Yuba City City Council
July 19, 2022

Attachment 2B: City of Yuba City
WWTF Advanced Treatment Study
Scope of Work and Fee Estimate

OT0427181536SAC 1
Yuba City WWTFOutfall and Diffuser Project
Amendment 2: Item2B
Advanced Treatment Study
Scope of Work
Following completion of the Yuba City Wastewater Treatment Facility (WWTF) Outfall and Diffuser Predesign, the City met with Jacobs on March 6, 2020 to discuss an alternative surface water discharge strategy (i.e., side‐bank discharge) and potential ramifications to the WWTF. Several alternative treatment approaches were discussed at the meeting along with current challenges imposed by the Sunsweet discharge, its impact on existing WWTF processes, and the inability of the existing pure oxygen activated sludge process to meet more stringent effluent discharge limits if imposed in the future. The alternatives discussed at the meeting were based on projected effluent limits developed by Larry Walker and Associates (LWA) for a potential side‐bank discharge located near the City’s existing diffuser at the Shanghai Falls in the Feather River. The projected effluent limits were provided by the City in a draft Technical Memorandum (TM) dated March 4, 2020.

Background
WWTF staff have elected to conduct an advanced treatment study to validate their current WWTF improvement and regulatory compliance strategy. At the completion of the WWTF Outfall and Diffuser predesign phase the City has opportune time for conducting this study given the potential need to invest $35 million to construct the Outfall and Diffuser Project. The study will compare relative costs, advantages and disadvantages for continued operation of the WWTF (as configured currently ) with one or two alternative configurations. These configurations were limited to meeting the projected nitrogen and nitrite limits of 2.1 and 1.0 mg‐N/L reported in the TM and were to be based on more traditional, proven technologies. Additional projected side‐bank effluent discharge requirements and treatment alternatives can be considered and reviewed in more depth as part of a subsequent, alternative development and comparison effort, if desired by WWTF staff. An action item developed at the March 6, 2020 meeting was for Jacobs to review the existing WWTF process facilities, existing information and data, and develop an outline and scope of work for an advanced treatment study.

The City is interested in comparing continued operation of the pure oxygen activated sludge process and associated future investments with one or two alternative treatment technologies suitable for meeting more stringent effluent quality requirements projected for a side‐bank discharge:

1. Develop one or two alternative approaches to upgrade the existing WWTF to meet proposed effluent limits for a side‐bank discharge near the City’s existing diffuser at the Shanghai Falls in the Feather River. The proposed effluent limits were provided by the City in a draft TM prepared by LWA and dated March 4, 2020. Only the projected ammonia and nitrite limits will be considered at this time. Other constituents and treatment alternatives could be considered as part of a subsequent, more in‐depth effort.

2. List and leverage estimated costs for capital improvement program projects1 which can be avoided by alternative approaches such as the addition of a 3rd digester, 4th secondary clarifier

1 Cost estimates developed by others or obtained from readily available sources (i.e., draft WWTF master plan, BACWA and Echo Water).

DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
and new PSA system, rotary drum WAS thickener and digested gas flare. Majority of this cost information will be obtained and copied from the Draft Wastewater Master Plan (April 2020).

3. Provide rough order of magnitude comparison with current approach (i.e., continued use of pure oxygen activated sludge process and installation of new river diffuser).

Purpose
Document the scope of work, schedule and estimated fee to complete the WWTF Advanced Treatment Study. The study will leverage past, readily available information and data to describe the historic issues related to pollutant loading from the Sunsweet processing facility, its impact on wastewater treatment operation and develop an alternative treatment facilities configuration for evaluation and comparison of relative capital, operating and maintenance (O&M) and net present worth costs, and other identified criteria. Alternative treatment approaches will be combined with a side‐bank outfall and compared to current technology (i.e., continued Sunsweet discharge into sewer, use of pure oxygen activated sludge process, and new outfall pipeline extension and river diffuser as described in WWTF Outfall and Diffuser Predesign Report).

Tasks 1, 2 and 3 describe the scope of work for the advanced treatment study.

Task 1.ProjectDevelopmentAssistance
Jacobs will assist the City in developing and defining the WWTF Advanced Treatment Study project.

Services provided in this task include:
 Attend project development meeting at WWTF (attended by up to three Jacobs team members)  Review background documents and studies relevant to project development and definition.  Prepare draft outlines for project scope of work.
 Attend conference calls with City staff to review draft outlines and to assist in project definition.

City Involvement:
 Provide background documents and studies relevant to project development and definition.  Review and comment on draft versions of project scope of work outlines.  Attend meeting at WWTF and conference calls.
 Approve final project scope of work outline.

Assumptions:
 Up to 3 conference calls of 1.5 hours each.
 Up to 4 draft versions of project scope of work outline.

Deliverables:
 Draft outlines for project scope of work.
 Final project scope of work.

DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Task 2.WWTFAdvancedTreatment Study
Compare relative advantages, disadvantages and rough order of magnitude capital, O&M and net present worth costs for the following alternatives:
 Current Technology – Continued use of existing pure oxygen activated sludge process and install new river diffuser as described in the final WWTF Outfall and Diffuser Predesign Report. Represents

10.5 MGD average dry weather flow (ADWF) capacity as described in the current discharge permit.  Alternative 1. Addition of nitrogen removal process downstream of the existing treatment facility.

Review Sunsweet waste stream characteristics, develop recommended handling and treatment approach and include in Alternative 1.
 Alternative 2. Biological nutrient removal process in place of existing pure oxygen biological treatment. Review Sunsweet waste stream characteristics, develop recommended handling and treatment approach and include in Alternative 2.

Total project cost will include advanced treatment improvements as well as the new side‐bank discharge and associated outfall pipeline. Conceptual design of the outfall pipeline and side‐bank discharge is described in Task 2.3 below.

Considerations to be addressed in the study:
 The City cannot nitrify/denitrify in existing pure oxygen activated sludge reactors.  If the City converts to a Biological Nutrient Removal process, the existing reactors could be used as anoxic zone or repurposed for other uses (e.g., Sunsweet load equalization tank).  There is potential to segregate, separately convey and treat Sunsweet influent waste stream at Sunsweet or/and at the WWTF. Determine whether the stream can be used to increase methane production within the existing digesters and/or as a carbon source for Biological Nutrient Removal process (BNR) based on readily available data and information provided by the City.  If Sunsweet were to stop operation and discharge to the WWTF or segregate their waste stream, there is potential to repurpose aeration tanks to treat the remaining residential and commercial wastewater stream.
 Review historic raw wastewater influent characterization data, and more specifically temperature, to determine if the influent appears to be warmer than typical ranges, and if so, determine its relative impact on process sizing and estimated construction costs.

Task 2.1 – Review Existing Studies, Data and Other Information At a minimum, Jacobs will request and review the following documents in a Request for Information (RFI).
 Draft Wastewater Master Plan Update dated April 2020 already provided to Jacobs in pdf format.  Historic (last 3 years) WWTF operating costs broken down into labor (operations, maintenance), power, chemical and other consumables in electronic MS Excel format.  Historic (last 3 years) of raw wastewater influent characteristics (i.e., Total influent and Sunsweet flows and pollutant concentrations), operating and monitoring data, and effluent quality data in electronic MS Excel format.
 Responses to Jacobs questions and comments to the LWA TM, City of Yuba City Reasonable Potential Analysis and Effluent Limits Re‐Calculation and Final LWA TM.

DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
 Historic (last 3 years) of Sunsweet historic flows, pollutant concentrations and sampling and laboratory analysis results in MS Excel format. The data Jacobs currently has is limited to the Industrial Pretreatment Technical Memorandum (HDR, January 15, 2001), May 15‐21, 2019 TKN sampling results and January 2018 through February 2019 Sunsweet Discharge flow, pH, total suspended solids (TSS) and biochemical oxygen demand (BOD).  Conduct conference calls to review project data requests and data utilization City Involvement:
 Provide additional information pertaining to Sunsweet discharge and WWTF impacts.  Facilitate consultation with WWTF operations staff regarding effluent pumping and outfall operations and addressing Jacobs comments, issues and concerns associated with new side‐bank outfall.

Assumptions:
 Projected flows and loads from the master plan update will be used as the basis of the assessment.  Up to 3 conference calls of 1.5 hours each
Deliverables:
 Summarize, in tabular format, past information and data to be leveraged for this assessment, how it will be applied and limitations.
 Identification of data gaps and additional information required to further alternative treatment and regulatory compliance strategies to a preliminary design level.

Task 2.2 – Sunsweet Characterization and Recommended Handling Option Jacobs will review past Sunsweet influent characterization and pretreatment data provided by the City and evaluate options to treat and handle the Sunsweet waste stream. The following is a listing and description of the proposed steps/activities:

A. Determine daily flows, seasonal flow variations, discharge hours and flow rates, Sunsweet’s contractual discharge capacity, ability to equalize and control sewer discharge, as well as current discharge practices. Historic data will be reviewed by Jacobs and supplemented by information provided by Sunsweet through a questionnaire.

B. Evaluate potential Sunsweet discharge mitigation measures based on the alternatives considered in the Industrial Pretreatment Technical Memorandum. Evaluation will be limited to the following considerations: (1) separate treatment at Sunsweet or the WWTF, (2) solids separation with solids diverted to existing WWTF digesters (3) Sunsweet discharge diversion to digester, (4) storing Sunsweet discharge and re‐distributing load to WWTF influent stream, (5) use of Sunsweet discharge stream as a carbon source for BNR process and (6) repurposing Sunsweet WWTF facilities due to Sunsweet ceasing discharge. Evaluate and summarize the technical feasibility of each of the configurations described, potential impacts and benefits to the liquid treatment process (e.g., added revenue). Recommend a single Sunsweet discharge handling method based on the evaluation results and incorporate into Task 2.4.

Jacobs will present recommended Sunsweet discharge handling method and the preliminary evaluation to the City by conference call, and the City will select a preferred configuration to be carried forward into the alternative wastewater facilities configuration described in Task 2.4.

City Involvement:
 Communicate and coordinate Sunsweet questionnaire.

DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Assumptions:
 No additional sampling of Sunsweet discharge is assumed for this study.  For completeness, Jacobs will include and briefly describe Onsite Sunsweet Treatment (eliminate discharge to WWTF) alternative, but limit level of effort for this alternative by:
o Describing (footnoting) how the Segregate and Treat Sunsweet Discharge at WWTF alternative would be different than the Onsite Sunsweet Treatment alternative (e.g., in comparison table footnote that force main and pump station would be not be needed along with other differences)
o Include other relative advantages and disadvantages in the Onsite Sunsweet Treatment alternative description (e.g., free up capacity in collection system and WWTF).

Deliverables:
 Draft and final Sunsweet questionnaires.
 Draft and final presentation materials for one conference call, see Task 3.1 below.

Task 2.3 – Outfall Pipeline and Side‐Bank Discharge Location Development In this task Jacobs will provide written comments to LWA TM then, once LWA responses are received, develop up to three alternative locations for a new side bank discharge, taking into consideration river hydraulics, geomorphology, river bank stability, and length of new effluent pipeline to the new outfall structure. Jacobs will estimate conceptual level costs for construction, permitting, and soft costs.

Jacobs will present the identified alternatives and the preliminary evaluation to the City by conference call and the City will select a preferred alternative to be carried forward into the alternative wastewater facilities configuration described in Task 2.4.

City Involvement:
 Coordinate LWA responses to Jacobs’ Technical Memorandum comments.  Select preferred side‐bank discharge location and outfall pipe alignment.

Assumptions:
 Side bank discharge will be based on a submerged free‐pipe end with a check valve and pile supports located downstream of the Shanghai Falls. No other discharge configuration options will be developed or estimated.
 Outfall pipe and discharge concept will be based on buildout peak hour flow.  Viability of side‐bank discharge permit approval with the RWQCB will be determined by the City.

Conceptual design of side‐bank discharge included in this task does imply or guarantee approval by the RWQCB.

Deliverables:
 Written comments pertaining to LWA Technical Memorandum.  Narrative of alternative discharge locations and preferred alternative will be included in draft and final advanced treatment study technical memorandum.
 Map figure of 3 alternative bank locations and outfall pipeline alignments.  Class 5 construction cost estimate, including permitting and operation, for new bank side discharge.

DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
 Draft and final presentation materials for one conference call, see Task 3.1 below.

Task 2.4 – Alternative Development and Comparison with Current Technology Develop alternative wastewater facilities configuration for:

Baseline: Constructing new proposed diffuser assuming regulations will stay the same, Alternative 1: Add‐on treatment downstream of existing treatment process (nitrification/denitrification), and
Alternative 2: Biological nutrient removal process using Modified Ludzack‐Ettinger (MLE) Process.

Treatment processes are sized for the rated 10.5 MGD ADWF capacity and targeting BACWA Level 2 (2 mg/L ammonia, 15 mg/L TN) for treatment goals, which appears suitable to meet project ammonia requirements projected for side‐bank discharge. Jacobs will compare the alternative treatment facilities configurations and current technology then prepare a brief technical memorandum summarizing comparison findings, results and recommendations. For each alternative, a sub‐alternative to separately handle Sunsweet waste stream is considered, based on the findings from Task 2.2.  Discuss how each alternative can be impacted if Sunsweet were to shutdown in the future. Qualitatively discuss expandability of each alternative for increased flows and loads from new growth to the WWTF. The TM is anticipated to be less than 5 pages in length, and include process flow schematics illustrating proposed alternative treatment concepts and approaches, a table summarizing comparison results and capital, O&M and net present worth costs.

Assumptions:
 Nitrogen, and its forms (i.e., ammonia, nitrite + nitrate and total nitrogen) will be the primary focus of the study and comparison. Limits for other constituents listed in the March 4, 2020 LWA TM will not be considered at this time but may be considered later if desired.  Capital and O&M costs to be derived from unit costs readily available information obtained from the Nutrient Reduction Study (BACWA, June 22, 2018) for Level 2 treatment (e.g., $12.1/gal capital cost); potentially with some adjustments made by Jacobs to address WWTF‐site specific conditions and configuration (e.g., pumping).
 Typical, proven technologies (e.g., conventional diffused fine bubble aeration and blowers) to be used as the basis for unit costs, not innovative less proven technologies (e.g., Invent aerator/mixers). However, innovative options can be described in the study report (without costs).  City will provide one set of adjudicated comments on draft technical memorandum within three weeks of receipt.

Deliverables:
 Draft and final technical memorandum for City review and comment.  Draft and final Workshop agenda and review materials.

Task 3.ProjectManagement
JACOBS will complete project management tasks as outlined below. The budget assumes that overall project scope is as defined in the preceding Tasks.

Task 3.1 – External Project Meetings
JACOBS will attend the following project meetings with City staff:

DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
 Project Kickoff Meeting at the WWTF. Jacobs will prepare meeting agenda, presentation materials and meeting summary.
 Biweekly Conference Call Progress Meetings. Meeting attendance will mostly be limited to Jacobs and City project managers.
 Up to 5 Conference Calls total for Tasks 2.1, 2.2, and 2.3.  Workshop 1 Comparison of Alternatives and Recommended Alternative City Involvement:
 Review agendas and minutes from project progress meetings and alert Jacobs project manager of any questions or corrections.

Assumptions:
 Meeting dates and times and method (in‐person or by conference call) will be as agreed to between Jacobs and the City and will be subject to travel restrictions implemented by either party or by federal, state, or local public meeting limitations.
 Up to 6 biweekly Progress Meetings between July 2020 and September 2020.

Deliverables:
 Conference call and Workshop agenda and meeting summaries.

Task 3.2 – Develop and Maintain Project Management Tools JACOBS will prepare and maintain the following project management tools:
 Project Execution Plan (PXP)
 Quality Management Plan (QMP)
 Risk Register
 Work Plans
 Decision Log
Task 3.3 – Project Controls and Invoicing
JACOBS project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status. Monthly invoices Project Status Reports will be submitted to the City Project Manager for review and approval.

City Involvement:
 Review and approve monthly invoice and project status report.

