Live Oak City Council
March 16, 2022

LIVE OAK CITY COUNCIL AGENDA – MARCH 16, 2022

The Council may take up any agenda item at any time, regardless of the order listed. Action may be taken on any item on this agenda. Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection at City Hall, 9955 Live Oak Boulevard, Live Oak, during normal business hours.

Such documents are also available on the City of Live Oak’s website at www.liveoakcity.org, subject to staff’s availability to post the documents before the meeting.

In compliance with the Americans with Disabilities Act, the meeting room is wheelchair accessible and disabled parking is available. If you have a disability and need disability-related modifications or accommodations to participate in this meeting, please contact the City Clerk’s office at (530) 695-2112 x107. Requests must be made at least 24 hours in advance.

Pursuant to Governor Newsom’s Executive Orders N-25-20 and N-29-20, members of the Live Oak City Council or staff may participate in this meeting via a teleconference. In the interest of the maintaining appropriate social distancing, members of the public are encouraged to participate in the meeting in the following ways:
• Remote Viewing:
o Members of the public can view a livestream of the meeting online at https://liveoakca.granicus.com/ViewPublisher.php?view_id=1. o Members of the public can access the Zoom webinar as follows:
▪ Join by Electronic Device:
https://us02web.zoom.us/j/83984415520
▪ Join by Phone:
1-669-900-6833 or 1-833-548-0282 (Toll Free)
Webinar ID: 839 8441 5520

LIVE OAK

CITY COUNCIL

REGULAR MEETING AGENDA
MARCH 16, 2022
6:00 PM

MEETING LOCATION

LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953

MEMBERS OF THE COUNCIL

NANCY SANTANA, MAYOR

BOB WOTEN, VICE MAYOR

JERAMY CHAPDELAINE, COUNCILMEMBER

LAKHVIR GHAG, COUNCILMEMBER
J.R. THIARA, COUNCILMEMBER

AARON PALMER,

CITY MANAGER

NICOLE ROSSER,

CITY ATTORNEY
1 LIVE OAK CITY COUNCIL AGENDA – MARCH 16, 2022

• Public Comment: Members of the public can submit general public comments, as well as comment on specific agenda items in the following ways:
o Public Attendance: Members of the public who attend in person may make comments from the Council Chamber podium.
o Live Remote Public Comment: Members of the public can submit a live remote public comment by:
▪ Joining the virtual Council meeting via the link below. When public comment is opened, raise your virtual hand and be called upon to speak for up to 3 minutes. https://us02web.zoom.us/j/83984415520
▪ Joining the virtual Council meeting by calling the phone number below. When public comment is opened, dial *9 to raise your hand and be called upon to speak for up to 3 minutes. 1-669-900-6833 or 1-833-548-0282 (Toll Free)
Webinar ID: 839 8441 5520
o Email Public Comment: Comments from the public on agenda items will be accepted until 1:00 pm on the date of the meeting, via email to the City Clerk at [email protected], and read into the record during public comment.
o eComment Feature: Public Comment will be accepted online between Friday, March 11th through Wednesday, March 16th at 1:00 pm through the eComment feature at:
https://liveoakca.granicus.com/ViewPublisher.php?view_id=1. 2 LIVE OAK CITY COUNCIL AGENDA – MARCH 16, 2022

CALL TO ORDER

ROLL CALL

PLEDGE OF ALLEGIANCE AND INVOCATION

CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY

PUBLIC COMMENT
Any person wishing to address the City Council on general jurisdictional matters or consent calendar items may do so at this time. If you are commenting on an agenda item, your comments will be heard at the time that item is scheduled for discussion. The City Council adopted a time limit of three minutes per person. The Brown Act does not allow for Council discussion of items not on the agenda.

Councilmembers may only a) refer the matter to staff; b) ask for additional information; c) request a report back; or d) provide a limited factual response for items not listed on the agenda.

CONSENT ITEMS
Consent Calendar is passed by one motion with exceptions and separate votes as noted.

1. City Council Meeting Minutes
Recommendation: Approve the March 2, 2022 City Council Regular Meeting minutes. (Clarissa Menchaca, City Clerk)

2. Findings to Hold Virtual City Council, Commission, Committee, Board, and Other City Bodies Meetings Under AB 361
Recommendation: Adopt resolution making findings and determinations under AB 361 for the continuation of virtual meetings and authorizing virtual City Council, Commission, Committee, Board, and other City meetings pursuant to AB 361.
(Nicole Rosser, City Attorney)

3. Approval of Employment Agreement Renewal Between the City of Live Oak and Ron Walker, Director of Public Works
Recommendation: Approve Employment Agreement Renewal between the City of Live Oak and Ron Walker, Director of Public Works.
(Aaron Palmer, City Manager)

4. Sole Source Purchasing of Equipment for the P Street Lift Station Update and Modification Project Recommendation: Adopt resolution authorizing the designation of certain products, brands, or services and the waiver of the competitive bidding requirements for the purchase of standardized equipment for use in the P Street Lift Station Update and Modification Project. (Ron Walker, Director of Public Works)

5. Notice of California Environmental Quality Act (CEQA) Exemption – P Street Lift Station Update and Modification Project
Recommendation: Direct staff to move forward with the CEQA exemption process. (Ron Walker, Director of Public Works)

BUSINESS ITEMS

6. Discussion and Direction Regarding New Contract with Yuba Sutter Arts Recommendation: Discussion and give staff direction regarding a new contract with Yuba Sutter Arts. (Aaron Palmer, City Manager)
3 LIVE OAK CITY COUNCIL AGENDA – MARCH 16, 2022

7. Yuba-Sutter Economic Development District 2020 Comprehensive Economic Development Strategy (CEDS) Appendices I, IV, V Updates and 2021 CEDS Annual Performance Evaluation Recommendation: Adopt resolution approving the 2021 Comprehensive Economic Development Performance Report and the updated Appendices I, IV, V and authorize its submittal to the United States Department of Commerce, Economic Development Administration as set out in the resolution. (Brynda Stranix, District Director, Yuba-Sutter Economic Development District)

PUBLIC HEARING ITEMS

8. An Ordinance of the City of Live Oak, California, Adding Chapter 15.70 CALGreen Construction Material Diversion, Recycling Collection, and Water Efficient Landscape Requirements to Title 15 of the Live Oak Municipal Code Entitled Buildings and Construction
Recommendation: 1) Hold a public hearing to adopt the ordinance; and 2) Waive the first and second reading of an ordinance adding Chapter 15.70 CALGreen Construction Material Diversion, Recycling Collection, and Water Efficient Landscape Requirements to Title 15 of the Live Oak Municipal Code entitled Buildings and Construction.
(Aaron Palmer, City Manager)

ITEMS REMOVED FROM THE CONSENT AGENDA FOR COUNCIL CONSIDERATION AND ACTION

UPDATES AND ANNOUNCEMENTS FROM THE CITY ATTORNEY AND CITY MANAGER

COUNCILMEMBER COMMENTS (WRITTEN ONLY)

ADJOURNMENT
4 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: City Council Meeting Minutes
Contact Information: Clarissa Menchaca, City Clerk
Recommendation: Approve the March 2, 2022 City Council Regular Meeting minutes.

Attachments:

Minutes
5 LIVE OAK CITY COUNCIL MINUTES – MARCH 2, 2022

The Live Oak City Council conducted this meeting in accordance with Governor Newsom’s Executive Orders N25-20 and N-29-20.

CALL TO ORDER
Meeting called to order by Mayor Santana at Live Oak City Council Chambers, 9955 Live Oak Boulevard, Live Oak, CA at 6:10 pm.

ROLL CALL

Present: Councilmembers Thiara, Ghag, Chapdelaine, Vice Mayor Woten, and Mayor Santana

PLEDGE OF ALLEGIANCE AND INVOCATION
Councilmember Chapdelaine led the Pledge of Allegiance. Vice Mayor Woten delivered the invocation.

CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY There were no corrections and/or changes to the agenda.

PRESENTATIONS AND RECOGNITIONS
A. Women in Construction Week Proclamation
Mayor Santana presented the proclamation, and Maria Patchin with Rudolph and Sletten Construction accepted the proclamation.

B. Sutter County Fire Chief John Shalowitz Diamond Walnut Plant Fire Update John Shalowitz, Fire Chief, Sutter County, provided an update to Council regarding the Diamond Walnut fire.

PUBLIC COMMENT
The following member of the public addressed the Council: Cruz Mora.

The following members of the public submitted a public comment: Dale Carlson and Anonymous.

LIVE OAK

CITY COUNCIL

MINUTES
MARCH 2, 2022
6:00 PM

MEETING LOCATION

LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953

MEMBERS OF THE COUNCIL

NANCY SANTANA, MAYOR

BOB WOTEN, VICE MAYOR

JERAMY CHAPDELAINE, COUNCILMEMBER

LAKHVIR GHAG, COUNCILMEMBER
J.R. THIARA, COUNCILMEMBER

AARON PALMER,

CITY MANAGER

NICOLE ROSSER,

CITY ATTORNEY
6 LIVE OAK CITY COUNCIL MINUTES – MARCH 2, 2022

CONSENT ITEMS
Consent Calendar is passed by one motion with exceptions and separate votes as noted.

MOTION: APPROVE THE CONSENT AGENDA.
(MOTION: GHAG; SECOND: WOTEN)
VOTE: MOTION PASSED UNANIMOUSLY

1. City Council Meeting Minutes
Clarissa Menchaca, City Clerk
Council action: February 2, 2022, City Council Regular Meeting minutes approved.

2. City Council Meeting Minutes
Clarissa Menchaca, City Clerk
Council action: February 16, 2022, City Council Regular Meeting minutes approved.

3. Findings to Hold Virtual City Council, Commission, Committee, Board, and Other City Bodies Meetings Under AB 361
Nicole Rosser, City Attorney
Council action: Resolution making findings and determinations under AB 361 for the continuation of virtual meetings and authorizing virtual City Council, Commission, Committee, Board, and other City meetings pursuant to AB 361 adopted.

Reference Resolution No. 08-2022.

BUSINESS ITEMS

4. American Rescue Plan Act
James Ramsey, Finance Director
James Ramsey, Finance Director, provide a report for the Council.

The following member of the public addressed the Council: Cruz Mora.

MOTION: TABLE THE ITEM AND CONTINUE THE MONEY ALLOCATION DISCUSSION IN THE BUDGET WORKSHOP. (MOTION: THIARA; SECOND: GHAG)
VOTE: MOTION FAILED 2-3
AYES: COUNCILMEMBERS THIARA AND GHAG
NOES: COUNCILMEMBER CHAPDELAINE, VICE MAYOR WOTEN, AND MAYOR SANTANA MOTION: UTILIZE A PORTION OF THE FUNDING UTILIZING THE REVENUE RECOVERY BUCKET AS FOLLOWS:

UPGRADE ACCOUNTING SOFTWARE TO THE NEWER VERSION AND MOVE TO CLOUD-BASED:
$50,000; UPGRADE BUILDING DEPARTMENT PERMITTING SOFTWARE: $90,000; PENNINGTON EAST STREET PAVING: $189,000; BUDGET SHORTFALL - FY 2022: $611,000; TOTAL: $940,000. (MOTION: WOTEN; SECOND: SANTANA)
VOTE: MOTION PASSED 3-2
AYES: COUNCILMEMBER CHAPDELAINE, VICE MAYOR WOTEN, AND MAYOR SANTANA NOES: COUNCILMEMBERS THIARA AND GHAG
7 LIVE OAK CITY COUNCIL MINUTES – MARCH 2, 2022

ITEMS REMOVED FROM THE CONSENT AGENDA FOR COUNCIL CONSIDERATION AND ACTION There were no items removed from the Consent Agenda for Council consideration and action.

UPDATES AND ANNOUNCEMENTS FROM THE CITY ATTORNEY AND CITY MANAGER Nicole Rosser, City Attorney, reminded the Council that the Statement of Economic Interest Form 700 is due by April 1, 2022.

Aaron Palmer, City Manager, thanked the Council for the flowers in memory of his mother-in-law.

COUNCILMEMBER COMMENTS (WRITTEN ONLY)
There were no Councilmember comments.

CLOSED SESSION

5. Conference with Real Property Negotiators Pursuant to Government Code Section 54956.8:

Property Description: 3450 Pennington Road, Live Oak, California 95953 APN: 06-640-015
City Negotiator: Aaron Palmer
Negotiating Parties: Aarondeep Pamma
Negotiations: Price and Terms

ADJOURNMENT
Adjourned to closed session at 7:43 pm.

CLOSED SESSION REPORT
No reportable action.

ADJOURNMENT
Adjourned the meeting at 8:13 pm.

Nancy Santana, Mayor
ATTEST:

Clarissa Menchaca, City Clerk
8 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: Findings to Hold Virtual City Council, Commission, Committee, Board, and Other City Bodies Meetings Under AB 361
Contact Information: Nicole Rosser, City Attorney
Background: On March 17, 2020, Governor Gavin Newson issued Executive Order N-29- 20 suspending certain provisions of the Ralph M. Brown Act in order to allow for local legislative bodies to conduct their meetings completely telephonically or by other electronic means. As the City Council is well aware, this allowed City Council meetings to be conducted by Zoom with councilmembers and staff all joining from remote locations.

The suspension of certain provisions of the Brown Act was further extended by the Governor on June 11, 2021 by the issuance of Executive Order N-08- 21 which continued to allow for complete virtual City Council (and other legislative body) meetings until September 30, 2021.

On September 16, 2021, Governor Newsom signed AB 361 to amend the Brown Act to allow legislative bodies to meet via teleconference during a proclaimed state of emergency in accordance with procedures established by AB 361 rather than under the Brown Act's more narrow standard rules. AB 361 allows legislative bodies to meet virtually, provided there is a state of emergency, and either (1) state or local officials have imposed or recommended measures to promote social distancing; or (2) the legislative body determines by majority vote that meeting in person would present imminent risks to the health and safety of attendees.

AB 361 preserves many of the provisions of the earlier executive orders, while also adding new requirements to the management of remote and teleconference public meetings in order to better achieve the levels of transparency that the Brown Act demands. Specifically, AB 361 imposes two new rules on remote public meetings:

1. Local governments and agencies hosting teleconference meetings in lieu of traditional in-person public meetings must permit direct public comment during the teleconference, and must leave open the opportunity for public comment until the comment period for a given item is closed during the 9 ordinary course of the meeting. The opportunity to make public comment must be of a sufficient duration so as to allow actual public participation.

2. Any action by the governing body during a public teleconference meeting must occur while the agency is actively and successfully broadcasting to members of the public through a call-in option or an internet-based service option. If a technical disruption within the agency's control prevents members of the public from either viewing the meeting of the public agency, or prevents members of the public from offering public comment, the agency must cease all action on the meeting agency until the disruption ends and the broadcast is restored. Action taken during an agency-caused disruption may be challenged as a violation of the Brown Act.

The City has been implementing the above stated requirements for conducting public meetings and is in full compliance with AB 361, thus there will be no change of the currently established procedures. Teleconference accessibility via call-in option or an internet-based service option (via the Zoom Webinars platform) is listed on the published agenda for each meeting as well as on the City's website and the City provides access for public comment opportunities in real time.

In order to continue to qualify for AB 361's waiver of in-person meeting requirements, the Council must adopt a resolution making the findings required by AB 361. This Resolution will become a standing item on the City Council's agenda, it must be approved at every meeting until the proclaimed state of emergency is ended. The findings must include (a) state or local officials continue to recommend measures to promote social distancing, or that (b) an in-person meeting would constitute an imminent risk to the safety of attendees. The findings need not be in the form of a resolution, but a resolution is helpful in formalizing these findings.

The enclosed Resolution makes the required findings under AB 361, and if adopted, it will allow the City to continue to offer teleconference accessibility for public meetings, to help mitigate the spread of COVID-19, as well as during other state-proclaimed emergencies where physical attendance may present a risk.

Lastly, it is important to note that having virtual meetings under the provisions of AB 361 is optional. If the Council wishes, it may meet in person or in a hybrid format.

Fiscal Impacts: None.

Recommendation: Adopt resolution making findings and determinations under AB 361 for the continuation of virtual meetings and authorizing virtual City Council, Commission, Committee, Board, and other City meetings pursuant to AB 361.

Attachments:
10 Resolution
11 1
Resolution No.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LIVE OAK MAKING FINDINGS AND DETERMINATIONS UNDER AB 361 FOR THE CONTINUATION OF VIRTUAL MEETINGS AND AUTHORIZING VIRTUAL CITY COUNCIL, COMMISSION, BOARD, AND OTHER CITY MEETINGS PURSUANT TO AB 361
The City Council of the City of Live Oak does hereby find, order and resolve as follows:

WHEREAS, all meetings of the Live Oak City Council are open and public, as required by the Ralph M. Brown Act (Cal. Gov’t Code section 54950 et seq.), so that any member of the public may attend, participate and view the legislative bodies conduct their business; and
WHEREAS, the Brown Act, Government Code section 54953(e), makes provisions for remote teleconferencing participation in meetings by members of a legislative body, without compliance with the requirements of Government Code section 54953(b)(3), subject to the existence of certain conditions and requirements; and WHEREAS, Government Code section 54953(e) requirements include but are not limited to (1) the existence of a state of emergency declared by the Governor pursuant to Government Code section 8625 and (2) State or local officials have imposed or recommended measures to promote social distancing; and WHEREAS, on March 4, 2020, Governor Gavin Newson issued a Proclamation of State of Emergency in response to the COVID-19 pandemic and as of the date of this Resolution, the proclaimed state of emergency remains in effect; and WHEREAS, on March 17, 2020, Governor Gavin Newson issued Executive Order N-29-20, which suspended and modified the teleconferencing requirements under the Brown Act (California Government Code Section 54950 et seq.) to allow local legislative bodies to hold public meetings via teleconference; and WHEREAS, on June 11, 2021, Governor Gavin Newson issued Executive Order N-08021, which extended the provisions of N-29-20 concerning the conduct of public meetings through September 30, 2021, and the Governor subsequently signed legislation revising Brown Act requirements for teleconferenced public meetings (Assembly Bill 361, referred to hereinafter as “AB 361”); and
WHEREAS, to preserve public health and safety, the State Public Health Officer has issued various orders and guidance regarding COVID-19 prevention measures, which includes references and a statement of support for social distancing recommendations; and
WHEREAS, the California Department of Industrial Relations has issued COVID-19 Prevention regulations in Title 8 of the California Code of Regulations (Section 3205 et seq.); and WHEREAS, based on the foregoing, the City Council finds that (1) the Governor’s Proclaimed State of Emergency as a result of the COVID-19 pandemic is currently in effect and has not been terminated, and (2) State officials have imposed or recommended measures to promote social distancing; and WHEREAS, the City Council has considered the circumstances of the state of emergency, including all information relate to this matter, the associated staff report; and 12 WHEREAS, in light of the foregoing, the City Council desires to continue to have the flexibility to meet via tele/video conference and the City Council finds that it and its legislative bodies shall be permitted to conduct their meetings by teleconferencing without compliance with Government Code section 54953(b)(3) pursuant to section 54953(e), and such legislative bodies shall comply with the requirements to provide the public with access to the meetings as prescribed by section 54953(e)(2).

NOW, THEREFORE, BE IS RESOLVED, FOUND AND ORDERED by the Live Oak City Council as follows:

1. The facts set forth in the above recitals are true and correct and incorporated into this resolution by reference.

2. As a result of the continuing COVID-19 state of emergency declared by Governor Newsom, State officials continue to impose or recommend measures to promote social distancing based on the State Public Health Officer’s guidance and recommendations supporting social distancing and the Department of Industrial Relations’ issuance of COVID-19 Prevention regulations through Title 8 of the California Code of Regulations, section 3205 et seq. promoting social distancing in the workplace.

3. Under the present circumstances, the City Council by and through its City Manager, is hereby authorized and directed to take all actions necessary to carry out the intent and purpose of this resolution including conducting open and public meetings in accordance with Government Code section 54953(e) and other applicable provisions of the Brown Act.

4. This Resolution shall take effect immediately upon adoption and shall be effective until the earlier of (i) Thirty (30) days from adoption of this Resolution or (ii) such time as the City Council adopts a subsequent resolution in accordance with Government Code section 54953(e)(3) to extend the time during which its legislative bodies may continue to teleconference without compliance with Section 54953(b)(3).

5. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of the Resolution which can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable. The City Council hereby declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion thereof.

PASSED AND ADOPTED by the City Council of the City of Live Oak this 16th day of March, 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:

APPROVED:

Nancy Santana, Mayor
ATTEST:

Luis Cibrian, Deputy City Clerk
13 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: Approval of Employment Agreement Renewal Between the City of Live Oak and Ron Walker, Director of Public Works
Contact Information: Aaron Palmer, City Manager
Location: Public Works
Background: The employment agreement between the City and Ron Walker expired on February 24, 2022. The Employee and City Manager desire this relationship to continue. The employee is only asking and additional $50.00 per month in car allowance. The rest of the contract will remain unchanged. The City Manager is asking that this agreement be for five years.

All changes are shown in strikethrough/bold.

Fiscal Impacts: The employee is asking for an additional $50.00 per month in car allowance. With the significant increasing gasoline costs as well as inflation on regular vehicle maintenance, the employee is therefore asking for this increase. It will cost an additional $600.00 per year.

Recommendation: Approve Employment Agreement Renewal between the City of Live Oak and Ron Walker, Director of Public Works.

Attachments:

Ron Walker Employment Contract 2022
14 CITY OF LIVE OAK
AND

RON WALKER

EMPLOYMENT AGREEMENT
For the position of Director of Public Works
This agreement is made and entered into this 25th day of February 2018 2022, between the City of Live Oak, a municipal corporation, hereinafter referred to as "CITY" and Ron Walker, hereinafter referred to as " EMPLOYEE ".

WITNESSETH
WHEREAS, CITY desires to employ the services of Employee as CITY Director of Public Works; and
WHEREAS, CITY agrees to employ the services of Employee as the Director of Public Works to perform the functions and duties as specified in the CITY classification specification and to perform other legally permissible and proper duties and functions of the CITY from time to time as may be assigned by CITY; and
WHEREAS, Employee shall, by this agreement, become an "at-will" employee of the CITY, and may be terminated with or without cause by the City Manager.

NOW, THEREFORE, FOR AND IN CONSIDERATION OF THE MUTUAL PROMISES

AND COVENANTS HEREINAFTER CONTAINED, THE PARTIES HERETO AGREE AS FOLLOWS:

1. Salary: The CITY agrees to pay Director of Public Works for services rendered, as provided herein, an annual salary of $101,854.45 115,992.30 effective February 25, 2018 2022, and payable in bi-weekly payroll periods and pro-rated for partial bi-weekly hours worked.

The salary stated in this contract shall not be deemed to be a fixed amount and may be increased at the discretion of the City Manager within the parameters established in the salary schedule adopted by the City Council for the position of Director of Public Works. The City Manager shall review and evaluate the performance of Employee at least once every year.

City Manager shall provide Employee with an evaluation of performance and goals with an adequate opportunity to be discussed.

2. Retirement/Sick Leave/Vacation/Holidays: Retirement, Sick leave, vacation, and holiday accruals and use and other employee benefits not mentioned in this agreement shall be as specified for all other employees in the City’s Personnel Rules and Regulations.

3. Deferred Compensation: City agrees to pay into the CalPERS 457 Plan deferred compensation program a percentage of salary equal to 2 percent in Year 1, 3 percent in Year 2, 4 percent in Year 3, and 5 in Year 4. Contributions will be deposited with each pay period. 15 4. Health, Dental and Vision Insurance: The CITY agrees to pay insurance premiums for health, dental and vision plans Employee participates in, including coverage for his spouse as specified for all other employees in the City’s Personnel Rules and Regulations.

5. Administrative Leave: CITY agrees to provide Employee up to ten (10) days administrative leave per calendar year. Such administrative leave shall be credited as of January 1 each calendar year and shall not be cumulative from year to year. There shall be no additional compensation for unused administrative leave and no carry over to the next calendar year

6. Professional Development: Subject to approval of CITY manager and limitations set by the annual adopted CITY budget, budget policies and travel and meal reimbursement policies, EMPLOYEE may join professional organizations and attend conferences and trainings designed to improve EMPLOYEE’S overall effectiveness.

7. Auto Allowance: CITY agrees to provide EMPLOYEE with an auto allowance of Three Hundred Fifty Dollars ($350) four hundred dollars ($400.00) per month in lieu of mileage within a fifty-mile radius of Live Oak, subject to the conditions outlined in THE CITY’s travel and meal reimbursement policies.

8. Hours of Work: It is recognized that the EMPLOYEE must devote a great deal of time outside the normal office hours on business for the CITY, and to that end CITY shall be allowed to establish an appropriate work schedule.

9. Resignation and Termination: Employee is requested to give CITY at least 30 days advance written notice of termination of this agreement by Employee. Employee may be terminated at any time, without cause. Notwithstanding City's absolute right to terminate Employee without cause, Employee may be terminated at anytime for cause. Cause shall be for any "improper conduct" as defined in the Personnel Rules and Regulations of the City of Live Oak. Employee shall not be entitled to severance pay if EMPLOYEE is terminated for cause.

10. Termination of Employment and Severance: In the event the CITY terminates EMPLOYEE’S employment without cause, The CITY shall pay EMPLOYEE severance in a sum equal to three (3) months base salary and the continuation of all medical, vision, and dental benefits (collectively “severance”) for that period of time.

11. Prior to payment by the CITY of any severance, and as an express condition to receiving such severance shall sign and deliver to the CITY a waiver fully releasing the CITY (including its employees, officers and agents) from any and all claims by the EMPLOYEE. 16 If EMPLOYEE is terminated for cause, the CITY shall not owe any severance under this agreement. The determination of whether there is cause for termination may include, but shall not be limited to the following:
 Violation of administrative policies and procedures;
 Failure to properly perform assigned duties;
 Theft of City property;
 Insubordination
 Conviction of a felony, or conviction of a misdemeanor relating to employee’s fitness to perform assigned duties;
 Unauthorized absence from employment
 Failure to maintain satisfactory working relationships with other employees or the public;
 Reporting for work, or being at work, under the influence of or in possession of alcohol or non-prescribed controlled substances;
 Improper use of City funds;
 Unauthorized use of City property;
 Any act of moral turpitude or dishonesty; and
 Other failure of good behavior either during or outside of employment such that the employee’s conduct causes discredit to the City.

11. Term of Agreement: This Agreement is effective February 25, 2018 2022 and shall remain in full force and effect until February 24 2022 2027, unless terminated by either party for any reason, at any time, in writing, with an effective date for such termination, (see "Resignation and Termination").

12. Other Terms and Conditions of Employment: The City Manager shall fix any other terms and conditions of employment, as it may determine from time to time, provided such terms and conditions are not inconsistent with or in conflict with the provisions of the Agreement, or any other law.

13. Abuse of Position: Pursuant to California Government Code Section 53243.2, regardless of the term of this contract, if the contract is terminated, any cash settlement related to the termination that Employee may receive from CITY shall be fully reimbursed to CITY if EMPLOYEE is convicted of a crime involving the abuse of this position.

14. General Provisions
(a) This agreement shall be binding upon and inure to the benefit of the successors, assigns, heirs at law and personal representative of Employee.
(b) If any provisions, or any portion thereof, contained in this Agreement is held to be unconstitutional, invalid, or unenforceable, the remainder of this Agreement, or portion thereof, shall be deemed sever able, shall not be affected, and shall remain in full force and 17 IN WITNESS WHEREOF, the City of Live Oak has caused this Agreement to be signed and executed on its behalf by its Mayor, City Manager and duly attested by its City Clerk, and the Employee has signed and executed this Agreement, both in duplicate, the day and year first above written.

City of Live Oak
Date: _____________________ Date: _____________________ _________________________ _________________________
By: Ron Walker By: Nancy Santana, Mayor
Date: _____________________
___________________________
By: Aaron Palmer, City Manager
ATTEST:
_________________________
Clarissa Menchaca, City Clerk
APPROVED AS TO FORM:
_________________________
City Attorney
18 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: Sole Source Purchasing of Equipment for the P Street Lift Station Update and Modification Project
Contact Information: Ron Walker, Director of Public Works Background: The P Street Lift Station Update and Modification Project will modernize the facility to meet capacity and reliability needs. Along with modernization, the city staff is working towards standardization of equipment at all sewer pumping facilities.

Currently, all sewer pumping facilities utilize Motor Control and Programmable Logic Controllers (PLC) panels by Tesco Controls, Inc., and with few exceptions, all submersible pumps are Flygt pumps by Xylem US.

Any submersible pump that is not Flygt is being replaced with Flygt at the time of failure.

In order to maintain the standardization of equipment throughout the city's sewer pumping facility, staff is recommending that Tesco Controls, Inc. be used for Motor Control and PLC panels, and Flygt Xylem submersible pumps used for sewer pumping. This type of standardization is allowed by the Live Oak Municipal Code with the approval of the City Council and by the Public Contract Code. The Public Contract Code requires the awarding authority to make a finding that the products, brands, or services are for one of the purposes enumerated in section 3400(c). The purpose stated in section 3400(c)(2), "In order to match other products in use on a particular public improvement either completed or in the course of completion", applies to the P Street Lift Station.

Furthermore, the Section 3.20.120 of the Live Oak Municipal Code states you can waive competitive bidding requirements if "the conditions authorizing waiver of the competitive bidding requirements may include, but not be limited to, cooperative purchasing or sales in conjunction with other governmental entities, professional services, annual service or supply agreements or purchases necessary for standardization on particular types of equipment." This also applies to the P Street Lift Station Update and Modification Project.
19 Fiscal Impacts: Reduced operation and maintenance costs due to standardization at all sewer pumping facilities.

Recommendation: Adopt resolution authorizing the designation of certain products, brands, or services and the waiver of the competitive bidding requirements for the purchase of standardized equipment for use in the P Street Lift Station Update and Modification Project.

Attachments:

Resolution
20 1
Resolution No.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LIVE OAK AUTHORIZING THE DESIGNATION OF CERTAIN

PRODUCTS, BRANDS, OR SERVICES AND THE PURCHASE OF STANDARDIZED EQUIPMENT FOR USE IN THE P STREET

LIFT STATION IMPROVEMENT PROJECT
WHEREAS, pursuant to Public Contract Code section 3400(c)(2) the CITY OF LIVE OAK (“City”) may make a finding(s) allowing the designation of certain products, things, or services by specific brand or trade name when letting contracts for public works projects for the statutorily enumerated purposes; and WHEREAS, pursuant to Public Contract Code section 3400(c)(2) the CITY OF LIVE OAK (“City”) may make a finding(s) allowing the designation of certain products, things, or services by specific brand or trade name when letting contracts for public works projects for the statutorily enumerated purposes; and WHEREAS, City’s current sewer pump station design utilizes standardized, specialized equipment for sewer pumping between sewer stations and the sewer treatment facility; and WHEREAS, City staff has determined that the standardized sewer equipment has demonstrated reliability, durability, and quality; and
WHEREAS, the City Council desires to continue the use of the standardized equipment at all sewer pumping facilities within the City.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Live Oak authorizes the designation of certain products, brands or services and waives the competitive bidding requirements for the purchase of standardized sewer pumping facility equipment for use in the P Street Lift Station update and modification Project.

PASSED AND ADOPTED by the City Council of the City of Live Oak this 16th day of March, 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:

APPROVED:

Nancy Santana, Mayor
ATTEST:

Luis Cibrian, Deputy City Clerk
21 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: Notice of California Environmental Quality Act (CEQA) Exemption – P Street Lift Station Update and Modification Project
Contact Information: Ron Walker, Director of Public Works Background: The P Street Lift Station Rehabilitation Project will update and modify the existing 45+ years old station which is nearing the end of its useful life. The rehabilitation project will add to the overall reliability of the station through the modernization of equipment, and to the pumping capacity by adding a third pump. All project updates and construction will occur within the existing P Street Lift Station site footprint.

The City Planning Department has reviewed this project and determined that this project is exempt from the provisions of the CEQA pursuant to Section(s) 15301-Existing Facilities and 15302-Replacement or Reconstruction of the CEQA Guidelines.

Analysis: The repot provides information related to the Notice of CEQA Exemption - P Street Lift Station Update and Modification Project.

Fiscal Impacts: Budgeted item.

Recommendation: Direct staff to move forward with the CEQA exemption process.

