Agenda — Wasco City Council, February 17, 2026 (part 3 of 3)

September 30, 2022

Jaymie Brauer
Quad Knopf Inc.

Re: Native American Tribal Consultation, Pursuant to the Assembly Bill 52 (AB 52), Amendments to the California Environmental Quality Act (CEQA) (Chapter 532, Statutes of 2014), Public Resources Code Sections 5097.94 (m), 21073, 21074, 21080.3.1, 21080.3.2, 21082.3, 21083.09, 21084.2 and 21084.3, Water System Improvement & Treatment Project (220205), Kern County

Dear Mr. Brauer:

Pursuant to Public Resources Code section 21080.3.1 (c), attached is a consultation list of tribes that are traditionally and culturally affiliated with the geographic area of the above-listed project. Please note that the intent of the AB 52 amendments to CEQA is to avoid and/or mitigate impacts to tribal cultural resources, (Pub. Resources Code §21084.3 (a)) (“Public agencies shall, when feasible, avoid damaging effects to any tribal cultural resource.”)

Public Resources Code sections 21080.3.1 and 21084.3(c) require CEQA lead agencies to consult with California Native American tribes that have requested notice from such agencies of proposed projects in the geographic area that are traditionally and culturally affiliated with the tribes on projects for which a Notice of Preparation or Notice of Negative Declaration or Mitigated Negative Declaration has been filed on or after July 1, 2015. Specifically, Public Resources Code section 21080.3.1 (d) provides:

Within 14 days of determining that an application for a project is complete or a decision by a public agency to undertake a project, the lead agency shall provide formal notification to the designated contact of, or a tribal representative of, traditionally and culturally affiliated California Native American tribes that have requested notice, which shall be accomplished by means of at least one written notification that includes a brief description of the proposed project and its location, the lead agency contact information, and a notification that the California Native American tribe has 30 days to request consultation pursuant to this section.

The AB 52 amendments to CEQA law does not preclude initiating consultation with the tribes that are culturally and traditionally affiliated within your jurisdiction prior to receiving requests for notification of projects in the tribe’s areas of traditional and cultural affiliation. The Native American Heritage Commission (NAHC) recommends, but does not require, early consultation as a best practice to ensure that lead agencies receive sufficient information about cultural resources in a project area to avoid damaging effects to tribal cultural resources.

The NAHC also recommends, but does not require that agencies should also include with their notification letters, information regarding any cultural resources assessment that has been completed on the area of potential effect (APE), such as:

1. The results of any record search that may have been conducted at an Information Center of the California Historical Resources Information System (CHRIS), including, but not limited to:

CHAIRPERSON
Laura Miranda
Luiseño

VICE CHAIRPERSON
Reginald Pagaling
Chumash

PARLIAMENTARIAN
Russell Attebery
Karuk

SECRETARY
Sara Dutschke
Miwok

COMMISSIONER
William Mungary
Paiute/White Mountain
Apache

COMMISSIONER
Isaac Bojorquez
Ohlone-Costanoan

COMMISSIONER
Buffy McQuillen
Yokayo Pomo, Yuki,
Nomlaki

COMMISSIONER
Wayne Nelson
Luiseño

COMMISSIONER
Stanley Rodriguez
Kumeyaay

EXECUTIVE SECRETARY
Raymond C.

Hitchcock
Miwok/Nisenan

NAHC HEADQUARTERS
1550 Harbor Boulevard
Suite 100
West Sacramento,
California 95691
(916) 373-3710
[email protected]
NAHC.ca.gov

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Page 2 of 2 ends

• A listing of any and all known cultural resources that have already been recorded on or adjacent to the APE, such as known archaeological sites;
• Copies of any and all cultural resource records and study reports that may have been provided by the Information Center as part of the records search response; • Whether the records search indicates a low, moderate, or high probability that unrecorded cultural resources are located in the APE; and
• If a survey is recommended by the Information Center to determine whether previously unrecorded cultural resources are present.

2. The results of any archaeological inventory survey that was conducted, including:

• Any report that may contain site forms, site significance, and suggested mitigation measures.

All information regarding site locations, Native American human remains, and associated funerary objects should be in a separate confidential addendum, and not be made available for public disclosure in accordance with Government Code section 6254.10.

3. The result of any Sacred Lands File (SLF) check conducted through the Native American Heritage Commission was negative.

4. Any ethnographic studies conducted for any area including all or part of the APE; and

5. Any geotechnical reports regarding all or part of the APE.

Lead agencies should be aware that records maintained by the NAHC and CHRIS are not exhaustive and a negative response to these searches does not preclude the existence of a tribal cultural resource. A tribe may be the only source of information regarding the existence of a tribal cultural resource.

This information will aid tribes in determining whether to request formal consultation. In the event that they do, having the information beforehand will help to facilitate the consultation process.

If you receive notification of change of addresses and phone numbers from tribes, please notify the NAHC. With your assistance, we can assure that our consultation list remains current.

If you have any questions, please contact me at my email address: [email protected].

Sincerely,

Cameron Vela
Cultural Resources Analyst

Attachment

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Kitanemuk & Yowlumne Tejon
Indians
Delia Dominguez, Chairperson
115 Radio Street
Bakersfield, CA, 93305
Phone: (626) 339 - 6785
[email protected]
Kitanemuk
Southern Valley
Yokut
Santa Rosa Rancheria Tachi
Yokut Tribe
Leo Sisco, Chairperson
P.O. Box 8
Lemoore, CA, 93245
Phone: (559) 924 - 1278
Fax: (559) 924-3583
Southern Valley
Yokut
Table Mountain Rancheria
Brenda Lavell, Chairperson
P.O. Box 410
Friant, CA, 93626
Phone: (559) 822 - 2587
Fax: (559) 822-2693
[email protected]
Yokut
Tejon Indian Tribe
Octavio Escobedo, Chairperson
P.O. Box 640
Arvin, CA, 93203
Phone: (661) 834 - 8566
oescobedo@tejonindiantribe-
nsn.gov
Kitanemuk
Tejon Indian Tribe
Colin Rambo,
P.O. Box 640
Arvin, CA, 93203
Phone: (661) 834 - 8566
colin.rambo@tejonindiantribe-
nsn.gov
Kitanemuk
Tule River Indian Tribe
Neil Peyron, Chairperson
P.O. Box 589
Porterville, CA, 93258
Phone: (559) 781 - 4271
Fax: (559) 781-4610
[email protected]
Yokut
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This list is current only as of the date of this document. Distribution of this list does not relieve any person of statutory responsibility as defined in Section 7050.5 of the Health and Safety Code, Section 5097.94 of the Public Resources Code and section 5097.98 of the Public Resources Code.

This list is only applicable for consultation with Native American tribes under Public Resources Code Sections 21080.3.1 for the proposed Water System Improvement & Treatment Project (220205), Kern County.

PROJ-2022-
005630
09/30/2022 01:52 PM
Native American Heritage Commission
Tribal Consultation List
Kern County
9/30/2022
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Local Government Tribal Consultation List Request
Native American Heritage Commission
1550 Harbor Blvd, Suite 100
West Sacramento, CA 95691
916-373-3710
916-373-5471 – Fax
[email protected]
Type of List Requested
☐ CEQA Tribal Consultation List (AB 52) – Per Public Resources Code § 21080.3.1, sub s. (b), (d), (e) and 2108 0.3.2 ☐ General Plan (SB 18) - Per Government Code § 65352.3.

Local Action Type:
___ General Plan ___ General Plan Element ___ General Plan Amendment ___ Specific Plan ___ Specific Plan Amendment ___ Pre-planning Outreach Activity Required Information
Project Title:___________________________________________________________________________ Local Government/Lead Agency: ___________________________________________________________ Contact Person: __________________________________________________________________________ Street
Address: ___________________________________________________________________________ City:
___________________________________________ __________ Zi p:__________________________ Phone
:____________________________________ Fax:_________________________________________ Emai
l:_____________________________________________
Specific Area Subject to Propose d Ac tion
Count
y:________________________________ City/Community: _______________________ ____ Pr
oject Description:

Additional Request
☐ Sacred Lands File Search - Required Information:

USGS Quadrangle Name (s):____________________________________________________________ ____________________________________________________________ Township:___________________ Range:___________________ Section(s):___________________ 1 of 755

ATTACHMENT A

PROJECT FIGURES
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Figure - 1
Regional Location
Project Location
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Figure - 2
Project Area
Water System Improvement and Treatment Project
Project Co mponents
L :• City Limits
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Figure - 3
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Water System Improvement and Treatment Project
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ENGINEERING DESIGN &
CONSTRUCTION MGMT.

SURVEY & GIS

URBAN DESIGN &

LANDSCAPE ARCHITECTURE

PLANNING

BIOLOGY &

ENVIRONMENTAL PERMITTING

August 15, 2022

RE: Tribal Cultural Resources under the California Environmental Quality Act, AB 52 (Gatto, 2014). A Formal Notification of a Decision to Undertake a Project and Notification of Consultation Opportunity, pursuant to Public Resources Code § 21080.3.1 (hereafter PRC) for the Water System Improvement & Treatment Project, Wasco, Kern County, California

Dear Chairperson:

The City of Wasco has decided to undertake the Water System Improvement & Treatment Project (Project). The City of Wasco is designated as Lead Agency under the California Environmental Quality Act (CEQA).

The City of Wasco (City) proposes to: (1) drill four new municipal water wells to replace existing water supply wells that exceed the State of California Maximum Contaminant Leve l for 1,2,3 - Trichloropropane (TCP) and occasionally for Nitrate, (2) install a new granular activated carbon (GAC) treatment system at the existing Well No. 12 facility to remove 1,2,3-TCP; (3) rehabilitate the existing City Well No. 2; (4) construct two 1.0 MG welded steel storage tanks a nd booster pump stations; (5) install an Advanced Metering Infrastructure (AMI) system for remote read metering ; and 6) replace or add new pipelines along existing roadways. All work will be done within the City limits of the City of Wasco and within currently existing, highly disturbed sites that already include water system infrastructure.

Figure 1 is a map of the regional location and Figure 2 shows the Project's aerial location. Figure 3 shows the PLSS/USGS quadrangle and Figure 4 shows the topography of the area.

Pursuant to PRC § 21080.3.1 (b), you have 30 days from the receipt of this letter to request consultation, in writing, with the Kern Community College District.

Should you have any comments or questions please contact our designated representative, Jaymie L. Brauer at (661) 616-2600 or at [email protected]

Sincerely,

Jaymie L. Brauer
Principal Planner/Project Manager

enclosures:
• Attachment A: Figure 1 through Figure 4
5080 California Avenue, Ste. 220 I Bakersfield, CA 93309 1 of 755
Tribal Contact Letter- Water System Improvement Project

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ATTACHMENT A

FIGURES

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Tribal Contact Letter- Water System Improvement Project

Page 3 ends

Figure 1
Regional Location

,,
Project Location
0 Miles 100
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Tribal Contact Letter- Water System Improvement Project

Page 4 ends

Figure 2
Project Area

CITY OF WASCO WATER SYSTEM IMPROVEMENT PROJECT
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KBRN
COUNTY
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Tribal Contact Letter- Water System Improvement Project

Page 5 ends

Figure 3
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Tribal Contact Letter- Water System Improvement Project

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Figure 4
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Wasco Water System Improvement & Treatment Tribal Consultation Letter Tribe Contact Comments
Kitanemuk Colin Rambo
colin.rambo@tejonindiantribe-
nsn.gov

Octavio Escobedo
oescobedo@tejonindiantribe-
nsn.gov

Letter sent via email 8/16/22

Called on 9/30/22, left a
voicemail
Yokut Neil Peyron
neil.peyron@tulerivertribe-
nsn.gov

Letter sent via email 8/16/22

Called on 9/30/22, left a
voicemail
Paiute-Shoshone [email protected]

[email protected]

Letter sent via email 8/16/22
Chumash [email protected]

Letter sent via email 8/16/22
Southern Valley
Yokut
[email protected]

Letter sent via email 9/30/22

Called on 9/30/22, left a
voicemail
Kitanemuk
Southern Valley
Yokuts
Delia Dominguez
[email protected]

Letter sent via email 8/16/22

Called on 9/30/22, left a
voicemail
Yokut Brenda Lavell
[email protected]

Letter sent via email 9/30/22
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APPENDIX C

FEASIBILITY ANALYSIS REPORT

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DEE JASPAR & ASSOCIATES, INC.

CONSULTING CIVIL ENGINEERS
2730 UNICORN ROAD, BLDG A
BAKERSFIELD, CA 93308
PHONE (661) 393-4796
FAX (661) 393-4799

_______________________________________________________________________________________________________________________________________________

MEMORANDUM

DATE: July 27, 2022

TO: S tate Water Board

FROM: Curtis Skaggs, P.E.

SUBJECT: City of Wasco
Feasibility Analysis Report for a Water Treatment Strategy for the City’s Water Supply – Amendment No. 1

Amendment No. 1:

The City of Wasco prepared a Feasibility Analysis report referenced above that evaluated the water supply and demand for the City, evaluated treatment alternatives for 1,2,3-TCP and nitrate, provided cost estimates, and provided the following recommendations:

• Install GAC treatment in series at the Well #12 Facility for removal of 1,2,3-TCP

• Drill and equip four replacement wells for Well #7, #8, #10, and #11 which will be refer red to as noted below:
- Well No. 15 Facility at 9
th Street and J Street
- Well No. 16 Facility with a 1.0 MG Storage Tank and
Booster Pump Station at Poso Avenue and Central Avenue
- Well No. 17 Facility at Central Avenue and Filburn Street - Well No. 18 Facility at Central Avenue and Margalo Street

In addition, to these projects above, the City desires to include the following:

• Construction of a 1.0 MG Storage Tank and Booster Pump Station at the Well No. 13 Facility on the east side of Wasco Avenue and south of Poso Avenue.
- The above referenced feasibility analysis recommended that the City have storage capacity in the range of 1.0 MG to 3.0 MG. They currently do not have any storage
capacity, however the Well No. 16 Facility noted above
will provide 1.0 MG of storage and this project will add another 1.0 MG of storage for a total City storage capacity of 2.0 MG.
f~
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• R
ehabilitation of the existing Well No. 2 Facility
- This is an existing well that the City would like to place back into service. The well was drilled in 1990 and is a 16- inch casing completed to a depth of 828-feet. It had an approximate capacity of 1,500 gpm at 50 psig. It needs to be equipped with a new vertical turbine pump and motor, discharge piping and appurtenances, pressure vessel,
electrical and controls, site development, and potentially treatment. This will serve to provide back-up and
emergency capacity for the City.

• SCADA Upgrades
- The SCADA system will need to be expanded and
upgraded to accommodate the ab ove noted projects.

• Advanced Metering Infrastructure (AMI)
- An AMI system will be installed throughout the City
service area for remote meter reading and monitoring. The AMI system includes a propagation study, cell towers,
antennas, gateways, and meter interface units.

• Rate Study
- The City needs to perform a rate study to determine the appropriate water rates for City water customers in an
effort to ensure the proper operations and maintenance of the proposed projects as well as plan and prepare for future capital improvement projects.

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Updated Cost Estimates:

• Install GAC treatment in series at the Well #12 Facility

C apital Cost $2,914,550.00

Well No. 12 Facility
1 Mobilization, Demobilization, & Cleanup 1 LS $100,000.00 $100,000.00 2 Well Site Earthwork and Subgrade Preparation 1 LS $50,000.00 $50,000.00 3 Well On-Site Drain Piping and Appurtenances 1 LS $90,000.00 $90,000.00 4 TCP Concrete Foundation 1 LS $135,000.00 $135,000.00
5 GAC Vessels 1 LS $800,000.00 $800,000.00
6 Influent Piping and Appurtenances 1 LS $100,000.00 $100,000.00 7 Effluent Piping and Appurtenances 1 LS $80,000.00 $80,000.00 8 Backwash Piping and Appurtenances 1 LS $50,000.00 $50,000.00 9 Slowdown Piping and Appurtenances 1 LS $600,000.00 $600,000.00 10 Well Discharge Piping and Appurtenances 1 LS $75,000.00 $75,000.00 11 Chlorine Equipment and Structure 1 LS $60,000.00 $60,000.00 12 Nitrate Analyzer System and Structure 1 LS $120,000.00 $120,000.00 13 Miscellaneous Concrete and Rip-Rap 1 LS $50,000.00 $50,000.00 14 Aggregate Base Ground Cover 1 LS $60,000.00 $60,000.00 15 Electrical and Controls 1 LS $150,000.00 $150,000.00 16 Start-Up and Performance Testing 1 LS $15,000.00 $15,000.00 Subtotal: $2,535,000.00
Engineering Design: $76,050.00
Environmental: $50,700.00
Bid Administration: $10,000.00
Permitting: $5,000.00
Labor Compliance: $20,000.00
Construction Staking: $15,000.00
Construction Inspection & Administration: $202,800.00
Well No. 12 TCP Estimate: $2,914,550
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• Drill and equip four replacement wells
- Well No. 15 Facility at 9th Street and J Street

Capital Cost $6,890,306.00

wen No. 15 Facility
Mobilization. Demobilization, and Clean-up lncludi'tg Sound 1 EA S.:.0.000.00 $50,000 .00 Abatement
Conductor Casing • Drill 50' Deep 48'" Dia. Ho4e, Furnish and 2 Install 50" OD 36. LO. x 318 Wall Conductor Pipe. Groot in 50 LF $1,000.00 S50,000.00 Place
3 Orill 18" Dia. Pilot Hole to 1. 300' • Not Including Conck.lC10f 1250 LF $ 150.00 S 187,500.00 Hole 4 Fonnafon Sampling By PlaOOg Sampling Tool. Airlifting, and 5 EA S20,000.00 S100,0 00.00 PumoinA
5 Ream Pilot Hole 10 28" Dia. from 920' to 1270' 875 LF $ 150.00 S 131.250.00 6 Ream Pilot Hole to 30" Dia. To 920' • Not lncl.tding 345 LF $ 150.00 $51,750 .00 Conductor Hole 7 Fumish and Install t6-5/8'" 0.0. x 5/t6· Wal, ASTM A242 933 LF $350 .00 S326,550.00 HSLA Blank CasinQ o· to 920' and 1240' to 1250' 8 Fumish and Install 16-518" 0.0 . x 5/16" Wal Louvered 300 LF $450 .00 S 135,000.00 Casflg, ASTM A242 HSLA 9 Furnish and Install A 16" Diameter Telescoping Compressjon 1 LS $ 18,000.00 $ 18,000 .00 Section. 20-FT Length 10 Furnish and Install 4" Dia. Gravel Feed Tube 903 LF $50 .00 $45, 150.00 11 Fumish and Install 3· Dia. Sounding Aocess Tube 9 18 LF $40 .00 S36,720 .00 12 Furnish and Install Gravel Envelope 380 LF $ 100.00 S38,000.00 13 Fumish and Install CEment Grout foe Annular Seal. Including 890 LF $90 .00 $80, tOO.OO 10' of Fine Sand or Bentooite 14 Conduct Preliminary Well DE-velopment by Swabbing and Air• 80 HRS $500.00 $40,000.00 Lifting 15 Conduct Well Development by Pumpi'lg and Surging 60 HRS $450 .00 $27,000.00 16 Conduct Well Production Tes! Pumpi'ig 24 HRS $450.00 $ 10,800.00 17 WelV'd eo 1 EA $2,500 .00 $2,500 .00
18 Mobilization. Demobilization, & Cleanup 1 LS $50,000 .00 $50,000 .00 19 Wei S$1.e EaJ'1hwork and Sll)grad e Preparation 1 LS S 120,000.00 S 120,000 .00 20 Wei On-Site Drain Pipi,g and Appurtena00t:-s 1 LS $90,000 .00 $90,000 .00 2 1 Concrete Pump Foundation for Deep Wei 1 EA $ 12,000.00 $ 12,000 .00 22 Vertical Hollow Shaft Electric Motor 1 EA $75,000 .00 $75,000 .00 23 Deep Well Vertical Tw bine Pump Assembly 1 EA S315.000.00 S315,000.00 24 Wei Discharge Piping and Appurtenances LS S260.0 00.00 S260,000 .00 25 Hydropneumatic Tank and Concre1e Footings LS S 165,000.00 S 165,000.00 26 12· PVC Conveyance P.,ing and Appunenances from Wei 225 LF $600 .00 S 135,000.00 Discharge Pip-,g to Ex. Distribution Sys!em 27 1a· RCP Off-Site Bbw- Down Piping and Appurtenances from 705 LF $800 .00 S564,000.00 Wei Site to Ex. Distribution System 28 liquid Chlorine Injection System including Buikling and LS $45,000.00 $45,000.00 Concrete Foundation 29 Electrical Control Build-i'lg Concrete Foundation & Flatworl( 1 LS $45,000 .00 $45,000 .00 30 Electrical Control Masonry S&ock Buiding & Appurtena.noes 1 LS S200.0 00.00 S200.000.00 31 Wei SSle Ground Cover -Asphalt Paving 7,500 SF $25.00 S 187,500 .00 32 Wei Site Ground Cover -Aggregate Base 45,000 SF S1 .00 $45,000 .00 33 Chain Link Fencing and Gates (nc:fuding demo ex.} 1 LS $35,000 .00 $35,000 .00 34 Masonry Block Wall 850 LF $310.00 S263,500 .00
35 Painting System 1 LS S 140,000 .00 S140,000.00
36 Wei VFO Drive 1 LS S 135,000 .00 S 135,000 .00
37 Wei Site Electrical and Controls 1 LS S600,0 00.00 S600,000 .00 38 Standby Diesel Generator Set and Appurtenances. including LS S835,000 .00 S835,000.00 Concrete Foundation 39 Start-Up and Perfocmance Testing LS $25,000 .00 S25,000 .00 40 Site Lighting LS $ 15,000 .00 S t5.000.00
41 N:--irate Analyzer System LS s 100.000 .00 s100.000.00 42 Site Demolition LS S100.00 0.00 s100.000 .00
Subtotal: S5,887,320 .00
Propeny Acquisition: S 150,000.00
Test Well Construction: S300,000.00
Engineering Design: S117.746.40
Environmental: $58,873.20
Bid Admi'listratioo: $ 10,00 0.00
Permitting: S10.00 0.00
labor Compliance: $42,000 .00
Construction Staking: S20,000 .00
Construclion Inspection & Admi'listratioo: S294,366.00
Well No. 15 Estimate: $6,SS0,306
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• Drill and equip four replacement wells
- Well No. 16 Facility with a 1.0 MG Storage Tank and
Booster Pump Station at Poso Avenue and Central Avenue

Capital Cost $8,771,156.00

weaNo . 16Facility
Moo111Za:1on. oemoo 111za11on.. ar::a c ie.an-up rtc!tlalng sowia Atla~nt EA SS0,000.00 550,.000.0D
conauc::or C.1$11ng - e ra so· Deep .!.8" :>Ea.. Hofe. FuoIs.n ano 2 ris:;a) !ii" OD 36" LO. a 3.18 Wal cooauc.o r Pipe. Grou'l 10 50 LF s.1.000.00 sso.000.00 Place
3 Ddll 1e· Ola. ?1101 H01e to 1. 300' - Not lndw:fng Col":ductor 1250 LF St 50.00 $187.500.00 .... 4 fonnanon sampling By Plaelng sampang TOOl. AWU::I~. an-::1 s EA $20,000 .00 S100,.000.0D ... ,,_ s Re.am PIIOO Hole to 2a· Ola. trom 920' 10 1270' .,. LF $150.00 $131,250.00 •
Re.am P1I011 Hole to 30· Ola. To 920' + l'fOt lnelllllng conou--..mr 345 LF $150.00 SS1~750.0D .... 7 Fwn15h aoo ln6:al t 6-s."8- O+D+ X 5/16~ 'Nall ASTM A242 9'3 LF 5350.00 S326.SSO.OD HSLA E.1lr.:k C-a&ftlg o· to 920' ana 12~0'to 1250' •
furnllSn ar:(I rt&.1al 16-S.'8~ O+D. X S/16- Wall 1..0lNffe(I 300 LF ~0.00 5135.000.00 casrn g. ASTM A242 HSV.
•
fumkn aoa tis-I A 16" Diameter Telesoop1ng compr:-uI00 LS St B,GOD.00 St 6.000.00 Sett:on. 20-FT leng:n 10 furn.kn al':<l b&:al 4• DI.a.. Gravel feeo Tdle 903 lF SS0.00 S~5.150.00 II fumgn aoa tis-I T Dia. Sound ing Ac:Ces& Ttltle
••• lF $40.00 S36.720.00
12 Furnkn anCI b&:al Gca'iel El':Ye!Ope
""
LF $100.00 536.000 .0D
13 fwngn ana bs:al cement Grou;. toe ,,nnular sea1. '1Clldng "'°
LF 590.00 580.100.0D 1 rr oc Fine sand or Bentonrt:e
14 Con:lllCl Pre!'.lnmary Vl ell Oeveklpmen:l Dy SW3.00lng aria All- •• liRS $.SOD.DO 5~0.J)Q0.00 Llr.lng
IS conaucs Wei oeveropmait Dy Pumping aria SUJgJn,g •• liRS ~0.00 527.000 .00 16 COO:lllCl Wei ProOucClon T e-st ?um~ 24 :-L'tS ~0.00 510.e.oo.oo 17 W el VIOEO EA $2,500 .00 $2..500 .00
•• MODI IZa:lon. DemoOIIZa:JOn. s. Cleanup LS '5D,OOO.OO SS0.000.00 19 Well sit= .f.annwcrt and suograae Preparati:ln LS S120,00D.OO S120.000 .00 20 w ea on-sne Drain Ptpkl g aoo Apptmenan oes LS S90,0DO.-O.O 5S.J.OOO.OO 21 concte.e Pwnp Founaatton tt:ir Deep Viet EA S12,0DO.OO 512..000.00 22 Vertical Hollow snan Erectr!C Motor EA S75,GOO.QO 575.000.00 23 Deep Vlei Vat'.Cai TUftline Pump Assoe:rnbly EA 5315,000.00 $315.000.00 24 wea DISCNtg e Piping ana Ap!XJtten.anoes LS $260.000..-1?0 S2&J.DOO.OO 25 aoos-.er Pomp Sta:tron Plpii:ng a."tel Appwtenances LS 5520,000 .00 $520.000.00 2• H)llropn ewnai::~ Tin& aria COr&ret,; foo01g5, LS $1.S,OOQ.~, $1>>.WO,QD 27 1MG w eioeo s+..e~ Storage Tank aM Applr.:n a~ es LS S1.-30-:J,ODO.OO Sl.300,000.0D 28 12'" PVC c or.veyance Piping al".CI Appl.Stenance s trorn w en 125 LF 5750.00 593. 750.00 !Ucl\a,""g e ?Qplng to a Dt601ou-Jon S)'S!em 29 18"' RCP OTl'-Sl.e Slo:-.. Down F1pitlg a!XI Apptr.Man oe5 ~ so LF $1,500.00 575.000 .00 W el SI~ c::> Ex. 0:StrtDU'"JOn Sys:em 30 llqtrcl a11or.ne tlJeCC:on sysr;~ IO®awi.g auuttng ano 2 LS $45,000.00 590.000 .00 COOCte,: e Founaatton 31 Eleetr1caI Corrtrot BUii~ conae-:. e Founaa::ioo & f la:WOrt LS $45,000.00 $45,000.00 32 Ele<cttlcal Control Masonry SIOCI But'dn g & App«tfflan oe5 1 LS 5200,000 .00 $200,000 .00 33 Well Sit= Grouna cu~er - A&phalt ?am g 9.000 SF S.25..-0.0 S22S.OOO.OO 34 Wet Sit= Ground cover • Aggregate Base 65.000 SF 51.00 S65.000 .0D 35 Cftalr'I Lint fencng ano Gat=s tJnC(Ucllr.,g demo ex.) 1 LS $35,000.00 535,000.00 36 Masonry B!Ocl: Wall 1.000 LF $310..00 $310.000.00
37 ?aln.:ln.g sy&,::...=m LS 514!1,000..-1?0 S 1.:=.0,.000.00 JS WelVFDOrt.• e LS $135.000.00 $135.000 .00
39 Well Sit= -Electnc.311 ana Co~ LS 5800,000 .00 S.SC0.000.00 <O StandDJOie sel Gener..:or set ana Apf.'J~ rtanoes, tnCIUclng LS 5835,000.00 $835.000.00 concn.: e Fomcsatto n ,. Start,4.Jp an.a .?ertorn':anee Tes.:mg LS S2:S,OOO.OO 525.000 .00 •2 Sit=- Ugnnng LS $15.000.00 515.000.00
•3 N::fJ:2 Afldl)'2Ef S,S.2m LS S 100,000.00 S100.000.0C ~4 concn.: e Curo ano Gu::er LS $25,000 .00 525.000.00
•• concn.: e cutt:1 Rec:i.rns LS St O,GOD.00 S10.000.00 <6 COncte,:e Slaewall LS $30,000 .00 530.000.00
~, concn.: e onve Awroacne s LS $15,00C.OO 515.000.00
•• R.oaCI Pa~ment m - ement5 LS 5120,000.00 $120.COO.OO SU0to".al:: S7 .626,070.00
Propetry A.cquW~ n: $1SO.COO..OO
Tes: w eu construdon: S300,000.00
Englneenng Offlg n:- $152..521 • .:.0
En~n t31:: 576260 .70
S lCI A«nrnlS.:ra-:al n: 510.CIJO.OO
Pamlt:rlg: S10.C-DO.OO
La.llOr COl!lpii1artce:- 545,COO.OO
cons:rucuoo s~g: sro.coo..oo
const.ruceon t'l&peeaon & A«ntll5':ra-:aln: $381.303..50 Well Ho. 16 Esti mate: $8,77 1.156
1 of 755