Assumptions:
 Assumes 3 months of project cost reports, monthly invoices, and progress reports  Budget status burn charts are not included
Deliverables:
 Monthly invoices and Project Status Reports
Task 3.4 – Project Team Coordination
Jacobs will conduct the following internal team coordination activities:

DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
 Project Team Kickoff Meeting
 Regular project team coordination meetings
Task 3.5 – Health and Safety
Jacobs will conduct internal Health and Safety (H&S) procedures to manage the safety of our staff.

Health and safety activities will include:
 Preparation and management of Field Safety Instructions for field trips to the WWTF  Monitor Jacobs staff and subconsultant compliance with the Field Safety Instructions Deliverables:
 Copies of the Jacobs Field Safety Instructions are available for review by the City upon request Task 4.OwnerAuthorizedSupplemental Services
This task adds additional budget for owner authorized supplemental services and will only be utilized upon receipt of written approval by the City Project Manager. Upon request for supplement services, Jacobs will prepare a scope of work and fee estimate for review and approval by the City and will only spend up to the authorized budget amount, unless otherwise approved by the City Project Manager. The budget established in this task is an allowance. Because the exact scope of supplemental services is not known, Jacobs is not obligated to spend more than the budget included in this allowance.

City Involvement:
 Request supplement services as needed.
 Review and approve draft scopes of work and fee estimates for supplemental services.

Assumptions:
 The budget for this task is an allowance.

Deliverables:
 As requested by the City and agreed to in approved scope of work and fee estimate.

Schedule
Table 1 presents a summary of the project schedule along with key client meetings, conference calls, and submittal dates.

Table 1. Schedule for WWTF Advanced Treatment Study Project Task/Activity Milestone / Submission Date
Notice to Proceed (City, assumed date)   July 15, 2020
Kick‐off Meeting1 July 29, 2020
WWTF Staff submit questionnaire to Sunsweet August 7, 2020 Sunsweet response (assumed) August 28, 2020
Task 2.1 Conference Call (summarize past info, data, & gaps) Task 2.2 Sunsweet handling alternatives September 7, 2020 Task 2.3 Effluent outfall concepts
Task 2.4 Workshop   September 17, 2020
Draft Technical Memorandum (TM) September 25, 2020
Client Consolidated TM Review Comments   October 14, 2020 Final TM   November 4, 2020

1. Draft Sunsweet questionnaire submitted with draft agenda and meeting materials.

DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Rates andFees For Engineering Services
The estimated fee for the proposed engineering services is shown in Appendix A and is based on the rates as contracted for the City’s Outfall and Diffuser Project.

DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
Appendix A
Fee Estimate

Item 2B - City of Yuba City WWTF Advanced Treatment Study APPENDIX A. JACOBS FEE ESTIMATE
Total
Hours
Total
Labor Travel Expense Subs
10%
Expense/Travel
Markup
5%
Subcontract
Markup
Total
Expenses
Total Fee Estimate
Amendment 02 ‐ Item 2B ‐ City of Yuba City WWTF Advanced Treatment Study Task 1 ‐ Project Development Assistance 57                       ‐                     12,088 ‐                     ‐                     ‐                     ‐                     ‐                     12,088 Subtotal ‐ Task 1. Project Development Assistance 57 12,088 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     12,088 Task 2 ‐ Advanced Wastewater Treatment Study 251 53,561 ‐                     100 ‐                     10 ‐                     110 53,671 Subtotal ‐ Subtask 2.1 ‐ Review Existing Studies, Data, and Other Information 32 5,932 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     5,932 Subtotal ‐ Subtask 2.2 ‐  Sunsweet Characterization and Recommended Handling Option 68 15,532 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     15,532 Subtotal ‐ Subtask 2.3 ‐ Ouƞall Pipeline and Side‐bank Discharge LocaƟon Concept Development 61 12,187 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     12,187 Subtotal ‐ Subtask 2.4 ‐ Alternative Development and Comparison with Current Technology 90 19,910 ‐                     100 ‐                     10 ‐                     110 20,020 Task 3 ‐ Project Management 70 14,355 593 ‐                     ‐                     59 ‐                     652 15,007 Subtotal ‐ Subtask 3.1 ‐ External Project Meetings 32 7,214 593 ‐ ‐                     59 ‐                     652 7,866 Subtotal ‐ Subtask 3.2 ‐ Develop and Maintain PM Tools 6 1,010 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     1,010 Subtotal ‐ Subtask 3.3 ‐ Project Controls and Invoicing 18 2,811 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     2,811 Subtotal ‐ Subtask 3.4 ‐ Project Team Coordination 12 2,824 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     2,824 Subtotal ‐ Subtask 3.5 ‐ Health and Safety 2 496 ‐ ‐                     ‐                     ‐                     ‐                     ‐                     496 Task 4 ‐ Owner Authorized Supplemental Services 187 39,270 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     39,270 Subtotal ‐ Task 4. Owner Authorized Supplemental Services 187 39,270 ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     39,270 Advanced Treatment Study Task Budget 565 $ 119,274 $ 593 $ 100 $ ‐ $ 69 $ ‐ $ 762 $ 120,037

CITY OF YUBA CITY

PUBLIC WORKS DEPARTMENT
WWTF Outfall and Diffuser
City of Yuba City
Outfall and Diffuser Project Page 1/1 6/22/2020

Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba CityTask
Proposed
Contract Budget
Amount
Original
Authorized
Amount and
Date (7/11/18)
Amendment 1
Authorized
Amount and
Date (9/19/19)
Original +
Amendment 1
Amendment 2
Authorized Debit
Amount and
Date (TBD)
Amendment 2
Authorized
Credit Amount
and Date (TBD)
Total Authorized
Amount Amount
To‐Date
Task 1 ‐ Predesign $821,864 $821,864 $87,540 $909,404 $0 $71,758 $981,162 Task 2 ‐ ROW Acquisitions $185,305 $185,305 $0 $185,305 $0 $0 $185,305Task 3 ‐ Design $570,155 $570,155 $0 $570,155 ‐$289,786 $0 $280,369 Task 4 ‐ Enviromental Services/Permitting $254,423 $254,423 $0 $254,423 $0 $35,053 $289,476 Task 5 ‐ Bid Services $57,819 $57,819 $0 $57,819 $0 $0 $57,819 Task 6 ‐ Services During Construction $239,751 $0 $0 $0 $0 $0 $0 Task 7 ‐ Testing and Startup $177,897 $0 $0 $0 $0 $0 $0Task 8 ‐ Construction Management $458,476 $0 $0 $0 $0 $0 $0 Task 9 ‐ Operations and Maintenance Manual $21,362 $0 $0 $0 $0 $0 $0 Task 10 ‐ Project Management $503,617 $344,301 $10,294 $354,595 $0 $38,024 $392,619 Task 11 ‐ CA SRF Loan Application Support $50,000 $50,000 $0 $50,000 $0 $0 $50,000 Task 12 ‐ Supplement Services $499,564 $499,564 $65,043 $564,607 $0 $24,914 $589,521Task 13 ‐ Advanced Treatment Study $0 $0 $0 $0 $120,037 $120,037Total $3,840,234 $2,783,431 $162,877 $2,946,308 ‐$289,786 $289,786 $2,946,308 Yuba City WWTF Outfall and Diffuser Project 1 6/22/2020 DRAFT

01248.0006/607565.1
Exhibit E

01248.0006/607565.1
Exhibit A

Yuba City WWTFOutfall and Diffuser Project
Amendment 3 - Summary
This Amendment 3 is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work) to the Yuba City Wastewater Treatment Facility Outfall and Diffuser Project (Project). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.

Amendment 3 includes scope and funding to supplement follow-on work for the Advanced Treatment Study, initiated by Amendment 2, to evaluate alternative treatment options to the Project. The City directed Jacobs to stand-down work on transitioning to final design activities for the Project on February 24, 2020, while a brief Advanced Treatment Study was conducted.

City of Yuba City WWTF Advanced Treatment Study
In July 2020, the City of Yuba City initiated an Advanced Treatment Study to develop estimates for advanced treatment at the City’s Wastewater Treatment Facility (WWTF), including options for handling existing flows and loads from the Sunsweet facility (reference Item 2B in Amendment 2). Advanced treatment was to be paired with a new side-bank discharge located near the City’s existing diffuser at the Shanghai Falls in the Feather River. The projected effluent limits were developed by Larry Walker and Associates (LWA) and were provided by the City in a draft Technical Memorandum (TM) dated March 4, 2020.

Following completion of the Sunsweet handling options included in Task 2.2 of the Advanced Treatment Study and presentation to the City by conference call on September 17, 2020, the City requested that Jacobs stop work on the Advanced Treatment Project while the City determined whether the scope of the study still met the needs of the City to determine an appropriate course of action between the proposed Project and a potential advanced treatment project at the existing WWTF. During the month of September and October the City and Jacobs engaged in a series of conference calls to understand the City’s needs and to develop a path forward to prepare a revised scope of work for the Advanced Treatment Study.

Amendment 2 to the Outfall and Diffuser Project added a new Task 13 for the Advanced Treatment Study, including tasks 13.1 – 13.4. Amendment 3 revises existing tasks 13.2.2 Sunsweet Handling Options and 13.3 Project Management, and adds the following new tasks:
• Task 13.5 Study Re-Scoping
• Task 13.6 Advanced Treatment Case Study Comparison
• Task 13.7 Screening Evaluation of Discharge Compliance Attachments are included as follows:
• Attachment 1: City of Yuba City WWTF Advanced Treatment Study – Case Study Comparison and Discharge Compliance Screening Evaluation Scope of Work and Fee Estimate

Rates and Fees for Engineering Services
Fees for the proposed engineering services are shown in the following table and are based on the same rates as contracted for the City’s Outfall and Diffuser Project.

Item Services
Hours Jacobs Total
Labor
Total
Expenses
Total Fee
Estimate
1 Advanced Treatment Study – Case Study Comparison and
Discharge Compliance Screening Evaluation 448 $89,234 $0 $89,234 2 Task 13.4 – Owner’s Authorized Supplemental Services
(Authorized in Amendment 2) -187 -$39,270 $0 -$39,270
3 Transfer from Task 5 – Bid Services -261 -$49,964 $0 -$49,964 Amendment 3 Total 0 $0 $0 $0
Current Contract Value
The fee for the Amendment 3 scope of work is $89,234. This amount will be funded by the existing Task

13.4 Owner Authorized Supplemental Services budget of $39,720 and a transfer of approximately $50,000 from Task 5 Bid Services budget for the Project. Amendment 3 adds no additional funds to the total contract value. If the final design of the Project is authorized by the City in 2021, funds will be added by separate amendment to replace Task 5 funds.

The table below summarizes the new total contract value to date including this amendment.

Description Total Fee Estimate
Original Contract Value $2,783,430
Amendment 1 $162,877
Amendment 2 $0
Amendment 3 $0
New Contract Value $2,946,307

Attachment 1: Advanced Treatment
Study – Case Study Comparison and
Discharge Compliance Screening
Evaluation Scope of Work and Fee
Estimate

Scope of Work for City of Yuba City WWTF
Advanced Treatment Study – Case Study
Comparison and Discharge Compliance
Screening Evaluation
In July 2020 the City of Yuba City executed Amendment 2 to Jacob’s existing Outfall and Diffuser Project to add, among other items, an Advanced Treatment Study to develop estimates for advanced treatment at the City’s Wastewater Treatment Facility (WWTF), including options for handling existing flows and loads from the Sunsweet facility (reference Item 2B in Amendment 2). Advanced treatment was to be paired with a new side-bank discharge located near the City’s existing diffuser at the Shanghai Falls in the Feather River. The projected effluent limits were developed by Larry Walker and Associates (LWA) and were provided by the City in a draft Technical Memorandum (TM) dated March 4, 2020.

Following completion of the Sunsweet handling options included in Task 2.2 of the Advanced Treatment Study and presentation to the City by conference call on September 17, 2020, the City requested that Jacobs stop work on the Advanced Treatment Project while the City determined whether the scope of the study still met the needs of the City to determine an appropriate course of action between the proposed Outfall and Diffuser project and a potential advanced treatment project and the existing WWTF. During the month of September and October the City and Jacobs engaged in a series of conference calls to understand the City’s needs and to develop a path forward to prepare a revised scope of work for the Advanced Treatment Study.

Amendment 2 to the Outfall and Diffuser Project added a new Task 13 for the Advanced Treatment Study, including tasks 13.1 – 13.4. This amendment revises existing tasks 13.2.2 Sunsweet Handling Options and 13.3 Project Management, and adds the following new tasks:
• Task 13.5 Study Re-Scoping
• Task 13.6 Advanced Treatment Case Study Comparison
• Task 13.7 Screening Evaluation of Discharge Compliance Unless specifically modified in this scope of work, all other tasks in the original Advanced Treatment Study amendment remain unchanged.

Task 13.2 – WWTF Advanced Treatment Study
Task 13.2.2 is modified as described below.

Task 13.2.2 Sunsweet Characterization and Recommended Handling Options Jacobs will develop a new cost estimate for a Sunsweet equalization tank at Sunsweet as described in Jacob’s Sunsweet Waste Handling Options presentation on September 17, 2020, Option 4a for flow equalization at Sunsweet.

City Involvement:
• Review proposed flow equalization concept.

Assumptions:
• New cost estimate will be a Class IV estimate appropriate for a feasibility-level estimate.

Deliverables:
• The flow equalization tank cost will be included in the draft Advanced Treatment Study.

Task 13.3 – Project Management and Meetings
The original Advanced Treatment Study anticipated completion by the end of September 2020. This change extends project management activities through March 2021 as described below.

JACOBS will complete project management tasks as outlined below. These activities are in addition to those already included in Amendment 2 – Item 2B Advanced Treatment Study. The budget assumes that overall project scope is as defined in the preceding Tasks.

Task 13.3.1 – External Project Meetings
JACOBS will attend the following project meetings with City staff:
• Biweekly Conference Call Progress Meetings. Meeting attendance will mostly be limited to Jacobs and City project managers.
• Meetings are expected to be conducted for up to 6 months between October 2020 and March 2021. • Up to 2 Conference Calls for Tasks 13.6 and 13.7 below.

City Involvement:
• Review agendas and minutes from project progress meetings and alert Jacobs project manager of any questions or corrections.

Assumptions:
• Meeting dates and times and method (in-person or by conference call) will be as agreed to between Jacobs and the City and will be subject to travel restrictions implemented by either party or by federal, state, or local public meeting limitations.
• Up to 12 biweekly Progress Meetings between October 2020 and March 2020.

Deliverables:
• Conference call and Workshop agenda and meeting summaries.

Task 13.3.2 – Develop and Maintain Project Management Tools JACOBS does not anticipate any additional effort on this task.

Task 13.3.3 – Project Controls and Invoicing
JACOBS project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status. Monthly invoices Project Status Reports will be submitted to the City Project Manager for review and approval.

City Involvement:
• Review and approve monthly invoice and project status report.

Assumptions:
• Assumes 5 months of project cost reports, monthly invoices, and progress reports • Budget status burn charts are not included
Deliverables:
• Monthly invoices and Project Status Reports
Task 13.3.4 – Project Team Coordination
Jacobs will conduct the following internal team coordination activities:
• Regular project team coordination meetings
Task 3.5 – Health and Safety
JACOBS does not anticipate any additional effort on this task.

Task 13.5 – Study Re-Scoping
Jacobs will assist the City in revising the WWTF Advanced Treatment Study project. Services provided in this task include:
• Prepare draft outlines for revised project scope of work. • Attend conference calls with City staff to review draft outlines and to assist in project definition. • Develop preliminary table - Estimated Nitrogen-Related Improvement Costs as Percentage of Total Improvement Costs for Case Studies
• Develop preliminary table - Screening Assessment of Means for Discharge Compliance with Water Quality Orders (WQOs)
• Project List Development - Contact preliminary list of agencies listed in Table 6-1 to ensure that the data is available prior to finalizing scope, fee, and schedule.

City Involvement:
• Review and comment on draft versions of project scope of work outlines. • Attend conference calls.
• Approve final project scope of work.

Assumptions:
• Up to 3 conference calls of 1.5 hours each.
• Up to 2 draft versions of project scope of work outline, one draft SOW, and final SOW.

Deliverables:
• Draft outlines for revised project scope of work.
• Final revised project scope of work.