Attachments:

P Street Lift Station CEQA Exemption
22 NOTICE OF CEQA EXEMPTION
TO: ___ County Clerk FROM: City of Live Oak
Sutter County Planning Department
9955 Live Oak Boulevard
Live Oak, CA 95953
___ Office of Planning and Research
1400 10th Street, Room 121
Sacramento, CA 95814
PROJECT TITLE: P Street Lift Station
PROJECT LOCATION: Northwest of the P Street and Date Street intersection.

Parcel Number(s): 006-241-001
CITY: Live Oak COUNTY: Sutter
DESCRIPTION OF PROJECT:

The City of Live Oak P Street Lift Station Rehabilitation Project (Project) will update and modify the City’s existing P Street Lift Station, while keeping the existing lift station operational during construction activities. The existing lift station is over 45 years old, is nearing the end of its useful life, and provides limited operational storage for peak flow conditions. The lift station also does not have redundant capacity. Both installed pumps are currently required to pass winter flows on a regular basis. The design will incorporate a 3rd installed redundant pump. All Project updates and construction will occur within the existing P Street Lift Station site footprint. The Project includes construction or utilization of the following components:

1. Replace the existing wet well, approximately 21 feet deep;

2. Install new mechanical vaults with new flowmeter and covers (existing are impractical to re-use);

3. Furnish and install 3 new submersible Flygt pumps on a cradle and guide rail system;

4. Route existing flows to the new wet well;

5. Tie in the new pump discharge pipes at two locations on existing force mains, downstream of a single flowmeter;

6. Replace the existing electrical and instrumentation systems, including communications;

7. Replace the existing backup diesel generator with a new diesel generator;

8. Re-use the existing building with minor replacements and modifications;

9. Install a perimeter masonry wall with wrought iron gate access per City standards;

10. Pave the entire site within the wall, plus add lighting, four cameras, and door alarms for security; and

11. Provide landscape-ready areas between the sidewalk and new wall. 23

LEAD AGENCY: City of Live Oak
PROJECT APPLICANT: Ron Walker
Public Works Director, City of Live Oak
9955 Live Oak Boulevard
Live Oak, CA 95953
THE CITY OF LIVE OAK FINDS THAT THE PROJECT IS EXEMPT.

Exempt Status:
____ Not a project as defined in CEQA Guidelines Section 15378 [Section 15061 (b)(1)] ____ Ministerial (PRC Section 210809b)(1); CEQA Guidelines Section 15268) ____ Statutory Exemption
_X__ Categorical Exemption: CEQA Guidelines State Class 1 and 2 – Sections 15301 and 15302 REASONS WHY PROJECT IS EXEMPT: The Planning Department has reviewed this project and determined that this project is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section(s) 15301-Existing Facilities and 15302-Replacement or Reconstruction of the CEQA Guidelines.
15301 – Existing Facilities
Class 1 consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. a) Interior or exterior alterations involving such things as interior partitions, plumbing, and electrical conveyances
b) Existing facilities of both investor and publicly-owned utilities used to provide electric power, natural gas, sewerage, or other public utility services d) Restoration or rehabilitation of deteriorated or damaged structures, facilities, or mechanical equipment to meet current standards of public health and safety, unless it is determined that the damage was substantial and resulted from an environmental hazard such as earthquake, landslide, or flood
15302 - Replacement or Reconstruction
Class 2 consists of replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and will have substantially the same purpose and capacity as the structure replaced c) Replacement or reconstruction of existing utility systems and/or facilities involving negligible or no expansion of capacity
The proposed Project meets these conditions. The proposed project would be statutorily exempt from environmental review under CEQA because the repair, replacement, and updating of the existing public P Street Lift Station wastewater facilities fits within both Class 1 and Class 24

2exemptions and applies to the entirety of the Project description. The Project will consist of operation, repair, maintenance, and minor alterations of existing public wastewater facilities.

Interior and exterior alterations include electrical conveyances, installation of wall and gate, and minor landscaping. There will be further repairs, rehabilitation and minor alterations to existing wells, vaults, pumps, pipes, generators, and existing buildings. If existing structures do need replacement, they will be located on the same site as the structure replaced and have the same purpose and negligible capacity increase. All Project components and construction will occur within the existing P Street Lift Station footprint.

CONTACT PERSON: Kevin Valente, AICP TELEPHONE: (530) 695-2112 ext.: 120 EMAIL: [email protected]
SIGNED: ___________________________________ DATED: ________________________ 25 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: Discussion and Direction Regarding New Contract with Yuba Sutter Arts Contact Information: Aaron Palmer, City Manager
Location: City-wide
Background: The City enter into an agreement with Yuba Sutter Arts Council in July 2016.

The Arts Council would recommend possible projects and the City subcommittee for Arts would then recommend projects to the entire City Council. The City budgets $10,000 per year for such projects. The arts Council then matches the City with an additional $10,000 for a total of $20,000 per year towards, City approved, Arts Council projects.

The most recent agreement between the City and the Arts Council is attached.

Fiscal Impacts: The City budgets $10,000 per year. Yuba Sutter Arts matches with an additional $10,000 for a total of $20,000 available for projects during a fiscal year (FY). The City had budgeted $10,000 for FY 2022-23.

Recommendation: Discussion and give staff direction regarding a new contract with Yuba Sutter Arts.

Attachments:

Yuba Sutter Arts Council Contract
26 27
28 29
30 31
32 33
34 35
36 37
38 City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: Yuba-Sutter Economic Development District 2020 CEDS Appendices I, IV, V Updates and 2021 CEDS Annual Performance Evaluation
Contact Information: Brynda Stranix, District Director, Yuba-Sutter Economic Development District
Background: This Comprehensive Economic Development Strategy (CEDS) is the result of a local planning process designed to guide the economic growth of the YubaSutter region. The CEDS process helps create jobs, foster a more stable and diverse economy, and improve living conditions. It provides a mechanism for coordinating the efforts of individuals, organizations, local governments, and private industry concerned with economic development.

An annual CEDS Performance Report is required to qualify for U.S.

Department of Commerce, Economic Development Administration (EDA) assistance under its public works, economic adjustment, and most planning programs.

This evaluation document represents the goals and objectives of the YubaSutter Economic Development District which is comprised of Yuba and Sutter Counties and the cities of Marysville, Live Oak, Wheatland and Yuba City.

The CEDS process is a continuing economic development planning process, developed with broad-based and diverse community participation. Included in the packet is the CEDS 2021 Annual Performance Report and updates to Appendices I, IV, and V:
* Listing of CEDS Committee Members and Staff
* Adjustment to the Strategy and comparative review of regional performance in labor force, unemployment, per capita personal income, average wages, number of establishments and gross domestic product. * A performance metrics comparison 2020 versus 2021 in
employment/workforce, economic performance and education attainment. 39 * Evaluation of progress on goals and tactics as identified in the CEDS document
* A report on economic development activities of YSEDC
* Also provided are the following updates to the following appendices:

1. Appendix I, Data Profiles: An in-depth review on employment, workforce, industry performance, wages and demographics of the Yuba-Sutter region.

2. Appendix IV, Agricultural Economic Profile: Designed to ensure understanding of the impact agriculture has on the region.

3. Appendix V, Public Works Projects: This list of projects identifies needs of the region and reflect the goals of the CEDS.

The 2021 CEDS Annual Performance Report reflects how the specific challenges and opportunities of the Yuba-Sutter Economic Development District were addressed and assesses the state of the regional economy, the opportunities and threats posed by external trends and forces and the progress made toward achieving regional vitality and sustainability.

Data and information for the 2021 CEDS Performance Report was collected from a variety of sources which included a survey to 86 community implementation partners from both public and private sectors, U.S. Census Bureau, U.S. Bureau of Labor Statistics, California Employment Development Department and American Community Survey.

The report shows a positive forward progress to achieving the Yuba-Sutter regional vision to foster a vibrant, prosperous and Growing Yuba—Sutter region through exceptional leadership and involvement of the community.

The 2020-2025 Comprehensive Economic Development Strategy and appendices are available for review at: https://www.ysedc.org/ceds Fiscal Impacts: None anticipated.

Recommendation: Adopt resolution approving the 2021 Comprehensive Economic Development Performance Report and the updated Appendices I, IV, and V, and authorize its submittal to the United States Department of Commerce, Economic Development Administration as set out in the resolution.

Attachments:
2022 Live Oak Agenda Request Letter
Resolution
CEDS Appendix I Data Profiles 2022 FINAL
CEDS Appendix IV Agriculture Economic Profile 2022 DRAFT 2022 Appendix V Yuba Sutter Public Works Projects FINAL 2021 CEDS Performance and Update Report FINAL
CEDS 2021 Evaluation Report Presentation -Live Oak
40 41
(530) 751-8555 l 950 Tharp Road, Suite 1303, Yuba City, CA 95993 l ysedc.org March 1, 2022
Ms. Clarissa Menchaca
City Clerk
9955 Live Oak Blvd
Live Oak, CA 95953
Dear Ms. Menchaca
Yuba-Sutter Economic Development Corporation requests to be placed on the City of Live Oak Council meeting agenda of March 16, 2022 at 6:00 pm to present the Yuba-Sutter 2020 Comprehensive Economic Development Strategy (CEDS) 2021 Annual Performance Report and updated Appendices I, IV, and V. The presentation will take no more than 15 minutes and will be made by Brynda Stranix, President/COO and Cynthia Roderick, CEDS Committee Chair.

Included with this request is a staff report and resolution wording. I have provided you with digital copies of the 2021 Annual Performance Report and appendices for review.

Thank you for your assistance.

Sincerely,
Cynthia Roderick
CEDS Committee Chair
42 1
Resolution No.

RESOLUTION APPROVING THE 2020 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY ANNUAL PERFORMANCE

REPORT AND UPDATES TO APPENDICES I, IV, & V PREPARED AND RECOMMENDED BY YUBA-SUTTER ECONOMIC

DEVELOPMENT CORPORATION AND THE COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY COMMITTEE WHEREAS, U.S. Department of Commerce, Economic Development Administration (EDA) requires the preparation and adoption of a Comprehensive Economic Development Strategy (CEDS) by the local Comprehensive Economic Development Strategy Committee to contain public works projects approved by the City of Live Oak, the CEDS Committee, Yuba-Sutter Economic Development District and EDA prior to consideration of federal funding of said public works projects; and
WHEREAS, the CEDS Committee began preparation of the required CEDS Annual Performance Report in December 2021, and approved and adopted said document February 25, 2022; and WHEREAS, said action also directed the CEDS Annual Performance Report and updates of Appendices I, IV and V of the CEDS document be submitted to the City of Live Oak City Council for its review and action.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Live Oak, after reviewing said documents, hereby approves the report and authorizes its submittal to the Economic Development Administration.

PASSED AND ADOPTED by the City Council of the City of Live Oak this 16th day of March, 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:

APPROVED:

Nancy Santana, Mayor
ATTEST:

Luis Cibrian, Deputy City Clerk
43 2020-2025

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY

APPENDIX I
DATA

PROFILES

BUILDING PROSPERITY

IN THE YUBA-SUTTER REGION
Updated December 31, 2021
DRAFT
44 1

ECONOMIC STRENGTH RANKING
In 2020, Yuba City, CA moved to an economic strength ranking of 98 out of 384 MSAs, up 176 places from 2016
Economic strength rankings measure how the economy has behaved, not why. A local economy is defined by where people live and work, earn and spend. The criteria to determine the economic strength are industrial sectors and consistency of growth (rate or stability).

Metropolitan Statistical Areas (MSA) have at least one urbanized area with a population of at least 50,000, plus adjacent territory (counties) which have a high degree of social and economic integration with the core as measured by commuting. The Yuba-Sutter region is identified as Yuba City, CA MSA. There are 384 MSAs in the United States.

Industrial Sectors
Group 1 – Industrial sectors reflect overall growth in size and quality. The quality of the economy is based upon what people earn, as individual earnings influences a person’s “standard of living”.

All Workers - Earnings, Jobs and Wages
Per Capita Total Worker Earnings, Personal Income and Earnings by Residences
Wage & Salaried Workers - Earnings
Wage & Salaried Workers – Jobs and Wage and Salaried Workers Wages Group 2 – These sectors reflect how the economy is behaving. Small businesses and the construction and retail industries are extremely reactive to the “flow of money” coming into an area. They typically grow or decline in direct proportion to the condition of the economy. There are, of course, exceptions. Areas, which have become destinations for retirement age individuals will have high growth numbers in both construction and retail, while they might not have a strong economy.

Non Farm Proprietors - Earnings, Jobs and Wages
Construction - Worker Earnings, Jobs and Wages
Retail - Worker Earnings, Jobs and Wages
Group 3 – These sectors are negative sectors. Growth in these reflects a poor economy.

Per Capita Income Maintenance (Welfare)
Actual Per Capita Income Maintenance (Welfare)
Per Capita Medical Assistance for the Poor (Medicaid)
Actual Per Capita Medical Assistance for the Poor (Medicaid) Consistency of Growth
Simply identifying the areas that have the fastest or slowest growth rates is insufficient when trying to determine the character of a local economy. The rate, consistency, or stability of the growth is equally important.

Yuba City, CA MSA
has improved its
ranking by 176
since 2016.
2021 2020 2019 2018 2017 2016 2015 2014 2013 2012
98 99 121 181 237 274 246 253 227 200

ECONOMIC STRENGTH RANKINGS
DRAFT
45 2

EMPLOYMENT/OCCUPATION OVERVIEW

EMPLOYMENT TRENDS
The region has a civilian labor force
of 77,200 and as of 2021Q3, total
employment for the Yuba City, CA MSA
was 54,000 (based on a four-quarter
moving average). Over the year ending
2020Q3, employment declined 6.1% in
the region.

UNEMPLOYMENT RATE
The unemployment rate for the Yuba City,
CA MSA was 6.7 percent as of December,
2021, down from the year-ago estimate
of 9.9 percent. This compares with an
unadjusted employment rate of 5.0
percent for California and 3.7 percent
for the nation during the same period.

The unemployment rate was 7.1 percent in Sutter County, and 6.2 percent in Yuba County.

WAGE TRENDS
The average worker in the Yuba City, CA
MSA earned annual wages of $51,321
as of 2021Q2. Average annual wages
per worker increased 7.4 percent in the
region over the preceding four quarters.

For comparison purposes, annual average
wages were $64,141 in the nation as of
2021Q2.

OCCUPATION SNAPSHOT
The largest major occupation group
in the Yuba City, CA MSA is Office and
Administrative Support Occupations,
employing 5,564 workers. The nextlargest occupation groups in the region are Transportation and Material Moving
Occupations (5,202 workers) and Sales
and Related Occupations (4,891).

High location quotients (LQs) indicate
occupation groups in which a region
has high concentrations of employment
compared to the national average. The
major groups with the largest LQs in the
region are Farming, Fishing, and Forestry
Occupations (LQ = 10.09), Community
and Social Service Occupations (1.30),
and Educational Instruction and Library
Occupations (1.27).

Occupation groups in the Yuba City, CA
MSA with the highest average wages
per worker are Healthcare Practitioners
and Technical Occupations ($104,800),
Management Occupations ($99,000), and
Architecture and Engineering Occupations
($97,400). The unemployment rate in the
region varied among the major groups
from 2.0% among Legal Occupations
to 18.2% among Food Preparation and
Serving Related Occupations.

Over the next year, the fastest growing
occupation group in the Yuba City, CA
MSA is expected to be Healthcare Support
Occupations with a +3.1% year-over-year
rate of growth. The strongest forecast by
number of jobs over this period is expected
for Healthcare Support Occupations (+91
jobs) and Food Preparation and Serving
Related Occupations (+53). Over the
same period, the highest separation
demand (occupation demand due to
retirements and workers moving from
one occupation to another) is expected
in Food Preparation and Serving Related
Occupations (758 jobs) and Sales and
Related Occupations (713).

DRAFT
46 3
The largest major occupation group in the Yuba City, CA MSA is Health Care and Social Assistance, employing 8,705 workers. The next-largest occupation groups in the region are Retail Trade (6,348 workers) and Agriculture, Forestry, Fishing and Hunting (5,996 workers). High location quotients (LQs) indicate occupation groups in which a region has high concentrations of employment compared to the national average. The sectors with the largest LQs in the region are Farming, Fishing, and Forestry Occupations (LQ = 7.65), Utilities (1.34), and Public Administration (1.72).

Sectors in the Yuba City, CA MSA with the highest average wages per worker are Mining, Quarrying, and Oil and Gas Extraction ($96,280), Management of Companies and Enterprises ($92,464), and Utilities ($76,926). Regional sectors with the best job growth (or most moderate job losses over the last five years are Health Care and Social Assistance (+1,167 jobs), Transportation and Warehousing (+1,138), and Accomodation and Food Service (+1,108).

Over the next year, employment in the Yuba City MSA is projected to expand by 486 jobs. The fastest growing sector is expected to be Healthcare Support Occupations with a +2.2% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Healthcare and Social Assistance (+189 jobs) and Accomodatiton and Food Services (+65), and Agriculuture, Forestry, Fishing and Hunting (+52).

INDUSTRY SNAPSHOT
DRAFT
47 4

BUSINESS ESTABLISHMENTS
TOP 10 EMPLOYERS - SUTTER COUNTY (2021)
The Yuba-Sutter region’s number of
covered employment establishments
(Businesses whose employees are
covered by unemployment insurance
benefits) grew 13.56 percent over the
past 10 years from 4,724 to 5,355. There
was a substantial dip in the growth in
2012 as a direct result of the 2009
recession which came a bit slower to the
area. However the region recuperated
steadily in the following years and
continues to grow.

TOP 10 EMPLOYERS - YUBA COUNTY (2021)
Company Name No. of Employees* Industry Type
Yuba City Unified School District 1,358 Education
Sutter County 959 Government
Rush Personnel 661 Employment Services
Legend Transportation, Inc 650 Transportation
Sunsweet Grower’s Inc. 600 Food Processing
Sutter North Yuba City 475 Healthcare
Sysco Sacramento, Inc. 460 Food Distribution
Walmart - Yuba City 400 Retail
Express Employment Professionals 375 Employment Services City of Yuba City 300 Government
Company Name No. of Employees* Industry Type
Beale Air Force Base - Military & Civilian 6,316 Military Adventist Health + Rideout 2,109 Health Care
Marysville Joint Unified School District 1,225 Education Hard Rock Hotel & Casino 1,135 Hospitality
Yuba County 851 Government, Local
Caltrans DOT Transportation Dept. 720 Government, State Yuba College (Marysville Campus) 708 Education
Bishops Pumpkin Farm 450 Agriculture
Walmart - Marysville 405 Retail - General
Frank M. Booth 340 Construction
0 1,000
2,000
3,000
4,000
5,000
6,000

ESTABLISHMENTS FOR YUBA CITY, MSA

COVERED EMPLOYMENT
* Number of employes includes part-time and seasonal worker DRAFT
48 5

GROSS DOMESTIC PRODUCT
Gross Domestic Product (GDP) is the total value of goods and services produced by a region. In 2020, nominal GDP in the Yuba City, CA MSA expanded 1.3%. This follows growth of 5.2% in 2019. As of 2020, total GDP in the Yuba City, CA MSA was $6,364,444,000
Of the sectors in the Yuba City, CA MSA, Real Estate and Rental and Leasing contributed the largest portion of GDP in 2020, $672,952,000 The next-largest contributions came from Unclassified ($664,974,000); Health Care and Social Assistance ($606,903,000); and Public Administration ($605,639,000).

DRAFT
49 6

POPULATION, AGE & HOUSEHOLDS
According to the California Department of Finance, Sutter County’s preliminary estimated population for July 2021 was 101,478 an increase of 0.76 percent over July 2020 data. About 69.8 percent or 70,776 Sutter County residents reside in Yuba City, the county seat
and largest city. The population of
Yuba City declined by -0.18 percent
from the previous year. Yuba City
serves as the center for shopping
and business for Sutter and Yuba
counties as well as parts of Butte
and Colusa counties. Sutter County’s
total population is projected to
reach 101,757 residents by the year
2025, an increase of 7 percent over
Census 2010 figures. The county’s
population is projected to increase
to 120,143 (26.6 percent) by 2060.

Yuba County’s preliminary
estimated population for July 2021
was 79,407, an increase over 2020
data of 1.1 percent. The largest city
within the county, Marysville, is the
county seat and one of California’s most historic cities. Its history as a community dates to California’s Gold Rush era. Much of Yuba-Sutter’s agricultural, recreational, educational and industrial activities are located within Yuba County. Of the Yuba County population, more than 80 percent reside in the unincorporated areas. The population in Yuba County is projected to reach 78,123 by the year 2025, an increase of 10 percent above the 2010 census. Yuba County’s population is projected to increase to 88,592 (22.5 percent) by 2060.

As the area’s population is expected to increase 15 percent over the next 30 years, the cities and counties are working to manage this growth by improving infrastructure elements such as roads, water, wastewater, and levee systems. Special attention to major transportation arteries will be especially critical.

Households
According to the U.S. Census Bureau, the average number of persons per household is 2.89 and 70.6 percent are family households and 49.4 percent are married couples. The 2015-2019 American Community Survey estimates that there are 62,981 housing units in the region with 1.4 percent homeowner vacancy and 3.3 percent rental vacancy. There are 21 percent more households who own their homes than there are renters.

DRAFT
50 7

INCOME AND SPENDING
Households in Yuba and Sutter Counties earn a median annual income of $58,605 and 38.29 percent of the households earn more than the national households average each year. Household expenditures average $58,406 per year.
$58,605
Median Household Income
20% less than the state
6% less than the nation
The majority of earnings get spent on shelter, transportation, food and beverages, health care, and utilities. Consumer expenditures increased 5.45 percent over the previous year and reflect the increase in the cost of living. For comparison purposes the cost of living increase for the nation was 5.21 percent and 5.5 percent for the state of California.

Shelter
$13,459 $11,698 $9,456 $5,400 $4,754
Transportation Food and
Beverages
Health Care Utilities
DRAFT
51 8

EDUCATIONAL ATTAINMENT
School enrollment for the population, ages three years and older in Yuba City MSA, includes nursery and preschool, kindergarten, elementary, high school, college and graduate school. In 2013-2017 U.S. Census Bureau American Community Survey five-year estimates there was 48,297 or 26.31 percent of the region’s population in school.

29.88 percent of the population in Yuba and Sutter Counties have an Associate’s Degree or higher. This attainment increased 2.61 percent over the previous year. 57.04% have completed some college or higher. < Grade 9

9.14%
Grades 9-12

9.89%
High School

23.93%
Some College

27.16%
Assoc Degree

11.33%
Bach Degree

12.74%
Grad Degree

5.81%
Expected growth rates for occupations vary by the education and training required. While all employment in the Yuba City MSA is projected to grow 0.9% per year, occupations typically requiring a postgraduate degree are expected to grow 1.2% per year, those requiring a bachelor’s degree are forecast to grow 0.9% per year, and occupations typically needing a 2-year degree or certificate are expected to grow 0.8% per year.

DRAFT
52 9

POVERTY
Poverty thresholds (U.S. Census Bureau) represent a federal government estimate of the point below which a household of a given size has pre-tax cash income insufficient to meet minimal food and other basic needs. The poverty rate for the Yuba-Sutter region typically has been higher than both national and state levels. American Community Survey 2015-2019 poverty estimates, the percentage of Yuba‐Sutter’s families for which poverty status is determined to be 15.5 percent compared to the state’s percentage of 13.4 percent and USA’s level of 13.4 percent.

The overall poverty rate for the region is trending down after peaking in 2015 (19.85 percent).

DRAFT
53 2020-2025

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY

APPENDIX IV

AGRICULTURE

ECONOMIC

PROFILE

BUILDING PROSPERITY

IN THE YUBA-SUTTER REGION
Updated January 2022
DRAFT
54 1

AGRICULTURE

AS ECONOMIC

DEVELOPMENT
California is the leading state in the US in terms of income derived from agricultural activities. This sector also provides 10 percent of the state’s labor force. Of approximately 99 million acres of land comprising the State, 25 million acres have been dedicated to farmland. The success of this
sector is associated with the state’s long growing season as well as the fertile soil. Additionally, most of the land is irrigated which results in the stability of farming activities.

The agricultural products in California are utilized for both consumption and export nationwide and internationally.

The exports account for one-fifth of the state’s income.

This appendix will help economic developers, planners, local food advocates, and community members to understand
the geography of the Yuba-Sutter region’s place in the multibillion-dollar California agriculture industry. The economic indicators provided can help local governments design
ways to support agricultural businesses as key components of vibrant and resilient local economies.

Yuba-Sutter enjoys an abundant water supply, good soil and a long growing season. More than 600,000 of the 798,000 acres (75 percent) in Yuba-Sutter are in agricultural use.

The largest use of agricultural land is for field crops and vegetables. Fruit and nut crops account for the second
highest use of acreage. Yuba and Sutter counties are among the leading counties of California that produce sorghum, kiwi fruit, honeydew melons, peaches, pears, rice, walnuts, wool, and mohair.

DRAFT
55 2

YUBA COUNTY
Approximately 272,480 acres or 66 percent of the total
county area, are comprised of agricultural croplands
and pasture. The gross value of Yuba County’s
agricultural production for 2020 is $218,260,000, down
approximately seven percent from the 2019 value
estimate of $234,534,000. The decrease in value can be
attributed to the decrease in walnut prices and decrease in yield of peaches, prunes and kiwi. In addition, the
reduction of timber production contributed to the
decline in gross value. The overall value in Yuba County’s agricultural production has remained strong despite the fluctuation in value and yield in multiple leading crops.

The contribution of agriculture to the economy of Yuba
County is not totally reflected by the value of the crops.

Processing, transporting, marketing and other farm
related services directly or indirectly tied to agriculture benefit appreciably. It is estimated the agricultural
industry returned an additional 62.5 percent of the
gross agriculture value for an estimated total value of $354,672,500 in 2020. Agriculture accounts for 1 out of every 11 jobs in Yuba County.

In 2018, Yuba County ranked 32nd in gross value of
agricultural production of the entire state of California and second in dried plums production.

To access the complete 2020 crop report visit:
https://www.yuba.org/Yuba%20County/Agricultural%20
Commission/Crop%20Reports/CropReport_2020.pdf

LEADING AGRICULTURAL COMMODITIES
RANK CROP 2019 2020
1 Rice $59,960,000 $75,627,000
2 Walnut $54,326,000 $37,578,000
3 Livestock - All $22,243,000 $23,468,000
4 Prune/Dried Plums $25,522,000 $22,597,000
5 Peach/Cling $22,243,000 $16,125,000
6 Kiwi $13,086,000 $9,096,000
7 Almonds - All $5,583,000 $6,088,000
8 Pasture - All $5,706,000 $5,692,000
9 Nursery Stock $3,955,000 $3,911,000
10 Timber $2,544,000 $2,161,000
DRAFT
56 3
The gross value of Sutter County agricultural production for 2020 was $568,857,000. This is a decrease of
$129,823,000 or 18.6% below the 2019 total value.

Rice remains the top-ranking crop in 2020 despite a 13.6 percent decrease in acreage. An increase in yield and
price offset the reduction in acreage as the total value fell to $202,525,000. In second place, walnuts total value decreased 40.8% to $75,448,000 due to a decrease in
price. Cling Peaches rose to third with a slight increase in yield to a total value of $51,412,000. Remaining in
fourth, processing tomatoes had an 18.8% decrease in
acreage and increases in yield and price to a total value of $50,528,000. In fifth, nursery products total value
rose to $43,130,000 due to an increase in acreage and
per unit value.

The 2020 COVID-19 pandemic created unprecedented
challenges for the agricultural industry. Protecting
essential agricultural workers from COVID-19 and wildfire smoke, shortages of labor and unstable markets had
significant effects on our agricultural community. Our
office worked tirelessly to provide personal protective equipment and industry support while trying to keep
our own safe and healthy
In 2018, Sutter County ranked 22nd in gross value of
agricultural production of the entire state of California, first in dried plums and beans, second in rice production, third in peach production, fourth in Kiwi fruit and fifth in walnuts, pears, green peas, sweet potatoes and
honeydew mellons.

To access the complete 2020 crop report visit:
https://www.suttercounty.org/home/
showpublisheddocument/5108/637752534413030000

LEADING AGRICULTURAL COMMODITIES
RANK CROP 2019 2020
1 Rice1 $222,863,000 $202,525,000
2 Walnut $127,526,000 $75,448,000
3 Peaches/Clingstone $49,984,000 $51,412,000
4 Tomatoes/Processing $51,666,000 $50,528,000
5 Nursery Products $41,102,000 $43,130,000
6 Almonds $39,866,000 $39,789,000
7 Prunes $62,691,000 $23,709,000
8 Sunflower/Seed $14,529,000 $13,356,000
9 Corn/Field Grain $8,417,000 $7,502,00
10 Hay, Alfalfa $6,504,000 $6,371,000

SUTTER COUNTY

1. Includes seed, does not include Wild Rice
DRAFT
57 2020-2025

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY

APPENDIX V
PUBLIC
WORKS

PROJECTS

SUTTER COUNTY

YUBA COUNTY

LIVE OAK

MARYSVILLE

WHEATLAND

YUBA CITY

BUILDING PROSPERITY

IN THE YUBA-SUTTER REGION
Updated February, 2022
DRAFT
58 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
1 Yuba-Sutter Economic Development District
2022 CEDS Public Works Projects, Sorted by Jurisdiction Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
CALTRANS PROJECTS - COMPLETED Yuba & Sutter Counties
Regional
R1
Short-term
3 3.2
Sutter Bypass Widening & Rehab #03-1A920
Near Yuba City from Sutter Bypass Bridge to Lytle Road. Rehabilitate roadway, widen shoulder, and replace Wadsworth Canal Bridge.
$33,217,000 SHOP 2021
Regional
R2
Short-term
3 3.2
ADIEM and Sand Barrel Upgrade
In Sutter County on Route 99. Installed crash cushion in the median in front of median barrier. This project is also located in Sacramento, Butte, Placer, Nevada and Yolo Counties on Routes 50, 65, 70, 80, 89, 160 at various locations.
$1,478,000 SHOPP 2021
Regional
R3
Short-term
3 3.2
Restore Pavement After Fire Damage
In Sutter and Yuba counties on Routes 70 and 99 at various locations.

Emergency pavement repair.
$26,613,000 SHOPP 2021
Regional
R4
Short-term
3 3.2
YUB-SUT Campfire Debris Removal Pavement Damage Restoration In Sutter and Yuba Counties, on Routes 70 and 99 at various locations. Restore pavement damaged during debris removal operations after the Camp Fire by overlaying with asphalt.
$29,603,000 SHOPP 2021
Regional
R5
Short-term
3 3.2
Loma Rica Rd./Spring Valley Road Widening & Rehab
Near Marysville, from 0.1 mile east of Loma Rica Rd. to 0.2 mile west of Spring Valley Rd. Rehabilitate Roadway.
$16,160,000 SHOPP 2021

CALTRANS PROJECTS - SUTTER COUNTY (CONSTRUCTION)
Regional
R6
Short-term
3 3.2
Live Oak Streetscape, Rehab & Safety
In Sutter County, in and near Live Oak, from south of Coleman Avenue to Nevada Street. Rehabilitate pavement, improve pedestrian accessibility, add new electrical signals, upgrade drainage facilities, add streetscape elements & reduce traffic congestion by improving the vertical profile & providing two traffic lanes in each direction
$45,534,000 SHOPP 2023
Regional
R7
Short-term
3 3.2
Feather River Bridge
In Yuba and Sutter Counties at the Feather River Bridge. Scour mitigation and retrofit piers.
$30,972,000 SHOPP 2023
Regional
R8
Short-term
3 3.2
Count Station Repair & Install
In Sutter County on Route 99, adding two new count stations. This project is also located in Colusa, El Dorado, Glenn, Nevada, Placer, Sacramento, Yolo, and Yuba Counties. Repair existing continuous count stations, install new loops at ramp meters, and install new radar count stations. $14,072,000 SHOPP 2023

CALTRANS PROJECTS - SUTTER COUNTY (PROGRAMMED)
Regional
R9
Mid-term
3 3.2
SUT-99 Lomo Crossing
Near Live Oak, from 0.2 mile south of Encinal Road/Live Oak Blvd to 0.1 mile north of Kent Ave; also, from 0.1 mile south to 0.1 mile north of Eager Road.

