Yuba City City Council
March 19, 2024

01248.0005/712742.1 3

15. A master grading plan for all phases of the subdivision shall be submitted to the Public Works Department as part of the improvement plans with the first phase of the parcel map and meet Sutter County Drainage requirements or as approved by the Public Works Director.

PRIOR TO APPROVAL OF THE IMPROVEMENT PLANS

16. Obtain all necessary approvals from City, State, and Federal agencies, utilities and other effected parties that are required for the project including, but not limited to, the preparation of drawings, studies, reports and permit applications, and payment of fees.

Prior to City approval of improvement plans the Developer shall provide evidence, to the satisfaction of the Public Works Department, that all such obligations have been met.

17. An encroachment permit from the State of California Department of Transportation will be required for all work to be done within or affecting any State Highway right-of-way.

Encroachment Permit staff can be reached at (530) 741-4403. A copy of this permit must be supplied to the City prior to approval of the improvement plans.

18. At the driveways connecting Phase 3 to Harter Parkway, the configuration shall be as follows:
a. The driveway at Parcel 3 shall be right-in, right-out, and left-in. b. The driveway at Parcel 4/5 shall be right-in, right-out only.

19. The intersection of Harter Parkway and Jefferson Road shall have an enhanced landscape treatment as stated in the Harter Specific Plan. (Harter Specific Plan DS 40)

20. Striping and road improvements along Harter Parkway, shall be modified to accommodate the proposed development in accordance with the Traffic Impact Analysis. A phasing plan for the improvements is to be submitted to the Public Works Department for review and approval to accommodate each Phase of development for the project.

21. The Developer shall comply with all City requirements related to drainage, including submittal of a drainage plan for any drainage improvements for the proposed development. A drainage analysis, along with calculations, shall be submitted to the City Engineer for approval. The analysis shall include, but is not limited to:
a. Grading and drainage plan showing the proposed drainage conveyance and storage system;
b. Supporting calculations demonstrating adequacy of conveyance capacity and storage volume;
c. Storm Drain Collection Systems - For the design of all pipeline conveyance facilities, the Hydraulic Grade Line (HGL) shall be maintained a minimum of one foot below the gutter flow line of all drain inlets and at least one foot below all maintenance hole rims during a 10-year, 24-hour storm event. The storm drain minimum pipe size shall be 12 inches. The minimum velocity shall be 2 fps.
d. Street Flow-The street system shall be designed to convey the 100-year, 24-hour runoff while maintaining a water surface at least 1 foot below the adjacent building pad elevations (or alternatively, the building pad elevations shall be at least 1 foot above the 100-year water level). The grading plan shall ensure that the 100-year, 24-hour runoff can be conveyed through the development and to the receiving drainage facility.

01248.0005/712742.1 4
e. Drainage systems (pipes and street systems) shall be designed to accommodate the runoff from the ultimate development of the entire upstream watershed. f. The Drainage Study shall be completed and stamped by a Professional Engineer and determined by the City Engineer and the Sutter County Water Agency Engineer to be comprehensive, accurate, and adequate.

22. The development shall comply with Yuba City’s stormwater requirements and PostConstruction Standards Plan including ant applicable Statements of Responsibility and Self-certification Annual Reports. The Post Construction information can be found here:
https://www.yubacity.net/city_hall/departments/public_works/engineering/stormwater_ma nagement.

23. The Developer shall comply with all Sutter County requirements related to drainage, including submittal of a drainage plan for any drainage improvements that utilize County facilities for approval by Sutter County Public Works Director.

24. All development shall be designed to local, state, and federal flood standards.

25. The structural section of all road improvements shall be designed using the Caltrans empirical R-value method. A geotechnical investigation shall determine the R-value of the existing soil in accordance with the Caltrans Highway Design Manual. The structural section shall be designed to the following standards:
a. Use 3” minimum for residential, 4” minimum for collectors and 5” minimum for arterials, of ‘Type A’ asphaltic concrete over Class 2 aggregate base (the thickness of the base shall be designed to the R-value of the soil)
b. Use a traffic index of 6 for residential streets
c. Use a traffic index of 7 for Harter Marketplace Way, Jefferson Boulevard, and North Colusa Frontage Road.
d. Use a traffic index of 10 for Harter Parkway.

A copy of the geotechnical investigation, including R-value determination, test locations and structural section calculations, shall be submitted with the first improvement plan check.

26. Striping, pavement markings and traffic signage shall be provided on all streets as necessary and as required by the Public Works Department. Signage restricting parking and red painted curbing shall be incorporated where appropriate. Speed limit signs shall be incorporated at locations determined by the Public Works Department.

27. The street trees and street lighting are public improvements which shall meet the Parks Division Planting Standards and Yuba City Standard Details and be included in the improvement plans and specifications for the subdivision when the improvement plans are submitted for the first improvement plan check.

28. Required Improvement Plan Notes:
a. "Any excess materials shall be considered the property of the contractor/owner and shall be disposed of away from the job site in accordance with applicable local, state and federal regulations."
b. "During construction, the Contractor shall be responsible for controlling noise, odors, dust and debris to minimize impacts on surrounding properties and roadways. The

01248.0005/712742.1 5
Contractor shall be responsible for all construction equipment to be equipped with manufacturers approved muffler baffles. Failure to do so may result in the issuance of an order to stop work.”
c. “If any hazardous waste is encountered during the construction of this project, all work shall be immediately stopped and the Sutter County Environmental Health Department, the Fire Department, the Police Department, and the City Inspector shall be notified immediately. Work shall not proceed until clearance has been issued by all of these agencies.”
d. "The Contractor(s) shall be required to maintain traffic flow on affected roadways during non-working hours, and to minimize traffic restriction during construction. The Contractor shall be required to follow traffic safety measures in accordance with the “California Manual of Uniform Traffic Control Devices, latest edition.” The City of Yuba City emergency service providers shall be notified, at least two working days in advance, of proposed construction scheduled by the contractor(s).” e. “Soil shall not be treated with lime or other cementitious material without prior express permission by the Public Works Department.”
f. “Where an excavation for a trench and/or structure is five (5) feet deep or more, the contractor shall conform to O.S.H.A. requirements. The contractor shall provide a copy of the approved O.S.H.A. permit, and shoring details and calculations prepared by California licensed structural engineer to the Public Works Department, prior to beginning construction.”

PRIOR TO ACCEPTANCE OF THE PUBLIC IMPROVEMENTS

29. All existing well(s), septic tank(s), and service lines shall be destroyed in accordance with the requirements of the Sutter County Environmental Health and Yuba City Building Departments, respectively. Connections shall be made to public sewer and water. The Developer shall pay all applicable fees.

30. Jefferson Avenue (Phase 1 frontage) shall be constructed, centerline to back of curb, to a half-width of 26.5 feet plus an additional 12.0 feet north of centerline as part of development of Phase 1 – Parcel 1, 2, and 3. Right-of-way shall be dedicated to a width of 27.0 feet together with a 20.5-foot Public Service Easement (PSE) behind the right-ofway. Frontage improvements shall include street section, barrier curb, gutter, 6.0-footwide landscaped parkway strip (measured from back of curb), 5.0-foot-wide sidewalk, street trees, and streetlights. The first one hundred (100) feet adjacent to Harter Parkway, beginning at the north west curb return, shall be constructed to include the full width street pavement section and north side curb and gutter. Landscaping shall be constructed as part of the site development. A 12.0-foot wide Public Utility Easement (PUE) shall be located adjacent to the sidewalk with 2.0 foot located underneath the sidewalk, or as otherwise determined by the Public Works Director. The PUE will be entirely within the PSE.

31. Harter Parkway adjacent to Phase 1 shall be widened, centerline to back of curb, to a halfwidth of 36.5 feet. Right-of-way shall be dedicated to a width of 37.0 feet together with a

27.5-foot PSE behind the right-of-way. A 12.0-foot wide PUE shall be located adjacent to the sidewalk with 2.0 foot located underneath the sidewalk, or as otherwise determined by the Public Works Director. The PUE will be entirely within the PSE. Frontage improvements shall include street section, barrier curb, gutter, 8.0-foot-wide landscaped parkway strip (measured from back of curb), 10.0-foot-wide shared path, street trees, and streetlights except as otherwise shown on the tentative map and approved by the Public

01248.0005/712742.1 6
Works Department. The majority of the frontage has been fully constructed and improvements will address center median relocation, striping modifications, streetlights on both sides of Harter Parkway (on the east side, the lights shall be installed from State Route 20 to Poole Boulevard), an 8.0-foot-wide landscape parkway strip, and a 10.0-foot shared path or as approved by the Public Works Department. Landscaping shall be constructed as part of the site development. The property line shall be located one-half (0.5) foot behind the back of curb.

32. Harter Marketplace Way shall be constructed, back of sidewalk to back of curb, to a width of 41.0 feet. Right-of-way shall be dedicated to a width of 42.0 feet. Improvements shall include: two 12.0-foot travel lanes, a 6.0- foot-wide-bike lane on each side of the roadway (2.0 feet of which is part of the gutter pan), a 2.5-foot curb and gutter on each side of the roadway, streetlights, and a 4.0-foot attached sidewalk on one side of the roadway. The roadway is to be constructed to full width, with the initiation of any development in Phase 2 or 3 of the parcel map. Landscaping shall be constructed as part of the site development.

33. A ten (10) foot shared path shall be provided along Harter Parkway. (Harter Specific Plan page 3-11). The City has received a grant to construct the shared path. However, if the Marketplace develops first, then the development shall construct the shared path.

34. Prior to final paving, the Developer shall vacuum test all manholes to ensure no leakage will occur.

35. Prior to final paving, the Developer shall hydroflush, and video record, all storm drain mains and all sewer mains. In addition, prior to the City’s acceptance of the subdivision improvements, and at the Public Works Department’s discretion, the storm sewer and sewer mains shall be re-hydroflushed.

36. The contractor shall maintain record drawings of the improvements and keep them on site at all times. When the project is complete, the contractor shall deliver a marked set of plans to the Engineer of Record. The Engineer of Record shall update the improvement plans with the record information. Once the changes have been added to the plans, the Engineer of Record shall submit both an electronic copy (AutoCAD version 2010 or newer) and a hard copy to the City. The City will not accept the completion of the improvements until the electronic copy and hard copy have been submitted.

37. The existing overhead utilities shall be placed underground, including but not limited to:
• The southern boundary of Phase 2 and Phase 3, along the original North Colusa Frontage Road, approximately (350 LF)
Fee credits are to apply to other applicable developments within the Harter Specific Plan in accordance with the City’s Overhead Utility Policy adopted March 17, 2020 and further detailed in the Development Agreement, or as approved by the Public Works Director.

38. All public street lighting shall be dedicated to the City of Yuba City.

PRIOR TO FINAL MAP RECORDATION

39. Sufficient right-of-way shall be dedicated, on the final map, for the second travel lane along North Colusa Frontage Road (Harter Marketplace Way) to receive the added left-in traffic.

In addition to the right-of-way dedication, the road shall be constructed to accommodate the future dual left-in to the development.

01248.0005/712742.1 7

40. With the realignment of the existing North Colusa Frontage Road, the former North Colusa Frontage Road, east of assessor’s parcel number 62-062-003 to the west right-of-way line of Harter Parkway, as described in Record Document 2005-0020074 shall be incorporated into the adjacent parcel(s) of Phase 3.

41. The property shall petition for formation of a Zone of Benefit of the Yuba City Landscaping and Lighting Maintenance District for the purpose of maintaining the landscaping, irrigation, and the roundabout located within the public ROW, maintaining the street lights, and maintaining the public common area between assessor parcel number 62-310-009 / 62-310-010 and the future City Park. The City shall be reimbursed actual costs associated with the formation of the district.

42. Cross access easements shall be reserved in deeds or other acceptable format to facilitate all shared underground utilities, ingress and egress, parking, drainage, refuse collection, landscaping, and the maintenance thereof to the benefit of all parcels involved in the division. The document is to be recorded and tied to the divided parcels.

PRIOR TO ISSUANCE OF A BUILDING PERMIT

43. Parcel 62-310-011 and 62-310-012, are located in Sutter County Water Agency Zone of Benefit No. 6. Fees for parcels shall be paid prior to issuance of a building or grading permit that places impervious surfaces on the parcels. The fee rate is calculated per Sutter County Ordinance 8WA and 21WA, December 9, 1986. Fees are payable at the Sutter County Development Services Counter located at 1130 Civic Center Blvd., Yuba City.

Phone: (530) 822 7400.

44. The Developer’s Superintendent/Representative shall submit three (3) sets of Pacific Gas and Electric approved utility plans showing joint trench locations and distribution lines prior to issuance of first building permit for each phase of construction.

PRIOR TO THE ISSUANCE OF A CERTIFICATE OF OCCUPANCY

45. The curb, gutter, sidewalk, and drainage shall be inspected and approved by the City. Any curb, gutter and sidewalk which is not in accord with City standards or is damaged before or during construction, shall be replaced. All sidewalks along the City right-of-way shall be free of any non-control joint cracking. In addition, any concrete with cracks, chips, blemishes, and spalling greater than an inch in diameter shall be replaced from control joint to control joint.

46. The Developer, prior to the issuance of the first certificate of occupancy within Phase 1, shall install a solid wall (i.e., precast concrete, post and panel, brick, masonry block, ProtoII masonry wall) adjacent to the residential lots on the northern and western boundary (Phase 1 - Parcel 1, 9, 10, and 11), as said Phase is shown on Tentative Parcel Map dated July 8, 2020, to the satisfaction of the Public Works Director and/or the Development Services Director.

47. The Developer, prior to the issuance of the first certificate of occupancy within Phase 2, shall install a solid wall (i.e., precast concrete, post and panel, brick, masonry block, ProtoII masonry wall) adjacent to the residential lots on the southern and western boundary (Phase 2 - Parcel 1 through 5), as said Phase is shown on Tentative Parcel Map dated July 8, 2020, to the satisfaction of the Public Works Director and/or the Development Services Director.

01248.0005/712742.1 8

48. All street lighting shall be constructed with improvement plans and energized prior to the issuance of any certificate of occupancy.

49. Prior to issuance of any certificate of occupancy, all underground utilities, public improvements, and site improvements, including rough grading, shall be completed in accordance with City requirements.

EXHIBIT B

IMPACT FEES AND OTHER FEES PAYABLE BY SUBDIVIDER
In accordance with this Agreement, and also in accordance with applicable provisions of the Yuba City Municipal Code, it has been determined that Subdividers shall pay the following fees a minimum of ten (10) calendar days prior to the date of Council action on the Agreement, and prior to issuance of any building permits for the subject development.
(1) Public Improvement Plan Check and Inspection Fee:

(a) Fees from permit BLD22-00112 $89,382.41

Less fees paid on Building Permit BLD22-00112 -$89,382.41

SUBTOTAL (A) $0.00
(2) Sewer Extension Fees
Developer constructing onsite sewer main. $0.00

(3) Sewer Connection Fees (per Section 6-5.504 Municipal Code) Deferred until application for building permits are filed. $0.00 (4) Water Extension Fees
Developer constructing onsite water main. $0.00
(5) Water Connection Fees (per Section 6-6.05 Municipal Code) Deferred until application for building permits are filed. $0.00 SUBTOTAL (B) $0.00
(6) Drainage Fees (per Sutter County Zone of Benefit No. 6) Deferred until application for building permits are filed. $0.00 SUBTOTAL (C) $0.00

(7) Utility Underground

SUBTOTAL (D) $0.00

TOTAL FEES PAYABLE BY SUBDIVIDERS
SUBTOTAL (A) + SUBTOTAL (B) + SUBTOTAL (C) + SUBTOTAL (D) = $0.00

EXHIBIT C

FEE CREDITS AND REIMBURSEMENTS PAYABLE BY CITY
(1) Harter Finance Plan Fee Credits
All applicable Harter Finance Plan Fee Credits are
to be paid in accordance with the Harter Finance
Plan, or as otherwise determined by the
Development Agreement
(2) Overhead Utility Policy
All applicable overhead utility fee credits associated
with Tentative Map No. 19-03 Harter Marketplace
Condition of Approval #37**, or as otherwise
determined by the Development Agreement
**37. The existing overhead utilities shall be placed underground, including but not limited to:
 The southern boundary of Phase 2 and Phase 3, along the original North Colusa Frontage Road, approximately 350 LF
Fee credits are to apply to other applicable developments within the Harter Specific Plan in accordance with the City’s Overhead Utility Policy adopted March 17, 2020 and further detailed in the Development Agreement, or as approved by the Public Works Director.

Exhibit D
Certificate of Exemption From
Workers’ Compensation Insurance
I hereby certify that in the performance of the work for which the Agreement is entered into, I shall not employ any person in any manner so as to become subject to the Worker’s Compensation Laws of the State of California.

Executed on this __________day of ___________, 20___, at Yuba City, California.

Member:___________________________________ Name:________________________ Title:________________________
Member:___________________________________ Name:________________________ Title:________________________
Member:___________________________________ Name:________________________ Title:________________________

EXHIBIT “B”

ATTACHMENT “2”

HWY 20
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D

SPIRIT DR

COLUSA FRONTAGE RD
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A
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MI B
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VINE AVE

POOLE BLVD
HWY 20
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Location Map: Harter Marketplace
Tentative Parcel Map 19-03
Harter Marketplace
1 inch = 300 feet

Agenda Item 10

CITY OF YUBA CITY

STAFF REPORT
Date: March 19, 2024
To: Honorable Mayor & Members of the City Council;
From: Public Works
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Water Treatment Plant Alum Storage Tanks Replacement Project Recommendation: Adopt a Resolution adopting a CEQA Class 1 Categorical Exemption, approving the plans and specifications for the Water Treatment Plant (WTP) Alum Storage Tanks Replacement Project and authorizing advertisement for bids on the project
Fiscal Impact: Engineer’s Estimate: $706,000 – Account No. 1324 (Alum Tank Replacement) Purpose:

To maintain the City’s water treatment operational effectiveness through proactive rehabilitation and major maintenance.

Council's Strategic Goal:

This project addresses the City Council's Strategic Goal to maintain, improve, and invest in the City's Infrastructure.

Background:

Aluminum Sulfate (Alum) is utilized in the water treatment process as a coagulant. Alum has been used as a coagulant in the City’s water treatment process since 1969 (original WTP construction). The Alum systems comprises of two storage tanks, various chemical conveyance pipelines and pumps, that feed the Alum into the treatment process at three points that include a raw water pipeline, raw water rapid mixer chamber, and the membrane filtration system flash mixer.

One of the Alum storage tanks is a rubber-lined steel tank with a capacity of 8,275 gallons. The second Alum storage tank is an insulated high-density polyethylene (HDPE) tank with a capacity of 9,432 gallons. The rubber-lined tank is 55-years old and beyond its useful life. The HDPE tank is approximately 25-years old, having reached its useful life expectancy. Both tanks have damaged side walls that actively leak Alum and the exposed PVC piping and valves are at risk of imminent failure due to age and ongoing exposure to the elements. Both Alum tanks are located in a concrete basin that provides secondary chemical spill containment. The concrete surface of the containment area is deteriorating and needs to be re-coated.

The project scope replaces both tanks with new 8,900-gallon heavy-wall HDPE tanks specifically rated

for Alum. All tank and plant feed plumbing and valves will be replaced with new piping and valves. The project will also ensure compliance with OSHA and California Building Code requirements by installing new OSHA approved ladders, and installing wind and seismic restraints. Additionally, the 25-year-old concrete containment area will receive concrete repairs with a chemical resistant coating in order to maximize its 50-year life expectancy.

Analysis:

The plans, specifications, and estimate for the WTP Alum Storage Tanks Replacement Project have been completed by Public Works staff. With Council approval of the plans and specifications and authorization to bid, staff anticipates the following schedule to complete the project:

Advertise for bid: April 2024
Open bids: April 2024
Award contract: May 2024
Start of construction: July 2024
Complete construction: August 2024
The plans and specifications for the project are on file in the Public Works Department at City Hall and at www.yubacity.net/publicworksplans for review. The City’s Public Works Department will perform construction management and inspection.

Fiscal Impact:

The estimated total project cost is approximately $706,000. This estimate includes 20% contingency,

7.5% for Construction Management & Inspection, and 2.5% for City staff project management & administration. Account No. 1324 (Alum Tank Replacement) has approximately $800,000. Detailed fiscal impacts and any appropriate transfers of funds will be presented to Council at the time of award based on actual bid amounts.

Environmental:

Staff has determined that this project falls within the Class 1 Categorical Exemption set forth in CEQA Guidelines Section 15301, as the replacement of existing tanks and appurtenances is defined as a repair, maintenance, or minor alteration of existing public facilities involving negligible or no expansion. Further, none of the exceptions to Categorical Exemptions set form in CEQA Guidelines Section 15300.2 apply to this project.

Alternatives:

1. Do not approve the plans and specifications and delay project implementation. This may result in significant impacts to the WTP treatment process.

2. Direct staff to modify the proposed plans and specifications.

Attachments:

1. Resolution - WTP Alum Storage Stanks Replacement (23-04) Approval of Plans and Specificaitons
Prepared By: Submitted By:

Nick Menezes
Associate Civil Engineer
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

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

THE PLANS AND SPECIFICATIONS FOR THE WTP ALUM STORAGE
TANKS REPLACEMENT PROJECT (23-04), AND AUTHORIZING

ADVERTISEMENT FOR BIDS ON THE PROJECT
WHEREAS, the Public Works Department intends to solicit bids for construction of the WTP Alum Storage Tanks Replacement Project (23-04) (Project).

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

1. The City has performed a preliminary environmental assessment of this project relative to California Environmental Quality Act (CEQA) requirements and the City Council finds and determines that the project falls within the Class 1 Categorical Exemption set forth in CEQA Guidelines Section 15301, as the replacement of existing tanks and appurtenances is defined as a repair, maintenance, or minor alteration of existing public facilities involving negligible or no expansion. Further, none of the exceptions to Categorical Exemptions set form in CEQA Guidelines Section 15300.2 apply to this project.

2. The plans and specifications for the Project are approved.

3. The Public Works Department is hereby authorized and directed to advertise for bids for the Project.

The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 19th day of March 2024.

AYES:

NOES:

ABSENT:

Shon Harris, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

Agenda Item 11

CITY OF YUBA CITY

STAFF REPORT
Date: March 19, 2024
To: Honorable Mayor & Members of the City Council;
From: Public Works
Presentation By: Kevin Bradford, Deputy Public Works Director - Engineering Summary
Subject: Bridge Street Widening - Contingency Increase
Recommendation: Adopt a Resolution which takes the following actions:

A. Authorizes an increase in the construction contingency of $392,350.11 with a finding that it is in the best interest of the City
B. Authorizes the Finance Director to make the necessary related budget transfers and supplemental appropriations to fund the contingency increase Fiscal Impact: $392,350.11 – Account No. 1187 (Bridge Street Widening) Purpose:

To closeout the Bridge Street Widening Project.

Council’s Strategic Goal:

This project addresses the City Council’s Strategic Goal to maintain, improve, and invest in the City’s infrastructure.

Background:

In March 2022, Council awarded a construction contract to Knife River Construction of Chico, CA and a professional services agreement to Knight CM Group of Gold River, CA to perform construction management and inspection services on behalf of the City for the Bridge Street Widening Project between Gray Avenue and Cooper Avenue. Construction commenced in May 2022, was temporarily suspended in December 2022 due to severe winter storms and wet weather, and was completed last fall.

In March 2023, Council awarded an amendment to Knight CM Group’s contract to assure continued construction management and inspection services throughout the 2023 construction season. At that time, it was anticipated that Knife River Construction’s authorized contingency amount would be sufficient to complete the project.

Analysis:

While there are a few punch list items remaining to be completed, the various change orders authorized during construction have increased the Knife River Construction contract amount to $9,594,453.11.

This exceeds the total amount of $9,202,103 authorized by Council with the award. Staff authorized the change order work to proceed on a time and materials basis in order to keep the project moving forward and minimize the City’s liability for delay claims by the contractor, which likely would have forced the project into a third construction season. The large items contributing to the increased contract amount are as follows:
• PG&E Joint Trench Potholing ($145,000)
• Storm drain re-design modifications ($235,000)
• Revised water main connections ($115,000)
• Revised Traffic Control Plans ($568,000)
• Electrical Modifications ($241,000)
PG&E Joint Trench Potholing
The City is coordinating with PG&E to relocate the existing overhead utilities to below ground throughout the project limits. PG&E is proposing several underground conduit crossings of Bridge Street. The cost for this item included verifying the depths of existing utilities by potholing at each PG&E conduit crossing location while maintaining 2 lanes of traffic on Bridge Street over a period of 4 weeks.

Storm drain re-design modifications
The contract potholing efforts uncovered several conflicts between the proposed storm drain facilities and existing utilities. This required a re-design of the proposed storm drain system with numerous new or modified storm drain inlet pipelines.

Revised water main connections
The original design required City crews to perform all connections to existing water mains in order to assure public health requirements for maintaining the water system. Due to staffing and workload impacts, the City requested that the contractor perform connections at the major intersections of Gray Avenue, Clark Avenue, and Cooper Avenue under the direction of one of the City’s certified water distribution operators.

Revised Traffic Control/Stage Construction
The original design called for traffic being shifted to one side of the road while all construction activities, including underground utility installations, were performed on the other side of the road. With the numerous utility conflicts identified during potholing, staff decided to require all underground utility installations to be performed first while shifting travel lanes as necessary to facilitate the work. This resulted in a substantial increase in traffic control costs, but avoided re-work of underground utility installations due to potential unforeseen conflicts with existing utilities. The cost to re-work such installations after they had been paved over would likely have been much larger than the increased traffic control costs.

Electrical Modifications
The original contract intended to re-use all existing traffic signal conduits, including the main conduit that connects all 3 signalized intersections. During construction, it was discovered that several of these conduits were damaged and not suitable for re-use. Additionally, 18 new decorative pedestrian push button posts and related conduit runs were required to meet ADA-requirements.

Fiscal Impact:

The required contingency increase is calculated as follows:

Total Contract Amount Earned: $9,594,453.11
Total Contract Amount Authorized: $9,202,103.00
Contingency Increase Required: $ 392,350.11
To fund the contingency increase, staff recommends the following budget transfers:
• $144,492.49 from Account No. 931243-65501 (Bridge Street Utility Undergrounding) to 931187- 65501 for the PG&E Potholing efforts
• $115,662.74 from Account No. 971093-65501 (Replacement and Major Maintenance of Water Lines) to Account No. 971187-65501 for the water main connections • $132,194.88 from Account No. 911025-65501 (Drainage Improvements) to Account No. 911187-65504 for the storm drain modifications
There are sufficient funds available in all the various accounts above to accommodate the recommended transfers while completing planned work related to those accounts.

Alternatives:

There is no practical alternative to increasing the construction contingency. The work has been performed and determined to be reasonable and consistent with industry standards. Council could elect to fund the increase using other funding sources, if desired.

Recommendation:

Adopt a Resolution which takes the following actions:

1. Authorize an increase in the construction contingency of $392,350.11 with a finding that it is in the best interest of the City

2. Authorize the Finance Director to make the necessary related budget transfers and supplemental appropriations to fund the contingency increase

Attachments:

1. Resolution - Bridge St Widening Contingency Increase Prepared By: Submitted By:

Kevin Bradford
Deputy Public Works Director - Engineering
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AUTHORIZING AN IN THE CONSTRUCTION CONTINGENCY FOR THE BRIDGE STREET WIDENING – GRAY AVENUE TO COOPER AVENUE PROJECT AND AUTHORIZING THE

FINANCE DIRECTOR TO MAKE RELATED BUDGET TRANSFERS
WHEREAS, on March 1, 2022, the City Council awarded a construction contract to Baldwin Contracting Company, DBA Knife River Construction, of Chico, CA in the amount of their total bid of $8,054,003.00 for the Bridge Street Widening – Gray Avenue to Cooper Avenue Project (Project); and
WHEREAS, with the contract award the City Council authorized a construction contingency of $1,208,100.00, which is equal to 15% of the contract amount; and WHEREAS, construction on the Project commenced on May 23, 2022 and was subsequently delayed due to several existing utility conflicts with the proposed sewer and storm lines requiring a re-design of these facilities, as well as extensive coordination with PG&E regarding the City’s proposed Rule 20A Undergrounding project for this portion of Bridge Street, resulting in a winter suspension of the Project; and
WHEREAS, there are a few punch list items remaining to be completed on the Project, staff has now determined that the total amount necessary to complete construction of the Project totals $9,594,453.11; and
WHEREAS, staff authorized change order work to proceed on a time and materials basis in order to keep the project moving forward and minimize the City’s liability for delay claims by the contractor, which likely would have forced the project into a third construction season; and WHEREAS, the change order work included large items such as PG&E joint trench potholing ($145,000), storm drain re-design modifications ($235,000), revised water main connections ($115,000), revised traffic control ($568,000), and electrical modifications ($241,000), all of which were in the public’s best interest.

