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Figure 2 Transit Network in Kern County

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INTERCITY OPERATORS
Several intercity agencies operate in Kern County. Eastern Sierra Transit, Amtrak, and Amtrak Thruway all operate in Southern California with stops in Kern County. The routes and stops of these intercity routes are shown in Figure 3. None of these operators serve McFarland directly.

Eastern Sierra Transit Authority
Eastern Sierra Transit Authority (ESTA) operates a route between Lancaster and Mammoth Lakes, with two stops in Kern County at Inyokern and Mojave. Depending on the length of travel, fares on this ESTA route range from $2 to $39. Discount fares are available for riders ages 60 and older, individuals with disabilities, and youth under the age of 16 for the Lancaster to Mammoth Lakes route. For the trip between Mojave and Inyokern, the regular adult fare (age 16 to 60) is $3.00, and the reduced fare is $2.00. Passengers must make reservations before midnight Pacific Time on the day of travel. Walk-on seating is also available but not guaranteed.

Amtrak
In Kern County, Amtrak has rail stations in Bakersfield and Wasco. Amtrak’s San Joaquins route operates between the San Francisco Bay Area, Sacramento Valley, and Bakersfield. The duration of the full route is 6 hours and 15 minutes long, with multiple departures available daily. Amtrak fares depend on time, destination, and fare class, such as coach or business class.

Amtrak Thruway
Amtrak Thruway is a bus service providing connections from Amtrak rail stations to areas without passenger rail service. Amtrak Thruway routes connect Bakersfield to points south (Santa Clarita, Burbank, and Los Angeles), and points east (Tehachapi, Mojave, Barstow, and Las Vegas, NV). Amtrak Thruway fares depend on time and destination.

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Figure 3 Intercity Transit Routes in Kern County
Source: Amtrak, ESTA, 2025

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3 EXISTING AND FUTURE

MARKET CONDITIONS
This chapter reviews key demographic, employment, and activity centers, including a discussion of transit propensity for the region. Unless otherwise noted, demographic and employment data are from the U.S. Census Bureau and reported for Kern County. Other notable data sources include the California Department of Finance and Kern COG.

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POPULATION
Population Density
Figure 4 shows the population density in McFarland and the surrounding areas, which averages about 12 people per acre. The highest density areas are along Highway 99, especially east of the highway. Population density is very low outside of these areas at less than two people per acre.

Areas with higher population density are more likely to support transit because there are simply more people to use it. Population densities of over 15 people per acre are recommended for fixed-route transit, and densities between two and 15 people per acre are appropriate for on-demand transit, like Dial-A-Ride service. Densities below two are difficult to serve with any kind of transit and may be more appropriate for services like vanpool or carpool.

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Figure 4 McFarland Population Density

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Population Projections
Kern County’s population has steadily increased from 751,000 in 2005 to 924,000 in 2025, a 23% increase. McFarland saw substantial growth between 2005 and 2025, up more than 22%.

Since then, growth has plateaued at around 14,000 people. A breakdown for McFarland and Kern County overall is shown in Figure 5.

Figure 5 Kern County Historical Population Growth 2005 to 2025 Kern County
% Change in
Population
(2005–2025)
Population
Growth
(2005–2025) 2005 2010 2015 2020 2025
McFarland 22.4% 2,600 11,600 12,800 14,000 14,300 14,200 County Total 23.0% 173,000 751,000 837,100 873,500 907,400 924,000 Source: California Department of Finance, Population Estimates for Cities, Counties, and the State Looking ahead, Kern County’s population is expected to continue growing between 2024 and 2050. Figure 6 shows projected population growth by regional subarea in Kern County (see Figure 7 on how regional subareas were defined). Greater McFarland is expected to grow faster than the county as a whole.

Figure 6 Population Forecast by Regional Subarea: 2024 to 2050 Regional Subarea 2024 2029 2050
Estimated
Pop. Growth
(2024–2050)
Estimated %
Pop. Growth
(2024–2050)
Greater McFarland 14,700 16,000 19,000 4,300 29.3%
Countywide Total 890,500 922,200 998,300 107,800 12.1%
Source: Kern COG 2024 to 2050 Growth Forecast Update

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Figure 7 Kern COG Regional Subareas Definitions
Source: Kern COG 2024 to 2050 Growth Forecast Update

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DEMOGRAPHIC ANALYSIS
The demographic factors illustrated in the following maps provide an indication of potential transit demand and vulnerable groups within McFarland and its immediate surroundings. The demographic groups included are:
 People of color
 Veterans
 People with disabilities
 Older adults (age 65 and above)
 Younger adults (age 18 to 24)
 People in poverty
 People with limited English proficiency
 Zero vehicle households
Some of these groups were also included in a transit propensity analysis, which identifies demographics which have a higher-than-average tendency to use transit and creates a composite index identifying where transit demand is strongest.

The results of this transit propensity analysis are discussed in Chapter 4, but the underlying data is displayed here to provide background information.

Demographic maps produced showing the entirety of Kern County are included in Appendix A.

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People of Color
Based on census data examined by the project team, people of color are more likely to use transit than their white peers. In McFarland, at least 35% of the population are people of color in all areas examined (Figure 8), which is typical for Kern County.

Figure 8 McFarland Proportion of People of Color

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Veterans
Transportation is critical for veterans to access medical care, government services, and other essential services. McFarland has a low concentration of veterans (Figure 9), and no major military installations in the area. The nearest Veterans Affairs (VA) hospital is in Bakersfield and McFarland residents, including veterans, need to travel to nearby communities to access medical care. This could be difficult due to the limited daily trips provided by Kern Transit Route 110.

Figure 9 McFarland Proportion of Veterans

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People with Disabilities
People with disabilities may be more likely to rely on transit, paratransit, and human services transportation to meet their transportation needs and maintain an independent lifestyle.

Figure 10 shows the proportion of people with disabilities in McFarland. People with disabilities are concentrated in the northwest and southeast corners of the city. These individuals have access to the City of McFarland’s Dial-A-Ride service, although their access to fixed-route Kern Transit service is limited to the single stop in McFarland, where Highway 99 may be a barrier to access.

Figure 10 McFarland Proportion of People with Disabilities

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Older Adult Populations
Older adults, defined as ages 65 and older, may no longer be comfortable driving or may not be able to drive. Transit, paratransit, and human service transportation providers can allow them to live independently, access healthcare, and meet essential needs. Figure 11 shows there is a concentration of older adults east of Highway 99 who live within city limits and have access to Dial-A-Ride service.

Figure 11 McFarland Proportion of Older Adults

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Young Adults (18-24)
Young adults, defined as ages 18-24, may be enrolled in college, the armed forces, or just entering the workforce, and unable to afford their own personal vehicle. Based on census data examined by the project team, young adults are more likely to ride transit compared to their older peers. Figure 12 shows young adults in McFarland are concentrated east of Highway 99 and south of Sherwood Avenue, which are served by Dial-A-Ride.

Figure 12 McFarland Proportion of Young Adults

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People in Poverty
Based on census data examined by the project team, people in poverty (below the Federal Poverty Level) are more likely to take transit in Kern County. The Federal Poverty Level is defined at a national scale and calculated by household. The exact income threshold varies by household size, number of people over the age of 65, and number of children. As of 2024, it is $25,249 for a family of three with one child.1 More information about how the census Bureau measures poverty can be found here: How the Census Bureau Measures Poverty.

Poverty is high throughout much of Kern County, including McFarland. As shown in Figure 13, poverty rates are elevated throughout McFarland, and highest north of Perkins Avenue.

This area with the highest poverty levels has access to Dial-A-Ride service. 1 2024 Poverty Thresholds

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Figure 13 McFarland Proportion of People in Poverty

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Limited English Proficiency
People with limited English proficiency (LEP) are potentially more likely to take transit 2 and may have difficulty accessing transit and participating in community outreach events. In communities where LEP is high, special language accommodations may be needed.

McFarland has high proportions of people with limited English proficiency (greater than 20% of people in the block group in many cases, Figure 14), similar to the western parts of Kern County.

Figure 14 McFarland Proportion of People with Limited English Proficiency 2 Using Census Data for Transportation Applications, 2013, pg. 63.

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Zero Vehicle Households
Based on census data examined by the project team, households without a vehicle are more likely to use and rely on transit. In McFarland, households without a vehicle, shown in Figure 15, are concentrated south of Perkins Avenue and west of Mast Avenue, an area which is served by Dial-A-Ride transit. Generally in McFarland, there is a high rate of vehicle ownership, which is like the rest of Kern County.

Figure 15 McFarland Proportion of Households with Zero Vehicles

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EMPLOYMENT
Employment Density
Employment density is a key indicator of where there is a market for transit and the level of service the market could support. Similar to population density, the more jobs in an area, the greater the potential demand for transit. Employment densities of over 10 people per acre are recommended for fixed-route transit, and densities between two and 10 people per acre are appropriate for on-demand transit, like McFarland’s Dial-A-Ride service. Densities below two people per acre are difficult to serve with any kind of transit and may be more appropriate for services like vanpool or carpool.

Employment in McFarland is concentrated in the center of town, adjacent to Highway 99 and between Sherwood and Perkins Avenues, with more than 10 jobs per acre, which is high when compared to the rest of the county (Figure 16). Other areas of the city, both urbanized and rural, have very low employment densities of five jobs per acre or less.

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Figure 16 McFarland Employment Density

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Low-Wage Job Density
People who work low-wage jobs are less likely to be able to afford to own and maintain a car and are more likely to rely on public transportation. Like employment density, a high number of low-wage jobs concentrated in one area indicates a potential market for transit. Low-wage employment in McFarland is concentrated in the center of town, adjacent to Highway 99 and between Sherwood and Perkins Avenues (Figure 17). This is very high and not common in Kern County. Other areas of the city, both urbanized and rural, have very low low-wage employment densities of two jobs per acre or less.

Figure 17 McFarland Low-Wage Employment Density

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Projected Employment Growth
Projected employment growth indicates how transit demand may increase in the future. As of 2024, the nearby communities of Greater Delano and Greater Shafter have the highest concentrations of employment outside Metro Bakersfield. Within Greater McFarland, employment growth is projected to increase 23.5% over the next 25 years, a faster rate than Bakersfield or the county as a whole.

Figure 18 Projected Employment Growth in Kern County
Regional Subarea 2024 2029 2050
Estimated
Job Growth
from 2024 to
2050
Estimated %
Job Growth
from 2024 to
2050
Greater McFarland 9,800 10,300 12,100 2,300 23.5%
Metro Bakersfield Area 234,100 240,900 270,000 35,900 15.3% Countywide Total 351,600 366,400 430,000 78,400 22.3%
Source: Kern COG 2024 to 2050 Growth Forecast Update
Major Employers
Like employment and job density, the location of major employers can be a generator of transit demand based on employment and services provided. Major employers are more likely to have a large number of employees who can be served by transit. Major employers are the 25 largest employers in Kern County and have greater than 500 employees each.