Eliminate direct access to Route 99 from Encinal Road/Live Oak Blvd and improve the intersection of Live Oak Blvd and Eager Road to enhance access to Route 99 at the Eager Road interchange.
$12,310,000 SHOPP 2025

PROJECT COMPLETED
1/27/2021

PROJECT COMPLETED
1/29/2021

PROJECT COMPLETED
7/26/2021

PROJECT COMPLETED
7/26/2021

PROJECT COMPLETED
3/29/2021
DRAFT
59 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
2 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R10
Short-term
3 3.2
Multi Location Bike and Ped Improvements
In Sutter County on Route 20 from Stabler Lane to Plumas Street. Enhance crosswalk visibility, add continuous green bike lane treatment/stencil, and install countdown pedestrian signal heads. This project is also located in Sacramento County..
$5,852,000 SHOPP 2023
Regional
R11
Mid-term
3 3.2
Oswald Road Safety Project
In Sutter County on Route 99 at Oswald Road. Intersection improvements. The lead for Environmental Clearance is Sutter County. Caltrans will be the lead for Design and Construction.
$14,585,000 SHOPP 2026

CALTRANS PROJECTS - SUTTER COUNTY (PLANNED)
Regional
R13
Long-term
3 3.2
Bridge Scour Mitigation
In Sutter County at the Sutter Bypass, scour
mitigation and bridge deck surface treatment. This project includes 10 locations in Butte, Colusa, Glenn and Yolo counties
$11,620,000 SHOPP 2028
Regional
R14
Long-term
3 3.2
SR99 Segment Rehabilitation
In Sutter County on Route 99 from Route 20/99 Junction to 0.2 mile south of Route 99/Live Oak Blvd Junction. Pavement rehabilitation, rehabilitate drainage systems and TMS stations.
$56,180,000 SHOPP 2034
Regional
R15
Long-term
3 3.2
Jennings/Knights Curve Improvement
In Sutter County on Route 113 from 1.276 miles north of Jct. Route 45/113 to

0.576 miles north of Jct. Route 45/113. Horizontal curve improvement due to several collisions on a two-lane conventional highway. Improve intersection at Knights Road by realigning it to reduce the skew angle $8,000,000 SHOPP TBD

CALTRANS PROJECTS - SUTTER COUNTY (HIGHWAY MAINTENANCE) Regional
R16
Short-term
3 3.2
South Yuba City Overlay
In Sutter County from 0.1 mile North of Smith Road to Route 20. Dig outs and HMA Overlay
$3,300,000 Maintenance 2022
Regional
R17
Short-term
3 3.2
Deck Treatment & Joint Seal Replacement
In Sutter County on Route 99 at the Pease Road. Methacrylate deck treatment.

This project includes 12 locations in Glenn, Sacramento, and Yolo counties. $1,193,000 Maintenance 2022
Regional
R18
Short-term
3 3.2
Replace Joint Seals and treat deck and superstructure
In Sutter County on Route 70. Replace joint seals, treat deck, and superstructure. This project is also located in Butte, Colusa, Glenn, and Yolo Counties at various locations.
$1,253,000 Maintenance 2022
Regional
R19
Short-term
3 3.2
Replace Joint Seals and treat deck and superstructure
In Sutter County on Route 70. Replace joint seals, treat deck, and superstructure. This project is also located in Butte, Colusa, Glenn, and Yolo Counties at various locations.
$1,253,000 Maintenance 2022
Regional
R20
Short-term
3 3.2
Bridge Maintenance
In Sutter County on Route 20 near S. Tarke Road. Bridge preservation. This project is also located in Colusa, Glenn, Sacramento, and Yolo Counties on Routes 5, 80, 162, and 505 at various locations
$1,283,000 Maintenance 2022

CALTRANS PROJECTS - YUBA COUNTY (CONSTRUCTION)
Regional
R21
Short-term
3 3.2
YUB 70 Bridge Widening and Rail Replacement
Near Marysville, at Feather River Boulevard Overcrossing No. 16-0033 (PM

13.01) and South Marysville Undercrossing No. 16-0035 (PM 13.23). Upgrade bridge rails and construct median concrete barrier between project limits. $12,160,000 SHOPP 2023
DRAFT
60 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
3 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R22
Short-term
3 3.2
Yuba 70 Laurellen to Butte County Line SHOPP & STIP Combine (Seg 4&5) In Yuba County, near Marysville, from Laurellen Road to South Honcut Creek Bridge on SR 70. Widen roadway for continuous passing lanes, two-way leftturn lane/left turn pockets, standard shoulders and roadside clear recovery zone
$97,044,000 SHOPP 2023
Regional
R23
Short-term
3 3.2
Feather River Scour
In Yuba and Sutter counties, in Yuba City and Marysville, at the Feather River Bridge and Overhead. Scour mitigation and retrofit piers. $39,175,000 SHOPP 2023
Regional
R24
Short-term
3 3.2
BUT/YUB 70 Seg 3 Combined
In Yuba and Butte Counties, about 11 miles north of Marysville, on State Route 70 from 0.8 miles north of Chandler Road to East Gridley Road, PM 25.5/25.8 and 0.0/3.8. Widen for continuous passing lanes, two-way left-turn lane/left turn pockets, standard shoulders, and provide a roadside clear recovery zone. $63,164,000 SHOPP 2023
Regional
R25
Short-term
3 3.2
Simmerly Slough
In Yuba County near Marysville from 0.1 mile north of Binney Junction Underpass to 0.3 mile north of Laurellen Rd.
$60,406,000 SHOPP 2023
Regional
R26
Short-term
3 3.2
Browns Valley Rehab
In Yuba County from Marysville Rd. to the Yuba River Bridge. Roadway rehabilitation and shoulder widening.
$65,401,000 SHOPP 2024
Regional
R27
Short-term
3 3.2
Timbuctoo
In Yuba County near Smartsville down from the Yuba River Bridge to 0.3 mile east of Smartsville Rd. Realign and widen roadway.
$74,928,000 SHOPP 2024

CALTRANS PROJECTS - YUBA COUNTY (PROGRAMMED)
Regional
R28
Short-term
3 3.2
Wheatland Donut Hole Project
In and near Wheatland, from north of State Street to north of Evergreen Drive.

Rehabilitate pavement, add bike lanes, rehabilitate drainage systems, upgrade facilities to ADA standards, and construct Class I multi-use path, modify driveways, and enhance crosswalk visibility as complete streets elements.
$8,840,000 SHOPP 2023
Regional
R29
Short-term
3 3.2
Yuba 70 Marysville Clean CA Beautification and Safety
Yub 70 Marysville Clean Ca Beautification and Safety. Paint transportation art mural at 1st underpass, paint concrete pedestrian bridge, repainting pedestrian bridge railing, add caps, install decorative paving at island. $1,193,000 OTHER STATE
FUNDS
2022
Regional
R30
Short-term
3 3.2
Marysville Railroad Bridge Rehab
In and near Marysville, from south of 14th Street to north of Cemetery Road.

Roadway rehabilitation and operational improvements including turn pockets and auxiliary lanes.
$137,665,000 SHOPP 2023
Regional
R31
Short-term
3 3.2
Count Station Repair & Install
470 Locations. Repair existing continuous count stations, install new loops at ramp meters, and install new radar.
$14,072,000 SHOPP 2023

CALTRANS PROJECTS - YUBA COUNTY (PLANNED)
Regional
R32
Mid-term
3 3.2
YUB 65 CAPM & Drainage
In Yuba County on Route 65 from South Beale Rd to Junction Route 65/70.

Class 2 pavement CAPM and drainage rehabilitation.
$21,510,000 SHOPP 2026

CALTRANS PROJECTS - YUBA COUNTY (HIGHWAY MAINTENANCE)
Regional
R33
Short-term
3 3.2
Replace Aging Sign Panels
In Yuba County near Marysville from 0.3 mile south of Olivehurst Avenue Overcrossing to beginning of Bear River Bridge. Replace Aging Sign Panels. $321,000 Maintenance 2022
DRAFT
61 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
4 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R34
Short-term
3 3.1
McGowan Pump Plant
Near Olivehurst at McGowan Parkway. Replace failed pump plant. $2,800,000 Maintenance 2022
Regional
R35
Short-term
3 3.1
PSPS Signal Visibility
In Yuba County on various routes at various locations. Remove and install signal head backplates with retro-reflective borders and install pavement markings "Signal Ahead".
$1,253,000 Maintenance 2022
OTHER Yuba-Sutter Regional Projects
Regional
R36
Mid Term
3 3.2
Reroute State Routes 70/20 North to 14th Street
Currently, State routes 70 and 20 follow an alignment on 9th Street along the south shore of Ellis Lake, before turning north at B Street. By redirecting these state highways north by five blocks to 14th Street, the highway congestion is eliminated along 9th Street, allowing a safer, more pedestrian‐friendly walkable interconnection between the Lake District and the adjoining historic Downtown District to the south.
$15,000,000 Unknown
Regional
R37
Long-term
3 3.2
Wheatland Parkway 1B
Develop alignment alternatives, design and construct the East Wheatland Expressway that connects Highway 65 and Spenceville Road.

The General Plan, adopted in 2006, provides for a bypass to be developed to the east of the existing city limits. No specific alignment has yet been determined but it will likely connect to the Lincoln Bypass south of Wheatland and then reconnect to the existing Highway 65 somewhere north of Wheatland (likely somewhere between South Beale Road and Ostrom Road). The bypass is known as the Wheatland Parkway.
2020 Update: In 2017 a JPA was formed between Yuba County and the City of Wheatland, called the South Yuba Transportation Authority (SYTIA). The JPA is currently in the process of completing a Comprehensive Implementation Strategy for the SYTIA projects for adoption in 2021. Wheatland’s immediate focus is the planning and construction of Phase 1B, identified as the East Wheatland Expressway.

Not
Determined
Regional
R39
Long-Term
3 3.2
Wheatland Parkway 1A
Project would construct a new freeway interchange at SR65 and South Beale Road.

Not
Determined
Regional
R40
Mid-term
3 3.1
Feather River West Levee Project
Sutter and Butte counties are planning to improve 44 miles of levees from Thermolito Afterbay south to the Sutter Bypass to reduce flood risk and remove more than 34,000 properties from FEMA Special Flood Hazard Areas.

Among other important improvements, the project will sustain and grow the local economy by creating construction jobs, protect property values, and allow for responsible residential, commercial and industrial development.

Phase I –Thermalito Afterbay to Star Bend is targeted to be completed by 2016. Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass.
2022 UPDATE: Levee repairs will be completed in two separate phases:

Project I, the Feather River West Levee Project, will include work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Project II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Project II work completed to date includes a one-mile section of levee at Laurel Avenue and another five miles of levee improvements between Star Bend and Laurel Avenue completed by the U.S Army Corps of Engineers (USACE). USACE also $410,000,000 State of
California,
property
assessment
revenues,
Federal
appropriations.

Phase 2-
open
ended

PROJECT COMPLETED
6/9/2021
DRAFT
62 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
5 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
completed another mile of levee improvements between Laurel Avenue and the Highway 99 bridge. The Feather River West Levee Project is on schedule and within budget.

Regional
R41
Long-term
3 3.2
Reroute Union Pacific Railroad Tracks around Marysville on the West Union Pacific Railroad track beds crisscross the community, effectively dividing neighborhoods and impeding the Lake District’s potential of being prime development areas for upscale commercial and residential construction. The current track running out of Sutter County, turning south along B Street would be rerouted to the westerly city limits before turning south along a new double track bed along the Feather River levee and rejoining the existing track bed south of the city limits at approximately Erle Road in Linda.
$60,000,000 2030
Regional
R42
Mid-term
3 3.1
Flood Protection of the City of Marysville
A public works project to repair and upgrade the ring levee to be certified as providing a 300‐year level of flood protection. The Marysville Ring Levee project is a multi-phase project that will upgrade the levee that surrounds Marysville. The primary purpose of the project is to strengthen the existing levee by implementing additional measures to reduce the likelihood of through- and under-seepage. The U.S. Army Corps of Engineers Sacramento District is partnering with the California Central Valley Flood Protection Board and the Marysville Levee District to complete the estimated $92.5 million project. The state of California has appropriated $17 million toward the project as part of their commitment to upgrade the state’s levee systems.

Currently, project completion is slated for 2019. The project is designed and constructed to meet the state’s requirement of 200 year-level flood risk for urban areas - or a 1-in-200 chance of flooding in any given year. Due to the elevation of the levees, the project will surpass those criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after all flood reduction measures are constructed.
2022 UPDATE: Part of the bigger Marysville Ring Levee project, construction on Phases 2B and 3 includes installation of a seepage cutoff wall along the Yuba River from Highway 70 to the Recology landfill entrance and straightening of portions of the levee between Highway 70 and Simpson Lane.

Construction for Phases 2B and 3 is projected to begin in late May, with a projected completion date of December 2023.

Phase 2A South construction is complete and included the revitalization of the two baseball fields. Phase 2C cutoff wall construction is also slated to begin in April.

According to the Corps, there will be traffic delays at Biz Johnson Road, and residents are encouraged to avoid this area and plan alternate routes. Phase C construction is projected to be completed in December. The Marysville Ring Levee is a joint project of the U.S. Army Corps of Engineers, Central Valley Flood Protection Board and Marysville Levee District.

The project is slated to be complete in 2024 and will reduce flood risk for this historic town of 12,000 residents on the Yuba and Feather rivers $92,500,000
$13,000,000
$200,000
U.S Army Corp
of Engineers
YWA
2022
Regional
R43
Long-Term
3 3.2
Plumas Lake Connector
Project would construct a high-capacity roadway between the new South Beale Road Interchange and the Plumas Lake Boulevard Interchange on SR70.

Not
Determined
DRAFT
63 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
6 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date

YUBA-SUTTER TRANSPORTATION PROJECTS
Regional
YST1
Short-Term
3 3.3
Dial-A-Ride Bus Replacement – Replacement of existing buses to zeroemissions buses.$960,000 Federal, State 2022 Regional
YST2
MId-Term
3 3.3
Facility Replacement. Yuba-Sutter Transit continues to plan for the replacement of its current operations, maintenance, and administration facility at 2100 B Street in Marysville. A new location is needed because this undersized and technologically obsolete 1960’s-era Seven-Up Bottling Plant that was converted to transit use in 1996, lacks sufficient capacity to accommodate the infrastructure needed to meet the state mandate that only zero-emission buses can be purchased after 2028. In addition, Caltrans’ programmed and fully funded expansion of Highway 70 (B Street) adjacent to the facility may render it useless even earlier.
2022 UPDATE: To begin the process of replacing the existing facility, YubaSutter Transit secured a Caltrans planning grant to conduct a needs analysis and site selection study as part of the Next Generation Resilient Transit Facility Plan that was completed in early 2021. In July 2021, Yuba-Sutter Transit completed the purchase of the top ranked site from the study at 6035 Avondale Avenue in Linda for the ultimate operation and maintenance of up to 70 zero-emission buses. This 19.7-acre property is located on the northeast corner of Avondale Avenue and North Beale Road in Linda.

The process to identify and secure the necessary funds to design, construct and equip the new facility is now underway as an estimated $40 - $45 million will be needed from a mix of federal, state, regional and local sources to bring it to reality. If sufficient funding is quickly secured, this state-of-the-art zeroemission bus facility and future mobility hub could be completed by as early as 2025. Should this process be delayed, Yuba-Sutter Transit may require interim accommodations to continue operations if the current facility is displaced or significantly impacted by the Highway 70 project. Regardless, a new facility will be needed by about 2030 to enable a significant number of zero-emission buses to be used in daily operations.
$42,500,000 Federal, State,
Regional, Local
2025
Regional
YST3
Long-Term
3 3.3
Dial-A-Ride Bus Replacement – Replacement of existing buses to zeroemissions buses.$1,600,000 Federal, State 2027 Regional
YST4
Long-Term
3 3.3
Commuter Bus Replacement – Replacement of existing buses to zeroemissions buses.$3,600,000 Federal, State 2027 Regional
YST5
Long-Term
3 3.3
Fixed Bus Replacement and Minor Fleet Expansion (13 for 11) – Replacement of existing buses to zero-emissions buses.
$3,600,000 Federal, State 2027

BEALE AIR FORCE BASE PROJECTS
Regional
BAFB 1
Short-Term
2 2.1
BAFB-Repair B2145
Design-Build Project. Relocate the Office from the basement level of B1086 to its new location on the first floor of B2145. Renovate and Repair approx. 8,485 s.f. of B2145. Includes new HVAC, electrical, plumbing and fire protection systems upgrades.
2022 UPDATE: 95 percent completed
$3M-$6M Federal 2020
Regional
BAFB 2
Short-Term
2 2.1
BAFB – Repair B2145 Multiple Modifications
Design changes to include/adding a smoke detector system and UTC Storage Upgrade. Change design to comply with AFRC requirements. 2022 UPDATE: 95 percent completed
$1M-$3M Federal 2020
DRAFT
64 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
7 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
BAFB 3
Short-Term
2 2.1
BAFB-2MW Photovoltaic (1218 Power Supply)
Construct a ground-mounted photovoltaic (PV) solar panel system to include structural support, inverter, distribution extension, grid connections, an integrated automation control and monitoring system and microgrid ready hardware.
2022 UPDATE: In progress
$4M-$7M Federal 2021
Regional
BAFB 4
Short-Term
2 2.1
BAFB-2 MW Solar Array & Microgrid/Battery Storage Projects (ERCIP) Install an advanced microgrid controller with a 1MW/4MWh battery energy storage system (BESS). Integrate with proposed 2MW solar photovoltaic system to charge the BESS and provide demand response capabilities. 2022 UPDATE: In progress
$4M-$7M Federal 2021
Regional
BAFB 5
Short-Term
2 2.1
BAFB-Renovate Global Hawk B1210/ B1214
Renovate to allow for better organization, increase efficiency, and safer working conditions.
$4M-$5M Federal 2020
Regional
BAFB 6
Short-Term
2 2.1
BAFB- Repair U-2 Flight line Fire Suppression Pump House B1040 Provide Fire Suppression pump house for eight hangars servicing U-2 and Global Hawk Aircraft.
$1M-$3M Federal 2019
Regional
BAFB 7
Short-Term
2 2.1
BAFB- Repair 4 Bridge System, Gavin Mandry Drive
Replace 4 bridge system crossing Best Slough and Dry Creek. Elevate out of 100-year flood plain. Widen to support 2 lane traffic.
2022 UPDATE: In progress
$10M-$12M Federal 2020
Regional
BAFB 8
Short-Term
2 2.1
BAFB- Repair Well Field Power Poles
Replace existing aging overhead electric infrastructure. To comply with environmental constraints, the majority of the facilities will be rerouted underground.
2022 UPDATE: In progress
$4M-$6M Federal 2021
Regional
BAFB 9
Short-Term
2 2.1
BAFB- Demolish Kinder Morgan Bulk Storage Tank
Remove the 35,000-barrel tank from 1.68-acre facility area and all surface facilities and appurtenances. Once tank is removed, restore the area. $5M-$6M Federal 2021
Regional
BAFB 10
Short-Term
2 2.1
BAFB- GH - Campus/MCE Pad Power Distro (B1218, 1215, 1210, 1199A) Power Distribution System upgrade for Global Hawk Campus. $3M - $6M Federal 2021
Regional
BAFB 11
Short-Term
2 2.1
BAFB- Repair Military Service Station, F2499
Various repairs to increase fuel capacity, improve monitoring, and improve distribution.
$1M-$3M Federal 2021
Regional
BAFB 12
Short-Term
2 2.1
BAFB- Construct Fuel Hydrant System MILCON
Replace aging underground Fuel Hydrant System. Install security lighting at the Hydrant Storage System. Install electric product recover pumps for water draw off at tanks. Install proper drainage around hydrant secondary containment berms. Install all pipe supports, equipment, and appurtenances related to the new JP-8 fuel piping. Install audible alarms on tanks and pump house.
2022 UPDATE: In progress
$25M-$27M Federal 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
DRAFT
65 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
8 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
BAFB 13
Short-Term
2 2.1
BAFB- Repair J Street Water Mains, Phase 1 (D-B)
This project is to model, design and conduct repairs to the existing in-service steel drinking water main line distribution system by slip-lining or pipe bursting, or a combination of both methods. The project also includes installing a new 12-inch water line along Gavin Mandery Drive. The new line will bring the distribution system into compliance with the Safe Drinking Water.
2022 UPDATE: In progress
$3M-$5M Federal 2021
Regional
BAFB 14
Short-Term
2 2.1
BAFB- Repair and Upgrade Bldg. 1218
Complete restoration & modernization of the Mission Control Center -- supports the Ground Segment Modernization Plan.
$8M-$9M Federal 2020
Regional
BAFB 15
Short-Term
2 2.1
BAFB- Base-wide Dam Study
Evaluate existing conditions of all 22 dams on base and critical culverts.

Complete base-wide hydrology and hydraulic models to study surface water drainage systems. Develop Emergency Action Plans for the 14 FEMA reportable dams on base. Determine best course of action to improve flood control system and provide recommendations for repairs. Provide on-site dam safety and flood fight training to base personnel.
$4M-$7M Federal 2019
Regional
BAFB 16
Short-Term
2 2.1
BAFB- Repair 480V Equip/Controls and Lighting Gen B5761 Replace generator controls, 480V transformers, main distribution panels, motor control centers and emergency lighting generator. 2022 UPDATE: In progress
$5M-$7M Federal 2020
Regional
BAFB 17
Short-Term
2 2.1
BAFB- Repair Substation B5770
The work consists of the study and development of a complete design, including (1) Creating Demolition drawings for the existing 60/4kV Substation and associated connectivity, and (2) Development of a complete design of a new 60/4kV Substation Replacing the existing Substation. 2022 UPDATE: In progress
$7M-$10M Federal 2021
Regional
BAFB 18
Short-Term
2 2.1
BAFB- Beale WAPA Interconnection Project (BWIP)
Improve Resiliency, Reliability & Redundant Power Delivery. 2022 UPDATE: In progress
$46M-$49M Federal 2021
Regional
BAFB 19
Short-Term
2 2.1
BAFB- PSPTS Flood Damage Repair
Reconstruct and repair the 9th Physiological Support Squadron (PSPTS) Facility, B1029 following a storm event in Jan 2019 that caused extensive damage to the building interior, mechanical, electrical, HVAC and Fire Life Safety systems.
$8M-$11M Federal 2020
Regional
BAFB 20
Short-Term
2 2.1
BAFB- Replace B3340 Artificial Turf: Soccer Field at Youth Center Converting grass turf to artificial turf with sprinkler and drainage system. $1M-$3M Federal 2021
Regional
BAFB 21
Short-Term
2 2.1
Consolidate Lincoln Receiver Site, B4131
Design-Build Project. Design and install a complete and useable hydropneumatic well system. Remove and replace existing pressure tank system.

Remove and replace existing electrical panel as required. $4M-5M Federal 2020
Regional
BAFB 22
Short-Term
2 2.1
Base-wide Paving
Renovation of multiple locations on base for asphalt and concrete. 2022 UPDATE: In progress
$2M-$3M Federal 2020
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
DRAFT
66 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
9 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
BAFB 23
Short-Term
2 2.1
1218 Equipment Install
Communication Portions of B1218. Server Racks; interfacing Siemens controls for the all-interfacing Siemens equipment for Intrusion Detection System (IDS).
$6M-$8M Federal 2020
Regional
BAFB 24
Short-Term
2 2.1
Repair HVAC Network Control Center/Building 2445
Design Build. Replace HVAC for server rooms.
$1M-$2M Federal 2020
Regional
BAFB 25
Short-Term
2 2.1
Repair 60V Circuit (PAVE PAWS to Grass Valley)
Requirement is to replace the aging 60kV wood pole transmission line to a dual fed steel, utility standard, for a more reliable configuration. Power poles must be replaced using utility standard steel poles according to the calculations provided by National Electric Safety Code Standards. Maintaining adequate electric service is critical to mission success. 2022 UPDATE: In progress
$4M-$6M Federal 2020
Regional
BAFB 26
Short-Term
2 2.1
Repair 480V System PAVE PAWS B5760-MCC
Replace generator controls, 480V transformers, main distribution panels, motor control centers and emergency lighting generator
2022 UPDATE: In progress
$4M-$6M Federal 2020
Regional
BAFB 27
Short-Term
2 2.1
Repair HVAC, Abate Asbestos Omni Gym B2459
Renovate the interior of the OMNI; abate all asbestos and replace HVAC.

Redesign the layout for the fitness center as well as the Honor Guard area. $4M-$6M Federal 2020
Regional
BAFB 28
Short-Term
2 2.1
GH-B1215 Repair and Upgrade
Renovate and modernize building, additional 20' to be added to each end of the building to provide space for electrical equipment, offices and a conference room.
$3M-$5M Federal 2020
Regional
BAFB 29
Short-Term
2 2.1
Dorm Repair
Repair structural damage to two facilities after a severe water leak which damaged flooring and walls.
$5M-$8M Federal 2021
Regional
BAFB 30
Short-Term
2 2.1
Provisions On Demand
Renovate a portion of the base Operations facility to incorporate food operations supporting flight line personnel and improving quality of life measures.
$1M-$3M Federal 2021
Regional
BAFB 31
Short-Term
2 2.1
C-Street Transformers Replacement
Remove existing/old transformers & reinstall new units to meet Beale’s electrical power requirements and provide standardized transformer specifications throughout multiple substations.
$1M-$3M Federal 2021
Regional
BAFB 32
Short-Term
2 2.1
Replace/Upgrade Denial Barriers & Tiger Teeth (Multiple locations) Remove existing Base access denial barriers and replace with new units that incorporate tiger teeth measures. Improved barrier units increase force protection measures.
$2M-$4M Federal 2020
Regional
BAFB 33
Short-Term
2 2.1
GH B1200 Repair & Upgrade
Upgrades current facility spaces supporting the Global Hawk to meet mission needs.
2022 UPDATE: In progress
$2M-$4M Federal 2020
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
PROJECT COMPLETED 2021
DRAFT
67 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
10 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
BAFB 34
Short-Term
2 2.1
Upgrade Base-wide HVAC Control Systems
Project upgrades the comprehensive HVAC control systems serving base facilities to provide centralized control/monitoring and improve energy efficiency throughout Beal’s infrastructure.
2022 UPDATE: In progress
$1M-$3M Federal 2020
Regional
BAFB 35
Short-Term
2 2.1
9 MUNS UMMC – Warehouse/Admin Facility
Project upgrades the comprehensive HVAC control systems serving base facilities to provide centralized control/monitoring and improve energy efficiency throughout Beal’s infrastructure.
2022 UPDATE: In progress
$5M-$7M Federal 2020
Sutter County
Sutter Co.

S1
Mid-term
3 3.1
Establish a Marketing Committee to Promote Sutter County Agriculture Work with cities and other appropriate agencies and interests to establish a marketing committee to promote Sutter County agriculture through the following and other means: agricultural industry promotional activities, including farmers markets; agri-tourism marketing; marketing of locally grown food; and promotion of events that expose residents of urban places to agricultural activities and issues.

Not
determined
Sutter Co.

S2
Mid-term
3 3.1
Rural Farm-to-Market Road Network, Improvement, Maintenance and Preservation
Insufficient Highway Users Tax Account (HUTA) gas tax revenues are significantly impacting County’s ability to maintain farm-to-market road network. State legislation is contemplated to help cover the shortfall. Projects include safety, maintenance and complete streets.
2021 Update: Candidate roads are presented to the County Board of Supervisors for consideration and approval on an annual basis. 2022 Update: No substantial change
$4,000,000 SB1 funding Ongoing
Sutter Co.

S3
Short-term
4 4.2
850 Gray Avenue – Health & Human Services
The county intends to locate most of its Health and Human Services Department to the former K-Mart Building located at 850 Gray Avenue. 2022 Update: The County has acquired the property at 850 Gray Avenue and is considering funding options for the site’s development. 15,000,000 County June
2020 –
Design
Complete
Sutter Co.

S4
Short-term
3 3.1
Howsley Road Bridge Replacement
The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2022 Update: The design phase complete by March 2023, including all necessary environmental permits. Federal Funding for the construction phase is not expected to be available until 2025.
$10M FHWA 88.53%
County 11.53%
March
2021
Design
Nov.
2027
Const.

Sutter Co.

S5
Short-term
3 3.1
Larkin Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2022 Update: The design phase is complete. No substantial change $1M FHWA 88.53%
County 11.53%
June
2019
Design
Nov.
2026
Const.

DRAFT
68 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
11 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Sutter Co.

S6
Short-term
3 3.1
Nicolaus Avenue Bridge Replacement
The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2022 Update: The design phase is complete. No substantial change $3M FHWA 88.53%
County 11.53%
June
2019
Design
Nov.
2028
Const.

Sutter Co.

S7
Short-term
3 3.1
Tisdale Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2022 Update: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2023. Federal Funding for the construction phase is not expected to be available until 2025. $1.5M FHWA 88.53%
County 11.53%
June
2020
Design
Nov.
2026
Const.

Sutter Co.

S8
Short-term
3 3.1
Kent Avenue Bridge Replacement
The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2022 Update: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2023. Federal Funding for the construction phase is not expected to be available until 2025. $2M FHWA 88.53%
County 11.53%
June
2020
Design
Nov.
2029
Const.

Yuba County
Yuba Co.

Y1
Long-term
3 3.1
Highway 65 Regional Wastewater Treatment Plant
This public works project would provide a new wastewater treatment facility located in the Highway 65 corridor near the Sports and Entertainment Zone area capable of supplementing and/or replacing the existing wastewater treatment plant.
$80,000,000
Yuba Co.

Y2
Long-term
3 3.2
Goldfields Parkway
This public works project would construct a four‐lane arterial around the easterly side of Marysville through the East Linda Specific Plan from Highway 65 at McGowan Parkway to Highway 20 at Plantz Road.
2022 UPDATE: The design phase for the segment between North Beale Rd and Hammonton-Smartsville Rd is at approximately 65%. The County is applying for EDA funding to complete the construction. Right of way acquisition is completed and if funding is secured, then construction could be as early as 2023
$150,000,000
Yuba Co.

Y3
Mid-term
3 3.2
Highway 70/Plumas Lake Boulevard Interchange – Phase 2
This public works project would link Phase 1 of the Highway 70/Plumas‐ Arboga Interchange to the eastern Phase 2 component of the interchange to include a Union Pacific Railroad overpass.
2022 UPDATE: No change in design status.
$20,000,000
Yuba Co.

Y4
Mid-term
3 3.2
Erle Road Interchange
This public works project would upgrade and expand an existing interchange facility at Erle Road and Highway 70 to provide greater capacity. 2022 Update: No substantial change
$20,000,000
Yuba Co.

Y5
Mid-term
3 3.2
East Linda Detention Basin
This public works project would expand an existing detention pond to serve East Linda and is referred to within the South Yuba Master Drainage Plan. $4,000,000
ERLE RD. TO N. BEALE
SEGMENT COMPLETED 2021
DRAFT
69 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
12 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2022 Update: The segment of the linear detention pond from Orchard Pond to North Beale Road is currently under construction and is funded as a condition of the surrounding subdivision. The remaining segment from North Beale Road to Hammonton-Smartsville Road is being designed in conjunction with the paralleling Goldfield’s Parkway project. This piece is dependent on future funding but is at 65% design.

Yuba Co.

Y6
Short-term
3 3.1
North Beale Road Revitalization Improvements
This public works project consists of implementing the road improvements recommended by the East Linda Revitalization Plan which consists of sidewalks, landscaped medians, street lighting, and parking that would improve the safety of the road for motorists, bicyclists and pedestrians as well as improve the appearance of the road corridor to help attract new and retain existing businesses.
2022 UPDATE: Currently constructing North Beale Road Complete Streets Phase II, the revitalization project from Hammonton-Smartsville Road to Linda Avenue. Construction expected to be complete in May of 2022. $10,000,000 Federal and
state transportation funds
2022
Yuba Co.

Y7
Mid-Term
4 4.1
Bikeways and Pedestrian Trails
Bikeways and pedestrian trails provide an alternative mode of transportation as well as an outdoor activity that has the added benefit of connecting people with other points of interest. In January 2013, Yuba County adopted an update to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.
2022 Update: No substantial change
$6,500,000 Ongoing
Yuba Co.