NOW, THEREFORE, the City Council of the City of Yuba City resolves as follows:

1. The City Council finds that all of the facts set forth in the recitals above are true and correct and incorporated herein.

2. The City Council of the City of Yuba City authorizes an increase in the construction contingency of $392,350.11 with a finding that it is in the best interest of the City.

3. The City Council of the City of Yuba City authorizes the Finance Director to make the necessary related budget transfers and supplemental appropriations to fund the contingency increase.

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 19th day of March, 2024.

AYES:

NOES:

ABSENT:
_____________________________
Shon Harris, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

Agenda Item 12

CITY OF YUBA CITY

STAFF REPORT
Date: March 19, 2024
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Diana Langley, City Manager, Brynda Stranix, YSEDC District Director Summary
Subject: Yuba-Sutter Economic Development Corporation
2023 CEDS Annual Performance Evaluation and CEDS Appendices I, IV, and V updates
Recommendation: Adopt a Resolution approving the 2023 Comprehensive Economic Development Annual Performance Report and the updated Appendices I, IV, and V as prepared by the Yuba-Sutter Economic Development Corporation and authorize its submittal to the United States Department of Commerce, Economic Development Administration
Fiscal Impact: None
Purpose:

To receive the 2023 Comprehensive Economic Development Strategy (CEDS) Annual Performance and Evaluation, and discuss the 2023 CEDS Annual Performance and Evaluation.

Council's Strategic Goal:

This item aligns with the City Council's strategic goal of being business-friendly.

Background:

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

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

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

Analysis:

The CEDS process is a continuing economic development planning process, developed with broadbased and diverse community participation. Included in the packet is the CEDS 2023 Annual Performance Report and updates to Appendices I, IV, and V:
• Listing of CEDS Committee Members and Staff
• Adjustment to the Strategy and comparative review of regional performance in labor force, unemployment, per capita personal income, average wages, number of establishments and gross domestic product.
• A performance metrics comparison 2023 versus 2022 in employment/workforce, economic performance and education attainment.
• Evaluation of progress on goals and tactics as identified in the CEDS document • A report on economic development activities of YSEDC
• Also provided are the following updates to the following appendices:

1. Appendix I, Data Profiles: An in-depth review on employment, workforce, industry performance, wages and demographics of the Yuba-Sutter region.

2. Appendix IV, Agricultural Economic Profile: Designed to ensure understanding of the impact agriculture has on the region.

3. Appendix V, Public Works Projects: This list of projects identifies the needs of the region and reflects the goals of the CEDS.

The 2023 CEDS Annual Performance Report reflects how the specific challenges and opportunities of the Yuba-Sutter Economic Development District were addressed and assesses the state of the regional economy, the opportunities and threats posed by external trends and forces and the progress made toward achieving regional vitality and sustainability.

Data and information for the 2023 CEDS Performance Report was collected from a variety of sources which included a survey of 86 community implementation partners from both public and private sectors, U.S. Census Bureau, U.S. Bureau of Labor Statistics, California Employment Development Department and American Community Survey.

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

The 2020-2025 Comprehensive Economic Development Strategy and appendices are available for review at: https://www.chooseyubasutter.com/strategy
Fiscal Impact:

None
Alternatives:

Do not approve the Yuba-Sutter Economic Development District 2023 Comprehensive Economic

Development Performance Report and updated Appendices I, IV, and V.

Recommendation:

Adopt a Resolution approving the 2023 Comprehensive Economic Development Annual Performance Report and updated Appendices I, IV, and V as prepared by the Yuba-Sutter Economic Development Corporation and authorize its submittal to the United States Department of Commerce, Economic Development Administration.

Attachments:

1. YSEDC Resolution Approving the 2023 Comprehensive Economic Development Strategy and updates to Appendices I, IV, V

2. 2023 CEDS Performance and Update Report_FINAL REVISIONS

3. CEDS Appendix I Data Profiles 2023_FINAL

4. CEDS Appendix IV Agriculture Economic Profile 2023 FINAL

5. CEDS Appendix V Public Works Projects 2023 FINAL
Prepared By: Submitted By:

Brynda Stranix
YSEDC District Director
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE 2023 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

ANNUAL PERFORMANCE REPORT AND UPDATES TO APPENDICES I, IV, AND V AS

PREPARED BY THE YUBA-SUTTER ECONOMIC DEVELOPMENT CORPORATION AND

THE COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
WHEREAS, U.S. Department of Commerce, Economic Development Administration (EDA) requires the preparation and adoption of a Comprehensive Economic Development Strategy (CEDS) by the local Comprehensive Economic Development Strategy Committee to contain public works projects approved by the City of Yuba City, the CEDS Committee, Yuba-Sutter Economic Development District and EDA prior to consideration of federal funding of said public works projects; and
WHEREAS, the CEDS Committee began preparation of the required CEDS Annual Performance Report in December 2023, and approved and adopted said document March 19, 2024; and
WHEREAS, said action also directed the CEDS Annual Performance Report and updates of Appendices I, IV and V of the CEDS document be submitted to the City of Yuba City Council for its review and action;
NOW THEREFORE BE IT RESOLVED, that the City of Yuba City Council, after reviewing said documents, hereby approves the report and authorizes submittal of the CEDS Annual Performance Report and related documents to the Economic Development Administration.

The foregoing Resolution was duly and regularly introduced, passed and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on March 19, 2024 by the following vote:

AYES:

NOES:

ABSENT:
________________________
Shon Harris, Mayor
ATTEST:
______________________
Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
_____________________
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP

ATTACHMENT 2

YUBA-SUTTER ECONOMIC

DEVELOPMENT DISTRICT
2023 CEDS ANNUAL

PERFORMANCE
REPORT

ABSTRACT
The Annual CEDS Performance Report
for 2023 analyzes the Yuba-Sutter
region’s current economic conditions
and serves as an update on the
region’s progress towards reaching
regional goals and objectives. This
report covers a period from January 1
through December 31, 2023

i
2023 Annual CEDS Performance and Update Report
EDA Investment #22SEA3020024
Introduction
Yuba-Sutter Economic Development Corporation (YSEDC), established in 1994 to support economic development efforts, is organized as a nonprofit private corporation governed by a 23-member board of directors. The corporation represents business interests of both public and private sectors within the Yuba City Metropolitan Statistical Area.

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

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

The Comprehensive Economic Development Strategy (CEDS) document is a significant component of remaining a designated EDD. YSEDC updates the region’s CEDS and submits a performance report annually. The CEDS document and appendices can be found on YSEDC’s website:
https://www.chooseyubasutter.com/strategy
Yuba-Sutter Economic Development Corporation is pleased to submit its 2023 CEDS Annual Performance Report to the EDA.

ii
Table of Contents
Introduction...........................................................................................................................................................i 2023 Annual Performance Report........................................................................................................................1 CEDS Committee...............................................................................................................................................1 Adjustment to the Strategy ..................................................................................................................................3 Labor Force .......................................................................................................................................................3 Unemployment.................................................................................................................................................3 Per Capita Personal Income..............................................................................................................................4 Average Wages.................................................................................................................................................4 Establishments..................................................................................................................................................5 Gross Domestic Product ...................................................................................................................................5 Performance Measures.........................................................................................................................................6 Performance Metrics........................................................................................................................................6 Evaluation of Progress on Goals and Tactics ........................................................................................................7 Vision ................................................................................................................................................................7 Goals and Accomplishments in 2023....................................................................................................................7 Goal 1 – Create and maintain a competitive region through economic development....................................7 Goal 2 – Develop, retain, and attract talent...................................................................................................11 Goal 3 – Improve and modernize infrastructure ............................................................................................12 Goal 4 – Foster overall quality of life and place..............................................................................................23 Economic Disaster, Recovery and Resiliency......................................................................................................29 Report on Economic Development Activities.....................................................................................................30 Schedule of Goals - YSEDC ..................................................................................................................................32 Schedule of Goals - Region .................................................................................................................................33

1 2023 Annual Performance Report
This report analyzes the Yuba-Sutter region’s current economic conditions and serves as an update on the progress toward reaching regional goals and objectives and implementing the region’s plan of action.

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

Private Sector
Name Company/Organization Position Interest Group
Gus Becerra Regional Housing Authority CEO Nonprofit, housing, low-income Robert Bendorf Hard Rock Hotel and Casino
Sacramento
Director of Government
Relations
Consultant, businesses
Camille Benner Habitat for Humanity Director of Family Services Nonprofit, Affordable Housing, Lowincome, Poverty Mark Birtha Hard Rock Hotel and Casino
Sacramento
CEO Hospitality, Restaurant, Private Individual
Arun Bhardwaj US Bank Assistant V.P. Banking/Finance, Community Leader Molly Bloom Sutter County Museum Museum Director Nonprofit, Arts & Culture Johnny Burke Sutter Yuba Homeless Consortium Director Nonprofit, Private Individual George Carpenter Sutter Pointe Vice President Construction, Housing, Private Individual Laurie Johnson Y.S. Farm Bureau Executive Director Agriculture, Workforce Development Thomas Engler Marysville Flood Protection P.E., CFM Government, City of Marysville Rachel Farrell Harmony Health CEO Healthcare, Private Individual Chuck Ferguson The Work Hub Owner Entrepreneur & Startup Bus Development, community workplaces
Johnnise FosterDownsPG &E Public Affairs Utilities, Private Individual Matt Goody UA Local Union 228 Business Manager Union, Private Individual Beth Hammes Local Union 228 Training Coordinator Union, Private Individual Bob Harlan Yuba-Sutter-Colusa United Way Executive Director Nonprofit, Low-income, Poverty, Community Leader
Cathy LeBlanc Camptonville Community
Partnership
Executive Director Nonprofit, Environmental, Community
Leader
Alyssa Lindman Sutter Buttes Regional Land Trust Executive Director Natural Resources, Education, , Environmental, Tourism
Julius Murphy The Salvation Yuba Sutter Corps Corps Officer Nonprofit, Low-income, Poverty, Community Leader
John Nicoletti Habitat for Humanity Yuba Sutter Public Relations Nonprofit, Low-income, Poverty, Community Leader
Joe Pacheco Northrop Grumman BAFB Lead Executive Private sector, Aeronautics David Read Yuba-Sutter Regional Arts Council CEO Arts & Culture, Nonprofit, Education Cynthia Roderick YSEDC/YSEDD Grant Specialist Economic Development, Business Development, Capacity Building
Janelle Willis Yuba-Sutter Chamber of
Commerce
CEO Economic Development, Tourism, Business
Assistance and Education, Community
Leader
Brynda Stranix YSEDC/YSEDD President/COO Economic & Business Development, Poverty, Community Leader
Tim Styczynski Bridge Coffee Co. Owner Retail, Private Individual Tom Williams Yuba River Moulding & Millworks President Manufacturing, Private Individual

2 Public Sector
Name Company/Organization Position Interest Group
Gary Arnold Caltrans Associate Transportation
Planner
Government, State, CA, Transportation
Blaze Baker Beale AFB Installation Management
Flight Chief
Government, Military, BAFB
Rinky Basi Sutter County One Stop CEO Public, Workforce, Education Swarnjit Boyal OPUD Manager Wastewater, water
Michael Bessette Sutter Butte Flood Control Agency Executive Director Butte, Sutter, Cities of Biggs, Gridley, Live Oak, Yuba City & Levee Districts 1, 9
Don Blaser Yuba County Board of Supervisors Government, Yuba County Kevin Bradford City of Yuba City Public Works Government, Yuba City, Public Works Jeremy Brown Yuba College Vice-President Education, Public Samuel Bunton Yuba County Director of Public Works Government, Yuba County Brian Davis Linda County Water District General Manager Government, District Tawny Dotson Yuba College President Education, Public, Yuba Sutter Rachel Downs Yuba County Community Development
& Services Agency
Government, Yuba County
Dan Flores City of Marysville Community and Economic
Development
Government, City of Marysville
Neal Hay Sutter County Director Development
Services
Government, Sutter County, Public Works
Brennan Howell Beale AFB Lt. Col., USAF Commander Government, Military, BAFB Caron Job Yuba County One Stop CEO Government, Education, Workforce Suki Johal Caltrans Associate Transportation
Planner - District 3
Government, State, CA, Transportation
Kimberly Matta Yuba County Airport Projects Y.C. Airport Administrator Government, Yuba County Jason Kopping Yuba County Airport Projects Y.C. Airport CEO Government, Yuba County Diana Langley City of Yuba City City Manager Government, Yuba City Mike Lee Yuba County Community Development
& Services Agency Director
Government, Yuba County
Creig Marcus Enterprise Rancheria Estom
Yumeka Maidu
Tribal Administrator Native American, workforce, tourism Mathew Mauk Yuba Sutter Transit Executive Director Government, District, Transportation Patrick Meagher RD 784 Reclamation District
Manager
Government, District, Flood Control
Ymelda MendozaFloresBETTER WAY Homeless Services Program Coordinator
Government, Homeless, Better Way
Ben Moody City of Yuba City Director of Public Works &
Development Services
Government, Yuba City
Kyle Morgado Yuba County TRLIA Operations Manager Government, Yuba County, Flood Protection
Aaron Palmer City of Live Oak City Manager Government, Live Oak Sami Nall Yuba Water Agency Flood Risk Manager Government, Yuba County, Flood Protection
Sean Powers Yuba County Assistant CAO Government, Yuba County Jim Schaad City of Marysville City Manager Government, City of Marysville Jackie Sillman Yuba Water Agency Community Relations Government, Hydro Power, Flood Control John Tillotson, PE OPUD Director of Public Works Government, District, Olivehurst Bill Zenoni City of Wheatland City Manager Government, City of Wheatland

3 Adjustment to the Strategy
In 2020, YSEDD/YSEDC completed its five-year update of the Comprehensive Economic Development Strategy.

The process began in February of 2020 and was approved by the Department of Commerce Economic Development Administration in August 2020. A comprehensive community-wide SWOT analysis and survey was conducted, analyzed, reviewed and new regional goals and tactics were set or strengthened. Since the completion of the 2020-2025 CEDS five-year update, the Yuba City, CA MSA economic strength ranking ranks 148 out of 384 Metropolitan Statistical Areas. Since 2016, it improved by 126 rankings according to POLICOM, an independent research company that specializes in studying the dynamics of local economies.

Although the COVID-19 pandemic had a major impact on all sectors of the region, both private and public, the region has bounced back for the most part except for three factors which are currently affecting businesses in the region. These factors include workforce issues including wages and cost of living and are reflected in the region’s demographics.

Labor Force
The region's economic activity and well-being is reflected to large degree by the number and types of jobs available. Between December 2022 and
December 2023, the region’s annual labor
force increased from 75,500 to 79,800
which was a 5.79 percent increase over the
year. Between 2013 and 2023, the number
of individuals counted as part of the labor
force increased by 4,900 or 6.54 percent
over the 10 years. The region has 58.3
percent participation rate. For purposes of
comparison, California has 63.9 percent,
and the nation has 63.2 percent. The region
is currently experiencing an abundance of
jobs but is lacking an experienced/trained
workforce to fill these jobs. Source: State of
California Employment Development Department – Labor
Market Information
Unemployment
The region’s 2023 annual average
unemployment rate (6.3 percent) was 183.3
percent higher than the national average
(3.6 percent) and 147 percent higher than
the state’s (4.5 percent). Rates are not
seasonally adjusted. Since the Yuba Sutter
Economic Development District was
formed, the gap between the regional and
national annual average unemployment
rate has been closing. In 1996, the annual
average unemployment rate for the region
was 15.3 percent and the national 5.5
percent, a 283 percent difference compared
to the January 2021 rate, (Yuba City MSA

10.2. vs National 6.8 percent), a difference of 150 percent.

Source: State of California Employment Development Department – Labor Market Information & Bureau of Labor Statistics 70000
71000
72000
73000
74000
75000
76000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Regional Labor Force 2011 - 2022
0 5
10 15
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Region, State, and US Annual
Unemployment Rates 2014-2023
Yuba City MSA California US

4 Per Capita Personal Income
Per capita personal income is widely used as an indicator of the economic well-being of the residents in an area.

Changes in these figures provide evidence that regions are becoming wealthy as compared to a national benchmark. It is a measure of all income sources, wages and salaries, asset income and transfer payments divided by total population. In 2022, Yuba City, CA (MSA) had a per capita personal income (PCPI) of $50,252. This PCPI ranked 279th in the United States and was 76.8
percent of the national average of $65,470. The 2022
PCPI reflected a decrease of 2.2 percent from 2021.

The 2021–2022 national change was 1.6 percent. In
2012, the PCPI of Yuba City, CA (MSA) was $33,931 and
ranked 308th in the United States. The 2012–2022
compound annual growth rate of PCPI was 4 percent.

The compound annual growth rate for the nation
was 4 percent.

In 2022, Yuba City, CA (MSA) had a personal income of $9,186,797. This personal income ranked 255th in the United States. In 2012, the personal income of Yuba City, CA (MSA) was $5,697,583 and ranked 260th in the United States. (Source: U.S Department of Commerce Bureau of Economic Analysis). *Personal income estimates are in thousands of dollars, not adjusted for inflation.

Average Wages
The average worker in the Yuba City MSA earned annual average wages of $55,907 as of 2023Q2. Average annual wages per worker increased 3.6 percent in the region over the preceding four quarters. For comparison purposes, national annual average wages were $70,318 for the same period. The lower wages are generally attributed to the fact that the region is predominately rural with the largest industry sectors being Agriculture, Forestry, Fishing and Hunting, and Retail Trade.

Sectors in the Yuba City, CA MSA with the
highest average wages per worker are
Mining, Quarrying, and Oil and Gas
Extraction ($117,824), Management of
Companies and Enterprises ($94,641), and
Utilities ($91,491). Regional sectors with
the best job growth (or most moderate job
losses) over the last 5 years are
Accommodation and Food Services (+1,997
jobs), Transportation and Warehousing
(+1,211), and Health Care and Social
Assistance (+985).

Over the next 1 year, employment in the
Yuba City, CA MSA is projected to expand by
384 jobs. The fastest growing sector in the
region is expected to be Health Care and Social Assistance with a +1.6% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Health Care and Social Assistance (+151 jobs), Accommodation and Food Services (+36), and Agriculture, Forestry, Fishing and Hunting (+28). $10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Average Annual Wages per Worker

5 Establishments
Establishment counts represent the number of locations with paid employees at any time during the year. Growth in the number of establishments can reflect increased tax base and jobs. In 2023Q1, Yuba City MSA had 5,408 establishments, a 2.25 percent increase from 5,289 in 2022Q1. Source: JobsEQ Gross Domestic Product
Gross Domestic Product (GDP) is the total value of goods and services produced by the region. In 2022, Yuba City MSA produced $8,608,166,000 in current-dollar total GDP* compared to 2021 total GDP of $8,104,050,000. This GDP ranked 272nd among MSAs. In 2022, real GDP expanded 6.2 percent. This follows growth of 9.3 percent in 2021.

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

Industry statistics reflect the value of
goods and services produced by each
of those industries located in Yuba City
MSA. Of the sectors in the Yuba City, CA
MSA, Health Care and Social Assistance
contributed the largest portion of GDP
in 2022 at $800,232,000. The next
largest contributions came from
Unclassified ($755,386,000); Public
Administration ($728,757,000); and
Real Estate and Rental and Leasing
($625,653,000).
(Source: U.S Department of Commerce Bureau of Economic Analysis). 0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
2013Q1 2014Q1 2015Q1 2016Q2 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023Q1 Establishments
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

GROSS DOMESTIC PRODUCT
GDP estimates are in thousands of dollars

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

Performance Metrics

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

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

3. Job Earnings – Has the percentage of job earnings in the region increased compared to the previous 12 months?

4. Poverty Rate – Is the percentage of individuals in the region below the national level?

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

6. Unemployment Rate – Has the unemployment rate decreased compared to the previous 12 months? Performance Metrics Comparison 2022 versus 2023
Employment/Workforce - Yuba City MSA
2022 2023 Trend
Industry Employment (Annual) 56,600 57,500  1.6%
Labor Force 75,500 79,800  5.7%
Unemployment (Annual Not Adjusted) 6.15% 6.64%  7.97%
Annual Wages (Q3) $54,183 $55,907  5.6%
Economic - Yuba City MSA/USA
Yuba City MSA
2022
Yuba City MSA
2023
USA
2023
Trend
Poverty Levels 14% 13.8% 12.6% 1.4%
Median Household Income $61,676 $71,066 $74,580  15.2% Yuba City MSA
2021
Yuba City MSA
2022
Wealth Creation (Gross Domestic Product)
2021 vs 2022 $8,104,050,000 $8,608,166,000  6.22%

7 Education Attainment - Yuba City MSA/USA
Yuba City MSA 2022 Yuba City MSA 2023 USA
2023
Trend
No High School Diploma 19.11% 18.1% 10.3% 
High School Graduate 23.68% 24.1% 25.3% 
Some College, No Degree 27.1% 27.7% 20.1% 
Associate degree 10.86% 10.8% 9.3% 
Bachelor Degree 13.22% 13.1% 22% 
Postgraduate Degree 6.03% 6.2% 13.1% 
Evaluation of Progress on Goals and Tactics
This section presents the vision and goals for the Yuba-Sutter region. It also identifies actions that support the identified pillars and goals for the region. The CEDS will inspire and guide the community, its leaders, and the Yuba-Sutter Economic Development District in creating a dynamic region. The strategy focuses on economic resiliency and recovery while building regional diversity, capacity and collaboration resulting in a vibrant and prosperous community.

Vision
To foster a vibrant, prosperous, and growing Yuba-Sutter region through exceptional leadership and involvement of the community.

Goals and Accomplishments in 2023
Data for this section was provided by implementation partners for the region by responding to an evaluation questionnaire or providing direct outcomes to YSEDC. The implementation partners represented both public and private sectors.

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

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

Tactic 1 – Attract more industries to the region
Both Yuba and Sutter counties worked diligently to improve the region to attract more industries by continuing to develop infrastructure projects. In 2023, there were 42 project inquiries for the region which had the potential private investment of $921 million and the creation of over 3,210 jobs. Unfortunately, the region was unable to site all but three small businesses which created eight jobs.

8 The two counties have continued support of their largest employers, Beale Air Force Base and agriculture. Ongoing drought conditions, reduction in acreage, and lower prices in crop values (especially in walnuts) did adversely affect agriculture and agriculture-based tourism. Yuba County’s agriculture’s 2022 gross value decreased by 9 percent from the 2021 values and Sutter County increased approximately 8.4 percent.

The region must continue to support and enhance base/community engagements to support Beale Air Force Base and its missions. In 2023, Beale Air Force Base completed 4 of the 24 construction/renovations projects listed in 2023 Appendix V of the CEDS. These projects represented $11.7 million in Federal Funds. Beale AFB added five new projects to the 2024 update.

Sutter County Superintendent of Schools announced the new location of its Cosmetology School which opened to students beginning in February 2023 aligning with their vision of creating opportunities for students outside of a two or four-year university experience.

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

Design and engineering are complete in this phase of the project.

Tactic 2 – Boost Entrepreneurial Development
There were 36 inquiries for business financial assistance of which 8 were for start-ups. Most of these businesses were not ready and were referred to Ken Freeman Consulting Services, Small Business Development Center, or Small Business Administration for start-up assistance such as business basics and planning. In 2023, YSEDC referred 74 businesses for this business assistance and 48 accepted assistance, 2 startups opened and currently employ 7 fulltime employees and 12 businesses are still in the development process. In addition, YSEDC offered QuickBooks Online training to 6 businesses with 4 completing the training and 2 receiving a one-year online scholarship. YSEDC partnered with The Work Hub and provided 14 entrepreneurs with a Lean Start-up series training and 4 received a one-year paid small desk scholarship.

Tactic 3 – Maintain, Promote and Expand Regional Businesses The Yuba-Sutter Business Consortium, a committee of YSEDC, conducted two business outreach walks, one in June (Yuba County – North Beale Rd., Olivehurst Ave., Skyway Dr., and Sky Harbor Drive) and one in October 2023 (Yuba City Downtown Corridor). The purpose of the walk was to determine the current health and needs of businesses in the survey area. There were 92 businesses visited and 70 participated in the survey. Of those surveyed, 37 percent reported their business was up, 21 percent were down, and 36 percent were steady or fluctuated between up and down. The Yuba County area businesses surveyed reported their greatest challenge was workforce and related issues, followed by government relations (State and Federal, prevailing wages, taxes, etc.) and the rising cost of goods and supply chain issues. The businesses surveyed in the Yuba City area reported their greatest challenges were homelessness and related issues, followed by financial challenges and workforce issues. The most requested business resource in both outreach areas was addressing the issue of lack of qualified workforce and assistance with hiring, training, and vetting followed by the need for business or marketing trainings.

9 YSEDC, in partnership with the city of Marysville, designed and implemented a business façade grant, business training or loan forgiveness program. The City has allocated $200,000 in funding for this program. To date 22 businesses have made application, 12 improvement projects have been funded, 1 loan forgiveness funded, and 9 are pending.

Sutter and Yuba County One Stops provided business services to employers; promoted 466 employment opportunities for employers, provided 10,953 employment services to individuals; hosted 66 job fairs/on-site and virtual recruitments; initiated 25 on-the-job training contracts; assisted 28 individuals with lay-off aversion and had 159 net jobs created.

YSEDC and consortium partner, SBDC provided a variety of technical/financial assistance resources and referrals.

There were 1,686 consulting hours and 3,114 businesses served. There were $562,784 in loans made with over $10 million in private capital infusion. This technical/financial assistance included federal, state, and private funded grant/loan assistance, marketing, and general business technical assistance. There were 40 jobs created and 120 jobs retained because of this assistance.

Yuba-Sutter Chamber of Commerce provided 91 business networking events to 3,407 businesses and made multiple referrals to other Yuba-Sutter Business Consortium partners. Chamber also has an established Government Affairs Committee, to study and analyze issues of interest to the Yuba-Sutter area and its business community; to take advocacy positions on those issues; and to communicate the Chamber’s viewpoint clearly to its membership, elected officials, and the community at large. While its endeavors may not have directly ushered in policy changes, the committee’s unwavering commitment to the well-being of the community has been palpable. Through a series of meticulously organized meetings, the committee has played a pivotal role in fostering a deeper understanding of governmental processes and policies among our citizens. In addition, the Chamber conducted its annual LEADership program with 9 graduates. The program is intended to shape the candidates into future leaders and set our community up with civically minded, strong leaders for the coming decades.

Bishop’s Pumpkin Farm was host of the California Pumpkin Growers 2023 National Pumpkin Weigh Off in the city of Wheatland. Growers from across the United States and Canada participated in the event bringing in thousands of visitors to the region and international attention.

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

One of Yuba County’s larger employers, Hard Rock Hotel & Casino Sacramento at Fire Mountain, opened its HARD ROCK LIVE music and entertainment venue in June 2022 along with the Rocktane fuel station and convenience store. For HARD ROCK LIVE, the design approach focused on innovative staging, the latest technology and unrivaled guest amenities, HARD ROCK LIVE serves as a flexible event center with the capability to host a multitude of programs including live shows, a variety of premier sporting events, galas and more.

