On the agenda: Ridgecrest meeting — Data Center (Jul 15)

Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

AGENDA
July 15, 2026
Regular Session 6:00 p.m.

CITY COUNCIL
Travis Endicott, Mayor
Kyle Blades, Mayor Pro-Tem
Solomon P. Rajaratnam, Vice Mayor

L. Scott Hayman, Council Member
John ‘Skip’ Gorman, Council Member
100
Travis Reed, City Manager
Martin Koczanowicz, City Attorney
Keith Lemieux, City Attorney

City Hall, Council Chambers
100 West California Avenue
Ridgecrest CA 93555

Ricca Charlon, CMC
City Clerk
[email protected]
(760) 499-5002

In compliance with the Americans with Disabilities Act, if you are a disabled person and you need a
disability-related modification or accommodation to participate in the meeting, please contact Ricca
Charlon at (760) 499-5002. Requests must be made as early as possible and at least one full
business day before the start of the meeting.
Watch meetings on-line:
All of our meetings are streamed live at https://ridgecrest-ca.gov/369/Watch or on YouTube
at https://www.youtube.com/cityofridgecrest/live and are also available for playback after the
meeting.
Call in for public comments:
To participate with verbal comments, please call (760) 499-5010. This phone line will allow only one
caller at a time, so if the line is busy, please continue to dial. We will be allowing a 20-30 second
delay between callers to give time for media delays and callers to dial in. If you wish to comment on
multiple items you will need to call in as each item is presented.

Agendas are available on the City Website
https://www.ridgecrest-ca.gov/council-agendas

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RIDGECREST CITY COUNCIL
SUCCESSOR REDEVELOPMENT AGENCY
FINANCING AUTHORITY
HOUSING AUTHORITY

AGENDA
Wednesday, July 15, 2026

Regular Session – 6:00 p.m.

CALL TO ORDER
ROLL CALL
APPROVAL OF AGENDA
REGULAR SESSION
• Pledge Of Allegiance
• Invocation
COUNCIL PRESENTATIONS
1. Parks & Recreation Week Proclamation

Council

PUBLIC COMMENT OF ITEMS NOT ON THE AGENDA - Persons wishing to address the
Council on matters that are within the Council’s jurisdiction and DO NOT ALREADY APPEAR ON
THE AGENDA, may do so at this time.
COUNCIL ANNOUNCEMENTS/DIRECTION
CONSENT CALENDAR – All Matters Listed Under The Consent Calendar Are To Be Considered
Routine And Enacted By One Motion Unless Pulled By A Council Member.
2. Proposed Action To Approve Draft Minutes Of The Regular Ridgecrest City Council Meeting
Dated June 17, 2026
Charlon
3. Consideration Of Resolutions Relating To The Calling Of Ridgecrest’s General Municipal
Election To Be Held On November 3, 2026
Charlon
4. Approve A Resolution Of The City Council Of City Of Ridgecrest Reciting The Fact Of The
Consolidated Statewide Direct Primary Municipal Election Held On Tuesday, June 3, 2026
Declaring The Result And Such Other Matters As Provided By Law
Charlon
5. A Resolution Of The Ridgecrest City Council Approving The Acceptance Of The California
Cannabis Tax Fund Grant Program Grant Funds
Ysit
6. A Resolution Of The Ridgecrest City Council Authorizing Acceptance Of The State Of California,
Office Of Traffic Safety Step Grant
Ysit
7. Resolution Of The Ridgecrest City Council Authorizing The City Manager To Enter Into A
Memorandum Of Agreement With Sierra Sands Unified School District For Law Enforcement
Services (School Resource Officer Program)
Ysit

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8. A Resolution Approving a Memorandum of Understanding (MOU) Between the City of
Ridgecrest and Police Employees Association of Ridgecrest (PEAR)
Reed
9. A Resolution of the City Council of the City of Ridgecrest Authorizing an Amendment to the City
of Ridgecrest PARS Alternate Retirement System (ARS) Plan
Reed
10. A Resolution Approving by Reference and Authorizing Execution of the Compensation Plans for
the Management, Mid-Management, Confidential, and Part-Time Employee Groups
Reed
11. A Resolution Of The City Council Of The City Of Ridgecrest To Cooperate With The County Of
Kern, Electing To Participate In The Community Development Block Grant (CDBG) And Home
Investment Partnership Programs For Fiscal Years 2027, 2028, And 2029 And Authorizing The
City Manager To Sign The Cooperative Agreement
Reed
12. A Resolution of The City Council of The City of Ridgecrest to Levy and Collect Sewer Fees on
The General Tax Rolls for Fiscal Year 2026-2027
Roberts
13. A Declaration Of Equipment And Vehicles As Surplus According To The Fy27 Adopted Budget
Purchasing Policy
Roberts
14. A Resolution Of The City Council Of The City Of Ridgecrest Authorizing: An Application For
Federal Funding For Fiscal Year 2026-2027 In The Total Amount Of One Hundred Eighty
Thousand Five Hundred And Fifty-Nine Dollars ($180,559); The City Manager To Sign And
File The Application; And Execute And File All Certification Of Assurances, Contracts Or
Agreements; And Designate The Transit Administrator To Provide Additional Information In
Connection With The Application For The Section 5311 Project(s) And To Submit And Approve
Requests For Reimbursement Of Funds From The Department For The Section 5311 Project(s)
Covarrubias
DISCUSSION / ACTION ITEMS
15. A Resolution Of The Ridgecrest City Council Approving A Five-Year Transit Development Plan
Roberts
16. Declaration Of Surplus Vehicle And Authorization To Sell A Surplus Communications Vehicle
To The Sierra Amateur Radio Club Of The High Mojave
Ysit
17. Discussion Regarding Needed Appointments To Council Committees, Boards, And Commissions
Charlon
18. Discussion Regarding The Board Of The Indian Wells Valley Groundwater Authority (IWVGA)
Regular Meeting
Hayman
19. Consideration Of Authorization To File Petition For Intervenor Status In The California Energy
Commission Small Power Plant Exemption Proceeding For The Proposed Inyokern Data Center
Project (Docket No. 26-SPPE-01)
Reed

AGENDA - CITY COUNCIL / SUCCESSOR REDEVELOPMENT AGENCY / FINANCING AUTHORITY / HOUSING AUTHORITY
REGULAR – July 15, 2026
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COMMITTEE REPORTS
Economic Development Committee
Members: Kyle Blades and Solomon Rajaratnam
Meeting: 1st Monday of the month @ 5:15 p.m.
Location: City Hall Conference Room B, 1st Floor
➢ Next meeting August 3, 2026
Finance Committee
Members: Solomon Rajaratnam and Scott Hayman
Meeting: 2nd Tuesday every other month at 5:30 p.m.
Location: City Hall Conference Room B, 1st Floor
➢ Report from July 14, 2026
Infrastructure Committee
Members: Mayor Endicott and Kyle Blades
Meeting: 4th Thursday each month at 5:00 p.m.
Location: City Hall Conference Room B, 1st Floor
➢ Report from June 25, 2026
Parks, Recreation, and Quality of Life Committee
Members: Mayor Endicott and Scott Hayman
Meeting: 1st Tuesday each month at 5:30 p.m.
Location: City Hall Council Chambers
➢ Report from July 7, 2026
OTHER COMMITTEES, BOARDS, OR COMMISSIONS
CITY MANAGER REPORT
FUTURE AGENDA ITEMS
MAYOR AND COUNCIL COMMENTS
ADJOURNMENT

AGENDA - CITY COUNCIL / SUCCESSOR REDEVELOPMENT AGENCY / FINANCING AUTHORITY / HOUSING AUTHORITY
REGULAR – July 15, 2026
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A Proclamation of
The City of Ridgecrest, California
Honoring Parks & Recreation Professionals Week
July 13 - 19, 2026
WHEREAS, parks, recreation programs, open spaces, community centers, athletic facilities, and public gathering
spaces are essential assets that enhance the quality of life, health, wellness, and economic vitality of the residents of the City
of Ridgecrest; and,
WHEREAS, the National Recreation and Park Association (NRPA) has recognized July as National Park and
Recreation Month since 1985 to celebrate the important role local park and recreation agencies and professionals play in
building stronger, healthier, and more connected communities; and,
WHEREAS, the 2026 national theme, “The Power Of,” recognizes the power of parks and recreation to strengthen
communities through wellness, conservation, inclusion, recreation, environmental stewardship, and social connection; and,
WHEREAS, recreation professionals provide valuable programs, services, events, sports, classes, cultural
opportunities, and activities that enrich the lives of residents of all ages, abilities, and backgrounds while fostering
community engagement and lifelong wellness; and,
WHEREAS, park maintenance and operations professionals work diligently year-round to maintain parks,
playgrounds, sports fields, landscaping, trees, public buildings, recreation facilities, and infrastructure to ensure that public
spaces remain safe, clean, functional, accessible, and welcoming for all residents and visitors; and,
WHEREAS, the combined efforts of recreation staff, maintenance crews, operations personnel, volunteers, and
community partners are vital to preserving public resources, protecting natural spaces, supporting public safety, and
delivering high-quality recreational opportunities throughout the community; and,
WHEREAS, the City of Ridgecrest proudly recognizes the contributions and dedication of its Parks and Recreation
Department and acknowledges the essential role both recreation programming and park and facility maintenance play in
strengthening community pride, wellness, and resilience; and,
NOW, THEREFORE, the Ridgecrest City Council, hereby proclaims July 2026 as Park and Recreation Month and July
13 – 19, 2026 as Parks and Recreation Professionals Celebration Week and encourages all residents to recognize and
celebrate the invaluable contributions of parks and recreation professionals, maintenance and operations personnel, and all
those who work to provide safe, welcoming, and vibrant parks and recreation opportunities for the entire community

Presented this 15th day of July, 2026

Travis Endicott
Mayor

Kyle Blades
Mayor Pro-Tem

Solomon P. Rajaratnam
Vice Mayor

L. Scott Hayman
Council Member

John ‘Skip’ Gorman
Council Member

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: Proposed Action To Approve Draft Minutes Of The Ridgecrest City Council
Regular Meeting Dated June 17, 2026
PRESENTED BY: Ricca Charlon, City Clerk
SUMMARY:
Draft Minutes of the City Council / Successor Redevelopment Agency / Housing Authority /
Financing Authority Regular Meeting Dated June 17, 2026

FISCAL IMPACT: None

ACTION REQUESTED: Approve minutes
CITY MANAGER’S RECOMMENDATION: Action as requested

Submitted by:

Ricca Charlon

Action Date: July 15, 2026

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RIDGECREST CITY COUNCIL
SUCCESSOR REDEVELOPMENT AGENCY
FINANCING AUTHORITY
HOUSING AUTHORITY

DRAFT Minutes
Wednesday, June 17, 2026

Regular Session – 6:00 p.m.

This meeting was recorded and will be on file in the Office of the City Clerk for a certain period of time from date of approval by
the Ridgecrest City Successor Agency/Financing Authority/Housing Authority. Meetings are recorded solely for the purpose of
preparation of minutes.

ROLL CALL – 6: 00 p.m.
Council Present: Mayor Endicott; Mayor Pro-Tem Blades; Vice Mayor Rajaratnam; Council Member
Hayman; Council Member Gorman
Absent:
None
Staff Present:
City Attorney M. Koczanowicz; City Manager Reed; Community Development
Manager Spurlock
APPROVAL OF AGENDA
Hayman/Rajaratnam – 5 Ayes
REGULAR SESSION
• Pledge Of Allegiance
• Invocation
COUNCIL PRESENTATIONS
1. Annual Comprehensive Financial Report (ACFR)

Brewton / Consultant

PUBLIC COMMENT OF ITEMS NOT ON THE AGENDA
6:23 PM Opened Public Comments heard by: T. Wiknich, T. Boyer, J. Jones, R. Blair, P. Vanderwerf, N.
Sunsari, K. Brown, J. Slayton, M. Sinnott, K. Cutts, M. Neel, S. Vanscoy, C. Russell, L. Stephens,
Vanessa
COUNCIL ANNOUNCEMENTS/DIRECTION
CONSENT CALENDAR
2. Proposed Action To Approve Draft Minutes Of The Regular Ridgecrest City Council Meeting
Dated June 3, 2026
Charlon
3. Proposed Action To Adopt A Resolution Of The Ridgecrest City Council And The Successor
Redevelopment Agency Adopting The Annual Budget For Fiscal Year 2026-27, Establishing
Appropriations, Estimating Revenues, And Establishing The Policies By Which The Budget May
Be And Shall Be Amended
Brewton
4. Grant Acceptance For A Grant Awarded From The California Department Of Food And
Agriculture (CDFA)
Ysit
Blades/Gorman 5 Ayes for approval of 2 & 4
#3 pulled by member of the public B. Licitra
Public Comment made by J. Jones
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Motion for approval of #3
Hayman/Blades 5 Ayes
PUBLIC HEARINGS
5. A Resolution And Public Hearing Of The City Council Of The City Of Ridgecrest, California
Declaring Its Intent To Levy And Collect Assessments Within The City Of Ridgecrest Drainage
Benefit Assessment District No. 2016-1, Pursuant To The Provisions Of The Benefit Assessment
Act Of 1982; Review Of The Preliminary Engineers Report And Authorization To Finalize Said
Report For Fiscal Year 2026/2027
Reed
Blades/Gorman 5 Ayes
6. A Resolution And Public Hearing Of The City Council Of The City Of Ridgecrest, California
Declaring Its Intent To Levy And Collect Assessments Within The Consolidated Landscaping
And Lighting District No. 2012-1, Review Of The Preliminary Engineers Report And
Authorization To Finalize Said Report For Fiscal Year 2026/2027
Reed
Rajaratnam/Hayman 5 Ayes
DISCUSSION / ACTION ITEMS
7. A Resolution Regarding The Annual Assessments For The Drainage Benefit Assessment District
No. 2016-1 (The “District”); And Adoption Of The Resolution (1) Approving The Annual
Engineer’s Report And (2) Ordering The Levy And Collection Of Assessments For Fiscal Year
2026/2027
Reed
Hayman/Blades 5 Ayes
8. A Resolution Regarding The Annual Assessments For The Consolidated Landscaping And
Lighting District No. 2012-1 (The “District”); And Adoption Of The Resolution (1) Approving
The Annual Engineer’s Report And (2) Ordering The Levy And Collection Of Assessments For
Fiscal Year 2026/2027
Reed
Gorman/Rajaratnam 5 Ayes
COMMITTEE REPORTS
Economic Development Committee
Members: Kyle Blades and Solomon Rajaratnam
Meeting: 1st Monday of the month @ 5:15 p.m.
Location: City Hall Conference Room B, 1st Floor
➢ Next meeting July 6, 2026
Finance Committee
Members: Solomon Rajaratnam and Scott Hayman
Meeting: 2nd Tuesday every other month at 5:30 p.m.
Location: City Hall Conference Room B, 1st Floor
➢ Next meeting July 14, 2026

Draft Minutes - CITY COUNCIL / SUCCESSOR REDEVELOPMENT AGENCY / FINANCING AUTHORITY / HOUSING AUTHORITY
REGULAR – June 17, 2026
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Infrastructure Committee
Members: Mayor Endicott and Kyle Blades
Meeting: 4th Thursday each month at 5:00 p.m.
Location: City Hall Conference Room B, 1st Floor
➢ Next meeting June 25, 2026
Parks, Recreation, and Quality of Life Committee
Members: Mayor Endicott and Scott Hayman
Meeting: 1st Tuesday each month at 5:30 p.m.
Location: City Hall Council Chambers
➢ Next meeting July 7, 2026
OTHER COMMITTEES, BOARDS, OR COMMISSIONS
CITY MANAGER REPORT
FUTURE AGENDA ITEMS
Gorman/Endicott- Data Center item TBD
MAYOR AND COUNCIL COMMENTS
ADJOURNMENT 8:00 PM

Draft Minutes - CITY COUNCIL / SUCCESSOR REDEVELOPMENT AGENCY / FINANCING AUTHORITY / HOUSING AUTHORITY
REGULAR – June 17, 2026
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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: Consideration Of Resolutions Relating To The Calling Of Ridgecrest’s General Municipal
Election To Be Held On November 3, 2026
PRESENTED BY: Ricca Charlon, City Clerk
SUMMARY: This item, once approved by the City Council, calls for the General Municipal Election
for November 3, 2026. It requests that the Board of Supervisors of the County of Kern consolidate
a General Municipal Election with the State Wide General Election. The Ridgecrest voters will
consider election of one Mayor and two members of the City Council.
In accordance with Section 1301 of the California Elections Code, Ridgecrest’s General Municipal
Elections are held on the first Tuesday after the first Monday in November of each even-numbered
year. The next regularly-scheduled General Municipal Election will be held on November 3, 2026, for
the election of one Mayor for the full term of two years, and two Council Members, for the full term of
four years.
In order for the election to take place, it is necessary for the City Council to adopt two (2) resolutions
by a two-thirds vote: 1.) Calling the General Municipal Election for the election of one Mayor and two
Council Members and 2.) Requesting Kern County to consolidate the election with the Statewide
General Election and provide related services.
NOTE: The candidate filing period for nomination papers opens on Monday, July 13, 2026 and runs
through Thursday, August 6, 2026*.
Per Election Code §10220 - Candidates may be nominated for any of the elective offices of the city
in the following manner: Not earlier than the 113th day* nor later than the 88th day** before a municipal
election during normal office hours, as posted***, the voters may nominate candidates for election by
signing a nomination paper.
*113th day – Monday, July 13, 2026
**88th day – Friday, August 7, 2026
***Normal hours, as posted – Thursday, August 6, 2026 is the last day to file nomination papers for
Mayor or City Council since Ridgecrest City Hall is closed on Fridays
FISCAL IMPACT: Funding for the November 2026 Consolidated Election has been budgeted in the
FY2026-27 budget.
ACTION REQUESTED:
1. Adopt Resolution calling for the holding of a General Municipal Election on Tuesday, November
3, 2026.
2. Adopt Resolution requesting the Board of Supervisors of the County of Kern to consolidate,
administer, manage and oversee the Election.
CITY MANAGER’S RECOMMENDATION: Action as requested.
Submitted by:

Ricca Charlon

Action Date: July 15, 2026

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RESOLUTION NO. 26-xX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIDGECREST,
CALIFORNIA, CALLING FOR THE HOLDING OF A GENERAL MUNICIPAL
ELECTION TO BE HELD ON TUESDAY NOVEMBER 3, 2026, FOR THE ELECTION
OF CERTAIN OFFICERS AS REQUIRED BY THE PROVISIONS OF THE LAWS OF
THE STATE OF CALIFORNIA RELATING TO GENERAL LAW CITIES
WHEREAS, under the provisions of the laws relating to general law cities in the State of
California, a General Municipal Election shall be held on November 3, 2026, for the election of
Municipal Officers; and,
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RIDGECREST, CALIFORNIA, DOES
HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Pursuant to the requirements of the laws of the State of California relating to
General Law Cities, there is called and ordered to be held in the City of Ridgecrest, California, on
Tuesday, November 3, 2026, a General Municipal Election for the purpose of electing one Mayor
for a term of two years and two Members of the City Council, each for the full term of four years.
SECTION 2. The ballots to be used at the election shall be in form and content as required
by law.
SECTION 3. The City Clerk is authorized, instructed and directed to coordinate with the
County of Kern Registrar-Recorder/County Clerk to procure and furnish any and all official ballots,
notices, printed matter and all supplies, equipment and paraphernalia that may be necessary in
order to properly and lawfully conduct the election.
SECTION 4. The polls (vote centers) for the election shall be open at 7:00 A.M. of the day
of the election and shall remain open continuously from that time until 8:00 P.M. of the same day
when the vote centers shall be closed, pursuant to Election Code § 10242, except as provided in
§§ 14212, 14401 of the Elections Code of the State of California.
SECTION 5. In all particulars not recited in this resolution, the election shall be held and
conducted as provided by law governing municipal elections.
SECTION 6. Notice of the time and place of holding the election is hereby given and the
City Clerk is authorized, instructed and directed to give further or additional notice of the election,
in time, form and manner as required by law.
SECTION 7. The City Council authorizes the City Clerk to administer said election and
authorizes all reasonable and actual election expenses to be paid by the City upon presentation
of a properly-submitted bill.
SECTION 8. The City Clerk shall certify to the passage and adoption of this resolution and
shall enter the same in the Book of Original Resolutions.

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APPROVED and PASSED this 15th day of July, 2026.
City of Ridgecrest, California

BY:
TRAVIS ENDICOTT, Mayor
ATTEST:

RICCA CHARLON, City Clerk

CERTIFICATION
I, Ricca Charlon, Chief City Clerk of the City of Ridgecrest, do hereby certify that Resolution
No. 26-xx was duly adopted by the City Council of the City of Ridgecrest at a regular
meeting held on the 15th day of July, 2026, by the following vote:
AYES:
NOES:
ABSENT:
Dated:

RICCA CHARLON, City Clerk

Resolution No. 26-Xx

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RESOLUTION NO. 26-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIDGECREST,
CALIFORNIA, REQUESTING THE BOARD OF SUPERVISORS OF THE
COUNTY OF
KERN TO CONSOLIDATE A GENERAL MUNICIPAL
ELECTION TO BE HELD ON NOVEMBER 3, 2026, WITH THE STATEWIDE
GENERAL ELECTION TO BE HELD ON THAT DATE, PURSUANT TO
§10403 OF THE ELECTIONS CODE
WHEREAS, the City Council of the City of Ridgecrest called a General Municipal
Election to be held on November 3, 2026, for the purpose of the election of a Mayor and
two Members of the City Council; and,
WHEREAS, it is desirable that the General Municipal Election be consolidated with
the Statewide General Election to be held on the same date and that within the city the
precincts, vote centers and election officers of the two elections be the same, and that the
election department of the County of Kern canvass the returns of the General Municipal
Election and that the election be held in all respects as if there were only one election.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RIDGECREST, CALIFORNIA,
DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Pursuant to the requirements of § 10403 of the Elections Code, the
Board of Supervisors of the County of Kern is hereby requested to consent and agree to
the consolidation of the City of Ridgecrest General Municipal Election with Statewide
General election on Tuesday, November 3, 2026, for the purpose of the election of a
Mayor and two Members of the City Council.
SECTION 2. The County election department is authorized to canvass the returns
of the General Municipal Election. The election shall be held in all respects as if there were
only one election, and only one form of ballot shall be used. The election will be held and
conducted in accordance with the provisions of law regulating the statewide election.
SECTION 3. The Board of Supervisors is requested to issue instructions to the
County election department to take any and all steps necessary for the holding of the
consolidated election.
SECTION 4. The City Council authorizes the City Clerk to administer said election
for the City and reimburse the County for all actual election expenses upon presentation
of a properly submitted bill.
SECTION 5. The City Clerk is hereby directed to file a certified copy of this
resolution with the Board of Supervisors and the County election department of the
County of Kern.
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SECTION 6. The City Clerk shall certify to the passage and adoption of this
resolution and shall enter the same in the Book of Original Resolutions.
APPROVED and PASSED this 15th day of July, 2026.
City of Ridgecrest, California

BY:
TRAVIS ENDICOTT, Mayor
ATTEST:

RICCA CHARLON, City Clerk

CERTIFICATION
I, Ricca Charlon, Chief City Clerk of the City of Ridgecrest, do hereby certify that Resolution
No. 26-Xx was duly adopted by the City Council of the City of Ridgecrest at a regular
meeting held on the 15th day of July, 2026, by the following vote:
AYES:
NOES:
ABSENT:

Dated:

RICCA CHARLON, City Clerk

Resolution No. 26-XX

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: Approve A Resolution Of The City Council Of City Of Ridgecrest Reciting The
Fact Of The Consolidated Statewide Direct Primary Municipal Election Held On Tuesday,
June 3, 2026 Declaring The Result And Such Other Matters As Provided By Law
PRESENTED BY: Ricca Charlon, City Clerk
SUMMARY:
A Consolidated Statewide Direct Primary Municipal Election was held On Tuesday, June 3,
2026.
The City of Ridgecrest had two (2) Measures qualified to be placed on the ballot.
The election was duly called and noticed in Resolution Nos. 26-03 and 26-04 adopted
February 4, 2026, and the City consolidated with Kern County for election services.
Kern County has canvassed the votes and certified the election results. The certification is
included as Attachment A.
This Resolution recites the facts of the Consolidated Statewide Direct Primary Municipal
Election and declares the results.

FISCAL IMPACT: No Fiscal Impact

ACTION REQUESTED: Approve Resolution
CITY MANAGER’S RECOMMENDATION:

Submitted by:

Ricca Charlon

Action Date: July 15, 2026

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RESOLUTION NO. 26 - Xx
A RESOLUTION OF THE RIDGECREST CITY COUNCIL RECITING THE FACT OF
THE Consolidated Statewide Direct Primary Municipal Election Held On
Tuesday, June 3, 2026 DECLARING THE RESULTS AND SUCH OTHER
MATTERS AS PROVIDED BY LAW
WHEREAS, a Consolidated Statewide Direct Primary Municipal Election was held and
conducted in the City of Ridgecrest, California on Tuesday, June 3, 2026 as required by law; and,
WHEREAS, notice of the election was given in time, form and manner as provided by law, that
voting precincts were properly established; that election officers were appointed and that in all
respects, the election was held and conducted and the votes were cast, received and canvassed and
the returns made and declared in time, form and manner as required by the provisions of the Elections
Code of the State of California for the voting of elections in general law cities; and,
WHEREAS, pursuant to Resolutions 26-03 and 26-04, adopted, February 4, 2026, the County
Election Department canvassed the returns of the election and has certified the results to this City
Council, the results are received, attached and made a part hereof as Exhibit A.
NOW, THEREFORE, THE RIDGECREST CITY COUNCIL DOES HEREBY DECLARE, DETERMINE
AND ORDER AS FOLLOWS:
Section 1.
That the whole number of votes cast for the City of Ridgecrest Council Member Term
Measure B in the City was 6,134.
Section 2.

That the whole number of votes cast for the City of Ridgecrest 4-year Mayoral Term
Measure C in the City was 6,119.

Section 3.

That the number of votes given at each precinct and the number of votes given in the
City to each of the Measures above were as listed in Exhibit A attached.

Section 4.

The City Council does declare and determine that as a result of the election, a majority
of the voters voting on the measures listed in Sections 1 and 2 did not vote in favor of
them, and that the measures were not carried, and shall not be deemed adopted and
ratified.

Section 5.

The City Clerk shall enter on the records of the City Council of the City, a statement of
the result of the election showing: (1) The whole number of ballots cast in the City; (2)
The Measures voted on; (3) The number of votes given at each precinct to each
Measure; (5) The total number of votes given to each Measure.

Section 6.

That the City Clerk shall certify to the passage and adoption of this resolution and enter
it into the book of original resolutions.

APPROVED AND ADOPTED this 15th day of July, 2026, by the following vote:
AYES:
NOES:
__________________________
Travis Endicott, Mayor
ATTEST:
_________________________
Ricca Charlon, CMC, City Clerk

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: A Resolution Of The Ridgecrest City Council Approving The Acceptance Of The California Cannabis
Tax Fund Grant Program Grant Funds
PRESENTED BY: Mario Ysit, Chief of Police
SUMMARY: The California Highway Patrol has been delegated the responsibility by the Legislature of the State
of California for the administration of the Cannabis Tax Fund Grant Program (CTFGP). Law Enforcement grants
provide financial assistance to allied agencies for the education, prevention, and the enforcement of laws related to
driving under the influence of alcohol and other drugs, including cannabis and cannabis products. The intent of this
Cannabis Tax Fund Grant Program is to educate the public regarding the dangers of impaired driving, enforce
impaired driving laws on the roadway, and improve the Organization/ Agency’s effectiveness through training and
development of new strategies.
The Ridgecrest Police Department has applied and been awarded funding in the amount of $220,800.00 dollars,
pending the approval of the City of Ridgecrest City Council. The grant will be administered by the Ridgecrest Police
Department.
The Cannabis Tax Fund Grant Program will provide funding the reduction of impaired driving, collision-related
injuries, and fatalities. By increasing proactive enforcement measures, further training personnel in Standardized
Field Sobriety Tests (SFST’s), and
The Cannabis Tax Fund Grant Program will provide funding for: Two officers to attend the NHTSA Standardized
Field Sobriety Testing / NHTSA Advanced Roadside Impaired Driving Enforcement (ARIDE) POST certified
training.
The Cannabis Tax Fund Grant Program will provide funding for one Ford Truck DUI Enforcement vehicle equipped
with a Lenslock Camera System, a Motorola police radio for communications, emergency lights and low-profile
lighting system. The Cannabis Tax Fund Grant Program will provide funding for one DUI Enforcement Motorcycle
which will be outfitted with emergency lights and radio.
The Cannabis Tax Fund Grant Program will provide funding for 6 DUI Saturation patrols and one DUI Checkpoint.
These patrols will be 8 hours in length and aim to reduce DUI/ DUI deaths and injuries which will improve roadway
safety in the community, incorporating mobile signage and social media outreach to enhance public awareness and
deterrence efforts. The Cannabis Tax Fund Grant Program will also provide funding for two DUI presentations to
educate the public on the dangers of drunk drinking.
The grant period begins July 1, 2026 and ends June 30, 2027. The grant requires 0% in part matching funds and the
total project cost is $220,800.00. The grant funding will provide 100% reimbursement of the total project cost. No
funds from the city’s general fund will be used to support the grant or project.
FISCAL IMPACT: Approximate revenue to the city in the amount of $220,800.00
ACTION REQUESTED: Approval of Resolution.
CITY MANAGER’S RECOMMENDATION: Action as requested
Submitted by:

Chief Mario Ysit

Action Date: July 15, 2026

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RESOLUTION NO. 26-xx
A RESOLUTION OF THE RIDGECREST CITY COUNCIL APPROVING THE
ACCEPTANCE OF THE CALIFORNIA CANNABIS TAX FUND GRANT
PROGRAM GRANT FUNDS
WHEREAS, the California Highway Patrol has been delegated the responsibility by the Legislature of
the State of California for the administration of the Cannabis Tax Fund Grant Program, setting up necessary
procedures governing the application; and,
WHEREAS, said procedures established by the California Highway Patrol require the Applicant to
certify by resolution the approval of the application to the State; and,
WHEREAS, successful Applicants will enter into an agreement with the California Highway Patrol to
complete the Grant Scope; and,
WHEREAS, the City of Ridgecrest Police Department was conditionally approved for $220,800.00 from
the Cannabis Tax Fund Grant Program (CTFGP); and,
WHEREAS, The City of Ridgecrest Police Department wishes to accept the grant funds to reduce and
mitigate the impacts of impaired driving in the community; and,
WHEREAS, The grant funding will provide for the purchase of one DUI Patrol Enforcement Vehicle,
one DUI Enforcement Patrol Motorcycle, six DUI Saturation patrols, one DUI Checkpoint, two DUI
Presentations, and Standardized Field Sobriety/ ARIDE training for two officers.
NOW, THEREFORE, BE IT RESOLVED that the City of Ridgecrest City Council hereby approves the filing
of an application FOR the Cannabis Tax Fund Grant Program (CTFGP) and ACCEPT THE awarded amount OF
$220,800.00; and
1.

2.
3.
4.

5.

Certifies that said Applicant has or will have available, prior to commencement of any work on the
project included in this application, the sufficient funds to complete the project if the grant is awarded;
and
Certifies that if the project is awarded, the Applicant has or will have sufficient funds to operate and
maintain the project, and
Certifies that the Applicant has reviewed, understands, and agrees to the General Provisions contained in
the program regulations; and
Delegates the authority to City of Ridgecrest City Manager, or his designee to conduct all negotiations,
sign and submit all documents, including, but not limited to applications, agreements, amendments, and
payment requests, which may be necessary for the completion of the Grant Scope; and
Agrees to comply with all applicable federal, state and local laws, ordinances, rules, regulations and
guidelines.

APPROVED AND ADOPTED THIS 15th day of July, 2026, by the following vote.
AYES:
NOES:
ABSENT:
___________________________
Travis Endicott, Mayor
ATTEST:
_______________________
Ricca Charlon, City Clerk

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: A Resolution Of The Ridgecrest City Council Authorizing Acceptance Of The State Of
California, Office Of Traffic Safety Step Grant
PRESENTED BY: Mario Ysit, Chief of Police
SUMMARY:
The Office of Traffic Safety (OTS) has awarded funding to the City of Ridgecrest Police Department
in the amount of $105,500.00. This grant is to be administered by the Ridgecrest Police Department.
The OTS grant program will provide funding for best practice strategies to be conducted in order to
reduce the number of persons killed and injured in crashes involving alcohol and other primary
collision factors. The funded strategies may include impaired driving enforcement, enforcement
operations focusing on primary collision factors, distracted driving, night-time seat belt enforcement,
special enforcement operations encouraging motorcycle safety, enforcement and public awareness
in areas with a high number of bicycle and pedestrian collisions, and educational programs. These
strategies are designed to earn media attention thus enhancing the overall deterrent effect.
The OTS (Office of Traffic Safety) grant program will provide funding for: officers to attend the NHTSA
Standardized Field Sobriety Testing POST-certified training, NHTSA Advanced Roadside Impaired
Driving Enforcement (ARIDE) training, Drug Recognition Expert (DRE) training, and to attend DRE
recertification training.
The OTS grant program will provide funding for: 6 DUI/ Driver’s License Checkpoints, 6 DUI
Saturation Patrol operations, 4 enforcement operations (including but not limited to, primary collision
factor violations), 1 DUI Warrant Service Operation, 1 pedestrian and/or bicycle enforcement
operation(s) in areas resulting from violations made by pedestrians, bicyclists, and drivers, and 4
highly publicized Distracted Driving enforcement operation targeting drivers using hand held cell
phones and texting. The OTS (Office of Traffic Safety) grant program will also provide funding for 2
Traffic Safety educational presentation with an effort to reach community members (Topics including
distracted driving, DUI, speed, bicycle and pedestrian safety, seat belts and child passenger safety),1
Highly Visible Collaborative DUI Enforcement operation, and 1 Highly Visible Collaborative Traffic
Enforcement operation, and 8 Community Collaboration Engagements. The OTS grant program will
also provide funding for DUI training and DUI Checkpoint supplies.
The grant period begins October 1, 2026 and ends September 30, 2027. The grant requires 0% in
part matching funds and the total project cost is $105,500. The grant funding will provide 100%
reimbursement of the total project cost. No funds from the city’s general fund will be used to support
the grant or project.
FISCAL IMPACT: Approximate revenue to the city in the amount of $105,500.00
ACTION REQUESTED: Approval of Resolution.
CITY MANAGER’S RECOMMENDATION: Action as requested:
Submitted by:

Chief Mario Ysit

Action Date: July 15, 2026

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RESOLUTION NO. 26-XX
A RESOLUTION OF THE RIDGECREST CITY COUNCIL AUTHORIZING
APPLICATION FOR AND ACCEPTANCE OF THE STATE OF CALIFORNIA,
OFFICE OF TRAFFIC SAFETY STEP GRANT
WHEREAS, the Office of Traffic Safety, State of California, is offering Selective Traffic
Enforcement Program (STEP) grants to employ enforcement and innovative strategies to
reduce the number of persons injured and killed in traffic collisions, and;
WHEREAS, approximately $ 105,500.00 revenue will be received by the city, and;
WHEREAS, this grant does not require city matching funds, and;
WHEREAS, this grant will reimburse the City for actual overtime expenditures and the
purchase of safety equipment and training relating to traffic enforcement, and;
WHEREAS, this grant will reimburse the City for the purchase of DUI Checkpoint
Supplies, and training, and;
WHEREAS, this additional funding is to be used for DUI Enforcement, Primary Collision
Factor Enforcement, Distracted Driver Enforcement, Driver’s License Enforcement, Traffic
Safety Education, and the police department will administer said grant.
NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Ridgecrest
authorizes the City Manager, or his designee, to apply for this reimbursement grant with the
State of California, and to approve, sign and execute any and all documents relating to the grant
award, including amendments, and;
BE IT FURTHER RESOLVED, the City Council authorizes the Finance Director to increase the
FY27 budget revenue and expenditures in the amount of this grant, and;
BE IT FURTHER RESOLVED, this resolution shall remain in full force and effect until a
resolution of the City Council is adopted amending or rescinding this resolution.

APPROVED AND ADOPTED, this 15th day of July, 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:

Travis Endicott, Mayor
ATTEST:

Ricca Charlon, CMC
City Clerk

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: Resolution Of The Ridgecrest City Council Authorizing The City Manager To
Enter Into A Memorandum Of Agreement With Sierra Sands Unified School District For Law
Enforcement Services (School Resource Officer Program)
PRESENTED BY: Mario Ysit, Chief of Police
SUMMARY:
For several years, the Ridgecrest Police Department has been providing law enforcement
services to the Sierra Sands Unified School District (SSUSD) – School Resource Officer
(SRO) Program. In 2013, a second SRO was added under a Department of Justice, COPS
Hiring Program, which ended November 2016. SSUSD and the Police Department continued
this second position to maintain services throughout the District.
SSUSD agrees to reimburse the City one-half of actual costs incurred by the City in
employing the two (2) Police Officers. Actual cost shall be defined as officer’s salary and
benefits, including, but not limited to, health insurance, life insurance, dental insurance, vision
insurance, PERS, educational incentive pay, uniform allowance, officer safety equipment,
and overtime.
The agreement is attached to the resolution for your review as Exhibit A.
FISCAL IMPACT: (2) School Resource Officers – Reimbursed at 50% of actual costs (an
estimated $155,000).
ACTION REQUESTED: Recommend approval by City Council authorizing the City Manager,
or his designee, to enter into an agreement with the SSUSD for law enforcement services
(School Resource Officer Program).
CITY MANAGER’S RECOMMENDATION: Action as requested
Submitted by:

Mario Ysit, Chief of Police

Action Date: July 15, 2026

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RESOLUTION NO. 26 - Xx
RESOLUTION OF THE RIDGECREST CITY COUNCIL AUTHORIZING THE
CITY MANAGER TO ENTER INTO MEMORANDUM OF AGREEMENT WITH
SIERRA SANDS UNIFIED SCHOOL DISTRICT FOR LAW ENFORCEMENT
SERVICES (School Resource Officer Program)
WHEREAS, the Sierra Sands Unified School District (SSUSD) and the City of
Ridgecrest have agreed to enter into Memorandum of Agreement for the Police Department
to continue to provide School Resource Officer services in the School District, and;
WHEREAS, the School Resource Officer (SRO) Program provides law enforcement
services to the district helping ensure there is a safe learning environment at the elementary,
middle and high schools for the students, faculty and staff, and;
WHEREAS, it is beneficial to both the City and SSUSD that this program continue to
function, and;
WHEREAS, SSUSD agrees to reimburse the City 50% of actual costs of the School
Resource Officer Program.
NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Ridgecrest
authorize the City Manager, or his designee, to enter into an agreement with the Sierra Sands
Unified School District to provide law enforcement services (School Resource Officer
Program), including any amendments.
APPROVED AND ADOPTED THIS 15th day of July 2026, by the following vote.

