The City has adopted a Reasonable Accommodations Policy that provides a procedure for receiving and resolving requests for accommodation to participate in this meeting. Please visit yubacity.net ADA & Accessibility Resources page. If you need assistance in order to attend the City Council meeting, or if you require auxiliary aids or services, e.g., hearing aids or signing services to make a presentation to the City Council, the City is happy to help. Accommodations should be requested as early as possible as additional time may be required in order to provide the requested accommodation; 72 hours in advance is suggested. Please contact City offices at (530) 822-4817 or (TTY: 530-822-4732), so such aids or services can be arranged. Requests may also be made by email at [email protected] or [email protected] or mail City Clerk, 1201 Civic Center Blvd, Yuba City, CA 95993.
AGENDA
MARCH 7, 2023
REGULAR MEETING
CITY COUNCIL
CITY OF YUBA CITY
5:00 P.M. CLOSED SESSION
SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING
COUNCIL CHAMBERS/VIRTUAL
MAYOR ● Wade Kirchner
VICE MAYOR ● Shon Harris
COUNCILMEMBER ● Marc Boomgaarden
COUNCILMEMBER ● Michael Pasquale
COUNCILMEMBER ● Dave Shaw
CITY MANAGER ● Diana Langley
CITY ATTORNEY ● Shannon L. Chaffin
1201 Civic Center Blvd
Yuba City CA 95993
Wheelchair Accessible
AGENDA
REGULAR MEETING
CITY COUNCIL - CITY OF YUBA CITY
MARCH 7, 2023
5:00 P.M. CLOSED SESSION
SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING
COUNCIL CHAMBERS/VIRTUAL
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s office at 1201 Civic Center Blvd., Yuba City, during normal business hours. Such documents are also available on the City of Yuba City’s website at www.yubacity.net, subject to staff’s availability to post the documents before the meeting.
The Council Chambers will be open for public attendance and participation. The meeting will also be live streamed for public viewing, but not participation, at the following link:https://us06web.zoom.us/webinar/register/WN_OrUvl2ZPR2KAArNFTonTTw. Emailed comments sent to [email protected] at least 24 hours before the meeting will be distributed to the City Council prior to the meeting. Please identify the Agenda item(s) addressed by the comments.
Public Comment:
Any member of the public wishing to address the City Council on any item listed on the closed session agenda will have an opportunity to present testimony to the City Council in the Council Chamber prior to the City Council convening into closed session. Comments from the public will be limited to three minutes. No member of the public will be allowed to be present once the City Council convenes into closed session.
Closed Session
A. Conference with Legal Counsel – Existing Litigation (Pursuant to Government Code Section 54956.9(d)(1)) Name of Case: Gregory Gross v. City of Yuba City et al., Yuba County Superior Ct. Case No. CVCS22-0000016
Regular Meeting
Call to Order
Roll Call
__ Mayor Kirchner
__ Vice Mayor Harris
__ Councilmember Boomgaarden
__ Councilmember Pasquale
__ Councilmember Shaw
Invocation/Inspiration
Pledge of Allegiance to the Flag
City Attorney's Report on Closed Session Items, City Attorney Shannon Chaffin Agenda Modifications/Approval of Agenda
Ceremonial Presentations
1. Cheri Stephens from Stephens Farmhouse, Retirement Proclamation
2. Marni Sanders Chamber of Commerce Proclamation
3. RACE Communications Presentation
Public Communication
4. Appearance of Interested Citizens
You are welcome and encouraged to participate in this meeting. Public comment is taken on action items appearing on the Consent Calendar or Business Items on the Agenda when they are called. Public comment on any other items within the scope of the City’s jurisdiction, including items not listed on the Agenda will be considered at this time. Public comment is limited to three minutes per speaker. Members of the public submitting written requests at least 24 hours prior to the meeting will be allotted five minutes to comment per speaker. Repetitive comments may be limited, and large groups are encouraged to select representatives to express the opinions of the group.
Consent Calendar
All matters listed under Consent Calendar are considered to be routine and can be enacted in one motion. There will be no separate discussion of these items prior to the time that Council votes on the motion unless members of the City Council request specific items to be discussed or removed from the Consent Calendar for individual action.
5. Approve minutes of the February 21, 2023 meeting
Recommendation: Approve the February 21, 2023 minutes
6. Information Security Administrator Salary Schedule
Recommendation: Adopt a Resolution authorizing the Finance Director to amend the salary schedule for the Information Security Administrator classification and to set appropriate compensation
7. Environmental Compliance Truck
Recommendation: A. Approve a vehicle capital acquisition for the Environmental Compliance Division of the Public Works Department of a Ford F-150 Extended Cab Truck or equivalent
B. Authorize a supplemental appropriation and related transfers in the amount of $3,800 from unallocated wastewater funds (Fund 518) to Account No. 6610-69410 (Vehicle Replacement Fund)
8. Quality Assurance Officer Salary Schedule
Recommendation: A. Adopt a Resolution authorizing the Finance Director to amend the salary schedule to establish the Quality Assurance Officer classification within the Public Works Department and approving a side letter with Public Employees’ Union, Local 1/AFSCME 57
B. Authorize the Finance Director to make budget adjustments as necessary
9. Cooper Market Liquor Department of Alcoholic Beverage Control (ABC) PremiseTo-Premise Transfer Application Recommendation: Adopt a Resolution making a finding of public convenience or necessity for the premise-to-premise transfer of a Type 21 (OffSale General) Alcoholic Beverage Control (ABC) License at 759 Reeves Avenue (Cooper Market Liquor)
10. Authorization to submit a California Energy Commission Solar automated permit processing grant application to implement the provisions of Senate Bill 379 Recommendation: Adopt a Resolution of the City Council of the City of Yuba City authorizing the Public Works and Development Services
Director, or designee, to submit and administer a California Energy Commission solar automated permit processing program grant on behalf of the City
11. Receive the 2022 Housing Element Annual Progress Report and authorize its submission to the State Department of Housing and Community Development and the Governor’s Office of Planning and Research
Recommendation: A. Receive the 2022 Housing Element Annual Progress Report; and
B. Direct staff to file the report for calendar year 2022 with the State Department of Housing and Community Development
(HCD) and the Governor’s Office of Planning and Research (OPR)
12. Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 (Spirit Drive Parcel Map)
Recommendation: Adopt a Resolution which makes the following actions:
A. Initiates proceedings to order the annexation of the parcel associated with the Spirit Drive Parcel Map, APN 63-010-141, into existing Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 and orders the Engineer of Work to file a report with regard to Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 B. Set a Public Hearing for March 21, 2022 at 6:00 PM to order the annexation of the parcel associated with the Spirit Drive Parcel Map, APN 63-010-141, into existing Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 and establishing a levy of assessments for the annexed territory Business Items
13. Abandoned Railroad Corridor Feasibility Study (Adoption) (Continued from February 21, 2023)
Recommendation: Adopt a Resolution which adopts the Abandoned Railroad Corridor Feasibility Study
14. Professional Services Agreement with Smart Marketing & Public Affairs for
Revenue Measure Consulting Services (Continued from February 21, 2023) Recommendation: Adopt a Resolution awarding a Professional Services Agreement to Smart Marketing & Public Affairs of Yuba City, CA, for Revenue Measure Consulting Services in an amount not to exceed $135,000 for base consulting fees plus $40,000 for other hard project costs for a total not to exceed $175,000, subject to immaterial modifications by the City Manager upon approval of the City Attorney as to legal form, with the finding that it is in the best interest of the City, and approve a supplemental
appropriation of $75,000 from one-time federal American Rescue Plan Act funds to Account No. 1305-62701 (City Manager Budget - Professional Services)
Future Agenda Items
15. Future Agenda Items
- Councilmember Pasquale
- Councilmember Boomgaarden
- Councilmember Shaw
- Vice Mayor Harris
- Mayor Kirchner
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
16. City Manager's Report
17. City Council Reports
Adjournment
Proclamation
of the City Council
Cherie Stephens
“Stephens Farmhouse”
2001 - 2023
WHEREAS, Cherie Stephens is retiring and selling Stephens Farmhouse after 21 years of service to the Yuba-Sutter Community; and
WHEREAS, in 2001 the farmhouse business was purchased from Lee and David Johnson when they decided to retire Johnson’s Farm after 25 years of business; and WHEREAS, Cherie, a wife and a mother of three, gave up teaching and committed her time to the farmhouse; and
WHEREAS, Stephens Farmhouse is a unique specialty store that offers delicious pies and other tasty goodies, jams, cookies and also dog treats. Everything is made from scratch and with locally grown fruit. During the holiday seasons they often crank out 3,000 pies a week and the number continues to grow every year; and WHEREAS, they expanded the business to include wholesale jams, catering, and various fundraiser opportunities. Not only are they famously known in the Yuba Sutter area, they also sell their products in Tahoe and Yosemite; and
WHEREAS, Cherie is married to Jeff Stephens who founded the community organization SAYLove. She is also a member of Soroptimist International of Marysville-Yuba City; and WHEREAS, in 2013 Stephens Farmhouse was awarded the Small Business of the year by the Yuba Sutter Chamber of Commerce. Stephens Farmhouse contributes and donates to almost every non-profit and service organization throughout the Yuba Sutter community. We congratulate Cherie for her hard work, long-time commitment to the small business and that she is selling the business instead of closing the doors.
NOW, THEREFORE, BE IT RESOLVED that I, Wade Kirchner, Mayor of the City of Yuba City, and on behalf of the entire City Council of the City of Yuba City, do hereby honor Cherie Stephens and commend her 21-year farmhouse career and many contributions to the Yuba-Sutter Community, and wish her much success and happiness in her welldeserved retirement.
Done on this 7th day of March 2023 at the City of Yuba City, County of Sutter, State of California.
Proclamation
of the City Council
MARNI SANDERS
CEO Chamber of Commerce Yuba Sutter
2018 - 2023
WHEREAS, in 2018 the Yuba Sutter Chamber of Commerce appointed Marni Sanders as the Chief Executive Officer and after five years of dedicated community service through the Chamber of Commerce she has accepted a new leadership role as the Executive Director for Blue Zones Project Yuba Sutter; and WHEREAS, in the short time at the Yuba Sutter Chamber, Marni’s governance and ambition have increased the membership to over 500 members; WHEREAS, Marni’s networking and direct approach helped build the relationships with the businesses in the community and serves as a key driver of the local economic prosperity; and
WHEREAS, her leadership at the Chamber has created a strong local business community which creates jobs and opportunities for residents of Yuba City and the YubaSutter Region; and WHEREAS, you can always find Marni at all the Yuba-Sutter Chamber of Commerce events, such as; the Business Connection Breakfasts, Ribbon Cuttings, Lunch Mob Networking, Business After Hours, New Member Orientations, Rise and Shine, Candidate Forums – Business Education, Taste of Yuba-Sutter, Lunch and Learn, Wine’d Down Wednesday, the Gala and all the Milestone events; and
WHEREAS, Marni has proven her loyalty and dedication to the community and has been successful at the Yuba-Sutter Chamber of Commerce for the last several years. Her dedication led the business organization to strengthen the relationships throughout the Yuba-Sutter business community, helping our community to thrive.
NOW, THEREFORE, BE IT RESOLVED, that I, Wade Kirchner, Mayor of the City of Yuba City and on behalf of the entire City Council, do hereby proclaim and acknowledge Marni Sanders on her outstanding leadership at the Chamber of Commerce and also congratulate Marni on her new chapter at the Blue Zones Project Yuba Sutter.
Done this 7th day of March, 2023, at the City of Yuba City, County of Sutter, State of California.
RACE Communications
Jim Miller, Vice President of Sales and Marketing, along with Jessica Helmick, Marketing Manager and Samantha Cook, Community Events Coordinator will be presenting.
Here is the link to the RACE Communications – WEBSITE
RACE Communications
www.race.com
CITY OF YUBA CITY
Public Communication
Members of the public may address the City Council on items of interest that are within the City’s jurisdiction. Individuals addressing general comments are encouraged to limit their statements.
Procedure
You are welcome and encouraged to participate in this meeting. Complete a Speaker Card located in the lobby and give to the Clerk, public comment is taken on action items appearing on the Consent Calendar or Business Items on the Agenda when they are called. Public comment on any other items within the scope of the City’s jurisdiction, including items not listed on the Agenda, will be considered at this time.
When a matter is announced, wait to be recognized by the Mayor to provide your comments to the Council. Comments should begin by providing your name and place of residence. A three minute limit is requested when addressing Council.
Request for additional time to address Council
Members of the public submitting written requests at least 24 hours prior to the meeting will be allotted 5 minutes to comment per speaker. Repetitive comments may be limited, and large groups are encouraged to select representatives to express the opinions of the group.
Procedure
When requesting to comment, please indicate your name and the topic and mail to:
City of Yuba City
Attn: City Clerk
1201 Civic Center Blvd
Yuba City CA 95993
Or email to:
Jackie Sillman, City Clerk
[email protected]
Agenda Item 5
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk Administrator Summary
Subject: Approve minutes of the February 21, 2023 meeting Recommendation: Approve the February 21, 2023 minutes
Fiscal Impact: None
Attachments:
1. 02-21-2023 - Regular Meeting Minutes (DRAFT)
Prepared By: Submitted By:
Ciara Wakefield
City Clerk Administrator
Diana Langley
City Manager
ATTACHMENT 1
MINUTES (DRAFT)
REGULAR MEETING
CITY COUNCIL - CITY OF YUBA CITY
FEBRUARY 21, 2023
6:00 P.M. REGULAR MEETING
COUNCIL CHAMBERS/VIRTUAL
Regular Meeting
Call to Order
The Regular Meeting of the City Council called to order by Mayor Kirchner at 6:00 PM Roll Call
Present: Mayor Kirchner and Councilmembers Boomgaarden and Pasquale
Absent: Vice-Mayor Harris and Councilmember Shaw
Invocation/Inspiration
Elder Ken Cunningham, Cornerstone Church Yuba City
Pledge of Allegiance to the Flag
Councilmember Marc Boomgaarden
Agenda Modifications/Approval of Agenda
No changes were made
Ceremonial Presentations
1. Marni Sanders, Chamber of Commerce Proclamation
Item continued to the next Regular Meeting on March 7, 2023. Recipient not in attendance Public Communication
2. Appearance of Interested Citizens
No public comment
Consent Calendar
Item 6 was pulled and moved to the first business item
Councilmember Pasquale moved and Councilmember Boomgaarden seconded the motion to approve Consent Calendar items 3-5 and 7-9:
3. Approve minutes from the February 7, 2023 meeting
Approve minutes from the February 7, 2023 meeting
4. Every Roll and Step Counts - Bicycle and Pedestrian Counting Equipment Loan Program
Adopt Resolution 23-016 authorizing the Public Works and Development Services Director to execute an Equipment Use Agreement with the Sacramento Area Council of Governments (SACOG) for the use of collecting automated, continuous biking and walking counts
5. Second Groundwater Well (18-18) - Well Equipping Plans and Specifications Adopt Resolution 23-017 approving the plans and specifications for the well equipping and construction of the above-ground facilities of the Second Groundwater Well Project at the Water Treatment Plant and authorizing advertisement for bids on the project
[Item 6 pulled and moved to Business Items]
6. Transfer of City property – Harter Marketplace
Adopt a Resolution declaring the property described under Resolution No. 05- 086 as being exempt under the Surplus Land Act and authorizing the Public Works Director to execute all documents necessary to transfer real property interest in said property to the owner of the adjacent parcel to the north (APN 62-310-016). [No address or APN available, consists of the former North Colusa Frontage Road between the proposed Harter Marketplace Way and Harter Parkway]
7. Bureau of Reclamation Grant Application – Wastewater Treatment Facility Water Recycling Feasibility Study
Adopt Resolution 23-019 for the US Bureau of Reclamation WaterSMART Grant Application designating and authorizing the Public Works Director to:
A. Sign, submit, and file an application for a grant agreement with the United States Department of the Interior, Bureau of Reclamation to conduct a comprehensive advanced treatment and recycled water feasibility study
B. Provide the assurances, certifications, and commitment required for the financial assistance application, including executing all documents in furtherance thereof, including but not limited to a grant or cooperative agreement and any amendments or changes thereto
C. Represent the City in carrying out the City’s responsibilities under the financing agreement, including certifying disbursement requests on behalf of the City and compliance with applicable state and federal laws
8. Appointments to the City of Yuba City Planning Commission and Parks and Recreation Commission
Approve the Recommendations for Appointment of Three (3) Members to the Planning Commission and Two (2) Members to the Parks and Recreation
Commission for Four (4) Year Terms respectively
9. Denial of GPA 22-05 and the appeal of RZ 22-06: Gorsi Medical Office Rezone Consistent with Council direction, adopt Resolution 23-020 of the City Council of the City of Yuba City denying General Plan Amendment 22-05, and denying the appeal of Rezone 22-06 and upholding the Planning Commission’s decision (Gorsi Medical Office Rezone, 467 Gray Avenue, APN: 52-122-011) The motion was passed with three (3) votes
Business Items
6. Transfer of City property – Harter Marketplace
Sharon Foote spoke
Councilmember Pasquale moved and Councilmember Boomgaarden seconded the motion to:
Adopt Resolution 23-018 declaring the property described under Resolution No. 05- 086 as being exempt under the Surplus Land Act and authorizing the Public Works Director to execute all documents necessary to transfer real property interest in said property to the owner of the adjacent parcel to the north (APN 62-310-016). [No address or APN available, consists of the former North Colusa Frontage Road between the proposed Harter Marketplace Way and Harter Parkway] The motion was passed with three (3) votes
10. DWR 2022 Urban Community Drought Relief Grant Program Councilmember Boomgaarden moved and Councilmember Pasquale seconded the motion to:
A. Adopt Resolution 23-021 authorizing the Public Works Director or designee to apply, accept, and execute all documents associated with Department of Water Resources 2022 Urban Community Drought Relief Grant Program for the City-owned Property Turf Replacement Project on behalf of the City B. Adopt Resolution 23-022 authorizing the Public Works Director or designee to apply, accept, and execute all documents associated with Department of Water Resources 2022 Urban Community Drought Relief Grant Program for the Commercial Property Turf Replacement Rebate Program on behalf of the City
C. Adopt Resolution 23-023 authorizing the Public Works Director or designee to apply, accept, and execute all documents associated with Department of Water Resources 2022 Urban Community Drought Relief Grant Program for the Every Drop Counts Rebate and Education Program Expansion on behalf of the City
The motion was passed with three (3) votes
11. Abandoned Railroad Corridor Feasibility Study (Adoption) [Councilmember Boomgaarden recused himself]
No quorum. Item continued to next Regular Meeting on March 7, 2023
12. Professional Services Agreement with Smart Marketing & Public Affairs for Revenue Measure Consulting Services
Kash Gill spoke
John Buckland spoke
Jim Whiteaker spoke
Richard Cray spoke
Sharon Foote spoke
Councilmember Boomgaarden moved to:
Adopt a Resolution awarding a Professional Services Agreement to Smart Marketing & Public Affairs of Yuba City, CA, for Revenue Measure Consulting Services in an amount not to exceed $135,000 for base consulting fees plus $40,000 for other hard project costs for a total not to exceed $175,000, subject to immaterial modifications by the City Manager upon approval of the City Attorney as to legal form, with the finding that it is in the best interest of the City, and approve a supplemental appropriation of $75,000 from one-time federal American Rescue Plan Act funds to Account No. 1305-62701 (City Manager Budget - Professional Services)
There was no second for this motion
Mayor Kirchner moved and Councilmember Boomgaarden seconded the motion to continue this item to the next Regular Meeting on March 7, 2023
The motion to continue was passed with three (3) votes
Future Agenda Items
13. Future Agenda Items
No suggestions
Reports and Communications
14. City Manager's Report
15. City Council Reports
- Councilmember Boomgaarden
- Councilmember Pasquale
- Mayor Kirchner
Adjournment
Mayor Kirchner adjourned the Regular Meeting of the City Council in memory of Former Yuba City Mayor and Sutter County Supervisor Tom Pfeffer at 7:50 PM _____________________________
Wade Kirchner, Mayor
ATTEST:
____________________________
Ciara Wakefield, Deputy City Clerk
Agenda Item 6
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Human Resources Department
Presentation By: Brian Hansen, IT Manager
Summary
Subject: Information Security Administrator Salary Schedule Recommendation: Adopt a Resolution authorizing the Finance Director to amend the salary schedule for the Information Security Administrator classification and to set appropriate compensation
Fiscal Impact: The Information Security Administrator position was budgeted as part of the Fiscal Year 2022/2023 budget process
Purpose:
The purpose is to add the Information Security Administrator classification to the Finance Department budget and set the salary compensation in the citywide salary schedule.
Council's Strategic Goal: Fiscal Responsibility
Background:
A cyber-attack is an unauthorized attempt to find, destroy, damage, steal or demand money for the sensitive information. Cyber-attacks are increasing and a number of cities have been impacted.
Recently, the City of Oakland made the news for a cyberattack that prevented residents from filing police reports and paying taxes. Also, in February, the Modesto Police Department faced a cyberattack. In January, it was San Francisco’s Bay Area Rapid Transit. Cyberattacks can disrupt daily business, resulting in the loss or delay of services. Additionally, cyberattacks threaten the delivery of essential services and infrastructure. As technology has developed, it has been integrated with physical infrastructure, resulting in vulnerabilities.
Analysis:
In response to potential cybersecurity threats, Information Technology is recommending an Information Security Administrator position whose sole purpose will be to work on cybersecurity for the City. The Information Security Administrator’s purpose will be to plan, organize, coordinate, and implement citywide cyber security compliance activities and operations, ensuring the confidentiality, integrity and availability of information technology systems.
Through the FY22/23 budget, Council authorized the reclassification of a Senior IT Analyst to an Information Systems Security Analyst, now titled Information Security Administrator. During the FY22/23 budget process, Finance Department allocated funds to Information Technology to provide for one budgeted classification, later titled the Information Security Administrator. While budget dollars are allocated for an Information Security Administrator position, the Information Security Administrator’s
classification title and salary need to be updated and added to the City’s publicly available salary schedule.
There is 15% salary separation between the Information Security Administrator and Senior Information Technology Analyst between the step 1 of the Information Security Administrator and step 1 of the Senior Information Technology Analyst.
(Note: Effective May 28, 2018, a new 9-step salary schedule was implemented for new City employees hired in any Mid-Manager position. The 9-step salary schedule share both the first step and last step as the 5-step salary schedule.)
Proposed Five Step Salary Schedule:
1 2 3 4 5
JCN $8,910 $9,355 $9,823 $10,314 $10,830
7205 $51.40 $53.97 $56.67 $59.50 $62.48
Proposed Nine Step Salary Schedule:
1 2 3 4 5 6 7 8 9
JCN $8,910 $9,133 $9,355 $9,589 $9,823 $10,069 $10,314 $10,572 $10,830 7605 $51.40 $52.69 $53.97 $55.32 $56.67 $58.09 $59.50 $60.99 $62.48 The Mid-Manager bargaining unit has approved the recommended changes that are recommended to take effect on March 11, 2023.
Salary and benefits increases approved in early FY 2022-23 have increased cost estimates for this position over the original calculations provided in last spring's budget submissions. The cost increase for 12 months would be $26,000; however, the division budget will absorb any increased cost through salary savings from the vacant IT Technician position. The estimated cost increase for the following full fiscal year is an additional $5,800, assuming a step increase.
Fiscal Impact:
The Information Security Administrator classification was budgeted as part of the Fiscal Year 22/23 budget process.
Alternatives:
Do not approve the proposed salary schedule and classification for the Information Security Administrator and provide staff direction.
Recommendation:
Adopt a Resolution authorizing the Finance Director to amend the salary schedule to add the Information Security Administrator classification and to set appropriate compensation.
Attachments:
1. Resolution
2. Salary Schedule
3. Staff plan
Prepared By: Submitted By:
Aricka Espinoza Diana Langley
Administrative Analyst City Manager
ATTACHMENT 1
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY
AUTHORIZING THE DIRECTOR OF FINANCE TO AMEND THE SALARY SCHEDULE FOR
INFORMATION SECURITY ADMINISTRATOR
WHEREAS, Finance has determined the need for an Information Security Administrator; and WHEREAS, the City Council approved the funding for an Information Security Administrator position during the fiscal year 22/23 budget process; and WHEREAS, the Mid Managers bargaining unit has approved the recommended changes; WHEREAS, the City complies with CalPERS salary schedule requirements which require the City to have a publicly available salary schedule describing the City’s approved compensation ranges; WHEREAS, the Information Security Administrator classification and salary changes need to be set and approved by City Council; and
NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of Yuba City as follows:
SECTION I: CLASSIFICATION TITLE
A. The City Council approves the addition of the Information Security Administrator classification.
SECTION II: SALARY SCHEDULE AMENDMENT
TO:
Information Security Administrator
1 2 3 4 5
JCN
7205
8,910 $9,355 $9,823 $10,314 $10,830
$51.40 $53.97 $56.67 $59.50 $62.48
1 2 3 4 5 6 7 8 9
JCN
7605
$8,910 $9,133 $9,355 $9,589 $9,823 $10,069 $10,314 $10,572 $10,830 $51.40 $52.69 $53.97 $55.32 $56.67 $58.09 $59.50 $60.99 $62.48 SECTION III: EFFECTIVE DATE
These changes shall become effective with the payroll period beginning March 11, 2023.
The Director of Finance is hereby authorized and directed to make the necessary salary schedule and budget adjustments, and appropriations consistent with this Resolution to implement the provisions of this Resolution.
The forgoing Resolution of the City Council of the City of Yuba City was duly introduced, passed and adopted at a regular meeting thereof held on the 7th day of March, 2023.
AYES:
NOES:
ABSENT:
Wade Kirchner, Mayor
ATTEST:
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY
________________________
Stacey Sheston
BB&K, Special Counsel
Confidential
Bargaining
JCN CLASSIFICATION Group 12 345
1050 ADMINISTRATIVE ANALYST I CON 6,256 6,569 6,897 7,242 7,604 Monthly
36.09 37.90 39.79 41.78 43.87 Hourly
1052 ADMINISTRATIVE ANALYST II CON 6,883 7,227 7,588 7,967 8,365 Monthly
39.71 41.69 43.78 45.96 48.26 Hourly
1045 EXECUTIVE ASSISTANT TO THE CITY MANAGER CON 5,305 5,570 5,848 6,140 6,447 Monthly
30.61 32.13 33.74 35.42 37.19 Hourly
1018 HUMAN RESOURCES TECHNICIAN I CON 4,177 4,386 4,605 4,835 5,076 Monthly
24.10 25.30 26.57 27.89 29.29 Hourly
1020 HUMAN RESOURCES TECHNICIAN II CON 4,594 4,824 5,065 5,318 5,584 Monthly
26.50 27.83 29.22 30.68 32.22 Hourly
1062 MANAGEMENT ANALYST CON 7,570 7,949 8,346 8,763 9,201 Monthly
43.67 45.86 48.15 50.56 53.08 Hourly
Confidential employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month Confidential Unit
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Confidential
Bargaining
JCN CLASSIFICATION Group 12 3456789
1250 ADMINISTRATIVE ANALYST I CON 6,256 6,413 6,569 6,733 6,897 7,070 7,242 7,423 7,604 Monthly
37.00 36.09 37.90 38.84 39.79 40.79 41.78 42.83 43.87 Hourly 1252 ADMINISTRATIVE ANALYST II CON 6,883 7,055 7,227 7,408 7,588 7,778 7,967 8,166 8,365 Monthly
40.70 39.71 41.69 42.74 43.78 44.87 45.96 47.11 48.26 Hourly 1245 EXECUTIVE ASSISTANT TO THE CITY MANAGER CON 5,305 5,438 5,570 5,709 5,848 5,994 6,140 6,293 6,447 Monthly
31.37 30.61 32.13 32.94 33.74 34.58 35.42 36.31 37.19 Hourly 1218 HUMAN RESOURCES TECHNICIAN I CON 4,177 4,282 4,386 4,496 4,605 4,720 4,835 4,956 5,076 Monthly
24.70 24.10 25.30 25.94 26.57 27.23 27.89 28.59 29.29 Hourly 1220 HUMAN RESOURCES TECHNICIAN II CON 4,594 4,709 4,824 4,945 5,065 5,192 5,318 5,451 5,584 Monthly
27.17 26.50 27.83 28.53 29.22 29.95 30.68 31.45 32.22 Hourly 1262 MANAGEMENT ANALYST CON 7,570 7,760 7,949 8,148 8,346 8,555 8,763 8,982 9,201 Monthly
44.77 43.67 45.86 47.01 48.15 49.36 50.56 51.82 53.08 Hourly Confidential employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month Confidential Unit
EFFECTIVE 04/28/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Executive Unit
Bargaining
JCN CLASSIFICATION Group 12 345
8070 * CITY MANAGER CM - - - - 18,375 Monthly
- - - - 106.01 Hourly
8090* PUBLIC WORKS & DEVELOPMENT SERVICES DIRECTOR DH 13,419 - - - 16,311 Monthly
77.42 - - - 94.10 Hourly
8010* DIRECTOR OF HUMAN RESOURCES DH 10,837 - - - 13,173 Monthly
62.52 - - - 76.00 Hourly
8140* DIRECTOR OF COMMUNITY SERVICES DH 12,427 - - - 15,105 Monthly - 71.69 - - 87.14 Hourly
8030* FIRE CHIEF DH 13,861 - - - 16,848 Monthly
79.97 - - - 97.20 Hourly
8050* POLICE CHIEF DH 13,861 - - - 16,848 Monthly
79.97 - - - 97.20 Hourly
8020* DIRECTOR OF FINANCE DH 12,060 - - - 14,659 Monthly
69.58 - - - 84.57 Hourly
* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).
