Wheatland City Council
March 25, 2025

REGULAR CITY COUNCIL MEETING
Agenda
March 25, 2025 at 6:00 PM
Wheatland Community Center: 101 C Street, Wheatland, CA 95692 City Council meetings are held in-person and are no longer available via ZOOM.

In compliance with the Americans with Disabilities Act, if you are a disabled person and you need a disability-related modification or accommodation to participate in this meeting, please contact City Hall at (530) 633-2761 or (530) 633-9102 (fax). Requests must be made as early as possible and at least one full business day before the start of the meeting.

1. OPENING MATTERS

1.1 Call to Order and Roll Call

1.2 Pledge of Allegiance to the Flag

2. PUBLIC COMMENT
At this time, the public is permitted to address the City Council on non-agendized items.

COMMENTS SHOULD NOT EXCEED THREE (3) MINUTES. In accordance with State Law, however, no action or discussion may take place on any item not appearing on the posted agenda. The Council may respond to statements made or questions asked or may request Staff to report back at a future meeting concerning the matter. Any member of the public may contact the City Clerk’s Office related to the proper procedure to place an item on a future City Council agenda. The exceptions under which the Council MAY discuss and/or act on items not appearing on the agenda are contained in Government Code §54954.2(b) (1) (2) (3)

3. CONSENT CALENDAR

3.1 Minutes from the 02/25/2025, City Council Meeting

3.2 City of Wheatland General Plan Annual Progress Report for 2024.

3.3 City of Wheatland Housing Element Annual Progress Report for 2024.

3.4 Council review and acceptance of revision to the recently updated Conflict of Interest Code provisions concerning Architectural and Engineering Services Administration and Procurement for Federal and State-Funded Transportation Projects.

4. PRESENTATIONS
Update on Status of Yuba Applied Research Center

4.1 5. REGULAR CALENDAR
1 5.1 Yuba-Sutter Economic Development District 2025-2030 Five-Year CEDS Update, Appendix I Public Works Projects Updates and 2024 CEDS Annual performance and Evaluation

5.2 Bishop’s Pumpkin Farm 2024 Season Report

5.3 Wheatland Police Department Annual Report

5.4 Wheatland Fire Authority Annual Report

6. REPORTS

7. ADJOURN
Any writings or documents provided to a majority of the Wheatland City Council after distribution of the agenda packet are available for public inspection on the City’s website, www.wheatland.ca.gov This institution is an equal opportunity provider, and employer. 2 1

REGULAR CITY COUNCIL MEETING
Minutes
February 25, 2025, at 6:00 PM
Wheatland Community Center: 101 C Street, Wheatland, CA 95692 City Council meetings are held in-person and are no longer available via ZOOM.

In compliance with the Americans with Disabilities Act, if you are a disabled person and you need a disability-related modification or accommodation to participate in this meeting, please contact City Hall at (530) 633-2761 or (530) 633-9102 (fax). Requests must be made as early as possible and at least one full business day before the start of the meeting.

1. OPENING MATTERS

1.1 Call to Order and Roll Call
Mayor Angela Teter called the meeting to order at 6:00 p.m.

PRESENT
Mayor Angela Teter
Vice Mayor Lisa McIntosh
Council Member Bob Coe
Council Member Brian Abe
Council Member John Abe

OTHERS PRESENT
City Manager Bill Zenoni
Susan Mahoney, Finance Director
Gavin Ralphs, City Attorney's Office
Community Development Director Tim Raney
Senior Planner Kevin Valente
Police Chief Brian Wittmer
Fire Chief Art Paquette

1.2 Pledge of Allegiance to the Flag
Mayor Angela Teter led the Pledge of Allegiance

2. PUBLIC COMMENT
At this time, the public is permitted to address the City Council on non-agendized items.

COMMENTS SHOULD NOT EXCEED THREE (3) MINUTES. In accordance with State Law, however, no action or discussion may take place on any item not appearing on the posted agenda. The Council may respond to statements made or questions asked or may request Staff to report back at a future meeting concerning the matter. Any member of the public may contact the City Clerk’s Office related to the proper procedure to place an item on a future 3 Section 3, Item # 3.1
2 City Council agenda. The exceptions under which the Council MAY discuss and/or act on items not appearing on the agenda are contained in Government Code §54954.2(b) (1) (2) (3) Maddie Munson commented on the Caliterra Ranch amended agreement, transparency, the need for a park in the Caliterra Ranch subdivision and organization of web page information.

3. CONSENT CALENDAR
Motion made by Councilmember R. Coe, Seconded by Councilmember J. Abe to approve minutes from the February 11, 2025, city council meeting, Investment Report for the quarter ended December 31, 2024, and annual review of City of Wheatland Investment Policy.

3.1 Minutes from February 11, 2025, City Council Meeting

3.2 Investment Report for the Quarter Ended December 31, 2024

3.3 Annual Review of City of Wheatland's Investment Policy

4. PRESENTATIONS

4.1 Presentation of Yuba-Sutter Regional Safety Action Plan Council and audience members received a PowerPoint presentation from Adrian Engel with Fehr & Peers regarding the Yuba-Sutter Regional Action Plan. The presentation included information on a Safe Streets 4 All (SSFA) grant and joint recipients, roadway fatalities in the U.S., pedestrians hit by a vehicle, safe system pyramid, goal and vision, guiding principles, collision analysis, Office of Traffic (OTS) safety rankings, OTS 2021 jurisdiction rankings, collision analysis data sources and methodology, Yuba-Sutter collision trends, collision analysis in Wheatland, community engagement updates, social pinpoint and next steps.

Information item only.

5. REGULAR CALENDAR

5.1 Wheatland-Premier Grove Landscape and Lighting District Finance Director Susan Mahoney presented the staff report for the Wheatland-Premier Grove Landscape and Lighting District. Each year a budget is established to determine the cost of providing services and to determine the proportional amount to assess benefiting parcels within the District. Services provided are landscaping, irrigation, streetlights, detention basin, frontage wall, open space, drainage area and parks. Staff recommends the City Council adopt the proposed resolution directing the preparation of the engineer's report for the WheatlandPremier Grove Landscape and Lighting Assessment District.

Councilmember J. Abe questioned the cost for the engineer's report.

Motion made by Council Member B. Abe, Seconded by Council Member Coe to adopt Resolution No. 11-25 Directing Preparation of the Annual Engineer's Report for the Continuation of the Wheatland-Premier Grove Landscaping and Lighting Assessment District (Including Park Place Annexation) for Fiscal Year 2025-26.

Voting Yea: Mayor Teter, Vice Mayor McIntosh, Council Member Coe, Council Member Abe, Council Member Abe

5.2 Update on Wheatland Farmers’ Market
4 Section 3, Item # 3.1
3 Henry Gilbert from the Wheatland Street Fair Foundation presented information for an update on a Wheatland Farmers' Market. Information included regulatory and legal requirements, operation of the Farmers' Market, definition of the Wheatland Street Fair Foundation, location and logistics and next steps and request for support.

Councilmember B. Abe suggested the location of the field across for the Police station.

Vice Mayor L. McIntosh suggested the location of Raj Sharmer's property on Highway 65 and public's input on location.

Councilmember J. Abe commented on exemptions, locations and suggested the City Manager and Community Development Director develop public outreach.

Mayor A. Teter commented on information targeted toward a Farmers' Market and food vendors.

Mayor A. Teter gave direction to staff to move forward with the Farmers' Market.

5.3 Status Report on the Proposed Heritage Oaks Estates East Tentative Subdivision Map Located West of State Route 65 and South of Main Street.

Community Development Director T. Raney presented the staff report for the proposed Heritage Oaks Estates East Tentative Subdivision Map located west of State Route 65 and south of Main Street. Raney provided information on the proposed project size, location, and zoning. The proposed project would include development of the project site with up to 685 single-family residences as well as various improvements including several community parks, landscape corridors, open space and internal roadway system and various landscaping and utility improvements. The proposed project requires City approval of a General Plan Amendment, PD Rezone with an associated General Development Plan, Vesting Tentative Map, and Site Plan and Design Review. Information also included Site Plan and Design Review. The Planning Commission held a public hearing for the proposed project and received public comments. During the public hearing, two Planning Commissioners recused themselves for a potential conflict of interest. One Planning Commissioner was absent from the meeting, as a result the City no longer met the minimum requirements for a quorum. Public comments received turing the public hearing included concerns regarding the continues access to the neighboring property once project construction occurs as well as support for the proposed project due to the proposed primary access to the Bishop's Pumpkin Farm. On February 4, 2025, the Wheatland Planning Commission held a public hearing on the proposed project.

Staff provided another presentation for the Commission and the City received additional public comments. The public comments received during February 4, 2025; public hearing included concerns regarding the proposed residential lot sizes. The Wheatland Planning Commission unanimously recommended the City Council approve all requested entitlements for the proposed project with the addition of a condition of approval requiring safety fencing or shrubbery around the storm water quality basins, subject to City Engineer review and approval.

City Manager B. Zenoni provided detailed information on fiscal impacts on the proposed housing development.

CITY COUNCIL COMMENTS
Councilmember J. Abe requested a breakdown of proposed entitlements.

Vice Mayor L. McIntosh questioned if the 2022 Environmental Impact Report (EIR) is being used for the proposed project. Community Development Director T. Raney explained that a brand-new EIR is used for the proposed project. McIntosh also commented on Caliterra Ranch 5 Section 3, Item # 3.1
4 Subdivision zoning.

Councilmember B. Abe
Applicant Phil Rodriguez presented a PowerPoint presentation. Information included the number of lots, village neighborhoods, residential lot size, development phases and three villages and lot size phase. Information was also presented regarding parks and recreation, Malone pedestrian and bicycle paseo, General Development Plan, Phase 1 of the proposed project, projected new home sizes, infrastructure investment, Phase 2 of the proposed project, residential village summary and projected new home sizes, infrastructure investment, Phase 3 of the proposed project, residential village summary and projected new home sizes and infrastructure investment.

Council Member J. Abe requested definitions of Developer and Home Builder. Abe questioned why the density of homes changed. P. Rodriguez responded development costs and to create diversity. Abe commented on a realistic completion date. Rodriguez responded it depends on how many homes can be sold each month, but the project is projected to be fully developed in 6 to 7 years. Abe also commented on the square footage of lot sizes and homes, questioned how many one-story homes and that seniors will want a single story. Abe added that the size of proposed homes does not sound like they are for entry level buyers. Abe comments on the size of driveways, truck sizes and less parking on streets. Abe also commented on proposed smaller lot sizes and what the community wants and questioned the discussions at the Planning Commission meeting on the proposed project and how long their meeting was.

Planning Commission Chair Greg Hart provided a summary of discussion from the Planning Commission meeting and stated the City needs this proposed project for finding the sewer upcoming project. Abe questioned if the Planning Commission has had the same discussions as City Council.

Vice Mayor L. McIntosh questioned if a traffic signal on Highway 65 for the project will be installed before the project begins. City Engineer D. Schilling explained there is a CalTrans meeting coming up for the proposed development. McIntosh questioned if the street to Bishops Pumpkin Farm will be wider than other roads in the development and the number of homes on the street. Schilling responded homes on this particular street will face away from the street. McIntosh commented on Wheatland staying with larger lot sizes and that there is a market for larger lots. City Manager B. Zenoni responded that proposed lot sizes are locked in, however once homes start selling, staff can come back with an amended map. McIntosh stated infrastructure costs will keep going up. McIntosh also commented on the City having approval of lot sizes, the commercial component, changing lot sizes to no smaller than 5,000 square feet. McIntosh questioned if the proposed project is above flood level, D. Schilling responded yes.

Council Member B. Abe commented on the General Plan from 2006, diversity and questioned larger lot sizes. P. Rodriguez responded with affordability and consumer desire. Abe also commented on statistics. Abe also commented on agricultural setbacks and storm drainage.

Mayor A. Teter questioned how the Caliterra development came up with lot sizes with lower costs involved. Community Development Director T. Raney responded that the City's General Plan has lower density and stated the proposed Johnson Rancho project will have much larger lots. Raney also explained that the conditions of approval can come back to council for an amendment. Teter questioned the definition of a small lot and stated that 6,000 square feet is a small lot.
6 Section 3, Item # 3.1
5 PUBLIC COMMENT
Dean Webb stated the proposed development has put the City in the position that they cannot control the size and number of lots. Webb stated the lots are too small and the City needs to raise standards for development.

Nikki Crabb commented on impact fees and stated additional schools are needed.

Chris Walsh commented on upscaling the area, change the name of the proposed development, traffic lights, pictures of actual neighborhoods. Walsh added that the proposed development will be in sever different school districts.

M. Lewis commented on commuting, larger lot sizes, widening Highway 65, diversity of lot sizes and re-routing Bishop Pumpkin Farm traffic.

Wayne Bishop commented on the General Plan Update, circulation, storm drainage, agricultural buffer and the Yuba Water Agency loan.

Richard Hilbert commented on sewer issues and state regulations.

Austin Bishop commented on smaller lot sizes, stated concerns of people walking their dogs on Bishop property, creating a liability and agricultural buffers.

Information item only, no action taken.

6. REPORTS
Police Chief Wittmer reported on the suspect in the motor vehicle fatal has been released from prison.

City Manager Zenoni reported on the upcoming April 9, 2025 Ethics training and the C Street Park restrooms.

Vice Mayor McIntosh requested discussion of the Webb Apartment project be schedule for the next council meeting and an ordinance for the number of chickens allowed on residential property.

7. ADJOURN
There being no further business, Mayor Teter adjourned the meeting at 7:07 p.m.

Any writings or documents provided to a majority of the Wheatland City Council after distribution of the agenda packet are available for public inspection on the City’s website, www.wheatland.ca.gov This institution is an equal opportunity provider, and employer. 7 Section 3, Item # 3.1
1 City Council Meeting Staff Report
Meeting Date:

March 25, 2025
Subject: City of Wheatland General Plan Annual Progress Report for 2024.

Prepared By: Tim Raney, Community Development Director
Recommendation:

Staff recommends that the Wheatland City Council receive and file the General Plan Annual Progress Report and provide direction to staff to submit the Annual Progress Report to the State.

Background:

All cities and counties in California are required to prepare a long-term comprehensive plan, known as a General Plan, to cover a wide range of issues to guide future growth. General Plans are required to have the following components or Elements: Land Use, Circulation, Housing, Conservation, Open Space, Noise, Safety, and Environmental Justice. Pursuant to Government Code (GC) §65400. California requires an annual report on the status of the General Plan and progress in its implementation. Part of the State’s requirement is the presentation of the report to the local legislature, which is the Wheatland City Council.

Discussion:

The attached Annual Progress Report Memo provides an overview to the California Office of Planning and Research summarizing the progress the City of Wheatland has made in implementing the programs contained within the General Plan in order to achieve the adopted Goals and Policies.

Overall, the City of Wheatland has made great progress towards reaching its goals related to Land Use and Community Character, Transportation and Circulation, Economic Development, Housing, Public facilities and Services, Recreational, Education, and Community Services, Historic Preservation, Environmental Resources, and Health and Safety.

It should be noted that the City of Wheatland has begun preparing the General Plan Update. A general plan consultant has been selected and the consultant has completed the review of the existing General Plan. In addition, the community stakeholder meetings have been completed and the City has conducted five public workshop meetings with the next meeting scheduled for April 2025.

Attachments

1. City of Wheatland 2024 General Plan Annual Progress Report 8 Section 3, Item # 3.2
City of Wheatland
111 C Street
Wheatland, California 95692
TELEPHONE (530) 633-2761
(530) 633-9102
TO: Office of Planning and Research
FROM: Wheatland Planning Department
CONTACT: Kevin Valente, Senior Planner
[email protected]; (916) 372-6100
SUBJECT: City of Wheatland General Plan Annual Progress Report Memo DATE: March 26, 2025
The Wheatland General Plan Annual Progress Report for reporting year 2024 was received and filed by the Wheatland City Council on March 25, 2025.

The City of Wheatland’s General Plan was adopted July 11, 2006 and includes goals, policies, and implementation measures for land use and community character, transportation and circulation, economic development, housing, public facilities and services, recreational, educational, and community services, historic preservation, environmental resources, and health and safety.

Within each chapter of the Wheatland General Plan are implementation programs specific to that chapter that serve as measures to take in order to reach the goals outlined in the General Plan.

The City of Wheatland is currently updating the City’s General Plan. A consultant has been selected, and the update process is underway.

This document will provide an overview of the implementation programs contained within the Wheatland General Plan. Overall, the City of Wheatland has made great progress towards reaching its goals. Below includes an analysis of the implementation programs that have been completed since the adoption of the Wheatland General Plan.

Land Use and Community Character Implementation Measures In regards to land use and community character, the City continues to annually review the General Plan to assure the adopted policies and programs reflect the development needs of the community (Implementation Program [IP] 1.1). The City provides a Housing Element Annual Progress Report to HCD, OPR, and SACOG on an annual basis. Since the adoption of the General Plan, the City has adopted several zoning amendments to provide consistency with the General 9 Section 3, Item # 3.2
2 Plan (IP 1.3). Residential and commercial development and design guidelines were published in 2017 to promote well-designed neighborhoods, open spaces, streetscapes, walking, biking, and transit use (IP 1.4).

The City was awarded grant funding for the Safe Routes to School (SRTS) program, which consisted of roadway resurfacing, new pedestrian ramps, drainage, and sidewalk improvements.

The City continues to seek permanent funding sources for ongoing street tree replacement and maintenance (IP 1.6). A Downtown Corridor Improvement Plan (DCIP) has been prepared and is intended guide the City in developing and maintaining an economically, socially, and physicallyattractive Downtown (IP 1.10). The City has also established a Community Cleanup Day with help from Recology Yuba-Sutter (IP 1.7).

Although the City has made substantial progress, a few implementation programs included in the General Plan were not met. A Downtown Improvement Association has not yet been formed (IP

1.11) and a Right-To-Farm Ordinance has been prepared but not yet adopted (IP 1.12).

Transportation and Circulation
In regards to transportation and circulation, the City has formed a Joint Powers Agreement with Yuba County to form the South Yuba Transportation Improvement Authority (SYTIA). SYTIA is working to complete the proposed State Route (SR) 65 Bypass Project, consistent with the General Plan IPs 2.3 and 2.4. The SR 65 Bypass Project continues to make progress in securing funding. SYTIA conducts board meetings for the project. Thus far, a traffic impact fee has been prepared.

In 2014, the City adopted the City of Wheatland Bikeway Master Plan to ensure the provision and promotion of safe bicycle use within the City (IP 2.8).

Economic Development
The Wheatland City Manager monitors the City’s economic development strategic plan, and presents the annual update to the Wheatland City Council each year (IP 3.2).

Housing
Since the adoption of the General Plan, the City has redesignated and rezoned several acres of land to consistently meet the City’s RHNA (IP 4.1). The Zoning Ordinance has also since been amended to provide affordable housing density bonuses consist with State Law (IP 4.2). The City is consistent with State Laws regarding affordable housing and has approved an Ordinance amending the zoning code regarding Accessory Dwelling Units (ADU). Parking requirements for multi-family and single-family housing was also revised as a part of the ADU Ordinance. The City currently has one affordable housing project in process, and one affordable housing project in construction (IP 4.10). The City also expedites the processing of affordable housing projects, and encourages the development of self-help housing (IP 4.5 and 4.9). The General Plan and the 10 Section 3, Item # 3.2
3 Zoning Code has also been amended to allow up to 30 dwelling units per acre for high density residential and R-3 zoning.

The General Plan includes the implementation program to continue the annexation of Caliterra Ranch (FKA Jones Ranch), which has since been annexed and is currently being developed for residential uses(IP 4.13). The Zoning Ordinance has also since been amended to allow home child care facilities as a conditional use in R-1 zones. The City has also worked with Yuba and Sutter Counties Child Care Coordinators to ensure the Zoning Ordinance promotes child care centers as well as home child care facilities.

Public Facilities and Services
The City of Wheatland has recently adopted the 2023 Pavement Management Program, which aims to improve the conditions of public streets. This plan includes the evaluation of current conditions, and then recommend budget requirements for maintenance and rehabilitation of the City’s street system. The creation of this document directly relates to Implementation program

5.4 from the General Plan – “The City shall prepare and periodically update a Pavement Management Plan.” The City continues to work towards implementing this program and maintaining and rehabilitant City streets.

The City recently updated the AB 1600 Fee Study which relates to IP 5.2 - The City shall prepare, annually review, and update every five years the Infrastructure Financing Plan and IP 5.5 – The City shall prepare development dee schedules based on the Infrastructure Financing Plan.

Recreational, Educational, and Community Services
The City is currently in the process of preparing a Parks Master Plan to identify the locations of major parks and recreational facilities, specific criteria and standards for the development and maintenance of parks, recreation centers, and open space resources. The Parks Master Plan will include provisions for the development of new parks in connection with new development and the development of parks to address existing deficiencies (IP 6.1).

Historic Preservation
This City has not yet completed a historic resource inventory of all historically and architecturally significant buildings and sites in the City and surrounding planning area. The City has not yet adopted a Historic Preservation Ordinance that regulates the preservation, rehabilitation, conversion, demolition, or other changes to historic buildings and sites. However, historic preservation is being discussed as part of the City’s ongoing General Plan Update process.

The City continues to pursue Federal and State grants for historic preservation projects involving public-private partnerships, including HOME, Community Development Block Grant (CDBG), and Transportation Enhancement Activities (TEA) grant applications, where appropriate (IP 7.3). 11 Section 3, Item # 3.2
4 Environmental Resources
Since the adoption of the General Plan, the City has been monitoring any activities that may degrade the aquifers of Bear River and Dry Creek and subsequently affect City water supplies (IP

8.1). With regards to amending the City’s Zoning Ordinance to assure adequate standards for watershed protection have been adopted, the City’s Zoning Ordinance was last updated in 1991 with regards to standards for watershed protection (IP 8.2).

Health and Safety
In regards to health and safety, the City has implemented the General Plan IPs through the adoption of the Yuba County Local Hazard Mitigation Plan (LHMP). The LHMP evaluates and addresses the same hazards that must also be addressed in local government general plans in California (IP 9.1). Recognizing that the potential duplication of effort over evaluation of the same issues, efforts to update the Health and Safety Element should be conducted in coordination with the multi-hazard mitigation plan and to also ensure AB2140 Compliance.

Additionally, the City completed Flood Protection Master Plans for external source and internal source flooding in 2005 (IP 9.3).

Administration and Implementation
For administration and implementation, the City conducts an annual review of the General Plan, including the General Plan Policy Document and Background Report (IP 10.1 and 10.2). The City also investigates and implements, as appropriate, mechanisms to be used for funding General Plan updates (IP 10.3). The City reviews and amends, as necessary, applicable ordinances and regulations to ensure consistency with the General Plan (IP 10.4). The City also implements the provisions of the General Plan through ongoing project review process (IP 10.5).

Conclusion
The City of Wheatland continues to review the General Plan annually and has begun the process of preparing a General Plan Update. The City of Wheatland has acquired a General Plan Update consultant and are currently conducting the ongoing public outreach process. 12 Section 3, Item # 3.2
1 City Council Meeting Staff Report
Meeting Date:

March 25, 2025
Subject: City of Wheatland Housing Element Annual Progress Report for 2024.

Prepared By: Tim Raney, Community Development Director
Recommendation:

Staff recommends that the Wheatland City Council receive and file the 2024 Housing Element Annual Progress Report and provide direction to staff to submit the Annual Progress Report to the State, as required.

Background:

California requires each jurisdiction to prepare a Housing Element as part of its General Plan to ensure that all jurisdictions are planning for the projected housing demand throughout California.

California Government Code Section 65400 requires that an Annual Progress Report (APR) be prepared on the status and progress of implementation of the Housing Element and submitted to the City Council, the State Office of Planning and Research (OPR), and the California Department of Housing and Community Development (HCD) by April 1st of each year. The contents of the report are specified in State law, and include detailed reporting on planning approvals, building permits, and program implementation as specified in the Housing Element. The Wheatland 2024 Housing Element Annual Progress Report can be found in Attachment 1.

Discussion:

In 2024, 94 residential building permits were issued for the City of Wheatland and 37 of those 94 building permits received their Certificate of Occupancy. The Caliterra Ranch Project accounted for most of those permits, which are market rate single-family detached homes. In addition to the Caliterra Ranch Project, the City approved a building permit for an Accessory Dwelling Unit (ADU) located on Nicols Road and the First Street Senior Housing Project located at the corner of First Street and E Street.

The Housing Element Annual Progress Report is required by the State of California to be completed on an annual basis. Staff recommends that the Wheatland City Council receive and file the Wheatland 2024 Housing Element Annual Progress Report and provide direction to staff to submit to the State, as required.

Attachment

1. City of Wheatland 2024 Housing Element Annual Progress Report 13 Section 3, Item # 3.3
Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title Click here to download APR Instructions
Email
Phone
Street Address
City
Zipcode
v_02_12_25
Click here to add rows to a table. If you add too many
rows, you may select a cell in the row you wish to
remove and type ctrl + d.
111 C Street
Wheatland
95692
Kevin
Valente
Senior Planner
[email protected]
9163726100
Mailing Address
Please Start Here
General Information
2024
Wheatland
Contact Information
Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You
will be prompted to pick an old workbook to import
from. Project and program data will be copied exactly
how it was entered in last year's form and must be
updated. If a project is no longer has any reportable
activity, you may delete the project by selecting a cell in the row and typing ctrl + d.

Annual Progress Report January 2020
14 Section 3, Item # 3.3
Optional: This runs a macro which checks to ensure all required fields are filled out. The macro will create two files saved in the same directory this APR file is saved in. One file will be a copy of the APR with highlighted cells which require information. The other file will be list of the problematic cells, along with a description of the nature of the error.

Optional: Save before running. This copies data on Table A2, and creates another workbook with the table split across 4 tabs, each of which can fit onto a single page for easier printing.

Running this macro will remove the comments on the column headers, which contain the instructions. Do not save the APR file after running in order to preserve comments once it is Optional: This macro identifies dates entered that occurred outside of the reporting year.

RHNA credit is only given for building permits issued during the reporting year.

Link to the online system: https://hcd.my.site.com/hcdconnect Toggles formatting that turns cells green/yellow/red based on data validation rules.

Submittal Instructions
Please save your file as Jurisdictionname2024 (no spaces). Example: the city of San Luis Obispo would save their file as SanLuisObispo2024 Housing Element Annual Progress Reports (APRs) forms and tables must be submitted to HCD and the Governor's Office of Planning and Research (OPR) on or before April 1 of each year for the prior calendar year; submit separate reports directly to both HCD and OPR pursuant to Government Code section 65400. There are two options for submitting APRs:

1. Online Annual Progress Reporting System - Please see the link to the online system to the left. This allows you to upload the completed APR form into directly into HCD’s database limiting the risk of errors. If you would like to use the online system, email [email protected] and HCD will send you the login information for your jurisdiction. Please note: Using the online system only provides the information to HCD. The APR must still be submitted to OPR. Their email address is [email protected].

2. Email - If you prefer to submit via email, you can complete the excel Annual Progress Report forms and submit to HCD at [email protected] and to OPR at [email protected]. Please send the Excel workbook, not a scanned or PDF copy of the tables.
15 Section 3, Item # 3.3
Jurisdiction Wheatland
Reporting Year 2024
Housing Element Planning Period 6th Cycle
Current Year
Deed
Restricted 16
Non-Deed
Restricted 0
Deed
Restricted 16
Non-Deed
Restricted 0
Deed
Restricted 0
Non-Deed
Restricted 0
62 94
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 0 61 37
2 to 4 units per structure 0 0 0
5+ units per structure 0 32 0
Accessory Dwelling Unit 0 1 0
Mobile/Manufactured Home 0 0 0
Total 0 94 37
Infill Housing Developments and Infill Units Permitted # of Projects Units 63 94
0 0
0 0
0 0
0 0
Income Rental Ownership Total
Very Low 0 0 0
Low 0 0 0
Moderate 0 0 0
Above Moderate 0 0 0
Total 0 0 0
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 0 0
SB 9 (2021) - Residential Lot Split 0 0
AB 2011 (2022) 0 0
SB 6 (2022) 0 0
SB 423 (2023) 0 0
Ministerial and Discretionary Applications # of Units
Ministerial 0 0
Discretionary 0 0
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 28 0
Programs Implemented
Sites Rezoned to Accommodate the RHNA
(Jan. 1 - Dec. 31)
05/15/2021 - 05/15/2029
Units Constructed - SB 423 Streamlining Permits
Number of SB 423 Streamlining Applications Approved
Very Low
Low
Moderate
Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Use of SB 423 Streamlining Provisions - Applications
Note: Units serving extremely low-income households are included in the very low-income Number of SB 423 Streamlining Applications
Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
16 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining
2 3 4 6 7 8 9
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted
(see
instructions)
Very LowIncome
Deed
Restricted
Very LowIncome
Non Deed
Restricted
LowIncome
Deed
Restricted
Low-Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome
Non Deed
Restricted
Above
ModerateIncome
Total

PROPOSED
Units by
Project
Total

APPROVED
Units by
project
Total

DISAPPROVE
D Units by
Project
Please select
state
streamlining
provision/s the
application was
submitted
pursuant to.

Did the
housing
development
application
seek
incentives or
concessions
pursuant to
Government
Code section
65915?
Summary Row: Start Data Entry Below 0 0 0 0 0 0 0 0 0 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Table A
Cells in grey contain auto-calculation formulas
1 5
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes Density Bo Applica
10 Housing Development Applications Submitted
17 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Table A2
Streamlining Infill
Housing without
Financial Assistance or
Deed Restrictions
Term of
Affordability or
Deed Restriction
Notes
2 3 5 6 8 9 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit
Category
(SFA,SFD,2
to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very LowIncome Deed
Restricted
Very LowIncome
Non Deed
Restricted
LowIncome
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Entitlement
Date Approved
# of Units
issued
Entitlements
Very LowIncome
Deed
Restricted
Very LowIncome
Non Deed
Restricted
LowIncome
Deed
Restricted
LowIncome
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Building
Permits Date
Issued
# of Units Issued
Building Permits
Very LowIncome
Deed
Restricted
Very LowIncome
Non Deed
Restricted
LowIncome
Deed
Restricted
LowIncome
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Certificates of
Occupancy or other
forms of readiness
(see instructions)
Date Issued
# of Units
issued
Certificates
of Occupancy
or other
forms of
readiness
How many of
the units
were
Extremely
Low Income?
Please select the
state
streamlining
provision the
project was

APPROVED
pursuant to.
(may select
multiple)
Infill Units?
Y/N+
Assistance
Programs for Each
Development
(may select
multiple - see
instructions)
Deed Restriction
Type
(may select
multiple - see
instructions)
For units affordable
without financial
assistance or deed
restrictions, explain how
the locality determined the
units were affordable
(see instructions)
Term of Affordability
or Deed Restriction
(years) (if affordable
in perpetuity enter
1000)+
Number of
Demolished/Destro
yed Units
Demolished
or Destroyed
Units
Demolished/
Destroyed
Units
Owner or
Renter
Total Density Bonus
Applied to the Project
(Percentage Increase in
Total Allowable Units or
Total Maximum
Allowable Residential
Gross Floor Area)
Number of Other
Incentives,
Concessions,
Waivers, or Other
Modifications
Given to the Project
(Excluding Parking
Waivers or Parking
Reductions)
List the
incentives,
concessions,
waivers, and
modifications
(Excluding
Parking Waivers
or Parking
Modifications)
Did the project
receive a reduction or
waiver of parking
standards? (Y/N)
Notes+
Summary Row: Start Data Entry Below 0 0 0 0 0 0 0 0 16 0 16 0 0 0 62 94 0 0 0 0 0 0 37 37 0 0 015-863-007
1212 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0504
SFD O 1 8/17/2021
1 1
8/8/2024
1 1
12/10/2024
1 0 NONE Y 0
015-862-014
1213 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0501
SFD O 1 8/17/2021
1 1
8/8/2024
1 1
12/10/2024
1 0 NONE Y 0
015-862-013
1209 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0502
SFD O 1 8/17/2021
1 1
8/8/2024
1 1
12/4/2024
1 0 NONE Y 0
015-862-016
1221 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0325
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/31/2024
1 0 NONE Y 0
015-863-005
1220 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0328
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
11/6/2024
1 0 NONE Y 0
015-863-008
1208 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0503
SFD O 1 8/17/2021
1 1
8/8/2024
1 1
11/22/2024
1 0 NONE Y 0
015-862-015
1217 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0326
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/31/2024
1 0 NONE Y 0
015-863-004
1224 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0321
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/23/2024
1 0 NONE Y 0
015-863-006
1216 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0327
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/25/2024
1 0 NONE Y 0
015-863-002
1232 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0263
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/17/2024
1 0 NONE Y 0
015-862-019
1233 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0264
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/22/2024
1 0 NONE Y 0
015-862-018
1229 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0319
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/24/2024
1 0 NONE Y 0
015-863-003
1228 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0322
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/22/2024
1 0 NONE Y 0
015-861-003
1278 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0205
SFD O 1 8/17/2021
1 1
4/26/2024
1 1
9/18/2024
1 0 NONE Y 0
015-862-017
1225 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0320
SFD O 1 8/17/2021
1 1
6/27/2024
1 1
10/25/2024
1 0 NONE Y 0
015-861-005
1270 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0081
SFD O 1 8/17/2021
1 1
3/14/2024
1 1
8/15/2024
1 0 NONE Y 0
015-863-001
1236 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0172
SFD O 1 8/17/2021
1 1
4/19/2024
1 1
8/14/2024
1 0 NONE Y 0
015-861-001
1286 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0203
SFD O 1 8/17/2021
1 1
4/26/2024
1 1
9/23/2024
1 0 NONE Y 0
015-863-017
1225

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0007
SFD O 1 8/17/2021
1 1
2/9/2024
1 1
6/27/2024
1 0 NONE Y 0
015-861-002
1282 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0204
SFD O 1 8/17/2021
1 1
4/26/2024
1 1
9/20/2024
1 0 NONE Y 0
015-864-001
1236

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0206
SFD O 1 8/17/2021
1 1
4/26/2024
1 1
9/16/2024
1 0 NONE Y 0
015-862-020
1237 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0175
SFD O 1 8/17/2021
1 1
4/19/2024
1 1
8/13/2024
1 0 NONE Y 0
015-863-018
1229

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0008
SFD O 1 8/17/2021
1 1
2/9/2024
1 1
6/27/2024
1 0 NONE Y 0
015-872-002
1224

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0006
SFD O 1 8/17/2021
1 1
2/9/2024
1 1
6/26/2024
1 0 NONE Y 0
015-872-004
1216

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-1021
SFD O 1 8/17/2021
1 1
1/24/2024
1 1
6/14/2024
1 0 NONE Y 0
015-863-020
1237

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0085
SFD O 1 8/17/2021
1 1
3/25/2024
1 1
7/26/2024
1 0 NONE Y 0
015-863-015
1217

HAVENWOOD WY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-1022
SFD O 1 8/17/2021
1 1
1/24/2024
1 1
6/14/2024
1 0 NONE Y 0
015-861-004
1274 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0080
SFD O 1 8/17/2021
1 1
3/14/2024
1 1
7/31/2024
1 0 NONE Y 0
015-863-014
1213

HAVENWOOD WY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-0967
SFD O 1 8/17/2021
1 1
1/9/2024
1 1
6/21/2024
1 0 NONE Y 0
015-864-005
1220

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-1020
SFD O 1 8/17/2021
1 1
1/24/2024
1 1
6/19/2024
1 0 NONE Y 0
015-864-002
1232

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0087
SFD O 1 8/17/2021
1 1
3/25/2024
1 1
8/6/2024
1 0 NONE Y 0
Density Bonus
1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Project Identifier Demolished/Destroyed Units Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units 18 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Note: "+" indicates an optional field
015-863-016
1221

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-1023
SFDO1 8/17/2021
1 1
1/24/2024
11 6/14/2024
10 NONEY0
015-864-003
1228

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0005
SFDO1 8/17/2021
1 1
2/9/2024
11 6/26/2024
10 NONEY0
015-861-007
1262 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0083
SFDO1 8/17/2021
1 1
3/14/2024
11 7/31/2024
10 NONEY0
015-863-012
1205

HAVENWOOD WY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-0969
SFDO1 8/17/2021
1 1
1/9/2024
11 5/22/2024
10 NONEY0
015-863-011
1201

HAVENWOOD WY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-0970
SFDO1 8/17/2021
1 1
1/9/2024
11 5/22/2024
10 NONEY0
0 00
015-863-013
1209

HAVENWOOD WY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-23-0968
SFDO1 8/17/2021
1 1
1/9/2024
11 5/24/2024
10 NONEY0
015-862-011
1201 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0692
SFDO1 8/17/2021
1 1
8/13/2024
100 NONEY0
015-863-010
1200 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0693
SFDO1 8/17/2021
1 1
8/13/2024
100 NONEY0
015-861-018
1213 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-1065
SFDO1 8/17/2021
1 1
12/17/2024
100 NONEY
015-861-013
1233 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0714
SFDO1 8/17/2021
1 1
8/20/2024
100 NONEY
015-862-002
1232 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0715
SFDO1 8/17/2021
1 1
8/20/2024
100 NONEY
015-861-012
1237 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0713
SFDO1 8/17/2021
1 1
8/20/2024
100 NONEY
015-861-009
1254 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0701
SFDO1 8/17/2021
1 1
8/21/2024
100 NONEY
015-862-007
1212 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-1072
SFDO1 8/17/2021
1 1
12/17/2024
100 NONEY
015-862-001
1236 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0716
SFDO1 8/17/2021
1 1
8/20/2024
100 NONEY
015-861-011
1241 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0703
SFDO1 8/17/2021
1 1
8/21/2024
100 NONEY
015-861-010
1250 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0702
SFDO1 8/17/2021
1 1
8/21/2024
100 NONEY
015-861-017
1217 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-1025
SFDO1 8/17/2021
1 1
11/20/2024
100 NONEY
015-861-008
1258 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0700
SFDO1 8/17/2021
1 1
8/21/2024
100 NONEY
015-460-015
108 NICHOLS
ROAD

CITY OF

WHEATLAND, CA
95692
108 Nichols Road
ADU
BADU-23-0033
ADUR1 12/14/2023
1 1
6/4/2024
100 NONEY
015-861-006
1266 MAPLE LEAF
DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0082
SFDO1 8/17/2021
1 1
3/14/2024
100 NONEY
015-863-019
1233

HAVENWOOD
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0086
SFDO1 8/17/2021
1 1
3/14/2024
100 NONEY
015-861-014
1229 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0883
SFDO1 8/17/2021
1 1
11/4/2024
100 NONEY
015-863-009
1204 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0694
SFDO1 8/17/2021
1 1
8/13/2024
100 NONEY
015-862-012
1205 ELM TERRACE
WAY

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0691
SFDO1 8/17/2021
1 1
8/13/2024
100 NONEY
015-862-003
1228 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0886
SFDO1 8/17/2021
1 1
11/4/2024
100 NONEY
015-350-012
810 FIRST STREET

CITY OF

WHEATLAND, CA
95692
First Street Senior
Housing Project
BLDR-23-0952
5+R 16 16 9/20/2023
32 16 16
2/2/2024
3200 NONEY HOME Other
015-861-016
1221 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-1020
SFDO1 8/17/2021
1 1
11/20/2024
100 NONEY
015-862-005
1220 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-1022
SFDO1 8/17/2021
1 1
11/20/2024
100 NONEY
015-861-015
1225 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0884
SFDO1 8/17/2021
1 1
11/4/2024
100 NONEY
015-862-006
1216 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-1021
SFDO1 8/17/2021
1 1
11/20/2024
100 NONEY
015-862-004
1224 CEDAR DRIVE

CITY OF

WHEATLAND, CA
95692
Caliterra Ranch
BLDR-24-0885
SFDO1 8/17/2021
1 1
11/4/2024
100 NONEY
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
19 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Note: "+" indicates an optional field
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
0 00
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
0 00
0 00
000
000
000
000
000
000
000
000
000
000
000
000
000
000
0 00
0 00
000
000
000
000
000
000
000
000
000
000
000
000
0 00
0 00
000
000
000
000
000
000
000
000
0 00
0 00
000
000
000
000
000
000
000
000
000
000
000
000
000
0 00
0 00
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
20 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Note: "+" indicates an optional field
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
21 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Note: "+" indicates an optional field
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
22 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Note: "+" indicates an optional field
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
23 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Note: "+" indicates an optional field
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
00 0
000
000
000
000
000
000
000
000
000
000
000
000
000
24 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 05/15/2021 - 05/15/2029
1 Projection
Period 3 4
RHNA Allocation
by Income Level
Projection
Period -
06/30/2021-
05/14/2021
2021 2022 2023 2024 2025 2026 2027 2028 2029
Total Units to
Date (all
years)
Total Remaining
RHNA by
Income Level
Deed Restricted - - - - 16 - - - - -
Non-Deed Restricted - - 40 - - - - - - -
Deed Restricted - - - - 16 - - - - -
Non-Deed Restricted - - 8 - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Above Moderate 232 - - 27 45 62 - - - - - 134 98
499
- - 75 45 94 - - - - - 214 285
5 6 7
Extremely lowIncome Need 2021 2022 2023 2024 2025 2026 2027 2028 2029 Total Units to Date
Total Units
Remaining
53 - - - - - - - - - - 53
VLI Deed Restricted
VLI Non Deed Restricted
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected]. 98 56
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs. - Moderate
105
64 98
Please contact HCD if your data is different than the material supplied here 24 2
Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
49 40
Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were permitted since the start of the planning period. Projection Period units are in a separate column.

Total RHNA
Total Units
Income Level
Very Low
Low
Extremely Low-Income Units*
Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1). *Extremely low-income housing need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten.

Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1).

Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data. 25 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 05/15/2021 - 05/15/2029
Date of
Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of
Rezone
Very LowIncome Low-Income ModerateIncome
Above
ModerateIncome
Rezone Type Parcel Size
(Acres)
General Plan
Designation Zoning
Minimum
Density
Allowed
Maximum
Density
Allowed
Realistic
Capacity Vacant/Nonvacant Description of Existing Uses
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
26 Section 3, Item # 3.3
Jurisdiction Wheatland
Reporting Year 2024 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation 1 The city shall rezone approximately 10
acres of land to the Multi-Family
Residential Zone (R-3) to accommodate
the city’s 6th Cycle Regional Housing
Needs Allocation of 105 Very Low and 64
Low income households.
12/31/2023
The City has received a $40,000 REAP Grant to assist with rezoning 13.5 acres to R-3 Zoning. The City is currently preparing the environmental review of the proposed rezone.
2 The city shall continue working with
developers of affordable housing for
Extremely Low, Very Low, Low, or
Moderate income households by
identifying potential building sites and
processing potential affordable housing
projects/application with high
importance and priority.

Ongoing
The City is currently working with the Regional Housing Authority on two affordable housing projects. A 32-unit senior project is currently under construction and a 48-unit (Phase 1) family apartments project has been completed.

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.

Table D
Program Implementation Status pursuant to GC Section 65583 27 Section 3, Item # 3.3
3 The city shall expedite (fast track)
processing of affordable housing
developments for Extremely Low, Very
Low, Low, or Moderate income
households by assigning a city staff
member to serve as an individual project
manager for the application, to the
extent that it .does not result in higher
costs to either the city or the applicant
Ongoing
The City is currently working with the Regional Housing Authority on two affordable housing projects that are both permitted by-right and do not require any discretionary approvals.
4 The city shall encourage the use of
CalHome Self-Help Housing Technical
Assistance Allocation to encourage and
expedite the development of self-help
housing within the city to create
affordable homeownership
opportunities for Low and Very Low
income .families
Ongoing The City continues to support and encourage the use of all Home Self-Help Housing Technical Assistance Allocation.
5 The city shall assist interested
affordable housing developers for
Extremely Low, Very Low, Low, or
Moderate income households to pursue
available funding sources for affordable
housing applications including
applications for HOME, CDBG funds,
Low Income .Housing Tax Credits and
tax-exempt bonds for the construction
or rehabilitation of Low income housing,
including Extremely Low income renter
occupied housing
Ongoing
The City is currently working with the Regional Housing Authority on two affordable housing projects. A 32-unit senior project and a 48-unit (Phase 1) family apartments project. The proposed senior project includes HOME funds. 6 The city will work with housing
developers to ensure special housing
needs are addressed for seniors, large
families, female-headed households,
single-parent households with children,
farmworkers, persons with disabilities,
and homeless individuals and families
Annually
The City is currently working with the Regional Housing Authority on two affordable housing projects. A 32-unit senior project and a 48-unit (Phase 1) family apartments project.
28 Section 3, Item # 3.3
7 Annually, the city shall monitor the
progress in meeting the affordable
housing objectives presented in this
housing element and review the city’s
development process in order to identify
governmental constraints and
opportunities to remove such
constraints. Community development
department staff shall prepare an annual
status report of the city’s progress in
meeting its housing element goals and
review compliance with the general plan.

Community development department
staff shall send a copy to the California
Department of Housing and Community
Development (HCD).

Annually The City continues to track the housing developments within the City and submits the annual progress reports annually.
8 The city will continue to implement and
require water conservation measure in
new construction and within existing
residential units to further reduce the
existing wastewater treatment plant
capacity
Ongoing The City requires all water conservation measures in new construction. 9 The city shall consider options, such as
a planned development (PD) or other
type of permit, to encourage the
development of workforce and
affordable housing throughout
Wheatland
Ongoing
The City currently has two housing developments with PD zoning, the Caliterra Ranch development, which has constructed 135 out of 145 units in the first phase, and the Heritage Oaks Development.
10 The city will encourage local private and
nonprofit organizations to assist elderly,
disabled, and disadvantaged persons in
the repair and rehabilitation of their
housing, including mobile homes
Ongoing The City currently has two projects with the Regional Housing Authority and has had discussions with Habitat for Humaninty.
11 The city shall advertise services
available from public and non-profit
organizations that assist disabled
individuals and seniors
Ongoing The City is in the process of updating the City's website to advertise additional services. 29 Section 3, Item # 3.3
12 The city shall post all current zoning and
development standards, as well as,
provide literature on universal design,
disabled accessibility, and the city’s
reasonable accommodation procedures
on the city’s website
Ongoing The City's Zoning Code and alll Planning documents are available online for all residents and developers to review.
13 In compliance with State law, the city
will review the Zoning Code and amend
as necessary to allow group homes in all
residential zones without a Conditional
Use Permit
12/31/2023 The City will be using grant funding sources for a comprehensive Zoning Code Update. 14 To comply with the state Employee
Housing Act (Health and Safety Code
Sections 17021.5 and 17021.6), the city
will review the Zoning Code and amend
as necessary. Health and Safety Code
Section 17021.5 requires the Zoning
Codes to treat employee/farmworker
housing that serves six or fewer
persons as a single-family structure and
permitted in the same manner as other
single-family structures of the same type
in the same zone in all zones allowing
single-family residential uses. Section
17021.6 requires that
employee/farmworker housing
consisting of no more than 12 units or
36 beds be treated as an agricultural use
and permitted in the same manner as
other agricultural uses in the same zone
12/31/2023 The City will be using grant funding sources for a comprehensive Zoning Code Update. 15 The city shall continue code
enforcement to expedite the removal of
illegal or unsafe dwellings, to eliminate
hazardous site or property conditions,
and resolve chronic building safety
problems
Ongoing The City of Wheatland Police Department currently provides conde enforcement services.
30 Section 3, Item # 3.3
16 The city shall continue to educate
planning and building staff and citizen
review bodies on energy conservation
issues, including the City’s energy
conservation policies and Climate
Action Plan by encouraging attending
applicable conferences throughout the
State
Ongoing City Staff regularly attends conferences throughout the State for continued education. 17 The city shall display multi-lingual fair
housing posters in prominent locations
in City buildings and facilities
throughout the City, as well as distribute
educational materials to property
owners, apartment managers, and
tenants every two years throughout the
planning period
Ongoing The City is in the process of updating the City's website to advertise additional services. 18 The city shall continue to work with the
local fair housing council to provide fair
housing services to the residents and
property owners for resolving fair
housing complaints. The City shall
continue to refer fair housing
complaints to the California Rural Legal
Assistance (CRLA), or similar
organization
Ongoing The City refers any fair housing compliants to the California Rural Legal Assistance. 31 Section 3, Item # 3.3
19 The city shall develop a plan to
Affirmatively Further Fair Housing
(AFFH). The AFFH Plan shall take
actions to address significant disparities
in housing needs and in access to
opportunity for all persons regardless of
race, religion, sex, marital status,
ancestry, national origin, color, familial
status, or disability, and other
characteristics protected by the
California Fair Employment and Housing
Act (Part 2.8 (commencing with Section
12900) of Division 3 of Title 2), Section
65008, and any other State and federal
fair housing and planning law
12/31/2023 The City is currently looking into grant funding sources for the preparation of the AFFH Plan.
20 The city shall require developers to
adhere to the guidelines as set forth in
the proposed City of Wheatland
Community Design Standards. The
proposed City of Wheatland Community
Design Standards establish objective
design goals and standards determining
the level of architectural design that is
required throughout the City. The design
review process takes approximately four
weeks, and the process has not been
and will continue not to be a constraint
on development
Ongoing In 2024, the City of Wheatland reviewed two development projects for consistency with the City's Community Design Standards.
21 The city will continue to implement State
requirements for energy conservation in
new residential projects and encourage
retrofits of existing units. Provide
materials/access to utility-sponsored
programs that educate residents on
ways to reduce energy usage or costs
Ongoing The Yuba Couty Building Department provides building services for the City of Wheatland and implements all State requirements for energy conservation. 32 Section 3, Item # 3.3
22 The city shall require developers to
adhere to the guidelines as set forth in
the adopted City of Wheatland Bikeway
Master Plan. The City of Wheatland
Bikeway Master Plan identifies a
program designed to encourage,
maximize, and ensure safe bicycling
within the community
Ongoing The City of Wheatland is requiring the developer for the Caliterra Residential Project to construct bike and pedestrian improvements as part of the proposed developments. 23 The city will establish a written policy or
procedure and other guidance as
appropriate to specify the SB 35
streamlining approval process and
standards for eligible projects, as set
forth under Government Code Section
65913.4
12/31/2023 The City of Wheatland is currently reviewing the SB 35 streamlining process and will be establishing a written policy for applicable projects.
24 The City of Wheatland will cooperate
with the homeless shelter providers in
the area to assist the needs of
individuals and families without
permanent housing. In addition, the city
will support the development of
transitional housing facilities to assist
such persons in returning to permanent
housing
Ongoing The City of Wheatland will continue to work with Yuba County homeless providers for indivduals and families.
33 Section 3, Item # 3.3
25 Seek to meet the needs of farmworkers
and their families to increase the supply
of affordable housing for low-income
families, many of whom are
farmworkers. The city will review the
Zoning Code and amend as necessary to
treat employee housing that serves six
or fewer persons as a single-family
structure and permitted in the same
manner as other single-family structures
of the same type in the same zone (per
Health and Safety Code Section 17021.5)
in all zones allowing single-family
residential uses. The zoning and
development standards will also be
amended to treat employee housing
consisting of no more than 12 units or
36 beds as an agricultural use and
permitted in the same manner as other
agricultural uses in the same zone
(Health and Safety Code Section
17021.6) to comply with the State
Employee Housing Act. The city will
meet with the Agricultural
Commissioner, farmers, ranchers,
affordable housing advocates, and
housing providers to address the
housing needs of year-round and
migrant farmworkers and to assist in the
applications for State and federal funds
12/31/2023 The City will be using grant funding sources for a comprehensive Zoning Code Update. 34 Section 3, Item # 3.3
26 The City of Wheatland will continue to
its current zoning practices of
promoting and permitting a wide range
of alternative housing, including,
Accessory Dwelling Units (ADUs), singleroom occupancy, and the availability of a density bonus to developers
interested in any of the sites identified
for lower-income housing
Ongoing The City continues to promote a wide range of alternative housing. The City adopted an ADU Ordinance and continues to encourage use of density bonuses by developers. 27 In compliance with State law, the City of
Wheatland will review the Zoning Code
and amend as necessary to provide a
process for reasonable accommodation
requests for persons with disabilities
seeking equal access to housing in
application of zoning laws and other
land use regulations. The City of
Wheatland will publish information on
its permit procedures in the form of
brochures that are available at the
permit counter at City Hall
12/31/2023 The City will be using grant funding sources for a comprehensive Zoning Code Update. 28 In compliance with State law, the City of
Wheatland will review the Zoning Code
and amend as necessary to allow
permanent supportive housing and low
barrier navigation centers by-right in
zones where multi-family and mixed
uses are permitted, including
nonresidential zones permitting multifamily uses pursuant to Government Code sections 65651 and 65662, and
parking requirements for emergency
shelters in compliance with Government
Code section 65583, subdivision (a)(4).
12/31/2023 The City will be using grant funding sources for a comprehensive Zoning Code Update. 35 Section 3, Item # 3.3
36 Section 3, Item # 3.3
37 Section 3, Item # 3.3
38 Section 3, Item # 3.3
39 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2024
(Jan. 1 - Dec.
31) Housing Element Implementation Planning 6th Cycle 05/15/2021 - 05/15/2029 Description of
Commercial
Development Bonus
Commercial Development Bonus
Date Approved
3 4
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Very Low
Income
Low
Income
Moderate
Income
Above Moderate
Income
Description of
Commercial
Development Bonus
Commercial Development Bonus
Date Approved
Summary Row: Start Data Entry Below
Units Constructed as Part of Agreement
Commercial Development Bonus Approved pursuant to GC Section 65915.7 Table E
Note: "+" indicates an optional field
Project Identifier
1 2
Cells in grey contain auto-calculation
formulas
(CCR Title 25 §6202)
Annual Progress Report January 2020
40 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Period 2024
(
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 05/15/2021 - 05/15/2029
The description should adequately document
how each unit complies with subsection (c) of
Government Code Section 65583.1+.

For detailed reporting requirements, see the
chcklist here:

Extremely LowIncome+Very LowIncome+ Low-Income+ TOTAL UNITS+Extremely LowIncome+Very LowIncome+ Low-Income+TOTAL UNITS+
https://www.hcd.ca.gov/communitydevelopment/docs/adequate-sites-checklist.pdf Rehabilitation Activity
Preservation of Units At-Risk
Acquisition of Units
Mobilehome Park Preservation
Total Units by Income
Table F
Please note this table is optional: The jurisdiction can use this table to report units that have been substantially rehabilitated, converted from non-affordable to affordable by acquisition, and preserved, including mobilehome park preservation, consistent with the standards set forth in Government Code section 65583.1, subdivision (c). Please note, motel, hotel, hostel rooms or other structures that are converted from non-residential to residential units pursuant to Government Code section 65583.1(c)(1)(D) are considered net-new housing units and must be reported in Table A2 and not reported in Table F.

Activity Type
Units that Do Not Count Towards RHNA+
Listed for Informational Purposes Only
Units that Count Towards RHNA +
Note - Because the statutory requirements severely limit what can be counted, please contact HCD at [email protected] and we will unlock the form which enable you to populate these fields.

Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites pursuant to Government Code section 65583.1(c) Annual Progress Report January 2020
41 Section 3, Item # 3.3
Jurisdiction Wheatland
Reporting
Period 2024 (Jan. 1 - Dec. 31)
Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Prior APN+ Current APN Street Address Project Name+
Summary Row: Start Data Entry Below

For up to 25 percent of a jurisdiction’s moderate-income regional housing need a

Project Identifier
1 42
Section 3, Item # 3.3

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
2 3
Local
Jurisdiction
Tracking ID
Unit
Category
(2 to 4,5+)
Tenure
R=Renter
Very LowIncome Deed
Restricted
Very LowIncome
Non Deed
Restricted
0 0

Above Moderate Income Units Converted to M
allocation, the planning agency may include the number of units in an ex for the unit. Before adding information to this table, please ensure ho Unit Types
43 Section 3, Item # 3.3
Note: "+" indicates an
optional field
Cells in grey contain auto-calculation formulas
Low- Income Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
0 0 0 0 0
Table F2
oderate Income Pursuant to Government Code section 65400.2 xisting multifamily building that were converted to deed-restricted rental housing for moderate-in ousing developments meet the requirements described in Government Code 65400.2(b). 4 Affordability by Household Incomes After Conversion
44 Section 3, Item # 3.3
Notes
6 Total Moderate Income
Units Converted from
Above Moderate
Date
Converted Notes
0 ncome households by the imposition of affordability covenants and restrictions 5 Units credited toward Moderate
Income RHNA
45 Section 3, Item # 3.3
Jurisdiction Wheatland
Reporting
Period 2024
(Jan. 1 - Dec.
31)
Period 6th Cycle 05/15/2021 - 05/15/2029 ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation
2 3 4
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Realistic
Capacity
Identified in the
Housing
Element
Entity to whom the site
transferred Intended Use for Site
1 Summary Row: Start Data Entry Below
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Table G
Locally Owned Lands Included in the Housing Element Sites Inventory that have been sold, leased, or otherwise disposed of Project Identifier
NOTE: This table must only be filled out if the housing element sites inventory contains a site which is or was owned by the reporting jurisdiction, and has been sold, leased, or otherwise disposed of during the reporting
46 Section 3, Item # 3.3
Jurisdiction Wheatland
Reporting
Period 2024
(Jan. 1 - Dec.
31)
1 2 3 4
APN Street Address/Intersection Existing Use Number of
Units
NOTE: This ta
ALL surplus/e
jurisdiction ow
Summary Row: Start Data Entry Below
Parcel Identifier

ANNUAL ELEMENT PROG
Housing Element Imp
Table H
Locally Owned Sur
For Yuba County jurisdictions, please format the
47 Section 3, Item # 3.3
48 Section 3, Item # 3.3
49 Section 3, Item # 3.3
50 Section 3, Item # 3.3
51 Section 3, Item # 3.3
Note: "+" indicates an optional field
Cells in grey contain auto-calculation
formulas
Designation Size Notes
5 6 7
Surplus
Designation
Parcel Size (in
acres) Notes
able must contain an invenory of
excess lands the reporting
wns

GRESS REPORT
plementation
rplus Sites
e APN's as follows:999-999-999-999
52 Section 3, Item # 3.3
53 Section 3, Item # 3.3
54 Section 3, Item # 3.3
55 Section 3, Item # 3.3
56 Section 3, Item # 3.3
Jurisdiction Wheatland ANNUAL ELEMENT PROGRESS REPORT
Reporting
Period 2024
(Jan. 1 - Dec.
31) Housing Element Implementation
Planning
Period 6th Cycle 05/15/2021 - 05/15/2029
Project Type Date
2 3
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Unit Category
(SH - Student Housing) Date
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Summary Row: Start Data Entry Below
Note:

Cells in gre
Table J
Student housing development for lower income students for which was granted a density bonus pursuant to subparagraph (F) of paragraph (1) of subdivision (b) of Se Project Identifier Units (Beds/Student Capacity) Approved 1 4
NOTE: STUDENT HOUSING WITH DENSITY BONUS
ONLY. This table only needs to be completed if there
were student housing projects WITH a density bonus
approved pursuant to Government Code65915(b)(1)(F)
Annual Progress Report January 2020
57 Section 3, Item # 3.3
Jurisdiction Wheatland ANNU
Reporting Period 2024 (Jan. 1 - Dec. 31)
Planning Period 6th Cycle 05/15/2021 - 05/15/2029
No
Local governments are required to inform HCD about any local tenant preference ordinanc Code 7061 (SB 649, 2022, Cortese). Effective January 1, 2023, local governments adoptin m
Does the Jurisdiction have a local tenant preference policy? If the jurisdiction has a local tenant preference policy, provide a link to the jurisdiction's webpage containing authorizing local ordinance and supporting materials.

Notes
58 Section 3, Item # 3.3

UAL ELEMENT PROGR
Table K
Tenant Preference
ce the local government maintains w
ng a tenant preference are required
more than 90 days after the ordinanc
59 Section 3, Item # 3.3

RESS REPORT
e Policy
when the jurisdiction submits their annual progress report on housing to create a webpage on their internet website containing authorizing ce becomes operational.
60 Section 3, Item # 3.3
g approvals and production, per Government
g local ordinance and supporting materials, no
61 Section 3, Item # 3.3
Jurisdiction Wheatland
Reporting Year 2024
Total Award Amount
Task $ Amount Awarded
Summary of entitlements, building permits, and certific Please update the status of the proposed uses listed in $
Completed Enti
Inc
Very Low
Low
Moderate
Above Moderate
Total Units
Building Per
Inc
Very Low
62 Section 3, Item # 3.3
Total Units
Certificate of Occ
Inc
Very Low
Low
Moderate
Above Moderate
Moderate
Above Moderate
Total Units
Very Low
Low
63 Section 3, Item # 3.3
(Jan. 1 - Dec. 31)
Total award
$ Cumulative Reimbursement Requested
cates of occupancy (auto-populated from Table A2)
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
0 0
Current Year
Deed Restricted 16

ANNUAL ELEMENT PROG
Local Early Action Planning
(CCR Title 25 §6
n the entity’s application for funding and the corresponding impact on housing within the region -
tlement Issued by Affordability Summary
come Level
rmits Issued by Affordability Summary
come Level
64 Section 3, Item # 3.3
Non-Deed Restricted 0
Deed Restricted 16
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
62 94
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
37 37
cupancy Issued by Affordability Summary
come Level
65 Section 3, Item # 3.3
amount is auto-populated based on amounts entered in rows 15-26.

Other
Funding

RESS REPORT
(LEAP) Reporting
6202)
n or jurisdiction, as applicable, categorized based on the eligible uses specified in Sect Task Status
66 Section 3, Item # 3.3
67 Section 3, Item # 3.3
Notes
tion 50515.02 or 50515.03, as applicable.
68 Section 3, Item # 3.3

CITY COUNCIL MEETING

STAFF REPORT
March 25, 2025
SUBJECT: Council review and acceptance of revisions to the recently updated Conflict of Interest Code provisions concerning Architectural and Engineering Services Administration and Procurement for Federal and State-Funded Transportation Projects
PREPARED BY:

Dane H. Schilling – City Engineer
Heidi Provencher – Coastland Engineering
REVIEWED BY: Jennifer Buckman – City Attorney
Gavin Ralphs– Assistant City Attorney
Recommendation
Adopt edits to the City's Conflict of Interest Code required by the Federal Highway Administration related to administration of architectural and engineering services for federal and state-funded transportation projects. These revisions have been reviewed by the City Attorney, City Manager, and City Engineer for compliance with local, state, and federal law.

Background/Discussion
On September 24, 2024, the City reviewed and adopted the City of Wheatland Standardized Conflict of Interest Code for Designated Employees. This action was in accordance with the 2024 Biennial Notice.

The City's existing Conflict of Interest Code designates those positions, in addition to the positions mandated by law under Government Code Section 87200, that: (1) involve or may involve the making or participating in the making of decisions which may foreseeably have a material effect on any financial interest, and therefore (2) must disclose on appropriate Fair Political Practices Commission (FPPC) forms all the disclosure information that is required by his or her Assigned Disclosure Category.

In addition to these requirements that are imposed under state law by Government Code sections 87100, et seq., the Federal Highway Administration (FHWA) also requires the City to have a Conflict of Interest Code that complies with the language of 23 CFR 172.7(b)(4) in order to qualify to receive federal-aid funding for projects such as the Wheatland Road Complete Streets Project.

On January 28, 2025, the City of Wheatland adopted a revised Conflict of Interest Code that incorporated the aforementioned federally required language.

FHWA has since requested further changes to the Conflict of Interest Code including two revisions to the document. (see Attachment 1). The revisions designate the City Manager as the project administrator and require the City to notify FHWA and Caltrans Division of Local Assistance of any changes to this policy affecting federally funded contracts.
69 Section 3, Item # 3.4
Fiscal Impact
If the City does not adopt a federally compliant Conflict of Interest Code, the City may be ineligible to receive certain federal or state funds.

Attachments

1. 2024 Conflict of Interest Code with proposed changes annotated.

2. Resolution with proposed updated Conflict of Interest Code. 70 Section 3, Item # 3.4
Attachment 1
- 1 -

CITY OF WHEATLAND

CONFLICT OF INTEREST CODE
Designated Positions
The following are designated positions within the City of Wheatland which involve or may involve the making or participating in the making of decisions which may foreseeably have a material effect on any financial interest and the specific types of investments, interest in real property, and sources of income which are reportable.

Each listed designated position must disclose on appropriate FPPC forms filed with the City Clerk the disclosure information required by his or her Assigned Disclosure Category.

List of Designated Positions Assigned Disclosure Categories City Clerk 2
Public Works Director 2
Planning Director 1, 3
City Engineer 2, 3
City Consultants (Determined by City Manager)* 1, 2, 3
Chief of Police 2

Positions listed in Government Code Section 87200 (i.e. City Councilmembers, Planning Commissioners, City Managers, City Attorneys, City Treasurers, and other public officials who manage public investments, which includes the City Finance Director) are not required to be included in the list of designated positions under the City’s code because persons holding these positions are required to file Form 700 pursuant to state law.

Disclosure Categories
Category 1
A designated employee in this category must report all investments, interests in real property, personal income, business entity income, and business positions which he or she is a director, officer, partner, trustee, employer or holds any positions of management. Archive

Category 2
An employee in this category could possibly have a conflict of interest due to an interest in a supplier of goods, materials or services to the City. Investments in any business entity supplying such goods and services to the affected employee’s department within the previous on year period are to be disclosed, if the value of such goods or services provided to the City exceeds the sum of $5,000.00 during the previous twelve (12) month period.
71 Section 3, Item # 3.4
Attachment 1
- 2 -

Category 3
This category embraces City consultants providing services to the City relating to land use matters or planning matters. The category includes architectural, engineering, planning or marketing activities to be performed by the consultant for the City. Category 3 designated employees shall be required to disclose only; investments in real property in or within five (5) miles of the City’s corporate limits or investments in business entities owning such property; contracts currently outstanding or completed within the last twelve (12) twelve months for any governmental agency within and including Yuba County; and any contracts with any person or entity currently outstanding or completed within the last twelve (12) months concerning land use within the City or within five miles of the city’s boundaries. *The City Manager may determine in writing that a particular consultant, although a “designated position”, is hired to perform a range of duties that is limited in scope and thus is not required to fully comply with the disclosure requirements described in this section. Such written determination shall include a description of the consultant’s duties and, based upon that description, a statement of the extent of disclosure requirements. The City Manager’s determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code.

A consultant (other than City officials who are also consultants) shall be required to make the disclosure required by this Code prior to the award by the City of any contract with such consultant.

Conflict of Interest Provisions for Architectural and Engineering Services Administration and Procurement For Federal and State Funded Transportation Projects The following provisions of the City's Conflict of Interest Code shall apply to city officials, employees, and those that provide city services for the City of Wheatland , and these provisions shall be implemented on all federally and state-funded transportation projects. In the procurement of contracts for architectural and engineering (A&E) services for projects involving federal-aid highway funds, the City has developed these code provisions to prevent fraud, waste, and abuse. The intent of this section is to comply with federal regulations and the State of California Department of Transportation (Caltrans) Local Assistance Procedures Manual. This section applies to all City employees (including the contract administrator and consultants performing as City staff) engaged in the award and administration of federal-aid highway funded contracts, and is intended to prevent conflicts of interest in accordance with 23 CFR 172.7(b)(4).

I. Local Assistance Procedures Manual (LAPM) Chapter 10 The City shall comply with the procedures contained within Caltrans’ Local Assistance Procedures Manual Chapter 10 relating to the procurement and management of engineering services contracts on federally and state funded projects.

II. Contract Administrator
72 Section 3, Item # 3.4
Attachment 1
- 3 -
The City Engineer Manager shall serve as the Contract Administrator and have authority over advertising, selection, and management of consultant contracts. The City Engineer Manager shall also have primary responsibility for ensuring compliance with the LAPM and associated federal and state regulations related to the procurement and management of consultant services contracts.

Proposing consultants shall disclose any financial, business, or other relationship with the City that may have an impact upon the outcome of a contract or the construction project. Consultants shall also list current clients who may have a financial, business or other interest in the outcome of the contract or the construction project that will follow. Consultants shall disclose any financial, business or other interest in any real property acquired for the project. Consultants shall disclose any financial, business or other interest with any construction company that might submit a bid on the construction project.

Any City employee or agent who works in association with a project (procurement, management or administration) shall disclose any direct or indirect financial, business or other personal interest in connection with the contract or construction project. City employees or agents shall neither solicit nor accept gratuities, favors, or anything of monetary value from the consultant or parties to subagreements.

Any projects involving federal funds shall comply with the provisions of the Code of Federal Regulation 23 CFR 172.7(b)(4) in addition to all other provisions of the City’s conflict of interest code. The City reserves the right to add additional prohibitions relative to real, apparent or potential conflicts of interest that arise.

Violations to this section of the City’s Conflict of Interest code shall be subject to penalties to the extent allowed and required by State and local laws.

In the event that a conflict of interest occurs resulting from changes in personnel, contract changes, or other unforeseen conditions, the Contract Administrator shall immediately take steps to remedy the conflict including suspension of work and/or termination of contracts and shall promptly notify in writing Caltrans Division of Local Assistance of the conflict of interest and steps to remedy and resume the work.

It is the intent of these code provisions to ensure the absence of fraud, waste and abuse on federal and state funded transportation projects. As such, these policies will be updated if new regulations are developed but not included in the LAPM. Revisions to these policies will be included in new contracts procured through these policies or will be included by amendment into existing contracts as determined appropriate by the Contract Administrator. The City shall notify FHWA and Caltrans Division of Local Assistance of any changes to this policy affecting federally funded contracts.

73 Section 3, Item # 3.4

RESOLUTION NO. 12-25

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WHEATLAND

ADOPTING UPDATED CITY OF WHEATLAND CONFLICT OF INTEREST CODE WHEREAS, on September 24, 2024, the City of Wheatland adopted an updated Conflict of Interest Code for Designated Employees (“Conflict of Interest Code”); and

WHEREAS, in order for the City of Wheatland to be eligible to receive certain federal and/or state funding the Conflict of Interest Code must comply with the language of Code of Federal Regulations 23-172.7(b)(4); and
WHEREAS, on January 28, 2025, the City of Wheatland adopted a revised Conflict of Interest Code complying with federal regulations; and
WHEREAS, the Federal Highway Administration (FHWA) and Caltrans have requested further changes to the Conflict of Interest Code which have been reviewed and recommended by City staff.

NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of Wheatland, State of California, to adopt an updated to the City of Wheatland Conflict of Interest Code (Attachment A) that incorporates additional language to identify the City Manager as the project administrator and language instructing the City to notify Federal Highway Administration and Caltrans Division of Local Assistance of any changes to this policy affecting federally funded contracts.

PASSED AND ADOPTED by the City Council of the City of Wheatland, State of California this 25th day of March 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST:
______________________________
Angela Teter, Mayor Lisa Thomason, City Clerk
74 Section 3, Item # 3.4
- 1 -

CITY OF WHEATLAND

CONFLICT OF INTEREST CODE
Designated Positions
The following are designated positions within the City of Wheatland which involve or may involve the making or participating in the making of decisions which may foreseeably have a material effect on any financial interest and the specific types of investments, interest in real property, and sources of income which are reportable.

Each listed designated position must disclose on appropriate FPPC forms filed with the City Clerk the disclosure information required by his or her Assigned Disclosure Category.

List of Designated Positions Assigned Disclosure Categories City Clerk 2
Public Works Director 2
Planning Director 1, 3
City Engineer 2, 3
City Consultants (Determined by City Manager)* 1, 2, 3
Chief of Police 2

Positions listed in Government Code Section 87200 (i.e. City Councilmembers, Planning Commissioners, City Managers, City Attorneys, City Treasurers, and other public officials who manage public investments, which includes the City Finance Director) are not required to be included in the list of designated positions under the City’s code because persons holding these positions are required to file Form 700 pursuant to state law.

Disclosure Categories
Category 1
A designated employee in this category must report all investments, interests in real property, personal income, business entity income, and business positions which he or she is a director, officer, partner, trustee, employer or holds any positions of management. Archive

Category 2
An employee in this category could possibly have a conflict of interest due to an interest in a supplier of goods, materials or services to the City. Investments in any business entity supplying such goods and services to the affected employee’s department within the previous on year period are to be disclosed, if the value of such goods or services provided to the City exceeds the sum of $5,000.00 during the previous twelve (12) month period.

75 Section 3, Item # 3.4
- 2 -
Category 3
This category embraces City consultants providing services to the City relating to land use matters or planning matters. The category includes architectural, engineering, planning or marketing activities to be performed by the consultant for the City. Category 3 designated employees shall be required to disclose only; investments in real property in or within five (5) miles of the City’s corporate limits or investments in business entities owning such property; contracts currently outstanding or completed within the last twelve (12) twelve months for any governmental agency within and including Yuba County; and any contracts with any person or entity currently outstanding or completed within the last twelve (12) months concerning land use within the City or within five miles of the city’s boundaries. *The City Manager may determine in writing that a particular consultant, although a “designated position”, is hired to perform a range of duties that is limited in scope and thus is not required to fully comply with the disclosure requirements described in this section. Such written determination shall include a description of the consultant’s duties and, based upon that description, a statement of the extent of disclosure requirements. The City Manager’s determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code.

A consultant (other than City officials who are also consultants) shall be required to make the disclosure required by this Code prior to the award by the City of any contract with such consultant.

Conflict of Interest Provisions for Architectural and Engineering Services Administration and Procurement For Federal and State Funded Transportation Projects The following provisions of the City's Conflict of Interest Code shall apply to city officials, employees, and those that provide city services for the City of Wheatland , and these provisions shall be implemented on all federally and state-funded transportation projects. In the procurement of contracts for architectural and engineering (A&E) services for projects involving federal-aid highway funds, the City has developed these code provisions to prevent fraud, waste, and abuse. The intent of this section is to comply with federal regulations and the State of California Department of Transportation (Caltrans) Local Assistance Procedures Manual. This section applies to all City employees (including the contract administrator and consultants performing as City staff) engaged in the award and administration of federal-aid highway funded contracts, and is intended to prevent conflicts of interest in accordance with 23 CFR 172.7(b)(4).

I. Local Assistance Procedures Manual (LAPM) Chapter 10 The City shall comply with the procedures contained within Caltrans’ Local Assistance Procedures Manual Chapter 10 relating to the procurement and management of engineering services contracts on federally and state funded projects.

II. Contract Administrator
The City Manager shall serve as the Contract Administrator and have authority over advertising, selection, and management of consultant contracts. The City Manager shall also have primary 76 Section 3, Item # 3.4
- 3 -
responsibility for ensuring compliance with the LAPM and associated federal and state regulations related to the procurement and management of consultant services contracts.

Proposing consultants shall disclose any financial, business, or other relationship with the City that may have an impact upon the outcome of a contract or the construction project. Consultants shall also list current clients who may have a financial, business or other interest in the outcome of the contract or the construction project that will follow. Consultants shall disclose any financial, business or other interest in any real property acquired for the project. Consultants shall disclose any financial, business or other interest with any construction company that might submit a bid on the construction project.

Any City employee or agent who works in association with a project (procurement, management or administration) shall disclose any direct or indirect financial, business or other personal interest in connection with the contract or construction project. City employees or agents shall neither solicit nor accept gratuities, favors, or anything of monetary value from the consultant or parties to subagreements.

Any projects involving federal funds shall comply with the provisions of the Code of Federal Regulation 23 CFR 172.7(b)(4) in addition to all other provisions of the City’s conflict of interest code. The City reserves the right to add additional prohibitions relative to real, apparent or potential conflicts of interest that arise.

Violations to this section of the City’s Conflict of Interest code shall be subject to penalties to the extent allowed and required by State and local laws.

In the event that a conflict of interest occurs resulting from changes in personnel, contract changes, or other unforeseen conditions, the Contract Administrator shall immediately take steps to remedy the conflict including suspension of work and/or termination of contracts and shall promptly notify in writing Caltrans Division of Local Assistance of the conflict of interest and steps to remedy and resume the work.

It is the intent of these code provisions to ensure the absence of fraud, waste and abuse on federal and state funded transportation projects. As such, these policies will be updated if new regulations are developed but not included in the LAPM. Revisions to these policies will be included in new contracts procured through these policies or will be included by amendment into existing contracts as determined appropriate by the Contract Administrator. The City shall notify FHWA and Caltrans Division of Local Assistance of any changes to this policy affecting federally funded contracts.

77 Section 3, Item # 3.4

STAFF REPORT
DATE: March 11, 2025
TO: The Honorable Angela Teter, Mayor
Members of the City Council of the City of Wheatland
FROM: Brynda Stranix, District Director
Yuba-Sutter Economic Development District
SUBJECT: Yuba-Sutter Economic Development District
2025-2030 five-year CEDS update, Appendix I Public Works projects updates and 2024 CEDS Annual Performance and Evaluation

BACKGROUND
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 is required to qualify for U.S. Department of Commerce, Economic Development Administration (EDA) assistance under its public works, economic adjustment, and most planning programs.

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

DISCUSSION
The CEDS process is a continuing economic development planning process, developed with broad-based and diverse community participation. Included in this packet is 2025-2030 five-year CEDS update, Appendix I Public Works projects updates and 2024 CEDS Annual Performance and Evaluation.  Listing of CEDS Committee Members and Staff
 Adjustment to the Strategy and comparative review of regional performance in labor force, unemployment, per capita personal income, average wages, number of establishments and gross domestic product.  A performance metrics comparison between 2024 versus 2023 in employment/workforce, economic performance and education attainment.
 Evaluation of progress on goals and tactics as identified in the CEDS document.  A report on economic development activities of YSEDC
The 2024 CEDS Annual Performance Report reflects how the specific challenges and opportunities of the Yuba-Sutter Economic Development District were addressed and assesses the state of the regional economy, the opportunities and threats posed by external trends and forces and the progress made toward achieving regional vitality and sustainability. 78 Section 5, Item # 5.1
2 Data and information for the 2024 CEDS Annual Performance Report was collected from a variety of sources which included a survey to 86 community implementation partners from both public and private sectors, U.S. Census Bureau, U.S. Bureau of Labor Statistics, California Employment Development Department and American Community Survey.

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

The 2025-2030 Comprehensive Economic Development Strategy and appendices will be available after all jurisdictions have approved at: https://www.chooseyubasutter.com/strategy

FISCAL IMPACT
We anticipate no fiscal impact because of this agenda item.

ACTION REQUESTED
A resolution to approve the Five-year 2025-2030 CEDS, the 2024 Comprehensive Economic Development Evaluation and Performance Report and the updated Appendices I Public Works projects and authorize its submittal to the Unites States Department of Commerce, Economic Development Administration as set out in the resolution before you. 79 Section 5, Item # 5.1

WHEATLAND CITY COUNCIL
RESOLUTION NO. 13-25

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WHEATLAND APPROVING THE 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY, 2024 ANNUAL PERFORMANCE REPORT AND UPDATE TO APPENDIX I – PUBLIC WORKS PROJECTS WHEREAS, U.S. Department of Commerce, Economic Development Administration (EDA) requires the preparation and adoption of a Comprehensive Economic Development Strategy (CEDS) by the local Comprehensive Economic Development Strategy Committee to contain public works projects approved by City of Wheatland, the CEDS Committee, Yuba-Sutter Economic Development District and EDA prior to consideration of federal funding of said public works projects; and
WHEREAS, the CEDS Committee began preparation of the required CEDS 5-year update in September 2024, and approved and adopted said document on February 8, 2025; and WHEREAS, said action also directed the CEDS 2024 Annual Performance Report and updates of Appendix I Public Works Projects for the CEDS document be submitted to the Wheatland City Council for its review and action.

NOW, THEREFORE, BE IT RESOLVED AND DETERMINED by the City Council of the City of Wheatland that:

A. The foregoing recitals are true and correct.

B. The Wheatland City Council, after reviewing said documents, hereby approves the 2025-2030 CEDS 5-year update, the 2024 Annual Performance report and Appendix I Public Works Projects and authorizes its submittal to the Economic Development Administration.

PASSED AND ADOPTED by the City Council of City of Wheatland on this 25 th day of
March 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:

Angela Teter, Mayor
ATTEST:
______
Lisa Thomason, City Clerk
80 Section 5, Item # 5.1
2025-2030

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY
DRAFT
81 Section 5, Item # 5.1

ECONOMIC DEVELOPMENT
VISION

STATEMENT
The Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) will inspire and guide the community, its leaders and Yuba-Sutter Economic Development District in creating a dynamic region that measures economic improvement over and above job calculations.

The strategy focuses on economic resiliency and recovery while building regional industry diversity, capacity and collaboration resulting in a vibrant and prosperous community.

The Yuba-Sutter Comprehensive Economic Development Strategy committee reviewed existing regional general plans, past CEDS documents, and the SWOT Analysis to develop four regional priorities as the framework for the goals and the objectives of the region’s future economy. These priorities are: Innovation and Economic Development, Workforce and Education, Infrastructure and Quality of Life and Place.

This 2025-2030 Comprehensive Economic Development Strategy five-year update:
• Identifies critical regional issues and opportunities over the next 5 years, and provides an action plan to address these issues and maximize opportunities. • Includes the region’s current targeted industry clusters and potential clusters for future expansion.
• Includes a comprehensive analysis of the region’s Strengths, Weaknesses, Opportunities and Threats.
• Provides action tactics to address the four priority goals for the region’s business attraction, retention and expansion actions, infrastructure enhancement and small business support.

Together, we will build a thriving community through innovation, investment in infrastructure, and a strong commitment to economic growth, creating unparalleled opportunities and an exceptional quality of life for all.

DRAFT
82 Section 5, Item # 5.1
CONTENTS01 Economic
Development Vision
Statement
04 Regional Overview
09 Business and Industry
Cluster Focus
10 Strengths,
Weaknesses,
Opportunities and
Threats
14 Disaster and Economic
Recovery and
Resiliency
16 The Strategic Plan
25 Evaluation
Framework
Online Appendices
www.choseyubasutter.com
Appendix I: Public Works Projects
Appendix II: CEDS Regional Resolutions
2025-2030
Working Together for
Yuba-Sutter’s Economic
Future
Yuba-Sutter Economic Development Corporation (YSEDC), a 501(c)3 nonprofit organization, was established in 1994. YSEDC promotes regional diversification, advocates sustainable growth, infrastructure enhancement, and job development through expansion, retention and recruitment of businesses and industry in the Yuba-Sutter region.

The Yuba-Sutter region is comprised of two counties, Yuba and Sutter and is designated by the U.S. Department of Commerce, Economic Development Administration (EDA) as the approved Yuba-Sutter Economic Development District (YSEDD).

This Comprehensive Economic Development Strategy (CEDS) is the result of a local planning process designed to guide the economic growth of the Yuba‐Sutter region. The CEDS process will help create jobs, foster a stable and diverse economy, and improve living conditions. It provides a mechanism for coordinating the efforts of individuals, organizations, local governments, and private industry concerned with economic development.

The CEDS is required to qualify for U.S. Department of
Commerce, Economic Development Administration (EDA)
assistance under its public works, economic adjustment, and most planning programs, and is a prerequisite for designation by EDA as an Economic Development District. Jurisdictions seeking EDA funding for public works and planning projects must first be included in an EDA‐approved CEDS to be
considered for funding.

This update is in accordance with guidelines specified by EDA and funded by financial assistance award Number
ED22SEA302024 from U.S. Department of Commerce,
Economic Development Administration.

DRAFT
83 Section 5, Item # 5.1
This document is the 2025-2030 Five-Year
Update to the Yuba-Sutter CEDS, advancing
regional prosperity through collaborative
efforts led by the Yuba-Sutter Economic
Development Corporation, along with Sutter
and Yuba counties and the cities of Live Oak,
Marysville, Wheatland, and Yuba City.

The 2025-2030 CEDS Strategic Plan embodies
the District’s vision for regional prosperity
and economic growth. Designed as a
comprehensive guide for the community,
it aims to benefit businesses, students,
workforce members, and policymakers alike
through its insights and data.

Developed through an inclusive planning
process, the CEDS reflects the unique
challenges and opportunities within the
Yuba-Sutter Economic Development District. It
includes a regional analysis, SWOT assessment,
and strategic goals with actionable plans for
measuring progress.