In its first year of operations, Hard Rock Live Sacramento brought more than 126,000 guests through the doors for 68 shows, 30 of which were completely sold out. The venue has also garnered numerous accolades from the industry since its opening from “Pollstar” and “Billboard Magazine.” Hard Rock Live has had an economic impact on the six-county greater Sacramento region of more than $17 million in its first year of operation. It was nominated for New Concert Venue of the Year 2023 by “Pollstar”. In 2022, it was listed as a Top 28 Venue to Watch by “Billboard Magazine”. It was ranked #24 worldwide, #19 in the U.S. and #1 in California by “Pollstar” in

10 2022 based on ticket sales in the Club category. As Pollstar’s 2023 Mid-Year reports show, Hard Rock Live has moved up to #4 worldwide, #3 in the U.S. and still holds onto #1 in California.

In 2023, Hard Rock Live hosted 88 events with nearly 170,000 in total attendance. Across 20 different entertainment genres, Hard Rock Live events continue to offer a variety of entertainment for all and has held several outdoor uses of the facility including tradeshows, meetings, charity events, and other activities.

Hard Rock Hotel & Casino Sacramento at Fire Mountain and Enterprise Rancheria continue to focus on securing 352 acres between the existing casino and the Toyota Amphitheater for future ownership and development. They have obtained a property option and are beginning master planning discussions beginning in 2024 with the intent to create a one-of-a-kind regional entertainment destination to support its business diversification and supporting the growth of the sports and entertainment zone.

Hard Rock Hotel & Casino Sacramento at Fire Mountain is proud to be a 2023 International Entertainment Buyers Association Casino of the Year Award Nominee. Through their success, Hard Rock and the Enterprise Rancheria Community Fund continue to support the community philanthropically and have provided approximately $3.1 million in charitable donations and in-kind gifts since opening, including over $160,000 provided to Sutter Health as a result of Hard Rock’s 2023 Pinktober Gala, and support and direct funding for numerous entities, including Ronald McDonald House Yearly Room Sponsorship, Marysville Peach Festival, Bok Kai Parade, Happy Landings with Beale Air Force Base as well as the Airmen’s Ball held at Hard Rock Live, host of local country music artist Tyler Rich’s “The Event” helping raise funds for the local K9 Officer’s Association, United Way and SAYLove, Flying U Rodeo’s Marysville Stampede and the Rideout/Adventist Fairway to Health fundraiser among others.

In Yuba City, the Feather River California Temple of the Church of Jesus Christ of Latter-day Saints was completed in late August and hosted a three-week open house for the community with 54,000 people touring the site. This event brought in thousands of visitors to Yuba City and the region. Additionally, a new 93-unit Holiday Inn Express with a swimming pool in the 500 block of Shasta Street was completed with approximately 75 jobs created.

Hampton Inn completed its 50-room expansion. There was one retail store (Tilley’s) and one food/eating establishment (My Boba Spot) that opened in 2023 which have created approximately 25 jobs. There are several projects coming in the next year or so, Raising Canes, Dutch Bros, Wayback Burgers, Nalu BBQ, Marriot Townhouse Suites (90 rooms) and Springhill Suites (91 rooms). It is anticipated these projects will create 100-150 jobs.

In Yuba County, Costco, a warehouse style store and gas station, opened in the fall of 2023. Job creation is projected to be 175.

In Marysville, there have been seven new businesses located within the city and one large development project. • 7-Eleven Convenience Store: Located at 501 5th Street. The $6,705,000 project opened in January 2023, and created approximately 11 jobs.
• Dutch Bros. Coffee: 1021 B Street opened in the spring of 2023 and created approximately 14 jobs. • Edible Memories Bakery: Located in Historic Downtown Marysville opened in winter of 2023 creating approximately 5 jobs.
• Lakeside Indian Cuisine Bar and Grill: Located on Ellis Lake opened in July of 2023 and created approximately 10 jobs.
• Marysville Market: A convenience store/deli across from the Yuba County Courthouse opened in winter of 2023 creating approximately 5 jobs.
• Elvy’s Clothing Store: Located in Historic Downtown Marysville opened late summer of 2023 creating approximately 3 jobs.
• The Ville Restaurant: Located in the Medical Arts District opened in October 2023 creating approximately 10 jobs.

11 • B Street Property: Marysville is moving forward with a hotel, banquet hall, restaurant, and grocery store across from Ellis Lake, on B Street. Marysville City Council entered into a Disposition and Development Agreement with Engstrom Properties LLC and the Presidio Companies LLC to move forward with the redevelopment of this five-acre city-owned property. The developers have submitted plans for construction to begin in summer of 2024.

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

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

Tactic 1 – Increase Collaboration between educational institutions Yuba College: Yuba College continues to collaborate with K-12 districts in our service district to create additional opportunities for students to pursue higher education, including workforce-focused programs at no cost to the high school students. In 2023 this included the creation of the Middle College Academy. The Academy is a high school run by the Marysville Joint Unified School District that is located on Yuba College's Marysville Campus.

Students in this program attend high school courses and college courses throughout their day. This non-traditional high school experience can result in the completion of both high school and community college at the same time in a program of study chosen by the student. YC's partnership with Yuba City Unified School District has resulted in four cohorts annually of the early college high school program. Marysville Joint Unified School District now has three active cohorts of the early college high school program. Wheatland Union High School continues to provide a comprehensive early college experience for all its students including a hybrid of on-campus career and technical education courses taught by Yuba College faculty. Expansion of these opportunities will continue throughout our service district to increase educational attainment for our community overall through broader access to higher education opportunities.

In the Fall of 2023, Yuba College offered the first courses in its Watershed Management Program, funded by a grant from the Yuba Water Agency. In its first semester, the new program saw more than 60 enrollments.

Graduates of this program will be certified in Geographic Information Systems qualifying them for many livingwage jobs at the Yuba Water Agency, in addition to local utility districts and state agencies. Most graduates will look for positions as a field technician with a statewide average annual salary of $68,000. Currently, three certificate programs have been developed in Field Technician-Watershed Management, Soil Conservation Technician, and Geographic Information Systems. This program will look to expand into Forest Management and Fire Suppression in the coming years. This program continues to receive input from local industry experts as a part of its ongoing advisory committee.

The Marysville Joint Unified School District (MJUSD) is rooted in the value of lifelong learning. The District recognizes the impact of the school programs on the larger community and therefore the need to work closely with local businesses and higher education partners to design pathways for graduates to succeed after high school.

While a two or four-year degree is not the only way to success, the need to establish college preparation for transition to higher education is imperative to growing a trained workforce. The district is intentional in preparing every student for college and career and equipping students to choose the future they desire. The district has also opened a new Middle College High School on the campus of Yuba College where the students take more Dual

12 Enrollment classes than traditional high school courses. This is the first of its kind partnership, north of Sacramento. In addition, the number of students in the Early College Program is also growing as it moves into the third year of the program. In 2021-22, the District formalized a partnership with Chico State University to assist with college information sharing with students and families and start laying a belief-system that four-year university education is within reach of every student. The District is currently working with Sacramento State to establish a similar program and pathway of transition.

The District supports 22 sequenced pathways in 9 industry sectors through its Career Technical Education (CTE) programs. CTE courses combine academic and occupation-related course requirements. In most cases, pathways are taught over multiple years, allowing students to develop critical workplace skills. Many CTE courses count for college credit and are approved to meet minimum admission requirements for the University of California system.

CTE courses range from medical to agriculture mechanics and touch on a wide range of careers in-between.

Currently, in partnership with UC Davis, MJUSD is designing an Engineering Pathway with emphasis on Coding and Robotics, to be implemented next year at Lindhurst High School. Yuba Water Agency has joined this pathway as a formal Industry partner as well. MJUSD has also established formal Internship and Work-Based Learning opportunities for students with 93Q Radio Station, Yuba County DA Office, Adventist + Rideout Hospital, Yuba County Health and Human Services, Ampla Health, Allison Chiropractic, and other clinical partnerships.

Peach Tree Dental runs a dental lab on the Marysville High School campus where high school students are provided dental services through the Shine Bright Dental program where students learn and get prepared for the dental pathway. MJUSD is solidifying a culinary partnership with the Hard Rock Hotel and Casino Sacramento. Marysville High School is in the preliminary stages of planning for a medical four-year pathway with UC Davis, and are in talks with Adventist + Rideout to partner with us in this endeavour. These partnerships follow the existing medical and dental internships available at Marysville High School. Many such future partnerships with four-year colleges and industry partners will soon follow.

Their partnership with Yuba College continues to expand to create a seamless transition between the two organizations and design clear pathways for transfer to four-year colleges or careers after that.

Tactic 2 – Improve understanding of all ethnic cultures that live, work within, or visit the region The Sutter County Museum houses a permanent exhibit gallery with displays on the history and stories of YubaSutter’s diverse peoples. It includes permanent exhibits on Chinese Americans, Hmong Americans, Japanese Americans, Mexican Americans, and Punjabi Americans in the community’s history. Temporary exhibits in 2023 also supported the understanding of diverse ethnic cultures within the region: Chinese Pioneers, which explored the social, political, and judicial disenfranchisement of Chinese Californians, as well as moments of Chinese agency and resilience, in the decades before and after the 1882 Chinese Exclusion Act. Unbroken Traditions is an exhibit developed to feature baskets made by several generations of women from the Meadows-Baker family. Many members were Mountain Maidu, and their baskets drew from a deep understanding of ecology, incorporated intricate weaving techniques, and employed creative and meaningful design elements.

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

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

Tactic 1 – Modernize the region’s Infrastructure to meet future demand and respond to changing business needs Regional Projects
Feather River West Levee Project: Sutter and Butte counties are planning to improve 44 miles of levees from Thermolito Afterbay south to the Sutter Bypass to reduce flood risk and remove more than 34,000 properties from FEMA Special Flood Hazard Areas. Among other important improvements, the project will sustain and grow the local economy by creating construction jobs, protecting property values, and allowing for responsible residential, commercial, and industrial development. Phase I –Thermalito Afterbay to Star Bend wastargeted to be completed by 2016. Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass.
2023-2024 UPDATE: Levee repairs will be completed in two separate phases: Project I, the Feather River West Levee Project, includes work from Thermalito Afterbay to Star Bend, just south of Yuba City, and was completed at the end of 2020. Project II includes the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass. Project II work completed to date includes a one-mile section of levee at Laurel Avenue, another five miles of levee improvements between Star Bend and Laurel Avenue completed by the U.S Army Corps of Engineers (USACE). USACE also completed another mile of levee improvements between Laurel Avenue and the Highway 99 bridge crossing the Feather River. SBFCA is currently in design and permitting of the last 1.6 miles of levee along the lower Feather River west levee which is scheduled to be in construction in 2025. The Feather River West Levee Project is on schedule and within budget.

Flood Protection of the City of Marysville: A public works project to repair and upgrade the ring levee to be certified as providing a 200‐year level of flood protection. The Marysville Ring Levee project is a multi-phase project that will upgrade the levee that surrounds Marysville. The primary purpose of the project is to strengthen the existing levee by implementing additional measures to reduce the likelihood of through-seepage and underseepage. The U.S. Army Corps of Engineers Sacramento District is partnering with the California Central Valley Flood Protection Board and the Marysville Levee District to complete the estimated $92.5 million project. The state of California has appropriated $17 million toward the project as part of their commitment to upgrade the state’s levee systems. Currently, project completion is slated for 2019. The project is designed and constructed to meet the state’s requirement of 200 year-level flood risk for urban areas - or a 1-in-200 chance of flooding in any given year. Due to the elevation of the levees, the project will surpass those criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after all flood reduction measures are constructed. 2023-2024 UPDATE: The project has completed several phases of construction including Phase 1 on Simmerly Slough between Jack Slough Road and the Marysville High School; Phase 4A on Simmerly Slough in Binney Junction; Phases 2A North and South on the Feather River between 10th Street and the Yuba River; and on the Yuba River the project has completed improvements in Phase 3 between the landfill and Ramirez Road/Simpson Lane and Phase 2C from Highway 70 to the Feather River. A contract was awarded to construct Phase 2B between Ramirez Road/Simpson Lane and Highway 70 on the Yuba River in 2023; and the final phase of construction will be to repair the Yuba River levee beneath Highway 70 in 2024. The US Army Corps of Engineers is also completing a risk assessment of areas not improved in this project to ensure they meet criteria for greater than 200-year level of protection and will implement any repairs/improvements identified in that analysis in 2025-2026.

South Yuba County Regional Sewer Project: Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs. The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater

14 treatment plant. Efforts are being coordinated to obtain state grant funding for this project which will provide a more efficient and effective wastewater solution, and to protect the groundwater basins in south Yuba County.

Design and environmental review are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone.
2023-2024 UPDATE: Olivehurst Public Utility District (OPUD) and Wheatland have applied to the State Water Resources Control Board Clean Water State Revolving Fund (SCWSRF) for construction funding for the regional pipeline from Wheatland to OPUD and for other necessary improvements to the OPUD wastewater treatment plant. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review by SWRCB staff. This grant would fund approximately $50 million of the estimated $130 million needed for the project. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $58 million needed for the project are being explored.

Yuba Water Agency – Water Projects
Goldfields Multi-Benefit Project Feasibility Study: The purpose of the Goldfields Multi-benefit Study is to develop a replacement feature for the 100-year embankment that is outside of the approved mining areas for both the dredge operations and aggregate extraction and that addresses the increase in flood risk associated with Western’s reclamation plan. The study will include opportunities to expand the Yuba River floodway to reduce flood stages and provide for ecosystem enhancement. The intent will be to develop an alignment for the flood protection embankment that will have a flood control easement that will allow for both the existence of the feature as well as OMRR&R.
2023-2024 UPDATE: The feasibility study on construction of a Multi-benefit project south of the Yuba River downstream of Daguerre Point Dam was completed in December 2023.

PROJECT COMPLETED-$500,000 (State-DWR & Local-YWA)
Yuba County
East Linda Detention Basin: This public works project would expand an existing detention pond to serve East Linda and is referred to within the South Yuba Master Drainage Plan. 2023-2024 UPDATE: The segment of the linear detention pond from Orchard Pond to North Beale Road is currently under construction and is funded as a condition of the surrounding subdivision. The remaining segment from North Beale Road to Hammonton-Smartsville Road is being designed in conjunction with the paralleling Goldfield’s Parkway project. This piece is dependent on funding but is expected to be completed in 2024-2025.

Reclamation District No. 784 (Special District)
Pump Station No. 9 Upgrades: This public works project would provide redundant pumping, backup generation and SCADA electronic system to existing Pump No. 9 as required by FEMA for operation during storm events and would protect West Linda and the Lindhurst Avenue commercial area. 2023-2024 UPDATE: SCADA PORTION (ONLY) OF PROJECT COMPLETED - $158,000 (State & Local Funds) Pump Station No. 7 Upgrades: This public works project would provide upgrades to Pump Station No. 7 with SCADA electronic system and redundant pumping to serve Wal‐Mart, Costco, and the general commercial area of Linda.
2023-2024 RD784 UPDATE: PROJECT COMPLETED-$158,000 (State & (State & Local Funds) Pump Station No. 5 Upgrades: This public works project would provide upgrades to Pump Station No. 5 with SCADA electronic system and redundant pumping to serve the east Linda area. 2023-2024 RD784 UPDATE: PROJECT COMPLETED-$158,000 (State & (State & Local Funds)

15 Storm Drainpipe Replacements: This public works project will replace up to 6 aging pipes located within the rural levee portion of the District.
2023-2024 Update: RD784 has been awarded a grant to complete this project.

Linda County Water District
Linda Avenue/Griffith Water Treatment: This Linda County Water District project would construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area. 2023-2024 UPDATE: Project is under construction with a current anticipated finish date in June 2024.

Forest Biomass Business Center Development
Camptonville Community Partnership (CCP), is a small, rural, community-based non-profit organization located in the town of Camptonville in the Yuba County foothills that proposes to develop a small forest biomass to energy facility that would be part of a new small business campus, located in an unincorporated area approximately 11 miles southwest of Camptonville and 3 miles east of Dobbins. CCP intends to attract other businesses to the site, where heat and power would be available from the facility making the overall facility, a high efficiency combined heat and power operation.
2023-2024 UPDATE:
• Purchased 100 acres for the Forest Biomass Business Center (FBBC) parcel including 11 acres for the current bioenergy site.
• Secured interest for the development of a co-located sawmill and received USDA grant funding for design and engineering.
• Secured a Timberland Conversion Permit (TCP): Converting timberland into another use requires a TCP from Cal Fire. A part of the TCP process also includes preparation of a Timber Harvest Plan (THP). • Secured a loan for interconnection costs from YWA.
• Update permits and contracts with local and state agencies.

CCP continues to work with key partners such as USFS, USDA, YWA, Blue Forest Conservation, and others to develop the Forest BioMass Business Center. Project is working to be built and generating electricity to the grid in March 2026.

City of Marysville Project
Leachate Conveyance Project: The City has worked with its local solid waste contractor, Recology and the Linda Water District to collect leachate from their regional facilities and convey them through City sewer lines to the Linda Water District wastewater treatment facility. Recology has completed all required testing and has constructed holding tanks and metering equipment to release leachate at a controlled rate. The project has lowered Recology’s cost for leachate disposal (previously trucked to a disposal facility) and generates additional income for the City’s Sewer enterprise fund.
2023-2024 UPDATE: Project is completed, and Leachate is now being conveyed.

PROJECT COMPLETED-$180,000 (Private Company, Recology)
City’s Park Irrigation Well initiative: DWR has made grant funds available to commence the City’s Park Irrigation Well initiative that would improve water system reliability and cost savings to the City by converting City parks to a well and tank storage system, thereby eliminating the need for commercial water service. 2023-2024 UPDATE: PROJECT COMPLETED-$400,000 (State, DWR) City of Wheatland Project
Wheatland Comprehensive Water Project: The City of Wheatland water system is aging with portions of the system more than 100 years old. The project consists of removing the seismically deficient water tower from service by employing new ground mounted hydro-pneumatic tanks and booster pumps to supply water pressure to the City. The project also includes replacement of domestic water meters, new production meters, water meter

16 automation to assist with leak detection and remote metering reading, SCADA replacement, and new billing software.
2023-2024 UPDATE: Project is underway and is anticipated that construction will begin in 2024 and be completed in spring of 2025.

City of Yuba City Projects
Barry School Waterline: The project involves installing 12” and 14” diameter water transmission main in Railroad Avenue from Bogue Road to Stewart Road and in Stewart Road from Railroad Avenue to Garden Highway, as well as a 3” diameter private water service in Railroad Avenue and Barry Road to serve Barry School. 2023-2024 UPDATE: The project was awarded for construction in August 2023, subject to State approval of the increased construction cost. Construction is anticipated to begin in Spring 2024 upon State approval and is expected to be complete by the end of 2024.

Second Groundwater Well: The project includes constructing a second groundwater well at the City’s Water Treatment Plant to provide additional accessible water resources during times when the City’s surface water rights are curtailed.
2023-2024 UPDATE: The well was drilled and tested in 2022. Pump installation and above-ground piping was completed in 2023 with installation of electrical/mechanical equipment to be completed in 2024, subject to equipment availability. The well can be operated by generator power, if needed.

Aquifer Storage Recovery (ASR) Well: The project involves establishing an ASR well at the City’s Water Treatment Plant to further bolster the City’s accessible water resources during times when the City’s surface water rights are curtailed. The ASR concept includes injecting treated water into the groundwater aquifer during times when surface water availability exceeds demands while extracting groundwater during times when surface availability does not meet demands.
2023-2024 UPDATE: Design and environmental/permitting commenced in 2023 with construction anticipated to begin in late 2024.

WWTF Outfall and Diffuser Project: The project includes constructing a new 42-inch diameter discharge pipeline from the City’s Wastewater Treatment Facility (WWTF) and a new diffuser outlet to the Feather River. The proposed pipeline and diffuser will replace the City’s existing diffuser, which was damaged in 2011 by erosion of Shanghai Falls. This project will ensure the City’s capability to safely treat wastewater for existing customers, as well as future development.
2023-2024 UPDATE: Final design complete pending receipt of permit conditions from regulatory agencies. Project will be advertised for bids once funding and permits are secured.

Bogue Road Sewer Extension: The project involves extending the existing 18” diameter sanitary sewer in Bogue Road from Railroad Avenue to Phillips Road and constructing a new lift station to facilitate future connection of properties north and south of Bogue Road and east of State Route 99, and to address capacity issues and service of new development areas.
2023-2024 UPDATE: Final design in process. Project is being coordinated with Bogue Stewart Master Plan improvements.

Tactic 2 – Develop and improve alternative, multi-modal and inter-modal distribution infrastructure Regional Caltrans Projects
Caltrans had 34 projects slated for construction, rehabilitation, planned or program projects in the Yuba-Sutter region. Nine projects were completed in 2023, which represented an injection of $145.75 million in improvements within the region. Completed projects were:

17 Live Oak Streetscape, Rehab & Safety 03-3F99U This EA is combined from 3F990/1H150/2H230: In Sutter County, in and near Live Oak, from south of Coleman Avenue to Nevada Street. Rehabilitate pavement, improve pedestrian accessibility, add new electrical signals, upgrade drainage facilities, add streetscape elements & reduce traffic congestion by improving the vertical profile & providing two traffic lanes in each direction.

PROJECT COMPLETED-$37.4 Million (State, Caltrans SHOPP) Count Station Repair & Install 03-0H420 VAR: In Sutter County on Route 99, adding two new count stations. This project is also located in Colusa, El Dorado, Glenn, Nevada, Placer, Sacramento, Yolo, and Yuba Counties. Repair existing continuous count stations, install new loops at ramp meters, and install new radar count stations.

PROJECT COMPLETED-$14.072 Million (State, Caltrans SHOPP) Multi Location Bike and Ped Improvements 03-0J923: In Sutter County on Route 20 from Stabler Lane to Shasta Street. Enhance crosswalk visibility, add bike lane delineation, install signs and countdown pedestrian barricades to improve bicycle and pedestrian safety.

PROJECT COMPLETED-$3.246 Million (State, Caltrans SHOPP) Bridge Maintenance 03-2G070: In Sutter County on Route 20 near S. Tarke Road. Bridge preservation.

PROJECT COMPLETED-$1.642 Million (State, Caltrans Maintenance) D3 Advance Curve Warning #2 03-2G690: Install Horizontal Alignment Curve Warning Signs. Sutter County at various locations. PROJECT COMPLETED-$447,000 (State, Caltrans Maintenance) YUBA 70 Bridge Widening and Rail Replacement 03-1H270: Near Marysville, at Feather River Boulevard Overcrossing No. 16-0033 (PM 13.01) and South Marysville Undercrossing No. 16-0035 (PM 13.23). Upgrade bridge rails and construct median concrete barrier between project limits.

PROJECT COMPLETED-$12.16 Million (State, Caltrans SHOPP) Simmerly Slough 03-1E060 Overlay: In Yuba County near Marysville from 0.1 mile north of Binney Junction Underpass to 0.3 mile north of Laurellen Rd. PROJECT COMPLETED-$60.406 Million (State, Caltrans SHOPP) Count Station Repair & Install 03-0H420: 470 Locations. Repair existing continuous count stations, install new loops at ramp meters, and install new radar. PROJECT COMPLETED-$14.373 Million (State, Caltrans Maintenance) YUBA 20 RHMA Overlay/DIKE/PCC Island Removal 03-1G010: In Yuba County in and near Marysville from Buchanan Street to 0.1-mile East of Levee Road.

PROJECT COMPLETED-$2.006 Million (State, Caltrans Maintenance) Sutter County Projects
Howsley Road Bridge Replacement: The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 UPDATE: The design phase is scheduled for completion by June 2025 at which time the County will seek the required federal funding.

Larkin Road Bridge Replacement: The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 UPDATE: Due to a delay in receiving the federal funding, the environmental permits have expired and need to be reissued. The County is awaiting federal funding to update the permits and any design impacts.

Nicolaus Avenue Bridge Replacement: The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.

18 2023-2024 UPDATE: Due to a delay in receiving the federal funding, the environmental permits have expired and need to be reissued. The County is awaiting federal funding to update the permits and any design impacts.

Tisdale Road Bridge Replacement: The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 UPDATE: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2024. Federal Funding for the construction phase is not expected to be available until 2025.

Kent Avenue Bridge Replacement: The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 UPDATE: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2024. Federal Funding for the construction phase is not expected to be available until 2025.

Yuba County Projects
County Bridge/Culvert Repair: There are 75 Highway Bridge Program (HBP) eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County. Currently the County has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a Sufficiency Rating (SR) below 80 and above 50 which qualify for HBP rehabilitation funds, and 8 bridges have a SR below 50 which qualify for HBP replacement funds. 2023-2024 UPDATE: Spring Valley Road bridge replacement expected to be complete in January 2024. Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. These are anticipated to be under construction in 2024-2025. The County applied for an additional five bridge projects through HBP.

Goldfields Parkway: This public works project would construct a four‐lane arterial around the easterly side of Marysville through the East Linda Specific Plan from Highway 65 at McGowan Parkway to Highway 20 at Plantz Road.
2023-2024 UPDATE: Nearing completion of design. Construction of the road is anticipated to be complete by 2026.

Highway 70/Plumas Lake Boulevard Interchange – Phase 2: This public works project would link Phase 1 of the Highway 70/Plumas‐Arboga Interchange to the eastern Phase II component of the interchange to include a Union Pacific Railroad overpass.
2023-2024 UPDATE: The County anticipates being approximately 50% complete with design in FY 23-24.

North Beale Road Revitalization Improvements: This public works project consists of implementing the road improvements recommended by the East Linda Revitalization Plan which consists of sidewalks, landscaped medians, street lighting, and parking that would improve the safety of the road for motorists, bicyclists and pedestrians as well as improve the appearance of the road corridor to help attract new and retain existing businesses.
2023-2024 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is complete. The County secured grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east).

Phase III design recently commenced with construction anticipated 2024-2025.

Olivehurst 11th Avenue Project: This public works project consists of implementing road improvements to 11th Ave. between Olivehurst Road and Powerline Road in Olivehurst. This project includes improvements to curb, gutter, sidewalk, drainage, and street overlay.
2023-2024 UPDATE: PROJECT COMPLETED-$1.7 Million (State, Caltrans ATP)

19 Linda – Cedar Lane and Alicia Avenue Project: This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside to Feather River Blvd) in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage, and street overlay. 2023-2024 UPDATE: The project commenced in June of 2023 and is nearing completion of construction. Project completion is anticipated by March 2024.

McGowan Parkway Project: This public works project consists of implementing road improvements to McGowan Parkway between SR 70 and SR 65 in Olivehurst. This project includes improvements to curb, gutter, sidewalk, drainage, and street overlay.
2023-2024 UPDATE: Construction is nearing completion with several punch list items remaining.

City of Live Oak Project
Pennington Road Rehabilitation: Pennington Road is the main east/west arterial for the City of Live Oak, intersected by State Route 99. Sacramento Area Council of Governments (SACOG) committed $915,000 for partial reconstruction of the road from Broadway to Connecticut Avenue during 2012 and 2013. Reconstruction to the east of State Route 99 is also necessary.
2023-2024 UPDATE: Construction on Pennington Road west of the railroad tracks to Connecticut was completed in 2023. Pennington Road East from the High School to the city limits has had a contract awarded and will be completed in 2024. PORTION OF PROJECT COMPLETED-$1,370,300 (State, SACOG & CDBG) City of Marysville Project
Systemic Safety Analysis Report Program (SSARP): Federal regulations require each State to have a Strategic Highway Safety Plan (SHSP). An SHSP is a statewide data-driven traffic safety plan that coordinates the efforts of a wide range of organizations to reduce traffic accident fatalities and serious injuries on all public roads. In coordination with federal, state, local and private sector safety stakeholders, the SHSP establishes goals, objectives, and emphasis (or challenge) areas. The SHSP addresses the 4Es of traffic safety: Engineering, Enforcement, Education, and Emergency Services.
2023-2024 UPDATE: PROJECT COMPLETED-$40,000 (State Active Transportation) City of Yuba City Projects
Bridge Street Corridor Improvements: The Bridge Street corridor improvement project is a multi-phased project to extend four travel lanes from SR-99 to Marysville/SR-70. The project includes the construction of the 5th Street Bridge and phased reconstruction of Bridge St. Bridge Street will be widened from Gray Avenue to Cooper Avenue in late 2021 with completion anticipated at the end of 2023 with support from a $2.8 million Local Partnership Program grant from the CTC. The project will enhance a key gateway through the city to facilitate necessary traffic demands while coordinating with adjacent property owners to help facilitate Economic and Workforce Development in the area.
2023-2024 Update: Gray Avenue to Cooper Avenue segment completed in 2023. Total construction cost for this segment was $10.2 million, including the CTC grant. State Route 99 to Gray Avenue segment conceptual design for the final portion of the project will begin in 2024. The estimated cost to complete the conceptual design is $250,000, which is funded by the City. The City is looking for funding to implement the final design in 2025 with construction following in 2026, provided funding can be secured.