Executive Unit employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
Executive Unit
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Fire Association
Bargaining
JCN CLASSIFICATION Group 12 345
3110** FIRE RECRUIT FIRE - - - - 4,950 Monthly
- - - - 20.40 Hourly
3120** FIREFIGHTER I FIRE - - - - 5,491 Monthly
- - - - 22.63 Hourly
3130** FIREFIGHTER II FIRE - - - - 8,382 Monthly
- - - - 34.54 Hourly
3140** FIRE APPARATUS OPERATOR FIRE - - - 8,790 9,230 Monthly - - - 36.22 38.04 Hourly
3150** FIRE CAPTAIN FIRE 8,694 9,129 9,585 10,064 10,567 Monthly
35.83 37.62 39.50 41.47 43.54 Hourly
3160 FIRE SAFETY INSPECTOR I FIRE 5,843 6,135 6,442 6,764 7,102 Monthly
33.71 35.39 37.17 39.02 40.97 Hourly
3170 FIRE SAFETY INSPECTOR II FIRE 6,518 6,844 7,186 7,545 7,922 Monthly
37.60 39.48 41.46 43.53 45.70 Hourly
FIRE DEPARTMENT CLASSIFICATIONS CALCULATED ON A 40 HOUR WORK WEEK:
Bargaining
JCN CLASSIFICATION Group 12 345
-
3250 FIRE CAPTAIN FIRE 8,694 9,129 9,585 10,064 10,567
50.16 52.67 55.30 58.06 60.96
3210 FIRE RECRUIT FIRE 4,950
28.56 3220 FIREFIGHTER I FIRE 5,491
31.68 3230 FIREFIGHTER II FIRE 8,382
48.36 3240 FIRE - APPARATUS OPERATOR FIRE 8,790 9,230
50.71 53.25
Fire employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
Fire Association
SALARY STEPSSALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Fire Management
Bargaining
JCN CLASSIFICATION Group 12 345
6055** FIRE BATTALION CHIEF FM 9,870 10,364 10,882 11,426 11,997 Monthly
40.67 42.71 44.84 47.09 49.44 Hourly
6066 FIRE MARSHAL FM 9,870 10,364 10,882 11,426 11,997 Monthly
56.94 59.79 62.78 65.92 69.21 Hourly
FIRE DEPARTMENT CLASSIFICATIONS CALCULATED ON A 40 HOUR WORK WEEK:
Bargaining
JCN CLASSIFICATION Group 12 345
6140 FIRE BATTALION CHIEF FM 9,870 10,364 10,882 11,426 11,997 Monthly
56.94 59.79 62.78 65.92 69.21 Hourly
** Indicates classifications whose hourly rates are computed on the basis of an average 56 hour duty week.Fire Management
SALARY STEPSSALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
First Level Management
Bargaining
JCN CLASSIFICATION Group 12 345
6069 ACCOUNTANT II FLM 6,300 6,615 6,946 7,293 7,658 Monthly
36.35 38.16 40.07 42.08 44.18 Hourly
6060 ADMINISTRATIVE ANALYST II FLM 6,649 6,981 7,330 7,697 8,082 Monthly
38.36 40.28 42.29 44.41 46.63 Hourly
6015 ANIMAL SHELTER SUPERVISOR FLM 4,967 5,215 5,476 5,750 6,038 Monthly
28.66 30.09 31.59 33.17 34.83 Hourly
6035 COMMUNICATIONS CENTER COORDINATOR FLM 6,285 6,599 6,929 7,275 7,638 Monthly
36.26 38.07 39.98 41.97 44.07 Hourly
6090 CONSTRUCTION INSPECTOR-SENIOR FLM 6,609 6,939 7,286 7,650 8,033 Monthly
38.13 40.03 42.03 44.13 46.34 Hourly
6044 CRIME ANALYST FLM 4,636 4,868 5,111 5,367 5,635 Monthly
26.75 28.08 29.49 30.96 32.51 Hourly
6063 CUSTOMER SERVICE MANAGER FLM 6,431 6,753 7,091 7,446 7,819 Monthly
37.10 38.96 40.91 42.96 45.11 Hourly
6215 DEVELOPMENT LIAISON FLM 6,848 7,190 7,550 7,927 8,323 Monthly
41.48 39.51 43.56 45.73 48.02 Hourly
6220 ELECTRICAL/INSTRUMENTATION SUPERVISOR FLM 8,044 8,446 8,868 9,311 9,776 Monthly
46.41 48.73 51.16 53.72 56.40 Hourly
6120 ENGINEER - ASSOCIATE CIVIL FLM 8,010 8,410 8,831 9,273 9,737 Monthly
46.21 48.52 50.95 53.50 56.18 Hourly
6225 ENVIRONMENTAL COMPLIANCE COORDINATOR FLM 6,833 7,175 7,534 7,911 8,306 Monthly
41.39 39.42 43.47 45.64 47.92 Hourly
6042 FACILITIES MAINTENANCE SUPERVISOR FLM 5,934 6,231 6,543 6,870 7,214 Monthly
34.23 35.95 37.75 39.63 41.62 Hourly
6050 FLEET MAINTENANCE SUPERVISOR FLM 5,963 6,261 6,574 6,903 7,248 Monthly
34.40 36.12 37.93 39.83 41.82 Hourly
6064 INFORMATION TECHNOLOGY ANALYST FLM 7,044 7,396 7,766 8,154 8,561 Monthly
40.64 42.67 44.80 47.04 49.39 Hourly
6142 SENIOR INFORMATION TECHNOLOGY ANALYST FLM 7,748 8,135 8,542 8,969 9,417 Monthly
44.70 46.93 49.28 51.74 54.33 Hourly
First Level Management - Page 1
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
First Level Management
Bargaining
JCN CLASSIFICATION Group 12 345
6085 LABORATORY SUPERVISOR FLM 6,957 7,305 7,670 8,053 8,455 Monthly
40.14 42.14 44.25 46.46 48.78 Hourly
6040 MAINTENANCE SUPERVISOR-STREETS FLM 5,934 6,231 6,543 6,870 7,214 Monthly
34.23 35.95 37.75 39.63 41.62 Hourly
6043 PARKS MAINTENANCE SUPERVISOR FLM 5,934 6,231 6,543 6,870 7,214 Monthly
34.23 35.95 37.75 39.63 41.62 Hourly
6061 PLANNER-ASSOCIATE FLM 6,522 6,848 7,190 7,550 7,927 Monthly
37.63 39.51 41.48 43.56 45.73 Hourly
6065 PLANT MAINTENANCE SUPERVISOR FLM 8,368 8,786 9,225 9,686 10,171 Monthly
48.28 50.69 53.22 55.88 58.68 Hourly
6030* RECREATION SUPERVISOR I FLM 5,708 5,993 6,293 6,608 6,938 Monthly
32.93 34.58 36.31 38.12 40.03 Hourly
6045* RECREATION SUPERVISOR II FLM 6,279 6,593 6,923 7,269 7,632 Monthly
36.23 38.04 39.94 41.94 44.03 Hourly
6046* RECREATION SUPERVISOR III FLM 6,907 7,252 7,615 7,996 8,396 Monthly
41.84 39.85 43.93 46.13 48.44 Hourly
6210 WASTEWATER COLLECTIONS SUPERVISOR FLM 6,715 7,051 7,404 7,774 8,163 Monthly
40.68 38.74 42.72 44.85 47.09 Hourly
6096 WASTEWATER TRT FACILITY CHIEF OPERATOR FLM 8,520 8,946 9,393 9,863 10,356 Monthly
49.15 51.61 54.19 56.90 59.75 Hourly
6111 WASTEWATER TRT FACILITY SUPERVISOR FLM 9,371 9,840 10,332 10,849 11,392 Monthly
54.06 56.77 59.61 62.59 65.72 Hourly
6041 WATER DISTRIBUTION SUPERVISOR FLM 7,615 7,996 8,396 8,816 9,257 Monthly
46.13 43.93 48.44 50.86 53.41 Hourly
6160 WATER TREATMENT FACILITY CHIEF OPERATOR FLM 8,520 8,946 9,393 9,863 10,356 Monthly
49.15 51.61 54.19 56.90 59.75 Hourly
6110 WATER TREATMENT FACILITY SUPERVISOR FLM 9,371 9,840 10,332 10,849 11,392 Monthly
54.06 56.77 59.61 62.59 65.72 Hourly
First Level Management - Page 2
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
First Level Management
Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those supervisors who are assigned to work an operator shift from 7:00pm to 7:00am.
If a supervisor who is assigned to an operator shift elects to utilize vacation, sick leave, CTO or any other paid leave time, shall not be paid shift differential while on such leave.Education Pay:The Communications Center Coordinator (JCN 6035) shall receive education incentive pay.Education Incentive pay shall be base pay cumulative but not compounded and shall have a 7.5% cap. POST Public Safety Dispatch Intermediate 2.50% POST Public Safety Dispatch Advance 2.50% AA or AS degree 2.50% BA or BS degree 5.00%Non-Water FLM employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)First Level Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
+ Indicates classifications which are exempt from the Fair Labor Standards Act (FLSA).First Level Management - Page 3
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
First Level Management
Bargaining
JCN CLASSIFICATION Group 12 3456789
6469 ACCOUNTANT II FLM 6,300 6,458 6,615 6,781 6,946 7,120 7,293 7,476 7,658 Monthly
37.26 36.35 38.16 39.12 40.07 41.08 42.08 43.13 44.18 Hourly 6460 ADMINISTRATIVE ANALYST II FLM 6,649 6,815 6,981 7,156 7,330 7,514 7,697 7,889 8,082 Monthly
39.32 38.36 40.28 41.28 42.29 43.35 44.41 45.51 46.63 Hourly 6415 ANIMAL SHELTER SUPERVISOR FLM 4,967 5,091 5,215 5,346 5,476 5,613 5,750 5,894 6,038 Monthly
29.37 28.66 30.09 30.84 31.59 32.38 33.17 34.00 34.83 Hourly 6435 COMMUNICATIONS CENTER SUPERVISOR PS 6,285 6,442 6,599 6,764 6,929 7,102 7,275 7,457 7,638 Monthly
37.17 36.26 38.07 39.02 39.98 40.97 41.97 43.02 44.07 Hourly 6490 CONSTRUCTION INSPECTOR-SENIOR FLM 6,609 6,774 6,939 7,113 7,286 7,468 7,650 7,841 8,033 Monthly
39.08 38.13 40.03 41.04 42.03 43.08 44.13 45.24 46.34 Hourly 6444 CRIME ANALYST FLM 4,636 4,752 4,868 4,990 5,111 5,239 5,367 5,501 5,635 Monthly
27.42 26.75 28.08 28.79 29.49 30.23 30.96 31.74 32.51 Hourly 6463 CUSTOMER SERVICE MANAGER FLM 6,431 6,592 6,753 6,922 7,091 7,269 7,446 7,632 7,819 Monthly
38.03 37.10 38.96 39.93 40.91 41.94 42.96 44.03 45.11 Hourly 6515 DEVELOPMENT LIAISON FLM 6,848 7,019 7,190 7,370 7,550 7,739 7,927 8,125 8,323 Monthly
40.49 39.51 41.48 42.52 43.56 44.65 45.73 46.88 48.02 Hourly 6420 ELECTRICAL/INSTRUMENTATION SUPERVISOR FLM 8,044 8,245 8,446 8,657 8,868 9,090 9,311 9,545 9,776 Monthly
46.41 47.57 48.73 49.94 51.16 52.44 53.72 55.07 56.40 Hourly 6520 ENGINEER - ASSOCIATE CIVIL FLM 8,010 8,210 8,410 8,621 8,831 9,052 9,273 9,505 9,737 Monthly
47.37 46.21 48.52 49.74 50.95 52.22 53.50 54.84 56.18 Hourly 6425 ENVIRONMENTAL COMPLIANCE COORDINATOR FLM 6,833 7,004 7,175 7,355 7,534 7,723 7,911 8,109 8,306 Monthly
40.41 39.42 41.39 42.43 43.47 44.56 45.64 46.78 47.92 Hourly 6442 FACILITIES MAINTENANCE SUPERVISOR FLM 5,934 6,083 6,231 6,387 6,543 6,707 6,870 7,042 7,214 Monthly
35.09 34.23 35.95 36.85 37.75 38.69 39.63 40.63 41.62 Hourly 6450 FLEET MAINTENANCE SUPERVISOR FLM 5,963 6,112 6,261 6,418 6,574 6,739 6,903 7,075 7,248 Monthly
35.26 34.40 36.12 37.03 37.93 38.88 39.83 40.82 41.82 Hourly 6464* INFORMATION TECHNOLOGY ANALYST FLM 7,044 7,220 7,396 7,581 7,766 7,960 8,154 8,358 8,561 Monthly
41.65 40.64 42.67 43.74 44.80 45.92 47.04 48.22 49.39 Hourly First Level Management (9 Step) - Page 1
EFFECTIVE 11/25/17 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
First Level Management
Bargaining
JCN CLASSIFICATION Group 12 3456789
6542 SENIOR INFORMATION TECHNOLOGY ANALYST FLM 7,748 7,942 8,135 8,339 8,542 8,756 8,969 9,193 9,417 Monthly
45.82 44.70 46.93 48.11 49.28 50.52 51.74 53.04 54.33 Hourly 6485 LABORATORY SUPERVISOR FLM 6,957 7,131 7,305 7,488 7,670 7,862 8,053 8,254 8,455 Monthly
41.14 40.14 42.14 43.20 44.25 45.36 46.46 47.62 48.78 Hourly 6440 MAINTENANCE SUPERVISOR-STREETS FLM 5,934 6,083 6,231 6,387 6,543 6,707 6,870 7,042 7,214 Monthly
35.09 34.23 35.95 36.85 37.75 38.69 39.63 40.63 41.62 Hourly 6443 PARKS MAINTENANCE SUPERVISOR FLM 5,934 6,083 6,231 6,387 6,543 6,707 6,870 7,042 7,214 Monthly
35.09 34.23 35.95 36.85 37.75 38.69 39.63 40.63 41.62 Hourly 6461 PLANNER-ASSOCIATE FLM 6,522 6,685 6,848 7,019 7,190 7,370 7,550 7,739 7,927 Monthly
38.57 37.63 39.51 40.49 41.48 42.52 43.56 44.65 45.73 Hourly 6465 PLANT MAINTENANCE SUPERVISOR FLM 8,368 8,577 8,786 9,006 9,225 9,456 9,686 9,928 10,171 Monthly
49.48 48.28 50.69 51.96 53.22 54.55 55.88 57.28 58.68 Hourly 6430 RECREATION SUPERVISOR I FLM 5,708 5,851 5,993 6,143 6,293 6,451 6,608 6,773 6,938 Monthly
33.76 32.93 34.58 35.44 36.31 37.22 38.12 39.08 40.03 Hourly 6445 RECREATION SUPERVISOR II FLM 6,279 6,436 6,593 6,758 6,923 7,096 7,269 7,451 7,632 Monthly
37.13 36.23 38.04 38.99 39.94 40.94 41.94 42.99 44.03 Hourly 6446 RECREATION SUPERVISOR III FLM 6,907 7,080 7,252 7,434 7,615 7,806 7,996 8,196 8,396 Monthly
40.85 39.85 41.84 42.89 43.93 45.03 46.13 47.28 48.44 Hourly 6610 WASTEWATER COLLECTIONS SUPERVISOR FLM 6,715 6,883 7,051 7,228 7,404 7,589 7,774 7,969 8,163 Monthly
39.71 38.74 40.68 41.70 42.72 43.78 44.85 45.98 47.09 Hourly 6496 WASTEWATER TRT FACILITY CHIEF OPERATOR FLM 8,520 8,733 8,946 9,170 9,393 9,628 9,863 10,109 10,356 Monthly
50.38 49.15 51.61 52.90 54.19 55.55 56.90 58.32 59.75 Hourly 6511 WASTEWATER TRT FACILITY SUPERVISOR FLM 9,371 9,606 9,840 10,086 10,332 10,591 10,849 11,120 11,392 Monthly
55.42 54.06 56.77 58.19 59.61 61.10 62.59 64.15 65.72 Hourly 6441 WATER DISTRIBUTION SUPERVISOR FLM 7,615 7,806 7,996 8,196 8,396 8,606 8,816 9,037 9,257 Monthly
45.03 43.93 46.13 47.28 48.44 49.65 50.86 52.14 53.41 Hourly 6560 WATER TREATMENT FACILITY CHIEF OPERATOR FLM 8,520 8,733 8,946 9,170 9,393 9,628 9,863 10,109 10,356 Monthly
50.38 49.15 51.61 52.90 54.19 55.55 56.90 58.32 59.75 Hourly 6510 WATER TREATMENT FACILITY SUPERVISOR FLM 9,371 9,606 9,840 10,086 10,332 10,591 10,849 11,120 11,392 Monthly
55.42 54.06 56.77 58.19 59.61 61.10 62.59 64.15 65.72 Hourly First Level Management (9 Step) - Page 2
SALARY STEPS
EFFECTIVE 11/25/17 - NEW HIRES ONLY
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
First Level Management
Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those supervisors who are assigned to work an operator shift from 7:00pm to 7:00am.
If a supervisor who is assigned to an operator shift elects to utilize vacation, sick leave, CTO or any other paid leave time, shall not be paid shift differential while on such leave.Education Pay:The Communications Center Coordinator (JCN 6035) shall receive education incentive pay. POST Public Safety Dispatch Intermediate 2.50% POST Public Safety Dispatch Advance 2.50% AA or AS degree 2.50% BA or BS degree 5.00%Non-Water FLM employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)First Level Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
+ Indicates classifications which are exempt from the Fair Labor Standards Act (FLSA).First Level Management (9 Step) - Page 3
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Mid Managers
Bargaining
JCN CLASSIFICATION Group 12 3456
7165* ACCOUNTING MANAGER MM 9,893 10,388 10,907 11,452 12,025 Monthly
59.93 57.08 62.93 66.07 69.38 Hourly
7070* ADMINISTRATIVE ANALYST III MM 7,647 8,029 8,430 8,851 9,294 Monthly
44.12 46.32 48.63 51.06 53.62 Hourly
7010* ADMINISTRATIVE MANAGER MM 8,655 9,088 9,542 10,019 10,520 Monthly
49.93 52.43 55.05 57.80 60.69 Hourly
7125* ANIMAL SERVICES MANAGER MM 8,472 8,896 9,341 9,808 10,298 Monthly
48.88 51.32 53.89 56.58 59.41 Hourly
7112* CHIEF BUILDING OFFICIAL MM 9,711 10,197 10,707 11,242 11,804 Monthly
56.03 58.83 61.77 64.86 68.10 Hourly
7418* CITY CLERK ADMINISTRATOR MM 9,295 9,760 10,248 10,760 11,298 Monthly
53.63 56.31 59.12 62.08 65.18 Hourly
7185 DEPUTY DIRECTOR OF DEVELOPMENT SERVICES MM 11,131 11,688 12,272 12,886 13,530 Monthly
67.43 64.22 70.80 74.34 78.06 Hourly
7175* DEPUTY P.W. DIRECTOR - ENGINEERING MM 11,131 11,688 12,272 12,886 13,530 Monthly
64.22 67.43 70.80 74.34 78.06 Hourly
7195* DEPUTY P.W. DIRECTOR - MAINTENANCE MM 9,249 9,711 10,197 10,707 11,242 Monthly
53.36 56.03 58.83 61.77 64.86 Hourly
7160* DEPUTY P.W. DIRECTOR - UTILITIES MM 9,841 10,333 10,850 11,392 11,962 Monthly
56.78 59.61 62.60 65.72 69.01 Hourly
7110* DIVISION FIRE CHIEF MM 11,350 11,918 12,514 13,140 13,797 Monthly
68.76 65.48 72.20 75.81 79.60 Hourly
7120* ENGINEER - SENIOR MM 9,211 9,672 10,156 10,664 11,198 Monthly
53.14 55.80 58.59 61.52 64.60 Hourly
7200* ENVIRONMENTAL COMPLIANCE MANAGER MM 8,946 9,393 9,863 10,356 10,874 Monthly
51.61 54.19 56.90 59.75 62.73 Hourly
Mid Managers - Page 1
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Mid Managers
Bargaining
JCN CLASSIFICATION Group 12 3456
7205* INFORMATION SECURITY ADMINISTRATOR MM 8,910 9,355 9,823 10,314 10,830 Monthly
51.40 53.97 56.67 59.50 62.48 Hourly
7105* INFORMATION TECHNOLOGY MANAGER MM 9,870 10,364 10,882 11,426 11,997 Monthly
56.94 59.79 62.78 65.92 69.21 Hourly
7043* PARK MAINTENANCE MANAGER MM 6,826 7,167 7,525 7,901 8,296 Monthly
39.38 41.35 43.41 45.58 47.86 Hourly
7044* PARKS AND GROUNDS SUPERINTENDENT MM 8,472 8,896 9,341 9,808 10,298 Monthly
48.88 51.32 53.89 56.58 59.41 Hourly
7060* PLANNING MANAGER MM 9,276 9,740 10,227 10,738 11,275 Monthly
53.52 56.19 59.00 61.95 65.05 Hourly
7085* PROJECT MANAGER MM 7,763 8,151 8,559 8,987 9,436 Monthly
47.03 44.79 49.38 51.85 54.44 Hourly
7046* RECREATION MANAGER MM 7,942 8,339 8,756 9,194 9,654 Monthly
48.11 45.82 50.52 53.04 55.70 Hourly
Mid Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).Mid Managers - Page 2
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Mid Managers
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
7565* ACCOUNTING MANAGER MM 9,893 10,141 10,388 10,648 10,907 11,180 11,452 11,739 12,025 Monthly
58.51 57.08 59.93 61.43 62.93 64.50 66.07 67.73 69.38 Hourly 7470* ADMINISTRATIVE ANALYST III MM 7,647 7,838 8,029 8,230 8,430 8,641 8,851 9,073 9,294 Monthly
45.22 44.12 46.32 47.48 48.63 49.85 51.06 52.34 53.62 Hourly 7410* ADMINISTRATIVE MANAGER MM 8,655 8,872 9,088 9,315 9,542 9,781 10,019 10,270 10,520 Monthly
51.18 49.93 52.43 53.74 55.05 56.43 57.80 59.25 60.69 Hourly 7525* ANIMAL SERVICES MANAGER MM 8,472 8,684 8,896 9,119 9,341 9,575 9,808 10,053 10,298 Monthly
50.10 48.88 51.32 52.61 53.89 55.24 56.58 58.00 59.41 Hourly 7512* CHIEF BUILDING OFFICIAL MM 9,711 9,954 10,197 10,452 10,707 10,975 11,242 11,523 11,804 Monthly
57.43 56.03 58.83 60.30 61.77 63.32 64.86 66.48 68.10 Hourly 7419* CITY CLERK ADMINISTRATOR MM 9,295 9,528 9,760 10,004 10,248 10,504 10,760 11,029 11,298 Monthly
54.97 53.63 56.31 57.72 59.12 60.60 62.08 63.63 65.18 Hourly 7585 DEPUTY DIRECTOR OF DEVELOPMENT SERVICES MM 11,131 11,410 11,688 11,980 12,272 12,579 12,886 13,208 13,530 Monthly
65.83 64.22 67.43 69.12 70.80 72.57 74.34 76.20 78.06 Hourly 7575* DEPUTY P.W. DIRECTOR - ENGINEERING MM 11,131 11,410 11,688 11,980 12,272 12,579 12,886 13,208 13,530 Monthly
65.83 64.22 67.43 69.12 70.80 72.57 74.34 76.20 78.06 Hourly 7595* DEPUTY P.W. DIRECTOR - MAINTENANCE MM 9,249 9,480 9,711 9,954 10,197 10,452 10,707 10,975 11,242 Monthly
54.69 53.36 56.03 57.43 58.83 60.30 61.77 63.32 64.86 Hourly 7560* DEPUTY P.W. DIRECTOR - UTILITIES MM 9,841 10,087 10,333 10,592 10,850 11,121 11,392 11,677 11,962 Monthly
58.19 56.78 59.61 61.11 62.60 64.16 65.72 67.37 69.01 Hourly 7510* DIVISION FIRE CHIEF MM 11,350 11,634 11,918 12,216 12,514 12,827 13,140 13,468 13,797 Monthly
67.12 65.48 68.76 70.48 72.20 74.00 75.81 77.70 79.60 Hourly 7520* ENGINEER - SENIOR MM 9,211 9,442 9,672 9,914 10,156 10,410 10,664 10,931 11,198 Monthly
54.47 53.14 55.80 57.20 58.59 60.06 61.52 63.06 64.60 Hourly 7600* ENVIRONMENTAL COMPLIANCE MANAGER MM 8,946 9,170 9,393 9,628 9,863 10,110 10,356 10,615 10,874 Monthly
52.90 51.61 54.19 55.55 56.90 58.33 59.75 61.24 62.73 Hourly 7605* INFORMATION SECURITY ADMINISTRATOR MM 8,910 9,133 9,355 9,589 9,823 10,069 10,314 10,572 10,830 Monthly
52.69 51.40 53.97 55.32 56.67 58.09 59.50 60.99 62.48 Hourly Mid Manager (9 Step) - Page 1
EFFECTIVE 04/28/2018 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Mid Managers
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
7505* INFORMATION TECHNOLOGY MANAGER MM 9,870 10,117 10,364 10,623 10,882 11,154 11,426 11,712 11,997 Monthly
58.37 56.94 59.79 61.29 62.78 64.35 65.92 67.57 69.21 Hourly 7443* PARK MAINTENANCE MANAGER MM 6,826 6,997 7,167 7,346 7,525 7,713 7,901 8,099 8,296 Monthly
40.37 39.38 41.35 42.38 43.41 44.50 45.58 46.73 47.86 Hourly 7444* PARKS AND GROUNDS SUPERINTENDENT MM 8,472 8,684 8,896 9,119 9,341 9,575 9,808 10,053 10,298 Monthly
50.10 48.88 51.32 52.61 53.89 55.24 56.58 58.00 59.41 Hourly 7460* PLANNING MANAGER MM 9,276 9,508 9,740 9,984 10,227 10,483 10,738 11,007 11,275 Monthly
54.85 53.52 56.19 57.60 59.00 60.48 61.95 63.50 65.05 Hourly 7485* PROJECT MANAGER MM 7,763 7,957 8,151 8,355 8,559 8,773 8,987 9,212 9,436 Monthly
44.79 45.91 47.03 48.20 49.38 50.61 51.85 53.15 54.44 Hourly 7446* RECREATION MANAGER MM 7,942 8,141 8,339 8,548 8,756 8,975 9,194 9,424 9,654 Monthly
45.82 46.97 48.11 49.32 50.52 51.78 53.04 54.37 55.70 Hourly Mid Managers who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).
Mid Manager (9 Step) - Page 2
SALARY STEPS
EFFECTIVE 04/28/2018 - NEW HIRES ONLY
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Sworn Police Mid-Managers
Bargaining
JCN CLASSIFICATION Group 12 345
7180* ASSISTANT POLICE CHIEF Sworn MM 12,541 13,168 13,826 14,517 15,242 Monthly
75.97 72.35 79.77 83.75 87.94 Hourly
7150* POLICE COMMANDER Sworn MM 11,943 12,540 13,167 13,825 14,517 Monthly
72.35 68.90 75.96 79.76 83.75 Hourly
7111* POLICE LIEUTENANT Sworn MM 10,638 11,170 11,729 12,315 12,930 Monthly
64.44 61.37 67.67 71.05 74.60 Hourly
Pensionable Compensation for New Members (PEPRA)
MOU Article 1.2 - Bilingual PayPolice Sworn Mid-Manager employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:MOU Article 1.3 - Education Incentive Police Sworn Mid-Manager employees awarded a Master's degree or who has successfully completed theFBI National Academy will be eligible to receive an education incentive of 2.5% of base salary.The maximum education incentive is limited to 2.5% of base salary. * Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).Sworn Police Mid Managers
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Police Officers Association
Bargaining
JCN CLASSIFICATION Group 12 3456
2005 ADMINISTRATIVE ASSISTANT PD 4,487 4,711 4,947 5,194 5,454 Monthly
27.18 25.89 28.54 29.97 31.47 Hourly
2040 COMMUNITY POLICING COORDINATOR PD 4,425 4,646 4,878 5,122 5,378 Monthly
25.53 26.80 28.14 29.55 31.03 Hourly
2130 COMMUNITY SERVICE OFFICER PD 4,367 4,585 4,814 5,055 5,308 Monthly
25.19 26.45 27.77 29.16 30.62 Hourly
2125 COMMUNITY SERVICE OFFICER - LEAD PD 4,928 5,174 5,433 5,705 5,990 Monthly
29.85 28.43 31.34 32.91 34.56 Hourly
2150 FIELD SERVICE TECHNICIAN PD 4,425 4,646 4,878 5,122 5,378 Monthly
25.53 26.80 28.14 29.55 31.03 Hourly
2200 POLICE OFFICER PD 5,848 6,140 6,447 6,769 7,107 7,462 Monthly
33.74 35.42 37.19 39.05 41.00 43.05 Hourly
2120 POLICE RECORDS CLERK PD 3,702 3,887 4,081 4,285 4,499 Monthly
21.36 22.43 23.54 24.72 25.96 Hourly
2160 POLICE RECORDS CLERK - LEAD PD 4,105 4,310 4,526 4,752 4,989 Monthly
23.68 24.87 26.11 27.42 28.78 Hourly
2190 POLICE RECRUIT PD 5,087 5,341 5,608 - - Monthly
29.35 30.81 32.36 - - Hourly
2110 PUBLIC SAFETY DISPATCHER I PD 4,120 4,326 - - - Monthly
23.77 24.96 - - - Hourly
2140 PUBLIC SAFETY DISPATCHER II PD 4,849 5,091 5,346 5,613 5,894 Monthly
27.98 29.37 30.84 32.38 34.00 Hourly
2180 PUBLIC SAFETY DISPATCHER III PD - - - 6,169 6,477 Monthly - - - 35.59 37.37 Hourly
2170 POLICE SERVICES ANALYST PD 5,038 5,290 5,555 5,833 6,124 Monthly
30.52 29.07 32.05 33.65 35.33 Hourly
Police Officers Association - Page 1
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Police Officers Association
Pensionable Compensation for New Members (PEPRA)
Assignment of an employee in the Police Officer classification to the Investigation Division and/or Net Unit shall include a seven and one half (7.5) percent compensation above the appropriate Police Officer salary step for the period of the temporary assignment and shall be designated as follows:Additional (or Other) Pensionable Compensation for New Members (PEPRA)Police Officers designated as Field Training Officers by the Police Chief shall receive five (5) percent additional compensation (calculated from their base hourly wage) while so assigned to the Departments Training Program.Additional (or Other) Pensionable Compensation for New Members (PEPRA)MOU Article 2.5 - Education Incentive - Education Incentive pay for sworn personnel shall be base pay cumulative but not compounded.The cap for employees with an Advanced POST certificate shall be 10%.Sworn Personnel shall receive education incentive as follows:
AA or AS degree 2.50% BA or BS degree 7.50%
POST Intermediate Certificate 2.50%
POST Advance Certificate 7.50%
ALL non-sworn POA personnel shall receive education incentive pay as follows:
AA or AS degree 2.50% BA or BS degree 5.00%
Dispatcher I/II/III only will also receive education incentive pay as follows:
POST Public Safety Dispatch Intermediate 2.50%
POST Public Safety Dispatch Advance 2.50%
Education Incentive pay for non-sworn personnel shall be base pay cumulative but not compounded and shall have a 7.5% cap for all classifications.MOU Article TBD - Longevity Pay Longevity Pay for all POA personnel shall be base pay cumulative but not compounded.Longevity Pay shall be received as follows based on time in service at the City of Yuba City:
Upon completion of 10 years of service 2.50%Upon completion of 15 years of service 5.00%Upon completion of 20 years of service 7.50% MOU Article 2.6 - Bilingual PaySworn and non-sworn employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:
Police Officers Association - Page 2
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Police Officers Association
MOU Article 2.7 - Holiday PayOfficers assigned to regular patrol shifts and public safety dispatchers shall receive straight time pay for 7.33 hours per month, paid and computed on a bi-weekly basis in lieu of time off.MOU Article 2.9 - Field Training OfficerCommunity Service Officers and Dispatcher II employees designated as Field Training Officers shall receive five percent (5%) additional compensation (calculated from their base hourly wage) on an hour per hour basis.MOU Article 2.13 - Canine Unit Employees assigned as canine handlers will be compensated at the hourly rate of legal minimum wage for up to seven (7) hours per week that the officer is so assigned.MOU Article 2.4 - Traffic Division (effective September 28, 2019)Employees assigned to the Traffic Division shall receive five percent (5%)hazard pay (calculated from their base hourly wage) on an hour per hour basis.
Police Officers Association - Page 3
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Police Officers Association
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
2405 ADMINISTRATIVE ASSISTANT PD 4,487 4,599 4,711 4,829 4,947 5,071 5,194 5,324 5,454 Monthly
26.53 25.89 27.18 27.86 28.54 29.26 29.97 30.72 31.47 Hourly 2440 COMMUNITY POLICING COORDINATOR PD 4,425 4,536 4,646 4,762 4,878 5,000 5,122 5,250 5,378 Monthly
26.17 25.53 26.80 27.47 28.14 28.85 29.55 30.29 31.03 Hourly 2530 COMMUNITY SERVICE OFFICER PD 4,367 4,476 4,585 4,700 4,814 4,935 5,055 5,181 5,308 Monthly
25.82 25.19 26.45 27.12 27.77 28.47 29.16 29.89 30.62 Hourly 2525 COMMUNITY SERVICE OFFICER - LEAD PD 4,928 5,051 5,174 5,304 5,433 5,569 5,705 5,848 5,990 Monthly
29.14 28.43 29.85 30.60 31.34 32.13 32.91 33.74 34.56 Hourly 2550 FIELD SERVICE TECHNICIAN PD 4,425 4,536 4,646 4,762 4,878 5,000 5,122 5,250 5,378 Monthly
26.17 25.53 26.80 27.47 28.14 28.85 29.55 30.29 31.03 Hourly 2520 POLICE RECORDS CLERK PD 3,702 3,795 3,887 3,984 4,081 4,183 4,285 4,392 4,499 Monthly
21.89 21.36 22.43 22.98 23.54 24.13 24.72 25.34 25.96 Hourly 2560 POLICE RECORDS CLERK - LEAD PD 4,105 4,208 4,310 4,418 4,526 4,639 4,752 4,871 4,989 Monthly
24.28 23.68 24.87 25.49 26.11 26.76 27.42 28.10 28.78 Hourly 2470 POLICE SERVICES ANALYST PD 5,038 5,164 5,290 5,423 5,555 5,694 5,833 5,979 6,124 Monthly
29.79 29.07 30.52 31.29 32.05 32.85 33.65 34.49 35.33 Hourly Pensionable Compensation for New Members (PEPRA)
MOU Article 2.5 - Education Incentive - ALL non-sworn POA personnel shall receive education incentive pay as follows: AA or AS degree 2.5% BA or BS degree 5.0%Education Incentive pay for non-sworn personnel shall be base pay cumulative but not compounded and shall have a 7.5% cap for all classifications.
MOU Article TBD - Longevity Pay Longevity Pay for all POA personnel shall be base pay cumulative but not compounded.Longevity Pay shall be received as follows based on time in service at the City of Yuba City:
Upon completion of 10 years of service 2.5%Upon completion of 15 years of service 5.0%Upon completion of 20 years of service 7.5% MOU Article 2.6 - Bilingual PayNon-sworn employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:MOU Article 2.9 - Field Training OfficerCommunity Service Officers designated as Field Training Officers shall receive five percent (5%)additional compensation (calculated from their base hourly wage) on an hour per hour basis.
Police Officers Association - Page 3
SALARY STEPS
EFFECTIVE 03/03/18 - NEW HIRES ONLY
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Police Sergeants
Bargaining
JCN CLASSIFICATION Group 12 345
6100* POLICE SERGEANT PS 7,354 7,722 8,108 8,513 8,938 Monthly
42.43 44.55 46.78 49.11 51.57 Hourly
Pensionable Compensation for New Members (PEPRA)
MOU Article 3.4 - Longevity Pay (Cumulative but not compounded)Upon completion of service with the City of Yuba City:
5 years 1.25%
10 years 2.50%15 years 5.00%20 years 7.50%
MOU Article 3.5 - Education IncentivePolice Sergeants shall receive an educational incentive of 2.5% for either an AA degree or POST Intermediate Certificate; a 5% educational incentive for a Bachelor's degree or a POST AdvancedCertificate and an additional 5.2% for possession of a POST Supervisory Certificate. Education Incentive pay shall be base pay cumulative but not compounded and shall have a 12.7% cap.MOU Article 3.6 - Bilingual PayPolice Sergeants who are certified as bilingual will receive a bilingual pay incentive of $100 per month:MOU Article 3.7 - Holiday PayPolice Sergeants assigned to regular patrol shifts shall receive straight time pay for 7.33 hours per month, paid and computed on a bi-weekly basis in lieu of time off.MOU Article 3.14 & 3.15 - FTO Pay and Traffic DivisionEmployees assigned to Field Training Officer, and/or the Traffic Divisionshall receive 5% of incentive pay (calculated from base hourly wage). MOU Article 3.13 - Detective and Net-5 (increase from 5% to 7.5% effective 9/28/19)Employees assigned to Investigation and/or Net-5shall receive 7.5% of incentive pay (calculated from base hourly wage).
