Agenda — Taft City Council, June 2, 2026

TAFT CITY COUNCIL/SUCCESSOR AGENCY

JOINT REGULAR MEETING AGENDA
TUESDAY, JUNE 02, 2026

CITY HALL COUNCIL CHAMBER
209 E. KERN ST., TAFT, CA 93268
_____________________________________________________________________________________________________________________________ City of Taft Council Meetings are being held in-person with full capacity seating and are livestreamed at https://www.youtube.com/user/CityofTaft. Public comment can be made in person and also can be received per the following:
• Written comments may be dropped off in the drop box in front of City Hall. • Comments may be emailed to the City Clerk at [email protected]. • Made by phone to the City Clerk’s office at (661) 763-1222. • Public comments will be accepted up until 5:00 PM the day of the meeting. • Any comments received will be read into the record.
_____________________________________________________________________________________________________________________________ REGULAR MEETING 6:00 P.M.

Pledge of Allegiance
Invocation
Roll Call: Mayor Noerr
Mayor Pro Tem Bryant
Councilmember Krier
Councilmember Waldrop
Councilmember Chavira

1. PUBLIC HEARING - UPDATING AND ESTABLISHING USER AND REGULATORY FEES Recommendation –

1. Conduct a public hearing.

2. Motion to adopt A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT, CALIFORNIA,

ADOPTING A SCHEDULE OF USER AND REGULATORY FEES FOR VARIOUS CITY SERVICES

3. Direct staff to apply the regional cost inflation factor of 3.16% and proceed with the Fiscal Year 2026/27 fee schedule as presented.

2. CITIZEN REQUESTS/PUBLIC COMMENTS

COMMENTS ARE TO BE RECEIVED AS STATED IN ABOVE POLICY

THIS IS THE TIME AND PLACE FOR THE GENERAL PUBLIC TO ADDRESS THE CITY COUNCIL ON MATTERS WITHIN ITS JURISDICTION. STATE LAW PROHIBITS THE COUNCIL FROM ADDRESSING ANY ISSUE NOT PREVIOUSLY INCLUDED ON THE AGENDA. COUNCIL MAY RECEIVE COMMENT AND SET THE MATTER FOR A SUBSEQUENT MEETING. PLEASE LIMIT COMMENTS TO FIVE MINUTES.

3. COUNCIL STATEMENTS (NON-ACTION)

4. DEPARTMENT REPORTS

5. CITY MANAGER STATEMENTS

6. CITY ATTORNEY STATEMENTS

7. FUTURE AGENDA REQUESTS
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Agenda
June 02, 2026

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CONSENT CALENDAR ITEMS 8-14
All items listed on the Consent Calendar shall be considered routine and will be enacted by one roll call vote. There will be no separate discussion of these items unless a member of the City Council requests specific items to be removed from the Consent Calendar for separate action. Any item removed from the Consent Calendar will be considered after the regular business items. Are there any items on the consent calendar that any member of the public would like to comment on?

8. MINUTES
May 19, 2026, Regular
Recommendation – Approve as submitted.

9. PAYMENT OF BILLS
Warrant # 051526 Check No. 202072-202074 $ 424.45
Warrant # 052226 Check No. 202075-202155 $ 461,473.15
Recommendation – Approve payment of the bills.

10. RESOLUTIONS CALLING FOR A GENERAL MUNICIPAL ELECTION AND REQUEST THE KERN

COUNTY BOARD OF SUPERVISORS TO APPROVE CONSOLIDATION WITH THE STATEWIDE

GENERAL ELECTION
Recommendation –

1. Motion to adopt a resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF TAFT, CALIFORNIA, CALLING AND GIVING NOTICE OF THE HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 3, 2026, FOR THE ELECTION OF

CERTAIN OFFICERS AS REQUIRED BY THE PROVISIONS OF THE LAWS OF THE STATE OF CALIFORNIA RELATING TO GENERAL LAW CITIES and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

2. Motion to adopt a resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF TAFT, CALIFORNIA, REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY OF KERN TO CONSOLIDATE A GENERAL MUNICIPAL ELECTION TO BE HELD ON NOVEMBER 3, 2026, WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON THE DATE PURSUANT TO SECTION 10403 OF THE ELECTION CODE and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

11. STREET CLOSURES AND SPECIAL EVENT PERMIT FOR THE 2026 SELF BREWED COFFEE HOUSE

RE-BRANDING EVENT
Recommendation –
Motion to adopt a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT AUTHORIZING THE SPECIAL EVENT PERMIT AND STREET CLOSURES FOR THE 2026 SELF BREWED COFFEE HOUSE RE-BRANDING EVENT ON SATURDAY, JUNE 13, 2026 and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

12. APPROVAL OF SPECIAL EVENT PERMIT 2026-06 FOR THE TAFT CHAMBER OF COMMERCE TO HOST A 4TH OF JULY CELEBRATION ON AND AROUND CENTER STREET FROM FRIDAY, JULY 3, 2026, TO SATURDAY, JULY 4, 2026
City of Taft Council/Successor Agency Meeting
Agenda
June 02, 2026

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Recommendation –

1. Motion to approve a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

TAFT APPROVING A SPECIAL EVENT PERMIT FOR THE TAFT CHAMBER OF COMMERCE TO HOST A CELEBRATION FOR THE 250TH ANNIVERARY OF AMERICA ALONG CENTER STREET ON JULY 3RD AND JULY 4TH, 2026

2. Find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15061(b)(3) of the CEQA Guidelines.

13. ADOPTION OF THE CITY OF TAFT’S STATE REQUIRED ZERO-EMISSION BUS ROLL-OUT PLAN Recommendation –
Motion to adopt a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING THE CITY OF TAFT’S 2026 ZERO-EMISSION BUS ROLL-OUT PLAN. AND DIRECT THE CITY’S ASSISTANT FINANCE DIRECTOR TO FILE THE ATTACHED PLAN AND RESOLUTION WITH THE CALIFORNIA AIR RESOURCES BOARD NO LATER THAN JUNE 12, 2026 and find that the activity is not a project per the California Environmental quality act (CEQA) as set forth in section 15060(c)(3) and section 15378 of the CEQA guidelines.

14. FARMING CONTRACT EXTENSION - TAFT MUNICIPAL WASTEWATER TREATMENT FACILITY Recommendation –
Motion to approve the five-year contract extension option with Westside Hay LLC and authorize the Mayor to execute the agreement extension and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.
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15. ADOPTION OF SENATE BILL 707 TELECONFERENCING AND DISRUPTION POLICIES AND

RESOLUTIONS
Recommendation –
Motion to adopt Resolutions entitled

1. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING A COUNCIL POLICY TO

ESTABLISH PROCEDURES FOR REQUIRED HYBRID CITY COUNCIL MEETING

2. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING COUNCIL POLICY

FOR DISRUPTION OF REMOTE PARTICIPATION DURING A COUNCIL MEETING

16. ECONOMIC DEVELOPMENT SERVICES -HDL ECON SOLUTIONS DELIVERABLES TASK ONE Recommendation –
Discussion/ receive and file the reports.
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CLOSED SESSION
A. CONFERENCE WITH LABOR NEGOTIATOR, CRAIG JONES, CITY MANAGER Government Code 54957.6 – All units
B. CONFERENCE WITH REAL PROPERTY NEGOTIATOR, CRAIG JONES- CITY MANAGER Government Code Section 54956.8 – (1) undisclosed parcel City of Taft Council/Successor Agency Meeting
Agenda
June 02, 2026

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C. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Government Code Section 54956.9 (a) – Taft Union High School vs. City of Taft Kern County Superior Court Case No. S-1500-CV-283804

ADJOURNMENT
AMERICANS WITH DISABILITIES ACT: In compliance with the Americans with Disabilities Act, if you need special assistance, a disability-related modification or accommodation, agenda materials in an alternative format, or auxiliary aids to participate in this meeting, please contact the Office of the City Clerk at (661) 763-1222 or [email protected] as soon as possible. Providing at least 72 hours’ notice will help ensure that reasonable arrangements can be made.

AFFIDAVIT OF POSTING
I, Faith Melton, declare as follows:

That I am the City Clerk for the City of Taft; that an agenda was posted on a public information bulletin board located near the door of the Civic Center Council Chamber on May 29th, 2026, at ________ a.m./p.m., pursuant to 1987 Brown Act Requirements.

I declare under penalty of perjury that the foregoing is true and correct.

Executed May 29th, 2026, at Taft, California.

Signature ___________ _________
City of TaftAgendaReport
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

PUBLIC HEARING - UPDATING AND ESTABLISHING USER AND REGULATORY FEES SUMMARY STATEMENT:

The city completed a comprehensive study in December 2022 to identify the cost of providing various user and regulatory fee-related services. As part of the study, a consolidated schedule of fees was prepared and adopted by the City Council.

The resolution adopting the current fee schedule directed that fees may be increased annually, each July 1, based on the annual change in the Consumer Price Index All Urban Consumers, Los AngelesLong Beach-Anaheim, CA (CPI). If the CPI does not change or goes down each year, no change shall be made to the fee schedule for that year unless an adjustment is made to cost recovery levels or fee study findings indicate that an adjustment is appropriate. The fee schedule proposed for adoption for the period July 1, 2026, reflects the 3.16% annual change in CPI.

If adopted, fees adjusted based on the annual percentage change in the CPI will be effective July 1, 2026. Fees that are new, or that are being increased beyond the annual change in CPI that are development related, will be effective 60 days after adoption.

RECOMMENDED ACTION:

1. Conduct a public hearing.

2. Motion to adopt A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT, CALIFORNIA,

ADOPTING A SCHEDULE OF USER AND REGULATORY FEES FOR VARIOUS CITY SERVICES

3. Direct staff to apply the regional cost inflation factor of 3.16% and proceed with the Fiscal Year 2026/27 fee schedule as presented.

IMPACT ON BUDGET (Y/N): No
ATTACHMENT (Y/N): Yes; resolution adopting Schedule of User and Regulatory Fees, illustration of proposed fee changes, cost of service analysis PREPARED BY: Finance Department
REVIEWED BY:

CITY CLERK FINANCE DEPARTMENT CITY MANAGER
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT,

CALIFORNIA, ADOPTING A SCHEDULE OF USER AND REGULATORY

FEES FOR VARIOUS CITY SERVICES
WHEREAS, user and regulatory fees are established by the City Council; and WHEREAS, the City completed a study in 2022 to identify the cost of providing various user and regulatory fee-related services; and
WHEREAS, the study examined fee-related services provided by the City, the costs reasonably borne by the City in providing those services, the beneficiaries of those services, and the revenues produced by those paying fees and charges for special services; and WHEREAS, the City Council finds that providing these services is of special benefit to applicants both separate and apart from the general benefit to the public; and therefore, in the interests of fairness to the general public, the City desires to better recover the costs of providing these services from applicants who have sought or require the City's services by revising its schedule of fees; and WHEREAS, the City Council hereby finds that the study provides adequate evidence to conclude that the revised fees do not exceed the cost to provide the services for which the fees are charged; and WHEREAS, the City Council desires that annually the City Manager may update the fees based on the annual percentage change in the all-urban Consumer Price Index for Los Angeles-Long BeachAnaheim, CA (CPI). If the CPI does not change or goes down each year, no change shall be made to the fee schedule that year; and
WHEREAS, in adopting this Resolution, the City Council is taking action only on those fees for the services, programs or products set forth in Exhibit “A” which have been modified from prior resolutions of the City Council. The remaining fees that have not been modified from prior resolutions shall remain in full force and effect.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF TAFT:

SECTION 1. The City Council hereby finds the recitals set forth above are true and correct.

SECTION 2. The City Council hereby adopts the fees, charges, and rates as set forth in attached Exhibit "A" and incorporated by this reference.

SECTION 3. Any fees adjusted based on the annual percentage change in the CPI shall go into effect July 1, 2026.

SECTION 4. Any fees that are new, or being increased beyond the annual change in CPI that are development related, shall go into effect 60 days after adoption.

Resolution No.

June 02, 2026

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PASSED AND ADOPTED on this 2nd day of June 2026
Attest:
_
Dave Noerr, Mayor
Faith Melton, City Clerk
Approved as to form:

Jason Epperson, City Attorney

STATE OF CALIFORNIA )

COUNTY OF KERN ) SS

CITY OF TAFT )
I, Faith Melton, City Clerk of the City of Taft, California, do hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of Taft, California, at a regular meeting thereof held on June 2nd, 2026, and was passed by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Faith Melton
City Clerk
Master Schedule of User and Regulatory Fees
Effective July 1, 2026
Fees Page
PLANNING FEES 1
BUILDING FEES 3
PUBLIC WORKS ENGINEERING AND ENCROACHMENT FEES 9
POLICE FEES 12
CODE ENFORCEMENT FEES 13
ANIMAL CONTROL FEES 14
ADMINISTRATIVE FEES 16
PARK AND FACILITY RENTAL FEES 17
SEWER WATES 20
REFUSE RATES 22
City of Taft
Table of Contents
Master Schedule of User and Regulatory Fees
City of Taft

MASTER FEE SCHEDULE - PLANNING FEES
Fixed Fee /
Minimum Fee Initial Deposit Charge Basis Note
1 Annexation $5,000 $7,500 Full Cost Recovery - Initial Deposit with Minimum Fee 2 Appeal $500 Fixed Fee
3 Conditional Use Permit - (Without Negative Declaration) $1,900 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 4 Conditional Use Permit - (With Negative Declaration) $3,850 $4,000 Full Cost Recovery - Initial Deposit with Minimum Fee 5 Conditional Use Permit - (Amendment to Existing Permit) $1,550 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 6 Development Agreement $3,300 $3,300 Full Cost Recovery - Initial Deposit with Minimum Fee 7 Director's Permit $700 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 8 Environmental Review - CEQA Assessment and Initial Study $1,650 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 9 Environmental Review - CEQA Negative Declaration $7,700 $7,700 Full Cost Recovery - Initial Deposit with Minimum Fee 10 Environmental Review - Mitigation Monitoring Plan $7,700 $7,700 Full Cost Recovery - Initial Deposit with Minimum Fee 11 Environmental Review CEQA Mitigated Negative Declaration $11,010 $11,010 Full Cost Recovery - Initial Deposit with Minimum Fee 12 Environmental Review - Environmental Impact Report $13,770 $13,770 Full Cost Recovery - Initial Deposit with Minimum Fee 13 Environmental Review – CEQA Exemption/Addendum $500 Fixed Fee 14 Extension of Time $660 $660 Full Cost Recovery - Initial Deposit with Minimum Fee 15 General Plan Amendment $5,500 $10,000 Full Cost Recovery - Initial Deposit with Minimum Fee 16 Lot Line Adjustment $1,900 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 17 Map Review - Tentative or Revised Parcel Map - (4 Lots or Less)
$1,100 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 18 Map Review - Tentative or Revised Tract Map Review - (5 to 25 Lots)
$3,840 $3,840 Full Cost Recovery - Initial Deposit with Minimum Fee 19 Map Review - Tentative or Revised Tract Map Review - (More than 25 Lots)
$5,500 $5,500 Full Cost Recovery - Initial Deposit with Minimum Fee 20 Map Review - Parcel Map Waiver $1,550 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 21 Parcel Merger $1,550 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 22 Pre-Application Review $380 Fixed Fee, Per Review [a] 23 Sign Plan Review - Temporary Sign $48 Fixed Fee
24 Sign Plan Review $193 Fixed Fee
25 Sign Program Review $570 Fixed Fee
26 Site Plan Review $2,900 $4,000 Full Cost Recovery - Initial Deposit with Minimum Fee 27 Specific Plan Preparation or Amendment $13,770 $13,770 Full Cost Recovery - Initial Deposit with Minimum Fee 28 Special Event Permit - Minor (Up to 125 people) $325 Fixed Fee [b] Activity Description
City of Taft

MASTER FEE SCHEDULE - PLANNING FEES
Fixed Fee /
Minimum Fee Initial Deposit Charge Basis Note

Activity Description
29 Special Event Permit - Major (More than 125 people) $1,150 Fixed Fee [b] 30 Temporary Use Permit $388 Fixed Fee
31 Temporary Land Use Permit $1,150 Fixed Fee
32 Variance - Minor (per variance requested) $570 Fixed Fee 33 Variance - Major (per variance requested) $1,900 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 34 Zone Ordinance/Map Amendment $2,740 $5,000 Full Cost Recovery - Initial Deposit with Minimum Fee For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
35 Planning Staff $194 per hour
36 Building Staff $157 per hour
37 Engineering and Public Works Staff $187 per hour
*** The fees listed above assume a maximum of three iterations to applicant submittal. If more than three iterations are required, review of the fourth and subsequent iterations will be billed at the hourly rates identified above.
[a] Pre-application review fees will be credited towards any application fees. Pre-application fee is for a one-time review. Multiple preapplication requests will require multiple pre-application fees to be paid.

Overview of Fee Structure
Fees may be either fixed fees, or deposits with a minimum fee amount due. When a fee is deposit-based, the City will collect the initial deposit and bill against that deposit. The minimum total amount charged for deposit-based fees shall be the amount shown in the fixed fee / minimum fee column. Fees are cumulative (example: if an application for a Conditional Use Permit also includes a Variance, both fees shall be charged). All costs in excess of the initial deposit shall be collected prior to any City action of a Planning application. Fees incurred after Planning action will be collected prior to issuance of building permit.

Use of Full Cost Recovery with Minimum Amount Due
For fees collected using Full Cost Recovery with Minimum Amount Due, the City will provide an accounting of internal costs and other related costs (e.g. consultant, County, attorney, etc.), to support any amounts billed in excess of the minimum amount due. [b] Base fee does not include costs of special event support personnel that may be required to assist during event preparation, commencement, and tear-down. Any event assistance provided will be billed hourly.

City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
Fee Charge Basis Note
1 HVAC Change-Out - Residential $78 per permit
2 Residential Solar Photovoltaic System - Solar Permit
a) 10kW or less $276 per permit
b) Above 10kW – per kW $15 per permit
3 Commercial Solar Photovoltaic System - Solar Permit
a) 50kW or less $1,000 per permit
b) 50kW – 250kW – Base $1,000 per permit
c) 50kW – 250kW – per kW above 50kW $7 per permit
d) Above 250kW – base $2,400 per permit
e) Above 250kW – per kW $5 per permit
4 Service Panel Upgrade
a) Up to 200 amps $78 per permit
b) Over 200 amps and Under 400 amps $156 per permit
c) Over 400 Amps $233 per permit
5 Water Heater Changeout - Residential $37 per permit
6 Residential Re-Roof per 500 SF (Roof Area) $78
7 Temporary Power Pole $78 per permit
8 Window / Sliding Glass Door - Retrofit / Repair
a) Up to 5 $157 per permit
b) Over 5 See Permit Fee Table per permit
9 Block Wall / Retaining Wall
a) Up to 50 LF $313 per permit
b) each additional 50 LF or fraction thereof $78 per permit 10 Swimming Pools & Spas
a) Spa only $157 per permit
b) Swimming Pool only $626 per permit
c) Swimming Pool & Spa $783 per permit
A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California).

Fee Description
City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
Fee Charge Basis Note
A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California).

Fee Description
11 All Signs
a) Sign - Wall Mounted Non-Illuminated $78 per permit
b) Sign - Wall Mounted Illuminated $157 per permit
c) Sign - Pylon and Monuments $313 per permit
12 Boarding Fees
a) Boarding Fee - Base $157 Each structure, for up to 4 b) Boarding Fee - Per Opening $78 Each structure with 5 or more openings
13 Demolitions
a) Foundation Only $157 per permit
b) Residential, 1 to 4 units $470 per permit
c) Residential, 5+ units & Commercial Properties $783 per permit 14 Sewer Capacity & Connection Fees
a) 2-Bedroom Residential $626 per permit
b) 3-Bedroom Residential $783 per permit
c) 4-Bedroom Residential $939 per permit
d) 5-Bedroom Residential $1,096 per permit
e) 6-Bedroom Residential $1,253 per permit
f) 7-Bedroom Residential $1,409 per permit
g) Connection Fee $6 per linear foot of property
frontage
City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
Total Valuation Permit Fee
$1 to $2,000 $157
$2,001 to $25,000 $157 for the first $2,000 plus $20.41 for each add'l $1,000 or fraction thereof, to and including $25,000
$25,001 to $50,000 $626 for the first $25,000 plus $25.05 for each add'l $1,000 or fraction thereof, to and including $50,000
$50,001 to $100,000 $1,252 for the first $50,000 plus $12.52 for each add'l $1,000 or fraction thereof, to and including $100,000
$100,001 to $500,000 $1,878 for the first $100,000 plus $10.96 for each add'l $1,000 or fraction thereof, to and including $500,000
$500,001 to $1,000,000 $6,263 for the first $500,000 plus $6.26 for each add'l $1,000 or fraction thereof, to and including $1,000,000
$1,000,001 and up $9,394 for the first $1,000,000 plus $3.76 for each additional $1,000 or fraction thereof over $1,000,000
Mechanical inspection fees = Base permit fee x .10
Determination of Valuation for Fee-Setting Purposes
Project valuations shall be based on the total value of all construction work, including all finish work, roofing, electrical, plumbing, heating, air conditioning, elevators, fire-extinguishing systems and any other permanent equipment. If, in the opinion of the Building Official, the valuation is underestimated on the application, the permit shall be denied, unless the applicant can show detailed estimates to meet the approval of the Building Official. Final building permit valuation shall be set by the Building Official. For determining project valuations for new construction, the Building Official may use data published by the International Code Council (ICC) (building valuation data table, typically updated in February and August of each year). The final building permit valuation shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Note: For construction projects with permit fees calculated using Section B, additional fees apply for permit issuance. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees apply for plan review, when applicable.

B. Permit Fee for New Buildings, Additions, Tenant Improvements, Residential Remodels, and Mechanical, Electrical, and/or Plumbing Permits Not Identified Elsewhere in This Fee Schedule
Plumbing inspection fees = Base permit fee x .10
Electrical inspection fees = Base permit fee x .10
For permits for new construction, additions, tenant improvements or residential remodels requiring plumbing, electric, or mechanical review, the following percentages shall be added to the base permit fee.

City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
$1 to $2,000 $78
$2,001 to $25,000 $78 plus $10.21
$25,001 to $50,000 $313 plus $12.53
$50,001 to $100,000 $626 plus $6.26
$100,001 to $500,000 $939 plus $5.48
$500,001 to $1,000,000 $3,131 plus $3.13
$1,000,001 and up $4,697 plus $1.88
Note
[b]
[a] Includes up to three plan reviews. The City will bill hourly for additional plan reviews as required.

C. Building Plan Review Fees
Total Valuation Building Plan Review Fee [a]
for the first $2,000 for each add'l $1,000 or fraction thereof, to and including $1,000
Activity Description Fee Charge Basis
for the first $25,000 for each add'l $1,000 or fraction thereof, to and including $50,000
for the first $50,000 for each add'l $1,000 or fraction thereof, to and including $100,000
for the first $100,000 for each add'l $1,000 or fraction thereof, to and including $500,000
for the first $500,000 for each add'l $1,000 or fraction thereof, to and including $1,000,000
for the first $1,000,000 for each add'l $1,000 or fraction thereof over $1,000,000
a) Expedited Plan Review 1.5x standard
plan check fee
b) Tract Home (Repeat Applications after 1st
Permit of Same Production Unit)
50% of first
plan review fee
c) Alternate Design and Materials Review (per
hour)
$157
When applicable, plan review fees shall be paid at the time of application for a building permit.

The plan review fee is in addition to the building permit fee. [b] For identical buildings built by the same builder on the same lot or in the same tract. per hour
d) Excess Plan Review Fee (4th and subsequent
reviews) (per hour)
$157 per hour
e) Revisions of Approved Plans (per hour) $157 per hour City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
Fee Note
1 Permit Issuance Fee $44
2 Duplicate or Reprint of Building Permit / Job Card $40 3 Strong Motion Instrumentation (SMI) Fee Calculation
a) Residential $0.50 or valuation x .00013
b) Commercial $0.50 or valuation x .00028
4 Building Standards (SB 1473) Fee Calculation (Valuation) a) $1 - $25,000 $1
b) $25,001 - $50,000 $2
c) $50,001 - $75,000 $3
d) $75,001 - $100,000 $4
e) Each Add'l $25,000 or fraction thereof Add $1
5 Temporary Certificate of Occupancy (per 30 Days) $157 6 Permit Extension $157
7 Damaged Building Survey (Fire, Flood, Vehicle Damage, Etc.) $303 Other Fees
8 Phased Inspection Fee (per inspection) $78
9 After Hours Inspection (per hour) (2-hour minimum) $188 10 Re-inspection Fee (2nd Time or More) (each) $78 [a]
11 Missed inspection Fee $78
12 Compliance Inspection Fee $157
13 Fees for Services Not Listed in this Fee Schedule (per 1/2 hour) $78 Violation Fees
14 Investigation Fee For Work Done Without Permits (In addition to applicable permit fees)
equal to
permit fee
Refunds
15 Refunds
a) Fees Erroneously Paid or Collected by the City 100% refund b) Refund of Plan Review Fees - Prior to Plan Review Commencing up to 80% refund c) Refund of Permit Fees - Prior to Inspection Commencing up to 80% refund d) 180 Days After Payment of Fees no refund
D. Other Fees
Activity Description
City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
Fee Note
D. Other Fees
Activity Description
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
16 Building Staff Hourly Fee $157
17 Planning Staff Hourly Fee $194
18 Engineering and Public Works Staff Hourly Fee $187
[a] Reinspection fee applies after the first re-inspection.

City of Taft

MASTER FEE SCHEDULE - PUBLIC WORKS ENGINEERING AND ENCROACHMENT FEES Fixed Fee / Minimum Fee Initial Deposit Charge Basis Note

SPECIALIZED PERMIT PROCESSING
(specialized permits include plan check, permit issuance, and inspection fees)

1 Encroachment Permit - Residential
a) Review Fee $88 Fixed Fee
b) Permit and Inspection Fee $88 Fixed Fee
2 Encroachment Permit - Minor
a) Review Fee $88 Fixed Fee
b) Permit and Inspection Fee $185 Fixed Fee
3 Encroachment Permit - Major
a) Review Fee $370 Fixed Fee
b) Permit and Inspection Fee - Up to 4 Inspections $740 Fixed Fee

MAP REVIEW, IMPROVEMENT PLAN CHECK AND INSPECTION
4 Grading and Drainage
a) Plan Review
i) Site < 10,000 SF (gross site area) $740 $750 Deposit with Minimum Fee ii) Site ≥ 10,000 SF and < .5 Acre (gross site area) $1,110 $1,125 Deposit with Minimum Fee iii) Site ≥ .5 Acre (gross site area)
a) First Acre $1,490 $1,500 Deposit with Minimum Fee
b) Each Additional Acre $185 $187 Deposit with Minimum Fee b) Permit and Inspection
i) Site < 10,000 SF (gross site area) $370 Fixed Fee
ii) Site ≥ 10,000 SF and < .5 Acre (gross site area) $740 Fixed Fee iii) Site ≥ .5 Acre (gross site area)
a) First Acre $740 Fixed Fee
b) Each Additional Acre $185 Fixed Fee
5 All Other Improvement - Plan Check
a) Engineer's Estimate - Up to $50,000 $745 $750 Deposit with Minimum Fee b) Engineer's Estimate - Over $50,000 $1,500 3% of Eng. Cost Est. Deposit with Minimum Fee 6 All Other Improvements - Inspection
a) Engineer's Estimate - Up to $50,000 $745 Fixed Fee
b) Engineer's Estimate - Over $50,000 3% of Eng. Cost Est. Fixed Fee 7 Map Review
a) Tentative Map See Planning Fee Schedule See Planning Fee Schedule b) Final Map
i) Parcel Map $1,120 $1,120 Deposit with Minimum Fee
ii) Tract Map $1,870 $1,870 Deposit with Minimum Fee
c) Lot Line Adjustment / Parcel Merger $2,240 $2,240 Deposit with Minimum Fee d) Certificate of Compliance / Certificate of Correction $745 $745 Deposit with Minimum Fee e) Monumentation Deposit (Refundable) 100% of Surveyor Costs Deposit 8 Site Plan Review $1,020 $1,020 Deposit with Minimum Fee Activity Description
City of Taft

MASTER FEE SCHEDULE - PUBLIC WORKS ENGINEERING AND ENCROACHMENT FEES Fixed Fee / Minimum Fee Initial Deposit Charge Basis Note

Activity Description

ENGINEERING AND PUBLIC WORKS BUILDING PLAN CHECK
9 Engineering and Public Works Building Plan Check
a) Alterations/Additions - Residential $88 Fixed Fee
b) New Construction - Single Family Residential $185 Fixed Fee c) New Construction - 2-4 Residential Units $270 Fixed Fee d) New Construction - 5+ Residential Units $740 Fixed Fee e) Alterations/Additions - Non-Residential $185 Fixed Fee f) New Construction - Non-Residential < 20K SF $370 Fixed Fee g) New Construction - Non-Residential ≥ 20K SF $740 Fixed Fee

STREET / ADDRESS RENAMING / VACATION / EASEMENTS
10 Re-Address Processing $185 Fixed Fee
11 Street Re-Name Processing $555 Fixed Fee
12 Vacation of Public Streets and Easements or Irrevocable Offers to Dedicate
$1,500 $3,000 Deposit

OVERSIZE LOAD PERMIT / TRAFFIC CONTROL PLAN REVIEW
13 Oversize Load Permit
a) One-Day $16 Fixed Fee
b) Annual $90 Fixed Fee
14 Traffic Control Plan Review Only
a) Minor (Lane Closures) $88 Fixed Fee
b) Major (Detours) $370 Fixed Fee

SPECIAL FINANCING DISTRICT
15 Special Financing District Formation / Annexation (e.g. CFD, AD) $5,000 $10,000 Deposit

ENGINEERING MAPS, PLANS, PROJECT SPECIFICATIONS
16 Engineering Maps and Plans
a) Aerial Map/Plan/Plot (24" x 36" and larger) $20 Fixed Fee b) Map Research Fee $20 Fixed Fee
17 Project Plans and Specifications
a) General Conditions, Standard Provisions & Details (Per Book) $15 Fixed Fee b) General Conditions, Standard Provisions & Details (Per Page) $0.10 Fixed Fee 18 Document Imaging / Reproduction of Microfiche
a) Plan Sheet (per sheet) $2 Fixed Fee
b) 8.5" x 11" or 11" x 17" (per page/sheet) $1 Fixed Fee OTHER
19 Extension of Time (per extension, if not separately charged against deposit)
$185 Fixed Fee
20 Plan Revision (per revision, if not separately charged against deposit) $88 Fixed Fee 21 Excess Plan Review (per hour, if not separately charged against deposit) $185 Fixed Fee 22 Hourly Rate for Services Not Identified in this Schedule, Other Inspection, Missed/Excess Inspections, Re-inspection Fee

a) In-House Engineering / PW Staff $185 Per Hour
b) Contract Service Support Time & Mat'ls + 15% Fixed Fee c) Attorney / Other Professional Services Time & Mat'ls Fixed Fee 23 Appeal See Planning Fee Schedule Fixed Fee
24 Failure to Restore Public Improvements as Required (per day) $150 Per Day 25 Commencing Work Without a Permit or Work Different than Authorized by Permit
2x fees Double fees
City of Taft

MASTER FEE SCHEDULE - PUBLIC WORKS ENGINEERING AND ENCROACHMENT FEES Fixed Fee / Minimum Fee Initial Deposit Charge Basis Note

Activity Description
Overview of Fee Structure
Fees may be either fixed fees, or deposits with a minimum fee amount due. When a fee is deposit-based, the City will collect the initial deposit and bill against that deposit. The minimum total amount charged for deposit-based fees shall be the amount shown in the fixed fee / minimum fee column.

Note: Deposit amounts listed are typical minimum amounts. The City reserves the right to request a different deposit (lower or higher) based on complexity of project or frequency of inspections needed.

City of Taft

MASTER FEE SCHEDULE - POLICE FEES
Fee Charge Basis Note
1 Permit to Carry a Concealed Weapon
a) Initial Process $100 per permit, plus pass through
of all outside agency fees

b) Renewal Process $25 per permit, plus pass through
of all outside agency fees

2 Fingerprinting $30 per set, plus pass through of
all outside agency fees

3 Reports
a) Accident Report $15 per report
b) Crime Report $15 per report
4 Vehicle Release
a) 30-Day Impound $110 per release
b) Repossession Redemption $17 per repossession [a]
5 Citation Sign-Off $22 per sign-off
6 DUI Response
a) Urine Sample, Breath Test Only $225 per response [b] b) Blood Draw Required at Bakersfield Hospital $325 per response [b] c) Blood Draw Required On-Site Using Nurse $325 per response [b] 7 False Alarm Response
a) First (within a 12-month period) $0 per response
b) Second (within a 12-month period) $0 per response
c) Third (within a 12-month period) $50 per response
d) Fourth and Each Subsequent (within a 12-month period) $100 per response For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City
Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
8 Sworn Staff $131 per hour
9 Non-Sworn Staff $92 per hour
[a] Fee set by State of California.
[b] Does not include fees incurred by outside service providers.

Activity Description
City of Taft

MASTER FEE SCHEDULE - CODE ENFORCEMENT FEES
Fee Charge Basis Note
1 Code Enforcement Violations Resolved/Abated by the
Property Owner

a) After initial notice $0
b) After more than one notice received $138 each
2 Code Enforcement Violations Resolved/Abated by the City $358 each, plus external service provider costs, if any

3 Code Enforcement $138 per hour
*** Code enforcement violations include substandard conditions/nuisances linked to buildings, vehicles, weeds, etc.

Activity Description
City of Taft

MASTER FEE SCHEDULE - ANIMAL CONTROL FEES
Fee Charge Basis Note
1 Licensing
a) Dog - Altered - Annual $15 each
b) Dog - Altered - Three Year $30 each
c) Dog - Unaltered - Annual $60 each
d) Dog - Unaltered - Three Year $120 each
e) Penalty if Unpaid within 30 Days $15 each
f) Lost Tag Replacement $5 each
2 Adoption
a) Dog $85 each, plus veterinary fees
b) Cat $45 each, plus veterinary fees
3 Redemption $30 each
4 Impoundment
a) Licensed Animal
i) Unaltered First Impound $25
ii) Altered First Impound $15
iii) Second Impound $80
iv) Third Impound and Subsequent Impounds $160
b) Unlicensed Animal
i) First Impound $40
ii) Second Impound $80
iii) Third Impound and Subsequent Impounds $160
c) Dangerous Animals
i) First Impound $100
ii) Second Impound $200
iii) Third Impound and Subsequent Impounds $400
d) Impound Fine for Nonspayed or Unneutered Animal
i) First Impound $35 [a]
ii) Second Impound $50 [a]
iii) Third Impound and Subsequent Impounds $100 [a]
5 Vicious Animal $125 each
6 Food and Care Per Day
a) Dogs and Cats $15 per day
b) Other $30 per day
Activity Description
City of Taft

MASTER FEE SCHEDULE - ANIMAL CONTROL FEES
Activity Description Fee Charge Basis Note
7 Disposal of Dead Animals Upon Owner's Request
a) Under 100 pounds $30 each
b) 100 pounds or more $60 each
8 Dogs and Cats Released to City by Owner $40 each
9 Kennel Permit $100 each, plus $2 per dog
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City
Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
10 Animal Control Staff $110 per hour
[a] Food and Agriculture Code Sections 30804.7 and 31751.7. These amounts are in addition to impound fees.

City of Taft

MASTER FEE SCHEDULE - ADMINISTRATIVE FEES
Fee Charge Basis Note
1 Black & White (8.5" x 11") Copy of Identifiable Record $0.25 per single sided page 2 Color Copy or 11" x 17" Copy of Identifiable Record $0.50 per single sided page 3 Documents Prepared by Outside Vendor actual cost [a]
4 Prepare Records that Require Data Compilation, Extraction, or Programming to Produce the Record
$88 per hour, plus per page fees as
shown above

5 Flash Drive / DVD Provided by City $10 per device
6 Non-Sufficient Funds / Returned Check 25 first transaction; $35 each additional
[b]
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City
Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
7 City Clerk $88 per hour
[a] Pass-through of outside vendor fees.
[b] Fee set by California Civil Code Sec. 1719.

Activity Description
City of Taft

MASTER FEE SCHEDULE - PARK AND FACILITY RENTAL FEES
Fee Charge Basis Note
Veteran's Memorial Park
1 Park Pavillion Rental $45 per day, per rental site
2 Alcohol Use Permit $25 per permit
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City
Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
3 Public Works Maintenance Staff $88 per hour
4 Facility Attendant / Custodial / Janitorial $28 per hour Activity Description
City of Taft

MASTER FEE SCHEDULE - PARK AND FACILITY RENTAL FEES
Fee Charge Basis Note
1 Council Chamber Rental $40 per hour
2 Conference Room Rental $15 per hour
3 Facility Attendant for After-Hours Facility Rental Overtime Rate 4 Rental and Set-up of City Supplied Laptop and Projector $50 each For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City
Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
5 Public Works Maintenance Staff $88 per hour
6 Facility Attendant / Custodial / Janitorial $28 per hour Activity Description
City of Taft

MASTER FEE SCHEDULE - PARK AND FACILITY RENTAL FEES
Fee Charge Basis Note
Oildorado Room (Capacity: 124 inside / 96 Patio)
1 Processing Fee (non-refundable) $50
2 Rental Fee (minimum 2 hours, event shall not go past 12 AM) $100 per hour 3 Deposit without Alcohol (refundable) $250
4 Deposit with Alcohol (refundable) $500
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City
Manager's designee shall determine the appropriate fee
based on the following hourly rates for staff time involved in the service or activity:
5 Public Works Maintenance Staff $88 per hour
6 Facility Attendant / Custodial / Janitorial $28 per hour Activity Description
*Set up time and clean up time are to be included in total hours reserved. *Set up the day prior to the event, if the facility is available (additional charges will apply).

City of Taft

MASTER FEE SCHEDULE - SEWER RATES
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Date Effective 7/1/2021 7/1/2022 7/1/2023 7/1/2024 7/1/2025 Bi-Monthly Rate1
Single-Family Residential ( per Home) $67.91 $74.39 $81.49 $89.27 $89.27 Multi- Family( per Dwelling Unit) $50.65 $55.48 $60.78 $66.57 $66.57 Apartments ( per Dwelling Unit) $50.08 $54.86 $60.09 $65.83 $65.83 Hotels, Motels ( per Room) $31.28 $34.27 $37.54 $41.12 $41.12 Mobile Home Park( per Space) $62.00 $67.91 $74.39 $81.49 $81.49 Restaurant and/ or Bars ( Per Seat) $13.50 $14.78 $16.19 $17.74 $17.74 Service Station& Garages w/ o Car Wash (per
Business)
$139.44 $152.75 $167.32 $183.28 $183.28
Service Station& Garages w/ Car Wash( per
Business)
$139.44 $152.75 $167.32 $183.28 $183.28
Car Wash Facilities( per Business) $203.04 $222.41 $243.63 $266.87 $266.87 Commercial Laundries & Launderettes ( per
Washer)
$22.21 $24.33 $26.66 $29.20 $29.20
Business Not Classified ( per 5 employees) $52.54 $57.55 $63.04 $69.05 $69.05 Theater( per 100 seats) $28.37 $31.08 $34.04 $37.29 $37.29 Offices( per Office) $39.39 $43.15 $47.26 $51.77 $51.77 Churches ( per Parcel) $62.74 $68.73 $75.29 $82.47 $82.47 Churches w/ Rectory( per Parcel) $67.91 $74.39 $81.49 $89.27 $89.27 Hospitals/ Rest Homes/ Prison ( per Bed) $33.96 $37.20 $40.75 $44.63 $44.63 Schools- Elementary( per Student) $1.69 $1.85 $2.02 $2.22 $2.22 Schools- High School & College( per Student) $2.61 $2.86 $3.13 $3.43 $3.43 Swimming Pool ( per 10, 000 Gallons) $1.60 $1.75 $1.92 $2.10 $2.10 Campground( per Space) $31.28 $34.27 $37.54 $41.12 $41.12 1 Bi- Monthly rates shown are per parcel unless otherwise indicated by unit shown in parentheses.

Further details of the rates shown in Exhibit A of this section for fiscal year 2021- 22 1 Single- Family Units: $67. 91 per home per bi- monthly period or $407. 46 per home per year. 2 Multi-Family; Two-, Three-, And Four-Units: $50. 65 per dwelling unit per bi-monthly period or $303. 90 per dwelling unit per year. 3 Apartments: $50.08 per dwelling unit per bi-monthly period or $300.48 per dwelling unit per year. 4 Hotels And Motels: $31.28 per room per bi-monthly period or $187.68 per room per year. 5 6
7 Service Stations And Garages With Or Without Car Washes: $139.44 per bi- monthly period or $836.64 per year. 8 Car Wash Facilities: $203.04 per business per bi- monthly period or $1, 218.24 per business per year. 9 Commercial Laundries And Launderettes: $22.21 per washer per bi-monthly period or $133.26 per washer per year.

Mobile Home Parks: $62.00 per space per bi- monthly period or $372.00 per space per year based on yearly average occupancy in the preceding year.

Restaurants and/ or Bars: $13.50 per seat of seating capacity per bi-monthly period or $81.00 per seat of seating capacity per year, with a minimum of twice the single-family residential rate, but not to exceed 4 times the single- family residential rate.

City of Taft

MASTER FEE SCHEDULE - SEWER RATES
10 11
12 Offices: $39.39 per office per bi-monthly period or $236.34 per office per year. 13 Churches: $62.47 per parcel per bi-monthly period or $374.82 per parcel per year. 14 Churches With Rectory: $67.91 per parcel per bi-monthly period or $407.46 per parcel per year. 15 Hospitals/Rest Homes/Prison: $33.96 per bed per bi-monthly period or $139.32 per bed per year. 16 17
18 Swimming Pool: $1.60 per 10,000 gallons per bi-monthly period or $9.60 per 10,000 gallons per year. 19 Campground: $31.28 per space per bi-monthly period or $187.68 per space per year, based on average monthly occupancy. 20 (A)
(B)
(C)
(D)
(E)
(F)
The Council of the City of Taft transfers the function of collection of sewer charge assessments section to the County Tax collector Pursuant to Article 1 ( Section 51500 et. seq.) of Chapter 2, Part 2, division I of Title 5 of the California Government Code to be billed with property taxes. In all other cases, the charges shall be collected from the tenant or property owner by the City on bi-monthly basis, and should the tenant neglect to pay the fee, such fee shall be paid by For any special conditions not otherwise provided herein, the City council may investigate and determine a reasonable fee for the sewer service rendered, and its determination shall be final and conclusive. Special charges shall be collected from the tenant or property owner by the City on a periodic basis, and should tenant neglect to pay the fee, such fee shall be paid by the property owner or become a lien against the property.

Penalties: A ten percent( 10%) late charge( or $1.00 whichever is greater) will be added to unpaid bills after thirty days from due date. Said late charge and additional penalties as specified in the Health and Safety code shall be made on the unpaid balance of the bill.

Connection Fees: Any person, prior to connecting a building lateral to any public sewer which has been constructed at no cost to the abutting property, shall be required to pay a connection charge in addition to any other fees or charges required by the building and plumbing codes of the city and by this chapter. The connection charge for such parcels shall be the sum of five dollars ($5.00) per assessable front foot. Assessable front footage in the case of interior rectangular parcels having a depth equal to or greater than one hundred feet (100') shall be the actual frontage of the parcel on the public street right of way. The assessable front footage for corner parcels, parcels having a depth less than one hundred feet (100') and irregularly shaped parcels shall be a dimension which equitably represents the benefits the parcels received by virtue of the public sewer in relation to that received by similarly situated rectangular parcels.

Business Not Classified: Where the number of workers is 5 or less, $52.54 per bi-monthly period or $315.24 per year, and where the number of workers is more than 5, an additional $10.51 per bi-monthly period or $63.04 per year for each additional worker over 5.

Theaters: $28.37 per 100 seats per bi-monthly period or $170.22 per year, plus $2.84 per 10 seats per bi-monthly period over 100 seats or $17.02 per 10 seats per year over 100 seats.