AYES:
NOES:
ABSENT:

Travis Endicott, Mayor

ATTEST:

Ricca Charlon, City Clerk

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AGREEMENT
THIS AGREEMENT is made and entered into by and between the City of Ridgecrest, a
Municipal Corporation, hereinafter referred to as “CITY,” and the Sierra Sands Unified School
District, a public entity, hereinafter referred to as “DISTRICT.”
WHEREAS, DISTRICT does not maintain a school law enforcement agency pursuant to
Section 38000(a) of the California Education Code, and DISTRICT wishes to acquire the
services of two sworn peace officers, and
WHEREAS, CITY, through the Ridgecrest Police Department, hereinafter referred to as
“RPD,” is willing to provide the service of two sworn peace officers.
NOW, THEREFORE, the parties hereto agree as follows:
1.

CITY agrees to provide the services of two sworn peace officers to serve the
DISTRICT at the primary and secondary schools within the Ridgecrest city limits,
specifically Faller Elementary School, Gateway Elementary School, Las Flores
Elementary School, Pierce Academy of the Arts, Richmond Elementary School,
Vieweg STEM Academy, China Lake Junior High School, Mesquite High
School, High Desert School, and Burroughs High School.

2.

CITY shall supervise the officers through the command structure of the RPD.

3.

DISTRICT shall appoint a designated individual to interface with RPD regarding
activities of the officers and to interface with such officers in accordance with a
joint operating protocol developed between RPD and DISTRICT.
The responsibilities of the SRO’s shall include, but not be limited to:
a.
b.
c.
d.
e.

Handling requests for calls for service in and around schools
Conducting comprehensive safety and security assessments
Developing and implementing safety plans or strategies
Responding to unauthorized persons on school property
Serving as liaisons between the school and other police agencies, investigative
units, or juvenile justice authorities when necessary and consistent with
applicable civil rights laws and privacy laws
f. Serving as a member of a multidisciplinary school team to refer students to
professional services within both the school (guidance counselors or social
workers) and the community (youth and family service organizations)
g. Building relationships with juvenile justice counselors to help connect youth
with needed services
h. Developing and expanding crime prevention efforts for students
4.

At all times during the term of this AGREEMENT, the officers shall be
employees of the CITY, under supervision and control of CITY, and not an

1

employee or agent of DISTRICT; and CITY shall assume responsibility and
liability for the activities of the officers.
5.

During the term of this AGREEMENT, DISTRICT agrees to reimburse CITY
one-half actual cost incurred by CITY in employing the officers. For purpose of
this AGREEMENT, actual cost shall be defined as officer’s salary and benefits,
including, but not limited to, health insurance, life insurance, dental insurance,
vision insurance, PERS, educational incentive pay, uniform allowance, officer
safety equipment, and overtime.

6.

THIS AGREEMENT shall be effective September 1, 2026 and remain in full force
and effect for a 12-month period ending August 31, 2027. Either party may
terminate this AGREEMENT prior to August 31, 2027, by giving ninety (90) days
notice to the other party. Notice to CITY shall be in writing, and mailed to or
delivered to:
City Manager
City of Ridgecrest
100 W. California Avenue, Ridgecrest, CA 93555
Notice to DISTRICT shall be in writing, and mailed or delivered to:
Superintendent
Sierra Sands Unified School District
113 W. Felspar Ave.
Ridgecrest, CA 93555

7.

Each party to this AGREEMENT hereby holds the other harmless from all claims
or lawsuits for damages to property and for injuries to persons arising from each
party’s performance of its obligations under this AGREEMENT. This obligation
will include providing a defense to lawsuits and related services.

8.

In the event any dispute arises between the parties concerning the interpretation or
enforcement of the Terms and Conditions of this AGREEMENT, the parties hereto
agree to submit any such dispute to arbitration pursuant to rules of the American
Arbitration Association. Any decision of the American Arbitration Association
shall be binding on the parties hereto. In the event that any matter is submitted to
arbitration or if legal action or proceeding is taken in connection with the
interpretation or enforcement of this AGREEMENT, whether or not such action is
arbitrated or litigated, the prevailing party of any such action, proceeding, or
arbitration shall be awarded, in addition to its actual costs incurred, its actual
attorneys’ fees incurred. Actual attorneys’ fees means all attorneys’ fees incurred
by the prevailing party whether or not such attorneys’ fees are deemed to be
“reasonable” by a court of competent jurisdiction or an arbitrator. Furthermore, the
sole and exclusive remedy for the resolution of disputes concerning the enforcement
and interpretation of this AGREEMENT shall be arbitration.

2

9.

This AGREEMENT constitutes the sole and only agreement between the parties
hereto. Any prior discussions, agreements or understandings, whether written or
oral, are of no force and effect. This AGREEMENT may be modified only by a
written agreement executed by both parties hereto.

FOR THE CITY OF RIDGECREST

___________________________
Travis Endicott, Mayor

_________________
Date

___________________________
Travis Reed, City Manager

_________________
Date

FOR THE SIERRA SANDS UNIFIED SCHOOL DISTRICT

______________________________
Robert Campbell, Board President

_________________
Date

______________________________
Dr. April Moore, Superintendent

_________________
Date

3

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8

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: A Resolution Approving a Memorandum of Understanding (MOU) Between the City of Ridgecrest and
Police Employees Association of Ridgecrest (PEAR)
PRESENTED BY: Travis Reed, City Manager
Summary
To remain competitive in recruiting and retaining qualified public safety employees. While the City's budget remains
balanced, available resources for compensation enhancements are limited. City staff met and conferred with
representatives of the Police Officers Association of Ridgecrest (PEAR) and are recommending that the City Council
approve the attached Memorandum of Understanding (MOU). The proposed MOU includes a restructuring of the
salary schedule into a standardized six-step salary schedule, along with targeted compensation and benefit
enhancements. These changes are intended to strengthen the City's ability to recruit and retain an experienced law
enforcement workforce while remaining competitive with other regional law enforcement agencies facing similar
recruitment and retention challenges.
Key PEAR compensation enhancements:
1. Restructured the salary schedule into a standardized six-step salary schedule and implemented targeted
salary adjustments to bring classifications that were more than 10% below the market average to within 10%
of the market average.
2. Increase in monthly medical benefits: Beginning January 1, 2027, the City will increase the monthly cafeteria
plan contribution by up to $200 per month, limited to the amount of any increase in the employee-only (Tier
2) PERS Gold (or equivalent) medical premium.
3. Increase annual uniform allowance from $1,200 to $2,000.
4. New hires will receive all required uniforms and equipment upon hire, plus a prorated uniform allowance
5. Increased the annual tuition reimbursement from $500 to up to $1,250 for Associate Degree programs and
up to $1,500 for Bachelor's and Master's Degree programs.
6. Term July 1, 2026 to June 30, 2029.
Exhibit A – PEAR MOU

FISCAL IMPACT: Included in FY27 Budget. Future increases in health insurance contributions beginning January 1,
2027, are capped and will only increase based upon actual increases in employee-only health insurance premiums
ACTION REQUESTED: Adopt the Resolution.
CITY MANAGER’S RECOMMENDATION: Action as requested.
Submitted by:

Reed

Action Date: July 15, 2026

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RESOLUTION NO. 26 - xx
A RESOLUTION OF THE RIDGECREST CITY COUNCIL APPROVING A
MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF
RIDGECREST AND POLICE EMPLOYEES ASSOCIATION OF
RIDGECREST

The City Council of the City of Ridgecrest hereby approves a Memorandum of
Understanding (MOU) between the City of Ridgecrest and Police Employees Association of
Ridgecrest (PEAR) and authorizes the City Manager to execute the agreement for a term
effective July 1, 2026 through June 30, 2029.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ridgecrest does
hereby agree to the above and adopt this resolution.
APPROVED AND ADOPTED this 15th day of July 2026 by the following vote.

AYES:
NOES:
ABSTAIN:
ABSENT:

Travis Endicott, Mayor
ATTEST:

Ricca Charlon, City Clerk

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2026-2029
MEMORANDUM OF
UNDERSTANDING

CITY OF
RIDGECREST

& P.E.A.R.

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

TABLE OF CONTENTS

Section
I
II
III
IV
V
VI
VII
VIII
IX
X
XI
XII
XIII
XIV
XV
XVI
XVII
XVIII
XIX
XX
XXI
XXII
XXIII
XXIV
XXV
XXVI
XXVII
XXVIII
XXIX
XXX
XXXI
XXXII
Exhibit
A

Title
Recognition
Scope of Agreement
Term of Agreement
Membership
Waiver of Obligation to Meet and Confer During the Term of the
Memorandum of Understanding
Conclusiveness of Agreement
Prohibited Activities
Association Rights
City Rights
Retirement
Equipment
Seniority and Probationary Period
Temporary Appointment
Annual Vacation Leave
Holidays
Sick Leave
Bereavement Leave
Incentive Pay Plan
Senior/Master Officer Designation
Tuition Reimbursement Plan
Overtime
Salary Schedule
Commensurate Rank
Longevity Pay
Uniform Allowance
Health Benefits (Cafeteria Plan)
Payment for Standby Time
Purging of Personnel Records
Use of Kerr McGee Center Facilities
Severability
Grievance Procedure
Limited Duty
Vacation Schedule

Page
1
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2
2
2
2
3
3
4
5
6
6
7
8
9
10
11
12
13
14
15
17
17
18
19
20
21
21
22
22
22
23
25

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

MEMORANDUM OF UNDERSTANDING
Between
CITY OF RIDGECREST
and
POLICE EMPLOYEES ASSOCIATION OF RIDGECREST
Term of Agreement: July 1, 2026 through June 30, 2029
Ratification Date: July 15, 2026
This Memorandum of Understanding is entered into by and between the City of Ridgecrest, a
municipal corporation (hereinafter referred to as the City), and the Police Employees Association
of Ridgecrest, Incorporated (hereinafter referred to as the Association), pursuant to Government
Code 3500 et seq., and City of Ridgecrest Resolution No. 76-21. It is understood that this
Agreement is effective only upon ratification by the members of the Police Employees Association
of Ridgecrest and approval by Resolution duly adopted by the City Council of the City of
Ridgecrest. Hereinafter, this MOU may be referred to as the Agreement.

SECTION I

RECOGNITION

The City recognizes the Association as representing the majority of the Police Department
employees of the City of Ridgecrest. The Association represents the classifications consisting of
Police Officer, Senior/Corporal Police Officer, Police Sergeant, Police Trainee, Animal Shelter
Supervisor, Senior Animal Control Officer, Animal Control Officer, Kennel Attendant,
Dispatcher, and Property Clerk.

SECTION II

SCOPE OF AGREEMENT

This Agreement shall apply to only the following: Full Time/Regular and Probationary
classifications consisting of Police Officer, Senior/Corporal Police Officer, Police Sergeant, Police
Trainee, Animal Shelter Supervisor, Senior Animal Control Officer, Animal Control Officer,
Kennel Attendant, Dispatcher, and Property Clerk.

SECTION III

TERM OF AGREEMENT

Unless otherwise specifically provided for herein, all the terms, conditions and provisions of this
Agreement shall become effective on July 1, 2026 and remain in full force through June 30, 2029
and shall apply only to members as specified in Section II.
It is further agreed that for the term of this Agreement, no other employee organization may seek
recognition or petition for an election nor may the City recognize another organization representing
Page 1

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

these job classifications of the Police Department.
The terms and conditions of this Agreement are subject to a reopener provision. Upon the request
of either party, the parties agree to reopen this Memorandum of Understanding to discuss
modifications to salary and/or the health benefits plan in January 2027, January 2028, and January
2029. In addition, the parties agree to meet and confer at any time during the term of this
Agreement in the event of a material change in regulatory or statutory provisions governing this
Agreement or upon a declaration of fiscal emergency by the City Council.
SECTION IV

MEMBERSHIP

(a)

City agrees to deduct membership dues for Association members upon written request by
the employee, submitted through the Association's Board. Notification must be received
by the City ten (10) days prior to date of first deduction or date of termination of deduction.
City agrees to forward dues collected to the Association within thirty (30) days.

(b)

The Association agrees to hold City harmless and indemnify the City against any claims,
causes of action and lawsuits, which may arise out of the dues deductions, or transmittal of
such funds to the Association (exclusive of errors in computation made by the City).

SECTION V WAIVER OF OBLIGATION TO MEET AND CONFER DURING
THE TERM OF THE MEMORANDUM OF UNDERSTANDING
As the City and the Association had the unlimited right and opportunity during the meet and confer
process to make proposals with respect to any subject or matter not removed by law from the area
of consultation of meet and confer, and as understandings and agreements were arrived at by the
parties hereto which resulted in the Memorandum and subject to any exceptions contained herein,
each voluntarily and unqualifiedly waives the right and each agree that the other shall not be
obligated to meet and confer with respect to any subject or matter referred to or covered in this
Memorandum

SECTION VI

CONCLUSIVENESS OF AGREEMENT

This Memorandum of Understanding sets forth the full and entire understanding of the parties
regarding the matters set forth herein. This agreement constitutes the sole and only agreement
between the parties hereto. Any prior discussions, agreements or understandings, whether written
or oral are of no force and effect.

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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

SECTION VII
(a)

(b)

PROHIBITED ACTIVITIES

Prohibited Conduct
1.

The Association, its officers, agents, representatives and/or members agree that
during the term of this Memorandum of Understanding they will not call, engage
in, or condone any strike, walkout, work stoppage, job action, slowdown, sick-out,
blue flu, withholding of services or other interference with City operations, or honor
any job action by any other employee of the City, or any other employers, by
withholding or refusing to perform services.

2.

Any employee who participates in any conduct prohibited in Section 1 above shall
be subject to disciplinary action up to and including termination by the City
regardless of whether the Association carries out in good faith its responsibilities
set forth in paragraph (b).

3.

If the Association, Inc. participates or condones any conduct prohibited in Section
1, in addition to any judicial remedies available to the City against the Association
and its officers, agents, representatives and/or members, or disciplinary action
against Association members, agents, and representatives employed by the City,
the City may suspend any and all of the rights and privileges accorded the
Association under any ordinance, resolution, or rules and regulations of the City or
any memorandum of understanding with the City, including but not limited to the
suspension or recognition of such employee organization and the use of the City's
bulletin boards and facilities.

Association Responsibility
In the event that the Association, its officers, agents, representatives, or members engage
in any of the conduct prohibited in Section 1 above, the Association shall immediately
instruct, in writing, any persons engaging in such conduct that their conduct is in violation
of the Memorandum of Understanding, and is unlawful and that they must immediately
cease engaging in conduct prohibited in Section 1 above, and order their members to return
to work. If the Association carries out its responsibilities under this Section in good faith,
the City shall not bring suit against the Association for damages resulting from its engaging
in prohibited conduct set forth in Section (a) above.

SECTION VIII
(a)

Page 3

ASSOCIATION RIGHTS

The City agrees to grant official representatives of the Association the access and right to
discuss any grievance or problem arising under the terms of this agreement with any
affected employee during working hours.

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

The Association may, with the prior approval of the City Representative, be granted the
use of City facilities for meetings of employees provided space is available. All such
requests shall be in writing and shall state the purpose of the meeting, if not to conduct
Association Business.
It is agreed that there be as little interference as possible by the Association Representatives
during the working hours of employee or employees. It is agreed that the Association
Representatives shall be permitted to conduct a reasonable amount of association business
during working hours without the loss of pay. However, the Association agrees that the
first responsibility of the department is to provide a service to the citizens of our
community. Consequently, adequate staffing must be maintained.
(b)

Space shall be made available to recognized employee organizations on existing
department bulletin boards within the representation unit provided such use does not
interfere with the needs of the department and the material posted is not derogatory to the
City, employees of the City or other employee organizations in the fair and equitable
judgment of the City representative. No material shall be posted which refers to candidates
for public office or ballot measures. Newsletters, correspondence and minutes of
Association meetings shall not be deemed political.

SECTION IX
(a)

CITY RIGHTS

Management Rights
In order to ensure that the City shall continue to carry out its safety and protection services
functions and responsibilities to the public as imposed by law, and to maintain efficient
and responsive police and safety provisions for the citizens of the City of Ridgecrest, the
City continues to reserve and retain solely and exclusively all rights including but not
limited to:

Page 4

1.

Determine Police Department policy, including the right to manage the affairs of
the Police Department in all respects.

2.

Evaluate, direct, supervise, hire, promote, suspend, discipline, discharge, demote,
transfer, assign, and retain members of the Police Department.

3.

Relieve members of the Police Department from duties because of lack of work or
funds, or under conditions where continued work would be ineffective or
nonproductive, in accordance with the City's Rules and Regulations.

4.

Determine standards and level of services to be rendered, operations to be
performed, utilization of technology and equipment, means and methods of
operation, and overall budgetary matters, including but not limited to the right to

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

contract or sub-contract any work, services, or operations of the Police Department.

(b)

5.

Determine the appropriate job classifications, organizational structure, and
personnel by which Police Departmental operations are conducted.

6.

Determine the size and composition of the Police Department, assign members of
the Police Department, and establish work schedules and assignments.

7.

Determine the issues of public policy, and control the overall mission of the Police
Department.

8.

Maintain and improve the efficiency and effectiveness of the Police Department.

9.

Take any necessary actions to carry out the mission of the Police Department in
situations of emergency.

10.

Establish performance standards for members of the Police Department, including
but not limited to quality and quantity standards.

11.

Take whatever other actions may be necessary to carry out the wishes of the City
and Public, and for police protection not otherwise specified above.

12.

Establish and promulgate rules, regulations, policies and procedures relating to
productivity, efficiency, conduct, health, and safety; as well as the rules,
regulations, policies, and procedure designed to comply with applicable judicial
decisions and legislative enactment’s and to require compliance therewith.

Impact of Management Rights
Where required by law or in the event of a contract or sub-contract that would affect any
current position of the association, the City agrees prior to implementation, to meet and
confer with the Ridgecrest Police Employees Association regarding the impact of its
exercise of management rights.

SECTION X
a)

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RETIREMENT

The City agrees to keep the retirement plans in effect during the term of this agreement as
referenced below.
i.
Eligible Classic Sworn members shall be provided 3% @ 55.
ii
Eligible PEPRA Sworn members shall be provided 2.7% @ 57
iii.
Eligible Classic Non-sworn members shall be provided 2.7% @ 55.
iv
Eligible PEPRA Non-sworn members shall be provided 2% @ 62

Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

b)

The City will only contribute its contracted portion for eligible sworn and non-sworn
employees.

c)

The City agrees that the employee death benefit shall be $5,000.

d)

The City agrees that for Association member retiree’s whose retirement date is between
March 17, 2005 and September 1, 2011 shall be entitled to retiree health payments in the
amount of $100.00 per month providing that verified proof of health coverage naming the
retiree as a participant is presented to the City bi-annually no later than 45 days from
December 15 and July 15. Members who retire after September 1, 2011 shall receive health
payments of $250 per month under the same terms.
SECTION XI

EQUIPMENT

The City shall supply sworn personnel with the following safety equipment: Firearm and
protective vest. All other equipment will be furnished by the employee. Assigned safety
equipment will be used by the sworn employee to whom it is assigned. The employee will be
responsible to replace all equipment except firearms and protective vest that fails to meet
departmental standards. Any such replacements or additional safety equipment must meet
departmental standards.
The equipment provided by the City of Ridgecrest shall remain the property of the City and the
individual is responsible for the proper care and maintenance. However, upon written approval by
the Chief of Police, protective vests may be transferred to the employee upon termination of
service.
Sworn officers working a field assignment shall wear a protective vest, all others shall be
encouraged to wear a protective vest. Violations of this requirement shall be enforced and subject
to reimbursement of cost to the City if not worn or disciplinary action as outlined in the Police
Department Policy and Procedure Manual.

SECTION XII

SENIORITY AND PROBATIONARY PERIOD

Seniority will be defined by time in rank. If two employees have equal time in rank, seniority will
be based on highest score of promotional or hiring exam.
Seniority shall be the primary but not exclusive consideration in scheduling a single period of
vacation leave for each member and for the bidding of shifts. Vacation bids shall be conducted on
an annual basis for the calendar year as established by department policy.
The probationary period is part of the examination process. It is a work-test period during which
the employee's performance and the conduct on the job are evaluated to determine whether or not
the employee is fully qualified for permanent appointment. Probationary Period for sworn
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personnel shall be eighteen months. Probationary period for non-sworn personnel shall be twelve
months.
Any cumulative absence from the performance of the employee’s usual customary duties during
the probationary testing period in excess of 240 hours shall automatically result in the extension
of the probationary testing period in an amount of time equal to the total number of hours during
the probationary testing period which necessitated implementation of said particular section, i.e.,
by 240 or more hours.
Probationary period for employees who are appointed from a promotional list shall be twelve
months before that employee is eligible to attain permanent status. However, if an employee
currently holds a temporary appointment for the position to which they are being promoted, then
up to 3 months of the temporary appointment served shall be credited toward the probationary
period.

SECTION XIII

TEMPORARY APPOINTMENT

(a)

The department head, with approval of the City Manager, retains the right to temporarily
assign an employee to an acting position of the next higher rank within the Department.
Employee shall meet all eligibility requirements for the position. Temporary appointment
shall not exceed six (6) months, at which time, the next person on the promotional list shall
replace the effected employee, if one is available, or the next senior person, who meets the
eligibility requirements shall be temporarily appointed. However, with the mutual consent
of the Chief of Police, City Manager, and the Executive Board of the Association, Inc. a
temporarily assigned employee may be extended one (1) additional six (6) month period.

(b)

An employee who has been temporarily appointed to a position in a higher classification
for a period of eighty (80) consecutive hours shall be compensated, beginning at the eightyfirst (81st) hour, at the salary schedule for that position in at least Step 1, or a manner by
which the employee would realize a five percent (5%) pay increase, in recognition of extra
duties performed retroactive to the first (1st) hour the employee was temporarily appointed
to the position in the higher classification.

(c)

Any promotional eligibility list shall be established by a competitive examination and shall
be valid for twelve months from date established, after which it shall become invalid and
be abandoned. By mutual agreement between City and the Executive Board of the
Association, Inc. a promotional list may be extended one time, for a period of time not to
exceed 12 months. The City shall maintain promotional eligibility lists for all promotional
positions covered by this MOU except Police Officer.

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SECTION XIV

ANNUAL VACATION LEAVE

The purpose of annual vacation leave is to enable each eligible employee annually to return to his
work mentally and physically refreshed. All employees covered by this provision shall be entitled
to take annual vacation leave with pay except employees who have served the City less than one
(1) year.
Commencing with the first anniversary of each eligible employee, the employee shall be eligible
to take annual vacation leave up to the amount accumulated when the leave is initiated. Each
eligible employee shall earn annual vacation at the rate indicated in Exhibit A. An employee may
earn a maximum of 208 hours of vacation per year. Maximum vacation accrual shall be twice the
employee’s accrual rate, at which time accrual of additional hours shall cease until the employee’s
vacation bank is below his/her maximum accrual.
Earned vacation leave shall be taken at any time, except as described in subparagraphs (a) and (b)
of this section:
(a)

The times which an employee may take his/her vacation shall be determined by the
Department Head with due regard for the wishes of the employee with particular regard for
needs of the service.

(b)

If the requirements of the service are such that an employee cannot take all of his/her annual
vacation as he/she desires, the employee’s supervisor shall make every effort to find an
alternative time to take vacation time, or the entire vacation may be paid for at the
discretion of the appointing power. This is a non-pensionable buy out for both classic and
PEPRA members.

(c)

In the event that one or more municipal holidays fall within an annual vacation leave, such
holidays shall not be charged as vacation leave.

(d)

In the event that the employee, who has been authorized their annual vacation leave period,
is directed by the Chief of Police to return to duty, then that employee shall be eligible for
that duty time paid as regular time and the same amount as vacation time. (ie. RG6, VA6)
This is a non-pensionable buy out for both classic and PEPRA members.

(e)

Each member may annually, at the sole discretion of the member, convert the cash value
of no more than 18 hours of available vacation directly into the employee’s 457b plan.
Conversion requests shall be submitted by the member to the Finance Director via the
employee’s Department Head no later than June 1 each year. Payments will occur after
the deadline at a time determined by the Finance Director.

Persons terminating from the service of the City shall be compensated for vacation earned and
accrued.

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SECTION XV

HOLIDAYS

(a) The holidays to be observed annually by the members of the Police Employees
Association of Ridgecrest are as follows:
New Year's Day
Martin Luther King Day
Presidents’ Day
Memorial Day
Independence Day
Labor Day
Veteran's Day
Thanksgiving Day and the day after
Christmas Day and the day after
48 Hours for Floating Holidays
Any day designated by the City as an Administrative Action Holiday
No permanent or probationary employee in the competitive service shall be required to be on duty
on these holidays, unless the employee's services are needed or required in the interest of public
health, safety or general welfare, in which latter event, such employee will be entitled to Holiday
hours for their regularly scheduled shift to be compensated at a rate of time and one half, in the
form of either compensatory time off or pay at the discretion of the employee. Only employees
who work a holiday or holidays shall be entitled to time and one half compensation.
When a holiday falls on a Sunday, the following Monday shall be observed. When a holiday falls
on a Saturday, the proceeding Friday shall be observed. If a holiday falls on an employee's
regularly scheduled time off, compensation will be at straight time in the form of either pay or
compensatory time off at the discretion of the employee. However, uniformed officers assigned
to patrol shifts and dispatchers shall observe holidays on the actual calendar day on which they
fall.
The City of Ridgecrest will provide all full-time employees floating holidays on an accrual basis
and can be used when employees have a need to be off work for any reason. A new full-time
employee receives a one-time advance of twenty-four (24) hours of floating holiday. Employees
will accrue floating holiday hours on a per pay period basis with a maximum of .923 hours per pay
period or twenty-four (24) hours per year.
Employees may carry over unused FLOATING HOLIDAYS from one fiscal year to the next with
a maximum of forty-eight (48) hours. At any time, employees can only have a maximum of fortyeight (48) hours in the bank and accrual will start again once their accrued balance drops below
the maximum cap.
Furthermore, Floating and Vacation time can be cashed out pursuant to the Vacation/Floating
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Leave Cash- Out Policy 27-01. This cash out will be considered a non-pensionable compensation
for both classic and PEPRA members
All FLOATING HOLIDAYS must be scheduled in advance and approved by the supervisor except
in cases of sudden illness or emergency. Floating holiday hours may be used in combination with
other accrued leave hours such as: vacation leave, sick leave, and comp time, in order to get a full
day’s worth of paid time off. Any employees who separate from the City service shall receive pay
for all unused accrued floating holiday hours.

SECTION XVI

SICK LEAVE

Employees shall be entitled to take sick leave with pay as accrued. Sick leave shall not be
considered as a right that an employee may use at his/her discretion, but shall be allowed only in
case of necessity and actual non-industrial physical illness or disability. Sick leave shall accrue at
the rate of four (4) hours per pay period for each pay period worked.
Partial credit will be given for partial pay periods worked.
Employees shall be able to accumulate unlimited sick leave for the purpose of actual physical
illness or disability.
The cash-out of a qualified employee's accumulated unused sick leave, vacation leave, or
compensatory time shall be paid at a rate that includes any applicable premium incentive pays
identified in Sections XVII, XX, XXII(E), and XXIII, including Educational Incentive Pay, Other
Incentive Pays, Special Designation Pays, and Longevity Pay, that the employee is receiving at
the time of the cash-out.
For purposes of this section, a qualified employee is defined as a full-time employee who has
attained permanent status and is not serving a probationary period.
The inclusion of premium incentive pays in the cash-out calculation applies only to employees
who retire from City service. Employees who separate from City service for any reason other than
retirement shall have their accumulated unused leave cashed out at their base salary rate only,
without the inclusion of premium incentive pays.
At the employee’s option, for retirement purposes, accumulated sick leave may be cashed-out as
outlined in this section, partially cashed-out, the unused portion of sick leave can be then used for
calculation of a service retirement credit.
Employees who have five years or more of service, shall be entitled to accumulate for conversion
purposes, a maximum of 320 hours, and are entitled to fifty percent (50%) of the value of their
accumulated sick leave at the time of termination of employment by resignation or removal from
City service.
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Employees who have ten years or more of service, shall be entitled to accumulate for conversion
purposes, a maximum of 640 hours, and are entitled to a maximum of seventy-five percent (75%)
of the value of their accumulated sick leave at the termination of employment by resignation or
removal from City service.
Employees who have fifteen years or more of service, shall be entitled to accumulate for
conversion purposes, a maximum of 960 hours, and are entitled to a maximum of seventy-five
percent (75%) of the value of their accumulated sick leave at the termination of employment by
resignation or removal from City service.
Employees who have twenty-five years or more of service, shall be entitled to accumulate for
conversion purposes, a maximum of 1152 hours, and are entitled to a maximum of one hundred
percent (100%) of the value of their accumulated sick leave at the termination of employment by
resignation or removal from city service.
If the employee is absent on sick leave, he/she shall notify his/her immediate supervisor or the
personnel officer prior to the time set for beginning his/her daily duties. The employee may be
required to file a physician's certificate with his/her Department head.
Sick Leave use will be based on applicable Federal and State Law.
An employee receiving temporary disability payments under the worker's compensation laws may
use accumulated sick leave in order to continue to maintain his/her regular income in those cases
where the illness or injury is non-industrial in nature.
Sick leave shall only be utilized in case of incapacitating, non-industrial illness or injury.
Therefore, it is expressly understood and agreed that accumulated sick leave in an industrially
injured employees’ sick leave account, shall not be exhausted or converted to cash prior to the
effective date of an industrial disability retirement or any other time. For example, if an employee
is permanent and stationary in relation to an industrial injury, yet has 500 hours of accumulated
sick leave, the disability retirement shall be effective immediately regardless of sick leave hours
remaining on account at the time of the employee being eligible for retirement.
In the event of an industrial injury to a non-sworn member of the Association, Inc., the City will
make employee whole for lost wages not paid by workers compensation up to 60 days per accepted
claim.

SECTION XVII

BEREAVEMENT LEAVE

All employees who have been employed by the City for at least 30 days are entitled to five (5)
days of paid bereavement leave in the event of the death of a “family member” For the purpose of
this section, ‘immediate family’ shall mean the spouse or registered domestic partner, parent,
grandparent, child, sibling, (including step), cohabitants living fulltime in the same household as
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the member, and spouse’s immediate family.
An employee may use vacation, personal leave, accrued and available sick leave, or compensatory
time off in order to provide for their compensation during any bereavement leave in excess of five
(5) days.
An employee who utilizes bereavement leave shall notify their supervisor or
Department Head of the intent to use such leave. Employees may use such leave on a
non-consecutive basis in the three (3) months that follow that date of death of the
“family member.”

SECTION XVIII

INCENTIVE PAY PLAN

The purpose of the Incentive Plan is to encourage members of the Association to improve
themselves through education and training on their off time and thus increase their value to the
City of Ridgecrest and at the same time improve their promote-ability and efficiency in their
chosen career of law enforcement. Upon recommendation of the Chief of Police, the City Manager
may authorize an original appointee to be eligible for compensation upon appointment.
To be eligible to participate in the Incentive Plan, a member must comply with the following
requirements:
a) Be a Member of the Association
i. Sworn Members may be eligible to receive incentive pay as outlined in this section, at
the time of original appointment for an accredited degree held by the member or upon
successful completion of an approved course of study. For the purposes of this
agreement, ‘accredited’ refers to the accreditation of the institution, at the time of
award, by any accrediting agency recognized by the secretary of the U.S. Department
of Education (e.g. Western Association of Schools and Colleges, Distance Education
and Training Council, etc.).
ii. Non-Sworn members may be eligible to receive incentive pay upon successful
completion of an approved course of study taken while employed with the City of
Ridgecrest Police Department. (example: A dispatcher hired with an AA/AS degree
goes back to school, with City Manager approval and receives BA/BS in criminal
justice or related field of study is eligible to receive incentive pay for BA/BS degree
only.)
b) Indicate his/her desire, in writing, to participate in the Incentive Pay Plan. This request
shall be to the City Manager via the Chief of Police.
c) Schedule of Compensation
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1. Degree/Certificate Incentive pay
a) 5% of salary for any employee acquiring an AA Degree
b) 5% of salary for any employee acquiring an Intermediate P.O.S.T. Certificate
c) 5% upon obtaining an Advanced P.O.S.T. Certificate
d) 5% of salary upon receiving a BA Degree
e) for the purposes of this section, earning a Baccalaureate degree in the absence of
an Associates degree shall be interpreted as having earned both degrees in order
to recognize that the requirements of the Associates degree are encompassed in
the Baccalaureate degree program requirements.
Notwithstanding the above, total Degree/Certificate Incentive Pay shall not exceed 17.5%.
2. Other Incentive Pay
a) Bilingual incentive pay shall not exceed 2.5%. The Chief of Police shall solely
determine whether a language is subject to bilingual incentive pay. In addition, to
receive bilingual pay the member must pass the language fluency test administered
by City Personnel as established by City Policy.
b) 2.5% incentive pay for Canine Handlers
c) 10% incentive for Field Training Officers and Dispatchers while performing FTO
training duties.
d) 5% incentive for any Officer or Sergeant assigned to Investigations Unit and who
supervises, is assigned cases or does special investigations.
e) 5% incentive pay while an Officer is assigned as an officer-in-charge in patrol.
Each incentive pay will be calculated individually based upon base rate for all hours paid except
overtime.
SECTION XIX

SENIOR/MASTER OFFICER DESIGNATION

(A)
PURPOSE
The purpose of the Senior/Master Officer designation is to provide recognition to sworn officers
who have dedicated a substantial portion of their careers to the service of the City of Ridgecrest.
Said recognition is designed to identify tenured officers and create a title and insignia between the
ranks of police officer and police sergeant.
(B)

POLICY

The title of Senior/Master Officer, and corresponding uniform insignia, is strictly for the purpose
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of recognition. No position of supervisory authority shall be derived from said designation.
(C)

REQUIREMENTS
SENIOR OFFICER: A minimum of six and one-half (6 ½) years of service as a
sworn officer with the Ridgecrest Police Department, attainment of Step 6 and
possession of a Peace Officer’s Standards and Training and Training (POST)
Intermediate Certificate.
MASTER OFFICER: A minimum of twelve and one-half (12 ½) years as a sworn
officer with the Ridgecrest Police Department, attainment of Step 6 and possession
of a Peace Officer’s Standards and Training (POST) Advanced Certificate.

(D)

COMPENSATION
1. Senior Officer rank will receive 1% of base pay.
2. Master Officer rank will receive an additional 1% of base pay.

SECTION XX

TUITION REIMBURSEMENT PLAN

The purpose is to encourage members to pursue courses of study or technical training that will
enable them to become more proficient in their jobs.
Eligibility
a) All permanent, full time members.
Applicability
a) The course or training must be applicable to the member's current job classification and
related to the Law Enforcement field or required subjects towards a degree, as
approved/determined by the City Manager.
b) Courses attended must be accredited as defined in section XVII (a) (i).
c) All courses attended must be completed with a satisfactory record of achievement and
attendance. Grade average shall be a C or above to be satisfactory. School records may
be required.
d) All time spent on class work shall be on off-duty time and shall not entail any cost to the
City.
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e) Tuition reimbursement shall not be paid until satisfactory completion of the course.
f) Should a member withdraw from a course through no fault of the department or become
separated from this department's employ for any reason prior to completion of that course,
he/she shall not be eligible for compensation.
Authorization
(a)

Prior to registering for said course or training, an eligible employee may submit a request
for tuition reimbursement through the Chief of Police to the City Manager for a course or
training meeting the above criteria.

(b)

If approved by the City Manager, and upon successful completion of the course of study
with a satisfactory or better grade, the employee will be reimbursed for 100% of tuition,
books, parking and related expenses, as mutually agreed by the member and City Manager
prior to incurring the expense up to a maximum of:
i.
ii.

$1,250 for pursuit of an Associate’s Degree per fiscal year.
$1,500 for pursuit of a Bachelor’s/Master’s Degree per fiscal year.

If the member receives funding from other sources such as Veterans Benefits, Law Enforcement
Assistance Grants, etc., the City will pay the difference up to the maximum allowed as in Section
(b) above.
SECTION XX I

OVERTIME

The Department Head retains the right to make assignments and scheduling decisions based upon
the needs of the department and the community. As such, the Department Head will be responsible
for all decisions concerning staffing levels and the specific hours of individual shifts as well as
special assignments such as traffic or investigations.
Any employee who has authorization from the Police Chief or his/her designee is required to work
additional hours over and above the regularly scheduled work period, as defined herein, shall be
paid at the rate of one-and-one-half times the employee’s regular rate (includes base rate plus
incentive pay).
The Police Chief may at his/her discretion, assign overtime between divisions of the Police
Department. As an example, an employee normally assigned to Investigation may be assigned
overtime in the Patrol Division.
Work Period
Pursuant to adoption of a 7(k) exemption under the Fair Labor Standards Act (29 U.S.C. § 207(k)),
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the work period shall be 14 consecutive days. During this contract period, an employee is eligible
for overtime pay for hours worked in excess of eighty (80) hours of normal work hours,
compensatory time, sick leave, vacation leave, paid administrative leave and holidays during the
fourteen-day (14) period. The pay period commences every other Monday, lasts fourteen (14)
full days, and ends on Sunday.
Notwithstanding the above, payroll is entered on a daily basis but overtime is paid after the
eightieth hour worked during a pay period.
Method of Compensation for Overtime
Members shall be compensated for overtime worked at the rate of one and one half times their
regular rate. Members, however, may elect to receive compensatory time off in lieu of pay.
Compensatory time may be placed in a time bank to be used later at a time agreed upon by both
the member and the Unit Commander or the Commander’s designee. The compensatory time bank
shall have a maximum accrual of one hundred sixty (160) hours. Employees may elect to receive
compensatory time off in lieu of pay for holidays, which for this case will be accrued at straight
time.