Police Sergeants
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4101 ACCOUNTANT I PEU, Local 1 5,552 5,830 6,122 6,428 6,749 Monthly
33.63 32.03 35.32 37.08 38.94 Hourly
4100 ACCOUNT CLERK-INTERMEDIATE PEU, Local 1 3,860 4,053 4,256 4,469 4,693 Monthly
22.27 23.38 24.55 25.78 27.08 Hourly
4162 ACCOUNT CLERK-SENIOR PEU, Local 1 4,247 4,459 4,682 4,916 5,162 Monthly
24.50 25.73 27.01 28.36 29.78 Hourly
4244 ADMINISTRATIVE ANALYST I PEU, Local 1 5,781 6,070 6,374 6,693 7,028 Monthly
33.35 35.02 36.77 38.61 40.55 Hourly
4020 ADMINISTRATIVE ASSISTANT PEU, Local 1 4,487 4,711 4,947 5,194 5,454 Monthly
27.18 25.89 28.54 29.97 31.47 Hourly
4040 ADMINISTRATIVE CLERK I PEU, Local 1 3,237 3,399 3,569 3,747 3,934 Monthly
18.68 19.61 20.59 21.62 22.70 Hourly
4060 ADMINISTRATIVE CLERK II PEU, Local 1 3,561 3,739 3,926 4,122 4,328 Monthly
20.54 21.57 22.65 23.78 24.97 Hourly
4085 ADMINISTRATIVE CLERK III PEU, Local 1 3,916 4,112 4,318 4,534 4,761 Monthly
22.59 23.72 24.91 26.16 27.47 Hourly
4090 ANIMAL SERVICES OFFICER I PEU, Local 1 3,940 4,137 4,344 4,561 4,789 Monthly
22.73 23.87 25.06 26.31 27.63 Hourly
4095 ANIMAL SERVICES OFFICER II PEU, Local 1 4,319 4,535 4,762 5,000 5,250 Monthly
24.92 26.16 27.47 28.85 30.29 Hourly
Public Employees Union, Local #1 - Page 1
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4270 BUILDING INSPECTOR I PEU, Local 1 5,196 5,456 5,729 6,015 6,316 Monthly
29.98 31.48 33.05 34.70 36.44 Hourly
4292 BUILDING INSPECTOR II PEU, Local 1 5,974 6,273 6,587 6,916 7,262 Monthly
34.47 36.19 38.00 39.90 41.90 Hourly
4062 BUILDING MAINTENANCE WORKER I PEU, Local 1 4,211 4,422 4,643 4,875 5,119 Monthly
24.29 25.51 26.79 28.13 29.53 Hourly
4121 BUILDING MAINTENANCE WORKER II PEU, Local 1 4,604 4,834 5,076 5,330 5,596 Monthly
26.56 27.89 29.28 30.75 32.28 Hourly
4285 CODE ENFORCEMENT OFFICER PEU, Local 1 5,310 5,576 5,855 6,148 6,455 Monthly
30.63 32.17 33.78 35.47 37.24 Hourly
4115 COMMUNITY DEVELOPMENT TECH I PEU, Local 1 4,385 4,604 4,834 5,076 5,330 Monthly
25.30 26.56 27.89 29.28 30.75 Hourly
4144 COMMUNITY DEVELOPMENT TECH II PEU, Local 1 4,822 5,063 5,316 5,582 5,861 Monthly
27.82 29.21 30.67 32.20 33.81 Hourly
4243 CONSTRUCTION INSPECTOR PEU, Local 1 5,746 6,033 6,335 6,652 6,985 Monthly
33.15 34.81 36.55 38.38 40.30 Hourly
4050 CUSTODIAN I PEU, Local 1 3,480 3,654 3,837 4,029 4,231 Monthly
20.08 21.08 22.14 23.24 24.41 Hourly
4082 CUSTODIAN II PEU, Local 1 3,829 4,020 4,221 4,432 4,654 Monthly
22.09 23.19 24.35 25.57 26.85 Hourly
4030 CUSTOMER SERVICES REP I PEU, Local 1 3,461 3,634 3,816 4,007 4,208 Monthly
19.97 20.97 22.02 23.12 24.28 Hourly
4070 CUSTOMER SERVICES REP II PEU, Local 1 3,793 3,983 4,182 4,391 4,610 Monthly
21.88 22.98 24.13 25.33 26.60 Hourly
4161 CUSTOMER SERVICES REP.-SENIOR PEU, Local 1 4,172 4,381 4,600 4,830 5,071 Monthly
24.07 25.28 26.54 27.87 29.26 Hourly
4170 ELECTRICAL TECHNICIAN I PEU, Local 1 5,780 6,069 6,372 6,691 7,025 Monthly
33.35 35.01 36.76 38.60 40.53 Hourly
4265 ELECTRICAL TECHNICIAN II PEU, Local 1 6,358 6,676 7,010 7,360 7,728 Monthly
36.68 38.52 40.44 42.46 44.58 Hourly
Public Employees Union, Local #1 - Page 2
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4280 ELECTRICAL TECHNICIAN III PEU, Local 1 6,993 7,343 7,710 8,096 8,501 Monthly
40.34 42.36 44.48 46.71 49.04 Hourly
4300 ENGINEER - ASSISTANT PEU, Local 1 6,333 6,650 6,982 7,331 7,697 Monthly
36.54 38.37 40.28 42.29 44.41 Hourly
4215 ENGINEERING TECHNICIAN I PEU, Local 1 4,925 5,171 5,430 5,702 5,987 Monthly
28.41 29.83 31.33 32.90 34.54 Hourly
4250 ENGINEERING TECHNICIAN II PEU, Local 1 5,324 5,590 5,870 6,164 6,472 Monthly
30.72 32.25 33.87 35.56 37.34 Hourly
4295 ENGINEERING TECHNICIAN III PEU, Local 1 6,132 6,439 6,761 7,099 7,454 Monthly
35.38 37.15 39.01 40.96 43.00 Hourly
4590 ENVIRONMENTAL COMPLIANCE INSPECTOR PEU, Local 1 5,698 5,983 6,282 6,596 6,926 Monthly
34.52 32.87 36.24 38.05 39.96 Hourly
4036 FIELD CUSTOMER SERVICE REP I PEU, Local 1 3,448 3,620 3,801 3,991 4,191 Monthly
19.89 20.88 21.93 23.03 24.18 Hourly
4083 FIELD CUSTOMER SERVICE REP II PEU, Local 1 3,793 3,983 4,182 4,391 4,610 Monthly
21.88 22.98 24.13 25.33 26.60 Hourly
4246 INFORMATION SYSTEMS TECHNICIAN PEU, Local 1 5,381 5,650 5,932 6,229 6,540 Monthly
31.04 32.60 34.22 35.94 37.73 Hourly
4260 INFORMATION SYSTEMS TECHNICIAN II PEU, Local 1 5,920 6,216 6,527 6,853 7,196 Monthly
34.15 35.86 37.66 39.54 41.52 Hourly
4281 INSTRUMENTATION TECHNICIAN I PEU, Local 1 5,780 6,069 6,372 6,691 7,025 Monthly
33.35 35.01 36.76 38.60 40.53 Hourly
4282 INSTRUMENTATION TECHNICIAN II PEU, Local 1 6,358 6,676 7,010 7,360 7,728 Monthly
36.68 38.52 40.44 42.46 44.58 Hourly
4283 INSTRUMENTATION TECHNICIAN III PEU, Local 1 6,993 7,343 7,710 8,096 8,501 Monthly
40.34 42.36 44.48 46.71 49.04 Hourly
4110 KENNEL ATTENDANT I PEU, Local 1 3,570 3,748 3,935 4,132 4,339 Monthly
20.60 21.62 22.70 23.84 25.03 Hourly
Public Employees Union, Local #1 - Page 3
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4111 KENNEL ATTENDANT II PEU, Local 1 3,927 4,123 4,329 4,545 4,773 Monthly
22.66 23.79 24.98 26.22 27.54 Hourly
4530 LABORATORY ANALYST I PEU, Local 1 5,498 5,773 6,062 6,365 6,684 Monthly
33.31 31.72 34.97 36.72 38.56 Hourly
4581 LABORATORY ANALYST II PEU, Local 1 6,049 6,351 6,669 7,002 7,352 Monthly
36.64 34.90 38.48 40.40 42.42 Hourly
4064 LABORATORY ASSISTANT PEU, Local 1 4,781 5,020 5,271 5,535 5,812 Monthly
27.58 28.96 30.41 31.93 33.53 Hourly
4220 MECHANIC PEU, Local 1 4,691 4,926 5,172 5,431 5,703 Monthly
27.06 28.42 29.84 31.33 32.90 Hourly
4225 MECHANIC-LEAD PEU, Local 1 5,161 5,419 5,690 5,974 6,273 Monthly
29.78 31.26 32.83 34.47 36.19 Hourly
4063 PARK MAINTENANCE WORKER I PEU, Local 1 3,854 4,047 4,249 4,461 4,684 Monthly
22.23 23.35 24.51 25.74 27.02 Hourly
4065 PARK MAINTENANCE WORKER I (a) PEU, Local 1 3,854 - - - - Monthly - - - - Hourly 22.23
4122 PARK MAINTENANCE WORKER II PEU, Local 1 4,238 4,450 4,673 4,907 5,152 Monthly
24.45 25.67 26.96 28.31 29.72 Hourly
4200 PARK MAINTENANCE WORKER III PEU, Local 1 4,662 4,895 5,140 5,397 5,667 Monthly
26.90 28.24 29.65 31.14 32.69 Hourly
4245 PLANNER-ASSISTANT PEU, Local 1 5,670 5,954 6,252 6,565 6,893 Monthly
32.71 34.35 36.07 37.88 39.77 Hourly
4255 PLANS EXAMINER PEU, Local 1 5,730 6,016 6,317 6,633 6,965 Monthly
33.06 34.71 36.44 38.27 40.18 Hourly
4140 PLANT MAINTENANCE MECHANIC PEU, Local 1 5,588 5,867 6,160 6,468 6,791 Monthly
32.24 33.85 35.54 37.32 39.18 Hourly
4221 PLANT MAINTENANCE MECHANIC -SENIOR PEU, Local 1 6,145 6,452 6,775 7,114 7,470 Monthly
35.45 37.22 39.09 41.04 43.10 Hourly
Public Employees Union, Local #1 - Page 4
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4061 PUBLIC WORKS MAINTENANCE WORKER I PEU, Local 1 3,854 4,047 4,249 4,461 4,684 Monthly
22.23 23.35 24.51 25.74 27.02 Hourly
4120 PUBLIC WORKS MAINTENANCE WORKER II PEU, Local 1 4,238 4,450 4,673 4,907 5,152 Monthly
24.45 25.67 26.96 28.31 29.72 Hourly
4150 PUBLIC WORKS MAINTENANCE WORKER III PEU, Local 1 4,662 4,895 5,140 5,397 5,667 Monthly
26.90 28.24 29.65 31.14 32.69 Hourly
4080 RECREATION COORDINATOR PEU, Local 1 4,227 4,438 4,660 4,893 5,138 Monthly
24.39 25.60 26.88 28.23 29.64 Hourly
4117 REGISTERED VETERINARY TECH PEU, Local 1 4,319 4,535 4,762 5,000 5,250 Monthly
24.92 26.16 27.47 28.85 30.29 Hourly
4540 QUALITY ASSURANCE OFFICER PEU, Local 1 6,503 6,828 7,169 7,527 7,903 Monthly
37.52 39.39 41.36 43.43 45.59 Hourly
4058 UTILITIES TREATMENT PLANT MAINTENANCE WORKER I PEU, Local 1 3,854 4,047 4,249 4,461 4,684 Monthly
22.23 23.35 24.51 25.74 27.02 Hourly
4118 UTILITIES TREATMENT PLANT MAINTENANCE WORKER II PEU, Local 1 4,238 4,450 4,673 4,907 5,152 Monthly
24.45 25.67 26.96 28.31 29.72 Hourly
4236 WASTEWATER COLLECTIONS MAINTENANCE WORKER I PEU, Local 1 4,21 4,429 8 4,650 4,883 5,127 Monthly
24.33 25.55 26.83 28.17 29.58 Hourly
4237 WASTEWATER COLLECTIONS MAINTENANCE WORKER II PEU, Local 1 5,0 5,314 61 5,580 5,859 6,152 Monthly
29.20 30.66 32.19 33.80 35.49 Hourly
4238 WASTEWATER COLLECTIONS MAINTENANCE WORKER III PEU, Local 1 5, 5,983 698 6,282 6,596 6,926 Monthly
32.87 34.52 36.24 38.05 39.96 Hourly
4166 WASTEWATER TREATMENT FACILITY OP. TRAINEE/ I PEU, Local 1 6,123 6,429 6,750 7,087 7,442 Monthly
35.33 37.09 38.94 40.89 42.93 Hourly
4235 WASTEWATER TREATMENT FACILITY OP. II PEU, Local 1 6,735 7,072 7,426 7,797 8,186 Monthly
38.86 40.80 42.84 44.98 47.23 Hourly
4293 WASTEWATER TREATMENT FACILITY OP. III PEU, Local 1 7,409 7,779 8,168 8,576 9,005 Monthly
42.74 44.88 47.12 49.48 51.95 Hourly
Public Employees Union, Local #1 - Page 5
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4284 WATER DISTRIBUTION OPERATOR I PEU, Local 1 5,077 5,331 5,598 5,878 6,172 Monthly
30.76 29.29 32.30 33.91 35.61 Hourly
4286 WATER DISTRIBUTION OPERATOR II PEU, Local 1 5,586 5,865 6,158 6,466 6,789 Monthly
33.84 32.23 35.53 37.30 39.17 Hourly
4287 WATER DISTRIBUTION OPERATOR III PEU, Local 1 6,424 6,745 7,082 7,436 7,807 Monthly
38.91 37.06 40.86 42.90 45.04 Hourly
4131 WATER TREATMENT FACILITY OPER.TRAINEE PEU, Local 1 5,566 5,844 6,136 6,443 6,765 Monthly
32.11 33.72 35.40 37.17 39.03 Hourly
4180 WATER TREATMENT FACILITY OPERATOR II PEU, Local 1 6,123 6,429 6,750 7,087 7,442 Monthly
35.33 37.09 38.94 40.89 42.93 Hourly
4230 WATER TREATMENT FACILITY OPERATOR III PEU, Local 1 6,734 7,071 7,425 7,796 8,186 Monthly
38.85 40.79 42.84 44.98 47.23 Hourly
4291 WATER TREATMENT FACILITY OPERATOR IV PEU, Local 1 7,409 7,779 8,168 8,576 9,005 Monthly
42.74 44.88 47.12 49.48 51.95 Hourly
Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those operators who are assigned to work from 7:00pm to 7:00am. Operators who utilize vacation, sick leave,CTO or any other paid leave time, shall not be paid shift differential while on such leave.Certification Pay:Employees whose job functions include pesticide application are eligible for certificate pay of $50.00 per month for possession of a Pesticide Application certification.Employees whose job functions include pool operations are eligible for certificate pay of $50.00 per month for possession of Pool Operations certification.
Maintenance workers in the Water Distribution Division that do not meet minimum qualifications for the Water Distribution Operator classification, shallremain in the maintenance worker classification and continue to receive certification pay as follows:D-1: $50 per monthD-2: 2.5% of salary per monthD-3: 2.5% of salary per month (cumulative = 5%)D-4: 2.5% of salary per month (cumulative = 7.5%)Total amount of certification pay cannot exceed 10% of the employees' salary (including bilingual pay)Non-Water Employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)Local 1 employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
Public Employees Union, Local #1 - Page 6
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5101 ACCOUNTANT I PEU, Local 1 5,552 5,691 5,830 5,976 6,122 6,275 6,428 6,589 6,749 Monthly
32.83 32.03 33.63 34.48 35.32 36.20 37.08 38.01 38.94 Hourly 5100 ACCOUNT CLERK-INTERMEDIATE PEU, Local 1 3,860 3,957 4,053 4,155 4,256 4,363 4,469 4,581 4,693 Monthly
22.83 22.27 23.38 23.97 24.55 25.17 25.78 26.43 27.08 Hourly 5162 ACCOUNT CLERK-SENIOR PEU, Local 1 4,247 4,353 4,459 4,571 4,682 4,799 4,916 5,039 5,162 Monthly
25.11 24.50 25.73 26.37 27.01 27.69 28.36 29.07 29.78 Hourly 5244 ADMINISTRATIVE ANALYST I PEU, Local 1 5,781 5,926 6,070 6,222 6,374 6,534 6,693 6,861 7,028 Monthly
34.19 33.35 35.02 35.90 36.77 37.70 38.61 39.58 40.55 Hourly 5020 ADMINISTRATIVE ASSISTANT PEU, Local 1 4,487 4,599 4,711 4,829 4,947 5,071 5,194 5,324 5,454 Monthly
26.53 25.89 27.18 27.86 28.54 29.26 29.97 30.72 31.47 Hourly 5040 ADMINISTRATIVE CLERK I PEU, Local 1 3,237 3,318 3,399 3,484 3,569 3,658 3,747 3,841 3,934 Monthly
19.14 18.68 19.61 20.10 20.59 21.10 21.62 22.16 22.70 Hourly 5060 ADMINISTRATIVE CLERK II PEU, Local 1 3,561 3,650 3,739 3,833 3,926 4,024 4,122 4,225 4,328 Monthly
21.06 20.54 21.57 22.11 22.65 23.22 23.78 24.38 24.97 Hourly 5085 ADMINISTRATIVE CLERK III PEU, Local 1 3,916 4,014 4,112 4,215 4,318 4,426 4,534 4,648 4,761 Monthly
23.16 22.59 23.72 24.32 24.91 25.53 26.16 26.82 27.47 Hourly 5090 ANIMAL SERVICES OFFICER I PEU, Local 1 3,940 4,039 4,137 4,241 4,344 4,453 4,561 4,675 4,789 Monthly
23.30 22.73 23.87 24.47 25.06 25.69 26.31 26.97 27.63 Hourly 5095 ANIMAL SERVICES OFFICER II PEU, Local 1 4,319 4,427 4,535 4,649 4,762 4,881 5,000 5,125 5,250 Monthly
25.54 24.92 26.16 26.82 27.47 28.16 28.85 29.57 30.29 Hourly 5270 BUILDING INSPECTOR I PEU, Local 1 5,196 5,326 5,456 5,593 5,729 5,872 6,015 6,165 6,316 Monthly
30.73 29.98 31.48 32.27 33.05 33.88 34.70 35.57 36.44 Hourly 5292 BUILDING INSPECTOR II PEU, Local 1 5,974 6,124 6,273 6,430 6,587 6,752 6,916 7,089 7,262 Monthly
35.33 34.47 36.19 37.10 38.00 38.95 39.90 40.90 41.90 Hourly 5062 BUILDING MAINTENANCE WORKER I PEU, Local 1 4,211 4,317 4,422 4,533 4,643 4,759 4,875 4,997 5,119 Monthly
24.91 24.29 25.51 26.15 26.79 27.46 28.13 28.83 29.53 Hourly 5121 BUILDING MAINTENANCE WORKER II PEU, Local 1 4,604 4,719 4,834 4,955 5,076 5,203 5,330 5,463 5,596 Monthly
27.23 26.56 27.89 28.59 29.28 30.02 30.75 31.52 32.28 Hourly Public Employees Union, Local 1 (9-Step) - Page 1
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5285 CODE ENFORCEMENT OFFICER PEU, Local 1 5,310 5,443 5,576 5,716 5,855 6,002 6,148 6,302 6,455 Monthly
31.40 30.63 32.17 32.98 33.78 34.63 35.47 36.36 37.24 Hourly 5115 COMMUNITY DEVELOPMENT TECH I PEU, Local 1 4,385 4,495 4,604 4,719 4,834 4,955 5,076 5,203 5,330 Monthly
25.93 25.30 26.56 27.23 27.89 28.59 29.28 30.02 30.75 Hourly 5144 COMMUNITY DEVELOPMENT TECH II PEU, Local 1 4,822 4,943 5,063 5,190 5,316 5,449 5,582 5,721 5,861 Monthly
28.52 27.82 29.21 29.94 30.67 31.44 32.20 33.01 33.81 Hourly 5243 CONSTRUCTION INSPECTOR PEU, Local 1 5,746 5,890 6,033 6,184 6,335 6,494 6,652 6,818 6,985 Monthly
33.98 33.15 34.81 35.68 36.55 37.47 38.38 39.33 40.30 Hourly 5050 CUSTODIAN I PEU, Local 1 3,480 3,567 3,654 3,746 3,837 3,933 4,029 4,130 4,231 Monthly
20.58 20.08 21.08 21.61 22.14 22.69 23.24 23.83 24.41 Hourly 5082 CUSTODIAN II PEU, Local 1 3,829 3,925 4,020 4,121 4,221 4,327 4,432 4,543 4,654 Monthly
22.64 22.09 23.19 23.78 24.35 24.96 25.57 26.21 26.85 Hourly 5030 CUSTOMER SERVICES REP I PEU, Local 1 3,461 3,548 3,634 3,725 3,816 3,912 4,007 4,107 4,208 Monthly
20.47 19.97 20.97 21.49 22.02 22.57 23.12 23.69 24.28 Hourly 5070 CUSTOMER SERVICES REP II PEU, Local 1 3,793 3,888 3,983 4,083 4,182 4,287 4,391 4,501 4,610 Monthly
22.43 21.88 22.98 23.56 24.13 24.73 25.33 25.97 26.60 Hourly 5161 CUSTOMER SERVICES REP.-SENIOR PEU, Local 1 4,172 4,277 4,381 4,491 4,600 4,715 4,830 4,951 5,071 Monthly
24.68 24.07 25.28 25.91 26.54 27.20 27.87 28.56 29.26 Hourly 5170 ELECTRICAL TECHNICIAN I PEU, Local 1 5,780 5,925 6,069 6,221 6,372 6,532 6,691 6,858 7,025 Monthly
34.18 33.35 35.01 35.89 36.76 37.68 38.60 39.57 40.53 Hourly 5265 ELECTRICAL TECHNICIAN II PEU, Local 1 6,358 6,517 6,676 6,843 7,010 7,185 7,360 7,544 7,728 Monthly
37.60 36.68 38.52 39.48 40.44 41.45 42.46 43.52 44.58 Hourly 5280 ELECTRICAL TECHNICIAN III PEU, Local 1 6,993 7,168 7,343 7,527 7,710 7,903 8,096 8,299 8,501 Monthly
41.35 40.34 42.36 43.43 44.48 45.59 46.71 47.88 49.04 Hourly 5300 ENGINEER - ASSISTANT PEU, Local 1 6,333 6,492 6,650 6,816 6,982 7,157 7,331 7,514 7,697 Monthly
37.45 36.54 38.37 39.32 40.28 41.29 42.29 43.35 44.41 Hourly 5215 ENGINEERING TECHNICIAN I PEU, Local 1 4,925 5,048 5,171 5,301 5,430 5,566 5,702 5,844 5,987 Monthly
29.12 28.41 29.83 30.58 31.33 32.11 32.90 33.72 34.54 Hourly Public Employees Union, Local 1 (9-Step) - Page 2
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5250 ENGINEERING TECHNICIAN II PEU, Local 1 5,324 5,457 5,590 5,730 5,870 6,017 6,164 6,318 6,472 Monthly
31.48 30.72 32.25 33.06 33.87 34.71 35.56 36.45 37.34 Hourly 5295 ENGINEERING TECHNICIAN III PEU, Local 1 6,132 6,286 6,439 6,600 6,761 6,930 7,099 7,277 7,454 Monthly
36.27 35.38 37.15 38.08 39.01 39.98 40.96 41.98 43.00 Hourly 5590 ENVIRONMENTAL COMPLIANCE INSPECTOR PEU, Local 1 5,698 5,841 5,983 6,133 6,282 6,439 6,596 6,761 6,926 Monthly
33.70 32.87 34.52 35.38 36.24 37.15 38.05 39.01 39.96 Hourly 5036 FIELD CUSTOMER SERVICE REP I PEU, Local 1 3,448 3,534 3,620 3,711 3,801 3,896 3,991 4,091 4,191 Monthly
20.39 19.89 20.88 21.41 21.93 22.48 23.03 23.60 24.18 Hourly 5083 FIELD CUSTOMER SERVICE REP II PEU, Local 1 3,793 3,888 3,983 4,083 4,182 4,287 4,391 4,501 4,610 Monthly
22.43 21.88 22.98 23.56 24.13 24.73 25.33 25.97 26.60 Hourly 5246 INFORMATION SYSTEMS TECHNICIAN PEU, Local 1 5,381 5,516 5,650 5,791 5,932 6,081 6,229 6,385 6,540 Monthly
31.82 31.04 32.60 33.41 34.22 35.08 35.94 36.84 37.73 Hourly 5260 INFORMATION SYSTEMS TECHNICIAN II PEU, Local 1 5,920 6,068 6,216 6,372 6,527 6,690 6,853 7,024 7,196 Monthly
35.01 34.15 35.86 36.76 37.66 38.60 39.54 40.52 41.52 Hourly 5281 INSTRUMENTATION TECHNICIAN I PEU, Local 1 5,780 5,925 6,069 6,221 6,372 6,532 6,691 6,858 7,025 Monthly
34.18 33.35 35.01 35.89 36.76 37.68 38.60 39.57 40.53 Hourly 5282 INSTRUMENTATION TECHNICIAN II PEU, Local 1 6,358 6,517 6,676 6,843 7,010 7,185 7,360 7,544 7,728 Monthly
37.60 36.68 38.52 39.48 40.44 41.45 42.46 43.52 44.58 Hourly 5283 INSTRUMENTATION TECHNICIAN III PEU, Local 1 6,993 7,168 7,343 7,527 7,710 7,903 8,096 8,299 8,501 Monthly
41.35 40.34 42.36 43.43 44.48 45.59 46.71 47.88 49.04 Hourly 5110 KENNEL ATTENDANT I PEU, Local 1 3,570 3,659 3,748 3,842 3,935 4,034 4,132 4,237 4,339 Monthly
21.11 20.60 21.62 22.17 22.70 23.27 23.84 24.44 25.03 Hourly 5111 KENNEL ATTENDANT II PEU, Local 1 3,927 4,025 4,123 4,226 4,329 4,437 4,545 4,659 4,773 Monthly
23.22 22.66 23.79 24.38 24.98 25.60 26.22 26.88 27.54 Hourly 5530 LABORATORY ANALYST I PEU, Local 1 5,498 5,636 5,773 5,918 6,062 6,214 6,365 6,525 6,684 Monthly
32.52 31.72 33.31 34.14 34.97 35.85 36.72 37.64 38.56 Hourly Public Employees Union, Local 1 (9-Step) - Page 3
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5581 LABORATORY ANALYST II PEU, Local 1 6,049 6,200 6,351 6,510 6,669 6,836 7,002 7,177 7,352 Monthly
35.77 34.90 36.64 37.56 38.48 39.44 40.40 41.41 42.42 Hourly 5064 LABORATORY ASSISTANT PEU, Local 1 4,781 4,901 5,020 5,146 5,271 5,403 5,535 5,675 5,812 Monthly
28.28 27.58 28.96 29.69 30.41 31.17 31.93 32.74 33.53 Hourly 5220 MECHANIC PEU, Local 1 4,691 4,809 4,926 5,049 5,172 5,302 5,431 5,567 5,703 Monthly
27.74 27.06 28.42 29.13 29.84 30.59 31.33 32.12 32.90 Hourly 5225 MECHANIC-LEAD PEU, Local 1 5,161 5,290 5,419 5,555 5,690 5,832 5,974 6,123 6,273 Monthly
30.52 29.78 31.26 32.05 32.83 33.65 34.47 35.33 36.19 Hourly 5063 PARK MAINTENANCE WORKER I PEU, Local 1 3,854 3,951 4,047 4,148 4,249 4,355 4,461 4,573 4,684 Monthly
22.79 22.23 23.35 23.93 24.51 25.13 25.74 26.38 27.02 Hourly 5065 PARK MAINTENANCE WORKER I (a) PEU, Local 1 3,854 - - - - - - - - Monthly
22.23 - - - - - - - - Hourly
5122 PARK MAINTENANCE WORKER II PEU, Local 1 4,238 4,344 4,450 4,562 4,673 4,790 4,907 5,030 5,152 Monthly
25.06 24.45 25.67 26.32 26.96 27.63 28.31 29.02 29.72 Hourly 5200 PARK MAINTENANCE WORKER III PEU, Local 1 4,662 4,779 4,895 5,018 5,140 5,269 5,397 5,532 5,667 Monthly
27.57 26.90 28.24 28.95 29.65 30.40 31.14 31.92 32.69 Hourly 5245 PLANNER-ASSISTANT PEU, Local 1 5,670 5,812 5,954 6,103 6,252 6,409 6,565 6,729 6,893 Monthly
33.53 32.71 34.35 35.21 36.07 36.98 37.88 38.82 39.77 Hourly 5255 PLANS EXAMINER I PEU, Local 1 5,730 5,873 6,016 6,167 6,317 6,475 6,633 6,799 6,965 Monthly
33.88 33.06 34.71 35.58 36.44 37.36 38.27 39.23 40.18 Hourly 5255 PLANS EXAMINER II PEU, Local 1 6,303 6,461 6,618 6,784 6,949 7,123 7,296 7,479 7,661 Monthly
37.28 36.36 38.18 39.14 40.09 41.09 42.09 43.15 44.20 Hourly 5140 PLANT MAINTENANCE MECHANIC PEU, Local 1 5,588 5,728 5,867 6,014 6,160 6,314 6,468 6,630 6,791 Monthly
33.05 32.24 33.85 34.70 35.54 36.43 37.32 38.25 39.18 Hourly 5221 PLANT MAINTENANCE MECHANIC -SENIOR PEU, Local 1 6,145 6,299 6,452 6,614 6,775 6,945 7,114 7,292 7,470 Monthly
36.34 35.45 37.22 38.16 39.09 40.07 41.04 42.07 43.10 Hourly 5061 PUBLIC WORKS MAINTENANCE WORKER I PEU, Local 1 3,854 3,951 4,047 4,148 4,249 4,355 4,461 4,573 4,684 Monthly
22.79 22.23 23.35 23.93 24.51 25.13 25.74 26.38 27.02 Hourly Public Employees Union, Local 1 (9-Step) - Page 4
SALARY STEPS
EFFECTIVE 06/09/18 - NEW HIRES ONLY
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5120 PUBLIC WORKS MAINTENANCE WORKER II PEU, Local 1 4,238 4,344 4,450 4,562 4,673 4,790 4,907 5,030 5,152 Monthly
25.06 24.45 25.67 26.32 26.96 27.63 28.31 29.02 29.72 Hourly 5150 PUBLIC WORKS MAINTENANCE WORKER III PEU, Local 1 4,662 4,779 4,895 5,018 5,140 5,269 5,397 5,532 5,667 Monthly
27.57 26.90 28.24 28.95 29.65 30.40 31.14 31.92 32.69 Hourly 5080 RECREATION COORDINATOR PEU, Local 1 4,227 4,333 4,438 4,549 4,660 4,777 4,893 5,015 5,138 Monthly
25.00 24.39 25.60 26.24 26.88 27.56 28.23 28.93 29.64 Hourly 5117 REGISTERED VETERINARY TECH PEU, Local 1 4,319 4,427 4,535 4,649 4,762 4,881 5,000 5,125 5,250 Monthly
25.54 24.92 26.16 26.82 27.47 28.16 28.85 29.57 30.29 Hourly 5540 QUALITY ASSURANCE OFFICER PEU, Local 1 6,503 6,666 6,828 6,999 7,169 7,348 7,527 7,715 7,903 Monthly
38.46 37.52 39.39 40.38 41.36 42.39 43.43 44.51 45.59 Hourly 5058 UTILITIES TREATMENT PLANT MAINTENANCE WORKER I PEU, Local 1 3 3,951 ,854 4,047 4,148 4,249 4,355 4,461 4,573 4,684 Monthly
22.79 22.23 23.35 23.93 24.51 25.13 25.74 26.38 27.02 Hourly 5118 UTILITIES TREATMENT PLANT MAINTENANCE WORKER II PEU, Local 1 4,344 4,238 4,450 4,562 4,673 4,790 4,907 5,030 5,152 Monthly
25.06 24.45 25.67 26.32 26.96 27.63 28.31 29.02 29.72 Hourly 5236 WASTEWATER COLLECTIONS MAINTENANCE WORKER I PEU, Local 1 4,218 4,324 4,429 4,540 4,650 4,767 4,883 5,005 5,127 Monthly
24.95 24.33 25.55 26.19 26.83 27.50 28.17 28.88 29.58 Hourly 5237 WASTEWATER COLLECTIONS MAINTENANCE WORKER II PEU, Local 1 5,061 5,188 5,314 5,447 5,580 5,720 5,859 6,005 6,152 Monthly
29.93 29.20 30.66 31.43 32.19 33.00 33.80 34.64 35.49 Hourly 5238 WASTEWATER COLLECTIONS MAINTENANCE WORKER III PEU, Local 1 5,698 5,841 5,983 6,133 6,282 6,439 6,596 6,761 6,926 Monthly
33.70 32.87 34.52 35.38 36.24 37.15 38.05 39.01 39.96 Hourly 5166 WASTEWATER TREATMENT FACILITY OP. TRAINEE/I PEU, Local 1 6,12 6,276 3 6,429 6,590 6,750 6,919 7,087 7,265 7,442 Monthly
36.21 35.33 37.09 38.02 38.94 39.92 40.89 41.91 42.93 Hourly 5235 WASTEWATER TREATMENT FACILITY OP. II PEU, Local 1 6,735 6,904 7,072 7,249 7,426 7,612 7,797 7,992 8,186 Monthly
39.83 38.86 40.80 41.82 42.84 43.92 44.98 46.11 47.23 Hourly 5293 WASTEWATER TREATMENT FACILITY OP. III PEU, Local 1 7,409 7,594 7,779 7,974 8,168 8,372 8,576 8,791 9,005 Monthly
43.81 42.74 44.88 46.00 47.12 48.30 49.48 50.72 51.95 Hourly 5284 WATER DISTRIBUTION OPERATOR I PEU, Local 1 5,077 5,204 5,331 5,465 5,598 5,738 5,878 6,025 6,172 Monthly
30.02 29.29 30.76 31.53 32.30 33.10 33.91 34.76 35.61 Hourly 5286 WATER DISTRIBUTION OPERATOR II PEU, Local 1 5,586 5,726 5,865 6,012 6,158 6,312 6,466 6,628 6,789 Monthly
33.03 32.23 33.84 34.68 35.53 36.42 37.30 38.24 39.17 Hourly Public Employees Union, Local 1 (9-Step) - Page 5
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5287 WATER DISTRIBUTION OPERATOR III PEU, Local 1 6,424 6,585 6,745 6,914 7,082 7,259 7,436 7,622 7,807 Monthly
37.99 37.06 38.91 39.89 40.86 41.88 42.90 43.97 45.04 Hourly 5131 WATER TREATMENT PLANT OPER.TRAINEE PEU, Local 1 5,566 5,705 5,844 5,990 6,136 6,290 6,443 6,604 6,765 Monthly
32.91 32.11 33.72 34.56 35.40 36.29 37.17 38.10 39.03 Hourly 5180 WATER TREATMENT PLANT OPERATOR II PEU, Local 1 6,123 6,276 6,429 6,590 6,750 6,919 7,087 7,265 7,442 Monthly
36.21 35.33 37.09 38.02 38.94 39.92 40.89 41.91 42.93 Hourly 5230 WATER TREATMENT PLANT OPERATOR III PEU, Local 1 6,734 6,903 7,071 7,248 7,425 7,611 7,796 7,991 8,186 Monthly
39.83 38.85 40.79 41.82 42.84 43.91 44.98 46.10 47.23 Hourly 5291 WATER TREATMENT PLANT OPERATOR IV PEU, Local 1 7,409 7,594 7,779 7,974 8,168 8,372 8,576 8,791 9,005 Monthly
43.81 42.74 44.88 46.00 47.12 48.30 49.48 50.72 51.95 Hourly Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those operators who are assigned to work from 7:00pm to 7:00am. Operators who utilize vacation, sick leave,CTO or any other paid leave time, shall not be paid shift differential while on such leave.Certification Pay:Employees whose job functions include pesticide application are eligible for certificate pay of $50.00 per month for possession of a Pesticide Application certification.Maintenance workers in the Water Distribution Division that do not meet minimum qualifications for the Water Distribution Operator classification, shallremain in the maintenance worker classification and continue to receive certification pay as follows:D-1: $50 per monthD-2: 2.5% of salary per monthD-3: 2.5% of salary per month (cumulative = 5%)D-4: 2.5% of salary per month (cumulative = 7.5%)Total amount of certification pay cannot exceed 10% of the employees' salary (including bilingual pay)Non-Water Employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)Local 1 employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
Public Employees Union, Local 1 (9-Step) - Page 6
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Part-Time, Extra Help, Limited Term and At-Will Contract Employees - EFFECTIVE JANUARY 1, 2023 Bargaining
JCN CLASSIFICATION Group 12 345
0110* Intern Worker 18.68 19.61 20.59 21.62 22.70
4002 Park Maintenance Worker (Temp) 22.23 23.35 24.51 25.74 27.024000 Public Works Maintenance Worker (Temp) 22.23 23.35 24.51 25.74 27.024125 Water/Wastewater Operator-in-Training 22.23 23.35 24.51 25.74 27.022030* Reserve Police Officer (Level I) - see notes 1 & 2 20.830 Reserve Police Officer (Level Ia) - see notes 1,2&3 32.052020* Reserve Police Officer (Level II) - see notes 1 & 2 16.672010* Relief Public Safety Dispatcher 23.77 300 Police Officer Trainee 16.200200* Recreation Worker 15.50 TO 50.00 (Sub Classifications) * Recreation Leader I 15.50 15.95 16.75 * Recreation Leader II 16.75 17.59 18.47 * Recreation Leader III 18.47 19.39 20.36 * Recreation Specialist I 15.50 TO 25.00 * Recreation Specialist II 25.00 TO 50.00 * Lifeguard/Instructor I 16.75 17.59 18.47 19.39 20.36 * Lifeguard/Instructor II 20.36 21.38 22.45 23.57 24.75 4116 Veterinary Assistant 22 21 23 24 25
#REF! #REF! #REF! #REF! #REF!
