LIVE OAK CITY COUNCIL AGENDA – MARCH 5, 2025
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/89612440840
▪ Join by Phone:
1-669-900-6833 or 1-833-548-0282 (Toll Free)
Webinar ID: 896 1244 0840
• 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 5, 2025
6:00 PM
MEETING LOCATION
LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953
MEMBERS OF THE COUNCIL
JERAMY CHAPDELAINE, MAYOR
AARON PAMMA, VICE MAYOR
ASHLEY HERNANDEZ, COUNCILMEMBER
NANCY SANTANA, COUNCILMEMBER
BOB WOTEN, COUNCILMEMBER
RICK CRABTREE,
INTERIM CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
1 LIVE OAK CITY COUNCIL AGENDA – MARCH 5, 2025
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/89612440840
▪ 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: 896 1244 0840
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 5, 2025
CALL TO ORDER
ROLL CALL
Under the AB 2449 personal emergency provision, Councilmember Hernandez has requested to participate remotely due to emergency circumstances.
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 February 19, 2025, City Council Regular Meeting minutes. (Clarissa Menchaca, City Clerk)
2. City Council Meeting Minutes
Recommendation: Approve the February 26, 2025, City Council Special Meeting minutes. (Clarissa Menchaca, City Clerk)
BUSINESS ITEMS
3. Yuba-Sutter Economic Development District 2025-2030 Five-Year CEDS Update, Appendix I Public Works Projects Updates and 2024 CEDS Annual Performance and Evaluation Recommendation: Adopt resolution to approve the Five-year 2025-2030 CEDS, the 2024 Comprehensive Economic Development Evaluation and Performance Report and the updated Appendices I Public Works projects 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)
4. Write-off of Past Due Water and Sewer Accounts Collections Recommendation: Adopt resolution.
(James Ramsey, Finance Director)
5. Budget Amendment
Recommendation: Adopt resolution.
(James Ramsey, Finance Director)
6. Water Rate Study Analysis Results and Preliminary Recommendations Presentation 3 LIVE OAK CITY COUNCIL AGENDA – MARCH 5, 2025
Recommendation: Provide direction to consultant.
(Jeff Nelson, Interim Public Works Director)
DISCUSSION ITEMS
7. Discussion/Direction Regarding Review of Consultant Contracts and Potential Approvals Needed for Contract Extensions (BPR Consulting Group and Eide Bailly LLP) Recommendation: Discussion and provide direction to staff regarding the consultant contracts. (Nicole Rosser, City Attorney)
ITEMS REMOVED FROM THE CONSENT AGENDA FOR COUNCIL CONSIDERATION AND ACTION
UPDATES AND ANNOUNCEMENTS FROM THE CITY ATTORNEY AND CITY MANAGER
COUNCILMEMBER REPORTS / COMMENTS / REQUESTS
CLOSED SESSION
After the Closed Session the City Council will leave the Council Chambers and the meeting will be adjourned by operation of law due to lack of a quorum. If there is any reportable Closed Session Action, a report will be made at the beginning of the next regular Council meeting. After the Closed Session Item descriptions are read by the City Attorney, all members of Council, applicable Consultants and Staff are asked to join the Closed Session meeting.
8. Public Employee Performance Evaluation Pursuant to California Government Code Section 54957:
City Manager
9. Public Employee Discipline/Dismissal/Release Pursuant to California Government Code Section 54954.5
ADJOURNMENT
4 City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: City Council Meeting Minutes
Contact Information: Clarissa Menchaca, City Clerk
Recommendation: Approve the February 19, 2025, City Council Regular Meeting minutes.
Attachments:
Minutes
5 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 19, 2025
CALL TO ORDER
Meeting called to order by Mayor Chapdelaine at Live Oak City Council Chambers, 9955 Live Oak Boulevard, Live Oak, CA at 6:02 pm.
ROLL CALL
Present: Councilmembers Woten, Santana, Vice Mayor Pamma, and Mayor Chapdelaine
Absent: Councilmember Hernandez
PLEDGE OF ALLEGIANCE AND INVOCATION
Vice Mayor Pamma led the Pledge of Allegiance. Councilmember Woten delivered the invocation.
CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY There were no corrections and/or changes.
PRESENTATIONS AND RECOGNITIONS
A. SACOG Presentation on the 2025 Blueprint Project
Clint Holtzen, SACOG Planning Manager, provided a presentation for the Council.
PUBLIC COMMENT
Public Comment was opened and closed without any speakers.
LIVE OAK
CITY COUNCIL
MINUTES
FEBRUARY 19, 2025
6:00 PM
MEETING LOCATION
LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953
MEMBERS OF THE COUNCIL
JERAMY CHAPDELAINE, MAYOR
AARON PAMMA, VICE MAYOR
ASHLEY HERNANDEZ, COUNCILMEMBER
NANCY SANTANA, COUNCILMEMBER
BOB WOTEN, COUNCILMEMBER
RICK CRABTREE,
INTERIM CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
6 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 19, 2025
CONSENT ITEMS
Consent Calendar is passed by one motion with exceptions and separate votes as noted.
MOTION: APPROVE THE CONSENT AGENDA.
(MOTION: WOTEN; SECOND: CHAPDELAINE)
VOTE: MOTION PASSED 4-0-1
AYES: COUNCILMEMBERS WOTEN, SANTANA, VICE MAYOR PAMMA, AND MAYOR CHAPDELAINE NOES: NONE
ABSENT: COUNCILMEMBER HERNANDEZ
1. City Council Meeting Minutes
Clarissa Menchaca, City Clerk
Council action: February 5, 2025, City Council Regular Meeting minutes approved.
2. City Council Meeting Minutes
Clarissa Menchaca, City Clerk
Council action: February 8, 2025, City Council Special Meeting minutes approved.
3. Reappointment to the Regional Housing Authority Board of Commissioners Rick Crabtree, Interim City Manager
Council action: Mayor’s reappointment of Jeramy Chapdelaine to the Regional Housing Authority Board of Commissioners as the Community Member, with a term ending January 31, 2029, confirmed.
DISCUSSION ITEMS
4. Well 2 PFAS Update
Jeff Nelson, Interim Public Works Director
Jeff Nelson, Interim Public Works Director, provided a report for the Council.
Public Comment was opened and closed without any speakers.
Council action: Accepted for information.
BUSINESS ITEMS
5. Assignment of PIO Responsibilities/Tasks
Rick Crabtree, Interim City Manager
Rick Crabtree, Interim City Manager, provided a report for Council.
The following member of the public addressed the Council: Amanda Angulo.
Council action: Provided direction to assign duties to current staff.
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. 7 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 19, 2025
UPDATES AND ANNOUNCEMENTS FROM THE CITY ATTORNEY AND CITY MANAGER Brant Bordsen, Assistant City Attorney, briefly touched on the funding of grants at the federal level which may or may not be funded. More to come in the coming months.
COUNCILMEMBER COMMENTS
Councilmember Woten touched on Jeff Nelson’s PFAS report and on the information provided by the USDA at the February 18th City Council Special Meeting.
Councilmember Santana discussed the PFAS report provided by Jeff Nelson. Councilmember Santana requested the City provide monthly City project updates and inquired about the City hosting a food truck event in March.
Vice Mayor Pamma inquired about City staff’s approach to obtaining potential grants per the information provided by the USDA at the February 18th City Council Special Meeting.
Mayor Chapdelaine touched on his attendance at the Sutter Butte Flood Control Agency meeting, Sacramento Area Council of Governments (SACOG) Innovation and Policy Subcommittee meeting, Sutter Animal Services Authority meeting, and upcoming SACOG meeting. Mayor Chapdelaine touched on updating the City’s Capital Improvement Projects plan and touched on some of the meeting takeaways from the City’s Strategic Planning Session.
ADJOURNMENT
Mayor Chapdelaine adjourned the meeting at 7:29 pm.
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
8 City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: City Council Meeting Minutes
Contact Information: Clarissa Menchaca, City Clerk
Recommendation: Approve the February 26, 2025, City Council Special Meeting minutes.
Attachments:
Minutes
9 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 26, 2025
CALL TO ORDER
Meeting called to order by Mayor Chapdelaine at Live Oak City Council Chambers, 9955 Live Oak Boulevard, Live Oak, CA at 6:03 pm.
ROLL CALL
Present: Councilmembers Woten, Santana, Vice Mayor Pamma, and Mayor Chapdelaine Appeared via teleconference: Councilmember Hernandez
PLEDGE OF ALLEGIANCE AND INVOCATION
Vice Mayor Pamma led the Pledge of Allegiance. Councilmember Santana delivered the invocation.
MOTION: APPROVE MAYOR HERNANDEZ’S REMOTE APPEARANCE.
(MOTION: CHAPDELAINE; SECOND: PAMMA)
VOTE: MOTION PASSED UNANIMOUSLY
CLOSED SESSION
1. Public Employee Performance Evaluation Pursuant to California Government Code Section 54957:
City Manager
2. Public Employee Discipline/Dismissal/Release Pursuant to California Government Code Section 54954.5
CLOSED SESSION REPORT
No anticipated reportable action.
ADJOURNMENT
Mayor Chapdelaine adjourned the meeting at 6:08 pm. Closed Session adjourned at 7:46 pm.
LIVE OAK
CITY COUNCIL
SPECIAL MEETING MINUTES
FEBRUARY 26, 2025
6:00 PM
MEETING LOCATION
LIVE OAK COUNCIL CHAMBERS
9955 LIVE OAK BOULEVARD
LIVE OAK, CALIFORNIA 95953
MEMBERS OF THE COUNCIL
JERAMY CHAPDELAINE, MAYOR
AARON PAMMA, VICE MAYOR
ASHLEY HERNANDEZ, COUNCILMEMBER
NANCY SANTANA, COUNCILMEMBER
BOB WOTEN, COUNCILMEMBER
RICK CRABTREE,
INTERIM CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
10 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 26, 2025
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
11 City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: Yuba-Sutter Economic Development District 2025-2030 Five-Year CEDS Update, Appendix I Public Works Projects Updates and 2024 CEDS Annual Performance and Evaluation
Contact Information: Brynda Stranix, District Director, Yuba-Sutter Economic Development District
Background: 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.
Discussion:
The CEDS process is a continuing economic development planning process, developed with broad-based and diverse community participation. Included in this packet is 2025-2030 five-year CEDS update, Appendix I Public Works projects updates and 2024 CEDS Annual Performance and Evaluation. * 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. 12 * A performance metrics comparison between 2024 versus 2023 in employment/workforce, economic performance and education attainment. * Evaluation of progress on goals and tactics as identified in the CEDS document.
* A report on economic development activities of YSEDC.
The 2024 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 2024 CEDS Annual 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 2025-2030 Comprehensive Economic Development Strategy and appendices will be available after all jurisdictions have approved at:
https://www.chooseyubasutter.com/strategy.
Fiscal Impacts: We anticipate no fiscal impact because of this agenda item.
Recommendation: Adopt resolution to approve the Five-year 2025-2030 CEDS, the 2024 Comprehensive Economic Development Evaluation and Performance Report and the updated Appendices I Public Works projects and authorize its submittal to the United States Department of Commerce, Economic Development Administration as set out in the resolution before you.
Attachments:
2025 Live Oak Agenda Request Letter
2025-2030 CEDS Document Jurisdiction Final Draft
2024 CEDS Performance and Update Report Jurisdiction Draft Resolution
Appendix I Yuba Sutter Public Works Projects 2025 Jurisdiction Draft PowerPoint Presentation
13 (530) 751-8555 l 950 Tharp Road, Suite 1303, Yuba City, CA 95993 l ysedc.org February 24, 2025
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 Live Oak Council meeting agenda of March 5 at 6:00 pm to present the Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) 2025-2030 five-year update, the 2024 Annual Performance Report and updated Appendix I Public Works projects. 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, resolution wording and power point presentation. I have provided you with digital copies of the 5-year 2025-2030 CEDS, the 2024 Annual Performance Report and CEDS Appendices I Public Works Projects updates for review by the City Council.
Thank you for your assistance.
This request has been copied to the Interim City Manager, Rick Crabtree Sincerely,
Cynthia Roderick
CEDS Committee Chair
14 2025-2030
COMPREHENSIVE
ECONOMIC
DEVELOPMENT
STRATEGY
DRAFT
15 ECONOMIC DEVELOPMENT
VISION
STATEMENT
The Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) will inspire and guide the community, its leaders and Yuba-Sutter Economic Development District in creating a dynamic region that measures economic improvement over and above job calculations.
The strategy focuses on economic resiliency and recovery while building regional industry diversity, capacity and collaboration resulting in a vibrant and prosperous community.
The Yuba-Sutter Comprehensive Economic Development Strategy committee reviewed existing regional general plans, past CEDS documents, and the SWOT Analysis to develop four regional priorities as the framework for the goals and the objectives of the region’s future economy. These priorities are: Innovation and Economic Development, Workforce and Education, Infrastructure and Quality of Life and Place.
This 2025-2030 Comprehensive Economic Development Strategy five-year update:
• Identifies critical regional issues and opportunities over the next 5 years, and provides an action plan to address these issues and maximize opportunities. • Includes the region’s current targeted industry clusters and potential clusters for future expansion.
• Includes a comprehensive analysis of the region’s Strengths, Weaknesses, Opportunities and Threats.
• Provides action tactics to address the four priority goals for the region’s business attraction, retention and expansion actions, infrastructure enhancement and small business support.
Together, we will build a thriving community through innovation, investment in infrastructure, and a strong commitment to economic growth, creating unparalleled opportunities and an exceptional quality of life for all.
DRAFT
16 CONTENTS01 Economic
Development Vision
Statement
04 Regional Overview
09 Business and Industry
Cluster Focus
10 Strengths,
Weaknesses,
Opportunities and
Threats
14 Disaster and Economic
Recovery and
Resiliency
16 The Strategic Plan
25 Evaluation
Framework
Online Appendices
www.choseyubasutter.com
Appendix I: Public Works Projects
Appendix II: CEDS Regional Resolutions
2025-2030
Working Together for
Yuba-Sutter’s Economic
Future
Yuba-Sutter Economic Development Corporation (YSEDC), a 501(c)3 nonprofit organization, was established in 1994. YSEDC promotes regional diversification, advocates sustainable growth, infrastructure enhancement, and job development through expansion, retention and recruitment of businesses and industry in the Yuba-Sutter region.
The Yuba-Sutter region is comprised of two counties, Yuba and Sutter and is designated by the U.S. Department of Commerce, Economic Development Administration (EDA) as the approved Yuba-Sutter Economic Development District (YSEDD).
This Comprehensive Economic Development Strategy (CEDS) is the result of a local planning process designed to guide the economic growth of the Yuba‐Sutter region. The CEDS process will help create jobs, foster a 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.
The CEDS 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, and is a prerequisite for designation by EDA as an Economic Development District. Jurisdictions seeking EDA funding for public works and planning projects must first be included in an EDA‐approved CEDS to be
considered for funding.
This update is in accordance with guidelines specified by EDA and funded by financial assistance award Number
ED22SEA302024 from U.S. Department of Commerce,
Economic Development Administration.
DRAFT
17 This document is the 2025-2030 Five-Year
Update to the Yuba-Sutter CEDS, advancing
regional prosperity through collaborative
efforts led by the Yuba-Sutter Economic
Development Corporation, along with Sutter
and Yuba counties and the cities of Live Oak,
Marysville, Wheatland, and Yuba City.
The 2025-2030 CEDS Strategic Plan embodies
the District’s vision for regional prosperity
and economic growth. Designed as a
comprehensive guide for the community,
it aims to benefit businesses, students,
workforce members, and policymakers alike
through its insights and data.
Developed through an inclusive planning
process, the CEDS reflects the unique
challenges and opportunities within the
Yuba-Sutter Economic Development District. It
includes a regional analysis, SWOT assessment,
and strategic goals with actionable plans for
measuring progress.
The analysis evaluates the region’s
economic landscape, identifies internal
and external opportunities and risks, and
assesses partnerships and resources for
economic development. With a focus on the
community’s vision and strategic advantages,
this plan outlines priorities for action and
implementation.
The 2025-2030 CEDS is anchored by four
foundational priorities:
Innovation and Economic Development
Workforce and Education
Infrastructure
Quality of Life and Place
These pillars set the stage for sustainable
growth and long-term regional success.
THE PLAN
CEDS COMMITTEE
Yuba-Sutter Economic Development Corporation invited
participation from all sectors of the region in development of this plan and from these, a CEDS Committee was
formed. The committee’s purpose is to formulate a
regional economic strategy which will outline an approach to coordinate growth and prosperity that builds on the
region’s strengths, prioritizes key regional industry clusters and emphasizes collaboration.
Public Sector
Gary Arnold
Blaze Baker
Swarnjit Boyal
Michael Bessette
Jeremy Brown
Samuel Bunton
John Buse
Rick Crabtree
Terri Daly
Brian Davis
Tawny Dotson
Rachel Downs
Bob Eckardt
Dan Flores
Neal Hay
Brennan Howell
Caron Job
Suki Johal
Jason Kopping
Diana Langley
Mike Lee
Creig Marcus
Kimberly Matta
Mathew Mauk
Patrick Meagher
Ymelda Mendoza-Flores
Ben Moody
Kyle Morgado
Ashley Potocnik
Emily Rary
Jim Schaad
John Tillotson, PE
Bill Zenoni
Private Sector
Gus Becerra
Robert Bendorf
Arun Bhardwaj
Mark Birtha
Brandon Black
Don Blaser
Molly Bloom
Johnny Burke
George Carpenter
Laurie Dutra
Thomas Engler
Rachel Farrell
Chuck Ferguson
Matt Goody
Beth Hammes
Bob Harlan
Cathy LeBlanc
Alyssa Lindman
Julius Murphy
John Nicoletti
Joe Pacheco
David Read
Cynthia Roderick
Marni Sanders
Brynda Stranix
Camille Benner
Tom Williams
Janell Willis
DRAFT
18 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 4 Yuba and Sutter counties are located in the north/
central part of the state of California, just 35 miles
north of its capital city of Sacramento. The Sacramento International Airport is adjacent to Sutter County’s
southern boundary and Yuba County’s eastern border
stretches to the foothills of the Sierra Nevada mountain range. Yuba City is the county seat of Sutter County and Marysville is the county seat of Yuba County. The region is referred to as the Yuba City Metropolitan Statistical Area (MSA).
The major cities of Marysville (Yuba County) and Yuba
City (Sutter County) are approximately 125 miles
northeast of San Francisco and 125 miles west of Reno,
Nevada. Nearly 11 million people live within a two-hour drive of the Yuba-Sutter area.
The Yuba-Sutter area is 1,252 square miles and is
REGIONAL OVERVIEW
geographically diverse, offering many recreational
opportunities, such as fishing, hunting, boating, water skiing, hiking and camping. Some of the best duck hunting and trophy fishing in the country can be found minutes
from the downtown areas. The climate is typically one of warm, dry summers and moderately cold winters.
The Yuba-Sutter region typically enjoys a plentiful water supply, with 19 square miles of waterways comprising
more than 12,000 acres. The Sacramento, Feather
and Yuba rivers are predominant with many smaller
tributaries that feed these larger rivers. Dams, lakes
and reservoirs provide flood protection, debris control, diversion, regulation and storage. Water uses include
domestic, irrigation, municipal, industrial, power
generation and recreation.
Portions of the Plumas and Tahoe National forests sit
Private Sector
Aerospace
Agriculture
Arts & Culture
Banking
Business Services
Construction
Coworking/Makerspace
Economic Development
Energy
Engineering
Faith Based
Healthcare
Hospitality
Housing
Manufacturing
Nonprofit Organizations
Utilities
Public Sector
City of Live Oak
City of Marysville
City of Wheatland
City of Yuba City
Education
Federal - Military
Federal - Tribal
Local JPAS
Local - Special Districts
State of California
Sutter County
Workforce Development
Yuba County
INDUSTRY REPRESENTED
DRAFT
19 5 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY in Yuba County providing numerous campgrounds
and recreational day-use facilities. The Sutter Buttes
are a small circular complex of eroded volcanic lava
domes which rise as buttes above the flat plains of
the Sacramento Valley in Sutter County. They are
situated just outside Yuba City. Referred to as the
world’s smallest mountain range, Sutter Buttes highest
point is the summit of South Butte, at 2,122+ feet,
which is also the highest point in Sutter County. The
Middle Mountain Foundation hosts guided hikes into
the Sutter Buttes and offer an educational program for
local students.
It is about a 3.5-hour drive to the west to reach the
northern coastline of California. The Sierra Nevada
mountain range and Lake Tahoe are just two hours to
the east. Sacramento is a 35-minute drive south and
San Francisco is just another hour or so beyond that
to the southwest. The rivers, lakes, mountains, yearround festivals and fairs, golf courses, community theater, fine dining establishments, bike ways, and
historic downtown shopping districts make the region
a wonderful place to live or visit.
The region is served by state routes 20, 65, 70, 99
and 113 and is just north of the intersection of two
major interstates, I-5 and I-80. The two major cities
of the District (Marysville and Yuba City) are only 35
miles from the Sacramento International Airport. The
Sacramento Airport covers 6,000 acres serving general
aviation, passenger and freight traffic and operates
two 8,600-foot parallel runways, two terminals and 32
gates. The airport averages 122 landings a day with 12
domestic carriers, 7 international passenger carriers,
4 commuter carriers and 7 cargo carriers. Passenger
volume was 12.978 million in 2023, a 5.4 percent
increase over the prior year however it has not met
the passenger volume pre-COVID.
The Yuba County Airport, on 933 acres, is a modern
general aviation airport featuring a 6,006-foot primary runway and a 3,281-foot crosswind runway with
capabilities to accommodate jet air carriers, freight
carriers, and all general aviation business jets and
private aircraft. Recent improvements include the
complete overlay of the primary runway, overlays
and sealing of the entire taxiway system, new fueling
facilities, and rehabilitation of the apron. The Yuba
County Industrial Park, adjacent to the airport, is
available for development. Recently, the airport
YUBA-SUTTER
REGION
QUICK
FACTS
86,667
LOCAL LABOR
FORCE
184,205
POPULATION
30%
Have an
Associate degree
or higher
35 Miles to
Sacramento
International
Airport
and
1,106,000
workers within
45-minute
commute
DRAFT
20 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 6
DRIVERS OF EMPLOYMENT
GROWTH
Over the ten years ending 2023,
all industries for the Yuba City, MSA
added 9,872 jobs. Job growth by
percentage was more competitive
than the nation.
TOP 6 INDUSTRIES BY JOBS
Healthcare & Social Assistance
9,302 WORKERS
Retail Trade
6,496 WORKERS
Educational Services
6,169 WORKERS
Accommodation & Food Services
5,676 WORKERS
Agriculture, Forestry, Fishing &
Hunting
5,496 WORKERS
Public Administration
4,846 WORKERS
was awarded an EDA construction grant to build an
additional taxiway to serve the Skyway Business Park.
The Skyway Business Park has eight buildings on five
acres suitable for manufacturing or distribution. Each
building is 7,920 SF with all utilities in place. The
airport has easy access to highways 70, 65, 99, and 20
and is half an hour from I-5, I-80 and the Sacramento
International Airport.
Sutter County Airport, 170 acres, accommodates
smaller aircraft such as crop dusters and private
aircraft with one runway. Control of day-to-day airport operations has been transferred to a nonprofit group
of local pilots to reduce costs and operate at a surplus.
Union Pacific Railroad connects the Yuba-Sutter area
to the nation’s railway system. The rail system is used primarily to transport agricultural and other goods
produced in the region. Passenger rail serves the
region at the Sacramento Valley Station and local bus
connections are provided by Amtrak and Yuba-Sutter
Transit.
Yuba and Sutter counties are within close proximity to
the major markets of the 13 western states to be an
economically viable location for business and industry.
Yuba-Sutter Transit, the public transportation agency
that serves the region, runs six local routes and
on-demand service in Marysville, Yuba City and
surrounding communities, Monday to Saturday and
peak hour service to downtown Sacramento each
weekday.
DRAFT
21 7 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY Military Asset
LOCAL ECONOMIC IMPACT
Beale AFB has a huge economic impact on the YubaSutter community. The base supports 5,125 military personnel, 1,190 civilians and 1,922 dependents with
total payroll of $400 million. Beale executed over $67.6 million in local contracts in Fiscal Year 2022. There were a total 10,879 jobs created, with an estimated annual
dollar value of $249.5 million. The total economic
impact to the area is approximately $1.087 billion.
(Source: BAFB Economic Impact Statement Fiscal Year
2022). Beale AFB provides the community with a trained
workforce of approximately 28,000 retirees living within a one-hour drive.
The major organizations at Beale Air Force Base are the 9th Reconnaissance Wing (9th RW), the 940th Air Refueling
Wing (940th ARW, Air Force Reserve Command), the
195th Wing (California Air National Guard), the 548th
Intelligence, Surveillance, and Reconnaissance Group
(548th ISRG), and the 7th Space Warning Squadron (7th
SWS). The 9th RW is the host wing at Beale AFB, and the 9RW Commander is the Installation Commander.
9th Reconnaissance Wing (9th RW)
Mission: Deliver persistent, intergrated reconnaissance and combat power for our nation. To accomplish this
mission, the wing is equipped with the nation’s fleet of U-2 and associated support equipment. The wing also
maintains a high state of readiness in its expeditionary combat support forces for potential deployment
in response to theater contingencies. The 9th
Reconnaissance Wing is composed of more than 4,500
personnel in four groups at Beale and multiple overseas operating locations.
940th Air Refueling Wing (940th ARW)
Mission: Provide mission ready Citizen Airmen in support of United States National Security Objectives, primarily by providing air refueling capabilities for DOD aircraft. 195th Wing (California Air National Guard)
Mission: Deliver adaptive information controls and
capabilities, enabling warfighters the competitive
advantage to deter, attack, maneuver, and defend with
unparalleled effectiveness.
548th Intelligence, Surveillance, and Reconnaissance
Group (ISRG)
Mission: To deliver combat power from the air with
intelligence that assures allies and wins wars.
The Group consists of more than 1,400 officer, enlisted, Guard, Reserve, civilian, and contract personnel
spanning more than 40 Air Force Specialties responsible for operation and maintenance of more than $2 billion
dollars’ worth of Distributed Common Ground System
(DCGS) equipment.
7th Space Warning Squadron (7th SWS)
Mission: Detection of sea-launched ballistic missiles
fired from submarines in the Pacific Ocean. This unit
helps form a two-layered, worldwide network of missile
warning systems that also detects Intercontinental
Ballistic Missiles within its field of view. Additionally, 7th SWS tracks earth-orbiting satellites and reports
the information to the 18th Space Control Squadron,
located at Vandenberg AFB, California. This information is combined with other global sensors to maintain the
Department of Defense’s satellite catalog.
BEALE AIR FORCE BASE
DRAFT
22 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 8
SUTTER COUNTY
The gross value of Sutter County agricultural production for 2023 was $771,820,000. This is an increase of
$203,248,000 or 35.7% from the 2022 total value
Rice remains the top-ranking crop in 2023 with a total
value of $272,271,000 driven by a 134.9% increase in
harvested acreage which offset a 35.5% decrease in
price resulting in a 49% increase in total value from 2022.
Remaining second, processing tomatoes increased in
price and yield to a total value of $117,718,000, a 31.3% increase from 2022. Cling Peaches remained in third
due to an increase in yield and price to a total value of $67,650,000, a 39.7% increase from 2022. Dried prunes
remained fourth with a total value of $61,850,000
through a rise in price and yield increasing 30% from
2022. Walnuts remained fifth due to moderate increases
in price and yield with a total value of $51,649,000 which is an 18.7% increase from 2022. (Source: Sutter County 2023 Crop Report)
In 2022, Sutter County ranked 22nd in gross value of
agricultural production of the entire state of California, first in prune production and second in rice production. (Source:CDFA 2-22-2023 California Ag Statistics Review) To access the complete 2023 crop report visit:
https://acrobat.adobe.com/id/
urn:aaid:sc:US:16a60a3e-b753-48ff-8b72-
6c536e2231a1
AGRICULTURE AS ECONOMIC DEVELOPMENT
YUBA COUNTY
The gross value of Yuba County’s agricultural production for 2023 is $256,885,785 up approximately 4% from
the 2022 value estimate of $245,706,480. The increase
in value can be attributed to the increase in value for kiwi alone. However, peaches, almonds, walnuts and
livestock also had increases in value. Rice and prune/
dried plum decreased in value due to decreases in price.
Fluctuating commodity prices and adverse weather
conditions continue to pose significant challenges for
producers in the long run. Rice remained Yuba County’s
top crop generating $67 million in gross value. At $51
million, Kiwi climbed to second in rank. Walnut takes
over third place at almost $26 million. Livestock moves to number four at $25 million. Rounding out the top five is Prune/Dried Plum at nearly $24 million in value.
The contribution of agriculture to the economy of Yuba
County is not totally reflected in the values contained in this report. Processing, transporting, marketing and other farm related services directly or indirectly tied to agriculture, benefited appreciably. According to a
study conducted by Agricultural Impact Associates, Yuba County’s agricultural industry can be estimated to have returned an additional 62.5% of the gross agriculture
value for an estimated total value of $417,439,400 in
2023. Agriculture accounts for 1 out of every 11 jobs in Yuba County (Source: Yuba County 2023 Crop Report)
In 2022, Yuba County ranked 31st in gross value of
agricultural production of the entire state of California, and ranked second in livestock and third in prune and
rice production value. (Source:CDFA 2-22-2023 California Ag Statistics Review)
To access the complete 2023 crop report visit:
https://acrobat.adobe.com/id/
urn:aaid:sc:US:d98a26a1-0dca-40d9-aadd46762d94051c
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.
DRAFT
23 9 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY Business and Industry Cluster Focus
AGRICULTURE
SPECIALTY AGRICULTURE EQUIPMENT
AGRICULTURE TOURISM
FOOD AND BEVERAGE PROCESSING
VALUE ADDED INNOVATION
HEALTH
PHARMACEUTICALS & RELATED SEGMENTS
BIOTECHNOLOGY
MEDICAL DEVICES, EQUIPMENT & SUPPLIES MANUFACTURING
AMBULATORY HEALTH CARE SERVICES
ADVANCED
MANUFACTURING
AEROSPACE/DEFENSE
AUTO/MOTOR SPORTS
ENERGY & POWER
INDUSTRIAL MACHINERY
DISTRIBUTION &
E-COMMERCE
RECREATIONAL GOODS
TRANSPORTATION
EDUCATION
BUSINESS SERVICES
The industry cluster in the Yuba-Sutter region with the highest relative concentration is Agriculture with a location quotient of 8.14. This cluster employs 5,439 workers with an average wage of $52,156. The regional strategy is to enhance and grow niche sectors to strengthen this cluster. In order to diversify and create greater resilience, other clusters, Health, Advanced Manufacturing and Distribution and Electronic Commerce will be targeted to provide high-growth opportunities to increase investment and awareness of the region.
DRAFT
24 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 10 SWOT Analysis Summary
Recognizing our region’s strengths, weaknesses, opportunities and threats is an important step to assess where we are and where we want to be in order to have a real effect on the region. Our region has plenty of positive attributes to leverage for success, but we must also recognize the challenges identified by participants of the SWOT process in order to remedy or diminish them.
THE YUBA-SUTTER REGION TODAY
The Positives
The Yuba-Sutter region has numerous strengths that
position it well for growth and development. The area
benefits from substantial agricultural production with
potential for expanding into agricultural technology
industries. There is plenty of land available for
development, supported by a community that values
and promotes sports, arts, and entertainment.
The region’s strategic location, with proximity to
major transportation hubs such as the Sacramento
International Airport and access to essential highways, provides a significant economic advantage for business
expansion. Additionally, the presence of Beale Air Force Base creates opportunities for workforce development
and collaboration. Residents also enjoy an affordable
cost of living and access to abundant natural resources, including parks and recreational areas, which
contribute to a high quality of life. The region’s smalltown atmosphere fosters strong community ties and a collaborative spirit.
The Challenges
Despite these strengths, participants felt the region faces several challenges. The economy lacks diversification,
relying heavily on government and agriculture, which
creates vulnerability to economic shifts. Business
development is hampered by limited resources,
high operational costs, and outdated infrastructure.
Educational attainment levels are low, and there is
insufficient access to quality education, which impacts workforce development and contributes to skilled labor
outmigration. The gap between workforce training
and the jobs available further exacerbates this issue.
Infrastructure, including roads, water, wastewater,
and power, requires significant upgrades, and public
transportation systems are inadequate. The region is
also prone to natural disasters such as floods, fires, and droughts, which threaten infrastructure and economic
stability. Healthcare options and community amenities
The Positives
are limited, and the region struggles with a perception of being underdeveloped, which hinders efforts to
attract new residents and businesses.
What needs to be done
To address these challenges, the region needs to
diversify its economic base by attracting industries such as technology, healthcare, and advanced manufacturing.
Supporting small businesses and entrepreneurs with
resources and streamlined processes can further
stimulate economic growth. Workforce development
should focus on creating educational and vocational
training programs aligned with current and future
needs of local industries, leveraging partnerships with institutions and Beale Air Force Base. Infrastructure
improvements must be prioritized, particularly in
water/wastewater, roads, flood control, and broadband
expansion, to support economic activity and enhance
residents’ quality of life. Finally, investing in healthcare, arts, and cultural amenities will make the region more
attractive and livable. Addressing homelessness and
public safety concerns with comprehensive social
services and community improvements will also be
crucial to fostering a vibrant, resilient community.
FOUR TOP PRIORITIES
The CEDS committee reviewed goals that it will focus on for the region’s implementation plan:
Innovation and Economic Development
Workforce and Education
Infrastructure
Quality of Life and Place
DRAFT
25 11 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
SWOT ANALYSIS
Strengths
Strong military presence and collaboration
Water and natural resources
Affordability/lower cost of living
Proximity to parks and recreation features and
available green space
Proximity to four major highways - Highways
20, 65, 70 and 99
Strong community involvement and community
collaboration
Plenty of land available for growth
Large agriculture production and positive growth
potential for Ag-tech industries
Positive support and growth of existing sports, arts, and entertainment
Still maintains small town vibe
Proximity to Sacramento airport, coast and
mountains
Weaknesses
Lack of affordable housing for low to middle
income population
Limited business/industry diversity
Lack of transportation/walkability, especially for
disabled populations
Low education attainment and access
Need for more community amenities in arts,
sports and entertainment
Limited development opportunities due to high
cost and lack of infrastructure
Limited healthcare options, hospital and services
Out-migration of skilled labor, lack of quality
jobs, wage disparity, and skilled labor
Vulnerability to natural disasters - floods, fire,
drought
Perception as a place that has nothing to offer
Opportunities
Potential for growth with infrastructure
development
Potential to increase tourism by improved
recreation and entertainment opportunities
Potential to increase education attainment by
adding a university, research center or
expanding BA programs at college
Potential to attract businesses by increased
resources, tools and capital
Opportunity to retain skilled retiring military
through close collaboration with Beale AFB
Potential to diversify and build Agriculture
cluster
Potential to improve quality of life by supporting
and developing regional arts, entertainment, and
cultural diversity
Threats
Increasing health vulnerability, lack of services
At high risk of fire, floods, drought
Risk of stagnation due to unmitigated traffic
issues
Lack of skilled workforce, migration or
mismatched workforce training to stunt
economic growth and quality jobs
Potential to lose economic opportunities due to
lack or deteriorating infrastructure (water,
wastewater, roads, power and broadband)
Dependency on Government jobs and lack of
diverse industry
Lack of affordable housing and “Not in My Back
Yard” sentimentality
Increasing poverty rates due to cost of living
increases, health and homeless issues
DRAFT
26 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 12 SWOT Analysis Continued
The Yuba-Sutter Comprehensive Economic Development
Strategy Survey gathered feedback from 267 respondents, with a focus on the region’s economic performance,
strengths, challenges, and potential improvements.
This survey is a snapshot of how residents, government
officials, business owners, and other stakeholders perceive the current state and future of the Yuba-Sutter region.
Demographic Breakdown
Roles in the Community
The majority of respondents roles (37%) were interested community members, followed by business owners/
employees (23%) and government officials/employees
(20%).
Age Group Distribution
The largest group of respondents fell into the 45-64 age range (46%), with another significant portion (24%) being over 65.
Employment Status
A substantial majority (60%) were employed full-time, with 10% self-employed and 16% retired.
Economic Conditions and Community Sentiment
Current Economic Condition
A large proportion of respondents rated the local economy as “Fair” (45%) or “Poor” (30%), indicating a general
dissatisfaction with the economic state.
Five-Year Economic Performance
While 35% believed the economy had somewhat
improved, a notable portion (27%) felt it had declined.
Prioritized Economic Strengths
Geographic location (44%), military presence (38%),
and diversity of residents (37%) were highlighted as key strengths of the local economy.
Economic Challenges and Areas for Improvement
Top Economic Challenges
The most cited challenges included a lack of affordable housing (65%), high unemployment (39%), and poor
infrastructure (43%).
Infrastructure Needs
The overwhelming priority was for improvements in roads and transportation (79%), followed by utilities (40%) and public spaces (39%).