Y8
4 4.2
14Forward Homeless
Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, a temporary shelter and resource center for the homeless. The site includes 20 2-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2022 UPDATE: 14Forward added 5 new temporary structures, increasing capacity to 50. In 2021, the county served 191 people with shelter and services. 85 had a mental health disorder, 92 had a chronic health condition, and 74 had a physical disability. 25% of participants exited to a permanent destination
2,500,000 State, local,
federal
Ongoing
Yuba Co.

Y9
Mid-Term
3 3.1
County Bridge/Culvert Repair
There are 75 HBP-eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County.

Currently the County has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a SR below 80 and above 50 which qualify for HBP rehabilitation funds, and 8 bridges have a SR below 50 which qualify for HBP replacement funds.
2022 UPDATES: Expecting to replace Iowa City Road bridge summer of 2022, dependent on HBP authorization. Spring Valley Road bridge replacement planned for 2023. Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. These are anticipated to be in construction in 2024-2025.
16,810,000 HBP FSTIP 2020
Yuba Co.

Y10
Mid-Term
3 3.2
Olivehurst 11th Avenue Project
This public works project consists of implementing road improvements to 11th Ave. between Olivehurst Road and Powerline Road in Olivehurst. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay 1,700,000 ATP 2021
PHASE I, LINDHURST AVE.

T0 HAMMONTON
SMARTVILLE RD.

COMPLETED SEGMENT

PROJECT COMPLETED
DRAFT
70 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
13 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.

Y11
Mid-Term
3 3.2
Linda – Cedar Lane and Alicia Avenue Project
This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside to Feather River Blvd) in West Linda. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay
2022 UPDATES: Design at 65%. Plan to construct in 2023
3,030,000 ATP 2022
Yuba Co.

Y12
Mid-Term
3 3.2
McGowan Parkway Project
This public works project consists of implementing road improvements to McGowan Parkway between SR 70 and SR 65 in Olivehurst. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay. 2022 UPDATES: Design at 95%. Plan to construct in 2022
1,560,000 ATP 2022
Yuba Co.

Y13
Mid-Term
3 3.2
Feather River Boulevard Project
This public works project consists of implementing road improvements to Feather River Blvd. between Arboga Road and Alicia Avenue in West Linda.

This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2022 UPDATES: Design at 65%. Plan to construct in 2022
1,550,000 SACOG OneTime Funding
2019
2022
Yuba Co.

Y14
Mid-Term
3 3.1
Yuba County Broadband Initiative
The County of Yuba seeks to improve broadband service county-wide to support economic growth, enhance community resilience, and bolster connectivity. This initiative will remain a priority for the County into the foreseeable future, due to the complex nature and ever evolving technological advances of the industry. Currently, the County in partnership with the Yuba Water Agency and Valley Vision, is developing a Broadband Master Plan highlighting industry best practices and community specific opportunities to expedite enhanced broadband services.
2022 UPDATES: Initiatives underway
• 20 hotspots and laptops under the Emergency Connectivity Fund for the Yuba County Library
• Gathering feedback from ISPs for a Broadband Development Code Update on items such as: 1) Dig Once Ordinance, 2) Master License Agreements, and 3) Broadband Project Streamlining
• Preparing Request for Partnerships to receive shovel-ready project portfolio from ISPs to prepare for pending federal and state broadband grants, federal programs are set to release NOFOs in late April/early May
• Ongoing meetings and exchanging data with interested middle mile and ISPs to discuss network expansion opportunities • Yuba County in partnership with the Yuba Water Agency and Valley Vision, completed a Yuba County Master Broadband Plan in Fall 2021. Yuba County is anticipating an update from RCRC on a potential Economic Development Administration-funded
broadband strategic plan grant in March 2022 to expand this initiative.
$45,000
$600,000
YWA
CDBG
2023
2024
Yuba Co.

YA1
Mid-term
3 3.3
Relocate Airport Drainage Ditch
This project would relocate a major drainage ditch that currently cuts through industrial properties, limiting their use. The project proposes to realign the ditch along a new access road allowing a clear security separation for the airport and industrial areas and provides the ability to market additional industrial properties for new capital investment and new employment opportunities.
4,000,000
DRAFT
71 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
14 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.

YA2
Mid-term
3 3.3
Yuba County Airport Terminal Building
This public works project would construct a new 25,000‐square‐foot Yuba County Airport terminal building. This building would include a parking lot, sewage system, street improvements and landscaping.
$12,000,000
Yuba Co.

YA3
Short-term
3 3.3
On‐Site and Off‐Site Improvements to Industrial Park No. 2 This project would connect the road that ends at Skyway Drive to a 30‐acre industrial park and provide an access road, curbs, gutters, and drainage facilities necessary to serve Industrial Park No. 2.
$3,000,000
Yuba Co.

YA4
Short-term
3 3.3
Site Improvements to Industrial Park Site No. 2
This public works project would provide street improvements, sewer system improvements, and water system improvements in order to provide access to 14 aviation-related corporate hangar lots, 10 acres of industrial property, and provide emergency access to the airport’s crosswind runway. The project area has wetlands issues to address.
$1,800,000
Yuba Co.

YA5
Mid-term
3 3.3
Site Improvements to Industrial Park Sites No. 3 and 4
This public works project would improve the streets, drainage, and sewer facilities. Eleventh Avenue would be extended from Arboga Road into the airport and Aviation Way would connect Arboga Road to Eleventh Avenue and Sky Harbor Drive, providing access to 30 acres of industrial property. $1,500,000 Federal and
local funds
Yuba Co.

YA6
Short-term
3 3.1
Yuba County Airport Taxiway
Yuba County Airport would construct a taxiway serving the commercial buildings along Skyway Drive, west of the existing runway. The taxiway would be 25 feet wide and extend 3,700 feet in length. Other improvements would include installation of storm drains and crossings over existing storm drains. 2022 Update: Final plans, specs, costs, bid package completed. Local match funds have been secured. Removed reference to private funding. 100% of funding is public
1,813,067 Federal, local 2022
Yuba Co.

YA7
Short-term
3 3.3
Yuba County Airport Rails to Trails Project
Yuba County Airport property is bisected and bounded by an unused rail system. Removing railroad grade would make Industrial Tract 2 accessible to Feather River Boulevard as well as making certain properties in Industrial Tract 1 accessible to the airport via roads and/or taxiways.
$6,000,000 Federal and
Local funds
Yuba Co.

YA8
Short-term
3 3.3
Inside Airport Fence, Perimeter Ring Road
Safety and Security and priority to ensuring proper mix of aviation and industrial tenants at the airport.
$2,000,000 Federal and
Local funds
Yuba Co.

RD1
Long-term
3 3.1
West Linda Detention Basin and Pumping Station
This public works project will modify the existing low‐lying area into a detention basin and create a pumping station to handle drainage within the West Linda area and create a multi‐use recreational field/park that benefits existing low‐income residents and businesses.
2022 UPDATE: Yuba County has submitted a grant application for Phase 1 of this project to construct a 4.6 acre-foot retention basin along with associated piping, fencing, and grading. Construction of an outfall structure and pumping station would occur in subsequent phases.
$4,500,000
Yuba Co.

RD2
Long-term
3 3.1
Plumas Lake Pond Improvements
This public works project would obtain right of ways and channel improvements to convey 100‐year storm runoff flows for central Plumas Lake adjacent to the Plumas Lake Golf Course.
$2,750,000
DRAFT
72 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
15 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2022 RD784 Update: No change.

Yuba Co.

RD3
Long-term
3 3.1
Pump Station No. 9 Upgrades
This public works project would provide redundant pumping, backup generation and SCADA electronic system to existing Pump No. 9 as required by FEMA for operation during storm events and would protect West Linda and the Lindhurst Avenue commercial area.
2022 RD784 Update: RD784 was awarded grant funding through Prop. 1 to finish the SCADA connection phase. The grant agreement has been fully executed and the project is now in the design phase. Estimated completion in 2023
$1,800,000 State, Local
Funds
2023
Yuba Co.

RD4
Long-term
3 3.1
Pump Station No. 10 Upgrades
This public works project would upgrade Pump Station No. 10; provide backup power and redundant pump for the facility serving the central Plumas Lake Specific Plan area.
2022 RD784 Update: No change.
$1,500,000
Yuba Co.

RD5
Long-term
3 3.1
Pump Station No. 7 Upgrades
This public works project would provide upgrades to Pump Station No. 7 with SCADA electronic system and redundant pumping to serve Wal‐Mart, Feather River Center and the commercial area in Linda.
2022 RD784 Update: RD784 was awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). The grant agreement has been executed and the project is now in the design phase. Estimated completion in 2023.
$200,000 State, Local
Funds
2023
Yuba Co.

RD6
Long-term
3 3.1
Upper Lateral 13 Improvements
This public works project would provide drainage improvements for the northern portion of the Plumas Lake Specific Plan area between Ella Road and Plumas Lake Golf Course and consists of channel improvements and culvert crossing replacements and improvements.
2022 RD784 Update: No change.
$1,050,000
Yuba Co.

RD7
Mid-term
3 3.1
East Linda Drainage
This public works project would construct a detention pond at Edgewater and replace the Avondale pump station at Rupert. The project improves drainage west of Hammonton‐Smartsville Road through west Linda by mitigating upstream peak flows. The system would also address flooding issues along the Lindhurst Avenue commercial corridor.
$4,500,000
Yuba Co.

RD8
Mid-term
3 3.1
Lateral 15 Improvements
This public works project would improve the main Reclamation District 784 lateral that provides drainage for the North Arboga Study Area and Plumas Lake area and will widen and deepen existing channels to meet future drainage capacity.
2022 RD784 Update: No change.
$2,800,000
Yuba Co.

RD9
Mid-term
3 3.1
Upper Lateral 15 Bingham Canal Improvements
This public works project would replace culvert crossings under county roads that are substandard to improve drainage in the West Linda area and would eliminate need for the Health and Human Services building detention basin. $1,700,000
DRAFT
73 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
16 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.

RD 10
Short-term
3 3.1
Pump Station No. 5 Upgrades
This public works project would provide upgrades to Pump Station No. 5 with SCADA electronic system and redundant pumping to serve the east Linda area. 2022 RD784 Update: RD784 was awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). The grant agreement has been executed and the project is now in the design phase. Estimated completion in 2023.
$200,000 State, Local
Funds
2023
Yuba Co.

RD11
Short-term
3 3.1
Regional Drainage Facility
This public works project will provide regional drainage and pumping for the North Arboga Study Area, Plumas Lake Specific Plan Area and Pump Station No. 10. Pump Station 10 is under construction and will provide supervisory control and data acquisition (SCADA) electronic controls. Two additional basins are in planning and other phases await funding.
2022 RD784 Update: The construction of Pump Station 10 was completed in 2014 apart from the discharge pipes that will eventually be installed down Murphy Rd. The Regional Drainage Facility (RDF) has been constructed however, funding of approximately $6 million is still needed to install piping from the RDF down Murphy Road (west) to the levee, followed by connection to existing pipes in levee, and finally, construction of an outfall structure on the waterside.
$6,000,000 Local funds 2025
Yuba Co.

RD12
Short-term
3 3.1
Lateral 14 Culverts Replacemnts
This public works project will replace two failed culverts and the relocation of utilities in the RD784 Lateral 14 at Curtis St. and Feather River Blvd. Two side by side 48” culverts will be necessary to meet current pipe sizing requirements.
$250,000 Local Funds 2023
Yuba Co.

OPUD1
Mid-term
3 3.1
Replace Aging/Failing Water Infrastructure
OPUD currently has a great deal of steel water main in Olivehurst. The aging steel main fails regularly due to corrosion.
$2,400,000
Yuba Co.

OPUD2
Mid-term
3 3.1
Purple‐Pipe Transmission Line in the Rancho Road area
OPUD has a fully compliant waste-water treatment facility; discharge water could be used as reclaimed water for irrigation. The reclaimed water could be used for irrigation in the Rancho Road business area or the Magnolia Ranch development area. OPUD would seek grant funding to fund a purple‐pipe transmission line to either or both of these two areas. OPUD could provide reclaimed water at a lower price than potable water and would save capacity for potable by not using potable for irrigation. All users of the reclaimed water would realize a savings: parks, landscape strips and schools and, if extended, residences.
$2,000,000
Yuba Co.

OPUD3
Mid-term
3 3.1
Well No. 1 and 4 Water Treatment Plant Sludge Handling Upgrade The Nos. 1 and 4 wells water treatment plant currently discharges its iron and manganese that is removed from the potable water into the sanitary sewer system. Due to limits imposed by the state for the discharge from the wastewater treatment plant for iron and manganese, OPUD cannot continue to discharge the iron and manganese into the sewer at the current rates and must cease altogether. OPUD would have limited use of a water treatment plant that could potentially serve many new industrial customers in the Melody and Furneaux areas. OPUD will need to lease a small portion of land from the county adjacent to the plant to the west and build a backwash tank to properly collect and dispose of the iron and manganese sludge. $1,000,000
DRAFT
74 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
17 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.

OPUD4
Mid-term
3 3.1
Mary/George/Harvey Sewer and Water Improvements, Olivehurst A public works project that would help in an area with limited water service and no sewer service. This area has chronic problems with septic tank failures and private well contamination.
$950,000
Yuba Co.

OPUD5
Short-term
3 3.1
Rancho Road/Highway 65 Commercial and Industrial Area
This public works project is necessary to provide a sewer and water line to properties in and around the Rancho Road/Highway 65 industrial properties to support current and future industrial park development plans. 2022 UPDATE: A grant worth more than $350,000 and a matching lowinterest loan was also approved recently for the Olivehurst Public Utility District and city of Wheatland to continue water and wastewater infrastructure improvements in south Yuba County, and to protect groundwater quality in the region. The project area, which is within OPUD’s service boundary, does not currently have a potable water distribution system and is primarily served by aging, private septic systems that are prone to failure during high water events.
$50,000,000 Federal, State
and local funds
2020
Yuba Co.

LCWD1
Mid-term
3 3.1
Linda Avenue/Griffith Water Treatment
This Linda County Water District project would construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area.
2022 UPDATE: It is anticipated this project will begin early in 2022 based upon verbal notification of a $6 million grant from State SRF program. $13,000,000 State SRF
program, DWR,
Local
2023
Yuba Co.

PVT1
Mid Term
3 3.1
Forest Biomass Business Center Development – Camptonville Camptonville Community Partnership (CCP), is a small, rural, communitybased non-profit organization located in the town of Camptonville in the Yuba County foothills that proposes to develop a small forest biomass to energy facility that would be part of a new small business campus, located in an unincorporated area approximately 11 miles southwest of Camptonville and 3 miles east of Dobbins. CCP intends to attract other businesses to the site, where heat and power would be available from the facility making the overall facility a high efficiency combined heat and power operation. 2022 Update Because of Covid delays construction was not begun in 2021.

What was done:
• Developing land lease agreement to instead purchase land from SPI to expand our project footprint to approximately 120 acres. • Received AIR Permit from FRAQD: Legal document that authorizes the owner or operator to construct and/or operate a piece of equipment according to the federal Clean Air Act.:
• Power Purchase Agreement: 20-year agreement with PG&E at a set price. PG&E accepted the FBBC offer. FBBC is currently awaiting a contract from PG&E
• Selected IAC as our Engineering Procurement & Construction (EPC) contractor to design and construct the entire bioenergy facility. • Feedstock Contracts: Received long-term contracts totaling at least 80% of the bioenergy facility’s feedstock needs of ~30,000 bone dry tons per year are needed for project financing.
• Timberland Conversion Permit (TCP) begun:

Converting timberland into another use requires a TCP from Cal Fire.

A part of the TCP process also includes preparation of a Timber Harvest Plan (THP). Converting timberland into another use requires a Timberland Conversion Permit (TCP) from Cal Fire. A part of the TCP process also includes preparation of a Timber Harvest Plan (THP).
326,455
394,837
47,817
276,500
4,900,870
470,000
$1,400,000
Sierra Nevada
Conservancy
USDA
National Forest
foundation
YWA
California
Energy
Commission
EPIC
CA Dept. of
Conservation
YWA
Unknown
DRAFT
75 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
18 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
CCP continues to work with key partners such as USFS, USDA, YWA, Blue Forest Conservation, and others to develop the Forest BioMass Business Center.

Project is working to be built and generating electricity to the grid in 2023.

Yuba Co.

YWA1
Mid-term
2 2.1
UARC – University Affiliated Research Center
The creation of a collaborative research opportunity with Beale AFB, the US Air Force, the Yuba Water Agency, City of Wheatland, and the University of California. The facility could serve as an educational, workforce training, and advanced research hub. Initially, the workforce at the collaborative facility would consist primarily of PhD level researchers, but also development of BA level and even high school educational programs as the facility expands to its full mission. This creates a significant opportunity for the City of Wheatland and Yuba County to create an innovation center and technology node.

Yuba Co.

YWA2
Mid-term
3 3.1
River Parkways System Development
The Three Rivers Parkway is envisioned as a multi-modal active transportation and recreation system encompassing as many as 40 miles of hiking, bike and equestrian trails and boat access along the Yuba, Feather and Bear Rivers. The northern terminus would be the Sycamore Ranch County Regional Park on the Yuba River. The trail would extend along the northern bank of the Yuba River to Marysville and would connect to the Sutter County trail system over the rehabilitated former railroad trestle on the Feather River. The trail would cross the Yuba River over the SR 70 bridge and continue south along the Feather River past Star Bend boat ramp to the junction with the Bear River. It would then extend east along the Bear River and possibly Dry Creek into downtown Wheatland. Future phases may connect up to the Spenceville Wilderness Area. The River Parkway is anticipated to be a major draw for tourism in Yuba County, creating opportunities for additional lodging and restaurants, equipment rental concessions, recreational equipment sales, guide services and retail spending from visitors.

Phase I: 20 miles of trails on the Feather River
Phase I
$8.5 Million
Yuba County
Marysville
Wheatland
2025
Yuba Co.

YWA3
Mid-term
3 3.1
Atmospheric River Control Spillway at New Bullard’s Bar Dam Yuba Water Agency Board of Directors authorized design of an estimated $225 million Atmospheric River Control Spillway at New Bullards Bar Dam to help reduce flood risk in Yuba County. The spillway is one piece of a three-part initiative that will significantly reduce flood risk and improve public safety in Yuba County and nearby communities. The effort includes the development of Forecast-Informed Reservoir Operations for the Yuba and Feather rivers and an update to the U.S. Army Corps of Engineers’ water control manual for New Bullards Bar, which guides flood operations for the dam. Together, the trio of projects will allow Yuba Water to better predict large, threatening storms and release water from New Bullards Bar before dangerous weather hits, while there is still plenty of capacity downstream.

Please review description and modify as needed.
$225,000,000 YWA
Yuba Co.

YWA4
Mid-term
2 2.3
Water Education Center
Yuba Water Agency and its partners are currently undergoing the master planning process on the Water Education Center to define the organizations' overarching goals and reasoning behind those goals. It is anticipated that this will be a multi-million-dollar project, with long-term funding requirements of several hundred thousand dollars per year for operations and maintenance.

Assuming that the community expresses interest in such a facility and determines that the associated curriculum programs being developed would be beneficial to the people of Yuba County, Yuba Water Agency will coordinate funding for all aspects of this project and program, from DRAFT
76 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
19 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
construction, to staffing, including teacher(s) salaries, operations and maintenance, and material costs.

Live Oak
Live Oak
LO1
Long-term
3 3.2
Grade‐Separated Rail and Highway Overpass
The City of Live Oak General Plan Project Area and existing city limits are divided by State Route 99 and the Union Pacific Railroad line running parallel within proximity of one another. Currently all crossings are at grade, causing all east/west routes to close nearly at the same time when trains pass through the community. A grade-separated crossing is critical for future circulation and public safety.

Unknown Unknown Unknown
Live Oak
LO2
Long-term
3 3.1
Infrastructure Improvements to Areas for Job Creation
City of Live Oak has annexed 370 acres adjacent to State Route 99 both north and south of the former city limits and within the 2030 General Plan project area. The property is zoned for business uses. To locate new businesses in this area, both water and sewer improvements are necessary. It is anticipated that each area will require a new public well, sewer lift station and appropriately sized force mains.

In addition, the city is seeking to evaluate the feasibility of rezoning property currently zoned for housing that may be better utilized for near-term employment uses because of the proximity to the city’s wastewater treatment plant, existing water service or other key infrastructure.

Unknown CDBG, EDA Unknown
Live Oak
LO3
Long-term
4 4.2
New Fire Station/Sheriff’s Substation East of State Route 99 State Route 99 and the Union Pacific Railroad create a north/south barrier through the entire City of Live Oak Sphere of Influence. Live Oak’s current public safety facilities are located on the west side of both the highway and railroad. As Live Oak grows it is important to maintain public safety facilities on the east side of the highway and railroad to ensure adequate response times.
$3,200,000 Unknown Unknown
Live Oak
LO4
Long-term
4 4.1
New Live Oak Community Center
To meet recreational and program demands of a growing city, Live Oak needs to build a new, expanded community center and gymnasium. Estimated at 25,000 square feet, constructed in two phases, the facility will be used to meet both social service and recreational needs for Live Oak’s growing population.

The city is currently seeking funding for a Phase 1 gymnasium. $15,000,000 CDBG, local
funds
Unknown
Live Oak
LO5
Long-term
4 4.1
Develop a Strategy to Maximize Commercial Opportunities Associated with Live Oak’s Proximity to the Sutter Buttes and the Feather River With a boat launch facility on the Feather River less than two miles east of downtown, and the Sutter Buttes approximately seven miles west, Live Oak is positioned to benefit from the attraction of these important natural resources and must develop a plan to maximize this opportunity.
$35,000 CDBG Unknown
Live Oak
LO6
Mid-term
4 4.1
Historic Downtown Infrastructure Improvement
Live Oak’s historic downtown core is defined as the area bordered by State Route 99 on the east, N Street on the west, Elm Street on the south and Pennington Road on the north. The area poses significant challenges related to infrastructure improvements necessary to support a mixed‐use retail environment. A complete assessment was completed and adopted by the city in 2013. Improvements include street, curb, gutter, sidewalk, drainage, park and city water and sewer utilities improvements. This project also incorporates Phase 2 improvements of the Live Oak Community Trail Project. $5,200,800 SACOG, CDBG Unknown
DRAFT
77 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
20 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Live Oak
LO7
Mid-term
4 4.1
Complete Live Oak Community Trail Project
This one‐mile rail conversion project establishes a dedicated bicycle and pedestrian trail through the center of Live Oak on former railroad right‐of‐ way. The project has four phases, with the first phase completed in 2010 and the third phase completed in 2015.
2022 UPDATE: Phase 4 will be completed during 2022/2023. Phase 4 runs from Kola Street to Epperson Way utilizing the old Railroad Right of Way. It includes a bike/pedestrian trail and landscaping. The city continues to seek funding for phase 2.
$2,200,000 ATP, SACOG,
LWC, local
funds
2020/
2025
Live Oak
LO8
Short-term
1 1.1
Live Oak Base‐Level Jobs Initiative
Develop a strategy to identify and support location and/or expansion in Live Oak for companies that sell products and/or services outside of the trade area and bring new dollars into the local economy.
$35,000 CDBG Unknown
Live Oak
LO9
Short-term
1 1.1
Diamond Walnut Facility Reuse Plan
Diamond Walnut’s Live Oak plant, built in the 1920s is no longer in operation, leaving a vacant 80‐year‐old building and adjacent property in the area that is emerging in the new General Plan as an expanded downtown core. Creating a viable reuse plan for this property is critical for Live Oak’s success in expanding the downtown core.
2022 UPDATE: With the loss of the Former Diamond Walnut Facility to fire in February of 2022, once the property is cleaned up it is prime for redevelopment. When combined with adjacent properties, this area becomes an attractive downtown addition to the Live Oak Blvd corridor. Creating a viable reuse plan for this property is critical for Live Oak’s success in expanding the downtown core.
$75,000 CDBG Unknown
Live Oak
LO10
Short-term
3 3.2
Pennington Road Rehabilitation
Pennington Road is the main east/west arterial for the City of Live Oak, intersected by State Route 99. Sacramento Area Council of Governments (SACOG) has committed $915,000 for partial reconstruction of the road from Broadway to Connecticut Avenue during 2012 and 2013. Reconstruction to the east of State Route 99 is also necessary.
2022 UPDATE: Construction is expected to be completed in 2022. The water main was completed in early 2020 allowing the reconstruction to proceed, however highway construction utilized a construction yard on this section of Pennington Road, so the city postponed construction until the highway construction is complete to avoid any damage to the new Pennington roadway. Reconstruction to the east of Larkin Road was completed in 2018. $1,094,776 SACOG, CDBG 2022
Live Oak
LO11
Short-term
3 3.1
Water Service and Supply Improvements for Live Oak East of State Route 99 Current water service is limited by undersized main lines crossing the highway and the closure of Live Oak Well #5 due to nitrate contamination. A combination of improved water mains and a new or reconditioned well with arsenic treatment and storage is necessary to allow for both growth and public safety needs.
2022 UPDATE: In early 2020 the city completed construction of a 12‐inch water main in Pennington Road from O Street east to L Street with associated road improvements to be completed in 2022. L Street to Orchard Way was completed in 2018. The city has constructed a new 1,000 gpm well with arsenic treatment and filtration and connection to the distribution and sewer systems, completed in late 2021. The city is considering additional upgrades to the site including a water storage tank and booster pump station. (The first phase of the project fell so far behind we had to give back our CDBG funding $6,500,000 CDBG, Prop 84,
local funds
2022

PHASE I
COMPLETED 2021
DRAFT
78 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
21 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
that was for the phase 2 of the project, so we’re scrubbing all mention of the CDBG 4.5M funding for phase 2).

Live Oak
LO12
Short-term
3 3.1
Soccer Park/Drainage Basin Improvements
Live Oak has completed construction of Phase 1 of a joint‐use storm drainage detention basin and soccer park. The basin is critical for reducing storm drain flows downstream of the existing city and is a key feature in the city’s Master Drainage Study. The soccer park will be an important recreational asset and is funded with a Proposition 84 (Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act of 2006) grant. 2022 UPDATE: The City is seeking funding for construction of Phase 2 improvements including one or more additional soccer fields in the complex and additional park features and amenities.
$5,200,000 Prop 84 Grant
1,800,000
2,000,000 in
kind funding –
Sutter Butte
Flood Control
Agency,
700,000 – City
of Live Oak
Unknown
Live Oak
LO13
Short-term
3 3.1
Wastewater Treatment Plant Solar
Live Oak’s new wastewater treatment plant was designed with the possibility of connection to a solar array to power the plant.
2022 UPDATE: Live Oak completed a feasibility analysis and received a $1.68 million grant and loan award from the California Water Resources Control Board in 2020 for 2022 construction.
$2,200,000 WRCB 2022
Live Oak
LO14
long-term
4 4.1
Bicycle and Pedestrian Infrastructure Master Plan
Live Oak has received funding from SACOG for development of a bicycle and pedestrian facilities master plan. The plan as competed and accepted by the City Council in 2016.
2022 UPDATE: The City of Live Oak continues to seek funding for improvements outlined in the plan. Total improvements are approximately $21 million.
21,000,000 Various As
Funded
Live Oak
LO15
Short-term
3 3.3
Housing Rehabilitation and First‐Time Homebuyer Programs Live Oak currently utilizes Program Income from past loan recipients to fund new loan applications in addition to applying for new grant funding. The city seeks funding continuously for local housing assistance programs. $varies CDBG, HOME,
CalHome
Ongoing
Live Oak
LO16
Long-term
3 3.2
Pennington Road Feather River Crossing
Live Oak is seeking funding for a feasibility analysis of construction of a bridge over the Feather River on Pennington Road East of the city limits, connecting Pennington Road to Highway 70.

Live Oak
LO17
Long-term
3 3.2
Live Oak Highway 99 Streetscape Project
In coordination with Caltrans and a Federal TIGER Grant the City is completely rebuilding Highway 99 through the City of Live Oak. Starting at Ash Street and continuing to Ramsdell Drive, the highway will be transformed into a beautiful and functional streetscape including the undergrounding of overhead utilities, expansion of travel lanes from 3 to 5, the addition of curb/gutter/sidewalk, as well as landscaping, lighting, and parallel parking.
2022 Update: Major construction is complete; the new roadway is open to traffic. Final landscaping and pedestrian improvements scheduled for early 2022 completion
$31,000,000 FHWA TIGER,
and Caltrans
2022
Marysville
Marysville
M1
Mid-term
4 4.1
Construct Pedestrian/Bicycle Tunnel at 14th Street and State Route 70 The presence of a rail line in the immediate proximity of a school creates hazardous conditions for mobility of pedestrians and bicyclists, both key to the economic revitalization of the community. Until the Union Pacific track $1,000,000 2025
DRAFT
79 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
22 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
bed can be relocated, providing a permanent solution (project M5), this public works project will remove a major impediment.
2022 UPDATE: No update at this time. Funding has not been identified.

Marysville
M2
Mid-term
3 3.2
Design/install traffic‐calming improvements on 9th Street With the rerouting of State routes 70 and 20 north to 14th Street, 9th Street between B and E streets reverts to a city street, separating the Lake District from the historic Downtown District. The purpose of this project is to incorporate traffic‐calming features or outright abandon the street in favor of a pedestrian mall along the south shore of Ellis Lake, to improve walkability between those two economic districts.
2022 UPDATE: No update at this time. No funding available and rerouting state highway from 9th does not appear to be a priority for the State. $950,000 2025
Marysville
M3
Mid-term
4 4.1
Ellis Lake Restoration
A public works project to restore the 37‐acre Ellis Lake area (between 9th and 16th streets and from B to D streets). This park and open space is a regional landmark attracting visitors from throughout the Yuba‐Sutter area and the north state region. The lake was developed in the 1930s by the Work Progress Administration (later renamed Work Projects Administration). The intended scope of work would include a master plan for facility improvements around the lake, including parking, lighting, landscaping, and irrigation, together with water quality improvements for the lake itself.
2022 UPDATE: The aeration project was completed in 2020. The city is working with the Yuba Water agency to complete a nutrient management study which was completed by summer 2021. This will allow the city to look at next steps for cleanup of the lake water. The city is working with the YubaSutter Goldsox, Yuba-Sutter EDC and other community partners to identify grant opportunities and private funding to address the exterior grounds and surrounding facilities, including the Bryant Field baseball facility. The Yuba Water agency approved grants for treatment of the lake to reduce phosphates and improve water quality. City is currently securing contracts with outside services to complete in spring of 2022 prior to algae blooms. The city, with the assistance of YSEDC has applied for a $2.4 million Proposition 68 grant to make improvements and add amenities to the greenspace around the lake.

The city will continue to look for funding opportunities to allow for improvements.
$1,000,000
$250,000
City-Local
Yuba Water
Agency -
County
2020
Marysville
M4
Mid-term
3 3.2
Rebuild 5th Street to Complete Streets Standards from State Route 70 to J Street.

This is one part of a multi-street local traffic circulation plan designed to accommodate heightened commuter traffic flows over the new four-lane 5th Street bridge connecting Marysville and Yuba City, with improved access to the newly expanded Rideout Regional Health Center Campus and serving planned future business growth within the Medical Arts District. Working in conjunction with project M8 below and modifications to 3rd Street, this project will include engineering and construction to fulfill Complete Streets standards for safe pedestrian and bicycle use along this major surface artery. 2022 UPDATE: Design was completed, and bids were solicited on October 27th. Bid opening was on December 2, 2021. Council approved award of the construction contract on January 18, 2022, with construction anticipated to commence in February. Completion of project is anticipated in late 2022. $3,516,500 million in funding has been dedicated to this project. 3,000,000 State Active
Transportation
SACOG
City
2022
Aeration PROJECT
COMPLETED 2020
Nutrient Management
Study COMPLETED
2021
DRAFT
80 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
23 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M5
Short-term
3 3.2
Systemic Safety Analysis Report Program (SSARP)
Federal regulations require each State has a Strategic Highway Safety Plan (SHSP). An SHSP is a statewide data-driven traffic safety plan that coordinates the efforts of a wide range of organizations to reduce traffic accident fatalities and serious injuries on all public roads. In coordination with federal, state, local and private sector safety stakeholders, the SHSP establishes goals, objectives, and emphasis (or challenge) areas. The SHSP address the 4Es of traffic safety: Engineering, Enforcement, Education, and Emergency Services. 2022 UPDATE: City Council approved acceptance of grant funding to develop a LRSP in the amount of $40,000 and contract award to GHD by on 10/19/21. GHD is in the process of information gathering. Completion of LRSP is expected by March of 2022
$72,000 State Active
Transportion
2022
Marysville
M6
Short-term
3 3.2
Road Rehabilitation and Sidewalk Accessibility Project. (CDBG) The Project proposes the rehabilitation of just over 15,000 lineal feet (approx. 3 miles) of residential streets and sidewalks in the East Marysville neighborhood off of State Route 20. The project will reconstruct failing road structural sections, install accessible ramps on street corners, and improve sidewalks where necessary for accessibility and install bike lanes. 2022 UPDATE: The city’s projects has been submitted for CDBG funding approval and pending a decision on approval. Project is still pending funding approval from The State of California’s Department of Housing and Community Development.
$3,000,000 CDBG 2022
Marysville
M7
Short-term
3 3.1
City’s Park Irrigation Well initiative.