Sewer Capacity Fees: The sewer capacity fee for all new construction requiring new sewer connection shall be charged at the rate of two dollars eighty five cents ($2.85) per gallon per day or an equivalent single-family dwelling unit charge, and shall be collected as part of the building permit fee. (Ord. 641-96, 6-18-1996, eff. 7-1-1996) Sewer User Charges: The service rates will be billed annually on the County property tax bill for single-family dwellings, duplexes, triplexes, multi-family dwellings, and mobile home parks. In all other cases, the City will bill the owner of each parcel directly on a bi-monthly basis.

Schools/ Elementary: $1.69 per student/faculty/staff per bi-monthly period or $10.14 per student/faculty/staff per year, based on average daily attendance.

Schools/ High Schools And College: $0.89 per student/faculty/staff per month or $10.68 per student/faculty/staff per year, based on average daily attendance.

Commercial Standby Charge: All commercial buildings that are vacant or not conducting day to day business will be charged a rate equal to the minimum residential rates as a standby charge. These charges will be added to the property tax roll and shall be collected at the same time and in the same manner as ordinary city taxes are collected. It is the responsibility of the property owner to notify the city if the building becomes occupied with an operational business, removed or condemned by providing documentation to such and to request to have the charge removed from the property tax roll; any valid refund requested will be equal to the lesser of 12 months or when the building was removed or condemned.

City of Taft

MASTER FEE SCHEDULE - REFUSE FEES
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Date Effective 7/1/2021 7/1/2022 7/1/2023 7/1/2024 7/1/2025 Bi-Monthly Rate
Single-Family Residential (per Home) $55.06 $64.78 $76.23 $89.70 $89.70 Multi- Family (per Dwelling Unit) $55.06 $64.78 $76.23 $89.70 $89.70 Illustration of Proposed Fee Changes
Fee Type Page
Planning Fees 1
Building Fees 4
Public Works Engineering and Encroachment Fees 14
Police Fees 18
Code Enforcement Fees 19
Animal Control Fees 20
Administrative Fees 22
Park and Facility Rental Fees 23
City of Taft
Illustration of Proposed Fee Changes
City of Taft

BEFORE AND AFTER ILLUSTRATION - PLANNING FEES
Current Fee Proposed Fee Change
Fixed Fee Initial Deposit
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Minimum Fee Initial Deposit Charge Basis Note CPI Adjust 1 Annexation $5,000 $7,500 $5,000 $7,500 $0 $0 Full Cost Recovery - Initial Deposit with Minimum Fee
N
2 Appeal $500 $500 $0 Fixed Fee N
3 Conditional Use Permit - (Without Negative Declaration) $1,120 $1,900 $3,000 $780 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
Y
4 Conditional Use Permit - (With Negative Declaration) $1,880 $3,850 $4,000 $1,970 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
Y
5 Conditional Use Permit - (Amendment to Existing Permit) $940 $1,550 $3,000 $610 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
Y
6 Development Agreement $3,200 $3,200 $3,300 $3,300 $100 $100 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
7 Director's Permit $1,120 $700 $3,000 ($420) $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
Y
8 Environmental Review - CEQA Assessment and Initial
Study
$1,600 $1,600 $1,650 $3,000 $50 $1,400 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
9 Environmental Review - CEQA Negative Declaration $7,470 $7,470 $7,700 $7,700 $230 $230 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
10 Environmental Review - Mitigation Monitoring Plan $7,470 $7,470 $7,700 $7,700 $230 $230 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
11 Environmental Review CEQA Mitigated Negative
Declaration
$10,680 $10,680 $11,010 $11,010 $330 $330 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
12 Environmental Review - Environmental Impact Report $13,350 $13,350 $13,770 $13,770 $420 $420 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
13 Environmental Review – CEQA Exemption/Addendum $500 $500 Fixed Fee Y 14 Extension of Time $640 $640 $660 $660 $20 $20 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
15 General Plan Amendment $5,340 $10,000 $5,500 $10,000 $160 $0 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - PLANNING FEES
Current Fee Proposed Fee Change
Fixed Fee Initial Deposit
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Activity Description Minimum Fee Initial Deposit Charge Basis Note CPI Adjust 16 Lot Line Adjustment $1,600 $1,600 $1,900 $3,000 $300 $1,400 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
17 Map Review - Tentative or Revised Parcel Map - (4 Lots or Less)
$1,060 $1,060 $1,100 $3,000 $40 $1,940 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
18 Map Review - Tentative or Revised Tract Map Review - (5 to 25 Lots)
$3,730 $3,730 $3,840 $3,840 $110 $110 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
19 Map Review - Tentative or Revised Tract Map Review - (More than 25 Lots)
$5,340 $5,340 $5,500 $5,500 $160 $160 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
20 Map Review - Parcel Map Waiver $1,330 $1,330 $1,550 $3,000 $220 $1,670 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
21 Parcel Merger $1,600 $1,600 $1,550 $3,000 ($50) $1,400 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
22 Pre-Application Review $370 $380 $10 Fixed Fee, Per Review [a] Y 23 Sign Plan Review - Temporary Sign $47 $48 $1 Fixed Fee Y 24 Sign Plan Review $188 $193 $5 Fixed Fee Y
25 Sign Program Review $560 $570 $10 Fixed Fee Y
26 Site Plan Review $1,880 $2,900 $4,000 $1,020 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
Y
27 Specific Plan Preparation or Amendment $13,350 $13,350 $13,770 $13,770 $420 $420 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
28 Special Event Permit - Minor (Up to 125 people) $560 $325 ($235) Fixed Fee [a b] Y 29 Special Event Permit - Major (More than 125 people) $1,120 $1,150 $30 Fixed Fee [a b] Y 30 Temporary Use Permit $94 $388 $294 Fixed Fee Y
31 Temporary Land Use Permit $1,120 $1,150 $30 Fixed Fee Y 32 Variance - Minor (per variance requested) $560 $570 $10 Fixed Fee Y 33 Variance - Major (per variance requested) $940 $1,900 $3,000 $960 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
Y
34 Zone Ordinance/Map Amendment $2,660 $5,000 $2,740 $5,000 $80 $0 Full Cost Recovery - Initial Deposit with Minimum Fee
Y
City of Taft

BEFORE AND AFTER ILLUSTRATION - PLANNING FEES
Current Fee Proposed Fee Change
Fixed Fee Initial Deposit
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Activity Description Minimum Fee Initial Deposit Charge Basis Note CPI Adjust For services requested of City staff which have no fee
listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the
appropriate fee based on the following hourly rates for staff time involved in the service or activity:
35 Planning Staff $188 $194 $6 per hour Y
36 Building Staff $152 $157 $5 per hour Y
37 Engineering and Public Works Staff $182 $187 $6 per hour Y *** The fees listed above assume a maximum of three iterations to applicant submittal. If more than three iterations are required, review of the fourth and subsequent iterations will be billed at the hourly rates identified above.

Use of Full Cost Recovery with Minimum Amount Due
For fees collected using Full Cost Recovery with Minimum Amount Due, the City will provide an accounting of internal costs and other related costs (e.g. consultant, County, attorney, etc.), to support any amounts billed in excess of the minimum amount due.
[a b] Base fee does not include costs of special event support personnel that may be required to assist during event preparation, commencement, and tear-down. Any event assistance provided will be billed hourly. [a] Pre-application review fees will be credited towards any application fees. Pre-application fee is for a one-time review. Multiple preapplication requests will require multiple pre-application fees to be paid.

City of Taft

BEFORE AND AFTER ILLUSTRATION - BUILDING FEES
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 HVAC Change-Out - Residential $76 $78 $2 per permit Y 2 Residential Solar Photovoltaic System - Solar Permit
a) 10kW or less $267 $276 $8 per permit Y
b) Above 10kW – per kW $15 $15 $0 per permit N
3 Commercial Solar Photovoltaic System - Solar Permit
a) 50kW or less $1,000 $1,000 $0 per permit N
b) 50kW – 250kW – Base $1,000 $1,000 $0 per permit N
c) 50kW – 250kW – per kW above 50kW $7 $7 $0 per permit N d) Above 250kW – base $2,400 $2,400 $0 per permit N
e) Above 250kW – per kW $5 $5 $0 per permit N
4 Service Panel Upgrade
a) Up to 200 amps $75 $78 $2 per permit Y
b) Over 200 amps and Under 400 amps $151 $156 $5 per permit Y c) Over 400 Amps $226 $233 $7 per permit Y
5 Water Heater Changeout - Residential $36 $37 $1 per permit Y 6 Residential Re-Roof per 500 SF (Roof Area) $76 $78 $2 Y 7 Temporary Power Pole $76 $78 $2 per permit Y
8 Window / Sliding Glass Door - Retrofit / Repair
a) Up to 5 $152 $157 $5 per permit Y
b) Over 5 See Permit Fee
Table
See Permit Fee
Table
per permit N
9 Block Wall / Retaining Wall
a) Up to 50 LF $304 $313 $10 per permit Y
b) each additional 50 LF or fraction thereof $76 $78 $2 per permit Y 10 Swimming Pools & Spas
Activity Description
A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California).

City of Taft

BEFORE AND AFTER ILLUSTRATION - BUILDING FEES
Activity Description Current Fee Proposed Fee Change Charge Basis Note CPI Adjust A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California).
a) Spa only $152 $157 $5 per permit Y
b) Swimming Pool only $607 $626 $19 per permit Y
c) Swimming Pool & Spa $759 $783 $24 per permit Y
11 All Signs
a) Sign - Wall Mounted Non-Illuminated $76 $78 $2 per permit Y b) Sign - Wall Mounted Illuminated $152 $157 $5 per permit Y c) Sign - Pylon and Monuments $304 $313 $10 per permit Y 12 Boarding Fees
a) Boarding Fee - Base $152 $157 $5 Each structure, for up to 4 openings
Y
b) Boarding Fee - Per Opening $76 $78 $2 Each structure with 5 or more openings
Y
13 Demolitions
a) Foundation Only $152 $157 $5 per permit Y
b) Residential, 1 to 4 units $455 $470 $14 per permit Y c) Residential, 5+ units & Commercial Properties $759 $783 $24 per permit Y City of Taft

BEFORE AND AFTER ILLUSTRATION - BUILDING FEES
Activity Description Current Fee Proposed Fee Change Charge Basis Note CPI Adjust A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California).
14 Sewer Capacity & Connection Fees
a) 2-Bedroom Residential $607 $626 $19 per permit Y
b) 3-Bedroom Residential $759 $783 $24 per permit Y
c) 4-Bedroom Residential $911 $939 $29 per permit Y
d) 5-Bedroom Residential $1,062 $1,096 $34 per permit Y e) 6-Bedroom Residential $1,214 $1,253 $38 per permit Y f) 7-Bedroom Residential $1,366 $1,409 $43 per permit Y g) Connection Fee $5 $6 $0 per linear foot of
property frontage
Y
City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
Total Valuation Current Permit Fee
$1 to $2,000 $152.00
$2,001 to $25,000 $152.00 for the first $2,000 plus $19.78 for each add'l $1,000 or fraction thereof, to and including $25,000
$25,001 to $50,000 $607.00 for the first $25,000 plus $24.28 for each add'l $1,000 or fraction thereof, to and including $50,000
$50,001 to $100,000 $1,214.00 for the first $50,000 plus $12.14 for each add'l $1,000 or fraction thereof, to and including $100,000
$100,001 to $500,000 $1,821.00 for the first $100,000 plus $10.63 for each add'l $1,000 or fraction thereof, to and including $500,000
$500,001 to $1,000,000 $6,071.00 for the first $500,000 plus $6.07 for each add'l $1,000 or fraction thereof, to and including $1,000,000
$1,000,001 and up $9,107.00 for the first $1,000,000 plus $3.64 for each additional $1,000 or fraction thereof over $1,000,000
For permits for new construction, additions, tenant improvements or residential remodels requiring plumbing, electric, or mechanical review, the following percentages shall be added to the base permit fee.

Mechanical inspection fees = Base permit fee x .10
Determination of Valuation for Fee-Setting Purposes
Project valuations shall be based on the total value of all construction work, including all finish work, roofing, electrical, plumbing, heating, air conditioning, elevators, fire-extinguishing systems and any other permanent equipment. If, in the opinion of the Building Official, the valuation is underestimated on the application, the permit shall be denied, unless the applicant can show detailed estimates to meet the approval of the Building Official. Final building permit valuation shall be set by the Building Official. For determining project valuations for new construction, the Building Official may use data published by the International Code Council (ICC) (building valuation data table, typically updated in February and August of each year). The final building permit valuation shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

MASTER FEE SCHEDULE - BUILDING FEES
Total Valuation Proposed Permit Fee
$1 to $2,000 $157
$2,001 to $25,000 $157 for the first $2,000 plus $20.41 for each add'l $1,000 or fraction thereof, to and including $25,000
$25,001 to $50,000 $626 for the first $25,000 plus $25.05 for each add'l $1,000 or fraction thereof, to and including $50,000
$50,001 to $100,000 $1,252 for the first $50,000 plus $12.52 for each add'l $1,000 or fraction thereof, to and including $100,000
$100,001 to $500,000 $1,878 for the first $100,000 plus $10.96 for each add'l $1,000 or fraction thereof, to and including $500,000
$500,001 to $1,000,000 $6,263 for the first $500,000 plus $6.26 for each add'l $1,000 or fraction thereof, to and including $1,000,000
$1,000,001 and up $9,394 for the first $1,000,000 plus $3.76 for each additional $1,000 or fraction thereof over $1,000,000
Mechanical inspection fees = Base permit fee x .10
Determination of Valuation for Fee-Setting Purposes
Project valuations shall be based on the total value of all construction work, including all finish work, roofing, electrical, plumbing, heating, air conditioning, elevators, fire-extinguishing systems and any other permanent equipment. If, in the opinion of the Building Official, the valuation is underestimated on the application, the permit shall be denied, unless the applicant can show detailed estimates to meet the approval of the Building Official. Final building permit valuation shall be set by the Building Official. For determining project valuations for new construction, the Building Official may use data published by the International Code Council (ICC) (building valuation data table, typically updated in February and August of each year). The final building permit valuation shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
$1 to $2,000 $76
$2,001 to $25,000 $76 plus $9.90
$25,001 to $50,000 $304 plus $12.14
$50,001 to $100,000 $607 plus $6.07
$100,001 to $500,000 $911 plus $5.31
$500,001 to $1,000,000 $3,036 plus $3.04
$1,000,001 and up $4,554 plus $1.82
[a] Includes up to three plan reviews. The City will bill hourly for additional plan reviews as required.

C. Building Plan Review Fees
Total Valuation Building Plan Review Fee [a]
for the first $2,000 for each add'l $1,000 or fraction thereof, to and including $25,000
for the first $500,000 for each add'l $1,000 or fraction thereof, to and including $1,000,000
for the first $1,000,000 for each add'l $1,000 or fraction thereof over $1,000,000
for the first $25,000 for each add'l $1,000 or fraction thereof, to and including $50,000
for the first $50,000 for each add'l $1,000 or fraction thereof, to and including $100,000
for the first $100,000 for each add'l $1,000 or fraction thereof, to and including $500,000
City of Taft

MASTER FEE SCHEDULE - BUILDING FEES
$1 to $2,000 $78
$2,001 to $25,000 $78 plus $10.21
$25,001 to $50,000 $313 plus $12.53
$50,001 to $100,000 $626 plus $6.26
$100,001 to $500,000 $939 plus $5.48
$500,001 to $1,000,000 $3,131 plus $3.13
$1,000,001 and up $4,697 plus $1.88
[a] Includes up to three plan reviews. The City will bill hourly for additional plan reviews as required.

BEFORE AND AFTER ILLUSTRATION - BUILDING FEES
C. Building Plan Review Fees
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Plan Check Fees
a) Expedited Plan Review 1.5x standard
plan check fee

1.5x standard
plan check fee
% of permit fee [a] N
b) Tract Home (Repeat Applications after 1st Permit of Same Production Unit) 50% of first plan review fee
50% of first
plan review fee
N
c) Alternate Design and Materials Review (per hour) $152 $157 $5 [b] Y d) Excess Plan Review Fee (4th and subsequent reviews) (per hour) $152 $157 $5 per hour Y e) Revisions of Approved Plans (per hour) $152 $157 $5 per hour Y [a] Includes up to three plan reviews. The City will bill hourly for additional plan reviews as required.

Activity Description
[b] For identical buildings built by the same builder on the same lot or in the same tract.

When applicable, plan check fees shall be paid at the time of application for a building permit.

The plan checking fee is in addition to the building permit fee.

City of Taft

BEFORE AND AFTER ILLUSTRATION - BUILDING FEES
D. Other Fees
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Permit Issuance Fee $43 $44 $1 Y
2 Duplicate or Reprint of Building Permit / Job Card $40 $40 Y 3 Strong Motion Instrumentation (SMI) Fee Calculation
a) Residential $0.50 or valuation x
.00013
$0.50 or valuation x
.00013
N
b) Commercial $0.50 or valuation x
.00028
$0.50 or valuation x
.00028
N
4 Building Standards (SB 1473) Fee Calculation (Valuation) a) $1 - $25,000 $1 $1 $0 N
b) $25,001 - $50,000 $2 $2 $0 N
c) $50,001 - $75,000 $3 $3 $0 N
d) $75,001 - $100,000 $4 $4 $0 N
e) Each Add'l $25,000 or fraction thereof Add $1 Add $1 N 5 Temporary Certificate of Occupancy (per 30 Days) $152 $157 $5 Y 6 Permit Extension $152 $157 $5 Y
7 Damaged Building Survey (Fire, Flood, Vehicle Damage, Etc.) $294 $303 $9 Y Other Fees
8 Phased Inspection Fee (per inspection) $76 $78 $2 Y
9 After Hours Inspection (per hour) (2-hour minimum) $182 $188 $6 Y 10 Re-inspection Fee (2nd Time or More) (each) $76 $78 $2 [a] Y 11 Missed inspection Fee $76 $78 $2 Y
12 Compliance Inspection Fee $152 $157 $5 Y
13 Fees for Services Not Listed in this Fee Schedule (per 1/2 hour) $76 $78 $2 Y Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - BUILDING FEES
D. Other Fees
Activity Description Current Fee Proposed Fee Change Charge Basis Note CPI Adjust Violation Fees
14 Investigation Fee For Work Done Without Permits (In addition to applicable permit fees) equal to permit fee
equal to
permit fee
N
Refunds
15 Refunds
a) Fees Erroneously Paid or Collected by the City 100% refund 100% refund N b) Refund of Plan Review Fees - Prior to Plan Review Commencing up to 80% refund up to 80% refund N c) Refund of Permit Fees - Prior to Inspection Commencing up to 80% refund up to 80% refund N d) 180 Days After Payment of Fees no refund no refund N For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
16 Building Staff Hourly Fee $152 $157 $5 Y
17 Planning Staff Hourly Fee $188 $194 $6 Y
18 Engineering and Public Works Staff Hourly Fee $182 $187 $6 Y [a] Reinspection fee applies after the first re-inspection.

City of Taft

SPECIALIZED PERMIT PROCESSING
(specialized permits include plan check, permit issuance, and inspection fees)

1 Encroachment Permit - Residential
a) Review Fee $85 $88 $3 Fixed Fee Y
b) Permit and Inspection Fee $85 $88 $3 Fixed Fee Y
2 Encroachment Permit - Minor
a) Review Fee $85 $88 $3 Fixed Fee Y
b) Permit and Inspection Fee $180 $185 $5 Fixed Fee Y
3 Encroachment Permit - Major
a) Review Fee $360 $370 $10 Fixed Fee Y
b) Permit and Inspection Fee - Up to 4 Inspections $720 $740 $20 Fixed Fee Y

MAP REVIEW, IMPROVEMENT PLAN CHECK AND INSPECTION
4 Grading and Drainage
a) Plan Review
i) Site < 10,000 SF (gross site area) $720 $727 $740 $750 $20 $23 Deposit with Minimum Fee
Y
ii) Site ≥ 10,000 SF and < .5 Acre (gross site area) $1,085 $1,090 $1,110 $1,125 $25 $34 Deposit with Minimum Fee
Y
iii) Site ≥ .5 Acre (gross site area)
a) First Acre $1,450 $1,454 $1,490 $1,500 $40 $46 Deposit with Minimum Fee
Y
b) Each Additional Acre $180 $182 $185 $187 $5 $6 Deposit with Minimum Fee
Y
b) Permit and Inspection
i) Site < 10,000 SF (gross site area) $360 $370 $10 Fixed Fee Y ii) Site ≥ 10,000 SF and < .5 Acre (gross site area) $720 $740 $20 Fixed Fee Y iii) Site ≥ .5 Acre (gross site area)
a) First Acre $720 $740 $20 Fixed Fee Y
b) Each Additional Acre $180 $185 $5 Fixed Fee Y
Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - PUBLIC WORKS ENGINEERING AND ENCROACHMENT FEES Current Fee Proposed Fee Change
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Activity Description Minimum Fee Initial Deposit Charge Basis Note CPI Adjust 5 All Other Improvement - Plan Check
a) Engineer's Estimate - Up to $50,000 $727 $727 $745 $750 $18 $23 Deposit with Minimum Fee
Y
b) Engineer's Estimate - Over $50,000 $1,500 3% of Eng. Cost Est.
$1,500 3% of Eng. Cost
Est.
$0 Deposit with
Minimum Fee
N
6 All Other Improvements - Inspection
a) Engineer's Estimate - Up to $50,000 $727 $745 $18 Fixed Fee Y b) Engineer's Estimate - Over $50,000 3% of Eng. Cost
Est.
3% of Eng. Cost
Est.

Fixed Fee N
7 Map Review
a) Tentative Map See Planning Fee
Schedule
See Planning Fee
Schedule
See Planning Fee
Schedule
See Planning Fee
Schedule
N
b) Final Map
i) Parcel Map $1,090 $1,090 $1,120 $1,120 $30 $30 Deposit with Minimum Fee
Y
ii) Tract Map $1,817 $1,817 $1,870 $1,870 $53 $53 Deposit with Minimum Fee
Y
c) Lot Line Adjustment / Parcel Merger $2,181 $2,181 $2,240 $2,240 $59 $59 Deposit with Minimum Fee
Y
d) Certificate of Compliance / Certificate of Correction $727 $727 $745 $745 $18 $18 Deposit with Minimum Fee
Y
e) Monumentation Deposit (Refundable) 100% of Surveyor
Costs
100% of Surveyor
Costs
Deposit N
8 Site Plan Review $1,020 $1,020 $1,020 $1,020 $0 $0 Deposit with Minimum Fee
N

ENGINEERING AND PUBLIC WORKS BUILDING PLAN CHECK
9 Engineering and Public Works Building Plan Check
a) Alterations/Additions - Residential $85 $88 $3 Fixed Fee Y b) New Construction - Single Family Residential $180 $185 $5 Fixed Fee Y c) New Construction - 2-4 Residential Units $265 $270 $5 Fixed Fee Y d) New Construction - 5+ Residential Units $720 $740 $20 Fixed Fee Y e) Alterations/Additions - Non-Residential $180 $185 $5 Fixed Fee Y f) New Construction - Non-Residential < 20K SF $360 $370 $10 Fixed Fee Y g) New Construction - Non-Residential ≥ 20K SF $720 $740 $20 Fixed Fee Y City of Taft

STREET / ADDRESS RENAMING / VACATION / EASEMENTS
10 Re-Address Processing $180 $185 $5 Fixed Fee Y
11 Street Re-Name Processing $540 $555 $15 Fixed Fee Y
12 Vacation of Public Streets and Easements or Irrevocable Offers to Dedicate $1,500 $3,000 $1,500 $3,000 $0 $0 Deposit N

OVERSIZE LOAD PERMIT / TRAFFIC CONTROL PLAN REVIEW
13 Oversize Load Permit
a) One-Day $16 $16 $0 Fixed Fee N
b) Annual $90 $90 $0 Fixed Fee N
14 Traffic Control Plan Review Only
a) Minor (Lane Closures) $85 $88 $3 Fixed Fee Y
b) Major (Detours) $360 $370 $10 Fixed Fee Y

SPECIAL FINANCING DISTRICT
15 Special Financing District Formation / Annexation (e.g. CFD, AD) $5,000 $10,000 $5,000 $10,000 $0 $0 Deposit N

ENGINEERING MAPS, PLANS, PROJECT SPECIFICATIONS
16 Engineering Maps and Plans
a) Aerial Map/Plan/Plot (24" x 36" and larger) $20 $20 $0 Fixed Fee N b) Map Research Fee $20 $20 $0 Fixed Fee N
17 Project Plans and Specifications
a) General Conditions, Standard Provisions & Details (Per Book) $15 $15 $0 Fixed Fee N b) General Conditions, Standard Provisions & Details (Per Page) $0.10 $0.10 $0.00 Fixed Fee N 18 Document Imaging / Reproduction of Microfiche
a) Plan Sheet (per sheet) $2 $2 $0 Fixed Fee N
b) 8.5" x 11" or 11" x 17" (per page/sheet) $1 $1 $0 Fixed Fee N OTHER
19 Extension of Time (per extension, if not separately charged against deposit) $180 $185 $5 Fixed Fee Y 20 Plan Revision (per revision, if not separately charged against deposit) $85 $88 $3 Fixed Fee Y 21 Excess Plan Review (per hour, if not separately charged against deposit) $180 $185 $5 Fixed Fee Y 22 Hourly Rate for Services Not Identified in this Schedule, Other Inspection, Missed/Excess Inspections, Re-inspection Fee

City of Taft

BEFORE AND AFTER ILLUSTRATION - PUBLIC WORKS ENGINEERING AND ENCROACHMENT FEES Current Fee Proposed Fee Change
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Minimum Fee Initial Deposit
Fixed Fee /
Activity Description Minimum Fee Initial Deposit Charge Basis Note CPI Adjust a) In-House Engineering / PW Staff $182 $185 $3 Per Hour Y b) Contract Service Support Time & Mat'ls +
15%
Time & Mat'ls +
15%
Fixed Fee N
c) Attorney / Other Professional Services Time & Mat'ls Time & Mat'ls Fixed Fee N 23 Appeal See Planning Fee
Schedule
See Planning Fee
Schedule
Fixed Fee N
24 Failure to Restore Public Improvements as Required (per day) $150 $150 $0 Per Day N 25 Commencing Work Without a Permit or Work Different than Authorized by Permit
2x fees 2x fees Double fees N
Note: Deposit amounts listed are typical minimum amounts. The City reserves the right to request a different deposit (lower or higher) based on complexity of project or frequency of inspections needed.

For fees collected using Full Cost Recovery with Minimum Amount Due, the City will provide an accounting of internal costs and other related costs (e.g. consultant, County, attorney, etc.), to support any amounts billed in excess of the minimum amount due.

Use of Full Cost Recovery with Minimum Amount Due
City of Taft

BEFORE AND AFTER ILLUSTRATION - POLICE FEES
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Permit to Carry a Concealed Weapon
a) Initial Process $100 $100 $0 per permit, plus pass
through of all outside
agency fees
N
b) Renewal Process $25 $25 $0 per permit, plus pass
through of all outside
agency fees
N
2 Fingerprinting $30 $30 $0 per set, plus pass
through of all outside
agency fees
N
3 Reports
a) Accident Report $15 $15 $0 per report N
b) Crime Report $15 $15 $0 per report N
4 Vehicle Release
a) 30-Day Impound $107 $110 $3 per release Y
b) Repossession Redemption $16 $17 $1 per repossession [a] Y 5 Citation Sign-Off $22 $22 $0 per sign-off N
6 DUI Response
a) Urine Sample, Breath Test Only $225 $225 $0 per response [b] N b) Blood Draw Required at Bakersfield Hospital $325 $325 $0 per response [b] N c) Blood Draw Required On-Site Using Nurse $325 $325 $0 per response [b] N 7 False Alarm Response
a) First (within a 12-month period) $0 $0 $0 per response N b) Second (within a 12-month period) $0 $0 $0 per response N c) Third (within a 12-month period) $50 $50 $0 per response N d) Fourth and Each Subsequent (within a 12-month period) $100 $100 $0 per response N For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
8 Sworn Staff $127 $131 $4 per hour Y
9 Non-Sworn Staff $90 $92 $3 per hour Y
[a] Fee set by State of California.
[b] Does not include fees incurred by outside service providers.

Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - CODE ENFORCEMENT FEES
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Code Enforcement Violations Resolved/Abated by the Property Owner a) After initial notice $0 $0 $0 N
b) After more than one notice received $134 $138 $4 each Y 2 Code Enforcement Violations Resolved/Abated by the City $347 $358 $11 each, plus external service provider
costs, if any
Y
3 Code Enforcement $134 $138 $4 per hour Y
*** Code enforcement violations include substandard conditions/nuisances linked to buildings, vehicles, weeds, etc.

Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - ANIMAL CONTROL FEES
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Licensing
a) Dog - Altered - Annual $15 $15 $0 each N
b) Dog - Altered - Three Year $30 $30 $0 each N
c) Dog - Unaltered - Annual $60 $60 $0 each N
d) Dog - Unaltered - Three Year $120 $120 $0 each N
e) Penalty if Unpaid within 30 Days $15 $15 $0 each N
f) Lost Tag Replacement $5 $5 $0 each N
2 Adoption
a) Dog $85 $85 $0 each, plus veterinary N
b) Cat $45 $45 $0 each, plus veterinary N
3 Redemption $30 $30 $0 each N
4 Impoundment
a) Licensed Animal
i) Unaltered First Impound $25 $25 $0 N
ii) Altered First Impound $15 $15 $0 N
iii) Second Impound $80 $80 $0 N
iv) Third Impound and Subsequent Impounds $160 $160 $0 N b) Unlicensed Animal
i) First Impound $40 $40 $0 N
ii) Second Impound $80 $80 $0 N
iii) Third Impound and Subsequent Impounds $160 $160 $0 N c) Dangerous Animals
i) First Impound $100 $100 $0 N
ii) Second Impound $200 $200 $0 N
iii) Third Impound and Subsequent Impounds $400 $400 $0 N d) Impound Fine for Nonspayed or Unneutered Animal
i) First Impound $35 $35 $0 [a] N
ii) Second Impound $50 $50 $0 [a] N
iii) Third Impound and Subsequent Impounds $100 $100 $0 [a] N 5 Vicious Animal $125 $125 $0 each N
Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - ANIMAL CONTROL FEES
Activity Description Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 6 Food and Care Per Day
a) Dogs and Cats $15 $15 $0 per day N
b) Other $30 $30 $0 per day N
7 Disposal of Dead Animals Upon Owner's Request
a) Under 100 pounds $30 $30 $0 each N
b) 100 pounds or more $60 $60 $0 each N
8 Dogs and Cats Released to City by Owner $40 $40 $0 each N 9 Kennel Permit $100 $100 $0 each, plus $2 per dog N
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
10 Animal Control Staff $107 $110 $3 per hour Y
[a] Food and Agriculture Code Sections 30804.7 and 31751.7. These amounts are in addition to impound fees.

City of Taft

BEFORE AND AFTER ILLUSTRATION - ADMINISTRATIVE FEES
Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Black & White (8.5" x 11") Copy of Identifiable Record $0.25 $0.25 $0.00 per single sided page
N
2 Color Copy or 11" x 17" Copy of Identifiable Record $0.50 $0.50 $0.00 per single sided page
N
3 Documents Prepared by Outside Vendor actual cost actual cost [a] N 4 Prepare Records that Require Data Compilation, Extraction, or Programming to Produce the Record
$86 $88 $3 per hour, plus per
page fees as shown
above
Y
5 Flash Drive / DVD Provided by City $10 $10 $0 per device N 6 Non-Sufficient Funds / Returned Check 25 first transaction; $35 each additional
25 first transaction;
$35 each additional
[b] N
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
7 City Clerk $86 $88 $3 per hour Y
[a] Pass-through of outside vendor fees.
[b] Fee set by California Civil Code Sec. 1719.

Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - PARK AND FACILITY RENTAL FEES Current Fee Proposed Fee Change Charge Basis Note CPI Adjust Veteran's Memorial Park
1 Park Pavillion Rental $45 $45 $0 per day, per rental
site
N
2 Alcohol Use Permit $25 $25 $0 per permit N
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
3 Public Works Maintenance Staff $86 $88 $3 per hour Y
4 Facility Attendant / Custodial / Janitorial $27 $28 $1 per hour Y Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - PARK AND FACILITY RENTAL FEES Current Fee Proposed Fee Change Charge Basis Note CPI Adjust 1 Council Chamber Rental $40 $40 $0 per hour N
2 Conference Room Rental $15 $15 $0 per hour N
3 Facility Attendant for After-Hours Facility Rental Overtime Rate Overtime Rate N 4 Rental and Set-up of City Supplied Laptop and Projector $50 $50 $0 each N For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
5 Public Works Maintenance Staff $86 $88 $3 per hour Y
6 Facility Attendant / Custodial / Janitorial $27 $28 $1 per hour Y Activity Description
City of Taft

BEFORE AND AFTER ILLUSTRATION - PARK AND FACILITY RENTAL FEES Current Fee Proposed Fee Change Charge Basis Note CPI Adjust Oildorado Room (Capacity: 124 inside / 96 Patio)
1 Processing Fee (non-refundable) $50 $50 $0 N
2 Rental Fee (minimum 2 hours, event shall not go past 12 AM) $100 $100 $0 per hour N 3 Deposit without Alcohol (refundable) $250 $250 $0 N
4 Deposit with Alcohol (refundable) $500 $500 $0 N
For services requested of City staff which have no fee listed in this Master Fee Schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the following hourly rates for staff time involved in the service or activity:
5 Public Works Maintenance Staff $86 $88 $3 per hour Y
6 Facility Attendant / Custodial / Janitorial $27 $28 $1 per hour Y *Set up time and clean up time are to be included in total hours reserved. *Set up the day prior to the event, if the facility is available (additional charges will apply).

Activity Description

INFLATIONARY ADJUSTMENT CALCULATION
Source: CPI All items in Los Angeles-Long Beach-Anaheim, CA, all urban consumers, not seasonally adjusted Month / Period Year Value FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Annual Avg* 2022 310.782
Annual Avg* 2023 321.583 3.48%
Annual Avg 2024 332.194 3.30%
Annual Avg 2025 342.676 3.16%
Annual Avg 2026
Annual Avg 2027
Year Inflator
CPI Inflator for use in this update 2025 3.16%
City of Taft
User and Regulatory Fee Study
Planning Fees
Cost of Service Calculation - At Fully-Burdened Hourly Rate # Fee Description
Estimated
Labor Time
(Hours)
FullyBurdened
Hourly
Estimated
Cost of
Service
Current Fixed Fee
or Minimum Fee
Plus Current Initial
Deposit
Current Cost
Recovery
Targeted Cost
Recovery
Proposed Fixed
Fee or Minimum
Fee
Proposed Initial
Deposit Proposed Fee Structure Note
3 Conditional Use Permit - (Without Negative Declaration) 10.00 $194 $1,941 $1,120 58% 100% $1,900 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
4 Conditional Use Permit - (With Negative Declaration) 20.00 $194 $3,881 $1,880 48% 100% $3,850 $4,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
5 Conditional Use Permit - (Amendment to Existing Permit) 8.00 $194 $1,552 $940 61% 100% $1,550 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
7 Director's Permit 8.00 $194 $1,552 $1,120 72% 100% $1,550 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
13 Environmental Review – CEQA Exemption/Addendum 3.00 $194 $582 n/a new 86% $500 Fixed Fee 16 Lot Line Adjustment 10.00 $194 $1,941 $1,600 $1,600 82% 100% $1,900 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 17 Map Review - Tentative or Revised Parcel Map - (4 Lots or Less) varies $194 varies $1,060 $1,060 varies varies $1,100 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 20 Map Review - Parcel Map Waiver 8.00 $194 $1,552 $1,330 $1,330 86% 100% $1,550 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 21 Parcel Merger 8.00 $194 $1,552 $1,600 $1,600 103% 100% $1,550 $3,000 Full Cost Recovery - Initial Deposit with Minimum Fee 26 Site Plan Review 15.00 $194 $2,911 $1,880 65% 100% $2,900 $4,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee
30 Temporary Use Permit 2.00 $194 $388 $94 24% 100% $388 Fixed Fee 33 Variance - Major (per variance requested) 10.00 $194 $1,941 $940 48% 100% $1,900 $3,000 Fixed Fee Full Cost Recovery - Initial Deposit with Minimum Fee

TAFT CITY COUNCIL/SUCCESSOR AGENCY

MINUTES
MAY 19, 2026
The May 19, 2026 regular joint meeting of the Taft City Council/Taft Successor Agency, held in the Council Chamber at Taft City Hall, 209 East Kern Street, Taft, CA 93268, was opened by Mayor Dave Noerr at 6:00 PM. The Pledge of Allegiance was led by Mayor Dave Noerr and invocation was given by Police Chief Damon McMinn.

PRESENT: Mayor Dave Noerr and May or Pro Tem Josh Bryant Council Members Carlos Chavira, Orchel Krier and Ron Waldrop City Manager Craig Jones and City Attorney Jason Epperson City Clerk Faith Melton

1. PROCLAMATIONS –
• PUBLIC WORKS WEEK
• BUILDING SAFETY MONTH
• CAPK - COMMUNITY ACTION MONTH

2. PRESENTATION BY KERN COUNCIL OF GOVERNMENTS

3. CITIZEN REQUESTS/PUBLIC COMMENTS
There was none.

4. COUNCIL STATEMENTS (NON-ACTION)
Council Member Krier thanked Randy Miller and Paul Linder for all their hard work on the Fort and reminded everyone that the Fort Membership Dinner will be May 21st.

Council Member Waldrop had no comment.

Council Member Chavira told the community to reach out to KernCOG if you have ideas or comments on the presentation as this is your government.

Mayor Pro Tem Bryant mentioned there will be a celebration at the Cemetery for Memorial Day, thanked the Police Officers for their work and stated he is in a very thankful season and grateful to be able to give.

Mayor Noerr reminded the community that it is Memorial Day and Americas 250th Birthday and to be sure to fly your American flag.

5. DEPARTMENT REPORTS
Police Chief, Damon McMinn gave the statistics for the month of April.

6. CITY MANAGER STATEMENTS
City Manager Craig Jones thanked the Building/ Planning Department, Code Enforcement and Public Works for all their hard work.

7. CITY ATTORNEY STATEMENTS
City of Taft Council/Successor Agency Meeting
Agenda
May 05, 2026

Page 2 of 4 ends

There was none.

8. FUTURE AGENDA REQUESTS
There was none.
********************************************************************************************* CONSENT CALENDAR ITEMS 9, 11-17
 Waldrop removed item 10
Motion: Moved by Bryant seconded by Krier to approve consent calendar items 9, 11-17 AYES: Krier, Bryant, Chavira, , Noerr
PASSED: 4-0

9. MINUTES
May 05, 2026, Regular
Recommendation – Approve as submitted.

11. TREASURERS REPORT
Recommendation –
Motion to receive and file the Treasurers Report for the Month ending March 31, 2026.

12. ADOPTION OF THE CITY OF TAFT TITLE VI PROGRAM UPDATE FOR TAFT AREA

TRANSIT
Recommendation –
Motion to adopt resolution entitled RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

TAFT OF KERN COUNTY AUTHORIZING THE TITLE VI PROGRAM UPDATE FOR THE TAFT AREA TRANSIT SYSTEM and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

13. PROFESSIONAL SERVICE AGREEMENT WITH NBS TO CONDUCT A COST ALLOCATION

PLAN (CAP)
Recommendation –
Motion to authorize the Mayor to execute the professional services agreement with NBS and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

14. PROFESSIONAL SERVICE AGREEMENT WITH HINDERLITER DE LLAMAS & ASSOCIATES

TO CONDUCT A TRANSIENT OCCUPANCY TAX AUDIT
Recommendation –
City of Taft Council/Successor Agency Meeting
Agenda
May 05, 2026

Page 3 of 4 ends

Motion to authorize the Mayor to execute the professional services agreement with Hinderliter De Llamas & Associates.

15. AMENDMENT TO THE AGREEMENT WITH HDL COREN & CONE FOR PROPERTY TAX

CONSULTING/AUDITING SERVICES
Recommendation –
Motion to authorize the mayor to execute the Hdl Coren & Cone Amendment to the Agreement for Property Tax Consulting/Audit Services.

16. AUTHORIZATION OF SALE OF VACANT LOT, APN 031-160-03-00-2 TO ERNESTO

HERNANDEZ
Recommendation –
Motion to adopt a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF TAFT AUTHORIZING THE SALE OF REAL PROPERTY IDENTIFIED AS APN 031‑160‑03‑00‑2, AND AUTHORIZING THE MAYOR, CITY MANAGER, AND/OR

ASSISTANT CITY MANAGER TO EXECUTE ALL ESCROW AND OTHER DOCUMENTS

NECESSARY TO COMPLETE THE SALE OF REAL PROPERTY, AND MAKING CERTAIN FINDINGS IN CONNECTION THEREWITH and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

17. ADOPTING A RESOLUTION TO ESTABLISH THE 2026-2027 APPROPRIATIONS LIMIT Recommendation –
Motion to adopt a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ESTABLISHING APPROPRIATIONS LIMIT FOR 2026-2027. *********************************************************************************************

10. PAYMENT OF BILLS
Warrant # 050626 Check No. 202024-202024 $ 269,468.00
Warrant # 050826 Check No. 202025-202072 $ 295,046.91
 Waldrop recused himself and stepped out as there was a purchase from his business “Waldrop’s Auto Parts” in the payment of bills.

Motion: Moved by Bryant seconded by Krier to approve consent calendar item 10.

AYES: Krier, Bryant, Chavira, Noerr
PASSED: 4-0
********************************************************************************************* At 7:02 PM the regular meeting was recessed to closed session.

CLOSED SESSION
A. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION City of Taft Council/Successor Agency Meeting
Agenda
May 05, 2026

Page 4 of 4 ends

Government Code Section 54956.9(b) – One (1) undisclosed case B. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Government Code Section 54956.9 (a) – Taft Union High School vs. City of Taft Kern County Superior Court Case No. S-1500-CV-283804
 The City Council discussed in closed session the two items agendized for closed session discussion and directions were given to staff and negotiators. The City Council took no other reportable action.

ADJOURNMENT - With no further business to conduct, the meeting was adjourned at 7:22 PM. __________ ____________
Faith Melton Dave Noerr
City Clerk Mayor

REVIEWED BY:

CITY CLERK FINANCE DIRECTOR CITY MANAGER
City of Taft Agenda Report
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

RESOLUTIONS CALLING FOR A GENERAL MUNICIPAL ELECTION AND REQUEST THE KERN COUNTY BOARD

OF SUPERVISORS TO APPROVE CONSOLIDATION WITH THE STATEWIDE GENERAL ELECTION SUMMARY STATEMENT:

Attached for Council consideration are two resolutions: 1) Calling and giving notice of the General Municipal Election, and 2) Requesting the Kern County Board of Supervisors approve consolidation with the Statewide General Election to be held on November 3, 2026.

The nomination period will be July 13, 2026 through August 7, 2026 for three (3) Members of the City Council.

Should an incumbent elect not to file nomination papers, the closing date will be extended to 5:00 p.m., August 13, 2026, for that specific seat.

The Council Members whose terms expire in December 2026 are Josh Bryant, Carlos Chavira and Ron Waldrop.

RECOMMENDED ACTION

1. Motion to adopt a resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT,

CALIFORNIA, CALLING AND GIVING NOTICE OF THE HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 3, 2026, FOR THE ELECTION OF CERTAIN OFFICERS AS REQUIRED BY THE PROVISIONS OF THE LAWS OF THE STATE OF CALIFORNIA RELATING TO GENERAL LAW CITIES and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

2. Motion to adopt a resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT,

CALIFORNIA, REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY OF KERN TO CONSOLIDATE A GENERAL MUNICIPAL ELECTION TO BE HELD ON NOVEMBER 3, 2026, WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON THE DATE PURSUANT TO SECTION 10403 OF THE ELECTION CODE and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

IMPACT ON BUDGET (Y/N): No, budgeted
ATTACHMENT (Y/N): Yes, Resolutions
PREPARED BY: Office of the City Clerk
RESOLUTION NO. ________

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

CALLING AND GIVING NOTICE OF THE HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 3, 2026, FOR THE ELECTION OF

CERTAIN OFFICERS AS REQUIRED BY THE PROVISIONS OF THE LAWS OF THE STATE OF CALIFORNIA RELATING TO GENERAL LAW CITIES.

