Yuba City City Council
April 5, 2022

SPECIAL NOTICE
Precautions to Address COVID-19 will apply to this meeting.

APRIL 5, 2022

REGULAR MEETING OF THE CITY COUNCIL
The Governor has declared a State of Emergency to exist in California as a result of the threat of COVID-19 (aka the “Coronavirus”). While the Governor recently issued Executive Orders N07-21, which lifted certain orders and associated restrictions, there are still public health guidance’s in place. The City is providing multiple alternatives to viewing Council meetings and providing comments on items on the agenda, including:
 Web Conference: The meeting will be conducted live over the internet by PC or Smartphone. Members of the public can join the web-based virtual meeting. (See instructions, below.)
 Email: You can email comments to [email protected] any time before the meeting, or before the hearing is closed on the agenda item, and your comments will be read aloud. Please identify the Agenda item you wish to address in your comments.  Public Attendance: Due to COVID-19, residents are encouraged to attend the City Council meeting via web conference or submit comments by email. Consistent with public health guidelines for social distancing, seating is available in the Council Chamber. A facial covering will be available upon request by any attendee. Comments may be made from the Council Chamber podium. Please participate via web conference or email if you are ill or have been exposed to COVID-19.

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Yuba City Council Meeting – 4/5/2022
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AGENDA
APRIL 5, 2022

REGULAR MEETING

CITY COUNCIL

CITY OF YUBA CITY
5:00 P.M. CLOSED SESSION:

SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING

COUNCIL CHAMBERS/VIRTUAL
MAYOR ● Dave Shaw
VICE MAYOR ● Wade Kirchner
COUNCILMEMBER ● Marc Boomgaarden
COUNCILMEMBER ● Grace Espindola
COUNCILMEMBER ● Shon Harris
CITY MANAGER ● Diana Langley
CITY ATTORNEY ● Shannon L. Chaffin
1201 Civic Center Blvd
Yuba City CA 95993
Wheelchair Accessible

If you need assistance in order to attend the City Council meeting, or if you require auxiliary aids or services, e.g., hearing aids or signing services to make a presentation to the City Council, the City is happy to assist you. Please contact City offices at (530) 822-4817 at least 72 hours in advance so such aids or services can be arranged. City Hall TTY: 530-822-4732

AGENDA

REGULAR MEETING

CITY COUNCIL - CITY OF YUBA CITY
APRIL 5, 2022
5:00 P.M. CLOSED SESSION:

SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING

COUNCIL CHAMBERS/VIRTUAL
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s office at 1201 Civic Center Blvd., Yuba City, during normal business hours. Such documents are also available on the City of Yuba City’s website at www.yubacity.net, subject to staff’s availability to post the documents before the meeting.

Public Comment:

Any member of the public wishing to address the City Council on any item listed on the closed session agenda will have an opportunity to present testimony to the City Council in the Council Chamber prior to the City Council convening into closed session. Comments from the public will be limited to three minutes. No member of the public will be allowed to be present once the City Council convenes into closed session.

Closed Session
A. Confer with Real Property Negotiator (Government Code 54956.8) Property: Public Utility Easement on APN 23-110-007 located on the east side of Garden Highway at Stewart Road, 2700 Garden Highway, Yuba City, California 95991 Negotiator: Diana Langley, City Manager
Negotiating parties: Michael Dennis Netherby and Ann Shealy Netherby Under negotiation: Price and terms of payment
B. Conference with Labor Negotiators (Pursuant to Government Code, Section 54957.6.) Agency designated representatives: Diana Langley, City Manager, Natalie Springer, Human Resources Director, Brad McIntire, Community Services Director, Spencer Morrison, Finance Director, Ben Moody, Public Works and Development Services Director, Brian Baker, Police Chief, Jesse Alexander, Fire Chief, Michael Jarvis, LCS Employee organizations: Yuba City Police Officers; Police Sergeants; Yuba City Firefighters Local 3793; Yuba City Fire Management; First Level Managers, Mid Managers, Police Sworn Mid Managers; and Public Employees Local No. 1 Unrepresented employees: Confidential Employees, Executive Services Employees C. Threats to Public Services or Facilities (Pursuant to Government Code section 54957(a).) Consultation with: Director of Finance/IT; Police Chief, City Manager, and City Attorney Regular Meeting
Call to Order

Roll Call
__ Mayor Shaw
__ Vice Mayor Kirchner
__ Councilmember Boomgaarden
__ Councilmember Espindola
__ Councilmember Harris
Invocation/Inspiration
Pledge of Allegiance to the Flag
City Attorney's Report on Closed Session Items, City Attorney Shannon Chaffin Agenda Modifications/Approval of Agenda
Ceremonial Presentations

1. Women's History Month Spotlight

2. Valley Truck and Tractor Proclamation

3. Community College Month, Honoring Yuba College Proclamation

4. Feather River West Levee Financing Authority Proposed Assessment Presentation

5. Feathers to Farms Program Presentation
Public Communication

6. Appearance of Interested Citizens
You are welcome and encouraged to participate in this meeting. Public comment is taken on items listed on the agenda when they are called. Public comment on items not listed on the agenda will be considered at this time. Comments on controversial items may be limited and large groups are encouraged to select representatives to express the opinions of the group. ● For Items on the Agenda
Public comments on items on the agenda are taken during Council’s consideration of each agenda item. If you wish to comment on any item appearing on the agenda, please note the number of the agenda item about which you wish to comment. If you wish to comment on more than one item, please send an email for each item. ● Items not listed on the Agenda
Public comments on items not listed on the agenda will be considered at this time.

Members of the public submitting written requests at least 24 hours prior to the meeting will normally be allotted 5 minutes to comment. In addition to written comments, the public is welcome to submit a video presentation in electronic format to be played during public comment or during the hearing item. Due to COVID-19 staffing limitations, formatting, and video streaming related issues, presentations must be submitted to the City Clerk no later than 5:00 p.m. the day before the meeting to ensure the presentation is available for streaming at the time the Agenda item is called. Presentations submitted after 5:00 p.m. the day before the meeting may not be available to be streamed at the meeting.

Consent Calendar
All matters listed under Consent Calendar are considered to be routine and can be enacted in one motion. There will be no separate discussion of these items prior to the time that Council votes on the motion unless members of the City Council, staff or public request specific items

to be discussed or removed from the Consent Calendar for individual action.

7. State Route 20 Corridor Improvements Project – Phase 2 Recommendation: Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption for the State Route 20 Corridor Improvements
Project – Phase 2, approving the plans and specifications, and authorizing advertisement for bids on the Project, pending receipt of a Caltrans encroachment permit

8. Presentation of Investment Report - Quarter Ended December 31, 2021 Recommendation: Note and File Quarterly Investment Report

9. Cybersecurity Projects
Recommendation: A. Authorize the City Manager to utilize ARPA/H.R. 1319, American Rescue Plan Act 2021, funds on cybersecurity
projects
B. Authorize the Finance Director to transfer $400,000 from fund 236, ARPA of 2021, to fund 301, CIP-General Fund
Projects
C. Approve supplemental appropriations to account 901292- 65501, Citywide IT System Modernization, in the amount of $400,000

10. Wastewater Treatment Facility Chlorine Building HVAC Improvements Project (Plans & Specifications)
Recommendation: Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption for the Wastewater Treatment Facility Chlorine Building HVAC Improvements Project, approving the plans and specifications, and authorizing advertisement for bids on the project

11. Proposition 1 Integrated Regional Water Management Round 1 Grant Projects Recommendation: Adopt a Resolution which takes the following actions:

A. Approves a Professional Services Justification and awards a Professional Services Agreement to West Yost & Associates, Inc. of Davis, CA in the amount of $180,093 for development of plans and specifications, required permit applications, and other services for the City’s two Proposition 1 Integrated Regional Water Management Round 1 Grant Projects: Project 4 North Gilsizer Detention Basin Improvements Project and Project 5 Lincoln Road Trash Capture Device in Gilsizer Slough Project with a finding that it is in the best interest of the City B. Authorizes the City Manager to execute the Professional Services Agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney

12. Public Works Engineering Personnel Changes
Recommendation: A. Adopt a Resolution (i) reclassifying a vacant Senior Engineer position to one (1) additional Deputy Public Works Director –

Engineering position within the Public Works Department and (ii) authorizing the Finance Director to amend the salary schedule to reflect upward compensation adjustments of
approximately 12% for the classification
B. Authorize the Finance Director to make budget adjustments as necessary

13. Biennial Review of the City of Yuba City Conflict of Interest Code Recommendation: Adopt a Resolution Amending the City of Yuba City Conflict of Interest Code and list of Designated Positions
Business Items

14. Yuba-Sutter Economic Development District
2020 CEDS Appendices 1, IV, V updates and 2021 CEDS Annual Performance and Evaluation
Recommendation: Adopt a Resolution approving the 2021 comprehensive Economic Development Strategy Annual Performance Report and updates to Appendices I, IV, & V as prepared by the YubaSutter Economic Development Corporation and the Comprehensive Economic Development Strategy

15. Transfer and Indemnification Agreement Between the City of Yuba City and Sutter Butte Flood Control Agency
Recommendation: Adopt a Resolution authorizing the Mayor to execute a Transfer and Indemnification Agreement Between the City of Yuba City and Sutter Butte Flood Control Agency (SBFCA) to transfer $1,700,000 of Levee Impact Fees from the City to SBFCA, subject to modifications by the City Manager upon approval of the City Attorney as to legal form
Future Agenda Items

16. Future Agenda Items
- Councilmember Boomgaarden
- Councilmember Espindola
- Councilmember Harris
- Vice Mayor Kirchner
- Mayor Shaw
Reports and Communications
The following reports and communication items are provided for the Council’s information. No action can be taken on items under this section unless the Council agrees to include it on a subsequent agenda

17. City Manager's Report

18. City Council Reports
- Councilmember Boomgaarden
- Councilmember Espindola

- Councilmember Harris
- Vice Mayor Kirchner
- Mayor Shaw
Adjournment

Women’s History Month Spotlight
During the month of March, five women were recognized on Yuba City’s Facebook page.

Thank you for all of your contribution and countless hours giving back to our community, you are outstanding Leaders in our community!
Lynn Haile Accounting Manager, City of Yuba City Finance Department
Cynthia Rachel Advocate/Community Volunteer
Cindy Applegarth Business Owner – Don’s Furniture
Coleen Morris Business Owner – Sutter Buttes business Services Leakena Arredondo Associate Marriage and Family Therapist Youth for Change Full Service Partnership

Proclamation
of the City Council
Valley Truck and Tractor
72 years of Business
WHEREAS, in 1948 Henry Miller Senior originally established a Northern California retailer of ag machinery as an International Harvester dealership and founded Valley Truck & Tractor; and WHEREAS, in 1985 they were bought out by Case Management, which led the Miller Family to acquire the local John Deere dealership here in Yuba City & Robbins and; WHEREAS, from 2000-2012, they acquired John Deere dealerships in Woodland, Dixon, Chico, Gridley, Willows, Colusa and they established a store in Elk Grove as well as establishing their Corporate Headquarters here in Yuba City on Stabler Lane. This expansion into the Sacramento Valley was key to the success of their business and to Northern California; and WHEREAS, Valley Truck & Tractor’s vision statement “Valley Truck & Tractor Co aspires to be the premier agricultural, turf and commercial dealer”. They have proven this by being named Farm Equipment’s 2017 Dealership of the year!; and
WHEREAS, there are many challenges in the agricultural business, especially in California, Valley Truck & Tractor stood the test of time delivering quality equipment, service and parts to the region’s farming industry. Relationships with their customers was always a top priority; and WHEREAS, Valley Truck & Tractor’s ownership group of John Miller, Henry Miller Jr. and Sam Miller has operated a business that employed numerous Yuba City residents and consistently contributed to the local economy as well as charitable organizations and cause; and WHEREAS, in December 2021 Valley Truck & Tractor sold their business after a long and always profitable 72 years of existence. Congratulations on your business model, the numerous locations throughout Northern California and having built a successful company that services the region that keeps America alive. #ThankaFarmer #Farmerstrong
NOW, THEREFORE, BE IT RESOLVED, that I, Dave Shaw, Mayor of the City of Yuba City and on behalf of our entire City Council, do hereby congratulate Valley Truck and Tractor for their successful business of 72 years and their contribution to the economic growth and prosperity in Yuba City.

Done on this 5th day of April 2022 at the City of Yuba City, County of Sutter, State of California.

Proclamation
of the City Council

HONORING YUBA COLLEGE
APRIL 2022 AS COMMUNITY COLLEGE MONTH
WHEREAS, The California Community Colleges, the largest system of higher education in the country with 2,100,000 students, are an essential resource for the State of California, its people, its economy, and the richness and accessibility of American higher education; and
WHEREAS, nearly half of all undergraduate college students in the Nation today are enrolled in community colleges: and The California Community Colleges provide excellent educational offerings for student wishing to transfer to the California State University, the University of California, and independent colleges and universities; and WHEREAS, community colleges provide higher education to all students including those with the fewest resources and greatest risks, and The California Community Colleges serve the state in 114 communities and online with innovative programs as 65 percent of jobs in the United States required some type of college credential or degree; and WHEREAS, by providing educational opportunities at costs and locations accessible to all who are qualified, community colleges have greatly enhanced the opportunity for every ambitious student, young or old, to enter a postsecondary education program. As a community-based institution, Yuba College responds to the diverse educational, cultural, and economic needs of our community by promoting individual potential through effective teaching and learning in an inclusive environment; and
WHEREAS, this community is served well by Yuba College. During the 2020-2021 Academic Year, Yuba College served 7,082 students and granted 813 degrees and 170 certificates; and
WHEREAS, Yuba College is commended for continuing to serve students during the pandemic.

NOW, THEREFORE BE IT RESOLVED, that I, Dave Shaw, Mayor of the City of Yuba City and on behalf of our entire City Council, do hereby recognize and commend Yuba College for its outstanding contributions to Yuba City and proclaim April 2022 as California Community College Month in the City of Yuba City and encourage the community to recognize the thousands of students who attend Yuba College and the dedicated faculty and staff who serve them.

Done on this 5th day of April 2022 at the City of Yuba City, County of Sutter, State of California.

Feather River West Levee Financing
Authority (FRWLFA)
The Feather River West Levee Financing Authority (FRWLFA), a joint powers agency of Levee District 1, Levee District 9 and Sutter County, is responsible for financing Feather River levee operations and maintenance. FRLFA is proposing an Operations and Maintenance Assessment to adequately fund required operations and maintenance activities for these levees that protect approximately 25,000 properties in Sutter County.

HDR’s project team will present a 15 minute overview of the proposed assessment and answer any questions. The quality of the levee system is critical to the health and well-being of our community.

Presenting:
 Mike Inamine – HDR (Engineering Firm) Project Manager  Drew Stresser – LD 1/LD 9 (Levee Districts) General Manager Here is the link to HDR’s – WEBSITE
HDR
2379 Gateway Oaks Drive
Suite 200
Sacramento, CA 95833-4240
916-679-8700

Feathers to Farm
Presentation to be presented the
night of the Council meeting.

BY: MEGAN ANDERSON

ANIMAL SERVICES MANAGER

CITY OF YUBA CITY
Public Communication
Members of the public may address the City Council on items of interest that are within the City’s jurisdiction. Individuals addressing general comments are encouraged to limit their statements.

Due to COVID-19, residents are encouraged to attend the City Council meeting via web conference or submit comments by email. Consistent with public health guidelines for social distancing, seating is available in the Council Chamber. A facial covering will be available upon request by any attendee. Comments may be made from the Council Chamber podium. Please participate via web conference or email if you are ill or have been exposed to COVID-19.

Procedure
Complete a Speaker Card located in the lobby and give to the Clerk, or Email the City Clerk at [email protected] any time before the meeting but no later than the close of the specific agenda item or before the close of the public hearing. When a matter is announced, wait to be recognized by the Mayor or if by email the City Clerk will provide your comments to the Mayor.

Comment should begin by providing your name and place of residence. A three minute limit is requested when addressing Council.
 For Items on the Agenda
Public comments on items on the agenda are taken during Council’s consideration of each agenda item during the public comment portion. If you wish to comment on any item appearing on the agenda, please note the number of the agenda item about which you wish to comment. If you wish to speak on more than one item, please fill out a separate card for each item.  Items not listed on the Agenda
Public comments on items not listed on the agenda will be considered at this time. Members of the public submitting written requests at least 24 hours prior to the meeting will normally be allotted 5 minutes to comment. In addition to written comments, the public is welcome to submit a video presentation in electronic format to be played during public comment or during the hearing item. Due to COVID-19 staffing limitations, formatting, and video streaming related issues, presentations must be submitted to the City Clerk no later than 5:00 p.m. the day before the meeting to ensure the presentation is available for streaming at the time the Agenda item is called. Presentations submitted after 5:00 p.m. the day before the meeting may not be available to be streamed at the meeting.

Request for additional time to address Council
Members of the public submitting written requests at least 24 hours prior to the meeting will normally be allotted 5 minutes to speak.

Procedure
When requesting to comment, please indicate your name and the topic and mail to:

City of Yuba City
Attn: City Clerk
1201 Civic Center Blvd
Yuba City CA 95993
Or email to:

Jackie Sillman, City Clerk
[email protected]

Agenda Item 7

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: State Route 20 Corridor Improvements Project – Phase 2 Recommendation: Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption for the State Route 20 Corridor Improvements Project – Phase 2, approving the plans and specifications, and authorizing advertisement for bids on the Project, pending receipt of a Caltrans encroachment permit
Fiscal Impact: $135,000 – Account No. 1254 (State Route 20 Corridor Improvements) $100,000 – Community Design Program Grant (SACOG)
$ 35,000 – TDA Fund
Purpose:

Revitalize and improve the State Route 20 (SR20) corridor with streets improvements between State Route 99 and Feather River.

Council’s Strategic Goal:

This project addresses City Council’s Strategic Goal of improving the City’s Infrastructure.

Background:

The City’s Highway 20 Better Street Design Guide and the Highway 20 Gateway & Streetscape Master Plan aim to create designs and guidelines for the enhancement of the SR20 corridor. The documents analyze existing physical conditions of the SR20 corridor, provide guidelines, and propose improvements to enhance vehicular and pedestrian circulation, provide streetscapes that are safe, visible and accessible to all users, and foster economic development to improve the business climate.

In 2017, the City leveraged the Highway 20 Gateway & Streetscape Master Plan to access Sacramento Area Council of Governments (SACOG) funding for proposed improvements to the median on SR20 between Clark Ave and Stafford Way. The improvements included hardscaping, landscaping, and irrigation work and serve as the design template for future median improvements along the SR20 corridor.

On June 19, 2018, the City submitted an application letter to the SACOG applying for the Community Design Program (Round 8) non-competitive Category 3 funds, for continued enhancements to the

SR20 corridor. In the application, staff proposed to design and construct improvements to the SR20 corridor in accordance with the City’s Highway 20 Better Street Design Guide, Highway 20 Gateway & Streetscape Master Plan, and Caltrans requirements.

On April 2, 2019, Council authorized the City Manager to execute the required Memorandum of Understanding (MOU) with SACOG in order to access the $100,000 in grant funds. The MOU requires the City to pledge a required minimum 10% local match. On April 4, 2019, the City entered into the MOU with SACOG. These SACOG grant funds must be utilized for the design and construction of SR20 corridor improvements.

Analysis:

On December 15, 2020, per Council’s request, staff proposed three options for SR20 corridor improvements that fall within the programmed grant funding requirements and the Highway 20 Gateway & Streetscape Master Plan. Council selected the following option:
 Construct parkway strips on the north/south sides of SR20 from Stafford Way to Clark Ave.

Parkway strips will match the recent improvements made to the median between Clark Avenue and Stafford Way and will include plantings of grasses and medium trees, irrigation system and hardscaping (decomposed granite and cobble) (Exhibit A).

Staff contracted with Melton Design Group of Chico, CA, to complete the Plans and Specifications for the improvements. The project is in Caltrans right of way (ROW) and as such, requires an encroachment permit and coordination with multiple Caltrans departments including their ADA, Traffic, and Signal departments.

Upon coordination with Caltrans, staff has learned that the following items within the project limits will need to be replaced and relocated as a condition to the encroachment permit:
 Caltrans traffic signal poles, conduits, and electrical boxes  ADA-Compliant ramps
Due to the Caltrans requirements listed above, and the current bidding environment and material shortages, staff estimates the project cost will exceed $750,000, a substantial increase over the original $135,000 estimate, and delay the project significantly. Staff proposes modifications to the Council selected option to stay within the original budget and accelerate the encroachment permit process to avoid project delays:
 Delete parkway strip work on the south-side
 Delete landscaping and irrigation work
 Relocate north-side limits of the project to the curb returns (prior to the ADA-ramps) at Stafford and Clark to avoid Caltrans traffic signal poles, conduits, electrical boxes, and ADA-ramps New sidewalk and hardscaping (decomposed granite only) will remain in the project scope on the northside (Exhibit B).

With Council’s approval of the plans and specifications and authorization to advertise for bids, staff proposes the following schedule:

Caltrans Encroachment Permit Process: April 2022 - June 2022 Advertise for bid: June 2022

Open bids: June 2022
Award contract: July 2022
Start of construction: August 2022
Complete construction: September 2022
The plans and specifications for the project are on file in the Public Works Department at City Hall and at www.yubacity.net/publicworksplans for review. The City’s Public Works Department will perform construction management and inspection.

Fiscal Impact:

To date, staff has encumbered approximately $31,500 for design and staff time. Construction of the reduced scope is estimated to be approximately $100,000, including a 10% contingency, for a total cost of approximately $131,500, which is more in line with the original budget. Funding will be through existing CIP Account No. 1254 (State Route 20 Corridor Improvements), which has an approximate balance of $226,000 broken down as follows: $91,000 General Fund, $35,000 TDA Fund, and $100,000 Community Design Program Grant. The SACOG grant provides $100,000 in non-competitive category 3 funding with a required 10% City match (minimum).

Environmental:

The City has prepared a preliminary environmental assessment of this project and the City Council determines that it falls within the Categorical Exemption set forth in CEQA Guidelines section 15301, which exempts the operation, repair, or minor alteration of existing public facilities involving negligible or no expansion of former use, and which is applicable as the project proposes reconstruction of the former/existing parkway strips along SR20 resulting in negligible or no expansion of use beyond that existing at the time of determination. In addition, work does not involve removal of healthy, mature, scenic trees (15304(b)).

Alternatives:

1. Do not approve the revised project scope and provide direction on an alternative project scope.

2. Direct staff to proceed with Council’s original preferred scope, recognizing that this will required a large local fund contribution.

Delaying the project may jeopardize SACOG funding.

Recommendation:

Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption for the State Route 20 Corridor Improvements Project – Phase 2, approving the plans and specifications, and authorizing advertisement for bids on the Project, pending receipt of a Caltrans encroachment permit.

Attachments:

1. Resolution - State Route 20 Corridor Improvements Project – Phase 2

2. Original Scope

3. Proposed Scope
Prepared By: Submitted By:

Nick Menezes
Assistant Engineer
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY ADOPTING A CEQA CLASS 1 CATEGORICAL EXEMPTION FOR THE STATE ROUTE 20 CORRIDOR IMPROVEMENTS PROJECT - PHASE 2, APPROVING

THE PLANS AND SPECIFICATIONS, AND AUTHORIZING ADVERTISEMENT

FOR BIDS ON THE PROJECT
WHEREAS, the Public Works Department intends to solicit bids for construction of the State Route 20 Corridor Improvements Project – Phase 2.

NOW, THEREFORE, be it resolved and ordered by the City Council of Yuba City as follows:

1. The City has prepared a preliminary environmental assessment of this project and the City Council determines that it falls within the Categorical Exemption set forth in CEQA Guidelines section 15301, which exempts the operation, repair, or minor alteration of existing public facilities involving negligible or no expansion of former use, and which is applicable as the project proposes reconstruction of the former/existing parkway strips along SR20 resulting in negligible or no expansion of use beyond that existing at the time of determination. In addition, work does not involve removal of healthy, mature, scenic trees (15304(b)).

2. The plans and specifications for the State Route 20 Corridor Improvements Project – Phase 2 be approved.

3. The Public Works Department is hereby authorized and directed to advertise for bids for the State Route 20 Corridor Improvements Project – Phase 2, pending Caltrans encroachment permit.

The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 5th day of April, 2022.

AYES:

NOES:

ABSENT:

Dave Shaw, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

ATTACHMENT 2

ORIGINAL APPROVED SCOPE
SR-20
Stafford Way
Clark Ave

ATTACHMENT 3

PROPOSED REVISED SCOPE
SR-20
Stafford Way
Clark Ave

Agenda Item 8

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Finance/IT Department
Presentation By: Spencer Morrison, Finance Director
Summary
Subject: Presentation of Investment Report - Quarter Ended December 31, 2021 Recommendation: Note and File Quarterly Investment Report Fiscal Impact: Informational item only
Purpose:

To provide information regarding the investment of City funds.

Council's Strategic Goal:

This item addresses City Council's Strategic Goal of fiscal responsibility.

Background:

In accordance with the City’s adopted Investment Policies, staff prepared the attached investment report for City Council review for the previous quarter (October, November, and December, 2021).

Analysis:

Portfolio Highlights:
 As of December 31, 2021, the City's overall investment portfolio (estimated market value) totaled $124,732,870, a decrease of $3,291,490 from the previous quarter.  Notable transactions during the quarter that affected cash flow included:
o Oroville Wildlife Area and other Flood Control proceeds, $2.1 million; o SBFCA project expenditures, $1.7 million
o Smart Water SRF Loan proceeds, $4.3 million;
o Sales tax receipts, $4.7 million;
 The portfolio shows a “paper loss” of $302,605 as of December 31st. This represents the amount of value that the City would gain if it were to liquidate its entire portfolio at the end of the reporting period. However, such gains will not be realized if the investments are held until maturity (which is the City’s general investment strategy).  The City’s portfolio continues to collect lower yields by replacing each maturing bond in this

weakening financial market, dropping the overall portfolio yield compared to past quarters. The portfolio remains positioned for large cash flow needs and is positioned well for future declining rates by keeping the maturity dates of our purchases to a more neutral position, currently 0.96 weighted average years to maturity, while remaining watchful for signs of an economic shift.

For the quarter ended 12/31/21, four investments matured or sold with an average yield of

2.07%. The funds were re-invested in 11 instruments with an average yield of 0.89%. The Weighted Average Yield to Maturity of the City’s total investment portfolio decreased from

0.81% to 0.74% for the quarter.
 The City’s cash flow needs will be met by roughly $65.3 million in liquid assets as of December 31st (approximately 53.9% of the City Held Investments portfolio value) that is currently invested in LAIF, CAMP, Dreyfus money management funds, and in the City’s Wells Fargo checking account.

Outlook:

Record high COVID-19 cases due to the Omicron variant, rapidly increasing inflation, depressed consumer confidence and imminent Fed rate hikes set the tone for the quarter. Moderate growth is still anticipated amid persistent damage to supply chains interrupting production and distribution of goods and continued labor supply issues offset by more normal household income and savings trends and normalizing of fiscal and monetary policies. Anticipate more Treasuries and high-quality asset-backed securities coming into the portfolio when opportunities to buy arise.

Summary Overview:

The City’s investment portfolio continues to remain safe and stable. Each investment continues to be in compliance with state law and the City’s formal Investment Policies. Our three primary objectives for the City’s portfolio are safety, liquidity, and then yield. With this in mind, staff continues to conservatively look for opportunities in today’s marketplace while remaining focused on our primary objectives.

Fiscal Impact:

Informational item only.

Recommendation:

Note and file the Quarterly Investment Report for the period ending December 31, 2021.

Attachments:

1. 2Q22 Investment Report
Prepared By: Submitted By:

Spencer Morrison
City Treasurer
Spencer Morrison
City Treasurer

ATTACHMENT 1

City of Yuba City
Treasurer’s Quarterly
Investment Report
AS PRESCRIBED BY CALIFORNIA GOVERNMENT CODE SECTION 53646 December 31, 2021

City of Yuba City – Month-By-Month Comparison Report
December 31, 2021
The following table provides a comparison of the portfolio for the quarter ended December 2021, and the previous quarters ended March, June, and September, 2021.

Portfolio Comparison
3/31/2021 6/30/2021 9/30/2021 12/31/2021
Cost Basis $118,308,579 $139,319,842 $127,635,408 $125,035,475Estimated Market Value 119,083,399 139,942,004 128,024,360 124,732,870 Unrealized Gains/(Losses) (1) 774,820 622,162 388,952 (302,605) Liquidity 51.80% 59.13% 54.35% 53.85% Weighted Average Years: Maturity of City Held Funds 1.15 years 0.98 years 1.12 years 0.96 years LAIF Interest Rate 0.440% 0.440% 0.330% 0.230% CAMP Interest Rate 0.080% 0.050% 0.050% 0.050% Portfolio: Weighted Average Yield to Maturity at Market 1.04% 0.89% 0.81% 0.74% CPI (Annualized) 2.6% 5.4% 5.4% 7.0% Note: (1) This represents the amount of money that the City would gain (or lose) if it were to liquidate its entire portfolio at the end of the reporting period. However, such gains (or losses) will not be realized if the investments are held until maturity (which is the City’s historical investment strategy).