DWR has made grant funds available to commence the City’s Park Irrigation Well initiative that would improve water system reliability and cost savings to the City by converting City parks to a well and tank storage system, thereby eliminating the need for commercial water service.
2022 UPDATE: Gavin Park Well Project is currently in its final stages of construction with estimated completion in June 2021. However, Project was delayed due to difficulty in securing additional PGE power to the site $400,000 DWR 2022
Marysville
M8
Short-term
4 4.1
Regional Bicycle and Pedestrian “Bike Hub”
The City is preparing a Bike and Pedestrian Master Plan within the city limits to connect to the broader regional bike and pedestrian trail that extends throughout Yuba County and across the Feather River into Yuba City. The purpose for the Bike Hub is to serve as a convenient portal and gateway to the regional trail system, offering a central facility for competitive bike rallies and individuals to access the regional system, and provide bicycle and pedestrianrelated retail services available under one roof, including bike rental and repair shops, outdoor gear and apparel, juice bar, community meeting center and visitor center.
2022 UPDATE: Feasibility plan is still in process. No update to this project. Funding has not become available.
$2,500,000 CDBG 2022
Marysville
M9
Short-term
4 4.1
Marysville Bicycle and Pedestrian Improvement Project
This project includes all Tier 1 improvements identified in the 2016 Marysville Bicycle and Pedestrian Master Plan. Pedestrian improvements include closing a sidewalk gap near downtown and high visibility crosswalks with RRFBs and speed feedback signs to improve safety near two schools. A raised intersection improves safety and access to Ellis Lake Park. These improvements support the economy by improving access to downtown and promote walking to schools and parks by improving challenging crossings. Together these improvements create a foundation for active transportation in Marysville, $550,000 ATP/City 2019-
2021

PROJECT COMPLETED
2021
DRAFT
81 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
24 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
promoting a healthy lifestyle and supporting the local economy with improved downtown access.
2022 UPDATE: Project Completed
Marysville
M10
Long-term
4 4.1
East Lake Restoration II
A public works project to improve the nine‐acre lake areas between 14th and 16th streets and from Yuba Street to the Union Pacific Railroad track bed. The lake and surrounding open space areas have been neglected for years.

Improvements would include bank stabilization, culvert work, new pathways, ADA‐accessible features, lighting, landscaping, and irrigation. 2022 UPDATE: No update to this project. Funding has not been identified. $1,000,000 City
Yuba Water
Agency Grant
2030
Marysville
M11
MId-term
3 3.2
Incorporate Streetscape Improvements on State Route 70 from 1st Street to 6th Street
A highway streetscape project conducted in conjunction with Caltrans resurfacing of the first six blocks of State Route 70 from the southern city limits. The principal objectives are to improve the visual appearance of the entry into Marysville, and to improve connectivity and walkability between the medical arts and the historic downtown districts.
2022 UPDATE: No update to this project. Funding has not been identified. $2,000,000 Caltrans 2025
Marysville
M12
Mid-term
4 4.1
Rehabilitate the River District for recreation and eco‐tourism A public works project to rehabilitate the waterfront setback areas along the Feather and Yuba rivers from the levees to the streambeds of both rivers. The area includes Riverfront Park and boat launch ramp, restrooms, soccer fields, vehicle parking, bicycle and pedestrian/jogging pathways, decommissioned sewer ponds.
2022 UPDATE: No update to this project. Funding has not been identified. $1,000,000 2025
Marysville
M13
Short-term
3 3.2
Accelerate Street Resurfacing and Improvements in the Five Major Economic Development Districts to Support Business Investment
A public works project to restore and repair neglected city streets in the five principal economic development districts, involving approximately 80 blocks of Marysville city streets.
2022 UPDATE: No update to this project. Funding has not been identified. $5,600,000
$50,000
SB1
SACOG
Caltrans
2020-
2025
Marysville
M14
Short-term
3 3.2
Road Maintenance and Rehabilitation (RMRA) proposed project list for Fiscal Year 2020-2021
The City is currently on track to receive a total of $232,628 tax proceeds this calendar year 2019-20, 2020-21. $198,402 was projected by the League of California Cities. Utilizing the funding received from the prior calendar years it is anticipated that a total of $470,484 will be used to fund capital street projects for the new fiscal year.
• B St. - 3
rd to 1St
• 1 St. – B St. to Bridge.
• F St. – 3
rd St. to 10th St.
2022 UPDATE: Project completed with some modifications to the F Street Segment. Based on budget and pavement conditions, part of area between 3 rd and 4th was paved, all between 4th and 6th was paved and 4th street between E and F was paved.
$562,000 SB1 2020-21

PROJECT COMPLETED TO F
STREET SEGMENT 2021
DRAFT
82 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
25 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M15
Short-term
3 3.1
Refurbish and Update City Hall
Refurbish the 1939 City Hall building by replacing all windows with high efficiency glazing, upgrading wiring and replacing floor covering throughout, updating HVAC control systems, updating technology capabilities in City Council chamber and replacing auditorium seating with modern comfortable seating. Installation of solar photovoltaic system at city was completed at city hall in October 2018. Funding is currently being sought to complete project. 2022 UPDATE: Audio and Video equipment have been updated in the Council Chambers along with carpeting upgrades between City Hall and the Police Department. Several AC and Heating units have also been replaced that serve the Police Department. Energy audits were performed at City Hall, Police Department, Public Works and the Fire departments however initial review has found that they may not qualify for PGE on-bill financing. Staff will be discussing further with PGE. Working with PGE and contractor to develop a funding mechanism that finances multiple electricity related capital improvements with debt service paid through energy savings. Initial assessment completed by contractor and currently under City review. $350,000 2022
Marysville
M16
Short-term
4 4.1
Proposition 68 Per Capita Program
The city received $177,952 in Proposition 68 grant funding under this program. City has proposed this funding be used for the replacement of the play equipment and play surfacing at Gavin Park and the addition of an accessible path based on the City’s Park and Open Space Master Plan. 2022 UPDATE: Project is in design phase. $100,000 in additional funding provided through SACOG’s 2021 Community Design Program. First Five Yuba County also provided $5,000 of funding for play equipment. Expect to award and commence construction in late spring/early summer of 2022. $178,952 2022
Wheatland
Wheatland
W1
Mid-term
3 3.1
Solar Energy Projects
The City of Wheatland plans to construct multiple solar energy shade structures at various city‐owned facilities. Structure locations include City Hall, Police Department, and wastewater treatment plant. Plans to partner with Pacific Gas and Electric to help offset project costs as well as provide for long term utility cost savings.
$300,000 Unknown Unknown
Wheatland
W2
Short-term
4 4.1
Wheatland Community Gardens
The 2012 goal of completing Wheatland Community Garden #1 was successfully accomplished with a ribbon‐cutting ceremony on February 20, 2013. The project this year is to build Wheatland Community Garden #2 on the east side of town. This garden will serve the Wheatland Ranch subdivision area.

When completed, the proposed Wheatland Community Garden will consist of approximately 24 planters, including 20 12‐foot by 4‐foot planter boxes and four U‐shaped boxes with access for disabled persons. The total garden size is estimated at 50 feet by 150 feet. The garden will be secured by a decorative perimeter fence and key‐code lock. The community garden will also include a gathering and picnic area, park benches, work-tables, and a shed for storage.

Total estimated budget was $50,000 per site, with one site remaining. 2022 UPDATE: The first phase of the Wheatland Community Garden was completed in 2013 and continues to flourish. The second Phase of the Wheatland Community Garden project is pending.
$50,000 Unknown Unknown
DRAFT
83 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
26 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Wheatland
W3
Mid-Term
3 3.1
Wheatland Comprehensive General Plan Update
The project would consist of producing a City of Wheatland Comprehensive General Plan Update. The current City of Wheatland General Plan was completed in 2006. City General Plans are expected to have a 20-year lifespan and typically require several years to complete. Therefore, the City of Wheatland is due to begin a General Plan Update. The project would include an update to the seven elements of the general plan required by the State of California, including an update to the City’s Housing Element. The project would require substantial input and review by city stakeholders and the community. The project would also include the preparation of a programlevel environmental impact report as required by the California Environmental Quality Act
$500,000
Wheatland
W4
Mid-Term
3 3.1
Wheatland Comprehensive Zoning Code Update
The project would consist of updating the City of Wheatland Zoning Code to be consistent with a Wheatland Comprehensive General Plan Update. The current City of Wheatland Zoning Code was adopted in 1991, and much of the land use restrictions are considered outdated. The project would consist of reviewing and applying current land use and zoning restrictions to modern types of land use development. A substantial public outreach program would be necessary to ensure zoning would adequately meet the needs of the community. An environmental impact report would be included as a component of this project.
$100,000
Wheatland
W5
Short-Term
4 4.1
Wheatland Parks and Recreation Master Plan
The project involves the completion of a parks master plan for the City of Wheatland. The City of Wheatland does not have a parks and recreation master plan and has limited policy direction on how future parks are to be developed. A parks and recreation master plan will provide developers and community an understanding of how and where parks will be constructed, the amenities that will be incorporated into the parks, and the sizes of the parks. These parks may include such facilities as tot-lots, ball fields, and aquatic facilities. The recreation plan will identify the types of recreation activities that the City of Wheatland will provide to its constituents. A public outreach program will be included to create the plan. The plan will also require an environmental review as required by the California Environmental Quality Act.
2022 UPDATE: The City continues to seek funding for this project $100,000
Wheatland
W6
Mid-Term
3 3.2
Highway 65 Interim Capacity Improvements
Provide interim congestion relief on Hwy-65 within the Wheatland city limits until completion of the Wheatland By-Pass. Traffic volumes in this segment have substantially increased since completion of the Lincoln By-Pass in 2014.

Peak hour traffic queues extend well beyond the City limits on weekdays and local traffic finds it difficult to get across town to access local schools and businesses.

In addition, the increase in traffic from Beale Air Force Base, due to added missions at the base, puts even more traffic pressure on the Main Street traffic signal and Highway 65. Off-peak volumes increased with completion of the Hard Rock Casino (Fall of 2019). Additional traffic will be generated as planned development occurs to the north and east of the City.

Improvements may include traffic signal coordination, intersection modifications, restrict turning movements, highway widening, roundabouts or other measures as determined effective by Caltrans and the City. $7M SHOPP, CMAQ,
SACOG,
FLAP,
Impact Fees
DRAFT
2022
84 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
27 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Wheatland
W7
Short-Term
3 3.2
Wheatland Pavement Management Program (PMP)
Develop the City’s first pavement management program (PMP). The PMP will produce a comprehensive and detailed inventory of the City’s roadways, estimate the pavement condition index (PCI) for each segment, develop treatment costs and strategies, and provide various recommended treatment scenarios.
2022 UPDATE: First PMP report is expected in early 2022 $50,000 Gas Tax
SB1
2022
Wheatland
W8
Short-Term
3 3.2
Spenceville Road Rehabilitation (joint City/County project) Spenceville Road is a two-lane arterial facility connecting Beale Air Force Base and State Route 65 through the City of Wheatland. The project will provide rehabilitation, restoration and resurfacing to approximately 7 miles of roadway between Main Street and Beale Air Force Base. This two-lane roadway provides access to City, County and Air Force Base residents as well as general traffic and school buses that access Beale Air Force Base.

The proposed project site follows a level to gently rolling terrain that lends to higher than posted speeds and numerous speed related accidents. Traffic counts range from 3,200 vehicles per day on Main Street east of SR 65 to 3,100 vehicles per day on Spenceville Road west of Japer Lane. The majority of the traffic counts can be attribute to Beale Air Force Base due to the geography of the road and connectivity to the Base.

The rehabilitation of this project is essential to continue providing access to the public and to Beale Air Force Base. This roadway helps to generate revenue for local business in the area. Spenceville Road is eligible to receive funding under the California Federal Lands Access Program (CA FLAP) which provides funds for transportation facilities that provide access to or are located on or adjacent to Federal Lands.
2022 UPDATE: FLAP applications will be due in May 2021. The city of Wheatland was notified in November 2021 FLAP funds were not awarded and is seeking other funding.
$7M Gas Tax,
SB1,
SACOG
2022
Wheatland
W9
Short-Term
3 3.1
Wheatland Comprehensive Water Project
The City of Wheatland water system is aging with portions of the system more than 100 years old. The project consists of removing the seismically deficient water tower from service by employing new ground mounted hydropneumatic tanks and booster pumps to supply water pressure to the City. The project also includes replacement of domestic water meters, new production meters, water meter automation to assist with leak detection and remote metering reading, SCADA replacement, and new billing software.

The primary goal of the Wheatland Water System Reliability Project is to ensure an adequate and reliable water supply that meets the needs for the City of Wheatland
2022 UPDATE: Project is underway and will be completed in 2022 $1.4M DWR
YCA
2021
Wheatland
W10
Short-Term
3 3.1
North Storm Water Detention Basin Rehab
Improvements to the existing basin that discharges to Dry Creek including:
construction of a stilling basin at the pump intakes; replacement of existing pumping equipment that has reached its service life; and establishing an outlet canal to prevent levee erosion and repair existing erosion at the toe of the levee. Benefits include enhance/improve water quality of discharge to Dry Creek, protect the existing levee from further erosion. $600,000 Unknown 2022
DRAFT
85 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
28 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Wheatland
W11
Long-Term
4 4.1
Improve Walkability to Elementary, Middle and High Schools The project involves providing walking and biking opportunities for students across Wheatland’s four railroad grade crossings. Currently, three of the four crossings have no bike or pedestrian accommodations, and the only improved crossing is the furthest from school routes. The improvements would include modifying railroad grade crossings at Second Street, Third Street and Fourth Street to include ADA compliant sidewalks on both sides of the street and railroad protection devices in accordance with CPUC and railroad standards.

Other improvements would include the addition of fencing and other barriers to discourage the unsafe and illegal crossing of the tracks between grade crossings.
$1,400,000 State,
Unknown
Unknown
Wheatland
W12
Short-Term
4 4.1
City of Wheatland Business Park Feasibility Study
This study will determine the feasibility of a business park within the Johnson Rancho annexation area. The study will attempt to identify preferred location, size, feasibility and action steps
2022 UPDATE: Project was completed July 2021
$100,000 SACOG 2021
Wheatland
W13
Mid-Term
3 3.1
Wheatland Complete Streets Project - (First Street/Wheatland Road) The project is on Wheatland Road beginning at First Street and Highway 65 and continues east past Wheatland High School and Bear River Middle School to the westerly city limit. The project will provide complete bike and pedestrian facilities along the corridor by improving and extending existing sidewalk and bike lanes. The project involves utility relocations, road widening, pavement rehabilitation, buffered bike lanes, and safety lighting.

This segment of Wheatland Road serves several varied uses: a regional connector between Highway 65 and Highway 70, a bi-directional school routes linking three schools and neighborhoods, and a farm to market route serving over 6-square miles of agricultural lands.
$2,500,000 SACOG
Gas Tax/SB1
ATP
RUCS
2024
Wheatland
W14
Long-Term
4 4.1
Wheatland Aquatic Center
The City of Wheatland received a generous $1 million donation for future operations, maintenance and recreational programming of a future Wheatland Community Pool. The city has seven years to complete the project beginning July 2019.
2022 UPDATE: The city submitted a Prop 68 Rural Recreation and Tourism Facilities grant in January 2022. Award announcements are expected later this year.
$5,000,000 Unknown 2026
Wheatland
W15
Short-Term
3 3.3
Wheatland AB 1600 Fee Study
The City of Wheatland is currently preparing an update to the City’s AB 1600 Fee Study to identify the development impact fees for future development within the City using grant funds available from SB 2.
2022 UPDATE: In progress and will be completed in 2022
$130,500 SB 2 2021
Wheatland
W16
Short-Term
3 3.3
Wheatland Accessory Dwelling Unit and Density Bonus Ordinance The City of Wheatland is currently preparing the Accessory Dwelling Unit Ordinance and Density Bonus Ordinance for compliance with State law as identified in the City of Wheatland’s 5th Cycle Housing Element Update using grant funds available from SB 2.
$29,500 SB 2 2021
Wheatland
W17
Short-Term
3 3.3
Wheatland 6th Cycle Housing Element Update Preparation
The City of Wheatland has received $65,000 from the California Department of Housing and Community Development (HCD) for the preparation of the 6 th Cycle (2021-2029) Housing Element Update using grant funds available from the Local Early Action Planning (LEAP) Grants Program. $65,000 HCD
(LEAP Grant)
2021

PROJECT COMPLETED
2021
DRAFT
86 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
29 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2022 UPDATE: Housing Element has been prepared and is awaiting approval from HCD.

Wheatland
W18
Short-Term
3 3.3
Wheatland 6th Cycle Housing Element Public Participation Process The City of Wheatland has received $10,000 from SACOG for the public participation component of the 6
th Cycle (2021-2029) Housing Element
Update using grant funds available from the Regional Early Action Planning (REAP) Grants Program.
2022 UPDATE: Housing Element has been prepared and is awaiting approval from HCD.
$10,000 SACOG
(REAP)
2021
Wheatland
W19
Short-Term
3 3.1
Wheatland Zoning and Capacity Analysis
Conduct future planning work for managing growth for the City’s long-term plans, consisting of employment generating, non-residential uses, including the potential of a new town center for an expanded City of Wheatland. 2022 UPDATE: Funding from SACOG was awarded for the project. $100,000 SACOG 2022
Wheatland
W20
Short-Term
3 3.3
Residential Rezone for 6th Cycle RHNA Compliance
The City of Wheatland has applied for $40,000 in grant funds from SACOG to rezone vacant land to multi-family residential uses to meet the 6th Cycle Regional Housing Needs Allocation (RHNA) using grant funds available from the Regional Early Action Planning (REAP) Grants Program. 2022 UPDATE: Project should be completed in 2022
$40,000 SACOG
(REAP)
2022
Wheatland
W21
Mid-Term
3 3.1
Wheatland Regional Wastewater Treatment
The City of Wheatland is planning the construction of a new pipeline and three pump stations to convey 1.5 million gallons per day (MGD) of wastewater into a regional sewer system serving south Yuba County. The pipeline will connect to a new Olivehurst Public Utility District (OPUD) sewer or continue of the City’s force main (currently under design by others) near South Beale Rd and Highway 65. OPUD sewers will convey the flow to OPUD’s wastewater treatment plant (WWTP), where it will be treated to a tertiary level and discharged into the Feather River. Alternatively, the City’s pipeline may continue further northward to connect to the Linda County Water District (LCWD) wastewater collection system and then into their WWTP. The City’s WWTP will eventually be decommissioned, and the site repurposed for other uses. 2022 UPDATE: A Basis of Design Report was completed in 2021. Completion of design expected in 2022.
$53M Design-YWA
ConstUnknown
2025
Wheatland
W22
Short-Term
3 3.1
Locate Research Center in Wheatland’s Employment Zone
The city of Wheatland is working aggressively to build the partnerships necessary to locate a collaborative research center in Wheatland’s Employment Zone. This center would create a collaborative research opportunity with Beale AFB, the US Air Forces, Yuba Water Agency, city of Wheatland, and the University of California. The center could serve as an educational, workforce training and advanced research hub. Initially, the workforce collaborative facility would consist primarily of PHD level researchers, but also development of BA level and high school educational programs as the center expands to its full mission. This creates a significant opportunity for the city of Wheatland and Yuba County to create an innovation center and technology node.

DRAFT
87 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
30 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba City
Yuba City
CYC1
Long-Term
3 3.1
Infrastructure Improvements
Extend various City infrastructure including sewer, water, storm drainage, and road infrastructure to support economic and workforce development.

Areas of planned improvements include:

Airport Park (east of Garden Hwy, north of Lincoln Rd)
Bogue Stewart Master Plan
Lincoln East Specific Plan
Harter Specific Plan
El Margarita Master Plan
$20,000,000
$35,000,000
$35,000,000
$10,000,000
$25,000,000
Undetermined,
Local, Private,
Grant
Yuba City
CYC2
Short-Term
3 3.1
General Plan Update
Update the City’s 2004 General Plan to reflect changes within the City and include mechanisms to help streamline growth within the City’s Sphere of Influence. The update will focus on Land Use, Housing, Zoning, and Transportation Elements.
$500,000 SB 2,

LEAP, REAP
2022
Yuba City
CYC3
Short-Term
3 3.3
Low Income Housing Assistance
To help provide housing for the City’s workforce, Yuba City continues to utilize and apply for Federal/State funding to issue funding programs to lowand moderate-income individuals. Funds are used for housing, housing rehabilitation, and first-time home buyers.
$600,000 CDBG, HOME Ongoing
Yuba City
CYC4
Long-Term
3 3.1
Bridge Street Corridor Improvements
The Bridge Street corridor improvement project is a multi-phased project to extend four travel lanes from SR-99 to Marysville/SR-70. The project includes the construction of the 5th Street Bridge, and phased reconstruction of Bridge St. Bridge Street will be widened from Gray Avenue to Cooper Avenue in late 2021 with completion anticipated at the end of 2022 with support from a $2.8 million Local Partnership Program grant from the CTC. The project will enhance a key gateway through the City to facilitate necessary traffic demands while coordinating with adjacent property owners to help facilitate Economic and Workforce Development in the area.
2022 Updates Conceptual design for the final phase between SR-99 and Gray Avenue will commence in 2022 with funding support from a $200,000 SACOG grant. Final design and construction funding for this segment is yet to be determined.
$15,000,000 Undetermined,
Local, Local
Partnership
Program Grant
through the
CTC
Ongoing
Yuba City
CYC5
Short-Term
3 3.1
Walton Avenue Complete Streets Improvements
The project rehabilitating portions of Walton Avenue from Hazel Avenue to Sam’s Club, including closing the gaps in sidewalks on the west side of Walton Avenue between Lincoln Road and Franklin Road, improving bike lanes, and upgrading the traffic signals.
2022 UPDATES: Final design is in progress with construction anticipated to commence in 2022 and completion in 2023.
$4,587,000
$3,750,000
$837,000
Total Cost
SACOG Grant
Local Funds
2023
Yuba City
CYC6
Short-Term
4 4.1
Sutter Bike Path Extension
The project includes extending the existing bike path within the City right-ofway from Hooper Road to Harter Parkway and along Harter Parkway from State Route 20 to Butte House Road.
$2,483,000 $153,000 in
Active
Transporation
Program
funding for
design,
$1,984,000 in
Regional
Surface
Transportation
2023
DRAFT
88 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
31 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Program
funding for
construction,
Local
Yuba City
CYC7
Mid-Term
4 4.1
Sutter Bike Path Widening
The project includes widening the existing bike path within the City right-ofway from Hooper Road to Township Road. The existing path will widen from 8 feet to 12 feet, allowing for better shared use between pedestrians and bicyclists.
$375,000 2023
Yuba City
CYC8
Mid-Term
4 4.1
Northern Levee Bike Path Connection
The project would include extending AC pavement northward on western Feather River levee from Northgate Drive to levee offramp 600 ft south of Pease Road. The City plans to install HAWK Beacon Signal Crosswalk 600 ft south of Pease Road, widen roadway to install Class IV shared path on the west side of Live Oak Blvd, northerly to Pease Road, and install two additional signals along Live Oak Blvd and Sutter Street at pedestrian and bicyclist used crossings.
$1,200,000 2023
Yuba City
CYC9
Mid-Term
4 4.1
Yuba City Pedestrian Trail – Railroad Right of Way Conversion The project includes the conversion of existing railroad right of way, across the city, to facilitate a bike and pedestrian trail that ultimately links the Sutter Bike Path from the west to the east into the city’s bike network and across the city’s 5th Street Bridge. Ultimately connecting into the trail network in Marysville/Yuba County. This is a multi-phased project that will promote quality of life and ultimately economic development for the city. 2022 UPDATES: The first phase involves completing a Feasibility Study with assistance from a $200,000 Caltrans grant. The Feasibility Study will be completed in 2022. Final design and construction will be substantially more expensive since there are 2 crossings of State Highways, as well as numerous City arterial street crossings.
$15,000,000 Undetermined,
Grants
Ongoing
Yuba City
CYC10
Short-Term
3 3.1
Barry School Waterline
The project involves installing 12” and 14” diameter water transmission main in Railroad Avenue from Bogue Road to Stewart Road and in Stewart Road from Railroad Avenue to Garden Highway, as well as a 3” diameter private water service in Railroad Avenue and Barry Road to serve Barry School. $3,500,000 State Revolving
Fund Loan
2022
Yuba City
CYC11
Short-Term
3 3.1
Second Groundwater Well
The project includes constructing a second groundwater well at the City’s Water Treatment Plant to provide additional accessible water resources during times when the City’s surface water rights are curtailed. $3,000,000 $750,000
Bureau of
Reclamation
Grant,
remainder City
water funds
2022
Yuba City
CYC12
Mid-Term
3 3.1
Aquifer Storage Recovery (ASR) Well
The project involves establishing an ASR well at the City’s Water Treatment Plant to further bolster the City’s accessible water resources during times when the City’s surface water rights are curtailed. The ASR concept includes injecting treated water into the groundwater aquifer during times when surface water availability exceeds demands while extracting groundwater during times when surface availability does not meet demands. $6,500,000 Unmet Need 2023
Yuba City
CYC13
Mid-Term
3 3.1
WWTF Outfall and Diffuser Project
The project includes constructing a new 42-inch diameter discharge pipeline from the City’s Wastewater Treatment Facility (WWTF) and a new diffuser outlet to the Feather River. The proposed pipeline and diffuser will replace the City’s existing diffuser, which was damaged in 2011 by erosion of Shanghai $35,000,000 Unmet Need 2024
DRAFT
89 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
32 Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Falls. This project will ensure the City’s capability to safely treat wastewater for existing customers, as well as future development.

Yuba City
CYC14
Short-Term
3 3.1
Harter-Bridge Sewer Extension
The project involves extending a 24-inch diameter sanitary sewer from the south end of Harter Parkway to the north end of Harding Road within the future alignments of Harter Parkway and Bridge Street. This project is critical for relieving the existing sanitary sewer in Lassen Boulevard, which is necessary to allow continued development in the northwest portion of the city.
$2,000,000 COVID Relief
funding, City
Wastewater
funds
2023
Yuba City
CYC15
Short-Term
3 3.1
Bogue Road Sewer Extension
The project involves extending the existing 18” diameter sanitary sewer in Bogue Road from Railroad Avenue to Phillips Road and constructing a new lift station to facilitate future connection of properties north and south of Bogue Road and east of State Route 99, and to address capacity issues and service of new development areas.
$3,000,000 COVID Relief
funding, City
Wastewater
funds
2023
DRAFT
90 YUBA-SUTTER ECONOMIC

DEVELOPMENT DISTRICT
2021 CEDS ANNUAL

PERFORMANCE
REPORT

ABSTRACT
The Annual CEDS Performance Report
for 2021 analyzes the Yuba-Sutter
region’s current economic conditions
and serves as an update on the
region’s progress towards reaching
regional goals and objectives. This
report covers a period from January 1,
2021 through December 31, 2021
DRAFT
91 i
2021 Annual CEDS Performance and Update Report
EDA Investment #17SEA3020039
Introduction
Yuba-Sutter Economic Development Corporation (YSEDC), established in 1994 to support economic development efforts is organized as a nonprofit private corporation governed by a 21-member board of directors. The corporation represents business interests of both public and private sectors within the Yuba City Metropolitan Statistical Area.

The corporation was designated as an Economic Development District (EDD) by the U.S. Department of Commerce, Economic Development Administration (EDA) in 1996. Yuba‐Sutter Economic Development District (YSEDD) is generally synonymous with Yuba‐Sutter Economic Development Corporation (YSEDC).

The district is comprised of the counties of Sutter and Yuba and the cities of Live Oak, Marysville, Wheatland and Yuba City. The region is referred to as the Yuba City Metropolitan Statistical Area (MSA) as defined by U.S. Office of Management and Budget and used by the U.S. Census Bureau and other U.S. government agencies for statistical purposes. The U.S. Department of Commerce Economic Development Administration provides financial assistance to designated districts for the purpose of developing an Economic Development Strategy and provides funding, in part, for community development planning designed to assist in alleviating economic distress and unemployment.

The Comprehensive Economic Development Strategy (CEDS) document is a significant component of remaining a designated EDD. YSEDC updates the region’s CEDS and submits a performance report annually. The CEDS document can be found on YSEDC’s website: https://www.ysedc.org/strategy Yuba-Sutter Economic Development Corporation is pleased to submit its 2021 CEDS Annual Performance Report to the EDA.

DRAFT
92 ii
Table of Contents
Introduction...........................................................................................................................................................i 2021 Annual Performance Report........................................................................................................................1 CEDS Committee...............................................................................................................................................1 Adjustment to the Strategy ..................................................................................................................................2 Labor Force .......................................................................................................................................................3 Unemployment.................................................................................................................................................3 Per Capita Personal Income..............................................................................................................................4 Average Wages.................................................................................................................................................4 Establishments..................................................................................................................................................5 Gross Domestic Product ...................................................................................................................................5 Performance Measures.........................................................................................................................................6 Performance Metrics........................................................................................................................................6 Evaluation of Progress on Goals and Tactics ........................................................................................................7 Vision ................................................................................................................................................................7 Goals and Accomplishments in 2021....................................................................................................................7 Goal 1 – Create and maintain a competitive region through economic development....................................7 Goal 2 – Develop, retain and attract talent......................................................................................................9 Goal 3 – Improve and modernize infrastructure ............................................................................................10 Goal 4 – Foster overall quality of life and place..............................................................................................20 Economic Disaster, Recovery and Resiliency......................................................................................................26 Report on Economic Development Activities.....................................................................................................26 Schedule of Goals - YSEDC ..................................................................................................................................29 Schedule of Goals - Region
DRAFT .................................................................................................................................29 93 1
2021 Annual Performance Report
This report analyzes the Yuba-Sutter region’s current economic conditions and serves as an update on the progress toward reaching regional goals and objectives and implementing the region’s plan of action.

CEDS Committee
The CEDS committee completed the process of the five-year update of the CEDS (2020-2025), and it was approved by Department of Commerce Economic Development Administration on August 8, 2020. The 2021-2022 CEDS committee composition consists of the following membersrepresenting both the private and public sectors. There are no changes to the staff or the capacity of the organization to support the development or implementation of the CEDS.