The analysis evaluates the region’s
economic landscape, identifies internal
and external opportunities and risks, and
assesses partnerships and resources for
economic development. With a focus on the
community’s vision and strategic advantages,
this plan outlines priorities for action and
implementation.

The 2025-2030 CEDS is anchored by four
foundational priorities:

Innovation and Economic Development
Workforce and Education
Infrastructure
Quality of Life and Place
These pillars set the stage for sustainable
growth and long-term regional success.

THE PLAN

CEDS COMMITTEE
Yuba-Sutter Economic Development Corporation invited
participation from all sectors of the region in development of this plan and from these, a CEDS Committee was
formed. The committee’s purpose is to formulate a
regional economic strategy which will outline an approach to coordinate growth and prosperity that builds on the
region’s strengths, prioritizes key regional industry clusters and emphasizes collaboration.

Public Sector
Gary Arnold
Blaze Baker
Swarnjit Boyal
Michael Bessette
Jeremy Brown
Samuel Bunton
John Buse
Rick Crabtree
Terri Daly
Brian Davis
Tawny Dotson
Rachel Downs
Bob Eckardt
Dan Flores
Neal Hay
Brennan Howell
Caron Job
Suki Johal
Jason Kopping
Diana Langley
Mike Lee
Creig Marcus
Kimberly Matta
Mathew Mauk
Patrick Meagher
Ymelda Mendoza-Flores
Ben Moody
Kyle Morgado
Ashley Potocnik
Emily Rary
Jim Schaad
John Tillotson, PE
Bill Zenoni
Private Sector
Gus Becerra
Robert Bendorf
Arun Bhardwaj
Mark Birtha
Brandon Black
Don Blaser
Molly Bloom
Johnny Burke
George Carpenter
Laurie Dutra
Thomas Engler
Rachel Farrell
Chuck Ferguson
Matt Goody
Beth Hammes
Bob Harlan
Cathy LeBlanc
Alyssa Lindman
Julius Murphy
John Nicoletti
Joe Pacheco
David Read
Cynthia Roderick
Marni Sanders
Brynda Stranix
Camille Benner
Tom Williams
Janell Willis
DRAFT
84 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 4 Yuba and Sutter counties are located in the north/
central part of the state of California, just 35 miles
north of its capital city of Sacramento. The Sacramento International Airport is adjacent to Sutter County’s
southern boundary and Yuba County’s eastern border
stretches to the foothills of the Sierra Nevada mountain range. Yuba City is the county seat of Sutter County and Marysville is the county seat of Yuba County. The region is referred to as the Yuba City Metropolitan Statistical Area (MSA).

The major cities of Marysville (Yuba County) and Yuba
City (Sutter County) are approximately 125 miles
northeast of San Francisco and 125 miles west of Reno,
Nevada. Nearly 11 million people live within a two-hour drive of the Yuba-Sutter area.

The Yuba-Sutter area is 1,252 square miles and is

REGIONAL OVERVIEW
geographically diverse, offering many recreational
opportunities, such as fishing, hunting, boating, water skiing, hiking and camping. Some of the best duck hunting and trophy fishing in the country can be found minutes
from the downtown areas. The climate is typically one of warm, dry summers and moderately cold winters.

The Yuba-Sutter region typically enjoys a plentiful water supply, with 19 square miles of waterways comprising
more than 12,000 acres. The Sacramento, Feather
and Yuba rivers are predominant with many smaller
tributaries that feed these larger rivers. Dams, lakes
and reservoirs provide flood protection, debris control, diversion, regulation and storage. Water uses include
domestic, irrigation, municipal, industrial, power
generation and recreation.

Portions of the Plumas and Tahoe National forests sit
Private Sector
Aerospace
Agriculture
Arts & Culture
Banking
Business Services
Construction
Coworking/Makerspace
Economic Development
Energy
Engineering
Faith Based
Healthcare
Hospitality
Housing
Manufacturing
Nonprofit Organizations
Utilities
Public Sector
City of Live Oak
City of Marysville
City of Wheatland
City of Yuba City
Education
Federal - Military
Federal - Tribal
Local JPAS
Local - Special Districts
State of California
Sutter County
Workforce Development
Yuba County

INDUSTRY REPRESENTED
DRAFT
85 Section 5, Item # 5.1
5 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY in Yuba County providing numerous campgrounds
and recreational day-use facilities. The Sutter Buttes
are a small circular complex of eroded volcanic lava
domes which rise as buttes above the flat plains of
the Sacramento Valley in Sutter County. They are
situated just outside Yuba City. Referred to as the
world’s smallest mountain range, Sutter Buttes highest
point is the summit of South Butte, at 2,122+ feet,
which is also the highest point in Sutter County. The
Middle Mountain Foundation hosts guided hikes into
the Sutter Buttes and offer an educational program for
local students.

It is about a 3.5-hour drive to the west to reach the
northern coastline of California. The Sierra Nevada
mountain range and Lake Tahoe are just two hours to
the east. Sacramento is a 35-minute drive south and
San Francisco is just another hour or so beyond that
to the southwest. The rivers, lakes, mountains, yearround festivals and fairs, golf courses, community theater, fine dining establishments, bike ways, and
historic downtown shopping districts make the region
a wonderful place to live or visit.

The region is served by state routes 20, 65, 70, 99
and 113 and is just north of the intersection of two
major interstates, I-5 and I-80. The two major cities
of the District (Marysville and Yuba City) are only 35
miles from the Sacramento International Airport. The
Sacramento Airport covers 6,000 acres serving general
aviation, passenger and freight traffic and operates
two 8,600-foot parallel runways, two terminals and 32
gates. The airport averages 122 landings a day with 12
domestic carriers, 7 international passenger carriers,
4 commuter carriers and 7 cargo carriers. Passenger
volume was 12.978 million in 2023, a 5.4 percent
increase over the prior year however it has not met
the passenger volume pre-COVID.

The Yuba County Airport, on 933 acres, is a modern
general aviation airport featuring a 6,006-foot primary runway and a 3,281-foot crosswind runway with
capabilities to accommodate jet air carriers, freight
carriers, and all general aviation business jets and
private aircraft. Recent improvements include the
complete overlay of the primary runway, overlays
and sealing of the entire taxiway system, new fueling
facilities, and rehabilitation of the apron. The Yuba
County Industrial Park, adjacent to the airport, is
available for development. Recently, the airport

YUBA-SUTTER
REGION
QUICK
FACTS
86,667

LOCAL LABOR
FORCE
184,205

POPULATION
30%
Have an
Associate degree
or higher
35 Miles to
Sacramento
International
Airport
and
1,106,000
workers within
45-minute
commute
DRAFT
86 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 6

DRIVERS OF EMPLOYMENT
GROWTH
Over the ten years ending 2023,
all industries for the Yuba City, MSA
added 9,872 jobs. Job growth by
percentage was more competitive
than the nation.

TOP 6 INDUSTRIES BY JOBS
Healthcare & Social Assistance
9,302 WORKERS
Retail Trade
6,496 WORKERS
Educational Services
6,169 WORKERS
Accommodation & Food Services
5,676 WORKERS
Agriculture, Forestry, Fishing &
Hunting
5,496 WORKERS
Public Administration
4,846 WORKERS
was awarded an EDA construction grant to build an
additional taxiway to serve the Skyway Business Park.

The Skyway Business Park has eight buildings on five
acres suitable for manufacturing or distribution. Each
building is 7,920 SF with all utilities in place. The
airport has easy access to highways 70, 65, 99, and 20
and is half an hour from I-5, I-80 and the Sacramento
International Airport.

Sutter County Airport, 170 acres, accommodates
smaller aircraft such as crop dusters and private
aircraft with one runway. Control of day-to-day airport operations has been transferred to a nonprofit group
of local pilots to reduce costs and operate at a surplus.

Union Pacific Railroad connects the Yuba-Sutter area
to the nation’s railway system. The rail system is used primarily to transport agricultural and other goods
produced in the region. Passenger rail serves the
region at the Sacramento Valley Station and local bus
connections are provided by Amtrak and Yuba-Sutter
Transit.

Yuba and Sutter counties are within close proximity to
the major markets of the 13 western states to be an
economically viable location for business and industry.

Yuba-Sutter Transit, the public transportation agency
that serves the region, runs six local routes and
on-demand service in Marysville, Yuba City and
surrounding communities, Monday to Saturday and
peak hour service to downtown Sacramento each
weekday.

DRAFT
87 Section 5, Item # 5.1
7 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY Military Asset

LOCAL ECONOMIC IMPACT
Beale AFB has a huge economic impact on the YubaSutter community. The base supports 5,125 military personnel, 1,190 civilians and 1,922 dependents with
total payroll of $400 million. Beale executed over $67.6 million in local contracts in Fiscal Year 2022. There were a total 10,879 jobs created, with an estimated annual
dollar value of $249.5 million. The total economic
impact to the area is approximately $1.087 billion.
(Source: BAFB Economic Impact Statement Fiscal Year
2022). Beale AFB provides the community with a trained
workforce of approximately 28,000 retirees living within a one-hour drive.

The major organizations at Beale Air Force Base are the 9th Reconnaissance Wing (9th RW), the 940th Air Refueling
Wing (940th ARW, Air Force Reserve Command), the
195th Wing (California Air National Guard), the 548th
Intelligence, Surveillance, and Reconnaissance Group
(548th ISRG), and the 7th Space Warning Squadron (7th
SWS). The 9th RW is the host wing at Beale AFB, and the 9RW Commander is the Installation Commander.
9th Reconnaissance Wing (9th RW)
Mission: Deliver persistent, intergrated reconnaissance and combat power for our nation. To accomplish this
mission, the wing is equipped with the nation’s fleet of U-2 and associated support equipment. The wing also
maintains a high state of readiness in its expeditionary combat support forces for potential deployment
in response to theater contingencies. The 9th
Reconnaissance Wing is composed of more than 4,500
personnel in four groups at Beale and multiple overseas operating locations.
940th Air Refueling Wing (940th ARW)
Mission: Provide mission ready Citizen Airmen in support of United States National Security Objectives, primarily by providing air refueling capabilities for DOD aircraft. 195th Wing (California Air National Guard)
Mission: Deliver adaptive information controls and
capabilities, enabling warfighters the competitive
advantage to deter, attack, maneuver, and defend with
unparalleled effectiveness.
548th Intelligence, Surveillance, and Reconnaissance
Group (ISRG)
Mission: To deliver combat power from the air with
intelligence that assures allies and wins wars.

The Group consists of more than 1,400 officer, enlisted, Guard, Reserve, civilian, and contract personnel
spanning more than 40 Air Force Specialties responsible for operation and maintenance of more than $2 billion
dollars’ worth of Distributed Common Ground System
(DCGS) equipment.
7th Space Warning Squadron (7th SWS)
Mission: Detection of sea-launched ballistic missiles
fired from submarines in the Pacific Ocean. This unit
helps form a two-layered, worldwide network of missile
warning systems that also detects Intercontinental
Ballistic Missiles within its field of view. Additionally, 7th SWS tracks earth-orbiting satellites and reports
the information to the 18th Space Control Squadron,
located at Vandenberg AFB, California. This information is combined with other global sensors to maintain the
Department of Defense’s satellite catalog.

BEALE AIR FORCE BASE
DRAFT
88 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 8

SUTTER COUNTY
The gross value of Sutter County agricultural production for 2023 was $771,820,000. This is an increase of
$203,248,000 or 35.7% from the 2022 total value
Rice remains the top-ranking crop in 2023 with a total
value of $272,271,000 driven by a 134.9% increase in
harvested acreage which offset a 35.5% decrease in
price resulting in a 49% increase in total value from 2022.

Remaining second, processing tomatoes increased in
price and yield to a total value of $117,718,000, a 31.3% increase from 2022. Cling Peaches remained in third
due to an increase in yield and price to a total value of $67,650,000, a 39.7% increase from 2022. Dried prunes
remained fourth with a total value of $61,850,000
through a rise in price and yield increasing 30% from
2022. Walnuts remained fifth due to moderate increases
in price and yield with a total value of $51,649,000 which is an 18.7% increase from 2022. (Source: Sutter County 2023 Crop Report)
In 2022, Sutter County ranked 22nd in gross value of
agricultural production of the entire state of California, first in prune production and second in rice production. (Source:CDFA 2-22-2023 California Ag Statistics Review) To access the complete 2023 crop report visit:
https://acrobat.adobe.com/id/
urn:aaid:sc:US:16a60a3e-b753-48ff-8b72-
6c536e2231a1

AGRICULTURE AS ECONOMIC DEVELOPMENT

YUBA COUNTY
The gross value of Yuba County’s agricultural production for 2023 is $256,885,785 up approximately 4% from
the 2022 value estimate of $245,706,480. The increase
in value can be attributed to the increase in value for kiwi alone. However, peaches, almonds, walnuts and
livestock also had increases in value. Rice and prune/
dried plum decreased in value due to decreases in price.

Fluctuating commodity prices and adverse weather
conditions continue to pose significant challenges for
producers in the long run. Rice remained Yuba County’s
top crop generating $67 million in gross value. At $51
million, Kiwi climbed to second in rank. Walnut takes
over third place at almost $26 million. Livestock moves to number four at $25 million. Rounding out the top five is Prune/Dried Plum at nearly $24 million in value.

The contribution of agriculture to the economy of Yuba
County is not totally reflected in the values contained in this report. Processing, transporting, marketing and other farm related services directly or indirectly tied to agriculture, benefited appreciably. According to a
study conducted by Agricultural Impact Associates, Yuba County’s agricultural industry can be estimated to have returned an additional 62.5% of the gross agriculture
value for an estimated total value of $417,439,400 in
2023. Agriculture accounts for 1 out of every 11 jobs in Yuba County (Source: Yuba County 2023 Crop Report)
In 2022, Yuba County ranked 31st in gross value of
agricultural production of the entire state of California, and ranked second in livestock and third in prune and
rice production value. (Source:CDFA 2-22-2023 California Ag Statistics Review)
To access the complete 2023 crop report visit:
https://acrobat.adobe.com/id/
urn:aaid:sc:US:d98a26a1-0dca-40d9-aadd46762d94051c
More than 600,000 of the 798,000 acres (75 percent) in Yuba-Sutter are in agricultural use. The largest use of agricultural land is for field crops and vegetables. Fruit and nut crops account for the second highest use of acreage.

DRAFT
89 Section 5, Item # 5.1
9 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY Business and Industry Cluster Focus

AGRICULTURE

SPECIALTY AGRICULTURE EQUIPMENT

AGRICULTURE TOURISM

FOOD AND BEVERAGE PROCESSING

VALUE ADDED INNOVATION
HEALTH

PHARMACEUTICALS & RELATED SEGMENTS

BIOTECHNOLOGY

MEDICAL DEVICES, EQUIPMENT & SUPPLIES MANUFACTURING

AMBULATORY HEALTH CARE SERVICES

ADVANCED

MANUFACTURING

AEROSPACE/DEFENSE

AUTO/MOTOR SPORTS

ENERGY & POWER

INDUSTRIAL MACHINERY

DISTRIBUTION &

E-COMMERCE

RECREATIONAL GOODS

TRANSPORTATION

EDUCATION

BUSINESS SERVICES
The industry cluster in the Yuba-Sutter region with the highest relative concentration is Agriculture with a location quotient of 8.14. This cluster employs 5,439 workers with an average wage of $52,156. The regional strategy is to enhance and grow niche sectors to strengthen this cluster. In order to diversify and create greater resilience, other clusters, Health, Advanced Manufacturing and Distribution and Electronic Commerce will be targeted to provide high-growth opportunities to increase investment and awareness of the region.

DRAFT
90 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 10 SWOT Analysis Summary
Recognizing our region’s strengths, weaknesses, opportunities and threats is an important step to assess where we are and where we want to be in order to have a real effect on the region. Our region has plenty of positive attributes to leverage for success, but we must also recognize the challenges identified by participants of the SWOT process in order to remedy or diminish them.

THE YUBA-SUTTER REGION TODAY
The Positives
The Yuba-Sutter region has numerous strengths that
position it well for growth and development. The area
benefits from substantial agricultural production with
potential for expanding into agricultural technology
industries. There is plenty of land available for
development, supported by a community that values
and promotes sports, arts, and entertainment.

The region’s strategic location, with proximity to
major transportation hubs such as the Sacramento
International Airport and access to essential highways, provides a significant economic advantage for business
expansion. Additionally, the presence of Beale Air Force Base creates opportunities for workforce development
and collaboration. Residents also enjoy an affordable
cost of living and access to abundant natural resources, including parks and recreational areas, which
contribute to a high quality of life. The region’s smalltown atmosphere fosters strong community ties and a collaborative spirit.

The Challenges
Despite these strengths, participants felt the region faces several challenges. The economy lacks diversification,
relying heavily on government and agriculture, which
creates vulnerability to economic shifts. Business
development is hampered by limited resources,
high operational costs, and outdated infrastructure.

Educational attainment levels are low, and there is
insufficient access to quality education, which impacts workforce development and contributes to skilled labor
outmigration. The gap between workforce training
and the jobs available further exacerbates this issue.

Infrastructure, including roads, water, wastewater,
and power, requires significant upgrades, and public
transportation systems are inadequate. The region is
also prone to natural disasters such as floods, fires, and droughts, which threaten infrastructure and economic
stability. Healthcare options and community amenities
The Positives
are limited, and the region struggles with a perception of being underdeveloped, which hinders efforts to
attract new residents and businesses.

What needs to be done
To address these challenges, the region needs to
diversify its economic base by attracting industries such as technology, healthcare, and advanced manufacturing.

Supporting small businesses and entrepreneurs with
resources and streamlined processes can further
stimulate economic growth. Workforce development
should focus on creating educational and vocational
training programs aligned with current and future
needs of local industries, leveraging partnerships with institutions and Beale Air Force Base. Infrastructure
improvements must be prioritized, particularly in
water/wastewater, roads, flood control, and broadband
expansion, to support economic activity and enhance
residents’ quality of life. Finally, investing in healthcare, arts, and cultural amenities will make the region more
attractive and livable. Addressing homelessness and
public safety concerns with comprehensive social
services and community improvements will also be
crucial to fostering a vibrant, resilient community.

FOUR TOP PRIORITIES
The CEDS committee reviewed goals that it will focus on for the region’s implementation plan:

Innovation and Economic Development
Workforce and Education
Infrastructure
Quality of Life and Place
DRAFT
91 Section 5, Item # 5.1
11 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

SWOT ANALYSIS
Strengths
 Strong military presence and collaboration
 Water and natural resources
 Affordability/lower cost of living
 Proximity to parks and recreation features and
available green space
 Proximity to four major highways - Highways
20, 65, 70 and 99
 Strong community involvement and community
collaboration
 Plenty of land available for growth
 Large agriculture production and positive growth
potential for Ag-tech industries
 Positive support and growth of existing sports, arts, and entertainment
 Still maintains small town vibe
 Proximity to Sacramento airport, coast and
mountains
Weaknesses
 Lack of affordable housing for low to middle
income population
 Limited business/industry diversity
 Lack of transportation/walkability, especially for
disabled populations
 Low education attainment and access
 Need for more community amenities in arts,
sports and entertainment
 Limited development opportunities due to high
cost and lack of infrastructure
 Limited healthcare options, hospital and services
 Out-migration of skilled labor, lack of quality
jobs, wage disparity, and skilled labor
 Vulnerability to natural disasters - floods, fire,
drought
 Perception as a place that has nothing to offer
Opportunities
 Potential for growth with infrastructure
development
 Potential to increase tourism by improved
recreation and entertainment opportunities
 Potential to increase education attainment by
adding a university, research center or
expanding BA programs at college
 Potential to attract businesses by increased
resources, tools and capital
 Opportunity to retain skilled retiring military
through close collaboration with Beale AFB
 Potential to diversify and build Agriculture
cluster
 Potential to improve quality of life by supporting
and developing regional arts, entertainment, and
cultural diversity
Threats
 Increasing health vulnerability, lack of services
 At high risk of fire, floods, drought
 Risk of stagnation due to unmitigated traffic
issues
 Lack of skilled workforce, migration or
mismatched workforce training to stunt
economic growth and quality jobs
 Potential to lose economic opportunities due to
lack or deteriorating infrastructure (water,
wastewater, roads, power and broadband)
 Dependency on Government jobs and lack of
diverse industry
 Lack of affordable housing and “Not in My Back
Yard” sentimentality
 Increasing poverty rates due to cost of living
increases, health and homeless issues
DRAFT
92 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 12 SWOT Analysis Continued
The Yuba-Sutter Comprehensive Economic Development
Strategy Survey gathered feedback from 267 respondents, with a focus on the region’s economic performance,
strengths, challenges, and potential improvements.

This survey is a snapshot of how residents, government
officials, business owners, and other stakeholders perceive the current state and future of the Yuba-Sutter region.

Demographic Breakdown
Roles in the Community
The majority of respondents roles (37%) were interested community members, followed by business owners/
employees (23%) and government officials/employees
(20%).

Age Group Distribution
The largest group of respondents fell into the 45-64 age range (46%), with another significant portion (24%) being over 65.

Employment Status
A substantial majority (60%) were employed full-time, with 10% self-employed and 16% retired.

Economic Conditions and Community Sentiment
Current Economic Condition
A large proportion of respondents rated the local economy as “Fair” (45%) or “Poor” (30%), indicating a general
dissatisfaction with the economic state.

Five-Year Economic Performance
While 35% believed the economy had somewhat
improved, a notable portion (27%) felt it had declined.

Prioritized Economic Strengths
Geographic location (44%), military presence (38%),
and diversity of residents (37%) were highlighted as key strengths of the local economy.

Economic Challenges and Areas for Improvement
Top Economic Challenges
The most cited challenges included a lack of affordable housing (65%), high unemployment (39%), and poor
infrastructure (43%).

Infrastructure Needs
The overwhelming priority was for improvements in roads and transportation (79%), followed by utilities (40%) and public spaces (39%).

Desired Educational Programs
Respondents expressed a strong need for technical and
vocational training (78%), continuing education for adults (52%), and job placement services (46%).

Business Development Insights
Barriers to Business Development
The availability of skilled labor (41%), lack of infrastructure (44%), and market size and demand (45%) were identified as key barriers.

Business Attraction Focus
Respondents favored attracting manufacturing (53%),
technology and innovation (52%), and agriculture/food
production (45%).

Purchasing Behavior
A significant portion of respondents leave the region to purchase recreational experiences (73%) and clothing/
shoes (63%), indicating gaps in local offerings.

Community and Leadership Priorities
Improvements for Residents
The top three priorities were creating more affordable
housing (56%), improving roads and connectivity (47%),
and developing more quality-of-life amenities (35%).

Improvements for Businesses
Key suggestions included creating a pro-business climate (40%), focusing on business attraction (37%) and improving infrastructure (36%)
Economic Development and Job Creation
Over half of the respondents (51%) rated economic
development and job creation as the highest priority for the region.

Resiliency and Threats
Regional Resiliency
The region was perceived as “somewhat resilient” (39%)
to disasters like fires, floods, and pandemics, though 22% rated it as vulnerable.

Biggest Threats
Housing affordability (59%) and inadequate housing
supply (46%) were seen as the most significant threats to resiliency.

DRAFT
93 Section 5, Item # 5.1
13 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY TOP 3 COMPETITIVE STRENGTHS
Natural Resources and Strategic Location
The region benefits from abundant natural resources and a strategic location near major transportation hubs like the Sacramento International Airport, providing easy access to key markets and enhancing tourism potential.

Community Pride and Engagement
There is strong community pride and involvement, with
residents and local organizations actively participating in regional improvement efforts. This collective spirit supports cultural events, sports, and recreational activities, contributing to a vibrant community atmosphere.

Agricultural Base and Potential for Growth
The area has a robust agricultural sector with opportunities to expand into ag-tech industries. The availability of land further enhances the potential for growth and development in both agriculture and related industries.

TOP 3 COMPETITIVE WEAKNESSES
Inadequate Infrastructure
Poor road conditions, outdated water and wastewater
systems, and limited public transportation are significant impediments to business operations and quality of life.

These issues deter investment and affect daily activities for residents.

Homelessness and Social Challenges
The growing homelessness crisis impacts the local economy, safety, and the region’s image, discouraging business
investment and affecting the desirability of public and commercial spaces.

Educational and Workforce Gaps
Low educational attainment and a lack of access to quality training and higher education programs create workforce challenges. The area struggles with retaining skilled labor, and there is a mismatch between available jobs and workforce skills, limiting economic growth.

TOP 3 ACTIONS TO BETTER THE REGION

FOR RESIDENTS
Improve Infrastructure
Invest in repairing and modernizing roads, bridges, and public transportation systems to improve connectivity and daily living conditions. Address water and wastewater infrastructure issues to ensure reliable and safe services for all residents.

Address Homelessness and Social Services
Implement comprehensive strategies to reduce
homelessness, including increased access to mental health and substance abuse treatment, affordable housing solutions, and support services. Enhance public safety and clean up public spaces to make the area more welcoming and livable.

Expand Educational and Recreational Opportunities
Develop and improve local schools, vocational training, and continuing education programs to better prepare residents for higher-paying jobs. Additionally, create more recreational and cultural amenities, such as parks, arts facilities, and safe gathering spaces, to enhance the quality of life and community engagement.

TOP 3 ACTIONS TO BETTER THE REGION

FOR BUSINESSES
Streamline Business Regulations and Support
Simplify regulatory processes to make it easier for businesses to start and grow. Provide financial support, tax incentives, and workshops to help small businesses thrive and attract new enterprises to the region.

Develop a Skilled Workforce
Collaborate with educational institutions and workforce development programs to align training with the needs of local industries. This includes creating apprenticeships, partnerships with Beale Air Force Base, and job placement services to ensure businesses have access to skilled labor.

Create awareness of civilian job opportunities at Beale AFB.

Enhance Economic Diversification and Infrastructure
Invest in infrastructure improvements, such as high-speed broadband and utility upgrades, to support business
operations. Focus on attracting diverse industries, including technology, manufacturing, and healthcare, to reduce
economic dependence on government and agriculture and
DRAFT
promote a resilient business environment.
94 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 14

YUBA-SUTTER ECONOMIC & DISASTER

RECOVERY & RESILIENCY
Disaster Recovery and Resilience
Mitigation planning is essential to the region’s ability to withstand and recover from disasters. Each county within the district has adopted a mitigation plan.

Yuba County Multi-Jurisdictional Multi-Hazard Mitigation Plan is the product of a collaborative effort between the County of Yuba and its special districts. Plans developed for the Yuba County Multi-Hazard Mitigation Project included single-jurisdiction plans for the Dobbins-Oregon House Fire Protection District and the Yuba Water Agency. (A complete copy of the Yuba County Multi-Hazard Mitigation plan is available on their website: www.co.yuba.ca.us)
Sutter County and the incorporated communities of Yuba
City and Live Oak have developed a comprehensive MultiHazard Mitigation Plan to better position resources in addressing potential hazards. Sutter County, Yuba City, Live Oak, Gilsizer Drainage District, Levee District 1, Reclamation Districts 70, 1001, 1500, and 1600 have all adopted the Multi-Hazard Mitigation Plan. (A complete copy of the
Sutter County Multi-Hazard Mitigation plan is available on their website: www.co.sutter.ca.us)
Both county plans have been in place for several years and are continually updated with invitations to the community stakeholders to assist in plan implementation and
maintenance. Community stakeholders are made aware
of disaster preparedness information and are regularly
updated should there be changes in the overall plan.

Both counties are in the process of bringing existing
levees up to 200-year flood protection. Three Rivers Levee Improvement Authority (TRLIA), a joint powers agency,
Disaster Recovery and Resilience
was established in May 2004 by the County of Yuba and
Reclamation District 784 to finance and construct levee improvements in south Yuba County. TRLIA’s mission is to provide 200-year flood protection. Four work phases were identified to achieve that goal along the Yuba, Feather, Bear Rivers, and the Western Pacific Interceptor Canal.

The Sutter Butte Flood Control Agency (SBFCA) is a joint powers agency formed in 2007 by the counties of Butte and Sutter, the Cities of Biggs, Gridley, Live Oak and Yuba City, and Levee Districts 1 and 9. The agency has the authority to finance and construct regional levee improvements. It is governed by a 13-member Board comprised of elected
officials from the cities, counties and levee districts. The agency’s boundaries encompass 34,200 properties in Butte and Sutter counties.

Economic Recovery and Resilience
Economic resilience is important from two perspectives. In one respect, it is about a community’s individual businesses and short-term, practical actions to sustain their operations after a disaster. However, economic resilience is concerned with the broader regional economic development and
long-range adaptability to a changing, and often turbulent, economic environment.

Business Resiliency
It has been shown that apart from direct damage to
premises, the largest impact of a disaster was the disruption of lifelines-water, electricity and wastewater treatment.

Other factors included disruption in logistics flows, reduced To live by the Feather River is to know its power and danger - Charlie Mathews
DRAFT
95 Section 5, Item # 5.1
15 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY employee productivity through transportation difficulties and the effects of the disaster on their homes and reduced customer traffic. Developing emergency and recovery plans or buying business interruption insurance would alleviate some of the recovery issues.

Most large businesses will have the capability to survive or return to pre-disaster levels, but it is the smaller firms that suffer the most, especially those that were in poor financial condition before the event. Greater emphasis must be given to the needs of smaller businesses to increase survival rates, and businesses, having a strong vested interest in ensuring the preparedness of utility companies, emergency services, and public services, need to be much more active in community preparedness and recovery planning.

Economic Resiliency
The ability of local and regional economies to adapt to changing conditions, including disasters, is the definition of regional economic resilience. Analysis of the Yuba-Sutter region indicates that its economy is dependent upon three major industries and is highly susceptible to disaster. It would be in the area’s best interest to look at initiatives that would improve business resilience and regional economic resilience.

The responsive initiatives of the counties Multi-Jurisdictional Multi-Hazard plans which include pre-disaster recovery planning; defining key stakeholders, roles, responsibilities, and actions; establishing a process for regular communication, monitoring and updating of business community needs as issues; and building a capability to connect with public officials at local, regional, state and federal levels to rapidly communicate business sector needs and to coordinate impact assessments are addressed thoroughly.

The Steady-state initiatives which refer to longer-term efforts to bolster a region’s ability to withstand or avoid shock, and in doing so, improve its
adaptability. These include planning
efforts to engage the community
in a collective vision for resilience,
economic diversification initiatives
building on local and regional assets,
business retention and expansion
programs, workforce development
strategies, etc.

The results from the community impact
survey, SWOT analysis and local and
regional government input identified
the need for diversification of industry
types, strong regional infrastructure,
and business attraction. This analysis
was the guideline for setting forth the regional goals and objectives and the recognition it is necessary to develop a coherent economic strategy.

Measuring Resilience
There is no hard and fast way to measure economic resilience due to the multi-dimensional nature of resilience.

However, if a region can demonstrate their successes and if they can measure the cost benefits of increasing resilience, chances that community and partner buy-in will occur in greater measure are significantly enhanced, and conversely better resilience will result.

For the region of Yuba-Sutter, the best tool for measuring at least the impact of flooding would be the FEMA Community Rating System. Improvements on levees and infrastructure give the community a better rating and lowered insurance rates for residents and also proves economic resilience for potential investors, new businesses and industries.

DRAFT
96 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 16 Four-Goal Implementation Action Plan
Based upon extensive analysis, the CEDS Committee and regional stakeholders have developed detailed implementation tactics that address our priority goals for the next five years. This strategy is a region-wide collaboration to build upon our strengths and remedy our weaknesses.

The implementation plan will be utilized
to help guide the selection of future
economic development projects and
investments as they are created to address
critical barriers to regional economic
prosperity. Each goal and objective is
associated with tactics and specific
actions in order to provide accountability
and performance measurements.

Four Goals for the
Yuba-Sutter
Region
Innovation and Economic Development
Workforce and Education
Infrastructure
Quality of Life and Place

STRATEGIC DIRECTION
DRAFT
97 Section 5, Item # 5.1
17 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

ATTRACT MORE INDUSTRIES TO

THE REGION
• Foster a welcoming
environment for local investors
and expand opportunities for
accessing capital.
• Strengthen and grow agriculture and agritourism as
thriving pillars of the regional economy.
• Champion and safeguard the long-term
sustainability of Beale Air Force Base.
• Boost regional competitiveness by organizing
collaborative workshops with federal, state, and
local funding bodies to aid local businesses.
• Develop and provide resources tailored to small
and large businesses alike, focusing on retention,
technical assistance, and growth support,
assistance and access to capital.

BOOST ENTREPRENEURIAL

DEVELOPMENT
• Review current educational
programs and address any
gaps to better serve aspiring
entrepreneurs.
• Identify missing entrepreneurial resources and
collaborate with stakeholders to enhance support.
• Seek out complementary businesses that
strengthen the local economy and inspire
entrepreneurial growth.
• Advocate for dynamic economic development that
supports local businesses, invites new employers,
fosters entrepreneurship, and generates jobs.

Building and strengthening industry clusters is pivotal for fostering regional economic resilience and competitive advantage. Clusters enhance productivity, stimulate innovation, and foster collaboration across sectors. By strengthening current clusters in agriculture, healthcare, manufacturing, aerospace, and government services, the region can attract complementary industries and suppliers, creating a robust ecosystem that supports growth and diversification.

Regional cluster development is anticipated to produce significant employment ripple effects, improving the wage base and expanding the local tax base. However, tackling challenges such as housing affordability, homelessness, and healthcare accessibility will be necessary to ensure that economic growth is inclusive and beneficial to all community members.

OBJECTIVE 1 OBJECTIVE 2
GOAL 1

INNOVATION & ECONOMIC DEVELOPMENT

DRAFT
98 Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 18

IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba and Sutter County Superintendents of Schools:

Yuba-Sutter Chamber of Commerce;
Sutter and Yuba County One Stops; Yuba Community College

MAINTAIN, PROMOTE AND

EXPAND REGIONAL BUSINESSES
• Support efforts to attract, maintain, promote
and expand regional industries.
• Hold planning meetings with regional leaders
and Chamber of Commerce to develop
marketing strategies that engage networks
of small businesses that would benefit from
collaboration.
• Support and promote the efforts of workforce
development agencies and their programs.
• Support and promote the efforts of educational
institutions and their business programs.

OBJECTIVE 3
GOAL 1 INNOVATION & ECONOMIC DEVELOPMENT CONTINUED
DRAFT
99 Section 5, Item # 5.1
19 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY GOAL 2

WORKFORCE AND EDUCATION

To strengthen regional economic resilience, it’s essential to foster partnerships that connect and align workforce development programs with the evolving talent supply chain, meeting current and future needs of local employers. Prioritizing high-quality, well-paying jobs is crucial to retain and attract a skilled workforce, while supporting economic diversification across sectors.

The region must invest in preparing students and adult learners with in-demand skills, competencies, and knowledge necessary to thrive in today’s and tomorrow’s industries. Many sectors face challenges due to skill gaps among job seekers, impacting productivity and growth. Building awareness among residents, businesses, and community leaders around the value of education and lifelong learning is vital to drive sustainable economic development. Fostering a culture of continuous learning and skill advancement will ensure the region remains competitive and adaptable to changing industry landscapes.

ALIGN WORKFORCE TRAINING

WITH INDUSTRY NEEDS
• Create and enhance workforce development
programs that directly respond to the skill demands
of current and emerging industries, prioritizing
quality job creation with competitive wages to
attract and retain talent.
• Regularly assess Industry needs to keep training
programs aligned with evolving skill demands and
trends.
• Partner with employers to create internships,
apprenticeship, and co-op programs that offer
hands-on experience and job readiness in highdemand fields. • Develop an outreach campaign targeting the large
military population retiring from Beale Air Force
Base to prevent skilled employee migration.

OBJECTIVE 1
• Create a pipeline to enhance and fill civilian job
opportunities at Beale AFB, especially for deep
technical positions.
• Reduce education migration.
• Provide job placement assistance and retention
support to ensure that graduates of workforce
programs secure and maintain high-quality
positions.
• Design short-term, industry-specific certification
courses that address the immediate needs of
employers in fields such as data analytics, logistics,
cybersecurity, and advanced manufacturing. These
programs could be fast-tracked for individuals
seeking quick reentry or up-skilling.

DRAFT
100
Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 20

IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Workforce Boards; Yuba and Sutter One Stops; Tri-County ROP/CTE; Yuba-Sutter Chamber of Commerce; The Work Hub; AeroSTEM Academy Charter School; Colleges and Universities; K-12 Institutions; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City

STRENGTHEN EDUCATION

AND SKILL BUILDING FOR ALL

LEARNERS
• Promote a diverse workforce by attracting talent
and creating a more inclusive environment.
• Include cultural competency as a core component
of training programs, preparing students to work
effectively in diverse teams and environments.
• Offer language assistance, including translation,
tutoring, and English as a Second Language (ESL)
support, to ensure all learners have equitable
access to programs
• Incorporate cultural celebrations and heritage
events into training programs to foster a sense of
belonging and respect for diverse backgrounds
GOAL 2 WORKFORCE AND EDUCATION CONTINUED
OBJECTIVE 2

RAISE COMMUNITY AWARENESS OF ECONOMIC DEVELOPMENT

THROUGH EDUCATION
• Promote awareness among residents, businesses, and leaders about the importance of education and continuous skill development as essential drivers of regional economic diversification and resilience, fostering community-wide support for workforce initiatives.
• Develop a campaign—using social media, local events, and workshops—to highlight how education and lifelong learning fuel economic growth, improve quality of life, and create pathways to quality, well-paying jobs within the community.

OBJECTIVE 3
DRAFT
101
Section 5, Item # 5.1
21 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY GOAL 3

IMPROVE AND MODERNIZE INFRASTRUCTURE

The region will become more competitive when businesses, entrepreneurs and residents are able to make use of well-coordinated and robust regional infrastructure for transportation, water/wastewater/natural gas, broadband, housing, energy and the natural environment.

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

MODERNIZE THE REGION’S

INFRASTRUCTURE TO MEET

FUTURE DEMAND AND RESPOND

TO CHANGING

BUSINESS NEEDS
• Promote available land for
planned industrial growth and
nurture regional cooperative planning for projects
by providing technical assistance to towns and
counties.
• Promote and pursue funding mechanisms for
regional projects.
• Improve economic viability of the urban areas
through enhancement of regional flood control
systems.
• Support the work of local governments in their
efforts to provide sound infrastructure and
facilitate collaboration between providers, planners
and developers.

DEVELOP AND IMPROVE

ALTERNATIVE, MULTI-MODAL AND

INTER-MODAL DISTRIBUTION

INFRASTRUCTURE
• Encourage investment in state highways throughout
the two -county region to improve corridors in and
out of the area.
• Accelerate street resurfacing and improvements in
the region to support business investment.
• Develop sustainable delivery modes for
manufacturing, freight, transport, logistics and
warehouse industries in the region.

OBJECTIVE 1 OBJECTIVE 2
DRAFT
102
Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 22

IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Economic Development Administration; Caltrans; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland and Yuba City; Yuba-Sutter Transit; Yuba-Sutter Chamber of Commerce

PROMOTE TRANSIT PLANNING

TO MOVE PEOPLE THROUGHOUT

THE REGION & HOUSING

DEVELOPMENT
• Promote alignment of economic development
priorities with regional transit projects.
• Assess current and future housing availability and
its alignment with future growth and employment
patterns.
• Assess housing affordability near employment
centers and existing infrastructure.
• Develop other housing initiatives to strategically
move forward as a region.

OBJECTIVE 3
GOAL 3 IMPROVE AND MODERNIZE INFRASTRUCTURE CONTINUED
DRAFT
103
Section 5, Item # 5.1
23 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY Enhancing the livability and quality of life within a region makes it more appealing as a destination for businesses, while also attracting and retaining residents. This drives economic growth, fosters community pride, generates revenue, and elevates the region’s recognition and reputation.

To successfully draw and retain businesses and residents, urban and rural communities must prioritize the maintenance and revitalization of their town centers and amenities. Quality of life encompasses a delicate balance of key factors, including access to jobs, education, healthcare, and housing, as well as the preservation and promotion of natural resources, outdoor spaces, cultural and artistic opportunities, and a strong sense of community spirit.

ENHANCE CULTURAL, HISTORIC,

RECREATIONAL, AND NATURAL

RESOURCES
• Restore historic landmarks to strengthen
community identity and attract tourism.
• Expand parks, trails, and riverfronts for recreation
and eco-tourism.
• Support arts through public programs, events, and
education partnerships.
• Revitalize downtown areas as vibrant, walkable
community hubs.

STRENGTHEN PUBLIC SAFETY,

HEALTH SERVICES, AND HOMELESS

SOLUTIONS
• Increase healthcare, mental health and substance
abuse services through partnerships.
• Increase interim and transitional housing and
expand affordable housing options.
• Prevent and reduce the number of first-time and
returning to homelessness.
• Improve public safety through community policing
and emergency plans.
• Collaborate with nonprofits to support vulnerable
populations.

GOAL 4

QUALITY OF LIFE AND PLACE

OBJECTIVE 1 OBJECTIVE 2
DRAFT
104
Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 24

IMPLEMENTATION PARTNERS
Yuba-Sutter Economic Development Corporation; Economic Development Administration; Regional Counties and Municipalities Planning Departments; Parks and Recreation Planners; Yuba-Sutter Chamber of Commerce; Yuba-Sutter Regional Arts Council; Sutter Buttes Regional Land Trust; Sutter and Yuba County Libraries; local theaters, museums and art galleries

PROMOTE YUBA-SUTTER ECONOMIC DEVELOPMENT DISTRICT

LEADERSHIP
• Showcase Yuba-Sutter Economic Development District’s (YSEDD) role in infrastructure, workforce, and business support.
• Build partnerships to amplify YSEDD’s impact across sectors. • Inform stakeholders about YSEDD initiatives through outreach and reports. • Attract industries using YSEDD’s strategic planning and collaboration.

OBJECTIVE 3
GOAL 4 QUALITY OF LIVE AND PLACE CONTINUED
DRAFT
105
Section 5, Item # 5.1
25 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

EVALUATION FRAMEWORK
The evaluation framework serves as a mechanism to gauge progress on the successful implementation of the overall CEDS while providing information for the CEDS Annual Performance Report, as required by EDA. These regular updates keep the strategic direction and action plan outlined in this document current and relevant.