Task 13.6 – Advanced Treatment Study Case Study Comparison Task Objectives
Attempt to obtain capital (e.g., capacity) and nutrient removal improvement costs from other North California Public Operated Treatment Works (POTWs) to provide Yuba City (City) staff a better understanding of relative capital and nutrient removal improvement costs. It is anticipated that the cost data will indicate that nutrient relative improvement costs represent the majority (e.g., 70 to 80 percent) of overall capital improvement costs.

Effort associated with obtaining readily available cost information from reports, data, and other information will be limited to estimated capital and operations and maintenance (O&M) costs and the specific agencies listed in Table 6-1.

Primary Activities
Complete Table 6-1 and conduct one 1.5-hour conference call to review results of findings and receive comments from the City.

City Involvement
Review list of agencies included in Table 6-1 and draft Table 6-1 once it has been completed by Jacobs.

Assumptions
• Case study costs (both capital and O&M) will be divided into “Nitrogen-Related Improvements” and “Non-Nitrogen Related Improvements” and shown in Table 6-1. • No additional costs will be estimated, and no further effort will be made to estimate potential costs for constituents specific to Yuba City.
• Evaluation will NOT review or consider treatment approaches taken by other Northern California Valley POTWs to address constituents other than nitrogen.

Deliverables
Limited to Draft and Final versions of Table 6-1 with brief description and writeup limited to 2-3 pages and primarily consisting of the information contained in this scope of work followed by a brief summary of results and findings and limited to that described in Table 6-1. Deliverable is intended to be standalone and separate from the Advanced Treatment Study TM, but we can include as an appendix to the TM if requested.

Task 13.7 – Screening Evaluation of Discharge Compliance Task Objectives
1) Develop updated reasonable potential analysis (RPA) of YC WWTF effluent discharge compliance with water quality criteria to identify potential dilution requirements for the Advanced Treatment Facility using the proposed submerged bank-side outfall, and
2) Develop screening-level dilution modeling for the proposed submerged bank-side outfall at site downstream of Shanghai Falls.

Primary Activities
• Develop an updated RPA to identify dilution requirements for the Yuba City WWTF effluent chemistry data to meet current water quality criteria (based on updated effluent chemistry data for November 2017 through September 2020), existing available background Feather River chemistry data through September 2020, and using reasonable potential analysis spreadsheets. • Develop screening-level dilution modeling for the proposed submerged bank-side outfall at one site downstream of Shanghai Falls using CORMIX1 model for a single-port discharge with an elastomeric check valve port. Model cases will apply projected build-out effluent flows and Feather River critical discharge conditions as applied in the YC WWTF Outfall and Diffuser Project Predesign Report (Jacobs, February 2020). Summarize modeling inputs and results in a table, and provide recommendations for aquatic life and human health mixing zone boundaries. • Conduct one 1.5 hour conference call to review results of findings and receive input and comments from the City.
• Develop text to summarize the results and assumptions of the RPA update and the discharge modeling to be included in the Advanced Treatment Study Technical Memorandum.

City Involvement
• Provide effluent chemistry data for November 2017 through September 2020 – including ammonia, metals, and priority pollutant organics.
• Provide the City’s Feather River monitoring data for November 2017 through September 2020 – including ammonia, metals, and priority pollutant organics. • Provide reviews and input during project review meetings and to the draft deliverable listed under this task.

Assumptions
• Feather River bathymetry will be based on June 2020 survey and current velocities calculated using the existing SRH-2D model output for Human Health (Harmonic Mean), Acute (1Q10), and Chronic (7Q10) river flow conditions.
• Ammonia water quality criteria applied will be based on EPA 2013 ammonia criteria assuming mussels are present, and CVCWA proposed ammonia criteria with mussels present – to represent conservative ammonia criteria conditions in the future. • The dilution provided by the proposed submerged bank-side outfall in the Feather River will be constrained by the low river flow volume, water depths, and river channel geometry. • Recommended aquatic life mixing zone boundaries will be in alignment with SIP and it is assumed the CVRWQCB will allow the City to utilize complete mix of river flow with the City effluent discharge to the river for the human health mixing region.
• Dynamic modeling of any constituents is not included.

Deliverables
• Updated RPA
• Dilution model summary table
• Meeting summary from review conference call
• Incorporate results into Advanced Treatment Study Technical Memorandum Schedule
Table 1 presents a summary of the revised project schedule along with key client meetings, conference calls, and submittal dates.

Table 1. Revised Schedule for WWTF Advanced Treatment Study Project Task/Activity Milestone / Submission Date
Notice to Proceed (City, assumed date) November 23, 2020 City to Provide Feather River Monitoring Data December 4, 2020 Deliver Draft Table 6-1 and Summary December 18, 2020
City Review Period December 18 – January 8, 2021
City Closed for Holidays December 24 – January 4, 2021
Task 13.6 Case Study Review Conference Call January 12, 2021 Task 13.7 Discharge Compliance Review Conference Call January 14, 2021 City provides direction to resume completion of Advanced Treatment Study January 15, 2021
Deliver Draft Workshop Materials January 29, 2021
City Reviews Workshop Materials February 1-8, 2021
Task 2.4 Alternative Development Workshop February 9, 2021 Draft Technical Memorandum February 26, 2021
Client Consolidated TM Review Comments March 12, 2021
Final TM April 2, 2021
Fees Estimate and Rate Schedule
Appendix A presents our fee estimate for the changes to the Advanced Treatment Study. The Rate Schedule will be the same as the Outfall and Diffuser Project.

City of Yuba City WWTF Outfall and Diffuser Project Amendment 3 APPENDIX A. JACOBS FEE ESTIMATE
Total
Hours
Total
Labor Travel Expense Subs
10%
Expense/Travel
Markup
5%
Subcontract
Markup
Total
Expenses
Total Fee Estimate
Task 13 Advanced Treatment Study Amended Tasks
Task 13.2 ‐ Sunsweet Characterization
Subtotal ‐ Task 13.2.2 Sunsweet Handling Options 12 $                       ‐ 2,644 $                  ‐ $                  ‐ $                  ‐ $                  ‐ $                  ‐ $ $ 2,644 Task 13.3 ‐ Project Management and Meetings
Subtotal ‐ Subtask 13.3 ‐ Project Management and MeeƟngs 164 $                    ‐ 29,032 $                  ‐ $                  ‐ $                  ‐ $                  ‐ $                  ‐ $ $ 29,032 Task 13.5 ‐ Study Rescoping
Subtotal ‐ Task 13.5. Study Rescoping 101 $                    ‐ 21,113 $                  ‐ $                  ‐ $                  ‐ $                  ‐ $                  ‐ $ $ 21,113 Task 13.6 ‐ ATS Case Study Evaluation
Subtotal ‐ Task 13.6 ATS Case Study Evaluation 88 $                    ‐ 19,754 $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 19,754 Task 13.7 ‐ Screening Evaluation of Discharge Compliance Subtotal ‐ Subtask 13.7 ‐ Screening Evaluation of Discharge Compliance 83 $ 16,692 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 16,692 Task 13 Advanced Treatment Study Amended Task Budget 448 $ 89,234 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 89,234

CITY OF YUBA CITY

PUBLIC WORKS DEPARTMENT
WWTF Advanced Treatment Study (ATS)
Case Study Comparison and Discharge Compliance Screening Evaluation
City of Yuba City
Outfall and Diffuser Project Page 1/1 12/2/2020

Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba CityTask
Proposed
Contract Budget
Amount
Original
Authorized
Amount and
Date (7/11/18)
Amendment 1
Authorized
Amount and
Date (9/19/19)
Amendment 2
Authorized
Amount and
Date (7/10/20)
Amendment 3
Authorized
Amount and
Date (TBD)
Total Authorized
Amount Amount
To‐Date
Task 1 ‐ Predesign $821,864 $821,864 $87,540 $71,758 $0 $981,162Task 2 ‐ ROW Acquisitions $185,305 $185,305 $0 $0 $0 $185,305 Task 3 ‐ Design $570,155 $570,155 $0 ‐$289,786 $0 $280,369 Task 4 ‐ Enviromental Services/Permitting $254,423 $254,423 $0 $35,053 $0 $289,476 Task 5 ‐ Bid Services $57,819 $57,819 $0 $0 ‐$50,000 $7,819 Task 6 ‐ Services During Construction $239,751 $0 $0 $0 $0 $0 Task 7 ‐ Testing and Startup $177,897 $0 $0 $0 $0 $0Task 8 ‐ Construction Management $458,476 $0 $0 $0 $0 $0 Task 9 ‐ Operations and Maintenance Manual $21,362 $0 $0 $0 $0 $0 Task 10 ‐ Project Management $503,617 $344,301 $10,294 $38,024 $0 $392,619Task 11 ‐ CA SRF Loan Application Support $50,000 $50,000 $0 $0 $0 $50,000 Task 12 ‐ Supplement Services $499,564 $499,564 $65,043 $24,914 $0 $589,521 Task 13 ‐ Advanced Treatment Study $0 $0 $0 $120,037 $50,000 $170,037 Total $3,840,234 $2,783,431 $162,877 $0 $0 $2,946,308
Yuba City WWTF Outfall and Diffuser Project 1 12/2/2020

ATTACHMENT 3

Wastewater Treatment Facility
Effluent Discharge Outfall Diffuser Project
Contract Amendment Summary
Amendment 1:

Staff executed Amendment No. 1 in the amount of $162,877 from the Council-approved contingency to complete the following out of scope tasks that were necessary to complete the preliminary design:
o Spring 2019 Bathymetric Survey
o 2019 Supplemental Riverbed-form Modeling and Evaluation o 2019 River-bottom Geophysical Survey
o Riverbed-form Evaluation Update to Address Downstream Channel Constriction o Supplemental Drone Survey
Amendment 2:

On July 7, 2021, Council authorized Amendment No. 2 in the amount of $289,786 to transfer funds from final design to fund out of scope work necessary to proceed towards final design, including effluent pumping system testing support, in‐river geotechnical boring permitting support, dynamic modeling support, spring season bathymetry surveys, a hydraulic and scour analysis, an additional predesign workshop, and project management associated with these additional tasks. Amendment No. 2 also included the Advanced Treatment Study.

Amendment 3:

Amendment No. 3 transferred funds in the amount of $50,000 from bid services to the Advanced Treatment Study to fund additional case study evaluations and further evaluate discharge compliance for a potential side-bank discharge.

Amendment 4:

Amendment 4 included funding reconciliation for contract budget transfers made via Amendments 2 and 3, as well as additional services to support activities during the predesign, final design, and bid phases of the Project for additional Dissolved Oxygen analyses, in-river geotechnical boring permitting support, hydraulic and scour modeling analyses, follow-on tasks to the Advanced Treatment Study, labor escalation for deferred activities, and project management support.

Agenda Item 15

CITY OF YUBA CITY

STAFF REPORT
Date: July 19, 2022
To: Honorable Mayor & Members of the City Council
From: Development Services Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: 2022 Community Development Block Grant Annual Action Plan and 2021 Action Plan Amendment
Recommendation: A. Conduct a Public Hearing to receive comments on the CDBG 2022 Annual Action Plan and the 2021 Action Plan Substantial Amendment and after consideration
B. Adopt a Resolution approving the proposed CDBG 2022 Annual Action Plan and 2021 Action Plan Substantial Amendment and authorize staff to submit the required documents to the Department of Housing and Urban Development (HUD) for processing
Fiscal Impact: $628,585 received from the 2022 CDBG allocation, and a transfer of $145,416.23 from the 2021 allocated funds.

Purpose:

To approve the CDBG 2022 Annual Action Plan to receive and allocate $628,585 in funding, and approve the 2021 Amended Action Plan to transfer $145,416.23 in unexpended funds from the 2021 program year.

Council’s Strategic Goals:

This item addresses Council’s goals for public safety and infrastructure improvements.

Background:

The City of Yuba City is an entitlement jurisdiction of the Community Development Block Grant (CDBG) program and receives an annual allocation of funds from the Department of Housing and Urban Development (HUD). The purpose of the CDBG program is to develop viable urban communities by providing decent housing, a suitable living environment, and by expanding economic opportunities.

HUD requires the City to prepare an Annual Action Plan that describes how the allocation of funds will be utilized to meet the intended goals of the CDBG program. Funds are required to be used to meet at least one of the program’s following priority objectives:

1. Benefit low- and moderate- income (LMI) persons

2. Aid in the prevention or elimination of slums or blight

3. Meet a need having a particular urgency (to alleviate emergency conditions) City staff held a public meeting on February 10, 2022 to encourage public input regarding the development of the Action Plan, and provide potential CDBG applicants with information regarding the application process. The City received twenty applications, totaling approximately $1,665,950 in funding requests.

Analysis:

The proposed 2022 Action Plan details the budget for CDBG funding of projects and programs within the City for the 2022 Program Year (PY), which covers the July 1, 2022-June 30, 2023 period. The City has been allocated $628,585 in CDBG funding for the 2022 PY. In accordance with HUD regulations, twenty percent ($125,705) of the allocation can be utilized for administration costs and an amount not to exceed fifteen percent ($94,287.75), can be allocated to public services related to serving LMI persons, such as homeless-related services.

The proposed funding is based upon available funds, programs, and applications received. The required 30-day public comment period began on June 24, 2022 and will conclude on July 24, 2022.

During this time, members of the public, local non-profit agencies, and other interested organizations are able to view the Annual Action Plan and are encouraged to provide the City with comments.

Below are the recommended projects and programs to be funded in the 2022 CDBG PY:

Agency/Project Recommended
Funding*
Description
Program Administration
(15%)
$ 94,287.75 General administration, oversight and
management of Community Development Block
Grant program. Funding covers salary costs for
staff and consultant services
Sutter-Yuba Homeless
Consortium
$ 50,000.00 The Sutter-Yuba Homeless Consortium, in
collaboration with Hands of Hope, Bridges to
Housing, The Salvation Army, Central Valley
Homeless Veterans Assistance Program and
Sutter County Homeless Shelter provide services
to the homeless population in Sutter and Yuba
Counties.

Playzeum Play-For-All
Initiative
$ 7,700.00 Provide scholarships for low/mod income youth for Playzeum's camps and classes, and provide onthe-go events at low-income parks in the City.

Habitat for Humanity
Exterior Home Repairs
$ 10,000.00 Preserve existing housing stock through exterior home repairs for low/mod income homeowners.

FREED Center for
Independent Living
Home
Repairs/Modifications
$ 20,000.00 Provides accessibility improvements and minor home repairs for low-income disabled and senior
residents
Yuba Sutter Gleaner’s
Foodbank Senior Home
Delivery
$ 100,000.00 Deliver 2 weekly pre-made meals and a 20lb box of groceries to seniors 65+ that lack resources to
acquire healthy, nourishing food.

Yuba City Community
Services Senior Center
Building Improvements
$ 80,000.00 Modernize and update the restrooms of the Senior Center that serves City Seniors.

Yuba City Community
Services Sam Brannan
Park Safety
Improvements
$ 55,000.00 Install no-climb fence and lighting to prevent vandalism and improve safety.

Yuba City Fire
Department Station 1
Improvements
$ 74,725.00 Update restrooms and improve ADA access, and install an emergency-messaging digital marquee.

Yuba City, City Clean-Up $ 45,000.00 Abatement of illegal refuse, vandalism, and damage to eliminate blight in low/mod census
tracts.

Yuba City Public Works
Sewer Later Repair
Assistance
$ 35,000.00 Fund 3-5 sewer lateral repairs for low-income homeowners to reduce health and safety hazards.

Yuba City Public Works
Sidewalk Repair
Assistance
$ 35,000.00 Fund 8-12 sidewalk repair projects for low-income residents to reduce safety hazards and improve
accessibility, especially for disabled residents.

Yuba City Public Works
ADA Sidewalk and
Public Facility
Improvements
$167,288.48 Provide sidewalk and curb ramp improvements to meet ADA accessibility requirements throughout
the City
*Funding includes $145,416.23 in unexpended funds from the 2021 CDBG PY In addition to the 2022 Annual Action Plan, City Staff is proposing a Substantial Amendment to the 2021 Annual Action Plan, to transfer $145,416.23 to the 2022 PY to be allocated to the 2022 PY projects and programs. A Substantial Amendment is required to be made when more than 15% of an annual allocation is changed from one activity to another. The Amended Action Plan has been noticed for the required 30-day Public Comment period to run in conjunction with the 2022 Action Plan comment period, and will end on July 24, 2022.