Desired Educational Programs
Respondents expressed a strong need for technical and
vocational training (78%), continuing education for adults (52%), and job placement services (46%).
Business Development Insights
Barriers to Business Development
The availability of skilled labor (41%), lack of infrastructure (44%), and market size and demand (45%) were identified as key barriers.
Business Attraction Focus
Respondents favored attracting manufacturing (53%),
technology and innovation (52%), and agriculture/food
production (45%).
Purchasing Behavior
A significant portion of respondents leave the region to purchase recreational experiences (73%) and clothing/
shoes (63%), indicating gaps in local offerings.
Community and Leadership Priorities
Improvements for Residents
The top three priorities were creating more affordable
housing (56%), improving roads and connectivity (47%),
and developing more quality-of-life amenities (35%).
Improvements for Businesses
Key suggestions included creating a pro-business climate (40%), focusing on business attraction (37%) and improving infrastructure (36%)
Economic Development and Job Creation
Over half of the respondents (51%) rated economic
development and job creation as the highest priority for the region.
Resiliency and Threats
Regional Resiliency
The region was perceived as “somewhat resilient” (39%)
to disasters like fires, floods, and pandemics, though 22% rated it as vulnerable.
Biggest Threats
Housing affordability (59%) and inadequate housing
supply (46%) were seen as the most significant threats to resiliency.
DRAFT
27 13 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY TOP 3 COMPETITIVE STRENGTHS
Natural Resources and Strategic Location
The region benefits from abundant natural resources and a strategic location near major transportation hubs like the Sacramento International Airport, providing easy access to key markets and enhancing tourism potential.
Community Pride and Engagement
There is strong community pride and involvement, with
residents and local organizations actively participating in regional improvement efforts. This collective spirit supports cultural events, sports, and recreational activities, contributing to a vibrant community atmosphere.
Agricultural Base and Potential for Growth
The area has a robust agricultural sector with opportunities to expand into ag-tech industries. The availability of land further enhances the potential for growth and development in both agriculture and related industries.
TOP 3 COMPETITIVE WEAKNESSES
Inadequate Infrastructure
Poor road conditions, outdated water and wastewater
systems, and limited public transportation are significant impediments to business operations and quality of life.
These issues deter investment and affect daily activities for residents.
Homelessness and Social Challenges
The growing homelessness crisis impacts the local economy, safety, and the region’s image, discouraging business
investment and affecting the desirability of public and commercial spaces.
Educational and Workforce Gaps
Low educational attainment and a lack of access to quality training and higher education programs create workforce challenges. The area struggles with retaining skilled labor, and there is a mismatch between available jobs and workforce skills, limiting economic growth.
TOP 3 ACTIONS TO BETTER THE REGION
FOR RESIDENTS
Improve Infrastructure
Invest in repairing and modernizing roads, bridges, and public transportation systems to improve connectivity and daily living conditions. Address water and wastewater infrastructure issues to ensure reliable and safe services for all residents.
Address Homelessness and Social Services
Implement comprehensive strategies to reduce
homelessness, including increased access to mental health and substance abuse treatment, affordable housing solutions, and support services. Enhance public safety and clean up public spaces to make the area more welcoming and livable.
Expand Educational and Recreational Opportunities
Develop and improve local schools, vocational training, and continuing education programs to better prepare residents for higher-paying jobs. Additionally, create more recreational and cultural amenities, such as parks, arts facilities, and safe gathering spaces, to enhance the quality of life and community engagement.
TOP 3 ACTIONS TO BETTER THE REGION
FOR BUSINESSES
Streamline Business Regulations and Support
Simplify regulatory processes to make it easier for businesses to start and grow. Provide financial support, tax incentives, and workshops to help small businesses thrive and attract new enterprises to the region.
Develop a Skilled Workforce
Collaborate with educational institutions and workforce development programs to align training with the needs of local industries. This includes creating apprenticeships, partnerships with Beale Air Force Base, and job placement services to ensure businesses have access to skilled labor.
Create awareness of civilian job opportunities at Beale AFB.
Enhance Economic Diversification and Infrastructure
Invest in infrastructure improvements, such as high-speed broadband and utility upgrades, to support business
operations. Focus on attracting diverse industries, including technology, manufacturing, and healthcare, to reduce
economic dependence on government and agriculture and
DRAFT
promote a resilient business environment.
28 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 14
YUBA-SUTTER ECONOMIC & DISASTER
RECOVERY & RESILIENCY
Disaster Recovery and Resilience
Mitigation planning is essential to the region’s ability to withstand and recover from disasters. Each county within the district has adopted a mitigation plan.
Yuba County Multi-Jurisdictional Multi-Hazard Mitigation Plan is the product of a collaborative effort between the County of Yuba and its special districts. Plans developed for the Yuba County Multi-Hazard Mitigation Project included single-jurisdiction plans for the Dobbins-Oregon House Fire Protection District and the Yuba Water Agency. (A complete copy of the Yuba County Multi-Hazard Mitigation plan is available on their website: www.co.yuba.ca.us)
Sutter County and the incorporated communities of Yuba
City and Live Oak have developed a comprehensive MultiHazard Mitigation Plan to better position resources in addressing potential hazards. Sutter County, Yuba City, Live Oak, Gilsizer Drainage District, Levee District 1, Reclamation Districts 70, 1001, 1500, and 1600 have all adopted the Multi-Hazard Mitigation Plan. (A complete copy of the
Sutter County Multi-Hazard Mitigation plan is available on their website: www.co.sutter.ca.us)
Both county plans have been in place for several years and are continually updated with invitations to the community stakeholders to assist in plan implementation and
maintenance. Community stakeholders are made aware
of disaster preparedness information and are regularly
updated should there be changes in the overall plan.
Both counties are in the process of bringing existing
levees up to 200-year flood protection. Three Rivers Levee Improvement Authority (TRLIA), a joint powers agency,
Disaster Recovery and Resilience
was established in May 2004 by the County of Yuba and
Reclamation District 784 to finance and construct levee improvements in south Yuba County. TRLIA’s mission is to provide 200-year flood protection. Four work phases were identified to achieve that goal along the Yuba, Feather, Bear Rivers, and the Western Pacific Interceptor Canal.
The Sutter Butte Flood Control Agency (SBFCA) is a joint powers agency formed in 2007 by the counties of Butte and Sutter, the Cities of Biggs, Gridley, Live Oak and Yuba City, and Levee Districts 1 and 9. The agency has the authority to finance and construct regional levee improvements. It is governed by a 13-member Board comprised of elected
officials from the cities, counties and levee districts. The agency’s boundaries encompass 34,200 properties in Butte and Sutter counties.
Economic Recovery and Resilience
Economic resilience is important from two perspectives. In one respect, it is about a community’s individual businesses and short-term, practical actions to sustain their operations after a disaster. However, economic resilience is concerned with the broader regional economic development and
long-range adaptability to a changing, and often turbulent, economic environment.
Business Resiliency
It has been shown that apart from direct damage to
premises, the largest impact of a disaster was the disruption of lifelines-water, electricity and wastewater treatment.
Other factors included disruption in logistics flows, reduced To live by the Feather River is to know its power and danger - Charlie Mathews
DRAFT
29 15 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY employee productivity through transportation difficulties and the effects of the disaster on their homes and reduced customer traffic. Developing emergency and recovery plans or buying business interruption insurance would alleviate some of the recovery issues.
Most large businesses will have the capability to survive or return to pre-disaster levels, but it is the smaller firms that suffer the most, especially those that were in poor financial condition before the event. Greater emphasis must be given to the needs of smaller businesses to increase survival rates, and businesses, having a strong vested interest in ensuring the preparedness of utility companies, emergency services, and public services, need to be much more active in community preparedness and recovery planning.
Economic Resiliency
The ability of local and regional economies to adapt to changing conditions, including disasters, is the definition of regional economic resilience. Analysis of the Yuba-Sutter region indicates that its economy is dependent upon three major industries and is highly susceptible to disaster. It would be in the area’s best interest to look at initiatives that would improve business resilience and regional economic resilience.
The responsive initiatives of the counties Multi-Jurisdictional Multi-Hazard plans which include pre-disaster recovery planning; defining key stakeholders, roles, responsibilities, and actions; establishing a process for regular communication, monitoring and updating of business community needs as issues; and building a capability to connect with public officials at local, regional, state and federal levels to rapidly communicate business sector needs and to coordinate impact assessments are addressed thoroughly.
The Steady-state initiatives which refer to longer-term efforts to bolster a region’s ability to withstand or avoid shock, and in doing so, improve its
adaptability. These include planning
efforts to engage the community
in a collective vision for resilience,
economic diversification initiatives
building on local and regional assets,
business retention and expansion
programs, workforce development
strategies, etc.
The results from the community impact
survey, SWOT analysis and local and
regional government input identified
the need for diversification of industry
types, strong regional infrastructure,
and business attraction. This analysis
was the guideline for setting forth the regional goals and objectives and the recognition it is necessary to develop a coherent economic strategy.
Measuring Resilience
There is no hard and fast way to measure economic resilience due to the multi-dimensional nature of resilience.
However, if a region can demonstrate their successes and if they can measure the cost benefits of increasing resilience, chances that community and partner buy-in will occur in greater measure are significantly enhanced, and conversely better resilience will result.
For the region of Yuba-Sutter, the best tool for measuring at least the impact of flooding would be the FEMA Community Rating System. Improvements on levees and infrastructure give the community a better rating and lowered insurance rates for residents and also proves economic resilience for potential investors, new businesses and industries.
DRAFT
30 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 16 Four-Goal Implementation Action Plan
Based upon extensive analysis, the CEDS Committee and regional stakeholders have developed detailed implementation tactics that address our priority goals for the next five years. This strategy is a region-wide collaboration to build upon our strengths and remedy our weaknesses.
The implementation plan will be utilized
to help guide the selection of future
economic development projects and
investments as they are created to address
critical barriers to regional economic
prosperity. Each goal and objective is
associated with tactics and specific
actions in order to provide accountability
and performance measurements.
Four Goals for the
Yuba-Sutter
Region
Innovation and Economic Development
Workforce and Education
Infrastructure
Quality of Life and Place
STRATEGIC DIRECTION
DRAFT
31 17 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
ATTRACT MORE INDUSTRIES TO
THE REGION
• Foster a welcoming
environment for local investors
and expand opportunities for
accessing capital.
• Strengthen and grow agriculture and agritourism as
thriving pillars of the regional economy.
• Champion and safeguard the long-term
sustainability of Beale Air Force Base.
• Boost regional competitiveness by organizing
collaborative workshops with federal, state, and
local funding bodies to aid local businesses.
• Develop and provide resources tailored to small
and large businesses alike, focusing on retention,
technical assistance, and growth support,
assistance and access to capital.
BOOST ENTREPRENEURIAL
DEVELOPMENT
• Review current educational
programs and address any
gaps to better serve aspiring
entrepreneurs.
• Identify missing entrepreneurial resources and
collaborate with stakeholders to enhance support.
• Seek out complementary businesses that
strengthen the local economy and inspire
entrepreneurial growth.
• Advocate for dynamic economic development that
supports local businesses, invites new employers,
fosters entrepreneurship, and generates jobs.
Building and strengthening industry clusters is pivotal for fostering regional economic resilience and competitive advantage. Clusters enhance productivity, stimulate innovation, and foster collaboration across sectors. By strengthening current clusters in agriculture, healthcare, manufacturing, aerospace, and government services, the region can attract complementary industries and suppliers, creating a robust ecosystem that supports growth and diversification.
Regional cluster development is anticipated to produce significant employment ripple effects, improving the wage base and expanding the local tax base. However, tackling challenges such as housing affordability, homelessness, and healthcare accessibility will be necessary to ensure that economic growth is inclusive and beneficial to all community members.
OBJECTIVE 1 OBJECTIVE 2
GOAL 1
INNOVATION & ECONOMIC DEVELOPMENT
DRAFT
32 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 18
IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba and Sutter County Superintendents of Schools:
Yuba-Sutter Chamber of Commerce;
Sutter and Yuba County One Stops; Yuba Community College
MAINTAIN, PROMOTE AND
EXPAND REGIONAL BUSINESSES
• Support efforts to attract, maintain, promote
and expand regional industries.
• Hold planning meetings with regional leaders
and Chamber of Commerce to develop
marketing strategies that engage networks
of small businesses that would benefit from
collaboration.
• Support and promote the efforts of workforce
development agencies and their programs.
• Support and promote the efforts of educational
institutions and their business programs.
OBJECTIVE 3
GOAL 1 INNOVATION & ECONOMIC DEVELOPMENT CONTINUED
DRAFT
33 19 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY GOAL 2
WORKFORCE AND EDUCATION
To strengthen regional economic resilience, it’s essential to foster partnerships that connect and align workforce development programs with the evolving talent supply chain, meeting current and future needs of local employers. Prioritizing high-quality, well-paying jobs is crucial to retain and attract a skilled workforce, while supporting economic diversification across sectors.
The region must invest in preparing students and adult learners with in-demand skills, competencies, and knowledge necessary to thrive in today’s and tomorrow’s industries. Many sectors face challenges due to skill gaps among job seekers, impacting productivity and growth. Building awareness among residents, businesses, and community leaders around the value of education and lifelong learning is vital to drive sustainable economic development. Fostering a culture of continuous learning and skill advancement will ensure the region remains competitive and adaptable to changing industry landscapes.
ALIGN WORKFORCE TRAINING
WITH INDUSTRY NEEDS
• Create and enhance workforce development
programs that directly respond to the skill demands
of current and emerging industries, prioritizing
quality job creation with competitive wages to
attract and retain talent.
• Regularly assess Industry needs to keep training
programs aligned with evolving skill demands and
trends.
• Partner with employers to create internships,
apprenticeship, and co-op programs that offer
hands-on experience and job readiness in highdemand fields. • Develop an outreach campaign targeting the large
military population retiring from Beale Air Force
Base to prevent skilled employee migration.
OBJECTIVE 1
• Create a pipeline to enhance and fill civilian job
opportunities at Beale AFB, especially for deep
technical positions.
• Reduce education migration.
• Provide job placement assistance and retention
support to ensure that graduates of workforce
programs secure and maintain high-quality
positions.
• Design short-term, industry-specific certification
courses that address the immediate needs of
employers in fields such as data analytics, logistics,
cybersecurity, and advanced manufacturing. These
programs could be fast-tracked for individuals
seeking quick reentry or up-skilling.
DRAFT
34 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 20
IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Workforce Boards; Yuba and Sutter One Stops; Tri-County ROP/CTE; Yuba-Sutter Chamber of Commerce; The Work Hub; AeroSTEM Academy Charter School; Colleges and Universities; K-12 Institutions; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City
STRENGTHEN EDUCATION
AND SKILL BUILDING FOR ALL
LEARNERS
• Promote a diverse workforce by attracting talent
and creating a more inclusive environment.
• Include cultural competency as a core component
of training programs, preparing students to work
effectively in diverse teams and environments.
• Offer language assistance, including translation,
tutoring, and English as a Second Language (ESL)
support, to ensure all learners have equitable
access to programs
• Incorporate cultural celebrations and heritage
events into training programs to foster a sense of
belonging and respect for diverse backgrounds
GOAL 2 WORKFORCE AND EDUCATION CONTINUED
OBJECTIVE 2
RAISE COMMUNITY AWARENESS OF ECONOMIC DEVELOPMENT
THROUGH EDUCATION
• Promote awareness among residents, businesses, and leaders about the importance of education and continuous skill development as essential drivers of regional economic diversification and resilience, fostering community-wide support for workforce initiatives.
• Develop a campaign—using social media, local events, and workshops—to highlight how education and lifelong learning fuel economic growth, improve quality of life, and create pathways to quality, well-paying jobs within the community.
OBJECTIVE 3
DRAFT
35 21 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY GOAL 3
IMPROVE AND MODERNIZE INFRASTRUCTURE
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/wastewater/natural gas, broadband, housing, energy and the natural environment.
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 infrastructures for transportation, water/ wastewater/natural gas, broadband, housing and the natural environment.
MODERNIZE THE REGION’S
INFRASTRUCTURE TO MEET
FUTURE DEMAND AND RESPOND
TO CHANGING
BUSINESS NEEDS
• Promote available land for
planned industrial growth and
nurture regional cooperative planning for projects
by providing technical assistance to towns and
counties.
• Promote and pursue funding mechanisms for
regional projects.
• Improve economic viability of the urban areas
through enhancement of regional flood control
systems.
• Support the work of local governments in their
efforts to provide sound infrastructure and
facilitate collaboration between providers, planners
and developers.
DEVELOP AND IMPROVE
ALTERNATIVE, MULTI-MODAL AND
INTER-MODAL DISTRIBUTION
INFRASTRUCTURE
• Encourage investment in state highways throughout
the two -county region to improve corridors in and
out of the area.
• Accelerate street resurfacing and improvements in
the region to support business investment.
• Develop sustainable delivery modes for
manufacturing, freight, transport, logistics and
warehouse industries in the region.
OBJECTIVE 1 OBJECTIVE 2
DRAFT
36 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 22
IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Economic Development Administration; Caltrans; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba-Sutter Transit; Yuba-Sutter Chamber of Commerce
PROMOTE TRANSIT PLANNING
TO MOVE PEOPLE THROUGHOUT
THE REGION & HOUSING
DEVELOPMENT
• Promote alignment of economic development
priorities with regional transit projects.
• Assess current and future housing availability and
its alignment with future growth and employment
patterns.
• Assess housing affordability near employment
centers and existing infrastructure.
• Develop other housing initiatives to strategically
move forward as a region.
OBJECTIVE 3
GOAL 3 IMPROVE AND MODERNIZE INFRASTRUCTURE CONTINUED
DRAFT
37 23 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY Enhancing the livability and quality of life within a region makes it more appealing as a destination for businesses, while also attracting and retaining residents. This drives economic growth, fosters community pride, generates revenue, and elevates the region’s recognition and reputation.
To successfully draw and retain businesses and residents, urban and rural communities must prioritize the maintenance and revitalization of their town centers and amenities. Quality of life encompasses a delicate balance of key factors, including access to jobs, education, healthcare, and housing, as well as the preservation and promotion of natural resources, outdoor spaces, cultural and artistic opportunities, and a strong sense of community spirit.
ENHANCE CULTURAL, HISTORIC,
RECREATIONAL, AND NATURAL
RESOURCES
• Restore historic landmarks to strengthen
community identity and attract tourism.
• Expand parks, trails, and riverfronts for recreation
and eco-tourism.
• Support arts through public programs, events, and
education partnerships.
• Revitalize downtown areas as vibrant, walkable
community hubs.
STRENGTHEN PUBLIC SAFETY,
HEALTH SERVICES, AND HOMELESS
SOLUTIONS
• Increase healthcare, mental health and substance
abuse services through partnerships.
• Increase interim and transitional housing and
expand affordable housing options.
• Prevent and reduce the number of first-time and
returning to homelessness.
• Improve public safety through community policing
and emergency plans.
• Collaborate with nonprofits to support vulnerable
populations.
GOAL 4
QUALITY OF LIFE AND PLACE
OBJECTIVE 1 OBJECTIVE 2
DRAFT
38 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 24
IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Economic Development Administration; Regional Counties and Municipalities Planning Departments; Parks and Recreation Planners; Yuba-Sutter Chamber of Commerce; Yuba-Sutter Regional Arts Council; Sutter Buttes Regional Land Trust; Sutter and Yuba County Libraries; local theaters, museums and art galleries
PROMOTE YUBA-SUTTER ECONOMIC DEVELOPMENT DISTRICT
LEADERSHIP
• Showcase Yuba-Sutter Economic Development District’s (YSEDD) role in infrastructure, workforce, and business support.
• Build partnerships to amplify YSEDD’s impact across sectors. • Inform stakeholders about YSEDD initiatives through outreach and reports. • Attract industries using YSEDD’s strategic planning and collaboration.
OBJECTIVE 3
GOAL 4 QUALITY OF LIVE AND PLACE CONTINUED
DRAFT
39 25 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
EVALUATION FRAMEWORK
The evaluation framework serves as a mechanism to gauge progress on the successful implementation of the overall CEDS while providing information for the CEDS Annual Performance Report, as required by EDA. These regular updates keep the strategic direction and action plan outlined in this document current and relevant.
The evaluation framework is an important element
of the ongoing planning process and should answer
the questions “ How are we doing?” and “What can
we do better?” The performance measures will help
to evaluate the progress of activities in achieving the vision, goals and objectives of the Yuba-Sutter region.
The YSEDD will update the CEDS document
annually and post and distribute the results of each
annual evaluation over the next five years. The
CEDS committee will adjust the goals as needed
throughout the five-year planning period when
changing strengths, weaknesses, threats, and
opportunities are identified. The ability to adjust
metrics helps ensure the CEDS is focused on relevant
tactics for achieving continued economic prosperity
for the Yuba-Sutter region.
GOAL 4 PROJECTED METRICS
QUALITY OF LIFE AND PLACE
GOAL 3 PROJECTED METRICS
IMPROVE AND MODERNIZE
INFRASTRUCTURE
GOAL 2 PROJECTED METRICS
WORKFORCE AND EDUCATION
GOAL 1 PROJECTED METRICS
INNOVATION AND ECONOMIC
DEVELOPMENT
• Increase in number of investments
• Increase in agriculture foreign exports and
agriculture based tourism
• Number of businesses assisted
• Growth of complimentary and supportive
businesses to improve industry diversification
• Increase in number of start-ups
• Increase in technical assistance, access to capital
and educational opportunities for businesses
• Number of career pathway aligned degrees and
certificates
• Number of employment services provided to
employer workforce development
• Number of jobs created and or retained and lower
unemployment rate
• Number of businesses utilizing on-the-job training
and workforce development programs
• Progress of regional public works projects and
expected impacts
• Increase in infrastructure funding and federal
project investments for water, wastewater,
transportation, broadband, etc.
• Increased regional business growth resulting
from improved infrastructure
• Improved housing and affordable housing
accessibility and alignment with future growth
• Increase in regional recreational tourism activities, areas and facilities including bicycle and pedestrian
plans
• Improved and expanded regional emergency
services and shared communication
• Increase of investments in cultural/arts events,
organizations and institutions
• Reduction in homelessness within the region and
improved collaborative partnerships
• Expanded behavioral and mental health services
• Decrease in public safety talent migration
DRAFT
40 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 26
WHAT THE REGION ACCOMPLISHED IN THE
PAST 5 FISCAL YEARS
Below is a list of some major accomplishments achieved within the Yuba-Sutter region for FY 2019-2024.
ALL 6 JURISDICTIONS REPORTING
IN FY 2019-2020
There were 16 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 5 facility construction, 5
infrastructure, 5 planning, and 1 technical assistance
projects completed. The estimated public sector
investments was $30,241,162 and $146,617 private
sector investment which created or retained 1,549 jobs.
IN FY 2020-2021
There were 18 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 11 facility construction, 4
infrastructure, 2 planning, and 1 technical assistance
projects completed. The estimated public sector
investment was $685,822,480 and $134,600 private
sector investment which created or retained 2,052 jobs.
IN FY 2021-2022
There were 77 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 10 facility construction, 20
infrastructure, 3 planning, and 4 technical assistance
projects completed. The estimated public sector
investment was $372,409,931 and $75,527,550 private
sector investment which created or retained 304 jobs.
IN FY 2022-2023
There were 22 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 21 infrastructure and 1 technical
assistance projects completed. The estimated public
sector investment was $401,558,567 and $450,229
private sector investment which created or retained
434 jobs.
IN FY 2023-2024
There were 31 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 20 infrastructure, 4 facility
construction/rehab., 6 planning, and 1 technical
assistance projects completed. The estimated public
sector investment was $182,291,405 and $357,000
private sector investment which created or retained
318 jobs.
PUBLIC
INVESTMENT
1.672 BILLION
PRIVATE
INVESTMENT
76.6 MILLION
JOBS
CREATED
OR
RETAINED
4,000
ECONOMIC
DEVELOPMENT
INITIATIVES
DRAFT
122
41 27 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 2025-2030 CEDS is available online
https://www.chooseyubasutter.com/strategy
Inquiries and information requests may be directed to:
Yuba-Sutter Economic Development Corporation
950 Tharp Road, Suite 1303 | Yuba City, CA 95993
530-751-8555 | [email protected]
The work that provided the basis for this publication
was supported by funding from the U.S. Department
of Commerce Economic Development Administration
(EDA). This publication was prepared by Yuba-Sutter
Economic Development Corporation. The statements,
conclusions and recommendations are those of the
author and do not necessarily reflect the views of the
Federal Government and U.S. Department of Commerce
EDA.
Summary
The 2025-2030 Yuba-Sutter
Comprehensive Economic
Strategy is designed to build
capacity and guide the
economic prosperity of the
region. It is a key component in
prioritizing regional clusters and
emphasizing collaboration and
reflects the views of the public
and private sectors of the region.
While business recruitment is
one component to developing
a prosperous region, business
retention and expansion,
workforce development and
quality of life factor into the
strategic plan for developing
a foundation for securing the
future health and prosperity of
the Yuba-Sutter region.
DRAFT
42 YUBA-SUTTER ECONOMIC
DEVELOPMENT DISTRICT
2024 CEDS ANNUAL
PERFORMANCE
REPORT
ABSTRACT
The Annual CEDS Performance Report
for 2024 analyzes the Yuba-Sutter
region’s current economic conditions
and serves as an update on the
region’s progress toward reaching
regional goals and objectives. This
report covers a period from January 1
through December 31, 2024
DRAFT
43 i
2024 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 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.chooseyubasutter.com/strategy
Yuba-Sutter Economic Development Corporation is pleased to submit its 2024 CEDS Annual Performance Report to the EDA.
DRAFT
44 ii
Table of Contents
Introduction...........................................................................................................................................................i 2024 Annual Performance Report........................................................................................................................1 CEDS Committee...............................................................................................................................................1 Adjustment to the Strategy ..................................................................................................................................2 Labor Force .......................................................................................................................................................3 Regional Labor Force 2013-2023 ......................................................................................................................3 Unemployment.................................................................................................................................................3 Per Capita Personal Income..............................................................................................................................3 Average Wages.................................................................................................................................................4 Establishments..................................................................................................................................................4 Cost-of-Living Index ..........................................................................................................................................5 Gross Domestic Product ...................................................................................................................................5 Performance Measures.........................................................................................................................................5 Performance Metrics........................................................................................................................................5 Evaluation of Progress on Goals and Tactics ........................................................................................................6 Vision ................................................................................................................................................................7 Goals and Accomplishments in 2024....................................................................................................................7 Goal 1 – Create and maintain a competitive region through economic development....................................7 Goal 2 – Develop, retain, and attract talent...................................................................................................12 Goal 3 – Improve and modernize infrastructure ............................................................................................13 Goal 4 – Foster overall quality of life and place..............................................................................................22 Economic Disaster, Recovery and Resiliency......................................................................................................27 Report on Economic Development Activities.....................................................................................................29 Schedule of Goals - YSEDC ..................................................................................................................................31 Schedule of Goals - Region .................................................................................................................................31 DRAFT
45 1
2024 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 the 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
Gus Becerra Regional Housing Projects CEO Housing/low income Robert Bendorf Consultant Owner Business Services
Arun Bhardwaj US Bank Assistant Vice President Banking
Mark Birtha Hard Rock Hotel and Casino
Sacramento
CEO Hospitality
Brandon Black PG &E Public Affairs Utilities
Don Blaser Resident Concerned Citizen
Molly Bloom Sutter County Museum Museum Director/Curator Arts/Culture Johnny Burke Sutter Yuba Homeless Consortium Director Faith Based/Homeless George Carpenter Sutter Pointe Vice President Housing Developer Laurie Dutra Y.S. Farm Bureau Executive Director Agriculture, Workforce Thomas Engler Marysville Flood Protection P.E., CFM Engineer Rachel Farrell Harmony Health CEO Health
Chuck Ferguson The Work Hub Owner Coworking/Makerspace
Matt Goody UA Local Union 228 Business Manager Construction, Education, Training
Beth Hammes Local Union 228 Training Coordinator Construction, Education, Training
Bob Harlan Yuba-Sutter-Colusa United Way Executive Director Private Resident, Nonprofit
Cathy LeBlanc Camptonville Community
Partnership
Executive Director Energy
Alyssa Lindman Sutter Buttes Regional Land Trust Executive Director Land Conservation Julius Murphy The Salvation Army Yuba Sutter
Corps
Corps Officer Homeless/Nonprofit
John Nicoletti Habitat for Humanity Yuba Sutter Public Relations Nonprofit Joe Pacheco Northrop Grumman BAFB Lead Executive Aeronautics Systems Sector
David Read Yuba-Sutter Regional Arts Council CEO Arts/Culture Cynthia Roderick YSEDC/YSEDD Grant Specialist Economic Development Marni Sanders Blue Zones Project Executive Director, Yuba Sutter Health Brynda Stranix YSEDC/YSEDD President/COO Economic Development Camille Benner Habitat Housing Projects Director of Family Services Housing/low income Tom Williams Yuba River Moulding & Millworks President Wood Products Manufacturing
Janell Willis Yuba-Sutter Chamber of
Commerce
CEO Business
DRAFT
46 2
Public Sector
Name Name Name Name
Gary Arnold Caltrans Associate Transportation Planner Government, State Blaze Baker Beale AFB Installation Management Flight
Chief
Government, Military
Swarnjit Boyal OPUD Manager Government, District
Michael Bessette Sutter Butte Flood Control Agency Executive Director Government, JPA Jeremy Brown Yuba College Vice- President Education
Samuel Bunton Yuba County Assistant Director, Public Works Government, County John Buse Beale AFB Acting Deputy Commander Government, Military Rick Crabtree City of Live Oak Interim City Manager Government, City Terri Daly Yuba Water Agency Assistant General Manager Government, Special District Brian Davis Linda County Water District General Manager Government, District Tawny Dotson Yuba College President Education
Rachel Downs Yuba County Project Manager, Community
Development & Services Agency
Government, County
Bob Eckardt Sutter County One Stop CEO Government, Education Dan Flores City of Marysville Community And Economic
Development
Government, City
Neal Hay Sutter County Director Development Services Government, County Brennan Howell Beale AFB Lt. Col., USAF Commander Government, Military Caron Job Yuba County One Stop CEO Government, County
Suki Johal Caltrans Associate Transportation Planner -
North Branch District 3
Government, State
Jason Kopping Yuba County Airport Projects Y.C. Airport CEO Government, County 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
Tibal Administrator Tribal
Kimberly Matta Yuba County Airport Projects Y.C. Airport Administrator Government, County Mathew Mauk Yuba Sutter Transit Executive Director Transportation Patrick Meagher RD 784 Reclamation District Manager Government, County Ymelda MendozaFloresBETTER WAY Homeless Services Program Coordinator
Government, District
Ben Moody City of Yuba City Director of Public Works &
Development Services
Government, City
Kyle Morgado Yuba County TRLIA Operations Manager Government, District Ashley Potocnik City of Yuba City Development Manager Government, City Emily Rary Beale AFB Community Engagement Specialist Government, Military Jim Schaad City of Marysville City Manager Government, County John Tillotson, PE OPUD Director of Public Works Government, District Bill Zenoni City of Wheatland City Manager Government, City Adjustment to Strategy
In 2020, YSEDD/YSEDC completed its five-year update of the Comprehensive Economic Development Strategy.
The process began in February of 2020 and was approved by the Department of Commerce Economic Development Administration in August 2020. A comprehensive community-wide SWOT analysis and survey was conducted, analyzed, reviewed and new regional goals and tactics were set or strengthened. YSEDC is currently working on its new five-year update of the CEDS. The Yuba City, CA MSA economic strength ranking ranks 157 out of 384 Metropolitan Statistical Areas. Since 2016, it improved by 117 rankings according to POLICOM, an independent research company that specializes in studying the dynamics of local economies. The Yuba City, CA MSA is currently in the process of its new five-year update.
DRAFT
47 3
Labor Force
Regional Labor Force 2013-2023
The region's economic activity and well-being is reflected to large degree by the number and types of jobs available. Between December 2023 and
December 2024, the region’s annual
labor force increased from 79,800 to
79,900 which was a .125 percent
increase over the year. Between 2015
and 2023, the number of individuals
counted as part of the labor force
increased by 7,400 or 10.21 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 2024 annual average
unemployment rate (7.1 percent) was
183.3 percent higher than the national
average (4.0 percent) and 147 percent
higher than the state’s (5.3 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 278 percent
difference compared to the January 2021
rate, (Yuba City MSA 7.1. vs National 4.0
percent), a difference of 177.5 percent.
Source: State of California Employment Development Department – Labor Market Information & Bureau of Labor Statistics Per Capita Personal Income
Per capita personal income is widely used as an indicator of the economic well-being of the residents in an area. Changes in these figures provide evidence that regions are becoming wealthy as compared to a national benchmark. It is a
measure of all income sources, wages and salaries, assets, income and transfer payments divided by total population.
In 2023, Yuba City, CA (MSA) had a per capita personal
income (PCPI) of $52,354. This PCPI ranked 295th in
the United States and was 75 percent of the national
average of $69,810. The 2022 PCPI reflected an increase of 4.3 percent from 2022. The 2022–2023 national change was 5.4 percent. In 2013, the PCPI of Yuba City, CA (MSA) was $35,158 and ranked 276th in the United States. The 68000
70000
72000
74000
76000
78000
80000
82000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Regional Labor Force 2015-2024
0 2
4 6
8 10
12 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Region, State, and US Annual
Unemployment Rates 2015-2024
DRAFT
Yuba City MSA California US
48 4
2013–2023 compound annual growth rate of PCPI was 4.1 percent. The compound annual growth rate for the nation was 4.6 percent.
In 2023, Yuba City, CA (MSA) had a personal income of $9,615,788. This personal income ranked 255th in the United States. In 2013, the personal income of Yuba City, CA (MSA) was $5,941,020 and ranked 256th 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 $58,262 as of 2024Q1. Average annual wages per worker increased 4.18 percent in the region over the preceding four quarters. For comparison purposes, national annual average wages were $72,405
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, CA MSA with the
highest average wages per worker are Mining,
Quarrying, and Oil and Gas Extraction
($120,082), Utilities ($95,547), and Public
Administration ($91,275). Regional sectors
with the best job growth over the last 5 years
are Transportation and Warehousing (+1,394 jobs), Accommodation and Food Services (+1,263), and Health Care and Social Assistance (+1,036).
Over the next year, employment in the Yuba City, CA MSA is projected to expand by 418 jobs. The fastest growing sector in the region is expected to be Health Care and Social Assistance with a +1.6% year-over-year rate of growth.
The strongest forecast by number of jobs over this period is expected for Health Care and Social Assistance (+156 jobs), Accommodation and Food Services (+49), and Public Administration (+40).
Establishments
Establishment counts represent the number of locations with paid employees at any time during the year. Growth in the number of establishments can reflect increased tax base and jobs. In 2023Q1, Yuba City MSA had 6,265 establishments, a 7.04 percent increase from 5,853 in 2023Q1. Source: JobsEQ 0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
2014Q1 2015Q1 2016Q2 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023Q1 2024Q1 Establishments
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
Average Annual Wages per
Worker
DRAFT
49 5
Cost-of-Living Index
The Cost-of-Living Index estimates the relative price levels for consumer goods and services. When applied to wages and salaries, the result is a measure of relative purchasing power. The cost of living is 14.4% higher in Yuba City, CA MSA than the U.S. average. For comparison purposes the cost of living in California is 41.2% higher than the U.S. average.
Gross Domestic Product
Gross Domestic Product (GDP) is the total value of goods and services produced by the region. In 2023, Yuba City MSA produced $9,225,272,000 in current-dollar total GDP* compared to 2022 total GDP of $8,608,166,000. This GDP ranked 276th among MSAs. In 2023,
real GDP expanded 2.1 percent. This
follows growth of 96.2 percent in 2021.
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. Of the sectors in the Yuba City, CA
MSA, Unclassified contributed the largest
portion of GDP in 2023 at $784,331,000.
The next largest contributions came from Health Care and Social Assistance ($755,465,000); Public Administration ($755,703,000); and Retail Trade ($718,846). (Source: U.S Department of Commerce Bureau of Economic Analysis).
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?
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
GROSS DOMESTIC PRODUCT
GDP estimates are in thousands of dollars
DRAFT
50 6
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 2023 versus 2024
Employment/Workforce - Yuba City MSA
2023 2024 Trend
Industry Employment (Annual) 57,500 58,449 1.7%
Labor Force 79,800 79,900 .13%
Unemployment (Annual Not Adjusted) 6.64% 7.1% 6.9%
Annual Wages (Q) $55,925 $58,262 4.2%
Economic - Yuba City MSA/USA
Yuba City MSA
2023
Yuba City MSA
2024
USA
2024
Trend
Poverty Levels 13.8% 14.3% 12.5% 3.6%
Median Household Income $71,066 $73,693 $74,580 3.7%
Yuba City MSA
2022
Yuba City MSA
2023
Wealth Creation (Gross Domestic Product)
2022 vs 2023
$8,608,166,000. $9,225,272,000 7.2%
Education Attainment - Yuba City MSA/USA
Yuba City MSA 2023 Yuba City MSA 2024 USA
2024
Trend
No High School Diploma 18.1% 17.8% 10.1%
High School Graduate 24.1% 25% 25.1%
Some College, No Degree 27.7% 27.5% 19.7%
Associate degree 10.8% 10.5% 9.2%
Bachelor’s degree 13.1% 13.1% 22.4%
Postgraduate Degree 6.2% 6.0% 13.4%
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 Yuba-Sutter Economic Development District in creating a dynamic region. The strategy focuses on economic resiliency and recovery while building regional capacity and collaboration resulting in a vibrant and prosperous community.