As detailed in Figure 19 and Figure 20, there are no major employers within Greater McFarland, but there are several in nearby Delano and Shafter, which are connected to McFarland by Kern Transit Route 110. Despite this transit connection, Route 110’s limited number of daily trips may reduce the ability of McFarland residents to access jobs and services in those communities. Many major employers are concentrated in Metro Bakersfield.

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Figure 19 Major Employers in Kern County
Source: State of California Employment Development Department, 2025

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Figure 20 Major Employers in Kern County
Major Employer Identifier
(See Figure 19) Major Employer Location Number of Employees 1 Paramount Farms Huller 4 Lost Hills 500–999
2 Wasco State Prison Fire
Department Wasco 1,000–4,999
3 California Department
Correctional Institution Delano 1,000–4,999
4 Wonderful Citrus, LLC Delano 500–999
5 Marko Zaninovich, Inc. McFarland 1,000–4,999
6 Amazon Fulfillment Center
- Shafter Shafter ~1,000
7 Frito-Lay Incorporated Bakersfield 500–999
8 Nabors CompletionProduction Bakersfield 1,000–4,999
9 Vasinda Investments, Inc. Bakersfield 500–999
10 Chevron Corporation Bakersfield 1,000–4,999
11 Kern High School District Bakersfield 1,000–4,999
12 Community Action
Partnership Bakersfield 500–999
13 Adventist Health
Bakersfield Bakersfield 1,000–4,999
14 Dignity Health Memorial
Hospital Bakersfield 1,000–4,999
15 Amazon Fulfillment Center
– Bakersfield Bakersfield ~2,000
16 Foster Care Human
Services Bakersfield 1,000–4,999
17 Bolthouse Farms Bakersfield 1,000–4,999
18 Grimmway Farms Arvin 1,000–4,999
19 Sun Pacific Bakersfield 500–999
20 California Correctional
Institute Tehachapi 1,000–4,999
21 Robertson’s Ready Mix California City 1,000–4,999
22 Edwards Air Force Base
and Family Readiness
Center
Edwards 10,000+

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Major Employer Identifier
(See Figure 19) Major Employer Location Number of Employees 23 NASA/Armstrong Flight
Research Edwards 1,000–4,999
24 Ridgecrest Regional
Hospital Ridgecrest 500–999
25 Naval Air Weapons Station
China Lake Ridgecrest 5,000–9,999
Source: State of California Employment Development Department, 2025; 23ABC News, “Amazon Fulfillment Center coming to Shafter, will create 1,000 new jobs,” 2021; 23ABC News, “Amazon Fulfillment Center opens in Bakersfield,” 2020

MAJOR ACTIVITY GENERATORS
Major activity generators, such as hospitals and healthcare facilities, schools, and grocery stores can produce large numbers of both driving and transit trips and indicate where people might travel via transit. Providing transit services to these destinations can connect people in the community to essential services, employment, and education. Major activity generators identified in this report include:
 Affordable, low-income, mobility-impaired, and senior housing  Grocery stores
 Medical facilities
 Educational institutions
 Correctional institutions
Affordable, Low-Income, Mobility-Impaired,
and Senior Housing
The Kern Housing Authority provided an inventory of affordable, low-income, mobilityimpaired (defined as housing for people with disabilities), and senior housing (public housing) for the previous Coordinated Human Services Transportation Plan. These housing locations are shown in Figure 21.

Public housing options are concentrated in Metro Bakersfield and along Kern Transit and other regional transit routes. There are several developments within or near McFarland and more nearby in Delano. These housing developments may be more likely to have populations who are in poverty or do not have access to a vehicle.

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Figure 21 Public Housing in Kern County
Source: Kern Housing Authority

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Grocery Stores
Grocery stores and other fresh-food stores are located throughout Kern County in incorporated areas. Figure 22 shows there are several options in McFarland providing residents with access to fresh food and vegetables within the McFarland Dial-A-Ride service area. People who live in unincorporated or rural areas may have to travel farther to access these stores.

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Figure 22 Grocery Stores in Kern County
Source: Nelson\Nygaard

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Medical Facilities
Medical facilities include hospitals, dialysis centers, VA clinics and hospitals, urgent care facilities, and other medical facilities such as medical plazas, clinics, and doctor’s offices.

These are common locations for human service and non-emergency medical transportation providers. Figure 23 shows there are no major medical facilities within McFarland, the closest options being Delano, which has a major hospital, and Wasco, which offers several clinics.

The nearest VA hospital is in Bakersfield.

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Figure 23 Medical Facilities in Kern County
Source: Nelson\Nygaard

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Educational Institutions
Educational institutions that are typically transit generators include middle schools and high schools as well as colleges, universities, and community colleges. Figure 24 shows middle schools and high schools are scattered throughout Kern County, and every incorporated jurisdiction has at least one middle school and high school. There are no higher educational facilities in McFarland, and while Delano has a community college, it is not served by Kern Transit Route 110. Students from McFarland need to transfer to Delano Area Rapid Transit for access, which increases cost and travel time. There are also higher education facilities in Bakersfield. Bakersfield College is directly served by Route 110, while California State University Bakersfield is not, requiring a transfer to Golden Empire Transit.

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Figure 24 Schools in Kern County
Source: Nelson\Nygaard

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Prisons and Correctional Facilities
Prisons and correctional facilities in Kern County are also major employers and drive demand for transit for their employees. They can also be a destination for friends and family visiting those who are incarcerated. Figure 25 shows the majority of prisons and correctional facilities in Kern County are located on Highway 99 in northern Kern County, including Bakersfield and areas north of Bakersfield. There is one large correctional facility in McFarland.

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Figure 25 Prisons and Correctional Facilities in Kern County Source: Nelson\Nygaard

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4 SERVICE EVALUATION
This chapter reviews the performance of local transit over the past several years and summarizes McFarland’s Dial-A-Ride service in greater detail, covering items like organization, transit need analysis, fleet and facilities, and more.

LOCAL SERVICE SUMMARY
The City of McFarland operates Dial-A-Ride service for all riders. The Dial-A-Ride service operates on weekdays from 7 a.m. to 4 p.m. The Dial-A-Ride service operates within city limits and can be reserved through phone bookings with the City of McFarland on the day of travel when riders are ready to be picked up. Figure 26 illustrates McFarland’s Dial-A-Ride service area and the Kern Transit fixed-route Route 110 that goes through the city.

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Figure 26 McFarland Transit System Overview
Source: City of McFarland and Nelson\Nygaard, 2025

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Organization
The City of McFarland’s transit program is operated by city employees. Transit is a division within the Public Works Department but is overseen jointly by the Administrative Services Director from the Finance Department in concordance with the Public Works Director. A Staff Accountant and Public Works Assistant provide support. The Public Works Director attends Kern COG Transportation Technical Advisory Committee meetings, while the Administrative Services Director handles funding, reporting, grants, and claims. The Administrative Services Director and the Public Works Director report to the McFarland City Council, who are the ultimate governing body of the agency. The agency has a single full-time driver.

Kern COG handles transit planning for the City of McFarland through the periodic development of a Transit Development Plan, the most recent of which was published in 2015.

Figure 27 City of McFarland Organizational Chart
Source: City of McFarland, 2025

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Span of Service
McFarland Dial-A-Ride operates Monday through Friday from 7 a.m. to 4 p.m. by reservation only. Riders call on the day of service when they are ready to be picked up. The Dial-A-Ride service does not operate on weekends.

Fares
Since the COVID-19 pandemic, McFarland Dial-A-Ride has been fare-free for all riders.

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HISTORICAL TRENDS
Historical trend data helps build an understanding of how McFarland Dial-A-Ride has performed in recent years and the direction they are heading. This section analyzes ridership, revenue hours, productivity, operations and maintenance costs, and farebox recovery values from 2015 to 2023 using data from the National Transit Database (NTD). However, NTD reported data may not be reliable for certain metrics.

Figure 28 shows the ridership for McFarland Dial-A-Ride between 2016 and 2023. Overall, ridership has declined since 2016, with a significant decrease in ridership after the pandemic.

Since 2021, ridership has trended upward. In 2023, McFarland Dial-A-Ride ridership was 74% lower than the pre-pandemic level of boardings when using 2019 as a baseline.

Figure 28 City of McFarland Dial-A-Ride Ridership
Source: National Transit Database (NTD), 2016-2023
13,485
12,950
11,880
13,329
5,152
2,137
2,756
3,433
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
2016 2017 2018 2019 2020 2021 2022 2023
Unlinked Passenger Trips

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Revenue hours are measured by the amount of time vehicles are in service and either transporting passengers or waiting for a ride request. The annual revenue hours indicates how much service was provided in a year. Figure 29 shows the number of revenue hours for McFarland Dial-A-Ride between 2016 and 2023. From 2016 to 2019, revenue hours were around 3,000. Revenue hours declined drastically during the pandemic with a slight recovery in 2023 to 34% of 2019 levels.

Figure 29 City of McFarland Dial-A-Ride Revenue Hours
Source: National Transit Database (NTD), 2016-2023
3,279
2,884
2,715
3,192
1,034
451
615
1,095
0 500
1,000
1,500
2,000
2,500
3,000
3,500
2016 2017 2018 2019 2020 2021 2022 2023
Vehicle Revenue Hours

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As shown in Figure 30, McFarland Dial-A-Ride productivity (defined as passengers per revenue hour) has fluctuated between 2016 and 2023. Ridership and revenue hours have followed a similar pattern over the years, with both experiencing sharp declines due to the pandemic. Productivity in 2023 was the lowest in the past eight years at 74% of prepandemic levels in 2019.

Figure 30 City of McFarland Dial-A-Ride Passengers Per Revenue Hour Source: National Transit Database (NTD), 2016-2023
What is Productivity?
Productivity measures the number of passengers served per revenue hour of operation.

High productivity means service is being provided efficiently and at a lower cost per passenger.

For on-demand transit like Dial-A-Ride, productivity is computed as the number of passengers divided by all the hours that the driver is ready and able to provide service.

Five passengers per revenue hour is considered good for on-demand service. Ten passengers per revenue hour is very high for on-demand and indicates that fixed-route service should be considered to meet some or all of the demand.

4.1 4.5 4.4

4.2 5.0

4.7 4.5

3.1 0.0

1.0 2.0

3.0 4.0

5.0 6.0
2016 2017 2018 2019 2020 2021 2022 2023
Passsengers per Revenue Hour

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As shown in Figure 31, the operations and maintenance (O&M) costs, which are not adjusted for inflation, for McFarland Dial-A-Ride decreased significantly following the pandemic. The O&M costs more than doubled between 2022 and 2023, with 2023 costs near pre-pandemic levels.