• Drill and equip four replacement wells
- Well No. 17 Facility at Central Avenue and Filburn Street

Capital Cost $6,804,716.00

Wei. No. 17 F aciity
Mctli rcion. Oemobiizacion. and ~up lnclucing Sound 1 EA $50,000 .00 -2
Ccn::bctor Casing - Oill 5fJ 0e,ep 43" Dia. Hole. Furrish and klstal 50" OD 36"' LO. x 318 Wal Conducror Pipe. Grout in !O lF $1.000.00 f'looe
3 Drill 1 fr aa. Pilot Hofe to 1, 300' - Not lncbling Cooduaor Hcae 1250 lF $150.00 S 187.500.
4 Form.ri>n S~g By f'bcs,g Sam,mg Tod. ""1cting. an:!
Punpog 5 EA $20,000 .00
5 Ream Pilot Hole to 2S" Da. ;rotn 920' IO 1270'" 875 lF $ 150.00 6 Ream Pilot Hole eo -n-aa. To Q20' - Not Including 345 lF $ 150.00 Ca,ci,c,orHde 7 Ft.rnish and Instil 16-5,'S" 0 .0 . x 5'16"" Wall. ASTM A2(2 933 lF $350.00 HSt.A Blank CaS¥lg a to 920' and 1240' to t250' 8 fl.l'rish: and lnsbl 16-5,'S" 0 .0 . x 5116"" Wall Louvered 300 lF $<00.00 S12QOOJ. Casing. ASTM A242 HSlA g fl.lT'lish ard lnsbl A 16" Di~ Telescoping ~sion LS $18.000 .00 -=la>¢,
10 fltrish ard lnsbl 4'" Oa. Gravel l=eed Tube 11()3 LF $50.00 11 Flmsh and lnsbl 3" Dia. Solncling Acces s Tube 918 lF $40.00 12 Fltrish aoo ffibl Gravel Envelope 380 lF $ 100.00
13 Flmsh and lnsbl Cement Grout fer AmlAar Seal Including 890 lF SII0.00 10' o; N'le S3nd or Benll:lrit:? 14 Conci,a f\-elimin.,,y Wei DEYet,pnent by -ng an:! Afr. so HRS $500.00 ln!no
15 Ccni.tc:I Well Oewlopnent by ~ing and Stsg ng 60 HRS $450.00 S27. 16 Ccn:b::t W ell Production Test Pu'rl,irg 2< HRS $450.00 S 10. 17 Wei Video 1 EA S2..500.00
18 Mctlh¥icn. Oemobiizacion. & Cleanup 1 LS $50,000 .00 S5D.OOJ 19 Wei Sc.e Earthw::in ¥Id Sli:lgade Preplration 1 LS $ 120.000.00 S12D. 20 Wei On-Site Drain ?ping and Appu'1eronc::es LS SQ0.000.00 u>o.OOJ 2 1 Caxr«e Pun1)Fo<ixb6onlo,DeepWell EA $12.000 .00 $ 12; 22 Vertical Ho11ow Shaft Electric Motor EA $75.000.00 S7i:
23 Deep Wei Verocal T ....... Pu"" Assembly EA $31 5.000.00 S315.000 2< Wei Oischag, P.,;,g an:!-S> .noes 1 LS $260.000 .00
25 ~ Tar.I: and Conc:re-.e Footngs 1 LS $ 165.000.00 S165.000 :re 12"" PVC C,c,nw_.yance ~ ad Apputeoances m'll Wei 125 lF $750.00 $93.7!0 . Discharge Piprig to Ex. Oisvibl.rtion System 27 1s· RCP Off-Sit e Slow-°""" pjpng m - .-om !O lF $1..500.00 Wei Sh to Ex. Oistrb.oon ~m 28 Li..,;d O<orine qect;on Syswn indudrog Buidog an:! LS $45.000 .00 S4i: Concre:e Fou-lda6on 28 ;JfflnQJ Cm:rol Suidi>QC<n<m• -&- LS S4o.OOO.DO $4~
30 Bec:uical Conttcf Ma.sorry 6kd. Suitin g &App,xtenanoe s 1 LS $200,000.00 S:20D. 3 1 Wei Si:e Ground Cowr-Asphat Pawig 9.000 SF $25.00 S22i:
~ Wei Sh Ground Cower - Aggregn.- Base 65.000 SF $1.00
= 33 Chan LR FEnciq;; and~ (flducling demo ex.) 1 LS $35,000 .00 $35 3< Masorwy 6locl: Wall 1.200 LF $310.00 S372.
35 PoinmgSystsn 1 LS $1<0.000.00 SMO.
36 WelVFDOi-..e LS $ 135.000.00 S13MOO
37 Wei Si.e Bearical '3XI Con=rols LS $800.000.00
= 38 S<.-.ici>y Diesel Generala Set and-· including LS $835.000.00 Caxr«eR>mda<ion 38 St.n-Up and ~ T esti-lg LS $25.000.00 $25.000.
<O Site l.q\'!ing LS $15.000.00 S 1MOO.
4 1 Nilrale-y>e<Sys<,m LS $ 100.000.00 S100.000.
42 eaxr.,, Q.rb an:! Gu;tg LS $15,000.00 S 1MOO.
43 Concm e Q.rb Retums LS $5.000.00 $MOO.
.. Caxr«eSi- LS $20,000 .00 S2Q.OOO.
46 Concre:e etm,e Approaches LS $ 10.000.00 $ 10.000.
4il Roa<!P.Mm!nt emenl5 LS $150.000.00 S151l.OOO.Oll
Subtotal: $5,EOS.070.00
Prq,eny-'6m: S!50.000.00
Test Wei Cons1Tuction: S300.000.00
Eng;neering o.,;g,: S1 16.16 1.-40
En~: $58.050.70
Sid Adrrin is:raticn: S10.00QOO
Permitting: s10.coo._oo
Labor Canpli.wx,e : $42.000.00
Con.stn..dion Saking : S2D.000.00
C,onsauciSon Inspection & Adninis:ration:: S2II0.403.50 Well No. 17 Estimate : $6,80<,716
1 of 755

• Drill and equip four replacement wells:
- Well No. 18 Facility at Central Avenue and Margalo Street

Capital Cost $7,067,966.00

Wei No. 18 Facaty
Mobiizaicn. Oemc:bizaion. and ~up b::I~ SoXld EA $50.000.00 Ab.:c.emen. 2 ConciJctor Casi,g - Oil !IJ DeE1) 48" Oia Hole. Furnish and lnstal 50" OD 36" ID . x 3i3 Wall Conckicoor Pipe, Groot in 50 LF Sl.000.00 Race
3 Ori1 18"' Da. Pil01 Holle to 1, 300' • Not lnc::l.di'lg Ccriructor -
1250 LF $150.00 S\$7.500.
4 R>rm.,t;on S-"'"f)ing By l'bo.-ig Sarnplng Tod, A<lffing, - Pull'Png 5 EA $20.000.00
5 Ream Pilot Hole to 23' [fa. lr0ffl 920' I:> 127U 875 LF $150.00 6 Ream Pilot l-ble .o ':¥:I" [fa. To fl2fJ • Not lnc:kldrlg 345 LF $150.00 CondJcto< Hde 7 FUTish ard Install 16-518"' 0.0. x 5ft6"' Wal. ASTM A242 933 LF $350.00 HSlA Blank Ca~ rI to 2?0' and 1240' to 1250' s Furish ard Install te-&s-- 0.0. x 5f1S-Wal Louve-ed 300 LF S<00.00 St20.000 . ca,;,g. ASTM A242 HSLA g Furish ard Install A 16" Di~ Telescoping Cornfressioo LS $18.000.00 SE<oon. = Len¢, 10 Ft.msh ard Install ~ Dia. Gravel Feed Tube 903 LF $50.00 11 Furish ard Install ~ Dia. Sooodng /:v::Jcess Tube 9 18 LF S<0.00 12 Ft.msh and Install Grawef Envelope 380 LF $100.00
13 FuTish and ffibll eeme... Gro\.c fer ANHAac Se.a. lndu(ing 890 LF $90.00 tO' o5 Rie S3rid or 8emc:rite 14 c.onctia Preliminary Well Oeveloprner.;; by Swabbing and Air- a> HRS $500.00 Lifti~ 15 CondJCI Well O.,,elopne<t by Pur4>;ng - Si,gng eo HRS $<50.00 s:n. 16 Condla W ell Produdion T ~ ~il'Q 24 HRS $450.00 $10. 17 WellVdeo 1 EA $2.500.00 S2.
18 Mcbiza:icn. Dernobi z:ation. & OeanJp 1 LS $50.000.00 S50. 19 Well Sit: ~ and Subgade ~ 1 LS $ 120.000.00 $120.
20 Well On-Site Oain P'1ing ard App!.r.enances 1 LS $90.000.00 $90. 2 1 Concn<, Punl)Fwmtionf\:>rDe<p Wei 1 EA $12.000.00 $ 12. 22 Vertical Hollow Shaft Electric Mo«or 1 EA $75.000.00 S7 23 Deep Well Vertical T ubine Pull'\' Asserrtily I EA $315.000.00 $31 24 Well Discharge Pij:Wlg and ~a,ances 1 LS S2'l0.000.00 25 H,d"""""""'6Tri- C<lncn1i>F®6ngs 1 LS $ 165.000.00 SI 26 12'" PVC ~,a.ice Piping and Apputmanoes arm Wei 250 LF $750.00 Oischatge Piping to Ex. Oistrhltion System 27 13'" RCP Off-Site E!loN-OcMn Piprlg and Ap~ irom 150 LF $1.500.00 Well Site to Ex. Oistrbi:icn Sys.em 28 UqOO Ollorine qection System inducfing Buting and LS $45.000.00 S<5. Conaete Fomdation 29 Bearical Ccr..:rol Bulcm g Coocre! e folndatx>n & Flatwxk 1 LS $45.000.00 30 Electrical CoNrd M3sorvy Block Buting &,W.. ru-nances 1 LS $200.000.00 S200. 3 1 Well S<• G<ound Cove<--Pavir,g 9.000 SF $25.00 S225. 32 Well Sit= Grourd Cover · AQgega;e Base 65.000 SF $1.00 S65. 33 Olan Ulk Fencing and Gates (riducing demo ex.) 1 LS $35.000.00 $35 34 Masonry Elock Wall 1.200 LF $310.00 S372.
35 ?aintiig si,st=m 1 LS $ 140.000.00 S140.
36 WellVFDOiw LS $ 135.000.00 St35.
37 Well Sit: Eledncal ald Conlrols LS $800.000.00 ssoo. 38 Stanct,yOiese!Giner.<o< SE(,nd-- ;ndudng LS $835.000.00 S835. c.onc:rew Fomdatioo 39 S,.,,.~,nd Penolmanoe Teslng LS $25.000.00
40 Site l.g)ting LS $15.000.00 $15.
4 1 Nirote lwiy,s System LS $ 100.000.00 S100.
42 Concrete a.bald G..aer LS $15.000.00 $15.
<3 Colc:t'ete Q..wb Reb.Wns LS ss.000.00 $5.
.. Concn<,~ LS $20.000.00 S20.
<5 Concn<, Oriw- LS $10.000.00 $10.
46 RDac!Pavement ,.. LS $ 150,000.00 $150.0XLOO Su_,. $6.05 1.820.00 Property Acq.Jisition: $150.000.00
Tes; W ei Construc6on: $300.000.00
Engineering llesq>: $12 1.036--40
Envi'orrnertat S80.5 18.20
Bid Adniniscra5on: s 10.on.oo
Pemiitfirg: s 10.000.00
Lal:>oc~ : $42.000.00
Construction Staking: S20.000.00
Constru::tion lnspec6on & AdrtW'lisaaSon.: S302.5'1LOO
Well No. 18 & tit'nate: $7,067,966
1 of 755
• Construction of a 1.0 MG Storage Tank and Booster Pump Station at the Well No. 13 Facility

Capital Cost $3,602,400.00

2 3
4 5
6 7
8 9
10 11
12 13
14 15
Storage Tank & Booster Pump Facility
Mobilization, Demobilization, & Cleanup
Well Site Earthwork and Subgrade Preparation
Well On-Site Drain Piping and Appurtenances
1 MG Welded Steel Storage Tank and Appurtenances
Well Discharge Piping and Appurtenances
Booster Pump Station Piping and Appurtenances
Relocate Existing Hydropneumatic Tank
12" PVC Conveyance Piping and Appurtenances from Well
Discharge Piping to Ex. Distribution System
18" RCP Site Drain Piping and Appurtenances
Liquid Chlorine Injection System including Building and Concrete Foundation
Painting System
Booster Pump VFD Drives
Well Site Electrical and Controls
Start-Up and Performance Testing
Site Lighting
1 LS $50,000.00
LS $120,000.00
LS $90,000.00
LS $1,300,000.00
LS $150,000.00
LS $520,000.00
LS $50,000.00
300 LF $500.00
300 LF $800.00
LS $45,000.00
LS $50,000.00
LS $75,000.00
LS $400,000.00
LS $25,000.00
LS $15,000.00
Subtotal:

Engineering Design:

Environmental:

Bid Administration:

Permitting
Labor Compliance
Construction Staking
Construction Inspection & Administration:

Storage Tank and BPP Estimate:
$50,000.00
$120,000.00
$90,000.00
$1,300,000.00
$150,000 00
$520,000 00
$50,000 00
$150,000.00
$240,000.00
$45,000 00
$50,000 00
$75,000 00
$400,000.00
$25,000.00
$15,000.00
$3,280,000.00
$65,600.00
$32,800.00
$10,000.00
$10,000.00
$25,000.00
$15,000 00
$164,000 00
$3,602,400
1 of 755
• Rehabilitation of the existing Well No. 2 Facility

Capital Cost $3,833,440.00

Well No. 2 Facility Rehabilitation
1 Well Video 1 EA $2,500.00 $2,500.00
2 Mobilization, Demobilization, & Cleanup 1 LS $50,000.00 $50,000.00 3 Well Srte Earthwork and Subgrade Preparation 1 LS $75,000.00 $75,000.00 4 Well On-Site Drain Piping and Appurtenances 1 LS $90,000.00 $90,000.00 5 Concrete Pump Foundation for Deep Well 1 EA $12,000.00 $12,000.00 6 Vertical Hollow Shaft Electric Motor 1 EA $75,000.00 $75,000 00 7 Deep Well Vertical Turbine Pump Assembly 1 EA $315,000.00 $315,000.00 8 Well Discharge Piping and Appurtenances LS $260,000 00 $260,000.00 9 Hydropneumatic Tank and Concreie Footings LS $165,000.00 $165,000.00 10 12" PVC Conveyance Piping and Appurtenances from Well 225 LF $600.00 $135,000.00 Discharge Piping to Ex. Distribution System 11 18" RCP Off-Srte Blow-Down Pipir1g and Appurtenances from 100 LF $800.00 $80,000.00 Well Srte to Ex. Distribution System 12 Liquid Chlorine Injection System including Building and LS $45,000.00 $45,000.00 Concrete Foundation 13 Electrical Control Building Concrete Foundation & Flatwork 1 LS $45,000 00 $45,000.00 14 E lectrical Control Masonry Block Building & Appurtenances 1 LS $200,000 00 $200,000.00 15 Well Site Ground Cover • Asphalt Paving 5,000 SF $2500 $125,000.00 16 Well Srte Ground Cover - Aggregate Base 40,000 SF $1.00 $40,000.00 17 Chain Link Fencing and Gates (including demo ex.) 1 LS $35,000.00 $35,000.00 18 Masonry Block Wall 850 LF $310.00 $263,500.00
19 Painting System 1 LS $80,000.00 $80,000.00
20 Well VFD Drive 1 LS $125,000.00 $125,000.00
21 Well Srte Electrical and Controls 1 LS $600,000.00 $600,000.00 22 Standby Diesel Generator Set and Appurtenances, including LS $535,000.00 $535,000.00 Concrete Foundation 23 Start-Up and Performance Testing LS $25,000 00 $25,000 00 24 Site Lighting LS $15,000.00 $15,000.00
25 Site Demolition LS $100,000.00 $100,000.00
Subtotal: 53,493,000.00
Engineering Design: $69,860.00
Environmental: $34,930.00
Bid Administration $10,000.00
Permitting: $10,000.00
Labor Compliance: $26,000.00
Construction Staking: $15,000.00
Construction Inspection & Administration: $174,650.00
Well No. 2 Rehabilitation Estimate: $3,833,440
1 of 755
• SCADA Upgrades

Capital Cost $155,950.00

• Advanced Metering Infrastructure (AMI)

Capital Cost $4,193,388.00

• Rate Study

Capital Cost $50,000.00

2 3
1 2
3 4
1 2
3 4
SCADA System Upgrades
Create and Map Tags, Create Screens, and Configure New 6 Connections to PLC or Gateway Programming Modifications
Start-U and Performance Testin
EA
EA
EA
S15,000.00
SS,000.00
S2,500.00
Subtotal:

Engineering Design:

Bid Administration:

Labor Compliance:

Construction Inspection & Administration:

SCADA Sysrem Upgrade Esrimare:

AMI Metering System
Propogation Study 1 LS S10,000.00
Meter and Meter Interface Unit Replacement 5,173 EA $700.00 Cell Towers, Antennas, Gateways, etc. 1 LS S200,000.00
Start-Uo and Performance Teslino - 1 L S S 10,000.00
Jage -·
Subtotal:
l
Engineering Design:

Environmental:

Bid Administration:

Permitting:

Labor Compliance:

Construction Inspection & Administration:

Rate Study
Data Col!1).Bing for Water System Expendlures & Revenues Development of antqiated Capltal lq)rovemeprams a
Meemgs and Correspondence a e
Preoaration of Reoort wih Recommendations
- 11
AMi Merering Esrimare:

LS
LS
LS
LS
SS,000.00
SS,000.00
SS,000.00
535,000.00
Subtotal:

Rare Srudy Eslimare:

S90,000.00
S30,000.00
$15,000.00
S135,000.00
$2,700.00
S10,000.00
S1 ,500.00
S6,750.00
$155,950
S10,000.00
$3,621,100.00
S200,000.00
S10,000.00
S3,841,100.00
576,822.00
S38,411.00
S10,000.00
S10,000.00
S25,000.00
S192,055.00
$4,193,388
SS,000.00
SS,000.00
SS,000.00
S35,000.00
SS0,000.00
$50,000
1 of 755
Th
e total updated project cost is therefore $44,283,872.00.

o Well #12 TCP Treatment $2,914,550.00
o Well #15 Facility $6,890,306.00
o Well #16 Facility with 1.0 MG Tank $8,771,156.00
o Well #17 Facility $6,804,716.00
o Well #18 Facility $7,067,966.00
o 1.0 MG Tank & Booster Pump Station $3,602,400.00
o Well #2 Rehabilitation $3,833,440.00
o SCADA System Upgrades $155,950.00
o AMI Metering $4,193,388.00
o Rate Study $50,000.00
Total: $44,283,872.00
1 of 755
State Water Resources Control Board
March 10, 2023
City of Wasco
Attention: Ms. Maria Lara
746 8th Street
Wasco, CA 93280

CITY OF WASCO (CITY), MITIGATED NEGATIVE DECLARATION, FOR THE WASCO WATER SYSTEM IMPROVEMENT PROJECT (PROJECT); STATE
CLEARINGHOUSE NO. 2023010548
Dear Ms. Maria Lara:

DOMESTIC WATER SUPPLY PERMIT AMMENDMENT
Thank you for the opportunity to review the MND for the proposed Project. The State Water Resources Control Board, Division of Drinking Water (State Water Board, DDW) is responsible for issuing water supply permits pursuant to the Safe Drinking Water Act.

The Project is
within the jurisdiction of DDW Visalia District. DDW Visalia District issues domestic water supply permit amendments to the public water systems serviced with a new or modified source of domestic water supply or new domestic water system components pursuant to Waterworks Standards (Title 22 CCR chapter 16 et. seq.). A public water system requires a new water supply permit if it includes a new water supply permit amendment for changes to a water supply source, storage, or treatment and for the operation of new water system components including new distribution tanks equal to or over 100,000 gallons, new wells, and treatment systems. The City will need to apply for a water supply permit amendment for this Project.

FUNDING
We understand that the City is
also pursuing Drinking Water State Revolving Fund
(DWSRF) financing for this Project. As a state funding agency with jurisdiction by law to preserve, enhance, and restore the quality of California’s water resources, the State Water Board is providing the following information on the MND to be prepared for the Project.

The State Water Board, Division of Financial Assistance, is responsible for administering the DWSRF Program (Program). The primary purpose for the Program is to implement the Safe Drinking Water Act and various state laws by providing financial assistance for facilities improvements to provide clean potable water, and thereby protect and promote health, safety, and welfare of the inhabitants of the state. 1 of 755
The DWSRF environmental review process regulations, 40 Code of Federal Regulations (CFR) § 35.3580, require some steps that are not part of the normal CEQA process. Some of these are below:

A. An analysis of environmental alternatives discussing environmental impacts of the Project.

B. A public hearing or meeting for adoption/certification of all CEQA documents except for those with little or no environmental impacts.

COMMENTS ON THE DRAFT MND:

1. The CEQA document states “Kern County has also adopted a well ordinance that is under the jurisdiction of the County Public Health Department. The Project will adhere to the applicable Kern County regulations, (PDF page 83).” Please reference the ordinance number or summarize this regulation.

If an application for funding will be submitted, please upload to Financial Assistance Application Submittal Tool the following applicable documents for the proposed Project, according to the City’s CEQA process: (1) one copy of the draft and final MND with the Mitigation Monitoring and Reporting Program (MMRP), (2) the resolution adopting the MND and MMRP, (3) all comments received during the review period and the District’s response to those comments, and (4) the Notice of Determination filed with the Kern County Clerk and the Governor’s Office of Planning and Research, State Clearinghouse. In addition, we would appreciate notices of any hearings or meetings held regarding environmental review of any projects to be funded by the State Water Board.

If funding will not be pursued, please forward the above requested documents with your permit amendment application to the State Water Board, DDW Visalia District Office at [email protected]
Thank you for the opportunity to review the City’s draft MND. If you have any questions or concerns, please feel free to contact me at (916) 449-5285, or by email at [email protected], or contact Mrs. Bridget Binning at (916) 449-5641, or by email at [email protected].

Sincerely,
Lori Schmitz
Environmental Scientist
Division of Financial Assistance
Special Project Review Unit
1001 I Street, 16th floor
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Sacramento, CA 95814
Attachment:

Division of Financial Assistance CEQA Requirements
cc: State Clearinghouse
Mrs. Bridget Binning, Division of Financial Assistance
Ms. Lauren Pham, Division of Drinking Water
Mr. Adam Forbes, Division of Drinking Water
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STATE WATER RESOURCES CONTROL BOARD,

DIVISION OF FINANCIAL ASSISTANCE
California Environmental Quality Act Requirements

The State Water Resources Control Board (State Water Board) Division of Financial Assistance (DFA) funds wastewater, recycled water, and drinking water infrastructure projects as well as water quality improvement projects using resources from various state grant programs. All applicants seeking grant funds must comply with the California Environmental Quality Act (CEQA) and provide appropriate documents to the State Water Board so that it can fulfill its CEQA responsibilities.

LEAD AGENCY
The applicant is usually the Lead
Agency and must prepare and
circulate an environmental document
before approving a project. Only a
public agency, such as a local, regional
or state government, may be the Lead
Agency under CEQA. If a project will
be completed by a non-governmental
organization, Lead Agency
responsibility goes to the first public
agency providing discretionary
approval for the project. In this
situation, the State Water Board may
serve as Lead Agency.

RESPONSIBLE AGENCY
Typically, the State Water Board is a
Responsible Agency. As a
Responsible Agency, the State Water
Board must make its own findings
using information provided by the Lead
Agency before funding a project.

STATE WATER BOARD

RESPONSIBILITIES
The State Water Board's mission is to
preserve, enhance, and restore the
quality of California's water resources
and drinking water for the protection of
the environment, public health, and all
beneficial uses, and to ensure their
proper allocation and efficient use for
the benefit of present and future
generations. To fulfill this
responsibility, and to carry out
obligations as a Responsible Agency
under CEQA, the State Water Board
must consider the Lead Agency’s
environmental document before
funding a project.

ENVIRONMENTAL REVIEW
The State Water Board’s environmental
review process must be completed
before the State Water Board can
approve a project for funding and the
project can begin construction.

DOCUMENT REVIEW
The State Water Board would like to
review CEQA documents as early as
possible. Applicants are encouraged
to consult with agency staff during
development of CEQA documents if
considering applying for funding from
DFA. Potential applicants should
consider sending their environmental
documents to DFA, Environmental
Section during the CEQA public review
period. This way, any environmental
concerns the State Water Board has
about the project can be addressed
early in the process.

REQUIRED DOCUMENTS
The Environmental Section within DFA
requires the documents listed below to
complete the environmental review:

1. Draft and Final Environmental
Documents – Environmental Impact
Reports, Negative Declarations,
Mitigated Negative Declarations, Notice
of Exemptions, as appropriate for the
project;

2. All comments – that were received
during the public review period and the
Lead Agency’s responses to those
comments;

3. Adopted Mitigation Monitoring
and Reporting Plan – this is separate
from, and in addition to, the
identification of mitigation measures in
the CEQA document;

4. Resolution/Minutes – these
document that the applicant adopted or
certified the CEQA document, made
CEQA findings, and approved the
project;

5. Date-stamped copy of the Notice
of Determination or Notice of
Exemption – these result after filing of
the document with the County Clerk
and the Governor’s Office of Planning
and Research; and

6. Completed Environmental
Package – this is a component of the
Funding Application.

Once the State Water Board receives
all the required documents and
determines them to be adequate to
make its own findings, the
environmental review for the funding
application will be completed.