City of Yuba City – Quarterly Investment Report
December 31, 2021
Federal Home Ln Mtg
1%
Federal Home Loan Bank
4% Federal Natl Mtg Assn
3%
Federal Farm Credit Bank
4%
US Treasury Notes
18%
City Held Assessment
Districts
2%
Corporate Bonds & Asset‐
Backed Sec.
12%
California Asset Mgmt Program
0%
Local Agency Investment
Fund
46%
Certificates of Deposit
2%
Cash/Money Market
8%
Supranationals
0%
Composition of City Held Investments

City of Yuba City – Quarterly Investment Report
December 31, 2021
$‐
$10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00
In Millions
City Held Investment Portfolio Maturity Distribution
Cash Equiv 0‐6 Months 6‐12 Months 1‐3 Years 3+ Years

53.9%

29.0%

2.4% 8.4%

6.3%

City of Yuba City
Monthly Investment Statement
City Held Investments
CUSIP Maturity Coupon Yield Estimated Unrealized
No. Description of Security NO. Date Rate to Maturity Cost Basis Market Value Gain/(Loss) U.S. Consumer Price Index (Inflation) 12/31/21 7.000%
1 Local Agency Investment Fund (LAIF) N/A Daily 0.230% 0.230% 55,531,2 $ 42 $ ( 55,389,033 $ 142,209)2 Calif. Asset Management Program (CAMP) N/A Daily 0.050% 0.050% 334,8 $ 96 $ - 334,8963 Wells Fargo Money Market & Checking Accts. N/A Daily (Sweep) 0.010% 0.010% 8,156,868 $ $ - 8,156,8684 Dreyfus Govt Cash Management Fund 26200630S Daily 2.140% 2.140% 1,43 $ 0,534 $ - 1,430,5345 Bank of Feather River CD 1377001211-PF 09/17/22 2.000% 2.000% 1,044, $ 326 $ - 1,044,3266 US Treasury Notes 912828V72 01/31/22 1.875% 2.248% 594,047 $ $ 6,781 600,8287 MUFG Bank Ltd. Y/CD 55379WZU3 02/25/22 2.980% 3.010% 250,000 $ $ 1,060 251,0608 Pfizer Inc. Corp. Notes 717081ER0 03/11/22 2.800% 2.448% 504,720 $ $ (2 502,250 ,470)9 Toyota Motor Credit Corp 89236TFX8 04/12/22 2.650% 1.550% 561,781 $ $ (8 553,460 ,322) 10 Fannie Mae Notes 3135G0V59 04/12/22 2.250% 1.500% 876,607 $ $ ( 865,022 11,584)11 US Treasury Notes 912828X47 04/30/22 1.875% 2.132% 346,240 $ $ 5,814 352,05412 US Treasury Notes 912828X47 04/30/22 1.875% 2.236% 591,141 $ $ 12,234 603,37513 US Treasury Notes 912828X47 04/30/22 1.875% 2.790% 579,492 $ $ 23,883 603,37514 Berkshire Hathaway Financial Notes 084664BT7 05/15/22 3.000% 2.367% $ 1,018,000 $ (8 1,009,400 ,600)15 Federal Home Loan Bank Bonds 313379Q69 06/10/22 2.125% 1.926% 1,257, $ 175 $ 3,125 1,260,30016 US Treasury Notes 912828TJ9 08/15/22 1.625% 2.820% 645,284 $ $ 35,494 680,77817 Nordea Bank ABP NY BRH YC/D 65558TLL7 08/26/22 1.850% 1.870% 275,000 $ $ 2,830 277,83018 Skandinav Enski YC/D 83050PDR7 08/26/22 1.860% 1.881% 275,000 $ $ 2,747 277,74719 Federal Nat'l Mortgage Assn (Fannie Mae) 3135G0T78 10/05/22 2.000% 1.805% 986,017 $ $ 6,409 992,42620 DNB Bank ASA/NY LT CD 23341VZT1 12/02/22 2.040% 2.030% 275,000 $ $ 3,649 278,64921 US Treasury Notes 912828N30 12/31/22 2.125% 2.510% 394,234 $ $ 12,406 406,64022 HAROT 2018-4 A3 43815AAC6 01/15/23 3.160% 2.920% 21,215 $ 21,281 $ 6623 Federal Farm Credit Bank 3133EKKT2 02/08/23 2.250% 1.842% 1,017,480 $ $ 4,770 1,022,25024 Federal Home Loan Bank Bonds 313382AX1 03/10/23 2.125% 1.795% 1,011, $ 776 $ 7,544 1,019,32025 Valet 2018-2 A3 92869BAD4 04/20/23 3.250% 2.860% 15,369 $ 15,427 $ 5826 American Honda Finance 02665WDH1 05/10/23 1.950% 1.770% 502,780 $ $ 5,115 507,89527 GMCAR 2018-3 A3 36255JAD6 05/16/23 3.020% 3.030% 9,492 $ 9,515 $ 2328 US Treasury Notes 912828R69 05/31/23 1.625% 2.310% 681,078 $ $ 29,313 710,39129 US Treasury Notes 912828R69 05/31/23 1.625% 2.340% 534,918 $ $ 23,246 558,16430 US Treasury Notes 912828R69 05/31/23 1.625% 1.870% 842,164 $ $ 20,949 863,11331 Federal Home Loan Bank Bonds 3133834G3 06/09/23 2.125% 1.796% 1,012, $ 500 $ 9,270 1,021,77032 CARMAX Auto Owner Tr. 14313FAD1 06/15/23 3.130% 3.360% 11,860 $ 11,895 $ 3533 Chevron Corp New Notes 166764AH3 06/24/23 3.191% 1.636% 624,649 $ $ ( 612,624 12,025)34 FHMS KP05 A 3137FKK39 07/01/23 3.203% 3.203% 3,577 $ 3,633 $ 5635 Federal Home Ln Mtg 3137EAEW5 09/08/23 0.250% 0.234% 600,222 $ $ (4 595,926 ,296)36 CARMAX Auto Owner Tr. 14315EAC4 09/15/23 3.360% 3.360% 27,625 $ 27,820 $ 195 December, 2021

City of Yuba City
Monthly Investment Statement
City Held Investments
CUSIP Maturity Coupon Yield Estimated Unrealized
No. Description of Security NO. Date Rate to Maturity Cost Basis Market Value Gain/(Loss) December, 2021
37 US Treasury Notes 912828T26 09/30/23 1.375% 1.742% 640,227 $ $ 17,645 657,87238 Federal Farm Credit Bank 3133EMCQ3 10/13/23 0.280% 0.314% 999,000 $ $ (6 992,670 ,330)39 US Treasury Notes 912828T91 10/31/23 1.625% 1.433% 1,158,715 $ $ 10,605 1,169,32040 Federal Farm Credit Bank 3133EHN25 11/01/23 2.200% 1.842% 1,014,870 $ $ 16,740 1,031,61041 US Treasury Notes 9128285P1 11/30/23 2.875% 0.615% 1,044,925 $ $ (3 1,040,940 ,985)42 Bank Amer Corp BDS 06051GHC6 12/20/23 3.004% 0.608% 525,775 $ $ ( 510,335 15,440)43 US Treasury Notes 91282CBE0 01/15/24 1.250% 0.443% 695,026 $ $ (3 691,166 ,860)44 US Bancorp MTNS Bank Notes 91159HHV5 02/05/24 3.375% 2.075% 1,049,04 $ 0 $ 1,048,260 (780)45 US Bancorp MTNS Bank Notes 91159HHV5 02/05/24 3.375% 3.190% 453,848 $ $ 17,870 471,71746 Federal National Mortgage Assn Notes (Fannie Mae) 3135G0V34 02/05/24 2.500% 2.600% 1,393,700 $ $ 55,874 1,449,57447 JP Morgan Chase & Co 46647PBZ8 03/16/24 0.697% 0.479% 602,058 $ $ (3 598,536 ,522)48 Schwab Charles Corp 808513BN4 03/18/24 0.000% 0.770% 84,958 $ 84,620 $ (337)49 Federal Farm Credit Banks 3133EMBE1 03/28/24 0.300% 0.322% 1,099,175 $ $ ( 1,087,504 11,671)50 US Treasury Notes 912828W71 03/31/24 2.125% 1.673% 662,444 $ $ 6,549 668,99351 Federal Home Loan Bank 3130AMQQ8 04/23/24 0.350% 0.350% 1,500,000 $ $ ( 1,488,285 11,715)52 US Treasury Notes 912828X70 04/30/24 2.000% 1.591% 509,004 $ $ 4,551 513,55553 International Business 459200JY8 05/15/24 3.000% 0.538% 540,180 $ $ ( 524,740 15,440)54 International Business 459200JY8 05/15/24 3.000% 0.715% 535,390 $ $ ( 519,860 15,530)55 Caterpillar Mtn 14913R2L0 05/17/24 0.450% 0.497% 998,750 $ $ ( 987,610 11,140)56 American Honda Finance Corp Med Term Notes 02665WCZ2 06/27/24 2.400% 2.430% 249,603 $ $ 7,895 257,49857 US Treasury Notes 912828XX3 06/30/24 2.000% 1.653% 761,191 $ $ 9,551 770,74258 US Treasury Notes 912828XX3 06/30/24 2.000% 1.419% 1,127,113 $ $ 4,144 1,131,25759 US Treasury Notes 912828XX3 06/30/24 2.000% 0.672% 422,578 $ $ ( 411,062 11,516)60 US Treasury Notes 912828XX3 06/30/24 2.000% 1.566% 815,500 $ $ 6,625 822,12561 US Treasury Notes 91282CCL3 07/15/24 0.375% 0.409% 649,367 $ $ (7 641,979 ,388)62 US Treasury Notes 91282CCT6 08/15/24 0.375% 0.410% 1,198,922 $ $ ( 1,184,160 14,762)63 Walt Disney Co Corporate Bonds 254687FK7 08/30/24 1.750% 1.836% 273, $ 878 $ 5,478 279,35664 Darrough Drive AD 09/02/24 6.000% 6.000% 34,696 $ 34,696 $ -65 Deere John Mtn 24422EVU0 09/10/24 0.625% 0.650% 89,942 $ 88,988 $ (954)66 Caterpillar Finl Mtn 14913R2P1 09/13/24 0.600% 0.650% 224,694 $ $ (2 221,929 ,765)67 Inter Amer Bk Mtn 4581X0DZ8 09/23/24 0.500% 0.520% 584,567 $ $ (7 577,126 ,441)68 US Treasury Notes 912828YH7 09/30/24 1.500% 0.474% 154,764 $ $ (2 152,367 ,397)69 Federal Farm Credit Bank 3133EMCN0 10/15/24 0.400% 0.432% 948,813 $ $ ( 935,028 13,785)70 Mbalt 2021-B A3 58769KAD6 11/15/24 0.400% 0.400% 129,990 $ $ 129,017 (973)71 Toyota Auto Recv TR 2019-C A-4 89238UAE0 11/15/24 1.880% 0.920% 358, $ 941 $ (4 354,477 ,465)72 California St Dept Wtr Res Cent 13067WPG1 12/01/24 2.751% 1.486% 179 $ ,348 $ (1 177,939 ,409)73 US Treasury Notes 912828YY0 12/31/24 1.750% 0.326% 1,224,795 $ $ ( 1,176,728 48,067)74 US Treasury Notes 912828YY0 12/31/24 1.750% 0.180% 961,945 $ $ ( 920,391 41,555)

City of Yuba City
Monthly Investment Statement
City Held Investments
CUSIP Maturity Coupon Yield Estimated Unrealized
No. Description of Security NO. Date Rate to Maturity Cost Basis Market Value Gain/(Loss) December, 2021
75 US Treasury Notes 912828YY0 12/31/24 1.750% 0.270% 1,092,426 $ $ ( 1,048,223 44,203)76 US Treasury Notes 912828YY0 12/31/24 1.750% 0.280% 955,793 $ $ ( 920,391 35,402)77 US Treasury Notes 912828YY0 12/31/24 1.750% 0.290% 424,031 $ $ ( 409,062 14,969)78 BMWLT 2021-2 A4 09690AAD5 01/27/25 0.430% 0.431% 369,986 $ $ (4 365,412 ,574)79 Bank of New York Mellon 06406RAN7 04/24/25 1.600% 0.841% 437,402 $ $ (8 428,902 ,500)80 Apple Inc. 037833BG4 05/13/25 3.200% 0.814% 436,332 $ $ ( 425,612 10,720)81 The Goldman Sachs Group 38148LAE6 05/22/25 3.750% 1.026% 222,856 $ $ (9 213,442 ,414)82 US Treasury Notes 912828ZW3 06/30/25 0.000% 0.360% 820,714 $ $ ( 801,584 19,130)83 US Treasury Notes 912828ZW3 06/30/25 0.250% 0.720% 686,273 $ $ (6 679,984 ,289)84 JP Morgan Chase & Co 46625HMN7 07/15/25 3.900% 1.024% 450,500 $ $ ( 432,912 17,588)85 GMALT 2021-3 A4 36262XAD6 07/21/25 0.500% 0.501% 69,997 $ 69,068 $ (929)86 Federal National Mortgage (Fannie Mae) 3135G05X7 08/25/25 0.375% 0.410% 499,070 $ $ ( 486,330 12,740)87 Buttes Vista 2000-1 AD, 2013 Refunding 09/02/25 2.730% 2.730% 199,8 $ 98 $ - 199,89888 CITIGROUP INC CORP NOTE (CALLABLE) 172967ND9 11/03/25 1.281% 1.281% $ 135,000 $ 134,637 (363)89 HAROT 2021-3 A3 43815EAC8 11/18/25 0.410% 0.410% 129,998 $ $ (1 128,627 ,371)90 BANK OF AMERICA CORP NOTES (CALLABLE) 06051GKE8 12/06/25 1.530% 1.530% 225,000 $ $ 367 225,36791 US Treasury Notes 91282CBC4 12/31/25 0.380% 0.728% 688,734 $ $ ( 678,510 10,224)92 Hyundai Auto Rec TR 44934KAC8 01/15/26 0.590% 0.390% 184,959 $ $ (2 182,956 ,003)93 HAROT 2021-4 A3 43815GAC3 01/21/26 0.880% 0.885% 129,973 $ $ 129,684 (289)94 Bank Amer Corp F/R 06051GGZ6 01/23/26 3.366% 1.326% 219,558 $ $ (9 210,400 ,158)95 Morgan Stanley 61746BDZ6 01/27/26 3.875% 1.270% 224,686 $ $ (8 216,266 ,420)96 HART 2021-C A3 44935FAD6 05/15/26 0.740% 0.745% 99,978 $ 99,312 $ (666)97 MBART 2021-1 A3 58772WAC7 06/15/26 0.460% 0.463% 214,972 $ $ (2 212,502 ,470)98 Carmx 2021-3 A3 14317DAC4 06/15/26 0.550% 0.550% 184,970 $ $ (1 183,391 ,579)99 GM Fin Cons Auto Rec TR 2021 A-3 380140AC7 06/16/26 0.580% 0.480% 11 $ 4,993 $ (1 113,782 ,211) 100 Toyota Motor Credit Corp 89236TJK2 06/18/26 1.125% 1.204% 224,145 $ $ (2 221,589 ,556)101 VALET 2021-1 A3 92868KAC7 06/22/26 1.020% 1.021% 169,993 $ $ (5) 169,988102 COMET 2021-A1 14041NFW6 07/15/26 0.550% 0.550% 279,989 $ $ (4 275,856 ,133)103 COPAR 2021-1 A3 14044CAC6 09/15/26 0.770% 0.770% 129,998 $ $ 129,021 (976)104 DCENT 2021-A1 A1 254683CP8 09/15/26 0.580% 0.584% 249,946 $ $ (3 246,075 ,871)105 GMCAR 2021-4 A3 362554AC1 09/16/26 0.680% 0.681% 109,997 $ $ 109,170 (828)106 WOART 2021-D A3 98163KAC6 10/15/26 0.810% 0.813% 154,979 $ $ 154,117 (862)107 COMET 2021-A3 A3 14041NFY2 11/16/26 1.040% 1.043% 324,955 $ $ (1 323,564 ,392)108 Buttes Vista 2002-1 AD, 2013 Refunding 09/02/27 2.730% 2.730% 266,4 $ 19 $ - 266,419109 Staple/Ashley/Cornwell AD 09/02/30 6.000% 6.000% 84,448 $ 84,448 $ -110 WWTP Solar System (DS, June 30) 06/30/33 4.000% 4.000% 1,626,570 $ $ - 1,626,570 Total City Held Investments $ 121,581,578 $ ( 121,278,974 $ 302,605)

City of Yuba City Investment Report
Investments Held By Trustees
Description of Maturity Coupon Yield Estimated Unrealized No. Description of Debt Issuance Account Type Security Date Rate to Maturity Cost Basis Market Value Gain/(Loss) 111 2013 Water Rev COP Debt Service Dreyfus Treas Csh Daily 0.000% 0.000% 0 $ 0.25 - 112 TABs Refunding - 2015 Debt Service Dreyfus Treas Csh Daily 0.000% 0.000% 1 1.27 -113 Interest Dreyfus Treas Csh Daily 0.000% 0.000% 3 3.27 -114 Interest Dreyfus Treas Csh Daily 0.000% 0.000% - - -115 Principal Dreyfus Treas Csh Daily 0.000% 0.000% 1 1.02 -116 Reserve Dreyfus Treas Csh Daily 0.250% 0.010% 128,553 128,553.18 -117 Reserve Dreyfus Treas Csh Daily 0.000% 0.000% 1,870,568 1,870,567.76 -118 Reserve Dreyfus Treas Csh Daily 0.250% 0.250% 478,457 478,457.15 -119 Gauche Park Refunding - 2015 Debt Service Dreyfus Treas Csh Daily 0.000% 0.000% 0 0.15 - 120 Debt Service Dreyfus Treas Csh Daily 0.000% 0.000% - - -121 Reserve Assured Guaranty Daily Discount 0.000% 650,031 650,031.26 -122 CFD Refund 2015 Debt Service Dreyfus Treas Csh Daily 0.010% 0.010%0 0.49 - 123 Reserve Dreyfus Treas Csh Daily 0.010% 0.010% 42,778 42,777.92 -124 Special Tax Dreyfus Treas Csh Daily 0.010% 0.010% 100 100.34 -125 Wastewater Revenue Bonds (CREBS) - 2017 Bond Dreyfus Treas Csh Daily 0.000% 0.000% 0 0.12 - 126 Project Dreyfus Treas Csh Daily 0.000% 0.000% - - -127 Authority 2018 Wastewater Revenue Bonds Bond Dreyfus Treas Csh Daily 0.000% 0.000% 0 0.48128 Authority 2018 Wastewater Revenue Bonds Bond Dreyfus Treas Csh Daily 0.010% 0.010% - -129 Project Dreyfus Treas Csh Daily 0.010% 0.010% 283,402 283,401.92 Total Trustee-Held Investments $ 3,453,897 3,453,897 $ - $ TOTAL CITY & TRUSTEE-HELD INVESTMENTS $ 124,732,870 125,035,475 $ (302,605) $ Signed: Date:

Spencer Morrison, City Treasurer/s/ Spencer Morrison 2/28/2022 December, 2021
I certify to the best of my knowledge: (i) That this statement reflecting all City investments is accurate and complete; (ii) That each investment conforms with the City's investment policies,as well as California's Government Code; and (iii) That sufficient cash flow liquidity is available to meet the next six months of estimated disbursements.

Balance Balance Period
Account Types 9/30/2021 12/31/2021 Activity
City Held Investments Local Agency Investment Fund 62,495,219 $ 55,389,033 $ (7,106,186) $ California Asset Management Program 334,840 334,896 57 Cash/Money Market 4,801,988 9,587,402 4,785,414 Federal Agency Securities 15,377,620 14,251,649 (1,125,971) US Treasuries 22,647,319 21,869,128 (778,191) Certificates of Deposit 2,136,399 2,129,612 (6,787) Corporate Bonds and Asset Backed Sec. 13,850,470 14,750,158 899,688 City-held Assessment Districts & Municipals 2,212,031 2,389,970 177,939 Supranationals 583,362 577,126 (6,236)
Total City Held Investments 124,439,248 $ 121,278,974 $ (3,160,274) $ Trustee Held Investments Water Refunding 2013 1 $ 0 $ (1) $ TABs Refunding - 2015 2,477,577 2,477,584 7 Gauche Park Refunding 650,033 650,031 (1) Sunsweet CFD Refund 42,878 42,879 1 Wastewater Revenue Bonds - 2017 0 0 (0)Wastewater Revenue Bonds - 2018 414,622 283,402 (131,220) Total Trustee Held Investments 3,585,112 $ 3,453,897 (131,215) $ Total 128,024,360 $ 124,732,870 $ (3,291,490) $
City of Yuba City - Quarterly Investment Transaction Report December 2021 - Market Value Summary

Settlement Maturity Trade Activity Coupon Yield to
Description of Security Broker Date Date Date Type Rate Maturity Cost Basis US Treasury Notes 10/15/21 10/15/21 10/15/21 Maturity 2.875% 1.690% 650,000 US Treasury Notes 10/31/21 10/31/21 10/31/21 Maturity 1.250% 1.641% 1,640,000 Citigroup Inc. 11/08/21 12/08/21 11/08/21 Sell 2.900% 2.592% 151,812 FHLB Deb 11/29/21 11/29/21 11/29/21 Maturity 1.875% 2.344% 1,000,000 $ 3,441,812
US Treasury Notes Wells Fargo Securities LLC 10/15/21 01/15/24 10/15/21 Buy 0.125% 0.443% 695,245 GM Financial Cons Auto JP Morgan Chase 10/21/21 09/16/26 10/21/21 Buy 0.000% 0.680% 109,997Capital One Prime Tr JP Morgan Chase 10/27/21 09/15/26 10/27/21 Buy 0.770% 0.770% 129,998 World Omni Auto Wells Fargo Securities LLC 11/03/21 10/15/26 11/03/21 Buy 0.770% 0.810% 154,979 Citigroup Inc Citigroup 11/03/21 11/03/25 11/03/21 Buy 1.281% 1.280% 135,000 Hyundai Auto Receivables Tr SMBC 11/17/21 05/15/26 11/17/21 Buy 0.740% 0.750% 99,978 Honda Auto Receivables Merrill 11/24/21 01/21/26 11/24/21 Buy 0.000% 0.890% 129,973 US Treasury Notes BNP Paribas Securities Corp 11/29/21 11/30/23 11/29/21 Buy 2.875% 0.615% 1,059,222 Capital One Multi Barclays 11/30/21 11/16/26 11/30/21 Buy 0.000% 1.040% 324,955 Bank of America MTN Merrill 12/06/21 12/06/25 12/06/21 Buy 1.530% 1.530% 225,000Volkswahen Auto Loans Wells Fargo Securities LLC 12/13/21 06/22/26 12/13/21 Buy 1.020% 1.020% 169,993 Total Purchases $ 3,234,339
Investment Activity
October, November, December, 2021

SALES/REDEMPTIONS
Total Sales/Redemptions

PURCHASES

Agenda Item 9

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Finance/IT Department
Presentation By: Brian Hansen, IT Manager
Summary
Subject: Cybersecurity Projects
Recommendation: A. Authorize the City Manager to utilize ARPA/H.R. 1319, American Rescue Plan Act 2021, funds on cybersecurity projects
B. Authorize the Finance Director to transfer $400,000 from fund 236, ARPA of 2021, to fund 301, CIP-General Fund Projects
C. Approve supplemental appropriations to account 901292-65501, Citywide IT System Modernization, in the amount of $400,000
Fiscal Impact: $400,000 from Citywide IT System Modernization account, 901292-65501 over the next 3 years. With the approval of this request, there will be $1.2MM of the first $7.8MM of ARPA funds remaining.

Purpose:

Purchase cybersecurity software and services in order to protect the City's digital assets and systems over the next 3 years.

Council's Strategic Goal:

This item addresses City Council's Strategic Goal of fiscal responsibility by protecting the City's digital assets and systems from cryptographic ransomware and other malicious attacks.

Background:

In mid 2021, the City Council along with the Executive Team identified cybersecurity as a priority for the City. In coordination with the Information Technology division, the City determined that several projects were necessary in order to improve the City's security stance, and protect it's digital assets and systems. Current events in Eastern Europe have amplified the need for better security in order to protect the City from nation states that have a history of attacking public utilities. City IT staff identified several key projects that would protect the City from attackers. The first phase of projects involved scanning the City's existing assets to verify that City systems were not compromised and were configured properly. The next phase of projects involves continuing to scan assets for vulnerabilities

and compromises as well as putting systems in place to actively protect our systems and limit access to these systems to authorized users. The new systems include 2-factor authentication, Mobile Device Management, Network Access Control, and Secure Remote Access. Social Engineering and Phishing training will also be utilized to educate the users on what to look for so that they become the first line of defense.

Analysis:

City staff has identified the ARPA/H.R. 1319 funds available to the City as an appropriate funding source for these projects under Effective Service Delivery; Technology Infrastructure. The projects meet the requirements and timeline for the use of these funds. Staff will follow the normal City purchasing guidelines when acquiring these products and services. The proposed projects are critical to ongoing operations. A single' successful attack has the potential to cost in excess of hundreds of thousands of dollars as well as system downtime that could affect critical systems like SCADA at the utility plants and 911. The loss of public trust and disruption to critical services cannot be calculated.

Alternatives:

1. Fund these projects through the normal budget process.

2. Do not fund these projects, continue with the status quo.

Recommendation:

A. Authorize the City Manager to utilize ARPA/H.R. 1319, American Rescue Plan Act 2021, funds on cybersecurity projects.

B. Authorize the Finance Director to transfer $400,000 from fund 236, ARPA of 2021, to fund 301, CIP-General Fund Projects.

C. Approve supplemental appropriations to account 901292-65501, Citywide IT System Modernization, in the amount of $400,000.

Attachments:

None
Prepared By: Submitted By:

Brian Hansen
IT Manager
Brian Hansen
IT Manager

Agenda Item 10

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Wastewater Treatment Facility Chlorine Building HVAC Improvements Project (Plans & Specifications)
Recommendation: Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption for the Wastewater Treatment Facility Chlorine Building HVAC Improvements Project, approving the plans and specifications, and authorizing advertisement for bids on the project
Fiscal Impact: Engineer’s Estimate: $150,000.00 – Account No. 1103 (Recurring Plant Projects) Purpose:

To maintain the City’s Wastewater Treatment Facility (WWTF) operational effectiveness through proactive rehabilitation and major maintenance.

Council’s Strategic Goal:

This project addresses City Council’s Strategic Goal of improving the City’s Infrastructure.

Background:

The WWTF utilizes a Chlorine Feed System for wastewater effluent disinfection with the Chlorine Building at the center of the disinfection process. The Chlorine Building consists of 8 chlorine tanks and 4 chlorinators that modulate chlorine gas that is combined with water to be injected into the treatment process. The Chlorine Building is also equipped with electrical and mechanical equipment including motorized roof exhaust fans, motorized dampers, bi-fold door, and a Chlorine Leak Panel.

Upon a chlorine leak detection, the Chlorine Leak Panel sends alarm signals to the Programmable Logic Controller (PLC-CCB) for annunciation within the Supervisory Control and Data Acquisition (SCADA) system. WWTF operators may also utilize the hardwired outputs of the Chlorine Leak Panel to manually shutdown the Chlorine Feed System control panels to close the chlorine gas valves and operate the scrubber system to remove air from the Chlorine Building.

The electrical equipment in the Chlorine Building generates heat as part of the normal operating processes. The heat is normally regulated by the existing HVAC system, however during the summer months of last year, high ambient temperatures and humidity within the Chlorine Building negatively affected the operation of the Chlorine Leak Panel and other temperature sensitive equipment. Staff conducted a system analysis and determined the HVAC system is unable to effectively regulate the temperature within the Chlorine Building.

Staff contracted with ArcSine Engineering to produce the Plans and Specifications for the HVAC system upgrade, including new HVAC units and duct work. Upgrading the HVAC system also includes necessary electrical modifications to existing panel breakers and the Chlorine Leak Panel for a seamless transition to the new system. Upgrades must take place prior to the summer months where ambient temperatures are expected to be in the triple digits.

Analysis:

Public Works has prepared the project plans, specifications, and cost estimate for the Wastewater Treatment Facility Chlorine Building HVAC Improvements Project. With Council’s approval of the plans and specifications and authorization to advertise for bids, staff proposes the following schedule:

Advertise for bid: April 2022
Open bids: April 2022
Award contract: May 2022
Start of construction: June 2022
Complete construction: June 2022
The plans and specifications for the project are on file in the Public Works Department at City Hall and at www.yubacity.net/publicworksplans for review. The City’s Public Works Department will perform construction management and inspection.

Fiscal Impact:

The estimated total project cost is approximately $150,000. This estimate includes 10% contingency and system start up and testing. Account No. 1103 (Recurring Plant Projects) has sufficient funding programmed. Detailed fiscal impacts will be presented to Council at the time of award based on actual bid amounts.

Environmental:

The City has performed a preliminary environmental assessment of this project and the City Council determined that it falls within the Class 1 Categorical Exemption set forth in CEQA Guidelines Section 15301, as the rehabilitation of the existing WWTF Chlorine Building is defined as a repair, maintenance, or minor alteration of existing public facilities, involving negligible or no expansion. Further, none of the exceptions to Categorical Exemptions set forth in CEQA Guidelines 15300.2 apply to this project.

Alternatives:

1. Do not approve the plans and specifications and delay the project.

2. Modify the proposed plans and specifications.

Delaying the project may result in the failure or malfunction of temperature sensitive Chlorine Feed System equipment.

Recommendation:

Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption for the Wastewater Treatment Facility Chlorine Building HVAC Improvements Project, approving the plans and specifications, and authorizing advertisement for bids on the project.

Attachments:

1. Resolution - Wastewater Treatment Facility Chlorine Building HVAC Improvements Project (Plans & Specifications)

Prepared By: Submitted By:

Nick Menezes
Assistant Engineer
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY ADOPTING A CEQA CLASS 1 CATEGORICAL EXEMPTION FOR THE

WASTEWATER TREATMENT FACILITY CHLORINE BUILDING HVAC

IMPROVEMENTS PROJECT, APPROVING THE PLANS AND

SPECIFICATIONS, AND AUTHORIZING ADVERTISEMENT FOR BIDS ON

THE PROJECT
WHEREAS, the Public Works Department intends to solicit bids for construction of the WWTF Chlorine Building HVAC Improvements Project.

NOW, THEREFORE, be it resolved and ordered by the City Council of Yuba City as follows:

1. The City has performed a preliminary environmental assessment of this project and the City Council determined that it falls within the Class 1 Categorical Exemption set forth in CEQA Guidelines Section 15301, as the rehabilitation of the existing WWTF Chlorine Building is defined as a repair, maintenance, or minor alteration of existing public facilities, involving negligible or no expansion. Further, none of the exceptions to Categorical Exemptions set forth in CEQA Guidelines 15300.2 apply to this project.

2. The plans and specifications for the Wastewater Treatment Facility Chlorine Building HVAC Improvements Project be approved.

3. The Public Works Department is hereby authorized and directed to advertise for bids for the Wastewater Treatment Facility Chlorine Building HVAC Improvements Project.

The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 5th day of April, 2022.

AYES:

NOES:

ABSENT:

Dave Shaw, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

Agenda Item 11

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Proposition 1 Integrated Regional Water Management Round 1 Grant Projects Recommendation: Adopt a Resolution which takes the following actions:

A. Approves a Professional Services Justification and awards a Professional Services Agreement to West Yost & Associates, Inc. of Davis, CA in the amount of $180,093 for development of plans and specifications, required permit applications, and other services for the City’s two Proposition 1 Integrated Regional Water Management Round 1 Grant Projects: Project 4 North Gilsizer Detention Basin Improvements Project and Project 5 Lincoln Road Trash Capture Device in Gilsizer Slough Project with a finding that it is in the best interest of the City
B. Authorizes the City Manager to execute the Professional Services Agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney
Fiscal Impact: $180,093 – Total Professional Services Cost $119,714.65 – Account No. 951296 (Project 4) – State Funds $60,378.40 – Account No. 951297 (Project 5) – State Funds $16,342.00 – Account No. 1930-62701 (Task 7) – Local Funds Purpose:

To minimize adverse water quality impacts from point sources to surface and groundwater and to improve and protect riparian and fish habitat, and fish passage by the removal of trash debris.