The evaluation framework is an important element
of the ongoing planning process and should answer
the questions “ How are we doing?” and “What can
we do better?” The performance measures will help
to evaluate the progress of activities in achieving the vision, goals and objectives of the Yuba-Sutter region.

The YSEDD will update the CEDS document
annually and post and distribute the results of each
annual evaluation over the next five years. The
CEDS committee will adjust the goals as needed
throughout the five-year planning period when
changing strengths, weaknesses, threats, and
opportunities are identified. The ability to adjust
metrics helps ensure the CEDS is focused on relevant
tactics for achieving continued economic prosperity
for the Yuba-Sutter region.

GOAL 4 PROJECTED METRICS

QUALITY OF LIFE AND PLACE
GOAL 3 PROJECTED METRICS

IMPROVE AND MODERNIZE

INFRASTRUCTURE
GOAL 2 PROJECTED METRICS

WORKFORCE AND EDUCATION

GOAL 1 PROJECTED METRICS

INNOVATION AND ECONOMIC

DEVELOPMENT

• Increase in number of investments
• Increase in agriculture foreign exports and
agriculture based tourism
• Number of businesses assisted
• Growth of complimentary and supportive
businesses to improve industry diversification
• Increase in number of start-ups
• Increase in technical assistance, access to capital
and educational opportunities for businesses
• Number of career pathway aligned degrees and
certificates
• Number of employment services provided to
employer workforce development
• Number of jobs created and or retained and lower
unemployment rate
• Number of businesses utilizing on-the-job training
and workforce development programs
• Progress of regional public works projects and
expected impacts
• Increase in infrastructure funding and federal
project investments for water, wastewater,
transportation, broadband, etc.
• Increased regional business growth resulting
from improved infrastructure
• Improved housing and affordable housing
accessibility and alignment with future growth
• Increase in regional recreational tourism activities, areas and facilities including bicycle and pedestrian
plans
• Improved and expanded regional emergency
services and shared communication
• Increase of investments in cultural/arts events,
organizations and institutions
• Reduction in homelessness within the region and
improved collaborative partnerships
• Expanded behavioral and mental health services
• Decrease in public safety talent migration
DRAFT
106
Section 5, Item # 5.1
2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 26

WHAT THE REGION ACCOMPLISHED IN THE
PAST 5 FISCAL YEARS
Below is a list of some major accomplishments achieved within the Yuba-Sutter region for FY 2019-2024.

ALL 6 JURISDICTIONS REPORTING
IN FY 2019-2020
There were 16 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 5 facility construction, 5
infrastructure, 5 planning, and 1 technical assistance
projects completed. The estimated public sector
investments was $30,241,162 and $146,617 private
sector investment which created or retained 1,549 jobs.

IN FY 2020-2021
There were 18 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 11 facility construction, 4
infrastructure, 2 planning, and 1 technical assistance
projects completed. The estimated public sector
investment was $685,822,480 and $134,600 private
sector investment which created or retained 2,052 jobs.

IN FY 2021-2022
There were 77 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 10 facility construction, 20
infrastructure, 3 planning, and 4 technical assistance
projects completed. The estimated public sector
investment was $372,409,931 and $75,527,550 private
sector investment which created or retained 304 jobs.

IN FY 2022-2023
There were 22 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 21 infrastructure and 1 technical
assistance projects completed. The estimated public
sector investment was $401,558,567 and $450,229
private sector investment which created or retained
434 jobs.

IN FY 2023-2024
There were 31 economic development initiatives from
the Comprehensive Economic Development (CEDS)
process implemented that led to private investment
and jobs. There were 20 infrastructure, 4 facility
construction/rehab., 6 planning, and 1 technical
assistance projects completed. The estimated public
sector investment was $182,291,405 and $357,000
private sector investment which created or retained
318 jobs.

PUBLIC

INVESTMENT

1.672 BILLION

PRIVATE

INVESTMENT

76.6 MILLION
JOBS

CREATED
OR

RETAINED
4,000

ECONOMIC

DEVELOPMENT

INITIATIVES
DRAFT
122
107
Section 5, Item # 5.1
27 2025-2030 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY 2025-2030 CEDS is available online
https://www.chooseyubasutter.com/strategy
Inquiries and information requests may be directed to:

Yuba-Sutter Economic Development Corporation
950 Tharp Road, Suite 1303 | Yuba City, CA 95993
530-751-8555 | [email protected]
The work that provided the basis for this publication
was supported by funding from the U.S. Department
of Commerce Economic Development Administration
(EDA). This publication was prepared by Yuba-Sutter
Economic Development Corporation. The statements,
conclusions and recommendations are those of the
author and do not necessarily reflect the views of the
Federal Government and U.S. Department of Commerce
EDA.

Summary
The 2025-2030 Yuba-Sutter
Comprehensive Economic
Strategy is designed to build
capacity and guide the
economic prosperity of the
region. It is a key component in
prioritizing regional clusters and
emphasizing collaboration and
reflects the views of the public
and private sectors of the region.

While business recruitment is
one component to developing
a prosperous region, business
retention and expansion,
workforce development and
quality of life factor into the
strategic plan for developing
a foundation for securing the
future health and prosperity of
the Yuba-Sutter region.

DRAFT
108
Section 5, Item # 5.1
DRAFT
109
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
1 Yuba-Sutter Economic Development District
2025-2030 CEDS Public Works Projects, Sorted by Jurisdiction Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024 CALTRANS PROJECTS - COMPLETED Yuba & Sutter Counties Regional
RY1
Short-term
3 3.2
Yuba 70 Laurellen to Butte County Line SHOPP & STIP Combine (Seg 4&5) 03-4F38U
In Yuba County, near Marysville, from Laurellen Road to South Honcut Creek Bridge on SR 70. Widen roadway for continuous passing lanes, two-way leftturn lane/left turn pockets, standard shoulders and roadside clear recovery zone.
$114,655,000 SHOPP 2024
Regional
RY2
Short-term
3 3.2
BUT/YUB 70 Seg 3 Combined
03-3H93U
In Yuba and Butte Counties, about 11 miles north of Marysville, on State Route 70 from 0.8 miles north of Chandler Road to East Gridley Road, PM 25.5/25.8 and 0.0/3.8. Widen for continuous passing lanes, two-way left-turn lane/left turn pockets, standard shoulders, and provide a roadside clear recovery zone. $65,236,000 SHOPP 2024
Regional
RY3
Short-term
3 3.2
Browns Valley Rehab
03-0A570
Near Marysville, from Marysville Road to 0.1 mile east of Yuba River Bridge.

Rehabilitate roadway.
$65,401, 000 SHOPP 2024
CALTRANS PROJECTS – SUTTER COUNTY (CONSTRUCTION)
Regional
RS1
Mid-term
3 3.2
Oswald Road Safety Project
03-4H870
Near Yuba City, from 0.6 mile south to 0.6 mile north of Oswald Road.

Construct traffic signals to improve safety. The lead for Environmental Clearance is Sutter County. Caltrans will be the lead for Design and Construction.
$12,335,000 SHOPP 2025

CALTRANS PROJECTS - SUTTER COUNTY (PROGRAMMED)
Regional
RS2
Mid-term
3 3.2
SUT-99 Lomo Crossing
03-0J910
Near Live Oak, from 0.2 mile south of Eager Road to 0.6 mile south of Clark Road. Eliminate cross traffic access to Route 99 from Encinal Road/Live Oak Boulevard, add acceleration lanes in proximity to railroad crossing, and improve access to Eager Road Interchange.
$13,915,000 SHOPP 2026
Regional
RS3
Short-term
3 3.2
Bridge Scour Mitigation
03-0J630
In Sutter County at the Sutter Bypass, scour
mitigation and bridge deck surface treatment. This project is also located in Butte, Colusa, and Yolo Counties
$11,620,000 SHOPP 2028
Regional
RS4
Short-term
3 3.2
SUT 99 Live Oak 18-Wire RR Preemption Upgrade
03-0J230
In Sutter County on Route 99 in the town of Live Oak, at Pennington Road.

Upgrade Railroad preemption from 2-wire to 18-wire.
$842,448 SHOPP 2026
Regional
RS5
Short-term
3 3.2
SUT 99 Elm Street 18 Wire Railroad Preemption
03-3J040
In Sutter County Route 99 at Elm Street in the City of Live Oak. Upgrade existing 18-wire railroad preemption.
$436,738 SHOPP 2026
PROJECT COMPLETED 2024
$114,655,000
PROJECT COMPLETED 2024
$65,236,000
PROJECT COMPLETED 2024
$65,401,000
DRAFT
110
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
2 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Regional
RS6
Short-term
3 3.2
Jennings/Knights Curve Improvement
03-2J980
Near Knights Landing, from north of Yolo County line to south of Leiser Road.

Curve realignment.
$8,630,000 SHOPP 2027
Regional
RS7
Short-term
3 3.2
Safety Reactive Improvement at Various Locations
03-0N640
In Sutter County on Route 99 near Sankey Road. Install curve warning signs, flashing beacons, rumble strips, radar speed feedback signs, and intersection warning systems, and upgrade roadside signs. This project is also located in Colusa, El Dorado, and Sacramento Counties.
$6,430,000 SHOPP 2027
Regional
RS8
Short-term
3 3.2
SUT 99 2R
03-2J230
In and near Yuba City, from 0.1 mile north of Route 20 to 0.2 mile south of Live Oak Boulevard. Rehabilitate roadway and drainage systems, construct concrete barrier and maintenance vehicle pullouts, and upgrade lighting, signs, facilities to Americans with Disabilities Act (ADA) standards, and Transportation Management System (TMS) elements
$56,530,000 SHOPP 2027

CALTRANS PROJECTS - SUTTER COUNTY (PLANNED)
Regional
RS9
Short-term
3 3.2
Stafford Way Intersection Safety Improvement
03-3J680
In Yuba City, at the intersection with Stafford Way. Install traffic signal. $4,910,000 SHOPP 2026
Regional
RS10
Short-term
3 3.2
Humphrey Road Intersection Improvement
03-4J060
Near Yuba City, at the intersection with Humphrey Road. Install traffic signal $8,535,000 SHOPP 2026
Regional
RS11
Long-term
3 3.2
SR 99 Managed Lanes from I-5 to SR 99/70
Managed Lane Facility in both directions from I-5 to the SR 99/ SR 70 Wye junction in Sacramento and Sutter Counties.
$100,00,000 Non-SHOPP 2050
Regional
RS12
Short-term
3 3.2
Sutter-Yuba 20 Corridor Improvements
03-0N210
In Sutter County on Route 20 from Central Street to 0.13 mile west of Yuba Street in Yuba County. Extend striping, install traffic lighting and rumble strips, upgrade existing signs and install headlight signs along the corridor. $1,175,000 SHOPP 2026
Regional
RS13
Mid-term
3 3.2
Sutter-99 Cable Barrier
03-0N710
In Sutter County on Route 99 from 0.8 mile north of Riego Road Overcrossing to 0.1 mile south of Route 99/70 Separation. Install cable barrier. $18,510,000 SHOPP 2029
Regional
RS14
Mid-term
3 3.2
ADA Curb Ramps, APS and Retroreflective Backplate Project 03-0N720
In Sutter County on various routes at various locations. Install backplates with retroreflective borders to existing traffic signal heads, install touch-free Accessible Pedestrian Signals (APS) and upgrade curb ramps to American with Disabilities Act (ADA) standards. This project is also located in Butte, Colusa, El Dorado, Glenn, Nevada, Placer and Yolo Counties.
$21,100,000 SHOPP 2030
Regional
RS15
Mid-term
3 3.2
Various Rumble Strip
03-1N590
In Yuba and Sutter Counties at various locations. Install centerline and shoulder rumble strip. This project is also located in El Dorado, Glenn and Placer Counties.
$3,935,000 SHOPP 2029
DRAFT
111
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
3 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date

CALTRANS PROJECTS - YUBA COUNTY (CONSTRUCTION)
Regional
RY1
Short-term
3 3.2
Wheatland Donut Hole Project
03-0H370
In and near Wheatland, from north of State Street to north of Evergreen Drive.

Rehabilitate pavement, add bike lanes, rehabilitate drainage systems, upgrade facilities to ADA standards, and construct Class I multi-use path, modify driveways, and enhance crosswalk visibility as complete streets elements.
$7,675,000 SHOPP 2026

CALTRANS PROJECTS - YUBA COUNTY (PROGRAMMED)
Regional
RY2
Mid-term
3 3.2
Marysville Railroad Bridge Rehab
03-0H160 (This includes Child Project 1 EA 03-0h161)
In and near Marysville, from south of 14th Street to north of Cemetery Road.

Roadway rehabilitation and operational improvements including turn pockets and auxiliary lanes.
$183,515,000 SHOPP 2027
Regional
RY3
Mid-term
3 3.2
YUB 65 CAPM & Drainage
03-0J660
Near Olivehurst, from South Beale Road to Route 70. Rehabilitate pavement and drainage systems and upgrade guardrail, signs, Transportation Management System (TMS) elements, sidewalks, curb and gutter, and lighting, and add acceleration and deceleration lanes.
$26,540,000 SHOPP 2026
Regional
RY4
Short-term
3 3.2
YUB 20 Marysville 9th and B St Intersection
03-3J960
In Yuba County on Route 20. Construct 2 right turn lanes from SB 70 (B St) to WB 20 (9th St).
$2,000,000 SHOPP 2026
Regional
RY5
Short-term
3 3.2
Bicyclist & Pedestrian Improvements
03-3J910
In Yuba County on Route 20 Install signs, green pavement markings, and crosswalks to improve bicyclist and pedestrian safety. This project is also located in Sacramento and Yolo Counties.
$1,632,000 SHOPP 2025

CALTRANS PROJECTS - YUBA COUNTY (PLANNED)
Regional
RY6
MId-term
3 3.2
COL-SAC-YUB Pump Plant Project
03-0N110
In Yuba County on Route 20 at East Marysville UP 16-0016W. Rehabilitate and replace pump plants. This project is also located in Colusa and Sacramento Counties.
$20,325,000 SHOPP 2031
Regional
RY7
Mid-term
3 3.2
Yuba River Parks Bar Bridge Preservation
03-0N150
In Yuba County on Route 20 at Yuba River Parks Bar Bridge, #16-0011. Place polyester concrete overlay on the deck and approach slabs. Repair substructure spall on Pier 5 on waterline.
$6,575,000 SHOPP 2031
Regional
RY8
MId-term
3 3.2
Dairy Road Traffic Signal
03-1N650
In Yuba County at the intersection of Route 65 and Dairy Road. Install traffic signal.
$4,700,000 SHOPP 2030

CALTRANS PROJECTS - YUBA COUNTY (HIGHWAY MAINTENANCE)
None scheduled
OTHER Yuba-Sutter Regional Projects
Regional
R1
Long-term
3 3.2
Beale Expressway
The first phase of what will ultimately be a portion of the Wheatland Hwy-65 bypass is known as the Beale Expressway which will connect Highway 65 at Riosa Road to Spenceville Road and Jasper Lane. This project serves Beale Airforce Base, future development in Wheatland and in Yuba County, and will reduce congestion on existing Hwy-65 through Sheridan and Wheatland. $112M SYTIA Impact
Fees,
Developers,
Base Access
Funding,
SACOG
Unknown
DRAFT
112
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
4 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
The General Plan, adopted in 2006, provides for a bypass to be developed to the east of the existing city limits. No specific alignment for the remainder of the bypass has been determined.

SYTIA is the lead agency for the project and Wheatland staff is managing the project in close coordination with Yuba County staff.
2024-25 UPDATE: In 2023 the SYTIA Board awarded a $1.3M contract for preliminary engineering and environmental work. On June 20, 2024, the first deliverable, a Project Study Report-Project Development Support (PSR_PDS) to request programming for capital support was approved by the SYTIA Board.

The City of Wheatland and Yuba County continue to seek additional funding for the final design, right-of-way and construction of this critical project.

Regional
R2
Long-Term
3 3.2
Wheatland Parkway 1A
Project would construct a new freeway interchange at SR65 and South Beale Road.
2025 UPDATE: No further progress
Not
Determined
Regional
R3
Mid-term
3 3.1
Feather River West Levee Project
Sutter and Butte counties are planning to improve 44 miles of levees from Thermolito Afterbay south to the Sutter Bypass to reduce flood risk and remove more than 34,000 properties from FEMA Special Flood Hazard Areas.

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

Phase I –Thermalito Afterbay to Star Bend is targeted to be completed by 2016. Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass.
2024-2025 Update: Levee repairs will be completed in two separate phases:

Project I, the Feather River West Levee Project, includes work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Project II includes the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Project II work completed to date includes a one-mile section of levee at Laurel Avenue, another five miles of levee improvements between Star Bend and Laurel Avenue completed by the U.S Army Corps of Engineers (USACE). USACE also completed another mile of levee improvements between Laurel Avenue and the Highway 99 bridge. SBFCA is currently in design and permitting of the last 1.6 miles of levee along the lower Feather River west levee which is scheduled to be in construction in 2025. The Feather River West Levee Project is on schedule and within budget.
$410,000,000 State of
California,
property
assessment
revenues,
Federal
appropriations.

Phase 2-
open
ended
Regional
R4
Long-term
3 3.3
Reroute Union Pacific Railroad Tracks around Marysville on the West Union Pacific Railroad track beds crisscross the community, effectively dividing neighborhoods and impeding the Lake District’s potential of being prime development areas for upscale commercial and residential construction. The current track running out of Sutter County, turning south along B Street would be rerouted to the westerly city limits before turning south along a new double track bed along the Feather River levee and rejoining the existing track bed south of the city limits at approximately Erle Road in Linda.
$60,000,000 2030
Regional
R5
Short-term
3 3.1
Flood Protection of the City of Marysville
A public works project to repair and upgrade the ring levee to be certified as providing a 200‐year level of flood protection. The Marysville Ring Levee project is a multi-phase project that will upgrade the levee that surrounds $92,500,000
$13,000,000 U.S Army Corp
of Engineers
2025
DRAFT
113
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
5 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville. The primary purpose of the project is to strengthen the existing levee by implementing additional measures to reduce the likelihood of through- and under-seepage. The U.S. Army Corps of Engineers Sacramento District is partnering with the California Central Valley Flood Protection Board and the Marysville Levee District to complete the estimated $92.5 million project. The state of California has appropriated $17 million toward the project as part of their commitment to upgrade the state’s levee systems.

Currently, project completion is slated for 2019. The project is designed and constructed to meet the state’s requirement of 200 year-level flood risk for urban areas - or a 1-in-200 chance of flooding in any given year. Due to the elevation of the levees, the project will surpass those criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after all flood reduction measures are constructed.
2024-2025 UPDATE: NEARING COMPLETION--FOURTEEN years and more than $100 million after it began, the U.S. Army Corps of Engineers is nearing completion of the Marysville Ring Levee Project. On Thursday, a compactor worked back and forth on the levee within site of the traffic backed up on the 10th Street Bridge. The multi-phase project to upgrade the 7.6 mile ring of levees that have kept Marysville from flooding since 1875 began in 2010. The project, which includes installation of seepage cutoff walls to depths greater than 100 feet, and stability berms, is designed to meet the 200 year-level flood risk for urban areas--or a 1-in-200 chance of flooding in any given year, but the Army Corps states that due to the elevation of Marysville’s levees, the project will surpass that criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after the project is completed. $200,000 YWA
Regional
R6
Long-Term
3 3.1
South Yuba County Regional Water/Wastewater Project
Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs.

The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state and federal grant funding for this project, which will provide a more efficient and effective wastewater solution and protect the groundwater basins in south Yuba County. Design and environmental review are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone.

2024-2025 UPDATE: OPUD and Wheatland have submitted an application to the State Water Resources Control Board Clean Water State Revolving Fund (SCWSRF) for construction funding for the regional pipeline from Wheatland to OPUD and for other necessary improvements to the OPUD wastewater treatment plant. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $30 million of the estimated $130 million needed for the project. OPUD and Wheatland have also each submitted applications for $20 million ($40 million total) to the US EPA’s Environmental and Climate Justice Community Change Grants Program.

In conjunction with the Yuba-Sutter EDC, additional grants for up to $10 million have been submitted to US EDA. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $70 million needed for the project are being explored. Construction on the project is planned for 2025 $200,000,000 State –
SWRB($30M)
Local – YWA
and OPUD
$17M
Federal –
EPA$40M
Federal – EDA
$10 M
2028
DRAFT
114
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
6 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date

YUBA-SUTTER TRANSPORTATION PROJECTS
Regional
YST1
Short-Term
3 3.3
Dial-A-Ride Bus Replacement (6) – Replacement of existing buses to zeroemissions buses. 2024-2025 UPDATE: Completed
$1,200,000 Federal, State 2024
Regional
YST2
Mid-Term
3 3.3
Facility Replacement. Yuba-Sutter Transit continues to plan for the replacement of its current operations, maintenance, and administration facility at 2100 B Street in Marysville. A new location is needed because this undersized and technologically obsolete 1960’s-era former Seven-Up Bottling Plant that was converted to transit use in 1996, lacks sufficient capacity to accommodate the infrastructure needed to meet the state mandate that only zero-emission buses can be purchased after 2028.
2024-2025 UPDATE: Yuba-Sutter Transit has been awarded over $52 million in funding from federal, state and regional grant programs to design and construct what is currently estimated to be a $55.8 million project.

Environmental and preliminary engineering work commenced in 2024 to refine the project and update the early conceptual cost estimate based on updated fleet and service assumptions. This effort will also improve the likelihood of success in the future rounds of grant applications to complete the funding package.
$55,800,000 Federal, State,
Regional, Local
2027
Regional
YST3
Long-Term
3 3.3
Dial-A-Ride Bus Replacement (10) – Replacement of existing buses to zeroemissions buses. 2024-2025 UPDATE: Pursuant to adopted plans, this purchase would be for up to 15 zero-emission buses to replace and expand the existing Dial-A-Ride bus fleet.
$6,000,000 Federal, State 2027
Regional
YST4
Long-Term
3 3.3
Commuter Bus Replacement (6) – Replacement of existing buses to zeroemissions buses. 2024-2025 UPDATE: Pursuant to adopted plans and the resulting reduced emphasis on intercity commuter service, this purchase would replace just four of six buses.
$5,600,000 Federal, State 2027

BEALE AIR FORCE BASE PROJECTS
Regional
BAFB 1
Short-Term
1 1.1
BAFB-Repair Intelligence, Surveillance, Reconnaissance (ISR), B2145 Design-Bid-Build Project. This project architecturally modernizes and renovates Facility B2145 It was originally constructed in the late 1950’s and is approximately 179,000 square feet in area with administrative space for multiple user groups performing intelligence missions, some in controlled spaces. Work will include replacing aging building utilities, providing communication rooms, data centers, secure spaces, and server rooms per each organization’s requirements. Construction will include a new entrance atrium, an additional elevator, as well as a three-story stairwell. 2024-2025 UPDATE: Awarded May 2024. In progress.
$215M Federal (O&M) Sep 2028
Regional
BAFB 2
Short-Term
1 1.1
BAFB – 4 MW Photovoltaic (1218 Power Supply)
Construct a ground-mounted photovoltaic (PV) solar panel system to include structural support, inverter, distribution extension, grid connections, an integrated automation control and monitoring system and microgrid ready hardware.
2024-2025 UPDATE: In progress
$4M Federal (O&M) Oct 2025
Regional
BAFB 3
1 1.1
BAFB - 2 MW Solar Array & Microgrid/Battery Storage Projects (ERCIP) $4M Federal (O&M) Oct 2025 PROJECT COMPLETED 2024
DRAFT
115
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
7 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Short-Term Install an advanced microgrid controller with a 1MW/4MWh battery energy storage system (BESS). Integrate with proposed 2MW solar photovoltaic system to charge the BESS and provide demand response capabilities. 2024-2025 UPDATE: In progress
Regional
BAFB 4
Short-Term
1 1.1
BAFB-Substation B1149
Completely replace the Doolittle substation and update to control the 2MW solar array and 4MW Photovoltaic
2024-2025 UPDATE: In progress
$8M Federal (O&M) Oct 2025
Regional
BAFB 5
Short-Term
1 1.1
BAFB- Construct Fuel Hydrant System MILCON
Replace aging underground Fuel Hydrant System. Install security lighting at the Hydrant Storage System. Install electric product recover pumps for water draw off at tanks. Install proper drainage around hydrant secondary containment berms. Install all pipe supports, equipment, and appurtenances related to the new JP-8 fuel piping. Install audible alarms on tanks and pump house.
2024-2025 UPDATE: In progress
$45M Federal
(MILCON)
Dec 2025
Regional
BAFB 6
Short-Term
1 1.1
BAFB- Repair J Street Water Mains, Phase 1 (D-B)
This project models, designs and conducts repairs to the existing in-service steel drinking water main line distribution system by slip-lining or pipe bursting, or a combination of both methods. The project also includes installing a new 12-inch water line along Gavin Mandery Drive. The new line will bring the distribution system into compliance with Safe Drinking Water. $3.3M Federal (O&M) 2024
Regional
BAFB 7
Short-Term
1 1.1
BAFB- Repair Upgraded Early Warning Radar (UEWR) Substation B5770 The work consists of the study and development of a complete design, including (1) Creating Demolition drawings for the existing 60/4kV Substation and associated connectivity, and (2) Development of a complete design of a new 60/4kV Substation Replacing the existing Substation. 2024-2025 UPDATE: Project cancelled 2022, recompeting for funds. $7M-$10M Federal (O&M) 2026
Regional
BAFB 8
Short-Term
1 1.1
BAFB- Beale WAPA Interconnection Project (BWIP)
Improve Resiliency, Reliability & Redundant Power Delivery. Bring a feed from federal grid system directly to Beale AFB
2024-2025 UPDATE: In progress
$45M Federal (Energy
Resiliency
Capital
Improvements
Program -
ERCIP)
Dec 2025
Regional
BAFB 9
Short-Term
1 1.1
BAFB- Replace B3340 Artificial Turf: Soccer Field at Youth Center Converting grass turf to artificial turf with sprinkler and drainage system. $1M-$3M Federal (O&M) 2026
Regional
BAFB 10
Short-Term
1 1.1
Base-wide Paving
Renovation of multiple locations on base for asphalt and concrete. Includes repaving of A St. Roadway, B St & Warren Shingle Intersection, C St. Roadway, Camp Beale Rd, Taxiway Alpha Shoulder, three parking lots, and two guardrail repairs.
2024-2025 UPDATE: Awarded Sep 2024. In progress
$3.35M Federal (O&M) Sep 2025
Regional
BAFB 11
Short-Term
1 1.1
Repair Airman Dormitories B24110 & B24114
Perform complete renovation and modernization of two dormitory facilities.

Repair structural damage after a severe water leak which damaged flooring and walls.
$21M Federal (O&M) Apr 2026
PROJECT COMPLETED 2024
$3.3 Million
DRAFT
116
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
8 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 UPDATE: In progress
Regional
BAFB 12
Short-Term
1 1.1
Construct Multi-Bay Hangar Dock 11
Design-Build. Construct a three-bay hangar totaling 125,000 square-foot capable of housing four U-2 aircraft.
2024-2025 UPDATE: In progress
$142M Federal
(Acquisition)
Oct 2025
Regional
BAFB 13
Short-Term
1 1.1
Construct Multi-Domain Operations Complex (MDOC)
Design-Build. Construct a 128K SF, 2-bay hangar to support capabilities essential to high-altitude Intelligence Surveillance and Reconnaissance missions & multi-domain operations now and into the future. 2024-2025 UPDATE: 35% designed. Award in late 2025
$100-$200M Federal
(MILCON)
Mar 2029
Regional
BAFB 14
Short-Term
1 1.1
Construct 940th Air Refueling Wing (ARW) Squad Ops/AMU
Construct a new facility to serve as squadron operations and aircraft maintenance for the 940 ARW’s KC-135 refueling mission. 204-2025 UPDATE: In progress
$37M Federal
(MILCON)
Mar 2025
Regional
BAFB 15
Short-Term
1 1.1
Repair Fire Suppression in U-2 Shelters, B.1068/B1067
Repair suppression indication, and notification systems. 2024-2025 UPDATE: In progress
$1.7M Federal (O&M) Apr 2025
Regional
BAFB 16
Short-Term
1 1.1
Repair Beale Wastewater Treatment Plant
Rehabilitates and upgrades the most critical components of the plant to modern standards. Construct a Grit Removal System, Repair Trickling Filter 2, Repair Secondary Clarifier, Provide Launder Cover, and Upgrade interior space. The plant was originally construction in 1944. An additional $3-$5M repair to an additional component will be bid in FY25. Remaining repairs are competing for FY26 centralized funding.
2024-2025 UPDATE: Awarded Sep 2024. Preparing to start work. $9.7M Federal (O&M) April 2026
Regional
BAFB 17
Short Term
1 1.1
Add Alter 940th Alert Facility
Repair existing building and add additional rooms to make an alert facility. 2024-2025 UPDATE: Rebid FY25
$6-$10M Federal
(MILCON /
O&M)
2026
Regional
BAFB 18
Short Term
1 1.1
Repair 125 Ton Chiller at Child Development Center, B2443 Replace 125-ton chiller & piping
2024-2025 UPDATE: Awarded Sep 2025
$0.4M Federal (O&M) 2025
Regional
BAFB 19
Short Term
1 1.1
Convert HVAC Heat Pump & Split Buildings B25215/B25216
Replace chiller system with HVAC system both building, separated. 2024-2025 UPDATE: Study in progress; Design next
$2-$4M Federal (O&M) 2026
Regional
BAFB 20
Short Term
1 1.1
Repair Wells (7) Cathodic Protection System
Repair by replacement 7 cathodic protection systems at water wells. 2024-2025 UPDATE: Awarded Sep 2024
$0.3M Federal (O&M) 2025
Regional
BAFB 21
Short Term
1 1.1
Construct Wheatland Entry Control Point
Construction new entry control point at Wheatland Gate to include, roadway, building and canopy. Widen to three entry control lanes, each with a guard house. Improve to latest Anti-Terrorism / Force Protection (AT/FP) standards. $15-$20M Federal
(MILCON /
O&M)
2027
DRAFT
117
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
9 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 UPDATE: 100% Designed. Competing for funding FY26.

Regional
BAFB 22
Short Term
1 1.1
Replace 12KV Power Poles, Wiring, & Switches to Feeder Circuit #8 2024-2025 UPDATE: Award in Q3 FY25
$0.5-$2M Federal (O&M) 2026
Regional
BAFB 23
Short Term
1 1.1
Repair 10” Waterline
Replace 10” WL along Warren Shingle Rd from B Street to A Street 2024-2025 UPDATE: Award in Q4 FY25
$0.5-$2M Federal (O&M) 2026
Sutter County
Sutter Co.

S1
Mid-term
1 3.1
Establish a Marketing Committee to Promote Sutter County Agriculture Work with cities and other appropriate agencies and interests to establish a marketing committee to promote Sutter County agriculture through the following and other means: agricultural industry promotional activities, including farmers markets; agri-tourism marketing; marketing of locally grown food; and promotion of events that expose residents of urban places to agricultural activities and issues.

Not
determined
Sutter Co.

S2
Mid-term
1 3.1
Rural Farm-to-Market Road Network, Improvement, Maintenance and Preservation
Insufficient Highway Users Tax Account (HUTA) gas tax revenues are significantly impacting County’s ability to maintain farm-to-market road network. State legislation is being considered to help cover the shortfall.

Projects include safety, maintenance and complete streets. 2024-2025 Update: No substantial change
$4,000,000 SB1 funding Ongoing
Sutter Co.

S3
Short-term
4 4.2
850 Gray Avenue – Health & Human Services
The county intends to locate most of its Health and Human Services Department to the former K-Mart Building located at 850 Gray Avenue. Due to significant cost escalations for the tenant improvements, and a lack of available funding, the County has cancelled the project and is pursuing other opportunities for the property.
2024-2025 Update: Project cancelled. County intends to sell the property. 15,000,000 County June 2020
–Design
Complete
Sutter Co.

S4
Short-term
3 3.2
Howsley Road Bridge Replacement
The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The design phase will be completed by June 2025 at which time the County will seek the required federal funding. $23M FHWA 88.53%
County 11.53%
June 2025
Design
Nov. 2027
Const.

Sutter Co.

S5
Short-term
3 3.2
Larkin Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits. Construction is anticipated in FY 2027-28. $2M FHWA 88.53%
County 11.53%
June 2025
Design
Nov. 2028
Const.

Sutter Co.

S6
Short-term
3 3.2
Nicolaus Avenue Bridge Replacement
The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits. Construction is anticipated in FY 2027-28. $3M FHWA 88.53%
County 11.53%
June 2025
Design
Nov. 2028
Const.

Sutter Co.

S7
3 3.2
Tisdale Road Bridge Replacement $1.5M FHWA 88.53%
County 11.53%
June 2020
Design
DRAFT
118
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
10 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Short-term The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2025-26.

Nov. 2026
Const.

Sutter Co.

S8
Short-term
3 3.2
Kent Avenue Bridge Replacement
The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2028-29.
$2M FHWA 88.53%
County 11.53%
June 2020
Design
Nov. 2029
Const.

Yuba County
Yuba Co.

Y1
Long-term
3 3.2
Goldfields Parkway
This public works project would construct a four‐lane arterial around the easterly side of Marysville through the East Linda Specific Plan from Highway 65 at McGowan Parkway to Highway 20 at Plantz Road.
2024-2025 UPDATE: Design complete for section from North Beale Road to Hammonton Smartsville. Rough grading is complete and applying for funds to pave this section.
$150, 000,000 2026
Yuba Co.

Y2
Mid-term
3 3.2
Highway 70/Plumas Lake Boulevard Interchange – Phase 2
This public works project would link Phase 1 of the Highway 70/Plumas‐ Arboga Interchange to the eastern Phase 2 component of the interchange to include a Union Pacific Railroad overpass.
2024-2025 UPDATE: Design is 65% completed. County was awarded $35,000,000 federal grant to fully fund construction. Construction will likely start in 2026.
$35,000,000 2026
Yuba Co.

Y3
Mid-term
3 3.2
Erle Road Interchange
This public works project would upgrade and expand an existing interchange facility at Erle Road and Highway 70 to provide greater capacity. 2024-2025 UPDATE: No substantial change
$20,000,000
Yuba Co.

Y4
Mid-term
3 3.1
East Linda Detention Basin
This public works project would expand an existing detention pond to serve East Linda and is referred to within the South Yuba Master Drainage Plan. 2024-2025 UPDATE: This is now complete.
$3,000,000 Local (Drainage
Impact Fees)
2024
Yuba Co.

Y5
Short-term
3 3.2
North Beale Road Revitalization Improvements
This public works project consists of implementing the road improvements recommended by the East Linda Revitalization Plan which consists of sidewalks, landscaped medians, street lighting, and parking that would improve the safety of the road for motorists, bicyclists and pedestrians as well as improve the appearance of the road corridor to help attract new and retain existing businesses.
2024-2025 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is complete. The County secured grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east). The Phase III design was recently completed and construction will start in spring of 2025. Phase IV and V still in progress.
$22,000,000 Federal and
state transportation funds
2022
Yuba Co.

Y6
4 4.1
Bikeways and Pedestrian Trails $6,500,000 Local
(Development
Ongoing
PHASES I and II COMPLETE,
LINDHURST AVE. TO LINDA
AVE. - $14 Million
ERLE RD. TO N. BEALE
SEGMENT COMPLETED 2021
PROJECT COMPLETED 2024
DRAFT
$3 million
119
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
11 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Mid-Term Bikeways and pedestrian trails provide an alternative mode of transportation as well as an outdoor activity that has the added benefit of connecting people with other points of interest. In January 2013, Yuba County adopted an update to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.

Impact Fees) &
Prob 68
Yuba Co.

Y7
Ongoing
4 4.2
14Forward Homeless
Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, a temporary shelter and resource center for the homeless. The site includes 25 2-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2024-2025 Update: The Salvation Army served 253 people in 2024 at 14Forward. Shelter was offered to every young person between the ages of 18-24 who was experiencing homelessness, resulting in 19 young people receiving shelter assistance during the year. 63 people aged 55 and older were provided services at the shelter as well, with the eldest being 84 years of age. The Salvation Army continues to implement facility improvements to enhance safety and security.
2,500,000 State, local,
federal
Ongoing
Yuba Co.

Y8
Mid-Term
3 3.2
County Bridge/Culvert Repair
There are 75 HBP-eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County.

Currently the County has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a SR below 80 and above 50 which qualify for HBP rehabilitation funds, and 8 bridges have a SR below 50 which qualify for HBP replacement funds.
2024-2025 UPDATE: Spring Valley Road bridge replacement completed.

Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. Los Verjeles is currently being constructed and expected to be complete in spring of 2025. Ellis Road and Waldo Road bridge replacements currently are in design. The County applied for an additional five bridge projects through the HBP
16, 810,000 HBP FSTIP Ongoing
Yuba Co.

Y9
Mid-Term
3 3.2
Linda – Cedar Lane and Alicia Avenue Project
This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside to Feather River Blvd) in West Linda. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay
2024-2025 UPDATE: Project completed.
3,030,000 ATP 2024
Yuba Co.

Y10
Mid-Term
3 3.2
McGowan Parkway Project
This public works project consists of implementing road improvements to McGowan Parkway between SR 70 and SR 65 in Olivehurst. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay. 2024-2025 UPDATE: Project completed
6,000,000 ATP/LPP/ARPA 2024
Yuba Co.

Y11
Mid-Term
3 3.2
Feather River Boulevard Project
This public works project consists of implementing road improvements to Feather River Blvd. between Arboga Road and Alicia Avenue in West Linda.

This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2024-2025 UPDATES: Construction will be complete in summer of 2025 1,550,000 SACOG OneTime Funding
2019
2025

PROJECT COMPLETED
$4.4 Million (State)

PROJECT COMPLETED
$6 Million (State & Federal)
Mobility Plan Completed &
½ Mile Bike Path (Bear River
Levee to Feather River Blvd.
$300,000

SPRING VALLEY BRIDGE

COMPLETED
$3.3 Million (Federal)
DRAFT
120
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
12 Jurisdiction
Project No.

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

Y12
Mid-Term
3 3.1
Yuba County Broadband Initiative
The County of Yuba seeks to improve broadband service county-wide to support economic growth, enhance community resilience, and bolster connectivity. This initiative will remain a priority for the County into the foreseeable future, due to the complex nature and ever-evolving technological advances of the industry. Currently, the County in partnership with the Yuba Water Agency and Valley Vision, is developing a Broadband Master Plan highlighting industry best practices and community specific opportunities to expedite enhanced broadband services.
2024-2025 UPDATE: No substantial update
$125,000
$500,000
EDA Planning
Grant
CPUC
Ongoing
Yuba Co.

Y13
Mid-Term
3 3.2
Garden Avenue Active Transportation Projects
This public works project consists of implementing road improvements to Garden Avenue (from Feather River Blvd to Riverside Drive) in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2024-2025 UPDATE: Construction underway. Project will be complete in summer of 2025.
2,500,000 ATP 2025
Yuba Co.

Y14
Mid-Term
3 3.2
South Yuba Transportation Improvement Authority (SYTIA) Projects The County and Wheatland, on behalf of SYTIA, have begun advancing projects including the East Wheatland Expressway and a new connector at South Beale Road and State Route 65.
2024-2025 UPDATE: Project Study Report complete for East Wheatland Expressway and nearing completion for South Beale Road Railroad Crossing Elimination Project.
620,000,000 SYTIA 2025
Yuba Co.

Y15
Mid-Term
3 3.2
West Linda ATP Project
The County was awarded (pending CTC vote) $27milliion to implement road improvements throughout West Linda to transform the community with sidewalks, bicycle lanes, and drainage and street improvements. 2024-2025 UPDATE: Design at 65%.
27,000,000 ATP/YWA 2025
Yuba Co.

Y16
Mi7-Term
3 3.1
Lindhurst Corridor Beautification Project
The County is currently seeking design and construction funds to ultimately beautify and enhance Lindhurst Avenue from Erle Road to State Route 70. This project consists of major complete street improvements such as sidewalks, bicycle lanes, landscaping, and storm drainage necessary to revitalize the commercial corridor. The County is currently installing the first phase of storm drainage infrastructure from Chestnut Pond to Scales Avenue. 2024-2025 UPDATE: County was awarded $3,000,000 from a federal Reconnecting Communities grant for design and will begin in 2025. 25,000,000 Local/State/Fe
deral
2027
Yuba Co.

YA1
Mid-term
3 3.1
Relocate Airport Drainage Ditch
This project would relocate a major drainage ditch that currently cuts through industrial properties, limiting their use. The project proposes to realign the ditch along a new access road allowing a clear security separation for the airport and industrial areas and provides the ability to market additional industrial properties for new capital investment and new employment opportunities.
2024-2025 UPDATE: No substantial update
5,000,000
Yuba Co.

YA2
3 3.1
Yuba County Airport Terminal Building $23,000,000
DRAFT
121
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
13 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Mid-term This public works project would construct a new 25,000‐square‐foot Yuba County Airport terminal building. This building would include a parking lot, sewage system, street improvements and landscaping.
2024-2025 UPDATE: No substantial update
Yuba Co.

YA3
Short-term
3 3.2
On‐Site and Off‐Site Improvements to Industrial Park No. 2 This project would connect the road that ends at Skyway Drive to a 30‐acre industrial park and provide an access road, curbs, gutters, and drainage facilities necessary to serve Industrial Park No. 2.
2024-2025 UPDATE: No substantial update
$5,800,000
Yuba Co.

YA4
Short-term
3 3.1
Site Improvements to Industrial Park Site No. 2
This public works project would provide street improvements, sewer system improvements, and water system improvements to provide access to 14 aviation-related corporate hangar lots, 10 acres of industrial property, and provide emergency access to the airport’s crosswind runway. 2024-2025 UPDATE: No substantial update
$4,300,000 Federal and
local funds
Yuba Co.