3410** Fire Recruit 20.403310 Fire Recruit - 40 hour work week 28.561/ Reserves must serve a minimum of 16 hours per month reserve service.2/ City purchases safety equipment and uniforms (except for regular employees who receive a uniform allowance). Shirts, ties, hats, and badge only are purchased.3/ The Reserve Police Officer would only receive the higher pay after he/she has completed the Field Training Program, has already worked his/her mandatory sixteen hours per month, and is covering a shift or partial shift for a regular full-time Officer.* Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).** Indicates classifications whose hourly rates are computed on the basis of an average 56 hour duty week.Effective date for minimum wage increases are based on the work date, not the pay date.EMPLOYEE BARGAINING GROUPS CON - ConfidentialPEU, Local 1 - General EmployeesDH - Department HeadMM - Middle ManagerFM - Fire ManagementFLM - 1st Level ManagerPD - Police DepartmentFIRE - Fire DepartmentPS - Police SergeantPSMM - Police Sworn Mid Managers
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Elected Officials - EFFECTIVE JANUARY 1, 2022
Bargaining
JCN CLASSIFICATION Group 12345
0011 City Council Yearly 7,200
Monthly 600.00
0800 City Treasurer Yearly 900
Monthly 75.00
0890 City Clerk Yearly 900
Monthly 75.00
SALARY STEPS
ATTACHMENT 3
Finance/IT
Director
IT Manager
Sr. IT Analyst Sr. IT Analyst
IT Analyst
IT Analyst
IT Technician
(Vacant position)
Finance/IT
Director
IT Manager
IT Security
Administrator Sr. IT Analyst
IT Analyst
IT Analyst
IT Technician
(Vacant position)
Current Staffing Plan Proposed Staffing Plan
Agenda Item 7
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Environmental Compliance Truck
Recommendation: A. Approve a vehicle capital acquisition for the Environmental Compliance Division of the Public Works Department of a Ford F-150 Extended Cab Truck or equivalent
B. Authorize a supplemental appropriation and related transfers in the amount of $3,800 from unallocated wastewater funds (Fund 518) to Account No. 6610- 69410 (Vehicle Replacement Fund)
Fiscal Impact: $57,000 for a five-year lease
$11,400 annually at $950 per month – Ford F-150 Truck – Acct. No. 6610- 69410
Purpose:
To purchase or lease a truck for the Environmental Compliance Division of the Public Works Department.
Council’s Strategic Goals:
This item addresses the Council’s Strategic Goal of Public Safety by providing the necessary equipment to support the Utilities Branch operations in the field.
Background:
The Public Works Department established an Environmental Compliance Division in Fiscal Year 21/22 in order to address ongoing and increasing operational needs regarding local, state, and federal environmental regulations and requirements for water, wastewater, and stormwater. The Environmental Compliance Inspector’s primary duty is field inspections of Fats, Oils, and Grease (FOG) producing food-service facilities to ensure their compliance with the wastewater Municipal Code and permit requirements for the pretreatment program. This new classification was filled in spring 2022.
As the division and classification were newly created, there was no existing vehicle for the incumbent Environmental Compliance Inspector to utilize for FOG inspections and other field work. Rather than immediately purchase a new vehicle, the Department decided to transfer a decommissioned F-150 truck from the Wastewater Collections Division in order to implement the new position as soon as
possible and take advantage of cost savings.
Analysis:
A decommissioned vehicle is a vehicle that is no longer officially in service, as it has been declared obsolete and replaced, but the Department has decided to continue using the vehicle until it is no longer operational instead of immediately auctioning off or scrapping it. Therefore, there is no funding for major maintenance of a decommissioned truck. Due to its age, the borrowed truck has started to experience failures, making the Inspector unable to complete his primary duties for multiple days in a row until maintenance is complete.
As part of a recent delivery from the City’s lease contract with Enterprise Fleet Management, the Fleet Maintenance Division received a Ford F-150 truck meeting the specifications required for the Inspector’s duties and equipment. The Public Works Department would like to assign the truck to Environmental Compliance, which requires City Council to approve a vehicle acquisition for the division.
Fiscal Impact:
The Enterprise Fleet Management contract offers the Ford F-150 truck on a five-year lease. The lease totals $57,000 for this vehicle, which is annually $11,400 at a monthly rate of $950.The Vehicle Replacement Fund Account No. 6610-69410 will fund the lease; this is the same account which would be used to purchase a vehicle. Staff is requesting a supplemental appropriation from wastewater unallocated funds in the amount of $3,800 for the remainder of Fiscal Year 22/23, as this is a new vehicle to the fleet. The remaining lease funding will be budgeted annually as part of the fiscal year budget process.
Alternatives:
Direct staff to request the acquisition in the Fiscal Year 23/24 budget, which will likely result in additional maintenance costs for the current truck and operational interruptions.
Recommendation:
A. Approve a vehicle capital acquisition for the Environmental Compliance Division of the Public Works Department of a Ford F-150 Extended Cab Truck or equivalent.
B. Authorize a supplemental appropriation and related transfers in the amount of $3,800 from unallocated wastewater funds (Fund 518) to Account No. 6610-69410 (Vehicle Replacement Fund).
Attachments:
None
Prepared By: Submitted By:
Scarlett O. Harris
Administrative Analyst II
Diana Langley
City Manager
Agenda Item 8
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Quality Assurance Officer Salary Schedule
Recommendation: A. Adopt a Resolution authorizing the Finance Director to amend the salary schedule to establish the Quality Assurance Officer classification within the Public Works Department and approving a side letter with Public Employees’ Union, Local 1/AFSCME 57
B. Authorize the Finance Director to make budget adjustments as necessary Fiscal Impact: $131,839 – Account No. 8140 (Laboratory) Purpose:
To establish the salary schedule for the Quality Assurance Officer classification approved in the Fiscal Year 22/23 operating budget.
Council’s Strategic Goal:
This item addresses the City Council’s Strategic Goals of Infrastructure and Fiscal Responsibility by meeting state and federal quality-control regulatory requirements for water and wastewater system laboratory testing.
Background:
The Public Works Department operates a water and wastewater laboratory which performs testing for the City’s treatment plants, neighboring treatment plants, and commercial customers. Testing is certified by the Environmental Laboratory Accreditation Program (ELAP), which requires significant reporting, auditing, and staff certification processes in accordance with state and federal regulations. In recent years, a number of quality-assurance and quality-control verification and reporting requirements have been adopted or expanded to ensure that the lab’s data and analyses of the water and wastewater treatment samples are accurate and appropriate.
Historically, Laboratory Division staff have conducted these duties as part of their regular functions as best as possible; however, in order to meet expanding state and federal regulations, the City must now designate a Quality Assurance Officer. The Laboratory Supervisor or other staff member cannot perform this role due to the workload and necessary objectivity.
Analysis:
The Laboratory Division is currently made up of a Laboratory Supervisor, one (1) Laboratory Analyst II, two (2) Laboratory Analysts I, and one (1) Laboratory Assistant. A Quality Assurance Officer position was approved by Council in the Fiscal Year 22/23 budget by reclassifying a vacant second Laboratory Assistant. The Quality Assurance Officer will now be the lead line staff within the Laboratory Division due to the position’s greater level of responsibility and independence than the Laboratory Analyst II.
The City’s consultant, Bryce Consulting, conducted a compensation study to inform contract negotiations for Fiscal Year 22/23 in May 2022. The data collected Bryce Consulting was utilized to increase the salary of the Laboratory Supervisor and set the Laboratory Analyst II, the former lead line staff, at 15% below this salary schedule. In light of the May 2022 compensation data and to reflect the updated structure of the Laboratory Division, staff is recommending that the salary for the Quality Assurance Officer be set at 7.5% below the Laboratory Supervisor classification and 7.5% above the Laboratory Analyst II.
Effective March 11, 2023, Public Works requests that the following Quality Assurance Officer salary range be added to the salary schedule:
Staff has communicated with the affected bargaining unit, Public Employees’ Union, Local 1/AFSCME 57 (Local 1).
Fiscal Impact:
The proposed compensation at the budgeted Step 5 of 9 is estimated at $131,839 ($86,360 salary and $45,479 benefits). This position is funded by water and wastewater customer rates and fees, as well as revenue from commercial laboratory customers, via Account No. 8140 (Laboratory). The cost of the Quality Assurance Officer is partially offset by the reclassification of the second Laboratory Assistant position.
This is $38,635 more than the salary estimated in the Fiscal Year 22/23 budget personnel-change request due to the Council-approved salary changes on July 5, 2022. Savings due to the start date of the recruitment for the position will offset this increased cost for Fiscal Year 22/23.
Alternatives:
Do not approve the proposed salary schedule and provide alternate direction to staff for determining the salary schedule.
Recommendation:
A. Adopt a Resolution authorizing the Finance Director to amend the salary schedule to establish the Quality Assurance Officer classification within the Public Works Department and approving a side letter with Public Employees’ Union, Local 1/AFSCME 57.
B. Authorize the Finance Director to make budget adjustments as necessary.
Attachments:
1. Resolution - Quality Assurance Officer
2. Local 1 Side Letter - Quality Assurance Officer
3. Quality Assurance Officer Cost Estimate
4. Local 1 Salary Schedule Eff. 3-11-23
Prepared By: Submitted By:
Scarlett O. Harris
Administrative Analyst II
Diana Langley
City Manager
ATTACHMENT 1
RESOLUTION NO. 23-___
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY AUTHORIZING
THE FINANCE DIRECTOR TO AMEND THE SALARY SCHEDULE TO ESTABLISH THE
QUALITY ASSURANCE OFFICER CLASSIFICATION AND APPROVING THE ADDITION OF SUCH TO THE PUBLIC EMPLOYEES’ UNION, LOCAL 1/AFSCME 57 UNIT
BE IT RESOLVED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF YUBA CITY AS FOLLOWS:
SECTION I.
The Salary Schedule and Compensation Plan shall reflect the new job classification within the Public Works Department.
QUALITY ASSURANCE OFFICER:
ADD:
JCN TITLE 1 2 3 4 5
$6,503 $6,828 $7,169 $7,527 $7,903
TBD
Quality
Assurance
Officer $37.52 $39.39 $41.36 $43.43 $45.59
JCN TITLE 1 2 3 4 5 6 7 8 9
$6,503 $6,666 $6,828 $6,999 $7,169 $7,348 $7,527 $7,715 $7,903 TBD
Quality
Assurance
Officer $37.52 $38.46 $39.39 $40.38 $41.36 $42.39 $43.43 $44.51 $45.59 SECTION II.
The above modifications shall become effective with the payroll period beginning March 11, 2023.
The Finance Director is hereby authorized to amend the salary schedule to reflect the adjustments, establish the salary steps, and make any necessary supplemental appropriations required.
SECTION III.
The attached side letter amending Appendix A to the MOU between the City and the Public Employees’ Union, Local 1/AFSCME 57 is hereby approved.
The foregoing Resolution of the City Council of the City of Yuba City was duly introduced, passed and adopted at a regular meeting thereof held on the 7th day of March, 2023.
AYES:
NOES:
ABSENT:
Wade Kirchner, Mayor
ATTEST:
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM
COUNCIL FOR YUBA CITY:
Stacey Sheston
BB&K, Special Counsel
Exhibit:
A. Side Letter with Local 1 – MOU Appendix A
EXHIBIT 1A
ATTACHMENT 2
Position Salary Benefits Total
Quality Assurance Officer - Revised 86,360 $ 45,479 $ 131,839 $ Quality Assurance Officer - Budget 57,065 $ 36,139 $ 93,204 $ Net Increase 29,295 $ 9,340 $ 38,635 $
PUBLIC WORKS/UTILITIES
QUALITY ASSURANCE OFFICER
Step 5 of 9, Family Health, PEPRA
ATTACHMENT 3
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4101 ACCOUNTANT I PEU, Local 1 5,552 5,830 6,122 6,428 6,749 Monthly
33.63 32.03 35.32 37.08 38.94 Hourly
4100 ACCOUNT CLERK-INTERMEDIATE PEU, Local 1 3,860 4,053 4,256 4,469 4,693 Monthly
22.27 23.38 24.55 25.78 27.08 Hourly
4162 ACCOUNT CLERK-SENIOR PEU, Local 1 4,247 4,459 4,682 4,916 5,162 Monthly
24.50 25.73 27.01 28.36 29.78 Hourly
4244 ADMINISTRATIVE ANALYST I PEU, Local 1 5,781 6,070 6,374 6,693 7,028 Monthly
33.35 35.02 36.77 38.61 40.55 Hourly
4020 ADMINISTRATIVE ASSISTANT PEU, Local 1 4,487 4,711 4,947 5,194 5,454 Monthly
27.18 25.89 28.54 29.97 31.47 Hourly
4040 ADMINISTRATIVE CLERK I PEU, Local 1 3,237 3,399 3,569 3,747 3,934 Monthly
18.68 19.61 20.59 21.62 22.70 Hourly
4060 ADMINISTRATIVE CLERK II PEU, Local 1 3,561 3,739 3,926 4,122 4,328 Monthly
20.54 21.57 22.65 23.78 24.97 Hourly
4085 ADMINISTRATIVE CLERK III PEU, Local 1 3,916 4,112 4,318 4,534 4,761 Monthly
22.59 23.72 24.91 26.16 27.47 Hourly
4090 ANIMAL SERVICES OFFICER I PEU, Local 1 3,940 4,137 4,344 4,561 4,789 Monthly
22.73 23.87 25.06 26.31 27.63 Hourly
4095 ANIMAL SERVICES OFFICER II PEU, Local 1 4,319 4,535 4,762 5,000 5,250 Monthly
24.92 26.16 27.47 28.85 30.29 Hourly
Public Employees Union, Local #1 - Page 1
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4270 BUILDING INSPECTOR I PEU, Local 1 5,196 5,456 5,729 6,015 6,316 Monthly
29.98 31.48 33.05 34.70 36.44 Hourly
4292 BUILDING INSPECTOR II PEU, Local 1 5,974 6,273 6,587 6,916 7,262 Monthly
34.47 36.19 38.00 39.90 41.90 Hourly
4062 BUILDING MAINTENANCE WORKER I PEU, Local 1 4,211 4,422 4,643 4,875 5,119 Monthly
24.29 25.51 26.79 28.13 29.53 Hourly
4121 BUILDING MAINTENANCE WORKER II PEU, Local 1 4,604 4,834 5,076 5,330 5,596 Monthly
26.56 27.89 29.28 30.75 32.28 Hourly
4285 CODE ENFORCEMENT OFFICER PEU, Local 1 5,310 5,576 5,855 6,148 6,455 Monthly
30.63 32.17 33.78 35.47 37.24 Hourly
4115 COMMUNITY DEVELOPMENT TECH I PEU, Local 1 4,385 4,604 4,834 5,076 5,330 Monthly
25.30 26.56 27.89 29.28 30.75 Hourly
4144 COMMUNITY DEVELOPMENT TECH II PEU, Local 1 4,822 5,063 5,316 5,582 5,861 Monthly
27.82 29.21 30.67 32.20 33.81 Hourly
4243 CONSTRUCTION INSPECTOR PEU, Local 1 5,746 6,033 6,335 6,652 6,985 Monthly
33.15 34.81 36.55 38.38 40.30 Hourly
4050 CUSTODIAN I PEU, Local 1 3,480 3,654 3,837 4,029 4,231 Monthly
20.08 21.08 22.14 23.24 24.41 Hourly
4082 CUSTODIAN II PEU, Local 1 3,829 4,020 4,221 4,432 4,654 Monthly
22.09 23.19 24.35 25.57 26.85 Hourly
4030 CUSTOMER SERVICES REP I PEU, Local 1 3,461 3,634 3,816 4,007 4,208 Monthly
19.97 20.97 22.02 23.12 24.28 Hourly
4070 CUSTOMER SERVICES REP II PEU, Local 1 3,793 3,983 4,182 4,391 4,610 Monthly
21.88 22.98 24.13 25.33 26.60 Hourly
4161 CUSTOMER SERVICES REP.-SENIOR PEU, Local 1 4,172 4,381 4,600 4,830 5,071 Monthly
24.07 25.28 26.54 27.87 29.26 Hourly
4170 ELECTRICAL TECHNICIAN I PEU, Local 1 5,780 6,069 6,372 6,691 7,025 Monthly
33.35 35.01 36.76 38.60 40.53 Hourly
4265 ELECTRICAL TECHNICIAN II PEU, Local 1 6,358 6,676 7,010 7,360 7,728 Monthly
36.68 38.52 40.44 42.46 44.58 Hourly
Public Employees Union, Local #1 - Page 2
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4280 ELECTRICAL TECHNICIAN III PEU, Local 1 6,993 7,343 7,710 8,096 8,501 Monthly
40.34 42.36 44.48 46.71 49.04 Hourly
4300 ENGINEER - ASSISTANT PEU, Local 1 6,333 6,650 6,982 7,331 7,697 Monthly
36.54 38.37 40.28 42.29 44.41 Hourly
4215 ENGINEERING TECHNICIAN I PEU, Local 1 4,925 5,171 5,430 5,702 5,987 Monthly
28.41 29.83 31.33 32.90 34.54 Hourly
4250 ENGINEERING TECHNICIAN II PEU, Local 1 5,324 5,590 5,870 6,164 6,472 Monthly
30.72 32.25 33.87 35.56 37.34 Hourly
4295 ENGINEERING TECHNICIAN III PEU, Local 1 6,132 6,439 6,761 7,099 7,454 Monthly
35.38 37.15 39.01 40.96 43.00 Hourly
4590 ENVIRONMENTAL COMPLIANCE INSPECTOR PEU, Local 1 5,698 5,983 6,282 6,596 6,926 Monthly
34.52 32.87 36.24 38.05 39.96 Hourly
4036 FIELD CUSTOMER SERVICE REP I PEU, Local 1 3,448 3,620 3,801 3,991 4,191 Monthly
19.89 20.88 21.93 23.03 24.18 Hourly
4083 FIELD CUSTOMER SERVICE REP II PEU, Local 1 3,793 3,983 4,182 4,391 4,610 Monthly
21.88 22.98 24.13 25.33 26.60 Hourly
4246 INFORMATION SYSTEMS TECHNICIAN PEU, Local 1 5,381 5,650 5,932 6,229 6,540 Monthly
31.04 32.60 34.22 35.94 37.73 Hourly
4260 INFORMATION SYSTEMS TECHNICIAN II PEU, Local 1 5,920 6,216 6,527 6,853 7,196 Monthly
34.15 35.86 37.66 39.54 41.52 Hourly
4281 INSTRUMENTATION TECHNICIAN I PEU, Local 1 5,780 6,069 6,372 6,691 7,025 Monthly
33.35 35.01 36.76 38.60 40.53 Hourly
4282 INSTRUMENTATION TECHNICIAN II PEU, Local 1 6,358 6,676 7,010 7,360 7,728 Monthly
36.68 38.52 40.44 42.46 44.58 Hourly
4283 INSTRUMENTATION TECHNICIAN III PEU, Local 1 6,993 7,343 7,710 8,096 8,501 Monthly
40.34 42.36 44.48 46.71 49.04 Hourly
4110 KENNEL ATTENDANT I PEU, Local 1 3,570 3,748 3,935 4,132 4,339 Monthly
20.60 21.62 22.70 23.84 25.03 Hourly
Public Employees Union, Local #1 - Page 3
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4111 KENNEL ATTENDANT II PEU, Local 1 3,927 4,123 4,329 4,545 4,773 Monthly
22.66 23.79 24.98 26.22 27.54 Hourly
4530 LABORATORY ANALYST I PEU, Local 1 5,498 5,773 6,062 6,365 6,684 Monthly
33.31 31.72 34.97 36.72 38.56 Hourly
4581 LABORATORY ANALYST II PEU, Local 1 6,049 6,351 6,669 7,002 7,352 Monthly
36.64 34.90 38.48 40.40 42.42 Hourly
4064 LABORATORY ASSISTANT PEU, Local 1 4,781 5,020 5,271 5,535 5,812 Monthly
27.58 28.96 30.41 31.93 33.53 Hourly
4220 MECHANIC PEU, Local 1 4,691 4,926 5,172 5,431 5,703 Monthly
27.06 28.42 29.84 31.33 32.90 Hourly
4225 MECHANIC-LEAD PEU, Local 1 5,161 5,419 5,690 5,974 6,273 Monthly
29.78 31.26 32.83 34.47 36.19 Hourly
4063 PARK MAINTENANCE WORKER I PEU, Local 1 3,854 4,047 4,249 4,461 4,684 Monthly
22.23 23.35 24.51 25.74 27.02 Hourly
4065 PARK MAINTENANCE WORKER I (a) PEU, Local 1 3,854 - - - - Monthly - - - - Hourly 22.23
4122 PARK MAINTENANCE WORKER II PEU, Local 1 4,238 4,450 4,673 4,907 5,152 Monthly
24.45 25.67 26.96 28.31 29.72 Hourly
4200 PARK MAINTENANCE WORKER III PEU, Local 1 4,662 4,895 5,140 5,397 5,667 Monthly
26.90 28.24 29.65 31.14 32.69 Hourly
4245 PLANNER-ASSISTANT PEU, Local 1 5,670 5,954 6,252 6,565 6,893 Monthly
32.71 34.35 36.07 37.88 39.77 Hourly
4255 PLANS EXAMINER PEU, Local 1 5,730 6,016 6,317 6,633 6,965 Monthly
33.06 34.71 36.44 38.27 40.18 Hourly
4140 PLANT MAINTENANCE MECHANIC PEU, Local 1 5,588 5,867 6,160 6,468 6,791 Monthly
32.24 33.85 35.54 37.32 39.18 Hourly
4221 PLANT MAINTENANCE MECHANIC -SENIOR PEU, Local 1 6,145 6,452 6,775 7,114 7,470 Monthly
35.45 37.22 39.09 41.04 43.10 Hourly
Public Employees Union, Local #1 - Page 4
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4061 PUBLIC WORKS MAINTENANCE WORKER I PEU, Local 1 3,854 4,047 4,249 4,461 4,684 Monthly
22.23 23.35 24.51 25.74 27.02 Hourly
4120 PUBLIC WORKS MAINTENANCE WORKER II PEU, Local 1 4,238 4,450 4,673 4,907 5,152 Monthly
24.45 25.67 26.96 28.31 29.72 Hourly
4150 PUBLIC WORKS MAINTENANCE WORKER III PEU, Local 1 4,662 4,895 5,140 5,397 5,667 Monthly
26.90 28.24 29.65 31.14 32.69 Hourly
4080 RECREATION COORDINATOR PEU, Local 1 4,227 4,438 4,660 4,893 5,138 Monthly
24.39 25.60 26.88 28.23 29.64 Hourly
4117 REGISTERED VETERINARY TECH PEU, Local 1 4,319 4,535 4,762 5,000 5,250 Monthly
24.92 26.16 27.47 28.85 30.29 Hourly
4540 QUALITY ASSURANCE OFFICER PEU, Local 1 6,503 6,828 7,169 7,527 7,903 Monthly
37.52 39.39 41.36 43.43 45.59 Hourly
4058 UTILITIES TREATMENT PLANT MAINTENANCE WORKER I PEU, Local 1 3,854 4,047 4,249 4,461 4,684 Monthly
22.23 23.35 24.51 25.74 27.02 Hourly
4118 UTILITIES TREATMENT PLANT MAINTENANCE WORKER II PEU, Local 1 4,238 4,450 4,673 4,907 5,152 Monthly
24.45 25.67 26.96 28.31 29.72 Hourly
4236 WASTEWATER COLLECTIONS MAINTENANCE WORKER I PEU, Local 1 4,21 4,429 8 4,650 4,883 5,127 Monthly
24.33 25.55 26.83 28.17 29.58 Hourly
4237 WASTEWATER COLLECTIONS MAINTENANCE WORKER II PEU, Local 1 5,0 5,314 61 5,580 5,859 6,152 Monthly
29.20 30.66 32.19 33.80 35.49 Hourly
4238 WASTEWATER COLLECTIONS MAINTENANCE WORKER III PEU, Local 1 5, 5,983 698 6,282 6,596 6,926 Monthly
32.87 34.52 36.24 38.05 39.96 Hourly
4166 WASTEWATER TREATMENT FACILITY OP. TRAINEE/ I PEU, Local 1 6,123 6,429 6,750 7,087 7,442 Monthly
35.33 37.09 38.94 40.89 42.93 Hourly
4235 WASTEWATER TREATMENT FACILITY OP. II PEU, Local 1 6,735 7,072 7,426 7,797 8,186 Monthly
38.86 40.80 42.84 44.98 47.23 Hourly
4293 WASTEWATER TREATMENT FACILITY OP. III PEU, Local 1 7,409 7,779 8,168 8,576 9,005 Monthly
42.74 44.88 47.12 49.48 51.95 Hourly
Public Employees Union, Local #1 - Page 5
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 12 345
4284 WATER DISTRIBUTION OPERATOR I PEU, Local 1 5,077 5,331 5,598 5,878 6,172 Monthly
30.76 29.29 32.30 33.91 35.61 Hourly
4286 WATER DISTRIBUTION OPERATOR II PEU, Local 1 5,586 5,865 6,158 6,466 6,789 Monthly
33.84 32.23 35.53 37.30 39.17 Hourly
4287 WATER DISTRIBUTION OPERATOR III PEU, Local 1 6,424 6,745 7,082 7,436 7,807 Monthly
38.91 37.06 40.86 42.90 45.04 Hourly
4131 WATER TREATMENT FACILITY OPER.TRAINEE PEU, Local 1 5,566 5,844 6,136 6,443 6,765 Monthly
32.11 33.72 35.40 37.17 39.03 Hourly
4180 WATER TREATMENT FACILITY OPERATOR II PEU, Local 1 6,123 6,429 6,750 7,087 7,442 Monthly
35.33 37.09 38.94 40.89 42.93 Hourly
4230 WATER TREATMENT FACILITY OPERATOR III PEU, Local 1 6,734 7,071 7,425 7,796 8,186 Monthly
38.85 40.79 42.84 44.98 47.23 Hourly
4291 WATER TREATMENT FACILITY OPERATOR IV PEU, Local 1 7,409 7,779 8,168 8,576 9,005 Monthly
42.74 44.88 47.12 49.48 51.95 Hourly
Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those operators who are assigned to work from 7:00pm to 7:00am. Operators who utilize vacation, sick leave,CTO or any other paid leave time, shall not be paid shift differential while on such leave.Certification Pay:Employees whose job functions include pesticide application are eligible for certificate pay of $50.00 per month for possession of a Pesticide Application certification.Employees whose job functions include pool operations are eligible for certificate pay of $50.00 per month for possession of Pool Operations certification.