WHEREAS, under the provisions of the laws relating to general law cities in the State of California, a General Municipal Election shall be held on November 3, 2026, for the election of Municipal Officers.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TAFT, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to the requirements of the laws of the State of California relating to General Law Cities, there is called and ordered to be held in the City of Taft, California, on Tuesday, November 3, 2026 a General Municipal Election for the purpose of electing three (3) Members of the City Council, all for full terms of four (4) years.

SECTION 2. That the ballots to be used at the election shall be in form and content as required by law.

SECTION 3. That the City Clerk is authorized, instructed and directed to procure and furnish any and all official ballots, notices, printed matter and all supplies, equipment and paraphernalia that may be necessary in order to properly and lawfully conduct the election.

SECTION 4. That the polls for the election shall be open at seven o'clock a.m. of the day of the election and shall remain open continuously from that time until eight o'clock p.m. of the same day when the polls shall be closed, pursuant to Election Code § 10242, except as provided in §§ 14212, 14401 of the Elections Code of the State of California.

SECTION 5. That in all particulars not recited in this resolution, the election shall be held and conducted as provided by law for holding municipal elections.

SECTION 6. That notice of the time and place of holding the election is given and the City Clerk is authorized and instructed and directed to give further or additional notice of the election, in time, form and manner as required by law.

SECTION 7. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.

SECTION 8. The City Council authorizes the City Clerk to administer said election and all reasonable and actual election expenses shall be paid by the City upon presentation of a properly submitted bill.

PASSED, APPROVED AND ADOPTED on this 2nd day of June, 2026.

Dave Noerr, Mayor
ATTEST:

Faith Melton
City Clerk, Elections Official
Resolution No. _____________

Page 2 of 2 ends

STATE OF CALIFORNIA }
COUNTY OF KERN }ss
CITY OF TAFT }
I, Faith Melton, City Clerk of the City of Taft, do hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of the City of Taft at a regular meeting thereof held on the 2nd day of June, 2026, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

Faith Melton
City Clerk, Elections Official
RESOLUTION NO.___________

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

REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY OF KERN TO

CONSOLIDATE A GENERAL MUNICIPAL ELECTION TO BE HELD ON NOVEMBER 3, 2026, WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON THE DATE PURSUANT TO SECTION 10403 OF THE ELECTION CODE
WHEREAS, the City Council of the City of Taft called a General Municipal Election to be held on November 3, 2026, for the purpose of the election of three (3) Members of the City Council; and
WHEREAS, it is desirable that the General Municipal Election be consolidated with the Statewide General Election to be held on the same date, and that within the city the precincts, polling places and election officers of the two elections be the same, and that the county election department of the County of Kern canvass the returns of the General Municipal Election and that the election be held in all respects as if there were only one election.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TAFT DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to the requirements of Section 10403 of the Elections Code, the Board of Supervisors of the County of Kern is hereby requested to consent and agree to the consolidation of a General Municipal Election with the Statewide General Election on Tuesday, November 3, 2026, for the purpose of the election of three (3) Members of the City Council.

SECTION 2. That the County Election Department is authorized to canvass the returns of the General Municipal Election. The election shall be held in all respects as if there were only one election, and only one form of ballot shall be used.

SECTION 3. That the Board of Supervisors is requested to issue instructions to the County Election Department to take any and all steps necessary for the holding of the consolidated election.

SECTION 4. That the City of Taft recognizes that additional costs will be incurred by the County by reason of this consolidation and agrees to reimburse the County for any costs.

SECTION 5. That the City Clerk is hereby directed to file a certified copy of this resolution with the Board of Supervisors and the County Election Department of the County of Kern.

PASSED, APPROVED AND ADOPTED on this 2nd day of June, 2026. ______________________________
Dave Noerr, Mayor
ATTEST:
________________________________
Faith Melton
City Clerk, Elections Official
Resolution No. _______

Page 2 of 2 ends

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
______________________________
Faith Melton
City Clerk, Elections Official
REVIEWED BY:

CITY CLERK FINANCE DIRECTOR CITY MANAGER
City of Taft Agenda Report
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA ITEM:

STREET CLOSURES AND SPECIAL EVENT PERMIT FOR THE 2026 SELF BREWED COFFEE HOUSE

RE-BRANDING EVENT
SUMMARY STATEMENT:

City staff has received a special event permit request from the Self Brewed Coffee House located at 419 Center Street including the street closure of 400 Block of Center Street for a Re-Branding & Vendor Event on Saturday, June 13, 2026 from 10:00 AM until 3:00 PM.

The following street has been designated for closure on Saturday, June 13, 2026, from 9:00 AM and 5:00 PM.
• 400 Block of Center Street from 3rd Street to 4th Street California Vehicle Code section 21101 authorizes local agencies by resolution to close streets for special events.

Special event permit conditions of approval include:
• Liability insurance naming City of Taft Additional Insured/ certificate holder in the amount of $1 million.
• Liability insurance naming City of Taft Additional Insured/ certificate holder from mechanical bull vendor in the amount of $1 million
• Adequate portable restroom, handwash station and trash receptacles • City business license for all vendors including Kern County Public Health permits for food vendors
• Signed acknowledgments by other businesses on 400 block The city supports this event as it encourages local business growth and provides public benefit by creating opportunities for local vendors and the surrounding small businesses to engage directly with the community.

RECOMMENDATION:

Motion to adopt a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT AUTHORIZING THE SPECIAL EVENT PERMIT AND STREET CLOSURES FOR THE 2026 SELF BREWED COFFEE HOUSE RE-BRANDING EVENT ON SATURDAY, JUNE 13, 2026 and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

IMPACT ON BUDGET (Y/N): No
ATTACHMENT (Y/N): Yes (letter, special even application, and resolution) PREPARED BY: Public Works Department

RESOLUTION

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT AUTHORIZING THE SPECIAL EVENT PERMIT AND STREET CLOSURES FOR THE 2026 SELF BREWED COFFEE HOUSE RE-BRANDING EVENT ON SATURDAY, JUNE 13, 2026.

WHEREAS, the Self Brewed Coffee House has requested a street closure for a re-branding event on June 13, 2026 from 10:00 AM until 3:00 PM,
WHEREAS, Section 21101 (e) of the California Vehicle Code requires a resolution by Council to temporarily close streets for special events.

WHEREAS, the special event will be approved by the Planning Department on June 2, 2026; and
WHEREAS, the event was required to provide sufficient trash receptacles and portable chemical toilets, and shall clean up all trash and debris at the conclusion of the event.

NOW, THEREFORE, BE IT RESOLVED, the Mayor and City Council of the City of Taft, California, approve the following street closure from 9:00 AM until 5:00 PM. on June 13, 2026. 400 Block of Center Street
PASSED, APPROVED, AND ADOPTED this day of June 2, 2026
Dave Noerr, Mayor
ATTEST:

Faith Melton
City Clerk

STATE OF CALIFORNIA )

COUNTY OF KERN ) SS

CITY OF TAFT )
I, Faith Melton, City Clerk of the City of Taft, do hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of the City of Taft at a regular meeting thereof held on the day of June 2, 2026, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

Faith Melton
City Clerk
June 2, 2026
Self Brewed Coffee House
419 Center Street
Taft, CA 93268
Re: Approval of Special Event Permit No. 2026-14 – Self Brewed Coffee House Event, Saturday, June 13, 2026, 419 Center Street
Dear Ms. Self,
Thank you for submitting an application package for a Special Event Permit, May 26, 2026, proposing to hold an Event at the 400 block of Center Street on Saturday, June 13, 2026. The Planning Department has approved Special Event Permit No. 2026-14 per the following conditions:

1. Special Event Permit No. 2026-14 is approved for Self Brewed Coffee House to hold an event on Saturday, June 13, 2026, on the 400 block of Center Street.

2. This Special Event is approved from setup at 9:00 AM, with the event occurring from 10:00 AM to 3:00 PM, with all event activities ending by 5:00 PM.

3. The Applicant shall provide sufficient trash receptacles in the event areas and shall remove any trash or debris from the areas prior to the conclusion of the special event.

4. The Applicant shall provide sufficient portable chemical toilets in the event areas or provide access to restrooms in the buildings.

5. The Applicant’s approved vendors of the special event shall have a business license with the City of Taft; and all food vendors shall have an approved Food Establishment Permit or Temporary Food Facility permit from Kern County Public Health.

Copies of all of the insurance and permits listed above shall be submitted to the City prior to the start of the special event. Should you have any questions regarding this matter, feel free to contact me at [email protected] or at (661) 763-1222 x133.

Sincerely,
Nadine Storey
Planning & Development Services Technician
CC: File
REVIEWED BY:

CITY CLERK: FINANCE DIRECTOR: CITY MANAGER:

City of Taft Agenda Report
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

APPROVAL OF SPECIAL EVENT PERMIT 2026-06 FOR THE TAFT CHAMBER OF COMMERCE TO HOST A 4TH OF JULY CELEBRATION ON AND AROUND CENTER STREET FROM FRIDAY, JULY 3, 2026, TO SATURDAY, JULY 4, 2026
SUMMARY STATEMENT:

Staff received a Special Event Permit application and letter from the Taft Chamber of Commerce requesting to host a 4th of July Celebration on Friday, July 3, 2026, and Saturday July 4, 2026 to celebrate the 250th anniversary of America.

The Friday, July 3rd event will include closures of the 7th St and Center St parking lot and 5th St Plaza for vendors and live music from 4:00PM-11:00PM. The Saturday, July 4th event starting at 9:00AM and ending by 3:00PM includes closures of 7th St and Center St, 5th St Plaza and Center St between 8th St and 2nd St for a parade, live music and vendors. 5th St between North St and the Center St alley will be closed from July 3rd at 3:00PM to July 5th at 6:00PM for the purposes of a beer garden. The Bank Sports Lounge and American Legion are the two approved alcohol vendors for this event.

The City finds that hosting a Fourth of July celebration in recognition of America’s 250th anniversary serves a significant purpose in honoring the nations heritage, supporting tradition, and encouraging connection within the community by providing an event that will benefit the public and local businesses.

The Chamber has agreed to the conditions of approval including:

1. $1,000,000 liability insurance by Taft Chamber of Commerce, naming City of Taft as certificate holder

2. $1,000,000 liability insurance by each alcohol vendor naming City of Taft as certificate holder

3. Trash receptacles

4. Portable chemical toilets

5. City Business Licenses and all applicable County and State Licenses for food and alcohol for all Chamber approved vendors
RECOMMENDED ACTION:

1. Motion to approve a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

TAFT APPROVING A SPECIAL EVENT PERMIT FOR THE TAFT CHAMBER OF COMMERCE TO HOST A CELEBRATION FOR THE 250TH ANNIVERARY OF AMERICA ALONG CENTER STREET ON JULY 3RD AND JULY 4TH, 2026

2. Find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15061(b)(3) of the CEQA Guidelines.

IMPACT ON BUGET: No
ATTACHMENT (Y/N): Yes; resolution, chamber of commerce letter and event flyers, special event permit application, and site plan map
PREPARED BY: Planning & Community Development Department RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT

APPROVING A SPECIAL EVENT PERMIT FOR THE TAFT CHAMBER OF COMMERCE TO HOST A CELEBRATION FOR THE 250TH ANNIVERARY OF AMERICA ALONG CENTER STREET ON JULY 3RD AND JULY 4TH, 2026 WHEREAS, the Taft Chamber of Commerce has submitted a Special Event Permit application and letter requesting to host a 4th of July Celebration on and around center street; and WHEREAS, on Friday, July 3rd, there will be a live band and vendors with set up starting at 4:00PM and cleanup done by 11:00PM; and
WHEREAS, on Saturday, July 4th, there will be a patriotic parade and vendors with set-up starting and 7:30AM and cleanup done by 3:00PM; and
WHEREAS, the two (2) beer gardens will be the American Legion (7th St. Parking lot, July 3rd from 4:00PM-11:00PM and July 4th from 7:30AM-3:00PM) and the Bank Sports Lounge (5th St between North St and Center St, July 3rd at 3:00PM through July 5th at 3:00PM); and WHEREAS, the Taft Chamber of Commerce is requesting the following closures for the celebration;
• July 3rd, 2026, 4:00PM- 11:00PM
7th Street and Center St Parking lot and 5th St Plaza
• July 4th, 2026, 7:30AM-3:00PM
Center St between 8th St and 2nd St, 7th and Center St Parking lot, and 5th Street Plaza • July 3rd, 2026 at 3:00PM to July 5th at 6:00PM
5th St between North St and Center St alley
WHEREAS, Section 21101 (e) of the California Vehicle Code requires a resolution by Council to temporarily close streets for special events.

NOW, THEREFORE, BE IT RESOLVED, the Mayor and City Council of the City of Taft, California, approve the special event as follows:

SECTION 1. The City Council hereby makes the following Special Event findings:

1. The operation of the requested special event at the location proposed and within the time period specified will not jeopardize, endanger or otherwise constitute a menace to the public health, safety or general welfare;

2. The proposed site is adequate in size and shape to accommodate the special event without being materially detrimental to the use and enjoyment of other properties located adjacent to and in the vicinity of the site;

3. The proposed site is adequately served by streets or highways having sufficient width and improvements to accommodate the kind and quantity of traffic that the special event will or could reasonably be expected to generate; and

4. Adequate temporary parking to accommodate vehicular traffic to be generated by the special event will be available either on site or at alternate locations acceptable to the planning and community development department.

Resolution No. ______

Page 2 of 2 ends

SECTION 2. The City Council hereby approves Special Event No. 2026-06 and Encroachment Permit with the conditions of approval set forth in this resolution as follows:

1. The Chamber of Commerce shall provide sufficient evidence of $1,000,000 liability insurance naming the City of Taft as certificate holder.

2. The two (2) above-named beer gardens shall each provide $1,000,000 liability insurance, naming the City of Taft as certificate holder.

3. The Chamber shall provide sufficient trash receptacles in the event area and shall remove all trash from the area at the conclusion of the special event.

4. The Chamber shall provide sufficient portable chemical toilets in the event area.

5. All Taft Chamber of Commerce approved vendors of the special event shall have a business license with the City of Taft. No vendor shall be issued a business license without being an authorized vendor by the Chamber.

PASSED, APPROVED, AND ADOPTED this 2nd day of June, 2026 ________________________________
Dave Noerr, Mayor
ATTEST:
__________________________________
Faith Melton
City Clerk

STATE OF CALIFORNIA )

COUNTY OF KERN ) SS

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
__________________________________
Faith Melton
City Clerk

REVIEWED BY:

CITY CLERK FINANCE DIRECTOR CITY MANAGER
City of Taft Agenda Report
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

ADOPTION OF THE CITY OF TAFT’S STATE REQUIRED ZERO-EMISSION BUS ROLL-OUT PLAN SUMMARY STATEMENT:

On December 17, 2018, the California Air Recourses Board (CARB) adopted the Innovative Clean Transit (ICT) fleet regulation. This regulation requires all public transit operators within California to convert to a 100-percent zero-emission fleet by 2040. The cornerstone purpose of this regulation is to address impacts on air quality associated with greenhouse gas (GHG) emission and their impact on climate control.

The City of Taft’s proposed compliance with CARB’s ICT regulation is presented in the City’s 2026 Zero-Emission Bus Roll-Out Plan (dated May 2026). This Plan was prepared by City staff in collaboration with the City’s public transit consultant (Moore & Associates, Inc.), the city selected battery-electric vehicles as its zero-emission technology path required by state law. Later this year, the city will take delivery of five battery-electric medium-duty transit vehicles.

The City has also received grant funds for the construction of a solar-array charging infrastructure to support operation of Taft Area Transit’s battery-electric fleet. This investment in clear air technology will bring the City into full compliance with CARB’s Innovative Clean Transit regulations.

RECOMMENDED ACTION
Motion to adopt a resolution entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING THE CITY OF TAFT’S 2026 ZERO-EMISSION BUS ROLL-OUT PLAN. AND DIRECT THE CITY’S ASSISTANT FINANCE DIRECTOR TO FILE THE ATTACHED PLAN AND RESOLUTION WITH THE CALIFORNIA AIR RESOURCES BOARD NO LATER THAN JUNE 12, 2026 and find that the activity is not a project per the California Environmental quality act (CEQA) as set forth in section 15060(c)(3) and section 15378 of the CEQA guidelines.

IMPACT ON BUDGET (Y/N): No
ATTACHMENT (Y/N): Yes - Resolution and copy of ZEB Plan PREPARED BY: Finance Department
RESOLUTION NO. ____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT OF KERN COUNTY ADOPTING OF THE CITY OF TAFT’S ZERO-EMISSION BUS ROLL-OUT PLAN WHEREAS, the Innovative Clean Transit (ICT) regulations were adopted by the California Air Resources Board (CARB) in December 2018 and became effective on October 1, 2019; and WHEREAS, Title 13 of the California Code of Regulations § 2023 (13 CCR § 2023.1 through 2023.11) requires all public transit agencies to gradually transition their bus fleet to zero-emission technologies; and
WHEREAS, Beginning in 2026, 25% of new fixed route vehicle purchase by transit agencies much be Zero-Emission Buses (ZEBs); and
WHEREAS, Beginning in 2029, 100% of new fixed route vehicle purchase by transit agencies much be ZEBs with a goal of full transition by 2040; and WHEREAS, Each transit agency must adopt and submit a complete Zero-Emission Bus-Roll-Out Plan that is approved by its governing body; and
WHEREAS, Careful planning is essential to ensure the synchronization of vehicle procurement, infrastructure build out, and fuel cost management, and WHEREAS, the City’s Zero-Emission Bus Roll-Out Plan must be submitted to CARB by June 30, 2026.

NOW THEREFORE, THE CITY COUNCIL DOES HEREBY RESOLVED, the City Council of the City of Taft hereby adopts this resolution approving the City of Taft’s Zero-Emission Bus Roll-Out Plan and authorizes it submission to the CARB in accordance with the ICT regulations.

PASSED, APPROVED AND ADOPTED on this 2nd day of June, 2026. _____________________________
Dave Noerr, Mayor
ATTEST:
______________________________
Faith Melton
City Clerk
STATE OF CALIFORNIA }
COUNTY OF KERN } SS
CITY OF TAFT }
I, Faith Melton, City Clerk of the City of Taft, do hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of the City of Taft at a regular meeting thereof held on the 2nd day of June, 2026, by the following vote:

AYES: Council Members:

NOES: Council Members:

ABSENT: Council Members:

ABSTAIN: Council Members:
______________________________
Faith Melton
City Clerk

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Table of Contents
Executive Summary................................................................................................ 2 Section A: Transit Agency Information................................................................... 3 Section B: Rollout Plan General Information.......................................................... 5 Section C: Technology Portfolio.............................................................................. 6 Section D: Current Bus Fleet Composition and Future Bus Purchases.................... 7 Section E: Facilities and Infrastructure Modifications............................................ 9 Section F: Providing Service in Disadvantaged Communities............................... 11 Section G: Workforce Training ............................................................................. 13 Section H: Potential Funding Sources................................................................... 18 Section I: Start-up and Scale-up Challenges......................................................... 19 Appendix A: Adopting Resolution ........................................................................ 20 Appendix B: List of Acronyms............................................................................... 21

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Executive Summary
On December 17, 2018, the California Air Resources Board (CARB) adopted the Innovative Clean Transit (ICT) regulation. The regulation requires all public transit providers in California to transition to a 100- percent zero-emission bus (ZEB) fleet by 2040. The primary objective of this mandated transition is to reduce greenhouse gas (GHG) emissions, which are widely recognized as a contributing factor to climate change.

To comply with the ICT regulation, transit agencies may pursue one of two approved zero-emission technologies: battery-electric buses (BEBs) or hydrogen fuel cell electric buses (FCEBs).

The purpose of this document is to provide guidance and supporting information related to preparation of Taft Area Transit’s ICT Rollout Plan. This document summarizes the information required to comply with ICT regulation requirements and addresses both the required and supplementary elements identified by CARB.

Each section includes responses to required and optional questions intended to provide the State with a comprehensive understanding of Taft Area Transit’s existing operations, fleet transition strategy, and long-term plans for achieving compliance with the ICT regulation.

Section A: Transit Agency Information
Section B: Rollout Plan General Information
Section C: Technology Portfolio
Section D: Current Bus Fleet Composition and Future Bus Purchases Section E: Facilities and Infrastructure Modifications
Section F: Providing Service in Disadvantaged Communities Section G: Workforce Training
Section H: Potential Funding Sources
Section I: Start-up and Scale-up Challenges

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Section A: Transit Agency Information
Please provide the following information regarding your transit agencies:

1. Transit agency’s name (required)

2. Mailing address (number, street, city, county, Zip Code) (optional)

3. Name of transit agency’s air district(s) (optional)

4. Name of transit agency’s air basin(s) (optional)

5. Total number of buses in Annual Maximum Service (optional)

6. Population of the urbanized area a transit agency is serving as last published by the Census Bureau before December 31, 2017. (optional)

7. Contact information of the general manager, chief operating officer, or equivalent (optional) a. Contact name (last name, first name, MI)
b. Title
c. Phone number
d. Email address

8. Is your transit agency part of a Joint Group (13 CCR § 2023.1(d)(3))? (Yes/No) (required) Table 1 provides an overview of the City of Taft/Taft Area Transit system in accordance with CARB’s ZeroEmission Bus Rollout Plan Guidance for Transit Agencies document.

Table 1: Transit Agency Overview

TRANSIT AGENCY INFORMATION
Transit Agency Name Taft Area Transit
Mailing Address 209 East Kern Street
Taft, CA 93268
Name of Transit Agency’s Air District San Joaquin Valley Air Pollution Control District
Name of Transit Agency’s Air Basin San Joaquin Valley Air Basin Total Number of Busesin Annual Maximum
Service1 5
Service Area Population 2
8,000
Contact Information ofthe General Manager,
Chief Operating Officer, or Equivalent
Teresa Binkley
Finance Director
(661) 763-1222
[email protected]
Is Your Transit Agency part of a Joint Group?3 No
1 The ICT regulation defines “Annual Maximum Service” (13 CCR § 2023(b)(3)) as the number of buses in revenue service that are operated during the peak season of the year, on the week and day that maximum service is provided, but excludes demand-response vehicles. 2 2024 Census Urbanized Area Population data. 3 The ICT regulation defines a Joint Zero-Emission Bus Group or Joint Group (13 CCR § 2023.2) as two or more transit

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The City of Taft, located in the western portion of Kern County, covers an area just over 15.1 square miles.

The Taft Area Transit (TAT) service area includes Taft city limits as well as the neighboring unincorporated communities of Ford City, South Taft, and Taft Heights. The estimated population of Taft city is 7,000 (ACS 2025) within a land area of 15 square miles.

The service features a combined general public/ADA complementary Dial-A-Ride service, as well as limited (three trips per day) service to the neighboring city of Maricopa. In addition, inter-community transit service is provided by (Kern County’s) Kern Transit, which links Taft with other areas of Kern County including Bakersfield.

Dial-A-Ride is a reservation-based, shared-ride service that operates within the city of Taft. Dial-A-Ride hours of operation are Monday through Friday, 7:15 a.m. to 5:30 p.m. and Saturday, 10:15 a.m. to 2:30 p.m. The Maricopa to Taft inter-community service provides three round trips per day, Monday through Friday. Taft Area Transit does not operate on designated City holidays.

The Taft city council isthe legislative authority which setsthe policies under which Taft Area Transit operates.

The City Council has the power to adopt ordinances, resolutions, plans, establish policies, approve programs, establish fees, appropriate funds, adopt budgets and approve contracts.

Three sources comprise the vast majority of the City’s transit operations funding: the U.S. Department of Transportation (DOT) Federal Transit Administration (FTA), State of California (Transit Development Act (TDA) and State Transit Assistance (STA), and a long-standing agreement with the County of Kern (for provision of transit service in unincorporated areas north of Taft city limits). Federal and State transitspecific funding is programed by the Kern Council of Governments. agencies that choose to form a group to comply collectively with the zero-emission bus requirements of Section 2023.1 of the ICT regulation.

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Section B: Rollout Plan General Information

1. Does your transit agency’s Rollout Plan have a goal of full transition to zero-emission technologies by 2040 that avoids early retirement of conventional transit buses (13 CCR § 2023.1(d)(1)(A))? (required)
As presently envisioned, Taft Area Transit anticipates fully transitioning to a zero-emission fleet during calendar year (CY) 2027. The City expects to take delivery of five Ford Transit Game Changer batteryelectric vehicles by the end of CY 2026. Deployment of these vehicles is contingent upon installation of the required charging infrastructure, which is currently anticipated to occur sometime during CY 2027.

Upon completion of the charging infrastructure and introduction of the battery-electric vehicles into service, the City plans to retire four gasoline-fueled vehicles from the fleet. One 2019 EV Star vehicle will be retained as a spare vehicle.

Taft Area Transit is classified as a “small transit agency” under both State of California and federal definitions. Beginning in CY 2026, California regulations require that at least 25 percent of all new bus purchases made by small transit agencies be zero-emission vehicles. Delivery of the five Ford Transit Game Changer battery-electric vehicles will place Taft Area Transit ahead of the California Air Resources Board’s (CARB) Zero-Emission Bus (ZEB) Purchase Schedule requirements (see Table 2).

Table 2: CARB ZEB Purchase Schedule for Large and Small Agencies ZEB Purchase Schedule (Percentage of Total New Bus Purchases) Year Large Transit Agency Small Transit Agency
2023 25% -
2024 25% -
2025 25% -
2026 50% 25%
2027 50% 25%
2028 50% 25%
2029+ 100% 100%

2. When did your transit agency’s board or governing body approve the Rollout Plan? a. Rollout Plan’s approval date (optional)
b. Resolution number (optional)
c. Is a copy of the board approved resolution attached to the Rollout Plan submitted to CARB (12 CCR § 2023.1(d)(2))? (Yes/No) (required)
This ICT Rollout Plan was approved by the Taft City Council on June 2, 2026, through adoption of the resolution included as Appendix A to this document.

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Section C: Technology Portfolio

1. What type(s) of zero-emission bus technologies (e.g. battery electric and fuel cell electric buses) does your transit agency plan to deploy through 2040? (13 CCR § 2023.1(d)(1)(B)) (required)
For the purposes of implementing the Innovative Clean Transit regulations, CARB has defined zeroemission bus as, “a bus with zero tailpipe emissions and is either battery electric of a fuel cell electric bus.” Given this definition, the current approved options for ZEBs are either battery- electric buses (BEB) or hydrogen fuel cell electric buses (FCEB). The City of Taft is committed to utilizing battery-electric transit vehicles to meet the CARB zero-emission requirements.

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Section D: Current Bus Fleet Composition and Future Bus Purchases

1. Please complete Table 3 with information on each individual bus in your current bus fleet.

Please identify the fuel type of each individual conventional bus as diesel, compressed natural gas (CNG), liquefied natural gas (LNG), diesel hybrid (dHEB), gasoline hybrid (gHEB), propane, or gasoline. For zero-emission technologies, identify the fuel type as hydrogen or electricity and indicate which charging technology (depot, wireless, and/or on-route) will be used. Bus types include standard, articulated, over-the-road, double decker, and cutaway buses. For ease of use, you can group the bus information based on a parameter that makes the most sense for your transit agency. (optional)
The FTA provides a minimum “useful life” policy for capital rolling stock (transit vehicles). Useful life of transit vehicles is defined in FTA Circular 5010.1E: A transit vehicle purchased with Federal financial support should remain in service for the stipulated number of years and accrued mileage before being eligible for retirement.

Any transition to zero-emission technology by the City of Taft (Taft Area Transit) will be in full compliance with FTA-stipulated vehicle retirement/replacement guidelines.

Table 3: Taft Area Transit’s Current Bus Fleet
Number of Vehicles Engine Model Year Veh Model Year Fuel Type Vehicle Type 2 2016 2016 Gasoline Cut-away
2 2019 2019 Gasoline Cut-away
1 2019 2019 Battery-electric Cut-away
5 Total Revenue Fleet Vehicles

2. Please complete Table 4 regarding expected future bus purchases, including the number of buses in total expected to be purchased or leased in the year of purchase. Identify the number and percentage of zero-emission buses of the total bus purchases each year, as well as bus types and fuel types. Identify the same type of information for purchases of conventional buses. Bus types include standard, articulated, over-the-road, double decker, and cutaway buses. For zero-emission technologies, please identify the fuel type as hydrogen or electricity indicate which charging technology (depot, wireless, and/or on-route). For conventional technologies, identify the fuel type as diesel, compressed natural gas (CNG), liquefied natural gas (LNG), diesel hybrid (dHEB), gasoline hybrid (gHEB), propane, or gasoline. (13 CCR § 2023.1(d)(1)(D)) (required)
Table 4: Taft Area Transit Future Bus Purchases
Timeline
(Purchase
Year)
Total
Number of
Buses to
Purchase
Number of
ZEB
Purchases
Percentage
of Annual
ZEB
Purchases
ZEB Bus
Type(s)
ZEB Fuel
Type(s)
Number of
Conv.

Buses
Purchased
Percentage
of Annual
Conv. Bus
Purchases
Type(s) of
Conv.

Buses
Fuel
Type(s) of
Conv.

Buses
2025 5 5 100% BEB
(standard) Electric 0 0% N/A N/A

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3. Is your transit agency considering converting some of the conventional buses in service to zero-emission buses (13 CCR § 2023.1(d)(1)(E))? (Yes/No) (required) No, the City of Taft will not convert any of its current gasoline-fueled transit vehicles to zero-emission vehicles. The City expects to take delivery of five EV Ford Transit Game Changer battery-electric transit vehicles in late 2026. Once these vehicles are placed in revenue service, the City’s entire transit fleet will be zero-emission.

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Section E: Facilities and Infrastructure Modifications

1. Please complete Table 5 with names, locations, and main functions of transit agency divisions or facilities that would be involved in deploying and maintaining zero-emission buses. Please limit the facilities to bus yards and facilities with maintenance, fueling, and charging functions, and exclude other operational functions like training centers, information and trip planning offices, and administrative buildings. Please identify which facility(ies) require construction, infrastructure modifications, or upgrades to support your transit agency’s long-term transition to zero-emission technologies and the estimated timeline for such an upgrade. Please also specify the type(s) of infrastructure planned in each division or facility and provide their service capacities (e.g. on-route high-power charging system) to deploy 20 BEB in 2025). (13 CCR § 2023.1(d)(1)(C)). (required)
The City’s zero-emission project centers on a solar shade-style charging infrastructure inclusive of five vehicle charging ports. The project was initiated in 2017 when the City obtained a CMAQ grant. The estimated project cost is $3 million, and the City is working with the local utility (Pacific Gas & Electric) as well as a general contractor for assembly of the structure. Completion of the facility is slated for CY2027.

All City transit vehicles are parked within a fenced enclosure. Access to the “transit yard” is via an electric gate which requires an access code to open. Security for the enclosure includes seven security cameras which are monitored by both City staff and a private security company.

The City’s transit operations office is alarmed, which is activated at the end of each business day. A private security service patrols the facility from late evening until early morning.

Reporting of safety and security incidents fall within overall City security policies and practices.

Table 5: Facilities Information and Construction Timeline Division /
Facility
Name
Address Main
Function(s)
Type(s) of
Infrastructure
Service
Capacity
Needs
Upgrade?
(Yes / No)
Estimated
Construction
Timeline
Transit
Operations
and
Maintenance
Facility
505 Supply
Row
Taft CA 93268
Administration,
Operations,
Maintenance,
Training, and
Vehicle
washing
New charging
equipment, utility
upgrades, site
improvements
(new pavement,
striping, safety
upgrades), solar
canopy
readiness
5 vehicles
Yes 2026-2027

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2. Regarding the information provided in Table 5, please explain the types of necessary upgrades or infrastructure modifications each facility or division need to support your transit agency’s long-term transition to ZEB. Please also provide the specification of each infrastructure in the related facility or division before and after the upgrades or modifications. (Optional)
The City of Taft’s public transit program features a combined administration, operations, and maintenance facility located at 505 Supply Row in Taft. To support transition to a zero-emission transit fleet, the City is constructing a solar shade-style charging infrastructure.

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Section F: Providing Service in Disadvantaged Communities

1. Does your transit agency serve one or more disadvantaged communities, as listed in the latest version of CalEnviroScreen? Yes/ No (required)
The California Environmental Protection Agency (CalEPA) and the Office of Environmental Health Hazard Assessment (OEHHA) developed CalEnviroScreen. CalEnviroScreen is a science-based tool to evaluate multiple pollutants and stressors in communities. The Innovative Clean Transit (ICT) regulations use CalEnviroScreen to identify disadvantaged communities4 and requires that efforts are made to deploy ZEBs in disadvantaged communities served by public transit providers.

The purpose of this section is to detail how zero-emission vehicles will be deployed in disadvantaged communities (DACs). The Office of Environmental Health Hazard Assessment, on behalf of the California Environmental Protection Agency, developed the CalEnviroScreen tool to help identify disadvantaged communities in California. In this context, a disadvantaged community is one that is disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. CalEnviroScreen identifies the highest 25 percent of overall scores for census tracts throughout California.

Deploying zero-emission vehicles in DACs will help reduce pollution levels in these areas, thereby lowering the impact of pollution on more sensitive populations.

Taft Area Transit serves one or more disadvantaged communities, according to CalEnviroScreen 4.0 (see Figure 1). Further, there are low-income communities within Taft Area Transit’s service area based on Assembly Bill (AB) 1550 criteria. AB 1550, also referred to as the Climate Investments for California Community Act, uses cap and trade dollars to reinvest in disadvantaged and low-income communities.

California Climate Investments, which administers the initiative, has developed a mapping tool identifying low-income communities by census tract. The mapping tool refers to low-income communities as “priority populations.”
Table 5: AB 1550 criteria. Air quality.

Community Air Quality Score
Taft 80 to 90
Maricopa 70 to 80
Area to the north of Taft 70 to 80
Table 6: Low-income communities. (Mean Household Income).

Location MHI Poverty Rate
California $100,300
Taft $72,772 16.9 percent
Maricopa $39,120 22.4 percent
Ford City $47,214 36.6 percent
*Source: Census Reporter (2024).
4 Disadvantaged communities are considered census tracts that scored in the top 25 percent based on the factors used by CalEnviroScreen to assess pollution burden and vulnerability.

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Based on the data shown in Table 6, each of the three communities within the Taft Area Transit service area has a Median Household Income (MHI) below 80 percent of the State MHI.

Figure 1: CalEnviroScreen 4.0 Results Map
Figure 2: California Climate Investments Priority Populations 4.0

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Section G: Workforce Training

1. Please describe your transit agency’s plan and schedule for the training of bus operators and maintenance and repair staff on zero-emission bus technologies (13 CCR § 2023.1(d)(1)(G)). (required)
Training will be provided by the original equipment manufacturers (OEMs) on operating and maintenance procedures as new battery-electric vehicles are procured. Training will also be provided by equipment suppliers on the associated charging infrastructure. Workforce development topics may include but are not limited to the following:
• Overview of Zero-Emission Bus Technologies
• Zero-Emission Bus Operations
• Zero-Emission Bus Maintenance
• Zero-Emission Bus Safety Training
The purpose of this section is to review the current workforce, determine what skill gaps may exist with respect to the deployment of zero-emission vehicles (ZEVs), and identify training needs and opportunities available for workforce development.

While introduction of zero-emission vehicles often represents a significant skill gap, primarily for drivers and mechanics, retaining the existing workforce is the preferred path forward. By encouraging the current workforce to adapt to the new technology, not only would the City of Taft maintain employment for its existing staff, but also provide a valuable skill set. In addition, it would not be feasible to recommend the hiring of “more qualified” individuals, as there is no “pool” of new recruits with those skills currently available. Therefore, it is in the City’s best interest to provide its current workforce with ample training opportunities, which will ultimately result in more efficient operation of the transit program.

Description of Current Workforce
Maintenance
Fleet maintenance is provided by the City of Taft, and all maintenance personnel are employees of the City. The Mechanic position has the following job description.

Basic functions: Performs general automotive, truck, and equipment maintenance and repair to maintain the vehicles and mechanical equipment for all City departments.

Duties:
• Performs general maintenance and repair on automobiles, light and heavy trucks, backhoes, loaders, and other automotive and mechanical equipment. • Performs lubrication and other routine service work.
• Performs tire repair, balancing, and change out services. • Assists in trouble shooting, overhaul, and major repair activities.

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• Performs general maintenance work on the tools, equipment, and garage facilities as required to maintain a safe and efficient garage operation.
• Provides emergency field assistance to disabled equipment as needed and appropriate. • May serve as a member of various employee committees.

This position requires one year of experience as an auto/truck mechanic as well as knowledge of the principles of operation of gasoline and diesel engines and of mechanical repair methods as applicable to automobiles, light and heavy trucks, and construction equipment and knowledge of the hazards and safety precautions common to municipal maintenance and repair activities; as well as working knowledge of the practices, methods, materials and tools used in modern equipment maintenance. The mechanic should also have skill in operation and care of listed tools and equipment and be able to communicate verbally and in writing, and establish and maintain effective working relationships with employees, supervisors, vendors, and the public.

In this position, the mechanic may be required to use motorized vehicles for mechanical testing purposes, power and hand tools and equipment for vehicle and mechanical system work; mechanic's tools including jacks, hydraulic lifts, air tools, and other tools required for minor repairs and routine maintenance of motorized vehicles; electronic vehicle diagnostic equipment; personal computer, calculator, phone; and mobile or portable radio.

The current position description references only gasoline and diesel engines. As such, there is currently no requirement for any mechanics to have knowledge of or experience in the maintenance of batteryelectric vehicles.

Transit Operators
Day-to-day operation of the City’s public transit program utilizes a team of City employees.

The City lists the following responsibilities as part of its transit operator position description:
• Operates vehicles on a demand response (Dial-a-Ride) routing and/or on a scheduled route (Fixed Route) as assigned.
• Assists individuals with developmental disabilities in accessing the system. Operates a wheelchair lift and is responsible for properly securing wheelchair on the bus. • Assists senior adults and the disabled with packages, groceries, and getting on and off the van, bus, or in and out of the station wagon.
• Operates a two-way radio equipment, collects fares, and logs transit activities. • Maintains transportation vehicles, including fueling, cleaning, general maintenance; advises mechanic of needed repairs of assigned vehicles.
• Must establish and maintain effective relationships with individuals utilizing the system, fellow employees, supervisors, and the general public.
• Performs a variety of miscellaneous duties such as answering phone and dispatching for the system in the absence of the Transit Dispatcher.
• Serves as a member of various employee committees, as assigned.

While there is little, if any, difference the position description for a transit bus operator for a conventionally fueled bus as a zero-emission bus, there are differences in the driving practices needed to

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operate a zero-emission vehicle. Given the current nationwide driver shortage, it is unlikely many new applicants will have zero-emission vehicle driving experience, and will need to be trained along with the rest of the driver team.

Skill Gaps and Training/Retraining Needs
While differences in maintenance requirements are the most obvious skill gap with respect to a zeroemission fleet, ZEV implementation affects nearly all aspects of transit operations and maintenance.

OEM Training
Most initial training is provided through the original equipment manufacturer (OEM), or the company from which the vehicles are purchased. Opportunities for training from the OEM vary, but should be the City’s first approach to maintenance and driver training. Training through the OEM should be addressed as part of the procurement process, and services to be provided detailed in the contract. Given subsequent transit vehicle purchases will be gradual, or could potentially be piggybacked onto another entity’s larger purchase, determining how the OEM will provide support and training is essential.

Addressing Skill Gaps
Operations and maintenance training should begin before or in conjunction with the delivery of the first battery-electric vehicles. That said, given the City has one battery-electric vehicle within its transit fleet, City staff already possesses a level of experience with respect to vehicle operation and maintenance.

Maintenance personnel should undergo some driver training along with the vehicle operators. This is for two reasons. First, if maintenance personnel are required to move the vehicles within the yard, having a familiarity with how to drive said vehicles is essential. Second, maintenance personnel need to be aware of some of the differences in driving a battery-electric transit vehicle versus a conventionally fueled transit vehicle, such as how “jackrabbit starts” and abrupt braking can put additional stress on structural joints and how the consistent weight affects tire wear (since the fuel never burns off).

In planning for more advanced training, the City will want to determine what maintenance and repair services will be provided in-house, by the Original Equipment Manufacturer (OEM), or by a separate thirdparty vendor. In order to avoid displacement of the current workforce, it may also want to consider training one or more mechanics through a comprehensive third-party program (such as that offered by Weber State University) as well as through the OEM. As positions turn over, they may be filled by individuals who already have experience and education in the new technologies.

As more battery-electric transit vehicles are introduced to the Taft environment, first responders will need training on how to respond to incidents involving such vehicles. The high-voltage batteries cannot necessarily be handled the same way as conventional vehicle batteries in an emergency, and first responders need to know how to respond safely. This is typically something the transit provider can require the OEM to provide.

Training
As noted, drivers and maintenance personnel will share some skill areas as well as have specific skills to develop separately. Drivers will have the most consistent training needs, as all drivers qualified to drive a battery-electric vehicle will need largely the same training and skills. Maintenance personnel, on the other

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hand, may receive different levels of training depending on what they will be called upon to do. A general overview of training for drivers and maintenance personnel is provided below.

Driver training
Driver training includes a significant amount of basic familiarity and safety training, as well as hands-on (or simulator-based) experience in actually driving the vehicle. Drivers must also be aware of how daily pre-trip inspections may be different for electric vehicles, as well as how to fuel them. Key components of training may include (depending upon the vehicle):
• Familiarization with the vehicle, including the dashboard and displays, as well as what notifications require immediate action as opposed to noting items for diagnostics or upgrades • Basic high-voltage safety training
• How to conduct daily vehicle inspections
• How to fuel the vehicles (if applicable)
• Safe and efficient vehicle operation:
o Pull-out from the curb and acceleration
o Regenerative braking
o Mechanical braking
o Hill holding and roll back
o How to optimize acceleration and deceleration to maximize efficiency o How battery state of charge (SOC) affects range
o How environmental factors affect range
o Monitoring vehicle range
o Lack of noise (as a contributor to overall safety, especially with pedestrians) o Lack of noise (making sure the vehicle is turned off at the end of the shift) Maintenance training
Maintenance personnel may be trained at different levels. What training mechanics receive may be determined by what services they will be providing. How many mechanics are trained to service the ZEVs will be up to the City, but all personnel working in a maintenance shop that handles high-voltage vehicles should receive some basic safety training, even if they never touch the vehicle. This includes knowing what not to touch, where not to go, and where the emergency shut-off to the charger is located.

One of the biggest roles of maintenance personnel, in addition to regular preventive maintenance, will be determining when to call in the OEM technicians and mechanics, especially while the vehicles and batteries are under warranty. To do this, they will need general knowledge of how the propulsion system works, but will not need to be able to repair it. While some mechanics may eventually develop the skills necessary to do the high-voltage work in-house, the City may choose to rely on the OEM mechanics. This may result in the City deciding to retain conventionally fueled vehicles as spares if repairs cannot be made in a timely manner.

Preventive maintenance will be regulated by the manufacturers. Each battery-electric vehicle is a composite vehicle made up of multiple components and, like conventionally fueled vehicles, the different systems have their own requirements. While there is no longer a need for oil changes or fuel/oil/air filter changes (since these items are not used on battery-electric vehicles), there will still be fluids and lubricants that need to be changed out periodically. They will still get contaminated through regular use, and the

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change-out period may vary depending on the system and manufacturer. There will also be different tools and processes required for vehicle inspections. These include both SAE and metric tools as well as a variety of meters. In some cases, the act of inspection can be the act of performing the preventive maintenance.

Key training components for mechanics and maintenance personnel may include the following:
• General
o Familiarization with the battery-electric vehicle, including the dashboard and displays, as well as what notifications require immediate actions as opposed to noting items for diagnostics or upgrades
o Basic driver training
o Fueling processes
o High-voltage safety training
 Personal protective equipment (such as rubber gloves, shoes, hats, and vests that are NFPA 70E-compliant)
 Having the right (non-conductive) tools
 Safety guidance for mechanics/personnel not trained to work on electric buses  Battery-specific safety hazards
 First aid
 Location of emergency cutoff switches and fire response equipment  Maintenance of safety-critical systems in the facility (e.g., ground-fault detectors) o Preventive maintenance/vehicle inspections (most set by OEM)  Reduced frequency
 No oil changes or fuel/oil/air filter changes
 Motor coolant and transmission fluid refills/changes
 Additional tools and meters
 Tires have different wear characteristics on electric vehicles • More advanced
o How to work with onboard diagnostic systems
o Lockout/tagout procedures
o Servicing low-voltage onboard systems (such as radios, HVAC, etc.) o Zero-voltage verification procedures
o Servicing battery packs, generators, inverters, and motors

CITY OF TAFT

ZERO-EMISSION BUS ROLLOUT PLAN
May 2026

Page 18 of 21 ends

Section H: Potential Funding Sources

1. Please identify all potential funding sources your transit agency expects to use to acquire zero-emission technologies (both vehicles and infrastructure) (13 CCR § 2023.1(d)(1)(H)). (required)
Implementation of the ICT Rollout Plan will require significant capital expenditures. The City of Taft will continue to pursue federal, state, and local sources to fund capital as well as on-going operational needs.