CONTACT INFORMATION
For more information about the State
Water Board’s environmental review
process, please visit our website:
https://www.waterboards.ca.gov/water_
issues/programs/grants_loans/environ
mental_requirements.html

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RESOLUTION NO. 2023 - 3861

A RESOLUTION OF THE CITY COUNCIL OF WASCO AUTHORIZING THE CITY MANAGER

OR DESIGNEE TO SIGN AND FILE, FOR AND ON BEHALF OF THE CITY OF WASCO, A

FINANCIAL ASSISTANCE APPLICATION FOR A FINANCING AGREEMENT FROM THE

STATE WATER RESOURCES CONTROL BOARD FOR THE PLANNING, DESIGN, AND

CONSTRUCTION OF WATER SYSTEM IMPROVEMENT AND TREATMENT PROJECT AND

ADOPT THE MITIGATED NEGATIVE DECLARATION

WHEREAS, the City of Wasco is seeking financial assistance to make improvements and install necessary treatment to the existing water system; and,

WHEREAS, the City of Wasco is seeking to continue to provide clean drinking water to residents of Wasco; and,

WHEREAS, four of the City’s five existing wells are approaching the end of their useful life and need to be replaced; and,

WHEREAS, the City has one well requiring 1,2,3 -TCP treatment in order to fall below maximum contaminant levels; and,

WHEREAS, the Cit y does not currently have water storage capacity and is seeking to install water storage; and,

WHEREAS, the City is seeking to improve customer service , and efficiency of water meter reads through the installation of advanced metering infrastructure; and,

WHEREAS, the City does not currently have the finances necessary to complete improvements and treatment necessary for the existing water system; and

WHEREAS, in accordance with the provisions of the California Environmental Quality Act (CEQA), the City has prepared an Initial Study and proposed Mitigation Negative Declaration for the project. A Notice of Intent to Adopt the Mitigated Negative Declaration was posted with the County Clerk on January 26, 2023, and published with the CA CEQA State Clearinghouse No. 2023010548 and distributed to affected agencies for review and comment. No comments were received during the review period, which closed on February 27, 2023 . A comment from the State Water Resources Control Board was received after the close of the comment period. Their comments were addressed in the project Staff Report; and

WHEREAS, the Initial Study and the Mitigation Monitoring and Reporting Program have found that, based on the evidence on record in the Mitigated DocuSign Envelope ID: A0E88C88-E18B-4BD3-B5EB-99F1E8B445D3 1 of 755
Negative Declaration, the approval of the Water System Improvement and Treatment Project will not have a significant impact on the environment based on compliance with the project’s design, mitigation measures, and the requirements of CEQA have been fully complied with.

NOW THEREFORE BE IT RESOLVED , by the City Council of the City of Wasco as follows:

SECTION 1: Authorizes the City Manager or designee to sign and file, for and on behalf of the City, a Financial Assistance Application for a financing agreement from the State Water Resources Control Board for the planning, design, and construction of the Water System Improvement and Treatment Project.

SECTION 2: The City Manager or designee is designated to provide the assurances, certifications, and commitments required for the financial assistance application, including executing a financial assistance agreement from the Sta te Water Resources Control Board and any amendments or changes thereto.

SECTION 3: The City Manager or designee is designated to represent the City in carrying out the City’s responsibilities under the financing agreement, including certifying disburseme nt requests on behalf of the City and compliance with applicable State and federal laws.

SECTION 4: Adopts the Mitigated Negative Declaration and associated Mitigation Monitoring and Reporting Program on behalf of the City.

-o0o-

DocuSign Envelope ID: A0E88C88-E18B-4BD3-B5EB-99F1E8B445D3 1 of 755
I HEREBY CERTIFY that the foregoing Resolution No. 202 3 – 3861 was passed and adopted by the Council of the City of Wasco at a special meeting thereof held on March 21, 2023, by the following vote:

COUNCIL MEMBERS:

AYES: GARCIA, REYNA, MEDINA, SALDAÑA
NOES: NONE
ABSTAIN: NONE
ABSENT: MARTINEZ

__________________________________

ALEX GARCIA,
MAYOR PRO TEM of the City of
Wasco
Attest:_________________

__________________________
MARIA O. MARTINEZ
CITY CLERK and Ex Officio Clerk of
the Council of the City of Wasco

DocuSign Envelope ID: A0E88C88-E18B-4BD3-B5EB-99F1E8B445D3 3/27/2023
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Wasco Water System Improvement Project
Summary
Contact Information
Location
SCH Number 2023010548
Lead Agency City of Wasco
Document Title Wasco Water System Improvement Project
Document Type NOD - Notice of Determination
Received 3/23/2023
Posted 3/23/2023
Document Description The Water System Improvement and Treatment Project (Project) includes drilling four new municipal water wells to replace existing water supply wells that exceed the California maximum contaminant level threshold for 1,2,3-trichloropropane (1,2,3-TCP) of 0.005-micrograms per liter (mg/L), and occasionally the threshold for nitrates of 10 mg/L for nitrate as nitrogen (N). The property being used for new Well No. 17 will also be re-zoned from R-1-6 Low Density Residential (6,000 sq. . lot) to P-F (Public Facilities).

Name Maria Lara
Agency Name City of Wasco
Job Title Assistant City Manager
Contact Types Lead/Public Agency / Project Applicant / Parties Undertaking Project Address 746 8th Street
Wasco, CA 93280
Phone (661) 758-7250
Email [email protected]
Cities Wasco
Counties Kern
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Notice of Determination
Determinations
Regions Citywide
Cross Streets multiple sites throughout the City
Zip 93280
State Highways 43, 46
Railways Wasco Station
Airports Wasco-Kern County Airport
Schools Wasco High School, John L. Prueitt Elementary School Waterways NA
Township multi
Base MDN&M
Approving Agency City of Wasco
Approving Agency Role Lead Agency
Approved On 3/21/2023
County Clerk Kern
Final Environmental
Document Available at
City of Wasco Planning Dept, 746 8th Street, Wasco, CA
(1) The project will have a significant impact on the
environment
No
(2a) An Environmental Impact Report was prepared
for this project pursuant to the provisions of CEQA
No
(2b) A Mitigated or a Negative Declaration was
prepared for this project pursuant to the provisions
of CEQA
Yes
(2c) An other document type was prepared for this
project pursuant to the provisions of CEQA
No
(3) Mitigated measures were made a condition of the
approval of the project
Yes
(4) A mitigation reporting or monitoring plan was
adopted for this project
Yes
(5) A Statement of Overriding Considerations was
adopted for this project
No
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Attachments
Disclaimer: The Governorʼs Oice of Planning and Research (OPR) accepts no responsibility for the content or accessibility of these documents. To obtain an attachment in a dierent format, please contact the lead agency at the contact information listed above. You may also contact the OPR via email at [email protected] or via phone at (916) 445-0613. For more information, please visit OPRʼs Accessibility Site. (6) Findings were made pursuant to the provisions of
CEQA
Yes
Notice of Determination NOD_Wasco Well Project_signed ocr PDF 455 K 1 of 755
.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Rocio Mosqueda, Accounting Manager

DATE: February 17, 2026

SUBJECT: Receive and File the Investment Reports for October 2025 through December 2025

Recommendation:

Staff recommends the City Council:
1) Receive and File the Investment Reports for October 2025 through December 2025; and

2) Find that the subject activity is not a project within the meaning of CEQA Guidelines Section 15378 and is, therefore, not subject to review under CEQA.

Environmental Review:

The staff has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) . It has been determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA guidelines because the proposed activity consists of a governmental fiscal/administrative activity that does not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is required.

Background:

These reports are prepared and presented to the City Manager and City Council pursuant to the City’s Investment Policy requirements and the California Government Code. The City’s investment policy requires the Treasurer or Chief Fiscal Officer to render monthly investment reports to the City Manager and the City Council, and requires certain information about the reports to the City Manager and the City Council to be presented in the report, and the report contains statements that:

1) The City is following its investment policy; and
2) The City is able to meet its expenditure requirements for the following six (6) months or provide an explanation of why sufficient funds will or may not be available.

STAFF REPORT
City of Wasco

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The City’s investment strategy continues to prioritize its investment opportunities on the following, in order of importance:

1) Safety
2) Liquidity; and
3) Yield

This strategy is consistent with the Government Code and emphasizes keeping citizens' funds safe and available for operations, rather than attempting to maximize returns through riskier investments.

The Finance Department has prepared the Investment reports for October 2025 through December 2025. These reports meet the latest requirements of the City’s Investment Policy as presented to the City Council on June 18, 2024, and the monthly report, as well as Government Code Section 53646.

Discussion:

The market value of the City's total cash and Investments on November 30, 2025, was 75,344,414, compared to $76,944,723 on December 31, 2025. This is a 1,600,309 increase from the previous month ($1,591,220 increase on the cost basis).

As of December 31, 2025, the City had $15,609,200 million (20.29%) of its cash and investment portfolio held in the State of California Local Agency Investment Fund (LAIF), which earned 4.03% during the quarter (ending December 31, 2025).

As of December 31, 2025, the City had $28,453,267 million (36.98%) of its Cash and Investment Portfolio held in the California Cooperative Liquid Assets Securities System (CACLASS, which earned 3.88% during the quarter (ending December 31, 2025).

As of December 31, 2025, other cash pools held a combined $5,482,824 million (7.13%) of the City’s Cash and Investment Portfolio. The City also has $23,164,005 million (30.10% of its Portfolio) held by US Bank Investments Services and invested pursuant to City instructions in Certificates of Deposit and Governmental Securities, with a Money Market account being used to maximize returns on otherwise idle cash.

Fiscal Impact:

There is no fiscal impact to this action.

Attachments:

1. Investment report for the month ended October 31, 2025.

2. Investment report for the month ended November 30, 2025.

3. Investment report for the month ended December 31, 2025.

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INVESTMENT REPORT
OCTOBER 31, 2025
Average Earnings Rate this
Month Cost Market Value (1) % of Portfolio
Investments
Local Agency Investments Fund (LAIF)-Beginning 4.15% 15,609,200 15,609,200 20.72% Local Agency Investments Fund (LAIF)- Total 15,609,200 15,609,200 California Class-Beginning 4.19% 28,266,073 28,266,073 37.52% California Class-Total 28,266,073 28,266,073 Other Cash Pools:

Cal Trust Short Term Money Market Fund 1,835,196 1,844,404 2.45% Cal Trust Long Term Money Market Fund 3,640,199 3,593,180 4.77% Investments held in trust by UnionBanc Investment Services, Inc (see Details on next page) Certificates of Deposit 21,722,547 21,964,220 29.15% Money Market Funds (October 31, 2025) 1,199,785 1,199,785 1.59% Investments current month (October 31, 2025) 72,273,000 72,476,863 Investments previous month (September 30, 2025) 72,690,571 72,899,872 Net Investment Increase (Decrease) (October 31, 2025) (417,570) (423,009) Cash on Hand (October 31, 2025) 2,867,551 2,867,551 3.81% Cash on Hand previous month (September 30, 2025) 2,928,878 2,928,878 Total Deposits and Cash on Hand-Increase (Decrease) (61,327) (61,327) Total Cash and Investments (October 31, 2025) 75,140,551 75,344,414 100.00% Total Cash and Investments previous month (September 30, 2025) 75,619,449 75,828,750 1 of 755
(i) THE CITY'S PORTFOLIO OF INVESTMENTS COMPLY WITH THE CITY'S INVESTMENT POLICY (ii) ACCORDING TO GOVERNMENT CODE SECTION 53646(b)(3) THIS REPORT SHALL INCLUDE A STATEMENT DENOTING THE CITY'S ABILITY TO MEET ITS EXPENDITURE REQUIREMENT FOR THE NEXT SIX MONTHS CITY HAS SUFFICIENT AVAILABLE FUNDS ON HAND TO MEETS ITS ESTIMATED EXPENDITURES FOR THE NEXT SIX MONTHS BUT IS ALSO RELYING ON CASH INFLOWS TO SUPPLEMENT ITS AVAILABLE FUNDS.

CERTIFICATES OF DEPOSIT AND GOVERNMENT SECURITIES HELD IN TRUST BY UNIONBANC INVESTMENT SERVICES OCTOBER 31, 2025
INVESTMENT TRANCHE IF APPLICABLE CUSIP YIELD RATE MATURITY ORIGINAL COST MARKET VALUE DAYS % OF PORTFOLIO BANK NEW YORK MELLON CORP 3.95 10/15/2026 470,605 $486,600.00 349 0.66% HONEYWELL INTL INC 3.95 11/1/2026 485,000 $492,920.00 366 0.67% TOYOTA MTR CR CORP 4.00 11/20/2026 507,125 $507,345.00 385 0.69% MASTERCARD INCORPORATED 3.90 11/21/2026 489,915 $495,630.00 386 0.68% TEXAS INSTRS INC 3.88 11/3/2027 485,430 $491,790.00 733 0.67% BRISTOL-MYERS SQUIBB CO 3.90 11/15/2027 493,240 $496,060.00 745 0.68% UNITED PARCEL SVCS INC 3.88 11/15/2027 487,545 $492,720.00 745 0.67% PFIZER INC 3.90 12/15/2027 528,711 $525,275.00 775 0.72% TOYOTA MTR CR CORP 4.33 8/9/2029 251,880 $254,032.50 1378 0.35% TEXAS INSTRS INC 4.28 9/4/2029 228,468 $234,422.50 1404 0.32% CATERPILLAR INC 4.28 9/19/2029 232,035 $237,867.50 1419 0.32% HERSHEY CO 4.25 11/15/2029 230,178 $235,097.50 1476 0.32% CISCO SYS INC 4.27 2/24/2030 254,599 $256,225.00 1577 0.35% JOHNSON & JOHNSON 4.20 3/1/2030 254,813 $257,710.00 1582 0.35% NIKE INC 4.31 3/27/2030 234,243 $237,875.00 1608 0.32% CHEVRON USA INC 4.33 4/15/2030 253,498 $256,035.00 1627 0.35% VISA INC 4.20 4/15/2030 226,523 $230,480.00 1627 0.31% WALMART INC 4.21 4/28/2030 251,395 $253,667.50 1640 0.35% CITIBANK 4.51 5/29/2030 254,080 $257,217.50 1671 0.35% FEDL NATL MTG ASSN 4.16 11/7/2025 478,695 $499,800.00 7 0.68% UNITED STATES TREASURY 4.13 11/15/2025 244,414 $249,855.00 15 0.34% FEDERAL FARM CR BKS 4.10 11/19/2025 500,038 $500,060.00 19 0.68% UNITED STATES TREASURY 4.09 12/15/2025 249,697 $250,005.00 45 0.34% FEDERAL HOME LOAN BANK 3.84 11/17/2026 503,964 $504,465.00 382 0.69% FEDERAL HOME LOAN BANK 3.84 12/21/2026 471,420 $486,865.00 416 0.66% FEDL NATL MTG ASSN 3.76 10/8/2027 456,010 $473,140.00 707 0.65% FEDERAL FARM CR BKS 3.76 11/15/2027 501,129 $502,335.00 745 0.69% FEDERAL FARM CR BKS 3.89 3/23/2028 468,430 $475,210.00 874 0.65% UNITED STATES TREASURY 4.04 9/30/2028 507,926 $514,080.00 1065 0.70% UNITED STATES TREASURY 4.04 10/31/2028 511,660 $517,775.00 1096 0.71% UNITED STATES TREASURY 4.04 11/30/2028 504,793 $510,955.00 1126 0.70% FEDERAL HOME LOAN BANK 3.92 6/8/2029 511,730 $516,290.00 1316 0.70% FEDERAL HOME LOAN BANK 4.06 9/14/2029 458,505 $471,035.00 1414 0.64% UNITED STATES TREASURY 3.92 9/30/2029 499,090 $503,905.00 1430 0.69% UNITED STATES TREASURY 3.92 10/31/2029 501,454 $506,210.00 1461 0.69% FEDERAL FARM CR BKS 3.95 11/30/2029 500,932 $504,610.00 1491 0.69% FEDERAL FARM CR BKS 4.21 12/17/2029 498,100 $506,460.00 1508 0.69% ENTERPRISE BK & TR CLAYTON MO 4.20 12/10/2025 250,000 $250,045.00 40 0.34% CITY NATL BK 4.35 1/26/2026 250,000 $250,267.50 87 0.34% UBS BK USA SALT LAKE CITY UT 4.25 1/26/2026 250,000 $250,222.50 87 0.34% MANUFACTURERS &TRADERS TR 4.25 2/2/2026 250,000 $250,235.00 94 0.34% FIRST UTD BK & TR COMPANY 4.25 2/9/2026 250,000 $250,267.50 101 0.34% BANK OF AMERICA NA 3.95 9/4/2026 250,000 $250,520.00 308 0.34% FIELDPOINT PRIVATE BANK & TRUST 4.00 9/4/2026 250,000 $250,637.50 308 0.34% UNITED BANKERS BK BLOOMINGTON 3.90 9/11/2026 250,000 $250,447.50 315 0.34% BMW BK NORTH AMER 3.85 8/30/2027 250,000 $250,850.00 668 0.34% VALLEY NATL BK PASSAIC N J 4.05 12/9/2027 250,000 $251,780.00 769 0.34% MORGAN STANLEY BK N A 4.05 12/13/2027 250,000 $251,865.00 773 0.34% MORGAN STANLEY PRIVATE BK NATL 4.05 12/13/2027 250,000 $251,865.00 773 0.34% MALAGA BK PALOS VERDES CALIF 4.05 12/20/2027 250,000 $251,880.00 780 0.34% MEDALLION BK UTAH 4.05 12/20/2027 250,000 $251,880.00 780 0.34% UNITED PRAIRE BANK 4.00 3/13/2028 250,000 $251,735.00 864 0.34% AMERICAN EXPRESS NATL BANK 4.20 6/5/2028 250,000 $253,115.00 948 0.35% 1 of 755
(i) THE CITY'S PORTFOLIO OF INVESTMENTS COMPLY WITH THE CITY'S INVESTMENT POLICY (ii) ACCORDING TO GOVERNMENT CODE SECTION 53646(b)(3) THIS REPORT SHALL INCLUDE A STATEMENT DENOTING THE CITY'S ABILITY TO MEET ITS EXPENDITURE REQUIREMENT FOR THE NEXT SIX MONTHS CITY HAS SUFFICIENT AVAILABLE FUNDS ON HAND TO MEETS ITS ESTIMATED EXPENDITURES FOR THE NEXT SIX MONTHS BUT IS ALSO RELYING ON CASH INFLOWS TO SUPPLEMENT ITS AVAILABLE FUNDS.

MONEY MARKET FUNDS
FIDELITY TREASURY MMKT CAPITAL RESRVS 3.23 2,009,630 1.58% TOTAL HELD BY UNION BANC INVESTMENT SERVICES 4.03 20,987,268 23,236,107 30.55% (1) Sources: National Bank Financial Services, LLC
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INVESTMENT REPORT
November 30, 2025
Average Earnings Rate this
Month Cost Market Value (1) % of Portfolio
Investments
Local Agency Investments Fund (LAIF)-Beginning 4.10% 15,609,200 15,609,200 20.41% Local Agency Investments Fund (LAIF)- Total 15,609,200 15,609,200 California Class-Beginning 4.04% 28,359,889 28,359,889 37.08% California Class-Total 28,359,889 28,359,889
Other Cash Pools:

Cal Trust Short Term Money Market Fund 1,840,941 1,850,149 2.42% Cal Trust Long Term Money Market Fund 3,651,188 3,611,420 4.72% Investments held in trust by UnionBanc Investment Services, Inc (see Details on next page) Certificates of Deposit 21,722,547 21,964,220 28.71% Money Market Funds (November 30, 2025) 1,199,785 1,199,785 1.57% Investments current month (November 30, 2025) 72,383,549 72,594,664 Investments previous month (October 31, 2025) 72,273,000 72,476,863 Net Investment Increase (Decrease) (November 30, 2025) 110,549 117,801 Cash on Hand (November 30, 2025) 3,897,908 3,897,908 5.10% Cash on Hand previous month (October 31, 2025) 2,867,551 2,867,551 Total Deposits and Cash on Hand-Increase (Decrease) 1,030,357 1,030,357 Total Cash and Investments (November 30, 2025) 76,281,457 76,492,571 100.00% Total Cash and Investments previous month (October 31, 2025) 75,140,551 75,344,414 1 of 755
(i) THE CITY'S PORTFOLIO OF INVESTMENTS COMPLY WITH THE CITY'S INVESTMENT POLICY (ii) ACCORDING TO GOVERNMENT CODE SECTION 53646(b)(3) THIS REPORT SHALL INCLUDE A STATEMENT DENOTING THE CITY'S ABILITY TO MEET ITS EXPENDITURE REQUIREMENT FOR THE NEXT SIX MONTHS CITY HAS SUFFICIENT AVAILABLE FUNDS ON HAND TO MEETS ITS ESTIMATED EXPENDITURES FOR THE NEXT SIX MONTHS BUT IS ALSO RELYING ON CASH INFLOWS TO SUPPLEMENT ITS AVAILABLE FUNDS.

CERTIFICATES OF DEPOSIT AND GOVERNMENT SECURITIES HELD IN TRUST BY UNIONBANC INVESTMENT SERVICES November 30, 2025
INVESTMENT TRANCHE IF APPLICABLE CUSIP YIELD RATE MATURITY ORIGINAL COST MARKET VALUE DAYS % OF PORTFOLIO BANK NEW YORK MELLON CORP 3.95 10/15/2026 470,605 488,050 319 0.71% HONEYWELL INTL INC 3.95 11/1/2026 485,000 493,795 336 0.71% TOYOTA MTR CR CORP 4.00 11/20/2026 506,610 507,540 355 0.73% MASTERCARD INCORPORATED 3.90 11/21/2026 489,915 495,995 356 0.72% TEXAS INSTRS INC 3.88 11/3/2027 485,430 493,550 703 0.71% BRISTOL-MYERS SQUIBB CO 3.90 11/15/2027 493,240 496,845 715 0.72% UNITED PARCEL SVCS INC 3.88 11/15/2027 487,545 493,365 715 0.71% PFIZER INC 3.90 12/15/2027 527,706 525,115 745 0.76% TOYOTA MTR CR CORP 4.33 8/9/2029 251,845 254,680 1348 0.37% TEXAS INSTRS INC 4.28 9/4/2029 228,468 235,765 1374 0.34% CATERPILLAR INC 4.28 9/19/2029 232,035 238,668 1389 0.35% HERSHEY CO 4.25 11/15/2029 230,178 236,380 1446 0.34% CISCO SYS INC 4.27 2/24/2030 254,523 257,260 1547 0.37% JOHNSON & JOHNSON 4.20 3/1/2030 254,734 258,163 1552 0.37% NIKE INC 4.31 3/27/2030 234,243 238,908 1578 0.35% CHEVRON USA INC 4.33 4/15/2030 253,442 256,458 1597 0.37% VISA INC 4.20 4/15/2030 226,523 231,628 1597 0.34% WALMART INC 4.21 4/28/2030 251,373 254,823 1610 0.37% CITIBANK 4.51 5/29/2030 254,018 257,843 1641 0.37% UNITED STATES TREASURY 4.09 12/15/2025 249,697 249,998 15 0.36% FEDERAL HOME LOAN BANK 3.84 11/17/2026 503,674 504,455 352 0.73% FEDERAL HOME LOAN BANK 3.84 12/21/2026 471,420 488,655 386 0.71% FEDL NATL MTG ASSN 3.76 10/8/2027 456,010 475,365 677 0.69% FEDERAL FARM CR BKS 3.76 11/15/2027 501,088 503,175 715 0.73% FEDERAL FARM CR BKS 3.89 3/23/2028 468,430 477,550 844 0.69% UNITED STATES TREASURY 4.04 9/30/2028 507,728 515,195 1035 0.75% UNITED STATES TREASURY 4.04 10/31/2028 511,374 518,865 1066 0.75% UNITED STATES TREASURY 4.04 11/30/2028 504,682 512,305 1096 0.74% FEDERAL HOME LOAN BANK 3.92 6/8/2029 511,495 517,810 1286 0.75% FEDERAL HOME LOAN BANK 4.06 9/14/2029 458,505 472,950 1384 0.68% UNITED STATES TREASURY 3.92 9/30/2029 499,090 505,725 1400 0.73% UNITED STATES TREASURY 3.92 10/31/2029 501,428 508,030 1431 0.74% FEDERAL FARM CR BKS 3.95 11/30/2029 500,916 506,570 1461 0.73% FEDERAL FARM CR BKS 4.21 12/17/2029 498,100 508,410 1478 0.74% ENTERPRISE BK & TR CLAYTON MO 4.20 12/10/2025 250,000 250,030 10 0.36% CITY NATL BK 4.35 1/26/2026 250,000 250,178 57 0.36% UBS BK USA SALT LAKE CITY UT 4.25 1/26/2026 250,000 250,180 57 0.36% MANUFACTURERS &TRADERS TR 4.25 2/2/2026 250,000 250,155 64 0.36% FIRST UTD BK & TR COMPANY 4.25 2/9/2026 250,000 250,208 71 0.36% BANK OF AMERICA NA 3.95 9/4/2026 250,000 250,253 278 0.36% FIELDPOINT PRIVATE BANK & TRUST 4.00 9/4/2026 250,000 250,388 278 0.36% UNITED BANKERS BK BLOOMINGTON 3.90 9/11/2026 250,000 250,210 285 0.36% BMW BK NORTH AMER 3.85 8/30/2027 250,000 250,578 638 0.36% VALLEY NATL BK PASSAIC N J 4.05 12/9/2027 250,000 251,510 739 0.36% MORGAN STANLEY BK N A 4.05 12/13/2027 250,000 251,598 743 0.36% MORGAN STANLEY PRIVATE BK NATL 4.05 12/13/2027 250,000 251,598 743 0.36% MALAGA BK PALOS VERDES CALIF 4.05 12/20/2027 250,000 251,633 750 0.36% MEDALLION BK UTAH 4.05 12/20/2027 250,000 251,633 750 0.36% UNITED PRAIRE BANK 4.00 3/13/2028 250,000 251,495 834 0.36% AMERICAN EXPRESS NATL BANK 4.20 6/5/2028 250,000 252,820 918 0.37% BNY MELLON 3.90 6/5/2028 250,000 251,033 918 0.36% TOYOTA FINL SAVINGS BANK 4.15 6/5/2028 250,000 252,443 918 0.37% FIRST ST BK & TR 3.90 6/6/2028 250,000 251,050 919 0.36% 1 of 755
(i) THE CITY'S PORTFOLIO OF INVESTMENTS COMPLY WITH THE CITY'S INVESTMENT POLICY (ii) ACCORDING TO GOVERNMENT CODE SECTION 53646(b)(3) THIS REPORT SHALL INCLUDE A STATEMENT DENOTING THE CITY'S ABILITY TO MEET ITS EXPENDITURE REQUIREMENT FOR THE NEXT SIX MONTHS CITY HAS SUFFICIENT AVAILABLE FUNDS ON HAND TO MEETS ITS ESTIMATED EXPENDITURES FOR THE NEXT SIX MONTHS BUT IS ALSO RELYING ON CASH INFLOWS TO SUPPLEMENT ITS AVAILABLE FUNDS.