DRAFT
51 7
Vision
To foster a vibrant, prosperous, and growing Yuba-Sutter region through exceptional leadership and involvement of the community.
Goals and Accomplishments in 2024
Data for this section was provided by implementation partners for the region 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 create, 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 2024, there were 29 project inquiries for the region which had the potential private investment of $1.001 billion and the creation of over 46,211 jobs. Unfortunately, the region was unable to site any of these businesses mainly due to lack of water and wastewater infrastructure.
The two counties have continued support of their largest employers, Beale Air Force Base and agriculture.
Increases in crop values and harvest acreage improved the gross value of agricultural production. Yuba County’s agriculture’s 2023 gross value increased by 4 percent from the 2022 values and Sutter County increased approximately 35.7 percent.
The region must continue to support and enhance base/community engagements to support Beale Air Force Base and its missions. In 2024, Beale Air Force Base completed 1 of the 23 construction/renovations projects listed in 2023 Appendix V of the CEDS. This project represented $3.3 million in Federal funds. Beale AFB added three new projects to the 2024 Public Works Projects update.
Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs. The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state and federal grant funding for this project which will provide a more efficient and effective wastewater solution, and to protect the groundwater basins in south Yuba County. Design and environmental reviews are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone. Design and engineering are complete in this phase of the project.
DRAFT
52 8
OPUD and Wheatland have applied to the State 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. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $30 million of the estimated $130 million needed for the project. OPUD and Wheatland have also each submitted applications for $20 million ($40 million total) to the US EPA’s Environmental and Climate Justice Community Change Grants Program. In conjunction with the Yuba-Sutter EDC, additional grants for up to $10 million will be submitted to U.S. Department of Commerce Economic Development Administration. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $70 million needed for the project are being explored. Construction on the project is planned for 2025.
Tactic 2 – Boost Entrepreneurial Development
There were 38 inquiries for business financial assistance of which 12 were start-ups. Most of these businesses were not ready and were referred to Sacramento Small Business Development Center, or Small Business Administration for start-up assistance such as business basics and planning. YSEDC made two loans in 2024, one for business expansion ($60,569) and one for operating capital ($51,400). YSEDC’s Consortium partner, Sacramento Valley SBDC provided $314,248 in business loans. These loans created 12 jobs and retained 24 full or part-time jobs. In 2024, YSEDC expended 1,200 staff time hours and provided 2,452 businesses business technical assistance. In addition, YSEDC offered QuickBooks Online training to 12 businesses with 8 completing the training and 6 receiving a one-year online scholarship.
Tactic 3 – Maintain, Promote and Expand Regional Businesses The Yuba-Sutter Business Consortium, a committee of YSEDC, conducted two business outreach walks, one in May 2024 (Yuba County Foothills and Wheatland) and one in October 2024 (Marysville Downtown Corridor). The purpose of the walk was to determine the current health and needs of businesses in the survey areas. There were 124 businesses visited and 69 participated in the survey. Of those Wheatland/Foothill businesses surveyed, 55 percent reported their business was up or steady and 29 percent were down. These businesses surveyed reported their greatest challenge was the effect the economy was having on their business, followed by lack of knowledge or skill to market their business, followed by workforce and related issues. Of those businesses surveyed in the downtown area of Marysville, 57.5 percent reported their business down as a direct impact of the Marysville Hotel Fire/Highway 70 closure. Other challenges faced by these businesses were homelessness and related issues and the economy.
YSEDC, in partnership with the city of Marysville, designed and implemented a business façade grant, business training or loan forgiveness program. The City has allocated $300,000 in funding for this program. Funds have been fully expended, and 30 businesses were awarded.
Sutter and Yuba County One Stops provided 3,956 business services to employers; promoted 1,371 employment opportunities for employers, provided 64,574 employment services to individuals; hosted 20 job fairs/on-site and virtual recruitments; initiated 18 on-the-job training contracts; assisted 51 individuals with lay-off aversion and had 457 jobs created.
YSEDC and consortium partner, Sacramento Valley SBDC provided a variety of technical/financial assistance resources and referrals. There were 183 consulting hours, and 114 local businesses served. There were $362,890 in loans made with $314,248 in private capital infusion. This technical/financial assistance included federal, state, DRAFT
53 9
and private funded grant/loan assistance, marketing, and general business technical assistance. There were 27 jobs created, and 51 jobs were retained due to this assistance.
Yuba-Sutter Chamber of Commerce provided 89 business networking events to 2,750 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. While its endeavors may not have directly ushered in policy changes, the committee’s unwavering commitment to the well-being of the community has been palpable. Through a series of meticulously organized meetings, the committee has played a pivotal role in fostering a deeper understanding of governmental processes and policies among our citizens.
Bishop’s Pumpkin Farm was host to the California Pumpkin Growers 2024 National Pumpkin Weigh Off in the city of Wheatland. Growers from across the United States and Canada participated in the event bringing in thousands of visitors to the region and international attention.
Yuba Water Agency has committed to investing $10 million a year into programs and projects that align with the agency’s core mission areas with a goal of improving the quality of life in Yuba County. The mission areas include infrastructure expansion, education and workforce development, tourism and visitor services and technology clusters.
In partnership with Sacramento Valley Small Business Development Center, Yuba County hosted “Yes to Startups”.
Thirty local businesses joined a 6-week online bootcamp, learning fundamental skills, business plan basics and pitch deck best practices. Participants then competed in 2 rounds of rigorous pitch competitions, a local rendition of “Shark Tank”. Finalists earned up to $10,000 in grant money to invest in there business ventures.
One of Yuba County’s larger employers, Hard Rock Hotel & Casino Sacramento at Fire Mountain celebrated its 5- year anniversary in October of 2024. Over the past 5 years, the integrated resort has had an economic impact of over $2B on the region, has welcomed more than 10 million guests, and has over 25% of its original 1,200 team members still employed at the property. Over 60% of its employees reside in Yuba Sutter Counties. The resort hotel casino is owned by the Enterprise Rancheria Tribe.
Hard Rock Sacramento most recently it was recognized as the #1 Casino with Live Entertainment in the United States from the 2025 Newsweek Reader’s Choice awards. Pollstar ranked Hard Rock LIVE Sacramento #4 worldwide, #3 in the U.S. and #1 music venue by sales in California in 2024. In 2024, Hard Rock LIVE Sacramento hosted 86 events with nearly 147,000 in total attendance. Across 20 different entertainment genres, Hard Rock Live events continue to offer a variety of entertainment for all and have held several outdoor uses of the facility including tradeshows, meetings, charity events, and other activities.
Hard Rock Hotel & Casino Sacramento at Fire Mountain and Enterprise Rancheria continue to focus on securing 352 acres between the existing casino and the Toyota Amphitheater for future ownership and development. They have obtained a property option, have completed initial due diligence on master planning, and have begun discussions in 2025 with potential development partners with the intent to create a one-of-a-kind regional entertainment destination to support its business diversification and supporting the growth of the sports and entertainment zone.
Hard Rock Hotel & Casino Sacramento at Fire Mountain and the Enterprise Rancheria Community Fund continue to support the community philanthropically and have provided approximately $3.7 million in charitable donations and in-kind gifts since opening. In 2024, their charitable foundations committed to a 5-year $1M donation to Sutter Health Medical Foundation through the property’s Pinktober program to support resources and funding DRAFT
54 10
for cancer related initiatives in Yuba County. Hard Rock Sacramento and Enterprise Rancheria also fund numerous other regional entities including Ronald McDonald House Sacramento’s Yearly Room Sponsorship, Marysville Peach Festival, Say You Can, Happy Landings with Beale Air Force Base as well as the Airmen’s Ball held at Hard Rock Live, host of local country music artist Tyler Rich’s “The Event” helping raise funds for the local K9 Officer’s Association, United Way and SAYLove, Flying U Rodeo’s Marysville Stampede and many other fundraising program in Northern California.
In Yuba County
BK Valves, a reputable wastewater and hydropower design and construction firm has created a Nor-Cal office in Olivehurst, bringing about 10+ high-quality jobs.
American Wood Fibers, in Olivehurst was awarded $1.7 million by CAL FIRE to install a “wood flour system” that will increase consumption of mill residuals and jobs.
Benzeen Auto – Upsizing from 2 acres to 45 acres and is one of the top 50 sales tax generating businesses.
In Live Oak
Diamond Walnut Facility Reuse Plan
The 1920’s Diamond Walnut plant was no longer in operation when it burned down in 2022. The site is located within the downtown area. Creating a viable reuse plan for this property is critical in the expansion of the downtown corridor.
2024-25 UPDATE: The post-fire clean-up of the site was completed in 2024.
POST-FIRE CLEAN-UP PROJECT COMPLETED-$75,000 (State Funds) In Marysville, there have been 27 new businesses located within the city, one business relocated and one large development project. These businesses have created or retained 125-130 jobs in the city.
Horizon Wellness and Skin Care Honey Barn & Boutique
The Backyard Antonio’s Quick lunch
Lighthouse Barbershop Marysville’s Tire and Wheels
King’s Accountant The Bloc Shop
USA Modern Kitchen and Bath Hai Mochi House
Ken’s Autobody Powerhouse
Salvaged Crew Tattoo & Piercing Inkredible Creations Tattoos Palomas Casa de Esperanza
Clockwork Games Express Postal Solutions
Double Z’s Custom Butcher Shop The Rolling Rack
House of Pizza
B Street Property - Escrow closed on the development property in Marysville in October 2024. The new Hyatt Studios hotel will feature a conference room and outdoor terrace, perfect for special events overlooking Ellis Lake.
The hotel will be accompanied by a Grocery Outlet and Starbucks, conveniently accessible to hotel guests and travelers along SR70. The developers have created spectacular landscape plans to mirror Ellis Lake Park, further enhancing the gateway to Marysville. Once complete, the project will be a testament to the city's growth and development.
In Yuba City, 24 businesses were opened within the city and 336 new businesses licenses were issued in 2024.
The new businesses created 265 full or part-time jobs.
• Raising Cane’s - Located at Harter Marketplace at 1083 Harter Parkway. The business opened in November 2024 and created 130+ jobs.
• Dutch Bros - Located at Harter Marketplace at 1111 Harter Parkway. The business opened in November 2024 and created approximately 10+ jobs.
DRAFT
55 11
• Rym’s Boba & Rolls - Located at Feather Down Shopping Center at 1282 Stabler Lane. The business opened in July 2015 and created 5 jobs.
• Pineapple Hawaiian BBQ - Located at Orchard Plaza at 510 Bogue Road. The business opened in March 2024 and created 5 jobs.
• Hooligans Bar & Bistro - Located in Downtown Yuba City at 628 Plumas Street. The business opened in June 2024 and created 10+ jobs.
• The Cheesesteak Shop - Located at Feather Down Shopping Center at 1258 Stabler Lane. The business opened in November 2024 and created 10+ jobs.
• Goldfish Seafood Market 2 - Located at 1388 Bridge Street, this is an expansion of an existing small business in Los Angeles. The business opened locally in September 2024 and created 5+ jobs. • Nalu Hawaiian BBQ - Located at 920 Colusa Avenue. The business opened in April 2024 and created 10+ jobs.
• CC Social - Located in Downtown Yuba City at 667 Plumas Street, CC Social is an extension of the existing City Café Restaurant. The expansion opened in June 2024. • Cube Smart Self Storage - Located at 3142 Colusa Highway. The business opened in July 2024 and created 2 jobs.
• Wayback Burgers - Located at the Raley’s Shopping Center at 712 W Onstott Frontage Road. The business opened in May 2024 and created 10+ jobs.
• Sacred Earth Apothecary - Located at 229 Clark Avenue. The business opened in July 2024 and created 2+ jobs.
• Yuba City Fit Body Boot Camp - Located at 546 Second Street. The business opened in September 2024 and created 5+ jobs.
• Yuba Sutter Cakes- Located in Honeycomb Square at 861 Gray Avenue. The business opened in November 2024 and created 5+ jobs.
• The Village Coffee Shop and Bistro - Located at 101 Clark Avenue. The business opened in November 2024 and created 5+ jobs.
• Nearly Feral Salon - Located at 1600 Star Drive. The business opened in November 2024 and created 5+ jobs.
• Falafel Corner - Located at the Raley’s Shopping Center at 708 W Onstott Frontage Road. The business opened in November 2024 and created 5+ jobs.
• Infinity Nail Bar - Located at 964 Gray Avenue. The business opened in August 2024 and created 5+ jobs. • Punjabi Family Salon - Located at 1600 Butte House Road. The business opened in December 2024 and created 5+ jobs.
• Velly Pizza - Located at 1415 Garden Highway. The business opened in November 2024 and created 10+ jobs.
• All Power Services - Located at 2530 Colusa Highway. The business opened at this location in January 2024 and created 5+ jobs.
• The Rack - Located in Downtown Yuba City at 653 Plumas Street. The business opened in December 2024 and created 2+ jobs.
• Skip’s Music Café - Located in Downtown Yuba City at 787 Plumas Street. The business opened in December 2024 and created 2+ jobs.
• Krazy Katz Vintage Vinyl Records - Located in Downtown Yuba City at 787 Plumas Street. The business opened in December 2024 and created 2+ jobs.
DRAFT
56 12
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; The Work Hub; 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: In 2024, Yuba College worked to refine partnerships with K-12 districts in theirservice area to ensure we are reaching as many high schools and eligible high school students as possible. This included expansion of our dual enrollment offerings, in partnership with the Yuba County Office of Education, into the juvenile justice system to support justice-impacted youth in accessing education and training. In addition, YC partnered with the Sutter County Office of Education to create an innovative college and careers-access pathway consortium designed to support students more broadly with particular attention to charter schools. The college held a dual enrollment summit with all K-12 partners invited to attend, created an advisory committee for dual enrollment, hired a dual enrollment director, and is in the process of adding counseling faculty support. Through these and many other concerted efforts to expand access to higher education, dual enrollment has grown to include more than 2,000 high school students this academic year at YC, which is more than double the number of students who had access to these pathways four years ago.
As Yuba College seeks ways to continue to meet the unique needs of its service district, they are now looking to expand the Watershed Management Program to include forest management and fire suppression and will work to design and start an agriculture technology program soon with the planned hiring of a full-time faculty in AgTech in the 2025-2026 Academic Year. The Yuba-Sutter region continues to be an ag-based economy. Jobs in AgTech are high wage and high demand and offer opportunities to meet key needs for local agriculture businesses.
Partnering with county supervisors in the region, Yuba College is working with Woodland Community College to strengthen pathways between our educational programs and jobs at the counties in its service area. This partnership is exploring short term courses and potential apprenticeships to address "hard to fill" vacancies in Yuba, Sutter, Colusa, and Lake Counties.
Through the leadership of faculty, Yuba College was certified to be both a teaching and home college for the California Virtual Campus Exchange. This offers Yuba College's students the opportunity to access an exchange of courses at more than 100 community colleges in California and for students throughout California to have access to YC's classes as well. In addition, YC received more than $600,000 in grant funding for faculty to create open educational resources or zero textbook cost materials. This work will reduce or eliminate textbooks costs for students in classes.
The college completed modernizations in Buildings 200 and 1000 along with a new softball field on Marysville Campus. A cell phone tower was installed at Marysville Campus to improve cell service in the surrounding area as well and currently has T-Mobile and AT&T units on the tower. In 2025-2026, a project to remodel the Student Services Building, Building 100B, will start construction and a new facilities master plan will be completed to plan for future needs.
Tactic 2 – Improve understanding of all ethnic cultures that live, work within, or visit the region DRAFT
57 13
The Sutter County Museum tells the story of the Yuba-Sutter community, from the Native Americans who lived here pre-contact to the present. This is done through a combination of exhibits, both permanent and temporary, and public programs. Permanent exhibits include the Nisenan people, John Sutter, the history of agriculture in the area, and its multi-cultural wing, which tells the stories of ethnic communities with sizable populations in YubaSutter.
The Museum was constructed with funds from Howard and Norma Harter, the Sutter County Historical Society, and other private donors. It was presented to the Sutter County Board of Supervisors as a gift to the community in 1975. Since then, it has been expanded multiple times, all through the generosity of private donors.
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, wastewater, 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; Yuba Water Agency; Caltrans; Pacific Gas and Electric and Special Districts.
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, protecting property values, and allowing for responsible residential, commercial, and industrial development. Phase I –Thermalito Afterbay to Star Bend was completed by 2016.
Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. 2024-2025 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 crossing the Feather River. 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.
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-seepage and underseepage. 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 DRAFT
58 14
state of California has appropriated $17 million toward the project as part of their commitment to upgrade the state’s levee systems. 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.
2024-2025 UPDATE: NEARING COMPLETION--FOURTEEN years and more than $100 million after it began, the U.S. Army Corps of Engineers is nearing completion of the Marysville Ring Levee Project. The multi-phase project to upgrade the 7.6-mile ring of levees that have kept Marysville from flooding since 1875 began in 2010. The project, which includes installation of seepage cutoff walls to depths greater than 100 feet, and stability berms, is designed to meet the 200 year-level flood risk for urban areas--or a 1-in-200 chance of flooding in any given year, but the Army Corps states that due to the elevation of Marysville’s levees, the project will surpass that criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after the project is complete.
South Yuba County Regional Sewer Project - Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs. The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state grant funding for this project which will provide a more efficient and effective wastewater solution, and to protect the groundwater basins in south Yuba County. Design and environmental review are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone.
2024-2025 UPDATE: OPUD and Wheatland have applied to the State 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. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $30 million of the estimated $130 million needed for the project. OPUD and Wheatland have also each submitted applications for $20 million ($40 million total) to the US EPA’s Environmental and Climate Justice Community Change Grants Program. In conjunction with the Yuba-Sutter EDC, additional grants for up to $10 million will be submitted to U.S Department of Commerce Economic Development Administration. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $70 million needed for the project are being explored. Construction on the project is planned for 2025.
Reclamation District No. 784 (Special District)
Storm Drainpipe Replacements - This public works project will replace up to 6 aging pipes located within the rural levee portion of the District.
2024-2025 Update: Project approval received from the state and is slated to begin in 2025.
Linda County Water District
Linda Avenue/Griffith Water Treatment - This Linda County Water District project will construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area. 2024-2025 UPDATE: Project is under construction with a current anticipated finish date in June 2025.
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, DRAFT
59 15
where heat and power would be available from the facility making the overall facility, a high efficiency combined heat and power operation.
2024-2025 UPDATE: The community scale 5mw biomass to energy power plant will be developed by Engeman Camptonville Green Energy (ECGE). It is spearheaded by an innovative and unique partnership between Camptonville Community Partnership (CCP), a local nonprofit and Engeman Camptonville Green Energy, a leading bio-energy developer. The Project will process unmerchantable woody material from large scale forest restoration projects happening in the Yuba River watershed, increasing the pace and scale of work to improve forest health and reduce the risk of catastrophic wildfire while allowing for many good paying jobs in the area. In September 2024 Yuba Water Agency Board of Directors unanimously voted to approve a $8.3 million low-interest loan and a $7 million grant to construct the community-size 5-megawatt (MW) woody biomass to energy plant. This funding will allow CCP to leverage over $4.5 million dollars of grant funding from the Sierra Nevada Conservancy and the California Energy Commission. Clearing of trees and shrubs began in late December, 2024. Certain long-lead time major equipment for the plant has been ordered as of late 2024.
City of Live Oak Project
Wastewater Treatment Plant Solar - Live Oak’s wastewater treatment plant was designed with the possibility of connection to a solar array to power the plant.
2024-25 UPDATE: The funding has been secured; the anticipated start date is April 2025.
City of Wheatland Project
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.
2024-2025 UPDATE: Project is underway and is anticipated that construction will be complete in spring of 2025.
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. 2024-2025 UPDATE: Project design and right-of way acquisition continue. Grant funding from the State Water Resources Control Board has been tentatively approved. It is anticipated that the project will go to bid by summer 2025.
City of Yuba City Projects
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.
PROJECT COMPLETED- $4.7 Million (State Revolving Loan Fund) 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.
PROJECT COMPLETED-$4.35 Million (Federal Bureau of Reclamation, Local – City Water funds) DRAFT
60 16
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.
2024-2025 UPDATE:Design and environmental/permitting commenced in 2023. Well drilling and testing will occur in Spring 2025 with pump installation and above-ground piping anticipated to begin in late 2025.
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.
2024-2025 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. Project will be advertised for bids once funding and permits are secured.
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.
2024-2025 UPDATE: Final design completed in 2024. Construction will be completed in 2025. Project is being coordinated with Bogue Stewart Master Plan improvements.
Tactic 2 – Develop and improve alternative, multi-modal and inter-modal distribution infrastructure Regional Caltrans Projects
Caltrans has 23 projects slated for construction, rehabilitation, planned or program projects in the Yuba-Sutter region. Three projects were completed in 2024, which represented an injection of $245.292 million in improvements within the region. Completed projects were:
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 left-turn lane/left turn pockets, standard shoulders and roadside clear recovery zone. PROJECT COMPLETED-$114.655 Million (State, Caltrans SHOPP) 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.
PROJECT COMPLETED-$65.236 Million (State, Caltrans SHOPP) Browns Valley Rehab
03-0A570
Near Marysville, from Marysville Road to 0.1 mile east of Yuba River Bridge. Rehabilitate roadway.
PROJECT COMPLETED-$65.401 Million (State, Caltrans SHOPP) DRAFT
61 17
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.
2024-2025 Update: The design phase will be completed by June 2025 at which time the County will seek the required federal funding.
Larkin Road Bridge Replacement - The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits.
Construction is anticipated in FY 2027-28.
Nicolaus Avenue Bridge Replacement - The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits.
Construction is anticipated in FY 2027-28.
Tisdale Road Bridge Replacement - The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2025-26.
Kent Avenue Bridge Replacement - The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2025-26.
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.
2024-2025 UPDATE: Design complete for section from North Beale Road to Hammonton Smartsville. Rough grading is complete and applying for funds to pave this section.
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.
2024-2025 UPDATE: Design is 65% completed. County was awarded $35,000,000 federal grant to fully fund construction. Construction will likely start in 2026.
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.
2024-2025 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is complete. The County secured grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east).
Phase III design was recently completed, and construction will start in spring of 2025. Phase IV and V are still in progress.
PHASE II PROJECT COMPLETED-$14 Million (State, Caltrans ATP) DRAFT
62 18
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.
PROJECT COMPLETED-$4.4 Million (State ATP FUNDS)
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.
PROJECT COMPLETED-$6 Million (State ATP/lPP FUNDS & Federal ARPA) 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.
2024-2025 UPDATE: Spring Valley Road bridge replacement completed. Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. Los Verjeles is currently being constructed and expected to be complete in spring of 2025. Ellis Road and Waldo Road bridge replacements currently are in design.
The County applied for an additional five bridge projects through the HBP SPRING VALLEY ROAD BRIDGE PROJECT COMPLETED-$3.3 Million (State HBP/FSTIP Funds) City of Live Oak Project
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.
2024-25 UPDATE: Reconstruction of Pennington Road East from the High School to the city limits was completed in 2024. PENNINGTON ROAD EAST FROM HIGH SCHOOL TO CITY LIMITS 2024-$1.097 Million (State – SACOG & CDBG Funds)
City of Marysville Project
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.
GAVIN PARK PHASE II PROJECT COMPLETED-$169,552 (Prop. 68 Funds) 2023 Measure C / SB 1 Pavement Project - In July 2023, the City Council approved a contract amount of $3,336,937.60 to a local paving contractor to overlay and pave 11 city-wide roadway segments. Project was completed in November 2023 with one roadway segment carried over to Summer of 2024. Phase 1 of the E. 22nd St Rehabilitation Project (E. 22nd St between SR-20 and Cheim Blvd) was completed under this city-wide paving project.
PROJECT COMPLETED-$3,167,187 (Measure C, local funds)
14th St Traffic Calming Multi-Modal Pilot Project - The City will pilot a project on 14th Street to address cut through highway traffic away from the residential areas using traffic calming and route diversion techniques. It is anticipated that neighborhood residents will feel safer to walk, bike and use transit with less cut through traffic in the residential areas. A Mode Shift grant was secured from Caltrans through SACOG. 2024-2025 UPDATE: The project is complete, and data results showed a success in shifting traffic away from the residential areas, but a time extension was requested and approved by SACOG to the end of December 2025 for additional observation. PROJECT COMPLETED-$168,000 (State CalTrans) DRAFT
63 19
Fire Station Auxiliary Building - Build and install a prefabricated steel building to house fire apparatuses. Expected to solicit bids in Spring of 2024.
PROJECT COMPLETED-$379,350 (Local Funds, Measures C & K) City of Wheatland
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.
2024-2025 UPDATE: Awarded $250,000 in RSTP funds for engineering design and environmental, and consultant selection is complete. Completion of design and environmental work expected by December 2025.
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.
2024-2025 Update: The State Route 99 to Gray Avenue segment conceptual design for the final portion of the project will begin in fiscal year 2025-2026. The estimated cost to complete the conceptual design is $250,000, which is funded by the City. The City is looking for funding to implement the final design in 2026 with construction likely following in 2027, provided funding can be secured.
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. 2024-2025 UPDATE: Final design and easement acquisition is in progress. Construction funding is programmed in 2026, but the City is working with SACOG to advance the construction funding to 2025.
Tactic 3 – Promote transit planning to move people throughout the region and housing development Yuba-Sutter Transit
Dial-A-Ride Bus Replacement (6) – Replacement of existing buses to zero-emissions buses.
PROJECT COMPLETED-$1.2 Million (State and Federal)
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. 2024-2025 UPDATE: Yuba-Sutter Transit has been awarded over $52 million in funding from federal, state and regional grant programs to design and construct what is currently estimated to be a $55.8 million project.
DRAFT
64 20
Environmental and preliminary engineering work commenced in 2024 to refine the project and update the early conceptual cost estimate based on updated fleet and service assumptions. This effort will also improve the likelihood of success in the future rounds of grant applications to complete the funding package.
Regional Project
North Valley Rail is a proposed new passenger rail service that would transform regional and intercity transportation in the norther Sacramento Valley by offering a convenient, environmentally sustainable travel choice for residents, employees, and visitors in Butte, Yuba, Sutter, and norther Sacramento counties.
The project strategically builds off the larger Valley Rail program currently underway, which will expand rail service between the northern San Joaquin Valley, Sacramento, and the Bay Area. As a result, North Valley Rail would provide passengers with direct, reliable one-seat rides to Sacramento, Stockton, the Bay Area, Modesto, and Merced. In Downtown Merced, timed transfers will ensure seamless connections via high-speed rail to Fresno, Bakersfield, and Southern California. Linking North Valley communities to the Northern California megaregion and the larger statewide rail network will provide major benefits by reducing traffic congestion and greenhouse gas emissions; expanding access to housing, high-quality jobs, and higher education; and promoting economic development and tourism. The North Valley Rail will serve the Yuba-Sutter area having stations located in Marysville near the Yuba Conty Government Center and Plumas Lake next to the Plumas Lake Boulevard interchange.
2024-2025 UPDATE: The final North Valley Passenger Rail Strategic Plan has been completed and approved by BCAG Board of Directors.
Housing and Affordable Housing Projects
There has been a concerted effort within the region to increase housing stock for all income levels as shown below.
Sutter County Projects
Lakeside at Sutter Pointe in Sutter County consists of 873 acres on the north side of Riego Road, approximately
1.5 miles east of State Route 99 in south Sutter County. Lakeside is planned for 3,382 single family homes, 399 multifamily homes, 59 acres of parks, 55 acres of open space, 44 acres of employment centers, 25 acres of commercial and a proposed K-8 school. Construction of Phase 1 began in 2022 with the mass grading of the southern 400 acres of Lakeside. Phase 1 construction started in spring 2024 with backbone infrastructure improvements, including construction of the 7-mile sewer main, that will serve the Sutter Pointe Specific Plan area. The drilling of the water wells and a water storage tank to serve the project were completed in 2024 as well. Construction of community amenities and homes is expected to begin in late summer 2025, with first residents in the Spring of 2026. In addition to construction, Lakeside Phase 2 and 3 subdivision mapping of the northern 487 acres was approved to allow development to continue after completion of Phase 1.
Yuba County Projects
Innovation Housing Center - Located in Olivehurst, is a low-income housing project made possible by Habitat for Humanity, and it will consist 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 at the end of 2025.
Serenity Village - Located in Olivehurst 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 anticipated to be 2026-2027, and the project budget is approximately $28 million dollars.
DRAFT
65 21
Fernwood Meadows Development - Located in Linda is a 75-home development for affordable homeownership is in process for final approvals and Habitat for Humanity is currently seeking funding to develop this project.
Infrastructure is anticipated to begin April 2025, and the first phase of 22 homes should begin construction in October 2025.
The Regional Housing Authority has a multi-family project under construction in Plumas Lake consisting of 48- units, with 2- and 3-bedroom dwelling units, a community center and a children’s playground, with rents targeting family households earning less than 55 percent AMI. The project should be completed by May 2024. We had significant delays with this project because of PG&E, OPUD, and a sewer lift station we had to install, but we are now expecting the Certificate of Occupancy by end of January 2025.
Live Oak Projects
Oak Haven Estates, a 16-unit low-income housing project, overseen by Habitat for Humanity and all units are filled.
Marysville Projects
Upcoming housing projects include 1. 3rd and D Street apartment development, which will feature 34 market rate units. 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. 2. 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. 3. The Nakagawa, a 10 unit, two story building at 308 C Street is in the development stage. Currently there has been no movement on these projects.
Wheatland Projects
The Regional Housing Authority completed a new construction multi-family project in Wheatland consisting of 48-units, with 2- and 3-bedroom dwelling units, a community center and a children’s playground, with rents targeting family households earning less than 55 percent AMI. The project was completed in December 2023.
Project is complete, fully leased, and in its second year of operations.
The Regional Housing Authority will be closing on the construction financing for a new construction 32-unit senior affordable housing project in Wheatland consisting of 32-units, with 1- and 2-bedroom dwelling units, a community center, and a dog park, with rents targeting senior households earning less than 60 percent AMI.
Construction is scheduled to start in February 2024, and the first residents to move-in by April 2025, weather permitting. Project is under construction and expected to be complete in May or June 2025.
In addition, the City of Wheatland Planning Commission has approved the Conditional Use Permit and Design Review for a market-rate, 16-unit multi-family residential project located at Main Street and C Street.
Yuba City Projects
Tranquil Harbor Estates, located on Walton Avenue, will be overseen by Habitat for Humanity and is a low-income senior housing rental project with 20 units and could house 20-40 individuals. Habitat is working with the City of Yuba City on site control and has a projected completion in 2026 Merriment Village will be a 3-phase permanent supportive housing project totaling in 217-unit complex for extremely low-income families. Phase one will consist of 79 units with construction anticipated to begin mid-year of 2025. All 217 units may not be complete until 2026-27.
The Life Advancement Center (LAC), located in Yuba City near the former Fremont Hospital, is currently under construction. Once completed, it will feature an Emergency Shelter with 36 beds managed by Hands of Hope on one DRAFT
66 22
side and a Transitional Shelter with post-respite care on the other. Additionally, the LAC will function as the Coordinated Entry site for Sutter County and house offices for CalAIM services and other partner organizations.
Richland Village, 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. This project is still not fully financed and cannot start construction until it is funded. It has also been reduced to 133 units, from 176.
Goal 4 – Foster overall quality of life and place
To attract and/or retain businesses and residents, both urban and rural communities must actively maintain or revitalize their city or town centers and amenity assets. Quality of life includes a complex balance of jobs and education to healthcare and housing, protecting, and promoting the region’s natural resources and outdoor spaces, cultural and art spaces, and community spirit.
Implementation Partners: Yuba-Sutter Economic Development Corporation; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland, and Yuba City; Yuba-Sutter Chamber of Commerce; Yuba-Sutter Regional Arts Council; Sutter Buttes Regional Land Trust; Sutter and Yuba County Libraries; Yuba Water Agency; Local theatres, museums, and art galleries.
Tactic 1 – Promote and Market for continued investment in regional amenities Local amenities which included the arts, history, and recreational venues moved forward with their programs and projects.
Yuba Sutter Arts & Culture (also known as the Yuba-Sutter Arts Council, YSAC), a mainstay in the community for 44 years, had many ongoing projects and programs. Below is a glimpse into how this nonprofit directly impacted the arts and culture community and overall economic development.
Sutter Theater Center for the Arts Main Stage (STCA) - The architectural firm hired last year by YSAC has created a set of plans for its Main Stage redevelopment project at its Sutter Theater Center for the Arts. The construction bidding process will begin in February 2025. 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 is underway to raise the $750,000 (estimated) needed for the project.
Murals of Live Oak - YSAC continues its ongoing program with the City of Live Oak and in the Spring of 2024 will commission additional exterior murals. Over fourteen murals have been created in the last few years to celebrate the history and heritage of Live Oak. Each mural also has a hidden object in it to help keep the viewer engaged. Several artists’ designs and new mural locations are under consideration.
Center Stage Productions - Corey and Morgan Kersting formed a youth performing arts program which is now a mainstay in the community. Based at STCA, Center Stage has conducted a series of Saturday workshops for 7–18-year-olds and produced four full length musicals, most recently “Newsie” and “Frozen, Jr.” Convergence Theatre Company - A group of theater professionals led by Matthew DeMeritt formed the Convergence Theatre Company in 2021 which is another theater ensemble based at the STCA. To date, it has produced many high quality, entertaining and thought-provoking shows including “Godspell,” “Salt of the Earth” and most recently, “Jekyll & Hyde, the Musical.” DRAFT
67 23
Yuba Sutter Big Band - Created as a showcase for local professional musicians and music educators, this 20- piece orchestra puts on several swinging concerts each year with hits from the Great American Songbook, popular tunes of the day and the occasional original composition.
Burrows Center for the Arts - Yuba Sutter Arts & Culture’s home base has seen renewed programming this year which will continue through 2025. It hosted a variety of events in 2024 including Marysville Charter Academy for the Arts student programs. The Burrows is currently hosting the renewed weekly Ceramics for Veterans program, and the bi-weekly Art Fix & Mix and the Spill the Ink Writers’ Open Mic.
Youth Mariachi Orchestra - This is a collaboration with the Alliance for Hispanic Advancement and the Marysville Joint Unified School District. The program provides free instruments and instruction for interested middle and high school students to learn about this unique musical form. It originated in the Marysville Unified School District but is now expanding into Sutter County Schools as well.
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 is open to the public with free admission and is a partnership between Sutter County and the Sutter County Museum Association, a 501(c)(3) nonprofit. Annually, the Museum hosts thousands of visitors; displays 5-6 temporary exhibits on a range of topics; and provides over 100 free educational public programs, field trips, and group visits to the community. Projects in 2024 included:
Scenic Driving Guidebook - An updated Sutter County Scenic Driving Tour Guidebook was published with information on historic buildings in Sutter County, thanks to sponsorship from the historic Harkey House B&B.
Artisan Community Garden Mural - A new mural was added to the Artisan Community Garden by local artists Madelyne Joan Templeton and Richard Jacobo with funding from the Sutter County Children & Families Commission and Sutter County Museum Association.
Re-Designed Exhibits: The Museum began the exhibit design process to develop a new permanent exhibit on local floods and upgrade the exhibit areas focusing on the Nisenan and Gold Rush/Westward expansion. This project is funded by a three-year grant of over $383,000 from the Specified General Fund for the Museum Grant Program under the California Cultural & Historical Endowment, and the new exhibits are scheduled to open in 2025.
Yuba County Library offered 330 programs (on-site) and 8 programs (off-site) with a total attendance of 4,561. A total of 10 programs were offered for 0-5-year-olds with an attendance of 1,161. Over 950 people attended annual parking lot events. End of the Summer Reading Program Party, Halloween in the Parking Lot, and Winter Walkthru. The library is undergoing renovations which have been funded $6,088,440 by the CA State Library, Building Forward Library Infrastructure Grant. It is estimated the library will reopen early 2026.
Yuba-Sutter High Wheelers, Yuba-Sutter High Wheelers, a pro independent baseball team started by a East Bay childhood friend duo, were officially introduced to the Yuba-Sutter community on December 11, 2024. The team will compete against 11 other squads from all over the Western United States in a 96-game schedule from May to September. There will be 48 games at Bryant Field starting with the scheduled home-opener May 20 against the Grand Junction Jackalopes.
DRAFT
68 24
Marysville NABA, an adult baseball league, plays 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.
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.