Fiscal Impact:

Program year 2022 CDBG funding in the amount of $628,525. The Action Plan proposes the following distribution of funds:

AGENCY RECOMMENDED

FUNDING
City of Yuba City – Development
Services (Administration for CDBG)
$ 94,287.75
Sutter-Yuba Homeless Consortium $ 50,000.00
Playzeum $ 7,700.00
FREED Center for Independent
Living
$ 20,000.00

Habitat for Humanity $ 10,000.00
Yuba Sutter Gleaners Foodbank $ 100,000.00
City of Yuba City – Fire Department $ 74,725.00
City of Yuba City – Community
Services
$ 135,000.00
City of Yuba City – Public Works $ 282,288.48
Total CDBG PY 22 Funding $ 774,001.23 *
*Including the proposed transfer of unexpended 2021 CDBG funding Alternatives:

1. Direct staff to modify the funding recommendations in the Annual Action Plan. Changes may require staff to re-notice the plan and present to City Council for approval at a later date.

Recommendation:

1. Conduct a Public Hearing to receive comments on the CDBG 2022 Action Plan and 2021 Action Plan Substantial Amendment after consideration;

2. Adopt a Resolution approving the proposed CDBG 2022 Annual Action Plan and 2021 Amended Action Plan, and authorize staff to submit the required documents to the Department of Housing and Urban Development (HUD) for processing.

Attachments:

1. Attachment 1 - Resolution Approving 2022 CDBG Annual Action Plan and 2021 Amended Action Plan

2. Attachment 2 - CDBG 2022 Draft Annual Action Plan

3. Attachment 3 - 2021 CDBG Amended Action Plan
Prepared By: Submitted By:

Shannon Jones
Administrative Analyst
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. __________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2022 ANNUAL ACTION PLAN AND THE 2021 AMENDED ACTION PLAN CERTIFYING COMPLIANCE

WITH THE REQUIREMENTS OF THE CDBG PROGRAM, AND AUTHORIZING STAFF TO

SUBMIT ALL APPROVED DOCUMENTS TO THE DEPARTMENT OF HOUSING AND

URBAN DEVELOPMENT
WHEREAS, the Department of Housing and Urban Development has determined that the City of Yuba City will receive $628,585 under program year 2022-2023 of the Housing and Community Development Act of 1974, as amended; and
WHEREAS, the City of Yuba City held a public meeting on February 10, 2022, as well as a public hearing on July 19, 2022, to consider public comments and proposals regarding the 2022 Annual Action Plan and 2021 Amended Action Plan, the community development objectives and the projected use of CDBG funds contained therein; and
WHEREAS, the City of Yuba City has provided the citizens with an opportunity to review and comment on concerns involving the amount of funds available for proposed community development and housing activities, the range of activities that may be undertaken and other important program requirements, and provided citizens with adequate opportunity to participate in the development of the 2022 Annual Action Plan and 2021 Amended Action Plan, including any revisions, changes or amendments thereto for a 30-day period commencing on June 24, 2022 and ending on July 24, 2022.

NOW, THEREFORE, be it resolved by the City Council of the City of Yuba City that the 2022 Annual Action Plan and 2021 Amended Action Plan are hereby approved, that the City Manager is authorized to execute all documents related thereto, and that staff is authorized to submit all documents to the United States Department of Housing and Urban Development.

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 July 19, 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

Action Plan
2022 Annual DRAFT
Community Development Block Grant
Development Services Department
CITY OF Yuba City

Annual Action Plan DRAFT
2022
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Yuba City is an entitlement jurisdiction for Community Development Block Grant (CDBG) funds, one of several Department of Housing and Urban Development (HUD) formula entitlement programs. As an entitlement jurisdiction, HUD requires the City to complete and submit an Annual Action Plan (Action Plan) in order to receive CDBG funds annually. The DRAFT 2022 Action Plan is the third Action Plan covered by the 2020 Consolidated Plan (Con Plan).

The format of the Draft 2022 Action Plan is required and consistent with HUD’s Integrated and Disbursement Information System (IDIS).

The Draft 2022 Action Plan consists of five (5) sections including: 1) Executive Summary; 2) Expected Resources; 3) Annual Goals and Objectives; 4) Affordable Housing; and, 5) Program Specific Requirements.

Yuba City’s Development Services Department is the lead agency responsible for developing the 2022 Action Plan and is responsible for the administration of CDBG funds, including implementation of projects and programs and monitoring projects and programs to ensure compliance with HUD requirements and regulations.

2. Summarize the objectives and outcomes identified in the Plan The City is required to implement and use HUD’s Outcome Performance Measurement System (OPMS).

The OPMS was developed to enable HUD to collect and standardize performance data on entitlementfunded activities from all grantees nationwide for use in reporting to Congress on the effectiveness of HUD’s formula entitlement programs.

Based on the Needs Assessment and Market Analysis information, the City’s 2020 Con Plan identifies the following affordable housing and community development goals by OPMS objectives and outcomes.

3. Evaluation of past performance
In addition, annually the City is required, at the conclusion of the Program Year (PY), to complete and submit to HUD a Consolidated Annual Performance and Evaluation Report (CAPER) reporting on the Action Plan Goal outcomes and expenditures. Subsequently to the submittal of the CAPER, HUD assesses the City’s management of CDBG program funds.

Annual Action Plan DRAFT
2022
2 OMB Control No: 2506-0117 (exp. 09/30/2021)
Overall, the City has performed satisfactorily managing the CDBG Program and addressing its priority needs through the programs set out in the 2020 Con Plan.

4. Summary of Citizen Participation Process and consultation process The Citizen Participation process included a variety of efforts to encourage public participation, especially from lower income residents and service providers, in the development of the Draft 2022 Action Plan. Two meetings were held during the Action Plan development process to solicit public input.

The first public meeting was held via Zoom on February 10, 2022 to solicit input and request participation in the development of the 2022 Action Plan. The Public Hearing will be held on July 5, 2022 and will be published in the Appeal-Democrat 30 days prior to the meeting in accordance with the City’s Citizen Participation Plan. A 30-day public review and comment period will commence on June 24, 2022 and ended on July 24, 2022.

The meetings were noticed on the City’s website, in addition, information regarding the meetings was emailed directly to the City’s CDBG Interest List, including public and private service providers and government agencies.

A summary of the Draft 2022 Action Plan was published on June 23, 2022 in the Appeal Democrat, noting that a Public Hearing will be held on July 19, 2022 to solicit public comment on the Draft 2022 Action Plan. The Draft 2022 Action Plan was also made available on the City’s website and in hard copy at both City Hall and the Public Library.

5. Summary of public comments

RESERVED FOR PUBLIC COMMENTS

6. Summary of comments or views not accepted and the reasons for not accepting them

RESERVED FOR PUBLIC COMMENTS

Annual Action Plan DRAFT
2022
3 OMB Control No: 2506-0117 (exp. 09/30/2021)
The Draft 2022 Action Plan identifies the activities the City will undertake during the 2022 Program Year to address the goals identified in the 2020 Con Plan. The Draft 2022 Action Plan identifies the following activities the City and/or its Sub-Recipients will undertake with the CDBG funds. • Public service activities that address homeless needs, including:

1. Sutter-Yuba Homeless Consortium – Homeless Services Consolidation:

1.1. Bridges to Housing

1.2. Central Valley Homeless Veterans Assistance

1.3. Hands of Hope

1.4. The Salvation Army

1.5. Regional Emergency Shelter Team (REST)
• Housing activities, including:

1. FREED – Home Repair/Modification Program for Disabled and Elderly Homeowners

2. Habitat for Humanity – Exterior Home Repair Program

3. Yuba City – City Clean-Up
• Public Facilities and Improvements, including Removal of Architectural Barrier activities:

1. Yuba City Public Works Department – ADA sidewalk and Public Right-of-Way Improvements

2. Yuba City Public Works Department – Sewer Later Repair Assistance

3. Yuba City Public Works Department – Sidewalk Repair Assistance

4. Yuba City Community Services Department – Senior Center Building Improvements

5. Yuba City Community Services Department – Sam Brannan Playground Safety Improvements

6. Yuba City Fire Department – Emergency Messaging Marquee and Restroom Improvements

Annual Action Plan DRAFT
2022
4 OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator City of Yuba City Development Services Table 1 – Responsible Agencies
Narrative
The City’s Development Services Department (DSD) is the lead agency responsible for overseeing development of the Action Plan.

HUD requires entitlement jurisdictions that receive CDBG, HOME Investment Partnership Program (HOME) or Emergency Shelter Grant (ESG) funds directly from HUD to complete an Annual Action Plan.

The City does not receive HOME or ESG funds directly from HUD; as a result, the Action Plan focuses only on identifying and prioritizing programs allowed under CDBG funding.

The City’s Development Services Department is responsible for the administration of the CDBG funds, including facilitating project/program implementation, monitoring project activities and outcomes, and ensuring compliance with all HUD requirements and regulations such as fair housing, Davis-Bacon requirements (prevailing wages), environmental reviews, affirmative action, competitive bidding procedures, and fiscal and contract administration. CDBG activities are carried out by both internal City Departments as well as external Sub-Recipients.

Annual Action Plan DRAFT
2022
5 OMB Control No: 2506-0117 (exp. 09/30/2021)
Consolidated Plan Public Contact Information
Comments and/or inquiries regarding the Action Plan should be directed to:

Shannon Jones, Development Services Analyst, City of Yuba City, Development Services Department, 1201 Civic Center Blvd., Yuba City, CA 95993, phone: (530) 822-5145, e-mail: [email protected].

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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The consolidated planning process requires jurisdictions to contact and consult with other public and private agencies when developing the Plan. The Plan itself must include a summary of the consultation process, including identification of the agencies that participated in the process. Jurisdictions also are required to summarize their efforts to enhance coordination between public and private agencies.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City has developed and maintained on-going, collaborative relationships with the Regional Housing Authority, Sutter-Yuba Homeless Consortium, (SYHC), local service providers, Sutter County agencies and the Yuba-Sutter Economic Development Corporation in an effort to enhance the coordination of services to low and moderate-income persons, special needs groups, and businesses. The City’s efforts have included attending meetings, exchange of information and coordination of services.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City works in cooperation with the SYHC to address the needs of homelessness in the community.

The SYHC consists of over 50 members, including the City of Yuba City, that utilize the Continuum of Care planning process to address homeless needs in the City of Yuba City and throughout the region.

The SYHC allows for maximizing funding resources, helps to avoid duplication of services and provides for a comprehensive approach to homelessness. During the 2022 Action Plan process, the City consulted members of the SYHC in order to meet the Action Plan requirements.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS This section is not applicable as the City is not an ESG grantee. The Sutter-Yuba Homeless Consortium is the entity that administers the HMIS.

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Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
Agencies representing the homeless, non-homeless and housing providers participated in the annual CDBG Community Needs Workshop. The agencies were encouraged to apply for CDBG funding. The agencies were asked to review and comment on the Draft 2022 Action Plan. Public service agency consultations assist the City to prioritize funding and to identify trends in housing and human service needs.

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1 Agency/Group/Organization CITY OF YUBA CITY
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
By email communication and public workshops. The City
maintains a close working relationship with service
providers and also open communication to ensure
participation and coordination.

Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City has not intentionally excluded or avoided consulting any agency type or organization during the consultation and planning process.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care
Sutter-Yuba
Homeless
Consortium
The goals contained in the 2020 Con Plan and Draft 2022 Action Plan are consistent with the Continuum of Care. The City will work within the framework of the Sutter-Yuba Homeless Consortium to address homeless needs.

Yuba City Housing
Element City of Yuba City The goals contained in the 2020 Con Plan and Draft 2022 Action Plan are consistent with the Programs outlined in the 2021-2029 Housing Element.

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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Yuba City Economic
Development Strategic
Work Plan
City of Yuba City The goals contained in the 2020 Con Plan and Draft 2022 Action Plan are consistent with the initiatives outlined in the Economic Development Strategy.

PHA 5-Year Plan Regional Housing
Authority
The goals contained in the 2020 Con Plan and Draft 2022 Action Plan are consistent with the needs, goals and objectives outlined in the PHA 5-year Plan.

Table 3 – Other local / regional / federal planning efforts Narrative
The City will, in conjunction with the development of affordable housing, submit applications for funding, implementation of activities and delivery of services targeted to low and moderate-income households, continue to work and coordinate with other public entities, including the Regional Housing Authority, Sutter County and the State of California.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City followed requirements for citizen participation outlined in the City’s Citizen Participation Plan. The City encouraged citizens, along with local and regional organizations, to participate during the preparation of the Draft 2022 Action Plan. Regional and local service agencies, nonprofit organizations, City staff, City Council and City Commissions were invited to two (2) public meetings held to discuss the Draft 2022 Action Plan update and solicit comments. The first virtual meeting was held on February 10, 2022 at 10:00 a.m. The second meeting, a Public Hearing, is scheduled to be held on July 19, 2022.

The Draft 2022 Action Plan will be made available for public review and comment during a 30-day period, June 24, 2022 through July 24, 2022. A Public Hearing will be held on July 19, 2022 at 6:00 p.m., at City Hall in Yuba City before the City Council to solicit public comment regarding the 2022 Action Plan. The Draft 2022 Action Plan will also be made available during the 30-day comment period on the City’s website and copies made available at City Hall. The City’s website also included notification of the development of the Draft 2022 Action Plan and encouraged citizens to provide input.

Prior to submission to the Department of HUD, the City Council reviews and approves the Action Plan

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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
1 Public Meeting
Minorities
Non-targeted/broad
community
The City hosted a virtual
public meeting on
February 10, 2022 to
provide information on
the consultation and
planning process,
review the application
process and encourage
public participation and
comment in the
development of the
Draft 2022 Action Plan.

No public comments
were received.

The City has not
intentionally
excluded or avoided
consulting any
agency type or
organization during
the consultation
and planning
process.
www.yubacity.net
2 City Website Minorities
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Announcement that the
City is developing its
Draft 2022 Action Plan,
encouraged public input
and participation.

Identified meeting dates
and the availability of
the Draft 2022 Action
Plan for public review
and comment.

No public comments
received.

The City has not
intentionally
excluded or avoided
consulting any
agency type or
organization during
the consultation
and planning
process.
www.yubacity.net

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Sort
Order
Mode of
Outreach
Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
3 Public Hearing Minorities
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
The City has scheduled a
Public Hearing on July
19, 2022 to request
approval and
authorization for the
submission of the 2022
Annual Action Plan to
HUD.

Reserved for public
comments.

The City has not
intentionally
excluded or avoided
consulting any
agency type or
organization during
the consultation
and planning
process.
www.yubacity.net
4 Newspaper Ad Minorities
Persons with disabilities
Non-targeted/broad
community
Residents of Public and
Assisted Housing
Public Notice of the July
19, 2022 Public Hearing
will be posted in the
Appeal Democrat on
June 23, 2022.

Reserved for public
comments.

The City has not
intentionally
excluded or avoided
consulting any
agency type or
organization during
the consultation
and planning
process.

Table 4 – Citizen Participation Outreach

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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 3 Expected Amount
Available
Remainder
of Con Plan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG PublicFederalAcquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$628,585 $158,343.15 $145,416.23 $932,284.38 $1,280,000 Expected amount available remainder
of Con Plan based on
$640,000 annual
allocation for 2
years.

Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
CDBG funds may not be sufficient to fully fund activities undertaken and are leveraged with a variety of Federal, State funds, charitable organizations and private donations. The CDBG funds do not require matching funds.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The regional Housing Authority (RHA) manages the City’s Homes2Families (H2F) and Neighborhood Stabilization properties (NSP). These properties are owned by the City and are used for affordable rental units based on California’s Department of Housing and Community Development guidelines. There are currently seventeen (17) NSP properties and nine (9) H2F properties.