Federal Sources
• Federal Transportation Administration (FTA) Funds
o Section 5307 Urbanized Area Formula Program
o Section 5339(a) Grants for Buses and Bus Facilities Formula Program o Section 5339(b) Buses and Bus Facilities Competitive Program o Section 5339(c) Low- or No-Emission Vehicle Program (competitive) State and Local Sources
• California Department of Transportation (Caltrans) Section 5311 Formula Grants for Rural Areas
• Low-Carbon Transit Operation Program (LCTOP)
• Transit and Intercity Rail Capital Program (TIRCP)
• Hybrid and Zero-Emission Truck and Bus Voucher Incentive Program (HVIP) • Caltrans State of Good Repair (SGR)
• State Transit Assistance (STA)
• Transportation Development Act (TDA)/Local Transportation Fund (LTF) • Volkswagen Environmental Mitigation Trust Fund
• San Joaquin Valley Unified Air Pollution Control District (APCD) Funds

CITY OF TAFT

ZERO-EMISSION BUS ROLLOUT PLAN
May 2026

Page 19 of 21 ends

Section I: Start-up and Scale-up Challenges

1. Please describe any major challenges your transit agency is currently facing in small scale zero-emission bus deployment. (Optional)
a. How might CARB assist you to overcome these challenges? Please share your recommendations. (Optional)

2. Please describe any challenges your transit agency may face in scaling up zero-emission bus deployment. (Optional)
a. How might CARB assist you to overcome these challenges? Please share your recommendations. (Optional)
As discussed throughout this document, the City of Taft is well along the path for transition to a 100- percent zero-emission transit fleet sometime in CY 2027.

Due to the continued diligence of the City’s Finance Team, the City secured sufficient funding to support the purchase of five EV Ford Transit Game Changer battery-electric vehicles, the materials required to construct a solar shade charging infrastructure, and construction of the solar shade charging infrastructure.

In support of this project, the City also completed security enhancements to the location upon which the solarshade will constructed, and at which the battery-electric vehicles will be parked when not in revenue service.

Beyond the competitive nature of securing the required funding, project progress was impacted by the availability of the required charging infrastructure, as well as procurement of a qualified construction firm.

Further, delivery of the desired battery-electric vehicles was delayed due to manufacturer warranty issues.

Given the City’s transit fleet already includes a battery-electric vehicle, driver and mechanic training is not expected to present a significant challenge.

CITY OF TAFT

ZERO-EMISSION BUS ROLLOUT PLAN
May 2026

Page 20 of 21 ends

Appendix A: Adopting Resolution
[pending]

CITY OF TAFT

ZERO-EMISSION BUS ROLLOUT PLAN
May 2026

Page 21 of 21 ends

Appendix B: List of Acronyms
AB – Assembly Bill
APCD – Air Pollution Control District
BEB – Battery Electric Bus
CalEPA – California Environmental Protection Agency
Caltrans – California Department of Transportation
CARB – California Air Resource Board
DOT – Department of Transportation
FCEB – Fuel Cell Electric Bus
EV – Electric vehicle
FTA – Federal Transit Administration
GHG – Greenhouse Gas
GVW – Gross Vehicle Weight
HVIP – Hybrid and Zero-Emission Truck and Bus Voucher Incentive Program ICT – Innovative Clean Transit
LCTOP – Low Carbon Transit Operation Program
LTF – Local Transportation Fund
OEHHA – Office of Environmental Health Hazard Assessment OEM - Original Equipment Manufacturer
SGR – Caltrans State of Good Repair
STA – State Transit Assistance
TDA – Transportation Development Act
TIRCP – Transit and Intercity Rail Capital Program
ZEB – Zero-emission Bus
REVIEWED BY:

CITY CLERK FINANCE DIRECTOR CITY MANAGER
City of Taft Agenda Report
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

FARMING CONTRACT EXTENSION - TAFT MUNICIPAL WASTEWATER TREATMENT

FACILITY
SUMMARY STATEMENT:

The City owns and operates in partnership with the County of Kern the Taft Area Municipal Waste Water Treatment Plant. The City’s operational permit with the Regional Water Quality Control Board requires all waste water be dispersed within the fenced city owned property adjacent to the treatment facility. The water is currently being utilized in the most responsible and economically method by farming feed and fodder crops which is allowed by our state permit.

Farming with wastewater is a specialized area of expertise and it is recommended that the city continue to utilize the services of a professional farmer to assist the city in complying with the current permit requirements and 100 percent reuse of our water for feed and fodder crop purposes. Westside Hay LLC has submitted written correspondence to the city manager as required by the current contract terms and conditions with the intent of extending the contract by 5 years.

RECOMMENDED ACTION
Motion to approve the five-year contract extension option with Westside Hay LLC and authorize the Mayor to execute the agreement extension and find that the activity is not a project per the California Environmental Quality Act (CEQA) as set forth in Section 15060(c)(3) and Section 15378 of the CEQA Guidelines.

IMPACT ON BUDGET (Y/N): Yes, 5% net profit sharing
ATTACHMENT (Y/N): First Contract and Amendment
PREPARED BY: Public Works Department

FIRST AMENDMENT TO THE CONTRACT FOR

PROFESSIONAL SERVICES BETWEEN THE CITY OF TAFT
AND WESTSIDE HAY LLC DATED JULY 20, 2021

1. The City of Taft and Westside Hay LLC entered into a contract dated July 20, 2021 for partnership with the County of Kern the Taft Area Municipal Wastewater Treatment Plant to utilize the services of a professional farmer to assist the city in complying with the current permit requirements and 100 percent reuse of our water for feed and fodder crop purposes. (hereafter “Original Contract.”)

2. The Original Contract described above at paragraph 1 was for a term of five years, set to expire on July 20, 2026.

3. The City of Taft and Westside Hay LLC now enter into this First Amendment to extend the Original Contract for a period of an additional five (5) years.

4. The City of Taft and Westside Hay LLC hereby agree that the Original Contract’s paragraph labelled “SECTION 4 – TERM” is amended to extend the original date from July 20, 2026, to July 20, 2031. The parties further agree that this First Amendment shall be effective on July 20, 2026.

5. The City of Taft and Westside Hay LLC hereby agree that all other terms and conditions of the Original Contract shall remain in full force and effect and shall not change during the term of this First Amendment except via a writing executed by both the City of Taft and Westside Hay LLC.

IN WITNESS WHEREOF, the City of Taft and Westside Hay LLC have executed this First Amendment to the Original Contract as of the date marked below.

CITY OF TAFT: Westside Hay LLC:

By:_________________________________ By:_________________________________ Dave Noerr, Mayor Jose Torres, Owner
Date: _______________________________ Date: _______________________________ Attest:
____________________________________
Faith Melton, City Clerk

APPROVED AS TO FORM:
___________________________________
Jason Epperson, City Attorney

WASTEWATER MTMICIPAL FARM

AGREEMENT
This Agreement, made and entered into this 20th day of July, by and between the CITY OF TAFT, a municipal corporation existing under the laws of the State of Californi4 hereinafter refened to as "CITY", and Westside Hay LLC, hereinafter referred to as "The Farmer." '1 't

RECITALS
A. CITY desires certain specialized services The Farmer can provide with respect to teated wastewater as described more fully below.

B CITY desires to engage The Farmer to provide these services by reason of his qualifications and experience for performing such services. The Farmer has offered to provide the required services on the terms and in the manner set forth herein.

NOW, TIIEREFORE, IT IS AGREED as follows:

SECTION 1 .SCOPE OF SERVICES.

The scope of services to be performed by The Farmer under this Agreement is to take delivery oftreated wastewater produced at the municipal wastewater treatment plant and use City property (the "Premises") located adjacent and in close proximity to the City-owned ri,/astewater treatment plant for growing offeed and fodder crops. The Premises are more fully described in Attachment "A" hereto, which attachment is incorpomted here by reference.

The Farmer has inspected the Premises, and accepts the Premises in its present condition, subject to and including all defects, latent and patent. The City makes no representation that tle Premises are suitable for the purpose intended by the The Farmer. The Farmer accepts the Premises in "As-Is' condition and the City does not warrant or guarantee that the Premises are suitable for the purposes ofthe The Farmer.

SECTION 2 -DUTIES OF THE FARMER
The Farmer shall use the City-owned Premises located adjacent and in close proximity to the City-owned r*'astewater treatment plants for the growing of lawfirl feed and fodder crops and for activities directly related thereto. The Premises shall not be used for any other purpose without prior written consent of the City Manager.

TlT e Farmer shall not make any alterations, additions or improvements in excess of $5,000.00 upon the Premises without the express prior written consent of the City Manager. The Farmer shall timely pay all costs associated with any improvements and shall keep the Premises free and clear of all mechanics liens. The Farmer shall be responsible for the acquisition and maintenance of all irrigation equipment related to its own crop cultivation.

WASTEWATER MUNICIPAL FARM AGREEMENT

Page 2 of 7 ends

Upon the expiration or termination of this Agreement, The Farmer shall, at its sole cost and expense, remove all personal property, including without limitation equipment and trade fixtures of whatever kind or nature, placed on the Premises, so long as they can be removed without damage to the Premises. If The Farmer has not removed its personal property by the expiration or termination date, the City may, at its option, declare the property to be City owned personal property and use or dispose ofthe property at itspption.

Except as expressly set forth herein, The Farmer agrees not to allow the construction or placement of any sign, signboard, or other form of outdoor advertising on the Premises without the prior written consent of the City.

The Farrner agrees that any and all pesticide or herbicide applications on the Premises shall be made in strict accordance with all Federal, State, County and local laws and regulations.

The Farmer agrees to pay all charges and assessments for or in connection with the electric current and other utilities which may be fumished to or used on the Premises by the The Farmer.

The Farmer agrees to comply with Federal, State, County, Municipal, City, and local laws and regulations now in force and which may hereafter be in force pertaining to this Agreement and/or to the discharge, application and/or use of reclaimed wastewater by the The Farmer and/or any other person or entity on behalfofthe The Farmer, including but not limited to obtaining all required permits. The Farmer is subject to payment of all fines issued by the California Regional Quality Control Board and/or other regulatory agency for activities not pemrissible by law or perrnit.

The Farrner agrees that City shall have the right to enter the Premises at all reasonable times with a 24-hour notice to inspect the Premises and the The Farmer's operations.

Upon termination or expiration of this Agreemen! The Farmer shall surrender possession of the Premises to City in at least as good a condition as the condition of the Premises at the commencement of this Agreement, excep for the reasonable use and wear of the Premises, improvements approved by City and damage by earthquake, public calamity, act of God, or other circumstances over which the The Farrner has no control.

The City will provide all available waste water for use by the above-mentioned irrigation equipmentSECTION 3 _DUTIES OF CITY.

SECTION 4 -TERM.

WASTEWATER MTITIICIPAL FARM AGREEMENT

Page 3 of 7 ends

The services to be performed under this Agreement shall be for a term of five (5) years cofirmencing on the date this Agreement is fully executed by the parties hereto. The Farmer shall have the right to extend the term of this Agreement for two frve (5) year periods so long as The Farmer notifies the City in writing that The Farmer is exercising said exlension no less than sixty (60) days prior to the expiration ofthe current term. Failure by The Farmel to notifu the City that the The Fanner is exercising tl1e option to extend the term as described herein shall constitute a waiver ofall rights The Farmer would otherwise have hereunder to extend the term of this Agreement.

As the full and agreed consideration for this Agreemen! the The Farmer shall pay the City a yearly cash payment equal to five percent (5%) of the The Farmer's net sale of agricultural product produced on the Premises. Payment shall be due on Agreement aruriversary date. Said required annual payment shall also be requted during any period that The Farmer has exercised its right to extend the term of this Agreement per Section 4, above.

SECTION 6 -TERMINATION.

Without limitation to such rights or remedies as City and The Farmer shall otherwise have by law, City and The Farmer shall have the right to terminate this Agreement upon thirty (30) days' written notice.

The Farmer shall be in default ofthis Agreement upon the occrrrrence of any one of the following events:
(a) failure to pay any installment of the yearly cash payment which shall continue for 45 days after the same is due;
(b) failure to perform or observe any other covenant, term or condition of this Agreement which shall not be corrected within 15 days after written notice fiom City, or for such longer period as may be reasonably necessary to correct such default; (c) abandonment or cessation ofbusiness operations at the Premises by the The Farmer; SECTION 5 -PAYN4ENT.

The Farmer shall at all times keep a uniform set ofbooks in which shall be recorded a fu1l, complete and accurate record of all transactions of the The Farmer arising from the sale of agricultural product produced on the Premises under this Agreement, including all receipts, charges, open accounts, contracts, notes, expenses and disbursements. The Farmer shall deposit all receipts from sales of agricultural product produced on the Premises in a bank ofthe The Farmer's choice. A certified public accountant annual audit may be made at City's request at the end ofeach year during the term ofthis Agreement except the last year when the audit shall be through the final day of business. A copy of the audit shall be fumished to City. Cost of the audit shall be borne by The Farmer, and City shall pay for any additional audits. Any yearly settlement shall be subject to corrections upon the making of such audit.

WASTEWATER MLTNICIPAL FARM AGREEMENT

Page 4 of 7 ends

(d)insolvency or failure of the The Farmer to generally pay its debts as they become due; or (e) adjudication of bankruptcy, or filing of a petition under any bankruptcy or debtor's relief law by or against the Farmer.

SECTION 7 - THE FARMER'S STATUS.
'!.

It is expressly ageed that in the performance of the services required under this Agreement, The Farmer shall not be construed to be an agent or employee of City while providing services under this Agreement.

The Farmer, in the performance of services under this Agreement shall indemnit, defend, and hold harrnless City, its directors, officers, employees and agents from any claim, loss, injury, damage, and expense and liability to the extent arising out of the negligence, errors, omissions, or wrongfirl acts of the The Farmer, its employees, subcontractors, or agents. For other liability arising out ofservices rendered, the The Farmer shall indemniff, defend, and hold harmless, City, its directors, officers, employees, and agents from any loss, injury, damage, and expense and liability resulting from injury to or death ofany person and loss ofor damage to property, or claim of such injury, death, loss or damage, caused by an act or omission in their perfomiance under this Agreement by the The Farmer, its ernployees, subcontractors, or agents, except for any loss, injury, or damage caused by the active negligence or willful misconduct ofpersonnel employed by City.

The Farmer shall provide and maintain for the duration ofthis Agreement, insurance agailst claims for injuries to persons or damages to property which may arise from or in conjunction with the The Farmer's operation and use of the Premises, including:

A. Commercial General Liability
a. Farmer shall maintain commercial general liability insurance with coverage at least as broad as Iasurance Services Office form CG 00 01, in an amount not less than one million dollars ($1,000,000) per occrurence for bodily injury, personal tnjury, and property damage, including without limitation blanket contractual liability. Ifa general aggregate limit applies, either the general aggregate limit shau apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. Farmer's general liability policies shall be primary and shall not seek contribution from the City's coverage, and be endorsed using Insurance Services Office form CG 20 l0 (or equivalent) to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies,
b. Any failure to comply with reporting provisions ofthe policies by Farrner shall not affect coverage provided the City.

B. Business Automobile Liability
SECTION 8 -INDEMNITY.

SECTION 9.INST'RANCE.

WASTEWATER MUMCIPAL FARM AGREEMENT

Page 5 of 7 ends

a. Farmer shall provide auto liability coverage for owned non-owned, and hired autos using ISO Business Auto Coverage form CA 00 01 (or equivalent) with a limit of no less than one million dollars ($1,000,000) per accident.

C. Workers' Compensation and Employers' Liability
a. Farmer shall maintain Workers' Compensation Insurance and Employer's Liability Insurance with timits of at least one million dollars ($1,000,000).

Both parties hereto recognize that this Agreement is for the services ofthe The Farmer, and cannot be transferred, assigned. or subcontracted by the The Farmer without the prior written consent of the City Manager in the City Manager's sole discretion.

SECTION 11 _ RELIANCE UPANSKILL AE]IHE ]ARME&
It is mutuaily understood and agreed by and between the parties hereto that the The Farmer has special expertise and experience necessary to perform the work and will perform the work agreed to be done under this Agreement utilizing that expertise and experience and that City relies upon the skill of the The Farmer to do and perforrn the work in the most skillful manner, and the The Farmer agrees to thus perform the work.

SECTION 12. WAIVERS.

The waiver by either party ofany breach or violation of a:ry term, covenant, or condition ofthis Agreement or ofany provisions ofany ordinance or law shall not be deemed to be a waiver of such term, covenant, condition, ordinance or law or of any subsequent breach or violation of same or of any other term, covenant, condition, ordinance or Law or of any subsequent breach or violation of the same or of any other term, condition, ordinance, or Law. The subsequent acceptance by either party ofany fee or other money which may become due hereunder shall not be deeded to be a waiver of any preceding breach or violation by the other party of any telnr, covenant, or condition ofthis Agreement of any applicable Law or ordinance.

Reasonable attomey fees shall be recoverable as costs by the prevailing party in any action or actions arising out ofthis Agreement.

The Farmer warrants that it is an Equal Opportunity Employer and shall comply with applicable regulations goveming equal employment opportunity. Neither The Farmer nor any of its subcontractors shall discriminate in the eruployment of any person because of race, color, national origin, ancestry, physical handicap, medical condition, marital status. sex, or age, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment SECTION 1 O - NONASSIGNABILITY.

SECTION 13 - COSTS AND ATTORNEYS FEES.

SECTION I4 - NON-DISCRIMINATION.

WASTEWATER MUNICIPAL FARM AGREEMENT

Page 6 of 7 ends

Should any dispute arise out ofthis Agreement, any party may request that it be submitted to mediation within the City of Taft, Califomia. The parties shall meet in mediation within 30 days ofa request. The mediator Shall be agreed to by the mediating parties; in the absen'ce of an agreement, the parties shall each be entitled to strike one name from a list of mediators prepared by the American Arbitration Association, the Califomia State Board of Mediation and Concilialion, or other agreed-upon service.

The cost of mediation shall be bome equally by the parties. Neither party shall be deemed the prevailing party. No party shall be permitted to file a legal action without first meeting in mediation and making a good faith attempt to reach a mediated settlement. The mediation process, once corrmenced by a meeting with the mediator shall last until agreement is reached by the parties but not more than 60 days, unless the maximum time is extended by the parties.

All notices hereunder shall be given in writing and mailed, postage prepaid, addressed as follows:

CITYMANAGER

CITY OF TAFT
209 E. Kem Street
Taft, Califomia
93268
To THE FARMER: WESTSIDE }IAY LLC.
\ro s. monhlo',-/,5L?6
6ai/4r5Qi CA a4sq
SECTION 17_AGREEMENT CONIA]NS ALL UNDERSTAND IN GS : AMENDMENT This document represents the entire and integrated agreement between City and The Farmer and supersedes all prior negotiations, representations, and agreements, either written or oral.

This document may be amended only by written instrument, signed by both Citv and The Farmer
SECTION 18 -GOVERNTN-G LAW.
and Housing Act.

SECTION 15 - MEDIATION.

SECTION 16 -NOTICES.

To CITY:

WASTEWATER MIJNICIPAL FARM AGREEMENT

Page 7 of 7 ends

This Agreement shall be govemed by the laws of the State of Califomia.

The Farmer has read this document and has been fully advised by its attorney of its effect and freely and volunfurily executes the document. The Farmer acknowledgesthat its attomey has reviewed and had an opportunity to approve this document accordingly; The Farmer agrees that the normal rule of interpretation that any ambiguity in the document is to be construed against the party drafting the document shall not apply to this document.

If any provision of this document is for any reason held to be invalid unenforceable, or contrary to public policy, law, statute, or ordinance, then the remainder ofthis document shall not be affected and shall remain valid and enforceable.

Each party executing this Agreement on behalf of City and The Farmer wararrts that they have the authority to do so and to bind their respective entities by their signature.

IN WITNESS WHEREOF, City and The Farmer have executed this Agreement the day and year first above rl, itten.

HARRINGTON IARMS:

By: By
Pro Tem estside Hay
ATTEST
0 d,MM
City
Approved as to form:

By:

J on, City Attomey
SECTION 19-- NEUTRALITY OF DRAFTING.

SECTION 20 -- SEVERABILITY.

SECTION 21 _AUTHORITY TOSIGN.

CITY OF TAIT:

Ovrner Jose Torres
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0 REVIEWED BY:

CITY CLERK FINANCE DIRECTOR CITY MANAGER
City of Taft Agenda Report
DATE: June 02, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

ADOPTION OF SENATE BILL 707 TELECONFERENCING AND DISRUPTION POLICIES AND

RESOLUTIONS
SUMMARY STATEMENT:

Senate Bill 707 requires eligible legislative bodies to implement hybrid (in‑person and remote) public meeting access and to adopt a policy addressing disruptions to remote services by July 1, 2026.

The Teleconferencing Policy establishes procedures for providing two‑way audiovisual access for public participation, including the City’s use of Zoom, remote public comment options, and instructions that must be included on each agenda.

The Disruption Policy outlines steps to follow when telephonic or internet service fails during a meeting, including announcing the disruption, placing the meeting in recess for at least one hour, attempting restoration, and documenting all efforts. The policy also establishes procedures for reconvening once service is restored or when the Council adopts the required finding to continue.

Adoption of these two policies ensures the City meets SB 707 requirements and provides consistent public transparency and access.

RECOMMENDED ACTION
Motion to adopt Resolutions entitled

1. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING A COUNCIL POLICY TO

ESTABLISH PROCEDURES FOR REQUIRED HYBRID CITY COUNCIL MEETING

2. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING COUNCIL POLICY

FOR DISRUPTION OF REMOTE PARTICIPATION DURING A COUNCIL MEETING IMPACT ON BUDGET (Y/N): Yes; City Council
ATTACHMENT (Y/N): Yes; two Resolutions and two policies PREPARED BY: City Clerk
RESOLUTION NO. ____-26

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING A

COUNCIL POLICY TO ESTABLISH PROCEDURES FOR REQUIRED HYBRID

CITY COUNCIL MEETING
WHEREAS, On October 3, 2025, Governor Newsom signed into law Senate Bill 707 (SB 707), which amended the Brown Act to diversify and increase public engagement in meetings of local legislative bodies. Among the various new requirements under SB 707, all qualified legislative bodies must now offer hybrid meetings (through a two-way phone or video platform); and WHEREAS, The City Council currently holds its meetings open to the public with full capacity seating and livestreamed on YouTube; and
WHEREAS, The Taft City Council will be implementing the teleconferencing platform “Zoom” to provide an audiovisual platform for the public to stream the meeting and perform public comment; and WHEREAS, As of July 1, 2026 this policy applies to all open and public meetings of the City of Taft City Council Successor Agency as required under the Brown Act; and WHEREAS, The clerk or presiding officer will oversee scheduling and coordinating Zoom Video for each meeting; and
WHEREAS, During the public comment portion of the City Council meeting, each speaker is allowed 5 minutes to speak, abiding by the same rules as previously set for in-person public comment.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Taft, that Council Policy for Hybrid City Council Meetings is hereby adopted.

PASSED AND ADOPTED this 19th day of May 2026, by the following vote:
________________________________
Dave Noerr, Mayor
ATTEST:
__________________________________
Faith Melton
City Clerk

STATE OF CALIFORNIA )

COUNTY OF KERN ) SS

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
__________________________________
Faith Melton
City Clerk
POLICIES AND PROCEDURES MANUAL: ADMINISTRATIVE
Subject: Senate Bill 707 Hybrid Council Meetings
Effective Date: TBD
Resolution No. TBD

SECTION TBD

Page 1 of 2 ends

1. INTRODUCTION
Senate Bill 707 (2025) amended the Brown Act to now require eligible legislative bodies such as the Taft City Council to provide “hybrid meetings.” “Hybrid meetings” are those which permit attending both in-person and by teleconference. The teleconference option must be either a two-way telephonic or audiovisual platform (e.g., Zoom). If using audiovisual platforms, a call-in option and active captioning (if available) are required.

2. POLICY
This policy establishes procedures for the process of hybrid meetings that must be done by the eligible legislative body (Taft City Council). The Taft City Council will be implementing the teleconferencing platform “Zoom” to provide an audiovisual platform for the public to stream the meeting and perform public comment. The purpose of a hybrid meeting is to ensure transparency and public participation.

3. DEFINITIONS
“Hybrid” means a two-way audio visual or telephonic platform used to provide real time remote public access.

4. APPLICABILITY
As of July 1, 2026, this policy applies to all open and public meetings of the City of Taft City Council Successor Agency as required under the Brown Act. As used herein “Zoom” or “Zoom meeting” refers to meetings which comply with the definition of Hybrid meetings under California law. Now or in the future, use of a two-way audio visual or telephonic platform other than the commercially available “Zoom” shall not require amendment of this policy so long as said alternative platform otherwise fully complies with California law.

4.1. Procedures of a hybrid meeting:

The presiding officer or Clerk shall be in control of all Zoom scheduling for open and public meetings of the eligible legislative body:

1. The presiding officer or Clerk shall schedule each Zoom meeting and provide a Zoom link for each open and public meeting.

2. The presiding officer or Clerk will provide instructions on how to join remotely on each agenda and general instructions on how to join on the City of Taft website.

4.2 Remote Public Comment

Public comment may be received in the following ways:

POLICIES AND PROCEDURES MANUAL: ADMINISTRATIVE
Subject: Senate Bill 707 Hybrid Council Meetings
Effective Date: TBD
Resolution No. TBD

SECTION TBD

Page 2 of 2 ends

1. Remotely, through Zoom (Clerk will provide link for each meeting).

2. In person, at the City Council Chambers or other properly noticed location where a given meeting is being held.

3. In writing, by dropping off said written comments in the drop box in front of City Hall.

4. By email, emailing to the City Clerk at [email protected].

5. By phone, by calling the City Clerk’s office at (661) 763-1222.

All public comments other than those made in person will be accepted up until 5:00 PM on the day of the meeting. In the event that a meeting is scheduled to begin earlier than 6:00 PM, said comments will be accepted up until one (1) hour prior to the start of said meeting.

Each public speaker (public and remote) is allowed a maximum of five (5) minutes to speak.

3.4 Recordkeeping:

The Clerk shall record each public speaker in the minutes and state whether they were remote or in-person. Pursuant to California law, no speaker shall be required to state his or her name or address as a prerequisite to making a comment. If a speaker declines to state his or her name or address then the Clerk is relieved of the Clerk’s duty to provide such information in the minutes, except that the Clerk shall still state whether the speaker was remote or in-person.

4. REVIEWS AND UPDATES
This policy may be amended only by the City of Taft City Council at a regularly scheduled public meeting.

RESOLUTION NO. ____-26

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TAFT ADOPTING

COUNCIL POLICY FOR DISRUPTION OF REMOTE PARTICIPATION

DURING A COUNCIL MEETING
WHEREAS, On October 3, 2025, Governor Newsom signed into law Senate Bill 707 (SB 707), which amended the Brown Act to diversify and increase public engagement in meetings of local legislative bodies. Among the various new requirements under SB 707, all qualified legislative bodies must now offer hybrid meetings (through a two-way phone or video platform); and WHEREAS, The City Council currently holds its meetings open to the public with full capacity seating and livestreamed on YouTube; and
WHEREAS, the City Council will now offer audiovisual options via zoom for the public to join and comment remotely; and
WHEREAS, SB 707 requires the City to formally adopt a policy, on or before July 1, 2026, that establishes the procedure for recessing and reconvening a meeting in the event of disruption of remote participation and the efforts that the City Council and staff shall make to attempt to restore the service.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Taft, that Council Policy for Disruption of Remote Services, is hereby adopted.

PASSED AND ADOPTED this 19th day of May 2026, by the following vote:
________________________________
Dave Noerr, Mayor
ATTEST:
__________________________________
Faith Melton
City Clerk

STATE OF CALIFORNIA )

COUNTY OF KERN ) SS

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
__________________________________
Faith Melton
City Clerk
POLICIES AND PROCEDURES MANUAL: ADMINISTRATIVE
Subject: Senate Bill 707 Remote Participation and Disruption Procedures Effective Date: TBD
Resolution No. TBD

SECTION TBD

Page 1 of 3 ends

1. INTRODUCTION
Senate Bill 707 (2025) amended the Brown Act to require eligible legislative bodies to adopt, on or before July 1, 2026, a policy addressing how the agency will respond to disruptions in telephonic or internet service (zoom) that prevents members of the public from attending or observing a meeting remotely. This policy is adopted to comply with that requirement and to ensure continuity of public participation during technical disruptions.

2. POLICY
This policy establishes procedures for responding to a disruption in the telephonic or internet services that provides two-way remote public access to City of Taft City Council Successor Agency Meetings, as required by the Brown Act (Gov. Code § 54953.4). The policy ensures transparency, public participation, and continuity of meetings during technology disruptions.

3. DEFINITIONS

1. “Disruption” means any outage or other interruption that prevents members of the public from attending, participating in, or observing the meeting via remote access services.

2. “Remote access services” means the two-way telephonic or two-way audiovisual platform used to provide real time remote public attendance.

4. APPLICABILITY
This policy applies to all open and public meetings of the City of Taft City Council at which remote public participation is offered or required under the Brown Act.

4.1. Procedures in the event of a service disruption:

If any presiding officer or clerk becomes aware of a service disruption to the agency’s remote access services that prevents members of the public from attending, participating in, or observing the meeting remotely, then:

1. The presiding officer or Clerk shall announce the disruption to the public.

2. The presiding officer may then call for a recess of open session or convene the legislative body to closed session consistent with the Brown Act.

3. Staff shall try to restore disrupted services.

4. The meeting shall be in recess for at least one (1) hour or until service is restored. The recess period may be extended if restoration efforts are ongoing.

POLICIES AND PROCEDURES MANUAL: ADMINISTRATIVE
Subject: Senate Bill 707 Remote Participation and Disruption Procedures Effective Date: TBD
Resolution No. TBD

SECTION TBD

Page 2 of 3 ends

4.2 Efforts to restore service:

The agency shall make good faith efforts to restore remote access services, which may include:

1. Troubleshooting the platform or teleconferencing software.

2. Resetting audiovisual equipment.

3. Attempting alternative connection methods.

4. Contacting technical support or service providers.

5. Switching to back up equipment or platforms, if applicable.

The Clerk shall document the restoration efforts undertaken.

4.3 Reconvening to Open Session after Disruption:

The open session may be reconvened after at least one (1) hour has elapsed from the time of disruption or as soon as service is restored.

If the remote access service is not restored after one (1) hour, the City Council may reconvene and:

1. Adjourn the meeting to a future date, or

2. Continue the meeting in open session by adopting by roll call vote the following or similar finding:
“The City of Taft City Council has made good faith efforts to restore telephonic or internet service in accordance with adopted policy, and the public interest in continuing the meeting outweighs the public interest in remote public access.” Upon adoption of the finding, the legislative body may continue the open session despite the fact that remote access services have not been restored.

4.4 Recordkeeping:

The Clerk shall enter a brief statement into the meeting minutes, including the following:
- The nature and time of disruption.
- The restoration efforts undertaken.
- The time the meeting was reconvened (if applicable).
- Any finding that was adopted and the roll call vote for said finding or findings.

5. REVIEWS AND UPDATES
This policy may only be amended by the City of Taft City Council at a regularly scheduled POLICIES AND PROCEDURES MANUAL: ADMINISTRATIVE
Subject: Senate Bill 707 Remote Participation and Disruption Procedures Effective Date: TBD
Resolution No. TBD

SECTION TBD

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public meeting in open session, not on the consent calendar.

REVIEWED BY:

CITY CLERK FINANCE DIRECTOR CITY MANAGER
City of Taft Agenda Report
DATE: JUNE 2, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
AGENDA MATTER:

ECONOMIC DEVELOPMENT SERVICES -HDL ECON SOLUTIONS DELIVERABLES TASK ONE SUMMARY STATEMENT:

In February 2026 the Taft City Council approved a task order with HDL ECONSolutions to prepare an up-to-date market leakage study, void analysis and a retail performance report for the City of Taft economic development area.

The HDL project team, led by Barry Foster, recently met with City staff to review preliminary findings and share updated retail and market performance information related to the Taft economic development area.

In addition to preparing the market analysis documents, representatives from HDL have represented the City of Taft at two International Council of Shopping Centers (ICSC) events. These events provide opportunities for cities and economic development organizations to meet directly with commercial developers, retailers, and franchise representatives interested in expansion opportunities.

The City of Taft is currently preparing for its annual ICSC event scheduled for September 2026.

Information gathered through the market leakage study, void analysis, and retail performance report will be utilized to support discussions with prospective commercial developers and franchise representatives. The data will also assist staff in identifying target retail categories and strengthening the City’s economic development marketing materials.

Staff anticipates that the completed analysis and outreach efforts will support ongoing business attraction initiatives and help position the City for future commercial investment opportunities.

RECOMMENDED ACTION:

Discussion/ receive and file the reports.

IMPACT ON BUDGET (Y/N): Yes, $20,000
ATTACHMENT (Y/N): Yes, Retail Assessment and Market Analysis Reports PREPARED BY: Office of the City Manager
Submitted by: HdL ECONSolutions
HDL COMPANIES | HDLCOMPANIES.COM
MARCH 2026
Economic Development Services

RETAIL ASSESSMENT
MAY 2026 City of Taft Retail Assessment 1
Contents
Executive Summary.......................................................................................................................................2 Community Overview ...................................................................................................................................3 Study Purpose and Scope..............................................................................................................................4 Study Framework and Methodology ............................................................................................................5 Trade Area Definition ....................................................................................................................................5 Demographics...............................................................................................................................................7 Population and Household Base...............................................................................................................7 Age............................................................................................................................................................8 Household Income....................................................................................................................................9 Education................................................................................................................................................10 Existing Retail Environment ........................................................................................................................10 Employment and Workforce Characteristics...............................................................................................11 Psychographics (Household Segmentation Profile) ....................................................................................13 Demographic Implications for Retail............................................................................................................14 Leakage Analysis..........................................................................................................................................15 Priority Retail Opportunity Categories........................................................................................................16 Key Findings ................................................................................................................................................18 Implementation Considerations..................................................................................................................19 Appendix A – CoStar Real Estate Summary.................................................................................................21 Real Estate Summary ..............................................................................................................................21 Appendix B – Consumer Demand & Market Supply Assessment...............................................................23 Appendix C – Void Analysis.........................................................................................................................24 MAY 2026 City of Taft Retail Assessment 2
Executive Summary
HdL ECONSolutions prepared this retail assessment to help the City of Taft better understand its current retail market conditions, consumer demand patterns, business attraction opportunities, and commercial positioning within the broader West Kern area. The study evaluates Taft’s demographic and economic profile, consumer demand and market supply conditions, retail opportunity areas, and commercial real estate context in order to identify practical, market-supported strategies for strengthening the city’s retail environment. As framed in the report, the study is intended to take a citywide view of Taft’s retail market and commercial opportunity landscape, with any individual site considered as part of that broader context rather than as the sole focus of the analysis.

The analysis indicates that Taft functions as a small but important local-serving retail market rather than a broad regional shopping destination. The city’s role is shaped by its longstanding position as a West Kern service center, its practical workforce and household base, and its function in serving not only local residents but also surrounding communities, workers, students, and pass-through consumers. Taft’s retail base is therefore influenced by both local demand and its broader trade function within the area.

Demographic and psychographic conditions suggest that Taft’s retail strategy should be grounded in realistic market fit. The city and surrounding trade area reflect a moderate-income, value-conscious consumer base, with household and workforce characteristics that are most consistent with everyday retail, convenience-oriented shopping, family-serving food and beverage, health and personal services, and other practical neighborhood-serving commercial uses. These characteristics support a business attraction strategy focused on affordability, convenience, and recurring local demand rather than upscale, highly specialized, or destination-oriented retail formats.

The leakage analysis reinforces this conclusion. At the citywide level, Taft shows an overall Consumer Demand/Market Supply Index of 80, indicating that the city captures more retail activity than would be supported by city residents alone in several categories. Strong citywide surpluses appear in grocery stores, gasoline stations, and selected general merchandise categories, demonstrating that Taft already serves an important convenience retail role for the surrounding area. At the same time, the broader trade area shows a much higher level of unmet demand, with index values ranging from approximately 168 to 176, indicating that a meaningful amount of consumer spending continues to leak to larger communities outside the immediate market. These findings suggest that Taft is not uniformly underserved but instead presents a more selective pattern of opportunity.

Based on the broader market analysis, the strongest retail opportunities for Taft are likely to be found in categories that reinforce the city’s role as a practical, local-serving commercial center. The report identifies value-oriented general merchandise, household goods, family-serving food and beverage, quick-service dining, health and personal care, neighborhood services, and selected home, automotive, repair, and service-commercial uses as among the most supportable opportunity areas. In each case, the most realistic prospects are those that align with local spending patterns, fit the scale of the market, and can function successfully within Taft’s existing commercial inventory.

The city’s physical retail structure is also a key consideration. Taft’s commercial activity is concentrated within a limited number of established nodes, including the downtown/core area, the Finley Drive and Kern Street corridor, and the Gardner Field Road highway-oriented area. The report finds that vacancy in Taft appears to be driven less by widespread market weakness than by a limited number of larger vacancies and partially vacant commercial centers. As a result, the city’s retail opportunity is likely to be incremental MAY 2026 City of Taft Retail Assessment 3
and space-specific, with stronger near-term potential in infill leasing, adaptive reuse, subdivision of larger spaces, and support for local-serving businesses than in major new ground-up retail development.

Overall, the findings suggest that Taft’s most effective retail strategy will be one of selective strengthening rather than broad expansion. The city appears best positioned to build upon its existing role as a convenient, value-oriented service center by reinforcing categories that meet routine household needs, improving occupancy within established commercial nodes, supporting business retention, and pursuing realistic business attraction opportunities that match both market demand and available space. Over time, this approach can help Taft capture a greater share of everyday consumer spending, improve the mix and vitality of its commercial areas, and strengthen its position as a stable and better-balanced local retail hub.

Community Overview
The City of Taft is a small, incorporated community in western Kern County, located southwest of Bakersfield and serving as an important local center within the West Kern area. Although modest in size, Taft has long functioned as a regional service hub for surrounding communities and unincorporated areas, providing retail, services, employment, and institutional uses that extend beyond its resident population alone.

Taft’s history and community identity are closely tied to the petroleum industry. The city developed in association with the surrounding oil fields and for decades has been recognized as one of California’s longstanding oil communities. That legacy continues to influence the city’s physical character, economic base, and workforce composition. At the same time, Taft’s economy today also includes education, public services, health-related activity, retail trade, food services, and other local-serving sectors that help support day-to-day community needs.

From an economic standpoint, Taft
functions as a practical, workforceoriented market. HdL’s INSIGHT profile indicates that the city supports a
meaningful daytime population,
workplace employment base, and a mix
of local establishments that reinforce its
role as a service center for the
surrounding area. The local economy is
shaped by a combination of working
households, institutional anchors, and
service-oriented commercial activity
rather than by high-growth office or
regional destination sectors.

Several major institutions and employers contribute to Taft’s role within the broader West Kern market.

These include Taft College, local schools, public-sector functions, correctional and civic facilities, healthrelated services, and businesses tied to oil production and related industries. Together, these uses help sustain local employment, generate daily activity, and support the city’s commercial base.

MAY 2026 City of Taft Retail Assessment 4
From a market perspective, Taft is relatively small in resident population but somewhat larger in functional trade influence. The city serves not only local households, but also nearby residents, workers, students, and pass-through consumers who contribute to retail and service demand. This broader role is important in understanding Taft’s commercial position, as the city’s retail base is supported by both resident demand and activity from the larger West Kern area.

Overall, Taft is best understood as a small but regionally important West Kern community with a longestablished economic identity, practical workforce base, and ongoing role as a local commercial and service center. That combination gives the city a distinct market profile and helps explain why the strongest business attraction opportunities are likely to be those that reinforce Taft’s function as a convenient, local-serving hub rather than a large regional shopping destination.

Study Purpose and Scope
The City of Taft has retained HdL ECONSolutions to prepare a retail market assessment and opportunity analysis intended to better understand the community’s retail environment, consumer market dynamics, and potential for future business attraction. This effort is designed to provide the City with a realistic, data-informed framework for evaluating existing retail conditions, identifying areas of unmet demand, and positioning Taft more effectively for future retail recruitment and commercial investment.

The study includes several interrelated components, including HdL’s INSIGHT Market Analytics package, leakage analysis, void analysis, and a retail performance assessment. Together, these elements are intended to provide a comprehensive understanding of local market conditions by examining who lives in and around Taft, how consumers spend, which categories are currently underrepresented, and where there may be opportunities to strengthen the City’s retail base. In addition to evaluating demand patterns, the study also considers visible vacancies, business mix, and potential opportunity areas that may support new retail, restaurant, service commercial, or other complementary business uses.

This study is intended to take a citywide view of Taft’s retail market and commercial opportunity landscape. The primary focus is to assess overall market conditions, consumer demand, retail gaps, and business attraction potential across the community rather than to evaluate one site in isolation. While a specific opportunity site may be considered as part of the broader analysis, it will serve as a secondary component within a larger citywide assessment of retail conditions, market support, and potential business recruitment opportunities.

This report is intended to serve both as an analytical tool and as a practical guide for implementation. The findings from this study will help inform future recruitment efforts, support the preparation of marketing materials, and assist City staff in communicating Taft’s opportunities to retailers, brokers, developers, and other private-sector stakeholders. Ultimately, the study is meant to help the City better understand its current position in the market and identify actionable strategies to enhance local retail options and improve the long-term strength of its commercial environment.

Sources: US Census, Kern County EDC, Taft Market Guide
MAY 2026 City of Taft Retail Assessment 5
Study Framework and Methodology
This report evaluates the City of Taft’s retail market conditions and business attraction potential through a combination of demographic analysis, consumer spending patterns, retail supply conditions, and commercial real estate indicators. The purpose of the study is not only to identify areas of unmet consumer demand, but also to distinguish between statistical retail gaps and realistic market opportunities that may be supportable within Taft’s local context.

The analysis was prepared using a combination of HdL’s INSIGHT Market Analytics tools, consumer demand and market supply data, demographic and household characteristics, psychographic segmentation, employment information, and available commercial real estate market data. Together, these sources provide a practical framework for understanding who lives in the market, how households spend, what types of retail are currently present, and where opportunities may exist to strengthen the city’s local-serving retail base.

Because retail markets do not function strictly within city boundaries, this study considers both conditions within Taft and the broader trade area that influences local shopping patterns. In smaller communities such as Taft, residents often travel outside the city for a portion of their comparison goods, dining, and specialty retail purchases, while Taft itself serves an important role in providing day-to-day goods and services for local households and nearby communities. Evaluating both the city and the broader market area provides a more accurate understanding of retail demand, competitive pressures, and potential opportunities.

A key component of the analysis is the consumer demand and market supply assessment, sometimes referred to as leakage analysis. This tool compares estimated consumer demand generated by area households with existing retail sales captured within the market. Categories showing demand in excess of supply may indicate that residents are spending outside the local market. However, these statistical gaps do not automatically represent recruitable retail opportunities. Actual business attraction potential must also consider factors such as population size, household income, customer demographics, psychographic composition, site availability, existing competition, traffic patterns, and the operating requirements of prospective retailers.

For that reason, this report pairs quantitative market analysis with qualitative interpretation of Taft’s position as a small, local-serving community within the larger Kern County retail environment. The findings are intended to help the City identify realistic opportunities to strengthen convenience retail, neighborhood-serving goods and services, and selected commercial uses that are aligned with local demand and market scale. The report is therefore designed to serve both as a market assessment and as a practical business attraction tool to support future recruitment and economic development efforts.

Trade Area Definition
Retail market conditions in smaller communities such as Taft are not defined solely by city boundaries.

