LIVE OAK CITY COUNCIL AGENDA – MARCH 4, 2026
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.
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• 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 4, 2026
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
BENJAMIN MOODY,
CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
1 LIVE OAK CITY COUNCIL AGENDA – MARCH 4, 2026
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 reflected in the meeting minutes. Please note that emailed comments will NOT be read aloud during the meeting unless an approved accommodations request has been granted.
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 reflected in the meeting minutes. Please note that eComments will NOT be read aloud during the meeting unless an approved accommodations request has been granted.
2 LIVE OAK CITY COUNCIL AGENDA – MARCH 4, 2026
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE AND INVOCATION
CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY
PRESENTATIONS AND RECOGNITIONS
PUBLIC COMMENT
Any person wishing to address the City Council on general jurisdictional matters or consent calendar items may do so at this time. If you are commenting on an agenda item, your comments will be heard at the time that item is scheduled for discussion. The City Council adopted a time limit of three minutes per person. The Brown Act does not allow for Council discussion of items not on the agenda. Councilmembers may only a) refer the matter to staff; b) ask for additional information; c) request a report back; or d) provide a limited factual response for items not listed on the agenda.
CONSENT ITEMS
Consent Calendar is passed by one motion with exceptions and separate votes as noted.
1. City Council Meeting Minutes
Recommendation: Approve the February 18, 2026, City Council Regular Meeting minutes. (Clarissa Menchaca, City Clerk)
BUSINESS ITEMS
2. Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) 2025 Annual Performance Report, Updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025-2030 CEDS Document
Recommendation: Adopt a resolution approving the Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) 2025 Annual Performance Report, updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025-2030 CEDS document and authorize its submittal to the United States Department of Commerce, Economic Development Administration as set out in the resolution before you.
(Brynda Stranix, Yuba-Sutter Economic Development Corporation Director)
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
ADJOURNMENT
3 Background:
Recommendation:
Date: March 4, 2026
To: Honorable Mayor & Members of the City Council
From: Clarissa Menchaca, City Clerk
Subject: City Council Meeting Minutes
Submitted for approval are the February 18, 2026, City Council Regular Meeting minutes.
Approve the February 18, 2026, City Council Regular Meeting minutes.
CITY OF LIVE OAK
STAFF REPORT
Attachments:
Minutes
Agenda Item 1.
4 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 18, 2026
CALL TO ORDER
Meeting called to order by Mayor Chapdelaine at Live Oak City Council Chambers, 9955 Live Oak Boulevard, Live Oak, CA at 6:01 pm.
ROLL CALL
Present: Councilmembers Woten, Santana, Hernandez, Vice Mayor Pamma, and Mayor Chapdelaine
PLEDGE OF ALLEGIANCE AND INVOCATION
Vice Mayor Pamma led the Pledge of Allegiance. Councilmember Hernandez delivered the invocation.
CORRECTIONS AND/OR CHANGES TO THE AGENDA BY CITY MANAGER ONLY Item 3 – Permanent Local Housing Allocation (PLHA) – Subrecipient Agreement – This item was removed from the agenda in its entirety and will return at a future meeting.
PRESENTATIONS AND RECOGNITIONS
There were no presentations or recognitions.
PUBLIC COMMENT
The following member of the public addressed the Council: Rick Dais.
CONSENT ITEMS
Consent Calendar is passed by one motion with exceptions and separate votes as noted.
MOTION: APPROVE THE CONSENT AGENDA.
(MOTION: PAMMA; SECOND: WOTEN)
VOTE: MOTION PASSED 4-0-1
AYES: COUNCILMEMBERS WOTEN, HERNANDEZ, VICE MAYOR PAMMA, AND MAYOR CHAPDELAINE NOES: NONE
ABSTAIN: COUNCILMEMBER SANTANA
LIVE OAK
CITY COUNCIL
MINUTES
FEBRUARY 18, 2026
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
BENJAMIN MOODY,
CITY MANAGER
NICOLE ROSSER,
CITY ATTORNEY
5 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 18, 2026
1. City Council Meeting Minutes
Clarissa Menchaca, City Clerk
Council action: February 4, 2026, City Council Regular Meeting minutes approved.
2. Agreement with Rolls, Anderson & Rolls for Little League Grant Design Benjamin Moody, City Manager
Council action: 1) City Manager authorized to enter into an agreement with Rolls, Anderson and Rolls for the design and pre-construction work associated with the Live Oak Little League Per Capita Grant Project through California State Parks and authorized the City Manager to execute minor contract adjustments, subject to approval as to form by the City Attorney; and 2) Authorized the Finance Director to make a supplemental appropriation to amend Fiscal Year 2025-26 budget to be able to expend and receive funding for the Live Oak Little League Per Capita Grant Project through California State Parks, in the amount of $177,952 within 1030-5705 and 010-4601 and take any other necessary actions to allocate the funding for use in accordance with state guidelines.
BUSINESS ITEMS
3. Permanent Local Housing Allocation (PLHA) – Subrecipient Agreement Ethan Gutierrez, Finance Director
This item was removed from the agenda in its entirety and will return at a future meeting.
4. FY2025-26 Mid-Year Budget Review and Check-In
Ethan Gutierrez, Finance Director
Ethan Gutierrez, Finance Director, provided a report for the Council.
Benjamin Moody, City Manager, addressed questions from the Council.
Public Comment was opened and closed without any speakers.
Council action: Noted and Filed Mid-Year Budget Review and Check-In for FY2025-26 and provided direction as appropriate.
ITEMS REMOVED FROM THE CONSENT AGENDA FOR COUNCIL CONSIDERATION AND ACTION There were no items removed from the Consent Agenda for Council consideration and action.
UPDATES AND ANNOUNCEMENTS FROM THE CITY ATTORNEY AND CITY MANAGER City Manager Benjamin Moody met with new Biggs City Manager and has begun collaborative meetings between the City of Gridley and the City of Biggs to explore opportunities for partnership and collaboration.
Mighty Mites Basketball will conclude this Thursday and had a strong turnout. Youth Basketball is starting this week. Parks staff are currently working on the Little League snack bar, finalizing cleanup and transition efforts as the facility is turned over to Little League under the new agreement. He also highlighted the upcoming Planning Commission meeting scheduled for March 3rd, which includes a small two-lot residential parcel map on Elm Street. Lastly, he announced that the Priority and Goal Setting meeting is scheduled for Wednesday, March 11th.
6 LIVE OAK CITY COUNCIL MINUTES – FEBRUARY 18, 2026
COUNCILMEMBER COMMENTS
Councilmember Woten thanked Finance Director Ethan Gutierrez for his work on the Mid-Year Budget Review.
Mayor Chapdelaine attended the SACOG Policy and Innovation Committee meeting last week. The full SACOG Board meeting is scheduled for tomorrow. He also participated in a meeting to receive updates on outlooks and timelines for various programs.
ADJOURNMENT
Mayor Chapdelaine adjourned the meeting at 7:04 pm.
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
7 Purpose:
Background:
Date: March 4, 2026
To: Honorable Mayor & Members of the City Council
From: Brynda Stranix, Yuba-Sutter Economic Development
Corporation Director, City Manager
Subject: Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) 2025 Annual Performance Report, Updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025- 2030 CEDS Document
Summary: Recommendation: Adopt a resolution approving the YubaSutter Comprehensive Economic Development Strategy (CEDS) 2025 Annual Performance Report, updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025- 2030 CEDS document and authorize its submittal to the United States Department of Commerce, Economic Development
Administration as set out in the resolution before you.
Fiscal Impact: No anticipated fiscal impact.
To approve the Yuba-Sutter CEDS 2025 Annual Performance Report, updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025-2030 CEDS document.
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 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 and an annual update to CEDS 5-Year document are required to qualify for U.S. Department of Commerce, Economic Development Administration (EDA) assistance under its public works, economic adjustment, and most planning programs.
These documents represent the goals and objectives of the Yuba-Sutter Economic Development District which is comprised of Yuba and Sutter Counties and the cities of Marysville, Live Oak, Wheatland, and Yuba City.
CITY OF LIVE OAK
STAFF REPORT
Agenda Item 2.
8 Analysis:
Fiscal Impact:
Recommendation:
The CEDS process is a continuing economic development planning process, developed with broad-based and diverse community participation. Included in the packet is the Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) 2025 Annual Performance Report, updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025-2030 CEDS document:
* Listing of CEDS Committee Members and Staff
* Adjustment to the Strategy and comparative review of regional performance in labor force, unemployment, per capita personal income, average wages, number of establishments and gross domestic product.
* A performance metrics comparison in 2024 versus 2025 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. * Also provided are the following updates to the following appendices:
1. Appendix I, Public Works Projects: This list of projects identifies needs of the region and reflects the goals of the CEDS.
The 2025 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 2025 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 are available for review at: https://www.chooseyubasutter.com/strategy No anticipated fiscal impact.
Adopt a resolution approving the Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) 2025 Annual Performance Report, updated Appendix I Public Works Projects, and 2026 Annual Update to the 2025-2030 CEDS document and authorize its submittal to the United States Department of Commerce, Economic Development Agenda Item 2.
9 Administration as set out in the resolution before you.
Attachments:
Resolution
2025 CEDS Performance and Update Report
Appendix I Yuba Sutter Public Works Projects 2025
2026 CEDS Document Annual Update
PowerPoint Presentation
Agenda Item 2.
10 1
Resolution No.
RESOLUTION APPROVING THE 2026 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY ANNUAL UPDATE, 2025
CEDS ANNUAL PERFORMANCE REPORT AND UPDATES TO APPENDIX I PUBLIC WORKS PROJECTS 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 County of Sutter, 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 2025 CEDS Annual Performance Report in September 2025, approved and adopted said document October 27, 2025; and WHEREAS, the CEDS Committee began preparation of the required 2025-2026 CEDS Appendix I Public Works Projects update in September 2025, and approved and adopted said document October 27, 2025; and WHEREAS, the CEDS Committee began preparation of the required 2025-2030 CEDS Document in November 2025, approved and adopted said document January 8, 2026; and WHEREAS, said action also directed the CEDS 2025 Annual Performance Report, and updates of Appendix I Public Works Projects, and the 2025-2030 CEDS document annual update be submitted to Live Oak City Council for its review and action.
NOW, THEREFORE, BE IT RESOLVED that the City Council of Live Oak, after reviewing said documents, hereby approves the CEDS 2025 Annual Performance Report, and updates of Appendix I Public Works Projects, and the 2026 Annual Update to the 2025-2030 CEDS document and authorizes its submittal to the Economic Development Administration.
PASSED AND ADOPTED by the City Council of the City of Live Oak this 4 th day of March, 2026, by the following
vote:
AYES:
NOES:
ABSENT:
NOT VOTING:
APPROVED:
Jeramy Chapdelaine, Mayor
ATTEST:
Clarissa Menchaca, City Clerk
11 YUBA-SUTTER ECONOMIC
DEVELOPMENT DISTRICT
2025 ANNUAL
PROGRESS
PERFORMANCE
REPORT
ABSTRACT
The Annual Progress Performance
Report for 2025 analyzes the YubaSutter 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 September, 2025
12 i
2025 Annual Progress Performance Report
EDA Investment #22SEAOGO151
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 comprises 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 2025 CEDS Progress Performance Report to the EDA.
13 ii
Table of Contents
Introduction...........................................................................................................................................................i 2025 Annual Performance Report........................................................................................................................1 Executive Summary...........................................................................................................................................1 CEDS Committee...............................................................................................................................................3 Adjustment to Strategy.........................................................................................................................................4 Regional Overview............................................................................................................................................5 Regional Labor Force 2016-2025 ......................................................................................................................5 Unemployment.................................................................................................................................................5 Per Capita Personal Income..............................................................................................................................5 Average Wages.................................................................................................................................................6 Establishments..................................................................................................................................................6 Cost-of-Living Index ..........................................................................................................................................6 Gross Domestic Product ...................................................................................................................................7 Performance Measures.........................................................................................................................................7 Performance Metrics........................................................................................................................................7 Evaluation of Progress on Goals and Tactics ........................................................................................................8 Vision ................................................................................................................................................................8 Goals and Accomplishments in 2025....................................................................................................................8 Goal 1 – Innovation & Economic Development................................................................................................9 Goal 2 – Workforce and Education.................................................................................................................10 Goal 4 – Quality of Life and Place ...................................................................................................................16 Economic Disaster, Recovery and Resiliency......................................................................................................21 Report on Economic Development Activities.....................................................................................................22 Schedule of Goals - YSEDC ..................................................................................................................................25 Schedule of Goals - Region .................................................................................................................................25 14 1
2025 Annual Performance Report
Executive Summary
This report analyzes the Yuba-Sutter region’s current economic conditions and provides an update on the progress toward achieving regional goals and objectives as well as implementing the region’s plan of action.