Discussion
The City operates the Owner-Occupied Housing Rehabilitation Program, (Housing Rehabilitation Program). The amount and availability of funds for this Program cannot be predicted due HUD funding constraints and the unknown amount of Program Income that will be received. Program Income is generated by past loans being paid off and the proceeds deposited into the Housing Rehabilitation Program activity
The City will aggressively pursue, or support applications by other entities for, Federal and State funding over the 2022 Program Year to address priority needs; however, other funding sources available to the City or its partners will be through a competitive application process. The City cannot be assured an application(s) will be successful based on the rating and ranking criteria. Due to limited funding availability, the City will struggle to meet future matching requirements should the City be successful in applying for other Federal or State funding sources and matching funds be required.

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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Order Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Housing Rehabilitation 2020 2024 Affordable
Housing
Citywide Preservation of
existing units
CDBG: $30,000 Homeowner Housing
Rehabilitated; FREED – Home
Repair and Modifications;
Habitat for Humanity,
Exterior Home Repair
Program: 103 Households
2 Non-Homeless Supportive
Services
2020 2024 Non-Homeless
Special Needs
Citywide Housing and
Supportive
Services for
Special Needs
Program
Administration
CDBG: $7,700 Public service activities other
than Low/Moderate Income
Housing Benefit:
800 Persons Assisted
3 Homeless Assistance 2020 2024 Homeless Citywide Homeless Housing and
Supportive
Services
CDBG: $50,000 Public service activities other
than Low/Moderate Income
Housing Benefit: 716 Persons
Assisted
4 Infrastructure
Improvements/ADA
Modifications
2020 2024 Non-Housing
Community
Development
Citywide Public
Improvements
and
Infrastructure
CDBG: $237,287 Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
12,936 Persons Assisted
5 Public Facilities
Construction/Rehabilitation
2020 2024 Non-Housing
Community
Development
Citywide Program
Administration
Public Facilities
CDBG: $154,725 Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
2,750 Persons Assisted
Table 6 – Goals Summary

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Goal Descriptions
1 Goal Name Housing Rehabilitation
Goal
Description
Activities include Habitat for Humanity Exterior Home Repair Program, FREED-Minor Home Repair/Modification Program and the City’s Owner-Occupied Housing Rehabilitation Program. 2 Goal Name Non-Homeless Supportive Services
Goal
Description
Utilizing Community Development Block Grant funds provide assistance to non-profit organizations for provision of supportive services targeted to non-homeless special needs population (disabled, seniors, families, domestic violence victims)
3 Goal Name
Homeless Assistance
Goal
Description
Activities include Sutter-Yuba Homeless Consortium-Homeless Coordinator, A Hand Up Ministry-Food provisions for the homeless, Bridges to Housing-Homeless Assistance, Central Valley Homeless Veterans, Hands of Hope-Day Shelter, The Salvation Army provides rental assistance and supportive services to homeless individuals and households, Regional Emergency Shelter Team (REST) and the Sutter County Homeless Shelter provide services to the homeless population in Sutter and Yuba Counties. In addition, the SYHC will be acting as the lead agency and fiscal agent in providing services and programs, in conjunction with five (5) other non-profit agencies, to the City’s homeless. 4 Goal Name
Infrastructure Improvements/ADA Modifications
Goal
Description
Activities include installation of ADA accessible ramps, curb cuts and gutters. 5 Goal Name
Public Facilities Construction/Rehabilitation

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Goal
Description Activities include rehabilitation/renovation of neighborhood parks, replacement of playground structures and ADA improvements of public facilities.

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Projects
AP-35 Projects – 91.220(d)
Introduction
Projects
# Project Name
1 Program Administration; 21A – General Program Administration 2 Sutter-Yuba Homeless Consortium, Homeless Services Coordination; LMC, 05 – Public Services
3 Habitat for Humanity – Exterior Home Repair Program; LMH, 14A - Rehab; Single-Unit Residential
4 FREED Home Repair/Modification Program; LMH, 14A - Rehab; Single-Unit Residential 5 Yuba-Sutter Gleaners Foodbank Senior Home Delivery Program; LMC, 05A – Senior Services 6 Playzeum Play-for-All Initiative; LMC, 05D – Youth Services 7 City of Yuba City - ADA Sidewalk and Curb Cut Installation; LMC, 03L - Sidewalks 8 City of Yuba City - Sewer Lateral Repair Assistance; LMC, 03J – Water/Sewer Improvements 9 City of Yuba City - Sidewalk Repair Assistance
10 City of Yuba City - Sam Brannan Park Safety Improvements; LMA – 03F, Parks, Recreational Facilities
11 City of Yuba City - Senior Center Building Improvements; LMC, 03A – Senior Centers 12 City of Yuba City - Fire Station 1 Restroom Updates and Emergency Messaging Marquee; LMA, 03O
13 City of Yuba City – City Clean-Up Project;
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The activities recommended for funding for the 2022 PY are consistent with the priority needs identified in the Strategic Plan. Lack of funding is the greatest obstacle to addressing underserved needs. The City has $628,525 in CDBG funds available for the PY. In addition, a total of $145,416.43 of unexpended CDBG funds from 2019 – 2021 Program Years will be used to fund the proposed programs and projects for the 2022 Program Year.

The City received $1,521,798 in funding requests. In addition, the City is limited on the amount of funds that can be spent on Public Services and Program Administration & Planning in accordance to HUD regulations. As a result, the City is limited from spending more than 15% of its annual allocation, plus Program Income, on Public Service activities; therefore, some activities are not funded completely and some are partially funded based on the amount requested.

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AP-38 Project Summary
Project Summary Information
1 Project Name Program Administration
Target Area Citywide
Goals Supported Housing Rehabilitation
Non-Homeless Supportive Services
Homeless Assistance
Infrastructure Improvements/ADA Modifications
Public Facilities Construction/Rehabilitation
Needs Addressed Program Administration
Funding CDBG: $94,288
Description General administration, oversight and management of Community Development Block Grant Program.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities Not applicable.

Location Description 1201 Civic Center Blvd., Yuba City, CA Planned Activities Administration, management, implementation and monitoring of activities funded by Community Development Block Grant funds. 2 Project Name Sutter-Yuba Homeless Consortium – Homeless Services Target Area Citywide
Goals Supported Homeless Assistance

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Needs Addressed Homeless Housing and Supportive Services Funding CDBG: $50,000
Description The Sutter-Yuba Homeless Consortium, (SYHC), in collaboration with Hands of Hope, Bridges to Housing, The Salvation Army, Central Valley Homeless Veterans Assistance Program, Regional Emergency Shelter Team (REST) and the Sutter County Homeless Shelter provide services to the homeless population in Sutter and Yuba Counties. In addition, the SYHC will be acting as the lead agency and fiscal agent in providing services and programs, in conjunction with five (5) other non-profit agencies, to the City’s homeless population.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities A combined total of 616 low-income homeless persons Location Description Citywide
Planned Activities Continuum of Care Homeless Coordinator Salary; One-time security deposit assistance for homeless re-housing; assistance for homeless veterans to secure permanent housing; assistance for day shelter for homeless families; and rental assistance and supportive services provided by The Salvation Army. Additional services provided by Hands of Hope include showers, laundry facilities, clothes closet, computer access and assists in the operation of the Coordinated Entry System (CES), the Regional Emergency Shelter Team, (REST), provides seasonal emergency shelter services to single males and females and day-to-day operational services provided by the Sutter County Homeless Shelter.

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3 Project Name Habitat for Humanity - Exterior Home Repair Program Target Area Citywide
Goals Supported Housing Rehabilitation
Needs Addressed Preservation of existing units
Funding CDBG: $10,000
Description Provide exterior work to qualified low-income homeowners in order to prevent further damage and/or to provide livable standards.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit
from the proposed
activities 3 low-income homeowners
Location Description Citywide
Planned Activities Volunteer teams will participate in a variety of work including:
roofing, siding, painting, landscaping, replacing doors and windows and performing exteriors repairs at minimal costs to homeowners who would be unable to complete home repairs on their own. 4 Project Name FREED Home Repair and Modifications Program Target Area Citywide
Goals Supported Housing Rehabilitation
Needs Addressed Preservation of existing units
Funding CDBG: $20,000
Description Provide minor health and safety related accessibility modifications for low-income disabled and senior homeowners.

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Target Date 6/30/2023
Estimate the number
and type of families
that will benefit
from the proposed
activities 50 low-income homeowners
Location Description Citywide
Planned Activities The Program will provide health and safety related home accessibility modifications to low-income disabled and elderly homeowners that will allow them to remain living safely and independently in their home.
5 Project Name Yuba-Sutter Gleaners Foodbank – Senior Home Delivery Program Target Area Citywide
Goals Supported Non-Homeless Supportive Services
Needs Addressed Housing and Supportive Services for Special Needs Program Administration
Funding CDBG: $100,000
Description Deliver 2 weekly pre-made meals and a 20lb box of groceries to seniors 65+ that lack resources to acquire healthy, nourishing food.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit
from the proposed
activities 150 low-income Seniors
Location Description Citywide

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Planned Activities Provide food deliveries to low-income senior residents that are 65+ of age, with the goals of reducing hunger, and providing nourishing prepared meals and groceries.
6 Project Name Playzeum – PLAY-for-All Initiative
Target Area Citywide
Goals Supported Non-Homeless Supportive Services
Needs Addressed Housing and Supportive Services for Special Needs Program Administration
Funding CDBG: $7,700
Description Provide scholarships for low/mod income youth for Playzeum's camps and classes and provide on-the-go events at low-income parks in the City.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities 4,800 Low-Income youths
Location Description Citywide
Planned Activities Provide scholarships for low/mod youth to attend Playzeum’s camps and classes.
7 Project Name ADA Sidewalk and Public Facility Improvements Target Area Qualified Low/Mod Census Tracts
Goals Supported Infrastructure Improvements/ADA Modifications Needs Addressed Public Improvements and Infrastructure

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Funding CDBG: $167,287
Description Provide sidewalks and improvements to public facilities allowing ADA accessibility.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities 12,736 low-income persons
Location Description Qualified Low/Mod Census Tracts
Planned Activities Provide safe passage for individuals with disabilities by installing new curb, gutter, and ADA compliant sidewalks/ramps.
8 Project Name City of Yuba City - Sewer Lateral Repair Assistance Target Area Qualified Low/Mod Census Tracts
Goals Supported Public Facilities Construction/Rehabilitation Needs Addressed Program Administration
Public Facilities
Funding CDBG: $35,000
Description Repair 3 – 5 sewer-lateral for low-income residents to reduce health and safety hazards.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities 20 low/mod-income residents

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Location Description Qualified Low/Mod Census Tracts
Planned Activities Repair lateral failures within the identifies Low/Mod Income areas with its own forces, thereby addressing the health and safety concerns for low-income residents.
9 Project Name Sam Brannan Skate Safety Improvements
Target Area Qualified Low/Mod Census Tracts
Goals Supported Public Facilities Construction/Rehabilitation Needs Addressed Program Administration
Public Facilities
Funding CDBG: $55,000
Description Install new fence that prevents vandalism and reduces injury risk, install lighting where needed for after-hours.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities 12,736 low-income persons
Location Description Sam Brannan Park, 810 Gray Avenue, Yuba City Planned Activities Increase safety by installing a no-climb fence and lighting for afterdark hours. 10 Project Name City of Yuba City - Senior Center Building Improvements Target Area Qualified Low/Mod Census Tract
Goals Supported Public Facilities Construction/Rehabilitation

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Needs Addressed Program Administration
Public Facilities
Funding CDBG: $80,000
Description Modernize and update the interior of the Senior Center Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities 750 seniors
Location Description 777 Ainsley Avenue, Yuba City
Planned Activities Remodel and update the restrooms of the Senior Center to continue serving the City’s Senior community.
11 Project Name City of Yuba City – City Clean-Up
Target Area Citywide
Goals Supported Infrastructure Improvements
Needs Addressed Non-Housing Community Development
Funding CDBG: $45,000
Description Illegal refuse, damage, and vandalism abatement to eliminate blight.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities 12,736

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Location Description Qualified Low/Mod Census Tracts
Planned Activities Clean-up and removal of illegally disposed refuse, damage, and vandalism throughout the City.
12 Project Name
City of Yuba City – Sidewalk Repair Assistance
Target Area Qualified Low/Mod Census Tracts
Goals Supported Public Facilities Construction/Rehabilitation Needs Addressed Program Administration
Public Facilities
Funding CDBG: $35,000
Description Fund 8-12 sidewalk repairs for low-income homeowners.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
40-60 low/mod-income residents
Location Description Qualified Low/Mod Census Tracts

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Planned Activities Fund sidewalk repairs for low/mod-income homeowners in the City that have been damaged and create safety hazards for area residents, particularly impacting the elderly and physically disabled. 13 Project Name City of Yuba City Fire Station Improvements Target Area Qualified Low/Mod Census Tracts
Goals Supported Public Facilities Construction/Rehabilitation Needs Addressed Public Facilities
Funding CDBG: $74,725
Description Restrooms will be updated an ADA access improved. Digital Marquee will display fire and other emergency messaging to reach members of public
Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
12,736 low-income persons
Location Description Qualified Low/Mod Census Tracts
Planned Activities Upgrade station restrooms and improve ADA accessibility. Install digital marquee to display emergency messaging to reach residents and those who don’t readily have access to the internet and/or smartphones.
*The total amount funded includes a proposed transfer of $145,416.23 from the 2019-2021 Program Years, Owner-Occupied Housing Rehabilitation activity.

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed In general, the City will allocate investment of resources on a city-wide basis. The City will allocate a portion of its funding to the Qualified Low/Mod Census Tracts.

Geographic Distribution
Target Area Percentage of Funds
Citywide 27%
Qualified Low/Mod Census Tracts 54%
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically As noted above, the City allocates the majority of funding on a city-wide basis; however, the distribution of funding is predicated somewhat on the nature of the activity to be funded. Resources targeted to new construction and preservation of existing housing will be allocated on a city-wide basis.

Resources targeted to special needs populations, including homeless, will also be allocated on a city-wide basis, where needs are identified and/or where resources can be coordinated with existing facilities and services.

Activities such as public facilities and improvements will be targeted to areas identified as Qualified Low/Mod Census Tracts; these are those older, low-income neighborhoods within the City most in need of assistance.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 103
Special-Needs 0
Total 103
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 103
Acquisition of Existing Units 0
Total 103
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
Goals contained in the City’s 2020 Consolidated Plan are to increase the supply of affordable housing though Housing Rehabilitation and construction of new affordable housing units. The City does not anticipate it will provide rental assistance or acquire existing housing units during the five-year planning period covered by the Consolidated Plan. The City will support both public and private agencies and nonprofit and for-profit housing developers in their efforts to increase the supply of affordable housing to homeless, non-homeless and special needs populations.

The housing units and households anticipated to be assisted during the 2022 Program Year will be provide by the following Housing Programs: FREED Minor Home Modification/Repairs, Habitat for Humanity’s Exterior Home Repair and the City’s Neighborhood Revitalization Programs.

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AP-60 Public Housing – 91.220(h)
Introduction
The purpose of this section is to outline actions the City will take to address the needs of Public Housing.

The City does not own or operate Public Housing or have any oversight over the operation of the Regional Housing Authority (RHA); therefore, the City will act to continue its efforts to maintain a close working relationship with the RHA supporting their actions to address the needs of Public Housing.

Actions planned during the next year to address the needs to public housing As noted above, the City does not own or operate any Public Housing in the City; the RHA serves the City.

During the 2022 Program Year, the City will continue its close working relationship with the RHA to expand housing opportunities for the City's residents.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
Since the City does not own or operate Public Housing or have oversight over RHA operations, there are no actions directed specifically to Public Housing tenants.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The RHA is not designated as troubled.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
This section identifies the actions the City will take during the 2022 Program Year, (2022 PY), to address homelessness. The City’s goals are to address chronic homelessness by assisting Transitional Housing Programs that provide on-going supportive services such as case management, education and job training to help ensure that people do not return to homelessness. The City will also provide assistance to homeless persons and low-income families at risk of becoming homeless.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City works in partnership with the Sutter-Yuba Homeless Consortium (SYHC) to address homelessness.

Annually the SYHC conducts a Point-in-Time (PIT) count. The PIT provides valuable information, including demographic and living situation information that allows service providers and the community to better identify and evaluate the homeless population and their needs. During the 2022 PY the City will provide CDBG funds to the SYHC and its efforts to address homeless needs.