Residents routinely shop across jurisdictional lines for a range of goods and services, while local businesses may also draw customers from surrounding unincorporated areas and nearby communities. For that reason, this study considers both the City of Taft and the broader trade area that influences local shopping patterns and retail performance.

MAY 2026 City of Taft Retail Assessment 6
For purposes of this report, the trade area is defined using a combination of citywide analysis and drivetime market geography centered on Taft’s principal commercial areas. This approach is intended to better reflect how consumers access retail in the local market. The citywide analysis provides a baseline understanding of demographic and spending characteristics within Taft, while the drive-time analysis captures the broader convenience market from which local retailers draw support. As part of the INSIGHT methodology, representative retail intersections and commercial nodes were used as reference points for evaluating market conditions across the surrounding drive-time trade area.

The broader trade area is especially important in Taft because the market functions as a local-serving retail center for West Kern residents, yet it also competes with larger and more diverse shopping destinations outside the city, particularly Bakersfield. In practical terms, this means Taft is well positioned to capture convenience-oriented shopping, everyday goods and services, and selected food and beverage demand, while a portion of comparison goods and specialty retail spending is likely to continue flowing to larger regional centers.

To help illustrate local shopping patterns, the report includes drive-time trade area mapping that evaluates market conditions within approximately 5-, 10-, and 15-minute travel sheds around Taft’s principal retail areas. Across these trade areas, the broader market includes approximately 15,000 to 17,000 residents, depending on the drive-time boundary applied, with daytime population increasing across the larger service area. This approach provides a more realistic picture of the customer base available to support convenience retail, grocery, dining, fuel services, and other neighborhood-serving commercial uses.

Accordingly, the report relies on the City of Taft as the core study geography, while also considering the broader drive-time trade area in order to better assess local support levels, market capture, and business attraction potential. This combined framework provides a more accurate basis for evaluating retail demand and identifying realistic opportunities for future commercial growth. 5 Minutes 10 Minutes 15 Minutes
Population 15,161 16,217 17,204
Daytime Population 24,895 57,891 114,023
MAY 2026 City of Taft Retail Assessment 7
Households 16,134 17,232 18,269
Average Age 36.3 36.4 36.8
Average HH Income $77,463 $77,548 $78,070
White Collar (Residents) 30.9% 31.9% 32.6%
College Degree & Above 15.7% 15.6% 15.8%
Demographics
Population and Household Base
The City of Taft represents a relatively small but stable local market base that is projected to experience modest growth over the next five years. Current population within the city is estimated at 8,329 residents residing in 2,425 households, with population projected to increase to 8,796 and households projected to increase to 2,585 over the five-year forecast period. This reflects projected growth of approximately 5.6 percent in population and 6.6 percent in households, indicating that while Taft is not a high-growth market, it is expected to continue adding residents and households at a measurable pace.

From a historical standpoint, the city itself has experienced a slight decline in population since 2010, when Taft’s population was reported at 8,956, compared with 8,373 in 2020. Household counts, however, were comparatively stable, increasing from 2,370 households in 2010 to 2,437 in 2020. This pattern suggests that while population totals have softened somewhat over time, the underlying household base has remained relatively intact, which is important from a retail perspective because households, more than total population alone, drive recurring consumer spending.

The broader trade area is more substantial and provides a more complete picture of the market available to support retail activity in Taft. Based on the INSIGHT report, the Pilot Plaza trade area includes approximately 15,611 people and 4,858 households within a 5-minute drive time, expanding to 17,263 people and 5,393 households within 15 minutes. Similarly, the Taft Hills Plaza trade area includes approximately 15,161 people and 4,825 households within 5 minutes, increasing to 17,204 people and 5,371 households within 15 minutes. These figures indicate that Taft’s effective retail market extends meaningfully beyond city limits alone and that local businesses may draw from a broader surrounding population base than the citywide numbers suggest on their own.

The trade area data also shows that growth is expected to continue across the surrounding market. In the Pilot Plaza area, population growth is projected at roughly 6.2 to 6.3 percent over five years, with household growth of approximately 6.4 to 6.5 percent. The Taft Hills Plaza trade area reflects a nearly identical pattern, with projected population growth ranging from 6.2 to 6.4 percent and household growth also in the 6.4 to 6.5 percent range. This consistency suggests a relatively steady market environment and reinforces the importance of evaluating Taft as both a city and a broader service area.

Overall, the population and household base indicates that Taft functions as a small community with a broader local trade area that modestly expands its market support. For purposes of retail planning, the city’s own household base is important, but the surrounding drive-time population is equally relevant in understanding the level of demand that may support grocery, restaurant, service commercial, and other retail uses in the community.

MAY 2026 City of Taft Retail Assessment 8
Age
Taft’s age profile reflects a community with a balanced but somewhat mature household base, with meaningful representation across younger adult, family-forming, and middle-aged cohorts. The city’s average age is 38.4, which is slightly older than Kern County at 37.7 but younger than California at 41.1.

The largest age concentration in Taft is in the 25 to 34 age group, which accounts for 17.1 percent of the population, followed by 35 to 44 years at 14.9 percent and 45 to 54 years at 12.7 percent. Taken together, residents between the ages of 20 and 34 account for 27.6 percent of the city’s population, while those between 45 and 64 account for 22.9 percent. This indicates a market that includes a solid base of younger working-age adults alongside established households and mid-career residents.

At the same time, Taft has a somewhat smaller senior population than the state overall. Residents age 65 and older represent 13.8 percent of the city’s population, compared with 18.4 percent statewide. This suggests that while senior households remain an important segment of the market, Taft’s consumer base is more heavily influenced by younger adults, working households, and families than many California communities. From a retail standpoint, this type of age distribution tends to support a mix of convenienceoriented retail, value-focused goods and services, family-serving businesses, and everyday dining options. 0 5,000 10,000 15,000 20,000 25,000 30,000
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15 Minutes
Population
Daytime Population Population
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5%
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15%
20%
25%
30%
19 yrs &
under
20 to 24
yrs
25 to 34
yrs
35 to 44
yrs
45 to 54
yrs
55 to 64
yrs
65 to 74
yrs
75 to 84
yrs
85 + yrs
Age Distribution
Taft CA Kern County CA California
MAY 2026 City of Taft Retail Assessment 9
Household Income
Taft’s household income profile reflects a moderate-income market with a strong value-oriented consumer base. The city’s per capita income is $24,052, while average household income is $82,611 and median household income is $63,681. These figures are below both Kern County and California, suggesting that local spending patterns are likely to be more practical and price-sensitive than in higher-income markets. From a retail perspective, this generally supports everyday goods and services, convenience retail, discount and value-oriented formats, and dining concepts that align with local household budgets.

The household income distribution further reinforces this pattern. Approximately 18.9 percent of Taft households earn less than $25,000 annually, while another 17.6 percent fall between $25,000 and $49,999 when the two lower-middle income brackets are combined. At the same time, the city maintains a meaningful middle-income segment, with 22.2 percent of households earning between $50,000 and $74,999 and 11.3 percent earning between $75,000 and $99,999. Higher-income households are present, but in smaller proportions than statewide averages, with 19.6 percent of households in the $100,000 to $149,999 range and about 10.3 percent earning $150,000 or more. Overall, Taft’s income structure points to a market where affordability, convenience, and day-to-day utility are likely to remain important drivers of consumer behavior.
$0
$20,000
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$80,000
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Per Capita Income Average HH Income Median HH Income
Income Demographics
5 Min Drive 10 Min Drive 15 Min Drive
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$50,000
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Taft CA Kern County CA California
Income Demographics
Per Capita Income Average HH Income Median HH Income
MAY 2026 City of Taft Retail Assessment 10
Education
Educational attainment in Taft also reflects a practical, workforce-oriented community profile. Among residents age 25 and older, the largest educational segments are those with a high school diploma or equivalent (31.2 percent) and those with some college but no degree (32.6 percent). An additional 6.7 percent hold an associate degree, while 5.2 percent have a bachelor’s degree and 4.0 percent hold a graduate degree. Taken together, nearly half of adult residents have at least some college or a postsecondary credential, but the share holding bachelor’s and graduate degrees is lower than county and statewide benchmarks.

This education profile suggests a local market shaped less by professional-managerial households and more by working households tied to practical occupations and applied skills. For retail planning purposes, that tends to align with mainstream neighborhood-serving retail, service commercial uses, affordable food and beverage concepts, and businesses that meet everyday household needs rather than highly specialized or premium-oriented offerings. In combination with the income profile, Taft’s education characteristics support a retail strategy grounded in fit-to-market opportunities and realistic consumer spending capacity.

Existing Retail Environment
Taft’s retail environment is organized around a limited number of established commercial nodes rather than a single continuous shopping corridor. Based on CoStar retail mapping and property inventory reviewed for this study, commercial activity is concentrated primarily along Kern Street and nearby downtown-oriented blocks, with additional retail clusters along the Finley Drive/Kern Street corridor and the highway-serving area near Gardner Field Road and the Highway 33/119 interchange. Together, these areas form the city’s primary retail structure and reflect Taft’s role as a local-serving market.

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10.0%

15.0%

20.0%

25.0%

30.0%

35.0%
Less than
9th Grade
Some HS,
No
Diploma
HS Grad
(or
Equivalent)
Some
College,
No Degree
Associate
Degree
Bachelor
Degree Graduates
Degree
Education Distribution
Taft CA Kern County CA California
MAY 2026 City of Taft Retail Assessment 11
The downtown/core area
centered on Kern Street,
Center Street, and adjacent
blocks contains much of the
city’s older small-format and
multi-tenant retail
inventory. This area appears
best suited to independent
operators, local services,
small retailers, and smallerformat food and beverage
uses rather than large
prototype national tenants.

In contrast, the Finley
Drive/Kern Street corridor represents one of Taft’s stronger neighborhood retail concentrations, with a mix of shopping center space, convenience retail, and recognizable national tenants that serve both local residents and the broader West Kern area.

The Gardner Field Road area is Taft’s most visible highway-oriented commercial node and includes the former Kmart center, where Apple Market and Tractor Supply now occupy a portion of the space and additional square footage remains available. More broadly, Taft’s retail inventory includes a mix of older downtown-style commercial buildings, neighborhood centers, and a limited number of larger-format properties.

Retail conditions appear somewhat uneven, with many smaller properties remaining occupied while a limited number of larger vacancies account for a substantial share of the city’s available retail space. This includes the former Rite Aid, which closed in August 2025, as well as several smaller vacant or partially vacant buildings along Kern Street and Center Street. Overall, these conditions suggest that vacancy in Taft is driven less by widespread storefront failure than by a relatively small number of larger or harderto-fill spaces in a market of this scale.

Overall, Taft’s existing retail environment appears functional for many everyday needs, with a commercial base oriented toward convenience retail, food and beverage, automotive uses, fuel services, and other neighborhood-serving activity. This structure supports the city’s role as a practical local-serving market, but it also suggests that future business attraction efforts are most likely to succeed when focused on realistic infill, value-oriented retailers, neighborhood services, and targeted reuse or repositioning of major vacant spaces rather than large-scale new retail development. A more detailed Real Estate Summary, including broader market context and supporting observations, is provided in Appendix A.

Employment and Workforce Characteristics
Taft’s workforce profile reflects a practical, labor-oriented local economy with a stronger concentration in blue-collar occupations than is typical at the county or state level. Among employed residents, approximately 65.4 percent are in blue-collar occupations, compared with 34.6 percent in white-collar occupations. This differs notably from both Kern County and California, where white-collar employment represents a much larger share of the workforce. In Taft, the occupational mix suggests a resident base MAY 2026 City of Taft Retail Assessment 12
that is more closely tied to skilled trades, operations, transportation, public-serving roles, and other hands-on occupations than to professional-office employment alone.

Within the city’s occupational structure, the largest individual categories include production and transportation occupations, which account for 24.4 percent of employed residents, followed by construction at 10.3 percent, building maintenance and cleaning at 9.3 percent, and farming, fishing, and forestry at 8.3 percent. On the white-collar side, professional specialty occupations represent 15.5 percent of employed residents, with smaller shares in managerial, sales, office administration, and healthcare support roles. Overall, this mix reinforces the conclusion that Taft’s labor force is shaped by a combination of working households, applied-skill occupations, and public- and service-oriented employment.

Labor force participation data shows that, of the city’s population age 16 and older, 51.1 percent are employed, 3.1 percent are unemployed, and 45.8 percent are not in the labor force. The city’s unemployment share is below Kern County and slightly below the statewide figure reported in the INSIGHT profile. At the same time, the relatively high share of residents not in the labor force suggests that the local consumer market is influenced not only by active workers, but also by retirees, students, caregivers, and other non-working household members whose spending patterns still contribute to neighborhood retail demand.

Industry composition further illustrates the structure of the local economy. The largest industry sectors among employed residents include educational services (26.1 percent) and agriculture, mining, and construction (25.6 percent), followed by administrative and waste services (8.1 percent), wholesale and retail trade (6.6 percent), and public administration (6.4 percent). Smaller but still notable shares are found in transportation, information, entertainment services, and finance/real estate-related sectors. This pattern suggests that the city’s economic base is anchored by a combination of education, resource- and construction-related activity, public service, and everyday commercial functions rather than by a large concentration of corporate or advanced professional employment.

The broader employment profile also indicates that Taft supports a meaningful daytime population. The INSIGHT employment profile reports a daytime population of 18,974, supported by 315 workplace establishments and approximately 3,950 workplace employees. This is important from a retail standpoint because daytime workers can help support restaurants, convenience retail, service businesses, and other commercial uses beyond what would be expected from the city’s resident population alone.

Overall, Taft’s employment and workforce characteristics point to a market shaped by working households, practical occupations, and a locally grounded employment base. For retail planning purposes, this tends to support businesses that are affordable, convenient, and relevant to day-to-day household and worker needs, including value-oriented retail, food and beverage uses, service commercial businesses, and operators that benefit from both resident and daytime demand.

MAY 2026 City of Taft Retail Assessment 13
Psychographics (Household Segmentation Profile)
Beyond traditional demographic measures, psychographic segmentation helps clarify how households in Taft are likely to live, spend, and make retail decisions. The INSIGHT report uses the AGS Panorama Segmentation system to classify households into consumer groups and clusters based on shared socioeconomic, geographic, and lifestyle characteristics. For retail planning purposes, this type of analysis is especially useful because it moves beyond population and income alone and helps identify the kinds of businesses, formats, and price points that are most likely to align with local consumer behavior.

Within the City of Taft, the psychographic profile is heavily concentrated in a small number of segments.

The dominant cluster is Pacific Second City, which accounts for 52.5 percent of households, followed by Remote Latino Neighborhoods at 37.9 percent. Smaller supporting segments include Tex-Mex at 6.5 percent, Small Towns at 1.0 percent, and more limited shares of Hardworking Latino Families and Latino Workforce. At the group level, this means Taft is primarily characterized by Urbanites, Rural Working Blues, and Ethnic and Small-Town Groups, with very little presence in affluent suburban or upscale professional household categories.

Rank Cluster Life stage Group Taft
Households Taft %
Kern
County
Households
Kern
County % Index*
1 Pacific Second City 3B Urbanites 1,311 52.55% 37,977 12.98% 405 2 Remote Latino
Neighborhoods 7B Rural Working Blues 947 37.94% 17,993 6.15% 617 3 Tex-Mex 7B Rural Working Blues 162 6.48% 1,645 0.56% 1153 The broader trade area reflects a very similar pattern, reinforcing the consistency of the market. Across the surrounding drive-time area, the leading segments are Remote Latino Neighborhoods, accounting for 0%
5%
10%
15%
20%
25%
30%
Employment Distribution
Taft CA Kern County CA California
MAY 2026 City of Taft Retail Assessment 14
approximately 48 to 52 percent of households, followed by Pacific Second City at roughly 26 to 28 percent.

Additional representation is found in Latino Workforce, Tex-Mex, and Hardworking Latino Families, each of which contributes to a consumer base that is practical, family-oriented, and value-conscious. This consistency between the city and the broader trade area is important, as it suggests that Taft’s retail environment serves a relatively cohesive consumer market rather than a sharply divided set of household types.

Overall, the psychographic profile points to a market shaped by working households, modest to moderate incomes, and pragmatic spending patterns. In retail terms, that typically aligns with neighborhood-serving goods and services, discount and value-oriented formats, convenience retail, family dining, quick-service food, essential household goods, automotive-related services, and other businesses that meet every day needs. By contrast, the profile suggests more limited support for highly specialized, luxury-oriented, or trend-driven retail concepts that depend on a large concentration of affluent discretionary spending.

From a business attraction standpoint, this psychographic composition supports a strategy focused on market fit and accessibility. Retailers and operators that are most likely to perform well in Taft are those that understand value-driven consumers, serve family and working-household needs, and offer practical products or services at accessible price points. As the report moves into leakage, void, and retail performance analysis, this psychographic context will help explain why certain business categories may be more realistic opportunities for Taft than others.

Demographic Implications for Retail
Taken together, Taft’s demographic, income, workforce, and psychographic characteristics point to a retail market that is modest in scale, practical in orientation, and strongly shaped by everyday household needs. The city’s population and household base is relatively small on its own, but the broader trade area expands the effective consumer market and strengthens the base of support available to local businesses.

This is important because it suggests that retail potential in Taft should be evaluated not only through the lens of city limits, but also in terms of the surrounding population that contributes to local shopping patterns.

The household income profile indicates a market that is more value-conscious than affluent, with median and average household incomes below county and statewide benchmarks and a meaningful concentration of households in lower- to middle-income brackets. This suggests that the strongest retail opportunities are likely to be in formats that emphasize affordability, convenience, and day-to-day utility rather than discretionary luxury spending. Retail categories that serve regular household purchasing needs, including grocery, discount merchandise, quick-service dining, family-serving food options, automotive services, and neighborhood-oriented personal services, are generally more consistent with the city’s income structure and consumer spending capacity.

Educational attainment and workforce composition further reinforce this conclusion. Taft’s population reflects a practical, workforce-oriented community with a large share of residents holding a high school diploma or some college education, but comparatively smaller shares holding bachelor’s and graduate degrees. The labor force is also weighted toward blue-collar occupations, including production, transportation, construction, building maintenance, and agricultural or resource-related employment.

These characteristics suggest a market shaped by working households and applied-skill occupations, MAY 2026 City of Taft Retail Assessment 15
which typically aligns with mainstream, necessity-based retail and service commercial uses rather than highly specialized or upscale concepts.

The psychographic profile provides another important layer of context. Taft’s dominant household segments are concentrated in value-driven, family-oriented, and working-household consumer groups, with relatively limited representation from affluent suburban or high-discretionary-spending segments.

This reinforces the conclusion that retail opportunities in Taft are most likely to be found in businesses that offer practical goods and services at accessible price points and that fit the needs of local households.

Retailers or operators that depend on frequent luxury purchases, highly trend-sensitive demand, or a large concentration of upper-income consumers may face a more limited market in Taft than those focused on essential goods, convenience, and strong price-value positioning.

Overall, the demographic profile suggests that Taft’s retail strategy should be grounded in realistic market fit. The community appears best positioned to support neighborhood-serving retail, value-oriented shopping and dining options, and commercial uses that meet routine consumer needs. These demographic findings establish the context for the next phase of analysis: the leakage analysis, which examines where resident spending is leaving the market and which retail categories may represent the most meaningful opportunities for retention, expansion, or targeted business attraction.

Leakage Analysis
Leakage analysis evaluates the relationship between consumer demand generated by area households and the existing retail supply currently captured within the market. In the INSIGHT framework, a negative value indicates an opportunity gap, meaning resident demand exceeds local supply and some spending is likely leaving the area. A positive value indicates a surplus, meaning local supply exceeds resident demand and businesses may be attracting spending from outside the defined market. The report also includes a Consumer Demand/Market Supply Index, where a value of 100 indicates equilibrium, values above 100 suggest unmet demand and outflow of spending, and values below 100 suggest that supply exceeds local demand and the market is drawing shoppers from beyond the trade area.

At the citywide Taft level, the overall Consumer Demand/Market Supply Index is 80, indicating that retail supply within the city, in aggregate, exceeds demand generated by city residents alone. This suggests that Taft functions as a shopping and service center not only for its own households, but also for surrounding residents and pass-through consumers. In other words, the city captures a meaningful amount of spending from outside its residential base, particularly in several convenience-oriented and staple retail categories.

The strongest citywide surpluses are concentrated in categories tied to everyday convenience and routine purchasing. Notably, grocery stores show a surplus of approximately $41.1 million, gasoline stations show a surplus of about $27.6 million, and other general merchandise stores show a surplus of roughly $30.1 million. Additional citywide surpluses appear in automotive parts and tire stores, shoe stores, book/periodical/music stores, and florists/miscellaneous store retailers. These results indicate that Taft already serves an important retail function for the surrounding area in selected categories and that some businesses are performing above what would be supported by city residents alone.

At the same time, the citywide leakage analysis also identifies several categories where resident demand is not being fully captured locally. Among the more notable citywide opportunity gaps are automotive MAY 2026 City of Taft Retail Assessment 16
dealers, electronics and appliance stores, clothing stores, sporting goods/hobby/musical instrument stores, health and personal care stores, and special food services. Restaurant-related categories also show a mixed picture: both full-service restaurants and limited-service eating places post surpluses at the citywide level, which suggests that Taft already captures some outside dining demand, but that does not necessarily mean all restaurant formats are equally well represented. The detailed category results should therefore be interpreted as directional rather than as a simple list of recruitable tenants.

The broader trade area tells a somewhat different story. In the drive-time market surrounding Taft’s retail nodes, the overall Consumer Demand/Market Supply Index ranges from approximately 168 to 176, indicating that, at the broader market level, demand exceeds supply and a meaningful amount of consumer spending is leaking to other communities. Within this larger trade area, major product line gaps appear in categories such as all other merchandise, computer hardware/software/supplies, alcohol served at establishments, furniture, and numerous soft goods and specialty retail categories. This suggests that while Taft captures spending well in several basic convenience-oriented segments, the broader market remains underserved in a number of comparison retail and specialty categories.

The grocery and convenience picture is especially important. While Taft shows strong citywide surpluses in grocery, gasoline, and several related necessity-based categories, the broader trade area still reflects substantial unmet demand in a range of broader merchandise and specialty retail segments. This pattern suggests that Taft’s retail role today is strongest in staple and convenience spending, but that opportunities may exist to expand the city’s ability to capture more discretionary and comparisonshopping expenditures that are currently leaving the area.

Overall, the leakage analysis indicates that Taft is not a market with a simple across-the-board deficiency in retail supply. Instead, it is a market with an established base of convenience and necessity retail that already draws from beyond city residents, alongside identifiable gaps in several broader retail and specialty categories. For business attraction purposes, this means the most realistic opportunities are likely to be found not in duplicating categories where Taft is already over-performing, but in selectively strengthening the city’s retail mix with uses that complement existing strengths, respond to documented gaps, and fit the market realities established in the demographic profile.

See Appendix B for full Consumer Demand & Market Supply Assessment Priority Retail Opportunity Categories
Based on the broader market analysis and supporting Void Analysis, Taft’s strongest retail opportunities are likely to be in categories that reinforce its role as a practical, local-serving commercial center. The Void Analysis for the Kern Street and 10th Street area identifies opportunity categories in furniture stores, electronics/appliances, lawn and garden equipment/supplies, beer/wine/liquor stores, and clothing stores, while also noting that the 10-minute trade area includes approximately 16,217 residents, 5,029 households, and a daytime population of approximately 23,813. The analysis further reinforces that Kern Street and 10th Street function as one of Taft’s primary retail and restaurant corridors, serving both local residents and surrounding West Kern consumers. Rather than attempting to capture every area of unmet demand, business attraction efforts should focus on uses that fit the scale of the market, align with available space, and respond to the everyday needs of local households and surrounding West Kern consumers.

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One of the clearest opportunity areas is value-oriented general merchandise and household goods. The broader trade area shows unmet demand in several general merchandise and comparison-shopping categories, suggesting that residents continue to leave the area for a range of practical purchases. In Taft, the more realistic opportunities are likely to be retailers offering everyday household goods, discount soft goods, seasonal items, home necessities, clothing basics, and other price-sensitive merchandise.

Food and beverage also remain an important area of opportunity. Taft already performs reasonably well in selected convenience-oriented and staple food categories, yet there may still be room to expand familyserving restaurants, quick-service and takeout concepts, coffee or beverage uses, and other practical dining options that can benefit from both repeat local patronage and pass-through traffic. The Void Analysis also identifies a range of restaurant concepts with nearby market relevance, reinforcing the potential for additional quick-service, casual dining, and beverage-oriented uses where site conditions, visibility, and operator requirements can be met.

Additional opportunity may exist in health, personal care, and neighborhood services. In a market such as Taft, these uses help meet routine household needs and reduce the need for residents to travel elsewhere for basic services. Potential categories include beauty and grooming services, pharmacy-related retail, wellness-oriented uses, fitness concepts, pet-related services, and other neighborhood-serving businesses that can operate successfully in smaller-format spaces.

Selected home, automotive, repair, and other service-commercial uses may also be supportable. These categories are often a good fit in working-household markets and may be more realistic in smaller-format or hybrid retail-service models than in traditional large-format store concepts. Overall, Taft’s best opportunities are likely to be in categories that combine affordability, convenience, repeat local demand, and compatibility with the city’s existing commercial inventory.

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Key Findings
The analysis completed for this report indicates that Taft functions as a small but important local-serving retail market rather than a broad regional shopping destination. The city benefits from an established commercial base, recognizable retail nodes, and a role as a service center for surrounding West Kern residents and pass-through consumers. At the same time, Taft’s retail environment is shaped by the realities of market scale, older building inventory, selective vacancy, and competition from larger shopping destinations, particularly Bakersfield.

A key finding is that Taft already performs relatively well in several necessity-based and convenienceoriented categories. The citywide leakage analysis shows strong surpluses in grocery, fuel, and selected general merchandise categories, indicating that Taft captures a meaningful share of spending from beyond its resident base. This suggests that the city’s retail role is strongest where it serves everyday needs and benefits from repeated local trips and practical purchasing patterns.

The analysis also shows that Taft is not uniformly underserved by retail but instead reflects a more selective pattern of opportunity. While the broader trade area shows leakage in a range of comparisonshopping, specialty merchandise, and selected service categories, not every statistical gap represents a realistic recruitment target. In Taft’s case, the more meaningful opportunities are likely to be those that strengthen the existing local-serving retail base rather than attempt to introduce formats that exceed the market’s practical support levels.

The city’s physical retail structure is also an important strategic consideration. Taft’s commercial inventory is concentrated within a limited number of primary nodes, including the downtown/core commercial area, the Finley Drive and Kern Street corridor, and the Gardner Field Road highway-oriented area. Vacancy Opportunities 5 Min 10 Min
Furniture Stores Population 15,161 16,217
Electronics/Appliances Daytime Population 22,257 23,813 Lawn/Garden Equipment/Supplies Store Households 4,825 5,029 Beer/Wine/Liquor Stores Average HH Income $77,463 $77,548 Clothing Stores Average Age 36.3 36.4 White Collar 30.9% 31.9% College Degree & Above 15.7% 15.6%
Retailer Retail Class
Nearest Location
(Miles) Contact Email
Pizza Hut Restaurant - Casual 14 $7,000 - $9,500 1,000 - 2,400 Josh Hermundson [email protected] Quiznos Restaurant - Quick Service 82 $3,100 - $5,300 1,000 - 3,000 Neel Patel [email protected] KFC Restaurant - Quick Service 24 $10,900 - $16,100 1,400 - 1,900 Charlie Cangelosi [email protected] Marco's Pizza Restaurant - Other 62 $6,600 - $9,000 1,200 - 1,600 Gerardo Flores [email protected] Arby's Restaurant - Quick Service 25.8 $6,600 - $13,100 1,800 - 3,100 Bonnie Gatine [email protected] Church's Chicken Restaurant - Quick Service 28.4 $10,500 - $16,000 1,800 - 2,200 Seth Wood [email protected] Cinnabon Restaurant - Quick Service 23 $3,100 - $7,200 300 - 1,800 Vicki Leiknes [email protected] Carl's Jr. Restaurant - Quick Service 23 $11,000 - $15,300 2,300 - 3,000 Stephen Smith [email protected] Verizon Wireless Consumer Electronics 23 $13,300 - $28,600 1,400 - 3,500 Kelly Targowski [email protected] Hibbett Sports Sports And Recreation 57 $7,800 - $13,300 4,200 - 6,000 Brad Walton [email protected] Popeyes Louisiana Kitchen Restaurant - Quick Service 18 $14,500 - $21,600 1,000 - 3,200 Justin Gutierrez [email protected] Dunkin' Donuts Coffee Shop 23 $2,300 - $6,600 1,500 - 3,200 Brian Alkema [email protected] Round Table Pizza Restaurant - Casual 23 N/A N/A Corporate Office [email protected] Planet Smoothie Restaurant - Quick Service 31 N/A 800 - 1,400 John Wuycheck [email protected] Del Taco Restaurant - Quick Service 23 $13,100 - $18,400 1,200 - 2,200 Phil Fontes Fontes Pollo Campero Restaurant - Casual 27 $19,900 - $29,300 2,500 - 2,500 Fabiola Suarez [email protected] Jamba Juice Restaurant - Quick Service 20.8 $190 - $600 1,000 - 1,200 Blair Wheatley [email protected] El Pollo Loco Restaurant - Quick Service 23 $18,500 - $25,300 1,800 - 3,200 Ivan Abreu [email protected] Firehouse Subs Restaurant - Quick Service 28 $7,200 - $10,000 1,200 - 1,800 John Jennings [email protected] Teriyaki Madness Restaurant - Casual 23 $5,300 - $9,700 45,000 - 55,000 Beth Steeler [email protected] Tommy's Express Car Wash Car Wash 26 N/A 6,500 - 10,000 Tim Hammond [email protected] Mister Car Wash Car Wash 21 N/A 5,500 - 6,800 Matt Lai [email protected] Fitness 19 Fitness And Gyms 52.8 N/A 15,000 - 25,000 Thomas Graves [email protected] Famous Footwear Footwear/Shoes 23 $6,100 - $16,600 40,000 - 60,000 Matt Rose [email protected] BevMo Other Food/Beverage 23.3 $38,000 - $52,300 8,000 - 10,000 Paul Bartlett [email protected] Est. Annual Sales Tax ($) Size (SF)

VOID ANALYSIS SUMMARY & MARKET PROFILE
City of Taft
Kern & 10th Street
17,204
$78,070
5,371

36.8 32.6%

15.8%
15 Min
April 2026
The intersection of Kern Street and 10th Street is one of the primary retail and restaurant corridors in the City of Taft. The 10- minute drive time trade area encompasses approximately 16,000 residents, with modest increases during the daytime to 24,000 driven by local employment and pass-through traffic within Kern County. The immediate site includes Taft Hills Plaza, one of the city’s main shopping centers, along with nearby convenience-oriented retail anchored by the Pilot Travel Center off Highway 119.

The corridor features a mix of quick-service and casual dining options such as Subway, Taco Bell, and Starbucks, along with locally owned restaurants that serve as key traffic drivers. Retail in the area is primarily composed of value-oriented and essential goods providers including Dollar General and Albertsons, as well assmaller, independent grocers. Larger regional shopping destinations are located in Bakersfield approximately 30 miles to the north-east. This corridor functions as the central retail destination for Taft and surrounding communities, capturing the majority of daily consumer activity in the market. 24,669
MAY 2026 City of Taft Retail Assessment 19
appears to be influenced less by broad market weakness than by several larger or harder-to-fill spaces, including the former Kmart property and other partially vacant center space. These conditions suggest that Taft’s most effective strategy will be one of selective strengthening rather than broad expansion.

Overall, Taft’s retail future is likely to be shaped by incremental gains: filling appropriate vacancies, improving the mix and vitality of existing commercial areas, and capturing a somewhat greater share of everyday spending that is currently leaving the market. The city’s opportunity is not to become a major regional retail center, but to strengthen its position as a stable, convenient, and better-balanced local commercial hub.

Implementation Considerations
The findings of this report are intended not only to describe Taft’s current retail conditions, but also to help guide practical business attraction and retention efforts moving forward. In a market such as Taft, implementation should focus on realistic opportunities, targeted outreach, and strategies that build upon the city’s existing strengths rather than pursuing overly broad expansion goals.

A first priority should be to focus business attraction on categories that align with Taft’s role as a localserving market. Recruitment should emphasize value-oriented goods, family-serving food and beverage, neighborhood services, health and personal care, and selected convenience-based commercial uses that respond to everyday household needs. This approach is more likely to produce achievable results than efforts aimed at attracting larger-format or highly specialized retailers that depend on a deeper population base or stronger regional draw.

The City should also prioritize recruitment within existing commercial nodes rather than dispersing efforts across isolated sites. The downtown/core commercial area, the Finley Drive and Kern Street corridor, and the Gardner Field Road area each serve different roles within the market and should be positioned accordingly. Matching prospective users to the most appropriate node will be important to improving occupancy, strengthening commercial clustering, and reinforcing the identity and function of existing retail areas.

Another important step is to align recruitment strategy with available space conditions. Taft’s commercial inventory includes a mix of older small-format storefronts, neighborhood center space, and several larger vacancies. The City’s outreach materials and positioning strategy should distinguish between opportunities suited to independent operators or small-format tenants and those that may be appropriate for larger adaptive reuse or subdivision scenarios. Larger vacant properties, in particular, should be approached with realistic expectations regarding tenant size, market support, and repositioning potential.

Business retention should remain an important complement to business attraction. Because Taft already performs well in several convenience-oriented categories, maintaining the strength and stability of existing retailers is essential to preserving the city’s role as a shopping and service center for the surrounding area. Existing businesses represent the foundation of local market capture, and retention efforts can be just as valuable as recruitment in improving the overall health of the city’s commercial base.

Finally, the City may benefit from preparing targeted marketing materials that clearly communicate Taft’s role in the West Kern market, its existing retail nodes, key available spaces, and the categories of opportunity supported by this analysis. Implementation should be approached as a phased effort rather MAY 2026 City of Taft Retail Assessment 20
than a single recruitment campaign. In a market such as Taft, retail strengthening is likely to occur incrementally through a combination of tenant infill, reuse of vacant space, support for local-serving businesses, and targeted pursuit of market-appropriate operators.

MAY 2026 City of Taft Retail Assessment 21
Appendix A – CoStar Real Estate Summary
Real Estate Summary
According to CoStar, Taft’s retail real estate market is best understood as a small-town, convenienceoriented environment that functions very differently from larger urban retail centers. The local inventory is limited, leasing activity is thin, and performance can shift materially when only one or two spaces are vacated or absorbed. As of March 2026, the Taft market showed roughly 185,000 square feet of vacant space, an availability rate of 20.7%, an occupancy rate of 79.4%, and an average market asking rent of about $1.23 per square foot.

The market also recorded negative 12-month net absorption of about 112,000 square feet, with no meaningful recent deliveries, indicating that current vacancy is being driven more by demand loss than by new supply. Sales activity has been modest, with only a handful of transactions and comparatively low total volume, reinforcing that Taft is a very small and thinly traded retail market rather than a highly liquid investment environment.

These conditions are consistent with Taft’s role as a local-serving retail node rather than a regional shopping destination. Retail demand is primarily shaped by day-to-day convenience spending, local household needs, and limited highway-oriented traffic. In markets of this scale, vacancy can appear elevated even when the community is functionally served, because a few empty anchor or junior-anchor spaces can heavily influence the overall rate. Rent growth is also relatively constrained, not because space lacks value, but because tenant depth is shallow and the pool of prospective users is narrower than in larger trade areas. As a result, Taft’s retail market should be viewed as stable for basic service retail, but more challenged for larger format expansion, specialty concepts, or multiple-tenant shop space without a clearly demonstrated demand base.

Beyond Taft itself, the broader SW Outlying Kern County submarket provides useful context because it captures a larger but still semi-rural retail geography. That submarket contains about 2.0 million square feet of retail inventory and, as of the first quarter of 2026, posted a 9.3% vacancy rate, a 9.5% availability rate, and average asking rents of approximately $1.44 per square foot. However, the market also experienced sharply negative recent demand, with roughly 106,000 square feet of 12-month net absorption losses, and vacancy rose well above its historical norm. CoStar notes that neighborhood center space in this outlying area is particularly soft, with vacancy above 22%, while general retail performed somewhat better at 6.8% vacancy.

The SW Outlying Kern County submarket illustrates both the opportunity and the limitation of rural retail in the greater Kern County area. On one hand, rents remain relatively affordable and there is still some pipeline activity, including proposed future retail along Panama Lane. On the other hand, the market remains vulnerable to tenant move-outs and uneven demand, and its recent absorption trends suggest that expansion has outpaced near-term leasing depth in some locations. Over the past year, the submarket had no completed retail deliveries, only 3,500 square feet under construction, and about 190,000 square feet available, while forecasting still points to vacancy remaining elevated through 2026.

In contrast, Bakersfield operates as the region’s dominant retail center and offers a far deeper, more diverse, and more competitive marketplace. The Bakersfield retail market contains over 36.1 million square feet of inventory, compared with about 2.0 million square feet in the SW Outlying Kern County MAY 2026 City of Taft Retail Assessment 22
submarket and a far smaller base in Taft. Bakersfield’s overall vacancy rate was 5.6% as of early 2026, with market asking rents averaging $1.66 per square foot. Although the market has also experienced recent softness, including roughly 106,000 square feet of trailing 12-month negative net absorption, its scale, tenant depth, and pipeline activity are fundamentally different from Taft’s. Bakersfield continues to attract regional and national tenants, with recent large leases involving Burlington, NAPA Auto Parts, Grocery Outlet, Goodwill, and others, and it currently has about 204,000 square feet under construction, most of it preleased.

Bakersfield’s size matters because it effectively functions as the comparison market and competitive draw for residents throughout Kern County, including Taft-area consumers seeking broader retail choice.

Bakersfield offers multiple retail formats, stronger clustering, more active leasing, more institutional investment interest, and a more robust development pipeline. Even with some market softening, it remains the location where larger-format retailers, specialty users, and grocery-anchored concepts are most likely to concentrate. CoStar notes continued investor interest in grocery-anchored centers, approximately $202 million in total market sales volume, and an active development environment that includes the planned Whole Foods-anchored Riverview Market project.

Taken together, these three geographies suggest a clear retail hierarchy. Taft serves primarily local convenience and basic needs retail and is not positioned to compete directly with larger regional nodes.

The outlying Kern County market provides a mid-level comparison, showing somewhat broader space inventory but still reflecting rural and exurban limitations, elevated volatility, and uneven demand.

Bakersfield, by contrast, is the regional retail anchor, with the scale, tenant mix, and investment activity to capture most comparison-shopping and larger-format demand. For Taft, this means that retail strategy should remain grounded in rightsizing: focusing on convenience retail, neighborhood services, and selective infill opportunities rather than assuming demand for major new regional retail development.