Overtime Allocation
Management will make a reasonable effort to offer overtime by seniority and appropriate job
classification. However, Management reserves the right to assign overtime to specific employees
based on their cultivated skills, demonstrated abilities, past performance and developed expertise,
when the need arises.
Call Back Time
An employee who is called out for work by the Chief of Police or his/her authorized designee,
after regularly scheduled working hours, shall be paid a minimum of two (2) hours at the rate of
one-and-one-half times the employee’s regular rate.
When an employee is called back within two hours of the beginning of the employee’s next shift,
call back credit shall be received only for the hours remaining before the beginning of the
employee’s next shift.
Court Cancellation
When a court appearance is canceled:
1. Division Commanders or their designees shall notify employees of cancellations or
postponement of scheduled court appearances. Absent notice from the Division
Commander or designee, the employee shall initiate contact with the District Attorney’s
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Office for confirmation of the scheduled appearance. Contact shall be made on the last
business day proceeding the day of appearance in accordance with Department Standard
Operating Procedures. Collect telephone calls will be accepted for this purpose.
2. If an employee reports to a canceled or postponed proceeding in response to a subpoena,
or official process, without having initiated the preliminary contact described herein, no
compensation or expenses will be paid.
Sick leave, vacation time, compensatory time, paid administrative leave, and holiday time shall be
considered as hours worked for computing overtime, except as set forth in SECTION XV.

SECTION XXII

SALARY SCHEDULE

The monthly compensation schedule for those positions represented by the Association shall be as
follows:

Upon written satisfactory evaluations, step increases will be effective on an employee’s annual
evaluation date.

SECTION XXIII
(a)

COMMENSURATE RANK

Allocation to Steps
The Personnel Officer shall allocate employee positions to steps within the ranges specified
in this compensation plan.

(b)

Merit Advancement Within Ranges
The Personnel Officer shall allocate employee positions to steps within the ranges specified
in the compensation plan.

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(c)

Advancement Not Automatic
Advancement from step to step in any range shall not be automatic, but shall depend upon
increased service value of an employee to the City as exemplified by the recommendation
of his/her department head to the City Manager, length of service, performance record,
special training undertaken, or other pertinent evidence.

(d)

Advancement for Outstanding Performance
The City Manager upon the recommendation of a Department Head may advance an
employee to the next highest step within the range for the employee's class as a reward for
outstanding performance but only after the employee has served a minimum of three
months in the step from which he/she is to be advanced. No salary advancement shall be
made so as to exceed the maximum step established in the compensation schedule for the
class to which the employee's position is allocated.

(e)

Original Appointments
An employee will normally be placed in Step 1 of his/her position's class range upon
original appointment, except that employees may be placed in a higher step of the same
range after consideration of previous experience and qualifications and upon approval of
the City Manager.

(f)

Promotion
An employee who is promoted to a higher rank in a promotional series is guaranteed a
minimum five percent (5%) increase in salary calculated on total prior salary including
base including Senior Officer and/or Master Officer pay.
SECTION XXIV

LONGEVITY PAY

Sworn Officers who have served the City for ten (10) years shall receive two and one half percent
(2.5%) of base pay per year in additional compensation thereafter up to year fifteen (15); at fifteen
(15) years Sworn Officers shall receive two and one half percent (2.5%) of base pay per year in
additional compensation thereafter up to year twenty (20); Sworn Officers who have served the
City for twenty (20) years shall receive two and one half percent (2.5%) of base pay per year in
additional compensation thereafter until separation of service or transferring to a position not
represented by this Association. Total Longevity pay after twenty (20) years shall be seven and
one half percent (7.5%) of base pay per year. Payments shall be made in 26 equal installments.

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SECTION XXV
(a)

UNIFORM ALLOWANCE

The City of Ridgecrest will pay uniform allowance to be paid semiannually the first full
pay period of July and the first full pay period of January as follows:
Uniformed Sworn Personnel: Two Thousand Dollars ($2,000.00) per year. Whose job
assignment requires the purchase of motorcycle specific items including motorcycle boots,
motor pants, glasses, etc. shall be paid an additional two hundred ($200.00) per year. This
is a pensionable earnable compensation for classic members reported and paid bi-annually
in advance.
Non-Uniformed Sworn Personnel: One Thousand Dollars ($1,000.00) per year.
(Assignment on July 1 and January 1 shall determine the eligibility of Uniform Allowance
classification). This is a pensionable earnable compensation for classic members reported
and paid bi-annually in advance.
Animal Control Officer: Seven Hundred Fifty Dollars ($750.00) per year.
Community Service Officer: Seven Hundred Fifty Dollars ($750.00) per year.
Dispatchers: Six Hundred Fifty Dollars ($650.00) per year.

(b)

New Employee:
Any newly hired employee shall be provided the uniforms and
equipment necessary to perform their assigned duties upon commencement of
employment. The specific uniform and equipment items to be provided shall be mutually
agreed upon by the City and the Union. In addition, each newly hired employee shall
receive a prorated uniform allowance based on the number of months remaining in the
applicable allowance period.

(c)

Police Trainee: The City shall provide and pay for all uniforms and equipment required
for academy training. Upon notification that a trainee is scheduled to graduate from the
academy, the City shall purchase and issue the employee's required Class A uniform. The
City reserves the right to determine the appropriate timing for the purchase and issuance of
the Class A uniform, provided it is available for the employee's use upon graduation or
assignment to duties requiring the Class A uniform. Upon successful graduation from the
academy and appointment as a sworn police officer, each newly hired employee shall be
provided the uniforms and equipment necessary to perform their assigned duties. In
addition, each newly hired sworn police officer shall receive a prorated uniform allowance
based on the number of months remaining in the applicable uniform allowance period.

It is understood that uniform allowance is paid in advance, therefore if an employee separates from
service, then that employee shall reimburse the City based upon a pro-rated monthly basis of the
unused uniform allowance from their final pay.

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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

SECTION XXVI

HEALTH BENEFITS (CAFETERIA PLAN)

Effective January 1, 2025, the City will contribute to the cafeteria program for each employee
enrolled in the City sponsored CalPERS Health Plan:
Table #1

Monthly

Tier 1
No Med

Tier 2
Emp.

Tier 3
Tier 4
Emp. +1 Emp. +2+

-0-

$890

$1,473.16 $1,881.40

The employee, through authorized payroll deduction, shall contribute any additional required
premium. Employees hired after July 1, 2021, who elect not to enroll in the city sponsored
CalPERS Health Plan, shall receive a cash out of $400 per month upon evidence semiannually of
enrollment in a major medical insurance plan.
Employees hired before July 1, 2021, who elect not to enroll in the City sponsored CalPERS Health
Plan, shall receive a cash out pursuant to Table #2 per month upon evidence semiannually of
enrollment in a major medical group insurance plan.
Table #2

Monthly

Tier 1
No Med

Tier 2
Emp.

-0-

$575

Tier 3
Tier 4
Emp. +1 Emp. +2+
$738

$936

. Effective January 1, 2027, the City agrees to increase the monthly cafeteria plan contribution by
an amount equal to any increase in the employee's out-of-pocket premium cost for employee-only
(Tier 2) PERS Gold medical insurance coverage (or its equivalent successor plan), up to a
maximum increase of Two Hundred Dollars ($200.00) per month.
The increase shall be determined solely by the change in the employee-only (Tier 2) PERS Gold
premium and shall be applied as the same dollar increase to the monthly cafeteria plan contribution
for all eligible employees, regardless of the medical plan or coverage tier selected.
Example: If the employee-only (Tier 2) PERS Gold out-of-pocket premium increases by $80 per
month, the City's monthly cafeteria plan contribution shall increase by $80 per month for all
eligible employees. Accordingly, the cafeteria plan contribution for employees enrolled in
Employee + One, Family, or any other coverage tier shall also increase by $80 per month. If the
employee-only (Tier 2) PERS Gold out-of-pocket premium increases by more than $200 per
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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

month, the maximum increase to the monthly cafeteria plan contribution for all eligible employees
shall be $200 per month.
During employment with the City, employees shall be provided with a term life insurance policy
equal to one times the employee’s annual base salary; premiums to be paid by the City. The
employee may increase his/her term life insurance policy at his/her expense.

SECTION XXVII

PAYMENT FOR STANDBY TIME

A. Employees required to remain on court stand-by on other than their regular work hours,
shall receive a minimum of two (2) hours of pay at straight time and a maximum of six (6)
hours of pay at straight time.
B. No stand-by pay will be paid unless stand-by status is authorized by the Police Chief or
his/her designee.
C. An employee called in for a court appearance shall be compensated a minimum of two (2)
hours at one-and-one-half times the employee’s regular rate of pay.

SECTION XXVIII

PURGING OF PERSONNEL RECORDS

(a)
The letters of reprimand not involving suspension or demotion may be removed from the
personnel file four (4) years from date of letter. The same or similar offense causing the first letter
to be inserted in the personnel folder shall, within the two-year period, cause the first letter to be
retained in the file until the time the second letter is to be removed. This applies to subsequent
offenses as well.
(b)
The letters of reprimand involving suspension or demotion should be permanent records
unless a time for removal is set forth in the letter of reprimand.
(c)
Where letters of reprimand set forth in Section (b) above are removed, a notation on the
employee's status form shall indicate "action taken for disciplinary reasons" without setting forth
cause of action at time of filing Change of Status form.
(d)
When letters of reprimand set forth in Section (b) above are not self-obliterating, the
employee shall be permitted to request the removal of the letter after the letter has been in the file
for a period of not less than four (4) years. In order for the file to be purged as set forth in this
paragraph, it shall be necessary that there be majority concurrence of the City Manager, Chief of
Police and Association President.
(e)

In the event the employee is not satisfied with the decision derived from the action set forth

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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

in paragraph (d), he/she may appeal that decision to the City Council to be considered in closed
session. The decision of the City Council shall be final.

SECTION XXIX

USE OF KERR MCGEE CENTER FACILITIES

Each member, the member’s spouse, and dependent children shall be permitted to use the Sgt.
John Pinney Aquatics Center and the Kerr McGee physical activity facility during regular
operating hours at no charge, providing that said activity is not being directed by an instructor for
which a special fee is being charged of others and no additional cost is incurred by CITY. The City
also provides a 20% discount for City ran programs (Day Camp, Soccer, Basketball and Flag
Football programs only).

SECTION XXX

SEVERABILITY

If any provision of Memorandum is held invalid or unconstitutional by any court of competent
jurisdiction, such decision shall have no effect on the validity of the remaining provisions of this
Agreement, and such provisions shall continue to remain in full force.

SECTION XXXI

GRIEVANCE PROCEDURE

Purpose of Grievance Procedures
(a)

To promote improved employer-employee relations.

(b)

To provide that grievance shall be settled as near as possible to the point of origin.

(c)

To provide that the grievance procedures shall be as informal as possible.

A "grievance" shall be defined as a misinterpretation or misapplication of this Agreement by a
person who is adversely affected or by the Association if the grievance affects the Association's
rights, i.e. SECTION’s I, III, IV, V, VI, and VII.
STEP 1
An employee's grievance must be submitted in writing to the first line supervisor or management
representative immediately in charge of the aggrieved employee within fifteen (15) working days
after the event giving rise to the grievance. The supervisor or management representative will give
his/her answer to the employee by the end of the fifth (5th) working day following the presentation
of the grievance and the giving of such answer will terminate Step 1. For the purposes of this
section ‘working day’ shall be defined as regular non-holiday, non-weekend days of normal
operation for City Administration.
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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

STEP 2
If the grievance is not settled in Step 1, the grievance shall be reduced to writing by the employee,
fully stating the facts surrounding the grievance and detailing the specific provisions of this
Agreement alleged to have been violated, signed and dated by the employee, and the Association
and the appropriate management representative shall within five (5) working days after the
termination of Step 1, arrange a meeting to be held at a mutually agreeable location and time to
review and discuss the grievance. Such meeting will take place within ten (10) working days from
the date the grievance is referred to Step 2. A decision shall be rendered within five (5) working
days from the date of such meeting.
Time limits as set forth above may be extended by mutual agreement between the parties, but
neither party shall be required to so agree.
It is not intended that the grievance procedure be used to effect changes in the established salary
and fringe benefits.
STEP 3
Upon receipt of the appeal by the City Manager, he or his designee shall discuss the grievance
with the employee, his/her representative, if any, and other appropriate persons. The City Manager
shall render his decision and comments in writing, and return them to the employee within fifteen
(15) working days after receiving the appeal. If the employee does not agree with the decision
reached, or if no answer has been received within fifteen (15) working days, he/she may appeal to
the binding arbitration step, Step 4, within ten (10) working days.
STEP 4
In the event the issue is not resolved after Step 3 decision is issued by the City Manager, the sole
and exclusive remedy of the dispute shall be binding arbitration. The parties will request a list of
seven names of arbitrators from the State Mediation and Conciliation Service. The list will be
narrowed down to one name after alternate strikeouts of the parties. The arbitrator will be given
copies of the contract, the grievance, responses, and the positions of the parties on the issues. The
parties shall have the right to present evidence in support or defense of the issues. The arbitrator
will render a binding written opinion.
The cost associated with this arbitration shall be shared equally by City and P.E.A.R.

SECTION XXXII

LIMITED DUTY

The City may provide limited duty for employees who have physical limitations due to off-duty
injuries or illnesses, subject to the following conditions:
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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

(a) The availability of limited duty and the ability of the employee to perform the limited duty
shall be determined by the department head, taking into consideration the employee's job
description.
(b) An employee who is on limited duty shall immediately notify the department when the
employee is available for normal duty and shall give the department a physician's statement
indicating that the employee may return to normal duty.

AGREED:

AGREED:

_____________________________
TRAVIS REED
City Manager

P.E.A.R. President

DATED: _______________
______________________________
P.E.A.R. 1st Vice President

______________________________
P.E.A.R. 2nd Vice President
DATED: ______________

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Memorandum of Understanding
City of Ridgecrest & P.E.A.R. 2026-2029

EXHIBIT "A"

VACATION SCHEDULE
for members of
POLICE EMPLOYEES ASSOCIATION OF RIDGECREST

NO. OF YEARS
EMPLOYED
0-4
5-9
10-14
15-19
20+

Page 25

RATE OF ACCRUAL IN
HOURS PER PAY PERIOD
3.08
4.62
6.16
7.70
8.00

HOURS/YEAR
80
120
160
200
208

MAXIMUM
ACCRUAL
160
240
320
400
416

9

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: A Resolution of the City Council of the City of Ridgecrest Authorizing an Amendment to the City of
Ridgecrest PARS Alternate Retirement System (ARS) Plan
PRESENTED BY: Travis Reed, City Manager
Summary
As part of the City's ongoing efforts to maintain fiscal responsibility while continuing to provide competitive
employee benefits, staff recommends modifying the contribution structure for employees hired or rehired on or
after July 1, 2026.
Under the proposed amendment:
• Employees hired or rehired before July 1, 2026, will remain subject to the current contribution structure of
3.75% Employer and 3.75% Employee contributions.
• Employees hired or rehired on or after July 1, 2026, will contribute the full 7.50% employee contribution,
and the City's employer contribution will be reduced to 0%.
The proposed amendment does not change the total contribution required under the Plan. Rather, it changes how
the required 7.50% contribution is allocated between the City and newly hired or rehired employees.
Existing employees are not affected by this amendment.
Exhibit A – Amendment to the City of Ridgecrest PARS

FISCAL IMPACT: The proposed amendment will reduce the City's retirement contribution costs for employees hired
or rehired on or after July 1, 2026. The fiscal impact will occur gradually through normal employee turnover and
future hiring and is expected to generate long-term savings while maintaining compliance with federal requirements
for employees not covered by Social Security
ACTION REQUESTED: Adopt the Resolution.
CITY MANAGER’S RECOMMENDATION: Action as requested.
Submitted by:

Reed

Action Date: July 15, 2026

This Page Intentionally Left Blank

RESOLUTION NO 26-Xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIDGECREST
AUTHORIZING AN AMENDMENT TO THE PARS ALTERNATE
RETIREMENT SYSTEM (PARS ARS)
WHEREAS, the City of Ridgecrest (the “City”) maintains the City of Ridgecrest PARS Alternate
Retirement System (the “Plan”), an alternate to Social Security plan amended and restated effective July 1,
2021, for all eligible employees who are not accruing a benefit under Social Security or another retirement
system provided and maintained by the City; and
WHEREAS, the City reserves the right to amend the Plan from time to time pursuant to Section
8.3 of the Plan; and
WHEREAS, the Plan currently provides for a three and seventy-five hundredths (3.75%)
Employer contribution and a three and seventy-five hundredths (3.75%) Employee contribution for all
Employees eligible to participate in the Plan; and
WHEREAS, the City deems it to be in the best interest of the City and the Plan to amend the
current contribution split for eligible Employees hired or rehired on or after July 1, 2026, to a zero percent
(0%) Employer Contribution and a seven and one-half percent (7.50%) Employee Contribution.
NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of Ridgecrest does resolve as
follows:
1. The City Council hereby authorizes amending the contribution split under the Plan for eligible
Employees hired or rehired on or after July 1, 2026, to a zero percent (0%) Employer contribution
and a seven and one-half percent (7.50%) Employee contribution; and
2. The City Council hereby authorizes the City Manager, as the Plan Administrator, to execute the Plan
amendment substantially in the form attached as Exhibit A, with any modifications that the City
Manager deems necessary or appropriate to reflect the intent of these resolutions.
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Travis Endicott, Mayor
ATTEST:

___________________________________
Ricca Charlon, City Clerk

EXHIBIT A
AMENDMENT TO THE
CITY OF RIDGECREST
PARS ALTERNATE RETIREMENT SYSTEM (PARS ARS)
WHEREAS the City of Ridgecrest (the “Employer”) maintains the City of Ridgecrest
PARS Alternate Retirement System (the “Plan”), an alternate to Social Security plan amended and restated
effective July 1, 2021, for all Eligible Employees; and
WHEREAS the Employer reserves the right to amend the Plan from time to time pursuant
to Section 8.3 of the Plan; and
WHEREAS the Employer desires to amend the current Employee and Employer
contribution split for Eligible Employees hired or rehired on or after July 1, 2026.
NOW, THEREFORE, BE IT RESOLVED that the Plan is hereby amended as follows:
1.

Article III, Section 3.1, Amount of Employer Contributions, is amended in its entirety to read:
3.1

Amount of Employer Contributions

There is hereby created and established and shall be maintained by the Plan Administrator the Employer
Contribution Account. The Employer shall make contributions to the Plan as set forth below:
Tier I
For Compensation earned during each day that an Employee, hired prior to July 1, 2026,
remains a Participant under Tier I of this Plan, the Employer shall make a contribution of
three and seventy-five hundredths percent (3.75%) of Compensation.
Tier II
For Compensation earned during each day that an Employee, hired or rehired on or after
July 1, 2026, remains a Participant under Tier II of this Plan, the Employer shall make a
contribution of zero percent (0%) of Compensation.
Such contribution shall be made no later than the close of the Plan Year. These amounts shall be
credited to the Employer Contribution Account. Employer Contributions will be allocated to each
Participant in the ratio that such Participant’s compensation bears to the compensation of all
Participants.
2.

Article III, Section 3.2, Amount of Employee Contributions, is amended in its entirety to read:
3.2

Amount of Employee Contributions

There is hereby created and established and shall be maintained by the Plan Administrator the
Employee Contribution Account. The Employee shall make contributions to the Plan as set forth below:
Tier I
For Compensation earned during each day that an Employee, hired prior to July 1, 2026,
remains a Participant under Tier I of this Plan, the Employee shall make a contribution of
three and seventy-five hundredths percent (3.75%) of Compensation.
Tier II
For Compensation earned during each day that an Employee, hired or rehired on or after
July 1, 2026, remains a Participant under Tier II of this Plan, the Employee shall make a
contribution of seven and one-half percent (7.50%) of Compensation.

Such contribution shall be credited to the Employee Contribution Account. In accordance with
Section 414(h) of the Code and Sections 1.21 and 1.23 of this Plan, the contributions required under
this Section 3.2 shall be Pick Up Contributions. Pick Up Contributions shall meet the requirements
of Revenue Ruling 2006-43.
IN WITNESS WHEREOF, this Amendment is hereby adopted effective as of July 1, 2026
CITY OF RIDGECREST
By:

Travis Reed

Its: City Manager
Dated:

10

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: A Resolution Approving by Reference and Authorizing Execution of the Compensation Plans for the
Management, Mid-Management, Confidential, and Part-Time Employee Groups
PRESENTED BY: Travis Reed, City Manager
Summary
The City's Mid-Management and Confidential Compensation Plans required updates to reflect current
compensation, benefits, employment laws, and operational practices. In addition, the City developed new
Compensation Plans for the Management and Part-Time employee groups to formally establish compensation,
benefits, and terms and conditions of employment. The proposed plans also standardize all employee salary
schedules into a six-step salary structure, providing consistency across employee groups and supporting compliance
with applicable CalPERS compensation reporting requirements.
To remain competitive in recruiting and retaining qualified employees who provide essential public services, the City
must continue addressing the compensation gap. To help guide these efforts, the City completed a comprehensive
Total Compensation Study evaluating the competitiveness of employee compensation and benefits. The study
informed the proposed salary adjustments and compensation enhancements included in the plans. While the City's
budget remains balanced, available resources for compensation enhancements are limited. Staff met with
representatives of the Mid-Management and Confidential employee groups and recommends approval of the
attached Compensation Plans. The proposed enhancements are intended to strengthen the City's ability to recruit
and retain an experienced workforce while remaining competitive with comparable regional public agencies.
Key Mid-Management compensation enhancements:
1. Restructured the salary schedule into a standardized six-step salary schedule and implemented targeted salary
adjustments to bring classifications that were more than 10% below the market average to within 10% of the
market average.
2. Increase in monthly medical benefits: Increase in monthly medical benefits: Beginning January 1, 2026, the City
will increase the monthly cafeteria plan contribution by up to $200 per month, limited to the amount of any
increase in the employee-only (Tier 2) PERS Gold (or equivalent) medical premium.
3. Increased the annual tuition reimbursement from $500 to up to $1,250 for Associate Degree programs and up
to $1,500 for Bachelor's and Master's Degree programs.
4. The annual vacation accrual cap is increased from 200 hours to 208 hours.
5. Term July 1, 2026 to June 30, 2029
Key Confidential Employee compensation enhancements:
1. Restructured the salary schedule into a standardized six-step salary schedule and implemented targeted salary
adjustments to bring classifications that were more than 10% below the market average to within 10% of the
market average.

Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

2. Increase in monthly medical benefits: Beginning January 1, 2026, the City will increase the monthly cafeteria plan
contribution by up to $200 per month, limited to the amount of any increase in the employee-only (Tier 2) PERS
Gold (or equivalent) medical premium.
3. Separated and clarified bilingual pay, establishing a standalone 2.5% bilingual pay
4. New language clarifies that employees using approved accrued leave during their regular work schedule
remain eligible for overtime compensation for authorized hours actually worked outside their normal schedule,
consistent with the Fair Labor Standards Act (FLSA) and California law.
5. The annual vacation accrual cap is increased from 200 hours to 208 hours.
6. Term July 1, 2026 to June 30, 2029
Key Management Plan provisions:
1. Establishes the City's first formal Management Compensation Plan to supplement individual employment
agreements for Management employees. In the event of a conflict, the individual employment agreement shall
prevail.
Key Part- Time Plan provisions:
1. Restructured the salary schedule into a standardized six-step salary schedule
2. Establishes the City's first comprehensive Compensation Plan for Part-Time, Seasonal, Temporary, and Limited
Duration employees, defining compensation, employment status, and applicable benefits.
3. Updates the PARS Alternate Retirement System contribution structure for non-benefited employees,
maintaining the current contribution split for existing employees and implementing a 0% City/7.5% employee
contribution for employees hired or rehired on or after July 1, 2026.
Exhibit A – Confidential Employees Compensation Plan
Exhibit B – Mid-Management Employees Compensation Plan
Exhibit C – Management Compensation Plan
Exhibit D – Part- Time Compensation Plan

FISCAL IMPACT: Included in FY27 Budget. Future increases in health insurance contributions beginning January 1,
2027, are capped and will only increase based upon actual increases in employee-only health insurance premiums.
ACTION REQUESTED: Adopt the Resolution
CITY MANAGER’S RECOMMENDATION: Action as requested
Submitted by:

Reed

Action Date: July 15, 2026

RESOLUTION NO. 26 - xx

A RESOLUTION OF THE RIDGECREST CITY COUNCIL APPROVING BY
REFERENCE AND AUTHORIZING EXECUTION OF COMPENSATION
PLANS WITH THE MANAGEMENT, MID-MANAGEMENT, CONFIDENTIAL
AND PART-TIME EMPLOYEE GROUPS

The City Council of the City of Ridgecrest hereby approves by reference and
authorizes the City Manager to execute compensation plans between the City of Ridgecrest
and the Management, Mid-Management, Confidential And Part-Time Employee Groups for
the term July 1, 2026 through June 30, 2029 effective July 1, 2026.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ridgecrest does
hereby agree to the above and adopt this resolution.
APPROVED AND ADOPTED this 15th day of July 2026 by the following vote.

AYES:
NOES:
ABSTAIN:
ABSENT:
Travis Endicott, Mayor
ATTEST:

Ricca Charlon, City Clerk

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2026-2029
Confidential Group Compensation
July 1, 2026 – June 30, 2029
Plan

City of
Ridgecrest

City of Ridgecrest 2026Confidential Group Compensation Plan 2029

City of Ridgecrest 2026Confidential Group Compensation Plan 2029

TABLE OF CONTENTS
SECTION
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

SECTION TITLE
SALARY SCHEDULE & POSITIONS
LONGEVITY PAY
HEALTH BENEFITS
SCHEDULING
ACCRUED LEAVE USAGE AND OVERTIME ELIGIBILITY
HOLIDAYS
ANNUAL VACATION LEAVE
SICK LEAVE
BEREAVEMENT LEAVE
LEAVES OF ABSENCE
WORKERS COMPENSATION
RETIREMENT
ANNUAL EVALUATION & PERFORMANCE PLAN
OUT OF CLASS TEMPORARY APPOINTMENT
TUITION REIMBURSEMENT
EDUCATION INCENTIVE PAY
BILINGUAL PAY
USE OF KERR MCGEE FACILITIES
EFFECTIVE DATE
REPEALS
EXHIBIT “A” VACATION TABLE
EXHIBIT “B” SALARY SCHEDULE

PAGE
1
1
1
2
3
3
4
5
6
6
7
7
7
8
8
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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

CONFIDENTIAL PLAN
July 1, 2026 – June 30, 2029

1.

SALARY SCHEDULE & POSITIONS
(a) Confidential employees shall be compensated in accordance with the
published Salary Schedule. Available to view on the city’s website. Also
attached as Exhibit “B”.
(b) Position List
POSITION TITLE
Account Clerk
Accountant
Accounts Payable Technician
Accounts Receivable Specialist
Administrative Analyst I
Administrative Analyst II
Cultural Affairs Coordinator
Human Resources Administrator
Information Systems Specialist

2.

POSITION TITLE
Information Systems Technician
Junior Accountant
Payroll Technician
Police Clerk Supervisor
Recreation Assistant
Streets Foreman
Transit Administrator/Dispatcher
Transit Operations Supervisor
WasteWater Foreman

LONGEVITY PAY
Confidential members who have completed twenty (20) years of service with
the City shall receive additional pensionable compensation equal to two and
one-half percent (2.5%) of base pay. This pensionable compensation is
available for both classic and PEPRA members reported and paid on 26 pay
periods. Employees shall continue to receive this compensation for as long as
they remain in a position represented by this compensation agreement, until
separation from service or transfer to a position not represented by this
agreement.

3.

HEALTH BENEFITS
Effective January 1, 2025, the City will contribute to the cafeteria program for
each employee enrolled in the City sponsored CalPERS Health Plan:
Table #1

Monthly

Tier 1

Tier 2

Tier 3

Tier 4

Outside Medical

Emp.

Emp. + 1

Emp. + 2+

$400

$890

$1473.16

$1881.40
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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

The employee, through authorized payroll deduction, shall contribute any
additional required premium. Employees hired after July 1, 2021, who elect not
to enroll in the city sponsored CalPERS Health Plan, shall receive a cash out
of $400 per month upon evidence semiannually of enrollment in a major
medical insurance plan.
Employees hired before July 1, 2021, who elect not to enroll in the City
sponsored CalPERS Health Plan, shall receive a cash out pursuant to Table
#2 per month upon evidence semiannually of enrollment in a major medical
group insurance plan.
Table #2

Monthly

Tier 1

Tier 2

Outside Med

Outside Med w/City Dental

$450

$575

Effective January 1, 2027 the City agrees to increase the monthly cafeteria plan
contribution by up to Two Hundred Dollars ($200.00) per month, not to exceed
the amount of any increase in the out-of-pocket premium cost for employeeonly (Tier 2) PERS Gold (or equivalent if name change) plan medical insurance
coverage.
By way of example, if the employee-only premium increases by $200.00 above
the current cafeteria contribution amount, the Council contribution shall
increase by the amount of that overage. Any premium costs exceeding the
Council’s contribution increase shall remain the responsibility of the employee.
Example: there is an approximate Sixty Dollar ($60.00) difference between the
cafeteria contribution and the employee-only insurance premium. Should the
employee-only premium increase by an additional Eighty Dollars ($80.00), the
employee out-of-pocket cost would total approximately One Hundred Forty
Dollars ($140.00). In such event, the cafeteria contribution would be increased
by One Hundred Forty Dollars ($140.00) per month and would apply equally to
all participating employees, including those enrolled in single, employee plus
one, and family coverage plans.

4.

SCHEDULING
The department head, with the approval of the City Manager, retains the right
to make assignments and scheduling decisions, including the right to change
the starting and ending times of employees’ shifts, based upon the needs of
the department and the community. As such, the Department Head will be
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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

responsible for all decisions concerning staffing levels and the specific hours
of individual shifts as well as special assignments.
5.

ACCRUED LEAVE USAGE AND OVERTIME ELIGIBILITY
Employees using approved accrued leave during regularly scheduled work
hours remain eligible for overtime compensation for all authorized hours
actually worked outside their normal workday or regular schedule. Required
attendance at meetings, trainings, callbacks, emergency responses, remote
assignments, or other authorized duties outside scheduled hours shall be
treated as hours worked for overtime purposes in accordance with the Fair
Labor Standards Act (FLSA), California law, and this Compensation Plan.
Approved leave shall not offset or reduce overtime compensation owed for
hours actually worked. All overtime work must be authorized in accordance with
department policy, personnel rules and this Compensation Plan.

6.

HOLIDAYS
Confidential employees will observe the following holidays. However, if a
holiday falls on a Friday, the holiday will be observed the preceding Thursday.
The Liberal City Holiday after Thanksgiving and Christmas may be taken as a
Liberal Holiday the week of or the week immediately following the actual
Holiday Date.
New Year’s Day
Martin Luther King Jr. Day
President’s Day
Memorial Day
Independence Day
Labor Day
Veteran’s Day
Thanksgiving Day
Liberal City Holiday (the day after Thanksgiving)
Christmas Day
Liberal City Holiday (the day after Christmas)
24 Floating Holiday Hours
Any day designated by the City as an Administrative Action Holiday
The City of Ridgecrest will provide all full-time employees floating holidays on
an accrual basis and can be used when employees have a need to be off work
for any reason. A new full-time employee receives a one-time advance of 24
hours of floating holiday. Employees will accrue floating holiday hours on a per
pay period basis with a maximum of .923 hour per pay period or 24 hours per
year.

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

Employees may carry over unused FLOATING HOLIDAYS from one fiscal year
to the next with a maximum of 48 hours. At any time, employees can only have
a maximum of 48 hours in the bank and accrual will start again once their
accrued balance drops below the maximum cap.
All FLOATING HOLIDAYS must be scheduled in advance and approved by the
supervisor except in cases of sudden illness or emergency. Floating holiday
hours may be used in combination with other accrued leave hours such
vacation leave, sick leave, and comp time in order to get a full day’s worth of
paid time off. Any employees who separate from the City service shall receive
pay for all unused accrued floating holiday hours.

7.

ANNUAL VACATION LEAVE
All members shall be entitled to take vacation leave with pay, except members
who have served the CITY less than six months.
Commencing with the successful completion of six months of service, the
member may take vacation leave up to the amount accumulated when the
leave is initiated. Each eligible member shall accrue annual vacation at the
rate indicated in Exhibit “A” attached, earning a maximum of 208 hours per
year.
i. Each member may accrue vacation time at a maximum of two (2)
times the corresponding annual accrual rate for which the member is
eligible as indicated in Exhibit “A”. Upon reaching the maximum
accrued vacation time, further accrual will cease until member has
used sufficient vacation time to bring his/her accrual below the
maximum. The times in which a member may take vacation shall be
determined by the Department Head with due regard for the wishes
of the member with particular regard for needs of the service.
ii. Each member may annually, at the sole discretion of the member,
convert the cash value of no more than 20 hours of available vacation
directly into the member’s 457b plan. Conversion requests shall be
submitted by the member to the Finance Director via the member’s
Department Head no later than June 1 each year. Payments will
occur after the deadline at a time determined by the Finance Director,
subject to available budgeted funds.
iii. If the requirements of service are such that member cannot take all
of his or her annual vacation in a particular year, the accrued
vacation time may be banked or paid for at the discretion of City not
to exceed the maximum accrual described herein.

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

In the event that one or more municipal holiday(s) fall within a member’s annual
vacation leave, the holiday(s) shall not be charged as vacation leave.
Any member who separates from service with CITY shall receive pay for all
accrued vacation.

8.

SICK LEAVE
Employees shall be able to accumulate all earned sick leave for the purpose of
actual illness or disability.
Employees who have less than five years of service shall not be entitled to cash
out of his/her sick leave accrual at the time of termination of employment by
resignation or removal from City service. Employees who have five years or
more of service, depending on his/her years of service, shall be entitled to
accumulate for conversion purposes, between 320 to 960 hours, and the table
below will show the percentage he/she is entitled to cash out at the time of
termination of employment by resignation or removal from City service.

Confidential Accumulated Sick Leave Cash Out Table
Years of Service
Maximum Hours
Cash Out Value
Less than 5
none
none
5 + less than 10
320 hours
75%
10 + less than 15
640 hours
75%
15 +
960 hours
75%

If an employee is absent on sick leave, he/she shall notify his/her immediate
supervisor or the personnel officer prior to the time set for beginning his/her
daily duties. The employee may be required to file a physician’s certificate with
his/her Department Head.
Accrued sick leave may be taken in case of an employee’s presence being
required elsewhere because of sickness, disability or death of a members of
his/her immediate family. The City agrees to follow applicable laws pertaining
to the use of sick leave for family medical leave.
An employee receiving temporary disability payments under the Worker’s
Compensation Laws may use accumulated sick leave in order to continue to
maintain his/her regular income.

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

9.

BEREAVEMENT LEAVE
All employees who have been employed by the City for at least 30 days are
entitled to five (5) days of paid bereavement leave in the event of the death of
a “family member. For the purpose of this section, “family member” shall include
the spouse or registered domestic partner, child (including step-children),
parents (including step-parents and parents-in-law), siblings (including stepsiblings and siblings-in-law), grandparents (including grand parents-in-law),
and other cohabitants living full-time in the same household as the member
acting as a family unit.
An employee may use vacation, personal leave, accrued and available sick
leave, or compensatory time off in order to provide for their compensation
during any bereavement leave in excess of five (5) days.
An employee who utilizes bereavement leave shall notify their supervisor or
Department Head of the intent to use such leave. Employees may use such
leave on a non-consecutive basis in the three (3) months that follow that date
of death of the “family member.”

10.

LEAVES OF ABSENCE
The CITY provides family and medical care leave for eligible employees as
required by State and Federal law. Employees who misuse or abuse family and
medical care leave may be disciplined up to and including termination.
Employees who fraudulently obtain or use CFRA leave are not protected by the
CFRA’s job restoration or maintenance of health benefits provisions. This
Policy is supplemented by the Federal Family and Medical Leave Act (“FMLA”),
and the California Family Rights Act (“CFRA”). Unless otherwise stated in this
Policy, “Leave” means leave pursuant to the FMLA and CFRA. Unless
otherwise provided by law, the CITY will run each employee’s FMLA and CFRA
leaves concurrently.
Although family and medical care leave is unpaid, an employee may elect and
the CITY will require an employee to concurrently use all paid accrued leaves
during family and medical care leave as described below.
An employee may use any earned or accrued paid leave except sick leave for
all or part of any unpaid family and medical care leave. An employee is entitled
to use sick leave concurrently with family and medical care leave for the
employee’s own serious health condition or that of the employee’s parent,
spouse, domestic partner or child.
If an employee takes a leave of absence for any purpose which also qualifies
under both the FMLA and CFRA, the CITY will designate that leave as running
concurrently with the employee’s 12-week FMLA/CFRA leave entitlement.
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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

Employees will continue to be covered by the CITY’s group health insurance
for up to twelve (12) weeks to the same extent that coverage is provided while
the employee is on the job. If the employee is disabled by pregnancy, coverage
will continue up to four (4) months. If an employee disabled by pregnancy also
uses leave under the CFRA for baby-bonding, the CITY will maintain her
coverage while she is disabled by pregnancy (up to four [4] months or 17 1/3
weeks) and during her CFRA leave (up to twelve [12] weeks).
Employees whose leave of absence extends beyond FMLA/CFRA leave are
eligible to maintain benefits under COBRA. Employees would pay the benefit
premiums and a small administrative fee for continuation of benefits.

11.

WORKERS COMPENSATION
In the event of an industrial injury to a Confidential member, the City will make
employee whole for lost wages not paid by worker’s compensation up to the
first three days per accepted claim.

12.

RETIREMENT
The City agrees to provide all eligible members who are considered “classic
members” based on PEPRA rules with a retirement plan with the benefit factor
of 2.7% at 55 thru CalPERS. For members who fall under the “new member”
classification of PEPRA, the City agrees to provide them with a retirement plan
with the benefit factor of 2% at 62.
The members of this group thru payroll deduction agree to pay the required
employee contribution rates.
City will pay the actuarially determined minimum employer contribution rates
for both member classifications.

13.

ANNUAL EVALUATIONS & PERFORMANCE PLANS
In conjunction with the annual evaluating process, the supervisor and employee
will share responsibility to create a Performance Plan. This Plan is a written
document to define several goals for the employee to work on during the
prospective year. The Plan has the flexibility to be changed when circumstance
arise that may affect the ability of the employee to accomplish the stated goals,
but any changes shall be approved by the Department Head after consultation
with the employee and supervisor. The employee’s success with the

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

performance Plan will be one element of consideration by the supervisor when
completing the annual evaluation.
The City Manager, upon the recommendation of a Department Head, may
advance an employee to the next highest step within the range of the
employee’s class as a reward for outstanding performance but only after the
employee has served a minimum of three months in the step from which the
employee is to be advanced. No salary advancement shall be made so as to
exceed the maximum step established in the compensation schedule for the
class to which the employee’s position is allocated.