Figure 31 City of McFarland Dial-A-Ride Operation and Maintenance (O&M) Cost Source: National Transit Database (NTD), 2016-2023
$150,851 $150,726
$164,641
$157,001
$55,392
$70,926
$58,111
$138,309
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
2016 2017 2018 2019 2020 2021 2022 2023
Operating Expense

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As depicted in Figure 32, the City of McFarland’s O&M costs per trip increased significantly during the pandemic. As costs increased in 2023, ridership and productivity decreased, leading to the highest cost per trip in the last eight years occurring in 2023 at over three times the 2019 baseline.

Figure 32 City of McFarland Dial-A-Ride O&M Cost per Trip Source: National Transit Database (NTD), 2016-2023
$11 $12
$14
$12 $11
$33
$21
$40
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
2016 2017 2018 2019 2020 2021 2022 2023
Expense per Passenger Trip

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Figure 33 shows the cost per revenue hour for McFarland Dial-A-Ride. Cost per revenue hour increased significantly following the pandemic and then decreased in 2022. Cost per revenue hour increased again in 2023 due to higher O&M costs.

Figure 33 City of McFarland Dial-A-Ride O&M Cost per Revenue Hour Source: National Transit Database (NTD), 2016-2023
$46
$52
$61
$49 $54
$157
$94
$126
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
2016 2017 2018 2019 2020 2021 2022 2023
Expense per Revenue Hour

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Farebox recovery indicates the proportion of operating expenses that are covered by passenger fares or local funds. Figure 34 shows the farebox recovery for McFarland Dial-ARide. The farebox recovery ratio decreased pre-pandemic from 2016 to 2019. Although fare revenue was at its lowest in 2020, the farebox recovery was higher due to significantly lower total operating expenses. McFarland Dial-A-Ride instituted fare-free service beginning in 2020, so the higher farebox recovery may be caused by outside sources of funding, such as local funds or federal grants, being recorded as fare revenue.

Figure 34 City of McFarland Dial-A-Ride Farebox Recovery Source: National Transit Database (NTD), 2016-2020
No farebox recovery data is available for 2021-2023.
10%
11%
9%
8%
12%
0%
2%
4%
6%
8%
10%
12%
14%
2016 2017 2018 2019 2020
Farebox Recovery

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CURRENT PERFORMANCE
System Ridership
Using February 2025 as a representative month of recent system ridership, McFarland Dial-ARide had 1,192 total riders across the month. A breakdown of ridership by group is shown in Figure 35. Across all ridership categories, the average daily ridership in February 2025 was 70 riders per day.

Figure 36 breaks down ridership by day of the week and shows adult ridership is highest on Tuesday through Thursday. Children have slightly higher ridership Tuesday through Friday.

Seniors have significantly lower overall ridership and no clear pattern across the service days.

Figure 35 City of McFarland Dial-A-Ride System Ridership Ridership Children Adults Seniors All Riders
Total Monthly
Ridership 291 843 58 1,192
Daily Average
Ridership 17 50 3 70
Source: City of McFarland, February 2025

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Figure 36 City of McFarland Dial-A-Ride Average Daily Ridership by Day of Service Source: City of McFarland, February 2025
Productivity
For a local service like McFarland Dial-A-Ride, passengers per revenue hour is a useful metric to evaluate the productivity of the system. Using monthly revenue hours and total ridership from February 2025 as a representative month, McFarland Dial-A-Ride’s passengers per revenue hour is 9.8. Compared to the historical trends for passengers per revenue hour, the City’s productivity in February 2025 was significantly higher than previous years.

On-Time Performance
The City of McFarland does not track on-time performance for their Dial-A-Ride service. 12 16
20 19
17 35
52 57 56
39 4
2 6
2 6
0 10
20 30
40 50
60 Monday Tuesday Wednesday Thursday Friday
Average Daily Ridership
Day of Service
Child Adult Senior

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TRANSFERS TO OTHER PROVIDERS
Riders on McFarland Dial-A-Ride can transfer to Kern Transit Route 110 at the bus stop at McFarland Community Center.

TRANSIT NEED ANALYSIS
Using select demographic and socioeconomic data can help determine the overall transit demand for a given area. Areas of higher demand are more likely to generate ridership and support transit service that is provided.

This analysis utilized a composite index of demographic characteristics that are more likely to ride transit, also known as transit propensity. Characteristics included in the index include:
 People of color
 Zero vehicle households
 Poverty status
 Veterans
 People with disabilities
 Older adults (age 65 and above)
 Younger adults (age 18 to 24)

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As shown in Figure 37, the communities east and west of Highway 99 between Elmo Highway and Hanawalt Avenue have the highest potential demand for transit in the City of McFarland.

The area with the highest transit propensity is served by the City of McFarland’s Dial-A-Ride service and Kern Transit’s fixed-route service, meeting geographical coverage needs. It should be noted that while the map shows demand extends beyond city limits and the DialA-Ride zone, this is an artifact of how the census defined the block groups. These areas are predominantly agricultural areas with low resident populations.

Figure 37 Transit Propensity in the City of McFarland
Source: ACS 2023 5-Year Estimates

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EXPENSES AND REVENUES
Figure 38 details the City of McFarland’s transit expenses from the most recent fiscal year.

The largest expenses went towards salaries and benefits and operational expenses. About 31% of the revenue for City of McFarland transit services is provided by Federal 5311 grants.

The remainder is covered by local funds, state grants, and (in FY24-25) leftover COVID relief grant funding. A deeper discussion of the City’s revenues and expenditures is included in the financial forecast provided in Chapter 10.

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Figure 38 City of McFarland Transit Expenses - FY2024-2025 Category Subcategory Amount
Salaries and Benefits Salaries – Permanent Employees $74,749.82 Overtime $1,000.00
Payroll Taxes $6,558.25
Retirement $10,017.40
Health Insurance Premiums $19,279.75
Dental/Vision Premiums $1,852.42
Workers’ Compensation Insurance $5,889.77
Life Insurance $47.43
Clothing Allowance $2,400.00
Subtotal $121,794.84
Operational Expenses Dues and Subscriptions $600.00
Fuel $17,000.00
Insurance – CSJV Rsk Mgmt. $8,602.27
Printing & Legal Notices $3,500.00
Professional Services - Other $500.00
Accounting/Auditing Services $8,000.00
Repairs & Maintenance - Vehicle $15,000.00
Subtotal $53,202.27
Miscellaneous Supplies - Office $650.00
Telephone & Communications $2,600.00
Transfer Out – Indirect Cost Allocation $25,494.00
Subtotal $29,199.00
System Total Operating Expenses $204,196.11
Source: FY24-25 Fund 34 Transit – Operating Expenses – Current Budget Figure 39 City of McFarland Transit Revenues - FY2024-2025 Source Initially Allocated Amount Actual Amount
Federal 5311 Grants $83,464,00 $80,216.31
Other State and Federal Grants - $120,732.11
Interest Income - $2,288.37
Total Revenue $83,464.00 $204,196.11
Source: FY24-25 Unaudited Income Statement

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FLEET AND FACILITIES
The City of McFarland has two vehicles in their fleet: one cutaway bus and one van. Only one vehicle is used for revenue service at a given time. The van has exceeded the City’s useful life benchmark of four years. The cutaway bus has also exceeded the City of McFarland’s useful life benchmark of five years. In-house City maintenance staff does basic preventative maintenance, while more complex tasks are contracted to a local maintenance vendor.

The City stated their current transit storage facility has limited space for vehicle storage. City staff have stated there is a need for a new transit facility.

Figure 40 City of McFarland Transit Fleet Composition
Vehicle Type Make Model Capacity
Acquisition
Year
Vehicle
Mileage
Past Useful
Life
Benchmark?
Replacement
Cost/Value*
Van Toyota Sienna 7 2015 27,639 Yes $35,000.00
Cutaway Bus Ford Starcraft 21 2016 30,730 Yes $145,000.00 *Note: Costs are likely higher than what is cited in the plan. The typical cost for an ADA compliant van is now closer to $100,000. The cost of a cutaway is closer to $200,000.

Source: McFarland Transit Asset Management Plan (2022)

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ZERO-EMISSION TRANSITION PLAN
The City of McFarland is in the process of purchasing two zero-emission vans with funding from the Low-Carbon Transit Operations Program (LCTOP). The City plans to market the new zero-emissions vehicles with the public once they are acquired.

The City has expressed concerns associated with the reliability, battery longevity, and charging range of electric vehicles, plus other potential climate-related challenges specific to the area, such as extreme heat. It is also challenging to find skilled mechanics to service transit electric vehicles (EVs).

AGENCY INTERVIEW
As part of the existing conditions assessment for this project, the consulting team interviewed City of McFarland staff in person the week of May 19th, 2025. The intent of these interviews was to allow consulting staff to ask the agency questions about their operations, including the riders they serve, agency challenges with operating service, desired outcomes and recommendations as part of this planning effort, and questions about the data received.

This was also an opportunity for the consulting staff to tour the agency’s facilities and fleet, as well as see the community in which the agency operates. Below is a summary of what was discussed as working well and what some of the challenges and potential opportunities might be.

What is working well for transit in McFarland?
 High utilization of Dial-A-Ride service, with 70–100 passengers per day.  A long-range vision for infrastructure improvements such as bus stops, park-and-ride facilities, and pedestrian safety enhancements.
 Strong connections to the community-based organization Mujeres Activas, which supports community engagement and grant applications.

Challenges and areas with possible room for improvements  Limited operational capacity and staffing with only one transit-dedicated full-time employee, meaning they just double as dispatcher and driver.  A small and aging fleet, with unreliable air-conditioning and manual wheelchair lift.  Concerns about EV chargers being prone to outages, increasing difficulty of electrification transition.
 Limited coordination with Kern Transit, including lack of notification on schedule changes.

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KEY TAKEAWAYS
 Span of service is limited. Service only operates from 7 a.m. to 4 p.m. on weekdays. There is no weekend service. There is only one driver, so any unplanned absences result in service being suspended.
 As shown by historical trends, the pandemic significantly impacted ridership, revenue hours, and productivity. Operation and maintenance costs fell between 2020 and 2022, with a sharp increase in 2023. However, when normalized by trip and revenue hour, both are higher than before the pandemic.  In February 2025, McFarland Dial-A-Ride had 1,192 total riders across the month, with a daily average of 70 riders per day. Most of the riders are adults and children.