Addressing the emergency shelter and transitional housing needs of homeless persons During the 2022 PY the City will allocate a portion of CDBG funds under the Public Service Category to organizations that provide emergency shelter and transitional housing services to the homeless. The City will provide CDBG funding to the SYHC who is acting as the lead agency for all six (6) non-profit agencies to address the needs and provide services to the homeless population. Funding for two of the service providers are for the Sutter County Homeless Shelter for day-to-day operational services and to Hands of Hope for that provides showers, laundry facilities, clothes closet, computer access as well as referral and advocacy services.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City will provide CDBG funding for several organizations that serve the homeless, including families with children and veterans. In conjunction with the SYHC, organizations that will be assisted during the 2022 PY are: 1) Bridges to Housing – provides financial assistance to homeless or at-risk individuals who are in need of deposit and rental assistance. They will also provide assistance to help pay for past due

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rent and utilities as well as referrals, case management and on-going support to ensure they do not become homeless again. 2) Central Valley Homeless Veterans Assistance Program – provides financial assistance to low-income veterans in order to obtain emergency, transitional and permanent housing, as well as helping at-risk veterans maintain their permanent housing stability. This agency also provides financial assistance to extremely low-moderate income veterans for utility payments, if no other options are available, to help maintain the veteran's housing in a habitable condition. 3) Hands of Hope – assists with the operation of the Coordinated Entry System (CES) that allows fair and equal access to housing and supportive services. 4) The Salvation Army – provides rental assistance and supportive services to homeless individuals and households in the community. This program provides financial assistance in the following ways: application fees, moving expenses, monthly rental assistance, utility assistance, rental deposits, and storage fees. 5) Regional Emergency Shelter Team (REST) – provides seasonal emergency shelter to individuals and families experiencing homelessness in Yuba City; the Emergency Winter Shelter operates each year from late November to early April. This program provides shelter, meals, case management, and other supportive services.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The City’s efforts during the 2022 PY to prevent homelessness will include Affordable Housing Programs that maintain the existing affordable housing stock or increase the number of affordable housing units available to low-income households. As noted above, the City will also support housing programs that address the underlying reasons for homelessness and provide on-going support services for formerly homeless families and programs that provide assistance to low-income families at risk of becoming homeless, such as the Bridges to Housing Program.

Discussion
In addition to resources available to and controlled by the City, organizations within the community for which their mission is to provide services to the homeless may receive funds from a variety of federal, state and local sources. These funding sources include Emergency Solutions Grant (ESG), California Emergency Solutions and Housing (CESH), Homeless Emergency Aid Program, (HEAP), Community Services Block Grant (CSBG), Homeless Housing and Prevention Program (HHAP) and Continuum of Care Program Competition, as well as charitable organizations and private donations. Throughout the 2022PY the City will work closely and support the efforts of the SYHC to address the housing and supportive needs of the homeless.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The most significant barrier to affordable housing in the City of Yuba City is the Lack of affordable housing due to the housing market influencing rising rents, due in part to the cost of development, which outpaces the ability for residents to access housing. Where affordable rental housing is available, standards to secure housing continue to make housing inaccessible for some low- and extremely lowincome households. The City targets housing resources, including entitlement CDBG and State of California HOME and PLHA funds, to the creation of affordable rental units, preservation of existing affordable rental units and owned homes, and permanent supportive housing for low-income and very low-income households.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City’s 2021-2029 Housing Element was recently certified and this Housing Element provides a detailed analysis of potential barriers to affordable housing development, including local, State and Federal governmental constraints, market constraints and environmental constraints. This updated Housing Element incorporated community outreach regarding fair housing issues from the 2020-2024 Consolidated Plan and Analysis of Impediments (2020) and allowed the City to reach members across all socioeconomic segments. The following provides a summary of discussion contained in the City’s Housing Element:

Governmental Constraints:

Governmental constraints include the regulatory functions that are basic to the role of local government; however, there is much debate about whether or not these regulations discourage the availability of housing to people of all income levels.

Land Use Regulations:

The land use categories contained in the City’s General Plan, (Low Density Residential, Medium Density Residential and High Density Residential), provide for residential grown at various density levels.

Zoning requirements for setbacks, lot coverage and parking are not perceived as a constraint to housing development in the City.

Permits and Fees:

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The 2021-2029 Housing Element concludes that permits and fees in the City may be high in comparison to other jurisdictions in the region and could represent a constraint to housing development.

Infrastructure:

The provision of on-site improvements, such as streets, curbs, gutters, sidewalks, landscaping, water and sewer are standard conditions of approval. In many cases, off-site improvements and/or mitigations may also be required to accommodate development. These off-site improvements might include street widening, traffic signals, public utility easements, flood control improvements. Both on-site and off-site improvements are incorporated into the total project costs discussed under Market Constraints below.

Development Review Process:

The City’s development review guidelines work to ensure a streamlined project review process and ensure fairness and consistency in the development review process. The City’s development and design review processes are not perceived as a barrier to development.

Building Code and Enforcement:

The City’s building codes represent basic construction standards within the State of California and thus do not place an undue burden on the construction or rehabilitation of affordable housing; however, stakeholders expressed that incomplete code enforcement may exacerbate issues that low-income individuals may face. (i.e. when code enforcement does not adequately follow up on housing condition violations result in tenants or owners being displaced due to cost of repairs.) Reasonable Accommodation and Housing for Persons with Disabilities:

In accordance with California State SB 520, the Housing Element analyzes potential and actual government constraints specifically on development of housing for persons with disabilities. The Americans with Disabilities Act (ADA) is supported at the State and local level. The City follows State codes, which are more restrictive than Federal codes.

In conformance with the passage of SB 520, the City has evaluated its zoning code, building code, and permit processing procedures for compliance with ADA guidelines. Using the SB 520 Analysis Tool, staff found no significant barriers to the development, maintenance and improvement of housing for persons with disabilities. Answers to the questions contained in the Analysis Tool are kept on file and will be periodically updated as required.

The 2021-2029 Housing Element commits to passing a reasonable accommodation ordinance to develop a procedure for requesting reasonable accommodation in the application of zoning laws and other land use regulations, policies and procedures for persons with disabilities seeking

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equal access to housing.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Consistent with the 2021-2029 Housing Element, Housing Program Schedule, the City is addressing the following policies that may act as barriers to the development of affordable housing.

Conservation of Existing Housing
Continue to enforce City building, fire, health, and zoning codes to remedy existing pockets of blight and deterioration to conserve and improve the condition of existing affordable housing stock in coordination with rehabilitation and other infrastructure improvement programs. The City will collaborate with the Housing Authority to target efforts in the rehabilitation assistance programs throughout the City, with a focus on ensuring equal access to the programs across all socioeconomic groups. The City will provide marketing materials in languages other than English, as needed. The City will create a program to prevent displacement and mitigate relocation impacts as a result of code enforcement activities.
• Accessory Dwelling Units. - Continue the City’s policy that allows for accessory dwelling units (ADUs) within single-family residential neighborhoods by reducing lot coverage requirements and allowing for tandem parking when setback requirements are met. In addition, the zoning code will be amended to allow ADUs and Junior ADUS (JADUs) in all residential zones (R-1, R2, and R-3), in accordance with Assembly Bill (AB) 2299 and Senate Bill (SB) 1069. • Facilitate a Variety of Housing Types. – The City will continue to ensure that zoning standards and development requirements facilitate the construction of a diversity of housing types, including apartment complexes, group housing, and townhomes to meet the needs of all households and income levels.
• Infrastructure Provision and Financing. – Minimize infrastructure costs for residential development by identifying infrastructure needs and available sources of funding for infrastructure improvements.
• Density Bonus. – The City will codify the City’s density bonus ordinance in compliance with the state’s density bonus law (Government Code Section 65915, as revised) and will continue to offer specific incentives for the development of individual or group-care housing affordable to seniors and special-needs population through City-specific density bonuses, reduced parking requirements, and development fee reductions for projects in infill locations. • Partner with Housing Advocates. – Continue and expand, where feasible, partnerships with forprofit or nonprofit housing organizations, including the Regional Housing Authority, to provide

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affordable housing. Consider contracting with additional organizations to provide housing services and information for special-needs groups within the City. • Farmworker Housing. – Continue to work with Sutter County, the farm industry, and neighborhoods where housing projects are proposed to facilitate the provision of farmworker housing. Assist in meeting the housing needs of farmworkers in and around Yuba City. • Facilitate Construction of Special-Needs Housing. – The City will remove barriers for specialneeds groups by amending the zoning code to address the following:
• Transitional and Supportive Housing
• Reasonable Accommodation
• Employee Housing
• Single-Room Occupancy Units
• Low-Barrier Navigation Centers
• Residential Care Facilities. – Continue to offer specific incentives for development of individual or group-care housing affordable to the City’s senior and special-needs populations through Cityspecific density bonuses (in addition to state requirements), reduced parking requirements, and development fee reductions for projects at infill localities. • Housing for Special Needs Groups. – The City will work with housing providers to ensure that special housing needs and the needs of lower-income households are addressed for seniors, large families, female-headed households, female-headed households with children, persons with disabilities and developmental disabilities, extremely low-income households, and homeless individuals and families.
• Assistance for Persons with Developmental Disabilities. – The City will work with the Alta California Regional Center to implement an outreach program that informs families within Yuba City about housing and services available for persons with developmental disabilities. • Affirmatively Furthering Fair Housing. – Implement the City’s Analysis of Impediments to Fair Housing Choice (AI), adopted in 2020, to address disparities in housing needs and in access to opportunity for all persons regardless of race, color, religion, sex, national origin, familial status, disability, gender, gender identity, gender expression, sexual orientation, marital status, ancestry, veteran or military status, source of income, and genetic information as protected categories by the California Fair Employment and Housing Act (Part 2.8 [commencing with Section 12900] of Division 3 of Title 2), Section 65008, and any other state and federal fair housing and planning law.

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AP-85 Other Actions – 91.220(k)
Introduction:

This section addresses the City’s planned actions during the 2022 Program Year, (2022 PY), to carry out strategies covered in the Consolidated Plan including, fostering and maintaining affordable housing, evaluation and reduction of lead-based paint hazards, reduce the number of families within the poverty level and develop the institutional structure and enhancing coordination between public and private agencies that serve low-income and special needs populations.

Actions planned to address obstacles to meeting underserved needs The greatest obstacle to meeting underserved needs in the City is the lack of funding. During the 2022 PY and the duration of the 2020 Con Plan period the City will continue its efforts to identify funding sources, support funding applications by developers and service providers that expand the availability of affordable housing and support applications for homeless assistance and supportive service funds. The City will also implement zoning and land use policies that encourage the development of affordable housing. The City will continue to participate and encourage partnerships between local agencies and organizations so underserved needs may be better met by collaborative use of resources.

Actions planned to foster and maintain affordable housing The City will continue to offer and/or provide funding for a range of affordable housing activities including single-family housing rehabilitation, multi-family housing rehabilitation and first-time homebuyer programs. The City will work in partnership with private developers, local non-profit agencies and the Regional Housing Authority to develop and preserve affordable housing units.

Actions planned to reduce lead-based paint hazards
The City will continue to implement HUD’s lead-based paint regulations that became effective in September 2000. Efforts by the City to reduce lead-based paint hazards include the disclosure to homeowners of possible lead hazards, sponsoring certification training for contractors, implementation of lead risk assessment and clearance testing procedures and supervision of lead-related work performed.

In addition, the City will continue to adhere to its Housing Rehabilitation Program guidelines that were amended to stipulate the type and amount of assistance provided and define costs covered under the City’s lead reduction program.

Actions planned to reduce the number of poverty-level families The City will continue its efforts to increase the availability of affordable housing opportunities and assist homeless individuals or those who may be at risk of homelessness. In addition, the City will implement land use policies that seek to balance the creation of jobs and housing and ensure a variety of employment opportunities requiring varying levels of skills and training.

The City will continue its efforts to develop and maintain cooperative relationships with public and private

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organizations that share a common mission for improving the quality of life for individuals through housing, social services, employment and skills training and economic development.

Actions planned to develop institutional structure
The City's Development Services Department is the City Department responsible for the administration of the City’s Housing Programs, including the Community Development Block Grant (CDBG) Program. The Development Services Department also oversees the City’s Community Development activities. As an entitlement jurisdiction, the City receives an annual CDBG allocation through the Department of Housing and Urban Development (HUD. Both internal City Departments and external Sub-Recipient agencies implement the programs and projects identified in the Draft 2022 Annual Action Plan. The Development Services Department will continue to collaborate with other City Departments, the City Council, City Commissions, as well as local agencies and organizations and residents to develop programs and activities that serve low and moderate-income individuals and families within the jurisdiction.

Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to meet with and maintain a dialogue with non-profit agencies and organizations that serve low and moderate-income persons. The City will work to enhance and improve the organizational capacity and foster a collective planning process.

The City will continue to work closely with the Regional Housing Authority to develop, preserve and improve the supply of affordable housing in the City.

Discussion:

Although there are coordinated programs and services to address the needs of lower income households and the homeless, it is recognized that many unmet needs will remain.

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan

0.00 3. The amount of surplus funds from urban renewal settlements

0.00 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan.

0.00 5. The amount of income from float-funded activities

0.00 Total Program Income

0.00 0.00
Other CDBG Requirements

1. The amount of urgent need activities 0.00

ATTACHMENT 3

Action Plan
2021-2022 Amended Annual
Community Development Block Grant
Development Services Department
To transfer the unexpended $143,772
from the 2021 Owner Occupied Rehabilitation project to the new 2022 funding year.

CITY OF Yuba City

Amended Annual Action Plan
2021
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Yuba City is an entitlement jurisdiction for Community Development Block Grant (CDBG) funds, one of several Department of Housing and Urban Development (HUD) formula entitlement programs. As an entitlement jurisdiction, HUD requires the City to complete and submit an Annual Action Plan (Action Plan) in order to receive CDBG funds annually. The 2021 Action Plan is the second Action Plan covered by the 2020 Consolidated Plan (Con Plan).

The format of the 2021 Action Plan is required and consistent with HUD’s Integrated and Disbursement Information System (IDIS).

The 2021 Amended Action Plan consists of five (5) sections including: 1) Executive Summary; 2) Expected Resources; 3) Annual Goals and Objectives; 4) Affordable Housing; and, 5) Program Specific Requirements.

Yuba City’s Development Services Department is the lead agency responsible for developing the 2021 Action Plan and is responsible for the administration of CDBG funds, including implementation of projects and programs and monitoring projects and programs to ensure compliance with HUD requirements and regulations.

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The City is required to implement and use HUD’s Outcome Performance Measurement System (OPMS).

The OPMS was developed to enable HUD to collect and standardize performance data on entitlementfunded activities from all grantees nationwide for use in reporting to Congress on the effectiveness of HUD’s formula entitlement programs.

Based on the Needs Assessment and Market Analysis information, the City’s 2020 Con Plan identifies the following affordable housing and community development goals by OPMS objectives and outcomes.

3. Evaluation of past performance

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This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

In addition, annually the City is required, at the conclusion of the Program Year (PY), to complete and submit to HUD a Consolidated Annual Performance and Evaluation Report (CAPER) reporting on the Action Plan Goal outcomes and expenditures. Subsequently to the submittal of the CAPER, HUD assesses the City’s management of CDBG program funds.

Overall, the City has performed satisfactorily managing the CDBG Program and addressing its priority needs through the programs set out in the 2020 Con Plan.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

The Citizen Participation process included a variety of efforts to encourage public participation, especially from lower income residents and service providers, in the development of the 2021 Action Plan. Two meetings were held during the Action Plan development process to solicit public input. The first public meeting was held on March 2, 2021 to solicit input and request participation in the development of the 2021 Action Plan. The second meeting, a Public Hearing, was scheduled on June 1, 2021 before the City Council; however, was continued and re-noticed for July 6, 2021.

The Public Hearing was held on July 6, 2021 and was published in the Appeal-Democrat 30 days prior to the meeting in accordance with the City’s Citizen Participation Plan. A 30-day public review and comment period began on June 11, 2021 and ended on July 13, 2021.

The meetings were noticed on the City’s website, in addition, information regarding the meetings was mailed directly to the City’s CDBG Interest List, including public and private service providers and government agencies.

