Shafter City Council
May 19, 2026

APPROVAL OF MEMORANDUM OF UNDERSTANDING WITH THE KERN COMMUNITY COLLEGE

DISTRICT TO EXPLORE FEASIBILITY OF A SHAFTER BASED REGIONAL LAW ENFORCEMENT

TRAINING FACILITY
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The conceptual planning effort is estimated to cost up to $300,000. Pursuant to the Memorandum of Understanding, costs associated with the conceptual plan would be equally shared between the City of Shafter and the Kern Community College District, resulting in an estimated City share of up to $150,000. Funding would support feasibility analysis, conceptual design, site evaluation, environmental and regulatory review, and preliminary implementation strategies. Any required budget appropriations or funding allocations would be identified through the City’s budget process. The conceptual plan does not commit the City to future construction or project implementation, but is intended to evaluate feasibility, funding opportunities, and potential long-term regional training benefits.

CEQA ANALYSIS
The action is not defined as a “project” per Sections 15378(b)(4) and 15378(b)(5) of the CEQA Guidelines because the action is the approval of a MOU outlining the cooperative framework between the City of Shafter and the Kern Community College District to develop a future conceptual plan for a regional police training center as well as approval of funding for the conceptual plan and therefore, it is the creation of a governmental funding mechanism and organizational and administrative activity that does not involve any commitment to a specific project and will not result in direct or indirect physical changes to the environment and not subject to CEQA. Future approval of the contract to prepare the conceptual plan as well as approval consideration of the plan would undergo separate CEQA review.

APPROVED BY THE CITY ATTORNEY
Yes

ATTACHMENTS

1. SHAFTER- MOU Kern Community College District Feasibility Study-44925172- v2-c1

MEMORANDUM OF UNDERSTANDING

BETWEEN

CITY OF SHAFTER, CA
AND

KERN COMMUNITY COLLEGE DISTRICT

[DATED ___________ , ___ 2026 FOR REFERENCE PURPOSES ONLY]

THIS MEMORANDUM OF UNDERSTANDING (“MOU”) is entered into this ____ day of __________, 2026, by and between CITY OF SHAFTER, a California municipal corporation and charter CITY (“CITY”), and KERN COMMUNITY COLLEGE DISTRICT. (“KCCD”). (CITY and KCCD are sometimes referred to herein individually as a “Party” and collectively as the “Parties.”)
I. PURPOSE AND STATEMENT OF NEED
The purpose of this MOU is to establish a cooperative framework between the Parties to jointly fund and oversee the development of a concept plan for a proposed Regional Police Training Center to be located at or adjacent to the City’s existing Police Shooting Range and associated acreage (“Project).

This MOU is intended solely to explore the feasibility and conceptual development of the proposed Project. Nothing herein shall be construed as a commitment by either Party to fund, construct, operate, or otherwise implement the Regional Police Training Center Project beyond the concept planning phase.

The Parties recognize a significant regional need for expanded law enforcement training infrastructure. Currently, there are insufficient local and regional resources to meet the growing demand for basic and advanced peace officer training. As a result, many law enforcement agencies within the region are required to send personnel outside the area for training, resulting in increased costs, logistical challenges, and reduced operational efficiency. The proposed Regional Police Training Center is intended to address these deficiencies by providing accessible, high-quality training opportunities within the region.

The concept plan developed as part of the Project is intended to evaluate feasibility, design elements, programmatic needs, and potential development strategies for a regional training facility that may serve law enforcement agencies and educational programs.

II. SCOPE OF WORK
The Parties agree to collaboratively procure professional consulting services necessary to prepare the concept plan for the Project. The scope of work may include, but is not limited to:
• Site analysis and suitability assessment
• Conceptual site layout and facility design
• Identification of training components and program needs • Preliminary cost estimates
• Environmental and regulatory considerations
• Phasing and implementation strategies

The Parties shall mutually agree to prepare and revise any “request for proposal” documents and cooperate in the selection of consultants and the final scope of work prior to execution of any professional services agreement. Awards for the professional service agreement shall be in compliance with the procurement rules and regulations adopted by the Party that undertakes the lead role in contracting for such services.

III. COST SHARING AND BUDGET LIMITATIONS

1. Equal Cost Allocation
The Parties agree to share equally (50/50) all costs associated with the preparation of the concept plan for the Project, unless otherwise agreed to in writing.

2. Maximum Financial Obligation
Notwithstanding any other provision of this MOU:
o The total combined cost of all work performed under this MOU shall not exceed Three Hundred Thousand Dollars ($300,000).
o The maximum financial obligation of each Party shall not exceed One Hundred Fifty Thousand Dollars ($150,000).

3. No Obligation Beyond Cap
Neither Party shall be obligated to pay any amount in excess of its stated maximum contribution unless a written amendment to this MOU is executed by both Parties.

4. Payment Procedures
o One Party may act as the lead contracting agency for consultant services for the Project, subject to mutual agreement.
o The non-contracting Party shall reimburse its share of costs within thirty (30) days of receipt of an invoice and supporting documentation.

5. Budget Control
The Parties shall actively monitor expenditures to ensure compliance with the cost limitations set forth herein. Consultant contracts shall be structured to reflect these limits.

IV. FUNDING COOPERATION AND SUPPORT

1. Joint Funding Efforts
The Parties agree to collaborate in identifying and pursuing grant funding, legislative appropriations, and other financial resources to support the planning, design, and potential construction of the Regional Police Training Center.

2. Support Letters
Each Party agrees to prepare, execute, and deliver any and all letters of support, resolutions, certifications, or other documentation reasonably necessary to support funding applications submitted by the other Party or jointly by the Parties for the project.

3. Good Faith Cooperation
The Parties shall work in good faith to align project descriptions, data, and

supporting materials to strengthen funding applications and maximize competitiveness.

V. TERM AND TERMINATION

1. Term
This MOU shall become effective upon the date of the last signature and shall remain in effect on an ongoing basis unless terminated as provided herein.

2. Termination for Convenience
Either Party may terminate this MOU without cause upon thirty (30) days’ written notice to the other Party.

3. Effect of Termination
Upon termination, each Party shall remain responsible for its proportionate share of costs incurred prior to the effective date of termination, subject to the cost caps set forth in this MOU.

VI. OWNERSHIP AND USE OF WORK PRODUCT
All reports, plans, and materials produced under this MOU (“Work Product”) shall be jointly owned by the Parties. Each Party shall have the right to use the Work Product for governmental and educational purposes without restriction.

VII. INDEMNIFICATION
To the fullest extent permitted by law:

1. City Indemnification
To the fullest extent permitted by law, the City shall indemnify, defend and hold harmless the District and their agents and employees from and against all claims, damages, losses and expenses, including but not limited to attorneys’ fees, arising out of, resulting from or in any manner related to any work performed or services provided under this MOU, regardless of whether or not it is caused in part by a party indemnified hereunder.

Notwithstanding the foregoing, nothing herein shall be construed to require City to indemnify a party indemnified hereunder from any claim arising from the sole negligence or willful misconduct of the party to be indemnified.

2. District Indemnification
To the fullest extent permitted by law, the District shall indemnify, defend and hold harmless the City and their agents and employees from and against all claims, damages, losses and expenses, including but not limited to attorneys’ fees, arising out of, resulting from or in any manner related to any work performed or services

provided under this MOU, regardless of whether or not it is caused in part by a party indemnified hereunder.

Notwithstanding the foregoing, nothing herein shall be construed to require District to indemnify a party indemnified hereunder from any claim arising from the sole negligence or willful misconduct of the party to be indemnified

3. No Waiver of Immunities
Nothing in this section shall be construed as a waiver of any immunities or defenses available to either Party under applicable law.

VII. INSURANCE
Each Party shall maintain, at its own expense, appropriate insurance or self-insurance coverage consistent with standard public agency practices in California, including general liability and statutory workers’ compensation coverage, to support its obligations under this MOU.

IX. INDEPENDENT PARTIES
The Parties are independent entities and nothing in this MOU shall be construed to create a partnership, joint venture, or agency relationship. Neither Party shall have authority to bind the other.

X. COMPLIANCE WITH LAW
Each Party shall comply with all applicable federal, state, and local laws, regulations, and ordinances in the performance of this MOU
XI. NOTICES
All notices required under this MOU shall be in writing and delivered personally, by certified mail, or by recognized overnight courier to the designated representatives of each Party.

XII. AMENDMENTS
This MOU may be amended only by a written document executed by authorized representatives of both Parties.

XIII. DISPUTE RESOLUTION

The Parties agree to make good faith efforts to resolve any disputes arising under this MOU through informal discussions between designated representatives prior to pursuing any formal remedies.

XIV. ENTIRE AGREEMENT
This MOU constitutes the entire understanding between the Parties with respect to the subject matter herein and supersedes all prior negotiations or agreements, whether written or oral.

XV. SEVERABILITY
If any provision of this MOU is held invalid or unenforceable, the remaining provisions shall continue in full force and effect.

XVI. EXECUTION
IN WITNESS WHEREOF, the Parties have executed this Memorandum of Understanding as of the dates set forth below.

CITY OF SHAFTER
By: ___________________________
Name: Lance Lippincott
Title: City Manager
Date: _________________________
Approved as to form:

By: ___________________________
Name: _________________________
Title: _________________________
Date: _________________________

KERN COMMUNITY COLLEGE DISTRICT
By: ___________________________
Name: _________________________
Title: _________________________
Date: _________________________
Approved as to form:

By: ___________________________
Name: _________________________
Title: _________________________
Date: _________________________

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: May 19, 2026
DEPARTMENT: Isarel Perez-Hernandez, CMT, Deputy Finance Director SUBJECT: CITY'S TRANSIT DEVELOPMENT PLAN (TDP)

RECOMMENDATION
Council find the action is exempt from the California Environmental Quality Act; and adopt Resolution No. 3080, a Resolution of the City Council of the City of Shafter approving the final five (5) year Transit Development Plan.

BACKGROUND
The Shafter Transit Development Plan (TDP) is a five-year roadmap for improving transit service, operations, and infrastructure in the City of Shafter. 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. Outreach included two phases of surveys, in-person engagement, and a bilingual virtual meeting that identified key community needs: desire for later weekday and weekend service; desire to have additional vehicles operating concurrently; desire to reserve trips in advance; and desire to have better coordination with Kern Transit.

The City of Shafter’s Dial-a-Ride service currently operates Monday through Friday from 7:30 AM to 4:00 PM and Saturday from 9:00 AM to 3:00 PM. The TDP includes 25 recommendations across four categories:

Service:
•Add a second driver to weekday service
•Pilot extended Weekday service
•Pilot Sunday service
•Improve Kern Transit connectivity to destinations outside of Shafter •Investigate Kern Transit service to new park and ride
•Coordinate Senior transportation
Capital:
• Continue Development of New Transit Facility
• Add Bus Stop Amenities
• Continue to Fill Gaps in Sidewalk Network

CITY'S TRANSIT DEVELOPMENT PLAN (TDP)
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Operations:
• Transition to Electronic Record Keeping
• Jointly Procure New Dispatching Software
• Coordinate Student Transportation
• Establish Countywide Driver Training Program
• Establish Countywide Grant Resource Program
• Conduct Rail Crossing Delay Study
• Investigate a Shared Dispatcher and/or Transit Coordinator Position with Wasco and McFarland
• Notify Riders of Late Trips
• Explore Opportunities to Share Zero-Emissions Vehicle Maintenance Expertise Administrative/Policy Category:
•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
The TDP provides a realistic, flexible, and community-driven roadmap for improving transit in Shafter. 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.

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

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

CEQA ANALYSIS
The action is exempt from CEQA pursuant to CEQA Guidelines Section 15262 (Feasibility and Planning Studies) because the action consists solely of the approval of a transit development plan to guide possible future actions that have not yet been approved, adopted, or funded. Any future projects or activities identified in the plan will be evaluated in accordance with CEQA, as appropriate.

APPROVED BY THE CITY ATTORNEY

CITY'S TRANSIT DEVELOPMENT PLAN (TDP)
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No

ATTACHMENTS

1. Resolution No. 3080

2. Shafter TDP - Final with Appendix

3. Shafter Council Presentation-FINAL

RESOLUTION NO. 3080

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHAFTER APPROVING THE FINAL FIVE (5) YEAR TRANSIT DEVELOPMENT PLAN WHEREAS, the consultant team has developed a Transit Development Plan (TDP) as a five-year 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 Shafter 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 THIS 19th DAY OF MAY 2026.
__________________________
Chad Givens, Mayor
ATTEST:
_______________________________
Yazmina Pallares, City Clerk

Kern Council of
Governments
City of Shafter
Transit Development Plan
May 2026

Shafter 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 Shafter and Surrounding Areas................................................3 Local Transit.......................................................................................................................................................3 Other Local Operators ...................................................................................................................................4 Kern Transit........................................................................................................................................................4 Intercity Operators ..........................................................................................................................................7 3 Existing and Future Market Conditions..........................................................................9 Population..........................................................................................................................................................9 Demographic Analysis .................................................................................................................................14 Employment.....................................................................................................................................................24 Major Activity Generators...........................................................................................................................30 4 Service Evaluation ..........................................................................................................40 Local Service Summary................................................................................................................................40 Historical Trends ............................................................................................................................................45 Current Performance....................................................................................................................................52 Transfers to Other Providers .....................................................................................................................54 Transit Need Analysis...................................................................................................................................54 Expenses and Revenues ..............................................................................................................................56 Fleet and Facilities .........................................................................................................................................57 Zero-Emission Transition Plan..................................................................................................................58 Agency Interviews..........................................................................................................................................58 Key Takeaways................................................................................................................................................59 5 Plan Review.....................................................................................................................60 2007 Western Kern Transit Development Plan ..................................................................................60 Shafter 2016 Transit Development Plan ...............................................................................................61 6 Outreach Overview and Phase One Summary .............................................................63 Phase One Public Outreach Summary...................................................................................................64 Phase One Shafter Survey Results...........................................................................................................64 Key Takeaways................................................................................................................................................71

Shafter Transit Development Plan Final Report
Kern Council of Governments ii
7 Recommendations..........................................................................................................72 Resiliency: An Overarching Consideration...........................................................................................73 Service Recommendations.........................................................................................................................75 Operations Recommendations.................................................................................................................84 Administrative/Policy Recommendations ............................................................................................92 Capital Recommendations.........................................................................................................................98 8 Phase Two Public Outreach........................................................................................ 100 Shafter Virtual Public Meeting...............................................................................................................100 Phase Two Survey.......................................................................................................................................101 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

Shafter Transit Development Plan Final Report
Kern Council of Governments iii

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 Shafter 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 Shafter’s previous TDP is now nearly 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 Shafter 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.

Shafter Transit Development Plan Final Report
Kern Council of Governments iv
Key Issues
The following issues were among those identified during the TDP existing conditions assessment:
 Span of service is limited. Service on weekdays operates from 7:30 a.m. to 4:15 p.m. Service on Saturdays operates from 9 a.m. to 3 p.m.  Maintenance for electric vehicles is costly and time consuming. The City stated the electric vehicles are not reliable and break down often. There are no local mechanics to repair electric vehicles and thus require specialized expertise outside the area. This can result in vehicles being out of service for extended periods of time.  Riders desire more intercity service. Riders noted the desire to travel outside Shafter to get essential items like groceries at Walmart.  Shafter Dial-A-Ride has no dispatching software. No dispatching software makes it hard for the driver to optimize their route and manage the ongoing list of pickups and drop-offs.
 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 Shafter TDP reflects the input and priorities of Shafter residents. The project team worked with Kern COG and Shafter 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 Shafter 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 Shafter transit riders about the potential improvements.

Shafter Transit Development Plan Final Report
Kern Council of Governments v
Phase One Outreach
The project team conducted outreach in Shafter on June 24, 2025, riding the Shafter Dial-A-Ride vehicle and stopping by the Shafter Senior Center. A survey was administered at both events. The bilingual (English and Spanish) survey also available online for three weeks.

During the Phase One in-person outreach activities, bilingual outreach staff (fluent in both English and Spanish) connected with approximately 50 community members. The 50 engagements represent about two-thirds of Shafter Dial-A-Ride’s typical daily ridership, indicating successful community outreach.

Overall, Shafter transit riders are split in their opinions of the service provided, with about half saying they are satisfied and half saying they are not satisfied. Riders raised concerns about service hours, poor reliability1
, and waiting for transit being uncomfortable. There was also a request for a mobility service specifically for seniors.

Themes
Later Service: Service ends too early for some residents.

Uncomfortable: Waiting for transit is not pleasant.

Not Reliable: Buses do not arrive on-time.

Dedicated Senior Service: Interest in a vehicle focused on seniors’ needs.

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 on 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 Shafter in late October and an online survey.

Shafter Virtual Public Meeting
The consulting team partnered with City staff to hold a virtual public meeting on Monday, October 20, 2025, at 5:30 p.m. The meeting was hosted on Zoom. 1 Some of the poor reliability issues may stem from operational challenges unique to Shafter Dial-A-Ride, such as railroad crossings bisecting the town, high volumes of students during peak times, and long travel times (as much as 45 minutes) to provide service from Shafter city center to Gossamer Grove and back.

Shafter Transit Development Plan Final Report
Kern Council of Governments vi
Nelson\Nygaard staff presented six proposed transit improvements, including later weekday service, later Saturday service, new Sunday service, advance trip reservations, and two Kern Transit Route 110 alignment changes to serve the Wonderful Industrial Park in Shafter and the Wasco 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.

Although no community members attended the live meeting, outreach efforts leading up to the event provided residents with multiple ways to review proposed improvements and complete a bilingual survey to share feedback.

Phase Two Survey
A virtual survey was administered as part of Phase Two outreach and was open for almost four weeks, from October 15 to November 7. The intent of the survey was to receive feedback on the recommendations and how the recommendations could be implemented in phases. Altogether, 32 people took the survey.

The Phase 2 public survey asked riders which recommendations should be prioritized given the limited financial resources that the City of Shafter may have (see results in Figure 62 on page 111). Among the four improvements identified specifically for Shafter Dial-A-Ride (Improvements 1 through 4), the improvements were ranked as follows:

Priority Improvement
1st Improvement #4: Implementing advance reservations
2nd Improvement #1: Later weekday service
3rd Improvement #2: Later Saturday service
4th Improvement #3: New Sunday service
Improvement #4: Implementing Advance Reservations was considered a top priority by riders and must be implemented after new dispatching software is available (Recommendation O-2). Nelson\Nygaard recommends this improvement (included as Recommendation A-6 in matrix), be implemented in the fifth year, provided dispatching software is available by year four.

With Improvement #4 planned for year five, Improvement #1: Later Weekday Service should be implemented first based on prioritized input from the public. Nelson\Nygaard recommends the City pilot this improvement in the second year (see Recommendation S-1 in matrix).*

Shafter Transit Development Plan Final Report
Kern Council of Governments vii
Improvement #2: Later Saturday Service should be implemented third based on prioritization input from the public. Nelson\Nygaard recommends the City pilot this improvement in the third year (see Recommendation S-2 in matrix).* Improvement #3: New Sunday Service should be implemented last based on prioritization input from the public. Nelson\Nygaard recommends the City pilot this improvement in the fourth year (see Recommendation S-3 in matrix).*
*Note: Dispatching may be challenging should these improvements become permanent after the pilot. Implementing shared dispatching (Recommendation O-7) with the Cities of Wasco and McFarland may be a more sustainable and easier dispatching solution in the long-term.

System Recommendations
Recommendations are specific actions that the City of Shafter 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, longer Saturday service) and enhance access to transit by improving connectivity in Shafter 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, and monitor system performance.  Capital recommendations involve capital projects that would upgrade or enhance agency assets, enhance agency resiliency, and improve transit access for riders.