The Yuba-Sutter Economic Development District (YSEDD), administered by the Yuba-Sutter Economic Development Corporation (YSEDC), is pleased to submit its 2025 Comprehensive Economic Development Strategy (CEDS) Performance and Update Report to the U.S. Department of Commerce, Economic Development Administration (EDA). This annual report summarizes the region’s progress in implementing the 2020–2025 CEDS, details key accomplishments from January through September 2025, and introduces the updated 2025–2030 CEDS, approved by EDA on March 17, 2025.
Regional Overview
The Yuba-Sutter region, encompassing Yuba and Sutter counties and the cities of Live Oak, Marysville, Wheatland, and Yuba City, continues to demonstrate gradual economic recovery and moderate growth. The regional labor force increased by 0.63% (from 79,900 to 80,400), while average annual wages rose 2.88% to $59,942. The regional annual average unemployment rate as of August 2025 remains above state and national averages (7.89% vs. 5.4% CA and 4.2% U.S.), reflecting ongoing workforce participation and skills challenges. The regional GDP grew
4.9% in 2024, with Health Care, Retail Trade, and Public Administration leading total output valued at $8.3 billion.
Performance Highlights by Goal
Goal 1 – Innovation & Economic Development
• Business Attraction and Cluster Development: 18 industry inquiries representing $2.46 billion in potential investment and 3,248 prospective jobs were recorded. Primary siting barriers remain water and wastewater infrastructure capacity.
• Small Business and Entrepreneurship Support: YSEDC and partners assisted 2,452 businesses, conducted 3 QuickBooks Online training series, and delivered 2,000+ technical assistance services to 3,880 businesses. Three new loans totaling $133,689 leveraged an additional $97,805 in capital infusion and created/retained 71 jobs.
• Consortium Outreach: Over 60 business networking events engaged 2,460 local business representatives, and the May 2025 Business Walk reached 32 firms in Sutter County.
Goal 2 – Workforce and Education
• Workforce Alignment: Yuba College is launching a new AgTech faculty position to link training with regional employer needs and has achieved national “Caring Campus” Silver Certification for student success. YSEDC convened local employers to develop the program. • Training and Employment Outcomes: Sutter and Yuba One Stops served 13,654 individuals, made 436 employment placements, and facilitated 12 job fairs resulting in 383 jobs. • Education and Recognition: Yuba College’s Advanced Manufacturing Program captured the national championship at ProjectMFG Clash of Trades 2025, earning a $100,000 award.
Goal 3 – Infrastructure Modernization
• Regional Infrastructure Development: Major multi-agency projects advanced in 2025 totaling over $1 billion in combined investment, including:
15 2
o South Yuba County Regional Water/Wastewater Project ($200 million, Phase 1 funded at $75 million SWRCB + $80 million YWA loan).
o Marysville Ring Levee and Feather River West Levee Projects (Phase 2 completion by 2026). o Beale Air Force Base capital improvements exceeding $700 million in MILCON and O&M projects (five completed in 2025).
o Yuba-Sutter Transit Facility Replacement Project ($71.5 million; $52 million secured to date). • Appendix I provides a full inventory of completed, ongoing, and planned infrastructure projects through 2030.
Goal 4 – Quality of Life and Place
• Continued expansion of parks, trails, arts, and tourism programming through partners such as the Sutter County Museum, Yuba-Sutter Regional Arts Council, and Sutter Buttes Land Trust. Local jurisdictions advanced housing and revitalization initiatives to improve community resilience, including North Beale Road Revitalization (Phases I–III) and downtown enhancements in Marysville and Wheatland.
Organizational and Committee Updates
The 2025–2026 CEDS Committee, comprising over 60 representatives from business, education, government, and nonprofit sectors, maintains balanced private–public participation. Minor CEDS committee adjustments occurred due to leadership changes, but there were no staff or capacity reductions within YSEDC/YSEDD.
Adjustments to Strategy
In 2025, YSEDC completed the five-year CEDS update, informed by a community-wide SWOT analysis and stakeholder survey. The updated strategy refines focus areas around innovation clusters, infrastructure investment, housing alignment, and inclusive workforce development to strengthen regional resilience and competitiveness.
Schedule of Goals – 2026 Outlook
The upcoming year’s priorities include:
1. Advancing construction of the Wheatland–OPUD regional wastewater connection.
2. Completing Yuba-Sutter Transit facility design and financing.
3. Expanding business technical assistance to 4,000+ firms and securing $250,000+ in new lending capital.
4. Launching regional workforce–industry forums to align AgTech, health, and manufacturing training pipelines.
5. Supporting quality-of-life initiatives that enhance downtowns, tourism, and cultural assets.
Summary Statement
The Yuba-Sutter Economic Development District continues to demonstrate strong regional collaboration, measurable economic outcomes, and strategic leadership in advancing infrastructure, workforce, and business development. Despite persistent challenges in housing and infrastructure capacity, the region’s coordinated efforts, project pipeline, and data-driven planning align squarely with EDA’s goals for resilience, equity, and sustainable economic growth.
16 3
CEDS Committee
The CEDS committee completed the process of the 2025-2030 five-year update of the CEDS on March 8, 2025, and it was approved by the Department of Commerce Economic Development Administration on March 17, 2025.
The 2025-2026 CEDS committee composition consists of the following members representing both the private and public sectors. There are no changes to the YSEDD staff or its capacity to support the development or implementation of the CEDS. There were minor changes to the CEDS committee as one jurisdiction experienced leadership changes in 2025.
Private Sector
Name Company/Organization Position Interest Group
Camille Benner Habitat Housing Projects Director of Family Services Housing/low income 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
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 Private Sector 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 Resident Executive Director Concerned Citizen Cathy LeBlanc Camptonville Community Partnership Executive Director Energy Alyssa Lindman Sutter Buttes Regional Land Trust Executive Director Tourism Larry Carmichael The Salvation Army Yuba Sutter Corps Corps Officer Homeless/nonprofit John Nicoletti Habitat for Humanity Yuba Sutter Chief Operating Officer 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 Econ Dev
Marni Sanders Blue Zones Project Executive Director, Yuba Sutter Health Brynda Stranix YSEDC/YSEDD President/COO Econ Dev
Brynda Stranix Yuba Sutter Chamber of Commerce Managing Director Business Assistance Stephanie William Camptonville Community Partnership Incoming Executive Director Energy 17 4
Public Sector
Name Name Name Name
Blaze Baker Beale AFB Installation Management Flight
Chief
Government, Military
Gustavo Becerra Regional Housing Projects CEO Housing/low income Robert Bendorf Yuba City Interim City Manager Government, City Swarnjit Boyal OPUD Manager Government, District
Michael Bessette Sutter Butte Flood Control Agency Executive Director Government, JPA Samuel Bunton Yuba County Public Works Director Government, County Purnia Burke Yuba County One Stop Workforce Development Government, Workforce Terri Daly Yuba Water Agency Assistant General Manager Government, Special District Brian Davis Linda County Water District General Manager Government, Special District Tawny Dotson Yuba College President Education
Araceli Gonzales Sutter County One Stop CEO Government, County 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 Suki Johal Caltrans Associate Transportation Planner -
North Branch District 3 Government, State
Jason Kopping Yuba County Airport Projects Y.C. Airport CEO Government, County Lance Landon Beale AFB Deputy Base Civil Engineer Government, Military Mike Lee Yuba County Community Development &
Services Agency Director
Government, County
Doug Libby Director of Development Services Public Works Director Government, City Creig Marcus Enterprise Rancheria Estom Yumeka
Maidu
Tibal Administrator Government, Native
American
Phil Marler City of Yuba City Director of Utilities Government, City Kimberly Matta Yuba County Airport Projects Y.C. Airport Administrator Government, County Mathew Mauk Yuba Sutter Transit Executive Director Government, District Patrick Meagher RD 784 Reclamation District Manager Government, County Ben Moody City of Live Oak City Manager Government, City Kyle Morgado Yuba County TRLIA Operations Manager Government, County Rachel Olson Yuba County Project Manager, Community
Development & Services Agency
Government, County
Ashley Potocnik Yuba County Business Engagement Manager Government, County Emily Rary Beale AFB Community Engagement Specialist Government, Military Jim Schaad City of Marysville City Manager Government, City John Tillotson, PE OPUD Director of Public Works Government, Special District Josh Wolffe City of Yuba City Director of Public Works Government, City Bill Zenoni City of Wheatland City Manager Government, City Adjustment to Strategy
In 2025, YSEDD/YSEDC completed its 2025-2030 five-year update of the Comprehensive Economic Development Strategy. The process began in January of 2025, was completed and submitted on March 10, 2025. A comprehensive community-wide SWOT analysis and survey was conducted, analyzed, reviewed and new regional 18 5
goals and tactics were set or strengthened. The five-year update was approved by the Department of Commerce Economic Development Administration representative, Jeffery Hays on March 17, 2025.
Regional Overview
Regional Labor Force 2016-2025
The region's economic activity and well-being are reflected to a large degree by the number and types of jobs available.
Between September 2024 and September 2025, the
region’s annual labor force increased from 79,900 to 80,400 which is a 0.63 percent increase over the year. Between 2016 and 2025, the number of individuals counted as part of the labor force increased by 7,300, or 9.99 percent over the 10 years. The region has a 59 percent participation rate.
For purposes of comparison, California has 63.7 percent, and the nation has 63.3 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 2025 annual average unemployment rate
(7.89 percent) was 183.3 percent higher than the
national average (4.2 percent) and 147 percent higher
than the state’s (5.4 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 rates has been closing. In 1996, the
annual average unemployment rate for the region was
15.3 percent and the national rate 5.5 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 wealthier as compared to a national benchmark. It is a measure of all income sources, wages and salaries, assets, income and transfer payments divided by the 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 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. 65000
70000
75000
80000
85000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Regional Labor Force 2016-
2025
0 5
10 15
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Region, State, and US Annual
Unemployment Rates
2016-2025
Yuba City MSA California US
19 6
Average Wages
The average worker in the Yuba City MSA earned annual average wages of $59,942 as of 2025Q1. Average annual wages per worker increased 3.6 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 most significant
industry sectors being Agriculture, Forestry,
Fishing and Hunting, and Retail Trade.
Sectors in Yuba City, CA MSA with the highest
average wages per worker are Mining,
Quarrying, and Oil and Gas Extraction
($120,773), Utilities ($98,763), and Finance
and Insurance ($93,410). Regional sectors with
the best job growth (or most moderate job
losses) over the last 5 years are Health Care and
Social Assistance (+1,033 jobs), Transportation and Warehousing (+988), and Educational Services (+533).
Over the next year, employment in Yuba City, CA MSA is projected to expand by 383 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 for the number of jobs over this period is expected for Health Care and Social Assistance (+154 jobs), Accommodation and Food Services (+45), and Public Administration (+41).
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 2024Q1, Yuba City MSA had 6,265 establishments, a 7.04 percent increase from 5,853 in 2023Q1. Source: JobsEQ 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, MSA than the U.S. average. For comparison purposes the cost of living in California is 41.2% higher than the U.S. average.
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
20 7
Gross Domestic Product
Gross Domestic Product (GDP) is the total value of goods and services produced by the region. In 2024, nominal GDP in Yuba City, CA MSA expanded 4.9%. This follows growth of 4.2% in 2023. As of 2024, the total GDP in Yuba City, CA MSA was $8,300,617,000.
Industry Composition: Goods-and
services-producing industries and
government comprise the 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, Health Care and Social Assistance
contributed the most significant portion
of GDP in 2024, $865,334,000 The nextlargest contributions came from Retail Trade ($785,936,000); Public Administration ($785,143,000); and Unclassified ($779,843,000). (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 is 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 those causally related to the economic and workforce development efforts underway in the region.
Performance Metrics
1. Wealth Creation Gross Domestic Product (GDP) – Has real GDP increased in the region compared to the previous 12 months?
2. Employment Growth – Has employment increased in the Yuba-Sutter region compared to the previous 12 months?
3. Job Earnings – Has the percentage of job earnings in the region increased compared to the previous 12 months?
4. Poverty Rate – Is the percentage of individuals in the region below the national level?
5. Education – What is the percentage of educational attainment as compared to the national level?
6. Unemployment Rate – Has the unemployment rate decreased compared to the previous 12 months? Performance Metrics Comparison 2024 versus 2025
Employment/Workforce - Yuba City MSA
$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
21 8
2024 2025 Trend
Industry Employment (Annual) 58,449 59,942 2.55%
Labor Force 79,900 80,399 .63%
Unemployment (Annual Not Adjusted) 7.1% 7.89% 6.9%
Annual Wages (Q) $58,262 $59,942 2.88%
Economic - Yuba City MSA/USA
Yuba City MSA
2024
Yuba City MSA
2025
USA
2025
Trend
Poverty Levels 14.3% 15% 12.4% 4.9%
Median Household Income $73,693 $74,472 $78,538 1.1%
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 2024 Yuba City MSA 2025 USA
2024
Trend
No High School Diploma 17.8% 17.8% 10.1%
High School Graduate 25% 25.08% 25.1%
Some College, No Degree 27.5% 25.95% 19.7%
Associate degree 10.5% 10.91% 9.2%
Bachelor’s degree 13.1% 13.41% 22.4%
Postgraduate Degree 6.0% 6.79% 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 area. The CEDS will inspire and guide the community, its leaders, and the YubaSutter Economic Development District in creating a dynamic region. The strategy focuses on economic resiliency and recovery while building regional capacity and collaboration resulting in a vibrant and prosperous community.