YA5
Mid-term
3 3.1
Site Improvements to Industrial Park Sites No. 3 and 4
This public works project would improve the streets, drainage, and sewer facilities. Eleventh Avenue would be extended from Arboga Road into the airport and Aviation Way would connect Arboga Road to Eleventh Avenue and Sky Harbor Drive, providing access to 30 acres of industrial property. 2024-2025 UPDATE: No substantial update
$7,500,000 Federal and
local funds
Yuba Co.

YA6
Short-term
3 3.1
Yuba County Airport Rails to Trails Project
Yuba County Airport property is bisected and bounded by an unused rail system. Removing railroad grade would make Industrial Tract 2 accessible to Feather River Boulevard as well as making certain properties in Industrial Tract 1 accessible to the airport via roads and/or taxiways.
2024-2025 UPDATE: No substantial update
$6,000,000 Federal and
Local funds
Yuba Co.

YA7
Short-term
3 3.1
Inside Airport Fence, Perimeter Ring Road
Safety and Security and priority to ensuring proper mix of aviation and industrial tenants at the airport.
2024-2025 UPDATE: No substantial update
$2,000,000 Federal and
Local funds
Yuba Co.

YA8
Short-term
3 3.1
Site Improvements to Airport Parcel in Industrial Park Site No. 5 Grading and infrastructure to Airport parcel with bi-modal access. Including grading, storm drainage, water, wastewater and utilities. 2024-2025 UPDATE: No substantial update
$1,800,000 Federal and
Local funds
Yuba Co.

YA9
Short-term
3 3.1
Yuba County Airport – Sky Harbor Drive Entrance
This project will replace the failing irrigation and landscape with a drought tolerant mix.
2024-2025 UPDATE: No substantial update
$390,000 Federal and
Local funds
Yuba Co.

YA10
Short-term
3 3.1
Site Improvements to Airport apron-adjacent pad
This public works project would provide the site-prep and infrastructure, including sewer, water, telecommunication, and utilities, to this premium site.

This location has been identified as ideal for airport support, aviation support, and aeronautical services to include (but not limited to): aircraft maintenance, $2,400,000 Federal and
Local funds
DRAFT
122
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
14 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
flight instruction, aircraft rental, hangaring, fueling, tie-down support, parking support and similar aviation services.
2024-2025 UPDATE: No substantial update
Yuba Co.

RD1
Long-term
3 3.1
West Linda Detention Basin and Pumping Station
This public works project will modify the existing low‐lying area into a detention basin and create a pumping station to handle drainage within the West Linda area and create a multi‐use recreational field/park that benefits existing low‐income residents and businesses.
2024-2025 UPDATE: No substantial change
$4,500,000
Yuba Co.

RD2
Long-term
3 3.1
Plumas Lake Pond Improvements
This public works project would obtain right of ways and channel improvements to convey 100‐year storm runoff flows for central Plumas Lake adjacent to the Plumas Lake Golf Course.
2024-2025 RD784 Update: No change.
$2,750,000
Yuba Co.

RD3
Long-term
3 3.1
Pump Station No. 10 Upgrades
This public works project would upgrade Pump Station No. 10; provide backup power, permanent outfall piping, and redundant pump for the facility serving the central Plumas Lake Specific Plan area.
2024-2025 RD784 Update: Project is in the design and permitting stages $6,100,000 Cost Share
Local Grant
2025
Yuba Co.

RD4
Long-term
3 3.1
Upper Lateral 13 Improvements
This public works project would provide drainage improvements for the northern portion of the Plumas Lake Specific Plan area between Ella Road and Plumas Lake Golf Course and consists of channel improvements and culvert crossing replacements and improvements.
2024-2025 RD784 Update: No change.
$1,050,000
Yuba Co.

RD5
Mid-term
3 3.1
Lateral 15 Improvements
This public works project would improve the main Reclamation District 784 lateral that provides drainage for the North Arboga Study Area and Plumas Lake area and will widen and deepen existing channels to meet future drainage capacity.
2024-2025 RD784 Update: No change.
$2,800,000
Yuba Co.

RD6
Mid-term
3 3.1
Upper Lateral 15 Bingham Canal Improvements
This public works project would replace culvert crossings under county roads that are substandard to improve drainage in the West Linda area and would eliminate need for the Health and Human Services building detention basin. 2024-2025 RD784 Update: No change.
$1,700,000
Yuba Co.

RD7
Short-term
3 3.1
Storm Drainpipe Replacements
This public works project will replace up to 6 aging pipes located within the rural levee portion of the District.
2024-2025 Update: Project approval received from the state and is slated to begin in 2025.
$4,500,000 Local Grant 2025
Yuba Co.

RD8
Short-term
3 3.1
Pump Station No. 2 Upgrades
This public works project would upgrade Pump Station No. 2; provide additional pump, motor, pipe installations, & MCC/PLC upgrades. $650,000 2028
DRAFT
123
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
15 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 RD784 Update: New project
Yuba Co.

RD9
Short-term
3 3.1
Lateral No. 15 – Railroad Culverts Crossing Updates
This public works project would replace a total of (4) existing aged pipe culverts which connect Laterals 15 (N) and 17.
2024-2025 RD784 Update: New project
$1,560,000 2028
Yuba Co.

RD10
Short-term
3 3.1
Pump Station No. 1 Removal
This public works project would remove and dispose of the existing pumps, motors, deck, and associated electrical components which are no longer needed.
2024-2025 Update: New project
$975,000 2028
Yuba Co.

RD11
Short-term
3 3.1
Pump Station No. 4 Removal
This public works project would remove and dispose of the existing pumps, motors, pipes, deck, and associated electrical components which are no longer needed.
2024-2025 Update: New project
$260,000 2028
Yuba Co.

RD12
Short-term
3 3.1
Pump Station No. 4 Outfall Pipe Removal
This public works project would remove and dispose of the existing gravity outfall pipe to the Clark Lateral which is no longer needed. 2024-2025 Update: New project
$715,000 2028
Yuba Co.

RD13
Short-term
3 3.1
Basin C to B Pipe Connection Replacement
This public works project would replace the existing aged Basin C to B pipe connection and will include a new sluice gate.
2024-2025 Update: New project
$585,000 2028
Yuba Co.

RD14
Mid-term
3 3.1
Pump Station No. 7 Outfall Ditch Improvements
This public works project would create a District operated and maintained outfall ditch for water pumped from Pump Station 7 which currently sheet flows along the railroad embankment area to the Bingham Canal. 2024-2025 Update: New project
$975,000 2029
Yuba Co.

RD15
Mid-term
3 3.1
Pump Station No. 9 Upgrades
This public works project would upgrade the existing facilities and will also add additional capacity to handle future County Improvements in West Linda 2024-2025 Update: New project
$3,445,000 2029
Yuba Co.

RD16
Mid-term
3 3.1
Security Camera Installations
This public works project would include the installation of CCTV security cameras at Pump Stations 2, 3, 6, 7. 8, 9, & 10
2024-2025 Update: New project
$180,000 2029
Yuba Co.

RD17
Mid-term
3 3.1
Piezometer & Inclinometer Replacements
This public works project would replace all existing aged piezometers and inclinometers in the levees which enable staff and engineers to collect data on groundwater levels and to identify possible deformations. 2024-2025 Update: New project
$325,000 2029
DRAFT
124
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
16 Jurisdiction
Project No.

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

RD18
Mid-term
3 3.1
SCADA System Upgrades
This public works project would replace the District’s existing aged SCADA (Supervisory Control & Data Acquisition) system which allows staff to monitor all RD784 pump station activity remotely.
2024-2025 Update: New project
$1,200,000 2029
Yuba Co.

RD19
Mid-term
3 3.1
Pump Station No. 5 Replacement
This public works project is to remove and reconstruct Pump Station No. 5, which is to include a larger catch basin, new pumps, motors, & all telemetry SCADA communications. The project may be constructed at a new site. 2024-2025 Update: New project
$8,450,000 2030
Yuba Co.

RD20
Mid-term
3 3.1
Lateral 5 Upgrades
This public works project would replace the open ditch Lateral 5 with closed pipe to connect Lateral 15 (S) to Laterals 19 & Linear Pond 20. 2024-2025 Update: New project
$2,145,000 2030
Yub21Co.

RD21
Mid-term
3 3.1
Pump Station No. 10 Outflow Canal
This public works project would complete the final phase of the construction of pump station 10 with the construction of an outflow canal between the Setback Levee and the Feather River.
2024-2025 Update: New project
$1,105,000 2035
Yuba Co.

RD22
Long-term
3 3.2
Levee Toe Access Road
This public works project would provide approximately 15 miles of all-weather gravel road construction/rehabilitation on the land and waterside toe areas of the Feather River Levee between Starr Bend and Island Avenue. 2024-2025 Update: New project
$1,950,000 2035
Yuba Co.

OPUD1
Mid-term
3 3.1
Replace Aging/Failing Water Infrastructure
OPUD currently has a great deal of steel water mains in Olivehurst. The aging steel main fails regularly due to corrosion.
2024-2025 update: OPUD secured the necessary 8-million-dollar funding in order to meet all the steel water gaining main replacement. This year OPUD award phase I construction work for the steel main replacement of roughly 7800 LF. Phase II bids will go out in early 2025 and that will replace roughly 13-14,000 LF of Steel Main Pipe.
$10,400,000 Federal,
State
2029
Yuba Co.

OPUD2
Mid-term
3 3.1
Mary/George/Harvey Sewer and Water Improvements, Olivehurst A public works project that would help in an area with limited water service and no sewer service. This area has chronic problems with septic tank failures and private well contamination.
2024-2025 UPDATE: OPUD secured Sewer design from the Water Agency and is currently in design for Sewer. OPUD submitted a Water application to State to move to the next phase which would be design-build of the project.

PSOMAS Engineering was awarded design of both projects. OPUD sewer Design award was roughly $600,000.
$950,000 Federal,
State
2029
Yuba Co.

OPUD3
Long-term
3 3.1
Rancho Road/Highway 65 Commercial and Industrial Area
This public works project is necessary to provide a sewer and water line to properties in and around the Rancho Road/Highway 65 industrial properties to support current and future industrial park development plans. $50,000,000 Federal, State
and local funds
2031
DRAFT
125
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
17 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
2024-2025 UPDATE: No update provided.

Yuba Co.

LCWD1
Short-term
3 3.1
Linda Avenue/Griffith Water Treatment
This Linda County Water District project would construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area.
2024-2025 UPDATE: Project is under construction with a current anticipated finish date in March 2025.
$18,000,000 State SRF
program, DWR,
Local
2025
Yuba Co.

PVT1
Mid Term
4 4.1
Forest Biomass Business Center Development – Camptonville Camptonville Community Partnership (CCP), is a small, rural, communitybased non-profit organization located in the town of Camptonville in the Yuba County foothills that proposes to develop a small forest biomass to energy facility that would be part of a new small business campus, located in an unincorporated area approximately 11 miles southwest of Camptonville and 3 miles east of Dobbins. CCP intends to attract other businesses to the site, where heat and power would be available from the facility making the overall facility a high efficiency combined heat and power operation. 2024-2025 Update: The community scale 5mw biomass to energy power plant will be developed by Engeman Camptonville Green Energy (ECGE). It is spearheaded by an innovative and unique partnership between Camptonville Community Partnership (CCP), a local nonprofit and Engeman Camptonville Green Energy, a leading bio-energy developer.

The Project will process unmerchantable woody material from large scale forest restoration projects happening in the Yuba River watershed, increasing the pace and scale of work to improve forest health and reduce the risk of catastrophic wildfire while allowing for many good paying jobs in the area In September 2024 Yuba Water Agency (Yuba Water) Board of Directors unanimously voted to approve a $8.3 million low-interest loan and a $7 million grant to construct the community-size 5-megawatt (MW) woody biomass to energy plant. This funding will allow CCP to leverage over $4.5 million dollars of grant funding from the Sierra Nevada Conservancy and the California Energy Commission. Clearing of trees and shrubs began in late December. 2024. Certain long-lead time major equipment for the plant has been ordered as of late 2024.
$2,326,455
$660,837
$47,817
$1,346,000
$4,999,000
$8,300,000
$7,000,000
Sierra Nevada
Conservancy
USDA
National Forest
foundation
YWA
California
Energy
Commission
EPIC
YWA (Loan)
YWA (Grant)
2026
Yuba Co.

YWA1
Mid-term
2 2.1
Research Innovation Center
The creation of a collaborative research opportunity with Beale AFB, the US Air Force, the Yuba Water Agency, City of Wheatland, and the University of California. The facility could serve as an educational, workforce training, and advanced research hub. Initially, the workforce at the collaborative facility would consist primarily of PhD level researchers, but also development of BA level and even high school educational programs as the facility expands to its full mission. This creates a significant opportunity for the City of Wheatland and Yuba County to create an innovation center and technology node. 2024-2025 Update: A non-profit organization has been formed with initial members of the City of Wheatland and Yuba Water Agency for the purpose of developing and operating the Yuba Applied Research Center. The initial strategy plan for YARC will be developed by the board in early 2025.

Yuba Co.

YWA2
Mid-term
4 4.1
Three Rivers Parkway System Development
The Three Rivers Parkway is envisioned as a multi-modal active transportation and recreation system encompassing as many as 40 miles of hiking, bike and equestrian trails and boat access along the Yuba, Feather and Bear Rivers. The Phase I
$8.5 Million
YWA
Yuba County
Marysville
Wheatland
2025
DRAFT
126
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
18 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
northern terminus would be the Sycamore Ranch County Regional Park on the Yuba River. The trail would extend along the northern bank of the Yuba River to Marysville and would connect to the Sutter County trail system over the rehabilitated former railroad trestle on the Feather River. The trail would cross the Yuba River over the SR 70 bridge and continue south along the Feather River past Star Bend boat ramp to the junction with the Bear River. It would then extend east along the Bear River and possibly Dry Creek into downtown Wheatland. Future phases may connect up to the Spenceville Wilderness Area. The River Parkway is anticipated to be a major draw for tourism in Yuba County, creating opportunities for additional lodging and restaurants, equipment rental concessions, recreational equipment sales, guide services and retail spending from visitors.
2024-2025 Update: Yuba Water Agency is leading the development of a county-wide trails master plan, which is currently underway. The master plan will be based on current plans for the Yuba County jurisdictions affected and will provide guidance on a collaborative approach for initial phases of the trail system. The plan will be completed in 2025.

Yuba Co.

YWA3
Mid-term
4 4.2
Atmospheric River Control Spillway at New Bullard’s Bar Dam Yuba Water Agency Board of Directors authorized design of an estimated $225 million Atmospheric River Control Spillway at New Bullards Bar Dam to help reduce flood risk in Yuba County. The spillway is one piece of a three-part initiative that will significantly reduce flood risk and improve public safety in Yuba County and nearby communities. The effort includes the development of Forecast-Informed Reservoir Operations for the Yuba and Feather rivers and an update to the U.S. Army Corps of Engineers’ water control manual for New Bullards Bar, which guides flood operations for the dam. Together, the trio of projects will allow Yuba Water to better predict large, threatening storms and release water from New Bullards Bar before dangerous weather hits, while there is still plenty of capacity downstream. 2024-2025 Update: Yuba Water Agency has been tentatively awarded a $50 million grant from FEMA for construction of the ARC Spillway. Construction of the project is expected to be approved by the Yuba Water Agency Board of Directors in early 2025.
$240,000,000 YWA 2027
Yuba Co.

YWA4
Mid-term
4 4.1
Water Education Center
Yuba Water Agency and its partners are in the planning process on a Water Education Center along the Yuba River to educate Yuba County students and residents about the value of the area’s water resources, from farming to hydropower, the environment and more. It is anticipated that this will be a multi-million-dollar project, with long-term funding requirements of several hundred thousand dollars per year for operations and maintenance, however the Yuba Water Agency Board of Directors has not yet determined what the overall scope of the project will be. If the community expresses interest in such a facility, Yuba Water Agency will seek supplemental funding support from grants and interested private industry partners. 2024-2025 Update: Project is still on hold
Yuba Co.

TRLIA1
3 3.1
Yuba River North Training Wall
The Yuba Goldfields North Training Wall (NTW) is located on the right bank of the Yuba River, approximately eight miles northeast of the city of Marysville in Yuba County. The NTW is approximately 12,000 feet in length, it was constructed by the California Debris Commission in 1899 to confine the Yuba River and to facilitate the migration of mining debris within the floodway. The use of mining tailings was used to construct the NTW and although not an authorized flood control project, it does provide limited flood protection for the community of Hallwood. However, there have been changes over time, Phase I
$3,000,000
Phase II
$2,425,961
$9,703,842
YWA
Local, YWA
Prop 68 Funds

PROJECT PHASE I
COMPLETED 2022
2022September 2022
DRAFT
127
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
19 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
changes both in height and width due in part to erosion from high-water events, such as in 2017 and 2018, when Hallwood experienced localized shallow flooding. The project is being constructed in two phases. 2024-2025 Update: Phase II work, includes construction of a high ground tie-in embankment to extend to the north end of the NTW upstream and for a contiguous line of protection that further reduces flood risk to the Hallwood community, the City of Marysville, and portions of Reclamation District 10. The Phase II project, which is still under design, will include potential ecological enhancement components: riparian aquatic habitat creation, fish passage enhancement, and salmonid foraging enhancement. The project should be completed by the end of 2025.

Yuba Co.

TRLIA2
3 3.1
Climate Resiliency Project
Upon realization of all state and federal funding, the money will be used to complete design and implementation of the Climate Resiliency Project, which will create a uniform level of protection for Plumas Lake, Arboga, Linda and Olivehurst. Those areas are currently certified at the 200-year level of protection for the state. This project will increase that level significantly, and, when combined with Yuba Water’s planned Atmospheric River Control Spillway at New Bullards Bar Dam, the area could potentially see up to a 500- year level of flood protection.
2023-2024 Update: Three Rivers Levee Improvement Authority will combine the Yuba Water grant funding with approximately $3 million in state funds from the Disaster Preparedness and Flood Protection Bond Act of 2006 (Proposition 1E) to complete the design work and feasibility study and plans to pursue the remaining construction costs from Federal Emergency Management Agency’s Building Resilient Infrastructure and Communities grant program. The study should be completed by December 2024.
$41,600,000 Prop 1E
($9M) YWA
FEMA
Live Oak
Live Oak
LO1
Long-term
3 3.2
Grade‐Separated Rail and Highway Overpass
The City of Live Oak General Plan Project Area and existing city limits are divided by State Route 99 and the Union Pacific Railroad line running parallel within proximity of one another. Currently all crossings are at grade, causing all east/west routes to close nearly at the same time when trains pass through the community. A grade-separated crossing is critical for future circulation and public safety.

Unknown Unknown Unknown
Live Oak
LO2
Long-term
3 3.1
Infrastructure Improvements to Areas for Job Creation
City of Live Oak annexed 370 acres adjacent to State Route 99 both north and south of the former city limits and within the 2030 General Plan project area.

The properties are zoned for business uses. Water and sewer improvements are required prior to development. It is anticipated that each area will require a new public well, sewer lift station, and appropriately sized force mains.

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

Unknown CDBG, EDA Unknown
Live Oak
LO3
Long-term
4 4.2
New Fire Station/Sheriff’s Substation East of State Route 99 State Route 99 and the Union Pacific Railroad create a north/south barrier through the entire City of Live Oak Sphere of Influence. Live Oak’s current public safety facilities are located on the west side of both the highway and railroad. As Live Oak grows it is important to maintain public safety facilities $3,200,000 Unknown Unknown

PHASE I PROJECT
COMPLETED 2022
DRAFT
128
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
20 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
on the east side of the highway and railroad to ensure adequate response times.

Live Oak
LO4
Long-term
4 4.1
New Live Oak Community Center
To meet recreational and program demands of a growing city, Live Oak needs to build a new, expanded community center and gymnasium. Estimated at 25,000 square feet, constructed in two phases, the facility will be used to meet both social service and recreational needs for Live Oak’s growing population.

The city is currently seeking funding for a Phase 1 gymnasium. $15,000,000 CDBG, local
funds
Unknown
Live Oak
LO5
Long-term
4 4.1
Develop a Strategy to Maximize Commercial Opportunities Associated with Live Oak’s Proximity to the Sutter Buttes and the Feather River With a boat launch facility on the Feather River less than two miles east of downtown, and the Sutter Buttes approximately seven miles west, Live Oak is positioned to benefit from the attraction of these important natural resources and must develop a plan to maximize this opportunity.
$35,000 CDBG Unknown
Live Oak
LO6
Mid-term
4 4.1
Historic Downtown Infrastructure Improvement
Live Oak’s historic downtown core is defined as the area bordered by State Route 99 on the east, N Street on the west, Elm Street on the south and Pennington Road on the north. The area poses significant challenges related to infrastructure improvements necessary to support a mixed‐use retail environment. A complete assessment was completed and adopted by the city in 2013. Improvements include street, curb, gutter, sidewalk, drainage, park and city water and sewer utilities improvements. This project also incorporates Phase 2 improvements of the Live Oak Community Trail Project. $5,200,800 SACOG, CDBG Unknown
Live Oak
LO7
Mid-term
4 4.1
Complete Live Oak Community Trail Project
This one‐mile rail conversion project establishes a dedicated bicycle and pedestrian trail through the center of Live Oak on former railroad right‐of‐ way. The project has four phases, with the first phase completed in 2010 and the third phase completed in 2015.
2024-25 UPDATE: Phase 4 will be completed in 2025. Phase 4 runs from Kola Street to Epperson Way, utilizing the old Railroad Right-of- Way and includes a bike/pedestrian trail along with landscaping. The city continues to seek funding for Phase 2.
$2,200,000 ATP, SACOG,
LWC, local
funds
2020/
Unknown
Live Oak
LO8
Short-term
1 1.1
Live Oak Base‐Level Jobs Initiative
Develop a strategy to identify and support location and/or expansion in Live Oak for companies that sell products and/or services outside of the trade area and bring new dollars into the local economy.
$35,000 CDBG Unknown
Live Oak
LO9
Short-term
1 1.1
Diamond Walnut Facility Reuse Plan
The 1920’s Diamond Walnut plant was no longer in operation when it burned down in 2022. The site is located within the downtown core. Creating a viable reuse plan for this property is critical in the expansion of the downtown corridor.
2024-25 UPDATE: The post-fire clean-up of the site was completed in 2024. $75,000 CDBG Unknown
Live Oak
LO10
Short-term
3 3.2
Pennington Road Rehabilitation
Pennington Road is the main east/west arterial for the City of Live Oak, intersected by State Route 99. Sacramento Area Council of Governments (SACOG) has committed $915,000 for partial reconstruction of the road from Broadway to Connecticut Avenue during 2012 and 2013. Reconstruction to the east of State Route 99 is also necessary.
2024-25 UPDATE: Reconstruction of Pennington Road East from the High School to the city limits was completed in 2024.
$1,094,776 SACOG, CDBG 2022
In 2024 Pennington Road
East from High School to
city limits
Post-Fire Clean-up
COMPLETED $75,000
DRAFT
129
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
21 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Live Oak
LO12
Short-term
3 3.1
Soccer Park/Drainage Basin Improvements
Live Oak has completed construction of Phase 1 of a joint‐use storm drainage detention basin and soccer park. The basin is critical for reducing storm drain flows downstream of the existing city and is a key feature in the city’s Master Drainage Study. The soccer park will be an important recreational asset and is funded with a Proposition 84 (Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act of 2006) grant. 2024-25 UPDATE: The City is continuing to seek funding for construction of Phase 2 improvements including one or more additional soccer fields and additional park features and amenities.
$5,200,000 Prop 84 Grant
1,800,000
2,000,000 in
kind funding –
Sutter Butte
Flood Control
Agency,
700,000 – City
of Live Oak
Unknown
Live Oak
LO13
Short-term
3 3.1
Wastewater Treatment Plant Solar
Live Oak’s new wastewater treatment plant was designed with the possibility of connection to a solar array to power the plant.
2024-25 UPDATE: The funding has been secured, the anticipated start date is April 2025.
$2,200,000 SWRCB, Local
funds
2025
Live Oak
LO14
long-term
4 4.1
Bicycle and Pedestrian Infrastructure Master Plan
The Bicycle and Pedestrian Facilities Master Plan was competed and accepted by the City Council in 2016.
2025-25 UPDATE: The City of Live Oak continues to seek funding for the Phase 2 improvements outlined in the plan. No significant change 21,000,000 Various As Funded
Live Oak
LO15
Short-term
3 3.3
Housing Rehabilitation and First‐Time Homebuyer Programs Live Oak currently utilizes Program Income from past loan recipients to fund new loan applications in addition to applying for new grant funding. The city seeks funding continuously for local housing assistance programs. $varies CDBG, HOME,
CalHome
Ongoing
Live Oak
LO16
Long-term
3 3.2
Pennington Road Feather River Crossing
Live Oak is seeking funding for a feasibility analysis of construction of a bridge over the Feather River on Pennington Road East of the city limits, connecting Pennington Road to Highway 70.

Marysville
Marysville
M1
Mid-term
4 4.1
Construct Pedestrian/Bicycle Tunnel at 14th Street and State Route 70 The presence of a rail line in the immediate proximity of a school creates hazardous conditions for mobility of pedestrians and bicyclists, both key to the economic revitalization of the community. Until the Union Pacific track bed can be relocated, providing a permanent solution (project M5), this public works project will remove a major impediment.
2024-2025 UPDATE: No update currently. Funding has not been identified.

Estimated cost is likely much more than $1,000,000.
$1,000,000 2025
Marysville
M2
Mid-term
4 4.1
Ellis Lake Restoration
A public works project to restore the 37‐acre Ellis Lake area (between 9th and 16th streets and from B to D streets). This park and open space is a regional landmark attracting visitors from throughout the Yuba‐Sutter area and the north state region. The lake was developed in the 1930s by the Work Progress Administration (later renamed Work Projects Administration). The intended scope of work would include a master plan for facility improvements around the lake, including parking, lighting, landscaping, and irrigation, together with water quality improvements for the lake itself.
2024-2025 UPDATE: Ellis Lake water quality has stabilized as the City engaged in an outside consultant as well as a lake management company. City staff $3,000,000 Caltrans 2026
DRAFT
130
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
22 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
continues to monitor the lake and use external expertise to maintain the water quality of the lake. Marysville and EDC secured a $3m grant to improve elements and add amenities to strategic locations around the lake. Project is in the design phase. The design will be influenced by the results of the master plan mentioned above. Design Phase of project is completed, and installation of added amenities and improvements will begin in 2025.

Marysville
M3
Short-term
4 4.2
Road Rehabilitation and Sidewalk Accessibility Project. (CDBG) The Project proposes the rehabilitation of just over 15,000 lineal feet (approx. 3 miles) of residential streets and sidewalks in the East Marysville neighborhood off of State Route 20. The project will reconstruct failing road structural sections, install accessible ramps on street corners, improve sidewalks where necessary for accessibility and install bike lanes. 2024-2025 UPDATE: Also known as CDBG 2, bids are expected to go out in 2025
$3,000,000 CDBG 2024
Marysville
M4
Short-term
4 4.1
Regional Bicycle and Pedestrian “Bike Hub”
The City is preparing a Bike and Pedestrian Master Plan within the city limits to connect to the broader regional bike and pedestrian trail that extends throughout Yuba County and across the Feather River into Yuba City. The purpose for the Bike Hub is to serve as a convenient portal and gateway to the regional trail system, offering a central facility for competitive bike rallies and individuals to access the regional system, and provide bicycle and pedestrianrelated retail services available under one roof, including bike rental and repair shops, outdoor gear and apparel, juice bar, community meeting center and visitor center.
2024-2025 UPDATE: No significant change
$2,500,000 CDBG 2026
Marysville
M5
Short-term
4 4.1
Marysville 2050 General Plan
This project’s purpose is to help shape the future direction of the City, to address key issues of walkability and historic character; promote investment, build on and improve Ellis Lake, the rivers, parks and programming; add vibrancy, housing, nightlife, entertainment, services and activities; improve bicycle and pedestrian facilities and transit options; and more. 2024-2025 UPDATE: Project is in process. Significant public and stakeholder outreach has been completed. Land Use and Circulation Elements are in process. Noise monitoring equipment was placed at key locations in Marysville to establish baseline noise contours, Traffic Count Data was taken at 23 locations, and consultant has prepared a regional travel demand model.

Specific plans are underway concurrently, funded by SACOG the Regional Early Action Planning (REAP) grant program. An administrative draft has been completed. The Specific Plan is required to be completed by Marach 2025. $400,000
$490,000
General Fund
REAP Grant
(HCD, SACOG)
2025
Marysville
M6
Long-term
4 4.1
East Lake Restoration II
A public works project to improve the nine‐acre lake areas between 14th and 16th streets and from Yuba Street to the Union Pacific Railroad track bed. The lake and surrounding open space areas have been neglected for years.

Improvements would include bank stabilization, culvert work, new pathways, ADA‐accessible features, lighting, landscaping, and irrigation. 2024-2025 UPDATE: No update to this project. Funding has not been identified. City is researching the feasibility of partnering with a private developer.
$1,000,000 City
Yuba Water
Agency Grant
2030
Marysville
M7
MId-term
3 3.2
Incorporate Streetscape Improvements on State Route 70 from 1st Street to 6th Street
$2,000,000 Caltrans 2025
DRAFT
131
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
23 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
A highway streetscape project conducted in conjunction with Caltrans resurfacing of the first six blocks of State Route 70 from the southern city limits. The principal objectives are to improve the visual appearance of the entry into Marysville, and to improve connectivity and walkability between the medical arts and the historic downtown districts.
2024-2025 UPDATE: No update to this project. Funding has not been identified.

Marysville
M8
Short-term
3 3.2
Accelerate Street Resurfacing and Improvements in the Five Major Economic Development Districts to Support Business Investment
A public works project to restore and repair neglected city streets in the five principal economic development districts, involving approximately 80 blocks of Marysville city streets.
2024-2025 UPDATE: No update to this project. Funding has not been identified.
$5,600,000
$50,000
SB1
SACOG
Caltrans
2020-
2025
Marysville
M9
Short-term
3 3.1
Refurbish and Update City Hall
Refurbish the 1939 City Hall building by replacing all windows with high efficiency glazing, upgrading wiring and replacing floor covering throughout, updating HVAC control systems, updating technology capabilities in City Council chamber and replacing auditorium seating with modern comfortable seating. Installation of solar photovoltaic system at city was completed at city hall in October 2018.
2024-2025 UPDATE: A project managing firm was hired to execute this project. The City Council will award contracts to rehabilitate the roof as well as the Heating, Ventilation, and Air Conditioning (HVAC) in December 2024.

Further work on lighting and restrooms is underway.
$1,500,000 2025
Marysville
M10
Short-term
4 4.1
Proposition 68 Per Capita Program
The city received $177,952 in Proposition 68 grant funding under this program. City has proposed this funding be used for the replacement of the play equipment and play surfacing at Gavin Park and the addition of an accessible path based on the City’s Park and Open Space Master Plan. 2024-2025 UPDATE: Also known as Gavin Park Phase 2, it was completed $169,552 2024
Marysville
M11
Short-term
3 3.2
2023 Measure C / SB 1 Pavement Project
In July 2023, the City Council approved a contract amount of $3,336,937.60 to a local paving contractor to overlay and pave 11 city-wide roadway segments.

Project was completed in November 2023 with one roadway segment carried over to Summer of 2024. Phase 1 of the E. 22nd St Rehabilitation Project (E. 22nd St between SR-20 and Cheim Blvd) was completed under this city-wide paving project.
2024-2025 UPDATE: Project was fully completed by Summer 2024 with A Street being the last segment to be rehabilitated.
$3,336,937.60 Measure C &
Local Funds
2024
Marysville
M12
Short-term
3 3.2
E. 22nd St Rehabilitation Project
Considered “Phase 2” of the E. 22nd St Rehabilitation Project, funding was secured through the Sacramento Area Council of Government’s Maintenance and Modernization program to rehabilitate the remainder of E. 22nd St from Chein Blvd to Ramirez St.
2024-2025 UPDATE: Awaiting federal authorization and notice to proceed. $3,500,000 SACOG 2025
Phase II Completed 2024
$169,552
Project Completed 2024
$3,167,187
DRAFT
132
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
24 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M13
Short term
4 4.2
14th St Traffic Calming Multi-Modal Pilot Project
The City will pilot a project on 14th Street to address cut through highway traffic away from the residential areas using traffic calming and route diversion techniques. It is anticipated that neighborhood residents will feel safer to walk, bike and use transit with less cut through traffic in the residential areas. A Mode Shift grant was secured from Caltrans through SACOG.
2024-2025 UPDATE: The project is completed, and data results showed a success in shifting traffic away from the residential areas but a time extension was requested and approved by SACOG to the end of December 2025 for additional observation.
$168,000 Caltrans 2024
Marysville
M14
Short term
4 4.1
Historic Downtown Marysville Safety and Walkability Enhancements project The City will work closely with the Marysville Business Alliance to make transportation upgrades to D Street between 3rd St and 4th St to provide safety and walkability for pedestrians and bicyclists.
2024-2025 UPDATE: Two public design input town hall style meetings were conducted with excellent feedback and now the project is underway with a Design Build team executing on the community’s vision.
$250,000 SACOG 2024
Marysville
M15
Short term
4 4.2
Fire Station Auxiliary Building
Build and install a prefabricated steel building to house fire apparatuses.

Expected to solicit bids in Spring of 2024.
2024-2025 UPDATE: Project completed
$400,000 Measure C
Measure K
Local Funds
2024
Marysville
M16
Short term
2 2.1
Rehabilitation of Annex Building at 10th and E Streets
The City entered into an agreement with Yuba County Office of Education to rehabilitate the Annex Building at the NE Corner of 10th St and E St for their use in Juvenile Education activities. Target completion for renovations is May of 2024.
2024-2025 UPDATE: A construction managing firm was hired to execute this project. Trade contractors such as plumbing, electrical, and roofing has been working on the building with an anticipating of completing in Spring of 2025. $300,000 Prop 64 2024
Marysville
M17
Short term
3 3.1
Sewer rehabilitation/relocation project Aldridge and Bottler Drives Project includes installing new sewer mains and street laterals in the Alridge/Bottler neighborhood. This effectively moves their sewer service from the back yard of resident’s home to the front under the public right of way. 2024-2025 UPDATE: Public Outreach was completed with a project meeting at the neighborhood and project mailers requesting permission to enter private property for side lateral replacements. All but 7 of the owners returned permission letters. The project is anticipated to go out to bid in January 2025 in order to front run the CDBG 2 repaving project in this neighborhood.
$1,750,000 City Sewer
Enterprise
2024
Marysville
M18
Short term
3 3.1
Storm drain pump engine replacements at 17th Street and Ellis Lake stations Replacing the existing engines with newer more air efficient engines to pump out stormwater at two of the city’s major drainage areas. Expected construction in summer 2024.
2024-2025 UPDATE: Project has been integrated into a complete rehabilitation project to include engine replacement, pump and piping and valve upgrades.
$234,600 FRAQMD – CAP 2024
Project Completed 2024
$168,000
Project Completed 2024
$379,349
DRAFT
133
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
25 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M19
Short term
4 4.1
Miscellaneous parks playground improvements and repairs Modernizing and updating the playground equipment at several city parks. 2024-2025 UPDATE: Ongoing
$65,000 General Fund 2025
Marysville
M20
Short term
1 1.1
Marysville B Street property development
City has entered into a Disposition and Development Agreement with a private developer to develop a 4.9-acre City owned property located on the east side of B street between 12th and 14th streets. The development, if approved, will consist of a 100 plus room hotel, a grocery store and a quickserve restaurant. Project value is estimated to be $43 million. The proposed project will provide significant economic activity and is expected to generate in excess of $500,000 in tax revenue. Construction could be as early as 2025. 2024-2025 UPDATE: Ongoing. The property has been sold to the private developer and a groundbreaking ceremony was held on December 3 for the Hyatt Hotel. Anticipating the hotel to be completed end of 2026 while the Grocery Outlet and Starbucks to be completed in 2025.

Marysville
M21
Short term
4 4.1
Bryant Field Rehabilitation
2023-2024 UPDATE: Multiple improvements completed for Bryant field with assistance from Highlands Community Charter Academy local non-profit, Saylove, Local 228 Pipefitters Union, Local 118 Ironworkers Union, including replacement of entire outfield wall, replacement of C street fence rehabilitation of playing field surface, HVAC and lighting upgrades, safety improvements, and rehabilitation of a structure to accommodate home team players. Investment by city and private partners is valued at over $500,000.

Additional improvements are being contemplated to include additional safety netting to protect spectators, shade structures, field lighting upgrades, player facilities and restroom facilities upgrades security/surveillance upgrades and additional HVAC replacements/additions.
2024-2025 UPDATE: Ongoing. The City Council will approve a field lighting upgrade to Pioneer League standards in December 2024
$500,000 General Fund,
Private
Partners, Local
228, unions
and CBO’s
2023
Marysville
M22
Short term
4 4.2
Police Dispatch Center digital encryption and modernization Project Project updates police dispatch technology to accommodate federally mandated digital encryption radio communication requirements. Project replaces dispatch consoles, police unit radios and various other support infrastructure at Marysville PD.
1,600,000 ARPA/General
Fund
Marysville
M23
Short term
4 4.1
Beverage Container Recycling project
To decrease the use, litter, and disposal of single-use beverage containers in the waste stream the City will install water refill stations combination (trash and beverage container recycling) collection containers at strategic locations within the City. Locations include the high traffic, historic downtown area, community/neighborhood parks, and City sports/recreation facilities in the City of Marysville. Project also includes 18 months of beverage container collection and diversion volume measurement.
2024-2025 UPDATE: Ongoing. Beverage containers have been installed and the grant-funded position in the Parks Division has been hired to continue tracking the tonnage of the recycled containers.
271,000 State
(CalRecycle)
2026
Wheatland
Wheatland
W1
Mid-term
3 3.1
Solar Energy Projects
The City of Wheatland plans to construct multiple solar energy shade structures at various city‐owned facilities. Structure locations include City Hall, $300,000 Unknown Unknown
Phase I Completed 2023
$500,000
DRAFT
134
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
26 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Police Department, and wastewater treatment plant. Plans to partner with Pacific Gas and Electric to help offset project costs as well as provide longterm utility cost savings. 2024-25 UPDATE: The City continues to seek funding for this project Wheatland
W2
Short-term
4 4.1
Wheatland Community Gardens
The 2012 goal of completing Wheatland Community Garden #1 was successfully accomplished with a ribbon‐cutting ceremony on February 20, 2013. The project this year is to build Wheatland Community Garden #2 on the east side of town. This garden will serve the Wheatland Ranch subdivision area.

In Fiscal Year 2023-24, an additional twelve planters were constructed, and the City Council authorized the installation of additional Community Garden fencing.
2024-25 UPDATE: The City will install the twelve additional planter boxes in Fiscal Year 2024-25.
$50,000 Lease revenue
& donations
2025
Wheatland
W3
Short-Term
3 3.1
Wheatland Comprehensive General Plan Update
The project would consist of producing a City of Wheatland Comprehensive General Plan Update. The current City of Wheatland General Plan was completed in 2006. City General Plans are expected to have a 20-year lifespan and typically require several years to complete. Therefore, the City of Wheatland is due to begin a General Plan Update. The project would include an update to the seven elements of the general plan required by the State of California, including an update to the City’s Housing Element. The project would require substantial input and review by city stakeholders and the community. The project would also include the preparation of a programlevel environmental impact report as required by the California Environmental Quality Act.

Work on the General Plan Update began in Fiscal Year 2023-24.

The City Council approved an agreement for a consulting firm to assist with the General Plan Update in December 2023. A General Plan Ad-Hoc Committee consisting of two City Councilmembers and two members of the Planning Commission was established. The General Plan Ad-Hoc Committee conducted several public meetings in Fiscal Year 2023-24. 2024-25 UPDATE: Additional public meetings will be conducted in Fiscal Year 20245-25. It is anticipated that this project will be completed in late 2025 or early 2026.
$500,000 ARPA/SACOG/
Developer
contributions
2026
Wheatland
W4
Mid-Term
3 3.1
Wheatland Comprehensive Zoning Code Update
The project would consist of updating the City of Wheatland Zoning Code to be consistent with a Wheatland Comprehensive General Plan Update. The current City of Wheatland Zoning Code was adopted in 1991, and much of the land use restrictions are considered outdated. The project would consist of reviewing and applying current land use and zoning restrictions to modern types of land use development. A substantial public outreach program would be necessary to ensure zoning would adequately meet the needs of the community. An environmental impact report would be included as a component of this project.
2024-2025 UPDATE: Pending completion of General Plan update. $100,000 ANTICIPATE
SACOG

COMMUNITY
DESIGN

FUNDING
2026
Wheatland
W5
Short-Term
4 4.1
Wheatland Parks and Recreation Master Plan
The project involves the completion of a parks master plan for the City of Wheatland. The City of Wheatland does not have a parks and recreation $100,000 Unknown
DRAFT
135
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
27 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
master plan and has limited policy direction on how future parks are to be developed. A parks and recreation master plan will provide developers and community an understanding of how and where parks will be constructed, the amenities that will be incorporated into the parks, and the sizes of the parks. These parks may include such facilities as tot-lots, ball fields, and aquatic facilities. The recreation plan will identify the types of recreation activities that the City of Wheatland will provide to its constituents. A public outreach program will be included to create the plan. The plan will also require an environmental review as required by the California Environmental Quality Act.
2024-2025 UPDATE: The City continues to seek funding for this project.

Wheatland
W6
Long-Term
3 3.2
Highway 65 Interim Capacity Improvements
Provide interim congestion relief on Hwy-65 within the Wheatland city limits until completion of the Wheatland By-Pass. Traffic volumes in this segment have substantially increased since completion of the Lincoln By-Pass in 2014.

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

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

Improvements may include traffic signal coordination, intersection modifications, restrict turning movements, highway widening, roundabouts or other measures as determined effective by Caltrans and the City. 2024-2025 Update: The City continues to seek funding for this project. $7M SHOPP, CMAQ,
SACOG,
FLAP,
Impact Fees
Unknown
Wheatland
W7
Long-Term
3 3.2
Spenceville Road Rehabilitation (joint City/County project) Spenceville Road is a two-lane arterial facility connecting Beale Air Force Base and State Route 65 through the City of Wheatland. The project will provide rehabilitation, restoration and resurfacing to approximately 7 miles of roadway between Main Street and Beale Air Force Base. This two-lane roadway provides access to City, County and Air Force Base residents as well as general traffic and school buses that access Beale Air Force Base.