2024-2025 UPDATE: Blue Zones Project Yuba Sutter completed year 2 in the transformation phase (August 1, 2023 – July 31, 2024). This phase of the project is focused on addressing the blueprint goals and objectives. The overall purpose is to lead a community well-being transformation initiative where healthy choice becomes the easy choice through permanent changes in environment, policy, and social networks.
Built Environment Policy Impacts - Blue Zones Project Yuba Sutter worked to support and influence efforts to create a more walkable and bikeable community through efforts including walk audits to examine the conditions of certain problematic streets throughout the jurisdictions and develop recommendations for safe solutions. The organization held Safe Streets & Vision Zero Leadership Summit. This workshop was designed to educate key community leaders on the principles of Vision Zero, a global movement to end traffic-related fatalities and serious injuries by taking a systemic approach to road safety. The premise of this strategy is that road deaths and injuries are unacceptable and preventable. The organization has also held events that promote the use of open spaces, including bike and walking paths.
Food Policy Impacts - The formation of the Yuba Sutter Food Policy Council marks a significant step toward enhancing the region's food systems and addressing critical challenges related to food security and sustainability. Key initiatives include growing our local food production capabilities, building healthy food skills within the community, and ensuring a sustainable infrastructure that supports food rescue and recovery efforts. By focusing on these priorities, the council aims to increase access to affordable, healthy food options for all residents, ultimately fostering a more resilient and equitable food system that benefits the entire Yuba Sutter community.
Tobacco Policy Impacts - Blue Zones Project Yuba-Sutter supported the California Health Collaborative grant ($300,000) efforts for a Tobacco Retail License (TRL) campaign. Other tobacco prevention work has included development and facilitation of tobacco prevention advocacy training and facilitation.
Places - Eleven organizations (worksites, schools grocery stores and restaurants) were Blue Zones Approved.
People - Engaged with 3,486 individuals through a variety of efforts including presentations, cooking demonstrations, walking groups and purpose workshops.
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. SBRLT supports regional strategy by promoting sustainable land use, supporting regional economic growth, and fostering environmental stewardship. By protecting critical habitats, preserving agricultural lands, and enhancing water resources, SBRLT aligns with the CEDS goals of sustainable development and resilience.
Key contributions include:
Land Conservation - In 2024 SBRLT closed five conservation easements, permanently protecting over 1,150 acres of agriculture and habitat.
DRAFT
69 25
Agritourism Development - SBRLT leverages its conservation work to promote agritourism, drawing visitors to the region and supporting the local economy. In November 2024 the land trust successfully hosted the 7th annual California Swan Festival at Yuba College.
Natural Resource Management - Through targeted conservation efforts, SBRLT ensures long-term viability of agricultural and natural resources, critical to the region's economic base.
Resilience and Climate Adaptation - Conservation initiatives help mitigate climate risks, protect biodiversity, and preserve the region’s unique natural heritage, contributing to economic and environmental resilience.
Partnership Building - Collaborating with landowners, community stakeholders, and public agencies, SBRLT supports coordinated land management and infrastructure planning. SBRLT actively fosters impactful partnerships to advance conservation goals. These partnerships combine resources and expertise to achieve significant conservation outcomes, benefiting both natural ecosystems and local communities.
1. Waterfowl Habitat Protection Partnership - The partnership was awarded a $12.8 million grant from the Regional Conservation Partnership Program (RCPP) under USDA’s Natural Resources Conservation Service.
2. Beale Air Force Base Conservation Planning Project - Sutter Buttes Regional Land Trust is the recipient of a $250,000 capacity building grant from the California Strategic Growth Council (SGC) through the Sustainable Agricultural Lands Conservation Program (SALC) under the Department of Conservation.
3. Sacramento Region Working Lands & Open Space Group - The Sacramento Region Working Lands and Open Space Group has been selected by California Council of Land Trusts as the recipient of a 2024 Project Advancement Grant to advance the goals of Pathways to 30x30 and the Natural and Working Lands Climate Smart Strategy.
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.
2024-2025 UPDATE: County completed the Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan). The County also completed a ½ mile bike path from the Bear River Levee to Feather River Boulevard.
BICYCLE AND PEDESTRIAN MOBILITY PLAN & ½ MILE BIKE PATH COMPLETED-$300,000 (Local) 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. 2024-2025 Update: A non-profit organization has been formed with initial members of the City of Wheatland and Yuba Water Agency for the purpose of developing and operating the Yuba Applied Research Center. The initial strategy plan for YARC will be developed by the board in early 2025.
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 DRAFT
70 26
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.
2024-2025 Update: Yuba Water Agency is leading the development of a county-wide trails master plan, which is currently underway. The master plan will be based on current plans for the Yuba County jurisdictions affected and will provide guidance on a collaborative approach for initial phases of the trail system. The plan will be completed in 2025.
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 are regional landmarks 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.
2024-2025 UPDATE: Ellis Lake water quality has stabilized as the City engaged in an outside consultant as well as a lake management company. City staff continues to monitor the lake and use external expertise to maintain the water quality of the lake. Marysville and EDC secured a $3m grant to improve elements and add amenities to strategic locations around the lake. Project is in the design phase. The design will be influenced by the results of the master plan mentioned above. Design Phase of project is completed, and installation of added amenities and improvements will begin in 2025.
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. 2024-2025 UPDATE: Final design and easement acquisition is complete with construction anticipated to commence and complete in 2025.
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.
2024-2025 Update: Construction of the Water Tower improvements was completed in 2023. The Center Street Lighting will be completed in early 2025. The Gateway Arch at Bridge Street, Water Tower Park improvements, and Cleanup Campaign will begin construction in late 2025.
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.
DRAFT
71 27
2024-2025 UPDATE: In January 2023, the consortium conducted a Point in Time (PIT) count of all sheltered and unsheltered people experiencing homelessness. It was determined that 963 people were experiencing homelessness, 418 in Sutter County and 545 in Yuba County. During the PIT count, it was also reported that 252 persons were “precariously housed” (Staying with friends/family or paying for a motel themselves, 105 in Sutter County and 147 in Yuba County). In January 2025, the Consortium conducted the Point In Time count and will have statistics in mid-year 2025.
In 2024, SYHC clients achieved the following:
• Shelter: 2024 saw extremely high usage rates for emergency shelter in the Sutter Yuba area with shelter capacities at 80% or higher for all months and usage up to 95% during the coldest winter months. • Housing: During 2024, 254 clients in Sutter County obtained safe and stable permanent housing and 393 clients in Yuba County obtained safe and stable permanent housing.
Yuba County Project
14FORWARD Homeless Temporary Shelter - Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, the first temporary shelter and resource center for the homeless in the region. The site includes 25 two-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing. 2024-2025 UPDATE: The Salvation Army served 253 people in 2024 at 14Forward. Shelter was offered to every young person between the ages of 18-24 who was experiencing homelessness, resulting in 19 young people receiving shelter assistance during the year. 63 people aged 55 and older were provided services at the shelter as well, with the eldest being 84 years of age. The Salvation Army continues to implement facility improvements to enhance safety and security.
Tactic 3 – Promote the role of the Yuba-Sutter Economic Development District YSEDC/YSEDD completed the 2024 annual updates in March 2024 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 are currently working on 2025-2029 five-year update and anticipates it will be completed March 2025.
Economic Disaster, Recovery and Resiliency
Mitigation planning is essential to the region’s ability to withstand and recover from disasters.
Yuba County The Yuba County Office of Emergency Services (OES) coordinates all emergency management between public safety and service providers during larger-scale or complex events-- your local law, enforcement/fire department handles day-to-day calls. OES operates in four primary areas: Preparedness, Response, Recovery, and Mitigation. To help prepare the County and other organizations for emergency response, OES also provides planning and training services. During an emergency, the County uses the Standardized Emergency Management System (SEMS) and the Incident Command System (ICS) to ensure close coordination between police, fire, military personnel, medical service providers, FEMA, and other agencies.
Plans have been developed to respond to any emergency event, and those plans are constantly being updated to make sure emerging threats are included and new technology incorporated. https://www.yuba.org/Yuba%20County/Emergency%20Services/YubaCounty_EOP_ADOPTED_August-2015.pdf 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 DRAFT
72 28
Yuba County offers a youth emergency program, “We’re Not Scared! We’re Prepared!” aimed at first graders that help kids understand the big feelings that may come during an emergency, and how to prepare for an emergency.
All children receive a go-bag filled with essentials starters. Outcomes to date – 9 schools attended, 280 students reached, and 183 go-bags distributed.
Be Prepared Fair – Yuba County has hosted its “Be Prepared Fair” twice a year since 2021. The spring event is held in the foothills focusing on wildfire preparedness, and the fall event held on the valley floor focus on high water preparedness.
Sutter County The Office of Emergency Services is comprised of two divisions: Fire Services and Emergency Management. Both perform emergency planning, mitigation, and response, apply for and manage grant funds to support emergency functions, host and attend community events and training, and provide guidance to all other disaster service workers and first responders.
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 Office of Emergency Management page includes OEM Plans, Be Prepared, Emergency Events, and Recovery for businesses and residents alike.
https://www.suttercounty.org/government/county-departments/office-of-emergency-services/emergencymanagement Sutter County has recently established its first Fire Safe Council, which is comprised of public and private organizations that share a common, vested interest in wildfire prevention and loss mitigation. Fire safe councils accomplish this objective through education programs and projects such as hazardous fuel reduction efforts and homeowner training. The first fire safe councils started in the early 1990s, and there are now over 100 around the state. https://www.suttercounty.org/government/county-departments/office-of-emergency-services/fire-safecouncil#B 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 Agency, 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 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 now complete.
New Bullards Bar Forest Health Project - In 2023, Cal Fire awarded $7 million to Yuba Water Agency and partners to fund additional needed forest health treatments in the Yuba County foothills. The project is a collaborative effort that includes Yuba Water Agency, the Tahoe National Forest, National Forest Foundation, Bear Yuba Land Trust, private timber companies and landowners. This grant is supporting significant biomass removal treatments on 4,000 acres near New Bullards Bar Reservoir and includes an innovative approach to CEQA coverage with a new Cal VTP analysis on all 175,000 forested acres in Yuba County making the entire area closer to shovel-ready for new projects.
DRAFT
73 29
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 direct Federal funding was awarded to the North Yuba Landscape and in 2023 the Bipartisan Infrastructure Law funding (BIL) awarded a total of $130 million to the North Yuba.
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, 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 2023 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:
• 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
FY2025 – 2030
IN PROCESS
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
DRAFT
74 30
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 • 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 Ongoing
5. Brand and Market the region for development, investment, and regional growth.
• Create marketing campaign for business attraction
• Promote visitor services and tourism
• Collaborate with private and public sector organizations to increase marketing of Yuba-Sutter
Ongoing
Maximize effective development, alignment, and use of workforce Activity Time Frame
1. Support the efforts of and collaborate with workforce development centers, community one stops, colleges and universities.
• Ensure continued partnerships with local agencies and educational institutions
Ongoing
DRAFT
75 31
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
In Process
2. Continue providing information on local, state, and federal economic and infrastructure development programs
Ongoing
Support the work of local governments in their efforts to provide sound physical infrastructure Activity Time Frame
1. Maintain communication with jurisdiction leaders regarding public works projects, provide technical assistance and funding sources as needed. • Ensure public works projects are included in CEDS document and progress is annually updated and reported.
Ongoing
Schedule of Goals - YSEDC
1. YSEDC 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 and tactics as stated in the CEDS and support the public works projects of the member jurisdictions within the District.
DRAFT
76 Resolution No.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LIVE OAK, STATE OF CALIFORNIA, APPROVING THE 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 2024 ANNUAL PERFORMANCE
REPORT AND UPDATE TO APPENDIX I PUBLIC WORKS PROJECTS RESOLUTION 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 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 Five-year update in September 2024, and approved and adopted said document February 8, 2025; and WHEREAS, said action also directed the CEDS 2024 Annual Performance Report and updates of Appendix I Public Works Projects for the CEDS document be submitted to Live Oak City Council for its review and action.
NOW, THEREFORE, BE IT RESOLVED that Live Oak City Council, after reviewing said documents, hereby approves the 2025-2030 CEDS Five-year update, the 2024 Annual Performance report and Appendix I Public Works Projects and authorizes its submittal to the Economic Development Administration.
PASSED AND ADOPTED by the City Council of the City of Live Oak this 5th day of March, 2025, by the following vote:
AYES:
NOES:
ABSENT:
NOT VOTING:
APPROVED:
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
77 DRAFT
78 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
1 Yuba-Sutter Economic Development District
2025-2030 CEDS Public Works Projects, Sorted by Jurisdiction Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024 CALTRANS PROJECTS - COMPLETED Yuba & Sutter Counties Regional
RY1
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.
$114,655,000 SHOPP 2024
Regional
RY2
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. $65,236,000 SHOPP 2024
Regional
RY3
Short-term
3 3.2
Browns Valley Rehab
03-0A570
Near Marysville, from Marysville Road to 0.1 mile east of Yuba River Bridge.
Rehabilitate roadway.
$65,401, 000 SHOPP 2024
CALTRANS PROJECTS – SUTTER COUNTY (CONSTRUCTION)
Regional
RS1
Mid-term
3 3.2
Oswald Road Safety Project
03-4H870
Near Yuba City, from 0.6 mile south to 0.6 mile north of Oswald Road.
Construct traffic signals to improve safety. The lead for Environmental Clearance is Sutter County. Caltrans will be the lead for Design and Construction.
$12,335,000 SHOPP 2025
CALTRANS PROJECTS - SUTTER COUNTY (PROGRAMMED)
Regional
RS2
Mid-term
3 3.2
SUT-99 Lomo Crossing
03-0J910
Near Live Oak, from 0.2 mile south of Eager Road to 0.6 mile south of Clark Road. Eliminate cross traffic access to Route 99 from Encinal Road/Live Oak Boulevard, add acceleration lanes in proximity to railroad crossing, and improve access to Eager Road Interchange.
$13,915,000 SHOPP 2026
Regional
RS3
Short-term
3 3.2
Bridge Scour Mitigation
03-0J630
In Sutter County at the Sutter Bypass, scour
mitigation and bridge deck surface treatment. This project is also located in Butte, Colusa, and Yolo Counties
$11,620,000 SHOPP 2028
Regional
RS4
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 18-wire.
$842,448 SHOPP 2026
Regional
RS5
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 18-wire railroad preemption.
$436,738 SHOPP 2026
PROJECT COMPLETED 2024
$114,655,000
PROJECT COMPLETED 2024
$65,236,000
PROJECT COMPLETED 2024
$65,401,000
DRAFT
79 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
2 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Regional
RS6
Short-term
3 3.2
Jennings/Knights Curve Improvement
03-2J980
Near Knights Landing, from north of Yolo County line to south of Leiser Road.
Curve realignment.
$8,630,000 SHOPP 2027
Regional
RS7
Short-term
3 3.2
Safety Reactive Improvement at Various Locations
03-0N640
In Sutter County on Route 99 near Sankey Road. Install curve warning signs, flashing beacons, rumble strips, radar speed feedback signs, and intersection warning systems, and upgrade roadside signs. This project is also located in Colusa, El Dorado, and Sacramento Counties.
$6,430,000 SHOPP 2027
Regional
RS8
Short-term
3 3.2
SUT 99 2R
03-2J230
In and near Yuba City, from 0.1 mile north of Route 20 to 0.2 mile south of Live Oak Boulevard. Rehabilitate roadway and drainage systems, construct concrete barrier and maintenance vehicle pullouts, and upgrade lighting, signs, facilities to Americans with Disabilities Act (ADA) standards, and Transportation Management System (TMS) elements
$56,530,000 SHOPP 2027
CALTRANS PROJECTS - SUTTER COUNTY (PLANNED)
Regional
RS9
Short-term
3 3.2
Stafford Way Intersection Safety Improvement
03-3J680
In Yuba City, at the intersection with Stafford Way. Install traffic signal. $4,910,000 SHOPP 2026
Regional
RS10
Short-term
3 3.2
Humphrey Road Intersection Improvement
03-4J060
Near Yuba City, at the intersection with Humphrey Road. Install traffic signal $8,535,000 SHOPP 2026
Regional
RS11
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
Regional
RS12
Short-term
3 3.2
Sutter-Yuba 20 Corridor Improvements
03-0N210
In Sutter County on Route 20 from Central Street to 0.13 mile west of Yuba Street in Yuba County. Extend striping, install traffic lighting and rumble strips, upgrade existing signs and install headlight signs along the corridor. $1,175,000 SHOPP 2026
Regional
RS13
Mid-term
3 3.2
Sutter-99 Cable Barrier
03-0N710
In Sutter County on Route 99 from 0.8 mile north of Riego Road Overcrossing to 0.1 mile south of Route 99/70 Separation. Install cable barrier. $18,510,000 SHOPP 2029
Regional
RS14
Mid-term
3 3.2
ADA Curb Ramps, APS and Retroreflective Backplate Project 03-0N720
In Sutter County on various routes at various locations. Install backplates with retroreflective borders to existing traffic signal heads, install touch-free Accessible Pedestrian Signals (APS) and upgrade curb ramps to American with Disabilities Act (ADA) standards. This project is also located in Butte, Colusa, El Dorado, Glenn, Nevada, Placer and Yolo Counties.
$21,100,000 SHOPP 2030
Regional
RS15
Mid-term
3 3.2
Various Rumble Strip
03-1N590
In Yuba and Sutter Counties at various locations. Install centerline and shoulder rumble strip. This project is also located in El Dorado, Glenn and Placer Counties.
$3,935,000 SHOPP 2029
DRAFT
80 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
3 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
CALTRANS PROJECTS - YUBA COUNTY (CONSTRUCTION)
Regional
RY1
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.
$7,675,000 SHOPP 2026
CALTRANS PROJECTS - YUBA COUNTY (PROGRAMMED)
Regional
RY2
Mid-term
3 3.2
Marysville Railroad Bridge Rehab
03-0H160 (This includes Child Project 1 EA 03-0h161)
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.
$183,515,000 SHOPP 2027
Regional
RY3
Mid-term
3 3.2
YUB 65 CAPM & Drainage
03-0J660
Near Olivehurst, from South Beale Road to Route 70. Rehabilitate pavement and drainage systems and upgrade guardrail, signs, Transportation Management System (TMS) elements, sidewalks, curb and gutter, and lighting, and add acceleration and deceleration lanes.
$26,540,000 SHOPP 2026
Regional
RY4
Short-term
3 3.2
YUB 20 Marysville 9th and B St Intersection
03-3J960
In Yuba County on Route 20. Construct 2 right turn lanes from SB 70 (B St) to WB 20 (9th St).
$2,000,000 SHOPP 2026
Regional
RY5
Short-term
3 3.2
Bicyclist & Pedestrian Improvements
03-3J910
In Yuba County on Route 20 Install signs, green pavement markings, and crosswalks to improve bicyclist and pedestrian safety. This project is also located in Sacramento and Yolo Counties.
$1,632,000 SHOPP 2025
CALTRANS PROJECTS - YUBA COUNTY (PLANNED)
Regional
RY6
MId-term
3 3.2
COL-SAC-YUB Pump Plant Project
03-0N110
In Yuba County on Route 20 at East Marysville UP 16-0016W. Rehabilitate and replace pump plants. This project is also located in Colusa and Sacramento Counties.
$20,325,000 SHOPP 2031
Regional
RY7
Mid-term
3 3.2
Yuba River Parks Bar Bridge Preservation
03-0N150
In Yuba County on Route 20 at Yuba River Parks Bar Bridge, #16-0011. Place polyester concrete overlay on the deck and approach slabs. Repair substructure spall on Pier 5 on waterline.
$6,575,000 SHOPP 2031
Regional
RY8
MId-term
3 3.2
Dairy Road Traffic Signal
03-1N650
In Yuba County at the intersection of Route 65 and Dairy Road. Install traffic signal.
$4,700,000 SHOPP 2030
CALTRANS PROJECTS - YUBA COUNTY (HIGHWAY MAINTENANCE)
None scheduled
OTHER Yuba-Sutter Regional Projects
Regional
R1
Long-term
3 3.2
Beale Expressway
The first phase of what will ultimately be a portion of the Wheatland Hwy-65 bypass is known as the Beale Expressway which will connect Highway 65 at Riosa Road to Spenceville Road and Jasper Lane. This project serves Beale Airforce Base, future development in Wheatland and in Yuba County, and will reduce congestion on existing Hwy-65 through Sheridan and Wheatland. $112M SYTIA Impact
Fees,
Developers,
Base Access
Funding,
SACOG
Unknown
DRAFT
81 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
4 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
The General Plan, adopted in 2006, provides for a bypass to be developed to the east of the existing city limits. No specific alignment for the remainder of the bypass has been determined.
SYTIA is the lead agency for the project and Wheatland staff is managing the project in close coordination with Yuba County staff.
2024-25 UPDATE: In 2023 the SYTIA Board awarded a $1.3M contract for preliminary engineering and environmental work. On June 20, 2024, the first deliverable, a Project Study Report-Project Development Support (PSR_PDS) to request programming for capital support was approved by the SYTIA Board.
The City of Wheatland and Yuba County continue to seek additional funding for the final design, right-of-way and construction of this critical project.
Regional
R2
Long-Term
3 3.2
Wheatland Parkway 1A
Project would construct a new freeway interchange at SR65 and South Beale Road.
2025 UPDATE: No further progress
Not
Determined
Regional
R3
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, protecting 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.
2024-2025 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
R4
Long-term
3 3.3
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
R5
Short-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 $92,500,000
$13,000,000 U.S Army Corp
of Engineers
2025
DRAFT
82 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
5 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2024-2025 UPDATE: NEARING COMPLETION--FOURTEEN years and more than $100 million after it began, the U.S. Army Corps of Engineers is nearing completion of the Marysville Ring Levee Project. On Thursday, a compactor worked back and forth on the levee within site of the traffic backed up on the 10th Street Bridge. The multi-phase project to upgrade the 7.6 mile ring of levees that have kept Marysville from flooding since 1875 began in 2010. The project, which includes installation of seepage cutoff walls to depths greater than 100 feet, and stability berms, is designed to meet the 200 year-level flood risk for urban areas--or a 1-in-200 chance of flooding in any given year, but the Army Corps states that due to the elevation of Marysville’s levees, the project will surpass that criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after the project is completed. $200,000 YWA
Regional
R6
Long-Term
3 3.1
South Yuba County Regional Water/Wastewater Project
Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs.
The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state and federal grant funding for this project, which will provide a more efficient and effective wastewater solution and protect the groundwater basins in south Yuba County. Design and environmental review are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone.
2024-2025 UPDATE: OPUD and Wheatland have submitted an application to the State 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. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $30 million of the estimated $130 million needed for the project. OPUD and Wheatland have also each submitted applications for $20 million ($40 million total) to the US EPA’s Environmental and Climate Justice Community Change Grants Program.
In conjunction with the Yuba-Sutter EDC, additional grants for up to $10 million have been submitted to US EDA. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $70 million needed for the project are being explored. Construction on the project is planned for 2025 $200,000,000 State –
SWRB($30M)
Local – YWA
and OPUD
$17M
Federal –
EPA$40M
Federal – EDA
$10 M
2028
DRAFT
83 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
6 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
YUBA-SUTTER TRANSPORTATION PROJECTS
Regional
YST1
Short-Term
3 3.3
Dial-A-Ride Bus Replacement (6) – Replacement of existing buses to zeroemissions buses. 2024-2025 UPDATE: Completed
$1,200,000 Federal, State 2024
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.
2024-2025 UPDATE: Yuba-Sutter Transit has been awarded over $52 million in funding from federal, state and regional grant programs to design and construct what is currently estimated to be a $55.8 million project.
Environmental and preliminary engineering work commenced in 2024 to refine the project and update the early conceptual cost estimate based on updated fleet and service assumptions. This effort will also improve the likelihood of success in the future rounds of grant applications to complete the funding package.
$55,800,000 Federal, State,
Regional, Local
2027
Regional
YST3
Long-Term
3 3.3
Dial-A-Ride Bus Replacement (10) – Replacement of existing buses to zeroemissions buses. 2024-2025 UPDATE: Pursuant to adopted plans, this purchase would be for up to 15 zero-emission buses to replace and expand the existing Dial-A-Ride bus fleet.
$6,000,000 Federal, State 2027
Regional
YST4
Long-Term
3 3.3
Commuter Bus Replacement (6) – Replacement of existing buses to zeroemissions buses. 2024-2025 UPDATE: Pursuant to adopted plans and the resulting reduced emphasis on intercity commuter service, this purchase would replace just four of six buses.
$5,600,000 Federal, State 2027
BEALE AIR FORCE BASE PROJECTS
Regional
BAFB 1
Short-Term
1 1.1
BAFB-Repair Intelligence, Surveillance, Reconnaissance (ISR), B2145 Design-Bid-Build Project. This project architecturally modernizes and renovates Facility B2145 It was originally constructed in the late 1950’s and is approximately 179,000 square feet in area with administrative space for multiple user groups performing intelligence missions, some in controlled spaces. Work will include replacing aging building utilities, providing communication rooms, data centers, secure spaces, and server rooms per each organization’s requirements. Construction will include a new entrance atrium, an additional elevator, as well as a three-story stairwell. 2024-2025 UPDATE: Awarded May 2024. In progress.
$215M Federal (O&M) Sep 2028
Regional
BAFB 2
Short-Term
1 1.1
BAFB – 4 MW 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.
2024-2025 UPDATE: In progress
$4M Federal (O&M) Oct 2025
Regional
BAFB 3
1 1.1
BAFB - 2 MW Solar Array & Microgrid/Battery Storage Projects (ERCIP) $4M Federal (O&M) Oct 2025 PROJECT COMPLETED 2024
DRAFT
84 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
7 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Short-Term 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. 2024-2025 UPDATE: In progress
Regional
BAFB 4
Short-Term
1 1.1
BAFB-Substation B1149
Completely replace the Doolittle substation and update to control the 2MW solar array and 4MW Photovoltaic
2024-2025 UPDATE: In progress
$8M Federal (O&M) Oct 2025
Regional
BAFB 5
Short-Term
1 1.1
BAFB- Construct Fuel Hydrant System MILCON
Replace aging underground Fuel Hydrant System. Install security lighting at the Hydrant Storage System. Install electric product recover pumps for water draw off at tanks. Install proper drainage around hydrant secondary containment berms. Install all pipe supports, equipment, and appurtenances related to the new JP-8 fuel piping. Install audible alarms on tanks and pump house.
2024-2025 UPDATE: In progress
$45M Federal
(MILCON)
Dec 2025
Regional
BAFB 6
Short-Term
1 1.1
BAFB- Repair J Street Water Mains, Phase 1 (D-B)
This project models, designs and conducts 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 Safe Drinking Water. $3.3M Federal (O&M) 2024
Regional
BAFB 7
Short-Term
1 1.1
BAFB- Repair Upgraded Early Warning Radar (UEWR) 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. 2024-2025 UPDATE: Project cancelled 2022, recompeting for funds. $7M-$10M Federal (O&M) 2026
Regional
BAFB 8
Short-Term
1 1.1
BAFB- Beale WAPA Interconnection Project (BWIP)
Improve Resiliency, Reliability & Redundant Power Delivery. Bring a feed from federal grid system directly to Beale AFB
2024-2025 UPDATE: In progress
$45M Federal (Energy
Resiliency
Capital
Improvements
Program -
ERCIP)
Dec 2025
Regional
BAFB 9
Short-Term
1 1.1
BAFB- Replace B3340 Artificial Turf: Soccer Field at Youth Center Converting grass turf to artificial turf with sprinkler and drainage system. $1M-$3M Federal (O&M) 2026
Regional
BAFB 10
Short-Term
1 1.1
Base-wide Paving
Renovation of multiple locations on base for asphalt and concrete. Includes repaving of A St. Roadway, B St & Warren Shingle Intersection, C St. Roadway, Camp Beale Rd, Taxiway Alpha Shoulder, three parking lots, and two guardrail repairs.
2024-2025 UPDATE: Awarded Sep 2024. In progress
$3.35M Federal (O&M) Sep 2025
Regional
BAFB 11
Short-Term
1 1.1
Repair Airman Dormitories B24110 & B24114
Perform complete renovation and modernization of two dormitory facilities.
Repair structural damage after a severe water leak which damaged flooring and walls.
$21M Federal (O&M) Apr 2026
PROJECT COMPLETED 2024
$3.3 Million
DRAFT
85 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
8 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 UPDATE: In progress
Regional
BAFB 12
Short-Term
1 1.1
Construct Multi-Bay Hangar Dock 11
Design-Build. Construct a three-bay hangar totaling 125,000 square-foot capable of housing four U-2 aircraft.
2024-2025 UPDATE: In progress
$142M Federal
(Acquisition)
Oct 2025
Regional
BAFB 13
Short-Term
1 1.1
Construct Multi-Domain Operations Complex (MDOC)
Design-Build. Construct a 128K SF, 2-bay hangar to support capabilities essential to high-altitude Intelligence Surveillance and Reconnaissance missions & multi-domain operations now and into the future. 2024-2025 UPDATE: 35% designed. Award in late 2025
$100-$200M Federal
(MILCON)
Mar 2029
Regional
BAFB 14
Short-Term
1 1.1
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. 204-2025 UPDATE: In progress
$37M Federal
(MILCON)
Mar 2025
Regional
BAFB 15
Short-Term
1 1.1
Repair Fire Suppression in U-2 Shelters, B.1068/B1067
Repair suppression indication, and notification systems. 2024-2025 UPDATE: In progress
$1.7M Federal (O&M) Apr 2025
Regional
BAFB 16
Short-Term
1 1.1
Repair Beale Wastewater Treatment Plant
Rehabilitates and upgrades the most critical components of the plant to modern standards. Construct a Grit Removal System, Repair Trickling Filter 2, Repair Secondary Clarifier, Provide Launder Cover, and Upgrade interior space. The plant was originally construction in 1944. An additional $3-$5M repair to an additional component will be bid in FY25. Remaining repairs are competing for FY26 centralized funding.
2024-2025 UPDATE: Awarded Sep 2024. Preparing to start work. $9.7M Federal (O&M) April 2026
Regional
BAFB 17
Short Term
1 1.1
Add Alter 940th Alert Facility
Repair existing building and add additional rooms to make an alert facility. 2024-2025 UPDATE: Rebid FY25
$6-$10M Federal
(MILCON /
O&M)
2026
Regional
BAFB 18
Short Term
1 1.1
Repair 125 Ton Chiller at Child Development Center, B2443 Replace 125-ton chiller & piping
2024-2025 UPDATE: Awarded Sep 2025
$0.4M Federal (O&M) 2025
Regional
BAFB 19
Short Term
1 1.1
Convert HVAC Heat Pump & Split Buildings B25215/B25216
Replace chiller system with HVAC system both building, separated. 2024-2025 UPDATE: Study in progress; Design next
$2-$4M Federal (O&M) 2026
Regional
BAFB 20
Short Term
1 1.1
Repair Wells (7) Cathodic Protection System
Repair by replacement 7 cathodic protection systems at water wells. 2024-2025 UPDATE: Awarded Sep 2024
$0.3M Federal (O&M) 2025
Regional
BAFB 21
Short Term
1 1.1
Construct Wheatland Entry Control Point
Construction new entry control point at Wheatland Gate to include, roadway, building and canopy. Widen to three entry control lanes, each with a guard house. Improve to latest Anti-Terrorism / Force Protection (AT/FP) standards. $15-$20M Federal
(MILCON /
O&M)
2027
DRAFT
86 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
9 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 UPDATE: 100% Designed. Competing for funding FY26.
Regional
BAFB 22
Short Term
1 1.1
Replace 12KV Power Poles, Wiring, & Switches to Feeder Circuit #8 2024-2025 UPDATE: Award in Q3 FY25
$0.5-$2M Federal (O&M) 2026
Regional
BAFB 23
Short Term
1 1.1
Repair 10” Waterline
Replace 10” WL along Warren Shingle Rd from B Street to A Street 2024-2025 UPDATE: Award in Q4 FY25
$0.5-$2M Federal (O&M) 2026
Sutter County
Sutter Co.
S1
Mid-term
1 3.1
Establish a Marketing Committee to Promote Sutter County Agriculture Work with cities and other appropriate agencies and interests to establish a marketing committee to promote Sutter County agriculture through the following and other means: agricultural industry promotional activities, including farmers markets; agri-tourism marketing; marketing of locally grown food; and promotion of events that expose residents of urban places to agricultural activities and issues.
Not
determined
Sutter Co.
S2
Mid-term
1 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 being considered to help cover the shortfall.
Projects include safety, maintenance and complete streets. 2024-2025 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. Due to significant cost escalations for the tenant improvements, and a lack of available funding, the County has cancelled the project and is pursuing other opportunities for the property.
2024-2025 Update: Project cancelled. County intends to sell the property. 15,000,000 County June 2020
–Design
Complete
Sutter Co.
S4
Short-term
3 3.2
Howsley Road Bridge Replacement
The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The design phase will be completed by June 2025 at which time the County will seek the required federal funding. $23M FHWA 88.53%
County 11.53%
June 2025
Design
Nov. 2027
Const.
Sutter Co.
S5
Short-term
3 3.2
Larkin Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits. Construction is anticipated in FY 2027-28. $2M FHWA 88.53%
County 11.53%
June 2025
Design
Nov. 2028
Const.
Sutter Co.
S6
Short-term
3 3.2
Nicolaus Avenue Bridge Replacement
The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits. Construction is anticipated in FY 2027-28. $3M FHWA 88.53%
County 11.53%
June 2025
Design
Nov. 2028
Const.
Sutter Co.
S7
3 3.2
Tisdale Road Bridge Replacement $1.5M FHWA 88.53%
County 11.53%
June 2020
Design
DRAFT
87 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
10 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Short-term The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2025-26.
Nov. 2026
Const.
Sutter Co.
S8
Short-term
3 3.2
Kent Avenue Bridge Replacement
The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2028-29.
$2M FHWA 88.53%
County 11.53%
June 2020
Design
Nov. 2029
Const.
Yuba County
Yuba Co.
Y1
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.
2024-2025 UPDATE: Design complete for section from North Beale Road to Hammonton Smartsville. Rough grading is complete and applying for funds to pave this section.
$150, 000,000 2026
Yuba Co.
Y2
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.
2024-2025 UPDATE: Design is 65% completed. County was awarded $35,000,000 federal grant to fully fund construction. Construction will likely start in 2026.
$35,000,000 2026
Yuba Co.
Y3
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. 2024-2025 UPDATE: No substantial change
$20,000,000
Yuba Co.
Y4
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. 2024-2025 UPDATE: This is now complete.
$3,000,000 Local (Drainage
Impact Fees)
2024
Yuba Co.
Y5
Short-term
3 3.2
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.
2024-2025 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is complete. The County secured grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east). The Phase III design was recently completed and construction will start in spring of 2025. Phase IV and V still in progress.
$22,000,000 Federal and
state transportation funds
2022
Yuba Co.
Y6
4 4.1
Bikeways and Pedestrian Trails $6,500,000 Local
(Development
Ongoing
PHASES I and II COMPLETE,
LINDHURST AVE. TO LINDA
AVE. - $14 Million
ERLE RD. TO N. BEALE
SEGMENT COMPLETED 2021
PROJECT COMPLETED 2024
DRAFT
$3 million
88 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
11 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Mid-Term 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.
Impact Fees) &
Prob 68
Yuba Co.
Y7
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.
2024-2025 Update: The Salvation Army served 253 people in 2024 at 14Forward. Shelter was offered to every young person between the ages of 18-24 who was experiencing homelessness, resulting in 19 young people receiving shelter assistance during the year. 63 people aged 55 and older were provided services at the shelter as well, with the eldest being 84 years of age. The Salvation Army continues to implement facility improvements to enhance safety and security.
2,500,000 State, local,
federal
Ongoing
Yuba Co.
Y8
Mid-Term
3 3.2
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.
2024-2025 UPDATE: Spring Valley Road bridge replacement completed.
Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. Los Verjeles is currently being constructed and expected to be complete in spring of 2025. Ellis Road and Waldo Road bridge replacements currently are in design. The County applied for an additional five bridge projects through the HBP
16, 810,000 HBP FSTIP Ongoing
Yuba Co.
Y9
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
2024-2025 UPDATE: Project completed.
3,030,000 ATP 2024
Yuba Co.
Y10
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. 2024-2025 UPDATE: Project completed
6,000,000 ATP/LPP/ARPA 2024
Yuba Co.
Y11
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.
2024-2025 UPDATES: Construction will be complete in summer of 2025 1,550,000 SACOG OneTime Funding
2019
2025
PROJECT COMPLETED
$4.4 Million (State)
PROJECT COMPLETED
$6 Million (State & Federal)
Mobility Plan Completed &
½ Mile Bike Path (Bear River
Levee to Feather River Blvd.
$300,000
SPRING VALLEY BRIDGE
COMPLETED
$3.3 Million (Federal)
DRAFT
89 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
12 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.
Y12
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.
2024-2025 UPDATE: No substantial update
$125,000
$500,000
EDA Planning
Grant
CPUC
Ongoing
Yuba Co.
Y13
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.
2024-2025 UPDATE: Construction underway. Project will be complete in summer of 2025.