Maintenance workers in the Water Distribution Division that do not meet minimum qualifications for the Water Distribution Operator classification, shallremain in the maintenance worker classification and continue to receive certification pay as follows:D-1: $50 per monthD-2: 2.5% of salary per monthD-3: 2.5% of salary per month (cumulative = 5%)D-4: 2.5% of salary per month (cumulative = 7.5%)Total amount of certification pay cannot exceed 10% of the employees' salary (including bilingual pay)Non-Water Employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)Local 1 employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
Public Employees Union, Local #1 - Page 6
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5101 ACCOUNTANT I PEU, Local 1 5,552 5,691 5,830 5,976 6,122 6,275 6,428 6,589 6,749 Monthly
32.83 32.03 33.63 34.48 35.32 36.20 37.08 38.01 38.94 Hourly 5100 ACCOUNT CLERK-INTERMEDIATE PEU, Local 1 3,860 3,957 4,053 4,155 4,256 4,363 4,469 4,581 4,693 Monthly
22.83 22.27 23.38 23.97 24.55 25.17 25.78 26.43 27.08 Hourly 5162 ACCOUNT CLERK-SENIOR PEU, Local 1 4,247 4,353 4,459 4,571 4,682 4,799 4,916 5,039 5,162 Monthly
25.11 24.50 25.73 26.37 27.01 27.69 28.36 29.07 29.78 Hourly 5244 ADMINISTRATIVE ANALYST I PEU, Local 1 5,781 5,926 6,070 6,222 6,374 6,534 6,693 6,861 7,028 Monthly
34.19 33.35 35.02 35.90 36.77 37.70 38.61 39.58 40.55 Hourly 5020 ADMINISTRATIVE ASSISTANT PEU, Local 1 4,487 4,599 4,711 4,829 4,947 5,071 5,194 5,324 5,454 Monthly
26.53 25.89 27.18 27.86 28.54 29.26 29.97 30.72 31.47 Hourly 5040 ADMINISTRATIVE CLERK I PEU, Local 1 3,237 3,318 3,399 3,484 3,569 3,658 3,747 3,841 3,934 Monthly
19.14 18.68 19.61 20.10 20.59 21.10 21.62 22.16 22.70 Hourly 5060 ADMINISTRATIVE CLERK II PEU, Local 1 3,561 3,650 3,739 3,833 3,926 4,024 4,122 4,225 4,328 Monthly
21.06 20.54 21.57 22.11 22.65 23.22 23.78 24.38 24.97 Hourly 5085 ADMINISTRATIVE CLERK III PEU, Local 1 3,916 4,014 4,112 4,215 4,318 4,426 4,534 4,648 4,761 Monthly
23.16 22.59 23.72 24.32 24.91 25.53 26.16 26.82 27.47 Hourly 5090 ANIMAL SERVICES OFFICER I PEU, Local 1 3,940 4,039 4,137 4,241 4,344 4,453 4,561 4,675 4,789 Monthly
23.30 22.73 23.87 24.47 25.06 25.69 26.31 26.97 27.63 Hourly 5095 ANIMAL SERVICES OFFICER II PEU, Local 1 4,319 4,427 4,535 4,649 4,762 4,881 5,000 5,125 5,250 Monthly
25.54 24.92 26.16 26.82 27.47 28.16 28.85 29.57 30.29 Hourly 5270 BUILDING INSPECTOR I PEU, Local 1 5,196 5,326 5,456 5,593 5,729 5,872 6,015 6,165 6,316 Monthly
30.73 29.98 31.48 32.27 33.05 33.88 34.70 35.57 36.44 Hourly 5292 BUILDING INSPECTOR II PEU, Local 1 5,974 6,124 6,273 6,430 6,587 6,752 6,916 7,089 7,262 Monthly
35.33 34.47 36.19 37.10 38.00 38.95 39.90 40.90 41.90 Hourly 5062 BUILDING MAINTENANCE WORKER I PEU, Local 1 4,211 4,317 4,422 4,533 4,643 4,759 4,875 4,997 5,119 Monthly
24.91 24.29 25.51 26.15 26.79 27.46 28.13 28.83 29.53 Hourly 5121 BUILDING MAINTENANCE WORKER II PEU, Local 1 4,604 4,719 4,834 4,955 5,076 5,203 5,330 5,463 5,596 Monthly
27.23 26.56 27.89 28.59 29.28 30.02 30.75 31.52 32.28 Hourly Public Employees Union, Local 1 (9-Step) - Page 1
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5285 CODE ENFORCEMENT OFFICER PEU, Local 1 5,310 5,443 5,576 5,716 5,855 6,002 6,148 6,302 6,455 Monthly
31.40 30.63 32.17 32.98 33.78 34.63 35.47 36.36 37.24 Hourly 5115 COMMUNITY DEVELOPMENT TECH I PEU, Local 1 4,385 4,495 4,604 4,719 4,834 4,955 5,076 5,203 5,330 Monthly
25.93 25.30 26.56 27.23 27.89 28.59 29.28 30.02 30.75 Hourly 5144 COMMUNITY DEVELOPMENT TECH II PEU, Local 1 4,822 4,943 5,063 5,190 5,316 5,449 5,582 5,721 5,861 Monthly
28.52 27.82 29.21 29.94 30.67 31.44 32.20 33.01 33.81 Hourly 5243 CONSTRUCTION INSPECTOR PEU, Local 1 5,746 5,890 6,033 6,184 6,335 6,494 6,652 6,818 6,985 Monthly
33.98 33.15 34.81 35.68 36.55 37.47 38.38 39.33 40.30 Hourly 5050 CUSTODIAN I PEU, Local 1 3,480 3,567 3,654 3,746 3,837 3,933 4,029 4,130 4,231 Monthly
20.58 20.08 21.08 21.61 22.14 22.69 23.24 23.83 24.41 Hourly 5082 CUSTODIAN II PEU, Local 1 3,829 3,925 4,020 4,121 4,221 4,327 4,432 4,543 4,654 Monthly
22.64 22.09 23.19 23.78 24.35 24.96 25.57 26.21 26.85 Hourly 5030 CUSTOMER SERVICES REP I PEU, Local 1 3,461 3,548 3,634 3,725 3,816 3,912 4,007 4,107 4,208 Monthly
20.47 19.97 20.97 21.49 22.02 22.57 23.12 23.69 24.28 Hourly 5070 CUSTOMER SERVICES REP II PEU, Local 1 3,793 3,888 3,983 4,083 4,182 4,287 4,391 4,501 4,610 Monthly
22.43 21.88 22.98 23.56 24.13 24.73 25.33 25.97 26.60 Hourly 5161 CUSTOMER SERVICES REP.-SENIOR PEU, Local 1 4,172 4,277 4,381 4,491 4,600 4,715 4,830 4,951 5,071 Monthly
24.68 24.07 25.28 25.91 26.54 27.20 27.87 28.56 29.26 Hourly 5170 ELECTRICAL TECHNICIAN I PEU, Local 1 5,780 5,925 6,069 6,221 6,372 6,532 6,691 6,858 7,025 Monthly
34.18 33.35 35.01 35.89 36.76 37.68 38.60 39.57 40.53 Hourly 5265 ELECTRICAL TECHNICIAN II PEU, Local 1 6,358 6,517 6,676 6,843 7,010 7,185 7,360 7,544 7,728 Monthly
37.60 36.68 38.52 39.48 40.44 41.45 42.46 43.52 44.58 Hourly 5280 ELECTRICAL TECHNICIAN III PEU, Local 1 6,993 7,168 7,343 7,527 7,710 7,903 8,096 8,299 8,501 Monthly
41.35 40.34 42.36 43.43 44.48 45.59 46.71 47.88 49.04 Hourly 5300 ENGINEER - ASSISTANT PEU, Local 1 6,333 6,492 6,650 6,816 6,982 7,157 7,331 7,514 7,697 Monthly
37.45 36.54 38.37 39.32 40.28 41.29 42.29 43.35 44.41 Hourly 5215 ENGINEERING TECHNICIAN I PEU, Local 1 4,925 5,048 5,171 5,301 5,430 5,566 5,702 5,844 5,987 Monthly
29.12 28.41 29.83 30.58 31.33 32.11 32.90 33.72 34.54 Hourly Public Employees Union, Local 1 (9-Step) - Page 2
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5250 ENGINEERING TECHNICIAN II PEU, Local 1 5,324 5,457 5,590 5,730 5,870 6,017 6,164 6,318 6,472 Monthly
31.48 30.72 32.25 33.06 33.87 34.71 35.56 36.45 37.34 Hourly 5295 ENGINEERING TECHNICIAN III PEU, Local 1 6,132 6,286 6,439 6,600 6,761 6,930 7,099 7,277 7,454 Monthly
36.27 35.38 37.15 38.08 39.01 39.98 40.96 41.98 43.00 Hourly 5590 ENVIRONMENTAL COMPLIANCE INSPECTOR PEU, Local 1 5,698 5,841 5,983 6,133 6,282 6,439 6,596 6,761 6,926 Monthly
33.70 32.87 34.52 35.38 36.24 37.15 38.05 39.01 39.96 Hourly 5036 FIELD CUSTOMER SERVICE REP I PEU, Local 1 3,448 3,534 3,620 3,711 3,801 3,896 3,991 4,091 4,191 Monthly
20.39 19.89 20.88 21.41 21.93 22.48 23.03 23.60 24.18 Hourly 5083 FIELD CUSTOMER SERVICE REP II PEU, Local 1 3,793 3,888 3,983 4,083 4,182 4,287 4,391 4,501 4,610 Monthly
22.43 21.88 22.98 23.56 24.13 24.73 25.33 25.97 26.60 Hourly 5246 INFORMATION SYSTEMS TECHNICIAN PEU, Local 1 5,381 5,516 5,650 5,791 5,932 6,081 6,229 6,385 6,540 Monthly
31.82 31.04 32.60 33.41 34.22 35.08 35.94 36.84 37.73 Hourly 5260 INFORMATION SYSTEMS TECHNICIAN II PEU, Local 1 5,920 6,068 6,216 6,372 6,527 6,690 6,853 7,024 7,196 Monthly
35.01 34.15 35.86 36.76 37.66 38.60 39.54 40.52 41.52 Hourly 5281 INSTRUMENTATION TECHNICIAN I PEU, Local 1 5,780 5,925 6,069 6,221 6,372 6,532 6,691 6,858 7,025 Monthly
34.18 33.35 35.01 35.89 36.76 37.68 38.60 39.57 40.53 Hourly 5282 INSTRUMENTATION TECHNICIAN II PEU, Local 1 6,358 6,517 6,676 6,843 7,010 7,185 7,360 7,544 7,728 Monthly
37.60 36.68 38.52 39.48 40.44 41.45 42.46 43.52 44.58 Hourly 5283 INSTRUMENTATION TECHNICIAN III PEU, Local 1 6,993 7,168 7,343 7,527 7,710 7,903 8,096 8,299 8,501 Monthly
41.35 40.34 42.36 43.43 44.48 45.59 46.71 47.88 49.04 Hourly 5110 KENNEL ATTENDANT I PEU, Local 1 3,570 3,659 3,748 3,842 3,935 4,034 4,132 4,237 4,339 Monthly
21.11 20.60 21.62 22.17 22.70 23.27 23.84 24.44 25.03 Hourly 5111 KENNEL ATTENDANT II PEU, Local 1 3,927 4,025 4,123 4,226 4,329 4,437 4,545 4,659 4,773 Monthly
23.22 22.66 23.79 24.38 24.98 25.60 26.22 26.88 27.54 Hourly 5530 LABORATORY ANALYST I PEU, Local 1 5,498 5,636 5,773 5,918 6,062 6,214 6,365 6,525 6,684 Monthly
32.52 31.72 33.31 34.14 34.97 35.85 36.72 37.64 38.56 Hourly Public Employees Union, Local 1 (9-Step) - Page 3
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5581 LABORATORY ANALYST II PEU, Local 1 6,049 6,200 6,351 6,510 6,669 6,836 7,002 7,177 7,352 Monthly
35.77 34.90 36.64 37.56 38.48 39.44 40.40 41.41 42.42 Hourly 5064 LABORATORY ASSISTANT PEU, Local 1 4,781 4,901 5,020 5,146 5,271 5,403 5,535 5,675 5,812 Monthly
28.28 27.58 28.96 29.69 30.41 31.17 31.93 32.74 33.53 Hourly 5220 MECHANIC PEU, Local 1 4,691 4,809 4,926 5,049 5,172 5,302 5,431 5,567 5,703 Monthly
27.74 27.06 28.42 29.13 29.84 30.59 31.33 32.12 32.90 Hourly 5225 MECHANIC-LEAD PEU, Local 1 5,161 5,290 5,419 5,555 5,690 5,832 5,974 6,123 6,273 Monthly
30.52 29.78 31.26 32.05 32.83 33.65 34.47 35.33 36.19 Hourly 5063 PARK MAINTENANCE WORKER I PEU, Local 1 3,854 3,951 4,047 4,148 4,249 4,355 4,461 4,573 4,684 Monthly
22.79 22.23 23.35 23.93 24.51 25.13 25.74 26.38 27.02 Hourly 5065 PARK MAINTENANCE WORKER I (a) PEU, Local 1 3,854 - - - - - - - - Monthly
22.23 - - - - - - - - Hourly
5122 PARK MAINTENANCE WORKER II PEU, Local 1 4,238 4,344 4,450 4,562 4,673 4,790 4,907 5,030 5,152 Monthly
25.06 24.45 25.67 26.32 26.96 27.63 28.31 29.02 29.72 Hourly 5200 PARK MAINTENANCE WORKER III PEU, Local 1 4,662 4,779 4,895 5,018 5,140 5,269 5,397 5,532 5,667 Monthly
27.57 26.90 28.24 28.95 29.65 30.40 31.14 31.92 32.69 Hourly 5245 PLANNER-ASSISTANT PEU, Local 1 5,670 5,812 5,954 6,103 6,252 6,409 6,565 6,729 6,893 Monthly
33.53 32.71 34.35 35.21 36.07 36.98 37.88 38.82 39.77 Hourly 5255 PLANS EXAMINER I PEU, Local 1 5,730 5,873 6,016 6,167 6,317 6,475 6,633 6,799 6,965 Monthly
33.88 33.06 34.71 35.58 36.44 37.36 38.27 39.23 40.18 Hourly 5255 PLANS EXAMINER II PEU, Local 1 6,303 6,461 6,618 6,784 6,949 7,123 7,296 7,479 7,661 Monthly
37.28 36.36 38.18 39.14 40.09 41.09 42.09 43.15 44.20 Hourly 5140 PLANT MAINTENANCE MECHANIC PEU, Local 1 5,588 5,728 5,867 6,014 6,160 6,314 6,468 6,630 6,791 Monthly
33.05 32.24 33.85 34.70 35.54 36.43 37.32 38.25 39.18 Hourly 5221 PLANT MAINTENANCE MECHANIC -SENIOR PEU, Local 1 6,145 6,299 6,452 6,614 6,775 6,945 7,114 7,292 7,470 Monthly
36.34 35.45 37.22 38.16 39.09 40.07 41.04 42.07 43.10 Hourly 5061 PUBLIC WORKS MAINTENANCE WORKER I PEU, Local 1 3,854 3,951 4,047 4,148 4,249 4,355 4,461 4,573 4,684 Monthly
22.79 22.23 23.35 23.93 24.51 25.13 25.74 26.38 27.02 Hourly Public Employees Union, Local 1 (9-Step) - Page 4
SALARY STEPS
EFFECTIVE 06/09/18 - NEW HIRES ONLY
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5120 PUBLIC WORKS MAINTENANCE WORKER II PEU, Local 1 4,238 4,344 4,450 4,562 4,673 4,790 4,907 5,030 5,152 Monthly
25.06 24.45 25.67 26.32 26.96 27.63 28.31 29.02 29.72 Hourly 5150 PUBLIC WORKS MAINTENANCE WORKER III PEU, Local 1 4,662 4,779 4,895 5,018 5,140 5,269 5,397 5,532 5,667 Monthly
27.57 26.90 28.24 28.95 29.65 30.40 31.14 31.92 32.69 Hourly 5080 RECREATION COORDINATOR PEU, Local 1 4,227 4,333 4,438 4,549 4,660 4,777 4,893 5,015 5,138 Monthly
25.00 24.39 25.60 26.24 26.88 27.56 28.23 28.93 29.64 Hourly 5117 REGISTERED VETERINARY TECH PEU, Local 1 4,319 4,427 4,535 4,649 4,762 4,881 5,000 5,125 5,250 Monthly
25.54 24.92 26.16 26.82 27.47 28.16 28.85 29.57 30.29 Hourly 5540 QUALITY ASSURANCE OFFICER PEU, Local 1 6,503 6,666 6,828 6,999 7,169 7,348 7,527 7,715 7,903 Monthly
38.46 37.52 39.39 40.38 41.36 42.39 43.43 44.51 45.59 Hourly 5058 UTILITIES TREATMENT PLANT MAINTENANCE WORKER I PEU, Local 1 3 3,951 ,854 4,047 4,148 4,249 4,355 4,461 4,573 4,684 Monthly
22.79 22.23 23.35 23.93 24.51 25.13 25.74 26.38 27.02 Hourly 5118 UTILITIES TREATMENT PLANT MAINTENANCE WORKER II PEU, Local 1 4,344 4,238 4,450 4,562 4,673 4,790 4,907 5,030 5,152 Monthly
25.06 24.45 25.67 26.32 26.96 27.63 28.31 29.02 29.72 Hourly 5236 WASTEWATER COLLECTIONS MAINTENANCE WORKER I PEU, Local 1 4,218 4,324 4,429 4,540 4,650 4,767 4,883 5,005 5,127 Monthly
24.95 24.33 25.55 26.19 26.83 27.50 28.17 28.88 29.58 Hourly 5237 WASTEWATER COLLECTIONS MAINTENANCE WORKER II PEU, Local 1 5,061 5,188 5,314 5,447 5,580 5,720 5,859 6,005 6,152 Monthly
29.93 29.20 30.66 31.43 32.19 33.00 33.80 34.64 35.49 Hourly 5238 WASTEWATER COLLECTIONS MAINTENANCE WORKER III PEU, Local 1 5,698 5,841 5,983 6,133 6,282 6,439 6,596 6,761 6,926 Monthly
33.70 32.87 34.52 35.38 36.24 37.15 38.05 39.01 39.96 Hourly 5166 WASTEWATER TREATMENT FACILITY OP. TRAINEE/I PEU, Local 1 6,12 6,276 3 6,429 6,590 6,750 6,919 7,087 7,265 7,442 Monthly
36.21 35.33 37.09 38.02 38.94 39.92 40.89 41.91 42.93 Hourly 5235 WASTEWATER TREATMENT FACILITY OP. II PEU, Local 1 6,735 6,904 7,072 7,249 7,426 7,612 7,797 7,992 8,186 Monthly
39.83 38.86 40.80 41.82 42.84 43.92 44.98 46.11 47.23 Hourly 5293 WASTEWATER TREATMENT FACILITY OP. III PEU, Local 1 7,409 7,594 7,779 7,974 8,168 8,372 8,576 8,791 9,005 Monthly
43.81 42.74 44.88 46.00 47.12 48.30 49.48 50.72 51.95 Hourly 5284 WATER DISTRIBUTION OPERATOR I PEU, Local 1 5,077 5,204 5,331 5,465 5,598 5,738 5,878 6,025 6,172 Monthly
30.02 29.29 30.76 31.53 32.30 33.10 33.91 34.76 35.61 Hourly 5286 WATER DISTRIBUTION OPERATOR II PEU, Local 1 5,586 5,726 5,865 6,012 6,158 6,312 6,466 6,628 6,789 Monthly
33.03 32.23 33.84 34.68 35.53 36.42 37.30 38.24 39.17 Hourly Public Employees Union, Local 1 (9-Step) - Page 5
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
CITY OF YUBA CITY
SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE MARCH 11, 2023
Public Employees Union, Local #1
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6789
5287 WATER DISTRIBUTION OPERATOR III PEU, Local 1 6,424 6,585 6,745 6,914 7,082 7,259 7,436 7,622 7,807 Monthly
37.99 37.06 38.91 39.89 40.86 41.88 42.90 43.97 45.04 Hourly 5131 WATER TREATMENT PLANT OPER.TRAINEE PEU, Local 1 5,566 5,705 5,844 5,990 6,136 6,290 6,443 6,604 6,765 Monthly
32.91 32.11 33.72 34.56 35.40 36.29 37.17 38.10 39.03 Hourly 5180 WATER TREATMENT PLANT OPERATOR II PEU, Local 1 6,123 6,276 6,429 6,590 6,750 6,919 7,087 7,265 7,442 Monthly
36.21 35.33 37.09 38.02 38.94 39.92 40.89 41.91 42.93 Hourly 5230 WATER TREATMENT PLANT OPERATOR III PEU, Local 1 6,734 6,903 7,071 7,248 7,425 7,611 7,796 7,991 8,186 Monthly
39.83 38.85 40.79 41.82 42.84 43.91 44.98 46.10 47.23 Hourly 5291 WATER TREATMENT PLANT OPERATOR IV PEU, Local 1 7,409 7,594 7,779 7,974 8,168 8,372 8,576 8,791 9,005 Monthly
43.81 42.74 44.88 46.00 47.12 48.30 49.48 50.72 51.95 Hourly Pensionable Compensation for New Members (PEPRA)
A shift differential of 5% of base pay shall be paid to those operators who are assigned to work from 7:00pm to 7:00am. Operators who utilize vacation, sick leave,CTO or any other paid leave time, shall not be paid shift differential while on such leave.Certification Pay:Employees whose job functions include pesticide application are eligible for certificate pay of $50.00 per month for possession of a Pesticide Application certification.Maintenance workers in the Water Distribution Division that do not meet minimum qualifications for the Water Distribution Operator classification, shallremain in the maintenance worker classification and continue to receive certification pay as follows:D-1: $50 per monthD-2: 2.5% of salary per monthD-3: 2.5% of salary per month (cumulative = 5%)D-4: 2.5% of salary per month (cumulative = 7.5%)Total amount of certification pay cannot exceed 10% of the employees' salary (including bilingual pay)Non-Water Employees possessing a D-1, D-2 or D-3 certificate will receive an additional $50, non cumulative (cap)Local 1 employees who are certified as bilingual will receive a bilingual pay incentive of $100.00 per month:
Public Employees Union, Local 1 (9-Step) - Page 6
EFFECTIVE 06/09/18 - NEW HIRES ONLY
SALARY STEPS
Agenda Item 9
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Cooper Market Liquor Department of Alcoholic Beverage Control (ABC) Premise-To-Premise Transfer Application
Recommendation: Adopt a Resolution making a finding of public convenience or necessity for the premise-to-premise transfer of a Type 21 (Off-Sale General) Alcoholic Beverage Control (ABC) License at 759 Reeves Avenue (Cooper Market Liquor) Fiscal Impact: No direct fiscal impact will result from recommending approval of the proposed Alcoholic Beverage Control application.
Purpose:
Consideration to make a finding of public convenience or necessity for the premise-to-premise transfer of a Type 21 (Off-Sale General) Alcoholic Beverage Control License at 759 Reeves Avenue (Cooper Market Liquor).
Council’s Strategic Goal:
Business Friendly.
Background:
The City has received an application from Charnjit Singh, and Paramjit Kaur who operate Cooper Market Liquor located at 763 Reeves Avenue, which is located on the corner of Cooper, and Reeves Ave. They are requesting a Type 21 (Off-Sale General) premise-to-premise license transfer with the Department of Alcoholic Beverage Control. The application states the applicant currently holds a Type 21 (Off-Sale General) license, which provides for the sale of beer, wine and distilled spirits for consumption off the premises where sold.
The application also states the business has never been suspended from the sale of alcoholic beverages or fined by the Alcoholic Beverage Control Department (ABC) in the last 17 years of operation. The applicant states the reason for changing the license location is because the landlord is increasing the rent significantly at the completion of their current lease agreement. As a result, the applicants have purchased the adjacent lot (759 Reeves Avenue) where they are pursuing constructing a new market location to continue their business.
When ABC receives an application for a location where a high concentration of licenses exist within an
existing census tract, and/or a crime rate exceeding 25% of the average, the local government is required to approve an application before ABC takes final action. In this instance, Cooper Market Liquor’s application states the average number of offenses per district is 1157, while the total number of offenses in the reporting district is 1621, exceeding 120% of the average number of offenses. This location is in Yuba City Police Beat Number Four.
Analysis:
Cooper Market Liquor is open until 10pm every day. The ABC and State Business and Professions Code, Section 23958, states the governing body must determine that the approval of this license would provide public convenience or necessity, in order for the license application to be approved by ABC in this location due to the total number of offenses in the reporting district exceeding 120% of the average number of offenses.
Development Services staff and Police Commander Escheman has reviewed the application and believe that a public convenience is provided through the sale of alcohol at this business location.
Fiscal Impact:
No direct fiscal impact will result from making a finding of public convenience and necessity for the premise-to-premise transfer of a Type 21 (Off-Sale General) Alcoholic Beverage Control License at 759 Reeves Avenue in Yuba City (Cooper Market Liquor).
Alternatives:
Do not make a finding of public convenience and necessity for the premise-to-premise transfer of a Type 21 (Off-Sale General) Alcoholic Beverage Control License at 759 Reeves Avenue in Yuba City (Cooper Market Liquor).
Recommendations:
Adopt a Resolution making a finding of public convenience and necessity for the premise-to-premise transfer of a Type 21 (Off-Sale General) Alcoholic Beverage Control (ABC) License at 759 Reeves Avenue in Yuba City (Cooper Market Liquor).
Attachments:
1. Proposed Resolution Finding of Convenience and Necessity
2. ABC Application - Cooper Market Liquor
3. Letter from Applicant - Cooper Market Liquor
Prepared By: Submitted By:
Aaron Brown
Assistant Planner
Diana Langley
City Manager
ATTACHMENT 1
RESOLUTION NO. _________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY
MAKING A FINDING OF PUBLIC CONVENIENCE AND NECESSITY FOR THE ISSUANCE OF A PREMISE-TO-PREMISE TYPE 21 (OFF-SALE
GENERAL) ALCOHOLIC BEVERAGE CONTROL (ABC) LICENSE
TRANSFER FROM 763 TO 759 REEVES AVENUE YUBA CITY (COOPER
MARKET LIQUOR)
WHEREAS, pursuant to applicable provisions of the Business and Professions Code, the Department of Alcoholic Beverage Control (hereinafter the “ABC”) is charged with the responsibility of reviewing applications and issuance of licenses for the sale and/or manufacture of alcoholic beverages in the State of California; and
WHEREAS, Section 23958 of the Business and Professions Code provides that the ABC shall deny an application for a license if issuance of that license would tend to create a law enforcement problem, or if issuance would result in or add to an undue concentration of licenses, except as provided in Section 23958.4 of said Business and Professions Code; and WHEREAS, Section 23958.4 of the Business and Professions Code provides that, notwithstanding the limitations of Section 23958, the ABC shall issue a license if the applicant shows that “public convenience or necessity” would be served by the issuance of such license; and
WHEREAS, the City of Yuba City has received an application for a Public Convenience and Necessity determination that was filed by Charnjit Singh, and Paramjit Kaur, the (“Applicant”) who is the owner of Cooper Market Liquor currently located at 763 Reeves Avenue, in Yuba City, requesting a finding of Public Convenience and Necessity to allow a Type 21 (Off-Sale General) premise-to-premise license transfer to the adjoining lot to the east (759 Reeves Avenue) which is located in a census tract that has not surpassed the number of allotted licenses and is located in Police Beat 4 which does have a higher-than-average crime rate; and WHEREAS, said Section 23958.4 further provides that the determination of “public convenience or necessity” shall be made by the local governing body of the area in which the applicant’s premises are located with regard to certain applications, including off-site sales of alcohol at the general liquor store; and
WHEREAS, the City Council has considered this matter, and desires to find that the public convenience and necessity would be served by granting approval to allow the transfer of an existing Type 21 (Off-Sale General) License from 763 Reaves Avenue to 759 Reeves Avenue, in Yuba City.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Yuba City as follows:
1. The recitals and findings set forth above are true and correct and incorporated herein by this reference.
2. The City Council finds that this matter is not a “project” for the purposes of the California Environmental Quality Act (CEQA) as it is merely a determination whether the public convenience and necessity would be served by allowing for the transfer of an existing Type 21 (Off-Sale General) License from 763 Reeves Avenue to 759 Reeves Avenue (Cooper Market Liquor). It does not have a potential for resulting in a reasonably foreseeable physical change to the existing environment.
3. The City Council finds and determines the public convenience and necessity is met in the present circumstances for reasons including the following:
a. The alcohol sales associated with the transfer of an existing Type 21 (Off-Sale General) license from 763 Reeves Avenue to 759 Reeves Avenue to allow for the continued off-site consumption of beer, wine and distilled spirits will have limited hours until 10:00pm every day of the week.
b. The request to permit alcohol sales for off-premise consumption in conjunction with this establishment will not adversely affect the surrounding land uses and the growth and development of the area because this request will only transfer an existing Type 21 (Off-Sale General) license from 763 Reeves Avenue to 759 Reeves Avenue and this use is compatible with the nearby developments.
c. The determination of Public Convenience or Necessity, under the conditions imposed, will not be detrimental to the health and safety of the citizens of the City of Yuba City.
4. This resolution shall take effect immediately.
I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 7th day of March, 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Wade Kirchner, Mayor
ATTEST:
Ciara Wakefield, City Clerk Administrator
APPROVED AS TO FORM:
Shannon L. Chaffin, City Attorney
ATTACHMENT 2
Department of Alcoholic Beverage Control
INFORMATION AND INSTRUCTIONS -
SECTION 23958.4 B&P
PART 1 - TO BE COMPLETED BY ABC
1. APPLICANT'S NAME
2. PREMISES ADDRESS (Street number and name, city, zip code) 3. LICENSE TYPE 21 4. TYPE OF BUSINESS
Full Service Restaurant Hofbrau/Cafeteria Cocktail Lounge Private Club Deli or Specialty Restaurant Comedy Club Night Club Veterans Club Cafe/Coffee Shop Brew Pub Tavern: Beer Fraternal Club
Bed & Breakfast: Theater Tavern: Beer & Wine Wine Tasting Room Wine only All
Supermarket Membership Store Service Station Swap Meet/Flea Market X Liquor Store Department Store Convenience Market Drive-in Dairy Drug/Variety Store Florist/Gift Shop Convenience Market w/Gasoline Other - describe:
5. COUNTY POPULATION 6. TOTAL NUMBER OF LICENSES IN COUNTY 7. RATIO OF LICENSES TO POPULATION IN COUNTY On-Sale X Off-Sale On-Sale X Off-Sale
8. CENSUS TRACT NUMBER 9. NO. OF LICENSES ALLOWED IN CENSUS TRACT 10. NO. OF LICENSES EXISTING IN CENSUS TRACT On-Sale X Off-Sale On-Sale X Off-Sale
11. IS THE ABOVE CENSUS TRACT OVERCONCENTRATED WITH LICENSES? (i.e., does the ratio of licenses to population in the census tract exceed the ratio of licenses to population for the entire county?) Yes, the number of existing licenses exceeds the number allowed X No, the number of existing licenses is lower than the number allowed
12. DOES LAW ENFORCEMENT AGENCY MAINTAIN CRIME STATISTICS? X Yes (Go to Item #13) No (Go to Item #20) YUBA CITY POLICE DEPT
13. CRIME REPORTING DISTRICT NUMBER 14. TOTAL NUMBER OF REPORTING DISTRICTS 15. TOTAL NUMBER OF OFFENSES IN ALL REPORTING DISTRICTS
16. AVERAGE NO. OF OFFENSES PER DISTRICT 17. 120% OF AVERAGE NUMBER OF OFFENSES 18. TOTAL NUMBER OF OFFENSES IN REPORTING DISTRICT
19. IS THE PREMISES LOCATED IN A HIGH CRIME REPORTING DISTRICT? (i.e., has a 20% greater number of reported crimes than the average number of reported crimes as determined from all crime reporting districts within the jurisdiction of the local law enforcement agency) X Yes, the total number of offenses in the reporting district equals or exceeds the total number in item #17 No, the total number of offenses in the reporting district is lower than the total number in item #17
20. CHECK THE BOX THAT APPLIES (check only one box)
X
Governing Body/Designated Subordinate Name:
FOR DEPARTMENT USE ONLY 95993
PREPARED BY (Name of Department Employee)
ABC-245 (rev. 01-11)
TJ
BEAT 4 5 5786
1389 1621
YUBA CITY PLANNING DEPT. 1201 CIVIC CENTER BLVD, YUBA CITY, CA
KAUR, PARAMJIT & SINGH, CHARNJIT
759 REEVES AVE, YUBA CITY, CA 95991-3941 GEO CODE: 5102 1157
502.02 3
1;1078
0 101289
State of California
Gavin Newsom, Governor
a. If "No" is checked in both item #11 and item #19, Section 23958.4 B&P does not apply to this application, and no additional information will be needed on this issue. Advise the applicant to bring this completed form to ABC when filing the application. b. If "Yes" is checked in either item #11 or item #19, and the applicant is applying for a non-retail license, a retail bona fide public eating place license, a retail license issued for a hotel, motel or other lodging establishment as defined in Section 25503.16(b) B&P, or a retail license issued in conjuction with a beer manufacturer's license, or winegrower's license, advise the applicant to complete Section 2 and bring the completed form to ABC when filing the application or as soon as possible thereafter.
c. If "Yes" is checked in either item #11 or item #19, and the applicant is applying for an off-sale beer and wine license, an off-sale general license, an on-sale beer license, an on-sale beer and wine (public premises) license, or an on-sale general (public premises) license, advise the applicant to take this form to the local governing body, or its designated subordinate officer or body to have them complete Section 3. The completed form will need to be provided to ABC in order to process the application.
This form is to be used for all applications for original issuance or premises to premises transfer of licenses.
Part 1 is to be completed by an ABC employee, given to applicant with pre-application package, with copy retained in holding file or applicant's district file.
Part 2 is to be completed by the applicant, and returned to ABC.
Part 3 is to be completed by the local governing body or its designated subordinate officer or body, and returned to ABC.
Instructions
•
•
PART 2 - TO BE COMPLETED BY THE APPLICANT (If box #20b is checked)
22. APPLICANT SIGNATURE 23. DATE SIGNED
PART 3 - TO BE COMPLETED BY LOCAL OFFICIALS (If box #20c is checked)
24. WILL PUBLIC CONVENIENCE OR NECESSITY BE SERVED BY ISSUANCE OF THIS ALCOHOLIC BEVERAGE LICENSE? Yes No See Attached (i.e., letter, resolution, etc.)
25. ADDITIONAL COMMENTS, IF DESIRED (may include reasons for approval or denial of public convenience or necessity):
26. CITY/COUNTY OFFICIAL NAME 27. CITY/COUNTY OFFICIAL TITLE 28. CITY/COUNTY OFFICIAL PHONE NUMBER
29. CITY/COUNTY OFFICIAL SIGNATURE 30. DATE SIGNED
ABC-245 REVERSE (rev. 01-11)
The applicant named on the reverse is applying for a license to sell alcoholic beverages at a premises where undue concentration exists (i.e., an over-concentration of licenses and/or a higher than average crime rate as defined in Section 23958.4 of the Business and Professions Code). Sections 23958 and 23958.4 of the Business and Professions Code requires the Department to deny the application unless the local governing body of the area in which the applicant premises are located, or its designated subordinate officer or body, determines within 90 days of notification of a completed application that public convenience or necessity would be served by the issuance. Please complete items #24 to #30 below and certify or affix an official seal, or attach a copy of the Council or Board resolution or a signed letter on official letterhead stating whether or not the issuance of the applied for license would serve as a public convenience or necessity.