14.

OUT OF CLASS TEMPORARY APPOINTMENT
The Department Head, with approval of the City Manager, retains the right to
temporarily assign an employee to an acting position within the department.
The City reserves the right, within its sole discretion, to assign employees within
this unit to work outside of their regular classification. The employee shall meet
all eligibility requirements for the position. An employee who has been
temporarily appointed to an out of class temporary position in a higher
classification for a period of over forty (40) consecutive hours shall be
compensated, beginning at the 1st hour, with a 5% pay increase, in recognition
of extra duties performed. This pensionable compensation is available for both
classic and PEPRA members reported and paid on 26 pay periods.

15.

TUITION REIMBURSEMENT
The purpose is to encourage employees to pursue courses of study or technical
training that will enable them to become more proficient in their jobs.
Eligibility – All permanent, full-time employees.
Applicability
(a) The course or training must be directly applicable to the member’s current
job classification or related to a position to which the member might
reasonably aspire within CITY’s organizational structure, including
management positions, as determined by the City Manager.
(b) All coursework must be completed during non-working hours at no cost to
City.
Authorization

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

(a) An eligible member participating in the reimbursement program must submit
a request and receive the corresponding approval for tuition/fee
reimbursement from the City Manager via the member’s Department Head
for a course or training meeting the above criteria, prior to registering for the
course or training.
(b) All degree coursework must be from an educational institution currently
accredited by an accrediting organization recognized by the secretary of the
U.S. Department of Education.
(c) If approved by the City Manager, and upon successful completion of the
course of study with a satisfactory or better grade (e.g. letter grade of C or
better on a scale of A-F, grade of pass on a scale of pass-fail), the member
will be reimbursed for 100% of tuition/fee and/or books up to the maximum
authorized amount.
(d) The member is responsible for the cost of all books, tuition, fees, and related
charges in excess of the reimbursement limit.
(e) The maximum annual reimbursement per member for approved coursework
shall be $1,250 for coursework in an Associate Degree program, $1,500 for
a Bachelor’s degree program or a Master’s Degree program and may be
allocated to the specific cost areas listed in the tuition reimbursement
request approved by the City Manager and as budget is available.

16.

EDUCATION INCENTIVE PAY
The purpose of the Educational Incentive Plan is to encourage full-time
employees to improve themselves through education and training on their off
time and thus increase their value to the City of Ridgecrest and at the same
time improve their ability to promote and efficiency in their chosen career within
the City.
To be eligible to participate in the Plan, a member must comply with the
following requirement:
(a) Be a full-time permanent member of City staff and have passed the
probationary period.
(b) Schedule of Compensation:

(1)
Five percent (5%) of salary for any member acquiring an A.A., or any
certificate deemed by the City Manager as pertinent/beneficial to CITY. Acquiring
the degree/certificate must be at no cost to the City other than participation in the
tuition reimbursement program.

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029
(2)
Five percent (5%) of salary for any member acquiring a relevant B.S., B.A.,
M.S., M.A. Acquiring the degree must be at no cost to the City other than
participation in the tuition reimbursement program.

(3)
Total Education Incentive shall not exceed ten percent (10%). This
pensionable compensation is available for both classic and PEPRA members
reported and paid on 26 pay periods.

It is understood by the Confidential Group if the job description held by that
employee requires one of the above as of this date, then that employee shall
not be eligible for the Education Incentive Plan.

17.

BILINGUAL PAY
Employees who are proficient in a language other than English may be eligible
for bilingual pay. The City Manager shall solely determine whether a language
is in demand within the community. That language must be in demand within
the community and members must pass a language proficiency test
administered by the Personnel Officer. Upon demonstration of proficiency in a
foreign language, the employee may receive bilingual pay as two and one-half
percent (2.5%) of base pay. Should an employee participate in a language
course/s, those costs are not reimbursed by the City.
The parties agree that to the extent permitted by law, that this pay is a special
assignment pay – a type of pensionable compensation for both Classic and
PEPRA members reported and paid on 26 pay periods.

18.

USE OF KERR MCGEE CENTER FACILITIES
Each member, the member’s spouse, and dependent children shall be
permitted to use the Sgt. John Pinney Aquatics Center and the Kerr McGee
physical activity facility during regular operating hours at no charge, providing
that said activity is not being directed by an instructor for which a special fee is
being charged of others and no additional cost is incurred by CITY. The City
also provides a 20% discount for City ran programs (Day Camp, Soccer,
Basketball and Flag Football programs only).

19.

EFFECTIVE DATE
This Agreement becomes effective July 1, 2026.

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

20.

REPEALS
All previous compensation plans for Confidential Group employees are hereby
repealed.
THIS COMPENSATION PLAN WAS ADOPTED by the City Council of the City
of Ridgecrest, California at their regular meeting on July 15, 2026.

Travis Reed
Ridgecrest City Manager

EXHIBIT “A”
VACATION SCHEDULE
CONFIDENTIAL EMPLOYEES
NO. OF YEARS
EMPLOYED

RATE OF ACCRUAL
IN HOURS

HOURS/YEAR

MAXIMIM
ACCRUAL

0-4
5-9
10-14
15 -20
20+

3.08
4.62
6.16
7.70
8.00

80
120
160
200
208

160
240
320
400
416

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City of Ridgecrest 2026Confidential Group Compensation Plan 2029

EXHIBIT “B”
SALARY SCHEDULE
CONFIDENTIAL EMPLOYEES, effective July 1, 2026
POSITION TITLE
Account Clerk
Accountant
Accounts Payable Technician
Accounts Recievable Specialist
Administrative Analyst I
Administrative Analyst II
Cultural Affairs Coordinator
Human Resources Administrator
Information Systems Specialist
Information Systems Technician
Junior Accountant
Payroll Technician
Police Clerk Supervisor
Recreation Assistant
Streets Foreman
Transit Administrator/Dispatcher
Transit Operations Supervisor
Wastewater Foreman

GRADE
Min
Max
STEP 1
STEP 2
STEP 3
STEP 4 STEP 5 STEP 6
6468 3,414.27 4,357.55
19.6977
20.6826
21.7167 22.8025 23.9426 25.1397
7559 5,598.67 7,145.48
32.3000
33.9150
35.6108 37.3913 39.2609 41.2239
6568 3,930.09 5,015.92
22.6736
23.8073
24.9977 26.2476 27.5600 28.9380
6555 4,769.44 6,087.15
27.5160
28.8918
30.3364 31.8532 33.4459 35.1182
6663 4,952.15 6,320.34
28.5701
29.9986
31.4985 33.0734 34.7271 36.4635
7680 5,798.69 7,400.78
33.4540
35.1267
36.8830 38.7272 40.6636 42.6968
6539 3,589.46 4,581.17
20.7084
21.7438
22.8310 23.9726 25.1712 26.4298
7680 5,798.69 7,400.78
33.4540
35.1267
36.8830 38.7272 40.6636 42.6968
7625 5,798.69 7,400.78
33.4540
35.1267
36.8830 38.7272 40.6636 42.6968
6625 3,891.85 4,967.11
22.4530
23.5757
24.7545 25.9922 27.2918 28.6564
6555 4,769.44 6,087.15
27.5160
28.8918
30.3364 31.8532 33.4459 35.1182
7591 5,061.51 6,459.93
29.2010
30.6611
32.1942 33.8039 35.4941 37.2688
7804 4,952.15 6,320.34
28.5701
29.9986
31.4985 33.0734 34.7271 36.4635
6170 3,405.34 4,346.16
19.6462
20.6285
21.6599 22.7429 23.8800 25.0740
7265 4,508.96 5,754.72
26.0132
27.3139
28.6796 30.1136 31.6193 33.2003
7181 5,259.59 6,712.73
30.3438
31.8610
33.4541 35.1268 36.8831 38.7273
7130 5,798.69 7,400.78
33.4540
35.1267
36.8830 38.7272 40.6636 42.6968
7270 5,755.64 7,345.83
33.2056
34.8659
36.6092 38.4397 40.3617 42.3798

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2026-2029
Mid Management
Compensation Plan
July 1, 2026 – June 30, 2029

City of Ridgecrest
2026-2029

City of Ridgecrest
Mid-Management Compensation Plan

This page intentionally left blank

TABLE OF CONTENTS
POSITION LIST
SALARY SCHEDULE
LONGEVITY PAY
HEALTH BENEFITS
SCHEDULING
HOLIDAYS
ANNUAL VACATION TIME
SICK LEAVE
BEREAVEMENT LEAVE
WORKERS COMPENSATION
RETIREMENT
ANNUAL EVALUATION & PERFORMANCE PLAN
OUT OF CLASS TEMPORARY APPOINTMENT
UNIFORM ALLOWANCE
TUITION REIMBURSEMENT
EDUCATION INCENTIVE PAY
USE OF KERR MCGEE FACILITIES
EFFECTIVE DATE
REPEALS
EXHIBIT "A"
EXHIBIT "B"

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City of Ridgecrest
Mid-Management Compensation Plan

MID-MANAGEMENT PLAN
July 1, 2021 – June 30, 2022
1.

Position List
The Mid-Management employees consist of the follow positions:
Accounting Supervisor

Information Technology Manager

Administrative Analyst III

Parks Maintenance Supervisor

Assistant Finance Director

Police Captain

Chief Plant Operator

Public Works Supervisor

City Clerk

Senior Engineer

City Planner

Transit Services Coordinator

Comm & Econ Development Manager

2.

SALARY SCHEDULE
Mid-Management employees shall be compensated in accordance with the published
Salary Schedule. Available to view on the city’s website also attached as Exhibit “B”.

3.

LONGEVITY PAY
Mid-Management employees who have completed twenty (20) years of service with
the City shall receive additional pensionable compensation equal to two and one-half
percent (2.5%) of base pay. This pensionable compensation is available for both
classic and PEPRA members reported and paid on 26 pay periods. Employees shall
continue to receive this compensation for as long as they remain in a position
represented by this compensation agreement, until separation from service or transfer
to a position not represented by this agreement.

4.

HEALTH BENEFITS
Effective January 1, 2025, the City will contribute to the cafeteria program for each
employee enrolled in the City sponsored CalPERS Health Plan:
Table #1

Monthly

Tier 1

Tier 2

Tier 3

Tier 4

Outside
Medical

Emp.

Emp. + 1

Emp. + 2+

$400

$890

$1473.16

$1881.40

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City of Ridgecrest
Mid-Management Compensation Plan

The employee, through authorized payroll deduction, shall contribute any additional
required premium. Employees hired after July 1, 2021, who elect not to enroll in the
city sponsored CalPERS Health Plan, shall receive a cash out of $400 per month upon
evidence semiannually of enrollment in a major medical insurance plan.
Employees hired before July 1, 2021, who elect not to enroll in the City sponsored
CalPERS Health Plan, shall receive a cash out pursuant to Table #2 per month upon
evidence semiannually of enrollment in a major medical group insurance plan.

Table #2

Monthly

Tier 1

Tier 2

Outside Med

Outside Med w/City Dental

$450

$575

Effective January 1, 2027 the Council agrees to increase the monthly cafeteria plan
contribution by up to Two Hundred Dollars ($200.00) per month, not to exceed the
amount of any increase in the out-of-pocket premium cost for employee-only (Tier 2)
PERS Gold (or equivalent if name change) plan medical insurance coverage.
By way of example, if the employee-only premium increases by $200.00 above the
current cafeteria contribution amount, the Council contribution shall increase by the
amount of that overage. Any premium costs exceeding the Council’s contribution
increase shall remain the responsibility of the employee.
Example: there is an approximate Sixty Dollar ($60.00) difference between the
cafeteria contribution and the employee-only insurance premium. Should the
employee-only premium increase by an additional Eighty Dollars ($80.00), the
employee out-of-pocket cost would total approximately One Hundred Forty Dollars
($140.00). In such event, the cafeteria contribution would be increased by One
Hundred Forty Dollars ($140.00) per month and would apply equally to all participating
employees, including those enrolled in single, employee plus one, and family coverage
plans.

5.

SCHEDULING
The Department Head, with the approval of the City Manager, retains the right to make
assignments and scheduling decisions, including the right to change the starting and
ending times of employees’ shifts, based upon the needs of the department and the
community. As such, the Department Head will be responsible for all decisions
concerning staffing levels and the specific hours of individual shifts as well as special
assignments.

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City of Ridgecrest
Mid-Management Compensation Plan

6.

HOLIDAYS
Mid-Management will observe the following holidays. However, if a holiday falls on a
Friday, the holiday will be observed the preceding regular scheduled workday. The
Liberal City Holiday after Thanksgiving and Christmas may be taken as a Liberal
Holiday the week of or the week immediately following the actual Holiday Date.
New Year’s Day
Martin Luther King Jr. Day
President’s Day
Memorial Day
Independence Day
Labor Day
Veteran’s Day
Thanksgiving Day
Liberal City Holiday (the day after Thanksgiving)
Christmas Day
Liberal City Holiday (the day after Christmas)
24 Floating Holiday Hours
Any day designated by the City as an Administrative Action Holiday
The City of Ridgecrest will provide all full-time employees floating holidays that are
accrued based on hours paid and can be used when employees have a need to be off
work for any reason. A new full time employee receives a one-time advance of 24
hours of floating holiday. In addition, employees will accrue floating holiday hours at
the rate of.923 hour per pay period or 24 hours per year.
Employees may carry over unused FLOATING HOLIDAYS from one fiscal year to the
next with a maximum of 48 hours. At any one time employees can only have a
maximum of 48 hours in the bank and accrual will start again once their accrued
balance drops below the cap.
All FLOATING HOLIDAYS must be scheduled in advance and approved by the
supervisor except in cases of sudden illness or emergency. Floating holiday hours
may be used in combination with other accrued leave hours such vacation leave, sick
leave, and comp time order to get a full day’s worth of paid time off. Any employees
who separate from the City service shall receive pay for all unused accrued floating
holiday.

7.

ANNUAL VACATION LEAVE
The purpose of annual vacation leave is to enable each eligible employee annually to
return to work mentally and physically refreshed. All employees covered by this
agreement shall be entitled to take annual vacation leave with pay, except employees
who have served the City less than six months, or who are not eligible.
Commencing with the successful completion of six months of service, the employee
may take annual vacation leave up to the amount accumulated when the leave is
initiated. Each eligible employee shall accrue annual vacation at the rate indicated in
Exhibit “A” attached, earning a maximum of 208 hours per year.

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City of Ridgecrest
Mid-Management Compensation Plan

No employee shall accrue more than twice his/her annual vacation leave accrual rate;
at which time accrual shall cease until unused vacation accrual is below the maximum
accrual.
Each member may annually, at the sole discretion of the member, convert the cash value
of no more than 18 hours of available vacation directly into the employee’s 457b plan.
Conversion requests shall be submitted by the member to the Finance Director via the
employee’s Department Head no later than June 1 each year. Payments will occur after
the deadline at a time determined by the Finance Director.

Any person who separates from City service shall receive pay for all unused,
accrued vacation.
8.

SICK LEAVE
Employees shall be able to accumulate all earned sick leave for the purpose of
actual physical illness or disability.
Employees who have less than five years of service shall not be entitled to cash
out of his/her sick leave accrual at the time of termination of employment by
resignation or removal from City service. Employees who have five years or
more of service, depending on his/her years of service, shall be entitled to
accumulate for conversion purposes, between 320 to 960 hours, and the table
below will show the percentage he/she is entitled to cash out at the time of
termination of employment by resignation or removal from City service.
Mid-Management Accumulated Sick Leave Cash Out Table
Years of Service
Maximum Hours
Cash Out Value
Less than 5
none
none
5 + less than 10
320 hours
75%
10 + less than 15
640 hours
75%
15 + less than 20
960 hours
75%
20 +
960 hours
100%

If an employee is absent on sick leave, he/she shall notify his/her immediate
supervisor or the personnel officer prior to the time set for beginning his/her
daily duties. The employee may be required to file a physician’s certificate with
his/her Department Head.
Accrued sick leave may be taken in case of an employee’s presence being
required elsewhere because of sickness, disability or death of a members of
his/her immediate family. The City agrees to follow applicable laws pertaining
to the use of sick leave for family medical leave.

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City of Ridgecrest
Mid-Management Compensation Plan
An employee receiving temporary disability payments under the Worker’s
Compensation Laws may use accumulated sick leave in order to continue to
maintain his/her regular income.
9.

BEREAVEMENT LEAVE
All employees who have been employed by the City for at least 30 days are
entitled to five (5) days of paid bereavement leave in the event of the death of
a “family member”. For the purpose of this section, “family member” shall
include the spouse or registered domestic partner, child (including stepchildren), parents (including step-parents and parents-in-law), siblings
(including step-siblings and siblings-in-law), grandparents (including grand
parents-in-law), and other cohabitants living full-time in the same household as
the member acting as a family unit.

An employee may use vacation, personal leave, accrued and available sick
leave, or compensatory time off in order to provide for their compensation
during any bereavement leave in excess of five (5) days.

10.

WORKERS COMPENSATION
The City shall make a Mid-Management employee whole for lost wages incurred
during the workers' compensation waiting period, not to exceed the first three (3)
scheduled workdays per accepted claim

11.

RETIREMENT
The City agrees to provide all eligible members who are considered “classic
members” based on PEPRA rules with a retirement plan with the benefit
factor of 2.7% at 55 thru CalPERS. For members who fall under the “new
member” classification of PEPRA, the City agrees to provide them with a
retirement plan with the benefit factor of 2% at 62.
The members of this group through payroll deduction agree to pay the
required employee contribution rates.
The city will pay the actuarially determined minimum employer contribution
rates for both member classifications.

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City of Ridgecrest
Mid-Management Compensation Plan

12.

ANNUAL EVALUATIONS & PERFORMANCE PLANS
In conjunction with the annual evaluating process, the supervisor and employee
will share responsibility to create a Performance Plan. This Plan is a written
document to define several goals for the employee to work on during the
prospective year. The Plan has the flexibility to be changed when circumstance
arise that may affect the ability of the employee to accomplish the stated goals,
but any changes shall be approved by the Department Head after consultation
with the employee and supervisor. The employee’s success with the
performance Plan will be one element of consideration by the supervisor when
completing the annual evaluation.
The City Manager, upon the recommendation of a Department Head, may
advance an employee to the next highest step within the range of the
employee’s class as a reward for outstanding performance but only after the
employee has served a minimum of three months in the step from which the
employee is to be advanced. No salary advancement shall be made so as to
exceed the maximum step established in the compensation schedule for the
class to which the employee’s position is allocated.

13.

OUT OF CLASS TEMPORARY APPOINTMENT
The Department Head, with approval of the City Manager, retains the right to
temporarily assign an employee to an acting position within the department.
The City reserves the right, within its sole discretion, to assign employees within
this unit to work outside of their regular classification. The employee shall meet
all eligibility requirements for the position. An employee who has been
temporarily appointed to an out of class temporary position in a higher
classification for a period of over forty (40) consecutive hours shall be
compensated, beginning at the 1st hour, with a 5% pay increase, in recognition
of extra duties performed. This pensionable compensation is available for both
classic and PEPRA members reported and paid on 26 pay periods.

14.

UNIFORM ALLOWANCE
Designated Employees
The City shall provide uniforms, or uniform service, to each employee required
by the City to be “uniformed.” Employees designated as “uniformed” are those
required to wear uniforms as a condition of employment. In addition, The City
will pay the cost for cleaning uniforms through the designated service.
PERS Reporting shall be as follows: The City shall report to PERS the cost of
uniforms, for employees required by the City to be uniformed. The cost of
uniforms for reporting purposes shall be $10.00 of compensation earnable per
pay period.

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City of Ridgecrest
Mid-Management Compensation Plan

15.

TUITION REIMBURSEMENT
The purpose is to encourage employees to pursue courses of study or technical
training that will enable them to become more proficient in their jobs.
Eligibility – All permanent, full-time employees.
Applicability
(a) The course or training must be directly applicable to the member’s current
job classification or related to a position to which the member might
reasonably aspire within CITY’s organizational structure, including
management positions, as determined by the City Manager.
(b) All coursework must be completed during non-working hours at no
additional cost to CITY.
Authorization
(a) An eligible member participating in the reimbursement program must submit
a request and receive the corresponding approval for tuition/fee reimbursement
from the City Manager via the member’s Department Head for a course or
training meeting the above criteria, prior to registering for the course or training.
(b) All degree coursework must be from an educational institution currently
accredited by an accrediting organization recognized by the secretary of the
U.S. Department of Education.
(c) If approved by the City Manager, and upon successful completion of the
course of study with a satisfactory or better grade (e.g. letter grade of C or
better on a scale of A-F, grade of pass on a scale of pass-fail), the member will
be reimbursed for 100% of tuition/fee and/or books up to the maximum
authorized amount.
(d) The member is responsible for the cost of all books, tuition, fees, and related
charges in excess of the reimbursement limit.
The maximum annual reimbursement per member for approved coursework
shall be $1,250 for coursework in an Associate Degree program, $1,500 for a
Bachelors degree program or a Masters Degree program and may be allocated
to the specific cost areas listed in the tuition reimbursement request approved
by the City Manager and as budget is available.

16.

EDUCATION INCENTIVE PAY
Five percent (5%) of salary for any member acquiring a relevant B.S., B.A.,
M.S., M.A. (approved by Department Head and City Manager if beneficial to
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City of Ridgecrest
Mid-Management Compensation Plan
the City and not required for position) Acquiring the degree must be at no cost
to the City other than participation in the tuition reimbursement program. This
pensionable compensation is available for both classic and PEPRA members
reported and paid on 26 pay periods.
17.

USE OF KERR MCGEE CENTER FACILITIES
Each member, the member’s spouse, and dependent children shall be
permitted to use the Sgt. John Pinney Aquatics Center and the Kerr McGee
physical activity facility during regular operating hours at no charge, providing
that said activity is not being directed by an instructor for which a special fee is
being charged of others and no additional cost is incurred by CITY. The City
also provides a 20% discount for City ran programs (Day Camp, Soccer,
Basketball and Flag Football programs only).

18.

EFFECTIVE DATE
This Agreement becomes effective July 1, 2026.

19.

REPEALS
All previous compensation plans for Mid–Management employees are hereby
repealed.
THIS AMENDED COMPENSATION PLAN WAS ADOPTED by the City
Council of the City of Ridgecrest, California at their regular meeting on July 15
, 2026.

Travis Reed
City Manager

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City of Ridgecrest
Mid-Management Compensation Plan

EXHIBIT “A”
VACATION SCHEDULE
MID MANAGEMENT EMPLOYEES
NO. OF YEARS
EMPLOYED
0-4
5-9
10-14
15-19
20+

RATE OF ACCRUAL IN
HOURS PER PAY PERIOD
3.08
4.62
6.16
7.70
8.00

HOURS/YEAR
80
120
160
200
208

MAXIMUM
ACCRUAL
160
240
320
400
416

EXHIBIT “B”
Salary Schedule Mid-Management effective July 1, 2026
POSITION TITLE
GRADE
Min
Max
STEP 1
STEP 2
STEP 3
STEP 4 STEP 5 STEP 6
Accounting Supervisor
8598 6,502.39 8,298.91
37.5138
39.3895
41.3590 43.4270 45.5984 47.8783
Administrative Analyst III
8653 7,727.01 9,861.83
44.5789
46.8078
49.1482 51.6056 54.1859 56.8952
Assistant Finance Director
8636 7,895.18 10,076.47
45.5491
47.8266
50.2179 52.7288 55.3652 58.1335
Chief Plant Operator
8593 7,537.97 9,620.57
43.4883
45.6627
47.9458 50.3431 52.8603 55.5033
City Clerk
8636 7,895.18 10,076.47
45.5491
47.8266
50.2179 52.7288 55.3652 58.1335
City Planner
8653 7,727.01 9,861.83
44.5789
46.8078
49.1482 51.6056 54.1859 56.8952
Comm & Econ Development Manager
8636 8,739.95 11,154.64
50.4228
52.9439
55.5911 58.3707 61.2892 64.3537
Information Technology Manager
8653 7,727.01 9,861.83
44.5789
46.8078
49.1482 51.6056 54.1859 56.8952
Parks Maintenance Supervisor
8598 6,502.39 8,298.91
37.5138
39.3895
41.3590 43.4270 45.5984 47.8783
Police Captain
8877 10,843.23 13,839.04
62.5571
65.6850
68.9693 72.4178 76.0387 79.8406
Public Works Supervisor
8598 6,502.39 8,298.91
37.5138
39.3895
41.3590 43.4270 45.5984 47.8783
Senior Engineer
8667 7,595.62 9,694.13
43.8209
46.0119
48.3125 50.7281 53.2645 55.9277
Transit Services Coordinator
8667 7,595.62 9,694.13
43.8209
46.0119
48.3125 50.7281 53.2645 55.9277

11 | P a g e

2026-2029
Management Compensation
Plan
July 1, 2026 – June 30, 2029

City of Ridgecrest
2026-2029

TABLE OF CONTENTS
POSITION LIST
SALARY SCHEDULE
HEALTH BENEFITS
SCHEDULING
HOLIDAYS
ANNUAL VACATION TIME
SICK LEAVE
BEREAVEMENT LEAVE
WORKERS COMPENSATION
RETIREMENT
ANNUAL EVALUATION
USE OF KERR MCGEE FACILITIES
EFFECTIVE DATE
EXHIBIT “A” SALARY SCHEDULE

2
2
2
3
4
4
5
5
6
6
6
6
7
8

City of Ridgecrest
Management Compensation Plan

MANAGEMENT PLAN
July 1, 2026 – June 30, 2029
Each employee in a Management classification serves under an individual employment
agreement with the City. The terms and conditions of employment for each Management
employee are set forth in that individual contract and are supplemented by this Management
Compensation Plan. In the event of any conflict between an individual employment agreement
and this Plan, the terms of the individual employment agreement shall prevail.
1.

Position List
The Management employees consist of the follow positions:
City Manager

Chief of Police

Deputy City Manager

Director of Finance

Director of Park and Recreation

Director of Public Works

Director of Community Development

2.

SALARY SCHEDULE
Each management employee has their own employment contract. Contracts are
available to view on the city’s website. employees shall be compensated in

accordance with the published Salary Schedule. Available to view on the city’s
website. Also attached as Exhibit “A”.
3.

HEALTH BENEFITS
Effective January 1, 2025, the City will contribute to the cafeteria program for each
employee enrolled in the City sponsored CalPERS Health Plan:
Table #1

Monthly

Tier 1

Tier 2

Tier 3

Tier 4

Outside
Medical

Emp.

Emp. + 1

Emp. + 2+

$400

$890

$1473.16

$1881.40

The employee, through authorized payroll deduction, shall contribute any additional
required premium. Employees hired after July 1, 2021, who elect not to enroll in the
city sponsored CalPERS Health Plan, shall receive a cash out of $400 per month upon
evidence semiannually of enrollment in a major medical insurance plan.

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City of Ridgecrest
Management Compensation Plan

Employees hired before July 1, 2021, who elect not to enroll in the City sponsored
CalPERS Health Plan, shall receive a cash out pursuant to Table #2 per month upon
evidence semiannually of enrollment in a major medical group insurance plan.

Table #2

Monthly

Tier 1

Tier 2

Outside Med

Outside Med w/City Dental

$450

$575

Effective January 1, the Council agrees to increase the monthly cafeteria plan
contribution by up to Two Hundred Dollars ($200.00) per month, not to exceed the
amount of any increase in the out-of-pocket premium cost for employee-only (Tier 2)
medical insurance coverage. Effective January 1, 2027 the Council agrees to increase
the monthly cafeteria plan contribution by up to Two Hundred Dollars ($200.00) per
month, not to exceed the amount of any increase in the out-of-pocket premium cost
for employee-only (Tier 2) PERS Gold (or equivalent if name change) plan medical
insurance coverage.
By way of example, if the employee-only premium increases by $200.00 above the
current cafeteria contribution amount, the Council contribution shall increase by the
amount of that overage. Any premium costs exceeding the Council’s contribution
increase shall remain the responsibility of the employee.
Example: there is an approximate Sixty Dollar ($60.00) difference between the
cafeteria contribution and the employee-only insurance premium. Should the
employee-only premium increase by an additional Eighty Dollars ($80.00), the
employee out-of-pocket cost would total approximately One Hundred Forty Dollars
($140.00). In such event, the cafeteria contribution would be increased by One
Hundred Forty Dollars ($140.00) per month and would apply equally to all participating
employees, including those enrolled in single, employee plus one, and family coverage
plans.

4.

SCHEDULING
The City Manager retains the right to make assignments and scheduling decisions,
including the right to change the starting and ending times of employees’ shifts, based
upon the needs of the department and the community.

3|Page

City of Ridgecrest
Management Compensation Plan

5.

HOLIDAYS
Management will observe the following holidays. However, if a holiday falls on a
Friday, the holiday will be observed the preceding regular scheduled workday. The
Liberal City Holiday after Thanksgiving and Christmas may be taken as a Liberal
Holiday the week of or the week immediately following the actual Holiday Date.
New Year’s Day
Martin Luther King Jr. Day
President’s Day
Memorial Day
Independence Day
Labor Day
Veteran’s Day
Thanksgiving Day
Liberal City Holiday (the day after Thanksgiving)
Christmas Day
Liberal City Holiday (the day after Christmas)
24 Floating Holiday Hours
Any day designated by the City as an Administrative Action Holiday
The City of Ridgecrest will provide all full-time employees floating holidays that are
accrued based on hours paid and can be used when employees have a need to be off
work for any reason. A new full-time employee receives a one-time advance of 24
hours of floating holiday. In addition, employees will accrue floating holiday hours at
the rate of 0.923 hour per pay period or 24 hours per year.
Employees may carry over unused FLOATING HOLIDAYS from one fiscal year to the
next with a maximum of 48 hours. At any one-time employees can only have a
maximum of 48 hours in the bank and accrual will start again once their accrued
balance drops below the cap.
All FLOATING HOLIDAYS must be scheduled in advance and approved by the
supervisor except in cases of sudden illness or emergency. Floating holiday hours
may be used in combination with other accrued leave hours such vacation leave, sick
leave, comp time and admin leave in order to get a full day’s worth of paid time off. Any
employees who separate from the City service shall receive pay for all unused accrued
floating holiday.

6.

ANNUAL VACATION LEAVE
The purpose of annual vacation leave is to enable each eligible employee annually to
return to work mentally and physically refreshed. All employees covered by this
agreement shall be entitled to take annual vacation leave with pay.
The employee may take annual vacation leave up to the amount accumulated when
the leave is initiated. Each eligible employee shall accrue annual vacation at the rate
indicated in their individual contracts.

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City of Ridgecrest
Management Compensation Plan

No employee shall accrue more than twice his/her annual vacation leave accrual rate;
at which time accrual shall cease until unused vacation accrual is below the maximum
accrual.
Any person who separates from City service shall receive pay for all unused, accrued
vacation.

7.

SICK LEAVE
Employees shall earn 104 hours of sick leave per year at a rate of 4 hours per
pay period and shall be able to accumulate all earned sick leave for the purpose
of actual physical illness or disability.
Employees shall be entitled to cash out accrued sick leave at the time of
termination of employment by resignation or removal from City service based
on individual contract.
Accrued sick leave may be taken in case of an employee’s presence being
required elsewhere because of sickness, disability or death of a members of
his/her immediate family. The City agrees to follow applicable laws pertaining
to the use of sick leave for family medical leave.
An employee receiving temporary disability payments under the Worker’s
Compensation Laws may use accumulated sick leave in order to continue to
maintain his/her regular income.

8.

BEREAVEMENT LEAVE
All employees who have been employed by the City for at least 30 days are
entitled to five (5) days of paid bereavement leave in the event of the death of
a “family member”. For the purpose of this section, “family member” shall
include the spouse or registered domestic partner, child (including stepchildren), parents (including step-parents and parents-in-law), siblings
(including step-siblings and siblings-in-law), grandparents (including grand
parents-in-law), and other cohabitants living full-time in the same household as
the member acting as a family unit.

An employee may use vacation, personal leave, accrued and available sick
leave, or compensatory time off in order to provide for their compensation
during any bereavement leave in excess of five (5) days.

5|Page

City of Ridgecrest
Management Compensation Plan

9.

WORKERS COMPENSATION
In the event of an industrial injury to a Management member, the City will
make employee whole for lost wages not paid by worker’s compensation up
to the first three days per accepted claim.

10.

RETIREMENT
The City agrees to provide all eligible members who are considered “classic
members” based on PEPRA rules with a retirement plan with the benefit
factor of 2.7% at 55 thru CalPERS. For members who fall under the “new
member” classification of PEPRA, the City agrees to provide them with a
retirement plan with the benefit factor of 2% at 62.
The members of this group thru payroll deduction agree to pay the required
employee contribution rates.
The city will pay the actuarially determined minimum employer contribution
rates for both member classifications.

11.

ANNUAL EVALUATIONS

The City Manager, may advance an employee to the next highest step within
the range of the employee’s class as a reward for outstanding performance but
only after the employee has served a minimum of three months in the step from
which the employee is to be advanced. No salary advancement shall be made
so as to exceed the maximum step established in the compensation schedule
for the class to which the employee’s position is allocated.

12.

USE OF KERR MCGEE CENTER FACILITIES
Each member, the member’s spouse, and dependent children shall be
permitted to use the Sgt. John Pinney Aquatics Center and the Kerr McGee
physical activity facility during regular operating hours at no charge, providing
that said activity is not being directed by an instructor for which a special fee is
being charged of others and no additional cost is incurred by CITY. The City
also provides a 20% discount for City ran programs (Day Camp, Soccer,
Basketball and Flag Football programs only).

6|Page

City of Ridgecrest
Management Compensation Plan

13.

EFFECTIVE DATE
This Agreement becomes effective upon adoption by the City Council.
THIS AMENDED COMPENSATION PLAN WAS ADOPTED by the City
Council of the City of Ridgecrest, California at their regular meeting on July 15,
2026.

Travis Reed
City Manager

7|Page

City of Ridgecrest
Management Compensation Plan
EXHIBIT “A”
SALARY SCHEDULE
MANAGEMENT EMPLOYEES, effective July 1, 2026
POSITION TITLE
Chief of Police
City Manager
Deputy City Manager
Deputy City Manager/PW Dir
Director of Community Dev
Director of Finance
Director of Parks and Recreation
Director of Public Works

GRADE
Min
Max
STEP 1
STEP 2
STEP 3
STEP 4 STEP 5 STEP 6
9550 13,129.46 16,756.86
75.7469
79.5342
83.5109 87.6864 92.0707 96.6742
9990 13,866.67 19,750.00
80.0000
113.9423
9500 11,221.76 14,322.10
64.7409
67.9779
71.3768 74.9456 78.6929 82.6275
9980 13,179.78 16,821.13
76.0372
79.8391
83.8311 88.0227 92.4238 97.0450
9500 11,221.76 14,322.10
64.7409
67.9779
71.3768 74.9456 78.6929 82.6275
9500 11,221.76 14,322.10
64.7409
67.9779
71.3768 74.9456 78.6929 82.6275
9653 8,912.83 11,375.29
51.4202
53.9912
56.6908 59.5253 62.5016 65.6267
9500 11,221.76 14,322.10
64.7409
67.9779
71.3768 74.9456 78.6929 82.6275

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2026-2029
Part-time Employee Group
Compensation Plan July 1, 2026 – June 30, 2029

City of Ridgecrest

City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

TABLE OF CONTENTS
SECTION
1
2
3
4
5
6
7
8
9

SECTION TITLE
BASIC COMPENSATION PLAN AND DEFINITIONS
SALARY AND WAGE SCHEDULES
PERFORMANCE EVALUATIONS
SICK LEAVE
BEREAVEMENT LEAVE
WORKERS COMPENSATION
RETIREMENT
USE OF KERR MCGEE CENTER FACILITY
EFFECTIVE DATE
EXHIBIT “A” SALARY SCHEDULE

PAGE
1
1
1
2
2
3
3
4
4
5

City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

PART-TIME PLAN
July 1, 2026 – June 30, 2029
1. SECTION 1. BASIC COMPENSATION PLAN AND DEFINITIONS.
A basic compensation plan (plan) is established for Part-Time and Limited Duration Employees of
the City of Ridgecrest who are now employed or will in the future be employed in any part-time,
seasonal or temporary positions. Nothing contained herein shall guarantee to any employee a
specified number of hours per day or days per week or weeks per month or months per year of
work.
Whenever the term "part-time" is used in this plan, it shall be understood to include an employee
regularly scheduled to work less than the full-time equivalent of forty (40) hours in a week or less
than two thousand eighty (2,080) hours in a fiscal year.
Whenever the term "seasonal" is used in this plan, it shall be understood to include an employee
who is appointed to a temporary position which may offer recurring periodic employment, such
as every summer, but that does not exceed one thousand (1,000) hours in a fiscal year.
Whenever the term "temporary" is used in this plan, it shall be understood to include an
employee who is appointed to a position for a limited duration not to exceed one thousand
(1,000) hours in a fiscal year.
Whenever the term "at-will" is used in this Plan, it shall be understood to include all part- time
employees scheduled to work less then forty (40) hours per week, seasonal, and limited duration
employees. The City reserves the right to terminate the employment relationship at any time,
with or without cause, for all employees covered by this plan.
When the term "non-benefited" is used in this Plan, it shall be understood to include the parttime, seasonal and/or temporary employees working less than one thousand (1,000) hours in a
fiscal year. Non-Benefited employees shall not be entitled to receive any fringe benefits provided
for in any plan of the City, unless otherwise provided by Federal and/or State law.
2. SECTION 2. SALARY AND WAGE SCHEDULES.
Salaries effective July 1, 2026 for employees covered by this Plan are listed in Exhibit A and on
the City website.
3. SECTION 3. PERFORMANCE EVALUATIONS.
The City shall maintain an employee performance rating system designed to give a fair evaluation
of the quantity and quality of work performed by an employee.