Gray Ave. to Cooper Ave segment of PROJECT COMPLETE-$10.2 Million (Local, State - CTC) Walton Avenue Complete Streets Improvements: The project includes rehabilitating portions of Walton Avenue from Hazel Avenue to Sam’s Club, including closing the gaps in sidewalks on the west side of Walton Avenue between Lincoln Road and Franklin Road, improving bike lanes, and upgrading the traffic signals. 2023-2024 UPDATE: Final design and easement acquisition is in progress with construction anticipated to commence and complete in 2025.

20 Tactic 3 – Promote transit planning to move people throughout the region and housing development Yuba-Sutter Transit
Assuming an extended pandemic recovery period, Yuba-Sutter Transit is now preparing a state-funded Comprehensive Operational Analysis / Short-Range Transit Plan to evaluate the appropriate scope, level and even model of public transit service for the bi-county area. The last study of this kind was adopted in early 2015 and a current plan is required to remain eligible for federal transit funding. This effort, which is expected to be completed in mid-2023, is a top-to-bottom assessment of the existing system and will result in specific service and program recommendations along with a corresponding operating and capital financial plan for implementation consideration over the next five to ten years. This plan is being developed with significant outreach to a wide range of community stakeholders.
2023-2024 UPDATE: The NextGen Transit Plan was adopted on May 18, 2023, and it is now available online along with an Executive Summary at www.yubasuttertransit.com/nextgen-transit-plan. The key recommendation from the plan is the gradual replacement of much of the fixed route network in the urbanized area with four on-demand service zones for faster and more responsive travel within each zone as well as improved connections to an enhanced network of two cross-town routes for longer trips. Roll-out of this new system is now expected to occur in three phases beginning Summer 2024 through Summer 2026. In addition to this new local hybrid on-demand and fixed route system, the plan also recommends the development of a first-ever connection between the YubaSutter area and south Placer County. This demonstration service, which is now expected to begin Summer 2024, would initially be operated through a shift of resources from Yuba-Sutter Transit’s existing Sacramento service.

The plan also recommends changes in previous fleet replacement and expansion plans to reflect the recommended operating changes which would require less and a different mix of vehicles in the future.

Facility Replacement: Yuba-Sutter Transit continues to plan for the replacement of its current operations, maintenance, and administration facility at 2100 B Street in Marysville. A new location is needed because this undersized and technologically obsolete 1960’s-era former Seven-Up Bottling Plant that was converted to transit use in 1996, lacks sufficient capacity to accommodate the infrastructure needed to meet the state mandate that only zero-emission buses can be purchased after 2028. In addition, Caltrans’ programmed and fully funded expansion of Highway 70 (B Street) adjacent to the facility may render it useless even earlier. 2023-2024 UPDATE: Yuba-Sutter Transit has been awarded significant additional funding from state and regional grant programs to secure over $40 million for what is now estimated as a $55.8 million project. As a result, related environmental and preliminary engineering work is expected to commence in early 2024. This will refine the project and update the early conceptual cost estimate based on the fleet and service assumptions from the NextGen Transit Plan. This effort will also improve the likelihood of success in the next round of grant applications to complete the funding package.

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

The project strategically builds off the larger Valley Rail program currently underway, which will expand rail service between the northern San Joaquin Valley, Sacramento, and the Bay Area. As a result, North Valley Rail would provide passengers with direct, reliable one-seat rides to Sacramento, Stockton, the Bay Area, Modesto, and Merced. In Downtown Merced, timed transfers will ensure seamless connections via high-speed rail to Fresno, Bakersfield, and Southern California. Linking North Valley communities to the Northern California megaregion and the larger statewide rail network will provide major benefits by reducing traffic congestion and greenhouse gas emissions; expanding access to housing, high-quality jobs, and higher education; and promoting economic development and tourism.

21 The North Valley Rail will serve the Yuba-Sutter area having stations located in Marysville near the Yuba Conty Government Center and Plumas Lake next to the Plumas Lake Boulevard interchange.

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

City of Wheatland Projects
Wheatland 6th Cycle Housing Element Public Participation Process: The City of Wheatland has received $10,000 from SACOG for the public participation component of the 6 th Cycle (2021-2029) Housing Element Update using
grant funds available from the Regional Early Action Planning (REAP) Grants Program. 2023-2024 UPDATE: Housing Element has been certified by HCD - PROJECT COMPLETED-$10,000 (State – SACOG) Wheatland 6th Cycle Housing Element Update Preparation: The City of Wheatland has received $65,000 from the California Department of Housing and Community Development (HCD) for the preparation of the 6 th Cycle (2021-
2029) Housing Element Update using grant funds available from the Local Early Action Planning (LEAP) Grants Program.
2023-2024 UPDATE: Housing Element has been certified by HCD - PROJECT COMPLETED-$65,000 (State-HCD Leap program)
Sutter County Projects
Lakeside at Sutter Pointe in Sutter County consists of 873 acres on the north side of Riego Road, approximately

1.5 miles east of State Route 99 in south Sutter County. Lakeside is planned for 3,388 single family homes, 399 multifamily homes, 59 acres of parks, 55 acres of open space, 44 acres of employment centers, 25 acres of commercial and a proposed K-8 school. Construction of Phase 1 began in 2023 with the mass grading of the southern 386 acres of Lakeside. Phase 1 construction is anticipated to continue in spring 2024 with backbone infrastructure improvements, including construction of a 7-mile sewer main, that will serve the Sutter Pointe Specific Plan area. Construction of community amenities and services and homes is expected to begin in 2025.

Yuba County Projects
Cedar Lane Permanent Supportive Housing: Is a 41-unit rental development, providing permanent supportive housing targeted to homeless and mentally disabled individuals, with one additional unit reserved for an on-site resident manager. A community center on the first floor will include a community room with kitchen, property manager’s office and on-site case management offices in which individualized supportive services will be provided.

A dog park, barbecue area with tables and pergola, a community garden and bicycle lockers will be located near the building. The balance of the site will provide a paved driveway and off-street parking, and landscaping. The project was completed in January 2023. Adjacent is a separate new construction 108-unit multi-family affordable housing project, with 2- and 3-bedroom dwelling units, community center, children’s playground, and a soccer field, with rents targeting family households earning less than 60 percent AMI. The project was completed in April 2023.

River Oaks - Plumas Lake: Construction will start in February 2023 of a 48-unit multi-family project, consisting of 2- and 3-bedroom units, targeting low-income families. Construction is expected to be completed in July 2024.

Innovation Housing Center: Located in Olivehurst, is a low-income housing project made possible by Habitat for Humanity and it will consist of 13 housing units and include supportive services from case workers and other onsite providers. The project is in design phase and estimated to be completed 2024 -2025.

Serenity Village: Located in Olivehurst at 1645 Chestnut Road in Olivehurst will offer 124 units of affordable rental housing. This affordable housing development project seeks to provide new levels of housing for families in the area with the purchase of infill lots. The development team seeks to combine four (4) separate lots into one project

22 site and build 124 units of affordable rents. This project serves the community's need for an increased affordable housing supply. Families who will benefit from this project will typically have a median income of around 50% of the area’s average, though the actual range can go from 30% to 80%. Habitat will develop, own, and manage the site and there will not be on-site supportive services provided. Projected completion date is anticipated to be 2025, and the project budget is approximately $28 million dollars.

Sierra Vista Development – Humanity Park: After 5 years in the making, the completion of the 36 home permanent housing community, Sierra Vista. Culminated with a new playground for the surrounding community, which includes a play structure, swing sets and a walkable path. Project is completed and serves 162 individuals.

Fernwood Development: Located in Linda is an 88-home development project for low-income persons is in process for final approvals and Habitat for Humanity is currently seeking funding to develop this project. It is anticipated the project should be completed in 2027.

The Regional Housing Authority has a multi-family project under construction in Plumas Lake consisting of 48- units, with 2- and 3-bedroom dwelling units, a community center and a children’s playground, with rents targeting family households earning less than 55 percent AMI. The project should be completed by May 2024.

Live Oak Projects
Oak Haven Estates, a 16-unit low-income housing project, overseen by Habitat for Humanity and was completed December 2023.

Kristen Court Apartments- Phase III, a 32-unit housing project was completed in 2023.

Marysville Projects
Marysville East Lake Apartments development, a 71-unit rental new construction project was completed in summer of 2023. Bounded by Yuba and Ramirez Streets, and E. 13th and 14th Street, it is a mix of 24 onebedroom units, 24 two-bedroom units, and 23 three-bedroom units. East Lake Apartments is providing affordable housing for families earning up to 60% of the area median income for Yuba County.

Other housing projects include 1. 3rd and D Street apartment development, which will feature 34 market rate units. These apartments will fulfill a need for housing adjacent to the medical arts district. Plans for the 3rd and D Street apartments are still in the conceptual phase. 2. The Delta Building at 425 5th St. is being remodeled to allow for more residential units in the downtown area. The exact number of units has not been finalized due to the project also being in its conceptual stages. 3. The Nakagawa, a 10 unit, two story building at 308 C Street is in the development stage.

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

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

Construction is scheduled to start in February 2024, and the first residents to move-in by April 2025, weather permitting.

23 Yuba City Projects
Tranquil Harbor Estates, located on Walton Avenue, will be overseen by Habitat for Humanity and is a low-income senior housing project with 20 units and could house 20-40 individuals. The plan has been approved by the Yuba City Planning Commission and has been approved for the sale of the property. Construction is anticipated to be completed 2024-2025.

Merriment Village, a 217-unit complex is in process and completion is anticipated by 2026.

Richland Village Phase II, a proposed residential affordable apartment complex that would consist of 88 onebedroom, 44 two-bedroom, and 44 three-bedroom units at 470 Bernard Drive in the Richland Housing complex.

Plans also include a community center and other recreational amenities for residents.

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

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

Tactic 1 – Promote and Market for continued investment in regional amenities With the relaxation of COVID-19 pandemic mandated closures, local amenities which included the arts, history, and recreational venues moved forward with their programs and projects.

Yuba Water Agency
Hallwood Habitat Restoration Project: The project design is based on the premise that restoration of natural river and floodplain processes, including the removal of large portions of the Middle Training Wall, will create a healthier, more natural, and therefore, more productive river. Improvements will enhance up to 157 acres of seasonally inundated riparian floodplain, approximately 1.7 miles of perennial side channels, and approximately

6.1 miles of seasonally inundated side channels, alcoves, and swales. The project will improve more than 170 acres of seasonally inundated riparian floodplain habitat for numerous riparian tree species, and the host of aquatic and terrestrial organisms that reside in these habitats. This project increases the connectivity of these habitats for a healthier, more productive river system; a resource benefit to the public for purposes such as aesthetics and recreation.

PROJECT COMPLETED - $12 MILLION (YWA, State, Federal) & $90 million in-kind contribution of rough grading and aggregate removal (Private, Teichart)
Yuba Sutter Arts & Culture (also known as the Yuba-Sutter Arts Council, YSAC), a mainstay in the community for 42 years, had many ongoing projects and programs. Here is a glimpse into how we directly impacted the arts and culture community and overall economic development.

Sutter Theater Center for the Arts Main Stage (STCA)
YSAC has retained an architectural firm to create a set of plans for its Main Stage redevelopment project at its Sutter Theater Center for the Arts. The back half of the 1950s vintage theater will be brought back to life as a 299- seat live performing arts space with a traditional proscenium arch raised stage for live music and theater

24 productions as well as film screenings. A capital campaign is underway to raise the $750,000 needed for the project.

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

Center Stage Productions
Corey and Morgan Kersting formed a new youth performing arts program for the community. Based at STCA, Center Stage has conducted a series of Saturday workshops for 7–18-year-olds and produced two full length musicals, most recently “Seussical.”
Convergence Theatre Company
A group of theater professionals led by Matthew DeMeritt have formed the Convergence Theatre Company, another ensemble based at the STCA. To date, it has produced four high quality, entertaining and thoughtprovoking shows including “Godspell” and the “The Laramie Project” about the murder of gay University of Wyoming student, Mathew Shepard.

Yuba Sutter Big Band
Created as a showcase for local professional musicians and music educators, this 20-piece orchestra puts on several swinging concerts each year with hits from the Great American Songbook, popular tunes of the day and the occasional original composition.

Youth Mariachi Orchestra
This is a collaboration with the Alliance for Hispanic Advancement and the Marysville Joint Unified School District.

The program provides free instruments and instruction for interested middle and high school students to learn about this unique musical form.

Yuba County History Trail Sign Project
YSAC has been part of the development of the Yuba County History Trail Sign Project in collaboration with the Yuba County Historic Resources Commission. The first five signs along with a Yuba County History website have been funded by a grant from Yuba County. The free-standing signs will vary in size depending on the locations but will be nominally 2’x3’. Each sign will have text and images explaining the significance of the structure or the location and a QR code. Visitors can access a video of an actor explaining the location by scanning the QR code with their smart phone. A printed tour guide and eventually a smart phone app will guide visitors from location to location.

Historic Marysville High School Auditorium
YSAC serves on the committee to help restore the 1,000 seat Marysville High School Auditorium. There is a renewed vision for the redevelopment of the facility which had been closed due to seismic issues. New ideas have come forward to bring the magnificent building back to its former glory as the premier non-commercial performing arts venue in the region.

Sutter County Museum shares local stories to strengthen community bonds, to inspire celebration of our diverse cultural heritage, and to demonstrate how understanding the past prepares us for the future. The Museum is open to the public 40 hours per week with free admission and is a partnership between Sutter County and the Community Memorial Museum Association, a 501(c)(3) nonprofit. In 2023, the Museum hosted over 9,000 visitors; displayed five temporary exhibits on a range of topics; was awarded over $400,000 in grant funding for

25 future permanent exhibits and educational programs; and provided over 95 educational public programs, field trips, and group visits to the community.

Marysville Drakes, an independent level professional baseball team, came to Marysville and completed its first successful season in September 2023. The Drakes are part of the larger Pecos League, which is split between the Mountain and Pacific Division consisting of multiple states in the desert mountain regions. The City replaced most of the field walls.

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

Yuba-Sutter Chamber of Commerce has developed an organization, Film Yuba-Sutter!, which is intended to attract and support the film industry in the Yuba-Sutter community. To date, they have created social media pages, created promotional videos, and represented the community at 4 industry events. Their webpage went live in 2023 and they have been included in the Creative Handbook and Destination Film Guide which has a monthly distribution reach of 28,000 industry professions. In addition, they hired a consultant to manage the organization.

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

Participating communities have seen double-digit drops in obesity and smoking rates, economic investment in downtown corridors, grant funding awards to support policies and programs aimed at improving health equity and measurable savings in healthcare costs.
2023-2024 UPDATE: Blue Zones Project Yuba Sutter completed year 1 in the transformation phase (August 1, 2022 – July 31, 2023). This phase of the project is focused on addressing the blueprint goals and objectives. The overall purpose is to lead a community well-being transformation initiative where healthy choice becomes the easy choice through permanent changes in environment, policy, and social networks.

Built Environment Policy Impacts - Blue Zones Project Yuba Sutter worked to support and influence efforts to create a more walkable and bikeable community by developing a bike implementation plan. Blue Zones brought on a consultant (Cole Peiffer) to identify gaps in Yuba-Sutter’s regional bike network, research and review existing bicycle plans and projects, and create a bike plan with detailed steps to implement the plan.

Blue Zones also worked on multiple efforts to help support policy and help build capacity for the area-built environments.

Food Policy Impacts - Blue Zones Project Yuba-Sutter was the leading entity in establishing a food policy council in Yuba-Sutter to enhance local food systems and food policy. Blue Zones Project Yuba-Sutter was instrumental in convening and helping facilitate a Farm to School Info Session with the California Department of Food and Agriculture (CDFA) with the intention to seek funding to enhance and build robust farm to school programming.

Tobacco Policy Impacts - Blue Zones Project Yuba-Sutter played a key role in helping the Yuba County Coalition (CHAT) establish goals, create subcommittees (which will carry out the goals), and develop an action-oriented coalition. Both coalitions are working on the same issues and working together to pass comprehensive smoke-free policies.

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

People
Engaged with 2,206 individuals through a variety of efforts including presentations, cooking demonstrations, walking groups and purpose workshops.

26 Sutter Buttes Regional Land Trust (SBRLT), whose mission is to protect and maintain the natural and agricultural resources of the Sutter Buttes and the surrounding region for present and future generations, has several projects which are important to quality of life in the region.

Swan Festival - The California Swan Festival was started in 2013 by the Yuba Sutter Chamber of Commerce and California Department of Fish & Wildlife to highlight wintering waterfowl in the heart of the Pacific Flyaway. In 2022 Sutter Buttes Regional Land Trust became the festival lead with the intention of continuing to spotlight wildlife while adding a conservation focus to bring more awareness and understanding of our connection to the land. The festival serves to advance awareness and conservation of wintering waterfowl and other diverse wildlife that migrate through (and live in) the Pacific Flyway in the Yuba, Sutter, and Colusa region. 2023-2024 UPDATE: The Yuba County Government Center was utilized as a central location for all tours, presentations, and vendors. There were 149 attendees at the presentations by six presenters. The festival hosted 25 successful guided tours for 213 attendees at nine locations in the region. Additionally, The Sutter County Museum hosted the Swan Festival Kid’s Zone promoting early childhood development skills with hands-on learning activities and crafts for children ages 0 through 5 and their families. The total attendance was 66 adults and 115 children.

Conservation Easements: The land trust currently has five easements that protect agriculture and habitat. The land trust has two fee owned properties which it manages: a 100-year-old schoolhouse in West Butte, listed on the National Register of Historic Places and North Butte in the Sutter Buttes. On February 17, 2023, Sutter Buttes Regional Land Trust (SBRLT) acquired its newest agricultural conservation easement (The Danna Farms conservation Easement) in Yuba County adjacent to SBRLT’s existing Bear River Restoration area and Ecological Preserve near Plumas Lake development, permanently protecting approximately 876 acres of California farmland. The easement will preserve the agricultural landscape of our community, add to existing protected areas, and create a buffer of open space around development. SBRLT acquired the Easement with funding from both the Sustainable Agricultural Lands Conservation Program (SALC), which the California Strategic Growth Council administers in collaboration with the Department of Conservation (DOC); and the United States Department of Agriculture (USDA) Natural Resources Conservation Service (NRCS) Agricultural Conservation Easement Program (ACEP).

Yuba County Project
Bikeways and Pedestrian Trails: Bikeways and pedestrian trails provide an alternative mode of transportation as well as an outdoor activity that has the added benefit of connecting people with other points of interest. In January 2013, Yuba County adopted an update to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.
2023-2024 UPDATE: County selected a consultant to complete the Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan). The project outreach and early plan development has started.

City of Live Oak Project
Complete Live Oak Community Trail Project: This one‐mile rail conversion project establishes a dedicated bicycle and pedestrian trail through the center of Live Oak on former railroad right‐of‐way. The project has four phases, with the first phase completed in 2010 and the third phase completed in 2015. 2023-2024 UPDATE: Phase 4 will be completed during 2023/2024. Phase 4 runs from Kola Street to Epperson Way utilizing the old Railroad Right of Way. It includes a bike/pedestrian trail and landscaping. The city continues to seek funding for phase 2.

City of Marysville Projects
Ellis Lake Restoration: A public works project to restore the 37‐acre Ellis Lake area (between 9th and 16th streets and from B to D streets). This park and open space are regional landmarks attracting visitors from throughout the Yuba‐Sutter area and the north state region. The lake was developed in the 1930s by the Work Progress

27 Administration (later renamed Work Projects Administration). The intended scope of work would include a master plan for facility improvements around the lake, including parking, lighting, landscaping, and irrigation, together with water quality improvements for the lake itself.
2023-2024 UPDATE: The city, with the assistance of YSEDC, has received $3 million in state funding to make improvements and add amenities to the greenspace around the lake. The city will continue to look for funding opportunities to allow for future improvements.

Rehabilitate the River District for recreation and eco‐tourism: A public works project to rehabilitate the waterfront setback areas along the Feather and Yuba rivers from the levees to the streambeds of both rivers. The area includes Riverfront Park and boat launch ramp, restrooms, soccer fields, vehicle parking, bicycle and pedestrian/jogging pathways, decommissioned sewer ponds. 2023-2024 UPDATE: Sewer Pond decommission was completed in October of 2023. Project cost approximately $7.5 million. The city is in the process of negotiating an agreement for utilization of the southernmost ponds for off-road motorsports. Previously unused Softball fields have been rehabilitated from a state of disrepair and are now in use. SEWER POND DECOMMISSION PROJECT COMPLETED-$7.5 Million (State funds) Proposition 68 Per Capita Program: The city received $177,952 in Proposition 68 grant funding under this program. City has proposed this funding be used for the replacement of the play equipment and play surfacing at Gavin Park and the addition of an accessible path based on the City’s Park and Open Space Master Plan. 2023-2024 UPDATE: The first phase of the Project was completed in November 2023. Additional amenities are planned for installation in summer of 2024. PHASE I OF PROJECT COMPLETED-$178,952 (Prop 68 State funds) Bryant Field Rehabilitation: 2023-2024 UPDATE: Multiple improvements completed for Bryant field with assistance from Highlands Community Charter Academy, local non-profit, Saylove, Local 228 Pipefitters Union, and Local 118 Ironworkers Union. Improvements included replacement of entire outfield wall, replacement of C Street fence, rehabilitation of playing field surface, HVAC and lighting upgrades, safety improvements, and rehabilitation of a structure to accommodate home team players. Investment by city and private partners is valued at over $500,000. Additional improvements are being contemplated to include additional safety netting to protect spectators, shade structures, field lighting upgrades, player facilities and restroom facilities upgrades, security/surveillance upgrades and additional HVAC replacements/additions.

PHASE I OF PROJECT COMPLETED-$500,000 (Local, Private Investors) City of Yuba City Projects
Yuba City Pedestrian Trail – Railroad Right of Way Conversion The project includes the conversion of existing railroad right of way, across the City, to facilitate a bike and pedestrian trail that links the Sutter Bike Path from the west to the east to the City’s bike network and across the City’s 5th Street Bridge, connecting to the trail network in Marysville/Yuba County. This is a multi-phased project that will promote quality of life and economic development for the City. 2023-2024 UPDATE: The first phase involved completing a Feasibility Study with assistance from a $200,000 Caltrans grant. The Feasibility Study was completed in 2023. Final design and construction will be substantially more expensive since there are 2 crossings of State Highways, as well as numerous City arterial street crossings.

PHASE I OF PROJECT COMPLETED-$200,000 (State funds)
Sutter Bike Path Extension: The project includes extending the existing bike path within the City right-of-way from Hooper Road to Harter Parkway and along Harter Parkway from State Route 20 to Butte House Road. 2023-2024 UPDATE: Final design and easement acquisition is complete with construction anticipated to commence and complete in 2024.

Plumas Street Historic District and Water Tower Park Improvements: The project will help transform, beautify, and connect the Plumas Street Historic District with other improvements already completed in downtown Yuba

28 City to create a cohesive downtown area enhancing civic pride and drawing businesses and visitors to this shopping and recreation district. Project elements include improvements to the Water Tower Park lighting improvements, construction of placemaking gateway arch, and development of a "Clean and Safe Yuba City" litter abatement campaign.
2023-2024 UPDATE: Construction of the Water Tower improvements was completed in 2023. The Center Street Lighting, Gateway Arch at Bridge Street, Water Tower Park improvements, and Cleanup Campaign will be completed in 2024.

Tactic 2 – Promote and support collaboration and shared resources for regional public safety Regional Projects
Sutter Yuba Homeless Consortium: The purpose of the Sutter Yuba Homeless Consortium (SYHC) is to connect our homeless population with programs and services that can help them overcome obstacles that are preventing permanent housing solutions for individuals and families. 2023-2024 UPDATE: In January 2023, the consortium conducted a Point in Time (PIT) count of all sheltered and unsheltered people experiencing homelessness. It was determined that 963 persons were experiencing homelessness, 418 in Sutter County and 545 in Yuba County. During the PIT count, it was also reported that 252 persons were “precariously housed” (Staying with friends/family or paying for a motel themselves, 105 in Sutter County and 147 in Yuba County).

In 2023, SYHC clients achieved the following:
• Employment: 24 clients obtained employment
• Education: 25 children and youth achieved basic grade levels; 46 adults demonstrated improved basic education
• Income and Asset Building: 36 individuals achieved and maintained capacity to meet basic need for 180 days.
• Housing: 592 households obtained safe temporary shelter and 135 obtained safe and affordable housing.

Sutter County Project
Better Way: Better Way Shelter is a low barrier homeless shelter that provides 40 individuals with a temporary place to stay for up to three months. This voluntary program works with single individuals 18 years old and above who are Sutter County residents. Participants in the shelter work alongside a case manager and housing navigator to find transitional or permanent housing. Better Way follows the Housing First model and case managers work with participants to secure housing while receiving supported services. 2023-2024 UPDATE: None provided.

Yuba County Project
14FORWARD Homeless Temporary Shelter
Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, the first temporary shelter and resource center for the homeless in the region. The site includes 25 two-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2023-2024 UPDATE: The Salvation Army served 293 people in 2023 at 14Forward. Shelter was offered to every young person between the ages of 18-24 who was experiencing homelessness, resulting in 20 young people receiving shelter assistance during the year. 69 people aged 55 and older were provided services at the shelter as well, with the eldest being 84 years of age. Throughout the year, repairs were made to the warming/cooling room and offices at the shelter and additional facility safety improvements were completed.

29 Yuba City Project
Local Roadway Safety Plan
The plan will create a framework to systematically identify, analyze, and prioritize safety improvements on roads in Yuba City. 2023-2024 UPDATE: The plan was adopted in December 2023.

PROJECT COMPLETED-$80,000 (State & Local funds)
Tactic 3 – Promote the role of the Yuba-Sutter Economic Development District YSEDC/YSEDD completed the 2023 annual updates in March 2023 which were submitted and approved by EDA.

All updated documents were made available on YSEDC’s website and promoted through social media platforms and email blasts. YSEDC and the CEDS committee are currently working on 2024 update and anticipates it will be completed March 2024.

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

Yuba County Office of Emergency Services had completed its five-year update of its Multi-Jurisdictional MultiHazard Mitigation plan (MJMH plan) in 2021. This Local Hazard Mitigation Plan (LHMP) Update serves to update the 2015 Federal Emergency Management Agency (FEMA) approved Yuba County LHMP. The purpose of hazard mitigation is to reduce or eliminate long-term risk to people and property from hazards. Yuba County, two incorporated communities, and nine special districts prepared this LHMP Update. The purpose of Yuba County LHMP is to make the County and its residents less vulnerable to future hazard events. https://www.yuba.org/departments/emergency_services/multi-hazard_mitigation.php.

Yuba County maintains a comprehensive emergency services webpage that provides current information for disaster, flood and emergency preparedness, and resources and tools. https://www.yuba.org/departments/emergency_services/about_yuba_county_oes.php Sutter County had completed its update for its Local Hazard Mitigation Plan (LHMP) in 2021. Sutter County partnered with the cities of Yuba City and Live Oak and several special districts to update their 2013 Local Hazard Mitigation Plan (LHMP). Flood, drought, earthquake, and wildfire are just a few of the hazards to Sutter County.