Vision
Together we will build a thriving community through innovation, investment in infrastructure, and a strong commitment to economic growth, creating unparalleled opportunities and exceptional quality of life.
Goals and Accomplishments in 2025
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.
22 9
Goal 1 – Innovation & Economic Development
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.
Implementation Partners: Yuba-Sutter Economic Development Corporation (YSEDC); 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 One Stops; and Yuba College.
Objective 1 – Attract more industries to the region
Tactic 1 – Business Attraction. Both Yuba and Sutter counties worked diligently to improve the region to attract more industries by continuing to develop infrastructure projects. In 2025, there were 18 project inquiries for the region which had the potential for private investment of $2.466 billion and the creation of over 3,248 jobs.
Unfortunately, the region was unable to site any of these businesses mainly due to lack of water and wastewater infrastructure.
Tactic 2 – Strengthen and Grow Agriculture. The two counties continue to support 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 2024 crop reports do not come out until December 2025. YSEDC assisted the City of Wheatland in promoting the National Pumpkin Weigh Off as well as being fiscal managers for the project.
Tactic 3 – Strengthen and Safeguard Beale Air Force Base. The region must continue to support and enhance base/community engagements to support Beale Air Force Base and its missions. In 2025, Beale Air Force Base completed 5 of the 22 construction/renovation projects listed in 2024 Appendix I Public Works Projects of the CEDS. This project represented $94.5 million in Federal funds.
Tactic 5 – Small Business Development. There were 37 inquiries about business financial assistance, of which 11 were start-ups. Most of these businesses were not ready and were referred to the Sacramento Small Business Development Center, or the Small Business Administration, for start-up assistance, such as business basics and planning. YSEDC made three loans in 2025, totaling $133,689, with a capital infusion of $97,805. Consortium partner, Sacramento Valley SBDC, provided $591,400 in business loans with a capital infusion of $132,400. These loans created 27 jobs and retained 44 full or part-time jobs. In 2025, YSEDC expended 1,200 staff time hours and provided 2,452 businesses with technical assistance. In addition, YSEDC offered 3 QuickBooks Online training series to 9 businesses, with 8 completing the training and 6 receiving a one-year online scholarship.
YSEDC and its consortium partners provided over 2,000 business services, resources, and technical assistance to 3,880 businesses in the region providing workshops, resources and tools tailored to their needs focusing on retention and expansion. In addition, YSEDC and its Consortium partners conducted one business outreach walk in May 2025. Volunteers visited 32 businesses in Sutter County, primarily in Live Oak, the town of Sutter, and the 23 10
industrial area of Yuba City. The purpose of the outreach is to support business retention and expansion by identifying challenges and resource needs. Of the businesses visited 35% reported steady performance, 31% saw improvement and 27% reported business was down. The average business tenure was 27 years with stronger performance in Manufacturing and Food Service sectors. Top challenges identified were economic conditions (rising costs, weak customer spending and inflation), marketing assistance, and regulatory/tax complexity.
Objective 2 – Boost Entrepreneurial Development
Tactic 1 – Educational Programs for Businesses. YSEDC consortium partner, Yuba College, provided several classes in Business Accounting with 53 attendees and small business management with 10 attendees.
Tactic 4 – Foster Entrepreneurship. 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 their business ventures.
Objective 3 – Maintain, Promote and Expand Regional Businesses Tactic 1 – Business Networking Events. YSEDC consortium partner, Yuba-Sutter Chamber of Commerce, provided 60 networking events for businesses in the Yuba-Sutter region with 2,460 businesses and their representatives attending. These events included Business Connection Breakfasts, Ater Hours, Ribbon Cuttings, Lunch Mob, Rise and Shine, and Happy Hour.
Tactic 2 – Marketing Strategies and Collaboration with Chamber of Commerce and Jurisdictions. YSEDC hosted or attended 53 meetings with local jurisdictions, the Yuba Sutter Chamber of Commerce, and local nonprofits to further develop strategies for marketing, capacity building, and collaboration, expending 370 hours in staff time.
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.
Implementation Partners: Yuba-Sutter Economic Development Corporation; Workforce Boards; Sutter and Yuba One Stops; Tri-County ROP/CTE; Yuba-Sutter Chamber of Commerce; The Work Hub; AeroSTEM Academy; Colleges and Universities; K-12 Institutions; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland, and Yuba City
Objective 1 – Align Workforce Training with Industry Needs Tactic 1 – Create and Enhance Workforce Development
YSEDC Consortium Partner Yuba College: In 2025, Yuba College committed to further connecting with our service district by establishing a full-time faculty position in AgTech and work has now begun to gather industry input into 24 11
workforce needs in partnership with the Yuba-Sutter Economic Development Corporation. Community meetings are scheduled in early Fall to inform the program's learning outcomes.
This year, under the leadership of the Classified Professionals, Yuba College became a national leader in the Caring Campus movement, receiving "Silver Certification" from the Institute for Evidence-Based Change. The certification, which lasts three years, highlights Yuba College’s commitment to institutionalizing caring practices that strengthen student belonging, connection, and success. Silver status is awarded to institutions that go beyond implementation and demonstrate measurable, sustainable efforts to embed a culture of care across campus Yuba College's Advanced Manufacturing Program sent a team to the ProjectMFG Clash of Trades National Championships in the Spring of 2025. The team, composed of Phoenix Farrell, Adam Davis, and Wyatt Curry, under the guidance of Professor Joseph Bauer, was named National Champions, winning $100,000 to be split between the three students and the program.
In 2025-2026, a project to remodel the Student Services Building, Building 100B, will begin construction.
Additionally, a partial remodel will take place in Building 300's "Flavors" room to make it more suitable for community meetings. In addition, work has commenced on planning an electrical distribution system upgrade.
The Marysville Campus for Yuba College's electrical distribution system is still based on the same network built in the early 1960s.
Tactic 3 – Partner with Employers to Create Internships, Apprenticeships and Employment Opportunities.
YSEDC Consortium Partners, Sutter and Yuba County One Stops: In 2025, these Consortium partners served 13,654 distinct individuals, provided 436 employment opportunities, made 765 job referrals, made 7 on-the-job training contracts, provided 22 classes/sponsorships to 325 individuals and hosted 12 job fairs which created 383 jobs.
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 contribute 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.
Implementation Partners: Yuba-Sutter Economic Development Corporation; Economic Development Administration; 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.
Objective 1 – Modernize the Region’s Infrastructure to Meet Future Demand and Respond to Changing Business Needs
Tactic 1 – Promote Available Land for Planned Industrial Growth. The region continues to struggle with development of planned industrial growth due to water and wastewater issues. These issues consist of lack of infrastructure or failing systems within the jurisdictions. In Yuba County there are three main areas for planned 25 12
industrial growth, the Enterprise Rancheria Sports and Entertainment Zone, Yuba County Employment Village, and the City of Wheatland commercial zone. In Sutter County, commercial zoned areas of Sutter Pointe and Yuba City commercial zones. Funding for these projects is an ongoing need.
Tactic 2 – Funding for Regional Projects. YSEDD provided grant writing and technical assistance for OPUD Lift Station 21. A grant application was submitted to the Department of Commerce EDA region in the amount of $4,876,566 and is currently under review. This lift station is a part of a greater infrastructure project, South Yuba Wastewater Project which will support commercial development of the main areas for industrial development.
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.
2025-2026 UPDATE: OPUD and the City of Wheatland have secured a $75 million grant from the State Water Resources Control Board, along with $13.5 million in direct contributions from Wheatland and OPUD and other anticipated funding sources. The first phase of the project, estimated at $155 million, will allow wastewater from the City of Wheatland to be treated at OPUD’s existing treatment plant and support key modernization upgrades to OPUD’s facilities. A second phase, estimated at $40 million, is planned to extend wastewater and water lines along 40 Mile Road to further expand regional service capacity. With the Yuba Water Agency’s loan approval of up to $80 million, the project can now advance to the construction bidding phase, with a goal to break ground later this year or in early 2026. Final loan terms will be developed and finalized later in the year once all remaining funding has been secured. (Appendix I Page 6)
Tactic 3 – Regional Flood Control Systems. Strengthening the Yuba-Sutter region’s flood protection infrastructure is essential to sustaining economic growth, safeguarding communities, and supporting continued investment in housing, commerce, and industry. Through coordinated multi-agency efforts, major flood control improvements have significantly reduced flood risk, enhanced public safety, and positioned the region for long-term economic resilience and development. Two cornerstone initiatives—the Marysville Ring Levee Project and the Feather River West Levee Project—demonstrate the region’s commitment to protecting urban centers while promoting economic stability and growth.
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 initiative to upgrade the levee surrounding 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.
The project is designed and constructed to meet the state’s requirement of a 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.
2025-2026 UPDATE: Project is completed making Marysville one of the lowest at-risk cities in California’s Central Valley. (Appendix I Page 6)
PROJECT COMPLETED- $115 Million (Federal – US Army Corp of Engineers and Special District Yuba Water Agency) 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 significant improvements, the project will sustain and grow the local economy by creating construction jobs, protecting property values, and allowing responsible residential, commercial and industrial 26 13
development. Phase I –Thermalito Afterbay to Star Bend is targeted to be completed by 2026. Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. 2025-2026 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 consists of the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Project II work completed to date includes a one-mile section of levee at Laurel Avenue, and another five miles of levee improvements between Star Bend and Laurel Avenue, completed by the U.S Army Corps of Engineers (USACE). USACE also completed another mile of levee improvements between Laurel Avenue and the Highway 99 bridge. SBFCA is currently in the construction of the last 1.6 miles of levee along the lower Feather River west levee, which is scheduled to be completed in October 2026. The Feather River West Levee Project is on schedule and within budget. (Appendix I Page 5) Atmospheric River Control Spillway at New Bullard’s Bar Dam Yuba Water Agency Board of Directors authorized design of an estimated $240-290 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 predict large, threatening storms better and release water from New Bullards Bar before dangerous weather hits, while there is still plenty of capacity downstream.
2025-2026 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 taken for approval to the Yuba Water Agency Board of Directors in 2026. (Appendix I Page 19) Tactic 3 – Support the Work of Local Governments. YSEDD continues to provide specialized grant writing and technical assistance to jurisdictions across the region to advance essential infrastructure improvements that promote public safety, environmental sustainability, and long-term economic growth. The following projects exemplify YSEDD’s role in strengthening local capacity and leveraging federal funding for high-impact public works initiatives:
• City of Wheatland – South Yuba Wastewater Project (Wheatland Lift Station 2) Funding Source: U.S. Department of Commerce, Economic Development Administration (EDA) YSEDC Role: Grant Writing and Technical Assistance
Amount Requested: $5,052,297
Status: Pending
YSEDC assisted the City of Wheatland in developing an EDA funding request to support the design and construction of Lift Station No. 2, a key component of the South Yuba Regional Wastewater Project. This project will expand wastewater transmission capacity, enable future residential and commercial development while protecting water quality and supporting regional growth. • City of Marysville – Hotel Marysville Fire Debris Cleanup and Mitigation Funding Source: U.S. Environmental Protection Agency (EPA) Brownfields Program YSEDC Role: Grant Writing and Technical Assistance
Amount Requested: $4,000,000
Status: In Progress
YSEDC supported the City of Marysville’s EPA Brownfields Cleanup Grant application for the removal of fire debris and mitigation of hazardous materials at the historic Hotel Marysville site. This project will facilitate future redevelopment of the downtown corridor, support mixed-use revitalization, and improve environmental safety in the city’s urban core.
27 14
• City of Yuba City – Wastewater Improvement Project (Outfall Diffuser) Funding Source: U.S. Department of Commerce, Economic Development Administration (EDA) YSEDC Role: Grant Writing and Technical Assistance
Amount Requested: $6,000,000
Status: In Progress
YSEDC assisted the City of Yuba City in pursuing EDA investment to improve wastewater outfall capacity and enhance system efficiency. The project supports future industrial and residential growth, ensures environmental compliance, and strengthens the city’s infrastructure for long-term economic resilience.