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City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

a.
Performance evaluation reports shall be prepared and recorded in the
employee's personnel file for all part-time, temporary, and seasonal employees as
follows:
1) For part-time employees, at or near the completion of two thousand
eighty (2,080) hours.
2) For seasonal employees, at the end of the season and upon the
completion of two thousand eighty (2,080) hours.
B.
Prior to the performance evaluation report becoming part of the
employee's personnel file, the supervisor and the employee must review the
evaluation.
C.
An employee shall be considered for advancement through the salary
range based on continuous, meritorious, and efficient service, continued
improvement by the employee in the effective performance of the duties of the
position, and the completion of two thousand eighty (2,080) hours of service in
the classification.
4. SECTION 4. SICK LEAVE
Effective each July 1, the City shall frontload paid sick leave for eligible part-time employees in
accordance with California law. Eligible part-time employees shall receive 40 (forty) hours of paid
sick leave on July 1 of each fiscal year.
Frontloaded paid sick leave may be used in accordance with the California Healthy Workplaces,
Healthy Families Act and applicable Employer policies. Employees may begin using frontloaded
sick leave on the 90th day of employment. Unused frontloaded sick leave shall not carry over
from one fiscal year to the next. The City reserves the right to modify the annual frontload
amount as necessary to remain compliant with California law. Sick leave shall be used for illness
or disability issues.
SECTION 5. BEREAVEMENT LEAVE.
All employees who have been employed by the City for at least 30 days are entitled to five (5)
days of paid bereavement leave in the event of the death of a “family member”. For the purpose
of this section, “family member” shall include the spouse or registered domestic partner, child
(including step-children), parents (including step-parents and parents-in-law), siblings (including
step-siblings and siblings-in-law), grandparents (including grand parents-in-law), and other
cohabitants living full-time in the same household as the member acting as a family unit.
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City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

An employee may use vacation, personal leave, accrued and available sick leave, or
compensatory time off in order to provide for their compensation during any bereavement leave
in excess of five (5) days.
SECTION 6. WORKERS' COMPENSATION
Employees who incur a work-related injury or illness will be eligible to receive Workers'
Compensation benefits according to the State of California's Division of Workers'
Compensation (DWC) laws, regulations, and benefits provided pursuant to this plan.
1) Temporary Disability. An employee shall be granted Temporary Disability in
accordance with the current State Workers' Compensation laws and regulations.
2) Claims Pending Compensation Determination. When a claim is pending a
compensability decision while in a delayed or denied status, and the employee is
losing time off from work, the employee can use their own sick leave. If the claim is
accepted, the employee's accruals will be credited based on the dates that meet the
Temporary Disability criteria under the State of California's Division of Workers'
Compensation.
3) Physician Pre-Designation. Before a work-related injury, an employee may elect to
pre- designate a qualified medical provider if done in accordance with the State of
California's Division of Workers' Compensation laws and regulations.
5. SECTION 7. RETIREMENT.
A. NON-BENEFITED EMPLOYEES.
b. All non-benefited employees not covered by CalPERS shall participate in a defined
contribution retirement plan in lieu of Social Security.
c. For employees hired before July 1, 2026, the City shall contribute three and
seventy-five hundredths’ percent (3.75%) of the employee's eligible earnings to
the retirement plan, and the employee shall contribute three and seventy-five
hundredths’ percent (3.75%) of their eligible earnings.
d. For employees hired or rehired on or after July 1, 2026, the City shall contribute
zero percent (0%) of the employee's eligible earnings to the retirement plan, and
the employee shall contribute seven and one-half percent (7.50%) of their eligible
earnings.
B. BENEFITED EMPLOYEES.
a. The City agrees to provide all eligible members who are considered “classic
members” based on PEPRA rules with a retirement plan with the benefit
factor of 2.7% at 55 thru CalPERS. For members who fall under the “new
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City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

b.
c.
d.

member” classification of PEPRA, the City agrees to provide them with a
retirement plan with the benefit factor of 2% at 62.
The members of this group thru payroll deduction agree to pay the required
employee contribution rates.
City will pay the actuarially determined minimum employer contribution
rates for both member classifications.
CALPERS RETIRED ANNUITANTS. Pursuant to the Public Employees' Pension
Reform Act of 2013 (PEPRA), the City is prohibited from providing a CalPERS
retired annuitant with any benefit, incentive, compensation in lieu of
benefits, or other form of compensation in addition to the hourly pay rate.
Accordingly, the City will not enroll retired annuitants in the IRS Section 457
OBRA deferred compensation plan. Further, since participation in a deferred
compensation plan is considered a benefit, retired annuitants are not
permitted to voluntarily enroll in any of the City's other Section 457 deferred
compensation plans.

C. SECTION 8. USE OF KERR MCGEE CENTER FACILITIES
Each member, the member’s spouse, and dependent children shall be permitted to use the Sgt.
John Pinney Aquatics Center and the Kerr McGee physical activity facility during regular operating
hours at no charge, providing that said activity is not being directed by an instructor for which a
special fee is being charged of others and no additional cost is incurred by CITY. The City also
provides a 20% discount for City ran programs (Day Camp, Soccer, Basketball and Flag Football
programs only).
D. SECTION 9. EFFECTIVE DATE
This plan shall become effective on July 1, 2026.
THIS COMPENSATION PLAN WAS ADOPTED by the City Council of the City of Ridgecrest, California
at their regular meeting on July 15, 2026.

Travis Reed
Ridgecrest City Manager

4|Page

City of Ridgecrest 2026Part-time Employee Group Compensation Plan 2029

EXHIBIT “A”
SALARY SCHEDULE
PART-TIME EMPLOYEES effective July 1, 2026
POSITION TITLE
P/T Administrative Analyst I
P/T Background Investigator
P/T Community Development Clerk
P/T Kennel Attendant
P/T PACT Coordinator
P/T Police Dispatch
Recreation Leader I
Recreation Leader II
Recreation Leader III

GRADE
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
1063 28.5701
29.9986
31.4985
33.0734
34.7271 36.4635
1040 24.0632
25.2664
26.5297
27.8562
29.2490 30.7115
1037 21.3161
22.3819
23.5010
24.6761
25.9099 27.2054
1030 18.8788
19.8227
20.8138
21.8545
22.9472 24.0946
1035 18.2486
19.1610
20.1191
21.1251
22.1814 23.2905
1038 23.8666
25.0599
26.3129
27.6285
29.0099 30.4604
1020 16.9000
17.7450
18.6323
19.5639
20.5421 21.5692
1021 17.0888
17.9432
18.8404
19.7824
20.7715 21.8101
1022 17.6400
18.5220
19.4481
20.4205
21.4415 22.5136

5|Page

11

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority
STAFF REPORT

SUBJECT: A Resolution Of The City Council Of The City Of Ridgecrest To Cooperate With
The County Of Kern, Electing To Participate In The Community Development Block Grant
(CDBG) And Home Investment Partnership Programs For Fiscal Years 2027, 2028, And
2029 And Authorizing The City Manager To Sign The Cooperative Agreement
PRESENTED BY: Travis Reed, City Manager
SUMMARY:
Staff is presenting to the City Council the Cooperative Agreement with the County of Kern
Planning and Community Development Department, electing to continue participation in the
Community Development Block Grant (CDBG) and Home Investment Partnership Programs
for Fiscal Years 2027 through 2029.
The Cooperation Agreement and Resolution are required as part of the Urban County
Qualifications. The Cooperation Agreement along with a Resolution must be filed with the
County prior to July 17, 2026 to meet these critical deadlines for this essential funding. A
copy of the Cooperation Agreement and Resolution are attached for your consideration.
CDBG funding is directly related in assisting and undertaking, essential community projects
for renewal to provide assistance in our low to moderate income housing areas within the
community.
The Resolution authorizes the City Manager to execute the required Agreement.
FISCAL IMPACT: None
ACTION REQUESTED: Adopt A Resolution Of The City Council Of The City Of Ridgecrest
To Cooperate With The County Of Kern, Electing To Participate In The Community
Development Block Grant (CDBG) And Home Investment Partnership Programs For Fiscal
Years 2027-2029 And Authorizing The City Manager To Sign The Cooperative Agreement

CITY MANAGER / EXECUTIVE DIRECTOR RECOMMENDATION:

Submitted by: Ricca Charlon, City Clerk

Action Date: July 15, 2026

This Page Intentionally Left Blank

RESOLUTION NO 26 - Xx
A RESOLUTION OF THE RIDGECREST CITY COUNCIL TO COOPERATE WITH THE
COUNTY OF KERN, ELECTING TO PARTICIPATE IN THE COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) AND HOME INVESTMENT PARTNERSHIP
PROGRAMS FOR FISCAL YEARS 2027-2029 AND AUTHORIZING THE CITY
MANAGER TO SIGN THE COOPERATIVE AGREEMENT
WHEREAS, the U.S. Department of Housing and Urban Development has identified this City as
authorized to be included in the County of Kern’s Community Development Block Grant program
entitlement pursuant to Title I of the Housing and Community Development Act of 1974, as amended,
(hereinafter the “Act”); and,
WHEREAS, HUD has notified the County of Kern that it is a participant in the HOME Investment
Partnerships program as defined in Title II of the Cranston-Gonzales National Affordable Housing Act of
1990, as amended; and,
WHEREAS, HUD has notified the County of Kern that it is a participant in the Emergency
Solutions Grants program; and,
WHEREAS, the Act requires the execution of a Cooperation Agreement between this City and
the County of Kern; and,
WHEREAS, such Agreement allows this City’s population to be included with the County of
Kern’s in determining a basic annual Community Development Block Grant, HOME Investment
Partnerships program, and Emergency Solutions Grants program grant amounts; and,
WHEREAS, it is the intention of this City to enter into such an Agreement with the County of
Kern to cooperate in undertaking, or assist in undertaking, essential community renewal and lower
income housing assistance activities in the incorporated area of this City.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ridgecrest:
1. Elects to participate in the Community Development Block Grant, HOME Investment
Partnerships programs, and Emergency Solutions Grants programs for the three program years
commencing with 2026-2027 and continuing through 2028-2029 in accordance with the
regulations by the Act;
2. Directs the City Manager to sign the required Agreements; and
3. Authorizes the City Manager from this City to execute and/or perform all other appropriate acts
necessary to accomplish the purpose of the Resolution.
APPROVED AND ADOPTED this 15th day of July 2026 by the following vote:
AYES:
NOES:
ABSENT:

_______
Travis Endicott, Mayor
ATTEST:

Ricca Charlon, CMC
City Clerk

This Page Intentionally Left Blank

COOPERATION AGREEMENT FOR COMMUNITY DEVELOPMENT
This Agreement, made and entered into on ____________________________by and between the
COUNTY OF KERN, a political subdivision of the State of California (hereinafter “COUNTY”) and the
CITY OF RIDGECREST, a municipal corporation located within Kern County (hereinafter “CITY”),
RECITALS:
WHEREAS, the United States Department of Housing and Urban Development (hereinafter
“HUD”) has notified the COUNTY that it is considered to have the required qualifications (determination
of essential powers) to participate in the Community Development Block Grant Entitlement (hereinafter
“CDBG”) program as an urban county as that term is defined in Title I of the Housing and Community
Development Act of 1974, as amended (hereinafter the “Act”); and
WHEREAS, HUD has notified the COUNTY that it is a participant in the HOME Investment
Partnerships Program (HOME) as defined in Title II of the Cranston-Gonzales National Affordable Housing
Act of 1990, as amended; and
WHEREAS, HUD has notified the COUNTY that it is a participant in the Emergency Solutions
Grants (ESG) Program; and
WHEREAS, the CDBG qualification process requires that, following HUD’s determination that a
county possesses the essential powers to participate in the CDBG program as an urban county, the units of
general local government within the county be notified of their opportunity to participate in the county’s
CDBG, HOME, and ESG programs by entering into a cooperation agreement with the designated urban
county; and
WHEREAS, such cooperation agreements provide that the unit of general local government and
the county will cooperate in essential community development and housing assistance activities and that
the area and population of the unit of general local government will be included with that of the county by
HUD in determining funding levels; and
WHEREAS, the COUNTY has notified the CITY of the opportunity to participate in the
COUNTY’s CDBG, HOME, and ESG programs; and
WHEREAS, the CITY desires to participate in and be a part of the COUNTY’s CDBG, HOME,
and ESG programs;
AGREEMENT:
1.
This Agreement shall remain in effect through the 2029 program year (a program year is
the twelve-month period commencing July 1 and continuing through and including the following June 30).
Therefore the CITY shall participate in the COUNTY’s CDBG, HOME, and ESG programs during federal
fiscal years 2027, 2028, and 2029, and does therefore approve and acknowledge the COUNTY’s authority
to carry out activities that will be funded from annual CDBG, HOME, and ESG appropriations for the
federal fiscal years for which the COUNTY is to qualify and from any program income generated from the
expenditure of such funds, including such additional time as may be required for completion of funded
activities and the expenditure of any such funds granted by the COUNTY to the CITY. The COUNTY shall
notify the CITY, by the deadline published in the Urban County Qualification Deadlines on the HUD.gov
Urban Counties website, of the CITY’s right not to participate in the subsequent Urban County qualification
period. The Cooperation Agreement must remain in effect until the CDBG (and HOME and ESG, where

1

applicable) funds and program income received with respect to activities carried out during the three-year
qualification period are expended and the funding activities completed.
2.
This Agreement shall automatically renew for one additional three-fiscal-year Urban
County qualification period, federal fiscal years 2030, 2031, and 2032, unless the CITY notifies the
COUNTY in writing of its decision not to participate by the deadline published in the Urban County
Qualification Deadlines on the HUD.gov Urban Counties website. The COUNTY shall notify the CITY of
this right not to participate prior to each qualification period. The Agreement may not auto-renew beyond
one additional qualification period. Auto-renewal Cooperation Agreement may be amended at the time of
requalification for the second three-year qualification period, as well as during the two qualification periods,
to cover any new required provisions. If your Urban County fails to make a required amendment to a
Cooperation Agreement by the deadlines published on the HUD.gov Urban Counties website, your
Cooperation Agreement is voided and you must submit a new Cooperation Agreement.
3.
While it remains in effect, neither the COUNTY nor the CITY shall terminate or withdraw
from this Agreement (other than as provided by rules and regulations of the Act adopted by the Federal
government subsequent to this Agreement).
4.
The COUNTY and the CITY shall cooperate to undertake, or assist in undertaking,
essential community development and housing assistance activities.
5.
The COUNTY shall have final responsibility for selecting CDBG, HOME, and ESG
activities, for the filing of the Consolidated Plan with HUD, and implementing the Consolidated Plan as
approved by HUD.
6.
The CITY shall undertake, without reservation or intent to obstruct, all actions determined
by the COUNTY or HUD to be necessary to carry out the CDBG, HOME, and ESG programs and the
approved Consolidated Plan and to comply with all CDBG, HOME, and ESG program requirements and
applicable Federal and State laws and regulations during the three program years for which the COUNTY
qualifies as an urban county and for such additional time as may be required for completion of funded
activities and the expenditure of funds granted by the COUNTY for such period.
7.
The COUNTY and CITY hereby assume the obligation to take all required actions
necessary to assure compliance with the COUNTY’s certification required by section 104(b) of Title I of
the Housing and Community Development Act of 1974, as amended, including Title VI of the Civil Rights
Act of 1964, and the implementing regulations at 24 CFR part 1, and the Fair Housing Act (Title VIII of
the Civil Rights Act of 1968), and the implementing regulations at 24 CFR part 100, and affirmatively
furthering fair housing (AFFH). See 24 CFR Subsection 91.225(a) and Affirmatively Furthering Fair
Housing definitions and certifications (86 FR 30779 June 10, 2021) to be codified at 24 CFR 5.151 and
5.152, available at https://www.federalregister.gov/documents/2021/06/10/2021-12114/restoringaffirmatively-furthering-fair-housing-definitions-and-certifications. Additionally, County and CITY shall
take all actions to comply with section 109 of Title I of the Housing and Community Development Act of
1974, and implementing regulations at 24 CFR part 6, which incorporates Section 504 of the Rehabilitation
Act of 1973, and the implementing regulations at 24 CFR part 8, Title II of the Americans with Disabilities
Act, and the implementing regulations at 28 CFR part 35, the Age Discrimination Act of 1975, and the
implementing regulations at 24 CFR part 146, and Section 3 of the Housing and Urban Development Act
of 1968, Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, and
implementing regulations at 49 CFR Part 24, Section 104(d) of Housing and Community Development Act
of 1974, and implementing regulations at 24 CFR Part 42, and any and all other applicable laws, regulations
and orders. By this assumption, the COUNTY and CITY recognize and accept the provisions of the Act
prohibiting urban county funding for activities in, or in support of, any cooperating unit of general local
government that does not affirmatively further fair housing within its own jurisdiction or that impedes the

2

COUNTY’s actions to comply with its fair housing certification.
8.
Pursuant to the requirements of the Act and implementing regulations found at 24 CFR
570.501(b), the CITY hereby agrees to be subject to the same requirements applicable to subrecipients,
including the requirement of a written agreement as precedent to implementation of individual CDBG
funded activities, as set forth at 24 CFR 570.503.
9.
The CITY shall maintain appropriate record of and return to the COUNTY on receipt by
the CITY, any income generated by the expenditure of CDBG, HOME, and ESG funds received by the
CITY. In the event of the CITY’s community development program close-out or change in the CITY’s
status, any such program income that is on hand or received by the CITY subsequent to such close-out or
change in status shall immediately be paid to the COUNTY.
10.

The CITY has adopted and is enforcing:
a.

a policy prohibiting the use of excessive force by law enforcement agencies within
its jurisdiction against any individuals engaged in non-violent civil rights
demonstrations; and

b.

a policy of enforcing applicable State and local laws against physically barring
entrance to or exit from a facility or location which is the subject of such nonviolent civil rights demonstrations within its jurisdiction;

11.
The CITY shall comply with those provisions of the CDBG, HOME, and ESG program
which apply to real property acquired or improved in whole or in part using CDBG, HOME, and ESG funds
and which is within the control of the CITY. Such provisions include CITY responsibility to:

12.

a.

make timely notification to the COUNTY of any modifications or change in the
use of the real property from that planned and approved by the COUNTY at the
time of acquisition or improvement, including its disposition;

b.

reimburse the COUNTY in an amount equal to the current fair market value (less
any portion thereof attributable to expenditures of non-HUD funds) of property
acquired or improved with CDBG, HOME, or ESG funds and that is sold or
transferred for a use which does not qualify under CDBG, HOME, or ESG program
regulations; and

c.

immediately return to the COUNTY any program income generated from the
disposition or transfer of property prior to or subsequent to close-out, change of
status or termination of this Agreement of Cooperation.

The CITY understands and agrees that, as a part of the COUNTY’s CDBG program:
a.

it may not apply (except as otherwise provided by legislation adopted by the
Federal government subsequent to this Agreement) for grants under the HUDAdministered or State-Administered Small Cities or State CDBG programs from
appropriations from a fiscal year for which it is participating in the Entitlement
CDBG Program with the COUNTY; and

b.

it may receive a formula allocation under the HOME Investment Partnerships
program or Emergency Solution Grants program only through the COUNTY,
regardless of whether the COUNTY receives a HOME Investment Partnerships or

3

Emergency Solutions Grant formula allocation.
13.
Parties to this Agreement understand and agree that they may not sell, trade, or otherwise
transfer all or any portion of its HUD CDBG funds to a Metropolitan City, Urban County, unit of general
local government, or insular area that directly or indirectly receives CDBG funds in exchange for any funds,
credits, or non-Federal considerations, but must use such funds for activities eligible under Title I of the
Housing and Community Development Act of 1974, as amended.
14.
This Agreement may only be modified by an instrument in writing executed by the
COUNTY and the CITY and approved by HUD.
15.
Any and all notices sent pursuant to, or in furtherance of the purposes of, this Agreement
shall be deemed delivered if personally served upon the Clerk of the Board of Supervisors of the COUNTY
or upon the Clerk of the City Council of the CITY, or if sent via the United States Postal Service, postage
prepaid, directed to COUNTY, addressed as follows:
Clerk of the Board of Supervisors
County of Kern
1115 Truxtun Avenue, Fifth Floor
Bakersfield, California 93301
or directed to the CITY, addressed as follows:
City of Ridgecrest
100 W. California Ave.
Ridgecrest, CA 93555-4054

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed as of the day and
year first above written.
Recommended and Approved as to Content
PLANNING AND NATURAL RESOURCES
DEPARTMENT

COUNTY OF KERN

By______________________________________
Craig M. Murphy, Director
Approved as to Form:
OFFICE OF COUNTY COUNSEL

By______________________________________
Chairman of the Board of Supervisors
“COUNTY”
CITY OF RIDGECREST

By______________________________________
Joshua H. Rudnick, Deputy

4

By _____________________________________
Travis Reed, City Manager
“CITY”

12

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT
SUBJECT: A Resolution of The City Council of The City of Ridgecrest to Levy and Collect Sewer Fees on
The General Tax Rolls for Fiscal Year 2026-2027
PRESENTED BY: Terry Roberts, Public Works Director
SUMMARY: Staff has continued to undertake the task of sewer fee levy and collection in-house this year.
Waste-water and Accounting Staff have dedicated much time to keeping this levy in good standing. Said
functions that have been completed are as follows:
1.
2.
3.
4.
5.
6.
7.
8.

Verify the tax roll and addresses associated match.
Verify property use type.
Coding each levy according to property type.
Field verifies the use of each property.
Create a database for information storage moving forward.
Verified formulas and methods of calculation.
Submission of the special assessment package.
Prepare all Levy documentation for County submittal.

The City Council will direct City Staff to furnish to Kern County Board of Supervisors and Kern County
Auditor, a description of the parcel for both residential and commercial sewer charges. This is an annual
requirement to allow for the collection of the flat rate charge on the property tax bill. The parcels billed by
the flat rate charges are shown in Exhibit “A”. Please note Exhibit “A” does not include the County fee
associated with applying this levy: As of April 16, 2025, the County has determined their fee to be $0.20 per
parcel.
This year’s Sewer fees will not increase for single or multi-family dwellings. See Exhibit “B”.
This Resolution along with Exhibit “A” shall be furnished to the County on or before August 10, 2026.
The revenues derived from the subject charge shall be used only for construction, expansion, maintenance
and operation of the City’s wastewater treatment and collection facilities. This resolution complies with the
applicable provisions of Article XIIID of the California Constitution and California Government Code 54984
and has authority to adopt a sewer user charge for
use of City sanitation facilities pursuant to Health and Safety Code Section 5471, et. seq. and Government
Code Section 51334.
The Council will also direct City Staff to bill and collect service charges for those properties whose status is
tax exempt and not on the County tax rolls; therefore, are not a part of this resolution.
FISCAL IMPACT:
ACTION REQUESTED: Adopt A Resolution of The City Council of The City of Ridgecrest to Levy and Collect
Sewer Fees on The General Tax Rolls for Fiscal Year 2026-2027.
CITY MANAGER’S RECOMMENDATION: Action as requested
Submitted by: Terry Roberts, Michelle Edwards

Action Date: July 15, 2026

This Page Intentionally Left Blank

RESOLUTION NO. 26-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIDGECREST TO
LEVY AND COLLECT SEWER FEES ON THE GENERAL TAX ROLLS FOR
FISCAL YEAR 2026/2027
WHEREAS, the City Council will direct the City Clerk to furnish the Kern County Board of
Supervisors and the County Auditor with a description of the parcels for both residential and
commercial sewer charges; and,
WHEREAS, this is an annual requirement to allow for the collection of the flat rate charge
on the property tax bill; and,
WHEREAS, the parcels billed by the flat rate charges are shown in Exhibit “A”; and,
WHEREAS, the rates were established for five years beginning in 2013 from a Prop 218
hearing that passed on June 5, 2013, for fiscal year 2026/2027 the rates will remain the same as
the previously approved; and,
WHEREAS, The Board of Supervisors and the County Tax Collector are hereby requested
to levy and collect the charge as a part of the annual General County Tax Bill; and,
WHEREAS, The Council will also direct City Staff to bill and collect service charges for
those properties whose status is tax exempt and not on the County tax rolls; therefore, are not a
part of this resolution.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ridgecrest Adopts a
Resolution to Levy and Collect Sewer Fees on the General Tax Rolls for Fiscal Year 2026/2027.
APPROVED AND ADOPTED this 15th day of July, 2026 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:

___________________________
Travis Endicott, Mayor
ATTEST:

_____________________
Ricca Charlon, CMC
City Clerk

This Page Intentionally Left Blank

DISTRICT:

CITY OF RIDGECREST

FUND #:

PAGE: 1 OF 1

20455
SCHEDULE OF RATE CODES AND RATES
FOR TAX YEAR: 2026-2027

RATES INCLUDE AUDITOR-CONTROLLER'S CHARGE _____NO____________ (YES / NO)
(I)nc / (A)dd

**NOTE**
DISTRICTS CAN ASSIGN RATE CODES 02 THROUGH 98
(RATE CODES 00, 01 AND 99 ARE PREASSIGNED)

RATE CODE

RATE

00

X

01

378.24

MEMO

FORM: RTCD SCH A

99

DESCRIPTION OF RATE CODE

FLAT AMOUNT
SINGLE FAMILY UNIT
MINIMUM AMOUNT (DON'T USE ON DISK)

02

329.76

MULTI FAMILY UNIT

03

281.28

MOBILE HOME IN M/H PARK

Sewer Availability Fees Adopted by City Council on April 6, 2022

2020

2021

2022

2023

2024

2025

Single Family Residential
Multi-Family Residential
Mobile Homes

Rates

$31.52
$27.48
$23.44

$31.52
$27.48
$23.44

$31.52
$27.48
$23.44

$31.52
$27.48
$23.44

$31.52
$27.48
$23.44

$31.52
$27.48
$23.44

Commercial Rates
Annual Fixed Fee*

2020

2021

2022

2023

2024

2025

$378.21

$378.21

$378.21

$378.21

$378.21

$378.21

$3.12
$6.69
$4.81
$2.93
$2.61
$2.59
$2.74
$2.71
$4.30
$2.83
$2.54
$2.64
$3.29
$4.68
$5.14
$5.14
$4.81
$2.34

$3.12
$6.69
$4.81
$2.93
$2.61
$2.59
$2.74
$2.71
$4.30
$2.83
$2.54
$2.64
$3.29
$4.68
$5.14
$5.14
$4.81
$2.34

$3.12
$6.69
$4.81
$2.93
$2.61
$2.59
$2.74
$2.71
$4.30
$2.83
$2.54
$2.64
$3.29
$4.68
$5.14
$5.14
$4.81
$2.34

$3.12
$6.69
$4.81
$2.93
$2.61
$2.59
$2.74
$2.71
$4.30
$2.83
$2.54
$2.64
$3.29
$4.68
$5.14
$5.14
$4.81
$2.34

$0.00
$3.34

$0.00
$3.34

$0.00
$3.34

$0.00
$3.34

Volumetric Charge (per hundred cubic feet)**
Auto: Repair Shop and Service Station
$3.12
$3.12
Auto: Steam Cleaning
$6.69
$6.69
Bakery and Food Preparation
$4.81
$4.81
Bars w/o Dining Facilities
$2.93
$2.93
Car Wash
$2.61
$2.61
Commercial & Institutional - Other
$2.59
$2.59
Department and Retail Store
$2.74
$2.74
Hospital and Convalescent
$2.71
$2.71
Hotel with dining facilities
$4.30
$4.30
Hotel/Motel without dining
$2.83
$2.83
Institutional and Professional: Restrooms ONLY
$2.54
$2.54
Laundromat
$2.64
$2.64
Laundry: Commercial
$3.29
$3.29
Laundry: Industrial
$4.68
$4.68
Market with Garbage Grinders
$5.14
$5.14
Mortuary
$5.14
$5.14
Restaurant
$4.81
$4.81
Soft Water Service
$2.34
$2.34
Septic System or No Plumbing
Exempt
$0.00
$0.00
China Lake Naval Air Weapons Station
$3.34
$3.34
*The annual fixed fee includes the first 71 hundred cubic feet of water flow per year.
** Based on 80% of potable water consumption to account for water not returned to the sewer with
except of NAWS which has its sewage metered directly.

FUND
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455

ATN
41803012009
08002045001
08002068008
45307113008
06714033004
06714017008
06714060002
41804228003
41802008005
06719304006
06719403000
06719211009
06719402007
06719222001
06719401004
06719237005
06719509005
06719236002
06719215001
06719503007
06719502004
06719501001
06719116007
06719607006
06719606003
06719604007
06719110009
06719609002
06719608009
06719601008
06703219006
06703214001
06703304009
06703505006
06703117003
34335115003
34335142001
08012119002
08012104008
08012105001
08011306005
08012107007
47702020000
03307038002
39602010001
39602008006

ACTION
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C

RATE
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00

MULTIPLIER AMOUNT
$378.21
$504.60
$885.85
$378.21
$485.62
$378.21
$413.43
$6,610.72
$378.21
$506.67
$378.21
$528.28
$614.42
$378.21
$378.21
$405.15
$637.21
$378.21
$378.21
$378.21
$378.21
$883.55
$378.21
$790.54
$378.21
$2,085.78
$378.21
$378.21
$378.21
$378.21
$1,775.10
$378.21
$441.20
$512.89
$976.63
$1,111.70
$11,581.52
$378.21
$378.21
$406.66
$579.38
$378.21
$378.21
$378.21
$378.21
$378.21

20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
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20455
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C
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00

$386.50
$378.21
$392.43
$378.21
$2,504.11
$378.21
$378.21
$378.21
$378.21
$378.21
$378.21
$378.21
$378.21
$1,478.74
$1,271.24
$378.21
$539.83
$3,875.75
$4,078.31
$378.21
$878.45
$378.21
$1,615.19
$1,868.32
$394.79
$1,001.88
$649.64
$521.18
$485.95
$380.28
$529.47
$564.69
$919.63
$664.15
$378.21
$378.21
$378.21
$378.21
$577.12
$617.83
$415.51
$896.21
$1,068.19
$649.64
$378.21
$591.63
$378.21

20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
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20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455
20455

06710601001
06703311009
08011201003
08011415008
47702004004
08013311005
08108154009
06714028000
06714057004
06714037006
06714023005
06714021009
06714035000
06714020006
03307047008
03307053005
03307044009
42005222005
41906211006
41906209001
41906205009
41906203003
47808316005
48001002009
47904203005
47901001006
03307027000
42004121002
45301315000
45301209006
47801010005
47809132000
08109147002
47806206003
08123205007
08114225009
08109116002
08109148005
08109139009
08129253004
08129227009

C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
A
A
A
A
D
A
D

00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
02
02
02
02
01
01
01
01

$378.21
$806.96
$378.21
$378.21
$378.21
$437.14
$378.21
$378.21
$378.21
$378.21
$378.21
$378.21
$427.94
$427.94
$7,906.01
$2,158.24
$10,980.52
$626.85
$2,929.43
$885.85
$386.50
$573.28
$378.21
$2,241.48
$378.21
$963.47
$1,658.37
$733.81
$601.79
$2,010.95
$378.21
$508.75
$378.21
2
2
2
2
1
1
1
1

13

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RIDGECREST CITY COUNCIL/SUCCESSOR REDEVELOPMENT AGENCY/
HOUSING AUTHORITY/FINANCING AUTHORITY AGENDA ITEM
STAFF REPORT

SUBJECT: A Declaration Of Equipment And Vehicles As Surplus According To The Fy27
Adopted Budget Purchasing Policy
PRESENTED BY:
Terry Roberts, Public Works Director
SUMMARY:
Staff is requesting to surplus equipment and vehicles that are inoperable, not used, or
have outlived their useful life. Said equipment will utilize public auction direct sales, silent
auction, or any other means necessary beneficial to the City for disposal.
At a later date staff will prepare a resolution to allocate the money to an expenditure.

FISCAL IMPACT: No cost to City. Revenues from the sale of said equipment will be
deposited in revenue accounts and allocated to the FY27 Budget by a separate resolution
to be utilized as expenditures.
ACTION REQUESTED:
1. Authorize staff to declare the listed Items as Surplus.
2. Authorize staff to negotiate terms for the disposal of said items.
CITY MANAGER / EXECUTIVE DIRECTOR RECOMMENDATION: Action as Requested
Submitted by: Terry Roberts

Action Date: July 15, 2026

This Page Intentionally Left Blank

RESOLUTION NO. 26-XX
A DECLARATION OF EQUIPMENT AND VEHICLES AS SURPLUS
ACCORDING TO THE FY27 ADOPTED BUDGET PURCHASING POLICY
WHEREAS, In June of 2026, the City Council adopted the FY27 Budget, within said
budget the Administrative Purchasing Policy lays out how to dispose of equipment, and;
WHEREAS, In this Policy, there is a section on Surplus Supplies and Equipment, and;
WHEREAS, Assets to be disposed must be approved by the City Manager, and;
WHEREAS, Assets funded through grants/contracts may have restrictions on how they
can be disposed of, and;
WHEREAS, Staff has researched the items listed below and found them not to have any
restrictions, and;
WHEREAS, The Department Head and the City Manager have approved the surplus of
said items.
NOW, THEREFORE, BE IT RESOLVED, That The City Council Of The City Of Ridgecrest
Does Hereby Declare As Follows:
Section 1.

The following equipment is declared as surplus:

MAKE
Dodge
Chevrolet
Chevrolet
Chevrolet
Ford
Ford
Yamaha
Yamaha
Chevrolet
Ford
Ford
Ford
Chevy
Ford
Ford
Ford
Ford
* Was in Collision

MODEL
Ram 1500
Silverado 1500
Silverado 1500
Silverado 1500
Water Truck
Escape
Quad ATV
Quad ATV
1 Ton Tk
Escape
Police Interceptor
Explorer
Tahoe
Explorer
Explorer
Explorer
Explorer

MODEL
YEAR
2005
2008
2008
2008
1990
2011
2002
2002
1998
2011
2013
2014
2015
2015
2015
2021
2023

CITY
R NO AGE
287
21
347
18
348
18
350
18
181
36
377
15
360
24
361
24
369
28
377
15
397
13
404
12
463
11
414
11
415
11
466
5*
488
3*

ALL ITEMS:
Reason for Disposal
Grant?
Recommended Method

City of Ridgecrest Resolution No. 26-xx
Page 1 of 2

Past Useful Life
No
Public Auction

DEPT
PW
PW
PW
PW
PW
PW
PD
PD
PD
PD
PD
PD
PD
PD
PD
PD
PD

RESOLUTION NO. 26-XX
Section 2.
Staff is authorized to negotiate terms for the disposal of items list above by:
public auction direct sales, silent auction, or any other means necessary beneficial to the City.
APPROVED AND ADOPTED, this 15th day of July, 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:

Travis Endicott, Mayor
ATTEST:

Ricca Charlon, CMC
City Clerk

City of Ridgecrest Resolution No. 26-xx
Page 2 of 2

14

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Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

SUBJECT: A Resolution Of The City Council Of The City Of Ridgecrest Authorizing: An
Application For Federal Funding For Fiscal Year 2026-2027 In The Total Amount Of One
Hundred Eighty Thousand Five Hundred And Fifty-Nine Dollars ($180,559); The City
Manager To Sign And File The Application; And Execute And File All Certification Of
Assurances, Contracts Or Agreements; And Designate The Transit Administrator To Provide
Additional Information In Connection With The Application For The Section 5311 Project(s)
And To Submit And Approve Requests For Reimbursement Of Funds From The Department
For The Section 5311 Project(s)
PRESENTED BY: Sergio Covarrubias, Transit Administrator
SUMMARY: The Federal Transit Administration (FTA) Section 5311 is a program that is
formula based and provides funding to states for the purpose of supporting public
transportation in rural areas. Rural areas encompass all populations, not included within an
urbanized area of 50,000 or more residents.
The funding being allocated to the City of Ridgecrest for Fiscal Year 2026-2027 is totaled at
One Hundred Eighty Thousand Five Hundred and Fifty-Nine Dollars ($180,559).
The Department of Transportation is authorized to make available grants to states through
the Federal Transit Administration to support capital and operating assistance projects for
public transportation systems under Section 5311 of the FTA. The California Department of
Transportation has been designated by the Governor of the State of California to administer
Section 5311 grants for transportation projects to rural transit and intercity buses. These
grants aid in sustaining the maintenance of our public transportation fleet as well as covering
costs for day-to-day operations.
The City of Ridgecrest Transit Division has previously used these funds for operational
activities and will continue to use the funds for the Fiscal Year of 2026-2027 for the same
use.
The FTA is requesting that the City Manager name a designee to provide additional
information in connection with the application of the 5311 projects and that the designee also
be authorized to submit and approve request for reimbursements of funds. This designee
needs to be named by title only and will be the Transit Administrator.
FISCAL IMPACT: Provides $180,559 in federal funding for Transit operations.

Ridgecrest City Council
Successor Redevelopment Agency
Financing Authority
Housing Authority

STAFF REPORT

ACTION REQUESTED: Adopt A Resolution Of The City Council Of The City Of Ridgecrest
Authorizing:
1. The Submittal Of An Application For Federal Funding For Fiscal Year 2026-2027 In
The Amount One Hundred Eighty Thousand Five Hundred and Fifty-Nine Dollars
($180,559);
2. The City Manager To:
A. Sign And File The Application;
B. Execute And File All Certification Of Assurances, Contracts Or Agreements
C. Designate The Transit Administrator To Provide Additional Information In
Connection With The Application For The Section 5311 Project(s)
D. Designate The Transit Administrator To Submit And Approve Request For
Reimbursement Of Funds From The Department For The Section 5311 Project(s)
CITY MANAGER’S RECOMMENDATION:

Submitted by: Sergio Covarrubias, Transit Administrator

Action Date: July 15, 2026

RESOLUTION NO. 26-Xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIDGECREST AUTHORIZING:
AN APPLICATION FOR FEDERAL FUNDING FOR FISCAL YEAR 2026-2027 IN THE
TOTAL AMOUNT OF ONE HUNDRED EIGHTY THOUSAND FIVE HUNDRED AND FIFTYNINE DOLLARS ($180,559); AND THE CITY MANAGER TO SIGN AND FILE THE
APPLICATION; AND EXECUTE AND FILE ALL CERTIFICATION OF ASSURANCES,
CONTRACTS OR AGREEMENTS; AND AUTHORIZING THE TRANSIT ADMINISTRATOR
TO PROVIDE ADDITIONAL INFORMATION IN CONNECTION WITH THE APPLICATION
FOR THE SECTION 5311 PROJECT(S) AND SUBMIT AND APPROVE REQUESTS FOR
REIMBURSEMENT OF FUNDS FROM THE DEPARTMENT FOR THE SECTION 5311
PROJECT(S)
WHEREAS, the U. S. Department of Transportation is authorized to make grants to states
through the Federal Transit Administration to support capital/operating assistance projects for nonurbanized public transportation systems under Section 5311 of the Federal Transit Act (FTA C 9040.1F
and FTA C 9050.1); and,
WHEREAS, the California Department of Transportation (Department) has been designated
by the Governor of the State of California to administer Section 5311 grants for transportation projects
for the general public for the rural transit and intercity bus; and,
WHEREAS, The City of Ridgecrest desires to apply for said financial assistance to permit
operation of service/purchase of capital equipment in Kern County; and,
WHEREAS, The City of Ridgecrest has, to the maximum extent feasible, coordinated with other
transportation providers and users in the region (including social service agencies).
NOW, THEREFORE, BE IT RESOLVED AND ORDERED that the City Council of the City of Ridgecrest
does hereby authorizes:
1) The City Manager to file and execute applications on behalf of with the Department to aid
in the financing of capital projects and operating assistance projects pursuant to Section
5311 of the Federal Transit Act (FTA C 9040.1F and FTA C 9050.1), as amended.
2) The City Manager to execute and file all certification of assurances, contracts or agreements
or any other document required by the Department.
3) The Transit Administrator to provide additional information as the Transit Department may
require in connection with the application for the Section 5311 projects.
4) The Transit Administrator to submit and approve request for reimbursement of funds from the
Department for the Section 5311 project(s).
PASSED AND ADOPTED by the City Council of the City of Ridgecrest of Kern County, State of
California, at a regular meeting of said Board held on July 15th, 2026 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_______________________________
Travis Endicott, Mayor
ATTEST:
__________________________________
Ricca Charlon, City Clerk

This Page Intentionally Left Blank

Certifications and Assurances
of the MPO’s and RTPA’s
General Information:
Regional
Agency Name:
Contact Email:
Name of
Subrecipient:

Kern Council of
Governments

Contact
Person:

Irene Enriquez

[email protected]

Contact
Phone:

(661)635-2918

City of Ridgecrest

Operating Assistance
Project
Description:

Project Amount and Fund Type:
Federal Share

Local Share

$ 180,559

$ 1,877,833

Toll Credits
(if any)

Total Project Cost
$ 2,058,392

Local Share Types:
Local Share Type (LTF, STA, etc.)