2,500,000 ATP 2025
Yuba Co.
Y14
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.
2024-2025 UPDATE: Project Study Report complete for East Wheatland Expressway and nearing completion for South Beale Road Railroad Crossing Elimination Project.
620,000,000 SYTIA 2025
Yuba Co.
Y15
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. 2024-2025 UPDATE: Design at 65%.
27,000,000 ATP/YWA 2025
Yuba Co.
Y16
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 Chestnut Pond to Scales Avenue. 2024-2025 UPDATE: County was awarded $3,000,000 from a federal Reconnecting Communities grant for design and will begin in 2025. 25,000,000 Local/State/Fe
deral
2027
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.
2024-2025 UPDATE: No substantial update
5,000,000
Yuba Co.
YA2
3 3.1
Yuba County Airport Terminal Building $23,000,000
DRAFT
90 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
13 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Mid-term 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.
2024-2025 UPDATE: No substantial update
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.
2024-2025 UPDATE: No substantial update
$5,800,000
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 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. 2024-2025 UPDATE: No substantial update
$4,300,000 Federal and
local funds
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. 2024-2025 UPDATE: No substantial update
$7,500,000 Federal and
local funds
Yuba Co.
YA6
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.
2024-2025 UPDATE: No substantial update
$6,000,000 Federal and
Local funds
Yuba Co.
YA7
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.
2024-2025 UPDATE: No substantial update
$2,000,000 Federal and
Local funds
Yuba Co.
YA8
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. Including grading, storm drainage, water, wastewater and utilities. 2024-2025 UPDATE: No substantial update
$1,800,000 Federal and
Local funds
Yuba Co.
YA9
Short-term
3 3.1
Yuba County Airport – Sky Harbor Drive Entrance
This project will replace the failing irrigation and landscape with a drought tolerant mix.
2024-2025 UPDATE: No substantial update
$390,000 Federal and
Local funds
Yuba Co.
YA10
Short-term
3 3.1
Site Improvements to Airport apron-adjacent pad
This public works project would provide the site-prep and infrastructure, including sewer, water, telecommunication, and utilities, to this premium site.
This location has been identified as ideal for airport support, aviation support, and aeronautical services to include (but not limited to): aircraft maintenance, $2,400,000 Federal and
Local funds
DRAFT
91 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
14 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
flight instruction, aircraft rental, hangaring, fueling, tie-down support, parking support and similar aviation services.
2024-2025 UPDATE: No substantial update
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.
2024-2025 UPDATE: No substantial change
$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.
2024-2025 RD784 Update: No change.
$2,750,000
Yuba Co.
RD3
Long-term
3 3.1
Pump Station No. 10 Upgrades
This public works project would upgrade Pump Station No. 10; provide backup power, permanent outfall piping, and redundant pump for the facility serving the central Plumas Lake Specific Plan area.
2024-2025 RD784 Update: Project is in the design and permitting stages $6,100,000 Cost Share
Local Grant
2025
Yuba Co.
RD4
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.
2024-2025 RD784 Update: No change.
$1,050,000
Yuba Co.
RD5
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.
2024-2025 RD784 Update: No change.
$2,800,000
Yuba Co.
RD6
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. 2024-2025 RD784 Update: No change.
$1,700,000
Yuba Co.
RD7
Short-term
3 3.1
Storm Drainpipe Replacements
This public works project will replace up to 6 aging pipes located within the rural levee portion of the District.
2024-2025 Update: Project approval received from the state and is slated to begin in 2025.
$4,500,000 Local Grant 2025
Yuba Co.
RD8
Short-term
3 3.1
Pump Station No. 2 Upgrades
This public works project would upgrade Pump Station No. 2; provide additional pump, motor, pipe installations, & MCC/PLC upgrades. $650,000 2028
DRAFT
92 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
15 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 RD784 Update: New project
Yuba Co.
RD9
Short-term
3 3.1
Lateral No. 15 – Railroad Culverts Crossing Updates
This public works project would replace a total of (4) existing aged pipe culverts which connect Laterals 15 (N) and 17.
2024-2025 RD784 Update: New project
$1,560,000 2028
Yuba Co.
RD10
Short-term
3 3.1
Pump Station No. 1 Removal
This public works project would remove and dispose of the existing pumps, motors, deck, and associated electrical components which are no longer needed.
2024-2025 Update: New project
$975,000 2028
Yuba Co.
RD11
Short-term
3 3.1
Pump Station No. 4 Removal
This public works project would remove and dispose of the existing pumps, motors, pipes, deck, and associated electrical components which are no longer needed.
2024-2025 Update: New project
$260,000 2028
Yuba Co.
RD12
Short-term
3 3.1
Pump Station No. 4 Outfall Pipe Removal
This public works project would remove and dispose of the existing gravity outfall pipe to the Clark Lateral which is no longer needed. 2024-2025 Update: New project
$715,000 2028
Yuba Co.
RD13
Short-term
3 3.1
Basin C to B Pipe Connection Replacement
This public works project would replace the existing aged Basin C to B pipe connection and will include a new sluice gate.
2024-2025 Update: New project
$585,000 2028
Yuba Co.
RD14
Mid-term
3 3.1
Pump Station No. 7 Outfall Ditch Improvements
This public works project would create a District operated and maintained outfall ditch for water pumped from Pump Station 7 which currently sheet flows along the railroad embankment area to the Bingham Canal. 2024-2025 Update: New project
$975,000 2029
Yuba Co.
RD15
Mid-term
3 3.1
Pump Station No. 9 Upgrades
This public works project would upgrade the existing facilities and will also add additional capacity to handle future County Improvements in West Linda 2024-2025 Update: New project
$3,445,000 2029
Yuba Co.
RD16
Mid-term
3 3.1
Security Camera Installations
This public works project would include the installation of CCTV security cameras at Pump Stations 2, 3, 6, 7. 8, 9, & 10
2024-2025 Update: New project
$180,000 2029
Yuba Co.
RD17
Mid-term
3 3.1
Piezometer & Inclinometer Replacements
This public works project would replace all existing aged piezometers and inclinometers in the levees which enable staff and engineers to collect data on groundwater levels and to identify possible deformations. 2024-2025 Update: New project
$325,000 2029
DRAFT
93 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
16 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Yuba Co.
RD18
Mid-term
3 3.1
SCADA System Upgrades
This public works project would replace the District’s existing aged SCADA (Supervisory Control & Data Acquisition) system which allows staff to monitor all RD784 pump station activity remotely.
2024-2025 Update: New project
$1,200,000 2029
Yuba Co.
RD19
Mid-term
3 3.1
Pump Station No. 5 Replacement
This public works project is to remove and reconstruct Pump Station No. 5, which is to include a larger catch basin, new pumps, motors, & all telemetry SCADA communications. The project may be constructed at a new site. 2024-2025 Update: New project
$8,450,000 2030
Yuba Co.
RD20
Mid-term
3 3.1
Lateral 5 Upgrades
This public works project would replace the open ditch Lateral 5 with closed pipe to connect Lateral 15 (S) to Laterals 19 & Linear Pond 20. 2024-2025 Update: New project
$2,145,000 2030
Yub21Co.
RD21
Mid-term
3 3.1
Pump Station No. 10 Outflow Canal
This public works project would complete the final phase of the construction of pump station 10 with the construction of an outflow canal between the Setback Levee and the Feather River.
2024-2025 Update: New project
$1,105,000 2035
Yuba Co.
RD22
Long-term
3 3.2
Levee Toe Access Road
This public works project would provide approximately 15 miles of all-weather gravel road construction/rehabilitation on the land and waterside toe areas of the Feather River Levee between Starr Bend and Island Avenue. 2024-2025 Update: New project
$1,950,000 2035
Yuba Co.
OPUD1
Mid-term
3 3.1
Replace Aging/Failing Water Infrastructure
OPUD currently has a great deal of steel water mains in Olivehurst. The aging steel main fails regularly due to corrosion.
2024-2025 update: OPUD secured the necessary 8-million-dollar funding in order to meet all the steel water gaining main replacement. This year OPUD award phase I construction work for the steel main replacement of roughly 7800 LF. Phase II bids will go out in early 2025 and that will replace roughly 13-14,000 LF of Steel Main Pipe.
$10,400,000 Federal,
State
2029
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.
2024-2025 UPDATE: OPUD secured Sewer design from the Water Agency and is currently in design for Sewer. OPUD submitted a Water application to State to move to the next phase which would be design-build of the project.
PSOMAS Engineering was awarded design of both projects. OPUD sewer Design award was roughly $600,000.
$950,000 Federal,
State
2029
Yuba Co.
OPUD3
Long-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. $50,000,000 Federal, State
and local funds
2031
DRAFT
94 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
17 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 UPDATE: No update provided.
Yuba Co.
LCWD1
Short-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.
2024-2025 UPDATE: Project is under construction with a current anticipated finish date in March 2025.
$18,000,000 State SRF
program, DWR,
Local
2025
Yuba Co.
PVT1
Mid Term
4 4.1
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. 2024-2025 Update: The community scale 5mw biomass to energy power plant will be developed by Engeman Camptonville Green Energy (ECGE). It is spearheaded by an innovative and unique partnership between Camptonville Community Partnership (CCP), a local nonprofit and Engeman Camptonville Green Energy, a leading bio-energy developer.
The Project will process unmerchantable woody material from large scale forest restoration projects happening in the Yuba River watershed, increasing the pace and scale of work to improve forest health and reduce the risk of catastrophic wildfire while allowing for many good paying jobs in the area In September 2024 Yuba Water Agency (Yuba Water) Board of Directors unanimously voted to approve a $8.3 million low-interest loan and a $7 million grant to construct the community-size 5-megawatt (MW) woody biomass to energy plant. This funding will allow CCP to leverage over $4.5 million dollars of grant funding from the Sierra Nevada Conservancy and the California Energy Commission. Clearing of trees and shrubs began in late December. 2024. Certain long-lead time major equipment for the plant has been ordered as of late 2024.
$2,326,455
$660,837
$47,817
$1,346,000
$4,999,000
$8,300,000
$7,000,000
Sierra Nevada
Conservancy
USDA
National Forest
foundation
YWA
California
Energy
Commission
EPIC
YWA (Loan)
YWA (Grant)
2026
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. 2024-2025 Update: A non-profit organization has been formed with initial members of the City of Wheatland and Yuba Water Agency for the purpose of developing and operating the Yuba Applied Research Center. The initial strategy plan for YARC will be developed by the board in early 2025.
Yuba Co.
YWA2
Mid-term
4 4.1
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 Phase I
$8.5 Million
YWA
Yuba County
Marysville
Wheatland
2025
DRAFT
95 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
18 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2024-2025 Update: Yuba Water Agency is leading the development of a county-wide trails master plan, which is currently underway. The master plan will be based on current plans for the Yuba County jurisdictions affected and will provide guidance on a collaborative approach for initial phases of the trail system. The plan will be completed in 2025.
Yuba Co.
YWA3
Mid-term
4 4.2
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. 2024-2025 Update: Yuba Water Agency has been tentatively awarded a $50 million grant from FEMA for construction of the ARC Spillway. Construction of the project is expected to be approved by the Yuba Water Agency Board of Directors in early 2025.
$240,000,000 YWA 2027
Yuba Co.
YWA4
Mid-term
4 4.1
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. 2024-2025 Update: Project is still on hold
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, Phase I
$3,000,000
Phase II
$2,425,961
$9,703,842
YWA
Local, YWA
Prop 68 Funds
PROJECT PHASE I
COMPLETED 2022
2022September 2022
DRAFT
96 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
19 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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. 2024-2025 Update: 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. The project should be completed by the end of 2025.
Yuba Co.
TRLIA2
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.
2023-2024 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. The study should be completed by December 2024.
$41,600,000 Prop 1E
($9M) YWA
FEMA
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 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 properties are zoned for business uses. Water and sewer improvements are required prior to development. 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 which may be better utilized for near-term employment uses, due to the proximity to the city’s wastewater treatment plant, existing water service, and other 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 $3,200,000 Unknown Unknown
PHASE I PROJECT
COMPLETED 2022
DRAFT
97 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
20 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
on the east side of the highway and railroad to ensure adequate response times.
Live Oak
LO4
Long-term
4 4.1
New Live Oak Community Center
To meet recreational and program demands of a growing city, Live Oak needs to build a new, expanded community center and gymnasium. Estimated at 25,000 square feet, constructed in two phases, the facility will be used to meet both social service and recreational needs for Live Oak’s growing population.
The city is currently seeking funding for a Phase 1 gymnasium. $15,000,000 CDBG, local
funds
Unknown
Live Oak
LO5
Long-term
4 4.1
Develop a Strategy to Maximize Commercial Opportunities Associated with Live Oak’s Proximity to the Sutter Buttes and the Feather River With a boat launch facility on the Feather River less than two miles east of downtown, and the Sutter Buttes approximately seven miles west, Live Oak is positioned to benefit from the attraction of these important natural resources and must develop a plan to maximize this opportunity.
$35,000 CDBG Unknown
Live Oak
LO6
Mid-term
4 4.1
Historic Downtown Infrastructure Improvement
Live Oak’s historic downtown core is defined as the area bordered by State Route 99 on the east, N Street on the west, Elm Street on the south and Pennington Road on the north. The area poses significant challenges related to infrastructure improvements necessary to support a mixed‐use retail environment. A complete assessment was completed and adopted by the city in 2013. Improvements include street, curb, gutter, sidewalk, drainage, park and city water and sewer utilities improvements. This project also incorporates Phase 2 improvements of the Live Oak Community Trail Project. $5,200,800 SACOG, CDBG Unknown
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.
2024-25 UPDATE: Phase 4 will be completed in 2025. Phase 4 runs from Kola Street to Epperson Way, utilizing the old Railroad Right-of- Way and includes a bike/pedestrian trail along with landscaping. The city continues to seek funding for Phase 2.
$2,200,000 ATP, SACOG,
LWC, local
funds
2020/
Unknown
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
The 1920’s Diamond Walnut plant was no longer in operation when it burned down in 2022. The site is located within the downtown core. Creating a viable reuse plan for this property is critical in the expansion of the downtown corridor.
2024-25 UPDATE: The post-fire clean-up of the site was completed in 2024. $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.
2024-25 UPDATE: Reconstruction of Pennington Road East from the High School to the city limits was completed in 2024.
$1,094,776 SACOG, CDBG 2022
In 2024 Pennington Road
East from High School to
city limits
Post-Fire Clean-up
COMPLETED $75,000
DRAFT
98 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
21 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Live Oak
LO12
Short-term
3 3.1
Soccer Park/Drainage Basin Improvements
Live Oak has completed construction of Phase 1 of a joint‐use storm drainage detention basin and soccer park. The basin is critical for reducing storm drain flows downstream of the existing city and is a key feature in the city’s Master Drainage Study. The soccer park will be an important recreational asset and is funded with a Proposition 84 (Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act of 2006) grant. 2024-25 UPDATE: The City is continuing to seek funding for construction of Phase 2 improvements including one or more additional soccer fields 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.
2024-25 UPDATE: The funding has been secured, the anticipated start date is April 2025.
$2,200,000 SWRCB, Local
funds
2025
Live Oak
LO14
long-term
4 4.1
Bicycle and Pedestrian Infrastructure Master Plan
The Bicycle and Pedestrian Facilities Master Plan was competed and accepted by the City Council in 2016.
2025-25 UPDATE: The City of Live Oak continues to seek funding for the Phase 2 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.
2024-2025 UPDATE: No update currently. Funding has not been identified.
Estimated cost is likely much more than $1,000,000.
$1,000,000 2025
Marysville
M2
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.
2024-2025 UPDATE: Ellis Lake water quality has stabilized as the City engaged in an outside consultant as well as a lake management company. City staff $3,000,000 Caltrans 2026
DRAFT
99 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
22 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
continues to monitor the lake and use external expertise to maintain the water quality of the lake. Marysville and EDC secured a $3m grant to improve elements and add amenities to strategic locations around the lake. Project is in the design phase. The design will be influenced by the results of the master plan mentioned above. Design Phase of project is completed, and installation of added amenities and improvements will begin in 2025.
Marysville
M3
Short-term
4 4.2
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, improve sidewalks where necessary for accessibility and install bike lanes. 2024-2025 UPDATE: Also known as CDBG 2, bids are expected to go out in 2025
$3,000,000 CDBG 2024
Marysville
M4
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.
2024-2025 UPDATE: No significant change
$2,500,000 CDBG 2026
Marysville
M5
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. 2024-2025 UPDATE: Project is in process. Significant public and stakeholder outreach has been completed. Land Use and Circulation Elements are in process. Noise monitoring equipment was placed at key locations in Marysville to establish baseline noise contours, Traffic Count Data was taken at 23 locations, and consultant has prepared a regional travel demand model.
Specific plans are underway concurrently, funded by SACOG the Regional Early Action Planning (REAP) grant program. An administrative draft has been completed. The Specific Plan is required to be completed by Marach 2025. $400,000
$490,000
General Fund
REAP Grant
(HCD, SACOG)
2025
Marysville
M6
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. 2024-2025 UPDATE: No update to this project. Funding has not been identified. City is researching the feasibility of partnering with a private developer.
$1,000,000 City
Yuba Water
Agency Grant
2030
Marysville
M7
MId-term
3 3.2
Incorporate Streetscape Improvements on State Route 70 from 1st Street to 6th Street
$2,000,000 Caltrans 2025
DRAFT
100
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
23 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2024-2025 UPDATE: No update to this project. Funding has not been identified.
Marysville
M8
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.
2024-2025 UPDATE: No update to this project. Funding has not been identified.
$5,600,000
$50,000
SB1
SACOG
Caltrans
2020-
2025
Marysville
M9
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.
2024-2025 UPDATE: A project managing firm was hired to execute this project. The City Council will award contracts to rehabilitate the roof as well as the Heating, Ventilation, and Air Conditioning (HVAC) in December 2024.
Further work on lighting and restrooms is underway.
$1,500,000 2025
Marysville
M10
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. 2024-2025 UPDATE: Also known as Gavin Park Phase 2, it was completed $169,552 2024
Marysville
M11
Short-term
3 3.2
2023 Measure C / SB 1 Pavement Project
In July 2023, the City Council approved a contract amount of $3,336,937.60 to a local paving contractor to overlay and pave 11 city-wide roadway segments.
Project was completed in November 2023 with one roadway segment carried over to Summer of 2024. Phase 1 of the E. 22nd St Rehabilitation Project (E. 22nd St between SR-20 and Cheim Blvd) was completed under this city-wide paving project.
2024-2025 UPDATE: Project was fully completed by Summer 2024 with A Street being the last segment to be rehabilitated.
$3,336,937.60 Measure C &
Local Funds
2024
Marysville
M12
Short-term
3 3.2
E. 22nd St Rehabilitation Project
Considered “Phase 2” of the E. 22nd St Rehabilitation Project, funding was secured through the Sacramento Area Council of Government’s Maintenance and Modernization program to rehabilitate the remainder of E. 22nd St from Chein Blvd to Ramirez St.
2024-2025 UPDATE: Awaiting federal authorization and notice to proceed. $3,500,000 SACOG 2025
Phase II Completed 2024
$169,552
Project Completed 2024
$3,167,187
DRAFT
101
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
24 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M13
Short term
4 4.2
14th St Traffic Calming Multi-Modal Pilot Project
The City will pilot a project on 14th Street to address cut through highway traffic away from the residential areas using traffic calming and route diversion techniques. It is anticipated that neighborhood residents will feel safer to walk, bike and use transit with less cut through traffic in the residential areas. A Mode Shift grant was secured from Caltrans through SACOG.
2024-2025 UPDATE: The project is completed, and data results showed a success in shifting traffic away from the residential areas but a time extension was requested and approved by SACOG to the end of December 2025 for additional observation.
$168,000 Caltrans 2024
Marysville
M14
Short term
4 4.1
Historic Downtown Marysville Safety and Walkability Enhancements project The City will work closely with the Marysville Business Alliance to make transportation upgrades to D Street between 3rd St and 4th St to provide safety and walkability for pedestrians and bicyclists.
2024-2025 UPDATE: Two public design input town hall style meetings were conducted with excellent feedback and now the project is underway with a Design Build team executing on the community’s vision.
$250,000 SACOG 2024
Marysville
M15
Short term
4 4.2
Fire Station Auxiliary Building
Build and install a prefabricated steel building to house fire apparatuses.
Expected to solicit bids in Spring of 2024.
2024-2025 UPDATE: Project completed
$400,000 Measure C
Measure K
Local Funds
2024
Marysville
M16
Short term
2 2.1
Rehabilitation of Annex Building at 10th and E Streets
The City entered into an agreement with Yuba County Office of Education to rehabilitate the Annex Building at the NE Corner of 10th St and E St for their use in Juvenile Education activities. Target completion for renovations is May of 2024.
2024-2025 UPDATE: A construction managing firm was hired to execute this project. Trade contractors such as plumbing, electrical, and roofing has been working on the building with an anticipating of completing in Spring of 2025. $300,000 Prop 64 2024
Marysville
M17
Short term
3 3.1
Sewer rehabilitation/relocation project Aldridge and Bottler Drives Project includes installing new sewer mains and street laterals in the Alridge/Bottler neighborhood. This effectively moves their sewer service from the back yard of resident’s home to the front under the public right of way. 2024-2025 UPDATE: Public Outreach was completed with a project meeting at the neighborhood and project mailers requesting permission to enter private property for side lateral replacements. All but 7 of the owners returned permission letters. The project is anticipated to go out to bid in January 2025 in order to front run the CDBG 2 repaving project in this neighborhood.
$1,750,000 City Sewer
Enterprise
2024
Marysville
M18
Short term
3 3.1
Storm drain pump engine replacements at 17th Street and Ellis Lake stations Replacing the existing engines with newer more air efficient engines to pump out stormwater at two of the city’s major drainage areas. Expected construction in summer 2024.
2024-2025 UPDATE: Project has been integrated into a complete rehabilitation project to include engine replacement, pump and piping and valve upgrades.
$234,600 FRAQMD – CAP 2024
Project Completed 2024
$168,000
Project Completed 2024
$379,349
DRAFT
102
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
25 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M19
Short term
4 4.1
Miscellaneous parks playground improvements and repairs Modernizing and updating the playground equipment at several city parks. 2024-2025 UPDATE: Ongoing
$65,000 General Fund 2025
Marysville
M20
Short term
1 1.1
Marysville B Street property development
City has entered into a Disposition and Development Agreement with a private developer to develop a 4.9-acre City owned property located on the east side of B street between 12th and 14th streets. The development, if approved, will consist of a 100 plus room hotel, a grocery store and a quickserve restaurant. Project value is estimated to be $43 million. The proposed project will provide significant economic activity and is expected to generate in excess of $500,000 in tax revenue. Construction could be as early as 2025. 2024-2025 UPDATE: Ongoing. The property has been sold to the private developer and a groundbreaking ceremony was held on December 3 for the Hyatt Hotel. Anticipating the hotel to be completed end of 2026 while the Grocery Outlet and Starbucks to be completed in 2025.
Marysville
M21
Short term
4 4.1
Bryant Field Rehabilitation
2023-2024 UPDATE: Multiple improvements completed for Bryant field with assistance from Highlands Community Charter Academy local non-profit, Saylove, Local 228 Pipefitters Union, Local 118 Ironworkers Union, including replacement of entire outfield wall, replacement of C street fence rehabilitation of playing field surface, HVAC and lighting upgrades, safety improvements, and rehabilitation of a structure to accommodate home team players. Investment by city and private partners is valued at over $500,000.
Additional improvements are being contemplated to include additional safety netting to protect spectators, shade structures, field lighting upgrades, player facilities and restroom facilities upgrades security/surveillance upgrades and additional HVAC replacements/additions.
2024-2025 UPDATE: Ongoing. The City Council will approve a field lighting upgrade to Pioneer League standards in December 2024
$500,000 General Fund,
Private
Partners, Local
228, unions
and CBO’s
2023
Marysville
M22
Short term
4 4.2
Police Dispatch Center digital encryption and modernization Project Project updates police dispatch technology to accommodate federally mandated digital encryption radio communication requirements. Project replaces dispatch consoles, police unit radios and various other support infrastructure at Marysville PD.
1,600,000 ARPA/General
Fund
Marysville
M23
Short term
4 4.1
Beverage Container Recycling project
To decrease the use, litter, and disposal of single-use beverage containers in the waste stream the City will install water refill stations combination (trash and beverage container recycling) collection containers at strategic locations within the City. Locations include the high traffic, historic downtown area, community/neighborhood parks, and City sports/recreation facilities in the City of Marysville. Project also includes 18 months of beverage container collection and diversion volume measurement.
2024-2025 UPDATE: Ongoing. Beverage containers have been installed and the grant-funded position in the Parks Division has been hired to continue tracking the tonnage of the recycled containers.
271,000 State
(CalRecycle)
2026
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, $300,000 Unknown Unknown
Phase I Completed 2023
$500,000
DRAFT
103
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
26 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Police Department, and wastewater treatment plant. Plans to partner with Pacific Gas and Electric to help offset project costs as well as provide longterm utility cost savings. 2024-25 UPDATE: The City continues to seek funding for this project 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.
In Fiscal Year 2023-24, an additional twelve planters were constructed, and the City Council authorized the installation of additional Community Garden fencing.
2024-25 UPDATE: The City will install the twelve additional planter boxes in Fiscal Year 2024-25.
$50,000 Lease revenue
& donations
2025
Wheatland
W3
Short-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.
Work on the General Plan Update began in Fiscal Year 2023-24.
The City Council approved an agreement for a consulting firm to assist with the General Plan Update in December 2023. A General Plan Ad-Hoc Committee consisting of two City Councilmembers and two members of the Planning Commission was established. The General Plan Ad-Hoc Committee conducted several public meetings in Fiscal Year 2023-24. 2024-25 UPDATE: Additional public meetings will be conducted in Fiscal Year 20245-25. It is anticipated that this project will be completed in late 2025 or early 2026.
$500,000 ARPA/SACOG/
Developer
contributions
2026
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.
2024-2025 UPDATE: Pending completion of General Plan update. $100,000 ANTICIPATE
SACOG
COMMUNITY
DESIGN
FUNDING
2026
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 $100,000 Unknown
DRAFT
104
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
27 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2024-2025 UPDATE: The City continues to seek funding for this project.
Wheatland
W6
Long-Term
3 3.2
Highway 65 Interim Capacity Improvements
Provide interim congestion relief on Hwy-65 within the Wheatland city limits until completion of the Wheatland By-Pass. Traffic volumes in this segment have substantially increased since completion of the Lincoln By-Pass in 2014.
Peak hour traffic queues extend well beyond the City limits on weekdays and local traffic finds it difficult to get across town to access local schools and businesses.
In addition, the increase in traffic from Beale Air Force Base, due to added missions at the base, puts even more traffic pressure on the Main Street traffic signal and Highway 65. Off-peak volumes increased with completion of the Hard Rock Casino (Fall of 2019). Additional traffic will be generated as planned development occurs to the north and east of the City.
Improvements may include traffic signal coordination, intersection modifications, restrict turning movements, highway widening, roundabouts or other measures as determined effective by Caltrans and the City. 2024-2025 Update: The City continues to seek funding for this project. $7M SHOPP, CMAQ,
SACOG,
FLAP,
Impact Fees
Unknown
Wheatland
W7
Long-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 leads 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. Most of the traffic counts can be attributed 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.
2024-2025 Update: The City continues to seek funding for this project. $7M Gas Tax,
SB1,
SACOG. FLAP
unknown
Wheatland
W8
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 hydro- $1.4M DWR
YCA
2025
PROJECT PLAN
COMPLETED 2022
DRAFT
105
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
28 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
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
2024-2025 UPDATE: Project is underway and is anticipated that this project will be completed in 2025.
Wheatland
W9
Long-Term
3 3.1
North Storm Water Detention Basin Rehab
Improvements to the existing basin that discharges to Dry Creek including construction of a stilling basin at the pump intakes; replacement of existing pumping equipment that has reached its service life; and establishing an outlet canal to prevent levee erosion and repair existing erosion at the toe of the levee. Benefits include enhance/improve water quality of discharge to Dry Creek, protect the existing levee from further erosion. 2024-2025 Update: The City continues to seek funding for this project. $600,000 Unknown Unknown
Wheatland
W10
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.
2024-2025 Update: The City continues to seek funding for this project. $1,400,000 State,
Unknown
Unknown
Wheatland
W11
Short-Term
3 3.2
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.
2024-2025 UPDATE: Awarded $250,000 in RSTP funds for engineering design and environmental, and consultant selection is complete. Completion of design and environmental work expected by December 2025. $2,500,000
$250,000
SACOG
Gas Tax/SB1
ATP
RUCS
RSTP
2025
Wheatland
W12
Short-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.
2024-2025 UPDATE: The City continues to seek funding for this project $5,000,000 Unknown 2026
DRAFT
106
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
29 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Wheatland
W13
Long-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. 2024-2025 UPDATE: The project applicant did not follow-thru with the required funding match. This project has been placed on hold. $40,000 SACOG
(REAP)
Unknown
Wheatland
W14
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.
2024-2025 UPDATE: Project design and right-of way acquisition continue.
Grant funding from the State Water Resources Control Board has been tentatively approved. It is anticipated that the project will go to bid by summer 2025.
$130 M State Water
Board grant
funding,
Yuba Water
Agency
contribution/
loans,
developer
contributions
2028
Wheatland
W15
Long-Term
2 2.2
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.
2024-25 UPDATE: The Yuba Applied Research Center MOU was signed in September 2024. The signatories included the City of Wheatland, Beale Air Force Base, Yuba Water Agency and UC Davis.
Unknown
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
Ongoing
Yuba City
CYC2
Short-Term
3 3.1
General Plan Update
Update the City’s 2004 General Plan to incorporate statutory changes within the City and include mechanisms to help streamline growth, facilitate $500,000 SB 2,
LEAP, REAP
2025
DRAFT
107
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
30 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
implementation of the City’s new Housing Element. The update includes all general plan elements.
2024-2025 Update: Anticipated completion date January 2025 Yuba City
CYC3
Long-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 was widened from Gray Avenue to Cooper Avenue in 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. 2024-2025 Update: The State Route 99 to Gray Avenue segment conceptual design for the final portion of the project will begin in fiscal year 2025-2026.
The estimated cost to complete the conceptual design is $250,000, which is funded by the City. The City is looking for funding to implement the final design in 2026 with construction likely following in 2027, provided funding can be secured.
$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 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. The project is being supported by a $4.3 million grant from SACOG.
2024-2025 UPDATE: Final design and easement acquisition is in progress.
Construction funding is programmed in 2026, but the City is working with SACOG to advance the construction funding to 2025.
$5,200,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
2025 -
2026
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.
2024-2025 UPDATE: Final design and easement acquisition is complete with construction anticipated to commence and complete in 2025. $2,483,000 Active
Transportation
Program,
Regional
Surface
Transportation
Program, Local
2025
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
2026
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 $1,200,000 Undetermined,
Grants
2027
DRAFT
108
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
31 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
signals along Live Oak Blvd and Sutter Street at pedestrian and bicyclist used crossings.
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 to the City’s bike network and across the City’s 5th Street Bridge, ultimately connecting to 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. 2024-2025 UPDATE: The first phase involved completing a Feasibility Study in 2023 with assistance from a $200,000 Caltrans grant. The City is actively applying for grants to assist with second phase, which includes environmental compliance and right-of-way acquisition. 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 4” diameter private water service in Railroad Avenue and Barry Road to serve Barry School. 2024-2025 UPDATE: Construction completed in 2024 providing potable water service to Barry School.
$4,700,000 State Revolving
Fund Loan
2024
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. 2024-2025 UPDATE: The well was drilled and tested in 2022. Pump installation and above-ground piping were completed in 2023 with installation of electrical/mechanical equipment to be completed in 2024 subject to equipment availability. The well can be operated on generator power, if needed.
$4,350,000 $750,000
Bureau of
Reclamation
Grant,
remainder City
water funds
2024
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. 2024-2025 UPDATE: Design and environmental/permitting commenced in 2023. Well drilling and testing will occur in Spring 2025 with pump installation and above-ground piping anticipated to begin in late 2025. $6,500,000 $6,325,000
DWR Grant,
remainder City
water funds
Ongoing
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.
2024-2025 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. City is coordinating with the State Water $35,000,000 Unmet Need Ongoing
COMPLETED 2024
$4.7 Million
COMPLETED 2024
$4.350 Million
DRAFT
109
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
32 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Resources Control Board on a low interest loan to fund construction. Project will be advertised for bids once funding and permits are secured.
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.
2024-2025 UPDATE: Final design and easement acquisition in process.
Construction is anticipated to occur in 2025.
$2,500,000 COVID Relief
funding, City
Wastewater
funds
2025
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.
2024-2025 UPDATE: Final design completed in 2024. Construction will be completed in 2025. Project is being coordinated with Bogue Stewart Master Plan improvements.
$5,400,000 COVID Relief
funding, City
Wastewater
funds
2025
Yuba City
CYC16
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.
2024-2025 UPDATE: Construction will begin in Summer 2025 $1,082,000 Highway Safety
Improvement
Program, Local
2025
Yuba City
CYC17
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.
2024-2025 UPDATE: Construction will begin in Summer 2025. $1,835,400 Highway Safety
Improvement
Program
2025
Yuba City
CYC18
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. 2024-2025 UPDATE: Construction will begin in Summer 2025 $200,000 Highway Safety
Improvement
Program
2025
Yuba City
CYC19
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. 2024-2025 Update: Construction of the Water Tower improvements was completed in 2023. The Center Street Lighting will be completed in early 2025.
The Gateway Arch at Bridge Street, Water Tower Park improvements, and Cleanup Campaign will begin construction in late 2025.
$2,235,888 Clean
California Local
Grant Program,
Local
2025
DRAFT
110
APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
33 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Yuba City
CYC20
Short-Term
3 3.2
Garden Highway Improvements
The project includes rehabilitating portions of Garden Highway from Lincoln Road to Bogue Road, including updating signage, traffic signal controllers, and bicycle/pedestrian access improvements. The project is being supported by a $4.3 million grant from SACOG.
2024-2025 Update: Design will commence in 2025 with the goal of advancing construction grant funding from 2027 to 2026.
$4,900,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
2026
Yuba City
CYC21
Short-Term
3 3.2
Bogue Road Improvements
The project involves widening Bogue Road from Railroad Avenue to State Route 99, along with related turn lane improvements at the Bogue Road/State Route 99 intersection, in accordance with the Bogue Stewart Master Plan. 2024-2025 UPDATE: Construction of Bogue Road improvements anticipated to begin in Fall 2025. Bogue Road/State Route 99 improvements design will commence in 2025. Project is being coordinated with Bogue Stewart Master Plan improvements.
$13,000,000 Local Ongoing
Yuba City
CYC22
Short-Term
3 3.2
El Margarita Road at State Route 99 Improvements
The project involves a safety analysis and project study of potential improvements to the intersection of El Margarita Road and State Route 99 in conjunction with Caltrans.
2024-2025 UPDATE: City will enter into a Cooperative Work Agreement with Caltrans in 2025 to initiate the process of evaluating potential safety improvements at the subject intersection in anticipation of future development along the El Margarita Road corridor south of State Route 99. $100,000 Local Ongoing
DRAFT
111
CEDS 2024
EVALUATION
YSEDD PRESENTATION TO
CITY OF LIVE OAK
112
VISION
2 Together, we will build a thriving community through innovation, investment in infrastructure, and a strong commitment to economic growth, creating unparalleled opportunities and an exceptional quality of life for all. 113
Employment and Workforce (Yuba City MSA)
Declining
Market
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Financial
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Trust
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Cost
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Margins
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
3 2023 2024 Trend
Employment growth (annual) 57,500 58,449 1.7%
Labor force 79,800 79,900 .13%
Unemployment (annual not adjusted) 6.64% 7.1% 6.9%
Unemployment (Current 12/31/2024) 7.8%
Annual wages (Q3) $55,907 $58,262 4.2%
114
Economic (Yuba City MSA)
Declining
Market
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Financial
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Trust
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Cost
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Margins
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
4 Yuba City MSA
2023
Yuba City MSA
2024
USA
2024 Trend
Poverty Levels 13.8% 14.3% 12.5% 3.6%
Median Household Income $71,066 $73,693 $74,580 3.7%
Annual wages (Q3) $55,907 $58,262 $72,405 5.6%
Yuba City MSA 2022 Yuba City MSA 2023
Wealth Creation (Gross
Domestic Product)
2021 v 2022
$8,608,166,000 $9,225,272,000 7.22%
115
EDUCATION ATTAINMENT (Yuba City MSA)
Declining
Market
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Financial
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Trust
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Cost
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
Margins
Lorem ipsum dolor
sit amet, consectetur
adipiscing elit.