Private Sector
Name Company/Organization Position Interest Group
Mark Birtha Hard Rock Hotel and Casino
Sacramento
CEO Hospitality, Restaurant, Private Individual
Arun Bhardwaj US Bank Assistant Vice President Banking/Finance, Community Leader Johnny Burke Sutter Yuba Homeless
Consortium
Executive Director Nonprofit, Faith-Based
Justine Dutra Y.S. Farm Bureau Executive Director Agriculture, Workforce Development Rachel Farrell Harmony Health CEO Nonprofit, Healthcare Chuck Ferguson Wide-Awake Geek Owner Entrepreneur & Startup Business Development, community workplaces
Johnnise FosterDownsPG&E Public Affairs Utilities, Private Individual Beth Hammes Local Union 228 Union, Private Individual
Bob Harlan Yuba-Sutter- Colusa United
Way
Executive Director Nonprofit, Low-income, Poverty, Community Leader
Sheila Kern Placer Water Works Owner Manufacturing, Private Individual Cathy LeBlanc Camptonville Community
Partnership
Executive Director Nonprofit, Environmental, Community Leader Alyssa Lindman Sutter Buttes Regional Land
Trust
Executive Director Natural Resources, Education, Community Leader, Environmental, Tourism
John Nicoletti Habitat for Humanity Yuba
Sutter
Public Relations Nonprofit, Low-income, Poverty, Community Leader
Joe Pacheco Northrop Grumman BAFB Lead Executive Private sector, Aeronautics David Read Yuba-Sutter Regional Arts
Council
CEO Arts & Culture, Nonprofit, Education
Cynthia Roderick YSEDC/YSEDD Grant Specialist Economic Development, Business Development, Poverty, Unemployment
Brandon Sanders PG & E Sierra Division
Government Affairs
Utilities, Private Individual
Marni Sanders Yuba-Sutter Chamber of
Commerce
CEO Economic Development, Tourism, Business
Assistance and Education, Community Leader
Brynda Stranix YSEDC/YSEDD President/COO Economic Development, Business Development, Poverty, Unemployment, Community Leader
Tim Styczynski Bridge Coffee Co. Owner Retail, Private Individual Tom Williams Yuba River Moulding &
Millworks
President Manufacturing, Private Individual
DRAFT
94 2
Public Sector
Name Company/Organization Position Interest Group
Gary Arnold Caltrans Associate Transportation
Planner
Government, State
Blaze Baker Beale AFB Installation Management
Flight Chief
Government, Military
Rinky Basi Sutter County Schools – One
Stop
Director Public, Workforce, Education
Jeremy Brown Yuba College Dean of Student Success
& Institutional
Effectiveness
Education, Public
Kyle Morgado Yuba County TRLIA Operations Manager Government, County, Flood Protection Samuel Bunton Yuba County Assistant Director, Public
Works
Government, County
Brian Davis Linda County Water District General Manager Government, District Tawny Dotson Yuba College President Education, Public
Rachel Downs Yuba County Business & Community
Engagement Manager
Government, County
Jim Goodwin City of Wheatland City Manager Government, City Neal Hay Sutter County Director Development
Services
Government, County
Calvin Hendrix Beale AFB Government, Military
Caron Job Yuba County One Stop CEO Government, Education, Workforce Diana Langley City of Yuba City City Manager Government, City Mike Lee Yuba County Community Development
& Services Agency Dir.

Government, County
Keith Martin Yuba Sutter Transit CEO Government, District, Transportation Patrick Meagher RD 784 Reclamation District
Manager
Government, District, Flood Control
Ben Moody City of Yuba City Community Development Government, District Aaron Palmer City of Live Oak City Manager Government, City Dan Peterson County of Yuba Director of Public Works Government, County, Public Works Sean Powers Yuba County Assistant CAO Government, County Jim Schaad City of Marysville City Manager Government, City Alison Schmidt City of Live Oak Acting Chief Building
Official
Government, City
Jackie Sillman Yuba Water Agency Community Relations Public, Hydro Power, Flood Control Sean Stapler Beale AFB Government, Military
John Tillotson, PE OPUD Director of Public Works Government, District Adjustment to the Strategy
In 2020, YSEDD/YSEDC completed its five-year update of the Comprehensive Economic Development Strategy.

The process began in February of 2020 and was approved by the Department of Commerce Economic Development Administration in August 2020. A comprehensive community-wide SWOT analysis and survey was conducted, analyzed, reviewed and new regional goals and tactics were set or strengthened. Since the completion of the 2020-2025 CEDS five-year update, the Yuba City, CA MSA improved its economic strength ranking by one DRAFT
95 3
to now rank 98 out of 384 Metropolitan Statistical Areas. Since 2015, it improved by 176 rankings according to POLICOM, an independent research company that specializes in studying the dynamics of local economies.

The COVID-19 pandemic had a major impact to all sectors of the region, private and public. The full impact of the pandemic is not reflected in this report as the pandemic has continued into 2022. There were some significant changes in terms of regional demographics and are reflected in the data below.

Labor Force
The region's economic activity and
well-being is reflected to large degree
by the number and types of jobs
available. Between December 2020
and December 2021, the region’s
annual labor force grew from 75,500
to 75,600 which was a 0.4 percent
increase over the year. Between 2010
and 2021, the number of individuals
counted as part of the labor force
increased by 400. As the economy
continues to improve so has the labor
force. The region is currently
experiencing an abundance of jobs
but is lacking an experienced/trained
workforce to fill these jobs. The
current civilian labor force as of
December 2021, not seasonally
adjusted, is 75,600.

Source: State of California Employment Development Department – Labor Market Information Unemployment
Figure 2 shows that the region’s 2021 annual average unemployment rate (10.2 percent) was 150 percent higher than the national average (6.8 percent) and 111 percent higher than the state’s (9.2 percent). Rates are not seasonally adjusted. Since the YSEDD was formed, the gap between the regional and national annual average unemployment rate has been closing.

In 1996, the annual average
unemployment rate for the region
was 15.3 percent and the national 5.5
percent, a 283 percent difference
compared to the current January
2021 rate, (Yuba City MSA 10.2. vs
National 6.8 percent), a difference of
150 percent.

Source: State of California Employment
Development Department – Labor Market
Information
70000
71000
72000
73000
74000
75000
76000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Figure 1 - Regional Labor Force 2010 -2021

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Figure 2: Region, State, and US Annual
Unemployment Rates 2010-2021
Yuba City, CA MSA (10.2%) California (9.2%) USA (6.8%)
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Per Capita Personal Income
Per capita personal income is widely used as an indicator of economic well-being of the residents in an area.

Changes in these figures provide evidence that regions are becoming more or less wealthy as compared to a national benchmark. It is a measure of all income sources, wages and salaries, asset income and transfer payments divided by total population. In 2020, Yuba City MSA had a per capita personal income (PCPI) of $48,752. This PCPI ranked 226th in the United States and was 82
percent of the national average, $59,510. The
2020 PCPI reflected an increase of 12.3 percent
from 2019. The 2019-2020 national change
was 6.2 percent. In 2010, the PCPI of Yuba City
was $33,064 and ranked 227th in the United
States. The 2010-2020 compound annual
growth rate of PCPI was 4.0 percent. The
compound annual growth rate for the nation
was 3.9 percent. (Source: U.S Department of
Commerce Bureau of Economic Analysis).

In 2020, Yuba City, MSA had a personal income of $8,606,869*. This personal income ranked 244th in the United States. In 2010, the personal income of Yuba City MSA was $5,524,565* and ranked 249th in the United States. *Personal income estimates are in thousands of dollars, not adjusted for inflation.

Average Wages
The average worker in the Yuba City MSA earned annual average wages of $51,321 as of 2021Q3. Average annual wages per worker increased 6.13 percent in the region over the preceding four quarters. For comparison purposes, national annual average wages were $64,141 for the same period. The lower wages are generally attributed to the fact that the region is predominately rural
with the largest industry sectors being
Agriculture, Forestry, Fishing and Hunting, and
Retail Trade.

Sectors in the Yuba City MSA with the highest
average wages per worker are Mining,
Quarrying, and Oil and Gas Extraction
($96,280), Management of Companies and
Enterprises ($92,464), and Utilities ($76,926).

Regional sectors with the best job growth (or
most moderate job losses) over the last 5 years
are Health Care and Social Assistance (+1,167
jobs), Transportation and Warehousing
(+1,138), and Accommodation and Food
Services (+1,108).

Over the next year, employment in the Yuba City MSA is projected to expand by 486 jobs. The fastest growing sector in the region is expected to be Health Care and Social Assistance with a +2.2% year-over-year rate of growth.

The strongest forecast by number of jobs over this period is expected for Health Care and Social Assistance (+189 jobs), Accommodation and Food Services (+65), and Agriculture, Forestry, Fishing and Hunting (+52). $
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Average Annual Wages
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Establishments
Establishment counts represent the number of locations with paid employees any time during the year. Growth in the number of establishments can reflect increased tax base and jobs. In 2021Q2, Yuba City MSA had 5,355 establishments, a 1.9 percent increase from 5,251 in 2020Q2. Source: JobsEQ Gross Domestic Product
Gross Domestic Product (GDP) is the total
value of goods and services produced by the
region. In 2020, Yuba City MSA produced
$7,384,911 in current-dollar total GDP*
compared to 2019 total GDP of $6,381,483.

This GDP ranked 268 among MSAs. In 2020,
real GDP grew 0.5 percent. For purposes of
comparison California had contracted 2.8
percent and the nation contracted 3.5
percent.

Industry Composition: Goods- and servicesproducing industries and government comprise total GDP. Industry statistics reflect
the value of goods and services produced by each of those industries located in Yuba City MSA. In 2020, servicesproducing industries produced the largest portion of GDP, while government and goods-producing industries produced the second and third largest portion of GDP, respectively. Source: BEA * GDP estimates are in thousands of dollars.
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Gross Domestic Product
GDP estimates are in thousands of dollars
1,000
2,000
3,000
4,000
5,000
6,000
2010Q22011Q22012Q22013Q22014Q22015Q22016Q22017Q22018Q22019Q22020Q22021Q2 Establishments - Covered Employment
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Performance Measures
An evaluation framework serves as a mechanism to gauge progress on the implementation of the overall CEDS. It is a crucial element of the ongoing planning process and should answer the questions “How are we doing?” and “What can we do better?”
The following performance measures help to provide a framework for evaluating if the progress of activities in achieving the vision, goals, and objectives of the CEDS are making a difference in the local economy. The metrics are broad measures of progress. Improvement in the metrics may be attributed to external factors other than causally related to the economic and workforce development efforts underway in the region.

Performance Metrics

1. Wealth Creation (Gross Domestic Product (GDP) – Has real GDP increased in the region compared to the previous 12 months?

2. Employment Growth – Has employment increased in the Yuba-Sutter region compared to the previous 12 months?

3. Job Earnings – Has the percentage of job earnings in the region increased compared to the previous 12 months?

4. Poverty Rate – Is the percentage of individuals in the region below the national level?

5. Education – What is the percentage of education attainment as compared to the national level?

6. Unemployment Rate – Has the unemployment rate decreased compared to the previous 12 months? Performance Metrics Comparison 2020 versus 2021
Employment/Workforce - Yuba City MSA/USA
2020 2021 Trend
Employment Growth (Annual) 67,000 70,500 5.2%
Labor Force 75,500 75,600 0.2%
Unemployment (Annual Not Adjusted) 10.8% 10.2% 0.6%
Annual Wages (Q3) $48,375 $51,321  6.1%
Economic - Yuba City MSA/USA
Yuba City MSA
2020
Yuba City MSA
2021
USA
2021
Trend
Poverty Levels 15.5% 15.5% 13.4% → 0%
Median Household Income $58,605 $58,605 $62,843 → 0%
Yuba City MSA
2019
Yuba City MSA
2020
Wealth Creation (Gross Domestic Product)
2019 vs 2020 $6,381,483,000 $7,384,911,000  7.4%
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Education Attainment - Yuba City MSA/USA
Yuba City MSA
2020
Yuba City MSA
2021
USA
2021
Trend
No High School Diploma 19.43% 19% 10.9% 
High School Graduate 23.41% 23.4% 25.7% 0→
Some College, No Degree 28.03% 28.9% 20.7% 
Associate degree 11.16% 11.3% 9.1% 
Bachelor’s Degree 12.33% 12.2% 21.2% 
Postgraduate Degree 5.1% 5.3% 12.3% 
Evaluation of Progress on Goals and Tactics
This section presents the vision and goals for the Yuba-Sutter region. It also identifies actions that support the identified pillars and goals for the region. The CEDS will inspire and guide the community, its leaders and the YubaSutter Economic Development District in creating a dynamic region. The strategy focuses on economic resiliency and recovery while building regional diversity, capacity and collaboration resulting in a vibrant and prosperous community.

Vision
To foster a vibrant, prosperous and growing Yuba-Sutter region through exceptional leadership and involvement of the community.

Goals and Accomplishments in 2021
Data for this section was provided by implementation partners for the region by responding to an evaluation questionnaire or providing direct outcomes to YSEDC. The implementation partners represented both public and private sectors.

Goal 1 – Create and maintain a competitive region through economic development
Strengthening existing clusters has the potential to entice similar industries and suppliers to the region’s existing industries in agriculture, healthcare, manufacturing, aerospace and government. The region must coordinate efforts to build, grow and maintain competitive areas of proficiency and innovation to drive the evolution of these existing clusters. Regional development of the clusters will have considerable employment ripple effects and improve the wage and tax base.

Implementation Partners: Yuba-Sutter Economic Development Corporation (YSEDC); Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba-Sutter Chamber of Commerce; Sutter and Yuba One Stops; Yuba College
Tactic 1 – Attract more industries to the region: Both Yuba and Sutter counties worked diligently to improve the region to attract more industries by continuing to develop infrastructure projects. In 2021, there were 23 project inquiries for the region which had the potential private investment of $2.248 billion and the creation of over 6,742 jobs. Unfortunately, the region was unable to site all but one, which is still under discussion.

The two counties have continued support of its largest employers, Beale Air Force Base and agriculture. The pandemic, on-going drought conditions, and supply chain issues did adversely affect agriculture and agricultureDRAFT 100
8 based tourism. Yuba County’s agriculture’s 2020 gross value declined approximately 7 percent from the 2019 values and Sutter County approximately 18.6 percent.

In 2019, Beale Air Force Base created 1,734 jobs, with an annual average salary of $48,471. However, once the current continuing resolution expires, the National Defense Authorization Act (NDAA) will direct formal divestiture of Beale’s Global Hawk program, with funding for that divestiture to commence. In the meantime, the Air Force is reducing its footprint of Global Hawk pilots at Beale and is looking at losing an additional 31 employees (and their families) through the summer reassignment cycle. In 2021, Beale Air Force Base completed 16 of the 35 construction/renovations projects listed in Appendix V of the CEDS. These projects represented at minimum $56 million in Federal Funds out of $188 million designated to the projects. The region must continue to support and enhance base/community engagements to support Beale Air Force Base and its missions.

Sutter County’s Phase 1, called Lakeside at Sutter Pointe, 386 acres along HWY 99 and Riego Road, to include 3,388 single family homes, 399 multi-family homes, 59 acres of parks, 55 acres of open space, 25 acres of “commercial centers,” 44.8 acres of “employment centers,” and “up to two K-8 schools upon full build-out” is scheduled to break ground in 2022.

Yuba County continues to partner with Olivehurst Public Utility District (OPUD), Linda Water District, City of Wheatland, Hard Rock Hotel and Casino Sacramento at Fire Mountain and Enterprise Rancheria to expand water and wastewater lines for its employment corridor (East side of Highway 65 between Rancho Road and South Beale Road) and the Sports and Entertainment Zone (West side of Highway 65 between Rancho Road and South Beale Road). The expansion has already generated several inquiries from a diverse range of businesses.

Tactic 2 – Boost Entrepreneurial Development: There was some movement in providing capital to businesses in 2021 with one start-up business and one expansion of business funded at $143,000.00. This lack of funding requests can be mainly attributed to the COVID-19 pandemic and business recovery. However, there were 28 inquiries for business financial assistance of which 13 were for start-ups. Most of these businesses were not ready and were referred to the local Small Business Development Center or Small Business Administration for start-up assistance such as business basics and planning. YSEDC applied for and received $210,000 in funding from the California Wellness Foundation to further enhance its business assistance programs. Implementation will begin in 2022.

Tactic 3 – Maintain, Promote and Expand Regional Businesses: The Yuba-Sutter Business Consortium, a committee of YSEDC, conducted a business outreach walk in October 2021 in Yuba City and Live Oak. The purpose of the walk was to determine the impact of COVID-19 and the needs of businesses in the survey area. Those surveyed indicated the COVID-19 pandemic continues to impact businesses, particularly with supply chain and workforce issues, rising cost of goods and homeless issues.

YSEDC in partnership with Sutter County, implemented a third round of Small Business Emergency Economic Relief (SBEER) grant funding to businesses and a second round of funding to local nonprofits. A total of $904,500 in funds disbursed to 69 businesses and 5 nonprofits in Sutter County which represented 213 employees.

Sutter and Yuba County One Stops provided 8,155 business services to employers; promoted 784 employment opportunities for employers, provided 11,703 employment services to individuals; hosted 35 job fairs/on-site and virtual recruitments; initiated 55 on-the job training contracts; assisted 55 individuals with lay-off aversion and had 217 net jobs created. There was overall a 10.32 percent increase in workforce services over the previous year and most likely is the result of recovery of businesses from the pandemic and the loss of additional unemployment benefits. Currently, the two One Stops, Yuba College, Local Union 228, North Central Counties Consortium and local businesses are working to apply for EDA’s Good Jobs Challenge grant to expand and develop a system to provide training and quality jobs.

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9 YSEDC provided a variety of technical/financial assistance resources and referrals via 37 email campaigns to 3,900 businesses in the past 12 months with an open rate of 31 percent (vs. industry average of 19 percent) and had a click rate of 14 percent (vs. industry average of 12 percent). This technical/financial assistance included federal, state and private funded grant/loan assistance, adapting to COVID pandemic restrictions, marketing and general business assistance.

Yuba-Sutter Chamber of Commerce provided 36 business networking events to 1,406 unique businesses, 32 educational business webinars to 446 businesses and made multiple referrals to other consortium partners.

Chamber also has an established Government Affairs Committee, to study and analyze issues of interest to the Yuba-Sutter area and its business community; to take advocacy positions on those issues; and to communicate the Chamber’s viewpoint clearly to its membership, elected officials, and the community at large. This committee represents the entire business community.

In addition to business education, the Yuba-Sutter Chamber of Commerce, in partnership with restaurant owners and community leaders, launched the Yuba Sutter Restaurant Association. This association will provide resources and support specifically to Yuba and Sutter restaurants. This group is committed to building a strong and active association that supports the local restaurant industry through four core areas: joint marketing, group purchasing power, business resources/consulting and local and state level advocacy. YSRA will provide webinars and training, access to legal counsel, HR resources, access to large network of other restaurateurs, and marketing/promotion benefits. YSRA will be the voice for our Yuba-Sutter restaurants.

One of Yuba County’s larger employer, Hard Rock Hotel & Casino Sacramento at Fire Mountain celebrated the grand opening of its ROCKTANE gas station, convenience store and drive-thru smoke in the fall, 2021. This is the first Hard Rock ROCKTANE gas station on the West Coast and second location in the portfolio. The need for a gas station was a critical priority for the Enterprise Rancheria Tribe, not only as a customer amenity for the casino, but for the community and the property team members. Yuba County, in which the casino is located, has had a glaring need for more gas stations in the area since the region garnered national news in 2017 under the threat of a breach of the Oroville Dam causing the evacuation of more than 100,000 people who filtered mostly Southward into the area where the casino now is located. Nearby residents are very relieved for this service to come online near them. Hard Rock Sacramento and the Enterprise Rancheria Tribe also invested in generators so that the gas station will continue to operate seamlessly during power outages (like PG&E’s safety blackouts) and other emergencies.

ROCKTANE Gas + Smoke is the first of three major construction projects in Hard Rock Sacramento’s Phase Two $75 Million expansion of the property. The project was completed on time and on budget at approximately $8.5M. It currently employs 16 team members as part of the Hard Rock Sacramento staff. The second phase of the expansion includes a new office complex and 11,000 square foot warehouse which comes online in March of 2022. Finally, in late Spring 2022, it will open Hard Rock LIVE, a 2,500-seat music and event venue that was also designed to serve the community as an emergency shelter when needed.

Goal 2 – Develop, retain and attract talent
It is imperative that the region prepare young students and adult learners with critical indemand education skills, competencies and knowledge that align with existing and evolving business and industry needs. Many industries are suffering because job seekers lack essential skills. The region must build awareness among residents, businesses and leaders that education and lifelong learning are important drivers of economic development.

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10 Implementation Partners: Yuba-Sutter Economic Development Corporation, Sutter and Yuba One Stops; TriCounty ROP/CTE; Yuba-Sutter Chamber of Commerce; Wide Awake Geek, AeroSTEM Academy; K-12 Institutions; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba College Tactic 1 – Increase Collaboration between educational institutions: No report currently.

Tactic 2 – Improve understanding of all ethnic cultures that live, work within or visit the region: No report currently.

Tactic 3 – Create awareness of the value of lifelong learning: Yuba College is working with Wheatland Unified School District to improve knowledge of career or workforce pathways. The region did improve its overall education attainment by two percent with increases in Postgraduate and Associate degrees.

Goal 3 – Improve and modernize infrastructure
Adequate capacity and condition of infrastructure assets contributes to overall economic competitiveness. Strategic investments must be made to ensure that these assets are maintained and expanded. The region will become more competitive when businesses, entrepreneurs and residents are able to make use of well-coordinated and robust regional infrastructure for transportation, water/sewer/gas, broadband, housing and the natural environment.

Implementation Partners: Yuba-Sutter Economic Development Corporation; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba-Sutter Chamber of Commerce; Yuba-Sutter Transit; Caltrans Tactic 1 – Modernize the region’s Infrastructure to meet future demand and respond to changing business needs:

Regional Projects:

Feather River West Levee Project
Sutter and Butte counties are planning to improve 44 miles of levees from Thermolito Afterbay south to the Sutter Bypass to reduce flood risk and remove more than 34,000 properties from FEMA Special Flood Hazard Areas.

Among other important improvements, the project will sustain and grow the local economy by creating construction jobs, protect property values, and allow for responsible residential, commercial and industrial development. Phase I –Thermalito Afterbay to Star Bend was targeted to be completed by 2016. Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. 2022 UPDATE: Levee repairs will be completed in two separate phases: Project I, the Feather River West Levee Project, will include work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Project II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Project II work completed to date includes a one-mile section of levee at Laurel Avenue and another five miles of levee improvements between Star Bend and Laurel Avenue completed by the U.S Army Corps of Engineers (USACE). USACE also completed another mile of levee improvements between Laurel Avenue and the Highway 99 bridge. The Feather River West Levee Project is on schedule and within budget.

Flood Protection of the City of Marysville
A public works project to repair and upgrade the ring levee to be certified as providing a 300‐year level of flood protection. The Marysville Ring Levee project is a multi-phase project that will upgrade the levee that surrounds Marysville. The primary purpose of the project is to strengthen the existing levee by implementing additional measures to reduce the likelihood of through- and under-seepage. The Marysville Ring Levee reduces flood risk for more than 12,000 residents, the region’s largest and only level-3 trauma services hospital and the more than 10,000 jobs it supports, two state highways and two Union Pacific Railroad mainlines.

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11 2022 UPDATE: A final Supplemental Environmental Assessment Study for Phase 2-B and 3 Utility Relocation was completed in June 2021. Phase 2C-Cutoff Wall construction is complete. Segment A – Delayed due to significant mine-tailings. Segments A, B, C – Are underway with path forward to deal with mine tailings, 17th Street pump station, and landowner access concerns. Segment D1 between Simpson Lane and Union Pacific Railroad, Cutoff wall and significant PG&E conflicts to be relocated and the Cutoff wall are scheduled to be completed in 2022. The project is slated to be complete in 2024 and will reduce flood risk for this historic town of 12,000 residents on the Yuba and Feather rivers
YWA – Water Projects: The Yuba Water Agency announced it would be investing nearly $2 million in grants and matching loans to advance flood risk reduction work and water infrastructure improvements in Yuba County. As part of its investment, a $400,000 grant and $550,000 loan will go to the Three Rivers Levee Improvement Authority to help complete the first of two phases of its North Training Wall Project near Hallwood along the lower Yuba River. The funds will be used to reshape the training wall and connect it to higher ground near Daguerre Point Dam, which is expected to reduce flood risk for Marysville, Hallwood and communities in Reclamation District 10.

The agency is also doing another project nearby known as the Hallwood Side Channel and Floodplain Restoration Project, which includes 157 acres of fish habitat enhancements. To minimize costs, both projects are utilizing a nearby gravel plant operated by Teichert Aggregates to remove debris and sediment from the projects – Teichert is estimated to be providing an in-kind contribution of approximately $72 million through grading and material removal in exchange for the raw materials from the projects.

Sutter County:
850 Gray Avenue – Health & Human Services
The county intends to locate a majority of its Health and Human Services Department to the former K-Mart Building located at 850 Gray Avenue in Yuba City.
2022 UPDATE: The County has acquired the property at 850 Gray Avenue and is considering funding options for the site’s development.

Howsley Road Bridge Replacement
The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds. 2022 UPDATE: The design phase was completed March 2021, including all necessary environmental permits.

Federal funding for the construction phase is not expected to be available until 2025.

Tisdale Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds. 2022 Update: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2023. Federal Funding for the construction phase is not expected to be available until 2025.

Kent Avenue Bridge Replacement
The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds. 2022 Update: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2023. Federal Funding for the construction phase is not expected to be available until 2025.

Yuba County:

East Linda Detention Basin
This public works project would expand an existing detention pond to serve East Linda and is referred to within the South Yuba Master Drainage Plan.

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12 2022 Update: The segment of the linear detention pond from Orchard Pond to North Beale Road is currently under construction and is funded as a condition of the surrounding subdivision. Phase I, Lindhurst Ave. To Hammonton Smartville Rd. segment is completed. The remaining segment from North Beale Road to HammontonSmartsville Road is being designed in conjunction with the paralleling Goldfield’s Parkway project. This piece is dependent on future funding but is at 65% design completion.

North Beale Road Revitalization Improvements
This public works project consists of implementing the road improvements recommended by the East Linda Revitalization Plan which consists of sidewalks, landscaped medians, street lighting, and parking that would improve the safety of the road for motorists, bicyclists and pedestrians as well as improve the appearance of the road corridor to help attract new and retain existing businesses. 2022 UPDATE: Currently constructing North Beale Road Complete Streets Phase II, the revitalization project from Hammonton-Smartsville Road to Linda Avenue. Construction expected to be complete in May of 2022.

County Bridge/Culvert Repair
There are 75 HBP-eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County. Currently the County has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a SR below 80 and above 50 which qualify for HBP rehabilitation funds, and 8 bridges have a SR below 50 which qualify for HBP replacement funds. 2022 UPDATES: Expecting to replace Iowa City Road bridge in summer of 2022, dependent on HBP authorization.

Spring Valley Road bridge replacement planned for 2023. Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. These are anticipated to be in construction in 2024-2025.

Yuba County Airport Taxiway
Yuba County Airport would construct a taxiway serving the commercial buildings along Skyway Drive, west of the existing runway. The taxiway would be 25 feet wide and extend 3,700 feet in length. Other improvements would include installation of storm drains and crossings over existing storm drains. 2022 UPDATE: Final plans, specs, costs, bid package completed. Local match funds have been secured. 100% of funding is public.

Yuba County Broadband Initiative
The County of Yuba seeks to improve broadband service county-wide to support economic growth, enhance community resilience, and bolster connectivity. This initiative will remain a priority for the County into the near future, due to the complex nature and ever evolving technological advances of the industry. Currently, the County in partnership with the Yuba Water Agency and Valley Vision, is developing a Broadband Master Plan highlighting industry best practices and community specific opportunities to expedite enhanced broadband services. 2022 UPDATE: Initiatives underway
• 20 hotspots and laptops under the Emergency Connectivity Fund for the Yuba County Library • Gathering feedback from ISPs for a Broadband Development Code Update on items such as: 1) Dig Once Ordinance, 2) Master License Agreements, and 3) Broadband Project Streamlining • Preparing Request for Partnerships to receive shovel-ready project portfolio from ISPs to prepare for pending federal and state broadband grants, federal programs are set to release NOFOs in late April/early May 2022
• Ongoing meetings and exchanging data with interested middle mile and ISPs to discuss network expansion opportunities
• Yuba County, in partnership with the Yuba Water Agency and Valley Vision, completed a Yuba County Master Broadband Plan in Fall 2021. Yuba County is anticipating an update from RCRC on a potential Economic Development Administration-funded broadband strategic plan grant in March 2022 to expand this initiative
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13 West Linda Detention Basin and Pumping Station
This public works project will modify the existing low‐lying area into a detention basin and create a pumping station to manage drainage within the West Linda area and create a multi‐use recreational field/park that benefits existing low‐income residents and businesses.
2022 UPDATE: Yuba County has submitted a grant application for Phase 1 of this project to construct a 4.6-acrefoot retention basin along with associated piping, fencing, and grading. Construction of an outfall structure and pumping station would occur in subsequent phases.

Pump Station No. 9 Upgrades
This public works project would provide redundant pumping, backup generation and SCADA electronic system to existing Pump No. 9 as required by FEMA for operation during storm events and would protect West Linda and the Lindhurst Avenue commercial area.
2022 RD784 Update: RD784 has been awarded grant funding through Prop. 1 to finish the SCADA connection phase. The grant agreement has been fully executed and the project is now in the design phase. Estimated completion in 2023.

Pump Station No. 7 Upgrades
This public works project would provide upgrades to Pump Station No. 7 with SCADA electronic system and redundant pumping to serve Wal‐Mart, Feather River Center and the commercial area in Linda. 2022 RD784 Update: RD784 has been awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). The grant agreement has been executed and the project is now in the design phase.

Estimated completion in 2023.

Pump Station No. 5 Upgrades
This public works project would provide upgrades to Pump Station No. 5 with SCADA electronic system and redundant pumping to serve the east Linda area.
2022 RD784 Update: RD784 has been awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). The grant agreement has been executed and the project is now in the design phase.

Estimated completion in 2023.

Regional Drainage Facility
This public works project will provide regional drainage and pumping for the North Arboga Study Area, Plumas Lake Specific Plan Area and Pump Station No. 10. Pump Station 10 is under construction and will provide supervisory control and data acquisition (SCADA) electronic controls. Two additional basins are in planning and other phases await funding.
2022 RD784 Update: The construction of Pump Station 10 was completed in 2014 apart from the discharge pipes that will eventually be installed down Murphy Rd. The Regional Drainage Facility (RDF) has been constructed however, funding of approximately $6 million is still needed to install piping from the RDF down Murphy Road (west) to the levee, followed by connection to existing pipes in the levee, and finally, construction of an outfall structure on the waterside.

Linda Avenue/Griffith Water Treatment
This Linda County Water District project would construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area. 2022 UPDATE: It is anticipated this project will begin early in 2022 based upon verbal notification of a $6 million grant from State SRF program.

Rancho Road/Highway 65 Commercial and Industrial Area
This public works project is necessary to provide a sewer and water line to properties in and around the Rancho Road/Highway 65 industrial properties to support current and future industrial park development plans.

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14 2022 UPDATE: A grant worth more than $350,000 and a matching low-interest loan was approved recently for the Olivehurst Public Utility District and City of Wheatland to continue water and wastewater infrastructure improvements in south Yuba County, and to protect groundwater quality in the region. The project area, which is within OPUD’s service boundary, does not currently have a potable water distribution system and is primarily served by aging, private septic systems that are prone to failure during high water events.

Forest Biomass Business Center Development – Camptonville Camptonville Community Partnership (CCP), is a small, rural, community-based non-profit organization located in the town of Camptonville in the Yuba County foothills that proposes to develop a small forest biomass to energy facility that would be part of a new small business campus, located in an unincorporated area approximately 11 miles southwest of Camptonville and 3 miles east of Dobbins. CCP intends to attract other businesses to the site, where heat and power would be available from the facility making the overall facility a high efficiency combined heat and power operation.
2022 Update Because of COVID delays construction was not started in 2021. What was done:
• Developing land lease agreement to instead purchase land from SPI to expand our project footprint to approximately 120 acres.
• Received AIR Permit from FRAQD: Legal document that authorizes the owner or operator to construct and/or operate a piece of equipment according to the federal Clean Air Act. • Power Purchase Agreement: 20-year agreement with PG&E at a set price. PG&E accepted the FBBC offer.

FBBC is currently awaiting a contract from PG&E
• Selected IAC as Engineering Procurement & Construction (EPC) contractor to design and construct the entire bioenergy facility.
• Feedstock Contracts: Received long-term contracts totaling at least 80% of the bioenergy facility’s feedstock needs of 30,000 bone dry tons per year are needed for project contracts. • Timberland Conversion Permit (TCP) begun:

Converting timberland into another use requires a TCP from Cal Fire. A part of the TCP process also includes preparation of a Timber Harvest Plan (THP).

CCP continues to collaborate with key partners such as USFS, USDA, YWA, Blue Forest Conservation, and others to develop the Forest BioMass Business Center. Project is working to be built and generating electricity to the grid in 2023.