CERTIFICATES OF DEPOSIT AND GOVERNMENT SECURITIES HELD IN TRUST BY UNIONBANC INVESTMENT SERVICES November 30, 2025
INVESTMENT TRANCHE IF APPLICABLE CUSIP YIELD RATE MATURITY ORIGINAL COST MARKET VALUE DAYS % OF PORTFOLIO CELTIC BANK 4.00 6/12/2028 250,000 251,685 925 0.36% MERRICK BK SOUTH JORDAN UTAH 4.05 6/12/2028 250,000 251,988 925 0.36% FIRST INDPT BK 4.00 6/13/2028 250,000 251,663 926 0.36% OPTUM BK DRAPER UTAH 4.05 12/11/2028 250,000 252,165 1107 0.37% TEXAS EXCHANGE BANK 4.10 6/6/2029 250,000 252,658 1284 0.37% TOTAL CERTIFICATES OF DEPOSIT 19,761,066 20,009,030 28.97%

MONEY MARKET FUNDS
FIDELITY TREASURY MMKT CAPITAL RESRVS 3.23 3,367,467 1.58% TOTAL HELD BY UNION BANC INVESTMENT SERVICES 4.02 19,761,066 23,376,497 30.55% (1) Sources: National Bank Financial Services, LLC
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INVESTMENT REPORT
December 31, 2025
Average Earnings Rate this
Month Cost Market Value (1) % of Portfolio
Investments
Local Agency Investments Fund (LAIF)-Beginning 4.03% 15,609,200 15,609,200 20.29% Local Agency Investments Fund (LAIF)- Total 15,609,200 15,609,200 California Class-Beginning 3.88% 28,453,267 28,453,267 36.98% California Class-Total 28,453,267 28,453,267
Other Cash Pools:

Cal Trust Short Term Money Market Fund 1,847,557 1,858,602 2.42% Cal Trust Long Term Money Market Fund 3,663,989 3,624,222 4.71% Investments held in trust by UnionBanc Investment Services, Inc (see Details on next page) Certificates of Deposit 21,722,547 21,964,220 28.55% Money Market Funds (December 31, 2025) 1,199,785 1,199,785 1.56% Investments current month (December 31, 2025) 72,496,346 72,709,297 Investments previous month (November 30, 2025) 72,383,549 72,594,664 Net Investment Increase (Decrease) (December 31, 2025) 112,796 114,634 Cash on Hand (December 31, 2025) 4,235,426 4,235,426 5.50% Cash on Hand previous month (November 30, 2025) 3,897,908 3,897,908 Total Deposits and Cash on Hand-Increase (Decrease) 337,518 337,518 Total Cash and Investments (December 31, 2025) 76,731,772 76,944,723 100.00% Total Cash and Investments previous month (November 30, 2025) 75,140,551 75,344,414 1 of 755
(i) THE CITY'S PORTFOLIO OF INVESTMENTS COMPLY WITH THE CITY'S INVESTMENT POLICY (ii) ACCORDING TO GOVERNMENT CODE SECTION 53646(b)(3) THIS REPORT SHALL INCLUDE A STATEMENT DENOTING THE CITY'S ABILITY TO MEET ITS EXPENDITURE REQUIREMENT FOR THE NEXT SIX MONTHS CITY HAS SUFFICIENT AVAILABLE FUNDS ON HAND TO MEETS ITS ESTIMATED EXPENDITURES FOR THE NEXT SIX MONTHS BUT IS ALSO RELYING ON CASH INFLOWS TO SUPPLEMENT ITS AVAILABLE FUNDS.

CERTIFICATES OF DEPOSIT AND GOVERNMENT SECURITIES HELD IN TRUST BY UNIONBANC INVESTMENT SERVICES December 31, 2025
INVESTMENT TRANCHE IF APPLICABLE CUSIP YIELD RATE MATURITY ORIGINAL COST MARKET VALUE DAYS % OF PORTFOLIO BANK NEW YORK MELLON CORP 3.95 10/15/2026 470,605 489,210 288 0.73% HONEYWELL INTL INC 3.95 11/1/2026 485,000 494,600 305 0.73% TOYOTA MTR CR CORP 4.00 11/20/2026 506,013 506,955 324 0.75% MASTERCARD INCORPORATED 3.90 11/21/2026 489,915 496,680 325 0.74% TEXAS INSTRS INC 3.88 11/3/2027 485,430 494,835 672 0.74% BRISTOL-MYERS SQUIBB CO 3.90 11/15/2027 493,240 498,195 684 0.74% UNITED PARCEL SVCS INC 3.88 11/15/2027 487,545 494,240 684 0.73% PFIZER INC 3.90 12/15/2027 526,546 524,085 714 0.78% TOYOTA MTR CR CORP 4.33 8/9/2029 251,804 254,060 1317 0.38% TEXAS INSTRS INC 4.28 9/4/2029 228,468 235,520 1343 0.35% CATERPILLAR INC 4.28 9/19/2029 232,035 238,370 1358 0.35% HERSHEY CO 4.25 11/15/2029 230,178 235,790 1415 0.35% CISCO SYS INC 4.27 2/24/2030 254,436 257,000 1516 0.38% JOHNSON & JOHNSON 4.20 3/1/2030 254,644 257,613 1521 0.38% NIKE INC 4.31 3/27/2030 234,243 238,453 1547 0.35% CHEVRON USA INC 4.33 4/15/2030 253,378 255,760 1566 0.38% VISA INC 4.20 4/15/2030 226,523 231,673 1566 0.34% WALMART INC 4.21 4/28/2030 251,347 253,945 1579 0.38% CITIBANK 4.51 5/29/2030 253,945 257,178 1610 0.38% FEDERAL HOME LOAN BANK 3.84 11/17/2026 503,340 504,270 321 0.75% FEDERAL HOME LOAN BANK 3.84 12/21/2026 471,420 489,205 355 0.73% FEDL NATL MTG ASSN 3.76 10/8/2027 456,010 476,670 646 0.71% FEDERAL FARM CR BKS 3.76 11/15/2027 501,040 503,215 684 0.75% FEDERAL FARM CR BKS 3.89 3/23/2028 468,430 478,265 813 0.71% UNITED STATES TREASURY 4.04 9/30/2028 507,493 514,140 1004 0.76% UNITED STATES TREASURY 4.04 10/31/2028 511,037 517,715 1035 0.77% UNITED STATES TREASURY 4.04 11/30/2028 504,548 511,350 1065 0.76% FEDERAL HOME LOAN BANK 3.92 6/8/2029 511,223 516,425 1255 0.77% FEDERAL HOME LOAN BANK 4.06 9/14/2029 458,505 472,325 1353 0.70% UNITED STATES TREASURY 3.92 9/30/2029 499,090 504,315 1369 0.75% UNITED STATES TREASURY 3.92 10/31/2029 501,397 506,545 1400 0.75% FEDERAL FARM CR BKS 3.95 11/30/2029 500,897 505,005 1430 0.75% FEDERAL FARM CR BKS 4.21 12/17/2029 498,100 506,775 1447 0.75% CITY NATL BK 4.35 1/26/2026 250,000 250,093 26 0.37% UBS BK USA SALT LAKE CITY UT 4.25 1/26/2026 250,000 250,080 26 0.37% MANUFACTURERS &TRADERS TR 4.25 2/2/2026 250,000 250,095 33 0.37% FIRST UTD BK & TR COMPANY 4.25 2/9/2026 250,000 250,120 40 0.37% BANK OF AMERICA NA 3.95 9/4/2026 250,000 250,565 247 0.37% FIELDPOINT PRIVATE BANK & TRUST 4.00 9/4/2026 250,000 250,665 247 0.37% UNITED BANKERS BK BLOOMINGTON 3.90 9/11/2026 250,000 250,523 254 0.37% BMW BK NORTH AMER 3.85 8/30/2027 250,000 250,825 607 0.37% VALLEY NATL BK PASSAIC N J 4.05 12/9/2027 250,000 251,600 708 0.37% MORGAN STANLEY BK N A 4.05 12/13/2027 250,000 251,683 712 0.37% MORGAN STANLEY PRIVATE BK NATL 4.05 12/13/2027 250,000 251,683 712 0.37% MALAGA BK PALOS VERDES CALIF 4.05 12/20/2027 250,000 251,650 719 0.37% MEDALLION BK UTAH 4.05 12/20/2027 250,000 251,650 719 0.37% UNITED PRAIRE BANK 4.00 3/13/2028 250,000 251,448 803 0.37% AMERICAN EXPRESS NATL BANK 4.20 6/5/2028 250,000 252,700 887 0.38% BNY MELLON 3.90 6/5/2028 250,000 250,970 887 0.37% TOYOTA FINL SAVINGS BANK 4.15 6/5/2028 250,000 252,333 887 0.37% FIRST ST BK & TR 3.90 6/6/2028 250,000 250,933 888 0.37% CELTIC BANK 4.00 6/12/2028 250,000 251,540 894 0.37% MERRICK BK SOUTH JORDAN UTAH 4.05 6/12/2028 250,000 251,833 894 0.37% 1 of 755
(i) THE CITY'S PORTFOLIO OF INVESTMENTS COMPLY WITH THE CITY'S INVESTMENT POLICY (ii) ACCORDING TO GOVERNMENT CODE SECTION 53646(b)(3) THIS REPORT SHALL INCLUDE A STATEMENT DENOTING THE CITY'S ABILITY TO MEET ITS EXPENDITURE REQUIREMENT FOR THE NEXT SIX MONTHS CITY HAS SUFFICIENT AVAILABLE FUNDS ON HAND TO MEETS ITS ESTIMATED EXPENDITURES FOR THE NEXT SIX MONTHS BUT IS ALSO RELYING ON CASH INFLOWS TO SUPPLEMENT ITS AVAILABLE FUNDS.

CERTIFICATES OF DEPOSIT AND GOVERNMENT SECURITIES HELD IN TRUST BY UNIONBANC INVESTMENT SERVICES December 31, 2025
INVESTMENT TRANCHE IF APPLICABLE CUSIP YIELD RATE MATURITY ORIGINAL COST MARKET VALUE DAYS % OF PORTFOLIO FIRST INDPT BK 4.00 6/13/2028 250,000 251,515 895 0.37% OPTUM BK DRAPER UTAH 4.05 12/11/2028 250,000 251,835 1076 0.37% TEXAS EXCHANGE BANK 4.10 6/6/2029 250,000 252,368 1253 0.37% TOTAL CERTIFICATES OF DEPOSIT 19,257,823 19,499,083 28.97%

MONEY MARKET FUNDS
FIDELITY TREASURY MMKT CAPITAL RESRVS 3.23 3,997,313 1.58% TOTAL HELD BY UNION BANC INVESTMENT SERVICES 4.02 19,257,823 23,496,396 30.55% (1) Sources: National Bank Financial Services, LLC
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Community Development Department
Quarterly Development Report
March 2026

As a general reminder, the City does not own commercial property, build commercial projects or decide which companies or national retailers get to locate here. The City acts as both a regulator and facilitator for companies and businesses who want to locate in Wasco because they believe based on their market research that they will be successful here. The development process is multi-faceted and complicated, and the City is just one player in the process.

The projects shown below are listed by their current phase in the development process as follows:

1. Planning approval only – These projects have general land use and site plan approval. They may or may not proceed in to the next phase of development.

2. Plan Check – These projects have submitted construction plans for plan check.

These projects are more likely to move on to construction but that is not always the case. There is still the possibility that the developer tables the project for any number of reasons.

3. Under Construction or Fully Permitted – These projects are moving forward with approved plans and the City conducts inspections to ensure that the project is being built in accordance with the approved plans. The speed at which a project is completed varies greatly and is dependent on a number of factors.

4. Recently Completed Projects – These projects receive a final inspection and certificate of occupancy from the City and are ready for a ribbon cutting if requested by the developer.

1. Commercial Projects with Planning Approval Only

Address Project Description / Status notes

2. Commercial Projects in Plan Check
These projects are in building or grading plan check
Address Project Description / Status notes
A 2840 Hwy 46 Car Wash next to
Walmart Gas
Grading permit is active. Waiting for
building plan check submittal
B 301 N. Central Multi-Tenant
Building
Waiting on fire approval before plans
can be released and permit issued
C 1300 Hwy 46 Mister Car Wash In Plan Check
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3. Projects Under Construction or Fully Permitted
These projects are under construction or have an active building permit and have not yet started construction
Address Project Description / Status notes
D 913 Poso Starbucks Permit issued. Under Construction E 1209 Hwy 46 Town and Country
Rehab
Pump Islands are complete.

Convenience store is under
construction
F 1640 Hwy 46 Oil Changers Project is near completion
G 1994 Beanway New Cellular
Tower
The Planning Commission approved a
CUP for this project on March 10
H 573 N. F St Mini Storage Project is permitted and under construction.

I 1101 Hwy 46 Façade Rehab
and Interior
Tenant
Improvements
This project has had an open permit
for the façade reconstruction for 2
years and is moving very slowly. A
permit for tenant improvements has
been issued.

J 1063 Hwy 46 El Asadero The City is waiting on the owner to request a final sign inspection for the
drive thru menu board. Otherwise this
project is complete and has been for
quite some time. It is unclear why the
tenant has not moved in to the
building yet.

K 1224 Hwy 46 Wasco Gas Addition to the rear of the building under construction

4. Recently Completed Commercial Construction Projects Address Project Description / Status notes
L 2810 Hwy 46 Burger King Now Open
M 703 Filburn Sam’s Storage Mini Storage Now Open
N 2033 Hwy 46 Chevron Rehab Expansion and rehab of existing Chevron
O 1304 Hwy 46 El Torro Loco Ribbon Cutting was October 4 P 1425 Hwy 46 The Fun Zone Kids play place. Now Open
Q 1640 Hwy 46 Oil Changers Now Open
R 1401 Hwy 46 Wing Stop Now Open

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City of Wasco Homeless Outreach
Service Acceptance Report
Period: October 2025 – January 2026
Month Total Clients Accepted
Services
Acceptance Rate
(%)
October 10 8 80%
November 10 4 40%
December 21 13 62%
January 19 9 47%

Key Insights

Ongoing outreach remains strong. We have continued with our weekly street outreach efforts. Every individual continues to receive consistent follow-ups, ensuring no one is left without engagement even as overall numbers shift.

In October and November, we experienced more clients hiding from outreach staff and refusing services than in previous months. This impacted our acceptance rates, particularly in November.

Team effectiveness. The Homeless Outreach Coordination and Task Force team continue to make it a priority to provide coordinated services, connecting with individuals and maintaining regular contact that leads to service acceptance.

We have added new service providers and local pastors as availability permits and have prioritized communication between organizations and agencies serving our local unhoused population to ensure services are not duplicated and our approach is cohesive.

Client progress. The monthly reported figures include both new and repeat clients. Repeat contacts demonstrate steady progress, with individuals moving closer to saying “yes” to services through continued outreach.

Struggles. Some of our chronically homeless individuals continue to be resistant to services. The Amtrak platform and adjacent vacant BNSF property pose ongoing problems, and we continue to work with both PD and the BNSF representatives 1 of 755
to patrol the area and clean up encampments.

Conclusion. The numbers highlight meaningful progress and steady engagement. Lower overall totals do not reflect disengagement. Instead, they represent ongoing follow-up efforts and continued outreach as we work toward stability and long-term solutions.

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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Maria O, Martinez, Administrative Manager

DATE: February 17, 2026

SUBJECT: C onduct a public hearing to receive oral comments concerning unmet transit needs, consider comments, if any, and adopt the Resolution Establishing Unmet Transit Needs Finding for Fiscal Year 2025-26

RECOMMENDATION:

Staff recommends that the City Council;
1) Conduct a public hearing to receive oral comments concerning unmet transit needs, consider comments, if any, and adopt the Resolution Establishing Unmet Transit Needs Finding for Fiscal Year 2025-26; and

2) Find that this action is not a project as defined under the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15378, no environmental review is required.

Environmental Review:

The staff has reviewed the proposed activity for compliance with the California Environmental Quality Act(CEQA) and has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA guidelines because the proposed activity consists of a governmental fiscal/administrative activity which does not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is required.

BACKGROUND:

The Transportation Development Act of 1971 (TDA), as amended, provides for the disbursement of funds from the Local Transportation Fund for various eligible transportation uses. The funds are distributed by the Kern Council of Governments (Kern COG) in its capacity as the Regional Transportation Planning Agency. An eligible claimant seeking TDA funding through Kern COG must conduct an annual review of the transit needs of individuals and groups in the community.

STAFF REPORT
City of Wasco

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DISCUSSION:

Kern Council of Governments is required to define “unmet needs” and “reasonable to meet”, and has defined them as follows:

Unmet Need:

An unmet transit need exists when an individual of any age or physical condition is unable to travel due to deficiencies in the existing transportation system. Excluded are 1) Those requests for minor operational improvements and 2) Those improvements funded and scheduled for implementation in the following year.

Reasonable to Meet:

A. Operational Feasibility: The requested improvement must be safe to operate, and there must be adequate roadways for transit vehicles.

B. Duplication of Service: The proposed service shall not duplicate other transit services.

C. Timing: The proposed service shall be in response to an existing rather than a future need.

D. Service must meet the legally required farebox ratio (Public Utilities Code Sections 99268.2, 99268.5, and California Code of Regulations Sections 6633.2, 6633.5) with fares close to fares of similar service.” The legal farebox ratio is 10%.

The hearing was duly noticed on January 15, 2026. It would be appropriate to open the Public Hearing and receive written and oral comments regarding any “unmet transit need” and determine whether these “needs are reasonable to meet.” The documentation of the Public Hearing will be forwarded to Kern COG.

FISCAL IMPACT:

No Impact

ATTACHMENTS:

1. Resolution

2. Notice of public hearing

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RESOLUTION NO. 2026 -

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WASCO DECLARING THERE ARE NO

UNMET TRANSIT NEEDS THAT CAN REASONABLY BE MET WITHIN THE CITY OF WASCO

WHEREAS, the City Council of the City of Wasco , on February 17, 2026, conducted a public hearing for the purpose of receiving oral and written testimony regarding unmet transit needs for the incorporated area of the City of Wasco; and WHEREAS, pursuant to Public Utilities Code 99401.5, the Kern Council of Governments (Kern COG) is required to establish and define the terms “unmet transit needs.” Kern COG Resolution 90-04 defines “unmet transit needs” as follows: “An unmet transit need exists if an individual of any age or physical condition is unable to transport himself or herself due to deficiencies in the existing transportation system. Excluded are 1) Those requests for minor operational improvements and 2) Those improvements funded and scheduled for implementation in the following year. The term “reasonable to meet” is defined: A) Operational Feasibility: The requested improvement must be safe to operate, and there must be adequate roadways for transit vehicles; B) Duplication of Ser vice: The proposed service shall not duplicate other transit services; C) Timing: The proposed service shall be in response to an existing rather than a future need; and D) Service must meet the legally required farebox ratio (PUC Sections 99268.2, 99268.5 and CAC Sections 6633.2, 6633.5) with fares close to fares of similar service.”; and
WHEREAS, a public hearing was duly advertised and held on February 17 , 2026, to receive public comments regarding unmet transit needs that are reasonable to meet; and WHEREAS, the City of Wasco is required to submit findings from the annual unmet transit needs public hearing to Kern COG by the end of April 2026.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Wasco as follows:

SECTION 1: That it does hereby find that within the City of Wasco, there are no unmet transit needs that can be reasonably met through modification or expansion of the Wasco transportation system.

SECTION 2: The Administrative Manager or Designee is directed to submit this finding and the supporting documentation to Kern COG.

-o0o-

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I HEREBY CERTIFY that the foregoing Resolution No. 2026 - was passed and adopted by the Council of the City of Wasco at a regular meeting thereof held on February 17, 2026, by the following vote:

COUNCIL MEMBERS: SALDAÑA, REYNA MARTINEZ, MEDINA, RAYA
AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________
EDUARDO SALDAÑA,
MAYOR of the City of Wasco
Attest: ______________

__________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Wasco

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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Maria Lara, Assistant City Manager
Maria O. Martinez, Administrative Manager

DATE: February 17, 2026

SUBJECT: Adopt a Resolution approving the final five (5) year Transit Development Plan.

Recommendation:

Staff recommends the City Council:
1) Adopt a Resolution approving the final five (5) year Transit Development Plan; and

2) Find that the subject activity is not a project within the meaning of CEQA Guidelines Section 15378 and is, therefore, not subject to review under CEQA.

Environmental Review:

Discussion:

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

There were two phases of outreach surveys, in -person engagement, and a bilingual virtual meeting—that identified key community needs:
• Desire for earlier/later weekday service and weekend service • Concerning long travel times, limited coverage, and limited hours • Safety and security issues

STAFF REPORT
City of Wasco

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• Staffing shortages and dispatching system challenges
• Limited coordination with Kern Transit and neighboring cities

Overall, rider satisfaction was positive, and the city is already investing in safety upgrades and new vehicles.

Wasco Dial -a-ride currently operates weekdays 8 a.m. –noon and 1 p.m. –4 p.m. Kern Transit Route 110 provides regional service with two Wasco stops. Capital needs include bus stop improvements and a new transit facility.

The Key Findings:
• Current service hours do not fully meet community needs. • Staffing limitations and outdated dispatching tools hinder operations. • Coordination opportunities exist with McFarland, Shafter, and Kern County. • Funding is sufficient for pilot expansions but not long ‑term permanent service increases.

The TDP includes twenty-one recommendations across four categories:

Service
• Pilot extended weekday service (7 a.m.–noon, 1 p.m.–6 p.m.) • Pilot Saturday service (recommended near the end of the plan due to staffing) • Coordinate with Kern Transit on potential Route 110 modifications • Establish performance metrics and evaluate pilots after six months Capital
• Continue development of the new transit facility
• Improve bus stops and pedestrian access
• Prepare for zero-emission vehicle needs
Operations
• Explore shared dispatching with McFarland and Shafter • Countywide collaboration on driver training, dispatch software, and ZEV maintenance
Administrative/Policy
• Improve customer communications and website
• Strengthen reporting and performance monitoring
• Explore reallocation of LTF/STA funds for operations

Financial Outlook
• Existing funding can support current service and pilot expansions. • Permanent service expansions will require additional operating funds or reallocation of LTF/STA.
• Additional funding is needed for the new transit facility. 1 of 755
• Regional collaboration may reduce implementation costs.

The TDP provides a realistic, flexible, and community-driven roadmap for improving transit in Wasco. Recommendations can be implemented as resources allow, and there is no penalty for adjusting timelines or reevaluating feasibility. Adoption of the TDP will guide transit improvements and strengthen the City’s position for future funding.

Attachments:

1. Resolution

2. 5-Year TDP

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RESOLUTION NO. 2026 -

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WASCO ADOPTING THE FINAL FIVE-

YEAR TRANSIT DEVELOPMENT PLAN
WHEREAS, the City of Wasco has prepared a Transit Development Plan (TDP) to guide transit service, operations, and capital improvements over the next five years; and WHEREAS, the TDP was developed through a collaborative process involving community members, City staff, and the consultant team, including two phases of public outreach, surveys, in-person engagement, and a bilingual virtual meeting; and WHEREAS, community input identified key needs including expanded weekday and weekend service, reduced travel times, improved coverage, enhanced safety and security, staffing and dispatching challenges, and better coordination with Kern Transit and neighboring jurisdictions; and
WHEREAS, the TDP documents that the current Dial -a-Ride service operates weekdays from 8:00 a.m. to noon and 1:00 p.m. to 4:00 p.m., and that Kern Transit Route 110 provides regional service with two stops in Wasco; and WHEREAS, the TDP identifies capital needs , including bus stop improvements, pedestrian access upgrades, and development of a new transit facility; and WHEREAS, the TDP provides twenty -one recommendations across four categories—Service, Capital, Operations, and Administrative/Policy including but not limited to:
• Piloting extended weekday service (7 a.m.–noon, 1 p.m.–6 p.m.); • Piloting Saturday service when staffing allows;
• Coordinating with Kern Transit on potential Route 110 modifications; • Establishing performance metrics and evaluating pilot programs after six months; • Advancing development of the new transit facility;
• Improving bus stops and preparing for zero-emission vehicle needs; • Exploring shared dispatching and regional collaboration on training, software, and maintenance;
• Strengthening customer communication, reporting, and performance monitoring; and
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WHEREAS, the financial outlook in the TDP indicates that existing funding can support current service levels and pilot expansions, while permanent service increases and the new transit facility will require additional funding or reallocation of Local Transportation Funds (LTF) and State Transit Assistance (STA) funds; and WHEREAS, the TDP provides a realistic, flexible, and community-driven roadmap for improving transit in Wasco, and its adoption will support future budgeting, grant applications, and regional coordination efforts.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Wasco hereby adopts the Wasco Transit Development Plan as the guiding document for transit service, operations, and capital planning for the next five years.

BE IT FURTHER RESOLVED that City staff are authorized to implement recommendations from the TDP as resources allow, including pilot programs, operational improvements, capital planning, and regional coordination efforts.

-o0o-

I HEREBY CERTIFY that the foregoing Resolution No. 2026 - was passed and adopted by the Council of the City of Wasco at a regular meeting thereof held on February 17, 2026, by the following vote:

COUNCIL MEMBERS: SALDAÑA, REYNA, MARTINEZ, MEDINA, RAYA AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________
EDUARDO SALDAÑA
MAYOR of the City of Wasco

Attest: _______________

__________________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Wasco

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Kern Council of
Governments
City of Wasco
Transit Development Plan
February 2026

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Table of Contents
Page
Executive Summary .................................................................................................................. iii 1 Introduction ........................................................................................................................ 1 Project Background ......................................................................................................................................... 1 Plan Approach ................................................................................................................................................... 1 Purpose of Document .................................................................................................................................... 2 2 Overview of Transit in Wasco and Surrounding Areas ................................................. 3 Local Transit ....................................................................................................................................................... 3 Other Local Operators ................................................................................................................................... 3 Kern Transit ........................................................................................................................................................ 4 Intercity Operators .......................................................................................................................................... 7 3 Existing and Future Market Conditions .......................................................................... 9 Population ....................................................................................................................................................... 10 Demographic Analysis ................................................................................................................................ 14 Employment .................................................................................................................................................... 24 Major Activity Generators .......................................................................................................................... 30 4 Service Evaluation ............................................................................................................ 40 Local Service Summary ............................................................................................................................... 40 Historical Trends ........................................................................................................................................... 43 Current Performance ................................................................................................................................... 51 Transfers to Other Providers .................................................................................................................... 52 Transit Need Analysis .................................................................................................................................. 52 Expenses and Revenues ............................................................................................................................. 54 Fleet and Facilities ........................................................................................................................................ 55 Zero-Emission Transition Plan ................................................................................................................. 55 Agency Interviews ......................................................................................................................................... 55 Key Takeaways ............................................................................................................................................... 56 5 Plan Review ....................................................................................................................... 58 2007 Western Kern Transit Development Plan ................................................................................. 58 Wasco 2016 Transit Development Plan ............................................................................................... 59 6 Outreach Overview and Phase One Summary .............................................................. 61 Phase One Public Outreach Summary .................................................................................................. 61 Phase One Wasco Survey Results ........................................................................................................... 62 Key Takeaways ............................................................................................................................................... 69 1 of 755
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7 Recommendations ........................................................................................................... 70 Resiliency: An Overarching Consideration .......................................................................................... 71 Service Recommendations ........................................................................................................................ 73 Operations Recommendations ................................................................................................................ 81 Administrative/Policy Recommendations ........................................................................................... 89 Capital Recommendations ........................................................................................................................ 94 8 Phase Two Public Outreach ............................................................................................ 98 Wasco Hybrid Public Meeting ................................................................................................................. 98 Phase Two Survey ......................................................................................................................................... 99 9 Improvement Phasing ................................................................................................... 116 Impact of Phase 2 Outreach Feedback on Implementation ...................................................... 117 Implementation Phasing Table .............................................................................................................. 118 10 Financial Forecast ........................................................................................................... 121 Data Sources ................................................................................................................................................. 121 Financial Model and Assumptions ....................................................................................................... 121 Limitations ..................................................................................................................................................... 122 Revenue Sources ......................................................................................................................................... 123 Major Expenses ............................................................................................................................................ 125 Key Takeaways ............................................................................................................................................. 128

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

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

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

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

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

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

Using input from the public, Nelson\Nygaard then developed a five-year plan to implement the proposed recommendations. We also developed a financial model to help the City understand costs associated with implementation.
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Key Issues
The following issues were among those identified during the TDP existing conditions assessment:
 Span of service is limited. The City of Wasco’s Dial-A-Ride operates Monday through Friday from 8 a.m. to 4 p.m., with a lunch break between 12 p.m. and 1 p.m.

There is no weekend service.
 The City of Wasco is unhappy with the expense and utility of its current dispatching software, and interested in a regional dispatching software purchase.  A new transit facility is needed. The City stated their current transit storage facility has limited space for vehicles and a new transit facility is needed.  Challenges with reliability of zero-emissions vehicles. The City stated that there are no local mechanics to repair electric vehicles and thus require specialized expertise outside the area. This can result in vehicles being out of service for extended periods of time.
 Staffing is a challenge. The City has struggled to maintain transit staff and recently lost their Transit Coordinator. The City has stated that stabilizing the workforce is paramount before being able to undertake many of the recommendations in this plan.

Public Outreach
The project team engaged in continuous outreach with the community throughout this project to ensure the Wasco TDP reflects the input and priorities of Wasco residents. The project team worked with Kern COG and Wasco city staff to conduct and advertise the outreach events, gathering input from residents for inclusion in the plan. There were two phases of community outreach:
 Phase One (June–July 2025): Listen and learn about the community’s challenges and aspirations for transit. This phase involved administering a survey to Wasco riders in person and online.
 Phase Two (October–November 2025): Present potential transit recommendations for feedback and gather input on how recommendations should be phased for implementation. This phase of outreach involved a hybrid public meeting to explain the potential transit recommendations and a virtual survey to gather feedback from Wasco transit riders about the potential improvements.
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Phase One Outreach
The project team conducted outreach in Wasco on June 25, 2025, while riding the Wasco Dial-A-Ride service and visiting the Wasco Senior Center. A survey was administered at both events. The bilingual (English and Spanish) survey also available online for three weeks.