Shafter Transit Development Plan Final Report
Kern Council of Governments viii
Service Recommendations
Number Recommendation Description Responsibility for
Implementation
Cost
S-1 Pilot Extended Weekday Service Extend weekday service into the evening Shafter $130,000Nine months
S-2 Pilot Extended Saturday Service Extend Saturday service into the evening Shafter $10,000Six months
S-3 Pilot Sunday Service Implement Sunday service for at least six hours daily Shafter $30,000Six months
S-4
Improve Kern Transit
Connectivity to Destinations
Outside Shafter
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 Coordinate Senior
Transportation
Work with Wasco, McFarland, 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
S-6 Add Kern Transit Stops Coordinate with Kern Transit to add two stop locations to Route 110
Shafter lead, Kern
Transit support Minimal cost to agency

Shafter Transit Development Plan Final Report
Kern Council of Governments ix
Operations Recommendations
Number Recommendation Description Responsibility for
Implementation
Cost
O-1 Transition to Electronic Record
Keeping
Use an Excel spreadsheet or other
electronic system to track data Shafter Minimal cost to agency O-2 Jointly Procure New
Dispatching Software
Study feasibility of jointly procuring
dispatching software with Kern COG
Kern COG lead,
Shafter and other
agencies support
Further Study Needed
O-3 Coordinate Student
Transportation
Coordinate with school district to
identify solutions for student
transportation
Shafter Further Study Needed
O-4 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,
Shafter and other
agencies support
Further Study Needed
O-5 Establish Countywide Grant
Resource Program
Establish a grant resource program
with Kern COG to centralize
information and opportunities on grant
funding
Kern COG lead,
Shafter and other
agencies support
Further Study Needed,
but could be minimal cost
O-6 Conduct Rail Crossing Delay
Study
Examine impact of at-grade rail
crossing on transit reliability Shafter Further Study Needed O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
McFarland
Work with the Cities of Wasco and
McFarland to explore a shared
dispatcher position(s) and/or a shared
Transit Coordinator position(s) for the
three cities
Shafter, McFarland,
Wasco Further Study Needed
O-8 Notify Riders of Late Trips Notify riders if Dial-A-Ride pickup is late Shafter Minimal cost to agency

Shafter Transit Development Plan Final Report
Kern Council of Governments x
Number Recommendation Description Responsibility for
Implementation
Cost
O-9
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, Shafter
and other agencies
support
Further Study Needed
: Denotes a recommendation that supports agency resiliency Administrative/Policy Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
A-1 Track Performance Data
Track performance data such as ontime performance, missed trips, or trip denials
Shafter 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
Shafter 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.

Shafter Minimal cost to agency
A-4 Update Farebox Recovery
Compliance Policy
Develop strategy when new guidance
is released to remain compliant Shafter 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
Shafter Minimal cost to agency

Shafter Transit Development Plan Final Report
Kern Council of Governments xi
Number Recommendation Description Responsibility for
Implementation Cost
A-6 Allow Advance Reservations Allow trips to be reserved 24 hours in advance for all trips Shafter Minimal cost to agency
A-7 Create a Zero-Emissions Fleet
Resiliency Plan
Develop a zero-emissions fleet
resiliency plan to identify ways to
improve the resiliency of vehicle
operations with a zero-emissions fleet
Shafter $10,000–$50,000
One time
: Denotes a recommendation that supports agency resiliency Capital Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
C-1 Continue to Fill Gaps in
Sidewalk Network
Continue filling in gaps in the sidewalk
network to provide safe access to
transit facilities
Shafter Further Study Needed
C-2 Add Bus Stop Amenities
Add amenities, such as benches and
shelters, to existing Kern Transit stops
and high ridership Shafter Dial-A-Ride
locations
Shafter lead, Kern
Transit support Further Study Needed
C-3 Continue Development of New
Transit Facility
Continue development of new transit
facility to allow for fleet expansion and
vehicle maintenance
Shafter To be determined by City
- Still in Planning/Design
: Denotes a recommendation that supports agency resilience

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Phasing Plan
There are 25 recommendations to be implemented by the City of Shafter. Since the TDP is a five-year plan, and 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, including 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-1) is implemented. Interdependent recommendations are indicated in the matrix.

This implementation plan was used in the development of the financial plan, discussed in the next chapter.

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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 Pilot Extended Weekday Service Shafter
 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-2 Pilot Extended Saturday Service Shafter
 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-3 Pilot Sunday Service Shafter
 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 Shafter
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 Coordinate Senior
Transportation
Wasco, Shafter, and
McFarland with Kern
Transit Support

Discuss with Wasco, McFarland,
and Kern Transit about feasibility
and potential structure
Develop formal plan and
agreements, if necessary
S-6 Add Kern Transit Stops Shafter lead, Kern
Transit support
Work with Kern Transit to evaluate
feasibility and costs associated
with adding new stops in Shafter
and at the Shafter Labor Camp
Support Kern Transit with any
permitting and/or implementation
assistance needed, including
marketing support

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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-1 Transition to Electronic Record
Keeping Shafter
Implement electronic
recordkeeping as an interim step
to procuring dispatching software
O-2 Jointly Procure New
Dispatching Software
Kern COG lead,
Shafter and other
agencies support
 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-3 Coordinate Student
Transportation Shafter
 Set up meeting with Shafter
School District
 Develop potential strategies
 Discuss recommended
solution(s) with Shafter School
District
Begin implementation of preferred
solution
O-4 Establish Countywide Driver
Training Program
Kern COG lead,
Shafter 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 build out structure of
program
 Connect with potential industry
and education partners
Continue development of program Finalize and roll out program O-5 Establish Countywide Grant
Resource Program
Kern COG lead,
Shafter 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 build out structure of
program
Finalize and roll out program
O-6 Conduct Rail Crossing Delay
Study Shafter
Conduct a rail crossing delay
study either in-house or by hiring a
consultant. Study should
document the timing, frequency,
and severity of disruptions to
transit service in Shafter
If rail crossing study determines
frequency and severity of
disruptions is significant, begin
conversations with Caltrans and
Kern COG
If necessary, begin securing
funding to evaluate potential
options for designing a grade
separated crossing in Shafter
Begin grade crossing planning and
design project Secure funding for construction
O-7
Investigate Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
McFarland
Shafter, McFarland,
Wasco
Begin discussions with the cities of
Wasco and McFarland. Discuss
details and potential issues to
examine/study further. Jointly
procuring dispatching software
(Recommendation O-2) 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

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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-8 Notify Riders of Late Trips Shafter
Develop a process for monitoring
and identifying late trips and
notifying riders
Once electronic recordkeeping has
been implemented
(Recommendation O-1),
implement process for monitoring
and identifying late trips and
notifying riders
O-9
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Kern COG lead, Shafter
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
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 Shafter
Once electronic recordkeeping has
been implemented
(Recommendation O-1), begin
tracking performance data
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
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 Shafter Develop brochure showing transit options available in Shafter
Begin discussions with major
employers to raise awareness of
vanpool/carpool options
A-3 Improve Customer
Communication and Website Shafter
 Update Shafter Transit website
 Develop a communication plan
to let riders know about service
disruptions
A-4 Update Farebox Recovery
Compliance Policy Shafter Develop strategy when new guidance is released A-5 Develop Rider Code of Conduct Shafter Develop and post a set of rules for rider behavior and conduct
Continue development and
implementation if needed
A-6 Allow Advance Reservations Shafter
Implement advance reservations
for all trips after implementing new
dispatching software
(Recommendation O-2)
A-7 Create a Zero-Emissions Fleet
Resiliency Plan Shafter Create zero-emissions fleet resiliency plan Implement findings

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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-1 Continue to Fill Gaps in
Sidewalk Network Shafter
 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
C-2 Add Bus Stop Amenities Shafter lead, Kern
Transit support
 Begin discussions with Kern
Transit about improvements at
the East Lerdo Highway at
Beech Avenue bus stops
 Identify high ridership locations
for Shafter Dial-A-Ride for new
bus stop amenities
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
C-3 Continue Development of New
Transit Facility Shafter Secure funding for new transit facility and continue design work Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work Begin construction
: 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 recommendations 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 Shafter 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 and expenses. Existing revenues may not be sufficient to make some recommendations permanent.  Over the last four years the City has been spending between 0% and 25% of Local Transportation Fund (LTF) and State Transit Assistance Fund (STA) funding on transit operations. The City is spending appropriate levels to support their current service but may wish to consider increasing the allocation slightly if they would like to make all pilot programs permanent.
 Besides depreciation, the only other capital expense is for a new transit facility. Given the uncertainty around how much capital funding is needed for this facility, our financial model does not include any capital expenses.
 Creative implementation of the recommendations by the City, such as staggered workdays or shift times, and collaborating with the Cities of McFarland and Wasco, and Kern Transit, may reduce costs and allow more pilot programs to be made permanent without identifying additional sources of revenue.

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City of Shafter’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 $133,892.77 $197,899.60 $71,856.46 $73,068.18 $74,646.71 Net Reserve $1,451,813.79 $1,649,713.39 $1,721,569.85 $1,794,638.03 $1,869,284.74 Estimated Recommendation Costs
S-1 Extended
Weekday
Service
$(130,000)
S-2 Extended
Saturday
Service
$(10,000)
S-3 Sunday
Service $(30,000)
A-7 Create a
Zero-Emission
Fleet Resiliency
Plan
$(50,000)
Sum of Costs $(50,000) $(130,000) $(10,000) $(30,000)
Projected
Position $83,892.77 $67,899.60 $61,856.46 $43,068.18 $74,646.71 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 Shafter 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 Shafter’s previous TDP is now nearly 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.

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

Chapter Title What questions does the chapter answer?
2 Overview of Transit in
Shafter and
Surrounding Areas
 Who operates transit in Shafter?
 What local and regional services are available?
3 Existing and Future
Market Conditions
 Where do people live and work in Shafter?
 What are the population and employment projections for Shafter?
 Where are the major activity generators in Shafter 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
Shafter?
 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 Shafter’s current financial position?  What projects and costs are already expected in the future?  How will implementing recommendations impact the City’s finances, and what is an affordable implementation plan?

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2 OVERVIEW OF TRANSIT IN

SHAFTER 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 Shafter operates general public Dial-A-Ride service within city limits. The Dial-A-Ride service in the 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/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 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 Mexican Colony/Smith’s Corner, North Kern Labor Camp, and Wonderful Industrial Park/Shafter Cemetery/Gossamer Grove services are branded as fixed-route services but operate like demandresponse services with a fixed schedule. This means passengers must call at least 30 minutes in advance to request pickup and drop-off in those areas.

There are four other local operators providing service in jurisdictions adjacent to Shafter (Wasco, McFarland, 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.

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

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 Delano, 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 Kern Transit service offered in Shafter. Route 110 links Shafter to nearby communities including Delano, Wasco, McFarland, and Bakersfield (see alignment in Figure 1).

There are two stop pairs in Shafter, one on James Street west of the Central Valley Highway and another on East Lerdo Highway west of the Central Valley Highway (see location of stops in Figure 26 on page 42). Route 110 operates five trips in each direction on weekdays and three trips 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 Shafter 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.

POPULATION
Population Density
The City of Shafter’s population density, shown in Figure 4, is typical of suburban environments and appropriate for on-demand service with an average of about 12 people per acre. It is highest west of Shafter Avenue, an area which is served by Shafter Dial-A-Ride but has limited access to Kern Transit’s fixed-route service.

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 City of Shafter 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. Shafter saw tremendous growth between 2005 and 2025, up over 62%. A detailed breakdown of growth by community 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
Shafter 62.3% 9,000 14,500 16,900 17,600 19,800 23,500
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 Shafter is expected to continue growing about as fast as 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 Shafter 26,200 27,200 29,400 3,200 12.2%
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 Shafter 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. All of Shafter, shown in Figure 8, has a high proportion of people of color at greater than 35% of the population. This is typical for Kern County. The urbanized areas (the northwestern part of the city) are served by Shafter’s Dial-A-Ride and Kern Transit’s fixed-route.

Figure 8 City of Shafter 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. The City of Shafter, shown in Figure 9, has a low concentration of veterans, except for the southeastern corner of the city, along 7th Standard Road. There are no major military installations nearby. The nearest Veterans Affairs (VA) hospital is in Bakersfield and Shafter 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 City of Shafter 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.

People with disabilities in Shafter, shown in Figure 10, are fairly evenly distributed within the city limits, where they have access to Shafter’s Dial-A-Ride services. Kern Transit Route 110 has stops serving some of these areas with a higher concentration of people with disabilities; however, a lack of sidewalks makes it challenging for all riders, including people with disabilities, to access these bus stops.

Figure 10 City of Shafter Proportion of People with Disabilities

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Older Adult Populations
Older adults (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. Similar to Wasco, Shafter has pockets of the city with a high proportion of older adults. Older adults are concentrated near Highway 43 in the city center, shown in Figure 11, where they have access to Shafter’s Dial-ARide and Kern Transit’s fixed-route.

Figure 11 City of Shafter Proportion of Older Adults

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Young Adults (18-24)
Young adults (ages 18-24) may be enrolled in college, the armed forces, or just entering the workforce, and may not be able to afford their own personal vehicle. Based on census data examined, young adults are more likely to ride transit compared to their older peers. There are portions of Shafter with high concentrations of young adults (10 to 20% of the population), shown in Figure 12. Areas within Shafter city limits with a slightly higher concentrations of young adults (10–20%) are served by Shafter’s Dial-A-Ride and Kern Transit’s fixed-route.

Figure 12 City of Shafter 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 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.2 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 in Shafter. Block groups adjacent to Highway 43 and Shafter Avenue in the urbanized area have very high concentrations of people in poverty, shown in Figure 13. These areas are served by Shafter Dial-A-Ride and Kern Transit’s fixed route.
2 2024 Poverty Thresholds

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Figure 13 City of Shafter Proportion of People in Poverty

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Limited English Proficiency
People with limited English proficiency (LEP) are potentially more likely to take transit3 and may have difficulty accessing transit and participating in community outreach events. In communities where LEP is high, special language accommodations may be needed. Shown in Figure 14, the urbanized area of Shafter south of Lerdo Highway tends to have higher concentrations of people with limited English proficiency (greater than 20% of the population in the block group), which is typical for western parts of Kern County. These areas are served by Kern Transit’s fixed route as well as Shafter’s Dial-A-Ride.

Figure 14 City of Shafter Proportion of People with Limited English Proficiency 3 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. Households without a vehicle are concentrated in the central part of the urbanized area of Shafter, shown in Figure 15, where they have access to Shafter Dial-A-Ride and Kern Transit’s fixed-route. Generally, there is a high rate of vehicle ownership in Shafter, which is like the rest of Kern County.

Figure 15 City of Shafter 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 that 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 Shafter’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 Shafter, shown in Figure 16, is concentrated at the center of the urbanized area, which is served by Kern Transit’s fixed-route and Shafter’s Dial-A-Ride. Most of the employment density in Shafter is in the two to five jobs per acre range, except for a block group that has more than 10 jobs per acre. This block group has a higher concentration when compared to the rest of the county.

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Figure 16 City of Shafter 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 illustrates a potential market for transit. Lowwage employment in Shafter, shown in Figure 17, is concentrated at the center of the urbanized area, which is served by Kern Transit’s fixed-route and Shafter’s Dial-A-Ride. Two to five low-wage jobs per acre is typical for most of Kern County.

Figure 17 City of Shafter 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, Greater Shafter has one of the highest concentrations of employment in Kern County outside Metro Bakersfield. Over the next 25 years, employment in Greater Shafter is expected to increase by nearly 57%, more than four times greater than Bakersfield and nearly three times greater than 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 Shafter 24,900 27,600 39,200 14,300 57.4%
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 need to get to work and can be served by transit. Major employers are the 25 largest employers in Kern County and have greater than 500 employees each.

Major employers in Kern County are shown in Figure 19. There is one major employer within Greater Shafter, an Amazon fulfillment center. There are several major employers in Metro Bakersfield, some of which are within commuting distance of Shafter. Access to major employers outside of Shafter is limited by the small number of daily trips of Kern Transit Route 110, which is the only transit service between the two cities.

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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 help to connect people in the community with access to essential services, employment, and education.

Major activity generators 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 within Greater Shafter, and more in nearby Wasco. 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. There is one large grocer in Shafter, meaning residents have access to local sources of fresh food, but variety and competition may be limited. People who live in unincorporated or rural areas may have to travel further 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 (medical plazas, clinics, and doctor’s offices). These are common locations for human service and non-emergency medical transportation providers.

There is one urgent care or clinic within Shafter, but residents need to travel to Bakersfield if they require a hospital, VA hospital, or other specialized care.

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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. Middle schools and high schools are scattered throughout Kern County. Every incorporated jurisdiction has at least one middle school and high school, including Shafter. The closest higher education facilities are in Bakersfield. Bakersfield College is directly served by Kern Transit 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. There are no prisons or correctional facilities in Shafter.

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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 Shafter’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 Shafter operates general public Dial-A-Ride service within Shafter city limits. The Dial-A-Ride service in the 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/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 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 Mexican Colony/Smith’s Corner, North Kern Labor Camp, and Wonderful Industrial Park/Shafter Cemetery/Gossamer Grove services are branded as fixed-route services but operate like demand-response services with a fixed schedule. This means passengers must call at least 30 minutes in advance to request pickup and drop-off in those areas.

Figure 26 illustrates Shafter’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 City of Shafter Transit System Overview

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Organization
The City’s Administrative Services Director oversees the Transit program, and Shafter City Council serves as the decision-making body. The transit program is fully staffed with one fulltime dispatcher and three full-time drivers The City is a member of CalACT.

Kern COG is responsible for transit planning for the City of Shafter through the periodic development of a Transit Development Plan, the most recent of which was published in 2016.

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

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Span of Service and Frequency
Figure 28 summarizes the City of Shafter’s Dial-A-Ride span of service. Dial-A-Ride service within the city limits operates on weekdays and Saturdays. The City of Shafter also offers outer city pickup locations for Gossamer Grove, Wonderful Industrial Park, and Shafter Cemetery. Service between Mexican Colony, Smith’s Corner, and the Shafter Labor Camp is available on weekdays only.

Figure 29 describes the number of one-way trips the city operates for the routes with designated pick-up times. The services have four round trips on weekdays, and riders can be picked up and dropped off anywhere in the service zones. The Mexican Colony/Smith’s Corner are served at 9 a.m., 11:30 a.m., 1:30 p.m., and 3:30 p.m. The North Kern (Shafter) Labor Camp is served at 10 a.m., 12 p.m., 2 p.m., and 4 p.m. 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. All Dial-A-Ride services are by reservation only.

Figure 28 City of Shafter Service Span
Service Area Weekday
Service Hours
Saturday
Service Hours
Sunday
Service Hours
Within City Limits 7:30 a.m.–4:15 p.m. 9 a.m.–3 p.m. No service Mexican Colony, Smith’s Corner 9 a.m.–3:30 p.m. No service No service North Kern (Shafter) Labor Camp 10 a.m.– 4 p.m. No service No service Outer City (Wonderful Industrial Park,
Shafter Cemetery, and Gossamer
Grove)
8:30 a.m.–2:30 p.m. No service No service
Source: City of Shafter, November 2025
Figure 29 City of Shafter Frequency of One-Way Trips
Service Area Weekday
One-Way Trips
Saturday
One-Way Trips
Sunday
One-Way Trips
Within City Limits By reservation By reservation No service Mexican Colony, Smith’s Corner 4, By reservation No service No service North Kern (Shafter) Labor Camp 4, By reservation No service No service Outer City (Wonderful Industrial Park,
Shafter Cemetery, and Gossamer
Grove)
4, By reservation No service No service
Source: City of Shafter, November 2025

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Fares
The City of Shafter has regular and reduced one-way fares for Dial-A-Ride services within the city limits, to outer-city areas, and between Mexican Colony, Smith’s Corner, and North Kern (Shafter) Labor Camp. The outer city area fares are higher than local fares, with service to the Wonderful Industrial Park, Shafter Cemetery, and Gossamer Grove. Riders can purchase frequent rider cards, equivalent to buying ten rides and getting one free, on board or at Shafter City Hall. Fares are currently free in 2025 due to funding from a Caltrans Low Carbon Transit Operations Program (LCTOP) grant.

