LIVE OAK CITY COUNCIL AGENDA – MARCH 15, 2023
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.
• 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/89078402298
▪ Join by Phone:
1-669-900-6833 or 1-833-548-0282 (Toll Free)
Webinar ID: 890 7840 2298
• 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.
LIVE OAK
CITY COUNCIL
REGULAR MEETING AGENDA
MARCH 15, 2023
6:00 PM
MEETING LOCATION
LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953
MEMBERS OF THE COUNCIL
BOB WOTEN, MAYOR
JERAMY CHAPDELAINE, VICE MAYOR
LAKHVIR GHAG, COUNCILMEMBER
ASHLEY HERNANDEZ, COUNCILMEMBER
NANCY SANTANA, COUNCILMEMBER
AARON PALMER,
CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
1 LIVE OAK CITY COUNCIL AGENDA – MARCH 15, 2023
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/89078402298
▪ 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: 890 7840 2298
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]. Comments will be distributed to Council prior to the meeting and attached to the minutes. Please note that emailed comments will NOT be read aloud by staff during the meeting. o eComment Feature: Comments from the public on agenda items will be accepted until 1:00 pm on the date of the meeting, via the eComment feature at
https://liveoakca.granicus.com/ViewPublisher.php?view_id=1. Comments will be distributed to Council prior to the meeting and attached to the minutes. Please note that eComments will NOT be read aloud by staff during the meeting.
2 LIVE OAK CITY COUNCIL AGENDA – MARCH 15, 2023
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE AND INVOCATION
CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY
PRESENTATIONS AND RECOGNITIONS
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 1, 2023, City Council Regular Meeting minutes. (Clarissa Menchaca, City Clerk)
BUSINESS ITEMS
2. Yuba-Sutter Economic Development District 2020 CEDS Appendices I, IV, and V Updates and 2022 CEDS Annual Performance and Evaluation
Recommendation: Adopt resolution approving the 2022 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. (Brynda Stranix, District Director, Yuba-Sutter Economic Development District)
3. Introduction of an Ordinance Amending Chapter 2.04 “Rules and Regulations Governing the Conduct of Council Meetings, Proceedings and Business”
Recommendation: Waive the first reading of the ordinance amending Chapter 2.04 “Rules and Regulations Governing the Conduct of Council Meetings, Proceedings and Business” of the Live Oak Municipal Code.
(Nicole Rosser, City Attorney)
DISCUSSION ITEMS
4. Goal Setting Workshop
Recommendation: None.
(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 3 LIVE OAK CITY COUNCIL AGENDA – MARCH 15, 2023
COUNCILMEMBER COMMENTS
ADJOURNMENT
4 City of Live Oak
Report to City Council
Meeting Date: March 15, 2023
Title: City Council Meeting Minutes
Contact Information: Clarissa Menchaca, City Clerk
Recommendation: Approve the March 1, 2023, City Council Regular Meeting minutes.
Attachments:
Minutes
5 LIVE OAK CITY COUNCIL MINUTES – MARCH 1, 2023
CALL TO ORDER
Meeting called to order by Vice Mayor Chapdelaine at Live Oak City Council Chambers, 9955 Live Oak Boulevard, Live Oak, CA at 6:01 pm.
ROLL CALL
Present: Councilmembers Hernandez, Santana, Ghag, and Vice Mayor Chapdelaine
Absent: Mayor Woten
PLEDGE OF ALLEGIANCE AND INVOCATION
Councilmember Ghag led the Pledge of Allegiance. Councilmember Santana delivered the invocation.
CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY Item 3 – Introduction of an Ordinance Amending Chapter 2.04 “Rules and Regulations Governing the Conduct of Council Meetings, Proceedings and Business” – This item was removed from the agenda in its entirety and will return at the March 15, 2023, City Council meeting.
PRESENTATIONS AND RECOGNITIONS
Lieutenant Gill introduced Operations Commander Jason Piazza.
PUBLIC COMMENT
Public Comment was opened and closed without any speakers.
CONSENT ITEMS
Consent Calendar is passed by one motion with exceptions and separate votes as noted.
MOTION: APPROVE THE CONSENT AGENDA.
(MOTION: GHAG; SECOND: HERNANDEZ)
VOTE: MOTION PASSED 4-0-1
AYES: COUNCILMEMBERS HERNANDEZ, SANTANA, GHAG, AND VICE MAYOR CHAPDELAINE NOES: NONE
ABSENT: MAYOR WOTEN
LIVE OAK
CITY COUNCIL
MINUTES
MARCH 1, 2023
6:00 PM
MEETING LOCATION
LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953
MEMBERS OF THE COUNCIL
BOB WOTEN, MAYOR
JERAMY CHAPDELAINE, VICE MAYOR
LAKHVIR GHAG, COUNCILMEMBER
ASHLEY HERNANDEZ, COUNCILMEMBER
NANCY SANTANA, COUNCILMEMBER
AARON PALMER,
CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
6 LIVE OAK CITY COUNCIL MINUTES – MARCH 1, 2023
1. City Council Meeting Minutes
Clarissa Menchaca, City Clerk
Council action: February 15, 2023, City Council Regular Meeting minutes approved.
2. Budget Calendar
James Ramsey, Finance Director
Council action: Received and filed.
BUSINESS ITEMS
3. Introduction of an Ordinance Amending Chapter 2.04 “Rules and Regulations Governing the Conduct of Council Meetings, Proceedings and Business”
Nicole Rosser, City Attorney
This item was removed from the agenda in its entirety and will return at the March 15, 2023, City Council meeting.
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 Aaron Palmer, City Manager, highlighted the following events: SAYLove event on Saturday, March 11, 2023 and the Annual Clean-up day on Saturday, April 29, 2023. Additionally, on Wednesday, March 8, 2023 there will be a City Council goalsetting workshop.
COUNCILMEMBER COMMENTS
Councilmember Santana highlighted Women’s History Month. Councilmember Santana touched on the increased abundance of water at Lake Oroville due to the increase in rainfall.
Councilmember Ghag discussed his attendance at the Feather River Air Quality Management District meeting and the Sacramento Area Council of Governments meeting.
Vice Mayor Chapdelaine announced he has a LAFCO meeting Friday, March 3, 2023 as well as upcoming committee meetings the following week.
ADJOURNMENT
Vice Mayor Chapdelaine adjourned the meeting at 6:15 pm.
Bob Woten, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
7 City of Live Oak
Report to City Council
Meeting Date: March 15, 2023
Title: Yuba-Sutter Economic Development District 2020 CEDS Appendices I, IV, and V Updates and 2022 CEDS Annual Performance and 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 2022 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 2021 versus 2022 in
employment/workforce, economic performance and education attainment. 8 * 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 2022 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 2022 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 2022 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:
2023 Live Oak Agenda Request Letter
PowerPoint Presentation
Resolution
CEDS Appendix I Data Profiles 2023
CEDS Appendix IV Agriculture Economic Profile 2023
2023 Appendix V Yuba Sutter Public Works Projects
2022 CEDS Performance and Update Report
9 10
(530) 751-8555 l 950 Tharp Road, Suite 1303, Yuba City, CA 95993 l ysedc.org March 2, 2023
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 15, 2022 at 6:00 pm to present the Yuba-Sutter 2020 Comprehensive Economic Development Strategy (CEDS) 2022 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 2022 Annual Performance Report and appendices for review.
Thank you for your assistance.
Sincerely,
Cynthia Roderick
CEDS Committee Chair
11 CEDS 2022
EVALUATION
YSEDD presentation to City of Live Oak
12 VISION:
13 EMPLOYMENT & WORKFORCE (YC MSA)
2021 2022
Trend
Employment growth (annual) 71,200 70,700 .7%
Labor force 76,200 75,500 0.9%
Unemployment (annual not adjusted) 10.2% 6.07% 38%
Annual wages (Q2) $51,321 $54,183 5.6%
14 ECONOMIC (YC MSA)
Yuba City MSA
2021
Yuba City MSA
2022
USA
2022
Trend
Poverty Levels 15.5% 14% 12% 1.5%
Median Household Income $58,605 $61,676 $64,994 5.2%
Yuba City MSA 2020 Yuba City MSA
2021
Wealth Creation (Gross
Domestic Product)
2019 v 2020
$7,384,911,000 $8,104,050,000 9.74%
15 EDUCATION ATTAINMENT (YC MSA)
Yuba City MSA 2021 Yuba City MSA
2021
USA
2022
Trend
No High School Diploma 17.7% 19.11% 10.9%
High School Graduate 23.6% 23.68% 25.7%
Some College, No Degree 28.3% 27.1% 20.7%
Associate degree 11.1% 10.86% 9.3%
Bachelor’s Degree 13.4% 13.2% 21.6%
Postgraduate Degree 6% 6.3% 12.7%
16 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH
CEDS TACTICS
GOAL 3 - IMPROVE AND MODERNIZE
INFRASTRUCTURE
Tactic 1 – Modernize the regions infrastructure to meet future demand
LIVE OAK: 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 construction. It is anticipated construction to be completed in 2023
17 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH
CEDS TACTICS
GOAL 3 - IMPROVE AND MODERNIZE
INFRASTRUCTURE
Tactic 2 – Develop and improve alternative, multi-modal & intermodal distribution infrastructure
REGIONAL: Caltrans has 34 projects slated for
construction in the region. Five projects completed in
2022, which represents an injection of $144.8 million in improvements.
18 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH
CEDS TACTICS
GOAL 3 - IMPROVE AND MODERNIZE
INFRASTRUCTURE
Tactic 3 – Promote transit planning throughout the region and housing development
LIVE OAK: Kristen Court, Phase 3 is scheduled to be
completed March 2023 and will provide 32 additional
rental units. This third and final phase will will complete a full build out for a total of 112-unit multi-family
affordable housing complex
19 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.
The City of Live Oak renewed its contract with Yuba
Sutter Arts and Culture for three years to paint
additional large exterior murals to celebrate history
and heritage of Live Oak.
20 CALIFORNIA
RELIEF GRANT
PROGRAM
541 businesses assisted - $6,209,742
478 from Yuba City totaling $5,484,742
33 from Live Oak totaling $435,000
21 CALIFORNIA
MICROBUSINESS
SUTTER COUNTY
GRANT PROGRAM
41 micro businesses funded - $102,500
22 1
Resolution No.
RESOLUTION APPROVING THE 2020 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY ANNUAL PERFORMANCE
REPORT AND UPDATES TO APPENDICES I, IV, AND 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 2022, and approved and adopted said document March 1, 2023; 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 15th day of March, 2023, by the following vote:
AYES:
NOES:
ABSENT:
NOT VOTING:
APPROVED:
Bob Woten, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
23 2020-2025
COMPREHENSIVE
ECONOMIC
DEVELOPMENT
STRATEGY
APPENDIX I
DATA
PROFILES
BUILDING PROSPERITY
IN THE YUBA-SUTTER REGION
Updated January 1, 2023
DRAFT
24 DRAFT
25 1
ECONOMIC STRENGTH RANKING
In 2022, Yuba City, CA MSA moved to an economic strength ranking of 85 out of 384 MSAs, up 189 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 influence 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 Worker 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 area equally important.
Yuba City, CA MSA
has improved its
ranking by 189
since 2016.
2022 2021 2020 2019 2018 2017 2016 2015 2014 2013
85 98 99 121 181 237 274 246 253 227
ECONOMIC STRENGTH RANKINGS
DRAFT
26 2
EMPLOYMENT/OCCUPATION OVERVIEW
EMPLOYMENT TRENDS
The region has a civilian labor force
of 75,600 and as of 2022Q4, total
employment for the Yuba City, CA MSA
was 70,800. Industry employment for
the area was 52,700 and was down by
0.6 from the previous year. Over the year
ending 2022Q4, there was no change in
total employment from the prior year,
although there was a decrease of 200
in the labor force. Industry employment
for the area was 52,700 and was down
by 0.6 from the previous year.
UNEMPLOYMENT RATE
The unemployment rate for the Yuba
City, CA MSA was 6.3 percent as of
December, 2022, down from the year-ago estimate of 6.6 percent. This compares with an unadjusted employment rate of 3.7 percent for California and 3.3 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 $54,673
as of 2022Q3. Average annual wages
per worker increased 4.4% in the region
over the preceding four quarters. For
comparison purposes, annual average
wages were $68,132 in the nation as of
2022Q3.
OCCUPATION SNAPSHOT
The largest sector in the Yuba City,
CA MSA is Health Care and Social
Assistance, (9,099 workers). The
next-largest sectors in the region
are Retail Trade (6,587 workers) and
Accommodation and Food Services
(5,947). High location quotients (LQs)
indicate sectors in which a region has
high concentrations of employment
compared to the national average.
The sectors with the largest LQs in
the region are Agriculture, Forestry,
Fishing and Hunting (LQ = 7.50), Public
Administration (1.74), and Utilities
(1.56).
Sectors in the Yuba City, CA MSA with
the highest average wages per worker
are Mining, Quarrying, and Oil and Gas
Extraction ($100,606), Management of
Companies and Enterprises ($94,489),
and Public Administration ($83,317).
Regional sectors with the best job
growth over the last 5 years are
Accommodation and Food Services
(+2,113 jobs), Health Care and Social
Assistance (+1,141), and Transportation
and Warehousing (+1,079).
Over the next 1 year, employment in
the Yuba City, CA MSA is projected to
expand by 579 jobs. The fastest growing
sector in the region is expected to be
Accommodation and Food Services with
a +2.1% year-over-year rate of growth.
The strongest forecast by number of
jobs over this period is expected for
Health Care and Social Assistance
(+167 jobs), Accommodation and
Food Services (+125), and Agriculture,
Forestry, Fishing and Hunting (+77).
DRAFT
27 3
The largest major occupation group in the Yuba City, CA MSA is Office and Administrative Support Occupations, (5,646 workers). The next-largest occupation groups in the region are Transportation and Material Moving Occupations (5,527 workers) and Sales and Related Occupations (4,995). 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 = 9.53), Educational Instruction and Library Occupations (1.34), and Healthcare Support Occupations (1.30).
Occupation groups in the Yuba City, CA MSA with the highest average wages per worker are Healthcare Practitioners and Technical Occupations ($114,400), Management Occupations ($107,000), and Computer and Mathematical Occupations ($102,900). The unemployment rate in the region varied among the major groups from 1.8% among Healthcare Practitioners and Technical Occupations to 10.6% among Food Preparation and Serving Related Occupations.
Over the next 1 year, the fastest growing occupation group in the Yuba City, CA MSA is expected to be Healthcare Support Occupations with a +2.6% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Healthcare
Support Occupations (+84 jobs)
and Food Preparation and Serving
Related Occupations (+82). 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 (959 jobs)
and Transportation and Material
Moving Occupations (765).
INDUSTRY SNAPSHOT
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
Industry Snapshot 2019 - 2022
Empl 2019 Q3 Empl 2020 Q3 Empl 2021 Q2 Empl 2022 Q3
DRAFT
28 4
BUSINESS ESTABLISHMENTS
TOP 10 EMPLOYERS - SUTTER COUNTY (2022)
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 (2022)
Company Name No. of Employees* Industry Type
Yuba City Unified School District 1,556 Education
Legend Transportation, Inc 1,000 Transportation
Sutter County 959 Government, Local
Rush Personnel 600 Employment Services
Sunsweet Growers Inc. 600 Food Processing
Sutter North Yuba City 475 Healthcare
Sysco Sacramento, Inc. 460 Food Distribution
Walmart - Yuba City 400 Retail - General
Express Employment Professionals 375 Employment Services City of Yuba City 300 Government, Local
Company Name No. of Employees* Industry Type
Beale Air Force Base - Military & Civilian 7,896 Military Adventist Health + Rideout 2,400 Healthcare
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 370 Construction
* Number of employees includes part-time and seasonal workers DRAFT
29 5
GROSS DOMESTIC PRODUCT
Gross Domestic Product (GDP) is the total value of goods and services produced by a region. In 2021, nominal GDP in the Yuba City, CA MSA expanded 7.8 percent. This follows growth of 3.2 percent in 2020. As of 2021, total GDP in the Yuba City, CA MSA was $8,104,050,000
Of the sectors in the Yuba City, CA MSA, Unclassified contributed the largest portion of GDP in 2021, $765,844,000 The next-largest contributions came from Public Administration ($654,761,000); Health Care and Social Assistance ($638,062,000); and Real Estate and Rental and Leasing ($611,890,000).
Gross Domestic Product data are provided by the Bureau of Economic Analysis DRAFT
30 6
POPULATION, AGE & HOUSEHOLDS
According to the California
Department of Finance, Sutter
County’s preliminary estimated
population for January 2022 was
98,908 an increase of 0.2 percent
over January 2021 data. About 70.3
percent or 69,663 Sutter County
residents reside in Yuba City, the
county seat and largest city. The
population of Yuba City increased
by 0.2 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 January 2022 was 82,275 an increase over 2021 data of 0.4 percent. The largest city within the county, Marysville, is the county seat and one of California’s most historic cities.
It’s 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, nearly 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 2016-2020 American Community Survey estimates that there are 63,026 housing units in the region with 1.3 percent homeowner vacancy and 3.1 percent rental vacancy. There are 21 percent more households who own their homes than there those who are renters.
DRAFT
31 7
INCOME AND SPENDING
Households in Yuba and Sutter Counties earn a median annual income of $61,676 and 38.29 percent of the households earn more than the national households average each year. Household expenditures average $61,081 per year.
$61,676
Median Household Income
27.5% less than the state
5.4% less than the nation
The majority of earnings get spent on shelter, transportation, food and beverages, healthcare, 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
$13,327 $11,565 $9,347 $5,320 $4,683
Transportation Food and
Beverages
DRAFT
Health Care Utilities
32 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 indicate 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
8.80%
Grades 9-12
10.31%
High School
23.68%
Some College
27.10%
Assoc Degree
10.86%
Bach Degree
13.22%
Grad Degree
6.03%
Expected growth rates for occupations vary by the education and training required. While all employment in the Yuba City, CA MSA is projected to grow 1.0% over the next ten years, occupations typically requiring a postgraduate degree are expected to grow 1.2% per year, those requiring a bachelor’s degree are forecast to grow 1.0% per year, and occupations typically needing a 2-year degree or certificate are expected to grow 1.0% per year.
DRAFT
33 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 2021 poverty estimates the percentage of Yuba‐Sutter’s families for which poverty status is determined to be at 16.4 percent compared to the state’s percentage of 12.3 percent and USA’s level of 12.8 percent. The overall poverty rate (16.4 percent) for the region is trending down after peaking in 2015 (19.85 percent) but increased 2.4 percent from 2020 levels.
DRAFT
34 2020-2025
COMPREHENSIVE
ECONOMIC
DEVELOPMENT
STRATEGY
APPENDIX IV
AGRICULTURE
ECONOMIC
PROFILE
BUILDING PROSPERITY
IN THE YUBA-SUTTER REGION
Updated January 2023
DRAFT
35 DRAFT
36 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 generally enjoys an abundant water supply,
good soil and a long growing season. However, California has had the driest period on record and water deliveries were substantially slashed during the drought. According to the National Integrated Drought Information System
(NIDIS) the outlook for Sutter County is drought remains but improves. In Yuba County the northern half of the
county drought removal is likely and in the southern half drought conditions remains but improves.
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
37 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 2021 is $278,931,580, up
approximately 29 percent from the 2020 value estimate
of $215,152,000. The increase in value can be attributed to the increase in commodity prices for rice, walnuts,
kiwi, prunes, livestock and almonds. Peaches and timber declined in value due to decreases in yield and price. The overall value in Yuba County’s agricultural production
has remained strong with this year’s values reaching the county’s all time high of $281 million.
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 $453,263,817 in 2020. Agriculture accounts for 1 out of every 11 jobs in Yuba County. (Source: Yuba County 2021 Crop Report)
In 2020, Yuba County ranked 31st in gross value of
agricultural production of the entire state of California, third in dried plums and fifth in rice production value. (Source: CDFA)
To access the complete 2021 crop report visit:
https://files4.revize.com/yubaca/Yuba%20County/
Agricultural%20Commission/Crop%20Reports/2021%20
YubaCo%20Crop%20Report%20FINAL.pdf
LEADING AGRICULTURAL COMMODITIES
RANK CROP 2020 2021
1 Rice $75,627,000 $100,866,000
2 Walnuts $37,578,000 $55,705,000
3 Prunes/Dried Plums $22,597,000 $28,801,000
4 Livestock - All $23,468,000 $25,059,000
4 Kiwi $9,096,000 $19,586,000
5 Peaches/Cling $16,125,000 $11,645,000
7 Almonds - All $6,088,000 $6,789,000
8 Pasture - All $5,692,000 $5,692,000
9 Nursery Stock $3,911,000 $4,663,000
10 Timber $2,161,000 $37,580
DRAFT
38 3
The gross value of Sutter County agricultural production for 2021 was $621,366,000. This is an increase of
$52,509,000 or 9.2% below the 2020 total value.