There is an average of only three senior riders per day.  In February 2025, McFarland Dial-A-Ride’s passengers per revenue hour is 9.8, which indicates that the system is highly productive.
 Farebox recovery of over 10% means they are meeting California state farebox recovery targets by using local revenue, not fare revenue, and are one of the few agencies examined in this report to do so. This requirement has been suspended and may be permanently replaced.
 Vehicle replacement may be needed. McFarland Dial-A-Ride’s van has exceeded the City of McFarland’s adopted useful life benchmark and may need to be replaced. The cutaway vehicle will reach its useful life in 2024 and may also need to be replaced.
 Nelson\Nygaard’s transit need analysis shows the areas with the highest transit propensity are served by McFarland Dial-A-Ride service and Kern Transit’s fixedroute service. There are no gaps in geographic coverage, but there may be gaps in service levels or temporal coverage.

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5 PLAN REVIEW
This chapter summarizes the documents that were reviewed to help provide context of previous planning efforts that are of consequence to transit and specialized transportation in McFarland. The data, strategies, and identified needs from these plans can provide insight into possible persistent gaps and transportation challenges.

Plans produced prior to 2020 may lack the context and consideration of impacts of the COVID-19 pandemic, but if similar gaps appear across multiple plans, it can be an indication they should be a high priority to be addressed.
2007 WESTERN KERN TRANSIT

DEVELOPMENT PLAN
The June 2007 Western Kern Transit Development Plan outlines the five-year plan for the cities of Wasco, Shafter, and McFarland, beginning in FY 2007/2008. The goal of the plan was to evaluate the current transit services operating in the three cities and identify possible alternatives for providing improved service.

Key themes from stakeholder meetings, comprised of representatives from local agencies or organizations and community members, included the need for better transit and better public information. The other themes included the need for more reliable, consistent service in Wasco and McFarland, as well as the challenge of training and retaining good bus drivers.

McFarland Recommendations
Service recommendations for the City of McFarland include operating transit service at all times during the scheduled service hours, with bus operators available to drive vehicles during their shifts. The plan also recommended McFarland Dial-A-Ride implement advanced scheduling. Stakeholders and passenger survey respondents emphasized the need for

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weekend service for shopping and church trips. Limited weekend service in McFarland would allow residents to transfer to the existing fixed-route service, providing connections to Delano and Bakersfield. As the City of McFarland was experiencing rapid residential growth to the south and west of the city, the Dial-A-Ride service area was recommended to be expanded to serve the new growth areas and also recommended a second bus driver be hired.

CITY OF MCFARLAND 2015 TRANSIT

DEVELOPMENT PLAN (TDP)
The 2015 City of McFarland TDP presented a blueprint for short-term operational, financial, and capital improvements for the City’s transit services. The report found that public awareness and support of public transit was high, although ridership was declining. The most frequently requested improvement was Saturday Dial-A-Ride service. The report included service efficiency strategies and financial strategies. Figure 41 provides a detailed overview of the recommendations in the plan.

Figure 41 Recommendations from City of McFarland 2015 Transit Development Plan Category Recommendation Implementation Update
Administrative Establish a full-time equivalent position for dispatching, customer service, and
relief driving
No update – service still operates with
one driver who also does dispatching.

It is unclear whether additional staff
were hired to support transit
operations.

Formalize Dial-A-Ride phone
procedures and responsibilities,
including a dedicated phone line.

No update – unknown if there are DialA-Ride phone procedures. Dial-A-Ride has a separate phone number.

Improve Dial-A-Ride data collection,
recording, and reporting procedures
No update – unclear if data collection
was improved.

Establish a Joint-Powers Agreement
with the McFarland Parks Department
and McFarland Unified School District
for development and use of future
transport-related facilities.

Implemented – JPA was established,
unclear how effective it has been.

Enhance marketing collateral and
promotion of existing services.

Not implemented – no brochure
available and unclear how material has
changed from 2015 TDP.

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Category Recommendation Implementation Update
Establish transfer agreement options
with Kern Transit and Delano Area
Rapid Transit (DART) for inter-city
trips.

No update – unclear if a transfer
agreement was established.

Operational Implement Saturday general public
Dial-A-Ride service on a 3- to 6-month
trial basis.

Not implemented – unclear if a
Saturday pilot service was done but
there is no Saturday service currently.

Extend service to 6 p.m. on weekdays. Not implemented – service ends at 4 p.m.

Introduce third vehicle during peakhours (mid-day) as a “community sweeper” to connect east and west
McFarland with in-city activity centers
as well as connections with Kern
Transit.

Not implemented – McFarland only has
one vehicle in service all day.

Investigate vanpool service for
agricultural workers.

No update – no information available
online to indicate this has been
implemented but unknown if this was
investigated. Other agencies operate
vanpools and carpool coordination.

Enhance connectivity between City
transit services and both Kern Transit
and Delano transit services.

No update – unclear if coordination
was ever addressed.

Establish a direct inter-city connector
between McFarland and Delano on a
trial basis.

Not implemented. However, Kern
Transit now runs Route 110, which
connects McFarland and Delano.

Capital
Recommendations
Develop and implement a Bus Stop
Improvement Program (BSIP)
(contingent upon introduction of fixedroute service).

Not applicable – City does not operate
fixed-route service.

Develop a purpose-built central “hub”
for transit-related operations, storage
and fueling, and customer information.

Being investigated – City stated in
interview that they are exploring idea of
a new park and ride and innovation
hub.

Develop a park and ride facility
adjacent to central transfer location(s)
for regional travel and/or rideshare
participants.

Being investigated – See above item
Source: City of McFarland Transit Development Plan, 2015

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6 OUTREACH OVERVIEW AND

PHASE ONE SUMMARY
The project team engaged in continuous outreach with the community throughout this project to ensure the McFarland TDP reflects the input and priorities of McFarland residents. This chapter summarizes the project team’s work with Kern COG and McFarland city staff to conduct and advertise the outreach events, gathering input from residents for inclusion in the plan.

There were two phases of community outreach:
 Phase One (June–July 2025): Listen and learn about the community’s challenges and aspirations for transit. This phase of outreach involved administering a survey to McFarland transit riders in person and online.
 Phase Two (October–November 2025): Present potential transit recommendations for feedback and gather input on how recommendations should be phased for implementation. This phase of outreach involved a virtual public meeting to explain the potential transit recommendations and a virtual survey to gather feedback from McFarland transit riders about the potential improvements.

This chapter summarizes Phase One of public outreach. The results of Phase Two are presented in Chapter 8.

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PHASE ONE PUBLIC OUTREACH

SUMMARY
Phase One outreach occurred in June and July 2025 and involved all nine agencies in Kern County updating their TDPs. The goals of Phase One outreach were to introduce the TDP and accompanying Coordinated Human Services Transportation Plan (CHSTP) planning processes to the public and collect feedback to inform draft recommendations for each transit agency.

A countywide survey was conducted to gather feedback on transportation needs and challenges.

The project team conducted outreach in McFarland on June 25, 2025, riding the McFarland Dial-A-Ride vehicle and administering a survey to riders. The bilingual (English and Spanish) survey also available online for three weeks. During the ride-along, bilingual outreach staff (fluent in both English and Spanish) connected with approximately 35 community members. Some riders took the survey, and their results are included in the summary in the next section. For riders that did not want to take the survey, outreach staff engaged with these riders to obtain feedback on transit concerns and potential improvements. Those comments are noted in the narrative of the survey results section. The 35 people the project team connected with represents about half of McFarland Dial-A-Ride’s daily ridership, indicating a successful outreach event with the community.

The survey asked community members which transit services they use in the county, what concerns they have, and how transit could be improved. Respondents who said they do not currently ride transit were asked why they do not and what improvements would encourage them to take transit. The survey also collected optional demographic information on age, zip code, race/ethnicity, and household income.

PHASE ONE MCFARLAND SURVEY

RESULTS
Six people responded to the countywide survey and indicated they most frequently rode McFarland Dial-A-Ride. The results from these individuals are summarized in this section. Due to the small sample size, this section touches on broader themes from the responses and is supplemented with feedback received from riders who did not want to take the survey but still engaged with our outreach staff. No demographics data from the survey is reported due to the small sample size.

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Rider Satisfaction
Of the six riders who completed the survey, four respondents said they are very happy with City of McFarland Dial-A-Ride service. One respondent said they are neither happy nor unhappy, and another one respondent said they are somewhat unhappy with the service.

Transit Concerns and Improvements
Four respondents noted the following concerns, where they could select more than one concern:
 Transit does not run when I need it to (1 respondent)  It takes too long to get to where I am going (1 respondent) Two respondents said they have no concerns with McFarland Dial-A-Ride service. The two write-in comments concerning McFarland Dial-A-Ride were:
 “A bigger bus”
 “When someone calls sometimes the driver is late so that he can pick up his girlfriend and the girlfriend's son. Sometimes no one answers when someone calls.” Respondents were asked an optional, open-ended question about what one improvement to transportation would help them, as well as if they have any other suggestions or comments.

The question received three written responses.

The three respondents offered the following suggested improvements:
 More service hours
 Bigger buses
 Weekend service
During the in-person outreach conducted on June 25th, outreach staff were also able to gather feedback from riders that declined to take the survey. These riders noted the need for more buses and drivers, saying one vehicle is not enough and service halts if the one driver is unavailable. Other comments included requests for later service and longer-distance trips, for destinations such as Walmart.

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KEY TAKEAWAYS
Overall, McFarland transit riders are generally satisfied with the service provided but raised concerns about limited service, capacity, and geographic reach.

Themes
More Buses: One vehicle is not enough.

Later Service: Early end times limit usefulness.

Driver Reliability: Service halts if the one driver is unavailable.

Longer-Distance Trips: Interest in destinations like the Delano Walmart.

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7 RECOMMENDATIONS
Recommendations are specific actions that the City of McFarland can take to address current challenges and transportation needs in the community. This chapter lists all potential
recommendations that can be implemented. Recognizing there are limited financial resources, Chapter 9 provides an
implementation plan that would phase improvements across the five-year horizon of this plan.

The recommendations in this chapter were developed based on the existing conditions work conducted earlier in the project, which included feedback from the public via a survey, discussions with city staff, and industry best practices. These recommendations were discussed with the City of McFarland and Kern Transit staff in a series of meetings. The feedback received during these meetings was used to refine the recommendations before presentation to the public for their input. Feedback from the public during Phase Two outreach, which is summarized in Chapter 8, was used to refine the recommendations into their current state.

Twenty-five different recommendations are presented on the following pages. The recommendations are divided into four distinct categories:
 Service recommendations would increase existing service levels beyond what is operated today (longer weekday service, new Saturday service) and enhance access to transit by improving connectivity in McFarland and neighboring communities.  Operations recommendations focus on improving how service is delivered, which includes new approaches to dispatching, record keeping, coordinating with Kern Transit, and new programs for training drivers, as well as identifying and applying for grants.

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 Administrative/policy recommendations identify approaches to improve customer experience, comply with state guidelines, monitor system performance, and smooth the transition to a zero-emission fleet.
 Capital recommendations involve capital projects that would upgrade or enhance agency assets, enhance agency resiliency, and improve transit access for riders.