Figure 30 City of Shafter Fare Structure
Fare Type Fare Amount
Within City Limits and Outer City Destinations
Adult $1.50
Seniors (62 and older) $1.25
People with Disabilities $1.25
Youth (5 to 12 years) $1.25
Children (0 to 4 years) Free
Outer City Areas $4.25
Between Mexican Colony, Smith’s Corner, and North Kern (Shafter) Labor Camp Adult $1.75
Seniors (62 and older) $1.50
People with Disabilities $1.50
Youth (5 to 12 years) $1.50
Children (0 to 4 years) Free
Source: City of Shafter, May 2025

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HISTORICAL TRENDS
Historical trend data helps build an understanding of how Shafter 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. In some cases, NTD data was unavailable and data from the California State Controller was used instead. These sources may not be exactly comparable due to differing methodologies.

Figure 31 shows the number of unlinked passenger trips, or ridership, for Shafter Dial-A-Ride between 2015 and 2023. Ridership declined significantly during the pandemic and recovered beginning in 2021. In 2023, Dial-A-Ride ridership was 48% lower than pre-pandemic levels, using 2019 as a baseline.

Figure 31 City of Shafter Dial-A-Ride Ridership
Source: National Transit Database (NTD), 2015-2023
28,064
29,576
30,787
33,494 34,235
22,580
12,641
14,880
17,665
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2015 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 number of revenue hours indicates how much service was provided in a year. Figure 32 shows the number of revenue hours for Shafter Dial-A-Ride between 2015 and 2023. Apart from 2019, revenue hours were increasing pre-pandemic, with the highest revenue hours in 2018. Revenue hours declined significantly during the pandemic, with a slight recovery in 2023.

Figure 32 City of Shafter Dial-A-Ride Revenue Hours
Source: National Transit Database (NTD), 2015-2023
2,787 2,876
3,111
3,750
3,407
2,340
1,644 1,617
1,941
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2015 2016 2017 2018 2019 2020 2021 2022 2023
Vehicle Revenue Hours

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As shown in Figure 33, productivity was mostly around ten passengers per revenue hour before the pandemic, with the exception of 2018. Productivity decreased in 2021 during the pandemic but recovered back to nine passengers per revenue hour in 2022.

Figure 33 City of Shafter Dial-A-Ride Passengers Per Revenue Hour Source: National Transit Database (NTD), 2015-2023
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.

10.1 10.3

9.9 8.9

10.0 9.6

7.7 9.2 9.1

0.0 2.0

4.0 6.0

8.0 10.0

12.0 2015 2016 2017 2018 2019 2020 2021 2022 2023
Passsengers per Revenue Hour

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Figure 34 shows the operation and maintenance (O&M) costs for Shafter Dial-A-Ride, which are not adjusted for inflation. Between 2015 and 2023, O&M costs were trending upwards.

Costs dropped between 2019 and 2020 and have increased since. Costs in 2023 were the highest in the last nine years of service.

Figure 34 City of Shafter Dial-A-Ride Operation and Maintenance (O&M) Cost Source: National Transit Database (NTD), 2015-2023
$268,459 $264,595 $270,316
$306,019
$325,476
$299,462
$320,865
$339,570
$409,807
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
2015 2016 2017 2018 2019 2020 2021 2022 2023
Operating Expense

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As shown in Figure 35, Shafter Dial-A-Ride O&M costs per trip increased significantly after 2020. Cost per trip has decreased slightly since 2021. In 2023, the O&M cost per trip was 130% higher than pre-pandemic costs, using 2019 as a baseline.

Figure 35 City of Shafter Dial-A-Ride O&M Cost per Trip Source: National Transit Database (NTD), 2015-2023
$10 $9 $9 $9 $10
$13
$25
$23 $23
$0
$5
$10
$15
$20
$25
$30
2015 2016 2017 2018 2019 2020 2021 2022 2023
Expense per Passenger Trip

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Figure 36 shows the O&M cost per revenue hour for Shafter Dial-A-Ride. Similar to the cost per trip rates, the cost per revenue hour for Shafter Dial-A-Ride increased significantly in 2020 and 2021, and then mostly leveled off. O&M cost per revenue hour peaked in 2023 due to higher costs and reduced revenue hours.

Figure 36 City of Shafter Dial-A-Ride O&M Cost per Revenue Hour Source: National Transit Database (NTD), 2015-2023
$96 $92 $87 $82
$96
$128
$195
$210 $211
$0
$50
$100
$150
$200
$250
2015 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 37 shows the farebox recovery for Shafter Dial-A-Ride.

Shafter Dial-A-Ride’s farebox recovery ratio decreased significantly in 2021, with a slight but uneven increase in 2022 and 2023.

Figure 37 City of Shafter Dial-A-Ride Farebox Recovery
Source: National Transit Database (NTD), 2015-2022; State Controller Report, 2023 9%
11%
10%
11%
11%
10%
5%
7%
6%
0%
2%
4%
6%
8%
10%
12%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Farebox Recovery

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CURRENT PERFORMANCE
System Ridership
Using February 2025 as a representative month of recent system ridership, Shafter Dial-ARide had 1,739 total riders across the month. As described in Figure 38, regular fare riders account for most of the ridership, followed by seniors and youth. Outer city area riders, who are riders using the outer city pickup locations in Gossamer Grove, Wonderful Industrial Park, and Shafter Cemetery, account for the smallest portion of ridership, with an average of one rider per day. Across all ridership categories and service days, the average daily ridership in February 2025 was 75 riders per day. Since May 2025, ridership is up to about 120 passengers per day, likely due to the community becoming aware of free fares.

Figure 38 City of Shafter System Ridership
Regular Seniors
People
with
Disabilities Youth Children
Outer City
Area
Riders All Riders
Total
Monthly
Ridership
1,063 350 36 186 72 32 1,739
Daily
Average
Ridership
46 15 2 8 3 1 75
Source: City of Shafter, February 2025
Ridership by day of week is shown in Figure 39. On weekdays, the system averages 78 riders, while on Saturday, the system averages 25 riders. Ridership across the fare categories is higher on weekdays than Saturdays. Regular riders, the largest share of ridership, have the highest average daily ridership on Tuesdays and Wednesdays. Average daily ridership is fairly consistent across weekdays for the other fare categories.

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Figure 39 City of Shafter Average Daily Ridership by Day of Service, February 2025 Note: Outer city area riders are passengers on the limited service at the outskirts of Shafter city limits to Gossamer Grove, Wonderful Industrial Park, and Shafter Cemetery.

Source: City of Shafter, February 2025
Productivity
For local service such as the Shafter 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, Shafter Dial-A-Ride’s passengers per revenue hour for weekday service is 11.9. For Saturday service, passengers per revenue hour is 14.8. Compared to the historical trends for passengers per revenue hour, Shafter Dial-ARide productivity is trending upwards and is slightly higher than previous years.

On-Time Performance
The City of Shafter does not collect on-time performance data. 48 60 61
46 46
17 18 18 18
13 21
5 0.3
4 2 1 1 1
7 10 10 10 11
1 6
4 3 4 3 1 2 2 2 1 2
0 0
10 20
30 40
50 60
70 Monday Tuesday Wednesday Thursday Friday Saturday
Average Daily Ridership
Day of Service
Regular Seniors People with Disabilities Youth Children Outer City Area Riders

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TRANSFERS TO OTHER PROVIDERS
Riders on the City of Shafter’s Dial-A-Ride can make transfers to Kern Transit Route 110 at bus stops located at Stringham Park and on Lerdo Highway at Beech Avenue.

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 40, the northwest area of the City of Shafter has the highest transit demand. This area is served by Dial-A-Ride service as well as Kern Transit fixed-route service, meeting geographical coverage needs. The rest of the city has relatively low demand for transit, with slightly higher demand associated in the Gossamer Grove area. It should be noted that while the map shows demand extending beyond the northwestern part of the city limits and the Dial-A-Ride zone, this is an artifact of how the census defined the block groups. These areas are predominantly agricultural areas with limited population residing in them.

Figure 40 Transit Propensity in the City of Shafter
Source: ACS 2023 5-Year Estimates

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EXPENSES AND REVENUES
Expenses and revenue sources for the City of Shafter’s transit service are shown in Figure 41 and Figure 42. The City funds its transit service through a combination of passenger fare revenue, federal grants, and locally allocated city, county, and state funds. A deeper discussion of the City’s revenues and expenditures is included in the financial forecast provided in Chapter 10.

Figure 41 City of Shafter Transit Expenses - FY2022-2023 Category Amount
Operating Costs $409,807.00
Source: National Transit Database – Annual Agency Profile (2023) Figure 42 City of Shafter Transit Revenues - FY2022-2023 Category Amount
Passenger Fares $24,578.00
Federal Government $365,349.00
Local Government* $19,880.00
Total $409,807.00
*Includes County and State funds.

Source: National Transit Database – Annual Agency Profile (2023)

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FLEET AND FACILITIES
As of June 2025, Shafter Dial-A-Ride operates two cutaway buses and four vans in its fleet.

The entire fleet was purchased in FY2020 or later and all are within the agency’s useful life benchmark of seven years. One cutaway bus and van are currently broken and require repairs to be available for service. Maintenance is provided at the City’s Corporate Yard by City maintenance staff.

Figure 43 City of Shafter Transit Fleet Composition
Type Make Model Propulsion
Fiscal Year
Purchased
Mileage
(as of
06/30/2025) Condition
Cutaway
Bus Phoenix Zeus 400 Electric 2020 37,341 Good
Van Chrysler
Pacifica
Plug-In
Hybrid
Hybrid 2024 8,789 Good
Van Ford E-Transit
Shuttle/Van Electric 2024 10,832 Good
Van Ford E-Transit
Shuttle/Van Electric 2024 11,413 Good
Cutaway
Bus Phoenix Zeus 400 Electric 2021 45,027 Inoperable
Van Ford E-Transit
Shuttle/Van Electric 2024 3,537 Inoperable
Source: City of Shafter, 2025

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ZERO-EMISSION TRANSITION PLAN
The City of Shafter has almost fully transitioned their fleet to zero-emissions vehicles, with five of their six vehicles being fully electric and the sixth one being a plug-in hybrid. At present, there is no local vendor that can provide maintenance for electric vehicles. The City can perform many maintenance tasks, but some electric work specific to electric vehicles must be completed by a specialized mechanic in Los Angeles.

AGENCY INTERVIEWS
As part of the existing conditions assessment for this project, the consulting team interviewed City of Shafter staff in person the week of May 19, 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 Shafter?
 Effective service agreement in place with Kern Transit that provides service outside the city limits but allows City to maintain local control.  Strong community identity and trust is reflected in sense of safety and security.  Flexible staffing and cross-functional roles that are currently meeting capacity.  Received a grant for a new transit yard and facility.

Challenges and areas with possible room for improvements  Unreliable vehicles and no in-house or local mechanics to maintain electric vehicles.  Limited technology and outdated dispatching processes.

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KEY TAKEAWAYS
 Span of service is limited. Service on weekdays operates from 7:30 a.m. to 4:15 p.m. Service on Saturdays operates from 9 a.m. to 3 p.m.  In February 2025, the majority of the ridership was within the city limits, with a small share of riders (2%) taking the service to outer city areas.  Weekday ridership is higher than on Saturdays. There is an average of 78 riders per weekday, while on Saturdays it is 25.
 In February 2025, the City of Shafter’s passengers per revenue hour was 11.9 for weekday service and 14.8 for Saturday service. Notably, Saturday is more productive than weekdays, despite lower ridership. Compared to the historical trends, Shafter’s productivity is trending upwards.
 As described by historical trends, the pandemic significantly impacted ridership and productivity. Operation and maintenance costs also increased following the pandemic, with the highest costs in the last nine years occurring in 2023.

Operations and maintenance costs normalized by trip and revenue hour are both higher than before the pandemic.
 The City of Shafter has almost fully transitioned their fleet to zero-emissions vehicles, with five of their six vehicles being fully electric and the sixth one being a hybrid. They are one of the few agencies examined in this report to have done so.

The zero-emissions vehicles have reliability issues that have required extended repairs.
 Nelson\Nygaard’s transit need analysis shows the northwest area of the City of Shafter has the highest transit demand, which is served by Dial-A-Ride service as well as Kern Transit fixed-route service. The rest of the city has relatively low demand for transit, with slightly higher demand associated in the Gossamer Grove area. 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 Shafter.

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.

Shafter Recommendations
Service recommendations for the City of Shafter include partnering with the Richland and Kern High School Districts to provide additional service to students in the area. The plan recommended the City make transitioning the fleet to ADA-accessible vehicles a top priority in the next few years. The top two service improvements requested by passengers from the

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onboard survey were “weekend service” and “later evening service,” which were identified as ways to make transit service more attractive and useful. The plan also recommended the city establish a more efficient system for serving areas outside of the core of the city.

SHAFTER 2016 TRANSIT DEVELOPMENT
PLAN
The Shafter 2016 Transit Development Plan assessed the performance of existing public transit services within the City of Shafter as well as adjacent unincorporated areas, recommended sustainable enhancements, identified capital needs in the short term, and provided an assessment of the Highway 43 corridor.

There were administrative, operations, capital/operations, and capital recommendations identified in the plan along with a capital plan to identify funding. Recommendations are listed in the table on the next page.

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Figure 44 Recommendations from Shafter 2016 Transit Development Plan Category Recommendation Implementation Update
Administrative Implement a 24-hour advance
reservation system.

Not implemented– on-demand service
remains, with no 24-hour reservations.

Adopt a formal transit service policy. Implemented – Shafter has developed a formal fare policy for children riding DialA-Ride DAR service.

Develop and implement marketing
plan.

Somewhat implemented – No formal
marketing plan but the City has updated
the website and has rolled out social
media and automated text
communications.

Fare increases. Implemented – fares have increased
from $1 for a general public Dial-A-Ride
fare to $1.50.

Adopt and enforce formal carry-on bag
policy.

In Progress – the City is exploring a new
policy.

Operations Create a dispatcher position. Implemented – There is now a full-time dispatcher.

Trial Saturday service. Implemented – Shafter offers Saturday service from 9 a.m. to 3 p.m.

Extend weekday service. Partially Implemented – weekday transit hours remain the same, but there are
now three drivers during morning peak
hours.

Capital/Operations Develop and implement an active
transportation policy.

No update – unknown if implemented.

Capital Bus Stop Amenities. Partially Implemented – a new bus shelter was installed at the Stringham
Park bus stop.

Source: Shafter 2016 Transit Development Plan

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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 Shafter TDP reflects the input and priorities of Shafter residents. This chapter summarizes the project team’s work with Kern COG and Shafter city staff to conduct and advertise outreach events and 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 Shafter 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 Shafter 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 planning processes to the public and collect feedback to inform draft recommendations for each transit agency. A countywide survey was administered to gather feedback on transportation needs and challenges.

The project team conducted outreach in Shafter on June 24, 2025, riding the Shafter Dial-A-Ride vehicle and stopping by the Shafter Senior Center. The bilingual (English and Spanish) survey also available online for three weeks. During the outreach activities, bilingual outreach staff (fluent in both English and Spanish) connected with approximately 50 community members. Outreach staff administered a survey on board vehicles and at the senior center. Some individuals 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 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 SHAFTER SURVEY RESULTS
Twenty-six individuals responded to the countywide survey and indicated they most frequently rode Shafter Dial-A-Ride. This is a relatively small sample size and may not be representative of all Dial-A-Ride users. The intent of the survey was to identify broad concerns and help inform the development of draft recommendations.

The results from these individuals are summarized in this section and are supplemented with feedback received from riders who did not want to take the survey but still engaged with our outreach staff.

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Rider Satisfaction
As shown in Figure 45, there is a somewhat even split on rider satisfaction, with 46% of respondents feeling very or somewhat happy, and 42% being somewhat or very unhappy.

Net satisfaction, computed by subtracting the percentage of somewhat unhappy and very unhappy respondents from the percentage of very happy and somewhat happy respondents, is 4%, indicates a slightly positive overall satisfaction with Shafter Dial-A-Ride, by a very thin margin.

Figure 45 Are you happy or not happy with the transit service you ride the most? (N = 26) Source: Kern County Public Transportation Survey, July 2025 23% 23%
12%
15%
27%
0%
5%
10%
15%
20%
25%
30%
Very happy Somewhat happy Neither happy nor
unhappy
Somewhat
unhappy
Very unhappy

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Transit Concerns and Improvements
As shown in Figure 46, the most frequently reported concern was “transit does not run when I need it to” (65% of respondents, 17 respondents). The next most frequently reported concerns were “it is uncomfortable to wait for the bus” (54% of respondents, 14 respondents) and “buses are not reliable (on time)” (50% of respondents, 13 respondents).

The three write-in comments on concerns with Shafter Dial-A-Ride were:
 “Does not arrive when necessary” (said by two different respondents)  “I am 94 and it is very difficult for me”
Figure 46 What are your biggest concerns with the transit service you ride the most? (Select all that apply) (N = 26)
Source: Kern County Public Transportation Survey, July 2025 65%
54%
50%
38%
38%
35%
31%
27%
27%
19%
19%
15%
12%
0% 10% 20% 30% 40% 50% 60% 70%
Transit does not run when I need it to
It is uncomfortable to wait for the bus
Buses are not reliable (on time)
Transit does not go to where I need it to
It takes too long to get to where I am going
I need to travel with a stroller, groceries, bicycle,
or other bulky items
I have a disability or health condition that makes
riding transit difficult
It is uncomfortable to ride the bus
Distance to the bus stop is too far
I do not know how to use the transit system in
my community
It is too expensive
I have no concerns
Other

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Respondents were asked an optional, open-ended question about what improvements to transportation would help them, as well as if they had any other suggestions or comments.

The question received 12 written responses.

Requested improvements from the 12 respondents included:
 A bus service for only seniors (eight respondents)
 Punctuality and knowing what time the vehicle will be there (four respondents)  More drivers and buses (one respondent)
During the in-person outreach conducted on June 24, outreach staff were also able to gather feedback from riders that declined to take the survey. These riders noted the need for later service and a dedicated senior transportation service.

Demographics
Respondents were asked to fill out anonymous, optional demographic information on age, zip code, race and ethnicity, and household income. Below are the demographic results for respondents who in Shafter.

Age
As shown in Figure 47, out of the 26 respondents, 69% were older adults age 65 years and older (18 respondents). The next most frequent population was adults age 25 to 64 years old at 31% of respondents (six respondents). Young adults age 18 to 24 years old made up the smallest portion of respondents for Shafter Dial-A-Ride, at one response (4% of respondents). Two respondents (8% of respondents) were youth 17 years old or younger.

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Figure 47 What is your age? (Optional) (N = 26)
Source: Kern County Public Transportation Survey, July 2025 8%
4%
19%
69%
0%
10%
20%
30%
40%
50%
60%
70%
80%
17 years old or younger 18 to 24 years old 25 to 64 years old 65 years old or older

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Race and Ethnicity
As shown in Figure 48, out of the 26 respondents, 88% identified as Hispanic, Latino, Latina, or Latine (23 respondents). The next most frequent population identified as White at 15% of respondents (4 respondents). Respondents were encouraged to include all races/ethnicities which they identify with.