Rice remains the top-ranking crop in 2021 despite
a 30.5 percent decrease in acreage. An increase in
yield and price offset the reduction in acreage as
the total value fell to $174,352,000. In second place,
walnuts total value increase 60.9% to $121,405,000
due to increases in harvested acreage and price. Cling
Peaches remained at third with increases in yield to a
total value of $55,765,000. Remaining in fourth was
processing tomatoes which increased in acreage and
price, and decreased in yield and price, to a total value of $54,964,000. In fifth, nursery products total value
rose to $45,782.000 despite decreases in acreage and
quantity sold. (Source: Sutter County 2021 Crop Report) In 2020, Sutter County ranked 22nd in gross value of
agricultural production of the entire state of California, second in rice and dried plums production, third in peach production, fourth in corn and fifth in bean production. (Source: CDFA)
To access the complete 2021 crop report visit:
https://www.suttercounty.org/home/
showpublisheddocument/5932/638023990424900000
LEADING AGRICULTURAL COMMODITIES
RANK CROP 2020 2021
1 Rice1 $202,525,000 $174,352,000
2 Walnuts $75,448,000 $121,405,000
3 Peaches/Clingstone $51,412,000 $55,765,000
4 Tomatoes/Processing $50,528,000 $54,964,000
5 Nursery Products $43,130,000 $45,782,000
6 Prunes $23,709,000 $42,655,000
6 Almonds $39,789,000 $36,792,000
8 Sunflower Seed $13,356,000 $19,942,000
9 Corn/Field Grain $7,502,000 $7,020,000
10 Hay, Alfalfa $6,371,000 $5,808,000
SUTTER COUNTY
1. Includes seed, does not include Wild Rice
DRAFT
39 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 January 2023
40 41
APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
1 Yuba-Sutter Economic Development District
2023 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
Feather River Bridge
03-3F560 Completed
In Yuba and Sutter Counties at the Feather River Bridge. Scour mitigation and retrofit piers.
$30,972,000 SHOPP 2022
Regional
R2
Short-term
3 3.2
Deck Treatment & Joint Seal Replacement
03-1G720 Completed
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
R3
Short-term
3 3.2
Feather River Scour
03-3F560 Completed
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 2022
Regional
R4
Short-term
3 3.2
Timbuctoo
03-3F510 Completed
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 2022
Regional
R5
Short-term
3 3.2
Replace Aging Sign Panels
03-0J310 Completed
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 SHOPP 2022
CALTRANS PROJECTS - SUTTER COUNTY (CONSTRUCTION)
Regional
R6
Short-term
3 3.2
Live Oak Streetscape, Rehab & Safety
03-3F99U This EA is combined from 3F990/1H150/2H230
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
$37,400,000 SHOPP 2023
Regional
R7
Short-term
3 3.2
Count Station Repair & Install
03-0H420 VAR
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
R8
Mid-term
3 3.2
SUT-99 Lomo Crossing
03-0J910
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.
$12,626,000 SHOPP 2025
PROJECT COMPLETED
6/9/2022
PROJECT COMPLETED
6/9/2022
PROJECT COMPLETED
6/9/2022
PROJECT COMPLETED
6/9/2022
PROJECT COMPLETED
6/9/2022
42 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
2 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R9
Short-term
3 3.2
Multi Location Bike and Ped Improvements
03-0J923
In Sutter County on Route 20 from Stabler Lane to Shasta Street. Enhance crosswalk visibility, add bike lane delineation, install signs and countdown pedestrian barricades to improve bicycle and pedestrian safety. $3,246,000 SHOPP 2023
Regional
R110
Mid-term
3 3.2
Oswald Road Safety Project
03-4H870
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
Regional
R11
Short-term
3 3.2
Bridge Scour Mitigation
03-0J630
In Sutter County at the Sutter Bypass, scour
mitigation and bridge deck surface treatment.
$11,620,000 SHOPP 2028
Regional
R12
Short-term
3 3.2
SUT 99 Live Oak 18-Wire RR Preemption Upgrade
03-0J230
In Sutter County on Route 99 in the town of Live Oak, at Pennington Road.
Upgrade Railroad preemption from 2-wire to 12-wire.
$842,448 SHOPP 2023
Regional
R13
Short-term
3 3.2
SUT 99 Elm Street 18 Wire Railroad Preemption
03-3J040
In Sutter County Route 99 at Elm Street in the City of Live Oak. Upgrade existing 2 wire railroad preemption.
$436,738 SHOPP 2024
Regional
R14
Short-term
3 3.2
Jennings/Knights Curve Improvement
03-2J980
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 $8,630,000 SHOPP 2027
CALTRANS PROJECTS - SUTTER COUNTY (PLANNED)
Regional
R15
Short-term
3 3.2
SR99 Segment Rehabilitation
03-2J230
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.
$56,530,000 SHOPP 2027
Regional
R16
Short-term
3 3.2
Stafford Way Intersection Safety Improvement
03-3J680
In Sutter County on State Route 20 at the intersection of SR-20 and Stafford Way. Install Traffic Signal.
$4,454,000 SHOPP 2025
Regional
R17
Short-term
3 3.2
Humphrey Road Intersection Improvement
03-4J060
In Sutter County on State Route 20 at Humphrey Road. Install Traffic Signal. $394,255 SHOPP 2025
Regional
R19
Long-term
3 3.2
SR 99 Managed Lanes from I-5 to SR 99/70
Managed Lane Facility in both directions from I-5 to the SR 99/ SR 70 Wye junction in Sacramento and Sutter Counties.
$100,00,000 Non-SHOPP 2050
CALTRANS PROJECTS - SUTTER COUNTY (HIGHWAY MAINTENANCE) Regional
R20
Short-term
3 3.2
Bridge Maintenance
03-2G070
In Sutter County on Route 20 near S. Tarke Road. Bridge preservation. $1,642,000 Maintenance 2023
43 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
3 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R21
Short-term
3 3.2
D3 Advance Curve Warning #2
03-2G690
Install Horizontal Alignment Curve Warning Signs. Sutter County at various locations.
$447,000 Maintenance 2023
CALTRANS PROJECTS - YUBA COUNTY (CONSTRUCTION)
Regional
R22
Short-term
3 3.2
YUB 70 Bridge Widening and Rail Replacement
03-1H270
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
Regional
R23
Short-term
3 3.2
Yuba 70 Laurellen to Butte County Line SHOPP & STIP Combine (Seg 4&5) 03-4F38U
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
R24
Short-term
3 3.2
BUT/YUB 70 Seg 3 Combined
03-3H93U
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
03-1E060
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
03-0A570
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
Count Station Repair & Install
03-0H420
470 Locations. Repair existing continuous count stations, install new loops at ramp meters, and install new radar.
$14,372,000 SHOPP 2023
CALTRANS PROJECTS - YUBA COUNTY (PROGRAMMED)
Regional
R28
Short-term
3 3.2
Wheatland Donut Hole Project
03-0H370
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
03-2J800
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
2023
Regional
R30
Short-term
3 3.2
Marysville Railroad Bridge Rehab
03-0H160
$137,665,000 SHOPP 2023
44 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
4 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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.
Regional
R31
Mid-term
3 3.2
YUB 65 CAPM & Drainage
03-0J660
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
Regional
R32
Short-term
3 3.2
YUB 20 Marysville 9th and B St Intersection
03-3J960
In Yuba County on Rote 20. Construct 2 right turn lanes from SB 70 (B St) to WB 20 (9th St).
$936,000 SHOPP 2024
CALTRANS PROJECTS - YUBA COUNTY (PLANNED)
CALTRANS PROJECTS - YUBA COUNTY (HIGHWAY MAINTENANCE)
Regional
R33
Short-term
R33
3 3.2
YUB 20 RHMA Overlay/DIKE/PCC Island Removal
03-1G010
In Yuba County in and near Marysville from Buchanan Street to 0.1 mile East of Levee Road.
$2,006,153 Maintenance 2023
Regional
R34
Short-term
3 3.2
YUB 70 YUB 70 Cold Plane Overlay – HM
03-2G710
In Yuba County on Route 70, approximately 1.4 miles east of Feather River OC.
Preserve the existing facility and prevent further deterioration of the roadway.
$289,000 Maintenance 2024
OTHER Yuba-Sutter Regional Projects
Regional
R35
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
R36
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.
2022 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.
2023 Update: No further progress
Not
Determined
45 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
5 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R37
Long-Term
3 3.2
Wheatland Parkway 1A
Project would construct a new freeway interchange at SR65 and South Beale Road.
Not
Determined
Regional
R39
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.
2022-2023 Update: Levee repairs will be completed in two separate phases:
Project I, the Feather River West Levee Project, includes work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Project II includes 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, 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. SBFCA is currently in design and permitting of the last 1.6 miles of levee along the lower Feather River west levee which is scheduled to be in construction in 2025. The Feather River West Levee Project is on schedule and within budget.
$410,000,000 State of
California,
property
assessment
revenues,
Federal
appropriations.
Phase 2-
open
ended
Regional
R40
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
R41
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 200‐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: The project has completed several phases of construction including Phase 1 on Simmerly Slough between Jack Slough Road and the $92,500,000
$13,000,000
$200,000
U.S Army Corp
of Engineers
YWA
2026
46 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
6 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Marysville High School; Phase 4A on Simmerly Slough in Binney Junction; Phases 2A North and South on the Feather River between 10th Street and the Yuba River; and on the Yuba River the project has completed improvements in Phase 3 between the landfill and Ramirez Road/Simpson Lane and Phase 2C from Highway 70 to the Feather River. A contract is currently being awarded to construct Phase 2B between Ramirez Road/Simpson Lane and Highway 70 on the Yuba River in 2023; and the final phase of construction will be to repair the Yuba River levee beneath Highway 70 in 2024. The US Army Corps of Engineers is also completing a risk assessment of areas not improved in this project to ensure they meet criteria for greater than 200-year level of protection and will implement any repairs/improvements identified in that analysis in 2025-2026.
Regional
R42
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
Regional
R43
Long-Term
3 3.1
South Yuba County Regional Sewer Project
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) and within the City of Wheatland.
2022-2023 UPDATE: OPUD and Wheatland are submitting an application to the Water Resources Control Board Clean Water State Revolving Fund (SCWSRF) for construction funding for the regional pipeline from Wheatland to OPUD and for other necessary improvements to the OPUD wastewater treatment plant.
Not
Determined
YUBA-SUTTER TRANSPORTATION PROJECTS
Regional
YST1
Short-Term
3 3.3
Dial-A-Ride Bus Replacement (6) – Replacement of existing buses to zeroemissions buses.$1,320,000 Federal, State 2023 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 former 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.
2022-2023 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, YubaSutter 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 fund the design, construction and equipping of the new facility is now well underway as more than half of the estimated $47.5 million needed has already been secured from a mix of federal, state, regional and local sources. If sufficient funding is quickly secured, this state-of-the-art zeroemission bus facility and possible future mobility hub could be completed by as early as 2027. Regardless, a new facility will be needed by about 2030 to $47,500,000 Federal, State,
Regional, Local
2027
47 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
7 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
enable a significant number of zero-emission buses to be used in daily operations.
Regional
YST3
Long-Term
3 3.3
Dial-A-Ride Bus Replacement (10) – Replacement of existing buses to zeroemissions buses.$3,500,000 Federal, State 2027 Regional
YST4
Long-Term
3 3.3
Commuter Bus Replacement (6) – Replacement of existing buses to zeroemissions buses.$7,800,000 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.
$13,000,000 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.
2022-2023 UPDATE: 100% Designed, Under solicitation.
$100+M Federal 2023
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. 2022-2023 UPDATE: 95 percent completed, no significant change $1M-$3M Federal 2023
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.
2022-2023 UPDATE: In progress
$4M-$7M Federal 2023
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. 2022-2023 UPDATE: In progress
$4M-$7M Federal 2023
Regional
BAFB 5
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.
2022-2023 UPDATE: Project completed.
$10M-$12M Federal 2020
Regional
BAFB 6
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 7
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 $25M-$27M Federal 2023
PROJECT COMPLETED 2022
48 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
8 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
related to the new JP-8 fuel piping. Install audible alarms on tanks and pump house.
2022-2023 UPDATE: In progress
Regional
BAFB 8
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.
2022-2023 UPDATE: In progress
$3M-$5M Federal 2023
Regional
BAFB 9
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. 2022-2023 UPDATE: Project completed
$5M-$7M Federal 2023
Regional
BAFB 10
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. 2022-2023 UPDATE: Project cancelled 2022, recompeting for funds. $7M-$10M Federal 2024
Regional
BAFB 11
Short-Term
2 2.1
BAFB- Beale WAPA Interconnection Project (BWIP)
Improve Resiliency, Reliability & Redundant Power Delivery. 2022-2023 UPDATE: In progress
$46M-$49M Federal 2023
Regional
BAFB 12
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 2024
Regional
BAFB 13
Short-Term
2 2.1
Base-wide Paving
Renovation of multiple locations on base for asphalt and concrete. 2022-2023 UPDATE: In progress
$2M-$3M Federal 2023
Regional
BAFB 14
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: Project Completed
$4M-$6M Federal 2022
Regional
BAFB 15
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
2022-2023 UPDATE: In progress
$4M-$6M Federal 2024
PROJECT COMPLETED 2022
PROJECT COMPLETED 2022
49 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
9 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
BAFB 16
Short-Term
2 2.1
Dorm Repair
Repair structural damage to two facilities after a severe water leak which damaged flooring and walls.
2022-2023 UPDATE: In progress
$5M-$8M Federal 2023
Regional
BAFB 17
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 2024
Regional
BAFB 18
Short-Term
2 2.1
GH B1200 Repair & Upgrade
Upgrades current facility spaces supporting the Global Hawk to meet mission needs.
2022-2024 UPDATE: Project Completed.
$2M-$4M Federal 2022
Regional
BAFB 19
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 Beale’s infrastructure.
2022-2023 UPDATE: In progress
$1M-$3M Federal 2023
Regional
BAFB 20
Short-Term
2 2.1
Construct Multi-Bay Hangar
Construct a three-bay hangar totaling 125,000 square-foot capable of housing four U-2 aircraft.
2023 UPDATE: Preparing to award
Over $100M Federal 2023
Regional
BAFB 21
Short-Term
2 2.1
Construct 940th Air Refueling Wing (ARW) Squad Ops/AMU
Construct a new facility to serve as squadron operations and aircraft maintenance for the 940 ARW’s KC-135 refueling mission. 2022-2023 UPDATE: In progress
$37M Federal 2022
Regional
BAFB 22
Short-Term
2 2.1
Repair Bowling Alley Air Conditioning
Replace failed HVAC system for the facility.
2022-2023 UPDATE: In progress
$1M-$2M Federal 2023
Regional
BAFB 23
Short-Term
2 2.1
Repair Fire Suppression in U-2 Shelters, B.1068
Repair suppression indication, and notification systems. $1M-$3M Federal 2023
Regional
BAFB 24
Short-Term
2 2.1
Repair Beale Wastewater Treatment Plant
Rehabilitates and upgrades the plant to modern standards. The plant was originally construction in 1944.
2022-2023 UPDATE: Completing 100% design for 2023 execution $15M-$25M Federal 2023
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
PROJECT COMPLETED 2022
50 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
10 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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.
2022-2023 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. 2022-2023 Update: No substantial change
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.
2022-2023 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.
2022-2023 Update: The design phase is complete. No substantial change $1M FHWA 88.53%
County 11.53%
June
2019
Design
Nov.
2026
Const.
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.
2022-2023 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.
2022-2023 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.
2022-2023 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 $80,000,000
51 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
11 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
area capable of supplementing and/or replacing the existing wastewater treatment plant.
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.
2022-2023 UPDATE: The design phase for the segment between North Beale Rd and Hammonton-Smartsville Rd is at approximately 65%. The County applied for EDA funding to complete the construction but was unsuccessful.
The County plans to construct the adjacent storm water basin in 2023-24 which may allow the road to be rough graded. The completion of the road is still dependent on sourcing funding.
$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.
2022-2023 UPDATE: Project design has started, and the County is coordinating with CalTrans. The design is currently at 30% but expected to be complete by 2025.
$35,000,000
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. 2022-2023 Update: No substantial change
$20,000,000
Yuba Co.
Y5
Mid-term
3 3.1
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. 2022-2023 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 funding but is expected to be complete in 2023-2024.
$4,000,000
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.
2022-2023 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is currently wrapping up and punch list items are being completed. The County is currently looking for grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east). $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 $6,500,000 Ongoing
ERLE RD. TO N. BEALE
SEGMENT COMPLETED 2021
PHASE II, HAMMONTON
SMARTVILLE RD. to Linda
Avenue Segment
Completed 2022
52 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
12 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.
2022-2023 Update: County was recently awarded a grant through a Sustainable Transportation Planning Grant cycle to complete a Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan).
Yuba Co.
Y8
Ongoing
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 25 2-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2022-2023 UPDATE: The management of the project was taken over by The Salvation Army Yuba-Sutter Corps. 14Forward upgraded the interiors of all 25 temporary structures including new flooring, new insultation and new walls. In 2022, the facility served 163 people and provided 10,581 shelter nights.
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.
2022-2023 UPDATES: Iowa City Road Bridge Replacement was completed in December 2022. 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 Ongoing
Yuba Co.
Y10
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
2022-2023 UPDATES: Design at 95%. Plan to construct in 2023 3,030,000 ATP 2022
Yuba Co.
Y11
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. 2022-2023 UPDATES: Construction is currently underway. Project is also partnering with OPUD to install sewer/water infrastructure for South County Annexation Project through a grant from ARPA. Construction expected to be complete by Spring of 2023.
6,000,000 ATP/LPP/ARPA 2023
Yuba Co.
Y12
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.
2022-2023 UPDATES: Design at 95%. Plan to construct in 2023 1,550,000 SACOG OneTime Funding
2019
2022
$2,081,000 Iowa Bridge
PROJECT COMPLETED
December 2022
53 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
13 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.
Y13
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.
2022-2023 UPDATES: Initiatives/Projects
The County in the process of assessing its regulatory structure to facilitate more rapid broadband project permitting in the areas of encroachment permits, wireless communication tower deployment, and deployment of conduit for future fiber expansion that complies with California Department of Transportation specifications
Permitting and single point of contact for SiFi Networks open access middle mile fiber microtrenching project in Linda, Olivehurst, Plumas Lake, and future expansion into Arboga to deliver a minimum speed of 1 gigabyte per second symmetrical download/upload speed. Any broadband provider currently operating within, or interested in expanding to, the project areas will be able to serve customers on the network. Work likely to begin in 2023.
Entered into Joint Powers Authority with Golden State Connect Authority to combine staff capacity for future initiatives
Entered into Memorandum of Understanding with Golden State Finance Authority.
Received Local Agency Technical Assistance grant from CPUC for broadband network deployment, broadband feasibility study which will include:
- Conceptual Network design and cost estimation
- Refined High-Level Design and Foundational Planning
- Low-Level Design and Engineering. Received approval for construction drawings.
Outreach is ongoing for Affordable Connectivity Program. 54 percent of county residents are eligible and Yuba County is 7th out of the 58 California counties with 35 percent enrolled.
$125,000
$500,000
EDA Planning
Grant
CPUC
Ongoing
Yuba Co.
Y14
Mid-Term
3 3.2
Garden Avenue Active Transportation Projects
This public works project consists of implementing road improvements to Garden Avenue (from Feather River Blvd to Riverside Drive) in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2022-2023 UPDATES: Newly added project.
2,500,000 ATP 2023
Yuba Co.
Y15
Mid-Term
3 3.2
South Yuba Transportation Improvement Authority (SYTIA) Projects The County and Wheatland, on behalf of SYTIA, have begun advancing projects including the East Wheatland Expressway and a new connector at South Beale Road and State Route 65.
2022-2023 UPDATES: Newly added project.
620,000,000 SYTIA 2023
Yuba Co.
Y16
Mid-Term
3 3.2
West Linda ATP Project
The County was awarded (pending CTC vote) $27milliion to implement road improvements throughout West Linda to transform the community with sidewalks, bicycle lanes, and drainage and street improvements. 27,000,000 ATP/YWA 2023
54 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
14 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2022-2023 UPDATES: Newly added project.
Yuba Co.
Y18
Mi7-Term
3 3.1
Lindhurst Corridor Beautification Project
The County is currently seeking design and construction funds to ultimately beautify and enhance Lindhurst Avenue from Erle Road to State Route 70. This project consists of major complete street improvements such as sidewalks, bicycle lanes, landscaping, and storm drainage necessary to revitalize the commercial corridor. The County is currently installing the first phase of storm drainage infrastructure from the Chestnut Pond to Scales Avenue. 2022-2023 UPDATES: Newly added project.
25,000,000 Local/State/Fe
deral
2023
Yuba Co.
YA1
Mid-term
3 3.1
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.
5,000,000
Yuba Co.
YA2
Mid-term
3 3.1
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.
$13,000,000
Yuba Co.
YA3
Short-term
3 3.2
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.
$3,800,000
Yuba Co.
YA4
Short-term
3 3.1
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.
$2,300,000
Yuba Co.
YA5
Mid-term
3 3.1
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. $2,500,000 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. 2022-2023 Update: Project Completed September 2022
1,813,067 Federal, local 2022
Yuba Co.
YA7
Short-term
3 3.1
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
PROJECT COMPLETED
September 2022
55 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
15 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.
YA8
Short-term
3 3.1
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.
YA9
Short-term
3 3.1
Site Improvements to Airport Parcel in Industrial Park Site No. 5 Grading and infrastructure to Airport parcel with bi-modal access. Include grading, storm drainage, water, wastewater and utilities. $980,000 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.
2022-2023 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.
2022-2023 RD784 Update: No change.
$2,750,000
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.
2022-2023 RD784 Update: RD784 was awarded grant funding through Prop. 1 to finish the SCADA connection phase. Components for the project are now in the fabrication stages. Estimated completion in 2023. $1,800,000 Local Funds 2024
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.
2022-2023 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, Costco and the commercial area in Linda.
2022-2023 RD784 Update: RD784 was awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). Components for the project are now in the fabrication stages. Estimated completion in 2023. $200,000 Local Funds 2024
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.
2022-2023 RD784 Update: No change.
$1,050,000
Yuba Co. 3 East Linda Drainage $4,500,000
56 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
16 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
RD7
Mid-term
3.1 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.