Council’s Strategic Goals:

The projects address the City Council’s Strategic Goal of Improving Infrastructure.

Background:

The City of Yuba City is a stakeholder in the North Sacramento Valley (NSV) Integrated Regional Water Management (IRWM) region, which includes Butte, Colusa, Glenn, Shasta, Sutter, and Tehama Counties.

In 2019, Butte County was the lead agency for the NSV IRWM Proposition 1 Round 1 grant funding application. Butte County examined various stakeholder’s projects that have been identified in approved Storm Water Resource Plans (SWRP) from various NSV IRWM stakeholders. Two of the City’s SWRP projects were selected to be included in Butte County’s NSV IRWM Proposition 1 Round 1 grant application: Project 4 Gilsizer North Detention Basin Improvement Project (Project 4) and Project 5 Lincoln Road Trash Capture Project in Gilsizer Slough at Lincoln Road (Project 5). The City’s projects were awarded funding by DWR in the amount of $970,700 on July 3, 2020.

Project 4 involves improvements to the detention basin east of the City’s Corporation Yard, constructing a cover for the existing fuel station at the Corporation Yard, and installation of retractable tarps for bulk material storage areas at the Corp Yard. Project 5 involves installing a full capture trash capture device to a newly constructed concrete pad at the bottom of Gilsizer Slough downstream of Lincoln Rd. Refer to Attachment 2 for a location map showing these two projects.

On July 20. 2021, Council authorized the City Manager to enter into a Subrecipient Agreement with Butte County allowing allocation of the grant funds for these projects.

Analysis:

Due to existing Engineering staffing commitments, an engineering consultant is needed to develop plans, specifications, and permit applications for the projects to meet grant timelines. West Yost & Associates Inc. (West Yost) developed the City’s SWRP that included preliminary plans for the two awarded projects in 2018. West Yost is a sole source vendor for the City and is uniquely qualified to perform the work because of their familiarity with the projects, the City’s SWRP, and their expertise in the subject matter. Additionally, there was insufficient time for staff to solicit and review the minimum amount of proposals required under the City’s purchasing policy.

Staff requested and received a detailed proposal from West Yost for the work. West Yost’s rates and level of effort were found to be cost competitive and consistent with the grant requirements. The City will be billed only for actual costs.

Due to the increased growth the City has had in recent years, West Yost & Associates also included an additional optional task to model flows in Gilsizer Slough at the two project locations under two scenarios: 1) existing land uses and resulting impacts to water surface elevations 2) if undeveloped parcels were developed and how that would impact water surface elevations in Gilsizer Slough.

Modeling of the trash capture devices is required for the full capture certification from the State, and although modeling with full buildout of undeveloped land isn’t required for the State’s full capture certification, it is in the best interest of the City to proceed with having West Yost proceed with Task 7 for an additional $16,342 to help improve the design of the trash capture device to avoid failure in the future as the City becomes more developed. Staff recommends authorizing this task to confirm future development conditions can be appropriately identified in a timely manner.

Fiscal Impact:

The total contract cost is $180,093 including the optional task to model flows in Gilsizer Slough. The Finance Director will make the necessary supplemental appropriations to receive grant funds in accordance to Resolution No. 21-101. The optional task will be funded through Engineering Professional Services (Account No. 1930-62701) utilizing salary savings.

Alternatives:

Do not adopt the Resolution and direct staff to pursue other options, resulting in the potential of

forfeiting grant funds if projects do not stay on schedule.

Recommendation:

Adopt a Resolution which takes the following actions:

1. Approves a Professional Services Justification and awards a Professional Services Agreement to West Yost & Associates, Inc. of Davis, CA in the amount of $180,093 for development of plans and specifications, required permit applications, and other services for the City’s two Proposition 1 Integrated Regional Water Management Round 1 Grant Projects: Project 4 North Gilsizer Detention Basin Improvements Project and Project 5 Lincoln Road Trash Capture Device in Gilsizer Slough Project with a finding that it is in the best interest of the City.

2. Authorizes the City Manager to execute the Professional Services Agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney.

Attachments:

1. Resolution - Proposition 1 Integrated Regional Water Management Round 1 Grant Projects

2. Exhibit A - Professional Services Agreement with Scope of Services

3. Location Map
Prepared By: Submitted By:

William Jow
Assistant Engineer
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. ________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING A

PROFESSIONAL SERVICES JUSTIFICATION, AWARDING A PROFESSIONAL SERVICES AGREEMENT TO WEST YOST & ASSOCIATES, INC. FOR THE

DEVELOPMENT OF PLANS AND SPECIFICATIONS, PERMIT APPLICATIONS, AND OTHER SERVICES FOR THE PROPOSITION 1 ROUND 1 INTEGRATED REGIONAL

WATER MANAGEMENT PROJECTS, AND AUTHORIZING THE CITY MANAGER TO

EXECUTE THE AGREEMENT SUBJECT TO REVIEW AND APPROVAL AS TO

LEGAL FORM BY THE CITY ATTORNEY
WHEREAS, it is in the best interest for the City to minimize adverse water quality impacts, improve and protect riparian and fish habit, and fish passage by the removal of trash debris; and
WHEREAS, West Yost & Associates, Inc. of Davis, CA (West Yost) developed preliminary plans for Project 4 North Gilsizer Detention Basin Improvement Project and Project 5 Trash Capture Device at Lincoln Road in Gilsizer Slough to achieve said water quality, riparian, and habitat improvements; and
WHEREAS, the City is a Stakeholder in the North Sacramento Valley (NSV) Integrated Regional Water Management (IRWM) region; and
WHEREAS, Butte County is the grantee of the Proposition 1 Round 1 IRWM grant funds awarded to the NSV IRWM region from the Department of Water Resources; and WHEREAS, the City has entered into a Subrecipient Agreement with Butte County to allocate said grant funds for two of the City’s IRWM projects; and WHEREAS, West Yost developed the City’s Stormwater Resource Plan (SWRP); and WHEREAS, West Yost is uniquely qualified to develop Plans and Specifications, required permit applications, and other services for the two projects based on its familiarity with the project’s preparation of the SWRP, and expertise in the area; and NOW, THEREFORE, be it resolved by the City Council of the City of Yuba City as follows:

1. The foregoing recitals are true and correct.

2. A Professional Services Agreement is hereby awarded to West Yost & Associates, Inc. of Davis, CA for the development of Plans and Specifications, permit applications, and other services in the amount of $180,093, subject to material terms, with the finding that it is in the best interest of the City.

3. The City Manager is hereby authorized to execute the agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney.

The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 5th day of April, 2022.

AYES:

NOES:

ABSENT:

ATTEST:

Dave Shaw, Mayor
Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM

COUNSEL FOR YUBA CITY
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP
Attachment(s):

Exhibit A – Professional Services Agreement

EXHIBIT A

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into as of ______________________, by and between the City of Yuba City, a municipal corporation (“City”) and West Yost & Associates, Inc. (“Consultant”).

RECITALS
A. Consultant is specially trained, experienced and competent to perform the special services which will be required by this Agreement; and
B. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the services described in this Agreement on the terms and conditions described herein; and
C. City desires to retain Consultant to render professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. The Consultant shall furnish the following services in a professional manner.

See Attached Scope of Services
(Attachment 1)

2. Time of Performance. The services of Consultant are to commence upon execution of this Agreement and shall continue until all authorized work is completed and approved by the City. Finalization shall be completed at the direction of the City of Yuba City.

3. Compensation. Compensation to be paid to Consultant shall be in accordance with the Schedule of Charges set forth in Exhibit A, which is attached hereto and incorporated herein by reference. In no event shall Consultant’s compensation exceed $572,498 without additional written authorization from the City. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

4. Method of Payment. Consultant shall submit monthly billings to City describing the work performed during the preceding month. Consultant’s invoices shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, and a description of any reimbursable expenses. City shall pay Consultant not later than 30 days after approval of the monthly invoice by City staff. When payments made by the City equal 90% of the maximum fee provided for in this Agreement, no further payments shall be made until the final work under this Agreement has been accepted by City.

5. Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, “Extra Work” means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from City.

6. Termination. This Agreement may be terminated by the City immediately for cause or by either party without cause upon fifteen days written notice of termination. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination. Such compensation is subject to the conditions of Section 4 of this agreement.

7. Ownership of Documents. All plans, studies, documents and other writings prepared by and for Consultant, its officers, employees, agents and subcontractors in the course of implementing this Agreement, except working notes and internal documents, shall become the property of the City upon payment to Consultant for such work, and the City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party. Consultant shall, at Consultant’s expense, provide such reports, plans, studies, documents and other writings to City upon request. * Licensing of Intellectual Property. This Agreement creates a nonexclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents & Data”). Consultant shall require all subcontractors to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regards to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. City shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City’s sole risk.

Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the services under this Agreement. Nor shall such materials be disclosed to any person or entity not connected with the performance of the services under this Agreement. Nothing furnished to Consultant, which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use

City’s name or insignia, photographs relating to project for which Consultant’s services are rendered, or any publicity pertaining to the Consultant’s services under this Agreement in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

8. Consultant’s Books and Records:

a. Consultant shall maintain any and all ledgers, books of accounts, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant to this Agreement.
b. Consultant shall maintain all documents and records which demonstrated performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from the date of termination or completion of this Agreement.
c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Administrator, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be provided to the City for inspection at City Hall when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Consultant’s address indicated for receipt of notices in this Agreement.
d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant’s business, City may, by written request by any of the above named officers, require that custody of the records be given to the City and that the records and documents be maintained in City Hall. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successorin-interest.

9. Independent Contractor. It is understood that Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of the City.

Consultant shall obtain no rights to retirement benefits or other benefits which accrue to City’s employees, and Consultant hereby expressly waives any claim it may have to any such rights.

Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
a. Will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation or counsel

independent of the control and direction of the City or of any City official, other than normal agreement monitoring; and
b. Possesses no authority with respect to any City decision beyond rendition of information, advice, recommendation or counsel. (FPPC Reg. 18700(B)(2).)

10. Interest of Consultant. Consultant (including principals, associates and professional employees) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant’s services hereunder.

Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.

11. Professional Ability of Consultant. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Consultant’s field of expertise.

12. Compliance with Laws. Consultant shall use the standard of care in its profession to comply with all applicable federal, state and local laws, codes, ordinances and regulations.

13. Licenses. Consultant represents and warrants to City that it has all licenses, permits, qualifications, insurance and approvals of whatsoever nature, which are legally required of Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Consultant to practice its profession. Consultant shall maintain a City of Yuba City business license.

14. Indemnity. Consultant agrees to defend, indemnify and hold harmless the City, its officers, officials, agents, employees and volunteers from and against any and all claims, demands, actions, losses, damages, injuries, and liability, direct or indirect (including any and all costs, including attorney fees and expenses in connection therein), arising out of the performance of this Agreement in whole or in part by any negligent act or omission of the Consultant, or anyone directly or indirectly employed by the Consultant or anyone for whose acts the Consultant may be liable, or its failure to comply with any of its obligations contained in this Agreement, except for any such claim arising out of the sole

negligence or willful misconduct of the City, its officers, agents, employees or volunteers.

15. Insurance Requirements. Consultant, at Consultant’s own cost and expense, shall procure and maintain, for the duration of the contract, necessary insurance policies as described in Exhibit B.

16. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below.

Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City William Jow
Public Works Department
City of Yuba City
1201 Civic Center Blvd
Yuba City, CA 95993
(530) 822-4792
If to Consultant: Jeff Pelz
Principal-in-Charge
West Yost & Associates, Inc.
2020 Research Park Drive
Davis, CA 95618
(530) 574-4832

17. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between the City and Consultant. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

18. Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney.

19. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Consultant. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express consent of the City. Consultant shall not subcontract any portion of the work to be performed under the Agreement without the written authorization of the City. If City consents to such subcontract, Consultant shall be fully responsible to City for all acts or omissions of the subcontractor. Nothing in this Agreement shall create any contractual relationship between City and subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise is required by law.

20.Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

21. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

22. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Sutter.

23. Litigation Expenses and Attorneys’ Fees. If either party to this Agreement commences any legal action against the other party arising out of this Agreement, the prevailing party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys’ fees.

24. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and shall divide the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS/ENDISPUTE (“JAMS”) or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

25. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

26. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.

Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.

27. Prohibited Interest. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement

without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising there from.

28. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non- discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

Consultant shall also comply with all relevant provisions of City’s Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF YUBA CITY: CONSULTANT:

By:_____________________________ By _________________________ Diana Langley Jeff Pelz
City Manager Principal-in-Charge
City of Yuba City West Yost & Associates, Inc.

2020 Research Park Drive
Suite 100
Davis CA 95618
530.756.5905 phone
530.756.5991 fax
westyost.com
March 16, 2022 SENT VIA: EMAIL
Mr. William Jow
Assistant Engineer
City of Yuba City
Public Works Department
1201 Civic Center Blvd.

Yuba City, CA 95993
SUBJECT: Proposal for Engineering Services for Design of the Gilsizer North Detention Basin Improvements and the Gilsizer Slough at Lincoln Road Improvements Dear William:

West Yost is pleased to provide the City of Yuba City (City) with this proposal to prepare plans, technical specifications, and cost estimates and to provide permitting services for the Design of the Gilsizer North Detention Basin Improvements and the Gilsizer Slough at Lincoln Road Improvements (Projects). West Yost is uniquely qualified to efficiently design these projects because we prepared predesign level Technical Memoranda (TMs) on each project on June 28, 2018, and because we developed the Gilsizer Slough drainage model, which will be used to verify design level water surface elevations and flow rates. This proposal covers design services based on the predesign TMs. The proposed scope of services, budget, and schedule are described below. Two days of surveying will be performed by Slooten Surveying as a subconsultant to West Yost. All geotechnical engineering work will be performed by Geocon Consultants, Inc.(GCI) as a subconsultant to West Yost (see Attachment A). All structural design work will be performed by VE Solutions (Bradley A.

Freiderichs, SE) as a subconsultant to West Yost (see Attachment B). The Environmental Permitting will be performed by Dokken Engineering as a subconsultant to West Yost (see Attachment C).

SCOPE OF SERVICES
The scope of services is described below by work task.

Task 1. Project Management and Meetings
We will manage the project and project staff to ensure the project remains on budget and on schedule.

We will conduct a kickoff meeting with City staff (and County staff if they choose to participate in the design effort). The kickoff meeting will be conducted in-person and will include a site visit to each project site and improvement location. We will also discuss options for bidding and constructing the projects. We will prepare a summary of the kickoff meeting for review and approval by the City.

We will also conduct: 1) a 50% design review meeting via Microsoft Teams; 2) an on-site 90% design review meeting; and 3) a 100% design review meeting via Microsoft Teams. The purpose of the design review meetings is to obtain City (and County) comment on the design submittals.

Mr. William Jow
March 16, 2022

Task 1 Deliverables
• Meeting agenda and notes
Task 2. Data Collection (Design Level Surveys and Geotechnical Evaluations)
All surveying will be performed by Slooten Surveying as a subconsultant to West Yost. Slooten Surveying will perform design level surveying of the Corp Yard fueling area, the North Gilsizer Detention Basin and Pump Station, and the Gilsizer Slough at Lincoln Road to 200 feet south of Lincoln Road.

All geotechnical engineering work will be performed by GCI. GCI will perform the geotechnical investigation at the Corp Yard fuel area for design of the fuel area roof. The geotechnical evaluation will include:
• Performing up to two borings at the Corp Yard fuel area • Performing Laboratory testing to prepare design parameters • Preparing a geotechnical engineering report
Task 2 Deliverables
• Topographic Survey in AutoCAD format
• Geotechnical Report
Task 3. Design of Trash Capture Facilities and Gilsizer North Detention Basin Improvements
This task includes design of the following items:
• Trash capture screen in Gilsizer Slough just south of Lincoln Road. • Trash capture screen at the inlet to the North Gilsizer Detention Basin Pump Station. • Bioswales from each storm drain outlet to the North Gilsizer Detention Basin trash capture screen. Culverts will be included in the bioswales to ensure vehicle access to all areas of the basin.
• Filling of the existing low flow channels in the bottom of the existing North Gilsizer Detention Basin.
• If authorized, grading the bottom of the basin to increase the storage volume to mitigate for future development in the tributary watershed (see optional subtask below).

The predesign TM also shows a baseball diamond and a pedestrian access gate from the existing nearby baseball fields in the project, but these two improvements are not included in this design task.

The design will include the following sheets:
• G1 – Title Sheet and Location Maps
• G2 – Abbreviations, Notes, and legend
• G3 – Overall Plan, Key Map, and Survey Control

Mr. William Jow
March 16, 2022

• C1 – Gilsizer North Detention Basin Grading Plan (at 1 inch = 40 feet) • C2 – Gilsizer North Detention Basin Bioswale Details and Sections (including seed mix) • C3 – Gilsizer North Detention Basin Trash Screen Details and Sections • C4 – Gilsizer Slough South of Lincoln Road Trash Screen Details and Sections • S1 – Trash Screen Structural Design
• S2 – Trash Screen Structural Notes
The 65% design submittal will include Sheets G1 through C4. The 90%, 100%, and Final (for bid and construction) submittals will include all the design sheets (including Sheets S1 and S2).

We will prepare and submit draft technical specifications with the 90% design and final technical specifications with the 100% design. The following technical specifications are anticipated. • 01010 Summary of Work
• 01140 Work Sequence and Constraints
• 01200 Measurement and Payment
• 01322 Construction Schedule
• 01325 Field Engineering
• 01330 Contractor Submittals
• 01450 Quality Control
• 01505 Mobilization
• 01500 Construction Facilities
and Utilities
• 01560 Environmental Controls
• 01570 Storm Water Quality Control
• 01770 Project Closeout
• 01780 Record Drawings
• 01910 Hazardous Material Procedures
• 02017 Geotextile Fabrics
• 02081 Controlled Low Strength Material
• 02221 Demolition, Salvage,
and Abandonment
• 02241 Control of Water
• 02200 Site Preparation
• 02260 Excavation Support and Protection
• 02300 Earthwork
• 02950 Site Restoration
• 02385 Rock Slope Protection
• 02925 Hydroseeding
• 03301 Cast-in-Place Concrete (for
small projects)
• 05100 Structural Metals
• 02635 Reinforced Concrete Pipe
• 05501 Anchor Bolts
An Opinion of Probable Construction Cost (OPCC) will be prepared and submitted with the 50% and 90% submittals
Task 3 Deliverables
• Concept Drawings
• 50% Drawings and OPCC
• 90% Drawings, Technical Specifications, and OPCC
• 100% Drawings and Technical Specifications
• Final Submittal Including Signed Drawings and Signed Technical Specifications Task 3 Assumptions
• All submittals will be in electronic PDF format

Mr. William Jow
March 16, 2022

Task 4 Design of Corp Yard Improvements
This task includes design of the following items:
• Retractable tarps for material storage areas
• Permanent roof over Corp Yard fuel station and drainage and water quality requirements consistent with the Fueling Area design guidelines in the Sacramento Region Stormwater Quality Design Manual (to the extent possible given the existing site constraints) The design will include the following sheets:
• G1 – Title Sheet and Location Maps
• G2 – Abbreviations, Notes, and legend
• G3 - Overall Plan, Key Map, and Survey Control
• C1 – Retractable Tarps and Associated Details
• C2 – Fueling Area Site Plan and Grading
• C3 – Fueling Area Details and Sections
• S1 – Fueling Area Roof Structural Design
• S2 – Fueling Area Structural Notes
The 50% design submittal will include Sheets G1 through C3. The 90%, 100%, and Final (for bid and construction) submittals will include all the design sheets (including Sheets S1 and S2).

We will prepare and submit draft technical specifications with the 90% design and final technical specification with the 100% design. The following technical specifications are anticipated. • 01010 Summary of Work
• 01140 Work Sequence and Constraints
• 01200 Measurement and Payment
• 01322 Construction Schedule
• 01325 Field Engineering
• 01330 Contractor Submittals
• 01450 Quality Control
• 01505 Mobilization
• 01500 Construction Facilities
and Utilities
• 01560 Environmental Controls
• 01570 Storm Water Quality Control
• 01770 Project Closeout
• 01780 Record Drawings
• 01910 Hazardous Material Procedures
• 02017 Geotextile Fabrics
• 02221 Demolition, Salvage,
and Abandonment
• 02200 Site Preparation
• 02260 Excavation Support and Protection
• 02300 Earthwork
• 02950 Site Restoration
• 2953 Pavement Restoration
• 03301 Cast-in-Place Concrete (for
small projects)
• 05100 Structural Metals
• 05120 Structural Steel
• 05300 Steel Roof Deck
• 05501 Anchor Bolts
An OPCC will be prepared and submitted with the 50% and 90% submittals

Mr. William Jow
March 16, 2022

Task 4 Deliverables
• Concept Drawings
• 50% Submittal including C- Drawings and OPCC
• 90% Submittal Including all Drawings, Draft Technical Specifications and OPCC • 100% Submittal Including all Drawings and Final Technical Specifications • Final Submittal Including Signed Drawings and Signed Technical Specifications Task 4 Assumptions
• All submittals will be in electronic PDF format
Task 5. Environmental Permitting Support
The following permits are anticipated for the Lincoln Road Trash Capture Screen and potentially also for the Gilsizer North Detention Basin Improvements:
• Pre-Application Agency Coordination
• California Department of Fish and Wildlife Stream Bed Alternation Agreement • Clean Water Act Section 401 Certification
As a subconsultant to West Yost, Dokken Engineering will provide initial coordination with the permitting agencies, prepare the permit applications, and provide follow-up coordination with the permitting agencies. If needed, the Clean Water Act Section 404 USA Army Corps of Engineers permit application has been included as an optional task (Task 7 below).

This proposal does not include a California Environmental Quality Act (CEQA) evaluation nor associated cultural or biological data base evaluations or site-specific field evaluation. The City is to provide copies of the needed CEQA evaluation and associated studies for use for the environmental permitting applications and support.

Task 5 Deliverables
• Permit Pre-Application Coordination Summary emails, CDFW Streambed Alteration Agreement Application, CWA Section 401 Certification Application.

Task 6. Project–Specific Full Capture System Certification Application (Updated April 2021) Support
We will review the previously approved trash screens and devices that could be used at each of the trash capture sites (see Certified Full Capture System List of Trash Treatment Control Devices). We will also review the requirements for use of a detention basin for trash capture (see Detention Basins Multi-Benefit Trash Treatment Systems). We will try to identify trash screen technologies that have already been approved by the State and are suitable for use at each trash screen site. If approved technologies are available, we will discuss their use with you and jointly determine if the approved technologies should be used in the Task 2 design drawings. If no suitable technology exists already, we will prepare a Project– Specific Full Capture System Certification Application, including the required information that can be developed with the drainage model and the design effort. However, there may be some data that West Yost won’t be able to generate, like the field/lab testing Information and analysis. Because it is

Mr. William Jow
March 16, 2022

currently unclear if approved technologies are available or how much effort will be needed to gain approval of site-specific designs, we have allocated up to 24 hours for this task. We will not expend more than 24 hours of effort without your prior approval.

Task 6 Deliverables
• Project–Specific Full Capture System Certification Application 50% Submittal including C- Drawings and OPCC
Task 6 Assumptions
• Application will be submitted if no Certified Full Capture System Trash Treatment Control Devices are suitable for the Project
• Some data required for the application will need to be provided by others.

Task 7. Optional Tasks
Grade the basin to provide adequate additional detention storage to mitigate for development of the currently undeveloped parcels within the tributary watershed If this optional subtask is authorized, we will run the drainage model for existing conditions and with full development of all the currently undeveloped parcels in the watershed tributary to the North Gilsizer Detention Basin for the 100-year storm. Using the model results, we will calculate the increase to the basin volume needed to mitigate for the development. We will document this evaluation (including a map of the parcels that are undeveloped now and assumed to develop in the future) in a concise TM. We will grade the basin to include the required increase in storage volume. The purpose for doing this grading is to eliminate one potential obstacle to future development (flood-related impacts from increased flows to the basin from development). Nevertheless, the development could result in other impacts that would still need to be mitigated (like increased flow in the tributary storm drains).

Although probably not needed, preparation of the Clean Water Act Section 404 Permit application is included as an optional task.

BUDGET AND SCHEDULE
The proposed budget is shown in Table 1 by task. West Yost will perform the scope of services described above on a time-and-expenses basis at the billing rates set forth in West Yost’s attached Billing Rate Schedule (Attachment D). Any additional services not included in this Scope of Work will be performed only after receiving a written amendment to the contract. The budget shown in Table 1 does not include the optional task. The budget for the optional task is $16,342. We will only perform the optional task work with written approval from the City.

The schedule is based on receiving a fully executed contract and notice to proceed by April 1, 2022.

Mr. William Jow
March 16, 2022

Table 1. Budget and Schedule Summary
Task Schedule Cost, dollars
Task 1. Project Management and Meetings On-going, meetings coordinated with design submittals
20,730
Task 2. Data Collection (Design Level Surveys
and Geotechnical Evaluations)
Surveying: April 30
Geotechnical Report: May 30
14,789
Task 3. Design of Trash Capture Facilities and
Gilsizer North Detention Basin
Improvements
Concepts: April 11
65%: May 30
90%: June 30
100%: July 22
Final Design: August 19
Draft Technical Specs: June 30
Final Technical Specs: July 22
Optional Task: April 30
62,863
Task 4. Design of Corp Yard Improvements Concepts: April 11 50%: May 30
90%: June 30
100%: July 22
Final Design: August 19
Draft Technical Specs: June 30
Final Technical Specs: July 22
35,787
Task 5. Environmental Permitting Support Draft Applications: June 30 23,621 Task 6. Project–Specific Full Capture System
Certification Application (Updated
April 2021) Support
Review Approved Systems: April 30
Certification Application: May 30
5,961
Total $163,751
Please let me know if you have any questions or comments. We can revise this proposal to better match the City’s design requirements and budget limitations if needed.

Sincerely,

WEST YOST
Douglas T. Moore, PE
Engineering Manager
RCE #58122
Attachment(s): A. Geocon Consultants, Inc. Proposal
B. VE Solutions, Inc. Proposal
C. Dokken Engineering Proposal
D. West Yost 2022 Billing Rate Schedule

Geocon Consultants Inc. Proposal
Attachment A

Proposal No. LS-22-96
March 11, 2022
Doug Moore
Engineering Manager

WEST YOST
2020 Research Park Drive, Suite 100
Davis, CA 95618
[email protected]
Subject: PROPOSAL FOR GEOTECHNICAL INVESTIGATION

FUELING ISLAND CANOPY IMPORVEMENTS

YUBA CITY CORPORATION YARD
1185 MARKET STREET

YUBA CITY, CALIFORNIA
Mr. Moore:

In accordance with your request, we are pleased to submit this proposal to perform a geotechnical investigation for the proposed improvements for the fueling area at the City of Yuba City Corporation Yard located at 1185 Market Street in Yuba City, California.

BACKGROUND AND PURPOSE
To aid in preparing this proposal we have discussed the project with you and reviewed project information you provided. The project includes constructing a canopy over the existing fueling islands at the City Corporation Yard. The canopy will likely be supported on cast-0in-drilled-hole (CIDH) concrete piers or conventional spread footings.

The purpose of our geotechnical investigation will be to evaluate subsurface conditions at the site and provide geotechnical recommendations for design and construction of the proposed project. Our investigation will include a field exploration program, geotechnical laboratory testing, engineering analysis, and report preparation.

SCOPE OF SERVICES
Based on our understanding of the project, we propose the following scope of services:
• Perform a limited geologic literature review to aid in evaluating the geologic conditions present at the site.
• Review available design plans to select exploratory excavation locations. • Perform a site reconnaissance to review project limits and mark out exploratory excavation locations for subsequent utility clearance.
• Notify subscribing utility companies via Underground Service Alert (USA) a minimum of two business days (as required by law) prior to performing exploratory borings at the Site. • Drill up two exploratory borings within/near the proposed improvement area to a depth of approximately 15 feet using a truck-mounted drill rig equipped with hollow-stem augers.

Geocon Proposal No. LS-22-96 - 2 - March 11, 2022
• Obtain representative soil samples from the exploratory borings. • Log the borings in accordance with the Unified Soil Classification System. • Upon completion, backfill borings with the drill cuttings or neat cement grout. • Perform laboratory tests to evaluate pertinent geotechnical parameters. • Analyze the field and laboratory testing data and prepare a letter report with our conclusions and recommendations. Our report will include (but not be limited to) the following:
• Site plan showing locations of exploratory borings
• Description of site geology and logs of subsurface conditions • Geotechnical laboratory test results
• Summary of geotechnical constraints and mitigation alternatives (if required) • Foundation design recommendations and nparameters: recommended foundation type(s), allowable bearing capacity, recommended dimensions, estimated settlement • Code-based seismic design criteria (2019 California Building Code) An electronic (PDF) version of the draft geotechnical investigation report will be submitted. Upon receipt of review comments, we will incorporate comments and submit a final report in PDF format.

ASSUMPTIONS AND LIMITATIONS
Our scope of services and fees are based on:
• The client will coordinate site access and permission to enter. • The site is accessible to truck-mounted drilling equipment. • Site plans provided for our use will show the locations of all underground utility lines and structures. We will not be responsible for damage to any such lines or structures that are not shown accurately on the plans provided to us or properly marked by USA subscriber companies. • The scope of services detailed in this proposal does not include the evaluation or identification of environmental contamination.

PROPOSED FEE
We propose to perform the scope of services described herein for a lump sum fee of $7,500.

Our services will be provided in accordance with the enclosed 2022 Schedule of Fees/Terms and Conditions, which is incorporated into and made a part of this proposal. If unforeseen conditions are encountered, or if we experience delays or circumstances beyond our control, we will notify you immediately to discuss modifications to the scope of services and/or project fees.

CONTRACT EXECUTION
If this proposal is acceptable, please issue a Professional Services Agreement for our review. We will commence with the scope of services outlined herein upon receipt of your written authorization; however, services provided by Geocon will be pursuant to the terms stated in our 2022 Schedule of Fees until or unless a mutually agreed upon, negotiated contract is finalized.

Geocon Proposal No. LS-22-96 - 3 - March 11, 2022
We appreciate the opportunity to provide a proposal for geotechnical services on this project. Please contact us if you have any questions concerning the contents of this proposal or if we may be of further service.