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

The rehabilitation of this project is essential to continue providing access to the public and to Beale Air Force Base. This roadway helps to generate revenue for local business in the area. Spenceville Road is eligible to receive funding under the California Federal Lands Access Program (CA FLAP) which provides funds for transportation facilities that provide access to or are located on or adjacent to Federal Lands.
2024-2025 Update: The City continues to seek funding for this project. $7M Gas Tax,
SB1,
SACOG. FLAP
unknown
Wheatland
W8
Short-Term
3 3.1
Wheatland Comprehensive Water Project
The City of Wheatland water system is aging with portions of the system more than 100 years old. The project consists of removing the seismically deficient water tower from service by employing new ground mounted hydro- $1.4M DWR
YCA
2025

PROJECT PLAN
COMPLETED 2022
DRAFT
136
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
28 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
pneumatic tanks and booster pumps to supply water pressure to the City. The project also includes replacement of domestic water meters, new production meters, water meter automation to assist with leak detection and remote metering reading, SCADA replacement, and new billing software.

The primary goal of the Wheatland Water System Reliability Project is to ensure an adequate and reliable water supply that meets the needs for the City of Wheatland
2024-2025 UPDATE: Project is underway and is anticipated that this project will be completed in 2025.

Wheatland
W9
Long-Term
3 3.1
North Storm Water Detention Basin Rehab
Improvements to the existing basin that discharges to Dry Creek including construction of a stilling basin at the pump intakes; replacement of existing pumping equipment that has reached its service life; and establishing an outlet canal to prevent levee erosion and repair existing erosion at the toe of the levee. Benefits include enhance/improve water quality of discharge to Dry Creek, protect the existing levee from further erosion. 2024-2025 Update: The City continues to seek funding for this project. $600,000 Unknown Unknown
Wheatland
W10
Long-Term
4 4.1
Improve Walkability to Elementary, Middle and High Schools The project involves providing walking and biking opportunities for students across Wheatland’s four railroad grade crossings. Currently, three of the four crossings have no bike or pedestrian accommodations, and the only improved crossing is the furthest from school routes. The improvements would include modifying railroad grade crossings at Second Street, Third Street and Fourth Street to include ADA compliant sidewalks on both sides of the street and railroad protection devices in accordance with CPUC and railroad standards.

Other improvements would include the addition of fencing and other barriers to discourage the unsafe and illegal crossing of the tracks between grade crossings.
2024-2025 Update: The City continues to seek funding for this project. $1,400,000 State,
Unknown
Unknown
Wheatland
W11
Short-Term
3 3.2
Wheatland Complete Streets Project - (First Street/Wheatland Road) The project is on Wheatland Road beginning at First Street and Highway 65 and continues east past Wheatland High School and Bear River Middle School to the westerly city limit. The project will provide complete bike and pedestrian facilities along the corridor by improving and extending existing sidewalk and bike lanes. The project involves utility relocations, road widening, pavement rehabilitation, buffered bike lanes, and safety lighting.

This segment of Wheatland Road serves several varied uses: a regional connector between Highway 65 and Highway 70, a bi-directional school routes linking three schools and neighborhoods, and a farm to market route serving over 6-square miles of agricultural lands.
2024-2025 UPDATE: Awarded $250,000 in RSTP funds for engineering design and environmental, and consultant selection is complete. Completion of design and environmental work expected by December 2025. $2,500,000
$250,000
SACOG
Gas Tax/SB1
ATP
RUCS
RSTP
2025
Wheatland
W12
Short-Term
4 4.1
Wheatland Aquatic Center
The City of Wheatland received a generous $1 million donation for future operations, maintenance and recreational programming of a future Wheatland Community Pool. The city has seven years to complete the project beginning July 2019.
2024-2025 UPDATE: The City continues to seek funding for this project $5,000,000 Unknown 2026
DRAFT
137
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
29 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Wheatland
W13
Long-Term
3 3.3
Residential Rezone for 6th Cycle RHNA Compliance
The City of Wheatland has applied for $40,000 in grant funds from SACOG to rezone vacant land to multi-family residential uses to meet the 6th Cycle Regional Housing Needs Allocation (RHNA) using grant funds available from the Regional Early Action Planning (REAP) Grants Program. 2024-2025 UPDATE: The project applicant did not follow-thru with the required funding match. This project has been placed on hold. $40,000 SACOG
(REAP)
Unknown
Wheatland
W14
Mid-Term
3 3.1
Wheatland Regional Wastewater Treatment
The City of Wheatland is planning the construction of a new pipeline and three pump stations to convey 1.5 million gallons per day (MGD) of wastewater into a regional sewer system serving south Yuba County. The pipeline will connect to a new Olivehurst Public Utility District (OPUD) sewer or continue of the City’s force main (currently under design by others) near South Beale Rd and Highway 65. OPUD sewers will convey the flow to OPUD’s wastewater treatment plant (WWTP), where it will be treated to a tertiary level and discharged into the Feather River. Alternatively, the City’s pipeline may continue further northward to connect to the Linda County Water District (LCWD) wastewater collection system and then into their WWTP. The City’s WWTP will eventually be decommissioned, and the site re-purposed for other uses.
2024-2025 UPDATE: Project design and right-of way acquisition continue.

Grant funding from the State Water Resources Control Board has been tentatively approved. It is anticipated that the project will go to bid by summer 2025.
$130 M State Water
Board grant
funding,
Yuba Water
Agency
contribution/
loans,
developer
contributions
2028
Wheatland
W15
Long-Term
2 2.2
Locate Research Center in Wheatland’s Employment Zone
The city of Wheatland is working aggressively to build the partnerships necessary to locate a collaborative research center in Wheatland’s Employment Zone. This center would create a collaborative research opportunity with Beale AFB, the US Air Forces, Yuba Water Agency, city of Wheatland, and the University of California. The center could serve as an educational, workforce training and advanced research hub. Initially, the workforce collaborative facility would consist primarily of PHD level researchers, but also development of BA level and high school educational programs as the center expands to its full mission. This creates a significant opportunity for the city of Wheatland and Yuba County to create an innovation center and technology node.
2024-25 UPDATE: The Yuba Applied Research Center MOU was signed in September 2024. The signatories included the City of Wheatland, Beale Air Force Base, Yuba Water Agency and UC Davis.

Unknown
Yuba City
Yuba City
CYC1
Long-Term
3 3.1
Infrastructure Improvements
Extend various City infrastructure including sewer, water, storm drainage, and road infrastructure to support economic and workforce development.

Areas of planned improvements include:

Airport Park (east of Garden Hwy, north of Lincoln Rd)
Bogue Stewart Master Plan
Lincoln East Specific Plan
Harter Specific Plan
El Margarita Master Plan
$20,000,000
$35,000,000
$35,000,000
$10,000,000
$25,000,000
Undetermined,
Local, Private,
Grant
Ongoing
Yuba City
CYC2
Short-Term
3 3.1
General Plan Update
Update the City’s 2004 General Plan to incorporate statutory changes within the City and include mechanisms to help streamline growth, facilitate $500,000 SB 2,

LEAP, REAP
2025
DRAFT
138
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
30 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
implementation of the City’s new Housing Element. The update includes all general plan elements.
2024-2025 Update: Anticipated completion date January 2025 Yuba City
CYC3
Long-Term
3 3.3
Low Income Housing Assistance
To help provide housing for the City’s workforce, Yuba City continues to utilize and apply for Federal/State funding to issue funding programs to low- and moderate-income individuals. Funds are used for housing, housing rehabilitation, and first-time home buyers.
$600,000 CDBG, HOME Ongoing
Yuba City
CYC4
Long-Term
3 3.2
Bridge Street Corridor Improvements
The Bridge Street corridor improvement project is a multi-phased project to extend four travel lanes from SR-99 to Marysville/SR-70. The project includes the construction of the 5th Street Bridge, and phased reconstruction of Bridge St. Bridge Street was widened from Gray Avenue to Cooper Avenue in 2023 with support from a $2.8 million Local Partnership Program grant from the CTC. The project will enhance a key gateway through the City to facilitate necessary traffic demands while coordinating with adjacent property owners to help facilitate Economic and Workforce Development in the area. 2024-2025 Update: The State Route 99 to Gray Avenue segment conceptual design for the final portion of the project will begin in fiscal year 2025-2026.

The estimated cost to complete the conceptual design is $250,000, which is funded by the City. The City is looking for funding to implement the final design in 2026 with construction likely following in 2027, provided funding can be secured.
$15,000,000 Undetermined,
Local, Local
Partnership
Program Grant
through the
CTC
Ongoing
Yuba City
CYC5
Short-Term
3 3.1
Walton Avenue Complete Streets Improvements
The project includes rehabilitating portions of Walton Avenue from Hazel Avenue to Sam’s Club, including closing the gaps in sidewalks on the west side of Walton Avenue between Lincoln Road and Franklin Road, improving bike lanes, and upgrading the traffic signals. The project is being supported by a $4.3 million grant from SACOG.
2024-2025 UPDATE: Final design and easement acquisition is in progress.

Construction funding is programmed in 2026, but the City is working with SACOG to advance the construction funding to 2025.
$5,200,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
2025 -
2026
Yuba City
CYC6
Short-Term
4 4.1
Sutter Bike Path Extension
The project includes extending the existing bike path within the City right-ofway from Hooper Road to Harter Parkway and along Harter Parkway from State Route 20 to Butte House Road.
2024-2025 UPDATE: Final design and easement acquisition is complete with construction anticipated to commence and complete in 2025. $2,483,000 Active
Transportation
Program,
Regional
Surface
Transportation
Program, Local
2025
Yuba City
CYC7
Mid-Term
4 4.1
Sutter Bike Path Widening
The project includes widening the existing bike path within the City right-ofway from Hooper Road to Township Road. The existing path will widen from 8 feet to 12 feet, allowing for better shared use between pedestrians and bicyclists.
$375,000 Undetermined,
Grants
2026
Yuba City
CYC8
Mid-Term
4 4.1
Northern Levee Bike Path Connection
The project would include extending AC pavement northward on western Feather River levee from Northgate Drive to levee offramp 600 ft south of Pease Road. The City plans to install HAWK Beacon Signal Crosswalk 600 ft south of Pease Road, widen roadway to install Class IV shared path on the west side of Live Oak Blvd, northerly to Pease Road, and install two additional $1,200,000 Undetermined,
Grants
2027
DRAFT
139
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
31 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
signals along Live Oak Blvd and Sutter Street at pedestrian and bicyclist used crossings.

Yuba City
CYC9
Mid-Term
4 4.1
Yuba City Pedestrian Trail – Railroad Right of Way Conversion The project includes the conversion of existing railroad right of way, across the City, to facilitate a bike and pedestrian trail that ultimately links the Sutter Bike Path from the west to the east to the City’s bike network and across the City’s 5th Street Bridge, ultimately connecting to the trail network in Marysville/Yuba County. This is a multi-phased project that will promote quality of life and ultimately economic development for the City. 2024-2025 UPDATE: The first phase involved completing a Feasibility Study in 2023 with assistance from a $200,000 Caltrans grant. The City is actively applying for grants to assist with second phase, which includes environmental compliance and right-of-way acquisition. Final design and construction will be substantially more expensive since there are 2 crossings of State Highways, as well as numerous City arterial street crossings.
$15,000,000 Undetermined,
Grants
Ongoing
Yuba City
CYC10
Short-Term
3 3.1
Barry School Waterline
The project involves installing 12” and 14” diameter water transmission main in Railroad Avenue from Bogue Road to Stewart Road and in Stewart Road from Railroad Avenue to Garden Highway, as well as a 4” diameter private water service in Railroad Avenue and Barry Road to serve Barry School. 2024-2025 UPDATE: Construction completed in 2024 providing potable water service to Barry School.
$4,700,000 State Revolving
Fund Loan
2024
Yuba City
CYC11
Short-Term
3 3.1
Second Groundwater Well
The project includes constructing a second groundwater well at the City’s Water Treatment Plant to provide additional accessible water resources during times when the City’s surface water rights are curtailed. 2024-2025 UPDATE: The well was drilled and tested in 2022. Pump installation and above-ground piping were completed in 2023 with installation of electrical/mechanical equipment to be completed in 2024 subject to equipment availability. The well can be operated on generator power, if needed.
$4,350,000 $750,000
Bureau of
Reclamation
Grant,
remainder City
water funds
2024
Yuba City
CYC12
Mid-Term
3 3.1
Aquifer Storage Recovery (ASR) Well
The project involves establishing an ASR well at the City’s Water Treatment Plant to further bolster the City’s accessible water resources during times when the City’s surface water rights are curtailed. The ASR concept includes injecting treated water into the groundwater aquifer during times when surface water availability exceeds demands while extracting groundwater during times when surface availability does not meet demands. 2024-2025 UPDATE: Design and environmental/permitting commenced in 2023. Well drilling and testing will occur in Spring 2025 with pump installation and above-ground piping anticipated to begin in late 2025. $6,500,000 $6,325,000
DWR Grant,
remainder City
water funds
Ongoing
Yuba City
CYC13
Mid-Term
3 3.1
WWTF Outfall and Diffuser Project
The project includes constructing a new 42-inch diameter discharge pipeline from the City’s Wastewater Treatment Facility (WWTF) and a new diffuser outlet to the Feather River. The proposed pipeline and diffuser will replace the City’s existing diffuser, which was damaged in 2011 by erosion of Shanghai Falls. This project will ensure the City’s capability to safely treat wastewater for existing customers, as well as future development.
2024-2025 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. City is coordinating with the State Water $35,000,000 Unmet Need Ongoing
COMPLETED 2024
$4.7 Million
COMPLETED 2024
$4.350 Million
DRAFT
140
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
32 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Resources Control Board on a low interest loan to fund construction. Project will be advertised for bids once funding and permits are secured.

Yuba City
CYC14
Short-Term
3 3.1
Harter-Bridge Sewer Extension
The project involves extending a 24-inch diameter sanitary sewer from the south end of Harter Parkway to the north end of Harding Road within the future alignments of Harter Parkway and Bridge Street. This project is critical for relieving the existing sanitary sewer in Lassen Boulevard, which is necessary to allow continued development in the northwest portion of the city.
2024-2025 UPDATE: Final design and easement acquisition in process.

Construction is anticipated to occur in 2025.
$2,500,000 COVID Relief
funding, City
Wastewater
funds
2025
Yuba City
CYC15
Short-Term
3 3.1
Bogue Road Sewer Extension
The project involves extending the existing 18” diameter sanitary sewer in Bogue Road from Railroad Avenue to Phillips Road and constructing a new lift station to facilitate future connection of properties north and south of Bogue Road and east of State Route 99, and to address capacity issues and service of new development areas.
2024-2025 UPDATE: Final design completed in 2024. Construction will be completed in 2025. Project is being coordinated with Bogue Stewart Master Plan improvements.
$5,400,000 COVID Relief
funding, City
Wastewater
funds
2025
Yuba City
CYC16
Short-Term
4 4.2
Citywide Signal Hardware Upgrades
The project will improve signal hardware at 56 intersections throughout Yuba City. Improvements will include installation of new reflective backplates and upgrades to bulbs and lenses.
2024-2025 UPDATE: Construction will begin in Summer 2025 $1,082,000 Highway Safety
Improvement
Program, Local
2025
Yuba City
CYC17
Short-Term
4 4.2
Roadway Safety Signing Audit and Upgrades
The project will evaluate roadway signing on critical corridors in Yuba City for safety and generate the necessary information and prioritization to proceed with signage replacement and installation.
2024-2025 UPDATE: Construction will begin in Summer 2025. $1,835,400 Highway Safety
Improvement
Program
2025
Yuba City
CYC18
Short-Term
4 4.2
Pedestrian Safety Crosswalk Upgrades
The project will improve crosswalks at 15 unsignalized intersections, primarily near schools, in Yuba City. Improvements will include installation of high visibility striping to crosswalks, advance stop bars, and yield lines. 2024-2025 UPDATE: Construction will begin in Summer 2025 $200,000 Highway Safety
Improvement
Program
2025
Yuba City
CYC19
Short-Term
4 4.1
Plumas Street Historic District and Water Tower Park Improvements The project will help transform, beautify, and connect the Plumas Street Historic District with other improvements already completed in downtown Yuba City to create a cohesive downtown area enhancing civic pride and drawing businesses and visitors to this shopping and recreation district.

Project elements include improvements to the Water Tower Park lighting improvements, construction of placemaking gateway arch, and development of a "Clean and Safe Yuba City" litter abatement campaign. 2024-2025 Update: Construction of the Water Tower improvements was completed in 2023. The Center Street Lighting will be completed in early 2025.

The Gateway Arch at Bridge Street, Water Tower Park improvements, and Cleanup Campaign will begin construction in late 2025.
$2,235,888 Clean
California Local
Grant Program,
Local
2025
DRAFT
141
Section 5, Item # 5.1

APPENDIX I YUBA-SUTTER PUBLIC WORKS PROJECTS
33 Jurisdiction
Project No.

Priority
Goal
Objec
tive
Project Description Total Cost Funding
Sources
Project
Date
Yuba City
CYC20
Short-Term
3 3.2
Garden Highway Improvements
The project includes rehabilitating portions of Garden Highway from Lincoln Road to Bogue Road, including updating signage, traffic signal controllers, and bicycle/pedestrian access improvements. The project is being supported by a $4.3 million grant from SACOG.
2024-2025 Update: Design will commence in 2025 with the goal of advancing construction grant funding from 2027 to 2026.
$4,900,000 Congestion
Mitigation and
Air Quality,
Regional
Surface
Transportation
program, Local
2026
Yuba City
CYC21
Short-Term
3 3.2
Bogue Road Improvements
The project involves widening Bogue Road from Railroad Avenue to State Route 99, along with related turn lane improvements at the Bogue Road/State Route 99 intersection, in accordance with the Bogue Stewart Master Plan. 2024-2025 UPDATE: Construction of Bogue Road improvements anticipated to begin in Fall 2025. Bogue Road/State Route 99 improvements design will commence in 2025. Project is being coordinated with Bogue Stewart Master Plan improvements.
$13,000,000 Local Ongoing
Yuba City
CYC22
Short-Term
3 3.2
El Margarita Road at State Route 99 Improvements
The project involves a safety analysis and project study of potential improvements to the intersection of El Margarita Road and State Route 99 in conjunction with Caltrans.
2024-2025 UPDATE: City will enter into a Cooperative Work Agreement with Caltrans in 2025 to initiate the process of evaluating potential safety improvements at the subject intersection in anticipation of future development along the El Margarita Road corridor south of State Route 99. $100,000 Local Ongoing
DRAFT
142
Section 5, Item # 5.1

YUBA-SUTTER ECONOMIC

DEVELOPMENT DISTRICT
2024 CEDS ANNUAL

PERFORMANCE
REPORT

ABSTRACT
The Annual CEDS Performance Report
for 2024 analyzes the Yuba-Sutter
region’s current economic conditions
and serves as an update on the
region’s progress toward reaching
regional goals and objectives. This
report covers a period from January 1
through December 31, 2024
DRAFT
143
Section 5, Item # 5.1
i
2024 Annual CEDS Performance and Update Report
EDA Investment #22SEA3020024
Introduction
Yuba-Sutter Economic Development Corporation (YSEDC), established in 1994 to support economic development efforts, is organized as a nonprofit private corporation governed by a 23-member board of directors. The corporation represents business interests of both public and private sectors within the Yuba City Metropolitan Statistical Area.

The corporation was designated as an Economic Development District (EDD) by the U.S. Department of Commerce, Economic Development Administration (EDA) in 1996. Yuba‐Sutter Economic Development District (YSEDD) is synonymous with Yuba‐Sutter Economic Development Corporation (YSEDC). The district is comprised of the counties of Sutter and Yuba and the cities of Live Oak, Marysville, Wheatland, and Yuba City. The region is referred to as the Yuba City Metropolitan Statistical Area (MSA) as defined by U.S.

Office of Management and Budget and used by the U.S. Census Bureau and other U.S. government agencies for statistical purposes. The U.S. Department of Commerce Economic Development Administration provides financial assistance to designated districts for the purpose of developing an Economic Development Strategy and provides funding, in part, for community development planning designed to assist in alleviating economic distress and unemployment.

The Comprehensive Economic Development Strategy (CEDS) document is a significant component of remaining a designated EDD. YSEDC updates the region’s CEDS and submits a performance report annually. The CEDS document and appendices can be found on YSEDC’s website:
https://www.chooseyubasutter.com/strategy
Yuba-Sutter Economic Development Corporation is pleased to submit its 2024 CEDS Annual Performance Report to the EDA.

DRAFT
144
Section 5, Item # 5.1
ii
Table of Contents
Introduction...........................................................................................................................................................i 2024 Annual Performance Report........................................................................................................................1 CEDS Committee...............................................................................................................................................1 Adjustment to the Strategy ..................................................................................................................................2 Labor Force .......................................................................................................................................................3 Regional Labor Force 2013-2023 ......................................................................................................................3 Unemployment.................................................................................................................................................3 Per Capita Personal Income..............................................................................................................................3 Average Wages.................................................................................................................................................4 Establishments..................................................................................................................................................4 Cost-of-Living Index ..........................................................................................................................................5 Gross Domestic Product ...................................................................................................................................5 Performance Measures.........................................................................................................................................5 Performance Metrics........................................................................................................................................5 Evaluation of Progress on Goals and Tactics ........................................................................................................6 Vision ................................................................................................................................................................7 Goals and Accomplishments in 2024....................................................................................................................7 Goal 1 – Create and maintain a competitive region through economic development....................................7 Goal 2 – Develop, retain, and attract talent...................................................................................................12 Goal 3 – Improve and modernize infrastructure ............................................................................................13 Goal 4 – Foster overall quality of life and place..............................................................................................22 Economic Disaster, Recovery and Resiliency......................................................................................................27 Report on Economic Development Activities.....................................................................................................29 Schedule of Goals - YSEDC ..................................................................................................................................31 Schedule of Goals - Region .................................................................................................................................31 DRAFT
145
Section 5, Item # 5.1
1 2024 Annual Performance Report
This report analyzes the Yuba-Sutter region’s current economic conditions and serves as an update on the progress toward reaching regional goals and objectives and implementing the region’s plan of action.

CEDS Committee
The CEDS committee completed the process of the five-year update of the CEDS (2020-2025), and it was approved by the Department of Commerce Economic Development Administration on August 8, 2020. The 2022-2023 CEDS committee composition consists of the following membersrepresenting both the private and public sectors. There are no changes to the staff or the capacity of the organization to support the development or implementation of the CEDS.

Private Sector
Name Company/Organization Position Interest Group
Gus Becerra Regional Housing Projects CEO Housing/low income Robert Bendorf Consultant Owner Business Services
Arun Bhardwaj US Bank Assistant Vice President Banking
Mark Birtha Hard Rock Hotel and Casino
Sacramento
CEO Hospitality
Brandon Black PG &E Public Affairs Utilities
Don Blaser Resident Concerned Citizen
Molly Bloom Sutter County Museum Museum Director/Curator Arts/Culture Johnny Burke Sutter Yuba Homeless Consortium Director Faith Based/Homeless George Carpenter Sutter Pointe Vice President Housing Developer Laurie Dutra Y.S. Farm Bureau Executive Director Agriculture, Workforce Thomas Engler Marysville Flood Protection P.E., CFM Engineer Rachel Farrell Harmony Health CEO Health
Chuck Ferguson The Work Hub Owner Coworking/Makerspace
Matt Goody UA Local Union 228 Business Manager Construction, Education, Training
Beth Hammes Local Union 228 Training Coordinator Construction, Education, Training
Bob Harlan Yuba-Sutter-Colusa United Way Executive Director Private Resident, Nonprofit
Cathy LeBlanc Camptonville Community
Partnership
Executive Director Energy
Alyssa Lindman Sutter Buttes Regional Land Trust Executive Director Land Conservation Julius Murphy The Salvation Army Yuba Sutter
Corps
Corps Officer Homeless/Nonprofit
John Nicoletti Habitat for Humanity Yuba Sutter Public Relations Nonprofit Joe Pacheco Northrop Grumman BAFB Lead Executive Aeronautics Systems Sector
David Read Yuba-Sutter Regional Arts Council CEO Arts/Culture Cynthia Roderick YSEDC/YSEDD Grant Specialist Economic Development Marni Sanders Blue Zones Project Executive Director, Yuba Sutter Health Brynda Stranix YSEDC/YSEDD President/COO Economic Development Camille Benner Habitat Housing Projects Director of Family Services Housing/low income Tom Williams Yuba River Moulding & Millworks President Wood Products Manufacturing
Janell Willis Yuba-Sutter Chamber of
Commerce
CEO Business
DRAFT
146
Section 5, Item # 5.1
2 Public Sector
Name Name Name Name
Gary Arnold Caltrans Associate Transportation Planner Government, State Blaze Baker Beale AFB Installation Management Flight
Chief
Government, Military
Swarnjit Boyal OPUD Manager Government, District
Michael Bessette Sutter Butte Flood Control Agency Executive Director Government, JPA Jeremy Brown Yuba College Vice- President Education
Samuel Bunton Yuba County Assistant Director, Public Works Government, County John Buse Beale AFB Acting Deputy Commander Government, Military Rick Crabtree City of Live Oak Interim City Manager Government, City Terri Daly Yuba Water Agency Assistant General Manager Government, Special District Brian Davis Linda County Water District General Manager Government, District Tawny Dotson Yuba College President Education
Rachel Downs Yuba County Project Manager, Community
Development & Services Agency
Government, County
Bob Eckardt Sutter County One Stop CEO Government, Education Dan Flores City of Marysville Community And Economic
Development
Government, City
Neal Hay Sutter County Director Development Services Government, County Brennan Howell Beale AFB Lt. Col., USAF Commander Government, Military Caron Job Yuba County One Stop CEO Government, County
Suki Johal Caltrans Associate Transportation Planner -
North Branch District 3
Government, State
Jason Kopping Yuba County Airport Projects Y.C. Airport CEO Government, County Diana Langley City of Yuba City City Manager Government, City Mike Lee Yuba County Community Development &
Services Agency Director
Government, County
Creig Marcus Enterprise Rancheria Estom Yumeka
Maidu
Tibal Administrator Tribal
Kimberly Matta Yuba County Airport Projects Y.C. Airport Administrator Government, County Mathew Mauk Yuba Sutter Transit Executive Director Transportation Patrick Meagher RD 784 Reclamation District Manager Government, County Ymelda MendozaFloresBETTER WAY Homeless Services Program Coordinator
Government, District
Ben Moody City of Yuba City Director of Public Works &
Development Services
Government, City
Kyle Morgado Yuba County TRLIA Operations Manager Government, District Ashley Potocnik City of Yuba City Development Manager Government, City Emily Rary Beale AFB Community Engagement Specialist Government, Military Jim Schaad City of Marysville City Manager Government, County John Tillotson, PE OPUD Director of Public Works Government, District Bill Zenoni City of Wheatland City Manager Government, City Adjustment to Strategy
In 2020, YSEDD/YSEDC completed its five-year update of the Comprehensive Economic Development Strategy.

The process began in February of 2020 and was approved by the Department of Commerce Economic Development Administration in August 2020. A comprehensive community-wide SWOT analysis and survey was conducted, analyzed, reviewed and new regional goals and tactics were set or strengthened. YSEDC is currently working on its new five-year update of the CEDS. The Yuba City, CA MSA economic strength ranking ranks 157 out of 384 Metropolitan Statistical Areas. Since 2016, it improved by 117 rankings according to POLICOM, an independent research company that specializes in studying the dynamics of local economies. The Yuba City, CA MSA is currently in the process of its new five-year update.

DRAFT
147
Section 5, Item # 5.1
3 Labor Force
Regional Labor Force 2013-2023
The region's economic activity and well-being is reflected to large degree by the number and types of jobs available. Between December 2023 and
December 2024, the region’s annual
labor force increased from 79,800 to
79,900 which was a .125 percent
increase over the year. Between 2015
and 2023, the number of individuals
counted as part of the labor force
increased by 7,400 or 10.21 percent over
the 10 years. The region has 58.3 percent
participation rate. For purposes of
comparison, California has 63.9 percent,
and the nation has 63.2 percent. The
region is currently experiencing an
abundance of jobs but is lacking an
experienced/trained workforce to fill
these jobs. Source: State of California Employment Development Department – Labor Market Information Unemployment
The region’s 2024 annual average
unemployment rate (7.1 percent) was
183.3 percent higher than the national
average (4.0 percent) and 147 percent
higher than the state’s (5.3 percent).

Rates are not seasonally adjusted. Since
the Yuba Sutter Economic Development
District was formed, the gap between the
regional and national annual average
unemployment rate has been closing. In
1996, the annual average unemployment
rate for the region was 15.3 percent and
the national 5.5 percent, a 278 percent
difference compared to the January 2021
rate, (Yuba City MSA 7.1. vs National 4.0
percent), a difference of 177.5 percent.

Source: State of California Employment Development Department – Labor Market Information & Bureau of Labor Statistics Per Capita Personal Income
Per capita personal income is widely used as an indicator of the economic well-being of the residents in an area. Changes in these figures provide evidence that regions are becoming wealthy as compared to a national benchmark. It is a
measure of all income sources, wages and salaries, assets, income and transfer payments divided by total population.

In 2023, Yuba City, CA (MSA) had a per capita personal
income (PCPI) of $52,354. This PCPI ranked 295th in
the United States and was 75 percent of the national
average of $69,810. The 2022 PCPI reflected an increase of 4.3 percent from 2022. The 2022–2023 national change was 5.4 percent. In 2013, the PCPI of Yuba City, CA (MSA) was $35,158 and ranked 276th in the United States. The 68000
70000
72000
74000
76000
78000
80000
82000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Regional Labor Force 2015-2024
0 2
4 6
8 10
12 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Region, State, and US Annual
Unemployment Rates 2015-2024
DRAFT
Yuba City MSA California US
148
Section 5, Item # 5.1
4 2013–2023 compound annual growth rate of PCPI was 4.1 percent. The compound annual growth rate for the nation was 4.6 percent.

In 2023, Yuba City, CA (MSA) had a personal income of $9,615,788. This personal income ranked 255th in the United States. In 2013, the personal income of Yuba City, CA (MSA) was $5,941,020 and ranked 256th in the United States. (Source: U.S Department of Commerce Bureau of Economic Analysis). *Personal income estimates are in thousands of dollars, not adjusted for inflation.

Average Wages
The average worker in the Yuba City MSA earned annual average wages of $58,262 as of 2024Q1. Average annual wages per worker increased 4.18 percent in the region over the preceding four quarters. For comparison purposes, national annual average wages were $72,405
for the same period. The lower wages are
generally attributed to the fact that the region
is predominately rural with the largest industry
sectors being Agriculture, Forestry, Fishing and
Hunting, and Retail Trade.

Sectors in the Yuba City, CA MSA with the
highest average wages per worker are Mining,
Quarrying, and Oil and Gas Extraction
($120,082), Utilities ($95,547), and Public
Administration ($91,275). Regional sectors
with the best job growth over the last 5 years
are Transportation and Warehousing (+1,394 jobs), Accommodation and Food Services (+1,263), and Health Care and Social Assistance (+1,036).

Over the next year, employment in the Yuba City, CA MSA is projected to expand by 418 jobs. The fastest growing sector in the region is expected to be Health Care and Social Assistance with a +1.6% year-over-year rate of growth.

The strongest forecast by number of jobs over this period is expected for Health Care and Social Assistance (+156 jobs), Accommodation and Food Services (+49), and Public Administration (+40).

Establishments
Establishment counts represent the number of locations with paid employees at any time during the year. Growth in the number of establishments can reflect increased tax base and jobs. In 2023Q1, Yuba City MSA had 6,265 establishments, a 7.04 percent increase from 5,853 in 2023Q1. Source: JobsEQ 0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
2014Q1 2015Q1 2016Q2 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023Q1 2024Q1 Establishments
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
Average Annual Wages per
Worker
DRAFT
149
Section 5, Item # 5.1
5 Cost-of-Living Index
The Cost-of-Living Index estimates the relative price levels for consumer goods and services. When applied to wages and salaries, the result is a measure of relative purchasing power. The cost of living is 14.4% higher in Yuba City, CA MSA than the U.S. average. For comparison purposes the cost of living in California is 41.2% higher than the U.S. average.

Gross Domestic Product
Gross Domestic Product (GDP) is the total value of goods and services produced by the region. In 2023, Yuba City MSA produced $9,225,272,000 in current-dollar total GDP* compared to 2022 total GDP of $8,608,166,000. This GDP ranked 276th among MSAs. In 2023,
real GDP expanded 2.1 percent. This
follows growth of 96.2 percent in 2021.

Industry Composition: Goods-and
services-producing industries and
government comprise total GDP.

Industry statistics reflect the value of
goods and services produced by each of
those industries located in Yuba City
MSA. Of the sectors in the Yuba City, CA
MSA, Unclassified contributed the largest
portion of GDP in 2023 at $784,331,000.

The next largest contributions came from Health Care and Social Assistance ($755,465,000); Public Administration ($755,703,000); and Retail Trade ($718,846). (Source: U.S Department of Commerce Bureau of Economic Analysis).

Performance Measures
An evaluation framework serves as a mechanism to gauge progress on the implementation of the overall CEDS. It is a crucial element of the ongoing planning process and should answer the questions “How are we doing?” and “What can we do better?”
The following performance measures help to provide a framework for evaluating if the progress of activities in achieving the vision, goals, and objectives of the CEDS are making a difference in the local economy. The metrics are broad measures of progress. Improvement in the metrics may be attributed to external factors other than causally related to the economic and workforce development efforts underway in the region.

Performance Metrics

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

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

3. Job Earnings – Has the percentage of job earnings in the region increased compared to the previous 12 months?
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

GROSS DOMESTIC PRODUCT
GDP estimates are in thousands of dollars
DRAFT
150
Section 5, Item # 5.1
6 4. Poverty Rate – Is the percentage of individuals in the region below the national level?

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

6. Unemployment Rate – Has the unemployment rate decreased compared to the previous 12 months? Performance Metrics Comparison 2023 versus 2024
Employment/Workforce - Yuba City MSA
2023 2024 Trend
Industry Employment (Annual) 57,500 58,449  1.7%
Labor Force 79,800 79,900  .13%
Unemployment (Annual Not Adjusted) 6.64% 7.1%  6.9%
Annual Wages (Q) $55,925 $58,262  4.2%
Economic - Yuba City MSA/USA
Yuba City MSA
2023
Yuba City MSA
2024
USA
2024
Trend
Poverty Levels 13.8% 14.3% 12.5%  3.6%
Median Household Income $71,066 $73,693 $74,580  3.7%
Yuba City MSA
2022
Yuba City MSA
2023
Wealth Creation (Gross Domestic Product)
2022 vs 2023
$8,608,166,000. $9,225,272,000  7.2%
Education Attainment - Yuba City MSA/USA
Yuba City MSA 2023 Yuba City MSA 2024 USA
2024
Trend
No High School Diploma 18.1% 17.8% 10.1% 
High School Graduate 24.1% 25% 25.1% 
Some College, No Degree 27.7% 27.5% 19.7% 
Associate degree 10.8% 10.5% 9.2% 
Bachelor’s degree 13.1% 13.1% 22.4% 
Postgraduate Degree 6.2% 6.0% 13.4% 
Evaluation of Progress on Goals and Tactics
This section presents the vision and goals for the Yuba-Sutter region. It also identifies actions that support the identified pillars and goals for the region. The CEDS will inspire and guide the community, its leaders, and the Yuba-Sutter Economic Development District in creating a dynamic region. The strategy focuses on economic resiliency and recovery while building regional capacity and collaboration resulting in a vibrant and prosperous community.

DRAFT
151
Section 5, Item # 5.1
7 Vision
To foster a vibrant, prosperous, and growing Yuba-Sutter region through exceptional leadership and involvement of the community.

Goals and Accomplishments in 2024
Data for this section was provided by implementation partners for the region responding to an evaluation questionnaire or providing direct outcomes to YSEDC. The implementation partners represented both public and private sectors.

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

Implementation Partners: Yuba-Sutter Economic Development Corporation (YSEDC); Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland, and Yuba City; Yuba-Sutter Chamber of Commerce; Sutter and Yuba One Stops; and Yuba College.

Tactic 1 – Attract more industries to the region
Both Yuba and Sutter counties worked diligently to improve the region to attract more industries by continuing to develop infrastructure projects. In 2024, there were 29 project inquiries for the region which had the potential private investment of $1.001 billion and the creation of over 46,211 jobs. Unfortunately, the region was unable to site any of these businesses mainly due to lack of water and wastewater infrastructure.

The two counties have continued support of their largest employers, Beale Air Force Base and agriculture.

Increases in crop values and harvest acreage improved the gross value of agricultural production. Yuba County’s agriculture’s 2023 gross value increased by 4 percent from the 2022 values and Sutter County increased approximately 35.7 percent.

The region must continue to support and enhance base/community engagements to support Beale Air Force Base and its missions. In 2024, Beale Air Force Base completed 1 of the 23 construction/renovations projects listed in 2023 Appendix V of the CEDS. This project represented $3.3 million in Federal funds. Beale AFB added three new projects to the 2024 Public Works Projects update.

Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs. The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state and federal grant funding for this project which will provide a more efficient and effective wastewater solution, and to protect the groundwater basins in south Yuba County. Design and environmental reviews are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone. Design and engineering are complete in this phase of the project.

DRAFT
152
Section 5, Item # 5.1
8 OPUD and Wheatland have applied to the State Water Resources Control Board Clean Water State Revolving Fund (SCWSRF) for construction funding for the regional pipeline from Wheatland to OPUD and for other necessary improvements to the OPUD wastewater treatment plant. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $30 million of the estimated $130 million needed for the project. OPUD and Wheatland have also each submitted applications for $20 million ($40 million total) to the US EPA’s Environmental and Climate Justice Community Change Grants Program. In conjunction with the Yuba-Sutter EDC, additional grants for up to $10 million will be submitted to U.S. Department of Commerce Economic Development Administration. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $70 million needed for the project are being explored. Construction on the project is planned for 2025.

Tactic 2 – Boost Entrepreneurial Development
There were 38 inquiries for business financial assistance of which 12 were start-ups. Most of these businesses were not ready and were referred to Sacramento Small Business Development Center, or Small Business Administration for start-up assistance such as business basics and planning. YSEDC made two loans in 2024, one for business expansion ($60,569) and one for operating capital ($51,400). YSEDC’s Consortium partner, Sacramento Valley SBDC provided $314,248 in business loans. These loans created 12 jobs and retained 24 full or part-time jobs. In 2024, YSEDC expended 1,200 staff time hours and provided 2,452 businesses business technical assistance. In addition, YSEDC offered QuickBooks Online training to 12 businesses with 8 completing the training and 6 receiving a one-year online scholarship.

Tactic 3 – Maintain, Promote and Expand Regional Businesses The Yuba-Sutter Business Consortium, a committee of YSEDC, conducted two business outreach walks, one in May 2024 (Yuba County Foothills and Wheatland) and one in October 2024 (Marysville Downtown Corridor). The purpose of the walk was to determine the current health and needs of businesses in the survey areas. There were 124 businesses visited and 69 participated in the survey. Of those Wheatland/Foothill businesses surveyed, 55 percent reported their business was up or steady and 29 percent were down. These businesses surveyed reported their greatest challenge was the effect the economy was having on their business, followed by lack of knowledge or skill to market their business, followed by workforce and related issues. Of those businesses surveyed in the downtown area of Marysville, 57.5 percent reported their business down as a direct impact of the Marysville Hotel Fire/Highway 70 closure. Other challenges faced by these businesses were homelessness and related issues and the economy.

YSEDC, in partnership with the city of Marysville, designed and implemented a business façade grant, business training or loan forgiveness program. The City has allocated $300,000 in funding for this program. Funds have been fully expended, and 30 businesses were awarded.

Sutter and Yuba County One Stops provided 3,956 business services to employers; promoted 1,371 employment opportunities for employers, provided 64,574 employment services to individuals; hosted 20 job fairs/on-site and virtual recruitments; initiated 18 on-the-job training contracts; assisted 51 individuals with lay-off aversion and had 457 jobs created.

YSEDC and consortium partner, Sacramento Valley SBDC provided a variety of technical/financial assistance resources and referrals. There were 183 consulting hours, and 114 local businesses served. There were $362,890 in loans made with $314,248 in private capital infusion. This technical/financial assistance included federal, state, DRAFT
153
Section 5, Item # 5.1
9 and private funded grant/loan assistance, marketing, and general business technical assistance. There were 27 jobs created, and 51 jobs were retained due to this assistance.

Yuba-Sutter Chamber of Commerce provided 89 business networking events to 2,750 businesses and made multiple referrals to other Yuba-Sutter Business Consortium partners. Chamber also has an established Government Affairs Committee, to study and analyze issues of interest to the Yuba-Sutter area and its business community; to take advocacy positions on those issues; and to communicate the Chamber’s viewpoint clearly to its membership, elected officials, and the community at large. While its endeavors may not have directly ushered in policy changes, the committee’s unwavering commitment to the well-being of the community has been palpable. Through a series of meticulously organized meetings, the committee has played a pivotal role in fostering a deeper understanding of governmental processes and policies among our citizens.

Bishop’s Pumpkin Farm was host to the California Pumpkin Growers 2024 National Pumpkin Weigh Off in the city of Wheatland. Growers from across the United States and Canada participated in the event bringing in thousands of visitors to the region and international attention.

Yuba Water Agency has committed to investing $10 million a year into programs and projects that align with the agency’s core mission areas with a goal of improving the quality of life in Yuba County. The mission areas include infrastructure expansion, education and workforce development, tourism and visitor services and technology clusters.

In partnership with Sacramento Valley Small Business Development Center, Yuba County hosted “Yes to Startups”.

Thirty local businesses joined a 6-week online bootcamp, learning fundamental skills, business plan basics and pitch deck best practices. Participants then competed in 2 rounds of rigorous pitch competitions, a local rendition of “Shark Tank”. Finalists earned up to $10,000 in grant money to invest in there business ventures.