2022-2023 RD784 Update: No change
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.
2022-2023 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. 2022-2023 RD784 Update: No change
$1,700,000
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. 2022-2023 RD784 Update: RD784 was awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). Components for the project are now in the fabrication stages. Estimated completion in 2023. $200,000 Local Funds 2024
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.
2022-2023 RD784 Update: Pump Station 10 was partially completed in 2014 with supervisory control and data acquisition (SCADA) electronic controls.
Other parts of the Regional Drainage Facility improvements, in addition to the Ella Detention Basin, include 2 additional detention basins, outfall piping along Murphy Rd., outfall structure on the waterside of the levee, and a 3rd pump.
The South Ella Detention Basin was completed in 2019 and construction of the Wheeler Ranch Detention Basin B has started but is not expected to be completed until development returns to Wheeler Ranch. Remaining phases await funding.
$6,000,000 Local funds 2026
Yuba Co.
RD12
Short-term
3 3.1
Lateral 14 Culvert Replacements
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.
2022-2023 RD784 Update: The District is researching grant opportunities. $250,000 Local Funds TBD
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.
2022-2023 UPDATE: Currently completed 60 percent of design project and working on completing an additional grant by 1/31 for additional funds that are needed for construction implementation for fully requested project completion.
$2,400,000 Federal,
State
57 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
17 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.
OPUD2
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.
2022-2023 UPDATE: Submitted application to move forward with design of the project for Technical Assistance with DWA. DWA informed me yesterday, 1/10 that they currently don’t have a contract with a TA provider and are back logged on TA request and will provide Design fund once a TA provider is established and there caught up on their back log.
$950,000 Federal,
State
Yuba Co.
OPUD3
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. 2022-2023 UPDATE: The south county project has sent the state request for funding of the project and will hear back around May for approval or denial of requested fund.
$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.
2022-2023 UPDATE: It is anticipated this project will begin early in 2023 based upon verbal notification of a $6 million grant from State SRF program. $18,000,000 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.
In the Fall 2020, with funding from SNC and the CEC EPIC grant, CCP was able to complete the extensive preliminary design and engineering for the facility including bid packages for major equipment.
The planning and engineering solidified costs and site plans needed. Through 2021, CCP began working with their developer and design and engineering team. Inflation and rising costs required CCP to pivot in 2022 and re-evaluate and search for cost savings as well as the need to secure additional funding from investors and grant opportunities.
2023 Update:
● Entered into a land agreement for the purchase of an 100 acre parcel including the 11 acres for the current bioenergy site. ● Secured interest for the development of a co-located sawmill ● Secured a Timberland Conversion Permit (TCP):
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).
● Secure a loan for interconnection costs from YWA
● Update permits and contracts with local and state agencies. 326,455
394,837
47,817
1,346,000
4,900,870
470,000
Sierra Nevada
Conservancy
USDA
National Forest
foundation
YWA
California
Energy
Commission
EPIC
CA Dept. of
Conservation
2025
58 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
18 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
● Develop a business plan for the bio-energy facility
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 2024- 2025.
Yuba Co.
YWA1
Mid-term
2 2.1
Research Innovation 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
Three Rivers Parkway 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.
2022-2023 Update: Phase I: 20 miles of trails on the Feather River was completed
Phase I
$8.5 Million
YWA
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. 2022-2023 Update: Yuba Water is now working with a team of engineers to bring the project to a 100 percent design phase and is exploring potential partners to collaborate on this important multi-benefit project. Construction on the new spillway is expected to take three to four years. Both the cost and schedule are rough estimates at this time but are expected to be more clearly defined as the project is further designed. The agency is currently exploring additional funding partners for this critical project $240,000,000 YWA 2027
PROJECT PHASE I
COMPLETED 2022
2022September 2022
59 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
19 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.
YWA4
Mid-term
2 2.3
Water Education Center
Yuba Water Agency and its partners are in the planning process on a Water Education Center along the Yuba River to educate Yuba County students and residents about the value of the area’s water resources, from farming to hydropower, the environment and more. 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, however the Yuba Water Agency Board of Directors has not yet determined what the overall scope of the project will be. If the community expresses interest in such a facility, Yuba Water Agency will seek supplemental funding support from grants and interested private industry partners.
Yuba Co.
TRLIA1
3 3.1
Yuba River North Training Wall
The Yuba Goldfields North Training Wall (NTW) is located on the right bank of the Yuba River, approximately eight miles northeast of the city of Marysville in Yuba County. The NTW is approximately 12,000 feet in length, it was constructed by the California Debris Commission in 1899 to confine the Yuba River and to facilitate the migration of mining debris within the floodway. The use of mining tailings was used to construct the NTW and although not an authorized flood control project, it does provide limited flood protection for the community of Hallwood. However, there have been changes over time, changes both in height and width due in part to erosion from high-water events, such as in 2017 and 2018, when Hallwood experienced localized shallow flooding. The project is being constructed in two phases. 2022-2023 Update: The project is being constructed in two phases. Phase I work was completed in early 2022 and included reshaping the NTW embankment to provide a more stable geometry and address the height and width reductions that had occurred over time and ongoing, persistent erosion from storm events. Phase II work, indicated in blue on the map, includes construction of a high ground tie-in embankment to extend to the north end of the NTW upstream and for a contiguous line of protection that further reduces flood risk to the Hallwood community, the City of Marysville, and portions of Reclamation District 10. The Phase II project, which is still under design, will include potential ecological enhancement components: riparian aquatic habitat creation, fish passage enhancement, and salmonid foraging enhancement.
Phase I
$3,000,000
Phase II
$2,425,961
$9,703,842
YWA
Local, YWA
Prop 68 Funds
Yuba Co.
TRLIA2
3 3.1
The Yuba Goldfields 200-Yr Levee Project
The Yuba Goldfields 200-Yr Levee Project is a recently completed 2.5 mile long levee that ties into the previously improved Upper Yuba River Levee and is designed to prevent water from the Goldfields from inundating the communities of Linda, Olivehurst, Arboga and Plumas Lake. This 2.5-mile-long levee complies with both State requirements for 200-Yr Urban Levee Design Criteria (ULDC) and CA Water Code Title 23 for urban levee flood protection. 2022-2023 Update: Construction began on this levee project in May of 2020 and was completed in Spring of 2022
$54,000,000 YWA, DWR
Yuba Co.
TRLIA3
3 3.1
Climate Resiliency Project
Upon realization of all state and federal funding, the money will be used to complete design and implementation of the Climate Resiliency Project, which will create a uniform level of protection for Plumas Lake, Arboga, Linda and Olivehurst. Those areas are currently certified at the 200-year level of protection for the state. This project will increase that level significantly, and, when combined with Yuba Water’s planned Atmospheric River Control Spillway at New Bullards Bar Dam, the area could potentially see up to a 500- year level of flood protection.
$41,600,000 Prop 1E
($9M) YWA
FEMA
PROJECT COMPLETED
SPRING OF 2022
PHASE I PROJECT
COMPLETED 2022
60 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
20 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2022-2023 Update: Three Rivers Levee Improvement Authority will combine the Yuba Water grant funding with approximately $3 million in state funds from the Disaster Preparedness and Flood Protection Bond Act of 2006 (Proposition 1E) to complete the design work and feasibility study and plans to pursue the remaining construction costs from Federal Emergency Management Agency’s Building Resilient Infrastructure and Communities grant program.
Yuba Co.
TRLIA4
3 3.1
Goldfields Multi-Benefit Project Feasibility Study
The purpose of the Goldfields Multi Benefit Study is to develop a replacement feature for the 100-year embankment that is outside of the approved mining areas for both the dredge operations and aggregate extraction and that addresses the increase in flood risk associated with Western’s reclamation plan. The study will include opportunities to expand the Yuba River floodway to reduce flood stages and provide for ecosystem enhancement. The intent will be to develop an alignment for the flood protection embankment that will have a flood control easement that will allow for both the existence of the feature as well as OMRR&R.
2022-2023 Update: Three Rivers Levee Improvement Authority will combine the Yuba Water grant funding with approximately $400,000 in state funds from the Disaster Preparedness and Flood Protection Bond Act of 2006 (Proposition 1E) to complete a feasibility study on construction of a Multibenefit project south of the Yuba River downstream of Daguerre Point Dam. $500,000 YWA
DWR
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 $15,000,000 CDBG, local
funds
Unknown
61 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
21 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
both social service and recreational needs for Live Oak’s growing population.
The city is currently seeking funding for a Phase 1 gymnasium.
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
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.
2022-2023 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. No Significant update
$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.
2022-2023 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. No Significant update
$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.
2022-2023 UPDATE: Construction is expected to be completed in 2023. The water main was completed in early 2020 allowing the reconstruction to $1,094,776 SACOG, CDBG 2022
62 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
22 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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.
ALive 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. 2022-2023 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.
2022-2023 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 2023 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.
2022-2023 UPDATE: The City of Live Oak continues to seek funding for improvements outlined in the plan. No significant change 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.
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 bed can be relocated, providing a permanent solution (project M5), this public works project will remove a major impediment.
2022-2023 UPDATE: No update currently. Funding has not been identified. $1,000,000 2025
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 $950,000 2025
63 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
23 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
a pedestrian mall along the south shore of Ellis Lake, to improve walkability between those two economic districts.
2022-2023 UPDATE: No update currently. No funding available and rerouting state highway from 9th does not appear to be a priority for the State.
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.
2022-22023 UPDATE: The City of Marysville continues to look for additional funding to upgrade and renovate Ellis Lake with the addition of park amenities, replacement and or widening paths to increase walkability and alternative usage and ADA accessibility to include bikes and exercise areas, improve public safety through the replacement of existing lighting. $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. 2022-2023 UPDATE: Project completed.
$3,516.000 State Active
Transportation
SACOG
City
2022
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. 2022-2023 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. 2022-2023 UPDATE: The city’s projects has been submitted for CDBG funding approval and pending a decision on approval. Project is still pending funding $3,000,000 CDBG 2022
Aeration PROJECT
COMPLETED 2020
Nutrient Management
Study COMPLETED
2021
5 th Street Project from
E Street to the 5th
Street Bridge
completed 2022
64 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
24 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
approval from The State of California’s Department of Housing and Community Development.
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.
2022-2023 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.
2022-2023 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 2050 General Plan
This project’s purpose is to help shape the future direction of the City, to address key issues of walkability and historic character; promote investment, build on and improve Ellis Lake, the rivers, parks and programming; add vibrancy, housing, nightlife, entertainment, services and activities; improve bicycle and pedestrian facilities and transit options; and more. 2022-2023 UPDATE: Project is in process.
2023
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. 2022-2023 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.
2022-2023 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 $1,000,000 2025
65 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
25 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
area includes Riverfront Park and boat launch ramp, restrooms, soccer fields, vehicle parking, bicycle and pedestrian/jogging pathways, decommissioned sewer ponds.
2022-2023 UPDATE: No update to this project. Funding has not been identified.
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.
2022-2023 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 3.1
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.
2022-2023 UPDATE: Funding is currently being sought to complete project. $350,000 2022
Marysville
M15
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. 2022-2023 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. The City has budgeted an additional $50,000 for enhanced playground equipment. $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 $50,000 Unknown Unknown
66 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
26 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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. 2022-2023 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.
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 ARPA/SACOG/
Developer
contributions
2023-
2024
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 ANTICIPATE
SACOG
COMMUNITY
DESIGN
FUNDING
2025
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.
2022-2023 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 $7M SHOPP, CMAQ,
SACOG,
FLAP,
Impact Fees
2022
67 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
27 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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.
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.
2022-2023 UPDATE: PLAN COMPLETED IN 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
2022-2023 UPDATE: Project is underway and will be completed in 2023 $1.4M DWR
YCA
2023
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 $600,000 Unknown 2022
PROJECT PLAN
COMPLETED 2022
68 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
28 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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.
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
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.
2022-2023 UPDATE: Design project to go to bid in 2023.
$2,500,000 SACOG
Gas Tax/SB1
ATP
RUCS
2024
Wheatland
W13
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.
2022-2023 UPDATE: The city submitted a Prop 68 Rural Recreation and Tourism Facilities grant in January 2022. Award announcements are expected later this year. The City did not receive funding in 2022. $5,000,000 Unknown 2026
Wheatland
W14
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.
2022-2023 UPDATE: PROJECT COMPLETED IN 2022.
$130, 500 SB 2 2021
Wheatland
W15
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.
2022-2023 UPDATE: PROJECT COMPLETED IN 2022
$29,500 SB 2 2021
Wheatland
W16
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
$65,000 HCD
(LEAP Grant)
2021
PROJECT COMPLETED
2022
PROJECT COMPLETED
2022
69 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
29 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Cycle (2021-2029) Housing Element Update using grant funds available from the Local Early Action Planning (LEAP) Grants Program.
2022-2023 UPDATE: Housing Element has been prepared and is awaiting certification from HCD.
Wheatland
W17
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.
2022-2023 UPDATE: Housing Element has been prepared and is awaiting certification from HCD.
$10,000 SACOG
(REAP)
2021
Wheatland
W18
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. 2022-2023 UPDATE: Project should be completed in 2023
$40,000 SACOG
(REAP)
2022
Wheatland
W19
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 re-purposed for other uses.
2022-2023 UPDATE: A Basis of Design Report was completed in 2021.
Completion of design expected in 2023. Construction funding being pursued through state CWSRF program.
$130 M Design-YWA
State CWSRF
Yuba County
2025
Wheatland
W20
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.
2022-2023 UPDATE: Efforts to build the collaboration described above are ongoing.
70 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 incorporate statutory changes, changes within the City and include mechanisms to help streamline growth, facilitate implementation of the City’s new Housing Element. The update includes all general plan 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 low- and 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 3.2
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 is in the process of being widened from Gray Avenue to Cooper Avenue with completion anticipated at the end of 2023 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.
2022-2023 UPDATE: Conceptual design for the final phase between SR-99 and Gray Avenue will commence in 2024 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.
2022-2023 UPDATE: Final design is in progress with construction anticipated to commence and complete in 2024.
$5,200,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
2024
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.
2022-2023 UPDATE: Final design is in progress with construction anticipated to commence and complete in 2023.
$2,483,000 Active
Transportation
Program,
Regional
Surface
Transportation
Program, Local
2023
71 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
31 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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 Undetermined,
Grants
2025
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 Undetermined,
Grants
2025
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. 2022-2023 UPDATE: The first phase involves completing a Feasibility Study with assistance from a $200,000 Caltrans grant. The Feasibility Study will be completed in 2023. 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. 2022-2023 UPDATE: The project is being advertised for bids in January 2023 with construction anticipated to begin in June 2023 upon State approval. $3,500,000 State Revolving
Fund Loan
2023
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. 2022-2023 UPDATE: The well was drilled and tested in 2022. Bids for the pump and above-ground piping will be advertised in February 2023 with installation completed prior to Summer 2024 depending upon electrical/mechanical equipment availability.
$4,350,000 $750,000
Bureau of
Reclamation
Grant,
remainder City
water funds
2022-23
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. 2022-2023 UPDATE: Design and environmental/permitting will commence in 2023 with construction anticipated in 2024.
$6,500,000 $6,325,000
DWR Grant,
remainder City
water funds
Ongoing
72 APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
32 Jurisdiction
Project No.
Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
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 Falls. This project will ensure the City’s capability to safely treat wastewater for existing customers, as well as future development.
2022-2023 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. Project will be advertised for bids once funding and permits are secured.
$35,000,000 Unmet Need Ongoing
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
Yuba City
CYC16
Short-Term
4 4.2
Local Roadway Safety Plan
The plan will create a framework to systematically identify, analyze, and prioritize safety improvements on roads in Yuba City.
$80,000 Highway Safety
Improvement
Program, Local
2023
Yuba City
CYC17
Short-Term
4 4.2
Citywide Signal Hardware Upgrades
The project will improve signal hardware at 56 intersections throughout Yuba City. Improvements will include installation of new reflective backplates and upgrades to bulbs and lenses.
$1,082,000 Highway Safety
Improvement
Program, Local
2023
Yuba City
CYC18
Short-Term
4 4.2
Roadway Safety Signing Audit and Upgrades
The project will evaluate roadway signing on critical corridors in Yuba City for safety and generate the necessary information and prioritization to proceed with signage replacement and installation.
$1,835,400 Highway Safety
Improvement
Program
2023
Yuba City
CYC19
Short-Term
4 4.2
Pedestrian Safety Crosswalk Upgrades
The project will improve crosswalks at 15 unsignalized intersections, primarily near schools, in Yuba City. Improvements will include installation of high visibility striping to crosswalks, advance stop bars, and yield lines. $200,000 Highway Safety
Improvement
Program
2023
Yuba City
CYC21
Short-Term
4 4.1
Plumas Street Historic District and Water Tower Park Improvements The project will help transform, beautify, and connect the Plumas Street Historic District with other improvements already completed in downtown Yuba City to create a cohesive downtown area enhancing civic pride and drawing businesses and visitors to this shopping and recreation district.
Project elements include improvements to the Water Tower Park lighting improvements, construction of placemaking gateway arch, and development of a "Clean and Safe Yuba City" litter abatement campaign. 2022-2023 Update: The City was awarded $2,335,888 Clean California Local Grant. Construction is anticipated to begin in 2023.
$2,235,888 Clean
California Local
Grant Program,
Local
2023
73 YUBA-SUTTER ECONOMIC
DEVELOPMENT DISTRICT
2022 CEDS ANNUAL
PERFORMANCE
REPORT
ABSTRACT
The Annual CEDS Performance Report
for 2022 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,
2022 through December 31, 2022
DRAFT
74 i
2022 Annual CEDS Performance and Update Report
EDA Investment #22SEA3020024
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 23-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 and appendices can be found on YSEDC’s website:
https://www.ysedc.org/strategy
Yuba-Sutter Economic Development Corporation is pleased to submit its 2022 CEDS Annual Performance Report to the EDA.
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Table of Contents
Introduction...........................................................................................................................................................i 2022 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 2022....................................................................................................................7 Goal 1 – Create and maintain a competitive region through economic development....................................7 Goal 2 – Develop, retain and attract talent....................................................................................................10 Goal 3 – Improve and modernize infrastructure ............................................................................................12 Goal 4 – Foster overall quality of life and place..............................................................................................23 Economic Disaster, Recovery and Resiliency......................................................................................................29 Report on Economic Development Activities.....................................................................................................30 Schedule of Goals - YSEDC ..................................................................................................................................33 Schedule of Goals - Region
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2022 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 2022-2023 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 Bank of the West Assistant Vice President Banking/Finance, Community Leader Molly Bloom Sutter County Museum Museum Director/Curator Nonprofit, Arts & Culture Johnny Burke Sutter Yuba Homeless
Consortium
Director Nonprofit, Private Individual
Justine Dutra Y.S. Farm Bureau Executive Director Agriculture, Workforce Development Rachel Farrell Harmony Health CEO Healthcare, Private Individual Chuck Ferguson Wide-Awake Geek Owner Entrepreneur & Startup Bus Development, community workplaces
Johnnise FosterDownsPG&E Public Affairs Utilities, Private Individual Matt Goody UA Local Union 228 Business Manager Union, Private Individual Beth Hammes Local Union 228 Training Coordinator Union, Private Individual Bob Harlan Yuba-Sutter-Colusa United Way Executive Director Nonprofit, Low-income, Poverty, Community Leader
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,
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 DRAFT
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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 One Stop CEO Public, Workforce, Education Jeremy Brown Yuba College Vice President Education, Public Samuel Bunton Yuba County Assistant Director, Public
Works
Government, County
Vincenzo Corazza City of Marysville Planning Dept Government, City Brian Davis Linda County Water District General Manager Government, District Tawny Dotson Yuba College President Education, Public
Rachel Downs Yuba County Project Manager,
Community Development
& Services Agency
Government, County
Jim Goodwin City of Wheatland City Manager Government, City Neal Hay Sutter County Director Development
Services
Government, County
Calvin Hendrix Beale AFB 9
th Civil Engineer
Squadron
Government, Military
Caron Job Yuba County One Stop CEO Government, Education, Workforce Suki Johal Caltrans Associate Transportation
Planner - North Branch
District 3
Government, State
Diana Langley City of Yuba City City Manager Government, City Mike Lee Yuba County Community Development
& Services Agency
Director
Government, County
Creig Marcus Enterprise Rancheria Estom
Yumeka Maidu
Tribal Administrator Native American, workforce, tourism 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, City Kyle Morgado Yuba County TRLIA Operations Manager Government, County, Flood Protection Aaron Palmer City of Live Oak Interim City Manager Government, City Dan Peterson County of Yuba Director of Public Works Government, County, Public Works Sean Powers Yuba County Assistance CAO Government, County Jim Schaad City of Marysville City Manager Government, City Jackie Sillman Yuba Water Agency Community Impact &
Development Officer
Public, Hydro Power, Flood Control
Sean Stapler, Lt.
Col.
Beale AFB Commander, 9th Civil
Engineer Squadron
Government, Military
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 DRAFT
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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 to now rank 85 out of 384 Metropolitan Statistical Areas. Since 2018, it improved by 96 rankings according to POLICOM, an independent research company that specializes in studying the dynamics of local economies.
Although the COVID-19 pandemic had a major impact to all sectors of the region, both private and public, the region has bounced back for the most part except for three factors which are currently affecting businesses in the region. These factors include workforce, cost of goods and supply chain issues and are reflected in the region’s demographics.
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
2021 and December 2022, the
region’s annual labor force
declined from 75,600 to
75,000 which was a 0.13
percent decrease over the
year. Between 2011 and 2021,
the number of individuals
counted as part of the labor
force increased by 600 or 8
percent over the 10 years. The
region has 58.3 percent
participation rate. For
purposes of comparison,
California has 63.9 percent
and the nation has 63.2
percent. The region is
currently experiencing an abundance of jobs but is lacking an experienced/trained workforce to fill these jobs.