Tactic 3 – Other Infrastructure Projects Completed in the region.
Beale Air Force Base Projects – Completed $94.5 Million Investment (Appendix I Pages 8-9) Jurisdiction Project Description Total Cost in Millions Regional -
Beale AFB
Class 2 Pavement CAPM and drainage rehabilitation in Yuba County on Route 65 from South Beale Road to Jct. 65/70
$45.00
Regional -
Beale AFB
Repair Airman Dormitories- B24110 Perform complete renovation and modernization of two dormitory facilities. Repair structural damage after a severe water leak which damaged the flooring and walls. $10.50
Regional -
Beale AFB
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.
$37.00
Regional -
Beale AFB
Repair Fire Suppression in U-2 Shelters, B.1068/B1067 - Repair suppression indication, and notification systems.
$1.70
Regional -
Beale AFB
Repair Wells (7) Cathodic Protection System
Repair by replacement 7 cathodic protection systems at water wells. $0.30
Yuba City Project – Planning – Completed $.50 Million Investment (SB2, LEAP and Reap) (Appendix I Page 29) Yuba City 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 implementation of the City’s new Housing Element. The update includes all general plan elements
$0.50
Objective 2 – Develop and improve alternative, multi-modal, and inter-modal distribution infrastructure
Tactic 1 – Encourage investment in state highways throughout the two-county region to improve corridors in and out of the area.
Regional Caltrans Projects: Caltrans has 29 projects slated for construction, rehabilitation, planned or programming projects in the Yuba-Sutter region. Eight projects were completed in 2025, which represented an injection of $102.015 million in improvements within the region. (Appendix I Page 1) Completed projects were:
Jurisdiction Project Description Total Cost in
Millions
Yuba
County
Class 2 Pavement CAPM and drainage rehabilitation in Yuba County on Route 65 from South Beale Road to Jct 65/70
$21.51
28 15
Yuba
County
On Route 65 in and near Wheatland from 0.18 miles south of Main Street to Grasshopper Slough Br 16-0001 Grind and replace 0.2' of existing asphalt with RHMA-G, rehabilitate drainage as needed, widen shoulders to accommodate bicyclists, upgrade existing nonstandard ADA features, and evaluate existing lighting and traffic signals $7.81
Yuba
County
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. $1.48
Yuba
County
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 Americans with Disabilities Act (ADA) standards, and construct Class 1 multi-use path, modify driveways, and enhance crosswalk visibility as complete streets elements, and add a traffic signal at the intersection with McDevitt Drive. $10.635
Sutter
County
Cul-de-sac Live Oak Boulevard and Encinal Road, provide cul-de-sac access from the agricultural stations and Kent Avenue (PM 36.32), and install right turn deceleration lane at Clark Road in Sutter County on Route 99 from approximately 0.1 mile south of Encinal Road to approximately 0.2 mile north of Kent Avenue
$12.30
Sutter
County
Bridge scour mitigation in Sutter, Butte, Colusa, Glenn and Yolo Counties on Routes 5, 16, 20, and 505 at various locations (Br #18-0005, 15-00151L/R, 22-0135R, 22-0113R, 22- 0024, 11-0088, 12-0143, 22-0171, and 22-0114L/R).
$11.62
Sutter Improve signing and pavement markings for bicycles and pedestrians in Butte, Placer, Sacramento, and Sutter Counties on Routes 32, 28, 50, 80, and 20 at various locations $7.047
Regional Rehabilitate pavement in Sutter and Yuba Counties at 4 locations $29.613 Tactic 2 – Local Roads – Completed Projects $3.81 Million (Appendix I Page 12) Jurisdiction Project Description Total Cost in
Millions
Yuba County 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. $2.51
Yuba County South Yuba Transportation Improvement Authority (SYTIA) Projects. Project Study Report completed for South Beale Road Railroad Grade Separation Project. Both the Beale Expressway (previously East Wheatland Expressway) and the South Beale Railroad Grade Separation Projects are moving into PA&ED phase $1.30
Objective 3 – Promote transit planning to move people throughout the region and housing development
Tactic 1 through 4 – Align regional transit and economic development priorities with housing availability, affordability, and strategic growth planning.
Yuba-Sutter Transit
Yuba-Sutter Transit Facility Replacement Project: Yuba-Sutter Transit is advancing plans to replace its aging operations, maintenance, and administration facility located at 2100 B Street in Marysville. The existing 1960s-era former Seven-Up Bottling Plant, converted for transit use in 1996, no longer meets current capacity, technology, or environmental standards and cannot support the state mandate requiring that all new buses purchased after 2028 be zero-emission. (Appendix I Page 6)
2025–2026 Update: Yuba-Sutter Transit has secured over $52 million in combined federal, state, and regional grants toward the estimated $71.5 million facility replacement project. Environmental review and preliminary engineering began in 2024, with additional grant applications pending to complete the funding package. The new 29 16
facility will accommodate future fleet expansion, charging infrastructure, and operational growth to meet regional transit needs.
Demand-Response Bus Replacement and Fleet Expansion: To maintain service reliability and meet increasing mobility demand, Yuba-Sutter Transit plans to replace and expand its demand-response fleet with up to 17 vehicles, including a mix of gas-powered and zero-emission buses, consistent with adopted fleet transition plans. 2025–2026 Update: These vehicle acquisitions will replace aging units while expanding capacity for paratransit and community-based service, enhancing accessibility and operational efficiency throughout the region. (Appendix I Page 7)
Commuter Bus Replacement: In alignment with fleet modernization and service continuity goals, Yuba-Sutter Transit is implementing the replacement of four commuter buses, ensuring reliability for intercity commuter routes.
2025–2026 Update: The replacement effort, covering four of six commuter coaches, will enhance service quality and reduce maintenance costs while supporting the agency’s long-term transition to a cleaner, more efficient fleet. (Appendix I Page 7)
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.
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. Certificate of Occupancy was received on 1/23/2025, and the property has been fully leased up.
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. The project is nearing completion, we received a Temporary Certificate of Occupancy (TCO), and the first residents should be moving in soon. Carports are not completed yet, hence TCO, but we are close to a final Certificate of Occupancy.
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.
Demolition has commenced on the site (trailers, trees). After demolition, we will grade the site in preparation for the winter rain, so we don’t have unauthorized storm drain runoff. We are doing this work prior to closing on the construction financing that will happen in November more than likely. After closing, trenching and underground utilities will start right away, weather depending.
Goal 4 – Quality of Life and Place
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. It also involves the preservation and promotion of natural resources, outdoor spaces, cultural and artistic opportunities, and a strong sense of community spirit.
Objective 1 – Enhance Cultural, Historic, Recreational, and Natural Resources 30 17
Tactics 1 through 4 - Strengthen community vitality through historic preservation, expanded recreation, arts engagement, and downtown revitalization.
Yuba Sutter Arts & Culture (also known as the Yuba-Sutter Arts Council, YSAC), a mainstay in the community for 44 years, has many ongoing projects and programs. Below is a glimpse into how this nonprofit directly impacted the arts and culture community and overall economic development.
Murals of Live Oak - YSAC continues its ongoing program with the City of Live Oak and in the Spring of 2026, 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 seven musicals, most recently "Artistocats," "Mary Poppins," and “The Music Man."
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,” “Jekyll & Hyde, the Musical,” and is currently in rehearsals for the Tony Award-winning musical, "Next to Normal."
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 Center is currently hosting the renewed weekly Ceramics for Veterans program, the bi-weekly Art Fix & Mix, the Spill the Ink Writers’ Open Mic and Tom Galvin's Acoustic Guitar Jam.
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
The 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, the Gold Rush, Yuba-Sutter floods, John Sutter, the history of agriculture in the area, and its multicultural wing, which tells the stories of diverse communities with sizable populations in Yuba-Sutter.
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. This year, the Museum celebrated 50 years of serving the Yuba-Sutter community and beyond. 31 18
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 2025 included:
Exciting New Permanent Exhibits: The Museum opened a new exhibit, From Barbers’ Row to Beale Air Force Base:
Black History in Yuba-Sutter in partnership with the community and the Connecting Cultures Collaborative. The exhibit was funded by a $25,000 grant from California Humanities and by the Sutter County Museum Association.
New interactive exhibits on the Nisenan, Gold Rush & Westward Expansion, and Yuba-Sutter Floods opened in April. This project was 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 with local support from the City of Yuba City, Sutter County Museum Association, and United Auburn Indian Community of the Auburn Rancheria.
Artisan Community Garden - A new shade structure and Little Free Library were installed by Girl Scout Troop #2179. Over 1,000 people enjoyed the Garden at summer programming.
Voyage to Vietnam– The Museum partnered with Sutter County Children & Families Commission to host a handson temporary exhibit for kids over the summer. Over 3,700 people visited the Voyage to Vietnam exhibit and enjoyed opportunities for free family fun.
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 that the library will reopen early 2026.
Adventist Health+Rideout
The Blue Zones Project is a community-led well-being improvement initiative designed to make healthy choices easier by implementing permanent changes to a city's environment, policies, and social networks. Participating in communities has 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.
Aug.1, 2024-July 31, 2025 UPDATE: Blue Zones Project Yuba Sutter continued to expand its reach and impact during Year 3 of the transformation phase. Approvals grew across all sectors, with eight new schools joining the initiative for a total of 16. Schools engaged students, families, and staff through garden grants, wellness groups, and 44 walk and bike events, reaching more than 730 participants. Three new worksites earned approval, bringing the total to 11 and reaching over 646 employees through 43 on-site workshops and surveys. Restaurants also embraced healthier dining, with four new approvals—including the region’s first Blue Zones Project-approved food truck—and the launch of the public “Tasty Tuesday” tasting event.
Built Environment Policy Impacts - Blue Zones Project advanced 33 policies, plans, and projects to improve safety and mobility across the region. Key initiatives included Phase II improvements to 22nd Street, a regional bicycle network awareness campaign, and support for the Yuba County Parks & Recreation charter update, which now formally prioritizes long-term investment in walking and biking trails. Demonstration projects provided immediate impact: traffic calming along 14th Street reduced cut-through traffic and improved safety, while quick-build upgrades at E & 12th Street, guided by walkability expert Dan Burden, enhanced pedestrian safety at a high-traffic intersection.
32 19
Food Policy Impacts - All food policy certification goals were achieved this year, with seven major wins.
Highlights include the launch of the MADD Love Community Refrigerator with a replication playbook, county recognition of the Yuba-Sutter Food Policy Council, adoption of a healthy food policy at the Yuba-Sutter Food Bank and securing a $125,000 grant for a Food Hub feasibility study. A marquee achievement was the construction of the St. Andrew Presbyterian Church community garden, where more than 100 volunteers came together during the Yuba-Sutter Shines Day of Service.
Tobacco Policy Impacts - Significant progress was made in reducing the influence of tobacco across the community. Blue Zones Project supported the development of a Tobacco Retail License policy and expanded smoke-free parks protections, with adoption anticipated in Year 4. Regional coalition partners launched the “Air Out the Truth” social media campaign, paired with youth engagement in advocacy and park clean-up events. A significant milestone came with Yuba City’s adoption of an overlay ordinance for the Downtown Business District, restricting the establishment of new tobacco-related businesses and reinforcing a vision of a healthier, family-friendly downtown corridor.
Harmony Health
Health Harmony Health was designated a Blue Zones organization (the only health care facility awarded so far).
In partnership with Blue Zones, Yuba College and the SY Food Bank called the Harmony Market. It started behind its clinic but grew so big, so quickly, they moved it to Yuba College. They gave families fresh produce grown by local farmers, who were taught to grow organically and regeneratively by Stephen Dambeck and purchased through the food bank. They are working on becoming an agency that can accept EBT (food stamps/SNAP) to sustain this project.
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. Looking ahead, SBRLT is planning the 8th annual California Swan Festival, scheduled for November 6–9, 2025. They will host a kick-off celebration at Cordi Winery on November 7th and offer a variety of wildlife and conservation-focused tours across the Yuba-Sutter region.
Key contributions include:
Land Conservation - In 2024 SBRLT closed five conservation easements, permanently protecting over 1,150 acres of agriculture and habitat.
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. 33 20
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
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. 2025-2026 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 has been developed. (Appendix I Page 18) 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, equestrian trails, and boat access along the Yuba, Feather and Bear Rivers. The northern terminus would be the Sycamore Ranch County Regional Park on the Yuba River. The trail would extend along the northern bank of the Yuba River to Marysville and would connect to the Sutter County trail system over the rehabilitated former railroad trestle on the Feather River. The trail would cross the Yuba River over the SR 70 bridge and continue south along the Feather River past Star Bend boat ramp to the junction with the Bear River. It would then extend east along the Bear River and possibly Dry Creek into downtown Wheatland. Future phases may connect to the Spenceville Wilderness Area.