While natural hazards such as these cannot be prevented, an LHMP forms the foundation for a community's longterm strategy to reduce disaster losses by breaking the repeated cycle of disaster damage and reconstruction. https://www.suttercounty.org/government/county-departments/emergency-services/office-of-emergencymanagement-oem/hazard-mitigation.

Sutter County maintains a comprehensive Emergency Services webpage that provides current information for disaster, flood and emergency preparedness, and resources and tools. https://www.suttercounty.org/government/county-departments/emergency-services/office-of-emergencymanagement-oem/flood-preparedness YSEDC completed a Yuba-Sutter Pandemic and Disaster Economic Recovery and Resilience plan in 2021. This plan is prominently displayed on YSEDC’S website, https://www.ysedc.org/strategy.

Yuba Water Agency
Yuba Foothills Healthy Forest Project: In 2019, Cal Fire awarded $4.5 million to Yuba Water Agency and partners to fund needed forest health treatments in the Yuba County foothills. The project is a collaborative effort that includes Yuba Water Agency, the Plumas National Forest, Yuba Watershed Protection and Fire Safe Council, private timber companies and landowners. This grant is supporting significant biomass removal treatments on

30 5,375 acres in the Yuba County foothills, all of which are adjacent to communities with limited resources for fire risk reduction efforts, including Oregon House, Dobbins, Brownsville, Challenge, and Rackerby. These treatments will improve forest health and reduce the risk of a catastrophic wildfire within a “Project Impact Zone” that spans more than 71,000 acres and includes an estimated 2,721 structures. This project began implementation in 2020 and is expected to be completed in 2024.

North Yuba Forest Partnership is a diverse group of nine organizations passionate about forest health and the resilience of the North Yuba River watershed. Together, the partners are working on an unprecedented scale to collaboratively plan, analyze, finance, and implement forest restoration across 275,000 acres of the watershed. Through ecologically based thinning and prescribed fire, the partnership seeks to protect North Yuba communities from the threat of catastrophic wildfire and restore the watershed to a healthier, more resilient state. Restoration efforts are expected to take many years, if not decades to complete, with the most critical project areas targeted first, i.e., at-risk communities, emergency response, evacuation access routes and treatments to areas that have the potential to stop a wildfire from spreading. In FY 2022 $6.8 million in Bipartisan Infrastructure Law funding (BIL) was expended and for 2022 through 2024 a total of $25.5 million in BIL funding is expected.

Report on Economic Development Activities
Yuba-Sutter Economic Development Corporation is committed to maintaining an understanding of the community it serves and is actively involved by having a seat on boards, commissions, projects, and events within the community. Workforce Investment Board, Sutter-Yuba Homeless Consortium, California Finance Consortium, local nonprofit capacity building and the military privatization P4 initiative are just some of the boards/organizations/programs of which are comprehensive and achievable goals of the CEDS.

YSEDC engaged in the following economic development activities throughout the 2023 year to support the implementation of CEDS. The following provides a summary of these activities that:
• Promote economic development and opportunity
• Support efforts to attract, maintain, promote, and expand regional industries and businesses • Maximize effective development, alignment, and use of workforce • Provide technical support and access to business and financial resources • Obtain and utilize adequate funds and other resources • Support the work of local governments in their efforts to provide sound physical infrastructure Promote Economic Development and Opportunity
Activity Time Frame

1. Implementation of the Regional Comprehensive Plan Ongoing

2. Maintain Economic Development District status for the region. This includes preparing the following documents:
• Comprehensive Economic Development Strategy (CEDS) 2020-2025 • Update CEDS appendices I, IV and V
• CEDS Annual Performance Report
• Conduct a regional SWOT Analysis every five years
Completed
Annually
Annually
FY2025 – 2029

3. Collaboration and coordination with state, regional, county, and local economic efforts.

Ongoing

31 • Serve on committees and boards to provide guidance • Provide venues for collaborative meetings

4. Provide technical assistance to jurisdictions through technical assistance programs
• Maintain data mining tools on YSEDC site
• Provide socioeconomic, transportation, demographic, etc. data as needed
• Assist with grant research, writing, administration as needed Ongoing
Support efforts to attract, maintain, promote, and expand regional industries and businesses Activity Time Frame

1. Maintain and continue Business Attraction Program
• Continue to partner with Greater Sacramento Economic Council, Center for Economic Development, Go-Biz, etc.
• Respond to RFP’s
Ongoing

2. Maintain and ensure Yuba-Sutter Business Consortium remains viable to private and public sectors
• Provide venue, schedule, and conduct meetings, develop and maintain programs and maintain administrative functions
• Ensure collaboration and interest of partners
• Review, develop and lead programs of the consortium
Ongoing

3. Promote, support, and enhance agriculture-based tourism • Continue to develop Highway 65 corridor and Sports and Entertainment Zone.

Ongoing

4. Promote the continued viability of military installations near the region. • Promote and protect Beale Air Force Base as the region’s largest employer
• Support expansion of Beale’s existing missions, recruitment of new missions, and regional pledge to protect Beale from reduction or closure • Provide support for Beale Air Force Base’s infrastructure needs Ongoing

5. Brand and Market the region for development, investment, and regional growth.
• Create marketing campaign for business attraction
• Promote visitor services and tourism
• Collaborate with private and public sector organizations to increase marketing of Yuba-Sutter
Ongoing
Maximize effective development, alignment, and use of workforce Activity Time Frame

1. Support the efforts of and collaborate with workforce development centers, community one stops, colleges and universities.
• Ensure continued partnerships with local agencies and educational institutions
Ongoing

32 Provide technical support and access to financial resources Activity Time Frame

1. Continue to assist jurisdictions with infrastructure development projects by providing technical assistance, funding opportunities and resources Ongoing

2. Continue Bear Essentials program to provide businesses with access to resources, tools, and lending programs
• Conduct two business walks within the district annually • Conduct business resource workshops
• Conduct and/or assist with business development workshops • Assist businesses with expansion projects
• Foster growth and development of local firms to create and retain jobs, increase the business, and tax base
• Provide financial readiness and loan accelerator program • Provide business education workshops
Ongoing
Obtain and utilize adequate funds and other resources
Activity Time Frame

1. Pursue additional funding from EDA while leveraging funding from additional private and public sources.
• Pursue EDA funds for Lending Program
• Pursue EDA funds for infrastructure for Highway 65 corridor and Sports and Entertainment Zone
Ongoing

2. Continue providing information on local, state, and federal economic and infrastructure development programs
Ongoing

3. Continue to provide administration and reporting of EDA-funded Yuba County Taxiway Project
Completed

4. Pursue funding from other sources for Multi-Jurisdiction Multi-Hazard Mitigation
Completed
Support the work of local governments in their efforts to provide sound physical infrastructure Activity Time Frame

1. Maintain communication with jurisdiction leaders regarding public works projects, provide technical assistance and funding sources as needed. • Ensure public works projects are included in CEDS document and progress is annually updated and reported.

Ongoing
Schedule of Goals ‐ YSEDC

1. YSEDC will continue to assist in the development and implementation of the CEDS by providing research, statistical updates, printing, planning and scheduling CEDS Committee meetings.

2. YSEDC will provide both technical assistance, demographic and economic mining resource tools, and capital access for both the public and private sectors through grant research and writing and small business loans throughout the year.

3. YSEDC to continue its community involvement by maintaining memberships, seats and associations with public, private, and non-profit organizations to maintain an excellent overview of the economic conditions of the district.

33 4. YSEDC to continue its two business walks (fall and spring), surveys, and business development assistance programs to maintain a comprehensive understanding of the needs and desires of the stakeholders of the community and to assist in employment development.

Schedule of Goals ‐ Region
The region will continue to work toward achieving its goals and tactics as stated in the CEDS and support the public works projects of the member jurisdictions within the District.

ATTACHMENT 3

2020-2025

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY

APPENDIX I
DATA

PROFILES

BUILDING PROSPERITY

IN THE YUBA-SUTTER REGION
Updated January 1, 2024

1 ECONOMIC STRENGTH RANKING
In 2023, Yuba City, CA MSA fell to an economic strength ranking of 148 out of 384 MSAs, down from 2022‘s ranking of 85
Economic strength rankings measure how the economy has behaved, not why. A local economy is defined by where people live and work, earn and spend. The criteria to determine the economic strength are industrial sectors and consistency of growth (rate or stability).

Metropolitan Statistical Areas (MSA) have at least one urbanized area with a population of at least 50,000, plus adjacent territory (counties) which have a high degree of social and economic integration with the core as measured by commuting. The Yuba-Sutter region is identified as Yuba City, CA MSA. There are 384 MSAs in the United States.

Industrial Sectors
Group 1 – Industrial sectors reflect overall growth in size and quality. The quality of the economy is based upon what people earn, as individual earnings influence a person’s “standard of living.”
• All Workers - Earnings, Jobs and Wages
• Per Capita Total Worker Earnings, Personal Income and Earnings by Residences
• Wage & Salaried Workers - Earnings
• Wage & Salaried Workers – Jobs and Wage and Salaried Worker Wages
Group 2 – These sectors reflect how the economy is behaving. Small businesses and the construction and retail industries are extremely reactive to the “flow of money” coming into an area. They typically grow or decline in direct proportion to the condition of the economy. There are, of course, exceptions. Areas, which have become destinations for retirement age individuals will have high growth numbers in both construction and retail, while they might not have a strong economy.
• Non Farm Proprietors - Earnings, Jobs and Wages
• Construction - Worker Earnings, Jobs and Wages
• Retail - Worker Earnings, Jobs and Wages
Group 3 – These sectors are negative sectors. Growth in these reflects a poor economy. • Per Capita Income Maintenance (Welfare)
• Actual Per Capita Income Maintenance (Welfare)
• Per Capita Medical Assistance for the Poor (Medicaid) • Actual Per Capita Medical Assistance for the Poor (Medicaid) Consistency of Growth
Simply identifying the areas that have the fastest or slowest growth rates is insufficient when trying to determine the character of a local economy. The rate, consistency, or stability of the growth area equally important.

Yuba City, CA MSA
has improved its
ranking by 126
since 2016.
2023 2022 2021 2020 2019 2018 2017 2016 2015 2014
148 85 98 99 121 181 237 274 246 253
Source: Policom, https://policom.com/

ECONOMIC STRENGTH RANKINGS

2 EMPLOYMENT/OCCUPATION OVERVIEW

EMPLOYMENT TRENDS
The region has a civilian labor force
of 79,800 and as of 2023Q3, total
employment for the Yuba City MSA was
74,800. The total industry employment
was 57,800 and was up by 1.4 percent
from the previous year. Yuba City MSA
labor force participation rate is 58.3
percent.

UNEMPLOYMENT RATE
The unemployment rate for the Yuba City,
CA MSA was 6.3 percent as of September
2023, above from the year-ago estimate
of 4.9 percent. This compares with an
unadjusted employment rate of 4.9
percent for California and 3.6 percent for the nation during the same period. The unemployment rate was 6.3 percent in Sutter County, and 6.2 percent in Yuba County.

WAGE TRENDS
The average worker in the Yuba City, CA
MSA earned annual wages of $55,907
as of 2023Q2. Average annual wages
per worker increased 3.6 percent in
the region over the preceding four
quarters. For comparison purposes,
annual average wages were $70,318 in
the nation as of 2022Q2.

OCCUPATION SNAPSHOT
The largest major occupation group
in the Yuba City, CA MSA is Office and
Administrative Support Occupations,
employing 5,662 workers. The nextlargest occupation groups in the region are Transportation and Material
Moving Occupations (5,570 workers)
and Food Preparation and Serving
Related Occupations (5,032 workers).

High location quotients (LQs) indicate
occupation groups in which a region
has high concentrations of employment
compared to the national average. The
major groups with the largest LQs in
the region are Farming, Fishing, and
Forestry Occupations (LQ = 9.37),
Educational Instruction and Library
Occupations (1.40), and Healthcare
Support Occupations (1.32).

Occupation groups in the Yuba City, CA
MSA with the highest average wages
per worker are Healthcare Practitioners
and Technical Occupations ($115,400),
Management Occupations ($113,300),
and Computer and Mathematical
Occupations ($107,400).

Over the next year, the fastest growing
occupation group in the Yuba City,
CA MSA is expected to be Healthcare
Support Occupations with a +2.2%
year-over-year rate of growth. The
strongest forecast by number of
jobs over this period is expected for
Healthcare Support Occupations (+75
jobs) and Transportation and Material
Moving Occupations (+44). Over the
same period, the highest separation
demand (occupation demand due to
retirements and workers moving from
one occupation to another) is expected
in Food Preparation and Serving
Related Occupations (951 jobs) and
Transportation and Material Moving
Occupations (768).

3 The largest major occupation group in the Yuba City, CA MSA is Office and Administrative Support Occupations, (5,646 workers). The next-largest occupation groups in the region are Transportation and Material Moving Occupations (5,527 workers) and Sales and Related Occupations (4,995). High location quotients (LQs) indicate occupation groups in which a region has high concentrations of employment compared to the national average. The major groups with the largest LQs in the region are Farming, Fishing, and Forestry Occupations (LQ = 9.53), Educational Instruction and Library Occupations (1.34), and Healthcare Support Occupations (1.30).

Occupation groups in the Yuba City, CA MSA with the highest average wages per worker are Healthcare Practitioners and Technical Occupations ($114,400), Management Occupations ($107,000), and Computer and Mathematical Occupations ($102,900). The unemployment rate in the region varied among the major groups from 1.8% among Healthcare Practitioners and Technical Occupations to 10.6% among Food Preparation and Serving Related Occupations.

Over the next one year, the fastest growing occupation group in the Yuba City, CA MSA is expected to be Healthcare Support Occupations with a +2.6% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Healthcare
Support Occupations (+84 jobs)
and Food Preparation and Serving
Related Occupations (+82). Over
the same period, the highest
separation demand (occupation
demand due to retirements
and workers moving from one
occupation to another) is expected
in Food Preparation and Serving
Related Occupations (959 jobs)
and Transportation and Material
Moving Occupations (765).

INDUSTRY SNAPSHOT

4 BUSINESS ESTABLISHMENTS
TOP 10 EMPLOYERS - SUTTER COUNTY (2023)
The Yuba-Sutter region’s number of
covered employment establishments,
(Businesses whose employees are covered
by unemployment insurance benefits),
grew 24.95 percent over the past 10
years from 4,492 to 5,613. There was a
substantial dip in the growth in 2012 as a
direct result of the 2009 recession which
came a bit slower to the area. However
the region recuperated steadily in the
following years and continues to grow.

TOP 10 EMPLOYERS - YUBA COUNTY (2023)
Company Name No. of Employees* Industry Type
Yuba City Unified School District 1,416 Education
Sutter County 1,019 Government, Local
Legend Transportation, Inc 1,000 Transportation
Sunsweet Growers Inc. 600 Food Processing
Sutter North Medical Group Yuba City 475 Healthcare
Sysco Sacramento, Inc. 460 Food Distribution
Rush Personnel 400 Employment Services
Walmart - Yuba City 384 Retail - General
Express Employment Professionals 315 Employment Services City of Yuba City 300 Government, Local
Company Name No. of Employees* Industry Type
Beale Air Force Base - Military & Civilian 4,237 Military Adventist Health + Rideout 2,400 Healthcare
Marysville Joint Unified School District 1,653 Education Hard Rock Hotel & Casino 1,012 Hospitality
Yuba County 891 Government, Local
Caltrans DOT Transportation Dept. 720 Government, State Yuba College (Marysville Campus) 691 Education
Bishops Pumpkin Farm* 450 Agriculture
Walmart - Marysville 390 Retail - General
Frank M. Booth 350 Construction
* Number of employees includes part-time and seasonal workers 0 1,000
2,000
3,000
4,000
5,000
6,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Establishments

5 GROSS DOMESTIC PRODUCT
Gross Domestic Product (GDP) is the total value of goods and services produced by a region. In 2022, nominal GDP in the Yuba City, CA MSA expanded 7.8 percent. This follows growth of 9.3 percent in 2021. As of 2022, total GDP in the Yuba City, CA MSA was $7,432,139,000.

Of the sectors in the Yuba City, CA MSA, Health Care and Social Assistance contributed the largest portion of GDP in 2022, $800,232,000 The next-largest contributions came from Unclassified ($755,386,000); Public Administration ($728,757,000); and Real Estate and Rental and Leasing ($625,653,000).

Gross Domestic Product data is provided by the Bureau of Economic Analysis

6 POPULATION, AGE & HOUSEHOLDS
According to the California
Department of Finance, Sutter
County’s preliminary estimated
population for January 2023 was
98,952 an increase of 0.4 percent
over January 2022 data. About 70.3
percent or 69,478 Sutter County
residents reside in Yuba City, the
county seat and largest city. The
population of City of Yuba City
decreased by 0.2 percent from the
previous year. Yuba City serves as the
center for shopping and business
for Sutter and Yuba counties as
well as parts of Butte and Colusa
counties. Sutter County’s total
population is projected to reach
104,005 residents by the year 2030,
an increase of 4.7 percent over
Census 2020 figures. The county’s
population is projected to decrease to 103,147 (-0.83 percent) by 2060.

Yuba County’s preliminary estimated population for January 2023 was 82,275, an increase over 2022 data of 0.4 percent. The largest city within the county, Marysville, is the county seat and one of California’s most historic cities.

Its history as a community dates to California’s Gold Rush era. Much of Yuba-Sutter’s agricultural, recreational, educational and industrial activities are located within Yuba County. Of the Yuba County population, nearly 80 percent reside in the unincorporated areas. The population in Yuba County is projected to reach 87,172 by the year 2030, an increase of 6.6 percent above the 2020 census. Yuba County’s population is projected to increase to 96,176 (16.3 percent) by 2060.

As the area’s population is expected to increase 9.74 percent over the next 30 years, the cities and counties are working to manage this growth by improving infrastructure elements such as roads, water, wastewater, and levee systems. Special attention to major transportation arteries will be especially critical.

Households
According to the U.S. Census Bureau, the average number of persons per household is 2.98 and 70.6 percent are family households and 49.4 percent are married couples. The California Department of Finance estimates that there are 65,775 housing units in the region with 1.3 percent homeowner vacancy and 3.1 percent rental vacancy. There are 39.81 percent homes that are rental occupied and 60.19 percent are owner occupied.

7 INCOME AND SPENDING
Households in Yuba and Sutter Counties earn a median annual income of $71,066 and 33.72 percent of the households earn more than the national households average each year. Household expenditures average $70,066 per year.
$71,066
Median Household Income
26% less than the state
6% less than the nation
The majority of earnings get spent on shelter, transportation, food and beverages, healthcare, and utilities.

Consumer expenditures increased 14.7 percent over the previous year and reflect the increase in the cost of living. For comparison purposes, the cost of living in Yuba City MSA is 11.1 percent higher than the U.S. average and 30 percent lower that the State of California.

Shelter
$14,914 $12,899 $10,411 $5,905 $5,159
Transportation Food and
Beverages
Health Care Utilities

8 EDUCATIONAL ATTAINMENT
School enrollment for the population, ages three years and older in Yuba City MSA, includes nursery and preschool, kindergarten, elementary, high school, college and graduate school. In 2022, U.S. Census Bureau American Community Survey five-year estimates indicate there was 49,222 or 27.1 percent of the region’s population in school.

30.24 percent of the population in Yuba and Sutter Counties have an Associate’s Degree or higher. This attainment was about the same as the previous year. 55.65% have completed some college or higher. < Grade 9

10.28%
Grades 9-12

9.7%
Graduate High School

24.37%
Some College

25.41%
Assoc Degree

9.87%
Bach Degree

13.46%
Grad Degree

6.91%
Expected growth rates for occupations vary by the education and training required. While all employment in the Yuba City, CA MSA is projected to grow 0.7% over the next ten years, occupations typically requiring a postgraduate degree are expected to grow 1.1% per year, those requiring a bachelor’s degree are forecast to grow 0.8% per year, and occupations typically needing a 2-year degree or certificate are expected to grow 1.0% per year.

Annual Average Projected Job Growth by Training Required for Yuba City, CA MSA Master’s degree ($106,500)
Doctoral or professional degree ($160,100)
Associate degree ($70,200)
Bachelor’s degree ($100,700)
Postsecondary non-degree award ($56,500)
Some college, no degree ($47,800)
High school diploma or equivalent ($53,800)
Employment by occupa�on data are es�mates as of 2023Q2. Educa�on levels of occupa�ons are based on BLS assignments.

Forecast employment growth uses na�onal projec�ons from the Bureau of Labor Sta�s�cs adapted for regional growth pa�erns.

None ($39,600)

1.1%

1.3%

0.8%

1.0%

0.9%

0.7%

0.0%

0.4%
All levels ($62,500) 0.7%

9 POVERTY
Poverty thresholds (U.S. Census Bureau) represent a federal government estimate of the point below which a household of a given size has pre-tax cash income insufficient to meet minimal food and other basic needs. The poverty rate for the Yuba-Sutter region typically has been higher than both national and state levels. American Community Survey 2022 poverty estimates the percentage of Yuba‐Sutter’s families for which poverty status is determined to be at 15.4 percent compared to the state’s percentage of 12.2 percent and USA’s level of 12.6 percent. The overall poverty rate (15.4 percent) for the region is trending down after peaking in 2015 (19.85 percent) and decreased 1 percent from 2021 levels.

ATTACHMENT 4

2020-2025

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY

APPENDIX IV

AGRICULTURE

ECONOMIC

PROFILE

BUILDING PROSPERITY

IN THE YUBA-SUTTER REGION
Updated January 1, 2024

1 AGRICULTURE

AS ECONOMIC

DEVELOPMENT
California is the leading state in the US in terms of income derived from agricultural activities. This sector also provides 10 percent of the state’s labor force. Of approximately 99 million acres of land comprising the State, 25 million acres have been dedicated to farmland. The success of this
sector is associated with the state’s long growing season as well as the fertile soil. Additionally, most of the land is irrigated which results in the stability of farming activities.

The agricultural products in California are utilized for both consumption and export nationwide and internationally.

The exports account for one-fifth of the state’s income.

This appendix will help economic developers, planners, local food advocates, and community members to understand
the geography of the Yuba-Sutter region’s place in the multibillion-dollar California agriculture industry. The economic indicators provided can help local governments design
ways to support agricultural businesses as key components of vibrant and resilient local economies.

Yuba-Sutter generally enjoys an abundant water supply,
good soil and a long growing season. However, California has had the driest period on record and water deliveries were substantially slashed during the drought. According to the National Integrated Drought Information System
(NIDIS) the outlook for Sutter County is drought remains but improves. In Yuba County the northern half of the
county drought removal is likely and in the southern half drought conditions remains but improves.

More than 600,000 of the 798,000 acres (75 percent)
in Yuba-Sutter are in agricultural use. The largest use of agricultural land is for field crops and vegetables. Fruit and nut crops account for the second highest use of acreage.

Yuba and Sutter counties are among the leading counties of California that produce sorghum, kiwi fruit, honeydew melons, peaches, pears, rice, walnuts, wool, and mohair.

2 YUBA COUNTY
Approximately 272,480 acres or 66 percent of the total
county area, are comprised of agricultural croplands
and pasture. The gross value of Yuba County’s
agricultural production for 2022 is $246,441,480 down
approximately 9 percent from the 2021 value estimate
of $278,604,580. The decrease in value can be attributed to the decrease in commodity prices for walnuts alone.

However, kiwi, prunes, livestock and almonds also
decreased in value due to lower yields. Peaches, timber, and rice increased in value due to increases in yield and price. The overall value in Yuba County’s agricultural
production remains strong with this year’s values only
decreasing by 9 percent despite unprecedented drought
and low prices for walnuts. Fluctuating commodity
prices and adverse weather conditions continue to pose
significant challenges for producers in the long run.

The contribution of agriculture to the economy of Yuba
County is not totally reflected by the value of the crops.

Processing, transporting, marketing and other farm
related services directly or indirectly tied to agriculture benefit appreciably. It is estimated the agricultural
industry returned an additional 62.5 percent of the
gross agriculture value for an estimated total value of $400,467,405 in 2022. Agriculture accounts for 1 out of every 11 jobs in Yuba County. (Source: Yuba County 2022 Crop Report)
In 2021, Yuba County ranked 31st in gross value of
agricultural production of the entire state of California, second in plums and livestock and fourth in rice
production value. (Source: CDFA)
To access the complete 2022 crop report visit:
https://cms7files.revize.com/yubaca/Yuba%20County/
Agricultural%20Commission/Crop%20Reports/Yuba%20
Co%20Annual%20Crop%20Report%202022%20Final.pdf

LEADING AGRICULTURAL COMMODITIES
RANK CROP 2021 2022
1 Rice $100,866,000 $113,948,000
2 Prunes/Dried Plums $28,801,000 $28,202,000
3 Livestock - All $25,059,000 $22,577,000
4 Walnuts $55,705,000 $21,531,000
5 Kiwi $19,586,000 $12,441,000
6 Peaches/Cling $11,645,000 $11,664,000
7 Pasture - All $5,692,000 $5,689,000
8 Nursery Stock $4,663,000 $5,586,000
9 Almonds - All $6,789,000 $3,464,000
10 Timber $37,580 $586,480

3 The gross value of Sutter County agricultural production for 2021 was $568,883,000. This is a decrease of
$52,483,000 or 8.4% below the 2021 total value.

Rice remains the top-ranking crop in 2022 driven by
a 54% increase in price. A 32% in decrease in acreage
offset much of the price gains as the to total value rose to $182,593,000, an overall increase of 4.7% from 2021.

Rising to second, processing tomatoes increased in
acreage, price, and yield to a total value of $89,621,000.

Cling peaches remained in third as an increase in price offset decreases in acreage and yield to a total a value of $48,425,000. Dried prunes rose to fourth with a
total value of $47,518,000 despite a decrease in price.

Dropping from second to fifth place, walnuts total value decreased 64.1% to $43,539,000 due to moderate
decreases in harvested acreage and yield and a 61.1%
decrease in price. (Source: Sutter County 2022 Crop Report) In 2021, Sutter County ranked 22nd in gross value of
agricultural production of the entire state of California, first in prunes production and fourth in walnut
production. (Source: CDFA)
To access the complete 2022 crop report visit:
https://www.suttercounty.org/home/
showpublisheddocument/7106/638386556019370000

LEADING AGRICULTURAL COMMODITIES
RANK CROP 2021 2022
1 Rice1 $174,352,000 $182,593,000
2 Tomatoes/Processing $54,964,000 $89,621,000
3 Peaches/Cling-stone $55,765,000 $48,405,000
4 Prunes (Dried) $42,655,000 $47,518,000
5 Walnuts $121,405,000 $43,529,000
6 Nursery Products $45,782,000 $28,203,000
7 Sunflower, Seed $19,942,000 $20,216,000
8 Wheat, Grain $5,428,000 $16,177,000
9 Almonds $36,792,000 $12,823,000
10 Corn/Field Grain $7,020,000 $10,553,000

SUTTER COUNTY

1. Includes seed, does not include Wild Rice

ATTACHMENT 5

2020-2025

COMPREHENSIVE

ECONOMIC

DEVELOPMENT

STRATEGY

APPENDIX V
PUBLIC
WORKS

PROJECTS

SUTTER COUNTY

YUBA COUNTY

LIVE OAK

MARYSVILLE

WHEATLAND

YUBA CITY

BUILDING PROSPERITY

IN THE YUBA-SUTTER REGION
Updated January 1, 2024

APPENDIX V YUBA-SUTTER PUBLIC WORKS PROJECTS
1 Yuba-Sutter Economic Development District
2024 CEDS Public Works Projects, Sorted by Jurisdiction Jurisdiction
Project No.