Source: State of California Employment Development Department – Labor Market Information Unemployment
The region’s 2022 annual average unemployment rate (6.3 percent) was 171.67 percent higher than the national average (3.67 percent) and 157 percent
higher than the state’s (4.0 percent). Rates
are not seasonally adjusted. Since the Yuba
Sutter Economic Development District 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 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 & Bureau of Labor Statistics
70000
71000
72000
73000
74000
75000
76000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Regional Labor Force 2011 - 2022
0 2
4 6
8 10
12 14
16 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Region, State, and US Annual
Unemployment Rates 2013-2022
Yuba City MSA California US
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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 2021, Yuba City MSA had a per capita personal income (PCPI) of $51,174. This PCPI ranked 255th in the United States and was 79.8
percent of the national average of $64,143. The 2021
PCPI reflected an increase of 6.7 percent from 2020.
The 2020-2021 national change was 7.3 percent. In
2011, the PCPI of Yuba City was $34,080 and ranked
283rd in the United States. The 2011-2021 compound
annual growth rate of PCPI was 4.1 percent. The
compound annual growth rate for the nation
was 4.1 percent.
In 2021, Yuba City MSA had a personal income of $9,338,369*. This personal income ranked 244th in the United States. In 2011, the personal income of Yuba City MSA was $5,708,358* and ranked 249th in the United States. (Source: U.S Department of Commerce Bureau of Economic Analysis). *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 $54,183 as of 2022Q2. Average annual wages per worker increased 5.1 percent in the region over the preceding four quarters. For comparison purposes, national annual average wages were $67,777 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 Management of
Companies and Enterprises ($99,455), Mining,
Quarrying, and Oil and Gas Extraction ($98,229),
and Finance and Insurance ($80,971). Regional
sectors with the best job growth (or most
moderate job losses) over the last 5 years are
Accommodation and Food Services (+1,989
jobs), Health Care and Social Assistance
(+1,108), and Transportation and Warehousing
(+1,020).
Over the next one year, employment in the Yuba
City MSA is projected to expand by 742 jobs. The
fastest growing sector in the region is expected
to be Arts, Entertainment, and Recreation with
a +3.8% year-over-year rate of growth. The
strongest forecast by number of jobs over this period is expected for Health Care and Social Assistance (+199 jobs), Accommodation and Food Services (+148), and Agriculture, Forestry, Fishing and Hunting (+105). (Source: Jobs Eq.
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics, and imputed where necessary.)
$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 2022Q1, Yuba City MSA had 5,408 establishments, a 2.25 percent increase from 5,289 in 2021Q1. Source: JobsEQ Gross Domestic Product
Gross Domestic Product (GDP) is the total value of goods and services produced by the region. In 2021, Yuba City MSA produced $8,104,050 in current-dollar total GDP* compared to 2020 total GDP of $7,384,911. This GDP ranked 272nd among MSAs. In 2021, real GDP grew 3.8 percent. For purposes of comparison California grew 7.8 percent and the nation grew 6.2 percent.
Industry Composition: Goods- and
services-producing 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 2021, 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.
0 1,000
2,000
3,000
4,000
5,000
6,000
2011Q1 2012Q1 2013Q1 2014Q1 2015Q1 2016Q2 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 Establishments
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
GROSS DOMESTIC PRODUCT
GDP estimates are in thousands of dollars
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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 2021 versus 2022
Employment/Workforce - Yuba City MSA
2021 2022 Trend
Employment Growth (Annual) 71,200 70,700 .7%
Labor Force 76,200 75,500 .9%
Unemployment (Annual Not Adjusted) 10.2% 6.07% 4.13%
Annual Wages (Q3) $51,321 $54,183 5.6%
Economic - Yuba City MSA/USA
Yuba City MSA
2021
Yuba City MSA
2022
USA
2022
Trend
Poverty Levels 15.5% 14% 12.8% 9.6%
Median Household Income $58,605 $61,676 $64,994 5.2%
Yuba City MSA
2020
Yuba City MSA
2021
Wealth Creation (Gross Domestic Product)
2020 vs 2021
$7,384,911,000 $8,104,050,000 9.74%
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Education Attainment - Yuba City MSA/USA
Yuba City MSA
2021
Yuba City MSA
2022
USA
2022
Trend
No High School Diploma 17.7% 19.11% 10.5%
High School Graduate 23.6% 23.68% 25.4%
Some College, No Degree 28.3% 27.1% 20.5%
Associate degree 11.1% 10.86% 9.3%
Bachelor’s Degree 13.4% 13.22% 21.6%
Postgraduate Degree 6% 6.03% 12.7%
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 2022
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; and 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 2022, there were 38 project inquiries for the region which had the potential private investment of $2.248 billion and the creation of over 5,028 jobs. Unfortunately, the region was unable to site all but one, which is still under discussion.
The two counties have continued support of their largest employers, Beale Air Force Base and agriculture. The pandemic, on-going drought conditions, and supply chain issues did adversely affect agriculture and agriculturebased tourism. However, Yuba County’s agriculture’s 2021 gross value increased by 29 percent from the 2020 values and Sutter County increased approximately 9.2 percent.
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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. The region must continue to support and enhance base/community engagements to support Beale Air Force Base and its missions. In 2022, Beale Air Force Base completed 4 of the 24 construction/renovations projects listed in Appendix V of the CEDS. These projects represented at minimum $29 million in Federal Funds out of $426 million designated to the projects.
Sutter County Superintendent of Schools announced the new Cosmetology School will be open to students beginning in February 2023 aligning with their vision of creating opportunities for students outside of a two or four-year university experience.
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). All parties are in final stages of submitting funding request for the expansion of water and wastewater line.
The expansion has already generated several inquiries from a diverse range of businesses.
Tactic 2 – Boost Entrepreneurial Development: There were 87 inquiries for business financial assistance of which 12 were for start-ups. Most of these businesses were not ready and were referred to Ken Freeman Consulting Services, 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 and began implementation in January 2022. In 2022, YSEDC referred 46 businesses for this business assistance and 25 accepted assistance, 2 startups opened and currently employ 7 fulltime employees and 10 businesses are still in development process. In addition, YSEDC offered QuickBooks Online training to 6 businesses with 4 completing the training and 2 receiving a one-year online scholarship. YSEDC also partnered with Wide Awake Geek (WAG) which provided 15 new entrepreneurs and startups the process of starting a business and 4 annual small desk scholarships. WAG, in partnership with Yuba College, initiated an inaugural Yuba-Sutter Maker Faire to celebrate creativity and provide a networking venue for creatives and innovators to show their craft and share their passion.
Tactic 3 – Maintain, Promote and Expand Regional Businesses: The Yuba-Sutter Business Consortium, a committee of YSEDC, conducted a business outreach walk in November 2022 in Yuba City’s Garden Highway Industrial Area. The purpose of the walk was to determine current health and needs of businesses in the survey area. Of those surveyed, 56 percent reported their business was up, 25 percent were down, and 12.5 percent were steady or fluctuated between up and down. The businesses surveyed reported their greatest challenge was workforce and related issues, followed by rising cost of goods and supply chain issues, and thirdly by business marketing challenges. The most requested business resource was assistance in addressing the issue of lack of qualified workforce and assistance with hiring, training, and vetting.
YSEDC in partnership with Sutter County and Yuba County, implemented a Micro Business Grant Relief program.
This program is funded by California Office of the Small Business Advocate (CalOSBA) and its purpose is to provide relief to very small businesses with gross revenues under $50,000. There were 73 microbusinesses funded a total of $180,000. Awards were $2,500 per business.
Sutter and Yuba County One Stops provided 9,666 business services to employers; promoted 373 employment opportunities for employers, provided 9,541 employment services to individuals; hosted 38 job fairs/on-site and DRAFT
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virtual recruitments; initiated 45 on-the-job training contracts; assisted 29 individuals with lay-off aversion and had 403 net jobs created. There was overall a 21 percent decrease in workforce services over the previous year and most likely is the result of the improved job market and jobs filled.
YSEDC provided a variety of technical/financial assistance resources and referrals via 18 email campaigns to 3,900 businesses in the past 12 months with an open rate of 41 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, marketing, and general business technical assistance.
Yuba-Sutter Chamber of Commerce provided 107 business networking events to 5,951 businesses, 7 educational business webinars to 103 businesses and made multiple referrals to other Yuba-Sutter Business 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. The Chamber was instrumental in organizing the Marysville Business Alliance, whose mission is to revitalize the city of Marysville through community events and create a unified voice to represent the business community. The Chamber’s Yuba-Sutter Restaurant Association in partnership with United Chamber Advocacy Network, joined with the California Restaurant Association and the California Asian Chamber of Commerce to oppose AB 257 which unfortunately passed with a narrow margin.
Currently they have joined Save Local Restaurants Coalition to place a measure to repeal AB 257. The landmark law creates a mandate for a first-of-its-kind council to set standards for franchise restaurant workers' hours and other workplace conditions. It also could raise the workers' minimum wage as high as $22 an hour.
The Marysville Business Alliance (MBA) mission is to revitalize Marysville through community events and create a unified voice to represent the business community at a City and County level and set the direction and vision for the future, incorporating the deep history of the area, music, arts, and culture. The MBA is made up of more than 30 participants who are focused on efforts that create opportunities to grow business for Marysville. The group is actively engaged with the City of Marysville staff and elected officials. They are involved in creating events that attract business to downtown as well as participating in existing events such as Bok Kai, Peach Festival and Christmas Parade to enhance and boost business. The MBA is also involved in pursing grant opportunities to beautify Marysville. Recently MBA contributed their recommendations in a grant proposal to SACOG focused on community design for Historical Downtown Marysville walkability improvements. The MBA meets monthly and is open to anyone with interest in the business growth and development of Marysville.
One of Yuba County’s larger employers, Hard Rock Hotel & Casino Sacramento at Fire Mountain, opened its HARD ROCK LIVE music and entertainment venue in June 2022. With a design approach focused on innovative staging, the latest technology and unrivaled guest amenities, HARD ROCK LIVE serves as a flexible event center with the capability to host a multitude of programs including live shows, a variety of premier sporting events, galas and more and is currently looking at 75 shows and events in 2023 and anticipates another 15-20 outside uses of the facility including tradeshows, meetings, charity events, other activities, and even weddings.
Hard Rock Hotel & Casino Sacramento at Fire Mountain is continuing to focus on securing the 341 acres between the existing casino and Toyota Amphitheater for future ownership and development. They are currently developing a Letter of Intent to purchase and intend to start having master planning discussion in mid-2023 to brainstorm future development for the Tribal business diversification and for supporting the growth of the sports and entertainment zone. Hard Rock Hotel & Casino Sacramento at Fire Mountain continues to support the community philanthropically and in 2022 made charitable donations and in-kind gifts totaling $1million to community entities, including $100K to Adventist Rideout Cancer Center.
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In Yuba City, a new 93-unit Holiday Inn Express with a swimming pool in the 500 block of Shasta Street is near completion and has begun the process of hiring. It is anticipated 75 jobs will be created. Hampton Inn is in process of a 50-room expansion. There were several other retail stores opened in 2022 which have created approximately 180 to 200 jobs. These include Hobby Lobby (65 jobs), Burlingtons (85 jobs), 5 Below and Turner Outdoorsman (approximately 25 jobs).
In Yuba County, According to Yuba County Media and Community Relations Coordinator Russ Brown, officials from Costco and local property owners have now completed a monthslong private negotiation to bring the warehousestyle store to the area. The store is expected to be about 160,000 square feet in size. Job creation is projected to be 175.
In Marysville, there have been 3 new businesses located within the city and one large development project. • Habit Burger: Located at 723 E Str. Opened in Feb. 2022. Created approximately 18 jobs. • 7-Eleven Convenience Store: Located at 501 5th Street and includes filling station outfitted with electric vehicle rechargers. $6,705,000 project opened December 2022, created approximately 11 jobs. • Dutch Bros. Coffee: 1021 B Street anticipated to open in spring of 2023 and to create approximately 14 jobs.
• B Street Property: Marysville is setting the stage for a Hotel with a Banquet Hall, Restaurants and a Grocery Store across from Ellis Lake, on B Street. Marysville City Council recently entered into a Disposition and Development Agreement with Engstrom Properties LLC and the Presidio Companies LLC to move forward with the redevelopment of this five acre cityowned property.
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.
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; and Yuba College.
Tactic 1 – Increase Collaboration between educational institutions:
Yuba College: Since 2020, Yuba College has collaborated with Yuba City Unified School District, Marysville Joint Unified School District, Wheatland Union School District, and Sutter Union High School District to create additional opportunities for students to pursue higher education, including workforce-focused programs. Yuba College continues to create new partnerships with other Yuba-Sutter school districts, including charter schools. In the 2022-2023 Year, California's legislature called on all community colleges to partner to create pathways for all K12 Districts in their effective service area. Yuba College will continue to work toward reaching that goal.
In addition, Yuba College (YC) is working on a series of educational institution partnerships to expand collaboration by engaging with four-year universities to support Yuba-Sutter. YC has an existing partnership with California State University Sacramento (Sacramento State) to provide pathways for early childhood education. This 2+2 program allows students to complete their associate's degree on-site at Yuba College and then transfer into Sacramento State courses that are offered on-site at Yuba College locally to complete their bachelor's degree. This partnership sets the stage for a series of other agreements that have increased collaboration. For example, in 2021 Yuba College partnered with the University of California Davis as a part of their Avenue B Program designed to expand opportunities for students to have a guaranteed admission pathway into STEM programs from Yuba College to UC DRAFT
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Davis. That partnership was expanded in 2022 when YC joined the Avenue M Program, designed to increase the number of students with a guaranteed pathway from rural community colleges to UC Davis with the ultimate goal of attending medical school at UC Davis. Local high school districts have joined this collaboration, including the Marysville Joint Unified School District.
Yuba College is working with both the Sutter and Yuba County Offices of Education and California State University Chico to create a local cohort to support teacher preparation. This developing partnership would create an inperson, 2+2 cohort for future teachers. This agreement would include courses hosted on-site at Yuba College at both the associate's and bachelor's levels, with some online course options, followed by student teaching in the Yuba-Sutter area. This 2+2 agreement would mean that local students would not have to travel to Chico State for classes but would instead have options in the Yuba-Sutter area to complete their degree and teaching credential, meeting both a local employment need and expanding partnerships amongst education institutions in and beyond Yuba-Sutter.
The Marysville Joint Unified School District (MJUSD) is rooted in the value of lifelong learning. The District recognizes the impact of the school programs on the larger community and therefore the need to work closely with local businesses and higher education partners to design pathways for graduates to succeed after high school.
While a four-year degree is not the only way to success, the need to establish college preparation for transition to higher education is imperative to growing a trained workforce. The district has introduced a newly designed College and Career division this year to be intentional in preparing every student for college and career and to allow them to choose the future they desire.
In partnership with Yuba College, MJUSD added another cohort to their Early College program and are exploring a middle college program that will allow students multiple options to earn an AA degree while completing their high school graduation requirements. This year, the District formalized a partnership with Chico State which helped introduce information and start laying a belief-system that four-year university education is within reach.
This is the first of many future partnerships with four-year colleges that will be introduced at our secondary schools.
The District supports 21 sequenced pathways in 8 industry sectors through our Career Technical Education (CTE) programs. CTE courses combine academic and occupation-related course requirements. In most cases, pathways are taught over multiple years, allowing students to develop critical workplace skills. Many CTE courses count for college credit and are approved to meet minimum admission requirements for the University of California system.
CTE courses range from medical to agriculture mechanics and touch on a wide range of careers in between.
Tactic 2 – Improve understanding of all ethnic cultures that live, work within or visit the region: In 2022, Yuba Sutter Arts and Culture completed the Arboga Assembly Center Memorial Park in South Yuba County. This historic site is the location where 2,500 local Japanese Americans were held during WWII while the permanent concentration camps were being built. The project was done in collaboration with the Marysville Japanese American Citizens League and was funded by the CA State Library. PROJECT COMPLETE - $30,000 (CA State Library)
The Sutter County Museum houses a permanent exhibit gallery with displays on the history and stories of YubaSutter’s diverse peoples. It includes permanent exhibits on Chinese Americans, Hmong Americans, Japanese Americans, Mexican Americans, and Punjabi Americans in the community’s history. Temporary exhibits in 2022 also supported the understanding of diverse ethnic cultures within the region: Disrupted Life: Replica Barrack from the Tule Lake Internment Camp, in partnership with the Marysville Japanese American Citizens League and Yuba Sutter Arts & Culture, discussed anti-immigration sentiments in the United States and the executive order by President Franklin Roosevelt in 1942 that ordered the relocation of Japanese Americans to internment camps like the Tule Lake Relocation Center in northern California; The Newest Americans, featuring portraits and DRAFT
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interviews that capture the experiences of immigrants from 23 countries of origin and promoted discussion on America's legacy as a nation of immigrants; and Chinese Pioneers, which explored the social, political, and judicial disenfranchisement of Chinese Californians, as well as moments of Chinese agency and resilience, in the decades before and after the 1882 Chinese Exclusion Act.
Tactic 3 – Create awareness of the value of lifelong learning: In recognition of our community's need to increase educational attainment, Yuba College has partnered with Yuba City Unified School District, Marysville Joint Unified School District, Wheatland Union School District, and Sutter Union High School District to formalize dual enrollment pathways for their students. In 2017, Yuba College had just 428 K-12 students enrolled in a dual enrollment course. In 2019, that increased to 816 for the year. By 2021, that number had increased to 1,236 (nearly tripled in just four years), and YC expects that number to increase again for the 2023 year. In May of 2023, the first cohort of the Yuba City Unified School District's Dual Enrollment Pathway with Yuba College will simultaneously graduate from Yuba City and River Valley High Schools while also receiving an associate's degree from Yuba College. This formal dual enrollment pathway has paved the way for expanded partnerships.
Pathways exist for K-12 students to attain transfer degrees to UCs and CSUs, in addition to pathways designed for career and technical education such as automotive, public safety (police and fire), welding, and more.
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; and 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.
2022-2023 UPDATE: Levee repairs is a two phase project: Phase I, the Feather River West Levee Project, included work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Phase II includes the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Phase 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.
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Yuba River North Training Wall Project: The Yuba Goldfields North Training Wall (NTW) is located on the right bank of the Yuba River, approximately eight miles northeast of the city of Marysville in Yuba County. The NTW is approximately 12,000 feet in length, it was constructed by the California Debris Commission in 1899 to confine the Yuba River and to facilitate the migration of mining debris within the floodway. The use of mining tailings was used to construct the NTW, and although not an authorized flood control project, it does provide limited flood protection for the community of Hallwood. However, there have been changes over time, changes both in height and width due in part to erosion from high-water events, such as in 2017 and 2018, when Hallwood experienced localized shallow flooding. The project is being constructed in two phases. 2022-2023 Update: Phase I work was completed in early 2022 and included reshaping the NTW embankment to provide a more stable geometry and address the height and width reductions that had occurred over time and ongoing, persistent erosion from storm events. Phase II work includes construction of a high ground tie-in embankment to extend to the north end of the NTW upstream and for a contiguous line of protection that further reduces flood risk to the Hallwood community, the City of Marysville, and portions of Reclamation District 10. The Phase II project, which is still under design, will include potential ecological enhancement components: riparian aquatic habitat creation, fish passage enhancement, and salmonid foraging enhancement. PROJECT PHASE I IS COMPLETE- $3 Million (County, YWA)
The Yuba Goldfields 200-Yr Levee Project: The Yuba Goldfields 200-Yr Levee Project is a recently completed 2.5 mile long levee that ties into the previously improved Upper Yuba River Levee and is designed to prevent water from the Goldfields from inundating the communities of Linda, Olivehurst, Arboga and Plumas Lake. This 2.5-milelong levee complies with both State requirements for 200-Yr Urban Levee Design Criteria (ULDC) and CA Water Code Title 23 for urban levee flood protection.
2022-2023 UPDATE: PROJECT IS COMPLETE - $54,000,000 (County-YWA, State - DWR) Flood Protection of the City of Marysville: This is a public works project to repair and upgrade the ring levee to be certified as providing a 200‐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.
2022-2023 UPDATE: The project has completed several phases of construction including Phase 1 on Simmerly Slough between Jack Slough Road and the Marysville High School; Phase 4A on Simmerly Slough in Binney Junction; Phases 2A North and South on the Feather River between 10th Street and the Yuba River; and on the Yuba River the project has completed improvements in Phase 3 between the landfill and Ramirez Road/Simpson Lane and Phase 2C from Highway 70 to the Feather River. A contract is currently being awarded to construct Phase 2B between Ramirez Road/Simpson Lane and Highway 70 on the Yuba River in 2023; and the final phase of construction will be to repair the Yuba River levee beneath Highway 70 in 2024. The US Army Corps of Engineers is also completing a risk assessment of areas not improved in this project to ensure they meet criteria for greater than 200-year level of protection and will implement any repairs/improvements identified in that analysis in 2025- 2026. (See map on page 14
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YWA – Water Projects:
Three Rivers Parkway 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 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.
2022-2023 Update: Phase I: 20 miles of trails on the Feather River was completed - $8.5 million. (YWA) Yuba County:
Bikeways and Pedestrian Trails: Bikeways and pedestrian trails project 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.
2022-2023 UPDATE: County was recently awarded a grant through a Sustainable Transportation Planning Grant cycle to complete a Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan).
County Bridge/Culvert Repair: There are 75 Highway Bridge Program-eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County. Currently the County DRAFT
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has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a Sufficiency Rating (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.