The River Parkway is anticipated to be a major draw for tourism in Yuba County, creating opportunities for additional lodging and restaurants, equipment rental concessions, recreational equipment sales, guide services and retail spending from visitors.
2025-2026 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 2026. (Appendix I Page 18)
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.
2025-2026 UPDATE: Ellis Lake water quality has stabilized as the City engaged in an outside consultant as well as a lake management company. City staff continue to monitor the lake and use external expertise to maintain the water quality of the lake. Marysville and YSEDC 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 34 21
the master plan mentioned above. Design Phase of project is completed, and installation of added amenities and improvements are ongoing. (Appendix I Page 21)
Objective 2 – Strengthen Public Safety, Health Services and Homeless Solutions Tactics 1 through 3 - Strengthen regional partnerships to expand healthcare, housing, and social services that prevent homelessness and support vulnerable residents.
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. 2024-2025 UPDATE: In 2025 SYHC clients achieved the following, Yuba County had 879 active clients and 154 were housed and Sutter County had 712 active clients and 200 were housed.
Yuba County Project
Twin Cities Rescue Mission Training Center
Formerly known as 14FORWARD, it is a temporary shelter and resource center for the homeless. 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.
2025-2026 Update: The project has been taken over from Yuba County by Twin Cities Rescue Mission. Plans include retrofitting Shelters to code, installation of new windows, electricity, heating and air conditioning, insulation and sheetrock. There are plans to include additional services and resources such as life building skills program, job search and training classes, parenting classes etc.
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 these plans are constantly being updated to make sure emerging threats are included and new technology incorporated. https://www.yuba.gov/departments/emergency_services/hazard_mitigation_plan.php#outer-4419 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.gov/departments/emergency_services/index.php 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.
35 22
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, focusing on high water preparedness.
Sutter County The Office of Emergency Services comprises 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/office-of-emergency-services The 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, comprises 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 Small Business Disaster Preparedness: The state of California offers a program for small businesses to prepare and recover for disaster. https://outsmartdisaster.calosba.ca.gov/ 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 2025 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 36 23
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) 2025-20230 • Update CEDS appendix I
• CEDS Annual Performance Report
• Conduct a regional SWOT Analysis every five years
Completed
Annually
Annually
FY2030 – 2034
3. Collaboration and coordination with state, regional, county, and local economic efforts.
• Serve on committees and boards to provide guidance
• Provide venues for collaborative meetings
Ongoing
4. Provide technical assistance to jurisdictions through technical assistance programs
• Maintain data mining tools on the YSEDC site
• Provide socioeconomic, transportation, demographic, etc. data as needed
• Assist with grant research, writing, and administration as needed Ongoing
Support efforts to attract, maintain, promote, and expand regional industries and businesses Activity Time Frame
1. Maintain and continue the 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 the 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 the 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
37 24
5. Brand and Market the region for development, investment, and regional growth.
• Create marketing campaigns for business attraction
• Promote visitor services and tourism
• Collaborate with private and public sector organizations to increase marketing of Yuba-Sutter
Ongoing
Maximize effective development, alignment, and use of workforce Activity Time Frame
1. Support the efforts of and collaborate with workforce development centers, community one stops, colleges and universities.
• Ensure continued partnerships with local agencies and educational institutions
Ongoing
Provide technical support and access to financial resources Activity Time Frame
1. Continue to assist jurisdictions with infrastructure development projects by providing technical assistance, funding opportunities and resources Ongoing
2. Continue the 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, Sports and Entertainment Zone, and jurisdiction water/wastewater projects 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
38 25
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 objectives by implementing tactics as stated in the CEDS and supporting the public works projects of the member jurisdictions within the District.
Attachments:
Appendix I 2025/2026 Public Works Projects
39 APPENDIX I
2025-2026
PUBLIC WORKS
PROJECTS
40 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
RY1a
Short-term
3 3.2
Class 2 Pavement CAPM and drainage rehabilitation in Yuba County on Route 65 from South Beale Road to Jct 65/70
SHOPP 2025
Regional
RY2a
Short-term
3 3.2
On Route 65 in and near Wheatland from 0.18 miles south of Main Street to Grasshopper Slough Br 16-0001
Grind and replace 0.2' of existing asphalt with RHMA-G, rehabilitate drainage as needed, widen shoulders to accommodate bicyclists, upgrade existing nonstandard ADA features, and evaluate existing lighting and traffic signals SHOPP 2025
Regional
RY3a
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
Regional
RS1a
Short-term
3 3.2
Cul-de-sac Live Oak Boulevard and Encinal Road, provide cul-de-sac access from the agricultural stations and Kent Avenue (PM 36.32), and install right turn deceleration lane at Clark Road in Sutter County on Route 99 from approximately 0.1 mile south of Encinal Road to approximately 0.2 mile north of Kent Avenue.
SHOPP 2025
Regional
RS2a
Short-term
3 3.2
Bridge scour mitigation in Sutter, Butte, Colusa, Glenn and Yolo Counties on Routes 5, 16, 20, and 505 at various locations (Br #18-0005, 15-00151L/R, 22- 0135R, 22-0113R, 22-0024, 11-0088, 12-0143, 22-0171, and 22-0114L/R).
SHOPP 2025
Regional
RS2a
Short-term
3 3.2
Improve signing and pavement markings for bicycles and pedestrians in Butte, Placer, Sacramento, and Sutter Counties on Routes 32, 28, 50, 80, and 20 at various locations
SHOPP 2025
Regional
RYS1a
Short-term
3 3.2
Rehabilitate pavement in Sutter and Yuba Counties at 4 locations SHOPP 2025 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.
$12,336,000 SHOPP 2027
CALTRANS PROJECTS - SUTTER COUNTY (PROGRAMMED)
PROJECT COMPLETED 2025
$21.510 Million
PROJECT COMPLETED 2025
$7.810 Million
PROJECT COMPLETED 2025
$12.3 Million
PROJECT COMPLETED 2025
$11.620 Million
PROJECT COMPLETED 2025
$7.047Million
PROJECT COMPLETED 2025
$29.613 Million
PROJECT COMPLETED 2025
$1.482 Million
41 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
2 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
$17,445,000 SHOPP 2027
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
$8,065,000 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.
$1,785,000 SHOPP 2028
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.
$1,383,000 SHOPP 2027
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, intersection warning systems, and upgrade roadside signs. This project is also located in Colusa, El Dorado, and Sacramento Counties.
$6,430,000 SHOPP 2026
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
$35,800,000 SHOPP 2028
Regional
RS9
Short-term
3 3.2
Stafford Way Intersection Safety Improvement
03-3J680
In Yuba City, at the intersection of Stafford Way. Install traffic signal, intersection lighting, curb ramps, and pavement delineation. $4,985,000 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 intersection improvements
$14,014,000 SHOPP 2030
Regional
RS11
Short-term
3 3.2
Sutter-Yuba 20 Corridor Improvements
03-0N210
In and near Yuba City, from Central Street to Yuba County line; also in Yuba County, from Sutter County line to 0.1 mile west of Yuba Street (PM 0.0/1.5). $2,305,000 SHOPP 2027
42 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
3 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Install rumble strips, upgrade signing, striping, and guardrail, and install retroreflective signal backplates.
Regional
RS12
Mid-term
3 3.2
Various Rumble Strip
03-1N590
In Yuba and Sutter Counties at various locations. Replace traffic delineation and markers and construct centerline and median rumble strips. This project is also located in El Dorado, Glenn and Placer Counties. $5,185,000 SHOPP 2027
CALTRANS PROJECTS - SUTTER COUNTY (PLANNED)
Regional
RS13
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
RS14
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
RS15
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
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 Americans with Disabilities Act (ADA) standards, and construct Class 1 multi-use path, modify driveways, and enhance crosswalk visibility as complete streets elements, and add a traffic signal at the intersection with McDevitt Drive.
$10, 365,000 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.
$193,515,000 SHOPP 2028
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 2027
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).
$2,862,000 SHOPP 2027
CALTRANS PROJECTS - YUBA COUNTY (PLANNED)
Regional
RY5
MId-term
3 3.2
COL-SAC-YUB Pump Plant Project
03-0N110
$20,325,000 SHOPP 2031
PROJECT COMPLETED 2025
$10.365 Million
43 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
4 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
Regional
RY6
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
RY7
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 & SUTTER COUNTY (HIGHWAY MAINTENANCE) Regional
RYS1
Short-term
3 3.2
YUB 70 RHMA-G 0.10’ Cold Plan and RHMA-G
3G780
$5,610,000 SB1/ RMRA5052026
Regional
RYS2
Short-term
3 3.2
Ped Safety Improvements 3G670-VAR (YUB)
Upgrade Crosswalk to high visibility ladder pattern, road sign and post upgrades, restriping pavement markings, red reflective pavement marker installations – 3G670-VAR (YUB)
$629,000 SHA 2026
Regional
RYS3
Short-term
3 3.2
Wrong Way Driver Prevention 3G180-VAR (YUB)
Upgrade crosswalk to high-visibility ladder type - 3G180-VAR (YUB) $2,755,000 SB1/ RMRA5052025
Regional
RYS4
Short-term
3 3.2
Loop Repair Project – 3G170-VAR (SUT/YUB)
Repair damaged loops for census, ramp meters, and traffic counts -3G170-
VAR (SUT/YUB)
$750,000 SB1/ RMRA5052025
Regional
RYS5
Short-term
3 3.2
SUT 70 RHMA Replace existing AC with RHMA
3G410
$6,000,000 SHA 2025
Regional
RYS6
Short-term
3 3.2
Ped Safety & Qwick Kurb Improvement- 3G660-VAR (SUT)
Upgrade crosswalks to high visibility ladder type, upgrade pd signs, install flashing beacon & install Qwick Kurb lane separation system -3G660-VAR (SUT)
$1,213,000 SHA 2026
Regional
RYS7
Short-term
3 3.2
3G680-VAR (SUT)
Upgrade Crosswalk to high visibility ladder pattern, road sign and post upgrades, restriping pavement markings, red reflective pavement marker installations - 3G680-VAR (SUT)
$1,148,000 SHA 2026
Regional
RYS8
Short-term
3 3.2
3G360 – VAR (SUT)
Upgrade crosswalk to high-visibility ladder type, upgrade ped signs, upgrade edge line to 6”- 3G360 – VAR (SUT)
$56,3000 SHA 2026
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 $112M SYTIA Impact
Fees,
Developers,
Base Access
Unknown
44 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
5 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Airforce Base, future development in Wheatland and in Yuba County, and will reduce congestion on existing Hwy-65 through Sheridan and Wheatland.
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. 2025-26 UPDATE: The project has began Project Approval and Environmental Documents (PA&ED) phase.
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.
Funding,
SACOG
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.
2025-2026 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 construction of the last 1.6 miles of levee along the lower Feather River west levee which is scheduled to be completed in October 2026. The Feather River West Levee Project is on schedule and within budget.
$450,000,000 State of
California,
property
assessment
revenues,
Federal
appropriations.
Phase 2-
will be
complete
in 2026
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
45 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
6 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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 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.
2025-2026 UPDATE: Project is completed making Marysville one of the lowest at-risk cities in California’s Central Valley after the project is completed. $92,500,000
$13,000,000
$200,000
U.S Army Corp
of Engineers
YWA
2025
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.
2025-2026 UPDATE: OPUD and the City of Wheatland have secured a $75 million grant from the State Water Resources Control Board, along with $13.5 million in direct contributions from Wheatland and OPUD and other anticipated funding sources. The first phase of the project, estimated at $155 million, will allow wastewater from the City of Wheatland to be treated at OPUD’s existing treatment plant and support key modernization upgrades to OPUD’s facilities.
A second phase, estimated at $40 million, is planned to extend wastewater and water lines along 40 Mile Road to further expand regional service capacity.
With the Yuba Water Agency’s loan approval of up to $80 million, the project can now advance to the construction bidding phase, with a goal to break ground later this year or in early 2026. Final loan terms will be developed and finalized later in the year once all remaining funding opportunities have been secured
$200,000,000 State –
SWRB($75M)
Local – YWA
and OPUD
$17M
Federal –
EPA$40M
Federal – EDA
$10 M
YWA Loan, $80
million
2028
YUBA-SUTTER TRANSPORTATION PROJECTS
Regional
YST1
Short-Term
3 3.3
Demand-Response Bus Replacement (6) – Replacement of existing buses with zero-emissions buses.
$2,400,000 State, Regional,
Local
2030
PROJECT COMPLETED 2025
$115 Million
46 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
7 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2025-2026 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 $71.5 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. Grant applications to complete the funding package are pending.