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2023 CALTRANS PROJECTS - COMPLETED Yuba & Sutter Counties Regional
R6
Short-term
3 3.2
Live Oak Streetscape, Rehab & Safety
03-3F99U This EA is combined from 3F990/1H150/2H230
In Sutter County, in and near Live Oak, from south of Coleman Avenue to Nevada Street. Rehabilitate pavement, improve pedestrian accessibility, add new electrical signals, upgrade drainage facilities, add streetscape elements & reduce traffic congestion by improving the vertical profile & providing two traffic lanes in each direction.
$37,400,000 SHOPP 2023
Regional
R7
Short-term
3 3.2
Count Station Repair & Install
03-0H420 VAR
In Sutter County on Route 99, adding two new count stations. This project is also located in Colusa, El Dorado, Glenn, Nevada, Placer, Sacramento, Yolo, and Yuba Counties. Repair existing continuous count stations, install new loops at ramp meters, and install new radar count stations. $14,072,000 SHOPP 2023
Regional
R9
Short-term
3 3.2
Multi Location Bike and Ped Improvements
03-0J923
In Sutter County on Route 20 from Stabler Lane to Shasta Street. Enhance crosswalk visibility, add bike lane delineation, install signs and countdown pedestrian barricades to improve bicycle and pedestrian safety. $3,246,000 SHOPP 2023
Regional
R20
Short-term
3 3.2
Bridge Maintenance
03-2G070
In Sutter County on Route 20 near S. Tarke Road. Bridge preservation. $1,642,000 Maintenance 2023
Regional
R21
Short-term
3 3.2
D3 Advance Curve Warning #2
03-2G690
Install Horizontal Alignment Curve Warning Signs. Sutter County at various locations.
$447,000 Maintenance 2023
Regional
R22
Short-term
3 3.2
YUB 70 Bridge Widening and Rail Replacement
03-1H270
Near Marysville, at Feather River Boulevard Overcrossing No. 16-0033 (PM

13.01) and South Marysville Undercrossing No. 16-0035 (PM 13.23). Upgrade bridge rails and construct median concrete barrier between project limits. $12,160,000 SHOPP 2023
Regional
R25
Short-term
3 3.2
Simmerly Slough
03-1E060
In Yuba County near Marysville from 0.1 mile north of Binney Junction Underpass to 0.3 mile north of Laurellen Rd.
$60,406,000 SHOPP 2023
Regional
R27
Short-term
3 3.2
Count Station Repair & Install
03-0H420
470 Locations. Repair existing continuous count stations, install new loops at ramp meters, and install new radar.
$14,372,000 2023
Regional
R33
Short-term
R33
3 3.2
YUB 20 RHMA Overlay/DIKE/PCC Island Removal
03-1G010
In Yuba County in and near Marysville from Buchanan Street to 0.1-mile East of Levee Road.
$2,006,153 Maintenance 2023

PROJECT COMPLETED
09/07/2023

PROJECT COMPLETED
11/08/2023

PROJECT COMPLETED
09/07/2023

PROJECT COMPLETED
03/13/2023

PROJECT COMPLETED
08/04/2023

PROJECT COMPLETED
06/21/2023

PROJECT COMPLETED
06/30/2023
Project Completed
11/08/2023

PROJECT COMPLETED
02/06/2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date

CALTRANS PROJECTS - SUTTER COUNTY (PROGRAMMED)
Regional
RS1
Mid-term
3 3.2
SUT-99 Lomo Crossing
03-0J910
Near Live Oak, from 0.2 mile south of Encinal Road/Live Oak Blvd to 0.1 mile north of Kent Ave; also, from 0.1 mile south to 0.1 mile north of Eager Road.

Eliminate direct access to Route 99 from Encinal Road/Live Oak Blvd and improve the intersection of Live Oak Blvd and Eager Road to enhance access to Route 99 at the Eager Road interchange.
$12,626,000 SHOPP 2025
Regional
RS2
Mid-term
3 3.2
Oswald Road Safety Project
03-4H870
In Sutter County on Route 99 at Oswald Road. Intersection improvements. The lead for Environmental Clearance is Sutter County. Caltrans will be the lead for Design and Construction.
$14,585,000 SHOPP 2026
Regional
RS3
Short-term
3 3.2
Bridge Scour Mitigation
03-0J630
In Sutter County at the Sutter Bypass, scour
mitigation and bridge deck surface treatment.
2023-2024 UPDATE: New completion target date – 07/23/2024 $11,620,000 SHOPP 2024
Regional
RS4
Short-term
3 3.2
SUT 99 Live Oak 18-Wire RR Preemption Upgrade
03-0J230
In Sutter County on Route 99 in the town of Live Oak, at Pennington Road.

Upgrade Railroad preemption from 2-wire to 12-wire.
$842,448 SHOPP 2023
Regional
RS5
Short-term
3 3.2
SUT 99 Elm Street 18 Wire Railroad Preemption
03-3J040
In Sutter County Route 99 at Elm Street in the City of Live Oak. Upgrade existing 2 wire railroad preemption.
$436,738 SHOPP 2024
Regional
RS6
Short-term
3 3.2
Jennings/Knights Curve Improvement
03-2J980
In Sutter County on Route 113 from 1.276 miles north of Jct. Route 45/113 to

0.576 miles north of Jct. Route 45/113. Horizontal curve improvement due to several collisions on a two-lane conventional highway. Improve intersection at Knights Road by realigning it to reduce the skew angle. $8,630,000 SHOPP 2027

CALTRANS PROJECTS - SUTTER COUNTY (PLANNED)
Regional
RS7
Short-term
3 3.2
SR99 Segment Rehabilitation
03-2J230
In Sutter County on Route 99 from Route 20/99 Junction to 0.2 mile south of Route 99/Live Oak Blvd Junction. Pavement rehabilitation, rehabilitate drainage systems, and TMS stations.
$56,530,000 SHOPP 2027
Regional
RS8
Short-term
3 3.2
Stafford Way Intersection Safety Improvement
03-3J680
In Sutter County on State Route 20 at the intersection of SR-20 and Stafford Way. Install Traffic Signal.
$4,454,000 SHOPP 2025
Regional
RS9
Short-term
3 3.2
Humphrey Road Intersection Improvement
03-4J060
In Sutter County on State Route 20 at Humphrey Road. Install Traffic Signal. $394,255 SHOPP 2025
Regional
RS10
Long-term
3 3.2
SR 99 Managed Lanes from I-5 to SR 99/70
Managed Lane Facility in both directions from I-5 to the SR 99/ SR 70 Wye junction in Sacramento and Sutter Counties.
$100,00,000 Non-SHOPP 2050

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date

CALTRANS PROJECTS - YUBA COUNTY (CONSTRUCTION)
Regional
RY1
Short-term
3 3.2
Yuba 70 Laurellen to Butte County Line SHOPP & STIP Combine (Seg 4&5) 03-4F38U
In Yuba County, near Marysville, from Laurellen Road to South Honcut Creek Bridge on SR 70. Widen roadway for continuous passing lanes, two-way leftturn lane/left turn pockets, standard shoulders and roadside clear recovery zone.
2023-2024 UPDATE: New completion target date – 03/29/2024 $97,044,000 SHOPP 2023
Regional
RY2
Short-term
3 3.2
BUT/YUB 70 Seg 3 Combined
03-3H93U
In Yuba and Butte Counties, about 11 miles north of Marysville, on State Route 70 from 0.8 miles north of Chandler Road to East Gridley Road, PM 25.5/25.8 and 0.0/3.8. Widen for continuous passing lanes, two-way left-turn lane/left turn pockets, standard shoulders, and provide a roadside clear recovery zone. 2023-2024 UPDATE: New completion target date – 03/29/2024 $63,164,000 SHOPP 2023
Regional
RY3
Short-term
3 3.2
Browns Valley Rehab
03-0A570
In Yuba County from Marysville Rd. to the Yuba River Bridge. Roadway rehabilitation and shoulder widening.
$65,401,000 SHOPP 2024

CALTRANS PROJECTS - YUBA COUNTY (PROGRAMMED)
Regional
RY4
Short-term
3 3.2
Wheatland Donut Hole Project
03-0H370
In and near Wheatland, from north of State Street to north of Evergreen Drive.

Rehabilitate pavement, add bike lanes, rehabilitate drainage systems, upgrade facilities to ADA standards, and construct Class I multi-use path, modify driveways, and enhance crosswalk visibility as complete streets elements.
2023-2024 UPDATE: New completion target date – 12/11/2024 $8,840,000 SHOPP 2023
Regional
RY5
Short-term
3 3.2
Marysville Railroad Bridge Rehab
03-0H160
In and near Marysville, from south of 14th Street to north of Cemetery Road.

Roadway rehabilitation and operational improvements including turn pockets and auxiliary lanes.
2023-2024 UPDATE: New completion target date – 12/15/2024 $137,665,000 SHOPP 2023
Regional
RY6
Mid-term
3 3.2
YUB 65 CAPM & Drainage
03-0J660
In Yuba County on Route 65 from South Beale Rd to Junction Route 65/70.

Class 2 pavement CAPM and drainage rehabilitation.
$21,510,000 SHOPP 2026
Regional
RY7
Short-term
3 3.2
YUB 20 Marysville 9th and B St Intersection
03-3J960
In Yuba County on Rote 20. Construct 2 right turn lanes from SB 70 (B St) to WB 20 (9th St).
$936,000 SHOPP 2024

CALTRANS PROJECTS - YUBA COUNTY (PLANNED)

CALTRANS PROJECTS - YUBA COUNTY (HIGHWAY MAINTENANCE)
Regional
R34
Short-term
3 3.2
YUB 70 YUB 70 Cold Plane Overlay – HM
03-2G710
$289,000 Maintenance 2024

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
In Yuba County on Route 70, approximately 1.4 miles east of Feather River OC.

Preserve the existing facility and prevent further deterioration of the roadway.

OTHER Yuba-Sutter Regional Projects
Regional
R1
Long-term
3 3.2
Wheatland Parkway 1B
Develop alignment alternatives, design and construct the East Wheatland Expressway that connects Highway 65 and Spenceville Road.

The General Plan, adopted in 2006, provides for a bypass to be developed to the east of the existing city limits. No specific alignment has yet been determined but it will likely connect to the Lincoln Bypass south of Wheatland and then reconnect to the existing Highway 65 somewhere north of Wheatland (likely somewhere between South Beale Road and Ostrom Road). The bypass is known as the Wheatland Parkway.
2023 UPDATE: No further progress
Not
Determined
Regional
R2
Long-Term
3 3.2
Wheatland Parkway 1A
Project would construct a new freeway interchange at SR65 and South Beale Road.
2023 UPDATE: No further progress
Not
Determined
Regional
R3
Mid-term
3 3.1
Feather River West Levee Project
Sutter and Butte counties are planning to improve 44 miles of levees from Thermolito Afterbay south to the Sutter Bypass to reduce flood risk and remove more than 34,000 properties from FEMA Special Flood Hazard Areas.

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

Phase I –Thermalito Afterbay to Star Bend is targeted to be completed by 2016. Phase II will include the area south of Star Bend to the confluence of the Feather River and the Sutter Bypass.
2023-2024 Update: Levee repairs will be completed in two separate phases:

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

Phase 2-
open
ended
Regional
R4
Long-term
3 3.2
Reroute Union Pacific Railroad Tracks around Marysville on the West Union Pacific Railroad track beds crisscross the community, effectively dividing neighborhoods and impeding the Lake District’s potential of being prime development areas for upscale commercial and residential construction. The current track running out of Sutter County, turning south along B Street would be rerouted to the westerly city limits before turning south along a new double track bed along the Feather River levee and rejoining the existing track bed south of the city limits at approximately Erle Road in Linda.
$60,000,000 2030

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
R5
Mid-term
3 3.1
Flood Protection of the City of Marysville
A public works project to repair and upgrade the ring levee to be certified as providing a 200‐year level of flood protection. The Marysville Ring Levee project is a multi-phase project that will upgrade the levee that surrounds Marysville. The primary purpose of the project is to strengthen the existing levee by implementing additional measures to reduce the likelihood of through- and under-seepage. The U.S. Army Corps of Engineers Sacramento District is partnering with the California Central Valley Flood Protection Board and the Marysville Levee District to complete the estimated $92.5 million project. The state of California has appropriated $17 million toward the project as part of their commitment to upgrade the state’s levee systems.

Currently, project completion is slated for 2019. The project is designed and constructed to meet the state’s requirement of 200 year-level flood risk for urban areas - or a 1-in-200 chance of flooding in any given year. Due to the elevation of the levees, the project will surpass those criteria making Marysville one of the lowest at-risk cities in California’s Central Valley after all flood reduction measures are constructed.
2023-2024 UPDATE: The project has completed several phases of construction including Phase 1 on Simmerly Slough between Jack Slough Road and the Marysville High School; Phase 4A on Simmerly Slough in Binney Junction; Phases 2A North and South on the Feather River between 10th Street and the Yuba River; and on the Yuba River the project has completed improvements in Phase 3 between the landfill and Ramirez Road/Simpson Lane and Phase 2C from Highway 70 to the Feather River. A contract is currently being awarded to construct Phase 2B between Ramirez Road/Simpson Lane and Highway 70 on the Yuba River in 2023; and the final phase of construction will be to repair the Yuba River levee beneath Highway 70 in 2024. The US Army Corps of Engineers is also completing a risk assessment of areas not improved in this project to ensure they meet criteria for greater than 200-year level of protection and will implement any repairs/improvements identified in that analysis in 2025-2026. $92,500,000
$13,000,000
$200,000
U.S Army Corp
of Engineers
YWA
2026
Regional
R6
Long-Term
3 3.2
Plumas Lake Connector
Project would construct a high-capacity roadway between the new South Beale Road Interchange and the Plumas Lake Boulevard Interchange on SR70.

Not
Determined
Regional
R7
Long-Term
3 3.1
South Yuba County Regional Water/Wastewater Project
Yuba County, the Olivehurst Public Utility District (OPUD), the City of Wheatland, and Yuba Water Agency have partnered to develop and implement a regional solution for immediate and future wastewater needs.

The initial phase of the regionalization project is to connect two disadvantaged communities (DAC), Wheatland and Olivehurst. The project will connect Wheatland to OPUD for the provision of wastewater collection and treatment which allows for the decommissioning of Wheatland’s aging wastewater treatment plant. Efforts are being coordinated to obtain state grant funding for this project which will provide a more efficient and effective wastewater solution, and also to protect the groundwater basins in south Yuba County. Design and environmental review are complete and being reviewed for state grant approval. Phase 2 of this regionalization project is to expand water and wastewater lines for the County’s employment corridor and Sports and Entertainment Zone.
2023-2024 UPDATE: OPUD and Wheatland have submitted an application to the State Water Resources Control Board Clean Water State Revolving Fund (SCWSRF) for construction funding for the regional pipeline from Wheatland to OPUD and for other necessary improvements to the OUD wastewater treatment plant. The application is complete, and the project is categorized as “fundable” by the SWRCB and is going through the required stages of review $188,000,000 State –
SWRB($50M)
Local – YWA
and OPUD $17
2028

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
by SWRCB staff. This grant would fund approximately $50 million of the estimated $120 million needed for the project. Yuba Water Agency is exploring options to loan the remaining funds necessary to complete the project. In addition, further expansion of this regional water/wastewater system to enable commercial and industrial development is designed and funding sources for the approximately $58 million needed for the project are being explored.

YUBA-SUTTER TRANSPORTATION PROJECTS
Regional
YST1
Short-Term
3 3.3
Dial-A-Ride Bus Replacement (6) – Replacement of existing buses to zeroemissions buses. 2023-2024 UPDATE: Due to the adoption of the NextGen Transit Plan, this purchase is now for six expansion gasoline (instead of zero-emission) powered low-floor buses as the new hybrid on-demand / fixed-route system will require more smaller vehicles and less heavy-duty buses to operate. $1,200,000 Federal, State 2024
Regional
YST2
Mid-Term
3 3.3
Facility Replacement. Yuba-Sutter Transit continues to plan for the replacement of its current operations, maintenance, and administration facility at 2100 B Street in Marysville. A new location is needed because this undersized and technologically obsolete 1960’s-era former Seven-Up Bottling Plant that was converted to transit use in 1996, lacks sufficient capacity to accommodate the infrastructure needed to meet the state mandate that only zero-emission buses can be purchased after 2028.
2023-2024 UPDATE: Yuba-Sutter Transit has since been awarded significant additional funding from state and regional grant programs to secure over $40 million for what is now estimated to be a $55.8 million project. As a result, related environmental and preliminary engineering work is expected to commence in early 2024. This will refine the project and update the early conceptual cost estimate based on the fleet and service assumptions from the NextGen Transit Plan. This effort will also improve the likelihood of success in the next round of grant applications to complete the funding package. $55,800,000 Federal, State,
Regional, Local
2027
Regional
YST3
Long-Term
3 3.3
Dial-A-Ride Bus Replacement (10) – Replacement of existing buses to zeroemissions buses. 2023-2024 UPDATE: Pursuant to the adopted NextGen Transit Plan, this purchase would be for 15 zero-emission buses that will be used for the new hybrid on-demand / fixed-route system to replace 11 existing Dial-A-Ride buses and 11 heavy duty local fixed route buses.
$6,000,000 Federal, State 2027
Regional
YST4
Long-Term
3 3.3
Commuter Bus Replacement (6) – Replacement of existing buses to zeroemissions buses. 2023-2024 UPDATE: Pursuant to the adopted NextGen Transit Plan and the resulting reduced emphasis on intercity commuter service, this purchase would replace just four of six buses. The remaining two buses would be sold as surplus.
$5,600,000 Federal, State 2027
Regional
YST5
Long-Term
3 3.3
Fixed Bus Replacement and Minor Fleet Expansion (13 for 11) – Replacement of existing buses to zero-emissions buses.
2023-2024 UPDATE: Pursuant to the adopted NextGen Transit Plan and the emphasis on smaller on-demand vehicles, this project has been dropped. The 11 fixed route buses will be sold as surplus after the purchase of additional smaller vehicles as part of YS3 above.

BEALE AIR FORCE BASE PROJECTS
Regional
BAFB 1
Short-Term
2 2.1
BAFB-Repair B2145
Design-Build Project. Relocate the Office from the basement level of B1086 to its new location on the first floor of B2145. Renovate and Repair approx. 8,485 $100+M Federal 2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
s.f. of B2145. Includes new HVAC, electrical, plumbing and fire protection systems upgrades.
2023-2024 UPDATE: 100% Designed, Under solicitation.

Regional
BAFB 2
Short-Term
2 2.1
BAFB – Repair B2145 Multiple Modifications
Design changes to include/adding a smoke detector system and UTC Storage Upgrade. Change design to comply with AFRC requirements. 2023-2024 UPDATE: Project completed.
$1M Federal 2023
Regional
BAFB 3
Short-Term
2 2.1
BAFB-2MW Photovoltaic (1218 Power Supply)
Construct a ground-mounted photovoltaic (PV) solar panel system to include structural support, inverter, distribution extension, grid connections, an integrated automation control and monitoring system and microgrid ready hardware.
2023-2024 UPDATE: In progress
$4M-$7M Federal 2024
Regional
BAFB 4
Short-Term
2 2.1
BAFB-2 MW Solar Array & Microgrid/Battery Storage Projects (ERCIP) Install an advanced microgrid controller with a 1MW/4MWh battery energy storage system (BESS). Integrate with proposed 2MW solar photovoltaic system to charge the BESS and provide demand response capabilities. 2023-2024 UPDATE: In progress
$4M-$7M Federal 2024
Regional
BAFB 5
Short-Term
2 2.1
BAFB- Repair Well Field Power Poles
Replace existing aging overhead electric infrastructure. To comply with environmental constraints, the majority of the facilities will be rerouted underground.
2023-2024 UPDATE: Project completed.
$6.3M Federal 2023
Regional
BAFB 6
Short-Term
2 2.1
BAFB- Construct Fuel Hydrant System MILCON
Replace aging underground Fuel Hydrant System. Install security lighting at the Hydrant Storage System. Install electric product recover pumps for water draw off at tanks. Install proper drainage around hydrant secondary containment berms. Install all pipe supports, equipment, and appurtenances related to the new JP-8 fuel piping. Install audible alarms on tanks and pump house.
2023-2024 UPDATE: In progress
$25M-$27M Federal 2024
Regional
BAFB 7
Short-Term
2 2.1
BAFB- Repair J Street Water Mains, Phase 1 (D-B)
This project is to model, design and conduct repairs to the existing in-service steel drinking water main line distribution system by slip-lining or pipe bursting, or a combination of both methods. The project also includes installing a new 12-inch water line along Gavin Mandery Drive. The new line will bring the distribution system into compliance with the Safe Drinking Water.
2023-2024 UPDATE: In progress
$3M-$5M Federal 2024
Regional
BAFB 8
Short-Term
2 2.1
BAFB- Repair Substation B5770
The work consists of the study and development of a complete design, including (1) Creating Demolition drawings for the existing 60/4kV Substation and associated connectivity, and (2) Development of a complete design of a new 60/4kV Substation Replacing the existing Substation. $7M-$10M Federal 2024
PROJECT COMPLETED 2023
PROJECT COMPLETED 2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2023-2024 UPDATE: Project cancelled 2022, recompeting for funds Regional
BAFB 9
Short-Term
2 2.1
BAFB- Beale WAPA Interconnection Project (BWIP)
Improve Resiliency, Reliability & Redundant Power Delivery. 2023-2024 UPDATE: In progress
$46M-$49M Federal 2024
Regional
BAFB 10
Short-Term
2 2.1
BAFB- Replace B3340 Artificial Turf: Soccer Field at Youth Center Converting grass turf to artificial turf with sprinkler and drainage system. 2023-2024 UPDATE: In progress
$1M-$3M Federal 2024
Regional
BAFB 11
Short-Term
2 2.1
Base-wide Paving
Renovation of multiple locations on base for asphalt and concrete. 2023-2024 UPDATE: In progress
$2M-$3M Federal 2024
Regional
BAFB 12
Short-Term
2 2.1
Repair 480V System PAVE PAWS B5760-MCC
Replace generator controls, 480V transformers, main distribution panels, motor control centers and emergency lighting generator
2023-2024 UPDATE: In progress
$4M-$6M Federal 2024
Regional
BAFB 13
Short-Term
2 2.1
Dorm Repair
Repair structural damage to two facilities after a severe water leak which damaged flooring and walls.
2023-2024 UPDATE: In progress
$5M-$8M Federal 2024
Regional
BAFB 14
Short-Term
2 2.1
Replace/Upgrade Denial Barriers & Tiger Teeth (Multiple locations) Remove existing Base access denial barriers and replace with new units that incorporate tiger teeth measures. Improved barrier units increase force protection measures.
2023-2024 UPDATE: Project completed.
$2.4M Federal 2023
Regional
BAFB 15
Short-Term
2 2.1
Upgrade Base-wide HVAC Control Systems
Project upgrades the comprehensive HVAC control systems serving base facilities to provide centralized control/monitoring and improve energy efficiency throughout Beale’s infrastructure.
2023-2024 UPDATE: In progress
$1M-$3M Federal 2024
Regional
BAFB 16
Short-Term
2 2.1
Construct Multi-Bay Hangar
Construct a three-bay hangar totaling 125,000 square-foot capable of housing four U-2 aircraft.
2023-2024 UPDATE: In progress
Over $100M Federal 2024
Regional
BAFB 17
Short-Term
2 2.1
Construct 940th Air Refueling Wing (ARW) Squad Ops/AMU
Construct a new facility to serve as squadron operations and aircraft maintenance for the 940 ARW’s KC-135 refueling mission. 2023-2024 UPDATE: In progress
$37M Federal 2042
Regional
BAFB 18
Short-Term
2 2.1
Repair Bowling Alley Air Conditioning
Replace failed HVAC system for the facility.
2023-2024 UPDATE: Project completed.
$2M Federal 2023
PROJECT COMPLETED 2023
PROJECT COMPLETED 2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Regional
BAFB 19
Short-Term
2 2.1
Repair Fire Suppression in U-2 Shelters, B.1068
Repair suppression indication, and notification systems. 2023-2024 UPDATE: In progress
$1M-$3M Federal 2026
Regional
BAFB 20
Short-Term
2 2.1
Repair Beale Wastewater Treatment Plant
Rehabilitates and upgrades the plant to modern standards. The plant was originally constructed in 1944.
2023-2024 UPDATE: Completing 100% design; Programming for funding in 2026.
$15M-$25M Federal 2026
Regional
BAFB 21
Short Term
2 2.1
Add Alter 940th Alert Facility
Repair existing building and add additional rooms to make an alert facility. 2023-2024 UPDATE: Design In progress
$6-$10M Federal 2025
Regional
BAFB 23
Short Term
2 2.1
Repair 110 Ton Chillers at Child Development Center, B2443 Replace two 110-ton chillers.
2023-2024 UPDATE: Planned for 2024 solicitation.
$2-$6M Federal 2024
Regional
BAFB 24
Short Term
2 2.1
Convert HVAC from Chiller System B25215
Replace chiller system with HVAC system.
2023-2024 UPDATE: Planned for 2024 solicitation.
$1.5-$2.6M Federal 2024
Regional
BAFB 25
Short Term
2 2.1
Repair Wells (7) Cathodic Protection System
Repair by replacement 7 cathodic protection systems at water wells. 2023-2024 UPDATE: Planned for 2024 solicitation.
$1-$2.6M Federal 2024
Regional
BAFB 26
Short Term
2 2.1
Construct Wheatland Entry Control Point
Construction new entry control point at Wheatland Gate to include, roadway, building and canopy.
2023-2024 UPDATE: Design In progress
$7-$10M Federal 2025
Sutter County
Sutter Co.

S1
Mid-term
3 3.1
Establish a Marketing Committee to Promote Sutter County Agriculture Work with cities and other appropriate agencies and interests to establish a marketing committee to promote Sutter County agriculture through the following and other means: agricultural industry promotional activities, including farmers markets; agri-tourism marketing; marketing of locally grown food; and promotion of events that expose residents of urban places to agricultural activities and issues.

Not
determined
Sutter Co.

S2
Mid-term
3 3.1
Rural Farm-to-Market Road Network, Improvement, Maintenance and Preservation
Insufficient Highway Users Tax Account (HUTA) gas tax revenues are significantly impacting County’s ability to maintain farm-to-market road network. State legislation is contemplated to help cover the shortfall. Projects include safety, maintenance and complete streets.
2023-2024 Update: No substantial change
$4,000,000 SB1 funding Ongoing
Sutter Co.

S3
Short-term
4 4.2
850 Gray Avenue – Health & Human Services
The county intends to locate most of its Health and Human Services Department to the former K-Mart Building located at 850 Gray Avenue. Due to significant cost escalations for the tenant improvements, and a lack of 15,000,000 County June
2020 –
Design
Complete

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
available funding, the County has cancelled the project and is pursuing other opportunities for the property.
2023-2024 Update: project cancelled.

Sutter Co.

S4
Short-term
3 3.2
Howsley Road Bridge Replacement
The county will replace the existing two-lane 260-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 Update: The design phase is scheduled for completion by June 2025 at which time the County will seek the required federal funding. $23M FHWA 88.53%
County 11.53%
June
2025
Design
Nov.
2027
Const.

Sutter Co.

S5
Short-term
3 3.2
Larkin Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 Update: Due to a delay in receiving the federal funding, the environmental permits have expired and need to be reissued. The County is awaiting federal funding to update the permits and any design impacts. $2M FHWA 88.53%
County 11.53%
June
2025
Design
Nov.
2028
Const.

Sutter Co.

S6
Short-term
3 3.2
Nicolaus Avenue Bridge Replacement
The county will replace the existing two-lane 70-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 Update: Due to a delay in receiving the federal funding, the environmental permits have expired and need to be reissued. The County is awaiting federal funding to update the permits and any design impacts. $3M FHWA 88.53%
County 11.53%
June
2025
Design
Nov.
2028
Const.

Sutter Co.

S7
Short-term
3 3.2
Tisdale Road Bridge Replacement
The county will replace the existing two-lane 40-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 Update: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2024. Federal Funding for the construction phase is not expected to be available until 2025.
$1.5M FHWA 88.53%
County 11.53%
June
2020
Design
Nov.
2026
Const.

Sutter Co.