During the two Phase One in-person outreach activities, bilingual outreach staff (fluent in both English and Spanish) connected with approximately 40 community members, most of whom spoke Spanish. The 40 engagements represent the lower end of Wasco Dial-A-Ride’s typical daily ridership, indicating successful community outreach.

Overall, Wasco transit riders are generally satisfied with the service provided but raised concerns about hours and days of service, wait times, and service to nearby cities.

Themes
Weekend Service Needed: Riders want access to transit outside weekday hours.

Expanded Hours: Desire for earlier and later service.

More Buses: Reduce long wait times.

Improved Connectivity: Need for better access to nearby cities.

Travel Time: Trips on transit take too long.

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

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

Phase Two outreach involved a hybrid public meeting in Wasco in mid-October and an online survey.

Wasco Hybrid Public Meeting
The consulting team partnered with City staff to hold a hybrid public meeting on Thursday, October 16, 2025, at 5:30 p.m. The meeting took place at Wasco City Hall and via Zoom, with 12 community members attending in person.

Nelson\Nygaard staff presented four proposed transit improvements, including later weekday service, new Saturday service, and two alignment changes to Kern Transit Route 110 to serve the Wasco Walmart and the Wonderful Industrial Park in Shafter. 1 of 755
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During the discussion following the presentation, participants shared positive feedback about the City’s Dial-A-Ride program, commending drivers and dispatch staff for their courtesy and reliability. Community members requested expanded hours, Saturday and Sunday service, and additional drivers to reduce wait times. Other suggestions included allowing Wasco Dial- A-Ride vehicles to enter facility parking lots, maintaining bus shelters, and keeping fares affordable. Overall, residents expressed strong satisfaction with current services and support for continued investment in expanded, convenient transit options.

Phase Two Survey
A virtual survey was administered as part of Phase Two outreach and was open for almost four weeks, from October 15, 2025 to November 7, 2025. Like the public meeting, the intent of the survey was to receive feedback on the recommendations and how the recommendations could be implemented in phases. Altogether, 14 people took the survey.

The Phase Two public survey asked riders which recommendations should be prioritized given the limited financial resources that the City of Wasco may have. The two improvements identified specifically for Wasco Dial-A-Ride (Improvements 1 and 2) ranked as follows:

Priority Improvement
1st Improvement #2: New Saturday Service
2nd Improvement #1: Earlier and Later Weekday Service
While the survey showed a slight preference for new Saturday service rather than earlier and later weekday service, the City of Wasco piloted Saturday service less than five years ago and found there was low ridership and periods when buses were sitting idle waiting for a call. As such, we recommend expanded weekday service be piloted first, and new Saturday service be piloted again at the end of the five-year plan to see if conditions have changed since the original pilot.

Dispatching may be challenging should these improvements become permanent after the pilot. Implementing shared dispatching with the Cities of Shafter and McFarland may be a more sustainable and easier dispatching solution in the long-term.

System Recommendations
Recommendations are specific actions that the City of Wasco can take to address current challenges and transportation needs in the community. Some of these recommendations rely on strong partnerships with nearby cities and Kern Transit, aiming to increase regional resiliency and capacity.
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Twenty-one different recommendations were developed by Nelson\Nygaard and are presented on the following pages. The recommendations are broken down into four distinct categories:
 Service recommendations would increase existing service levels beyond what is operated today (longer weekday service, new Saturday service) and enhance access to transit by improving connectivity in Wasco and neighboring communities.  Operations recommendations focus on improving how service is delivered, which includes new approaches to dispatching, record keeping, coordinating with Kern Transit and/or Amtrak, and new programs for training drivers, as well as identifying and applying for grants.
 Administrative/policy recommendations identify approaches to improve customer experience, comply with state guidelines, and improve how fares and transfers are handled.
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Service Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
S-1 Pilot Extended Weekday Service Extend service hours from 7 a.m. to 6 p.m. Wasco $160,000 Nine months
S-2 Pilot Saturday Service Implement Saturday service from 8 a.m. to 3 p.m. Wasco $30,000
Six months
S-3 Coordinate Senior
Transportation
Work with McFarland, Shafter, and Kern
Transit to identify opportunities for
coordinated senior transportation in the
Wasco, Shafter, and McFarland area
Wasco, Shafter, and
McFarland lead with
Kern Transit support
Further Study Needed
S-4
Improve Kern Transit
Connectivity to Destinations
Outside Wasco
Explore potential alignment changes to
Route 110 to serve regional points of
interest in Wasco, Shafter, and Delano
Kern Transit lead,
Wasco, McFarland,
Shafter, and Delano
support
Further Study Needed
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Operations Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
O-1 Improve Coordination with Kern
Transit
Hold regular meetings with Kern Transit to
discuss issues Kern Transit, Wasco Minimal cost to agency O-2 Coordinate with Amtrak on
Boarding Procedures
Modify ticket verification procedure and/or
provide resources to passengers who must
de-board train
Wasco, Amtrak Minimal cost to agency
O-3 Jointly Procure New
Dispatching Software
Study feasibility of jointly procuring
dispatching software with Kern COG
Kern COG lead,
Wasco and other
agencies support
Further Study Needed
O-4 Establish Countywide Driver
Training Program
Establish a standard driver training program
across the county by sharing materials,
centralizing training, or developing a program
at local colleges
Kern COG lead,
Wasco and other
agencies support
Further Study Needed
O-5 Establish Countywide Grant
Resource Program
Establish a grant resource program with Kern
COG to centralize information and
opportunities on grant funding
Kern COG lead,
Wasco and other
agencies support
Further Study Needed,
but could be minimal cost
O-6 Coordinate Regional
Transportation for the Homeless
Establish a regional plan for coordinating
homeless transportation services
Wasco and other
agencies Minimal cost to agency
O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with McFarland and
Shafter
Work with the Cities of McFarland and
Shafter to explore a shared dispatcher
position(s) and/or a shared Transit
Coordinator position(s) for the three cities
Wasco, McFarland,
Shafter Further Study Needed
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Investigate the possibility of sharing
maintenance resources (staff, training, or
both) for Dial-A-Ride
Kern COG lead,
Wasco and other
agencies support
Further Study Needed
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Administrative/Policy Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
A-1 Promote Vanpool/Carpool Use
Raise awareness of vanpool and
carpool matching options with an
educational brochure and encourage
their use by collaborating with major
local employers
Wasco Minimal cost to agency
A-2 Improve Customer
Communication and Website
Add more information to the website on
Dial-A-Ride service, Kern Transit Route
110, and vanpool/carpool options.

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

Wasco Minimal cost to agency
A-3 Update Farebox Recovery
Compliance Policy
Develop strategy when new guidance
is released to remain compliant Wasco Minimal cost to agency A-4 Investigate Transfer Agreement
with Kern Transit
Develop a transfer agreement which
allows for free or reduced-cost
transfers between the two providers
Wasco, Kern Transit Minimal cost to agency to
investigate
A-5 Create Fare Adjustment Policy Develop policy outlining cadence and process for fare increases Wasco Minimal cost to agency A-6 Create a Zero-Emissions Fleet
Resiliency Plan
Develop a ZE resiliency plan to identify
ways to improve the resiliency of
vehicle operations with a zero-
emissions fleet
Wasco $10,000–$50,000
One time
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Capital Recommendations
Number Recommendation Description Responsibility for
Implementation Cost
C-1 Continue to Fill Gaps in
Sidewalk Network
Continue filling in gaps in the sidewalk
network to provide safe access to
transit facilities
Wasco Further Study Needed
C-2 Continue Development of New
Transit Facility
Continue development of new transit
facility to allow for fleet expansion and
vehicle maintenance
Wasco
Estimated at $4.95
million – Costs subject to
change as design
progresses
C-3 Add Bus Stop Amenities
Add amenities, such as benches and
shelters, to existing Kern Transit stops
and high ridership Wasco Dial-A-Ride
locations
Wasco lead, Kern Transit
support Further Study Needed
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Phasing Plan
There are 21 recommendations to be implemented by the City of Wasco. The TDP is a five- year plan, and the improvement phasing matrix that follows is set up to organize which recommendations should be implemented during which year of the plan. The recommendations are intentionally staggered throughout the life of the plan to not overwhelm the City in the first few years.

Simpler and lower-cost recommendations can be implemented sooner, including items such as improving customer communications by updating the website or creating educational brochures for the vanpool/carpool program. Interdependent recommendations are indicated in the matrix.

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

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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) S-1 Pilot Extended Weekday Service Wasco
 Establish evaluation metrics to
evaluate pilot
 Advertise and conduct 9-month
pilot
 Evaluate pilot at the 6-month
mark and collect customer
feedback
 Make decision to discontinue or
make pilot permanent before
end of 9-month pilot
If pilot successful, secure funding
to make permanent
S-2 Pilot Saturday Service Wasco
 Establish evaluation metrics to
evaluate pilot
 Advertise and conduct 6-month
pilot
 Evaluate pilot and collect
customer feedback
 Make decision to discontinue or
make pilot permanent
If pilot successful, secure funding
to make permanent
S-3 Coordinate Senior
Transportation
Wasco, Shafter, and
McFarland with Kern
Transit support

Discuss with Shafter, McFarland,
and Kern Transit about feasibility
and potential structure
Develop formal plan and
agreements, if necessary
S-4
Improve Kern Transit
Connectivity to Destinations
Outside Wasco
Kern Transit lead,
Wasco, McFarland,
Shafter, and Delano
support
Work with Kern Transit to evaluate
feasibility and costs of this and the
three other potential alignment
changes proposed for Route 110
Support Kern Transit with any
potential pilot program and/or
community outreach needed

Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) O-1 Improve Coordination with Kern
Transit Kern Transit, Wasco
Add Kern Transit coordination item
to standing Kern County transit
operators meeting agendas

O-2 Coordinate with Amtrak on
Boarding Procedures Wasco, Amtrak  Set up meeting with Amtrak  Develop potential strategies
Begin implementation of preferred
solution
O-3 Jointly Procure New
Dispatching Software
Kern COG lead,
Wasco and other
agencies support

Begin discussions with other
interested transit operators in Kern
County. Investigating a shared
dispatcher (Recommendation O-7)
could be completed concurrently, if
desired.
 Develop structure for
procurement and cost sharing
agreements
 Begin procurement process
 Select vendor and onboard all
participating agencies
 Conduct necessary training

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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) O-4 Establish Countywide Driver
Training Program
Kern COG lead,
Wasco and other
agencies support

 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and build out structure of
program
 Connect with potential industry
and education partners
Continue development of program Finalize and roll out program O-5 Establish Countywide Grant
Resource Program
Kern COG lead,
Wasco and other
agencies support

Launch shared dispatching
program
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Kern COG lead, Wasco
and other agencies
support
 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and determine feasibility
 Begin evaluation and feasibility
assessment
 Continue evaluation and
feasibility assessment
 Begin building out structure of
program
 Review plans with agency
partners

Begin implementation Continue implementation

Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) A-1 Promote Vanpool/Carpool Use Wasco Develop brochure showing transit options available in Shafter
Begin discussions with major
employers to raise awareness of
vanpool/carpool options

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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) A-2 Improve Customer
Communication and Website Wasco
 Update Wasco Transit website
 Develop a communication plan
to let riders know about service
disruptions

A-3 Update Farebox Recovery
Compliance Policy Wasco Develop strategy when new
guidance is released
A-4 Investigate Transfer Agreement
with Kern Transit
Wasco,
Kern Transit
 Collect and analyze transfer
data with assistance from Kern
Transit
 Perform financial analysis to
understand cost impacts
 Develop structure on how
transfer agreement would work
 Convene rider focus group to
discuss proposal and get
feedback
 Refine proposal (if necessary)
 Draft and execute interagency
agreement

A-5 Create Fare Adjustment Policy Wasco
 Develop and finalize fare
adjustment policy
 Solicit public feedback if needed

A-6 Create a Zero-Emissions Fleet
Resiliency Plan Wasco Create zero-emissions fleet
resiliency plan Implement findings

Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) C-1 Continue to Fill Gaps in
Sidewalk Network Wasco
 Optional: Develop a sidewalk
prioritization plan to identify the
areas of greatest need and
options for phasing and
continuing investment
 Continuous implementation –
Implement as funding is
secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
C-2 Continue Development of New
Transit Facility Wasco Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work
Secure funding for new transit
facility and continue design work Begin construction
C-3 Add Bus Stop Amenities Wasco lead, Kern Transit
support
Identify high ridership locations for
Shafter Dial-A-Ride for new bus
stop amenities
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
Continuous implementation –
Implement as funding is secured
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Financial Forecast
As part of this TDP, Nelson\Nygaard developed a five-year financial model to understand projected revenues and expenditures for the life of the plan. Using projections built off historical data, these forecasts are meant to provide a high-level view of the City’s financial health, upcoming capital projects, and capacity to implement recommendations.

The table on the following page displays the current net position and the reserve between FY2027 and the end of the plan in FY2031. The reserve is calculated from the first year of the financial model (FY2022) and does not reflect any previous savings the City may have. It also provides the estimated costs of implementing each recommendation and the net position if all recommendations are implemented. To provide a conservative estimate, a high-end cost estimate is given. These costs are planning-level estimates given in 2025 dollars.  Nelson\Nygaard’s financial model shows that the City of Wasco should be able to operate Dial-A-Ride service at existing service levels over the next five years, based on projected growth in operating funds and expenditures. Existing revenues are also sufficient to add service.
 Over the last four years the City has spent between 0% and 31% of Local Transportation Fund (LTF) and State Transit Assistance Fund (TDA) money on transit operations. This level of LTF/TDA allocation is likely sufficient to implement all recommended service improvements.
 The City of Wasco’s only upcoming capital project is its transit facility, which has not been budgeted. Given the uncertainty around how much capital funding is needed for this facility, our financial model does not include any capital expenses.
 Creative implementation of the recommendations by the City, such as collaborating with the Cities of Shafter and McFarland, and Kern Transit, may reduce costs. However, the City of Wasco can implement all recommendations even with the highest projected costs.

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City of Wasco’s Financial Position, Baseline and with Recommendations, FY27–31 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Baseline Net Position and Reserve
Net Position $505,921 $622,078 $490,554 $527,531 $566,690 Net Reserve $3,073,709 $3,695,788 $4,186,342 $4,713,873 $5,280,562 Estimated Recommendation Costs
S-1 Extend
Weekday
Service
$(160,000)
S-2 Pilot
Saturday
Service
$(30,000)
A-6 Create a
Zero-Emission
Fleet Resiliency
Plan
$(50,000)
C-2 Continue
Development of
New Transit
Facility
($270,000 ($3,282,332) ($1,299,858) ($99,858)
Sum of Costs ($320,000) ($3,442,332) ($1,299,858) ($129,858) $- Projected
Position
$185,921 $(2,703,709) $0 $397,673 $566,690
Net Reserve $2,753,709 $50,000 $50,000 $447,673 $1,014,363 1 of 755
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1 INTRODUCTION

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

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

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

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

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

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

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

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

LOCAL TRANSIT
The City of Wasco operates general public Dial-A-Ride service. The service operates within city limits on weekdays from 8 a.m. to 4 p.m., with a lunch break between 12 p.m. and 1 p.m.

Reservations can be made 24 hours in advance to schedule both pickup and return trips.

Same day service may be possible but is not guaranteed.

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

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

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

The City of Shafter operates general public Dial-A-Ride service within Shafter city limits. The Dial-A-Ride service in city limits operates on weekdays from 7:30 a.m. to 4:15 p.m. and on Saturdays from 9 a.m. to 3 p.m.
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The Mexican Colony and Smith’s Corner are served at 9 a.m., 11:30 a.m., 1:30 p.m., and 3:30 p.m. on weekdays only. The North Kern Labor Camp is served at 10 a.m., 12 p.m., 2 p.m., and 4 p.m. on weekdays only. The Wonderful Industrial Park, Shafter Cemetery, and Gossamer Grove are served at 8:30 a.m., 10:30 a.m., 12:30 p.m., and 2:30 p.m. on weekdays only.

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

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

KERN TRANSIT
Kern Transit operates 12 fixed routes and Dial-A-Ride services in six communities. Route 110 is the only service offered in Wasco. Route 110 links Wasco to nearby communities including Delano, McFarland, Shafter, and Bakersfield (see alignment in Figure 1). There are two stops in each direction in Wasco as illustrated in Figure 26 (see page 41). The Wasco City Hall stop is served in both directions, while the F Street and Poso Drive stop has separate northbound and southbound stops. Route 110 operates five trips in each direction on weekdays and three on Saturdays, with no Sunday service. In Bakersfield, Route 110 riders can transfer to six other fixed routes that Kern Transit operates, as shown in Figure 2. 1 of 755
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Figure 1 Kern Transit Route 110 Alignment

Source: Kern Transit, 2025

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Figure 2 Transit Network in Kern County

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INTERCITY OPERATORS
Several intercity agencies operate in Kern County. Eastern Sierra Transit, Amtrak, and Amtrak Thruway all operate in Southern California with stops in Kern County. The routes and stops of these intercity routes are shown in Figure 3. Amtrak is the only intercity operator who serves Wasco directly.

Eastern Sierra Transit Authority
Eastern Sierra Transit Authority (ESTA) operates a route between Lancaster and Mammoth Lakes, with two stops in Kern County at Inyokern and Mojave. Depending on the length of travel, fares on this ESTA route range from $2 to $39. Discount fares are available for riders ages 60 and older, individuals with disabilities, and youth under the age of 16 for the Lancaster to Mammoth Lakes route. For the trip between Mojave and Inyokern, the regular adult fare (age 16 to 60) is $3, and the reduced fare is $2. Passengers must make reservations before midnight Pacific Time on the day of travel. Walk-on seating is also available but not guaranteed.

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

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

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Figure 3 Intercity Transit Routes in Kern County

Source: Amtrak, ESTA, 2025

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3 EXISTING AND FUTURE

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

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POPULATION
Population Density
Wasco has several pockets of high population density as shown in Figure 4, which exceed the city average of about 14 people per acre. The highest densities are south of 7th Street, where there are several census block groups that exceed 15 people per acre. These areas are served by Wasco Dial-A-Ride service. Portions of this area are served by Kern Transit’s fixed-route and Amtrak service as well.

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

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Figure 4 City of Wasco Population Density

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Population Projections
Kern County’s population has steadily increased from 751,000 in 2005 to 924,000 in 2025, a 23% increase. Wasco saw modest growth between 2005 and 2025, up approximately 11%. A breakdown for Wasco and Kern County overall is shown in Figure 5.

Figure 5 Kern County Historical Population Growth 2005 to 2025 Kern County
% Change in
Population
(2005–2025)
Population
Growth
(2005–2025) 2005 2010 2015 2020 2025
Wasco 10.9% 2,500 23,700 25,500 25,500 27,500 26,200
County Total 23.0% 173,000 751,000 837,100 873,500 907,400 924,000 Source: California Department of Finance, Population Estimates for Cities, Counties, and the State Looking ahead, Kern County’s population is expected to continue growing between 2024 and 2050. Figure 6 shows projected population growth by regional subarea in Kern County (see Figure 7 on how regional subareas were defined). Greater Wasco is expected to continue growing slower than the county as a whole.

Figure 6 Population Forecast by Regional Subarea: 2024 to 2050 Regional Subarea 2024 2029 2050
Estimated
Pop. Growth
(2024–2050)
Estimated %
Pop. Growth
(2024–2050)
Greater Wasco 25,200 25,600 26,400 1,200 4.8%
Countywide Total 890,500 922,200 998,300 107,800 12.1%
Source: Kern COG 2024 to 2050 Growth Forecast Update
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Figure 7 Kern COG Regional Subareas Definitions

Source: Kern COG 2024 to 2050 Growth Forecast Update
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DEMOGRAPHIC ANALYSIS
The demographic factors illustrated in the following maps provide an indication of potential transit demand and vulnerable groups within Wasco and its immediate surroundings. The demographic groups included are:
 People of color
 Veterans
 People with disabilities
 Older adults (age 65 and above)
 Younger adults (age 18 to 24)
 People in poverty
 People with limited English proficiency
 Zero vehicle households
Some of these groups were also included in a transit propensity analysis, which identifies demographics that have a higher-than-average tendency to use transit and creates a composite index identifying where transit demand is strongest.

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

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

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People of Color
Based on census data examined by the project team, people of color are more likely to use transit than their white peers. Figure 8 shows areas around Wasco have uniformly high proportions of people of color, with all census block groups exceeding 35% people of color.

This is typical for Kern County.

Figure 8 City of Wasco Proportion of People of Color

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Veterans
Transportation is critical for veterans to access medical care, government services, and other essential services. Shown in Figure 9, within Wasco city limits, there is a low concentration of veterans. Outside of the city limits, there is a slightly higher proportion of veterans. There are no major military installations in the area. The nearest Veterans Affairs (VA) hospital is in Bakersfield, which could be difficult to access due to the limited daily trips provided by Kern Transit Route 110.

Figure 9 City of Wasco Proportion of Veterans

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

Figure 10 shows the proportion of people with disabilities in Wasco. The highest concentration of people with disabilities is in the southern half of Wasco, adjacent to Poso Drive. These block groups have access to Wasco Dial-A-Ride service. Kern Transit Route 110 has stops serving some of these areas with a higher concentration of people with disabilities; however, a lack of sidewalks makes it challenging for all riders, including people with disabilities, to access these bus stops.

Figure 10 City of Wasco Proportion of People with Disabilities

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Older Adult Populations
Older adults, defined as ages 65 and older, may no longer be comfortable driving or may not be able to drive. Transit, paratransit, and human service transportation providers can allow them to live independently, access healthcare, and meet essential needs. Similar to nearby Shafter, Wasco has a higher proportion of older adults across much of the city, as shown in Figure 11. This area is served by Wasco Dial-A-Ride and Kern Transit Route 110.

Figure 11 City of Wasco Proportion of Older Adults

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Young Adults (18-24)
Young adults, defined as ages 18-24, may be enrolled in college, the armed forces, or just entering the workforce, and may not be able to afford their own personal vehicle. Based on census data examined by the project team, young adults are more likely to ride transit compared to their older peers. The proportion of young adults is low within the urbanized area of Wasco, with higher proportions of young adults south of Poso Drive, as shown in Figure 12. These areas are served by Wasco Dial-A-Ride and partially by Kern Transit Route 110. Outlying agricultural areas have a much higher proportion of young adults but are sparsely populated and do not receive any transit service. The outlying areas of Wasco have some of the highest proportions of young adults in Kern County, aside from a couple of locations in eastern Kern County.

Figure 12 City of Wasco Proportion of Young Adults

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

Poverty is high throughout much of Kern County, including in Wasco. As shown in Figure 13, people in poverty are concentrated along Highway 43 and Poso Drive. The proportion of people in poverty is fairly high across the entire urbanized area of Wasco, but the areas with the highest concentrations are served by both Wasco Dial-A-Ride and Kern Transit Route 110, as well as Amtrak service.

1 2024 Poverty Thresholds
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Figure 13 City of Wasco Proportion of People in Poverty

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Limited English Proficiency
People with limited English proficiency (LEP) are potentially more likely to take transit2 and may have difficulty accessing transit and participating in community outreach events. In communities where LEP is high, special language accommodations may be needed. Most of the urbanized area of Wasco has high concentrations of people with limited English proficiency, as shown in Figure 14, with many block groups having more than 20% of the population with limited English proficiency. These areas are served by Wasco Dial-A-Ride, Kern Transit Route 110, and Amtrak service.

Figure 14 City of Wasco Proportion of People with Limited English Proficiency

2 Using Census Data for Transportation Applications, 2013, pg. 63. 1 of 755
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Zero Vehicle Households
Based on census data examined by the project team, households without a vehicle are more likely to use and rely on transit. In Wasco, zero-vehicle households are concentrated northwest of the intersection of F Street and Poso Drive, as shown in Figure 15. This area has access to Kern Transit Route 110, Wasco Dial-A-Ride, and Amtrak service. Generally, there is a high rate of vehicle ownership in Wasco, which is like the rest of Kern County.

Figure 15 City of Wasco Proportion of Households with Zero Vehicles

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

Employment density in Wasco tends to be higher north of 7 th Street with two to five jobs per
acre, which is higher than most of Kern County outside Bakersfield (Figure 16). These areas are served by Wasco Dial-A-Ride and have partial coverage by Kern Transit Route 110 and Amtrak services.
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Figure 16 City of Wasco Employment Density

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Low-Wage Job Density
People who work low-wage jobs are less likely to be able to afford to own and maintain a car and are more likely to rely on public transportation. Like employment density, a high number of low-wage jobs concentrated in one area illustrates a potential market for transit. Low- wage employment density in Wasco tends to be higher near the intersection of 7th Street and Palm Avenue (Figure 17), which is served by Wasco Dial-A-Ride. Two to five low-wage jobs per acre is typical for most of Kern County.

Figure 17 City of Wasco Low-Wage Employment Density
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Projected Employment Growth
Projected employment growth indicates how transit demand may increase in the future. As of 2024, the nearby communities of Greater Delano and Greater Shafter have the highest concentrations of employment outside Metro Bakersfield. Figure 18 shows within Greater Wasco, employment is projected to increase by 9.5% over the next 25 years, a slower rate than Bakersfield or the county as a whole.

Figure 18 Projected Employment Growth in Kern County
Regional Subarea 2024 2029 2050
Estimated
Job Growth
from 2024 to
2050
Estimated %
Job Growth
from 2024 to
2050
Greater Wasco 11,600 11,800 12,700 1,100 9.5%
Metro Bakersfield Area 234,100 240,900 270,000 35,900 15.3% Countywide Total 351,600 366,400 430,000 78,400 22.3%
Source: Kern COG 2024 to 2050 Growth Forecast Update
Major Employers
Like employment and job density, the location of major employers can be a generator of transit demand based on employment and services provided. Major employers are more likely to have a large number of employees who need to get to work and can be served by transit. Major employers are the 25 largest employers in Kern County and have greater than 500 employees each.