$71,500,000 Federal, State,
Regional, Local
2028
Regional
YST3
Long-Term
3 3.3
Demand-Response Bus Replacement and Fleet Expansion (17) – Replacement of existing buses and fleet expansion to accommodate service demand.
2025-2026 UPDATE: Pursuant to adopted plans, this purchase would be for up to 17 buses, including a mix of gas and zero-emission vehicles, to replace and expand the existing demand-response bus fleet.
$3,000,000 Federal, State 2029
Regional
YST4
Long-Term
3 3.3
Commuter Bus Replacement (4) – Replacement of existing buses. 2025-2026 UPDATE: Pursuant to adopted plans, this purchase would replace four of six buses.
$3,720,000 Federal, State 2028
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. 2025-2026 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.
2025-2026 UPDATE: In progress
$4M Federal (O&M) Nov 2025
Regional
BAFB 3
Short-Term
1 1.1
BAFB - 2 MW Solar Array & Microgrid/Battery Storage Projects (ERCIP) Install an advanced microgrid controller with a 1MW/4MWh battery energy storage system (BESS). Integrate with proposed 2MW solar photovoltaic system to charge the BESS and provide demand response capabilities. 2025-2026 UPDATE: In progress
$4M Federal (O&M) Nov 2025
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
$8M Federal (O&M) Nov 2025
47 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
8 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 UPDATE: In progress
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.
2025-2026 UPDATE: Completed
$45M Federal
(MILCON)
Dec 2025
Regional
BAFB 6
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. $7M-$10M Federal (O&M) 2027
Regional
BAFB 7
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
2025-2026 UPDATE: In progress
$45M Federal (Energy
Resiliency
Capital
Improvements
Program -
ERCIP)
Jan 2026
Regional
BAFB 8
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 9
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.
2025-2026 UPDATE: In progress
$3.35M Federal (O&M) May 2026
Regional
BAFB 10
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.
2025-2026 UPDATE: B2424110 completed and B24114 in construction $21M Federal (O&M) Apr 2026
Regional
BAFB 11
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.
2025-2026 UPDATE: In progress
$142M Federal
(Acquisition)
Oct 2025
Regional
BAFB 12
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. 2025-2026 UPDATE: 35% designed. Award in late 2025
$100-$200M Federal
(MILCON)
Mar 2026
Regional
BAFB 13
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. $37M Federal
(MILCON)
Mar 2025
PROJECT COMPLETED 2025
$45 Million
B2424110 Complete 2025
B24114 in construction
48 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
9 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 UPDATE: Completed
Regional
BAFB 14
Short-Term
1 1.1
Repair Fire Suppression in U-2 Shelters, B.1068/B1067
Repair suppression indication, and notification systems. 2025-2026 UPDATE: Completed
$1.7M Federal (O&M) Apr 2025
Regional
BAFB 15
Short-Term
1 1.1
Repair Beale Wastewater Treatment Plant
Rehabilitates and upgrades additional components of the plant to modern standards. Demo UV Disinfection system and associated piping, Demo Methanol Tank concrete pad and associated equipment; repair #1 Trickling Filter; new Influent Diversion; Electrical Building Expansion, Relocate Brine Tank on a new pad; Construct Aerobic Digester; Construction Chlorine Contact Tank; Install Grating over existing Chlorine Contact Tank; Miscellaneous asphalt paving, concrete paving, piping and valves; electrical demo; New Control System; Headworks Pumps Replacement; Demo Anerobic Digestors; additional paving not covered; 8” water line along J Street (water supplies WWTP); Roof Repair B124 &125; Sludge Drying Bed & Pump Station Rehabilitation; Pond 3 & 4 Interconnection; and Genset Replacement. 2025-2026 UPDATE: In progress
$34M Federal (O&M) 2026
Regional
BAFB 16
Short Term
1 1.1
Add Alter 940th Alert Facility
Repair existing building and add additional rooms to make an alert facility. 2025-2026 UPDATE: In progress
$6-$10M Federal
(MILCON /
O&M)
2026
Regional
BAFB 17
Short Term
1 1.1
Repair 125 Ton Chiller at Child Development Center, B2443 Replace 125-ton chiller & piping
2025-2026 UPDATE: In progress
$0.4M Federal (O&M) 2025
Regional
BAFB 18
Short Term
1 1.1
Convert HVAC Heat Pump & Split Buildings B25215/B25216
Replace chiller system with HVAC system both building, separated. 2025-2026 UPDATE: In progress
$2-$4M Federal (O&M) 2026
Regional
BAFB 19
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 20
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. 2025-2026 UPDATE: 100% Designed. Competing for funding FY26. $15-$20M Federal
(MILCON /
O&M)
2027
Regional
BAFB 21
Short Term
1 1.1
Replace 12KV Power Poles, Wiring, & Switches to Feeder Circuit #8 2025-2026 UPDATE: In progress
$0.5-$2M Federal (O&M) 2026
Regional
BAFB 22
Short Term
1 1.1
Repair 10” Waterline
Replace 10” WL along Warren Shingle Rd from B Street to A Street 2025-2026 UPDATE: In progress
$0.5-$2M Federal (O&M) 2026
PROJECT COMPLETED 2025
$37 Million
PROJECT COMPLETED 2025
$1.7 Million
PROJECT COMPLETED 2025
$0.3 Million
49 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
10 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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. 2025-2026 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.
2025-2026 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.
2025-2026 The design phase will be completed by June 2026 at which time the County will seek the required federal funding.
$25M FHWA 88.53%
County 11.53%
June 2026
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.
2025-2026 Update: The County has received federal funds to update the design and environmental permits. Construction is anticipated in FY 2028-29. $2M FHWA 88.53%
County 11.53%
June 2026
Design
Nov.
2028-29
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.
2025-2026 Update: The County has received federal funds to update the design and environmental permits. Construction is anticipated in FY 2028-29. $3M FHWA 88.53%
County 11.53%
June 2026
Design
Nov.
2028-29
Const.
Sutter Co.
S7
Short-term
3 3.2
Tisdale Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2025-2026 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2028-29.
$1.5M FHWA 88.53%
County 11.53%
June 2020
Design
Nov.
2028-29
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.
$2M FHWA 88.53%
County 11.53%
June 2020
Design
50 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
11 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2028-29.
Nov.
2028-29
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.
2025-2026 UPDATE: No substantial change.
$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.
2025-2026 UPDATE: No substantial change.
$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. 2025-2026 UPDATE: No substantial change.
$20,000,000
Yuba Co.
Y4
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.
2025-2026 UPDATE: Phase III is currently being constructed. Phase IV and V still in progress
$22,000,000 Federal and
state
transportation
funds
2022
Yuba Co.
Y5
Mid-Term
4 4.1
Bikeways and Pedestrian Trails
Bikeways and pedestrian trails provide an alternative mode of transportation as well as an outdoor activity that has the added benefit of connecting people with other points of interest. In January 2013, Yuba County adopted an update to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.
2025-2026 UPDATE: No substantial change.
$6,500,000 Local
(Development
Impact Fees) &
Prob 68
Ongoing
Yuba Co.
Y6
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.
16, 810,000 HBP FSTIP Ongoing
PHASES I and II COMPLETE,
LINDHURST AVE. TO LINDA
AVE. - $14 Million - 2024
ERLE RD. TO N. BEALE
SEGMENT COMPLETED 2021
51 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
12 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 UPDATE: No substantial change.
Yuba Co.
Y7
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.
2025-2026 UPDATE: Project is currently being constructed. 1,550,000 SACOG OneTime Funding
2019
2025
Yuba Co.
Y8
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.
2025-2026 UPDATE: No substantial change.
$125,000
$500,000
EDA Planning
Grant
CPUC
Ongoing
Yuba Co. Y9
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.
2025-2026 UPDATE: Project completed.
2,500,000 ATP 2025
Yuba Co.
Y10
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.
2025-2026 UPDATE: Project Study Report completed for South Beale Road Railroad Grade Separation Project. Both Beale Expressway (previously East Wheatland Expressway) and South Beale Railroad Grade Separation Projects are moving into PA&ED phase.
620,000,000 SYTIA 2025
Yuba Co.
Y11
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. 2025-2026 UPDATE: Design at 95%. Project is expected to begin construction in 2026
27,000,000 ATP/YWA 2025
Yuba Co.
Y12
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. 2025-2026 UPDATE: Project design contract has been awarded and design is starting. County is currently seeking construction funding. 25,000,000 Local/State/Fe
deral
2027
PROJECT COMPLETED 2025
$2.5 Million (Federal)
PROJECT STUDY REPORTS
COMPLETED 2025
$1 Million (Federal)
52 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
13 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2025-2026 UPDATE: No substantial update
7,000,000
Yuba Co.
YA2
Mid-term
3 3.1
Yuba County Airport Terminal Building
This public works project would construct a new 25,000‐square‐foot Yuba County Airport terminal building. This building would include a parking lot, sewage system, street improvements and landscaping.
2025-2026 UPDATE: No substantial update
$32,000,000
Yuba Co.
YA3
Short-term
3 3.2
On‐Site and Off‐Site Improvements to Industrial Park No. 2 This project would connect the road that ends at Skyway Drive to a 30‐acre industrial park and provide an access road, curbs, gutters, and drainage facilities necessary to serve Industrial Park No. 2.
2025-2026 UPDATE: No substantial update
$6,500,000
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. 2025-2026 UPDATE: No substantial update
$5,400,000 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. 2025-2026 UPDATE: No substantial update
$8,500,000 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.
2025-2026 UPDATE: No substantial update
$7,000,000 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.
2025-2026 UPDATE: No substantial update
$3,000,000 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. 2025-2026 UPDATE: No substantial update
$2,800,000 Federal and
Local funds
53 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
14 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2025-2026 UPDATE: No substantial update
$670,000 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, flight instruction, aircraft rental, hangaring, fueling, tie-down support, parking support and similar aviation services.
2025-2026 UPDATE: No substantial update
$2,900,000 Federal and
Local funds
Yuba Co.
YA11
Short-term
3 3.1
Yuba County Airport Restaurant and Community Building
This public works project would include demolition of a current structure and construction of a new 4,000‐square‐foot Yuba County Airport building to house a restaurant and community center. This building would include a parking lot, sewage system, street improvements and landscaping. 2025-2026 UPDATE: No substantial update
$5,200,000 Federal and
Local funds
Yuba Co.
RD1
Long-term
3 3.1
West Linda Detention Basin and Pumping Station
This public works project will modify the existing low‐lying area into a detention basin and create a pumping station to handle drainage within the West Linda area and create a multi‐use recreational field/park that benefits existing low‐income residents and businesses.
2025-2026 UPDATE: No substantial update
$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.
2025-2026 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.
2025-2026 RD784 Update: Project is still in the design and permitting stages. $6,100,000 Cost Share
Local Grant
2027
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.
2025-2026 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.
$2,800,000
54 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
15 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 RD784 Update: No change.
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. 2025-2026 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.
2025-2026 Update: Completed
$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. 2025-2026 RD784 Update: Pending funding source
$650,000 2028
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.
2025-2026 RD784 Update: Pending funding source
$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.
2025-2026 Update: Pending funding source
$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.
2025-2026 Update: Pending funding source
$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. 2025-2026 Update: Pending funding source
$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.
2025-2026 Update: Pending funding source
$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. 2025-2026 Update: Pending funding source
$975,000 2029
COMPLETED 2025
$4.5 Million
55 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.
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 2025-2026 Update: Pending funding source
$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
2025-2026 Update: Pending funding source
$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. 2025-2026 Update: Pending funding source.
$3,800,000 2029
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.
2025-2026 Update: Pending funding source
$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. 2025-2026 Update: Pending funding source
$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. 2025-2026 Update: Pending funding source
$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.
2025-2026 Update: Pending funding source
$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. 2025-2026 Update: Pending funding source
$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.
2025-2026 update: As of 09/09/2025: OPUD has completed the installation of Phase 1 as of March 2025 which totaled roughly 7800 LF of mainline replacement. In February 2025 we went out to bid for phase 2. Phase 2 was $10,400,000 Federal,
State, Loca
funds
2026
56 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
17 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
awarded in April and to date we have installed roughly additional 7800 LF.
Total pipelines installed so far is roughly 15,600 LF. This project was extended for additional replacement with a total of around 23,000 LF of pipeline replacement. Project is expected to close out in Spring 2026.
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.
2025-2026 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.
As of 09/09/2025: OPUD with the help of RCAC was able to secure the design for the well to district provide water. Previously only funding for the design of sewer was secured. Psomas will also do the engineering plans for the water.
OPUD has currently completed the Septic to Sewer design via 90% plans. The water plans are being established, and the goal is to have a construction application submitted to the state between Feb -May 2026. The review process will be roughly a year-long with the hope of construction funding secured in May 2027.