One of Yuba County’s larger employers, Hard Rock Hotel & Casino Sacramento at Fire Mountain celebrated its 5- year anniversary in October of 2024. Over the past 5 years, the integrated resort has had an economic impact of over $2B on the region, has welcomed more than 10 million guests, and has over 25% of its original 1,200 team members still employed at the property. Over 60% of its employees reside in Yuba Sutter Counties. The resort hotel casino is owned by the Enterprise Rancheria Tribe.

Hard Rock Sacramento most recently it was recognized as the #1 Casino with Live Entertainment in the United States from the 2025 Newsweek Reader’s Choice awards. Pollstar ranked Hard Rock LIVE Sacramento #4 worldwide, #3 in the U.S. and #1 music venue by sales in California in 2024. In 2024, Hard Rock LIVE Sacramento hosted 86 events with nearly 147,000 in total attendance. Across 20 different entertainment genres, Hard Rock Live events continue to offer a variety of entertainment for all and have held several outdoor uses of the facility including tradeshows, meetings, charity events, and other activities.

Hard Rock Hotel & Casino Sacramento at Fire Mountain and Enterprise Rancheria continue to focus on securing 352 acres between the existing casino and the Toyota Amphitheater for future ownership and development. They have obtained a property option, have completed initial due diligence on master planning, and have begun discussions in 2025 with potential development partners with the intent to create a one-of-a-kind regional entertainment destination to support its business diversification and supporting the growth of the sports and entertainment zone.

Hard Rock Hotel & Casino Sacramento at Fire Mountain and the Enterprise Rancheria Community Fund continue to support the community philanthropically and have provided approximately $3.7 million in charitable donations and in-kind gifts since opening. In 2024, their charitable foundations committed to a 5-year $1M donation to Sutter Health Medical Foundation through the property’s Pinktober program to support resources and funding DRAFT
154
Section 5, Item # 5.1
10 for cancer related initiatives in Yuba County. Hard Rock Sacramento and Enterprise Rancheria also fund numerous other regional entities including Ronald McDonald House Sacramento’s Yearly Room Sponsorship, Marysville Peach Festival, Say You Can, Happy Landings with Beale Air Force Base as well as the Airmen’s Ball held at Hard Rock Live, host of local country music artist Tyler Rich’s “The Event” helping raise funds for the local K9 Officer’s Association, United Way and SAYLove, Flying U Rodeo’s Marysville Stampede and many other fundraising program in Northern California.

In Yuba County
BK Valves, a reputable wastewater and hydropower design and construction firm has created a Nor-Cal office in Olivehurst, bringing about 10+ high-quality jobs.

American Wood Fibers, in Olivehurst was awarded $1.7 million by CAL FIRE to install a “wood flour system” that will increase consumption of mill residuals and jobs.

Benzeen Auto – Upsizing from 2 acres to 45 acres and is one of the top 50 sales tax generating businesses.

In Live Oak
Diamond Walnut Facility Reuse Plan
The 1920’s Diamond Walnut plant was no longer in operation when it burned down in 2022. The site is located within the downtown area. Creating a viable reuse plan for this property is critical in the expansion of the downtown corridor.
2024-25 UPDATE: The post-fire clean-up of the site was completed in 2024.

POST-FIRE CLEAN-UP PROJECT COMPLETED-$75,000 (State Funds) In Marysville, there have been 27 new businesses located within the city, one business relocated and one large development project. These businesses have created or retained 125-130 jobs in the city.

Horizon Wellness and Skin Care Honey Barn & Boutique
The Backyard Antonio’s Quick lunch
Lighthouse Barbershop Marysville’s Tire and Wheels
King’s Accountant The Bloc Shop
USA Modern Kitchen and Bath Hai Mochi House
Ken’s Autobody Powerhouse
Salvaged Crew Tattoo & Piercing Inkredible Creations Tattoos Palomas Casa de Esperanza
Clockwork Games Express Postal Solutions
Double Z’s Custom Butcher Shop The Rolling Rack
House of Pizza
B Street Property - Escrow closed on the development property in Marysville in October 2024. The new Hyatt Studios hotel will feature a conference room and outdoor terrace, perfect for special events overlooking Ellis Lake.

The hotel will be accompanied by a Grocery Outlet and Starbucks, conveniently accessible to hotel guests and travelers along SR70. The developers have created spectacular landscape plans to mirror Ellis Lake Park, further enhancing the gateway to Marysville. Once complete, the project will be a testament to the city's growth and development.

In Yuba City, 24 businesses were opened within the city and 336 new businesses licenses were issued in 2024.

The new businesses created 265 full or part-time jobs.
• Raising Cane’s - Located at Harter Marketplace at 1083 Harter Parkway. The business opened in November 2024 and created 130+ jobs.
• Dutch Bros - Located at Harter Marketplace at 1111 Harter Parkway. The business opened in November 2024 and created approximately 10+ jobs.

DRAFT
155
Section 5, Item # 5.1
11 • Rym’s Boba & Rolls - Located at Feather Down Shopping Center at 1282 Stabler Lane. The business opened in July 2015 and created 5 jobs.
• Pineapple Hawaiian BBQ - Located at Orchard Plaza at 510 Bogue Road. The business opened in March 2024 and created 5 jobs.
• Hooligans Bar & Bistro - Located in Downtown Yuba City at 628 Plumas Street. The business opened in June 2024 and created 10+ jobs.
• The Cheesesteak Shop - Located at Feather Down Shopping Center at 1258 Stabler Lane. The business opened in November 2024 and created 10+ jobs.
• Goldfish Seafood Market 2 - Located at 1388 Bridge Street, this is an expansion of an existing small business in Los Angeles. The business opened locally in September 2024 and created 5+ jobs. • Nalu Hawaiian BBQ - Located at 920 Colusa Avenue. The business opened in April 2024 and created 10+ jobs.
• CC Social - Located in Downtown Yuba City at 667 Plumas Street, CC Social is an extension of the existing City Café Restaurant. The expansion opened in June 2024. • Cube Smart Self Storage - Located at 3142 Colusa Highway. The business opened in July 2024 and created 2 jobs.
• Wayback Burgers - Located at the Raley’s Shopping Center at 712 W Onstott Frontage Road. The business opened in May 2024 and created 10+ jobs.
• Sacred Earth Apothecary - Located at 229 Clark Avenue. The business opened in July 2024 and created 2+ jobs.
• Yuba City Fit Body Boot Camp - Located at 546 Second Street. The business opened in September 2024 and created 5+ jobs.
• Yuba Sutter Cakes- Located in Honeycomb Square at 861 Gray Avenue. The business opened in November 2024 and created 5+ jobs.
• The Village Coffee Shop and Bistro - Located at 101 Clark Avenue. The business opened in November 2024 and created 5+ jobs.
• Nearly Feral Salon - Located at 1600 Star Drive. The business opened in November 2024 and created 5+ jobs.
• Falafel Corner - Located at the Raley’s Shopping Center at 708 W Onstott Frontage Road. The business opened in November 2024 and created 5+ jobs.
• Infinity Nail Bar - Located at 964 Gray Avenue. The business opened in August 2024 and created 5+ jobs. • Punjabi Family Salon - Located at 1600 Butte House Road. The business opened in December 2024 and created 5+ jobs.
• Velly Pizza - Located at 1415 Garden Highway. The business opened in November 2024 and created 10+ jobs.
• All Power Services - Located at 2530 Colusa Highway. The business opened at this location in January 2024 and created 5+ jobs.
• The Rack - Located in Downtown Yuba City at 653 Plumas Street. The business opened in December 2024 and created 2+ jobs.
• Skip’s Music Café - Located in Downtown Yuba City at 787 Plumas Street. The business opened in December 2024 and created 2+ jobs.
• Krazy Katz Vintage Vinyl Records - Located in Downtown Yuba City at 787 Plumas Street. The business opened in December 2024 and created 2+ jobs.

DRAFT
156
Section 5, Item # 5.1
12 Goal 2 – Develop, retain, and attract talent
It is imperative that the region prepare young students and adult learners with critical indemand education skills, competencies and knowledge that align with existing and evolving business and industry needs. Many industries are suffering because job seekers lack essential skills. The region must build awareness among residents, businesses, and leaders that education and lifelong learning are important drivers of economic development.

Implementation Partners: Yuba-Sutter Economic Development Corporation; Sutter and Yuba One Stops; TriCounty ROP/CTE; Yuba-Sutter Chamber of Commerce; The Work Hub; AeroSTEM Academy; K-12 Institutions; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland, and Yuba City; and Yuba College.

Tactic 1 – Increase Collaboration between educational institutions Yuba College: In 2024, Yuba College worked to refine partnerships with K-12 districts in theirservice area to ensure we are reaching as many high schools and eligible high school students as possible. This included expansion of our dual enrollment offerings, in partnership with the Yuba County Office of Education, into the juvenile justice system to support justice-impacted youth in accessing education and training. In addition, YC partnered with the Sutter County Office of Education to create an innovative college and careers-access pathway consortium designed to support students more broadly with particular attention to charter schools. The college held a dual enrollment summit with all K-12 partners invited to attend, created an advisory committee for dual enrollment, hired a dual enrollment director, and is in the process of adding counseling faculty support. Through these and many other concerted efforts to expand access to higher education, dual enrollment has grown to include more than 2,000 high school students this academic year at YC, which is more than double the number of students who had access to these pathways four years ago.

As Yuba College seeks ways to continue to meet the unique needs of its service district, they are now looking to expand the Watershed Management Program to include forest management and fire suppression and will work to design and start an agriculture technology program soon with the planned hiring of a full-time faculty in AgTech in the 2025-2026 Academic Year. The Yuba-Sutter region continues to be an ag-based economy. Jobs in AgTech are high wage and high demand and offer opportunities to meet key needs for local agriculture businesses.

Partnering with county supervisors in the region, Yuba College is working with Woodland Community College to strengthen pathways between our educational programs and jobs at the counties in its service area. This partnership is exploring short term courses and potential apprenticeships to address "hard to fill" vacancies in Yuba, Sutter, Colusa, and Lake Counties.

Through the leadership of faculty, Yuba College was certified to be both a teaching and home college for the California Virtual Campus Exchange. This offers Yuba College's students the opportunity to access an exchange of courses at more than 100 community colleges in California and for students throughout California to have access to YC's classes as well. In addition, YC received more than $600,000 in grant funding for faculty to create open educational resources or zero textbook cost materials. This work will reduce or eliminate textbooks costs for students in classes.

The college completed modernizations in Buildings 200 and 1000 along with a new softball field on Marysville Campus. A cell phone tower was installed at Marysville Campus to improve cell service in the surrounding area as well and currently has T-Mobile and AT&T units on the tower. In 2025-2026, a project to remodel the Student Services Building, Building 100B, will start construction and a new facilities master plan will be completed to plan for future needs.

Tactic 2 – Improve understanding of all ethnic cultures that live, work within, or visit the region DRAFT
157
Section 5, Item # 5.1
13 The Sutter County Museum tells the story of the Yuba-Sutter community, from the Native Americans who lived here pre-contact to the present. This is done through a combination of exhibits, both permanent and temporary, and public programs. Permanent exhibits include the Nisenan people, John Sutter, the history of agriculture in the area, and its multi-cultural wing, which tells the stories of ethnic communities with sizable populations in YubaSutter.

The Museum was constructed with funds from Howard and Norma Harter, the Sutter County Historical Society, and other private donors. It was presented to the Sutter County Board of Supervisors as a gift to the community in 1975. Since then, it has been expanded multiple times, all through the generosity of private donors.

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

Implementation Partners: Yuba-Sutter Economic Development Corporation; Sutter and Yuba Counties; Cities of Live Oak, Marysville, Wheatland, and Yuba City; Yuba-Sutter Chamber of Commerce; Yuba-Sutter Transit; Yuba Water Agency; Caltrans; Pacific Gas and Electric and Special Districts.

Tactic 1 – Modernize the region’s Infrastructure to meet future demand and respond to changing business needs
Regional Projects
Feather River West Levee Project - Sutter and Butte counties are planning to improve 44 miles of levees from Thermolito Afterbay south to the Sutter Bypass to reduce flood risk and remove more than 34,000 properties from FEMA Special Flood Hazard Areas. Among other important improvements, the project will sustain and grow the local economy by creating construction jobs, protecting property values, and allowing for responsible residential, commercial, and industrial development. Phase I –Thermalito Afterbay to Star Bend was completed by 2016.

Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. 2024-2025 UPDATE: Levee repairs will be completed in two separate phases: Project I, the Feather River West Levee Project, includes work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Project II includes the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Project II work completed to date includes a one-mile section of levee at Laurel Avenue, another five miles of levee improvements between Star Bend and Laurel Avenue completed by the U.S Army Corps of Engineers (USACE). USACE also completed another mile of levee improvements between Laurel Avenue and the Highway 99 bridge crossing the Feather River. SBFCA is currently in design and permitting of the last 1.6 miles of levee along the lower Feather River west levee which is scheduled to be in construction in 2025. The Feather River West Levee Project is on schedule and within budget.

Flood Protection of the City of Marysville - A public works project to repair and upgrade the ring levee to be certified as providing a 200‐year level of flood protection. The Marysville Ring Levee project is a multi-phase project that will upgrade the levee that surrounds Marysville. The primary purpose of the project is to strengthen the existing levee by implementing additional measures to reduce the likelihood of through-seepage and underseepage. The U.S. Army Corps of Engineers Sacramento District is partnering with the California Central Valley Flood Protection Board and the Marysville Levee District to complete the estimated $92.5 million project. The DRAFT
158
Section 5, Item # 5.1
14 state of California has appropriated $17 million toward the project as part of their commitment to upgrade the state’s levee systems. The project is designed and constructed to meet the state’s requirement of 200 year-level flood risk for urban areas - or a 1-in-200 chance of flooding in any given year. Due to the elevation of the levees, the project will surpass those criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after all flood reduction measures are constructed.
2024-2025 UPDATE: NEARING COMPLETION--FOURTEEN years and more than $100 million after it began, the U.S. Army Corps of Engineers is nearing completion of the Marysville Ring Levee Project. The multi-phase project to upgrade the 7.6-mile ring of levees that have kept Marysville from flooding since 1875 began in 2010. The project, which includes installation of seepage cutoff walls to depths greater than 100 feet, and stability berms, is designed to meet the 200 year-level flood risk for urban areas--or a 1-in-200 chance of flooding in any given year, but the Army Corps states that due to the elevation of Marysville’s levees, the project will surpass that criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after the project is complete.

South Yuba County Regional Sewer Project - Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs. The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state grant funding for this project which will provide a more efficient and effective wastewater solution, and to protect the groundwater basins in south Yuba County. Design and environmental review are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone.
2024-2025 UPDATE: OPUD and Wheatland have applied to the State Water Resources Control Board Clean Water State Revolving Fund (SCWSRF) for construction funding for the regional pipeline from Wheatland to OPUD and for other necessary improvements to the OPUD wastewater treatment plant. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $30 million of the estimated $130 million needed for the project. OPUD and Wheatland have also each submitted applications for $20 million ($40 million total) to the US EPA’s Environmental and Climate Justice Community Change Grants Program. In conjunction with the Yuba-Sutter EDC, additional grants for up to $10 million will be submitted to U.S Department of Commerce Economic Development Administration. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $70 million needed for the project are being explored. Construction on the project is planned for 2025.

Reclamation District No. 784 (Special District)
Storm Drainpipe Replacements - This public works project will replace up to 6 aging pipes located within the rural levee portion of the District.
2024-2025 Update: Project approval received from the state and is slated to begin in 2025.

Linda County Water District
Linda Avenue/Griffith Water Treatment - This Linda County Water District project will construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area. 2024-2025 UPDATE: Project is under construction with a current anticipated finish date in June 2025.

Forest Biomass Business Center Development
Camptonville Community Partnership (CCP), is a small, rural, community-based non-profit organization located in the town of Camptonville in the Yuba County foothills that proposes to develop a small forest biomass to energy facility that would be part of a new small business campus, located in an unincorporated area approximately 11 miles southwest of Camptonville and 3 miles east of Dobbins. CCP intends to attract other businesses to the site, DRAFT
159
Section 5, Item # 5.1
15 where heat and power would be available from the facility making the overall facility, a high efficiency combined heat and power operation.
2024-2025 UPDATE: The community scale 5mw biomass to energy power plant will be developed by Engeman Camptonville Green Energy (ECGE). It is spearheaded by an innovative and unique partnership between Camptonville Community Partnership (CCP), a local nonprofit and Engeman Camptonville Green Energy, a leading bio-energy developer. The Project will process unmerchantable woody material from large scale forest restoration projects happening in the Yuba River watershed, increasing the pace and scale of work to improve forest health and reduce the risk of catastrophic wildfire while allowing for many good paying jobs in the area. In September 2024 Yuba Water Agency Board of Directors unanimously voted to approve a $8.3 million low-interest loan and a $7 million grant to construct the community-size 5-megawatt (MW) woody biomass to energy plant. This funding will allow CCP to leverage over $4.5 million dollars of grant funding from the Sierra Nevada Conservancy and the California Energy Commission. Clearing of trees and shrubs began in late December, 2024. Certain long-lead time major equipment for the plant has been ordered as of late 2024.

City of Live Oak Project
Wastewater Treatment Plant Solar - Live Oak’s wastewater treatment plant was designed with the possibility of connection to a solar array to power the plant.
2024-25 UPDATE: The funding has been secured; the anticipated start date is April 2025.

City of Wheatland Project
Wheatland Comprehensive Water Project - The City of Wheatland water system is aging with portions of the system more than 100 years old. The project consists of removing the seismically deficient water tower from service by employing new ground mounted hydro-pneumatic tanks and booster pumps to supply water pressure to the City. The project also includes replacement of domestic water meters, new production meters, water meter automation to assist with leak detection and remote metering reading, SCADA replacement, and new billing software.
2024-2025 UPDATE: Project is underway and is anticipated that construction will be complete in spring of 2025.

Wheatland Regional Wastewater Treatment - The City of Wheatland is planning the construction of a new pipeline and three pump stations to convey 1.5 million gallons per day (MGD) of wastewater into a regional sewer system serving south Yuba County. The pipeline will connect to a new Olivehurst Public Utility District (OPUD) sewer or continue of the City’s force main (currently under design by others) near South Beale Rd and Highway

65. OPUD sewers will convey the flow to OPUD’s wastewater treatment plant (WWTP), where it will be treated to a tertiary level and discharged into the Feather River. Alternatively, the City’s pipeline may continue further northward to connect to the Linda County Water District (LCWD) wastewater collection system and then into their WWTP. The City’s WWTP will eventually be decommissioned, and the site re-purposed for other uses. 2024-2025 UPDATE: Project design and right-of way acquisition continue. Grant funding from the State Water Resources Control Board has been tentatively approved. It is anticipated that the project will go to bid by summer 2025.

City of Yuba City Projects
Barry School Waterline - The project involves installing 12” and 14” diameter water transmission main in Railroad Avenue from Bogue Road to Stewart Road and in Stewart Road from Railroad Avenue to Garden Highway, as well as a 3” diameter private water service in Railroad Avenue and Barry Road to serve Barry School.

PROJECT COMPLETED- $4.7 Million (State Revolving Loan Fund) Second Groundwater Well - The project includes constructing a second groundwater well at the City’s Water Treatment Plant to provide additional accessible water resources during times when the City’s surface water rights are curtailed.

PROJECT COMPLETED-$4.35 Million (Federal Bureau of Reclamation, Local – City Water funds) DRAFT
160
Section 5, Item # 5.1
16 Aquifer Storage Recovery (ASR) Well - The project involves establishing an ASR well at the City’s Water Treatment Plant to further bolster the City’s accessible water resources during times when the City’s surface water rights are curtailed. The ASR concept includes injecting treated water into the groundwater aquifer during times when surface water availability exceeds demands while extracting groundwater during times when surface availability does not meet demands.
2024-2025 UPDATE:Design and environmental/permitting commenced in 2023. Well drilling and testing will occur in Spring 2025 with pump installation and above-ground piping anticipated to begin in late 2025.

WWTF Outfall and Diffuser Project - The project includes constructing a new 42-inch diameter discharge pipeline from the City’s Wastewater Treatment Facility (WWTF) and a new diffuser outlet to the Feather River. The proposed pipeline and diffuser will replace the City’s existing diffuser, which was damaged in 2011 by erosion of Shanghai Falls. This project will ensure the City’s capability to safely treat wastewater for existing customers, as well as future development.
2024-2025 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. Project will be advertised for bids once funding and permits are secured.

Bogue Road Sewer Extension - The project involves extending the existing 18” diameter sanitary sewer in Bogue Road from Railroad Avenue to Phillips Road and constructing a new lift station to facilitate future connection of properties north and south of Bogue Road and east of State Route 99, and to address capacity issues and service of new development areas.
2024-2025 UPDATE: Final design completed in 2024. Construction will be completed in 2025. Project is being coordinated with Bogue Stewart Master Plan improvements.

Tactic 2 – Develop and improve alternative, multi-modal and inter-modal distribution infrastructure Regional Caltrans Projects
Caltrans has 23 projects slated for construction, rehabilitation, planned or program projects in the Yuba-Sutter region. Three projects were completed in 2024, which represented an injection of $245.292 million in improvements within the region. Completed projects were:

Yuba 70 Laurellen to Butte County Line SHOPP & STIP Combine (Seg 4&5) 03-4F38U
In Yuba County, near Marysville, from Laurellen Road to South Honcut Creek Bridge on SR 70. Widen roadway for continuous passing lanes, two-way left-turn lane/left turn pockets, standard shoulders and roadside clear recovery zone. PROJECT COMPLETED-$114.655 Million (State, Caltrans SHOPP) BUT/YUB 70 Seg 3 Combined
03-3H93U
In Yuba and Butte Counties, about 11 miles north of Marysville, on State Route 70 from 0.8 miles north of Chandler Road to East Gridley Road, PM 25.5/25.8 and 0.0/3.8. Widen for continuous passing lanes, two-way left-turn lane/left turn pockets, standard shoulders, and provide a roadside clear recovery zone.

PROJECT COMPLETED-$65.236 Million (State, Caltrans SHOPP) Browns Valley Rehab
03-0A570
Near Marysville, from Marysville Road to 0.1 mile east of Yuba River Bridge. Rehabilitate roadway.

PROJECT COMPLETED-$65.401 Million (State, Caltrans SHOPP) DRAFT
161
Section 5, Item # 5.1
17 Sutter County Projects
Howsley Road Bridge Replacement - The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The design phase will be completed by June 2025 at which time the County will seek the required federal funding.

Larkin Road Bridge Replacement - The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits.

Construction is anticipated in FY 2027-28.

Nicolaus Avenue Bridge Replacement - The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: The County has received federal funds to update the design and environmental permits.

Construction is anticipated in FY 2027-28.

Tisdale Road Bridge Replacement - The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2025-26.

Kent Avenue Bridge Replacement - The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2024-2025 Update: Final right-of-way documents are in process. Construction is anticipated in FY 2025-26.

Yuba County Projects
Goldfields Parkway - This public works project would construct a four‐lane arterial around the easterly side of Marysville through the East Linda Specific Plan from Highway 65 at McGowan Parkway to Highway 20 at Plantz Road.
2024-2025 UPDATE: Design complete for section from North Beale Road to Hammonton Smartsville. Rough grading is complete and applying for funds to pave this section.

Highway 70/Plumas Lake Boulevard Interchange Phase 2 - This public works project would link Phase 1 of the Highway 70/Plumas‐Arboga Interchange to the eastern Phase II component of the interchange to include a Union Pacific Railroad overpass.
2024-2025 UPDATE: Design is 65% completed. County was awarded $35,000,000 federal grant to fully fund construction. Construction will likely start in 2026.

North Beale Road Revitalization Improvements - This public works project consists of implementing the road improvements recommended by the East Linda Revitalization Plan which consists of sidewalks, landscaped medians, street lighting, and parking that would improve the safety of the road for motorists, bicyclists and pedestrians as well as improve the appearance of the road corridor to help attract new and retain existing businesses.
2024-2025 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is complete. The County secured grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east).

Phase III design was recently completed, and construction will start in spring of 2025. Phase IV and V are still in progress.

PHASE II PROJECT COMPLETED-$14 Million (State, Caltrans ATP) DRAFT
162
Section 5, Item # 5.1
18 Linda – Cedar Lane and Alicia Avenue Project - This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside to Feather River Blvd) in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage, and street overlay.

PROJECT COMPLETED-$4.4 Million (State ATP FUNDS)
McGowan Parkway Project - This public works project consists of implementing road improvements to McGowan Parkway between SR 70 and SR 65 in Olivehurst. This project includes improvements to curb, gutter, sidewalk, drainage, and street overlay.

PROJECT COMPLETED-$6 Million (State ATP/lPP FUNDS & Federal ARPA) County Bridge/Culvert Repair - There are 75 HBP-eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County. Currently the County has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a SR below 80 and above 50 which qualify for HBP rehabilitation funds, and 8 bridges have a SR below 50 which qualify for HBP replacement funds.
2024-2025 UPDATE: Spring Valley Road bridge replacement completed. Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. Los Verjeles is currently being constructed and expected to be complete in spring of 2025. Ellis Road and Waldo Road bridge replacements currently are in design.

The County applied for an additional five bridge projects through the HBP SPRING VALLEY ROAD BRIDGE PROJECT COMPLETED-$3.3 Million (State HBP/FSTIP Funds) City of Live Oak Project
Pennington Road Rehabilitation - Pennington Road is the main east/west arterial for the City of Live Oak, intersected by State Route 99. Sacramento Area Council of Governments (SACOG) has committed $915,000 for partial reconstruction of the road from Broadway to Connecticut Avenue during 2012 and 2013. Reconstruction to the east of State Route 99 is also necessary.
2024-25 UPDATE: Reconstruction of Pennington Road East from the High School to the city limits was completed in 2024. PENNINGTON ROAD EAST FROM HIGH SCHOOL TO CITY LIMITS 2024-$1.097 Million (State – SACOG & CDBG Funds)
City of Marysville Project
Proposition 68 Per Capita Program - The city received $177,952 in Proposition 68 grant funding under this program. City has proposed this funding be used for the replacement of the play equipment and play surfacing at Gavin Park and the addition of an accessible path based on the City’s Park and Open Space Master Plan.

GAVIN PARK PHASE II PROJECT COMPLETED-$169,552 (Prop. 68 Funds) 2023 Measure C / SB 1 Pavement Project - In July 2023, the City Council approved a contract amount of $3,336,937.60 to a local paving contractor to overlay and pave 11 city-wide roadway segments. Project was completed in November 2023 with one roadway segment carried over to Summer of 2024. Phase 1 of the E. 22nd St Rehabilitation Project (E. 22nd St between SR-20 and Cheim Blvd) was completed under this city-wide paving project.

PROJECT COMPLETED-$3,167,187 (Measure C, local funds)
14th St Traffic Calming Multi-Modal Pilot Project - The City will pilot a project on 14th Street to address cut through highway traffic away from the residential areas using traffic calming and route diversion techniques. It is anticipated that neighborhood residents will feel safer to walk, bike and use transit with less cut through traffic in the residential areas. A Mode Shift grant was secured from Caltrans through SACOG. 2024-2025 UPDATE: The project is complete, and data results showed a success in shifting traffic away from the residential areas, but a time extension was requested and approved by SACOG to the end of December 2025 for additional observation. PROJECT COMPLETED-$168,000 (State CalTrans) DRAFT
163
Section 5, Item # 5.1
19 Fire Station Auxiliary Building - Build and install a prefabricated steel building to house fire apparatuses. Expected to solicit bids in Spring of 2024.

PROJECT COMPLETED-$379,350 (Local Funds, Measures C & K) City of Wheatland
Wheatland Complete Streets Project - (First Street/Wheatland Road) - The project is on Wheatland Road beginning at First Street and Highway 65 and continues east past Wheatland High School and Bear River Middle School to the westerly city limit. The project will provide complete bike and pedestrian facilities along the corridor by improving and extending existing sidewalk and bike lanes. The project involves utility relocations, road widening, pavement rehabilitation, buffered bike lanes, and safety lighting. This segment of Wheatland Road serves several varied uses: a regional connector between Highway 65 and Highway 70, a bi-directional school routes linking three schools and neighborhoods, and a farm to market route serving over 6-square miles of agricultural lands.
2024-2025 UPDATE: Awarded $250,000 in RSTP funds for engineering design and environmental, and consultant selection is complete. Completion of design and environmental work expected by December 2025.

City of Yuba City Projects
Bridge Street Corridor Improvements - The Bridge Street corridor improvement project is a multi-phased project to extend four travel lanes from SR-99 to Marysville/SR-70. The project includes the construction of the 5th Street Bridge and phased reconstruction of Bridge St. Bridge Street will be widened from Gray Avenue to Cooper Avenue in late 2021 with completion anticipated at the end of 2023 with support from a $2.8 million Local Partnership Program grant from the CTC. The project will enhance a key gateway through the city to facilitate necessary traffic demands while coordinating with adjacent property owners to help facilitate Economic and Workforce Development in the area.
2024-2025 Update: The State Route 99 to Gray Avenue segment conceptual design for the final portion of the project will begin in fiscal year 2025-2026. The estimated cost to complete the conceptual design is $250,000, which is funded by the City. The City is looking for funding to implement the final design in 2026 with construction likely following in 2027, provided funding can be secured.

Walton Avenue Complete Streets Improvements - The project includes rehabilitating portions of Walton Avenue from Hazel Avenue to Sam’s Club, including closing the gaps in sidewalks on the west side of Walton Avenue between Lincoln Road and Franklin Road, improving bike lanes, and upgrading the traffic signals. 2024-2025 UPDATE: Final design and easement acquisition is in progress. Construction funding is programmed in 2026, but the City is working with SACOG to advance the construction funding to 2025.

Tactic 3 – Promote transit planning to move people throughout the region and housing development Yuba-Sutter Transit
Dial-A-Ride Bus Replacement (6) – Replacement of existing buses to zero-emissions buses.

PROJECT COMPLETED-$1.2 Million (State and Federal)
Facility Replacement - Yuba-Sutter Transit continues to plan for the replacement of its current operations, maintenance, and administration facility at 2100 B Street in Marysville. A new location is needed because this undersized and technologically obsolete 1960’s-era former Seven-Up Bottling Plant that was converted to transit use in 1996, lacks sufficient capacity to accommodate the infrastructure needed to meet the state mandate that only zero-emission buses can be purchased after 2028. In addition, Caltrans’ programmed and fully funded expansion of Highway 70 (B Street) adjacent to the facility may render it useless even earlier. 2024-2025 UPDATE: Yuba-Sutter Transit has been awarded over $52 million in funding from federal, state and regional grant programs to design and construct what is currently estimated to be a $55.8 million project.

DRAFT
164
Section 5, Item # 5.1
20 Environmental and preliminary engineering work commenced in 2024 to refine the project and update the early conceptual cost estimate based on updated fleet and service assumptions. This effort will also improve the likelihood of success in the future rounds of grant applications to complete the funding package.

Regional Project
North Valley Rail is a proposed new passenger rail service that would transform regional and intercity transportation in the norther Sacramento Valley by offering a convenient, environmentally sustainable travel choice for residents, employees, and visitors in Butte, Yuba, Sutter, and norther Sacramento counties.

The project strategically builds off the larger Valley Rail program currently underway, which will expand rail service between the northern San Joaquin Valley, Sacramento, and the Bay Area. As a result, North Valley Rail would provide passengers with direct, reliable one-seat rides to Sacramento, Stockton, the Bay Area, Modesto, and Merced. In Downtown Merced, timed transfers will ensure seamless connections via high-speed rail to Fresno, Bakersfield, and Southern California. Linking North Valley communities to the Northern California megaregion and the larger statewide rail network will provide major benefits by reducing traffic congestion and greenhouse gas emissions; expanding access to housing, high-quality jobs, and higher education; and promoting economic development and tourism. The North Valley Rail will serve the Yuba-Sutter area having stations located in Marysville near the Yuba Conty Government Center and Plumas Lake next to the Plumas Lake Boulevard interchange.
2024-2025 UPDATE: The final North Valley Passenger Rail Strategic Plan has been completed and approved by BCAG Board of Directors.

Housing and Affordable Housing Projects
There has been a concerted effort within the region to increase housing stock for all income levels as shown below.

Sutter County Projects
Lakeside at Sutter Pointe in Sutter County consists of 873 acres on the north side of Riego Road, approximately

1.5 miles east of State Route 99 in south Sutter County. Lakeside is planned for 3,382 single family homes, 399 multifamily homes, 59 acres of parks, 55 acres of open space, 44 acres of employment centers, 25 acres of commercial and a proposed K-8 school. Construction of Phase 1 began in 2022 with the mass grading of the southern 400 acres of Lakeside. Phase 1 construction started in spring 2024 with backbone infrastructure improvements, including construction of the 7-mile sewer main, that will serve the Sutter Pointe Specific Plan area. The drilling of the water wells and a water storage tank to serve the project were completed in 2024 as well. Construction of community amenities and homes is expected to begin in late summer 2025, with first residents in the Spring of 2026. In addition to construction, Lakeside Phase 2 and 3 subdivision mapping of the northern 487 acres was approved to allow development to continue after completion of Phase 1.

Yuba County Projects
Innovation Housing Center - Located in Olivehurst, is a low-income housing project made possible by Habitat for Humanity, and it will consist of 13 housing units and include supportive services from case workers and other onsite providers. The project is in design phase and estimated to be completed at the end of 2025.

Serenity Village - Located in Olivehurst at 1645 Chestnut Road in Olivehurst will offer 124 units of affordable rental housing. This affordable housing development project seeks to provide new levels of housing for families in the area with the purchase of infill lots. The development team seeks to combine four (4) separate lots into one project site and build 124 units of affordable rents. This project serves the community's need for an increased affordable housing supply. Families who will benefit from this project will typically have a median income of around 50% of the area’s average, though the actual range can go from 30% to 80%. Habitat will develop, own, and manage the site and there will not be on-site supportive services provided. Projected completion date is anticipated to be 2026-2027, and the project budget is approximately $28 million dollars.

DRAFT
165
Section 5, Item # 5.1
21 Fernwood Meadows Development - Located in Linda is a 75-home development for affordable homeownership is in process for final approvals and Habitat for Humanity is currently seeking funding to develop this project.

Infrastructure is anticipated to begin April 2025, and the first phase of 22 homes should begin construction in October 2025.

The Regional Housing Authority has a multi-family project under construction in Plumas Lake consisting of 48- units, with 2- and 3-bedroom dwelling units, a community center and a children’s playground, with rents targeting family households earning less than 55 percent AMI. The project should be completed by May 2024. We had significant delays with this project because of PG&E, OPUD, and a sewer lift station we had to install, but we are now expecting the Certificate of Occupancy by end of January 2025.

Live Oak Projects
Oak Haven Estates, a 16-unit low-income housing project, overseen by Habitat for Humanity and all units are filled.

Marysville Projects
Upcoming housing projects include 1. 3rd and D Street apartment development, which will feature 34 market rate units. These apartments will fulfill a need for housing adjacent to the medical arts district. Plans for the 3rd and D Street apartments are still in the conceptual phase. 2. The Delta Building at 425 5th St. is being remodeled to allow for more residential units in the downtown area. The exact number of units has not been finalized due to the project also being in its conceptual stages. 3. The Nakagawa, a 10 unit, two story building at 308 C Street is in the development stage. Currently there has been no movement on these projects.

Wheatland Projects
The Regional Housing Authority completed a new construction multi-family project in Wheatland consisting of 48-units, with 2- and 3-bedroom dwelling units, a community center and a children’s playground, with rents targeting family households earning less than 55 percent AMI. The project was completed in December 2023.

Project is complete, fully leased, and in its second year of operations.

The Regional Housing Authority will be closing on the construction financing for a new construction 32-unit senior affordable housing project in Wheatland consisting of 32-units, with 1- and 2-bedroom dwelling units, a community center, and a dog park, with rents targeting senior households earning less than 60 percent AMI.

Construction is scheduled to start in February 2024, and the first residents to move-in by April 2025, weather permitting. Project is under construction and expected to be complete in May or June 2025.

In addition, the City of Wheatland Planning Commission has approved the Conditional Use Permit and Design Review for a market-rate, 16-unit multi-family residential project located at Main Street and C Street.

Yuba City Projects
Tranquil Harbor Estates, located on Walton Avenue, will be overseen by Habitat for Humanity and is a low-income senior housing rental project with 20 units and could house 20-40 individuals. Habitat is working with the City of Yuba City on site control and has a projected completion in 2026 Merriment Village will be a 3-phase permanent supportive housing project totaling in 217-unit complex for extremely low-income families. Phase one will consist of 79 units with construction anticipated to begin mid-year of 2025. All 217 units may not be complete until 2026-27.

The Life Advancement Center (LAC), located in Yuba City near the former Fremont Hospital, is currently under construction. Once completed, it will feature an Emergency Shelter with 36 beds managed by Hands of Hope on one DRAFT
166
Section 5, Item # 5.1
22 side and a Transitional Shelter with post-respite care on the other. Additionally, the LAC will function as the Coordinated Entry site for Sutter County and house offices for CalAIM services and other partner organizations.

Richland Village, a proposed residential affordable apartment complex that would consist of 88 one-bedroom, 44 two-bedroom, and 44 three-bedroom units at 470 Bernard Drive in the Richland Housing complex. Plans also include a community center and other recreational amenities for residents. This project is still not fully financed and cannot start construction until it is funded. It has also been reduced to 133 units, from 176.

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

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

Tactic 1 – Promote and Market for continued investment in regional amenities Local amenities which included the arts, history, and recreational venues moved forward with their programs and projects.

Yuba Sutter Arts & Culture (also known as the Yuba-Sutter Arts Council, YSAC), a mainstay in the community for 44 years, had many ongoing projects and programs. Below is a glimpse into how this nonprofit directly impacted the arts and culture community and overall economic development.

Sutter Theater Center for the Arts Main Stage (STCA) - The architectural firm hired last year by YSAC has created a set of plans for its Main Stage redevelopment project at its Sutter Theater Center for the Arts. The construction bidding process will begin in February 2025. The back half of the 1950s vintage theater will be brought back to life as a 299-seat live performing arts space with a traditional proscenium arch raised stage for live music and theater productions as well as film screenings. A capital campaign is underway to raise the $750,000 (estimated) needed for the project.

Murals of Live Oak - YSAC continues its ongoing program with the City of Live Oak and in the Spring of 2024 will commission additional exterior murals. Over fourteen murals have been created in the last few years to celebrate the history and heritage of Live Oak. Each mural also has a hidden object in it to help keep the viewer engaged. Several artists’ designs and new mural locations are under consideration.

Center Stage Productions - Corey and Morgan Kersting formed a youth performing arts program which is now a mainstay in the community. Based at STCA, Center Stage has conducted a series of Saturday workshops for 7–18-year-olds and produced four full length musicals, most recently “Newsie” and “Frozen, Jr.” Convergence Theatre Company - A group of theater professionals led by Matthew DeMeritt formed the Convergence Theatre Company in 2021 which is another theater ensemble based at the STCA. To date, it has produced many high quality, entertaining and thought-provoking shows including “Godspell,” “Salt of the Earth” and most recently, “Jekyll & Hyde, the Musical.” DRAFT
167
Section 5, Item # 5.1
23 Yuba Sutter Big Band - Created as a showcase for local professional musicians and music educators, this 20- piece orchestra puts on several swinging concerts each year with hits from the Great American Songbook, popular tunes of the day and the occasional original composition.

Burrows Center for the Arts - Yuba Sutter Arts & Culture’s home base has seen renewed programming this year which will continue through 2025. It hosted a variety of events in 2024 including Marysville Charter Academy for the Arts student programs. The Burrows is currently hosting the renewed weekly Ceramics for Veterans program, and the bi-weekly Art Fix & Mix and the Spill the Ink Writers’ Open Mic.

Youth Mariachi Orchestra - This is a collaboration with the Alliance for Hispanic Advancement and the Marysville Joint Unified School District. The program provides free instruments and instruction for interested middle and high school students to learn about this unique musical form. It originated in the Marysville Unified School District but is now expanding into Sutter County Schools as well.

Sutter County Museum shares local stories to strengthen community bonds, to inspire celebration of our diverse cultural heritage, and to demonstrate how understanding the past prepares us for the future. The Museum is open to the public with free admission and is a partnership between Sutter County and the Sutter County Museum Association, a 501(c)(3) nonprofit. Annually, the Museum hosts thousands of visitors; displays 5-6 temporary exhibits on a range of topics; and provides over 100 free educational public programs, field trips, and group visits to the community. Projects in 2024 included:

Scenic Driving Guidebook - An updated Sutter County Scenic Driving Tour Guidebook was published with information on historic buildings in Sutter County, thanks to sponsorship from the historic Harkey House B&B.

Artisan Community Garden Mural - A new mural was added to the Artisan Community Garden by local artists Madelyne Joan Templeton and Richard Jacobo with funding from the Sutter County Children & Families Commission and Sutter County Museum Association.

Re-Designed Exhibits: The Museum began the exhibit design process to develop a new permanent exhibit on local floods and upgrade the exhibit areas focusing on the Nisenan and Gold Rush/Westward expansion. This project is funded by a three-year grant of over $383,000 from the Specified General Fund for the Museum Grant Program under the California Cultural & Historical Endowment, and the new exhibits are scheduled to open in 2025.

Yuba County Library offered 330 programs (on-site) and 8 programs (off-site) with a total attendance of 4,561. A total of 10 programs were offered for 0-5-year-olds with an attendance of 1,161. Over 950 people attended annual parking lot events. End of the Summer Reading Program Party, Halloween in the Parking Lot, and Winter Walkthru. The library is undergoing renovations which have been funded $6,088,440 by the CA State Library, Building Forward Library Infrastructure Grant. It is estimated the library will reopen early 2026.

Yuba-Sutter High Wheelers, Yuba-Sutter High Wheelers, a pro independent baseball team started by a East Bay childhood friend duo, were officially introduced to the Yuba-Sutter community on December 11, 2024. The team will compete against 11 other squads from all over the Western United States in a 96-game schedule from May to September. There will be 48 games at Bryant Field starting with the scheduled home-opener May 20 against the Grand Junction Jackalopes.