Respectfully submitted,
GEOCON CONSULTANTS, INC.

Jeremy J. Zorne, PE, GE
Senior Engineer
Attachment: 2022 Schedule of Fees

3160 Gold Valley Drive, Suite 800 ■ Rancho Cordova, California 95742 ■ Tel (916) 852-9118

2022 SCHEDULE OF FEES

PROFESSIONAL SERVICES
Engineering Assistant/Laboratory Technician.......................................................................................................................................... $85/hr.

Engineering Field Technician/Special Inspector I ................................................................................................................ 85/125(PW)*/hr.

Engineering Field Technician/Special Inspector II ............................................................................................................... 95/135(PW)*/hr.

Engineering Field Technician/Special Inspector III/Equipment Operator ........................................................................... 105/145(PW)*/hr.

Word Processor/Technical Editor/Draftsman .......................................................................................................................................... 85/hr.

Research Assistant/Technical Illustrator/Senior Draftsman................................................................................................................... 100/hr.

Project Coordinator/GIS Specialist ........................................................................................................................................................... 110/hr.

Staff Engineer/Geologist/Scientist/Field Supervisor .............................................................................................................................. 125/hr.

Senior Staff Engineer/Geologist/Scientist ............................................................................................................................................... 135/hr.

Project Engineer/Geologist/Scientist/Construction Supervisor.............................................................................................................. 145/hr.

Senior Project Engineer/Geologist/Scientist............................................................................................................................................ 160/hr.

Senior Engineer/Geologist/Scientist/Certified Industrial Hygienist........................................................................................................ 175/hr.

Associate Engineer/Geologist/Scientist................................................................................................................................................... 200/hr.

Principal Engineer/Geologist/Scientist/Litigation Support ..................................................................................................................... 240/hr.

Deposition or Court Appearance............................................................................................................................................................... 400/hr.

Attorney Fees (General) ............................................................................................................................................................................ 350/hr.

Overtime (>8 to 12 hrs.), Saturday, and Night Rate ............................................................................................... 1.5X Regular Hourly Rate Overtime (>12 hrs.), Sunday, and Holiday Rate.......................................................................................................... 2X Regular Hourly Rate Minimum Professional Fee........................................................................................................................................................... $500/Project Minimum Field Services Fee (per day or call-out)................................................................................................................................... 4 Hours *Prevailing Wage (PW) per requirements of California Labor Code §720, et. Seq.

TRAVEL
Personnel ............................................................................................................................................................................ Regular Hourly Rate Subsistence (Per Diem)........................................................................................................................................................................ $200/day Vehicle Mileage .................................................................................................................................................................................... 0.75/mile

EQUIPMENT & ANALYTICAL TESTS
Nuclear Gauge ......................... Included in Technician Hourly Rate Level D PPE/Decon Rinse Equipment ............................ $50/day Pick-up Truck ................................................................... $125/day pH/Conductivity/Temperature Meter ............................. 60/day Equipment Truck .............................................................. 200/day 55-gallon drum ................................................................ 65/ea.

Direct-Push Rig/Operator ............................... 185/225(PW)*/hr. TPHg (EPA 8015M) .......................................................... 90/ea.

Direct-Push Sample Liner ................................................ 10/ea. TPHd/mo (EPA 8015M) ................................................... 80/ea.

Equipment Trailer ............................................................. 100/day Fuel Oxygenate Compounds (EPA 8260B) ..................... 110/ea.

Wenner 4-Pin Earth Resistivity Meter .............................. 150/day Volatile Organic Compounds (EPA 8260B) ..................... 150/ea.

Coring Machine (concrete, asphalt, masonry)................. 200/day Semi-Volatile Organic Compounds (EPA 8270) ............. 300/ea.

Dynamic Cone Penetrometer ........................................... 250/day CAM 17 Metals (EPA 6010B) .......................................... 170/ea.

Dilatometer (DMT) Test Equipment ................................. 800/day Single Metal (EPA 6010B) ............................................... 30/ea.

Generator or Air Compressor............................................ 150/day STLC or TCLP Extraction .................................................. 75/ea.

GPS Unit ............................................................................ 160/day Soil pH (EPA 9045C) ........................................................ 25/ea.

Drive-Tube Sampler or Hand-Auger ................................. 50/day Organochlorine Pesticides (EPA 8081) ........................... 125/ea.

Soil Sample Tube (Brass or Stainless) ............................ 10/ea. Naturally Occurring Asbestos (CARB 435) ...................... 90/ea.

Water Level Indicator ....................................................... 40/day Asbestos PLM ................................................................... 20/ea.

Battery-Powered Pump .................................................... 75/day Asbestos 1,000-pt Count ................................................. 80/ea.

Photo-Ionization Meter .................................................... 150/day 48-hr/24-hr Turnaround Time .................... 60%/100% surcharge

LABORATORY TESTS

COMPACTION CURVES SOIL AND AGGREGATE STABILITY
4-inch mold (D1557/D698)............................................. $225/ea. Resistance Value, R-Value (D2844/CAL301)................. $300/ea. 6-inch mold (D1557/D698)............................................. 225/ea. R-Value, Treated (CAL301) .............................................. 325/ea.

California Impact (CAL216).............................................. 225/ea. California Bearing Ratio (D1883).................................... 175/pt.

Check Point....................................................................... 100/ea. Stabilization Ability of Lime (C977) ................................. 180/ea.

3160 Gold Valley Drive, Suite 800 ■ Rancho Cordova, California 95742 ■ Tel (916) 852-9118

SOIL AND AGGREGATE PROPERTIES
#200 Wash (D1140/C117) ............................................. $90/ea. Moisture Determination, tube sample (D2216)............. $20/ea.

Wet Sieve Analysis to #200 (D422/CAL202).................. 120/ea. Moisture Determination and Unit Weight (D2937) ........ 40/ea.

Dry Sieve Analysis, 1.5”+ Aggregate (D6913)................. 350/ea. Atterberg Limits: Plasticity Index (D4318) ...................... 200/ea.

Hydrometer Analysis (D422)............................................ 165/ea. Sand Equivalent (D2419/CAL217) ................................. 100/ea.

Sieve Analysis with Hydrometer (D422) .......................... 200/ea. pH and Resistivity (CAL643) ............................................ 120/ea.

Specific Gravity, Soil (T100)............................................. 100/ea. Sulfate Content (CAL417)................................................ 90/ea.

Specific Gravity Coarse Aggregate (C127)....................... 60/ea. Chloride Content (CAL422).............................................. 50/ea.

Specific Gravity Fine Aggregate (C128)........................... 75/ea. Organic Content (D2974)................................................. 65/ea.

Cut/Extract Shelby Tube .................................................. 100/ea.

SHEAR STRENGTH
Unconfined Compression (D2166).................................. $100/ea. CONCRETE / MASONRY / REINFORCING STEEL Direct Shear (3 pts.)(D3080) ........................................... 325/ea. Compressive Strength, Cast Cylinders (C39).................. $30/ea.

Unconsolidated-Undrained Triaxial Shear (D2850)........ 125/pt. Compressive Strength, Cores (C42)................................ 60/ea.

Unconsolidated-Undrained Triaxial Staged (D2850) ...... 175/ea. Flexural Strength Beam (C78/C293) .............................. 80/ea.

Consolidated-Undrained Triaxial Shear (D4767) ............ 300/pt. Splitting Tensile Test (C496)............................................ 80/ea.

Consolidated-Undrained Triaxial Staged (D4767) .......... 375/ea. DSA Masonry Shear (DSA-207) ....................................... 75/ea.

Consolidated-Drained Triaxial Shear (EM1110) ............. 400/pt. Shotcrete Panel Coring and Comp. Strength (C1140) ... 80/ea.

Consolidated-Drained Triaxial Staged (EM1110)............ 500/ea. Rebar Tensile / Bend (up to #11/#11 and Larger) 200/250/ea.

CMU Compressive Strength (C140) ................................ 100/ea.

PERMEABILITY, CONSOLIDATION AND EXPANSION Compressive Strength, Grout (C1019/UBC 21-19)........ 30/ea.

Permeability, Flexible Wall (D5084) ................................ $300/ea. Compressive Strength, Mortar (C109/UBC 21-15,16) .. 30/ea.

Permeability, Rigid Wall (D5856)..................................... 300/ea. CMU Unit Wt., Dimen., Absorption (C140) ...................... 75/ea.

Consolidation (D2435)..................................................... 60/pt. Compressive Strength, Masonry Prism (C1314) ............ 250/ea.

Expansion Index (D4829/UBC 29-2)............................... 225/ea.

Swell/Collapse (D4546)................................................... 165/pt. HOT MIX ASPHALT HMA Air Voids, Gyratory (T269) ....................................... $525/ea.

AGGREGATE QUALITY Hamburg Wheel Tracker (T324)...................................... 1,000/ea.

Sieve Analysis to #200 (C136) ........................................ $120/ea. Theoretical Max. Specific Gravity (D2041/CAL309) ...... 175/ea.

L.A. Rattler Test (500 rev.) (C131)................................... 200/ea. Ignition/Sieve Analysis (C136/CAL202) ......................... 220/ea.

Durability Index (D3744/CAL229)................................... 165/ea. HMA Core Unit Weight (D1188/CAL308)........................ 100/ea.

Fine Aggregate Angularity (CAL 234) ............................... 125/ea. % Asphalt, Ignition Method (D6307/CAL382)................ 125/ea.

Flat and Elongated Particles (D4791/CAL 235) ............. 150/ea. % Asphalt, Ignition Calibration (D6307/CAL382)............. 400/ea.

Percent Crushed Particles (CAL205) ............................... 150/ea. Tensile Strength Ratio (T283)……………………………… .... 1,000/ea. *2X surcharge on rush turnaround for laboratory testing

TERMS AND CONDITIONS

1. Listed are typical charges for the services most frequently performed by Geocon. Prices for unlisted services as well as special quotations for programs involving volume work will be provided upon request. Laboratory test prices shown are for laboratory work only, and include reporting of routine results not calling for comments, recommendations or conclusions.

2. Sampling and testing is conducted in substantial conformance with the latest applicable or designated specifications of the American Society for Testing and Materials, Caltrans, American Association of State Highway and Transportation Officials, or other pertinent agencies.

3. Saturday, night work, and overtime hours are charged at time and one-half; Sundays and holidays at double time. Per diem may apply when location of work dictates.

4. Equipment and materials will be billed at cost plus 15%. Outside services including subcontractors and rental of special equipment are billed at cost plus 15%. Hourly services are billed portal to portal from closest office in accordance with the stated hourly rates herein, with a minimum four-hour charge.

5. Invoices will be submitted at four-week intervals. Terms of payment are met upon presentation of invoice. Invoices become delinquent thirty (30) days from invoice date and subject to one and one-half percent (1-1/2%) service charge per month, or the maximum rate allowed by law, whichever is lower. If Client objects to all or any portion of any invoice, Client will so notify Geocon in writing within fourteen (14) calendar days of the invoice date, identify the cause of disagreement, and pay that portion of the invoice not in dispute. The parties will immediately make every effort to settle the disputed portion of the invoice.

Payment on delinquent invoices will first be applied to accrued interest and then to the principal amount. All time spent and expenses incurred (including any attorney's fees and costs) in connection with collection of any delinquent amount will be paid by Client to Geocon per Geocon's current fee schedule.

6. Client and Geocon shall allocate certain of the risks so that, to the fullest extent permitted by law, Geocon’s (the term “Geocon” includes Geocon’s partners, officers, directors, employees, agents, affiliates, subcontractors and subconsultants) total aggregate liability to Client is limited to the greater of $10,000 or the total compensation received from Client by Geocon for services rendered on this project, for any and all of Client’s injuries, damages, claims, losses, expenses, or claim expenses arising out of this Agreement from any cause or causes, including attorneys’ fees and costs which may be awarded to the prevailing party, and Client agrees to indemnify and hold harmless Geocon from and against all liabilities in excess of the monetary limit established above.

Client and Geocon shall allocate certain of the other risks so that, to the fullest extent permitted by law, Client shall limit Geocon’s total aggregate liability to all third parties, including contractors, subcontractors of all tiers, materialmen, and others involved in Client’s project, as well as persons and other entities not involved in the project, to the greater of $20,000 or the total compensation received from Client by Geocon for services rendered on this project, for any and all injuries, damages, cause or causes, including attorneys’ fees and costs which may be awarded to the prevailing party, and Client agrees to indemnify and hold harmless Geocon from and against all liabilities in excess of the monetary limit established above, including all liability incurred by Geocon for acts, errors, or omissions, pursuant to entering into agreements with third parties on behalf of Client in order to obtain access or entry onto property not owned by Client. Client agrees to notify all contractors and subcontractors of any limitation of Geocon’s liability to them, and require them to abide by such limitation for damages suffered by any contractor or subcontractor arising from Geocon’s actions or inactions. Neither the contractor nor any subcontractor assumes any liability for damages to others which may arise on account of Geocon’s actions or inactions.

VE Solutions, Inc. Proposal
Note: VE Solutions agreed to a 10 percent budget reduction from the amounts shown in this budget. Also, engineering services during construction (ESD) are not included in this proposal.

Attachment B

Task Order Agreement
VE Solutions, Inc.
7777 Greenback Lane, Suite 104
Citrus Heights, CA 95610
[email protected]
(916) 505-0519
Client: West Yost & Associates
2020 Research Park Dr., Ste 100
Davis, CA 95618
Date: March 10, 2022
Project Name/Location: Gilsizer North Detention Basin Structures VES Project No.: 22021
Project Description: Structural engineering services for:

1. A 2 ft max high structural steel trash capture screen. The screen will be attached to an existing concrete slab and will be designed to resist full unbalanced water head on one side.

2. A max 20’ x 20’ x 20’ high structural steel canopy over an existing fuel station. The canopy will be supported on new concrete spread footings or drilled piers.

A geotechnical report will be prepared by others.

Scope of Services: Prepare structural engineering plans and calculations for the project described above. Review rfi's and submittals during construction. Documents will be signed and sealed by a California registered structural engineer.

Fee Arrangement: Design: $12,000; ESDC: $2,500; Total $14,500 Limitation of Liability: $1,000,000
Special Conditions: none
Offered by: Accepted by:
signature date signature date
Brad Friederichs, President S2780
name/title CA License name/title
VE Solutions, Inc.

Client
The Terms and Conditions of this agreement are in accordance with the Task Order Agreement dated September 27, 2017
3/10/2022

Task Order Agreement
VE Solutions, Inc.
7777 Greenback Lane, Suite 104
Citrus Heights, CA 95610
[email protected]
(916) 505-0519
Client: West Yost & Associates
2020 Research Park Dr., Ste 100
Davis, CA 95618
Date: March 10, 2022
Project Name/Location: Gilsizer Slough Trash Capture Device VES Project No.: 22022
Project Description: Structural engineering services for 5 ft high structural steel screen to span across an existing channel. The structure will resist full unbalanced water head on one side. It will be supported on a new concrete slab.

Scope of Services: Prepare structural engineering plans and calculations for the project described above. Review rfi's and submittals during construction. Documents will be signed and sealed by a California registered structural engineer.

Fee Arrangement: Design: $11,500; ESDC: $2,500; Total $14,000 Limitation of Liability: $1,000,000
Special Conditions: none
Offered by: Accepted by:
signature date signature date
Brad Friederichs, President S2780
name/title CA License name/title
VE Solutions, Inc.

Client
The Terms and Conditions of this agreement are in accordance with the Task Order Agreement dated September 27, 2017
3/10/2022

Dokken Engineering Proposal
Note: Dokken Engineering agreed to a 5 percent budget reduction from the amounts shown in this budget. Also, the Clean Water Act Section 404 Nation Wide Permit Task (OPTIONAL) and the associated budget are included in the optional task of this proposal.

Attachment C

110 Blue Ravine Road, Suite 200, Folsom, CA 95630 ▪ Tele: 916 858-0642 ▪ Fax: 916 858-0643 ▪ www.dokkenengineering.com March 11, 2022
Doug Moore
Engineering Manager
West Yost
2020 Research Park Drive, Suite 100
Davis, CA 95618
RE: Scope and Fee for Environmental Permitting Services for the Gilsizer Slough Trash Capture Project and the Gilsizer North Detention Basin Project in Yuba City Mr. Doug Moore,
Enclosed is a scope of services and fee for Dokken Engineering to obtain the necessary environmental permits for the planned Gilsizer Slough Trash Capture Project and the Gilsizer North Detention Basin Project in Yuba City. It is our understanding that Gilsizer Slough is a realigned natural channel with historic hydrologic connection to the Feather River and is therefore considered a Water of the U.S. and Water of the State. As such, environmental permits under the Clean Water Act and State of California Fish and Game Code must be obtained prior to the start of construction. Environmental Analysis under the California Environmental Quality Act (CEQA) is being completed by the City and is not included in this scope of work.

The southwestern terminus of Gilsizer slough is known to support stable populations of special status species including giant garter snake (Thamnophis gigas) and tricolor blackbird (Agelaius tricolor). The proposed Gilsizer Slough Trash Capture Project at Lincoln Rd. does not provide habitat for these species and is located approximately 10 miles upstream of this habitat area and there is no suitable habitat for these species farther upstream in the watershed. It is therefore unlikely that these species will be impacted by either project and this scope of work assumes that the project will not result in “take” of any species listed as threatened or endangered by either the Federal Endangered Species Act or California Endangered Species Act.

Scope of Work
Task 1: Pre-Application Agency Coordination
Prior to beginning the permit application process, Dokken will present the proposed project features to our contacts at the regulatory agencies and receive initial feed back on the permitting effort that will be required for both projects. The agencies contacted will include the California Department of Fish and Wildlife (CDFW), the Central Valley Regional Water Quality Control Board (RWQCB), and the United States Army Corps of Engineers (USACE). This early coordination effort will ensure the permit applications contain only the project features that require environmental permits, streamlining the permitting process and potentially reducing permitting and mitigation costs.

Task 2: California Fish and Game Code §1600 Streambed Alteration Agreement Dokken will prepare the necessary components of a Notification of Streambed Alteration Package for submittal to CDFW via the department’s online permitting portal the Electronic Permitting Information and Management System (EPIMS). Dokken will work with City staff to set up an EPIMS account for the City and Dokken will take the lead on submitting the application through EPIMS. Dokken will review the draft permit prior to City signature to ensure permit conditions to not cause constructability issues.

110 Blue Ravine Road, Suite 200, Folsom, CA 95630 ▪ Tele: 916 858-0642 ▪ Fax: 916 858-0643 ▪ www.dokkenengineering.com Task 3: Clean Water Act §401 Water Quality Certification Dokken will prepare a Water Quality Certification application package for submittal to the RWQCB.

Dokken will follow up with RWQCB staff following submittal of the application package periodically to ensure timely review of application materials. Dokken will review the draft permit prior to City signature to ensure permit conditions to not cause constructability issues.

Task 4: Clean Water Act §404 Nationwide Permit Authorization (OPTIONAL) The proposed projects appear to be consistent with Nationwide Permit 25 – Structure Discharges. Use of this Nationwide Permit does not require submitting a Pre-Construction Notification to the Army Corps of Engineers if all General and Regional Conditions specified in this Nationwide Permit are met. Based on a review of the project plans and the Nationwide Permit conditions, these projects are anticipated to qualify for coverage under a non-notifying NWP-25.

If during pre-application agency coordination, USACE determines that Pre-Construction Notification is required, this optional task will include preparation of a PCN, coordination with USACE, and review of the draft permit prior to City signature.

Fee For Services
The total cost for each scope item listed above is included below. This fee estimate assumes Yuba City will be responsible for paying application fees required by the regulatory agencies. A breakdown of the hours needed to complete each task is included on the following page.

Task 1: Pre-Application Agency Coordination - $2,560
Task 2: CDFW §1600 Streambed Alteration Agreement - $8,420 Task 3: CWA §401 Water Quality Certification - $8,020
Task 4: CWA §404 Nationwide Permit (OPTIONAL) - $9,290
Please feel free to contact me at [email protected] or by phone at (916) 858-0642 if you need anything else for your review of this project.

Thank you,
Scott Salembier
Associate Environmental Planner/Biologist
ISA Certified Arborist
Dokken Engineering
110 Blue Ravine Rd. #200
Folsom, CA 95630

Environmental Manager
Senior Environmental
Planner / Biologist /
Archaeologist
Associate Environmental
Planner / Biologist /
Archaeologist
Environmental Planner /
Biologist / Archaeologist
$250 $180 $140 $110
Envvironmental Permitting Services 6 24 78 105 213 $28,290 Task 1: Pre-Application Agency Coordination 8 8 16 $2,560 Task 2: CDFW §1600 Streambed Alteration Agreement 2 4 20 40 66 $8,420 Task 3: CWA §401 Water Quality Certification 2 4 25 30 61 $8,020 Task 4: CWA §404 Nationwide Permit Authorization (OPTIONAL) 2 8 25 35 70 $9,290 TOTAL HOURS 6 24 78 105 213
TOTAL COST $1,500 $4,320 $10,920 $11,550 $28,290

COST PROPOSAL - HOURS BREAKDOWN BY TASK

GILSIZER SLOUGH TRASH CAPTURE &

NORTH DETENTION BASIN PROJECT
March 10, 2022

TASK DESCRIPTION TOTAL
HOURS
TOTAL
COST
OTHER
DIRECT
COST

West Yost 2022 Billing Rate Schedule
Attachment D

(Effective January 1, 2022 through December 31, 2022)*

POSITIONS

ENGINEERING
Principal/Vice President $300
Engineer/Scientist/Geologist Manager I / II $285 / $297 Principal Engineer/Scientist/Geologist I / II $257 / $272 Senior Engineer/Scientist/Geologist I / II $230 / $241
Associate Engineer/Scientist/Geologist I / II $198 / $211 Engineer/Scientist/Geologist I / II $158 / $184
Engineering Aide $92
Field Monitoring Services $85
Administrative I / II / III / IV $81 / $102 / $123 / $136

ENGINEERING TECHNOLOGY
Engineering Tech Manager I / II $294 / $297
Principal Tech Specialist I / II $270 / $280
Senior Tech Specialist I / II $247 / $260
Senior GIS Analyst $224
GIS Analyst $212
Technical Specialist I / II / III / IV $158 / $181 / $204 / $227 Technical Analyst I / II $114 / $136
Technical Analyst Intern $91
Cross-Connection Control Specialist I / II / III / IV $117 / $128 / $144 / $160 CAD Manager $179
CAD Designer I / II $139 / $155

CONSTRUCTION MANAGEMENT
Senior Construction Manager $288
Construction Manager I / II / III / IV $175 / $187 / $200 / $252 Resident Inspector (Prevailing Wage Groups 4 / 3 / 2 / 1) $153 / $171 / $189 / $197 Apprentice Inspector $139
CM Administrative I / II $75 / $100
Field Services $198
2022 Billing Rate Schedule

LABOR CHARGES
(DOLLARS PER HOUR)
■ Technology and Communication charges including general and CAD computer, software, telephone, routine in-house copies/prints, postage, miscellaneous supplies, and other incidental project expenses will be billed at 6% of West Yost labor. ■ Outside Services such as vendor reproductions, prints, shipping, and major West Yost reproduction efforts, as well as Engineering Supplies, etc. will be billed at actual cost plus 15%. ■ The Federal Mileage Rate will be used for mileage charges and will be based on the Federal Mileage Rate applicable to when the mileage costs were incurred. Travel other than mileage will be billed at cost. ■ Subconsultants will be billed at actual cost plus 10%. ■ Expert witness, research, technical review, analysis, preparation and meetings billed at 150% of standard hourly rates. Expert witness testimony and depositions billed at 200% of standard hourly rates. ■ A Finance Charge of 1.5% per month (an Annual Rate of 18%) on the unpaid balance will be added to invoice amounts if not paid within 45 days from the date of the invoice. * This schedule is updated annually Page 1 of 2

(Effective January 1, 2022 through December 31, 2022)*
Equipment Charges

EQUIPMENT
2" Purge Pump & Control Box $270 / day
Aquacalc / Pygmy or AA Flow Meter $28 / day
Emergency SCADA System $35 / day
Gas Detector $80 / day
Generator $39 / day
Hydrant Pressure Gauge $10 / day
Hydrant Pressure Recorder, Impulse (Transient) $55 / day Hydrant Pressure Recorder, Standard $40 / day
Low Flow Pump Controller $75 / day
Powers Water Level Meter $32 / day
Precision Water Level Meter $19 / day
Stainless Steel Wire per foot $0.03 / day
Storage Tank $15 / day
Sump Pump $24 / day
Transducer Components (per installation) $23 / day
Trimble GPS – Geo 7x $220 / day
Tube Length Counter $22 / day
Turbidity Meter $22 / day
Vehicle $10 / day
Water Flow Probe Meter $20 / day
Water Quality Meter $27 / day
Water Quality Multimeter $185 / day
Well Sounder $30 / day

BILLING RATES
2022 Billing Rate Schedule
* This schedule is updated annually Page 2 of 2

ATTACHMENT 3

PROJECT 5

LINCOLN RD AT GILSIZER SLOUGH
^
^
PROJECT 4
N. GILSIZER DETENTION BASIN
Prop 1 IRWM Projects
¯

Agenda Item 12

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Public Works Engineering Personnel Changes
Recommendation: A. Adopt a Resolution (i) reclassifying a vacant Senior Engineer position to one (1) additional Deputy Public Works Director – Engineering position within the Public Works Department and (ii) authorizing the Finance Director to amend the salary schedule to reflect upward compensation adjustments of approximately 12% for the classification
B. Authorize the Finance Director to make budget adjustments as necessary Fiscal Impact: $51,400 – Account No. 1930 (Engineering) $32,500 – Reclassify Senior Engineer to Deputy P.W. Director – Eng. $18,900 – Increase existing position from $156,000 (fully burdened) Purpose:

To reclassify an existing vacant Senior Engineer position to the supervisory classification of Deputy Public Works Director – Engineering and provide compensation necessary to support the Engineering Division.

Council’s Strategic Goal:

This item addresses the City Council’s Strategic Goal of Infrastructure by ensuring that City staff can effectively and efficiently program, fund, maintain, and improve the City’s utilities, facilities, and streets infrastructure.

Background:

The Public Works Department currently divides operations into three branches – Maintenance, Utilities, and Engineering – with each headed by a Deputy Director. The Engineering Division within the Public Works Department is a key component for managing the City’s infrastructure, including transportation systems, utilities, and facilities, which involves ongoing private and public coordination through developing master plans, fee schedules, project programming, budgeting, engineering design, regulatory compliance activities, encroachment permits, traffic surveys, customer service inquiries and complaints, inspection, and construction management. The Division also provides support and review of private development in coordination with the Development Services Department, collaborates

regarding regulatory compliance with the Environmental Compliance Division, and performs a number of administrative tasks including Capital Improvement Project (CIP) budget management, grant funding applications and management, and coordination with local agencies and businesses.

Analysis:

Recruitment Hurdles:

The Division currently consists of one (1) Deputy Public Works Director – Engineering, seven (7) employees, and three (3) vacancies, one (1) Engineering Technician I/II, one (1) Construction Inspector, and one (1) Senior Engineer (see Attachment 3). For several years, the City has experienced recruitment and retention challenges in its engineering classifications, particularly at senior levels. With personnel changes over the last few years, the Engineering Division has lost two Senior Engineers. All recruitments within the past decade have only been able to be filled at the entry level in the position of Assistant Civil Engineer.

The Department has previously elected to fill vacant positions at the entry level, in order to help with work demands and focus on developing and training these new engineers to take on higher level functions as their skill sets progress; however, this has led to a gap in experience and capacity that has had detrimental effects on the Division.

Need for Senior-level Staff:

Public Works believes that there is a need for additional senior-level support in the Engineering Division in order to manage the City’s numerous high-priority projects and programs; proactively engage with regional, state, and federal partners for necessary coordination and funding opportunities; support commercial and residential development, and aid the day-to-day management of the Division’s staff and workload.

The Division has noted a number of detrimental impacts on Engineering’s services due to the lack of senior-level staff, including:
 Project delays and less efficient project management, resulting in increased project costs due to inflation and slower progress on CIP design and construction  Slower coordination with private development and the Development Services Department  Higher project costs due to the need to hire professional services consultants to fill skill and capacity gaps
 Decreased opportunities for regional partnerships
 Decreased grant/funding opportunities to facilitate priority projects  Lack of experience in detecting and/or heading off costly project impacts and concerns  Less guidance and mentorship for entry-level staff
 Lack of experience and skill in collaborating with private and public partners Staff believes that adding a second Deputy Public Works Director – Engineering position will provide the level of supervisory authority and technical expertise necessary to help manage these needs and increase Division capacity to manage upcoming major priorities such as the newly funded Aquifer Storage Recovery Well Project, Septic-to-Sewer conversions, and other priority infrastructure needs to align with private development needs, such as sewer main extensions on Harter-Bridge and Bogue Road.

Proposed Division Restructuring:

The Department has evaluated the structure and workload of the Engineering Division and is proposing the following informal division of responsibilities for the two Deputy Public Works Director – Engineering positions; however, importance will be placed on flexibility to address priorities on an as-needed basis rather than a strict division of labor.

Current Deputy Public Works Director –
Engineering
New Deputy Public Works Director –
Engineering
 Capital Improvement Program
management
 Infrastructure
 Utilities
 Project delivery
 Staff and Division management
 Development engineering
 Regional programs/partnerships
 Grant/funding opportunities
 Regulatory compliance coordination
and reporting
 Staff and Division management
While there will be two Deputy Directors in order to properly administer and coordinate Engineering Division tasks, staff will remain a single unit rather than be divided in supervision. This will ensure that the appropriate staff members will be able to flex between functions and projects as needed based on skill and availability.

Compensation:

Additionally, staff recommends a salary increase for the Deputy Public Works Director – Engineering classification to bring it in line with the current Deputy Development Service Director salary schedule, which has comparable responsibilities, professional skill, and experience qualifications. This competitive salary will be crucial for successful recruitment.