City of Live Oak Projects:

Water Service and Supply Improvements for Live Oak East of State Route 99 Current water service is limited by undersized main lines crossing the highway and the closure of Live Oak Well #5 due to nitrate contamination. A combination of improved water mains and a new or reconditioned well with arsenic treatment and storage is necessary to allow for both growth and public safety needs. 2022 UPDATE: In early 2020 the city completed construction of a 12‐inch water main in Pennington Road from O Street east to L Street with associated road improvements to be completed in 2022. L Street to Orchard Way was completed in 2018. The city has constructed a new 1,000 gpm well with arsenic treatment and filtration and connection to the distribution and sewer systems, completed in late 2021. The city is considering additional upgrades to the site including a water storage tank and booster pump station. (The first phase of the project fell so far behind we had to give back our CDBG funding that was for the phase 2 of the project, so we’re scrubbing all mention of the CDBG 4.5M funding for phase 2).

Wastewater Treatment Plant Solar
Live Oak’s new wastewater treatment plant was designed with the possibility of making a connection to a solar array to power the plant.
2022 UPDATE: Live Oak completed a feasibility analysis and received a $1.68 million grant and loan award from the California Water Resources Control Board in 2020 for 2022 construction.

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15 City of Marysville Projects:

City’s Park Irrigation Well initiative
DWR has made grant funds available to commence the city’s Park Irrigation Well initiative that would improve water system reliability and cost savings to the city by converting city parks to a well and tank storage system, thereby eliminating the need for commercial water service. 2022 UPDATE: Gavin Park Well Project is currently in its final stages of construction with estimated completion in June 2021. However, project was delayed due to difficulty in securing additional PG&E power to the site.

Road Maintenance and Rehabilitation (RMRA) proposed project list for Fiscal Year 2020-2021 The city is currently on track to receive a total of $232,628 tax proceeds this calendar year 2019-20, 2020-21. $198,402 was projected by the League of California Cities. Utilizing the funding received from the prior calendar years it is anticipated that a total of $470,484 will be used to fund capital street projects for the new fiscal year. • B St. - 3
rd to 1St
• 1 St. – B St. to Bridge.
• F St. – 3
rd St. to 10th St.
2022 UPDATE: Project completed with some modifications to the F Street segment. Based on budget and pavement conditions, part of area between 3rd and 4th was paved, all between 4th and 6th was paved and 4th street between E and F was paved.

Refurbish and Update City Hall
Refurbish the 1939 City Hall building by replacing all windows with high efficiency glazing, upgrading wiring and replacing floor covering throughout, updating HVAC control systems, updating technology capabilities in City Council chambers and replacing auditorium seating with modern comfortable seating. Installation of solar photovoltaic system at city was completed at city hall in October 2018. Funding is currently being sought to complete project.
2022 UPDATE: Audio and Video equipment have been updated in the Council Chambers along with carpeting upgrades between City Hall and the Police Department. Several AC and heating units have also been replaced that serve the Police Department. Energy audits were performed at City Hall, Police Department, Public Works and the Fire departments however initial review has found that they may not qualify for PG&E on-bill financing. Staff will be discussing further with PG&E. Working with PG&E and contractor to develop a funding mechanism that finances multiple electricity related capital improvements with debt service paid through energy savings. Initial assessment completed by contractor and currently under city review.

City of Wheatland Projects:

Wheatland Comprehensive Water Project
The City of Wheatland water system is aging with portions of the system more than 100 years old. The project consists of removing the seismically deficient water tower from service by employing new ground mounted hydropneumatic tanks and booster pumps to supply water pressure to the city. The project also includes replacement of domestic water meters, new production meters, water meter automation to assist with leak detection and remote meter reading, SCADA replacement, and new billing software. The primary goal of the Wheatland Water System Reliability Project is to ensure an adequate and reliable water supply that meets the future needs for the City of Wheatland
2022 UPDATE: Project is underway and will be completed in 2022.

Wheatland Zoning and Capacity Analysis
Conduct future planning work for managing growth for the city’s long-term plans, consisting of employment generating, non-residential uses, including the potential of a new town center for an expanded City of Wheatland. 2022 UPDATE: Funding from SACOG was awarded for the project.

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16 Wheatland Regional Wastewater Treatment
The City of Wheatland is planning the construction of a new pipeline and three pump stations to convey 1.5 million gallons per day (MGD) of wastewater into a regional sewer system serving south Yuba County. The pipeline will connect to a new Olivehurst Public Utility District (OPUD) sewer or continue of the city’s force main (currently under design by others) near South Beale Rd and Highway 65. OPUD sewers will convey the flow to OPUD’s wastewater treatment plant (WWTP), where it will be treated to a tertiary level and discharged into the Feather River. Alternatively, the city’s pipeline may continue further northward to connect to the Linda County Water District (LCWD) wastewater collection system and then into their WWTP. The city’s WWTP will eventually be decommissioned, and the site re-purposed for other uses. 2022 UPDATE: A Basis of Design Report was completed in 2021. Completion of design expected in 2022.

City of Yuba City Projects:

Bridge Street Corridor Improvements
The Bridge Street corridor improvement project is a multi-phased project to extend four travel lanes from SR-99 to Marysville/SR-70. The project includes the construction of the 5th Street Bridge, and phased reconstruction of Bridge St. Bridge Street will be widened from Gray Avenue to Cooper Avenue in late 2021 with completion anticipated at the end of 2022 with support from a $2.8 million Local Partnership Program grant from the CTC.

The project will enhance a key gateway through the city to facilitate necessary traffic demands while coordinating with adjacent property owners to help facilitate Economic and Workforce Development in the area. 2022 UPDATE: Conceptual design for the final phase between SR-99 and Gray Avenue will commence in 2022 with funding support from a $200,000 SACOG grant. Final design and construction funding for this segment is yet to be determined.

Walton Avenue Complete Streets Improvements
The project includes rehabilitating portions of Walton Avenue from Hazel Avenue to Sam’s Club, including closing the gaps in sidewalks on the west side of Walton Avenue between Lincoln Road and Franklin Road, improving bike lanes, and upgrading the traffic signals.
2022 UPDATE: Final design is in progress with construction anticipated to commence in 2022 and completion in 2023.

Tactic 2 – Develop and improve alternative, multi-modal and inter-modal distribution infrastructure:

Regional Caltrans Projects:

Caltrans 27 projects slated for construction, rehabilitation, planned or program projects in the Yuba-Sutter region.

Of these projects, five were completed as which represented an injection of $107.071 million in improvements within the region.

Sutter Bypass Widening & Rehab #03-1A920
Near Yuba City from Sutter Bypass Bridge to Lytle Road. Rehabilitate roadway, widen shoulder, and replace Wadsworth Canal Bridge. This $33,217,000 project is completed.

ADIEM and Sand Barrel Upgrade
In Sutter County on Route 99. Installed crash cushion in the median in front of median barrier. This project is also located in Sacramento, Butte, Placer, Nevada and Yolo Counties on Routes 50, 65, 70, 80, 89, 160 at various locations. This $1,478,000 project is completed.

Restore Pavement After Fire Damage
In Sutter and Yuba counties on Routes 70 and 99 at various locations. Emergency pavement repair. This $26,613,000 project is completed.

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17 YUB-SUT Campfire Debris Removal Pavement Damage Restoration In Sutter and Yuba Counties, on Routes 70 and 99 at various locations. Restore pavement damaged during debris removal operations after the Camp Fire by overlaying with asphalt. This $29,603,000 project is completed.

Loma Rica Rd./Spring Valley Road Widening & Rehab
Near Marysville, from 0.1 mile east of Loma Rica Rd. to 0.2 mile west of Spring Valley Rd. Rehabilitate Roadway.

This $16,160,000 project is completed.

Yuba County Projects:

Goldfields Parkway
This public works project would construct a four‐lane arterial around the eastern side of Marysville through the East Linda Specific Plan from Highway 65 at McGowan Parkway to Highway 20 at Plantz Road. 2022 UPDATE: The design phase for the segment between North Beale Rd and Hammonton-Smartsville Rd is at approximately 65%. Erle Rd. to N. Beale Rd. segment completed. The County is applying for EDA funding to complete the construction. Right of way acquisition is completed and if funding is secured, then construction could begin as early as 2023.

Olivehurst 11th Avenue Project
This public works project consists of implementing road improvements to 11th Avenue between Olivehurst Avenue and Powerline Road in Olivehurst. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2022 UPDATE: This $1,700,000 is completed.

Linda – Cedar Lane and Alicia Avenue Project
This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside to Feather River Blvd) in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay
2022 UPDATES: Design at 65% completion. Plan to construct in 2023 McGowan Parkway Project
This public works project consists of implementing road improvements to McGowan Parkway between SR 70 and SR 65 in Olivehurst. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay. 2022 UPDATES: Design at 95% completion. Plan to construct in 2022 Feather River Boulevard Project
This public works project consists of implementing road improvements to Feather River Blvd. between Arboga Road and Alicia Avenue in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2022 UPDATES: Design at 65% completion. Plan to construct in 2022 City of Live Oak Projects:

Pennington Road Rehabilitation
Pennington Road is the main east/west arterial for the City of Live Oak, intersected by State Route 99. Sacramento Area Council of Governments (SACOG) has committed $915,000 for partial reconstruction of the road from Broadway to Connecticut Avenue during 2012 and 2013. Reconstruction to the east of State Route 99 is also necessary.
2022 UPDATE: Pennington West reconstruction is scheduled for 2022.The water main was completed in early 2020 allowing the reconstruction to proceed, however highway construction utilized a construction yard on this section of Pennington Road, so the city postponed construction until the highway construction is complete to DRAFT
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18 avoid any damage to the new Pennington roadway. Reconstruction to the east of State Route 99 from Larkin Road to Orchard Way was completed in early 2018.

Live Oak Highway 99 Streetscape Project
In coordination with Caltrans and a Federal TIGER Grant the city is completely rebuilding Highway 99 through the City of Live Oak. Starting at Ash Street and continuing to Ramsdell Drive, the highway will be transformed into a beautiful and functional streetscape including the undergrounding of overhead utilities, expansion of travel lanes from 3 to 5, the addition of curb/gutter/sidewalk, as well as landscaping, lighting, and parallel parking. 2022 Update: Major construction is complete; the new roadway is open to traffic. Final landscaping and pedestrian improvements scheduled for early 2022 completion.

City of Marysville Projects:

Rebuild 5th Street to Complete Streets Standards from State Route 70 to J Street.

This is one part of a multi-street local traffic circulation plan designed to accommodate heightened commuter traffic flows over the new four-lane 5th Street Bridge connecting Marysville and Yuba City, with improved access to the newly expanded Adventist Health+Rideout Regional Center Campus and serving planned future business growth within the Medical Arts District. Working in conjunction with project M6 and modifications to 3rd Street, this project will include engineering and construction to fulfill Complete Streets standards for safe pedestrian and bicycle use along this major surface artery.
2022 UPDATE: Design was completed, and bids were solicited on October 27, 2021. Bid opening was on December 2, 2021. Council approved award of the construction contract on January 18, 2022, with construction commencing in February. Completion of project is anticipated in late 2022. $3,516,500 million in funding has been dedicated to this project.

Systemic Safety Analysis Report Program (SSARP)
Federal regulations require each State has a Strategic Highway Safety Plan (SHSP). An SHSP is a statewide datadriven traffic safety plan that coordinates the efforts of a wide range of organizations to reduce traffic accident fatalities and serious injuries on all public roads. In coordination with federal, state, local and private sector safety stakeholders, the SHSP establishes goals, objectives, and emphasis (or challenge) areas. The SHSP address the 4Es of traffic safety: Engineering, Enforcement, Education, and Emergency Services. 2022 UPDATE: City Council approved acceptance of grant funding to develop a LRSP in the amount of $40,000 and contract award to GHD by on 10/19/21. GHD is in the process of information gathering. Completion of LRSP is expected by March of 2022.

Road Rehabilitation and Sidewalk Accessibility Project. (CDBG) The Project proposes the rehabilitation of just over 15,000 lineal feet (approx. 3 miles) of residential streets and sidewalks in the East Marysville neighborhood off State Route 20. The project will reconstruct failing road structural sections, install accessible ramps on street corners, and improve sidewalks where necessary for accessibility and install bike lanes.
2022 UPDATE: Project is still pending funding approval from The State of California’s Department of Housing and Community Development.

City of Wheatland Projects:

Wheatland Pavement Management Program (PMP)
Develop the city’s first pavement management program (PMP). The PMP will produce a comprehensive and detailed inventory of the city’s roadways, estimate the pavement condition index (PCI) for each segment, develop treatment costs and strategies, and provide various recommended treatment scenarios. 2022 UPDATE: First PMP report is expected in early 2022 DRAFT
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19 Tactic 3 – Promote transit planning to move people throughout the region and housing development:

Yuba-Sutter Transit:

Just like public transportation systems worldwide, Yuba-Sutter Transit has been severely impacted by the COVID19 pandemic. In the first full fiscal year of the pandemic (FY 2020), Yuba-Sutter Transit ridership hit a 25-year low at just 37% of the pre-pandemic level (FY 2019). Systemwide ridership has since been slowly recovering and average weekday ridership is now at 53% of the pre-pandemic level (December 2019 vs. December 2021), but all services have not been impacted the same as local fixed route ridership is at 61% of the pre-pandemic level while Sacramento Commuter ridership is at just 17%. In response to lower ridership, some service has been suspended indefinitely (including 30% of all commuter schedules) and the systemwide number of vehicle service hours being operated is now at 84% of the pre-pandemic level.

Assuming an extended pandemic recovery period, Yuba-Sutter Transit is about to launch a state-funded Comprehensive Operational Analysis / Short-Range Transit Plan to evaluate the appropriate scope, level and even model of public transit service for the bi-county area. The last study of this kind was adopted in early 2015 and a current plan is required to remain eligible for federal transit funding. This effort, which is expected to be completed in mid-2023, is intended to be a top-to-bottom assessment of the existing system and result in specific service and program recommendations along with a corresponding operating and capital financial plan for implementation consideration over the next five to ten years. This plan will be developed with significant outreach to a wide range of community stakeholders.

Facility Replacement. Yuba-Sutter Transit continues to plan for the replacement of its current operations, maintenance, and administration facility at 2100 B Street in Marysville. A new location is needed because this undersized and technologically obsolete 1960’s-era Seven-Up Bottling Plant that was converted to transit use in 1996, lacks sufficient capacity to accommodate the infrastructure needed to meet the state mandate that only zero-emission buses can be purchased after 2028. In addition, Caltrans’ programmed and fully funded expansion of Highway 70 (B Street) adjacent to the facility may render it useless even earlier. 2022 UPDATE: To begin the process of replacing the existing facility, Yuba-Sutter Transit secured a Caltrans planning grant to conduct a needs analysis and site selection study as part of the Next Generation Resilient Transit Facility Plan that was completed in early 2021. In July 2021, Yuba-Sutter Transit completed the purchase of the top ranked site from the study at 6035 Avondale Avenue in Linda for the ultimate operation and maintenance of up to 70 zero-emission buses. This 19.7-acre property is located on the northeast corner of Avondale Avenue and North Beale Road in Linda.

The process to identify and secure the necessary funds to design, construct and equip the new facility is now underway as an estimated $40 - $45 million will be needed from a mix of federal, state, regional and local sources to bring it to reality. If sufficient funding is quickly secured, this state-of-the-art zero-emission bus facility and future mobility hub could be completed by as early as 2025. Should this process be delayed, Yuba-Sutter Transit may require interim accommodations to continue operations if the current facility is displaced or significantly impacted by the Highway 70 project. Regardless, a new facility will be needed by about 2030 to enable a significant number of zero-emission buses to be used in daily operations.

Housing and Affordable Housing:

There has been a concerted effort within the region to increase housing stock for all income levels.

Lakeside at Sutter Pointe, 386 acres along HWY 99 and Riego Road, to include 3,388 single family homes, 399 multi-family homes, 59 acres of parks, 55 acres of open space, 25 acres of commercial centers, 44.8 acres of employment centers, and up to two K-8 schools upon full build-out. Construction will begin in 2022.

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20 In Sutter County, The New Haven Court supportive, affordable housing project was completed in 2021. The development is a 40-unit rental new construction project. With a mix of 20 studio units (approximately 435 square feet), 18 one-bedroom units (approximately 607 square feet) and 2 two-bedroom units (approximately 799 square feet), New Haven Court provides affordable housing for special needs individuals earning up to 50% of the area median income (AMI) for Sutter County. New Haven Court addressed two major community needs: the need for an increased supply of affordable housing and housing that is specifically designed to combat long-term homelessness of the mentally ill through a low-barrier, Housing First model that offers comprehensive supportive services to promote stable, independent living.

In Yuba County, The Cedar Lane Permanent Supportive Housing Project is a new-construction 148-unit rental development, providing 108 units affordable housing and 41 units of permanent supportive housing targeted to homeless and mentally disabled individuals, with one additional unit reserved for an on-site resident manager. A community center on the first floor will include a community room with kitchen, property manager’s office and on-site case management offices in which individualized supportive services will be provided. A dog park, barbecue area with tables and pergola, a community garden and bicycle lockers will be located near the building.

The balance of the site will provide a paved driveway and off-street parking, and landscaping. The project is currently under construction.

In Yuba County, Prosperity Village is an affordable housing project made possible by Habitat for Humanity, in partnership with the County. It is located near the Walmart in Linda; it consists of 61 housing units and include supportive services from case workers and other onsite providers. Onsite providers include Hands of Hope, Yuba City Home Health, the local Veterans Affairs office, the veteran’s organization Nation’s Finest and Yuba County Health and Human Services. Safety elements also will be included within the complex. Prosperity Village has a security system and staff monitors onsite. An onsite manager will be present to help monitor and coordinate services. Building rehabilitation is underway. Prosperity Village is now open to tenants.

In the City of Live Oak, an affordable housing project (Kristin Court Apartments) Phase 2 was completed. This project offers 24 units of two- and three- bedroom apartments with rents targeting family households earning less than 50 percent AMI and offers amenities including a community room with a kitchen, a computer center, a playground and a pool. Phase 3 of Kristin Court Family Apartments began in late 2021 and will provide 32 additional rental units.

The City of Yuba City approved the development plan for Richland Village Phase II, a proposed residential affordable apartment complex that would consist of 88 one-bedroom, 44 two-bedroom, and 44 three-bedroom units at 470 Bernard Drive in the Richland Housing complex. Plans also include a community center and other recreational amenities for residents.

Goal 4 – Foster overall quality of life and place
To attract and/or retain business and residents, both urban and rural communities must actively maintain or revitalize their city or town centers and amenity assets. Quality of life includes a complex balance of jobs and education to healthcare and housing, protecting and promoting the region’s natural resources and outdoor spaces, cultural and art spaces and community spirit.

Implementation Partners: Yuba-Sutter Economic Development Corporation; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba-Sutter Chamber of Commerce; Yuba-Sutter Regional Arts Council; Sutter Buttes Regional Land Trust; Sutter and Yuba County Libraries; Yuba-Sutter Lodging Association; Local theatres, museums and art galleries.

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21 Tactic 1 – Promote and Market for continued investment in regional amenities: The COVID-19 pandemic was extremely hard on local amenities which included the arts, history, and recreational venues. Most of these venues have been closed since March 2020. The Yuba Sutter Arts and Culture was a leading example of pivoting delivery methods and adjusting to the pandemic environment through collaboration and virtual events. 2021 was a big year for Yuba Sutter Arts & Culture (also known as Yuba-Sutter Arts Council). They celebrated their 40-year anniversary as the designated local representative of the CA Arts Council and acquired the Sutter Theater Center for the Arts on Plumas Street in Yuba City. They once again were able to host live events in their two art galleries and two theaters. While COVID kept them from full implementation of scheduled events, they continued full speed ahead using virtual technology for their high school-based Poetry Out Loud and Scholastic Art & Writing Awards programs. New grants they received enabled them to re-grant to other local arts groups to help strengthen their finances. Their mission includes contributing to the quality of life for all Yuba-Sutter residents and to be a part of economic development for the entire community.

The Cotton Rosser Bronze Statue Project: Cotton Rosser is legendary in the professional rodeo world as the owner of the Flying U Rodeo livestock contracting firm and was inducted into the Pro Rodeo Hall of Fame in 1995. He is equally legendary in his hometown of Marysville as an entrepreneur and owner of Flying U and Cotton’s Cowboy Corral western wear store. In 2021, a group of community leaders came together and began planning for the Cotton Rosser Bronze Statue project. The plan is to create a one and a quarter times life size bronze statue of Cotton on horseback doffing his hat to an admiring crowd as he enters the rodeo ring. That is about seven tons of patinaed bronze sitting atop a concrete and brick base. The statue will be placed in Plaza Park on First Street in Marysville where the annual cattle drive ends each year. Noted western artist and sculptor, Jeff Wolf, was chosen to create the sculpture. This is the largest single public art project ever attempted in the region Yuba Sutter. Yuba Sutter Arts & Culture is the project manager, and it is scheduled for completion in late 2022.

The Yuba-Sutter Chamber of Commerce has developed an organization, Film Yuba-Sutter! intended to attract and support the film industry in the Yuba-Sutter community. A Film Commission such as Film Yuba-Sutter! is a onestop resource for film, TV, and commercial production. Film Yuba-Sutter! is being established to attract production to the Yuba and Sutter communities. The establishment of Film Yuba-Sutter! will promote tourism and visibility of the region but more importantly it will promote economic development and job creation. Film Yuba-Sutter! will provide tremendous opportunities for Yuba-Sutter. The tax revenue that can be generated through local production activities can be significant. Location film production has a widespread economic impact that can benefit the entire community. Each location shoot means local jobs for camera operators, sound and lighting technicians, electricians, caterers, plumbers, carpenters, animal trainers, truck drivers, makeup artists, graphic artists, photographers, hairdressers, set designers, and production assistants. These location dollars are spent on hardware, props, film, photo developing, plants, paint, lumber, cleaners, furniture, portable toilets, generators, clothing, entertainment, food, lodging and gasoline.

Yuba Water Agency Water Education Program: Developed with broad community participation, Yuba Water Agency’s water education program aims to improve the quality of life and economic prosperity for the people of Yuba County and promote stewardship by helping residents and visitors develop an increased understanding of the region’s water and natural resources. The program also seeks to increase awareness of the agency’s mission and management of Yuba County’s water resources. The water education program builds upon long-standing outreach and education partnerships in Yuba County and includes several new initiatives led by Yuba Water. Efforts include Community Partner Education programs, Yuba River Watershed Curriculum and Yuba River Watershed Experience Center.

Adventist Health+Rideout announced the launch of the Blue Zones Project in Yuba-Sutter, which aims to help residents live longer and better lives. Blue Zones Project is a community-led well-being improvement initiative designed to make healthy choices easier through permanent changes to a city's environment, policy, and social DRAFT
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22 networks. The project idea and name are based on the research of an author who identified five cultures of the world, or blue zones, with the highest concentration of people living to 100 years or older. The organization is passionate about introducing an initiative that will bring about lasting, permanent changes that will benefit future generations for many years to come. Participating communities have seen double-digit drops in obesity and smoking rates, economic investment in downtown corridors, grant funding awards to support policies and programs aimed at improving health equity and measurable savings in healthcare costs.

The Sutter Buttes Regional Land Trust (SBRLT), whose mission is to protect and maintain the natural and agricultural resources of the Sutter Buttes and the surrounding region for present and future generations, has several projects which are important to quality of life in the region.

Monitoring and Management: They complete annual monitoring on all their easement and fee owned properties, making a site visit to each property every year. The land trust currently has 4 easements that protect agriculture and habitat. The land trust has two fee owned properties which it manages: a 100-year-old schoolhouse in West Butte, listed on the National Register of Historic Places and North Butte in the Sutter Buttes.

Upcoming SBRLT Projects
Conservation Easement
Projects in Process
Acres Easement
Value
Funding
Partners Location
Danna Farms 875 $7,240,000 NRCS, DOC Yuba County, agricultural land near Plumas Lake area
Magnolia Ranch 952 $20,000,000 USAF, NRCS, DOC Yuba County, agricultural land off South Beale Road
Laughlin Farms 152 $646,000 NRCS, DOC Sutter County, agricultural land in Meridian
Singh Ranch 320 $960,000 CRT, NRCS, WCB Sutter County, agricultural and ranch land in Sutter Buttes
Total 2,299 $28,846,000
Mitigation Projects in
Process
Star Bend & Matthews
Preserves
38 N/A SBFCA, SVC Sutter/Butte County, riparian habitat along Feather River
Bear River Preserve 617 N/A TRLIA, SVC Yuba County, riparian and special statusspecies along
Bear River
Feather River Preserve 164 N/A TRLIA, SVC Yuba County, riparian and special statusspecies along
Feather River
Total 819
Potential Conservation
Easement Projects
Atkinson Farm 1,000 $20,000,000 DOC, NRCS, WCB Sutter County, agricultural land near East Nicolaus
Fedora Farm 300 $500,000 DOC, NRCS Sutter County, agricultural land in Meridian
Beale Air Force Base 5,000 $25,000,000 USAF, DOC, NRCS, Yuba County, agricultural and ranch land along the
western flank of the base
Sutter Buttes 3,500 $8,750,000 NRCS, WCB Sutter County, habitat, agricultural, and ranch land in
Sutter Buttes
Total 9,800 $54,250,000
ALL PROJECTS 12,918 $83,096,000
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23 City of Live Oak Projects:

Complete Live Oak Community Trail Project
This one‐mile rail conversion project establishes a dedicated bicycle and pedestrian trail through the center of Live Oak on former railroad right‐of‐way. The project has four phases, with the first phase completed in 2010 and the third phase completed in 2015.
2022 UPDATE: Phase 4 will be completed during 2022/2023. Phase 4 runs from Kola Street to Epperson Way utilizing the old Railroad Right of Way. It includes a bike/pedestrian trail and landscaping. The city continues to seek funding for phase 2.

Bicycle and Pedestrian Infrastructure Master Plan
Live Oak has received funding from SACOG for development of a bicycle and pedestrian facilities master plan. The plan was competed and accepted by the City Council in 2016. 2022 UPDATE: The City of Live Oak continues to seek funding for improvements outlined in the plan. Total improvements are approximately $21 million.

City of Marysville Projects:

Ellis Lake Restoration
A public works project to restore the 37‐acre Ellis Lake area (between 9th and 16th streets and from B to D streets).

This park and open space is a regional landmark attracting visitors from throughout the Yuba‐Sutter area and the north state region. The lake was developed in the 1930s by the Work Progress Administration (later renamed Work Projects Administration). The intended scope of work would include a master plan for facility improvements around the lake, including parking, lighting, landscaping, and irrigation, together with water quality improvements for the lake itself.
2022 UPDATE: The aeration project was completed in 2020. The city is working with the Yuba Water Agency to complete a nutrient management study which was completed in the summer 2021. This will allow the city to look at next steps for cleanup of the lake water. The city is working with the Yuba-Sutter GoldSox, Yuba-Sutter EDC and other community partners to identify grant opportunities and private funding to address the exterior grounds and surrounding facilities, including the Bryant Field baseball facility. The Yuba Water Agency approved grants for treatment of the lake to reduce phosphates and improve water quality. City is currently securing contracts with outside services to complete in spring of 2022 prior to algae blooms. The city, with the assistance of YSEDC has applied for a $2.4 million Proposition 68 grant to make improvements and add amenities to the greenspace around the lake. The city will continue to look for funding opportunities to allow for improvements.

Regional Bicycle and Pedestrian “Bike Hub”
The city is preparing a Bike and Pedestrian Master Plan within the city limits to connect to the broader regional bike and pedestrian trail that extends throughout Yuba County and across the Feather River into Yuba City. The purpose for the Bike Hub is to serve as a convenient portal and gateway to the regional trail system, offering a central facility for competitive bike rallies and individuals to access the regional system, and provide bicycle and pedestrian-related retail services available under one roof, including bike rental and repair shops, outdoor gear and apparel, juice bar, community meeting center and visitor center. 2022 UPDATE: Feasibility plan is still in process. No update to this project. Funding has not become available.

Proposition 68 Per Capita Program
The city received $177,952 in Proposition 68 grant funding under this program. The city has proposed this funding be used for the replacement of the play equipment and play surfacing at Gavin Park in East Marysville and the addition of an accessible path based on the city’s Park and Open Space Master Plan. 2022 UPDATE: Project is in design phase. $100,000 in additional funding provided through SACOG’s 2021 Community Design Program. First Five Yuba County also provided $5,000 of funding for play equipment. Expect to award and commence construction in late spring/early summer of 2022.

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24 City of Wheatland Projects:

Wheatland Community Gardens
When completed, the proposed Wheatland Community Garden will consist of approximately 24 planters, including 20 12‐foot by 4‐foot planter boxes and four U‐shaped boxes with access for disabled persons. The total garden size is estimated at 50 feet by 150 feet. The garden will be secured by a decorative perimeter fence and key‐code lock. The community garden will also include a gathering and picnic area, park benches, work-tables, and a shed for storage. Total estimated budget was $50,000 per site, with one site remaining. 2022 UPDATE: The first phase of the Wheatland Community Garden, completed in 2013 continues to flourish. The second Phase of the Wheatland Community Garden project is pending.

City of Wheatland Business Park Feasibility Study
This study will determine the feasibility of a business park within the Johnson Rancho annexation area. The study will attempt to identify preferred location, size, feasibility and action steps 2022 UPDATE: This $100,000 project was completed July, 2020 Wheatland Aquatic Center
The City of Wheatland received a generous $1 million private donation for future operations, maintenance and recreational programming of a future Wheatland Community Pool. The city has seven years to complete the project beginning July 2019.
2022 UPDATE: The city submitted a Prop 68 Rural Recreation and Tourism Facilities grant in January 2022. Award announcements are expected later this year
City of Yuba City Projects:

Yuba City Pedestrian Trail – Railroad Right of Way Conversion The project includes the conversion of existing railroad right of way, across the city, to facilitate a bike and pedestrian trail that ultimately links the Sutter Bike Path from the west to the east into the city’s bike network and across the city’s 5th Street Bridge. Ultimately connecting into the trail network in Marysville/Yuba County.

This is a multi-phased project that will promote quality of life and ultimately economic development for the city. 2022 UPDATES: The first phase involves completing a Feasibility Study with assistance from a $200,000 Caltrans grant. The Feasibility Study will be completed in 2022. Final design and construction will be substantially more expensive since there are two crossings of State Highways, as well as numerous city arterial street crossings.

Tactic 2 – Promote and support collaboration and shared resources for regional public safety:

Regional Projects:

Sutter Yuba Homeless Consortium: The purpose of the Sutter Yuba Homeless Consortium (SYHC) is to connect our homeless population with programs and services that can help them overcome obstacles that are preventing permanent housing solutions for individuals and families. Through partnerships there were 546 people permanently housed in 2021 and over 3,000 clients were provided services. SYHC secured $1.897 million in funds for services provided by the Coordinated Entry Sites, its partnering agencies and service providers.

Sutter County Projects:

Sutter County Evacuation Routes: Sutter County has partnered with an evacuation software firm to identify evacuation routes and zones. The purpose of this software is to make evacuations more manageable in the event of future events and need.

Better Way:

Better Way Shelter is a low barrier homeless shelter that provides 40 individuals with a temporary place to stay for up to three months. This voluntary program works with single individuals 18 years old and above who are DRAFT
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25 Sutter County residents. Participants in the shelter work alongside a case manager and housing navigator to find transitional or permanent housing. Better Way follows the Housing First model and case managers work with participants to secure housing while receiving supported services. 2022 UPDATE: In 2021, Better Way has provided services to 156 individuals. Of those, 65 were chronically homeless, 10 were veterans and 7 were people between 18 to 24. Of the 156, 91 reported previously living in a place not meant for human habitation. Better Way has permanently housed 59 individuals.

Yuba County Projects:

Know Your Zone: To better prepare Yuba County residents and businesses for evacuation or emergency events, an interactive map has been launched online that provides important emergency information. 14FORWARD Homeless Temporary Shelter
Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, the first temporary shelter and resource center for the homeless in the region. The site includes 20 two-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2022 UPDATE: 14Forward added five new temporary structures, increasing capacity to 50 individuals. In 2021, the facility served 191 people with shelter and services; 85 had a mental health disorder, 92 had a chronic health condition, and 74 had a physical disability. 25% of participants exited to permanent housing.