2022-2023 UPDATES: Iowa City Road Bridge Replacement Project completed - $2,081,000 (California Highway Bridge Program FSTIP). 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 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.
2022-2023 UPDATES: Initiatives/Projects
The County is in the process of assessing its regulatory structure to facilitate more rapid broadband project permitting in the areas of encroachment permits, wireless communication tower deployment, and deployment of conduit for future fiber expansion that complies with California Department of Transportation specifications permitting and single point of contact for SiFi Networks open access middle mile fiber micro trenching project in Linda, Olivehurst, Plumas Lake, and future expansion into Arboga to deliver a minimum speed of 1 gigabyte per second symmetrical download/upload speed. Any broadband provider currently operating within, or interested in expanding to the project areas, will be able to serve customers on the network. Work likely to begin in 2023. • Entered into Joint Powers Authority with Golden State Connect Authority to combine staff capacity for future initiatives.
• Entered into Memorandum of Understanding with Golden State Finance Authority. • Received $500,000 Local Agency Technical Assistance grant from CPUC for broadband network deployment, broadband feasibility study which will include:
- Conceptual Network design and cost estimation.
- Refined High-Level Design and Foundational Planning.
- Low-Level Design and Engineering. Received approval for construction drawings.
Outreach is ongoing for Affordable Connectivity Program. 54 percent of county residents are eligible, and Yuba County is 7th out of the 58 California counties with 35 percent enrolled.
Yuba County Airport Taxiway: Yuba County Airport constructed a taxiway serving the commercial buildings along Skyway Drive, west of the existing runway. The taxiway is 25 feet wide and extends 3,700 feet in length. Other improvements included installation of storm drains and crossings over existing storm drains. 2022-2023 UPDATE: PROJECT COMPLETED -$1,813,067 Million (Federal & Local funds) 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. 2022-2023 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.
Reclamation District No. 784 (Special District)
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.
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2022-2023 RD784 UPDATE: RD784 has been awarded grant funding through Prop. 1 to finish the SCADA connection phase. Components for the project are now in fabrication stages. 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, Costco and the general commercial area of Linda.
2022-2023 RD784 UPDATE: RD784 has been awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). Components for the project are now in fabrication stages. 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. 2022-2023 RD784 UPDATE: Pump Station 10 was partially completed in 2014 with supervisory control and data acquisition (SCADA) electronic controls. Other parts of the Regional Drainage Facility improvements, in addition to the Ella Detention Basin, include 2 additional detention basins, outfall piping along Murphy Rd., outfall structure on the waterside of the levee, and a 3rd pump. The South Ella Detention Basin was completed in 2019 and construction of the Wheeler Ranch Detention Basin B has started but is not expected to be completed until development returns to Wheeler Ranch. Remaining phases await funding.
Forest Biomass Business Center Development: 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. 2022-2023 UPDATE: The planning and engineering solidified costs and site plans needed. Through 2021, CCP began working with their developer and design and engineering team. Inflation and rising costs required CCP to pivot in 2022 and re-evaluate and search for cost savings as well as the need to secure additional funding from investors and grant opportunities.
● Entered into a land agreement for the purchase of an 100 acre parcel including the 11 acres for the current bioenergy site.
● Secured interest for the development of a co-located sawmill. ● Secured a Timberland Conversion Permit (TCP): 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). ● Secure a loan for interconnection costs from Yuba Water Agency (YWA). ● Update permits and contracts with local and state agencies. ● Develop a business plan for the bioenergy facility.
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 2024-2025. To date $7.5 million has been invested in the project.
City of Live Oak Projects:
Wastewater Treatment Plant Solar Project: Live Oak’s new wastewater treatment plant was designed with the possibility of connection to a solar array to power the plant.
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2022-2023 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 2023 construction.
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 hydro-pneumatic 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.
2022-2023 UPDATE: Project is underway and will be completed in 2023.
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 Force, 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.
2022- 2023 UPDATE: Efforts to build the collaboration described above are ongoing.
City of Yuba City Projects:
Sutter Bike Path Extension: The project includes extending the existing bike path within the City right-of-way from Hooper Road to Harter Parkway and along Harter Parkway from State Route 20 to Butte House Road. 2022-2023 UPDATE: Final design is in progress with construction anticipated to commence and complete in 2023.
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. 2022-2023 UPDATE: The project is being advertised for bids in January 2023 with construction anticipated to begin in June 2023 upon State approval.
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.
2022-2023 UPDATE: The well was drilled and tested in 2022. Bids for the pump and above-ground piping will be advertised in February 2023 with installation completed prior to Summer 2024 depending upon electrical/mechanical equipment availability.
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.
2022-2023 UPDATE: Design and environmental/permitting will commence in 2023 with construction anticipated in 2024.
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 DRAFT
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proposed pipeline and diffuser will replace the City’s existing diffuser, which was damaged in 2011 by erosion of Shanghai Falls. This project will ensure the City’s capability to safely treat wastewater for existing customers, as well as future development.
2022-2023 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. Project will be advertised for bids once funding and permits are secured.
Tactic 2 – Develop and improve alternative, multi-modal and inter-modal distribution infrastructure:
Regional Caltrans Projects:
Caltrans has 34 projects slated for construction, rehabilitation, planned or program projects in the Yuba-Sutter region. Five were completed in 2022, which represented an injection of $144.8 million in improvements within the region.
Feather River Bridge 03-3F560
In Yuba and Sutter Counties at the Feather River Bridge on Highway 99 over the Feather River. Scour mitigation and retrofit piers. PROJECT COMPLETED $30.972 Million (State) Deck Treatment & Joint Seal Replacement 03-1G720
In Sutter County on Route 99 at Pease Road. Methacrylate deck treatment. This project includes 12 locations in Glenn, Sacramento, and Yolo counties. PROJECT COMPLETED $1.193 Million (State) Feather River Scour 03-3F560
In Yuba and Sutter counties, in Yuba City and Marysville, at the Feather River Bridge and Overhead. Scour mitigation and retrofit piers. PROJECT COMPLETED $39.175 Million (State) Timbuctoo 03-3F510
In Yuba County near Smartsville down from the Yuba River Bridge to 0.3 mile east of Smartsville Rd. Realign and widen roadway. PROJECT COMPLETED $74.928 Million (State) Replace Aging Sign Panels 03-0J310
In Yuba County near Marysville from 0.3 mile south of Olivehurst Avenue Overcrossing to beginning of Bear River Bridge. Replace Aging Sign Panels. PROJECT COMPLETED $321,100 (State).
Sutter County Projects:
Howsley Road Bridge Replacement: The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2022-2023 UPDATE: The design phase to be complete by March 2023, 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.
2022-2023 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.
2022-2023 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.
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Yuba County Projects:
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.
2022-2023 UPDATE: The design phase for the segment between North Beale Rd and Hammonton-Smartsville Rd is at approximately 65%. The County applied for EDA funding to complete the construction but was unsuccessful.
The County plans to construct the adjacent storm water basin in 2023-24 which may allow the road to be rough graded. The completion of the road is still dependent on sourcing funding.
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 II component of the interchange to include a Union Pacific Railroad overpass.
2022-2023 UPDATE: Project design has started, and the County is coordinating with CalTrans. The design is currently at 30% but expected to be complete by 2025.
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.
2022-2023 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville Rd. to Linda Ave.) is currently wrapping up and punch list items are being completed. The County is currently looking for grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east). PHASE II COMPLETE-$8,020,000 (Federal RIPSTIP Funds-$4,529,00; Federal HIP funds - $2,000,000, Federal RSTP funds - $1,491,00) Linda – Cedar Lane and Alicia Avenue Project: This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside Avenue to Feather River Blvd) in West Linda. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay. 2022-2023 UPDATES: Design at 95%. 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.
2022-2023 UPDATES: Construction is currently underway. Project is also partnering with OPUD to install sewer/water infrastructure for South County Annexation Project through a grant from ARPA. Construction expected to be complete by Spring of 2023.
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.
2022-2023 UPDATES: Design at 95%. Plan to construct in 2023 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) 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.
2022-2023 UPDATE: Construction is expected to be completed in 2023.
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City of Marysville Projects:
Rebuild 5th Street to Complete Streets Standards from State Route 70 to J Street.: This is one part of a multistreet 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.
2022-2023 UPDATE: PROJECT COMPLETE-$3,516,000 (State Active Transportation, SACOG, City) 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.
2022-2023 UPDATE: PROJECT COMPLETE-$72,000 (State Active Transportation) 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.
2022-2023 UPDATE: PLAN COMPLETED - $50,000 (Gas Tax, SB1) 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.
2022-2023 UPDATE: PLAN COMPLETED - $130,000 (SB2)
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 2023 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.
2022-2023 UPDATE: Cooper Avenue to Gray Avenue construction was started and estimated to be completed in 2023. Conceptual design for the final phase between SR-99 and Gray Avenue will commence in 2023 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. 2022-2023 UPDATE: Final design is in progress with construction anticipated to commence in 2023 and completion in fall of 2023.
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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 2019), 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 about 60% of the pre-pandemic level (December 2019 vs. December 2022), but all services have not been impacted the same as local fixed route ridership is at 59% of the pre-pandemic level while Sacramento Commuter ridership is at just 24%. 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 83% of the pre-pandemic level.
Assuming an extended pandemic recovery period, Yuba-Sutter Transit is now preparing 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 a top-to-bottom assessment of the existing system and will 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 is being 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 former 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. 2022-2023 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 fund the design, construction and equipping of the new facility is now well underway as more than half of the estimated $47.5 million needed has already been secured from a mix of federal, state, regional and local sources. If sufficient funding is quickly secured, this state-of-the-art zero-emission bus facility and possible future mobility hub could be completed by as early as 2027. 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 in Sutter County is 873-acres located in South Sutter County consisting of 3,382 singlefamily homes, 399 multi-family units, 59-acres of parks, 55-acres of open space, 44-acres of employment center, 25-acres of commercial/retail, and a 20-acre K-8 school.
Phase 1 of Lakeside is the southern 386-acres adjacent to Riego Road. In late 2022 the site was mass graded in preparation for site development. Improvement plans for Phase 1 are currently being processed by the County.
Phase 1 will include 1,239 single-family residences, 193 multi-family units, 40-acres of open space, 34-acres of parks, 26-acres of employment (up to 400k sf of office/flex space), and 9-acres of commercial/retail (up to 7,500sf). The first phase is proposed to be an active adult community. Sutter County is currently reviewing the DRAFT
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tentative maps for Phases 2 and 3 of Lakeside. Approval of Phases 2 and 3 is anticipated in 2023. This will allow Lakeside to construct a wider variety of housing types.
The 7-mile force sewer main connecting Sutter Pointe south into Sacramento County is anticipated to begin construction in early 2023. This is a major infrastructure improvement needed to serve south Sutter County which will open the area for future development. Other major backbone infrastructure improvements are anticipated to continue in 2023 with construction of the first homes expected in 2024.
In Yuba County (West Linda/Olivehurst), Cedar Lane Permanent Supportive Housing (PSH) apartments construction started in April 2021 of a 41-unit PSH project, targeting homeless individuals and homeless individuals with a mental health disability. Service providers are the County Behavioral Health Department and local homeless services provider, Hands of Hope. Construction is expected to be completed in January 2023.
In Yuba County (West Linda/Olivehurst), Cedar Lane Family Apartments construction started in May 2021 on a 108-unit multi-family project, consisting of 2- and 3-bedroom units, targeting low-income families. Construction is expected to be completed in March 2023.
In Yuba County (River Oaks - Plumas Lake), construction will start in February 2023 of a 48-unit multi-family project, consisting of 2- and 3-bedroom units, targeting low-income families. Construction is expected to be completed in July 2024.
In Yuba County (Linda), 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, 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 is present to help monitor and coordinate services. Project is complete and fully occupied.
In Yuba County (Olivehurst), Innovation Housing Center, is a low income housing project made possible by Habitat for Humanity and it will consists of 13 housing units and include supportive services from case workers and other onsite providers. The project is in design phase and estimated to be completed 2023 -2024.
In Yuba County (Olivehurst), Serenity Village, located at 1645 Chestnut Road in Olivehurst will offer 124 units of affordable rental housing. This affordable housing development project seeks to provide new levels of housing for families in the area with the purchase of infill lots. The development team seeks to combine four (4) separate lots into one project site and build 124 units of affordable rents. This project serves the community's need for an increased affordable housing supply. Families who will benefit from this project will typically have a median income of around 50% of the area’s average, though the actual range can go from 30% to 80%. Habitat will develop, own, and manage the site and there will not be on-site supportive services provided. Projected completion date is April of 2024, and the project budget is approximately $28 million dollars.
In Yuba County (Linda), Sierra Vista Development – Humanity Park. After nearly 5 years in the making, the completion of the 36 home permanent housing community, Sierra Vista. The subdivision features a new playground for the surrounding community, which includes a play structure, swing sets and a walkable path.
In the City of Live Oak, Kristen Court Apartments – Phase III construction started in October 2021 on a 32-unit multi-family project, consisting of 2- and 3-bedroom units, targeting low-income families. This third and final phase will complete at full build out all the phases for a total 112-unit multi-family affordable housing complex.
Construction is expected to be completed in March 2023.
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In the City of Live Oak, Oak Haven Estates, an 16-unit low income housing project is under construction, overseen by Habitat for Humanity and is estimated to be completed 2023-2024.
In the City of Marysville, there have been some renovations underway, including a new roof and plans for plumbing and electrical engineering for the Hotel Marysville Redevelopment project. However, the project cannot fully move forward until official development plans have been approved. Upon completion, the apartments will serve a housing need for employees of Adventist Health/Rideout Hospital. One of the objectives for the Marysville Hotel redevelopment is to help support housing for Adventist Health employees as well as an overall housing shortage, and the goal is to have market rate housing.
In the City of Marysville, Marysville East Lake Apartments development will be a 71-unit rental new construction project. Bounded by Yuba and Ramirez Streets, and E. 13th and 14th Street. It will be a mix of 24 one-bedroom units, 24 two-bedroom units, and 23 three-bedroom units. East Lake Apartments will provide affordable housing for families earning up to 60% of the area median income for Yuba County.
In the City of Marysville, other housing projects include the 3rd and D Street apartment development, which will feature 38 market rate units. Like Hotel Marysville, these apartments will fulfill a need for housing adjacent to the medical arts district. Plans for the 3rd and D Street apartments are still in the conceptual phase. The Delta Building at 425 5th St. is being remodeled to allow for more residential units in the downtown area. The exact number of units has not been finalized due to the project also being in its conceptual stages.
The City of Wheatland completed the Accessory Dwelling Unit Ordinance and Density Bonus Ordinance for compliance with state law as identified in Wheatland’s 5th Cycle Housing Element Update. 2022-2023 UPDATE: PLAN COMPLETED - $29,500 (State -SB2) In the City of Yuba City, Tranquil Harbor Estates, located on Walton Avenue, will be overseen by Habitat for Humanity and is a low income senior housing project with 20 units and could house 20-40 individuals. The plan has been approved by the Yuba City Planning Commission and is before the Yuba City Council for approval of the sale of the property. Construction is anticipated to be completed 2023-2024.
In Yuba City, The New Haven Court construction was completed in April 2021 of a 40-unit permanent supportive housing project, targeting homeless individuals and homeless individuals with a mental health disability. Service providers are the County Behavioral Health Department and local homeless services provider, Hands of Hope.
Operations are ongoing to assist vulnerable members of the community. Project is complete and fully occupied.
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 DRAFT
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Council; Sutter Buttes Regional Land Trust; Sutter and Yuba County Libraries; Yuba-Sutter Lodging Association; Local theatres, museums and art galleries.
Tactic 1 – Promote and Market for continued investment in regional amenities: With the relaxation of COVID-19 pandemic mandated closures, local amenities which included the arts, history, and recreational venues moved forward with their programs and projects.
In 2022, Yuba Sutter Arts & Culture (also known as Yuba-Sutter Arts Council, YSAC) completed the following projects:
1. Completion and re-opening of the Sutter Theater Center for the Arts (Phase 1) including the Theater Art Gallery and Clark Family Black Box Theater.
2. Completion of 2,000 square foot mural on the side of the theater building at Yuba College. Titled "Inspire," artist Rebecca Wallace combined elements of the arts and career technical education opportunities available. YSAC, served on the advisory committee, helped create the Call to Artists and provided general consulting services.
3. Completion and dedication of the Arboga Assembly Center Memorial Park in South Yuba County. This historic site is the location where 2,500 local Japanese Americans were held during WWII while the permanent concentration camps were being built. The project was done in collaboration with the Marysville Japanese American Citizens League and was funded by the CA State Library.
Yuba Sutter Arts & Culture is involved in several major projects lined up for 2023 that will directly impact the arts and culture Community. These projects include:
Plaza Park Improvements and Cotton Rosser Bronze Statue Project In early 2023, improvements at Plaza Park in Marysville along First Street will pave the way for the installation of a larger-than-life size bronze statue of Rodeo legend, Cotton Rosser, in the summer just ahead of the Marysville Stampede. Enhanced lighting in the park surrounding the statue will make the location a destination day or night and a fitting site for the termination of the annual cattle drive. The statue will be installed in August of 2023.
Murals of Live Oak
The City of Live Oak has renewed its contract with YSAC for three years to paint additional large exterior murals. Over a dozen murals have been created the last few years to celebrate history and heritage of Live Oak. Each mural also has a hidden object in it to help keep the viewer engaged. A Call to Artists for new mural concepts will go out early 2023.
Sutter Theater Center for the Arts Main Stage
YSAC will begin work on its Main Stage redevelopment project at its Sutter Theater Center for the Arts. The back half of the 1950s vintage theater will be brought back to life as a 299-seat live performing arts space with a traditional proscenium arch raised stage for live music and theater productions as well as film screenings. A capital campaign will begin in January 2023 to raise the $750,000 needed for the project.
Marysville History Trail Sign Project
YSAC has been part of the development of the Marysville History Trail Sign Project in collaboration with the Yuba County Historic Resources Commission. The first 20 signs have been funded by a SACOG grant to the City of Marysville. The free-standing signs will vary in size depending on the locations but will be nominally 2’x3’. Each sign will have text and images explaining the significance of the structure of the location and a QR code. Visitors can access a video of an actor explaining the location by scanning the QR code with their smart phone. A printed tour guide and eventually a smart phone app will guide visitors from location to location.
Historic Marysville High School Auditorium
YSAC is on the committee to help restore the 1,000 seat Marysville High School Auditorium. A feasibility study is underway and funding sources are being researched. The auditorium or theater has been dormant since 2017 due to seismic issues. The study will determine the path of least resistance to bringing the magnificent building back to its former glory as the premier non-commercial performing arts venue in the region.
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25 The Sutter County Museum shares local stories to strengthen community bonds, to inspire celebration of our diverse cultural heritage, and to demonstrate how understanding the past prepares us for the future. The Museum offers free admission and is a partnership between Sutter County and the Community Memorial Museum Association, a 501(c)(3) nonprofit. In 2022, the Museum returned to 40 full hours per week of public operation, hosted five temporary exhibits on a range of topics, began a regular Speaker Series event program, and hosted over 1,500 attendees at free educational programs, events, and tours.
The Marysville Drakes, an independent level professional baseball team, is scheduled to come to Marysville for its first season starting in late May. The Drakes will be a part of the larger Pecos League, which is split between the Mountain and Pacific Division consisting of multiple states in the desert mountain regions. The City has replaced most of the field walls in anticipation of the upcoming season.
Marysville NABA is an adult baseball league, playing exclusively on Sundays for players ages 17+. Their goal is to offer the most complete amateur league experience in the Marysville area that includes a competitive All-Star Game, Playoffs, and Championship Games.
The Yuba-Sutter Chamber of Commerce has developed an organization, Film Yuba-Sutter!, which is intended to attract and support the film industry in the Yuba-Sutter community. To date, they have created social media pages, created promotional video, represented the community at 4 industry events. They are still working on their webpage to go live, but has been included in the Creative Handbook and Destination Film Guide which have a monthly distribution reach of 28,000 industry professions. In addition, they hired a consultant to manage the organization.
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.
2022-2023 UPDATE: Yuba Water and Yuba County continue working with the Bureau of Land Management to secure the land for a Watershed Experience Center; the Yuba Water Agency Board of Directors will consider how to proceed with the facility as part of their strategic planning process.
Adventist Health+Rideout 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 networks.
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.
2022-2023 UPDATE: In March 2022 a Blue Zones Project Yuba Sutter steering committee was formed and committee chairs were identified. The steering committee collectively formulated a “Blueprint” to reach its goal to make Yuba Sutter a better place to live, work, and play. In July, sector committees were formed. These community members are focused on sector areas of schools, worksites community policy, restaurants and grocery stores, faith-based organizations and individual engagement and will develop an implementation plan.
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.
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26 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.
SUTTER BUTTES REGIONAL LAND TRUST ‐ LAND CONSERVATION PROJECT LIST Current Awards: $29,577,973
Proposed for Protection: 1,964 acres
Project Name Acres County Partners
Conservation
Values
Conservation Easement Projectsin Process
Danna Farms 875 Yuba NRCS, DOC A, W, S, O
Magnolia Ranch 952 Yuba USAF, DOC A, W, S, O
Laughlin Farms 137 Sutter NRCS, DOC A, S, O
Magoon & Gill Ranch 1436 Sutter DU, NRCS, WCB A, W, S, O Murphy Lake Farms 973 Sutter DOC, WCB A, W, S, O
Total 4,373
Mitigation Projectsin Process
Star Bend & Matthews 38 Sutter/Butte SBFCA, SVC W, S, E, O Bear River 617 Yuba TRLIA, SVC A, W, S, E, O
Feather River 164 Yuba TRLIA, SVC W, S, E, O
Total 819
ALL ACTIVE PROJECTS 5,192
Potential Easement Projects
Sutter Buttes 1,800 Sutter NRCS, WCB
Beale Air Force Base 2,000 Yuba USAF, DOC, WCB, TPL A, W, S, O Total 3,800
Yuba County Projects:
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.