JCN TITLE 1 2 3 4 5
717 $10,119 $10,625 $11,156 $11,714 $12,300
5 Deputy
Public
Works
Director –
Engineerin
g
$58.38 $61.30 $64.36 $67.58 $70.96
JCN TITLE 1 2 3 4 5 6 7 8 9
$10,11
9 $10,37
2 $10,62
5 $10,89
1 $11,15
6 $11,43
5 $11,71
4 $12,00
7 $12,30
0 757
5 Deputy
Public
Works
Director –
Engineerin
g
$58.38 $59.84 $61.30 $62.83 $64.36 $65.97 $67.58 $69.27 $70.96 Fiscal Impact:

The total cost for the reclassified position and increased salary for the existing position is an estimated $51,400 annually:

Position New Total Previously Budgeted Increase
Existing Deputy
Director
$174,900 $156,000 $18,900
Reclassify Senior $174,900 $142,400 $32,500

Engineer to Deputy
Director
Total Increase: $51,400
Costs will be budgeted and distributed through Account No. 1930 (Engineering), which is funded per the City’s Cost Allocation Plan, as divided below:

Fund Percentage Increase
Capital
Improvement
Program
61% $31,354
Streets and
Roads
7% $3,598
Water 16% $8,224
Wastewater 16% $8,224
The ability to successfully fill the second Deputy Public Works Director – Engineering with an experienced and knowledgeable candidate will also reduce the need for contractors to provide engineering services and increase productive capacity for the City, which historically results in significant long-term budgetary savings through increased project funding opportunities and efficient management of the City’s infrastructure.

Labor Relations:

If approved, the additional Deputy Public Works Director – Engineering position would join the existing position in the Mid-Management bargaining unit. The unit, which also represents the Senior Engineer classification, has been informed of the proposed reclassification and salary increase and does not object.

Alternatives:

1. Do not approve the proposed reclassification and salary schedule and provide alternate direction to staff.

2. Direct staff to make personnel change through the Fiscal Year 22/23 budget process.

Recommendation:

A. Adopt a Resolution (i) reclassifying a vacant Senior Engineer position to one (1) additional Deputy Public Works Director – Engineering position within the Public Works Department and (ii) authorizing the Finance Director to amend the salary schedule to reflect upward compensation adjustments of approximately 12% for the classification.

B. Authorize the Finance Director to make budget adjustments as necessary.

Attachments:

1. Resolution - Deputy Public Works Directors - Engineering

2. Salary Schedule - Deputy Public Works Director - Engineering

3. Organizational Charts - Deputy Public Works Director - Engineering Prepared By: Submitted By:

Scarlett O. Harris
Administrative Analyst I
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AUTHORIZING THE FINANCE DIRECTOR TO AMEND THE SALARY SCHEDULE AND BUDGET,

RECLASSIFY A SENIOR ENGINEER POSITION TO A SECOND DEPUTY PUBLIC WORKS DIRECTOR – ENGINEERING POSITION, AND INCREASE THE SALARY FOR SUCH

CLASSIFICATION
WHEREAS, the Engineering Division in the Public Works Department is responsible for the condition and construction of transportation, utilities, and facility public infrastructure throughout the City for the safety and welfare of the City’s residents, visitors, and businesses; and WHEREAS, City staff has determined that the level of responsibility, capacity, and priority of the Engineering Division’s work would be best managed by the addition of a second Deputy Public Works Director – Engineering; and
WHEREAS, City staff has determined a compensation increase for the Deputy Public Works Director – Engineering classification is needed to attract and retain qualified personnel and to bring the compensation for that classification into parity with other comparable deputy director roles.

NOW THEREFORE, BE IT RESOLVED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF YUBA CITY AS FOLLOWS:

SECTION I.

Effective April 5, 2022, reclassify one (1) Senior Engineer (vacant) to one (1) additional Deputy Public Works Director – Engineering position in the Public Works Department SECTION II.

Effective April 9, 2022, the Salary Schedule and Compensation Plan shall reflect the following salary adjustments for the Deputy Public Works Director – Engineering classification:

FROM:

JCN TITLE 1 2 3 4 5
$9,015 $9,466 $9,939 $10,436 $10,958
7175
Deputy
Public Works
Director –
Engineering $52.01 $54.61 $57.34 $60.21 $63.22
JCN TITLE 1 2 3 4 5 6 7 8 9
$9,015 $9,241 $9,466 $9,703 $9,939 $10,188 $10,436 $10,697 $10,958 7575
Deputy
Public Works
Director –
Engineering $52.01 $53.31 $54.61 $55.98 $57.34 $58.78 $60.21 $61.71 $63.22

TO:

JCN TITLE 1 2 3 4 5
$10,119 $10,625 $11,156 $11,714 $12,300
7175
Deputy
Public Works
Director –
Engineering $58.38 $61.30 $64.36 $67.58 $70.96
JCN TITLE 1 2 3 4 5 6 7 8 9
$10,119 $10,372 $10,625 $10,891 $11,156 $11,435 $11,714 $12,007 $12,300 7575
Deputy
Public Works
Director –
Engineering $58.38 $59.84 $61.30 $62.83 $64.36 $65.97 $67.58 $69.27 $70.96 SECTION III.

The above modifications shall become effective with the payroll period beginning April 9, 2022.

The Finance Director is hereby authorized to amend the salary schedule to reflect the adjustments, establish the salary steps, and make the supplemental appropriations as outlined in the staff report and Resolution.

The forgoing Resolution of the City Council of the City of Yuba City was duly introduced, passed, and adopted at a regular meeting thereof held on the 5th day of April, 2022.

AYES:

NOES:

ABSENT:
__________________
Dave Shaw, Mayor
ATTEST:
________________________
Ciara Wakefield, Deputy City Clerk
Approved as to form:
________________________
Stacey Sheston
BB&K, Special Counsel

ATTACHMENT 2

Confidential
Bargaining
JCN CLASSIFICATION Group 12 345
1048 ACCOUNTANT I CON 4,589 4,818 5,059 5,312 5,578 Monthly

26.48 27.80 29.19 30.65 32.18 Hourly
1050 ADMINISTRATIVE ANALYST I CON 4,666 4,899 5,144 5,401 5,671 Monthly

26.92 28.26 29.68 31.16 32.72 Hourly
1052 ADMINISTRATIVE ANALYST II CON 5,273 5,537 5,814 6,105 6,410 Monthly

30.42 31.94 33.54 35.22 36.98 Hourly
1045 EXECUTIVE ASSISTANT TO THE CITY MANAGER CON 4,186 4,395 4,615 4,846 5,088 Monthly

24.15 25.36 26.63 27.96 29.35 Hourly
1018 HUMAN RESOURCES TECHNICIAN I CON 3,601 3,781 3,970 4,168 4,376 Monthly

20.78 21.81 22.90 24.05 25.25 Hourly
1020 HUMAN RESOURCES TECHNICIAN II CON 3,961 4,159 4,367 4,585 4,814 Monthly

22.85 23.99 25.19 26.45 27.77 Hourly
1062 MANAGEMENT ANALYST CON 5,800 6,090 6,395 6,715 7,051 Monthly

33.46 35.13 36.89 38.74 40.68 Hourly
Confidential employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month Confidential Unit

CITY OF YUBA CITY

SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE APRIL 5, 2022

SALARY STEPS

Confidential
Bargaining
JCN CLASSIFICATION Group 12 3456789
1248 ACCOUNTANT I CON 4,589 4,704 4,818 4,939 5,059 5,186 5,312 5,445 5,578 Monthly

27.14 26.48 27.80 28.49 29.19 29.92 30.65 31.41 32.18 Hourly 1250 ADMINISTRATIVE ANALYST I CON 4,666 4,783 4,899 5,022 5,144 5,273 5,401 5,536 5,671 Monthly

27.59 26.92 28.26 28.97 29.68 30.42 31.16 31.94 32.72 Hourly 1252 ADMINISTRATIVE ANALYST II CON 5,273 5,405 5,537 5,676 5,814 5,960 6,105 6,257 6,410 Monthly

31.18 30.42 31.94 32.75 33.54 34.38 35.22 36.10 36.98 Hourly 1245 EXECUTIVE ASSISTANT TO THE CITY MANAGER CON 4,186 4,291 4,395 4,505 4,615 4,731 4,846 4,967 5,088 Monthly

24.76 24.15 25.36 25.99 26.63 27.29 27.96 28.66 29.35 Hourly 1218 HUMAN RESOURCES TECHNICIAN I CON 3,601 3,691 3,781 3,876 3,970 4,069 4,168 4,272 4,376 Monthly

21.29 20.78 21.81 22.36 22.90 23.48 24.05 24.65 25.25 Hourly 1220 HUMAN RESOURCES TECHNICIAN II CON 3,961 4,060 4,159 4,263 4,367 4,476 4,585 4,699 4,814 Monthly

23.42 22.85 23.99 24.59 25.19 25.82 26.45 27.11 27.77 Hourly 1262 MANAGEMENT ANALYST CON 5,800 5,945 6,090 6,243 6,395 6,555 6,715 6,883 7,051 Monthly

34.30 33.46 35.13 36.02 36.89 37.82 38.74 39.71 40.68 Hourly Confidential employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month Confidential Unit
EFFECTIVE 04/28/18 - NEW HIRES ONLY

SALARY STEPS

Executive Unit
Bargaining
JCN CLASSIFICATION Group 12 345
8070 * CITY MANAGER CM - - - - 17,500 Monthly
- - - - 100.96 Hourly
8090* PUBLIC WORKS & DEVELOPMENT SERVICES DIRECTOR DH 11,817 - - - 15,535 Monthly

68.17 - - - 89.62 Hourly
8010* DIRECTOR OF HUMAN RESOURCES DH 10,020 - - - 12,545 Monthly

57.81 - - - 72.38 Hourly
8140* DIRECTOR OF COMMUNITY SERVICES DH 8,600 - - - 13,021 Monthly - 49.61 - - 75.12 Hourly
8030* FIRE CHIEF DH 12,461 - - - 15,600 Monthly

71.89 - - - 90.00 Hourly
8050* POLICE CHIEF DH 12,461 - - - 15,600 Monthly

71.89 - - - 90.00 Hourly
8020* DIRECTOR OF FINANCE DH 10,022 - - - 13,764 Monthly

57.82 - - - 79.41 Hourly
* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).

Executive Unit employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:

Executive Unit

SALARY STEPS

Fire Association
Bargaining
JCN CLASSIFICATION Group 12 345
3110** FIRE RECRUIT FIRE - - - - 4,230 Monthly
- - - - 17.43 Hourly
3120** FIREFIGHTER I FIRE - - - - 4,693 Monthly
- - - - 19.34 Hourly
3130** FIREFIGHTER II FIRE - - - - 7,164 Monthly
- - - - 29.52 Hourly
3140** FIRE APPARATUS OPERATOR FIRE - - - 7,481 7,855 Monthly - - - 30.83 32.37 Hourly
3150** FIRE CAPTAIN FIRE 7,368 7,736 8,123 8,529 8,955 Monthly

30.36 31.88 33.47 35.15 36.90 Hourly
3160 FIRE SAFETY INSPECTOR I FIRE 5,081 5,335 5,602 5,882 6,176 Monthly

29.31 30.78 32.32 33.93 35.63 Hourly
3170 FIRE SAFETY INSPECTOR II FIRE 5,667 5,950 6,248 6,560 6,888 Monthly

32.69 34.33 36.05 37.85 39.74 Hourly
FIRE DEPARTMENT CLASSIFICATIONS CALCULATED ON A 40 HOUR WORK WEEK:

Bargaining
JCN CLASSIFICATION Group 12 345
-
3250 FIRE CAPTAIN FIRE 7,368 7,736 8,123 8,529 8,955

42.51 44.63 46.86 49.21 51.66
3210 FIRE RECRUIT FIRE 4,230

24.41 3220 FIREFIGHTER I FIRE 4,693

27.08 3230 FIREFIGHTER II FIRE 7,164

41.33 3240 FIRE - APPARATUS OPERATOR FIRE 7,481 7,855

43.16 45.32
Fire Captain assigned by the Fire Chief to Fire Prevention shall receive five (5) percent salary increase above the appropriate Fire-Captain salary step for the period of the temporary assignment and shall be designated as follows:
3180 FIRE CAPTAIN (PREVENTION) FIRE 7,736 8,123 8,529 8,955 9,403 Monthly

44.63 46.86 49.21 51.66 54.25 Hourly
Fire employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:

Fire Association

SALARY STEPSSALARY STEPS

Fire Management
Bargaining
JCN CLASSIFICATION Group 12 345
6055** FIRE BATTALION CHIEF FM 8,472 8,896 9,341 9,808 10,298 Monthly

34.91 36.66 38.49 40.42 42.44 Hourly
6066 FIRE MARSHAL FM 7,919 8,315 8,731 9,168 9,627 Monthly

45.69 47.97 50.37 52.89 55.54 Hourly
FIRE DEPARTMENT CLASSIFICATIONS CALCULATED ON A 40 HOUR WORK WEEK:

Bargaining
JCN CLASSIFICATION Group 12 345
6140 FIRE BATTALION CHIEF FM 8,472 8,896 9,341 9,808 10,298 Monthly

48.88 51.32 53.89 56.58 59.41 Hourly
** Indicates classifications whose hourly rates are computed on the basis of an average 56 hour duty week.Fire Management

SALARY STEPSSALARY STEPS

First Level Management
Bargaining
JCN CLASSIFICATION Group 12 345
6069 ACCOUNTANT II FLM 5,714 6,000 6,300 6,615 6,946 Monthly

32.97 34.62 36.35 38.16 40.07 Hourly
6060 ADMINISTRATIVE ANALYST II FLM 5,095 5,350 5,618 5,899 6,193 Monthly

29.39 30.87 32.41 34.03 35.73 Hourly
6015 ANIMAL SHELTER SUPERVISOR FLM 3,850 4,042 4,244 4,456 4,679 Monthly

22.21 23.32 24.48 25.71 26.99 Hourly
6035 COMMUNICATIONS CENTER COORDINATOR FLM 5,674 5,958 6,256 6,569 6,897 Monthly

32.73 34.37 36.09 37.90 39.79 Hourly
6090 CONSTRUCTION INSPECTOR-SENIOR FLM 5,157 5,415 5,686 5,970 6,269 Monthly

29.75 31.24 32.80 34.44 36.17 Hourly
6044 CRIME ANALYST FLM 4,293 4,508 4,733 4,970 5,218 Monthly

24.77 26.01 27.31 28.67 30.11 Hourly
6063 CUSTOMER SERVICE MANAGER FLM 5,095 5,350 5,618 5,899 6,193 Monthly

29.39 30.87 32.41 34.03 35.73 Hourly
6215 DEVELOPMENT LIAISON FLM 5,095 5,350 5,618 5,899 6,193 Monthly

30.87 29.39 32.41 34.03 35.73 Hourly
NEW ELECTRICAL/INSTRUMENTATION SUPERVISOR FLM 7,249 7,611 7,992 8,392 8,811 Monthly

41.82 43.91 46.11 48.42 50.83 Hourly
6120 ENGINEER - ASSOCIATE CIVIL FLM 6,512 6,838 7,180 7,539 7,916 Monthly

37.57 39.45 41.42 43.49 45.67 Hourly
NEW ENVIRONMENTAL COMPLIANCE COORDINATOR FLM 6,500 6,825 7,166 7,524 7,901 Monthly

39.38 37.50 41.34 43.41 45.58 Hourly
6042 FACILITIES MAINTENANCE SUPERVISOR FLM 5,651 5,934 6,231 6,543 6,870 Monthly

32.60 34.23 35.95 37.75 39.64 Hourly
6050 FLEET MAINTENANCE SUPERVISOR FLM 5,651 5,934 6,231 6,543 6,870 Monthly

32.60 34.23 35.95 37.75 39.64 Hourly
6064 INFORMATION TECHNOLOGY ANALYST FLM 5,785 6,074 6,378 6,697 7,032 Monthly

33.38 35.04 36.80 38.64 40.57 Hourly
6142 SENIOR INFORMATION TECHNOLOGY ANALYST FLM 6,364 6,682 7,016 7,367 7,736 Monthly

36.72 38.55 40.48 42.50 44.63 Hourly
6112 GROUND WATER DIST. SUPERVISOR FLM 5,814 6,105 6,410 6,731 7,068 Monthly

33.54 35.22 36.98 38.83 40.77 Hourly
First Level Management - Page 1

SALARY STEPS

First Level Management
Bargaining
JCN CLASSIFICATION Group 12 345
6062 HOUSING PROGRAMS ANALYST II FLM 5,095 5,350 5,618 5,899 6,193 Monthly

29.39 30.87 32.41 34.03 35.73 Hourly
6080 LABORATORY MANAGER FLM 6,547 6,874 7,218 7,579 7,958 Monthly

37.77 39.66 41.64 43.73 45.91 Hourly
6085 LABORATORY SUPERVISOR FLM 6,547 6,874 7,218 7,579 7,958 Monthly

37.77 39.66 41.64 43.73 45.91 Hourly
6040 MAINTENANCE SUPERVISOR-STREETS FLM 5,651 5,934 6,231 6,543 6,870 Monthly

32.60 34.23 35.95 37.75 39.64 Hourly
6131 MAINTENANCE SUPERVISOR - WATER DISTRIBUTION 3 FLM 5,119 5,375 5,644 5,926 6,222 Monthly

29.53 31.01 32.56 34.19 35.90 Hourly
6132 MAINTENANCE SUPERVISOR - WATER DISTRIBUTION 4 FLM 5,247 5,509 5,784 6,073 6,377 Monthly

30.27 31.78 33.37 35.04 36.79 Hourly
6043 PARKS MAINTENANCE SUPERVISOR FLM 5,651 5,934 6,231 6,543 6,870 Monthly

32.60 34.23 35.95 37.75 39.64 Hourly
6095 PERMIT CENTER MANAGER FLM 5,095 5,350 5,618 5,899 6,193 Monthly

29.39 30.87 32.41 34.03 35.73 Hourly
6061 PLANNER-ASSOCIATE FLM 5,095 5,350 5,618 5,899 6,193 Monthly

29.39 30.87 32.41 34.03 35.73 Hourly
6065 PLANT MAINTENANCE SUPERVISOR FLM 6,291 6,606 6,936 7,283 7,647 Monthly

36.29 38.11 40.02 42.02 44.12 Hourly
6030* RECREATION SUPERVISOR I FLM 5,200 5,460 5,733 6,020 6,321 Monthly

30.00 31.50 33.08 34.73 36.47 Hourly
6045* RECREATION SUPERVISOR II FLM 5,980 6,279 6,593 6,923 7,269 Monthly

34.50 36.23 38.04 39.94 41.94 Hourly
6046* RECREATION SUPERVISOR III FLM 6,579 6,908 7,253 7,616 7,996 Monthly

39.85 37.96 41.84 43.94 46.13 Hourly
6210 WASTEWATER COLLECTIONS SUPERVISOR FLM 6,291 6,606 6,936 7,283 7,647 Monthly

38.11 36.29 40.02 42.02 44.12 Hourly
6096 WASTEWATER TRT FACILITY CHIEF OPERATOR FLM 6,955 7,303 7,668 8,051 8,454 Monthly

40.13 42.13 44.24 46.45 48.77 Hourly
First Level Management - Page 2

SALARY STEPS

First Level Management
Bargaining
JCN CLASSIFICATION Group 12 345
6111 WASTEWATER TRT FACILITY SUPERVISOR FLM 8,346 8,763 9,201 9,661 10,144 Monthly

48.15 50.56 53.08 55.74 58.52 Hourly
6041 WATER DISTRIBUTION SUPERVISOR FLM 6,955 7,303 7,668 8,051 8,454 Monthly

42.13 40.13 44.24 46.45 48.77 Hourly
6160 WATER TREATMENT FACILITY CHIEF OPERATOR FLM 6,955 7,303 7,668 8,051 8,454 Monthly

40.13 42.13 44.24 46.45 48.77 Hourly
6110 WATER TREATMENT FACILITY SUPERVISOR FLM 8,346 8,763 9,201 9,661 10,144 Monthly

48.15 50.56 53.08 55.74 58.52 Hourly
Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those supervisors who are assigned to work an operator shift from 7:00pm to 7:00am.

If a supervisor who is assigned to an operator shift elects to utilize vacation, sick leave, CTO or any other paid leave time, shall not be paid shift differential while on such leave.Education Pay:The Communications Center Coordinator (JCN 6035) shall receive education incentive pay.Education Incentive pay shall be base pay cumulative but not compounded and shall have a 7.5% cap. POST Public Safety Dispatch Intermediate 2.50% POST Public Safety Dispatch Advance 2.50% AA or AS degree 2.50% BA or BS degree 5.00%Non-Water FLM employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)First Level Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
+ Indicates classifications which are exempt from the Fair Labor Standards Act (FLSA).First Level Management - Page 3

SALARY STEPS

First Level Management
Bargaining
JCN CLASSIFICATION Group 12 3456789
6469 ACCOUNTANT II FLM 5,714 5,857 6,000 6,150 6,300 6,458 6,615 6,781 6,946 Monthly

33.79 32.97 34.62 35.48 36.35 37.26 38.16 39.12 40.07 Hourly 6460 ADMINISTRATIVE ANALYST II FLM 5,095 5,223 5,350 5,484 5,618 5,759 5,899 6,046 6,193 Monthly

30.13 29.39 30.87 31.64 32.41 33.23 34.03 34.88 35.73 Hourly 6415 ANIMAL SHELTER SUPERVISOR FLM 3,850 3,946 4,042 4,143 4,244 4,350 4,456 4,567 4,679 Monthly

22.77 22.21 23.32 23.90 24.48 25.10 25.71 26.35 26.99 Hourly 6435 COMMUNICATIONS CENTER COORDINATOR FLM 5,674 5,816 5,958 6,107 6,256 6,413 6,569 6,733 6,897 Monthly

33.55 32.73 34.37 35.23 36.09 37.00 37.90 38.84 39.79 Hourly 6490 CONSTRUCTION INSPECTOR-SENIOR FLM 5,157 5,286 5,415 5,551 5,686 5,828 5,970 6,119 6,269 Monthly

30.50 29.75 31.24 32.03 32.80 33.62 34.44 35.30 36.17 Hourly 6444 CRIME ANALYST FLM 4,293 4,401 4,508 4,621 4,733 4,852 4,970 5,094 5,218 Monthly

25.39 24.77 26.01 26.66 27.31 27.99 28.67 29.39 30.11 Hourly 6463 CUSTOMER SERVICE MANAGER FLM 5,095 5,223 5,350 5,484 5,618 5,759 5,899 6,046 6,193 Monthly

30.13 29.39 30.87 31.64 32.41 33.23 34.03 34.88 35.73 Hourly 6515 DEVELOPMENT LIAISON FLM 5,095 5,223 5,350 5,484 5,618 5,759 5,899 6,046 6,193 Monthly

30.13 29.39 30.87 31.64 32.41 33.23 34.03 34.88 35.73 Hourly NEW ELECTRICAL/INSTRUMENTATION SUPERVISOR FLM 7,249 7,430 7,611 7,802 7,992 8,192 8,392 8,602 8,811 Monthly

41.82 42.87 43.91 45.01 46.11 47.26 48.42 49.63 50.83 Hourly 6520 ENGINEER - ASSOCIATE CIVIL FLM 6,512 6,675 6,838 7,009 7,180 7,360 7,539 7,728 7,916 Monthly

38.51 37.57 39.45 40.44 41.42 42.46 43.49 44.58 45.67 Hourly NEW ENVIRONMENTAL COMPLIANCE COORDINATOR FLM 6,500 6,663 6,825 6,996 7,166 7,345 7,524 7,712 7,901 Monthly

38.44 37.50 39.38 40.36 41.34 42.38 43.41 44.49 45.58 Hourly 6442 FACILITIES MAINTENANCE SUPERVISOR FLM 5,651 5,793 5,934 6,083 6,231 6,387 6,543 6,707 6,870 Monthly

33.42 32.60 34.23 35.09 35.95 36.85 37.75 38.69 39.64 Hourly 6450 FLEET MAINTENANCE SUPERVISOR FLM 5,651 5,793 5,934 6,083 6,231 6,387 6,543 6,707 6,870 Monthly

33.42 32.60 34.23 35.09 35.95 36.85 37.75 38.69 39.64 Hourly 6464* INFORMATION TECHNOLOGY ANALYST FLM 5,785 5,930 6,074 6,226 6,378 6,538 6,697 6,864 7,032 Monthly

34.21 33.38 35.04 35.92 36.80 37.72 38.64 39.60 40.57 Hourly 6542 SENIOR INFORMATION TECHNOLOGY ANALYST FLM 6,364 6,523 6,682 6,849 7,016 7,192 7,367 7,551 7,736 Monthly

37.63 36.72 38.55 39.51 40.48 41.49 42.50 43.56 44.63 Hourly First Level Management (9 Step) - Page 1

SALARY STEPS
EFFECTIVE 11/25/17 - NEW HIRES ONLY

First Level Management
Bargaining
JCN CLASSIFICATION Group 12 3456789
6512 GROUND WATER DIST. SUPERVISOR FLM 5,814 5,960 6,105 6,258 6,410 6,571 6,731 6,899 7,068 Monthly

34.38 33.54 35.22 36.10 36.98 37.91 38.83 39.80 40.77 Hourly 6462 HOUSING PROGRAMS ANALYST II FLM 5,095 5,223 5,350 5,484 5,618 5,759 5,899 6,046 6,193 Monthly

30.13 29.39 30.87 31.64 32.41 33.23 34.03 34.88 35.73 Hourly 6480 LABORATORY MANAGER FLM 6,547 6,711 6,874 7,046 7,218 7,399 7,579 7,769 7,958 Monthly

38.72 37.77 39.66 40.65 41.64 42.69 43.73 44.82 45.91 Hourly 6485 LABORATORY SUPERVISOR FLM 6,547 6,711 6,874 7,046 7,218 7,399 7,579 7,769 7,958 Monthly

38.72 37.77 39.66 40.65 41.64 42.69 43.73 44.82 45.91 Hourly 6440 MAINTENANCE SUPERVISOR-STREETS FLM 5,651 5,793 5,934 6,083 6,231 6,387 6,543 6,707 6,870 Monthly

33.42 32.60 34.23 35.09 35.95 36.85 37.75 38.69 39.64 Hourly 6531 MAINTENANCE SUPERVISOR - WATER DISTRIBUTION 3 FLM 5,119 5,247 5,375 5,510 5,644 5,785 5,926 6,074 6,222 Monthly

30.27 29.53 31.01 31.79 32.56 33.38 34.19 35.04 35.90 Hourly 6532 MAINTENANCE SUPERVISOR - WATER DISTRIBUTION 4 FLM 5,247 5,378 5,509 5,647 5,784 5,929 6,073 6,225 6,377 Monthly

31.03 30.27 31.78 32.58 33.37 34.21 35.04 35.91 36.79 Hourly 6443 PARKS MAINTENANCE SUPERVISOR FLM 5,651 5,793 5,934 6,083 6,231 6,387 6,543 6,707 6,870 Monthly

33.42 32.60 34.23 35.09 35.95 36.85 37.75 38.69 39.64 Hourly 6495 PERMIT CENTER MANAGER FLM 5,095 5,223 5,350 5,484 5,618 5,759 5,899 6,046 6,193 Monthly

30.13 29.39 30.87 31.64 32.41 33.23 34.03 34.88 35.73 Hourly 6461 PLANNER-ASSOCIATE FLM 5,095 5,223 5,350 5,484 5,618 5,759 5,899 6,046 6,193 Monthly

30.13 29.39 30.87 31.64 32.41 33.23 34.03 34.88 35.73 Hourly 6465 PLANT MAINTENANCE SUPERVISOR FLM 6,291 6,449 6,606 6,771 6,936 7,110 7,283 7,465 7,647 Monthly

37.21 36.29 38.11 39.06 40.02 41.02 42.02 43.07 44.12 Hourly 6430 RECREATION SUPERVISOR I FLM 5,200 5,330 5,460 5,597 5,733 5,877 6,020 6,171 6,321 Monthly

30.75 30.00 31.50 32.29 33.08 33.91 34.73 35.60 36.47 Hourly 6445 RECREATION SUPERVISOR II FLM 5,980 6,130 6,279 6,436 6,593 6,758 6,923 7,096 7,269 Monthly

35.37 34.50 36.23 37.13 38.04 38.99 39.94 40.94 41.94 Hourly 6446 RECREATION SUPERVISOR III FLM 6,579 6,744 6,908 7,081 7,253 7,435 7,616 7,806 7,996 Monthly

38.91 37.96 39.85 40.85 41.84 42.89 43.94 45.03 46.13 Hourly First Level Management (9 Step) - Page 2

SALARY STEPS
EFFECTIVE 11/25/17 - NEW HIRES ONLY

First Level Management
Bargaining
JCN CLASSIFICATION Group 12 3456789
6610 WASTEWATER COLLECTIONS SUPERVISOR FLM 6,291 6,449 6,606 6,771 6,936 7,110 7,283 7,465 7,647 Monthly

37.21 36.29 38.11 39.06 40.02 41.02 42.02 43.07 44.12 Hourly 6496 WASTEWATER TRT FACILITY CHIEF OPERATOR FLM 6,955 7,129 7,303 7,486 7,668 7,860 8,051 8,252 8,454 Monthly

41.13 40.13 42.13 43.19 44.24 45.35 46.45 47.61 48.77 Hourly 6511 WASTEWATER TRT FACILITY SUPERVISOR FLM 8,346 8,555 8,763 8,982 9,201 9,431 9,661 9,902 10,144 Monthly

49.36 48.15 50.56 51.82 53.08 54.41 55.74 57.13 58.52 Hourly 6441 WATER DISTRIBUTION SUPERVISOR FLM 6,955 7,129 7,303 7,486 7,668 7,860 8,051 8,253 8,454 Monthly

41.13 40.13 42.13 43.19 44.24 45.35 46.45 47.61 48.77 Hourly 6560 WATER TREATMENT FACILITY CHIEF OPERATOR FLM 6,955 7,129 7,303 7,486 7,668 7,860 8,051 8,252 8,454 Monthly

41.13 40.13 42.13 43.19 44.24 45.35 46.45 47.61 48.77 Hourly 6510 WATER TREATMENT FACILITY SUPERVISOR FLM 8,346 8,555 8,763 8,982 9,201 9,431 9,661 9,902 10,144 Monthly

49.36 48.15 50.56 51.82 53.08 54.41 55.74 57.13 58.52 Hourly Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those supervisors who are assigned to work an operator shift from 7:00pm to 7:00am.

If a supervisor who is assigned to an operator shift elects to utilize vacation, sick leave, CTO or any other paid leave time, shall not be paid shift differential while on such leave.Education Pay:The Communications Center Coordinator (JCN 6035) shall receive education incentive pay.