Figure 48 Which of the following races/ethnicities do you identify with? (Select all that apply) (Optional) (N = 26)
Source: Kern County Public Transportation Survey, July 2025 4%
0% 0%
88%
0% 0%
15%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
American
Indian, Alaska
Native, or
Indigenous
East Asian Black or
African
American
Hispanic,
Latino, Latina,
or Latine
Native
Hawaiian or
Pacific
Islander
South Asian White

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Household Income
Figure 49 shows the 20 responses to the question about combined household income. Out of the 20 responses, 90% have a combined household income of fewer than $50,000 (18 respondents). The next most frequent response was 5% of respondents with a combined household income of $50,000 to $99,999 and 5% of respondents with a combined household income of $100,000 to $149,999 (1 respondent each). No respondents reported an annual household income greater than $150,000.

Figure 49 What is the approximate combined income for your household? (Optional) (N = 20) Source: Kern County Public Transportation Survey, July 2025 90%
5% 5%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Fewer than
$50,000
$50,000 to
$99,999
$100,000 to
$149,999
$150,000 to
$199,000
$200,000 or
greater

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KEY TAKEAWAYS
Overall, Shafter transit riders are split in their opinions of the service provided, with about half saying they are satisfied and half saying they are not satisfied. Riders raised concerns about service hours, poor reliability4
, and waiting for transit being uncomfortable. There was also a request for a mobility service specifically for seniors.

Themes
Later Service: Service ends too early for some residents.

Uncomfortable: Waiting for transit is not pleasant.

Not Reliable: Buses do not arrive on-time.

Dedicated Senior Service: Interest in a vehicle focused on seniors’ needs. 4 Some of the poor reliability issues may stem from operational challenges unique to Shafter Dial-A-Ride, such as railroad crossings bisecting the town, high volumes of students during peak times, and long travel times (as much as 45 minutes) to provide service to Gossamer Grove and back to Shafter.

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7 RECOMMENDATIONS
Recommendations are specific actions that the City of Shafter 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 agency staff, and industry best practices. These recommendations were discussed with the City of Shafter 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 in 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, longer Saturday service) and enhance access to transit by improving connectivity in Shafter 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, and monitor system performance.  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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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,5 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:
 Resiliency of fleet
 Resiliency of facilities
 Financial sustainability/resiliency
 Emergency preparedness resiliency
5 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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 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 15 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 Shafter should develop an emergency preparedness plan if one is not already developed. This plan 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 the city.

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 span of service, improve transit access, and increase connectivity to regional destinations. The service expansion recommendations should be considered conceptual planning tools and implemented only after evaluating ridership trends, population growth, school transportation demand, and regional employment patterns.

Number Recommendation Description Responsibility for
Implementation
Cost
S-1 Pilot Extended Weekday Service Extend weekday service into the evening Shafter $130,000Nine months
S-2 Pilot Extended Saturday Service Extend Saturday service into the evening Shafter $10,000Six months
S-3 Pilot Sunday Service Implement Sunday service for at least six hours daily Shafter $30,000Six months
S-4
Improve Kern Transit
Connectivity to Destinations
Outside Shafter
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 Coordinate Senior
Transportation
Work with Wasco, McFarland, 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
S-6 Add Kern Transit Stops Coordinate with Kern Transit to add two stop locations to Route 110
Shafter lead, Kern
Transit support Minimal cost to agency

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S-1 Pilot Extended Weekday Service
Currently, Shafter Dial-A-Ride operates from 7:30 a.m. to 4:15 p.m. on weekdays. Based on the Phase One public survey, respondents specifically requested later weekday service.

The City of Shafter should extend weekday service by two hours as part of a pilot program, possibly expanding weekday service from 7:30 a.m. to 6 p.m.

The City may wish to expand the number of trips served to the outer city destinations (Mexican Colony/Smith’s Corner, North Kern (Shafter) Labor Camp, and Wonderful Industrial Park/Shafter Cemetery/Gossamer Grove) as part of this pilot.

Recognizing there are staffing challenges with implementing an extended weekday service pilot, some implementation options are:
 Staggering driver shift times. The City could explore if it would be appropriate to provide later evening service with fewer drivers. With staggered shifts for three drivers, one driver could start at 7:30 a.m. and end at 4:15 p.m. The second driver could start at 8:30 a.m. and end at 5:15 p.m. The third driver could start at 9:15 a.m. and end at 6 p.m.
− With this option, the City will need to monitor trip activity to determine if a reduced staff during the first and last two hours of service can meet trip demand.

If this is not feasible, continuing to pay overtime or hiring one or more part-time drivers may be necessary.
 A split shift for one or two of the drivers. Depending on ridership demand, one or two of the three drivers 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.

If extended weekday service is made permanent, the City of Shafter 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.

Guidance on conducting a pilot program is included on the next page.

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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-2 Pilot Extended Saturday Service
Currently, Shafter Dial-A-Ride operates from 9 a.m. to 3 p.m. on Saturdays. Based on the Phase One public survey, riders have specifically requested longer Saturday service spans.

The City should expand Saturday service to 5 p.m. or 6 p.m. as part of a pilot program.

Operating from 9 a.m. to 5 p.m. should be possible using one driver and should not require additional drivers or vehicles. This would minimize costs and allow for easier implementation.

The City should consider conducting the pilot during the summer months when ridership is higher to better evaluate the feasibility of later Saturday service.

Dispatching may 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.

S-3 Pilot Sunday Service
Currently, Shafter Dial-A-Ride does not operate on Sundays. In the Phase One public survey, riders noted transit does not run when they need it and requested additional weekend service.

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 on Sunday may still not be as high as

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

The City should pilot Sunday service with a minimum span of six hours as part of a pilot program (possibly 9 a.m. to 3 p.m.).

Possible implementation methods include:
 Overtime. Drivers could be asked to work a reduced schedule on Sunday 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 Sunday service and possibly extended weekday or Saturday service too (see Recommendations S-1 and S-2).
 Staggering driver workdays. If ridership is lower during a certain day of the week, the City could explore staggering driver schedule. For example, if Friday is a lower ridership day, the City could operate Friday service with one less driver and have the driver work Sunday through Thursday.

If the Sunday service is made permanent, the City of Shafter 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 a mechanic working on Sundays, 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 Shafter
In the Phase One public survey, respondents in Shafter noted transit does not run where it is needed. Alignment changes to Kern Transit Route 110, which serves Shafter, could be implemented to improve access to groceries, shopping, and employment in Shafter as well as the neighboring communities of Wasco, McFarland, and Delano.

Three potential alignment changes to Route 110 were developed by Nelson\Nygaard in consultation with the Cities of McFarland, Shafter, and Wasco as well as Kern Transit:
 Deviation in Delano to serve the Walmart (see proposed alignment in Figure 50)

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 Deviation in Wasco to serve the Walmart (see proposed alignment in Figure 51)  Deviation in Shafter to serve the Wonderful Industrial Park and Gossamer Grove (see proposed alignment in Figure 52)
6 The City of Shafter (with support from the Cities of Wasco and McFarland) should work with Kern Transit to explore 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.
6 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 50 Route 110 Deviation to Serve Delano Walmart

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Figure 51 Route 110 Deviation to Serve Wasco Walmart

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Figure 52 Route 110 Deviation to Serve Wonderful Industrial Park/Gossamer Grove S-5 Coordinate Senior Transportation
Older adults in Shafter have indicated that it is difficult to access local events, like the county fair, especially when they occur outside of the Shafter Dial-A-Ride service area. Older adults in Wasco have stated a similar need.

The City of Shafter should consider working with the Cities of McFarland and Wasco, 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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S-6 Increase Transit Access by Adding Kern Transit Stops Currently, Kern Transit Route 110 does not stop at the North Kern (Shafter) Labor Camp even though buses travel right by the complex. There are also only two sets of bus stops within Shafter, limiting walking access to bus stops and thus requiring transfers to or from Shafter Dial-A-Ride for first/last mile connectivity.

The City of Shafter should work with Kern Transit to evaluate the feasibility of adding bus stops to serve the North Kern (Shafter) Labor Camp. Central Valley Highway currently does not have a safe pedestrian environment for picking up and dropping off passengers on the street. However, improvements could be undertaken as part of a larger safety project at the nearby intersection of Central Valley Highway and Merced Avenue. This could include new sidewalks, a crosswalk, and a traffic signal. Implementing new stops at the labor camp would improve mobility for residents and could negate the need for Shafter Dial-A-Ride to provide service there. The City and Kern Transit should discuss the feasibility of this concept and determine next steps if there is a desire to implement it.

In addition to exploring new stops at the labor camp , the City should work with Kern Transit to evaluate the feasibility of adding a new pair of bus stops at the intersection of Central Valley Highway and Shafter Avenue. Adding these stops would improve fixedroute bus stop access to northern parts of Shafter and possibly reduce the number of first/last mile transfers on Shafter Dial-A-Ride. Potential stop locations (with sidewalk) are shown in the image below.

Figure 53 Potential Locations for Stops in Shafter

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OPERATIONS RECOMMENDATIONS
There are nine operational/strategic 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 Transition to Electronic Record
Keeping
Use an Excel spreadsheet or other
electronic system to track data Shafter Minimal cost to agency O-2 Jointly Procure New
Dispatching Software
Study feasibility of jointly procuring
dispatching software with Kern COG
Kern COG lead,
Shafter and other
agencies support
Further Study Needed
O-3 Coordinate Student
Transportation
Coordinate with school district to
identify solutions for student
transportation
Shafter Further Study Needed
O-4 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,
Shafter and other
agencies support
Further Study Needed
O-5 Establish Countywide Grant
Resource Program
Establish a grant resource program
with Kern COG to centralize
information and opportunities on grant
funding
Kern COG lead,
Shafter and other
agencies support
Further Study Needed,
but could be minimal cost
O-6 Conduct Rail Crossing Delay
Study
Examine impact of at-grade rail
crossing on transit reliability Shafter Further Study Needed O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
McFarland
Work with the Cities of Wasco and
McFarland to explore a shared
dispatcher position(s) and/or a shared
Transit Coordinator position(s) for the
three cities
Shafter, McFarland,
Wasco Further Study Needed

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Number Recommendation Description Responsibility for
Implementation
Cost
O-8 Notify Riders of Late Trips Notify riders if Dial-A-Ride pickup is late Shafter Minimal cost to agency
O-9
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Investigate the possibility of sharing
maintenance resources for Dial-A-Ride
Kern COG lead, Shafter
and other agencies
support
Further Study Needed
: Denotes a recommendation that supports agency resiliency

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O-1 Transition to Electronic Record Keeping
The City of Shafter 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 or dispatcher is working that day, they could be responsible for logging the data rather than the driver. Dispatching software (Recommendation O-2) 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-2 Jointly Procure New Dispatching Software
The City of Shafter does not currently use dispatching software. In conversations with the City of Shafter and other agencies in Kern County, there is interest in exploring a joint procurement to acquire demand-response transit dispatching software.

The City of Shafter 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 Shafter, using dispatching software will make pickups and drop-offs more efficient while making electronic record keeping and compliance reporting easier, eliminating the manual data entry the City currently does. Key performance metrics and service data can also 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.

O-3 Coordinate Student Transportation
Currently, local students often use Shafter Dial-A-Ride to get to and from school, resulting in capacity constraints during certain times of day. School buses are only available for students

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who live outside the city limits and the Shafter school district does not provide any financial assistance to Shafter Dial-A-Ride.

The City should coordinate with the Shafter school district to address capacity issues during peak times. This could involve a cost-sharing agreement between the Shafter school district and the City, the school district providing bus service within the City of Shafter, or another solution. The primary goal is to open dialogue and begin discussing solutions that will benefit all parties. Before opening dialogue, the City should identify:
 Which schools are creating the highest demand
 The specific times that student demand is peaking
 If high student demand occurs daily or only on certain days O-4 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 and 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 Shafter, expressed interest in establishing a countywide driver training program.

The City of Shafter 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

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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 associated costs, further reducing costs to the participating agencies.

O-5 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 Shafter, 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 grants two Grant Finder licenses to each member agency.

The City of Shafter 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 and 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-6 Conduct Rail Crossing Delay Study
The railroad tracks which divide Shafter currently do not have any grade separated crossings, introducing delays for both transit and other vehicles. This rail corridor supports both freight and passenger services, and the crossings in Shafter see an average of 27 trains per day according to the Federal Railroad Administration.7 The City has expressed concerns about the trains impacting transit service reliability and creating mobility issues in general (e.g., delayed emergency response times) with the lack of a grade-separated crossing. 7 Crossing Inventory Listing (8.01/8.08)

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The City should conduct a rail crossing delay study to analyze when delays occur and how much delay train crossings cause to transit vehicles. This study can be completed inhouse or by a consulting firm. Collecting this information will allow the City to have an educated discussion with Caltrans and Kern COG to evaluate the feasibility of gradeseparating one or more of the rail crossings in town. Results from this study can help the City make a compelling argument for how trains are impacting mobility in their community and also help with potential grant applications. This study should be considered prerequisite due diligence before proceeding with a complex, capital-intensive infrastructure project.

O-7 Investigate a Shared Dispatcher and/or Transit
Coordinator Position with Wasco and McFarland
The City of Shafter has a dedicated dispatcher for Dial-A-Ride service, as does the City of Wasco. The City of McFarland currently lacks a dedicated dispatcher, so the driver handles ride requests.

The City of Shafter should investigate using shared dispatching staff with the Cities of Wasco and McFarland. 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, lowering costs for everyone.

This recommendation would require further discussion/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-2) 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 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 Shafter should also investigate using shared transit coordinator staff with the Cities of McFarland and Wasco. 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

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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 Notify Riders of Late Trips
Currently, customers are not told if the vehicle picking them up is arriving late. Feedback from the public in the Phase One public survey has indicated reliability of transit service is a frequent concern.

The City should develop a policy to notify passengers if their trip is late. This recommendation would be easier to implement if electronic recordkeeping (Recommendation O-1) is already implemented first so that the information is available to the dispatcher. However, new dispatching software (Recommendation O-2) would be ideal. If a large number of trips are late, further investigation should be done to identify and correct the root causes of late trips (e.g., demand exceeds capacity, riders not ready, dispatching practices need to be adjusted).

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O-9 Explore Opportunities to Share Zero-Emissions
Vehicle Maintenance Expertise
Currently, the City of Shafter can perform some vehicle maintenance in-house. However, more specialized electrical vehicle work requires a mechanic outside of Shafter, usually from Los Angeles. This results in high costs to perform the maintenance and long delays getting vehicles back 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 Shafter 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 Shafter is eligible for state 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
Shafter 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
Shafter 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.

Shafter Minimal cost to agency
A-4 Update Farebox Recovery
Compliance Policy
Develop strategy when new guidance
is released to remain compliant Shafter 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
Shafter Minimal cost to agency
A-6 Allow Advance Reservations Allow trips to be reserved 24 hours in advance for all trips Shafter Minimal cost to agency

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Number Recommendation Description Responsibility for
Implementation Cost
A-7 Create a Zero-Emissions Fleet
Resiliency Plan
Develop a zero-emission resiliency
plan to identify ways to improve the
resiliency of vehicle operations with a
zero-emissions fleet
Shafter $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 Shafter does not track performance data, such as on-time performance, missed trips, or trip denials. Many riders have stated that buses are not reliable in the Phase One public survey. 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 Shafter 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 Recommendation O-1 (transition to electronic record keeping) first, because this recommendation will establish the recordkeeping structure necessary to successfully implement Recommendation A-1. Tracking on-time performance should be a priority, as late arrivals have been a source of complaints in the public survey.

A-2 Promote Vanpool/Carpool Use
Vanpools and carpools8 are great options for workers and students who commute outside of Shafter beyond the service area of Shafter 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.

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

The City of Shafter should work to raise awareness of vanpool and carpool matching options with an informational brochure encouraging their use. The City of Shafter, Kern Transit, and Kern COG should work together to conduct outreach with major employers and encourage employer-sponsored subsidies to increase use.

With significant residential and industrial growth planned in Shafter, including along Lerdo Highway, at Gossamer Grove, and within the Wonderful Industrial Park, vanpools and carpools can help meet rising travel demand without requiring substantial expansion of DialA-Ride service. This is especially valuable for employment trips, where work schedules often 8 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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do not align with fixed-route transit schedules. Engaging employers, particularly in industrial areas, will be critical to increasing awareness and participation, while also supporting workforce recruitment and retention.

This recommendation should be paired with Recommendation A-3, which improves customer communications.

A-3 Improve Customer Communication and Website
The City of Shafter’s transit website provides basic information on Dial-A-Ride services but it is difficult to navigate, has missing or outdated information, and uses confusing terminology.

The City of Shafter 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 their potential transportation options, beyond just Shafter Dial-A-Ride.

The following information be updated or included on the website:
 Remove references to fixed-route service being provided by the City of Shafter to outer city locations. Fixed-route service is typically understood to be a transit route that operates on a fixed alignment (with designated stops) and a set schedule.

Calling the outer city service fixed route may be confusing to potential transit riders.

It would be simpler and less confusing to say the outer city service is operated as an extension of the Dial-A-Ride service four times daily.
 Show a system map indicating all the outer city locations that are served. The Mexican Colony, Smith’s Corner, and North Kern Labor Camp map is posted online, but is buried in a hyperlink. The Gossamer Grove and Wonderful Industrial Park maps show the street network but do not provide a frame of reference to the viewer of where in Shafter these locations 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 Route 110 and 115 brochure that is out of date.

Route 115 is no longer operated and the schedule for Route 110 is not current. A link should be provided to the current Route 110 schedule, along with a description of where the bus stops are in Shafter.
 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. Information developed as part of Recommendation A-2 should be posted on the website.

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 Rider Code of Conduct. Information developed as part of Recommendation A-5 should be posted to the website.
 Optionally, a bilingual brochure on how to ride Shafter Dial-A-Ride. How-to-ride 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 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 Shafter should develop a communications plan to let riders know of any service disruptions (e.g., no service, reduced service) if one is not already in place. This can include text notifications, posts on social media and the agency website, and changing the voicemail when riders call. The City of Shafter 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
There is currently a 10% farebox recovery standard set by the state, which has been suspended since 2020. 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 Shafter 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 Shafter 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.

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A-6 Allow Advance Reservations
Shafter 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 drivers are overbooked. In the Phase One survey, riders noted that transit is not reliable and buses do not arrive on time.

The City of Shafter should investigate transitioning all trips to be reserved up to 24 hours in advance. Implementing this change would allow riders to have greater certainty with planning their travels. 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 O-1 (transition to electronic recordkeeping) and O-2 (jointly procure new dispatching software).

This would give the system the capacity to manage scheduled trips and a tool to keep track of any reserved trips.

A-7 Create a Zero-Emission Fleet Resiliency Plan
The City of Shafter has transitioned almost its entire fleet to zero-emission vehicles in accordance with its Zero-Emission Vehicle Transition Plan. The City has expressed concerns about the transition, particularly regarding zero-emission vehicles’ reliability and the lack of qualified mechanics compared to internal-combustion vehicles, resulting in long periods out of service.

The City of Shafter should work to develop a Zero-Emission Vehicle Resiliency Plan, either in-house or with a consultant. This Zero-Emissions Vehicle Resiliency Plan would provide a plan for dealing with some of the vehicle resiliency issues the City is experiencing.

For example, the plan can help identify ways to prevent and deal with unexpected vehicle breakdowns. This can include working to secure additional spare combustible/hybrid vehicles, strengthening preventative maintenance checks, working to build in-house expertise for zero-emissions vehicle repairs, or possibly some other option.

A well-prepared Zero-Emissions Vehicle Resiliency Plan can help ensure reliable service for riders during equipment failures or any other events which can disrupt service.

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CAPITAL RECOMMENDATIONS
There are three capital recommendations, focused on improving pedestrian access to transit and investing in transit facilities.