City of Marysville Projects:

Marysville Bicycle and Pedestrian Improvement Project
This project includes all Tier 1 improvements identified in the 2016 Marysville Bicycle and Pedestrian Master Plan.

Pedestrian improvements included closing a sidewalk gap near downtown and high visibility crosswalks with RRFBs and speed feedback signs to improve safety near two schools. A raised intersection improves safety and access to Ellis Lake Park. These improvements support the economy by improving access to downtown and promote walking to schools and parks by improving challenging crossings. Together these improvements create a foundation for active transportation in Marysville, promoting a healthy lifestyle and supporting the local economy with improved downtown access.
2022 UPDATE: This $550,000 Project Completed
Tactic 3 – Promote the role of the Yuba-Sutter Economic Development District: YSEDC/YSEDD completed the 2021 annual updates in March 2021 which were submitted and approved by EDA. All updated documents were made available on YSEDC’s website and promoted through social media platforms and email blasts. YSEDC and the CEDS committee is currently working on 2022 update and anticipates it will be completed March 2022.

There was substantial increased understanding of the role of the district and the services offered in 2021 due to the additional COVID pandemic resources outreach efforts. These efforts included management of Small Business Economic Emergency Relief funding grant and loan programs; expanded technical and financial assistance; and business assistance webinars, and procurement and distribution of PPE (Personal Protection Equipment). This outreach was accomplished on Social Media platforms, email blasts, print media and YSEDC’s and partner web pages.

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26 Economic Disaster, Recovery and Resiliency
Mitigation planning is essential to the region’s ability to withstand and recover from disasters.

Yuba County Office of Emergency Services has completed its five-year update of its MultiJurisdictional Multi-Hazard Mitigation plan (MJMH plan). This 2021 Local Hazard Mitigation Plan (LHMP) Update serves to update the 2015 Federal Emergency Management Agency (FEMA) approved Yuba County LHMP. The purpose of hazard mitigation is to reduce or eliminate long-term risk to people and property from hazards. Yuba County, two incorporated communities, and nine special districts prepared this LHMP Update to the FEMA approved 2015 Yuba County LHMP, to make the County and its residents less vulnerable to future hazard events. https://www.yuba.org/departments/emergency_services/multi-hazard_mitigation.php Sutter County has completed its update for its Local Hazard Mitigation Plan (LHMP). Sutter County partnered the cities of Yuba City and Live Oak and several special districts to update their 2013 Local Hazard Mitigation Plan (LHMP). Flood, drought, earthquake, and wildfire are just a few of the hazards to Sutter County. While natural hazards such as these cannot be prevented, an LHMP forms the foundation for a community's long-term strategy to reduce disaster losses by breaking the repeated cycle of disaster damage and reconstruction. https://www.suttercounty.org/government/county-departments/emergency-services/office-of-emergencymanagement-oem/hazard-mitigation YSEDC completed a Yuba-Sutter Pandemic and Disaster Economic Recovery and Resilience plan. https://www.ysedc.org/strategy. YSEDC and Yuba-Sutter Chamber of Commerce provided resources, tools and an education webinar to 3,900 area businesses to develop their own disaster mitigation plan.

Yuba Water Agency, Yuba Project – Prescribed Burns in North Yuba River Watershed: The Yuba Project calls for ecological restoration treatments across a large area of National Forest land in the Yuba Watershed and is one piece of a much larger effort – known as the North Yuba Forest Partnership – that is working to plan, analyze, finance, and implement forest restoration across 275,000 acres of the watershed. Yuba Project treatments (and all the treatments planned under the North Yuba Forest Partnership) will enhance watershed health by improving forest health and resilience to changing climatic conditions, reducing surface and ladder fuels (vegetation that enables a fire to climb up from the forest floor into the tree canopies) to a level that would allow safe fire suppression, protect and improve wildlife habitat, and improve soil conditions. The watershed benefits from the project include avoided costs in the millions from reduced risk of catastrophic fire and risk to water infrastructure, water quality and post-fire cleanup of sediment and woody debris inflows; direct water resource benefits from reduced evapotranspiration and increased runoff from a healthier forest; and regional benefits to people and communities in terms of insurability, security, employment opportunities and associated economic benefits.

Report on Economic Development Activities
Yuba-Sutter Economic Development Corporation is committed to maintaining an understanding of the community it serves and is actively involved by having a seat on boards, commissions, projects and events within the community. Workforce Investment Board, Sutter-Yuba Homeless Consortium, California Finance Consortium, Yuba-Sutter Lodging Association, local nonprofit capacity building and the military privatization P4 initiative are just some of the boards/organizations/programs of which are comprehensive and achievable goals of the CEDS.

YSEDC engaged in the following economic development activities throughout the 2021 year to support the implementation of CEDS. The following provides a summary of these activities that:
• Promote economic development and opportunity
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27 • Support efforts to attract, maintain, promote and expand regional industries and businesses • Maximize effective development, alignment and use of workforce • Provide technical support and access to business and financial resources • Obtain and utilize adequate funds and other resources • Support the work of local governments in their efforts to provide sound physical infrastructure Promote Economic Development and Opportunity
Activity Time Frame

1. Implementation of the Regional Comprehensive Plan Ongoing

2. Maintain Economic Development District status for the region. This includes preparing the following documents:
• Comprehensive Economic Development Strategy (CEDS) 2020-2025 • Update CEDS annually
• CEDS Annual Performance Report
• Conduct a regional SWOT Analysis every five years
Completed
Annually
Annually
FY2025 – 2030

3. Collaboration and coordination with state, regional, county, and local economic efforts.
• Serve on committees and boards to provide guidance
• Provide venues for collaborative meetings
Ongoing

4. Provide technical assistance to jurisdictions through technical assistance programs
• Maintain data mining tools on YSEDC site
• Provide socioeconomic, transportation, demographic, etc. data as needed
• Assist with grant research, writing, administration as needed Ongoing
Support efforts to attract, maintain, promote and expand regional industries and businesses Activity Time Frame

1. Maintain and continue Business Attraction Program
• Continue to partner with Greater Sacramento Economic Council, Center for Economic Development, Go-Biz, etc.
• Respond to RFP’s
Ongoing

2. Maintain and ensure Yuba-Sutter Business Consortium remains viable to private and public sectors
• Provide venue, schedule and conduct meetings, develop and maintain programs and maintain administrative functions
• Ensure collaboration and interest of partners
• Review, develop and lead programs of the consortium
Ongoing

3. Promote, support and enhance agriculture-based tourism • Serve on the Board of Yuba-Sutter Lodging Association Ongoing
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28 • Continue to develop Highway 65 corridor and Sports and Entertainment Zone.

4. Promote the continued viability of military installations near the region. • Promote and protect Beale Air Force Base as the region’s largest employer
• Support expansion of Beale’s existing missions, recruitment of new missions, and regional pledge to protect Beale from reduction or closure • Provide support for Beale Air Force Base’s infrastructure needs Ongoing

5. Brand and Market the region for development, investment, and regional growth.
• Create marketing campaign for business attraction
• Promote visitor services and tourism
• Collaborate with private and public sector organizations to increase marketing of Yuba-Sutter
Ongoing
Maximize effective development, alignment and use of workforce Activity Time Frame

1. Support the efforts of and collaborate with workforce development centers, community one stops, colleges and universities.
• Ensure continued partnerships with local agencies and educational institutions
Ongoing
Provide technical support and access to financial resources Activity Time Frame

1. Continue to assist jurisdictions with infrastructure development projects by providing technical assistance, funding opportunities and resources Ongoing

2. Continue Bear Essentials program to provide businesses with access to resources, tools and lending programs
• Conduct two business walks within the district annually • Conduct business resource workshops
• Conduct and/or assist with business development workshops • Assist businesses with expansion projects
• Foster growth and development of local firms to create and retain jobs, increase the business and tax base
• Provide financial readiness and loan accelerator program • Provide business education workshops
Ongoing
Obtain and utilize adequate funds and other resources
Activity Time Frame

1. Pursue additional funding from EDA while leveraging funding from additional private and public sources.
• Pursue EDA funds for Lending Program
Ongoing
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29 • Pursue EDA funds for infrastructure for Highway 65 corridor and Sports and Entertainment Zone

2. Continue providing information on local, state, and federal economic and infrastructure development programs
Ongoing

3. Continue to provide administration and reporting of EDA-funded Yuba County Taxiway Project
2017-2022

4. Pursue funding from other sources for Multi-Jurisdiction Multi-Hazard Mitigation
Completed
Support the work of local governments in their efforts to provide sound physical infrastructure Activity Time Frame

1. Maintain communication with jurisdiction leaders regarding public works projects, provide technical assistance and funding sources as needed. • Ensure public works projects are included in CEDS document and progress is annually updated and reported.

Ongoing
Schedule of Goals - YSEDC

1. YSDEDC will continue to assist in the development and implementation of the CEDS by providing research, statistical updates, printing, planning and scheduling CEDS Committee meetings.

2. YSEDC will provide both technical assistance, demographic and economic mining resource tools, and capital access for both the public and private sectors through grant research and writing and small business loans throughout the year.

3. YSEDC to continue its community involvement by maintaining memberships, seats and associations with public, private, and non-profit organizations to maintain an excellent overview of the economic conditions of the district.

4. YSEDC to continue its two business walks (fall and spring), surveys, and business development assistance programs to maintain a comprehensive understanding of the needs and desires of the stakeholders of the community and to assist in employment development.

Schedule of Goals - Region
The region will continue to work toward achieving its goals as stated in the CEDS and support the public works projects of the member jurisdictions
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within the District.
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CEDS 2021

EVALUATION
YSEDD presentation to City of Live Oak
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VISION:
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EMPLOYMENT & WORKFORCE (YC MSA)
2020 2021
Trend
Employment growth (annual) 67,000 70,500 5.2%
Labor force 75,500 75,600 0.2%
Unemployment (annual not adjusted) 10.8% 10.2% 0.6%
Annual wages (Q3) $48,375 $51,321  6.1%
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ECONOMIC (YC MSA)
Yuba City MSA
2020
Yuba City MSA
2021
USA
2021
Trend
Poverty Levels 15.5% 15.5% 13.4%  0%
Median Household Income $58,605 $58,605 $60,293  0%
Yuba City MSA 2019 Yuba City MSA
2020
Wealth Creation (Gross
Domestic Product)
2019 v 2020
$6,381,483,000 $7,384,911,000  7.4%
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EDUCATION ATTAINMENT (YC MSA)
Yuba City MSA
2020
Yuba City MSA
2021
USA
2021
Trend
No High School Diploma 19.43% 19% 10.9% 
High School Graduate 23.41% 23.41% 25.7% 0
Some College, No Degree 28.03% 28.9% 20.7% 
Associate degree 11.16% 11.3% 9.1% 
Bachelor’s Degree 12.33% 12.2% 21.2% 
Postgraduate Degree 5.1% 5.3% 12.3% 
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NOTABLE GOALS &

ACCOMPLISHMENTS

THAT ALIGN WITH

CEDS TACTICS
GOAL 3 - IMPROVE AND MODERNIZE

INFRASTRUCTURE
Tactic 1 – Modernize the regions infrastructure to meet future demand
In Live Oak, Water Service and Supply Improvements East of SR99 – the city constructed a new 1,000 gpm well with
arsenic treatment and filtration and connection to the
distribution and sewer systems.

Wastewater Treatment Plant with Solar connection. Live
Oak completed a feasibility analysis and received $1.68 million grant and loan from California Water Resources
Control board for 2022 construction
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NOTABLE GOALS &

ACCOMPLISHMENTS

THAT ALIGN WITH

CEDS TACTICS
GOAL 3 - IMPROVE AND MODERNIZE

INFRASTRUCTURE
Tactic 2 – Modernize the regions infrastructure to
meet future demand
Live Oak Highway 99 Streetscape Project – Major
Construction is complete and open to traffic. Final
landscaping and pedestrian improvements are
scheduled for early 2022 completion
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NOTABLE GOALS &

ACCOMPLISHMENTS

THAT ALIGN WITH

CEDS TACTICS
GOAL 3 - IMPROVE AND MODERNIZE

INFRASTRUCTURE
Tactic 3 – Promote Transit Planning and housing
Development.

Kristin Court Apartments Phase 2 was completed. The
project offers 24 units of two- and three-bedroom
apartments with rents targeting family house holds
earning less thana 50 percent AMI. Phase 3 is scheduled to be completed early 2022 and will provide 32
additional rental units.
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NOTABLE GOALS &

ACCOMPLISHMENTS

THAT ALIGN WITH

CEDS TACTICS
GOAL 4 - FOSTER OVERALL QUALITY OF
LIFE
Tactic 1 – Promote and market for continued
investment in amenities.

Complete Live Oak Community Trail Project – Phase 4
is scheduled to be completed in 2022, which will run
from Kola Street to Epperson Way. The project
includes bike/pedestrian trail and landscaping
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SUTTER COUNTY

SMALL BUSINESS

EMERGENCY

ECONOMIC RELIEF

GRANT PROGRAM
 5 Rounds of funding for business and non-profits
 No repayment required
 231 grants totaling $2,616,176
 104 grants to Yuba City businesses totaling
$2,387,330
 10 grants to Live Oak businesses totaling
$144,500
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SBA PAYROLL

PROTECTION
LOAN PROGRAM –
UP TO $150,000
 1,022 Businesses Assisted
 77 Were Live Oak Businesses
 56,270,912 Funded
 $50,211,875 Forgiven
 Representing 9,712 jobs
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SBA PAYROLL

PROTECTION

LOAN PROGRAM
OVER $150,000
 248 Businesses Assisted
 20 Were Live Oak Businesses
 $112,900,782 Funded
 $92,800,834 Forgiven
 Representing 14,705 jobs
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SBA ECONOMIC

INJURY DISASTER

LOAN PROGRAM
 318 Businesses Assisted
 278 Yuba City Businesses
 28 Live Oak Businesses
 $42,269,500 Funded
 $5,757,106 Grants
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CALIFORNIA

RELIEF GRANT

PROGRAM
 533 businesses assisted - $6,134,742
 15 non-profits - $175,000
 466 from Yuba City totaling $5,389,742
 28 from Live Oak totaling $375,00
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City of Live Oak
Report to City Council
Meeting Date: March 16, 2022
Title: An Ordinance of the City of Live Oak, California, Adding Chapter 15.70 CALGreen Construction Material Diversion, Recycling Collection, and Water Efficient Landscape Requirements to Title 15 of the Live Oak Municipal Code Entitled Buildings and Construction
Contact Information: Aaron Palmer, City Manager
Location: City-wide
Background: The California Green Building Standards Code (CALGreen) is part of the California Building Code that was previously adopted by the City. One of the provisions of CALGreen requires projects, subject to CALGreen, to recycle, reuse, or otherwise divert at least 65% of construction and demolition debris from landfill disposal. This requirement applies to demolition projects, most new construction, and major building additions or alterations. CALGreen requires submission of plans and reports with verifiable post-project documentation to show debris generated on the job site was salvaged for reuse, recycled, or otherwise diverted. CALGreen also requires readily accessible areas for the storage and collection of nonhazardous materials for recycling by tenants in non-residential development projects and residential development projects with five or more multi-family dwelling units.

Chapter 18.86 Landscaping Regulations of the Marysville Municipal Code references the California Department of Water Resources Model Water Efficient Landscape Ordinance Method which includes specific soil amendment, compost, and mulch use requirements.

Senate Bill 1383, the Short-lived Climate Pollutant Reduction Act of 2016 and the implementing regulations adopted by CalRecycle in November 2020, now requires that cities and counties adopt an ordinance or other enforceable instrument to assure compliance with these specific provisions of CALGreen and the Model Water Efficient Landscape Ordinance.
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Analysis: The attached ordinance is based on a model ordinance prepared to implement Senate Bill 1383. The primary obligation of the City to implement this program is to provide forms for a project contractor at the beginning of a project that show the amount of demolition or construction debris to be diverted. Secondarily, the City is required to review and document the amounts of demolition or construction debris diverted at the end of the project relative to the 65% diversion requirement. The City must also assure that there is space allocated on a project site for recycling purposes. Finally, the project landscape architect must certify the project adheres to water conservation guidelines prior to the issuance of a Certificate of Occupancy.

The City must keep and maintain these records and report annually to the State confirming construction projects met their recycling diversion and water conservation goals.

The ordinance does have enforcement and inspection authority. The primary implementation of the CALGreen requirements will be during the plan check and construction phase of commercial projects and residential projects over five units in size.

This is a State mandated program. If the City does not comply, by establishing this ordinance, the City will be open to fines by the State and a forced, mandated timeline to implement such an ordinance.

Fiscal Impacts: Unknown at this time. As enforcement issues surface regarding this ordinance, the City will be able to collect fines as citations are written.

Recommendation: 1) Hold a public hearing to adopt the ordinance; and 2) Waive the first and second reading of an ordinance adding Chapter 15.70 CALGreen Construction Material Diversion, Recycling Collection, and Water Efficient Landscape Requirements to Title 15 of the Live Oak Municipal Code entitled Buildings and Construction.

Attachments:

CALGreen Model Ord for SB1383
138

MODEL ORDINANCE

TABLE OF CONTENTS
SECTION 1. PURPOSE ................................................................................................. 2 SECTION 2. DEFINITIONS ............................................................................................ 2 SECTION 3. COMPLIANCE WITH CALGREEN BUILDING STANDARDS
RECYCLING REQUIREMENTS................................................................ 4 SECTION 4. MODEL WATER EFFICIENT LANDSCAPING ORDINANCE
REQUIREMENTS...................................................................................... 5 SECTION 5. INSPECTIONS AND INVESTIGATIONS BY JURISDICTION .................. 6 SECTION 6. ENFORCEMENT ....................................................................................... 7 SECTION 7. EFFECTIVE DATE .................................................................................... 9 139

MODEL ORDINANCE
SECTION 1. PURPOSE
The City of Live Oak finds and declares:
(a) California Senate Bill 1383, the Short-lived Climate Pollutant Reduction Act of 2016, requires the City of Live Oak to adopt and enforce an ordinance or enforceable mechanism to implement relevant provisions of the SB 1383 Regulations, including compliance with the construction and demolition debris diversion requirements of CALGreen; the provision of readily accessible areas for depositing, storage and collection of non-hazardous materials for recycling in Multi-Family Residential Dwellings and commercial construction projects as required by CALGreen; and, compliance with specified provisions of the Model Water Efficient Landscape Ordinance (MWELO) established by Title 23 California Code of Regulations, Division 2, Chapter 2.7.

SECTION 2. DEFINITIONS
(a) “CALGreen” means the California Green Building Standards Code, California Code of Regulations, Title 24, Part 11, also known as the CALGreen Building Codes. (b) “CalRecycle” means California's Department of Resources Recycling and Recovery, which is the department designated with responsibility for developing, implementing, and enforcing the SB 1383 Regulations on jurisdictions (and others). (c) “California Code of Regulations” or “CCR” means the State of California Code of Regulations. CCR references in this ordinance are preceded with a number that refers to the relevant Title of the CCR (e.g., “14 CCR” refers to Title 14 of CCR). (d) “Commercial Business” or “Commercial” means a firm, partnership, proprietorship, joint-stock company, corporation, or association, whether for-profit or nonprofit, strip mall, industrial facility, or a Multi-Family Residential Dwelling, or as otherwise defined in 14 CCR Section 18982(a)(6). A multi-family residential dwelling that consists of fewer than five (5) units is not a Commercial Business for purposes of implementing this ordinance.
(e) “Compliance Review” means a review of records by the City of Live Oak to determine compliance with this ordinance.
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(f) “Designee” means an entity that a City of Live Oak contracts with or otherwise arranges to carry out any of the City of Live Oak responsibilities of this ordinance as authorized in 14 CCR Section 18981.2. A Designee may be a government entity, a private entity, or a combination of those entities.
(g) “Enforcement Action" means an action of the City of Live Oak to address noncompliance with this ordinance including, but not limited to, issuing administrative citations, fines, penalties, or using other remedies.
(h) “Inspection” means a site visit where the City of Live Oak reviews records, containers, and an entity’s collection, handling, recycling, or landfill disposal of materials to determine if the entity is complying with requirements set forth in this ordinance. (i) “City of Live Oak Enforcement Official” means the City Manager, department director, or other executive in charge or their authorized Designee(s) who is/are partially or wholly responsible for enforcing this ordinance.
(j) “Multi-Family Residential Dwelling” or “Multi-Family” means of, from, or pertaining to residential premises with five (5) or more dwelling units. (k) “Model Water Efficient Landscape Ordinance” or “MWELO” refers to the Model Water Efficient Landscape Ordinance (MWELO), 23 CCR, Division 2, Chapter 2.7. (l) “Notice of Violation (NOV)” means a notice that a violation has occurred that includes a compliance date to avoid an action to seek penalties, or as otherwise defined in 14 CCR Section 18982(a)(45) or further explained in 14 CCR Section 18995.4. (m) “SB 1383” means Senate Bill 1383 of 2016 approved by the Governor on September 19, 2016, which added Sections 39730.5, 39730.6, 39730.7, and 39730.8 to the California Health and Safety Code, and added Chapter 13.1 (commencing with Section 42652) to Part 3 of Division 30 of the California Public Resources Code, establishing methane emissions reduction targets in a statewide effort to reduce emissions of short-lived climate pollutants as amended, supplemented, superseded, and replaced from time to time.
(n) “SB 1383 Regulations” means or refers to, for the purposes of this ordinance, the Short-Lived Climate Pollutants: Organic Waste Reduction regulations developed by CalRecycle and adopted in 2020 that created 14 CCR, Division 7, Chapter 12 and amended portions of regulations of 14 CCR and 27 CCR.
(o) “Single-Family” means of, from, or pertaining to any residential premises with fewer than five (5) units.
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SECTION 3. COMPLIANCE WITH CALGREEN BUILDING STANDARDS

RECYCLING REQUIREMENTS
(a) Persons applying for a permit from the City of Live Oak for new construction and building additions and alterations shall comply with the construction and demolition debris diversion requirements pursuant to Sections 4.408 and 5.408, as applicable, of the California Green Building Standards Code, Title 24 of the California Code of Regulations (CCR), Part 11, known as CALGreen, as may be amended, if its project is covered by the scope of CALGreen. For projects covered by the scope of CALGreen, project applicants shall also comply with all written and published City of Live Oak policies and/or administrative guidelines regarding the provision of a construction waste management plan; construction waste management plan acknowledgment by the project contractor and subcontractors; and, construction waste management plan compliance documentation.
(b) Project applicants shall refer to the City of Live Oak’s building and/or planning code for complete CALGreen requirements.
(c) For projects covered by CALGreen, as may be amended, applicants must, as a condition of the City of Live Oak’s permit approval, comply with the following:
(1) Where five (5) or more Multi-Family dwelling units are constructed on a building site, provide readily accessible areas that serve occupants of all buildings on the site and that are identified for the storage and collection of nonhazardous materials for recycling, including recyclable materials and organic waste materials collected in the City of Live Oak solid waste collection program, in compliance with provision of adequate space for recycling for Multi-Family premises pursuant to Section 4.410.2 of the California Green Building Standards Code, 24 CCR, Part 11. (2) New Commercial (excluding Multi-Family premises) construction or additions resulting in an increase of 30% or more of the floor area shall provide readily accessible areas identified for the storage and collection of nonhazardous materials for recycling, including recyclable materials and organic waste materials collected in the City of Live Oak solid waste collection program, in compliance with provision of adequate space for recycling for Commercial premises pursuant to Sections 5.410.1 and

5.410.1.2 of the California Green Building Standards Code, 24 CCR, Part 11 as may be amended provided amended requirements are more stringent than the CALGreen requirements for adequate recycling space effective January 1, 2020. Section 5.410.1.2 of the California Green Building 142
Standards Code, 24 CCR, Part 11 references the space allocation sample ordinance developed pursuant to Chapter 18, Part 3, Division 30 of the California Public Resources Code, known as the California Solid Waste Reuse and Recycling Access Act of 1991, which took effect in the City of Live Oak September 1, 1993, as the City of Live Oak did not adopt an alternate ordinance.

SECTION 4. MODEL WATER EFFICIENT LANDSCAPING ORDINANCE

REQUIREMENTS
(a) Property owners or their building or landscape designers, including anyone requiring a building or planning permit, plan check, or landscape design review from the City of Live Oak, who are constructing a new (Single-Family, Multi-Family, public, institutional, or Commercial) project with a landscape area greater than 500 square feet, or rehabilitating an existing landscape with a total landscape area greater than 2,500 square feet, shall comply with Sections 492.6(a)(3)(B) (C), (D), and (G), as may be amended, of the MWELO as delineated in this Section 4. (b) The following soil amendment, compost and mulch use requirements that are part of the MWELO are now also included as requirements of this ordinance. Other requirements of the MWELO are in effect and can be found in 23 CCR, Division 2, Chapter 2.7.
(c) Property owners or their building or landscape designers that meet the threshold for MWELO compliance outlined in Section 4(a) above shall comply with Sections 492.6 (a)(3)(B)(C),(D) and (G), as may be amended, of the MWELO, which requires the submittal of a landscape design plan with a soil preparation, mulch, and amendments section to include the following:
(1) For landscape installations, soil amendments shall be incorporated according to recommendations of the soil management report per Section 492.5 of the MWELO and what is appropriate for the plants selected. (2) For landscape installations, compost at a rate of a minimum of four cubic yards per 1,000 square feet of permeable area shall be incorporated to a depth of six (6) inches into the soil. Soils with greater than six percent (6%) organic matter in the top six (6) inches of soil are exempt from adding compost and tilling.
(3) For landscape installations, a minimum three- (3-) inch layer of mulch shall be applied on all exposed soil surfaces of planting areas except in turf 143
areas, creeping or rooting groundcovers, or direct seeding applications where mulch is contraindicated. To provide habitat for beneficial insects and other wildlife up to five percent (5%) of the landscape area may be left without mulch. Designated insect habitat must be included in the landscape design plan as such.
(4) Organic mulch materials made from recycled or post-consumer materials shall take precedence over inorganic materials or virgin forest products unless the recycled post-consumer organic products are not locally available. Organic mulches are not required where prohibited by local fuel modification plan guidelines or other applicable local ordinances. (d) The MWELO compliance items listed in this Section 4 are not an inclusive list of MWELO requirements; therefore, property owners or their building or landscape designers that meet the threshold for MWELO compliance outlined in Section 4(a) shall consult the full MWELO for all requirements.

SECTION 5. INSPECTIONS AND INVESTIGATIONS BY CITY OF LIVE OAK
(a) City of Live Oak representatives and/or its designated entity, including Designees are authorized to conduct Inspections and investigations, at random or otherwise, of any project site, collection container or collection vehicle loads to confirm compliance with this ordinance by Commercial Businesses (including Multi-Family Residential Dwellings); property owners; building/demolition/landscaping contractors; or, other entity subject to applicable laws. This section does not allow City of Live Oak representatives and/or its designated entity, including Designees to enter the interior of a private residential property for Inspection. (b) Regulated entity shall provide or arrange for access during all Inspections (with the exception of residential property interiors) and shall cooperate with the City of Live Oak employee or its designated entity/Designee during such Inspections and investigations. Such Inspections and investigations may include confirmation of proper solid waste collection services, proper placement of materials in containers, records, or any other requirement of this ordinance described herein. Failure to provide or arrange for: (i) access to an entity’s premises; or (ii) access to records for any Inspection or investigation is a violation of this ordinance and may result in penalties described.
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(c) Any records obtained by the City of Live Oak during its Inspections, and other reviews shall be subject to the requirements and applicable disclosure exemptions of the Public Records Act as set forth in Government Code Section 6250 et seq. (d) City of Live Oak representatives, its designated entity, and/or Designee are authorized to conduct any Inspections, or other investigations as reasonably necessary to further the goals of this ordinance, subject to applicable laws. (e) City of Live Oak shall receive written complaints from persons regarding an entity that may be potentially non-compliant with this ordinance, including receipt of anonymous complaints.

SECTION 6. ENFORCEMENT
(a) Violation of any provision of this ordinance shall constitute grounds for issuance of a Notice of Violation and assessment of a fine by a City of Live Oak Enforcement Official or representative. Enforcement Actions under this ordinance are issuance of an administrative citation and assessment of a fine. The City of Live Oak procedures on imposition of administrative fines are hereby incorporated in their entirety, as modified from time to time, and shall govern the imposition, enforcement, collection, and review of administrative citations issued to enforce this ordinance and any rule or regulation adopted pursuant to this ordinance, except as otherwise indicated in this ordinance.
(b) Other remedies allowed by law may be used, including civil action or prosecution as misdemeanor or infraction. City of Live Oak may pursue civil actions in the California courts to seek recovery of unpaid administrative citations. City of Live Oak may choose to delay court action until such time as a sufficiently large number of violations, or cumulative size of violations exist such that court action is a reasonable use of City of Live Oak staff and resources. (c) Responsible Entity for Enforcement
(1) Enforcement pursuant to this ordinance may be undertaken by the City of Live Oak Enforcement Official(s) or their designated entity, legal counsel, or combination thereof.
(2) City of Live Oak Enforcement Official(s) will interpret ordinance; determine if violation(s) have occurred; implement Enforcement Actions; and, determine if compliance standards are met.
(3) City of Live Oak Enforcement Official(s) may issue Notices of Violation(s). 145
(d) Process for Enforcement
(1) City of Live Oak Enforcement Official(s) and/or their Designee will monitor compliance with this ordinance randomly and through Compliance Reviews, investigation of complaints, and an Inspection program. Section 5 establishes City of Live Oak right to conduct Inspections and investigations. (2) City of Live Oak may issue an official notification to notify regulated entities of its obligations under the ordinance.
(3) City of Live Oak shall issue a Notice of Violation requiring compliance within 60 days of issuance of the notice.
(4) Absent compliance by the respondent within the deadline set forth in the Notice of Violation, City of Live Oak shall commence an action to impose penalties, via an administrative citation and fine, pursuant to this ordinance.

Notices shall be sent to the Commercial Business (including Multi-Family Residential Dwellings); property owner; building/demolition/landscaping contractor; or, other entity responsible for the violation. (e) Penalty Amounts for Violations
The penalty levels are as follows:
(1) For a first violation, the amount of the base penalty shall be $50 per violation.
(2) For a second violation, the amount of the base penalty shall be $100 per violation.
(3) For a third or subsequent violation, the amount of the base penalty shall be $250 per violation.
(f) Compliance Deadline Extension Considerations
The City of Live Oak may extend the compliance deadlines set forth in a Notice of Violation issued in accordance with Section 6 if it finds that there are extenuating circumstances beyond the control of the respondent that make compliance within the deadlines impracticable, including the following:
(1) Acts of God such as earthquakes, wildfires, flooding, and other emergencies or natural disasters; or,
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(2) Delays in obtaining discretionary permits or other government agency approvals.
(g) Appeals Process
Persons receiving an administrative citation containing a penalty for an uncorrected violation may request a hearing to appeal the citation. A hearing will be held only if it is requested within the time prescribed and consistent with City of Live Oak procedures in the City of Live Oak codes for appeals of administrative citations. Evidence may be presented at the hearing. The City of Live Oak will appoint a hearing officer who shall conduct the hearing and issue a final written order.
(h) Education Period for Non-Compliance
Beginning January 1, 2022 and through December 31, 2023, City of Live Oak will conduct Inspections and Compliance Reviews, depending upon the type of regulated entity, to determine compliance, and if City of Live Oak determines that a Commercial Business (including Multi-Family Residential Dwellings); property owner; building/demolition/landscaping contractor; or, other entity is not in compliance, it shall provide educational materials to the entity describing its obligations under this ordinance and a notice that compliance is required by January 1, 2022, and that violations may be subject to administrative civil penalties starting on January 1, 2024.
(i) Civil Penalties for Non-Compliance
Beginning January 1, 2024, if the City of Live Oak determines that a Commercial Business (including Multi-Family Residential Dwellings); property owner; building/demolition/landscaping contractor; or, other entity is not in compliance with this ordinance, it shall document the noncompliance or violation, issue a Notice of Violation, and take Enforcement Action pursuant to this Section 6, as needed.

SECTION 7. EFFECTIVE DATE
This ordinance shall be effective thirty (30) days after adoption. 147