S8
Short-term
3 3.2
Kent Avenue Bridge Replacement
The county will replace the existing two-lane 80-foot-long bridge utilizing FHWA Highway Bridge Program funds.
2023-2024 Update: The design phase is complete, with right-of-way acquisition and environmental permitting expected to be completed in April 2024. Federal Funding for the construction phase is not expected to be available until 2025.
$2M FHWA 88.53%
County 11.53%
June
2020
Design
Nov.
2029
Const.

Yuba County
Yuba Co.

Y1
Long-term
3 3.1
Highway 65 Regional Wastewater Treatment Plant
This public works project would provide a new wastewater treatment facility located in the Highway 65 corridor near the Sports and Entertainment Zone area capable of supplementing and/or replacing the existing wastewater treatment plant.
$80,000,000
Yuba Co.

Y2
Long-term
3 3.2
Goldfields Parkway
This public works project would construct a four‐lane arterial around the easterly side of Marysville through the East Linda Specific Plan from Highway 65 at McGowan Parkway to Highway 20 at Plantz Road.
2023-2024 UPDATE: Nearing completion of design. Construction of the road is anticipated to be complete by 2026.
$150,000,000
ERLE RD. TO N. BEALE
SEGMENT COMPLETED 2021

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

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

Y3
Mid-term
3 3.2
Highway 70/Plumas Lake Boulevard Interchange – Phase 2
This public works project would link Phase 1 of the Highway 70/Plumas‐ Arboga Interchange to the eastern Phase 2 component of the interchange to include a Union Pacific Railroad overpass.
2023-2024 UPDATE: The County anticipates being approximately 50% complete with design in FY 23-24
$35,000,000 2024
Yuba Co.

Y4
Mid-term
3 3.2
Erle Road Interchange
This public works project would upgrade and expand an existing interchange facility at Erle Road and Highway 70 to provide greater capacity. 2023-2024 UPDATE: No substantial change
$20,000,000
Yuba Co.

Y5
Mid-term
3 3.1
East Linda Detention Basin
This public works project would expand an existing detention pond to serve East Linda and is referred to within the South Yuba Master Drainage Plan. 2023-2024 UPDATE: The segment of the linear detention pond from Orchard Pond to North Beale Road is currently under construction and is funded as a condition of the surrounding subdivision. The remaining segment from North Beale Road to Hammonton-Smartsville Road is being designed in conjunction with the paralleling Goldfield’s Parkway project. This piece is dependent on funding but is expected to be complete in 2024-2025.
$4,000,000
Yuba Co.

Y6
Short-term
3 32
North Beale Road Revitalization Improvements
This public works project consists of implementing the road improvements recommended by the East Linda Revitalization Plan which consists of sidewalks, landscaped medians, street lighting, and parking that would improve the safety of the road for motorists, bicyclists and pedestrians as well as improve the appearance of the road corridor to help attract new and retain existing businesses.
2023-2024 UPDATE: North Beale Road Complete Streets Phase II (Hammonton-Smartsville to Linda Ave) is complete. The County secured grant funding to fund phase III (Linda Avenue to approximately 2,400 feet east). The Phase III design recently commenced with construction anticipated 2024-2025 $10,000,000 Federal and
state transportation funds
2022
Yuba Co.

Y7
Mid-Term
4 4.1
Bikeways and Pedestrian Trails
Bikeways and pedestrian trails provide an alternative mode of transportation as well as an outdoor activity that has the added benefit of connecting people with other points of interest. In January 2013, Yuba County adopted an update to the Yuba County Bikeway Master Plan, which lists and prioritizes projects and their estimated costs.
2023-2024 UPDATE: County selected a consultant to complete the Bicycle and Pedestrian Mobility Plan (update to Yuba County Bikeway Master Plan). The project outreach and early plan development has started. $6,500,000 Ongoing
Yuba Co.

Y8
Ongoing
4 4.2
14Forward Homeless
Yuba County partnered with several nonprofit agencies and the private sector to develop 14FORWARD, a temporary shelter and resource center for the homeless. The site includes 25 2-person structures, an onsite manager, dog facility, and provides services and resources to move the homeless toward permanent employment and housing.
2023-2024 UPDATE: The Salvation Army served 293 people in 2023 at 14Forward. Shelter was offered to every young person between the ages of 2,500,000 State, local,
federal
Ongoing
PHASES I and II COMPLETE,
LINDHURST AVE. TO LINDA
AVE

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
18-24 who was experiencing homelessness, resulting in 20 young people receiving shelter assistance during the year. 69 people aged 55 and older were provided services at the shelter as well, with the eldest being 84 years of age. Throughout the year, repairs were made to the warming/cooling room and offices at the shelter and additional facility safety improvements were completed.

Yuba Co.

Y9
Mid-Term
3 3.2
County Bridge/Culvert Repair
There are 75 HBP-eligible bridges (greater than 20’ in length) and numerous other culvert and drainage structures owned and maintained by Yuba County.

Currently the County has 75 bridges that are of sufficient length (>20’) to be eligible for Caltrans inspection. Of these, 29 bridges have a SR below 80 and above 50 which qualify for HBP rehabilitation funds, and 8 bridges have a SR below 50 which qualify for HBP replacement funds.
2023-2024 UPDATE: Spring Valley Road bridge replacement expected to be complete in January 2024. Other current bridge replacement projects include Los Verjeles Road, Waldo Road, and Ellis Road. These are anticipated to be in construction in 2024-2025. The County applied for an additional five bridge projects through the HBP.
16,810,000 HBP FSTIP Ongoing
Yuba Co.

Y10
Mid-Term
3 3.2
Olivehurst 11th Avenue Project
This public works project consists of implementing road improvements to 11th Ave. between Olivehurst Road and Powerline Road in Olivehurst. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay 2023-2024 UPDATE: Project Completed
1,700,000 ATP 2023
Yuba Co.

Y11
Mid-Term
3 3.2
Linda – Cedar Lane and Alicia Avenue Project
This public works project consists of implementing road improvements to Cedar Lane and Alicia Avenue (from Riverside to Feather River Blvd) in West Linda. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay
2023-2024 UPDATE: The project commenced in June of 2023 and is nearing completion of construction. Project completion is anticipated by March 2024 3,030,000 ATP 2024
Yuba Co.

Y12
Mid-Term
3 3.2
McGowan Parkway Project
This public works project consists of implementing road improvements to McGowan Parkway between SR 70 and SR 65 in Olivehurst. This project includes improvements to: curb, gutter, sidewalk, drainage and street overlay. 2023-2024 UPDATE: Construction is nearing completion with several punch list items remaining.
6,000,000 ATP/LPP/ARPA 2023
Yuba Co.

Y13
Mid-Term
3 3.2
Feather River Boulevard Project
This public works project consists of implementing road improvements to Feather River Blvd. between Arboga Road and Alicia Avenue in West Linda.

This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2022 UPDATES: Wrapping up final design. Plan to construct in 2024-2025. 1,550,000 SACOG OneTime Funding
2019
2022
Yuba Co.

Y14
Mid-Term
3 3.1
Yuba County Broadband Initiative
The County of Yuba seeks to improve broadband service county-wide to support economic growth, enhance community resilience, and bolster connectivity. This initiative will remain a priority for the County into the foreseeable future, due to the complex nature and ever evolving technological advances of the industry. Currently, the County in partnership with the Yuba $125,000
$500,000
EDA Planning
Grant
CPUC
Ongoing

PROJECT COMPLETED

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Water Agency and Valley Vision, is developing a Broadband Master Plan highlighting industry best practices and community specific opportunities to expedite enhanced broadband services.
2023-2024 UPDATE: No substantial update
Yuba Co.

Y15
Mid-Term
3 3.2
Garden Avenue Active Transportation Projects
This public works project consists of implementing road improvements to Garden Avenue (from Feather River Blvd to Riverside Drive) in West Linda. This project includes improvements to curb, gutter, sidewalk, drainage and street overlay.
2023-2024 UPDATE: The project is nearing final design. Construction anticipated for 2024-2025
2,500,000 ATP 2025
Yuba Co.

Y16
Mid-Term
3 3.2
South Yuba Transportation Improvement Authority (SYTIA) Projects The County and Wheatland, on behalf of SYTIA, have begun advancing projects including the East Wheatland Expressway and a new connector at South Beale Road and State Route 65.
2023-2024 UPDATE: No substantial update.
620,000,000 SYTIA 2025
Yuba Co.

Y17
Mid-Term
3 3.2
West Linda ATP Project
The County was awarded (pending CTC vote) $27milliion to implement road improvements throughout West Linda to transform the community with sidewalks, bicycle lanes, and drainage and street improvements. 2023-2024 UPDATE: Project preliminary engineering has commenced. 27,000,000 ATP/YWA 2025
Yuba Co.

Y18
Mi7-Term
3 3.1
Lindhurst Corridor Beautification Project
The County is currently seeking design and construction funds to ultimately beautify and enhance Lindhurst Avenue from Erle Road to State Route 70. This project consists of major complete street improvements such as sidewalks, bicycle lanes, landscaping, and storm drainage necessary to revitalize the commercial corridor. The County is currently installing the first phase of storm drainage infrastructure from the Chestnut Pond to Scales Avenue. 2023-2024 UPDATE: No substantial update
25,000,000 Local/State/Fe
deral
2025
Yuba Co.

YA1
Mid-term
3 3.1
Relocate Airport Drainage Ditch
This project would relocate a major drainage ditch that currently cuts through industrial properties, limiting their use. The project proposes to realign the ditch along a new access road allowing a clear security separation for the airport and industrial areas and provides the ability to market additional industrial properties for new capital investment and new employment opportunities.
5,000,000
Yuba Co.

YA2
Mid-term
3 3.1
Yuba County Airport Terminal Building
This public works project would construct a new 25,000‐square‐foot Yuba County Airport terminal building. This building would include a parking lot, sewage system, street improvements and landscaping.
$23,000,000
Yuba Co.

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

YA4
Short-term
3 3.1
Site Improvements to Industrial Park Site No. 2
This public works project would provide street improvements, sewer system improvements, and water system improvements to provide access to 14 $4,300,000 Federal and
local funds

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
aviation-related corporate hangar lots, 10 acres of industrial property, and provide emergency access to the airport’s crosswind runway.

Yuba Co.

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

YA6
Short-term
3 3.1
Yuba County Airport Rails to Trails Project
Yuba County Airport property is bisected and bounded by an unused rail system. Removing railroad grade would make Industrial Tract 2 accessible to Feather River Boulevard as well as making certain properties in Industrial Tract 1 accessible to the airport via roads and/or taxiways.
$6,000,000 Federal and
Local funds
Yuba Co.

YA7
Short-term
3 3.1
Inside Airport Fence, Perimeter Ring Road
Safety and Security and priority to ensuring proper mix of aviation and industrial tenants at the airport.
$2,000,000 Federal and
Local funds
Yuba Co.

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

YA9
Short-term
3 3.1
Yuba County Airport – Sky Harbor Drive Entrance
This project will replace the failing irrigation and landscape with a drought tolerant mix.
$390,000 Federal and
Local funds
Yuba Co.

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

This location has been identified as ideal for airport support, aviation support, and aeronautical services to include (but not limited to): aircraft maintenance, flight instruction, aircraft rental, hangaring, fueling, tie-down support, parking support and similar aviation services.
$2,400,000 Federal and
Local funds
Yuba Co.

RD1
Long-term
3 3.1
West Linda Detention Basin and Pumping Station
This public works project will modify the existing low‐lying area into a detention basin and create a pumping station to handle drainage within the West Linda area and create a multi‐use recreational field/park that benefits existing low‐income residents and businesses.
2023-2024 UPDATE: No substantial change
$4,500,000
Yuba Co.

RD2
Long-term
3 3.1
Plumas Lake Pond Improvements
This public works project would obtain right of ways and channel improvements to convey 100‐year storm runoff flows for central Plumas Lake adjacent to the Plumas Lake Golf Course.
2023-2024 RD784 Update: No change.
$2,750,000
Yuba Co.

RD3
Long-term
3 3.1
Pump Station No. 9 Upgrades
This public works project would provide redundant pumping, backup generation and SCADA electronic system to existing Pump No. 9 as required by FEMA for operation during storm events and would protect West Linda and the Lindhurst Avenue commercial area.
2023-2024 RD784 Update: RD784 was awarded grant funding through Prop. 1 to finish the SCADA connection phase. The SCADA connection phase has been completed.
$1,800,000 State, Local 2024

SCADA PORTION OF PROJECT
COMPLETED $158,000

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

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

RD4
Long-term
3 3.1
Pump Station No. 10 Upgrades
This public works project would upgrade Pump Station No. 10; provide backup power, permanent outfall piping, and redundant pump for the facility serving the central Plumas Lake Specific Plan area.
2023-2024 RD784 Update: RD784 has been awarded a cost share grant to complete the improvements.
$6,100,000 Cost Share
Local Grant
2025
Yuba Co.

RD5
Long-term
3 3.1
Pump Station No. 7 Upgrades
This public works project would provide upgrades to Pump Station No. 7 with SCADA electronic system and redundant pumping to serve Wal‐Mart, Costco and the commercial area in Linda.
2023-2024 RD784 Update: Project Completed
$158,000 State,
Local
2023
Yuba Co.

RD6
Long-term
3 3.1
Upper Lateral 13 Improvements
This public works project would provide drainage improvements for the northern portion of the Plumas Lake Specific Plan area between Ella Road and Plumas Lake Golf Course and consists of channel improvements and culvert crossing replacements and improvements.
2023-2024 RD784 Update: No change.
$1,050,000
Yuba Co.

RD7
Mid-term
3 3.1
East Linda Drainage
This public works project would construct a detention pond at Edgewater and replace the Avondale pump station at Rupert. The project improves drainage west of Hammonton‐Smartsville Road through west Linda by mitigating upstream peak flows. The system would also address flooding issues along the Lindhurst Avenue commercial corridor.
2023-2024 RD784 Update: No change.
$4,500,000
Yuba Co.

RD8
Mid-term
3 3.1
Lateral 15 Improvements
This public works project would improve the main Reclamation District 784 lateral that provides drainage for the North Arboga Study Area and Plumas Lake area and will widen and deepen existing channels to meet future drainage capacity.
2023-2024 RD784 Update: No change.
$2,800,000
Yuba Co.

RD9
Mid-term
3 3.1
Upper Lateral 15 Bingham Canal Improvements
This public works project would replace culvert crossings under county roads that are substandard to improve drainage in the West Linda area and would eliminate need for the Health and Human Services building detention basin. 2023-2024 RD784 Update: No change.
$1,700,000
Yuba Co.

RD 10
Short-term
3 3.1
Pump Station No. 5 Upgrades
This public works project would provide upgrades to Pump Station No. 5 with SCADA electronic system and redundant pumping to serve the east Linda area. 2022-2023 RD784 Update: RD784 was awarded grant funding through Prop. 1 to install the instrumentation improvements (SCADA). Components for the project are now in the fabrication stages. Estimated completion in 2023. 2023-2024 RD784 Update: Project Completed
$158,000 State,
Local
2023
Yuba Co.

RD11
3 3.1
Storm Drainpipe Replacements $4,500,000 Local Grant 2025 PROJECT COMPLETED 2023

PROJECT COMPLETED
2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Short-term This public works project will replace up to 6 aging pipes located within the rural levee portion of the District.
2023-2024 Update: RD784 has been awarded a grant to complete this project.

Yuba Co.

OPUD1
Mid-term
3 3.1
Replace Aging/Failing Water Infrastructure
OPUD currently has a great deal of steel water main in Olivehurst. The aging steel main fails regularly due to corrosion.
2023-2024 UPDATE: Replacing Aging/Failing Water Infrastructure: OPUD realized with today’s inflation and cost of materials that additional grant money will be needed. OPUD submitted an additional $8 million dollar grant application to fund the full steel main project. OPUD was granted this additional fund for a total of $10.4 million to fund the project. OPUD has also completed 90% of plans and submitted to County for plan comments. OPUD is planning of phasing construction into two phases. The plan is to complete plans at the end of January. The first phase of construction documents is planned to be bided out in February. Goal is for Second phase to be bided out in end April.
$2,400,000 Federal,
State
Yuba Co.

OPUD2
Mid-term
3 3.1
Mary/George/Harvey Sewer and Water Improvements, Olivehurst A public works project that would help in an area with limited water service and no sewer service. This area has chronic problems with septic tank failures and private well contamination.
2023-2024 UPDATE: OPUD received grant for planning and design for well to water. OPUD is currently on a waitlist for technical assistance for planning and designing phase for sewer.
$950,000 Federal,
State
Yuba Co.

OPUD3
Short-term
3 3.1
Rancho Road/Highway 65 Commercial and Industrial Area
This public works project is necessary to provide a sewer and water line to properties in and around the Rancho Road/Highway 65 industrial properties to support current and future industrial park development plans. 2023-2024 UPDATE: No update provided.
$50,000,000 Federal, State
and local funds
2020
Yuba Co.

LCWD1
Mid-term
3 3.1
Linda Avenue/Griffith Water Treatment
This Linda County Water District project would construct Well No. 17 and a water treatment facility at Linda Avenue at Griffith, to serve the East Linda Specific Plan area.
2023-2024 UPDATE: Project is under construction with a current anticipated finish date in June 2024.
$18,000,000 State SRF
program, DWR,
Local
2024
Yuba Co.

PVT1
Mid Term
3 3.1
Forest Biomass Business Center Development – Camptonville Camptonville Community Partnership (CCP), is a small, rural, communitybased non-profit organization located in the town of Camptonville in the Yuba County foothills that proposes to develop a small forest biomass to energy facility that would be part of a new small business campus, located in an unincorporated area approximately 11 miles southwest of Camptonville and 3 miles east of Dobbins. CCP intends to attract other businesses to the site, where heat and power would be available from the facility making the overall facility a high efficiency combined heat and power operation.

In the Fall 2020, with funding from SNC and the CEC EPIC grant, CCP was able to complete the extensive preliminary design and engineering for the facility including bid packages for major equipment.

The planning and engineering solidified costs and site plans needed. Through 2021, CCP began working with their developer and design and engineering 2,326,455
660,837
47,817
1,346,000
4,999,000
Sierra Nevada
Conservancy
USDA
National Forest
foundation
YWA
California
Energy
Commission
EPIC
2026

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
team. Inflation and rising costs required CCP to pivot in 2022 and re-evaluate and search for cost savings as well as the need to secure additional funding from investors and grant opportunities.
2023-2024 Update:
• Purchased 100 acres for the FBBC parcel including 11 acres for the current bioenergy site.
• Secured interest for the development of a co-located sawmill and received USDA grant funding for design and engineering. • Secured a Timberland Conversion Permit (TCP): Converting timberland into another use requires a TCP from Cal Fire. A part of the TCP process also includes preparation of a Timber Harvest Plan (THP). Converting timberland into another use requires a Timberland Conversion Permit (TCP) from Cal Fire. A part of the TCP process also includes preparation of a Timber Harvest Plan (THP).
• Secured a loan for interconnection costs from YWA.
• Update permits and contracts with local and state agencies.

CCP continues to work with key partners such as USFS, USDA, YWA, Blue Forest Conservation, and others to develop the Forest BioMass Business Center.

Project is working to be built and generating electricity to the grid in March of 2026
Yuba Co.

YWA1
Mid-term
2 2.1
Research Innovation Center
The creation of a collaborative research opportunity with Beale AFB, the US Air Force, the Yuba Water Agency, City of Wheatland, and the University of California. The facility could serve as an educational, workforce training, and advanced research hub. Initially, the workforce at the collaborative facility would consist primarily of PhD level researchers, but also development of BA level and even high school educational programs as the facility expands to its full mission. This creates a significant opportunity for the City of Wheatland and Yuba County to create an innovation center and technology node.

Yuba Co.

YWA2
Mid-term
3 3.1
Three Rivers Parkway System Development
The Three Rivers Parkway is envisioned as a multi-modal active transportation and recreation system encompassing as many as 40 miles of hiking, bike and equestrian trails and boat access along the Yuba, Feather and Bear Rivers. The northern terminus would be the Sycamore Ranch County Regional Park on the Yuba River. The trail would extend along the northern bank of the Yuba River to Marysville and would connect to the Sutter County trail system over the rehabilitated former railroad trestle on the Feather River. The trail would cross the Yuba River over the SR 70 bridge and continue south along the Feather River past Star Bend boat ramp to the junction with the Bear River. It would then extend east along the Bear River and possibly Dry Creek into downtown Wheatland. Future phases may connect up to the Spenceville Wilderness Area. The River Parkway is anticipated to be a major draw for tourism in Yuba County, creating opportunities for additional lodging and restaurants, equipment rental concessions, recreational equipment sales, guide services and retail spending from visitors.
2024-2024 Update: No substantial change
Phase I
$8.5 Million
YWA
Yuba County
Marysville
Wheatland
2025
Yuba Co.

YWA3
Mid-term
4 4.2
Atmospheric River Control Spillway at New Bullard’s Bar Dam Yuba Water Agency Board of Directors authorized design of an estimated $225 million Atmospheric River Control Spillway at New Bullards Bar Dam to help reduce flood risk in Yuba County. The spillway is one piece of a three-part $240,000,000 YWA 2027

PROJECT PHASE I
COMPLETED 2022
2022September 2022

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
initiative that will significantly reduce flood risk and improve public safety in Yuba County and nearby communities. The effort includes the development of Forecast-Informed Reservoir Operations for the Yuba and Feather rivers and an update to the U.S. Army Corps of Engineers’ water control manual for New Bullards Bar, which guides flood operations for the dam. Together, the trio of projects will allow Yuba Water to better predict large, threatening storms and release water from New Bullards Bar before dangerous weather hits, while there is still plenty of capacity downstream. 2023-2024 Update: The ARC Spillway Design is complete, working on preconstruction activities such as regulatory, environmental, permitting, and construction management planning for 2024. The Agency is continuing to investigate funding opportunities from State and Federal partners. Note:

Construction of the project has yet to be approved by the Yuba Water Agency Board of Directors.

Yuba Co.

YWA4
Mid-term
2 2.3
Water Education Center
Yuba Water Agency and its partners are in the planning process on a Water Education Center along the Yuba River to educate Yuba County students and residents about the value of the area’s water resources, from farming to hydropower, the environment and more. It is anticipated that this will be a multi-million-dollar project, with long-term funding requirements of several hundred thousand dollars per year for operations and maintenance, however the Yuba Water Agency Board of Directors has not yet determined what the overall scope of the project will be. If the community expresses interest in such a facility, Yuba Water Agency will seek supplemental funding support from grants and interested private industry partners. 2023-2024 Update: Project is on hold, still trying to do discovery work on the land.

Yuba Co.

TRLIA1
3 3.1
Yuba River North Training Wall
The Yuba Goldfields North Training Wall (NTW) is located on the right bank of the Yuba River, approximately eight miles northeast of the city of Marysville in Yuba County. The NTW is approximately 12,000 feet in length, it was constructed by the California Debris Commission in 1899 to confine the Yuba River and to facilitate the migration of mining debris within the floodway. The use of mining tailings was used to construct the NTW and although not an authorized flood control project, it does provide limited flood protection for the community of Hallwood. However, there have been changes over time, changes both in height and width due in part to erosion from high-water events, such as in 2017 and 2018, when Hallwood experienced localized shallow flooding. The project is being constructed in two phases. 2023-2024 Update: The project is being constructed in two phases. Phase I work was completed in early 2022 and included reshaping the NTW embankment to provide a more stable geometry and address the height and width reductions that had occurred over time and ongoing, persistent erosion from storm events. Phase II work, includes construction of a high ground tie-in embankment to extend to the north end of the NTW upstream and for a contiguous line of protection that further reduces flood risk to the Hallwood community, the City of Marysville, and portions of Reclamation District 10. The Phase II project, which is still under design, will include potential ecological enhancement components:
riparian aquatic habitat creation, fish passage enhancement, and salmonid foraging enhancement. The project should be completed by the end of 2025.

Phase I
$3,000,000
Phase II
$2,425,961
$9,703,842
YWA
Local, YWA
Prop 68 Funds

PHASE I PROJECT
COMPLETED 2022

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

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

TRLIA2
3 3.1
Climate Resiliency Project
Upon realization of all state and federal funding, the money will be used to complete design and implementation of the Climate Resiliency Project, which will create a uniform level of protection for Plumas Lake, Arboga, Linda and Olivehurst. Those areas are currently certified at the 200-year level of protection for the state. This project will increase that level significantly, and, when combined with Yuba Water’s planned Atmospheric River Control Spillway at New Bullards Bar Dam, the area could potentially see up to a 500- year level of flood protection.
2023-2024 Update: Three Rivers Levee Improvement Authority will combine the Yuba Water grant funding with approximately $3 million in state funds from the Disaster Preparedness and Flood Protection Bond Act of 2006 (Proposition 1E) to complete the design work and feasibility study and plans to pursue the remaining construction costs from Federal Emergency Management Agency’s Building Resilient Infrastructure and Communities grant program. The study should be completed by December 2024.
$41,600,000 Prop 1E
($9M) YWA
FEMA
Yuba Co.

TRLIA3
3 3.1
Goldfields Multi-Benefit Project Feasibility Study
The purpose of the Goldfields Multi Benefit Study is to develop a replacement feature for the 100-year embankment that is outside of the approved mining areas for both the dredge operations and aggregate extraction and that addresses the increase in flood risk associated with Western’s reclamation plan. The study will include opportunities to expand the Yuba River floodway to reduce flood stages and provide for ecosystem enhancement. The intent will be to develop an alignment for the flood protection embankment that will have a flood control easement that will allow for both the existence of the feature as well as OMRR&R.
2023-2024 Update: The feasibility study on construction of a Multi-benefit project south of the Yuba River downstream of Daguerre Point Dam was completed in December 2023.
$500,000 YWA
DWR
Live Oak
Live Oak
LO1
Long-term
3 3.2
Grade‐Separated Rail and Highway Overpass
The City of Live Oak General Plan Project Area and existing city limits are divided by State Route 99 and the Union Pacific Railroad line running parallel within proximity of one another. Currently all crossings are at grade, causing all east/west routes to close nearly at the same time when trains pass through the community. A grade-separated crossing is critical for future circulation and public safety.

Unknown Unknown Unknown
Live Oak
LO2
Long-term
3 3.1
Infrastructure Improvements to Areas for Job Creation
City of Live Oak has annexed 370 acres adjacent to State Route 99 both north and south of the former city limits and within the 2030 General Plan project area. The property is zoned for business uses. To locate new businesses in this area, both water and sewer improvements are necessary. It is anticipated that each area will require a new public well, sewer lift station and appropriately sized force mains.

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

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

PROJECT COMPLETED
2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
railroad. As Live Oak grows it is important to maintain public safety facilities on the east side of the highway and railroad to ensure adequate response times.