A summary of the 2021 Action Plan was published on June 11, 2021 in the Appeal Democrat, noting that a Public Hearing would be held on July 6, 2021 to solicit public comment on the 2021 Action Plan. The 2021 Action Plan was also made available on the City’s website and in hard copy at both City Hall and the Public Library.

The 2021 Amended Action Plan was noticed for a 30-day public comment period in the Appeal Democrat on June 23, 2022. The comment period will end on July 24, 2022. The Amended Action Plan will be available on the City's website and in hard copy at City Hall.

5. Summary of public comments

Amended Annual Action Plan
2021
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This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

No public comments were received.

6. Summary of comments or views not accepted and the reasons for not accepting them No public comments were received.

7. Summary
The 2021 Action Plan identifies the activities the City will undertake during the 2021 Program Year to address the goals identified in the 2020 Con Plan. The 2021 Action Plan identifies the following activities the City and/or its Sub-Recipients will undertake with the CDBG funds:
• Public service activities that address homeless needs, including:

1. Sutter-Yuba Homeless Consortium – Homeless Services Consolidation

1.1. Bridges to Housing

1.2. Central Valley Homeless Veterans Assistance

1.3. Hands of Hope

1.4. The Salvation Army

1.5. Regional Emergency Shelter Team (REST)

1.6. Sutter County Homeless Shelter

1. City of Yuba City Police Department – Homeless Liaison • Housing activities, including:

1. FREED – Home Repair/Modification Program for Disabled and Elderly Homeowners

2. Habitat for Humanity – Housing Preservation Program
• Public Facilities and Improvements, including Removal of Architectural Barrier activities:

Yuba City Public Works Department – ADA Sidewalk and Public Facility Improvements

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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator YUBA CITY Development Services Department Table 1 – Responsible Agencies
Narrative (optional)
The City’s Development Services Department (DSD) is the lead agency responsible for overseeing development of the Action Plan.

HUD requires entitlement jurisdictions that receive CDBG, HOME Investment Partnership Program (HOME) or Emergency Shelter Grant (ESG) funds directly from HUD to complete an Annual Action Plan.

The City does not receive HOME or ESG funds directly from HUD; as a result, the Action Plan focuses only on identifying and prioritizing programs allowed under CDBG funding.

The City’s Development Services Department is responsible for the administration of the CDBG funds, including facilitating project/program implementation, monitoring project activities and outcomes, and ensuring compliance with all HUD requirements and regulations such as fair housing, Davis-Bacon requirements (prevailing wages), environmental reviews, affirmative action, competitive bidding procedures, and fiscal and contract administration. CDBG activities are carried out by both internal City Departments as well as external sub-recipients.

Consolidated Plan Public Contact Information
Shannon Jones, Development Services Analyst, City of Yuba City, Development Services Department, 1201 Civic Center Blvd., Yuba City, CA 95993, phone: (530) 822-5145, e-mail: [email protected].

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2021
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The consolidated planning process requires jurisdictions to contact and consult with other public and private agencies when developing the Plan. The Plan itself must include a summary of the consultation process, including identification of the agencies that participated in the process. Jurisdictions also are required to summarize their efforts to enhance coordination between public and private agencies.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City has developed and maintained on-going, collaborative relationships with the Regional Housing Authority, Sutter-Yuba Homeless Consortium, (SYHC), local service providers, Sutter County agencies and the Yuba-Sutter Economic Development Corporation in an effort to enhance the coordination of services to low and moderate-income persons, special needs groups, and businesses. The City’s efforts have included attending meetings, exchange of information and coordination of services.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City works in cooperation with the SYHC to address the needs of homelessness in the community.

The SYHC consists of over 50 members, including the City of Yuba City, that utilize the Continuum of Care planning process to address homeless needs in the City of Yuba City and throughout the region.

The SYHC allows for maximizing funding resources, helps to avoid duplication of services and provides for a comprehensive approach to homelessness. During the 2021 Action Plan process, the City consulted members of the SYHC in order to meet the Action Plan requirements.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS This section is not applicable as the City is not an ESG grantee. The Sutter-Yuba Homeless Consortium is the entity that administers the HMIS.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities

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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization YUBA CITY
Agency/Group/Organization Type Government - Local
What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?
The City has not intentionally excluded or avoided
consulting any agency type or organization during the
consultation and planning process.

Identify any Agency Types not consulted and provide rationale for not consulting The City has not intentionally excluded or avoided consulting any agency type or organization during the consultation and planning process.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care
Sutter-Yuba
Homeless
Consortium
The goals contained in the 2020 Con Plan and 2021 Action Plan are consistent with the Continuum of Care. The City will work within the framework of the Sutter-Yuba Homeless Consortium and Continuum of Care to address homeless needs.

Yuba City Housing
Element
City of Yuba City
The goals contained in the 2020 Con Plan and 2021 Action Plan are consistent with the Programs outlined in the Draft 2021-2029 Housing Element.

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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Yuba City Economic
Development Strategy
City of Yuba City
The goals contained in the 2020 Con Plan and 2021 Action Plan are consistent with the initiatives outlined in the Economic Development Strategy.

PHA - 5-Year Plan
Regional Housing
Authority
The goals contained in the 2020 Con Plan and 2021 Action Plan are consistent with the needs, goals and objectives outlined in the PHA 5-year Plan.

Table 3 – Other local / regional / federal planning efforts Narrative (optional)
The City will, in conjunction with the development of affordable housing, submit applications for funding, implementation of activities and delivery of services targeted to low and moderate-income households, continue to work and coordinate with other public entities, including the Regional Housing Authority, Sutter County and the State of California.

Annual Action Plan
2021
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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City followed requirements for citizen participation outlined in the City’s Citizen Participation Plan. The City encouraged citizens, along with local and regional organizations, to participate during the preparation of the 2021 Action Plan. Regional and local service agencies, non-profit organizations, City staff, City Council and City Commissions were invited to two (2) public meetings held to discuss the 2021 Action Plan update and solicit comments. The first virtual meeting was held on March 2, 2021 at 10:00 a.m. The second meeting, a Public Hearing, was scheduled to be held on June 1, 2021 before City Council; and later re-noticed for July 6, 2021.

The 2021 Action Plan was made available for public review and comment during a 30-day period, June 11, 2021 through July 13, 2021. A Public Hearing was held on July 6, 2021 at 6:00 p.m., or soon thereafter, at City Hall in Yuba City before the City Council to solicit public comment regarding the 2021 Action Plan. The 2021 Action Plan was also made available during the 30-day comment period on the City’s website and copies made available at City Hall. The City’s website also included notification of the development of the 2021 Action Plan and encouraged citizens to provide input.

The 2021 Amended Annual Action Plan will be noticed for a 30-day public comment period beginning on June 23, 2022 and ending on July 24, 2022. The City will hold a Public Hearing to discuss the 2021 Amended Action Plan, along with the 2022 Action Plan, on July 19, 2021 at 6:00pm, at City Hall in Yuba City.

Prior to submission to the Department of HUD, the City Council reviews and approves the Action Plan.

Annual Action Plan
2021
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Citizen Participation Outreach
Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of commen
ts not accepted
and reasons
URL (If
applicable)
1 Public Meeting
Minorities
Nontargeted/broad
community
The City hosted a
virtual public
meeting on March 2,
2021 to provide
information on the
consultation and
planning process,
review the
application process
and encourage
public participation
and comment in the
development of the
2021 Action Plan.

No public
comments were
received.

The City has not
intentionally excluded
or avoided consulting
any agency type or
organization during
the consultation and
planning process.
www.yubacity.ne
t

Annual Action Plan
2021
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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of commen
ts not accepted
and reasons
URL (If
applicable)
2 Public Hearing
Minorities
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
The City scheduled a
Public Hearing on
June 1, 2021 to
request approval
and authorization
for the submission
of the 2021 Annual
Action Plan. The City
has scheduled a
Public Hearing on
July 19,2021 to
request approval
and authorization
for the submission
of the 2021
Amended Annual
Action Plan.

As a result of staff
turnover and the
2021 Action Plan
not ready to be
presented, the
Public Hearing was
continued to a
later date.

The City has not
intentionally excluded
or avoided consulting
any agency type or
organization during
the consultation and
planning process.
www.yubacity.ne
t

Annual Action Plan
2021
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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of commen
ts not accepted
and reasons
URL (If
applicable)
3 Internet
Outreach
Minorities
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Announcement that
the City was
developing the 2021
Action Plan,
encouraged public
input and
participation.

Identified meeting
dates and the
availability of the
2021 Action Plan for
public review and
comment.

No public
comments were
received.

The City has not
intentionally excluded
or avoided consulting
any agency type or
organization during
the consultation and
planning process.
www.yubacity.ne
t
4 Newspaper Ad
Minorities
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Public Notice of the
June 1, 2021 Public
Hearing was posted
in the Appeal
Democrat on April
30, 2021.Notice of
the Public Hearing
on July 19, 2021 was
posted in the Appeal
Democrat on June
23, 2022.

City re-noticed
Public Hearing for
July 6, 2021.

The City has not
intentionally excluded
or avoided consulting
any agency type or
organization during
the consultation and
planning process.

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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of commen
ts not accepted
and reasons
URL (If
applicable)
5 Public Hearing
Minorities
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
The City scheduled a
Public Hearing on
July 6, 2021 to
request approval
and authorization
for the submission
of the 2021 Annual
Action Plan.

No public
comments were
received.

The City has not
intentionally excluded
or avoided consulting
any agency type or
organization during
the consultation and
planning process.
www.yubacity.ne
t
6 Newspaper Ad
Minorities
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Public Notice of the
July 6, 2021 Public
Hearing was posted
in the Appeal
Democrat on June
11, 2021.

No public
comments were
received.

The City has not
intentionally excluded
or avoided consulting
any agency type or
organization during
the consultation and
planning process.

Table 4 – Citizen Participation Outreach

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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The anticipated resources identified in the table below include only those funding sources covered by the 2020 Con Plan. The only source of funds covered by the Con Plan the City receives annually, as an entitlement jurisdiction, is CDBG funds.

Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 641,102 4,632 729,390 1,375,124 1,950,000 Expected amount available
remainder of Con Plan is estimated
based on a $650,000 annual grant
for remaining 3 years.

Other public -
federal
Other
0 0 0 0 0

Table 5 - Expected Resources – Priority Table

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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
CDBG funds may not be sufficient to fully fund activities undertaken and are leveraged with a variety of Federal, State funds, charitable organizations and private donations. The CDBG funds do not require matching funds.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Discussion
The Regional Housing Authority administers the City’s Owner-Occupied Housing Rehabilitation Program, (Housing Rehabilitation Program). The amount and availability of funds for this Program cannot be predicted due HUD funding constraints and the unknown amount of Program Income that will be received. Program Income is generated by past loans being paid off and the proceeds deposited into the Housing Rehabilitation Program activity.

The City will aggressively pursue, or support applications by other entities for, Federal and State funding over the 2021 Program Year to address priority needs; however, other funding sources available to the City or its partners will be through a competitive application process. The City cannot be assured an application(s) will be successful based on the rating and ranking criteria. Due to limited funding availability, the City will struggle to meet future matching requirements should the City be successful in applying for other Federal or State funding sources and matching funds be required.

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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Homeless Assistance 2020 2024 Homeless Citywide Homeless Housing and Supportive
Services
CDBG:
$96,165
Public service activities for
Low/Moderate Income
Housing Benefit: 275
Households Assisted
2 Housing Rehabilitation 2020 2024 Affordable
Housing
Citywide Preservation of
existing units
CDBG:
$228,772
Homeowner Housing
Rehabilitated: 70 Household
Housing Unit
3 Infrastructure
Improvements/ADA
Modifications
2020 2024 Non-Housing
Community
Development
Citywide Public
Improvements and
Infrastructure
CDBG:
$300,000
Public Facility or Infrastructure
Activities other than
Low/Moderate Income
Housing Benefit: 12736
Persons Assisted
Table 6 – Goals Summary
Goal Descriptions

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1 Goal Name Homeless Assistance
Goal
Description
Public service activities other than Low/Moderate Income Housing Benefit: 275 Persons Assisted. 2 Goal Name Housing Rehabilitation
Goal
Description
Homeowner Housing Rehabilitated; FREED – Minor Home Repair; Habitat for Humanity, Exterior Home Repair Program; and Owner-Occupied Housing Rehabilitation Program.
3 Goal Name Infrastructure Improvements/ADA Modifications Goal
Description
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit.

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Projects
AP-35 Projects – 91.220(d)
Introduction
This section identifies activities the City will undertake during the 2021 Program Year (PY) with Community Development Block Grant (CDBG) funds.

Projects
# Project Name
1 Program Administration
2 Sutter-Yuba Homeless Consortium, Homeless Services Coordination 3 City of Yuba City Homeless Liaison; LMC, 05 - Public Services 4 FREED - Home Repair Program
5 Exterior Home Repair Program
7 ADA Sidewalk and Public Facility Improvements
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The activities funded during the 2021 PY are consistent with the priority needs identified in the Strategic Plan. Lack of funding is the greatest obstacle to addressing underserved needs. The City has $641,102 in CDBG funds available for the PY. The City received $697,000 in funding requests. In addition, the CDBG Program puts a cap on the amount of funds that can be spent on Public Services. The City is limited from spending more than 15% of its annual allocation, plus Program Income, on Public Service activities; as a result, some activities are not funded at the full amount requested.

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AP-38 Project Summary
Project Summary Information

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1 Project Name Program Administration
Target Area Citywide
Goals Supported Housing Rehabilitation
Homeless Assistance
Infrastructure Improvements/ADA Modifications
Needs Addressed Program Administration
Funding CDBG: $96,165
Description General administration, oversight and management of Community Development Block Grant Program.

Target Date 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
Not applicable.

Location Description 1201 Civic Center Blvd., Yuba City, CA Planned Activities Administration, management, implementation and monitoring of activities funded by Community Development Block Grant funds. 2 Project Name Sutter-Yuba Homeless Consortium, Homeless Services Coordination Target Area Citywide
Goals Supported Homeless Assistance
Needs Addressed Homeless Housing and Supportive Services Funding CDBG: $54,404
Description The Sutter-Yuba Homeless Consortium, in collaboration with Hands of Hope, Bridges to Housing, The Salvation Army, Central Valley Homeless Veterans Assistance Program, Regional Emergency Shelter Team (REST) and Sutter County Homeless Shelter provide services to the homeless population in Sutter and Yuba Counties. In addition, it will be acting as the lead agency and fiscal agent in providing services and programs, in conjunction with six (6) other non-profit agencies, to the City's homeless population.

Target Date 6/30/2021

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Estimate the number
and type of families
that will benefit from
the proposed activities
A combined total of 275 low-income homeless persons.

Location Description Citywide
Planned Activities Continuum of Care Homeless Coordinator Salary; One-time security deposit assistance for homeless re-housing; assistance for homeless veterans to secure permanent housing; assistance for day shelter for homeless families; and rental assistance and supportive services provided by The Salvation Army. Additional services provided by Hands of Hope include showers, laundry facilities, clothes closet, computer access as well as referral and advocacy services, REST provides seasonal emergency shelter services to single males and females and day-to-day operational services provided by the Sutter County Homeless Shelter. 3 Project Name City of Yuba City Homeless Liaison; LMC, 05 - Public Services Target Area Citywide
Goals Supported Homeless Assistance
Needs Addressed Homeless Housing and Supportive Services Funding CDBG: $41,761
Description The City's Police Department's Homeless Liaison coordinates referrals for services for the homeless population with the Sutter-Yuba Homeless Consortium.

Target Date 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
100 unduplicated low-income homeless persons.

Location Description Citywide
Planned Activities Yuba City, Police Department’s Homeless Liaison; Liaison will direct homeless individuals to resources provided by local organizations, man within the Sutter-Yuba Homeless Consortium network, collaborate on homeless outreach and provide training to resource Officers on strategies to encourage homeless individuals to utilize resources. 4 Project Name FREED - Home Repair Program
Target Area Citywide

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Goals Supported Housing Rehabilitation
Needs Addressed Preservation of existing units
Funding CDBG: $25,000
Description Provide accessibility improvements and minor home repairs for lowincome disabled and senior residents.