2022-2023 UPDATE: County was recently awarded a grant through a Sustainable Transportation Planning Grant cycle to complete a Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan).
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.
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27 2022-2023 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.
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.
2022-2023 UPDATE: 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.
City of Wheatland Projects:
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. 2022-2023 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. 2022-2023 UPDATE: The first phase involves completing a Feasibility Study with assistance from a $200,000 Caltrans grant. The Feasibility Study will be completed in 2023. 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.
Sutter Bike Path Extension: The project includes extending the existing bike path within the City right-of-way from Hooper Road to Harter Parkway and along Harter Parkway from State Route 20 to Butte House Road. 2022-2023 UPDATE: Final design is in progress with construction anticipated to commence and BE completed in 2023.
Plumas Street Historic District and Water Tower Park Improvements: The project will help transform, beautify, and connect the Plumas Street Historic District with other improvements already completed in downtown Yuba City to create a cohesive downtown area enhancing civic pride and drawing businesses and visitors to this shopping and recreation district. Project elements include improvements to the Water Tower Park lighting improvements, construction of placemaking gateway arch, and development of a "Clean and Safe Yuba City" litter abatement campaign.
2022-2023 UPDATE: The City was awarded a $2,234,888 grant from Clean California Local Grant. It is anticipated that the project will be completed in 2023.
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28 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. In 2022, SYHC clients achieved the following:
• Employment: 31 clients obtained employment
• Education: 55 children and youth achieved basic grade levels, 100 adults demonstrated improved basic education
• Income and Asset Building: 140 individuals achieved and maintained capacity to meet basic need for 180 days.
• Housing: 407 households obtained safe temporary shelter and 117 obtained safe and affordable housing.
Sutter County Projects:
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 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. 2022-2023 UPDATE: In 2022, Better Way added electricity to all the units to support the HVAC system which allows for the units to be warmer in the cold winter and cooler in the hot summer days. This was a priority for the county as the extreme heat and cold temperatures were not conducive to our medically fragile population. Better Way provided services to 128 participants and provided shelter for 10,788 nights. Of the 128 individuals served, 35 exited into Permanent Housing living independently and 2 were reunited with family.
Yuba County Projects:
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 homelessin the region. The site includes 205two-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2022-2023 UPDATE: The management of the project was taken over by The Salvation Army Yuba-Sutter Corps. 14Forward upgraded the interiors of all 25 temporary structures including new flooring, new insulation and new walls. In 2022, the facility served 163 people and provided 10,581 shelter nights.
Yuba City Projects:
The City of Yuba City added four new projects concerning safety:
Local Roadway Safety Plan
The plan will create a framework to systematically identify, analyze, and prioritize safety improvements on roads in Yuba City.
Citywide Signal Hardware Upgrades
The project will improve signal hardware at 56 intersections throughout Yuba City. Improvements will include installation of new reflective backplates and upgrades to bulbs and lenses.
Roadway Safety Signing Audit and Upgrades
The project will evaluate roadway signing on critical corridors in Yuba City for safety and generate the necessary information and prioritization to proceed with signage replacement and installation.
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29 Pedestrian Safety Crosswalk Upgrades
The project will improve crosswalks at 15 unsignalized intersections, primarily near schools, in Yuba City.
Improvements will include installation of high visibility striping to crosswalks, advance stop bars, and yield lines.
Tactic 3 – Promote the role of the Yuba-Sutter Economic Development District: YSEDC/YSEDD completed the 2022 annual updates in March 2022 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 2023 update and anticipates it will be completed March 2023.
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 Multi-Jurisdictional MultiHazard 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. The purpose of Yuba County LHMP is to make the County and its residents less vulnerable to future hazard events. https://www.yuba.org/departments/emergency_services/multi-hazard_mitigation.php.
Yuba County maintains a comprehensive emergency services webpage that provides current information for disaster, flood and emergency preparedness, and resources and tools. https://www.yuba.org/departments/emergency_services/about_yuba_county_oes.php Sutter County has completed its update for its Local Hazard Mitigation Plan (LHMP). Sutter County partnered with 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.
Sutter County maintains a comprehensive Emergency Services webpage that provides current information for disaster, flood and emergency preparedness, and resources and tools. https://www.suttercounty.org/government/county-departments/emergency-services/office-of-emergencymanagement-oem/flood-preparedness In 2021, YSEDC completed a Yuba-Sutter Pandemic and Disaster Economic Recovery and Resilience plan. This plan is prominently displayed on YSEDC’S website, https://www.ysedc.org/strategy.
Yuba Water Agency
Yuba Foothills Healthy Forest Project – In 2019, Cal Fire awarded $4.5 million to Yuba Water Agency and partners to fund needed forest health treatments in the Yuba County foothills. The project is a collaborative effort that includes Yuba Water, the Plumas National Forest, Yuba Watershed Protection and Fire Safe Council, private timber companies and landowners. This grant is supporting significant biomass removal treatments on 5,375 acres in the Yuba County foothills, all of which are adjacent to communities with limited resources for fire risk reduction efforts, including Oregon House, Dobbins, Brownsville, Challenge, and Rackerby. These treatments will improve DRAFT
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30 forest health and reduce the risk of a catastrophic wildfire within a “Project Impact Zone” that spans more than 71,000 acres and includes an estimated 2,721 structures. This project began implementation in 2020 and is expected to be completed in 2024.
North Yuba Forest Partnership is a diverse group of nine organizations passionate about forest health and the resilience of the North Yuba River watershed. Together, the partners are working on an unprecedented scale to collaboratively plan, analyze, finance and implement forest restoration across 275,000 acres of the watershed. Through ecologically-based thinning and prescribed fire, the partnership seeks to protect North Yuba communities from the threat of catastrophic wildfire and restore the watershed to a healthier, more resilient state. Restoration efforts are expected to take many years, if not decades to complete, with the most critical project areas targeted first, i.e. at-risk communities, emergency response, evacuation access routes and treatments to areas that have the potential to stop a wildfire from spreading. In FY 2022 $6.8 million in Bipartisan Infrastructure Law funding (BIL) was expended and for 2022 through 2024 a total of $25.5 million in BIL funding is expected.
PG&E has instituted a Safety Action Center to make sure families, homes and communities are ready to face emergencies and natural disasters. The Safety Action Center provides useful information to help residents and businesses prepare. Through its Resilient Together project, PG&E has worked with Resilient Together Advisory Groups across its five service regions to consult and lead community engagement on equitable climate change planning in Disadvantaged Communities. This has included outreach in Yuba and Sutter Counties and will identify where to invest in targeted climate resilience programs and infrastructure. The outreach and advisory group findings will be published in the forthcoming, first ever Climate Vulnerability Assessment that will be submitted to the California Public Utilities Commission.
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 2022 year to support the implementation of CEDS. The following provides a summary of these activities that:
• Promote economic development and opportunity
• 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:
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31 • Comprehensive Economic Development Strategy (CEDS) 2020-2025 • Update CEDS appendices I, IV and V
• CEDS Annual Performance Report
• Conduct a regional SWOT Analysis every five years
Completed
Annually
Annually
FY2026 – 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 • Continue to develop Highway 65 corridor and Sports and Entertainment Zone.
Ongoing
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 DRAFT
Ongoing
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32 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
• Pursue EDA funds for infrastructure for Highway 65 corridor and Sports and Entertainment Zone
Ongoing
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
Completed
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.
Ongoing
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33 • Ensure public works projects are included in CEDS document and progress is annually updated and reported.
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 within the District.
DRAFT
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City of Live Oak
Report to City Council
Meeting Date: March 15, 2023
Title: Introduction of an Ordinance Amending Chapter 2.04 "Rules and Regulations Governing the Conduct of Council Meetings, Proceedings and Business" of the Live Oak Municipal Code
Contact Information: Nicole Rosser, City Attorney
Background: This agenda item previously came before Council on whether or not the Council would like a more formal Council Member Code of Conduct. At said meeting, the Councilmembers were in agreement that they would like a more formal Code of Conduct for Councilmembers and provided direction to the City Attorney. As a result, the Municipal Code was reviewed and Chapter
2.04 "RULES AND REGULATIONS GOVERNING THE CONDUCT OF
COUNCIL MEETINGS, PROCEEDINGS AND BUSINESS" was identified as the portion of the Municipal Code wherein provisions related to Council Decorum and a Code of Conduct should be included. City Attorney reviewed the draft Ordinance with Councilmembers at the February 15, 2023 meeting and received no proposed changes. Therefore, it is now being brought forward for the Introduction and First Reading of the Ordinance.
Fiscal Impacts: None.
Recommendation: Waive the first reading of the ordinance amending Chapter 2.04 "Rules and Regulations Governing the Conduct of Council Meetings, Proceedings and Business" of the Live Oak Municipal Code.
Attachments:
Chapter 2.04 Municipal Code Red Line
Chapter 2.04 Municipal Code Proposed Final
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Chapter 2.04 RULES AND REGULATIONS GOVERNING THE
CONDUCT OF COUNCIL MEETINGS, PROCEEDINGS AND
BUSINESS
The City Council of the City of Live Oak does ordain as follows:
2.04.010 Meetings.
A. Regular Meetings. Regular meetings of the Council shall be held without notice on the first and third Wednesday of each month. Meetings shall commence at 6:00 p.m. in the Live Oak City Council Chambers in the City Hall of the City of Live Oak located at 9955 Live Oak Blvd., Live Oak, California, or at such other place as the Council may, from time to time, prescribe. In the event a Wednesday falls upon a legal holiday, the regular meeting which otherwise would have occurred on that date shall be held on the first business day thereafter at 6:00 p.m. In the event that Christmas Eve and/or New Year’s Eve falls on a Wednesday, the regular meeting which otherwise would have occurred on that day shall be held on the first business day which is not a holiday thereafter at 6:00 p.m.
B. Special Meetings. Special meetings of the Council may be called at any time by the Mayor or by a majority of the members of the Council by delivering personally or by mail written notice to each member of the Council and to each local newspaper of general circulation and to any radio or television station that has submitted a written request of the City Clerk for such notification. Such notice must be delivered personally or by mail at least 24 hours before the time of such meeting specified in the notice. The call and notice shall specify the time and place of the special meeting and the business to be transacted. No other business shall be considered at the meeting. Written notice may be dispensed with for any member who at or prior to the time the meeting convenes files with the City Clerk a written waiver of notice. The waiver may be given by telegram or fax. Written notice shall be dispensed with for any member who is actually present at the meeting at the time it convenes.
C. Adjournment/Adjourned Meetings. The Council may adjourn any regular, adjourned regular, special or adjourned special meeting to a time and place specified in the order of adjournment. If a quorum is not present, less than a quorum may so adjourn. If all members are absent from any regular or adjourned regular meeting the City Clerk may declare the meeting adjourned to a stated time and place and shall cause a written notice of the adjournment to be delivered personally to each Council member at least three hours before the adjourned meeting. A copy of the order or notice of adjournment shall be conspicuously posted on or near the door of the place where the regular, adjourned regular, special or adjourned special meeting was held within 24 hours after the time of adjournment. When a regular or adjourned regular meeting is adjourned as provided in this section the resulting adjourned regular meeting is a regular meeting for all purposes. When an order of adjournment of any meeting fails to state the hour at which the adjourned meeting is to be held, it shall be held at the hour specified for regular meetings.
D. Emergency Meetings. The notice requirement for a special meeting may be dispensed with under the following emergency conditions:
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1. Work stoppage or other activity which severely impairs public health, safety, or both, as determined by a majority of the Council;
2. A crippling disaster which impairs public health, safety, or both, as determined by a majority of the Council.
E. Closed Sessions. The Council may hold closed sessions during a regular or special meeting, or at any time otherwise authorized by law, to consider or hear any matter which it is authorized by State law to hear or consider in closed session, and may exclude from any such closed session any person or persons which it is authorized by State law to exclude from such closed sessions. Any such closed session shall be appropriately agendized.
F. Cancellation. Any meeting of the Council may be canceled in advance of a majority vote of the Council.
The Mayor may cancel a meeting in the case of an emergency or when a majority of members have confirmed in writing their unavailability to attend a meeting.
G. Chair. The Mayor shall preside over all Council meetings. In his or her absence, the Mayor pro temporeVice Mayor shall serve as presiding officer. The Council shall choose one of its members to serve as Mayor and one of its members to serve as Vice-Mayor. The Mayor and Vice-Mayor shall be selected and seated in the manner following:
In an election year in which Council members are elected, the Mayor and Vice-Mayor shall be selected and seated at such time as the election results for Council members so elected have been canvassed and certified to the Council and those results so declared by the Council. The Mayor and Vice Mayor pro tempore so selected and seated at that time shall hold their respective offices until the first regular City Council meeting following the first Wednesday of the month in the year following the year in which they were selected and seated. The Mayor shall preserve strict order and decorum at all regular and special meetings of the Council. The Mayor shall state every question coming before the Council, announce the decision of the Council on all subjects and decide all questions of order subject, however, to an appeal to the Council in which event a majority vote of the Council shall govern and conclusively determine such question of order. The Mayor shall vote on all questions, his or her name being called last.
H. Attendance by the Public. Except as specifically provided by law for closed sessions, all meetings of the Council shall be open and public. All persons desiring to attend shall be permitted to attend any meeting. In the event any meeting is willfully interrupted by a group or groups of persons so as to render the orderly conduct of the meeting unfeasible and order cannot be restored by removal of the offending individual or individuals, the Council may proceed as set forth in Municipal Code Section 2.04.050 et seq related to Rules of Decorum. order the meeting room cleared and continue in session. Only matters appearing on the agenda may be considered during each session. Representatives of the press, unless participants in the disturbance, shall be allowed to attend such session, and nothing shall prohibit the Council from readmitting individuals not responsible for the disturbance. (Ord. 550 § 1, 2014; Ord. 430 § 1, 1996; Ord. 414 § 2, 1995)
2.04.020 Order of business.
The business of the Council, at its meetings, shall be conducted in accordance with the following order of business:
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A. Call to order; and
B. roll Roll Ccall;
CB. Pledge of allegiance and /Iinvocation;
D. Corrections and/or changes to the Agenda by City Manager Only; EC. Presentations and Recognitions;/proclamations;
D. Written communications;
F. H. Appearance of interested citizens and/or requests by the publicPublic Comment; G. I. Consent Calendar. The consent calendar groups together those matters which are considered to be noncontroversial and which require only routine action by the Council. Adoption of the consent calendar may be made by one motion only and by the roll call vote of the Council; provided, however, the chair shall first advise the persons in attendance that the consent calendar matters will be adopted in toto by one action of the Council unless any Council member, any member, any individual or organization interested in one or more consent calendar matters has any question or wishes to make a statement. In that event, the chair may defer action on the particular matter or matters, and the Council shall consider those matters separately;
HE. Public hearings;
F. Bid opening;
IG. Ordinance introduction and adoptionBusiness Items;
H. Appearance of interested citizens and/or requests by the public; I. Consent Calendar. The consent calendar groups together those matters which are considered to be noncontroversial and which require only routine action by the Council. Adoption of the consent calendar may be made by one motion only and by the roll call vote of the Council; provided, however, the chair shall first advise the persons in attendance that the consent calendar matters will be adopted in toto by one action of the Council unless any Council member, any member, any individual or organization interested in one or more consent calendar matters has any question or wishes to make a statement. In that event, the chair may defer action on the particular matter or matters, and the Council shall consider those matters separately;
JJ. Reports and miscellaneousItems Removed From Consent Agenda for Council Consideration and Action;
KK. Business from the CouncilUpdates and Announcements From the City Attorney and City Manager; and
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L. Councilmember Comments; and
ML. Adjournment. (Ord. 414 § 2, 1995)
2.04.030 Agenda—Posting action on other matters.
A. Preparation of Agenda. The City Clerk shall cause to be prepared an agenda of the Council meeting which agenda shall be prepared in accordance with the order of business as provided for in Section 2.04.020 above. A copy of said agenda shall be furnished to each member of the Council, the City Finance Director and the City Attorney at least 24 hours prior to the Council meeting.
B. Posting of Agenda. At least 72 hours before a regular meeting the City Clerk or designee shall post the agenda which shall contain a brief general description of each item of business to be transacted or discussed at the meeting. The agenda shall specify the time and location of the regular meeting and shall be posted in a location that is freely accessible to members of the public. No action shall be taken on any item not appearing on the posted agenda.
C. Items Not Appearing on Agenda. Notwithstanding the above, the Council may take action on items of business not appearing on the posted agenda under any of the following conditions:
1A. Upon a determination by a majority vote of the Council that an emergency situation exists as defined in the public meeting law (Section 54956.2(b)(1) of the Government Code); B2. Upon a determination by a two-thirds vote of the Council or if less than two-thirds of the Council members are present, a unanimous vote of those members present that the need to take action arose subsequent to the agenda being posted; and
C3. The item was posted as hereinbefore required for a prior meeting of the Council occurring not more than five calendar days prior to the date action is taken on the item and at the prior meeting the time was continued to the meeting at which action is being taken. (Ord. 414 § 2, 1995) D. Items to be Placed on Agenda. During the "Councilmember Comments" portion of the City Council meeting, any member of the City Council may request that an item be placed on a future City Council agenda for initial consideration by the City Council. Initial consideration will allow Council to discuss the item during an open and public meeting and determine by a simple majority vote whether to direct the City Manager to add the item to a future agenda and provide specific direction. No motion, second, or vote or other action shall be required of the City Council to have the item placed on a future City Council agenda for initial consideration so long as the item is to be on an agenda thirty or more days later.
E. Agenda Items Added by City Council. Other than simple administrative report describing the nature of the request, no work on an item added by a member of the City Council shall be undertaken by City staff, including but not limited to, fiscal review, legal review, and policy review for consistency with existing City policies, until the City Council has had the opportunity to have a discussion and provide direction as provided herein. For the purposes of this section, work will be defined as generating, compiling, analyzing, researching, or writing new information, new policies, laws or plans and specifically excludes meetings or discussions with the City Manager and department heads jointly to obtain their comments on a Councilmember requested item. However, the City Councilmember requesting that the item be added for Formatted: Font: (Default) +Body (Calibri), 11 pt
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initial consideration shall have the right and privilege of submitting a letter or memorandum (and any other related materials) describing their item and the reasons therefore which shall be included in the City Council agenda packet so long as the letter or memorandum (and any other related materials) is submitted to the City Clerk at least one week prior to the City Council meeting.
At the meeting where the item is initially considered, if a majority of the City Council supports further study of the item by way of motion, second, and simple majority vote, then a full staff analysis shall be prepared thereafter for consideration by the City Council. The date set for further consideration shall be set in light of legal notice requirements, existing City Council priorities, the urgency of the item, and the advice of the City Manager and staff as to its impact on the timing of existing work and/or projects of the City
2.04.040 Rules of conduct.
Business shall be brought before the Council by motion in accordance with the following standards of conduct:
A. Obtaining the Floor. Any member of the Council wishing to speak must first obtain the floor by being recognized by the chair. The chair must recognize any Council member who seeks the floor when appropriately entitled to do so.
B. Motions. The Mayor or any member of the Council may bring a matter of business before the Council by making a motion. Before the matter can be considered or debated it must be seconded. Once the motion has been properly made and seconded, the chair shall open the matter for debate offering the first opportunity to debate to the moving party and, thereafter, to any Council member properly recognized by the chair. Once the matter has been fully debated and the chair calls for a vote, no further debate will be allowed; provided, however, Council members may be allowed to explain their vote.
C. Voting. All Council members present at a meeting when a question comes up for a vote, shall vote for or against the measure. If the vote is a voice vote, the chair shall declare the result and note for the record all “aye” votes and all “no” votes. The Council may also vote by roll call vote, ballot or voting machine. Regardless of the manner of voting, the results reflecting all “ayes” and “noes” must be clearly set forth for the record.
D. Procedural Rules of Order. Once the main motion is properly placed on the floor, several related motions may be employed in addressing the main motion. These motions take precedence over the main motion, and if properly made and seconded, must be disposed of before the main motion can be acted upon. The following motions are appropriate and may be made by the Mayor or any Council member at any appropriate time during the discussion of the main motion. They are listed in order of precedence.
The first three subsidiary motions are nondebatable; the last four are debatable. All subsidiary motions require a simple majority vote for passage.
1. Subsidiary Motions.
a. Lay on the Table. Any Council members including the Mayor, may move to lay the matter under discussion on the table. This motion temporarily suspends any further discussion of the pending motion without setting a time certain to resume debate. It must be moved, seconded Formatted: Font: (Default) +Body (Calibri), 11 pt
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and passed by a majority vote. In order to bring the matter back before the Council, a member must move that the matter be taken from the table, seconded and passed. A motion to take from the table must be made at the same meeting at which it was placed on the table or at the next regular meeting of the Council. Otherwise, the motion that was tabled dies, although it can be raised later as a new motion.
b. Move the Previous Question. Any Council member may move to immediately bring the question being debated by the Council to a vote, suspending any further debate. c. Limit or Extend Limits of Debate. Any Council member may move to put limits on the length of debate.
d. Postpone to a Time Certain. Any Council member may move to postpone the pending question to a time certain. This motion continues the pending main motion to a future date as determined by the Council at the time the motion is passed. e. Commit or Refer. Any Council member may move that the matter being discussed should be referred to a committee or commission for further study. The motion may contain directions for the committee or commission, as well as a date upon which the matter will be returned to the Council’s agenda. If no date is set for returning the item to the Council agenda, any Council member may move, at any time, to require the time be returned to the agenda. f. Amend. Any Council member may amend the main motion or any amendment made to the main motion. Before the main motion may be acted upon, all amendments and amendments to amendments must first be acted upon. Any amendment must be related to the main motion or amendment to which it is directed. Any amendment which substitutes a new motion rather than amending the existing motion is out of order and may be so declared by the chair.
g. Postpone Indefinitely. Any Council member may move to postpone indefinitely the motion on the floor, thus avoiding a direct vote on the pending motion and suspending any further action on the matter.