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

The city is currently seeking funding for a Phase 1 gymnasium. $15,000,000 CDBG, local
funds
Unknown
Live Oak
LO5
Long-term
4 4.1
Develop a Strategy to Maximize Commercial Opportunities Associated with Live Oak’s Proximity to the Sutter Buttes and the Feather River With a boat launch facility on the Feather River less than two miles east of downtown, and the Sutter Buttes approximately seven miles west, Live Oak is positioned to benefit from the attraction of these important natural resources and must develop a plan to maximize this opportunity.
$35,000 CDBG Unknown
Live Oak
LO6
Mid-term
4 4.1
Historic Downtown Infrastructure Improvement
Live Oak’s historic downtown core is defined as the area bordered by State Route 99 on the east, N Street on the west, Elm Street on the south and Pennington Road on the north. The area poses significant challenges related to infrastructure improvements necessary to support a mixed‐use retail environment. A complete assessment was completed and adopted by the city in 2013. Improvements include street, curb, gutter, sidewalk, drainage, park and city water and sewer utilities improvements. This project also incorporates Phase 2 improvements of the Live Oak Community Trail Project. $5,200,800 SACOG, CDBG Unknown
Live Oak
LO7
Mid-term
4 4.1
Complete Live Oak Community Trail Project
This one‐mile rail conversion project establishes a dedicated bicycle and pedestrian trail through the center of Live Oak on former railroad right‐of‐ way. The project has four phases, with the first phase completed in 2010 and the third phase completed in 2015.
2023-2024 UPDATE: Phase 4 will be completed during 2022/2023. Phase 4 runs from Kola Street to Epperson Way utilizing the old Railroad Right of Way. It includes a bike/pedestrian trail and landscaping. The city continues to seek funding for phase 2. No Significant update
$2,200,000 ATP, SACOG,
LWC, local
funds
2020/
2025
Live Oak
LO8
Short-term
1 1.1
Live Oak Base‐Level Jobs Initiative
Develop a strategy to identify and support location and/or expansion in Live Oak for companies that sell products and/or services outside of the trade area and bring new dollars into the local economy.
$35,000 CDBG Unknown
Live Oak
LO9
Short-term
1 1.1
Diamond Walnut Facility Reuse Plan
Diamond Walnut’s Live Oak plant, built in the 1920s is no longer in operation, leaving a vacant 80‐year‐old building and adjacent property in the area that is emerging in the new General Plan as an expanded downtown core. Creating a viable reuse plan for this property is critical for Live Oak’s success in expanding the downtown core.
2023-2024 UPDATE: With the loss of the Former Diamond Walnut Facility to fire in February of 2022, once the property is cleaned up it is prime for redevelopment. When combined with adjacent properties, this area becomes an attractive downtown addition to the Live Oak Blvd corridor. Creating a viable reuse plan for this property is critical for Live Oak’s success in expanding the downtown core. No Significant update
$75,000 CDBG Unknown

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Live Oak
LO10
Short-term
3 3.2
Pennington Road Rehabilitation
Pennington Road is the main east/west arterial for the City of Live Oak, intersected by State Route 99. Sacramento Area Council of Governments (SACOG) has committed $915,000 for partial reconstruction of the road from Broadway to Connecticut Avenue during 2012 and 2013. Reconstruction to the east of State Route 99 is also necessary.
2023-2024 UPDATE: Construction on Pennington Road west of the railroad tracks to Connecticut was completed in 2023. Pennington Road East from the High School to the city limits has had a contract awarded and will be completed in 2024.
$1,094,776 SACOG, CDBG 2022
Live Oak
LO12
Short-term
3 3.1
Soccer Park/Drainage Basin Improvements
Live Oak has completed construction of Phase 1 of a joint‐use storm drainage detention basin and soccer park. The basin is critical for reducing storm drain flows downstream of the existing city and is a key feature in the city’s Master Drainage Study. The soccer park will be an important recreational asset and is funded with a Proposition 84 (Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act of 2006) grant. 2023-2024 UPDATE: The City is seeking funding for construction of Phase 2 improvements including one or more additional soccer fields in the complex and additional park features and amenities.
$5,200,000 Prop 84 Grant
1,800,000
2,000,000 in
kind funding –
Sutter Butte
Flood Control
Agency,
700,000 – City
of Live Oak
Unknown
Live Oak
LO13
Short-term
3 3.1
Wastewater Treatment Plant Solar
Live Oak’s new wastewater treatment plant was designed with the possibility of connection to a solar array to power the plant.
2023-2024 UPDATE: COVID caused significant cost increases. The City is in the process of trying to secure additional grant funding to complete the project. The project will not start until the funding has been secured. $2,200,000 WRCB 2022
Live Oak
LO14
long-term
4 4.1
Bicycle and Pedestrian Infrastructure Master Plan
Live Oak has received funding from SACOG for development of a bicycle and pedestrian facilities master plan. The plan as competed and accepted by the City Council in 2016.
2023-2024 UPDATE: The City of Live Oak continues to seek funding for improvements outlined in the plan. No significant change 21,000,000 Various As
Funded
Live Oak
LO15
Short-term
3 3.3
Housing Rehabilitation and First‐Time Homebuyer Programs Live Oak currently utilizes Program Income from past loan recipients to fund new loan applications in addition to applying for new grant funding. The city seeks funding continuously for local housing assistance programs. $varies CDBG, HOME,
CalHome
Ongoing
Live Oak
LO16
Long-term
3 3.2
Pennington Road Feather River Crossing
Live Oak is seeking funding for a feasibility analysis of construction of a bridge over the Feather River on Pennington Road East of the city limits, connecting Pennington Road to Highway 70.

Marysville
Marysville
M1
Mid-term
4 4.1
Construct Pedestrian/Bicycle Tunnel at 14th Street and State Route 70 The presence of a rail line in the immediate proximity of a school creates hazardous conditions for mobility of pedestrians and bicyclists, both key to the economic revitalization of the community. Until the Union Pacific track bed can be relocated, providing a permanent solution (project M5), this public works project will remove a major impediment.
$1,000,000 2025
Pennington Road west of
railroad tracks to
Connecticut completed
2023 - $1,370,299.77

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2023-2024 UPDATE: No update currently. Funding has not been identified.

Estimated cost is likely much more than $1,000,000.

Marysville
M2
Mid-term
4 4.1
Ellis Lake Restoration
A public works project to restore the 37‐acre Ellis Lake area (between 9th and 16th streets and from B to D streets). This park and open space is a regional landmark attracting visitors from throughout the Yuba‐Sutter area and the north state region. The lake was developed in the 1930s by the Work Progress Administration (later renamed Work Projects Administration). The intended scope of work would include a master plan for facility improvements around the lake, including parking, lighting, landscaping, and irrigation, together with water quality improvements for the lake itself.
2023-2024 UPDATE: The City of Marysville has retained a consultant to work through an Ellis Lake Greenspace Master Plan that would include upgrade and renovate Ellis Lake with the addition of park amenities, replacement and or widening paths to increase walkability and alternative usage and ADA accessibility to include bikes and exercise areas, improve public safety through the replacement of existing lighting. Public input is currently being solicited.

Marysville and EDC secured a $3m grant to improve elements and add amenities to strategic locations around the lake. Project is in the design phase. The design will be influenced by the results of the master plan mentioned above.

The City has used information from the nutrient management study to develop a lake management treatment plan. A permit from the State Water Resource Control Board to chemically control algae and aquatic weeds was secured in October of 2023 and Initial treatment of aquatic weeds was performed shortly thereafter. City consultant is working with staff to develop a comprehensive plan for ongoing lake water quality management. The City has also added a treatment system at the existing well head to reduce nutrients entering the lake. Yuba Water agency has provided $300,000 in funding to be used for lake water quality management over the next two to three years. The City intends to further research the feasibility of circulating water from the Yuba river into the lake, exiting to the Feather river. $3,000,000 Caltrans 2026
Marysville
M3
Short-term
3 3.2
Systemic Safety Analysis Report Program (SSARP)
Federal regulations require each State to have a Strategic Highway Safety Plan (SHSP). An SHSP is a statewide data-driven traffic safety plan that coordinates the efforts of a wide range of organizations to reduce traffic accident fatalities and serious injuries on all public roads. In coordination with federal, state, local and private sector safety stakeholders, the SHSP establishes goals, objectives, and emphasis (or challenge) areas. The SHSP addresses the 4Es of traffic safety: Engineering, Enforcement, Education, and Emergency Services. 2023-2024 UPDATE: City Council approved acceptance of grant funding to develop a LRSP in the amount of $40,000 and contract award to GHD by on 10/19/21. GHD completed the 2022 LRSP in January 2023. The study concluded that the majority of accidents are on or around State Highways and caused by excessive speed and failures to stop/yield.
$40,000 State Active
Transportation
2023
Marysville
M4
Short-term
3 3.2
Road Rehabilitation and Sidewalk Accessibility Project. (CDBG) The Project proposes the rehabilitation of just over 15,000 lineal feet (approx. 3 miles) of residential streets and sidewalks in the East Marysville neighborhood off of State Route 20. The project will reconstruct failing road structural sections, install accessible ramps on street corners, improve sidewalks where necessary for accessibility and install bike lanes. $3,000,000 CDBG 2024
Project completed
2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
2023-2024 UPDATE: The city’s projects has been submitted for CDBG funding approval and pending a decision on approval. Project is still pending funding approval from The State of California’s Department of Housing and Community Development. Expect award from DHCD in Spring 2024.

Marysville
M5
Short-term
3 3.1
City’s Park Irrigation Well initiative.

DWR has made grant funds available to commence the City’s Park Irrigation Well initiative that would improve water system reliability and cost savings to the City by converting City parks to a well and tank storage system, thereby eliminating the need for commercial water service.
2023-2024 UPDATE: Project Completed
$400,000 DWR 2022
Marysville
M6
Short-term
4 4.1
Regional Bicycle and Pedestrian “Bike Hub”
The City is preparing a Bike and Pedestrian Master Plan within the city limits to connect to the broader regional bike and pedestrian trail that extends throughout Yuba County and across the Feather River into Yuba City. The purpose for the Bike Hub is to serve as a convenient portal and gateway to the regional trail system, offering a central facility for competitive bike rallies and individuals to access the regional system, and provide bicycle and pedestrianrelated retail services available under one roof, including bike rental and repair shops, outdoor gear and apparel, juice bar, community meeting center and visitor center.
2023-2024 UPDATE: No significant change
$2,500,000 CDBG 2026
Marysville
M7
Short-term
4 4.1
Marysville 2050 General Plan
This project’s purpose is to help shape the future direction of the City, to address key issues of walkability and historic character; promote investment, build on and improve Ellis Lake, the rivers, parks and programming; add vibrancy, housing, nightlife, entertainment, services and activities; improve bicycle and pedestrian facilities and transit options; and more. 2023-2024 UPDATE: Project is in process. Significant public and stakeholder outreach has been completed. Land Use and Circulation Elements are in process. Noise monitoring equipment was placed at key locations in Marysville to establish baseline noise contours, Traffic Count Data was taken at 23 locations and consultant has prepared a regional travel demand model.

Specific plans are underway concurrently, funded by SACOG the Regional Early Action Planning (REAP) grant program. An administrative draft has been completed. The Specific Plan is required to be completed by June 2024. 2024
Marysville
M8
Long-term
4 4.1
East Lake Restoration II
A public works project to improve the nine‐acre lake areas between 14th and 16th streets and from Yuba Street to the Union Pacific Railroad track bed. The lake and surrounding open space areas have been neglected for years.

Improvements would include bank stabilization, culvert work, new pathways, ADA‐accessible features, lighting, landscaping, and irrigation. 2023-2034 UPDATE: No update to this project. Funding has not been identified. City is researching the feasibility of partnering with a private developer.
$1,000,000 City
Yuba Water
Agency Grant
2030
Marysville
M9
MId-term
3 3.2
Incorporate Streetscape Improvements on State Route 70 from 1st Street to 6th Street
A highway streetscape project conducted in conjunction with Caltrans resurfacing of the first six blocks of State Route 70 from the southern city limits. The principal objectives are to improve the visual appearance of the $2,000,000 Caltrans 2025
PROJECT COMPLETED 2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
entry into Marysville, and to improve connectivity and walkability between the medical arts and the historic downtown districts.
2023-2024 UPDATE: No update to this project. Funding has not been identified.

Marysville
M10
Mid-term
4 4.1
Rehabilitate the River District for recreation and eco‐tourism A public works project to rehabilitate the waterfront setback areas along the Feather and Yuba rivers from the levees to the streambeds of both rivers. The area includes Riverfront Park and boat launch ramp, restrooms, soccer fields, vehicle parking, bicycle and pedestrian/jogging pathways, decommissioned sewer ponds.
2023-2024 UPDATE: Sewer Pond decommission was completed in October of 2023. Project cost approximately $7.5 m. The city is in the process of negotiating an agreement for utilization of the southernmost ponds for offroad motorsports. Previously unused Softball fields have been rehabilitated from a state of disrepair and are now in use.
$7,500,000 2025
Marysville
M11
Short-term
3 3.2
Accelerate Street Resurfacing and Improvements in the Five Major Economic Development Districts to Support Business Investment
A public works project to restore and repair neglected city streets in the five principal economic development districts, involving approximately 80 blocks of Marysville city streets.
2023-2024 UPDATE: No update to this project. Funding has not been identified.
$5,600,000
$50,000
SB1
SACOG
Caltrans
2020-
2025
Marysville
M12
Short-term
3 3.1
Refurbish and Update City Hall
Refurbish the 1939 City Hall building by replacing all windows with high efficiency glazing, upgrading wiring and replacing floor covering throughout, updating HVAC control systems, updating technology capabilities in City Council chamber and replacing auditorium seating with modern comfortable seating. Installation of solar photovoltaic system at city was completed at city hall in October 2018.
2023-2024 UPDATE: The City has appropriated $1.5 million for the purpose of updating City Facilities, including City Hall. The focus is to replace aged equipment and lighting with newer, more energy efficient models to reduce unscheduled repairs, lower operational cost and improve reliability. $1,500,000 2025
Marysville
M13
Short-term
4 4.1
Proposition 68 Per Capita Program
The city received $177,952 in Proposition 68 grant funding under this program. City has proposed this funding be used for the replacement of the play equipment and play surfacing at Gavin Park and the addition of an accessible path based on the City’s Park and Open Space Master Plan. 2023-2024 UPDATE: The first phase of the Project was completed in November 2023. Additional amenities are planned for installation in summer of 2024.
$178,952 2024
Marysville
M14
Short-term
3 3.2
2023 Measure C / SB 1 Pavement Project
In July 2023, the City Council approved a contract amount of $3,336,937.60 to a local paving contractor to overlay and pave 11 city-wide roadway segments.

Project was completed in November 2023 with one roadway segment carried over to Summer of 2024. Phase 1 of the E. 22nd St Rehabilitation Project (E. 22nd St between SR-20 and Cheim Blvd) was completed under this city-wide paving project
$3,336,937.60 Measure C 2023

SEWER POND DECOMMISSION
Completed - $7.5M
Phase I Completed 2023
$177,952

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
Marysville
M15
Short-term
3 3.2
E. 22nd St Rehabilitation Project
Considered “Phase 2” of the E. 22nd St Rehabilitation Project, funding was secured through the Sacramento Area Council of Government’s Maintenance and Modernization program to rehabilitate the remainder of E. 22nd St from Chein Blvd to Ramirez St.
$3,500,000 SACOG 2025
Marysville
M16
Short term
4 4.2
14th St Traffic Calming Multi-Modal Pilot Project
The City will pilot a project on 14th Street to address cut through highway traffic away from the residential areas using traffic calming and route diversion techniques. It is anticipated that neighborhood residents will feel safer to walk, bike and use transit with less cut through traffic in the residential areas. A Mode Shift grant was secured from Caltrans through SACOG.
$168,000 Caltrans 2024
Marysville
M17
Short term
4 4.1
Historic Downtown Marysville Safety and Walkability Enhancements project The City will work closely with the Marysville Business Alliance to make transportation upgrades to D Street between 3rd St and 4th St to provide safety and walkability for pedestrians and bicyclists.
$250,000 SACOG 2024
Marysville
M18
Short term
4 4.1
Fire Station Auxiliary Building
Build and install a prefabricated steel building to house fire apparatuses.

Expected to solicit bids in Spring of 2024.
$400,000 Measure C
Measure K
2024
Marysville
M19
Short term
2 2.3
Rehabilitation of Annex Building at 10th and E Streets
The City entered into an agreement with Yuba County Office of Education to rehabilitate the Annex Building at the NE Corner of 10th St and E St for their use in Juvenile Education activities. Target completion for renovations is May of 2024
$300,000 Prop 64 2024
Marysville
M20
Short term
3 3.1
Sewer rehabilitation/relocation project Aldridge and Bottler Drives Project includes installing new sewer mains and street laterals in the Alridge/Bottler neighborhood. This effectively moves their sewer service from the back yard of resident’s home to the front under the public right of way. $1,750,000 City Sewer
Enterprise
2024
Marysville
M21
Short term
3 3.1
Storm drain pump engine replacements at 17th Street and Ellis Lake stations Replacing the existing engines with newer more air efficient engines to pump out stormwater at two of the city’s major drainage areas. Expected construction in summer 2024.
$234,600 FRAQMD – CAP 2024
Marysville
M22
Short term
4 4.1
Miscellaneous parks playground improvements and repairs Modernizing and updating the playground equipment at several city parks. $65,000 General Fund 2025
Marysville
M23
Short term
1 1.1
Marysville B Street property development
2023-2024 UPDATE: City has entered into a Disposition and Development Agreement with a private developer to develop a 4.9-acre City owned property located on the east side of B street between 12th and 14th streets.

The development, if approved, will consist of a 100 plus room hotel, a grocery store and a quick-serve restaurant. Project value is estimated to be $43 million. The proposed project will provide significant economic activity and is expected to generate in excess of $500,000 in tax revenue. Construction could be as early as 2024.

Marysville
M24
Short term
3 3.1
Leachate conveyance project
The City has worked with its local solid waste contractor, Recology and the Linda Water District to collect leachate from their regional facilities and convey them through City sewer lines to the Linda Water District wastewater treatment facility. Recology has completed all required testing and has constructed holding tanks and metering equipment to release leachate at a Recology 2023

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
controlled rate. The project has lowered Recology’s cost for leachate disposal (previously trucked to a disposal facility) and generates additional income for the City’s Sewer enterprise fund.
2023-2024 UPDATE: Project is completed, and Leachate is now being conveyed.

Marysville
M25
Short term
4 4.1
Bryant Field Rehabilitation
2023-2024 UPDATE: Multiple improvements completed for Bryant field with assistance from Highlands Community Charter Academy local non-profit, Saylove, Local 228 Pipefitters Union, Local 118 Ironworkers Union, including replacement of entire outfield wall, replacement of C street fence rehabilitation of playing field surface, HVAC and lighting upgrades, safety improvements, and rehabilitation of a structure to accommodate home team players. Investment by city and private partners is valued at over $500,000.

Additional improvements are being contemplated to include additional safety netting to protect spectators, shade structures, field lighting upgrades, player facilities and restroom facilities upgrades security/surveillance upgrades and additional HVAC replacements/additions.
$500,000 General Fund,
Private
Partners, Local
228, unions
and CBO’s
2023
Marysville
M26
Short term
4 4.2
Police Dispatch Center digital encryption and modernization Project Project updates police dispatch technology to accommodate federally mandated digital encryption radio communication requirements. Project replaces dispatch consoles, police unit radios and various other support infrastructure at Marysville PD.
1,600,000 ARPA/General
Fund
Marysville
M27
Short term
4 4.1
Beverage Container Recycling project
To decrease the use, litter, and disposal of single-use beverage containers in the waste stream the City will install water refill stations combination (trash and beverage container recycling) collection containers at strategic locations within the City. Locations include the high traffic, historic downtown area, community/neighborhood parks, and City sports/recreation facilities in the City of Marysville. Project also includes 18 months of beverage container collection and diversion volume measurement.
2023-2024 UPDATE: Project is in the design phase.
271,000 State
(CalRecycle)
2026
Wheatland
Wheatland
W1
Mid-term
3 3.1
Solar Energy Projects
The City of Wheatland plans to construct multiple solar energy shade structures at various city‐owned facilities. Structure locations include City Hall, Police Department, and wastewater treatment plant. Plans to partner with Pacific Gas and Electric to help offset project costs as well as provide long term utility cost savings.
2023-2024 UPDATE: The City continues to seek funding for this project $300,000 Unknown Unknown
Wheatland
W2
Short-term
4 4.1
Wheatland Community Gardens
The 2012 goal of completing Wheatland Community Garden #1 was successfully accomplished with a ribbon‐cutting ceremony on February 20, 2013. The project this year is to build Wheatland Community Garden #2 on the east side of town. This garden will serve the Wheatland Ranch subdivision area.

When completed, the proposed Wheatland Community Garden will consist of approximately 24 planters, including 20 12‐foot by 4‐foot planter boxes and four U‐shaped boxes with access for disabled persons. The total garden size is $50,000 Unknown Unknown
Phase I Completed 2023
$500,000
Project Completed 2023
$180,000

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
estimated at 50 feet by 150 feet. The garden will be secured by a decorative perimeter fence and key‐code lock. The community garden will also include a gathering and picnic area, park benches, work-tables, and a shed for storage.

Total estimated budget was $50,000 per site, with one site remaining. 2023-2024 UPDATE: The City will install an additional 6 planters this fiscal year.

Wheatland
W3
Mid-Term
3 3.1
Wheatland Comprehensive General Plan Update
The project would consist of producing a City of Wheatland Comprehensive General Plan Update. The current City of Wheatland General Plan was completed in 2006. City General Plans are expected to have a 20-year lifespan and typically require several years to complete. Therefore, the City of Wheatland is due to begin a General Plan Update. The project would include an update to the seven elements of the general plan required by the State of California, including an update to the City’s Housing Element. The project would require substantial input and review by city stakeholders and the community. The project would also include the preparation of a programlevel environmental impact report as required by the California Environmental Quality Act.
2023-2024 UPDATE: The Wheatland City Council awarded a contract for the General Plan update on November 28, 2023. It is anticipated that this project will take approximately 12-18 months to complete.
$500,000 ARPA/SACOG/
Developer
contributions
2023-
2024
Wheatland
W4
Mid-Term
3 3.1
Wheatland Comprehensive Zoning Code Update
The project would consist of updating the City of Wheatland Zoning Code to be consistent with a Wheatland Comprehensive General Plan Update. The current City of Wheatland Zoning Code was adopted in 1991, and much of the land use restrictions are considered outdated. The project would consist of reviewing and applying current land use and zoning restrictions to modern types of land use development. A substantial public outreach program would be necessary to ensure zoning would adequately meet the needs of the community. An environmental impact report would be included as a component of this project.
2023-2024 UPDATE: Pending completion of General Plan update. $100,000 ANTICIPATE
SACOG

COMMUNITY
DESIGN

FUNDING
2025
Wheatland
W5
Short-Term
4 4.1
Wheatland Parks and Recreation Master Plan
The project involves the completion of a parks master plan for the City of Wheatland. The City of Wheatland does not have a parks and recreation master plan and has limited policy direction on how future parks are to be developed. A parks and recreation master plan will provide developers and community an understanding of how and where parks will be constructed, the amenities that will be incorporated into the parks, and the sizes of the parks. These parks may include such facilities as tot-lots, ball fields, and aquatic facilities. The recreation plan will identify the types of recreation activities that the City of Wheatland will provide to its constituents. A public outreach program will be included to create the plan. The plan will also require an environmental review as required by the California Environmental Quality Act.
2023-2024 UPDATE: The City continues to seek funding for this project. $100,000
Wheatland
W6
Mid-Term
3 3.2
Highway 65 Interim Capacity Improvements
Provide interim congestion relief on Hwy-65 within the Wheatland city limits until completion of the Wheatland By-Pass. Traffic volumes in this segment have substantially increased since completion of the Lincoln By-Pass in 2014.

Peak hour traffic queues extend well beyond the City limits on weekdays and $7M SHOPP, CMAQ,
SACOG,
FLAP,
Impact Fees
2022

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
local traffic finds it difficult to get across town to access local schools and businesses.

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

Improvements may include traffic signal coordination, intersection modifications, restrict turning movements, highway widening, roundabouts or other measures as determined effective by Caltrans and the City. 2023-2024 UPDATE: The City continues to seek funding for this project.

Wheatland
W7
Short-Term
3 3.2
Spenceville Road Rehabilitation (joint City/County project) Spenceville Road is a two-lane arterial facility connecting Beale Air Force Base and State Route 65 through the City of Wheatland. The project will provide rehabilitation, restoration and resurfacing to approximately 7 miles of roadway between Main Street and Beale Air Force Base. This two-lane roadway provides access to City, County and Air Force Base residents as well as general traffic and school buses that access Beale Air Force Base.

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

The rehabilitation of this project is essential to continue providing access to the public and to Beale Air Force Base. This roadway helps to generate revenue for local business in the area. Spenceville Road is eligible to receive funding under the California Federal Lands Access Program (CA FLAP) which provides funds for transportation facilities that provide access to or are located on or adjacent to Federal Lands.
2023-2024 UPDATE: The City continues to seek funding for this project. $7M Gas Tax,
SB1,
SACOG
2022
Wheatland
W8
Short-Term
3 3.1
Wheatland Comprehensive Water Project
The City of Wheatland water system is aging with portions of the system more than 100 years old. The project consists of removing the seismically deficient water tower from service by employing new ground mounted hydropneumatic tanks and booster pumps to supply water pressure to the City. The project also includes replacement of domestic water meters, new production meters, water meter automation to assist with leak detection and remote metering reading, SCADA replacement, and new billing software.

The primary goal of the Wheatland Water System Reliability Project is to ensure an adequate and reliable water supply that meets the needs for the City of Wheatland
2023-2024 UPDATE: Project is underway and is anticipated that this project will be completed in 2024.
$1.4M DWR
YCA
2023
Wheatland
W9
Short-Term
3 3.1
North Storm Water Detention Basin Rehab
Improvements to the existing basin that discharges to Dry Creek including construction of a stilling basin at the pump intakes; replacement of existing pumping equipment that has reached its service life; and establishing an outlet canal to prevent levee erosion and repair existing erosion at the toe of $600,000 Unknown 2022

PROJECT PLAN
COMPLETED 2022

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

Priority
Goal
Tactic
Project Description Total Cost Funding
Sources
Project
Date
the levee. Benefits include enhance/improve water quality of discharge to Dry Creek, protect the existing levee from further erosion. 2023-2024 UPDATE: The City continues to seek funding for this project.

Wheatland
W10
Long-Term
4 4.1
Improve Walkability to Elementary, Middle and High Schools The project involves providing walking and biking opportunities for students across Wheatland’s four railroad grade crossings. Currently, three of the four crossings have no bike or pedestrian accommodations, and the only improved crossing is the furthest from school routes. The improvements would include modifying railroad grade crossings at Second Street, Third Street and Fourth Street to include ADA compliant sidewalks on both sides of the street and railroad protection devices in accordance with CPUC and railroad standards.

Other improvements would include the addition of fencing and other barriers to discourage the unsafe and illegal crossing of the tracks between grade crossings.
2023-2024 UPDATE: The City continues to seek funding for this project. $1,400,000 State,
Unknown
Unknown
Wheatland
W11
Mid-Term
3 3.2
Wheatland Complete Streets Project - (First Street/Wheatland Road) The project is on Wheatland Road beginning at First Street and Highway 65 and continues east past Wheatland High School and Bear River Middle School to the westerly city limit. The project will provide complete bike and pedestrian facilities along the corridor by improving and extending existing sidewalk and bike lanes. The project involves utility relocations, road widening, pavement rehabilitation, buffered bike lanes, and safety lighting.

This segment of Wheatland Road serves several varied uses: a regional connector between Highway 65 and Highway 70, a bi-directional school routes linking three schools and neighborhoods, and a farm to market route serving over 6-square miles of agricultural lands.
2023-2024 UPDATE: Design project to go to bid in 2024.
$2,500,000 SACOG
Gas Tax/SB1
ATP
RUCS
2024
Wheatland
W12
Long-Term
4 4.1
Wheatland Aquatic Center
The City of Wheatland received a generous $1 million donation for future operations, maintenance and recreational programming of a future Wheatland Community Pool. The city has seven years to complete the project beginning July 2019.
2023-2024 UPDATE: The City continues to seek funding for this project $5,000,000 Unknown 2026
Wheatland
W13
Short-Term
3 3.3
Wheatland 6th Cycle Housing Element Update Preparation
The City of Wheatland has received $65,000 from the California Department of Housing and Community Development (HCD) for the preparation of the 6 th
Cycle (2021-2029) Housing Element Update using grant funds available from the Local Early Action Planning (LEAP) Grants Program.
2023-2024 UPDATE: Housing Element has been certified by HCD -

COMPLETE
$65,000 HCD
(LEAP Grant)
2023
Wheatland
W14
Short-Term
3 3.3
Wheatland 6th Cycle Housing Element Public Participation Process The City of Wheatland has received $10,000 from SACOG for the public participation component of the 6
th Cycle (2021-2029) Housing Element
Update using grant funds available from the Regional Early Action Planning (REAP) Grants Program.
2023-2024 UPDATE: Housing Element has been certified by HCD -

COMPLETE
$10,000 SACOG
(REAP)
2023

PROJECT COMPLETED
2023

PROJECT COMPLETED
2023