Number Recommendation Description Responsibility for
Implementation Cost
C-1 Continue to Fill Gaps in
Sidewalk Network
Continue filling in gaps in the sidewalk
network to provide safe access to
transit facilities
Shafter Further Study Needed
C-2 Add Bus Stop Amenities
Add amenities, such as benches and
shelters, to existing Kern Transit stops
and high ridership Shafter Dial-A-Ride
locations
Shafter lead, Kern
Transit support Further Study Needed
C-3 Continue Development of New
Transit Facility
Continue development of new transit
facility to allow for fleet expansion and
vehicle maintenance
Shafter To be determined by City
- Still in Planning/Design
: Denotes a recommendation that supports agency resiliency

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C-1 Continue to Fill Gaps in Sidewalk Network
The Shafter sidewalk network has notable gaps near Kern Transit stop locations 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 Shafter 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.

C-2 Add Bus Stop Amenities
Based on feedback from the Phase One outreach survey, riders noted that it is uncomfortable to wait for the bus. Not all bus stops in Shafter currently have a bus shelter.

The City of Shafter should coordinate with Kern Transit to add amenities, such as benches and shelters, at the East Lerdo Highway at Beech Avenue stops. The City should also explore adding amenities at the highest ridership Dial-A-Ride locations to increase comfort for passengers using Shafter Dial-A-Ride as well. Basic stop amenities can make waiting for transit much more pleasant, increasing ridership and customer satisfaction.

C-3 Continue Development of New Transit Facility
The current transit storage facility has limited space for vehicle storage and maintenance. City staff have stated there is a need for a new transit facility. The City of Shafter has identified a potential site for a new maintenance and storage yard. No passenger facilities are envisioned initially since the site is located in an industrial area, but the City has indicated the site can be transformed into a transit hub if land uses surrounding the site change.

The City of Shafter should continue planning and development of the new transit facility and work to secure funding to plan and 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 make it easier to provide maintenance.

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8 PHASE TWO PUBLIC

OUTREACH
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 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 Shafter in late October and an online survey.

SHAFTER VIRTUAL PUBLIC MEETING
The consulting team partnered with City staff to hold a virtual public meeting on Monday, October 20, 2025, at 5:30 p.m. The meeting was hosted on Zoom. The City’s outreach and promotion efforts for this meeting, included posting the meeting flyer on all City social media accounts and on City transit vehicles, and verbally notifying all passengers when they were picked up.

Nelson\Nygaard staff presented six proposed transit improvements, including later weekday service, later Saturday service, new Sunday service, advance trip reservations, and two Kern Transit Route 110 alignment changes to serve the Wonderful Industrial Park in Shafter and the Wasco 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.

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Although no community members attended the live meeting, outreach efforts leading up to the event provided residents with multiple ways to review proposed improvements and complete a bilingual survey to share feedback.

PHASE TWO SURVEY
A virtual survey was administered as part of Phase Two outreach and was open for almost four weeks, from October 15 to November 7. The City’s outreach and promotion efforts for the survey included posting on all City social media accounts and on City transit vehicles, and verbally notifying all passengers when they were picked up.

The intent of the survey 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, 32 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. Most respondents (19 respondents) ride Shafter Dial-A-Ride, while about 28% of respondents (9 respondents) ride Kern Transit. Twelve respondents said they do not ride either transit option (Figure 54).

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Figure 54 Do you normally ride the following? (N = 32)
Source: Shafter Transit Improvements Survey, October - November 2025 Opinions on Improvements
The survey provided a short description of six proposed improvements, which are introduced here and described further in the recommendations chapter (Chapter 7). Respondents were asked if the improvement would benefit them, their family, or their neighbors. The answer choices were: (1) yes, (2) no, or (3) not sure. The questions were not required, so some improvements received more feedback than others.

Overall, respondents were mixed on whether the improvements would benefit them, their families, or their neighbors. For improvements one through three, most respondents said the proposed improvements would not be beneficial, with many respondents also saying they were not sure. Improvements four through six had more support from respondents, with only one respondent for each improvement responding they were not sure. Figure 55 summarizes the results for the six questions. Further analysis and detail on each of the six improvements is included on subsequent pages.
59%
28%
38%
Shafter Transit Kern Transit None of the above
0%
10%
20%
30%
40%
50%
60%
70%

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Figure 55 Summary of Responses to Questions on Benefits of Improvements Improvement Number of “Yes”
Responses
Number of “No”
Responses
Number of “Not Sure”
Responses
Improvement #1: Later
Weekday Service
6 (26%) 10 (43%) 7 (30%)
Improvement #2: Later
Saturday Service
5 (22%) 12 (52%) 6 (26%)
Improvement #3: New
Sunday Service
4 (18%) 16 (73%) 2 (9%)
Improvement #4:

Advance Reservations
16 (73%) 5 (23%) 1 (5%)
Improvement #5: Kern
Transit Route 110 to
Wonderful Industrial
Park/Gossamer Grove
15 (68%) 6 (27%) 1 (5%)
Improvement #6: Kern
Transit Route 110 to
Wasco Walmart
13 (59%) 8 (36%) 1 (5%)
Source: Shafter Transit Improvements Survey, October - November 2025

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Improvement #1: Later Weekday Service
Currently, Shafter Dial-A-Ride operates on weekdays from 7:30 a.m. to 4 p.m. Improvement #1 proposes extending weekday service to 6 p.m.

About 43% of respondents (10 respondents) said the improvement would not be beneficial for them, their families, or their neighbors. The second most common answer was “not sure,” representing 30% of responses (7 respondents). Out of 23 responses, six respondents said the improvement would be beneficial. (Figure 56).

Figure 56 Would Improvement #1 benefit you, your family, or your neighbors? (N = 23) Source: Shafter Transit Improvements Survey, October - November 2025 26%
43%
30%
Yes No Not sure
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Improvement #1: Later Weekday Service

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Improvement #2: Later Saturday Service
Currently, Shafter Dial-A-Ride operates on Saturdays from 9 a.m. to 3 p.m. Improvement #2 proposes extending weekend service to 5 or 6 p.m.

Similar to Improvement #1, the most common response was that Improvement #2 would not be beneficial for respondents (12 respondents). Six respondents said they were not sure if the improvement would be beneficial, while five respondents said the improvement would be beneficial (Figure 57).

Figure 57 Would Improvement #2 benefit you, your family, or your neighbors? (N = 23) Source: Shafter Transit Improvements Survey, October - November 2025 22%
52%
26%
Yes No Not sure
0%
10%
20%
30%
40%
50%
60%
Improvement #2: Later Saturday Service

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Improvement #3: New Sunday Service
Shafter Dial-A-Ride does not currently operate on Sundays. Improvement #3 would implement Sunday service from 9 a.m. to 3 p.m.

Respondents supported Improvement #3 the least out of all of the improvements, with 73% of respondents saying the proposed changes would not be beneficial for them (16 respondents). Out of 22 responses, only four respondents said the improvement would be beneficial, and two respondents said they were not sure (Figure 58).

Figure 58 Would Improvement #3 benefit you, your family, or your neighbors? (N = 22) Source: Shafter Transit Improvements Survey, October - November 2025 18%
73%
9%
Yes No Not sure
0%
10%
20%
30%
40%
50%
60%
70%
80%
Improvement #3: New Sunday Service

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Improvement #4: Advance Reservations
Currently, Shafter Dial-A-Ride operates on a first-come-first served basis. Riders call in to book a ride when they are ready to travel. This improvement would require advance reservations for all trips. Trips must be booked the day before travel. Same day service may be available but would not be guaranteed.

Improvement #4 received the most support of all the proposed improvements. Most respondents (16 respondents) said Improvement #4 would benefit them, their families, or their neighbors. Five respondents said the improvement would not be beneficial, and only one respondent said they were not sure (Figure 59).

Figure 59 Would Improvement #4 benefit you, your family, or your neighbors? (N = 22) Source: Shafter Transit Improvements Survey, October - November 2025 73%
23%
5%
Yes No Not sure
0%
10%
20%
30%
40%
50%
60%
70%
80%
Improvement #4: Advance Reservations

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Improvement #5: Kern Transit Route 110 to Wonderful Industrial Park and Gossamer Grove
Improvement #5 would change the alignment of Kern Transit Route 110 to serve Wonderful Industrial Park and Gossamer Grove. The route would operate along Santa Fe Way/Central Valley Highway and 7th Standard Road.

Most respondents (15 respondents) said the improvement would benefit them, their families, or their neighbors. Six respondents, representing 27% of respondents, said the improvement would not be beneficial for them. One respondent said they were not sure (Figure 60).

Figure 60 Would Improvement #5 benefit you, your family, or your neighbors? (N = 22) Source: Shafter Transit Improvements Survey, October - November 2025 68%
27%
5%
Yes No Not sure
0%
10%
20%
30%
40%
50%
60%
70%
80%
Improvement #5: Kern Transit Route 110 to Wonderful Industrial Park and Gossamer Grove

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Improvement #6: Kern Transit Route 110 to Wasco Walmart This improvement would shift the alignment of Kern Transit Route 110 in Wasco to serve the Wasco Walmart. The route would serve the existing stop at Wasco City Hall before continuing onto 7th Street and Central Avenue to Walmart.

Most respondents (13 respondents) said the improvement would be beneficial for them.

Eight respondents, representing 36% of respondents, said the improvement would not be beneficial for them, their families, or their neighbors. Only one respondent said they were not sure if the improvement would be beneficial (Figure 61).

Figure 61 Would Improvement #6 benefit you, your family, or your neighbors? (N = 22) Source: Shafter Transit Improvements Survey, October - November 2025 59%
36%
5%
Yes No Not sure
0%
10%
20%
30%
40%
50%
60%
70%
Improvement #6: Kern Transit Route 110 to Wasco Walmart

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Prioritization of Improvements
Respondents were asked to rank the improvements in the order in which they think they should be implemented, with 1st being highest priority. Responses to this question helped the consulting team prioritize the implementation of the proposed improvements.

Figure 62 shows the results of the prioritization exercise. A weighted average was computed to understand which improvement ranked 1st, 2nd, 3rd, and so on. The weighted average was computed by multiplying the number of responses by the response ranking, summing these products, and then dividing by the total responses for each improvement. For example, for Improvement #1, the weighted average was computed by:

1. Multiplying the 4 responses for 1st choice by 1 (4 x 1 = 4)

2. Multiplying the 2 responses for 2nd choice by 2 (2 x 2 = 4)

3. Multiplying the 0 responses for 3rd choice by 3 (0 x 3 = 0)

4. Multiplying the 3 responses for 4th choice by 4 (3 x 4 = 12)

5. Multiplying the 3 responses for 5th choice by 5 (3 x 5 = 15)

6. Multiplying the 2 responses for 6th choice by 6 (2 x 6 = 12)

7. Summing the above values and dividing them by the total responses (47 / 14) to get the weighted average of 3.36
A lower weighted average indicates that an improvement should receive higher priority.

Looking solely at the weighted averages, Improvement #4: Advance Reservations received the highest priority across the six proposed improvements. This was followed by Improvement #5 and Improvement #6 respectively.

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Figure 62 Survey Respondents' Ranking of Improvements (N = 9) Improvement
Number of 1st
Choice
Answers
Number of 2nd
Choice
Answers
Number of 3rd
Choice
Answers
Number of 4th
Choice
Answers
Number of 5th
Choice
Answers
Number of 6th
Choice
Answers
Total
Responses
Weighted
Average
Improvement #4:

Advance
Reservations
8 (40%) 1 (5%) 7 (35%) 1 (5%) 2 (10%) 1 (5%) 20 2.55
Improvement #5:

Kern Transit
Route 110 to
Wonderful
Industrial
Park/Gossamer
Grove
3 (14%) 10 (48%) 2 (10%) 2 (10%) 2 (10%) 2 (10%) 21 2.81 Improvement #6:

Kern Transit
Route 110 to
Wasco Walmart
5 (24%) 4 (19%) 6 (29%) 2 (10%) 3 (14%) 1 (5%) 21 2.86
Improvement #1:

Later Weekday
Service
4 (29%) 2 (14%) 0 (0%) 3 (21%) 3 (21%) 2 (14%) 14 3.36
Improvement #2:

Later Saturday
Service
1 (6%) 3 (19%) 2 (13%) 4 (25%) 6 (38%) 0 (0%) 16 3.69
Improvement #3:

New Sunday
Service
0 (0%) 1 (8%) 2 (15%) 4 (31%) 0 (0%) 6 (46%) 13 4.62
Source: Shafter Transit Improvements Survey, October - November 2025

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Write-In Responses
Respondents were given the opportunity to provide additional feedback on the proposed improvements.

Two respondents provided further feedback:
 “More car seat options”
 “Kern Transit Route to Wasco Walmart would benefit me”

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Demographics
At the end of the survey, respondents were asked to fill out anonymous, optional demographic information on age, race and ethnicity, annual household income, vehicle ownership, and whether they have any disabilities or are a veteran.

Age
As shown in Figure 63, out of the 21 responses, 71% (15 respondents) were adults ages 25 to 64 years old. The next most represented age group was young adults between 18 to 24 years old (4 respondents). One respondent was a youth 17 years old or younger, and another one respondent was 65 years old or older.

Figure 63 What is your age? (Optional) (N = 21)
Source: Shafter Transit Improvements Survey, October - November 2025 5%
19%
71%
5%
17 years old or younger 18 to 24 years old 25 to 64 years old 65 years old or older 0%
20%
40%
60%
80%
100%

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Race and Ethnicity
Figure 64 shows the results of the question about racial and ethnic identity. Of the 21 participants who provided their racial and ethnic identity, 76% of respondents (16 respondents) identified as Hispanic, Latino, Latina, or Latine. The next most represented racial group was white (4 respondents). One respondent identified as American Indian, Alaska Native, or Indigenous.

Figure 64 Which of the following races/ethnicities do you identify with? (Select all that apply) (Optional) (N = 21)
Source: Shafter Transit Improvements Survey, October - November 2025 5%
0% 0%
76%
0% 0%
19%
0%
American
Indian,
Alaska
Native, or
Indigenous
East Asian Black or
African
American
Hispanic,
Latino,
Latina, or
Latine
Native
Hawaiian or
Pacific
Islander
South Asian White Other
identity
(please
describe)
0%
20%
40%
60%
80%
100%

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Annual Household Income
Figure 65 shows the annual household income of the respondents. Out of 19 responses, 47% of respondents (9 respondents) reported an annual household income between $50,000 and $99,000. Six respondents reported an income below $50,000, while four respondents said they make between $100,000 and $149,000 annually. No respondents reported an annual household income greater than $150,000.

Figure 65 What is the approximate combined income for your household? (Optional) (N = 19) Source: Shafter Transit Improvements Survey, October - November 2025 32%
47%
21%
0% 0%
Fewer than
$50,000
$50,000 to
$99,999
$100,000 to
$149,999
$150,000 to
$199,000
$200,000 or
greater
0%
10%
20%
30%
40%
50%

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Vehicle Ownership
Respondents were asked how many vehicles their household has, and the results are shown in Figure 66. Most respondents (14 respondents) have two or more vehicles in their household, and the rest of the respondents (7 respondents) have one vehicle in their household. All respondents for this question have access to a vehicle in their household.

Figure 66 How many vehicles are in your household? (Optional) (N = 21) Source: Shafter Transit Improvements Survey, October - November 2025 0%
33%
67%
0 1 2 or more
0%
20%
40%
60%
80%
100%

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Riders with Disabilities
Respondents were asked if they have a disability that requires a mobility device or other assistance (such as a cane, walker, wheelchair, scooter, or service animal), and the results are shown in Figure 67. Most respondents (19 respondents) indicated that they do not have a disability requiring a mobility device or other assistance. Two respondents reported that they do have a disability requiring a mobility device or other assistance. For the respondents who reported a disability, one respondent said they use a cane, and the other respondent said they use a walker.

Figure 67 Do you have a disability that requires a mobility device or other assistance? (Optional) (N = 21)
Source: Shafter Transit Improvements Survey, October - November 2025 10%
90%
Yes (please specify) No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

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Veterans
The last demographic question asked respondents if they are a veteran of the armed forces, with the responses shown in Figure 68. All 21 respondents said they are not veterans.

Figure 68 Are you a veteran of the armed forces? (Optional) (N = 21) Source: Shafter Transit Improvements Survey, October - November 2025 0%
100%
Yes No
0%
20%
40%
60%
80%
100%
120%

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9 IMPROVEMENT PHASING
This chapter outlines how Nelson\Nygaard believes the 25 recommendations detailed in Chapter 7 should be implemented by the City of Shafter. The TDP is a five-year plan, and 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, including 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-1) is implemented. Interdependent recommendations are indicated in the matrix.

This implementation plan was used in the development of the financial plan, discussed in the next chapter.

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IMPACT OF PHASE 2 OUTREACH

FEEDBACK ON IMPLEMENTATION
The Phase 2 public survey asked riders which recommendations should be prioritized given the limited financial resources that the City of Shafter may have (see results in Figure 62 on page 111). Among the four improvements identified specifically for Shafter Dial-A-Ride (Improvements 1 through 4), the improvements were ranked as follows:

Priority Improvement
1st Improvement #4: Implementing advance reservations
2nd Improvement #1: Later weekday service
3rd Improvement #2: Later Saturday service
4th Improvement #3: New Sunday service
Improvement #4: Implementing Advance Reservations was considered a top priority by riders and must be implemented after new dispatching software is available (Recommendation O-2). Nelson\Nygaard recommends this improvement (included as Recommendation A-6 in matrix), be implemented in the fifth year, provided a dispatching software is available by year four.

With improvement #4 planned for year five, Improvement #1: Later Weekday Service should be implemented first based on prioritized input from the public. Nelson\Nygaard recommends the City pilot this improvement in the second year (see Recommendation S-1 in matrix).

Improvement #2: Later Saturday Service should be implemented third based on prioritization input from the public. Nelson\Nygaard recommends the City pilot this improvement in the third year (see Recommendation S-2 in matrix).

Improvement #3: New Sunday Service should be implemented last based on prioritization input from the public. Nelson\Nygaard recommends the City pilot this improvement in the fourth year (see Recommendation S-3 in matrix).
*Note: Dispatching may be challenging should these improvements become permanent after the pilot. Shared dispatching (Recommendation O-7) may be a more sustainable and easier dispatching solution in the long-term.

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IMPLEMENTATION PHASING TABLE
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 Pilot Extended Weekday Service Shafter
 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-2 Pilot Extended Saturday Service Shafter
 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-3 Pilot Sunday Service Shafter
 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
Investigate Potential Alignment
Improve Kern Transit
Connectivity to Destinations
Outside Shafter
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 Coordinate Senior
Transportation
Wasco, Shafter, and
McFarland with Kern
Transit Support

Discuss with Wasco, McFarland,
and Kern Transit about feasibility
and potential structure
Develop formal plan and
agreements, if necessary
S-6 Add Kern Transit Stops Shafter lead, Kern
Transit support
Work with Kern Transit to evaluate
feasibility and costs associated
with adding new stops in Shafter
and at the Shafter Labor Camp
Support Kern Transit with any
permitting and/or implementation
assistance needed, including
marketing support

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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-1 Transition to Electronic Record
Keeping Shafter
Implement electronic
recordkeeping as an interim step
to procuring dispatching software
O-2 Jointly Procure New
Dispatching Software
Kern COG lead,
Shafter and other
agencies support
Begin discussions with other
interested transit operators in Kern
County. Investigating a shared
dispatcher (Recommendation O-7)
could be completed concurrently, if
desired.
 Develop structure for
procurement and cost sharing
agreements
 Begin procurement process
 Select vendor and onboard all
participating agencies
 Conduct necessary training
O-3 Coordinate Student
Transportation Shafter
 Set up meeting with Shafter
School District
 Develop potential strategies
 Discuss recommended
solution(s) with Shafter School
District
Begin implementation of preferred
solution
O-4 Establish Countywide Driver
Training Program
Kern COG lead,
Shafter 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 build out structure of
program
 Connect with potential industry
and education partners
Continue development of program Finalize and roll out program O-5 Establish Countywide Grant
Resource Program
Kern COG lead,
Shafter 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 build out structure of
program
Finalize and roll out program
O-6 Conduct Rail Crossing Delay
Study Shafter
Conduct a rail crossing delay
study either in-house or by hiring a
consultant. Study should
document when, how frequently,
and severity of disruptions to
transit service in Shafter
If rail crossing study determines
frequency and severity of
disruptions is significant, begin
conversations with Caltrans and
Kern COG
If necessary, begin securing
funding to evaluate potential
options for designing a grade
separated crossing in Shafter
Begin grade crossing planning and
design project Secure funding for construction

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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-7
Investigate Shared Dispatcher
and/or Transit Coordinator
Position with Wasco and
McFarland
Shafter, McFarland,
Wasco .