2. Motion of Privilege, Order and Convenience. The following actions by the Council are to insure orderly conduct of meetings and for the convenience of the Mayor and Council members. Those motions take precedence over any pending main or subsidiary motion and may or may not be debated as noted:
a. Call for Orders of the Day. Any Council member may demand that the agenda be followed in the order stated therein. No second is required and the chair must comply unless the Council, by vote, sets aside the orders of the day.
b. Questions of Privilege. Any Council member, at any time during the meeting, may make a request of the chair to accommodate the needs of the Council or his or her personal needs for such things as reducing noise, adjusting air conditioning, ventilation, lighting, etc. Admissibility of question is ruled on by the chair.
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c. Recess. Any Council member may move for a recess. The motion must be seconded and a majority vote is required for passage. The motion is debatable. d. Adjourn. Any Council member may move to adjourn at any time, even if there is business pending. The motion must be seconded and a majority vote is required for passage. The motion is not debatable.
e. Point of Order. Any Council member may require the chair to enforce the rules of the Council by raising a point of order. The point of order shall be ruled upon by the chair. f. Appeal. Should any Council member be dissatisfied with a ruling from the chair, he or she may move to appeal the ruling to the full Council. The motion must be seconded to put it before the Council. A majority vote in the negative or a tie vote sustains the ruling of the chair. The motion is debatable and the chair may participate in the debate. g. Suspend the Rules. Any Council member may move to suspend the rules if necessary to accomplish a matter that would otherwise violate the rules. The motion requires a second and a majority vote for passage.
h. Division of Question. Any Council member may move to divide the subject matter of a motion which is made up of several parts in order to vote separately on each part. The motion requires a second and a majority vote for passage. This motion may also be applied to complex ordinances or resolutions.
i. Reconsider. Except for votes regarding matters which are quasi-judicial in nature or matters which require a noticed public hearing, the Council may reconsider any vote taken at the same session, but no later than the same or next calendar day, to correct inadvertent or precipitant errors, or consider new information not available at the time of the vote. The motion to reconsider must be seconded and requires a majority vote for passage, regardless of the vote required to adopt the motion being reconsidered. If the motion to reconsider is successful, the matter to be reconsidered takes no special precedence over other pending matters and any special voting requirements related thereto still apply. Except pursuant to a motion to reconsider, once a matter has been determined and voted upon, the same matter cannot be brought up again at the same meeting.
j. Rescind, Repeal or Annul. The Council may rescind, repeal or annul any prior action taken with reference to any legislative matter so long as the action to rescind, repeal or annul complies with all the rules applicable to the initial adoption, including any special voting or notice requirements or unless otherwise specified by law.
E. Authority of the Chair. Subject to appeal, the chair shall have the authority to prevent the misuse of the legitimate form of motions, or the abuse of privilege of renewing certain motions, to obstruct the business of the Council by ruling such motions out of order. In so ruling, the chair shall be courteous and fair and should presume that the moving party is making the motion in good faith.
F. Public Hearings. Matters which are required to be heard at a noticed public hearing shall be conducted in the following manner:
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1. Time for Consideration. Matters noticed to be heard by the Council shall be heard at the meeting specified and shall commence at the time specified in the notice of hearing, or as soon thereafter as is reasonably possible, and shall continue until the same has been completed or until other disposition of the matter has been made.
2. Continuance of Hearings. Any hearing being held, noticed or ordered to be held by the Council at any meeting of the Council may, by order or notice of continuance, be continued or recontinued to any subsequent meeting in the manner provided herein for adjourned meetings; provided, that if the hearing is continued to a time less than 24 hours after the time specified in the order or notice of hearing, a copy of the order or notice of continuance of hearing shall be posted immediately following the meeting at which the order or notice of continuance was adopted or made.
3. Public Discussion at Hearings. When a matter for the public hearing comes before the Council, the Mayor shall open the public hearing. Upon opening the public hearing and before any motion is adopted related to the merits of the issue to be heard, the Mayor shall inquire if there are any persons present who desire to speak on the matter which is to be heard or to present evidence respecting the matter. Any person desiring to speak or present evidence shall make his or her presence known to the Mayor and upon being recognized by the Mayor, the person may speak or present evidence relevant to the matter being heard. No person may speak without first being recognized by the Mayor. Members of the Council who wish to ask questions of the speakers or each other, during the public hearing portion, may do so but only after first being recognized by the Mayor. The Mayor shall conduct the meeting in such a manner as to afford due process.
All persons interested in the matter being heard by Council shall be entitled to submit written evidence or remarks, as well as other graphic evidence. All such evidence presented shall be retained by the City Clerk and made a part of the Clerk’s record. Time limits may be established by the Council, limiting the duration of presentations as set forth herein. No person shall be permitted during the hearing to speak about matters or present evidence which are not germane to the matter being considered. A determination of relevance of such matters shall be made by the Mayor but may be appealed as set forth here and before.
4. Consideration of Question by Council. After all members of the public desiring to speak upon the subject of the hearing have been given an opportunity to do so, the public hearing shall be closed by the Mayor and the Council may consider what disposition they wish to make of the question or questions presented at the hearing. No member of the public shall be allowed, without consent of the Mayor, to speak further on the question during this period of deliberation, although the Council members may ask questions of the speakers if so desired. At the conclusion of the Council discussion, an appropriate motion having been made and seconded, the Council shall vote on the matter.
5. Reports and Resolutions. All committee reports together with all resolutions shall be filed with the City Clerk and shall be entered in the minutes. Minutes of prior Council meetings nor a synopsis of said minutes, need not be read provided the City Clerk has previously furnished to each Council member a complete copy of said minutes.
6. Dissemination of Materials to Council. As required by law (Government Code Section 54957.5), agendas of the City Council and any other writings, when distributed to all or a majority of all members of the Council by any person in connection with a matter, the subject of discussion or consideration at a meeting of the Council, are public records under the Public Records Act and shall Formatted: Font: (Default) +Body (Calibri), 11 pt
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be made available as required by the Public Records Act, unless the writing is otherwise exempt from public disclosure under the Public Records Act. Writings which are public records and which are distributed during a public meeting of the Council shall be made available for public inspection at the meeting if prepared by the Council or a member thereof or after the meeting if prepared by some other person. (Ord. 414 § 2, 1995)
2.04.050 Rules of decorum.
A. Decorum. Consistent with Senate Bill 1100 passed by the State Legislature in 2022, starting on January 1, 2023, the Brown Act is amended to address disruptions at public local government meetings.
Moving forward, consistent with SB 1100, the City of Live Oak adopts the following policy:
The Mayor and/or any Councilmember shall:
(1) Warn the individual that their behavior is disrupting the meeting and their failure to cease their behavior may result in removal.
(2) Order the removal of the individual if they do not “promptly” cease their disruptive behavior.
Consistent with SB 1100, the remainder of policies related to decorum at Council meetings shall also be in effect.
B. Preservation of Order. While the Council is in session, the chair shall preserve order and decorum.
No person in attendance shall either by conversation or otherwise delay or interrupt the proceedings or the peace of the Council or disturb either any Council member or any member of the public while speaking nor refuse to obey the orders of the Council or the presiding officer except as otherwise provided. Any persons making personal, impertinent or slanderous remarks or who shall become boisterous while addressing the Council shall be forthwith by the presiding officer barred from further audience before the Council unless permission to continue shall be granted by a majority vote of the Council. All persons addressing the Council shall step to the designated podium and shall give his or her name and address in an audible tone of voice for the record. All remarks shall be addressed to the Council as a body and not to any member thereof. No person other than the Council and the person having the floor shall be permitted to enter into any discussion either directly or through a member of the Council without the permission of the chair. No question shall be asked a Council member except through the chair. Every person in attendance desiring to speak shall address the chair and, upon recognition by the chair, shall confine him or herself to the question under debate avoiding all personalities and indecorous language. Any person in attendance, once recognized by the chair, shall not be interrupted when speaking unless it shall be to call him or her to order or as otherwise here and before provided. If a person, while speaking, shall be called to order he or she shall cease speaking until the question of order shall be determined and if in order he or she shall be permitted to proceed. A Council member may request, through the chair, the privilege of having a written abstract of his or her statement on any subject under consideration by the Council entered in the minutes. If the Council consents thereto, such statement shall be entered in the minutes. (Ord. 414 § 2, 1995)
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C. Civility: City of Live Oak elected officials and staff, will treat members of the public with respect and expect the same in return. The City is committed to maintaining orderly administrative processes in keeping City Council meetings and City operations in general free from disruptions. This section of the policy is intended to promote mutual respect, civility, and orderly conduct among City staff, elected officials, and the public.
D. Interactions: All interactions between City staff, elected officials, and members of the public shall be conducted in a respectful manner. With that in mind, the following rules shall govern interaction between the groups noted above while at City Council meetings:
1. Threats, including threats of violence, shall not be tolerated;
2. All City Council meeting attendees shall refrain from behavior that disrupts or threatens to disrupt City government operations. This includes, but is not limited to harassment and/or intimidation of City staff, elected officials, or members of the public; the willful destruction of public property; and conduct that threatens to provoke a violent reaction or disrupts the Council meeting;
3. If a sign, placard, banner, and/or other similar item disturbs, disrupts, or other otherwise impedes the orderly conduct of a City Council meeting, it shall not be permitted; and
4. No person attending the meeting shall engage in disorderly or boisterous conduct, including, but not limited to applause, whistling, stamping of feet, booing, or other loud noises.
While the Council is in session, the chair shall preserve order and decorum. No person in attendance shall either by conversation or otherwise delay or interrupt the proceedings or the peace of the Council or disturb either any Council member or any member of the public while speaking nor refuse to obey the orders of the Council or the presiding officer except as otherwise provided. Any persons making personal, impertinent or slanderous remarks or who shall become boisterous while addressing the Council shall be forthwith by the presiding officer barred from further audience before the Council unless permission to continue shall be granted by a majority vote of the Council. All persons addressing the Council shall step to the designated podium and shall give his or her name and address in an audible tone of voice for the record. All remarks shall be addressed to the Council as a body and not to any member thereof. No person other than the Council and the person having the floor shall be permitted to enter into any discussion either directly or through a member of the Council without the permission of the chair. No question shall be asked a Council member except through the chair. Every person in attendance desiring to speak shall address the chair and, upon recognition by the chair, shall confine him or herself to the question under debate avoiding all personalities and indecorous language. Any person in attendance, once recognized by the chair, shall not be interrupted when speaking unless it shall be to call him or her to order or as otherwise here and before provided. If a person, while speaking, shall be called to order he or she shall cease speaking until the question of order shall be determined and if in order he or she shall be permitted to proceed. A Council member may request, through the chair, the privilege of having a written abstract of his or her statement on any subject under consideration by the Council entered in the minutes. If the Council consents thereto, such statement shall be entered in the minutes. (Ord. 414 § 2, 1995)
2.04.060 Approval of legislation and contract.
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A. Preparation of Ordinances. All ordinances shall be prepared or approved as to form by the City Attorney. No ordinance shall be prepared for presentation to the Council unless ordered by a majority vote of the Council or requested in writing by the City Clerk/City Finance Director or designee.
B. Prior Approval. All ordinances and contract documents shall, before presentation to the Council, have been approved as to form and legality by the City Attorney or authorized representative and shall have been examined and approved for the administration by the City Clerk/City Finance Director or authorized representative when there are substantive matters of administration involved.
C. Introducing for Passage or Approval. Ordinances, resolutions, and other matters or subjects requiring action by the Council shall be introduced and sponsored by a member of the Council; provided, however, the Mayor, City Administrator or designee, or City Attorney may present ordinances, resolutions, and other matters or subjects to the Council, and any Council member may assume sponsorship thereof by moving that such ordinances, resolutions, matters, or subjects be adopted; otherwise, they shall not be considered. (Ord. 414 § 2, 1995)
2.04.070 Ethics.
A. Purpose. The citizens and businesses of Live Oak are entitled to fair, ethical and accountable local government, which will instill public confidence in the fair operation and integrity of Live Oak’s City government. To this end, the Live Oak City Council has adopted a Code of Ethics and Conduct for members of the City Council and of the City’s boards and commissions to assure public confidence in the integrity of local government and its effective and fair operation.
B. Conduct. Members of the City Council shall conduct themselves in accordance with the following ethical standards:
1. Act in the Public Interest. Recognizing that stewardship of the public interest must be their primary concern, City Officials will work for the common good of the people of Live Oak and not for any private or personal interest, promoting the interests of the public and putting service to the public above service to oneself.
2. Comply with the Law. City Officials shall comply with the Constitution, Laws and Ordinances of the United States, the State of California and the City of Live Oak in the performance of their public duties.
3. Conduct of City Officials. The Professional and personal conduct of members must be above reproach and avoid even the appearance of impropriety. City Officials shall refrain from abusive conduct, personal charges or verbal attacks upon the character or motives of other members of Council, Boards and Commissions, staff, or the public.
4. Conflict of Interest. In order to assure their independence and impartiality on behalf of the common good, City Officials shall not use their official positions to influence government decisions in which they have a material financial interest, or where they have an organizational responsibility or personal relationship which may give the appearance of a conflict of interest. In accordance with the law, members shall disclose investments, interests in real property, sources of income, and gifts; and they shall abstain from participating in deliberations and decision-making where conflicts may exist. 121
5. Gifts and Favors. City Officials shall not take any special advantages of services or opportunities for personal gain, by virtue of their public office, that are not available to the public in general. They shall refrain from accepting any gifts, favors, or promises of future benefits which might compromise their independence of judgment or action or give the appearance of being compromised.
6. Proper Efficient Use of Public Resources. City Officials shall not use public resources which are not available to the public in general for private gain or for personal purposes not otherwise authorized by law.
7. Promote Democratic Participation. Inform the public and encourage active engagement in governance. Be open, transparent and responsive, and respect and assist all persons in their dealings with public organizations.
8. Conduct of Public Meetings. City Officials shall prepare themselves for public issues, listen courteously and attentively to all public discussions before the body, and focus on the business at hand.
They shall refrain from interrupting other speakers, making personal comments not germane to the business of the body, or otherwise interfering with the orderly conduct of meetings.
9. Advocacy. City Officials shall represent the official policies or positions of the City Council, Board, or Commission to the best of their ability when designated as delegates for this purpose. When presenting their individual opinions and positions, City Officials shall explicitly state they do not represent their body or the City of Live Oak, nor will they allow the inference that they do. Council, Board, and Commission decisions shall receive the support of all City Officials.
10. Decisions. City Officials shall base their decisions on the merits and substance of the matter at hand, rather than on unrelated considerations.
11. Confidential Information. City Officials shall respect the confidentiality of information concerning the property, personnel, or affairs of the City. They shall neither disclose confidential information without proper legal authorization, nor use such information to advance their personal, financial or other private interests.
12. Strengthen Social Equality. Treat all persons with fairness, justice, equality, and respect individual differences, rights, and freedoms.
13. Demonstrate Personal Integrity. Adhere to the highest standards of conduct to inspire public confidence and trust in public service.
14. Policy Role of City Officials. City Officials shall respect and adhere to the council-manager structure of Live Oak City government as outlined by the Live Oak Municipal Code. In this structure, the City Council determines the policies of the City with the advice, information, and analysis provided by the public, boards and commissions, and City staff resulting in the City Manager implementing those polices.
Except as provided by the City of Live Oak Municipal Code, City Officials shall not interfere with the administrative functions of the City or the professional duties of City staff nor shall they impair the ability of staff to implement Council policy decisions.
15. Independence of Boards and Commissions. Because of the value of the independent advice of boards and commissions to the public decision-making process, City Officials shall refrain from using their position to unduly influence the deliberations or outcomes of boards and commission proceedings. 122
16. Positive Work Place Environment. City Officials shall support the maintenance of a positive and constructive work place environment for City employees and for citizens and businesses dealing with the City. City Officials shall recognize their special role in dealing with City employees to in no way create the perception of inappropriate direction to staff.
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Chapter 2.04 RULES AND REGULATIONS GOVERNING THE
CONDUCT OF COUNCIL MEETINGS, PROCEEDINGS AND
BUSINESS
The City Council of the City of Live Oak does ordain as follows:
2.04.010 Meetings.
A. Regular Meetings. Regular meetings of the Council shall be held without notice on the first and third Wednesday of each month. Meetings shall commence at 6:00 p.m. in the Live Oak City Council Chambers in the City Hall of the City of Live Oak located at 9955 Live Oak Blvd., Live Oak, California, or at such other place as the Council may, from time to time, prescribe. In the event a Wednesday falls upon a legal holiday, the regular meeting which otherwise would have occurred on that date shall be held on the first business day thereafter at 6:00 p.m. In the event that Christmas Eve and/or New Year’s Eve falls on a Wednesday, the regular meeting which otherwise would have occurred on that day shall be held on the first business day which is not a holiday thereafter at 6:00 p.m.
B. Special Meetings. Special meetings of the Council may be called at any time by the Mayor or by a majority of the members of the Council by delivering personally or by mail written notice to each member of the Council and to each local newspaper of general circulation and to any radio or television station that has submitted a written request of the City Clerk for such notification. Such notice must be delivered personally or by mail at least 24 hours before the time of such meeting specified in the notice. The call and notice shall specify the time and place of the special meeting and the business to be transacted. No other business shall be considered at the meeting. Written notice may be dispensed with for any member who at or prior to the time the meeting convenes files with the City Clerk a written waiver of notice. The waiver may be given by telegram or fax. Written notice shall be dispensed with for any member who is actually present at the meeting at the time it convenes.
C. Adjournment/Adjourned Meetings. The Council may adjourn any regular, adjourned regular, special or adjourned special meeting to a time and place specified in the order of adjournment. If a quorum is not present, less than a quorum may so adjourn. If all members are absent from any regular or adjourned regular meeting the City Clerk may declare the meeting adjourned to a stated time and place and shall cause a written notice of the adjournment to be delivered personally to each Council member at least three hours before the adjourned meeting. A copy of the order or notice of adjournment shall be conspicuously posted on or near the door of the place where the regular, adjourned regular, special or adjourned special meeting was held within 24 hours after the time of adjournment. When a regular or adjourned regular meeting is adjourned as provided in this section the resulting adjourned regular meeting is a regular meeting for all purposes. When an order of adjournment of any meeting fails to state the hour at which the adjourned meeting is to be held, it shall be held at the hour specified for regular meetings.
D. Emergency Meetings. The notice requirement for a special meeting may be dispensed with under the following emergency conditions:
1. Work stoppage or other activity which severely impairs public health, safety, or both, as determined by a majority of the Council;
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2. A crippling disaster which impairs public health, safety, or both, as determined by a majority of the Council.
E. Closed Sessions. The Council may hold closed sessions during a regular or special meeting, or at any time otherwise authorized by law, to consider or hear any matter which it is authorized by State law to hear or consider in closed session, and may exclude from any such closed session any person or persons which it is authorized by State law to exclude from such closed sessions. Any such closed session shall be appropriately agendized.
F. Cancellation. Any meeting of the Council may be canceled in advance of a majority vote of the Council.
The Mayor may cancel a meeting in the case of an emergency or when a majority of members have confirmed in writing their unavailability to attend a meeting.
G. Chair. The Mayor shall preside over all Council meetings. In his or her absence, the Vice Mayor shall serve as presiding officer. The Council shall choose one of its members to serve as Mayor and one of its members to serve as Vice-Mayor. The Mayor and Vice-Mayor shall be selected and seated in the manner following:
In an election year in which Council members are elected, the Mayor and Vice-Mayor shall be selected and seated at such time as the election results for Council members so elected have been canvassed and certified to the Council and those results so declared by the Council. The Mayor and Vice Mayor so selected and seated at that time shall hold their respective offices until the first regular City Council meeting following the first Wednesday of the month in the year following the year in which they were selected and seated. The Mayor shall preserve strict order and decorum at all regular and special meetings of the Council. The Mayor shall state every question coming before the Council, announce the decision of the Council on all subjects and decide all questions of order subject, however, to an appeal to the Council in which event a majority vote of the Council shall govern and conclusively determine such question of order. The Mayor shall vote on all questions, his or her name being called last.