5 Yuba City MSA
2023
Yuba City MSA
2024
USA
2024 Trend
No High School Diploma 18.1% 17.8% 10.1%
High School Graduate 24.1% 25% 25.1%
Some College, No Degree 27.7% 27.5% 19.7%
Associate degree 10.8% 10.5% 9.2%
Bachelor’s Degree 13.1% 13.1% 22.4%
Postgraduate Degree 6.2% 6.0% 13.4%
116
6 All industries combined added
9,872 jobs
over 10 years, ending 2023
TOP INDUSTRIES BY JOBS
9,302 workers
Healthcare & Social Assistance
6,496 workers
Retail Trade
6,169 workers
Educational Services
5,676 workers
Accommodation & Food Services
5,496 workers
Agriculture, Forestry, Fishing & Hunting
4,846 workers
Public Administration
117
7 New establishments
614
year-over-year
ESTABLISHMENTS
5,815
In 2023Q2
6,429
In 2024Q2
118
GOAL 1 – CREATE & MAINTAIN ACOMPETITIVE
REGION
Tactic 1 – Attract More Industries
8 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
.
In Live Oak Diamond Walnut Facility
Reuse Plan is in development stage
Agriculture gross values increased 4
percent in Sutter and 35.7 percent in
Yuba County
Beale AFB executed $67.7 million in local
contracts in FY 2022 and a total of 10,879
jobs were created
119
9 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 1 – CREATE & MAINTAIN A COMPETITIVE
REGION
Tactics 1-3 –Maintain, Promote, &
Expand Businesses
YSEDC and its consortium partners
1683 consulting hours
2,750 businesses provided 89 networking events
34 scholarships (QuickBooks & Grant Station)
10,953 workforce development services
3224 businesses were provided with 8613 business
services
$426,217 lent & $362,890 in additional private
capital investment
Created 677 jobs and retained 76
Conducted 2 business walks, one in each county
32 Facade improvement grants in Marysville
120
10 REGIONALLY
$1.672 Billion Public Investment & $76.6
Million in Private Investment in the past 5
years
122 Economic Initiatives
4,000 Jobs created or retained
In 2024, Caltrans completed three projects
totaling $245.3 million and has 24 projects
slated for the region
LIVE OAK
2 public works projects completed, $1.075
million investment and 1 project is slated for
construction in 2025 -2026
NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 3 – IMPROVE AND MODERNIZE
INFRASTRUCTURE
Tactic 2 – Develop & Improve Alternative,
Mutli-model and Intermodal Distribution
Infrastructure
121
11 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 3 – IMPROVE AND MODERNIZE
INFRASTRUCTURE
Tactic 3 – Promote Transit Planning &
Housing Development
REGIONALLY
Yuba Sutter Transit replaced 6 Dial-A-Ride
buses to zero emissions buses
Yuba Sutter Transit Facility - $55.8 million
project
Regional Rail Project - a proposed new
passenger rail service
122
HOUSING PROJECTS IN LIVE OAK
Oak Haven Estates
16-unit low-income housing project
12 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 4 – FOSTER OVERALL QUALITY OF LIFE
Tactic 1 – Promote & Market For Continued
Investment
123
REGIONALLY
Yuba Sutter Arts and Culture 7 ongoing
projects and programs that impacts the arts
and culture community and overall economic
development.
LIVE OAK
Murals of Live Oak
Over 14 murals have been created in the last
few years.
13 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 4 – FOSTER OVERALL QUALITY OF LIFE
Tactic 1 – Promote & Market For Continued
Investment
124
OTHER REGIONAL AMMENTITIES
Sutter County Museum – over 9,000 visitors
Sikh Parade – more than 100,000 people
Swan Festival – Hundreds of people to the
region
Yuba-Sutter High Wheelers
Adventist Health Blue Zones Project
Sutter Buttes Regional Land Trust
Ellis Lake Park
New Bullards Bar
14 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 4 – FOSTER OVERALL QUALITY OF LIFE
Tactic 1 – Promote & Market For Continued
Investment in Regional Amenities
125
REGIONAL SAFETY
Yuba-Sutter 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.
15 NOTABLE GOALS &
ACCOMPLISHMENTS
THAT ALIGN WITH CEDS TACTICS
GOAL 4 – FOSTER OVERALL QUALITY OF LIFE
Tactic 2 – Promote & Support Collaboration
and Shared Resources for Regional Safety
126
Cynthia Roderick, CEDS Committee Chair
(530) 751-8555
[email protected]
www.choseyubasutter.com
16 QUESTIONS?
127
City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: Write-off of Paste Due Water and Sewer Accounts Collections Contact Information: James Ramsey, Finance Director
Background: Quarterly, the City will evaluate past due balances and determine that there is no recourse to collect on those amounts based on the number of days outstanding. The accounts on the attached listing have been outstanding for a significant period of time and as such, management is requesting that the amounts be written off and sent to collections. If not collected by next year, there is a possibility that these may be collected next year via a lien on the property tax rolls. These amounts are outstanding from the period of October 1, 2024 through December 31, 2024.
Fiscal Impacts: Total write-offs of $1,880.85 are split between water and sewer funds.
Recommendation: Adopt resolution.
Attachments:
Resolution
Exhibit A
128
1 Resolution No.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LIVE OAK AUTHORIZING PAST DUE ACCOUNT COLLECTION LOSS WRITE-OFF IN THE AMOUNT OF $4,574.72
WHEREAS, the City of Live Oak furnishes a water and sewer system for obtaining, conserving and disposing of water for public and private uses; and
WHEREAS, providing utility services for citizens includes the collection of monthly utility billings; and WHEREAS, the City of Live Oak makes every attempt to collect outstanding balances; and WHEREAS, Exhibit A provides a list of uncollectible accounts for the period ending December 31, 2024, and is made a part of this resolution.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Live Oak hereby authorizes the Finance Director to write-off as collection losses the accounts receivables listed on Exhibit A totaling $1,880.85.
PASSED AND ADOPTED by the City Council of the City of Live Oak this 5th day of March, 2025, by the following vote:
AYES:
NOES:
ABSENT:
NOT VOTING:
APPROVED:
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
129
Account Name Service Address Balance
02-0930-00 GLENN MCDEVITT 2561 IVY STREET 788.49
02-1500-00 SUSAN MELENDEZ 2380 WALNUT DRVE 896.74
03-2190-04 LETICIA PEREZ 3061 EPPERSON WAY 1,024.54
03-2993-04 ISABELLA OYEMOMI 3218 HEATHER DRIVE 521.93
04-5640-06 ROBERTA KALFSBEEK 9852 ELLIS WAY 30.23
04-6370-03 ERIN WESLEY 2968 DATE STREET 447.01
04-8401-09 STEPHEN NICHOLS 3475 MUSGRAVE AVENUE 450.50
04-9648-03 RODOLFO ROSALES 9752 SAVOY WAY 415.28
Total 4,574.72
130
City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: Budget Amendment
Contact Information: James Ramsey, Finance Director
Recommendation: Adopt resolution.
Attachments:
Staff Report
Resolution
FY 2025 COLO Mid-Year Budget Attachments
FY 2025 COLO Mid-Year Budget Attachment C
131
February 7, 2024
TO: The Honorable Mayor and Members of the City Council FROM: James W Ramsey, Finance Director (Contractor)
SUBJECT: Budget Amendment
On a biannual basis, management goes back and revisits the budget within the context of actions taken by the City Council as well as operations that have changed. Management has identified adjustments the following adjustments to expenditures that are required to be made based on various factors:
Subsequent schedules reflect what the category of expenditures are by department and fund as Attachment A (General Fund) and Attachment B (by Fund). Some of the highlights are as follows:
General Fund
The most significant increases come from three sources:
Fire Services – The fire services have now have a new component that was not estimable at the time of the original budget and that relates to the salaries and benefits of the Battalion Chief.
Based on the current contract, the City is now responsible for 100% of the Chiefs salaries and benefits. In prior year, this has been incorporated into the operating costs of which the City was responsible for 85%. We have also seen an increase in actual costs borne by the Fire Department of which the City is responsible for 85% of those costs. As such, proposing an increase of approximately $200,000 in the fire budget.
Original Year-to- Proposed
Actuals Budget Date Amended Budget
Fund FY 2024 FY 2025 FY 2025 FY 2025 Change
General Fund $ 4,837,487 $ 4,906,775 $ 1,929,468 $ 5,421,584 $ 514,809 Water Enterprise 2,524,660 2,022,133 1,031,428 2,091,720 69,587 Sewer Enterprise 3,622,063 3,618,524 1,561,879 3,453,998 (164,526) Streets - Gas Tax 695,496 664,258 406,537 656,494 (7,764) TDA Transportation Tax 2,582 5,900 2,070 5,800 (100)
COPS 76,205 495,500 389,075 528,000 32,500
CFD 92-1 Mello Roos 192,199 63,700 31,708 66,200 2,500
Fire CFD 2004-1 125,000 203,200 100,000 188,200 (15,000) Police CFD 2004-1 329,514 525,500 256,086 505,500 (20,000) Rec/Pool CFD 2004-1 175,616 193,800 95,310 195,200 1,400 Drainage CFD 2004-1 3,729 7,500 4,211 12,000 4,500
Fire AB1600 - 60,000 345,483 345,500 285,500
ARPA Funding 301,765 850,000 92,838 1,148,200 298,200
$ 13,156,934 $ 14,087,490 $ 6,374,396 $ 15,089,096 $ 1,001,606 132
Facility maintenance – an increase of $63,000 is requested to cover additional repairs and maintenance costs for the community center and fire station. Nondepartmental – insurance costs have risen over the past several years. The current increase was $143,300.
Fire AB 1600 Fund
$285,500 is requested for the construction of the Fire Training Center.
ARPA Fund
This is to account for grants that were not included in the budget process. An increase of $298,200 is requested.
The following is the schedule of changes in revenues:
Original Year-to- Proposed
Actuals Budget Date Amended Budget
Fund FY 2024 FY 2025 FY 2025 FY 2025 Change
General Fund $ 3,975,959 $ 4,973,527 $ 1,965,864 $ 5,129,110 $ 155,583 Water Enterprise 947,373 932,194 596,405 936,599 4,405
Sewer Enterprise 2,589,795 2,526,457 1,519,283 2,522,122 (4,335) Streets - Gas Tax 531,310 514,923 241,270 508,468 (6,455) TDA Transportation Tax 7,282 3,275 2,150 3,275 -
Traffic Safety 14,430 4,000 7,749 7,944 3,944
COPS 21,770 209,000 762,697 209,000 -
Sidewalk Improvement 527 500 157 500 -
Street Lighting 58,648 1,114 33,947 55,664 54,550
CFD 92-1 Mello Roos 129,948 - 64,049 120,555 120,555
Fire Assessment 134,989 - 80,368 134,800 134,800
Fire CFD 2004-1 142,652 137,521 79,759 139,322 1,801
Police CFD 2004-1 385,712 380,608 216,141 386,610 6,002 Animal Control CFD 2004-1 22,443 22,837 12,551 23,187 350 Street Lighting CFD 2004-1 22,966 22,837 12,940 23,237 400 Rec/Pool CFD 2004-1 176,526 175,504 98,653 177,831 2,327 Drainage CFD 2004-1 27,751 24,977 14,507 25,537 560
Parks AB1600 17,370 7,723 8,404 11,332 3,609
Community Ctr AB1600 10,500 4,734 4,015 5,631 897
Public Works AB 1600 3,889 1,630 1,735 2,303 673
Gen Gov't AB1600 15,852 6,929 5,733 8,143 1,214
Police AB1600 7,885 3,436 2,902 4,126 690
Fire AB1600 12,377 5,249 5,047 6,733 1,484
Roads/Signals AB1600 30,077 6,319 7,397 9,692 3,373
Flood Control AB 1600 66 225 20 30 (195)
Water Connection Fees 53,892 101,500 25,491 31,734 (69,766) Sewer Connection Fees 56,380 19,057 26,849 34,088 15,031 Drainage Connection Fees 26,105 15,617 16,351 25,949 10,332 ARPA Funding 343,398 19,000 10,570 18,000 (1,000)
Capital Equipment Purchase Reserve - - - - -
CDBG HR Program Income 11,601 36,000 5,321 7,500 (28,500) HOME Housing Grants 5,513 - 3,604 2,200 2,200
Total Revenues $ 9,784,986 $ 10,156,693 $ 5,831,929 $ 10,571,222 $ 414,529 133
The majority of items are minor adjustments to interest revenue. A schedule of changes by revenue types is included as Attachment C. Highlights include the following:
General Fund
The most significant revenue estimates were as follows:
General Fund
Franchise fees are expected to come in higher than expected ($69,000) Intergovernmental revenues are expected to come in higher due to the receipt of a one-time state grant for extrication equipment in the amount of $60,000. Permit fees are coming in slightly higher than expected by $46,100. Tax revenue is expected to decrease by approximately $57,000 primarily in sales taxes.
Special Revenue Funds
CFD 92-1 was not budgeted as it was discovered after the original budget adoption that the revenues were ongoing for several more years ($120,355) Fire Assessments were also not budgeted at the beginning of the year ($134,650) The ending expected fund balances of the City’s funds are as follows:
Audited
Fund Proposed Proposed
Balance Budgeted Budgeted Ending
Fund Number Fund Name FY 2024 Revenues Expenditures Balance 10 General Fund 2,310,265 5,129,110 (5,421,584) 2,017,791 12 Water Enterprise* (2,334,606) 936,599 (2,091,720) (3,489,727) 13 Sewer Enterprise* 3,100,585 2,522,122 (3,453,998) 2,168,709 14 Streets - Gas Tax 480,224 508,468 (656,494) 332,198
15 TDA Transportation Tax 258,742 3,275 (5,800) 256,217 16 Traffic Safety 36,176 7,944 - 44,120
17 COPS* 770,308 209,000 (528,000) 451,308
18 Sidewalk Improvement 18,818 500 - 19,318
20 Street Lighting 109,570 55,664 (63,800) 101,434
21 CFD 92-1 Mello Roos 19,832 120,555 (66,200) 74,187
22 Fire Assessment 23,497 134,800 (154,400) 3,897
23 Fire CFD 2004-1 50,918 139,322 (188,200) 2,040
24 Police CFD 2004-1 118,957 386,610 (505,500) 67
25 Animal Control CFD 2004-1 5,099 23,187 (25,500) 2,786 26 Street Lighting CFD 2004-1 (61,564) 23,237 (28,000) (66,327) 27 Rec/Pool CFD 2004-1 35,887 177,831 (195,200) 18,518
28 Drainage CFD 2004-1 189,537 25,537 (12,000) 203,074
30 Parks AB1600 575,311 11,332 (94,000) 492,643
31 Community Ctr AB1600 375,019 5,631 - 380,650
32 Public Works AB 1600 129,372 2,303 - 131,675
33 Gen Gov't AB1600 549,414 8,143 - 557,557
34 Police AB1600 272,450 4,126 (230,000) 46,576
35 Fire AB1600 416,615 6,733 (345,500) 77,848
36 Roads/Signals AB1600 516,714 9,692 - 526,406
39 Flood Control AB 1600 2,362 30 - 2,392
134
Audited
Fund Proposed Proposed
Balance Budgeted Budgeted Ending
Fund Number Fund Name FY 2024 Revenues Expenditures Balance 50 Water Connection Fees* 1,634,237 31,734 - 1,665,971
51 Sewer Connection Fees* 1,514,850 34,088 - 1,548,938
52 Drainage Connection Fees 647,267 25,949 - 673,216
58 ARPA Funding** 1,216,325 18,000 (1,148,200) 86,125
59 Capital Equipment Purchase Reserve - - 125,000 125,000 90 CDBG HR Program Income - 7,500 - 7,500
92 HOME Housing Grants - 2,200 - 2,200
12,982,181 10,571,222 (15,089,096) 8,464,307
* Balances based on cash balances
** Balance includes unearned revenues
135
Projected
Audited Audited Projected Resources Projected Estimated Fund Fund Balance Fund Balance Revenues Available Spending Fund Balance # Fund Name 6/30/2022 6/30/2023 FY2023-24 FY2023-24 FY2023-24 6/30/2023 10 General Fund $ 3,960,294 $ 3,122,701 $ 5,204,600 $ 8,327,301 $ 5,098,335 $ 3,228,966 Special Revenue Funds
14 Streets - Gas Tax 593,118 647,912 324,900 972,812 975,400 (2,588) 15 TDA Transportation Tax 254,258 254,043 400,000 654,043 1,105,300 (451,257) 16 Traffic Safety 17,775 21,747 13,300 35,047 - 35,047
17 COPS 236,879 243,055 155,000 398,055 170,500 227,555 18 Sidewalk Improvement 17,960 18,392 500 18,892 - 18,892 20 Street Lighting 87,966 96,357 55,164 151,521 63,800 87,721 21 CFD 92-1 Mello Roos 98,772 82,083 131,675 213,758 198,078 15,680 22 Fire Assessment (17,318) 3,509 134,700 138,209 119,400 18,809 23 Fire CFD 2004-1 25,068 33,266 131,705 164,971 128,200 36,771 24 Police CFD 2004-1 7,289 62,759 365,147 427,906 365,500 62,406 25 Animal Control CFD 2004-1 3,402 3,657 22,409 26,066 21,500 4,566 26 Street Lighting CFD 2004-1 (53,462) (55,541) 23,709 (31,832) 26,000 (57,832) 27 Rec/Pool CFD 2004-1 42,380 34,977 169,368 204,345 178,800 25,545 28 Drainage CFD 2004-1 146,859 165,514 23,209 188,723 - 188,723 30 Parks AB1600 530,876 597,131 55,000 652,131 157,000 495,131 31 Community Ctr AB1600 342,223 364,518 30,000 394,518 - 394,518 32 Gov't Serv PW AB1600 110,046 125,482 24,000 149,482 - 149,482 33 Gen Gov't AB1600 503,859 533,561 30,000 563,561 - 563,561 34 Police AB1600 248,986 264,565 21,000 285,565 - 285,565 35 Fire AB1600 364,281 404,238 49,000 453,238 60,000 393,238 36 Roads/Signals AB1600 417,562 486,636 79,500 566,136 290,000 276,136 39 Flood Control AB1600 2,081 2,295 225 2,520 - 2,520
52 Drainage Connection Fees 509,231 621,162 58,200 679,362 - 679,362 90 CDBG HR Program Income 296,144 380,829 36,000 416,829 3,000 413,829 92 HOME Housing Grants (2,028) (2,028) - (2,028) - (2,028) 58 ARPA Funding - 4,198 1,190,000 1,194,198 1,190,000 4,198 Audited Audited Projected Resources Projected Estimated Fund Cash Balance Cash Balance Revenues Available Spending Cash Balance # Fund Name 6/30/2022 6/30/2023 FY2023-24 FY2023-24 FY2023-24 6/30/2023 Enterprise Funds
12 Water Enterprise* (765,967) (1,450,942) 970,100 (480,842) 2,042,500 (2,523,342) 13 Sewer Enterprise* 3,847,303 3,093,746 5,087,400 8,181,146 8,983,529 (802,383) 50 Water Connection Fees 968,002 1,585,400 101,500 1,686,900 - 1,686,900 51 Sewer Connection Fees 1,255,158 1,461,449 134,100 1,595,549 550,000 1,045,549 $ 14,048,997 $ 13,206,671 $ 15,021,411 $ 28,228,082 $ 21,726,842 $ 6,546,347 * Fund Balance amounts shown for Water and Sewer Enterprise Funds represent cash held by that fund. 136
1 Resolution No.
RESOLUTION OF THE CITY OF LIVE OAK, COUNTY OF SUTTER, STATE OF CALIFORNIA, AMENDING THE CITY FISCAL YEAR 2024-25 ANNUAL BUDGET
WHEREAS, the City Manager has prepared and submitted to the City Council a proposed budget for the 2024-25 fiscal year, starting July 1, 2024; and
WHEREAS, the City Council as the legislative body of the City has received and modified this proposed budget and budget policies; and
WHEREAS, the City Council has determined that it is necessary for the efficient management of the City that certain sums of revenue of the City be appropriated to the various departments, offices, agencies and activities of the City; and
WHEREAS, the City Council approved the fiscal year 2024-25 annual budget on June 19, 2024.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Live Oak as follows:
Section 1. A certain document on file being marked and designated “City of Live Oak – Annual Budget and Budget Policies – Fiscal Year 2024-25 said document as prepared by the City Manager, amended by the City Council, is hereby adopted for the Fiscal Year, commencing July 1, 2024.
Section 2. The following sums of money are hereby appropriated from the revenue of the City of Live Oak for activities of the City, including transfers and capital projects during the 2024-25 fiscal year.
General Fund $ 5,421,584
All Other Funds 9,667,512
Total Budget $15,089,096
PASSED AND ADOPTED by the City Council of the City of Live Oak this 5th day of March, 2025, by the following vote:
AYES:
NOES:
ABSENT:
NOT VOTING:
137
APPROVED:
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
138
GENERAL FUND DEPARTMENTAL BUDGET - BY CATEGORY ATTACHMENT A Original Proposed
Actuals Budget Amended Budget
Department Expenditure Type FY 2024 FY 2025 FY 2025 Change City Council
Salaries & Benefits 109,767 $ 93,719 $ 117,376 $ 23,657 $ Services & Supplies 21,791 26,700 18,000 (8,700)
Administrative services
Salaries & Benefits 323,058 300,321 272,290 (28,031)
Services & Supplies 106,349 96,800 106,476 9,676
Finance services
Salaries & Benefits 111,417 93,403 95,779 2,376
Services & Supplies 124,967 138,000 164,020 26,020
Nondepartmental
Salaries & Benefits 32,174 - 39,200 39,200
Services & Supplies 124,687 - 143,300 143,300
Police services
Services & Supplies 1,847,475 2,610,900 2,615,625 4,725 Transfers in (390,000) (900,000) (915,000) (15,000)
Fire services
Services & Supplies 828,654 920,000 1,120,000 200,000
Capital outlay 5,167 2,000 68,000 66,000
Debt Service 90,162 90,162 93,164 3,002
Building inspection
Salaries & Benefits 203 149,273 23,825 (125,448)
Services & Supplies 120,381 67,100 90,400 23,300
Community development
Salaries & Benefits 105,722 209,968 151,125 (58,843)
Services & Supplies 144,057 93,000 128,750 35,750
Economic development
Services & Supplies 6,975 19,000 6,994 (12,006)
Facility maintenance
Salaries & Benefits 10,506 16,083 10,515 (5,568)
Services & Supplies 129,196 120,350 183,794 63,444
Park operations
Salaries & Benefits 410,447 494,347 484,595 (9,752)
Services & Supplies 130,655 96,000 100,200 4,200
Pool Operations
Salaries & Benefits 89,031 143,603 156,107 12,504
Services & Supplies 44,456 30,500 37,900 7,400
Recreation services
Salaries & Benefits 365,911 295,896 400,800 104,904
Services & Supplies 54,143 60,150 68,850 8,700
139
GENERAL FUND DEPARTMENTAL BUDGET - BY CATEGORY ATTACHMENT A Original Year-to- Proposed
Actuals Budget Date Amended Budget
Fund Type of Revenue FY 2024 FY 2025 FY 2025 FY 2025 Change General Fund
Salaries & Benefits 1,558,235 $ 1,796,613 $ 1,088,388 $ 1,751,611 $ (45,002) $ Services & Supplies 3,981,278 4,483,000 1,439,400 4,988,809 505,809 Capital outlay 55,717 48,000 67,018 114,000 66,000
Debt Service 158,257 90,162 90,162 93,164 3,002
Transfers in (916,000) (1,511,000) (755,500) (1,526,000) (15,000) Water Enterprise
Salaries & Benefits 1,092,094 773,902 488,806 790,420 16,518 Services & Supplies 843,123 834,031 539,817 854,700 20,669 Debt Service 35,742 43,600 - 76,000 32,400
Sewer Enterprise
Salaries & Benefits 1,053,256 985,050 565,226 887,325 (97,725) Services & Supplies 1,296,676 1,732,700 950,016 1,725,899 (6,801) Capital outlay 72,897 310,000 46,637 250,000 (60,000)
Streets - Gas Tax
Salaries & Benefits 318,564 370,223 248,227 378,150 7,927 Services & Supplies 255,176 155,134 109,818 139,443 (15,691) TDA Transportation Tax
Services & Supplies 2,582 4,600 2,070 4,500 (100)
COPS
Capital outlay - 90,000 188,978 90,000 -
Services & Supplies 1,205 5,500 98 3,000 (2,500)
Transfers out 75,000 400,000 200,000 435,000 35,000
CFD 92-1 Mello Roos
Services & Supplies 92,199 5,000 3,708 7,500 2,500
Fire CFD 2004-1
Transfers out 125,000 203,200 100,000 188,200 (15,000)
Police CFD 2004-1
Transfers out 315,000 510,500 250,000 490,500 (20,000)
Animal Control CFD 2004-1
Rec/Pool CFD 2004-1
Services & Supplies 10,616 9,100 5,310 10,500 1,400
Drainage CFD 2004-1
Services & Supplies 3,729 6,200 4,211 10,700 4,500
Fire AB1600
Capital outlay - 60,000 345,483 345,500 285,500
ARPA Funding
Services & Supplies 53,218 - 92,838 298,200 298,200
Total Adjustments $ 540,799
140
REVENUES BY TYPE - BY FUND ATTACHMENT C
Original Year-to- Proposed
Actuals Budget Date Amended Budget
Fund Type of Revenue FY 2024 FY 2025 FY 2025 FY 2025 Change General Fund
Charges for services 78,793 $ 64,900 $ 44,920 $ 65,350 $ 450 $ Franchise Fees 303,031 278,000 100,620 347,225 69,225
Intergovernmental 118,225 873,100 14,121 955,329 82,229 Licenses, Fees, & Permits 306,084 202,000 136,386 248,100 46,100 Other revenues 8,873 10,000 24,017 25,000 15,000
Taxes 2,986,759 3,272,627 1,577,566 3,215,206 (57,421)
Water Fund
Water / Sewer Charges 947,373 932,194 596,405 936,599 4,405 Sewer Fund
Use of money and property 94,613 39,335 25,996 35,000 (4,335) Streets - Gas Tax
Intergovernmental 510,986 507,261 240,663 508,468 1,207 Use of money and property 20,324 7,662 606 - (7,662)
TDA Transportation Tax
TDA Transportation Tax
Intergovernmental - 2,500 - - (2,500)
Licenses, Fees, & Permits 13,674 - 7,444 7,444 7,444
Use of money and property 756 1,500 305 500 (1,000)
Street Lighting
Taxes 54,298 - 32,195 54,464 54,464
Use of money and property 2,575 1,114 865 1,200 86
CFD 92-1 Mello Roos
Taxes 126,914 - 63,748 120,355 120,355
Transfers - - - - -
Use of money and property 3,034 - 301 200 200
Fire Assessment
Taxes 134,084 - 80,173 134,650 134,650
Use of money and property 904 - 194 150 150
Fire CFD 2004-1
Taxes 140,860 137,021 79,364 138,822 1,801
Police CFD 2004-1
Taxes 382,005 380,608 215,232 385,610 5,002
Use of money and property 3,707 - 909 1,000 1,000
Animal Control CFD 2004-1
Taxes 22,201 22,837 12,508 23,137 300
Use of money and property 242 - 43 50 50
Street Lighting CFD 2004-1
Taxes 22,966 22,837 12,940 23,137 300
Use of money and property - - - 100 100
Rec/Pool CFD 2004-1
Taxes 174,543 175,080 98,342 177,381 2,301
Use of money and property 1,983 424 310 450 26
Drainage CFD 2004-1
Taxes 22,966 22,837 12,940 23,137 300
Use of money and property 4,785 2,140 1,568 2,400 260
Parks AB1600
Licenses, Fees, & Permits 378 - 3,582 3,582 3,582
Use of money and property 16,992 7,723 4,822 7,750 27
Community Ctr AB1600
Licenses, Fees, & Permits - - 881 881 881
Use of money and property 10,500 4,734 3,134 4,750 16
Gov't Serv PW AB1600
Licenses, Fees, & Permits 274 - 653 653 653
Use of money and property 3,615 1,630 1,082 1,650 20
Gen Gov't AB1600
Licenses, Fees, & Permits 482 - 1,143 1,143 1,143
Use of money and property 15,370 6,929 4,590 7,000 71
141
REVENUES BY TYPE - BY FUND ATTACHMENT C
Original Year-to- Proposed
Actuals Budget Date Amended Budget
Fund Type of Revenue FY 2024 FY 2025 FY 2025 FY 2025 Change Police AB1600
Licenses, Fees, & Permits 264 - 626 626 626
Use of money and property 7,621 3,436 2,276 3,500 64
Fire AB1600
Licenses, Fees, & Permits 732 - 1,733 1,733 1,733
Use of money and property 11,645 5,249 3,314 5,000 (249) Roads/Signals AB1600
Licenses, Fees, & Permits 16,038 - 3,092 3,092 3,092
Use of money and property 14,039 6,319 4,305 6,600 281
Flood Control AB1600
Use of money and property 66 225 20 30 (195)
Water Connection Fees
Licenses, Fees, & Permits 11,734 91,500 11,734 11,734 (79,766) Use of money and property 42,158 10,000 13,757 20,000 10,000 Sewer Connection Fees
Licenses, Fees, & Permits 14,088 - 14,088 14,088 14,088 Use of money and property 42,292 19,057 12,761 20,000 943 Drainage Connection Fees
Licenses, Fees, & Permits 1,985 - 3,949 3,949 3,949
Use of money and property 24,121 15,617 12,402 22,000 6,383 ARPA Funding
Use of money and property 41,633 19,000 10,570 18,000 (1,000) CDBG HR Program Income
Use of money and property 11,601 36,000 5,321 7,500 (28,500) HOME Housing Grants
Use of money and property 5,513 - 3,604 2,200 2,200
142
City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: Water Rate Study Analysis Results and Preliminary Recommendations Presentation
Contact Information: Jeff Nelson, Interim Public Works Director, and James Ramsey, Finance Director
Recommendation: Provide direction to consultant.
Attachments:
Staff Report
Live Oak Draft Water Rate Study Report
PowerPoint Presentation
143
DATE: March 5, 2025
TO: Mayor and Members of the City Council
FROM: James W Ramsey, CPA Finance Director (Contract)
Jeff Nelson, Interim Public Works Director (Contract)
COUNCIL AGENDA STAFF REPORT
SUBJECT: Water Rate Study
RECOMMENDATION: Provide direction to consultant
FISCAL IMPACTS: None
Background
In October 2024, the Yuba Sutter Economic Development Corporation (YSDEC), on behalf of the City of Live Oak, submitted an application to the State Water Resources Control Board (SWRCB) requesting technical assistance in performing a water rate study. The SWRCB accepted the application and agreed to provide resources to conduct the rate study through their Technical Assistance Program. The SWCRB assigned the water rate study to Provost and Pritchard Consulting Group, and their subconsultant, Lechowicz & Tseng Municipal Consultants (LTMC) to complete the rate study. LTMC specializes in providing legally sound rate studies and financial plans to water and sewer purveyors throughout the State of California.
In January, staff provided LTMC the with information to support the rate study, including water fund balance information, annual operating costs, water consumption data by month, billing amounts and revenues, and a preliminary capital improvement plan. This information was used as the basis of the water rate study.
Discussion
The water rates have not been increased in over 15 years. During this time, operating costs have continued to rise, regulations have become more onerous and more costly to comply with, and the water system infrastructure has deteriorated. In addition, as of this month, the water enterprise has a negative cash position of approximately $2.9 million. The cash balances for the past 10 years are as follows:
144
Cash Change from Change from
Balance prior year prior year
FY 2014 645,377 (9,954) FY 2020 (2,204) (123,330)
FY 2015 505,040 (140,337) FY 2021 (389,482) (387,278)
FY 2016 385,492 (119,548) FY 2022 (765,967) (376,485)
FY 2017 326,651 (58,841) FY 2023 (1,450,942) (684,975)
FY 2018 265,184 (61,467) FY 2024 (2,334,606) (883,664)
FY 2019 121,126 (144,058) FY 2025* (3,489,727) (1,155,121) *projected as of June 30, 2025
145
Water Rate Study
for the City of Live Oak
Draft Report
February 25, 2025
909 Marina Village Parkway #135
Alameda, CA 94501
(510) 545-3182
www.LTmuniconsultants.com
146
City of Live Oak
Water Rate Study 2025
TABLE OF CONTENTS
SECTION 1: INTRODUCTION AND EXECUTIVE SUMMARY .................................................................1
1.1 Background .......................................................................................................................1
1.2 Requirements of Proposition 218.....................................................................................1
1.3 Rate Study Process............................................................................................................3
1.4 Proposed Rates ................................................................................................................. 4 SECTION 2: CUSTOMER BASE AND CURRENT RATE REVENUES.........................................................6
2.1 Current Rates ....................................................................................................................6
2.2 Rate Revenues...................................................................................................................6
2.3 Water Consumption..........................................................................................................7
2.4 Typical Bills........................................................................................................................8 SECTION 3: COST OF SERVICE ............................................................................................................9
3.1 Summary of Net Revenues................................................................................................9
3.2 Revenues.........................................................................................................................10
3.3 Expenses..........................................................................................................................11
3.4 Cash Flow Projections .....................................................................................................13 SECTION 4: COST ALLOCATION ........................................................................................................21
4.1 Methodology...................................................................................................................21
4.2 Proposed Cost Allocation................................................................................................21 SECTION 5: RATE DESIGN.................................................................................................................23
5.1 Billing Units .....................................................................................................................23
5.2 Rate Design Considerations ............................................................................................24
5.3 OPTION 1 – Rate Design..................................................................................................24
5.4 OPTION 2 – Rate Design..................................................................................................28
5.5 OPTION 3 – Rate Design..................................................................................................31
5.6 Monthly Water Bill Comparison......................................................................................34 147
City of Live Oak
Water Rate Study 2025
LIST OF TABLES
Table 1: OPTION 1 Current and Proposed Rates .......................................................................................... 4 Table 2: OPTION 2 Current and Proposed Rates .......................................................................................... 5 Table 3: OPTION 3 Current and Proposed Rates .......................................................................................... 5 Table 4: Current Monthly Rates....................................................................................................................6 Table 5: Current Customer Counts and Rate Revenues................................................................................7 Table 6: Water Use (HCF)..............................................................................................................................7 Table 7: Typical Bills Under Current Rates.................................................................................................... 8 Table 8: Budgeted FY2024/25 Revenues and Expenses .............................................................................10 Table 9: Operating Cost Projection.............................................................................................................11 Table 10: Capital Improvement Projects ....................................................................................................12 Table 11: Cash Flow Options.......................................................................................................................14 Table 12: OPTION 1 Cash Flow Projection ..................................................................................................15 Table 13: OPTION 2 Cash Flow Projection ..................................................................................................17 Table 14: OPTION 3 Cash Flow Projection ..................................................................................................19 Table 15: Cost Allocation ............................................................................................................................22 Table 16: Proposed Meter Equivalents.......................................................................................................23 Table 17: OPTION 1 Rate Design.................................................................................................................25 Table 18: OPTION 1 Proposed Monthly Water Rates.................................................................................26 Table 19: OPTION 1 Bill Impacts .................................................................................................................27 Table 20: OPTION 2 Rate Design.................................................................................................................28 Table 21: OPTION 2 Proposed Monthly Water Rates.................................................................................29 Table 22: OPTION 2 Bill Impacts .................................................................................................................30 Table 23: OPTION 3 Rate Design.................................................................................................................31 Table 24: OPTION 3 Proposed Monthly Water Rates.................................................................................32 Table 25: OPTION 3 Bill Impacts .................................................................................................................33 148
City of Live Oak Page 1
Water Rate Study 2025
SECTION 1: INTRODUCTION AND EXECUTIVE SUMMARY
1.1 Background
The City of Live Oak (City) is a rural community located in northern Sutter County along the Highway 99 corridor between Yuba City and Chico. The City has a population of over 9,000 residents and encompasses an area of about 3.1 square miles. The City provides a full range of municipal services including water service to about 2,500 accounts consisting of the homes and businesses within its boundaries. The majority of the City’s water service customers are single family residential homes.
The City has not raised its water rates in many years and has some of the lowest rates in the region. As a result, the City’s Water Fund is in poor financial condition. The fund is operating in a deficit meaning that revenues do not cover expenses. The City draws upon other funds to cover water utility costs. The total amount of these draws is estimated to be $3.7 million by June 30, 2025. The primary goal of this water rate study is to reverse the deficit such that revenues are adequate to cover operating expenses. A secondary goal is to generate additional revenue to fund needed capital improvements, pay down existing debt, and to begin repayment of the Water Fund’s outstanding balance.
Another critical component of this rate study is to revise the rate structure to recover costs more fairly from customers. The current water rate structure’s Minimum Charge includes an allotment of 20 hundred cubic feet (HCF) per month for customers with meter sizes up to 3/4” (most residential customers) and larger water usage allotments as meter size increases. Water usage above each customer’s allotment is billed at a volume rate of $1.41 per HCF. The proposed water rate structure eliminates the water allotment so that customers are billed a volume rate for all water consumed. This change aligns with Proposition 218 requirements that utility rates be proportional to how customers take service.