Begin discussions with the cities of
Wasco and McFarland. Discuss
details and potential issues to
examine/study further. Jointly
procuring dispatching software
(Recommendation O-2) 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 Notify Riders of Late Trips Shafter
Develop a process for monitoring
and identifying late trips and
notifying riders
Once electronic recordkeeping has
been implemented
(Recommendation O-1),
implement process for monitoring
and identifying late trips and
notifying riders
O-9
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Kern COG lead, Shafter
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
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 Shafter
Once electronic recordkeeping has
been implemented
(Recommendation O-1), begin
tracking performance data
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
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 Shafter Develop brochure showing transit options available in Shafter
Begin discussions with major
employers to raise awareness of
vanpool/carpool options
A-3 Improve Customer
Communication and Website Shafter
 Update Shafter Transit website
 Develop a communication plan
to let riders know about service
disruptions
A-4 Update Farebox Recovery
Compliance Policy Shafter Develop strategy when new guidance is released A-5 Develop Rider Code of Conduct Shafter Develop and post a set of rules for rider behavior and conduct
Continue development and
implementation if needed

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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-6 Allow Advance Reservations Shafter
Implement advance reservations
for all trips after implementing new
dispatching software
(Recommendation O-2)
A-7 Create a Zero-Emissions Fleet
Resiliency Plan Shafter Create zero-emissions fleet resiliency plan Implement findings 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 to Fill Gaps in
Sidewalk Network Shafter
 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
C-2 Add Bus Stop Amenities Shafter lead, Kern
Transit support
 Begin discussions with Kern
Transit about improvements at
the East Lerdo Highway at
Beech Avenue bus stops
 Identify high ridership locations
for Shafter Dial-A-Ride for new
bus stop amenities
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
C-3 Continue Development of New
Transit Facility Shafter Secure funding for new transit facility and continue design work Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work Begin construction

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10FINANCIAL 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.

DATA SOURCES
Data for past revenues and expenditures was primarily obtained from California State Controller reports. In cases where data from the California State Controller was missing or incomplete, data was supplemented by agency budgets and the National Transit Database (NTD). Data on ridership and revenue hours primarily came from NTD reports and is supplemented by State Controller reports in more recent years if NTD data is missing.

Kern COG provided data on grant and state formula funding, such as Low Carbon Transit Operations Program (LCTOP), Federal 5311, and Transportation Development Act funds.

Information on capital spending, including new fleet and facilities, was obtained directly from the City of Shafter and from the ICT plan.

FINANCIAL MODEL AND ASSUMPTIONS
The model relies on a series of assumptions that allow current revenues and costs to be forecast in the future. Changing one or more of the assumptions can dramatically impact the future financial forecast. Assumptions built into the model include:
 Vehicle replacement costs and timeframes, including agency-provided data and Federal Transit Administration (FTA) useful life schedules  Scheduled capital projects
 Cost for providing an hour of revenue service

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 Number of service hours budgeted per year
 Inflation rates for administrative labor, fuel, maintenance contracting, and other necessary costs
 Population and employment growth (used as an indicator for the potential growth of revenues)
 Necessary administrative and overhead costs
Projections are in nominal dollars, and future years are adjusted based on past performance or reliable projections, when available. Some important notes about projections and assumptions include:
 Inflation forecasts are based on Federal Reserve 10-year projections.  Revenues from sales and use taxes and formula grant funding are projected based on a composite of inflation, population growth, and employment growth for Kern County.
 Labor, fuel, and other expenditures that increase or decrease along with service provided are calculated at a per-service-hour rate, then adjusted upward for inflation.

This allows service hour projections to directly affect costs. Other expenditures that do not vary with service provided, like utilities or facility costs utilities, are adjusted based on inflation alone.
 Farebox revenue is projected using the average revenue per passenger from the last reported fiscal year multiplied by projected ridership. Since fares are not automatically adjusted for inflation each year, per-passenger revenue remains consistent even if ridership is projected to change.
 For capital spending, if the agency had estimates, those estimates were used. When no agency estimates were available, capital costs were estimated based on a variety of sources, including the California Air Resources Board’s (CARB) Transit Fleet Cost Model, vehicle price menus from the Washington and Ohio state governments, and the CALSTART Infrastructure Insite cost estimation tool.  The model assumes replacement of vehicles using standard FTA useful life timelines unless otherwise specified in agency documents.

LIMITATIONS
The financial model’s output and summaries are only as accurate as the data and assumption inputs into the model. The model and associated outputs are Nelson\Nygaard’s best attempt at capturing the City’s revenues and expenses. Model reliability to predict cashflow into the future with a reasonable degree of certainty assumes a stable regional economy.

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Kern Council of Governments 127
The model is sensitive to operations revenue inputs. A significant portion of funds come from state Local Transportation Fund (LTF) funding; however, in some circumstances, jurisdictions are allowed to flex these funds to other transportation uses, including road construction and maintenance. It is sometimes unclear how much LTF funding is being used for transit, and small changes in allocation can substantially change the projection.

REVENUE SOURCES
Transit agencies in Kern County receive funding from a variety of sources, including state and federal grants, local taxes, and fares. Revenue sources can be used on operating and maintenance (O&M), capital, or both. The following list summarizes the revenue sources included in the model along with a brief description of what they can be used for.

State Funding Sources
 Local Transportation Fund (LTF)
− A ¼ cent sales tax that is administered at the state level and then allocated to the jurisdiction where the funds are generated, through Kern COG. While this funding is intended for transit use, jurisdictions are allowed to flex it for road construction and maintenance, provided certain criteria are met.
 State Transit Assistance Fund (STA)
− This funding is generated by a statewide tax on diesel fuel and allocated in a similar manner to LTF funding.
 Low Carbon Transit Operations Program (LCTOP)
− This funding is generated by California’s Cap and Trade program and allocated to transit providers for use as operating or capital funds.  Zero-Emission Transit Capital Program (ZETCP)
− State grant formula funding administered by Kern COG and eligible for use purchasing zero-emission vehicles or refueling infrastructure.  Transit and Intercity Rail Capital Program (TIRCP)
− TIRCP is a formula grant administered by Kern COG that can be used for a variety of capital purposes, including electrification and capital projects that improve service or safety.
 State of Good Repair (SGR)
− State of Good Repair funding can be used to replace or repair transit capital assets, including vehicles and facilities.

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Kern Council of Governments 128
Federal and Local Funding Sources
 5311 Grants
− 5311 grants are provided by the FTA to support rural transit operations and are based on a formula, which includes service area population, ridership, and other factors. The money can be used for operations or capital.  Fares and Local Revenue
Figure 69 displays the projected revenues for Shafter Dial-A-Ride for the next five years.

These projections are based in part on historical trends and projections from Kern COG.

Figure 69 Revenue Sources for Shafter Dial-A-Ride, FY27–31 Revenue
Source FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Operating Revenue
Local and
Farebox
Revenue
$76,475.53 $78,221.45 $80,054.67 $81,979.54 $84,000.66

TDA (LTF
Sched. A and
B, STA) funding
$359,156.00 $359,156.00 $359,156.00 $359,156.00 $359,156.00 LCTOP $57,291.09 $60,155.65 $63,163.43 $66,321.60 $69,637.68 FTA 5311 $151,971.91 $159,570.50 $167,549.03 $175,926.48 $184,722.80 Projected Capital Revenue
SGR $59,389.94 $60,874.68 $62,396.55 $63,956.46 $65,555.38 ZETCP $63,456.32 $126,912.64
Total Revenue $767,740.79 $844,890.92 $732,319.67 $747,340.09 $763,072.52 Sources: Nelson\Nygaard Projection
The City of Shafter is seeing steady growth in most of its funding sources, including local and farebox, LCTOP, and 5311 grant revenue.

In the past several years, the City has allocated 0% to 25% of TDA funding to transit (see Figure 70). Projections assume an allocation of 25%, which should be sufficient to sustain existing service levels and implement the recommended service improvements.

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Kern Council of Governments 129
The City also receives a steady stream of SGR funding, which can be used for major repairs or replacement of transit vehicles and facilities, and ZETCP grant funds for use on zero-emission transition projects.

Figure 70 City of Shafter LTF and STA Funding Received, FY22–25 Revenue Source FY 2022 FY 2023 FY 2024 FY 2025
Total LTF and STA Funding $963,935.58 $1,239,802.73 $1,436,867.90 $1,528,193.76 Percent Used on Transit 10% 0% 25% 9%
Source: Kern Council of Governments, 2025

MAJOR EXPENSES
Transit agencies incur two main types of costs, operating and capital. Operating costs are those related to day-to-day transit operations, including labor, gas, and office space. Capital costs include fleet and facility costs. Figure 71 shows the anticipated operating and capital expenses for Shafter Dial-A-Ride in the future. Detail on what is included or not included follows the table.

Figure 71 Expenses for Shafter Dial-A-Ride, FY27–31
Cost FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Operating Costs
Operating
Expenses
(Labor, Fuel,
and
Maintenance)
$525,732.38 $538,875.69 $552,347.59 $566,156.28 $580,310.18 Projected Capital Costs
Depreciation $108,115.63 $108,115.63 $108,115.63 $108,115.63 $108,115.63 Total Costs $633,848.01 $646,991.32 $660,463.22 $674,271.91 $688,425.81 Sources: Nelson\Nygaard Projections
Operating Expenses
Operating costs can be broken down into variable costs, which increase or decrease along with service, and fixed costs, which are relatively steady. Variable costs include driver labor, fuel, maintenance, tires, and possibly contracted services. Fixed costs include administrative labor, utilities, or facilities costs, which do not change with small changes in service. The costs

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Kern Council of Governments 130
included in Figure 71 shows the anticipated costs to continue operating transit service in the future at existing service levels.

Capital Expenses
The City of Shafter’s only projected capital costs for the period examined are depreciation, since all fleet replacement takes place outside of the five-year TDP period.

RECOMMENDATIONS AND

IMPROVEMENT COSTS
Shafter Dial-A-Ride is in a flexible financial position to implement the proposed pilot programs and is projected to run surpluses (projected revenues are expected to be higher than baseline operating expenses) over the next five fiscal years. These surpluses should be large enough to implement all pilot programs Nelson\Nygaard recommends, provided revenues remain stable and there are no unexpected fleet or facility costs. If the City intends to make these programs permanent, they may have to find additional sources of revenue or slightly increase TDA allocation to transit.

Shafter Transit Development Plan Final Report
Kern Council of Governments 131
Figure 72 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 recommendations are implemented. To provide a conservative estimate, a high-end cost estimate is given. These costs are planning-level estimates given in 2025 dollars.

The City’s net position is positive in all years, even using high estimates for costs. With creative implementation of the recommendations, such as staggered workdays or shift times, and collaborating with the Cities of McFarland and Wasco, and Kern Transit, the City may be able to reduce costs and make several pilot programs permanent within their available funding means.

The City’s new transit facility is not accounted for in this analysis due to a lack of data on costs. It is likely that a substantial portion of the cost can be covered by grant funding, from sources such as ZETCP or SGR, but the overall cost and the proportion that will need to be covered by other funds is unknown.

Shafter Transit Development Plan Final Report
Kern Council of Governments 132
Figure 72 City of Shafter’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 $133,892.77 $197,899.60 $71,856.46 $73,068.18 $74,646.71 Net Reserve $1,451,813.79 $1,649,713.39 $1,721,569.85 $1,794,638.03 $1,869,284.74 Estimated Recommendation Costs
S-1 Extended
Weekday
Service
$(130,000)
S-2 Extended
Saturday
Service
$(10,000)
S-3 Sunday
Service $(30,000)
A-7 Create a
Zero-Emission
Fleet Resiliency
Plan
$(50,000)
Sum of Costs $(50,000) $(130,000) $(10,000) $(30,000)
Projected
Position $83,892.77 $67,899.60 $61,856.46 $43,068.18 $74,646.71 Sources: Nelson\Nygaard Projection

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Kern Council of Governments 133

KEY TAKEAWAYS
 Nelson\Nygaard’s financial model shows that the City of Shafter 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 and expenses. Existing revenues may not be sufficient to make some recommendations permanent.  Over the last four years the City has been spending between 0% and 25% of Local Transportation Fund (LTF) and State Transit Assistance Fund (STA) funding on transit operations. The City is spending appropriate levels to support their current service but may wish to consider increasing the allocation slightly if they would like to make all pilot programs permanent.
 Besides depreciation, the only other capital expense is for a new transit facility. Given the uncertainty around how much capital funding is needed for this facility, our financial model does not include any capital expenses.
 Creative implementation of the recommendations by the City, such as staggered workdays or shift times, and collaborating with the Cities of McFarland and Wasco, and Kern Transit, may reduce costs and allow more pilot programs to be made permanent without identifying additional sources of revenue.

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-1
APPENDIX A: COUNTYWIDE

DEMOGRAPHIC MAPS

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-2
Figure 1 Kern County Population Density
Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-3
Figure 2 Percentage of People of Color in Kern County
Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-4
Figure 3 Percentage of Veterans in Kern County
Source: ACS 2023 5-Year Estimate

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-5
Figure 4 Percentage of People with Disabilities in Kern County Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-6
Figure 5 Percentage of Older Adults (65 Years and Older) in Kern County Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-7
Figure 6 Percentage of Young Adults (18-24 Years Old) in Kern County Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-8
Figure 7 Percentage of People in Poverty in Kern County Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-9
Figure 8 Percentage of Population with Limited English Proficiency in Kern County Source: ACS 2023 5-Year Estimates

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-10
Figure 9 Percentage of Households with Zero Vehicles in Kern County Source: ACS 2023 5-Year Estimate

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments A-11
Figure 10 Employment Density in Kern County
Source: LEHD 2022

Shafter Transit Development Plan Appendix A: Countywide Demographics Kern Council of Governments 12
Figure 11 Employment Density of Low-Wage Jobs in Kern County Source: LEHD 2022

Shafter Transit Development
Plan – City Council
Presentation
Kyle Taniguchi
May 19, 2026

1 Agenda
 Purpose of Tonight’s Presentation
 Overview of Project
 Existing Conditions
 Recommendations

Purpose of Tonight’s Presentation
 Provide an overview of the Shafter Transit Development Plan  Highlight key findings and recommendations
 Answer any questions
 Request adoption of the final report

3 What is a Transit Development Plan (TDP)?
 Short-term (5 year), costconstrained plan to improve transit service
 TDPs must be updated regularly
as part of the California
Transportation Development Plan
Act
 We’re conducting 9 TDPs, as
indicated in the map
4 Adopted TDPs

Our Approach with Developing this Plan
 The TDP is your document – It is designed to be reflective of your needs/priorities – The TDP is a roadmap for improving transit in your community – Can help provide justification for budgeting/grant application requests  This was a collaborative process!
 The public:
– Provided input on needs/challenges with transit in Shafter  The consultant:
– Provided an initial assessment of opportunities
 City staff:
– Provided feedback on initial recommendations
– Elevated concerns/asked questions
– Flagged items they were hoping to include in the plan

5 Existing Conditions

 Reserve trip when ready to ride (first come,
first served)
 Operates weekdays from 7:30 a.m. to 4 p.m.
and Saturday from 9 a.m. to 3 p.m.
 Outer city areas served on weekdays only
– 4 trips per day
 Average of 75 rides per day
7 Overview of Shafter Dial-A-Ride

 Public Survey (English and
Spanish)
– Open from late June to early July
2025
– 11 questions
– 26 people responded
 In-person outreach with bilingual staff
– Rode transit vehicles
8 Outreach Efforts
Objective: Identify needs,
opportunities, and challenges
with transit in Shafter
 Public Survey (English and Spanish)
– Open from mid October to mid
November 2025
– 32 people responded
 Virtual Public Meeting – October 20,
2025
– English and Spanish slides/audio
Objective: Get feedback on proposed
recommendations and priorities for
implementation
Phase 1 Outreach Phase 2 Outreach

What’s Not Working
 Vehicle reliability challenges
 Current facility has limited space for vehicle storage  Manual dispatching practices
 Public survey:
– 65% of respondents (17 people) said transit doesn't run when it is needed – 38% of respondents say transit does not go where it is needed

9 Recommendations

Overview of Recommendations
 25 recommendations
 Service (6 recommendations) – Covering the service itself  Capital (3 recommendations) – Capital investments: Bus stops, transit facility, sidewalks  Operations (9 recommendations) – Back-end aspects of running the service  Administrative/Policy (7 recommendations) – Admin functions related to service  We’re covering just the highlights during tonight’s presentation. See final report for more information.

11  Shafter Dial-A-Ride operates on weekdays from 7:30 a.m. to 4 p.m. and Saturday from 9 a.m. to 3 p.m.
 We heard from the public: Transit does not run when it is needed  Improvement 1: Later weekday service (7:30 a.m. to 6 p.m.)  Improvement 2: Later Saturday service (9 a.m. to 5 or 6 p.m.)  Improvement 3: New Sunday service
– Hours of operation to be determined, possibly 9 a.m. to 3 p.m. 12 Extended Weekday/Saturday Service and New Sunday
Service
Key challenge: Staffing
Suggested approach: Six or
nine-month pilots

 Establish clear metrics before the pilot starts
– Can be quantitative – Ridership, cost, riders per hour – Can be qualitative – Customer satisfaction, riders without access to vehicles, riders that would not have otherwise been able to take the trip during regular hours  Metrics are up to the City to set
 Consider establishing a rider focus group to develop these metrics and help launch the service
 After the pilot: Evaluate using the metrics and determine whether pilot should be made permanent
– City would need to discuss staffing/funding to make permanent 13 Suggestions for a Successful Pilot

Key Recommendations
Capital Category
 Continue development of new transit facility
Operations Category
 Coordinate with Cities of Wasco and McFarland on a shared dispatcher/transit coordinator
 Coordinate with other agencies in Kern County on:
– Sharing zero-emissions vehicle maintenance expertise
– Jointly procuring new dispatching software
– Establishing a county-wide driver training program

14 Financial Plan
 Our estimates show the City can fund both existing service AND pilot the three recommended service expansions
 Additional revenue needed to make the service expansions permanent – May be possible to reallocate Local Transportation Fund (LTF) and State Transit Assistance Fund (STA) funding to cover more transit operations
 Additional funding also needed for the new transit facility  Collaboration with other agencies may reduce barriers/costs for implementation (e.g., sharing staff, joint procurement)

15 Implementation Plan
 Plan covers the next five years
– Recommendations can be implemented sooner or later than suggested  The TDP is a list of projects to be undertaken or mini studies to be done  Some recommendations require further study
 There is no “penalty” if a recommendation is not implemented or further evaluation determines a fatal flaw

16  Summary table of recommendations, with
estimated costs and responsible parties
 Detailed writeup
– Why something was proposed
– How the recommendation can be implemented
17 More Information in Final Report

Thank you! Any questions?
We would like to request adoption of this plan by the Shafter City Council 18 Kyle Taniguchi, Senior Associate
[email protected]

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: May 19, 2026
DEPARTMENT: Michael James, Assistant City Manager
SUBJECT: AWARD MODIFIED COMMUNITY CORRECTIONAL FACILITY (MCCF) REPURPOSING DESIGN-BUILD PROJECT PHASE 1

RECOMMENDATION
Council find that the project is exempt from the California Environmental Quality Act; establish Capital Improvement Program Project No. GE00009 for the MCCF Repurposing Project Phase 1; approve a project budget of $250,000; approve a progressive design-build agreement for the project with 4Creeks, Inc. for Phase 1 services in an amount not to exceed $207,900; and authorize the City Manager or designee to execute the agreement and approve amendments and additional services up to the total budgeted project amount not to exceed $250,000.