POST Public Safety Dispatch Intermediate 2.50% POST Public Safety Dispatch Advance 2.50% AA or AS degree 2.50% BA or BS degree 5.00%Non-Water FLM employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)First Level Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
+ Indicates classifications which are exempt from the Fair Labor Standards Act (FLSA).First Level Management (9 Step) - Page 3

SALARY STEPS
EFFECTIVE 11/25/17 - NEW HIRES ONLY

Mid Managers
Bargaining
JCN CLASSIFICATION Group 12 3456
7165* ACCOUNTING MANAGER MM 8,952 9,400 9,870 10,364 10,882 Monthly

54.23 51.65 56.94 59.79 62.78 Hourly
7070* ADMINISTRATIVE ANALYST III MM 6,585 6,914 7,260 7,623 8,004 Monthly

37.99 39.89 41.88 43.98 46.17 Hourly
7010* ADMINISTRATIVE MANAGER MM 8,014 8,415 8,836 9,278 9,741 Monthly

46.23 48.55 50.98 53.53 56.20 Hourly
7125* ANIMAL SERVICES MANAGER MM 7,134 7,491 7,866 8,259 8,672 Monthly

41.16 43.22 45.38 47.65 50.03 Hourly
7115* ASSISTANT CHIEF - FIRE MM 10,279 10,793 11,333 11,900 12,495 Monthly

62.27 59.30 65.38 68.65 72.08 Hourly
7116* ASSISTANT CHIEF - FIRE OPERATIONS (INTERIM) MM 10,793 11,333 11,900 12,495 13,119 Monthly

65.38 62.27 68.65 72.09 75.69 Hourly
7117* ASSISTANT CHIEF - FIRE ADMINISTRATION (INTERIM) MM 10,279 10,793 - - - Monthly

62.27 59.30 - - - Hourly
7135* ASSISTANT PUBLIC WORKS DIRECTOR MM 10,170 10,679 11,213 11,774 12,363 Monthly

61.61 58.67 64.69 67.93 71.33 Hourly
7140* ASSISTANT P.W. DIRECTOR - UTILITIES MM 10,170 10,679 11,213 11,774 12,363 Monthly

58.67 61.61 64.69 67.93 71.33 Hourly
7418* CITY CLERK ADMINISTRATOR MM 6,455 6,778 7,117 7,473 7,846 Monthly

37.24 39.10 41.06 43.11 45.27 Hourly
7112* CHIEF BUILDING OFFICIAL MM 7,707 8,092 8,497 8,922 9,368 Monthly

44.46 46.68 49.02 51.47 54.04 Hourly
7185 DEPUTY DIRECTOR OF DEVELOPMENT SERVICES MM 10,119 10,625 11,156 11,714 12,300 Monthly

61.30 58.38 64.36 67.58 70.96 Hourly
7175* DEPUTY P.W. DIRECTOR - ENGINEERING MM 10,119 10,625 11,156 11,714 12,300 Monthly

58.38 61.30 64.36 67.58 70.96 Hourly
7195* DEPUTY P.W. DIRECTOR - MAINTENANCE MM 8,219 8,630 9,062 9,515 9,991 Monthly

47.42 49.79 52.28 54.89 57.64 Hourly
7160* DEPUTY P.W. DIRECTOR - UTILITIES MM 9,015 9,466 9,939 10,436 10,958 Monthly

52.01 54.61 57.34 60.21 63.22 Hourly
Mid Managers - Page 1

SALARY STEPS

Mid Managers
Bargaining
JCN CLASSIFICATION Group 12 3456
7110* DIVISION FIRE CHIEF MM 9,789 10,278 10,792 11,332 11,898 Monthly

59.30 56.48 62.26 65.38 68.64 Hourly
7120* ENGINEER - SENIOR MM 8,134 8,541 8,968 9,416 9,886 Monthly

46.93 49.28 51.74 54.32 57.04 Hourly
7310* ENGINEER - SENIOR - CITY SURVEYOR MM 7,763 8,151 8,559 8,987 9,436 Monthly

44.79 47.03 49.38 51.85 54.44 Hourly
7200* ENVIRONMENTAL COMPLIANCE MANAGER MM 7,775 8,164 8,572 9,001 9,451 Monthly

44.86 47.10 49.45 51.93 54.52 Hourly
7105* INFORMATION TECHNOLOGY MANAGER MM 8,952 9,400 9,870 10,364 10,882 Monthly

51.65 54.23 56.94 59.79 62.78 Hourly
7043* PARK MAINTENANCE MANAGER MM 6,676 7,010 7,360 7,728 8,114 Monthly

38.52 40.44 42.46 44.58 46.81 Hourly
7044* PARKS AND GROUNDS SUPERINTENDENT MM 7,134 7,491 7,866 8,259 8,672 Monthly

41.16 43.22 45.38 47.65 50.03 Hourly
7130* PLANNER-PRINCIPAL MM 7,571 7,950 8,347 8,764 9,202 Monthly

43.68 45.87 48.16 50.56 53.09 Hourly
7060* PLANNING MANAGER MM 8,219 8,630 9,062 9,515 9,991 Monthly

47.42 49.79 52.28 54.89 57.64 Hourly
7085* PROJECT MANAGER MM 7,393 7,763 8,151 8,559 8,987 Monthly

44.79 42.65 47.03 49.38 51.85 Hourly
7090* PUBLIC WORKS SUPERINTENDENT MM 7,755 8,143 8,550 8,977 9,426 Monthly

46.98 44.74 49.33 51.79 54.38 Hourly
7046* RECREATION MANAGER MM 6,676 7,010 7,360 7,728 8,114 Monthly

40.44 38.52 42.46 44.58 46.81 Hourly
Mid Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).

Mid Managers - Page 2

SALARY STEPS

Mid Managers
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
7565* ACCOUNTING MANAGER MM 8,952 9,176 9,400 9,635 9,870 10,117 10,364 10,623 10,882 Monthly

52.94 51.65 54.23 55.59 56.94 58.37 59.79 61.29 62.78 Hourly 7470* ADMINISTRATIVE ANALYST III MM 6,585 6,750 6,914 7,087 7,260 7,442 7,623 7,813 8,004 Monthly

38.94 37.99 39.89 40.89 41.88 42.93 43.98 45.08 46.17 Hourly 7410* ADMINISTRATIVE MANAGER MM 8,014 8,215 8,415 8,626 8,836 9,057 9,278 9,510 9,741 Monthly

47.39 46.23 48.55 49.77 50.98 52.25 53.53 54.87 56.20 Hourly 7525* ANIMAL SERVICES MANAGER MM 7,134 7,313 7,491 7,679 7,866 8,063 8,259 8,466 8,672 Monthly

42.19 41.16 43.22 44.30 45.38 46.52 47.65 48.84 50.03 Hourly 7515* ASSISTANT CHIEF - FIRE MM 10,279 10,536 10,793 11,063 11,333 11,617 11,900 12,197 12,495 Monthly

60.78 59.30 62.27 63.83 65.38 67.02 68.65 70.37 72.08 Hourly 7116* ASSISTANT CHIEF - FIRE OPERATIONS (INTERIM) MM 10,793 11,063 11,333 11,617 11,900 12,198 12,495 12,807 13,119 Monthly

63.83 62.27 65.38 67.02 68.65 70.37 72.09 73.89 75.69 Hourly 7117* ASSISTANT CHIEF - FIRE ADMINISTRATION (INTERIM) MM 10,279 10,536 10,793 - - - - - - Monthly

60.78 59.30 62.27 - - - - - - Hourly
7136* ASSISTANT PUBLIC WORKS DIRECTOR MM 10,170 10,425 10,679 10,946 11,213 11,494 11,774 12,069 12,363 Monthly

60.14 58.67 61.61 63.15 64.69 66.31 67.93 69.63 71.33 Hourly 7540* ASSISTANT P.W. DIRECTOR - UTILITIES MM 10,170 10,425 10,679 10,946 11,213 11,494 11,774 12,069 12,363 Monthly

60.14 58.67 61.61 63.15 64.69 66.31 67.93 69.63 71.33 Hourly 7512* CHIEF BUILDING OFFICIAL MM 7,707 7,900 8,092 8,295 8,497 8,710 8,922 9,145 9,368 Monthly

45.58 44.46 46.68 47.86 49.02 50.25 51.47 52.76 54.04 Hourly 7419* CITY CLERK ADMINISTRATOR MM 6,455 6,617 6,778 6,948 7,117 7,295 7,473 7,660 7,846 Monthly

38.18 37.24 39.10 40.08 41.06 42.09 43.11 44.19 45.27 Hourly 7585 DEPUTY DIRECTOR OF DEVELOPMENT SERVICES MM 10,119 10,372 10,625 10,891 11,156 11,435 11,714 12,007 12,300 Monthly

59.84 58.38 61.30 62.83 64.36 65.97 67.58 69.27 70.96 Hourly 7575* DEPUTY P.W. DIRECTOR - ENGINEERING MM 10,119 10,372 10,625 10,891 11,156 11,435 11,714 12,007 12,300 Monthly

59.84 58.38 61.30 62.83 64.36 65.97 67.58 69.27 70.96 Hourly 7595* DEPUTY P.W. DIRECTOR - MAINTENANCE MM 8,219 8,425 8,630 8,846 9,062 9,289 9,515 9,753 9,991 Monthly

48.61 47.42 49.79 51.03 52.28 53.59 54.89 56.27 57.64 Hourly 7560* DEPUTY P.W. DIRECTOR - UTILITIES MM 9,015 9,241 9,466 9,703 9,939 10,188 10,436 10,697 10,958 Monthly

53.31 52.01 54.61 55.98 57.34 58.78 60.21 61.71 63.22 Hourly Mid Manager (9 Step) - Page 1

SALARY STEPS
EFFECTIVE 04/28/2018 - NEW HIRES ONLY

Mid Managers
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
7510* DIVISION FIRE CHIEF MM 9,789 10,034 10,278 10,535 10,792 11,062 11,332 11,615 11,898 Monthly

57.89 56.48 59.30 60.78 62.26 63.82 65.38 67.01 68.64 Hourly 7520* ENGINEER - SENIOR MM 8,134 8,338 8,541 8,755 8,968 9,192 9,416 9,651 9,886 Monthly

48.10 46.93 49.28 50.51 51.74 53.03 54.32 55.68 57.04 Hourly 7710* ENGINEER - SENIOR - CITY SURVEYOR MM 7,763 7,957 8,151 8,355 8,559 8,773 8,987 9,212 9,436 Monthly

45.91 44.79 47.03 48.20 49.38 50.61 51.85 53.15 54.44 Hourly 7600* ENVIRONMENTAL COMPLIANCE MANAGER MM 7,775 7,970 8,164 8,368 8,572 8,787 9,001 9,226 9,451 Monthly

45.98 44.86 47.10 48.28 49.45 50.69 51.93 53.23 54.52 Hourly 7505* INFORMATION TECHNOLOGY MANAGER MM 8,952 9,176 9,400 9,635 9,870 10,117 10,364 10,623 10,882 Monthly

52.94 51.65 54.23 55.59 56.94 58.37 59.79 61.29 62.78 Hourly 7443* PARK MAINTENANCE MANAGER MM 6,676 6,843 7,010 7,185 7,360 7,544 7,728 7,921 8,114 Monthly

39.48 38.52 40.44 41.45 42.46 43.52 44.58 45.70 46.81 Hourly 7444* PARKS AND GROUNDS SUPERINTENDENT MM 7,134 7,313 7,491 7,679 7,866 8,063 8,259 8,466 8,672 Monthly

42.19 41.16 43.22 44.30 45.38 46.52 47.65 48.84 50.03 Hourly 7530* PLANNER-PRINCIPAL MM 7,571 7,761 7,950 8,149 8,347 8,556 8,764 8,983 9,202 Monthly

44.78 43.68 45.87 47.01 48.16 49.36 50.56 51.83 53.09 Hourly 7460* PLANNING MANAGER MM 8,219 8,425 8,630 8,846 9,062 9,289 9,515 9,753 9,991 Monthly

48.61 47.42 49.79 51.03 52.28 53.59 54.89 56.27 57.64 Hourly 7485* PROJECT MANAGER MM 7,393 7,578 7,763 7,957 8,151 8,355 8,559 8,773 8,987 Monthly

42.65 43.72 44.79 45.91 47.03 48.20 49.38 50.61 51.85 Hourly 7490* PUBLIC WORKS SUPERINTENDENT MM 7,755 7,949 8,143 8,347 8,550 8,764 8,977 9,201 9,426 Monthly

44.74 45.86 46.98 48.16 49.33 50.56 51.79 53.08 54.38 Hourly 7446* RECREATION MANAGER MM 6,676 6,843 7,010 7,185 7,360 7,544 7,728 7,921 8,114 Monthly

38.52 39.48 40.44 41.45 42.46 43.52 44.58 45.70 46.81 Hourly Mid Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).

Mid Manager (9 Step) - Page 2

SALARY STEPS
EFFECTIVE 04/28/2018 - NEW HIRES ONLY

Sworn Police Mid-Managers
Bargaining
JCN CLASSIFICATION Group 12 345
7180* ASSISTANT POLICE CHIEF PSMM 10,950 11,498 12,073 12,677 13,311 Monthly

66.33 63.17 69.65 73.14 76.79 Hourly
7150* POLICE COMMANDER PSMM 10,430 10,952 11,500 12,075 12,678 Monthly

63.18 60.17 66.35 69.66 73.14 Hourly
7111* POLICE LIEUTENANT PSMM 9,393 9,863 10,356 10,874 11,418 Monthly

56.90 54.19 59.75 62.73 65.87 Hourly
Pensionable Compensation for New Members (PEPRA)
MOU Article 1.2 - Bilingual PayPolice Sworn Mid-Manager employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:MOU Article 1.3 - Education Incentive Police Sworn Mid-Manager employees awarded a Master's degree or who has successfully completed theFBI National Academy will be eligible to receive an education incentive of 2.5% of base salary.The maximum education incentive is limited to 2.5% of base salary. * Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).Sworn Police Mid Managers

SALARY STEPS

Police Officers Association
Bargaining
JCN CLASSIFICATION Group 12 3456
2005 ADMINISTRATIVE ASSISTANT PD 4,155 4,363 4,581 4,810 5,050 Monthly

25.17 23.97 26.43 27.75 29.13 Hourly
2040 COMMUNITY POLICING COORDINATOR PD 4,097 4,302 4,517 4,743 4,980 Monthly

23.64 24.82 26.06 27.36 28.73 Hourly
2130 COMMUNITY SERVICE OFFICER PD 4,043 4,245 4,457 4,680 4,914 Monthly

23.33 24.49 25.71 27.00 28.35 Hourly
2125 COMMUNITY SERVICE OFFICER - LEAD PD 4,562 4,790 5,030 5,282 5,546 Monthly

27.63 26.32 29.02 30.47 32.00 Hourly
2150 FIELD SERVICE TECHNICIAN PD 4,097 4,302 4,517 4,743 4,980 Monthly

23.64 24.82 26.06 27.36 28.73 Hourly
2200 POLICE OFFICER PD 5,414 5,685 5,969 6,267 6,580 6,909 Monthly

31.23 32.80 34.44 36.16 37.96 39.86 Hourly
2120 POLICE RECORDS CLERK PD 3,427 3,598 3,778 3,967 4,166 Monthly

19.77 20.76 21.80 22.89 24.03 Hourly
2160 POLICE RECORDS CLERK - LEAD PD 3,800 3,990 4,190 4,400 4,620 Monthly

21.92 23.02 24.17 25.38 26.65 Hourly
2190 POLICE RECRUIT PD 4,710 4,946 5,193 - - Monthly

27.17 28.53 29.96 - - Hourly
2110 PUBLIC SAFETY DISPATCHER I PD 3,815 4,006 - - - Monthly

22.01 23.11 - - - Hourly
2140 PUBLIC SAFETY DISPATCHER II PD 4,490 4,714 4,950 5,197 5,457 Monthly

25.90 27.20 28.56 29.98 31.48 Hourly
2180 PUBLIC SAFETY DISPATCHER III PD - - - 5,712 5,998 Monthly - - - 32.95 34.60 Hourly
NEW POLICE SERVICES ANALYST PD 4,666 4,899 5,144 5,401 5,671 Monthly

28.26 26.92 29.68 31.16 32.72 Hourly
Police Officers Association - Page 1

SALARY STEPS

Police Officers Association
Bargaining
JCN CLASSIFICATION Group 12 3456
Assignment of an employee in the Police Officer classification to the Investigation Division and/or Net Unit shall include a seven and one half (7.5) percent compensation above the appropriate Police Officer salary step for the period of the temporary assignment and shall be designated as follows:Additional (or Other) Pensionable Compensation for New Members (PEPRA) 2230 POLICE OFFICER (INVEST) PD 5,819 6,110 6,416 6,737 7,074 7,428

35.25 33.57 37.02 38.87 40.81 42.85
Police Officers designated as Field Training Officers by the Police Chief shall receive five (5) percent additional compensation (calculated from their base hourly wage) while so assigned to the Departments Training Program.Additional (or Other) Pensionable Compensation for New Members (PEPRA) 2210 POLICE OFFICER (FTO) PD 5,685 5,969 6,267 6,580 6,909 7,255

34.44 32.80 36.16 37.96 39.86 41.86
Pensionable Compensation for New Members (PEPRA) MOU Article 2.5 - Education Incentive - Education Incentive pay for sworn personnel shall be base pay cumulative but not compounded.The cap for employees with an Advanced POST certificate shall be 10%.Sworn Personnel shall receive education incentive as follows:

AA or AS degree 2.50% BA or BS degree 7.50%
POST Intermediate Certificate 2.50%
POST Advance Certificate 7.50%
ALL non-sworn POA personnel shall receive education incentive pay as follows:

AA or AS degree 2.50% BA or BS degree 5.00%
Dispatcher I/II/III only will also receive education incentive pay as follows:

POST Public Safety Dispatch Intermediate 2.50%
POST Public Safety Dispatch Advance 2.50%
Education Incentive pay for non-sworn personnel shall be base pay cumulative but not compounded and shall have a 7.5% cap for all classifications.MOU Article TBD - Longevity Pay Longevity Pay for all POA personnel shall be base pay cumulative but not compounded.Longevity Pay shall be received as follows based on time in service at the City of Yuba City:

Upon completion of 10 years of service 2.50%Upon completion of 15 years of service 5.00%Upon completion of 20 years of service 7.50% MOU Article 2.6 - Bilingual PaySworn and non-sworn employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:

Police Officers Association - Page 2

SALARY STEPS

Police Officers Association
Bargaining
JCN CLASSIFICATION Group 12 3456
MOU Article 2.7 - Holiday PayOfficers assigned to regular patrol shifts and public safety dispatchers shall receive straight time pay for 7.33 hours per month, paid and computed on a bi-weekly basis in lieu of time off.MOU Article 2.9 - Field Training OfficerCommunity Service Officers and Dispatcher II employees designated as Field Training Officers shall receive five percent (5%) additional compensation (calculated from their base hourly wage) on an hour per hour basis.MOU Article 2.13 - Canine Unit Employees assigned as canine handlers will be compensated at the hourly rate of legal minimum wage for up to seven (7) hours per week that the officer is so assigned.MOU Article 2.4 - Traffic Division (effective September 28, 2019)Employees assigned to the Traffic Division shall receive five percent (5%)hazard pay (calculated from their base hourly wage) on an hour per hour basis.

Police Officers Association - Page 3

SALARY STEPS

Police Officers Association
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
2405 ADMINISTRATIVE ASSISTANT PD 4,155 4,259 4,363 4,472 4,581 4,696 4,810 4,930 5,050 Monthly

24.57 23.97 25.17 25.80 26.43 27.09 27.75 28.44 29.13 Hourly 2440 COMMUNITY POLICING COORDINATOR PD 4,097 4,200 4,302 4,410 4,517 4,630 4,743 4,861 4,980 Monthly

24.23 23.64 24.82 25.44 26.06 26.71 27.36 28.04 28.73 Hourly 2530 COMMUNITY SERVICE OFFICER PD 4,043 4,144 4,245 4,351 4,457 4,569 4,680 4,797 4,914 Monthly

23.91 23.33 24.49 25.10 25.71 26.36 27.00 27.68 28.35 Hourly 2525 COMMUNITY SERVICE OFFICER - LEAD PD 4,562 4,676 4,790 4,910 5,030 5,156 5,282 5,414 5,546 Monthly

26.98 26.32 27.63 28.33 29.02 29.75 30.47 31.23 32.00 Hourly 2550 FIELD SERVICE TECHNICIAN PD 4,097 4,200 4,302 4,410 4,517 4,630 4,743 4,861 4,980 Monthly

24.23 23.64 24.82 25.44 26.06 26.71 27.36 28.04 28.73 Hourly 2520 POLICE RECORDS CLERK PD 3,427 3,513 3,598 3,688 3,778 3,873 3,967 4,066 4,166 Monthly

20.27 19.77 20.76 21.28 21.80 22.34 22.89 23.46 24.03 Hourly 2560 POLICE RECORDS CLERK - LEAD PD 3,800 3,895 3,990 4,090 4,190 4,295 4,400 4,510 4,620 Monthly

22.47 21.92 23.02 23.60 24.17 24.78 25.38 26.02 26.65 Hourly NEW POLICE SERVICES ANALYST PD 4,666 4,783 4,899 5,022 5,144 5,273 5,401 5,536 5,671 Monthly

27.59 26.92 28.26 28.97 29.68 30.42 31.16 31.94 32.72 Hourly Pensionable Compensation for New Members (PEPRA)
MOU Article 2.5 - Education Incentive - ALL non-sworn POA personnel shall receive education incentive pay as follows: AA or AS degree 2.5% BA or BS degree 5.0%Education Incentive pay for non-sworn personnel shall be base pay cumulative but not compounded and shall have a 7.5% cap for all classifications.

MOU Article TBD - Longevity Pay Longevity Pay for all POA personnel shall be base pay cumulative but not compounded.Longevity Pay shall be received as follows based on time in service at the City of Yuba City:

Upon completion of 10 years of service 2.5%Upon completion of 15 years of service 5.0%Upon completion of 20 years of service 7.5% MOU Article 2.6 - Bilingual PayNon-sworn employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:MOU Article 2.9 - Field Training OfficerCommunity Service Officers designated as Field Training Officers shall receive five percent (5%)additional compensation (calculated from their base hourly wage) on an hour per hour basis.

Police Officers Association - Page 3
EFFECTIVE 03/03/18 - NEW HIRES ONLY

SALARY STEPS

Police Sergeants
Bargaining
JCN CLASSIFICATION Group 12 345
6100* POLICE SERGEANT PS 6,810 7,150 7,507 7,882 8,276 Monthly

39.29 41.25 43.31 45.47 47.75 Hourly
Pensionable Compensation for New Members (PEPRA)
MOU Article 3.4 - Longevity Pay (Cumulative but not compounded)Upon completion of service with the City of Yuba City:
5 years 1.25%
10 years 2.50%15 years 5.00%20 years 7.50%
MOU Article 3.5 - Education IncentivePolice Sergeants shall receive an educational incentive of 2.5% for either an AA degree or POST Intermediate Certificate; a 5% educational incentive for a Bachelor's degree or a POST AdvancedCertificate and an additional 5.2% for possession of a POST Supervisory Certificate. Education Incentive pay shall be base pay cumulative but not compounded and shall have a 12.7% cap.MOU Article 3.6 - Bilingual PayPolice Sergeants who are certified as bilingual will receive a bilingual pay incentive of $100 per month:MOU Article 3.7 - Holiday PayPolice Sergeants assigned to regular patrol shifts shall receive straight time pay for 7.33 hours per month, paid and computed on a bi-weekly basis in lieu of time off.MOU Article 3.14 & 3.15 - FTO Pay and Traffic DivisionEmployees assigned to Field Training Officer, and/or the Traffic Divisionshall receive 5% of incentive pay (calculated from base hourly wage). MOU Article 3.13 - Detective and Net-5 (increase from 5% to 7.5% effective 9/28/19)Employees assigned to Investigation and/or Net-5shall receive 7.5% of incentive pay (calculated from base hourly wage).

Police Sergeants

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4101 ACCOUNTANT I PEU, Local 1 4,589 4,818 5,059 5,312 5,578 Monthly

27.80 26.48 29.19 30.65 32.18 Hourly
4052 ACCOUNT CLERK PEU, Local 1 2,969 3,117 3,273 3,437 3,609 Monthly

17.13 17.98 18.88 19.83 20.82 Hourly
4100 ACCOUNT CLERK-INTERMEDIATE PEU, Local 1 3,424 3,595 3,775 3,964 4,162 Monthly

19.75 20.74 21.78 22.87 24.01 Hourly
4162 ACCOUNT CLERK-SENIOR PEU, Local 1 3,941 4,138 4,345 4,562 4,790 Monthly

22.74 23.87 25.07 26.32 27.63 Hourly
4015 ACCOUNTING TECHNICIAN PEU, Local 1 3,991 4,191 4,401 4,621 4,852 Monthly

24.18 23.03 25.39 26.66 27.99 Hourly
4244 ADMINISTRATIVE ANALYST I PEU, Local 1 4,314 4,530 4,757 4,995 5,244 Monthly

24.89 26.13 27.44 28.82 30.26 Hourly
4020 ADMINISTRATIVE ASSISTANT PEU, Local 1 3,805 3,995 4,195 4,405 4,625 Monthly

23.05 21.95 24.20 25.41 26.69 Hourly
4040 ADMINISTRATIVE CLERK I PEU, Local 1 2,600 2,730 2,866 3,009 3,160 Monthly

15.00 15.75 16.53 17.36 18.23 Hourly
4060 ADMINISTRATIVE CLERK II PEU, Local 1 2,860 3,003 3,153 3,311 3,476 Monthly

16.50 17.33 18.19 19.10 20.05 Hourly
4085 ADMINISTRATIVE CLERK III PEU, Local 1 3,292 3,457 3,630 3,812 4,002 Monthly

18.99 19.94 20.94 21.99 23.09 Hourly
4025 ADMINISTRATIVE TECHNICIAN PEU, Local 1 3,498 3,673 3,857 4,050 4,253 Monthly

21.19 20.18 22.25 23.37 24.54 Hourly
4090 ANIMAL SERVICES OFFICER I PEU, Local 1 3,002 3,152 3,310 3,476 3,649 Monthly

17.32 18.18 19.10 20.05 21.05 Hourly
4095 ANIMAL SERVICES OFFICER II PEU, Local 1 3,291 3,456 3,629 3,810 4,000 Monthly

18.99 19.94 20.94 21.98 23.08 Hourly
4155 ARBORIST, SENIOR PEU, Local 1 3,822 4,013 4,214 4,425 4,646 Monthly

22.05 23.15 24.31 25.53 26.80 Hourly
Public Employees Union, Local #1 - Page 1

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4270 BUILDING INSPECTOR I PEU, Local 1 4,890 5,134 5,391 5,661 5,944 Monthly

28.21 29.62 31.10 32.66 34.29 Hourly
4292 BUILDING INSPECTOR II PEU, Local 1 5,624 5,905 6,200 6,510 6,835 Monthly

32.45 34.07 35.77 37.56 39.43 Hourly
4062 BUILDING MAINTENANCE WORKER I PEU, Local 1 3,390 3,559 3,737 3,924 4,120 Monthly

19.56 20.53 21.56 22.64 23.77 Hourly
4121 BUILDING MAINTENANCE WORKER II PEU, Local 1 3,706 3,891 4,086 4,290 4,504 Monthly

21.38 22.45 23.57 24.75 25.99 Hourly
4285 CODE ENFORCEMENT OFFICER PEU, Local 1 4,579 4,808 5,048 5,300 5,565 Monthly

26.42 27.74 29.12 30.58 32.11 Hourly
4115 COMMUNITY DEVELOPMENT TECH I PEU, Local 1 3,544 3,721 3,907 4,102 4,307 Monthly

20.45 21.47 22.54 23.67 24.85 Hourly
4144 COMMUNITY DEVELOPMENT TECH II PEU, Local 1 3,896 4,091 4,296 4,511 4,736 Monthly

22.48 23.60 24.78 26.03 27.32 Hourly
4243 CONSTRUCTION INSPECTOR PEU, Local 1 4,420 4,641 4,873 5,117 5,373 Monthly

25.50 26.78 28.11 29.52 31.00 Hourly
4050 CUSTODIAN I PEU, Local 1 2,668 2,801 2,941 3,088 3,243 Monthly

15.39 16.16 16.97 17.82 18.71 Hourly
4082 CUSTODIAN II PEU, Local 1 3,075 3,229 3,390 3,559 3,737 Monthly

17.74 18.63 19.56 20.53 21.56 Hourly
4030 CUSTOMER SERVICES REP I PEU, Local 1 2,909 3,054 3,207 3,367 3,536 Monthly

16.78 17.62 18.50 19.43 20.40 Hourly
4070 CUSTOMER SERVICES REP II PEU, Local 1 3,188 3,347 3,514 3,690 3,874 Monthly

18.39 19.31 20.27 21.29 22.35 Hourly
4161 CUSTOMER SERVICES REP.-SENIOR PEU, Local 1 3,650 3,833 4,025 4,226 4,437 Monthly

21.06 22.11 23.22 24.38 25.60 Hourly
4170 ELECTRICAL TECHNICIAN I PEU, Local 1 4,766 5,004 5,254 5,517 5,793 Monthly

27.50 28.87 30.31 31.83 33.42 Hourly
4265 ELECTRICAL TECHNICIAN II PEU, Local 1 5,481 5,755 6,043 6,345 6,662 Monthly

31.62 33.20 34.86 36.61 38.44 Hourly
Public Employees Union, Local #1 - Page 2

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4280 ELECTRICAL TECHNICIAN III PEU, Local 1 6,304 6,619 6,950 7,297 7,662 Monthly

36.37 38.19 40.10 42.10 44.20 Hourly
4300 ENGINEER - ASSISTANT CIVIL PEU, Local 1 5,616 5,897 6,192 6,502 6,827 Monthly

32.40 34.02 35.72 37.51 39.39 Hourly
4215 ENGINEERING TECHNICIAN I PEU, Local 1 3,803 3,993 4,193 4,403 4,623 Monthly

21.94 23.04 24.19 25.40 26.67 Hourly
4250 ENGINEERING TECHNICIAN II PEU, Local 1 4,111 4,317 4,533 4,760 4,998 Monthly

23.72 24.91 26.15 27.46 28.83 Hourly
4295 ENGINEERING TECHNICIAN III PEU, Local 1 4,735 4,972 5,221 5,482 5,756 Monthly

27.32 28.68 30.12 31.63 33.21 Hourly
4160 ENGINEERING TECHNICIAN GIS PEU, Local 1 4,111 4,317 4,533 4,760 4,998 Monthly

23.72 24.91 26.15 27.46 28.83 Hourly
NEW ENVIRONMENTAL COMPLIANCE INSPECTOR PEU, Local 1 5,427 5,698 5,983 6,282 6,596 Monthly