$950,000 Federal,
State, Local
funds
2030
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. 2025-2026 UPDATE: As of 09/09/2025: Phase 1 of this project will commence in February 2026 (Bids will be released to contractors in Fall of 2025) that will eventually allow commercial and industrial area users to develop when the appropriate infrastructure is in place. $50,000,000 Federal, State
and local funds
2029
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. 2025-2026 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 $2,326,455
$660,837
$47,817
$4,999,000
$8,300,000
$7,000,000
Sierra Nevada
Conservancy
USDA
National Forest
foundation
California
Energy
Commission
EPIC
YWA (Loan)
YWA (Grant)
2026
57 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
18 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
to improve forest health and reduce the risk of catastrophic wildfire while allowing for many good paying jobs in the area
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.
In the fall of 2025 ECGE completed grading and compaction at the site and a well was drilled ECGE continues to pursue securing a Generator Interconnection Agreement from PG&E. This is necessary in order to obtain full financing for the project.
In 2025, CCP received funding from California Jobs First, Catalyst Program to develop a feasibility study and business plan for the whole campus. $309,288 CA Jobs First,
Catalyst
program
Yuba Co.
PVT2
Ongoing
4 4.2
Twin Cities Rescue Mission Training Center
Formerly known as 14FORWARD is 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.
2025-2026 Update: The project has been taken over from Yuba County by Twin Cities Rescue Mission. Plans include retrofitting Shelters to code, installation of new windows, electricity, heating and air conditioning, insulation and sheetrock. There are plans to include additional services and resources such as life building skills program, job search and training classes, parenting classes etc.
Ongoing
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. 2025-2026 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 has been developed.
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 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 Phase I
$8.5 Million
YWA
Yuba County
Marysville
Wheatland
2025
PROJECT PHASE I
COMPLETED 2022
2022September 2022
58 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
19 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2025-2026 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 2026.
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 $240-290 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 threepart 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. 2025-2026 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 taken for approval to the Yuba Water Agency Board of Directors in 2026.
$240,000,000
- $290M
YWA 2027-
2031
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. 2025-2026 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, 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. 2025-2026 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 Phase I
$3,000,000
Phase II
$2,425,961
$9,703,842
YWA
Local, YWA
Prop 68 Funds
PHASE I PROJECT
COMPLETED 2022
59 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
District 10. The design for Phase II is complete. It is unknown when the project will be constructed.
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.
2025-2026 Update: Three Rivers Levee Improvement Authority combined 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 through future State and/or Federal grants.
$41,600,000 Prop 1E
($9M) YWA
FEMA
Live Oak
Live Oak
LO1
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.
Unknown CDBG, EDA Unknown
Live Oak
LO2
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.
$80,000 CDBG Unknown
Live Oak
LO3
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. $12,000,000 SACOG, CDBG Unknown
Live Oak
LO4
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.
2025-26 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.
$5,000,000 ATP, SACOG,
LWC, local
funds
2020/
Unknown
Live Oak
LO5
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 $75,000 CDBG Unknown
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
reuse plan for this property is critical in the expansion of the downtown corridor.
2025-26 UPDATE: No significant change.
Live Oak
LO6
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. 2025-26 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 Development
Impact Fees –
City of Live Oak
Unknown
Live Oak
LO7
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.
2025-26 UPDATE: The funding has been secured; the anticipated start date is April 2026.
$2,200,000 SWRCB, Local
funds
2026
Live Oak
LO8
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 continuous funding for local housing assistance programs. $varies CDBG, HOME,
CalHome
Ongoing
Live Oak
LO9
Long-term
3 3.2
Pennington Larkin – Round-a-bout
Live Oak is seeking funding for the installation of a round-about at the intersection of Pennington Rd. and Larkin Rd. The location is a major intersection for all directions of travel that needs safety and operational improvements. The location is impacted with a high volume of school children crossing, high vehicle collision incidents, and having limited traffic control options with the location being adjacent to SR-99.
$3,000,000 Caltrans,
SACOG, Live
Oak, Grants
2027
Marysville
Marysville
M1
Shor-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.
2025-2026 UPDATE: No update currently. Funding has not been identified.
Estimated cost is likely much more than $1,000,000.
$1,000,000 2027
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.
$3,000,000 Caltrans 2027
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 UPDATE: Ellis Lake water quality has stabilized as the City engaged in an outside consultant as well as a lake management company. City staff continue 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 are ongoing.
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. 2025-2026 UPDATE: CDBG 1 and CDBG 2 will be completed before the end of the year. CDBG bids are expected to go out in 2025, and construction will be completed in 2026.
$3,000,000 CDBG 2026
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.
2025-2026 UPDATE: No significant change
$2,500,000 CDBG 2027
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. 2025-2026 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. Council approved General Plan Update First Reading; Second Reading will go to Council October 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. 2025-2026 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
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M7
MId-term
3 3.2
Incorporate Streetscape Improvements on State Route 70 from 1st Street to 6th Street
A highway streetscape project conducted in conjunction with Caltrans resurfacing of the first six blocks of State Route 70 from the southern city limits. The principal objectives are to improve the visual appearance of the entry into Marysville, and to improve connectivity and walkability between the medical arts and the historic downtown districts.
2025-2026 UPDATE: No update to this project. Funding has not been identified.
$2,000,000 Caltrans 2027
Marysville
M8
Mid-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.
2025-2026 UPDATE: No update to this project. Funding has not been identified.
$5,600,000
$50,000
SB1
SACOG
Caltrans
2025-
2030
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.
2025-2026 UPDATE: Replacement of the roof as well as the Heating, Ventilation, and Air Conditioning (HVAC) was completed in 2025. Further work on windows, lighting and restrooms is underway.
$1,500,000 2026
Marysville
M10
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.
2025-2026 UPDATE: Awaiting federal authorization and notice to proceed. $3,500,000 SACOG 2026
Marysville
M11
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.
2025-2026 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 2026
Marysville
M12
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.
2025-2026 UPDATE: A construction managing firm was hired to execute this project. Trade contractors such as plumbing, electrical, and roofing have been working on the building. Project is substantially complete. $300,000 Prop 64 2026
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24 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M13
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. 2025-2026 UPDATE: Project is nearly complete.
$1,750,000 City Sewer
Enterprise
2026
Marysville
M14
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.
2025-2026 UPDATE: Project has been integrated into a complete rehabilitation project to include engine replacement, pump and piping and valve upgrades. Upgrades are currently in progress.
$234,600 FRAQMD – CAP 2024
Marysville
M15
Short term
4 4.1
Miscellaneous parks playground improvements and repairs Modernizing and updating the playground equipment at several city parks. 2025-2026 UPDATE: Ongoing
$65,000 General Fund 2026
Marysville
M16
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. 2025-2026 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 in 2027 while the Grocery Outlet and Starbucks to be completed in 2026.
Private
Investment
2027
Marysville
M17
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.
2025-2026 UPDATE: Ongoing. The City Council approved and field lighting upgrades were completed to Pioneer League standards.
$500,000 General Fund,
Private
Partners, Local
228, unions
and CBO’s
2027
Marysville
M18
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
Phase I Completed 2023
$500,000
Phase I Completed 2025
$1.6 Million
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 UPDATE: Project is substantially complete.
Marysville
M19
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.
2025-2026 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
Marysville
M20
Long term
1 1.1
Hotel Marysville Clean-up and Reuse
Located at 420 5th Street in downtown Marysville. The property was originally developed as a hospital facility before being redeveloped in 1926 as the Hotel Marysville, which later closed in 1986. Decades of vacancy and deterioration culminated in a catastrophic fire in June 2024 that caused structural collapse, destroyed basement infrastructure, and released hazardous building materials. The structure was subsequently demolished, leaving approximately 6,000 tons of fire-damaged debris onsite.
Once the debris is removed, the site is cleared of all hazards and is ready for reuse the City will issue a competitive RFP to attract developers with expertise in mixed-use infill and affordable housing. Selection will prioritize proposals that balance economic feasibility with community benefits, including antidisplacement protections, local hiring, and small business opportunities. 4,000,000 EPA 2030
Marysville
M21
Long term
1 1.1
Packard Library
The City has reestablished ownership of the Packard library and is actively preparing the property ahead of issuing a competitive RFP to attract developers to submit proposals for reuse.
Marysville
M22
Short term
4 4.2
Community Design-D St.
Project consists of replacing decorative streetlights with taller poles with new fixtures and brackets for festoon lighting, installing brackets for festoon lighting on two of the existing arch poles, installing crisscrossing festoon-style lighting across D Street, from 3rd Street to 4th Street, routing the electrical for the new lighting through the existing poles and conduits to connect to circuits in the existing pedestal, and installing manual retractable bollards across D Street at 3rd and 4th streets.
Project will bid late 2025 with construction in 2026.
400,000 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, 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. 2025-26 UPDATE: The City continues to seek funding for this project $350,000 Unknown Unknown
Wheatland
W2
Short-term
4 4.1
Wheatland Community Gardens
The 2012 goal of completing Wheatland Community Garden #1 was successfully accomplished with a ribbon‐cutting ceremony on February 20, 2013. The project this year is to build Wheatland Community Garden #2 on $50,000 Lease revenue
& donations
2026
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2025-26 UPDATE: The twelve additional planters were installed in Fiscal Year 2024-25. City staff are exploring options for a second Community Garden location.
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. 2025-26 UPDATE: The General Plan Ad Hoc Committee was expanded to include all City Councilmembers and all Planning Commission members.
Several public Ad Hoc Committee meetings have been held. It is anticipated that the General Plan Update will be completed in 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.
2025-26 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 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 $100,000 Unknown
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
require an environmental review as required by the California Environmental Quality Act.
2025-2026 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. 2025-2026 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.
2025-2026 Update: The City is actively exploring grant funding opportunities 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 hydropneumatic tanks and booster pumps to supply water pressure to the City. The project also includes replacement of domestic water meters, new production meters, water meter automation to assist with leak detection and remote metering reading, SCADA replacement, and new billing software. $1.4M DWR
YCA
2025
PROJECT PLAN
COMPLETED 2022
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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
2025-26 UPDATE: Project is underway and is anticipated that this project will be completed in 2026.
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, protecting 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 accommodation, 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.
2025-26 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 sidewalks 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 route linking three schools and neighborhoods, and a farm to market route serving over 6-square miles of agricultural lands.
2025-2026 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
Wheatland
W13
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 $155,000,000 State Water
Resources
Control Board
grant funding,
2028
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Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
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.
2025-26 UPDATE: Project design and right-of-way acquisition are nearly complete. $75 million in grant funding from the State Water Resources Control Board was approved in August 2025. It is anticipated that the project will go to bid in late 2025 with construction beginning in early 2026.
Yuba Water
Agency
contribution/
loans,
developer
contributions,
other grant
funding
Wheatland
W14
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. 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. 2025-26 UPDATE: Planning is underway for development of a facility to house the Yuba Applied Research Center.
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
FORMER Lincoln East Specific Plan
Harter Specific Plan
El Margarita Corridor Area (Highway 20 to Franklin Rd.) $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 implementation of the City’s new Housing Element. The update includes all general plan elements.
2025-2026 Update: Project Completed
$500,000 SB 2,
LEAP, REAP
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
3 3.2
Bridge Street Corridor Improvements $15,000,000 Undetermined, Local, Local
Ongoing
COMPLETED 2025
$500,000
69 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
30 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Long-Term 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. 2025-2026 UPDATE: No significant change
Partnership
Program Grant
through the
CTC
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.
2025-2026 UPDATE: Working towards final design. Construction is anticipated to begin in 2025
$5,200,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
Ongoing
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.
2025-2026 UPDATE: Project to be advertised for construction in Fall/Winter 2025. Construction to begin 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 signals along Live Oak Blvd and Sutter Street at pedestrian and bicyclist used crossings.
$1,200,000 Undetermined,
Grants
2027
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. 2025-2026 UPDATE: City is actively pursuing applicable grant funding for all project phases.
$70,000,000 Undetermined,
Grants
Ongoing
Yuba City
CYC10
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 $12,500,000 $6,325,000
DWR Grant,
remainder City
water funds
Ongoing
70 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
31 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
surface water availability exceeds demands while extracting groundwater during times when surface availability does not meet demands. 2025-2026 UPDATE: No significant change
Yuba City
CYC11
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.
2025-2026 UPDATE: Yuba City is in the process of seeking funding for the project
$61,800,000 EDA and
Other Funding
Sources
Ongoing
Yuba City
CYC12
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.
2025-2026 UPDATE: No significant change
$2,500,000 COVID Relief
funding, City
Wastewater
funds
2025
Yuba City
CYC13
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.
2025-2026 UPDATE: Project began construction in 2025, with anticipated completion in spring of 2026.
$5,400,000 COVID Relief
funding, City
Wastewater
funds
2026
Yuba City
CYC14
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.