BACKGROUND
The City of Shafter issued a Request for Qualifications and Proposals (RFQP) for the Modified Community Correctional Facility (MCCF) Repurposing Project utilizing a progressive design-build delivery method. A progressive design-build project delivery method differs from the traditional sequential design-bid-build delivery method for public works projects in that it utilizes a more collaborative and earlier stage process for construction. The City selects a single design-build entity, on qualifications rather than price alone, to assist in determining the feasibility of the project and developing the design, and then the parties negotiate or agree on a final price or a guaranteed maximum price for the remaining design and construction of the project, if the project progresses to construction. California Public Contract Code section 22171 authorizes the City of Shafter to utilize the progressive design-build process for up to fifteen public works projects that are in excess of five million dollars before January 1, 2029.

The MCCF, which previously operated as a correctional facility under contract with the State of California, is located at 1150 East Ash Avenue in the City of Shafter and was closed by the California Department of Corrections and Rehabilitation in 2020. The primary objective of the RFQP is to evaluate the feasibility of repurposing the existing MCCF facility to support the operational needs of the Police Department and Information Technology Department, with flexibility to accommodate additional City functions as appropriate.

The procurement was structured to include Phase 1 services consisting of planning, programming, facility assessments, conceptual design, and cost validation, with a

AWARD MODIFIED COMMUNITY CORRECTIONAL FACILITY (MCCF) REPURPOSING DESIGNBUILD PROJECT PHASE 1 - 2 -
potential Phase 2 for final design and construction to be considered at a later date.

Two proposals were received in response to the RFQP: 4Creeks, Inc. (4Creeks) and Klassen & Smith Construction, Inc., dba Klassen & Smith Architecture (Klassen and Smith). Both proposals were deemed responsive and were evaluated in accordance with the criteria established in the RFQP. The evaluation criteria included: Firm Qualifications (25 points), Project Team (25 points), Project Understanding and Approach (25 points), Work Plan and Schedule (15 points), and Overall Presentation (10 points), for a total possible score of 100 points. Cost proposals were reviewed separately for reasonableness and were not included in the scoring.

Based on the evaluation, 4Creeks received a total score of 92 points and was ranked first, while Klassen and Smith received a total score of 88 points and was ranked second. The evaluation panel determined that 4Creeks provided the highest-ranked proposal based on a more comprehensive and methodical approach to the Phase 1 scope of work.
4Creeks distinguished itself through a clear and thorough understanding of the RFQP requirements, demonstrated by a scope of work that directly aligns with the defined Phase 1 tasks, including programming, facility assessments, conceptual alternatives, cost estimating, and preparation of a final report. Their proposal included a well-defined multidisciplinary team integrating architectural, engineering, utility, and construction expertise, supported by detailed task breakdowns and level-of-effort allocations that provide a high level of confidence in project delivery.

Upon Council approval, staff will prepare and execute a contract with 4Creeks to perform Phase 1 services. Work is anticipated to commence in summer 2026, with completion expected by the end of the year. The findings from Phase 1 will be presented to the City Council and will inform a future decision regarding whether to proceed with Phase 2. If authorized, Phase 2 would include final design and construction services for the repurposing of the facility to support the Police Department, Information Technology Department, and other City functions as appropriate.

FISCAL IMPACT
At the September 16, 2025 City Council meeting, staff was authorized to utilize the design-build procurement method and release a Request for Qualifications and Proposals (RFQP) for the MCCF Repurposing Project, with the understanding that staff would return to Council with an evaluation, funding plan, and recommendation for contract award. This item is consistent with that direction.

The proposed Phase 1 contract with 4Creeks would be valued at $207,900. Staff recommends a total project budget of $250,000, including approximately a 20 percent contingency, to support successful project delivery and provide flexibility for additional analysis, expanded scope, or contract amendments that may benefit the City’s decision-making. Staff further recommends authorizing the City Manager to approve additional services and contract amendments within the total approved project budget, if

AWARD MODIFIED COMMUNITY CORRECTIONAL FACILITY (MCCF) REPURPOSING DESIGNBUILD PROJECT PHASE 1 - 3 -
necessary, to support completion of the Phase 1 feasibility analysis.

The recommended budget will allow staff to address unforeseen conditions, refine project deliverables, and incorporate additional evaluation efforts, if necessary, to ensure a comprehensive feasibility analysis.

Staff further recommends that the project be formally established in the Capital Improvement Program as Project No. GE00009. Funding has previously been set aside for City Hall relocation efforts, and those funds may be utilized for this purpose.

Advancing the MCCF repurposing project to accommodate the Police Department would allow for the future relocation of City Hall staff and resources into the existing Police Department facility once it becomes available, thereby supporting broader City facility planning objectives.

Phase 2 design and construction services are not included in this action. Any future authorization of Phase 2 would be brought back to the City Council for consideration, including detailed cost estimates and identified funding sources.

CEQA ANALYSIS
The proposed action is statutorily exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15262 (Feasibility and Planning Studies) of the CEQA Guidelines, as the contract provides for planning, programming, facility assessment, conceptual design, and cost estimating services for the MCCF Repurposing Project.

The action does not constitute approval of a specific development project and will not result in a direct or indirect physical change to the environment. Any future Phase 2 design and construction activities would be subject to separate CEQA review if the City Council determines at a future date to proceed forward based on the results of this feasibility analysis.

APPROVED BY THE CITY ATTORNEY
Yes

ATTACHMENTS

1. Results Summary

2. Proposal Submitted by 4Creeks

3. Proposal Submitted by Klassen & Smith

336 Pacific Avenue • Shafter, California 93263
April 7, 2026

MODIFIED COMMUNITY CORRECTIONAL FACILITY (MCCF) REPURPOSING PROJECT

REQUEST FOR QUALIFICATIONS & PROPOSALS (RFQP)

RESULTS SUMMARY
The City of Shafter has completed its evaluation of proposals received in response to the above-listed project. The City appreciates the time and effort invested by all firms in preparing and submitting proposals.

The RFQP was issued for a progressive design-build project consisting of Phase 1 (planning, assessment, and conceptual design) and a potential Phase 2 (final design and construction). At this time, the City is proceeding with Phase 1 services only and reaffirms its commitment to complete Phase 1 prior to making any determination regarding Phase 2.

Proposals were evaluated in accordance with the criteria outlined in the RFQP. Cost proposals were reviewed separately for reasonableness and were not included in the scoring.

Evaluation Results Summary
Firm Rank Score (100 Max) Phase 1 Fee
4Creeks, Inc. 1 92 $207,900
Klassen & Smith Architecture 2 88 $854,000
Based on the evaluation results, the City intends to proceed toward award to 4Creeks, Inc., subject to final due diligence and contract negotiations.

The City has determined that consultant interviews will not be conducted.

All questions or requests for additional information regarding this RFQP shall be directed to:

Michael James
Assistant City Manager
City of Shafter
[email protected]
(661)746-5000, ext. 5018

1 Friday, March 27, 2026 5PM
4Creeks, Inc.
324 S. Santa Fe Street
Visalia, CA 93292
(559) 802-3052
Capital Improvement Program Project No. 00009
City of Shafter
ATTN: Michael James, Assistant City Manager
[email protected]
336 Pacific Avenue
Shafter, CA 93263
City of Shafter
Modified Community Correctional Facility (MCCF)
Repurposing Project

2 On Cover: Hanford Police Station parking lot improvements | Hanford, CA Table of Contents
03 Cover Letter
05 Firm Qualifications
09 Project Team
33 Relevant Experience
41 Project Understanding & Technical Approach
45 Phase 1 Work Plan & Schedule
51 Fee Proposal
53 Required Statements
58 Optional Supporting Information

3 Friday, March 27, 2026 5PM
City of Shafter
ATTN: Michael James, Assistant City Manager
[email protected]
336 Pacific Avenue
Shafter, CA 93263

COVER LETTER
4Creeks, Inc. • 324 S. Santa Fe Street, Visalia, CA 93292 • P: (559) 802-3052 • F: (559) 802-3215 • Will Ruoff, AIA, Director of Architecture • [email protected] Integrity | Innovation | Adaptability | Collaboration | Generosity | Excellence Dear Selection Committee,
4Creeks, Inc. is pleased to submit our qualifications as the prime firm to the City of Shafter for the Modified Community Correctional Facility (MCCF) Repurposing Project, which will transform the existing 78,000-square-foot facility into a modern, multi-purpose municipal complex anchored by the Police Department and Information Technology Department, with flexibility to support future multi-department use.

With more than 17 years of experience delivering planning, design, engineering, and construction services for public agencies throughout California, 4Creeks brings a strong track record in adaptive reuse, public safety facilities, and complex municipal projects. Our team has successfully delivered police facilities, fire stations, emergency operations centers, and technology-focused environments that require careful coordination of security, infrastructure, and operational workflows—experience directly aligned with the City’s goals for the MCCF site. Our municipal portfolio includes projects such as a new police headquarters for the City of Tulare, a fire station for Tuolumne County, and an emergency operations center for the City of San José that incorporated a large data center and server room. Our work on the Tulare Downtown Police Station serves as a strong example of this integrated approach, where 4Creeks provided architecture, civil engineering, structural engineering, surveying, utility coordination, interior design, and construction management services under a unified team. In addition, our civil engineering team has supported law enforcement facilities through targeted site improvements, including parking lot expansions, drainage upgrades, and securityfocused infrastructure enhancements. Building on this experience, our team understands the nuances of designing secure, high-performing environments, balancing public access with controlled circulation, integrating evidence handling and technology systems, and delivering cost-effective solutions aligned with modern safety standards and operational demands.

Our approach to this project centers on one of the most critical aspects of a successful adaptive reuse effort— comprehensive space planning. By engaging directly with police departmentleadership, IT staff, and City stakeholders, we will evaluate existing operations, identify adjacencies and workflow requirements, and translate them into modernized, flexible environments that support both immediate needs and future growth. These spaces will enhance operational efficiency while balancing security, accessibility, and long-term functionality within the constraints of the existing facility. This approach is informed by our experience delivering successful adaptive reuse projects such as the Darling Hotel, where our team transformed a historic structure into a modern, high-performing facility while preserving its character and integrating contemporary systems.

Integrated Design-Build Approach
4Creeks offers a fully integrated Design-Build Entity structure aligned with the City’s delivery objectives. Our Design team and Build team collaborate from initial programming and performance validation through construction completion, providing a single point of accountability and strong interdisciplinary coordination. This integration enhances constructability, strengthens cost control, and supports the development of a reliable Guaranteed Maximum Price.

By bringing construction insight into the design process early, our team is able to validate feasibility, evaluate phasing strategies, and align conceptual design decisions with real-world implementation considerations. For Phase 1, this approach ensures that programming, conceptual design, and cost modeling efforts are grounded in practical construction knowledge, positioning the City for a seamless transition into Phase 2 should the project advance under a progressive Design-Build delivery model.

Project Team and Subconsultants
4Creeks has assembled a multidisciplinary team of design, engineering, and construction professionals to support the MCCF Repurposing Project. Our integrated team structure allows us to provide consistent leadership, technical expertise, and coordinated delivery across all phases of work. Architectural leadership will be provided by Will Ruoff, AIA, Director of Architecture, alongside Karl Lundeen, Municipal Architecture Department Principal, who brings extensive experience in municipal and public safety facility design. Quality assurance and control will be led by Kent Copley, ensuring accuracy, consistency, and constructability throughout all phases of work. Our Build team will be led by Alec Grassel, Vice President of 4Creeks Build, with support from Mark Atkins, Senior GC Project Manager, and Alex Martens, GC Project Manager, providing constructability insight and cost validation during both planning and potential implementation phases.

City of Shafter
Modified Community Correctional Facility (MCCF) Repurposing Project Capital Improvement Program
Project No. GE 00009

4 Randy Wasnick, PLS
Vice President
4Creeks Design
Will Ruoff, AIA
Director of Architecture
4Creeks Design
Friday, March 27, 2026 5PM
City of Shafter
ATTN: Michael James, Assistant City Manager
[email protected]
336 Pacific Avenue
Shafter, CA 93263

COVER LETTER
4Creeks, Inc. • 324 S. Santa Fe Street, Visalia, CA 93292 • P: (559) 802-3052 • F: (559) 802-3215 • Will Ruoff, AIA, Director of Architecture • [email protected] Integrity | Innovation | Adaptability | Collaboration | Generosity | Excellence Engineering support will be provided by Mark Sorhouet, PE, SE, Principal Structural Engineer, along with Kyle McDonald, PE, and Jason Watts, PE, Principal Civil Engineers, ensuring coordination of site and building systems. Utility planning and infrastructure considerations will be supported by Jason Arellano. Topographic surveying services will be provided by Randy Wasnick, PLS, supporting accurate site documentation and existing conditions verification to inform design and planning efforts.

Supporting our internal team, our proposal includes the following subconsultants, all of whom are licensed professionals in the State of California and currently in good standing:

Capital Improvement Program
Project No. GE 00009
• BMA Mechanical +
HVAC & Plumbing, & Commissioning
• Thoma Electric, Inc.

Electrical Engineering & Low Voltage
• Another in the Fire Sprinkler Design, Inc.

Fire Protection
• Forrest Telecom Engineering, Inc.

Radio/Communications
• Wood Architecture, Inc.

Landscape
• Krazan & Associates, Inc.

Geotechnical Investigation
This combined team structure allows 4Creeks to provide a high level of coordination, responsiveness, and technical depth, while maintaining clear communication and accountability throughout the project.

Phase 1-Focused Planning and Technical Evaluation
We understand that successful project delivery begins with a clear understanding of project goals, operational requirements, and constraints. Our team works closely with City staff and stakeholders to refine program requirements, validate performance criteria, and establish realistic budgets and schedules early in the process. Through continuous cost modeling, constructability reviews, and coordination between our Design and Build teams, we ensure that conceptual design decisions remain aligned with project objectives and long-term implementation strategies. We understand that Phase 1 is critical in helping the City determine the feasibility and direction of the MCCF repurposing effort. Our team is experienced in performing comprehensive facility assessments, programming, and conceptual design for adaptive reuse projects. We approach this phase with a focus on validating existing conditions, identifying opportunities to leverage the building’s structural and infrastructure capacity, and developing multiple conceptual design alternatives supported by cost modeling and phasing strategies.

Public Safety and Technology Facility Expertise
4Creeks brings extensive experience in both public safety and technology-focused environments, including facilities that require secure circulation, evidence processing, data infrastructure, and resilient power systems. We also incorporate high-performance building systems and energy-efficient strategies aligned with California Title 24 and CalGreen standards to support long-term operational performance and reliability for critical facilities.

Clear Communication and Coordinated Delivery
We recognize that this project will require close coordination with City staff, department stakeholders, and internal processes. Our team emphasizes clear communication, proactive coordination, and responsiveness throughout all phases of work. Whether facilitating programming workshops, coordinating technical evaluations, or refining conceptual designs, we work as an extension of City staff to ensure alignment with project goals, schedule, and budget.

We appreciate the opportunity to submit our qualifications and are excited about the potential to partner with the City of Shafter on this important project. We look forward to assisting the City in evaluating and transforming the MCCF into a functional, efficient, and future-ready municipal facility.

This proposal shall remain valid for a period of 180 days from the date of submission. The undersigned is duly authorized to bind 4Creeks contractually, and 4Creeks hereby acknowledges receipt of Addendum No. 1 and Addendum No. 2 for this RFQP.

Sincerely,

Firm Qualifications
4Creeks’ collaborative projects for the Tulare Downtown Police Station, Tulare Business Innovation Zone (TBIZ), and Zumwalt Park, which includes the Adventist Health Amphitheater, which received the prestigious 2025 Award of Excellence in Park Planning award. “4Creeks’ performance
has consistently met
our expectations,
demonstrating a strong
ability to work effectively
with city staff, contractors,
and community members
while ensuring the safety
and sustainability of our
projects.

Bryan Cahill, Project Manager
City of Tulare
5

6 ABOUT 4CREEKS
Firm Qualifications
Founded in June of 2008, 4Creeks is a 100% employee-owned California S-Corporation headquartered in Visalia with additional offices throughout the Central Valley and Central Coast. Our multidisciplinary firm includes more than 200 professionals, architects, engineers, planners, designers, surveyors, construction managers, and QA/QC specialists, who collaborate to deliver integrated planning, design, engineering, and construction support services for public agencies. Architectural and engineering services are provided through 4Creeks Design, while construction and design-build services are delivered through 4Creeks Build, allowing our teams to coordinate closely and incorporate constructability and implementation insight throughout the design process. For more than seventeen years, 4Creeks has delivered projects similar to those anticipated under this RFQP, including facility renovations, tenant improvements, building system upgrades, and accessibility improvements for public sector clients. Recent public agency experience includes the Downtown Tulare Police Station, police facility site improvements for the Hanford and Dinuba Police Departments, and essential service facilities such as the Tuolumne County Ambulance Facility and Woodlake Healthcare Clinic. Our depth of staff and integrated team structure allow 4Creeks to scale resources efficiently to meet the needs of Phase 1 while maintaining consistent leadership and responsiveness. This capacity enables our team to perform programming, facility assessments, and conceptual design concurrently, supporting efficient delivery and informed decision-making for the City.

We design and build impactful solutions.

Through authentic collaboration and a commitment to excellence, we help make the clients and communities that we serve flourish.

Our Mission ↙
4-creeks.com
@4creeks
Firm Overview
Primary Point of Contact:

Will Ruoff, AIA | [email protected]
Director of Architecture
C: (805) 235-5333
P: (805) 904-4394 F: (559) 802-3215
A: 324 S. Santa Fe Street, Visalia, CA 93292
Firm Type: S-Corporation
Years in Business: 17+
Ownership: 100% Employee Owned
California DIR Registration No.: 1000012032
Business Tax Certification No.: 26-2565232
Principal Staff:

David De Groot, PE #70992
Randy Wasnick, PLS #8163
Matthew Ainley, PE #66233
Will Ruoff, AIA #C-36886
Kyle McDonald, PE, QSD, MBA #82531
Jason Watts, PE #85594
Mark Sorhouet, PE, SE #71479 #6308
Alec Grassel
Experience & Services
• Architecture
• Civil Engineering
• Land Surveying
• Structural Engineering
• General Contracting
• Program Management
• Preconstruction
• Construction Administration & Management
• Project Management
• CEQA/NEPA Compliance
• Utility Design + Coordination
• GIS Analysis
• Community Outreach
• Street Rehabilitation
• ADA Design & Compliance
• Parks and Recreation Engineering & Planning
• Public Works Inspection
• Residential, Commercial, Industrial, Design-Build

Pre-Construction
4Creeks Design
Planning Survey Architecture
& Engineering
Utility Design
& Coordination
4Creeks Build
Construction Close-Out Completed
Project
Our Process DESIGN-BUILD DELIVERY
How it Works
4CREEKS DESIGN
Once a contract is signed, 4Creeks begins CEQA review, site surveying, and schematic design to define office needs, yard layout, meeting spaces, and overall building functionality. We start by bubble-diagramming each required space and organizing them into an efficient, cohesive layout. Our Build team then prepares a preliminary cost estimate to ensure the design aligns with the District’s goals; if adjustments are needed, we refine room sizes and program elements to balance function and cost. After a final schematic design is approved, we use it to finalize our design fee and engage MEP, fire sprinkler, and engineering subconsultants. The design team then develops permit-ready documents and coordinates with the District to verify outlet locations, data and utility needs, lighting and mechanical controls, and equipment requirements, ensuring the facility is fully functional and tailored to District operations before construction begins. 01 PRE-CONSTRUCTION
After County permit approval and confirmation of the construction budget, subcontractor bidding and mobilization begin immediately, eliminating downtime.