A summary table provides a brief overview and the estimated costs of all recommendations in each category. Each recommendation is then described in greater detail on the following pages.

Some of the recommendations include potential costs to help prioritize investment and provide an idea of the resources needed for implementation. Costs are preliminary estimates and not intended to be exact. Recommendations that are expected to be very low cost (under $10,000) or accomplished by city staff as part of their normal duties are not assigned a cost.

RESILIENCY: AN OVERARCHING

CONSIDERATION
Resiliency is a key consideration in transportation planning because it ensures transportation systems can continue operating or quickly recover from disruptions such as climate hazards, 3 natural disasters, equipment failures, or economic hardship (e.g., funding challenges). A resilient transit system should be able to plan for and adapt to changing conditions, whether that means rerouting service during wildfires or floods, maintaining service during power outages, or responding to changes in travel from the community.

Within the framework of the nine TDPs Nelson\Nygaard is producing for Kern County transit agencies, resiliency is an overarching consideration. By incorporating resiliency into these TDPs, agencies can protect rider safety, maintain access to essential destinations, and minimize service interruptions. Ultimately, investing in resiliency helps create a more reliable, sustainable, and equitable transit network that can withstand future uncertainties.

From Nelson\Nygaard’s perspective, resiliency can be categorized into one of six buckets:
3 Per the Kern Area Regional Goods-Movement Operations (KARGO) study, climate hazards specifically identified for Kern County include “increased incidences of extreme heat events, prolonged drought, and associated increases in the risk of wildfires [… and] with longer dry spells combined with increased precipitation from singular storm events, the risk of flooding to the region also increases.” Resiliency [noun]:

An ability to recover from or adjust easily to adversity or change.

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 Resiliency of fleet
 Resiliency of facilities
 Financial sustainability/resiliency
 Emergency preparedness resiliency
 Staffing resiliency
 Resiliency in operations (community mobility)
Aside from emergency preparedness, the recommendations developed in this TDP directly address these five elements of resiliency. Emergency preparedness is not directly addressed in this TDP. More information on emergency preparedness is included in the callout box below.

Within this chapter, there are 16 recommendations that support system resiliency and are denoted by a leaf in the header. Resiliency recommendations include improving reliability of service, improving infrastructure, expanding fleet and personnel capacities, and enhancing customer-facing information.

What is emergency preparedness?
Emergency preparedness is the process of ensuring a transit agency can prevent, respond to, and recover from emergencies that affect riders, employees, and service.

Emergencies may include natural disasters (earthquakes, floods, wildfires), severe weather, major accidents, hazardous materials incidents, cyber disruptions, or security threats. The goal is to protect life and safety, minimize service disruption, and restore operations as quickly and safely as possible.

Emergency preparedness is a multi-dimensional issue that requires extensive planning/coordination both internally within and between various City departments, as well as externally with neighboring jurisdictions and Kern County government.

How can the City prepare for an emergency?
The City of McFarland should develop an emergency preparedness plan if one is not already developed. This should include considerations for transit, including identifying key risks, defining staff roles and decision-making authority, and establishing clear procedures for communication, service changes, and coordination with first responders.

Consideration should be given to transit’s role in evacuations, resource sharing (e.g., what happens if the City’s transit facility burns down or the fleet is lost due to a fire), and regional coordination in the event an emergency extends beyond McFarland. Regular training, drills, and updates help ensure plans remain effective and staff are prepared to respond when an emergency occurs.

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SERVICE RECOMMENDATIONS
There are six service recommendations, meant to increase reliability, expand the span of service, and increase connectivity to regional destinations.

Number Recommendation Description Responsibility for
Implementation
Cost
S-1 Add a Second Driver to
Weekday Service
Hire a second driver to provide more
capacity and provide redundancy in
case of staff absences
McFarland $100,000
per year
S-2 Pilot Extended Weekday Service Extend weekday service into the evening McFarland $40,000Nine months
S-3 Pilot Saturday Service Implement Saturday service for at least six hours daily McFarland $10,000Six months
S-4
Improve Kern Transit
Connectivity to Destinations
Outside McFarland
Explore potential alignment changes to
Route 110 to serve regional points of
interest in Wasco, Shafter, and Delano
Kern Transit lead,
McFarland, Wasco,
Shafter, and Delano
support
Further Study Needed
S-5
Investigate Kern Transit Service
to New McFarland Park and
Ride Facility
Study impact of changing Route 110
alignment to serve new McFarland
transit facility and park-and-ride lot
Kern Transit lead,
McFarland support Further Study Needed
S-6 Coordinate Senior
Transportation
Work with Wasco, Shafter, and Kern
Transit to identify opportunities for
coordinated senior transportation in the
Wasco, Shafter, and McFarland area
Wasco, Shafter, and
McFarland with Kern
Transit Support
Further Study Needed
: Denotes a recommendation that supports agency resiliency

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S-1 Add a Second Driver to Weekday Service
Currently, McFarland Dial-A-Ride only has a single driver providing service. In the event the driver is sick or unable to work, no service is provided. There are also capacity constraints during certain times of the day that can result in some trip requests being denied. This is reflected in the community survey where respondents in McFarland said more drivers and vehicles are needed and transit takes too long.

McFarland should hire a second driver to provide additional capacity and staff redundancy in case of absences. This could also allow McFarland to implement Recommendation S-2 at no additional cost by staggering shift start times.

The City is currently working to hire and onboard a second driver.

S-2 Pilot Extended Weekday Service
Currently, McFarland Dial-A-Ride operates until 4 p.m. on weekdays. Based on the Phase One public survey, respondents specifically requested later weekday service.

The City of McFarland should extend weekday service by at least two hours as part of a pilot program.

The City of McFarland would need to implement this recommendation in conjunction with Recommendation S-1 to add a second driver. The City will likely have to provide service during this window with only one driver, since it may be difficult from both a financial and personnel perspective to have both drivers work 10-hour shifts five days per week. Some implementation options are:
 Staggering driver shift times. The City could explore if it would be appropriate to provide later evening service with a single driver and vehicle. With staggered shifts for two drivers, one driver could start at 7 a.m. and end at 4 p.m. The second driver could start at 9 a.m. and end at 6 p.m.
− With this option, the City will need to monitor trip activity to determine if a single driver can feasibly manage trip requests for the first two hours and last two hours of service. If this is not feasible, paying overtime or hiring one or more part-time drivers may be necessary.
 A split shift for one of the drivers. Depending on ridership demand, the second driver could work two separate shorter shifts in a workday, targeting periods where ridership is highest. This is not ideal from a staff recruitment and retention standpoint, and many drivers do not like this type of work schedule. However, it can be a way to operate the extended weekday service for the duration of the pilot.

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If extended weekday service is made permanent, the City of McFarland would need to explore if the staffing arrangement in place during the pilot can continue or if other options (e.g., hiring a part-time driver) should be considered.

Dispatching may also be challenging should this recommendation become permanent after the pilot. Shared dispatching (Recommendation O-7) may be a more sustainable and easier dispatching solution in the long term.

Guidelines for Conducting Pilot Programs
Nelson\Nygaard recommends pilots have a six-month minimum duration and establish a series of metrics to gauge the success and future viability of the pilot. These metrics can include traditional quantitative metrics such as ridership, cost per passenger, or productivity (passengers per revenue hour).

However, they can also include more qualitative items, including customer satisfaction or providing mobility to access services, or to workers with non-standard schedules.

A rider focus group could help the agency develop these metrics, and with launching and monitoring the pilot service.

The metrics are up to the agency to set and should reflect how the agency would like to measure success. Many agencies use ridership, but fulfilling transportation needs that cannot otherwise be met can be an equally important, if not more important, metric. The most important thing is to have an evaluation framework in place before the start of the pilot program to measure whether the pilot should continue beyond its targeted end date.

S-3 Pilot Saturday Service
Currently, McFarland Dial-A-Ride does not operate on weekends. In the Phase One public survey, riders noted transit does not run when they need it and specifically mentioned a desire for weekend service.

The City should pilot Saturday service with a minimum span of six hours as part of a pilot program.

At other transit agencies nationwide, Nelson\Nygaard has seen weekend ridership rebound faster than weekday ridership in the post-pandemic period. This is largely because weekend travel is driven by social, recreational, and discretionary trips, which have returned more quickly than traditional commute trips. While ridership may still not be as high as on weekdays, transit still plays an important role in providing mobility to the community. The City may wish to evaluate the success of this pilot not based on how many riders it serves but rather by who is using the service and what trips they are taking. If riders without personal

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vehicles are using the service and/or there are riders who cannot take trips on weekdays, this may be an indicator that the pilot is successfully improving mobility for the community.

The City will need to think through the need for dispatching and maintenance support that may be needed as part of the pilot program, along with the associated costs for doing so.

Possible implementation methods for securing drivers for the pilot include:
 Staggering driver workdays. Ridership is generally much lower on Mondays than other weekdays. The City could consider operating only one vehicle on Mondays and having one driver work Tuesday to Saturday. The other driver would work Monday to Friday.
 Overtime. Drivers could be asked to work a reduced schedule on Saturday as overtime. This would increase costs compared to staggered workdays but maintain full service on weekdays. Overtime pay would likely not be a long-term solution but could be an acceptable solution for the duration of the pilot program.  A temporary part-time driver. The City could hire a temporary part-time driver to provide Saturday service and possibly the extended weekday service too (see Recommendation S-2).

If the Saturday service is made permanent, the City of McFarland would need to explore if the staffing arrangement in place during the pilot can continue or if other options (e.g., hiring a part-time driver) should be explored. This service will also require a dispatcher and likely also a mechanic working on Saturdays, possibly requiring additional part-time positions. Shared dispatching (Recommendation O-7) may be a more sustainable and easier dispatching solution in the long-term.

S-4 Improve Kern Transit Connectivity to Destinations
Outside McFarland
In the Phase One public survey, respondents in McFarland noted a desire for service for longdistance trips to places like Walmart in Delano or Wasco. Alignment changes to Kern Transit Route 110, which serves McFarland, could be implemented to improve access to groceries, shopping, and employment in the neighboring communities of Wasco, Shafter, and Delano.

Three potential alignment changes were developed by Nelson\Nygaard in consultation with the Cities of McFarland, Shafter, and Wasco:
 Deviation in Delano to serve the Walmart (see proposed alignment in Figure 42)  Deviation in Wasco to serve the Walmart and Rosaleda Village, the new housing community for agricultural workers (see proposed alignment in Figure 43)

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 Deviation in Shafter to serve the Wonderful Industrial Park and Gossamer Grove (see proposed alignment in Figure 44) 4
The City of McFarland (with support from the Cities of Wasco and Shafter) should work with Kern Transit to explore all three potential alignment changes for Route 110 and determine which, if any, should be piloted. These diversions may increase operating costs and travel times for Kern Transit, which should be balanced against the increased access they provide. Route 110 is already a long route, with about 90 minutes of travel time in each direction, or about four hours round trip for the driver with breaks included. Any alignment changes would likely increase travel times on this route and may not be possible with existing operator shifts. If the alignment changes are deemed to not be cost-neutral, Kern Transit may wish to explore some cost-sharing agreement with the Cities of Wasco, Shafter, and McFarland. Consideration for first/last mile connections to Wonderful Industrial Park will need to be further defined if the deviation were to be implemented.