2025-2026 UPDATE: Project was advertised for construction in fall of 2025, with construction anticipated to begin in winter of 2025 $650,000 Highway Safety
Improvement
Program, Local
2025-
2026
Yuba City
CYC15
Short-Term
4 4.2
Roadway Safety Signing Audit and Upgrades
In 2024, the City’s consultant inventoried and audited all City signs (4,153 total). Based upon the audit findings, 2,269 City signs would need one of the following improvements: removal; relocation; replacement and relocation; rehabilitation; replacement.
2025-2026 UPDATE: City intends to complete design in winter of 2025, with construction to occur in 2026.
$1,835,400 Highway Safety
Improvement
Program
2025
Yuba City
CYC16
Short-Term
4 4.2
Pedestrian Safety and Striping Improvements
The project will improve pedestrian safety through striping upgrades throughout the City. The project will be primarily focused on improvements of school zones, parks, and public facilities, though it will also provide necessary striping upgrades in residential areas. Project will install 1.59 miles of crosswalk striping and 1.97 miles of traffic striping. $440,000 Highway Safety
Improvement
Program
2025
71 APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
32 Jurisdiction
Project No.
Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2025-2026 UPDATE: City to finalize design in 2025, with construction to occur in 2026.
Yuba City
CYC17
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 abatement, repainting and installation of color changing LED uplighting on the City’s historic Plumas Street water tower, installation of decorative crisscross lighting above Center Street, reconstruction and expansion of the Plaza under the water tower, and installation of a placemaking gateway arch on Plumas Street, north of Bridge Street.
2025-2026 UPDATE: Water tower components were completed in 2024. In spring of 2025, the Center Street Lighting was completed. By November of 2025, the Plaza and Gateway Arch will be constructed, completing the final components of the project.
$2,710,000 Clean
California Local
Grant Program,
Local
2025
Yuba City
CYC18
Short-Term
3 3.2
Garden Highway Improvements
The project includes rehabilitating/reconstructing pavement on 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.
2025-2026 UPDATE: Plan development likely to begin in 2026, construction anticipated 2027-2028.
$4,900,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
2027-
2028
Yuba City
CYC19
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. This project directly supports the forthcoming Newkom Ranch Development. 2025-2026 UPDATE: Plans are in development for the widening of Bogue between Railroad Avenue and SR-99, with anticipated construction in 2026.
Later phases for turning movement modifications on SR-99 are planned for future.
$13,000,000 Local Ongoing
Yuba City
CYC20
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.
2025-2026 UPDATE: The City continues to pursue grant funding opportunities. $100,000 Undetermined,
Grants
Ongoing
Yuba City
CYC21
3. 3.1
Downtown Specific Plan.
The project involves the process of updating the 33-year-old Central City Specific Plan. The process has begun and is anticipated to be complete by January 1, 2027
$330,000 Reconnecting
Communities
Grant
2027
Yuba City
CYC22
3. 3.1
Zoning Code Update
The City is commencing a comprehensive Zoning Code update. As zoning implements a General Plan, with the adoption of our new 2040 Plan, this update will provide better flexibility in how the code is applied and make sure our standards are appropriate in today’s environment to make the City as competitive as it can be. Including needed public outreach and workshops with the Planning Commission and City Council, aiming for completion in 2- years.
$300,000 Existing CIP
Funds
2027
72 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
CYC 23
4 4.2
ADA Ramp Replacement Project
This project will reconstruct approximately 83 curb ramps throughout Yuba City to meet the current Caltrans and ADA standards. These ramps are located primarily in school areas and low-moderate qualified census tracts, but also include residential areas. Project is anticipated to start construction in winter of 2025, with completion in spring of 2026.
$1,070,000 Community
Development
Block Grant,
Local Funds
2025-
2026
Yuba City
CYC 24
3 3.2
Residential Resurfacing Project
This project will provide needed rehabilitation to eight residential areas and two commercial areas in Yuba City, totaling over 125,000 square yards of rehabilitated pavement area. The project will install pavement repairs (digouts), slurry seals, rubberized cape seals, and pavement striping. Project is anticipated to start construction in 2026.
$1,912,988 CalRecycle
Rubberized
Pavement
Grant Program,
Local Funds
2026
Yuba City
CYC 25
3 3.2
George Washington Pavement Rehabilitation
This project will provide 6” depth pavement repairs and a 0.20’ depth overlay on George Washington Boulevard, between Franklin Avenue and State Route 20, in Yuba City. The project will also widen roadway and update signage and striping to create buffered bike lanes along the project’s nearly one-mile length.
$1,815,000 Surface
Transportation
Improvement
Program, Local
Funds
2028
73 2025-2030
COMPREHENSIVE
ECONOMIC
DEVELOPMENT
STRATEGY
74 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. 75 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.
76 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
Blaze Baker
Gustavo Becerra
Robert Bendorf
Swarnjit Boyal
Michael Bessette
Samuel Bunton
Terri Daly
Brian Davis
Tawny Dotson
Dan Flores
Neal Hay
Brennan Howell
Suki Johal
Jason Kopping
Lance Landon
Mike Lee
Doug Libby
Creig Marcus
Kimberly Matta
Mathew Mauk
Patrick Meagher
Ben Moody
Kyle Morgado
Rachel Olson
Ashley Potocnik
Emily Rary
Jim Schaad
John Tillotson, PE
Bill Zenoni
Private Sector
Camille Benner
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
Stephanie Williams
77 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
Co-working/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
78 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 million in 2023, a 5.1 percent increase
over the prior year however it has exceeded the
passenger volume pre-COVID.
The Yuba County Airport, on 600+ 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. In the last 8 years improvements which included 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
89,382
LOCAL LABOR
FORCE
184,626
POPULATION
32%
Have an
Associate degree
or higher
35 Miles to
Sacramento
International
Airport
and
1,106,000
workers within
45-minute
commute
79 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
9,819 WORKERS
Retail Trade
6,437 WORKERS
Educational Services
6,418 WORKERS
Accommodation & Food Services
5,560 WORKERS
Agriculture, Forestry, Fishing &
Hunting
5,185 WORKERS
Public Administration
4,974 WORKERS
was awarded an EDA construction grant to build an
additional taxiway to serve the five acres that are
ready to be devloped. 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.
80 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, integrated 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 war-fighters 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
81 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 8
SUTTER COUNTY
The gross value of Sutter County agricultural production for 2024 was $683,508,000. This is a decrease of
$88,312,000 or 11.4% from the 2023 total value
Rice remains the top-ranking crop in 2024 with a
total value of $201,309,000. Second was walnuts,due
to a significant increase in price, to a total value of $106,471,000, a 106% increase from 2023. Processing
tomatoes were third, with a total value of $74,980,000, which is a 36% decrease from 2023, due to decreases
in harvested acreage and price. Almond meats rose to
fourth due to increases in harvested acreage, yield and price, with a total value of $70,448,000, which is an 83% increase from 2023. Clingstone peaches fell to fifth, with a total value of $66,356,000. (Source: Sutter County 2023 Crop Report)
In 2023, Sutter County ranked 20th in gross value of
agricultural production of the entire state of California, first in rice production, prunes and Sunflower seed
production. (Source:CDFA 2023-24 California Ag Statistics Review) To access the complete 2024 crop report visit:
https://www.suttercounty.org/home/
showpublisheddocument/8881/638972432633530000
AGRICULTURE AS ECONOMIC DEVELOPMENT
YUBA COUNTY
The gross value of Yuba County’s agricultural production for 2024 is $262,065,735 up approximately 2% from the
2023 value estimate of $256,887,785. Rice retained its
place as top crop amid falling prices as walnut prices
increased. Peaches, livestock and kiwi lost value due
to decreased production while almonds, timber and
prunes increased in value.
Fluctuating commodity prices, increasing prices for
inputs and adverse weather conditions continue to pose
significant challenges for producers in the long run. Rice remained Yuba County’s top crop generating $52 million
in gross value. At $51 million, walnuts climbed to second in rank. Kiwi falls to third place at $48 million. Prunes/ dried plums moves to number four at $25 million.
Rounding out the top five is livestock 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 $425,856,817 in
2024. Agriculture accounts for 1 out of every 11 jobs in Yuba County (Source: Yuba County 2023 Crop Report)
In 2023, Yuba County ranked 32 in gross value of
agricultural production of the entire state of California, and ranked first in Kiwi fruit production, second in
livestock and fourth in prune and fifth in rice production. (Source:CDFA 2023-2024 California Ag Statistics Review) To access the complete 2024 crop report visit:
https://cms7files.revize.com/yubaca/Yuba%20
County/Agricultural%20Commission/Crop%20
Reports/YubaCounty_2024_CropReport.
pdf?t=202510281832220&t=202510281832220
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. 82 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 8.02. This cluster employs 5,134 workers with an average wage of $3,586 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. 83 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
84 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
85 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.
86 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
promote a resilient business environment.
87 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
88 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.
89 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
90 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
91 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
92 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.
93 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
94 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
95 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
96 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
97 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
98 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
99 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 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 37 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.
IN FY 2024-2025
There were 19 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 12 infrastructure, 4 facility
construction/rehab., 2 planning, and 1 technical
assistance projects completed. The estimated public
sector investment was $317,307,000 and $6,019,378
private sector investment which created or retained
468 jobs.
PUBLIC
INVESTMENT
1.96 BILLION
PRIVATE
INVESTMENT
82.5 MILLION
JOBS
CREATED
OR
RETAINED
3,576
ECONOMIC
DEVELOPMENT
INITIATIVES
127
100
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.
101
From Vision to
Verified Results
2025 Economic Progress Update
Live Oak
102
Working Toward
a thriving community built through
Innovation
Creation, adoption and
scaling of products,
services, and processes
Infrastructure
Investment in
transportation, energy,
water and wastewater
Economic
Growth
Increasing GDP, higher
incomes, and job
creation
Quality of
Life
Attracting and retaining
productive workforce
103
Yuba-Sutter by the numbers
$8.8 Billion Regional GDP
+7,300 Labor Force Growth Over 10 Years
+263 New Establishments Year-Over-Year
~30% Lower Cost of Living than CA Average
104
Measuring Progress
From Strategy to Action
Vision Projects Outcomes Community
Impact
Progress isn't measured by plans. It's measured by outcomes. 105
Local Business Support
Keep Growth Local
3,800+
Businesses
Assisted
$230K
In Lending
70+
Jobs Created
60+ Business Networking Events
Small businesses remain the backbone of the local economy 106
Infrastructure Investment
Infrastructure is the Foundation
$115M Marysville Ring Levee project completed
$102M Major Caltrans safety & mobility projects completed $94.5M Beale AFB modernization projects
These projects reduce risk and unlock development
107
Infrastructure Investment
Major Projects Underway – Building Capacity for the Future South Yuba County Regional Water/Wastewater Project
Yuba-Sutter Transit Facility Replacement
Flood Protection and Transportation Corridors
Sutter Pointe Infrastructure
Long-term projects designed to support housing, jobs and environmental resilience 108
What Infrastructure Unlocks
Why This Investment Matters
BEFORE
• Limited wastewater treatment
capacity and conveyance
• Aging or undersized systems
• Development approvals delayed
• Housing and industrial projects stalled
AFTER
Regional wastewater capacity
expanded
Modern, compliant treatment
systems
Housing and employment sites
'Build Ready'
Private investment proceeds with
certainty
109
Workforce and Talent
Workforce Status
13,600
Individuals Served
436
Job Placements
Yuba College
National Manufacturing
Championship
110
Quality of Life is an Economic
Strategy
Why People Choose to Stay and Invest
Housing projects advancing across all income levels
Arts, culture, and tourism drawing visitors
Parks, trails, and revitalized downtowns
Employers follow talent, and talent follows livability
111
Upcoming Live Oak City Projects
9 Public Works Projects Identified
1 Transportation/Road Improvement
$3M Investment
1 Downtown Infrastructure Improvement
$12M Investment
1 Water/Wastewater
$22.2M Investment
2 Parks/Bike Paths/Pedestrian Trails Improvements
$10.2 Investment
10 projects estimated to be completed by end of 2026
112
Business & Economic Momentum
Opportunities
18 Industry Inquiries
$2.46B
Potential Private
Investment
3,248
Potential Jobs to
Region
Infrastructure is the primary barrier to converting these opportunities into establishments & jobs
113
Opportunity
Commercial/Retail Leakage
1 Shoe Stores
$797M
2 General Merchandise Stores
$144M
3 Auto Dealers
$133M
4 Full Service Restaurants
$108M
Total Sutter County Leakage $1.2 Billion Annually
114
Thank You!
The CEDS progress reinforces regional coordination,
improves grant competitiveness, reduces risk,
and maximizes return on public funds.
115