Weekly Owner-Architect-Contractor (OAC) meetings keep the District informed, maintain design intent, and track schedule and budget. Any required adjustments are resolved collaboratively in the field.
02 4CREEKS BUILD
During construction, our Build team manages all on-site activity, coordinates subcontractors, and ensures the project is delivered according to the approved design.

The Design team remains involved throughout to support decisions and maintain quality. At completion, we conduct a final walkthrough and continue support through the warranty period.
03 7

Staff Overview 200+ EMPLOYEES
22 Professional Engineers
2 Licensed Architects
11 Architect Designers
2 Professional Land Surveyors
1 Structural Engineer
20 Engineers in Training
12 Urban + Environmental Planners
15 CAD Technicians
6 Certified AICP Planners
7 Construction Managers
3 GIS Analysts
4 Software Programmers
Branch Offices
Visalia
Services Provided:

Architecture, Survey,
Planning, Civil Engineering,
GIS, Administrative Support
Headquarters
324 S. Santa Fe Street
ˉ˜˦˔˟˜˔ʟʶʴʬʦʥʬʥ
(559) 802-3052
4Creeks Build
Services Provided:

Construction Management,
General Contracting
2134 E. Mineral King Avenue
Visalia, CA 93292
(559) 802-3052
Tulare
Services Provided:

Survey, Administrative
Support
132 S. N Street
Tulare, CA 93274
(559) 802-3052
Hanford
Services Provided:

Civil Engineering
308 N. Irwin Street
Hanford, CA 93230
(559) 802-3052
Clovis
Services Provided:

Architecture, Civil Engineering,
Planning
1275 N. Willow Avenue
Clovis, CA 93619
(559) 802-3052
Denver
Services Provided:

Administrative Support
9540 Maroon Circle, Suite 110
Englewood, CO 80112
(720) 210-9488
San Luis Obispo
Services Provided:

Architecture, Planning, GIS
1880 Santa Barbara Avenue, Suite 320
San Luis Obispo, CA 93401
(805) 904-4394
Malibu/Pacific Palisades
Services Provided:

Architecture
22837 Pacific Coast Highway, Suite F
Malibu, CA 90265
(310) 974-4525
8

Project Team
Hanford Police Station, Hanford, CA — Parking lot reconstruction and site improvements completed by Kyle McDonald, PE, QSD, MBA.
9

10 Organizational Chart
Team Qualifications and Continuity
4Creeks is committed to maintaining staffing continuity throughout the duration of the contract. The identified personnel will remain assigned to County of San Luis Obispo for the duration of the contract. Should any changes arise, Will Ruoff, AIA, will remain in close coordination with the County to ensure seamless transitions and uninterrupted progress. 4Creeks Build
Alex Martens
GC Project Manager
Manuel Bustamante
Cost Estimator
Mark Atkins
Senior GC
Project Manager
Cost Estimating
Alec Grassel
VP, 4Creeks Build /
Project Manager
Jacob Torres
Designer
Sonia Orozco
Designer
4Creeks Design
Civil Engineering
Surveying
Randy Wasnick, PLS
VP, 4Creeks Design /
Principal Land Surveyor
GIS
Grant McNulty, GISP
GIS Manager / Analyst
Utility Coordination
Jason Arellano
Utility Department
Manager / Designer
Structural Engineering
Mark Sorhouet, PE, SE
Principal Structural
Engineer
Kyle McDonald, PE,

MBA, QSD
Principal Civil Engineer
Timothy Jarvi, PE
Civil Engineer
Jason Watts, PE
Principal Civil Engineer
Will Ruoff, AIA
Director of Architecture /
Senior Licensed Architect
Karl Lundeen
Senior Project Manager
John Stüetzel
Design Project Manager
Daniel Peña-Sosa
Senior Designer
Kent Copley
QA/QC Specialist
Matt Ainley, PE
CEO, 4Creeks /
Principal-in-Charge
Architecture
Subconsultants
BMA Mechanical +
HVAC & Plumbing & Commissioning
Thoma Electric, Inc.

Electrical & Low Voltage
Another in the Fire Sprinkler Design, Inc.

Fire Protection
Forrest Telecom Engineering, Inc.

Telecommunications
Wood Architecture, Inc.

Landscape
Krazan & Associates, Inc.

Geotechnical Investigating

11 Mr. John Stüetzel has over 35 years of experience in architecture, specializing in commercial, industrial, medical office, and residential design and construction. For more than 20 years, he operated his own design firm, overseeing marketing, design, and production for various project types. Now a Design Project Manager for 4Creeks’ Architectural team, John emphasizes communication and diligent follow-up with employees, clients, consultants, and agencies to ensure quality project outcomes.

DESIGN PROJECT MANAGER
John Stüetzel
Mr. Daniel Peña-Sosa brings over six years of architectural experience, beginning his career in Los Angeles with projects ranging from warehouse repurposing to urban watershed revitalization. Daniel is a Santa Maria native and currently serves as adjunct faculty in the Architecture Department at Allan Hancock College. He and his colleagues guide students through hypothetical design projects in the City of Santa Maria. Past concepts have included revitalizing downtown, expanding the local homeless shelter, and designing family housing.

SENIOR DESIGNER
Daniel Peña-Sosa
Key Personnel
Mr. Will Ruoff, AIA, Director of Architecture at 4Creeks, has over four years with the firm and 11 years of professional experience. He leads the firm’s architecture practice, overseeing educational, municipal, and residential projects while coordinating closely with the in-house Build team on design-build delivery. Will integrates architecture, landscape architecture, engineering, and environmental design to create thoughtful, sustainable solutions that respond to cultural influences. With experience in public and municipal projects in California and Arizona, he understands their impact on budgets, communities, and client interests.

DIRECTOR OF ARCHITECTURE / SENIOR LICENSED ARCHITECT
Will Ruoff, AIA
Mr. Karl Lundeen graduated from Cal Poly with a degree in Architecture and a minor in Construction Management. With over 10 years of experience in design, woodworking, and construction, he brings a unique approach to projects. Karl leads 4Creeks’ municipal architecture department, working closely with public agencies on essential service and civic facility projects. Clients appreciate his easy-going demeanor, clear communication, and ability to integrate feedback. Karl enjoys bringing together diverse ideas to develop thoughtful and cohesive design solutions.

SENIOR PROJECT MANAGER / MUNICIPAL ARCHITECTURE DEPARTMENT LEAD Karl Lundeen
Mr. Kent Copley is an experienced architectural professional with over 26 years of extensive experience in team leadership, project management, and staff development.

He has a successful track record of delivering complex architectural projects while collaborating with staff, consultants, clients, and local and state agencies. Kent leads our in-house QA/QC team, overseeing plan-checking for in-house projects. He utilizes his skills to develop staff and enhance team collaboration, manage projects efficiently, and support successful project delivery.

QA/QC SPECIALIST
Kent Copley

12 Mr. Kyle McDonald, PE, QSD, MBA, has over 15 years of experience in civil design and street improvement projects for Central Valley municipalities. He prides himself on partnering with clients to ensure they feel confident with their project schedule, budget, and end product. He has been involved with a variety of public works projects, including street and transportation design, storm drainage systems, sanitary sewer design, construction management, and utility coordination. He maintains strong working relationships with local utility companies, governing agencies, and contractors.

PRINCIPAL CIVIL ENGINEER
Kyle McDonald, PE, QSD, MBA
Mr. Randy Wasnick has over 20 years of experience in field and office surveying.

Randy is a founding member of 4Creeks and serves as the Principal-In-Charge for all 4Creeks’ surveying projects. He has worked with municipalities across the Central Valley to deliver field surveying and construction staking for projects such as educational facilities, parking lot reconstruction, roundabouts, street widening, transit centers, and more.

VICE PRESIDENT, 4CREEKS DESIGN / PRINCIPAL LAND SURVEYOR Randy Wasnick, PLS
Mr. Jason Watts, department manager of our 4Creeks public works team, has extensive experience overseeing municipal projects, including street reconstructions, pavement rehabilitation, roundabouts, storm drainage, sewer and water systems, parks, and parking lots. He manages all project phases, from funding administration and engineering to right-of-way acquisition, design, and construction management.

As City Engineer for the City of Dinuba, he is well-versed in public agency processes, procedures, and regulations.

PRINCIPAL CIVIL ENGINEER
Jason Watts, PE
Mr. Mark Sorhouet, PE, SE, a California licensed Structural Engineer with over 19 years of experience, has spent the last eight years at 4Creeks. His expertise spans various markets and locations, including industrial, oil and gas, agricultural, commercial, retail, residential, and municipal public works. Proficient in designing diverse structures and materials such as wood, concrete, masonry, and steel, he brings invaluable skills to our team.

PRINCIPAL STRUCTURAL ENGINEER
Mark Sorhouet, PE, SE
Mr. Grant McNulty has worked for 4Creeks for over nine years as a GIS analyst and has experience utilizing many GIS platforms, specializing in the ESRI software environment.

He has created a variety of cartographic products, managed large datasets for ongoing programs, and oversaw the creation, implementation, and management of ArcGIS Online Organizations for cities and private clients. He has performed a variety of spatial analyses in public works, planning, water resources, agriculture, and transportation sectors.

GIS MANAGER / ANALYST
Grant McNulty, GISP

13 Mr. Alec Grassel has managed construction for large-scale public and private projects across California, providing cross-trade coordination and on-time delivery for developments ranging from condominiums to major renovations. He brings strong design-build experience, regularly integrating construction services into designled teams and contributing early contractor insight on complex anaerobic digester facilities.

His background includes extensive work for public-sector clients, overseeing civic, commercial, and sustainable infrastructure projects.

VICE PRESIDENT, 4CREEKS BUILD / PROJECT MANAGER
Alec Grassel
Mr. Jason Arellano, formerly employed by SCE, has over 19 years of experience in utility coordination, design, and relocations. Jason and his team have years of experience and are recognized as one of the leaders in the area. He and his team play a key role in expediting project completion, and they will provide the necessary utility coordination for any project that arises. In addition, Jason specializes in photometric analysis and lighting design for public rights-of-way.

UTILITY DEPARTMENT MANAGER / DESIGNER
Jason Arellano
Mr. Manuel Bustamante brings over five years of experience in construction estimating, project budgeting, and cost analysis for public and private sector projects. He specializes in quantity takeoffs, subcontractor coordination, and accurate cost estimating using tools like PlanSwift and Bluebeam. Before joining 4Creeks’ Build Division, he supported major efforts such as Golden Charter Academy and Chowchilla High School’s transportation facility, managing over $1.2 million in direct concrete scope.

COST ESTIMATOR
Manuel Bustamante
Mr. Alex Martens has over seven years of experience in construction management on large-scale projects, overseeing coordination with clients, city officials, contractors, and utility providers to align goals and timelines. He ensures compliance with OSHA standards and local safety regulations through regular safety audits and manages project budgets, including reviewing change orders and progress payments to maintain cost-effective use of resources.

GC PROJECT MANAGER
Alex Martens
Mr. Mark Atkins has over 24 years in public works construction and is an experienced construction manager with a background in design-build projects. He has served various public entities including the City of Visalia and educational institutions like Visalia Unified School District. Mark’s expertise spans from modernizations to new facility constructions, showcasing his deep understanding of construction methods and efficiency in project management.

SENIOR GC PROJECT MANAGER
Mark Atkins

14 The Darling Hotel & Rooftop Lounge
Visalia, CA
• 1935 Art Deco building built by the County of Tulare to house an annex to the original courthouse and County
services
• Designed and constructed a 32-room boutique hotel
with a rooftop lounge
• Historical design features that brought the building up to current standards and with modern amenities
720 Center
Visalia, CA
• Adaptive re-use restoration of a 28,000-square-foot
building
• Project consisted of new plumbing, new electrical, new HVAC, new roof, and window systems for a mixture of
tenants
• The project was a multi-million dollar renovation
that created a new space in downtown Visalia for
businesses and patrons to thrive
Dinuba Transit Center
Dinuba, CA
• The new Dinuba Transit Center was reconstructed from
a 4,000-square-foot storage facility
• Now offers a lobby, conference room, space for a
dispatch center, and transit staff offices
• Mr. Ainley provided oversight for both the engineering design and construction management and inspection
for the project
Valley Tech Office and Laboratory
Tulare, CA
• New office and laboratory building for Valley Tech
Agricultural Laboratory Services
Bachelor of Science
Engineering/Physics
Westmont College
Santa Barbara, CA

EDUCATION

EXPERIENCE
4Creeks, Inc.

Visalia, CA
Chief Executive Officer/
Principal-in-Charge
05/08 - PRESENT
Quad Knopf, Inc.

Visalia, CA
Civil Engineer
02/01 - 05/08

EMPLOYMENT
Professional Engineer
California No. 66233
Class A & B Contractor
California No. 964881

CERTIFICATIONS,

REGISTRATIONS,

AND APPOINTMENTS
(559) 802-3052
[email protected]
324 S. Santa Fe Street
Visalia, CA 93292
Matt Ainley, PE
Chief Executive Officer/Principal-in-Charge
Years with Firm: 17+

15 Tulare Downtown Police Station Remodel
Tulare, CA
• Design-build for a rehabilitation project of an existing Cityowned building • New office space and storage for the City of Tulare Police departmentalong with a co-working space/incubator space for the Chamber of Commerce
Woodlake Medical Clinic
Woodlake, CA
• Delivered the design-build medical clinic built to OSHPD level 3 standards for a 6,000-square-foot walk-in clinic
• Project was designed and built in 13 months through an integrated and stacked approach
• Fully integrated project from land purchase to hand-off to ownership all under budget
Valley Strong Ballpark (Visalia Rawhide)
Visalia, CA
• Design-build project for a new batting cage and clubhouse for the Rawhide minor league baseball team
• Met MLB metrics while reducing the cost of the project by over 30% through value engineering
• Utilized a pre-fabricated metal building to meet budget and programmatic needs
The Darling Hotel & Rooftop Lounge
Visalia, CA
• Design-build project for a 1935 Art Deco building built by the County of Tulare to house an annex to the original courthouse and County services
• Designed and constructed a 32-room boutique hotel with a rooftop lounge
• Historical design features that brought the building up to current standards and with modern amenities
(This project was completed while at Ten Over Studio)
Bachelor of Architecture
University of Arizona
Tucson, AZ

EDUCATION

EXPERIENCE
4Creeks Design
San Luis Obispo, CA
Director of Architecture/
Senior Licensed Architect
12/21 - PRESENT
Ten Over Studio
San Luis Obispo, CA
Licensed Architect
01/17 - 12/21
CRB
Carlsbad, CA
Lab and Pharmaceutical Designer
06/16 - 01/17
RAH Architects
Tucson, AZ
Architectural Designer
08/14 - 06/16

EMPLOYMENT
Architect Registration
California C-36886
California Architects Board Subject
Matter Expert, 2018
American Institute of Architects
& Young Architects
Board Member
Founder of Building a Better SLO
Lecture Series, 2021

CERTIFICATIONS,

REGISTRATIONS,

AND APPOINTMENTS
(805) 904-4394
[email protected]
1880 Santa Barbara Ave, Suite 320
San Luis Obispo, CA 93401
Will Ruoff, AIA
Director of Architecture/Senior Licensed Architect
Years with Firm: 4+

16 Tuolumne County Sonora Ambulance Station Conversion
Columbia, CA
• Converted 4,600-square-feet of a 15,000-square-foot office building into an ambulance station and integrated new
occupancy separations to maintain operations in remaining office space
• Site improvements included accessibility upgrades, ambulance van carport, secured employee lot, outdoor patio space, and a backup generator
Tuolumne County Fire Station No. 74
Columbia, CA
• Repurposed a vacant house and attached airplane hangar into a fully operational fire station and included living quarters for eight firefighters, a three-engine apparatus bay, turnout room, and shop space
• Upgrades included new roofing, seismic retrofitting, updated electrical and mechanical systems, and a propane backup generator
• Collaborated closely with County and Fire Department staff to meet grant funding deadlines
• Cost estimates remain under budget due to an efficient and wellcoordinated design approach Calexico Fire Station
Calexico, CA
• 9,000-square-foot fire station designed in compliance with the CA Essential Services Act that involved demolition and seismic separation from an adjacent police station and featured drive-through apparatus bays, firefighter living quarters, and administrative offices
• Designed for energy efficiency and durability, with apparatus bays functioning as cooling centers during hot summer months (This project was completed while at Ten Over Studio)
Mineta San Jose International Airport ARFF Facility
San Jose, CA
• 18,180-square-foot one company replacement station
• Final design-build project includes administrative offices, firefighter living and sleeping quarters, fitness room, and specialized spaces for aviation rescue and firefighting response at the airport
(This project was completed while at Ten Over Studio)
Bachelor of Architecture
Minor in Construction Management
California Polytechnic State University
San Luis Obispo, CA

EDUCATION
(559) 802-3052 EXPERIENCE
[email protected]
1880 Santa Barbara Ave, Suite 320
San Luis Obispo, CA 93401
4Creeks
Visalia, CA
Senior Project Manager/Municipal
Architecture Department Lead
04/23 - PRESENT
Ten Over Studio
San Luis Obispo, CA
Project Architect
01/14 - 04/23

EMPLOYMENT
Karl Lundeen
Senior Project Manager/Municipal Architecture Department Lead Years with Firm: 2+
Speaker at Station Design
Conference 2021
Operations-Based Design:

Planning and Building Your Most
Effective Police Station
St. Louis, MO

PROFESSIONAL DEVELOPMENT

17 Industrial & Manufacturing
Placentia, CA
• Managed development of a 37,000 SF custom manufacturing facility on a previously vacant lot, including early-stage coordination with client and real estate team
• Coordinated design plans and construction documentation for City approvals, overseeing project completion in summer 2022
Multi-Tenant Office & Warehouse
Irvine, CA
• Directed transformation of an outdated 85,000 SF warehouse, including partial demolition and re-zoning for multi-tenant use
• Oversaw expedited construction documentation alongside re-zoning approvals to meet a high-demand timeline, with completion in 2002
Arlon Graphics
Placentia, CA
• 250,000 SF vinyl manufacturing plant. Arlon Graphics
produces vinyl film wrap products used for vehicle wraps and building signage
• Design-Build project collaborating with owner
representatives, the general contractor, and consulting engineers to design and plan the manufacturing process and plant circulation—from raw materials intake to final product production and shipping
• Designed and coordinated with local fire authority for design of hazardous occupancy rooms
• Generate design development and construction documents for the City’s planning and building department approvals • On site construction observation with the general contractor Minden Village Office & Retail
Minden, NV
• Collaborated with the developer and local authorities to create a cohesive neighborhood layout for an 18-acre retail and office district
• Provided comprehensive site and building designs, securing agency approvals for construction, which was completed in 2004
Real Estate Development Certificate,
Construction Management
Certificate
University of California, Irvine
Irvine, CA
Architecture Certificate
Orange Coast College
Costa Mesa, CA

EDUCATION

EXPERIENCE
4Creeks Design
Visalia, CA
Design Project Manager
08/24 - PRESENT
Stutzel DESIGN
Templeton, CA
Owner / President
1999 - 03/20
Clarewerkes Architecture - Yorba
Linda, CA
Vice President
1994 - 1999

EMPLOYMENT
(559) 802-3052
[email protected]
1880 Santa Barbara Ave, Suite 320
San Luis Obispo, CA 93401
John Stüetzel
Design Project Manager
Years with Firm: 1+