DRAFT
168
Section 5, Item # 5.1
24 Marysville NABA, an adult baseball league, plays exclusively on Sundays for players ages 17+. Their goal is to offer the most complete amateur league experience in the Marysville area that includes a competitive All-Star Game, Playoffs, and Championship Games.

Adventist Health+Rideout Blue Zones Project is a community-led well-being improvement initiative designed to make healthy choices easier through permanent changes to a city's environment, policy, and social networks.

Participating communities have seen double-digit drops in obesity and smoking rates, economic investment in downtown corridors, grant funding awards to support policies and programs aimed at improving health equity and measurable savings in healthcare costs.
2024-2025 UPDATE: Blue Zones Project Yuba Sutter completed year 2 in the transformation phase (August 1, 2023 – July 31, 2024). This phase of the project is focused on addressing the blueprint goals and objectives. The overall purpose is to lead a community well-being transformation initiative where healthy choice becomes the easy choice through permanent changes in environment, policy, and social networks.

Built Environment Policy Impacts - Blue Zones Project Yuba Sutter worked to support and influence efforts to create a more walkable and bikeable community through efforts including walk audits to examine the conditions of certain problematic streets throughout the jurisdictions and develop recommendations for safe solutions. The organization held Safe Streets & Vision Zero Leadership Summit. This workshop was designed to educate key community leaders on the principles of Vision Zero, a global movement to end traffic-related fatalities and serious injuries by taking a systemic approach to road safety. The premise of this strategy is that road deaths and injuries are unacceptable and preventable. The organization has also held events that promote the use of open spaces, including bike and walking paths.

Food Policy Impacts - The formation of the Yuba Sutter Food Policy Council marks a significant step toward enhancing the region's food systems and addressing critical challenges related to food security and sustainability. Key initiatives include growing our local food production capabilities, building healthy food skills within the community, and ensuring a sustainable infrastructure that supports food rescue and recovery efforts. By focusing on these priorities, the council aims to increase access to affordable, healthy food options for all residents, ultimately fostering a more resilient and equitable food system that benefits the entire Yuba Sutter community.

Tobacco Policy Impacts - Blue Zones Project Yuba-Sutter supported the California Health Collaborative grant ($300,000) efforts for a Tobacco Retail License (TRL) campaign. Other tobacco prevention work has included development and facilitation of tobacco prevention advocacy training and facilitation.

Places - Eleven organizations (worksites, schools grocery stores and restaurants) were Blue Zones Approved.

People - Engaged with 3,486 individuals through a variety of efforts including presentations, cooking demonstrations, walking groups and purpose workshops.

Sutter Buttes Regional Land Trust (SBRLT), whose mission is to protect and maintain the natural and agricultural resources of the Sutter Buttes and the surrounding region. SBRLT supports regional strategy by promoting sustainable land use, supporting regional economic growth, and fostering environmental stewardship. By protecting critical habitats, preserving agricultural lands, and enhancing water resources, SBRLT aligns with the CEDS goals of sustainable development and resilience.

Key contributions include:

Land Conservation - In 2024 SBRLT closed five conservation easements, permanently protecting over 1,150 acres of agriculture and habitat.

DRAFT
169
Section 5, Item # 5.1
25 Agritourism Development - SBRLT leverages its conservation work to promote agritourism, drawing visitors to the region and supporting the local economy. In November 2024 the land trust successfully hosted the 7th annual California Swan Festival at Yuba College.

Natural Resource Management - Through targeted conservation efforts, SBRLT ensures long-term viability of agricultural and natural resources, critical to the region's economic base.

Resilience and Climate Adaptation - Conservation initiatives help mitigate climate risks, protect biodiversity, and preserve the region’s unique natural heritage, contributing to economic and environmental resilience.

Partnership Building - Collaborating with landowners, community stakeholders, and public agencies, SBRLT supports coordinated land management and infrastructure planning. SBRLT actively fosters impactful partnerships to advance conservation goals. These partnerships combine resources and expertise to achieve significant conservation outcomes, benefiting both natural ecosystems and local communities.

1. Waterfowl Habitat Protection Partnership - The partnership was awarded a $12.8 million grant from the Regional Conservation Partnership Program (RCPP) under USDA’s Natural Resources Conservation Service.

2. Beale Air Force Base Conservation Planning Project - Sutter Buttes Regional Land Trust is the recipient of a $250,000 capacity building grant from the California Strategic Growth Council (SGC) through the Sustainable Agricultural Lands Conservation Program (SALC) under the Department of Conservation.

3. Sacramento Region Working Lands & Open Space Group - The Sacramento Region Working Lands and Open Space Group has been selected by California Council of Land Trusts as the recipient of a 2024 Project Advancement Grant to advance the goals of Pathways to 30x30 and the Natural and Working Lands Climate Smart Strategy.

Yuba County Projects
Bikeways and Pedestrian Trails - Bikeways and pedestrian trails provide an alternative mode of transportation as well as an outdoor activity that has the added benefit of connecting people with other points of interest. In January 2013, Yuba County adopted an update to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.
2024-2025 UPDATE: County completed the Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan). The County also completed a ½ mile bike path from the Bear River Levee to Feather River Boulevard.

BICYCLE AND PEDESTRIAN MOBILITY PLAN & ½ MILE BIKE PATH COMPLETED-$300,000 (Local) Research Innovation Center - The creation of a collaborative research opportunity with Beale AFB, the US Air Force, the Yuba Water Agency, City of Wheatland, and the University of California. The facility could serve as an educational, workforce training, and advanced research hub. Initially, the workforce at the collaborative facility would consist primarily of PhD level researchers, but also development of BA level and even high school educational programs as the facility expands to its full mission. This creates a significant opportunity for the City of Wheatland and Yuba County to create an innovation center and technology node. 2024-2025 Update: A non-profit organization has been formed with initial members of the City of Wheatland and Yuba Water Agency for the purpose of developing and operating the Yuba Applied Research Center. The initial strategy plan for YARC will be developed by the board in early 2025.

Three Rivers Parkway System Development - The Three Rivers Parkway is envisioned as a multi-modal active transportation and recreation system encompassing as many as 40 miles of hiking, bike and equestrian trails and boat access along the Yuba, Feather and Bear Rivers. The northern terminus would be the Sycamore Ranch County DRAFT
170
Section 5, Item # 5.1
26 Regional Park on the Yuba River. The trail would extend along the northern bank of the Yuba River to Marysville and would connect to the Sutter County trail system over the rehabilitated former railroad trestle on the Feather River. The trail would cross the Yuba River over the SR 70 bridge and continue south along the Feather River past Star Bend boat ramp to the junction with the Bear River. It would then extend east along the Bear River and possibly Dry Creek into downtown Wheatland. Future phases may connect to the Spenceville Wilderness Area.

The River Parkway is anticipated to be a major draw for tourism in Yuba County, creating opportunities for additional lodging and restaurants, equipment rental concessions, recreational equipment sales, guide services and retail spending from visitors.
2024-2025 Update: Yuba Water Agency is leading the development of a county-wide trails master plan, which is currently underway. The master plan will be based on current plans for the Yuba County jurisdictions affected and will provide guidance on a collaborative approach for initial phases of the trail system. The plan will be completed in 2025.

City of Marysville Projects
Ellis Lake Restoration - A public works project to restore the 37‐acre Ellis Lake area (between 9th and 16th streets and from B to D streets). This park and open space are regional landmarks attracting visitors from throughout the Yuba‐Sutter area and the north state region. The lake was developed in the 1930s by the Work Progress Administration (later renamed Work Projects Administration). The intended scope of work would include a master plan for facility improvements around the lake, including parking, lighting, landscaping, and irrigation, together with water quality improvements for the lake itself.
2024-2025 UPDATE: Ellis Lake water quality has stabilized as the City engaged in an outside consultant as well as a lake management company. City staff continues to monitor the lake and use external expertise to maintain the water quality of the lake. Marysville and EDC secured a $3m grant to improve elements and add amenities to strategic locations around the lake. Project is in the design phase. The design will be influenced by the results of the master plan mentioned above. Design Phase of project is completed, and installation of added amenities and improvements will begin in 2025.

City of Yuba City Projects
Sutter Bike Path Extension - The project includes extending the existing bike path within the City right-of-way from Hooper Road to Harter Parkway and along Harter Parkway from State Route 20 to Butte House Road. 2024-2025 UPDATE: Final design and easement acquisition is complete with construction anticipated to commence and complete in 2025.

Plumas Street Historic District and Water Tower Park Improvements - The project will help transform, beautify, and connect the Plumas Street Historic District with other improvements already completed in downtown Yuba City to create a cohesive downtown area enhancing civic pride and drawing businesses and visitors to this shopping and recreation district. Project elements include improvements to the Water Tower Park lighting improvements, construction of placemaking gateway arch, and development of a "Clean and Safe Yuba City" litter abatement campaign.
2024-2025 Update: Construction of the Water Tower improvements was completed in 2023. The Center Street Lighting will be completed in early 2025. The Gateway Arch at Bridge Street, Water Tower Park improvements, and Cleanup Campaign will begin construction in late 2025.

Tactic 2 – Promote and support collaboration and shared resources for regional public safety Regional Projects
Sutter Yuba Homeless Consortium: The purpose of the Sutter Yuba Homeless Consortium (SYHC) is to connect our homeless population with programs and services that can help them overcome obstacles that are preventing permanent housing solutions for individuals and families.

DRAFT
171
Section 5, Item # 5.1
27 2024-2025 UPDATE: In January 2023, the consortium conducted a Point in Time (PIT) count of all sheltered and unsheltered people experiencing homelessness. It was determined that 963 people were experiencing homelessness, 418 in Sutter County and 545 in Yuba County. During the PIT count, it was also reported that 252 persons were “precariously housed” (Staying with friends/family or paying for a motel themselves, 105 in Sutter County and 147 in Yuba County). In January 2025, the Consortium conducted the Point In Time count and will have statistics in mid-year 2025.

In 2024, SYHC clients achieved the following:
• Shelter: 2024 saw extremely high usage rates for emergency shelter in the Sutter Yuba area with shelter capacities at 80% or higher for all months and usage up to 95% during the coldest winter months. • Housing: During 2024, 254 clients in Sutter County obtained safe and stable permanent housing and 393 clients in Yuba County obtained safe and stable permanent housing.

Yuba County Project
14FORWARD Homeless Temporary Shelter - Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, the first temporary shelter and resource center for the homeless in the region. The site includes 25 two-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing. 2024-2025 UPDATE: The Salvation Army served 253 people in 2024 at 14Forward. Shelter was offered to every young person between the ages of 18-24 who was experiencing homelessness, resulting in 19 young people receiving shelter assistance during the year. 63 people aged 55 and older were provided services at the shelter as well, with the eldest being 84 years of age. The Salvation Army continues to implement facility improvements to enhance safety and security.

Tactic 3 – Promote the role of the Yuba-Sutter Economic Development District YSEDC/YSEDD completed the 2024 annual updates in March 2024 which were submitted and approved by EDA.

All updated documents were made available on YSEDC’s website and promoted through social media platforms and email blasts. YSEDC and the CEDS committee are currently working on 2025-2029 five-year update and anticipates it will be completed March 2025.

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

Yuba County The Yuba County Office of Emergency Services (OES) coordinates all emergency management between public safety and service providers during larger-scale or complex events-- your local law, enforcement/fire department handles day-to-day calls. OES operates in four primary areas: Preparedness, Response, Recovery, and Mitigation. To help prepare the County and other organizations for emergency response, OES also provides planning and training services. During an emergency, the County uses the Standardized Emergency Management System (SEMS) and the Incident Command System (ICS) to ensure close coordination between police, fire, military personnel, medical service providers, FEMA, and other agencies.

Plans have been developed to respond to any emergency event, and those plans are constantly being updated to make sure emerging threats are included and new technology incorporated. https://www.yuba.org/Yuba%20County/Emergency%20Services/YubaCounty_EOP_ADOPTED_August-2015.pdf https://www.yuba.org/departments/emergency_services/multi-hazard_mitigation.php.

Yuba County maintains a comprehensive emergency services webpage that provides current information for disaster, flood and emergency preparedness, and resources and tools. https://www.yuba.org/departments/emergency_services/about_yuba_county_oes.php DRAFT
172
Section 5, Item # 5.1
28 Yuba County offers a youth emergency program, “We’re Not Scared! We’re Prepared!” aimed at first graders that help kids understand the big feelings that may come during an emergency, and how to prepare for an emergency.

All children receive a go-bag filled with essentials starters. Outcomes to date – 9 schools attended, 280 students reached, and 183 go-bags distributed.

Be Prepared Fair – Yuba County has hosted its “Be Prepared Fair” twice a year since 2021. The spring event is held in the foothills focusing on wildfire preparedness, and the fall event held on the valley floor focus on high water preparedness.

Sutter County The Office of Emergency Services is comprised of two divisions: Fire Services and Emergency Management. Both perform emergency planning, mitigation, and response, apply for and manage grant funds to support emergency functions, host and attend community events and training, and provide guidance to all other disaster service workers and first responders.

Sutter County maintains a comprehensive Emergency Services webpage that provides current information for disaster, flood and emergency preparedness, and resources and tools. https://www.suttercounty.org/government/county-departments/emergency-services/office-of-emergencymanagement-oem/flood-preparedness Office of Emergency Management page includes OEM Plans, Be Prepared, Emergency Events, and Recovery for businesses and residents alike.
https://www.suttercounty.org/government/county-departments/office-of-emergency-services/emergencymanagement Sutter County has recently established its first Fire Safe Council, which is comprised of public and private organizations that share a common, vested interest in wildfire prevention and loss mitigation. Fire safe councils accomplish this objective through education programs and projects such as hazardous fuel reduction efforts and homeowner training. The first fire safe councils started in the early 1990s, and there are now over 100 around the state. https://www.suttercounty.org/government/county-departments/office-of-emergency-services/fire-safecouncil#B Yuba Water Agency
Yuba Foothills Healthy Forest Project - In 2019, Cal Fire awarded $4.5 million to Yuba Water Agency and partners to fund needed forest health treatments in the Yuba County foothills. The project is a collaborative effort that includes Yuba Water Agency, the Plumas National Forest, Yuba Watershed Protection and Fire Safe Council, private timber companies and landowners. This grant is supporting significant biomass removal treatments on 5,375 acres in the Yuba County foothills, all of which are adjacent to communities with limited resources for fire risk reduction efforts, including Oregon House, Dobbins, Brownsville, Challenge, and Rackerby. These treatments will improve forest health and reduce the risk of a catastrophic wildfire within a “Project Impact Zone” that spans more than 71,000 acres and includes an estimated 2,721 structures. This project began implementation in 2020 and is now complete.

New Bullards Bar Forest Health Project - In 2023, Cal Fire awarded $7 million to Yuba Water Agency and partners to fund additional needed forest health treatments in the Yuba County foothills. The project is a collaborative effort that includes Yuba Water Agency, the Tahoe National Forest, National Forest Foundation, Bear Yuba Land Trust, private timber companies and landowners. This grant is supporting significant biomass removal treatments on 4,000 acres near New Bullards Bar Reservoir and includes an innovative approach to CEQA coverage with a new Cal VTP analysis on all 175,000 forested acres in Yuba County making the entire area closer to shovel-ready for new projects.

DRAFT
173
Section 5, Item # 5.1
29 North Yuba Forest Partnership is a diverse group of nine organizations passionate about forest health and the resilience of the North Yuba River watershed. Together, the partners are working on an unprecedented scale to collaboratively plan, analyze, finance, and implement forest restoration across 275,000 acres of the watershed. Through ecologically based thinning and prescribed fire, the partnership seeks to protect North Yuba communities from the threat of catastrophic wildfire and restore the watershed to a healthier, more resilient state. Restoration efforts are expected to take many years, if not decades to complete, with the most critical project areas targeted first, i.e., at-risk communities, emergency response, evacuation access routes and treatments to areas that have the potential to stop a wildfire from spreading. In FY 2022 $6.8 million in direct Federal funding was awarded to the North Yuba Landscape and in 2023 the Bipartisan Infrastructure Law funding (BIL) awarded a total of $130 million to the North Yuba.

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

YSEDC engaged in the following economic development activities throughout the 2023 year to support the implementation of CEDS. The following provides a summary of these activities that:
• Promote economic development and opportunity
• Support efforts to attract, maintain, promote, and expand regional industries and businesses • Maximize effective development, alignment, and use of workforce • Provide technical support and access to business and financial resources • Obtain and utilize adequate funds and other resources • Support the work of local governments in their efforts to provide sound physical infrastructure Promote Economic Development and Opportunity
Activity Time Frame

1. Implementation of the Regional Comprehensive Plan Ongoing

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

IN PROCESS

3. Collaboration and coordination with state, regional, county, and local economic efforts.
• Serve on committees and boards to provide guidance
• Provide venues for collaborative meetings
Ongoing
DRAFT
174
Section 5, Item # 5.1
30 4. Provide technical assistance to jurisdictions through technical assistance programs
• Maintain data mining tools on YSEDC site
• Provide socioeconomic, transportation, demographic, etc. data as needed
• Assist with grant research, writing, administration as needed Ongoing
Support efforts to attract, maintain, promote, and expand regional industries and businesses Activity Time Frame

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

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

3. Promote, support, and enhance agriculture-based tourism • Continue to develop Highway 65 corridor and Sports and Entertainment Zone.

Ongoing

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

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

1. Support the efforts of and collaborate with workforce development centers, community one stops, colleges and universities.
• Ensure continued partnerships with local agencies and educational institutions
Ongoing
DRAFT
175
Section 5, Item # 5.1
31 Provide technical support and access to financial resources Activity Time Frame

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

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

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

2. Continue providing information on local, state, and federal economic and infrastructure development programs
Ongoing
Support the work of local governments in their efforts to provide sound physical infrastructure Activity Time Frame

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

Ongoing
Schedule of Goals - YSEDC

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

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

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

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

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

DRAFT
176
Section 5, Item # 5.1
City Council Meeting Staff Report
Meeting Date: March 25, 2025
Subject: Bishop’s Pumpkin Farm 2024 Season Report
Prepared By: Bill Zenoni, City Manager
Recommendation: Staff recommends that the Wheatland City Council receive and provide comment on the information presented regarding the Bishop’s Pumpkin Farm 2024 Season Report.

Discussion: Bishop’s Pumpkin Farm has been in operation in Wheatland for 52 years. Bishop’s Pumpkin Farm hosts school field trips and special events and is open to the general public for approximately two months in the fall of each year. The Bishop’s Pumpkin Farm was open for the 2024 season from Saturday September 7th to Monday November 11th.

The City Council receives two reports related to this business each year – a status report on the prior year’s activities and a plan for managing traffic during the upcoming season. This report provides an overview of City activities related to the Bishop’s Pumpkin Farm for the 2024 season.

Traffic
The City Council received a report on the 2024 Traffic Management Plan for Bishop’s Pumpkin Farm on July 23, 2024. Staff also conducted a public meeting to review the proposed Traffic Management Plan on August 8, 2024. The 2024 Traffic Management Plan was similar to the 2023 plan with minor adjustments based on input gathered during the 2023 event. In addition to providing visible law enforcement presence, the traffic signal at Main Street and SR65 was adjusted to expedite the flow of traffic on Friday evenings. Traffic barrels were again utilized on Main Street. However, this year, the traffic barrels were weighted to reduce the possibility of movement by drivers. The second entrance near the high school was opened on Saturdays and Sundays beginning September 28th. The flow of traffic into and out of the Bishop’s Pumpkin Farm was managed well this year with no major issues. A plan for the upcoming season will be presented to the City Council in July.

Public Safety Support
The City Council received a report on public safety calls related to the Bishop’s Pumpkin Farm at the December 10, 2024 City Council meeting. The Wheatland Police Department assigned one Police Officer, on overtime status, to the Bishop’s Pumpkin Farm during the nine weekends of the 2024 season. Between September 7 and November 11, 2024, the Police Department responded to 71 calls for service which resulted in 42 traffic stops, issuance of 16 citations, and 5 crime reports. For the 2024 season, the City rented a golf cart for the Police Department to utilize on the Bishop’s premises to increase the visibility of the Police officers and to better be able to respond to emergency calls for service. 177
Section 5, Item # 5.2
The Wheatland Fire Authority responded to 24 calls for service, including 15 medical calls 8 public assistance requests and 1 smoke investigation.

Admission Fee Revenue
In addition to sales tax revenue generated by Bishop’s Pumpkin Farm, the City receives an Admission Fee which equals five percent of admissions collected. Of the total Admission Fee received, 60 percent is deposited to the City’s General Fund and the remaining 40 percent is deposited to a special Joint-Use Fund to be used for public projects agreed to by the City and the Bishops.

For Fiscal Year 2024-25, revenue from the Bishop’s Pumpkin Farm Admission Fee totaled $182,293.

This is an increase of $31,595 from the prior fiscal year. Of the total amount received, $109,376 (60%) was deposited to the General Fund and $72,917 (40%) was deposited to the Joint-Use Fund. The JointUse Fund has also received $1,153 in interest earnings to date this fiscal year. Expenditures to date in Fiscal Year 2024-25 total $31,811 which includes $10,000 for support of the Annual Pumpkin Weigh-Off event, $6,834 for administrative and engineering support services and $14,977 for signs, barricades and other items to assist City staff in managing activities in support of the Pumpkin Farm traffic. The balance in the Joint-Use Fund as of March 1, 2024, was $78,289.

Fiscal Impact: This is an information item only. There is no direct fiscal impact associated with this item
Attachments: None.
178
Section 5, Item # 5.2

WHEATLAND POLICE

DEPARTMENT
2024 ANNUAL REPORT
207 Main Street
Telephone (530) 633-2821
Fax (530) 633-4033 179
Section 5, Item # 5.3

TABLE OF CONTENTS
Mission Statement3
Core Values4
Message from Chief Wittmer5
Personnel Updates6
Personnel 7
New in 20248
Officer of the Year9
Chief’s Award Recipient 10
Community Support and Engagement 11-12
Training and Education 13
Patrol Stats Report 14
Part One Crime Report 15
Administrative Staff Stats Report 16
Code Enforcement Report 17
To be determined (Secret Squirrel) 18
City Manager Bill Zenoni
City Council:

Mayor Angela Teter | Vice Mayor Lisa McIntosh
Council Member Brian Abe | Council Member John Abe | Council Member Robert Coe 180
Section 5, Item # 5.3
M
I
S
S
I
O
N
S
T
A
T
E
M
E
N
T
We strive to achieve excellence while keeping Wheatland safe, placing an emphasis on enhancing the quality of life in our community. We dedicate ourselves to be consistent with the Law Enforcement Code of Ethics and our Department
Core Values.
181
Section 5, Item # 5.3
C
O
R
E
V
A
L
U
E
S
The Wheatland Police Department established a set of core values that provide a guidance for all employees in the organization to achieve a common goal.

Integrity – Hones, ethical conduct is paramount and enforced.

Professionalism – Delivering excellent, quality service to the community.

Respect – Treating everyone with dignity, both publicly and within the department. The department values decency, respect, and strong community relationships.
182
Section 5, Item # 5.3

MESSAGE FROM POLICE CHIEF WITTMER
The Mission of the Wheatland Police Department is to uphold the law with integrity, protect the community, and enhance the quality of life for all residents. We are dedicated to fostering a safe and secure environment through proactive policing, community engagement, and the establishment of trust and transparency. We strive to collaborate with community members, promote crime prevention, and ensure justice for all, while respecting the rights of every individual.

Sincerely,
Chief Brian Wittmer 183
Section 5, Item # 5.3
P
E
R
S
O
N
N
E
L
U
P
A
D
A
T
E
S
NEW HIRES:

Admin/ CCEO Britney Kimball Officer Drake Quitugua
Intern Hunter Getchel 184
Section 5, Item # 5.3
Sgt. Christopher Ellis Chief Brian Wittmer Sgt. Oscar Magana Act. Sgt. Clayton Cardoza Officer Dennis Hollar FTO Kirk Rekers FTO Joseph Campos FTO Thomas Munson Officer Drake Quitugua EO Kimberly Miller CCEO Britney Kimball Vol. Chico Perez Intern Hunter Getchel *DUTY* *HONOR* *COURAGE*
185
Section 5, Item # 5.3
NEW IN 2024
• DOG
KENNEL

UPGRADES
• STREET
RACING
COURSE
• INTERN

PROGRAM
• SFST
COURSE
• MILO
SYSTEM
• PAS

DEVICES
• LIDAR
186
Section 5, Item # 5.3
2024 OFFICER OF THE YEAR: JOSEPH CAMPOS
➢ Demonstrates strong investigative skills,
resulting in multiple arrests
➢ Participated in the Yuba-Sutter Gang Task
Force and YCSO Child Predator Operation
➢ Maintains a calm demeanor dealing with
complex individuals
➢ Team player who’s always willing to assist
fellow officers and other first responders
187
Section 5, Item # 5.3
2024 POLICE CHIEF’S AWARD:

ACTING SERGEANT CLAYTON CARDOZA
Researched and implemented improvements to RIMS
Proactively took on extra duties
His experience has made him a mentor to fellow officers Volunteers for overtime, special details, and covers others shifts Places the needs of the community and fellow officers above his own Handled significant cases and arrests, such as the Chevron Robbery (211) 188
Section 5, Item # 5.3

COMMUNITY RELATIONS AND SAFETY AWARENESS
➢ 6
th annual Safe Trick or Treat
➢ Pet Parade
➢ Little League
➢ Wheatland Elementary
➢ WUHS Graduation
➢ Christmas Parade
189
Section 5, Item # 5.3

COMMUNITY SUPPORT
➢ Yuba-Sutter Back the
Badge
➢ Bishop’s Pumpkin Farm ➢ Academy
➢ WUHS Job Fair ➢ Wheatland National Night
Out
➢ Kids Safety Presentation
190
Section 5, Item # 5.3

TRAINING & EDUCATION
➢ ARIDE ➢ ARREST AND

CONTROL
➢ BODY WORN
CAMERA
➢ CHEMPACK ➢ CPR ➢ DUI DECTTION ➢ DRAEGER ➢ EVIDENCE

MANAGEMENT
➢ FIREARMS ➢ FTO UPDATE ➢ GLOCK

ARMORER
➢ NIBRS ➢ PERISHABLE
SKILLS
➢ RANGE ➢ RECORDS

RETENTION
➢ SEARCH AND

SEIZURE
➢ TASER

INSTRUCTOR
UPDATE
➢ TRAINING

ADMINISTRATOR
➢ TRAINING

MANAGER
➢ USE OF FORCE
191
Section 5, Item # 5.3

PATROL STATS
365
318
68 51
26 669
95 24
55 34
459
287

37.2 93.8

31.6 REP ORT S ADUL T AR RESTS DUI ARR ESTS N AR COT IC AR RESTS TRAF FI C CO LL IS IO NS STATS
2023 2024 5 Yr Avg
192
Section 5, Item # 5.3

PART ONE CRIMES
0 3
0 7
9 12
4 0
1 2
15 28
19 3

0.2 2

0.8 10.2

18.6 25.2
5 HOMI CI DE RAPE RO BBERY BU RGL ARY ASSAUL TS THEF TS VEH THEF TS STATS
2023 2024 5 Yr Avg
193
Section 5, Item # 5.3

ADMINISTRATIVE STAFF REPORTS
4094
3567
359
1764
1690
252
2631.8
3087
268.4

CALL S F O R SE RVICE SEL F-I NI TI AT IVE CALL S RECO RDS REQU EST STATS
2023 2024 5 Yr Avg
194
Section 5, Item # 5.3
CODE
ENFORCEMENT • 2023 Statistics • Cases investigated: 7 • Cases Closed: 5 • Cases remaining open: 2 • AVA Tows: 13 • AVA Tags Issued: 136 • In July 2019, Wheatland Police Department took over Code Enforcement for the City of Wheatland. One part-time Code Enforcement Officer was hired to oversee, respond, enforce, and process all code violations within the City Limits. Our goal is to reach out to our community members, both private citizens and businesses in hopes of gaining voluntary compliance for all code violation complaints. • Citizens can bring forward any complaints or concerns of code violations by completing a Code Enforcement Complaint Form, those forms are available at https://www.wheatland.ca.gov/, or by stopping by the police department. Complainant names and information are confidential.
• 2024 Statistics • 34 • 32 • 2 • Not tracked • Not tracked 195
Section 5, Item # 5.3
TO BE

DETERMINED
• Secret Squirrel Stuff
196
Section 5, Item # 5.3
Wheatland Fire Authority
2024 Annual Report
197
Section 5, Item # 5.4
Mission Statement
Wheatland Fire Authority is committed to providing the
highest-level public safety services for our community.

We protect lives and property through fire suppression, emergency medical response, disaster management,
fire prevention and public education.
198
Section 5, Item # 5.4
Policy and Procedures
•Wheatland Fire Authority consistently updates and
enhances its policies and procedures through Lexipol, a company specializing in current and relevant policies,
procedures, and training. These improvements ensure
that WFA personnel can deliver the highest level of
public safety services to individuals within its jurisdiction and surrounding agencies.
199
Section 5, Item # 5.4
200
Section 5, Item # 5.4
Message from the Fire Chief
I am truly honored to still be serving as Fire Chief. WFA, like most departments across the country, faces new challenges each day to provide efficient and effective service to our residents as budgets continue to tighten. We will remain focused on our mission and our core values. WFA is an “all hazards” response agency, this includes response to fires, floods, rescue situations, building collapse, water rescue, high and low angle rescue, hazardous materials mitigation, trench rescue, confined space rescue, and emergency medical response. Our personnel consist of highly trained, caring, and compassionate professionals who place interest into our residents before their own. I am looking forward to serving as the Fire Chief for many years to come and will continue to evaluate our operations to ensure we consistently exceed the expectations of our community and residents whom we are proud to serve.
201
Section 5, Item # 5.4
WFA Calls for Service
2015 – 800 Incidents
2016 – 851 Incidents
2017 – 1,010 Incidents
2018 – 961 Incidents
2019 – 979 Incidents
2020 – 1,052 Incidents
2021 – 1,135 Incidents
2022 – 961 Incidents
2023 – 1,029 Incidents
2024 – 1,069 Incidents
10 Year History
202
Section 5, Item # 5.4
WFA Calls for Service
37%
63%
GENERAL 37%
STATION 63%

DISPATCH TONES
203
Section 5, Item # 5.4
WFA Calls for Service
Wheatland
598
Plumas Brophy
352
Mutual Aid (Sent)
119
0 100
200
300
400
500
600
700
Wheatland Plumas Brophy Mutual Aid (Sent)
Number of Calls
Area
204
Section 5, Item # 5.4
WFA Calls for Service
Medical Aid (MA) 529
Vehicle Accidents (VA)
127
Non-Structural Fires
(GF, IF, VF, OF, FW, RF,
SI) 149
Other (GL, DL, HZ,
BM, SY, AA) 47
Public Assistance (PA)
151
Structural Fires
(SF, CF) 24
False Alarm, Structural
Fire (FS) 0
Alarm Sounding (AS) 42
205
Section 5, Item # 5.4

WFA CALLS FOR SERVICE

ACTIVITY INCIDENTS SUMMARY
Total Calls 1069
Average Number of FFs per Call 4.0
Average Time per Call From Tone Out to Back In Quarters (H:M:S) 0:36:44 Average FF Time per Call Based Upon Call Times and Responding FF's 2:38:43 Number of Training Sessions 21
Total FF Hours Attending Training Sessions 804
Structure Fire (SF) Calls 11
Fire Fighters Responding 61
Average Fire Fighters Per Call 5.5
Chimney Fire (CF) Calls 1
Fire Fighters Responding 6.0
Average Fire Fighters Per Call 6
False Alarm Structure Fire (FS) Calls 0
Fire Fighters Responding 0
Average Fire Fighters Per Call 0
Alarm Sounding (AS) Calls 45
Fire Fighters Responding 190
Average Fire Fighters Per Call 4.2
TOTAL (SF + CF+ FS+AS) Calls 57
Fire Fighters Responding 257
Average Fire Fighters Per Call 4.5
206
Section 5, Item # 5.4
Name Init. 1st Q 2nd Q 3rd Q 4th Q Total
1 400 Chief. Art Paquette AP 190 211 246 187 834 36 5 / 5 4 / 4 3 / 3 2 / 2 14 / 14 Off Duty Calls 130 131 138 111 510
2 453 Adam Jones AJ 8 60 128 214 410 22 0 / 5 2 / 4 2 / 3 2 / 2 6 / 14 3 495 Colette Paquette KP 34 144 125 79 382 205 2 / 5 4 / 4 3 / 3 1 / 2 10 / 14 4 445 Shain White SW 62 62 129 113 366 30 3 / 5 4 / 4 3 / 3 2 / 2 12 / 14 5 484 Cezaar Campos CC 93 76 100 97 366 10 4 / 5 4 / 4 2 / 3 1 / 2 11 / 14 6 404 Ray Abdo RA 86 94 74 94 348 6 4 / 5 4 / 4 2 / 3 2 / 2 12 / 14 7 444 Payton DeLeon PL 69 79 95 99 342 4 5 / 5 4 / 4 3 / 3 2 / 2 14 / 14 8 494 Danelle Paquette DP 32 103 125 43 303 221 2 / 5 4 / 4 3 / 3 2 / 2 11 / 14 9 485 David Feyh DF 39 30 79 88 236 108 3 / 5 4 / 4 2 / 3 2 / 2 11 / 14 10 444 Nicholas, Nottoli NN 0 0 103 123 226 24 0 / 5 0 / 4 2 / 3 2 / 2 4 / 14 11 55 Charles, Prevdelli CP 56 44 55 51 206 130 5 / 5 4 / 4 3 / 3 2 / 2 14 / 14 12 506 David Ezell DE 0 0 87 101 188 24 0 / 5 0 / 4 2 / 3 2 / 2 4 / 14 13 443 Daniel Cook DC 44 47 47 44 182 176 5 / 5 4 / 4 3 / 3 2 / 2 14 / 14 14 451 Jacob, Reckers JR 0 0 100 70 170 22 0 / 5 0 / 4 2 / 3 2 / 2 4 / 14 15 441 Keith Hoek KO 26 45 69 26 166 16 1 / 5 0 / 4 0 / 3 0 / 2 1 / 14 16 455 Jon-Luc Neece LN 0 48 28 69 145 41 0 / 5 2 / 4 2 / 3 2 / 2 6 / 14 17 480 Devin Morris DM 23 14 45 44 126 36 1 / 5 2 / 4 1 / 3 2 / 2 6 / 14 18 446 Ethan, Wall EW 0 0 80 43 123 25 0 / 5 0 / 4 2 / 3 2 / 2 4 / 14 19 491 Anthony Banas AA 34 29 29 27 119 59 1 / 5 3 / 4 1 / 3 1 / 2 6 / 14 20 442 Emerie Pierce EP 0 7 47 47 101 21 0 / 5 0 / 4 1 / 3 2 / 2 3 / 14 21 481 Jason McJunkin JJ 21 26 14 17 78 77 3 / 5 0 / 4 1 / 3 1 / 2 5 / 14 22 482 Ryan McNay RM 0 26 32 20 78 18 0 / 5 3 / 4 0 / 3 2 / 2 5 / 14 23 99 Arty, Paquette Explorer YP 0 0 59 12 71 46 0 / 5 0 / 4 1 / 3 2 / 2 3 / 14 24 497 Haadi Shaw HS 26 44 0 0 70 1 1 / 5 2 / 4 0 / 3 0 / 2 3 / 14 25 507 Jacob, Self JS 0 0 27 34 61 18 0 / 5 0 / 4 2 / 3 0 / 2 2 / 14 26 487 Lebedev Vlad VL 14 16 23 4 57 9 4 / 5 3 / 4 1 / 3 1 / 2 9 / 14 27 77 Edan, Velez Explorer EV 0 0 26 26 52 40 0 / 5 0 / 4 1 / 3 2 / 2 3 / 14 28 499 Ryan, Bowers RB 0 0 30 16 46 13 0 / 5 0 / 4 1 / 3 2 / 2 3 / 14 29 493 Katie Crawford KC 9 12 9 0 30 2 2 / 5 2 / 4 0 / 3 0 / 2 4 / 14 30 452 Marcel Gomez MG 9 2 11 6 28 27 5 / 5 4 / 4 1 / 3 2 / 2 12 / 14 31 454 Hayden Witt HW 0 0 0 27 27 12 0 / 5 0 / 4 0 / 3 1 / 2 1 / 14 32 44 Ethan, Banks Explorer EB 0 0 5 22 27 23 0 / 5 0 / 4 0 / 3 2 / 2 2 / 14 33 55 James Parker JP 1 1 0 23 25 4 1 / 5 1 / 4 0 / 3 0 / 2 2 / 14 34 25 Payton, White Explorer PW 0 0 21 4 25 20 0 / 5 0 / 4 1 / 3 1 / 2 2 / 14 35 464 Joe TenEyck JT 3 20 0 1 24 14 2 / 5 4 / 4 0 / 3 0 / 2 6 / 14 36 486 Pedro DeLaCruz PD 14 0 3 3 20 6 1 / 5 2 / 4 0 / 3 0 / 2 3 / 14 37 447 Chad, Gustafson CG 0 0 12 5 17 8 0 / 5 0 / 4 1 / 3 2 / 2 3 / 14 38 474 Hayden, Stotz HZ 0 0 2 12 14 2 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 39 54 Tyler, Rivers Explorer TR 0 0 14 0 14 10 0 / 5 0 / 4 1 / 3 0 / 2 1 / 14 40 55 Isla IG 0 0 0 14 14 10 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 41 33 Clayton, McGrann Explorer CM 0 0 9 1 10 8 0 / 5 0 / 4 0 / 3 1 / 2 1 / 14 42 22 Juliet, Wisdom Explorer JW 0 0 10 0 10 10 0 / 5 0 / 4 1 / 3 1 / 2 2 / 14 43 88 Brooklyn, Wells Explorer BW 0 0 4 2 6 6 0 / 5 0 / 4 0 / 3 1 / 2 1 / 14 44 11 Ellie, Patchett Explorer ET 0 0 3 0 3 3 0 / 5 0 / 4 2 / 3 0 / 2 2 / 14 45 66 Tyler, Spuehler Explorer TS 0 0 1 0 1 0 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 46 24 Noah Raquel NR 0 0 0 0 0 0 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 47 20 Peyton Reynolds PR 0 0 0 0 0 0 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 48 488 Brandon O Callayhan BO 0 0 0 0 0 0 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 49 19 Landon Luna LL 0 0 0 0 0 0 0 / 5 0 / 4 0 / 3 0 / 2 0 / 14 Number of Calls Responded To Number of Training Sessions Attended No. 1st Q 2nd Q 3rd Q 4th Q Total
207
Section 5, Item # 5.4
Training and Education
•To uphold the highest standards of public
safety, WFA is committed to rigorous training
that prepares firefighters for the everchanging challenges of “All Hazards Fire Service.” Our firefighters consistently meet
all certification and licensing requirements
set by local, state, and federal agencies
through dedicated coursework and training
hours.
208
Section 5, Item # 5.4
Training and Education
In addition to standard Firefighting and Emergency Medical Services, Wheatland Fire Authority personnel are trained in multiple hazard and rescue disciplines. WFA has Firefighters trained in the following:
• Swift Water Rescue - Technician Level
• Static Water Rescue- Jet Skis
• Trench Rescue – Technician Level
• High Angle Rope Rescue – Technician Level
• Rope Rescue – Operation Level
• Confined Space Rescue
• Hazardous Materials
209
Section 5, Item # 5.4
Training and Education
All WFA Firefighters are trained in Emergency Medical Services. 10 Firefighters are Emergency Medical Technicians, and the remaining are trained Emergency Medical Responders. WFA EMTs are also trained in Optional Scope Skills. Including:
• Epinephrine Auto Injectors
• Narcan (naloxone) administration
• Blood Glucose Monitoring (Glucometer)
• Advanced Airway Adjuncts (i.e. King Tube, I-Gel)
210
Section 5, Item # 5.4

COMMUNITY RELATIONS
• Country Care-land
• Virginia School
• Wheatland Pre-School
• Home Schools
• Fire Station Tours
• Boy & Girl Scouts
• Cub Scouts
• Pet Parade
• National Night Out
• Front Street Fair
• Santa Parade
211
Section 5, Item # 5.4
Community Relations
212
Section 5, Item # 5.4
WFA

RECRUITMENT
•[email protected]
•WFA Website 213
Section 5, Item # 5.4

CODE ENFORCEMENT
Code enforcement plays a critical role in preventing fires and minimizing the risk of damage to property and loss of life. By ensuring that buildings and structures meet established fire safety standards, the WFA can help to ensure the safety of the public and first responders who may be called upon to respond to an emergency.
214
Section 5, Item # 5.4

WFA STATIONS REPAIRS & UPGRADES
STATION 3 UPGRADES NEW GYM
215
Section 5, Item # 5.4

WFA STATIONS REPAIRS & UPGRADES
STATION 2 UPGRADES NEW BUILDING
216
Section 5, Item # 5.4

WFA STATIONS REPAIRS & UPGRADES
STATION 1 UPGRADES NEW PAINTJOB
217
Section 5, Item # 5.4

WFA STATIONS REPAIRS & UPGRADES

EQUIPMENT MAINTENANCE
218
Section 5, Item # 5.4
CEZAR
CAMPOS

SHAIN WHITE

SEASONALS
219
Section 5, Item # 5.4

APPRECIATION AWARD
Ray Abdo
Payton DeLeon
220
Section 5, Item # 5.4
Above & Beyond
Charles Prevedelli
David Feyh
221
Section 5, Item # 5.4
Above & Beyond
Cezar Campos
Adam Jones
222
Section 5, Item # 5.4
Above & Beyond
Keith Hoek
Shain White
223
Section 5, Item # 5.4
Top Training of the Year
100%
Dan Cook
Charles Prevedelli
224
Section 5, Item # 5.4
Top Responder
of the Year
Firefighter
Colette Paquette
Responded to
382 out of 1069
incidents
225
Section 5, Item # 5.4
Firefighter of the Year

DAN COOK
226
Section 5, Item # 5.4