Target Date 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
60 low-income homeowners.

Location Description Provide accessibility improvements and minor home repairs for lowincome disabled and senior homeowners.

Planned Activities The Program will provide health and safety related home accessibility modifications to low-income disabled and elderly homeowners that will allow them to remain living safely and independently in their home. 5 Project Name Exterior Home Repair Program
Target Area Citywide
Goals Supported Housing Rehabilitation
Needs Addressed Preservation of existing units
Funding CDBG: $30,000
Description The Program will provide preventative home maintenance or critical home repair services to low-income homeowners.

Target Date 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
10 low-income households.

Location Description Citywide
Planned Activities Provide preventative home maintenance/critical home repair services that will serve homeowners in the City earning 31-80% of the median income. Many of the families that are expected to be served are seniors on a fixed income, disabled, veterans or a combination of these demographics.

Project Name ADA Sidewalk and Public Facility Improvements

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6 Target Area Qualified Low/Mod Census Tracts
Goals Supported Infrastructure Improvements/ADA Modifications Needs Addressed Public Improvements and Infrastructure
Funding CDBG: $300,000
Description Provide sidewalks and improvements to public facilities allowing ADA accessibility.

Target Date 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
12,736 low-income persons.

Location Description Provide safe passage for individuals with disabilities by installing new curb, gutter, and ADA compliant sidewalks/ramps.

Planned Activities

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed In general, the City will allocate investment of resources on a city-wide basis. The City will allocate a portion of its funding to the Qualified Low/Mod Census Tracts.

Geographic Distribution
Target Area Percentage of Funds
Citywide 40
Qualified Low/Mod Census Tracts 40
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically As noted above, the City allocates the majority of funding on a city-wide basis; however, the distribution of funding is predicated somewhat on the nature of the activity to be funded. Resources targeted to new construction and preservation of existing housing will be allocated on a city-wide basis.

Resources targeted to special needs populations, including homeless, will also be allocated on a citywide basis, where needs are identified and/or where resources can be coordinated with existing facilities and services.

Activities such as public facilities and improvements will be targeted to areas identified as Qualified Low/Mod Census Tracts; these are those older, low-income neighborhoods within the City most in need of assistance.

Discussion

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
This section provides estimates on the number of homeless, non-homeless and special needs households to be provided affordable housing during the 2021 Program Year and the number of affordable housing units that will be provided by program type. The estimates do not include the provision of emergency shelter, transitional shelter or social services.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 70
Special-Needs 0
Total 70
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 70
Acquisition of Existing Units 0
Total 70
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
Goals contained in the City’s 2020 Consolidated Plan are to increase the supply of affordable housing though Housing Rehabilitation and construction of new affordable housing units. The City does not anticipate it will provide rental assistance or acquire existing housing units during the five-year planning period covered by the Consolidated Plan. The City will support both public and private agencies and nonprofit and for-profit housing developers in their efforts to increase the supply of affordable housing to homeless, non-homeless and special needs populations.

The housing units and households anticipated to be assisted during the 2021 Program Year will be provide by the following Housing Programs: FREED Minor Home Modification/Repairs and Habitat for Humanity’s Exterior Home Repair.

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AP-60 Public Housing – 91.220(h)
Introduction
The purpose of this section is to outline actions the City will take to address the needs of public housing.

The City does not own or operate Public Housing or have any oversight over the operation of the Regional Housing Authority (RHA); therefore, the City will act to continue its efforts to maintain a close working relationship with the RHA supporting their actions to address the needs of Public Housing.

Actions planned during the next year to address the needs to public housing As noted above, the City does not own or operate any public housing in the City. The RHA serves the City. During the 2021 Program Year, the City will continue it close working relationship with the RHA to expand housing opportunities for the City's residents.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
Since the City does not own or operate public housing or have oversight over RHA operations, there are no actions directed specifically to Public Housing tenants.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The RHA is not designated as “troubled”.

Discussion

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
This section identifies the actions the City will take during the 2021 Program Year (2021 PY) to address homelessness. The City’s goals are to address chronic homelessness by assisting transitional housing programs that provide on-going supportive services such as case management, education and job training to help ensure that people do not return to homelessness. The City will also provide assistance to homeless persons and low-income families at risk of becoming homeless.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City does not provide any homeless services; however, the City does work in partnership with the Sutter-Yuba Homeless Consortium (SYHC) and Continuum of Care to address homelessness. Annually the SYHC conducts a Point-in-Time (PIT) count. The PIT provides valuable information, including demographic and living situation information that allows service providers and the community to better identify and evaluate the homeless population and their needs. During the PY the City will provide CDBG funds to the SYHC and its efforts to address homeless needs.

Addressing the emergency shelter and transitional housing needs of homeless persons During the 2021 PY the City will allocate a portion of CDBG funds under the Public Service Category to organizations that provide emergency shelter and transitional housing services to the homeless. The City will provide CDBG funding to the SYHC who is acting as the lead agency for all six (6) non-profit agencies to address the needs and provide services to the homeless population. Funding for two of the service providers are for the Sutter County Homeless Shelter for day-to-day operational services and to Hands of Hope for that provides showers, laundry facilities, clothes closet, computer access as well as referral and advocacy services.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City will provide CDBG funding for several organizations that serve the homeless, including families with children and veterans. In conjunction with the Sutter-Yuba Continuum of Care, organizations that

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will be assisted during the 2021 PY are: 1) Bridges to Housing – provides financial assistance to homeless or at-risk individuals who are in need of deposit and rental assistance. They will also provide assistance to help pay for past due rent and utilities as well as referrals, case management and on-going support to ensure they do not become homeless again. 2) Central Valley Homeless Veterans Assistance Program – provides financial assistance to low-income veterans in order to obtain emergency, transitional and permanent housing, as well as helping at-risk veterans maintain their permanent housing stability. This agency also provides financial assistance to extremely low-moderate income veterans for utility payments, if no other options are available, to help maintain the veteran's housing in a habitable condition. 3) Hands of Hope – assists with the operation of the Coordinated Entry System (CES) that allows fair and equal access to housing and supportive services. 4) The Salvation Army – provides rental assistance and supportive services to homeless individuals and households in the community. This program provides financial assistance in the following ways: application fees, moving expenses, monthly rental assistance, utility assistance, rental deposits, and storage fees. 5) Regional Emergency Shelter Team (REST) – provides seasonal emergency shelter to individuals and families experiencing homelessness in Yuba City; the Emergency Winter Shelter operates each year from late November to early April. This program provides shelter, meals, case management, and other supportive services. 6) Sutter County Better Way Shelter – provides year-round emergency shelter services to single males and females ages 18+ experiencing homelessness. This 40-bed shelter also provides supportive services such as job search, document recovery, establishing with a primary care doctor, case management, and posthousing support of up to 3 months.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The City’s efforts during the 2021 PY to prevent homelessness will include affordable housing programs that maintain the existing affordable housing stock or increase the number of affordable housing units available to low-income households. As noted above, the City will also support housing programs that address the underlying reasons for homelessness and provide on-going support services for formerly homeless families and programs that provide assistance to low-income families at risk of becoming homeless, such as the Bridges to Housing Program.

Discussion
In addition to resources available to and controlled by the City, organizations within the community for which their mission is to provide services to the homeless may receive funds from a variety of federal, state and local sources. These funding sources include Emergency Solutions Grant (ESG), California Emergency Solutions and Housing (CESH), Homeless Emergency Aid Program, (HEAP), Community

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Services Block Grant (CSBG), Homeless Housing and Prevention Program (HHAP) and Continuum of Care Program Competition, as well as charitable organizations and private donations. Throughout the 2021 PY the City will work closely and support the efforts of the Sutter-Yuba Homeless Consortium to address the housing and supportive needs of the homeless.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The most significant barrier to affordable housing in the City of Yuba City is lack of affordable housing due to the housing market influencing rising rents, due in part to the cost of development, which outpaces the ability for residents to access housing. Where affordable housing is available, standards to secure housing continue to make housing inaccessible for some low- and extremely low-income households. The City targets housing resources, including entitlement CDBG, State of California HOME and PLHA funds, to the creation of affordable rental units, preservation of existing affordable rental units, owner-occupied homes and permanent supportive housing for low- and very low-income households.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Consistent with the Draft 2021-2029 Housing Element, Housing Program Schedule, the City is addressing the following policies that may act as barriers to the development of affordable housing.

Conservation of Existing Housing
Continue to enforce City building, fire, health, and zoning codes to remedy existing pockets of blight and deterioration to conserve and improve the condition of existing affordable housing stock in coordination with rehabilitation and other infrastructure improvement programs. The City will collaborate with the Housing Authority to target efforts in the rehabilitation assistance programs throughout the City, with a focus on ensuring equal access to the programs across all socioeconomic groups. The City will provide marketing materials in languages other than English, as needed. The City will create a program to prevent displacement and mitigate relocation impacts as a result of code enforcement activities. • Accessory Dwelling Units. - Continue the City’s policy that allows for accessory dwelling units (ADUs) within single-family residential neighborhoods by reducing lot coverage requirements and allowing for tandem parking when setback requirements are met. In addition, the zoning code will be amended to allow ADUs and Junior ADUS (JADUs) in all residential zones (R-1, R-2, and R-3), in accordance with Assembly Bill (AB) 2299 and Senate Bill (SB) 1069. • Facilitate a Variety of Housing Types. – The City will continue to ensure that zoning standards and development requirements facilitate the construction of a diversity of housing types, including apartment complexes, group housing, and townhomes to meet the needs of all households and income levels.
• Infrastructure Provision and Financing. – Minimize infrastructure costs for residential development by identifying infrastructure needs and available sources of funding for

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infrastructure improvements.
• Density Bonus. – The City will codify the City’s density bonus ordinance in compliance with the state’s density bonus law (Government Code Section 65915, as revised) and will continue to offer specific incentives for the development of individual or group-care housing affordable to seniors and special-needs population through City-specific density bonuses, reduced parking requirements, and development fee reductions for projects in infill locations. • Partner with Housing Advocates. – Continue and expand, where feasible, partnerships with forprofit or nonprofit housing organizations, including the Regional Housing Authority, to provide affordable housing. Consider contracting with additional organizations to provide housing services and information for special-needs groups within the City. • Farmworker Housing. – Continue to work with Sutter County, the farm industry, and neighborhoods where housing projects are proposed to facilitate the provision of farmworker housing. Assist in meeting the housing needs of farmworkers in and around Yuba City.

Discussion:

Continued from above
• Facilitate Construction of Special-Needs Housing. – The City will remove barriers for specialneeds groups by amending the zoning code to address the following:
• Transitional and Supportive Housing
• Reasonable Accommodation
• Employee Housing
• Single-Room Occupancy Units
• Low-Barrier Navigation Centers
• Residential Care Facilities. – Continue to offer specific incentives for development of individual or group-care housing affordable to the City’s senior and special-needs populations through City-specific density bonuses (in addition to state requirements), reduced parking requirements, and development fee reductions for projects at infill localities. • Housing for Special Needs Groups. – The City will work with housing providers to ensure that special housing needs and the needs of lower-income households are addressed for seniors, large families, female-headed households, female-headed households with children, persons with disabilities and developmental disabilities, extremely low-income households, and homeless individuals and families.
• Assistance for Persons with Developmental Disabilities. – The City will work with the Alta California Regional Center to implement an outreach program that informs families within Yuba City about housing and services available for persons with developmental disabilities.

Affirmatively Furthering Fair Housing. – Implement the City’s Analysis of Impediments to Fair Housing Choice (AI), adopted in 2020, to address disparities in housing needs and in access to opportunity for all persons regardless of race, color, religion, sex, national origin, familial status, disability, gender, gender

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identity, gender expression, sexual orientation, marital status, ancestry, veteran or military status, source of income, and genetic information as protected categories by the California Fair Employment and Housing Act (Part 2.8 [commencing with Section 12900] of Division 3 of Title 2), Section 65008, and any other state and federal fair housing and planning law.

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AP-85 Other Actions – 91.220(k)
Introduction:

This section addresses the City’s planned actions during the 2021 Program Year (2021 PY) to carry out strategies covered in the Consolidated Plan including, fostering and maintaining affordable housing, evaluation and reduction of lead-based paint hazards, reduce the number of families within the poverty level and develop the institutional structure and enhancing coordination between public and private agencies that serve low-income and special needs populations.

Actions planned to address obstacles to meeting underserved needs The greatest obstacle to meeting underserved needs in the City is the lack of funding. During the 2021 PY and the duration of the 2020 Con Plan period the City will continue its efforts to identify funding sources, support funding applications by developers and service providers that expand the availability of affordable housing and support applications for homeless assistance and supportive service funds. The City will also implement zoning and land use policies that encourage the development of affordable housing. The City will continue to participate and encourage partnerships between local agencies and organizations so underserved needs may be better met by collaborative use of resources.

Actions planned to foster and maintain affordable housing The City will continue to offer and/or provide funding for a range of affordable housing activities including single-family housing rehabilitation, multi-family housing rehabilitation and first-time homebuyer programs. The City will work in partnership with private developers, local non-profit agencies and the Regional Housing Authority to develop and preserve affordable housing units.

Actions planned to reduce lead-based paint hazards
The City will continue to implement HUD’s lead-based paint regulations that became effective in September 2000. Efforts by the City to reduce lead-based paint hazards include the disclosure to homeowners of possible lead hazards, sponsoring certification training for contractors, implementation of lead risk assessment and clearance testing procedures and supervision of lead-related work performed. In addition, the City will continue to adhere to its Housing Rehabilitation Program guidelines that were amended to stipulate the type and amount of assistance provided and define costs covered under the City’s lead reduction program.

Actions planned to reduce the number of poverty-level families The City will continue its efforts to increase the availability of affordable housing opportunities and assist homeless individuals or those who may be at risk of homelessness. In addition, the City will implement land use policies that seek to balance the creation of jobs and housing and ensure a variety

Annual Action Plan
2021
34 OMB Control No: 2506-0117 (exp. 09/30/2021)
of employment opportunities requiring varying levels of skills and training.

The City will continue its efforts to develop and maintain cooperative relationships with public and private organizations that share a common mission for improving the quality of life for individuals through housing, social services, employment and skills training and economic development.

Actions planned to develop institutional structure
The City's Development Services Department is the City Department responsible for the administration of the City’s Housing Programs, including the Community Development Block Grant (CDBG) Program.

The Development Services Department also oversees the City’s Community Development activities. The City applies for CDBG funds annually and both internal City Departments and external Sub-Recipient agencies implement the programs and projects identified in the Annual Action Plan. The Development Services Department will continue to collaborate with other City Departments, the City Council, City Commissions, as well as local agencies and organizations and residents to develop programs and activities that serve low and moderate-income individuals and families within the jurisdiction.

Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to meet with and maintain a dialog with non-profit agencies and organizations that serve low and moderate-income persons. The City will work to enhance and improve the organizational capacity and foster a collective planning process.

The City will continue to work closely with the Regional Housing Authority to develop, preserve and improve the supply of affordable housing in the City.

Discussion:

Although there are coordinated programs and services to address the needs of lower income households and the homeless, it is recognized that many unmet needs will remain.

Annual Action Plan
2021
35 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction: This section identifies any funds, including Program Income, that will be available in addition to the City’s annual CDBG allocation for activities during this the 2021 Program Year.

At a minimum 70% of CDBG funds must benefit low- and moderate-income persons. This Section also identifies the percentage of funds that will be spent on low and moderate-income persons over a specified period of time, 1, 2, or 3 consecutive year period. In a one-year period, if the City cannot meet the minimum 70% benefit, the jurisdiction may elect to accomplish the minimum 70% benefit over a longer period of time, up to 3 years.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.00% The City estimates that 80% of the 2021 PY funds will be expended on low-and moderate-income persons.

CITY OF YUBA CITY
Future Agenda Items
- Councilmember Boomgaarden
- Councilmember Espindola
- Councilmember Harris
- Vice Mayor Kirchner
- Mayor Shaw

CITY OF YUBA CITY
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
City Manager’s Report

CITY OF YUBA CITY
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
City Council Reports
- Councilmember Espindola
- Councilmember Harris
- Councilmember Boomgaarden
- Vice Mayor Kirchner
- Mayor Shaw
Adjournment