21. Based on the information on the reverse, the Department may approve your application if you can show that public convenience or necessity would be served by the issuance of the license. Please describe below the reasons why issuance of another license is justified in this area. You may attach a separate sheet or additional documention, if desired. Do not proceed to Part 3.
ATTACHMENT 3
Charanjit Singh
Cooper Market Liquor
759 Reeves Ave
Yuba City, CA 95991
Honorable City Council
1201 Civic Center Boulevard, Yuba City, CA 95993
Dear Council members, I am writing to ask for your support in completing a Public Convenience and Necessity Evaluation that is being required of our business by Alcoholic Beverage Control Department (ABC).
We are a local business Cooper Market Liquor located on 763 Reeves Ave, Yuba City, CA 95991. We have owned the business since 2015 and prior to that this convenience store has been here for several decadese. At the completion of our lease agreement the landlord wanted to increase the rent by 300 %, making it impossible for us to continue doing business at that location. We have purchased the adjacent lot (about 17 feet over) and are currently building there.
In addition to the many things, we have to change over to the new location ABC required us to file some paperwork to do a premise-to-premise license location change for our current license which we already hold. Despite the fact the new location is only about 17 feet over, due to it being a different location, they require some paperwork and treat it as if it's a new application. The licensing representative that’s been assigned to the premise-to-premise transfer of the type 21 license, which is the license to sell alcohol is requiring Public Convenience/ Necessity document (PCN). I spoke to him on the phone, and he stated that it has to be someone in the planning department for the city, and Aaron Brown (Assistant Planner, City of Yuba City) informed me that this item can be completed by City Council.
Here are some consideration benefits to the community:
1. Employ local residents
2. Generate taxes
3. The new business will result in an aesthetic upgrade to the neighborhood.
The business has continued to sell alcohol in accordance with the law and was previously selling alcohol at older location. To date the business has never been suspended from the sale of alcoholic beverages or fined by the Alcoholic Beverage Control Department (ABC) in the last 17 years. All employees follow strict training, and alcohol will not be sold to anyone under the age of 21. We require face to face cashier and customer interaction and an ID is required to verify that the customer is of legal age.
We humbly ask that you approve our request, so we can continue doing business in our beloved city as we have for the last 17 years.
Thank you for much for your help.
Sincerely,
Charanjit Singh
(530) 933-1797
Agenda Item 10
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Doug Libby, Deputy Director of Development Services Summary
Subject: Authorization to submit a California Energy Commission Solar automated permit processing grant application to implement the provisions of Senate Bill 379 Recommendation: Adopt a Resolution of the City Council of the City of Yuba City authorizing the Public Works and Development Services Director, or designee, to submit and administer a California Energy Commission solar automated permit processing program grant on behalf of the City
Fiscal Impact: None. There is not a fiscal impact to submit this grant application.
Purpose:
To obtain State grant funding to implement the provisions of Senate Bill (SB) 379 to establish an online, automated permitting platform that verifies code compliance and issues permits in real time for residential solar energy and storage systems.
Council’s Strategic Goal
This item implements the Council’s goals of Public Safety, Fiscal Responsibility and Business Friendly.
Background:
On September 16, 2022, the Governor signed SB 379 that requires most cities and counties to implement an online automated permitting platform that verifies code compliance and issues permits in real time for residential solar energy and storage systems not larger than 38.4 kw alternating current.
Senate Bill 129 established $20M of funding through non-competitive grants to assist California cities and counties to establish online solar permitting systems in compliance with Senate Bill 379.
The California Energy Commission has established the California Automated Permit Processing (CalAPP) Program which allows cities and counties to apply for non-competitive grant funding based on a jurisdiction’s population size.
To further assist jurisdictions in implementation, in 2021, the National Renewable Energy Laboratory launched a collaborative effort with key code officials, authorities having jurisdiction and the solar industry to develop standardized plan review software that can run compliance checks and process building permit approvals for eligible rooftop solar systems. The software developed is free and called
SolarAPP+. This software was designed to integrate into the City’s existing permitting system because our permitting software provider (Accela) was a partner in the development of SolarAPP+.
Analysis:
Based on the City’s current population estimate of 69,663 persons by the California Department of Finance, Yuba City qualifies for $60,000 of grant funding. These funds can be used to integrate the SolarAPP+ software into the City’s existing Accela system, offset staff/consultant costs to implement the software as well as training for staff and local installers.
Staff has had preliminary discussions with our software vendor, and grant funding is sufficient to cover the cost to integrate the SolarAPP+ software into the City’s existing permitting system.
Fiscal Impact:
None. There is not a matching fund requirement with the proposed grant.
Alternatives:
Do not adopt the proposed resolution to submit a grant application to the California Energy Commission for the Solar automated permit processing grant program. The City Council may modify the proposal as determined necessary. If the City does not pursue these grant funds, the City will not receive State funding through this program; however, the City is still required by SB 379 to implement an automated permit processing system for certain residential solar projects by September 30, 2023.
Recommendation:
Adopt a Resolution of the City Council of the City of Yuba City authorizing the Public Works and Development Services Director, or designee, to submit and administer a California Energy Commission solar automated permit processing program grant on behalf of the City.
Attachments:
1. Resolution
Prepared By: Submitted By:
Doug Libby, AICP
Deputy Director of Development Services
Diana Langley
City Manager
ATTACHMENT 1
RESOLUTION NO. _________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY
AUTHORIZING SUBMITTAL OF AN APPLICATION FOR GRANTS TO THE CALIFORNIA ENGERGY COMMISSION’S SOLAR AUTOMATED PERMIT PROCESSING PROGRAM FOR
WHICH THE CITY OF YUBA CITY IS ELIGIBLE
WHEREAS, Senate Bill 379 was signed into law by the Governor and it requires most California cities and counties to implement an online, automated permitting platform that verifies code compliance and issues permits in real time or allows a city or county in real time for a residential solar energy system and a residential energy storage system that is no larger than
38.4 kilowatts alternating current; and
WHEREAS, Senate Bill 129 was signed into law by the Governor and provides $20 million of State funding through non-competitive grants to assist California cities and counties to establish online solar permitting in compliance with Senate Bill 379 established the California Energy Commission; and
WHEREAS, The California Energy Commission has established the California Automated Permit Processing (CalAPP) Program which allows cities and counties to apply for grant funding to implement the provisions of Senate Bill 379.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Yuba City authorizes the submittal of an application to the California Energy Commission’s Automated Permit Processing (CalAPP) Program for which the City of Yuba City is eligible.
BE IT FURTHER RESOLVED that the Public Works and Development Services Director or designee is hereby authorized and empowered to execute in the name of the City of Yuba City all grant documents, including but not limited to, applications, agreements, amendments, and requests for payment, necessary to secure grant funds and implement the approved grant project.
I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 7th day of March, 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Wade Kirchner, Mayor
ATTEST:
Ciara Wakefield, City Clerk Administrator
APPROVED AS TO FORM:
Shannon L. Chaffin, City Attorney
Agenda Item 11
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Doug Libby, Deputy Director of Development Services Summary
Subject: Receive the 2022 Housing Element Annual Progress Report and authorize its submission to the State Department of Housing and Community Development and the Governor’s Office of Planning and Research
Recommendation: A. Receive the 2022 Housing Element Annual Progress Report; and B. Direct staff to file the report for calendar year 2022 with the State Department of Housing and Community Development (HCD) and the Governor’s Office of Planning and Research (OPR)
Fiscal Impact: None. Existing budgeted monies are being used to prepare this item.
Purpose:
Authorize submittal of the Housing Element Annual Progress Report to HCD and OPR as required by State Housing law.
Council’s Strategic Goal:
This item facilitates the Council’s strategic Goal No. 6; Maintaining and enhancing our quality of life.
Background:
State Housing Law, commencing at Government Code Section 65400, requires cities and counties to annually report on the status of their General Plan Housing Elements and progress in its implementation using forms adopted by HCD. State Housing law also requires that prior to submitting the annual progress report, the City Council must hold a public meeting. Housing Element Annual Progress Reports are required to be submitted to HCD by April 1st of each year.
Analysis:
The Housing Element Annual Progress Report covers housing related activity for the preceding calendar year and includes the following key HCD required sections:
• Table A – Housing development applications submitted; • Table A2 – Annual building activity report summary – new construction, entitled, permits, and
completed units;
• Table B – Regional Housing Needs Allocation (RHNA) progress – permitted units issued by affordability;
• Table D – Program implementation status pursuant to Government Code section 65583; • Table F – Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites pursuant to Government Code Section 65583.1(c)
• Summary Table
• Local Early Action Planning (LEAP) Reporting
Fiscal Impact:
There is no additional fiscal impact as a result of this project. Existing budgeted monies are being used to prepare this documentation.
Alternatives:
No viable alternative recommendations are available because the filing of the Housing Element Annual Progress Report is a statutory requirement.
Recommendations:
1. Receive the 2022 Housing Element Annual Progress Report; and
2. Direct staff to file the report for calendar year 2022 with the State Department of Housing and Community Development (HCD) and the Governor’s Office of Planning and Research (OPR).
Attachments:
1. 2022 Housing Element Annual Progress Report
Prepared By: Submitted By:
Doug Libby, AICP
Deputy Director of Development Services
Diana Langley
City Manager
ATTACHMENT 1
The 2022 Housing Element Annual Progress Report can be
accessed on the Yuba City website at:
https://www.yubacity.net/cms/One.aspx?portalId=239258&pageId=1955657
Agenda Item 12
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Public Works Department
Presentation By: Joshua Wolffe, Associate Engineer
Summary
Subject: Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 (Spirit Drive Parcel Map)
Recommendation: Adopt a Resolution which makes the following actions:
A. Initiates proceedings to order the annexation of the parcel associated with the Spirit Drive Parcel Map, APN 63-010-141, into existing Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 and orders the Engineer of Work to file a report with regard to Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 B. Set a Public Hearing for March 21, 2022 at 6:00 PM to order the annexation of the parcel associated with the Spirit Drive Parcel Map, APN 63-010-141, into existing Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 and establishing a levy of assessments for the annexed territory Fiscal Impact: Receipt of assessments and expenditures of funds for ongoing operation, maintenance, and administration of street landscaping materials, irrigation systems and street lighting within Lighting and Landscape District No. 6, Zone of Benefit A_1
Purpose:
To fund the ongoing operation, maintenance, and administration of street landscaping materials, irrigation systems and street lighting.
Council Strategic Goal:
Annexing this development into a Lighting and Landscape Maintenance District (LLMD) addresses the City Council’s Strategic Goal of maintaining infrastructure, as the LLMD will ensure that street landscaping materials, irrigation systems, and street lighting are maintained and in operation.
Background:
The Spirit Drive Parcel Map Development at Assessor’s Parcel Number (APN) 63-010-141 is requesting to be included into a Zone of Benefit, as required through the Conditions of Approval for the Parcel Map. Based on the characteristics of Spirit Drive Parcel Map’s improvements, the best-fit option
for an existing Zone of Benefit annexation would be the existing Zone of Benefit A_1.
The existing LLMD No. 6, Zone of Benefit A_1 was established in 2005 for the River Valley Commercial Development, with a fee per acre for the operation and maintenance costs associated with street landscaping materials, irrigation systems, and street lighting. The fee per acre for Zone of Benefit A_1 was determined based on annual maintenance costs for the aforementioned items associated with the River Valley Commercial Development.
In order to determine what the assessment will be for this parcel, the original assessment for Zone of Benefit A_1 will need to be increased to today’s dollars using the Consumer Price Index (CPI).
The City has created and modified several LLMDs to encompass a number of commercial projects and subdivisions over the past few years. The process of annexing to an existing District consists of adopting multiple City Council Resolutions, holding a public hearing, and observing rights of majority protest.
Analysis:
The public notice procedure for parcels requesting annexation into an existing LLMD can be waived and an expedited process can be substituted at the request of the property owners of said parcels. The authorized representatives of the Spirit Drive Parcel Map have requested to waive the notice of public hearing proceedings, which has allowed the City to utilize the expedited process in order to annex the parcels associated with the Spirit Drive Parcel Map into the existing LLMD No. 6, Zone of Benefit A_1.
This has eliminated the need for a 45-day notice for the owner of the parcel requesting annexation.
The expedited process consists of the City Council adopting a Resolution which initiates proceedings for the annexation of the new territory into the existing Zone of Benefit, orders the preparation of an Engineer's Report for the annexation, and then sets a public hearing date for all parcel owners which are currently in the Zone of Benefit.
The levy amounts will be established by City staff through the creation of an Engineer’s Report for the Zone of Benefit. The Engineer’s Report will contain a detailed estimate of annual costs to energize and maintain the streetlights, and maintain street trees, landscaping materials, and irrigation systems within the Zone of Benefit.
Once the Resolution has been adopted, the City will publish a 10-day public notice with the local newspaper for the public hearing. City Council will then conduct a public hearing at the following City Council meeting for the owners of parcels which are currently included in the Zone of Benefit. If the public hearing is successful, the City staff will request the adoption of a Resolution which annexes the Spirit Drive Parcel Map into the existing Zone of Benefit, confirms, and orders the levy of assessments of the parcel.
Fiscal Impact:
Revenue from the assessed parcels is to be used to provide maintenance services and district administrative costs. The Engineer’s Report for the Yuba City Lighting and Landscape Maintenance District No. 6 Zone of Benefit A_1 will determine the annual assessed amount for the parcels being annexed into the Zone of Benefit. Based on current staff estimates, the assessed amounts are likely to be $347.90 per acre annually, or $6,954.52 total annually, and is subject to an annual inflation increase.
Alternatives:
1. Do not adopt the following Resolution and fund the operation and maintenance of the streetlights, landscaping materials, and irrigation systems from alternative sources.
2. Direct staff to begin the typical longform Lighting and Landscape Maintenance District
annexation procedure.
Attachments:
1. Attachment 1 - Resolution 6 A_1 Initiation
2. Attachment 2 - VICINITY MAP 6 A_1
Prepared By: Submitted By:
Josh Wolffe
Associate Civil Engineer
Diana Langley
City Manager
ATTACHMENT 1
RESOLUTION NO. _________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY
INITIATING PROCEEDINGS TO ORDER THE ANNEXATION OF THE PARCEL ASSOCIATED WITH THE SPIRIT DRIVE PARCEL MAP, APN 63-010-141, INTO EXISTING YUBA CITY LIGHTING AND LANDSCAPE MAINTENANCE DISTRICT NO. 6, ZONE OF BENEFIT A_1, ORDERING THE ENGINEER OF WORK TO FILE A REPORT WITH REGARD TO YUBA CITY LIGHTING AND LANDSCAPE MAINTENANCE DISTRICT NO. 6, ZONE OF BENEFIT A_1, AND SETTING A PUBLIC HEARING FOR MARCH 21, 2023 TO ORDER THE
ANNEXATION OF THE PARCEL ASSOCIATED WITH THE SPIRIT DRIVE PARCEL MAP INTO EXISTING YUBA CITY LIGHTING AND LANDSCAPE MAINTENANCE DISTRICT NO. 6, ZONE OF BENEFIT A_1
WHEREAS, the City of Yuba City is a municipal corporation duly created and existing pursuant to the Constitution and laws of the State of California; and, WHEREAS, Landscape Maintenance District No. 6 has been formed pursuant to the Landscaping and Lighting Act of 1972, and has been brought into compliance with Proposition 218; and, WHEREAS, the City Council of the City of Yuba City desires to modify Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 pursuant to the Landscaping and Lighting Act of 1972 (Section 22500 and following Streets and Highways Code) for the purpose of operating and maintaining landscape, irrigation, and lighting facilities associated with the Spirit Drive Parcel Map (PM 22-04); and,
WHEREAS, the City Council of Yuba City desires to secure an engineer’s report in accordance with Article 4 (commencing with Section 22565) of Chapter 1 of the Streets and Highways Code of the State of California; and,
WHEREAS, the City Council of Yuba City desires to conduct a Public Hearing for parcels which are currently within Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1 pursuant to the Landscaping and Lighting Act of 1972 NOW, THEREFORE, be it Resolved by the City Council of Yuba City as follows:
1. The City Engineer is hereby ordered to prepare and file a report in accordance with Article 4 (commencing with Section 22565) of Chapter 1 of the Streets and Highways Code of the State of California for the Spirit Drive Parcel Map’s annexation into existing Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1.
2. Notice is hereby given that the City Council designates March 21, 2023, at 6:00 PM, in the City Council Chambers, City Hall, 1201 Civic Center Boulevard, Yuba City, CA as the date, time, and place for the hearing of protests or objections to the annexation of the Spirit Drive Parcel Map parcel’s annexation into existing Yuba City Lighting and Landscape Maintenance District No. 6, Zone of Benefit A_1. All interested persons shall be afforded the opportunity to hear and be heard.
The City Council shall consider all oral statements and all written protests or communications made or filed by any interested person. Prior to the conclusion of the hearing, any interested person may file a written protest with the City Clerk or, having previously filed a protest, may file a written withdrawal of that protest. A
written protest shall state all grounds of objection. A protest by a property owner shall contain a description sufficient to identify the property owned by the signer.
Written protests may be delivered in person to the City Clerk or may be mailed to the City Clerk at City Hall, 1201 Civic Center Boulevard, Yuba City, CA 95993.
Any written protest that is mailed must be received at City Hall at or prior to 4:30 PM on March 21, 2023.
2. This Resolution shall take effect immediately.
The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 7th day of March, 2023.
AYES:
NOES:
ABSENT:
Wade Kirchner, Mayor
ATTEST:
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP
ATTACHMENT 2
SPIRIT DRIVE PARCEL MAP
LIGHTING AND LANDSCAPE MAINTENANCE
DISTRICT No. 6
ZONE OF BENEFIT A_1
SUBJECT
AREA
SCALE: 1" = 400'
STATE ROUTE 20 HOOPER RD HARTER PKWY
AREA TO
BE ADDED EL MARGARITA RD
LIGHTING AND LANDSCAPE MAINTENANCE DISTRICT No. 6, ZONE OF BENEFIT A_1 NEW AREA FOR ZONE OF BENEFIT MAP SCALE: 1" =200' SYMBOL LEGEND: - EXISTING ZONE OF BENEFIT A_1 AREA - PARCELS BEING ANNEXED INTO ZONE OF BENEFIT LASSEN BLVD SPIRIT DR
CARSON DR
EL MARGARITA RD
HARTER PKWY STATE ROUTE 20 3 2 1
Agenda Item 13
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Public Works Department
Presentation By: Joshua Wolffe, Associate Engineer
Summary
Subject: Abandoned Railroad Corridor Feasibility Study (Adoption) (Continued from February 21, 2023)
Recommendation: Adopt a Resolution which adopts the Abandoned Railroad Corridor Feasibility Study
Fiscal Impact: Potential future grant funds for acquisition, design, environmental remediation, and construction of the proposed Class I trail, through the use of the Abandoned Railroad Corridor Feasibility Study.
Purpose:
To extend the City’s pedestrian and bicycle facilities throughout the abandoned railroad corridor, creating a more accessible and connected active transportation network.
Council Strategic Goal:
Adopting the Abandoned Railroad Corridor Feasibility Study addresses Council’s Strategic Goal of Infrastructure, as the adoption of this Study will provide guidance for the expansion of the active transportation network.
Background:
In October 2019, the Public Works Department applied for a Caltrans Sustainable Transportation Planning Sustainable Communities Grant to secure funding for a Feasibility Study (Study). The purpose of the Study is to allow the City to determine the feasibility of converting the existing railroad right of way between Harter Parkway and Plumas Street to a bike/pedestrian path, and provide conceptual design alternatives for future grant applications. In June 2020, the City was notified that it was awarded $200,000 in grant funding for the Study.
In November 2020, the City entered into a Restricted Grant Agreement with the California Department of Transportation (Caltrans) to receive funds for the Study. The City issued a Request for Proposals on September 27, 2021, with a deadline for submittals of October 28, 2021.
On December 21, 2021, City Council awarded a Professional Services Agreement to Dokken Engineering (Dokken) to develop the Study.
Analysis:
Throughout 2022, Dokken performed public outreach, audited the abandoned railroad corridor’s existing physical and environmental conditions, determined the cost of the corridor’s acquisition from its current owner, Union Pacific Railroad Company (UPRR), and created various sets of cost estimates for construction of a Class I shared-use path along the 2.3-mile corridor. The Study also analyzed options for bicycle-pedestrian connectivity from Plumas Street to the Feather River Levee trail, which would ultimately allow trail users to travel from Sutter on the west end of the trail, to Marysville on the east end. The results of the information collected through the aforementioned processes have been consolidated into the Abandoned Railroad Corridor Feasibility Study (Attachment 1, Exhibit A).
The Study determined that the conversion of the UPRR corridor was feasible, and recommended two alternatives: one alternative constructing an 18-foot-wide asphalt concrete (AC) trail throughout the entire corridor, and the other alternative constructing an 18-foot-wide trail with 12 feet of the trail width being AC for cyclists, and 6 feet of the width being a concrete sidewalk for pedestrians. The preferred alternative was the AC/concrete option that consists of the following project scope:
• 18-foot wide trail:
o 12 feet of trail width of AC, consisting of two 6-foot bike lanes o 6 feet of trail width of concrete, creating a 6-foot wide sidewalk for pedestrians, and separating pedestrians from cyclists
• Pedestrian overcrossing at the intersection of Stabler Lane and State Route 20, and another pedestrian overcrossing at State Route 99
• Safety improvements:
o High Intensity Activated Crosswalk (HAWK) signals, curb ramp and sidewalk bulb-outs and improvements at Tharp Road
o HAWK signals, curb ramp and sidewalk improvements, and pedestrian refuge island improvements at Gray Avenue and Clark Avenue Intersections o Rectangular Rapid Flashing Beacons (RRFBs), curb ramp, sidewalk, and pedestrian refuge island improvements at Cooper Avenue
o Various striping and signage improvements along the entire corridor • Feather River Levee Trail Connection
o Modification of striping along Plumas Street, south of Bridge Street, to upgrade from Class III to Class II bicycle lanes
Based on the Study, the estimated total project cost is $70,100,000:
Phase Cost
Preliminary Engineering $7,032,000
Right of Way/Acquisition $7,766,400
Environmental/Remediation $8,055,000
Construction $50,218,500
Construction Support $7,553,300
The environmental and remediation costs were gathered based on previous soil analysis of the railroad corridor. The full extent of contamination within the corridor and potential required remediation is currently still an unknown, and may impact acquisition and remediation costs.
Staff will use the recommendations of this Study to strategically apply for grant funding through eligible grant programs such as the Active Transportation Program (ATP), Congestion Mitigation & Air Quality Improvement Program (CMAQ), Transportation Recreational Trails Program, and others. Due to the size and cost of this project, the entire corridor will be broken into multiple phases, such that the City’s grant applications will be competitive with other agencies.
Fiscal Impact:
The City was awarded a Sustainable Communities Competitive Grant through the California Department of Transportation (Caltrans). The grant award amount was $200,000, with a local match of $25,912, resulting in a total project cost of $225,912. City staff is currently working to complete final reimbursement and closeout of the grant with Caltrans.
There is no direct cost associated with adopting the Abandoned Railroad Corridor Feasibility Study.
The City will be able to leverage the Study to competitively compete for grant funding to acquire, design, remediate, and construct the Class I trail.
Alternatives:
1. Do not adopt the Abandoned Railroad Corridor Feasibility Study. This may compromise future grant funding opportunities.
2. Request modifications to be made to the Abandoned Railroad Corridor Feasibility Study. This will incur additional costs from Dokken, and may affect grant funding opportunities.
Attachments:
1. Attachment 1 - Resolution
2. Exhibit A - Feasibility Study
3. Attachment 2 - Project Overview Exhibit
Prepared By: Submitted By:
Josh Wolffe
Associate Civil Engineer
Diana Langley
City Manager
ATTACHMENT 1
RESOLUTION NO. _________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY
ADOPTING THE ABANDONED RAILROAD CORRIDOR FEASIBILITY STUDY WHEREAS, the California Department of Transportation has awarded the City funding in the amount of $200,000 for the Feasibility Study for Abandoned Railroad Corridor (Study); and
WHEREAS, staff awarded a Professional Services Agreement to Dokken Engineering for the development of the Study; and
WHEREAS, the study will provide strategic guidance for the creation of competitive grant applications to fund design, acquisition, environmental remediation, and construction of the shared-use trail through Yuba City; and WHEREAS, it has been determined by the City Council that such provisions are in the public interest.
NOW, THEREFORE, the City Council of the City of Yuba City does resolve as follows:
Section 1. The City Council of the City of Yuba City adopts the “Abandoned Railroad Corridor Feasibility Study” attached as Exhibit A.
Section 2. This Resolution shall take effect immediately The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 7th day of March, 2023.
AYES:
NOES:
ABSENT:
Wade Kirchner, Mayor
ATTEST:
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP
Exhibit(s):
A. Abandoned Railroad Corridor Feasibility Study
EXHIBIT A
Abandoned Railroad Corridor
Feasibility Study
February 10, 2023
Abandoned Railroad Corridor Feasibility Study
Page i
Executive Summary
The City of Yuba (City) has coordinated the preparation of this Feasibility Study to investigate converting
2.3 miles of an abandoned Union Pacific Railroad (UPRR) corridor into a muti-use pathway. The Feasibility Study has determined the viability and cost of a multi-use path conversion. The completion of the study has put the project in good positioning to proceed to preliminary engineering and receive public funding.
Purpose and Goals
The three main goals of the multi-use path project are:
Transportation Equity
VMT Reduction
Community Engagement
Converting the abandoned UPRR corridor provides an opportunity to take what is currently a blight to the City and residents and create an aesthetically pleasing centralized trail, providing connectivity and equity throughout the City for a variety of uses.
Outcome of Study
The study evaluated converting 2.3 miles of abandoned UPRR right of way to a multi-use path. The multiuse path would provide a safe pedestrian and bicycle infrastructure gap closure from Harter Parkway to the Feather River Levee Path. This gap closure would allow for safe pedestrian and bicycle travel to many destinations between the Town of Sutter on the west end, and the City of Marysville on the east end. The total cost of the project was estimated at $67 - $70 million depending on specific project attributes. See Section 4 for more details on Cost Estimates. The recommended project alternatives are discussed below.
Note: For larger Project Overview exhibit, see Figure 4 in report.
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Page ii
Recommendations
The study evaluated several path alternative components under the umbrella of two main path alignments.
The two alignments studied were Alignment 1 with Civic Center Improvements and Alignment 2 without Civic Center Improvements. The Civic Center Improvements are part of the proposed SR 20/SR 99 Interchange which completed project initiation in 2016 with an approved PSR-PDS document. While both alignments were studied to give the City as much data as possible to move forward, it is the recommendation of this study that the City proceed with Alignment 1, the path alignment with Civic Center Improvements.
The proposed SR 20/SR 99 interchange will almost certainly be constructed well within the lifetime of the proposed path structures. As these are multi-million dollar structures, it is in the City's best interest to design the structures to tie into the SR 20/SR 99 and Civic Center Improvements project.
For each path alignment the study evaluated different typical section options, grade separated crossing options, and gap closure to the Feather River Levee Path options. The top two recommended alternative combinations are shown in the table below.
Alternative Ranking
Path Alternative Options
Cost*
Key
Benefits
Ranking
Alignment Typical
Section
Feather River
Levee Path
Gap Closure
Grade
Separations
Alignment 1
(with Civic
Center)
12-foot width
HMA, 6-foot
width
Concrete
Alt 1
Overcrossing
@ Stabler
Ln/SR 20 and
at SR 99
$70,100,000
• Alignment 1 fits with future
improvements
• Concrete ped path provides visual
delineation between peds and bikes
and received positive public
feedback.
• Alt 1 Downtown Alternative is the
gap closure option that received most
positive feedback from public and
has a favorable LTS score.
• Overcrossings (OCs) are
recommended over Undercrossings
(UCs) due to safety and maintenance
issues presented by the tunnel effect
of UCs.
1 Alignment 1
(with Civic
Center)
18-foot width
HMA Alt 1
Overcrossing
@ Stabler
Ln/SR 20 and
at SR 99
$67,300,000
• Alignment 1 fits with future
improvements
• Full HMA width path is cost
effective and reduces maintenance
costs.
• Alt 1 Downtown Alternative is the
gap closure option that received most
positive feedback from public and
has a favorable LTS score
• OCs are recommended over UCs due
to safety and maintenance issues
presented by the tunnel effect of UCs.
2 *Costs include: PSR, PA&ED, PS&E, ROW, and Construction The City should proceed to Preliminary Engineering with the top two recommended alternatives. The City should also monitor grant programs for eligibility and opportunity; and remain flexible and ready to highlight different aspects of the project to meet the requirements of available funding sources.
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Table of Contents
1. Introduction........................................................................................................1
1.1. Purpose and Goals.........................................................................................................................1
1.2. Existing Conditions of Corridor....................................................................................................1
1.3. Needs and Deficiencies.................................................................................................................1
1.4. Corridor Vision .............................................................................................................................2
2. Project Scoping ..................................................................................................3
2.1. Existing Plans and Information.....................................................................................................3
2.2. Corridor Inventory and Analysis...................................................................................................3
2.3. Stakeholder Outreach and Engagement ........................................................................................3
3. Project Alternatives...........................................................................................7
3.1. Alternative Concepts.....................................................................................................................7
3.2. Right of Way and Environmental Assessments..........................................................................32
4. Cost Estimates..................................................................................................34
4.1. Methodologies.............................................................................................................................34
4.2. Project Assumptions ...................................................................................................................36
4.3. Cost Estimate Summaries...........................................................................................................37
5. Project Development Process .........................................................................40
6. Funding.............................................................................................................42
6.1. Funding Outlook: Opportunities and Challenges........................................................................42
6.2. Funding Strategies ......................................................................................................................42
7. Attachments......................................................................................................43 Attachment A: Yuba-Sutter County Regional Bike Path and Trail Exhibit Attachment B: Public Outreach & Engagement Materials
Attachment C: Civic Center Improvement Plans
Attachment D: Structure Advance Planning Studies
Attachment E: Cost Estimate Backups
Attachment F: Preliminary Right of Way Maps
Abandoned Railroad Corridor Feasibility Study
1. Introduction
1.1.Purpose and Goals
The City of Yuba (City) has coordinated the preparation of this Feasibility Study to investigate converting
2.3 miles of an abandoned Union Pacific Railroad (UPRR) corridor into a muti-use pathway. The Feasibility Study will determine the viability and cost of a multi-use path conversion. The completion of the study will put the project in good positioning to proceed to preliminary engineering and receive public funding.
By completing the railroad corridor conversion the City hopes to improve transportation equity, reduce VMT, and engage the community.
1.2.Existing Conditions of Corridor
The City shares a Class I path, the Sutter Bike Path, with Sutter County. The Sutter Bike Path begins in the Town of Sutter and extends east along a former UPRR corridor to end at Hooper Road in northwest Yuba City. The City's Sutter Bike Path Gap Closure project is currently in the design phase and will extend the Sutter Bike Path to Harter Parkway. The Sutter Bike Path will also connect to the proposed Didar S. Bains Park. The construction of Didar S. Bains Park is expected to be completed in Summer of 2023 while the Sutter Bike Path Gap Closure project is expected to begin construction Summer of 2023.
The abandoned railroad corridor is currently owned by Union Pacific Railroad, is zoned for industrial land use, and has eight public road crossings. The tracks have been removed along the corridor and there are three existing surface conditions including bare soils, vegetative cover, and railroad ballast (i.e., gravel and cobbles used to line and support railroad tracks).
An exhibit showing the areas existing bike paths, trails, and transit routes is included in Attachment A.
1.3.Needs and Deficiencies
The far east portion of the abandoned UPRR corridor ends amid fairly dense residential city blocks. This residential area is cut off from essential shopping, services, and area schools by State Route 99 (SR 99), State Route 20 (SR 20), and the existing UPRR corridor. For residents without the use of a vehicle (of which this area has many), access to everyday needs is made difficult by this isolation.
In addition to a need for connectivity of people to goods and services, there is a need to connect recreational use within the City. The Sutter Bike Path places users within Yuba City at its western boundary at a location that is not in close proximity to stores, retail, or adjacent pedestrian facilities. Across the City on the eastern boundary, the Feather River Levee Bike Path takes pedestrians across the river into Marysville and connects to parks along the way. Between these two trails, pedestrian facilities within the City are discontinuous and arbitrary. Many Transit stops exist throughout the City, however bike and pedestrian connectivity to those transit stops is lacking. The path would also provide a safer route to several area schools.
According to Community FactFinder, a tool used by California State Parks that analyzes demographics, in 2020 nearly 80% of Yuba City's population took trips alone in a personal vehicle, while only approximately
1.5% biked or walked for their trips. An even smaller 0.82% used public transit. These figures emphasize the need for alternatives to vehicular travel and improved connectivity to local transit.
The following figure shows Environmental Justice Areas designated by Sacramento Area Council of Governments (SACOG) within Yuba City overlaid with the path location. From this exhibit it is apparent that the path will serve several vulnerable neighborhoods.