32.87 31.31 34.52 36.24 38.05 Hourly
4031 FACILITY AIDE PEU, Local 1 2,600 2,730 2,866 3,009 3,159 Monthly

15.00 15.75 16.53 17.36 18.23 Hourly
4036 FIELD CUSTOMER SERVICE REP I PEU, Local 1 2,961 3,109 3,264 3,427 3,599 Monthly

17.08 17.94 18.83 19.77 20.76 Hourly
4083 FIELD CUSTOMER SERVICE REP II PEU, Local 1 3,245 3,407 3,577 3,756 3,943 Monthly

18.72 19.66 20.64 21.67 22.75 Hourly
4028 HOUSING PROGRAMS ANALYST I PEU, Local 1 4,440 4,662 4,895 5,140 5,396 Monthly

26.90 25.62 28.24 29.65 31.13 Hourly
4246 INFORMATION SYSTEMS TECHNICIAN PEU, Local 1 4,599 4,829 5,070 5,324 5,590 Monthly

26.53 27.86 29.25 30.72 32.25 Hourly
4260 INFORMATION SYSTEMS TECHNICIAN II PEU, Local 1 5,059 5,312 5,578 5,857 6,150 Monthly

29.19 30.65 32.18 33.79 35.48 Hourly
4281 INSTRUMENTATION TECHNICIAN I PEU, Local 1 4,767 5,005 5,255 5,518 5,794 Monthly

27.50 28.88 30.32 31.83 33.43 Hourly
Public Employees Union, Local #1 - Page 3

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4282 INSTRUMENTATION TECHNICIAN II PEU, Local 1 5,481 5,755 6,043 6,345 6,662 Monthly

31.62 33.20 34.86 36.61 38.44 Hourly
4283 INSTRUMENTATION TECHNICIAN III PEU, Local 1 6,304 6,619 6,950 7,297 7,661 Monthly

36.37 38.19 40.10 42.10 44.20 Hourly
4110 KENNEL ATTENDANT I PEU, Local 1 2,600 2,730 2,867 3,010 3,161 Monthly

15.00 15.75 16.54 17.37 18.23 Hourly
4111 KENNEL ATTENDANT II PEU, Local 1 2,890 3,034 3,186 3,345 3,512 Monthly

16.67 17.50 18.38 19.30 20.26 Hourly
4112 KENNEL CARE TECHNICIAN - LEAD PEU, Local 1 3,075 3,229 3,390 3,559 3,737 Monthly

17.74 18.63 19.56 20.53 21.56 Hourly
4045 LABORATORY RECEPTIONIST PEU, Local 1 2,600 2,730 2,866 3,009 3,160 Monthly

15.00 15.75 16.53 17.36 18.23 Hourly
4530 LABORATORY ANALYST I PEU, Local 1 4,308 4,523 4,749 4,986 5,235 Monthly

26.09 24.85 27.40 28.77 30.20 Hourly
4581 LABORATORY ANALYST II PEU, Local 1 4,738 4,975 5,224 5,485 5,759 Monthly

28.70 27.33 30.14 31.64 33.22 Hourly
4064 LABORATORY ASSISTANT PEU, Local 1 3,590 3,769 3,957 4,155 4,363 Monthly

20.71 21.74 22.83 23.97 25.17 Hourly
4220 MECHANIC PEU, Local 1 4,272 4,486 4,710 4,945 5,193 Monthly

24.65 25.88 27.17 28.53 29.96 Hourly
4225 MECHANIC-LEAD PEU, Local 1 4,915 5,161 5,419 5,690 5,974 Monthly

28.36 29.78 31.26 32.83 34.47 Hourly
4063 PARK MAINTENANCE WORKER I PEU, Local 1 3,032 3,184 3,343 3,510 3,686 Monthly

17.49 18.37 19.29 20.25 21.26 Hourly
4065 PARK MAINTENANCE WORKER I (a) PEU, Local 1 3,032 - - - - Monthly - - - - Hourly 17.49
4122 PARK MAINTENANCE WORKER II PEU, Local 1 3,324 3,490 3,665 3,848 4,041 Monthly

19.18 20.13 21.14 22.20 23.31 Hourly
4200 PARK MAINTENANCE WORKER III PEU, Local 1 3,822 4,013 4,214 4,425 4,646 Monthly

22.05 23.15 24.31 25.53 26.80 Hourly
Public Employees Union, Local #1 - Page 4

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4245 PLANNER-ASSISTANT PEU, Local 1 4,660 4,893 5,138 5,395 5,665 Monthly

26.88 28.23 29.64 31.13 32.68 Hourly
4255 PLANS EXAMINER PEU, Local 1 4,686 4,920 5,166 5,424 5,696 Monthly

27.03 28.38 29.80 31.29 32.86 Hourly
4140 PLANT MAINTENANCE MECHANIC PEU, Local 1 4,719 4,955 5,203 5,463 5,736 Monthly

27.23 28.59 30.02 31.52 33.09 Hourly
4221 PLANT MAINTENANCE MECHANIC -SENIOR PEU, Local 1 5,427 5,698 5,983 6,282 6,596 Monthly

31.31 32.87 34.52 36.24 38.05 Hourly
4061 PUBLIC WORKS MAINTENANCE WORKER I PEU, Local 1 3,032 3,184 3,343 3,510 3,686 Monthly

17.49 18.37 19.29 20.25 21.26 Hourly
4120 PUBLIC WORKS MAINTENANCE WORKER II PEU, Local 1 3,324 3,490 3,665 3,848 4,041 Monthly

19.18 20.13 21.14 22.20 23.31 Hourly
4150 PUBLIC WORKS MAINTENANCE WORKER III PEU, Local 1 3,835 4,027 4,228 4,439 4,661 Monthly

22.13 23.23 24.39 25.61 26.89 Hourly
4185 PW MAINTENANCE WORKER - SENIOR PEU, Local 1 4,403 4,623 4,854 5,097 5,352 Monthly

25.40 26.67 28.00 29.41 30.88 Hourly
4080 RECREATION COORDINATOR PEU, Local 1 2,823 2,964 3,112 3,268 3,431 Monthly

16.29 17.10 17.95 18.85 19.79 Hourly
4117 REGISTERED VETERINARY TECH PEU, Local 1 3,103 3,258 3,421 3,592 3,772 Monthly

17.90 18.80 19.74 20.72 21.76 Hourly
4135 SWEEPER OPERATOR PEU, Local 1 3,827 4,018 4,219 4,430 4,651 Monthly

22.08 23.18 24.34 25.56 26.83 Hourly
4058 UTILITIES TREATMENT PLANT MAINTENANCE WORKER I PEU, Local 1 3,032 3,184 3,343 3,510 3,686 Monthly

17.49 18.37 19.29 20.25 21.26 Hourly
4118 UTILITIES TREATMENT PLANT MAINTENANCE WORKER II PEU, Local 1 3,324 3,490 3,665 3,848 4,041 Monthly

19.18 20.13 21.14 22.20 23.31 Hourly
4236 WASTEWATER COLLECTIONS MAINTENANCE WORKER I PEU, Local 1 3,03 3,184 2 3,343 3,510 3,686 Monthly

17.49 18.37 19.29 20.25 21.26 Hourly
4237 WASTEWATER COLLECTIONS MAINTENANCE WORKER II PEU, Local 1 4,7 4,955 19 5,203 5,463 5,736 Monthly

27.23 28.59 30.02 31.52 33.09 Hourly
Public Employees Union, Local #1 - Page 5

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4238 WASTEWATER COLLECTIONS MAINTENANCE WORKER III PEU, Local 1 5, 5,698 427 5,983 6,282 6,596 Monthly

31.31 32.87 34.52 36.24 38.05 Hourly
4166 WASTEWATER TREATMENT FACILITY OP. TRAINEE/ I PEU, Local 1 4,733 4,970 5,218 5,479 5,753 Monthly

27.31 28.67 30.10 31.61 33.19 Hourly
4235 WASTEWATER TREATMENT FACILITY OP. II PEU, Local 1 5,442 5,714 6,000 6,300 6,615 Monthly

31.40 32.97 34.62 36.35 38.16 Hourly
4293 WASTEWATER TREATMENT FACILITY OP. III PEU, Local 1 6,258 6,571 6,900 7,245 7,607 Monthly

36.10 37.91 39.81 41.80 43.89 Hourly
4284 WATER DISTRIBUTION OPERATOR I PEU, Local 1 4,344 4,561 4,789 5,028 5,280 Monthly

26.31 25.06 27.63 29.01 30.46 Hourly
4286 WATER DISTRIBUTION OPERATOR II PEU, Local 1 4,995 5,245 5,507 5,782 6,071 Monthly

30.26 28.82 31.77 33.36 35.03 Hourly
4287 WATER DISTRIBUTION OPERATOR III PEU, Local 1 5,744 6,031 6,333 6,650 6,983 Monthly

34.79 33.14 36.54 38.37 40.28 Hourly
4131 WATER TREATMENT FACILITY OPER.TRAINEE PEU, Local 1 4,115 4,321 4,537 4,764 5,002 Monthly

23.74 24.93 26.18 27.48 28.86 Hourly
4180 WATER TREATMENT FACILITY OPERATOR II PEU, Local 1 4,733 4,970 5,218 5,479 5,753 Monthly

27.31 28.67 30.10 31.61 33.19 Hourly
4230 WATER TREATMENT FACILITY OPERATOR III PEU, Local 1 5,442 5,714 6,000 6,300 6,615 Monthly

31.40 32.97 34.62 36.35 38.16 Hourly
4291 WATER TREATMENT FACILITY OPERATOR IV PEU, Local 1 6,258 6,571 6,900 7,245 7,607 Monthly

36.10 37.91 39.81 41.80 43.89 Hourly
Public Employees Union, Local #1 - Page 6

SALARY STEPS

Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those operators who are assigned to work from 7:00pm to 7:00am. Operators who utilize vacation, sick leave, CTO or any other paid leave time, shall not be paid shift differential while on such leave.Certification Pay:Employees whose job functions include pesticide application are eligible for certificate pay of $50.00 per month for possession of a Pesticide Application certification.

Employees whose job functions include pool operations are eligible for certificate pay of $50.00 per month for possession of Pool Operations certification.

Maintenance workers in the Water Distribution Division that do not meet minimum qualifications for the Water Distribution Operator classification, shall remain in the maintenance worker classification and continue to receive certification pay as follows:

D-1: $50 per monthD-2: 2.5% of salary per monthD-3: 2.5% of salary per month (cumulative = 5%)D-4: 2.5% of salary per month (cumulative = 7.5%)Total amount of certification pay cannot exceed 10% of the employees' salary (including bilingual pay)Non-Water Employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap) Local 1 employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:

Public Employees Union, Local #1 - Page 7

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5101 ACCOUNTANT I PEU, Local 1 4,589 4,704 4,818 4,939 5,059 5,186 5,312 5,445 5,578 Monthly

27.14 26.48 27.80 28.49 29.19 29.92 30.65 31.41 32.18 Hourly 5052 ACCOUNT CLERK PEU, Local 1 2,969 3,043 3,117 3,195 3,273 3,355 3,437 3,523 3,609 Monthly

17.56 17.13 17.98 18.43 18.88 19.36 19.83 20.33 20.82 Hourly 5100 ACCOUNT CLERK-INTERMEDIATE PEU, Local 1 3,424 3,510 3,595 3,685 3,775 3,870 3,964 4,063 4,162 Monthly

20.25 19.75 20.74 21.26 21.78 22.33 22.87 23.44 24.01 Hourly 5162 ACCOUNT CLERK-SENIOR PEU, Local 1 3,941 4,040 4,138 4,242 4,345 4,454 4,562 4,676 4,790 Monthly

23.31 22.74 23.87 24.47 25.07 25.70 26.32 26.98 27.63 Hourly 5015 ACCOUNTING TECHNICIAN PEU, Local 1 3,991 4,091 4,191 4,296 4,401 4,511 4,621 4,737 4,852 Monthly

23.60 23.03 24.18 24.78 25.39 26.03 26.66 27.33 27.99 Hourly 5244 ADMINISTRATIVE ANALYST I PEU, Local 1 4,314 4,422 4,530 4,644 4,757 4,876 4,995 5,120 5,244 Monthly

25.51 24.89 26.13 26.79 27.44 28.13 28.82 29.54 30.26 Hourly 5020 ADMINISTRATIVE ASSISTANT PEU, Local 1 3,805 3,900 3,995 4,095 4,195 4,300 4,405 4,515 4,625 Monthly

22.50 21.95 23.05 23.63 24.20 24.81 25.41 26.05 26.69 Hourly 5040 ADMINISTRATIVE CLERK I PEU, Local 1 2,600 2,665 2,730 2,798 2,866 2,938 3,009 3,084 3,160 Monthly

15.38 15.00 15.75 16.14 16.53 16.95 17.36 17.79 18.23 Hourly 5060 ADMINISTRATIVE CLERK II PEU, Local 1 2,860 2,932 3,003 3,078 3,153 3,232 3,311 3,394 3,476 Monthly

16.92 16.50 17.33 17.76 18.19 18.65 19.10 19.58 20.05 Hourly 5085 ADMINISTRATIVE CLERK III PEU, Local 1 3,292 3,375 3,457 3,544 3,630 3,721 3,812 3,907 4,002 Monthly

19.47 18.99 19.94 20.45 20.94 21.47 21.99 22.54 23.09 Hourly 5025 ADMINISTRATIVE TECHNICIAN PEU, Local 1 3,498 3,586 3,673 3,765 3,857 3,954 4,050 4,151 4,253 Monthly

20.69 20.18 21.19 21.72 22.25 22.81 23.37 23.95 24.54 Hourly 5090 ANIMAL SERVICES OFFICER I PEU, Local 1 3,002 3,077 3,152 3,231 3,310 3,393 3,476 3,563 3,649 Monthly

17.75 17.32 18.18 18.64 19.10 19.58 20.05 20.56 21.05 Hourly 5095 ANIMAL SERVICES OFFICER II PEU, Local 1 3,291 3,374 3,456 3,543 3,629 3,720 3,810 3,905 4,000 Monthly

19.47 18.99 19.94 20.44 20.94 21.46 21.98 22.53 23.08 Hourly 5155 ARBORIST, SENIOR PEU, Local 1 3,822 3,918 4,013 4,114 4,214 4,320 4,425 4,536 4,646 Monthly

22.60 22.05 23.15 23.73 24.31 24.92 25.53 26.17 26.80 Hourly 5270 BUILDING INSPECTOR I PEU, Local 1 4,890 5,012 5,134 5,263 5,391 5,526 5,661 5,802 5,944 Monthly

28.92 28.21 29.62 30.36 31.10 31.88 32.66 33.47 34.29 Hourly Public Employees Union, Local 1 (9-Step) - Page 1

SALARY STEPS
EFFECTIVE 06/09/18 - NEW HIRES ONLY

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5292 BUILDING INSPECTOR II PEU, Local 1 5,624 5,765 5,905 6,053 6,200 6,355 6,510 6,673 6,835 Monthly

33.26 32.45 34.07 34.92 35.77 36.66 37.56 38.50 39.43 Hourly 5062 BUILDING MAINTENANCE WORKER I PEU, Local 1 3,390 3,475 3,559 3,648 3,737 3,831 3,924 4,022 4,120 Monthly

20.05 19.56 20.53 21.05 21.56 22.10 22.64 23.20 23.77 Hourly 5121 BUILDING MAINTENANCE WORKER II PEU, Local 1 3,706 3,799 3,891 3,989 4,086 4,188 4,290 4,397 4,504 Monthly

21.92 21.38 22.45 23.01 23.57 24.16 24.75 25.37 25.99 Hourly 5285 CODE ENFORCEMENT OFFICER PEU, Local 1 4,579 4,694 4,808 4,928 5,048 5,174 5,300 5,433 5,565 Monthly

27.08 26.42 27.74 28.43 29.12 29.85 30.58 31.34 32.11 Hourly 5115 COMMUNITY DEVELOPMENT TECH I PEU, Local 1 3,544 3,633 3,721 3,814 3,907 4,005 4,102 4,204 4,307 Monthly

20.96 20.45 21.47 22.00 22.54 23.11 23.67 24.25 24.85 Hourly 5144 COMMUNITY DEVELOPMENT TECH II PEU, Local 1 3,896 3,994 4,091 4,194 4,296 4,404 4,511 4,624 4,736 Monthly

23.04 22.48 23.60 24.20 24.78 25.41 26.03 26.68 27.32 Hourly 5243 CONSTRUCTION INSPECTOR PEU, Local 1 4,420 4,531 4,641 4,757 4,873 4,995 5,117 5,245 5,373 Monthly

26.14 25.50 26.78 27.44 28.11 28.82 29.52 30.26 31.00 Hourly 5050 CUSTODIAN I PEU, Local 1 2,668 2,735 2,801 2,871 2,941 3,015 3,088 3,165 3,243 Monthly

15.78 15.39 16.16 16.56 16.97 17.39 17.82 18.26 18.71 Hourly 5082 CUSTODIAN II PEU, Local 1 3,075 3,152 3,229 3,310 3,390 3,475 3,559 3,648 3,737 Monthly

18.18 17.74 18.63 19.10 19.56 20.05 20.53 21.05 21.56 Hourly 5030 CUSTOMER SERVICES REP I PEU, Local 1 2,909 2,982 3,054 3,131 3,207 3,287 3,367 3,451 3,536 Monthly

17.20 16.78 17.62 18.06 18.50 18.96 19.43 19.91 20.40 Hourly 5070 CUSTOMER SERVICES REP II PEU, Local 1 3,188 3,268 3,347 3,431 3,514 3,602 3,690 3,782 3,874 Monthly

18.85 18.39 19.31 19.79 20.27 20.78 21.29 21.82 22.35 Hourly 5161 CUSTOMER SERVICES REP.-SENIOR PEU, Local 1 3,650 3,742 3,833 3,929 4,025 4,126 4,226 4,332 4,437 Monthly

21.59 21.06 22.11 22.67 23.22 23.80 24.38 24.99 25.60 Hourly 5170 ELECTRICAL TECHNICIAN I PEU, Local 1 4,766 4,885 5,004 5,129 5,254 5,386 5,517 5,655 5,793 Monthly

28.18 27.50 28.87 29.59 30.31 31.07 31.83 32.63 33.42 Hourly 5265 ELECTRICAL TECHNICIAN II PEU, Local 1 5,481 5,618 5,755 5,899 6,043 6,194 6,345 6,504 6,662 Monthly

32.41 31.62 33.20 34.03 34.86 35.73 36.61 37.52 38.44 Hourly Public Employees Union, Local 1 (9-Step) - Page 2
EFFECTIVE 06/09/18 - NEW HIRES ONLY

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5280 ELECTRICAL TECHNICIAN III PEU, Local 1 6,304 6,462 6,619 6,785 6,950 7,124 7,297 7,479 7,662 Monthly

37.28 36.37 38.19 39.14 40.10 41.10 42.10 43.15 44.20 Hourly 5300 ENGINEER - ASSISTANT CIVIL PEU, Local 1 5,616 5,757 5,897 6,045 6,192 6,347 6,502 6,664 6,827 Monthly

33.21 32.40 34.02 34.88 35.72 36.62 37.51 38.45 39.39 Hourly 5215 ENGINEERING TECHNICIAN I PEU, Local 1 3,803 3,898 3,993 4,093 4,193 4,298 4,403 4,513 4,623 Monthly

22.49 21.94 23.04 23.61 24.19 24.80 25.40 26.04 26.67 Hourly 5250 ENGINEERING TECHNICIAN II PEU, Local 1 4,111 4,214 4,317 4,425 4,533 4,647 4,760 4,879 4,998 Monthly

24.31 23.72 24.91 25.53 26.15 26.81 27.46 28.15 28.83 Hourly 5295 ENGINEERING TECHNICIAN III PEU, Local 1 4,735 4,854 4,972 5,097 5,221 5,352 5,482 5,619 5,756 Monthly

28.00 27.32 28.68 29.41 30.12 30.88 31.63 32.42 33.21 Hourly 5160 ENGINEERING TECHNICIAN GIS PEU, Local 1 4,111 4,214 4,317 4,425 4,533 4,647 4,760 4,879 4,998 Monthly

24.31 23.72 24.91 25.53 26.15 26.81 27.46 28.15 28.83 Hourly NEW ENVIRONMENTAL COMPLIANCE INSPECTOR PEU, Local 1 5,427 5,563 5,698 5,841 5,983 6,133 6,282 6,439 6,596 Monthly

32.09 31.31 32.87 33.70 34.52 35.38 36.24 37.15 38.05 Hourly 5031 FACILITY AIDE PEU, Local 1 2,600 2,665 2,730 2,798 2,866 2,938 3,009 3,084 3,159 Monthly

15.38 15.00 15.75 16.14 16.53 16.95 17.36 17.79 18.23 Hourly 5036 FIELD CUSTOMER SERVICE REP I PEU, Local 1 2,961 3,035 3,109 3,187 3,264 3,346 3,427 3,513 3,599 Monthly

17.51 17.08 17.94 18.39 18.83 19.30 19.77 20.27 20.76 Hourly 5083 FIELD CUSTOMER SERVICE REP II PEU, Local 1 3,245 3,326 3,407 3,492 3,577 3,667 3,756 3,850 3,943 Monthly

19.19 18.72 19.66 20.15 20.64 21.16 21.67 22.21 22.75 Hourly 5028 HOUSING PROGRAMS ANALYST I PEU, Local 1 4,440 4,551 4,662 4,779 4,895 5,018 5,140 5,268 5,396 Monthly

26.26 25.62 26.90 27.57 28.24 28.95 29.65 30.39 31.13 Hourly 5246 INFORMATION SYSTEMS TECHNICIAN PEU, Local 1 4,599 4,714 4,829 4,950 5,070 5,197 5,324 5,457 5,590 Monthly

27.20 26.53 27.86 28.56 29.25 29.98 30.72 31.48 32.25 Hourly 5260 INFORMATION SYSTEMS TECHNICIAN II PEU, Local 1 5,059 5,186 5,312 5,445 5,578 5,718 5,857 6,003 6,150 Monthly

29.92 29.19 30.65 31.41 32.18 32.99 33.79 34.63 35.48 Hourly 5281 INSTRUMENTATION TECHNICIAN I PEU, Local 1 4,767 4,886 5,005 5,130 5,255 5,387 5,518 5,656 5,794 Monthly

28.19 27.50 28.88 29.60 30.32 31.08 31.83 32.63 33.43 Hourly Public Employees Union, Local 1 (9-Step) - Page 3
EFFECTIVE 06/09/18 - NEW HIRES ONLY

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5282 INSTRUMENTATION TECHNICIAN II PEU, Local 1 5,481 5,618 5,755 5,899 6,043 6,194 6,345 6,504 6,662 Monthly

32.41 31.62 33.20 34.03 34.86 35.73 36.61 37.52 38.44 Hourly 5283 INSTRUMENTATION TECHNICIAN III PEU, Local 1 6,304 6,462 6,619 6,785 6,950 7,124 7,297 7,479 7,661 Monthly

37.28 36.37 38.19 39.14 40.10 41.10 42.10 43.15 44.20 Hourly 5110 KENNEL ATTENDANT I PEU, Local 1 2,600 2,665 2,730 2,799 2,867 2,939 3,010 3,085 3,161 Monthly

15.38 15.00 15.75 16.15 16.54 16.96 17.37 17.80 18.23 Hourly 5111 KENNEL ATTENDANT II PEU, Local 1 2,890 2,962 3,034 3,110 3,186 3,266 3,345 3,428 3,512 Monthly

17.09 16.67 17.50 17.94 18.38 18.84 19.30 19.78 20.26 Hourly 5112 KENNEL CARE TECHNICIAN - LEAD PEU, Local 1 3,075 3,152 3,229 3,310 3,390 3,475 3,559 3,648 3,737 Monthly

18.18 17.74 18.63 19.10 19.56 20.05 20.53 21.05 21.56 Hourly 5045 LABORATORY RECEPTIONIST PEU, Local 1 2,600 2,665 2,730 2,798 2,866 2,938 3,009 3,084 3,160 Monthly

15.38 15.00 15.75 16.14 16.53 16.95 17.36 17.79 18.23 Hourly 5530 LABORATORY ANALYST I PEU, Local 1 4,308 4,416 4,523 4,636 4,749 4,868 4,986 5,111 5,235 Monthly

25.48 24.85 26.09 26.75 27.40 28.08 28.77 29.49 30.20 Hourly 5581 LABORATORY ANALYST II PEU, Local 1 4,738 4,857 4,975 5,100 5,224 5,355 5,485 5,622 5,759 Monthly

28.02 27.33 28.70 29.42 30.14 30.89 31.64 32.43 33.22 Hourly 5064 LABORATORY ASSISTANT PEU, Local 1 3,590 3,680 3,769 3,863 3,957 4,056 4,155 4,259 4,363 Monthly

21.23 20.71 21.74 22.29 22.83 23.40 23.97 24.57 25.17 Hourly 5220 MECHANIC PEU, Local 1 4,272 4,379 4,486 4,598 4,710 4,828 4,945 5,069 5,193 Monthly

25.26 24.65 25.88 26.53 27.17 27.85 28.53 29.24 29.96 Hourly 5225 MECHANIC-LEAD PEU, Local 1 4,915 5,038 5,161 5,290 5,419 5,555 5,690 5,832 5,974 Monthly

29.07 28.36 29.78 30.52 31.26 32.05 32.83 33.65 34.47 Hourly 5063 PARK MAINTENANCE WORKER I PEU, Local 1 3,032 3,108 3,184 3,264 3,343 3,427 3,510 3,598 3,686 Monthly

17.93 17.49 18.37 18.83 19.29 19.77 20.25 20.76 21.26 Hourly 5065 PARK MAINTENANCE WORKER I (a) PEU, Local 1 3,032 - - - - - - - - Monthly

17.49 - - - - - - - - Hourly
5122 PARK MAINTENANCE WORKER II PEU, Local 1 3,324 3,407 3,490 3,578 3,665 3,757 3,848 3,944 4,041 Monthly

19.66 19.18 20.13 20.64 21.14 21.68 22.20 22.75 23.31 Hourly 5200 PARK MAINTENANCE WORKER III PEU, Local 1 3,822 3,918 4,013 4,114 4,214 4,320 4,425 4,536 4,646 Monthly

22.60 22.05 23.15 23.73 24.31 24.92 25.53 26.17 26.80 Hourly Public Employees Union, Local 1 (9-Step) - Page 4
EFFECTIVE 06/09/18 - NEW HIRES ONLY

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5245 PLANNER-ASSISTANT PEU, Local 1 4,660 4,777 4,893 5,016 5,138 5,267 5,395 5,530 5,665 Monthly

27.56 26.88 28.23 28.94 29.64 30.39 31.13 31.90 32.68 Hourly 5255 PLANS EXAMINER PEU, Local 1 4,686 4,803 4,920 5,043 5,166 5,295 5,424 5,560 5,696 Monthly

27.71 27.03 28.38 29.09 29.80 30.55 31.29 32.08 32.86 Hourly 5140 PLANT MAINTENANCE MECHANIC PEU, Local 1 4,719 4,837 4,955 5,079 5,203 5,333 5,463 5,599 5,736 Monthly

27.91 27.23 28.59 29.30 30.02 30.77 31.52 32.30 33.09 Hourly 5221 PLANT MAINTENANCE MECHANIC -SENIOR PEU, Local 1 5,427 5,563 5,698 5,841 5,983 6,133 6,282 6,439 6,596 Monthly

32.09 31.31 32.87 33.70 34.52 35.38 36.24 37.15 38.05 Hourly 5061 PUBLIC WORKS MAINTENANCE WORKER I PEU, Local 1 3,032 3,108 3,184 3,264 3,343 3,427 3,510 3,598 3,686 Monthly

17.93 17.49 18.37 18.83 19.29 19.77 20.25 20.76 21.26 Hourly 5120 PUBLIC WORKS MAINTENANCE WORKER II PEU, Local 1 3,324 3,407 3,490 3,578 3,665 3,757 3,848 3,944 4,041 Monthly

19.66 19.18 20.13 20.64 21.14 21.68 22.20 22.75 23.31 Hourly 5150 PUBLIC WORKS MAINTENANCE WORKER III PEU, Local 1 3,835 3,931 4,027 4,128 4,228 4,334 4,439 4,550 4,661 Monthly

22.68 22.13 23.23 23.82 24.39 25.00 25.61 26.25 26.89 Hourly 5185 PW MAINTENANCE WORKER - SENIOR PEU, Local 1 4,403 4,513 4,623 4,739 4,854 4,976 5,097 5,224 5,352 Monthly

26.04 25.40 26.67 27.34 28.00 28.71 29.41 30.14 30.88 Hourly 5080 RECREATION COORDINATOR PEU, Local 1 2,823 2,894 2,964 3,038 3,112 3,190 3,268 3,350 3,431 Monthly

16.70 16.29 17.10 17.53 17.95 18.40 18.85 19.33 19.79 Hourly 5117 REGISTERED VETERINARY TECH PEU, Local 1 3,103 3,181 3,258 3,340 3,421 3,507 3,592 3,682 3,772 Monthly

18.35 17.90 18.80 19.27 19.74 20.23 20.72 21.24 21.76 Hourly 5135 SWEEPER OPERATOR PEU, Local 1 3,827 3,923 4,018 4,119 4,219 4,325 4,430 4,541 4,651 Monthly

22.63 22.08 23.18 23.76 24.34 24.95 25.56 26.20 26.83 Hourly 5058 UTILITIES TREATMENT PLANT MAINTENANCE WORKER I PEU, Local 1 3 3,108 ,032 3,184 3,264 3,343 3,427 3,510 3,598 3,686 Monthly

17.93 17.49 18.37 18.83 19.29 19.77 20.25 20.76 21.26 Hourly 5118 UTILITIES TREATMENT PLANT MAINTENANCE WORKER II PEU, Local 1 3,407 3,324 3,490 3,578 3,665 3,757 3,848 3,944 4,041 Monthly

19.66 19.18 20.13 20.64 21.14 21.68 22.20 22.75 23.31 Hourly 5236 WASTEWATER COLLECTIONS MAINTENANCE WORKER I PEU, Local 1 3,032 3,108 3,184 3,264 3,343 3,427 3,510 3,598 3,686 Monthly

17.93 17.49 18.37 18.83 19.29 19.77 20.25 20.76 21.26 Hourly 5237 WASTEWATER COLLECTIONS MAINTENANCE WORKER II PEU, Local 1 4,719 4,837 4,955 5,079 5,203 5,333 5,463 5,600 5,736 Monthly

27.91 27.23 28.59 29.30 30.02 30.77 31.52 32.31 33.09 Hourly Public Employees Union, Local 1 (9-Step) - Page 5
EFFECTIVE 06/09/18 - NEW HIRES ONLY

SALARY STEPS

Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5238 WASTEWATER COLLECTIONS MAINTENANCE WORKER III PEU, Local 1 5,427 5,563 5,698 5,841 5,983 6,133 6,282 6,439 6,596 Monthly

32.09 31.31 32.87 33.70 34.52 35.38 36.24 37.15 38.05 Hourly 5166 WASTEWATER TREATMENT FACILITY OP. TRAINEE/I PEU, Local 1 4,73 4,852 3 4,970 5,094 5,218 5,349 5,479 5,616 5,753 Monthly

27.99 27.31 28.67 29.39 30.10 30.86 31.61 32.40 33.19 Hourly 5235 WASTEWATER TREATMENT FACILITY OP. II PEU, Local 1 5,442 5,578 5,714 5,857 6,000 6,150 6,300 6,457 6,615 Monthly

32.18 31.40 32.97 33.79 34.62 35.48 36.35 37.25 38.16 Hourly 5293 WASTEWATER TREATMENT FACILITY OP. III PEU, Local 1 6,258 6,415 6,571 6,736 6,900 7,073 7,245 7,426 7,607 Monthly

37.01 36.10 37.91 38.86 39.81 40.81 41.80 42.84 43.89 Hourly 5284 WATER DISTRIBUTION OPERATOR I PEU, Local 1 4,344 4,453 4,561 4,675 4,789 4,909 5,028 5,154 5,280 Monthly

25.69 25.06 26.31 26.97 27.63 28.32 29.01 29.73 30.46 Hourly 5286 WATER DISTRIBUTION OPERATOR II PEU, Local 1 4,995 5,120 5,245 5,376 5,507 5,645 5,782 5,927 6,071 Monthly

29.54 28.82 30.26 31.02 31.77 32.57 33.36 34.19 35.03 Hourly 5287 WATER DISTRIBUTION OPERATOR III PEU, Local 1 5,744 5,888 6,031 6,182 6,333 6,492 6,650 6,816 6,983 Monthly

33.97 33.14 34.79 35.67 36.54 37.45 38.37 39.32 40.28 Hourly 5131 WATER TREATMENT PLANT OPER.TRAINEE PEU, Local 1 4,115 4,218 4,321 4,429 4,537 4,651 4,764 4,883 5,002 Monthly

24.33 23.74 24.93 25.55 26.18 26.83 27.48 28.17 28.86 Hourly 5180 WATER TREATMENT PLANT OPERATOR II PEU, Local 1 4,733 4,852 4,970 5,094 5,218 5,349 5,479 5,616 5,753 Monthly

27.99 27.31 28.67 29.39 30.10 30.86 31.61 32.40 33.19 Hourly 5230 WATER TREATMENT PLANT OPERATOR III PEU, Local 1 5,442 5,578 5,714 5,857 6,000 6,150 6,300 6,457 6,615 Monthly

32.18 31.40 32.97 33.79 34.62 35.48 36.35 37.25 38.16 Hourly 5291 WATER TREATMENT PLANT OPERATOR IV PEU, Local 1 6,258 6,415 6,571 6,736 6,900 7,073 7,245 7,426 7,607 Monthly

37.01 36.10 37.91 38.86 39.81 40.81 41.80 42.84 43.89 Hourly Public Employees Union, Local 1 (9-Step) - Page 6
EFFECTIVE 06/09/18 - NEW HIRES ONLY

SALARY STEPS

Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those operators who are assigned to work from 7:00pm to 7:00am. Operators who utilize vacation, sick leave, CTO or any other paid leave time, shall not be paid shift differential while on such leave.Certification Pay:Employees whose job functions include pesticide application are eligible for certificate pay of $50.00 per month for possession of a Pesticide Application certification.