Source: CoStar
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Appendix B – Consumer Demand & Market Supply
Assessment
MAY 2026 City of Taft Retail Assessment 24
Appendix C – Void Analysis
Appendix X – Consumer Demand & Market Supply Assessment Consumer Demand & Market Supply Assessment
$12,995,214,983 174 $1,094,789,581,526 $815,245,875,030 134 $1,366,955,524 $1,527,727,794 $160,772,270 12%
Consumer Demand/Market Supply Index $175,744,810 $218,527,680 80 $22,579,390,613 -18%
Florists/Misc. Store Retailers $228,588 $2,059,801 $1,831,213 801% $29,382,237 $31,025,243 $1,643,006 6% $19,806,975 ($14,915,410) -43% $1,699,240,260 $1,393,018,449 ($306,221,811) $17,038,702,323 $14,875,818,828 ($2,162,883,495) -13%
Book/Periodical/Music Stores $265,333 $1,891,677 $1,626,344 613% $34,722,385 15%
Automotive Parts/Accessories/Tire $2,860,061 $10,592,902 $7,732,841 270% $367,939,185 $426,004,571 $58,065,386 16% $82,807,813 ($5,477,711) -6% $4,200,622,330 $4,849,474,729 $648,852,399 $103,041,641,593 $97,382,148,089 ($5,659,493,504) -5%
Shoe Stores $671,159 $2,377,258 $1,706,099 254% $88,285,524 -3%
Grocery Stores $17,391,802 $58,531,903 $41,140,102 237% $2,230,277,458 $1,993,414,282 ($236,863,176) -11% $1,406,214,142 ($366,944,853) -21% $83,360,505,160 $81,028,476,599 ($2,332,028,561) $2,879,638,352 $1,402,065,077 ($1,477,573,275) -51%
Gasoline Stations $13,874,127 $41,431,342 $27,557,214 199% $1,773,158,995 -36%
Used Merchandise Stores $441,766 $1,275,956 $834,190 189% $57,961,690 $16,391,127 ($41,570,563) -72% $1,683,616,991 ($441,314,632) -21% $101,876,937,922 $64,891,441,192 ($36,985,496,730) $3,602,712,917 $1,572,985,263 ($2,029,727,654) -56%
Other General Merchandise Stores $16,398,616 $46,539,397 $30,140,781 184% $2,124,931,623 -52%
Direct Selling Establishments $561,623 $923,540 $361,917 64% $73,276,523 $40,174,893 ($33,101,630) -45% $638,847,201 ($749,887,392) -54% $68,527,260,562 $33,142,145,078 ($35,385,115,484) $68,260,280,399 $34,532,963,677 ($33,727,316,722) -49%
Limited-Service Eating Places $10,781,769 $15,165,038 $4,383,269 41% $1,388,734,593 -55%
Full-Service Restaurants $11,031,570 $14,054,379 $3,022,809 27% $1,374,498,560 $515,858,799 ($858,639,761) -62% $35,964,555 ($48,102,712) -57% $4,168,226,088 $1,869,142,557 ($2,299,083,531) $7,774,457,157 $5,130,040,252 ($2,644,416,905) -34%
Office Supplies/Stationary/Gift $643,258 $727,224 $83,966 13% $84,067,267 -6%
Home Furnishing Stores $1,210,163 $1,255,573 $45,411 4% $158,279,932 $52,699,062 ($105,580,870) -67% $698,507,830 ($396,199,627) -36% $51,403,950,015 $48,575,438,853 ($2,828,511,162) $5,583,383,008 $7,282,932,975 $1,699,549,967 30%
Building Material/Supplies Dealers $8,506,301 $8,036,523 ($469,778) -6% $1,094,707,457 -37%
Jewelry/Luggage/Leather Goods $850,434 $695,749 ($154,685) -18% $112,363,012 $38,092,273 ($74,270,739) -66% $191,726,506 ($150,421,800) -44% $16,649,776,484 $10,535,308,672 ($6,114,467,812) $9,848,251,908 $2,891,804,801 ($6,956,447,107) -71%
Other Misc. Store Retailers $2,616,431 $1,817,986 ($798,445) -31% $342,148,306 -32%
Other Motor Vehicle Dealers $1,510,966 $927,301 ($583,665) -39% $198,249,458 $53,688,783 ($144,560,675) -73% $708,245,354 ($427,668,157) -38% $54,125,498,171 $36,700,713,854 ($17,424,784,317) $11,413,307,010 $4,471,040,372 ($6,942,266,638) -61%
Health/Personal Care Stores $8,793,527 $5,306,997 ($3,486,530) -40% $1,135,913,511 -22%
Special Food Services $1,753,802 $1,035,580 ($718,222) -41% $229,811,079 $53,689,052 ($176,122,027) -77% $100,240,499 ($97,650,688) -49% $9,736,103,387 $7,558,241,905 ($2,177,861,482) $35,755,464,167 $31,837,723,218 ($3,917,740,949) -11%
Sporting Goods/Hobby/Musical Instrument $1,508,706 $690,360 ($818,347) -54% $197,891,187 -60%
Clothing Stores $5,562,278 $2,412,227 ($3,150,051) -57% $730,932,284 $388,127,270 ($342,805,014) -47% $27,330,173 ($55,109,114) -67% $4,508,387,348 $1,803,051,504 ($2,705,335,844) $5,459,822,733 $4,201,154,719 ($1,258,668,014) -23%
Bar/Drinking Places (Alcoholic Beverages) $1,089,563 $415,142 ($674,421) -62% $82,439,287 -21%
Specialty Food Stores $930,533 $348,640 ($581,893) -63% $119,041,043 $68,319,369 ($50,721,674) -43% Beer/Wine/Liquor Stores $1,372,774 $15,185 ($1,357,589) -99% $174,175,307 $64,384,513 ($109,790,794) -63% $7,976,869,434 $6,278,453,965 ($1,698,415,469) ($3,971,404,147) -98% $197,134,473,832 $115,148,815,551 ($81,985,658,281) -42% ($5,326,576,330) -31%
Electronic Shopping/Mail Order Houses $31,670,248 $0 ($31,670,248) -100% $4,034,577,297 $63,173,150 Department Stores $2,690,733 $353,462,495 $356,037,300 $2,574,805 1% $17,374,639,018 $12,048,062,688 $0 ($2,690,733) -100% ($36,750,555) -37% $4,671,220,619 $3,452,572,529 ($1,218,648,090) -26% $1,053,788,892 9%
Lawn/Garden Equipment/Supplies Stores $780,461 $0 ($780,461) -100% $100,398,873 $63,648,318 Electronics/Appliance $1,930,862 $222,615,138 $146,157,161 ($76,457,977) -34% $11,157,247,342 $12,211,036,234 $0 ($1,930,862) -100% ($91,934,276) -58% $7,979,697,475 $9,088,202,748 $1,108,505,273 14% ($18,650,436,130) -11%
Furniture Stores $1,186,001 $0 ($1,186,001) -100% $158,156,135 $66,221,859 Automotive Dealers $26,631,355 $3,506,992,772 $2,964,799,919 ($542,192,853) -15% $176,214,308,988 $157,563,872,858 $0 ($26,631,355) -100% Gap/Surplus Demand Supply Gap/Surplus
Opportunity
By Establishments Demand Supply Gap/Surplus Demand Supply Consumer Market Opportunity Consumer Market Opportunity Consumer Market is
Opportunities 5 Min 10 Min
Furniture Stores Population 15,161 16,217
Electronics/Appliances Daytime Population 22,257 23,813 Lawn/Garden Equipment/Supplies Store Households 4,825 5,029 Beer/Wine/Liquor Stores Average HH Income $77,463 $77,548 Clothing Stores Average Age 36.3 36.4
White Collar 30.9% 31.9%
College Degree & Above 15.7% 15.6%
Retailer Retail Class
Nearest Location
Column2 Column3 (Miles) Column4 Column5 Column6 Column7 Column8 Column1Column9 Contact Column10 Email Column11 Pizza Hut Restaurant - Casual 14 $7,000 - $9,500 1,000 - 2,400 Josh Hermundson [email protected] Quiznos Restaurant - Quick Service 82 $3,100 - $5,300 1,000 - 3,000 Neel Patel [email protected] KFC Restaurant - Quick Service 24 $10,900 - $16,100 1,400 - 1,900 Charlie Cangelosi [email protected] Marco's Pizza Restaurant - Other 62 $6,600 - $9,000 1,200 - 1,600 Gerardo Flores [email protected] Arby's Restaurant - Quick Service 25.8 $6,600 - $13,100 1,800 - 3,100 Bonnie Gatine [email protected] Church's Chicken Restaurant - Quick Service 28.4 $10,500 - $16,000 1,800 - 2,200 Seth Wood [email protected] Cinnabon Restaurant - Quick Service 23 $3,100 - $7,200 300 - 1,800 Vicki Leiknes [email protected] Carl's Jr. Restaurant - Quick Service 23 $11,000 - $15,300 2,300 - 3,000 Stephen Smith [email protected] Verizon Wireless Consumer Electronics 23 $13,300 - $28,600 1,400 - 3,500 Kelly Targowski [email protected] Hibbett Sports Sports And Recreation 57 $7,800 - $13,300 4,200 - 6,000 Brad Walton [email protected] Popeyes Louisiana Kitchen Restaurant - Quick Service 18 $14,500 - $21,600 1,000 - 3,200 Justin Gutierrez [email protected] Dunkin' Donuts Coffee Shop 23 $2,300 - $6,600 1,500 - 3,200 Brian Alkema [email protected] Round Table Pizza Restaurant - Casual 23 N/A N/A Corporate Office [email protected] Planet Smoothie Restaurant - Quick Service 31 N/A 800 - 1,400 John Wuycheck [email protected] Del Taco Restaurant - Quick Service 23 $13,100 - $18,400 1,200 - 2,200 Phil Fontes Fontes Pollo Campero Restaurant - Casual 27 $19,900 - $29,300 2,500 - 2,500 Fabiola Suarez [email protected] Jamba Juice Restaurant - Quick Service 20.8 $190 - $600 1,000 - 1,200 Blair Wheatley [email protected] El Pollo Loco Restaurant - Quick Service 23 $18,500 - $25,300 1,800 - 3,200 Ivan Abreu [email protected] Firehouse Subs Restaurant - Quick Service 28 $7,200 - $10,000 1,200 - 1,800 John Jennings [email protected] Teriyaki Madness Restaurant - Casual 23 $5,300 - $9,700 45,000 - 55,000 Beth Steeler [email protected] Tommy's Express Car Wash Car Wash 26 N/A 6,500 - 10,000 Tim Hammond [email protected] Mister Car Wash Car Wash 21 N/A 5,500 - 6,800 Matt Lai [email protected] Fitness 19 Fitness And Gyms 52.8 N/A 15,000 - 25,000 Thomas Graves [email protected] Est. Annual Sales Tax ($) Size (SF)

VOID ANALYSIS SUMMARY & MARKET PROFILE
City of Taft
Kern & 10th Street
17,204
$78,070
5,371

36.8 32.6%

CITY OF TAFT, CA
Submitted by:

ECONSolutions by HdL
120 S. State College Blvd., Suite 200
Brea, CA 92821
www.hdlcompanies.com
Contact:

Barry Foster
714-879-5000
[email protected]
Taft
Population 8,329 1 Taft Hills Plaza
Households 2,425 2 Pilot Plaza
Average HH Income $82,611
White Collar (Residents) 35%
Some College or Degree 49%
Major Retail Areas
1 2
1 2
www.hdlcompanies.com 714.879.5000

CITY OF TAFT
Markets
MARKETS refers to Grocery Stores and Pharmacy stores
www.hdlcompanies.com 714.879.5000

CITY OF TAFT
Restaurants
RESTAURANTS refer to Fast Casual, Casual Dining, Fine Dining, Restaurnats and Quick Services restaurants. www.hdlcompanies.com 714.879.5000

CITY OF TAFT
Retail
RETAIL refers to the following concepts types: Clothing, Consumer Electronics Store, Cosemetics & Beauty, Department Stores, Footware/Shoes Stores, Hobbies/ Toys/Crafts/Books, Home Improvement Stores, Home Specialty Retail Stores, Sports & Recreational www.hdlcompanies.com 714.879.5000
Population 8,329
Daytime Population 18,974
Households 2,425
Average Age 38.4
Average HH Income $82,611
White Collar (Residents) 35%
Some College or Degree 49%
1 2
www.hdlcompanies.com 714.879.5000
Consumer Demographic Profile
Site: Taft
Address:

Date Report Created: 3/2/2026
# % # % # %
Market Stats
Population 8,329 --- 925,914 --- 39,769,749 ---
5 Year Projected Pop 8,796 --- 1,025,584 --- 41,159,284 --- Pop Growth (%) 5.6% --- 10.8% --- 3.5% ---
Households 2,425 --- 286,326 --- 13,548,093 ---
5 Year Projected HHs 2,585 --- 317,196 --- 14,026,022 --- HH Growth (%) 6.6% --- 10.8% --- 3.5% ---
Census Stats
2010 Population 8,956 --- 839,649 --- 37,253,934 ---
2020 Population 8,373 --- 909,235 --- 39,538,223 ---
Pop Growth (%) -6.5% --- 8.3% --- 6.1% ---
2010 Households 2,370 --- 254,618 --- 12,577,484 ---
2020 Households 2,437 --- 281,498 --- 13,475,623 ---
HH Growth (%) 2.9% --- 10.6% --- 7.1% ---
Total Population by Age
Average Age 38.4 37.7 41.1
19 yrs & under 1,727 20.7% 226,385 24.4% 8,101,008 20.4% 20 to 24 yrs 880 10.6% 103,139 11.1% 3,812,710 9.6%
25 to 34 yrs 1,423 17.1% 130,817 14.1% 5,273,576 13.3%
35 to 44 yrs 1,239 14.9% 126,409 13.7% 5,528,033 13.9%
45 to 54 yrs 1,054 12.7% 103,841 11.2% 4,898,862 12.3%
55 to 64 yrs 853 10.2% 97,026 10.5% 4,818,131 12.1%
65 to 74 yrs 652 7.8% 81,918 8.8% 4,102,948 10.3%
75 to 84 yrs 374 4.5% 42,223 4.6% 2,345,416 5.9%
85 + yrs 127 1.5% 14,156 1.5% 889,065 2.2%
Population Bases
20-34 yrs 2,303 27.6% 233,956 25.3% 9,086,286 22.8%
45-64 yrs 1,907 22.9% 200,867 21.7% 9,716,993 24.4%
16 yrs + 6,836 82.1% 728,624 78.7% 32,700,674 82.2%
25 yrs + 5,722 68.7% 596,390 64.4% 27,856,031 70.0%
65 yrs + 1,153 13.8% 138,297 14.9% 7,337,429 18.4%
75 yrs + 501 6.0% 56,379 6.1% 3,234,481 8.1%
85 yrs + 127 1.5% 14,156 1.5% 889,065 2.2%
Taft CA Kern County CA California

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
Pop Growth (%)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
HH Growth (%)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%
20 to
24 yrs
25 to
34 yrs
35 to
44 yrs
45 to
54 yrs
55 to
64 yrs
65 to
74 yrs
75 to
84 yrs
Population by Age Group
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
Taft CA Kern County CA California
Population by Race
White 4,151 49.8% 284,354 30.7% 13,751,669 34.6%
Hispanic 3,468 41.6% 511,751 55.3% 15,732,292 39.6%
Black 136 1.6% 46,074 5.0% 2,120,032 5.3%
Asian 78 0.9% 45,816 4.9% 6,044,833 15.2%
Ancestry
American Indian (ancestry) 76 0.9% 5,065 0.5% 150,135 0.4% Hawaiin (ancestry) 49 0.6% 1,089 0.1% 137,718 0.3%
Household Income
Per Capita Income $24,052 --- $31,463 --- $52,104 ---
Average HH Income $82,611 --- $101,743 --- $152,949 --- Median HH Income $63,681 --- $75,495 --- $109,330 ---
Less than $25K 459 18.9% 43,552 15.2% 1,431,215 10.6%
$25K to $34.9K 151 6.2% 22,313 7.8% 648,268 4.8%
$35K to $49.9K 276 11.4% 30,116 10.5% 987,431 7.3%
$50K to $74.9K 539 22.2% 46,384 16.2% 1,661,318 12.3%
$75K to $99.9K 273 11.3% 36,491 12.7% 1,536,536 11.3%
$100K to $149.9K 475 19.6% 50,255 17.6% 2,468,209 18.2% $150K to $199.9K 125 5.1% 28,523 10.0% 1,777,841 13.1%
$200K + 126 5.2% 28,692 10.0% 3,037,275 22.4%
Education 5,722 596,390 27,856,031
Less than 9th Grade 438 7.7% 76,454 12.8% 2,444,596 8.8% Some HS, No Diploma 691 12.1% 60,696 10.2% 1,882,020 6.8% HS Grad (or Equivalent) 1,787 31.2% 164,827 27.6% 5,697,367 20.5% Some College, No Degree 1,866 32.6% 137,197 23.0% 5,515,240 19.8% Associate Degree 385 6.7% 46,434 7.8% 2,208,807 7.9%
Bachelor Degree 297 5.2% 73,634 12.3% 6,202,864 22.3%
Graduates Degree 228 4.0% 26,515 4.4% 2,660,353 9.6%

0.0%

10.0%

20.0%

30.0%
Less
than
$25K
$25K
to
$34.9K
$35K
to
$49.9K
$50K
to
$74.9K
$75K
to
$99.9K
$100K
to
$149.9K
$150K
to
$199.9K
Household Income Levels - %

0.0%

20.0%

40.0%
HS Grad
(or
Equivalent)
Some
College, No
Degree
Associate
Degree
Bachelor
Degree Graduates
Degree
Education

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
White
Hispanic
Black
Asian
Ethnic Breakdown
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
Taft CA Kern County CA California
Family Structure 1,786 215,273 9,361,582
Single - Male 138 7.7% 10,734 5.0% 514,266 5.5%
Single - Female 150 8.4% 20,709 9.6% 982,709 10.5%
Single Parent - Male 350 19.6% 12,320 5.7% 342,437 3.7% Single Parent - Female 210 11.7% 27,706 12.9% 798,623 8.5% Married w/ Children 298 16.7% 67,532 31.4% 2,797,377 29.9% Married w/out Children 640 35.8% 76,272 35.4% 3,926,170 41.9% Household Size
1 Person 535 22.1% 55,668 19.4% 3,106,150 22.9%
2 People 598 24.7% 75,016 26.2% 3,964,195 29.3%
3 People 406 16.8% 47,285 16.5% 2,243,010 16.6%
4 to 6 People 761 31.4% 95,371 33.3% 3,761,715 27.8%
7+ People 124 5.1% 12,986 4.5% 473,023 3.5%
Home Ownership 2,425 286,326 13,548,093
Owners 1,108 45.7% 169,347 59.1% 7,508,011 55.4%
Renters 1,317 54.3% 116,979 40.9% 6,040,082 44.6%
Components of Change
Births 82 1.0% 9,619 1.0% 381,878 1.0%
Deaths 42 0.5% 5,115 0.6% 275,319 0.7%
Migration -66 -0.8% -5,129 -0.6% -71,956 -0.2%
Employment (Pop 16+) 6,836 728,624 32,700,674
Armed Services 0 0.0% 2,570 0.4% 179,558 0.5%
Civilian 3,702 54.2% 427,947 58.7% 20,858,157 63.8%
Employed 3,491 51.1% 388,379 53.3% 19,667,311 60.1% Taft CA Kern County CACalifornia Unemployed 211 3.1% 39,568 5.4% 1,190,846 3.6%
Not in Labor Force 3,133 45.8% 300,677 41.3% 11,842,517 36.2% Employed Population 3,491 388,379 19,667,311
White Collar 1,209 34.6% 203,726 52.5% 12,953,172 65.9% Blue Collar 2,282 65.4% 184,653 47.5% 6,714,139 34.1%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%
1 Person 2 People 3 People 4 to 6
People
Household Size

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
Taft CA Kern County CA California
Civilian Employment
Employed Unemployed
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
Taft CA Kern County CA California
Employment By Occupation 3,491 388,379 19,667,311
White Collar 1,209 34.6% 203,726 52.5% 12,953,172 65.9% Managerial executive 206 5.9% 43,216 11.1% 3,405,941 17.3% Prof specialty 540 15.5% 72,928 18.8% 4,988,015 25.4%
Healthcare support 133 3.8% 15,914 4.1% 750,972 3.8%
Sales 206 5.9% 32,487 8.4% 1,793,040 9.1%
Office Admin 125 3.6% 39,181 10.1% 2,015,204 10.2%
Blue Collar 2,282 65.4% 184,653 47.5% 6,714,139 34.1%
Protective 229 6.6% 10,559 2.7% 407,880 2.1%
Food Prep Serving 139 4.0% 20,957 5.4% 1,034,454 5.3%
Bldg Maint/Cleaning 325 9.3% 14,535 3.7% 710,706 3.6%
Personal Care 88 2.5% 9,725 2.5% 517,198 2.6%
Farming/Fishing/Forestry 290 8.3% 30,453 7.8% 266,610 1.4% Construction 358 10.3% 39,027 10.0% 1,444,221 7.3%
Production Transp 852 24.4% 59,397 15.3% 2,333,070 11.9% Employment By Industry 3,491 388,379 19,667,311
Agri Mining Const 895 25.6% 78,542 20.2% 1,723,360 8.8% Manufacturing 108 3.1% 23,545 6.1% 1,758,472 8.9%
Transportation 184 5.3% 28,422 7.3% 1,183,567 6.0%
Information 144 4.1% 3,773 1.0% 563,644 2.9%
Wholesale Retail 229 6.6% 50,240 12.9% 2,477,461 12.6%
Fin Insur Real Estate 131 3.8% 12,816 3.3% 1,124,064 5.7% Professional Services 71 2.0% 16,014 4.1% 1,888,082 9.6% Management Services 0 0.0% 290 0.1% 22,108 0.1%
Admin Waste Services 284 8.1% 15,351 4.0% 895,505 4.6%
Educational services 911 26.1% 85,790 22.1% 4,287,240 21.8% Entertain services 163 4.7% 31,491 8.1% 1,854,499 9.4%
Other Prof services 146 4.2% 17,332 4.5% 948,007 4.8%
Public admin 225 6.4% 24,773 6.4% 941,302 4.8%

0.0%

10.0%

20.0%

30.0%
Industry Breakdown

0.0%

10.0%

20.0%

Address:

Date Report Created:

Daytime Population
Student Population
Median Employee Salary
Average Employee Salary
Wages
Salary/Wage per Employee per Annum
Under $15,000 CrYr 2.1% 3.5% 1.2%
15,000 to 30,000 CrYr 0.5% 4.3% 1.1%
30,000 to 45,000 CrYr 24.9% 24.2% 7.7%
45,000 to 60,000 CrYr 25.1% 25.4% 17.4%
60,000 to 75,000 CrYr 14.5% 14.3% 22.5%
75,000 to 90,000 CrYr 11.9% 12.0% 23.9%
90,000 to 100,000 CrYr 5.3% 3.8% 10.2%
Over 100,000 CrYr 15.7% 12.5% 16.1%
Industry Groups
# % # % # % # % # % # %
Total 315 100% 3,950 100% 24,009 100% 263,081 100% 1,716,454 100% 15,433,456 100% Accomodation & Food Services 33 10.6% 344 8.7% 1,528 6.4% 14,240 5.4% 90,283 5.3% 936,581 6.1% Administration & Support Services 4 1.2% 32 0.8% 681 2.8% 6,317 2.4% 46,760 2.7% 503,053 3.3% Agriculure, Forestry, Fishing, Hunting 3 0.9% 65 1.7% 373 1.6% 6,577 2.5% 12,681 0.7% 85,402 0.6% Arts, Entertainment, & Recreation 6 1.9% 93 2.3% 517 2.2% 7,510 2.9% 42,256 2.5% 476,230 3.1% Construction 13 4.0% 98 2.5% 1,397 5.8% 11,867 4.5% 88,804 5.2% 686,247 4.4% Educational Services 10 3.1% 518 13.1% 659 2.7% 19,975 7.6% 37,732 2.2% 1,005,810 6.5% Finance & Insurance 13 4.2% 48 1.2% 987 4.1% 3,368 1.3% 86,255 5.0% 462,353 3.0% Health Care & Social Assistance 60 19.1% 560 14.2% 5,332 22.2% 50,182 19.1% 409,312 23.8% 3,902,026 25.3% Information 13 4.0% 203 5.1% 431 1.8% 6,362 2.4% 41,894 2.4% 551,905 3.6% Management of Companies & Enterprises 0 0.0% 0 0.0% 42 0.2% 1,444 0.5% 5,052 0.3% 171,721 1.1% Manufacturing 7 2.4% 98 2.5% 684 2.8% 9,822 3.7% 64,981 3.8% 1,043,440 6.8% Mining 3 1.0% 77 1.9% 85 0.4% 1,969 0.7% 984 0.1% 12,218 0.1% Professional, Scientific, & Technical Services 16 5.1% 106 2.7% 1,559 6.5% 8,844 3.4% 168,437 9.8% 977,283 6.3% Real Estate, Rental, Leasing 5 1.5% 18 0.4% 810 3.4% 3,065 1.2% 62,268 3.6% 233,407 1.5% Retail Trade 52 16.3% 518 13.1% 3,090 12.9% 34,067 12.9% 181,016 10.5% 1,651,854 10.7% Transportation & Storage 3 1.1% 30 0.8% 710 3.0% 13,651 5.2% 26,739 1.6% 584,483 3.8% Utilities 3 1.0% 71 1.8% 66 0.3% 1,005 0.4% 1,927 0.1% 68,395 0.4% Wholesale Trade 9 2.7% 32 0.8% 518 2.2% 2,270 0.9% 32,526 1.9% 144,303 0.9% Other Services 62 19.8% 1,041 26.4% 4,540 18.9% 60,546 23.0% 316,547 18.4% 1,936,745 12.5% 208 1,576,795
622 2,481,894
10,080
32,972
# # #
469 3,692,731
85 178,656
19 172,225
9,077
11,245
983 1,182,990
991 2,681,187
573
Establishments Employees Establishments Employees Establishments 3,466,978
63,693
66,896
37,566
31,552
57,456 55,125 73,005
66,748 61,332 78,153
Employees
Taft CA Kern County CA California
Taft
3/2/2026
18,974 43,759,541
11,421 11,496,306
937,750
287,207

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Address:

Date Report Created:

Taft CA Kern County CA California
Taft Hills Plaza
3/2/2026
Occupations
White Collar 58.3% 50.9% 57.3%
Architecture & Engineering 1.3% 1.2% 1.7%
Community & Social Science 4.0% 3.3% 4.2%
Computer/Mathematical Science 1.9% 1.3% 2.2%
Education, Training, & Library 12.4% 7.6% 5.5%
Entertainment & Media 2.2% 1.7% 1.8%
Healthcare Practitioners 5.2% 7.0% 8.9%
Healthcare Support 2.5% 3.2% 3.7%
Legal 0.6% 0.4% 0.7%
Life, Physical, & Social Science 1.6% 1.0% 1.2%
Management 5.7% 5.1% 6.1%
Office & Administrative Support 17.2% 16.2% 18.1%
Blue Collar 41.2% 41.5% 40.7%
Building & Grounds Cleaning & Maintenance 3.0% 2.9% 3.3% Construction 2.9% 3.8% 3.6%
Farming, Fishing, & Forestry 1.0% 1.3% 0.2%
Food Service 8.7% 5.9% 6.2%
Installation & Maintenance 3.6% 3.8% 3.5%
Personal Care & Service 2.2% 2.1% 2.7%
Production 3.0% 3.3% 4.7%
Protective Service 2.7% 1.7% 1.5%
Sales & Related 9.9% 9.5% 9.2%
Transportation & Material Moving 4.3% 7.1% 5.8%
Military Services 0.5% 7.6% 2.0%
Employee Totals and History
Current
2025 Q3
2025 Q2
2025 Q1
2024 Q4
2024 Q3
2024 Q2
2024 Q1
2023 Q4
# # #
20,019 314,931
8,723
# of Employees
5,566
342
141
681 2,789,259
133,936
42,492
18,785
21 170 890,008
85 417,381
25,014
721,789
108 233,696
391 1,424,845
117
955,632
536,316
4,510
119 511,937
113 556,134
41 34,605
7,548
10,018
3,446
15,614
9,902
62 178,451
224 945,100
1,627 6,282,343
2,603
13,314
109,126
207 1,365,972
98 565,151
23 102,086
18,545
8,454
999
76 344,246
490 843,464
89 275,703
3,551
20,020
4,525
260,639
52 270,422
285,702
4,095 15,316,448
3,800 14,485,638
4,090 15,288,647
270,508
4,113 15,451,532
4,371 15,887,398
261,673
269,394
257,171
159 642,920
3,102
8,765
254,575
3,950 263,081 15,433,456
# of Employees # of Employees
2,302 8,836,182
3,678 14,716,945
3,908 15,123,041
3,837 14,826,959
255,871

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

Date Report Created: 3/2/2026
Demographics
Population 8,329 925,914 39,769,749
5-Year Population estimate 8,796 1,025,584 41,159,284
Population Households 7,115 897,719 38,872,900
Group Quarters Population 1,214 28,195 896,849
Households 2,425 286,326 13,548,093
5-Year Households estimate 2,585 317,196 14,026,022
WorkPlace Establishments 315 24,009 1,716,454
Workplace Employees 3,950 263,081 15,433,456
Median Household Income $63,681 $75,495 $109,330
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Establishments Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Automotive Dealers $26,631,355 $0 ($26,631,355) -100% $3,506,992,772 $2,964,799,919 ($542,192,853) -15% $176,214,308,988 $157,563,872,858 ($18,650,436,130) -11% Furniture Stores $1,186,001 $0 ($1,186,001) -100% $158,156,135 $66,221,859 ($91,934,276) -58% $7,979,697,475 $9,088,202,748 $1,108,505,273 14% Electronics/Appliance $1,930,862 $0 ($1,930,862) -100% $222,615,138 $146,157,161 ($76,457,977) -34% $11,157,247,342 $12,211,036,234 $1,053,788,892 9% Lawn/Garden Equipment/Supplies Stores $780,461 $0 ($780,461) -100% $100,398,873 $63,648,318 ($36,750,555) -37% $4,671,220,619 $3,452,572,529 ($1,218,648,090) -26% Department Stores $2,690,733 $0 ($2,690,733) -100% $353,462,495 $356,037,300 $2,574,805 1% $17,374,639,018 $12,048,062,688 ($5,326,576,330) -31% Electronic Shopping/Mail Order Houses $31,670,248 $0 ($31,670,248) -100% $4,034,577,297 $63,173,150 ($3,971,404,147) -98% $197,134,473,832 $115,148,815,551 ($81,985,658,281) -42% Beer/Wine/Liquor Stores $1,372,774 $15,185 ($1,357,589) -99% $174,175,307 $64,384,513 ($109,790,794) -63% $7,976,869,434 $6,278,453,965 ($1,698,415,469) -21% Specialty Food Stores $930,533 $348,640 ($581,893) -63% $119,041,043 $68,319,369 ($50,721,674) -43% $5,459,822,733 $4,201,154,719 ($1,258,668,014) -23% Bar/Drinking Places (Alcoholic Beverages) $1,089,563 $415,142 ($674,421) -62% $82,439,287 $27,330,173 ($55,109,114) -67% $4,508,387,348 $1,803,051,504 ($2,705,335,844) -60% Clothing Stores $5,562,278 $2,412,227 ($3,150,051) -57% $730,932,284 $388,127,270 ($342,805,014) -47% $35,755,464,167 $31,837,723,218 ($3,917,740,949) -11% Sporting Goods/Hobby/Musical Instrument $1,508,706 $690,360 ($818,347) -54% $197,891,187 $100,240,499 ($97,650,688) -49% $9,736,103,387 $7,558,241,905 ($2,177,861,482) -22% Special Food Services $1,753,802 $1,035,580 ($718,222) -41% $229,811,079 $53,689,052 ($176,122,027) -77% $11,413,307,010 $4,471,040,372 ($6,942,266,638) -61% Health/Personal Care Stores $8,793,527 $5,306,997 ($3,486,530) -40% $1,135,913,511 $708,245,354 ($427,668,157) -38% $54,125,498,171 $36,700,713,854 ($17,424,784,317) -32% Other Motor Vehicle Dealers $1,510,966 $927,301 ($583,665) -39% $198,249,458 $53,688,783 ($144,560,675) -73% $9,848,251,908 $2,891,804,801 ($6,956,447,107) -71% Other Misc. Store Retailers $2,616,431 $1,817,986 ($798,445) -31% $342,148,306 $191,726,506 ($150,421,800) -44% $16,649,776,484 $10,535,308,672 ($6,114,467,812) -37% Jewelry/Luggage/Leather Goods $850,434 $695,749 ($154,685) -18% $112,363,012 $38,092,273 ($74,270,739) -66% $5,583,383,008 $7,282,932,975 $1,699,549,967 30% Building Material/Supplies Dealers $8,506,301 $8,036,523 ($469,778) -6% $1,094,707,457 $698,507,830 ($396,199,627) -36% $51,403,950,015 $48,575,438,853 ($2,828,511,162) -6% Home Furnishing Stores $1,210,163 $1,255,573 $45,411 4% $158,279,932 $52,699,062 ($105,580,870) -67% $7,774,457,157 $5,130,040,252 ($2,644,416,905) -34% Office Supplies/Stationary/Gift $643,258 $727,224 $83,966 13% $84,067,267 $35,964,555 ($48,102,712) -57% $4,168,226,088 $1,869,142,557 ($2,299,083,531) -55% Full-Service Restaurants $11,031,570 $14,054,379 $3,022,809 27% $1,374,498,560 $515,858,799 ($858,639,761) -62% $68,260,280,399 $34,532,963,677 ($33,727,316,722) -49% Limited-Service Eating Places $10,781,769 $15,165,038 $4,383,269 41% $1,388,734,593 $638,847,201 ($749,887,392) -54% $68,527,260,562 $33,142,145,078 ($35,385,115,484) -52% Direct Selling Establishments $561,623 $923,540 $361,917 64% $73,276,523 $40,174,893 ($33,101,630) -45% $3,602,712,917 $1,572,985,263 ($2,029,727,654) -56% Other General Merchandise Stores $16,398,616 $46,539,397 $30,140,781 184% $2,124,931,623 $1,683,616,991 ($441,314,632) -21% $101,876,937,922 $64,891,441,192 ($36,985,496,730) -36% Used Merchandise Stores $441,766 $1,275,956 $834,190 189% $57,961,690 $16,391,127 ($41,570,563) -72% $2,879,638,352 $1,402,065,077 ($1,477,573,275) -51% Gasoline Stations $13,874,127 $41,431,342 $27,557,214 199% $1,773,158,995 $1,406,214,142 ($366,944,853) -21% $83,360,505,160 $81,028,476,599 ($2,332,028,561) -3% Grocery Stores $17,391,802 $58,531,903 $41,140,102 237% $2,230,277,458 $1,993,414,282 ($236,863,176) -11% $103,041,641,593 $97,382,148,089 ($5,659,493,504) -5% Shoe Stores $671,159 $2,377,258 $1,706,099 254% $88,285,524 $82,807,813 ($5,477,711) -6% $4,200,622,330 $4,849,474,729 $648,852,399 15% Automotive Parts/Accessories/Tire $2,860,061 $10,592,902 $7,732,841 270% $367,939,185 $426,004,571 $58,065,386 16% $17,038,702,323 $14,875,818,828 ($2,162,883,495) -13% Book/Periodical/Music Stores $265,333 $1,891,677 $1,626,344 613% $34,722,385 $19,806,975 ($14,915,410) -43% $1,699,240,260 $1,393,018,449 ($306,221,811) -18% Florists/Misc. Store Retailers $228,588 $2,059,801 $1,831,213 801% $29,382,237 $31,025,243 $1,643,006 6% $1,366,955,524 $1,527,727,794 $160,772,270 12% Consumer Demand/Market Supply Index $175,744,810 $218,527,680 80 $22,579,390,613 $12,995,214,983 174 ############### $815,245,875,030 134 Taft CA Kern County CA California
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 3 Consumer Demand & Market Supply Assessment
Site: Taft Hills Plaza
Address:

Date Report Created: 3/2/2026
Taft CA Kern County CA California
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Major Product Lines Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Groceries/Other Food Items (Off Premises) $13,638,978 $48,730,162 $35,091,184 257% $1,748,897,647 $1,738,453,847 ($10,443,800) -1% $80,215,274,543 $85,501,911,669 $5,286,637,126 7% Autos/Cars/Vans/Trucks/Motorcycles $11,203,938 $27,414 ($11,176,524) -100% $1,486,396,202 $2,392,904,465 $906,508,263 61% $76,444,665,137 $127,591,255,011 $51,146,589,874 67% Photographic Equipment/Supplies $166,689 $781 ($165,908) -100% $22,067,248 $335,668 ($21,731,580) -98% $1,088,395,434 $572,872,456 ($515,522,978) -47% Televisions/VCR/Video Cameras/DVD etc $431,595 $35,221 ($396,374) -92% $56,987,637 $24,306,421 ($32,681,216) -57% $2,675,273,766 $2,985,155,987 $309,882,221 12% Household Fuels (incl Oil, LP gas, Wood, Coal) $573,127 $120,545 ($452,582) -79% $72,556,335 $4,465,636 ($68,090,699) -94% $3,456,643,030 $257,411,628 ($3,199,231,402) -93% Computer Hardware/Software/Supplies $2,833,034 $895,520 ($1,937,514) -68% $235,053,183 $112,221,967 ($122,831,216) -52% $12,613,783,357 $26,756,938,683 $14,143,155,326 112% All Other Merchandise $87,368,743 $40,136,929 ($47,231,814) -54% $11,463,889,003 $2,382,599,177 ($9,081,289,826) -79% $569,580,377,764 $161,217,654,643 ############### -72% Alcoholic Drinks Served at the Establishment $1,888,710 $1,008,815 ($879,895) -47% $126,460,896 $46,460,635 ($80,000,261) -63% $7,144,116,477 $3,056,462,910 ($4,087,653,567) -57% Furniture/Sleep/Outdoor/Patio Furniture $1,549,839 $861,303 ($688,536) -44% $208,487,837 $101,751,566 ($106,736,271) -51% $10,617,106,123 $12,308,466,273 $1,691,360,150 16% Optical Goods (incl Eyeglasses, Sunglasses) $211,486 $161,789 ($49,696) -23% $27,884,042 $21,467,441 ($6,416,601) -23% $1,515,490,435 $1,150,583,886 ($364,906,549) -24% Curtains/Draperies/Slipcovers/Bed/Coverings $200,434 $179,494 ($20,940) -10% $26,592,697 $12,210,815 ($14,381,882) -54% $1,347,087,724 $864,102,602 ($482,985,122) -36% Paper/Related Products $393,415 $383,975 ($9,441) -2% $50,450,977 $14,883,130 ($35,567,847) -70% $2,235,910,176 $744,289,605 ($1,491,620,571) -67% Drugs/Health Aids/Beauty Aids/Cosmetics $8,031,436 $8,438,360 $406,924 5% $1,018,559,465 $663,218,209 ($355,341,256) -35% $45,923,360,694 $48,737,267,468 $2,813,906,774 6% Sporting Goods (incl Bicycles/Sports Vehicles) $391,271 $459,479 $68,208 17% $52,156,442 $48,416,481 ($3,739,961) -7% $2,634,588,393 $5,675,976,912 $3,041,388,519 115% Womens/Juniors/Misses Wear $1,893,466 $2,251,659 $358,193 19% $249,457,727 $310,857,658 $61,399,931 25% $11,762,601,468 $25,696,538,031 $13,933,936,563 118% Pets/Pet Foods/Pet Supplies $1,547,553 $2,063,055 $515,502 33% $204,285,091 $115,769,970 ($88,515,121) -43% $9,768,508,613 $6,527,746,060 ($3,240,762,553) -33% Major Household Appliances $449,566 $605,341 $155,775 35% $59,008,089 $69,786,843 $10,778,754 18% $2,912,019,024 $5,483,819,962 $2,571,800,938 88% Automotive Lubricants (incl Oil, Greases) $449,566 $605,341 $155,775 35% $59,008,089 $69,786,843 $10,778,754 18% $2,912,019,024 $5,483,819,962 $2,571,800,938 88% Sewing/Knitting Materials/Supplies $27,321 $37,469 $10,148 37% $3,472,470 $5,143,467 $1,670,997 48% $156,552,420 $383,444,102 $226,891,682 145% Packaged Liquor/Wine/Beer $2,640,409 $4,201,266 $1,560,857 59% $339,517,750 $207,131,344 ($132,386,406) -39% $15,410,826,933 $16,424,018,550 $1,013,191,617 7% Hardware/Tools/Plumbing/Electrical Supplies $1,035,716 $1,699,900 $664,184 64% $131,361,579 $134,686,206 $3,324,627 3% $5,751,551,456 $10,213,613,916 $4,462,062,460 78% Meats/Nonalcoholic Beverages $8,181,706 $15,063,668 $6,881,963 84% $1,025,202,827 $591,543,066 ($433,659,761) -42% $49,931,233,560 $34,275,942,351 ($15,655,291,209) -31% Dimensional Lumber/Other Building Materials $2,431,691 $4,608,466 $2,176,775 90% $305,865,340 $351,431,897 $45,566,557 15% $13,576,072,587 $24,334,162,681 $10,758,090,094 79% Paints/Sundries/Wallpaper/Wall Coverings $405,629 $770,881 $365,252 90% $51,567,254 $63,972,870 $12,405,616 24% $2,321,596,151 $4,378,227,245 $2,056,631,094 89% Lawn/Garden/Farm Equipment/Supplies $1,728,651 $3,436,667 $1,708,016 99% $220,063,220 $181,273,337 ($38,789,883) -18% $9,908,422,210 $12,488,574,673 $2,580,152,463 26% Toys/Hobby Goods/Games $729,233 $1,488,919 $759,686 104% $93,467,033 $72,840,643 ($20,626,390) -22% $4,210,828,058 $7,284,994,710 $3,074,166,652 73% Small Electric Appliances $124,047 $288,981 $164,934 133% $15,974,826 $18,799,970 $2,825,144 18% $768,971,440 $1,732,804,131 $963,832,691 125% Mens Wear $699,992 $1,631,720 $931,728 133% $92,872,758 $188,843,657 $95,970,899 103% $4,331,046,388 $12,985,950,371 $8,654,903,983 200% Footwear, including Accessories $1,167,645 $2,844,194 $1,676,549 144% $153,597,718 $161,345,541 $7,747,823 5% $7,233,165,366 $11,965,100,133 $4,731,934,767 65% Floor/Floor Coverings $341,470 $870,688 $529,218 155% $43,128,552 $54,861,928 $11,733,376 27% $1,905,995,137 $4,270,964,579 $2,364,969,442 124% Childrens Wear/Infants/Toddlers Clothing $348,398 $903,849 $555,452 159% $45,762,481 $85,870,966 $40,108,485 88% $2,197,419,496 $5,769,434,106 $3,572,014,610 163% Jewelry (including Watches) $318,707 $830,323 $511,616 161% $42,947,782 $58,522,494 $15,574,712 36% $2,137,840,064 $8,325,218,537 $6,187,378,473 289% Cigars/Cigarettes/Tobacco/Accessories $1,411,143 $4,100,174 $2,689,031 191% $173,268,029 $171,125,435 ($2,142,594) -1% $7,305,824,558 $9,669,020,793 $2,363,196,235 32% Audio Equipment/Musical Instruments $140,348 $416,981 $276,633 197% $18,867,874 $26,758,319 $7,890,445 42% $955,574,699 $2,200,130,390 $1,244,555,691 130% Automotive Fuels $8,147,083 $31,772,931 $23,625,849 290% $1,039,967,824 $1,078,399,681 $38,431,857 4% $48,842,957,305 $62,139,244,216 $13,296,286,911 27% Kitchenware/Home Furnishings $227,312 $1,098,520 $871,208 383% $29,024,740 $46,956,730 $17,931,990 62% $1,295,580,728 $2,882,793,305 $1,587,212,577 123% Soaps/Detergents/Household Cleaners $373,024 $1,997,818 $1,624,795 436% $47,239,785 $78,238,561 $30,998,776 66% $2,088,794,258 $3,726,715,554 $1,637,921,296 78% Books/Periodicals $186,263 $1,446,294 $1,260,031 676% $24,678,734 $20,618,536 ($4,060,198) -16% $1,170,365,160 $2,311,039,019 $1,140,673,859 97% ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 3 Consumer Demand & Market Supply Assessment
Site: Taft Hills Plaza
Address:

Date Report Created: 3/2/2026
Taft CA Kern County CA California
Data for this report is provided via the Market Outlook database from Synergos Technologies, Inc (STI).

Market Outlook is based on the following -
• the Consumer Expenditure Survey (CE), a program of the Bureau of Labor Statistics (BLS); • the U.S. Census Bureau’s monthly and annual Retail Trade (CRT) reports; • the Census Bureau’s Economic Census; with supporting demographic data from STI: PopStats data and STI: WorkPlace.

Market Outlook data covers 31 leading retail segments and 40 major product and service lines.

The difference between demand and supply represents the opportunity gap or surplus available for each retail outlet cited on the Market Outlook report for the specified trade area or reporting geography. When the demand is greater than (or less than) the supply, there is an opportunity gap (or surplus) for that retail outlet.

In other words, a negative value signifies an opportunity gap where the Consumer Demand is higher than the Market Supply, while a positive value signifies a surplus.