1.2 Requirements of Proposition 218
The implementation of public agency utility rates in California is governed by the substantive and procedural requirements of Proposition 218 the “Right to Vote on Taxes Act” which is codified as Articles XIIIC and XIIID of the California Constitution. The City must follow the procedural requirements of Proposition 218 for all utility rate increases. These requirements include:
1. Noticing Requirement – The City must mail a notice of the proposed rate increases to all affected property owners. The notice must specify the amount of the fees, the basis upon which they were calculated, the reason for the fees, and the date/time/location of a public rate hearing at which the proposed rates will be considered/adopted.
2. Public Hearing – The City must hold a public hearing prior to adopting the proposed rate increases. The public hearing must be held not less than 45 days after the required notices are mailed.
149
City of Live Oak Page 2
Water Rate Study 2025
3. Rate Increases Subject to Majority Protest – At the public hearing, the proposed rate increases are subject to majority protest. If more than 50% of affected property owners (counted one per parcel) submit timely written protests against the proposed rate increases, the increases cannot be adopted.
Proposition 218 also established substantive requirements that apply to water rates and charges, including:
1. Cost of Service – Revenues derived from the fee or charge cannot exceed the funds required to provide the service. In essence, fees cannot exceed the “cost of service”.
2. Intended Purpose – Revenues derived from the fee or charge can only be used for the purpose for which the fee was imposed.
3. Proportional Cost Recovery – The amount of the fee or charge imposed upon any parcel or person as an incident of property ownership shall not exceed the proportional cost of service attributable to that parcel. Caselaw allows this determination to be made customer class-bycustomer class rather than parcel-by-parcel.
4. Availability of Service – No fee or charge may be imposed for a service unless that service is used by, or immediately available to, the owner of the property. Standby charges are approved as assessments on real property.
5. General Government Services – No property-related fee or charge may be imposed for general governmental services available to the public at large, as police and some fire services are.
Charges for water service are exempt from additional voting requirements of Proposition 218 for other property-related fees, provided the charges do not exceed the cost of providing service and are adopted pursuant to the procedural requirements of Proposition 218. 150
City of Live Oak Page 3
Water Rate Study 2025
1.3 Rate Study Process
A summary of the rate study process is provided in Figure 1.
Figure 1: Rate Study Process
The following is a brief description of the rate study process:
Revenue Requirement – Revenue requirements are analyzed via a cash flow projection based on the best information currently available, such as the City’s historical operating results, budgets, audits, and input from staff. The cash flow serves as a roadmap for funding future operating costs and capital expenditures while maintaining long-term fiscal stability, all of which is calculated in this study to produce rates that will be necessary to recover only the projected cost of service per parcel under these proposed rates.
Cost of Service Allocation - The cost of service process builds on the revenue requirement analysis and assigns water costs to functional cost components: metering and customer service, base demand, and extra demand.
Rate Design - Rate design involves developing a rate structure that fairly recovers costs from customers but does not exceed the proportional cost of the service attributable to each parcel.
Final rate recommendations are designed to fund the City’s short- and long-term costs of providing service and fairly allocate costs to all customers. 151
City of Live Oak Page 4
Water Rate Study 2025
The rates recommended in this report are based on the best available information gathered from the City’s budgets, audits, and input from staff and the ratemaking consultant’s professional opinion. The cost allocations proposed herein are based on industry standard practice. The proposed rates are based on the reasonable cost of providing service and do not exceed the proportional cost of the service attributable to each parcel.
1.4 Proposed Rates
Three water rate options were developed as part of the rate study process. Table 1, Table 2, and Table 3 provide the current and proposed rates under Options 1, 2, and 3, respectively, and the proposed water bills for average monthly water usage under each option. All three options are designed to fund the water system’s cost of service including new staff members and capital improvements. However, the options differ in how rate revenue increases are proposed to be phased in. All options have the same volume rate which is intended to cover the operating costs to deliver water to customers. All other costs (fixed operating costs, debt service, capital projects, repayment of prior deficits) are recovered from the meter fees and are phased in at different amounts across the three options.
Regardless of which option is selected, it is proposed that the first rate increase go into effect on September 1, 2025 with subsequent rate adjustments effective on July 1 of each year from July 1, 2026 through July 1, 2029. It is proposed that the Minimum Charge no longer include an allotment of water consumption and that all water consumption be charged a single rate per hundred cubic foot of consumption. Based on the analysis in this report, the proposed water service rates under each option do not exceed the proportional cost of the service attributable to each parcel.
Table 1: OPTION 1 Current and Proposed Rates
CURRENT PROPOSED
2025/26 2026/27 2027/28 2028/29 2029/30
Meter
Size
Use in Min
Charge
(HCF)
Minimum
Charge
Meter
Size
Use in Min
Charge
(HCF)
Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
up to 3/4" 20 $23.97 up to 3/4" 0 $23.69 $30.10 $39.00 $49.79 $62.88 1" 21 $25.38 1" 0 $39.48 $50.17 $65.00 $82.98 $104.80
1 1/2" 22 $30.78 1 1/2" 0 $78.97 $100.33 $130.00 $165.97 $209.60 2" 36 $51.41 2" 0 $126.35 $160.53 $208.00 $265.55 $335.36 3" 90 $127.35 3" 0 $252.69 $321.07 $416.00 $531.09 $670.72 4" 155 $218.69 4" 0 $394.83 $501.67 $650.00 $829.83 $1,048.00 6" 330 $465.07 6" 0 $789.67 $1,003.33 $1,300.00 $1,659.67 $2,096.00 Water Rate per HCF for
Use over Minimum $1.41 Rate per HCF (all use) $1.35 $1.49 $1.57 $1.65 $1.75 Average Bill $23.97 $41.24 $49.47 $59.41 $71.24 $85.63
3/4" Meter, 13 HCF 72% 20% 20% 20% 20%
152
City of Live Oak Page 5
Water Rate Study 2025
Table 2: OPTION 2 Current and Proposed Rates
CURRENT PROPOSED
2025/26 2026/27 2027/28 2028/29 2029/30
Meter
Size
Use in Min
Charge
(HCF)
Minimum
Charge
Meter
Size
Use in Min
Charge
(HCF)
Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
up to 3/4" 20 $23.97 up to 3/4" 0 $26.45 $37.84 $54.03 $56.62 $59.30 1" 21 $25.38 1" 0 $44.08 $63.07 $90.05 $94.37 $98.83
1 1/2" 22 $30.78 1 1/2" 0 $88.17 $126.13 $180.10 $188.73 $197.67 2" 36 $51.41 2" 0 $141.07 $201.81 $288.16 $301.97 $316.27 3" 90 $127.35 3" 0 $282.13 $403.63 $576.32 $603.95 $632.53 4" 155 $218.69 4" 0 $440.83 $630.67 $900.50 $943.67 $988.33 6" 330 $465.07 6" 0 $881.67 $1,261.33 $1,801.00 $1,887.33 $1,976.67 Water Rate per HCF for
Use over Minimum $1.41 Rate per HCF (all use) $1.35 $1.49 $1.57 $1.65 $1.75 Average Bill $23.97 $44.00 $57.21 $74.44 $78.07 $82.05
3/4" Meter, 13 HCF 84% 30% 30% 5% 5%
Table 3: OPTION 3 Current and Proposed Rates
CURRENT PROPOSED
2025/26 2026/27 2027/28 2028/29 2029/30
Meter
Size
Use in Min
Charge
(HCF)
Minimum
Charge
Meter
Size
Use in Min
Charge
(HCF)
Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
up to 3/4" 20 $23.97 up to 3/4" 0 $20.93 $34.52 $55.13 $57.78 $60.52 1" 21 $25.38 1" 0 $34.88 $57.53 $91.88 $96.30 $100.87
1 1/2" 22 $30.78 1 1/2" 0 $69.77 $115.07 $183.77 $192.60 $201.73 2" 36 $51.41 2" 0 $111.63 $184.11 $294.03 $308.16 $322.77 3" 90 $127.35 3" 0 $223.25 $368.21 $588.05 $616.32 $645.55 4" 155 $218.69 4" 0 $348.83 $575.33 $918.83 $963.00 $1,008.67 6" 330 $465.07 6" 0 $697.67 $1,150.67 $1,837.67 $1,926.00 $2,017.33 Water Rate per HCF for
Use over Minimum $1.41 Rate per HCF (all use) $1.35 $1.49 $1.57 $1.65 $1.75 Average Bill $23.97 $38.48 $53.89 $75.54 $79.23 $83.27
3/4" Meter, 13 HCF 61% 40% 40% 5% 5%
153
City of Live Oak Page 6
Water Rate Study 2025
SECTION 2: CUSTOMER BASE AND CURRENT RATE REVENUES
2.1 Current Rates
A schedule of current monthly water rates is provided in Table 4. The City’s current water rate structure consists of two components: (1) a Minimum Charge and (2) a Water (volume) Rate. All customers are billed a fixed monthly Minimum Charge based on the size of their water meter. The Minimum Charge includes an allotment of water use that varies with meter size such that larger meters have more water use included. For example, a customer with a 3/4” meter currently pays $23.97 for up to 20 hundred cubic feet (HCF) per month while a customer with a 2” meter currently pays $51.41 for up to 36 HCF per month. Usage above the amount included in the Minimum Charge is billed at a uniform Water Rate of $1.41 per HCF. One HCF is equivalent to 748 gallons.
Table 4: Current Monthly Rates
Meter Size
Use Included in
Minimum Charge (HCF)
Minimum
Charge
up to 3/4" 20 $23.97
1" 21 $25.38
1 1/2" 22 $30.78
1 3/4" 22 $30.78
2" 36 $51.41
3" 90 $127.35
4" 155 $218.69
6" 330 $465.07
Water Rate per HCF for Use over Minimum $1.41
HCF - hundred cubic feet; one HCF = 748 gallons
2.2 Rate Revenues
The City provides water service to about 2,500 accounts. Table 5 provides current customer counts by meter size, water usage above the minimum, and annual rate revenues. Current water rates generate about $931,000 annually. The majority of customers, over 97%, have the smallest meter size of up to 3/4”. Water consumption above the minimum totals about 130,000 HCF per year. Approximately 80.3% of water rate revenues are collected from the Minimum Charge and 19.7% are collected from the Water (volume) Rate.
154
City of Live Oak Page 7
Water Rate Study 2025
Table 5: Current Customer Counts and Rate Revenues
Meter Size
Use Included
in Minimum
Charge (HCF)
Minimum
Charge
Count
of
Meters
Fixed
Charge
Revenue
Use
Above
Minimum
(HCF)
Water
Usage
Revenue
($1.41/HCF)
Total
Annual
Revenue
% of
Total
Revenue
up to 3/4" 20 $23.97 2,419 $695,801 73,652 $103,849 $799,650 85.9% 1" 21 $25.38 18 $5,482 3,073 $4,333 $9,815 1.1%
1 1/2" 22 $30.78 13 $4,802 3,671 $5,176 $9,978 1.1%
2" 36 $51.41 24 $14,806 21,073 $29,713 $44,519 4.8%
3" 90 $127.35 7 $10,697 21,885 $30,858 $41,555 4.5%
4" 155 $218.69 4 $10,497 6,486 $9,145 $19,642 2.1%
6" 330 $465.07 1 $5,581 0 $0 $5,581 0.6%
Total 2,486 $747,666 129,840 $183,074 $930,741 100.0%
80.3% 19.7% 100.0%
2.3 Water Consumption
Table 6 summarizes current annual water usage by meter size including water usage under the minimum included in the Minimum Charge. Total water usage is about 466,000 HCF per year. However, about 72% of total water usage falls within the minimums and is not billed the Water Rate.
Table 6: Water Use (HCF)
Meter Size
Use Included in
Minimum Charge
Use Above
Minimum Total Use
up to 3/4" 312,974 81% 73,652 19% 386,626 100%
1" 2,516 45% 3,073 55% 5,589 100%
1 1/2" 2,160 37% 3,671 63% 5,831 100%
2" 6,984 25% 21,073 75% 28,057 100%
3" 5,808 21% 21,885 79% 27,693 100%
4" 3,598 36% 6,486 64% 10,084 100%
6" 1,734 100% 0 0% 1,734 100%
Total 335,774 129,840 465,614
72% 28% 100%
155
City of Live Oak Page 8
Water Rate Study 2025
2.4 Typical Bills
Table 7 provides example monthly water bills for an average residential customer year-round (average over 12 months) as well as in the winter and summer months. Average annual consumption is 13 HCF per month. In winter, the average use is 7 HCF per month. In summer, the average use is 21 HCF per month. The current rate structure includes the first 20 HCF of usage in the minimum charge for 3/4” meters. Given that average usage does not exceed the usage included in the Minimum Charge, the average monthly bill is equal to the Minimum Charge of $23.97. The average customer’s bill only exceeds the Minimum Charge in the summer.
Table 7: Typical Bills Under Current Rates
Average Monthly Bill (13 HCF)
Fee Categories Rate Count of Units Total Charges
Minimum Charge (3/4") $23.97 x 1 $23.97
Usage (HCF)
0 - 20 (included) $0.00 x 13 $0.00
21+ $1.41 x 0 $0.00
13 $0.00
Total Monthly Bill $23.97
Average Winter Bill (7 HCF)
Fee Categories Rate Count of Units Total Charges
Minimum Charge (3/4") $23.97 x 1 $23.97
Usage (HCF)
0 - 20 (included) $0.00 x 7 $0.00
21+ $1.41 x 0 $0.00
7 $0.00
Total Monthly Bill $23.97
Average Summer Bill (21 HCF)
Fee Categories Rate Count of Units Total Charges
Minimum Charge (3/4") $23.97 x 1 $23.97
Usage (HCF)
0 - 20 (included) $0.00 x 20 $0.00
21+ $1.41 x 1 $1.41
21 $1.41
Total Monthly Bill $25.38
156
City of Live Oak Page 9
Water Rate Study 2025
SECTION 3: COST OF SERVICE
This section provides an analysis of water system revenues and expenses to determine the total cost of service to be recovered via water rates. The cost of service is expressed in a cash flow table that illustrates revenue increases needed to keep up with expenses and promote financial health. Over the five-year rate study period, rate increases are proposed so that the City can pay for operating costs, fund capital improvements, and reverse the Water Fund deficit, all of which are calculated in this study to produce rates that will be necessary to recover only the actual cost of the water service per parcel under these proposed water rates.
3.1 Summary of Net Revenues
The Water Fund has operated at a deficit in recent years meaning that expenses are greater than revenues. Due to deficit spending, the water utility has exhausted its reserves and accumulated a negative fund balance. Table 8 shows the beginning fund balance, projected net revenues, and projected ending fund balance for fiscal year (FY) 2024/25. The Water Fund generates about $932,000 in annual revenue but is projected to spend about $1.65 million on operating costs. In addition, the City will spend about $75,000 on debt service costs and about $133,000 on capital improvements. The total deficit this year (FY2024/25) is expected to total about $921,000. This cost overrun will add to the Water Fund’s negative balance. By June 30, 2025, it is projected that the Water Fund will owe other City funds a total of about $3.7 million, see Table 8.
The financial plan recommended under each option in this report includes two to three years in the first portion of the rate plan where the Water Fund’s negative fund balance is expected to continue to grow due to the proposed phase-in of rate adjustments. From year three or four of the rate plan onward, the Water Fund is projected to have positive total net revenues and will begin to repay its negative fund balance.
157
City of Live Oak Page 10
Water Rate Study 2025
Table 8: Budgeted FY2024/25 Revenues and Expenses
Budget
2024/25
Beginning Fund Balance (December 2024) ($2,812,051)
REVENUES
Water Rate Revenues 926,600
Penalty Charges 5,600
Subtotal Operating Revenues 932,200
Total Revenues
(does not include grants)
$932,200
EXPENSES
Operating Expenses
Salaries & Benefits 773,900
Supplies, Equipment & Permits 117,300
System Maintenance 273,000
Utilities 255,000
Insurance 44,600
Administration & Overhead [1] 181,300
Subtotal Operating 1,645,100
Net Operating Revenues (712,900)
Non-Operating Expenses
Capital Projects
(does not include grant funded projects) 133,400
(2005) Debt Service 74,900
Total Debt 74,900
Total Expenses 1,853,400
Total Net Revenues (921,200)
Ending Fund Balance [2] ($3,733,251)
1 - Includes interfund transfers
2 - Estimated based on the best available information at the writing of this report.
3.2 Revenues
The Water Fund’s primary source of revenue is water rates. Current water rates generate about $931,000 annually (see Table 5). In addition, the City collects about $5,600 annually in penalty charges.
It is assumed that penalty revenues will remain the same throughout the duration of the rate plan.
Beginning September 1, 2025 and continuing each July 1 from 2026 through 2029, a series of rate increases are proposed to fund the costs described in the sections below. 158
City of Live Oak Page 11
Water Rate Study 2025
3.3 Expenses
The Water Fund’s expenses include operating costs, capital improvement projects, debt service, and repayment of past deficits. Together these expenses comprise the total cost of service to be recovered from water rates.
3.3.1 Operating Costs
Water operating costs for FY2024/25 are projected to total roughly $1.65 million, see Table 9. Table 9 also includes a projection of operating expenses over the next five years through FY2029/30. Escalation factors were determined using City input. Insurance is projected to increase by 25% each year. Utilities are projected to increase by 8% each year. All other operating costs are projected to increase by 4% per year to account for inflation. Salaries & Benefits are the largest operating cost, representing about 47% of total FY2024/25 expenses. The operating cost projection also includes estimated new staffing costs.
One new operator is planned for FY2025/26 and a second is planned for FY2026/27. These positions are allocated 75% to the Water Fund and 25% to the Sewer Fund. The operators will assume responsibility for backflow device inspections and will reduce the City’s cost for an outside service provider.
Table 9: Operating Cost Projection
Operating Expenses 2025/26 2026/27 2027/28 2028/29 2029/30 Salaries & Benefits 4% 4% 4% 4% 4%
New Staff 4% 4% 4% 4% 4%
Supplies, Equipment & Permits 4% 4% 4% 4% 4%
System Maintenance 4% 4% 4% 4% 4%
Utilities 8% 8% 8% 8% 8%
Insurance 25% 25% 25% 25% 25%
Administration & Overhead 4% 4% 4% 4% 4%
Operating Expenses
2024/25
Budget 2025/26 2026/27 2027/28 2028/29 2029/30
Salaries & Benefits 773,900 804,900 837,100 870,600 905,400 941,600 New Staff 0 93,750 191,300 199,000 207,000 215,300
Supplies, Equipment & Permits [1] 117,300 72,000 74,900 77,900 81,000 84,200 System Maintenance 273,000 283,900 295,300 307,100 319,400 332,200 Utilities 255,000 275,400 297,400 321,200 346,900 374,700 Insurance 44,600 55,800 69,800 87,300 109,100 136,400
Administration & Overhead 181,300 188,600 196,100 203,900 212,100 220,600 Total Operating Expenses $1,645,100 $1,774,350 $1,961,900 $2,067,000 $2,180,900 $2,305,000 Average Increase 7.9% 10.6% 5.4% 5.5% 5.7%
1 - Reflects a reduction in outside services for backflow device inspections. The new proposed staff member will perform that task in-house.
159
City of Live Oak Page 12
Water Rate Study 2025
3.3.2 Capital Improvements
In addition to funding operating costs, the City intends to fund $1.97 million in capital projects over the next five years, see Table 10. These projects are critical for the City to continue to provide safe and reliable water service to customers. Projects include replacing valves, maintaining and repairing backflow preventors, upgrading the water meter reading system, and making improvements to the Booster Pump Station (BPS).
Table 10: Capital Improvement Projects
Fiscal Year 2025/26 2027/28 2027/28 2028/29 2029/2030 5-Year Total Building Repairs Well 1, Fix roof $50,000 $0 $0 $0 $0 $50,000 Inspection of water treatment
systems $80,000 $0 $0 $0 $0 $80,000
Valve replacement program $0 $50,000 $50,000 $50,000 $150,000 Inspect, maintain and repair backflow
preventors $85,000 $90,000 $95,000 $105,000 $110,000 $485,000 Well 3 and 4 upgrades - new
backwash valves, backwash control
system upgrades, new PLC’s, etc. $0 $50,000 $50,000 $0 $0 $100,000 Back-up Generator at Well 7 $0 $0 $120,000 $0 $0 $120,000 SCADA upgrade $0 $250,000 $0 $0 $0 $250,000
Security system upgrade $60,000 $0 $0 $0 $0 $60,000
Communication system upgrade $45,000 $0 $0 $0 $0 $45,000 Upgrade Water Meter reading system $50,000 $50,000 $50,000 $0 $0 $150,000 Empty and demolish BPS Sludge
Storage Tank $280,000 $0 $0 $0 $0 $280,000
Update Water Master Plan $100,000 $0 $0 $0 $0 $100,000
Booster Pump Station (BPS)
Generator Automatic Transfer Switch
installation $0 $100,000 $0 $0 $100,000
Total $750,000 $590,000 $365,000 $155,000 $110,000 $1,970,000
3.3.3 Debt Service Costs
The Water Fund has one outstanding debt obligation—the 2005 Certificates of Participation of January 1, 2006 in the amount of $1.441 million. Annual debt service totals about $70,000 per year and the obligation will be paid off by July 1, 2044. The certificates were used to finance a water meter installation and improvement project. The certificates are backed by a pledge of net revenues to the Water Fund.
Most forms of debt available to utilities have legal requirements that obligate the borrower to maintain a debt coverage ratio typically ranging from 1.1 to 1.25. Essentially, this means that the borrower has a 10% to 25% financial buffer in excess of the annual debt payment amount. The 10% to 25% financial 160
City of Live Oak Page 13
Water Rate Study 2025
buffer can be used to fund capital improvements or be added to reserves. The Water Fund’s target debt service coverage ratio is assumed to be 1.20. Debt coverage is calculated as:
(Revenue - Operating Expenses) / (Debt Service)
Because the Water Fund has been operating at a deficit, it does not have sufficient operating revenues to meet its debt coverage requirement. Without a rate increase, the Water Fund will continue to fail to meet its coverage requirement of 1.20 in subsequent years due to insufficient operating revenues. Thus, rates and fees must be set to meet this requirement. Each rate option discussed in this report is designed to generate operating revenues which will allow the Water Fund to meet and exceed its debt coverage requirement by year three or four of the rate plan.
3.3.4 Reserves
The Water Fund is estimated to have a negative fund balance of about $3.7 million to begin FY2025/26.
Given the Water Fund’s significant negative position, it is not projected that the Water Fund will accumulate sufficient funds to generate an operating reserve during this rate study period. However, the accumulation of reasonable reserves will be a factor to consider when determining the cost of service in the future when the Water Fund reverses its deficit and becomes solvent.
Utilities should maintain reserves to fund issues such as unexpected costs and emergency repairs, to provide cash flow in case of customer billing or revenue collection issues, and to provide financial stability in case of lower water sales due to drought. The City does not have a reserve policy in place dictating an operating reserve target for the Water Fund. Industry standards recommend an operating reserve target of at least 25% of annual operating expenses to account for the time (at least 4 months) that it would take the City to approve new rate increases to comply with Proposition 218. It is also common for utilities to maintain additional reserve funds such as a capital reserve or debt service reserve.
3.4 Cash Flow Projections
As part of the rate study process, three cash flow options were developed, each of which is designed to fund the Water Fund’s cost of service described in the preceding sections.
3.4.1 Cash Flow Options
The three cash flow scenarios considered are summarized below in Table 11. The options differ in how rate revenue increases are proposed to be phased in. Under Option 1, the initial increase of 50% is followed by 20% annual increases for the remaining 4 years of the rate plan. The proposed rate plan under Option 2 has the largest initial increase of 60%, followed by 2 years with 30% increases then 2 years with 5% increases. Option 3 has the smallest initial increase of 40%. A smaller initial rate increase is not recommended due to the financial difficulties facing the Water Fund. Option 3 proposes 3 years of 40% increases followed by 2 years of 5% increases. Not every customer will receive a water bill increase exactly equal to these percentages due to changes in rate structure and individual water usage 161
City of Live Oak Page 14
Water Rate Study 2025
characteristics. These percentages represent increases in the total rate revenues of the water utility across all customers.
Each cash flow spans the five-year rate study period from FY2025/26 to FY2029/30. The first rate revenue increase is proposed to go into effect on September 1, 2025, with subsequent rate revenue increases each July 1 from 2026 through 2029. Due to the proposed phasing in of rate revenue increases, the Water Fund is proposed to have negative net operations for the first two to three years of each rate plan before net revenues will be sufficient to begin repaying the prior accrued negative balance.
Table 11: Cash Flow Options
Option Rate Revenue Increase
Cumulative
Increase Over
5 years Additional Accrual [1]
Repayment of Prior
Balance [2]
OPT 1 50%/20%/20%/20%/20% 211% ($2,723,850) $409,800
OPT 2 60%/30%/30%/5%/5% 198% ($1,892,450) $528,500
OPT 3 40%/40%/40%/5%/5% 203% ($2,158,250) $644,800
NOTE: All options fund new staff members and capital improvements. 1 - Due to the proposed phase-in of rate adjustments, the Water Fund is proposed to have negative net operations for the first two to three years of the rate plan (i.e. the negative fund balance will grow).
2 - From year three or four of the rate plan onward, the Water Fund is projected to have positive net revenues and will begin to repay its negative fund balance.
3.4.2 OPTION 1 – Cash Flow Projection
Table 12 and Figure 2 provide the cash flow projection for Option 1. The first rate revenue increase of 50% will go into effect on September 1, 2025. Following the first rate adjustment, it is proposed that the water rates increase by 20% each July 1 from 2026 through 2029. With the recommended rate increases, the City’s financial health is projected to improve by year 4 of the rate plan at which time the operating deficit will be reversed. However, the City is projected to accrue an additional $2.7 million in negative fund balance over the five year rate study period. 162
City of Live Oak Page 15
Water Rate Study 2025
Table 12: OPTION 1 Cash Flow Projection
Projected: Years 1 - 5 (Prop 218 Period)
2025/26 2026/27 2027/28 2028/29 2029/30
Rate Increase 50% 20.0% 20.0% 20.0% 20.0%
Date of Rate Change Sep 1, 2025 Jul 1, 2026 Jul 1, 2027 Jul 1, 2028 Jul 1, 2029 Rate Revenues over 12 months $1,389,900 $1,667,900 $2,001,500 $2,401,800 $2,882,200 Beginning Fund Balance ($3,733,251) ($5,012,501) ($5,962,401) ($6,457,101) ($6,453,701)
REVENUES
Water Rate Revenues 1,312,700 1,667,900 2,001,500 2,401,800 2,882,200 Penalty Charges 5,600 5,600 5,600 5,600 5,600
Total Revenues 1,318,300 1,673,500 2,007,100 2,407,400 2,887,800
EXPENSES
Operating Expenses
Salaries & Benefits 804,900 837,100 870,600 905,400 941,600 New Staff Member 93,750 191,300 199,000 207,000 215,300 Supplies, Equipment & Permits 72,000 74,900 77,900 81,000 84,200 System Maintenance 283,900 295,300 307,100 319,400 332,200 Utilities 275,400 297,400 321,200 346,900 374,700
Insurance 55,800 69,800 87,300 109,100 136,400
Administration & Overhead 188,600 196,100 203,900 212,100 220,600 Subtotal Operating 1,774,350 1,961,900 2,067,000 2,180,900 2,305,000 Net Operating Revenues (456,050) (288,400) (59,900) 226,500 582,800 Non-Operating Expenses
Capital Projects 750,000 590,000 365,000 155,000 110,000 (2005) Debt Service 73,200 71,500 69,800 68,100 66,400
Total Expenses 2,597,550 2,623,400 2,501,800 2,404,000 2,481,400 Total Net Revenues (1,279,250) (949,900) (494,700) 3,400 406,400 Ending Fund Balance (5,012,501) (5,962,401) (6,457,101) (6,453,701) (6,047,301) Coverage Ratio (1.20x) -6.23 -4.03 -0.86 3.33 8.78
Target Met? no no no yes yes
163
City of Live Oak Page 16
Water Rate Study 2025
Figure 2: OPTION 1 Cash Flow Projection
3.4.3 OPTION 2 – Cash Flow Projection
The cash flow projection for Option 2 is provided in Table 13 and Figure 3. The proposed rate revenue increases under this option are 60% on September 1, 2025, 30% on July 1, 2026 and July 1, 2027, and 5% on July 1, 2028 and July 1, 2029. With the recommended rate increases, the City’s financial health is projected to improve by year 3 of the rate plan at which time the operating deficit will be reversed.
However, the City is projected to accrue an additional $1.9 million in negative fund balance over the five year rate study period.
164
City of Live Oak Page 17
Water Rate Study 2025
Table 13: OPTION 2 Cash Flow Projection
Projected: Years 1 - 5 (Prop 218 Period)
2025/26 2026/27 2027/28 2028/29 2029/30
Rate Increase 60.0% 30.0% 30.0% 5.0% 5.0%
Date of Rate Change Sep 1, 2025 Jul 1, 2026 Jul 1, 2027 Jul 1, 2028 Jul 1, 2029 Rate Revenues over 12 months $1,482,600 $1,927,400 $2,505,600 $2,630,900 $2,762,400 Beginning Fund Balance ($3,733,251) ($4,935,301) ($5,625,701) ($5,616,301) ($5,383,801)
REVENUES
Water Rate Revenues 1,389,900 1,927,400 2,505,600 2,630,900 2,762,400 Penalty Charges 5,600 5,600 5,600 5,600 5,600
Total Revenues 1,395,500 1,933,000 2,511,200 2,636,500 2,768,000
EXPENSES
Operating Expenses
Salaries & Benefits 804,900 837,100 870,600 905,400 941,600 New Staff Member 93,750 191,300 199,000 207,000 215,300 Supplies, Equipment & Permits 72,000 74,900 77,900 81,000 84,200 System Maintenance 283,900 295,300 307,100 319,400 332,200 Utilities 275,400 297,400 321,200 346,900 374,700
Insurance 55,800 69,800 87,300 109,100 136,400
Administration & Overhead 188,600 196,100 203,900 212,100 220,600 Subtotal Operating 1,774,350 1,961,900 2,067,000 2,180,900 2,305,000 Net Operating Revenues (378,850) (28,900) 444,200 455,600 463,000 Non-Operating Expenses
Capital Projects 750,000 590,000 365,000 155,000 110,000 (2005) Debt Service 73,200 71,500 69,800 68,100 66,400
Total Expenses 2,597,550 2,623,400 2,501,800 2,404,000 2,481,400 Total Net Revenues (1,202,050) (690,400) 9,400 232,500 286,600 Ending Fund Balance (4,935,301) (5,625,701) (5,616,301) (5,383,801) (5,097,201) Coverage Ratio (1.20x) -5.18 -0.40 6.36 6.69 6.97
Target Met? no no yes yes yes
165
City of Live Oak Page 18
Water Rate Study 2025
Figure 3: OPTION 2 Cash Flow Projection
3.4.4 OPTION 3 – Cash Flow Projection
The cash flow projection for Option 3 is provided in Table 14 and Figure 4. The proposed rate revenue increases under this option are 40% increases on September 1, 2025, July 1, 2026, and July 1, 2027, followed by 5% increases on July 1, 2028 and July 1, 2029. With the recommended rate increases, the City’s financial health is projected to improve by year 3 of the rate plan at which time the operating deficit will be reversed. However, the City is projected to accrue an additional $2.2 million in negative fund balance over the five year rate study period.
166
City of Live Oak Page 19
Water Rate Study 2025
Table 14: OPTION 3 Cash Flow Projection
Projected: Years 1 - 5 (Prop 218 Period)
2025/26 2026/27 2027/28 2028/29 2029/30
Rate Increase 40.0% 40.0% 40.0% 5.0% 5.0%
Date of Rate Change Sep 1, 2025 Jul 1, 2026 Jul 1, 2027 Jul 1, 2028 Jul 1, 2029 Rate Revenues over 12 months $1,297,200 $1,816,100 $2,542,500 $2,669,600 $2,803,100 Beginning Fund Balance ($3,733,251) ($5,089,801) ($5,891,501) ($5,845,201) ($5,574,001)
REVENUES
Water Rate Revenues 1,235,400 1,816,100 2,542,500 2,669,600 2,803,100 Penalty Charges 5,600 5,600 5,600 5,600 5,600
Total Revenues 1,241,000 1,821,700 2,548,100 2,675,200 2,808,700
EXPENSES
Operating Expenses
Salaries & Benefits 804,900 837,100 870,600 905,400 941,600 New Staff Member 93,750 191,300 199,000 207,000 215,300 Supplies, Equipment & Permits 72,000 74,900 77,900 81,000 84,200 System Maintenance 283,900 295,300 307,100 319,400 332,200 Utilities 275,400 297,400 321,200 346,900 374,700
Insurance 55,800 69,800 87,300 109,100 136,400
Administration & Overhead 188,600 196,100 203,900 212,100 220,600 Subtotal Operating 1,774,350 1,961,900 2,067,000 2,180,900 2,305,000 Net Operating Revenues (533,350) (140,200) 481,100 494,300 503,700 Non-Operating Expenses
Capital Projects 750,000 590,000 365,000 155,000 110,000 (2005) Debt Service 73,200 71,500 69,800 68,100 66,400
Total Expenses 2,597,550 2,623,400 2,501,800 2,404,000 2,481,400 Total Net Revenues (1,356,550) (801,700) 46,300 271,200 327,300 Ending Fund Balance (5,089,801) (5,891,501) (5,845,201) (5,574,001) (5,246,701) Coverage Ratio (1.20x) -7.29 -1.96 6.89 7.26 7.59
Target Met? no no yes yes yes
167
City of Live Oak Page 20
Water Rate Study 2025
Figure 4: OPTION 3 Cash Flow Projection
168
City of Live Oak Page 21
Water Rate Study 2025
SECTION 4: COST ALLOCATION
The prior section determined the total cost of providing water service to customers. In this section, the cost of service is allocated to rates to fairly recover costs based on how customers use the system, and in any event, not to exceed the proportional cost of the water service attributable to each parcel.
4.1 Methodology
The American Water Works Association (AWWA) recommends methods to classify costs among various customers. Using the Base-Extra Capacity Method as recommended by the AWWA, water operating expenses are allocated to the following categories: (a) Base, (b) Extra, (c) Meters and Services, and (d) Customer Service. The Base and Extra categories are intended to recover the costs to deliver water to customers, while the Customer Service and Meters and Services categories are intended to recover expenses related to maintaining infrastructure in the system to supply water at all times under the proposed water service rates in this study. A summary of the cost allocation categories is provided below:
Base: Base costs include the expenses related to providing water under average (“base”) demand conditions.
Extra: The extra category includes costs related to providing water above the system average demand (i.e., related to peak, “extra” usage).
Meters and Services: These include costs related to maintaining infrastructure and operating capacity to provide service at any time under the proposed water service fee rates in this study.
Customer Service: This category contains costs associated with serving customers, such as billing and answering customer inquiries.
4.2 Proposed Cost Allocation
This section determines the percentage of the annual revenue requirement to be collected from each rate or charge (consisting of the usage rate and the fixed minimum charge) based on the actual costs attributable to each rate or charge and establishes that each parcel’s total water bill will not exceed the proportional cost of service for that parcel.
It is proposed that the AWWA recommended cost categories of Base and Extra be combined as the proposed usage rate is a single tier applied to all levels of use. The usage rate is proposed to recover utilities and maintenance costs as well as 50% of supplies, equipment, and permits, see Table 15. The fixed minimum charge is proposed to be made up of the AWWA recommended cost categories Meters and Services and Customer Service. The fixed charge will recover expenses for salaries and benefits for 169
City of Live Oak Page 22
Water Rate Study 2025
existing and new employees, insurance, administration, overhead, and 50% of supplies, equipment, and permit costs.
Table 15 below allocates the budgeted costs for FY2025/26, where the base fee for operations and maintenance is correlated with the actual costs regardless of the amount of customers’ water use and the usage rate for water delivery is correlated with the actual costs of water service at those levels, respectively. The FY2025/26 cost of each category is multiplied by the allocation percentages shown to calculate the total amount of revenue to be recovered from the usage and fixed rates for operating expenses. In total, the usage rate is proposed to recover 33.6% of operating costs and the fixed minimum charge is proposed to recover 66.4% of operating costs. The usage/volume rate is intended to recover the costs of delivering water to customers and is the same for all rate options. The proposed fixed meter fees are intended to recover the fixed operating costs shown below plus debt service costs, capital expenses, and repayment of prior deficits.
Table 15: Cost Allocation
FY2025/26 Base & Extra Meters & Services
Budget Volume Fixed
Operating Expenses
Salaries & Benefits 804,900 0% 100%
New Employee 93,750 0% 100%
Supplies, Equipment & Permits 72,000 50% 50%
System Maintenance 283,900 100% 0%
Utilities 275,400 100% 0%
Insurance 55,800 0% 100%
Administration & Overhead 188,600 0% 100%
Total Operating Costs 1,774,350 595,300 1,179,050
Cost Allocation 33.6% 66.4%
170
City of Live Oak Page 23
Water Rate Study 2025
SECTION 5: RATE DESIGN
Following the allocation of costs, the next step is to derive the total cost responsibility for each customer class by developing unit costs of service for each cost function and then assigning those costs to the customer classes based on the respective service requirements of each.