Major employers in Kern County are shown in Figure 19. There is one major employer in Wasco, the state prison, which is within the Wasco Dial-A-Ride service area. Other major employers nearby are located in Delano, Shafter, and Greater Bakersfield, which are connected to Wasco by Kern Transit Route 110. Despite this transit connection, Kern Transit’s Route 110 has a limited number of daily trips which may limit the ability of Wasco residents to access jobs and services in those communities.
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Figure 19 Major Employers in Kern County

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Figure 20 Major Employers in Kern County
Major Employer Identifier
(See Figure 19) Major Employer Location Number of Employees 1 Paramount Farms Huller 4 Lost Hills 500–999
2 Wasco State Prison Fire
Department Wasco 1,000–4,999
3 California Department
Correctional Institution Delano 1,000–4,999
4 Wonderful Citrus, LLC Delano 500–999
5 Marko Zaninovich, Inc. McFarland 1,000–4,999
6 Amazon Fulfillment Center
- Shafter Shafter ~1,000
7 Frito-Lay Incorporated Bakersfield 500–999
8 Nabors Completion-
Production Bakersfield 1,000–4,999
9 Vasinda Investments, Inc. Bakersfield 500–999
10 Chevron Corporation Bakersfield 1,000–4,999
11 Kern High School District Bakersfield 1,000–4,999
12 Community Action
Partnership Bakersfield 500–999
13 Adventist Health
Bakersfield Bakersfield 1,000–4,999
14 Dignity Health Memorial
Hospital Bakersfield 1,000–4,999
15 Amazon Fulfillment Center
– Bakersfield Bakersfield ~2,000
16 Foster Care Human
Services Bakersfield 1,000–4,999
17 Bolthouse Farms Bakersfield 1,000–4,999
18 Grimmway Farms Arvin 1,000–4,999
19 Sun Pacific Bakersfield 500–999
20 California Correctional
Institute Tehachapi 1,000–4,999
21 Robertson’s Ready Mix California City 1,000–4,999
22 Edwards Air Force Base
and Family Readiness
Center
Edwards 10,000+
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Major Employer Identifier
(See Figure 19) Major Employer Location Number of Employees 23 NASA/Armstrong Flight
Research Edwards 1,000–4,999
24 Ridgecrest Regional
Hospital Ridgecrest 500–999
25 Naval Air Weapons Station
China Lake Ridgecrest 5,000–9,999
Source: State of California Employment Development Department, 2025; 23ABC News, “Amazon Fulfillment Center coming to Shafter, will create 1,000 new jobs,” 2021; 23ABC News, “Amazon Fulfillment Center opens in Bakersfield,” 2020

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

Public housing options are concentrated in Metro Bakersfield and along Kern Transit and other regional transit routes. There are several developments within Wasco, as well as nearby in Shafter and McFarland. These housing developments may be more likely to have populations who are in poverty or do not have access to a vehicle. 1 of 755
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Figure 21 Public Housing in Kern County

Source: Kern Housing Authority
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Grocery Stores
Grocery stores and other fresh-food stores are located throughout Kern County in incorporated areas. There are several stores in Wasco providing residents a variety of options for fresh food within the Wasco Dial-A-Ride service area. People who live in unincorporated or rural areas may have to travel farther to access these stores. 1 of 755
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Figure 22 Grocery Stores in Kern County

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

These are common locations for human service and non-emergency medical transportation providers. There is at least one urgent care or clinic and one dialysis clinic in Wasco, but no hospitals. Residents requiring specialized care need to travel to Delano or Bakersfield, which could be difficult due to the limited daily trips provided by Kern Transit Route 110, especially on weekends.
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Figure 23 Medical Facilities in Kern County

Source: Nelson\Nygaard
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Educational Institutions
Educational institutions that are typically transit generators include middle schools and high schools as well as colleges, universities, and community colleges. Middle schools and high schools are scattered throughout Kern County. Every incorporated jurisdiction has at least one middle school and high school.

There are no higher educational facilities in Wasco. The closest facilities are in Delano and Bakersfield. In Delano, there is a community college, but it is not served by Kern Transit Route 110. Students from Wasco need to transfer to Delano Area Rapid Transit for access.

There are also higher education facilities in Bakersfield. Bakersfield College is directly served by Route 110, while California State University Bakersfield is not, requiring a transfer to Golden Empire Transit.

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Figure 24 Schools in Kern County

Source: Nelson\Nygaard
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Prisons and Correctional Facilities
Prisons and correctional facilities in Kern County are major employers and drive demand for transit for their employees. They can also be a destination for friends and family visiting those who are incarcerated. The majority of prisons and correctional facilities in Kern County are located on Highway 99 in northern Kern County, including Bakersfield and areas north of Bakersfield. There is one large correctional facility in Wasco, which is served by Wasco Dial-A- Ride.
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Figure 25 Prisons and Correctional Facilities in Kern County

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

LOCAL SERVICE SUMMARY
The City of Wasco operates a Dial-A-Ride service open to all riders. The service operates on weekdays from 8 a.m. to 4 p.m., with a lunch break between 12 p.m. and 1 p.m. Reservations can be made 24 hours in advance by calling the dispatcher to schedule both pickup and return trips. Same day appointments are possible but are not guaranteed. When making the reservation, riders must provide their name, address, contact number, number of passengers, and locations for pick-up and drop-off, which can be anywhere within the service area.

Passengers must provide exact fare. The Dial-A-Ride service operates within Wasco city limits. The service area is shown in Figure 26, along with Kern Transit Route 110 and Amtrak San Joaquins, which also provide service to the City of Wasco. 1 of 755
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Figure 26 City of Wasco Transit System Overview

Source: City of Wasco, Kern Transit, Amtrak
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Organization
The City of Wasco’s transit program is operated in-house by City employees. The program is under the oversight of the Administrative Manager, who reports directly to the City Manager.

There are two full-time bus drivers, but a part-time driver position is occasionally available in busier seasons. The one Administrative Assistant does the dispatching. A Transit Coordinator is being onboarded by the agency and will work to fill in for driver absences and complete necessary reporting work.

The agency is governed by the Wasco City Council. One member of the City Council is selected to serve as Mayor, who appoints a City Manager to conduct the day-to-day business of the City. One member of the Wasco City Council serves on the Transportation Planning and Policy Committee, and the City Engineer serves as a member of the Transportation Technical Advisory Committee. The City is a member of CalACT.

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

Figure 27 City of Wasco Organizational Chart

Source: City of Wasco, 2025
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Span of Service
The City of Wasco’s Dial-A-Ride operates Monday through Friday from 8 a.m. to 4 p.m., with a lunch break between 12 p.m. and 1 p.m. There is no weekend service. Trips are made by reservation only. Reservations can be made over the phone 24 hours in advance. Same day appointments are possible but are not guaranteed. The Dial-A-Ride service operates within the city limits and is open to the general public.

Fares
Figure 28 depicts the fare structure for the City of Wasco’s Dial-A-Ride service. The City of Wasco offers single trips for Dial-A-Ride service, with $2 fares for trips made to the state prison and Wasco Cemetery, and $1.75 for trips made within Wasco. Reduced single-trip fares are available for seniors, people with disabilities, youth, and children. An 11-ride pass is available for seniors and people with disabilities.

Figure 28 City of Wasco Dial-A-Ride Fare Structure
Fare Type Fare Amount
Adult (to State Prison) $2.00
Adult (within Wasco) $1.75
Seniors (62 and older) and People with Disabilities $1.00 Youth (5 to 10 years) $1.00
Children (0 to 4 years) $0.25
11 Ride Pass for Seniors and People with Disabilities $10.00 Source: City of Wasco, June 2025

HISTORICAL TRENDS
Historical trend data helps build an understanding of how Wasco Dial-A-Ride performed in recent years and the direction they are heading. This section analyzes ridership, revenue hours, productivity, operations and maintenance costs, and farebox recovery values from 2015 to 2023, using data from the National Transit Database (NTD). However, NTD-reported data may not be reliable for certain metrics. In some cases, NTD data was unavailable and data from the California State Controller was used instead. These sources may not be exactly comparable due to differing methodologies. In cases where data seems suspicious and possibly incorrect, we have denoted that in the charts using hatched lines. Data concerns are also included in the text.
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Figure 29 shows the ridership for Wasco Dial-A-Ride between 2015 and 2023. Ridership declined significantly in 2020 and has slowly recovered. In 2023, Dial-A-Ride ridership was 56% lower than the pre-pandemic level of boardings when using 2019 as a baseline.

Figure 29 City of Wasco Dial-A-Ride Ridership

Source: National Transit Database (NTD), 2015-2023

20,034
17,507
24,240
25,597 25,297
18,805
1,397
3,358
11,236
0 5,000
10,000
15,000
20,000
25,000
30,000
2015 2016 2017 2018 2019 2020 2021 2022 2023
Unlinked Passenger Trips
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Revenue hours are measured by the amount of time vehicles are in service and either transporting passengers or waiting for a ride request. The annual number of revenue hours indicates how much service was provided in a year. Figure 30 shows the number of revenue hours between 2015 and 2023. In the years before the pandemic (2017-2019), there were around 3,500 yearly revenue hours provided. Revenue hours declined significantly during the pandemic. In 2023, revenue hours recovered to 83% of the pre-pandemic levels, using 2019 as a baseline.

Figure 30 City of Wasco Dial-A-Ride Revenue Hours

Source: National Transit Database (NTD), 2015-2023

1,848 1,960
3,579
3,445
3,582
2,350
399
931
2,970
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2015 2016 2017 2018 2019 2020 2021 2022 2023
Vehicle Revenue Hours
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As shown in Figure 31, Dial-A-Ride productivity, measured by passengers per revenue hour, has been on a downward trend between 2015 and 2020, with the pandemic lowering productivity further. Productivity has been improving slightly over the last three years of data.

Figure 31 City of Wasco Dial-A-Ride Passengers Per Revenue Hour

Source: National Transit Database (NTD), 2015-2023
What is Productivity?
Productivity measures the number of passengers served per revenue hour of operation.

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

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

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

10.8 8.9

6.8 7.4

7.1 8.0

3.5 3.6

3.8 0.0

2.0 4.0

6.0 8.0

10.0 12.0
2015 2016 2017 2018 2019 2020 2021 2022 2023
Passsengers per Revenue Hour
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As shown in Figure 32, the operations and maintenance (O&M) costs for Wasco Dial-A-Ride, which are not adjusted for inflation, have been on an upward trend since 2015. In 2023, the Dial-A-Ride O&M costs were 43% higher than pre-pandemic costs, using 2019 as a baseline.

Figure 32 City of Wasco Dial-A-Ride Operation and Maintenance (O&M) Cost

Source: National Transit Database (NTD), 2015-2023

$223,418 $211,545
$260,322
$304,780
$373,142
$374,781
$340,692
$390,815
$532,930
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2015 2016 2017 2018 2019 2020 2021 2022 2023
Operating Expense
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As shown in Figure 33, Wasco Dial-A-Ride O&M costs per trip increased significantly after the beginning of the pandemic. Cost per trip has been on a downward trend since 2021. In 2023, the O&M cost per trip was 313% higher than pre-pandemic costs, using 2019 as a baseline.

Figure 33 City of Wasco Dial-A-Ride O&M Cost per Trip

Source: National Transit Database (NTD), 2015-2023.

Note: 2021 and 2022 data hatched due to high levels compared to surrounding years, may be an error.

$11 $12 $11 $12 $15 $20
$244
$116
$47
$0
$50
$100
$150
$200
$250
$300
2015 2016 2017 2018 2019 2020 2021 2022 2023
Expense per Passenger Trip
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Figure 34 depicts the cost per revenue hour for Wasco Dial-A-Ride. Similar to the cost per trip rates, the cost per revenue hour for Wasco Dial-A-Ride also increased significantly following the onset of the pandemic. O&M cost per revenue hour peaked in 2021 due to a significant reduction in revenue hours. Cost per revenue hour has been on a downward trend since 2021 as revenue hours increased as well. In 2023, the O&M cost per revenue hour was 72% higher than pre-pandemic costs, using 2019 as a baseline.

Figure 34 City of Wasco Dial-A-Ride O&M Cost per Revenue Hour

Source: National Transit Database (NTD), 2015-2023.

Note: 2021 and 2022 data hatched due to high levels compared to surrounding years, may be an error.

$121 $108
$73 $88 $104
$159
$854
$420
$179
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
2015 2016 2017 2018 2019 2020 2021 2022 2023
Expense per Revenue Hour
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Farebox recovery indicates the proportion of operating expenses that are covered by passenger fares or local funds. Figure 35 shows the farebox recovery for Wasco Dial-A-Ride service. Wasco Dial-A-Ride’s farebox recovery ratio decreased significantly in 2021, with a slight but uneven increase in 2022 and 2023.

Figure 35 Wasco Dial-A-Ride Farebox Recovery

Source: National Transit Database (NTD), 2015-2022; State Controller Report, 2023 11%
10%
9%
10%
9%
6%
1%
2% 1%
0%
2%
4%
6%
8%
10%
12%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Farebox Recovery
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CURRENT PERFORMANCE
System Ridership
Figure 36 shows the average daily ridership from July 2023 to June 2024 for Wasco Dial-A- Ride service. Ridership mostly hovered around 60 daily riders, with lower ridership in the winter months from November to January. Ridership peaked in June 2024 at an average of 65 riders per day.

Figure 36 City of Wasco Dial-A-Ride Average Daily Ridership

Source: City of Wasco, FY 2024 (July 2023 – June 2024)
49 56
47 60
47 48
40 56
59 54
63 65
0 10
20 30
40 50
60 70Average Daily Ridership
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Productivity
For local service such as Wasco Dial-A-Ride service, passengers per revenue hour is a useful metric to evaluate the productivity of the system. Using monthly revenue hours and total ridership from February 2025 as a representative month, Wasco Dial-A-Ride service averages

5.3 passengers per revenue hour. Compared to the historical trends for passengers per revenue hour, Wasco Dial-A-Ride productivity is trending upwards towards pre-pandemic levels.

On-Time Performance
The City of Wasco considers a trip to be on-time if the vehicle arrives one to five minutes before or after the scheduled time. Out of 1,289 total trips in February 2025, 98.5% of the Dial-A-Ride trips were on-time.

TRANSFERS TO OTHER PROVIDERS
Riders on the City of Wasco’s Dial-A-Ride can transfer to Kern Transit Route 110 using stops at Wasco City Hall and the corner of F Street and 30th Street. Wasco is also served by Amtrak San Joaquins trains. The station is adjacent to City Hall.

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

This analysis utilized a composite index of demographic characteristics that are more likely to ride transit, also known as transit propensity. Characteristics included in the index include:
 People of color
 Zero vehicle households
 Poverty status
 Veterans
 People with disabilities
 Older adults (age 65 and above)
 Younger adults (age 18 to 24)
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As illustrated in Figure 37, the eastern part of the city has the highest demand for transit in the City of Wasco. The areas with the highest transit propensity are served by Wasco’s Dial- A-Ride service and Kern Transit fixed-route service, meeting geographical coverage needs.

The area between Gromer Avenue and McCombs Avenue, just north of city limits on the eastern side of the city appears to have relatively higher transit demand but is unpopulated, an artifact of census block groups being larger than the developed areas of the city.

Figure 37 Transit Propensity in the City of Wasco

Source: ACS 2023 5-Year Estimates

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EXPENSES AND REVENUES
Figure 38 and Figure 39 show the expenses and revenues for the City of Wasco’s transit program from July 2022 – June 2023. A combination of passenger fares, federal grants, and sales of assets generated enough revenue to cover approximately 58% of the transit program’s operational costs.

Figure 38 City of Wasco Transit Expenses, FY2022–2023
Category Subcategory Amount
Operating Expenses Operator’s Salaries and Wages $160,599.00 Fringe Employee Benefits $185,328.00*
Materials and Supplies – Fuel and Lubricants $20,083.00 Other Materials and Supplies $4,327.00
Casualty and Liability Expenses $23,346.00
Depreciation $222.00
Other Operating Expenses $161,994.00
Total $555,899.00
*Note: This likely includes other operating expenses that are classified as “Fringe Employee Benefits” in the report.

Source: City of Wasco – Transit Operators’ Financial Transactions Report (2023)

Figure 39 City of Wasco Transit Revenues - FY2022-2023
Subcategory Amount
Passenger Fares $7,350.00
Federal Funds $282,014.00
Sales and Disposals of Assets $22,880.00
Transfers In $9,879.00
Other State and Federal Sources $233,776.00
Total $555,899.00
Source: City of Wasco – Transit Operators’ Financial Transactions Report (2023)

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FLEET AND FACILITIES
Wasco Dial-A-Ride service currently operates three cutaway buses and two vans within their fleet. All vehicles in the fleet were purchased in 2023 or 2024 and are within the City’s useful life benchmarks. Most of the transit fleet’s maintenance needs are covered by City mechanics.

Currently, the Transit Department is temporarily sharing a Public Works site to store transit vehicles. This facility is inadequate for transit operations and the City needs a new transit facility. The City has identified the southeast corner of Filburn Street and Central Avenue as the location for a new transit operating and maintenance facility. This new transit facility will provide storage space, maintenance space for vehicles, and office space for transit staff.

There will also be electric charging infrastructure for zero-emission vehicles and buses as well as a slow fueling CNG station. The proposed facility is expected to be completed in the next five years.

Figure 40 City of Wasco Transit Fleet Composition
Type Make Model Year Propulsion
Type
Capacity Vehicle
Mileage
Past Useful
Life
Benchmark?
Van Ford E-Transit 2023 Electric 5 1402.8 No
Van Ford E-Transit 2023 Electric 5 1628.7 No
Cutaway Ford E-450 2024 Electric 14 681 No
Cutaway Ford E-450 2024 CNG 14 3043 No
Cutaway Ford E-450 2024 Gas 14 5127 No
Source: City of Wasco, August 2025 fleet roster

ZERO-EMISSION TRANSITION PLAN
The City of Wasco is in the process of purchasing and putting into service one electric cutaway bus and two electric vans to replace the existing fleet. Once the new vehicles arrive, vehicles in the existing fleet will be treated as surplus.

The City has expressed concerns associated with the long-term reliability and battery longevity of the zero-emissions fleet.

AGENCY INTERVIEW
As part of the existing conditions assessment for this project, the consulting team interviewed City of Wasco staff in person the week of May 19, 2025. The intent of the interview was to allow consulting staff to ask the agency questions about their operations, 1 of 755
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including the riders they serve, agency challenges with operating service, desired outcomes and recommendations as part of this planning effort, and questions about the data received.

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

What is working well for transit in Wasco?
 The completion of California High-Speed Rail construction and impacts.  The agency is prioritizing safety enhancements on vehicles, such as on-board cameras and driver shields.
 The agency is preparing for growth by acquiring new vehicles and establishing a new transit coordinator role.

Challenges and areas with possible room for improvements included:
 Safety and security concerns.
 Staffing challenges due to uncompetitive wages and commercial driver’s license (CDL) certification.
 Challenges with existing dispatching software, especially for reporting.  Minimal collaboration with Kern Transit.
 The area lacks community-based services to support mobility needs.

KEY TAKEAWAYS
 Span of service is limited. The City of Wasco’s Dial-A-Ride operates Monday through Friday from 8 a.m. to 4 p.m., with a lunch break between 12 p.m. and 1 p.m.

There is no weekend service.
 Same day service is possible but is not guaranteed. Reservations can be made 24 hours in advance.
 In Fiscal Year 2025, average daily ridership was relatively consistent over the months. Ridership mostly hovered around 60 daily riders, with lower ridership in the winter months from November to January. Ridership peaked in June 2024 at an average of 65 riders per day.
 In February 2025, the City of Wasco’s passengers per revenue hour for Dial-A-Ride service is 5.3. Compared to the historical trends, Wasco’s productivity is trending upwards.
 On-time performance is high. In February 2025, 98.5% of trips were on-time. 1 of 755
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 As shown by historical trends, the pandemic significantly impacted ridership, revenue hours, and productivity. Operations and maintenance costs normalized by trip and revenue hour, are both higher than before the pandemic.  Vehicles are in good condition. Three of the five vehicles are zero-emissions.  Nelson\Nygaard’s transit need analysis shows the areas with the highest transit propensity are served by the City of Wasco’s Dial-A-Ride service and Kern Transit’s fixed-route service. There are no gaps in geographic coverage, but there may be gaps in service levels or temporal coverage.
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5 PLAN REVIEW
This chapter summarizes the documents that were reviewed to help provide context of previous planning efforts that are of consequence to transit and specialized transportation in Wasco.

The data, strategies, and identified needs from these plans can provide insight into possible persistent gaps and transportation challenges.

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

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

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

Wasco Recommendations
Service recommendations for the City of Wasco included considering implementation of fixed-route service, particularly for the higher density central core area by providing a circulator to connect the major activity areas to the transfer center. Wasco Dial-A-Ride service would continue to service the general public who live outside a ¼ mile buffer from 1 of 755
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the fixed-route service, and ADA-eligible residents along the fixed-route service would have the option to use the fixed-route service or Dial-A-Ride. The plan also recommended a subscription service for Wasco Dial-A-Ride to allow passengers to schedule trips on a regular basis, allowing passengers to call once to schedule recurring rides. The plan also recommended a re-evaluation of Wasco Dial-A-Ride’s scheduling system to improve efficiency and reliability.

WASCO 2016 TRANSIT DEVELOPMENT
PLAN
The City of Wasco 2016 Transit Development Plan was an assessment of existing public transit service offered within the City of Wasco. The plan found that ridership was slowly declining and driving was increasing. Recommendations to improve and retain ridership for Wasco’s Dial-A-Ride service were focused on administrative, operations, and capital recommendations. These are detailed in the table below.

Figure 41 Recommendations from Wasco 2016 Transit Development Plan Category Recommendation Implementation Update
Administrative
Implement a 24-hour advanced
reservation system
Implemented – all reservations can now
be made 24 hours in advance. Same
day appointments are possible but not
guaranteed.

Develop and implement a marketing
plan to increase ridership and fare
revenue
Implemented – Dial-A-Ride services are
marketed on social media and at
community events, in both English and
Spanish.

Develop a bilingual (English/Spanish)
service brochure to include program
policies and basic fare and service
information.

Not implemented – no brochure is
posted online.

Increase the price of the Adult 13-Ride
Pass to $20.00 to be more consistent
with the discount offered on the
Senior/Disabled 11-Ride Pass.

Not applicable – Adult 13-Ride pass
does not appear to be available
anymore.

Revise fare policy to allow two children
(age 4 and under) to ride free with each
fare-paying adult.

No update – children have a $0.25 fare.

Adopt and enforce formal carry-on bag
policy.

No update – no formal bag policy posted
online.
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Category Recommendation Implementation Update
Operations
Create a dispatcher/driver position to
ensure service coverage.

Implemented – Wasco has an
administrative assistant who does
dispatching. A transit coordinator was
also hired to cover for driver absences.

Implement a 90-day pilot program
offering Saturday service from 8am to
3pm (using one vehicle)
Implemented – Saturday service was
piloted post-COVID but had low
ridership.

Extend weekday service hours to begin
at 7am and end at 5pm. No update – hours unchanged.

Recruit part-time drivers to provide
additional coverage for extended
weekday hours and Saturday service.

No update – hours unchanged but a
part-time driver was hired.

Capital/Operations
Participate in the RTPA’s Active
Transportation Plan and implement
infrastructure to support active
transportation.

No update.

Capital
Install bus stop amenities and provide
local service information at Kern
Transit connection points in Wasco.

No update.

Source: Wasco Transit Development Plan, 2016
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6 OUTREACH OVERVIEW AND

PHASE ONE SUMMARY
The project team engaged in continuous outreach with the community throughout this project to ensure the Wasco TDP reflects the input and priorities of Wasco residents. This chapter summarizes the project team’s work with Kern COG and City of Wasco staff to conduct outreach jointly, gathering input from Kern County residents, employees, students, and visitors for inclusion in the Transit Development Plan.

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

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

PHASE ONE PUBLIC OUTREACH

SUMMARY
Phase One outreach occurred in June and July 2025 and involved all nine agencies in Kern County updating their TDPs. The goals of Phase One outreach were to introduce the TDP and accompanying Coordinated Human Services Transportation Plan planning processes to the 1 of 755
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public and collect feedback to inform draft recommendations for each transit agency. A countywide survey was administered to gather feedback on transportation needs and challenges.

The project team conducted outreach in Wasco on June 25, 2025, while riding the Wasco Dial-A-Ride service and visiting the Wasco Senior Center. A survey was administered at both events. The bilingual (English and Spanish) survey also available online for three weeks. During the outreach activities, bilingual outreach staff (fluent in both English and Spanish) connected with approximately 40 community members, most of whom spoke Spanish. Outreach staff administered a survey on board vehicles and at the senior center. Some individuals took the survey, and their results are included in the summary in the next section. For riders that did not want to take the survey, outreach staff engaged with these riders to obtain feedback on transit concerns and potential improvements. Those comments are noted in the narrative of the survey results section.

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

PHASE ONE WASCO SURVEY RESULTS
A total of 17 individuals responded to the countywide survey and indicated they most frequently rode Wasco Dial-A-Ride. The results from these individuals are summarized in this section and are supplemented with feedback received from riders who did not want to take the survey but still engaged with our outreach staff.

Rider Satisfaction
As shown in Figure 42, most respondents were very happy (59% of respondents, 10 respondents) with Wasco Dial-A-Ride service. The next most frequent responses were “somewhat happy” (18% of respondents, three respondents) and “neither happy nor unhappy” (18% of respondents, three respondents). Net satisfaction, computed by subtracting the percentage of somewhat unhappy and very unhappy respondents from the percentage of very happy and somewhat happy respondents, is 70%, indicating an overall satisfaction with Wasco Dial-A-Ride.
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Figure 42 Are you happy or not happy with the transit service you ride the most? (n = 17)

Source: Kern County Public Transportation Survey, July 2025 59%
18% 18%
0%
6%
0%
20%
40%
60%
80%
100%
Very happy Somewhat happy Neither happy nor
unhappy
Somewhat
unhappy
Very unhappy
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Transit Concerns and Improvements
As shown in Figure 43, 53% of respondents reported having no concerns with Wasco Dial-A- Ride service (eight respondents). Of the respondents who did report their concerns, the most frequent response was “it takes too long to get where I am going” (27% of respondents, four respondents).

There were no write-in comments for other concerns with Wasco Dial-A-Ride.

Outreach staff spoke to about 40 community members in-person, many of whom declined to take the survey. These community members noted the need for earlier or later service, service on weekends, reduced wait times, and service to nearby cities.

Figure 43 What are your biggest concerns with the transit service you ride the most? (Select all that apply) (n = 15)
Source: Kern County Public Transportation Survey, July 2025

53%
27%
7%
7%
7%
0%
0%
0%
0%
0%
0%
0%
0%
0% 10% 20% 30% 40% 50% 60%
I have no concerns
It takes too long to get to where I am going
Transit does not run when I need it to
Transit does not go to where I need it to
I have a disability or health condition that makes
riding transit difficult
It is uncomfortable to ride the bus
It is uncomfortable to wait for the bus
Distance to the bus stop is too far
Buses are not reliable (on time)
I need to travel with a stroller, groceries, bicycle,
or other bulky items
I do not know how to use the transit system in
my community
It is too expensive
Other
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Respondents were asked an optional, open-ended question about what improvements to transportation would help them, as well as if they have any other suggestions or comments.

The question received seven written responses.

Requested improvements from the seven respondents included:
 Weekend service (three respondents)
 Longer service hours, with both earlier and later service (two respondents)  More operators (two respondents)
During the in-person outreach conducted on June 25th, outreach staff were also able to gather feedback from riders that declined to take the survey. These riders noted the need for weekend service, earlier or later weekday service, more buses to reduce wait times, and better connectivity to nearby cities.

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

Age
As shown in Figure 44, out of 13 respondents, 46% were older adults age 65 years and older (six respondents). The next most frequent population was adults age 25 to 64 years old at 38% of respondents (five respondents). Two responses were youth 17 years old or younger (15% of respondents), and no respondents were young adults age 18 to 24 years old. 1 of 755
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Figure 44 What is your age? (Optional) (n = 13)

Source: Kern County Public Transportation Survey, July 2025 15%
0%
38%
46%
0%
10%
20%
30%
40%
50%
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Race and Ethnicity
As shown in Figure 45, out of the 13 respondents, 92% identified as Hispanic, Latino, Latina, or Latine (12 respondents). One respondent identified as Black or African American, representing 8% of 13 respondents. Respondents were encouraged to include all races/ethnicities which they identify with.

Figure 45 Which of the following races/ethnicities do you identify with? (Select all that apply) (Optional) (n = 13)

Source: Kern County Public Transportation Survey, July 2025

0% 0%
8%
92%
0% 0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
American
Indian, Alaska
Native, or
Indigenous
East Asian Black or
African
American
Hispanic,
Latino, Latina,
or Latine
Native
Hawaiian or
Pacific
Islander
South Asian White
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Household Income
Figure 46 shows the eight responses to the question about combined household income.

Out of eight responses, 75% have a combined household income of fewer than $50,000 (6 respondents). One respondent reported a combined household income of $50,000 to $99,999, and one respondent reported a combined household income of $150,000 to $199,000.

Figure 46 What is the approximate combined inco me for your household? (Optional) (n = 8)

Source: Kern County Public Transportation Survey, July 2025 75%
13%
0%
13%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Fewer than
$50,000
$50,000 to
$99,999
$100,000 to
$149,999
$150,000 to
$199,000
$200,000 or
greater
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KEY TAKEAWAYS
Overall, Wasco transit riders are generally satisfied with the service provided but raised concerns about hours and days of service, wait times, and service to nearby cities.

Comments
Weekend Service Needed: Riders want access to transit outside weekday hours.

Expanded Hours: Desire for earlier and later service.

More Buses: Reduce long wait times.

Improved Connectivity: Need for better access to nearby cities.