Amount

LTF

$ 1,610,026

STAF 99313

$ 257,773

STAF 99314

$ 10,034

Total:

$ 1,877,833

*Please reach out to your Liaison if you need more entries*

Federal Transportation Improvement Program Rural non-MPO agencies do not need to provide this information; it will be provided by the
State. MPO agencies will need to provide the following FTIP information:
FTIP #:

FTIP Approval Date:

17

08/07/2026

STIP Reference #:

Certifying Representative:
By signing below, I have read and acknowledge that my agency is in compliance with
certifications and assurances as stated above.
Name:

Signature:

Jay Schlosser

Title:
Sign
Date:
*Electronic signatures are accepted*

Executive Director

07/02/2026

Program of Projects (POP)
FFY 2026
Due: August 3rd, 2026 at 2 p.m. PST

Instructions:
PART 1 – Operating Assistance
Do not list previously approved projects (i.e. projects listed in a prior grant).
Funding split: 44.67% Local Share and 55.33% Federal Share.
Third Party Contract Requirement – all third-party contracts must contain
federal clauses required under FTA Circular 4220.1G and be approved by
the State prior to bid release.
• Net project cost does not include ineligible cost (i.e. farebox, other
revenues, etc.).
PART 2 – 5311 Capital (Vehicles and Preventive Maintenance)
•
•
•

PRE-AWARD AUTHORITY IS STRICTLY FORBIDDEN FOR ALL CAPITAL
PURCHASES Receiving an executed Standard Agreement (DOT-213A) is
NOT procurement authorization.
• All vehicles procured with Section 5311 program funds must be ADA
accessible regardless of service type (fixed route or demand-response
service).
• Funding split: 11.47% Local Share and 88.53% Federal Share.
• Procurement Contract Requirement – all documents used for procuring
capital projects must contain federal clauses required under FTA Circular
4220.1G and approved by DLA prior to bid release.
PART 3 – Congestion Mitigation & Air Quality (CMAQ):
•

Request for transfer will be applied for directly through the District - Local
Assistance District Engineer, and Headquarters’ Division of Local
Assistance. The 5311 Program will receive a confirmation once the transfer
is completed.
• Funding split: 11.47% Local Share and 88.53% Federal Share. CMAQ may
be funded up to 100% at the discretion of the Regional Planning
Agency/MPO.
PART 4 – 5311(f) Operating Assistance:
•

•

Reference Part 1

Program of Projects (POP)
FFY 2026 Due: August 3rd, 2026 at 2 p.m.
PST

Agency Name: City of Ridgecrest

✔ 5311

5311(f)

✔ CMAQ

Regional Contact Info:
Regional
Irene Enriquez
Contact Name:
Contact Title:

Regional Planner

Phone Number: (661)635-2918
Date:

06/19/2026

General Information:
County or Region: Kern

Caltrans District:

6, 9

Section A: Available Funding
Apportionment for this Cycle (Federal Share):

$ 180,559

Section B: Programming
Operating Assistance Total:

$ 180,559

Capital Total:
Total Programmed (Operating + Capital):

$ 180,559

CMAQ:
CMAQ Total:

$ 344,289

Request for transfer will be applied for directly through the District - Local Assistance, District
Engineer, and Headquarters’ Division of Local Assistance. The 5311 Program will receive a
confirmation once the transfer is completed.

Programming Instructions:
Statewide Transportation Improvement Program (STIP)
All federal funds to be used for transit projects must be included in a federally
approved STIP. A Transportation Planning Agency (TPA) must ensure that Section
5311 projects are included in the Department of Transportation’s (Department)
Statewide Transportation Federal Improvement Program (FSTIP), which is jointly
approved by the Federal Highway Administration (FHWA) and FTA.
A copy of the federally approved STIP Page must be attached for all projects to
be programmed through the Section 5311 program. The project description and
associated dollar amounts must be consistent with the federally approved STIP
information.
Metropolitan Planning Organizations (MPOs) are responsible for
programming projects within their jurisdiction.
• Rural Transit & Intercity Bus staff will submit Non-MPO / Rural Transportation
organizations projects directly to the Department’s Division of Financial
Programming for inclusion into the FSTIP.
For further guidance see the Department’s Division of Financial Programming
website.
•

Apportioned Funds – FY2026
PART 1: Operating Assistance
Metropolitan Planning Organizations (MPOs) are responsible for sub-allocating projects
within their jurisdiction:
Subrecipient

Project
Description

Federal Share

Local Share

(Excluding Toll Credit)

City of Ridgecrest Operating Assistance

$ 180,559

$ 1,877,832

Operating Assistance Funds Total:

$ 180,559

$ 1,877,832

Toll Credit
Amount

Net Project
Cost

$ 2,058,392

$0

$ 2,058,392

PART 2: Capital (Vehicles and Preventive Maintenance)
Metropolitan Planning Organizations (MPOs) are responsible for sub-allocating projects
within their jurisdiction:
Subrecipient

Project
Description

Capital Assistance Funds Total:

Federal Share

$0

(Excluding Toll Credit)

Local Share

Toll Credit
Amount

Net Project
Cost

$0

$0

$0

Non-Apportioned Funds – FY2026
PART 3: Congestion Mitigation & Air Quality (CMAQ):
Subrecipient

Project
Description

Federal Share

Local Share

(Excluding Toll Credit)

Toll Credit
Amount

Net Project
Cost

For Transit Fleet
City of Ridgecrest Purchase One Replacement Battery Electric Cutaway$Bus304,799

$ 39,490

$ 304,799

$ 39,490

$0

$ 344,289

(Excluding Toll Credit)

Local Share

Toll Credit
Amount

Net Project
Cost

$0

$0

$0

CMAQ Funds Total:

$ 344,289

Part 4: Section 5311(f) Operating Assistance:
Subrecipient

Project
Description

Operating Assistance Funds Total:

Federal Share

$0

Apportioned Funds – FY2026
PART 1: Operating Assistance
Metropolitan Planning Organizations (MPOs) are responsible for sub-allocating projects
within their jurisdiction:
Subrecipient

Project
Description

Federal Share

Arvin

$ 124,805

California City

$ 82,853

Kern Transit

$ 988,341

McFarland

$ 90,374

Ridgecrest

$ 180,559

Shafter

$ 154,753

Taft

$ 43,478

Tehachapi

$ 74,397

Wasco

$ 162,704

Operating Assistance Funds Total:

$ 180,559

(Excluding Toll Credit)

Local Share

Toll Credit
Amount

Net Project
Cost

$ 1,877,832

$0

$ 2,058,392

1|Page

Project Description
General Project Details:
Please type your
agency name:

City of Ridgecrest

Please select Project Types below for which your agency is applying and complete the
relevant section of this form (Check all that apply).

✔

Operating Assistance
Capital Revenue Vehicles (Replacements or Expansions)
Preventative Maintenance

General Information
Question 1: Indicate the type(s) of public transportation service for the proposed projects
funded by FTA Section 5311. (Check all that apply)
Fixed Route - Vehicles will travel on specific roads and stop at pre-designated
locations according to a schedule.

✔

Demand Response - Vehicles will pick people up when they need a ride (Must be
open to the general public).

✔

Deviated Fixed Route - Vehicles will travel from point A to point B but go out of
the way to pick up or drop off passengers if necessary (Deviations must be open
to the general public).
Blended Paratransit - Complementary Paratransit Provided on the Same Vehicle
as the Fixed Route Service. Please upload your Blended Paratransit Plan in your
Organization’s Profile under the Important Documents Section.
ADA Paratransit Service - Please upload your ADA Paratransit Service Plan in your
Organization’s Profile under the Important Documents Section.

2|Page

Commuter Service - Fixed route bus service characterized by service
predominantly in one direction during peak periods, and with limited stops and
routes of extended length, usually between the central business district and
outlying suburbs.
University Service - An institution of higher education has a formal arrangement
with the transit operator to provide university transportation service.
Charter Service - Transportation provided by a recipient at the request of a third
party for the exclusive use of a bus or van for a negotiated price or for events or
functions that occur on an irregular basis or for a limited duration.
Question 2: Does your agency receive more than $750,000 in Federal funds?

No

If you marked YES above, has your agency submitted the annual Single
Audit Report to the State Controller’s Office (SCO)? The report is due to the
SCO on March 31st of each fiscal year.
Your agency must upload a pdf copy of the Single Audit Report along with this application
in BlackCat in your Organizations tab under the Important Documents section in the Fiscal
Responsibility category.

Question 3: Which one of the following describes the project(s) for which you are applying?
(Check all that apply)
Add new service
Expand existing service to additional areas, please explain planned expansions?

✔

Maintain service at current level

3|Page

Question 4: Does your agency employ between 50-99 transit-related
employees, and requests or receives Capital or Operating Assistance in
excess of $1,000,000 in the previous Federal Fiscal Year, or requests or
receives Planning Assistance in excess of $250,000 in the previous Federal
Fiscal Year.

No

If YES, your agency must upload its abbreviated EEO plan along with this application in
BlackCat in your Organizations tab under the Important Documents section in the Civil
Rights category.
Employs 100 or more transit-related employees, and requests or receives
Capital or Operating Assistance in excess of $1,000,000 in the previous
Federal Fiscal Year, or requests or receives Planning Assistance in excess of
$250,000 in the previous Federal Fiscal Year.

No

If YES, your agency must submit its EEO plan along with this application in BlackCat in your
Organizations tab under the Important Documents section in the Civil Rights category.

4|Page

Operating Assistance (Complete ONLY if applying for Operating Assistance Projects)
The operating period will be for 1 years with a performance period:
July 1, 2026 - June 30, 2027

Question 1: Please describe the Operating services:
Operating services for the City of Ridgecrest Transit agency are directly operated and
involves managing daily logistics- such as vehicle deployment, driver scheduling, and route
maintenance, fleet vehicle cleaning and maintenance, fleet procurement, facilities
upkeep, driver and passenger safety, fare processing, customer management, dispatching
software maintenance and management, and transit system related planning . Services
include: Dial-a-Ride (Curb-to-Curb) and Deviated Fixed Route services.

Question 2: Is your Operating Service directly operated by your agency in-house?

✔

Yes, Operating service is directly operated in-house.
No, Operating service is not directly operated in-house.

If you answered YES above, then you are done with this Section. If you answered NO,
please answer the remaining questions in this Section.

5|Page

Question 3: Is your Operating Service performed through an
Intergovernmental Agreement (IGA), or Joints Powers Authority (JPA)
agreement?

No

If YES, your agency must upload a pdf copy of the agreement in BlackCat in your
Organizations tab under the Important Documents section in the Third-Party Contracting
category.

Question 4: Is your Operating Service performed through a third-party
contract and APPROVED by Caltrans FTA Programs Procurement Oversight
Branch?

No

If YES, your agency must upload a pdf copy of Caltrans FTA Programs Procurement
Oversight Branch approval letter in BlackCat in your Organizations tab under the Important
Documents section in the Third-Party Contracting category.
If you answered NO, please contact your assigned Liaison to get your 3rd Party Contract
approved by Caltrans FTA Programs Procurement Oversight Branch.
*If your 3rd Party Contract is expiring soon and you are not exercising your option years, then
you must submit a Request For Proposal (RFP) Package within the next 12 months for review
and approval by Division of Mass Transportation DMT. Please contact your Liaison for more
information.
Question 5: Has the Operating Service third-party contract agreement been
modified and received approval from Caltrans FTA Programs Procurement
Oversight Branch? (i.e. amended, and or optional period of performance
have been exercised).
If you answered YES above, your agency must upload a pdf copy of Caltrans FTA Programs
Procurement Oversight Branch approval letter in BlackCat in your Organizations tab under
the Important Documents section in the Third-Party Contracting category.
If you answered NO above, please contact your assigned Liaison to get your 3rd Party
Contract amendment approved by DMT.

6|Page

What is the base period of the operating service third-party contract?
Contractor:

Base Period
Begin Date:

Base Period
End Date:

Example: We
Operate, Inc.

7/1/2015

6/30/2020

List all Optional Periods Available:

Yr. 1: 7/1/2020 - 6/30/2021
Yr. 2: 7/1/2021 - 6/30/2022

7|Page

Capital Revenue Vehicles (Replacements or Expansions)

*PRE-AWARD AUTHORITY IS STRICTLY FORBIDDEN FOR ALL CAPITAL PURCHASES*
You will not receive your fully executed Standard Agreement for your capital
purchase(s) until your assigned Liaison contacts you to submit a Procurement
request. Your Liaison will reach out to you once the grant is awarded by FTA.
Question 1: The proposed Capital purchase(s) is for (check all that apply):
Vehicle Replacement (Complete Questions #2 and #3)
Service Expansion (Skip ahead to Question #3)
Identify the procurement contract or method below:
State ZEB Vehicle
Contracts:

(For contract information go to this Link and enter “ZEB” in the
description field).

CalACT requires: a vehicle quote and floorplan to approve
contract utilization. Do NOT submit final Purchase Orders to
CalACT/MBTA
Joint Procurement: vendors or CalACT prior to formal Caltrans FTA Programs
Procurement Oversight Branch’s authorization.
Specify the contract the piggyback assignment will be
requested from and the year the contract was awarded:
Piggyback:

Please Specify:
Other Local
Procurement:

8|Page

Question 2: List the current vehicle(s) that will be replaced:

Full VIN#

Vehicle
Year

Make/Model or
Vehicle Description

Fuel type

Federal
Useful
Life
(Years)

Federal
Useful
Life
(Miles)

Actual
Mileage

Date Placed
in Revenue
Service

Date Taken
Out of
Revenue
Service

Total
Federal
Share Spent
on Original
Purchase

9|Page

Question 3: List the vehicle(s) your agency proposes to purchase
Quantity

Vehicle type (bus,
minivan, etc.)

Chassis Type (Ford E450, GM4500, etc.)

Fuel
type

Length

Passenger
Capacity

Useful Life in
Years

Useful Life in
Miles

Unit Price

Total Price

$0
$0
$0
$0
$0
$0
$0
$0
$0

10 | P a g e

Question 4: What is the need for this vehicle(s)? How did you select the project?

Question 4a: Describe what service improvements would be addressed by acquiring the
vehicle(s)?

Question 4b: If your agency is requesting a vehicle(s) replacement, explain why the
replacement is needed.

Question 4c: If the request for vehicle(s) is for a service expansion, how was the need for
the expansion determined?

11 | P a g e

Question 5: Complete the proposed procurement schedule for capital project(s):
Procurement Schedule:

Date:

RFP/IFB Issue Date:
Contract Award Date:
Initial Delivery Date:
Final Delivery Date:

Question 6: How does your agency intend to meet federal rollingstock (vehicle)
requirements to certify post-delivery compliance for Buy-America, Purchaser’s
Requirements, and FMVSS?
Qualified in-house inspector
Third-party inspector
Other
(specify):

12 | P a g e

Preventative Maintenance (Complete ONLY if applying for Preventative Maintenance
Projects)
Question 1: Please indicate the type of Preventative Maintenance for the proposed
project. (Check all that apply):
Inspections
Repairs or Replacements
Overhauls or Refurbish
Other
(specify):

Question 2: Please describe the Preventative Maintenance activities:

13 | P a g e

Question 3: Is your Preventative Maintenance performed through a thirdparty contract and APPROVED by Caltrans FTA Programs Procurement
Oversight Branch?
If YES, your agency must upload a pdf copy of Caltrans FTA Programs Procurement
Oversight Branch’s approval letter in BlackCat in your Organizations tab under the
Important Documents section in the Third-Party Contracting category.
If you answered NO, please contact your assigned Liaison to get your 3rd Party Contract
approved by Caltrans FTA Programs Procurement Oversight Branch.
Question 4: Has your Preventative Maintenance third-party contract been
modified and received approval from Caltrans FTA Programs Procurement
Oversight Branch? (i.e. amended, and or optional period of performance
have been exercised).
If you answered YES above, your agency must upload a pdf copy of Caltrans FTA Programs
Procurement Oversight Branch approval letter in BlackCat in your Organizations tab under
the Important Documents section in the Third-Party Contracting category
If you answered NO above, please contact your assigned Liaison to get your 3rd Party
Contract amendment approved by DMT.
What is the base period of the Preventative Maintenance third-party contract?
Contractor:

Base Period
Begin Date:

Base Period
End Date:

Example: We
Operate, Inc.

7/1/2015

6/30/2020

List all Optional Periods Available:

Yr. 1: 7/1/2020 - 6/30/2021
Yr. 2: 7/1/2021 - 6/30/2022

Civil Rights:

Disadvantage Business Enterprise and Title VI
Agency Name: City of Ridgecrest
Disadvantage Business Enterprise (DBE)
Question 1: Please provide the name and contact information for your agency’s
Disadvantaged Business Enterprise Liaison Officer (DBELO). Please make sure the DBELO is
assigned the Civil Rights Officer (Title VI, DBE) as a contact type in your organization profile
under the Contacts section.
DBELO Name:
Contact Email:

Terry Roberts

Contact
Phone:

(760)499-5081

[email protected]

Question 2: Is the DBE Implementation Agreement signed by your
agency’s authorized signee? (if you are a FTA 5307 recipient you do not
need an Implementation Agreement)

Yes

If YES, your agency must upload a pdf copy of the DBE Implementation Agreement in
BlackCat in your Organizations tab under the Important Documents section in the Civil
Rights category.
If NO, work with your Liaison to complete an DBE Implementation Agreement before
submitting your application. Otherwise your agency will be considered non-compliant.
If you are an FTA Section 5307 recipient, please upload your DBE FTA Concurrence Letter to
BlackCat in your Organizations tab under the Important Documents section in the 5307
Agency Only section.

Based on October 3, 2025, Disadvantaged Business Enterprise (DBE) Interim Final
Rule and subsequent federal guidance, Caltrans is currently suspended from
submitting the Uniform Reports of DBE Awards/Commitments during the
reevaluation process.
•

•
•

Caltrans has initiated a statewide reevaluation of all certified DBEs
(effective March 2, 2026), removing the presumption of disadvantage for
all groups.
During this period, Caltrans is not setting new DBE contract goals on
federally funded projects.
Upon completion of the revaluation process, standardized reporting
requirements will continue to apply.

Caltrans ADM-3069 form is the DBE and non-DBE utilization report. It is used to
document, verify, and track the ongoing participation, commitments, actual
payments made to subcontractors/subconsultants on federally funded projects.
ADM-3069 acts as a prompt payment reporting tool that tracks payment
amounts for all subcontractors.
•

Invoice Requirement: Agency are required to submit the completed
ADM-3069.

•

Payment Enforcement: It ensures prime contractors fulfill their obligations
to pay subcontractors in a timely manner (prompt payment).
o Complete all the fields on the form.

•

Compliance: Caltrans uses the data collected on these forms to ensure
agencies comply with federal 49 CFR Part 26.~ regulations regarding
race-neutral DBE participation and prompt retainage release.

Question 3: Please upload copies of the ADM-3069 for periods April 1 September 30 and October 1 - March 31 in this application.

Yes

If you are an FTA Section 5307 recipient, you are not required to provide a copy of the
ADM-3069.
Question 4: What enforcement mechanisms does the subrecipient use for DBE
requirements? Please explain below:
Applying strict contract and legal remedies to ensure prime contractors comply with federal
regulations. Primary mechanisms include enforcing prompt payment, conducting
commercially useful function reviews, and utilizing penalties like withholding payments or
terminating contracts. The City of Ridgecrest uses clauses in contracts, interviews with subrecipients and itemized billing to ensure compliance.

Question 5: Does the subrecipient require contractors to obtain approval
from its DBELO prior to substituting a DBE firm after contract award?

Yes

Question 6: Does the subrecipient monitor prime contractors to ensure
that DBEs are actually performing applicable work on federally funded
projects?

Yes

Question 7: Did the subrecipient receive any complaints or procurement
protests alleging that it did not comply with the DBE regulations for
federally funded projects? If YES, please briefly describe:

No

Question 8: What are the subrecipients' processes for handling protests? Please explain
below:
Protests are submitted to the City Clerk for review by the DBELO, appropriate City staff and
the legal team.

The following Link is to FTA’s DBE program, “Section 26.37 Monitoring and
Enforcement Mechanisms” this section gives examples of monitoring and
enforcement mechanisms that ensure compliance.

Title VI
Your agency must upload a pdf copy of your Title VI Plan and Title VI Approval Letter in
BlackCat in your Organizations tab under the Important Documents section in the Civil
Rights category.
If you DO NOT have an approved Title VI Plan, please contact your Liaison for more
information.
No

Question 1: Has your agency changed fares in the last year?

If you marked YES above, how did you notify the public of the fare change? (Check all that
apply below):
Agency Website/
Social Media

Newspaper

Radio

Flyers

Public Hearings

TV/Cable

Other

Describe Other:

If fares were changed, was an equity analysis done on the impact of fare
changes on minority and low-income populations? If YES, please upload a
copy of the analysis to your application in the Documents Section.

Question 2: Are Title VI complaints documented and listed?

Yes

Question 3: Are or were there any Title VI related lawsuits or complaints
filed within the past year?

No

If YES, does the review of lawsuits or complaints denote a pattern of
discrimination?
Was the following information provided to Caltrans Office of Civil Rights:
•
•
•

The date the lawsuit or complaint was filed,
the name and address of the complainant
and a summary of the allegation.

If NO, then please contact Edwin Bragado at [email protected] to get this
information submitted to Caltrans Office of Civil Rights.

Question 4: Has an FTA Civil Rights Compliance Review been performed
within the past year?

No

If YES, please provide the following information below: The name of the agency or
organization conducting the review, A summary of findings and recommendations and the
status or disposition of the recommendations.

Charter Bus
Agency Name: City of Ridgecrest
Charter Bus
Question 1: Does your agency provide charter services?

No

If YES, your agency must submit a Charter Bus Service Quarterly Report to FTA and answer
questions #2 through #4. If you answered NO, then you do not have to answer the rest of
this form.
Question 2: Is charter service using FTA funded or maintained vehicles
provided under one of the exception(s)? If no, skip this section. If yes,
check all that best describes the charter service below:

No

Government officials on official government business
Qualified Human Service Organization (QHSOs)
Leasing FTA funded equipment and drivers
When no registered charter provider responds to notice from an agency
Agreement with registered Charter providers
Petitions to the Administrator
Question 3: Did the transit agency provide notice to all registered
charter providers prior to providing the requested charter service?

Question 4: Was all charter service reporting timely?

How to submit your Charter Bus Service Quarterly Report:
The following is a link to FTA’s Charter Bus Service Quarterly Reports. Your
agency must submit a pdf copy of the Charter Bus Service Quarterly Report
along with this application stored in the agency profile on the BlackCat Grant
Management System.
https://www.transit.dot.gov/regulations-and-guidance/access/charter-busservice/charter-bus-service-quarterly-reports

Reporting Schedule:
Quarter

Report Deadline

January 1 – March 31

April 30

April 1 – June 30

July 30

July 1 – September 30

October 30

October 1- December 31

January 30

Rolling Stock Status Report
California Department of Transportation
Division of Local Assistance
FTA Grant Application

Information to be Provided by Agency
Agency Vehicle ID#

Vehicle
Year

Make/Model or
Vehicle Description

R389
R390
R391
R392
R398
R399
R423
R424
R457
R499
R533

2012
2012
2012
2012
2013
2013
2016
2016
2020
2022
2023

El Dorado Aero Elite
El Dorado Aero Elite
El Dorado Aero Elite
El Dorado Aero Elite
El Dorado Aero Elite
El Dorado Aero Elite
Starcraft Allstar
Starcraft Allstar
Ford Transit Van
Ford Transit T350 Electric
Ford E-Transit 350

VIN

Date Placed in
Revenue Service

1FDAF5GY4CEB55889
1FDAF5GY4CEB55880
1FDAF5GY4CEB11055
1FDAF5GY2CEB55891
1FDAF5GY3CEC71794
1FDAF5GY3CEC71795
1FDFE4FS1GDC57999
1FDFE4FS4GDC58001
IFFBW3X82LKB40435
1FDVU4X86NKA31306

1FTBW3XK0PKA59998

Date Taken Out
of Revenue
Service

9/1/2012
N/A
$
9/1/2012 N/A
N/A
$
9/1/2012 N/A
N/A
$
9/1/2012 N/A
N/A
$
9/1/2013 N/A
N/A
$
9/1/2013
4/7/2022
108,572 $
11/14/2017 N/A
N/A
$
11/14/2017 N/A
N/A
$
10/1/2021 N/A
N/A
$ 85,000
7/21/2024 N/A
N/A
$114,135
3/31/2026 N/A
N/A
$
-

Fleet Status Report
California Department of Transportation
Division of Local Assistance
FTA Grant Application
Fleet Status Report for FTA 5311 and 5339 Application

A
B
A+B
B/A

Active Fleet
Peak Requiremewnt
Spares
Total
Spare Ratio

Before

After
5
4
9
0.8

Actual Mileage Total Federal Federal Minimum
when removed Share Spent on Useful Useful Life
from Revenue
Original
Life (Yr) Mileage
Service
Vehicle
Purchase

Change
5
4
9
0.8

0
0
0
#DIV/0!

Page 1 of 1

10.0
10.0
10.0
10.0
10.0
10.0
7.0
7.0
7.0
7.0
7.0

100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000

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15

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RIDGECREST CITY COUNCIL/SUCCESSOR REDEVELOPMENT AGENCY/
HOUSING AUTHORITY/FINANCING AUTHORITY AGENDA ITEM
STAFF REPORT

SUBJECT: A Resolution Of The Ridgecrest City Council Approving A Five-Year Transit

Development Plan
PRESENTED BY:
Terry Roberts, Public Works Director

Summary:
The Transit Development Plan (TDP) is a five-year roadmap for improving transit service,
operations, and infrastructure in the City. It was developed collaboratively with the public, City staff,
and the consultant team Nelson/Nygaard. The TDP reflects the City’s needs and priorities and will
support future budgeting decisions and grant applications.
Staff recommends City Council approve this resolution accepting the TDP to be used to guide transit
improvements and to be used as a supporting document when applying for grants to secure funding.
Attachment: Ridgecrest Transit Development Plan June 2026

FISCAL IMPACT: No costs. Future use of the TDP to support requests for grants.
ACTION REQUESTED:
1. Approve this resolution accepting the Ridgecrest Transit Development Plan of June 2026.

CITY MANAGER RECOMMENDATION:
Action as Requested
Submitted by: Terry Roberts

Action Date: July 15, 2026

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RESOLUTION NO. 26-xx
A RESOLUTION OF THE RIDGECREST CITY COUNCIL APPROVING A
FIVE-YEAR TRANSIT DEVELOPMENT PLAN
WHEREAS, the consultant team, Nelson/Nygaard, has developed a Transit
Development Plan (TDP) as a five-year roadmap to improve transit service, operations,
and infrastructure, in collaboration with the public and City Staff; and
WHEREAS, the TDP reflects community input, gathered through surveys, inperson engagement, and a bilingual virtual meeting to identifying key Transit topics; and
WHEREAS, the TDP identifies opportunities to expand and enhance service to
better meet the needs of residents; and
WHEREAS, the TDP outlines recommendations across service, operations,
administrative/policy, and capital improvements; and
WHEREAS, adoption of the TDP will provide a flexible framework to guide future
transit improvements, support budgeting decisions, and strengthen the City's ability to
secure grant funding as resources become available.
NOW, THEREFORE, BE IT RESOLVED,
1. The Ridgecrest Transit Development Plan June 2026 is hereby approved.
2. City staff is authorized to implement the TDP recommendations in phases, as
funding and resources become available, and to adjust timelines as necessary
based on feasibility and community needs.
3. City staff is authorized to support ongoing coordination with Kern Transit and to
monitor performance, report on progress, and recommend updates to ensure
continued alignment with City priorities.
APPROVED AND ADOPTED this 15th day of July 2026 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:

Travis Endicott, Mayor
ATTEST:

Ricca Charlon, CMC, City Clerk

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Kern Council of
Governments

City of
Ridgecrest
Transit Development Plan
June 2026

Ridgecrest Transit Development Plan

TABLE OF CONTENTS

Final Report

Page

Executive Summary .....................................................................................................................i
1
Introduction ........................................................................................................................ 1
Plan Approach ............................................................................................................................................ 1
Purpose of Document ................................................................................................................................. 2
2
Overview of Transit in Ridgecrest and the Surroudning Areas .......................................... 3
Local Transit ................................................................................................................................................. 3
Kern Transit .................................................................................................................................................. 3
Other Local Operators .............................................................................................................................. 4
Intercity Operators .................................................................................................................................... 8
3
Existing and Future Market Conditions ............................................................................ 10
Population ................................................................................................................................................. 11
Demographic Analysis ............................................................................................................................ 15
Employment .............................................................................................................................................. 26
Major Activity Generators..................................................................................................................... 32
4
Service Evaluation ........................................................................................................... 42
Local Service Summary .......................................................................................................................... 42
Historical Trends ...................................................................................................................................... 47
Current Performance .............................................................................................................................. 55
Transfers to Other Providers ................................................................................................................. 58
Transit Need Analysis ............................................................................................................................. 58
Expenses and Revenues ......................................................................................................................... 60
Fleet and Facilities .................................................................................................................................. 61
Zero-Emission Transition Plan ................................................................................................................ 62
Agency Interview ..................................................................................................................................... 62
Key Takeaways ....................................................................................................................................... 63
5
Plan Review ..................................................................................................................... 64
Ridgecrest 2007 Transportation Development Plan ........................................................................ 64
6
Outreach Overview and Phase One Summary ................................................................ 66
Phase One Public Outreach Summary ................................................................................................ 67
Phase One Ridgecrest Survey Results ................................................................................................. 67
7
Recommendations ........................................................................................................... 69
Resiliency: An Overarching Consideration ......................................................................................... 70
Operations Recommendations .............................................................................................................. 72
Administrative and Policy Recommendations ..................................................................................... 77
Capital Recommendations ..................................................................................................................... 81
8
Phase Two Public Outreach Summary ............................................................................. 83
Ridgecrest Virtual Public Meeting ........................................................................................................ 83
Phase Two Survey ................................................................................................................................... 84
9
Improvement Phasing ...................................................................................................... 85
Implementation Phasing Table .............................................................................................................. 86
10 Financial Forecast ............................................................................................................ 88
Data Sources ............................................................................................................................................ 88
Financial Model and Assumptions ........................................................................................................ 88
Limitations ................................................................................................................................................. 89
Revenue Sources ...................................................................................................................................... 90
Major Expenses........................................................................................................................................ 92

Kern Council of Governments

Ridgecrest Transit Development Plan

Final Report

Recommendations and Improvement Costs ........................................................................................ 93
Key Takeaways ....................................................................................................................................... 94
Appendix A: Countywide Demographic Maps

Kern Council of Governments

Ridgecrest Transit Development Plan

TABLE OF FIGURES
Figure 1
Figure 2
Figure 3
Figure 4
Figure 5
Figure 6
Figure 7
Figure 8
Figure 9
Figure 10
Figure 11
Figure 12
Figure 13
Figure 14
Figure 15
Figure 16
Figure 17
Figure 18
Figure 19
Figure 20
Figure 21
Figure 22
Figure 23
Figure 24
Figure 25
Figure 26
Figure 27
Figure 28
Figure 29
Figure 30
Figure 31
Figure 32
Figure 33
Figure 34
Figure 35
Figure 36
Figure 37
Figure 38

Final Report

Page

Transit Network in Kern County .......................................................................................... 5
Kern Transit Route 230 Alignment...................................................................................... 6
Kern Transit Route 227 Alignment...................................................................................... 7
Intercity Transit Routes in Kern County .............................................................................. 9
City of Ridgecrest Population Density ............................................................................ 12
Kern County Historical Population Growth 2005 to 2025 ........................................ 13
Population Forecast by Regional Subarea: 2024 to 2050 ....................................... 13
Kern COG Regional Subareas Definitions .................................................................... 14
City of Ridgecrest Proportion of People of Color ....................................................... 16
City of Ridgecrest Proportion of Veterans .................................................................... 17
City of Ridgecrest Proportion of People with Disabilities .......................................... 18
City of Ridgecrest Proportion of Older Adults ............................................................. 19
City of Ridgecrest Proportion of Young Adults............................................................. 20
City of Ridgecrest Proportion of People in Poverty .................................................... 22
City of Ridgecrest Proportion of People with Limited English
Proficiency ............................................................................................................................ 24
City of Ridgecrest Proportion of Households with Zero Vehicles .............................. 25
City of Ridgecrest Employment Density ......................................................................... 27
City of Ridgecrest Low-Wage Employment Density.................................................... 28
Projected Employment Growth in Kern County............................................................. 29
Major Employers in Kern County ..................................................................................... 30
Major Employers in Kern County ..................................................................................... 31
Public Housing in Kern County .......................................................................................... 33
Grocery Stores in Kern County ........................................................................................ 35
Medical Facilities in Kern County .................................................................................... 37
Schools in Kern County....................................................................................................... 39
Prisons and Correctional Facilities in Kern County ....................................................... 41
Ridgecrest Transit System Overview .............................................................................. 43
City of Ridgecrest Organizational Chart....................................................................... 45
Ridgecrest Transit Service Span ...................................................................................... 46
Ridgecrest Transit Ridership for System ......................................................................... 48
Ridgecrest Transit Systemwide Revenue Hours ............................................................. 49
Ridgecrest Transit Systemwide Productivity (Riders per Revenue
Hour) ...................................................................................................................................... 50
Ridgecrest Transit Systemwide Operations & Maintenance (O&M)
Cost ........................................................................................................................................ 51
Ridgecrest Transit Systemwide O&M Cost per Trip .................................................... 52
Ridgecrest Transit Systemwide O&M Cost per Revenue Hour .................................. 53
Ridgecrest Transit Farebox Recovery for System ........................................................ 54
Systemwide Ridership by Month for Ridgecrest Transit.............................................. 55
Ridership by Day of Week for Ridgecrest Transit ...................................................... 56

Kern Council of Governments

Ridgecrest Transit Development Plan

Figure 39
Figure 40
Figure 41
Figure 42
Figure 43
Figure 44
Figure 45
Figure 46
Figure 47
Figure 48

Final Report

Productivity by Day of Week for Ridgecrest Transit (February
2025) .................................................................................................................................... 57
Transit Propensity in the City of Ridgecrest .................................................................. 59
Ridgecrest Transit Expenses – FY 2024 ......................................................................... 60
Ridgecrest Transit Revenues – FY 2024 ......................................................................... 60
Ridgecrest Transit Fleet Composition .............................................................................. 61
Recommendations from 2007 Ridgecrest Transportation
Development Plan............................................................................................................... 65
Revenue Sources for Ridgecrest Transit, FY 2027–2031 ........................................... 91
Ridgecrest Transit LTF and STA Funding Received, FY 2021–2025 ........................ 92
Expenses for Ridgecrest Transit, FY 2027–2031 ........................................................ 92
Ridgecrest Transit Financial Position, Baseline and with
Recommendations, FY 2027–2031 ................................................................................. 94

Kern Council of Governments

Ridgecrest Transit Development Plan

Final Report

EXECUTIVE SUMMARY

Kern Council of Governments (Kern COG) plays a critical role in planning and coordinating
transportation in Kern County. This project is a combined effort that seeks to update nine
Transit Development Plans (TDPs) for Kern County transit agencies as well as the Coordinated
Human Services Transportation Plan. The City of Ridgecrest 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 (20year) 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 Ridgecrest’s previous TDP is now nearly 20 years old and must be updated to
reflect the current environment. The goal of the TDP is to recommend improvements to
transit service, connectivity, and access.

Plan Approach
The project team started by performing an existing conditions assessment. We analyzed
existing data to identify potential issues, challenges, and opportunities for improving transit.
We also conducted an interview with city staff and asked transit riders in Ridgecrest 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 a workshop with city staff to review and
refine the recommendations. Once city staff were comfortable, 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 the costs associated with implementation.

Kern Council of Governments

i

Ridgecrest Transit Development Plan

Final Report

Key Takeaways
The following issues were among those identified during the TDP existing conditions
assessment:


Span of service is limited. Service only operates on weekdays from 6:45 a.m. to
4:30 p.m. for the deviated fixed-route, and from 6:30 a.m. to 4:30 p.m. for Dial-ARide. There is no weekend service.



Frequency is limited too. Ridgecrest Transit’s Inyokern-Joshua Tree deviated-fixed
route has three daily round trips. The Randsburg/Johannesburg route operates only
two one-way trips on Fridays.



Vehicles will need to be replaced soon. All but one of the cutaway buses have
exceeded Ridgecrest Transit’s useful life benchmark and will likely need to be
replaced in the next two to three years. The City has a vehicle replacement plan in
place.



Ridgecrest Transit maintained good productivity through the pandemic. For a
primarily demand-response service, productivity is still good and is increasing.