5.1 Billing Units
AWWA guidelines recommend using meter equivalents to assign demand-related costs to larger meter sizes. The ratio at which the meter charge increases is typically a function of either meter investment (estimated cost) or the meter’s safe operating capacity. Larger meters have the ability to place a greater demand on the water system and are therefore charged based on that potential demand. For example, based on the AWWA meter capacity ratios, a customer that has a 2” meter has 5.33 times the capacity equivalency of a customer with a 3/4” meter—a 2” meter has a safe operating capacity of 160 gallons per minute (gpm) compared to a 3/4” meter which has a safe operating capacity of 30 gpm.
Table 16 shows the proposed meter equivalents based on AWWA standards. The alignment of the fixed rates with the proposed meter equivalents will ensure that each meter size is charged based on their proportional impact on the system. The number of proposed meter equivalents is the same for each of the three rate options.
Table 16: Proposed Meter Equivalents
Meter
Size
# of
Meters
Operating
Capacity (gpm)
[1]
Meter
Ratio
# of Meter
Equivalents
[2]
3/4" 2,419 30 1.00 2,419.00
1" 18 50 1.67 30.00
1.5" 13 100 3.33 43.33
2" 24 160 5.33 128.00
3" 7 320 10.67 74.67
4" 4 500 16.67 66.67
6" 1 1,000 33.33 33.33
Total 2,486 2,795.00
1 - gpm = gallons per minute
2 - Meter Ratio times number of meters
171
City of Live Oak Page 24
Water Rate Study 2025
5.2 Rate Design Considerations
One goal of this rate study is to revise the rate structure to recover costs more fairly from customers.
The proposed water rate structure described under each of the following three rate options eliminates the water allotment included in the Minimum Charge so that customers are billed a volume rate for all water consumed. Currently, for customers with a 3/4” meter, the Minimum Charge includes 20 HCF of water usage per month. However, the average customer uses only 13 HCF per month, meaning that the average customer is paying for water which they are not using. By eliminating the water usage included with the Minimum Charge, customers would only pay for each actual unit of water usage and would have greater control over their bills.
5.3 OPTION 1 – Rate Design
5.3.1 Rate Calculation
Table 17 provides the calculation of the fixed and usage (volume) rate for Option 1. The cost allocation percentages (derived in Table 15) are applied to the operating costs for each year (Table 12) to determine the revenue requirement for the fixed and volume operating cost components. In addition, revenues for capital costs, debt service costs, and repayment of prior deficits are added to the meter fee.
The revenue requirement for the volume rate is divided by estimated annual water usage to calculate the rate per HCF. A 5% conservation factor was applied to prior year water use (Table 6) to project annual water consumption over the next five years. This factor accounts for some reduction in usage as customers respond to the increase in the rates. The revenue requirement for the fixed rate is divided by the total number of meter equivalents (Table 16) then divided by 12 months to calculate a monthly rate per meter equivalent. To be conservative, it is estimated that no new customers will connect to the system over the next five years and that both the number of meter equivalents and annual water usage will remain constant.
For FY2025/26, the volume rate revenue requirement of $595,300 divided by estimated usage of 442,333 HCF results in a proposed rate of $1.35 per HCF. The fixed rate revenue requirement of $794,600 divided by 2,795 meter equivalents results in a proposed rate of $23.69 per meter equivalent per month.
172
City of Live Oak Page 25
Water Rate Study 2025
Table 17: OPTION 1 Rate Design
2025/26 2026/27 2027/28 2028/29 2029/30
Volume Rate Revenues $595,300 $658,224 $693,485 $731,699 $773,335 Fixed Rate Revenues $794,600 $1,009,676 $1,308,015 $1,670,101 $2,108,865 Total $1,389,900 $1,667,900 $2,001,500 $2,401,800 $2,882,200 Volume Rate Revenue $595,300 $658,224 $693,485 $731,699 $773,335 Usage (HCF) 442,333 442,333 442,333 442,333 442,333
Rate per HCF $1.35 $1.49 $1.57 $1.65 $1.75
Fixed Rate Revenues $794,600 $1,009,676 $1,308,015 $1,670,101 $2,108,865 Meter Equivalents 2,795.00 2,795.00 2,795.00 2,795.00 2,795.00 Rate per Equiv per month $23.69 $30.10 $39.00 $49.79 $62.88
5.3.2 Proposed Five-Year Rate Plan
Table 18 provides the five-year schedule of proposed rates for Option 1. To calculate the proposed fixed monthly rates for meter sizes above 3/4”, the rate per meter equivalent per month (from Table 17) is scaled by the meter ratio for each meter size (Table 16). The water use included in the Minimum Charge is proposed to be eliminated and all usage will be billed the rate per HCF. The rates are calculated in this study as described above to produce rates that will be necessary to recover only the actual cost of the water service per parcel. Should the City adopt Option 1, then the rates for the water service fees in Table 18 will also apply to any additional connections built out in the City in the future.
The bottom portion of Table 18 provides a sample calculation of the proposed average bill for residential customers. The City’s average residential customer has a 3/4” meter and uses 13 HCF of water per month. Under Option 1, this customer’s bill would increase from $23.97 to $41.24 per month on September 1, 2025, an increase of $17.27 or about 72%.
173
City of Live Oak Page 26
Water Rate Study 2025
Table 18: OPTION 1 Proposed Monthly Water Rates
CURRENT PROPOSED
2025/26 2026/27 2027/28 2028/29 2029/30
Meter
Size
Use in Min
Charge
(HCF)
Minimum
Charge
Meter
Size
Use in Min
Charge
(HCF)
Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
up to 3/4" 20 $23.97 up to 3/4" 0 $23.69 $30.10 $39.00 $49.79 $62.88 1" 21 $25.38 1" 0 $39.48 $50.17 $65.00 $82.98 $104.80
1 1/2" 22 $30.78 1 1/2" 0 $78.97 $100.33 $130.00 $165.97 $209.60 2" 36 $51.41 2" 0 $126.35 $160.53 $208.00 $265.55 $335.36 3" 90 $127.35 3" 0 $252.69 $321.07 $416.00 $531.09 $670.72 4" 155 $218.69 4" 0 $394.83 $501.67 $650.00 $829.83 $1,048.00 6" 330 $465.07 6" 0 $789.67 $1,003.33 $1,300.00 $1,659.67 $2,096.00 Water Rate per HCF for
Use over Minimum $1.41 Rate per HCF (all use) $1.35 $1.49 $1.57 $1.65 $1.75 Average Bill $23.97 $41.24 $49.47 $59.41 $71.24 $85.63
3/4" Meter, 13 HCF 72% 20% 20% 20% 20%
5.3.3 Bill Impacts
For FY2025/26, the proposed 50% rate revenue adjustment from the Option 1 cash flow does not directly correlate to a 50% increase in rates for each customer due to the cost of service reallocation the updated rate structure (i.e. the updated meter equivalent ratios and the elimination of water included with the Minimum Charge). Because of the reallocation, the bill impacts to customers for the first year will vary based on meter size and actual consumption. Moreover, water consumption, particularly for single family residential customers, typically varies due to seasonal changes in weather conditions and/or other factors. Hence, a single customer could face a range of impacts throughout year.
174
City of Live Oak Page 27
Water Rate Study 2025
Table 19 provides sample bill impacts for a 3/4” meter at various levels of use under the proposed rates for Option 1 based on the typical average residential monthly usage, winter usage, and summer usage.
As shown in the table, higher water usage will result in higher bill impacts. 175
City of Live Oak Page 28
Water Rate Study 2025
Table 19: OPTION 1 Bill Impacts
CURRENT PROPOSED
Average Monthly Bill (13 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $23.69 x 1 $23.69 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 13 $0.00 All Use $1.35 x 13 $17.55 21+ $1.41 x 0 $0.00
13 $0.00
Total Monthly Bill $23.97 Total Monthly Bill $41.24
72%
Average Winter Bill (7 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $23.69 x 1 $23.69 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 7 $0.00 All Use $1.35 x 7 $9.45 21+ $1.41 x 0 $0.00
7 $0.00
Total Monthly Bill $23.97 Total Monthly Bill $33.14
38%
Average Summer Bill (21 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $23.69 x 1 $23.69 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 20 $0.00 All Use $1.35 x 21 $28.35 21+ $1.41 x 1 $1.41
21 $1.41
Total Monthly Bill $25.38 Total Monthly Bill $52.04
105%
176
City of Live Oak Page 29
Water Rate Study 2025
5.4 OPTION 2 – Rate Design
5.4.1 Rate Calculation
The proposed rates for Option 2 were calculated in the same manner as the proposed rates for Option 1, with the difference being the total annual revenue requirement to be recovered from the fixed charge.
The rate revenue requirement allocated to the volume rate component is the same as Option 1 (from Table 17), and the fixed rate revenue requirement is adjusted reflecting the total revenue requirement for Option 2 compared with Option 1. The projected annual water consumption and number of meter equivalents remains the same. Table 20 provides the rate calculation under the Option 2 revenue requirements (Table 13).
Table 20: OPTION 2 Rate Design
2025/26 2026/27 2027/28 2028/29 2029/30
Volume Rate Revenues $595,300 $658,224 $693,485 $731,699 $773,335 Fixed Rate Revenues $887,300 $1,269,176 $1,812,115 $1,899,201 $1,989,065 Total $1,482,600 $1,927,400 $2,505,600 $2,630,900 $2,762,400 Volume Rate Revenue $595,300 $658,224 $693,485 $731,699 $773,335 Usage (HCF) 442,333 442,333 442,333 442,333 442,333
Rate per HCF $1.35 $1.49 $1.57 $1.65 $1.75
Fixed Rate Revenues $887,300 $1,269,176 $1,812,115 $1,899,201 $1,989,065 Meter Equivalents 2,795.00 2,795.00 2,795.00 2,795.00 2,795.00 Rate per Equiv per month $26.45 $37.84 $54.03 $56.62 $59.30
5.4.2 Proposed 5-Year Rate Plan
Table 21 provides the five-year schedule of proposed rates for Option 2. The proposed fixed monthly rates for meter sizes above 3/4” are calculated by scaling the rate per meter equivalent per month (from Table 20) by the meter ratio for each meter size (Table 16). The water use included in the Minimum Charge is proposed to be eliminated and all usage will be billed the rate per HCF. The rates are calculated in this study as described above to produce rates that will be necessary to recover only the actual cost of the water service per parcel. Should the City adopt Option 2, then the rates for the water service fees in Table 21 will also apply to any additional connections built out in the City in the future.
The bottom portion of Table 21 provides a sample calculation of the proposed average bill for residential customers. The City’s average residential customer has a 3/4” meter and uses 13 HCF of water per month. Under Option 2, this customer’s bill would increase from $23.97 to $44.00 per month on September 1, 2025, an increase of $20.03 or about 84%.
177
City of Live Oak Page 30
Water Rate Study 2025
Table 21: OPTION 2 Proposed Monthly Water Rates
CURRENT PROPOSED
2025/26 2026/27 2027/28 2028/29 2029/30
Meter
Size
Use in Min
Charge
(HCF)
Minimum
Charge
Meter
Size
Use in Min
Charge
(HCF)
Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
up to 3/4" 20 $23.97 up to 3/4" 0 $26.45 $37.84 $54.03 $56.62 $59.30 1" 21 $25.38 1" 0 $44.08 $63.07 $90.05 $94.37 $98.83
1 1/2" 22 $30.78 1 1/2" 0 $88.17 $126.13 $180.10 $188.73 $197.67 2" 36 $51.41 2" 0 $141.07 $201.81 $288.16 $301.97 $316.27 3" 90 $127.35 3" 0 $282.13 $403.63 $576.32 $603.95 $632.53 4" 155 $218.69 4" 0 $440.83 $630.67 $900.50 $943.67 $988.33 6" 330 $465.07 6" 0 $881.67 $1,261.33 $1,801.00 $1,887.33 $1,976.67 Water Rate per HCF for
Use over Minimum $1.41 Rate per HCF (all use) $1.35 $1.49 $1.57 $1.65 $1.75 Average Bill $23.97 $44.00 $57.21 $74.44 $78.07 $82.05
3/4" Meter, 13 HCF 84% 30% 30% 5% 5%
5.4.3 Bill Impacts
Similar to Option 1, the FY2025/26 proposed 60% rate revenue adjustment from the Option 2 cash flow does not directly correlate to a 60% increase in rates for each customer due to the cost of service reallocation and the updated rate structure. Bill impacts for the first year will vary based on meter size and actual consumption. The average customer will face a range of impacts throughout the year as water consumption varies due to seasonal weather patterns and other factors. Table 22 provides sample bill impacts for the typical average residential monthly bill, winter bill, and summer bill under the proposed Option 2 rates. The typical summer bill is proposed to increase to a greater extent than the typical winter bill which reflects a higher percentage of water rate revenues recovered through the usage rates.
178
City of Live Oak Page 31
Water Rate Study 2025
Table 22: OPTION 2 Bill Impacts
CURRENT PROPOSED
Average Monthly Bill (13 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $26.45 x 1 $26.45 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 13 $0.00 All Use $1.35 x 13 $17.55 21+ $1.41 x 0 $0.00
13 $0.00
Total Monthly Bill $23.97 Total Monthly Bill $44.00
84%
Average Winter Bill (7 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $26.45 x 1 $26.45 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 7 $0.00 All Use $1.35 x 7 $9.45 21+ $1.41 x 0 $0.00
7 $0.00
Total Monthly Bill $23.97 Total Monthly Bill $35.90
50%
Average Summer Bill (21 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $26.45 x 1 $26.45 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 20 $0.00 All Use $1.35 x 21 $28.35 21+ $1.41 x 1 $1.41
21 $1.41
Total Monthly Bill $25.38 Total Monthly Bill $54.80
116%
179
City of Live Oak Page 32
Water Rate Study 2025
5.5 OPTION 3 – Rate Design
5.5.1 Rate Calculation
The proposed rates for Option 3 were calculated in the same manner as the proposed rates for Options 1 and 2. The annual volume rate revenue requirements and proposed usage rates remain the same.
Table 23 provides the rate calculation under the Option 3 revenue requirements (Table 14).
Table 23: OPTION 3 Rate Design
2025/26 2026/27 2027/28 2028/29 2029/30
Volume Rate Revenues $595,300 $658,224 $693,485 $731,699 $773,335 Fixed Rate Revenues $701,900 $1,157,876 $1,849,015 $1,937,901 $2,029,765 Total $1,297,200 $1,816,100 $2,542,500 $2,669,600 $2,803,100 Volume Rate Revenue $595,300 $658,224 $693,485 $731,699 $773,335 Usage (HCF) 442,333 442,333 442,333 442,333 442,333
Rate per HCF $1.35 $1.49 $1.57 $1.65 $1.75
Fixed Rate Revenues $701,900 $1,157,876 $1,849,015 $1,937,901 $2,029,765 Meter Equivalents 2,795.00 2,795.00 2,795.00 2,795.00 2,795.00 Rate per Equiv per month $20.93 $34.52 $55.13 $57.78 $60.52
5.5.2 Proposed 5-Year Rate Plan
Table 24 provides the five-year schedule of proposed rates for Option 3. The bottom portion of Table 24 provides a sample calculation of the proposed average bill for residential customers. The City’s average residential customer has a 3/4” meter and uses 13 HCF of water per month. Under Option 3, this customer’s bill would increase from $23.97 to $38.48 per month on September 1, 2025, an increase of $14.51 or about 61%.
180
City of Live Oak Page 33
Water Rate Study 2025
Table 24: OPTION 3 Proposed Monthly Water Rates
CURRENT PROPOSED
2025/26 2026/27 2027/28 2028/29 2029/30
Meter
Size
Use in Min
Charge
(HCF)
Minimum
Charge
Meter
Size
Use in Min
Charge
(HCF)
Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
up to 3/4" 20 $23.97 up to 3/4" 0 $20.93 $34.52 $55.13 $57.78 $60.52 1" 21 $25.38 1" 0 $34.88 $57.53 $91.88 $96.30 $100.87
1 1/2" 22 $30.78 1 1/2" 0 $69.77 $115.07 $183.77 $192.60 $201.73 2" 36 $51.41 2" 0 $111.63 $184.11 $294.03 $308.16 $322.77 3" 90 $127.35 3" 0 $223.25 $368.21 $588.05 $616.32 $645.55 4" 155 $218.69 4" 0 $348.83 $575.33 $918.83 $963.00 $1,008.67 6" 330 $465.07 6" 0 $697.67 $1,150.67 $1,837.67 $1,926.00 $2,017.33 Water Rate per HCF for
Use over Minimum $1.41 Rate per HCF (all use) $1.35 $1.49 $1.57 $1.65 $1.75 Average Bill $23.97 $38.48 $53.89 $75.54 $79.23 $83.27
3/4" Meter, 13 HCF 61% 40% 40% 5% 5%
5.5.3 Bill Impacts
Table 25 provides sample bill impacts for the typical average residential monthly bill, winter bill, and summer bill under the proposed Option 3 rates.
181
City of Live Oak Page 34
Water Rate Study 2025
Table 25: OPTION 3 Bill Impacts
CURRENT PROPOSED
Average Monthly Bill (13 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $20.93 x 1 $20.93 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 13 $0.00 All Use $1.35 x 13 $17.55 21+ $1.41 x 0 $0.00
13 $0.00
Total Monthly Bill $23.97 Total Monthly Bill $38.48
61%
Average Winter Bill (7 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $20.93 x 1 $20.93 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 7 $0.00 All Use $1.35 x 7 $9.45 21+ $1.41 x 0 $0.00
7 $0.00
Total Monthly Bill $23.97 Total Monthly Bill $30.38
27%
Average Summer Bill (21 HCF)
Fee Categories Rate
Count of
Units
Total
Charges Fee Categories Rate
Count
of Units
Total
Charges
Minimum Charge (3/4") $23.97 x 1 $23.97 Meter Fee (3/4") $20.93 x 1 $20.93 Usage (HCF) Usage (HCF)
0 - 20 (included) $0.00 x 20 $0.00 All Use $1.35 x 21 $28.35 21+ $1.41 x 1 $1.41
21 $1.41
Total Monthly Bill $25.38 Total Monthly Bill $49.28
94%
182
City of Live Oak Page 35
Water Rate Study 2025
5.6 Monthly Water Bill Comparison
Figure 5 provides a bill survey comparing the City of Live Oak’s typical 3/4” meter water bill with those of other local agencies. The survey includes the current bill for 13 HCF of monthly usage as well as the proposed monthly bills under Options 1, 2, and 3. Under current rates, the average residential customer pays about $24 per month for water service which is the lowest of all bills surveyed.
Figure 5: Monthly Water Bill Survey
183
City of Live Oak Page 36
Water Rate Study 2025
As a point of comparison, the City’s monthly bill for sewer service was also compared to that of other local agencies. The City’s current residential sewer service rate is a fixed charge of $68.80 per month which is on the higher end of the agencies surveyed. The City’s sewer rates were not evaluated as part of this study, but the comparison is useful to assess impacts on customers’ total utility bills which include both water and sewer service.
Figure 6: Monthly Sewer Bill Survey
184
City of Live Oak Page 37
Water Rate Study 2025
Figure 7 combines the data from Figure 5 and Figure 6 to show how the City’s current combined water and sewer bill compares to both other local agencies and the proposed combined water and sewer bill under each water rate option described in this report. The City’s current and proposed combined bills are in the middle of the range of agencies surveyed.
Figure 7: Monthly Combined (Water & Sewer) Bill Survey
185
Water Rate Study
City Council Meeting
March 5, 2025
Alison Lechowicz
Project Manager
CITY OF LIVE OAK
186
Background
The City provides water service to about 2,500 accounts The Water Fund is an enterprise fund and should be self-supported by rates The City’s water rates have fallen behind the cost of service Live Oak’s water rates are among the lowest in the local area Rates have not been increased in about 10 years
Annual operating expenses exceed revenues
Projected negative fund balance of about $3.7 million by June 30, 2025 Rate study covers a 5-year period
First rate increase effective September 1, 2025
Subsequent increases will go into effect July 1 of 2026, 2027, 2028, 2029 2 187
Legal Requirements: Proposition 218
Governs how water service charges can be calculated and adopted Rates can be adopted over a maximum 5-year period with a single study Rates must be based on the reasonable cost of providing service Rates must proportionally recover costs based on how customers take service Procedural requirements for adopting rate adjustments:
The City must analyze its cost of service
Mail a notice of a public hearing to consider the rates to property owners Allow property owners to submit written protests
Hold a public hearing a minimum of 45 days after notice is mailed Rates cannot be adopted if more than 50% of ratepayers submit written protests NEW January 1, 2025 Exhaustion of Administrative Remedies Customers can submit a Written Objection to the rate proposal (must cite specific statutes, rules, constitutional provisions, regulations, and/or cases that are alleged to be violated) Failure to submit a Written Objection limits future lawsuits 3 188
4 Current Monthly Water Rates
Meter Size Use Included in
Minimum Charge (HCF)
Minimum
Charge
up to 3/4” 20 $23.97
1” 21 $25.38
1 1/2” 22 $30.78
1 3/4” 22 $30.78
2” 36 $51.41
3” 90 $127.35
4” 155 $218.69
6” 330 $465.07
Water Rate per HCF for use over Minimum $1.41
*HCF = hundred cubic feet; 1 HCF = 748 gallons
189
5 Typical Bills at Current Rates
Average Monthly Bill (13 HCF)
Category Rate Count Total
Minimum Charge (3/4”) $23.97 x 1 $23.97
Usage (HCF)
0 - 20 (included) $0.00 x 13 $0.00
21+ $1.41 x 0 $0.00
Subtotal Usage 13 $0.00
Total Monthly Bill $23.97
Average Winter Bill (7 HCF)
Category Rate Count Total
Minimum Charge (3/4”) $23.97 x 1 $23.97
Usage (HCF)
0 - 20 (included) $0.00 x 7 $0.00
21+ $1.41 x 0 $0.00
Subtotal Usage 7 $0.00
Total Monthly Bill $23.97
Average Summer Bill (21 HCF)
Category Rate Count Total
Minimum Charge (3/4”) $23.97 x 1 $23.97
Usage (HCF)
0 - 20 (included) $0.00 x 20 $0.00
21+ $1.41 x 1 $1.41
Subtotal Usage 21 $1.41
Total Monthly Bill $25.38
190
Why are rate increases needed?
Fund the full cost of providing service
Reverse operating deficit
Collect sufficient funds to cover:
Operations and maintenance
New needed staff members
Capital Projects
Annual Debt Payment (2005 loan)
Begin repayment of negative fund balance
6 191
Cost of Service Analysis 2024/25
7 Revenues
Water Rate Revenues $926,600
Penalty Charges $5,600
Total Current Revenues $932,200
Expenses
Operating Expenses $1,645,100
Capital Projects $133,400
Debt Service $74,900
Total Expenses $1,853,400
Net revenues at current rates -$921,200
June 20, 2025
Estimated Fund Balance
of -$3.7 million
192
Cost of Service, 2025/26 - 2029/30
8 Operating Expenses
Annual inflationary increases expected for most expenses Projected 25% annual increase in property insurance
8% annual increase in utilities
New staffing costs: One new operator in 2025/26 and one new operator in 2026/27 Capital Projects
Five-year total = $1.97 million
Projects include replacing valves, maintaining and repairing backflow preventors, upgrading the water meter reading system, and improving the booster pump station Annual debt service payments of about $70,000
193
Needed Capital Improvements
9 Fiscal Year 2025/26 2027/28 2027/28 2028/29 2029/2030 5-Year Total Building Repairs Well 1, Fix roof $50,000 $0 $0 $0 $0 $50,000 Inspection of water treatment
systems $80,000 $0 $0 $0 $0 $80,000
Valve replacement program $0 $50,000 $50,000 $50,000 $150,000 Inspect, maintain and repair backflow
preventors $85,000 $90,000 $95,000 $105,000 $110,000 $485,000 Well 3 and 4 upgrades - new
backwash valves, backwash control
system upgrades, new PLC’s, etc.
$0 $50,000 $50,000 $0 $0 $100,000
Back-up Generator at Well 7 $0 $0 $120,000 $0 $0 $120,000 SCADA upgrade $0 $250,000 $0 $0 $0 $250,000
Security system upgrade $60,000 $0 $0 $0 $0 $60,000
Communication system upgrade $45,000 $0 $0 $0 $0 $45,000 Upgrade Water Meter reading system $50,000 $50,000 $50,000 $0 $0 $150,000 Empty and demolish BPS Sludge
Storage Tank $280,000 $0 $0 $0 $0 $280,000
Update Water Master Plan $100,000 $0 $0 $0 $0 $100,000
Booster Pump Station (BPS) Generator
Automatic Transfer Switch installation $0 $100,000 $0 $0 $0 $100,000 Total $750,000 $590,000 $365,000 $155,000 $110,000 $1,970,000 194
Summary of Cash Flow Options
10 Options Annual Rate Revenue
Increases
Cumulative
Revenue
Increase Over
5 Years
Additional
Accrual
Repayment of
Prior Balance
Option 1 50%/20%/20%/20%/20% 211% ($2,723,850) $409,800 Option 2 60%/30%/30%/5%/5% 198% ($1,892,450) $528,500
Option 3 40%/40%/40%/5%/5% 203% ($2,158,250) $644,800
All three options fund new staff members and capital improvements Due to the proposed phase-in of rate adjustments, the Water Fund is proposed to have negative net operations in the first 2-3 years of the rate plan Beginning in year 3 or 4 of the rate plan, the Water Fund is projected to have positive net revenues and will begin to repay its negative fund balance 195
11 196
12 197
13 198
Rate Design Considerations
Eliminate water usage included in the Minimum Charge
All usage will be billed the usage rate
Fairer to lower water users
72% of current usage falls within the Minimum Charge
Adjust fixed charge vs. usage rate recovery
Usage rates are proposed to recovery water supply and delivery costs Usage rates are the same across all options
Fixed fees are proposed to recover fixed operating costs, debt service, capital costs, and repayment of the negative fund balance Realign Minimum Charge with the max capacity of each meter size Reflects each customer’s proportional impact on the water system Low income or senior discount policy implications
14 199
Option 1 Proposed Rates
15 CURRENT 2025/26 2026/27 2027/28 2028/29 2029/30
Effective Date Sep 1, 2025 Jul 1, 2026 Jul 1, 2027 Jul 1, 2028 Jul 1, 2029 FIXED CHARGE *
Meter Size
up to 3/4" $23.97 $23.69 $30.10 $39.00 $49.79 $62.88
1" $25.38 $39.48 $50.17 $65.00 $82.98 $104.80
1 1/2" $30.78 $78.97 $100.33 $130.00 $165.97 $209.60
2" $51.41 $126.35 $160.53 $208.00 $265.55 $335.36
3" $127.35 $252.69 $321.07 $416.00 $531.09 $670.72
4" $218.69 $394.83 $501.67 $650.00 $829.83 $1,048.00
6" $465.07 $789.67 $1,003.33 $1,300.00 $1,659.67 $2,096.00
USAGE RATE
Rate per HCF**
Above
Allotment All Use All Use All Use All Use All Use
$1.41* $1.35 $1.49 $1.57 $1.65 $1.75
* Fixed charge includes a usage allotment that varies by meter size; use above the allotment is billed $1.41 per HCF ** HCF = hundred cubic feet; 1 HCF = 748 gallons
200
Option 2 Proposed Rates
16 CURRENT 2025/26 2026/27 2027/28 2028/29 2029/30
Effective Date Sep 1, 2025 Jul 1, 2026 Jul 1, 2027 Jul 1, 2028 Jul 1, 2029 FIXED CHARGE *
Meter Size
up to 3/4" $23.97 $26.45 $37.84 $54.03 $56.62 $59.30
1" $25.38 $44.08 $63.07 $90.05 $94.37 $98.83
1 1/2" $30.78 $88.17 $126.13 $180.10 $188.73 $197.67
2" $51.41 $141.07 $201.81 $288.16 $301.97 $316.27
3" $127.35 $282.13 $403.63 $576.32 $603.95 $632.53
4" $218.69 $440.83 $630.67 $900.50 $943.67 $988.33
6" $465.07 $881.67 $1,261.33 $1,801.00 $1,887.33 $1,976.67
USAGE RATE
Rate per HCF**
Above
Allotment All Use All Use All Use All Use All Use
$1.41* $1.35 $1.49 $1.57 $1.65 $1.75
* Fixed charge includes a usage allotment that varies by meter size; use above the allotment is billed $1.41 per HCF ** HCF = hundred cubic feet; 1 HCF = 748 gallons
201
Option 3 Proposed Rates
17 CURRENT 2025/26 2026/27 2027/28 2028/29 2029/30
Effective Date Sep 1, 2025 Jul 1, 2026 Jul 1, 2027 Jul 1, 2028 Jul 1, 2029 FIXED CHARGE *
Meter Size
up to 3/4" $23.97 $20.93 $34.52 $55.13 $57.78 $60.52
1" $25.38 $34.88 $57.53 $91.88 $96.30 $100.87
1 1/2" $30.78 $69.77 $115.07 $183.77 $192.60 $201.73
2" $51.41 $111.63 $184.11 $294.03 $308.16 $322.77
3" $127.35 $223.25 $368.21 $588.05 $616.32 $645.55
4" $218.69 $348.83 $575.33 $918.83 $963.00 $1,008.67
6" $465.07 $697.67 $1,150.67 $1,837.67 $1,926.00 $2,017.33
USAGE RATE
Rate per HCF**
Above
Allotment All Use All Use All Use All Use All Use
$1.41* $1.35 $1.49 $1.57 $1.65 $1.75
* Fixed charge includes a usage allotment that varies by meter size; use above the allotment is billed $1.41 per HCF ** HCF = hundred cubic feet; 1 HCF = 748 gallons
202
Year 1 Sample Bill Impacts
18 Current Option 1 Option 2 Option 3
7 HCF (Winter Use)
Minimum Charge (3/4”) $23.97 $23.69 $26.45 $20.93
Usage Rates $0.00 $9.45 $9.45 $9.45
Total Monthly Bill $23.97 $33.14 $35.90 $30.38
$ Change from Current $9.17 $11.93 $6.41
% Change from Current 38% 50% 27%
13 HCF (Average Use)
Minimum Charge (3/4”) $23.97 $23.69 $26.45 $20.93
Usage Rates $0.00 $17.55 $17.55 $17.55
Total Monthly Bill $23.97 $41.24 $44.00 $38.48
$ Change from Current $17.27 $20.03 $14.51
% Change from Current 72% 84% 61%
21 HCF (Summer Use)
Minimum Charge (3/4”) $23.97 $23.69 $26.45 $20.93
Usage Rates $1.41 $28.35 $28.35 $28.35
Total Monthly Bill $25.38 $52.04 $54.80 $49.28
$ Change from Current $26.66 $29.42 $23.90
% Change from Current 105% 116% 94%
Current Option 1 Option 2 Option 3
7 HCF (Winter Use)
Minimum Charge (3/4”) $23.97 $23.69 $26.45 $20.93
Usage Rates $0.00 $9.45 $9.45 $9.45
Total Monthly Bill $23.97 $33.14 $35.90 $30.38
$ Change from Current $9.17 $11.93 $6.41
% Change from Current 38% 50% 27%
13 HCF (Average Use)
Minimum Charge (3/4”) $23.97 $23.69 $26.45 $20.93
Usage Rates $0.00 $17.55 $17.55 $17.55
Total Monthly Bill $23.97 $41.24 $44.00 $38.48
$ Change from Current $17.27 $20.03 $14.51
% Change from Current 72% 84% 61%
Current Option 1 Option 2 Option 3
7 HCF (Winter Use)
Minimum Charge (3/4”) $23.97 $23.69 $26.45 $20.93
Usage Rates $0.00 $9.45 $9.45 $9.45
Total Monthly Bill $23.97 $33.14 $35.90 $30.38
$ Change from Current $9.17 $11.93 $6.41
% Change from Current 38% 50% 27%
203
5-Year Comparison of Average Bills
19 PROPOSED MONTHLY WATER BILL (13 HCF)
Current Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
OPTION 1
Avg Monthly Bill (3/4”) $23.97 $41.24 $49.47 $59.41 $71.24 $85.63 $ Change $17.27 $8.23 $9.94 $11.83 $14.39
% Change 72% 20% 20% 20% 20%
OPTION 2
Avg Monthly Bill (3/4”) $23.97 $44.00 $57.21 $74.44 $78.07 $82.05 $ Change $20.03 $57.21 $17.23 $3.63 $3.98
% Change 84% 30% 30% 5% 5%
OPTION 3
Avg Monthly Bill (3/4”) $23.97 $38.48 $53.89 $75.54 $79.23 $83.27 $ Change $14.51 $15.41 $21.65 $3.69 $4.04
% Change 61% 40% 40% 5% 5%
PROPOSED MONTHLY WATER BILL (13 HCF)
Current Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
OPTION 1
Avg Monthly Bill (3/4”) $23.97 $41.24 $49.47 $59.41 $71.24 $85.63 $ Change $17.27 $8.23 $9.94 $11.83 $14.39
% Change 72% 20% 20% 20% 20%
OPTION 2
Avg Monthly Bill (3/4”) $23.97 $44.00 $57.21 $74.44 $78.07 $82.05 $ Change $20.03 $57.21 $17.23 $3.63 $3.98
% Change 84% 30% 30% 5% 5%
PROPOSED MONTHLY WATER BILL (13 HCF)
Current Sep 1,
2025
Jul 1,
2026
Jul 1,
2027
Jul 1,
2028
Jul 1,
2029
OPTION 1
Avg Monthly Bill (3/4”) $23.97 $41.24 $49.47 $59.41 $71.24 $85.63 $ Change $17.27 $8.23 $9.94 $11.83 $14.39
% Change 72% 20% 20% 20% 20%
204
20 5-Year Comparison of Average Bills
205
Water Rate Survey
21 206
Sewer Rate Survey
22 207
Combined Bill Survey
23 208
Next Steps
24 March 5: Present recommendations to City Council; request direction regarding a preferred alternative
Mid-March: Present the final rate study report to City Council; request authorization for Proposition 218 notification
March 28: City prints and mails the Proposition 218 notice April 23: Community Outreach meeting
May 12: Deadline for written objections
May 21: Proposition 218 hearing date (54 days after postmark) Absent a majority protest, the rates can go into effect thereafter 209
Wrap Up
25 210
City of Live Oak
Report to City Council
Meeting Date: March 5, 2025
Title: Discussion/Direction Regarding Review of Consultant Contracts and Potential Approvals Needed for Contract Extensions (BPR Consulting Group and Eide Bailly LLP)
Contact Information: Nicole Rosser, City Attorney
Background: Council will discuss options and provide direction to staff.
Recommendation: Discussion and provide direction to staff regarding the consultant contracts.
Attachments:
Contract with BPR for Building and Safety Services
Professional Services Agreement with Eide Bailly LLP for Accounting and Consulting Services 211
LIVE OAK
C ,\ L I F O It N I ,\
Contract Cover Page
Contract Title: Contract with BPR Consulting Group for Building and Safety Services Other Party: BPR
Description: Building and Safety Services
Contact: Aaron Palmer, City Manager
----------------------------------------
Contract No: 12L-_0_2_2-_0_1_3 ______ _,
M eeting Dat e: 19L-_.2_1_._20_2_2 ______ _,
Item #: IL-3 _________ _,
Authority:
ill Council
D Resolution ._I _ ___ ___,
D Cit y M anager
212
AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of September 6, 2022 by and between the City of Live Oak ("City") and BPR Consulting Group. ("Consultant").
RECITALS
A. The City Manager holds the authority under the Live Oak Municipal Code to execute this professional services agreement at this dollar amount for work related to as needed building department services in the City of Live Oak.
B. The Consultant is specially trained, experienced and competent to provide the professional services required by this Agreement.
C. The Consultant possesses the skill, experience, ability, background, license, certification, as required by law, and knowledge to provide the professional services described in this Agreement in accordance with the terms and conditions described herein.
D. City desires to retain Consultant to render the professional services as set forth in this Agreement.
1. AGREEMENT
Scope of Services. The Consultant shall furnish the following services in a professional manner: Consultant shall perform the services described in Exhibit "A" which is attached hereto and incorporated herein by reference. Consultant shall provide such professional services at the time, place, and in the manner specified in Exhibit "A," subject to the direction of the City.
2. Time of Performance. The services shall commence upon execution of this Agreement, and shall begin on September 6, 2022 for services to be rendered and shall expire on June 30, 2024, or until terminated as set forthin Section 5 (Termination) of this Agreement.
3. Compensation-for Building Department Services: Compensation to be paid to Consultant is in accordance with Exhibit "A", which is attached hereto and incorporated herein by reference and not to exceed $100,000. Upon the mutual consent of both parties, the agreement can be extended on a monthly basis and at the billing rates in effect at the conclusion of the agreement. Payment by City under this Agreement shall not be deemed a waiver of defects in Consultant's services, even if such defects were known to the City at the time of payment. Method of Payment. Consultant shall submit monthly billing to City describing the services provided during the preceding month. Consultant's bills shall include a brief description of the services performed, the date the services were performed, the