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

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

Twenty-one different recommendations are presented in the following pages. The recommendations are broken down into four distinct categories:
 Service recommendations would increase existing service levels beyond what is operated today (longer weekday service, new Saturday service) and enhance access to transit by improving connectivity in Wasco and neighboring communities.  Operations recommendations focus on improving how service is delivered, which includes new approaches to dispatching, record keeping, coordinating with Kern Transit and/or Amtrak, and new programs for training drivers, as well as identifying and applying for grants.
 Administrative/policy recommendations identify approaches to improve customer experience, comply with state guidelines, and improve how fares and transfers are handled.
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 Capital recommendations involve capital projects that would upgrade or enhance agency assets, enhance agency resiliency, and improve transit access for riders.

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

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

RESILIENCY: AN OVERARCHING

CONSIDERATION

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

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

From Nelson\Nygaard’s perspective, resiliency can be categorized into one of six buckets:
 Resiliency of fleet
 Resiliency of facilities

3 Per the Kern Area Regional Goods-Movement Operations (KARGO) study, climate hazards specifically identified for Kern County include “increased incidences of extreme heat events, prolonged drought, and associated increases in the risk of wildfires [… and] with longer dry spells combined with increased precipitation from singular storm events, the risk of flooding to the region also increases.” Resiliency [noun]:

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

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

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

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

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

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

Consideration should be given to transit’s role in evacuations, resource sharing (e.g., what happens if the City’s transit facility burns down or the fleet is lost due to a fire), and regional coordination in the event an emergency extends beyond Wasco.

Regular training, drills, and updates help ensure plans remain effective and staff are prepared to respond when an emergency occurs.
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SERVICE RECOMMENDATIONS
There are four service recommendations, meant to increase span of service, improve transit access, and increase connectivity to regional destinations.

Number Recommendation Description Responsibility for
Implementation Cost
S-1 Pilot Extended Weekday Service Extend service hours from 7 a.m. to 6 p.m. Wasco $160,000 Nine months
S-2 Pilot Saturday Service Implement Saturday service from 8 a.m. to 3 p.m. Wasco $30,000
Six months
S-3 Coordinate Senior
Transportation
Work with McFarland, Shafter, and Kern
Transit to identify opportunities for
coordinated senior transportation in the
Wasco, Shafter, and McFarland area
Wasco, Shafter, and
McFarland lead with
Kern Transit support
Further Study Needed
S-4
Improve Kern Transit
Connectivity to Destinations
Outside Wasco
Explore potential alignment changes to
Route 110 to serve regional points of
interest in Wasco, Shafter, and Delano
Kern Transit lead,
Wasco, McFarland,
Shafter, and Delano
support
Further Study Needed

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S-1 Pilot Extended Weekday Service
Currently, Wasco Dial-A-Ride operates from 8 a.m. to 4 p.m. In the Phase One public survey, respondents specifically requested longer weekday service spans.

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

Since staffing will be challenging with only two drivers, some potential implementation options are:
 Staggering driver shift times. The City could implement this recommendation by staggering driver start and end times; with one driver working from 7 a.m. to 3 p.m., and one driver from 10 a.m. to 6 p.m. This would maintain coverage across all hours of the day without increasing driver costs. However, the City will need to monitor trip activity to determine if a single driver can handle trip requests during the beginning and end of service. If this is not feasible, paying overtime or hiring one or more part- time drivers may be necessary.
 A split shift for one of the drivers. Depending on ridership demand, one of the drivers could work two separate shorter shifts in a workday, targeting periods where ridership is highest. This is not ideal from a staff recruitment and retention standpoint, and many drivers do not like this type of work schedule. However, it can be a way to operate the extended weekday service for the duration of the pilot.

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

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

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

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

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

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

S-2 Pilot Saturday Service
Currently, Wasco Dial-A-Ride does not operate on weekends. In the Phase One public survey, riders noted transit does not run when they need it and specifically mentioned weekend service.

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

At other transit agencies nationwide, Nelson\Nygaard has seen weekend ridership rebound faster than weekday ridership in the post-pandemic period. This is largely because weekend travel is driven by social, recreational, and discretionary trips, which have returned more quickly than traditional commute trips. While ridership on Saturday may still not be as high as on weekdays, transit still plays an important role in providing mobility to the community.

The City may wish to evaluate the success of this pilot not based on how many riders it serves but rather by who is using the service and what trips they are taking. If riders without personal vehicles are using the service and/or there are Saturday riders who cannot take trips on weekdays, this may be an indicator that the pilot is successfully improving mobility for the community.

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

Possible implementation methods for securing drivers for the pilot include:
 Staggering driver workdays. If ridership is lower on Mondays compared to other weekdays, the City could consider operating only one vehicle on Mondays and having one driver work Tuesday to Saturday. The other driver would work Monday to Friday.
 Overtime. Drivers could be asked to work a reduced schedule on Saturday as overtime. This would increase costs compared to staggered workdays but maintain full service on weekdays. Overtime pay would likely not be a long-term solution but could be an acceptable solution for the duration of the pilot program.  A temporary part-time driver. The City could hire a temporary part-time driver to provide Saturday service and possibly the extended weekday pilot as well (see Recommendation S-1).

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

S-3 Coordinate Senior Transportation
Older adults in Wasco have indicated that it is difficult to access local events, like the county fair, especially when they occur outside of the Wasco Dial-A-Ride service area. Older adults in Shafter have stated a similar need.

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

Alternatively, this service could be offered through a partnership with a non-profit, or by providing the Wasco and/or Shafter Senior Centers with their own vehicle to provide shared transportation for the region.
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S-4 Improve Kern Transit Connectivity to Destinations
Within and Outside Wasco
Kern Transit Route 110 does not currently serve the local Walmart in Wasco, a major destination for many residents. By deviating Kern Transit Route 110, the Walmart would be more accessible for residents of Wasco and the surrounding communities.

In addition to a potential deviation to serve the Wasco Walmart, two other potential alignment changes were developed by Nelson\Nygaard in consultation with the Cities of McFarland, Shafter, and Wasco as well as Kern Transit. Alignment changes to Kern Transit Route 110, which serves Wasco, could be implemented to improve access to groceries, shopping, and employment in Wasco, as well as the neighboring communities of McFarland, Shafter, and Delano.

The three potential alignment changes that were developed are:
 Deviation in Delano to serve the Walmart (see proposed alignment in Figure 47)  Deviation in Wasco to serve the Walmart and Rosaleda Village, the new housing community for agricultural workers (see proposed alignment in Figure 48)  Deviation in Shafter to serve the Wonderful Industrial Park and Gossamer Grove (see proposed alignment in Figure 49)
4 The City of Wasco (with support from the Cities of Shafter and McFarland) should work with Kern Transit to explore alignment changes for Route 110 and determine which, if any, should be piloted. These diversions may increase operating costs and travel times for Kern Transit, which should be balanced against the increased access they provide. Route 110 is already a long route, with about 90 minutes of travel time in each direction, or about four hours round trip for the driver with breaks included. Any alignment changes would likely increase travel times on this route and may not be possible with existing operator shifts.

If the alignment changes are deemed to not be cost-neutral, Kern Transit may wish to explore some cost-sharing agreement with the Cities of Wasco, Shafter, and McFarland.

Consideration for first/last mile connections to Wonderful Industrial Park will need to be further defined if the deviation were to be implemented.

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

Figure 47 Route 110 Deviation to Serve Delano Walmart

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Figure 48 Route 110 Deviation to Serve Wasco Walmart

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Figure 49 Route 110 Deviation to Serve Wonderful Industrial Park/Gossamer Grove

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

Number Recommendation Description Responsibility for
Implementation Cost
O-1 Improve Coordination with Kern
Transit
Hold regular meetings with Kern
Transit to discuss issues Kern Transit, Wasco Minimal cost to agency O-2 Coordinate with Amtrak on
Boarding Procedures
Modify ticket verification procedure
and/or provide resources to
passengers who must de-board train
Wasco, Amtrak Minimal cost to agency
O-3 Jointly Procure New
Dispatching Software
Study feasibility of jointly procuring
dispatching software with Kern COG
Kern COG lead,
Wasco and other
agencies support
Further Study Needed
O-4 Establish Countywide Driver
Training Program
Establish a standard driver training
program across the county by sharing
materials, centralizing training, or
developing a program at local colleges
Kern COG lead,
Wasco and other
agencies support
Further Study Needed
O-5 Establish Countywide Grant
Resource Program
Establish a grant resource program
with Kern COG to centralize
information and opportunities on grant
funding
Kern COG lead,
Wasco and other
agencies support
Further Study Needed,
but could be minimal cost
O-6 Coordinate Regional
Transportation for the Homeless
Establish a regional plan for
coordinating homeless transportation
services
Wasco and other
agencies Minimal cost to agency
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Number Recommendation Description Responsibility for
Implementation Cost
O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with McFarland and
Shafter
Work with the Cities of McFarland and
Shafter to explore a shared dispatcher
position(s) and/or a shared Transit
Coordinator position(s) for the three
cities
Wasco, McFarland,
Shafter Further Study Needed
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Investigate the possibility of sharing
maintenance resources (staff, training,
or both) for Dial-A-Ride
Kern COG lead, Wasco
and other agencies
support
Further Study Needed
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O-1 Improve Coordination with Kern Transit
Currently, there is limited communication between the City of Wasco and Kern Transit. As an example, the City stated they do not know if they or Kern Transit is responsible for maintaining the Kern Transit bus stops in Wasco. The City has noted the bus stop near Wasco City Hall is dark at night and since they were unsure who was responsible for the maintenance, installed lighting to address the issue.

It is recommended that Kern Transit hold regular check-in meetings with all Kern County transit operators, including the City of Wasco, or have a standing meeting agenda item for Kern Transit updates during the regularly scheduled Kern COG transit operator meetings. Besides the bus stop maintenance issue mentioned previously, the City can discuss operational issues such as upcoming schedule changes, real-time bus tracking, and other issues.

O-2 Coordinate with Amtrak on Boarding Procedures
Amtrak’s current boarding and ticket checking procedure in Bakersfield means that passengers without the proper ticket are frequently kicked off the train in Wasco, resulting in them being stranded with limited transport options to return to Bakersfield.

The City of Wasco should coordinate with Amtrak to resolve this issue. Options include changing ticket verification procedures to check before passengers board the train or providing additional resources or information to passengers removed from the train on the best way to return to Bakersfield. This could be implemented alongside Recommendation O- 6, which looks to coordinate regional mobility for the homeless.

O-3 Jointly Procure New Dispatching Software
The City of Wasco has said their current dispatching software is difficult to use and has high fees. The City of Wasco, along with other Kern County transit operators, have expressed interest in exploring a joint procurement to acquire demand-response transit dispatching software.

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

By pooling resources, agencies can get a better deal, lowering the cost for entry to all transit agencies. In addition, this would allow data to be shared across Kern County, making it easier to coordinate trips between multiple providers (i.e., trips can automatically be tracked on the computer rather than by calling dispatch).
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Software currently in use at other Kern County agencies, like Ecolane and TripSpark, should be evaluated, but the software chosen must be capable of working across multiple agencies.

O-4 Establish Countywide Driver Training Program
Currently, each transit agency in Kern County trains its own drivers. With the tight labor market, agencies are competing for a small pool of Commercial Driver’s License (CDL) certified drivers, many of whom are being recruited by freight or delivery companies, private companies, or larger transit agencies, like Golden Empire Transit. Establishing a unified county-wide training program for agencies can increase the pipeline of qualified applicants, reduce training costs, and ensure applicant quality. Various agencies, including the City of Wasco, expressed interest in establishing a countywide driver training program.

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

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

O-5 Establish Countywide Grant Resource Program
Grant funding opportunities can be difficult to identify and complicated to navigate, especially for small agencies. Various agencies, including the City of Wasco, expressed interest in Kern COG establishing a countywide grant resource program that would allow them to better find and apply for grants.

The City of Wasco should participate in the planning and establishment of this program as part of scheduled Kern COG transit operator meetings. By establishing a grant training program, Kern COG can ease the burden on local agencies and increase the total grant funding that Kern County receives. The COG can provide resources such as lists of relevant grant opportunities, lists of third-party resources on grant identification or application, and providing training to agency staff.

O-6 Coordinate Regional Mobility for the Homeless
There is currently no regional plan to provide mobility for homeless people and other disadvantaged groups. The City of Wasco recently created a position dedicated to coordinating homeless services in the city but has expressed a desire for a more regional approach in solving the problem.

The City of Wasco should coordinate with Kern Transit and other transit agencies during the regular Kern COG transit operator meetings to discuss issues related to mobility for homeless individuals and identify potential solutions. Additional coordination, especially with nearby jurisdictions like McFarland and Shafter, may be required, but the existing Kern COG transit operator meetings provides a good forum to begin discussions. One possible strategy is offering free transit passes for low-income people which are honored by all Kern County transit agencies. A working group could also be established, comprised of social service agencies and non-profits that work with homeless individuals, to further define the mobility challenges faced by this community and to brainstorm potential ideas.

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

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

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

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

Procuring a joint dispatching software (Recommendation O-3) can be seen as an interim or prerequisite step to implementing this recommendation, as getting all Wasco, McFarland, and Shafter Dial-A-Ride trips on the same platform would help streamline shared dispatching communication. Using some form of shared dispatching software would also be a win-win for everyone. Costs would be lower than if each agency were to procure their own software.

It would also provide the Cities of Shafter and McFarland with dispatching software they do not currently have.

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

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

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

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

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

O-8 Explore Opportunities to Share Zero-Emissions
Vehicle Maintenance Expertise
Other transit agencies in Kern County have expressed difficulty in repairing zero-emissions vehicles. Repairs typically require a mechanic to drive long distances and/or have the vehicle towed to the nearest zero-emissions vehicle repair shop for service. This results in high costs to perform the maintenance and long delays getting vehicles back into service. The City of Wasco likely has faced similar challenges or will in the future.

There could be an opportunity for better coordination and sharing of maintenance resources in Kern County to service zero-emissions vehicles. This could reduce costs and the time necessary to repair vehicles. The City should work with Kern COG and other interested transit operators who utilize zero-emission vehicles to investigate the feasibility of sharing zero-emissions vehicle maintenance expertise. This could involve sharing staff, training, or both. This could be discussed at a future Kern COG transit operators meeting to gauge interest and discuss next steps.

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

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cost-sharing agreement could also be negotiated. If no zero-emissions maintenance personnel are available, agencies should discuss and evaluate establishing staff in Kern County by either making strategic hires and/or training existing mechanics to perform zero- emissions work. The training curriculum should be coordinated among Kern County agencies so mechanics can maintain all vehicles in operation.

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

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

Number Recommendation Description Responsibility for
Implementation Cost
A-1 Promote Vanpool/Carpool Use
Raise awareness of vanpool and
carpool matching options with an
educational brochure and encourage
their use by collaborating with major
local employers
Wasco Minimal cost to agency
A-2 Improve Customer
Communication and Website
Add more information to the website on
Dial-A-Ride service, Kern Transit Route
110, and vanpool/carpool options.

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

There are existing vanpool and carpool resources in Kern County. Commute Kern has more information about carpool and vanpool options. Vans are available for rent through CalVans and Enterprise. Commute Kern has a RideAmigos platform for carpool matching.

The City of Wasco should work to raise awareness of vanpool and carpool matching options with an informational brochure encouraging their use. The City of Wasco, Kern Transit, and Kern COG could also collaborate with major employers to spread awareness of these options and encourage employer subsidies to increase use. This recommendation should be paired with Recommendation A-2, which improves customer communications.

A-2 Improve Customer Communication and Website
The City of Wasco’s transit website provides basic information on Dial-A-Ride services and generally contains necessary information but could be improved.

The City of Wasco should refresh the webpage and include information on Kern Transit Route 110, and vanpool/carpool options. This will help riders understand their potential transportation options, beyond just Wasco Dial-A-Ride.

The following information should be updated or included on the website:
 Show a system map indicating where Dial-A-Ride service is provided. The website specifies Dial-A-Ride service is only provided within the city limits in the rider rules. However, this information could be displayed more prominently at the tops of the page. We suggest a map also be included to illustrate where Dial-A-Ride service is provided to reduce customer confusion, as people may not know where the city limits are. The City could use the system map developed as part of this TDP for the website if desired (see map at beginning of Chapter 4).  Current Kern Transit Route 110 route and schedule. Provide a link to the current Route 110 schedule, along with a description of where the bus stops are in Wasco.

5 A vanpool is a group of commuters who share in the cost of using a passenger van for regular trips.

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

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 Carpool and vanpool information. Information developed as part of Recommendation A-1 should be posted on the website.
 Optionally, a bilingual brochure on how to ride Wasco Dial-A-Ride. How-to-ride brochures can be helpful for first-time riders who are looking for information on where service goes, when it operates, how to ride, etc. This can be useful for handing out to prospective riders at community events. It can also be a quick at-a-glance reference that is available on the website.

In addition to website updates, the City of Wasco should develop a communications plan to let riders know of any service disruptions (e.g., no service, reduced service) if one is not already in place. This can include text notifications, posts on social media and the agency website, and changing the voicemail when riders call. The City of Wasco should also investigate the feasibility of notifying riders via the Transit app alerts function, like what Kern Transit does. Advance notice will allow riders to make alternative arrangements.

A-3 Update Farebox Recovery Compliance Policy
There is currently a 10% farebox recovery standard set by the state, which has been suspended since 2020. A working group, the Transportation Transformation Task Force, is currently developing recommended changes to the Transportation Development Act standards, which may include associated farebox recovery standards.

Once these new guidelines are released, the City of Wasco should develop a strategy to meet the requirements and maintain full compliance with state guidance. This will ensure that the City remains eligible for funding opportunities and performs well on their triennial performance audits.

A-4 Investigate Transfer Agreement with Kern Transit
Currently, there is no transfer agreement between Wasco Transit and Kern Transit, meaning that passengers transferring from Wasco Dial-A-Ride to Kern Transit Route 110 (or vice versa) must pay twice, creating a financial burden for riders using two providers and potentially limiting regional travel.

The City of Wasco should work with Kern Transit to investigate the feasibility and cost implications of implementing a transfer agreement with Kern Transit. This would reduce financial barriers for individuals wishing to travel outside of Wasco and potentially increase ridership for both agencies.

Further investigation is necessary to understand the frequency in which transfers happen, the financial implications of such a policy, and how revenue could be shared. We suggest that a rider focus group be convened to help solicit feedback from the community and to have more targeted discussions on how this could work in practice. 1 of 755
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Should this be implemented, an interagency agreement would need to be developed that clearly outlines:
 The allowable fare products for free transfers (i.e., is it just one-way cash fares or would passes be allowed to transfer free too?)
 The amount of the transfer (i.e., is it a completely free transfer or a credit up to the amount paid?)
 How the transfer would be given (i.e., what kind of media would be provided as proof of fare payment) and how transfers would be validated to prevent re-use  How revenue would be shared
Some of these items may involve some financial modeling to understand what the typical ridership and financial activity is in a normal month. The analysis may show that a simple agreement allowing free transfers between agencies is sufficient, with the assumption that transfers to and from each service are approximately equal, and any revenue shared would balance out.

A-5 Create Fare Adjustment Policy
Wasco Dial-A-Ride has not adjusted fares for at least a decade, and inflation has reduced the value of the fare to support transit operations.

The City of Wasco should develop a policy to regularly evaluate and recommend adjustments to fares based on inflation. Establishment of this policy does not mean that the City needs to automatically increase fares or increase them with each review, but a stated policy helps ensure fares are reviewed regularly and that a process is established for determining when fares should be increased as well as how community input is incorporated in any decisions to increase fares. A fare adjustment policy should include:
 A cadence for review (e.g., every two to five years)
 A benchmark in which inflation is measured and how that is translated into the real value of fares
 A target in which fares should be considered for a potential increase (e.g., if fares are generating 10% less real value due to inflation, they should be increased)  How fares should be increased (e.g., should fares be raised to the nearest quarter?)  An outline of the process for proposing a fare change, including how the public will be informed and engaged in the process. This should also document the City Council review/approval process.
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A-6 Create a Zero-Emission Fleet Resiliency Plan
The City of Wasco has implemented its entire Zero-Emission Vehicle Transition Plan. The City has expressed concerns about transitioning to zero-emission vehicles, including concerns about charging equipment not being connected to backup generators during brownouts.

The City has expressed concerns about the transition, particularly regarding zero-emission vehicles’ reliability and the lack of qualified mechanics compared to internal-combustion vehicles, resulting in long periods out of service.

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

For example, the plan can help identify ways to continue to operate service even though the power is down. This can include securing spare hybrid or combustion vehicles in the fleet as a backup, investing in backup generators to charge vehicles, or possibly some other option.

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

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CAPITAL RECOMMENDATIONS
There are three capital recommendations, covering investments in transit facilities and improving transit access.

Number Recommendation Description Responsibility for
Implementation Cost
C-1 Continue to Fill Gaps in
Sidewalk Network
Continue filling in gaps in the sidewalk
network to provide safe access to
transit facilities
Wasco Further Study Needed
C-2 Continue Development of New
Transit Facility
Continue development of new transit
facility to allow for fleet expansion and
vehicle maintenance
Wasco
Estimated at $4.95
million – Costs subject to
change as design
progresses
C-3 Add Bus Stop Amenities
Add amenities, such as benches and
shelters, to existing Kern Transit stops
and high ridership Wasco Dial-A-Ride
locations
Wasco lead, Kern Transit
support Further Study Needed
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C-1 Continue to Fill Gaps in Sidewalk Network
The Wasco sidewalk network has notable gaps near Kern Transit stop locations and common Dial-A-Ride pickup and drop-off points. This affects riders’ ability to safely access transit, especially youth, older adults, and riders with disabilities. Access to transit was also included as a key concern collected from community workshops conducted as part of the Kern Area Regional Goods-Movement Operations (KARGO) Community Prosperity/Protection Study Project Phase III in 2024.

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

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

C-2 Continue Development of New Transit Facility
Currently, the Transit Department is temporarily sharing a Public Works site to store transit vehicles. This facility is inadequate for transit operations, and the City of Wasco needs a new transit facility. The City has identified the southeast corner of Filburn Street and Central Avenue as the location for a new transit operating and maintenance facility. This new transit facility will provide storage space, maintenance space for vehicles, and office space for transit staff. There will also be electric charging infrastructure for zero-emission vehicles and buses as well as a slow fueling CNG station. Planning and design work for the entire complex is ongoing, but the proposed facility is expected to be completed in the next five years.

The City of Wasco should continue the planning and development of the new transit facility and work to secure funding to build it. This new site will have numerous benefits such as allowing the City to expand its fleet size, which will expand the amount of service provided, and better support the maintenance needs of zero-emissions vehicles.

A preliminary concept for the facility is included as Figure 50. 1 of 755
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Figure 50 Transit Facility Concept

Central Ave Complex - Concept
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C-3 Add Bus Stop Amenities
The City of Wasco is currently undertaking an effort to add bus stop shelters throughout the city to make waiting for the Dial-A-Ride service more comfortable. The City also noted they would also like to add amenities to existing bus stops to improve safety (e.g., cameras, lighting) and rider comfort (e.g., shade).

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8 PHASE TWO PUBLIC

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

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

Phase Two outreach involved a hybrid public meeting in Wasco in mid-October and an online survey.

WASCO HYBRID PUBLIC MEETING
The consulting team partnered with City staff to hold a hybrid public meeting on Thursday, October 16, 2025, at 5:30 p.m. The meeting took place at Wasco City Hall and via Zoom, with 12 community members attending in person. The City’s outreach and promotion efforts for this meeting, included posting flyers on buses, verbally notifying riders as they are picked up, and posting on the City’s social media accounts.

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reliability. Community members requested expanded hours, Saturday and Sunday service, and additional drivers to reduce wait times. Other suggestions included allowing Wasco Dial- A-Ride vehicles to enter facility parking lots, maintaining bus shelters, and keeping fares affordable. Overall, residents expressed strong satisfaction with current services and support for continued investment in expanded, convenient transit options.

PHASE TWO SURVEY
A virtual survey was administered as part of Phase Two outreach and was open for almost four weeks, from October 15, 2025 to November 7, 2025. The survey was advertised using the same means as the public meeting: flyers on buses, verbally notifying riders as they are picked up, and posting on the City’s social media accounts. The survey was also advertised during the virtual public meeting held on October 16, 2025. Like the public meeting, the intent of the survey was to receive feedback on the recommendations and how the recommendations could be implemented in phases. The survey also asked about demographic and socioeconomic data, including transit usage and vehicle ownership, age, ethnicity, and income. Altogether, 14 people took the survey.

Survey Results
Transit Ridership
At the beginning of the survey, respondents were asked to select which transit agencies they normally ride. Most respondents (11 respondents) ride Wasco Dial-A-Ride. Two respondents reported riding Kern Transit, while three respondents do not ride either of the transit options (Figure 51).
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Figure 51 Do you normally ride the following? (N = 14)

Source: Wasco Transit Improvements Survey, October – November 2025

79%
14%
21%
Wasco Dial-A-Ride Kern Transit None of the above
0%
20%
40%
60%
80%
100%
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Opinions on Improvements
The survey provided a short description of four proposed improvements, which are introduced here and described further in the recommendations chapter (Chapter 7).

Respondents were asked if the improvement would benefit them, their family, or their neighbors. The answer choices were: (1) yes, (2) no, or (3) not sure.

Overall, respondents reported that all the improvements would benefit them, their families, or their neighbors. Figure 52 summarizes the results for the four questions. Further analysis and detail on each of the four improvements is included on subsequent pages.

Figure 52 Summary of Responses to Questions on Benefits of Improvements Improvement Number of “Yes”
Responses
Number of “No”
Responses
Number of “Not Sure”
Responses
Improvement #1:

Earlier and Later
Weekday Service
7 (64%) 2 (18%) 2 (18%)
Improvement #2: New
Saturday Service 9 (92%) 1 (11%) 1 (11%)
Improvement #3: Kern
Transit Route 110 to
Wasco Walmart
9 (82%) 0 (0%) 2 (18%)
Improvement #4: Kern
Transit Route 110 to
Wonderful Industrial
Park
4 (36%) 2 (18%) 5 (45%)
Source: Wasco Transit Improvements Survey, October – November 2025

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Improvement #1: Earlier and Later Weekday Service
Currently, Wasco Dial-A-Ride operates on weekdays from 8 a.m. to 4 p.m. with an hour lunch break from 12 p.m. to 1 p.m. Improvement #1 proposes extending weekday service to start earlier and end later. Service would operate from 7 a.m. to 6 p.m. with a lunch break.

Overall, respondents supported Improvement #1: Earlier and Later Weekday Service. Most respondents (7 respondents) reported that Improvement #1 would benefit them, their family, or their neighbors. The same number of respondents (2 respondents for each answer) reported that the improvement would not benefit them, or that they were unsure if it would benefit them (Figure 53).

Figure 53 Would Improvement #1 benefit you, your family, or your neighbors? (N = 11)

Source: Wasco Transit Improvements Survey, October – November 2025

64%
18% 18%
Yes No Not sure
0%
20%
40%
60%
80%
100%
Improvement #1: Earlier and Later Weekday Service
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Improvement #2: New Saturday Service
Wasco Dial-A-Ride does not currently operate on weekends. This improvement would introduce new Saturday service.

Most respondents also supported Improvement #2: New Saturday Service. 82% of respondents (9 respondents) said Improvement #2 would benefit them, their family, or their neighbors. One respondent said the Improvement would not benefit them, and another respondent said they were not sure (Figure 54).

Figure 54 Would Improvement #2 benefit you, your family, or your neighbors? (N = 11)

Source: Wasco Transit Improvements Survey, October – November 2025

82%
9% 9%
Yes No Not sure
0%
20%
40%
60%
80%
100%
Improvement #2: New Saturday Service
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Improvement #3: Kern Transit Route 110 to Wasco Walmart This improvement would shift the alignment of Kern Transit Route 110 in Wasco to serve the Wasco Walmart. 82% of respondents (9 respondents) reported that Improvement #3 would benefit them, their family, or their neighbors. No respondents said the improvement would not benefit them, and two respondents said they were unsure, representing 18% of respondents (Figure 55).