Public Outreach
The project team engaged in continuous outreach with the community to ensure the
Ridgecrest TDP reflects the input and priorities of Ridgecrest residents. This section
summarizes the project team’s work with Kern COG and Ridgecrest city staff to conduct and
advertise the outreach events and gather input from residents for inclusion in the plan.
There were two phases of community outreach:


Phase One (June–July 2025): Listen and learn about the community’s challenges
and aspirations for transit. This phase of outreach involved administering a survey to
Ridgecrest Transit riders in person and online.



Phase Two (March 2026): Present potential transit recommendations for feedback.
This phase of outreach involved a virtual public meeting to explain the potential
transit recommendations and a virtual survey to gather feedback from Ridgecrest
Transit riders about the potential improvements.

Kern Council of Governments

ii

Ridgecrest Transit Development Plan

Final Report

Phase One Outreach
The project team conducted outreach in Ridgecrest on June 24, 2025, riding the
Ridgecrest Dial-A-Ride vehicle and administering a survey to riders. The bilingual
(English and Spanish) survey also available online for three weeks.
During the ride-along, bilingual outreach staff (fluent in both English and Spanish) connected
with six community members. Some riders took the survey, and their results are included in
the summary in the next section. No additional comments were received outside of the
survey.
Given the small sample size it is difficult to draw conclusions from Phase One outreach.

Phase Two Outreach
Phase Two outreach took place in March 2026.
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.
Phase Two outreach involved a virtual public meeting in Ridgecrest in March and an online
survey.

Ridgecrest Virtual Public Meeting
The Nelson\Nygaard team and City staff held a virtual public meeting on Thursday, March 12,
2026, at 6:30 p.m. The meeting was hosted on Zoom. Although no community members
attended the meeting the presentation was recorded and posted online. The City’s outreach
and promotion efforts for this meeting included posting the meeting flyer on City transit
vehicles, posting an announcement on their website, and handing out flyers to passengers.
Nelson\Nygaard staff presented about the TDP process and the proposed transit
improvement involving later weekday service. The meeting
was presented in English and Spanish with bilingual slides
and translation available throughout.

Phase Two Survey
A virtual survey was administered as part of Phase Two
outreach and was open for almost four weeks in March 2026.
The City handed out flyers with the survey QR code to transit
passengers and distributed paper copies of survey questions at the Ridgecrest Senior Center.
The survey was also advertised during the recorded virtual public meeting held on March 12,
2026.

Kern Council of Governments

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Ridgecrest Transit Development Plan

Final Report

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 respondents demographic and socioeconomic questions, including their
transit usage and vehicle ownership, age, ethnicity, and income. No community members
completed the survey.

System Recommendations
Recommendations are specific actions that the City of Ridgecrest can take to address current
challenges and transportation needs in the community.
Eleven different recommendations are presented on the following pages. The
recommendations are divided into three distinct categories:


Operations recommendations focus on improving how service is delivered, which
includes new approaches to dispatching, coordinating with other operators like Kern
Transit, and new programs for training drivers, as well as identifying and applying for
grants.



Administrative and policy recommendations identify approaches to improve
customer experience, comply with state guidelines, and smooth the transition to a
zero-emission fleet.



Capital recommendations involve capital projects that would upgrade or enhance
agency assets, enhance agency resiliency, and improve transit access for riders.

Kern Council of Governments

iv

Ridgecrest Transit Development Plan

Final Report

Operations Recommendations
Number

Recommendation

Description

O-1

Improve Coordination with
Regional Peers

Responsibility for
Implementation

Cost

Use regular meetings with ESTA to
discuss issues and solutions. Improve
communications to ease transfers to and
from ESTA.

Ridgecrest, ESTA

Minimal cost to agency

O-2

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,
Ridgecrest and other
agencies support

Further study needed

O-3

Establish Countywide Grant
Resource Program

Establish a grant resource program with
Kern COG to centralize information and
opportunities on grant funding

Kern COG lead,
Ridgecrest and other
agencies support

Further study needed,
but could be minimal cost

O-4

Support Countywide
Procurement of New
Dispatching Software

Support feasibility study examining the
possibility of jointly procuring dispatching
software with Kern COG

Kern COG lead,
Ridgecrest and other
agencies support

Minimal cost to agency

O-5

Explore Opportunities to Share
Zero-Emission Vehicle
Maintenance Expertise

Investigate the possibility of sharing
maintenance resources (staff, training, or
both) for Dial-A-Ride

Kern COG lead,
Ridgecrest and other
agencies support

Further study needed

: Denotes a recommendation that supports agency resiliency

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Administrative/Policy Recommendations
Number

Recommendation

Description

Responsibility for
Implementation

Cost

A-1

Improve Customer
Communication and Website

Add information on the website for Dial-ARide service and Kern Transit Route 227
and 230. Develop a brochure that
advertises the availability of other transit
options (Kern Transit, ESTA) and how to
ride Ridgecrest Transit.

A-2

Continue Developing
Onboarding Manuals for Agency
Staff

Continue development of onboarding
manuals to help to ensure agency
resiliency with staff turnover and
streamline the onboarding process

Ridgecrest

Minimal cost to agency

A-3

Update Farebox Recovery
Compliance Policy

Develop strategy when new guidance is
released to remain compliant

Ridgecrest

Minimal cost to agency

A-4

Create a Zero-Emission Fleet
Resiliency Plan

Develop a zero-emission resiliency plan to
identify ways to improve the resiliency of
vehicle operations with a zero-emission
fleet

Ridgecrest

$10,000–$50,000
One time

Ridgecrest

Minimal cost to agency

: Denotes a recommendation that supports agency resiliency

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Capital Recommendations
Responsibility for
Implementation

Number

Recommendation

C-1

Continue Development of
Training Facility

Secure funding to begin
design/construction of new training
facility

Ridgecrest

Unknown,
Further study needed

Continue Vehicle Replacement
Program

Several of Ridgecrest Transit's vehicles
are at the end of or approaching the
end of their useful life. The agency
should continue its fleet replacement
plan until there are no vehicles in the
fleet that are beyond their useful life.

Ridgecrest

$750,000

C-2

Description

Cost

: Denotes a recommendation that supports agency resiliency

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Phasing Plan
There are eleven recommendations to be implemented by Ridgecrest Transit. Since the TDP
is a five-year plan, the improvement phasing matrix that follows is set up to organize which
recommendations should be implemented during which year of the plan. The
recommendations are intentionally staggered throughout the life of the plan to not
overwhelm the City in the first few years.
Simpler and lower-cost recommendations can be implemented sooner. This includes items
such as improving customer communications by updating the website or creating new
brochures advertising the availability of other transit providers (ESTA and Kern Transit).
This implementation plan was used in the development of a financial plan, discussed at the
end of the executive summary.

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Number

Recommendation

O-1

Improve Coordination with
Regional Peers

O-2

Establish Countywide Driver
Training Program

Final Report

Responsibility

Year One (FY 2027)

Ridgecrest, ESTA

Work with ESTA to establish
monthly coordination calls to
discuss on-time performance and
transfers at Inyokern

Kern COG lead,
Ridgecrest and other
agencies support

O-3

Establish Countywide Grant
Resource Program

Kern COG lead,
Ridgecrest and other
agencies support

O-4

Support Countywide
Procurement of New
Dispatching Software

Kern COG lead,
Ridgecrest and other
agencies support

O-5

Explore Opportunities to Share
Zero-Emission Vehicle
Maintenance Expertise

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Year Two (FY 2028)

Kern COG lead,
Ridgecrest and other
agencies support

Share experience with procuring
and using TripSpark software with
other agencies
 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 the structure
of program
 Review plans with agency
partners

Year Three (FY 2029)

Year Four (FY 2030)

Year Five (FY 2031)

 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 the structure of
program
 Connect with potential industry
and education partners

Continue the development of the
program

Finalize and roll out the program

 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 the structure of
program

Finalize and roll out program

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

Begin implementation

Continue implementation

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Number

Recommendation

Final Report

Responsibility

Year One (FY 2027)

Year Two (FY 2028)

Year Three (FY 2029)

Year Four (FY 2030)

Year Five (FY 2031)

Year Four (FY 2030)

Year Five (FY 2031)

A-1

Improve Customer
Communication and Website

Ridgecrest

 Develop brochure explaining
transit options and how to ride
Ridgecrest Transit
 Update Ridgecrest Transit
website

A-2

Continue Developing
Onboarding Manuals for Agency
Staff

Ridgecrest

Finalize onboarding manual for
Transit Administrator position

A-3

Update Farebox Recovery
Compliance Policy

Ridgecrest

Develop a compliance strategy
when new guidance is released

A-4

Create a Zero-Emission Fleet
Resiliency Plan

Ridgecrest

Create zero-emission fleet
resiliency plan

Implement findings

Number

Recommendation

Responsibility

Year One (FY 2027)

Year Two (FY 2028)

Year Three (FY 2029)

C-1

Continue Development of
Training Facility

Ridgecrest

Secure funding for a new transit
training facility

Begin final design work

Begin construction if funding is
secured

C-2

Continue Vehicle Replacement
Program

Ridgecrest

Acquire two new EV vans

Acquire one new EV cutaway bus

: Denotes a recommendation that supports agency resiliency

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Financial Forecast
As part of this TDP, Nelson\Nygaard developed a five-year financial model to understand
projected revenues and expenditures for the life of the plan. Using projections built off
historical data, these forecasts are meant to provide a high-level view of Ridgecrest Transit’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 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 agency may have. It
also provides the estimated costs of implementing each recommendation and the net
position if all are implemented. For costs with a range due to different implementation
options, a high and low estimate is given, and a best-case overall position is provided. These
costs are planning-level estimates given in 2025 dollars.


Nelson\Nygaard’s financial model shows that Ridgecrest Transit should be able to
operate service at existing levels over the next five years based on projected
growth in operating funds.



Over the last four years, the City has been spending between 0% and 83% of
Local Transportation Fund (LTF) and State Transit Assistance Fund (STA)
funding on transit operations. The City can reduce TDA allocation to 40% on
average and still have sufficient funds to implement all recommendations shown on
the following page.



The City of Ridgecrest has not budgeted the exact cost of the transit training facility;
however, it is likely that it will cost at least $1 million. Much of this is expected to be
funded using grant money. Given the uncertainty around future capital funding
needs, our financial model does not include any capital expenses beyond fleet
replacement.

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Ridgecrest Transit’s Financial Position, Baseline and with Recommendations, FY27–31
FY 2027

FY 2028

FY 2029

FY 2030

FY 2031

Net Position

$153,550

$200,160

$250,080

$303,500

$360,600

Net Reserve

$1,145,070

$1,345,230

$1,595,310

$1,898,810

$2,259,410

C-2 Continue Vehicle
Replacement Program

$(516,730)

$(250,000)

A-4 Create Zero-Emission
Fleet Resiliency Plan

$(10,000)

Sum of Costs

$(526,730)

$(250,000)

Projected Position

$(373,180)

$(49,840)

$250,080

$303,500

$360,600

Projected Baseline Net
Position and Reserve

Estimated
Recommendation Costs

Sources: Nelson\Nygaard Projection

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1 INTRODUCTION

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 Ridgecrest 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 Ridgecrest’s previous TDP is now nearly 20 years
old and must be updated to reflect the current environment. The goal of the TDP is to
develop recommendations to improve service and enhance transit connectivity and access.
This project supports Kern COG’s Regional Transportation Plan, which is a long-term (20year) plan for Kern County’s entire transportation network. This project is funded by a
Caltrans Sustainable Communities grant under the Climate Adaptation Program.

PLAN APPROACH

The project team started by performing an existing conditions assessment. We analyzed
existing data to identify potential issues, challenges, and opportunities for improving transit.
We also conducted an interview with city staff and asked transit riders in Ridgecrest 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 a workshop 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 the costs associated with implementation.

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PURPOSE OF DOCUMENT

This document is the final report for the City of Ridgecrest TDP. Topics by chapter are as
follows:
Chapter

2

Title
Overview of Transit in
Ridgecrest and the
Surrounding Areas

What questions does the chapter answer?
 Who operates transit in Ridgecrest?
 What local and regional services are available?

Existing and Future Market
Conditions

 Where do people live and work in Ridgecrest?
 What are the population and employment projections for
Ridgecrest?
 Where are the major activity generators in Ridgecrest and
the surrounding areas?

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
Ridgecrest?
 What is the implementation status of past
recommendations?

6

Public Outreach Overview
and Phase One Outreach
Summary

3
4

 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?

Financial Forecast

 What is the City of Ridgecrest’s current financial position?
 What projects and costs are already expected in the future?
 How will implementing recommendations impact the City of
Ridgecrest’s finances, and what is an affordable
implementation plan?

10

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2 OVERVIEW OF TRANSIT IN
RIDGECREST AND THE
SURROUNDING AREAS

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

LOCAL TRANSIT

Ridgecrest Transit operates one deviated fixed route and a Dial-A-Ride service for the
general public. The Inyokern deviated fixed-route service travels between Inyokern and
Ridgecrest three times daily on weekdays between 6:45 a.m. and 4:30 p.m. The vehicle will
deviate off the fixed route within the service area when a passenger makes an advance
reservation.
Ridgecrest Dial-A-Ride service is available on weekdays between 6:30 a.m. and 4:30 p.m.
within the city limits. Ridgecrest Transit also offers Dial-A-Ride service to the
Randsburg/Johannesburg area on Fridays by reservation only. This service has two trips per
day: one in the morning between 8:30 a.m. and 9:30 a.m. and one in the afternoon between
2:00 p.m. and 3:00 p.m. Passengers can book their ride up to seven days in advance by calling
the dispatcher. Same day trips are allowed but not guaranteed.

KERN TRANSIT

Kern Transit operates 12 fixed routes and Dial-A-Ride services in six communities, displayed
in Figure 1. Routes 227 and 230 both serve Ridgecrest and Inyokern. Route 227 links
Ridgecrest to nearby communities including Onyx, Mountain Mesa, and Lake Isabella. Route
230 links Ridgecrest to California City and Mojave.

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Route 227 has two stops in Inyokern and five stops in Ridgecrest along China Lake Boulevard
and at Cerro Coso Community College. Route 230 serves the same stops in Inyokern and
Ridgecrest as Route 227 except for Cerro Coso Community College.
Both Routes 227 and 230 operate three trips in each direction on Mondays, Wednesdays, and
Fridays. In Lake Isabella, riders can transfer to Routes 150 and 220. In Mojave, riders can
transfer to Routes 100, 240, and 250. Alignments are shown in Figure 2 and Figure 3.

OTHER LOCAL OPERATORS

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. Golden
Empire Transit service can be accessed via a connection on Kern Transit.
The City of California City operates a Dial-A-Ride service for all riders within the urbanized
area of the city limits. The service is available on weekdays from 7:00 a.m. to 3:30 p.m. Within
the Rancho Estates and Wonder Acres neighborhoods, the service operates between 9:00
a.m. and 2:30 p.m. California City Dial-A-Ride service can be accessed from Ridgecrest via a
connection on Kern Transit.
Antelope Valley Transit operates 15 local, fixed routes as well as commuter, school, and
Dial-A-Ride service in Lancaster and Palmdale. Most routes begin service at 5:00 a.m. and
end service between 8:00 p.m. and 11:00 p.m. Routes 50, 51, and 52 offer deviations upon
request, and the Dial-A-Ride provides curb-to-curb service for rural and urban residents up
to the county line at Avenue A, just south of Rosamond. Dial-A-Ride service begins at 5:00
a.m. on weekdays, 6:00 a.m. on Saturdays, and 7:00 a.m. on Sundays, ending at 8:00 p.m. all
days. Antelope Valley Transit service can be accessed from Ridgecrest via a connection on
Kern Transit or Eastern Sierra Transit.

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Figure 1

Final Report

Transit Network in Kern County

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Figure 2

Final Report

Kern Transit Route 230 Alignment

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Figure 3

Final Report

Kern Transit Route 227 Alignment

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INTERCITY OPERATORS

Several intercity agencies operate in Kern County. Eastern Sierra Transit Authority (ESTA),
Amtrak, and Amtrak Thruway all operate in Southern California with stops in Kern County.
The routes and stops of these intercity services are shown in Figure 4. Metrolink operates
only in Los Angeles County but is served by Kern Transit and ESTA. ESTA is the only intercity
operator who serves the Ridgecrest area, via the Mammoth Lakes-Lancaster (395 South)
route.

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. On this route, discount fares are
available for riders ages 60 and older, individuals with disabilities, and youth under the age of
16. For a trip between Mojave and Inyokern, the regular adult fare (age 16 to 60) is $3.00, and
the reduced fare is $2.00. Passengers must make reservations before midnight Pacific Time
on the day of travel. Walk-on seating is also available but not guaranteed.

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

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

Metrolink
Metrolink is the Los Angeles regional rail system. The Antelope Valley Line begins in
Lancaster. Trains operate hourly in the peak direction (to LA in the morning, from LA in the
afternoon). There is less frequent service during the off-peak on weekdays and on weekends.
Trains take approximately two hours to reach Los Angeles Union Station.

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Figure 4

Final Report

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 United States 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
Ridgecrest has several pockets of moderate population density as shown in Figure 5, located
along China Lake Boulevard. These areas are served by Ridgecrest Transit’s deviated fixed
route and Dial-A-Ride, as well as Kern Transit’s fixed routes.
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 people per
acre 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 5

Final Report

City of Ridgecrest 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. Ridgecrest saw modest growth between 2005 and 2025, up approximately 6%.
A breakdown for Ridgecrest and Kern County overall is shown in Figure 6.
Figure 6

Kern County Historical Population Growth 2005 to 2025
% Change in
Population
(2005–2025)

Population
Growth
(2005–2025)

2005

2010

2015

2020

2025

Ridgecrest

6.0%

1,600

26,800

27,500

27,700

27,800

28,400

County Total

23.0%

173,000

751,000

837,100

873,500

907,400

924,000

Kern County

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 7 shows projected population growth by regional subarea in Kern County (see
Figure 8 on how regional subareas were defined). Greater Ridgecrest is expected to continue
growing slower than the county as a whole.
Figure 7

Population Forecast by Regional Subarea: 2024 to 2050
Estimated %
Pop. Growth
(2024–2050)

2024

2029

2050

Estimated
Pop. Growth
(2024–2050)

Greater Ridgecrest

35,000

35,500

36,700

1,700

4.9%

Countywide Total

890,500

922,200

998,300

107,800

12.1%

Regional Subarea

Source: Kern COG 2024 to 2050 Growth Forecast Update

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Figure 8

Final Report

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 Ridgecrest and its immediate surroundings. The
demographic groups included are:


People of color



Veterans



People with disabilities



Older adults (age 65 and above)



Younger adults (age 18 to 24)



People in poverty



People with limited English proficiency



Zero vehicle households

Some of these groups were also included in a transit propensity analysis, which identifies
demographics which have a higher-than-average tendency to use transit and creates a
composite index identifying where transit demand is strongest.
The results of this transit propensity analysis are discussed in Chapter 4, but the underlying
data is displayed here to provide background information.
Demographic maps produced showing the entirety of Kern County are included in Appendix
A.

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People of Color
Based on census data examined by the project team, people of color are more likely to use
transit than their white peers. Figure 9 shows areas around Ridgecrest have varying
percentages of people of color, with most census block groups exceeding 20% people of
color. This is slightly lower compared to most areas in Kern County, which exceed 35%
people of color.
Figure 9

City of Ridgecrest 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. There are high percentages of veterans throughout the region, shown in
Figure 10, likely due to the presence of Naval Air Weapons Station China Lake. The
percentage is highest in the southeast corner of the city, but this neighborhood is only
served by Ridgecrest Transit Dial-A-Ride. Other areas with large proportions of veterans have
access to fixed-route or deviated fixed-route transit provided by Kern Transit and Ridgecrest
Transit. The nearest Veterans Affairs (VA) hospital is in Bakersfield, which could be difficult to
access due to the lack of direct transit options and the limited daily trips provided by Kern
Transit.
Figure 10

City of Ridgecrest 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 11 shows the percentage of people with disabilities in Ridgecrest. There are some
areas within Ridgecrest city limits that have a higher proportion of people with disabilities.
Those living in Ridgecrest have access to Dial-A-Ride and in some cases fixed-route or
deviated fixed-route service. Inyokern also has a high proportion of people with disabilities.
They are served by the Inyokern deviated fixed-route and ESTA and Kern Transit fixed routes.
Some Kern Transit bus stops along China Lake Boulevard, including at the Ridgecrest
Regional Hospital and at Coso Avenue, are not located near a signalized intersection, which
can make it challenging for all riders, including people with disabilities, to access them safely.
Figure 11

City of Ridgecrest Proportion of People with Disabilities

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Older Adult Populations
Older adults (ages 65 and older) may no longer be comfortable driving or may not be able to
drive. Transit, paratransit, and human service transportation providers can allow older adults
to live independently, access healthcare, and meet their essential needs. The highest
concentration of older adults in Ridgecrest is primarily along China Lake Boulevard, where
they are served by Kern Transit and Ridgecrest Transit services, as shown in Figure 12.
Inyokern also has a high proportion of older adults, and has service from ESTA, Ridgecrest
Transit, and Kern Transit.
Figure 12

City of Ridgecrest Proportion of Older Adults

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Young Adults (18-24)
Young adults (ages 18-24) may be enrolled in college, the armed forces, or just entering the
workforce, and may not be able to afford their own personal vehicle. Based on census data,
young adults are more likely to ride transit compared to their older peers. As seen in Figure
13, the only areas of Ridgecrest with high percentages of young adults are north of Inyokern
Road, the location of Naval Air Weapons Station China Lake. There is no transit service onto
the military base.
Figure 13

City of Ridgecrest 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 was $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.
There are some areas with high poverty within Ridgecrest, mainly along China Lake
Boulevard, and to the west outside the city limits, near Highway 395, as shown in Figure 14.
High concentration areas along Inyokern Road and China Lake Boulevard have fixed-route
and deviated fixed-route service in addition to Dial-A-Ride service.

1 2024 Poverty Thresholds

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Figure 14

Final Report

City of Ridgecrest Proportion of People in Poverty

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Limited English Proficiency
People with limited English proficiency (LEP) are potentially more likely to take transit 2 and
may have difficulty accessing transit and participating in community outreach events. In
communities where LEP is high, special language accommodations may be needed. There are
only a few small areas with elevated percentages of people with limited English proficiency in
Ridgecrest, notably southeast of China Lake Boulevard and Bowman Road, shown in Figure
15. These areas are generally covered by both Kern Transit fixed route and Ridgecrest
Transit’s deviated fixed-route and Dial-A-Ride service.

2 Using Census Data for Transportation Applications, 2013, pg. 63.

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Figure 15

Final Report

City of Ridgecrest Proportion of People with Limited English Proficiency

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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. As seen in Figure 16, zero-vehicle households are
concentrated east of China Lake Boulevard and south of Bowman Road and are served by
Kern Transit fixed route and Ridgecrest Transit deviated fixed-route and Dial-A-Ride service.
Figure 16

City of Ridgecrest 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 fixed-route and/or on-demand transit, like Ridgecrest Transit’s
deviated fixed route. Densities below two people per acre are difficult to serve with any kind
of transit and may be more appropriate for services like vanpool or carpool.
Employment in Ridgecrest is concentrated along China Lake Boulevard, shown in Figure 17.
The area with the highest concentration of employment is near Ridgecrest Regional Hospital.
This area is served by Kern Transit’s fixed route and Ridgecrest Transit’s deviated fixed route.
Naval Air Weapons Station China Lake employment and population statistics are not
included in census data.

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Figure 17

Final Report

City of Ridgecrest 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 demonstrates a potential market for transit. As
seen in Figure 18, Ridgecrest does not have any areas with high concentrations of lowincome jobs. Naval Air Weapons Station China Lake employment and population statistics
are not included in census data.
Figure 18

City of Ridgecrest Low-Wage Employment Density

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Projected Employment Growth
Projected employment growth indicates how transit demand may increase in the future.
Within Greater Ridgecrest, employment growth is projected to increase 27.2% over the next
25 years, a faster rate than Bakersfield or the county as a whole.
Figure 19

Projected Employment Growth in Kern County

2024

2029

2050

Estimated
Job Growth
from 2024 to
2050

Greater Ridgecrest

9,200

9,700

11,700

2,500

27.2%

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%

Regional Subarea

Estimated %
Job Growth
from 2024 to
2050

Source: Kern COG 2024 to 2050 Growth Forecast Update

Major Employers
Like employment and job density, the location of major employers can be a generator of
transit demand based on employment and services provided. Major employers are more
likely to have a large number of employees who can be served by transit. Major employers
are the 25 largest employers in Kern County and have greater than 500 employees each.
As detailed in Figure 20 and Figure 21, there are two major employers within Greater
Ridgecrest: Ridgecrest Regional Hospital and Naval Air Weapons Station China Lake (Major
employer information was sourced from the State of California rather than LEHD).
Kern Transit Routes 227 and 230, and Ridgecrest Transit’s deviated fixed route and Dial-ARide serve the hospital, but there is no service either to or within the military base. The
limited number of daily Kern Transit trips may impact access to these jobs for people living
outside the city.
Robertson’s Ready Mix, another major employer, is located in California City and is accessible
via Kern Transit Route 230, but the limited number of daily Kern Transit trips may impact
access to these jobs for residents living in Ridgecrest.

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Figure 20

Final Report

Major Employers in Kern County

Source: State of California Employment Development Department, 2025

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Figure 21

Final Report

Major Employers in Kern County

Major Employer Identifier
(See Figure 20)

Major Employer

Location

Number of Employees

1

Paramount Farms Huller 4

Lost Hills

500–999

2

Wasco State Prison Fire
Department

Wasco

1,000–4,999

3

California Department
Correctional Institution

Delano

1,000–4,999

4

Wonderful Citrus, LLC

Delano

500–999

5

Marko Zaninovich, Inc.

McFarland

1,000–4,999

6

Amazon Fulfillment Center
- Shafter

Shafter

~1,000

7

Frito-Lay Incorporated

Bakersfield

500–999

8

Nabors CompletionProduction

Bakersfield

1,000–4,999

9

Vasinda Investments, Inc.

Bakersfield

500–999

10

Chevron Corporation

Bakersfield

1,000–4,999

11

Kern High School District

Bakersfield

1,000–4,999

12

Community Action
Partnership

Bakersfield

500–999

13

Adventist Health
Bakersfield

Bakersfield

1,000–4,999

14

Dignity Health Memorial
Hospital

Bakersfield

1,000–4,999

15

Amazon Fulfillment Center
– Bakersfield

Bakersfield

~2,000

16

Foster Care Human
Services

Bakersfield

1,000–4,999

17

Bolthouse Farms

Bakersfield

1,000–4,999

18

Grimmway Farms

Arvin

1,000–4,999

19

Sun Pacific

Bakersfield

500–999

20

California Correctional
Institute

Tehachapi

1,000–4,999

21

Robertson’s Ready Mix

California City

1,000–4,999

22

Edwards Air Force Base
and Family Readiness
Center

Edwards

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10,000+

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Ridgecrest Transit Development Plan

Major Employer Identifier
(See Figure 20)

Final Report

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, mobilityimpaired (defined as housing for people with disabilities), and senior housing (public
housing) for the previous Coordinated Human Services Transportation Plan. These housing
locations are shown in Figure 22. Public housing options are concentrated in Metro
Bakersfield and along Kern Transit and other regional transit routes. There are three
development clusters in Ridgecrest near N El Prado Street and W Ward Avenue, N Gold
Canyon Street and Nadeau Street, and S Downs Street and W Church Avenue. All of these
housing developments are beyond a quarter mile from Kern Transit, but they are all served
by Ridgecrest Transit Dial-A-Ride. These housing developments may be more likely to have
populations who are in poverty or do not have access to a vehicle.

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Figure 22

Final Report

Public Housing in Kern County

Source: Kern Housing Authority

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Grocery Stores
Grocery stores and other fresh-food stores are located throughout Kern County in
incorporated areas. Figure 23 shows there are several options in Ridgecrest providing
residents with access to fresh food and vegetables within the Kern Transit fixed route and
Ridgecrest Transit deviated fixed-route and Dial-A-Ride service area. People who live in
unincorporated or rural areas may have to travel farther to access these stores.

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Figure 23

Final Report

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 and doctor’s offices. These are
common locations for human service and non-emergency medical transportation providers.
Figure 24 shows medical facilities in Kern County, including Ridgecrest Regional Hospital. The
Regional Hospital offers several clinics and is accessible via Kern Transit’s fixed routes, and
Ridgecrest Transit’s deviated fixed route and Dial-A-Ride. The nearest VA hospital is in
Bakersfield, requiring travel via Kern Transit Routes 230 and 100 (connection in Mojave), or
Routes 227 and 150 (connection in Lake Isabella).

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Figure 24

Final Report

Medical Facilities in Kern County

Source: Nelson\Nygaard

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Educational Institutions
Educational institutions that are typically transit generators include middle schools and high
schools as well as colleges, universities, and community colleges. Middle schools and high
schools are scattered throughout Kern County. Every incorporated jurisdiction has at least
one middle school and high school, including Ridgecrest.
Figure 25 illustrates schools in Kern County. Cerro Coso Community College is in Ridgecrest
at the end of Kern Transit Route 227. Two high schools and two middle schools are
accessible via Ridgecrest Transit Dial-A-Ride and the deviated fixed route, as well as Kern
Transit Routes 227 and 230, although there may be a longer walk (up to 10 minutes) to a
Kern Transit bus stop.

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Figure 25

Final Report

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. As seen in Figure 26, there are no correctional facilities in or near Ridgecrest.

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Figure 26

Final Report

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 Ridgecrest’s deviated fixedroute and Dial-A-Ride service in greater detail, covering items
like organization, transit need analysis, fleet and facilities, and
more.

LOCAL SERVICE SUMMARY

Ridgecrest Transit operates one deviated fixed-route and a Dial-A-Ride service for the
general public.
The Inyokern deviated fixed-route service travels between Inyokern and Ridgecrest three
times daily on weekdays between 6:45 a.m. and 4:30 p.m. The vehicle will deviate off the fixed
route anywhere within the Dial-A-Ride service area when a passenger makes an advance
reservation.
Ridgecrest Dial-A-Ride service is available on weekdays between 6:30 a.m. and 4:30 p.m.
within the city limits. Ridgecrest Transit also offers Dial-A-Ride service to the
Randsburg/Johannesburg area on Fridays by reservation only. This service has two trips per
day: one in the morning between 8:30 a.m. and 9:30 a.m. and one in the afternoon between
2:00 p.m. and 3:00 p.m. Passengers can
book their ride up to seven days in advance
by calling the dispatcher. Same day trips
are allowed but not guaranteed.
The deviated fixed-route and Dial-A-Ride
service area are shown in Figure 27 along
with Kern Transit Routes 227 and 230 and
Eastern Sierra Transit Authority (ESTA)
Route 395, which connect with Ridgecrest
Transit.

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Figure 27

Final Report

Ridgecrest Transit System Overview

Source: City of Ridgecrest and Nelson\Nygaard, 2025

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Organization
Ridgecrest Transit is overseen by the Transit Services Coordinator, with oversight from the
City Manager and the Public Works Director. However, the Transit Services Coordinator left
the City in October 2024, and the position has since been delegated into two independent
positions: the Operations Manager and Grants Coordinator/Dispatcher. As of May 2025, the
Public Works Director was in the process of updating the organizational chart related to
transit.
The Public Works Director also attends Kern COG Transportation Technical Advisory
Committee and Social Service Technical Advisory Committee meetings. The City has five fulltime drivers and has ongoing openings for part-time drivers.
Ridgecrest Transit works with Kern COG and Caltrans to secure funding and satisfy reporting
requirements. The City is a member of the California Association for Coordinated
Transportation (CalACT), which provides access to training and industry networking
opportunities. The Ridgecrest City Council is the governing body of the City’s transit service.
Ridgecrest Transit’s organizational structure is shown in Figure 28.
Kern COG is responsible for transit planning for the City of Ridgecrest through the periodic
development of a Transportation Development Plan, the most recent of which was published
in 2007.

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Figure 28

Final Report

City of Ridgecrest Organizational Chart

Source: City of Ridgecrest, 2025

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Span of Service
Figure 29 summarizes Ridgecrest Transit’s span of service for the deviated fixed-route and
Dial-A-Ride service. All service operates Monday through Friday with the exception of the
Randsburg/Johannesburg Dial-A-Ride, which operates two trips only on Fridays.
Dial-A-Ride service is by reservation only. Passengers must call one hour before their desired
pick-up time to reserve a ride. Reservations up to seven days in advance are allowed.
Friday service to Randsburg/Johannesburg has two designated trip times, while the Dial-ARide service in Ridgecrest city limits has no designated trip times.
Figure 29 also shows the number of daily trips made by the deviated fixed-route. The
Inyokern deviated fixed route makes three round trips daily on weekdays.
Figure 29

Ridgecrest Transit Service Span
Weekday
Round Trips

Weekday Service
Hours

Saturday
Service Hours

Sunday
Service Hours

6:30 a.m. – 4:30 p.m.

No service

No service

By reservation

6:45 a.m. – 4:30 p.m.

No service

No service

2 (Fridays only,
by reservation)

8:30 a.m., 2:00 p.m.
(Fridays only)

No service

No service

Service Type

Route Name

Deviated Fixed
Route

Inyokern

3

Dial-A-Ride

Ridgecrest
Service

Dial-A-Ride

Randsburg/
Johannesburg

Source: Ridgecrest Transit, May 2025

Fares
Effective November 1, 2024, and until further notice, all rides on Ridgecrest Transit are farefree.

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HISTORICAL TRENDS

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).
Notably, Ridgecrest Transit previously operated a fixed-route service within the city of
Ridgecrest. During the COVID-19 pandemic, the fixed-route service was converted to Dial-ARide. Ridgecrest Transit has noted they are happy with this change, as it allows for a one-seat
ride anywhere within the city limits (i.e., no transfers between routes like before) and they do
not foresee going back to fixed-route service.
Data Notice: The intent of this section is to provide a historical reference of where
Ridgecrest Transit has been and to help frame the discussion of how the agency evolved over
time. Potential data issues have been identified as follows:


NTD reported data may be missing or questionable for some metrics due to past
data reporting issues. In cases where NTD data was unavailable, data from the
California State Controller was used if available. However, it should be recognized
that these sources may not be exactly comparable due to potentially different
methodologies.



While Ridgecrest Transit has historically operated fixed route and demand response
services, the NTD data for these modes is sporadic and missing in some years. Since
it is impossible to build a historical trend for each of these modes, the historical data
is aggregated to the system level. This sometimes involved adding demand response
data from the California State Controller with fixed route data from NTD.



In cases where data seems irregular or incorrect, we have denoted that in the charts
using hatched lines. Data concerns are also included in the text.

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Ridership
Systemwide ridership, as shown in Figure 30, was trending downward pre-pandemic, going
from 18,000 in 2014 to 15,000 in 2019, and declined substantially after 2020 to a low of
under 5,000 in 2022. In 2023, ridership recovered substantially, more than doubling from the
previous year to over 10,000, 70% of the 2019 baseline.
Figure 30

Ridgecrest Transit Ridership for System

20,000
18,000

17,680
16,414

Unlinked Passenger Trips

16,000

14,339

14,000

14,776
13,629
12,151

12,000

10,459

10,326

10,000
8,000

6,722

6,000

4,980

4,000
2,000
0

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Source: National Transit Database (NTD), 2014-2023, California State Controller, 2017, 2019-2021

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Revenue Hours
Revenue hours are measured by the amount of time vehicles are in service and either
transporting passengers or waiting for a ride request. Revenue hours for the system are
shown in Figure 31, and were mostly stable at just over 8,000 hours per year pre-pandemic,
except for a significant increase in 2017, which may be a data error. Revenue hours declined
substantially after 2019 but increased from a low of under 2,000 in 2022 to over 4,000 in
2023.
Figure 31

Ridgecrest Transit Systemwide Revenue Hours

25,000
20,361

Vehicle Revenue Hours

20,000

15,000

10,000

8,285

8,268

9,286

8,308

7,129

5,831
4,383

5,000

0

2014

2015

2016

2017

2018

2019

2020

1,793

1,663

2021

2022

2023

Source: National Transit Database (NTD), 2014-2023, California State Controller, 2017, 2019-2021
Note: 2017 data hatched due to high revenue hours compared to surrounding years, which may be an error.

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Productivity
Due to the substantial decrease in revenue hours during the pandemic, productivity
(passengers per revenue hour) actually increased after 2019, going from 1.6 that year to 3.7
in 2021, before dropping to 2.4 in 2023 as revenue hours increased again. Productivity for the
system is shown in Figure 32.
Figure 32

Ridgecrest Transit Systemwide Productivity (Riders per Revenue Hour)

4.0

3.7

Passsengers per Revenue Hour

3.5
3.0

3.0
2.5

2.4
2.1

2.0

1.7

1.7

1.6

1.6

1.8

1.5
1.0

0.8

0.5
0.0

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Source: National Transit Database (NTD), 2014-2023, California State Controller, 2017, 2019-2021.
Note: 2017 data hatched due to low productivity compared to surrounding years, which may be an error.

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 service and indicates that fixedroute service should be considered to meet some or all of the demand.

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Operations and Maintenance Cost
Total operating costs for Ridgecrest Transit are shown in Figure 33. These amounts have not
been adjusted for inflation and have been mostly stable at around $1 million annually. In the
last year of pre-pandemic operations, spending was about $910,000, while in 2023 it had
increased to $1.2 million. This was despite a substantial reduction in the number of service
hours offered. 2017 and 2018 were flagged for possible data issues due to the large
differences in operating cost compared to the preceding and following years.
Figure 33

Ridgecrest Transit Systemwide Operations & Maintenance (O&M) Cost

$1,600,000

$1,474,068
$1,357,413

$1,400,000

Operating Expense

$1,200,000
$1,000,000

$1,198,663
$1,169,174

$1,158,448
$998,749
$939,128

$1,201,880

$910,030

$800,000
$592,710

$600,000
$400,000
$200,000
$0

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Source: National Transit Database (NTD), 2014-2023
Note: 2017 and 2018 data hatched due to abnormal variation compared to surrounding years, which may be
an error.