The three cities and Kern Transit should also engage with Delano Area Rapid Transit (DART) to fully evaluate the impacts of any routing changes on the transit network in Delano. Conversations with DART should explore if other service changes might be warranted to better serve destinations requested by riders (e.g., Delano Campus of Bakersfield College). Strategies to make transferring easier and clearer, such as additional customer information, schedule harmonization, and honoring transfers, should also be explored.
4 Kern Transit has examined this alignment change previously and found that it added substantial time to the route, especially during the AM and PM peak travel times, due to congestion near Highway 99. The benefits (e.g., better access) vs. potential tradeoffs (e.g., decreased service reliability, longer travel times) would need to be further examined/discussed.

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Figure 42 Route 110 Deviation to Serve Delano Walmart

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Figure 43 Route 110 Deviation to Serve Wasco Walmart

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Figure 44 Route 110 Deviation to Serve Wonderful Industrial Park/Gossamer Grove S-5 Investigate Kern Transit Service to New Park and
Ride Facility
The City of McFarland is currently looking to open a new transit facility as part of a larger municipal services complex near the intersection of Taylor Avenue and Mast Avenue as noted in Recommendation C-1 (Continue development of new transit facility and park and ride lot).

The first phase of the complex will include a new park and ride lot to accommodate vanpooling and carpooling. The City envisions this park and ride lot also being served by regional transit services, allowing McFarland residents to park and ride the bus to school or work.

The City should work with Kern Transit to identify the feasibility, potential alignment, and associated costs with changing the alignment of Route 110 to serve the new facility. While deviating Route 110 to serve the new park and ride would improve transit connectivity to and from the new site, the deviation may increase operating costs for Kern Transit due to the longer travel times to serve the stop. If Kern Transit were to operate the service, a cost-sharing agreement may need to be discussed between the two agencies. The City may also wish to explore operating their own regional service.

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S-6 Coordinate Senior Transportation
Older adults in the neighboring communities of Wasco and Shafter have indicated that it is difficult to access local events like the Kern County Fair, especially when they occur outside of the Dial-A-Ride service areas. There is likely a need or desire for this in McFarland as well.

The City of McFarland should consider working with the Cities of Wasco and Shafter, as well as Kern Transit, to identify opportunities to coordinate transportation for older adults from major living facilities or senior centers. This should be limited to major events to control costs. Depending on interest, this could involve one agency serving multiple towns with a single vehicle on the way to an event. Event transportation should be planned with the living facilities in advance to ensure there is enough interest to justify a trip.

Alternatively, this service could be offered through a partnership with a non-profit, or by providing the Wasco and/or Shafter Senior Centers with their own vehicle to provide shared transportation for the region.

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OPERATIONS RECOMMENDATIONS
There are eight operations recommendations that focus on improving how transit is operated. These recommendations will improve the customer experience and the efficiency of service provision through streamlined operations.

Number Recommendation Description Responsibility for
Implementation
Cost
O-1
Create a Dedicated
Administrator
Support/Dispatcher
Establish a dedicated position to take calls and
schedule rides McFarland $80,000
per year
O-2 Improve Coordination with Kern
Transit
Hold regular meetings with Kern Transit to discuss
issues McFarland, Kern Transit Minimal cost to agency
O-3 Transition to Electronic Record
Keeping
Use an Excel spreadsheet or other electronic
system to track data McFarland Minimal cost to agency
O-4 Jointly Procure New
Dispatching Software
Study feasibility of jointly procuring dispatching
software with Kern COG
Kern COG lead,
McFarland and other
agencies support
Further Study
Needed
O-5 Establish Countywide Driver
Training Program
Establish a standard driver training program across
the county by sharing materials, centralizing
training, or developing a program at local colleges
Kern COG lead,
McFarland and other
agencies support
Further Study
Needed
O-6 Establish Countywide Grant
Resource Program
Establish a grant resource program with Kern COG
to centralize information and opportunities on grant
funding
Kern COG lead,
McFarland and other
agencies support
Further Study
Needed, but could
be minimal cost
O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
Shafter
Work with the Cities of Wasco and Shafter to
explore a shared dispatcher position(s) and/or a
shared Transit Coordinator position(s) for the three
cities
McFarland, Wasco,
Shafter
Further Study
Needed

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Number Recommendation Description Responsibility for
Implementation
Cost
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Investigate the possibility of sharing maintenance
resources (staff, training, or both) for Dial-A-Ride
Kern COG lead,
McFarland and other
agencies support
Further Study
Needed
: Denotes a recommendation that supports agency resiliency

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O-1 Create a Dedicated Administrator
Support/Dispatcher
Calls and requests for service in McFarland are currently taken by the driver, who may be unable to answer because they are busy with another passenger or on break. This is a problem that was raised repeatedly during the survey and Phase One outreach process.

The City of McFarland should establish a dedicated administrator support/dispatcher role to take calls and schedule rides. Implementing this recommendation can make Dial-ARide service more efficient by allowing the driver to focus solely on driving, while ensuring all customer calls are answered. This improvement would also allow the City to implement Recommendation A-6 (Allow advance reservations) more easily. This recommendation must be implemented in advance of Recommendation S-1 (Add a second driver) being implemented, as there will be significant communication challenges with the two drivers attempting to field calls and communicate with each other.

This could be an entirely new position or a part-time duty shared by other City of McFarland staff.

Even if Recommendation O-7 (Shared dispatcher with Wasco and Shafter) is being explored, a dedicated administrator/dispatcher is still needed for the City of McFarland in the immediate term until a decision can be made on whether shared dispatching should be adopted.

O-2 Improve Coordination with Kern Transit
Currently, there is limited communication between the City of McFarland and Kern Transit.

For example, the City stated they were not notified of recent Kern Transit schedule changes.

They also noted there is no day-of communication when Kern Transit buses may be late.

It is recommended that Kern Transit hold regular check-in meetings with all Kern County transit operators, including the City of McFarland, or have a standing meeting agenda item for Kern Transit updates during the regularly scheduled Kern COG transit operator meetings. This group forum will allow Kern Transit to be aware of issues and collaboratively work with the other agencies to reach a solution.

Nelson\Nygaard shared the issue of not being notified of schedule changes from Kern Transit and in response to this, Kern Transit has added all transit operators to a distribution list for upcoming service changes.

Further discussion on the late arrival of buses is likely needed but as an interim solution, Nelson\Nygaard recommends the City of McFarland use the Transit app to track the realtime location of Kern Transit’s buses.

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O-3 Transition to Electronic Record Keeping
The City of McFarland currently keeps track of trips on paper, creating additional work to reconcile each day and introducing the possibility for errors. This process also makes it difficult to track performance until data has been entered into a spreadsheet.

The City should transition to electronic record keeping. This would improve productivity, reduce the possibility of errors, and allow the City to implement Recommendation A-1 (Track performance data) more easily. Electronic record keeping could be as simple as using an Excel spreadsheet or equipping transit vehicles with a tablet or smartphone to enter data.

Ideally, if a dedicated administrator support/dispatcher is available, they could be responsible for logging the data rather than the driver. Dispatching software (Recommendation O-4) would mostly take care of the electronic record keeping, as it should be able to track all trip data and generate summaries for reporting purposes.

O-4 Jointly Procure New Dispatching Software
The City of McFarland does not currently use dispatching software. Calls are taken by the driver who then optimizes the route based on where people need to be picked up and dropped off. This is not only mentally taxing to the driver, who must remember who to pick up and drop off next, but it will also be extremely challenging to manage once a second driver is onboarded. In conversations with the City of McFarland and other agencies in Kern County, there is interest in exploring a joint procurement to acquire demand-response transit dispatching software.

The City of McFarland should work with Kern COG and other interested transit agencies in Kern County to evaluate the feasibility and costs of a joint procurement of dispatching software. This can be a topic of discussion at a future Kern COG transit operators meeting.

By pooling resources, agencies can get a better deal, lowering the cost for entry to all transit agencies. In addition, this would allow data to be shared across Kern County, making it easier to coordinate trips between multiple providers (i.e., trips can automatically be tracked on the computer rather than by calling dispatch).

In McFarland, using dispatching software will make pickups and drop-offs more efficient, especially if the City implements Recommendation S-1 (Add a second driver). The dispatching software will help record pickups/drop-offs and optimize routing, while making electronic record keeping and compliance reporting easier, eliminating manual data entry the City currently does. Key performance metrics and service data can be exported easily.

Software currently in use at other Kern County agencies, like Ecolane and TripSpark, should be evaluated, but the software chosen must be capable of working across multiple agencies.

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O-5 Establish Countywide Driver Training Program
Currently, each transit agency in Kern County trains its own drivers. With the tight labor market, agencies are competing for a small pool of Commercial Driver’s License (CDL) certified drivers, many of whom are being recruited by freight or delivery companies, private companies, or larger transit agencies, like Golden Empire Transit. Establishing a unified county-wide training program for agencies can increase the pipeline of qualified applicants, reduce training costs, and ensure applicant quality. Various agencies, including the City of McFarland, expressed interest in establishing a countywide driver training program.

The City of McFarland should work with Kern COG and other transit agencies in Kern County to establish a driver training program. This could be discussed at a future Kern COG transit operators meeting to gauge interest and discuss next steps.

A driver training program can take many forms. A few possible options are listed below:
 Ensuring existing trainings are shared with all Kern County transit agencies. In cases where training is charged as a per-course or per-session fee, rather than perperson, there is an opportunity to invite other agencies and either share in the costs or attend free of charge. As an example, Kern Transit is already paying for Americans with Disabilities Act (ADA) training with a fixed per-course fee. Other agencies could also send staff to attend the training if desired.
 Centralizing trainings. Interested transit agencies in Kern County could work together to develop a consolidated training program that would be accepted by all participating agencies. This could take many forms, including working with Kern Transit’s existing contractor who does their own trainings, hiring a different contractor, or having a single agency provide the training. The content should include all necessary required trainings including ADA training, sensitivity training for passengers with disabilities, drug and alcohol testing, and other certifications necessary to drive a transit vehicle.
 Developing a training program with local colleges. When Nelson\Nygaard spoke with local community colleges in Kern County, there was interest in establishing a driver training program to help build the pipeline for future employees. This idea would need to be explored further but should include the trainings mentioned under the centralized training scenario to ensure employment can be secured after graduation.