Figure 55 Would Improvement #3 benefit you, your family, or your neighbors? (N = 11)

Source: Wasco Transit Improvements Survey, October – November 2025

82%
0%
18%
Yes No Not sure
0%
20%
40%
60%
80%
100%
Improvement #3: Kern Transit Route 110 to
Wasco Walmart
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Improvement #4: Kern Transit Route 110 to Wonderful Industrial Park Improvement #4 would shift the alignment of Kern Transit Route 110 to serve Wonderful Industrial Park in Shafter. Most respondents (5 respondents) were not sure if Improvement #4 would benefit them, while almost the same number of respondents (4 respondents) said the improvement would benefit them (Figure 56). Two respondents said they would not benefit from this alignment change.

Figure 56 Would Improvement #4 benefit you, your family, or your neighbors? (N = 11)

Source: Wasco Transit Improvements Survey, October – November 2025

36%
18%
45%
Yes No Not sure
0%
20%
40%
60%
80%
100%
Improvement #4: Kern Transit Route 110 to
Wonderful Industrial Park
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Prioritization of Improvements
Respondents were asked to rank the improvements in the order in which they think they should be implemented, with 1st being highest priority. Responses to this question helped the consulting team prioritize the implementation of the proposed improvements.

Error! Reference source not found. shows the results of the prioritization exercise. A weighted average was computed to understand which improvement ranked 1st, 2nd, 3rd, and 4th. The weighted average was computed by multiplying the number of responses by the response ranking, summing these products, and then dividing by the total responses for each improvement. For example, for Improvement #1, the weighted average was computed by:

1. Multiplying the 3 responses for 1
st choice by 1 (3 x 1 = 3)

2. Multiplying the 1 response for 3rd choice by 3 (1 x 3 = 3)

3. Multiplying the 2 responses for 4th choice by 4 (2 x 4 = 8)

4. Summing the above values and dividing them by the total responses (14 / 6) to get the weighted average of 2.33
A lower weighted average indicates an improvement should receive higher priority. Looking solely at the weighted averages, Improvement #2: New Saturday Service received the highest priority across the four proposed improvements. This was followed by Improvement #3: Kern Transit Route 110 to Wasco Walmart, and Improvement #1: Earlier and Later Weekday Service.

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Figure 57 Survey Respondents' Ranking of Improvements (N = 7) Improvement
Number
of 1st
Choice
Answers
Number
of 2nd
Choice
Answers
Number
of 3rd
Choice
Answers
Number
of 4th
Choice
Answers
Total
Responses
Weighted
Average
Improvement
#2: New
Saturday
Service
1 (14%) 4 (57%) 2 (29%) 0 (0%) 7 2.14
Improvement
#3: Kern
Transit Route
110 to Wasco
Walmart
3 (43%) 1 (14%) 1 (14%) 2 (29%) 7 2.29
Improvement
#1: Earlier and
Later
Weekday
Service
3 (50%) 0 (0%) 1 (17%) 2 (33%) 6 2.33
Improvement
#4: Kern
Transit Route
110 to
Wonderful
Industrial Park
1 (14%) 1 (14%) 2 (29%) 3 (43%) 7 3.00
Source: Wasco Transit Improvements Survey, October – November 2025

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Information on Transportation Options
A question was asked about how respondents would prefer to receive information about their transportation options. Almost 64% of respondents (7 respondents) said they would like to look up information online and navigate to it on their own. The second most popular answer was calling a professional coordinator or broker who handles the issue (3 respondents). One respondent said they would like to have a friend or caretaker handle the issue. No respondents reported wanting to text message or online chat with a professional coordinator or broker who handles the issue (Figure 58).

Figure 58 How would you like to find information about your transportation options? (N = 11)

Source: Wasco Transit Improvements Survey, October – November 2025

64%
9%
27%
0% 0%
Look up information
online and navigate it
myself
Have a friend or
caretaker handle the
issue
Phone call with a
professional
coordinator/broker
who handles the
issue
Text messaging with
a professional
coordinator/broker
who handles the
issue
Online chat with a
professional
coordinator/broker
who handles the
issue
0%
20%
40%
60%
80%
100%
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Write-In Responses
Respondents were given the opportunity to provide additional feedback to Wasco Dial-A- Ride in an open-ended question at the end of the survey that asked, “Do you have suggestions on improvements we have not discussed that you would like to see?” Two respondents provided further feedback, the first of which is reflected in the proposed Improvement #2:
 “Services on Saturday”
 “Accepting different types of payments. Having more drivers available. Student discounts.”

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

Age
As shown in Figure 59, out of 10 responses, 60% were adults ages 25 to 64 years old (6 respondents). Two respondents were young adults ages 18 to 24 years old, and another two respondents were 65 years old or older.

Figure 59 What is your age? (Optional) (N = 10)

Source: Wasco Transit Improvements Survey, October – November 2025

0%
20%
60%
20%
17 years old or younger 18 to 24 years old 25 to 64 years old 65 years old or older 0%
20%
40%
60%
80%
100%
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Race and Ethnicity
Figure 60 shows the results to the question about racial and ethnic identity. Most participants (90%) identified as Hispanic, Latino, Latina, or Latine. Another 30% of respondents (3 respondents) identified as White. The total percentage of responses to the question about race and ethnicity adds up to above 100% because respondents were asked to select all that apply.

Figure 60 Which of the following races/ethnicities do you identify with? (Select all that apply) (Optional) (N = 10)

Source: Wasco Transit Improvements Survey, October – November 2025

Annual Household Income
Figure 61 shows the annual household income of the respondents. Out of ten responses, 70% of respondents (7 respondents) reported an annual household income of less than $50,000. The next most common response was an annual household income of $100,000 to $149,000 (2 respondents). One respondent reported an annual household income of $50,000 to $99,0000. Overall, all respondents had an annual household income below $150,000. 0% 0% 0%
90%
0% 0%
30%
0%
American
Indian,
Alaska
Native, or
Indigenous
East Asian Black or
African
American
Hispanic,
Latino,
Latina, or
Latine
Native
Hawaiian or
Pacific
Islander
South Asian White Other
identity
(please
describe)
0%
20%
40%
60%
80%
100%
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Figure 61 What is the approximate combined inco me for your household? (Optional) (N = 10)

Source: Wasco Transit Improvements Survey, October – November 2025

70%
10%
20%
0% 0%
Fewer than
$50,000
$50,000 to $99,999 $100,000 to
$149,999
$150,000 to
$199,000
$200,000 or
greater
0%
20%
40%
60%
80%
100%
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Vehicle Ownership
Respondents were asked how many vehicles their household has, and the results are shown in Figure 62. Half of the respondents (5 respondents) have zero vehicles in their household, while 30% of respondents (3 respondents) have 2 or more vehicles in their household. Two respondents, making up the final 20% of respondents, have one vehicle in their household.

Figure 62 How many vehicles are in your household? (Optional) (N = 10)

Source: Wasco Transit Improvements Survey, October – November 2025

Riders with Disabilities
Respondents were asked if they have a disability that requires a mobility device or other assistance (such as a cane, walker, wheelchair, scooter, or service animal), and the results are shown in Figure 63. Most respondents (80%) did not indicate having a disability, while 20% or respondents (2 respondents) said they do have a disability requiring a mobility device or other assistance. While respondents who responded “yes” to this question were asked to please specify their needs, both respondents did not provide an answer. 50%
20%
30%
01 2 o r m o r e
0%
20%
40%
60%
80%
100%
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Figure 63 Do you have a disability that requires a mobility device or other assistance? (Optional) (N = 10)

Source: Wasco Transit Improvements Survey, October – November 2025

20%
80%
Yes (please specify) No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
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Veterans
The last demographic question asked respondents if they are a veteran of the armed forces, with the responses shown in Figure 64. Almost all respondents (9 respondents) said they are not a veteran, while one respondent indicated that they are a veteran.

Figure 64 Are you a veteran of the armed forces? (Optional) (N = 10) Source: Wasco Transit Improvements Survey, October – November 2025

Yes No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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9 IMPROVEMENT PHASING
This chapter outlines how Nelson\Nygaard believes the 21 recommendations detailed in Chapter 7 should be implemented by the City of Wasco. The TDP is a five-year plan, and the improvement phasing matrix that follows is set up to organize which recommendations should be implemented during which year of the plan.

The recommendations are intentionally staggered throughout the life of the plan to not overwhelm the City in the first few years. Simpler and lower-cost recommendations can be implemented sooner, including items such as improving customer communications by updating the website or creating educational brochures for the vanpool/carpool program.

Interdependent recommendations are indicated in the matrix.

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

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IMPACT OF PHASE 2 OUTREACH

FEEDBACK ON IMPLEMENTATION
The Phase Two public survey asked riders which recommendations should be prioritized given the limited financial resources that the City of Wasco may have (see results in Figure 57 on page 107). The two improvements identified specifically for Wasco Dial-A-Ride (Improvements 1 and 2) ranked as follows:

As such, we recommend expanded weekday service be piloted first, and new Saturday service be piloted again at the end of the five-year plan to see if conditions have changed since the original pilot.

Dispatching may be challenging should these improvements become permanent after the pilot. Shared dispatching (Recommendation O-7) may be a more sustainable and easier dispatching solution in the long-term.
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IMPLEMENTATION PHASING TABLE
Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) S-1 Pilot Extended Weekday Service Wasco
 Establish evaluation metrics to
evaluate pilot
 Advertise and conduct 9-month
pilot
 Evaluate pilot at the 6-month
mark and collect customer
feedback
 Make decision to discontinue or
make pilot permanent before
end of 9-month pilot
If pilot successful, secure funding
to make permanent
S-2 Pilot Saturday Service Wasco
 Establish evaluation metrics to
evaluate pilot
 Advertise and conduct 6-month
pilot
 Evaluate pilot and collect
customer feedback
 Make decision to discontinue or
make pilot permanent
If pilot successful, secure funding
to make permanent
S-3 Coordinate Senior
Transportation
Wasco, Shafter, and
McFarland with Kern
Transit support

Begin discussions with other
interested transit operators in Kern
County
 Develop structure for
procurement and cost sharing
agreements
 Begin procurement process
 Select vendor and onboard all
participating agencies
 Conduct necessary training
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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) O-4 Establish Countywide Driver
Training Program
Kern COG lead,
Wasco and other
agencies support

 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and build out structure of
program
 Connect with potential industry
and education partners
Continue development of program Finalize and roll out program O-5 Establish Countywide Grant
Resource Program
Kern COG lead,
Wasco and other
agencies support

 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and build out structure of
program
Finalize and roll out program
O-6 Coordinate Regional
Transportation for the Homeless
Wasco and other
agencies
 Begin discussions with other
interested transit operators in
Kern County
 Develop potential strategies
Begin implementation of preferred
strategy
O-7
Investigate a Shared Dispatcher
and/or Transit Coordinator
Position with McFarland and
Shafter
Wasco, McFarland,
Shafter
 Begin discussions with the
Cities of McFarland and
Shafter
 Talk through the details and
potential issues to examine
and study further
 Jointly procuring dispatching
software (Recommendation O-
3) could be completed
concurrently if desired
 Complete evaluations and
discussions and make a
determination on whether to
implement the recommendation
or not
 If implemented: Develop
applicable cost sharing
agreements and procedures
 Launch shared dispatching
program
O-8
Explore Opportunities to Share
Zero-Emissions Vehicle
Maintenance Expertise
Kern COG lead, Wasco
and other agencies
support
 Begin discussions with other
interested transit operators in
Kern County
 Identify volunteers to be part of
a task force to formally evaluate
and determine feasibility
 Begin evaluation and feasibility
assessment
 Continue evaluation and
feasibility assessment
 Begin building out structure of
program
 Review plans with agency
partners

Begin implementation Continue implementation

Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) A-1 Promote Vanpool/Carpool Use Wasco Develop brochure showing transit options available in Wasco
Begin discussions with major
employers to raise awareness of
vanpool/carpool options

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Number Recommendation Responsibility Year One (FY 2027) Year Two (FY 2028) Year Three (FY 2029) Year Four (FY 2030) Year Five (FY 2031) A-2 Improve Customer
Communication and Website Wasco
 Update Wasco Transit website
 Develop a communication plan
to let riders know about service
disruptions

A-5 Create Fare Adjustment Policy Wasco
 Develop and finalize fare
adjustment policy
 Solicit public feedback if needed

A-6 Create a Zero-Emissions Fleet
Resiliency Plan Wasco Create zero-emissions fleet
resiliency plan Implement findings

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

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

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

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

FINANCIAL MODEL AND ASSUMPTIONS
The model relies on a series of assumptions that allow current revenues and costs to be forecast in the future. Changing one or more of the assumptions can dramatically impact the future financial forecast. Assumptions built into the model include:
 Vehicle replacement costs and timeframes, including agency-provided data and Federal Transit Administration (FTA) useful life schedules  Scheduled capital projects
 Cost for providing an hour of revenue service
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 Number of service hours budgeted per year
 Inflation rates for administrative labor, fuel, maintenance contracting, and other necessary costs
 Population and employment growth (used as an indicator for the potential growth of revenues)
 Necessary administrative and overhead costs
Projections are in nominal dollars, and future years are adjusted based on past performance or reliable projections, when available. Some important notes about projections and assumptions include:
 Inflation forecasts are based on Federal Reserve 10-year projections.  Revenues from sales and use taxes and formula grant funding are projected based on a composite of inflation, population growth, and employment growth for Kern County.
 Labor, fuel, and other expenditures that increase or decrease along with service provided are calculated at a per-service-hour rate, then adjusted upward for inflation.

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

LIMITATIONS
The financial model’s output and summaries are only as accurate as the data and assumption inputs into the model. The model and associated outputs are Nelson\Nygaard’s best attempt at capturing the City’s revenues and expenses. Model reliability to predict cashflow into the future with a reasonable degree of certainty assumes a stable regional economy. 1 of 755
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The model is sensitive to operations revenue inputs. A significant portion of funds come from state Local Transportation Fund (LTF) funding; however, in some circumstances, jurisdictions are allowed to flex these funds to other transportation uses, including road construction and maintenance. It is sometimes unclear how much LTF funding is being used for transit, and small changes in allocation can substantially change the projection.

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

State Funding Sources
 Local Transportation Fund (LTF)
− A ¼ cent sales tax that is administered at the state level and then allocated to the jurisdiction where the funds are generated, through Kern COG. While this funding is intended for transit use, jurisdictions are allowed to flex it for road construction and maintenance, provided certain criteria are met.
 State Transit Assistance Fund (STA)
− This funding is generated by a statewide tax on diesel fuel and allocated in a similar manner to LTF funding.
 Low Carbon Transit Operations Program (LCTOP)
− This funding is generated by California’s Cap and Trade program and allocated to transit providers for use as operating or capital funds.  Zero-Emission Transit Capital Program (ZETCP)
− State grant formula funding administered by Kern COG and eligible for use purchasing zero-emission vehicles or refueling infrastructure.  Transit and Intercity Rail Capital Program (TIRCP)
− TIRCP is a formula grant administered by Kern COG that can be used for a variety of capital purposes, including electrification and capital projects that improve service or safety.
 State of Good Repair (SGR)
− State of Good Repair funding can be used to replace or repair transit capital assets, including vehicles and facilities.
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Federal and Local Funding Sources
 5311 Grants
− 5311 grants are provided by the FTA to support rural transit operations and are based on a formula, which includes service area population, ridership, and other factors. The money can be used for operations or capital.  Fares and Local Revenue
Figure 65 displays the projected revenues for Wasco Dial-A-Ride for the next five years.

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

Figure 65 Revenue Sources for Wasco Dial-A-Ride, FY27–31 Revenue
Source FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Operating Revenue
Farebox and
Local Revenue $17,681.41 $17,681.41 $17,681.41 $17,681.41 $17,681.41

TDA (LTF
Sched. A and

B, STA)
$655,987.50 $688,786.88 $723,226.22 $759,387.53 $797,356.91 LCTOP $71,851.81 $75,444.40 $79,216.62 $83,177.45 $87,336.32 FTA 5311 $184,805.46 $194,045.73 $203,748.02 $213,935.42 $224,632.19 Projected Capital Revenue
SGR $65,219.32 $66,849.80 $68,521.04 $70,234.07 $71,989.92 ZETCP $83,215 $166,430
Other Grants to
be secured to
fund new transit
facility
$116,545 $809,304
Total Revenue $1,078,761 $1,325,783 $1,901,697 $1,144,416 $1,198,997 Sources: Nelson\Nygaard Projection
The City of Wasco is seeing steady growth in most funding sources, with the exception of fare revenue which remains constant and low.

In the past several years, the City has allocated 0% to 31% of TDA funding to transit (Figure 66). Projections assume a continued allocation of 31%. The City also receives a steady stream 1 of 755
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of SGR funding, which can be used for major repairs or replacement of transit vehicles and facilities, and ZETCP grant funds for use on zero-emission transition projects.

With an allocation of 31% of TDA funding to transit, Wasco can fully fund Dial-A-Ride service, along with all of Nelson\Nygaard’s recommendations.

Figure 66 City of Wasco LTF and STA Funding Received, FY22–25 Revenue Source FY 2022 FY 2023 FY 2024 FY 2025
Total LTF and STA Funding $1,359,693.99 $1,623,029.63 $1,868,379.73 $1,905,139.62 Percent Used on Transit 0% 21% 26% 31%
Source: Kern Council of Governments, 2025

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

Figure 67 Expenses for Wasco Dial-A-Ride, FY27–31
Cost FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Operating Costs
Operating
Expenses
(Labor, Fuel,
and
Maintenance)
$607,839 $697,160 $601,839 $616,885 $632,307
Total Costs $607,839 $697,160 $601,839 $616,885 $632,307 Sources: Nelson\Nygaard Projections
Operating Expenses
Operating costs can be broken down into variable costs, which increase or decrease along with service, and fixed costs, which are relatively steady. Variable costs include driver labor, fuel, maintenance, tires, and possibly contracted services. Fixed costs include administrative labor, utilities, or facilities costs, which do not change with small changes in service. The costs included in Figure 68 shows the anticipated costs to continue operating transit service in the future at existing service levels.
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Capital Expenses
The City of Wasco’s only planned capital expense is for a new transit facility. This facility is estimated to cost approximately $4.95 million. Costs have been allocated over a four year period, spanning FY 2027 to FY 2030. Costs may change as the facility continues to be designed and construction bids are solicited. The City will likely need to secure additional funding through grants or other means to fully implement the project. The financial plan estimates a minimum of $926,000 in additional funding will need to be secured.

RECOMMENDATIONS AND

IMPROVEMENT COSTS
Wasco Dial-A-Ride has an extremely strong financial position. Assuming the FY 2025 TDA allocation of 31% is continued, Wasco Dial-A-Ride would have very large surpluses (projected revenues are expected to be higher than baseline operating expenses) over the next five fiscal years. These surpluses should be enough to implement all recommended pilot programs and to make them permanent if desired, assuming TDA allocation to transit continues at relatively constant levels.

Figure 68 displays the current net position and the reserve between FY 2027 and the end of the plan in FY 2031. The reserve is calculated from the first year of the financial model (FY 2022) and does not reflect any previous savings the City may have. It also provides the estimated costs of implementing each recommendation and the net position if all recommendations are implemented. To provide a conservative estimate, a high-end cost estimate is given. These costs are planning-level estimates given in 2025 dollars.

The City’s net position is positive in all years using worst-case scenario cost estimates. The City could also explore creative implementation of the recommendations, such as staggered workdays or shift times, and collaborating with the Cities of McFarland and Shafter, and Kern Transit to reduce the cost of recommendations.

The City’s new transit facility is the biggest planned expense for the City in this plan. The facility is expected to cost approximately $4.95 million. It is likely that a substantial portion of the cost can be covered by grant funding, from sources such as ZETCP or SGR, in addition to utilizing some reserve funds. However, additional funding will likely need to be secured. The financial plan estimates a minimum of $926,000 in additional funding will need to be secured. Costs are subject to change as the design is finalized and construction bids are secured.

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Figure 68 City of Wasco’s Financial Position, Baseline and with Recommendations, FY27–31 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Projected Baseline Net Position and Reserve
Net Position $505,921 $622,078 $490,554 $527,531 $566,690 Net Reserve $3,073,709 $3,695,788 $4,186,342 $4,713,873 $5,280,562 Estimated Recommendation Costs
S-1 Extend
Weekday
Service
$(160,000)
S-2 Pilot
Saturday
Service
$(30,000)
A-6 Create a
Zero-Emission
Fleet Resiliency
Plan
$(50,000)
C-2 Continue
Development of
New Transit
Facility
($270,000 ($3,282,332) ($1,299,858) ($99,858)
Sum of Costs ($320,000) ($3,442,332) ($1,299,858) ($129,858) $- Projected
Position
$185,921 $(2,703,709) $0 $397,673 $566,690
Net Reserve $2,753,709 $50,000 $50,000 $447,673 $1,014,363

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KEY TAKEAWAYS
 Nelson\Nygaard’s financial model shows that the City of Wasco should be able to operate Dial-A-Ride service at existing service levels over the next five years, based on projected growth in operating funds and expenditures. Existing revenues are also sufficient to add service.
 Over the last four years the City has spent between 0% and 31% of Local Transportation Fund (LTF) and State Transit Assistance Fund (TDA) money on transit operations. This level of LTF/TDA allocation is likely sufficient to implement all recommended service improvements.
 The City of Wasco’s only upcoming capital project is a new transit facility, which is expected to cost approximately $4.95 million. It is likely that a substantial portion of the cost can be covered by grant funding, from sources such as ZETCP or SGR, in addition to utilizing some reserve funds. However, additional funding will likely need to be secured. The financial plan estimates a minimum of $926,000 in additional funding will need to be secured. Costs are subject to change as the design is finalized and construction bids are secured.
 Creative implementation of the recommendations by the City, such as collaborating with the Cities of Shafter and McFarland, and Kern Transit, may reduce costs. However, the City of Wasco can implement all recommendations even with the highest projected costs.
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APPENDIX A:

COUNTYWIDE

DEMOGRAPHIC MAPS
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Figure 1 Kern County Population Density

Source: ACS 2023 5-Year Estimates
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Figure 2 Percentage of People of Color in Kern County

Source: ACS 2023 5-Year Estimates
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Figure 3 Percentage of Veterans in Kern County

Source: ACS 2023 5-Year Estimate
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Figure 4 Percentage of People with Disabilities in Kern County

Source: ACS 2023 5-Year Estimates
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Figure 5 Percentage of Older Adults (65 Years and Older) in Kern County

Source: ACS 2023 5-Year Estimates
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Figure 6 Percentage of Young Adults (18-24 Years Old) in Kern County

Source: ACS 2023 5-Year Estimates
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Figure 7 Percentage of People in Poverty in Kern County

Source: ACS 2023 5-Year Estimates
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Figure 8 Percentage of Population with Limited English Proficiency in Kern County

Source: ACS 2023 5-Year Estimates
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Figure 9 Percentage of Households with Zero Vehicles in Kern County

Source: ACS 2023 5-Year Estimate
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Figure 10 Employment Density in Kern County

Source: LEHD 2022
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Figure 11 Employment Density of Low-Wage Jobs in Kern County

Source: LEHD 2022

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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Luis Villa, Public Works Director

DATE: February 17, 2026

SUBJECT: Adopt a Resolution a uthorizing the City Manager or designee to finalize, endorse and enter into an agreement with an Advanced Metering Infrastructure (AMI) Solution provider to conduct a feasibility study of the City’s current water meter -reading process, potential alternatives, and financing options, in an amount not to exceed $50,000.00.

Recommendation:
1) Adopt a Resolution authorizing the City Manager or designee to finalize, endorse and enter into an agreement with an Advanced Metering Infrastructure (AMI) Solution provider to conduct a feasibility study of the City’s current water meter - reading process, potential alternatives, and financing options, in an amount not to exceed $50,000.00; and
2) Find that this action is not a project as defined under the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c) (3), no environmental review is required.

Environmental Review:

Staff has reviewed the proposed activity for compliance with the California Environmental Quality Act(CEQA) and has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA guidelines because the proposed activity consists of a governmental fiscal/administrative activity which does not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is required.

Background:

In 2020, as part of the state revolving fund grant application, city staff sought funding for various water infrastructure projects. The initial SRF Project Scope included replacing 4 wells, expanding treatment to Well No. 12, 2 water storage tanks, and an advanced metering infrastructure (AMI) project to address the city's current water meter -reading constraints by enabling remote reading of all the city's meters.

STAFF REPORT
City of Wasco

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With the final execution of the SRF grant and a change in funding sources, the AMI project and the 2 water storage tanks were removed from the project scope, entailing city staff to seek alternatives for these critical projects. The council previously approved the expansion to Well No. 13, which includes a 1.5 M- gallon water storage tank that addresses the city's current lack of reserve water supply, increases pumping capacity, and provides pressure stability, among other operational benefits to the community. This addressed one of the projects that was removed from the grant.

Discussion:

The Advanced Metering Infrastructure Project (AMI), originally part of the SRF scope, was intended to replace all of the city’s current water meters (many of which are at or near their useful life) with smart meters that would enable remote reading by the customer/city, support leak detection, provide real -time data to users, and significantly reduce the city's non-revenue water (water loss).

Since the project was shelved, staff have explored alternatives to our current meter - reading process by contacting multiple AMI Turn -Key Solution Providers to find a permanent, sustainable solution. Due to the complexity of AMI integration the city would entail, including installation of over 5,400 meters, data receivers, programming, and billing integration. The first step is for a solution provider to perform an in-depth analysis to assess feasibility, explore financing options, and define the project’s scope. The feasibility phase of the project takes extensive time on the consultant's end. The projected cost of the feasibility study would not exceed $50,000.00. This cost would be due if, at the end of the study, the city decides not to proceed with the project. If the project moves forward, the cost of the feasibility study would be absorbed into the full project cost. While the evaluation of consultants is ongoing, staff is requesting advance authorization for the city manager or designee to select a consultant to conduct the study.

Fiscal Impact:

The $50,000.00 would be paid from Water Enterprise reserves, requiring an appropriation and budget transfer to the Water Enterprise professional services GL Code.

Attachments:

1. Resolution

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RESOLUTION NO. 2026 -

A RESOLUTION OF THE CITY COUNCIL OF WASCO AUTHORIZING THE CITY MANAGER OR

DESIGNEE TO FINALIZE, ENDORSE AND ENTER INTO AN AGREEMENT WITH AN ADVANCED

METERING INFRASTRUCTURE (AMI) SOLUTION PROVIDER TO CONDUCT A FEASIBILITY STUDY OF THE CITY’S CURRENT WATER METER-READING PROCESS, POTENTIAL ALTERNATIVES, AND FINANCING OPTIONS, IN AN AMOUNT NOT TO EXCEED $50,000.00.

WHEREAS, the AMI Project was removed from the State Revolving Fund Grant but is still needed by the City; and

WHEREAS, Staff has engaged a number of AMI solution providers to explore various implementation options; and

WHEREAS, the City wishes to contract with a potential AMI Solution Provider to complete a detailed assessment of the project's feasibility; and

WHEREAS, the potential agreement with an AMI solution provider shall be governed by and construed in accordance with the laws of the State of California and in a form acceptable to the City Manager and City Attorney.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Wasco, as follows:

SECTION 1: Authorizes the City Manager or designee to evaluate and choose a qualified vendor for the AMI project feasibility study.

SECTION 1: Authorizes the City Manager or designee to finalize, endorse, and enter into an agreement with a solution provider, not to exceed $50,000.00.

SECTION 3: Authorizes the necessary budget appropriations to complete the feasibility phase of the project.

----------o0o----------

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I HEREBY CERTIFY that the foregoing Resolution No. 202 6- was passed and adopted by the Council of the City of Wasco at a regular meeting thereof held on February 17, 2026, by the following vote:

COUNCIL MEMBERS: MEDINA, MARTINEZ, REYNA, SALDAÑA, RAYA AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________
EDDIE SALDAÑA,
MAYOR
of the City of Wasco
Attest: ___________________

_____________________________
MARIA O. MARTINEZ
CITY CLERK and Ex Officio Clerk of
The Council of the City of Wasco

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Wasco City CouncilFebruary 17, 2026

Wasco City Council
February 17, 2026