Consumer Demand/Market Supply Index:
n = 100 (Equilibrium)
n > 100 suggests demand is not being fully met within the market, consumers are leaving the area to shop n < 100 suggests supply exceeds demand, attracting consumers from outside the defined area ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 3 of 3 Site: Taft Hills Plaza
Address:

Date: 3/2/2026
Taft CA Kern County CA California
1A Top Shelf 0.0% 0.8% ##
1B Affluent Suburbia 0.0% 10.3% ##
2A New Suburban Families 0.0% 7.8% ##
2B Older Empty Nest Families 0.0% 1.9% ##
3A Mid-Income Rural 0.4% 9.0% ##
3B Urbanites 52.5% 14.7% ##
3C Older Mid-Income Households 0.0% 1.2% ##
4A Rising Middle Income Families 0.0% 0.7% ##
4B Young Aspirations 0.1% 30.6% ##
5A College Students and Recent Graduates 0.0% 0.0% ##
5B Middle America 0.0% 0.4% ##
5C Upscale Young Singles and Couples 0.0% 0.0% ##
6A Ethnic and Small Town Groups 2.4% 14.2% ##
6B Blue Collar Urbanites 0.0% 0.2% ##
6C Industrial Remnants 0.0% 0.5% ##
7A Military and Blue Collar 0.0% 0.0% ##
7B Rural Working Blues 44.5% 7.2% ##
7C Ageing Small Town America 0.2% 0.4% ##
SUM(F11,F16,F22,F28,F35,F41,F47,F51,F57,F64,F68,F75,F79,F86,F91,F96,F100,F108) Total Households 2,495 100% 292,622 100% 13,781,809 100% Rank * Cluster Lifestage Group Households % Households % Households % 1 44 Pacific Second City 3B Urbanites 1,311 52.5% 37,977 13.0% 766,234 5.6% 2 24 Remote Latino Neighborhoods 7B Rural Working Blues 947 37.9% 17,993 6.1% 183,933 1.3% 3 48 Tex-Mex 7B Rural Working Blues 162 6.5% 1,645 0.6% 5,587 0.0% 4 65 Small Towns 6A Ethnic and Small Town Groups 25 1.0% 4,157 1.4% 7,296 0.1% 5 59 Hardworking Latino Families 6A Ethnic and Small Town Groups 20 0.8% 15,714 5.4% 192,386 1.4% 6 31 Latino Workforce 6A Ethnic and Small Town Groups 15 0.6% 21,023 7.2% 766,780 5.6% 7 13 Cowboy Country 3A Mid-Income Rural 9 0.4% 21,479 7.3% 828,725 6.0% 8 55 Mining Areas 7C Aging Small Town America 4 0.2% 546 0.2% 2,161 0.0% 9 35 Generational Dreams 4B Young Aspirations 1 0.1% 78,917 27.0% 2,116,407 15.4% 10 47 Simply Southern 7B Rural Working Blues 1 0.0% 593 0.2% 17,338 0.1% * Rank is based on Trade Area 1 cluster size
Taft CA Kern County CA California
Trade Area 1: Trade Area 2: Trade Area 3:

Household Segmentation Profile
Trade Area 1: Trade Area 2: Trade Area 3:

Taft CA Kern County CA California

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
1A Top Shelf
1B Affluent Suburbia
2A New Suburban Families
2B Older Empty Nest Families
3A Mid-Income Rural
3B Urbanites
3C Older Mid-Income Households
4A Rising Middle Income Families
4B Young Aspirations
5A College Students and Recent Graduates
5B Middle America
5C Upscale Young Singles and Couples
6A Ethnic and Small Town Groups
6B Blue Collar Urbanites
6C Industrial Remnants
7A Military and Blue Collar
7B Rural Working Blues
7C Ageing Small Town America
Household Lifestage Group Comparison
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from the originals. Page 1 of 3 Household Segmentation Profile
Market: 0
Date: 3/2/2026
TOTAL HOUSEHOLDS 2,495 100% 292,622 100% 13,781,809 100% Segment Group Cluster Name
1A Top Shelf 0 0.0% 2,449 0.8% 994,556 7.2%
01 One Percenters 0 0.0% 24 0.0% 319,841 2.3%
02 Peak Performers 0 0.0% 108 0.0% 654,066 4.7%
03 Second City Moguls 0 0.0% 2,317 0.8% 20,649 0.1%
1B Affluent Suburbia 0 0.0% 30,229 10.3% 560,578 4.1%
04 Sprawl Success 0 0.0% 24,667 8.4% 413,844 3.0%
05 Transitioning Affluent Families 0 0.0% 5,562 1.9% 98,858 0.7% 06 Best of Both Worlds 0 0.0% 0 0.0% 42,252 0.3%
09 Successful Urban Refugees 0 0.0% 0 0.0% 5,624 0.0%
2A New Suburban Families 0 0.0% 22,846 7.8% 245,697 1.8% 17 New American Dreams 0 0.0% 6,785 2.3% 29,981 0.2%
21 New Suburban Style 0 0.0% 13,168 4.5% 192,095 1.4%
34 Midwestern Comforts 0 0.0% 70 0.0% 1,590 0.0%
42 Rising Fortunes 0 0.0% 2,823 1.0% 22,031 0.2%
2B Older Empty Nest Families 0 0.0% 5,471 1.9% 266,006 1.9% 12 Mainstream Established Suburbs 0 0.0% 3,362 1.1% 111,223 0.8% 15 Comfortable Retirement 0 0.0% 1,575 0.5% 121,969 0.9% 18 Small Town Middle Managers 0 0.0% 0 0.0% 18 0.0%
33 Noreasters 0 0.0% 15 0.0% 31,770 0.2%
41 Garden Variety Suburbia 0 0.0% 519 0.2% 1,026 0.0%
3A Mid-Income Rural 9 0.4% 26,467 9.0% 904,939 6.6%
13 Cowboy Country 9 0.4% 21,479 7.3% 828,725 6.0%
16 Spacious Suburbs 0 0.0% 3 0.0% 8,754 0.1%
20 Rugged Individualists 0 0.0% 4,710 1.6% 48,445 0.4%
51 Boots and Brew 0 0.0% 275 0.1% 19,015 0.1%
3B Urbanites 1,311 52.5% 42,984 14.7% 867,110 6.3%
38 Failing Prospects 0 0.0% 636 0.2% 842 0.0%
44 Pacific Second City 1,311 52.5% 37,977 13.0% 766,234 5.6% 45 Northern Blues 0 0.0% 0 0.0% 513 0.0%
58 Marking Time 0 0.0% 4,371 1.5% 99,521 0.7%
3C Older Mid-Income Households 0 0.0% 3,568 1.2% 196,310 1.4% 46 Recessive Singles 0 0.0% 391 0.1% 9,326 0.1%
49 Sierra Siesta 0 0.0% 3,177 1.1% 186,984 1.4%
4A Rising Middle Income Families 0 0.0% 2,094 0.7% 3,959,909 28.7% 07 Upscale Diversity 0 0.0% 6 0.0% 231,389 1.7%
08 Living the Dream 0 0.0% 704 0.2% 79,076 0.6%
10 Emerging Leaders 0 0.0% 0 0.0% 1,532,775 11.1%
11 Affluent Newcomers 0 0.0% 1,384 0.5% 2,116,669 15.4% 4B Young Aspirations 1 0.1% 89,425 30.6% 2,684,084 19.5% 14 American Playgrounds 0 0.0% 11 0.0% 86,840 0.6%
19 Outer Suburban Affluence 0 0.0% 0 0.0% 8 0.0%
22 Up and Coming Suburban Diversity 0 0.0% 10,438 3.6% 65,253 0.5% 35 Generational Dreams 1 0.1% 78,917 27.0% 2,116,407 15.4% 40 Beltway Commuters 0 0.0% 59 0.0% 415,576 3.0%
Taft CA Kern County CA California
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 2 of 3 Household Segmentation Profile
Market: 0
Date: 3/2/2026
TOTAL HOUSEHOLDS 2,495 100% 292,622 100% 13,781,809 100% Segment Group Cluster Name Taft CA Kern County CA California 5A College Students and Recent Graduates 0 0.0% 7 0.0% 126,614 0.9% 57 Cap and Gown 0 0.0% 0 0.0% 44,358 0.3%
67 Starting Out 0 0.0% 7 0.0% 82,256 0.6%
5B Middle America 0 0.0% 1,250 0.4% 104,125 0.8%
26 High Density Diversity 0 0.0% 0 0.0% 31,518 0.2%
36 Olde New England 0 0.0% 0 0.0% 398 0.0%
39 Second City Beginnings 0 0.0% 408 0.1% 66,465 0.5%
43 Classic Interstate Suburbia 0 0.0% 842 0.3% 5,744 0.0% 5C Upscale Young Singles and Couples 0 0.0% 27 0.0% 833,221 6.0% 25 Hipsters and Geeks 0 0.0% 0 0.0% 217,854 1.6%
27 Young Coastal Technocrats 0 0.0% 27 0.0% 615,367 4.5% 6A Ethnic and Small Town Groups 59 2.4% 41,634 14.2% 991,913 7.2% 31 Working Hispania 15 0.6% 21,023 7.2% 766,780 5.6%
59 Hispanic Working Poor 20 0.8% 15,714 5.4% 192,386 1.4% 60 Bordertown Blues 0 0.0% 546 0.2% 24,097 0.2%
64 Struggling Southerners 0 0.0% 194 0.1% 1,354 0.0%
65 Forgotten Towns 25 1.0% 4,157 1.4% 7,296 0.1%
6B Blue Collar Urbanites 0 0.0% 665 0.2% 745,355 5.4%
28 Asian-Hispanic Fusion 0 0.0% 456 0.2% 448,378 3.3%
30 True Grit 0 0.0% 0 0.0% 74,205 0.5%
32 Struggling Singles 0 0.0% 209 0.1% 222,772 1.6%
6C Industrial Remnants 0 0.0% 1,340 0.5% 24,449 0.2%
63 Southern Small City Blues 0 0.0% 712 0.2% 13,442 0.1% 66 Post Industrial Trauma 0 0.0% 0 0.0% 0 0.0%
68 Rust Belt Poverty 0 0.0% 628 0.2% 11,007 0.1%
7A Military and Blue Collar 0 0.0% 0 0.0% 13,311 0.1%
61 Communal Living 0 0.0% 0 0.0% 8,181 0.1%
62 Living Here in Allentown 0 0.0% 0 0.0% 5,130 0.0%
7B Rural Working Blues 1,110 44.5% 20,987 7.2% 236,718 1.7% 24 Isolated Hispanic Neighborhoods 947 37.9% 17,993 6.1% 183,933 1.3% 29 Big Apple Dreamers 0 0.0% 0 0.0% 18,642 0.1%
47 Simply Southern 1 0.0% 593 0.2% 17,338 0.1%
48 Tex-Mex 162 6.5% 1,645 0.6% 5,587 0.0%
53 Classic Dixie 0 0.0% 84 0.0% 2,870 0.0%
56 Gospel and Guns 1 0.0% 672 0.2% 8,348 0.1%
7C Ageing Small Town America 4 0.2% 1,179 0.4% 26,914 0.2% 23 Enduring Heartland 0 0.0% 0 0.0% 53 0.0%
37 Faded Industrial Dreams 0 0.0% 37 0.0% 176 0.0%
50 Great Plains Great Struggles 0 0.0% 569 0.2% 4,995 0.0% 52 Great Open Country 0 0.0% 5 0.0% 5,294 0.0%
54 Off the Beaten Path 0 0.0% 22 0.0% 14,235 0.1%
55 Hollows and Hills 4 0.2% 546 0.2% 2,161 0.0%
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 3 of 3 Finley Dr & 4th St, Taft
5 Minutes 10 Minutes 15 Minutes
Population 15,611 16,164 17,263
Daytime Population 22,656 23,564 24,727
Households 4,858 5,010 5,393
Average Age 36.4 36.5 36.8
Average HH Income $77,661 $77,652 $78,077
White Collar (Residents) 31.3% 31.8% 32.7%
College Degree & Above 15.5% 15.6% 15.8%
www.hdlcompanies.com 714.879.5000
Consumer Demographic Profile
Site: Pilot Plaza
Address:

Date Report Created: 3/2/2026
# % # % # %
Market Stats
Population 15,611 --- 16,164 --- 17,263 ---
5 Year Projected Pop 16,595 --- 17,175 --- 18,332 ---
Pop Growth (%) 6.3% --- 6.3% --- 6.2% ---
Households 4,858 --- 5,010 --- 5,393 ---
5 Year Projected HHs 5,175 --- 5,336 --- 5,740 ---
HH Growth (%) 6.5% --- 6.5% --- 6.4% ---
Census Stats
2010 Population 15,443 --- 16,090 --- 17,266 ---
2020 Population 15,680 --- 16,239 --- 17,355 ---
Pop Growth (%) 1.5% --- 0.9% --- 0.5% ---
2010 Households 4,763 --- 4,918 --- 5,302 ---
2020 Households 4,878 --- 5,033 --- 5,421 ---
HH Growth (%) 2.4% --- 2.3% --- 2.3% ---
Total Population by Age
Average Age 36.4 36.5 36.8
19 yrs & under 4,012 25.7% 4,124 25.5% 4,356 25.2%
20 to 24 yrs 1,767 11.3% 1,814 11.2% 1,916 11.1%
25 to 34 yrs 2,508 16.1% 2,604 16.1% 2,730 15.8%
35 to 44 yrs 2,029 13.0% 2,121 13.1% 2,267 13.1%
45 to 54 yrs 1,693 10.8% 1,762 10.9% 1,888 10.9%
55 to 64 yrs 1,508 9.7% 1,572 9.7% 1,735 10.1%
65 to 74 yrs 1,230 7.9% 1,274 7.9% 1,389 8.0%
75 to 84 yrs 649 4.2% 672 4.2% 739 4.3%
85 + yrs 216 1.4% 223 1.4% 242 1.4%
Population Bases
20-34 yrs 4,275 27.4% 4,418 27.3% 4,647 26.9%
45-64 yrs 3,201 20.5% 3,334 20.6% 3,623 21.0%
16 yrs + 12,094 77.5% 12,548 77.6% 13,441 77.9%
25 yrs + 9,832 63.0% 10,226 63.3% 10,991 63.7%
65 yrs + 2,094 13.4% 2,168 13.4% 2,370 13.7%
75 yrs + 865 5.5% 894 5.5% 981 5.7%
85 yrs + 216 1.4% 223 1.4% 242 1.4%
5 Min Drive 10 Min Drive 15 Min Drive

6.1%

6.2%

6.3%

6.4%
Pop Growth (%)

6.4%

6.5%

6.5%
HH Growth (%)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%
20 to
24 yrs
25 to
34 yrs
35 to
44 yrs
45 to
54 yrs
55 to
64 yrs
65 to
74 yrs
75 to
84 yrs
Population by Age Group
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Population by Race
White 7,354 47.1% 7,634 47.2% 8,334 48.3%
Hispanic 7,364 47.2% 7,595 47.0% 7,904 45.8%
Black 96 0.6% 106 0.7% 111 0.6%
Asian 80 0.5% 87 0.5% 92 0.5%
Ancestry
American Indian (ancestry) 105 0.7% 111 0.7% 131 0.8%
Hawaiin (ancestry) 59 0.4% 59 0.4% 59 0.3%
Household Income
Per Capita Income $24,168 --- $24,068 --- $24,390 ---
Average HH Income $77,661 --- $77,652 --- $78,077 ---
Median HH Income $61,299 --- $61,227 --- $61,374 ---
Less than $25K 1,049 21.6% 1,073 21.4% 1,140 21.1%
$25K to $34.9K 317 6.5% 331 6.6% 363 6.7%
$35K to $49.9K 594 12.2% 616 12.3% 658 12.2%
$50K to $74.9K 1,048 21.6% 1,085 21.7% 1,149 21.3%
$75K to $99.9K 561 11.6% 578 11.5% 620 11.5%
$100K to $149.9K 734 15.1% 751 15.0% 838 15.5%
$150K to $199.9K 316 6.5% 327 6.5% 352 6.5%
$200K + 239 4.9% 249 5.0% 272 5.0%
Education 9,832 10,226 10,991
Less than 9th Grade 1,390 14.1% 1,426 13.9% 1,472 13.4% Some HS, No Diploma 1,201 12.2% 1,263 12.4% 1,418 12.9% HS Grad (or Equivalent) 2,982 30.3% 3,134 30.6% 3,414 31.1% Some College, No Degree 2,670 27.2% 2,745 26.8% 2,896 26.3% Associate Degree 718 7.3% 755 7.4% 837 7.6%
Bachelor Degree 544 5.5% 564 5.5% 600 5.5%
Graduates Degree 268 2.7% 279 2.7% 293 2.7%

0.0%

10.0%

20.0%

30.0%
Less
than
$25K
$25K
to
$34.9K
$35K
to
$49.9K
$50K
to
$74.9K
$75K
to
$99.9K
$100K
to
$149.9K
$150K
to
$199.9K
Household Income Levels - %

0.0%

20.0%

40.0%
HS Grad
(or
Equivalent)
Some
College, No
Degree
Associate
Degree
Bachelor
Degree Graduates
Degree
Education

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%
White
Hispanic
Black
Asian
Ethnic Breakdown
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Family Structure 3,592 3,697 3,962
Single - Male 263 7.3% 266 7.2% 287 7.2%
Single - Female 320 8.9% 325 8.8% 348 8.8%
Single Parent - Male 593 16.5% 604 16.3% 611 15.4%
Single Parent - Female 565 15.7% 567 15.3% 580 14.6%
Married w/ Children 707 19.7% 739 20.0% 841 21.2%
Married w/out Children 1,145 31.9% 1,196 32.3% 1,295 32.7% Household Size
1 Person 988 20.3% 1,025 20.5% 1,112 20.6%
2 People 1,210 24.9% 1,247 24.9% 1,371 25.4%
3 People 823 16.9% 845 16.9% 904 16.8%
4 to 6 People 1,572 32.3% 1,620 32.3% 1,719 31.9%
7+ People 265 5.5% 273 5.5% 286 5.3%
Home Ownership 4,858 5,010 5,393
Owners 2,241 46.1% 2,332 46.6% 2,578 47.8%
Renters 2,617 53.9% 2,678 53.4% 2,815 52.2%
Components of Change
Births 176 1.1% 180 1.1% 189 1.1%
Deaths 80 0.5% 82 0.5% 90 0.5%
Migration -156 -1.0% -160 -1.0% -156 -0.9%
Employment (Pop 16+) 12,094 12,548 13,441
Armed Services 0 0.0% 0 0.0% 0 0.0%
Civilian 7,263 60.1% 7,519 59.9% 7,946 59.1%
Employed 6,432 53.2% 6,644 53.0% 7,009 52.1% 5 Min Drive 10 Min Drive 15 Min Drive Unemployed 832 6.9% 875 7.0% 937 7.0%
Not in Labor Force 4,830 39.9% 5,029 40.1% 5,496 40.9%
Employed Population 6,432 6,644 7,009
White Collar 2,012 31.3% 2,114 31.8% 2,290 32.7%
Blue Collar 4,420 68.7% 4,530 68.2% 4,719 67.3%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%
1 Person 2 People 3 People 4 to 6
People
Household Size

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
5 Min Drive 10 Min Drive 15 Min Drive
Civilian Employment
Employed Unemployed
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Employment By Occupation 6,432 6,644 7,009
White Collar 2,012 31.3% 2,114 31.8% 2,290 32.7%
Managerial executive 385 6.0% 411 6.2% 469 6.7%
Prof specialty 780 12.1% 809 12.2% 849 12.1%
Healthcare support 169 2.6% 177 2.7% 215 3.1%
Sales 279 4.3% 292 4.4% 309 4.4%
Office Admin 399 6.2% 426 6.4% 448 6.4%
Blue Collar 4,420 68.7% 4,530 68.2% 4,719 67.3%
Protective 299 4.7% 302 4.5% 315 4.5%
Food Prep Serving 267 4.2% 279 4.2% 291 4.1%
Bldg Maint/Cleaning 569 8.8% 571 8.6% 573 8.2%
Personal Care 158 2.5% 159 2.4% 159 2.3%
Farming/Fishing/Forestry 1,133 17.6% 1,148 17.3% 1,165 16.6% Construction 871 13.5% 911 13.7% 972 13.9%
Production Transp 1,122 17.4% 1,160 17.5% 1,245 17.8%
Employment By Industry 6,432 6,644 7,009
Agri Mining Const 2,273 35.3% 2,336 35.2% 2,433 34.7%
Manufacturing 248 3.9% 261 3.9% 274 3.9%
Transportation 276 4.3% 285 4.3% 317 4.5%
Information 142 2.2% 143 2.1% 147 2.1%
Wholesale Retail 547 8.5% 581 8.7% 635 9.1%
Fin Insur Real Estate 139 2.2% 140 2.1% 141 2.0%
Professional Services 130 2.0% 133 2.0% 139 2.0%
Management Services 0 0.0% 0 0.0% 0 0.0%
Admin Waste Services 343 5.3% 351 5.3% 368 5.2%
Educational services 1,296 20.1% 1,329 20.0% 1,390 19.8% Entertain services 439 6.8% 453 6.8% 467 6.7%
Other Prof services 235 3.6% 252 3.8% 297 4.2%
Public admin 366 5.7% 381 5.7% 402 5.7%

0.0%

10.0%

20.0%

30.0%

40.0%
Industry Breakdown

0.0%

10.0%

20.0%

Address:

Date Report Created:

Daytime Population
Student Population
Median Employee Salary
Average Employee Salary
Wages
Salary/Wage per Employee per Annum
Under $15,000 CrYr 2.0% 2.0% 2.1%
15,000 to 30,000 CrYr 1.0% 1.0% 1.0%
30,000 to 45,000 CrYr 24.4% 23.9% 23.7%
45,000 to 60,000 CrYr 24.9% 24.7% 24.6%
60,000 to 75,000 CrYr 14.7% 14.9% 15.0%
75,000 to 90,000 CrYr 12.4% 12.5% 12.6%
90,000 to 100,000 CrYr 5.1% 5.2% 5.1%
Over 100,000 CrYr 15.4% 15.7% 15.7%
Industry Groups
# % # % # % # % # % # %
Total 344 100% 4,358 100% 356 100% 4,599 100% 376 100% 4,865 100% Accomodation & Food Services 33 9.6% 343 7.9% 34 9.5% 350 7.6% 36 9.5% 369 7.6% Administration & Support Services 6 1.7% 46 1.1% 7 1.8% 50 1.1% 8 2.2% 68 1.4% Agriculure, Forestry, Fishing, Hunting 1 0.3% 20 0.5% 1 0.4% 27 0.6% 2 0.5% 30 0.6% Arts, Entertainment, & Recreation 6 1.9% 95 2.2% 7 1.9% 98 2.1% 7 2.0% 110 2.3% Construction 15 4.4% 149 3.4% 16 4.4% 157 3.4% 18 4.7% 179 3.7% Educational Services 12 3.6% 546 12.5% 13 3.7% 577 12.5% 13 3.6% 602 12.4% Finance & Insurance 13 3.7% 48 1.1% 13 3.6% 49 1.1% 13 3.4% 49 1.0% Health Care & Social Assistance 61 17.6% 582 13.3% 61 17.1% 584 12.7% 61 16.3% 585 12.0% Information 14 4.1% 230 5.3% 14 4.0% 231 5.0% 14 3.8% 231 4.7% Management of Companies & Enterprises 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% Manufacturing 9 2.5% 102 2.3% 9 2.6% 114 2.5% 10 2.7% 129 2.7% Mining 4 1.1% 87 2.0% 4 1.2% 97 2.1% 5 1.5% 124 2.5%
Professional, Scientific, & Technical Services 17 5.1% 115 2.6% 18 5.0% 117 2.5% 18 4.9% 120 2.5% Real Estate, Rental, Leasing 7 2.1% 31 0.7% 7 2.1% 32 0.7% 9 2.3% 38 0.8% Retail Trade 53 15.3% 549 12.6% 54 15.1% 559 12.1% 54 14.5% 565 11.6% Transportation & Storage 8 2.5% 74 1.7% 9 2.5% 76 1.6% 10 2.7% 86 1.8% Utilities 2 0.5% 30 0.7% 2 0.6% 38 0.8% 2 0.6% 43 0.9%
Wholesale Trade 8 2.2% 30 0.7% 9 2.4% 33 0.7% 10 2.7% 37 0.8% Other Services 75 21.9% 1,281 29.4% 79 22.2% 1,412 30.7% 83 22.2% 1,501 30.9% 223 249
672 765
240
724
# # #
539 613
87 104
45 49
93 48
1,065 1,155
1,084 1,198
642
Establishments Employees Establishments Employees Establishments 731
1,101
1,136
684
575
58,464 59,052 59,330
66,436 66,849 66,865
Employees
5 Min Drive 10 Min Drive 15 Min Drive
Pilot Plaza
3/2/2026
22,656 24,727
12,092 12,845
23,564
12,507

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Address:

Date Report Created:
5 Min Drive 10 Min Drive 15 Min Drive
Pilot Plaza
3/2/2026
Occupations
White Collar 58.9% 59.1% 58.4%
Architecture & Engineering 1.4% 1.4% 1.4%
Community & Social Science 4.3% 4.2% 4.1%
Computer/Mathematical Science 2.0% 2.0% 1.9%
Education, Training, & Library 12.7% 13.1% 13.0%
Entertainment & Media 2.1% 2.1% 2.0%
Healthcare Practitioners 4.9% 4.9% 4.7%
Healthcare Support 2.4% 2.3% 2.3%
Legal 0.6% 0.6% 0.6%
Life, Physical, & Social Science 1.5% 1.6% 1.6%
Management 5.8% 5.8% 5.8%
Office & Administrative Support 17.5% 17.4% 17.2%
Blue Collar 40.9% 40.6% 41.3%
Building & Grounds Cleaning & Maintenance 3.3% 3.3% 3.3% Construction 3.4% 3.5% 3.8%
Farming, Fishing, & Forestry 0.3% 0.4% 0.4%
Food Service 7.9% 7.8% 7.8%
Installation & Maintenance 3.6% 3.6% 3.7%
Personal Care & Service 2.2% 2.1% 2.2%
Production 2.8% 2.8% 2.9%
Protective Service 2.9% 3.0% 3.0%
Sales & Related 9.7% 9.4% 9.1%
Transportation & Material Moving 4.7% 4.8% 5.0%
Military Services 0.2% 0.3% 0.3%
Employee Totals and History
Current
2025 Q3
2025 Q2
2025 Q1
2024 Q4
2024 Q3
2024 Q2
2024 Q1
2023 Q4
# # #
12 15
129
# of Employees
99 346
156
761 836
2,719
799
218
10 207 245
96 107
434
143
125 144
425 443
120
379
178
137
144 162
149 186
15 20
151
160
19 357
165
67 78
251 281
1,781 2,008
73 264
1,868
216 229
104 110
26 31
225
108
29 86 94
555 631
93 97
91 601
95 4,553
59 4,789
5,073
4,522 5,053
4,209 4,702
4,512 5,043
4,768
4,541 5,081
4,816 5,385
4,431
4,759
70 185 199
64 194
4,477
4,358 4,599 4,865
# of Employees # of Employees
2,567 2,842
4,073 4,545
4,314 4,817
4,240 4,737
4,291

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

Date Report Created: 3/2/2026
Demographics
Population 15,611 16,164 17,263
5-Year Population estimate 16,595 17,175 18,332
Population Households 15,165 15,617 16,689
Group Quarters Population 445 547 573
Households 4,858 5,010 5,393
5-Year Households estimate 5,175 5,336 5,740
WorkPlace Establishments 344 356 376
Workplace Employees 4,358 4,599 4,865
Median Household Income $61,299 $61,227 $61,374
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Establishments Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Automotive Dealers $55,745,428 $0 ($55,745,428) -100% $57,422,648 $0 ($57,422,648) -100% $61,489,390 $0 ($61,489,390) -100% Furniture Stores $2,473,299 $0 ($2,473,299) -100% $2,548,444 $0 ($2,548,444) -100% $2,731,248 $0 ($2,731,248) -100% Electronics/Appliance $3,563,230 $0 ($3,563,230) -100% $3,684,304 $0 ($3,684,304) -100% $3,938,501 $0 ($3,938,501) -100% Lawn/Garden Equipment/Supplies Stores $1,640,987 $0 ($1,640,987) -100% $1,690,689 $0 ($1,690,689) -100% $1,810,252 $0 ($1,810,252) -100% Beer/Wine/Liquor Stores $2,870,905 $0 ($2,870,905) -100% $2,957,919 $27,624 ($2,930,295) -99% $3,163,263 $45,341 ($3,117,922) -99% Department Stores $5,660,676 $0 ($5,660,676) -100% $5,832,181 $0 ($5,832,181) -100% $6,245,893 $0 ($6,245,893) -100% Electronic Shopping/Mail Order Houses $65,019,219 $0 ($65,019,219) -100% $67,029,380 $0 ($67,029,380) -100% $71,752,169 $0 ($71,752,169) -100% Other Motor Vehicle Dealers $3,169,233 $285,901 ($2,883,332) -91% $3,265,610 $370,387 ($2,895,223) -89% $3,498,535 $392,701 ($3,105,835) -89% Clothing Stores $11,717,384 $2,412,227 ($9,305,157) -79% $12,071,946 $2,412,227 ($9,659,719) -80% $12,926,614 $2,412,227 ($10,514,387) -81% Health/Personal Care Stores $18,528,971 $4,532,451 ($13,996,521) -76% $19,087,951 $4,726,588 ($14,361,363) -75% $20,430,027 $4,777,862 ($15,652,165) -77% Special Food Services $3,673,634 $982,970 ($2,690,664) -73% $3,785,493 $1,006,023 ($2,779,470) -73% $4,055,320 $1,125,995 ($2,929,325) -72% Other Misc. Store Retailers $5,492,644 $2,020,537 ($3,472,107) -63% $5,659,188 $2,020,537 ($3,638,651) -64% $6,061,556 $2,020,537 ($4,041,019) -67% Jewelry/Luggage/Leather Goods $1,786,161 $695,749 ($1,090,412) -61% $1,840,586 $695,749 ($1,144,837) -62% $1,971,801 $695,749 ($1,276,052) -65% Building Material/Supplies Dealers $17,885,578 $8,036,523 ($9,849,055) -55% $18,425,103 $8,036,523 ($10,388,580) -56% $19,722,549 $8,036,523 ($11,686,026) -59% Home Furnishing Stores $2,539,606 $1,230,328 ($1,309,278) -52% $2,616,631 $1,276,253 ($1,340,379) -51% $2,802,630 $1,305,707 ($1,496,923) -53% Specialty Food Stores $1,977,427 $1,020,962 ($956,465) -48% $2,036,816 $1,020,962 ($1,015,854) -50% $2,177,759 $1,020,962 ($1,156,797) -53% Office Supplies/Stationary/Gift $1,345,269 $727,224 ($618,045) -46% $1,386,279 $727,224 ($659,055) -48% $1,484,988 $727,224 ($757,764) -51% Sporting Goods/Hobby/Musical Instrument $3,169,721 $1,871,905 ($1,297,816) -41% $3,265,488 $1,871,905 ($1,393,583) -43% $3,497,257 $1,871,905 ($1,625,352) -46% Full-Service Restaurants $21,994,653 $13,361,254 ($8,633,398) -39% $22,695,141 $13,532,019 ($9,163,122) -40% $24,286,903 $13,577,120 ($10,709,783) -44% Limited-Service Eating Places $22,198,011 $14,908,444 ($7,289,567) -33% $22,885,046 $15,322,135 ($7,562,911) -33% $24,499,566 $16,451,000 ($8,048,567) -33% Bar/Drinking Places (Alcoholic Beverages) $1,348,210 $968,664 ($379,546) -28% $1,414,646 $968,664 ($445,982) -32% $1,501,063 $968,664 ($532,399) -35% Direct Selling Establishments $1,176,777 $1,138,095 ($38,682) -3% $1,212,544 $1,145,992 ($66,553) -5% $1,298,701 $1,148,077 ($150,624) -12% Gasoline Stations $29,224,667 $40,184,127 $10,959,460 38% $30,106,234 $41,290,733 $11,184,500 37% $32,204,240 $42,339,339 $10,135,099 31% Used Merchandise Stores $926,516 $1,275,956 $349,440 38% $954,694 $1,275,956 $321,262 34% $1,022,789 $1,275,956 $253,167 25% Other General Merchandise Stores $34,511,122 $49,874,157 $15,363,035 45% $35,554,821 $51,031,296 $15,476,475 44% $38,055,427 $51,336,909 $13,281,482 35% Grocery Stores $36,891,744 $54,844,183 $17,952,439 49% $38,000,450 $56,331,212 $18,330,762 48% $40,636,672 $59,639,073 $19,002,401 47% Shoe Stores $1,431,899 $2,377,258 $945,359 66% $1,474,571 $2,377,258 $902,687 61% $1,577,290 $2,377,258 $799,968 51% Automotive Parts/Accessories/Tire $6,047,558 $10,710,154 $4,662,595 77% $6,229,358 $10,821,474 $4,592,116 74% $6,663,630 $10,850,875 $4,187,245 63% Book/Periodical/Music Stores $556,391 $1,891,677 $1,335,286 240% $573,326 $1,891,677 $1,318,351 230% $613,767 $1,891,677 $1,277,910 208% Florists/Misc. Store Retailers $480,827 $2,171,767 $1,690,940 352% $495,388 $2,171,767 $1,676,379 338% $530,385 $2,171,767 $1,641,382 309% Consumer Demand/Market Supply Index $365,047,747 $217,522,513 168 $376,202,874 $222,352,184 169 $402,650,187 $228,460,447 176 5 Min Drive 10 Min Drive 15 Min Drive
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 3 Consumer Demand & Market Supply Assessment
Site: Pilot Plaza
Address:

Date Report Created: 3/2/2026
5 Min Drive 10 Min Drive 15 Min Drive
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Major Product Lines Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Groceries/Other Food Items (Off Premises) $29,020,050 $47,951,311 $18,931,261 65% $29,887,947 $49,180,363 $19,292,416 65% $31,952,104 $51,176,744 $19,224,641 60% Autos/Cars/Vans/Trucks/Motorcycles $23,362,579 $26,431 ($23,336,148) -100% $24,055,958 $26,867 ($24,029,091) -100% $25,747,531 $26,982 ($25,720,550) -100% Photographic Equipment/Supplies $344,452 $750 ($343,701) -100% $354,440 $764 ($353,676) -100% $379,433 $793 ($378,640) -100% Televisions/VCR/Video Cameras/DVD etc $918,379 $37,776 ($880,603) -96% $945,891 $38,649 ($907,242) -96% $1,011,021 $38,879 ($972,142) -96% Household Fuels (incl Oil, LP gas, Wood, Coal) $1,193,800 $116,437 ($1,077,363) -90% $1,230,729 $119,521 ($1,111,208) -90% $1,320,721 $122,961 ($1,197,760) -91% All Other Merchandise $183,250,503 $39,907,010 ($143,343,493) -78% $188,823,436 $40,771,578 ($148,051,857) -78% $202,292,304 $41,791,412 ($160,500,893) -79% Computer Hardware/Software/Supplies $3,794,269 $958,722 ($2,835,546) -75% $3,966,868 $979,011 ($2,987,857) -75% $4,217,613 $984,369 ($3,233,244) -77% Furniture/Sleep/Outdoor/Patio Furniture $3,222,398 $912,345 ($2,310,053) -72% $3,320,287 $932,713 ($2,387,573) -72% $3,559,229 $939,082 ($2,620,147) -74% Optical Goods (incl Eyeglasses, Sunglasses) $435,175 $141,469 ($293,706) -67% $448,481 $147,030 ($301,450) -67% $481,766 $148,585 ($333,181) -69% Paper/Related Products $842,908 $360,463 ($482,445) -57% $868,204 $370,215 ($497,990) -57% $927,887 $390,343 ($537,544) -58% Curtains/Draperies/Slipcovers/Bed/Coverings $411,513 $186,515 ($224,998) -55% $423,952 $188,461 ($235,491) -56% $455,463 $189,620 ($265,843) -58% Drugs/Health Aids/Beauty Aids/Cosmetics $17,018,612 $8,044,074 ($8,974,539) -53% $17,527,351 $8,295,556 ($9,231,795) -53% $18,737,768 $8,445,989 ($10,291,780) -55% Womens/Juniors/Misses Wear $4,006,092 $2,369,355 ($1,636,737) -41% $4,127,014 $2,397,850 ($1,729,164) -42% $4,416,937 $2,405,831 ($2,011,106) -46% Alcoholic Drinks Served at the Establishment $2,082,642 $1,385,685 ($696,957) -33% $2,196,947 $1,395,385 ($801,562) -36% $2,325,166 $1,402,202 ($922,964) -40% Major Household Appliances $921,660 $619,312 ($302,348) -33% $949,821 $624,166 ($325,655) -34% $1,019,537 $625,450 ($394,087) -39% Automotive Lubricants (incl Oil, Greases) $921,660 $619,312 ($302,348) -33% $949,821 $624,166 ($325,655) -34% $1,019,537 $625,450 ($394,087) -39% Pets/Pet Foods/Pet Supplies $3,239,153 $2,199,987 ($1,039,166) -32% $3,337,300 $2,237,605 ($1,099,695) -33% $3,575,690 $2,259,303 ($1,316,387) -37% Packaged Liquor/Wine/Beer $5,591,104 $4,068,380 ($1,522,725) -27% $5,758,588 $4,198,627 ($1,559,961) -27% $6,159,135 $4,375,231 ($1,783,905) -29% Hardware/Tools/Plumbing/Electrical Supplies $2,196,635 $1,703,438 ($493,197) -22% $2,262,210 $1,707,404 ($554,807) -25% $2,418,797 $1,708,734 ($710,063) -29% Meats/Nonalcoholic Beverages $16,377,545 $14,677,990 ($1,699,556) -10% $16,898,294 $14,991,693 ($1,906,601) -11% $18,067,743 $15,622,263 ($2,445,480) -14% Paints/Sundries/Wallpaper/Wall Coverings $855,540 $775,137 ($80,403) -9% $881,177 $776,554 ($104,623) -12% $941,985 $776,935 ($165,050) -18% Dimensional Lumber/Other Building Materials $5,128,199 $4,685,536 ($442,662) -9% $5,281,566 $4,709,095 ($572,471) -11% $5,647,714 $4,716,305 ($931,408) -16% Lawn/Garden/Farm Equipment/Supplies $3,640,678 $3,580,208 ($60,470) -2% $3,750,719 $3,600,297 ($150,422) -4% $4,014,555 $3,617,561 ($396,993) -10% Sporting Goods (incl Bicycles/Sports Vehicles) $818,084 $920,767 $102,683 13% $842,150 $924,063 $81,913 10% $902,108 $925,534 $23,426 3% Toys/Hobby Goods/Games $1,548,080 $1,778,143 $230,063 15% $1,594,308 $1,809,268 $214,960 13% $1,703,960 $1,818,800 $114,840 7% Mens Wear $1,518,369 $1,762,468 $244,099 16% $1,563,237 $1,787,763 $224,526 14% $1,670,089 $1,794,932 $124,842 7% Footwear, including Accessories $2,500,496 $2,931,589 $431,093 17% $2,574,710 $2,943,153 $368,443 14% $2,753,153 $2,946,556 $193,403 7% Small Electric Appliances $258,919 $304,997 $46,078 18% $266,585 $312,077 $45,493 17% $285,240 $315,402 $30,161 11% Floor/Floor Coverings $722,749 $868,730 $145,981 20% $744,290 $886,713 $142,423 19% $795,266 $897,806 $102,539 13% Jewelry (including Watches) $671,703 $847,421 $175,717 26% $692,295 $853,213 $160,918 23% $741,600 $854,743 $113,143 15% Childrens Wear/Infants/Toddlers Clothing $731,959 $959,515 $227,555 31% $753,486 $976,018 $222,531 30% $805,003 $980,630 $175,627 22% Cigars/Cigarettes/Tobacco/Accessories $3,013,340 $4,083,811 $1,070,470 36% $3,102,294 $4,185,893 $1,083,599 35% $3,313,317 $4,282,671 $969,353 29% Audio Equipment/Musical Instruments $297,015 $446,860 $149,845 50% $305,931 $457,228 $151,297 49% $327,018 $459,966 $132,948 41% Sewing/Knitting Materials/Supplies $57,583 $94,311 $36,728 64% $59,352 $94,421 $35,069 59% $63,532 $94,485 $30,953 49% Automotive Fuels $17,193,759 $30,816,465 $13,622,706 79% $17,710,891 $31,665,101 $13,954,210 79% $18,940,937 $32,469,257 $13,528,321 71% Kitchenware/Home Furnishings $484,823 $1,153,765 $668,943 138% $499,220 $1,181,737 $682,517 137% $533,609 $1,195,846 $662,236 124% Soaps/Detergents/Household Cleaners $793,116 $2,070,068 $1,276,952 161% $816,925 $2,117,340 $1,300,415 159% $873,181 $2,152,387 $1,279,207 146% Books/Periodicals $396,814 $1,461,169 $1,064,355 268% $408,748 $1,465,217 $1,056,469 258% $437,006 $1,466,861 $1,029,855 236% ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 3 Consumer Demand & Market Supply Assessment
Site: Pilot Plaza
Address:

Date Report Created: 3/2/2026
5 Min Drive 10 Min Drive 15 Min Drive
Data for this report is provided via the Market Outlook database from Synergos Technologies, Inc (STI).

Market Outlook data covers 31 leading retail segments and 40 major product and service lines.

In other words, a negative value signifies an opportunity gap where the Consumer Demand is higher than the Market Supply, while a positive value signifies a surplus.

Date: 3/2/2026
5 Min Drive 10 Min Drive 15 Min Drive
1A Top Shelf 0.0% 0.0% ##
1B Affluent Suburbia 0.6% 0.6% ##
2A New Suburban Families 0.0% 0.0% ##
2B Older Empty Nest Families 0.0% 0.0% ##
3A Mid-Income Rural 0.1% 0.1% ##
3B Urbanites 29.7% 28.8% ##
3C Older Mid-Income Households 0.0% 0.0% ##
4A Rising Middle Income Families 0.0% 0.0% ##
4B Young Aspirations 0.0% 0.0% ##
5A College Students and Recent Graduates 0.0% 0.0% ##
5B Middle America 0.0% 0.0% ##
5C Upscale Young Singles and Couples 0.0% 0.0% ##
6A Ethnic and Small Town Groups 16.0% 15.5% ##
6B Blue Collar Urbanites 0.0% 0.0% ##
6C Industrial Remnants 0.0% 0.0% ##
7A Military and Blue Collar 0.0% 0.0% ##
7B Rural Working Blues 53.5% 54.7% ##
7C Ageing Small Town America 0.1% 0.3% ##
SUM(F11,F16,F22,F28,F35,F41,F47,F51,F57,F64,F68,F75,F79,F86,F91,F96,F100,F108) Total Households 4,972 100% 5,132 100% 5,532 100%
Rank * Cluster Lifestage Group Households % Households % Households % 1 24 Remote Latino Neighborhoods 7B Rural Working Blues 2,394 48.2% 2,538 49.5% 2,882 52.1% 2 44 Pacific Second City 3B Urbanites 1,409 28.3% 1,409 27.5% 1,409 25.5% 3 31 Latino Workforce 6A Ethnic and Small Town Groups 534 10.7% 535 10.4% 535 9.7% 4 48 Tex-Mex 7B Rural Working Blues 267 5.4% 267 5.2% 268 4.8% 5 59 Hardworking Latino Families 6A Ethnic and Small Town Groups 237 4.8% 237 4.6% 237 4.3% 6 38 Middle America 3B Urbanites 68 1.4% 68 1.3% 68 1.2% 7 04 Young Success 1B Affluent Suburbia 30 0.6% 30 0.6% 30 0.5% 8 65 Small Towns 6A Ethnic and Small Town Groups 25 0.5% 25 0.5% 25 0.5% 9 52 Great Open Country 7C Aging Small Town America 4 0.1% 5 0.1% 5 0.1% 10 13 Cowboy Country 3A Mid-Income Rural 3 0.1% 7 0.1% 46 0.8% * Rank is based on Trade Area 1 cluster size
Household Segmentation Profile
Trade Area 1: Trade Area 2: Trade Area 3:
5 Min Drive 10 Min Drive 15 Min Drive
5 Min Drive 10 Min Drive 15 Min Drive
Trade Area 1: Trade Area 2: Trade Area 3:

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
1A Top Shelf
1B Affluent Suburbia
2A New Suburban Families
2B Older Empty Nest Families
3A Mid-Income Rural
3B Urbanites
3C Older Mid-Income Households
4A Rising Middle Income Families
4B Young Aspirations
5A College Students and Recent Graduates
5B Middle America
5C Upscale Young Singles and Couples
6A Ethnic and Small Town Groups
6B Blue Collar Urbanites
6C Industrial Remnants
7A Military and Blue Collar
7B Rural Working Blues
7C Ageing Small Town America
Household Lifestage Group Comparison
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from the originals. Page 1 of 3 Household Segmentation Profile
Market: 0
Date: 3/2/2026
TOTAL HOUSEHOLDS 4,972 100% 5,132 100% 5,532 100%
Segment Group Cluster Name
1A Top Shelf 0 0.0% 0 0.0% 0 0.0%
01 One Percenters 0 0.0% 0 0.0% 0 0.0%
02 Peak Performers 0 0.0% 0 0.0% 0 0.0%
03 Second City Moguls 0 0.0% 0 0.0% 0 0.0%
1B Affluent Suburbia 30 0.6% 30 0.6% 30 0.5%
04 Sprawl Success 30 0.6% 30 0.6% 30 0.5%
05 Transitioning Affluent Families 0 0.0% 0 0.0% 0 0.0% 06 Best of Both Worlds 0 0.0% 0 0.0% 0 0.0%
09 Successful Urban Refugees 0 0.0% 0 0.0% 0 0.0%
2A New Suburban Families 0 0.0% 0 0.0% 0 0.0%
17 New American Dreams 0 0.0% 0 0.0% 0 0.0%
21 New Suburban Style 0 0.0% 0 0.0% 0 0.0%
34 Midwestern Comforts 0 0.0% 0 0.0% 0 0.0%
42 Rising Fortunes 0 0.0% 0 0.0% 0 0.0%
2B Older Empty Nest Families 0 0.0% 0 0.0% 0 0.0%
12 Mainstream Established Suburbs 0 0.0% 0 0.0% 0 0.0%
15 Comfortable Retirement 0 0.0% 0 0.0% 0 0.0%
18 Small Town Middle Managers 0 0.0% 0 0.0% 0 0.0%
33 Noreasters 0 0.0% 0 0.0% 0 0.0%
41 Garden Variety Suburbia 0 0.0% 0 0.0% 0 0.0%
3A Mid-Income Rural 3 0.1% 7 0.1% 46 0.8%
13 Cowboy Country 3 0.1% 7 0.1% 46 0.8%
16 Spacious Suburbs 0 0.0% 0 0.0% 0 0.0%
20 Rugged Individualists 0 0.0% 0 0.0% 0 0.0%
51 Boots and Brew 0 0.0% 0 0.0% 0 0.0%
3B Urbanites 1,477 29.7% 1,477 28.8% 1,477 26.7%
38 Failing Prospects 68 1.4% 68 1.3% 68 1.2%
44 Pacific Second City 1,409 28.3% 1,409 27.5% 1,409 25.5% 45 Northern Blues 0 0.0% 0 0.0% 0 0.0%
58 Marking Time 0 0.0% 0 0.0% 0 0.0%
3C Older Mid-Income Households 0 0.0% 0 0.0% 0 0.0%
46 Recessive Singles 0 0.0% 0 0.0% 0 0.0%
49 Sierra Siesta 0 0.0% 0 0.0% 0 0.0%
4A Rising Middle Income Families 0 0.0% 0 0.0% 0 0.0%
07 Upscale Diversity 0 0.0% 0 0.0% 0 0.0%
08 Living the Dream 0 0.0% 0 0.0% 0 0.0%
10 Emerging Leaders 0 0.0% 0 0.0% 0 0.0%
11 Affluent Newcomers 0 0.0% 0 0.0% 0 0.0%
4B Young Aspirations 0 0.0% 1 0.0% 1 0.0%
14 American Playgrounds 0 0.0% 0 0.0% 0 0.0%
19 Outer Suburban Affluence 0 0.0% 0 0.0% 0 0.0%
22 Up and Coming Suburban Diversity 0 0.0% 0 0.0% 0 0.0% 35 Generational Dreams 0 0.0% 1 0.0% 1 0.0%
40 Beltway Commuters 0 0.0% 0 0.0% 0 0.0%
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Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 2 of 3 Household Segmentation Profile
Market: 0
Date: 3/2/2026
TOTAL HOUSEHOLDS 4,972 100% 5,132 100% 5,532 100%
Segment Group Cluster Name 5 Min Drive 10 Min Drive 15 Min Drive 5A College Students and Recent Graduates 0 0.0% 0 0.0% 0 0.0% 57 Cap and Gown 0 0.0% 0 0.0% 0 0.0%
67 Starting Out 0 0.0% 0 0.0% 0 0.0%
5B Middle America 0 0.0% 0 0.0% 0 0.0%
26 High Density Diversity 0 0.0% 0 0.0% 0 0.0%
36 Olde New England 0 0.0% 0 0.0% 0 0.0%
39 Second City Beginnings 0 0.0% 0 0.0% 0 0.0%
43 Classic Interstate Suburbia 0 0.0% 0 0.0% 0 0.0%
5C Upscale Young Singles and Couples 0 0.0% 0 0.0% 0 0.0% 25 Hipsters and Geeks 0 0.0% 0 0.0% 0 0.0%
27 Young Coastal Technocrats 0 0.0% 0 0.0% 0 0.0%
6A Ethnic and Small Town Groups 796 16.0% 797 15.5% 797 14.4% 31 Working Hispania 534 10.7% 535 10.4% 535 9.7%
59 Hispanic Working Poor 237 4.8% 237 4.6% 237 4.3%
60 Bordertown Blues 0 0.0% 0 0.0% 0 0.0%
64 Struggling Southerners 0 0.0% 0 0.0% 0 0.0%
65 Forgotten Towns 25 0.5% 25 0.5% 25 0.5%
6B Blue Collar Urbanites 0 0.0% 0 0.0% 0 0.0%
28 Asian-Hispanic Fusion 0 0.0% 0 0.0% 0 0.0%
30 True Grit 0 0.0% 0 0.0% 0 0.0%
32 Struggling Singles 0 0.0% 0 0.0% 0 0.0%
6C Industrial Remnants 0 0.0% 0 0.0% 0 0.0%
63 Southern Small City Blues 0 0.0% 0 0.0% 0 0.0%
66 Post Industrial Trauma 0 0.0% 0 0.0% 0 0.0%
68 Rust Belt Poverty 0 0.0% 0 0.0% 0 0.0%
7A Military and Blue Collar 0 0.0% 0 0.0% 0 0.0%
61 Communal Living 0 0.0% 0 0.0% 0 0.0%
62 Living Here in Allentown 0 0.0% 0 0.0% 0 0.0%
7B Rural Working Blues 2,662 53.5% 2,806 54.7% 3,150 57.0% 24 Isolated Hispanic Neighborhoods 2,394 48.2% 2,538 49.5% 2,882 52.1% 29 Big Apple Dreamers 0 0.0% 0 0.0% 0 0.0%
47 Simply Southern 0 0.0% 0 0.0% 0 0.0%
48 Tex-Mex 267 5.4% 267 5.2% 268 4.8%
53 Classic Dixie 0 0.0% 0 0.0% 0 0.0%
56 Gospel and Guns 0 0.0% 0 0.0% 0 0.0%
7C Ageing Small Town America 4 0.1% 14 0.3% 30 0.5%
23 Enduring Heartland 0 0.0% 0 0.0% 0 0.0%
37 Faded Industrial Dreams 0 0.0% 0 0.0% 0 0.0%
50 Great Plains Great Struggles 0 0.0% 0 0.0% 0 0.0%
52 Great Open Country 4 0.1% 5 0.1% 5 0.1%
54 Off the Beaten Path 0 0.0% 0 0.0% 0 0.0%
55 Hollows and Hills 0 0.0% 9 0.2% 25 0.4%
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 3 of 3 West Side Hwy & 10th St, Taft
5 Minutes 10 Minutes 15 Minutes
Population 15,161 16,217 17,204
Daytime Population 24,895 57,891 114,023
Households 16,134 17,232 18,269
Average Age 36.3 36.4 36.8
Average HH Income $77,463 $77,548 $78,070
White Collar (Residents) 30.9% 31.9% 32.6%
College Degree & Above 15.7% 15.6% 15.8%
www.hdlcompanies.com 714.879.5000
Consumer Demographic Profile
Site: Taft Hills Plaza
Address:

Date Report Created: 3/2/2026
# % # % # %
Market Stats
Population 15,161 --- 16,217 --- 17,204 ---
5 Year Projected Pop 16,134 --- 17,232 --- 18,269 ---
Pop Growth (%) 6.4% --- 6.3% --- 6.2% ---
Households 4,825 --- 5,029 --- 5,371 ---
5 Year Projected HHs 5,139 --- 5,356 --- 5,716 ---
HH Growth (%) 6.5% --- 6.5% --- 6.4% ---
Census Stats
2010 Population 14,668 --- 16,129 --- 17,204 ---
2020 Population 15,231 --- 16,292 --- 17,298 ---
Pop Growth (%) 3.8% --- 1.0% --- 0.5% ---
2010 Households 4,721 --- 4,937 --- 5,282 ---
2020 Households 4,846 --- 5,051 --- 5,400 ---
HH Growth (%) 2.6% --- 2.3% --- 2.2% ---
Total Population by Age
Average Age 36.3 36.4 36.8
19 yrs & under 3,989 26.3% 4,144 25.6% 4,344 25.2%
20 to 24 yrs 1,738 11.5% 1,819 11.2% 1,911 11.1%
25 to 34 yrs 2,393 15.8% 2,615 16.1% 2,725 15.8%
35 to 44 yrs 1,902 12.5% 2,126 13.1% 2,260 13.1%
45 to 54 yrs 1,603 10.6% 1,765 10.9% 1,881 10.9%
55 to 64 yrs 1,463 9.6% 1,574 9.7% 1,725 10.0%
65 to 74 yrs 1,216 8.0% 1,278 7.9% 1,383 8.0%
75 to 84 yrs 643 4.2% 674 4.2% 735 4.3%
85 + yrs 214 1.4% 223 1.4% 242 1.4%
Population Bases
20-34 yrs 4,131 27.2% 4,434 27.3% 4,636 26.9%
45-64 yrs 3,066 20.2% 3,340 20.6% 3,606 21.0%
16 yrs + 11,663 76.9% 12,584 77.6% 13,394 77.9%
25 yrs + 9,434 62.2% 10,255 63.2% 10,950 63.6%
65 yrs + 2,073 13.7% 2,174 13.4% 2,360 13.7%
75 yrs + 857 5.7% 896 5.5% 977 5.7%
85 yrs + 214 1.4% 223 1.4% 242 1.4%
5 Min Drive 10 Min Drive 15 Min Drive

6.1%

6.2%

6.3%

6.4%

6.5%
Pop Growth (%)

6.4%

6.5%

6.5%
HH Growth (%)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%
20 to
24 yrs
25 to
34 yrs
35 to
44 yrs
45 to
54 yrs
55 to
64 yrs
65 to
74 yrs
75 to
84 yrs
Population by Age Group
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Population by Race
White 7,243 47.8% 7,662 47.2% 8,295 48.2%
Hispanic 7,076 46.7% 7,620 47.0% 7,890 45.9%
Black 68 0.4% 106 0.7% 111 0.6%
Asian 69 0.5% 88 0.5% 92 0.5%
Ancestry
American Indian (ancestry) 102 0.7% 111 0.7% 129 0.8%
Hawaiin (ancestry) 59 0.4% 59 0.4% 59 0.3%
Household Income
Per Capita Income $24,652 --- $24,046 --- $24,372 ---
Average HH Income $77,463 --- $77,548 --- $78,070 ---
Median HH Income $61,116 --- $61,149 --- $61,367 ---
Less than $25K 1,048 21.7% 1,074 21.4% 1,137 21.2%
$25K to $34.9K 317 6.6% 334 6.6% 361 6.7%
$35K to $49.9K 592 12.3% 621 12.4% 656 12.2%
$50K to $74.9K 1,043 21.6% 1,094 21.8% 1,146 21.3%
$75K to $99.9K 553 11.5% 580 11.5% 618 11.5%
$100K to $149.9K 719 14.9% 747 14.9% 831 15.5%
$150K to $199.9K 312 6.5% 328 6.5% 351 6.5%
$200K + 239 5.0% 250 5.0% 272 5.1%
Education 9,434 10,255 10,950
Less than 9th Grade 1,344 14.2% 1,431 14.0% 1,472 13.4% Some HS, No Diploma 1,111 11.8% 1,261 12.3% 1,407 12.9% HS Grad (or Equivalent) 2,843 30.1% 3,149 30.7% 3,398 31.0% Some College, No Degree 2,601 27.6% 2,751 26.8% 2,888 26.4% Associate Degree 691 7.3% 756 7.4% 834 7.6%
Bachelor Degree 534 5.7% 567 5.5% 599 5.5%
Graduates Degree 251 2.7% 280 2.7% 292 2.7%

0.0%

10.0%

20.0%

30.0%
Less
than
$25K
$25K
to
$34.9K
$35K
to
$49.9K
$50K
to
$74.9K
$75K
to
$99.9K
$100K
to
$149.9K
$150K
to
$199.9K
Household Income Levels - %

0.0%

20.0%

40.0%
HS Grad
(or
Equivalent)
Some
College, No
Degree
Associate
Degree
Bachelor
Degree Graduates
Degree
Education

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%
White
Hispanic
Black
Asian
Ethnic Breakdown
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Family Structure 3,568 3,710 3,948
Single - Male 262 7.3% 264 7.1% 285 7.2%
Single - Female 317 8.9% 324 8.7% 347 8.8%
Single Parent - Male 590 16.5% 608 16.4% 611 15.5%
Single Parent - Female 564 15.8% 566 15.3% 579 14.7%
Married w/ Children 698 19.6% 739 19.9% 835 21.1%
Married w/out Children 1,138 31.9% 1,207 32.5% 1,290 32.7% Household Size
1 Person 982 20.4% 1,030 20.5% 1,108 20.6%
2 People 1,198 24.8% 1,247 24.8% 1,363 25.4%
3 People 818 17.0% 847 16.8% 901 16.8%
4 to 6 People 1,563 32.4% 1,629 32.4% 1,714 31.9%
7+ People 264 5.5% 275 5.5% 285 5.3%
Home Ownership 4,825 5,029 5,371
Owners 2,222 46.1% 2,341 46.6% 2,564 47.7%
Renters 2,603 53.9% 2,687 53.4% 2,807 52.3%
Components of Change
Births 175 1.2% 181 1.1% 189 1.1%
Deaths 79 0.5% 83 0.5% 90 0.5%
Migration -156 -1.0% -163 -1.0% -154 -0.9%
Employment (Pop 16+) 11,663 12,584 13,394
Armed Services 0 0.0% 0 0.0% 0 0.0%
Civilian 7,065 60.6% 7,556 60.0% 7,924 59.2%
Employed 6,258 53.7% 6,673 53.0% 6,991 52.2% 5 Min Drive 10 Min Drive 15 Min Drive Unemployed 807 6.9% 883 7.0% 934 7.0%
Not in Labor Force 4,598 39.4% 5,028 40.0% 5,470 40.8%
Employed Population 6,258 6,673 6,991
White Collar 1,932 30.9% 2,128 31.9% 2,280 32.6%
Blue Collar 4,326 69.1% 4,545 68.1% 4,710 67.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%
1 Person 2 People 3 People 4 to 6
People
Household Size

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
5 Min Drive 10 Min Drive 15 Min Drive
Civilian Employment
Employed Unemployed
©SDS, a division of x-span results, inc. Demographic data by PopStats.

Date Report Created: 3/2/2026
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Employment By Occupation 6,258 6,673 6,991
White Collar 1,932 30.9% 2,128 31.9% 2,280 32.6%
Managerial executive 363 5.8% 411 6.2% 465 6.7%
Prof specialty 749 12.0% 812 12.2% 848 12.1%
Healthcare support 158 2.5% 174 2.6% 212 3.0%
Sales 272 4.3% 295 4.4% 308 4.4%
Office Admin 389 6.2% 435 6.5% 447 6.4%
Blue Collar 4,326 69.1% 4,545 68.1% 4,710 67.4%
Protective 294 4.7% 301 4.5% 313 4.5%
Food Prep Serving 264 4.2% 283 4.2% 291 4.2%
Bldg Maint/Cleaning 568 9.1% 571 8.6% 573 8.2%
Personal Care 158 2.5% 159 2.4% 159 2.3%
Farming/Fishing/Forestry 1,120 17.9% 1,152 17.3% 1,164 16.7% Construction 854 13.6% 920 13.8% 969 13.9%
Production Transp 1,067 17.1% 1,160 17.4% 1,240 17.7%
Employment By Industry 6,258 6,673 6,991
Agri Mining Const 2,217 35.4% 2,346 35.2% 2,429 34.7%
Manufacturing 245 3.9% 266 4.0% 273 3.9%
Transportation 262 4.2% 283 4.2% 314 4.5%
Information 141 2.3% 142 2.1% 146 2.1%
Wholesale Retail 526 8.4% 587 8.8% 632 9.0%
Fin Insur Real Estate 138 2.2% 140 2.1% 141 2.0%
Professional Services 126 2.0% 134 2.0% 139 2.0%
Management Services 0 0.0% 0 0.0% 0 0.0%
Admin Waste Services 331 5.3% 351 5.3% 367 5.3%
Educational services 1,258 20.1% 1,331 19.9% 1,388 19.9% Entertain services 432 6.9% 457 6.8% 467 6.7%
Other Prof services 219 3.5% 252 3.8% 294 4.2%
Public admin 362 5.8% 384 5.8% 400 5.7%

0.0%

10.0%

20.0%

30.0%

40.0%
Industry Breakdown

0.0%

10.0%

20.0%

Address:

Date Report Created:

Daytime Population
Student Population
Median Employee Salary
Average Employee Salary
Wages
Salary/Wage per Employee per Annum
Under $15,000 CrYr 1.9% 2.0% 2.1%
15,000 to 30,000 CrYr 1.0% 1.0% 1.0%
30,000 to 45,000 CrYr 24.6% 23.8% 23.7%
45,000 to 60,000 CrYr 24.9% 24.6% 24.6%
60,000 to 75,000 CrYr 14.8% 14.9% 15.0%
75,000 to 90,000 CrYr 12.5% 12.5% 12.6%
90,000 to 100,000 CrYr 5.0% 5.2% 5.1%
Over 100,000 CrYr 15.2% 15.8% 15.8%
Industry Groups
# % # % # % # % # % # %
Total 329 100% 4,154 100% 357 100% 4,645 100% 375 100% 4,864 100% Accomodation & Food Services 32 9.6% 330 8.0% 34 9.5% 349 7.5% 36 9.5% 367 7.5% Administration & Support Services 6 1.7% 45 1.1% 6 1.8% 49 1.0% 8 2.2% 68 1.4% Agriculure, Forestry, Fishing, Hunting 0 0.0% 0 0.0% 1 0.4% 26 0.6% 2 0.5% 30 0.6% Arts, Entertainment, & Recreation 6 1.8% 90 2.2% 7 1.8% 97 2.1% 7 2.0% 109 2.2% Construction 15 4.4% 145 3.5% 16 4.4% 156 3.4% 18 4.7% 179 3.7% Educational Services 12 3.8% 552 13.3% 13 3.7% 592 12.7% 14 3.6% 603 12.4% Finance & Insurance 12 3.6% 47 1.1% 13 3.6% 49 1.0% 13 3.4% 49 1.0% Health Care & Social Assistance 59 18.1% 570 13.7% 61 17.1% 584 12.6% 61 16.3% 585 12.0% Information 14 4.3% 230 5.5% 14 4.0% 231 5.0% 14 3.8% 231 4.7% Management of Companies & Enterprises 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% Manufacturing 8 2.6% 96 2.3% 9 2.6% 118 2.5% 10 2.7% 128 2.6% Mining 4 1.1% 87 2.1% 4 1.2% 96 2.1% 6 1.5% 126 2.6%
Professional, Scientific, & Technical Services 17 5.1% 113 2.7% 18 5.0% 117 2.5% 18 4.9% 120 2.5% Real Estate, Rental, Leasing 7 2.1% 30 0.7% 7 2.1% 31 0.7% 9 2.3% 37 0.8% Retail Trade 50 15.2% 520 12.5% 54 15.1% 557 12.0% 55 14.5% 566 11.6% Transportation & Storage 8 2.4% 72 1.7% 9 2.4% 75 1.6% 10 2.7% 85 1.7% Utilities 1 0.3% 13 0.3% 2 0.6% 38 0.8% 2 0.6% 43 0.9%
Wholesale Trade 6 2.0% 27 0.6% 9 2.4% 34 0.7% 10 2.7% 37 0.8% Other Services 72 21.8% 1,188 28.6% 79 22.3% 1,447 31.2% 83 22.2% 1,502 30.9% 209 249
632 767
244
735
# # #
517 613
80 104
43 49
93 49
1,022 1,153
1,033 1,197
616
Establishments Employees Establishments Employees Establishments 731
1,104
1,145
693
583
58,531 59,276 59,375
66,283 66,994 66,912
Employees
5 Min Drive 10 Min Drive 15 Min Drive
Taft Hills Plaza
3/2/2026
22,257 24,699
12,159 12,849
23,813
12,703

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Address:

Date Report Created:
5 Min Drive 10 Min Drive 15 Min Drive
Taft Hills Plaza
3/2/2026
Occupations
White Collar 59.2% 59.4% 58.5%
Architecture & Engineering 1.3% 1.4% 1.4%
Community & Social Science 4.3% 4.2% 4.1%
Computer/Mathematical Science 2.0% 2.0% 1.9%
Education, Training, & Library 13.0% 13.3% 13.0%
Entertainment & Media 2.2% 2.1% 2.0%
Healthcare Practitioners 5.0% 4.9% 4.7%
Healthcare Support 2.4% 2.3% 2.3%
Legal 0.6% 0.6% 0.6%
Life, Physical, & Social Science 1.5% 1.6% 1.6%
Management 5.8% 5.7% 5.8%
Office & Administrative Support 17.5% 17.4% 17.2%
Blue Collar 40.6% 40.4% 41.2%
Building & Grounds Cleaning & Maintenance 3.3% 3.3% 3.3% Construction 3.4% 3.4% 3.8%
Farming, Fishing, & Forestry 0.1% 0.4% 0.4%
Food Service 8.0% 7.7% 7.8%
Installation & Maintenance 3.5% 3.6% 3.7%
Personal Care & Service 2.2% 2.1% 2.2%
Production 2.7% 2.8% 2.9%
Protective Service 2.8% 3.0% 3.0%
Sales & Related 9.7% 9.3% 9.1%
Transportation & Material Moving 4.7% 4.7% 5.0%
Military Services 0.1% 0.3% 0.3%
Employee Totals and History
Current
2025 Q3
2025 Q2
2025 Q1
2024 Q4
2024 Q3
2024 Q2
2024 Q1
2023 Q4
# # #
12 15
130
# of Employees
98 333
147
725 836
2,759
807
218
5 197 245
93 107
433
143
116 145
405 443
113
377
178
140
139 162
143 187
3 20
153
160
18 357
166
63 78
241 281
1,688 2,005
75 267
1,875
206 229
100 110
24 31
227
109
29 82 94
541 632
90 97
92 618
96 4,599
55 4,832
5,116
4,312 5,053
3,990 4,701
4,302 5,043
4,812
4,331 5,081
4,594 5,385
4,462
4,803
70 179 199
65 196
4,523
4,154 4,645 4,864
# of Employees # of Employees
2,461 2,844
3,858 4,544
4,111 4,817
4,042 4,737
4,324

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

Date Report Created: 3/2/2026
Demographics
Population 15,161 16,217 17,204
5-Year Population estimate 16,134 17,232 18,269
Population Households 15,058 15,679 16,631
Group Quarters Population 103 538 573
Households 4,825 5,029 5,371
5-Year Households estimate 5,139 5,356 5,716
WorkPlace Establishments 329 357 375
Workplace Employees 4,154 4,645 4,864
Median Household Income $61,116 $61,149 $61,367
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Establishments Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Automotive Dealers $55,320,139 $0 ($55,320,139) -100% $57,635,495 $0 ($57,635,495) -100% $61,269,047 $0 ($61,269,047) -100% Other Motor Vehicle Dealers $3,145,373 $0 ($3,145,373) -100% $3,278,079 $363,424 ($2,914,655) -89% $3,485,823 $392,701 ($3,093,122) -89% Furniture Stores $2,454,653 $0 ($2,454,653) -100% $2,557,981 $0 ($2,557,981) -100% $2,721,301 $0 ($2,721,301) -100% Electronics/Appliance $3,514,752 $0 ($3,514,752) -100% $3,701,642 $0 ($3,701,642) -100% $3,926,315 $0 ($3,926,315) -100% Lawn/Garden Equipment/Supplies Stores $1,628,696 $0 ($1,628,696) -100% $1,697,245 $0 ($1,697,245) -100% $1,803,646 $0 ($1,803,646) -100% Department Stores $5,618,125 $0 ($5,618,125) -100% $5,854,459 $0 ($5,854,459) -100% $6,223,313 $0 ($6,223,313) -100% Electronic Shopping/Mail Order Houses $64,464,886 $0 ($64,464,886) -100% $67,297,162 $0 ($67,297,162) -100% $71,499,370 $0 ($71,499,370) -100% Beer/Wine/Liquor Stores $2,848,448 $6,601 ($2,841,846) -100% $2,969,687 $42,714 ($2,926,973) -99% $3,152,105 $45,341 ($3,106,764) -99% Clothing Stores $11,629,434 $2,412,227 ($9,217,207) -79% $12,118,110 $2,412,227 ($9,705,883) -80% $12,879,932 $2,412,227 ($10,467,705) -81% Health/Personal Care Stores $18,392,347 $3,875,488 ($14,516,859) -79% $19,162,136 $4,710,588 ($14,451,548) -75% $20,356,266 $4,777,862 ($15,578,404) -77% Special Food Services $3,645,733 $934,520 ($2,711,213) -74% $3,799,992 $995,323 ($2,804,669) -74% $4,040,615 $1,113,653 ($2,926,963) -72% Other Misc. Store Retailers $5,451,267 $2,020,537 ($3,430,730) -63% $5,680,774 $2,020,537 ($3,660,237) -64% $6,039,494 $2,020,537 ($4,018,957) -67% Jewelry/Luggage/Leather Goods $1,772,566 $695,749 ($1,076,817) -61% $1,847,629 $695,749 ($1,151,880) -62% $1,964,665 $695,749 ($1,268,916) -65% Building Material/Supplies Dealers $17,752,826 $8,036,523 ($9,716,303) -55% $18,496,321 $8,036,523 ($10,459,798) -57% $19,651,095 $8,036,523 ($11,614,572) -59% Home Furnishing Stores $2,520,580 $1,241,303 ($1,279,277) -51% $2,626,627 $1,301,339 ($1,325,289) -50% $2,792,468 $1,305,707 ($1,486,761) -53% Specialty Food Stores $1,963,280 $1,020,962 ($942,318) -48% $2,044,935 $1,020,962 ($1,023,973) -50% $2,170,059 $1,020,962 ($1,149,097) -53% Office Supplies/Stationary/Gift $1,334,957 $727,224 ($607,733) -46% $1,391,608 $727,224 ($664,384) -48% $1,479,616 $727,224 ($752,392) -51% Full-Service Restaurants $21,776,533 $12,783,386 ($8,993,147) -41% $22,790,657 $13,517,945 ($9,272,712) -41% $24,204,440 $13,577,120 ($10,627,321) -44% Sporting Goods/Hobby/Musical Instrument $3,145,765 $1,871,905 ($1,273,860) -40% $3,277,791 $1,871,905 ($1,405,886) -43% $3,484,621 $1,871,905 ($1,612,716) -46% Limited-Service Eating Places $22,009,610 $14,289,349 ($7,720,261) -35% $22,976,452 $15,295,678 ($7,680,774) -33% $24,413,320 $16,343,828 ($8,069,492) -33% Bar/Drinking Places (Alcoholic Beverages) $1,297,117 $968,664 ($328,453) -25% $1,426,536 $968,664 ($457,872) -32% $1,499,705 $968,664 ($531,041) -35% Direct Selling Establishments $1,167,852 $1,111,372 ($56,480) -5% $1,217,199 $1,145,341 ($71,858) -6% $1,294,002 $1,148,077 ($145,925) -11% Gasoline Stations $29,005,108 $36,796,340 $7,791,231 27% $30,225,605 $41,092,045 $10,866,439 36% $32,088,213 $42,414,905 $10,326,692 32% Other General Merchandise Stores $34,253,249 $45,958,389 $11,705,140 34% $35,692,909 $50,935,929 $15,243,020 43% $37,918,938 $51,336,909 $13,417,971 35% Used Merchandise Stores $919,538 $1,275,956 $356,418 39% $958,340 $1,275,956 $317,616 33% $1,019,073 $1,275,956 $256,883 25% Grocery Stores $36,625,218 $51,765,200 $15,139,982 41% $38,151,015 $55,794,376 $17,643,361 46% $40,492,637 $59,930,324 $19,437,687 48% Shoe Stores $1,421,214 $2,377,258 $956,044 67% $1,480,136 $2,377,258 $897,122 61% $1,571,670 $2,377,258 $805,588 51% Automotive Parts/Accessories/Tire $6,003,023 $10,333,444 $4,330,421 72% $6,253,795 $10,812,299 $4,558,504 73% $6,639,696 $10,850,875 $4,211,179 63% Book/Periodical/Music Stores $552,104 $1,891,677 $1,339,573 243% $575,560 $1,891,677 $1,316,117 229% $611,575 $1,891,677 $1,280,102 209% Florists/Misc. Store Retailers $477,233 $2,171,767 $1,694,534 355% $497,313 $2,171,767 $1,674,454 337% $528,453 $2,171,767 $1,643,314 311% Consumer Demand/Market Supply Index $362,111,625 $204,565,841 177 $377,683,193 $221,477,451 171 $401,221,475 $228,707,750 175 5 Min Drive 10 Min Drive 15 Min Drive
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 3 Consumer Demand & Market Supply Assessment
Site: Taft Hills Plaza
Address:

Date Report Created: 3/2/2026
5 Min Drive 10 Min Drive 15 Min Drive
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Major Product Lines Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Groceries/Other Food Items (Off Premises) $28,813,556 $44,909,845 $16,096,289 56% $30,006,006 $48,843,444 $18,837,438 63% $31,839,355 $51,342,714 $19,503,359 61% Autos/Cars/Vans/Trucks/Motorcycles $23,180,574 $24,957 ($23,155,617) -100% $24,141,050 $26,831 ($24,114,219) -100% $25,656,936 $26,982 ($25,629,955) -100% Photographic Equipment/Supplies $341,562 $722 ($340,840) -100% $355,551 $759 ($354,793) -100% $378,065 $795 ($377,270) -100% Televisions/VCR/Video Cameras/DVD etc $911,365 $34,823 ($876,542) -96% $949,607 $38,577 ($911,030) -96% $1,007,459 $38,879 ($968,580) -96% Household Fuels (incl Oil, LP gas, Wood, Coal) $1,185,006 $107,418 ($1,077,588) -91% $1,235,553 $118,897 ($1,116,657) -90% $1,315,670 $123,224 ($1,192,446) -91% All Other Merchandise $181,870,848 $37,577,503 ($144,293,346) -79% $189,544,409 $40,684,732 ($148,859,677) -79% $201,557,236 $41,742,530 ($159,814,705) -79% Computer Hardware/Software/Supplies $3,672,038 $890,067 ($2,781,971) -76% $3,996,363 $977,339 ($3,019,025) -76% $4,211,482 $984,369 ($3,227,113) -77% Furniture/Sleep/Outdoor/Patio Furniture $3,198,085 $852,919 ($2,345,167) -73% $3,332,583 $932,683 ($2,399,900) -72% $3,546,253 $939,082 ($2,607,171) -74% Optical Goods (incl Eyeglasses, Sunglasses) $431,663 $122,705 ($308,958) -72% $450,036 $146,560 ($303,476) -67% $479,906 $148,594 ($331,312) -69% Paper/Related Products $837,214 $339,243 ($497,972) -59% $871,771 $366,933 ($504,838) -58% $924,614 $392,096 ($532,518) -58% Drugs/Health Aids/Beauty Aids/Cosmetics $16,896,277 $7,249,327 ($9,646,950) -57% $17,597,087 $8,262,903 ($9,334,185) -53% $18,670,741 $8,454,382 ($10,216,359) -55% Curtains/Draperies/Slipcovers/Bed/Coverings $408,277 $185,933 ($222,343) -54% $425,349 $189,337 ($236,011) -55% $453,715 $189,622 ($264,093) -58% Womens/Juniors/Misses Wear $3,976,456 $2,273,235 ($1,703,221) -43% $4,143,080 $2,395,438 ($1,747,642) -42% $4,401,006 $2,405,876 ($1,995,129) -45% Pets/Pet Foods/Pet Supplies $3,213,992 $2,080,778 ($1,133,214) -35% $3,349,776 $2,232,883 ($1,116,893) -33% $3,562,502 $2,260,475 ($1,302,027) -37% Major Household Appliances $913,969 $602,905 ($311,063) -34% $953,233 $623,769 ($329,464) -35% $1,015,619 $625,450 ($390,169) -38% Automotive Lubricants (incl Oil, Greases) $913,969 $602,905 ($311,063) -34% $953,233 $623,769 ($329,464) -35% $1,015,619 $625,450 ($390,169) -38% Alcoholic Drinks Served at the Establishment $1,985,020 $1,356,391 ($628,629) -32% $2,218,290 $1,394,446 ($823,844) -37% $2,324,884 $1,402,111 ($922,773) -40% Packaged Liquor/Wine/Beer $5,550,269 $3,795,945 ($1,754,324) -32% $5,781,005 $4,183,204 ($1,597,801) -28% $6,137,100 $4,388,543 ($1,748,558) -28% Hardware/Tools/Plumbing/Electrical Supplies $2,180,564 $1,692,734 ($487,830) -22% $2,271,074 $1,707,548 ($563,525) -25% $2,410,093 $1,708,734 ($701,359) -29% Meats/Nonalcoholic Beverages $16,213,517 $14,027,226 ($2,186,291) -13% $16,970,624 $14,963,256 ($2,007,368) -12% $18,007,514 $15,573,434 ($2,434,080) -14% Dimensional Lumber/Other Building Materials $5,091,004 $4,606,981 ($484,023) -10% $5,302,326 $4,707,117 ($595,210) -11% $5,627,434 $4,716,398 ($911,036) -16% Paints/Sundries/Wallpaper/Wall Coverings $849,373 $770,404 ($78,969) -9% $884,696 $776,448 ($108,248) -12% $938,640 $776,935 ($161,706) -17% Lawn/Garden/Farm Equipment/Supplies $3,613,541 $3,520,554 ($92,987) -3% $3,765,407 $3,597,005 ($168,402) -4% $3,999,913 $3,618,753 ($381,160) -10% Toys/Hobby Goods/Games $1,536,800 $1,674,265 $137,465 9% $1,600,625 $1,806,633 $206,008 13% $1,697,942 $1,818,925 $120,982 7% Small Electric Appliances $256,958 $283,803 $26,845 10% $267,554 $311,650 $44,096 16% $284,217 $315,527 $31,310 11% Mens Wear $1,507,201 $1,677,209 $170,008 11% $1,569,220 $1,785,612 $216,392 14% $1,664,310 $1,794,980 $130,671 8% Sporting Goods (incl Bicycles/Sports Vehicles) $811,652 $910,086 $98,434 12% $844,918 $923,723 $78,804 9% $898,884 $925,593 $26,709 3% Footwear, including Accessories $2,481,885 $2,892,840 $410,954 17% $2,584,418 $2,942,180 $357,762 14% $2,743,378 $2,946,590 $203,212 7% Floor/Floor Coverings $717,567 $868,789 $151,222 21% $747,260 $895,801 $148,541 20% $792,460 $897,806 $105,345 13% Jewelry (including Watches) $666,430 $827,819 $161,389 24% $694,960 $852,736 $157,776 23% $738,947 $854,743 $115,796 16% Childrens Wear/Infants/Toddlers Clothing $726,150 $903,838 $177,688 24% $756,251 $974,622 $218,370 29% $802,200 $980,655 $178,455 22% Cigars/Cigarettes/Tobacco/Accessories $2,992,779 $3,782,271 $789,492 26% $3,114,653 $4,168,666 $1,054,013 34% $3,301,594 $4,289,579 $987,985 30% Audio Equipment/Musical Instruments $294,775 $411,776 $117,001 40% $307,124 $456,373 $149,250 49% $325,899 $459,966 $134,067 41% Sewing/Knitting Materials/Supplies $57,108 $93,960 $36,852 65% $59,592 $94,407 $34,815 58% $63,299 $94,488 $31,189 49% Automotive Fuels $17,064,967 $28,218,434 $11,153,466 65% $17,781,462 $31,512,730 $13,731,268 77% $18,872,258 $32,527,207 $13,654,949 72% Kitchenware/Home Furnishings $481,407 $1,075,120 $593,713 123% $501,147 $1,180,806 $679,659 136% $531,730 $1,196,388 $664,659 125% Soaps/Detergents/Household Cleaners $787,587 $1,925,267 $1,137,679 144% $820,272 $2,110,271 $1,289,999 157% $870,050 $2,154,640 $1,284,589 148% Books/Periodicals $393,890 $1,447,966 $1,054,076 268% $410,366 $1,464,825 $1,054,459 257% $435,478 $1,466,917 $1,031,439 237% ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 3 Consumer Demand & Market Supply Assessment
Site: Taft Hills Plaza
Address:

Date Report Created: 3/2/2026
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Data for this report is provided via the Market Outlook database from Synergos Technologies, Inc (STI).

Market Outlook data covers 31 leading retail segments and 40 major product and service lines.

In other words, a negative value signifies an opportunity gap where the Consumer Demand is higher than the Market Supply, while a positive value signifies a surplus.

Date: 3/2/2026
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1A Top Shelf 0.0% 0.0% ##
1B Affluent Suburbia 0.6% 0.6% ##
2A New Suburban Families 0.0% 0.0% ##
2B Older Empty Nest Families 0.0% 0.0% ##
3A Mid-Income Rural 0.0% 0.1% ##
3B Urbanites 29.7% 28.7% ##
3C Older Mid-Income Households 0.0% 0.0% ##
4A Rising Middle Income Families 0.0% 0.0% ##
4B Young Aspirations 0.0% 0.0% ##
5A College Students and Recent Graduates 0.0% 0.0% ##
5B Middle America 0.0% 0.0% ##
5C Upscale Young Singles and Couples 0.0% 0.0% ##
6A Ethnic and Small Town Groups 16.0% 15.5% ##
6B Blue Collar Urbanites 0.0% 0.0% ##
6C Industrial Remnants 0.0% 0.0% ##
7A Military and Blue Collar 0.0% 0.0% ##
7B Rural Working Blues 53.6% 54.8% ##
7C Ageing Small Town America 0.1% 0.3% ##
SUM(F11,F16,F22,F28,F35,F41,F47,F51,F57,F64,F68,F75,F79,F86,F91,F96,F100,F108) Total Households 4,934 100% 5,151 100% 5,510 100%
Rank * Cluster Lifestage Group Households % Households % Households % 1 24 Remote Latino Neighborhoods 7B Rural Working Blues 2,383 48.3% 2,557 49.6% 2,863 52.0% 2 44 Pacific Second City 3B Urbanites 1,396 28.3% 1,409 27.4% 1,409 25.6% 3 31 Latino Workforce 6A Ethnic and Small Town Groups 529 10.7% 535 10.4% 535 9.7% 4 48 Tex-Mex 7B Rural Working Blues 261 5.3% 267 5.2% 268 4.9% 5 59 Hardworking Latino Families 6A Ethnic and Small Town Groups 237 4.8% 237 4.6% 237 4.3% 6 38 Middle America 3B Urbanites 68 1.4% 68 1.3% 68 1.2% 7 04 Young Success 1B Affluent Suburbia 30 0.6% 30 0.6% 30 0.5% 8 65 Small Towns 6A Ethnic and Small Town Groups 25 0.5% 25 0.5% 25 0.5% 9 52 Great Open Country 7C Aging Small Town America 4 0.1% 5 0.1% 5 0.1% 10 55 Mining Areas 7C Aging Small Town America 2 0.0% 12 0.2% 26 0.5% * Rank is based on Trade Area 1 cluster size
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Trade Area 1: Trade Area 2: Trade Area 3:

Household Segmentation Profile
Trade Area 1: Trade Area 2: Trade Area 3:
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0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
1A Top Shelf
1B Affluent Suburbia
2A New Suburban Families
2B Older Empty Nest Families
3A Mid-Income Rural
3B Urbanites
3C Older Mid-Income Households
4A Rising Middle Income Families
4B Young Aspirations
5A College Students and Recent Graduates
5B Middle America
5C Upscale Young Singles and Couples
6A Ethnic and Small Town Groups
6B Blue Collar Urbanites
6C Industrial Remnants
7A Military and Blue Collar
7B Rural Working Blues
7C Ageing Small Town America
Household Lifestage Group Comparison
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from the originals. Page 1 of 3 Household Segmentation Profile
Market: 0
Date: 3/2/2026
TOTAL HOUSEHOLDS 4,934 100% 5,151 100% 5,510 100%
Segment Group Cluster Name
1A Top Shelf 0 0.0% 0 0.0% 0 0.0%
01 One Percenters 0 0.0% 0 0.0% 0 0.0%
02 Peak Performers 0 0.0% 0 0.0% 0 0.0%
03 Second City Moguls 0 0.0% 0 0.0% 0 0.0%
1B Affluent Suburbia 30 0.6% 30 0.6% 30 0.5%
04 Sprawl Success 30 0.6% 30 0.6% 30 0.5%
05 Transitioning Affluent Families 0 0.0% 0 0.0% 0 0.0% 06 Best of Both Worlds 0 0.0% 0 0.0% 0 0.0%
09 Successful Urban Refugees 0 0.0% 0 0.0% 0 0.0%
2A New Suburban Families 0 0.0% 0 0.0% 0 0.0%
17 New American Dreams 0 0.0% 0 0.0% 0 0.0%
21 New Suburban Style 0 0.0% 0 0.0% 0 0.0%
34 Midwestern Comforts 0 0.0% 0 0.0% 0 0.0%
42 Rising Fortunes 0 0.0% 0 0.0% 0 0.0%
2B Older Empty Nest Families 0 0.0% 0 0.0% 0 0.0%
12 Mainstream Established Suburbs 0 0.0% 0 0.0% 0 0.0%
15 Comfortable Retirement 0 0.0% 0 0.0% 0 0.0%
18 Small Town Middle Managers 0 0.0% 0 0.0% 0 0.0%
33 Noreasters 0 0.0% 0 0.0% 0 0.0%
41 Garden Variety Suburbia 0 0.0% 0 0.0% 0 0.0%
3A Mid-Income Rural 0 0.0% 4 0.1% 42 0.8%
13 Cowboy Country 0 0.0% 4 0.1% 42 0.8%
16 Spacious Suburbs 0 0.0% 0 0.0% 0 0.0%
20 Rugged Individualists 0 0.0% 0 0.0% 0 0.0%
51 Boots and Brew 0 0.0% 0 0.0% 0 0.0%
3B Urbanites 1,464 29.7% 1,477 28.7% 1,477 26.8%
38 Failing Prospects 68 1.4% 68 1.3% 68 1.2%
44 Pacific Second City 1,396 28.3% 1,409 27.4% 1,409 25.6% 45 Northern Blues 0 0.0% 0 0.0% 0 0.0%
58 Marking Time 0 0.0% 0 0.0% 0 0.0%
3C Older Mid-Income Households 0 0.0% 0 0.0% 0 0.0%
46 Recessive Singles 0 0.0% 0 0.0% 0 0.0%
49 Sierra Siesta 0 0.0% 0 0.0% 0 0.0%
4A Rising Middle Income Families 0 0.0% 0 0.0% 0 0.0%
07 Upscale Diversity 0 0.0% 0 0.0% 0 0.0%
08 Living the Dream 0 0.0% 0 0.0% 0 0.0%
10 Emerging Leaders 0 0.0% 0 0.0% 0 0.0%
11 Affluent Newcomers 0 0.0% 0 0.0% 0 0.0%
4B Young Aspirations 0 0.0% 1 0.0% 1 0.0%
14 American Playgrounds 0 0.0% 0 0.0% 0 0.0%
19 Outer Suburban Affluence 0 0.0% 0 0.0% 0 0.0%
22 Up and Coming Suburban Diversity 0 0.0% 0 0.0% 0 0.0% 35 Generational Dreams 0 0.0% 1 0.0% 1 0.0%
40 Beltway Commuters 0 0.0% 0 0.0% 0 0.0%
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Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 2 of 3 Household Segmentation Profile
Market: 0
Date: 3/2/2026
TOTAL HOUSEHOLDS 4,934 100% 5,151 100% 5,510 100%
Segment Group Cluster Name 5 Min Drive 10 Min Drive 15 Min Drive 5A College Students and Recent Graduates 0 0.0% 0 0.0% 0 0.0% 57 Cap and Gown 0 0.0% 0 0.0% 0 0.0%
67 Starting Out 0 0.0% 0 0.0% 0 0.0%
5B Middle America 0 0.0% 0 0.0% 0 0.0%
26 High Density Diversity 0 0.0% 0 0.0% 0 0.0%
36 Olde New England 0 0.0% 0 0.0% 0 0.0%
39 Second City Beginnings 0 0.0% 0 0.0% 0 0.0%
43 Classic Interstate Suburbia 0 0.0% 0 0.0% 0 0.0%
5C Upscale Young Singles and Couples 0 0.0% 0 0.0% 0 0.0% 25 Hipsters and Geeks 0 0.0% 0 0.0% 0 0.0%
27 Young Coastal Technocrats 0 0.0% 0 0.0% 0 0.0%
6A Ethnic and Small Town Groups 791 16.0% 797 15.5% 797 14.5% 31 Working Hispania 529 10.7% 535 10.4% 535 9.7%
59 Hispanic Working Poor 237 4.8% 237 4.6% 237 4.3%
60 Bordertown Blues 0 0.0% 0 0.0% 0 0.0%
64 Struggling Southerners 0 0.0% 0 0.0% 0 0.0%
65 Forgotten Towns 25 0.5% 25 0.5% 25 0.5%
6B Blue Collar Urbanites 0 0.0% 0 0.0% 0 0.0%
28 Asian-Hispanic Fusion 0 0.0% 0 0.0% 0 0.0%
30 True Grit 0 0.0% 0 0.0% 0 0.0%
32 Struggling Singles 0 0.0% 0 0.0% 0 0.0%
6C Industrial Remnants 0 0.0% 0 0.0% 0 0.0%
63 Southern Small City Blues 0 0.0% 0 0.0% 0 0.0%
66 Post Industrial Trauma 0 0.0% 0 0.0% 0 0.0%
68 Rust Belt Poverty 0 0.0% 0 0.0% 0 0.0%
7A Military and Blue Collar 0 0.0% 0 0.0% 0 0.0%
61 Communal Living 0 0.0% 0 0.0% 0 0.0%
62 Living Here in Allentown 0 0.0% 0 0.0% 0 0.0%
7B Rural Working Blues 2,643 53.6% 2,825 54.8% 3,131 56.8% 24 Isolated Hispanic Neighborhoods 2,383 48.3% 2,557 49.6% 2,863 52.0% 29 Big Apple Dreamers 0 0.0% 0 0.0% 0 0.0%
47 Simply Southern 0 0.0% 0 0.0% 0 0.0%
48 Tex-Mex 261 5.3% 267 5.2% 268 4.9%
53 Classic Dixie 0 0.0% 0 0.0% 0 0.0%
56 Gospel and Guns 0 0.0% 0 0.0% 0 0.0%
7C Ageing Small Town America 5 0.1% 17 0.3% 31 0.6%
23 Enduring Heartland 0 0.0% 0 0.0% 0 0.0%
37 Faded Industrial Dreams 0 0.0% 0 0.0% 0 0.0%
50 Great Plains Great Struggles 0 0.0% 0 0.0% 0 0.0%
52 Great Open Country 4 0.1% 5 0.1% 5 0.1%
54 Off the Beaten Path 0 0.0% 0 0.0% 0 0.0%
55 Hollows and Hills 2 0.0% 12 0.2% 26 0.5%
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 3 of 3

Taft City CouncilJune 2, 2026

Taft City Council
June 2, 2026