Maintenance workers in the Water Distribution Division that do not meet minimum qualifications for the Water Distribution Operator classification, shall remain in the maintenance worker classification and continue to receive certification pay as follows:

D-1: $50 per monthD-2: 2.5% of salary per monthD-3: 2.5% of salary per month (cumulative = 5%)D-4: 2.5% of salary per month (cumulative = 7.5%)Total amount of certification pay cannot exceed 10% of the employees' salary (including bilingual pay)Non-Water Employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap) Local 1 employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:

Public Employees Union, Local 1 (9-Step) - Page 7

Elected Officials, Part-Time, Extra Help, Limited Term and At-Will Contract Employees - EFFECTIVE JANUARY 1, 2022 Bargaining
JCN CLASSIFICATION Group 12 345
0110* Intern Worker 15.00 TO 17.00
4000 Public Works Maintenance Worker (Temp) 15.00 15.50 16.00 16.50 17.004125 Water/Wastewater Operator-in-Training 15.00 15.50 16.00 16.50 17.004105 Plan Checker-Permit Tech 4,252 4,465 4,688 4,922 5,169

24.53 25.76 27.05 28.40 29.82
2030* Reserve Police Officer (Level I) - see notes 1 & 2 19.28 Reserve Police Officer (Level Ia) - see notes 1,2&3 29.67 2020* Reserve Police Officer (Level II) - see notes 1 & 2 15.432010* Relief Public Safety Dispatcher 15.00 300 Police Officer Trainee 15.000200* Recreation Worker 15.00 TO 50.00 (Sub Classifications) * Recreation Leader I 15.00 15.43 16.20 * Recreation Leader II 16.20 17.01 17.86 * Recreation Leader III 17.86 18.75 19.69 * Recreation Specialist I 15.00 TO 25.00 * Recreation Specialist II 25.00 TO 50.00 * Lifeguard/Instructor I 16.20 17.01 17.86 18.75 19.69 * Lifeguard/Instructor II 19.69 20.67 21.70 22.79 23.93 4116 Veterinary Assistant 2,730 2,600 2,867 3,010 3,160

15.00 15.75 16.54 17.37 18.23
3410** Fire Recruit 16.60 Effective 12/8/183310 Fire Recruit - 40 hour work week 23.24 Effective 12/8/18Elected Officials0011 City Council 7,200 Yearly 600.00 Monthly
0800 City Treasurer 900 Yearly

75.00 Monthly
0890 City Clerk 900 Yearly

75.00 Monthly
sixteen hours per month, and is covering a shift or partial shift for a regular full-time Officer. * Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).** Indicates classifications whose hourly rates are computed on the basis of an average 56 hour duty week.

Part-Time, Extra Help, Limited Term and At-Will Contract Employees

SALARY STEPS
3/ The Reserve Police Officer would only receive the higher pay after he/she has completed the Field Training Program, has already worked his/her mandatory 1/ Reserves must serve a minimum of 16 hours per month reserve service.2/ City purchases safety equipment and uniforms (except for regular employees who receive a uniform allowance). Shirts, ties, hats, and badge only are purchased.

EMPLOYEE BARGAINING GROUPS
CON - ConfidentialPEU, Local 1 - General EmployeesDH - Department HeadMM - Middle ManagerFM - Fire ManagementFLM - 1st Level ManagerPD - Police DepartmentFIRE - Fire DepartmentPS - Police SergeantPSMM - Police Sworn Mid Managers

ATTACHMENT 3

BEN MOODY
Public Works and
Development
Services Director
SCOTT

CHANDLER
Deputy PW
Director –
Maintenance
NEW

POSITION
Deputy PW
Director –
Engineering
KEVIN

BRADFORD
Deputy PW
Director –
Engineering

PHIL MARLER
Deputy PW
Director –
Utilities
Proposed
Public Works Deputy Directors

BEN MOODY
Public Works and
Development
Services Director
KEVIN

BRADFORD
Deputy PW
Director –
Engineering
CLAIRE

SHAWVER
Construction
Project Manager
JIMMY

YACAVACE
Senior
Construction
Inspector
VACANT
Construction
Inspector
VACANT
Senior Engineer

JOSH WOLFFE
Associate Civil
Engineer
NICK

MENEZES
Assistant Civil
Engineer

WILLIAM JOW
Assistant Civil
Engineer

FABIOLA

VASQUEZ
Assistant Civil
Engineer
SHARON
LYDON
Engineering
Technician III
VACANT
Engineering
Technician I/II
NEW

POSITION
Deputy PW
Director –
Engineering
Proposed
Public Works
Engineering

Agenda Item 13

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk Administrator Summary
Subject: Biennial Review of the City of Yuba City Conflict of Interest Code Recommendation: Adopt a Resolution Amending the City of Yuba City Conflict of Interest Code and list of Designated Positions
Fiscal Impact: None
Purpose:

A Conflict of Interest Code informs the public officials, governmental employees, and consultants what financial interests they must disclose on their Statement of Economic Interest (FPPC Form 700).

Background:

The Political Reform Act (Act) prohibits a public official from using his or her official position to influence a governmental decision in which he or she has a financial interest. Every state and local agency must adopt a conflict of interest code that identifies all officials and employees within the agency who make governmental decisions based on the positions they hold. The individuals in the designated positions must disclose their financial interests as specified in the agency’s conflict of interest code.

In accordance with Government Code Section 87306.5, local agencies must conduct a biennial review of its conflict of interest code. The code must contain language that incorporates Fair Political Practices Commission (FPPC) Reg. 18730 or the basic provisions required in Government Code Section 87302. The last review and update was approved by the City Council on April 7, 2020.

Analysis:

Staff has reviewed the Conflict of Interest Code and determined that amendments to the Code are necessary in order to accurately designate all positions that make or participate in the making of governmental decisions. These are decisions that may foreseeably have a material effect on any financial interest. This amendment is due to personnel classification additions or deletions that have been incorporated in the City’s annual budget process as well as City-wide organization changes (Appendix A).

Fiscal Impact: None

Alternatives:

Do not approve the amended Conflict of Interest Code and ask Staff to provide further review.

Recommendation:

Adopt a Resolution Amending the City of Yuba City Conflict of Interest Code and list of Designated Positions.

Attachments:

1. Resolution Amending Conflict of Interest Code

2. Conflict of Interest Code 2022
Prepared By: Submitted By:

Ciara Wakefield
City Clerk Administrator
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY AMENDING THE CITY OF YUBA CITY’S CONFLICT OF INTEREST CODE WHEREAS, the Political Reform Act of 1974 (Government Code Section 81000, et seg.) required state and local government agencies to adopt and promulgate conflict of interest codes; and, WHEREAS, the Fair Political Practices Commission has adopted regulations (2 Cal. Code of Regs. 18730) which contain the terms of a standard conflict of interest code; and WHEREAS, after public notice and hearing it may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act.

NOW, THEREFORE, the City Council of the City of Yuba City does hereby resolve as follows:

1. That the regulations of the Fair Political Practices Commission (2 Cal. Code of Regs.

Section 18730) and any amendments to the Act are hereby incorporated by reference, and this regulation and the attached Appendix(s) designating officials and employees and establishing disclosure categories, shall constitute the Conflict of Interest Code of the City of Yuba City; and

2. That designated employees shall file their Form 700 statements with the City Clerk’s Office, which will make the statements available to public inspection and reproduction (Gov. Code Section 81008).

3. That all previously adopted resolutions approving conflict of interest codes are hereby rescinded.

The foregoing Resolution of the City Council of the City of Yuba City was duly and regularly introduced, passed and adopted at a regular meeting thereof held on this 5th day of April 2022, by the following vote:

Ayes:

Noes:

Absent:
_____________________________
Dave Shaw, Mayor
ATTEST:
______________________________
Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
______________________________
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

Proposed April 5, 2022
City of Yuba City
Conflict of Interest Code
The Political Reform Act, Government Code Sections 81000 et seq., requires state and local government agencies to adopt and promulgate conflict of interest codes.

The Fair Political Practices Commission (FPPC) has adopted a regulation (2 Cal. Code of Regs.

Section 18730) which contains the terms of a standard conflict of interest code which may be incorporated by reference in an agency’s code, and which may be amended by the FPPC to conform to amendments in the Political Reform Act, following public notice and hearings.

Therefore, the terms of Section 18730 and any amendments that are duly adopted by the FPPC are hereby incorporated by reference, as the Conflict of Interest Code of the City of Yuba City along with the attached Appendix(s) in which officials and employees are designated and disclosure categories are set forth.

Designated employees shall file annual FPPC Form 700 Statements of Economic Interests with the City Clerk of the Yuba City and attend required AB1234 Code of Ethics every two years. The City shall make all statements available for public inspection and reproduction, pursuant to Government Section 81008.

Attachments:
• Appendix A: Designated Positions
• Appendix B: Disclosure Categories

APPENDIX A
City of Yuba City
Conflict of Interest Code
Designated Positions
A designated employee is an officer, employee, member or consultant of an agency whose position is designated in the code because the position entails the making or participation in the making of governmental decisions which may foreseeably have a material effect on any financial interest. (Government Code Section 82019)
1) Making a governmental decision means the person:
a. Votes on a matter
b. Appoints a person
c. Obligates or commits his or her agency to any course of action; or d. Enters into any contractual agreement on behalf of his or her agency 2) Participating in making of a decision, means the person:
a. Negotiates, without significant substantive review, with a governmental entity or private person regarding the decision
b. Advises or makes recommendations to the decision-maker by conducting research or an investigation, preparing or presenting a report, analysis or opinion which requires the exercise of judgment on the part of the employee and the employee is attempting to influence the decision
3) Consultant means an individual whom, pursuant to a contract with a state or local government agency makes a governmental decision whether to:
a. Approve a rate, rule, or regulation
b. Adopt or enforce a law
c. Issue, deny, suspend, or revoke any permit, license, application, certificate, approval, or similar authorization or entitlement
d. Grant agency approval to a contract which requires agency approval and in which the agency is a party or to the specifications for such a contract e. Grant agency approval to a plan, design, report, study, or similar item f. Adopt or grant agency approval of policies, standards, or guidelines for the agency or for any subdivision thereof
Positions listed in Government Code Section 87200 (i.e. City Council members, Planning Commissioners, City Manager, City Attorney, City Treasurer) are not required to be included in the list of designated positions because persons holding these positions are required to file FPPC Form 700 pursuant to State law.

Officials who manage Investments:

It has been determined that the position listed below manage public investments and will file a statement of economic interests (Form 700) pursuant to Government Code Section 87200:

City Treasurer

APPENDIX A
Disclosure
Department Position Category
Administration
Assistant City Manager I
City Clerk II
Added Management Analyst II
Delete Assistant to the City Manager I
Community Services
Community Services Director I
Recreation Supervisor I/II/III IV
Parks and Grounds Superintendent II
Parks Maintenance Supervisor IV
Animal Services Manager II
Animal Services Supervisor IV
Development Services
Added Public Works & Development Services Director I
Development Services Director I
Delete Planning Manager I
Added Deputy Director, Development Services I
Added Development Liaison I
Assistant Planner I
Chief Building Official I
Plans Examiner I
Code Enforcement Officer I
Building Inspector I/II I
Administrative Analyst I/II III/IV
Finance
Finance Director I
Accounting Manager II
Added Accountant II II
Customer Service Manager III/IV
Administrative Analyst I/II II
Information Technology Manager I
Senior Information Technology Analyst II
Fire
Fire Chief I
Assistant Fire Chief I
Deputy/Division Chief II
Fire Marshall II
Fire Safety Inspector II/III
Fire Battalion Chief IV
Deleted Administrative Analyst III IV

APPENDIX A
Added Fire Captain IV
Added Administrative Analyst I/II III/IV
Human Resources
Human Resources Director I
Added Administrative Analyst I/II III/IV
Police
Police Chief I
Delete Assistant Chief I
Police Commander I
Administrative Manager II
Police Lieutenant II
Police Sergeant IV
Public Works
Added Public Works & Development Services Director I
Public Works Director I
Deputy PW Director - Engineering II
Deputy PW Director - Utilities II
Engineer - Senior II
Director of Engineering - SBFCA II
Delete Regulatory Compliance Administrator II
Added Environmental Compliance Manager II
Added Environmental Compliance Coordinator II
Added Construction Project Manager II
Delete Project Manager II
Added Senior Construction Inspector II
Added Deputy Public Works Director - Maintenance II
Added Facilities Maintenance Supervisor II
Added Fleet Maintenance Supervisor II
Added Street Maintenance Supervisor II
Added Wastewater Collection Supervisor II
Added Water Distribution Supervisor II
Added WWTF Maintenance Supervisor II
Added WTP Maintenance Supervisor II
Added WWTF Supervisor II
Added WTP Supervisor II
Added Chief Plant Operator - WTP II
Added Chief Plant Operator - WWTF II
Added Lab Supervisor II
Added Administrative Analyst I/II III/IV
Boards & Commissions
Delete Economic Development Commissioner I

APPENDIX A
Consultants Determined by City Manager (1) I/II/III/IV
Delete Redevelopment Attorney I
Personnel Attorney I
(1) Consultants (as defined by FPPC regulation 18700(a)(2)) shall be included in the list of designated employees and shall disclose pursuant to the broadest disclosure category in the code subject to the following limitation:

The City Manager or designee may determine in writing that a particular consultant is hired to perform a range of duties that are limited in scope and thus is not required to fully comply with the disclosure requirements described in this section.

APPENDIX B
City of Yuba City
Conflict of Interest Code
Disclosure Categories
The following disclosure categories set forth the required contents of disclosure statements for officers and employees holding designated positions. An investment, interest in real property, or income is reportable if the business entity in which the investment is held, the interest in real property, or the income or source of income may foreseeably be affected materially by any decisions made or participated in by the designated employee by virtue of the employee’s position.

Category I – Full Disclosure
Designated employees assigned to Category I shall report all investments, interests in real property and income, and any business entity in which the person is a director, officer, partner, trustee, employee, or holds any position of management. Financial interests are reportable only if located within or subject to the jurisdiction of the City of Yuba City or if the business entity is doing business or planning to do business in the jurisdiction or has done business within the jurisdiction at any time during the two years prior to the filing of the statement.

Category II – Citywide Disclosure: Material & Supplies
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.

Designated employees assigned to Category II shall report:
a) All investments in any business entity which, within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the City.
b) All income from any source which, within the last two years, has contracted, or in the future foreseeably may contract with, the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the City.
c) His or her status as a director, officer, partner, trustee, employee, or holder of a position of management in any business entity, which within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the City.

Category III – Citywide Disclosure: Construction, Building and Real Property Designated employees assigned to Category III shall report:
a) Investments in any business entity licensed to do construction or build within the jurisdiction of the City of Yuba City.
b) All income from any business entity licensed to do construction or build within the jurisdiction of the City of Yuba City.
c) His or her status as a director, officer, partner, trustee, employee, or holder of a position of management in any business entity licensed to do construction or build within the jurisdiction of the City of Yuba City.
d) All investment and interests in real property if the property is located within or subject to the jurisdiction of the City of Yuba City.

APPENDIX B
Category IV - Department Disclosure: Material & Supplies 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 their department/division.

Designated employees assigned to Category IV shall report:
a) Investments in any business entity which, within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the department/division. b) Income from any source which, within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the department/division.
c) His or her status as a director, officer, partner, trustee, employee, or holder of a position of management in any business entity, which within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the department/division.

Agenda Item 14

CITY OF YUBA CITY

STAFF REPORT
Date: April 5, 2022
To: Honorable Mayor & Members of the City Council
From: Administration Department
Presentation By: Diana Langley, City Manager, and Brynda Stranix, YSEDC District Director Summary
Subject: Yuba-Sutter Economic Development District
2020 CEDS Appendices 1, IV, V updates and 2021 CEDS Annual Performance and Evaluation
Recommendation: Adopt a Resolution approving the 2021 comprehensive Economic Development Strategy Annual Performance Report and updates to Appendices I, IV, & V as prepared by the Yuba-Sutter Economic Development Corporation and the Comprehensive Economic Development Strategy
Fiscal Impact: None
Purpose:

To hear updates to the Yuba Sutter Economic Development Comprehensive Economic Development Strategy (CEDS) and discuss the 2021 CEDS Annual Performance and Evaluation.

Council's Strategic Goal:

This item aligns with the City Council's strategic goal of being Business Friendly.

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.

Analysis:

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

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

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

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

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

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

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

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

Do not approve the Yuba-Sutter Economic Development District 2021 Comprehensive Economic Development Performance Report or the updated Appendices I, IV, and V.

Recommendation:

Adopt a Resolution approving the 2021 comprehensive Economic Development Strategy Annual Performance Report and updates to Appendices I, IV, & V as prepared by the Yuba-Sutter Economic Development Corporation and the Comprehensive Economic Development Strategy.

Attachments:

1. YSEDC Resolution Approving the 2021 Comprehensive Economic Development Strategy and updates to Appendices I, IV, & V

2. 2021 CEDS Performance and Update Report FINAL

3. CEDS Appendix I Data Profiles 2022 FINAL

4. CEDS Appendix IV Agriculture Economic Profile 2022 DRAFT

5. 2022 Appendix V Yuba Sutter Public Works Projects FINAL Prepared By: Submitted By:

Brynda Stranix
YSEDC District Director
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE 2021 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

ANNUAL PERFORMANCE REPORT AND UPDATES TO APPEDICES I, IV, & V AS

PREPARED BY THE YUBA-SUTTER ECONOMIC DEVELOPMENT CORPORATION AND

THE COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
WHEREAS, U.S. Department of Commerce, Economic Development Administration (EDA) requires the preparation and adoption of a Comprehensive Economic Development Strategy (CEDS) by the local Comprehensive Economic Development Strategy Committee to contain public works projects approved by the City of Yuba City, the CEDS Committee, Yuba-Sutter Economic Development District and EDA prior to consideration of federal funding of said public works projects; and
WHEREAS, the CEDS Committee began preparation of the required CEDS Annual Performance Report in December 2021, and approved and adopted said document February 25, 2022; and
WHEREAS, said action also directed the CEDS Annual Performance Report and updates of Appendices I, IV and V of the CEDS document be submitted to the City of Yuba City Council for its review and action;
NOW THEREFORE BE IT RESOLVED, that the City of Yuba City Council, after reviewing said documents, hereby approves the report and authorizes submittal of the CEDS Annual Performance Report and related documents to the Economic Development Administration.

The foregoing Resolution was duly and regularly introduced, passed and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on April 5, 2022 by the following vote:

AYES:

NOES:

ABSENT:
________________________
Dave Shaw, Mayor
ATTEST:
______________________
Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
_____________________
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP

ATTACHMENT 2

YUBA-SUTTER ECONOMIC

DEVELOPMENT DISTRICT
2021 CEDS ANNUAL

PERFORMANCE
REPORT

ABSTRACT
The Annual CEDS Performance Report
for 2021 analyzes the Yuba-Sutter
region’s current economic conditions
and serves as an update on the
region’s progress towards reaching
regional goals and objectives. This
report covers a period from January 1,
2021 through December 31, 2021
DRAFT

i
2021 Annual CEDS Performance and Update Report
EDA Investment #17SEA3020039
Introduction
Yuba-Sutter Economic Development Corporation (YSEDC), established in 1994 to support economic development efforts is organized as a nonprofit private corporation governed by a 21-member board of directors. The corporation represents business interests of both public and private sectors within the Yuba City Metropolitan Statistical Area.

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

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

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

DRAFT

ii
Table of Contents
Introduction...........................................................................................................................................................i 2021 Annual Performance Report........................................................................................................................1 CEDS Committee...............................................................................................................................................1 Adjustment to the Strategy ..................................................................................................................................2 Labor Force .......................................................................................................................................................3 Unemployment.................................................................................................................................................3 Per Capita Personal Income..............................................................................................................................4 Average Wages.................................................................................................................................................4 Establishments..................................................................................................................................................5 Gross Domestic Product ...................................................................................................................................5 Performance Measures.........................................................................................................................................6 Performance Metrics........................................................................................................................................6 Evaluation of Progress on Goals and Tactics ........................................................................................................7 Vision ................................................................................................................................................................7 Goals and Accomplishments in 2021....................................................................................................................7 Goal 1 – Create and maintain a competitive region through economic development....................................7 Goal 2 – Develop, retain and attract talent......................................................................................................9 Goal 3 – Improve and modernize infrastructure ............................................................................................10 Goal 4 – Foster overall quality of life and place..............................................................................................20 Economic Disaster, Recovery and Resiliency......................................................................................................26 Report on Economic Development Activities.....................................................................................................26 Schedule of Goals - YSEDC ..................................................................................................................................29 Schedule of Goals - Region ................................ DRAFT.................................................................................................29

1 2021 Annual Performance Report
This report analyzes the Yuba-Sutter region’s current economic conditions and serves as an update on the progress toward reaching regional goals and objectives and implementing the region’s plan of action.

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

Private Sector
Name Company/Organization Position Interest Group
Mark Birtha Hard Rock Hotel and Casino
Sacramento
CEO Hospitality, Restaurant, Private Individual
Arun Bhardwaj US Bank Assistant Vice President Banking/Finance, Community Leader Johnny Burke Sutter Yuba Homeless
Consortium
Executive Director Nonprofit, Faith-Based
Justine Dutra Y.S. Farm Bureau Executive Director Agriculture, Workforce Development Rachel Farrell Harmony Health CEO Nonprofit, Healthcare Chuck Ferguson Wide-Awake Geek Owner Entrepreneur & Startup Business Development, community workplaces
Johnnise FosterDownsPG&E Public Affairs Utilities, Private Individual Beth Hammes Local Union 228 Union, Private Individual
Bob Harlan Yuba-Sutter- Colusa United
Way
Executive Director Nonprofit, Low-income, Poverty, Community Leader
Sheila Kern Placer Water Works Owner Manufacturing, Private Individual Cathy LeBlanc Camptonville Community
Partnership
Executive Director Nonprofit, Environmental, Community Leader Alyssa Lindman Sutter Buttes Regional Land
Trust
Executive Director Natural Resources, Education, Community Leader, Environmental, Tourism
John Nicoletti Habitat for Humanity Yuba
Sutter
Public Relations Nonprofit, Low-income, Poverty, Community Leader
Joe Pacheco Northrop Grumman BAFB Lead Executive Private sector, Aeronautics David Read Yuba-Sutter Regional Arts
Council
CEO Arts & Culture, Nonprofit, Education
Cynthia Roderick YSEDC/YSEDD Grant Specialist Economic Development, Business Development, Poverty, Unemployment
Brandon Sanders PG & E Sierra Division
Government Affairs
Utilities, Private Individual
Marni Sanders Yuba-Sutter Chamber of
Commerce
CEO Economic Development, Tourism, Business
Assistance and Education, Community Leader
Brynda Stranix YSEDC/YSEDD President/COO Economic Development, Business Development, Poverty, Unemployment, Community Leader
Tim Styczynski Bridge Coffee Co. Owner Retail, Private Individual Tom Williams Yuba River Moulding &
Millworks
President Manufacturing, Private Individual
DRAFT

2 Public Sector
Name Company/Organization Position Interest Group
Gary Arnold Caltrans Associate Transportation
Planner
Government, State
Blaze Baker Beale AFB Installation Management
Flight Chief
Government, Military
Rinky Basi Sutter County Schools – One
Stop
Director Public, Workforce, Education
Jeremy Brown Yuba College Dean of Student Success
& Institutional
Effectiveness
Education, Public
Kyle Morgado Yuba County TRLIA Operations Manager Government, County, Flood Protection Samuel Bunton Yuba County Assistant Director, Public
Works
Government, County
Brian Davis Linda County Water District General Manager Government, District Tawny Dotson Yuba College President Education, Public
Rachel Downs Yuba County Business & Community
Engagement Manager
Government, County
Jim Goodwin City of Wheatland City Manager Government, City Neal Hay Sutter County Director Development
Services
Government, County
Calvin Hendrix Beale AFB Government, Military
Caron Job Yuba County One Stop CEO Government, Education, Workforce Diana Langley City of Yuba City City Manager Government, City Mike Lee Yuba County Community Development
& Services Agency Dir.

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

The process began in February of 2020 and was approved by the Department of Commerce Economic Development Administration in August 2020. A comprehensive community-wide SWOT analysis and survey was conducted, analyzed, reviewed and new regional goals and tactics were set or strengthened. Since the completion of the 2020-2025 CEDS five-year update, the Yuba City, CA MSA improved its economic strength ranking by one DRAFT

3 to now rank 98 out of 384 Metropolitan Statistical Areas. Since 2015, it improved by 176 rankings according to POLICOM, an independent research company that specializes in studying the dynamics of local economies.

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

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

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

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

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

0.0%

5.0%

10.0%

15.0%

20.0%

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

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

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

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

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

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

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

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

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

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

Performance Metrics

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

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

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

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

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

6. Unemployment Rate – Has the unemployment rate decreased compared to the previous 12 months? Performance Metrics Comparison 2020 versus 2021
Employment/Workforce - Yuba City MSA/USA
2020 2021 Trend
Employment Growth (Annual) 67,000 70,500 5.2%
Labor Force 75,500 75,600 0.2%
Unemployment (Annual Not Adjusted) 10.8% 10.2% 5.6%
Annual Wages (Q3) $48,375 $51,321  6.1%
Economic - Yuba City MSA/USA
Yuba City MSA
2020
Yuba City MSA
2021
USA
2021
Trend
Poverty Levels 15.5% 15.5% 13.4% → 0%
Median Household Income $58,605 $58,605 $62,843  6.5%
Yuba City MSA
2019
Yuba City MSA
2020
Wealth Creation (Gross Domestic Product)
2019 vs 2020 $6,381,483,000 $7,384,911,000  7.4%
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7 Education Attainment - Yuba City MSA/USA
Yuba City MSA
2020
Yuba City MSA
2021
USA
2021
Trend
No High School Diploma 19.43% 19% 10.9% 
High School Graduate 23.41% 23.4% 25.7% 0→
Some College, No Degree 28.03% 28.9% 20.7% 
Associate degree 11.16% 11.3% 9.1% 
Bachelor’s Degree 12.33% 12.2% 21.2% 
Postgraduate Degree 5.1% 5.3% 12.3% 
Evaluation of Progress on Goals and Tactics
This section presents the vision and goals for the Yuba-Sutter region. It also identifies actions that support the identified pillars and goals for the region. The CEDS will inspire and guide the community, its leaders and the YubaSutter Economic Development District in creating a dynamic region. The strategy focuses on economic resiliency and recovery while building regional diversity, capacity and collaboration resulting in a vibrant and prosperous community.

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

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

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

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

The two counties have continued support of its largest employers, Beale Air Force Base and agriculture. The pandemic, on-going drought conditions, and supply chain issues did adversely affect agriculture and agricultureDRAFT

8 based tourism. Yuba County’s agriculture’s 2020 gross value declined approximately 7 percent from the 2019 values and Sutter County approximately 18.6 percent.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Regional Projects:

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

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

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

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

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

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

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

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

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

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

Yuba County:

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

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