H. Attendance by the Public. Except as specifically provided by law for closed sessions, all meetings of the Council shall be open and public. All persons desiring to attend shall be permitted to attend any meeting. In the event any meeting is willfully interrupted by a group or groups of persons so as to render the orderly conduct of the meeting unfeasible, the Council may proceed as set forth in Municipal Code Section 2.04.050 et seq related to Rules of Decorum. (Ord. 550 § 1, 2014; Ord. 430 § 1, 1996; Ord. 414 § 2, 1995)
2.04.020 Order of business.
The business of the Council, at its meetings, shall be conducted in accordance with the following order of business:
A. Call to order;
B. Roll Call;
C. Pledge of allegiance and Invocation;
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D. Corrections and/or changes to the Agenda by City Manager Only; E. Presentations and Recognitions;;
F. Public Comment;
G. Consent Calendar. The consent calendar groups together those matters which are considered to be noncontroversial and which require only routine action by the Council. Adoption of the consent calendar may be made by one motion only and by the roll call vote of the Council; provided, however, the chair shall first advise the persons in attendance that the consent calendar matters will be adopted in toto by one action of the Council unless any Council member, any member, any individual or organization interested in one or more consent calendar matters has any question or wishes to make a statement. In that event, the chair may defer action on the particular matter or matters, and the Council shall consider those matters separately;
H. Public hearings;
I. Business Items;
J. Items Removed From Consent Agenda for Council Consideration and Action; K. Updates and Announcements From the City Attorney and City Manager; L. Councilmember Comments; and
M. Adjournment. (Ord. 414 § 2, 1995)
2.04.030 Agenda—Posting action on other matters.
A. Preparation of Agenda. The City Clerk shall cause to be prepared an agenda of the Council meeting which agenda shall be prepared in accordance with the order of business as provided for in Section 2.04.020 above. A copy of said agenda shall be furnished to each member of the Council, the City Finance Director and the City Attorney at least 24 hours prior to the Council meeting.
B. Posting of Agenda. At least 72 hours before a regular meeting the City Clerk or designee shall post the agenda which shall contain a brief general description of each item of business to be transacted or discussed at the meeting. The agenda shall specify the time and location of the regular meeting and shall be posted in a location that is freely accessible to members of the public. No action shall be taken on any item not appearing on the posted agenda.
C. Items Not Appearing on Agenda. Notwithstanding the above, the Council may take action on items of business not appearing on the posted agenda under any of the following conditions:
1. Upon a determination by a majority vote of the Council that an emergency situation exists as defined in the public meeting law (Section 54956.2(b)(1) of the Government Code); 126
2. Upon a determination by a two-thirds vote of the Council or if less than two-thirds of the Council members are present, a unanimous vote of those members present that the need to take action arose subsequent to the agenda being posted; and
3. The item was posted as hereinbefore required for a prior meeting of the Council occurring not more than five calendar days prior to the date action is taken on the item and at the prior meeting the time was continued to the meeting at which action is being taken. (Ord. 414 § 2, 1995) D. Items to be Placed on Agenda. During the "Councilmember Comments" portion of the City Council meeting, any member of the City Council may request that an item be placed on a future City Council agenda for initial consideration by the City Council. Initial consideration will allow Council to discuss the item during an open and public meeting and determine by a simple majority vote whether to direct the City Manager to add the item to a future agenda and provide specific direction. No motion, second, or vote or other action shall be required of the City Council to have the item placed on a future City Council agenda for initial consideration so long as the item is to be on an agenda thirty or more days later.
E. Agenda Items Added by City Council. Other than simple administrative report describing the nature of the request, no work on an item added by a member of the City Council shall be undertaken by City staff, including but not limited to, fiscal review, legal review, and policy review for consistency with existing City policies, until the City Council has had the opportunity to have a discussion and provide direction as provided herein. For the purposes of this section, work will be defined as generating, compiling, analyzing, researching, or writing new information, new policies, laws or plans and specifically excludes meetings or discussions with the City Manager and department heads jointly to obtain their comments on a Councilmember requested item. However, the City Councilmember requesting that the item be added for initial consideration shall have the right and privilege of submitting a letter or memorandum (and any other related materials) describing their item and the reasons therefore which shall be included in the City Council agenda packet so long as the letter or memorandum (and any other related materials) is submitted to the City Clerk at least one week prior to the City Council meeting.
At the meeting where the item is initially considered, if a majority of the City Council supports further study of the item by way of motion, second, and simple majority vote, then a full staff analysis shall be prepared thereafter for consideration by the City Council. The date set for further consideration shall be set in light of legal notice requirements, existing City Council priorities, the urgency of the item, and the advice of the City Manager and staff as to its impact on the timing of existing work and/or projects of the City
2.04.040 Rules of conduct.
Business shall be brought before the Council by motion in accordance with the following standards of conduct:
A. Obtaining the Floor. Any member of the Council wishing to speak must first obtain the floor by being recognized by the chair. The chair must recognize any Council member who seeks the floor when appropriately entitled to do so.
B. Motions. The Mayor or any member of the Council may bring a matter of business before the Council by making a motion. Before the matter can be considered or debated it must be seconded. Once the 127
motion has been properly made and seconded, the chair shall open the matter for debate offering the first opportunity to debate to the moving party and, thereafter, to any Council member properly recognized by the chair. Once the matter has been fully debated and the chair calls for a vote, no further debate will be allowed; provided, however, Council members may be allowed to explain their vote.
C. Voting. All Council members present at a meeting when a question comes up for a vote, shall vote for or against the measure. If the vote is a voice vote, the chair shall declare the result and note for the record all “aye” votes and all “no” votes. The Council may also vote by roll call vote, ballot or voting machine. Regardless of the manner of voting, the results reflecting all “ayes” and “noes” must be clearly set forth for the record.
D. Procedural Rules of Order. Once the main motion is properly placed on the floor, several related motions may be employed in addressing the main motion. These motions take precedence over the main motion, and if properly made and seconded, must be disposed of before the main motion can be acted upon. The following motions are appropriate and may be made by the Mayor or any Council member at any appropriate time during the discussion of the main motion. They are listed in order of precedence.
The first three subsidiary motions are nondebatable; the last four are debatable. All subsidiary motions require a simple majority vote for passage.
1. Subsidiary Motions.
a. Lay on the Table. Any Council members including the Mayor, may move to lay the matter under discussion on the table. This motion temporarily suspends any further discussion of the pending motion without setting a time certain to resume debate. It must be moved, seconded and passed by a majority vote. In order to bring the matter back before the Council, a member must move that the matter be taken from the table, seconded and passed. A motion to take from the table must be made at the same meeting at which it was placed on the table or at the next regular meeting of the Council. Otherwise, the motion that was tabled dies, although it can be raised later as a new motion.
b. Move the Previous Question. Any Council member may move to immediately bring the question being debated by the Council to a vote, suspending any further debate. c. Limit or Extend Limits of Debate. Any Council member may move to put limits on the length of debate.
d. Postpone to a Time Certain. Any Council member may move to postpone the pending question to a time certain. This motion continues the pending main motion to a future date as determined by the Council at the time the motion is passed. e. Commit or Refer. Any Council member may move that the matter being discussed should be referred to a committee or commission for further study. The motion may contain directions for the committee or commission, as well as a date upon which the matter will be returned to the Council’s agenda. If no date is set for returning the item to the Council agenda, any Council member may move, at any time, to require the time be returned to the agenda. 128
f. Amend. Any Council member may amend the main motion or any amendment made to the main motion. Before the main motion may be acted upon, all amendments and amendments to amendments must first be acted upon. Any amendment must be related to the main motion or amendment to which it is directed. Any amendment which substitutes a new motion rather than amending the existing motion is out of order and may be so declared by the chair.
g. Postpone Indefinitely. Any Council member may move to postpone indefinitely the motion on the floor, thus avoiding a direct vote on the pending motion and suspending any further action on the matter.
2. Motion of Privilege, Order and Convenience. The following actions by the Council are to insure orderly conduct of meetings and for the convenience of the Mayor and Council members. Those motions take precedence over any pending main or subsidiary motion and may or may not be debated as noted:
a. Call for Orders of the Day. Any Council member may demand that the agenda be followed in the order stated therein. No second is required and the chair must comply unless the Council, by vote, sets aside the orders of the day.
b. Questions of Privilege. Any Council member, at any time during the meeting, may make a request of the chair to accommodate the needs of the Council or his or her personal needs for such things as reducing noise, adjusting air conditioning, ventilation, lighting, etc. Admissibility of question is ruled on by the chair.
c. Recess. Any Council member may move for a recess. The motion must be seconded and a majority vote is required for passage. The motion is debatable. d. Adjourn. Any Council member may move to adjourn at any time, even if there is business pending. The motion must be seconded and a majority vote is required for passage. The motion is not debatable.
e. Point of Order. Any Council member may require the chair to enforce the rules of the Council by raising a point of order. The point of order shall be ruled upon by the chair. f. Appeal. Should any Council member be dissatisfied with a ruling from the chair, he or she may move to appeal the ruling to the full Council. The motion must be seconded to put it before the Council. A majority vote in the negative or a tie vote sustains the ruling of the chair. The motion is debatable and the chair may participate in the debate. g. Suspend the Rules. Any Council member may move to suspend the rules if necessary to accomplish a matter that would otherwise violate the rules. The motion requires a second and a majority vote for passage.
h. Division of Question. Any Council member may move to divide the subject matter of a motion which is made up of several parts in order to vote separately on each part. The motion 129
requires a second and a majority vote for passage. This motion may also be applied to complex ordinances or resolutions.
i. Reconsider. Except for votes regarding matters which are quasi-judicial in nature or matters which require a noticed public hearing, the Council may reconsider any vote taken at the same session, but no later than the same or next calendar day, to correct inadvertent or precipitant errors, or consider new information not available at the time of the vote. The motion to reconsider must be seconded and requires a majority vote for passage, regardless of the vote required to adopt the motion being reconsidered. If the motion to reconsider is successful, the matter to be reconsidered takes no special precedence over other pending matters and any special voting requirements related thereto still apply. Except pursuant to a motion to reconsider, once a matter has been determined and voted upon, the same matter cannot be brought up again at the same meeting.
j. Rescind, Repeal or Annul. The Council may rescind, repeal or annul any prior action taken with reference to any legislative matter so long as the action to rescind, repeal or annul complies with all the rules applicable to the initial adoption, including any special voting or notice requirements or unless otherwise specified by law.
E. Authority of the Chair. Subject to appeal, the chair shall have the authority to prevent the misuse of the legitimate form of motions, or the abuse of privilege of renewing certain motions, to obstruct the business of the Council by ruling such motions out of order. In so ruling, the chair shall be courteous and fair and should presume that the moving party is making the motion in good faith.
F. Public Hearings. Matters which are required to be heard at a noticed public hearing shall be conducted in the following manner:
1. Time for Consideration. Matters noticed to be heard by the Council shall be heard at the meeting specified and shall commence at the time specified in the notice of hearing, or as soon thereafter as is reasonably possible, and shall continue until the same has been completed or until other disposition of the matter has been made.
2. Continuance of Hearings. Any hearing being held, noticed or ordered to be held by the Council at any meeting of the Council may, by order or notice of continuance, be continued or recontinued to any subsequent meeting in the manner provided herein for adjourned meetings; provided, that if the hearing is continued to a time less than 24 hours after the time specified in the order or notice of hearing, a copy of the order or notice of continuance of hearing shall be posted immediately following the meeting at which the order or notice of continuance was adopted or made.
3. Public Discussion at Hearings. When a matter for the public hearing comes before the Council, the Mayor shall open the public hearing. Upon opening the public hearing and before any motion is adopted related to the merits of the issue to be heard, the Mayor shall inquire if there are any persons present who desire to speak on the matter which is to be heard or to present evidence respecting the matter. Any person desiring to speak or present evidence shall make his or her presence known to the Mayor and upon being recognized by the Mayor, the person may speak or present evidence relevant to the matter being heard. No person may speak without first being recognized by the Mayor. Members of the Council who wish to ask questions of the speakers or each 130
other, during the public hearing portion, may do so but only after first being recognized by the Mayor. The Mayor shall conduct the meeting in such a manner as to afford due process.
All persons interested in the matter being heard by Council shall be entitled to submit written evidence or remarks, as well as other graphic evidence. All such evidence presented shall be retained by the City Clerk and made a part of the Clerk’s record. Time limits may be established by the Council, limiting the duration of presentations as set forth herein. No person shall be permitted during the hearing to speak about matters or present evidence which are not germane to the matter being considered. A determination of relevance of such matters shall be made by the Mayor but may be appealed as set forth here and before.
4. Consideration of Question by Council. After all members of the public desiring to speak upon the subject of the hearing have been given an opportunity to do so, the public hearing shall be closed by the Mayor and the Council may consider what disposition they wish to make of the question or questions presented at the hearing. No member of the public shall be allowed, without consent of the Mayor, to speak further on the question during this period of deliberation, although the Council members may ask questions of the speakers if so desired. At the conclusion of the Council discussion, an appropriate motion having been made and seconded, the Council shall vote on the matter.
5. Reports and Resolutions. All committee reports together with all resolutions shall be filed with the City Clerk and shall be entered in the minutes. Minutes of prior Council meetings nor a synopsis of said minutes, need not be read provided the City Clerk has previously furnished to each Council member a complete copy of said minutes.
6. Dissemination of Materials to Council. As required by law (Government Code Section 54957.5), agendas of the City Council and any other writings, when distributed to all or a majority of all members of the Council by any person in connection with a matter, the subject of discussion or consideration at a meeting of the Council, are public records under the Public Records Act and shall be made available as required by the Public Records Act, unless the writing is otherwise exempt from public disclosure under the Public Records Act. Writings which are public records and which are distributed during a public meeting of the Council shall be made available for public inspection at the meeting if prepared by the Council or a member thereof or after the meeting if prepared by some other person. (Ord. 414 § 2, 1995)
2.04.050 Rules of decorum.
A. Decorum. Consistent with Senate Bill 1100 passed by the State Legislature in 2022, starting on January 1, 2023, the Brown Act is amended to address disruptions at public local government meetings.
Moving forward, consistent with SB 1100, the City of Live Oak adopts the following policy:
The Mayor and/or any Councilmember shall:
(1) Warn the individual that their behavior is disrupting the meeting and their failure to cease their behavior may result in removal.
(2) Order the removal of the individual if they do not “promptly” cease their disruptive behavior.
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Consistent with SB 1100, the remainder of policies related to decorum at Council meetings shall also be in effect.
B. Preservation of Order. While the Council is in session, the chair shall preserve order and decorum.
No person in attendance shall either by conversation or otherwise delay or interrupt the proceedings or the peace of the Council or disturb either any Council member or any member of the public while speaking nor refuse to obey the orders of the Council or the presiding officer except as otherwise provided. All persons addressing the Council shall step to the designated podium and shall give his or her name and address in an audible tone of voice for the record. All remarks shall be addressed to the Council as a body and not to any member thereof. No person other than the Council and the person having the floor shall be permitted to enter into any discussion either directly or through a member of the Council without the permission of the chair. No question shall be asked a Council member except through the chair. Every person in attendance desiring to speak shall address the chair and, upon recognition by the chair, shall confine him or herself to the question under debate avoiding all personalities and indecorous language.
Any person in attendance, once recognized by the chair, shall not be interrupted when speaking unless it shall be to call him or her to order or as otherwise here and before provided. If a person, while speaking, shall be called to order he or she shall cease speaking until the question of order shall be determined and if in order he or she shall be permitted to proceed. A Council member may request, through the chair, the privilege of having a written abstract of his or her statement on any subject under consideration by the Council entered in the minutes. If the Council consents thereto, such statement shall be entered in the minutes. (Ord. 414 § 2, 1995)
C. Civility: City of Live Oak elected officials and staff, will treat members of the public with respect and expect the same in return. The City is committed to maintaining orderly administrative processes in keeping City Council meetings and City operations in general free from disruptions. This section of the policy is intended to promote mutual respect, civility, and orderly conduct among City staff, elected officials, and the public.
D. Interactions: All interactions between City staff, elected officials, and members of the public shall be conducted in a respectful manner. With that in mind, the following rules shall govern interaction between the groups noted above while at City Council meetings:
1. Threats, including threats of violence, shall not be tolerated;
2. All City Council meeting attendees shall refrain from behavior that disrupts or threatens to disrupt City government operations. This includes, but is not limited to harassment and/or intimidation of City staff, elected officials, or members of the public; the willful destruction of public property; and conduct that threatens to provoke a violent reaction or disrupts the Council meeting;
3. If a sign, placard, banner, and/or other similar item disturbs, disrupts, or other otherwise impedes the orderly conduct of a City Council meeting, it shall not be permitted; and
4. No person attending the meeting shall engage in disorderly or boisterous conduct, including, but not limited to applause, whistling, stamping of feet, booing, or other loud noises. 132
2.04.060 Approval of legislation and contract.
A. Preparation of Ordinances. All ordinances shall be prepared or approved as to form by the City Attorney. No ordinance shall be prepared for presentation to the Council unless ordered by a majority vote of the Council or requested in writing by the City Clerk/City Finance Director or designee.
B. Prior Approval. All ordinances and contract documents shall, before presentation to the Council, have been approved as to form and legality by the City Attorney or authorized representative and shall have been examined and approved for the administration by the City Clerk/City Finance Director or authorized representative when there are substantive matters of administration involved.
C. Introducing for Passage or Approval. Ordinances, resolutions, and other matters or subjects requiring action by the Council shall be introduced and sponsored by a member of the Council; provided, however, the Mayor, City Administrator or designee, or City Attorney may present ordinances, resolutions, and other matters or subjects to the Council, and any Council member may assume sponsorship thereof by moving that such ordinances, resolutions, matters, or subjects be adopted; otherwise, they shall not be considered. (Ord. 414 § 2, 1995)
2.04.070 Ethics.
A. Purpose. The citizens and businesses of Live Oak are entitled to fair, ethical and accountable local government, which will instill public confidence in the fair operation and integrity of Live Oak’s City government. To this end, the Live Oak City Council has adopted a Code of Ethics and Conduct for members of the City Council and of the City’s boards and commissions to assure public confidence in the integrity of local government and its effective and fair operation.
B. Conduct. Members of the City Council shall conduct themselves in accordance with the following ethical standards:
1. Act in the Public Interest. Recognizing that stewardship of the public interest must be their primary concern, City Officials will work for the common good of the people of Live Oak and not for any private or personal interest, promoting the interests of the public and putting service to the public above service to oneself.
2. Comply with the Law. City Officials shall comply with the Constitution, Laws and Ordinances of the United States, the State of California and the City of Live Oak in the performance of their public duties.
3. Conduct of City Officials. The Professional and personal conduct of members must be above reproach and avoid even the appearance of impropriety. City Officials shall refrain from abusive conduct, personal charges or verbal attacks upon the character or motives of other members of Council, Boards and Commissions, staff, or the public.
4. Conflict of Interest. In order to assure their independence and impartiality on behalf of the common good, City Officials shall not use their official positions to influence government decisions in which they have a material financial interest, or where they have an organizational responsibility or personal relationship which may give the appearance of a conflict of interest. In accordance with the law, members shall disclose investments, interests in real property, sources of income, and gifts; and they shall abstain from participating in deliberations and decision-making where conflicts may exist. 133
5. Gifts and Favors. City Officials shall not take any special advantages of services or opportunities for personal gain, by virtue of their public office, that are not available to the public in general. They shall refrain from accepting any gifts, favors, or promises of future benefits which might compromise their independence of judgment or action or give the appearance of being compromised.
6. Proper Efficient Use of Public Resources. City Officials shall not use public resources which are not available to the public in general for private gain or for personal purposes not otherwise authorized by law.
7. Promote Democratic Participation. Inform the public and encourage active engagement in governance. Be open, transparent and responsive, and respect and assist all persons in their dealings with public organizations.
8. Conduct of Public Meetings. City Officials shall prepare themselves for public issues, listen courteously and attentively to all public discussions before the body, and focus on the business at hand.
They shall refrain from interrupting other speakers, making personal comments not germane to the business of the body, or otherwise interfering with the orderly conduct of meetings.
9. Advocacy. City Officials shall represent the official policies or positions of the City Council, Board, or Commission to the best of their ability when designated as delegates for this purpose. When presenting their individual opinions and positions, City Officials shall explicitly state they do not represent their body or the City of Live Oak, nor will they allow the inference that they do. Council, Board, and Commission decisions shall receive the support of all City Officials.
10. Decisions. City Officials shall base their decisions on the merits and substance of the matter at hand, rather than on unrelated considerations.
11. Confidential Information. City Officials shall respect the confidentiality of information concerning the property, personnel, or affairs of the City. They shall neither disclose confidential information without proper legal authorization, nor use such information to advance their personal, financial or other private interests.
12. Strengthen Social Equality. Treat all persons with fairness, justice, equality, and respect individual differences, rights, and freedoms.
13. Demonstrate Personal Integrity. Adhere to the highest standards of conduct to inspire public confidence and trust in public service.
14. Policy Role of City Officials. City Officials shall respect and adhere to the council-manager structure of Live Oak City government as outlined by the Live Oak Municipal Code. In this structure, the City Council determines the policies of the City with the advice, information, and analysis provided by the public, boards and commissions, and City staff resulting in the City Manager implementing those polices.
Except as provided by the City of Live Oak Municipal Code, City Officials shall not interfere with the administrative functions of the City or the professional duties of City staff nor shall they impair the ability of staff to implement Council policy decisions.
15. Independence of Boards and Commissions. Because of the value of the independent advice of boards and commissions to the public decision-making process, City Officials shall refrain from using their position to unduly influence the deliberations or outcomes of boards and commission proceedings. 134
16. Positive Work Place Environment. City Officials shall support the maintenance of a positive and constructive work place environment for City employees and for citizens and businesses dealing with the City. City Officials shall recognize their special role in dealing with City employees to in no way create the perception of inappropriate direction to staff.
Introduced and the first reading waived at a regular meeting of the City Council of the City of Live Oak on the 1st day of March, 2023, and passed and adopted after waiving the second reading at a regular meeting thereafter on the __ day of____, 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
APPROVED: ____________________________
Bob Woten, Mayor
ATTEST:
_________________________
Clarissa Menchaca, City Clerk
APPROVED AS TO FORM:
_________________________
Nicole Rosser, City Attorney
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City of Live Oak
Report to City Council
Meeting Date: March 15, 2023
Title: Goal Setting Workshop
Contact Information: Aaron Palmer, City Manager
Recommendation: None.
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