Abandoned Railroad Corridor Feasibility Study
Figure 1 - Disadvantaged Communities
1.4.Corridor Vision
In 2011 a Bicycle Master Plan was completed in order to position the City for the creation of a community bikeway system which would make bicycling a viable mode of transportation. Creating a bikeway system is a mechanism for creating a more livable community, reducing traffic congestion and improving local air quality. The creation of the Bicycle Master Plan found that a total of 744 daily bicycle trips occur for travel to work or school. The City estimated that the implementation of the Bicycle Master Plan could increase these trips to 3,992. Through community outreach while developing the Plan, the City was directed to provide safer streets and expand on existing infrastructure by constructing additional bike paths, bike lanes, and designating shared roadways. The Plan recommended expanding the network of bikeways from 40 miles to 108 miles.
The following two high priority bicycle path projects were recommended in the Bicycle Master Plan:
Priority Project Title Description Length
1 Railroad to Bike
Path Conversion
Convert abandoned Union Pacific
Railroad Right-of-Way to accommodate
a bike path which extends to Bridge
Street from Hooper Road.
2.90 2 Levee Bike Path
Connection
Connect existing bike paths on west
levee of Feather River adjacent to Second
Street.
0.57 The UPRR Corridor conversion to a multi-use path will encompass both of these projects.
Abandoned Railroad Corridor Feasibility Study
Converting the abandoned UPRR corridor provides an opportunity to take what is currently a blight to the City and residents and create an aesthetically pleasing centralized trail, providing connectivity and equity throughout the City for a variety of uses.
2. Project Scoping
2.1.Existing Plans and Information
The UPRR corridor conversion to a multi-use path complies with relevant City Master Plans, ADA Transition Plan, and Bicycle Master plans. In 2022 SACOG completed a plan entitled Sacramento Region Trail Network Action Plan which is aimed at improving area trail connectivity thereby improving health, environmental justice, economic vitality, safety, recreation, and access to all ages/abilities. The UPRR multi-use path is included in two of the plans proposed projects, SUT02 Railroad Corridor Bike Path and SUT03 Olive Street Bridge Path.
2.2.Corridor Inventory and Analysis
Two site visits were performed, one in February of 2022 and another in March of 2022. Existing conditions were noted including, observed volume of traffic at proposed crossings, land uses, potential access needs from the path, potential locations of path amenities, and more.
2.3.Stakeholder Outreach and Engagement
Understanding the demographics and preferences of potential users will factor in when determining the value of infrastructure investment. The City used several public outreach methods to engage potential users and request input. Three public presentations were organized throughout the preparation of this Feasibility Study. A website was prepared specifically for this project. Round-table meetings with stakeholders were held to help extend the outreach as well as brainstorm on solutions.
On May 14th, 2022, the City introduced the project to the public at the Farmers’ Market. With a “pop-up” set up, the public got an opportunity to look at exhibits and pictures of what the potential for the 2.3-mile corridor transformation. Exhibits displayed the proposed project's alignments, visuals of at-grade crossings, overcrossings, and undercrossings. The visuals allowed community members to see the City's vision for the project, ask questions about the project, and provide suggestions/comments for the project. The public was also asked to provide ideas for amenities along the corridor that would entice them to utilize the corridor. During this event, the public was provided comment cards requesting their input, these are presented in Attachment B. The general reaction from the public was excitement and receptive to the idea of having the corridor.
On June 26th, 2022, the City utilized the
opportunity to provide an information booth at
the Yuba-Sutter County Fair. For this event, the
team updated exhibits and materials to account
for initial feedback received during May’s
Farmers’ Market. A new sector of the
community received the opportunity to learn
about the corridor’s potential and provide
feedback on accessibility and amenities. During
this event, the public was given the opportunity
to complete a comment card and/or complete a
questionnaire. The questionnaire included
questions about the individuals’ frequency of
use for the corridor, level of comfort riding in
different traffic scenarios, as well as preferred
destinations and purpose for utilizing the Photograph from Farmer’s Market “pop-up” on May 14th, 2022
Abandoned Railroad Corridor Feasibility Study
corridor. Comment cards and questionnaires received from public can be found on Attachment B.
On October 26th, 2022, the City hosted a public
meeting at Gray Avenue Middle School. The
school is adjacent to the corridor and it was a prime
location for accessibility to the community. At this
event the public received a presentation of the
project challenges and solutions for the potential
corridor. The public was able to voice their
opinions about challenges, suggestions, requests,
and questions about the practicality, funding,
safety, and project timeline. During this public
meeting, Yuba City Mayor Dave Shaw, Yuba City
Councilmember Shon Harris, Yuba City
Engineering staff, and Dokken Engineering design
team answered questions from the public. The
public filled out comment cards and
questionnaires, included in Attachment B.
Various tools were used to notify the public of
this Feasibility Study and to invite them to the
public events organized. The Feasibility Study
team collaborated with City of Yuba
Community Services to distribute project
information during the Yuba City Wilderness
Run 5K on March 26th, 2022. This familyfriendly 5K took place along Feather River Parkway and all participants received a
“goodie-bag” including a flyer containing
general project information and an invitation to
visit the project website. The flyer included a
QR code linking users to
www.yubacitybikepath.com , a website created
for this project. The website included general
information about the project, dates for
upcoming public events and project exhibits for
individuals who are not able to attend the
meetings. The website included an online
survey, representative contact information and an opportunity to subscribe for future notifications.
In addition, the team mailed Yuba City residents adjacent to the corridor and neighborhoods in the vicinity to notify of the project and upcoming public meeting. Lawn-signs with public meeting details were placed at high-traffic locations, parks, and other high visibility locations. Yuba City official social media was used to reach the online community. Posts on the City’s Facebook and website were added to inform public of the project and planned public events. Materials were also provided in Spanish to convey information to Spanish speaking residents.
Photograph from Yuba-Sutter County Fair on
June 26th, 2022
Photograph from Public Meeting on
October 26th, 2022
Abandoned Railroad Corridor Feasibility Study
Most of the public input, through comment cards and
conversations with staff, was constructive and positive.
Several of the potential users expressed the preference of avoiding at grade crossings of the high-traffic
intersections such as Stabler Lane, SR 20 and SR 99.
With a preference of an overcrossing and not
undercrossing. Public was concern about safety, lack of lighting and unattractiveness of an undercrossing.
Several participants suggested amenities along the
corridor such as benches, water fountains, trash
receptacles, and shaded areas.
The primary concern of the public is maintaining a
clean and safe path after it is built.
The public outreach team developed a questionnaire for
participants to share information about their riding
habits, riding personality, and vision for this corridor transformation. Below are summaries of responses to
tangible questions. For a complete list of questionnaires received and comment cards received, see Attachment B.
Question #1 asked “How often do you ride a bike on average?”. From thirty-three participants, 82% responded the ride their bikes once per week or more.
82%
9%
6% 3%
How often do you ride your bike on average?
Often (once per week or more) On occasion (several times per month) Rarely (a few times per year) Never
Abandoned Railroad Corridor Feasibility Study
Question #2 asked “What is a typical ride distance on average?”. From thirty-two participants, 50% responded they ride their bikes at least 10 miles per week. Question #7 asked “Would you take longer rides if there was a continuous Class I (dedicated bike/pedestrian) trail?”. From thirty-one participants, 97% responded they would increase their bike riding distance.
Participants were asked to rate themselves on the level of comfort when riding next to traffic. Categories were based on Roger Geller’s “Four Types of Cyclists”, Portland Bureau of Transportation, Portland, Oregon, 2006. The “Strong and & Fearless” type is for people comfortable to ride without any bicyclespecific infrastructure, even on busy streets. The “Enthused & Confident” are people comfortable to ride on streets with motor vehicles when provided facilities such as a bike lane. The “Interested but Concerned” are people willing to ride but require comfortable facilities that provide separation from heavy traffic. The “No Way No How” are people unwilling to ride regardless of bicycle-specific infrastructure provided”.
From thirty respondents of the questionnaire, 60% identified themselves as enthused and confident riders. 16%
34%
50%
What is your typical ride distance on average?
Under 5 miles 5-10 miles 10 miles or more
97%
3%
Would you take longer rides if there was a
continuous Class I trail?
Yes No
Abandoned Railroad Corridor Feasibility Study
For a summary of the comments received during outreach efforts, see Attachment B.
3. Project Alternatives
3.1.Alternative Concepts
Path Cross Section
The American Association of State Highway and Transportation Officials' (AASHTO) Guide for the Development of Bicycle Facilities states that for a shared use path, widths typically range from 10 to 14 feet with a minimum width of 10 feet. A wider path is needed to provide an acceptable level of service when both pedestrians and bicycles are expected.
Caltrans, in the Highway Design Manual describes a Class I bike path as a facility separated from the traveled way with exclusive right of way. Where significant bike traffic is expected and/or significant pedestrian traffic will join bicyclists a minimum path width of 12 feet is preferred.
Several cross section designs were considered and studied for the path. The sections considered are shown in Figure attached.
6%
60%
27%
7%
What kind of rider are you?
Strong & Fearless Enthused & Confident Interested but Concerned No Way No How
Abandoned Railroad Corridor Feasibility Study
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The various typical sections were evaluated and discussed with the public. A summary of the typical section evaluation is shown below in Table 1.
Table 1 - Typical Section Evaluation
No. Typical Section Assumptions Benefits Disadvantages Ranking 1 12-foot Path • Entire width
would be paved,
HMA
• Striped for two
way traffic
• Cost Effective
• Meets
recommended
minimum width
• Puts wheeled and nonwheeled traffic in same
path, higher potential
for conflict
4 2 18-foot Path,
HMA
• Entire width
paved, HMA
• 12-foot section
would be
separated from 6-
foot pedestrian
section with
striping and
signage
• Separates wheeled
and non-wheeled
traffic.
• Fewer potential
conflicts
• Higher cost than
minimum recommended
width
2 3 18-foot Path,
HMA/DG
• 12-foot width
paved with HMA
• 6-foot pedestrian
width would be
decomposed
granite (DG)
• Separates wheeled
and non-wheeled
traffic.
• Fewer potential
conflicts
• Lower cost that full
width pavement
• Received public
feedback that
runners prefer DG
to pavement.
• DG creates a
maintenance task (weed
control, regrading after
storms, etc)
• While DG is preferred
for runners, may present
difficulties for strollers,
which may temp that
traffic onto the bike
path creating potential
for conflict.
3 4 18-foot Path,
HMA/Concrete
• 12-foot width
paved with HMA
• 6-foot pedestrian
width would be
concrete
• Separates wheeled
and non-wheeled
traffic.
• Fewer potential
conflicts
• Difference in
surfacing provide
higher visibility
separation from
bikes to peds
further reducing
potential for
conflict.
• Concrete path
minimizes
maintenance cost.
• Highest cost of sections
considered
1 The cost differences between the various typical sections are discussed later in section 4 of the report.
Based on the evaluation it is recommended that the City proceed with either typical section option 2 or 4.
Abandoned Railroad Corridor Feasibility Study
Alignment
For the purposes of this report, we will discuss the bike path in sections from cross street to cross street.
Harter Parkway to Tharp Road
Path will connect to the Sutter Bike Path extension at Didar S. Bains Park. From Harter Pkwy to Tharp Rd, the path will be kept in the center of the right of way. This section provides good opportunity for some meandering of the path. Meandering the path provides visual interest to the users. This section of the path takes users past several retail locations with the Yuba City Marketplace including a Walmart, Home Depot, and some eateries.
Tharp Road to Stabler Lane
Through this section the path was kept toward the south side of the right of way corridor. This was done in consideration of potential future development of a large parcel to the north of the corridor. Users will pass the Sutter Buttes Marketplace. An existing courtyard with access to the UPRR corridor provides a nice opportunity for a path connection to the existing center.
Stabler Lane to SR 99
Within this section, the City has a planned future project that would impact the path alignment. In 2016, the City worked with Caltrans on a Project Study Report – Project Development Support (PSR-PDS) for an interchange at SR 20/SR 99. Through this process, it was also determined that Civic Center Blvd would be extended to intersect with and be constructed on the UPRR corridor just west of SR 99. There are also plans to construct a new hotel at this location. The plans for this potential future development are shown in Attachment C.
For this one section the path is evaluated as two separate alignments, Alignment 1 with Civic Center Improvements and Alignment 2 without Civic Center Improvements. Outside of the Stabler Lane to SR 99 limits, the path alignments are identical and were not evaluated separately.
Within this section, alignment 1 was designed to allow the future Civic Center improvement to be constructed without impacting the multi-use path. Alignment 2 was designed assuming the new Civic Center route would not be in place.
During the development of Alignment 1, it was determined that the cross section of the Civic Center Blvd extension proposed in the PSR-PDS would be too wide to allow the multi-use path to fit adjacent to the roadway within the UPRR right of way corridor. Assuming minor adjustments to the proposed Civic Center Blvd cross section, the multi-use path could be placed adjacent to the proposed roadway with minimal right of way impacts. The figure below shows the assumed cross section for the future Civic Center Blvd extension. As the two projects proceed in their development, the City should ensure that the designers are coordinating with each other.
Figure 3 - Assumed Cross Section for Future Civic Center Blvd Future Project Proposed Multi-use Path
Abandoned Railroad Corridor Feasibility Study
SR 99 to Gray Avenue
This section includes two important features to the path, a connection to the popular Sam Brannan Park as well as the City Skate Park. Gray Avenue Middle School is also adjacent to the park. North of the path is a complex that used to house a large shopping center, but is now mostly boarded up. The addition of the path would make this complex a more attractive option for potentials leasers.
Gray Avenue to Clark Avenue
The path would meander through this section to provide interest. The path begins to connect to apartments and a more residential area.
Clark Avenue to Cooper Avenue
Clark Ave to Cooper Ave is a short straight section passing multi-unit housing and businesses.
Reeves Avenue
In this section, the path travels parallel to and separated from Reeves Avenue. Reeves Ave is the southern border of a large residential neighborhood. Crosswalks will be placed in areas most likely to be used by bicyclists connecting to other neighborhoods, likely Orange Street, Olive Street, and Almond Street.
Figure 4 attached, shows an overview of the entire corridor with path and area highlights.
Abandoned Railroad Corridor Feasibility Study
Abandoned Railroad Corridor Feasibility Study
Crossings
Each location where the path intersects a street, the characteristics of that street were evaluated to determine the best method of crossing. A summary of each crossing evaluation is shown in Table 2 below.
Table 2 - Crossings Evaluation
Cross Street Cross Street
Characteristics Crossing Method Notes
Harter Pkwy
Collector with moderate
traffic and plans to widen in
the future
X-walk with
Pedestrian Hybrid
Signal
Commonly known as a "HAWK"
signal. Warning signage will also be
employed
Tharp Rd
Collector with moderate
traffic and nearby
intersection and driveways
X-walk with
Pedestrian Hybrid
Signal
Commonly known as a "HAWK"
signal. Warning signage will also be
employed
Stabler Ln Arterial, heavy traffic
Overcrossing or
undercrossing
It is recommended that for an
overcrossing, these two crossings be
combined into one structure as the
proximity of the two precludes a
vertical alignment conforming between
them. Also, a combination of fill and
retaining walls in between is less cost
effective and blocks more visibility to
local businesses adjacent to the
crossing than a continuous structure.
While studied, the undercrossing option
for these locations is considered
infeasible as it creates a long tunnel
effect that is not conducive to safety or
maintenance.
SR 20 Highway, heavy traffic and
limited right of way access
SR 99 Highway, heavy traffic and
limited right of way access Overcrossing Two-span main structure assumes a bent in the median of SR 99.
Gray Ave Arterial, moderate traffic
X-walk with
Pedestrian Hybrid
Signal
Commonly known as a "HAWK"
signal. Warning signage will also be
employed
Clark Ave
Arterial, moderate traffic.
An offset intersection is
directly south. Proximity of
this intersection creates
need for a higher level of
protection at crossing.
X-walk with
Pedestrian
Hybrid Signal
Commonly known as a "HAWK"
signal. Warning signage will also be
employed
Cooper Ave Relatively low traffic local
road
X-walk with
Flashing Beacons Warning signage will also be employed
A detailed view of each crossing is included in the following Figures 5 through 13.
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Structure Advanced Planning Studies
Due to heavy traffic and the need for access control, grade-separated crossings are recommended for the Stabler Lane, SR 20 and SR 99 crossings. Two advanced planning studies (APSs) were prepared for each crossing. For Stabler Lane and SR 20, both undercrossing and overcrossing alternatives were developed.
For the SR 99 crossing, two overcrossing alternatives were considered, one assuming the SR 99/SR 20 interchange and Civic Center improvements occur and one based on the existing conditions. In the overcrossing scenarios the path would be elevated over the streets/highways while in the undercrossing scenarios the path would be lowered and cross underneath the local or state facility. In both cases, the existing roadway being crossed would maintain its existing vertical alignment.
Overcrossing structures were assumed to be steel tied arch spans with cast-in-place, prestressed concrete slab approach spans. For the overcrossing spans of 100 feet to 200 feet, prefabricated steel truss spans are generally the most economical, but for spans at the longer end of that range, the economy of the tied arch improves relative to the truss and is more attractive. The APSs show tied arches for all the longer spans, and the estimates are based on tied arch spans as well. All overcrossing options would be supported on reinforced concrete bents and are expected to require deep foundations consisting of either driven or castin-drilled-hole (CIDH) piles. All overcrossing alternatives are based on a clear width between railings or curbs of 14 feet with 1-foot-wide curbs for a total width of 16 feet. The 14-foot clear width is based on the minimum path width of 8 feet (Caltrans HDM) combined with a 6-foot pedestrian path.
Pedestrian undercrossings are generally discouraged due to user-security concerns. To address these concerns, clear sight lines, generous opening widths beyond the minimum required to clear the path section, adequate lighting and surveillance cameras are often required. If the security concerns can be addressed, undercrossings can be attractive and less-expensive alternatives to overcrossings. Because they require less vertical clearance (10 feet minimum; 12 feet assumed for this study to maximize the size of the opening) than overcrossings (17 feet over conventional highways and local roads and 18.5 feet over freeways and expressways), they result in significantly shorter approach slopes than overcrossings, and those slopes can be accommodated at grade through excavation and retaining walls, if needed, rather than additional structure length. The reduced elevation gain and loss associated with undercrossings requires much less effort for path users, particularly for the mobility-challenged. For cyclists, undercrossings provide the added benefit of allowing them to use momentum from the downhill into the undercrossing to help with the uphill on the way out. However, undercrossings, particularly in relatively flat terrain, such as Yuba City, are prone to flooding and likely require a pump station to clear drainage. They also frequently require expensive relocation of wet utilities, especially gravity storm and sanitary sewers.
Undercrossings of Stabler Lane and SR 20 are considered feasible but would require extensive retaining walls both on the approaches and between the two undercrossings to keep the excavation within the UPRR right of way. These walls would preclude a connection to street level between the two undercrossings. In addition, because of right of way limitations, it would be impractical to design undercrossings with adequate width and side slopes to eliminate the “tunnel” effect. Rather than 1.5H:1V or flatter slopes along either side of the full path cross section that would create an open feel, a vertical wall would be required on at least one side to keep the approach section within the railroad right of way. This wall along the path would limit sight lines through the undercrossings and result in a half-tunnel effect. Required utility relocations would complicate the undercrossings and drive up their costs, as would the need for staged construction and related traffic handling.
An undercrossing of SR 99 was deemed infeasible because the length required to accommodate existing and ultimate lane configurations on SR 99 would make it very difficult, if not impossible, to avoid the “tunnel effect”.
While both the overcrossing and undercrossing alternatives are considered feasible, the real and perceived security issues with undercrossings in an urban area, right of way constraints precluding optimal opening dimensions, public preference, drainage issues, utility relocations, and the unknowns related to the extensive excavation within the railroad right needed for undercrossings, all lead to a recommendation for the overcrossing alternatives. The structure APSs are included in Attachment D.
Abandoned Railroad Corridor Feasibility Study
Downtown Alternatives - Gap Clousure to Feather River Levee Path The existing UPRR corridor terminates at Reeves Avenue and Bridge Street. At Bridge Street the path will terminate and bike traffic will be transferred to the local streets. Approximately a half mile to the east, lies the existing Feather River Levee Path. For multimodal connectivity, the City would like to provide a connection from the UPRR converted path to the levee trail. This connectivity would be provided via bicyclists within the roadway under various levels of service. Caltrans defines bike facility level of service using a Class 1 through Class 4 rubric. The Classes of bike facilities are explained in Table 3 below.
Table 3 - Caltrans Bike Facility Classification
Class Standards
Class 1 Bikeway
(Bike Path)
• Serve corridors not served by streets and highways
• Can serve as recreational routes or as higher speed
commuter connectors
• 8' min width, 10' preferred for two-way traffic
• 5' min separation from vehicle traffic
Class 2 Bikeway
(Bike Lane)
• Striped bike lane within the roadway
• Serve streets with high bicycle demand
• 5' min width adjacent to on street parking
• 6' min width for posted speeds of 40 mph or greater
Class 3 Bikeway
(Bike Route)
• Shared facilities that provide continuity between other classes of bikeways
• Width is included in standard lane and shoulder widths of the roadway
• On street parking is not allowed or restricted
Class 4 Bikeway
(Separated Bikeways)
• For exclusive use of bicycles
• Separated from vehicle traffic
• Same width and separation requirements as Class 1
A total of eight alternative routes were studied to connect the proposed UPRR path and the Feather River Levee path. The downtown connection alternatives studied are shown in the following Figure 14. The feasibility of upgrading the studied routes to Class 1, 2, and 3 was evaluated.
Abandoned Railroad Corridor Feasibility Study
Abandoned Railroad Corridor Feasibility Study
Each downtown connection alternative will require infrastructure improvements in order to bring the road up to an acceptable level of service for bicycle traffic. What class of bike route provided on the roadway will depend on local impacts, funding available as well as public input. Each alternative was evaluated to determine the level of improvements needed for the classes of bike paths considered. A summary of this evaluation is shown in Table 4 below.
Table 4 - Downtown Alternatives, Required Improvements
Alt Street Existing
Bike
Route
Class
Improving Route to
Class 1 Class 2 Class 3
1 Plumas St 3 -Decrease # of lanes
-Remove parking
-Separated bike line
marking in both
directions
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Update Traffic Signal
Timing
-Eliminate parking
-Adjust lane widths to
11'
-Bike lane both
directions
-Pavement Marking
-Additional Signing
-Upgrade Pavement
Markings
-Additional Signing
B St 2 -Decrease # of lanes
-Remove parking
-Separated bike line
marking in both
directions
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Update Traffic Signal
Timing
Leave as is Leave as is
2 Plumas St 3 -Separated bike lane
between parking and
sidewalk in both
directions
-Convert diagonal
parking to Parallel
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Eliminate Parking
-Buffered Bike Lane in
both directions
-Pavement Markings
-Additional signing -Upgrade Pavement
Markings
-Additional Signing
Teegarden
Ave
3/2 -Eliminate Parking in
both directions
-Realign road
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Bike Lane in both
directions
-Pavement Markings
-Additional signing
Leave as is
Abandoned Railroad Corridor Feasibility Study
Alt Street Existing
Bike
Route
Class
Improving Route to
Class 1 Class 2 Class 3
3 Bridge St ND (Not a
designated
bike
route)
-Remove Planter Strip
-Separated bike line
marking in both
directions
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Realign Road
-Update Traffic Signal
Timing
-Reduce Lanes to 11.5'
lanes with a 12' center
section
-Bike lanes in both
directions
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Shasta St ND -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Convert Diagonal
parking to Parallel
-Bike lane both side of
road
-Pavement Markings
-Additional signing
-Reduce travel lanes to
11'
-Update Signal Timing
-Upgrade Pavement
Markings
-Additional Signing
Teegarden
Ave
3/2 -Eliminate Parking in
both directions
-Realign road
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Bike Lane in both
directions
-Pavement Markings
-Additional signing
Leave as is
4 Walnut St ND -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Buffered Bike Lane in
both directions
-Eliminate Parking
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Forbes
Ave
3 -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Keep parking = Class
3 or
Buffered Bike Lane in
both directions and
Eliminate Parking
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Abandoned Railroad Corridor Feasibility Study
Alt Street Existing
Bike
Route
Class
Improving Route to
Class 1 Class 2 Class 3
4 Plumas St 3 -Separated bike lane
between parking and
sidewalk in both
directions
-Convert diagonal
parking to Parallel
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Convert Parking to
parallel Parking
- Bike Lane in both
directions
-Eliminate curb section
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Teegarden
Ave
3/2 -Eliminate Parking in
both directions
-Realign road
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Bike Lane in both
directions
-Convert Parking to
parallel
-Convert travel lane
width to 11'
-Pavement Markings
-Additional signing
Leave as is
5 Bridge St ND -Eliminate Parking (on
Reeves Ave side)
-Separated bike line
markings
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Reduce Travel Lanes
-Buffered bike lanes in
both directions
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Plumas St 3 -Separated bike lane
between parking and
sidewalk in both
directions
-Convert diagonal
parking to Parallel
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Eliminate Parking
-Buffered Bike Lane in
both directions
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Center St ND -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Convert Parking to
Parallel
-Bike Lane in both
directions
-Recenter road with 12'
lanes
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Abandoned Railroad Corridor Feasibility Study
Alt Street Existing
Bike
Route
Class
Improving Route to
Class 1 Class 2 Class 3
5 Shasta St ND -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Convert Diagonal
parking to Parallel
-Bike Lane in both
directions
-Convert travel lane to
11' lanes
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Aylor
Ave
ND -Acquire additional area
-Separated bike line
marking in both direction
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Acquire additional
area
-Bike Lane in both
directions
-Additional Signing
-Pavement Markings
-Acquire additional area
-Upgrade Pavement
Markings
-Additional Signing
Sutter St ND -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible post
or barriers
-Pavement markings
-Additional signing
-Road diet (two way left
turn lane)
-Buffered/ Bike Lane
in both directions
-Pavement Markings
-Additional signing
-Upgrade Pavement
Markings
-Additional Signing
Teegarden
Ave
3/2 -Eliminate Parking
-Separated bike line
marking in both
directions
-Flexible/inflexible posts
or barriers
-Pavement markings
-Additional signing
-Buffered/ Bike Lane
in both directions
-Pavement Markings
-Additional signing
Leave as is
6 Bridge St ND -Replace sidewalk for a
Class 1 path
-Remove planter strip and
trees
-Relocate utilities
-Pavement markings
-Additional signing
-Adjust island width
* (see note) *
7 Bridge St ND -Replace sidewalk for a
Class 1 path
-Remove planter strip and
trees
-Relocate utilities
-Pavement markings
-Additional signing
-Adjust island width
* *
Abandoned Railroad Corridor Feasibility Study
Alt Street Existing
Bike
Route
Class
Improving Route to
Class 1 Class 2 Class 3
7 Sutter St 2 -Acquire lane next to
sidewalk
--Roadwork/excavation
-Pavement markings
-Additional signing
* *
8 Bridge St ND -Replace sidewalk for a
Class 1 path
-Remove planter strip and
trees
-Relocate utilities
-Pavement markings
-Additional signing
-Adjust island width
* *
Sutter St 2 -Upgrade sidewalk
section to a Class 1 path
-Relocate utilities
-Pavement Markings
-Additional signing
* *
* - Alternatives 6, 7, and 8 are all Class 1 paths, so upgrading to Class 2 or 3 is not applicable.
A useful tool to use when evaluating what level to improve a bike facility to is something call Level of Traffic Stress (LTS). LTS is an approach that quantifies the amount of stress or discomfort a person feels when they bicycle close to traffic. The methodology was developed in 2012 by the Mineta Transportation Institute and San Jose State University and is being utilized by transportation agencies nationwide including Caltrans.
The LTS method assigns a numeric stress level to streets and paths based on attributes such as traffic speed, traffic volume, number of lanes, frequency of parking turnover, intersection crossings and more. LTS applies a “weakest link” logic, meaning the stress level is assigned based on the lowest-performing attribute of the street. If a segment has mostly low-stress characteristics, the occurrence of one high-stress attribute dictates the stress level for the segment. The LTS methodology identifies four stress levels:
LTS 4 – High stress, suitable for few adults (about 4 percent of adults). LTS 3 – Moderate traffic stress, for some adults (about 10 percent of adults). LTS 2 – Low traffic stress, suitable for most adults (about 50 percent of adults). LTS 1 – Very low traffic stress, suitable for most children.
Each downtown alternative studied was assigned an LTS level, these LTS designations can be seen in Figure 15 attached.
Abandoned Railroad Corridor Feasibility Study
Abandoned Railroad Corridor Feasibility Study
To determine a recommended alternative for the downtown connection, several evaluation criteria were considered. Impacts to local businesses and circulation was considered. For example, eliminating on-street parking could have a negative impact on local businesses and the project may have to include allowances for replacing the lost parking elsewhere. The overall cost of the alternatives were considered. The Level of Traffic Stress (LTS) was considered and finally public reaction to each alternative was weighed. Refer to Section 2.3 for more discussion on public feedback of the downtown routes. For the purposes of ranking it was assumed that each alternative would be upgraded to a Class 2 facility (except for alternatives 6 through 8 which are only Class 1 facilities). Table 5 below ranks each alternative against these criteria.
Table 5 - Downtown Alternatives Ranking
Downtown
Alternative
Ranking Criteria (Poor - Fair - Good)
Impacts to Local
Business and
Circulation
Cost LTS Public Feedback
1 Good Good Fair Fair
2 Fair Good Good Poor
3 Fair Good Fair Poor
4 Fair Fair Fair Poor
5 Fair Fair Fair Poor
6 Fair Poor Good Good
7 Fair Poor Good Good
8 Fair Poor Good Good
Based on the evaluation and ranking of each downtown alternative, it is recommended to proceed with Alternative 1, a connection via Plumas Street and B Street upgraded to a Class 2 facility.
Path Amenities
It is assumed that several path amenities will be included in the corridor conversion such as landscaping, lighting, benches, water fountains, bike racks, dog waste station, and trash receptacles. Potential locations of these amenities are shown in the Project Overview exhibit, Figure 4.
3.2. Right of Way and Environmental Assessments
Right of Way Impacts and Coordination
This feasibility study revolves around the idea of converting the abandoned UPRR corridor into a separated bicycle and pedestrian way. The 2.3-mile corridor is currently owned by UPRR and negotiations with the owner will be necessary to acquire the right of way. The entire 80 foot width of the UPRR corridor over the length of the project would be acquired for the path conversion as well as the entire parcel adjacent to Reeves Avenue containing the former railyard. Beyond the 2.3-mile corridor several alternatives were studied to decide the feasible route to close the gap between the corridor and the Feather River Levee Path.
Seven alternative routes for the gap closure were considered with emphasis on two main alternatives.
Alignment 1 impacts the existing abandoned Union Pacific Railroad (UPRR) corridor, 16 privately owned properties, 4 billboards, and public right of way. Alignment 2 also impacts the abandoned UPRR corridor, 16 privately owned properties, 4 billboards, and public right of way. Impacts will involve both partial and temporary acquisitions. Private property impacts in alignments 3-7 are add-ons to alignments 1 and 2.
Abandoned Railroad Corridor Feasibility Study
The impacted privately owned properties are a mix of industrial, commercial, residential, church, government, and vacant parcels. The cost to acquire the proposed permanent and temporary acquisitions was estimated by analyzing the parcels being impacted by each alternative. Recent comparable sale data was reviewed to determine a price per square foot value and provide an estimate of the total acquisition costs. Estimates also include costs associated with improvements within proposed right of way acquisition areas, such as fencing and landscaping. Please see Attachment E for preliminary right of way maps.
For the purpose of valuing the abandoned UPRR corridor, “across the fence” values were utilized. For the purposes of negotiating with UPRR. This is the recommended valuation method, as UPRR will utilize this method for their own appraisal and will become a project cost. This method is a variation of the sales comparison approach and determines market value based on the prices of adjoining land. To utilize this method, the entire corridor was divided into seven separate segments. The first three segments utilized commercial and industrial comparable sales data, segments four through six were a mix of commercial, industrial, and residential properties and the remaining segment utilized vacant and industrial comparable sales data. Additionally, during previous negotiations between UPRR and the City, UPRR provided an across the fence value appraisal as part of their negotiations and would not accept the corridor valuation that was completed for the City. Furthermore, upon acquisition of the UPRR corridor, hazardous waste cleanup will be necessary. This is discussed in the Environmental Assessment section below.
Portions of the trail will also be located within public right of way, including Caltrans right of way and City right of way. As these areas will be obtained through encroachment permit, no acquisition cost estimate is included for these areas.
While the future Civic Center Improvements Project is shown on mapping, this is considered a separate project and no costs related to right of way impacts for this project are included as part of this feasibility study.
Outdoor Advertising
There are four billboards, owned by OUTFRONT Advertising, impacted by the project. OUTFRONT Advertising is based out of New York and owns a significant number of billboards and other forms of advertising across the nation. Two billboards are located on parcel 58-042-004 on the west side of Highway 99 and one is located within public right of way on the east side of Highway 99. These three billboards are double-sided. One billboard located north of Highway 20 within the UPRR corridor is single-sided. All four billboards are serviced by electricity for illumination purposes. The construction of overcrossing structures over Highway 20 and Highway 99 will impact the sight lines to these billboards. The cost to purchase these billboards was included as part of the cost estimate as there are no feasible areas for relocation near their existing locations.
Companies who advertise typically have leases with the advertising company that owns the billboard, and the advertising company typically has a lease with the landowner. The cost to purchase the physical billboard, the costs associated with the purchase of existing leases, and any loss of business goodwill are factored into the cost estimates provided. As the leases for billboards are not public information, the actual costs are unknown, so conservative estimates were provided.
The construction of overcrossings has potential for enhancing the scenery at the locations, therefore advertising on the structures is not being considered at this time.