The program could be funded with National Rural Transit Assistance Program grants, which should be sufficient to cover most, or all, of the costs associated with it, further reducing costs to the participating agencies.

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O-6 Establish Countywide Grant Resource Program
Grant funding opportunities can be difficult to identify and complicated to navigate, especially for small agencies. Various agencies, including the City of McFarland, expressed interest in Kern COG establishing a countywide grant resource program that would allow them to better find and apply for grants. Kern COG currently provides two Grant Finder licenses to each member agency.

The City of McFarland should work with Kern COG and other interested agencies to establish what this program could look like. This could be discussed at a future Kern COG transit operators meeting to gauge interest and discuss next steps. The COG could model the program off ones already established elsewhere in the United States. These programs often include lists of relevant grant opportunities, lists of third-party resources on grant identification or application, and training or help sessions from agency staff.

Establishing a grant training program would help local transit agencies find and secure more funding, thus improving the service they provide to their communities.

O-7 Investigate a Shared Dispatcher and/or Transit
Coordinator Position with Wasco and Shafter
The City of McFarland currently lacks a dedicated dispatcher, as mentioned in Recommendation O-1. The nearby communities of Wasco and Shafter each have one dedicated dispatcher.

The City of McFarland should investigate using shared dispatching staff with Wasco and Shafter. This recommendation would retain the City of Wasco and Shafter’s dispatchers, with these two individuals covering dispatching responsibilities for the three cities. Each of the agencies would continue to have their own drivers.

This arrangement would be a win-win for everyone: there would be greater staff coverage for dispatching across the three cities, allowing for better coverage during staff absences and weekends. Costs would also be split across the three agencies, which would help to control costs by not requiring each city to have their own dedicated dispatching staff..

This recommendation would require further discussion and exploration to iron out details on how costs would be shared, how dispatching would be done (e.g., radio), and how to centralize rider calls with a single phone number.

Procuring a joint dispatching software (Recommendation O-4) can be seen as an interim or prerequisite step to implementing this recommendation as getting all City of McFarland, Shafter, and Wasco trips on the same platform would help streamline shared dispatching communication. Using some form of shared dispatching software would also be a win-win

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for everyone. Costs would be lower than if each agency were to procure their own software while also providing the Cities of Shafter and McFarland with dispatching software they do not currently have.

The City of McFarland should also investigate using shared transit coordinator staff with the Cities of Wasco and Shafter. Transit coordinators are responsible for supporting many of the back-end aspects of operating transit, including coordinating detours or service issues, tracking data/system performance, and handling reporting duties, among many other things. Transit coordinators also can drive transit vehicles in the event of operator absences.

This latter responsibility can prove useful to minimize service reductions that would otherwise be necessary if there are no backup drivers. With a shared transit coordinator position, the cities of Wasco, Shafter, and McFarland could share transit coordinators, allowing for greater resiliency to provide service with unplanned operator absences/shortages.

The primary intent of sharing dispatching and transit coordinator staff is to provide greater resiliency/service reliability to transit operations in Wasco, Shafter, and McFarland, while also allowing for potential expansion of services (e.g., new weekend service, later weekday service) by better leveraging existing staff resources. Sharing staff will allow the three agencies to be more resilient to staff departures in the face of continued turnover while allowing service expansions to be implemented without needing to hire another full-time employee. This arrangement is unlikely to reduce costs significantly for each agency but will help to control/manage costs.

All three agencies have indicated their interest in this recommendation and should begin discussions on how to best evaluate the challenges and opportunities involved in implementation of this potential idea. If the discussions are favorable and it is feasible to implement, a formal cost sharing agreement should be drafted and executed by all parties.

This could take the form of an intergovernmental agreement or a Joint Powers Authority (JPA) if deemed necessary. If it is determined this arrangement is not possible, the three agencies should discuss whether there are more limited ways to share resources, which may involve in-kind support during times of need (e.g., staffing shortage, natural disaster).

O-8 Explore Opportunities to Share Zero-Emissions
Vehicle Maintenance Expertise
The City of McFarland expects to receive two new zero-emissions vehicles as part of its fleet replacement program. It is unclear what in-house expertise exists at the City to perform specialized maintenance on these new zero-emissions vehicles. At the City of Shafter, city staff have indicated specialized electrical vehicle work requires a mechanic from Los Angeles.

This results in high costs to perform the maintenance and long delays getting vehicles back

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into service. Other transit agencies in Kern County have expressed similar concerns. There could be an opportunity for better coordination and sharing of maintenance resources in Kern County to service zero-emissions vehicles. This could reduce costs and time necessary to repair vehicles.

The City should work with Kern COG and other interested transit operators who utilize zero-emission vehicles to investigate the feasibility of sharing zero-emissions vehicle maintenance expertise. This could involve sharing staff, training, or both. This could be discussed at a future Kern COG transit operators meeting to gauge interest and discuss next steps.

As an initial step, a search should be conducted to identify all available maintenance personnel in Kern County that can perform maintenance on zero-emissions vehicles, which can include transit agencies (e.g., Golden Empire Transit), local governments (e.g., City of Bakersfield, Kern County), or private companies.

If locally available maintenance personnel are identified, agencies can begin discussions on the feasibility of sharing zero-emissions vehicle mechanics amongst interested parties. A cost-sharing agreement could also be negotiated. If no zero-emissions maintenance personnel are available, agencies should discuss and evaluate establishing staff in Kern County by either making strategic hires and/or training existing mechanics to perform zeroemissions work. The training curriculum should be coordinated among Kern County agencies so mechanics can maintain all vehicles in operation.

While it may not make sense for a smaller agency like the City of McFarland to employ a fulltime mechanic to work on zero-emissions vehicles, when shared amongst various agencies, it can become more feasible. The need for specialized expertise in zero-emissions vehicles in Kern County will only continue to grow as more zero-emissions vehicles continue to be added to many transit agency fleets.

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ADMINISTRATIVE/POLICY RECOMMENDATIONS
There are seven administrative/policy recommendations focusing on improving transit service administration. These recommendations will help improve the customer experience and ensure that the City of McFarland is eligible for state transit assistance.

Number Recommendation Description
Responsibility for
Implementation Cost
A-1 Track Performance Data
Track performance data such as ontime performance, missed trips, or trip denials
McFarland Minimal cost to agency
A-2 Promote Vanpool/Carpool Use
Raise awareness of vanpool and
carpool matching options with an
educational brochure and encourage
their use by collaborating with major
local employers
McFarland Minimal cost to agency
A-3 Improve Customer
Communication and Website
Add more information to the website on
Dial-A-Ride service, Kern Transit Route
110, and vanpool/carpool options.

Develop a communication plan to let
riders know about service disruptions.

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Number Recommendation Description
Responsibility for
Implementation Cost
A-6 Allow Advance Reservations
Allow trips to be reserved 24 hours in
advance. This can be applied to all
trips or just time-sensitive trips such as
medical, school, work, and transfers to
Kern Transit Route 110.

McFarland Minimal cost to agency
A-7 Create a Zero-Emission
Transition Plan
Develop a zero-emission transition plan
to navigate transition to zero-emission
operations
McFarland $10,000–$50,000
One time
: Denotes a recommendation that supports agency resiliency

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A-1 Track Performance Data
The City of McFarland does not track performance data, such as on-time performance, missed trips, or trip denials. Tracking this data will allow the City to understand how service is performing, identify ways to improve, and ultimately set and monitor targets for service quality.

The City of McFarland should begin tracking performance data. Tracking this data will allow the agency to identify potential issues and correct them. For example, if trip denials are high, that is an indication demand may be exceeding capacity, and an additional driver should be hired. The City should implement Recommendations O-1 (dedicated admin support/dispatcher) and O-3 (transition to electronic record keeping) first, because these recommendations will establish the recordkeeping structure necessary to successfully implement Recommendation A-1.

A-2 Promote Vanpool/Carpool Use
Vanpools and carpools5 are great options for workers and students who commute outside of McFarland beyond the service area of McFarland Dial-A-Ride. They are also an alternative to Kern Transit Route 110, whose limited trips may not be perfectly timed with work or school start and end times.

There are existing vanpool and carpool resources in Kern County. Commute Kern has more information about carpool and vanpool options. Vans are available for rent through CalVans and Enterprise. Commute Kern has a RideAmigos platform for carpool matching, which Kern COG helps to promote, and Golden Empire Transit sponsors a vanpool service.

The City of McFarland should work to raise awareness of vanpool and carpool matching options with an informational brochure encouraging their use. Kern COG is an excellent resource for this and can provide employers with information on starting a vanpool or carpool. The City of McFarland, Kern Transit, and Kern COG could also collaborate with major employers to spread awareness of these options and encourage employer subsidies to increase use. This recommendation should be paired with Recommendation A-3, which improves customer communications.
5 A vanpool is a group of commuters who share in the cost of using a passenger van for regular trips.

Vanpools are often coordinated through an employer and the employer may also subsidize some or all of the cost. A carpool is a group of two or more people who share a personal vehicle to travel together for a common trip, usually to work or school.

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A-3 Improve Customer Communication and Website
The City of McFarland’s transit website provides basic information on Dial-A-Ride services but is difficult to navigate and is missing information. During the Phase Two outreach public meeting, riders also shared they do not know when service is not operating that day. They noted there are no text alerts or posts on the website, and the driver’s voicemail does not say there is no service.

The City of McFarland should refresh the webpage and add more detailed information regarding Dial-A-Ride service, Kern Transit Route 110, and vanpool/carpool options.

This will help riders understand all of their potential transportation options, beyond just McFarland Dial-A-Ride.

Nelson\Nygaard recommends the following information be updated or included on the website:
 Show a system map indicating where Dial-A-Ride service is provided. The website does not specify that Dial-A-Ride service is only provided within city limits.

We suggest a map also be included to illustrate where Dial-A-Ride service is provided to reduce customer confusion as people may not know where city limits are. The City could use the system map developed as part of this TDP for the website if desired (see map at beginning of Chapter 4).
 Current Kern Transit Route 110 route and schedule. The website currently provides a link to a Kern Transit main website but does not state Route 110 is the service provided in McFarland. A link should be provided to the current Route 110 schedule, along with a description of where the bus stop is in McFarland.  Provide information on when to reserve a ride. The website shows the phone number to call but does not say when riders should call (e.g., day before, when they are ready to ride).
 Carpool and vanpool information. Whatever information that is developed as part of Recommendation A-2 should be posted on the website.
 Rider Code of Conduct. Information developed as part of Recommendation A-5 should be posted to the website.
 Make the English thumbnail also available without clicking. By default, the Spanish thumbnail on the service hours is displayed on the page. To access the English version, riders must click the “Community Transportation” link. This is confusing and not intuitive.
 Optionally, a bilingual brochure on how to ride McFarland Dial-A-Ride. How-toride brochures can be helpful for first-time riders who are looking for information on where service goes, when it operates, how to ride, etc. This can be useful for handing

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out to prospective riders at community events. It can also be a quick at-a-glance reference that is available on the website.

In addition to website updates, the City of McFarland should develop a communications plan to let riders know of any service disruptions (e.g., no service, reduced service). This can include text notifications, posts on social media and the agency website, and changing the voicemail when riders call. The City of McFarland should also investigate the feasibility of notifying riders via the Transit app alerts function, like what Kern Transit does. Advance notice will allow riders to make alternative arrangements.

A-4 Update Farebox Recovery Compliance Policy
The City of McFarland is currently one of the few Kern County transit agencies meeting the 10% farebox recovery standard set by the state, which has been suspended since 2020. The City has not collected fares since 2020 and has been using local funds to cover fares. A working group, the Transportation Transformation Task Force, is currently developing recommended changes to the Transportation Development Act standards, which may include associated farebox recovery standards.

Once these new guidelines are released, the City of McFarland should develop a strategy to meet the requirements and maintain full compliance with state guidance.

This will ensure that the City remains eligible for funding opportunities and performs well on their triennial performance audits.

A-5 Develop Rider Code of Conduct
The City of McFarland does not currently post any rules related to rider conduct, which includes the no-show and cancellation policy. The lack of expectations can make it difficult to enforce rules and can create confusion around what a driver will or will not do (e.g., help with shopping bags, provide help to the door).

The City should develop and post a rider code of conduct that outlines what rider behaviors are banned, what the no-show and cancellation policies and consequences are, and what the driver’s responsibilities include, such as how long the driver will wait for a passenger, if they will assist with bags, and whether they will provide door-todoor or only curb-to-curb service. This should increase clarity for both drivers and passengers, make enforcement of rules easier, and reduce driver-passenger conflicts.

A-6 Allow Advance Reservations
McFarland Dial-A-Ride currently only allows trips to be scheduled on the same day of service.

Riders call when they are ready to be picked up. This can mean long rider wait times or trip denials if the driver is overbooked.

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The City of McFarland should allow some or all trips to be reserved up to 24 hours in advance. This could apply only to time-sensitive trips like school, work, medical appointments, or transfers to Kern Transit bus service. Alternatively, the City can apply this policy to all trips. Implementing this change would allow riders to have greater certainty with planning their travels. If this policy were to be applied to all trips, same-day bookings would still be available on a space-available basis; however, same-day availability would be much more limited than it is today.

The City should implement this recommendation after implementing Recommendations S-1 (Add a second driver), O-1 (Create a dedicated admin/dispatcher), and O-4 (New dispatching software). This will give the system the capacity to manage scheduled trips, a tool to keep track of pre-booked trips, and ensure a person can book and manage the advance reservations.

A-7 Create a Zero-Emission Fleet Transition Plan
The City of McFarland currently lacks a plan to transition its fleet to zero-emission vehicles.

While small agencies, which only operate cutaways or vans, are not currently required to complete a zero-emission fleet transition plan, the regulations may change in the future. The City has expressed concerns about transitioning to zero-emission vehicles, including concerns about charging equipment being prone to outages.

The City of McFarland should work to develop a zero-emission transition plan, either in-house or with a consultant. Zero-emission plans typically include an analysis of fleet needs, charging or fueling infrastructure requirements, facility upgrades, workforce training, capital and operating cost projections, and a realistic timeline for phasing in new vehicles.

The plan can also include an analysis of how the City will deal with potential challenges with a zero-emission fleet to ensure resiliency (e.g., power outages, natural disasters).

Zero-emission plans are helpful because they give agencies a clear roadmap for implementation, reduce risk by identifying challenges early, and strengthen grant applications by demonstrating readiness and long-term sustainability. A well-prepared plan also helps ensure reliable service for riders during the transition process.

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CAPITAL RECOMMENDATIONS
There are four capital recommendations covering investments in transit facilities, service resilience, and transit access.

Number Recommendation Description Responsibility for
Implementation Cost
C-1
Continue Development of New
Transit Facility and Park and
Ride Lot
Continue development of new park and
ride and transit facility to allow for fleet
expansion and vanpool/carpool parking
McFarland To be determined by City
- Still in Planning/Design
C-2 Procure Replacement Vehicles Procure two replacement vehicles to maintain reliable service levels McFarland $80,000–$100,000 C-3 Procure Additional Vehicle Procure one additional vehicle to use as a spare in the fleet McFarland $80,000–$100,000
C-4 Continue to Fill Gaps in
Sidewalk Network
Continue filling in gaps in the sidewalk
network to provide safe access to
transit facilities
McFarland Further Study Needed
: Denotes a recommendation that supports agency resiliency

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C-1 Continue Development of New Transit Facility and
Park and Ride Lot
The current transit storage facility has limited space for vehicle storage and City staff have stated there is a need for a new transit facility. The City of McFarland has identified a potential site for a City Services Complex at the northwest corner of Taylor Avenue and Mast Avenue, which would include a new park and ride lot and transit facility, along with space for the McFarland Police Department and other city services.

Planning and design work for the entire complex is ongoing, but the City has developed a concept for a new park and ride lot as the first stage of the development. The park and ride would allow for carpooling/vanpooling, as well as potential future fixed-route bus service to neighboring communities. The transit operator serving the new facility has not been determined and is included as a topic for further study as part of Recommendation S-5 (Investigate Kern Transit service to new park and ride facility). A rendering of the proposed park and ride is shown in Figure 45.

The City of McFarland should continue planning and development of the new park and ride and transit facility and work to secure funding to build it. This new site will have numerous benefits such as allowing the City to expand its fleet size, which will expand the amount of service provided, and support alternative transportation options for McFarland residents. The City is currently working to secure funding and will begin construction of the new park and ride lot once all funding has been secured.

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Figure 45 Proposed Park and Ride Design
C-2 Procure Replacement Vehicles
McFarland Dial-A-Ride currently has two vehicles, both of which are beyond their useful lives.

The City of McFarland should procure two replacement vehicles. This will allow the city to maintain reliable service levels.

The City has stated the procurement process is underway and they intend to purchase two new zero-emissions vehicles. The City of McFarland should consider retaining functional combustion vehicles in their fleet to ensure agency resiliency in the event of a natural disaster or power outage or if any problems with the new vehicles arise.

The City has also stated there are plans already underway to implement Recommendation S1 (Add a second driver). If the second driver is anticipated to operate concurrently with the first driver, three total vehicles are needed for revenue service, one more than is currently in the fleet. One of the new vehicles would be considered a replacement and the other would be an expansion of the fleet. Nelson\Nygaard recommends a third new vehicle be procured to support two-driver operations (see Recommendation C-3). To ensure all three vehicles are

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not due for replacement at the same time, vehicle procurements should be staggered to the extent possible.

C-3 Procure Additional Vehicle
The City of McFarland has expressed a desire to implement Recommendation S-1 (Add a second driver), but there are only two vehicles in the fleet. A third vehicle would be needed for the second driver, allowing for one vehicle to be reserved as a spare.

The City of McFarland should procure a third vehicle, one more vehicle than is currently in the fleet. The City has stated a procurement process is underway to purchase two vehicles. If a second driver is hired, one of the new vehicles would be considered a replacement, and the other would be an expansion of the fleet. Therefore, one additional vehicle is needed beyond the two new vehicles that are being procured to have a spare.

The City of McFarland should consider retaining functional combustion vehicles in their fleet to ensure agency resiliency in the event of a natural disaster or power outage or if any problems with the new vehicles arise.

C-4 Continue to Fill Gaps in Sidewalk Network
The McFarland sidewalk network has notable gaps near the Kern Transit stop and common Dial-A-Ride pickup and drop-off points. This affects riders’ ability to safely access transit, especially youth, older adults, and riders with disabilities. Access to transit was also included as a key concern collected from community workshops conducted as part of the Kern Area Regional Goods-Movement Operations (KARGO) Community Prosperity/Protection Study Project Phase III in 2024.

The City of McFarland should continue to fill gaps in the sidewalk network to provide safe access to transit facilities. Costs associated with this recommendation are indeterminate and depend on local cost of sidewalk construction, amount of sidewalk to be constructed, available right-of-way, and site-specific conditions and constraints. The City should target areas around transit stops, schools, and community centers to get the largest benefit because vulnerable groups such as children, older adults, and people with disabilities often frequent these locations.

The City may want to consider producing a sidewalk prioritization plan to identify the areas of greatest need and options for phasing and continuing investment.

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8 PHASE TWO PUBLIC

OUTREACH SUMMARY
This chapter summarizes Phase Two outreach, which took place between mid-October and mid-November 2025.

The goals of Phase Two outreach were to provide an update on the Transit Development Plan project and to present the proposed recommendations to the public for feedback. The feedback received was used to refine the recommendations and help inform phasing of recommendations.

Phase Two outreach involved a virtual public meeting in McFarland in late October and an online survey.

MCFARLAND VIRTUAL PUBLIC MEETING
The consulting team with City staff held a virtual public meeting on Wednesday, October 22, 2025, at 5 p.m. The meeting was hosted on Zoom, with four community members attending.

The City’s outreach and promotion efforts for this meeting, included posting the meeting flyer on all City social media accounts and in the City transit van, and handing out the flyer to passengers.

The presentation was recorded and posted online for individuals who could not attend.

Participating community members shared support for extended service hours, improved regional connections, and continued investment in reliable Dial-A-Ride operations. Attendees

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also suggested other ways to get additional public feedback, including offering paper surveys for riders without smart phones and distributing materials at community events such as Trunk-or-Treat. Overall, residents supported the proposed improvements and expressed appreciation for the City’s responsiveness and continued investment in better transit options.

PHASE TWO SURVEY
A virtual survey administered as part of Phase Two outreach and was open for almost four weeks, from October 15 to November 7. The City handed out flyers with the survey QR code to passengers and residents at City events, posted the survey link and information to all City social media accounts, and offered paper copies of survey questions to passengers so that they could return them to City employees to submit on their behalf. The survey was also advertised during the virtual public meeting held on October 22nd. Like the public meeting, the intent was to receive feedback on the recommendations and how the recommendations could be implemented in phases. The survey also asked about demographic and socioeconomic data, including transit usage and vehicle ownership, age, ethnicity, and income. Altogether, 14 people took the survey.

Survey Results
Transit Ridership
At the beginning of the survey, respondents were asked to select which transit agencies they normally ride. The same number of respondents indicated they ride McFarland Dial-A-Ride and Kern Transit (4 respondents). Six respondents said they do not ride either transit option (Figure 46).

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McFarland City CouncilApril 8, 2026

McFarland City Council
April 8, 2026