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Cost per Trip
Cost per trip, shown in Figure 34, has increased substantially following the onset of the
pandemic from $62 per trip in 2019 to as high as $174 per trip in 2021 (assuming the 2022
data is a potential error). Costs fell to $116 per trip in 2023, but was still 87% higher than in
2019.
Figure 34

Ridgecrest Transit Systemwide O&M Cost per Trip

$300

$273

Expense per Passenger Trip

$250

$200

$174

$150
$116

$115
$100

$85
$56

$90

$65
$49

$50

$0

2014

2015

2016

2017

2018

$62

2019

2020

2021

2022

2023

Source: National Transit Database (NTD), 2014-2023, California State Controller, 2017, 2019-2021
Note: 2022 data hatched due to high costs per trip compared to surrounding years which may be an error.
2017 and 2018 data also hatched due to possible error with the O&M cost data.

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Cost per Revenue Hour
Ridgecrest Transit’s cost per revenue hour for all services has increased even more
substantially than its cost per trip, going from $98 in 2019 to $274 in 2023. These cost levels,
shown in Figure 35, particularly for 2021 and 2022, are difficult to explain and may be the
result of missing or incorrect data. However, the trend of rising cost per hour likely still holds.
Figure 35

Ridgecrest Transit Systemwide O&M Cost per Revenue Hour

$900
$816
$800

Expense per Revenue Hour

$700

$652

$600
$500
$400
$274

$300
$200

$206
$121

$114

$139

$100
$0

2014

2015

2016

$72

$83

$98

2017

2018

2019

2020

2021

2022

2023

Source: National Transit Database (NTD), 2014-2023, California State Controller, 2017, 2019-2021
Note: 2021 and 2022 data hatched due to high costs per revenue hour compared to surrounding years,
which may be an error. 2017 and 2018 data also hatched due to possible error with the O&M cost data.

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Farebox Recovery
Ridgecrest Transit maintained the same fare between 2015 and 2024. Since 2024, they have
gone fare free, using funding from the Low Carbon Transit Operations Program (LCTOP) to
replace farebox income. Income from farebox revenue declined as a percentage of operating
costs over time, as Figure 36 shows, even before Ridgecrest Transit went fare free. In 2019,
farebox recovery was 3.7%, which declined to 2.1% in 2022. Fare revenue data for 2023 was
not available.
Figure 36

Ridgecrest Transit Farebox Recovery for System

6%

5.6%

5%

Farebox Recovery

4.2%

4.2%

4%

3.7%
2.9%

3%

2.5%

2.4%

2.1%

2%

0.8%

1%

0%

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Source: National Transit Database (NTD), 2014-2022
Note: 2017 and 2018 data hatched due to abnormal variation compared to surrounding years, which may be
an error.

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CURRENT PERFORMANCE
System Ridership
Systemwide ridership for 2024 is shown in Figure 37. Ridership was consistent month-tomonth at around 900 trips, with a slight downward trend from the beginning of the year to
the end.
Figure 37

Systemwide Ridership by Month for Ridgecrest Transit

1200

Unlinked Passenger Trips

1000

905

901

966
850

800

865

913

889
813

847

858
784
663

600

400

200

0

Source: City of Ridgecrest, 2024

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Figure 38 shows the average daily ridership by day of the week. Daily ridership for Ridgecrest
Transit peaks on Thursdays, with 35 daily riders, using February 2025 as a representative
month. Other weekdays averaged between 20 and 27 daily riders, with no service operated
on weekends. Friday ridership is lower on average even including the Friday-only service to
Randsburg and Johannesburg.
Figure 38

Ridership by Day of Week for Ridgecrest Transit

40
35.0

35

Unlinked Passenger Trips

30
26.5
25

26.0

23.0
19.5

20
15
10
5
0

Monday

Tuesday

Wednesday

Thursday

Friday

Source: City of Ridgecrest, February 2025

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Productivity
Revenue hours data was not available for any month in 2024, and as such no productivity
data is available. Daily productivity for February 2025 is shown in Figure 39. Weekday
productivity is consistent at just above five riders per revenue hour, except on Thursdays,
which have a higher productivity of nearly seven riders per revenue hour. These productivity
numbers are much higher than they have been historically for Ridgecrest Transit, and may be
due in part to the transition from fixed-route service in Ridgecrest city limits to general public
demand response.
Figure 39

Productivity by Day of Week for Ridgecrest Transit (February 2025)

7

6.7

6

Passengers per Revenue Hour

5.4

5.2

5.2

Tuesday

Wednesday

5.5

5

4

3

2

1

0

Monday

Thursday

Friday

Source: City of Ridgecrest, February 2025

On-Time Performance
Ridgecrest Transit was unable to track on-time performance (OTP) using their previous
scheduling software. Since updating to a new scheduling software in May 2025, they have
begun to track OTP. Per Ridgecrest Transit, OTP is generally high.

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TRANSFERS TO OTHER PROVIDERS

Transfers to other providers are not tracker, however Ridgecrest Transit’s deviated fixedroute service makes three daily trips to the Inyokern Transfer Hub, where passengers can
make timed transfers to the Eastern Sierra Transit Authority’s (ESTA) service going to
Mammoth Lake and the Lancaster Metrolink station, which makes one daily trip in each
direction.
There is no cost to transfer between Ridgecrest Transit’s different services, as both their
deviated fixed-route and Dial-A-Ride services are fare free.
Kern Transit Route 227 (operating between Lake Isabella and Ridgecrest) and Route 230
(operating between Ridgecrest and Mojave) have stops in both Inyokern and Ridgecrest
where riders can transfer to and from Ridgecrest Transit.

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.
Nelson\Nygaard’s analysis utilized a composite index of demographic groups that are more
likely to ride transit, also known as transit propensity. The groups included in the index are:


People of Color



Zero Vehicle Households



Low-income individuals



Veterans



People with disabilities



Older adults (age 65 and above)



Young adults (age 18 to 24)

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As shown in Figure 40, the highest transit demand area is in the core of the city, with
relatively low transit demand within the rest of the city limits. However, since jobs at the
military base are not included in LEHD data some transit demand is unaccounted for. The
higher transit demand areas are served by both the deviated fixed route and the Dial-A-Ride
service areas.
Figure 40

Transit Propensity in the City of Ridgecrest

Source: ACS 2023 5-Year Estimates

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EXPENSES AND REVENUES

Aside from Kern Transit, Ridgecrest Transit spent the most financial resources of the nine TDP
agencies in Kern County. However, Ridgecrest Transit generated the most revenue of all nine
TDP agencies, including Kern Transit. This was accomplished largely through state- and
federally-funded grant programs. Ridgecrest Transit’s expenses are shown in Figure 41 and
their revenues in Figure 42.
Figure 41

Ridgecrest Transit Expenses – FY 2024

Category

Subcategory

Amount

Operating Expenses

Salaries and Wages

$531,803.00

Fringe Benefits

$213,470.00

Services

$929,786.00

Materials and Supplies

$13,572.00

Depreciation

$46,480.00

Other Operating Expenses

($419,080.00)

Total

$1,316,031.00

Source: Ridgecrest – Transit Operator Financial Transactions Report (FY 2024)

Figure 42

Ridgecrest Transit Revenues – FY 2024

Category

Subcategory

Amount

Operating Revenues

Passenger Fares

$39,847.00

Nonoperating Revenues

Local Government Funds

$314,521.00

State Government Funds

$1,850,321.00

Federal Funds

$1,156,301.00

Non-added Revenues
Total

$8,464.00
$3,369,454.00

Source: Ridgecrest – Transit Operator Financial Transactions Report (FY 2024)

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FLEET AND FACILITIES

In total, Ridgecrest Transit has nine revenue vehicles in their fleet, two of which are vans, and
the remainder (seven) are cutaway buses. While both vans are within Ridgecrest Transit’s
useful life benchmark, only one of the seven cutaway buses are within this benchmark, so it is
likely that most of Ridgecrest Transit’s bus fleet will need to be replaced within the next
couple of years. Ridgecrest Transit’s fleet roster is shown in Figure 43.
Figure 43

Ridgecrest Transit Fleet Composition

Type

Make

Model

Cutaway
Bus

Ford

ElDorado Aero Lite

Cutaway
Bus

Ford

ElDorado Aero Lite

Cutaway
Bus

Ford

ElDorado Aero Lite

Cutaway
Bus

Ford

ElDorado Aero Lite

Cutaway
Bus

Ford

ElDorado Aero Lite

Cutaway
Bus

Starcraft

Allstar

Cutaway
Bus

Starcraft

Allstar

Van

Ford

Transit 350 EL
Hybrid

Van

Ford

Transit T350 Electric

Van

Ford

E-Transit 350

Capacity

Mileage*

Year

Status*

22

138,312

2012

Out of
service

22

118,735

2012

Active

22

129,363

2012

Active

22

121,235

2012

Active

22

118,987

2013

Active

18

Unknown

2016

Active

18

80,515

2016

Active

9

25,002

2020

Active

9

Entered Service in
12/2024

2020

Active

9

Delivered December 2025

N/A

Being
integrated
into fleet

*As of end of FY 2024
Source: City of Ridgecrest – Fleet Report

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ZERO-EMISSION TRANSITION PLAN

Most of Ridgecrest Transit’s existing fleet is nearing or has exceeded the FTA’s recommended
Default Useful Life Benchmark and will likely need replacement within the next two to three
years. While the Ridgecrest Transit has a California Air Resources Board (CARB)-approved
zero-emission transition and vehicle replacement plan in place, it expressed concerns
associated with the reliability, battery longevity, and charging range of electric vehicles, plus
other potential climate-related challenges specific to the area, such as extreme heat.

AGENCY INTERVIEW

As part of the existing conditions assessment for this project, the Nelson\Nygaard team
interviewed City of Ridgecrest staff in person the week of May 19, 2025. The intent of these
interviews was to allow the project team to ask the agency questions about their operations,
including the riders they serve, agency challenges with operating service, desired outcomes
and recommendations as part of this planning effort, and questions about the data received.
This was also an opportunity for the project team 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 Ridgecrest?


Strong possibility of additional growth in community with more federal investment in
Naval Air Weapons Station China Lake.



New dispatch software has enhanced operational efficiency and improved reporting.



Regained post-2020 ridership numbers.



Inyokern Transit Hub was recently upgraded.

Challenges and areas with possible room for improvements


Lacking coordination and communication with Kern Transit and ESTA.



Staffing challenges associated with recruiting and certification.



Electric vehicle transition expectations are unrealistic for the geography and climate.

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KEY TAKEAWAYS


Span of service is limited. Service only operates on weekdays from 6:45 a.m. to
4:30 p.m. for the deviated fixed-route and 6:30 a.m. and 4:30 p.m. for Dial-A-Ride.
There is no weekend service.



Frequency is limited too. Ridgecrest Transit’s Inyokern deviated fixed route has
three daily round trips. The Randsburg/Johannesburg route operates only two oneway trips on Fridays.



Ridgecrest Transit has low ridership on Fridays despite additional service to
Randsburg and Johannesburg.



Same day reservations are possible with Dial-A-Ride with one hour’s notice. Dial-ARide accepts reservations up to seven days in advance.



The pandemic significantly impacted ridership, which is still lower than in 2019.
However, productivity has actually increased despite lower ridership. In November
2024, productivity exceeded five riders per revenue hour on all days with service.



Ridgecrest Transit maintained good productivity through the pandemic. For a
primarily demand-response service, productivity is still good and is increasing.



Cost per trip and per revenue hour are anomalously high in several years, and it
is difficult to explain these variances without additional background information.



Vehicles will need to be replaced soon. All but one of the cutaway buses have
exceeded Ridgecrest Transit’s useful life benchmark and will likely need to be
replaced in the next two to three years. The City has a vehicle replacement plan in
place.



Nelson\Nygaard’s transit need analysis shows the areas with the highest transit
propensity are served by Ridgecrest’s Dial-A-Ride and deviated fixed-route services,
and Kern Transit’s fixed-route service.

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5 PLAN REVIEW

This chapter summarizes the document that was reviewed to
help provide context of previous planning efforts that are of
consequence to transit and specialized transportation in
Ridgecrest. The data, strategies, and identified needs from this
plan can provide insight into possible persistent gaps and
transportation challenges. This plan was produced prior to 2020
and may lack the context and consideration of impacts of the
COVID-19 pandemic.

RIDGECREST 2007 TRANSPORTATION
DEVELOPMENT PLAN

The goal of the 2007 Ridgecrest Transportation Development Plan was to provide
recommendations for improving the efficiency and effectiveness of the City’s public
transportation service. In 2007, the Ridgecrest Transit System (RTS) had experienced
significant losses in ridership over the previous few years. The TDP included a Transit
Implementation Plan that outlined recommendations for service improvements.
Recommendations are outlined in Figure 44.

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Figure 44

Final Report

Recommendations from 2007 Ridgecrest Transportation Development Plan

Category

Recommendation

Implementation Update

Service Plan

Restructure service into a flex-route huband-spoke system with demandresponse service.

Implemented – however, during the
pandemic, Ridgecrest Transit converted
the flex-routes within Ridgecrest city
limits to demand response service. The
change was made permanent.

Capital Plan

Install bus stops and shelters at key
locations.

No update – unknown if any new
shelters were installed.

Develop a transit facility/transfer station
at the City Administration offices.

Implemented – however, the transit
facilities at City Hall are no longer used
by Ridgecrest Transit fixed-routes.

New and replacement vehicles.

Implemented – Ridgecrest Transit has
been replacing vehicles as they reach
the end of their useful life.

Install bicycle racks on buses.

No update – unclear if implemented.

Source: Ridgecrest Transportation Development Plan, 2007

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6 OUTREACH OVERVIEW AND
PHASE ONE SUMMARY

The project team engaged in continuous outreach with the
community to ensure the Ridgecrest TDP reflects the input and
priorities of Ridgecrest residents. This chapter summarizes the
project team’s work with Kern COG and Ridgecrest city staff to
conduct and advertise the outreach events and gather input from
residents for inclusion in the plan.
There were two phases of community outreach:


Phase One (June–July 2025): Listen and learn about the community’s challenges
and aspirations for transit. This phase of outreach involved administering a survey to
Ridgecrest Transit riders in person and online.



Phase Two (March 2026): Present potential transit recommendations for feedback.
This phase of outreach involved a virtual public meeting to explain the potential
transit recommendations and a virtual survey to gather feedback from Ridgecrest
Transit riders about the potential improvements.

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

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PHASE ONE PUBLIC OUTREACH
SUMMARY

Phase One outreach occurred in June and July 2025 and involved all nine agencies in Kern
County updating their TDPs. The goals of Phase One outreach were to introduce the TDP and
accompanying Coordinated Human Services Transportation Plan (CHSTP) planning processes
to the public and collect feedback to inform draft recommendations for each transit agency.
A countywide survey was conducted to gather feedback on transportation needs and
challenges.
The project team conducted outreach in Ridgecrest on June 24, 2025, riding the
Ridgecrest Dial-A-Ride vehicle and administering a survey to riders. The bilingual
(English and Spanish) survey also available online for three weeks. During the ride-along,
bilingual outreach staff (fluent in both English and Spanish) connected with six community
members. Some riders took the survey, and their results are included in the summary in the
next section. No additional comments were received outside of the survey.
The survey asked community members which transit services they use in the county, what
concerns they have, and how transit could be improved. Respondents who said they do not
currently ride transit were asked why they do not and what improvements would encourage
them to take transit. The survey also collected optional demographic information on age, ZIP
code, race/ethnicity, and household income.

PHASE ONE RIDGECREST SURVEY
RESULTS

Three people who responded to the countywide survey indicated they most frequently rode
Ridgecrest Transit. The results from these individuals are summarized in this section. Due to
the small sample size, this section touches on broader themes from the responses. No
demographics data from the survey is reported due to the small sample size.

Rider Satisfaction
Of the three surveyed riders, two respondents said they are somewhat unhappy with
Ridgecrest Transit. One respondent said they are very happy with the service.

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Transit Concerns and Improvements
When asked what concerns respondents have with Ridgecrest Transit, only one respondent
noted a concern, which was “transit does not run when I need it to.” Two respondents said
they have no concerns with Ridgecrest Transit service.
There was one write-in comment for concerns with Ridgecrest Transit, which was:


“No weekend/holiday service”

Respondents were asked an optional, open-ended question about what one improvement to
transportation would help them, as well as if they have any other suggestions or comments.
The question received one written response:


“1. Bus from Ridgecrest to Mojave should align with Amtrak bus to Bakersfield. 2.
Amtrak should reinstate 1:00 pm bus Mojave to Bakersfield train.”

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7 RECOMMENDATIONS

Recommendations are specific actions that the City of Ridgecrest
can take to address current challenges and transportation needs
in the community. This chapter lists all potential
recommendations that can be implemented.
The recommendations in this chapter were developed based on the existing conditions
analysis 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 Ridgecrest Transit in a virtual workshop. Recommendations involving Kern
Transit were discussed separately via email and phone.
The feedback received during the workshop was used to refine the recommendations before
presentation to the public for their input. Phase Two outreach efforts, summarized in Chapter
8, did not yield any feedback that required changes to the recommendations that were
developed. Recognizing there are limited financial resources, Chapter 9 provides an
implementation plan that would phase improvements across the five-year horizon of this
plan.
Eleven different recommendations are presented on the following pages. The
recommendations are divided into three distinct categories:


Operations recommendations focus on improving how service is delivered, which
includes new approaches to dispatching, coordinating with other operators like Kern
Transit, and new programs for training drivers, as well as identifying and applying for
grants.



Administrative and policy recommendations identify approaches to improve
customer experience, comply with state guidelines, and smooth the transition to a
zero-emission fleet.



Capital recommendations involve capital projects that would upgrade or enhance
agency assets, enhance agency resiliency, and improve transit access for riders.

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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 [noun]:
An ability to recover from or adjust easily to adversity or change.
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, 1
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.

1 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.”

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

Resiliency of fleet



Resiliency of facilities



Financial sustainability/resiliency



Emergency preparedness resiliency



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 six 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
and coordination both 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 Ridgecrest 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 the City. Regular
training, drills, and updates help ensure plans remain effective and staff are prepared to
respond if an emergency occurs.

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OPERATIONS RECOMMENDATIONS

There are five operations recommendations which focus on improving how service is delivered, including new approaches to
dispatching, coordinating with other operators like ESTA, and new programs for training drivers, as well as identifying and applying
for grants.
Number

Recommendation

Description

O-1

Improve Coordination with
Regional Peers

Responsibility for
Implementation

Cost

Use regular meetings with ESTA to
discuss issues and solutions. Improve
communications to ease transfers to
and from ESTA.

Ridgecrest, ESTA

Minimal cost to agency

O-2

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,
Ridgecrest and other
agencies support

Further study needed

O-3

Establish Countywide Grant
Resource Program

Establish a grant resource program
with Kern COG to centralize
information and opportunities on grant
funding

Kern COG lead,
Ridgecrest and other
agencies support

Further study needed,
but could be minimal cost

O-4

Support Countywide
Procurement of New
Dispatching Software

Support feasibility study examining the
possibility of jointly procuring
dispatching software with Kern COG

Kern COG lead,
Ridgecrest and other
agencies support

Minimal cost to agency

O-5

Explore Opportunities to Share
Zero-Emission Vehicle
Maintenance Expertise

Investigate the possibility of sharing
maintenance resources (staff, training,
or both) for Dial-A-Ride

Kern COG lead,
Ridgecrest and other
agencies support

Further study needed

: Denotes a recommendation that supports agency resiliency

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O-1 Improve Coordination with Regional Peers
Currently, there is limited communication between Ridgecrest Transit and other transit
agencies in the region, particularly the Eastern Sierra Transit Authority (ESTA). Improving
communication between agencies can help improve operations, raise awareness of issues,
and ultimately enhance the transit rider experience in Kern County.
During the interview Nelson\Nygaard conducted at the start of the project, Ridgecrest Transit
staff expressed that coordination with ESTA can be difficult, especially when trying to time
transfers with the ESTA route at Inyokern.
Ridgecrest Transit and ESTA should establish a monthly coordination call to discuss
operational issues regarding transfers at the Inyokern Transfer Hub. This call can include
reviewing on-time performance data and the process/reliability of being able to transfer
passengers at Inyokern. The calls should also establish a process for how the two agencies
communicate vehicle arrival times and passengers wishing to transfer at Inyokern. The
process could involve establishing a direct line of communication with ESTA and Ridgecrest
Transit dispatchers/operators, or using a public app like the Transit App to track arrival times
for the ESTA route. Ridgecrest Transit has already adjusted the schedule of its Inyokern route
to better align with the ESTA schedule.

O-2 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, delivery, other private
companies, or larger transit agencies (like Golden Empire Transit). Establishing a unified,
countywide training program for agencies can increase the pipeline of qualified applicants,
reduce training costs, and ensure applicant quality. Various agencies, including Ridgecrest
Transit, expressed interest in establishing a countywide driver training program.
Ridgecrest Transit should work with Kern COG and other transit agencies in Kern
County to establish a driver training program. This could be discussed at a future Kern
COG transit operators meeting to gauge interest and discuss next steps.
A driver training program can take many forms. A few possible options are listed below:


Ensuring existing trainings are shared with all Kern County transit agencies. In
cases where training is charged as a per-course or per-session fee, rather than perperson, there is an opportunity to invite other agencies and either share in the costs
or attend free of charge. As an example, Kern Transit is already paying for Americans
with Disabilities Act (ADA) training with a fixed per-course fee. If desired, other
agencies should also send staff to attend the training.

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

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 trainings including ADA training, sensitivity training for
passengers with disabilities, drug and alcohol testing, and other certifications
necessary to drive a transit vehicle.



Developing a training program with local colleges. When Nelson\Nygaard spoke
with local community colleges in Kern County, there was interest in establishing a
driver training program to help build the pipeline for future employees. This idea
would need to be explored further but should include the trainings mentioned under
the centralized training scenario to ensure employment can be secured after
graduation.

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

O-3 Establish Countywide Grant Resource Program
Grant funding opportunities can be difficult to identify and complicated to navigate,
especially for small agencies. Various agencies, including Ridgecrest Transit, expressed
interest in Kern COG establishing a countywide grant resource program that would allow
them to better find and apply for grants. Kern COG currently provides two Grant Finder
licenses to each member agency.
Ridgecrest Transit should work with Kern COG and other interested agencies to
establish what this program could look like. This could be discussed at a future Kern COG
transit operators meeting to gauge interest and discuss next steps. The COG could model the
program off ones already established elsewhere in the United States. These programs often
include lists of relevant grant opportunities, lists of third-party resources on grant
identification or application, and training or help sessions from agency staff.
Establishing a grant training program would help local transit agencies find and secure more
funding, thus improving the service they provide to their communities.

O-4 Support Countywide Procurement of New
Dispatching Software
Ridgecrest Transit is encouraged to support the countywide procurement of a new
dispatching system in collaboration with Kern COG and other regional partners. While

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Ridgecrest Transit has successfully implemented the TripSpark platform, other agencies in
Kern County have told Nelson\Nygaard that their dispatching software is expensive, difficult
to use, or that they are relying on manual dispatch. Several agencies have expressed interest
in a joint procurement of dispatching software through Kern COG, and Ridgecrest has put
Kern COG in contact with representatives from TripSpark.
Ridgecrest Transit is uniquely positioned to advise other agencies and be a resource during
the evaluation of dispatching software. This could include sharing their experiences with the
TripSpark platform as well as conversations and experiences they have had with other
software vendors. This can be a topic of discussion at a future Kern COG transit operators
meeting.
By pooling resources, agencies can get a better deal, lowering the cost of entry to all transit
agencies. If TripSpark is selected, it may reduce costs for Ridgecrest Transit. 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).

O-5 Explore Opportunities to Share Zero-Emission
Vehicle Maintenance Expertise
Ridgecrest Transit currently has a small fleet of zero-emission vehicles but has experienced
difficulties in the past with repairing the vehicles quickly when they break down. Other transit
agencies in Kern County have expressed similar concerns and indicated specialized electric
vehicle work usually requires a mechanic from Los Angeles. This results in high costs to
perform the maintenance and long delays getting vehicles back into service. There could be
an opportunity for better coordination and sharing of maintenance resources in Kern County
to service zero-emission vehicles. This could reduce costs and the time necessary to repair
vehicles.
Ridgecrest Transit should work with Kern COG and other interested transit operators
who utilize zero-emission vehicles to investigate the feasibility of sharing zeroemission 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-emission 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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If locally available maintenance personnel are identified, agencies can begin discussions on
the feasibility of sharing zero-emission vehicle mechanics among interested parties. A costsharing agreement could also be negotiated.
If no zero-emission 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-emission 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 Ridgecrest Transit to employ a fulltime mechanic to work on zero-emission vehicles, when shared amongst various agencies, it
can become more feasible. The need for specialized expertise in zero-emission vehicles in
Kern County will only continue to grow as more zero-emission vehicles continue to be added
to many transit agency fleets.

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ADMINISTRATIVE AND POLICY RECOMMENDATIONS

There are four administrative and policy recommendations, which identify approaches to improve customer experience, comply with
state guidelines, and smooth the transition to a zero-emission fleet.
Number

Recommendation

Description

Responsibility for
Implementation

Cost

A-1

Improve Customer
Communication and Website

Add information on the website for DialA-Ride service and Kern Transit Route
227 and 230. Develop a brochure that
advertises the availability of other
transit options (Kern Transit, ESTA)
and how to ride Ridgecrest Transit.

A-2

Continue Developing
Onboarding Manuals for Agency
Staff

Continue development of onboarding
manuals to help to ensure agency
resiliency with staff turnover and
streamline the onboarding process

Ridgecrest

Minimal cost to agency

A-3

Update Farebox Recovery
Compliance Policy

Develop a strategy when new guidance
is released to remain compliant

Ridgecrest

Minimal cost to agency

A-4

Create a Zero-Emission Fleet
Resiliency Plan

Develop a zero-emission resiliency
plan to identify ways to improve the
resiliency of vehicle operations with a
zero-emission fleet

Ridgecrest

$10,000–$50,000
One time

Ridgecrest

Minimal cost to agency

: Denotes a recommendation that supports agency resiliency

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A-1 Improve Customer Communication and Website
Ridgecrest Transit should refresh their webpage to add more information regarding
transit options to Bakersfield using Kern Transit Routes 227 and 230. This will help riders
understand all their potential transportation options, beyond just Ridgecrest Transit.
Nelson\Nygaard recommends the following information be updated or included on the
website:


Information on Kern Transit Routes 227 and 230. The Ridgecrest Transit website
provides a link to the Kern Transit main website but does not say which routes serve
Ridgecrest. The website should provide a link to the current Route 227 and Route 230
pages so riders can download the latest schedule and see a map of where the bus
stops in Ridgecrest are. In addition, the website should state there are timed transfers
on Kern Transit for those wishing to travel to/from Bakersfield. In the morning
traveling towards Bakersfield, Kern Transit Route 227 has one trip with a timed
transfer to Route 150 in Lake Isabella, while Route 230 has one trip with a timed
transfer to Route 100 in Mojave. In the afternoon, there is a single timed transfer for
both Routes 227 and 230 returning to Ridgecrest. Publishing these timed
connections can make potential riders more aware of transit options to get to
Bakersfield.

Ridgecrest Transit should also develop a brochure advertising the availability of other
transportation options, including Kern Transit and ESTA. Ridgecrest Transit staff have
shared with Nelson\Nygaard that there have been requests or questions from riders on how
to get to Bakersfield or other destinations outside of Ridgecrest Transit’s service area. This
brochure should include information on the timed transfers to Bakersfield on Kern Transit.
The brochure should also include information on how to ride Ridgecrest Transit, such as
where service goes, when it operates, how to ride, etc. This brochure can be useful for
distributing to prospective riders at community events and a quick at-a-glance reference that
is available on the website.

A-2 Continue Developing Onboarding Manuals for
Agency Staff
During the meeting with Ridgecrest Transit last year, agency staff discussed a need for
improved training materials and processes. Specifically, both the Transit Operations
Supervisor and Transit Administrator cited staff turnover combined with a lack of formal
onboarding documentation hinders new hires from understanding their roles and
responsibilities.

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To date, Ridgecrest Transit has already developed a manual for the Transit Operations
Supervisor position as well as for new drivers and dispatchers. These manuals will strengthen
agency resiliency by ensuring critical institutional knowledge is not lost during staff
transitions. The Transit Administrator manual is currently being developed and will be
finalized following a full year’s cycle of grant developments and reporting deadlines.
Ridgecrest Transit should continue the development of the onboarding manual for the
Transit Administrator position.

A-3 Update Farebox Recovery Compliance Policy
The 10% farebox recovery standard set by the state has been suspended since 2020, but a
working group, the Transportation Transformation Task Force, recently recommended
changes to the Transportation Development Act (TDA), which includes removing penalties
associated with meeting farebox recovery standards.
Because the farebox recovery requirement currently remains in the TDA, Ridgecrest
Transit should develop a strategy to meet the requirements and maintain full
compliance with state guidance. This will ensure that the City avoids findings during TDA
triennial performance audits.

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A-4 Create a Zero-Emission Fleet Resiliency Plan
Ridgecrest Transit is working to transition its fleet to zero-emission vehicles in accordance
with its Zero-Emission Vehicle Transition Plan. Ridgecrest Transit has expressed concerns
about the transition, particularly regarding power availability, as the City experiences
frequent brownouts in some seasons.
Ridgecrest Transit should work to develop a Zero-Emission Vehicle Resiliency Plan,
either in-house or with a consultant. This Zero-Emission Vehicle Resiliency Plan would
provide a plan for dealing with some of the vehicle resiliency issues the agency is currently
experiencing.
For example, the plan can help identify ways to prevent and deal with unexpected vehicle
breakdowns. This can include working to secure additional spare combustible or hybrid
vehicles, purchasing backup power generators, strengthening preventative maintenance
checks, and/or working to build in-house expertise for zero-emission vehicle repairs
(Recommendation O-5).
A well-prepared Zero-Emission Vehicle Resiliency Plan can help ensure reliable service for
riders during equipment failures or any other events which can disrupt service.
This Plan should consider opportunities to share zero-emission maintenance experience
identified as part of Recommendation O-5 (Explore opportunities to share zero-emission
vehicle maintenance expertise).

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CAPITAL RECOMMENDATIONS

There are two capital recommendations which involve capital projects that would upgrade or enhance agency assets, enhance
agency resiliency, and improve transit access for riders.
Number

C-1
C-2

Recommendation

Description

Responsibility for
Implementation

Cost

Continue Development of
Training Facility

Secure funding to begin
design/construction of new training
facility

Ridgecrest

Unknown,
Further study needed

Continue Vehicle Replacement
Program

Several of Ridgecrest Transit's vehicles
are at the end of or approaching the
end of their useful life. The agency
should continue its fleet replacement
plan until there are no vehicles in the
fleet that are beyond their useful life.

Ridgecrest

$750,000

: Denotes a recommendation that supports agency resiliency

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C-1 Continue Development of Training Facility
The City of Ridgecrest would like to build a new driver training facility in the lot adjacent to
the existing transit yard.
The City of Ridgecrest should continue working to secure funding to begin design and
construction of the training facility. The City is currently working to secure funding and will
begin construction of the new training facility once all funding has been secured. The City’s
Engineering Division is working to develop draft plans for the site.
This facility would allow Ridgecrest Transit to train new and existing drivers locally rather than
sending them elsewhere in Kern County. This could reduce training costs and make it easier
to keep up with required trainings. This facility could also potentially be leveraged by other
agencies as part of Recommendation O-2 (Establish a countywide driver training program).

C-2 Continue Vehicle Replacement Program
Many of Ridgecrest Transit’s vehicles are past their useful lifespan. Ridgecrest Transit staff
have stated they have recently acquired one new Ford E-Transit 350 and are in the process of
purchasing four additional Ford E-Transit 350s. Staff are also working to secure funds for a
new EV cutaway bus.
Ridgecrest Transit should continue its fleet replacement plan until there are no vehicles
in the fleet that are beyond their useful life. Nelson\Nygaard recommends that Ridgecrest
Transit keep several of the older internal combustion vehicles for use as spares, improving
resiliency. These spare vehicles should be driven and maintained regularly to ensure they can
be placed into service when needed. The Zero-Emission Vehicle Resiliency Plan
(Recommendation A-4) should account for the new vehicles that are continuing to be
purchased by Ridgecrest Transit, and any countywide zero-emission maintenance
collaboration (Recommendation O-5).

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8 PHASE TWO PUBLIC
OUTREACH SUMMARY

This chapter summarizes Phase Two outreach, which took place
in March 2026.
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.
Phase Two outreach involved a virtual public meeting in
Ridgecrest in March and an online survey.

RIDGECREST VIRTUAL PUBLIC MEETING

The Nelson\Nygaard team and City staff held a virtual
public meeting on Thursday, March 12, 2026, at 6:30 p.m.
The meeting was hosted on Zoom. Although no
community members attended the meeting the
presentation was recorded and posted online. The City’s
outreach and promotion efforts for this meeting included
posting the meeting flyer on City transit vehicles, posting
an announcement on their website, and handing out flyers
to passengers.

Nelson\Nygaard staff
presented about the TDP process and the proposed
transit improvement involving later weekday service. The
meeting was presented in English and Spanish with
bilingual slides and translation available throughout.

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PHASE TWO SURVEY

A virtual survey was administered as part of Phase Two outreach and was open for almost
four weeks in March 2026. The City handed out flyers with the survey QR code to transit
passengers and distributed paper copies of survey questions at the Ridgecrest Senior Center.
The survey was also advertised during the recorded virtual public meeting held on March 12,
2026.
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 respondents demographic and socioeconomic questions, including their
transit usage and vehicle ownership, age, ethnicity, and income. No community members
completed the survey.

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9 IMPROVEMENT PHASING

This chapter outlines how Nelson\Nygaard believes the eleven
recommendations detailed in Chapter 7 should be implemented
by the Ridgecrest Transit. 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 agency 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.
Some recommendations work best if implemented alongside others. For example, creating a
zero-emission fleet resiliency plan (Recommendation A-4) naturally intersects with exploring
opportunities to share zero-emission maintenance resources (Recommendation O-5).
This implementation plan was used in the development of financial plan, discussed in the
next chapter.

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IMPLEMENTATION PHASING TABLE
Number

Recommendation

O-1

Improve Coordination with
Regional Peers

O-2

Establish Countywide Driver
Training Program

Responsibility

Year One (FY 2027)

Ridgecrest, ESTA

Work with ESTA to establish
monthly coordination calls to
discuss on-time performance and
transfers at Inyokern

Kern COG lead,
Ridgecrest and other
agencies support

O-3

Establish Countywide Grant
Resource Program

Kern COG lead,
Ridgecrest and other
agencies support

O-4

Support Countywide
Procurement of New
Dispatching Software

Kern COG lead,
Ridgecrest and other
agencies support

O-5

Explore Opportunities to Share
Zero-Emission Vehicle
Maintenance Expertise

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Year Two (FY 2028)

Kern COG lead,
Ridgecrest and other
agencies support

Share experience with procuring
and using TripSpark software with
other agencies
 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 the structure
of program
 Review plans with agency
partners

Year Three (FY 2029)

Year Four (FY 2030)

Year Five (FY 2031)

 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 the structure of
program
 Connect with potential industry
and education partners

Continue the development of the
program

Finalize and roll out the program

 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 the structure of
program

Finalize and roll out program

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

Begin implementation

Continue implementation

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Number

Recommendation

Final Report

Responsibility

Year One (FY 2027)


Year Two (FY 2028)

Year Three (FY 2029)

Year Four (FY 2030)

Year Five (FY 2031)

Year Four (FY 2030)

Year Five (FY 2031)

Develop brochure explaining
transit options and how to ride
Ridgecrest Transit
Update Ridgecrest Transit
website

A-1

Improve Customer
Communication and Website

Ridgecrest

A-2

Continue Developing
Onboarding Manuals for Agency
Staff

Ridgecrest

Finalize onboarding manual for
Transit Administrator position

A-3

Update Farebox Recovery
Compliance Policy

Ridgecrest

Develop a compliance strategy
when new guidance is released

A-4

Create a Zero-Emission Fleet
Resiliency Plan

Ridgecrest

Create zero-emission fleet
resiliency plan

Implement findings

Number

Recommendation

Responsibility

Year One (FY 2027)

Year Two (FY 2028)

Year Three (FY 2029)

C-1

Continue Development of
Training Facility

Ridgecrest

Secure funding for a new transit
training facility

Begin final design work

Begin construction if funding is
secured

C-2

Continue Vehicle Replacement
Program

Ridgecrest

Acquire two new EV vans

Acquire one new EV cutaway bus

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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 Ridgecrest Transit’s financial health, upcoming capital
projects, and capacity to implement recommendations.

DATA SOURCES

Data for past revenues and expenditures, including revenue from federal and state grant
programs, was obtained from Ridgecrest’s published budgets. Actual revenue and
expenditures were used for Fiscal Years 2021 through 2024. Data on ridership and revenue
hours primarily came from NTD reports and were supplemented by State Controller reports
in more recent years if NTD data is missing.
Kern COG provided data on total grant and state formula funding allocations, such as Low
Carbon Transit Operations Program (LCTOP). Information on capital spending, including new
fleet and facilities, was obtained directly from the City of Ridgecrest.

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



Number of service hours budgeted per year

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

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, 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
assumptions input into the model. The model and associated outputs are Nelson\Nygaard’s
best attempt at capturing the City’s revenues and expenses. Model reliability to predict
cashflow into the future with a reasonable degree of certainty assumes a stable regional
economy.

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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)
−



State Transit Assistance Fund (STA)
−



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)
−



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)
−



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 these funds for road
construction and maintenance, provided certain criteria are met.

ZETCP is a state grant formula funding program administered by Kern COG and
eligible for use purchasing zero-emission vehicles or refueling infrastructure. The
ZETCP program has received additional funding through SB 125 as a one-time
infusion.

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. The TIRCP program has received additional funding through SB
125 as a one-time infusion.

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

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State of Good Repair (SGR)
State of Good Repair funding can be used to replace or repair transit capital
assets, including vehicles and facilities.

−

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
Ridgecrest Transit is currently fare free and is replacing lost fare revenue with
LCTOP funds.

−

Figure 45 displays the projected revenues for Ridgecrest Transit for the next five years. These
projections are based in part on historical trends and projections from Kern COG. Revenue is
not divided into operating and capital sources because of a lack of granularity in data
sources.
Figure 45

Revenue Sources for Ridgecrest Transit, FY 2027–2031

Revenue
Source

FY 2027

FY 2028

FY 2029

FY 2030

FY 2031

TDA Funds
(LTF, STA,
Schedule B)

$864,460

$907,680

$953,070

$1,000,720

$1,050,760

Other State
Funding

$196,990

$206,840

$217,180

$228,040

$239,440

FTA 5311

$129,430

$135,900

$142,700

$149,840

$157,330

Other
Revenue

$520,010

$54