Environmental Assessment
When UPRR abandoned the corridor through Yuba City, there was not significant remediation done at the time. It appears the only actions taken by UPRR were to remove the tracks, supporting equipment, and place mulch throughout the corridor.
Abandoned Railroad Corridor Feasibility Study
During previous negotiations between the City and UPRR, the City’s consultant, Geosyntec provided a memorandum on required remediation of the railroad corridor which included cost estimates. Per the information provided by the City, there were some uncertainties with this estimate as the City was not able to get into contract with UPRR to purchase the corridor and this prevented further investigation of the costs involved. Also, the Geosyntec study did not include soil sampling but was based on data gathered from previous studies' soil samples. Therefore, the full extent of contamination within the corridor and potential required remediation is currently still an unknown.
The extent of contamination along rail corridors generally fall into two categories: residual contamination that may be found along the corridor and contamination associated with the industrial uses alongside a railroad. Potential contaminants are as follows:
Railroad ties, usually treated with chemicals such as creosote Coal ash and cinder containing lead and arsenic
Spilled/leaked liquids (oil, gasoline, cleaning solvents, VOCs, etc.) Herbicides and pesticides
Fossil fuel combustion products (PAHs)
Roofing shingles (asbestos)
Air compressors
Transformers and Capacitors
Metals
PCBs
While the extent of contamination is unknown, it is assumed there will be some level of the remediation required. Remediation may take place during the construction phase and the cost of remediation should be considered as part of the total project cost as UPRR has indicated in the past that they plan to sell the corridor as is. The remediation costs are discussed further in Section 4.
The proposed project has minimal potential to impact cultural or biological environmental resources.
Therefore, no other recognized environmental constraints outside of hazardous waste are anticipated to occur within the project area and no additional mitigation costs are anticipated.
4. Cost Estimates
Order of magnitude construction cost estimates were developed for the project, together with estimated environmental, right of way and project delivery costs. This will assist the City in planning and budgeting early activities to advance the project, as well as developing funding for later steps. Methodology, project assumptions and cost summaries are provided below.
4.1.Methodologies
Path
Path estimates were developed using a combination of calculated quantities and lump sum estimations.
Drainage, landscaping, erosion control, traffic handling, and signing & striping were included as lump sum costs derived from recent and comparable projects. Quantities were calculated for the pavement section elements, earthwork, signals, lighting, and path amenities. These quantities were then assigned unit costs using bid results from recent and comparable projects. Path costs do not include structural elements
Abandoned Railroad Corridor Feasibility Study
(bridges, culverts, retaining walls, etc.). Additional details on the path cost estimates can be found in Attachment E.
Structures
Structure Estimates were developed by determining each location expected to require a structure along the alignment. Each location was analyzed using aerial photos to estimate necessary length as well as considering required vertical clearances and abutment embankment slopes. Structure types and span lengths were determined using the aerials and Caltrans guidance on “depth-to-span ratios”, along with experience on similar projects. With structure type, length and width; the structures construction costs were estimated based on square footage costs listed in Comparative Bridge Costs from Caltrans’ Bridge Design Aids adjusted for inflation and reflecting recent local bid results, where available. Additional details on the structure cost estimates can be found in Attachment E.
Right of Way
Right of Way costs were based on average square footage land values (determined from local comparables) and damages (pulled from online databases). Costs include considerations for relocation, unusable remnants, and full takes. Areas of acquisition were developed using assumed right of way widths (discussed below), an estimation of necessary construction easements, and parcel maps. Each affected parcel was studied to determine classification of acquisition, land use, improvements to parcel, and damages to parcel.
Also considered were the right of way delivery costs including, appraisals and plat and legal preparation.
Attachment F shows the mapping that the right of way costs were based on.
Contingencies
A Contingency allowance of 25% was added to each subset of the costs estimates to account for future changes to and refinement of project design, changes to existing land improvements or development, unknown project complexities that may be discovered during focused design (such as historic structures located, environmental hazards uncovered, unsuitable foundation material, etc.) and potential mitigation costs.
Abandoned Railroad Corridor Feasibility Study
4.2.Project Assumptions
The report presents cost estimates for the following project alternatives:
Path Alignment 1 (with Civic Center Improvements)
Typical Sections Estimated
12-foot HMA Path
18-foot HMA Path
18-foot HMA/Concrete Path
18-foot HMA/DG Path
Structure Alternatives (Grade Separated Crossings) Estimated 14-foot clear width Overcrossing at Stabler/SR 20 (APS No. 1) 14-foot clear width Overcrossing at SR 99 with Civic Center Improvements (APS No. 2) Downtown Alternatives (Feather River Levee Path Gap Closure) Estimated Alternatives 1 through 8
Right of Way Estimation
Acquire entire UPRR corridor the length of Path (with Civic Center improvements) Path Alignment 2 (without Civic Center Improvements)
Typical Sections Estimated
12-foot HMA Path
18-foot HMA Path
18-foot HMA/Concrete Path
18-foot HMA/DG Path
Structure Alternatives (Grade Separated Crossings) Estimated 14-foot clear width Overcrossing at Stabler/SR 20 (APS No. 1) 14-foot clear width Overcrossing at SR 99 without Civic Center Improvements (APS No. 3) Undercrossing at Stabler/SR 20 accommodating an 18-foot path (APS No. 4 & 5) Downtown Alternatives (Feather River Levee Path Gap Closure) Estimated Alternatives 1 through 8
Right of Way Estimation
Acquire entire UPRR corridor the length of Path (without Civic Center improvements)
Abandoned Railroad Corridor Feasibility Study
4.3.Cost Estimate Summaries
Estimated project costs are shown in Table 6. Backup information on costs estimated can be found in Attachment E.
Table 6 - Cost Estimate Summaries
UPRR Corridor Multi-Use Path - Cost Summary
Path Alignment 1 with Civic Center Improvements
Path Construction Costs
12-foot HMA Path $8,420,000
18-foot HMA Path $8,670,000
18-foot HMA Path/DG Path $8,570,000
* 18-foot HMA/Concrete Path $9,090,000
Structure Construction Costs
* Stabler/SR 20 Ped OC (APS No. 1) $18,270,000
* SR 99 Ped OC w/ Civic Center (APS No. 2) $13,320,000
Downtown Connection Costs
* Alt 1 $14,800
Alt 2 $17,800
Alt 3 $16,400
Alt 4 $19,300
Alt 5 $35,800
Alt 6 $425,400
Alt 7 $457,300
Alt 8 $425,300
Subtotal Construction Costs $40,174,800
25% Contingency $10,043,700
Total Construction Costs $50,218,500
Right of Way Costs
Full width of Corridor along Path w/ Civic
Center improvements $7,766,400
Environmental
Costs
Soil Sampling/Testing $55,000
Remediation $8,000,000
Service Fees
Preliminary Design/Project Study Report $503,000
Project Approval/Environmental Document $1,507,000
Final Design $5,022,000
Construction Support $7,533,000
PROJECT TOTAL $70,100,000
Abandoned Railroad Corridor Feasibility Study
UPRR Corridor Multi-Use Path - Cost Summary
Path Alignment 2 without Civic Center Improvements
Path Construction Costs
12-foot HMA Path $8,420,000
18-foot HMA Path $8,670,000
18-foot HMA Path/DG Path $8,570,000
* 18-foot HMA/Concrete Path $9,090,000
Structure Construction Costs
* Stabler/SR 20 Ped OC (APS No. 1) $18,270,000
* SR 99 Ped OC w/out Civic Center (APS No. 3) $11,250,000 Stabler/SR 20 Ped UC (APS No. 4) $11,230,000
Downtown Connection Costs
* Alt 1 $14,800
Alt 2 $17,800
Alt 3 $16,400
Alt 4 $19,300
Alt 5 $35,800
Alt 6 $425,400
Alt 7 $457,300
Alt 8 $425,300
Subtotal Construction Costs $38,624,800
25% Contingency $9,656,200
Total Construction Costs $48,281,000
Right of Way Costs
Full width of Corridor along Path w/out Civic
Center improvements $7,586,400
Environmental
Costs
Soil Sampling/Testing $55,000
Remediation $8,000,000
Service Fees
Preliminary Design/Project Study Report $483,000
Project Approval/Environmental Document $1,449,000
Final Design $4,829,000
Construction Support $7,243,000
PROJECT TOTAL $67,300,000
Note that if the remediation of the railroad corridor is negotiated into the right of way acquisition with UPRR, this cost would be removed from the total construction cost.
Abandoned Railroad Corridor Feasibility Study
Maintenance Costs
An important cost to consider that is not factored into the total project cost above is the ongoing maintenance costs of a multi-use path that the City would be responsible for. Using maintenance cost data provided by the City, the following annual maintenance costs were calculated. These prices may increase year over year due to inflation. For more detail on how maintenance costs were calculated, see backup cost information in Attachment E.
Table 7 - Annual Maintenance Costs of UPRR Multi-Use Path Maintenance Item Annual Cost
Slurry Seal
(6 yr frequency assumed) $18,700
Path Lighting $31,000
Landscape $69,800
Security $4,380
Trash Collection $13,400
Total Annual Maintenance $67,500
Abandoned Railroad Corridor Feasibility Study
5. Project Development Process
The Project Development Process (PDP) begins with conceptual studies of a potential project and spans to the completion of Construction. The steps in the PDP are tied to requirements of state and federal environmental laws as well as the requirements of the facility owners and/or funding sources being utilized.
Preliminary Design/PSR
The preliminary design process begins with a
purpose and need statement for a project that
meets state and regional goals and objectives.
During this phase of Project Development, a
level of preliminary design is completed to
develop project alternatives and their impacts as
well as costs and an estimated schedule. The
purpose and need statement is then used as a
measure for each alternative, and the number of
alternatives is reduced for advancement to the
next phase. The result of this stage is the
completion of a Project Initiation Document
(PID), which for projects impacting a State
Highway is typically a Project Study Report
(PSR) or Project Study Report - Project
Development Support (PSR-PDS).
Environmental Clearance/Project Approval
The PSR is then used to begin more detailed
designs and studies of alternatives to be
considered for approval in the Environmental
Clearance/Project Approval phase (known as
PA&ED). The studies done in this phase can
include but are not limited to, air, noise, water,
wetlands, historical and cultural, wildlife and
plants, and visual aspects. Social, economic,
and land-use issues are also addressed, along
with any specific concerns like hazardous
wastes. A community outreach plan will be
developed during this step as a requirement to
the circulation of the environmental document.
Once all studies are complete the Draft
Environmental Document (ED) will be
submitted to the appropriate lead and
responsible agencies.
A California Environmental Quality Act (CEQA) compatible ED is necessary for any project requiring state/local approval. A National Environmental Policy Act (NEPA) document is necessary when projects receive federal funding. Under the NEPA process, Caltrans acts as the lead agency through a memorandum of understanding with Federal Highway Administration (FHWA). For project on a State Highway, Caltans is typically the lead CEQA agency, buts this can vary depending on the level of work on and off the highway.
While the Draft ED is in review it will also be made public and opportunity for review and input will be made. During this stage, necessary project permits and agreements will also be determined. The result of this step is the approval of the Environmental Document.
Abandoned Railroad Corridor Feasibility Study
Final Design
Environmental Clearance allows the approved project alternative to move forward to final design and right of way activities. During this stage, project designers will obtain additional mapping and utility information necessary to fully design the project. Project Plans, Specifications, and Estimates will be prepared for Bidding. Utility conflicts will be identified and relocation agreements with effected utilities executed.
Other documents required for Bidding will be prepared such as the Information Handout, Notice to Bidders, and Resident Engineer Pending File. Engineers will prepare Right of Way mapping.
Right of Way Acquisition
The geometric base map prepared during final design is used to order title reports and prepare appraisal maps. The appraisal maps indicate the sizes of the partial or full parcel acquisitions and remainders and show engineering details that may affect property appraisal values, such as fences, gates, water wells, and driveways. After appraisal maps are certified and the appraisal process is initiated, the fair market values of required acquisitions are established, then offers are made to parcel owners, negotiations begin, and hopefully a negotiated sale is concluded. Full Right of Way clearance must be complete prior to the start of Construction. In the case of full acquisitions, this typically entails:
Issuing a 90-day relocation notice to the property owners to vacate their property. Initiating and implementing sale of buildings or structures. Performing demolition and clearance contracts, as necessary.
In some cases, it is necessary to enter into Condemnation on one of more parcels where an agreement could not be made with a property owner. Condemnation of property through eminent domain is initiated through a Resolution of Necessity, approved by the implementing agency for the particular project. Condemnation can be a long and costly process. For this reason, the community and stakeholder outreach portions of the process are very important.
Permitting and Mitigation
This step is initiated with the Draft Environmental Document with the identification of which permits and mitigations will be required. Application for the permits, or in some cases agreements, then takes place concurrently with the Right of Way Acquisition phase. Many permits and/or impacts will require mitigation, (whether it be fees paid to a mitigation bank, replanting, monitoring during construction, etc.).
These mitigations will be paid prior to construction, included in the project construction package, or handled by other agreements. Encroachment Permits for work in the various rights of way will also be secured.
Construction
After the above phases are complete, but before construction can begin, an implementing agency for construction must be determined, typically either Caltrans or the City or County in which the project lies.
A Cooperative Agreement for the construction is developed, to detail the roles and responsibilities. A bid package including the project plans, specifications, estimate, and bidder instructions will be prepared and advertised to bidders. Once bidding is complete and the Contractor is awarded the construction contract, construction of the project will begin. If Caltrans is the implementing agency for construction, and depending on funding type, additional steps involving the CTC will be required.
Construction Support
The City may choose to contract with a consultant for Construction Support during the construction of the project. Construction Support includes fielding all requests for information from the Contractor, providing construction inspection, testing, and quality assurance.
Abandoned Railroad Corridor Feasibility Study
Additional detailed discussion about the project delivery process can be found in the Caltrans Project Development Procedures Manual (PDPM) and the Local Assistance Procedures Manual (LAPM) for projects on State Highways.
6. Funding
While all projects will face challenges in attracting discretionary funds, bicycle and pedestrian projects are in high demand in the current funding outlook. Road capacity increasing projects have fallen out of favor in Federal and State programs, and several programs are available for multi-modal project. Even with this project type being in favor, a careful and persistent funding strategy will present the best chance for funding success.
6.1.Funding Outlook: Opportunities and Challenges
After a very long lull, there is finally action at both a State and Federal level to increase transportation funding.
In California, the passage of SB 1 in 2017 directs $5.4 billion annually towards a host of programs improving state and local road maintenance, transit agency support, bridge maintenance, bicycle and pedestrian programs, and goods movement, with smaller amounts directed at matching local transportation funds, planning, and freeway service patrols.
Congress also recently passed the Infrastructure Investment and Jobs Act (IIJA) which directs $550 billion over fiscal years 2022 through 2026 to nationwide infrastructure projects. The transportation portion of the IIJA appears to be focused on road and bridge maintenance, electric vehicles, and alternative transportation, which will put this project in good running for funding.
The long drought in transportation funding means a tremendous backlog of needs. That means competition for available funds remains extremely high, and discretionary funding is an uphill battle. It is particularly challenging for rural and urbanizing areas like Yuba City without the magnitude of matching funds or high traffic congestion figures, relative to urban areas, to motivate decision makers.
6.2.Funding Strategies
Funding agencies have their own priorities and goals in administering very competitive programs.
Therefore, the more the City can frame project applications to meet the needs of the funding entities, the better chance of funding success. This requires two key strategies:
Make projects most competitive by focusing locally controlled money on pre-construction.
Projects that have already completed Project Study Reports or better yet, have received environmental clearances, have an increased chance of funding both because they have identified or cleared many major issues that affect cost, scope, and schedule. Local funding also provides concrete evidence of commitment to the project.
Meet with funding agencies. Finding out directly from the staff how they do the analysis of the applications and make recommendations is key to determine how best to frame this project in funding applications.
Keep in Mind
• A long-term strategy cannot be too specific as the transportation funding is constantly evolving and will look different in 10 years.
• Funding for larger projects, rarely comes from a single source. As transportation funding programs evolve, so must the funding strategies, as a way to take maximum advantage of those changes to funding sources.
Abandoned Railroad Corridor Feasibility Study
7. Attachments
Attachment A: Yuba-Sutter County Regional Bike Path and Trail Exhibit Attachment B: Public Outreach & Engagement Materials
Attachment C: Civic Center Improvement Plans
Attachment D: Structure Advance Planning Studies
Attachment E: Cost Estimate Backups
Attachment F: Preliminary Right of Way Maps
FEASIBILITY STUDY
Abandoned Railroad Corridor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
ATTACHMENT A
Yuba-Sutter County Regional
Bike Path & Trail Exhibit
FEASIBILITY STUDY
Abandoned Railroad Corridor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
ATTACHMENT B
Public Outreach & Engagement
Materials
FEASIBILITY STUDY
Abandoned Railroad Corridor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
ATTACHMENT C
Civic Center Improvement Plans
1H770
-Single Point
Rocca Way
Butte House Road
To Sutter
To Marysville
To Live Oak
To Nicolaus
SR 20 SR 20
SR 99
SR 99
1H770-Alternative 1:
Single Quadrant with Slip On-Ramp
Gray Avenue Gray Avenue
Civic Center Boulevard
Sunsweet Boulevard
Yuba-Sutter
Mall
Kelton Way
W Onstott Road
Rocca Way
Butte House Road
Civic Center Boulevard
1H770-Alternative 2:
Single Point
To Sutter
To Marysville
To Live Oak
To Nicolaus
SR 20 SR 20
SR 99
SR 99
Gray Avenue Gray Avenue
Yuba-Sutter
Mall
Sunsweet Boulevard
Kelton Way
W Onstott Road
Rocca Way
Gray Avenue Gray Avenue
Butte House Road
To Sutter
To Marysville
To Live Oak
To Nicolaus
1H770-Alternative 3:
Single Quadrant
SR 20 SR 20
SR 99
SR 99
Civic Center Boulevard
Sunsweet Boulevard
Yuba-Sutter
Mall
Kelton Way
W Onstott Road
FEASIBILITY STUDY
Abandoned Railroad Corridor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
ATTACHMENT D
Structure Advance Planning
Studies
FEASIBILITY STUDY
Abandoned Railroad Corridor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
ATTACHMENT E
Cost Estimate Backups
UPRR Multi‐Use Path Quantities and Cost Estimates
Cost Estimation by Item Quantities
HMA Unit Price Ton Total
12' HMA (Typ Sect 1) $160.00 2019 $323,040
AB Unit Price CY Total
12' AB (Type Sect 1) $145.00 2475 $358,875
AB shoulder (Typ Sect 1) $145.00 840 $121,800
Additional Paths Segments (Add‐ons to above Typ Sect 1 elements) Material Unit Price Unit Total
Ton
6' HMA (Typ Sect 2) $140.00 768 $107,520
SF
6' DG (Typ Sect 3) $6.00 25414 $152,484
CY
6' Conc (Typ Sect 4) $850.00 628 $533,800
CY
AB (Typ Sect 2 & 4) $145.00 942 $136,590
Material Unit price CY Total
Conc $850.00 296 $251,600.00
AB $145.00 198 $28,710.00
Unit Price CY
$1,600.00 57 $91,200.00
Unit Price CY
$1,200.00 45 $54,000.00
$145.00 40 $5,800.00
Unit Price CY
$ 900.00 93 $83,700.00
Unit Price SF Total
$35.00 1480 $51,800.00
Unit Price EA Total
$2,500.00 30 $75,000.00
Unit Price CY Total
$50.00 2000 $100,000.00
Unit Price CY Total
$80.00 4900 $392,000.00
Path Amenities
Benches Item Cost EA Total
$ 2,750.00 6 $16,500.00
Trash Cans Item Cost EA Total
$ 1,870.00 6 $11,220.00
Water Fountain Item Cost EA Total
$ 10,780.00 3 $32,340.00
Bike Racks Item Cost EA Total
$ 858.00 6 $5,148.00
Dog Waste stations Item Cost EA Total
$ 330.00 6 $1,980.00
$/FT LF Total
$ 150.00 11903 $1,785,450.00
Unit Price EA Total
$ 200,000.00 3 $600,000.00
Unit Price EA Total
$ 75,000.00 1 $75,000.00
Cost Estimation by Lump Sum
Import Borrow
Roadway EX
Lump Sum Costs were estimated by reviewing similar jobs and weighing those jobs' size and complexities against UPRR. As well as factoring in escalation as necessary.
Lighting
HAWK
Flashing Beacon
Minor Concrete (Sidewalk)
Minor Concrete Curb Ramp
Minor Concrete (miscellaneous items)
Minor Concrete (Curb and Gutter)
Detectable warning surface
Removable Bollards
Path Cost Estimates Backup Page 1 of 2
Item Use
Drainage $91,000
Erosion Control $230,000
Traffic Control $1,130,000
Landscaping $2,400,000
Signing and Striping $100,000
TOTAL PATH CONSTRUCTION COSTS
Typical Section
Option 1
Typical Section
Option 2
Typical Section Option
3 Typical Section Option
4 12' HMA 18' HMA 12' HMA + 6' DG 12' HMA +6' CONC
HMA $323,040 $430,560 $323,040 $323,040
AB $509,385 $645,975 $509,385 $645,975
DG $152,484
CONC $486,300 $486,300 $486,300 $1,020,100
Detect Surf $51,800 $51,800 $51,800 $51,800
Bollards $75,000 $75,000 $75,000 $75,000
Import Borrow $100,000 $100,000 $100,000 $100,000
Excavation $392,000 $392,000 $392,000 $392,000
Path Amenities $67,188 $67,188 $67,188 $67,188
Signals & Lighting $2,460,450 $2,460,450 $2,460,450 $2,460,450 Drainage $91,000 $91,000 $91,000 $91,000
Erosion Control $230,000 $230,000 $230,000 $230,000
Traffic Control $1,130,000 $1,130,000 $1,130,000 $1,130,000 Landscaping $2,400,000 $2,400,000 $2,400,000 $2,400,000 Signing and Striping $100,000 $100,000 $100,000 $100,000 TOTAL PATH COSTS $8,416,163 $8,660,273 $8,568,647 $9,086,553 ITEM
Path Cost Estimates Backup Page 2 of 2
UPRR Corridor Structures 1/30/2023
Overcrossing Alternative ACP
Item Description L W/H Area Unit Price Cost
ft ft SF $/SF
2 segments Path at walls 300 14 4200 30 $ 126,000
2 walls W Approach Walls 135 8 1450 85 $ 124,000
6 spans W Approach Structure - CIP PS Slab 345 16 5520 550 $ 3,036,000 Stabler POC Main Span - Steel Tied Arch 110 16 1760 1750 $ 3,080,000 4 spans Viaduct - CIP PS Slab 235 16 3760 550 $ 2,068,000 SR 20 POC spans Main Span - Steel Tied Arch 215 16 3440 1750 $ 6,020,000 7 spans E Approach Structure - CIP PS Slab 405 16 6480 550 $ 3,564,000 2 walls E Approach Walls 165 8 1770 85 $ 151,000
Total Bridge Length 1310 $ 17,768,000 Total Bridge Only Utilities 1 $ 100,000 $ 100,000
Total Length Incl. Approaches 1610 $ 18,270,000 TOTAL Stabler & SR 20 Note: Lower SF cost for POC walls because of lower average height. Back-to-back walls include embankment.
Stabler Lane and SR 20 POCs (APS No. 1)
UPRR Corridor Structures 1/30/2023
Civic Center Improvements - Overcrossing Alternative ACP Item Description L W/H Area Unit Price Cost
ft ft SF $/SF
2 segments Path at walls 270 14 3780 30 $ 114,000
2 walls W Approach Walls 135 8 1450 85 $ 124,000
5 spans W Approach Structure - CIP PS Slab 225 16 3600 550 $ 1,980,000 2 spans Main Span - Steel Tied Arch 280 16 4480 1750 $ 7,840,000 5 spans E Approach Structure - CIP PS Slab 350 16 5600 550 $ 3,080,000 2 walls E Approach Walls 135 8 1450 85 $ 124,000
Total Bridge Length 855 $ 12,900,000
Utilities 1 $ 50,000 $ 50,000
Total Length Incl. Approaches 1125 $ 13,320,000 TOTAL SR 99 Note: Lower SF cost for POC walls because of lower average height. Back-to-back walls include embankment.
SR 99 POC (APS No. 2)
UPRR Corridor Structures 1/30/2023
Overcrossing Alternative ACP
Item Description L W/H Area Unit Price Cost
ft ft SF $/SF
2 segments Path at walls 275 14 3850 30 $ 116,000
2 walls W Approach Walls 155 8 1660 85 $ 142,000
5 spans W Approach Structure - CIP PS Slab 345 16 5520 550 $ 3,036,000 2 spans Main Span - Steel Tied Arch 170 16 2720 1750 $ 4,760,000 5 spans E Approach Structure -CIP PS Slab 345 16 5520 550 $ 3,036,000 2 walls E Approach Walls 120 8 1290 85 $ 110,000
Total Bridge Length 860 $ 10,832,000
Utilities 1 $ 50,000 $ 50,000
Total Length Incl. Approaches 1135 $ 11,250,000 TOTAL SR 99 Note: Lower SF cost for POC walls because of lower average height. Back-to-back walls include embankment.
SR 99 POC (APS No. 3)
UPRR Corridor Structures 1/30/2023
Undercrossing Alternative ACP
Item Description L W/H_A (for Ex) Area/Vol Unit Price Cost ft ft/SF SF/CY $/SF_$/CY
Excavation 720 372 9920 200 $ 1,984,000
2 walls W Approach Walls 153 17 3890 100 $ 389,000
Stabler POC Undercrossing - CIP PS Slab 84 50 4200 550 $ 2,310,000 1 wall Intermediate wall 235 17 4000 100 $ 400,000
SR 20 POC spans Undercrossing - CIP PS Slab 91 65 5920 550 $ 3,256,000 2 walls E Approach Walls 153 17 3890 100 $ 389,000
Total UC Length 175 $ 5,566,000 Total UC Only
Pump Station 1 $ 1,500,000 $ 1,500,000
Utilities 1 $ 1,000,000 $ 1,000,000
Total Length Incl. Approaches 715 $ 11,230,000 TOTAL Stabler & SR 20 Use 12' vertical clearance for undercrossings (10' min) + 2.5' structure depth + 2' embedment = 16.5' wall height, say 17' Ramp length = 14.5/0.0475 = 305'
Assume two walls for half of approach ramp and excavated slopes on remainder Assume $200/CY for excavation to account for potential contaminated soil disposal Stabler Lane and SR 20 PUCs (APS No. 4)
Remediation Calculation by Item Cost
* Assumes that the excavate and burial method is used
Items Required for Remediation:
Excavation of Contaminated Soil
Worst Case ‐ assuming entire ROW width is contaminated
Width 80 ft Area 957360 sq ft Volume 177,289 CY
Length 11967 ft Depth 5 ft
Assuming contamination is only moderately beyond tracks Width 40 ft Area 478680 sq ft Volume 88,644 CY
Length 11967 ft Depth 5 ft
USE 90,000 CY (previous study estimated 81,000 CY)
Soil Cap (Imported Borrow)
Width 40 ft Volume 53186.667 CY
Depth 3 ft
Length 11967 ft USE 54,000 CY
Item Costs
Quantity Unit Item Cost
Excavation 90,000 CY $60
Soil Cap 54,000 CY $30
Subtotal
25% Cont
TOTAL $8,775,000
*this assumes all contaminated fill could be buried, if it can't then it would have to be hauled off to a designated storage site which is another estimation scenario $5,400,000
Item Total
$1,620,000
$7,020,000
$1,755,000
Remediation Calcs Page 1 of 2
Remediation Calculation by Escalation of Previous Study Year Yearly Escalation Cost
2014 Remediation Cost
(for burial option) N/A $4,000,000
2015 3% $4,120,000
2016 3% $4,243,600
2017 3% $4,370,908
2018 3% $4,502,035
2019 3% $4,637,096
2020 4% $4,822,580
2021 4% $5,015,483
2022 5% $5,266,258
2023 5% $5,529,570
25% Contingency $1,382,393
Escalated Total $6,911,963
Based on these two calculations, the Remediation Cost
assumed is $8,000,000
Remediation Calcs Page 2 of 2
$5.50/Sqyd of path every 5‐7 years*
Path Area: 20,381 sqyd Assuming every 6 years, Annual Cost: $18,700 One time cost: $112,096
$310/Light/Year*
Total Lights: 100 ea Annual Cost: $31,000
$0.38/Sqft/Year*
Path Area: 183,429 sqft Annual Cost: $69,800
$6 per Patrol*
Annual Cost: $4,380
$128/hr x 2hr/wk x 52wk/yr Annual Cost: $13,400
TOTAL ANNUAL MAINTENACE COST: $67,500
* Costs provided by the City, based on current maintenance rates.
Slurry Seal
Path Lighting
Landscape
Security Patrol
Trash Collection
Assuming 2 patrols per day, 365
days/year
Maintenance Worker @$103/hr and City Truck @$25/hr*
UPRR Corridor Multi‐Use Path
Maintenance Costs
FEASIBILITY STUDY
Abandoned Railroad Corridor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
ATTACHMENT F
Preliminary Right of Way Maps
ATTACHMENT 2
Agenda Item 14
CITY OF YUBA CITY
STAFF REPORT
Date: March 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Diana Langley, City Manager
Summary
Subject: Professional Services Agreement with Smart Marketing & Public Affairs for Revenue Measure Consulting Services (Continued from February 21, 2023) Recommendation: Adopt a Resolution awarding a Professional Services Agreement to Smart Marketing & Public Affairs of Yuba City, CA, for Revenue Measure Consulting Services in an amount not to exceed $135,000 for base consulting fees plus $40,000 for other hard project costs for a total not to exceed $175,000, subject to immaterial modifications by the City Manager upon approval of the City Attorney as to legal form, with the finding that it is in the best interest of the City, and approve a supplemental appropriation of $75,000 from one-time federal American Rescue Plan Act funds to Account No. 1305-62701 (City Manager Budget - Professional Services)
Fiscal Impact: Up to $175,000 - Account No. 1305-62701 (City Manager Budget - Professional Services)
Purpose:
To develop a potential revenue measure for the November 2024 election.
Council's Strategic Goal:
A revenue measure would support the Council's overarching goal of Quality of Life, and address Public Safety, Fiscal Responsibility, Infrastructure, and Business Friendly.
Background:
On December 20, 2022, the City Council designated Vice Mayor Harris and Councilmember Boomgaarden to participate on a Revenue Ad Hoc Committee (Revenue Ad Hoc). During the month of January, there were two Revenue Ad Hoc meetings in which staff met with Vice Mayor Harris and Councilmember Boomgaarden to review a variety of items including the City's Five-Year Fiscal Outlook, public safety priorities, the City's road conditions, and creating a Citizen Ad Hoc Committee to provide input to the Revenue Ad Hoc. Upon review of the materials, the City's revenues are not projected to be sufficient to maintain fiscal sustainability, address public safety priorities, and improve the poor road conditions throughout the City. There was discussion about opportunities to generate additional revenues, including pursuing a revenue measure within the City limits. The Revenue Ad Hoc
expressed a desire to approach a potential revenue measure in a methodical manner that is well thought out and provides opportunities for the public to provide input.
The Revenue Ad Hoc would like to progress to the next step. As staff does not have expertise in this area, the Revenue Ad Hoc recommends hiring a consultant to assist the City with the process to consider placing a Revenue Measure on the November 2024 ballot.
Analysis:
Staff obtained a proposal from Smart Marketing & Public Affairs (Smart Marketing) of Yuba City to provide revenue measure consulting services. Smart Marketing will assist the City with public education and outreach for a potential November 2024 revenue measure. The proposal is broken into 4 phases:
Phase Description Timeframe
1 Assessment, Strategy and Message
Development
March - April 2023
2 Communicating the Need May - October 2023
3 Building Understanding November 2023 - April 2024
4 Qualifying the Ballot Measure May - August 2024
The Smart Marketing proposal is attached to the Professional Services Agreement (Agreement) and provides information as to anticipated deliverables with each phase.
The term of the Agreement shall commence upon execution of the Agreement and shall continue until the project scope of work is complete, or until 1) the City opts not to pursue a November 2024 revenue measure; or 2) until either party suspends the performance of the services, or terminates the Agreement by giving fifteen (15) days prior written notice.
This item was first brought to Council for consideration on February 21, 2023. Three Councilmembers were in attendance: Mayor Kirchner, Councilmember Boomgaarden, and Councilmember Pasquale.
During public comment, five (5) individuals spoke against awarding a contract to Smart Marketing.
General sentiments expressed were that the City should go through a Request for Proposals (RFP) process to select a consultant, and the City should be working with Sutter County and the City of Live Oak on a county-wide revenue measure. With three (3) Councilmembers in attendance, the award of the contract to Smart Marketing would have required a unanimous vote, which was not achieved.
Instead, Council deferred the item to the March 7th Council meeting for consideration.
Fiscal Impact:
The base consulting fee is $7,500 per month. Based on the term of the Agreement of March 2023 through August 2024 (18 months), the base consulting fee will be up to $135,000. In addition, staff is requesting to budget $40,000 for hard costs such as printing, bulk postage, flyers and signs, and print, broadcast and digital media, for a total budgeted cost not to exceed $175,000. There is approximately $100,000 available in Account No. 1305-62701 (City Manager Budget - Professional Services). Staff is requesting a supplemental appropriation of $75,000 from one-time federal American Rescue Plan Act funds, of which there is approximately $6 million available.
Alternatives: